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From YouTube: HousingStat 3/16/2023
Description
HousingStat 3/16/2023
B
A
A
A
A
Are
snacks
and
coffee
in
the
back
in
the
back
of
the
room
so
and
for
those
of
you
online?
If
you
would
like
to
attend
in
person
next
time,
food
or
fun
meat
is
fine,
but
for
those
of
you
that
might
not
there's
food.
So
hopefully
you
can.
You
might
consider
joining
us
in
cursive
this
time,
but
we're
really
glad
to
have
those
with
us
and
virtually
as
well
so.
A
The
March
meeting
of
housing,
stat
I'm
Tracy
McKee
I'm,
the
city's
Chief
elimination
officer
there
and
I'm
just
gonna
I-
think
we've
got
a
lot
to
Maybe
cover
this
morning,
so
I'm
gonna
be
pretty
briefing
and
getting
a
set
up
this
morning.
But
I
do
want
to
lay
the
foundation
for
for
what
we're
going
to
cover.
A
B
A
So
just
a
quick
Refresh
on
what
are
the
mayor's
priorities
exactly
so
the
first
one
is
Public.
Safety
next
is
flooding,
and
so
for
those
of
you
that
may
not
have
a
flood
staff
before
so
I.
Certainly
welcome
you
to
attend
one
step
increase
the
supply
citizens,
which
is
why
we
are
here
today
and
then
next
we
have
Mobility
economic
empowerment
and,
lastly,
quality
of
life.
A
A
So
again,
this
is
intended
to
be
you
know
across
departmental,
so
we
really
have
folks
representing
each
of
these
departments
in
the
organization
working
together
to
kind
of
bring
housings
back
to
life,
and
so
the
kpis
that
this
team
has
come
up
with
are
to
create
amazing,
vibrant,
diverse
and
safe
neighborhoods
increase
the
supply
of
low
income.
Affordable
and
Workforce
housing
decrease
the
number
of
individuals
experiencing
homelessness
and
improve
the
regulatory
environment
to
reproduce
barriers
to
housing.
A
You
know
we
had
these.
We
had
these
ideas
of
what
we
should
be
measuring
and
what
our
goals
should
be
a
lot
of
times
and
most
of
the
time
you
know
we
didn't
really
have
the
data
to
act
actually
measure
what
we
wanted
to,
what
we
thought
was
important
to
identify,
and
so
this
journey
has
been
number
one.
Does
the
data
exist
that
we.
B
A
A
You
know
making
sure
that
we're
collecting
the
right
data,
sometimes
it's
actually
adding
new
processes
or
just
cleaning
up
processes
that
we
already
have
in
place
to
make
sure
that
the
data
that
we're
reflecting
is
actually
good
data
that
can
be
used
to
measure
accurately,
and
so,
as
we
kind
of
go
on
this
journey
too.
Sometimes
we
find
that.
D
A
Might
have
to
Pivot
a
little
bit
whether
it's
data
availability
or,
if
we're
not
meeting
the
targets.
Why
is
that
an
introduce
and
try
to
answer
those
questions
together
and-
and
you
know,
make
adjustments
as
we
need
to
so
with
that
I
kind
of
want
to
turn
it
over
to
our
presentation
not
going
to
hit
all
these
today,
which
is
probably
a
good
thing,
because
when
I
started
to
look
at
these,
but
first
we're
gonna
we're
gonna
shift
over
to
Amy
Sutherland
who's.
A
E
A
Maybe
at
the
next
housing
right,
okay,
so
thank
you
for
that.
So
I
think
we're
going
to
hit
these
next
two
then
right.
Okay,
so
affordable
and
market
rate
housing
projects,
maybe
basically,
how
do
we?
How
do
we
clean
up
our
own
processes
to
help
these
projects
get
through
get
through
our
processes
a
little
bit
a
little
bit
quicker
on
whether
that's
market
rate
or
affordable
units
and
then,
lastly,
you
know
kind
of
a
brief
update
on
the
horrible
housing
fund
or
the
pnu.
A
A
A
So
the
rental
registration
pilot
program
was
adopted
for
the
Canterbury
Elliott
Borough
neighborhood
and,
if
you're
not
familiar
with
that
neighborhood.
