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From YouTube: Special Housing & Community Development - CDBG
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B
Morning,
everyone-
I
am
sage
turner,
the
chair
of
our
committee
today,
and
I
welcome
you
to
the
march
24
housing
and
community
development
committee
meeting.
All
council
members
and
staff
are
participating
virtually
for
those
of
you
out
there
with
us
today
welcome
to
help
our
audience
follow
along
I'll
state.
Each
section
of
the
agenda
out
loud
we
are
streaming
live
on
our
virtual
engagement
hub,
which
you
can
find
on
the
city's
website.
B
B
And
meeting
code
9791
your
phone
will
be
muted,
but
it
you'll
be
able
to
hear
the
meeting,
and
when
you
hear
from
more
pl
saying
for
more
options,
please
press
star,
you
will
then
press
star
3,
and
that
will
put
you
in
the
queue
for
that
item
and
then
each
caller
will
have
up
to
three
minutes
to
speak
as
a
general
reminder.
If
you
are
not
speaking,
if
you
could
stay
on
mute,
so
we
can
deter
background
noise
and
we
have
a
chat
function
within
the
meeting.
B
But
please
do
not
use
it
because
we
cannot
see
it
and
it
can
be
confused.
Now,
I'm
going
to
start
with
roll
call,
I'm
going
to
introduce
our
members
and
our
staff
working
with
us
today.
So
if
you
want
to
call
your
name
just
on,
you
can
say
a
quick
hello,
all
right.
Vice
mayor
shanika
smith,
good
morning,
good
morning,
councilwoman
antoinette
mosley
good
morning,
city
manager,
deborah
campbell,
is
with
us
good
morning.
B
B
B
Great,
I
don't
think
I
missed
anybody.
Did
I
okay
great?
We
are
going
to
start
our
agenda
and
for
those
of
you
listening
at
home,
this
is
item
number
one
approval
of
the
minutes.
Did
everyone
have
a
chance
to
review
our
action
minutes
and
are
there
any
questions,
comments,
changes
or
may
I
get
a
motion.
E
B
Okay,
we'll
do
a
roll
call
vote.
Vice
mayor
smith,
aye,
councilwoman
mosley,
I
myself,
sage
turner,
aye,
all
right!
Thank
you.
The
minutes
are
approved
and
we're
now.
Moving
on
to
agenda
item
number
two:
the
pre-award
costs
for
the
us
department
of
housing,
urban
development
actually
known
as
hud
grants
and
we're
going
to
review
award
provisions
and
have
a
staff
kind
of
recommendation,
and
I
believe
jonathan
jones
is
going
to
kick
us
off.
F
Unfortunately,
it
takes
us
a
little
while,
after
that,
to
get
the
official
funding
contract
from
hud.
Sometimes
that
can
be
as
late
as
september,
even
so
late
as
february,
which
means
it
puts
our
partners
in
the
community
behind
schedule.
It
means
that
it
takes
longer
for
the
city
to
contract
with
the
partners
to
get
those
contracts
underway,
get
the
work
going
and
start
spending
down
those
grant
funds.
F
So
staff
have
looked
back
over
some
of
the
hud
regulations
and
some
of
the
provisions
for
these
grants
and
decided
that
one
of
the
options
that
we
could
use
would
be
hud's
pre-award
costs.
This
would
allow
the
city
to
take
the
annual
allocation
and
designate
25
of
those
awards
for
grantees
to
spend
before
we
get
the
official
contract
from
hud.
So
those
funds
would
be
recorded
in
our
budget
for
the
upcoming
funding
cycle.
B
It
sounds
like
a
good
move
and
then
we
did
similar
yesterday
and
some
of
the
problem
is
that
the
funding
and
the
contracts
occur
so
late
that
you
they
can't
even
start
to
spend.
So
they
can't
spend
it
all
in
time
and
now
that's
a
punitive
thing
if
you
haven't
spent
all
the
money
and
you
apply
again
so
I
love
this
idea
and
I'm
happy
to
support
it.
Any
other
questions
from
other
council
women.
B
A
E
B
Councilwoman
mosley,
I
myself
sage
turner,
I
great
so
thank
you,
jonathan
and
team
for
working
on
that
very
smart
solution.
For
those
of
you.
Listening
at
home,
we
have
completed
item
number
two
on
our
agenda.
We're
moving
on
to
item
number
three,
which
is
the
community
development
block,
grant
funding
we're
going
to
have
a
staff
presentation
we're
going
to
have
some
recommendations,
we're
going
to
have
some
discussion
and
there
will
be
an
opportunity
for
public
comment
before
we
vote
on
any
of
this.
So
that
said,
let's
go
ahead
and
hear
from
donovan.
F
All
right,
thank
you
very
much
so
wanted
to
start
out
and
thank
first
of
all
members
of
council,
the
staff
and
all
of
the
applicants
that
have
been
a
part
of
this
funding
process.
This
year
we
are
planning
to
submit
our
annual
action
plan
for
cdbg
funding,
along
with
our
home
recommendations
from
the
home
consortium
meeting
yesterday.
F
So
it's
been
a
long
process,
but
I
wanted
to
give
you
an
update
on.
You
know
how
we've
gotten
there
some
basics
about
the
cdbg
program
and
then
our
next
steps
forward
with
recommendations
and
approval
of
those
funds.
So
our
key
takeaways.
For
today
we
want
to
make
sure
that
we
are
always
being
responsible
for
the
cdbg
and
home
funds
that
hud
has
entrusted
to
us.
F
So
for
a
little
bit
of
the
regulatory
framework
sort
of
the
background
for
this,
I
wanted
to
cover
just
the
basics.
Each
year
we,
the
city,
receives
about
one
million
dollars
in
cdbg
funding
and
1.3
million
in
home
investment
partnership
funds.
That's
not
actually
an
acronym
for
home,
but
we
refer
to
it
affectionately
as
home.
F
F
And
as
a
reminder,
these
are
taxpayer
funds,
so
we
are
not
just
managing
local
dollars,
but
we're
also
managing
federal
dollars
that
come
to
us
through
hud.
It
literally
takes
an
act
of
congress
for
us
to
receive
these
entitlement
grants
right
now.
The
bill
that
would
release
those
funds
has
is
making
its
has
made
its
way
through
the
process,
and
we
are
still
waiting
to
hear
from
the
hud
field
office
about
what
our
actual
allocations
will
be.
F
So
there
are
some
estimates
built
into
this
year's
funding
plan
at
this
time,
and
it's
important
to
remember
when
we
receive
those
funds
there
is.
There
is
a
responsibility
on
the
city
to
follow
the
rules
that
hud
sets.
We
don't
get
to
make
all
of
those
rules,
but
at
the
end
of
the
day,
the
city
and
the
partners
that
we
fund
are
responsible
for
following
them.
F
So
that's
always
something
as
staff
for
making
recommendations,
and
I
think,
as
the
city
is
making
funding
decisions,
that
we
need
to
keep
that
in
mind
when
it
comes
to
spending
those
funds.
There
are
some
broad
categories
that
we
can
invest
in
so
affordable
housing,
economic
development,
public
facilities
and
infrastructure.
F
So
we've
got
some
of
that
we'd
like
to
talk
about
later
in
the
presentation
and
in
our
decision
making,
there's
also
public
services,
and
those
are
the
programs
that
usually
it's
direct
benefit
to
clients
and
that's
a
usually
a
really
competitive
category
in
our
funding
plan,
and
then
we
also
have
planning
administration
costs.
So
there's
a
20
cap
on
the
amount
of
funding
that
we
can
use
as
the
city
to
do
our
planning
and
administration
fund
staff
positions
make
sure
that
we
have
all
the
tools
and
the
training
needed
to
manage
these
programs.
