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From YouTube: City Council Strategic Planning Session
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A
A
Thanks
sarah,
so
today
I
actually
want
to
just
note
before
we
get
started,
we
don't
have
an
executive
session
as
planned
and
so
we'll
be
able
to
add
30
minutes
to
the
overall
discussion
as
we
talk
through
these
important
goals
and
before
maureen
johnson.
A
I
just
want
to
welcome
everybody
and
say
a
little
bit
of
that
that
I
said
yesterday
in
my
press
huddle
this.
The
intent
of
this
first,
the
housing
needs
analysis,
was
to
look
deeply
at
the
demographics
of
our
community.
A
The
housing
needs
that
exist
at
the
price
points
that
are
needed
to
match
boise
budgets,
so
that
moving
forward
as
we
work
together
to
come
up
with
the
policies
to
meet
our
housing
goals,
we're
able
to
know
what
we're
targeting
and
then
importantly,
the
progress
we're
making
so
that
we
can,
you
know
pivot
change,
focus
on
a
different
price
point
as
needed,
etc.
I
mean
it's
really
important
to
remember.
I,
as
we
all
know
that
a
city,
a
city
government
itself,
can't
do
this
alone.
We
need
partnership
with
the
community.
A
We
need
partnership
with
those
that
build
homes,
but
there
are
things
that
we
can
do
in
the
policy
world,
and
so
it's.
For
that
reason
we
wanted
to
conduct
this
analysis
and
then
have
a
conversation
about
that.
What
that
means
for
the
budget
decisions
we
make
the
policy
decisions
we
make
et
cetera
and
so
really
excited
to
see
this
and
to
hear
from
maureen
and
then
anne.
Are
you
you're
doing
the
housing
goals
so
like
you'll,
probably
flow
into
each
other's
presentations?
Oh
in
case
he's
here
too
sorry,
casey.
C
Great,
I
think
we're
all
set
thanks
mayor
okay,
good
morning,
mayor
and
council,
thanks
for
having
our
team
here
this
morning,
as
you
well
know,
I've
been
before
you
a
handful
of
times
in
recent
months,
with
the
goal
of
coming
back
to
you
today
to
not
only
discuss
the
findings
of
our
housing
needs
analysis,
but
also
to
share
with
you
our
team's
targets
that
we
have
set
in
light
of
the
needs
revealed
in
that
analysis
and
to
share
with
you
our
next
steps.
Can
everybody
hear
me?
Okay,
okay?
C
We
try
to
strike
a
balance
within
this
presentation
between
too
much
is
too
much
in
terms
of
data
and
information,
while
also
hopefully
demonstrating
why
we
are
headed
in
the
strategic
direction
that
we
are
so
to
that
end,
we
didn't
include
every
data
point.
We
didn't
include
every
to-do,
so
if
there
is
a
data
point
that
you're
looking
for
that,
we
have
not
included
today
or
perhaps
is
just
not
front
of
mind
for
one
of
us.
It's
likely
that
we
do
have
it.
C
Likewise,
if
you
have
questions
on
specific
next
steps
from
here,
our
team
is
putting
together
its
strategic
plan
and
annual
work
plan,
so
it's
likely
that
those
next
steps
have
been
identified,
but
not
necessarily
detailed
in
this
presentation
this
morning.
So
that
said,
I
will
also
say
that
the
slides
are
dense.
They
are
wordy,
there's
a
lot
to
cover
this
morning.
I'm
not
sure
how
you
want
to
handle
questions
necessarily.
My
thought
is
that
we
could
hold
until
the
end
of
each
section,
but
I'm
happy
to
answer
questions
as
they
arise.
If
that
works
better.
C
D
Madame
thanks
maureen,
I'm
I'm
hopeful
that
we
can
get
through
each
section
and
then
have
a
big
discussion.
But
if
there's
like
a
clarifying
question,
maybe
we
should
ask
at
the
point:
does
that
make
sense.
C
C
We
can
and
should
lead
we
can
and
should
partner,
and
we
can
and
should
serve
as
a
convener
and
then
a
quick
note.
Perhaps
it
goes
without
saying,
but
the
city
and
the
mayor
alluded
to
this
in
her
opening
remarks
that
not,
unlike
any
other
number
of
issues,
we
cannot
do
this
alone.
Nor
can
we
do
everything.
C
C
I
believe
most,
I
think
there
they
are.
I'm
looking
right
at
you,
our
pdf
senior
senior
management
team
is
here.
You
all
know,
kelsey
stewart
she's,
our
interim
pds,
director,
yvette
harris
keeps
us
organized,
among
other
things,
as
our
senior
operations
manager
of
pds
cody
riddle
is
our
deputy
director
of
current
planning
and
then
jason
blaise
is
our
building
official
senior
manager.
C
F
F
I
am
very
honored
to
lead
the
housing
team.
I
have
two
members
on
my
team
deanna
dupuis,
who
is
not
with
us
today.
She
is
the
housing
administrator
and
oversees
our
public-private
partnerships
and
housing
programs
and
then
nikki
drake.
I
will
ask
to
introduce
yourself.
G
Mayor
council,
hello,
so
I
am
nikki
drake.
I
know
some
of
you
actually
from
my
previous
role
with
energizer
neighborhoods
and
I've
been
with
the
city
for
three
and
a
half
years,
and
I
am
very
eager
to
have
transitioned
into
the
hud
administrator
role
about
three
months
ago,
so
I
will
be
overseeing
an
administrator
administering
the
federal
funds
that
we
receive
from
hud,
and
I
am
just
really
eager
to
you
know.
Work
to
address
community
needs
as
it
relates
to
housing
in
particular
thanks.
So
much.
H
Madam
mayor
council,
my
name
is
casey
matune
any
gender
pronouns.
I
started
this
position
in
may
of
this
year,
so
relatively
new,
but
I'm
our
path,
home
manager,
which
has
a
dual
role
of
working
internally,
to
align
resources
within
the
city
of
boise,
for
a
strategic
response
to
homelessness
and
the
secondary
kind
of
component
of
that
role
is
working
with
our
path
home,
which
is
the
established
partnership
to
end
homelessness
in
ada
county.
H
I
Good
morning,
mayor
and
council,
my
name
is
rachel
hall
and
I'm
the
r
path
home
program
coordinator.
I
am
six
weeks
into
my
role
and,
as
casey
stated,
I'm
here
to
support
him
for
our
strategic
response
to
homelessness
both
within
the
city
and
within
our
larger.
Our
path
home,
public
private
partnership
with
over
40
partner
agencies.
A
I
just
want
to
jump
in
here
quickly
and
remind
council
that
these
folks
are
the
have
filled
the
positions
that
you
approved
so
that
we
could
address
housing
quickly
and
I
believe
it
was
in
the
spring
that
these
were
approved,
and
so
it's
great
to
have
the
team
fully
developed
now
to
help
us
meet
our
goals.
C
Thank
you
all
and
mayor
council,
I'm
going
to
move
us
now
into
a
little
bit
further
table
setting
and
a
quick
reminder
of
where
we've
been
the
market
gaps.
Analysis
completed
and
shared
with
you
in
the
spring
really
helped
give
us
a
snapshot
of
what
the
market
is
and
is
not
producing
for
both
rentals
and
home
ownership
and
that
analysis.
The
the
key
with
that
analysis,
if
you
will,
is
that
it
focused
on
incomes
and
affordability.
C
So
we
built
upon
that
analysis
by
completing
the
unit,
needs
analysis
or
the
housing
needs
analysis
and
took
a
look
at
you
know:
okay,
given
the
incomes,
the
boise
budgets
of
our
residents,
what
is
the
unit
need?
There
is
a
lot
of
way
to
a
lot
of
ways.
Excuse
me
to
slice
the
data.
It's
a
bit
of
a
moving
target,
truth
be
told,
there's
a
certain
percentage,
albeit
small,
but
a
certain
percentage
for
a
margin
of
error.
C
There's
a
lot
of
nuance:
there's
a
lot
of
complexity,
but
there's
also
good
news
and
there's
reason
to
go
at
this
issue
in
a
committed
and
thoughtful
and
intentional
manner,
and
that
is
that
we
have
a
clear
north
star.
So
that
means
against
a
bottom
line
and
oriented
toward
that
north
star.
We
can
and
should
set
targets
to
attain
as
a
community.
C
The
obvious
bad
news
that
we'll
learn
more
about
a
little
bit
later
is
that
we
have
a
massive
deficit,
we'll
take
a
look
at
what
that
deficit
looks
like
alongside
that
deficit.
Quite
frankly
comes
a
lot
of
pressure
from
ourselves
and
this
team
to
solve
it
from
our
residents
from
our
employers,
especially
as
we
go
to
site
projects
where
land
or
parcels
are
available,
or
there
may
be
an
infill
opportunity.
C
But
again
I
want
to
underpin
this
discussion
with
the
fact
that
there
is
good
news
and
there's
a
reason
for
us
to
have
and
maintain
and
foster
hope
and
action,
there's
a
lot
that
we
can
do
in
the
vein
of
quick,
wins,
but
also
transformational
ones
for
all
of
the
complexity
of
this
issue.
There's
a
simplicity
and
a
clarity
to
the
to
the
needs.
The
data
revealed
that
makes
our
path
and
direction
clear,
there's
strategic
track
that
we
can
lay
now
to
see
bigger
gains
later.
C
C
C
C
If
we're
talking
about
units,
then
we're
saying
that
these
are
properties
that
most
often
include
some
kind
of
government
subsidy,
either
for
the
capital
costs
or
to
help
with
the
rent
or
both
and
then
just
a
note
on
the
inclusion
of
the
subsidy
that
happens
in
affordable
housing
units
and
is
all
but
required
because,
as
we'll
illustrate
later,
these
units
don't
readily
come
online.
Otherwise,
even
though
given
low
and
stagnant
wages,
these
units
are
very
much
needed.
C
If
we
look
at
affordable
housing
by
household,
we
move
into
how
much
a
household's
income
is
directed
towards
housing.
Generally,
a
general
rule
of
thumb,
it's
one,
I'm
sure,
you're
familiar
with,
is
that
housing
is
affordable
if
a
household
pays
no
more
than
30
percent
of
their
income
toward
housing.
C
It's
really
used
as
a
bit
of
a
politically
neutral
term,
but
we
want
to
caution
against
it
as
an
exclusionary
term,
essentially
one
that
does
not
include
affordable
housing,
often
times
when
the
term
is
used,
it's
differentiated
from
affordable.
So
it
gets
used
on
the
continuum
where
we
say,
affordable
and
then
workforce
and
then
market
rate,
lower
income.
D
Adam
here,
yes
maureen
a
clarifying
question
here
when
we
talk
about
households
on
your
definitions,
do
we
both
define
a
different
kind
of
households,
but
also
do
we
have
numbers
on
them
and
I'm
specifically
thinking
of
single-person
households
and
we've
traditionally
thought
that
a
single-person
household
needs
to
have
the
same
kind
of
housing
as
a
household
with
you
know
more
than
one
member,
or
at
least
for
the
last
40
or
50
years
we
have
prior
to
that
single
person.
D
C
D
C
So
to
the
council
president's
point:
let's
consider
on
this
slide.