This
is
a
neighborhood
that
has
a
lot
of
college
students
residing
there,
and
one
of
the
issues
that
we
run
into
was
getting
someone
to
address
some
of
the
code
violations,
the
blight
issues.
A
You
know,
maybe
a
college
student
had
a
party
and
their
beer
cans
all
over
there
on
and
we're
struggling
to
get
them
to
understand.
You
know,
cleaning
the
property,
so
this
rental
registration
program
is
meant
to
help
us
have
good
contact
information
when
we
need
to
reach
an
owner,
a
property
manager.
So
we
don't
just
have
the
the
tenant
or
the
person
renting
the
property.
We
have
other
avenues
to
pursue.
A
So
the
pilot
program
was
adopted
in
October,
late
October
of
22.
In
December
we
worked
on
mailing
letters
to
introduce
the
program
to
the
owners
that
had
rental
properties.
In
that
neighborhood
we
had
a
little
bit
of
an
amendment
to
the
ordinance
in
January,
just
adopting
some
fees,
and
then
we
opened.
A
On
February
the
1st
So,
currently
we
have
completed
registrations
with
125
properties
that
was
324
units
in
that
neighborhood
of
rental
units.
We
have
23
additional
properties
that
are
currently
under
review
and
of
those
23
properties.
That's
another
44
rental
units,
so
it
may
not
be
moving
as
quickly
as
we
hoped,
but
we
are
getting
some
good
information
and
you
know
every
day
we
have
some
new
applications
coming
in
and
we're
working
to
locate
the
property
owners
that
haven't
responded
to
this.
D
A
D
D
We
were
monitoring
about
right
under
600
of
these
vacant
houses
and
how
we
probably
estimate
that
over
95
percent
of
those
were
downtown,
Peninsula
historic
fabric,
so
they
were
accumulating.
We
did
have
or
do
have
a
court
process
that
we
currently
go
through,
that
these
property
owners
have
to
comply
with
local
ordinances
in
order
to
make
sure
that
they
are
keeping
the
property
clean,
boarded
watertight
to
preserve
the
fabric
of
the
building
and
also
gives
them
a
timeline
to
begin
renovating
their
property.
D
But
over
time
with
this
particular
ordinance,
we
found
that
the
huge
backlog
was
created
in
court
and
there
still
is
a
huge
backlog.
So
what
would
happen
is
the
judge
would
give
these
Property
Owners
an
assignment
if
you
will
or
a
task
to
complete
before
the
next
court
date,
which
would
be
I.E
hire
a
contractor
submit
to
the
court,
a
structure,
engineer
report
and
go
to
the
bar
to
the
city
staff
and
kind
of
ask
them
questions
of
what
to
do
so.
We
noticed
over
time
there
was
a
disconnect.
D
These
individuals
that
were
not
experienced,
Not
educated
in
our
city
process
was
basically
the
incented
to
the
fog
and
when
they
returned
to
court,
really
had
not
a
lot
of
so
we
did
have
a
code
enforcement
board
on
the
books,
city
ordinances
that
was
really
never
implemented.
It
was
utilized
for
a
short
period
of
time.
It
would
give
the
fund
for
probably
over
20
years,
so
the
makeup
of
the
board
was
basically
eight
City
staff
members
to
review
the
review,
the
properties
and.
D
So
what
we
did
met
with
legal,
we
restructured
the
board.
We
wanted
City
staff
who
were
experienced
in
the
bar
preservation,
housing,
Building
Inspections-
that
could
guide
people
with
the
city
processes
who's
dealing
with
these
mostly
historic
properties,
and
then
we
wanted
some
experts
on
the
outside
that
they
facilitate
the
process
for
these
individuals.
So
right,
the
the
biggest
complaint
we
would
have
is
unprivated
Estates.
So
these
people
would
try
to
find
someone
experiencing
probate,
having
difficulties
doing
that
and
just
on
a
while
ago,
we
should
Chase
not
knowing
what
to
do
so.
D
We
come
up
with
some
ideas
to
have
not
only
staff
members,
two
staff,
members
and
two
alternates
from
planning
preservation,
the
bar
staff
and
also
our
chief
building
officials
office
to
guide
the
people,
but
also
one
general
contractor.