F
Well,
we
can't
do
it
alone.
We
also
have
partner
partner
organizations,
local
non-profits,
housing
developers.
There
are
special
agencies,
community
housing
development
organizations,
cdos
that
are
also
part
of
that
process,
as
well
as
projects
that
we
can
fund.
As
as
a
local
government.
We
can
actually
do
some
of
that
work
directly.
F
Within
that
framework,
those
larger
categories,
we
also
have
very
specific
goals
that
we
are
trying
to
meet
that
hud
wants
in
our
action
plan
that
we
send
to
them.
They
want
to
see
that
we,
we
don't
just
have
big
ideas,
but
that
we
have
measurable
results,
and
so
the
table
that
we've
included
in
this
presentation
is
something
that
was
also
one
of
the
supporting
materials
for
the
application.
F
So
applicants
were
asked
to
go
through
and
align
their
project
request
with
one
of
these
project
purposes,
one
of
these
broad
purposes,
but
also
to
identify
very
specific
goals
so
that,
as
we
are
funding
their
work,
we
know
the
outcome
that
they
are
trying
to
achieve
and
how
many
of
those
results
they're
targeting.
So
we've
got
a
smart
way
to
evaluate
our
progress
as
we
go
along.
F
So
the
the
back
of
the
envelope
math
would
be.
We
get
about
a
million
dollars
in
an
annual
allocation.
They
want
to
be
able
to
look
into
our
account
and
see
that
we
don't
have
more
than
one
and
a
half
million
at
that
point.
So
that
means
that
during
the
year
when
we
talk
about
going
to
contract
and
spending
down
these
funds
quickly,
that's
part
of
the
that's
part
of
the
process.
That's
one
of
the
deadlines
that
the
city
has
to
meet.
F
Unfortunately,
if
we
fail
that
benchmark,
there
are
consequences
and
it
can
affect
future
funding
allocations.
Hud
will
want
to
know
why
we
wouldn't
be
effectively
using
these
funds
and
what
our
plan
would
be
to
use
them
more
wisely
in
a
timely
fashion
and
it
can
affect
they
can
reduce
future
allocations.
If
we
continue
to
be
untimely,
I
will
point
out
on
the
slide.
There
is
a
a
terrific
video
I
think
hud
has
posted
on
youtube,
there's
a
link
that
was
in
the
presentation
that
went
out.
F
We
could
also
share
that,
but
I
think
it's
a
great
overview,
it's
about
20
minutes
long,
and
it
really
gives
you
a
good
idea
of
what
hud's
process
is
for
that
timeliness
test
process.
So
I
would
encourage
anybody
interested
in
finding
out
more
about
that,
and
you
know
how
that
really
influences
our
decisions
here
at
the
city
to
check
that
out.
F
So
we
released
our
application
back
in
december
and
walked
through
the
process
of
staff
evaluating
those
requests,
and
one
of
the
things
that
we
keep
in
mind
is
that
managing
federal
funds
is
not
easy.
There
is
a
lot
of
red
tape.
There's
a
lot
of
strings
attached,
there's
a
lot
of
documentation
and
it
can
be
a
heavy
lift.
F
So
when
we
are
selecting
community
partners
to
do
this
very
important
work,
we
want
to
make
sure
that
our
applicants
are
demonstrating
clear
goals
that
meet
hud
expectations,
that
the
projects
are
eligible,
that
they
have
the
proper
staff.
They
have
a
good
program,
design
that
they
have
a
history
of
managing
other
federal
funds
or
even
cdbg,
and
delivering
unclear
results.
F
F
The
time
frame
is
tied
very
closely
to
the
annual
funding
cycle
and
that
lines
up
with
the
city's
fiscal
cycle.
So,
as
we
begin
funding,
we
want
to
see
work
happen
as
quickly
as
possible
starting
july
1,
again,
the
contracting
delays
have
been
a
hurdle
and
I'm
hoping
we
can
overcome
those
with
the
with
these
pre-award
costs.
But
then
we
want
to
be
able
to
spend
those
funds
as
quickly
as
possible
and
have
those
projects
wrapping
up
each
year
by
june
30th.
F
B
Just
for
yeah,
just
real,
quick
jonathan,
so
that
is
something
I
hear
a
lot
that
going
to
getting
to
contract
has
been
hard.
I
know
through
code,
but
there
were
extra
things,
but
you
you're
saying
that,
with
this
25
thing
we
just
changed:
we'll
actually
release
some
funds
to
staff
up
to
help
with
that.
Is
that
what
you
mean.
F
F
Those
projects
usually
have
those
have
a
four
year
window
to
be
completed,
but
we
still
want
to
make
sure
that
those
contracts
are
underway
within
24
months
of
a
funding
decision
and
that
as
soon
as
that,
contract
is
executed
that
that
project
can
can
get
started.
They
can
start
start
work
and
start
spending
funds
within
12
months
so
that
they
can
get
wrapped
up
in
that
48
month
time
frame.
So
those
are
that's
a
the
hud
deadline
that
we
have
to
keep
an
eye
on
and
so
having
again
having
those
those
deadlines.
F
On
the
other
hand,
we
have,
as
we
go
through
our
applications
and
look
for
partners
to
invest
in.
We
want
to
make
sure
we
avoid
red
flags.
These
are.
These
are
issues
that
would
jeopardize
our
funding
our
ability
to
use
funds
and
would
potentially
prevent
successful
projects
from
completing.
So
we
want
to
avoid
partners
that
are
already
struggling
to
complete
an
application,
because
we
know
that
a
lot
of
the
regulations
that
our
application
is
designed
around
require
similar
documentation.
F
So
we
want
to
make
sure,
even
in
the
application
process
that
we
have
strong
partners
that
can
follow
through
follow
those
instructions,
follow
those
guidelines
and
are
familiar
with
the
regulations
related
to
the
funding
they're
requesting.
In
the
same
token,
we
want
to
make
sure
that
they
are
that
they
are
proposing
an
eligible
activity.
There
is
a
short
list
of
programs,
program
types
that
we
can
fund.
We
can't
fund
everything,
so
we
have
to
be
selective
and
that
selection
is
making
sure
we
check
the
hud
box
that
it's
eligible.
F
F
Some
of
that
is,
you
know,
staff
capacity,
other
resources
that
the
an
agency
might
be
lacking
or
a
program
might
not
have
at
its
disposal,
and
then
we
want
to
be
cognizant
of
any
conflicts
of
interest
or
unresolved
monitoring
issues.
So,
as
we
go
through
a
funding
cycle,
we
need
to
keep
an
eye
on
the
performance
of
a
grantee,
the
documentation
that
they
keep
and
how
they
are
delivering
those
results
and
make
sure
that
all
conforms
to
hud's
regulations
and
best
practices.
C
E
Concerning
unspent
funds
in
that
two-year
period
that
we
kind
of
monitor,
unspent
funds,
if
we
take
that,
if
we
take
that
idea,
we
see
that
two
years
ago
was
right
during
the
timeless
pandemic.
It
is
my
understanding
that
some
applicants
that
were
looking
to
submit
applications
this
funding
cycle.
They
were
actually
discouraged
from
applying
this
this
period
because
of
unspent
funds
during
the
pandemic,
and
we
know
that
they
they
could
not
go
through
or
continue
through
with
their
program
activities,
because
we
were
sheltering
in
place
applying
the
timeliness
test
and
us.
F
Well,
I
would,
I
would
hope,
to
hear
from
our
agencies
that
they
didn't
feel
that
we
were
trying
to
discourage
them
from
applying.
We
received
the
applications
that
were
presented
to
us
to
evaluate,
but,
as
we
did
go
through
those
projects
that
we
received,
we
did
consider
their
unspent
funding
as
a
potential
barrier
for
their
success
while
it
well
it
would.
