Alright, thank you for having me.
I'm going to do this all day.
You're going to do it all day?
You're going to do it all day.
So I'm going to do this all day.
That's it.
I'll do that.
Right alright.
OK.
We have now.
I think we're going to do a test games.
Next, we're going to do a test 1 second.
Does that mean we're going to do a test game.
Yeah.
Eh.
And�berg.
No.
We don't have to do a test game.
Go.
You can go.
We just need help.
The exam Ms.
We just need help.
And not as much as I think the above is just like, I don't know, I don't find that's what I'm going to do, but I'm going to do that.
I'm just going to have to just keep this.
But maybe there's a good worker.
I'm just going to put that outside.
I'm just going to put that inside.
Yeah.
I'm not sure if I can do that.
Myself.
You've got to be ave.
She's a man.
Some of these not telling the truth.
And she's a.
Two are.
A man.
They're going to get full contract on our Arc.
And she's got something.
If that's, that's for going to the.
That's for the.
Okay, let's just take a break.
Let's go.
What we're doing in the work we're going for the city. You also get enough day from ACM, we'll leave the next week.
You're guarding our, never surrounding infrastructure. There's some, some longer range of updates that I'm going to make sure council has before we go into the retreat time.
And then to round us out, Larry Davis and his team from both budget and finance world, we'll talk about some of the budget forecasts.
And if you won't be a total budget update, but at least want you all to start having that bigger, bigger view of a snapshot of what we're looking at going into the retreat.
And then finance, we'll talk about some of the opportunities for our day capacity as we go into the better part of setting the agenda for our, our budget, this year, our long range to fiscal budget.
So, I want to turn it over to ACM Ukraine. You go first.
Thank you. That's been the mayor of council.
We are here to present the Director Hunter and I want everyone's favorite subject housing.
Each of you had housing as a key priority on the campaigns for help, but also as council is a city, not unique to just screens.
This is a very critical and important subject for us. So, we wanted to provide you with some updates today.
To kind of by the framework for our housing, when I said it looks like here in the Greensboro.
So, there is a free confession to just provide you with an overview of housing, GSO, which is our 10 year, 1000 award-winning strategy.
Just a free view on that. We will touch on some of the funding opportunities and funding tool that we have available.
As well as the four pillars that really can come on that plan.
We're about halfway through the implementation of that. So, we're here enough to take another look at what the few levels beyond that 10 years.
So, we're at a really bright time.
We'll also talk about some things that are going to horizon and we're talking a little bit on the road to 1000, which is just a small component of our overall city housing strategy.
So, would that be said, I'll turn it over to Director.
Thank you, ACM Ukraine.
I'll start by saying, none of the work or the statistics that I provide in this presentation happens without my team and the housing neighbor development department.
They are very dedicated and very service oriented.
So, everything that you see here is a lot of things that they've had their hand in.
So, I just want to make sure that I give them that kudos.
So, housing DSO, that is a 10 year plan that was put in place in 2020.
So, we're at the, we're past the bottom of your mark.
So, we've done this only analysis of that document.
But, we came up with four primary housing goals based off their community feedback based off of council feedback in other constituents feedback.
And that, the four pillars for affordable rental homes, neighborhood reinvestment, access to home ownership,
and supportive housing.
All of those go into relation with the priorities that you will all sit in predominantly in safety city,
most skilled workforce abundance of animal and housing are the three priorities that they factor into.
And so, how can we implement these drafts?
Well, we have two different sources.
And I've titled them restrictive and personal resources.
Our restricted sources are federal reforms that we receive on an annual basis from the Department of Housing and Urban Development.
That is a branch of the federal government.
We get those funds on an annual basis.
We have four member types of funding.
So, we see, we have our CBVG fund that stands for a community development block grant.
That is the long-standing federal funding source for housing creation and preservation.
We have our home investment partnership funds that we get in the $1.3 million on an annual basis.
And then we have our emergency solution grant fund and then our housing opportunities for people with AIDS fund.
As well.
The formula that the federal government uses to handle that allocation is broken down based off a population size and a number of other things.
So, to be an entitlement city, which the CEO of Greensboro is, we have to have over a certain population threshold.
Therefore, we directly receive those funds from the federal government.
And I will give the disclaimer why they are restricted is because there are eligible activities associated with those funds.
There are targeted audience that those funds can benefit as well.
And there are strict expenditure deadlines for those funds.
If you do not use those funds, those funds are in jeopardy of being recaptured.
The other source of funds that we have time for those flexible funds are funds that we secure here locally.
So, typically, your general obligation bonds.
You will have enough funds for any other type of funding here.
We leverage in partnership with self-help credit union for their housing loan fund.
2016, you can see there is $1,5 million for housing.
And then, $22, there was $30 million for housing.
And then, in those bond fund, which is a percentage on the tax rate, that generates approximately $6 million on gain rule basis.
We also invested $5 million in the housing loan fund to unlock an additional $30 million, who has that $35 million total for those.
And you'll see how someone has spent over the past five years for them.
So, what can we do under the past five years? Well, we can hit them.
Well, now we've been over $25 million to develop and preserve over $12 million of affordable housing units.
That's just the affordable housing units.
And that term of affordability, that is something that is very unique to the specific areas.
So, when we talk about affordable housing here in the Greensboro, we're talking about certainly populations at 80 million.
At 80% of the area of media income and being loved.
And the area of media income, which relates to my household size.
You've also invested $3.4 million in health ownership repairs and disinvested communities.
So, as you all may be aware, we offer a home repair rate in the amount of $20,000 for eligible recipients.
We've invested in this for that on an annual basis.
And then, we've also committed to supporting first-time homeowners with our amount of income assistance program.
And that is something that is a flagship in our community.
We see a lot of recipients of that program.
We have three different tracks that people can apply for to receive the down payment assistance as well.
And then we've leveraged over $225 million in non-seated resources for rental housing investment.
And so, how does this come into play with the road to 10,000 initiative?
This is something that is a large initiative that was set last year.
But it is not the sole focus of the housing and neighborhood development program.
We play a factor in that equation, but this is a city-wide initiative.
So, it's not just the city of Greensboro as a government organization that's spear hands this initiative.
It takes by and from private part of this and people outside of the city as well.