Obviously,
that
experience
and
general
contracting
and
guidance
people
won't
have
to
take
and
what
obstacles
they'll
be
facing
when
they
go
to
rehabilitate
their
properties
and
also
we
thought
it
was
important
to
have
one
attorney
that
was
engaged
in
practice
as
a
probate,
Estate,
Planning
and
or
real
property
transactions.
D
So
that's
the
real
estate
part,
the
probate
part
to
educate
these
individuals.
So
now
this
board
is
made
up
as
a
facilitator.
Try
to
find
resources
for
these
individuals
to
expedite
the
the
rehabilitation
of
these
properties
so
excitedly
last
Tuesday
we
had
third
final
reading,
so
this
is
ready
to
roll
now
we're
kind
of
asking
around
for
volunteers
to
serve
on
the
board
and
I
forgot
to
mention
that
we
also
have
one
neighborhood
individual,
a
city
resident
more
primarily
in
the
areas
where
they're
they're,
mostly
impacted
by
these
palliative
properties.
D
D
It
could
be
used
in
lieu
of
going
to
court
or
also
as
a
tool
for
the
judge
to
handle
ongoing
cases
and
refer
these
cases
back
to
the
livability
review
board,
to
try
to
get
these
owners
of
these
properties
back
on
track
to
get
these
houses
or
the
properties
of
rehabilitated.
So
that's
our
goal:
it's
education
trying
to
expedite
these
properties
so
that
they
don't
sit
and
then
become
deteriorated
to
the
the
point
of
Demolition
and
also
it
will
hold
accountable.
D
The
individuals
that
do
have
the
resources
that
do
have
the
means
own
a
lot
of
these
properties
that
let
them
sit
and
deteriorate,
we're
hoping
that
this
process
feeds
them
as
well.
So
we're
looking
at
try
to
divide
all
the
lines
and
all
the
obstructions
that
we
deal
with
these
problems
properties,
so
we're
excited.
A
A
B
A
Okay,
so
our
our
goal,
with
addressing
light,
is
to
reduce
the
number
of
days
that
we
resolve
these
light
code
violations
by
the
end
of
2023.
We
would
like
to
reduce
the
number
of
days
to
remedy
most
of
these
issues
by
10
days
or
less
and
that
the
code
actually
says
10
days,
but
many
times
it
does
take
us
longer
to
get
compliance.
A
A
B
A
A
So
next
steps
you
know
when
we
set
our
goal
of
reducing
the
number
of
days
to
resolve
these
issues.
We
had
a
few
action
items.
I
guess
one
was
to
develop
guidelines
to
address
these
repeat
offenders
in
order
to
prevent
future
problems,
and
we
wanted
to
do
this
by
the
end
of
2023,
because
we
do
have
some
people
that
we
see
repeatedly
important
and
our
prosecutor
for
the
livability
court
does
does
like
to
be
aware
of.
You
know
when
we're
reviewing
these
cases.
A
Is
this
someone
that
we
can
continue
to
see,
and
so
we
want
to
work
on
some
guidelines,
a
bit
more
proactive
in
monitoring
those
properties
or
or
something
of
that
nature,
but
we'll
report
on
that
when
we
have
developed
those
and
then
the
last
item
was
to
explore
programs
and
opportunities
with
people
that
may
need
assistance
to
stay
in
compliance.
Just
yesterday
we
got
a
call.
A
lady,
an
elderly
lady
is
going
through
cancer
treatment.
A
She
she
wanted
help
of
knowing
her
lawn
and
we.
So
we
would
like
to
find
some
resources
to
help
people
that
do
have
that
need
certainly
doesn't
feel
good
to
to
give
them
a
warning
or
take
them
to
court
when
they're
struggling.
But
but
it's
also,
you
know
it
has
an
impact
on
her
readers
and
we
do
more
compliance.
So.
A
A
A
A
E
E
D
E
Projects
next
slide,
Tracy
and
I
want
to
start
with
just
some
of
the
key
Milestones
in
the
last
several
years
for
how
we've
gotten
to
where
we
are
today.
So
in
2018,
the
Housing
and
Community
Development
and
planning
Department
of
planning
preservation,
sustainability
established
the
streamlining,
affordable
housing
initiative.