The
best
intent
would
be
to
help
equip
them
with
funding
that
they
need.
F
One
of
the
challenges
is,
we
can
also
be
burdening
them
with
additional
funds,
putting
them
further
behind
in
one
of
our
conversations
with
a
consultant
that
the
city
has
been
working
with,
one
of
the
one
of
their
suggestions
was
when
you're
in
a
hole,
stop
digging
that's
sort
of
the
first
approach.
So,
as
we've
got
agencies
that
have
unspent
funds,
we
have
not
asked
them
at
this
point
to
return
those
funds,
but
that
they
would
be
able
to
continue
spending
those
funds
and
demonstrate
that
they
can
do
so.
F
F
I
do
think
that
there
could
be
some
challenges
with
that
when
it
comes
to
the
timing
of
these
funds,
especially
as
we're
trying
to
meet
the
timeliness
test
because
of
some
of
those
delays
in
contracting,
as
we
not
just
contract
with
our
sub
recipients,
but
also,
as
we
request
amendments
to
our
action
plan
that
can
that
can
add
to
the
delays.
So
if
we
submit
an
action
plan
now
we
have
to
wait
for
hud
approval
to
begin
july
1..
F
E
F
C
F
F
In
the
past,
we've
had
agencies
who
have
requested
funding
for
multiple
bottom
lines.
They
have
multiple
targets,
they
want
to
help
with
housing
and
job
training
and
transportation,
but
when
we
start
to
report
those
outcomes
to
hud
and
track
our
progress
in
our
action
plan,
that
is
a
lot
clearer
when
we
have
very
specific
results.
So,
looking
back
at
the
eligible
funding
table
that
I
shared
earlier,
having
agencies
pick
one
particular
outcome.
There
may
be
additional
benefits
from
their
program.
F
We
know
we
know
that
to
be
the
case,
but
as
we
are
evaluating
their
request,
we
want
to
look
at
one
targeted
outcome
that
is
hud
eligible,
so
that
when
hud
asks
us
at
the
end
of
the
day,
what
did
you
do
with
those
funds?
We
have
a
clear
answer.
We
also
realized
that
there
is
a
limited
amount
of
funding.
F
We
would
love
to
be
able
to
partner
with
everybody
that
asks,
but
as
we
do,
that
we
are
also
reducing
each
individual
award
and
so
the
amount
of
administrative
burden
on
our
grantees
to
spend
five
thousand
dollars
and
meet
hud
regulations
versus
fifty
thousand
dollars
is
that
that
baseline
requirement
is
the
same.
They
still
have
to
go
through
contracting.
They
still
have
to
submit
the
same
documentation
for
those
expenses.
They
still
have
to
report
their
results
to
the
city
and
ultimately
to
hud.
F
In
addition,
we
have
added
a
scoring
system
to
our
evaluation
process
in
the
past
staff
have
provided
a
basic
eligibility
review,
just
sort
of
checking
the
hud
box
to
make
sure
that
we
are
not
out
of
compliance
with
hud
regulations,
but
we
are
moving
forward
with
that.
We've
moved
forward
with
a
with
a
scoring
system
to
help
evaluate,
objectively
and
consistently
the
different
projects
that
we
would
recommend
for
funding
and
so
out
of
that.
F
Today's
meeting
we're
bringing
recommendations
not
just
sort
of
an
up
down
approval
of
eligibility,
but
also
to
say,
as
staff,
have
gone
through
that
process,
where
we
believe
that
the
best
investments
are
for
the
funding
that
we
have
available
and,
finally,
that
target
would
be
to
fund
those
shovel-ready
projects.
Those
those
applicants
that
are
ready,
willing
and
able
to
put
those
funds
to
use.
F
As
a
bit
of
a
review,
our
timeline
we
sent
out
the
applications
in
december
and
received
those
early
in
february,
staff
have
been
in
many
cases
working
working
burning,
the
candle
at
both
ends
to
get
through
a
lot
of
information
and
make
sure
that
we're
making
good
decisions.
The
results
were
sent
back
to
agencies.
They
were
allowed
to
provide
their
feedback
shared
their
presentations
last
week.
F
Those
were
the
results
of
funds
returned
by
some
of
our
partners,
an
additional
fifteen
thousand
dollars
that
hud
gave
us
at
the
last
minute.
Last
just
before
we
submitted
our
action
plan
last
year,
as
well
as
some
unjust
undisbursed
funds
from
this
the
2016-17
program
year.
Some
of
those
funds
that
need
to
be
activated
and
used,
or
at
some
at
some
time
soon
they
will
begin
to
expire
and
we
will
need
to
return
those.
F
We
would
also
recommend
continuing
to
fund
the
20
administrative
cap,
allowing
the
city
to
maintain
those
planning,
administrative
costs
for
operating
the
program
and
also
look
at
funding
all
of
the
non-public
service
requests
that
were
received.
We
did
have
a
number
of
applicants,
particularly
in
that
non-public
service
category.
That
staff
would
not
recommend
for
funding.
We
had
some
that
were
ineligible
because
of
the
nature
of
the
project
they
were
requesting
did
not
align
with
hud
practices.
We
had
some
who
chose
to
withdraw
their
applications
after
those
were
being
submitted
and
reviewed.
F
We
did
have
one
applicant
we're
working
with
mountain
housing
opportunities
to
address
some
unresolved
hud
monitoring
issues
that
have
come
up.
We've
worked,
we
are
currently
working
with
an
experienced
hud
consultant.
They
literally
wrote
the
manual
on
down
payment
assistance
that
mho
has
been
has
been
providing,
and
so
we
are
looking
for
a
speedy
resolution
to
that,
and
so
we
do
have
the
recommendations.
F
We
would
include
the
cdbg
administration,
fully
funding,
help
mates
housing
case
management
for
domestic
violence
survivors.
This
would
pair
with
their
home
tbra
request
approved
by
the
home
consortium.
Yesterday,
mountain
dis,
works
and
homeward
bound
would
also
receive
full
funding,
as
requested
which
leaves
us
with
a
public
service,
a
non-public
service
gap
in
funding
or
in
in
applicants
and
eligible
applicants
of
784
000
and
as
part
of
our
applica
as
part
of
our
action
plan.
F
So
as
a
solution,
staff
began
looking
at
other
possibilities
and
rather
than
going
back
out
to
the
community
and
adding
an
additional
cdbg
funding
application
cycle
and
trying
to
go
through
that
process
and
make
future
action
plan.
Amendment
changes
we
began
to
investigate
the
arpa
funds.
The
american
rescue
plan
act
funds
that
are
also
being
evaluated
for
funding
at
the
moment
to
see
if
there
would
be
any
opportunities
there
that
we
could
invest
those
funds
wisely
to
meet
the
cdbg
requirements.
F
We
would
be
making
sure
that
the
projects
fit
into
our
existing
consolidated
plan
that
it
would
be
an
eligible,
cdbg
activity,
meeting
a
national
objective
defined
by
hud
again,
because
we
are
trying
to
meet
our
timeliness
test.
784
000
is
a
lot
of
money
to
to
be
unspent
when
hud
examines
our
account
next
year.
So
we
would
target
to
spend
those
funds
by
april
1st,
giving
us
roughly
12
months
to
to
put
those
monies
into
use
and
also,
as
we
reviewed
those
applications,
those
those
are
those
arpa
requests.
F
We
focused
on
city
projects,
city
up
city,
managed
projects
and
the
idea
there
being
that
it
reduces
the
administrative
steps
required
to
effectively
use
those
funds,
rather
than
going
through
a
contracting
process
with
a
community
partner
and
trying
to
define
that
scope
with
them
and
then
follow
through
with
contracting
and
procurement
and
drawdown.