And they really focus on a community barriers, a lot in the way, and it's celebrating housing production.
And then, also, we've decided that to make this a little more sustainable as we continue to run the tours.
It's making sure that we can have some recommendations for you all to potentially consider in the future.
So, really making sure that we can optimize our development reviewed procedures.
So, really making sure that there's a point person to assist the developers through the pertinent process, through the TRC process.
If we can have someone dedicated to certain and make sure that they can navigate through those procedures easily, that's something that we would like to consider as well.
And then, the use of our public land, and we'll talk a little more about that.
But our organization owns a host of property across our jurisdiction, and it is time for us to unlock those and leverage those for the community as well.
And then, making sure that we've played an emphasis on quality of life investments.
Again, we're experiencing unprecedented growth, but we also must take care of the folks that live here in our community.
So, making sure that we can invest in the their quality of life is something that we'll be bringing forward to you.
And so, we'll go back to the four doors.
The four-volt rental housing implementation.
So, this is something, again, that's all about the housing loan fund that was launched in January, 2024.
But you can also see how some of those funds were utilized.
So, 200 units at 30% area meetings income, that is more of the deepest affordability targets that you can hit.
And then, 1200 units per ad or below, since you've put that in other areas, it's something that we've done as well.
Again, leveraging city of land for multi-family development, of course, well.
There will be a number of items that you will, that will become a 40-period consideration that our own city of land.
So, really making sure that we can use those.
And then subsidizing the mixed income to them.
Oftentimes, you see that some of our funding goes directly for 100% affordable projects.
What we need to start thinking about now is down first to find that funding and investing it into mixed income projects.
And really making sure that people are supposed to different socioeconomic levels.
You know, when they can receive that funding or the housing is subsidized, that's great.
But studies show, for a really to have a better track of life, it requires them to interact with people from different backgrounds.
So, when we invest in mixed income, that is something that we're promoting as well.
Neighborhood reinvestment, so really partnering with the neighbors, making sure that we're out there in front of them, making sure that they understand what services we provide.
And to make sure that they understand why we are going about doing the things that we are doing.
We have partnered with the UNC School of Government with Development Finance Initiative for a host of things, willing to study the existing infrastructure on top of that infrastructure on top of that existing homes, the existing land.
And even land that the city does not own, how can we leverage the things that we have, and and part of what the product market is well.
Utilizing our home repair program, our development and the set down payment programs as well.
And then the interfaith housing collaboration.
If the city owns a ton of land, we know churches and other religious institutions on a host of land as well.
So really making sure that we can bring into the table and leverage what they have is important.
And then the community land trust model. This is something that we've explored over the years that we're still trying to form a loss.
There is a option to go forward with this model and we'll talk a little bit more about that flow.
Access to homelessness.
Typically, I've heard the American dream is, oh no.
And I still, a lot of people's dreams that they not be everyone's dream, but if it is someone's dream, we want to make sure that we can support that.
Again, making sure that we can do the down payment assistance program that is super important for a lot of our recipients.
They can receive up to $20,000 in down payment assistance there.
And it also goes all the way up to 120% AMI.
So instead of talking about that 8% AMI threshold and increasing it up to 120%.
That really gives a lot more folks in the door.
We're talking about our nurses. We're talking about our teachers.
We're talking about our police officers, our firefighters.
We need to make sure that we can take care of them as well because they need just as much as the system as the next person.
And then also making sure that, you know, when we contract with different down payment assistance providers, that they can provide that educational component to those recipients. What does it look like to maintain your own?
What does it look like to maintain your community? What does it look like in 10, 15 years as your family grows? What does it look like to sell that property?
So really make sure that they are equipped with that information as well.
And then support housing. That is another component of the housing spectrum.
Support housing is something that really has a support of service provider. What is support of services financial literacy? On on-site health planning.
These are that nature of whether residents can benefit from the service being provided there and that's something that we have really incentivized in the past.
Most recently, 817 summit, the one that we will all just vote on, cut a week ago, that is a support of housing project and there will be some more coming down the pipeline as well.
So some things to consider as we continue this conversation.
The demand for additional net finance and finance. People are coming to the city of Brinkford, and they want to develop. They also want to have an affordability component associated with their project.
But as we know, it is very expensive to build affordable housing or mixed income housing.
The average cost to build a affordable housing project is around 10 to 20 million dollars.
And that puts us right around $280,000 per door.
And that is something that is very challenging. And if you were talking about it, $280,000 or a door.
We're really making sure that we could think about some of the things to incentivize.
Again, leveraging a city on real estate is super important.
The way that we have in our inventory, what can we do to make sure is prepared to be developed in the future.
We're thinking of how we utilize the NUSBOM funding.
The NUSBOM funding typically is for services.
Sometimes those funds can be reallocated if we're developing a business.
And even if it's not something that we are contracting to a developer.
If we can utilize those funds and a house to work with our resources.
To expand water and sewer.
To make sure that utility locations are handled on the market.
Really thinking about them to utilize those funds there.
And then I continue focus on affordable.
Again, we want all kinds of housing.
But there is a way that we can incorporate affordability in those.
And the community land trust model.
How can we use a community land trust to benefit all of the residents here in city of Rizbro?
No matter where they reside.
So really making sure that people won't know if a property is in a land trust.
They're going to see a quality structure on a parcel.
They're going to see a thing we're staying there.
And they're not going to have any include.
So making sure that we can leverage that opportunity as well.
And the last thing we consider is increasing the staff and community capacity for the road to 2000.
As we continue to grow.
As we continue to launch these initiatives.
We're going to need more hands at table.
And we're going to need more minds at the table.
So as we continue to do these things.
These are things that I think you all should consider as we move forward.
And then what's on that we're not seeing.
All of us have already been missing for the road in 2000.
Those will be coming this spring.
Gat find us in rewards.
Those will be coming this spring as well.
And we'll make sure that we communicate with people all about what is on the horizon for the Gat find.
Make sure that you all understand that the community has been engaged for these projects will be important as well.
And then again, city on the sides.
The job neighbor's side.
Prosperity of lives.
So we're trying to get them to close and so they get their product up and run.
1810.
The Regency side.
The DHIC.
That's going through the tax credit process right now.
We're going to sauce plausible self help.
That's going to pass credit process.
And then so it was something else we've seen with Alexander going through the tax credit process.