So
this
is
a
staff
team
with
representatives
from
both
departments
that
meet
monthly
to
plan
and
Implement
our
streamlining
actions.
E
These
meetings
also
serve
as
an
opportunity
for
us
to
troubleshoot,
affordable
housing
projects
and
development,
and
in
our
initiative
plan
it
has
a
variety
of
things
from
adjusting
our
zoning
code
to
decrease
regulations,
to
improving
processes
and
also
in
thinking
about
how
do
we
generate
additional
funding
for
affordable
housing.
The
three
areas
where
we
partner
the
most
and
today
I'm
going
to
be
focusing
primarily
on
the
process
Improvement
for
the
review
and
approval
process,
so
in
2019,
planning,
preservation
and
sustainability
established
fee
waivers
or
we
had
been
waiving
fees
for
affordable
housing
projects.
E
A
E
Get
that
it
depends
so
120
Ami
for
owner
occupied,
if
it's
going
to
be
an
owner
occupied
unit
or
80
Ami
or
below,
if
it's
a
rental
unit,
okay
and
and
that
criteria
is
set
by
Department
of
Housing,
Community,
Development
and
verified
by
Housing,
Community,
Development
staff,
good
question
Tracy,
and
so
in
2020.
The
affordable
housing
concierge
position
responsibilities,
not
a
position,
but
responsibilities
were
assigned
to
planner.
E
That
was
me,
and
that
has
been
carrying
those
responsibilities
in
a
part-time
capacity
and
since
in
in
that
capacity,
a
lot
of
these
other
highlights.
Well,
this
is
sort
of
part
of
that
work,
so
in
May
2021,
the
technical
Review
Committee
established
an
affordable
housing
protocol
and
in
August
later
that
year
we
made
enhancements
to
intergo
they
went
live.
E
This
is
our
permitting
and
plan
software,
and
this
gave
us
the
ability
to
actually
start
tracking,
affordable
housing
projects
through
through
the
process,
and
this
is
where
we
really
started
to
begin
to
have
the
data
to
understand
the
review
times
for
affordable
housing
versus
market
rate.
So
we
did
not
have
that
ability
before
so
later.
On
in
the
presentation,
you
may
be
wondering
why
we
don't
have
more
historical
data,
and-
and
this
is
why
so
is
we
didn't
really
start
until
2021
and
2022?
E
E
So
this
is
going
to
be
replacing
the
part-time,
affordable,
housing,
concierge
responsibilities
that
I've
been
carrying,
and
and
in
this
year
January
we
made
additional
enhancements
to
interdup,
to
automate
alerts,
to
signal
to
anyone
who
is
working
on
a
permit
or
plan
case
and
intergov
to
signal
that
it
is
priority
status.
So
this
is
an
alert
that
runs
across
their
screen
that
makes
sure
that
they
understand
to
give
that
project
priority.
E
Also
in
January
this
year,
city
council
adopted
a
resolution
to
adopt
an
affordable
housing
priority
status
policy.
So
this
priority
status
program,
sort
of
been
emerging
and
development,
and
this
year
it's
really
kicking
it
off
as
an
official
policy
or
resolution
of
the
city
and
then
we'll
be
taking
that
further,
it's
been
a
journey,
so
I'm
gonna
slide.
E
E
A
A
B
B
E
Got
it
right?
We've
also
been
working
on
trying
to
quantify
the
value
of
this.
The
priority
status
program,
streamlining
affordable
housing,
and
so
here's
some
numbers
to
go
with
and
I
want
to
say.
We've
we've
made
some
there
was
a
local
developer
in
2020,
ran
analysis
of
how
much
60
days
costs
60
additional
days
cost
per
unit.
So
I
would
use
that
number
in
this
analysis
round
it
up,
because
things
have
gotten
more
expensive
since
2020
and
we're
also
basing
this
information
off
of
it
costs
about.
E
On
average
in
in
it
should
be
noted.
It
costs
a
lot
more
to
build
on
the
peninsula
than
other
places
in
the
city,
but
on
average
across
the
city
it
costs
about
three
hundred
thousand
dollars
per
unit
and
that's
not
just
affordable.
That's
any
unit.