We
can
work
directly
with
an
existing
city
department
to
make
sure
that
those
objectives
are
achieved
in
a
timely
fashion
based
on
those
criteria.
F
Staff
identified
the
stevenslee
recreation
center
rehabilitation
project
as
a
as
in
as
really
the
only
viable
option.
At
this
time
the
request
was
for
renovations,
including
the
repair
of
a
roof
and
also
the
renovation
of
their
lockers
there.
The
the
facility
is
used
not
only
for
eligible
community
services
underneath
under
the
cdbg
program,
but
it
also
serves
as
a
red
cross
emergency
shelter
in
in
times
of
disaster.
F
So
again,
our
key
takeaways
being
we
want
to
be
responsible
managers
of
these
funds
following
hud
best
practices
and
guidelines,
and
we
will
be
asking
for
hcd's
recommendation
of
the
funding
allocations
and,
at
this
time,
I'd
be
glad
to
answer
any
questions
and
shift
over
to
our
funding
table
to
review
the
big
picture
of
this.
Of
these
funding
requests.
B
Was
there
any
thinking
around
that
35
000,
roughly
dollars
being
split
amongst
the
groups
or
anything
because
I
mean
they
know
how
much
the
cost
is
for
the
facility
we're
in
the
middle
of
a
housing
crisis,
and
we
have
two
agencies
on
here
that
are
working
on
the
housing
crisis
and
I'm
wondering
if
that
overage
should
be
allocated
to
the
housing
crisis
as
opposed
to
the
update
of
this
building.
Now
I
will
say,
I
don't
know
their
whole
pro
forma
or
budget
or
if
they
actually
have
a
greater
need
than
750.
F
The
thinking
here
was
primarily
to
activate
these
funds
in
an
eligible
project,
and
we
knew
that
the
the
stephens
lee
recreation
center
would
allow
us
to
do
to
do
that
work
in
a
timely
fashion.
One
of
the
challenges
I
know
we've
run
into
in
the
past
is,
as
we
increase
budgets
above
what
agencies
have
asked
that
can
have
have
an
unintended
negative
consequences.
They
are
trying
to
meet
timely,
spin
down
and
add
additional
budget.
It's
not
to
say
that
projects
that
applicants
may
not
have
additional
work.
F
They
can
do
with
those
funds,
but
one
of
the
less
of
some
of
the
funding
that
was
returned
from
the
2122
contingency
fund
were
small
overages,
where
we
increased
the
budget
when
there
were
public
service
dollar
additional
public
service
dollars
available
under
the
covid
waivers,
so
that
that
was
a
small
challenge
there.
So
we
were
reluctant
to
try
to
go
above
and
beyond
any
requests
that
we
received.
D
Sure
the
vice
mayor
mentioned
earlier
in
the
presentation,
the
possibility
of
holding
back
funding,
I'm
interested
in
this
discussion
about
that,
specifically
under
the
public
service
grouping,
more
specifically
for
a-hope
coordinated
entry.
You
recall
in
our
last
meeting
I
was
hoping
that
we
would
be
able
to
enter
into
a
discussion
with
them,
and,
alas,
they're
not
here,
I
suppose-
but
I
have
concerns
about
their
capacity
to
provide
the
services
they
are
seeking
funding
for
in
a
safe
manner.
D
That's
six
minutes
door.
I
was,
as
I
was,
walking
up
around
8
15.
In
the
morning,
there
was
a
woman
who
had
just
injected
drugs
and
I'm
assuming
it
was
just
injected
because
the
needle
was
right
beside
her
again.
This
was
at
8
15
in
the
morning,
so
I
appreciate
the
efforts
that
they
have
been
made
that
have
been
made.
D
I'm
not
sure
how
successful
they
will
be,
and
I'm
not
sure
if
we
gave
them
a
time
frame
to
report
back
or
what
amount
of
time
would
be
necessary
to
look
at
data
to
see
if
there's
actually
some
improvement,
and
I
also
know
that
conversations
have
been
had
with
ale
regarding
nuisance
abatement,
so
I'm
hesitant
to
offer
funding
for
a
hope
and
frankly,
the
cbdg
housing
services,
by
extension,
until
we're
able
to
fully
digest
and
see
if
they're
able
to
perform
these
services.
So
what
does
a
set
aside?
B
B
B
D
Because
I
think
this
is
you
know,
while
it
might
be
a
good
investment
from
a
hud
standpoint,
I'm
not
so
sure
that
there's
the
best
investment
from
a
community
standpoint
and
I'm
just
not
prepared
to
vote
to
fudge
an
organization
that
seems
to
be
causing
harm
to
a
black
church.
That's
next
door!
You
know
the
church
has
a
right
to
the
free
exercise
of
religion
and
while
they're,
not
a
governmental
actor
funding
them.
G
Okay,
thank
you.
Good
morning
again,
we
have
had
conversations
with
the
homeward
bound
in
regards
to
a
health
a-hope,
and
we
are
asking
for
some
significant
improvement
within
60
to
90
days.
We
need
time
to
accumulate
data
that
is
cause
for
service,
predominantly,
but
also
cleanliness,
and
hopefully
some
improvement
in
terms
of
the
operation
of
the
organization
in
the
facility.
D
F
F
F
D
F
That
that
would
be.
That
would
be
one
approach.
Yes,
we
I
would,
I
would
say,
the
staff
recommendation
would
not
be
to
set
aside
public
service
funds
as
a
contingency.
We
want
to
make
sure
we
activate
that
money
quickly,
as
it
relates
to
the
a-hope
coordinated
entry
request.
Those
that
request
is
for
the
coordinated
entry
process,
so
the
triage
that
the
agency
does
at
the
19
north
and
street
location.
F
That's
part
of
the
the
community's
homeless
housing
plan.
So
as
individuals
on
the
street
are
seeking
housing,
our
community
is
determined
to
use
an
assessment
form
to
measure
their
need
to
measure
who
is
in
most
dire
need
sort
of
a
triage
process
so
that
we
can
make
sure
that
housing
is
assigned
to
those
with
the
most
critical
needs.
That.
F
At
the
a-hope,
or
that
portion
of
the
process
is
housed
at
the
hope
day
center,
and
that
is
what
they
are
asking
for:
funding
for
the
homeward-bound
housing
services.
Those
are
that
is
a
case
management
request
for
that
that
is
paired
with
home
funds
providing
rental
assistance,
so
they
are
providing
case
management
to
to
to
formerly
homeless
individuals
who
they
have
assisted
with
housing.
B
Yeah
I
would
be
concerned.
I
understand
that
the
concerns
with
what's
happening
at
a
ho,
I
do
think
they've
been
pretty
responsive.
I
know
I
drive
by
sometimes
twice
a
day
just
to
see
how
things
are
going.
I
would
be
concerned
about
pulling
funding
while
we're
asking
them
to
do
more
and
better.
It's
kind
of.
D
B
I
don't
know
that,
but
we
do
have
a
tremendous
number
of
non-profits
and
then
this
one
in
particular,
has
been
our
longest
standing
successful
partner
on
homelessness.
I
mean
yeah
okay,
so
we
have
antoinette's
request
to
look
at
holding
out
the
both
the
34
in
public
services
and
the
82
000
under
cdbg.
I
hear
staff
saying:
let's
not
restrict
the
public
services
pers
the
34
000,
because
we
really
need
to
get
that
out
the
door,
but
you
I
heard
that
we
could
potentially
hold
back
the
cd
the
non-public
82
000.
F
E
Okay,
so
with
both
areas
and
the
non-public
and
public,
I
would
feel
comfortable
moving
forward
into
our
contract
agreement
with
them
with
contingencies
placed
on
that
funding.