We've been communicating with them regularly.
And we feel pretty good about their chances.
And we're seeing the tax credit.
This is something that is really cool that we're in the midst of right now.
Stage one of that just completed.
Stage one was that we're asking for interest to developers to really say that they're very interested in potentially purchasing and developing the process.
We had seven responses for those.
And they were all very strong.
So now what we will do is tailor a formal RFP to go out directly to those seven people that responded.
And then we'll get community feedback on what they would like to see there.
And then we will be bringing you awesome proposals to remember as well.
Right.
Any questions?
Thank you.
No, it's very end up.
Does anybody have any questions?
Not a quick question for it.
I'm going back to page one or the funding methodology.
The restricted sources.
Those that come from the park.
Our annual funds at any risk of.
Of being called back.
I know that they can be called back.
But I know there's some instances through the federal government where they have.
Without.
No, there's just something cool money back.
Or any of these funds addressed to the CBDG to home, the DSG or the Apple.
So, none of those are at risk of being recaptured right now.
We have a spin plan for all those.
We stay in constant communication with our federal representatives.
So, um, no, they're not in jeopardy of the impact.
I don't.
Anybody else?
We get, um, a list of those city owned properties and broken down by each district.
Absolutely.
Thank you.
Great.
Tam.
Go ahead.
Apple.
Um, sorry.
It was fast.
But this is lovely.
Thank you.
Um, when you said that we were gone, we've been.
For folks to maintain in the community.
We're not going to be there property on this.
Something.
What was there?
What?
Where?
Where is that?
And the presentation that there's something.
He said we have to, but if they get to take care of their homes.
While we're building.
I miss something.
So.
So, I think he was talking about a housing counseling that's provided.
We're down payment systems.
Yep.
So, yeah.
Housing consultants through is our minister.
Out administrator of the down payment assistance.
And it's a qualified for the down payment assistance.
You have to go through the whole wire education class.
I appreciate that.
Yeah.
That's fast and.
But I got his mouth.
Thank you so much for the clarification.
And when you said the increased staff.
So, I know that if you have more housing, you need or housing inspectors.
If you have more housing, you need more fire stations.
Is there something else?
That.
Not going on side.
What departments would you think?
I just glance it up.
We need that.
Be great.
Sure.
I'll speak for housing neighborhood development.
We really mean around nine to ten more employees to assist in these.
If we need.
We need.
We need people to facilitate the planning process.
The head should.
That's.
And then.
As well.
We need community engagement specialist.
As well.
So.
Where is the.
We need about.
I'm.
Thank you.
Additional staff members.
Yes.
Any.
Yeah.
You mentioned on the.
An available source of income the.
2016 and 2020.
Two.
The.
I want to know.
As not been allocated and is still about.
Because we'll get you those numbers out of money, if you get anything.
That's not accurate.
So we'll get you that as.
Just a majority of the.
2016.
The.
Yeah, I thought that.
We used to have a balance of those and I'm sure later we'll talk about this in just finding its presentation next week.
But those phones do not come in a lump sum. So about $30 million, those come in charges.
So we are trying not to budget for what we have those dollars per set.
We have an idea, I would like to advocate them, but we don't, we're trying not to speak for them until we do that.
But I'll let you know how much we have available.
Thank you, isn't it?
Yes, I go back to the, the infill.
You were talking about unlocking those properties that we have within the city.
Are you, do you have any preliminary thoughts about how to unlock them for instance?
I know that we've been trying to market those.
And so the property said, maybe there for some time, as opposed to that, maybe,
heavily discounting.
I'd much rather have the development that they have a, a for sale sign, so to speak.
That's exactly right.
So the first thing that we're doing is creating a uniform disposition process.
So as you all may be aware, the city owns property, the redevelopment commission,
owns property.
Brits were housing development partnership, which is an extension of the nonprofit.
They don't property as well, but there are three separate processes for people to
inquire about during those last.
We're going to create a uniform disposition process.
We're also conducting surveys on all of those to make sure people can have that information.
And then also, we will entertain, you know, selling those lots at a different rate.
So people can get those.
And I'll say that there'll be super heavily discounted.
That's something that we'll consider depending on the process.
But it really is trying to make sure that they are out there.
People can see them as well.
I don't really see a problem with them.
Because as long as we have some provisions in place for instance,
timing and, you know, type development.
So that we can start getting the property tax regulation off of the improved versus what
we have right now, which is the problem in that.
Yeah, until that need or if anything else.
And it comes to the Nussbaum fund.
The six.
The one set.
And.
Give us more of our community.
Give the housing that we need.
I know you have a city manager sitting in the hospital table for me.
Is that not mine?
No.
Start a fantasy.
You have some.
Absolutely.
Yes.
Is any of the emergency situations that we've had from the warming centers to the districts?
Is any of that coming out of the Nussbaum fund money?
So I'll speak to the the mass displacement fund.
That does come out of the Nussbaum fund.
That's in the amount of $200,000.
And for the shelters.
I'm sure.
I'm here.
We'll share a little bit about that on this one.
Some of it does come from Nussbaum.
Yeah.
I just know that there are a lot of challenges out there.
They're increasingly.
And it's going to cost some money.
I know we have a budget coming up.
And we're going to have to actually decide what's really important for the community as a whole.
I know that housing is something that we're all very interested in because we don't have
the house if we don't have all the other things that come in.
So I'll be happy if you didn't help me.
We brought it through that in the budget.
Just to give you all some additional context.
We have nine tax credit applications that were submitted for Priat with the state last week.
Nine.
That's the most of this entire thing around.
All of them will not get funded.
Like all of them have quality projects.
We would love to fund all.
But you know, those are some things that we need to think about.
Those are some metrics that we'll have for you in the future.
As we talk about budget preparation and things of that.
Thank you.
I have a question.
Then Tammy.
So on the homes for heroes.
I was just curious and doesn't have to be today.
I was wondering where they are located in Greensboro just the district.
I don't want to address this.
And also.
Do we know the career of the person.
It just be a curiosity.
I think it would get me an idea of who is applying for that.
Maybe we need to market a little bit more so.
I would like that.
Sure.
All right.
Amy.
Just want to raise that.
I think.
April 14th is the last date for us to.
We're a state legislator.