What
the
average
household
in
boise
looks
like
the
average
household
size
is
approximately
three
people
we
round
it
up,
so
that
we're
not
talking
about
fractions
of
a
person,
the
area
median
income
for
a
three-person
household.
So
a
hundred
percent
of
ami
is
sixty
seven
thousand
eight
hundred
dollars
to
earn
a
hundred
percent
ami
a
household
collectively
would
have
to
be
making
thirty
two
dollars
and
fifty
nine
cents
an
hour.
C
So
again,
just
a
quick
flag
here
that
household
income
excuse
me
ami,
is
about
based
on
household
income,
not
a
single
person
salary,
I'm
going
going
to
pause
on
the
kind
of
sub
bullet
there
that
shows
the
affordable
rent
again
if
we
use
the
definition
I
just
mentioned.
This
is
the
rent
that
would
be
paid
if
this
household
was
making
sixty
seven
thousand
eight
hundred
dollars
and
paying
thirty
percent
of
their
income
toward
rent.
C
A
J
I'm
sorry
maureen
when
you're,
using
when
we're
calculating
ami
or
affordable,
rent,
etc
for
the
household
income.
I
should
know
this,
I'm
sorry.
Is
it
been
adjusted
income
or
is
that
gross
income.
C
Madam
mayor
council
wanted
to
provide
a
couple
of
examples
of
three
person:
households,
so
the
first.
The
first
example
we
have
is
a
single
parent
with
two
children
in
this
case
to
earn
100
ami.
That
parent
would
need
a
job
akin
to
one
of
those
listed
here,
so
a
registered
nurse
or
a
chiropractor,
and
then
in
a
scenario
where
we
have
a
household
with
two
working
adults.
C
They
would
each
need
to
be
working
in
jobs
akin
to
the
examples
given
here
so
a
property
manager
and
a
general
office
clerk.
And
then
we
included
a
roommate
situation
just
to
show
that
if
three
pooled
resources
and
had
jobs
again
akin
to
the
ones
listed
there,
they
may
be
able
to
afford
a
rent.
Something
like
the
seventeen
hundred
dollars
listed
here.
Just
shy
of
seventeen
hundred
dollars
to
rent
an
apartment
so
just
shared
that
last
one.
By
way
of
an
example.
C
We
we
have
a
lot
packed
into
this
slide
and
quite
a
bit
to
say
on
it,
so
bear
with
me,
while
I
walk
through
this
for
a
few
min
for
a
few
moments,
but
the
heart
of
this
is
that
market
trends
indicate
that
market
rate
housing
development
is
far
outpacing,
affordable,
housing
development
and
without
a
targeted
intervention,
we
will
not
be
able
to
change
this
trend.
C
I
also
want
to
pause
here
and
say
very
plainly:
council
member
sanchez
you've
brought
this
up
a
number
of
times
since
I've
been
before
you
that
home
buyers
are
also
experiencing
a
shift
in
cost
without
a
doubt.
In
short,
our
recommendation
today
is
to
push
on
two
levers.
One
is
policy,
and
one
is
resources
or
funds.
C
What
we
want
to
communicate
today
is
that
the
focus
of
the
city's
resources
in
terms
of
dollars
invested
should
be
on
affordable
housing,
especially
for
renters.
The
housing
needs
analysis
makes
clear
why
and
we'll
explain
more
later,
but
again
just
offering
this
now
to
continue
to
orient
our
discussion.
C
C
The
heart
of
the
issue
is
that
the
deficit
we
face
now
has
to
be
overcome,
or
we
leave
a
deep
swath
of
households
behind
in
our
efforts
to
house
everyone.
We
know
we
have
the
need
for
emergency
assistance.
We
know
we
have
the
need
for
rentals
and
for
homeownership
opportunities,
and
we
have
our
eyes
on
the
here
and
now
and
down
the
road.
Also
I'll
also
note
here,
as
we've
seen,
our
financial
institutions
are
constantly
trying
to
innovate,
ways
to
provide
home
ownership
opportunities.
C
What
they
are
not
trying
to
figure
out
is
how
to
make
affordable
housing
pencil.
So
there's
near
constant
innovation
for
homeownership,
and
we
want
to
be
a
part
of
that
too,
and
we
can
especially
play
the
role
of
convener
in
that
space.
But
our
goal
is
to
spur
investments
in
affordable
housing,
particularly
for
multi-family
rentals.
C
C
C
Dr
colburn
controlled
for
those
stigmas
associated
with
homelessness
and
concluded
that
the
major
drivers
are
supply,
housing
supply
and
population
growth.
You'll
hear
more
from
casey
later
about
our
plans
about
our
path
home.
Excuse
me
about
plans.
Our
path
home
has
to
increase
the
number
of
units
dedicated
to
households
trying
to
exit
homelessness.
J
Madam
president,
the
city
of
boise's
population
only
grew
by
about
a
half
a
percent
last
year
compared
to
outlying
communities
like
star,
since
the
last
census,
I
think,
is
up
91,
but
in
terms
of
population
growth,
that's
not
really
a
problem
that
boise
proper,
so
help
me
think
about
the
rest
of
the
valley
and
supply
and
like
like
how
you
know
how
this
this.
J
C
Council
president
council
member
of
agent,
thanks
for
the
clarifying
question,
a
couple
of
things
one
our
path
home
of
which
was
the
city
of
boise,
is
the
lead
agency
serves
county-wide,
and
we
very
acutely
then
feel
the
pressure
of
that
population
growth,
whether
it's
in
boise,
proper
or
or
beyond,
ada
county
and
even
extending
into
the
treasure
valley,
canyon,
county.
So
the
homeless
services
system.
C
Excuse
me
really
feels
the
pressure
of
that
of
that
population
growth
and
I
think
you'll
be
I'll,
be
better
able
to
explain
in
a
handful
of
slides,
later
sort
of
where
the
deep
nepis
deficit
of
need
is
and
how
that
connects
to
the
number
of
households
that
are
experiencing
housing,
instability
or
insecurity,
and
therefore
at
risk
of
experiencing
homelessness
and
entering
our
homeless
services
system.
D
Maureen,
thank
you
so,
along
those
those
same
lines
and-
and
I
appreciate
council
member
beijing's
question
recognizing
that
with
a
larger
population,
a
smaller
percentage
growth
is
still
a
lot
of
people,
and
I
know
he
knows
that.
D
But
having
said
that,
so
from
a
regional
perspective,
as
we
look
at
this,
we
have
a
couple
of
regional
bodies,
and
I
would
like
to
ensure
that,
as
as
this
conversation
goes
on,
this
conversation
gets
taken
to
them.
Compass
is
in
the
midst
of
its
long-range
transportation
plan,
which
includes
housing
near
transportation.
D
C
Madam
mayor
council
president,
certainly
when
we
go
through
sort
of
the
housing
goals
and
some
of
the
strategies
that
we
outlined,
I
think
you'll
find
that
nexus
right.
There.
C
Okay
to
move
on,
so
the
city
finds
itself
in
a
situation
where
affordable
housing
is
out
of
reach.
For
many
of
our
residents,
the
market
is
producing
rentals
at
100,
ami
and
above
home
ownership
opportunities
at
120,
ami
and
above
and
in
turn
the
market
is
leaving
households
behind,
as
I've
mentioned.
C
C
Okay,
so
we're
just
a
couple
of
slides
away
here
from
looking
at
the
unit
deficit
by
income
level,
but
all
of
this
information
is
helpful
to
understand
what
will
be
shared
there.
The
average
rent
that
you
see
on
this
slide
is
just
for
multi-family.
C
So
if
we
were
to
include
single-family
homes
or
include
what
the
council
president
mentioned
before
about
sort
of
creative
solutions,
if
you
will
for
one
person
or
maybe
even
two-person
households,
the
average
rent
would
actually
jump
to
nearly
1700
rents,
of
course,
fluctuate
based
on
unit
size,
and
we
didn't
include
all
of
those
data
points
here
today.
But
the
trend
is
the
same,
and
that
is
that
we're
continuing
to
see
rents,
increase
and
wages
lag.
C
Some
data
sets
have
the
rent
increase
as
high
as
nearly
40
percent
from
2020.
To
present,
we've
included
a
more
conservative
estimate
here,
but
the
point
remains
that
rent
is
increasing
at
exorbitant
rates
and
boise
in
some
respects
is
leading
the
nation.
As
far
as
this
trend
is
concerned,
and
then
you
can
also
see
on
the
bottom
half
of
the
slide,
that
the
home
ownership
side
of
the
market
continues
to
move
quickly.
On
average
houses
only
spend
six
days
on
the
market
and
we
have
a
less
than
one
month
supply.
C
C
D
C
K
C
C
Yeah,
that's
true,
so
the
this
we're
looking
at
a
one
person
household
here,
the
first
green
bar
on
the
left
is
a
one
person
household
earning
30
percent
or
below
ami.
The
middle
is
a
one
person
household
earning
between
31
and
60
ami
and
then
the
far
right
is
a
one-person
household
earning
61
to
80
percent
ami.
K
C
That
said,
we're
remarkably
well
aware
that
ami
and
that
term
is
not
a
a
term
readily
understood
without
sort
of
simplifying
it
to
exactly
what
that
income
level
is.
So
I'm
happy
to
provide
that,
and
maybe
in
a
future
presentation
we
could
do
a
handout.
So
we
can
all
kind
of
look
at
what
I'm
referring
to.
Thank
you
maureen.
I
appreciate
that
you
bet.
C
All
right
what
what
is
the
need?
What
are
the
housing
needs
analysis
fined
in
this,
so
in
the
city
of
boise,
given
the
context
that
they
just
provided
you,
we
are
projecting
the
need
to
be
well
over
27
000
units
by
2030
annualized.
That
would
amount
to
2773
units
per
year.
C
I'm
going
to
show
you
how
this
breaks
down
in
the
next
slide,
but
77
percent
of
that
need
is
for
units
that
serve
households
that
are
earning
80
or
below
the
area
median
income,
and
then
there's
the
there's
factors
right
and
some
assumptions
built
into
the
model
that
influence
the
number
of
units
needed
and
those
are
included
in
the
pie
chart
so
quickly.
They
are.
They
are
population
growth
to
council
member
beijing's
point:
how
many
people
will
need
housing
that
are
newly
entering
the
market,
their
housing
condition?
C
Some
households
are
above
what
would
be
considered
a
healthy
occupancy
rate,
so
how
many
homes
are
needed
to
to
reduce
those
occupant
occupancy
rates
homelessness?
How
many
units
do
we
need
to
serve
those
that
are
literally
unhoused
and
then
the
the
biggest
section
there
you'll
see
in
blue
is
the
deficit
for
household
households
that
are
cost
burdened?
C
D
Madam
mayor
thanks,
I
that's
a
really
good
chart,
the
the
prior
one,
my
question
again
just
clarifying,
I
think
you
said
this
is
regional,
but
also
wondered
if
you
have
double
checked
those
numbers.
I
I
believe
our
consultant
was
working
with
compass,
so
I
think
the
answer
is
yes
with
compasses
projections,
or
are
they
other
projections.
