--------- The August 3rd, 2026 Charlottesville City Council meeting will come to order. Miss Thomas, will you call the role, please? >> Councelor Fleer, >> here. >> Vice Mayor Ashin, >> here. >> Councelor Payne, not yet. >> Councelor Snook, >> here. >> And Mayor Wade is absent today.
Um we do have a quorum so we can move forward with um our uh Is there a motion to approve the agenda? >> So moved. >> Second. >> Um are we logged in? I know I'm not logged in. >> Sure. All in favor say yes.
>> Yes. Yes. >> Um motion passes. Uh for the benefit of the public, this meeting will be divided into three sections. Uh first will be a work session to hear and discuss presentations that do not require a vote. We do have a close session tonight and then uh the business meeting will
begin at 6:30. There will be opportunity for community input at the 6:30 meeting. Um are we ready for the anger report? >> Yes. Good afternoon everyone. >> Hello counselors. Hi.
>> I'm here in a different capacity than you usually see me. Good to see everyone. Uh well before we get into the slides but by the Hunter Smith, deputy director, Department of Human Services overseeing adult programs. Um the team is back
here. Everyone can take a wave. Thank you. Um, before I go into the slides, I wanted to take a second. Uh, we had lunch Friday and I realized when I put the slides together and sent them in, I didn't really take a minute to to compliment the team in the slideshow.
And so when we were at lunch, I was thinking about how awesome these individuals are. Uh, they really kind of demonstrate what collaboration kind of can be. We got fire, police, mental health workers, and every day in their cases, they're able to work together and solve problems in a
way that's very unique, and I think we can learn a lot from how these people work together. I'm very fortunate to be able to work with them, and watch them do their work is pretty fascinating on a day-to-day basis. So, I wanted to point that out. Um, also to be able to work with a team of adults that come to work prepared, ready all the time, whether
I'm available or not, is something I wanted to point out that isn't in the slides, but I wanted to make sure to to draw attention to that. There they are back there. They're awesome. All right, here we are. Here's folks. We have one person missing tonight. Uh Mr. Connory from Fire. Uh this is a picture of the
team with the van that we use uh when we're able to use it to help, you know, various various citizens and people that are in need. Intro, kind of a brief introduction. I'm sure you all are familiar with the team, but I wanted to kind of go over the basics again. Um, we respond to behavioral health, mental health, uh,
related calls to 911, ECC, uh, with the aim to reduce the criminal justice involvement for neighbors to whom we respond. Uh, we actually have a very good relationship with the heart team. That's the county's uh, version of what we do. Uh, they provide a similar service. We actually went to Texas to a to a a conference this year together
with them. It was pretty pretty fascinating, pretty awesome. Uh, we have a long list of community partners. We also also assist in our work. region 10 health department and different different programs in town. Uh the members of our team, we have uh three different departments that are
representative. We have one QMHP qualified mental health professional um part of the human services staff as of July 1st this year. Uh one peer support specialist also newly kind of part of the the city now human services department. Uh we have two CIT trained police
officers and two Charlottville Fire Department CI CIT trained firefighters SLE EMTTs. Um my role is really to provide operational support and assist on calls when necessary and available. I really wish I had more time to do that. Um because it's really like the highlight
of my day, but lately there have been some things that have taken me out of that kind of response um ability, but it is really fascinating to watch the market in a city. Our current hours of operation are Monday through Friday 8:00 a.m. to 6 p.m. the purpose and the goals. And so those
you aren't familiar uh we really uh work to seek seek to help the people with uh needs of individuals including opio opioid overdoses. Uh we are within the city limits. Um we provide trauma-informed and culturally responsive support to those people. Uh
we want to connect residents um to stabilizing providers for long-term supports and prevention services. We want to engage in harm reduction efforts when necessary. Uh we want to prepare the community to implement the market alert legislation that's still ongoing. I think we're kind of ahead of the curve on that. We're doing really great with
that. Um the way we define success is a working definition. It's a difficult thing to really ascertain and to kind of nail down when working with, you know, very specific individuals. Uh we do want to minimize the need for criminal justice involvement for individuals experiencing mental health and behavioral health crises and assisting
those individuals with obtaining other supports. Uh we we would like for people to agree to voluntary hospitalizations when they're when their needs can't be met in the field or on scene. Uh volunt voluntary wellness recovery admissions uh at region 10. We want to reduce ECC utilization when necessary. We have an
example of that later that we were really successful with this year. uh and to decrease arrests. The major activities we engage on engage in regularly uh we respond to active calls from ECC. [clears throat] We engage in follow-up calls u identified as as the mental health
needs. So if someone we're responding to on a on a Tuesday, we might follow up with them, you know, later that week to see how they're doing, what the outcome is going to be or has been. Uh we can perform welfare checks. uh we collaborate with first responders and intervene to support the community member and their families in crisis. So
sometimes the person we're responding to might be the individual that's having the mental health crisis. Also could be somebody that's there living with them or or connected to them. Uh we also collect and analyze data to respond in community needs. I have a note here too. We we are tenally uh tenatively invited to
participate in in uh the NAMI conference uh here in September. It's actually the Boris head. So we're going to work with our team on that. It's going be pretty awesome. Next slide. Here are our statistics yeartoear. It's not the most beautiful representation of the of the statistics,
but they're there. Uh, one of the things you that I noted here is that from FY25 to FY26, we had a reduction in numbers of calls of service, but we we served more people. And so that I think is a positive statistic. So that means we're seeing the same people fewer times.
we're actually reaching out to more people. So hopefully that's going to continue where we're not having to see the same people over and over again. Uh one thing you might note actually before I go into that just for people to know encounters are is how we define each call we go on. So may have multiple
encounters for the same person over the year and so that's why that number is where it is. Um unique neighbors would be the specific individuals that we would encounter. And so went from 20 222 in F25 to 239 in FY26. [snorts]
And you can see the demographic information there too. And so this kind of a way we looked at it. It's like in counts per neighbor. FI25 was two and it went down to 1.75 this year. I think that's a positive positive move. Um the call types how we identify them in our system which is called Gelato. It's how
we track our data. Um active calls are calls that come in through ECC. We go out make contact do the work. follow-ups I desri described earlier. They're both post crisis interventions. Collateral will be people that we would kind of come in contact due to the crisis. Maybe not the direct person that we're
responding to or someone someone there and other just as a few that just be anybody that wasn't those three. U the bottom of the spreadsheet you see here as a primary concern for call. Um you
might notice that it appears that the mental health calls went down from year to year. That's a result in the team noticing more than one episode or more than one issue, primary concern on scene. And you can see the behavioral/behavioral mental health calls that combination
went up as well as other and multiple. And so we're seeing a wider range of uh issues we're call being called for. And that's a data point that we'll look at over the next few months to see if it's how we're identifying them, if there's issues in how we collect the information, and what we're seeing on scene and how to document it properly.
Before I go on, I'm going to take a minute. Anybody has any questions, observations in the moment. >> The there seems to be several overlapping primary concern >> classifications. How how are those how do you categorize
the case? >> That's a great question. I think that's one of the things we have to look at this year. Oh, actually not this year, for for the upcoming year or the current fiscal year to see why we're doing that. And I think that's because like when you when you the system lets us pick more than one. So we can pick a few at a time. And I think the thing we need to
discuss internally is what we how first of all how we define primary concern. How are we defining if there's a primary concern or not? And then how we're identifying whether something is one or two or three and getting better about how we how we put that information in or do we report in it differently to lay it
out in a in a in all the different types of concerns. Um that's a great question. something that we noticed when we looked at the data from year to year. >> I have a question. The >> female number of encounters
>> jumped like 20, you know, plus percent >> over the year. Do we have any idea why that is? >> Not yet. Not yet. We just ran this data after the fiscal year. >> Oh, >> and so we haven't had a chance to really kind of dig into that yet. Um, we we
probably will take a look to see how many of those were maybe followup. We don't I don't know about like how the like what the reason they're new. I don't know. There was from somebody from the previous year into the second year. We're not quite sure. Um, so we'll probably look at that ourselves and then talk to the people that run this manage the service too to help us figure out
why this why the information is getting coming in that way. But I don't have anything to to really enlight you with right now. >> That's fine. I know Gelato does that. So they should we should be able to get that granular, but that'd be interesting because it's tracking and unique and overall. So I'm curious why that's
happening. >> I don't have any anecdotal information for you on that at this point. >> So this year we thought we'd add some stories to the to the presentation, not just the numbers. And so we got together and talked about what we thought would be good examples to share with you. Uh,
one of the examples that we had, I think it's this fiscal year, no, I think it was LA, it was last year, last fiscal year, we had a neighbor that called. Um, she was kind of navigating active active substance abuse along with symptoms of various mental health diagnoses. Um, we
showed up, we're able to help her, get help, get her medicine, help her give a place to kind of calm down and talk about the issues and we're able to get her into um, wellness recovery. and [clears throat] she reached back out to us sometime later that things are going well and she's feeling much better about
her her situation. That was an excellent example of what we do. Um we had another neighbor early this year that called ECC for himself. He was self-reporting issues related to mental health um and some behaviors that were associated with that. Um and he responded very well to a
multi multi-disiplinary approach. Everyone was trying to talk to him figure what he needed what he needed to do. He actually responded to the officers in that scene uh more than anyone else that was that was on scene and he received a voluntary assessment at region 10 took him in and uh it
resolved successfully. [snorts] Um we had [clears throat] a neighbor who had been repeatedly calling 911 for hallucinatory and delusional experiences um repeat I mean many times per day. Um, and through anchor and her connecting with one of the staff, we're able to not
eliminate but dramatically reduce the number of calls she's making to 911 through a sustained intervention, which we call part of the follow-ups. So, we stayed with her and those calls have remained low from that particular neighbor. Yes. >> Um, so in that scenario,
do who who calls Ankor? Does the ECC say, "Hey, we have a case that might be good for you all." or who's the referral? >> Um, in in that case, we can once we get to know the individual, it starts with ECC. ECC calls and they [clears throat]
they you know, they let us know, we go on or maybe PD officers that on scene will call us in too. That happens most of the time. Actually, we're called on the scene most of the time. And once we get to know somebody, we can work with them directly. And so, we end up with a relationship with with the individual. So, it doesn't have to be a 911 call
every time once we get to know them. >> We might have some added Yes. I just wanted to add too to that. >> Do you mind coming to speak into the microphone so people at home can hear? Thank you. >> Hi, I'm Norman Dice, one of the mental health uh behavioral health people on
the team. Um, and just to add to what Hunter was saying, the ECC also has a clinician embedded in it, Dr. Courtney Anderson. And so when there are calls that come in through ECC that he flags as potential mental health or behavioral health calls, he's able to put in a referral directly to Anchor through that as well.
>> Okay, great. So there's that direct line of communication and referral opportunity. Okay, thank you so much. >> He can also like handle issues on the phone as well and make referrals at the same time. It's very cool. >> Are you backing me up? I love it.
Um the next one we had a neighbor who would call 911 uh had 911 called him for service. He had been observed walking in town on carrying some weapons reportedly to minimize contact with other people and his own safety. Um through anchor and this person's care team. A plan was developed to help establish safer
behaviors that led to reduction in calls for service. This person was really carrying a weapon for his own protection scaring a lot of people in in the meantime. And so, uh, Anchor was able to work with, uh, his care team officers on on on scene to get this person to kind of adopt a new way of behaving to
eliminate or reduce the number of times 911 was have to, uh, was called to respond to him. Uh, in that kind of same situation. And the last one, uh, neighbor had CPD onseen experiences unknown mental health diagnosis. There was another weapon on
scene, a different weapon, different scene. and PD realized there was a need for alternative response. They stayed on scene. PD anchor and reached a mobile crisis who we were able to call on the scene. Mobile crisis works from what I understand when the when the person that's experiencing the crisis request the service. I don't speak for them but
that's how we know it to exist. U and they work together to assist this neighbor to voluntarily seek treatment at UVA. And so those are all examples of of of a situation that could escalate pretty quickly. And with Anchor there and the and the partners that we have, we're able to kind of reduce, eliminate, and kind of make the scene safer for the
people that are experiencing that crisis and for neighbors as well. Am I good? Thank you. Future and ongoing goals. Um we're working on developing a care navigation team to support neighbors after crisis. uh this init initiative
will help neighbors uh help assist neighbors with immediate next steps to reduce the need for subsequent crisis related calls. This would be kind of an expansion of follow-up or someone would help really connect the next service. If someone has an appointment to get their mental health uh treatments, we would
actually have help get them there for if they need medicine brought to them, we could do that or a multitude of things. Um really to kind of continue to minimize how we use 911 here uh for these neighbors. Um, we want to develop a robust and multifaceted training plan that's centered on best practices for engaging
neighbors in crisis, but also for situational awareness for the safety of anchor team members. So, a combination of like what PD might do or what mental health clinicians might do and what fire and rescue might do. And so, we're going to try to develop a more robust training training tool for that type of uh
approach. Uh, continue ongoing community outreach and education. uh keep partnering with other similar co response teams across the country and we're going to continue to analyze data to improve and enhance operations. We do have one position currently slotted for care navigation hopefully to begin in
January we hope to start that up. This is the last slide. It's a picture of us at the conference in Dallas. Sorry Hart didn't get invited to the picture so they're not here. Um that's all we have. If you have [snorts] any questions for me Norman or anybody else back there
feel free to ask. All right, great. Thank you. You're [snorts] welcome. >> Um, we'll start over here, Jen. >> Okay. Um, thank you for that. It's exciting to see that work getting done um and so productively and effectively. The how so dispatch is coming through
ECC, regular 911 calls. How do you know when you hit the tipping point for needing your own dispatch? >> That's a very good question. Uh, currently we're pausing on that. I think both talking with the heart team, there's some curiosity around how the
calls are kind of filtering through their system and we're not 100% sure those calls are ready to be dispatched directly to the team because because what we what we hear coming in and what we see on scene can sometimes be different. And so until we have a better sense of like being clear what those calls are, we're going to pause and
we're going to have patrol officers on patrol, people that that we know uh either make referrals or call us to the scene once we know. Uh we've seen a couple examples where and the county sees it too reportedly from heart that the the call for service doesn't quite match what we should be doing uh when we
get there. And so it's important for us to get that kind of worked out. So we're currently going to function as is. >> And so the referrals there aren't direct to heart referrals for the public. It has to come through >> ECC. >> Anchor. Yeah.