Legislators.
For anything that we are requesting on legislative agenda.
And I think we need to be very intentional.
About.
Not missing that deadline or not waiting till the very end, especially as it comes to you.
Some of the housing needs and housing projects that we have.
And things that that we could be asking for support on.
You know, I really go on weight to the last minute.
Again, the put that together.
That's one of the expectations you have today.
City Attorney's exit still many here.
And I believe so should talk about something.
I know she's been working with some of the departments already.
I think.
I see a very set on list.
Yes.
Things that will be related to more to which say.
Thank you.
Anyone else.
Thank you.
All right.
Next.
Thank you.
Our next.
Thank you.
We're right into our next.
Presentation.
We did plan to chose it.
It's.
Thank you.
Thank you very much.
So I have some slides here that I want to go through that are really specific to.
Where I've been with services.
And then I have some sort of anecdotal things to talk service well because there is a lot that goes into this effort.
It is not dollars and cents.
It's not documenting where it's just a lot of people's being alive really great work.
So a lot to say and then of course I'll take questions at the end.
So we have five programs that I see as being supportive of our on house efforts.
The first is GSO that's one of our community safety department.
That is street outreach.
It is booted somewhere around people.
Going up to unhouse, individuals coming out there and standing out there, and story.
Why are they unhouse?
What resources did they need?
They have mental health challenges to need, and you choose to do that.
Those were to things when we did to you, I stood down, and we started getting 2 over to
those groups are out of our ministry.
And in the half Wife Live, where's that's if it's cold outside.
People activate.
What generally Hyperitwasn't Open for Children and when I say generally, an Overflow
I say generally an over-fledged shelter,
a white flag is intended to pick up the slack,
where shelters don't have beds.
That's not how it works in this community.
We have over 100 shelter beds open right now,
and I have 170-8 people at white flag last weekend.
That's really not how the system is intended to operate.
However, for whatever reason,
people are utilizing shelters and they prefer a white flag.
That program, we will continue to run it.
I know that the weather would never,
they started to push back a little bit
on use of first batch.
I did talk to the pastor there yesterday. They were committed to helping us with this effort this year and next year in the
year after that, we have to. But we are aware of some concerns from the community with how often we
touched a Floyd White flag and how often we had to avoid it 24 hours a day because of severe weather.
Our doorway project is of course the Palatins, there's a photo of them up there and we have the RZ out there
and I know part all said that we talked about this last year. That state law that is going to only stay
up for six months and then we have to take the veil and consider it temporary shelters.
Last summer we used the Regency site. That site is not available anymore because as they just
explained to you, it's being developed. And so I don't have a plan for where the post-Palatins this summer.
There are other properties that have been mentioned, the up fit costs to put the Palatins,
their spirit sets of it. So that's something that petition our working on.
Plan for the summer and how to make it that can honestly look fit within our budget.
Another part of the behavioral health response team, we know that many of our unhoused individuals
also experiencing mental health crises. So our behavioral health response team is a two-month
clinicians that go out with police officers, trying to abuse situations. A lot of times the person
is not necessarily having a mental health crisis, but it's just that because they're unhoused
and because they're upset about lots of things they're going on, they just need some
to listen to now and it's just sometimes we see that too.
I think one of the reasons we landed on the previously mentioned GSO home was because that particular team
became inundated with calls. And they're really more and more equipped to handle some of the touch
points with quotes that might not be in the situation that there's a violation of law, but just somebody
that had an experience of having some type of training, as it relates to folks that might be
speaking as a different challenge. So that the previous GSO home team, home team derived out of
real indation of calls to this participant. All right. And then of course the only thing I'm
faster is we've funded about half of that program. It's on our program. It's been a bad CGI,
but I cannot say enough about the ambassadors. They really help us with street outreach
because no one else is doing it except GSO home. And so they're being people where they are,
they are asking, hey, can I take you a white flag, can I take you to the IRC, do you need shoes,
do you need food, and not only hit your health, that's really not their original charge,
but they were charged with and it surely was being a friendly face, giving people directions that sort of
thing, but over time that's more into a much larger, still set. And again, I cannot praise that to
them enough for how much they help us in the general talent area. So those are the five programs.
How successful are we? So GSMM, in 2020 five I've got 300 referrals. This is two people. They
got 300 referrals. They provided a case management for 152 clients with a total of 1,569
and they successfully re-housed 13 chronically unhoused individuals. I think that's a great success.
White flag, six nights in November of 2020 five was average of 15,000 people each night,
a hundred and forty nine unique individuals with a total of 352 contacts across all nights.
I received a number of white flag operations in December. White flag was after in 19 times that month.
So those nights there was an average of 88 people each night at 1,666 contacts across 19
15 contacts with families, but we never had more than two families on the right. Remember,
I cannot put families at the pallet home, chest state vault. The only thing we can offer for
families through emergency to very healthy is like flat. The doorway project, last year the doorway project
got a case management for 87 individuals, which is great. A major help for slot C, last year they received
4,298 calls for service that resulted in 6,525 interactions. The team provided a case management
for two thousand five hundred and eighty five individuals. Can I say you up? Because I just want to
interject because this is a question that some of you have had when tracking encounters, how we're
tracking and keeping up with the folks. One of the, some of the council members that won't
produce council will remember the transition to the current format. So the current format of our
behavior, a health team, allows us the ability to be able to case manage, which maybe we keep
track and document. One of the biggest issues is people being lost in the system and not knowing
and not keeping a strong database off of the work with HMIS, which is the system that the other partners
into face with. But this is a big thing for us to be able to have in-house staff that work with
this population that have case management. That way, you know, use part of what you see when you
you see the gist of wanting. A big part of it, some folks, you know, everybody thinks that
given a person's place to stay or given a person's house, person housing, some of it all over the
lot of time it's not in. In terms there are folks that are in a place that they don't want to receive that
or it may take somebody to build a relationship with them to the point that they've had trust,
so that we can have it, allow you're someone that wants to navigate into the right place. So that's really
what these teams have served for them. And then the downtown ambassador numbers, again, great success
over here. They've invited directions to 4,500 people, and delivered it over 7,876. It's since the
facility, 148 business requests, travelers age, and 19 individuals, 100 gives three well bear
chefs, and 92 outreach resource referrals. And that's only in six, they track their data in six
month time blocks. So again, I think so what we're spending, we're getting a good return. And so now
I'll go through all of the city. GSM home, and they go help our thoughts together, 1.2 million dollars
this year. Squelfles on people will either cross the shoe programs. It's expensive, but we utilize
that you can see from the numbers. Wi-Fi, that contract is $100,000 depending on the number of
activations that we're paying the higher seat, the church is not charging us to use their facility.