C
C
One
of
the
challenges
in
completing
a
housing
needs
analysis
is
that
there
are
a
variety
of
ways
to
look
at
your
assumptions,
your
inputs,
etc.
If
it
would
be
helpful,
what
we
could
provide
is
perhaps
a
brief
one-pager
on
just
what's
included
in
the
model.
The
assumptions
that
we
made
and
how
that
aligns
with
compass,
for
example,.
D
That
that
would
be
really
helpful
and
I'm
I'm
not
criticizing
the
numbers
at
all,
but
those
assumptions
are
always
always
drive
the
outcome,
and
you
know
if
it's
a
straight
line:
growth
assumption,
for
instance,
we're
in
a
period
of
very
high
growth,
and
that
may
not
hold
true.
So
knowing
those
would
be
really
helpful
thanks.
C
C
C
C
C
K
When
you
mentioned
displacement,
can
you
tell
me
a
little
bit
more
about
what
you
meant
by
that?
What
you
were
referring
to.
C
Mayor
mclean,
council
member
sanchez,
absolutely
what
I'm
talking
about
is
affordable
housing,
that's
occurring
naturally
within
the
city
of
boise
and
by
naturally
we
mean
it's
not
subsidized
and
that
we
we
have
been
anna,
we'll
talk
about
this
in
a
little
more
detail,
but
we
have
been
losing
some
of
that
naturally
occurring
affordable
housing
to
market
rate
developers,
in
effect.
Pushing
people
out.
Excuse
me
because
they
aren't
able
to
afford
to
live
there
anymore
and
then
that
mark
that
unit
is
no
longer
offered
at
a
quote-unquote,
affordable,
rent.
K
Thank
you
maureen.
I
just
want
to
refer
back
to
something
I've
brought
up
over
a
few
council
meetings
or
work
sessions
about
that
issue
where,
where
we
do
have
folks
who
are
in
housing
that
they
can
afford
and
then
they're
displaced,
because
the
development's
approved
and
then
they're
left
to
try
to
figure
out
what
to
do
next-
and
I
believe
madam
mayor
mentioned,
we
should
work
that
into
policy.
K
Turning
to
social
media
things
like
gofundme
to
try
to
fund
the
movement
of
their
mobile
home
to
another
park,
and
it's
several
thousands
of
dollars,
which
is
obviously
it's
not
being
covered
by
developers
at
this
point.
So
I'm
hoping
that
we
can
weave
that
into
this
work
as
we
move
forward.
C
C
I'll
also
say
that
this
is
not
cash
needed
per
se,
but
it
does
represent
or
quantify
the
economic
impact
by
showing
the
cost
associated
with
developing
all
of
the
affordable
housing.
That's
needed
to
overcome
the
deficit,
housing
affordable
to
lower
income.
Households
is
increasingly
difficult
to
build
and
the
gap
financing
required
is
growing.
C
I
know
you've
heard
in
multiple
presentations
that
construction
costs
have
increased
at
a
remarkable
rate,
and
then
I
just
want
to
point
out
again.
That
first
note
is
one
of
the
assumptions
that
I
referenced
with
council
president
clegg,
that
went
into
the
model
that
essentially
says
we're
going
to
assume
that
the
market
will
take
care
of
the
number
of
units
needed
at
market
rate
right
and
that
was
clearly
demonstrated
on
the
previous
slide.
C
C
C
C
Put
in
these
terms,
it's
easy
easier
to
consider
how
costly
housing
is
and
how
costly
running
and
maintaining
a
household
is.
When
you
start
to
look
more
holistically
at
affordability
and
also
consider
the
cost
of
food
transport
insurance,
child
care,
saving
for
a
rainy
day
or
retirement
etcetera,
you
can
start
to
readily
see
how
even
the
household
earning
the
median
income
starts
to
feel
stretched.
C
The
housing
needs
analysis
concluded
that
67
percent
of
renters
and
36
percent
of
homeowners
cannot
afford
the
units
the
market
is
producing
so
put
another
way.
The
market
is
showing
a
willingness
to
focus
on
only
33
percent
of
renters
and
the
majority
of
homeowners
again.
It
follows,
then,
that
the
city
should
focus
where
the
market
is
not
and
if
we
don't
target
where
the
market
is
not.
C
Boise
residents
who
need
units
affordable
at
these
levels
are
often
the
most
marginalized
they're,
more
likely
to
be
people
of
color,
first
generation,
americans
and
and
or
experiencing
generational
poverty.
I
wanted
to
to
flag
something
here
and
if
I
may,
and
that
is
that
council
member
holly
burton,
has
rightfully
brought
the
issue
of
refugees
up
several
times.
C
C
C
We
have
to
talk
about
it,
a
home
for
everyone
necessitates
it.
We
don't
have
to
use
that
term.
We
can
call
it
what
it
is,
which
is
more
houses
over
less
space,
but
this
is
also
why
we
have
to
look
at
unit
size-
and
I
didn't
include
the
data
here
today,
but
generally,
like
I
said
before,
homes
are
getting
larger
and
homes
also
have
fewer
people
in
them.
We
need
supply
and
we
need
it
most
urgently
at
deeply
affordable
levels
again.
C
Another
sort
of
though
exciting
part
about
this
quite
frankly,
is
that
adding
more
units
over
less
space
is
also
an
opportunity
to
innovate
and
to
innovate
through
design.
C
So
in
other
words,
often,
the
impacts
of
density
can
be
mitigated
through
setbacks
through
increased
open
space
in
certain
locations
through
stepping
down
the
height
of
a
building
along
common
property
lines
through
strategic
placement
of
windows
or
balconies.
The
key
here
is:
what's
bolded
on
the
slide
that
people
experience
design
more
so
than
density.
D
Madam,
together,
thanks
maureen,
you
know
one
of
the
things
that
I
find
missing
in
this
conversation
is
transportation,
and
my
own
household
would
have
been
a
housing
burden,
probably
for
the
first
20
years
that
we
owned
our
house,
but
we
weren't,
because
our
transportation
costs
were
so
low
because
of
the
location.
D
And
so
you
know
all
of
this
analysis
is
done
strictly
on
the
housing
and
as
we
look
at
solutions,
I
think
we
need
to
consider
transportation
and
location
and
transportation
costs,
and
you
know
where
you're
considered
housing
burdened
if
you're
spending
more
than
30
percent
of
your
income
on
housing,
you're
not
considered
housing
and
transportation
burdened
if
you're
spending
less
than
45
to
48
percent
of
your
income
on
the
two
combined,
and
so
I
just
want
to
bring
that
up,
because
these
are
great
numbers.
C
Okay,
my
last
slide
then,
before
I
turn
it
over
to
anna-
is
this
one
here:
supply
for
supplies
sake,
so
in
effect
creating
market
rate
and
luxury
housing
units
has
little
to
no
effect
on
affordability,
for
households,
earning
80
and
below
ami
and
again,
that's
where
the
greatest
need
for
units
exists.
C
L
Remember,
thank
you
marine.
I
wanted
to
save
some
of
my
questions
towards
the
end
and
kind
of
so
I
didn't
pre-ask
any
questions
and,
and
they
still
may
get
answered
here
in
a
little
bit.
I
did
have
one
question
and
you
may
not
know
the
answer
about
some
of
the
population,
growth
and
displacement
relationship.
L
I
know
that
that's
happened,
and
so
I'm
wondering
if
that's
part
of
those
numbers
that
we're
seeing
is
that,
yes,
we
didn't
have
as
significant
as
a
population
growth
as
some
of
our
surrounding
areas.
Is
that
partially,
because
some
folks
have
been
moving
away
from
here
to
star
to
nampa
to
caldwell
to
meridian,
where
housing
is
more
affordable
as
more
higher
income
folks
are
moving
into
boise.
Do
you
have
any
data
or
ideas
there?
That's
slightly
more
than
my
anecdotal
thoughts.
C
Madam
mayor
councilmember,
halliburton,
I
think
I
would
be
best
not
to
speculate
and
digest
that
and
come
back
to
you
we're
making
sure
that
we're
keeping
track
of
the
questions
that
you
have.
So
let
me
make
a
record
of
that
and
and
respond
in
in
a
way
that's
more
competent
than
anything.
I
could
sort
of
speculate
about
right.
L
So
when
we're
looking
at
building
a
new
unit
and
maybe
there's
let's
just
throw
out
30,
there's
30
people
living
there
at
a
60
below
ami,
so
it's
they're
living
there
at
affordable
housing.
We
a
development
comes
in
that
is
at
market
rate,
which
we
know
that
is
producing
on
its
own
and
all
of
a
sudden,
the
folks
who
are
living
there,
those
30,
are
they
then
sort
of
added
on
to
that
list
of.
L
We
now
have
a
larger
need
for
that
group
of
people
instead
of
we've
added
more
housing
to
the
table,
but
in
a
category
that
we
didn't
necessarily
need
to
add
as
much
and
then
those
folks
who
are
in
that
situation
are
now
a
number
in
addition
to
what
there
was
before.
Am
I
understanding
that
correctly.
C
Madam
mayor
council,
member
holly
burton
let
me
offer
this
comment
so
embedded
in
the
assumptions
and
the
model
that
what
that
is,
the
housing
needs.
Analysis
is
what
you're
describing
part
of
the
place
that
that
gets
picked
up
is
housing
condition,
because
very
often,
when
we're
talking
about
noaa,
naturally
occurring
affordable
housing,
it's
in
the
deteriorated
condition
which
why,
which
is
why
it's
opportunistic
to
come
in,
buy
it
redevelop
it
anna's
going
to
talk
in
a
little
more
detail
about
some
proactive
preservation
strategies
and
some
moves.
L
L
J
Mayor
maureen,
one
question
I
think
about
your
last
slide.
You
mentioned
in
passing
that
building
housing
at
80,
ami
or
up
doesn't
do
anything
to
address
the
needs
farther
down
the
ladder,
and
I
it's
one
of
the
ways
I've
always
thought
about.
It
is
that
meeting
that
demand
relieves
pressure
for
people
to
start
charging
80
of
ami
or
more
for
lower
quality
housing.
J
In
other
words,
if
there's
unmet
demand
at
the
80
percent
and
up
range
nobody's
building
any
housing,
there
then
you're
going
to
see
an
inflation
and
upward
pressure
on
prices
for
lower
quality
housing
further
down
the
ladder,
and
so
I
just
wanted
to
raise
that
and
sort
of
briefly
explore
that
possibility
like.
Is
it
really
the
case
that
meeting
the
demand
at
80
and
up
does
nothing
for
affordability
lower
down?
Or
is
it
the
case
that
it's
just
not
the
most
effective
strategy
to
tackle
it?.
C
Madam
mayor
council,
member
bajan,
thanks
for
asking
that
question,
and
I'm
I'm
glad
for
the
opportunity
to
clarify
it's,
not
that
it
does
nothing,
it's
that
it
doesn't.
Do
it
quickly
enough
for
the
place
that
we
find
ourselves
in,
and
it's
also,
and
perhaps
it
would
be
helpful
to
sort
of
dive
deeper
into
this
in
another
setting
or
with
some
additional
information.