>> Yeah. No referrals to Ankor. It has to come through 911. We we do have I mean there are cases where Dr. Anderson, for instance, can make referrals to Ankor through that's kind of through the ECC process. But yes, primarily right now it's through the 911 911 center um that way and it's typically officers calling
in uh requesting the service. >> Oh yeah, there's the email process. You want to want to add to that? >> We can get them through. >> Thanks, [laughter] Tammy. Since we're broadcasting, we want to make sure that everyone can hear and
>> the mics don't quite reach that far. >> Thank you. >> Hi, I'm Tammy Shifflet, one of the police officers on the team. Um, we do receive text messages from officers. Um, we receive them from the heart team as
well and we also get emails from both and we follow up with individuals um, that way also. Great. Thank you. >> And then um does
the how much of your time is spent on follow-up versus on scene? >> 10%. >> Yes. >> 20%. >> 20% >> 20% of the time. So the new care management is like a traditional community parame medicine kind of model where you're doing some proactive
connections to high utilizers or known >> I wouldn't call it community parame medicine okay necessarily um what we're seeing is that there's there's similar issues that come up with our clients meaning a lot of them might have an appointment that they they maybe have scheduled and we know they're just not getting there like they're just not able
to get to the place they know it's there it's been made and so that would be a good example there could be some sort of maybe housing related issues that person needs help with or there could be issues with like accessing food or accessing different benefits and things that would really like that are technical things
that we could help them do to improve their life. And so we're not talking about like typical case management but could last 6 7 8 nine months. We're talking about maybe you know zero to 90 days max and really highlighting those those kind of critical issues that someone needs to kind of just get over
and get through. But when they're when they're not when they have so many stressors in their life, those things that might seem simple and concrete to someone else maybe might be just too difficult to reach. And so having someone assigned as a car navigator would work directly with the anchor folks. So for example, if Norman maybe,
you know, has somebody he wants to, you know, do that with, this person would work maybe with Norman um to figure out what those things are, what's the short-term care plan, and then execute that plan and get them through whatever those steps are. Maybe it may be even connecting them with family that they're not quite sure how to reach out to. we could help navigate that too. And
>> so there's some examples around the country doing that and we're going to lean in on those. During North Carolina has that program and so we'll probably lean in on them and other folks we met at the conference in Dallas as well. >> Awesome. Okay, last question. I promise the um what I know the anchor team has a
slightly different model, you know, but is there some and they've been around a little longer. So, is there something anchor team is doing or is um you're partnering with that you'd like to see more of for there's something the heart team is
doing that the anchor team wants to do more of or that could wants to partner more on? >> I mean, they have they do have somewhat of a care navigation process. >> Okay. >> I don't want to speak for them, but I think if we're going to duplicate anything, it would be a little bit more
of that. >> Okay. >> And that's kind of where we're headed anyway. Yeah. Um the plan is take the next few months and try to kind of get a better sense of what those specific things are and maybe make come up with a list of what the most important ones are and then build it into a plan and then hire one person to do it so we don't
overhire, you know. So, um that's kind of how I would respond to that. >> Yeah. Great. Thank you. >> Thank you. >> Great. >> I I don't have any questions. I'm just very glad that you're up and running and doing so well and uh that you're
apparently fulfilling the hopes that we had in creating y'all. >> Definitely. Definitely. You got a good You have a good got a good group here. For sure. >> Great. Michael, >> I [clears throat] guess since you know one of your next big priorities is for that increasing your capacity to do the
followup. Do you have a sense of kind of scale of how many people the outcomes aren't improving after you intervene in terms of not being able to follow up with region 10 or whatever service they're directed to maybe isn't providing the level of care they need?
>> I don't know. I I think I think some of that part of what we'll probably see what I anticipate we we see is that there maybe are barriers between partners that we're not able to address. And so if there's a maybe a systemic barrier between a between what we do and the next partner, that person might be able to help kind of outline that and
work through it. I would say with one person, we wouldn't go over 15 people. And so it really the question you're asking is interesting because we may have a few people that are having a lot of 911 calls generated towards them. And that might be somebody we work with. And so some of it is trying to figure out kind of what you're saying over the next
few months, like who are the real primary target um kind of uh issues that we're facing that we want to address. Um, I think we could narrow it down to about 15 of the ones that could really benefit from kind of ongoing kind of uh support management and then really
hopefully we be able to hand them off to somebody they're already associated with. So, if we can make that relationship a little stronger and let them know that it's it can be okay, we can kind of do that, give them to the next person and and kind of be ready for the next person that shows up. >> That's the idea. Mhm. >> And sometimes too we we may we als often
find ourselves help and educate people who victims of strong work someone who may be associated a loved one of someone experiencing mental health crisis educating that other person over what their what their options are and help them understand the situation as well. That could be another feature of that. Mhm. And do you have a sense of kind of
rough scale of, you know, how often you're getting calls for service that you don't have the capacity to respond to just given your staffing limitations? >> I don't really have an answer to that question right now. I mean, when you look at the heat maps, they show the
hours that we're covering. And so, we were able to cover most of those. Um I think that if we were to move into different you know times of day we could talk about kind of resource management too like what would we need to do to expand the team to cover those times. Um what I've kind of noted is like most
people are calling ECC during working day. So that's what's happened you know. Um so that's when people are around witnessing these things. Mo most these folks aren't calling on themselves when they're having a crisis. Someone else is the one observing them. So it's hard to know, you know, really how to answer that question specifically what we're
missing. We don't really know. >> So I guess would you assess like your primary constraint just given the staff and resources you have is just the times in which you're able to operate like what if you had additional capacity? What are the things you would look to hope to be
able to do? I think most people would I'd like to know more about what the the you know the kind of the reality of what nights and weekends would look like if we were to go there and what level of staff we would need to cover that. Um when you look at the the data though it's not a huge demand for it as they
cover it in through the ECC when they show us that information. U there's some calls but they're definitely hotter from 8:00 a.m. to 6:00 or 7:00 p.m. at night. Um there's no doubt about that. And so it's more about I think right now the the capacity issue is more about
supporting people after which is why we're starting with that and then we have to examine maybe what's happening in the evenings and over the weekends to figure out what that would be but there's not I don't think there's a huge demand for that right now. >> Okay. Thank you. >> Thanks. Um I my expanding hours was one
of my questions. My other one was um you mentioned uh you touched on a relationship with UVA Health and sending folks there for care. Can you talk more about that relationship and how since Ankor and Heart are relatively new um
how has that relationship >> been built and fostered and what kinds of care is provided and um you know what is what is that like >> through UVA? >> Yeah. >> Um mostly that's taken folks up to the behavioral health unit at UVA. So they voluntarily admit to when they
voluntarily want to go, we assist them to get there. We walk them in. We help them get situated. We kind of hand them over to the to the staff there, the region 10 staff and the hospital staff. And after that, they kind of take it from there and then they make the determinations over what the next steps are if they're released, if they're have
to go, you know, for further treatment or things like that. Um, and then we, you know, depending on the what the nature of the crisis was and how well we know that person, we might do our own follow-up afterwards. Uh but but really the relationship is is you know
relatively simple. I mean we we have a very simple process. They know us. They know what to expect. >> We can call and check on things and we have a system where we can divert staff to go get there ahead of time and get [clears throat] everybody ready or we can make all kinds of decisions at the moment. But they're very they're they're they're very good to work with.
>> Okay. Great. So they Yeah. That they know you all and >> they know us. They understand what's going on. Okay. >> Yeah. They're they're pretty clear. we bring somebody in, they they know that they know the drill and and they we work pretty seamlessly to to do that. >> Okay, >> I would say. >> Great. Good. Um, excellent. Um, if
anyone else have any additional questions or >> um comments? Okay, great. Thank you so much and thanks team. Yep. >> Um, and then we've got our homeless service update from uh Misty >> Roman. Oh, [clears throat]
>> I saw Misty pointing to somebody else. [laughter] >> I indeed am the figure she's pointing to. I'm sure you would much rather hear and look at her, but I'm here uh to give you the uh the update of what we've been
doing over the past two weeks and what we intend to do over the next two weeks. Very similar to what I did last time when I uh stood to speak with you all. Um good afternoon, counselors. Um as you already know, I am Roman uh with the
assist uh assistant city manager with the city manager's office. just here to really go over what we uh have done over the past two weeks. So um I'll start off with encampment outreach. As most of you know, the assessment and pit count,
point in time count team was deployed for two days to initially interact with the occupants of the encampment. On uh the following week, the assessment teams Thank you, Misty.
She's so helpful. Thank you. [laughter] The assessment teams uh that consisted primarily of UVA clinicians and um our local providers to include Patchchum maintained a presence at the riverfront where they set up uh two tables, two
kiosks. uh one of them on the zero east high side and the other on the free bridge side using the data from the assessment uh and pit count uh to interact with uh the folks down in the encampment. Um the
goal obviously was to connect individuals to resources using the assessment data that was collected. Uh so far the team mentioned earlier had been able to make 54 connections.
Yes, 54 documented connections. Those connections include SNAP benefits and applications, health care coordinations, uh employment and education opportunities, case management intakes, scheduling follow-up appointments,
identification and vital records, uh behavioral health and recovery support, and um re-entry support through Home to Hope as well. Just a little bit on internal logistics. City staff uh has gone through the
encampment with encampment residents uh and began the process of flagging items uh items that have been discarded or otherwise abandoned. Uh and soon we'll be contracting with a contractor to begin uh removal of those items. Parks
and Recks continue daily trash collection and provide garbage bags upon request and those bags are placed uh in certain areas of the encampment and picked up on a daily basis. Of course, we continue to have our weekly coordination meetings. Uh our
last one was last Wednesday and we're due to have another one tomorrow. This is our internal team uh where we take care our internal coordination and communications. Um what we're doing currently is developing a process to track associated
cost with the encampment closure as well as cleanup and restoration. Next, I'll talk a little bit about engagement. Um although the city has taken the lead as it relates to emergency shelter operations, our goal really remains the
same and that is to collaborate with our partners, our providers and other folks to ensure that we open holiday drive as close to September 1st as possible and with a viable shelter operating plan. We're close to identifying an entity to
assist us with that. Our internal communications team has created an engagement plan that will ensure proper collaborations with entities such as the business community near Holiday Drive location. Understanding the original timeline has been tremendously
expedited. Engagement with uh the area businesses is necessary to ensure that we keep our businesses and public at large involved and informed as transparently as we can. I will offer that today we also went down to Holiday Drive, the business community down
there, uh myself along with the police chief, uh our providers, local providers as well as a few other individuals from economic development just to have another touch point with our uh businesses in that area. We spent about an hour and a half in the area just
talking with the different businesses um and uh really just kind of filling in some of the gaps as we know them now. uh some of the informationational gaps that existed. So, we'll continue to do that. Uh CPD is also scheduling another community walk, one of their weekly
community walks in the area as well. So, we'll go back out uh and answer questions and update accordingly with any new information. Next, I'll talk about technical assistance. I wanted to talk with you a little bit about uh the fact that
Community Solutions along with C Clutch Consulting traveled to Charlottesville this past week and work collaboratively with the assessment team. After spending time in Charlottesville, they have offered their technical assistance to us that will uh partner with us to utilize
the resources available to connect with landlords and housing opportunities with current individuals in the encampment that were part of the assessment. They will also train city staff on case management, which will better prepare our staff continue to continue the work
that the assessment team started. Forgot to change slides. Sorry. And they will also uh continue to advise us on technical matters pertaining to the encampment, the encampment closure as we request. Lastly, I will talk about
safety [clears throat] and security. Uh the Charlottesville Police Department uh and the Charlottesville Fire Department maintained a dedicated presence in the encampment. Following the most recent incident, CPD increased patrols and maintain and enhance public safety
presence in the area, including overnight areas. Also, the on-site cameras uh continue to enhance safety and situational awareness at the encampments as well. That being said, obviously, we have a few key takeaways
that I just wanted to reiterate again. Outreach efforts continue to connect individuals with service. That's what we have been doing. The work that has been doing and that is the work that will continue. Operational support remains in place while cleanup preparations
continue. Planning for the opening of the temporary emergency shelter located at 2000 Holiday Drive remains a priority for us and community engagement and transparent communication also remains a priority which we are committed to.
Collaboration with our local providers and partners continue to be prioritized as we continue to have conversations with them and of course include them into any decision-making processes that we are uh engaged in. Enhanced public
safety presence is an ongoing is ongoing and likely to last throughout the closure of the encampment. And with that being said, um that is my update. I'm more than happy to answer any questions. Misty is here with me and she has agreed uh to help me along the
uh questions that you all may have. >> Great. Thank you. Um I'll start with Jen again since you're leazison on to the group. >> Uh okay. [laughter] >> I'll go last. Go that way first.
So at this point what if anything you know can we say about um where things stand in terms of a potential operator? Yes, we have certainly uh come to a point where we think we have identified
someone who has the capacity to do that and uh we are still uh working out uh some of the nuances along with our city attorney's office uh to make sure that we have dotted all the eyes and crossed all the tees. So not quite to the point
where uh uh you know we can say that we have a formal agreement with someone but certainly that is what we are working toward. >> But so at this point the primary thing left to figure out is on the city's end kind of compliance and legal questions
or there still outstanding questions beyond that. um what's the scale of investment that we'll need in order for you know an operator to be successful there? >> Sure. I think the answer to that is E. All of the above. However, there will be
some uh conversation obviously tonight uh uh later on in uh this council meeting that will probably answer a few of those questions that that you just asked. >> The biggest of the questions that you're posing, councelor Payne, is um the cost. Uh we're working through that, but there
is an agenda item that you have later today that's for $4 million. It's a multi-prong approach and I'll be explaining that later in the business meeting as well, but the intent is to be able to retain the services of multiple organizations as mentioned uh by Mr.