Affordable,
doesn't
cost
less
than
other
other
housing
in
the
city,
so
I
went
for
a
unit
about
300
000
per
unit
and
that's
averaging
across
the
city,
so
that's
higher
in
the
on
the
peninsula
yeah
and
that's
an
average
across
multi
and
multi-family
and
single.
E
So
these
are
rough
numbers,
but
just
to
give
us
a
sense
of
the
value
of
sort
of
the
time
is
money
figure.
So,
since
2020
nine,
affordable
housing
projects
were
completed
with,
under
with
the
support
of
the
concierge
services
and
streamlining,
affordable
housing
initiatives
underway
that
was
106
new,
affordable
units,
which
is
that
adds
up
to
about
31.8
million
dollars
in
value.
E
Let's
say
that
the
streamlining
efforts
and
the
concierge
service
support
reduced
the
review
process
by
just
one
month
and
that
would
potentially
save
if
that's
150
per
unit
per
day.
The
potential
Savings
of
that
support
is
just
under
half
a
million
dollars
for
these
nine
completed
projects.
Currently
we're
supporting
28
projects
through
various
they're
at
varying
stages
of
development,
going
through
the
review
and
approval
process.
Now
they
are
expected
to
generate
977
new,
affordable
units
in
the
next.
E
This
is
just
in
the
next
two
to
three
years,
and
then
that
is
an
approximate
value
of
293.1
million
and
with
the
priority
status
program
again,
if
even
if
we're
just
shaving
off
one
month
which
we're
improving
we're
enhancing
the
program
so
hopefully
we'll
be
able
to
shave
off
more
time.
But
if
we
just
stay
with
that
conservative
one
month,
that's
four
million
396
500
in
savings
to
those
developments.
E
The
I
also
ran
some
calculations
on
the
TRC,
affordable
housing
protocol.
So
this
has
been
in
place
again
since
May
2021.
They
do
priority
scheduling
for
sketch
plan
Wednesday.
So
if
it's
a
priority
status,
project
or
affordable
housing
project,
they
get
them
on
the
next
agenda
versus
having
to
wait
till
the
the
soonest
available
slot.
They
also
have
a
guaranteed
17-day
review
schedule
for
every
for
every
submission.
So
if
you
see
on
the
right
hand,
side
just
an
example
of
type
2
projects
review
times
can
go
from
45
to
38
days.
E
E
Because
special
protection
areas
of
regular
review
times
for
market
rate
projects
are
much
longer
because
more
complicated
people
longer
too
so
and
I
just
want
to
highlight
like
the
to
meet
the
17-day
review
schedule.
That's
a
that's
a
big
deal
for
our
review
staff.
That's
a
that's!
They
really
do
have
to
prioritize
these
projects
because
it
can
take
a
long
time,
especially
for
stormwater
engineering
early
on
in
the
project
and
complicated
areas
of
the
city.
Affordable
housing
projects
are
often
uncomplicated
at
areas
of
the
city
due
to
land
costs.
A
E
E
How
are
we
on
time,
Tracy,
I'm,
fine,
okay,
okay,
all
right
so
now.
How
is
this
paying
off
so
goal?
Twos
for
affordable
and
market
rate
to
both
receive
TRC
site
plan
approval
within
three
or
fewer
submittals,
so
we'll
we'll
go
into
more
than
that.
But
this
is
a
dashboard
that
is
available
online,
that
anybody
can
see-
and
this
is
the
overall
picture
of
DRC
submittal.
So
this
is
any
project
market
rate
affordable.
E
It's
a
new
project,
so
average
days
to
review
has
been
29.7
they've,
completed,
70
of
or
73
of
TRC
reviews
by
the
meeting
date
this
or
last
year.
This
is
from
2022.
we'll
go
to
next
slide.
Tracy
I
think
we
we
have
oh,
and
this
is
this:
the
same
data,
but
just
for
priority
status,
affordable
housing
projects.
So
what
we're
seeing
here
is
83
of
the
time.
E
E
E
E
So
this
is
the
this
average
to
middles
number
is
really
the
one
that
is
most
connected
to
the
the
metric
that
we're
trying
to
achieve,
which
is
market
rate
projects,
get
are
completed
with
three
or
fewer
submittals.