C
But
it's
also
a
little
bit
more
of
a
nuanced
argument
if
you
will
so
when
we
find
ourselves
in
the
deficit
that
we
do
where
the
housing
needs
analysis
is
out
of
alignment
with
as
the
mayor
terms
at
boise
budgets.
What
we're
suggesting
is
that
we
need
a
targeted
and
focused
response
to
that
deficit
and
that
we
don't
have
time
nor
do
boise
residents
and
households,
because
the
implementations
and
trade-offs
are
too
deep
for
them
that
we
don't
have
time
to
watch
and
wait
for
that
market
correction.
D
Mr
mayor,
since
we're
stopped
here
in
addition
to
that
issue,
which
you
know
I
agree,
we
need
to
have
a
focused
response
to
it.
I
think
you
know,
as
you
noted,
we
can't
take
care
of
the
whole
issue,
so
we
have
a
focused
response
and
we
count
on
the
market
also
beginning
to
help.
As
these
other
pressures
you
know,
take
place,
the
on
the
demand
side.
D
The
other
thing
that
I
haven't
seen
in
this
data
that
we've
been
gathering-
and
it
occurs
to
me-
it
would
be
helpful
to
understand
it
is
what
impact
would
it
have
on
our
demand
side
if
minimum
wage
were
raised
to
15
an
hour,
I'm
not
advocating
for
that,
but
it
would
be
interesting
to
understand
the
demand
it
would
have
on
housing
and
the
demand
for
affordable
housing.
If,
if
that
were
to
happen,
I
think
it
would
be
useful
for
the
conversation
around
wages.
If,
if
we
had
that
information.
F
F
F
F
F
F
In
the
coming
weeks,
we
will
work
collaboratively
with
other
city
staffers
to
set
specific
operational
and
program
metrics.
These
will
be
supported
by
tracking
our
community
indicators
and
developing
internal
and
external
reporting
tools
to
ensure
our
decision.
Making
proc
process
remains
data
driven.
F
The
number
of
units
may
shift
as
we
update
our
housing
needs
analysis
annually,
but
our
goals
will
not
our
focus.
Areas
for
production
are
the
following:
produce
the
most
units
for
the
least
amount
of
money,
make
direct
investment
in
multi-family
rentals
and
explore
the
role
of
home
ownership
in
mixed
income.
F
Our
principal
focus
will
be
increasing
rental
supply
for
those
making
less
than
60
percent
ami
based
on
our
ability
to
reach
annual
goals
and
increase,
affordable
supply.
We
will
explore
home
ownership
solutions
for
households
making
80
ami
and
below
data
is
not
suggesting
that
everything
has
to
be
a
rental,
but
it
is
suggesting
that
renters
are
in
most
need
from
an
intervention
standpoint.
It
is
about
economies
of
scale.
F
F
F
By
way
of
our
federal
and
city
resources,
we
will
strategically
provide
gap,
financing
for
affordable
housing
projects
that
focus
on
60,
ami
and
below
these
resources.
Allow
us
to
recalibrate
the
market
by
incentivizing
market
rate
developers
to
include
mixed
income
units
and
projects
that
would
otherwise
only
provide
options
for
amis
at
100
percent
and,
above
to
this
end,
I
want
to
take
a
moment
to
address
the
city's
housing
incentive
program.
F
F
F
What
if
we
entered
into
a
regional
housing
pledge
with
partners,
we
care
deeply
about
the
spectrum
of
housing
needs
a
home
for
everyone,
no
matter
your
income
level.
That's
why
we're
all
here
being
clear
about
our
capacity
and
our
contributions
is
being
kind
partners
residents.
Employers
here
is
where
the
city
is
stepping
in.
What
can
you
assist
or
augment
some
of
the
specific
ways
that
we
see
the
city's
role
in
the
strategy
are
first
serving
as
a
capacity
builder
and
seed
funder
to
launch
complementary
housing
programs.
F
F
F
F
F
F
F
F
Finally,
there
are
ways
that
we
can
prioritize
affordable
housing
projects
within
our
building
permitting
process.
Some
examples
are
dedicating
a
plan
reviewer
and
project
manager
and
fast
tracking,
the
building
permit
process.
These
are
all
important
levers
that
can
help
the
city
further
incentivize,
affordable
housing
developments.
F
F
These
market
dynamics
are
threatening,
affordable
housing
in
neighborhoods
across
the
city
for
property
owners
that
are
not
subject
to
affordable
affordability,
requirements
and
through
federal
deeds
or
deed,
restricted
properties.
Raising
rent
is
an
attractive
option
to
maximize
profit
in
our
current
market.
F
F
F
F
Some
of
the
key
recommendations
that
came
out
of
this
report
are
designate
a
noaa
champion
within
the
city
deanna
dupuy
on
our
housing
team.
Our
housing
programs
administrator
will
focus
on
building
out
our
noaa
program.
A
second
recommendation
is
to
create
a
noaa
preservation.
Inventory
boise
lost
22
percent
of
its
noaa
stock
for
units
under
60
ami
and
below
between
2010
and
2019..
F
F
F
K
K
K
F
C
Sure,
madam
mayor
pro
tem
sanchez,
I
think
really
delineating
the
specifics
behind
what
this
means
and
how
we
do
that.
Well,
is
work
outstanding
to
us.
What
this
is
is
a
deep
recognition
of
what
I
mentioned
earlier
and
that
is
that
those
households
that
need
deeply
affordable
units
are
more
often
people
of
color
they're,
more
often,
first
generation,
americans
and
they're
more
often
involved
or
excuse
me
a
part
of
generational
poverty.
C
So
we
recognize
that
we
see
that
we
wanted
to
name
that
as
a
guiding
principle
of
our
housing
strategy
on
a
go
forward.
I
mentioned
the
phrase
earlier
about
a
rising
tide,
lifts
all
boats,
and
if
we
mean
what
we
say
about
a
home
for
everyone,
we
can't
be
selective
about
who
that
might
include
and
and
not
solve
for
the
hardest
part
of
this,
those
experiencing
homelessness,
those
with
a
deep
severity
of
service
need,
etc.
C
So
how
we
operationalize
that
truth
be
told
there.
There
are
some
specific
strategies.
I
think
that
we
have
in
mind
but
to
ensure
that
this
isn't.
Oh,
what's
the
word,
I'm
looking
for
kind
of
tokenism.
K
Okay,
thank
you,
maureen
and
thank
you
so
much
for
answering
the
question.
I
would
say
that
four
years
ago
the
people
of
boise
who
voted
for
myself
to
be
at
this
table,
that's
what
they
were
doing.
They
were
centering
the
most
marginalized,
because
on
that
list
you
listed
that's
me.
K
I
lost
my
home
to
foreclosure
for
the
one
of
five
thousand
dollars.
So
when
I
talk
about
homeowners,
I'm
not
specifically
talking
about
us
getting
people
who
are
currently
renters
into
home
ownership.
I'm
talking
about
people
like
myself,
who
managed
to
squeak
in
in
the
early
2000s.
I
never
thought
I'd
be
able
to
own
a
home,
making
30
36
000
a
year,
but
miracle
upon
miracles.
I
pulled
it
off,
but
I
needed
help.
You
know
just
the
way
jessie
tree
helps
people
from
falling
into
homelessness
by
giving
them
that
little
bit
of
help.
K
That's
what
I'm
referring
to
and
taking
into
consideration.
Homeowners
like
myself,
who
come
from
marginalized
communities
who
becoming
homeowners,
is
a
miracle
to
begin
with.
How
can
we
help
them?
Keep
that
status
and
build
that
generational
wealth
that
you're
talking
about,
and
just
so
you
know,
I
am
happy
to
be
your
token.
K
I
am
happy
to
be
somebody
that
you
have
at
the
table
to
give
that
perspective,
because
I
firmly
believe
that's
how
I
ended
up
here
to
begin
with
is
folks
wanted
somebody
who
knew
what
it
was
like
to
entertain
the
possibility
of
of
being
homeless,
of
what
it's
like
to
lose
your
home,
what
it's
like
to
be
a
renter
in
this
environment,
so
I
would
like
to
offer
that
up
and
not
for
one
minute
do:
should
you
ever
feel
that
I'm
a
token
any
anybody
would
be
happy
to
be
a
part
of
this
process,
and
so
I
was
very
happy
to
see
that
that
sentence.
K
Thank
you
for
putting
that
there,
but
reality
is
we
want
to
be
at
the
table.
We
don't
want
to
be
talked
about.
We
want
to
be
a
part
of
the
discussion,
and
so
I
so
grateful
to
have
this
discussion
today
and
for
you
to
entertain
our
questions.
M
Yeah
I
was
just
looking
back
at
the
state
and
federal
policy
agenda
and
the
development
of
that
we
actually
had
a
conversation
at
association
of
idaho
cities.
The
other
day
about
where
we
wanted
to
spend
our
time
on
developing
policy
and
housing
was
and
transportation
were
one
of
those
categories.
M
So
I'm
hoping
that
we
would
be
able
to
work
with
our
other
city
partners
in
the
state
as
we're
developing
those
agendas
so
that
we
can
all
work
together.
I
know
that
many
of
the
other
cities
who
were
on
the
call
were
like
oh
somebody,
finally
brought
up
housing
when
I
volunteered
to
help
with
that
conversation.
So
I
would
be
happy
to
carry
any
of
that
or
help
make
any
connections
that
would
be
helpful
to
the
city.
F
Yes,
we
are
squarely,
we
would.
We
would
love
the
help
and
my
colleague
behind
me,
nikki,
olivier
helen
kemp,
will
be
working
on
this
in
earnest
in
the
coming
weeks.
So
thank
you
for
that
offer
and
we
are
in
agreement.
L
Vladimir
I'm
happy
to
have
have
this
conversation
offline,
but
the
noaa
acquisition
fund.
I'm
not
sure
if
I
quite
understood
exactly
what
that
was,
and
I
was
wondering
if
you
could
just
touch
on
that
real
quickly
or
again.
I
could
touch
space
offline
as
well.
A
Yeah
we
probably
have
a
couple
months.
Maybe
we
can
get
back
to
that.
The
is
this
the
slide
that
we
left
before,
or
we
elsewhere,
let's
head
back
to
where
we
were
and
and
so
anna
yeah,
if
you'll
want
to,
if
you're
able
to
a
little
bit
more
about
that.
Please
do
and-
and
the
importance
of
this
is
as
anna
and
maureen
are
presenting,
is
these
are
policy
policies
that
they're
researching
and
putting
together
now,
so
that
we
can
have
those
conversations
as
a
council
about
which
ones
we
want
to
implement.
L
F
Madam
mayor
council,
member
holly
burton
bothan
the
acquisition,
not
so
much
from
the
city
perspective,
but
thinking
about
opportunities
when
low-income,
naturally
affordable
housing
units
perhaps
might
go
on
to
the
public
to
the
private
market
and
could
be
transitioned
as
we
talked
about
and
residents
could
be
displaced
and
they
could
come
back
online
as
more
market
rate
developments.
L
A
Don't
matter
because
I
was
also
going
to
offer
up,
I'm
sure
we
have
a
digital
copy.
I
have
a
paper
copy,
sam,
our
fellow
from
the
summer,
who
was
here
and
put
together
a
great
report.