I
want
to
give
them
the
benefit
of
the
doubt
during
this
mitigation
period
that
they're
going
to
follow
through
with
the
strategies
that
they
that
they
propose
within
that
90-day
period,
and
maybe
some
follow-up
recommendations
on
how
they
can
remediate
some
issues
on
safety
and
drug
usage.
E
So
I
think
all
of
these
contracts
that
we
enter
into
are
under
are
are
under
monitoring,
constant
monitoring
and
measuring
if
an
organization
can
actually
fulfill
the
activities
of
the
project.
So
with
that
being
said,
I
would
feel
comfortable
entering
into
contract,
but
on
these
basis
of
they're
going
to
follow
through
with
the
mitigation
that
they
propose
in
their
90-day
pilot
program
and
maybe
some
further
mitigation,
given
whatever
issues
arise.
During
that
time,
we
can
always
address
during
contract
period
and
bring
it
back.
E
D
Reasons
I
wanted
to
have
a
conversation
where
we
called
them
together
and
asked
that
very
thing.
Alas,
we
are
here
today
without
it,
so
just
a
hypothetical
if
someone
is
killed,
but
everything
else
goes
well.
Is
that
enough
to
hold
back
funding
like
what
does
success?
Look
like.
I
have
a
strong
sense
of
foreboding
and
I
don't
want
anyone
to
be
able
to
turn
to
the
city
and
say
you
funded
an
organization
and
look
at
what
happened
as
a
result.
D
B
B
Can
we
write
a
contract
that
has
contingencies
of
our
own,
adding
like
that,
I
mean:
are
we
saying
like
okay
well
allocate,
but
over
here
there's
this
other
separate
agreement
where
you're
going
to
do
x,
y
z,
because
you
can't
tie
the
funding
to
it
right.
You
can't
just
add
things
that
hud
wouldn't
normally
expect.
F
I
do
think
that
we
would
want
to
be
cautious
in
the
language
we
put
into
that
contract,
but-
and
I
would
I'm
not
sure
if
we
have
anybody
from
our
legal
team
here,
but
I
do
think
that
there
would
be
an
option
to
include
as
part
of
a
conditional
award
letter
to
this
agency.
We
would
be
able
to
include
those
requirements
or
or
notify
them
of
those
conditions.
So
part
of
the
process
after
an
award
is
made,
is
that
we,
as
staff,
follow
up
with
agencies
to
notify
them
to
give
them
an
occasion.
F
A
conditional
award
letter,
saying
you
have
been
recommended
for
funding
here,
is
the
timeline
for
which
these
funds
are
expected
to
be
available,
so
for
us
to
submit
a
plan
to
hud
on
may
15th.
That
would
then
put
us
starting
work
on
these
funds
july.
1St,
ideally,
which
would
be,
would
be
more
in
line
with
the
90
day,
a
60
to
90,
day
time
frame,
that's
being
discussed.
B
B
So
it's
not
really
precedent
to
have
one
of
these
potential
applicants
on
the
phone
and
the
others
not,
but
I
think
considering
the
topic,
and
it's
really
about
you
know
whether
or
not
these
funds
are
able
and
ready
to
be
deployed
by
this
board
or
recommended
I'm
suggesting
we
bring
homework
in,
even
though
it's
outside
protocol
and
other
people
may
not
be
able
to
respond
in
the
same
way.
Would
you
all
be
okay,
with
homeward
bound
being
queued
up
right
now?
To
answer
some
questions,
it's
a
little
outside
process.
That's
why
I'm
asking.
E
D
D
E
I
don't
chair,
I
mean
you
can
go
which
direction
you
want
when
it
comes
down
to
this
funding
decision.
Each
individual
has
a
right
to
make
their
their
decision,
based
on
whatever
information
they've
gathered.
For
for
me
personally,
I
feel
like
the
things
that
are
being
raised
by
councilwoman
mosley.
I
think
they
are
very
important.
I
just
don't
feel
comfortable
with
holding
this
type
of
service
that
will
actually
help
individuals
in
this
community
move
forward
and
move
out
of
that
that
unsafe
that
those
unsafe
conditions,
so
I
would
say
that
we
go.
E
E
B
D
D
B
B
Okay,
hearing
none
what
I'm
sensing
is.
I
am
also
in
support
of
moving
forward
with
allocating
these
and
helping
work
with
the
organization
to
determine
if
there
are
some
goals
or
achievements.
That
could
be
helpful.
You
know
whatever
it
is
this
plan
90
days,
if
there's
some
outcomes,
we're
trying
to
target
and
working
on
that
separately,
but
still
funding
them.
So
knowing
that
and
hearing
what
I've
heard
vice
mayor
smith
said,
I
think
we
can
actually
proceed
to
emotion
in
a
second
and
then
open
up
discussion.
D
Perhaps
we
could
have
two
motions,
one
where
we
vote
on
all
of
the
applicants,
except
for
whom
we're
bound
right
then
another
where
we
vote
for
home
rebound
and
my
suspicion
is
the
one
that
the
vote,
that
is
for
everyone,
except
homeward,
bound,
would
pass
unanimously
and
the
one
that
we
vote
separately
for
homeward
bound
would
pass
two
to
one
with
me.
Being
the
no.
B
B
F
One
one
piece
of
that
motion
would
be
these
funding
recommendations.
These
amounts
are
based
on
staff
estimates.
We
included
in
the
staff
report
a
provision
that,
if
we
do
hear
back
from
hud
that
our
estimates
were
more
or
less
within
10
percent
of
the
final
allocation,
we
would
just
adjust
those
each
of
these
awards
proportionally
if
they
exceeded.
If
the
difference
exceeded
10
percent,
we
would
need
to
come
back
to
hcd
to
review
how
that
difference
would
be
distributed
and
make
potentially
an
emergency
needing.
B
F
H
B
Okay,
I'm
going
to
make
a
motion
to
recommend
the
fiscal
year.
2223
cdbg
funding
allocations,
as
reviewed
by
the
housing
and
community
development
committee
to
city
council
for
submission
of
the
fiscal
year,
2223
annual
action
plan
and
an
amendment
to
the
fiscal
year.
2122
annual
action
plan
for
hud
approval
authorizing
the
city
manager
to
sign
all
necessary
documents
to
this
effect.
And
if
the
total
available
funding
exceeds
10
percent,
either
above
or
below
the
estimated
recommendation
staff
will
bring
the
funding
recommendations
back
to
this
committee.
B
E
B
B
E
B
Thank
you
vice
mayor,
okay.
At
this
point,
we
are
going
to
go
to
public
comment,
and
I
know
that
homeward
bound
is
one
of
the
folks
in
the
queue
we're
not
requiring
you
to
come,
speak
and
answer
questions.
However,
you
are
certainly
welcome
to
make
a
public
comment
and
staff
jenna.
If
you
could
go
ahead
and
open
up
the
caller
queue
and
get
us
started.
I
Hello,
this
is
cindy
mcmahon,
I'm
happy
to
answer
any
questions
that
you
all
may
have.
We
are,
as
has
been
mentioned
in
the
discussion.
We
are
working
hard
to
address
the
concerns
that
have
been
brought
up
at
a
hope.
We
do
have
a
new
director
who
is
in
his
second
week
and
has
already
implemented
an
extensive
action
plan
which
we'd
be
happy
to
share
with
members
of
the
committee
just
want
to
make
sure.
First
of
all
that
you
all
can
hear
me.
I
I
You,
okay,
great
also
in
terms
of
coordinated
entry
specifically
just
did
want
to
re-emphasize
what
jonathan
jones
had
mentioned
in
that
this
is
a
hud-required
service
that
we
that
homerbound
provides
at
a-hope
and
there's
not
another
obvious
place
at
this
point
for
those
services
to
be
offered
in
our
community,
and
so
it
is
a
hud
required
service
and
that's
the
place
where
we
do
that,
and
we
do
depend
on
this
funding
in
order
to
be
able
to
offer
those
particular
services.