So
this
is
achieving
that
we're
there
for
market
rate,
General
305
days
to
completion
and
average
days
in
review.
A
Yeah
sure,
so
what
that,
what
that
days
in
review
looks
at
is
the
number
of
days
it
is
actually
with
TRC.
So
if
you
look
at
kind
of
the
days
to
completion
and
subtract
out
the
average
days
to
review,
that's
the
remaining
is
the
number
of
days
that
is
back
with
the
applicant
again,
okay
yeah,
so
it's
kind
of
you
can
see
it's
kind
of
it's
an
even
split
when
we
review
it
and
then
and
then
returning
those
back
to
back
to
gotcha.
E
E
All
right
next
slide
we're
showing
over
time
the
the
progress
being
made,
and
so
these
submittals
to
approve
is
this
key
number
here
that
we're
trying
to
get
these
lower.
So
it
was
four
in
2019
2020
down
to
three
and
a
half
2021
and
then
last
year
2.6.
So
the
last
year's
we're
starting
to
see
a
lot
of
a
lot
of
good
next
next
slide
and
for
priority
status
similar
same
except
for
I
I.
Think
it's
worth
noting
and
again.
These
are
smaller
numbers,
but.
B
E
E
E
So
we're
you
know,
we've
the
I
think
the
takeaway
from
those
is
we're
making
progress,
we're
seeing
change
we're
seeing
Improvement
across
the
board,
but
especially
for
affordable
housing,
which
is
what
we're,
which
is
the
goal,
that's
the
intent
so
across
the
board,
but
especially
for
affordable
housing.
We
want
to
improve
our
processes
and
and
we're
still
working
on
this
and
next
slide
talk
about
some
things
that
we've
been
working
on,
we're
still
learning.
E
We
still
want
to
hear
how
we
can
do
better,
and
so,
in
November
of
last
year,
I
conducted
one-on-one
interviews
with
folks
who
are
who
are
on
the
other
side
of
the
table
with
reviewing
there's
the
ones
compiling
the
applications
for
submittal.
So
I
talked
with
three
developers:
two
architects,
one
engineer:
one
contractor:
they
represented
a
variety
sort
of
diverse
experience,
some
first-time
builders
in
Charleston
to
those
who
have
over
30
years.
Some
have
previously
had
been
City
of
Charleston
staff
before
they
moved
to
the
private
sector.
E
They've
worked
with
multi-family
single-family
market
rate,
affordable
commercial
light
tech,
which
is
low
income,
housing
tax
credit
projects
which
have
their
own
set
of
criteria
that
they
have
to
follow.
That's
set
by
the
state,
all
different
styles
of
housing
from
all
over
the
city
and
then
also
working
throughout
the
southeast
and
in
other
major
cities.
Nearby.
E
E
E
E
Some
best
best
practices,
some
standards
for
design
and
materials
would
be
helpful
and
some
and
some
kind
of
rank
of
priorities-
and
this
is
easier
said
than
done.
But
if
we
can
be
on
the
same
page
with
what
is
most
important
and
communicate
that
clearly
than
when
we
give
conflicting
direction,
that
may
will
make
it
easier
for
applicants
actually
trying
to
avoid
conflicting
Direction
altogether.
E
I
think
is
the
goal
so
having
more
opportunities
for
dialogue,
so
this
type
of
interview,
the
questions
that
we're
asking
wanting
more
of
that
more
proactive
communication
and
the
opportunity
to
have
real-time
clarification
in
public
meetings,
and
this
was
specifically
regarding
design
design,
reviewed,
Architectural,
Review
meetings
when
there
is
that
lack
of
clarification
or
something.
This
feels
like
reading
the
tea
leaves
being
able
to
actually
follow
up
real
time
and
get
more
clarification
and
specifics.
E
Suggestion
for
focused
review,
so
One
reviewer
channel
for
affordable
housing
or
having
more
focused
pipelines
similar
to
how
bar
has
a
small
and
large
track.
Having
maybe
something
similar
for
TRC
and
having
comments
come
all
in
one
package,
with
one
content
contact
versus
coming
from
multiple.
You
know:
that's
something
that
we've
been
working
toward.