That's
worth
a
read,
yeah.
D
That'd
be
great,
madam
mayor,
just
a
little
bit
of
follow-up
on
this.
I
appreciate
the
discussion.
It
occurs
to
me
that
a
fair
amount,
at
least
some
of
the
naturally
occurring,
affordable
housing
in
boise
is
family.
D
Owned
has
been
for
a
very
long
time
and
maybe
reaching
not
just
the
end
of
its
life
in
terms
of
the
condition
that
it's
in,
but
also
in
terms
of
the
transition
from
perhaps
the
you
know,
original
heirs
to
the
next
next
generation,
and
it
seems
like
that
also
is
an
opportunity
that
we
should
be
looking
at
because
I
think,
a
fair
number
of
them
if
they
had
a
choice
that
would
offer
them
some
way
forward
with
this
property
that
allowed
the
heirs
to
see
some
of
the.
D
D
F
J
Thank
you
madame
the
last
piece
of
the
sort
of
the
strategy
deck.
I
think
I
feel
very
strongly
should
be
some
rigorous
method
of
evaluating
how
each
of
these
strategies
work
everything
we
do
has
unintended
consequences
like
we
referenced
the
recent
housing
incentive
program
that
turned
out
to
only
incentivize
existing
already
subsidized
housing.
J
You
know
each
of
these
things
are
interesting
and
unique
and
they're
targeting
certain
places
and
they're
trying
to
accomplish
certain
goals
and
many
of
them
it
will
turn
out,
have
unintended
consequences,
that
we
need
a
mechanism
to
capture
and
be
frank
about
and
be
honest
about,
to,
allow
us
to
evaluate
and
adjust
properly.
So
I
don't
if
I
was
going
to
edit
the
deck.
J
I
would
try
very
hard
to
get
that
sense
in
as
well
that
that
we're
going
to
look
hard
at
these
and
identify
the
things
that
we
didn't
expect
and
course
correct
as
needed.
A
In
here,
two
to
give
a
nod
on
that
very
topic
to
staff
maureen
alluded
to
that
when
she
gave
the
example
of
the
incentive
program
is
that
that
is
one
of
our
tenants,
we're
gonna,
I
mean
I'm
encouraging
staff.
They
are
encouraging
their
team
to
look
at
all
options
come
up
with
new
ideas,
bring
it
to
us,
try
it
out
measure
it
manage
it
and
then
pivot
as
necessary,
and
with
every
single
one
of
these
things,
we're
going
to
be
doing
that,
so
we
won't,
and
nor
do
I
want
staff
to
be
uncomfortable.
A
Coming
and
saying
you
know
this
thing
that
we
proposed
isn't
getting
us
where
we
need
to
be
so
we're
going
to
change
it
slightly
with
these.
You
know,
if
you're,
okay,
with
these
slight
changes
we
want
to,
we
want
to
see
our
city
staff
be
nimble
in
the
same
way
that
in
the
last
year
and
a
half
two
years
of
covert,
we've
had
to
be
nimble
and
learn.
New
things.
K
Madam
mayor,
one
last
thing
as
as
we
know,
there
are
members
of
our
community
who
have
had
a
hard
time
prior
to
covet
prior
to
this
housing
crisis
and
and
those
would
be
the
members
of
our
marginalized
community.
So
I'm
wondering
if
we
can
keep
that
into
consideration
that
if,
if
you
were
having
trouble
renting
a
home
prior
to
this
housing
crisis
because
of
racial
discrimination
or
familial
status
discrimination,
I
imagine
that's
even
more
so
now.
K
So
if
we
could
keep
that
in
mind
and
make
sure
that
we
keep
tabs
on
that,
I
don't
know
if
that's
information
that
you
could
get
from
intermountain,
fair
housing
or
for
the
idaho
human
rights
commission.
But
you
know,
as
I've
said
since
I
got
here:
diversity,
equity
inclusion.
Work
is
woven
throughout
everything
we
do
with
the
city
and
nothing
more
strongly
than
in
our
housing
of
our
people.
So
if
we
could
keep
that
in
mind
as
well.
C
Okay,
with
no
further
questions
we'll
pivot
to
casey
matune,
to
present
the
last
priority
and
strategy.
H
Okay,
so
hi
everyone,
casey
matune
nice
to
be
here
and
talking
with
you
all
my
nerves
are
at
a
10
out
of
10.
so
to
calm
myself
down.
What
I'm
going
to
do
is
tell
you
like
a
quick
story
about
why
I
think
I'm
here.
H
H
So
that's
kind
of
like
what
I
think
of
when
it
comes
to
housing
like.
Why
am
I
here
and
then,
as
I
know,
that
I've
had
my
own
experience
with
housing.
What
my
mind
generally
orients
to
as
my
approach
to
working
on
issues
like
this
is
what
is
the
deepest
need
within
that
spectrum?
And
how
are
we
going
to
approach
that-
and
I
am
really
lucky
to
have
the
confidence
of
maureen
brewer
to
be
bought
on
to
continue
her
legacy
of
incredible
work
within
the
our
path
home
staff
at
the
city
of
boise?
H
That
is
really
keenly
focused
on.
How
are
we
approaching
housing
solutions
specifically
for
households
that
are
experiencing
housing,
crisis
or
households
that
are
experiencing
literal
homelessness,
and
so
today,
I'm
going
to
talk
to
you
about
why
we
within
that
work.
Am
I
talking
about
enough
okay,
too
loud?
H
Why,
within
that
work,
we
think
that
it
is
absolutely
important
that
the
city
of
boise
anchors,
the
ambitious
goal
to
create
750
units
of
supportive
housing
dedicated
to
our
path
home
over
the
next
four
years,
and
within
that
goal
I
want
to,
I
want
to
kind
of
stake.
My
my
hope
is
that
anchor
is
a
really
important
word,
because
this
work
for
supportive
housing
is
really
happening
under
the
wingspan
of
our
path
home.
I
think
earlier
in
my
introduction
I
alluded
to
you.
H
So
we're
asking
the
city
of
boise
to
join
and
continue
to
play
the
role
of
lead
agency
for
our
path
home
by
supporting
the
ambitious
goal
here
and
I'll
talk
to
you
a
little
bit
more
about
what
that
means.
It's
important
to
note
that
we
have
some
interconnected
areas,
because
it
is
a
system
response,
so
I'm
going
to
start
with
those
which
include
the
shelter
better
task
force,
the
campaign
to
end
family
homelessness
and
then
land
us
into
the
supportive
housing
action
plan
where
actually
address
kind
of.
H
The
next
slide?
Sorry
so
I
am
a
visual
thinker
and
I
don't
know
if
this
will
help
or
hurt,
but
we
are
trying
to
kind
of
demonstrate
with
this
graphic
map.
H
So
within
this
I
can
explain
it
to
you
more
in
depth
later,
but
I
kind
of
want
to
focus
on
the
interventions
that
we're
working
on
right
now
as
they
relate
to
this.
H
We've
had
a
more
comprehensive
conversation
about
homelessness
and
there
is
an
incredible
amount
of
interest
in
that,
but
that
is
outside
of
the
scope
of
the
charge
of
that
group
of
individuals.
They
are
trying
to
help
us
explicitly
and
specifically
with
the
sighting
of
that
emergency
shelter,
and
while
there
is
interest
to
have
conversation
outside
of
that,
we
know
that
the
expertise
and
partnership
really
already
lives
and
that
work
is
progressing
forward.
H
The
other
three
components
that
are
highlighted
here
in
red
is
our
other
area
of
update
and
that's
from
the
campaign
to
end
family
homelessness,
and
I'm
going
to
return
to
my
notes,
for
the
sake
of
brevity,
to
make
sure
that
I'm
covering
everything
I
need
to
do.
As
you
all
know,
the
campaign
to
end
family
homelessness
is
our
strategic
vehicle
to
achieve
net
zero
or
end
family
homelessness
by
2026.
H
So
we
have
technically
starting
july
1
a
five-year
period,
and
that
is
really
focused
on
developing
and
scaling
solutions
by
increasing
our
service
capacity
by
three
times
from
its
current
state
prior
to
july
1st
of
this
year.
So
the
three
areas
that
are
highlighted
here,
I'll
talk
you
through
a
little
bit.
One
is
the
campaign
to
family
and
family
homelessness,
continues
to
increase
the
city
of
boise
and
our
path,
homes,
investment
in
prevention.
H
In
the
first
round
of
funding,
we
just
provided
over
a
hundred
thousand
additional
dollars
to
jesse
tree
to
continue
their
prioritization
of
preventing
homelessness
through
specifically
focusing
on
families
that
are
80,
ami
and
below,
and
by
focusing
on
specifically
targeting
families
that
are
experiencing
eviction,
notices
or
three-day
notices
to
to
leave
the
premises.
H
The
other
thing
that
we
have
been
working
on
is
the
housing
crisis
hotline
which
we
launched
in
july
one.
This
is
our
ability
to
centralize
a
brand
new
phone
line
for
people
experiencing
a
housing
crisis
that
allows
not
only
the
client
to
be
served
in
a
more
trauma-informed
and
effective
way,
but
ensure
that
our
partners
are
able
to
respond
to
that
homelessness
intervention,
that's
the
most
necessary,
whether
it's
diversion
prevention
or
into
another
partnership.
H
Importantly,
it's
also
increasing
our
ability
to
track
data,
so
I
just
want
to
name
that
in
july
we
received
just
to
that
brand
new
phone
line.
570
calls
that
resulted
into
159
referrals
through
the
rest
of
our
system,
so
it's
actively
increasing
our
ability
to
understand
and
respond
in
the
moment
to
the
crisis
of
homelessness
and
then
the
final
thing
is
our
path
home
connect.
So
this
is
where
somebody
calls
that
line
or
enters
into
homelessness
in
any
other
way.
H
There
are
starting
places
within
our
path,
home
connect,
and
the
campaign
is
really
focused
on
increasing
the
path
capacity
within
that
group
of
individuals
to
have
more
resources
to
actively
house
people,
I'm
going
to
go
to
the
next
slide,
and
this
brings
us
to
the
focus
for
today
and
then
one
more
click
which
is
on
supportive
housing.
So
this
is
the
last
and
critical
piece,
and
what
I
want
to
say
is
that
we
are
approaching
supportive
housing
with
a
renewed
focus
in
our
path
home.
H
The
partnership
believes,
as
maureen
said,
that
homelessness
is,
first
and
foremost
a
housing
problem.
Our
partner
agencies
consistently
work
on
placing
households
into
stable,
safe
housing,
but
we
need
to
come
through
with
a
greater
sense
of
urgency
now
than
we've
ever
approached
this
issue
before
and
before
we
dive
into
the
nuance
of
our
strategy.
I
want
to
make
sure
that
we
are
all
clear
on
what
supportive
housing
is.
So
supportive
housing
connects
tenants
with
wraparound,
flexible
support
services
for
people
who
may
have
disabilities
or
face
other
challenges
in
accessing
and
maintaining
housing.
H
Supportive
housing
is
not
time
limited
and
is
often
integrated
with
other,
affordable
housing
available
to
the
broader
community.