I
am
happy
to
answer
any
other
questions
you
may
have
at
this
time.
B
A
B
Councilwoman
mosley,
no
myself,
sage,
turner
hi,
so
this
recommendation,
for
those
of
you
listening
at
home,
will
proceed
to
counsel
for
a
full
council
review
where
more
discussion
and
additional
public
comment,
and
perhaps
more
information
about
some
of
the
things
we've
discussed
today
will
be
available.
I
understand
that
to
be
at
a
may
meeting.
I
believe
we
said
in
the
timeline
great
okay.
Thank
you.
Everyone
get
back
to
our
agenda
here.
B
Okay
for
those
of
you
listening,
we
have
finished
item
number
three
on
our
agenda.
The
community
development
block
grant
funding
recommendations
and
we
are
on
to
oh.
We
have
another
exciting
update.
Item
number
four
is
an
affordable
housing
bond
update
and
I
believe
there'll
be
some
history
here.
I'm
personally
very
excited
to
see
this
presentation
and
thank
you
staff.
H
Yes,
absolutely
thank
you
and
thank
you
so
much.
I
just
really
appreciate
the
committee
and
all
the
work
that
you
all
do
so
thanks
for
for
being
with
us
today
and
excited
to
now
kind
of
refocus
and
take
a
look
at
the
affordable
housing
bond,
so
we're
really
excited
to
present.
Today
I
have
with
me
sasha
vertinsky,
who
is
an
urban
planner
with
our
planning
and
design
urban
design
department.
H
So,
let's
see
key
takeaways.
So
our
first
kind
of
top
of
mind
is
we
just
wanted
to
share
out
the
key
takeaways
about
the
bond
and
the
first
one
that
I
really
saw,
as
we
were
putting
this
together
is
that
when
the
the
guiding
principles
were
set
forth
of
the
the
housing
housing
bond
back
in
2016,
as
you
can
see,
through
the
investments
that
we've
made,
we
have
really
remained
true
to
our
guiding
principles.
H
That's
of
the
overall
25
million
allocation
of
affordable
housing
bond
dollars,
and
that
has
resulted
in
32
and
a
half
acres
purchased
or
now
under
contract
403,
affordable
units
constructed,
and
so
those
that
are
units
that
are
constructed
and
92,
plus
again
we're
hoping
that
that
number
actually
meets
the
500
mark.
If
you
do
that,
math
we're
just
below
500
for
both
492.
H
but
92
plus
units
are
in
the
pipeline
to
be
constructed
that
we're
working
on
actively
and
we're
going
to
dive
into
that
here
in
the
presentation
and
then
the
third
bullet.
There
is
just
looking
toward
the
future,
so
we
do
have
current
projects
in
the
pipeline
and
those
will
determine
the
final
recommendations
for
the
balance
of
the
bond
funds.
So
that's
7.4
million
in
remaining
bond
funds.
H
H
Three
million
was
tagged
for
a
land
banking
strategy,
one
million
for
the
community,
land
trust
and
one
million
for
down
payment
assistance,
and
then
the
other
framework
that
was
provided
was
the
15
million
for
repurposing
city-owned
land.
So
at
the
time
we
had
identified
what
we
were
calling
three
high-impact
properties,
so
properties
that
were
ideally
located
in
terms
of
proximity
to
jobs,
proximity
to
services
and
other.
H
H
Those
guiding
principles
that
I
was
talking
about
earlier
so
so
one
set
of
principles
was
really
about
funding
a
diverse
set
of
unit
types
so
looking
at
both
home
ownership,
with
affordability,
restrictions,
but
also
rental,
so
really
looking
at
the
bond
as
a
mechanism
to
invest
in
different
housing
types
to
meet
the
different
and
diverse
array
of
need
in
our
community.
So
really
looking
at
investing
in
a
diversity
of
unit
types
to
meet
that
need
in
our
community
also
looking
to
diversify
and
expand
partnerships
at
the
time
we
really
understood.
J
J
Just
a
note,
you'll
hear
the
language
committed
versus
uncommitted.
So
basically,
there
are
projects
as
a
part
of
the
bond
where
we
have
committed
funding,
but
it
may
not
have
been
drawn
down.
So
we're
not
count.
That's
not
like
remaining
money
that
we
can
spend
on
something
else,
so
just
to
be
super
clear.
That's
how
we're
delineating
between
those
things
next,
so
the
first
category
is
city
on
land.
Again,
these
were
also
called
high
impact
sites
several
years
ago.
The
biggest
ticket
item
here
is
319
biltmore.
J
We
spent
about
5.3
on
the
land
acquisition
for
that
project,
and
we
also
in
included
in
this
in
this
line,
is
money
that
we
spent
that
supported
the
maple
crest,
slash
lee
walker
heights
project
that
but
will
also
benefit
319
bill
moore.
So
there's
a
new
road
through
our
property
there's
storm
water
improvements,
soil
remediation.
J
J
So
this
is
the
one
category
where
there's
actually
a
significant
chunk
of
funds
remaining
to
to
be
spent.
So
six
about
6.4
million
next-
and
this
is
just
a
picture
to
show.
So
this
is
our
property
here
in
the
foreground
and
that's
the
new
road
that
you
know
and
has
infrastructure
in
place
both
along
biltmore
and
that
that
new
road
there.
J
Land
banking
was
budgeted
for
three
million
dollars
and
there's
approximately
55
000
left
in
that
site,
so
in
in
that
bucket.
So
it
went
to
part
of
due
diligence
for
65
4th
street
acquisition
of
50
ashland,
which
is
a
lot
next
to
our
transit
center,
the
haywood
street
community
development
project
and
then
on
the
next
slides.
We
just
have
some
pictures
showing
those
sites.
J
And
those
are
so,
those
sites
are
full
of
exciting
potential
for
the
future.
Next,
the
housing
trust
fund
is
a
really
exciting
story.
Five
million
dollars
was
budgeted
for
this,
so
there's
also
general
fund
money
going
into
the
housing
trust
fund,
but
so
we're
just
accounting
for
the
bond
dollars
here.
Not
other
housing
trust
fund
monies
to
be
clear,
so
these
are
the
five
projects
that
were
funded
through
that
some
of
them
are
not
fully
complete
yet
so
there
is
still
remaining
committed
funds
about
895
000,
but
so
there's
no
uncommitted
funds.
B
Just
a
quick
comment
at
some
point
in
the
future.
It
would
be
great
to
understand
not
just
the
bond
component
of
that
funding,
like
these
projects
and
our
overall
successes
and
affordability
and
all
the
funding
that
made
them
happen.
Does
that
make
sense
so
sure
I
think
it's
important
that
we
at
ahac
at
hcd
and
every
housing
committee.
We
have
talk
about
the
true
cost
of
building
these
units,
so
you
know
just
a
thought
for
future
presentations.
J
J
J
J
Occasionally
a
developer.
Just
does
you
know,
wants
one
subsidy,
but
you
know
often
there's
many
next,
the
community
land
trust
council
designated
a
million
dollars
to
go
to
that
and
just
a
quick
note,
we
are
accounting
for
kind
of
what
they've
drawn
down
and
that
we
have
a
draw
request
right
now
in
our
system.
So
that's
all
here
accounted
for
that,
so
they
purchased
a
habitat
house
on
caribou
road
in
shiloh.
J
J
J
Next
and
then.
Lastly,
the
down
payment
assistance,
one
million
dollars
was
budgeted
for
it
hasn't
been
spent,
and
I
think
the
committee
probably
knows
more
about
this
than
I
do.