Roman. So cast community solutions and clutch >> in so I know in the point in time count and assessments that have recently been done that's a very naturally difficult data set to collect there's a lot of confounding variables in terms of how
things you know go you know once it's publicly known that there's a clo um um closure date for the encampment and whatnot but given all those caveat kind of what are some of the broad trends you've seen in terms of the um data
you've been able to collect at the encampment? >> Yeah, at this point um truly still assessing the data. U Misty, correct me if I'm wrong. Feel free to jump in. Uh currently still assessing the pit count data. Obviously, the pit count is a
point in time and uh so Misty, did you want to add anything to that? The point in time count was organized by Brack and as I understand they're still going through the data >> because in addition to you know finding individuals and those observations [clears throat] that were made on that day and that or that evening and that
morning they're also taking into consideration how many folks have utilized shelter. uh they work with the school system to identify how many families are experiencing homelessness and um other like emergency hotel stay programs to make sure that count is
all-encompassing. As for the assessments that are at the encampment right now or has been done with partners and Patchman UVA, they're identifying things of um you know what are some of the basic current needs that they need in order to
to go. We haven't analyzed for age although I believe that was one of the like the demographic information or race. Um we have that but it hasn't been formally compiled yet. Really we move just quickly on do you have an ID what are the practical things that we can
connect you with right now. So we haven't looked at it for trends. Mhm. I think that makes total sense and it may just be um data that we naturally just won't be able to fully known. But I am curious,
there's been multiple media reports, you know, that in um several weeks to several months ago, there were 70 tents that they identified. We've heard informally like a maximum population was around 115. That number may not have
been, you know, certainly probably was not based in, you know, any kind of census count or formal count, but to kind of get a sense of how many people were there at the max versus how many people were counted during this point in time process and how many
people may have dispersed to other areas as soon as it was announced that closure is starting on September 1st or as soon as it was known that there were um nonprofit and city workers coming there in order to do um a point in time count um if that makes sense. But that may
just that may be data that is just impossible to really know. >> We um can say that we spoke to 38 individuals that were participating in the uh assessment period. Yes, there was
an informal count around that 115 number um but it wasn't a official census count. Um, I think we are sort of working on where what other areas people may have dispersed to, but we're focusing on the 38 right now that we
know of as a priority to connect those to the holiday drive option should it become available. >> Um, right. And I'm again it may just be data that's impossible to know but I would be [clears throat] curious if you know the
amount of people who dispersed from the encampment versus its height if there are any kind of general population differences between that subop that dispersed to other areas versus the population who chose to stay at the encampment. If there are any differences
in terms of age, um physical health, just things like that. Um understanding that may just not be possible to collect. Um, and then the other thing I'm curious is just trends on of those um those who have been doing that outreach have been able to connect with
um the prevalence of um severe mental health and addiction challenges and um obviously you know how do we combine um providing shelter with wraparound services to meet those needs as well. I think we're really fortunate that folks
have been willing to engage with the um teams doing outreach at the encampment uh because then we're more prepared for what to expect once folks are offered an opportunity um to seek shelter or housing options so we can prepare now
for what folks may need there later. Mhm. And this may be we discussed this, you know, later on in the council meeting or maybe it's not known at this point, but do we have a a rough sense of when it
may be feasible to have holiday drive open as a low barrier shelter given where conversations stand? or is it premature to be able to say, you know, we think it can happen by, you know,
this date in September? >> Yes, we are actually shooting for September 1st. That that is our goal. Um, we are working feverishly to try to make that happen and um at this point we are optimistic. We don't think that that is a lofty goal right now. We are really
encouraged about uh what we know so far that September 1st is likely the day. >> Um and then just two final questions. One, um I know you've been going out doing cleanups and garbage bags. What will it look like for the more extensive
cleanup in terms of um going through the whole site, larger items that may not be able to be removed at this point, as well as looking for, you know, used sharp objects, um human uh waste and things like that. Yes. Um for that we'll
leaning on the professionals and that answer will come to us through assessment of what our professionals uh you know the contractors uh tell us what they see and what is the proper protocol to dispose and return that area back to what it looked like before uh the
encampment was there. Can I interrupt real quick and clarify? When you say contractors, >> who are you referring to? The providers or people who do the cleanup? And who who's is there a >> separate vendor? A separate vendor? >> A separate vendor who does the clean. Okay. >> Yes.
>> Um who we have >> already engaged. They've already actually been on the site before as well. >> Okay. Thank you. >> Thank you. And for those who have asked questions about that, I mean, so it would be at sometime in September that that more extensive specialized cleanup would occur.
>> Yes. >> Yes, that's likely to occur in September. However, as I mentioned earlier, we're trying to do what we can now, you know, in terms of tidying it up, getting out the unwanted items, the discarded items, and of course the the
everyday trash that's produced. Mhm. Um and then the final question just from your presentation, you talked about going out to talk with businesses in the holiday drive area. Um what is the feedback you heard in terms of concerns and how widespread was kind of the
understanding that even Holiday Drive, you know, if and when it opens as a low bear shelter is going to be a low bear shelter where there are structure, rules, a system to do it. um was there we've just heard email concerns that oh it's going to be an
environment where there's no structure no rules which would never be the plan but again what kind of are you hearing in terms of concerns yes um as we were out there today and Misty joined us out today so feel free to chime in but I think what we've heard is really across
the gamut many people uh uh fear uh the unknown um so I think as we have opportunities for engagement and to ensure that we are filling in some of theformational gaps. Uh some of the businesses are feeling more comfortable with that. We recognize that that is a
ongoing process. It is certainly not a oneand done. Uh so today we engaged with uh probably seven or eight businesses and feedback was good. Uh the thing that I'm most encouraged about is the fact that they want to partner with everyone
that was represented today uh out at the business location to um you know actually be a part of the process of making this look like what it should look like. We've offered to the businesses an opportunity to go and tour the building so they can see what the building looks like inside. They were
very receptive to that and so the work that we have done today um will certainly continue um and not just for our businesses but for the public too. Remy if you could bring up slide four if you would so I can click on the hyperlink and show the website if
possible that uh we are um working on this. This is our uh web page that we're working on to ensure that we keep our community uh and business community informed. Um, so this will have all of
the information uh contacts that uh folks can contacts uh contact us and ask questions and uh it will certainly have if you can scroll down just a little bit Remy uh it will have all of the information um you know frequently asked questions and things like that to uh
keep our uh community informed and then of course create opportunities for engagement as well. Mhm. [clears throat] No, I appreciate that and I do feel confident that it will all be able to work out and as you said often times there's fear of the unknown. I look at the history of Patchchum and their model of being a low barrier shelter again
with some level of rules and structure and there haven't been really any problems or incidents in terms of where that's been located and many of the churches are in directly in neighborhoods. So, I do think um I know anything we would do at Holiday Drive would be very structured and intentional
with case management and 247 staffing. And I think some of the emails at least I've received is um some people maybe are not um seeing that yet in terms of you know they have an impression of oh the city would just tell people to go into this structure and then there would be no staffing or plan and obviously
that's something that we would never do. >> Absolutely. Absolutely. There was a correlation today at some of the things that we have seen at the encampment and a voice to not have those happen at the Holiday Drive location. And that is the point that Misty and I and others made.
Um, you know, we're coming into an environment where there is structure, there will be rules, there will be processes and protocols, uh, unlike what the encampment is like now. All right. >> Thank you. That's that's it for me now.
>> Great. Thanks. So, [snorts] I'm I I want to make sure that I understand what the overall plan is. If [clears throat] we're going to start the low barrier shelter around September 1st, at least at one point, the plan was
articulated that uh the low barrier shelter would at this point simply operate until basically Potchum kicked in about November 1st or thereabouts. And then starting November 1st, uh the
place would be available to be massively reworked by contractors and to to develop things for for basically for occupancy the next time that there was no pot. Is that am I fairly stating what
the plan had been or and is it still? >> Uh yes. >> Let me just say that from a had been perspective. Yes. That is different today because we've actually been able to do more and better. So now it's being revised. >> Okay.
>> But go ahead. >> Will more on that be available sometime soon? >> Yeah. >> Well said. Thank you. So currently obviously there's two tracks. You know, the one track that we're working on now is an emergency shelter where we can relocate those who are willing to go to the shelter from the encampment. And
then there's the larger scope of work as well in which uh you know uh a operating plan for the long term. Both tracks include our local providers. Uh uh obviously uh you know we are working with uh or attempting to work with a
third-party contractor who can come in and assist one who has the capacity to move very quickly to help us open up the shelter on the emergency shelter on September 1st. But yes, the work of long-term low barrier shelter with
services and providers and things like that um that is something that we are currently still working on as well. And we are and we are now in a position that if everything comes together as it is currently coming together, we will not
have to show shut the doors at Holiday Drive while renovations occur. So that is a huge step in a positive direction if we are able to pull that off and we are hoping that we can make that a reality >> and we're not trying to shut the doors during patchum season >> and not trying to shut the doors period
after we open them. So I'm I'm curious whether there is more that we can know at this point about the population counts. Obviously, as noted before, we've had
estimates at one point 115 and 80 and and so on and and now we're finding 38 or maybe 30 that are actually we're actually making contact with. Do we have a sense even just a a working hypothesis vaguely of what's going on?
>> Yeah, certainly we have what we think but uh as I look in the back of the room I see our [snorts] uh chief strategy officer who will continue to work and uh towards you know working with our COC to try to boil those that kind of
information down. um put it in a mechanism or put it in a format in which we can accurately share that information. But I think by what we have, you know, said here tonight earlier that in in some cases is is
difficult to analyze that information. Um however, we do endeavor to, you know, do the very best that we can with that and I know uh Jen is is working on that. We talked a little bit about that today on how can we report out those numbers
not just from the PIT assessment, but also how how do we report out on those numbers accurately to ensure how many people did we help Medicaid, how many people did we help with housing, how many people actually accepted our offer for sheltering. Um, and so she she is
working on that now. And we believe that as we continue to come back and update you that that picture will become more clearer for us at least in an articulable way. >> May I've sometimes [clears throat] talked about there's there's the
technical term of continuum of care with a capital C at each end where we know what that we have a sense of what that really means. And then there's the sort of the lowercase continuum of care which may involve a whole lot of other kinds
of assistance. It may involve mental health assistance perhaps with some help from region [snorts] 10. It may involve could involve help from the anchor team that we have been talking about today. A lot of other entities.
I'm wondering uh whether there is any whether we're yet to the point where we could say we have a plan for the integration of all of these other kinds of services or whether it's just a we'll get it we'll get to it next month kind
of an answer. >> Yeah. Yeah. that that's a great commentary, great assessment, but what you describe takes 30 seconds to say, but two years to accomplish. Um, that is our goal though. Our goal is how
do we align all of the resources that are out there and available? How do we align them to work and march toward the same goal um that we're trying to achieve here? That is the work that's being done. Um you know I don't know that that work will be complete by
September 1. That is work that will continue to go on. Uh you mentioned region 10 Misty and I we are scheduled to uh meet with region 10 here very soon to better understand how they play a part and um what we have initiated as
the lead in this. Um so many conversations are being had um and we know that it's more than conversations and so we are trying to align the conversation with actionable items to get us all moving down the field not only at the same time but in concert uh
with each other so we're complementing the work that's being done by each of the entities. May I also add um that the Department of Human Services will be expanding to include uh homelessness outreach specialists. That posting should go live
shortly. Um that's going to include one program manager and also two homelessness outreach specialists. What we hope that this these positions will be able to do is to also help support accurate data collection. These folks will actually be in the field, not just
at the Zero East High or the Freebridge encampments, but in other areas and where folks may be sleeping outdoors to ask questions like where did you last sleep? Where, you know, was that associated with the encampment? We won't
know that now, but we are moving again rapidly to um build some capacity in the COC with DHS taking on some of that role. >> Just we we hear so many people speaking
to us about their own stereotypes of the folks who are homeless. And there's one stereotype that basically [clears throat] suggests that they don't, you know, they don't want to be in a house, they don't want to be in an
apartment, they want to be camping out, and you know, there's nothing you can do for them. Another probably equally stereotypical kind of answer is to say that, well, everybody down there wants to be helped. And I'm
sure that neither extreme is correct. Do you have a sense or have the the 30 that you've been talking to at this point, do they fall into the we'd like to have help, please help us. Are we seeing more people who are in the I really don't
want to go inside to a congregant facility and don't bother me and let me stay out here. How is that breaking out at this point? Can you tell? Jen can speak more to the um outreach efforts on the ground because she's been there consistently for the last two weeks. I
will say that um it would it takes trust and time and relationships and I think that Jen can attest to the the numbers of engagement sort of increased and kind of deepen the longer that they were there because folks that are um out
there have been disappointed and discouraged by what things have been offered them before. And it's about us being able to determine that this is something different and that we're here with a consistent present so that folks don't fall through the cracks. And as
that happens, some folks sentiment we believe have changed. Like, okay, if you can give me more clarity on what to expect or if if I can believe and trust what you're offering me, then I may feel differently about where I sleep. Um, but
it is upon us as organizations, as a community to to have integrity and follow through with what we say we want to do. >> That's all I've got. >> Yeah, I'd say that I would agree with that wholeheartedly. the um I just want
to start by saying a tremendous amount of gratitude and thanks for the partners that have come out to help us um and have really it's a perfect collaboration um from the Seville ID team and the
Havens ID team making huge impact today got five folks driven to DMV and back and IDs in hand which is really the key to so much access to to so many opportunities. And then Patcham's team
has been remarkable from uh leading the assessments in a trauma-inforced trauma-informed um way, but also making these connections that are um critical to that trust building and that kind of walking the walk that we have wanted to
do. UVA health um med students and nursing bringing all kinds of expertise and um connections for um you know from general wound care to mental health support. So there's been a lot of great connections there. Um congregations from
Pocham have supported us with supplies. A lot of it is really getting supplies down there and the public spaces working group has been really informative about how the work is going and giving us feedback that we can constantly um all of us together kind of refine our
efforts as we go. So we haven't had to pivot anything greatly but that input and feedback loop with those agencies as well has really helped us refine refine and get more accurate as well as um more have more impact. So a really tremendous
thanks for hours and hours of um fantastic, very productive and very um I think work with great impact. Um I would say um the the spectrum of um of need or
of desire is like any neighborhood out there. It's um there's community, there's there are um folks um desiring all kinds of ways of being together and and living. And so we are doing our best
to deliver and really meet those needs as they're presented to us. >> [clears throat] >> Um I can say roughly the data uh for Michael's question we had about 65% of folks are identified as white um 30% as
black or African-American 5% Hispanic and 2% for um Native American and and others. So that was the kind of that's the rough breakdown from the first pass of um evaluation. And the average age is about 37. So, we have um about a handful
of folks who are over 55, but that that average age of 37 is there. We've got couples, folks trying to reunite with family and all kinds of um of, you know, different walks of life that are living in both zeristai and um Freebridge at
the moment. And I would say that the conversations to to echo what Misty is saying, the conversations have definitely gotten deeper, more connected um and and more um kind of open as we've
gone. The teams have really worked hard to not only be consistent. We've been there every day um for at least four hours a day, but double days for a lot of the first week and um a few times last week as well. that, you know, a real commitment from the team to meet