Door by project, total 450,000 operations are the rentals cleaning, et cetera, it's 274,500. And then
we pay the IRC-180,000 to do caseling and spent for everyone who's living there and trying to get
them housed to services, et cetera. And then there's also an ambassador for a grant in the city pays
190,000, et cetera, a grant, and DGF pays the rest for a total of 440, 434,000 dollars for that for
the room. So a couple other things that I want to talk about, they're not in this slide, and I'll see
those questions, sort of that on account of their costs. So, you know, I talked to police officers every
day. Parking next, they're cleaning out stuff, and people are trying to, if those people connected,
they code is going up and down and on street cleaning up for feedy, and then having to build people
back for cleaning up for their feedy. We're having to add additional officers down to how to deal with
call load. We've cleared out under the bridge at Freeman Millents, Britain Garden, code and
lease of clear night area twice already. It needs to be done again. People are getting out of jail,
and they happen to get us. We have officers who are getting them money for Uber rides to get that kind
or to wherever they're from. One of our officers has a formal bike path with all the nooks and crannies
of downtown, and he rides that and just looks for people who might be sleeping under a blanket,
who might be sitting on the sidewalk to try to get them. Some aids and resources, some food. We have
officers buying pizzas and chicken and shoes and socks, or people. This is a really big effort.
And there are some extra costs way above and beyond what I've presented here today. And then finally,
I want to tell you one success story. I don't know if you all remember any ending,
don't know what you said. That's a shame. Every day. Parking next week, I don't work with him for four
months. He's going to have an apartment next month. Huge success story. He had to work on him for four
months, chronically on-house, pooping, all over. Probably shouldn't say that. But just chronically
on-house, had lots of issues going on. And he is now a huge success. That was a partnership with
GSA and police department that I are seeing a lot of people in getting him for 13 years. So with that,
I will take any questions and we're putting with questions. April, I appreciate you in the small
tenure that I've had. I see you all are extremely responsive and very quick acting. And if I can kind of
care of some of this, you're a great thanks. But what we said on Western wood earlier, that there might have
been some concerns and conversations for the record. There have been no incidences. There have been
zero incidences and we're going to the police department. We had one evening, there was a couple
of white flags that got into a little back-and-forth disagreement, but we were able to resolve it very quickly.
We need to not have to comment on everything. As couples too. And so, if that regard is that as we are
taking care of our communities, there might be, you know, there's always going to be some concerns. And
we want those to be, so we can troubleshoot and take care of it. It's not sufficient. We're just
for the record and certainly there's been no incidences in this history period in that location. That's correct.
And I'll give great thanks to Reverend Allen Scherhaus and the Winston-Rustling of Names and his church hall.
Absolutely. I know he's built it a lot of questions and concerns from the Western wood community as well.
I'd love to talk to him. Yeah, I will send you some of the thank you so much.
So, I have a question. I'd like to go ahead and take a look. I'd like to go ahead and see Tanny and the
crystal and then see suits. I'm honored. We spoke and just kind of bring everybody
together on this. April and I when we were at Greensboro Urban Ministry, we tried extensive discussions
about when it comes to housing our families. Are we spending money the most efficient, most helpful
way? And one of the things that we talked about is for those families that are in crisis at the moment,
but can handle supporting themselves from the future. I'd love to see us set up a program
or a try-up program for a period of time, possibly would help because they do this work
of a guaranteed monthly income to help bridge that gap of the missing rent piece until they recover
from the major car repair or the sickness, or whatever cause them to not be housed for a
break period of time. And I really think that you know, giving a family a thousand dollars a month
or six months and then maybe stepping that down by a hundred and then two-fifth, whatever the right
numbers are and I'll trust that other people know that far better than I do. I think both for families
and perhaps for individuals as well that that's a more efficient way that there's money than looking
at some of the programs that we're spending now. Again, it's back to that if we can go upstream and stop
something much like Sacy talked about with the victims, stop it before it gets to the point that
folks are unhoused. And I think we can do that for less money based on what I've heard of the cost of
housing families are in shelter environments. That's something that I think we should consider and
next budget round to see if we can go further with the same dollar. And I don't even need
to know that we need to wait until the next budget because we're not to do something from a summer
and we can move to a lot of like that as opposed to the pallet homes so that's something we'll
have to take a look at. I think that would be great if we could do it sort of for a new inflation
crystal that's easy and then able. I just wanted to know if you have the success rate from the
IRC and how they're moving people from the unhoused position into housing if there's deaths as
show that we're actually our investment as well. Yes, I do. Over half the people that were at that already
might have smashed your document of housing only 20 to about 20 people moved for a summer
doorway or winter door length. So I'm glad to hear that we're able to use the H&I S programming to
track some of the case management through GSO home and I really appreciate that GSO home over the last few
weekends when GSO has suddenly lead. But with us being able to use that software, there are other
nonprofits and organizations that also use this software IRC being one of them to track their cases.
Are we sharing information to make sure that we are giving each of these individuals the best and most
efficient care? We absolutely share information with the IRC. Some of our nonprofit partners we don't
share as well with and that's something actually about the county out yesterday. The COC being a
opportunity together and more data sharing across us the county and high point and so that's something
that they're committed to working on us on with us. And are you for county schools apart of that?
We have not engaged them up to this point but that certainly we can certainly bring them to the table. We're
kind of putting together what that team would look like. Thank you. April? I think that we're doing a
great job taking care and we better work in deep-ath slowly and visit an urban ministry but certainly
that like the set is going into other supportive services. I just kind of wanted to define success
and maybe not even to today or maybe at the future of retreat. This is a very complex issue and
I know that we will unpacking it but I just wanted to say that some of the root causes some of that
examination. I don't know where that lives in this and so it's one thing to be extremely responsive
which I think that we are but also
The success is to, kind of, maybe, even what the case management kind of looks like right now.