But
at
this
point
we
don't
have
agreed
upon
policy
and
a
partner
to
carry
out
that
program.
So
it
would
be
difficult
to
spend
all
these
funds
by
the
bond
timeline
so
and
we'll
repeat
this,
but
we
we're
coming.
We
are
planning
on
coming
to
you
all
the
summer
with
a
plan
for
the
remaining
bond
funds.
J
G
J
In
summary,
as
nikki
said
before,
we've
completed
about
403
units,
we
are
counting
lee
walker
heights
so
and
obviously
that's
a
that's
a
project
where
there's
other
city
money
in
that
project.
There's
county
money
about
four
million
dollars
of
the
county
match
the
city.
Also
it's
a
tax
credit
project,
so
multiple
layers
of
funding
there
there's
some
projects
that
are
some
five
about
five
units
that
we
know
that
are
under
construction
or
acquisition
and
then
there's
another
87
or
so
in
the
pipeline.
You
know
and
we're
very
close
to
that
500
number.
J
B
I
mean
I
love
this
site
because
it
says
403
units,
but
I
do
want
to
point
out
just
for
transparency
when
we
say
maple
crest,
at
least
walker
heights.
The
amount
of
these
bonds
went.
I
think
it
was
1.7
or
1.9
million
for
the
secondary
road,
but
it
did
not
go
towards
the
construction
of
maple
crest
right.
Just
the
secondary
access.
J
H
And
to
the
I
mean,
if
you
think
too,
about
the
way
the
the
hill
used
to
be
there
as
well
so
part
of
acquiring
319
was
to
allow
that
fill
to
be
redistributed,
to
really
connect
lee
walker
heights
to
the
to
to
biltmore
and
redo
the
grade
of
that
road
as
well.
So
really
319
was
was
necessary
for
that
development
to
happen.
J
And
then
we
just
have
one
more
slide
for
this
section,
and
so
we
just
want
to
break
out
these
units
by
household
income.
So
the
you
know,
the
vast
majority
are
rental
units.
You
know
60
and
below
there's
a
significant
number
30
and
below,
and
then
you
know
habitat
for
humanity.
Right
now
has
the
home
ownership
units.
J
I
H
H
I
think
the
the
first
first
lesson
that
we
we
thought
about
was
really
the
amount
of
time
it
takes
in
investing
in
in
new
non-profits
and
really
allowing
that
time
to
see
see
the
results.
So
if
we
think
about
the
actual
bunkum
community
land
trust,
it's
really
exciting
to
see
that
they're
at
the
position
they're
in
now
with
acquiring
properties
and
and
having
those
opportunities
to
connect
those
properties
to
homeowners.
But,
of
course
establishing
the
abc
lt,
the
framework,
their
governing
body
that
that's
really
taken
a
lot
of
time.
H
So
we're
really
glad
that
we've
gotten
to
this
point
and
have
high
hopes
for
them
being
a
major
player
in
our
area,
for
permanent
affordability
really
excited
about
that.
But
I
think
also
looking
at
at
haywood
street
community
development.
So
that
was
a
new
nonprofit
that
was
formed
during
the
bond
timeline
as
a
as
a
as
a
result
of
the
hayward
street
congregation
wanting
to
make
it
part
of
their
mission
to
do
affordable
housing.
H
And
so
we
see
that
over
time,
haywood
street
has
has
formed
and
developed,
and
only
now,
after
a
four
or
five
year
period.
Really
of
that
initial
phase,
have
they
fully
formed
and
are
ready
to
take
on
their
first
project,
so
just
recognizing
that
it
does
take
time
and
we
have
new
nonprofit
organizations
that
want
to
enter
into
this
space
of
developing
affordable
housing.
H
The
second
thing
is:
is
about
policies
to
recognize
that
policies
need
to
be
in
place
to
guide
decision
making
prior
to
program
creation
or
implementation.
So
one
of
the
major
policies
that
was
passed
during
our
bond
time
frame
was
the
policies
for
implementing
affordable
housing
on
city-owned
land
and
with
that
policy.
What
we
have
seen
are
our
two
successful
projects
as
a
result
of
that.
H
Well
we're
right
on
the
cusp
of
success
I
should
say,
but
with
with
the
rfq
for
319,
that
was
a
very
thorough
process
to
identify
a
developer
in
that
regard.
We
also
use
that
same
policy
framework
to
look
at
a
couple
of
city-owned
lots
and
that's
where
we
were
able
to
select
abc
lt
as
the
top-ranking
developer
in
that
process
to
allow
for
the
transfer
of
those
lots
of
the
lt.
H
So
the
third
piece,
of
course,
is
that
our
existing
housing
trust
fund-
it's
been
in
use
for
quite
some
time
now
and
that
has
really
seen
the
most
straightforward
success
and
the
highest
leverage.
So
when
we
think
about
the
tax
credit
projects
that
were
able
to
take
advantage
of
the
housing
trust
fund
and
the
other
types
of
projects
that
have
utilized
housing,
trust
funds,
we've
seen
that
one
be
a
straightforward
success
with
that
highest
leverage.
H
But
of
course,
the
other
thing
that
we
point
to
in
lessons
learned
really
speaks
to
these
partnerships
in
the
fact
that
these
city
dollars
are
really
are
not
not
the
full
picture,
it
does
take
a
lot
of
of
private
dollars
through
private
financing
or
private
equity
or
different
loans
that
are
available
freddie
mac.
Fannie
mae
I
mean
all
of
these
different
partners
are
necessary
to
provide
affordable
housing
in
our
community
and
so
truly
the
builders
of
affordable
housing
as
well.
H
Also,
our
institutional
partners
are
listed
here
as
well,
and
I
think
this
translates
now
into
that
leverage
discussion.
So
I
did
want
to
highlight
some
of
the
opportunities
that
we've
had
to
leverage
these
bond
dollars
throughout
our
time
frame
here.
So,
of
course,
dogwood
health
trust
awarded
funding
for
the
joint
acquisition
of
50
ashland
avenue,
so
they
contributed
50
of
the
total
cost
of
that
purchase
with
the
other
50
percent
coming
from
our
land
banking
funds.
H
Here,
as
you
all
recall,
it's
very
timely
with
our
cdbg
timeliness
discussion,
but
we
were
poised
to
purchase
20
acres
in
deverview
with
these
bond
funds,
but
due
to
the
receipt
of
funds
through
our
cdbg
program,
we
instead
allocated
cdbg
funds
to
acquire
that
property.
So
when
I
look
at
it,
I
think
about
how
we
also
leverage
our
federal
funds
as
well
and
utilize
bond
dollars
and
the
initial
due
diligence
of
that
property.
D
D
Just
throw
something
out
for
future
discussion,
since
it
looks
like
the
we
might
be
going
in
on
our
own
on
fourth
street
and
given
the
direct
net
nexus
between
the
purchase,
utilizing
funds
obtained
from
the
sale
of
urban
renewal
acquired
property.
I
would
love
us
to
consider
tran,
the
transfer
of
65
ford
street
at
some
point
into
the
reparations
limit,
just
the
thought
I
have
today.
H
And
absolutely
we've
talked
about
the
purpose-built
community
model
for
that
property
for
quite
some
time,
and
also
looking
at
a
partnership
with
our
parks
and
recreation
department
on
community
centers
there.
So
there's
there's
a
lot
of
possibility
with
that
site
and
given
its
proximity
to
the
other
city-owned
site
as
well.
So
that's
that
remains
a
really
exciting
site
for
the
future.
B
I
H
J
E
My
my
recollection
of
the
decision
around
4th
street
purchase
is
that
we
were
subject
to
a
tight
timeline
based
on
our
timeliness
test,
so
that
we
really
didn't
have
agreement
with
the
direction
that
we
were
going
with
the
purchase
of
4th
street
and
the
plan
that
was
devised
at
the
time.