It
doesn't
always
work
out
that
way,
but
that
is
something
that
we're
working
and
I
will
just
say
that
the
affordable
housing
work
group
that's
been
meeting
has
reviewed
all
of
the
comments
from
these
interviews
and
the
focused
reviews.
E
So
this
is
I
think
something
that
used
to
exist,
but
there
was
some
kind
of
so
thinking
about
like
the
what
the
affordable
housing
work
group
is
doing,
but
expanding
that
to
include
folks
who
are
affordable,
housing
developers,
people
who
are
on
the
applicant
side
of
things
and
actually
doing
a
comprehensive
review
of
our
processes.
So
that
was
one
suggestion.
Can.
E
I
think
that
was
specifically
talking
about
some
some
paperwork
and
information
that's
being
required.
That
is,
that
is
duplicative
okay.
So
how
can
we
at
least
eliminate
things
like
that
and
what
are
other
inefficiencies
or
redundancies
or
conflict?
Can
we
screen
for
in
a
review
process?
So
that
was
one
suggestion
and
then
again
sort
of
decide?
What
is
the
most
important
create
tiers
of
review
decision
Authority
accordingly,
so
it
we
get.
Applicants
get
caught
in
this
cushion
pull
between.
B
E
B
E
E
B
Yeah
I
think
it's
remarkable
amount
of
work
that
you've
done.
Thank
you.
So
much
really,
it's
a
pretty
eye-opening
too
here
and
I
know
it's
very
complicated
process
to
even
see
that
difference
from
73
to
83
percent.
That's
that's
pretty
notable!
That's
great
dollars
saved
estimated
for
for
the
projects
thumbs
up
great
work.
Thank.
B
E
B
A
C
C
C
Of
course,
we've
got
a
fund
for
housing
specifically
set
up
as
a
result
of
some
funds
that
were
generated
by
the
mixed-use
work,
Parks
housing,
zoning
districts-
and
you
know
we
have
a
long
history
of
these
zoning
districts
and
they've
evolved
over
time,
and
so
it
you
know,
there's
there's
a
lot
of
kind
of
behind
the
scenes.
Administration
that
happens,
that
not
everybody
knows
about,
and
developers
kind
of,
only
see
this
as
kind
of
a
you
know.
C
C
We
feel
like
this
was
a
very
successful
thing
that
we
added
to
a
zoning
District,
which
is
not
you
know,
usually
where
affordable
horrible
housing
things
happen,
but
you
know
so
the
zoning
districts
they
basically
you
know,
provided
a
bonus
density
bonus
if
you
were
to
as
a
developer,
Zone
your
property
mixed
use,
Workforce
housing
and
provided
residential
units
in
your
development.
We
did
require
a
percent
of
Workforce
housing
on
site
in
these
original
Workforce
housing
districts,
and
there
were
a
few
other
incentives.
C
So
it
it
that
that
aspect
of
Workforce
housing
or
the
the
Workhorse
housing
districts
kind
of
trucked
along
for
for
about
a
decade
or
so
we
feel
like
it
was
pretty
successful
and
then
it
evolved
into
something
a
little
different
it,
the
city
added
a
fee
in
lieu
option
in
2017.
What
this
means
is
developers
had
a
the
ability
ability
to
opt
into
paying
a
fee,
a
per
unit
P
instead
of
providing
the
workforce
housing
units
required
by
the
ordinance
on
site.
C
So
basically,
you
could,
as
a
developer,
pay
into
a
fund
that
would
help
affordable
housing
in
you
know,
on
the
peninsula
and
elsewhere
by
you're,
just
submitting
the
application
and
we'd
figure
out
based
on
a
square
footage
of
your
development.
What
the
fee
would
be
and
then
and
then,
of
course,
they
would
develop
either
with
or
without
units
on
site,
depending
on
if
they
pay
the
fee.
C
So
the
the
the
fee
in
lieu
you
know
essentially
is
administered
by
the
city
of
Charleston's
Landing
department
and
a
lot
of
it
is
done
by
our
zoning
and
TRC.
You
know
just
from
an
enforcement
standpoint
and
inspections,
but
then
the
funds
that
are
paid
go
into
a
fund
created
by
the
ordinance
and
managed
by
the
city's
Housing
Department.
C
It,
of
course,
collected
funds
go
directly
to
affordable
housing
projects.