Supportive
housing
specifically
targets
households
whose
head
of
household
are
experiencing
homelessness,
and
it's
important
to
note
that
they
may
be
facing
multiple
barriers
to
employment
and
housing
stability,
including
mental
illness,
substance
use
and
or
other
disabling
or
chronic
conditions.
H
Its
tenants
basically
are
threefold:
it's
affordable,
meaning
that
the
tenant
ideally
pays
no
more
than
30
percent
of
its
income
towards
rent.
It
provides
tenants
with
a
lease
or
sublease
that
is
identical
to
non-supportive
housing.
That
means
that
there's
no
limit
on
the
length
of
tenancy
as
long
as
the
terms
and
conditions
of
that
lease
are
met,
and
it
proactively
engages
members
of
the
tenant,
housing
and
flexible
and
comprehensive
array
of
supportive
services
that
are
right-sized
based
on
the
tenant
households.
H
We
believe
that,
as
we
marching
towards
creating
new
supportive
housing
in
the
city
of
boise,
we
must
focus
on
balancing
the
three
distinct
components
of
the
model
for
supportive
housing.
The
first
of
that
is
housing.
The
second
is
supportive
services,
and
the
third
is
property
management
and
housing.
These
three
can
kind
of
be
viewed
as
the
legs
of
the
stool
for
supportive
housing.
They
have
to
be
equally
weighted
for
the
supportive
and
housing
intervention
to
work
both
for
the
community
and
for
the
individual
or
household
that's
being
housed
there.
K
Thank
you
casey,
just
for
the
benefit
of
the
public.
Do
we
have
an
example
of
that
supportive
housing
currently
in
the
city
of
boise.
H
H
So
what's
the
current
state,
this
is
absolutely
perfect
and
kind
of
why
we're
diving
into
what's
the
nuance
of
the
definition,
and
what
does
this
actually
look
like?
So
currently,
we
have
several
ways
that
folks
who
are
previously
experiencing
homelessness.
Can
access
housing
with
the
support
of
our
path,
home
partner
agencies.
H
One
of
those
ways
is
through
rapid
rehousing,
which
is
a
program
that's
administered
by
catch
charity,
and
it
is
called
taking
root.
It's
rapid
rehousing
provides
short-term
rental
assistance
and
services.
The
goals
are
to
help
people
obtain
housing,
quickly,
increase
self-sufficiency
and
stay
housed,
it's
importantly
offered
without
preconditions,
and
the
resources
and
services
are
typically
tailored
to
the
individual.
So
catch
has
a
philosophy
of
lightest
touch.
H
They
start
with
what
is
the
least
amount
that
we
give
in
order
to
empower
this
family
to
be
successful
in
their
own
ability,
and
then
they
react
to
the
situation
as
it
unfolds,
providing
those
supportive
services
along
the
way.
Today,
in
rapid
rehousing,
we
have
38
families
who
are
currently
housed
through
this
program
today
and
they
operate
through
a
cycle
of
funding.
That's
available.
That's
time
limited
but,
like
I
said
it's
permanent,
supportive
housing,
because
the
lease
itself
is
not
time
limited.
H
The
goal
of
this
program
is
to
make
sure
that
families
who
are
housed
through
it
stay
housed
by
their
own
merit
and
work
in
an
ongoing
manner.
The
second
that
we
have
is
choice
which
is
administered
by
the
boise
city.
Oh
the
second.
We
have
are
permanent
supportive
housing,
and
these
can
look
like
two
different
things
and
I'm
missing
one
component
on
the
slide.
The
first
is
scatter
site,
which
is
choice
and
vash,
and
then
scattered
site
simply
means.
H
The
the
second
is
single
site,
and
this
is
what
was
often
called
like
a
concentrated
site,
which
means
that
there
is
a
single
site.
The
entire
unit
or
the
entire
all
the
units
within
the
entire
building
are
dedicated
to
a
supportive
housing
strategy.
So
we
choice
is
administered
by
the
boise
city,
ada
county
housing
authority.
It's
called
coordinated
housing
options
and
individualized
services,
it's
funded
by
hud
and
again
this
is
the
supportive
services.
Tenants,
don't
pay
more
than
30,
and
the
difference
here
is
that
this
is
definitely
controlled
by
a
hud
market
rate.
H
So
the
units
that
they're
working
with
have
to
be
within
a
certain
range
for
us
to
be
able
to
dedicate
to
utilize
those
homes
to
house
these
families,
what's
missing
under
scattered
site
is
bash,
which
is
a
program
that's
administered
by
the
veterans
affairs
and
that
is
specifically
for
veterans
but
same
basic
tenants
and
different
funding
source
and
then
finally,
for
our
single
site.
We
have
newpath
and
valor
point
which
I
know
you
all
are
intimately
familiar
with
for
each
of
those.
I
just
want
to
name
in
the
vash
program.
H
We
have
120
households
that
are
currently
housed
through
that
for
143
individuals
for
choice.
We
have
80
households
for
148
individuals
for
valor
point.
We
have
26
households
and
27
individuals
and
then
for
new
path.
We
have
39
households
with
46
individuals,
so
we're
already
providing
an
incredible
amount
of
supportive
housing
through
the
our
path
home
partnership.
H
However,
we
have
an
incredible
challenge
to
overcome
here.
The
need
is
currently
unmet
by
inventory,
with
an
ada
county.
Our
path
home
connect
estimates
that
roughly
55
of
those
experiencing
literal
homelessness
will
require
some
level
of
supportive
services
to
be
successful
in
housing,
stability,
informing
the
need
for
our
path
home
to
increase
the
number
of
supported
housing
units
in
our
program
portfolio,
and
just
to
give
you
kind
of
a
rough
estimate
on
that.
The
waiting
list
for
supportive
housing
today
for
families
is
totaling
in
august
to
354.
H
Families
who
are
waiting
for
this
and
just
for
single
individuals
is
427
households
that
are
seeking
housing
through
permanent
supportive
housing,
so
not
withstanding
the
projections
that
are
based
on
growth
and
a
multitude
of
factors
occurring
within
our
housing
market.
The
need
today
is
on
met
and
we
have
families
and
individuals
actively
waiting
to
be
placed
into
supportive
housing.
H
Additionally,
the
market,
which
I
won't
go
into
very
much
because
I
think
it's
been
extensively
covered,
it's
tough.
What
I
do
want
to
say
about
the
market
is
that
it
is
directly
impacting
our
network
providers
in
a
couple
of
ways,
one
they
are
unable
to
successfully
house
individuals,
not
because
we
are
lacking
resources.
H
As
I
explained
on
one
of
my
first
slides,
the
campaign
to
end
family
homelessness
has
explicitly
increased
the
number
of
resources
that
we
have
to
house
people
and
the
people
who
are
case
managers
or
housing
specialists
that
are
able
to
help
those
people
jump
from
the
program
resource
into
the
unit.
What
they
are
facing
is
a
scarcity
of
units
that
will
even
rent
to
any
of
these
families,
because
market
competition
is
so
intense.
H
The
second
thing
that
I
want
to
say
is
that
we
are
hearing
more
anecdotal
stories
from
our
partners
about
people
who
have
been
stably
housed,
whether
that
is
of
their
own
income
or
on
some
of
these
supportive
housing,
like
bash
vouchers,
section
8
vouchers
who
are
now
calling
into
the
housing
crisis
hotline,
because
the
any
number
of
situations,
but
one
of
the
most
recently
occurring
ones
in
high
frequency,
the
homeowner
has
sold
their
home.
It
will
no
longer
be
leased
to
them
and
they
call
us
asking
us
where
do
we
go?
H
And
so
it
is
not
necessarily
just
that
we
need
resources
to
help
the
supportive
services
and
the
rental
assistance
to
get
these
families
housed.
It's
that
we
literally
have
nowhere
to
put
them.
Finally,
I
want
to
say
funding
is
a
major
challenge
and
not
just
funding
for
the
program,
but
funding
for
supportive
services
explicitly.
H
I
detailed
a
little
bit
more
kind
of
what
those
supportive
services
are
they're,
the
types
of
wraparound
service
that
we
provide
either
scattered
site
where
we
actually
go
to
the
individual's
unit
or
the
households
unit
and
provide
them
with
those
comprehensive
services
on-site
or
we
do
it
in
a
single
place.
Like
newpath,
we
have
identified
a
lack
of
sustainable
funding
source
to
provide
supportive
services
to
meet
the
needs
of
those
who
have
been
recently
housed
after
experiencing
homelessness,
and
a
great
example
of
this
is
new
path.
H
So
for
new
path
for
the
next
fiscal
year,
the
estimated
cost
of
providing
those
services
is
575
thousand
dollars.
We
are
currently
previously
have
worked
with
ada
county
who
provides
the
contract
for
supportive
services
and
has
funded
it
in
partnership
with
st
luke's
and
st
alfonsus.
H
The
good
news
is
that
we
are
working
on
addressing
this
within
our
path
home.
So,
as
part
of
my
role
here,
coming
since
may
of
this
year,
is
standing
up
a
new
governance
structure
that
really
allows
the
r
path
home
partnership
to
really
develop
deeper
partnership
in
specific
subcommittees
that
are
working
exclusively
on
a
central
focus
that
makes
their
scope
a
little
bit
easier
to
walk
and
allows
us
to
target
resources
based
on
data
that
we
have.
So
we
are
standing
up
currently
a
housing
committee
that
housing
committee
and
it's
standing
up
of.
H
It
is
explicitly
supported
by
the
campaign
to
end
family
homelessness,
who
has
a
new
housing
focus.
So,
at
the
beginning
of
the
campaign
to
end
family
homelessness,
the
campaign
explicitly
decided
to
exclude
housing
from
the
conversation,
because
at
that
time
and
in
the
market
that
we
had
in
our
modeling,
we
felt
that
we
were
able
to
increase
services
and
increase
direct
assistance
to
families
and
that
would
allow
us
to
solve
for
family
homelessness
within
a
five-year
time
period.
H
What
our
network
providers
and
our
leadership
cabinet
continued
to
point
out
as
the
market
evolved
in
the
city
of
boise
and
other
cities
in
the
treasure
valley,
was
that
moving
forward
with
just
direct
assistance
to
families
in
increased
service
ability
or
capacity
was
not
going
to
solve
this
if
it
did
not
walk
alongside
an
a
specific
strategy
to
increase
the
number
of
housing
units
that
we
could
use
within
our
path
home.
So
over
the
last
like
I
would
want
to
say
eight
months,
the
our
path
home
campaign
and
family
homelessness
has
done
two
specific
things.
H
The
first
is
a
300
homes
initiative,
and
this
is
a
strategy.
That's
dedicated
to
acquiring
more
existing
units
to
be
dedicated
to
our
path
home
so
that
when
we
have
those
families
that
caseworker
and
the
money
to
put
them
into
a
supportive
unit,
we
can
match
it
with
a
supportive
unit
through
a
collaborative
that
we're
working
on
with,
among
others,
the
pacific
companies
and
a
larger
set
of
developers
that
are
working
within
our
community
and
within
the
treasure
valley,
to
increase
the
number
of
major
developers
that
are
willing
to
dedicate
units
specifically
towards
this
cost.