with the same people over and over and follow through on what needs to be done. And so again, the the network of the COC providers and um the city and UVA health to tie up those loose ends in that follow-through has been um I think will
be one of our keys to successfully um transitioning folks from the encampments into um inside to the place that is the best fit for them. So, the um we've had I mean at least just yesterday five
folks identified who are curious about the shelter, interested in learning more about it, are are willing to make that transition with some more information. As Misty was saying, we've had um identified folks who might be a good fit for some of our housing programs that
the ecosystem already provides. Um, and I think our job at this point is just to consistently continually be out there and um, work through the month of August as we get towards the closure date and then really commit to the connections
and accommodations and case management that needs to follow folks not only at this encampment but others in town with the new kind of strike team that might be able to be deployed to continually assess, evaluate, connect, assess us evaluate connect. I think that's going to be our best bet for getting as close
to zero as we can. Um I think my only question would be do we have yet a plan for postclosure mitigation the uh you know that space? We know um business partners down there are very interested
in supporting that work but I don't I don't know if that's you know allocated funding yet or or time. >> Yes, certainly there will be a cost associated with that. Um but this is the topic of our upcoming internal meeting. Um not only what needs to be done but
what connections need to be made to get that work done. Uh and lastly the engagement piece for that work. We certainly you know don't think that um we should do that work alone and so we're so very happy that the businesses in the area are stepping up to say hey
what can we do to help as well. Very grateful for that. >> Great. also say that the folks that have sort of been advisers to this work so far, the clutch consulting folks have a a process procedure that they've replicated in other um areas based on
best practice. And so we're looking forward to having more intentional conversations about that topic. Yeah, I hope that we can we I think as a council and as a city we'll we need to take this
effort that we've really invested in and continue to figure out how we bolster it, scale it, continue it, what's the sustainability of this work because it is following best practices and down to the uh operator for the emergency
shelter and then the CFC in the long-term shelter. you know, we I would hope that we would not stop here, that we would figure out a way to continue this work in a really sustainable way so that um we're really
supporting all of our residents. >> Did you guys have other questions about the assessment that I can answer? >> Okay. >> Um so I actually Yes. So you mentioned there are five more individuals today. >> Um I know the point in time count is
specifically about an in time. M >> so that captured 38 individuals but folks that you've been talking with after that we're still adding to the list of folks who are being assessed or folks we can communicate with about the process uh communicate with about the process. So our pit count actually was
35 people for that moment in time. We had 38 in total that we gathered either after just after the pit. Um we have not had anyone um new um to assess since
last the assessment's been open the whole time but uh Friday we closed it. We haven't had anyone ask or there were no new faces and we hadn't had anyone asked to be assessed. So really that 38 count ended um at the beginning of this
of last week. um everyone that we've been working with this past week was on our list already um connecting to any services and then with support from region 10 um the recovery team came down, home to hope came down um and
other providers have now kind of joined the fold to help us do those connections. So yeah, not any new headcount that I can speak of. Um, so given the January pick count and the data we have from our continuum of care,
the historical data of like how many individuals are helped every year, we're confident that there's more than just 38 people out in the community who are going to participate in >> um or who who would have the opportunity to participate in the congregate shelter
process or further steps needed to to get care. Yeah, our goal is to provide a an emergency low barrier 247 shelter that is open to anyone who is willing and it it's a good fit for and those all
follow kind of state processes and eligibilities and we would you know connect with the COC to do those best practices but you don't have to just have resided or be our 38 that we caught this time you it it once it's open it's uh you know we're working on that
programming but it would be available to anyone who was eligible. >> Great. Thank you. Um, anyone else have questions about the assessment before I ask my questions? >> Okay. Um, so I've got some questions about um the presentation and some other
details. Um, months ago, we got an initial presentation about what 2000 Holiday Drive could look like, renovations, um, potential use of the space. Um, now that we're transitioning to opening it as a temporary emergency shelter, what
are the features that are going to be there? What is it actually going to look like? How much of that has been conceptualized? Um, and how much does it differ from those plans? >> Yeah. So currently um obviously as uh we
prepare to open up the shelter you know our goal is at this point is to uh make the footprint um obviously the existing footprint of the building uh and at this point a portion of the building. Um and our work now is primarily based on what
do we need to do to make sure that uh it's a a safe environment ingress egress things like that. So those are the things that will be done. Um you know and for for instance you know if if if a window is just a window but it needs to be a window that opens those are the
type of changes that we are making. Now longterm I think the manager has uh Mr. [clears throat] Sanders has said all along that we should use the existing footprint of the building. So um our ar uh [snorts] the architects obviously have that understanding in mind and
working toward that goal as well. But again, for now, the emergency shelter, what we're working on is making sure that uh you know, building code, the the building official is happy with uh the plans that we have for the building. >> Okay. Thanks. And then as to what the
the kind of internal programming features are going to look like, what does that look like for like beds or pets or um what are the features that will be there for someone who is going to reside there? >> Sure. Our goal as it stands now is to be
able in some way to accommodate all of that because we do want the facility to be as accommodating as possible because more people would utilize it that need that space at that time. So the plan now obviously is to include that uh you know
pets and making sure that there is uh an opportunity for storage which you know Misty and uh her work with the public spaces uh committee um that was one of the things that we heard storage was a big deal and so we want to make sure that the facility can accommodate that
as well with limits obviously. >> Sure. Um, and for folks that I I know pets are, you know, important for some people and might scare other people off, how is that going to be managed or is that something that we're still working on? >> So, I wish I could get into, you know,
exactly the nuances of how that would be managed. That's what we're really leaning to uh an operator to help us shape and help us define. Folks who have done this time and time again, understand what works, what doesn't work. but uh making sure that we're
incorporating uh you know what we're seeing in Charlottesville into that planning. So just not bringing a template from somewhere else that may not be you know suitable for Charlottesville. So um these are the things that are currently being worked out. Hopefully in future
updates we will be able to uh not hopefully but we will be able to elaborate further on uh the technical questions such as that. >> Okay, great. Um, and then, uh, a question that I've seen pop up here and there, and I, so I just want to kind of give a chance for, for the city to
clarify, is we have these 7 million dollars from the state in the state budget for um, a certain type of service. Can you briefly give a little recap about what that is allowed to be used for, where that can go, and where
our current thoughts are about that? >> Sure. So the $7 million that we that has been appropriated by the state included in this budget um [clears throat] thanks to Senator Cred's >> um the request um well actually I shouldn't say
request the recommendation that is coming to you all on your August 17th agenda is for $3 million to be provided to the Salvation Army. Basically framing it as a match to the city's contribution to the Center of Hope Capital campaign. the remaining $4 million remaining with
the city to be used for transitional housing services. The funding was appropriated uh with an with an ex um a limitation on it being for transitional housing and workforce solutions related to individuals who are unhoused. The
holiday drive project does not match any of that. um which is an issue but not really an issue because while we're here talking to you about an emergency response regarding Holiday Drive being activated and then eventually becoming a
um long-term uh resource, we're still working on other things. So that $4 million will be actually available for us to look at additional efforts to bring on transitional housing, which is an additional gap in our continuum of care. to follow up on that is the
because obviously the language is pretty easy to understand how you could end up at the interpretation you outlined >> but is that purely the city's interpretation or is that coming from a determination made by DHC or the relevant state agency? Yeah, it's that's state definition of what transitional
housing that we are following which helps us recognize that it is not for this type of shelter service because in essence this type of shelter service that is provided could actually be a start and a stop. It's just a place for people to go. The transitional housing component is that it becomes a place
that people get to live in for an extended period of time and there are minimal conditions that have to be met. An example would be that they would have independence in that space. So, an ability to cook, an ability to clean, and an ability to take care of themselves. In congregate shelter, that
is not the case. They're sharing that with everybody. There's no control, no limitations on that. Um, so we're not looking at that as a negative that we have $4 million that we get to hold on to. It just becomes a motivator for us to get to the next rung of the ladder. >> And for an example, Vista 29 that's
opening later this year, would that be considered transitional housing? >> That's transition. That would be considered transitional housing. >> Okay. Thank you. Thank you. That's permanent supportive. >> Oh, it's permanent supportive housing, but it's still transitional because people might not stay there permanently. They might be there for a period of time and then go somewhere else for their own
apartment. That's the difference. There's a lot of definitions and acronyms that work in this space. Uh, which is why lowberry shelter is meant, it's the lowest rung. It is not meant to be a stopping point for anyone. So, we're looking at the $4 million as an opportunity for us to do something else.
So, it's like a the square rectangle where permanent supportive housing is a type of transitional housing, but it's not the only type of transitional housing. >> All right, >> that Okay, great. Thank you for that clarification. Um, uh, oh, this might be an assessment question. I don't know if
this is a question that was asked, um, but [clears throat] was one of the questions asked, uh, um, Miss, you mentioned it about like where was the last place you slept? Uh, does that capture like how many folks are their origin is Charlottesville versus the
county versus the surrounding counties versus a different state? >> Yes, I have that for you. So, um, like again, this is where the big thanks goes to Patchchum and Cindy Chambers team, worked with the UVA health team to generate the questions and then worked
with, um, Brack to review those questions to sync them up so that we could do the PIT um, as a provider during um, that count and then the PIT teams could go else like we got you covered at the river basically. So, it was a really great collaborative effort
to create these questions. It was about a It took like 15 20 minutes to answer the assessment. It's It was pretty long. So, the questions are really specific about where have you been, where would you like to be, where um where was your last address? Um and they go there they
get really indepth, but um again, not scrubbed, but we had um 30 about 40% were from Charlottesville. Um 11% from Al Marl. um 8% from Louisa, 5% from
Green, um 2% from Nelson, 21% were from another Virginia locality altogether, and about 8% were from out of state. So um we do have that breakdown and and that um yeah, that those questions um
even got down to, you know, are you interested in shelter, what would you be interested in, what would be the best fit for you? So, we had a real um glance at the spectrum of of housing options and locations. >> Okay, great. Thanks. I think what's useful to note there is that um the
minority of this population that was surveyed um >> right 30 new people, we're only a little >> population that was surveyed um is actually from Charlottesville. And so there is this regional element um at play not not just um uh you know the
local surrounding counties but even beyond. But um so my my question is um the county regional support. What does that look like so far? Like what commitments have been made or if none yet, what opportunities are there for
the surrounding counties to play a part in this project? >> I'll take it because I got the nod. Um at this moment there is not a specific um allocation of a significant amount of money. There have been some resources
made available at different times to support uh the COC members in various ways and closing gaps that might exist. Um the county has an RFP that's open or that just closed. Um I rec I understand that there will be requests that'll be
being made uh in the homelessness arena within that round. So, we're hoping that uh some of those uh requests can be considered favorably and that would be a sizable investment by the county. I'm involved in conversations uh with county leadership. Um we know that uh members
of the board of supervisors have indicated interest in this issue recognizing that it is a regional issue. I think that hope hopefully that will lend itself to the consideration of these requests that are coming in and I'll be actually sitting with my regional peers. So, all those
representatives that are just mentioned in that report will be with me again receiving an update on what the work has been for the city of Charlottesville and how they are all invited and expected to participate. >> Great. Excellent. I'm glad we're having those conversations and that there's
been some uh some movement there and we we u appreciate in advance all of those >> that's the right way to put it. Appreciation in advance >> all of that partnership. Yes. Um, uh, since we just got a presentation from the anchor team, will they be playing a
role in any of this? Is there an opportunity for them to or is that a just distinctly different kind of element or or at some point do they play a role in the continuum? >> So, they don't they're not specific to this transition of the encampment. Um,
they are solely focused on responding to those 911 calls for service. So anytime we ask Ankor to do anything but that, that means that their capacity to respond to 911 calls for service are limited. So we've been intentional in sort of making sure that Ankor's like
intended purpose is protected in this role. They have and know um some folks that are unsheltered and have had interactions with them. So, should there be an active emergency related to the encampment at the encampment, yes, they would make themselves available to
respond, but they're really that that crisis call rather than the ongoing case management as Hunter mentioned in his presentation. Perhaps there's somebody that's living unsheltered that could use more of that 60 to 90day like case management in that care navigation
realm. But like I said, the anchor core team is really uniquely situated to be on call for 911. >> Okay. Thanks. >> Um and then um I know we're running low on time here. Um I would like to echo
Jen's gratitude for all of the folks that have work been working on this project in the city and then the the community partners. Um, we often talk about how it is a complex project and I think folks got a anyone who's tuned into this presentation um really gets to
see all of the different pieces that are um necessary for interacting to pulling off this specific project. Um on the flip side um we also know that homelessness is caused by lack of housing at the root um which is a simple
answer. And so, um, while we do all of this to to work on our specific emergency, we have to keep that in mind that the overarching low vacancy in Charlottesville and the surrounding areas is exacerbating this problem. And that's just something else we need to to
understand at the baseline root of all of this. Um, any other comments or questions? >> Question. Um so obviously you know the the free bridge and zero east Kai encampments had existed for over a year and kind of gradually grew over that
time from at least media reports of reporters who counted tents at the height there have been 70 tents in formal reports of over 100 people but what that number is based in you know we don't know but regardless it grew over time and during that time did our
nonprofit partners were they going out um to do any kind of systemized or routine outreach or case management over that period. I >> the go ahead
>> the um B um was able to have an outreach position funded and so but that's one person in the city and the region that Brack represents is very large but I do know that that individual spent quite a bit of time in the encampment trying to
make some connections to those folks to connect them to basic needs and resources but the capacity was just more than what one outreach specialists could um could maintain on their own, which is another reason why B um
recently released and closed an RFP for two other outreach specialists. So, here soon, relatively soon, we will have four additional outreach specialists that will be able to kind of facilitate that. Mhm.
>> I'm not aware of any organized partner efforts other than isolated, you know, visits down there or folks that um are guests of the Haven because that's part of their normal um you know, path during the day to receive services and meals
there. >> But for you know over a year there wasn't any systemized outreach or case management targeted at the encampment. It sounds like >> other than the B position, there's not been that I'm aware of.
>> And is that just primarily as we just think through the cause of that, is that just a lack of capacity within the continuum of care? >> I would I would say that it is a lack of capacity in the continuum of care. As we're faced now with really identifying
solutions to meet this current need, it's even more so pal palpable. um the capacity that's needed to do this right and well and with integrity it's um it's quite a bit. So that's my assessment it is a lack of capacity. Mhm. So as a
product of that we don't have the only data we really have is coming from a process we've recently started. Um that's my understanding. Is that correct >> in terms of like we don't have data on six months ago trends in terms of number of people in the encampment the
types of challenges folks were facing the number of people connected with um existing services that >> as far as I'm aware this is the first of its kind. >> Mhm. Okay. Um and the only other question that you touched on a little bit is
obviously um you know there have been recent um you know incidents of reported sexual violence in the encampment. Um the Daily Progress has a recent article which I think just speaks to how volatile and unsafe the
situation had gotten for those who were living out there. Um, on top of that, we've had people who started going out there and harassing people in the encampment. All of which is to say for just the safety of the folks who are out there and sleeping out there who have
been victims of crimes and in many cases I mean horrific crimes. What is being done to protect their basic health and safety as we move towards opening of a low barrier shelter?