Just
a
little
bit
about
the
administration.
We
require
a
a
application.
That's
there
on
the
right
and
floor
plans
for
a
building,
because
the
fee
is
based
largely
on
the
gross
square
footage
of
a
development,
and
this
is
not
just
the
amount
of
square
feet
of
the
residential
part
or
or
even
the
the
workforce.
C
Housing
part
it's
the
entire
development,
including
balconies
patios
amenity
space
as
well,
so
it
you
know
it
does
take
a
bit
to
to
verify
and
make
sure
that
the
fee
is
correct
and
that
it
gets
paid
into
the
into
the
fund.
So
this
is
the
current
way
that
you
can
re
as
a
developer
or
member
of
the
public
or
even
staff
can
use
to.
This.
C
Would
you
know
the
fee
total
fee
would
change
based
on
these
factors
and,
as
you
can
see,
there's
there's
four
tiers.
So
basically
what
happens
with
the
T
currently-
and
this
was
changed
recently
in
the
past
couple
years-
it
you
know
the
tears,
the
more
the
more
housing
you
provide.
Workforce
housing
you
provide
on-site,
the
lower
your
fee
is
going
to
be
per
unit,
so
it
just
is
was
intended
to
work
out
that
way.
C
So
the
reason
for
that
and
I'll
go
into
this
here
is
the
reason
it
was
changed
fairly.
Recently
was
over
time.
After
the
fee
and
Lou
option
was
created,
it's
you
know,
a
a
trend
emerged
in
that
that
Trend
basically
was
that
most
of
the
developments
that
were
occurring
that
that
included
residential
opted
to
pay
the
fee
in
lieu
rather
than
build
Workforce
housing
units
on
site,
so
that
that
meant,
basically,
we
were
getting
zero
units
in
certain
areas.
C
You
know,
for
instance,
on
the
peninsula,
where,
where
we've
targeted
the
mixed-use
workforce,
housing,
zoning
so
yeah,
so
we
were,
we
were
really
not
getting
any
units
downtown,
affordable
units
built
by
the
developers.
So
you
know
the
the
new
tiered
system
was
installed
by
the
mayor
council,
and
this
is,
we
hope,
will
encourage
more
units
to
be
built
on
site,
and
you
can
also,
of
course,
pay
FB
and
build
units
on
site.
B
B
Time
limit
to
those
on-site
units
that
would
run
out
after
20
or
25
years,
depending
on
when
they
were
put
in
place
and
for
the
most
part,
these
units
that
are
being
facilitated.
You
know
last
in
perpetuity
they
go
on
and
on.
So,
if
you
look
at
the
the
long-term
I'd,
rather
have
the
units
that
last
forever,
even
though
we
don't
get
quite
as
many
of
them.
C
Right,
thank
you,
yeah
very
good
points,
so
just
back
up
a
little
bit.
This
is
this
is
actually
kind
of
a
current
snapshot
of
where
we
are
with
Workforce
housing
payments
so
on
the
top
you've
got.
Basically
all
all
that
has
come
in.
You
know
about
10.6
million
and
expecting
about
another
million
pretty
soon
and
projecting
a
little
bit
further
out
these.
C
C
You
know
basically
grandfathered
properties
that
can
still
pay
a
fee
and
Lou
based
on
the
original
the
structure,
but
some
of
these
projects
will
will
be
new
and
will
be
required
to
you
know,
encouraged
you
know,
buy
the
the
new
tiered
system
to
provide
a
mix
on-site
and
pay
at
the
end,
which
we
think
is
is
what
will
happen
with
most
of
them.
So,
as
you
can
see,
you
know,
there's
an
estimate
of
about
23
million
of
things
that
we
know
about.
C
C
So
in
that
we'll
continue
to
occur
as
we,
you
know,
probably
rezone
some
properties
at
the
request
of
developer
and,
of
course,
we're
we're
targeting
only
kind
of
this
city,
centers
areas
you
know
based
on
our
city,
land
use
plan
of
the
peninsula,
for
you
know
the
higher
densities
that
the
workforce
housing
District
provides
for
and
that
pretty
much
concludes
my
comments
and
I'd
be
happy
to
take
any
questions.
If
you
have
any.