H
So
that's
an
ongoing
project
that
we're
really
excited
about
the
other
thing
that
we're
doing
is
using
or
potentially
utilizing
the
city
of
boise's,
two
million
dollar
commitment
to
the
campaign,
specifically
to
help
meet
the
need
for
housing
by
dedicating,
potentially
that
amount
of
money
specifically
to
the
construction
and
operation
of
new
supportive
housing,
specifically
for
families
that
can
help
us
target
that
goal.
H
H
Finally,
a
supportive
housing
steering
committee,
so
this
is
the
final
way
that
we're
kind
of
standing
up
this
work
with
an
advisory
committee
that
we
have
been
establishing
in
comp
in
partnership
with
the
corporation
for
supportive
housing
who's,
a
consultant
that
we've
been
working
with
over
the
last
several
months
in
agnew,
beck,
they're
building
off
of
the
work
of
this.
The
housing
analysis
specifically
to
help
us
do
needs
analysis
when
it
comes
to
supportive
housing.
H
So
this
is
looking
again
at
the
lowest
end
of
that
spectrum
and
trying
to
identify
what
are
the
individuals
that
are
going
to
be
either
displaced
from
housing
or
facing
housing
and
security,
or
experiencing
literal
homelessness,
and
then,
when
they
jump
into
a
homelessness
service
system.
What
is
the
likelihood
based
on
their
population
or
their
specific
identifiers
of
target
population
within
our
homelessness
community
that
they
will
need
supportive
housing
for
their
needs
to
be
met
for
them
to
stay
stably
housed?
H
H
So
the
next
slide
is
the
specific
goals,
so
one
within
the
750
unit
goal
they're
kind
of
a
bifurcation
of
where
we're
headed.
The
first
is
250
plus
units
in
newly
constructed
or
acquisition
plus
rehab.
So
this
is
in
addition
to
the
1250
units
that
anna
was
speaking
to
you
about
for
affordable
housing.
H
What's
important
to
note
here
is
that
the
decision
calculus
is
really
how
do
we
approach
the
spending
of
city
resources
here
in
terms
of
the
partnership,
and
it
is
our
estimation
that
the
best
position
that
the
city
of
boise
can
take
is
understanding.
How
do
we
take
that
10
million
dollars
to
enable
the
pipeline
through
a
couple
of
different
things
that
I'll
put
onto
the
next
slide?
H
H
We
have
a
mix
of
what
those
are
looking
like,
so
roughly,
probably
based
on
the
data
that
we
pulled
from
cats
from
recent
exits
from
the
rapid,
rehousing
and
programs
that
place
families
experiencing
literal
homelessness
into
supportive
housing
units.
We're
looking
at
a
mixture
of
composition
here,
so
we're
going
to
be
looking
at
one
bedrooms:
two
bedrooms,
three
bedrooms
and
four
bedrooms:
the
largest
of
that
need
exist
in
two
bedrooms,
so
68
of
the
housing
exits
that
they
do
for
family
today
require
at
least
a
two
bedroom.
H
So
together
we're
going
to
launch
probably
at
the
beginning
of
september.
We
just
got
the
invite
today
for
our
final
meeting,
where
we'll
have
a
brochure,
a
partnership
agreement
and
a
forum
for
signing
up
for
dedicated
units,
and
we
have
full
confidence
that
we'll
be
able
to
move
towards
success
there.
H
The
next
thing
is
our
path
home
will
secure
200
dedicated
units
for
single
adults.
Together
these
will
combine
to
serve
1
100
people.
The
idea
is
focusing
on
family
first,
because
we
have
a
greater
need,
obviously,
within
that
population
for
increased
room
sizes,
which
are
actually
one
of
the
most
difficult
things
for
our
network
providers
to
find
on
market
today.
H
So
the
final
slide
and
I'll
go
really
fast
is
the
role
that
we're
asking
kind
of
you
all
to
play,
and
it's
kind
of
a
cheat,
because
you're
gonna
have
to
play
all
three
roles
here
as
a
leader
as
a
partner
and
as
a
demeanor.
H
So
specifically
with
that
10
million
dollars,
we're
asking
that
you
all
get
prepared
to
play
a
unique
role
by
providing
the
most
flexible
capital
to
fund
elements
of
the
supportive
housing
plan
from
our
path
home.
That
actually
boosts
partner
confidence,
and
the
reason
that
that
is
important
is
because
the
city
of
boise
is
uniquely
positioned
to
leverage
a
significant
capital
resource
to
play,
a
role
that
no
one
else
in
our
partnership
can
play,
and
that
will
be
key
to
unlocking
the
full
potential
of
our
permanent
supportive
housing
plan.
H
H
H
L
Madame
casey,
thank
you
for
the
presentation
for
level
10
on
nerves.
That's
pretty
good
job,
so
thank
you
kind
of
relating
this
slide
to
a
slide
that
you
showed
earlier.
L
H
We
are
actively
engaged
in
a
conversation
with
that
steering
committee
that
will
then
go
forward
to
the
our
bath
home
executive
committee,
which
is
the
governing
body
for
this
regional
partnership
that
focuses
on
homelessness
in
ada
county
as
we're
moving
through
that
conversationship
with
them
and
with
you
all
here
we
are
trying
to
tee
up
each
partner
to
play
the
role
that
fits
their
highest
and
most
impactful
measure
for
letting
us
move
forward.
So
we
haven't
quite
identified
with
that.
H
What
that
is
yeah
for
the
city
of
boise
and
that's
why
you
see
the
recommendation
here
is
incredibly
broad,
but
it's
preparing
you
all
to
think
about
within
the
plan
that
we
come
back
with.
That
will
be
data
informed
based
on
the
needs
analysis
for
people
that
require
supportive
housing
and
will
include
a
five-year
timeline
for
what
are
the
different
projects
that
we
think
we
can
move
across,
including
the
capital
stacks
and
financing
models
for
those.
What
are
the
gaps
that
exist
and
how
do
we
approach
those
between
the
role
that
everyone
can
play.
L
Madam
mayor,
just
quick
follow-up
casey,
thank
you
for
some
of
the
clarification
there.
That's
really
helpful
because
I
think
it
does
kind
of
show
the
unique
role
that
we
can
play
where
there
is
some
flexibility
of
what
we
can
do
where
mother
other
agencies
and
partners
may
not
be
able
to,
and
so
I
think,
that's
exciting
that
we
maybe
have
that
possibility.
D
Vladimir
for
good,
thank
you.
So
I
appreciate
that
conversation
council,
member
hallie
burton
I
would
say
that,
after
having
dug
into
this
quite
a
bit
over
the
last
year
would
not
be
our
best
day
to
pay
for
supportive
services
on
our
own.
I
think
that
we
have
to
have
a
partnership
if
supportive
services
are
going
to
be
sustainable,
doesn't
mean
that
we
shouldn't
participate
in
that.
Obviously
we
have,
and
we
will.
D
D
So
I
think
we
you
know,
I
love
the
way
that
casey
couched
this,
that
we
need
to
be
able
to
play
a
unique
role
and
be
flexible.
D
A
I
think
what's
important
to
think
about
here
is
yes.
This
is
a
state
problem
as
a
regional
problem,
but
it's
also
a
boise
problem
and
we
need
state
partnership.
We
need
regional
partnership,
but
we
need
leadership
here
locally
and
we
can't
wait
for
the
state
legislature
to
decide
to
take
action
and
do
what
they
need
to
do
to
to
help
the
region
and
help
the
state
address
these
issues.
K
Madame
thank
you,
madam
mayor.
Thank
you
casey
great
job.
One
thing,
that's
I
think
been
made
clear
today
is
that
there
are
some
things
that
are
very
urgent,
that
we
have
to
act
on
now
and
other
things
that
we
aspire
to
put
in
place
as
we
move
forward.
K
H
Madam
mayor
councilmember
sanchez
I'll,
let
maureen
speak
to
this
after
I
give
an
initial
shot,
so
she
can
clean
up
the
floor.
The
way
that
I
see
it
figuring
out
being
here
only
since
may
is
twofold.
H
One
is
that
kovit
has
provided
us
additional
resources
to
kind
of
catch,
some
of
the
fallout
from
the
way
that
kovid
has
impacted
our
housing
market
and
the
economic
opportunities
for
people
to
be
employed
by
giving
us
additional
resources
to
provide
expanded
emergency
shelter
with
our
partner
interfaith
sanctuary,
in
particular
at
the
hotel,
and
what
we
see
is
that,
even
with
that
expanded
capacity,
the
need
is
unmet.
Today
we
have
I
from
our
partner.
H
We
have
over
100
families
that
are
waiting
to
access,
even
the
expanded
ability
to
provide
shelter
at
the
hotel,
so
we're
seeing
like
definitely
an
increase
in
the
need
to
provide
an
urgent
response
not
only
for
meeting
shelter
capacity,
but
also
moving
forward
with
proactive,
long-term
solutions
like
permanent,
supportive
housing,
and
then
I
think
the
second
way
that
we've
seen
kovit
impact
our
partnership
is
with
more
in
more
meaningful
and
deeper
collaboration.
I
think
that
walking
in
part
of
why
I
feel
incredibly
blessed
and
humbled
to
step
in
maureen's,
gorgeous
and
very
large
shoes
is.
H
K
Well,
the
reason
I
ask
that
is
because
I
think
we've
all
been
humbled
by
this
situation.
I
think
a
lot
of
us
thought
by
the
time
we
got
to
this
point
in
time.
Everybody
would
have
embraced
the
opportunity
to
get
vaccinated
and
we
would
be
a
little
bit
further
along
down
the
path
and
instead,
that's
not
where
we're
at
we're
at
this
very
devastating
surge.
So
I'm
wondering
if,
if
there,
if
part
of
the
planning
will
include
perhaps
a
long-term
consideration
of
how
covid
will
could
possibly
still
be
a
factor
within
this
five
years,.
C
Madam
mayor
pro
tem
sanchez,
the
short
answer
is
yes.
The
longer
answer
is
to
sort
of
build
off
of
what
casey
said.
The
funds
that
are
coming
in
as
a
result
of
this
are
the
silver
lining.
They
are
that
sort
of
throughput
of
opportunity
that
casey
mentioned
and
they
absolutely
fold
into
our
five-year
plan
and
are
informing
the
targets
that
casey
delineated
for
you
today.
C
So
again,
on
a
really
hopeful
note,
we
are
within
a
window
of
opportunity
to
do
something
that
no
city
has
done
before
and
that
is
to
end
family
homelessness
and
to
knock
on
the
door
of
ending
chronic
homelessness
and
better
in
homelessness,
and
we
can
do
it
if
we
braid
funds
in
such
a
way
and
I'm
excited
to
bring
back.
You
know
a
more
detailed
proposal
as
we
continue
to
work
with
the
supportive
housing
steering
committee.
K
Great
marine-
I
I
guess
I
would
like
to
see
that
more
detailed
and
and
more
to
the
forefront
that
we
discuss
covid
as
part
of
this
work.
So
thank
you.
G
L
I
don't
I
don't
know
if
this
is
related
to
council
pro-tem's
question
or
not,
but
when
we
saw
some
of
the
the
different
slides
that
were
on
here,
I
think
we
had.