>> Yeah, great question. Thanks for asking. I I would say definitely the relationship building is a part of it. Um the partnership to ensure that the safety of the people in the encampment, the people visiting the encampment uh is
encompassed within the safety plan obviously that our public safety teams uh has initiated most recently. Uh so you know with the incidents that we've seen in the encampment we hope that those incidents we are hopeful uh that
those incidents will decrease hopefully not occur anymore. uh as I mentioned uh CPD has enhanced their patrols and that's not you know just you know to uh be present but it's to make sure that
they're doing everything possibly that they could do everything possible that they can do to ensure that uh uh it's a safe environment for not only the folks in the encampment but the folks visiting the trail as well as as as well as the surrounding businesses. So that work
will continue. Um and uh you know hopefully it can get us to September 1 in in the safest possible environment. >> Thank you. >> Thank you. >> I'll save all my comments for later when I talk to you in the regular part of the meeting.
>> Okay. [gasps] Um do uh thank you all so much for the presentation. >> Um do we have a motion to go into close meeting? >> Um I have one in front of me. Uh, pursuant to section 2.2-3712,
the Virginia code, I move that the city council close this open meeting and convene in a closed session as authorized by the Virginia Freedom Information Act as follows. Pursuant to Virginia Code section 2.2-3711A88 for consultation with legal counsel employed or retained by a public body
regarding specific legal matters requiring the provision of legal advice by such council, specifically interlocal agreements pertaining to natural gas and water infrastructure. Second the motion. Is there a >> second? Great. Um, all in favor? >> Yes. >> Yes.
>> All right. Uh, city council is now in a closed meeting and we will return at 6:30. Thank you very much. Part: 2
Uh, good evening folks. Um, Michael, can you read us out of close session, please? >> Yes. Um, I move that this council certify by recorded vote that to the best of each council member's knowledge, only public business matters lawfully exempted from the open meeting
requirements of the Virginia Freedom of Information Act and identified in the motion convening the close session were heard, discussed, or considered in the closed session. >> Is there a second? >> Second. >> Uh, all in favor? >> Yes. >> Yes. Um, and for future votes, is
everybody logged in? >> I just did. >> Okay, great. I think we we've got a little time. Um we will begin with a uh the business meeting with a moment of silence. >> Thank you very much. Uh before we get
started on other things, uh are there any announcements? >> I have two announcements. Um, one is, uh, something I think is worth pointing out to people. The project project
called the triangle of hope, a project of the Episcopal Dasis of Virginia, the Anglican Dasis of Liverpool, and the Anglican Dasis of Kumasi, Ghana. Teenagers from each of these three dascese have met together for the past three summers to study the history of
slavery. Liverpool because that is where many of the slave ships sailed from. Kumasi because that is where so many enslaved people came from and Virginia because that is where so many enslaved people were brought. Two years ago, teens from each of the three dascese
went together to Liverpool to learn about our shared history of the Atlantic slave trade. Last summer, the teens from Liverpool came to Virginia. The teen teens from Ghana were denied visas by the Trump administration. This year about 40 teens are meeting in
Ghana to continue their learning about the history and to share a call to reconciliation, healing, and repair. Three Charlottesville teens are a part of this group. Caroline Bolton, Pia Tavern, and Margaret Velio. They left this weekend, will be back in a week. I
just want to call attention to the important project and to offer thanks for for their work and their efforts. The other is a little closer to home. Uh on Saturday, August 8th, the Charlottesville Alamar NAACP will be sponsoring a film at Trinity Episcopal
Church on Preston Avenue entitled Jonathan Daniels, Episcopal Marker of Louns County. In 1965, Jonathan Daniels was a 26-year-old Episcopal seminarian who had gone to Alabama in the summer to work on registering voters. He had been
arrested when he was picketing when he's participating in picketing at whites only stores. On August 20th, he was released on bond along with 17-year-old Ruby Sales. As they were attempting to enter a store to buy a cold soda, a white deputy blocked their way, pointed
his shotgun at Ruby. Jonathan Daniels stepped in front of Ruby and the deputy fired his shotgun, killing Daniels instantly. The deputy was charged with manslaughter, not murder. He claimed that he acted in self-defense. He was acquitted by the all-white jury. Ruby
Sales was unheard. She went on to become an Episcopal priest herself, and she worked for many years as a human rights advocate, founding the Spirit House Project in Washington, DC to learn more about Jonathan Daniels. Uh, I want to encourage people to go see the movie
about his life from 11:00 a.m. to 1:00 p.m. this coming Saturday at Trinity Episcopal Church, 1118 Preston Avenue. >> Great. Thank you so much. >> Um, another announcement, registration is open for Loop Deville on Sunday, September 27th. It's a chance to
celebrate National Public Lands Day and the 20-mi network of trails around the city of Charlottesville. So, you can head to loopdeville.org and check out all the events. >> Quick question, uh, Jen, does that cost anything? >> It is totally free. >> Great. Thank you. Um, and Michael, did
you have anything? No announcements, but just uh a question because I know we have a lot of people in the audience tonight. Um what will the the um timeline and type of update you'll be giving be for the homelessness update for the many who are here to
speak on that issue during public comment? >> I don't know if that was clear. >> Yeah, I check make sure I was following. It's the last action item. Uh it's meant to be a substantive one that is reflective as well as uh forward. So it'll it'll be a lot of information. >> Mhm. But there will be that discussion
later on in the meeting. >> And so is it worth sticking around to hear that? >> Absolutely. It is >> great. Thanks. Um I also have a couple of announcements. Um on uh Sunday, August 9th, uh will be the August edition of the neighborhood
walk series. Uh this month it will be in Fville. Uh a quick uh or a slight change. Usually it's in the morning. This one will be in the afternoon. So, it's going to meet at 4:00 at Forest Hills Park Bike Rack. Um, more information about that can be found um
on Connect Charlottesville. And then also in FIL on uh August 13th at the FIL neighborhood association, there will be a pop-up workshop um about the safer streets project going on in the Fil neighborhood with an opportunity to
provide to provide feedback and commentary on the traffic calming proposal for um the neighborhood in between uh Cherry and West Main Street. So pop those on your calendars. Um and then um if there's no other
announcements, we can begin community matters. Um right, no other announcements. Everybody's great. Um before we begin community matters, I just want to make a a quick um quick note. Obviously, I will
be leading the meeting today. Uh Mayor Wade is out of town. Um I am Vice Mayor Natalie Ashin. Um and uh just quick note about uh community matters and the different comment periods that we have. Um I want to first thank everyone who showed up tonight to observe and to
speak up. It's great to see this level of engagement with local government. We do want to remind folks that this meeting is for residents and neighbors to hear from the city and to address the city's representatives. Um those of us up here on the dis are here for that
feedback. our small d democratic values uh mean that we welcome commentary on all sorts of subjects and a diverse array of opinions. So we do want to remind everyone to please keep keep commentary directed towards council and
also during the allotted comment period. So at the beginning of the meeting we will have time for 16 speakers. We have eight pre-registered speakers and then a wait list uh to fill in those slots if one of the pre-registered speakers is no longer able to attend. Once the eight
pre-registered speakers have uh taken their turns, I will open the floor to the audience to fill in the remaining spots. At the end of the meeting, we have time for a second comment period if there's anyone who is not able to speak during the first 16 spots and still
would like to uh share. Um, we know that Charlottesville is a passionate but also compassionate community. So, please extend that compassion to those who are speaking by refraining from heckling, interrupting, or behaving in ways that may intimidate speakers, even if you
disagree. And speakers, please keep your comments to 3 minutes or less. And if you uh have more to add, please email your comments to council@sharlottzville.gov. Um, thank you so much for your care and understanding.
And with that, we will begin with Lizzy M. And please um when you come up to the um microphone, say your name and your neighborhood so that we can record that for our minutes. >> I'm Lizzie M, but I'm seating my time to D.
>> Hello, my name is Don Chambers. I'm one of the ones in encampment under free bridge and I'm here today to talk about um this shelter that y'all are putting together for us. I'm also in the public workspace group with the representative
y'all son there. You know, they came to us. I was thinking y'all was going to get get our ideas, figure out what we need and built the shelter to support us. But obviously y'all don't care what we say. Y'all don't care what we think and y'all just building a shelter just
to throw us in there. There's no way all these people is going to be side by side laying on CS in a shelter. That makes no sense at all. We're We're not even going to that shelter. Now I thinking about that shelter. We're going to stay there till y'all provide something for us that
benefits everyone there. Not just something y'all could just say on the news. We did this, we did that for them. We're not going for that. We did not cause this problem. We did not cause this. I got there in August of last year, it was maybe 12 people there. And
out of the 12, you might have seen four. Y'all news crew kept coming down there putting it all on the news, sending out invites. Now you got all these people from all over everywhere showing up there. Now it's crimes and all kind of stuff going on. But y'all don't make the
news about that. Y'all don't say we caused this problem. We got this girl out here raped. We caused that. There wasn't none of that going on till y'all news crew came down there and all these different people showed up.
But again, the thing is is a housing problem. We're building this shelter for people. They have dogs. There's people down there with mental health problems that that need help and y'all not providing nothing for them. There's people with dogs. There couples. How are
we all going to be in this one place? Someone may be allergic to dogs. Someone may have mental health. They can't be around people. They need their own space. But none of y'all are talking about that or thinking about that. The people that are making the decisions are not the people that need to be making
decision. Y'all need to have somebody in the room that's out here that's homeless, that's know what going on. None of y'all are homeless. Y'all go back home to your beds, curl up, wake up, get back, come to work. Y'all don't know what's going on. Y'all don't know what's wrong with these people. Y'all
don't know the the the help or anything that they need. Y'all don't know that cuz nobody's asking that question. Nobody's down there to see none of that. Y'all came down there, done a little quick survey, and I was told, "Y'all don't even know what y'all going to do with the information y'all
got from the survey." That's the crazy thing. How y'all going to do a survey, but y'all don't know what y'all doing with it? And there's nobody in this meeting that is speaking up for us. Thank you.
>> Uh next, Melanie Roberts. All right. Um James McKinley Oaks. Thank you. Hello everybody. My name is Jim McKinley Oaks. I speak for the Court Square Enlment Memorial Group. I live in downtown Charlottesville.
We've been asked by Mayor Wade, Mr. Fes, and others to provide further evidence that local descent groups support our project to restore the sign for the site of the slave auction block. We've done so and can deliver again.
The UVA Descendants of Enslaved Communities, Swords and Dep Plowshares, and the Jefferson School African-American Heritage Center descendant groups wrote to you in April to quote, "Support the honoring of the site of the slave auction block with appropriate community guided
memorialization." Our group has also provided council with statements from two other groups who asked for your confirming vote. On August 17, 2020, a group represent presented to the city council a petition
of 75 signatures. The petition reads, quote, "We the undersign requests the following without delay. Install slave block marker on East Jefferson Street. On October 13, 2025, two of our members attended the monthly
NAACP meeting and obtained signatures from 20 NAACP members stating, quote, "I am a descendant of enslaved ancestors. I request the city council to immediately replace the curbside rewarded auction block sign that has been demanded
repeatedly by so many," unquote. In anticipation of a scheduled vote to restore the sign, you've been receiving numerous emails from concerned citizens. Do you now feel that you have enough information and enough support to
approve this project? Please listen to all these constituent voices. Please don't postpone any longer. Please put this on your August 17 agenda and vote yes. Please put this on your August 17 agenda
and vote yes. Thank you. >> Thank you very much, >> Andrew Gray. Hi, my name is Andrew Gray. Uh I live in Alamo County about quarter mile from the city limits. Um, my wife works down at the hospital. We frequently go to Main
Street, uh, Downtown Mall, the Riverview Park, etc. Um, I've had Thanksgiving and Christmas dinners with men who lived on the street. I cared for one when he lived in the hospice house while receiving treatment for stage 4 cancer at UVA.
Uh, as the chemotherapy and cancer ravaged his body and his doctor prescribed opioids to devastate his digestive system, I gave him rides and helped him score some pots so that he could have an appetite and keep some food down in his dying days. He was my uncle.
I loved him. He was a member of my family. Two of my dad's brothers spent most of their adult lives living on the street. As far as I know, they were never diagnosed with mental illness. I never saw them display symptoms of schizophrenia or other erratic behaviors. As I understand it, they just
didn't like to work and they like to drink and get high. They both committed a litany of petty crimes and they both knew how to make women uncomfortable and they both died as a result of their lifestyle decisions. But despite that, they were always welcome to a place at our table or to stay for a couple nights.
It often ended them stealing from someone in the family and getting kicked out as a result. But they never turned down free housing. They hated staying in shelters. They told me directly they preferred living outside to the close company and odors of some of their companions in the shelters.
People say housing issues are complicated. I don't think they are. Human beings have a right to housing. >> The people at the same time the people of Charlottesville have a right to walk through parks without sexual harassment. The businesses have a right to not be stolen from. And our adults and our
children have a right to recreation near the river without worrying about environmental hazards like needles or finding themselves in the eyes of one of the rapists who was there who was arrested recently. >> It doesn't really matter who what the fault is. Uh the the cost of public safety is extremely high right now. Any
force removal is only a temporary measure at best. There's nothing to stop people from coming back and doing as they please. Uh there's a wellstied and provable correlation between high rent prices and high levels of homelessness. So it's no surprise that Charlottesville is a problem in both regards. There's
also a wellstudied and provable correlation that building more housing lowers rents. That means solutions are available to the city. The city has an obligation to promote higher density housing and development in all facets. There should be more public housing. The city needs to accelerate low barrier shelters and as the other gentleman
noted, permanent housing for our most destitute. The city needs to accelerate permitting for more apartments and higher density housing. Turning a parking lot into apartment building does not displace any residents. And even if the rent is more than some would like, it lowers competition for the other units. It's common sense and wellstied
economics. Uh the city as the city's leaders, you have a moral imperative to build and to to ignore criticisms that delay that process. We cannot let perfect be the enemy of good. Thank you. >> Thank you very much.
Mr. No. Sorry, I still can't I can't see your first name. I have to call you Mr. No. >> Good evening. My name is Jamie Noore. Um I was co-founder of Village School, uh which is located on the corner of High and Third. It's a middle school for
girls. Uh, I was a history teacher at Philly school and each year I would walk my sixth grade class to Zero Park Street. There we would read a chapter in Mary Lion's young adult version of Harriet Jacob's Letters to a Slave Girl,
Letters of a Slave Girl. After reading the chapter describing a slave auction, students were often jolted by the realization that where they were sitting was exactly the same spot
that 150 years earlier, the events described in the book, the chapter in the book that we just read actually took place. In this moment, book learning for those girls became lived experience.