Still, where the trends that we're seeing has been, we can kind of target some of our funding or some of our partnerships.
So, as it most people are experiencing, you know, what are the ways on which people become willing to be situations that we can be more targeted and to intervention.
So, that, like you said, maybe next summer, well, the sun's summer is later, we'll be having a different discussion with different numbers of people being affected.
Yeah, and I think that's where again, the CSD can really come in and really help us incorporate across all nonprofits, some of what you're talking about.
So, good.
Thank you.
Yes.
ACM peril.
And this is that kind of one.
Yeah.
This is one of those speakers with questions.
I know there.
But free is councils and looking at white flag.
I believe that the temperature.
The, the target temperature was 28 degrees.
Great.
I'm reading that.
To 32.
Or the field flight temperatures.
What does field flight work, at least two hours, sometimes I read that time for it.
Has there ever been any analysis that would show that if we were to increase that number.
I mean, I tend to be a copenate of person and in 28 30 to 35 38 are still very cold to me.
Has been any analysis that we show that we raise that number up to 35 38.
What the impact would be what the strength of the system, you know, staffing, dollars, numbers.
So, the key answer than the railings.
Okay.
The key answer is, have you seen the weather trends lately?
Yeah.
I don't like to predict anything.
Right.
18 times in December we have to make it.
Right.
So, but no, we've, we've not looked at that.
Certainly something that we could take into consideration if we should do that to 35 or 40 or
should it be if there's going to be any, I just don't agree around.
We can look at that.
I will say, with that comes a higher dollar figure.
Because we have to, just at that.
That's because, because we're not in black flag.
I hear that, you know, the, you know, the, you know, the staff that they are seeing.
They're the ones that they've worked during the day and then they are on white flag.
They don't know into the evening.
And so, right.
The staffing cost, they will roll, cost would be much greater.
But this is the agency of the numbers.
Sure.
And they will be able to see even how that could be accommodated.
Because their time is just overwhelming.
So that, that's actually something we need to take back.
Our, our representative on COC would need to make sure we take that to the COC board.
I think this was in collaborative conversation over the last couple of years.
I think we changed hours because there was an imbalance.
And the idea is to make sure that our threshold was the same as our department is able to build for county.
So when that activation happens, then there's consistency across all of our networks of operation.
And of course, people don't think about whether they're very, or half point.
They just know they don't have children.
And I do believe at some point we were lower.
And we raised hours.
2080 into into me the same as what this county and half done work.
But I think, and I'm looking over at ACM here, as well as.
So we're 200 to make sure our representatives on COC board raise that one.
Right.
And now on the same was some of similar times.
And I think we've all heard that we may be losing the, the one family center that we have.
Here in Greece brought the YWCA.
We did.
We lost that.
And so so for now.
And so.
Are there any thoughts about.
Replicating or scanning of.
Or doing something so that we had an option for families because every family doesn't.
But can I.
But the RC isn't built for.
White flag as I've been there is not necessarily built for families.
As we had any family options or we think you know, if any family options.
We certainly have collaborated some with the YWCA and looked at.
You know.
What happens there and because that is to back up.
So the families that were there did go to the pathways center through the Greensboro administration.
So that everyone was able to go somewhere.
But yeah, we think about families every time we have this discussion.
The state law, maybe a little more a little more difficult.
But I do agree with you.
We need something for families.
We did.
Adam.
Well, we're just.
Okay.
The last.
And.
On the cost perspective.
The $100,000 for white flag.
That's the self imposed budgetary.
And we can we can add funds to that if we needed to.
If white flag.
We said.
And the IRC is the only one who responded to the RFP.
But the RFP was $100,000 to run the white flag program this winter.
Regardless of the numbers of times that.
Okay.
Because I can I can only imagine that we did 18 times new summer.
We did 15 times.
And then eventually that money to run out because.
You know, they're.
They're on volunteer.
That's correct.
The person was the color backed down and in 합chonets.
But I haven't called set tomorrow with me to curtain at the IRC to see where that funding is.
How much we've drawn down, and do we need to add more?
Because we just had 70 coal nights with 24 hour coverage.
That's kind of unprecedented us.
Absolutely.
Okay.
Adam, then.
I have a question.
Then Crystal.
So, I think the BDR program has one of the better things.
That's the two.
The.
and I don't know why. I don't think people that we have how many people are in that program
providing those services. Sure, it fluctuates a little bit as officers get transferred as clinicians
come and go. But obviously generally it's around 10 officers and 10 clinicians. So you
have spaces that we have. I'll have to look to confirm that. Is that enough? No, no. How many
do we need? I would say right now I could easily use three or four more clinicians and three
or four more officers. I think the long run the last time we talked about the expansion plans
to cover the gaps that are so important to you about to it. And what would that funding work like
and what fund does that come from? I would have to go back to the budget piece.
Well, you can, we can talk about it. Yeah, sure. I mean, you've talked about staff things
we have talked about at your home. And then ultimately, you'd have to mix on the city.
And it wasn't just long ago that that number four, right? Right. We started as a various multi
because we were going to start a door and it was an external company that did it for us and we saw
that that model was not the best one. So we ended up hiring everybody ourselves. It was that 10
officers, 10 clinicians, we need three more officers or more clinicians. Is that, is that basically
moving the roof? I would start there. I'm sorry. I'm sorry. I'm sorry. Okay. Okay. Then my
comment and question, yes, seeing all of the calls that be heard gets, it's I don't even know how they
can keep up because it's five six hundred a month. That's just a comment. My second one is this is
a public health crisis. Is there any way to get any funds from the county for any of this that we
are expanding because these are public health concerns? Yes. So I mentioned I met with the
many of whom was served right from the county yesterday. And that's one of the things that we shared with
her. She's obviously doing her role. She's been there for three weeks, but some of these funding challenges
that we have and it's something that we've all those ready to collaborate on and and certainly
discussed further, but I would hope that county could assist us with some of that. Right. Because I mean,
if not see what I see is a draining their services like with EMS or with other things like that
because someone down time would need to take an ambulance then or this or that or the other or to get to
the hospital you know people can't be left out and cold. Just none of us wanted to respond to
your initial comment. These are long calls too. Yeah. Have you heard there it's usually like a three hour
call. They're not quick interactions. It's not taking a police report and keeping a new thing. So
staffing is a challenge. Right. And I know the county has social workers. Just a thought. Okay, now crystal
and then April. I wanted to circle back to the conversation around parking decks, graffiti and
some of those extra calls that come into play that we're not accounting for. Do you have thoughts around
that because I come from a sector where we spend our personal money to make things happen, you know,
kids need things and we always our teachers are always going out of the way to support. But
we also need to be forward thinking that if these are things that we actually need to provide in order to
I mean, it's about, it's about providing dignity to people as well. Right. And so I think that's where
some of the services come in. The Uber rides and we have an incident when we were at the grander
where there was a gentleman dropped off from the hospital. So those type of things are unexpected. But are we
actually creating some type of landing on four of those instances so that we're not taxing some of
our public service that, you know, just right, the nickels together to. In a perfect world, we would take
some of the dollars we're currently sending on some other things. And I'll give them to Mr. Piper every year
from the foot of the house and we would have housing for a second. He would. I know he would. Where do you think
the dollars that I was sending on the services come from? The dollars he needs for housing. So it's
the same funding. So in a perfect world, we just want to try to get you out. So how do we work towards that?