You
know
300
here
200
here.
I
think
a
lot
of
those
were
really
addressing
the
specific
need
that
we
have
on
the
table
right
now.
This
sort
of
backlog
of
votes
that
are
currently
existing
is
that
correct.
L
Yeah,
and
so
what
I'm
kind
of,
I
guess
the
picture
that
I'm
getting
is
with
some
of
this
unique
funding
that
we
have
with
these
strategies,
we're
really
taking
care
of
a
lot
of
the
backlog
that
currently
exists
and
the
hope
and
like
what
we.
What
we
think
will
happen
next
is
that
if
we
can
take
care
of
that
blog,
then
going
forward
the
services
that
we're
providing
will
be
able
to
keep
pace
with
that
existing
need.
So
this
is
really
taking
care
of
the
large
large
problem.
L
C
Madam
mayor
council,
member
holly,
burton,
I
think,
that's
well
said
we're
trying
to
march
forward
two
different
things.
One
is
kind
of
system
and
partner
changes
and
ensuring
that
the
governance
structure,
we're
building
and
the
system
changes
and
the
partnership
efforts
that
are
underway
can
meet
the
need
on
the
go
forward
basis,
we're
also
trying
to
capitalize
for
lack
of
a
better
term
on
the
resources
we
have.
That,
frankly,
are
unprecedented.
C
We're
used
to
like
pretty
shoestring
budget
of
about
a
million
dollars
in
coc
program
funds,
so
to
have
the
opportunity
to
untap
on
to
tap
into
leitech,
to
tap
into
bonds,
to
tap
into
arp
funding,
to
tap
into
what
I've
been
calling
home,
not
home.
Arp
funding.
That's
specifically
designated
for
homelessness.
Increased
esg
money
through
the
cares
act,
increase
cdbg
money.
Through
the
cares
act.
C
We
have
an
opportunity
to
right
this
ship
and
then
I
don't
want
to
sit
before
you
today
and
say
that
nobody
will
ever
experience
homelessness
again
or
will
never
need
a
shelter.
We
won't
be
able
to
get
ourselves
there.
What
we
will
be
able
to
do
is
meet
that
need
as
it
enters
the
system
and
exit
people
quickly,
which
is
not
something
we're
doing
today.
D
Madam
mayor,
thank
you,
so
you
know
we're
even
with
the
extra
half
hour
getting
close
to
time.
I
guess
I
would.
I
would
say
that
this
is
a
great
start
and
you
know
look
forward
to
what's
next
in
terms
of
bringing
this
discussion
forward.
Maureen
you
mentioned
the
arp
money,
and
now
that
we've
got
the
basis
for
the
strategies
and
the
solutions,
we
think
we
need
love
to
next
have
a
discussion
about
how
the
arp
money
plays
into
some
of
that.
D
I
think
the
other
next
discussion
I'd
like
to
have,
especially
in
relation
to
the
housing.
The
unhoused,
is
getting
down
to
some
specifics
about
specific
projects,
specific
ideas,
how
we
can
begin
to
move
forward
to
actually
provide
some
of
the
housing
that
we
know.
We
desperately
need
for
these
unhoused
folks
and
do
it
sooner
than
later.
D
I
I'm
glad
that
you
guys
are
all
producing
a
five-year
strategy,
but
to
be
really
honest,
I
know
I'm
here
for
another
two
years
and
three
months
and
I
want
to
see
something
happen
in
those
two
years
and
three
months.
I
may
not
be
here
after
that.
I
don't
know
yet
so
I
I'm
I'm
a
little
impatient
I
always
have
been,
but
I
think
that's
a
good
thing.
D
I
think
balancing
that
impatience
with
the
data
and
the
long-term
strategy
is
how
things
typically
happen
in
government,
and
so
I
guess
for
me
I
I
would
hope
the
next
steps
would
be
let's
come
back
sooner
than
later,
and
have
that
next
discussion
about
how
arp
plays
into
this
and
what
are
some
of
the
specifics
that
we
might
get
into
in
terms
of
how
to
housing
and
housed.
A
Yes
and
to
be
clear,
I
mean
it's
very
important
that
we
have
strategic
patients,
but
every
single
one
of
us
is
impatient
to
provide
services.
Now,
all
the
more
reason,
it's
important
to
think
about
the
how
we
with
our
dollars
can
get
action
as
quickly
as
possible
and
not
wait
for
the
state
policy
changes,
but
instead
I'm
be
doing
two
things
at
once:
bringing
people
to
the
table
that
can
provide
capital
part
of
that
capital
sac
and
continue
to
invest.
A
So
we
can
do
what
all
of
us
want
to
see
which
is
address.
Long-Term
housing
needs
both
from
an
affordability
perspective
and
a
support
services
perspective.
C
C
So
if
you
don't
mind
I'll
move
forward
and
try
to
close
us
out
in
this
eight
minutes,
knowing
that
we
have
ongoing
discussions
that
need
to
take
place
so
quickly,
this
is
quickly.
This
is
our
updated
boise.
Spectrum
of
housing
needs
incredibly
hard
to
read
I'll
share
this
with
you
separately.
C
It
needs
just
a
couple
of
adjustments,
but
they
wanted
to
share
it
with
you
here,
given
what
we
discussed
today
in
our
strategic
direction
moving
forward,
and
then
I
just
wanted
to
make
a
few
points
as
you
are
able
to
read
and
digest
this
slide
again
with
limited
resources
and
this
deep
deep
need.
The
city
needs
to
focus,
and
our
intention
is
to
do
so
in
those
areas
where
the
market
is
not
like.
We've
talked
about
council
member
beijing
and
others
there's
a
tendency
to
over
rotate
into
the
supply
idea.
C
Alongside
this
idea
of
partnership
and
leverage
the
city
and
the
staff
before
you
are
committed
to
thinking
outside
the
box
and
getting
creative
and
also
engaging
the
community
to
make
strides
on
this
issue,
it's
it's
a
both
and
we
can't
innovate
our
way
out
of
this
entirely.
We
need
to
strategize
and
have
a
specific
tactical
plan.
Have
others
created
a
pipeline
which
I'm
going
to
show
you
in
just
a
minute,
probably
have
others
braided
funding
the
way
that
we
want
to
propose?
C
And
then
again,
council,
member
beijing.
This
really
speaks
to
your
point,
your
point,
that,
as
we
evaluate
what
we're
doing
and
the
impacts
and
the
results
of
our
efforts
on
say
a
one
or
a
two
year,
implementation
cycle.
We
know
that
we
may
need
to
pivot
and
we're
prepared
to
do
so
and
we
may
be
able,
given
some
quick
wins
council
president
to
adjust
and
focus
in
another
specific
area,
change
tactics
and
make
what
could
be
considered
some
some
broader
efforts
so
quickly.
C
But,
generally
speaking,
some
quick
criteria
that
we
looked
at
primarily
centered
on
the
number
of
units
we
could
potentially
gain
or
could
reasonably
expect
to
cite
the
timing.
So
how
long
can
this
project
move
from
an
idea
to
occupancy
and
then
any
dependencies?
Internal
or
external
that
we
would
need
to
consider
and
then
the
last
two,
the
partnership
opportunity
and
the
strategic
initiatives.
C
I
think
that
it's
likely
we
could
accelerate
the
timing
to
occupancy,
especially
if
we
get
the
green
light
and
the
go
ahead
to
get
started
on
these
now.
Please
also
understand
that
there's
other
parcels
that
we
can
weave
into
this
pipeline
that
might
be
able
to
move
quicker
than
the
timing
to
occupancy
that
you
see
listed
there.
C
So,
in
short,
the
recommendation
is
again:
we
have
franklin
orchard
and
state
and
arthur
underway
now
we're
positioned
to
move
forward
on
fire
station
five
and
capital
campus,
and
then
it
would
behoove
us
to
make
plans
to
prepare
to
move
now
the
the
three
shop
sites
I
will
pause
there.
We
had
planned
to
kind
of
go
through
each
of
those
properties
in
detail.
I'm
thinking
again
that
we
could
provide
that
in
a
different
format
or
another
time.
But
are
there
any
quick
questions
mayor.
M
Yes,
go
ahead.
Thanks,
maureen,
I'm
really
happy
to
see
the
capitol
campus
on
this
list.
It's
my
understanding
that
boise
state
is
a
little
bit
more
ready
and
willing
to
work
with
us
on
that.
Has
that
been
your
experience
also.
C
Mayor
mclean,
council,
member
woodings,
that's
correct
and
speaking
of
window
windows
of
opportunity,
that's
one
that
we
are
within
and
just
to
orient
all
of
you.
If
you
don't
know,
of
course,
boise
state
owns
parcels
or
a
parcel
at
least
right
next
door
to
capital
campus.
It
would
make
the
most
sense
in
terms
of
community
benefit
economies
of
scale
etc,
to
move
together
if
possible,.
D
Thanks,
madam
mayor
thanks
maureen,
yes,
I'd
love
to
go
through
these
in
a
little
more
detail,
look
forward
to
getting
this
presentation
and
and
looking
through
the
end
so
that
we
can
be
prepared,
for
that
would
also
be
helpful
to
me
to
see
the
analysis
for
what
other
properties
we
own,
that
we
decided
weren't
ripe
right
now
and
why
that
can
be
a
friday
memo
thing
just
just
for
background,
but
I
haven't
seen
that
yet
so
that
would
be
helpful.
D
And
yes,
I
I
think
I
agree
with
you
that
the
the
time
to
occupancy
seems
really
long
when,
when
you
look
at
those
and
so
what
is
it,
we
can.
What
actions
can
we
take
to
reduce
that
time,
because
literally
we
don't
have
very
much
time.
We've
seen
that
in
the
slides
that
you
showed
us
and
the
quicker
we
can
get
to
occupancy
on
some
of
the
things
that
we're
leading
on
the
quicker
we
can
help
lead
the
community
as
well.
A
C
Was
just
agreeing
with
the
council
president
right,
so
I
just
have
two
more
quick
slides
in
this.
Oh,
we
might
be
out
of
time.
Let's
go
30
seconds
over.
If
you
don't
mind,
I
just
wanted
to
say
that
I'm
I'm
optimistic
for
a
number
of
reasons,
and
some
of
those
include
that
our
city
is
fortunate
to
have
the
residents.
We
do
we're
fortunate
to
have
resources
to
commit
to
this
problem.
C
C
C
I
read
something
just
this
morning
from
a
colleague
at
senel's.
That
said,
when
you
weigh
the
immediate
costs
of
changing,
don't
overlook
the
lasting
costs
of
clinging
to
the
status
quo.
C
C
A
Thank
you,
maureen,
I'm
just
going
to
given
time
I'm
going
to
suggest
that
we
work
to
see
if
you
could
bring
the
property
piece
back
next
week
at
work
session.
I
don't
know
right
now
what
the
agenda
looks
like,
but
let's
see,
if
we
can
do
that,
so
we
can
see
all
those
have
the
conversation.
Then
you
can
be
prepared
to
answer
questions
about
other
properties
in
out
in
the
asset
mix
that
you
looked
at
and
why
these
were
the
ones
that
could
get
us
there
fastest
great.