History became alive. Zero Park Street is on the historical walking tour of downtown Charlottesville. Those on the tour may feel the same jolt of recognition that students had. Looking up, visitors may see the nearby
step steeple of a church a couple blocks away. Just like those in the mid 1800s standing at the very same site, history comes alive and is very relevant today when visitors ask,
"How did enslavers reconcile their actions with their Christian beliefs?" Charlottesville's unique situation is that Zero Park Street is the original building where the enslaved were confined before an auction. It was
typical that the slaves would be washed and their skin oiled before an auction to make a better impression on buyers. Having the original building alongside the auction site give visitors the
pathway for feeling the full weight of history. Having signage at the auction site is critical. Signage invites the passer by to stop and think. Their thoughts may take them to the recognition that here
on a public street with cars passing by is hallowed ground. Here eyes saw and ears heard what never should have been experienced.
here. Many hundreds of hearts were broken as loved ones were sold away to the highest bidder. Please restore the signage for this site which has broad support in Charlottesville since it was removed 24
years ago. Thank you. >> Thank you. Um, Isis Newman. Okay, my name is Isis Newman. Something I feel a lot of frustration with is that the city lies a lot about what their intentions are and why that they do the
things they do. And more than I am bothered by their lies, I am bothered that there's people in the city that believe those lies when the city's actions so clearly show the opposite. For example, earlier this year, a man was found found dead at the encampment. His name was Anthony Spears, but he went
by Tony. The city has used this as an excuse to further harass and displace people. And then the city lies and says it's because they care about those people. I cared about Tony. I can tell you what I did because I care. I wear ashes around my neck every day in this necklace. I went to a celebration of
life and met his family in Amherst. I walked down the trail on the day he died when I found out there were people that hadn't heard and made sure everyone knew their friend passed away. I got a memorial tattoo on my leg. I wood burned a memorial bench that is now in the field where his tent was and that I'm sure the police will remove when they come to sweep the encampment. I think
that those are the kind of things that we do when we care about someone's death. What the city is doing is disrespecting his death. Imagine that you died and in response the city evicted all your friends. That is more than I would do to my worst enemy. Do not lie in our faces and tell us that
you care. I hear the recent reports of sexual assault as a reason for displacement. Were there any women who have experienced assault or rape or intimate partner violence while on the streets consulted? No need to answer. That's what's called a rhetorical question. We all know that the answer is no. Because being pushed into more
isolated spots isn't what creates safety. Otherwise, they can be there on their own. Stop lying to us and saying that you're doing this for people like them. I remember being 19 and homeless. I was seeing a guy and on days it wasn't raining, we would stay in a hammock close to town. But on days it rain, we
st stayed in a tent way back in the woods. I remember one day when we were in that tent, he was mad that I was doing prostitution. He started choking me out, yelling in my face. Is this what the f you want? You want to effing die? This is what the f is going to happen if you keep selling yourself. No one could
hear him. If I could have gotten his hands off my throat long enough to scream, no one would have heard me. If I could have made it out of the tent, it's very unlikely I would have made it to help before he caught up. Luckily, he let go and I left the state a few days later. But that night could have ended very differently. Being isolated from
people that could potentially help in situations like that is not safety. The September 1st displacement will be putting women in more danger. What you are doing puts people in danger. Do not pretend otherwise. I am down at Freebridge nearly every single day. These are people who I love, who I
respect, who I cherish, who I care for, and I will not stand by and watch the city harm and disrespect them. >> Thank you. Um, Heidi Berto Thanks. Hello, my name is Is this on? Hello, my name is Heidi Divia Bearu and I speak
for the Court Square Enslavement Memorial Group and I live on River Vista Avenue. Good evening, council. Um, first I'd like to appreciate you for all that you do. You are indeed selfless servants of our community with an eternally large
agenda. That said, we are disappointed not to be on the agenda for tonight, which actually might be good as we all come to understand better um what the holdup is. Many folks have written to you asking you to vote yes to restore the slate plaque that honored the site
of slave auction block to zero Park Street. Some of you have responded with your concerns and I thank you for that. This is what we heard from you most recently. Do we agree with the content of the historical marker that was installed at Court Square in March of 2025?
Yes. Yes. And bravo and thank you for that. Is it appropriate to add another sign in addition to this one? A resounding yes. How could we possibly overdue reporting of this um very neglected history? Um there is so much
catching up to do. Is there historical evidence of a slave auction block at Zero Park Street in E in East Jefferson? The city installed a slate wall marker in ' 62 removed by city in 2002. The black descendants community appealed to
the city many times in the last 24 years for restoration of the sign and clearly endorses this project. The historic marker installed in 2025 by the city identifies five exact locations where slaves were sold at Court Square.
courthouse, Swan Tavern, Eagle Hotel, a tree stump, and number nothings indoor slave market. It omits a six crucial location. The authoritative book 1828 to 1874, early Charlottesville, reg
recollections of James Alexander, informs that this block sat immediately to the south of number nothing beneath the wall sign Benson and brothers auction rooms, which is still visible, but very faded. We do not claim this to
be the only slave auction site nor auction block in the city, but this block is the only documented block at Court Square proper where um where between at least 18 1815 and 1865, hundreds, if not thousands of local
black residents were being trafficked out of town. Historic preservation officer Jeff Wernern can verify this particular block's authenticity. would you please confirm with him? Please get us on your agenda to approve this simple
project to respect our black ancestors and descendants. Thank you for listening. >> Thank you. >> Uh Josh Epstein Hi. Uh, my name is Josh and I've lived in Charlottesville for most of my life. Um, and I'm here to speak about the
treatment of the unhoused community in Charlottesville. Um, I'm just going to start by saying like I don't want to be here at all. I I don't enjoy public speaking and I'm I'm guessing you all don't really enjoy hearing what I have to say either. Um, but here we are. I
will also say that it really should not be my job to explain the concepts of basic human decency to you all, the city council. Um, but here we are. This is a problem of your own making. The city chose to forcefully move
unhoused people into the free bridge encampment with no plan for the future. Some of those people had been moved multiple times already. Now, the residents are being surveiled and harassed daily by the police and others, and they're being told that they will be arrested if they do not leave within the
month. So, tell me, please, what are they supposed to do? The current plan, which which I've heard is hastily repurposing uh an unrenovated building and stuffing a bunch of bunks into a single room, is ridiculous. I
know that the shelter will be an amazing resource for some people, but for many that simply isn't an option. If you actually ask the residents of Freebridge, you would quickly learn that it just isn't feasible. For those with pets, mental illness, belongings that they don't want stolen, or people who
just simply don't want to live there, what like what is the plan? Um, as far as I can tell, there is none. Uh, simply move in or get arrested. I shouldn't have to tell you that that is both unreasonable and inhumane.
Luckily, I have a solution. It's actually incredibly simple. Accessible housing. I'm going to say it again. Housing. It's very simple. I've lived here long enough to see how much this city loves building
housing. I've seen apartments pop out of nowhere. I've seen brand new neighborhoods and student housing appear from one school year to the next. So, how come all of a sudden there just isn't enough? The answer is that there is enough. Do not pretend that your hands are tied. We
do not believe it. If the city council actually cared for their community members as they are supposed to, housing for everyone would be available today. What we're asking for is simple. Please stop harassing our neighbors. Please, no forceful
displacement. And please, for the love of God, act with some humanity and compassion. >> Thank you. Uh, Jennifer Grant. Hi, I'm Jennifer Grant and I am on the free bridge side um down at the Ravi River.
I have spoke and spoke and spoke about the concerns that we all have down there and we're not getting heard. We're not getting answers to our questions. We're not saying that we will not give the shelter a try, but we want answers to our questions. We want to know, are
these people trained to deal with mental health people that might have an outburst in the middle of the night? Are these people trained to deal with situations that are going to go on? The salary that you guys will pay these
people to come in and work at this shelter and they don't know anything about the residents of Charlottesville. They don't know anything about Charlottesville, period. That is absolutely incredible when it could go to housing. The building is not even up to
structure. You can't even give us an idea of what we're going to be sleeping on. You cannot even give us an idea of what is going to be in there. You can't We don't have anywhere to put our stuff-wise. So, as of today, I will say you will be
locking up a lot of us down there. We are not going anywhere until you can give us answers to our questions, until you can get to know us, until you can give us feedback to everything that we have asked wisely. And I think we've been very respectful to a lot of folks
that have came down there. We have not given any problems. We have a lot of people now that have barricaded themselves in their tents and do not even want to come out to get ice and water because they are so depressed. We have people down there that have not been taking their medical medications because they are depressed, because they
have gotten shipped from one place to another to another to another. It is not fair to people with mental illness. You need to come down there and listen to us. Listen to our needs. Listen to where
we're at in life. Get to know one another. Not just for five minutes and then run off and say, "Okay, we'll talk about this later." There is no talk about it later. We're down to 30 days, less than 30 days. It's not going to happen. We have plenty of people that will say, "We will go to jail, but when
we come right back, guess where we're going? We're going back to Freebridge." We don't care. We really don't care until you can literally give us answers. That's all we're asking for is answers. There's no reason why you cannot put us somewhere that we are comfortable with.
You have people that are on mental illness meds that go to sleep at 9:00. They don't want to be around people that stay up until 2 or 3:00 in the morning. That's not fair. Putting people into a building that has not even been up to par, cleaned, anything, don't even have an elevator for people with medical
needs. What are you going to do about that? That's not fair at all. So, look into something different. You've got Kmart parking lot. You've got the mall. You've got Roses. You got everything can be turned into little apartments. Thank you. Um we now have space for uh
some additional speakers. Um we'll start over here and go and come back. Um yeah, you may go first, please. Again, your name and your neighborhood. >> Donna Teen Charlottesville. >> Um before we discuss policy, we need to
talk about trauma. Trauma is not simply a difficult experience. It's what happens when a person's brain and body are overwhelmed by fear, loss, violence, and instability. It changes how people respond, how they cope, and how they survive. For many people experiencing
homelessness, trauma did not begin with losing a house. Many have survived abuse, violence, serious illness, untreated mental illness, addiction, and profound loss. Living outside compounds that trauma
through exposure to to danger, extreme weather, sleep deprivation, theft, and constant uncertainty. Now, another layer of trauma is being created. The threat of force displacement and arrest combined with 24-hour surveillance cameras, increased
police patrols, bright lights throughout the night, and ongoing public harassment and threats is already causing harm. Regardless of how these actions are described, the impact on the people um are being the impact is that people are
being watched, monitored and made to feel unsafe in the place where they work trying to survive. The harm is already happening. It does not require a sweep to occur. We are seeing people so overwhelmed by fear and uncertainty about what will happen next that they are remaining inside their tents rather
than engaging. That is a trauma response and retraumatization has health and safety consequences. When people are pushed further into survival mode, they are more likely to lose trust, disengage from services, and rely on unhealthy coping strategies. For people with
substance use disorders, extreme stress and instability can increase the risk of relapse. After periods of reduced use, relapse can significantly increase overdose risk. For people experiencing mental health challenges,
retraumatization can increase the risk of crisis. These are foreseeable consequences of policies that create fear and instability instead of safety and trust. Trauma-informed care requires transparency, choice, and relationships.
Yet, the city's outreach began only after it announced the September 1st displacement p plan. People are now not people who are not known or trusted by the those living in the encampments are now requesting deeply personal information including medical history,
social security numbers without established relationships, clear information about what the how that information will be used or meaningful choice. That is not relationship building. It is outreach conducted in the shadow of displacement. Displacement does not solve homelessness when there
is nowhere for people to go. It simply moves people from one place to another while increasing fear, instability, and the risk of crisis. Communities across the country have moved away from enforcement first responses and toward housing first, trauma-informed responses because people are more likely to
achieve stability when they offered safety, trust, and real housing options. >> Do you mind? Can you talk to spell your last name for her, please? >> Is that all the time? >> Thank you. YES. OKAY. THANK YOU. Um in the middle here. Yes,
sir. >> Thank you. Good evening, council. My name is Mike Henrietta. I've lived in uh uh Tenth and Page neighborhood and other neighborhoods for the last couple decades. And I speak for the Court Square Enlment Memorial Group. And to
help answer some of your questions, I'm presenting you with a photo which is an example of the long missing sign that we are proposing for you to restore. The sign could read sight of auction block for enslaved people or sight of enslaved people's auction block. The slate plaque
historic marker could be placed on a public lampost on East Jefferson Street adjacent to the corner of Zero Park Street. We are not asking for the sign to be returned to the south facing wall of number nothing on East Jefferson Street as it is a private building. I
also speak for our leaders who have recently died. Eugene Williams, Marie Baker Kohl's, Herbert Porter Jr., Reverend Dr. David Gar, and Kirk Bowers. Some of them have labored on this project for up to 24
years, particularly Marie, Eugene, and Herb, who we buried last Monday. Colonel Robert Guest could not be here tonight due to serious fall leading to hospitalization. Please do not delay on this project any further.
If council has further questions about the veracity of slave auction block operations in Virginia, there are two highly authoritative references on how slave traders operated using auction blocks. These books, the ledger and the chain and Weevils and the Wheat provide
clear data about how the auction block functioned. Last November, historic preservation officer Warner confirmed that the longlost auction block at Zero Park Street in East Jefferson was recovered and is securely stored with a chain of custody. This is a very simple
and inexpensive project especially compared to the amazing and ambitious park memorials that swords into plowshares have championed and you have approved and the fabulous memorial that UVA descendants of enslaved communities have
designed and installed and we will cover the cost. We will cover the costs. Our group will cover the costs. Thank you. Thank you. Anyone over in this side?