You know, to your point, the graffiti, I don't know that's necessarily related to being on house,
but it certainly related to lawlessness, in general, in the community. And so that's something
that police department tries to respond to the cameras all over downtown. One of the first things
is who's doing all this for me. But at the end, we do have to find it out. Some of that stuff doesn't
actually cost us that much more money that is manpower. It's wearing a whole down. That's the same place
to do the same things. All right. April. I appreciate working in the process of the county,
I'd be interested to see what that in position brings. But I'm also curious when we're talking about
the hidden homeless and the family shelters. What is our communication and contact with
Gilbert County schools? Because I believe that they have some someone who does a lot of care,
some one for such a large system. I don't know what all that entails, but what is our relationship with
right? So it's more in the school. And you can probably speak to this better in the accent. Actually,
but some of them lost their social workers. And so wherever you have a connection point, we lost that
at some schools, which is really unfortunate. We do have some contact with social workers at schools,
teachers reach out sometimes. Sometimes the SRO is the way we're hitting and that big it's Donald through
this system. But these teams are very, very good at following up when they know that there's a need and
recognizing a need and getting it to the right resources. I'm just interested to see how we can strengthen
that. It's the same residents. Yes. So it's the same families we're talking about and so I'm really
interested in how we can strengthen a relationship that we're talking about the same families. And so
I know that staffing, but creativity or even just a regular, scheduled, just as you patterns
and such a engaging in understanding what you really helpful. I think just to add to that,
coming from this sort of system, that partnership probably could just strengthen more between the school
system, or at those types of certain centers. Because there's a whole, and homelessness department
that you're carrying the schools. And I know there's some gap in actually communication between them
and the county with being able to collaborate. So I think you never fully tear into city being added to it
that that relationship needs to be fostered first, so that they are collaborating.
For example, school social worker and social worker that may have a case for a particular child,
they don't collaborate. Instead of having you serve the staff child effectively, those parties that are
dealing with that stupid or collaborate. And so I don't know what's we at the city going to live where
our piece is on that, but I think they helped in your start with the school system, what they're doing,
and bridging them to the services that they were receiving, that we had seen it as a gap,
that we didn't have on the city from the city level that could help support.
All right. So we have a update on where they tell me homelessness task or
is in their process. I know that I was assigned to it. I think others have been assigned to it.
Since November, I've not heard anything. And I don't know, are they working and I'm just not getting the information,
or are they not working? We are. So staff meets what's the month before that task we're meeting. So we,
that last month, maybe itself, had to be canceled. But we are still working together and collaborating,
and there is work happening. The next step, I think for the county is like a formal adoption,
about almost strategic plan. I don't know that has happened yet, so that's sort of what they wanted to do,
and then we cannot collaborate from there. But yes, that group is still communicating and working.
Okay. So those of us that have been appointed to that group, don't know. Okay. What when it is, when it
meets, if they're working, the next thing has not been said, the last one was canceled. So I called because I
noticed Tammy was not on the sheet. So I let Robin know that we need to make sure because right now, I mean,
if there's been any correspondence in the last little bit, we haven't got anything to finish.
And my understanding is, you know, in the past, I think we've had one person where you want that,
as well. So two people on it. But I think we're allowed three slots. We've got six slots. We've got, we've got.
So I'm going to make sure that we've got all four of them. That's the number of slots that they're aware of.
Work people and that they're even so that. So I spoke to Commissioner Jones and he has said that he would let us know in the next day, this man's schedule and piece of wear of the four people that Mary Mary Kay had appointed. Right, right.
Thank you very much. I'm also concerned that as we work on.
It's the next social.
And then the hotels after that, which I think are on district one, that we need to start looking and preparing, budgeting, figuring where the money is going to come from.
For those folks that are living in the hotels as well and that.
Does any of that work we can do before those hotels are closed down and moving folks out or at least getting ready for them so that it's not a fire drill that night at 10 p.m.
to try to find tons for those people because we know they're there. We know they're at the hotel.
We know that the folks that we some of the folks that we had at the Howard Johnson's just moved into another one that's just as bad if not worse.
And so hopefully we don't we can just move on one time.
And if we can start working with them, then perhaps there are the ones that we start with the monthly income.
You know, and start addressing that and get them out of there before the crisis.
Close it. Sure.
Anyone else with a question?
We've got one more item.
Anybody else?
Mr. Cityman?
Thank you, Mayor.
I would say there's a reason I wanted both of these together.
So I would challenge you as we've purchased a retreat.
If you had thinking, then I would start it out.
I can tell you next week when you listen to our but longer range of things.
This model, these two models together do not are not a sustainable model.
They're not just needs you to know that.
And so we've got to make some decisions.
Some longer range of citizens.
I will say this.
We have got phenomenal staff.
I know that everybody's passionate about making sure that we're taking care of folks.
But the reality is we've got to make some decisions about how we position ourselves as a city.
So that we can be more long range longer range sustainable in providing services.
You just said something.
I got to talk my head.
I don't want to put it out there.
And it's been here about how we utilize our space.
Life will take.
Can we be a better part of the different ways.
So I just tried to be prepared to have those discussions.