So
since
we're
back
to
square
one,
I
would
say
that
we
probably
need
to
bring
this
back
to
this
committee
for
broader
discussion
and
some
vision
for
for
from
the
committee
as
it
pertains
to
how
we
move
forward
with
developing
networking.
H
So
then,
also
just
wanting
to
highlight
again
another
partnership
with
dogwood
health
trust
with
the
haywood
street
community
development
project
at
west
haywood,
also
buncombe
county
on
that
project
as
well.
We're
highlighting
buncombe
county's
partnership
again
with
maple
crest
at
lee
walker
heights,
and
so
looking
at
that
institutional
partnerships
demonstrated
here
and
then
also
to
the
earlier
point
that
was
made
you're.
Looking
at
the
construction
financing,
that's
really
necessary.
H
So
we
were
able
to
look
at
our
bond
investment
of
the
housing
trust
fund,
just
in
particular
to
see
what
kind
of
construction
financing
is
leveraged
with
that
five
million
dollar
bond
investment,
and
our
initial
calculations
was
around
19
million
in
additional
funding.
So
we
were
trying
to
sort
through
what
the
total
build
costs
were
of
those
projects
that
were
listed
under
the
housing
trust
fund
projects
that
were
funded
by
the
bond
and
came
up
with
with
19
million.
B
I'm
thinking
you
know
in
this
presentation,
we've
learned
that
the
the
best
impact
and
bang
for
these
bucks
has
been
in
the
housing
trust
fund
and
I'm
very
familiar
with
the
hiccups
we've
had
about
deploying
dpa
we've
had
an
rfp.
We
had
responses
that
weren't
eligible
activity
and
we've
had
all
this
just
not
been
settled
and
I'm
concerned
about
the
timing,
and
I
wonder
if
we
hcd
would
like
to
recommend
to
council
that
this
million
dollars
be
considered
to
be
back
in
htf
and
all
I'm
all.
H
I
need
clarity
that
wasn't.
That
was
another
program,
but
I
may
just
want
to
add
just
a
couple
more
things
here.
Let
me
let
me
share
with
this.
This
may
help
inform
the
discussion,
because,
to
your
point
absolutely
so,
the
the
time
frame
that
we're
working
from
now
is
that
all
bond
funds,
as
as
as
we
understand
too,
I
heard
this
at
the
council
meeting
last
tuesday-
is
the
acknowledgement
that
all
bonds,
so
parks,
transportation
and
affordable
housing
must
be
issued.
H
I
say
committed
here,
but
truly
the
bond
issuance
must
occur
by
november
of
2023,
so
the
city
has
a
self-imposed
timeline
of
looking
at
those
commitments
by
the
summer
of
2023,
and
certainly
we've
been
in
discussion
with
our
bond
council
at
this
point
on
on
what
that
looks
like
and
how
we
need
to
frame
up
the
remainder
of
our
affordable
housing
bond
strategy
to
meet
that
timeline
for
the
7.4.
That
is
remaining
because
that's
still
a
sizable
amount
of
funds
that
we
want
to
ensure
is
spent
out
into
the
community.
H
H
This
is
partly
in
response
to
the
down
payment
assistance,
because
that
program
was
designed
for
home
ownership.
We
wanted
to
see
if
we
could
get
at
it
another
way,
so
we're
looking
at
a
land
acquisition
project
that
may
provide
an
opportunity
for
homeownership
for
affordable
home
ownership
in
that
regard,
and
then,
beyond
that
housing
trust
fund
is
going
to
kind
of
fulfill.
H
The
third
component
of
that
recommendation,
so
we're
exploring
ways
to
really
increase
the
funding
for
the
housing
trust
fund,
because
that
seems
to
fit
within
the
framework
of
having
those
bonds
issued
by
next
fall.
So
we
can
basically
commit
those
funds
to
the
housing,
trust
fund
and
issue
the
bonds
based
on
that
commitment
to
the
housing
trust
fund.
As
far
as
I
understand
it
would
not
mean
that
those
monies
would
have
to
be
spin
out
the
door,
but
that
commitment
to
that
funding
strategy
to
that
city
fund.
H
D
D
D
B
Housing
trust
fund
because
we
would
have
had
to
adopt
a
policy
change
right
then,
and
there
that
was,
we
didn't
do
that
then
maybe
deborah
nikki
can
speak
to
it.
It
was
the
special
housing
fund
thing
that
showed
up
that
I
didn't
realize
existed
and
it
was
previous
funding.
I
think
I'm
gonna
not
do
it
justice.
B
H
Think
I
think
I
I
I
would
answer
the
question
by
saying:
the
housing
trust
fund
is
our
most
flexible
tool
and
that
the
policy
is
driven
by
city
council.
So
if
there
was
a
desire
I
mean
we
did
the
same
with
lee
walker
heights,
it
was
structured
as
a
grant,
and
so
I
would
think
that
if
that
is
something
that
this
committee
could
support
and
if
council
could
support
that
policy
is
framed
by
the
asheville
city
council.
H
So
if
that
is
something
that
that
the
committee
would
want
to
support,
then
we
could
certainly
bring
bring
that
forward
through
the
housing
trust
fund
mechanism.
So
we
could
use
all
the
same
metrics
and
mechanisms
that
frame
housing.
Trust
fund
to
you
know
receive
the
application
to
review
the
application
and
then
also
use
that
policy
framework
bring
it
forward
to
the
committee.
So
that's
to
me,
that's
another
benefit
is
just
allowing
us
the
ability
to
use
that
housing
trust
framework
as
a
way
to
encourage
applicants
to
submit
submit
projects.
H
B
Think
so
not
I
recall
I
was
chair
on
ahack
for
about
five
years
or
several
years
before
this,
and
we,
I
remember
us,
having
these
discussions
and
the
committee
recommending
that
the
loan
fund
remain
a
revolving
loan
fund
and
a
regenerating
loan
fund,
and
then
I
just
don't
recall
that
we've
ever
used
it
as
a
grant.
But
to
your
point,
council
controls
that
policy
and
we
could
so.
I
won't
hold
us
up
on
that.
H
I
think
it's
it's
helpful
to
hear
this
conversation
absolutely
and
understand
some
of
the
future
agenda
items
that
we
might
want
to
contemplate
and
just
hearing.
The
discussion
today
is
helpful
for
us
to
to
know
that
we
we
seem
like
we're
on
the
right
track
and
that
we
have
alignment
with
the
committee.
So
but
I
do
think
that
if
we
can
come
back
in
summer,
we
will
know
more
specific
numbers.
I
think
that's.
H
Acknowledging
the
leverage,
acknowledging
the
leverage
of
other
funds
that
we've
used
to
get
us
to
that
32
and
a
half
acres
purchased,
really
understanding
how
maple
crest
as
an
early
project
that
came
on
board
that
we
helped
to
kind
of
finalize
with
the
acquisition
of
319
and
what
that
did.
How
that
does
contribute
to
our
bottom
line
here,
looking
at
92
plus
units
in
the
pipeline
and
some
remaining
recommendations
to
take
shape
here
in
this
summer,
so
happy
to
take
any
questions.
But
that
does
conclude
our
presentation
today.
B
Any
questions
councilwoman,
okay,
I
know
some
of
you
have
a
hard
stop
at
12..
We
have
one
agenda
item
left,
so
how
about
we
just
keep
moving
and
for
those
of
you
listening
at
home,
we've
concluded
item
number
four
on
our
agenda
and
we're
moving
into
item
number
five,
which
is
the
last
item
and
is
public
comment.
Jenna.
Do
we
have
any
callers
in
the
queue
today.