Yes, ma'am. Um, hello. My name is Anne Coughlin and I'm a professor at the University of Virginia uh School of Law. Um, I teach criminal law. I came to this meeting um in response to some outreach that I got and I wasn't planning to speak but I
feel compelled to say something about uh criminalization in this space. Of course I know that you're all thinking about policy here and you've had many eloquent comments from people about the encampment and about the policy that you
you all should be following. I just wanted to add my voice to say the following. Um, as you know, we all have a constitutional right to liberty and a guarantee of due process of law. And what really worries me when I'm
listening to this debate is the the concept that you're not giving people sufficient notice about what your plans are before you're moving them out of the space where they currently are living, spaces where you encourage them to go and live, the only space that apparently
is available to them. they're suddenly being moved with very limited process and a very limited amount of voice in the um you know the the proceedings. Again, I'm sorry I didn't prepare my remarks uh thoroughly, but you really
want to think before you take the step of putting this entire group of folks, our neighbors, our friends. I walk in Riverview Park all the time. I walk through the encampment. I don't feel frightened. I feel worried. I wonder what I can do to help. and that's why I
came here tonight. Um, but what I what I would suggest you do before you decide that you are going to make it a crime to be homeless because that is what you are doing. Um, that you really think about giving people the process that they deserve. I also, since I'm a lawyer and
I think a lot about optics, um I'm not sure that there will be lawsuits brought against you, but you would want to think about what those lawsuits would involve, the amount of resources that they would take, the attention that they would garner, and the way that that would
distract us from the really important thing that we need to do, which is to provide housing, a basic human right for people. Um I you know again I don't know what your your thoughts have been about what crime what is the crime for which
you are going to arrest folks being in public being homeless in public sleeping in public it's a crime to sit in public you know these are issues that I study that I teach to my students I'll be teaching this on the first well no second day of criminal law um so I
really really urge you to think about what the elements of the crime are. The other thing that I wanted to say in response to a couple of the comments that I've heard today is that it's really um I I think fascial and wrong of you to suggest that you are moving
people out of these spaces because of crimes that are being committed there. Of course, there are crimes committed there. There are crimes committed in every home in Charlottesville and Alamar County. And no, >> thank you very Sorry. THANK YOU VERY
MUCH. ANYONE OVER HERE? >> Good evening, uh, Vice Mayor Ashin, uh, councilors, Mr. Sanders. I'm I'm here on a, uh, a different but in in some ways related topic. First, thank you for supporting in a thoughtful way the 801
West Street IP. It's a great example of generational stewardship of a property in the 10th page neighborhood. But what I really want to talk about for most of my time is that here in Charlottesville, we're still more in the Vinegar Hill urban renewal project and
its lack of a community oriented decision-making process. So I'm also here to speak about the gutting of section 106 of the National Historic Preservation Act of 1966. In 1963, when I was in eighth grade at the Old Lane High School, I watched
Vinegar Hill come down building by building, street by street, until the whole neighborhood was gone and all the old familiar places. But Charlottesville was not unique. Destroying and fracturing black and brown and immigrant communities happened all over our
nation. Mhm. >> The outcry about these special places that were destroyed by urban renewal and interstate highways caused our Congress to pass and President Johnson to sign into law the Historic Preservation Act of 1966.
A key component of that act is a legally required requirement for section 106 participatory process whereby local, state and tribal governments, local residents and nonprofits can become consulting partners to influence,
moderate, or mitigate harmful effects of a federally funded, licensed or permitted project. Had 106 existed earlier, perhaps Vinegar Hill would have had a different outcome. And today, data centers, transmission lines, along with
the Gilded Arch, the Kennedy Center, the reflecting pool, detention centers, and some housing and oil and gas extractions from national parks and forest would invoke section 106, but would not, as this draft is being rewritten. Two weeks
ago, in an unusually hurried and unprecedented action, this president's appointed US Advisory Council for Historic Preservation voted to gut section 106 to eliminate the consultative process and eliminate whole categories of resources such as parks,
cemeteries, bodies of water, and places of cultural spiritual value. The rewrite would place all authority in the hands of a federal government that would not be required to take comment into account. The public can still make comment on this rewrite, but we don't
even have a date yet. But we anticipate it will be a very short time period when it comes, maybe only two weeks. So, we need to be prepared. And that's why I'm talking to you tonight. So, it won't be a surprise. And some of you may already be following this. I don't know. This is not just a preservation issue. It's a
public information and engagement issue. This revised act would make us all vulnerable and at the mercy of the federal government. Thank you. I hope you will engage in this process. And by the way, as soon as possible, try to eliminate the student housing incentive and traditional. >> For the record, can you state your name
and neighborhood? >> Sorry, Keller >> North downtown. Um, and speaking for Preservation Pine. >> Thank you. >> Anyone in the role? Yes, ma'am. >> Good evening, council. I'm a Charlottesville resident in zip code 2291.
I hold a master's degree in public health and health policy and organization and have studied hard to achieve that degree. The city's current plan to forcefully remove FreeBridge residents is neither healthy nor organized. Signs and QR codes that lead to a
reporting system have been placed in the encampment. That QR code leads to a reporting system as well as utility issues. Who has um who does this help? I ask. How are unhoused people expected to scan
this QR code unless it was never for them at all? Needs assessments were done. Who has access to this data? What will be done with it? The people whose sensitive information that you collected don't have those answers and do not have
control over their own stories and information. Police have patrolled on four-wheelers day and night. Bright headlights waking and disturbing sleeping folks at all hours. Headlights at the perfect height to blind somebody sleeping in a tent.
You are robbing the precious sleep of a group of people who need rest more than any of us in this room. >> The cameras, how much did those cost? And I mean the first and the second time. Who do those protect? Because it is not
the Freebridge residents who are being surveiled. Holiday drive. You do not know the number of beds. As many as it takes is the quote that we were given. And how many is that? You have no staffing infrastructure.
You don't even know if it will be open overnight or just during the day. You don't know when it will be open. You can hope, you can aim, you can promise, you can say as soon as possible to the public, but we all know that
holiday drive will not be a viable option by the deadline that you have imposed. But you know, you are upheaving people who have made their livelihoods and survived for up to 25 years in that spot. I personally know someone who has
been waiting on the list, second on the list for 20 years on this housing list and been told he's next in line. You are evicting him and all of our neighbors with nowhere to go except jail because you have made it very clear that you will arrest the people who stay.
Lieutenant Wade said, quote, "He wants people to land on their feet and have dignity during this process. We are not feeling dignified. >> You are not preparing our neighbors to land on their feet. I ask you, where will people go if Holiday Drive is not
open? And you are forcing people to leave Raana. Where will they go? We need mental health resources and no one's been offered a real alternative. This is not connecting people to resources. This is not meeting their needs. You have pandered to the public, harassed and surveiled, and set a deadline 30 days
from today that you know you will not meet and our neighbors will suffer the consequences. I welcome and urge you to contact me or others after this meeting to talk about true solutions. >> Um, can you see your name, please? >> Remy Lee. >> Thank you. >> Is there anyone else over here?
>> Back to the middle. Anyone on the left side? >> Right here. >> Sorry. Yes, sir. >> Hi, my name is Joshua Baloo. Um, I've been in Charlottesville since 2017.
Um, since then I have seen several people commit crimes, um, be inhumane to people, beat, torture, rape. Several people. And those were all city officials or functionaries that were by
them. No exaggeration. I stand here looking at this trail as the place they told us to go when they said that we couldn't stand under bridge when everybody was on the backside. that at one point nobody was seen and was not bothering us at all
>> until they decided to flood it four times. >> Mhm. >> Within one year, which I looked into. The last time it wasn't raining here, anywhere else. There wasn't any reason whatsoever for them to flood it the last time of last year. And yet they did.
Um I don't know. The proof is right there in that you can look it up right now. Um, they say these cameras are for safety. I'm going to bring that up since so many have. And if they're for safety, then I'm wondering why there
are only two that I can literally walk and show you that most of the people that are actually living on the trail are not on that camera whatsoever. Um, there are several access points that are not on that camera whatsoever that
people can walk onto that trail and mess with people that are not protected by those cameras in any way, shape, or form. Uh, right now the biggest problem of it is that thing looks right at my tent where I can't walk out my front door
without being seen. >> I I can't sit in my yard. I can't go over and set up the shower without being seen. without being watched. >> Uh, I'm just getting tired of every time the city says something to me, it gets
proven wrong or it gets proven if it was a lie or they say stuff before they even check if they can do it or not. Like, where are the showers y'all promised us? Uh, you put two bathrooms there, but you put them in the middle of the um field
just on the river side of it. The Revana River Tour, sorry. And from the bamboo to there is about a mile walk. >> Mhm. >> And there's people living in the bamboo, too. So, to walk a mile to go to the
bathroom is a bit much, you know. Um, as far as people stealing stuff like that, um, back in 2019, 2020, I was working a college g and would get off of work around 2:00 in the morning, walk into Sheets to get a couple of coffees
and a drink and some cigarettes. I watched more college students steal from that store than any of my people. >> Thank you. Is there anyone else over here? Anyone else left would like to speak?
>> Okay, thank you so much. Um, that wraps up this public comment period. Again, there will be another public comment period at the end of the meeting for anyone who did not get a chance to speak this goround. >> And again, in just a few minutes, we'll have a discussion of an agenda item about allocating 4 million in part to a
low barrier shelter. if anyone is interested in that conversation coming up. >> And also at the 4pm session, we had a briefing. Um so if you missed that, worth going back and checking that out. Um which is available on the city's website in the agenda. Um you can watch
the video there once it's published after this wraps. And there's also a live stream um through um a live stream >> box. >> Boxcast is our live stream service. Thanks. Um, if you would like to leave, I'll
give you a second to depart um so that we're not reading the um consent agenda over the sound of seats. But please, we do encourage you to stay to watch the rest of the meeting. Kina or Miss Thomas, pardon me, please read the consent agenda.
>> And we ask that you all keep it down as you exit. Thank you. Consent agenda. Number three, minutes from May 4th, regular meeting. Four, resolution appropriating funds for the Virginia Department of Education Special
Nutrition Program Summer Food Service Program, $40,000. Second reading. Five, an ordinance amending and reenacting chapter 2, article 15 of the code of the city of Charlottesville, the Charlottesville human rights ordinance. Second reading. Six, resolution
allocating Charlottesville affordable housing fund fund grant program funding for Charlottesville Redevelopment and Housing Authority South First Street phase 2 in the amount of $425,000. Second reading seven, ordinance um
adoption for 801 West Street zoning text amendment um designation of individually protected property. Second reading. Eight, an ordinance for 801 West Street zoning map amendment designating or designation of individually protected
property. Second reading. Nine, resolution to authorize $24,17 in additional funds for the Alberal Charlottesville Regional Jail. One of two readings. 10. Resolution to appropriate Albam Marl County Human Services funding to the Department of
Human Services for the Community Action Youth Internship Program. $63,000, one of two readings. 11. A resolution to appropriate additional $45,33018 from the Virginia Department of Housing and Community Development Housing
Opportunities for Persons with AIDS HIV grant. One of two readings. 12. Resolution for a compromise of claim water and wastewater leak credit for 13,74.68 for CRA.
>> Um, thank you. Any questions, comments? We vote. >> I would move approval of the consent agenda. >> Do I have a second? >> Second. >> All right. Please cast your votes. passes four to nothing. Um, city manager
report. Uh, Mr. Sanders, is there a report from the city manager's office? >> Yes. Uh, the first report, it's actually a presentation uh from our budget director, Miss Hamill. >> Budgets already a little bit different. Good evening, council. I'm Chrissy
Hamill, budget director, and um tonight I just wanted to take a few minutes first to congratulate you. Um the city's AAA bond rating was just confirmed from both uh Moody's and S&P. So I wanted to just give you a few quick highlights
about that. Um so the city has been AAA rated since 1973 from Moody's and since 1964 from Standard and Poor. What is a credit rating? Um, basically
it's an independent review of the city. Um, it looks at management, financial policies, um, our economy, and it's an independent review um that gives an opinion um, as to our willingness and
ability to pay or repay principal and interest on a timely basis. Again, there are three national reporting agencies. There's S&P, there's Moody's, and Fitch. Um to date we have only ever received or sought ratings from S&P and Moody's.
If you look at um sort of your credit rating, the vertical axis here, the lower your rating, the more credit, the poorer your qu credit quality. The higher the rating, the better your credit quality. That's hard for me to
say in a row. Um and the horizontal axis is um you know how much of your risk. So the lower your rating you have more risk um of not being able to pay your debt. Um and then the higher your rating is a minimal credit risk.
So in looking at the review um from S&P they noted several strengths and these have been pretty consistent um over the years. Um these are quotes from the actual reports. Our strength is the ability to make budgetary adjustments towards maintaining balance.
Um supported by growing economy and long-standing financial management policies. Also, we expect we being S&P expect management will incorporate uh rising debt service costs into the budget while
adhering to its adopted debt management policy leading to our expectation of um maintenance of high reserves and cash balances. So, a lot of time we stand up here, we talk about policies. Um this is kind of where um this is evidence that
it matters. um they are reviewed. It does count um in in places of how we are scored in terms of our bond rating. Some of the things from S&P's standpoint that would could lead to a downgrade um is persistent budgetary imbalances, meaning
we're drawing on reserves using one-time money without a plan to replenish that and to support operations. Also, if we materially start to deviate from our formal policies or practices. And then third, if our debt continues to increase
outside the norm of our peers or if it's becomes inconsistent with our policies that are currently in place. Very similarly, Moody's um commented that our strength is that we have a robust economic base with high property wealth anchored by UVA. Our um we have
strong and stable reserves. Again, um this is a common theme supported by formal policies. Some of the things for Moody's that could lead to a downgrade would be sustained decline in reserves, um a material tax base contraction with
weakening resident income levels or a substantial increase in our debt burden. >> Can I just clarify these downside scenarios are things that could happen, not things they are predicting or seeing happen. >> Correct. Correct. >> Thank you. >> Yes.
So for this upcoming um bond issue, as you know, a a credit rating is done for every bond issue. So every bond issue is is assigned a credit rating. Um in this particular instance, council has approved or authorized us to sell bonds
in 2026. Um we will be selling roughly about 26.5 million. uh in these following categories. They flow from your five-year CIP plan. We generally issue the debt based on um the
timing of the projects. Um and so many times by the time we're selling bonds, we're reimbursing ourselves for some expenses that have already incurred as well as um getting ready for to pay out expenses um that are going to occur at
least within the next 24 months. And so to kind of just take a little bit of a deep dive in these categories, um these are some of the things that will be funded with this bond issue. Um I note that as long as we stay within the
categories, some of these dollars may shift between projects because as there are delays with projects or as things happen, cost savings, cost escalation, sometimes we can shift the dollars from here or there um in terms of the bond proceeds. But these are the current
things that um we plan to uh fund in this bond issue. And I'll just um take a second. You can look at these categories. >> Special shout out to the Riverview Park restroom. >> Yes. Which
>> we got to open this week. >> Yes. And that is one where we'll be doing a lot of reimbursement for ourselves. So Um just to give you a schedule uh so basically we met with the rating agencies uh two weeks ago, three weeks ago I
think um we received the ratings I think by both of them by the end of last week. Um we will be issuing what's called a preliminary offering statement um that goes out to potential investors. The sale is planned for August 18th and then
we plan to close and receive the funds by September 9th. And with that, I'm happy to answer any questions. >> Thanks so much. Um, starting on this end, >> no questions. >> I don't have any questions. >> Good job.