As we think.
How we position ourselves with that partners.
Also, I want to do more often this one thing too.
I know we have a lot of work sessions.
We've got a lot of conversations going on.
It's something when I talk to my counterpart.
I think the new on this task force director as well as the.
Under his counterpart with the county is going to do a work session for hot points council at some point about what those models look like and what the kind of positions are.
So that will be a great time also for us to kind of have some question and answer from them and listen to what their long range plans are.
So.
If we don't have a lot of of welcome.
That's okay.
Yeah, that that's okay.
And thank you for your help.
You're here.
So I'm like,
I'm sorry.
I'm going to do a.
And I'm going.
Or,
but this is a matter of what doesn't come out.
It's just a matter of what doesn't come out.
It's a matter of what isn't happened.
It's a matter of what's going on.
Just give them a forecast.
I think earlier, Tanya had a question about working with the Legislative agenda, I told
that you could have already been working with other departments in receiving information.
Make sure we need some of the deadlines, some of the things that I'm just wanted to hear from you.
Yes.
So I don't know if you remember, but probably, probably back in October, I started asking
departments to send me their legislative agenda priority matters, and we're trying to get
this done.
We're actually in the end of the year, but nevertheless, I'm getting updates about legislative
priorities.
We're going to be going to join in with ACM and Aliva, and we're going to narrow those down
probably to three or three to five priorities that Council will approve, and then we
will call the delegation in and pinch it to them.
And at the top of the list, probably housing, we're talking about transit, we're talking
about infrastructure, gears, things, not only are on the needs of the city, but also are on
the needs of the world games, Twinkly Nine, but also their earmarks, the earmark of the
earmark of the year is starting to get better, it will close rapidly if Council wants us to
run steps.
But if you always certainly can, if not, we'll pitch for earmarks to see where we land on that.
I think I sent something out or try to send something out that we got a million from Representative
McDowell.
I think that's for water resources, or water resources.
We've got Lisa work with our federal lobbyist checking into some things, and our government
just opened up, I believe it was yesterday, with the passing of their appropriations and things
of those opportunities should be open up.
Our state still does not have a budget, but hopefully sooner than later it will come, and so
it will get that.
I'm trying to have something to the communications team that March, early March, and so
we should be bringing something to you all soon to get approval.
I'd like us to also, I think, at the Housest, to also focus on Senator Burgers, new committee
on property taxes.
This was a hot topic at the NCLM meeting today, and there is a concentrated effort in
the Senate to eliminate property taxes, or to require that worth reevaluations that you
cannot, you must go revenue neutral.
It's a huge problem for cities of all sizes, but the concept of taking 60% of our revenue
away, and the city still being able to exist, and there is a big push for it.
It's election season, and it sells in some communities, and it sounds great until you realize
there's a huge takeaway property taxes.
There is no money for fire, for housing, for police, for road infrastructure.
Those kinds of things, and that is a hot topic with the state, and we've got to be proactive
in terms of our relationships with our representatives, and at the state level, and we're
going to have to take it at the role in helping our state legislator to know what that means
if the state, if the legislature takes away property taxes, what does that mean to our city,
and what impact will it have, and it's very concerned.
Anybody can, in that scenario that you heard today, that draft, or a bit might have been,
whether you're talking about requiring mispalcies to be revenue neutral.
Where do they provide for annual pay increases?
A couple of these.
Or is that by cuts?
We're cutting services to pay increases, so then it's a chase to the bottom.
It's a chase to the bottom, is the way it's looking, and they think that's reasonable.
Also cutting the corporate tax, so we'll be zero by 2030 or something very close.
This is a national trend, eliminating property taxes, it's a national trend, however,
North Carolina is different from many of the states where this is seriously being considered,
because here in general property taxes make up roughly on average 60% of the budget,
different units of power, and it's there different percents, but in some of the states that are
eliminating property tax, it only makes up 17 or 20% of the budget. It doesn't make up a 60%
under budget. When I get the hard copy of the power point slides, I'm happy to share those with
everybody, though, should be getting to us today, or the next couple days at some point, but
yeah, it's because the state controls the sales tax rate we can chart, and it's not like we can jump
the sales tax rate up. The other thing that they're doing along with this, that may go hand in hand,
it is eliminating more types of properties that don't have to pay property tax.
I would add a little bit of color to that, I just recently had some conversations with other
city managers in California where this has been in place for a while, and so the consequence is, of course,
we've got to continue to services as a municipal government. So it puts local government
set of positions or cities as a position that you tax, whether it's new development or your existing
residence, and in much more stringent way. So I think we all know what that leads to. So you end up having
spaces where only those who can thrive are in spaces and then the rest are just left to deal with what
they have. So I think there are a lot of significant challenges that they would create for us,
I would say that. We're talking about some kind of combination of user fees or road taxes. So here on
friendly or random or summit, you have a toll booth, and you click the money that you lost to your
taxes. Yes, or you know, a new development comes. So that new development will be based on
those residents that live in that new development, knowing they're going to pay an additional
tax to receiving services that they've received on a regular basis. It's not here, but when you look
at some of what's being contemplated in terms of eliminating tax property taxes for all seniors,
all veterans, all this, all that or the other category, all businesses, and it's one of the,
you know, something that's being proposed, that just puts more and more of the tax burden on the residents.
So their tax rates just have to continue going up to be able to afford police, fire,
roads, etc. It was kind of eye-opening for me. You know, I had heard the rumblings of a
eliminating of some states eliminating property taxes. I didn't think it was really serious for
North Carolina, but apparently there's a big question for it, and I can tell you that Senator Burger is
very much in favor of it. He is in a very difficult race, and you know, that may be this may
become an election issue for this year. So I think when we're talking about when we're in the
community, we need to talk about the fact when people are saying, yeah, eliminate property taxes.
Okay, what does that really mean? I think we need to understand that. We need to have a unified
voice in how we deal with this issue sooner rather than later. Yeah, thank you. When it comes to the latest
slide of the agenda. Thank you for the information, yeah. Because then everybody, everything would be
famous. No, no, no, no. That's not it. No, no, no. All right, we've finished. Any questions, any further questions?
Here and none, I would accept the motion for adjourned. What's a judge, you're on?
Yes, thank you very much. Thank you very much. Thank you.