>> Thanks. Um, yes. So, this was kind of an expansion on our questions from last meeting about more specifics about what the the bond issuance was for. So, thank you for um giving us a a broader view there. >> Sure. >> And because the rating reports came back and they were good news
>> and congratulations back keeping us in line. >> All right. Thank you so much. >> All right. Just a couple more things. Uh James. >> All right. Uh good evening, Vice Mayor Asher, members of council. I'm carrying a message from our utilities department. A reminder that despite what has seemed
like a great deal of rain over the last 48 hours, we are still in a drought watch conditions. Uh which means that we are asking residents of the city to voluntarily restrict their use of water. Uh restricting our use of water now means that we are less likely to run
into mandatory water restrictions in the future should the drought conditions continue. Um and more information on things you can do or more information about the drought can be found at uh charlesville.gov/ /drought or by searching for Charlesville and drought.
>> And I'll simply add in regards to that just further emphasis that we need all residents to take this serious and we ask that folks really do what they can to curtail their use of water. Uh if we do not find ourselves being able to do this uh and then we have to shift to a draw drought warning then restrictions
mandated restrictions go into place. It does disrupt business practices as well as some of the things that we are comfortable with. So, I would like to just remind everyone to please do your part. Don't let water run while you're brushing your teeth or washing dishes and things of that nature. Let's do what we can because the heat will come back
and take away the rain that we just got. All right, last bit of uh updates in regards to community events coming up. There's a bunch of events that are happening as we get ready for kids to go back to school. Uh just shout out to our friends at West Haven for West Haven Days. That was this weekend. and I
enjoyed being able to go out and take a look at what was happening and meeting and talking to folks. Uh, tomorrow night, National Night Out at Washington Park from 5:00 to 8:00 p.m., uh, we're going to invite the public to come and participate in what is planned for a series of engagements with the public and our police department, fire
department, and others. Uh, Sunday back to school bash and splash from 11 am to 3 pm. It starts at the boys and girls club with kicks and cuts. Back to school bash where you can get a haircut, fresh braids, nail services, sneakers, free books, and and food. I sound like an advertisement. Uh, then make your way
over to Charlottesville Middle School. All of the area principles will be there to meet families, get you reregistered for school, and provide more information about back to school night. And then later that evening, Sounds of Summer at Forest Hill Park from 1 to 3 PM hosted by Parks and Recreck. We have food
trucks, inflatable water slide and splash pad, live music, long games, and community partners available to engage with the public. And this uh coming week is uh Soul of Seville. So live arts uh event on Wednesday. The Legacy Lounge is
uh from 6:00 to 8:00 p.m. at uh the Fland Museum of Art. Best in Black Seville ceremony August 14th from 7:00 to 10 at Live Arts Theater and the Soul of Seville uh Saturday event afterparty with a fashion show at X Park August 15th from 5 to 10:00 p.m. So anyone who
says there's nothing to do in Charlottesville, it's not the case in the next few days. That is my report. >> Okay, great. Thank you so much. Um any questions from counselors about any of those? Okay, great. Now we'll move on to the action items. The first action item
is a public hearing and the other two are resolutions. So, the public will be able to provide comment on this first action item. Uh public hearing and resolution for approving a lease of city-owned property located at 708 Page Street and a portion of city-owned property located at 2108th Street
Northwest to City of Promise. Um, hey Brenda. Hi. Good evening. I'm Brenda Kelly, downtown strategy manager, and we're asking for your approval of a lease agreement with City of Promise for the building on the property located at
708 Page Street and also a handicap parking space and ramp associated with that building. And that is located on a portion of 2108 Street Northwest. The lease in your package is a standard form lease agreement that has been in front
of you before with other properties. Um, this particular property is a twostory building, a little over 1,700 square ft. The current lease rate is zero. Um the first year we're proposing under this
lease will be a $1 lease rate and then starting year two if the lease is extended uh will be a little over $4,000 a year uh where the summary uh terms of the lease agreement uh it's a one-year lease
period with a renewal option up to three additional one-year terms, a 3% automatic annual increase following year to if extended. We're also adding asking for a security deposit upfront as there's never been a security deposit on
the property. The premises is leased asis and the city is responsible for the typical uh maintenance of um facilities and structural elements and systems. This is a one reading resolution following a public hearing. So, we're
asking your for your approval. >> Okay. Thank you so much. Are there any uh questions, clarifying questions before we open it up to the public? Okay. Um is there anyone who would like to speak on this item?
Okay. Um and just to clarify promise has been in this site for a while now. >> Yes. And the city contributes um already in financially to uh the organization. Correct.
>> I believe they make application through our our opportunities for funding for a not for profit. >> Um and so we have been auditing our systems and realized we didn't have a formal lease for this. So, this is kind of >> it was a couple years ago when we did an inventory of all the city- owned
properties and was following up with whatever properties we didn't have the proper documentation on is when we found this. >> So, we're kind of cleaning up our systems. Okay. Um, great. Um, uh, with no further speakers, the public hearing is now closed. Um, do we have a
motion? I make a motion to adopt the resolution authorizing the execution of the lease agreement with City of Promise for the use of city-owned property located at 708 Page Street in a portion of city-owned property located at 210 A Street Northwest.
>> Is there a second? >> Second. >> I'm sorry. Um I have one more question. We have space for discussion. So this is I assume City of Promise has reviewed this. >> Yes, I have. >> Okay. Thank you. Um okay. Now please cast your vote.
Okay. And the motion passes four to nothing. Uh, up next, item 14, resolution authorizing agreement with Charlottesville Alamarl Airport Authority for provision of legal services by the city attorney's office. Mr. Maddox. Thank you.
Vice Mayor, terms of council, John Maddox, city attorney, here to talk to you all about uh something I'm pretty excited about is uh we're going to start getting paid for the legal services that we provide. Um when I started this job, shortly after I started this job, 446
days ago, but who's counting? Um the I found on my desk one day a check for approximately $25,000, which pretty good day, right? You think? And I said, "Well, what is this? What is this for?" And it turned out it was the annual payment that the airport authority was
making for my office's provision of legal services. Something that they have done that we have done since the 80s. There's know the airport's history. It was previously a joint venture with Al Marl and the city. We own that but then that went away from us. It was getting
to a new airport authority but um this vestage has hung on for a long time. We've provided uh legal services to them. Now the going market rate and I'm not saying it's right. I'm not saying it's wrong for legal services. Um, it's pretty expensive around here. And I'll tell you that $25,000 wouldn't cover the
amount that we have been providing to them and have been providing them on a formula that nobody has been able to actually tell me what it was uh for a very very long time. Hasn't been revised in a long time. So with that in mind, I said, "Okay, so what are the what's the scope of our legal services that we're
providing to the airport authority?" And nobody had that paperwork either. So said well this this is a perfect opportunity to remedy that. So what we did is we engaged with the airport authorities said you know it seems like y'all are getting a heck of a deal here and they agreed and uh they said what
maybe we can come up with some better way to pay. Um and at the same time we can also formalize an agreement to say what are the scope of the services that you were going to provide out there and uh that is what we have done. We've entered into agreement with them. The airport CEO has uh and uh their chief
financial officer has signed off on it. I believe it's going for their board uh next week. Sam, close your close your ears. You don't need to hear any of this because Sam's on the board. Um but what it will do is for the first year up from the $25,000, they're going to pay us uh 75,000 this first year. And then in
subsequent years, it's going to go up to 1.25% of their annual operating budget. And then we'll go up to eventually 1.5% of their annual operating budget which is based on the last budget I saw from them be about $160,000
uh a year going forward and the so initial term of 5 years then it renews automatically after that. Um, I'm bringing this before y'all for your approval here because well, city code and the uh state law says that I really
I I advise this body. You are my client. So, I need your permission and I would like like to have your imprematurtor on this agreement so that we can continue to provide those services to the airport. So, that's why I've brought it to you tonight and thought I'd take a little time to explain it to you. So,
any questions whatsoever? Be happy to answer them. Okay. Michael, >> no questions. I know it's not related to this item, but it just comes to mind. I hope in the future we can lean on our airport authority to get more proactive about installing solar as well to meet
our climate goals and also help their financial sustainability. I know that doesn't have to do with this item tonight, but u I have no issues with what's in front of us tonight. I'm happy to report that there has been a facilitated conversation to have the city uh sustainability team and county
sustainability team engage directly with leadership at the airport about that discussion. >> Great. >> Great. We look forward to hearing the followup from that. >> We'll see what comes. >> Thanks. Any other questions down here? >> Um how did we come to that proportion?
Is that how much work we're giving them >> is primarily based on we have agreements with a couple of other organizations around town that we do this sort of thing for. For instance, we have a agreement with the uh James Madison Regional Library. Um that's 2% of their
operating budget. We provide HR, finance, a number of sort of internal services to their department. Same thing goes the agreement the county has for the um emergency communications center. So they actually those are usually 2%. Um we are we like the work frankly my
office is something different that that the attorneys in the office gets to do. Um and it's uh we also see the airport is trying to do some interesting things out there expand and give us a better facility. So we wanted to help that out. So we said we would do 1.5 instead of
2%. And the reason why we are phasing it in over time is because it's less of a shock on their budget that way. They've been paying $25,000 for a few years. All of a sudden here's a here's a big increase. Um, we agree to this just to make it easier. >> Thank you.
>> Um, so in the the policy summary that we got, it lists kind of general legal um, uh, advice and compliance negotiations, claims, records review, um, but not litigation or anything that could adversely affect
the city. Um, so I just want to kind of clarify that's the kind of attorney services we'd be providing. >> That's correct. There's a lot we can do without having to to step into a courtroom. And if we had to step into a courtroom for a minor thing, I feel like we we could certainly do that. But most of the time, we're going to be engaging
with outside counsel, usually through their their insurer, and we would work with them on any issues they might have. And it's made abundantly. One of the things I really care about is the conflict of interest kind of uh uh having some language around that. Um made it very clear in this agreement, both orally and in this agreement, that
this is my client, the city of Charlottesville. represented by city council is my client and if I even smell a bit of a conflict or some daylight between the two I would have to tell them they would have to seek other counsel for that particular matter. >> Okay, great. And um
I I also I don't know what the hourly going rate for attorneys would be for something like this. Um but let's say it's x number of hours that end up being above $75,000 worth of time. What happens in that scenario?
>> We still get $75,000. And that we >> we're public uh employees, a lot of us for a reason. I I came from the private sector. Other people in my um in my office came from the private sector. And why do you want to be a public employee back? We don't have to deal with billable hours. >> Okay.
>> And uh I I never want to uh submit myself to that particular regime again. We're not set up for it in my office. So that's why we agreed to a flat flat rate, which is more than equitable, I think. >> Okay. And it's based on kind of your experience over the last couple of years or the last 446 days >> precisely.
>> Okay. Um uh great. Um those are all my questions. Um if there are no other questions, would someone like to make a motion? >> I'd move approval of the resolution as presented in the packet. >> Second.
>> All right. Please cast your vote. Thank you so much. >> Thanks. And thanks again for finding the things that need to be cleaned up. >> Um, all right. Um, now we're on to resolution number 15, uh, resolution to authorize the
allocation of up to $4 million for emergency sheltering services and direct to housing initiatives in collaboration with the Department of Human Services. Mr. Sanders, Good evening, council and members of the public. Uh, this being your last action
item, I decided I'm going to take a little bit longer because I don't like you having short meetings. I've told you that before. We have a lot of business to take care of. So, I'll go into a little bit of a history lesson before we actually get to uh discussing the actual item on the agenda tonight.
Almost three years ago, I stood before council and stated that we need to do two things. Set a new standard and manage expectations as it related to homelessness in our city. And while that in itself in and of itself is not a plan, it was accomplished it was
accompanied by what I referred to as community interventions. Downtown mall cleanliness was one of the items and we initiated block byblock earlier this year. No dedicated downtown mall staff contacts because that was a complaint that was being had uh issued
over and over. Brenda Kelly, who you just heard from, is our downtown strategy manager now, and Officer Todd Lucas is a regular on the downtown mall. Insufficient restroom facilities. We have a lease at York Place that we've extended. The downtown transit center has been reopened daily and we are
pursuing pursuing a permanent space for uh restrooms on the mall in partnership with uh CRA unhoused collection unhoused and their collection of things was a question an issue and a complaint that came up and
we added a pod at the park in the parking lot of the Salvation Army that is still in use today and there's more work to be done on that and we are continuing to look at that containment of items for the unhoused. We disperse bags directly. We supply the haven and brack with items for dist distribution
and we'll do that again if it is determined to be needed. Sleeping on the mall was a regular complaint. Uh ordinance was presented. Council deferred in favor of alternate place so that we could get um an opportunity for people to have a place to go and we've been working diligently on that ever
since. Presence of unhoused in an impaired state. We continue to evaluate current programming and changes uh with deeper investments. uh region 10 has been engaging with those currently and we're talking with them about additional things that need to be done and the goal would be if we could put more funds in
places that matter we will do that. Existing ordinance enforcement was something that we had heard regularly that's something that we needed to do and we've maintained stricter adherence to blocking sidewalks and park closure hours and that's been part of that response and we'll continue to look at that. No low bar area shelter was
available back when we were having that conversation, especially anything year round. And we acquired 2000 Holiday Drive in November of last year just for that purpose. So that sounds like everything that we had on that list is moving and it has been moving since and
that in itself might be viewed as a plan by some, but that was back in October of 2023 after we were dealing with what was happening in Market Street Park. What was also discussed back then is that we needed additional lighting on the mall. We now have a plan that is under review. I should be getting that shortly and I
intend to invest in making improvements to that issue. Transitional housing was something that we talked about needing so that we were not just simply focusing on a shelter as a place for people to go, but it's a place for people to go and then a place from where people also
continue to move. uh we've had multiple opportunities in place so that we can ensure that with the opening of a rearound shelter we will have transitional housing services as well. Uh we've looked at a number of things and we do recognize that non-co that congregate shelter is not the preferred
option. It is an option for us to have available as soon as we possibly can and then we can grow from that and that is the intention. We also knew that capacity within our continuum of care was not there and we needed to continue to focus on that and we have been doing that and I have more
to share with you as regards to what we've done. So the city has been doing a number of things since 2023. $250,000 capacity grant has been awarded to Brack as a designated fundamental agency. Something they do not compete for making sure that funds are available. Those funds have now gone to supporting the
street outreach staff that they are adding to their team. Right now we are funding the summer. We just funded the summer point in time contact because data matters and it's important for us to have two data points each year. The winter normal point in time count and now the summer point in time count. And
there's a grants and data manager position at Brack. The city funded that as well. $1.9 million of your surplus was allocated in the spring of 2024. It was for street outreach staff. We didn't use it at that time, but the three staff members that Miss Miss Graves mentioned
to you that she was adding to the Department of Human Services staff will become a reality because of those funds. Those funds will be deployed for that purpose. $280,000 was made available for a bathroom facility on the downtown mall and those the funds that we are using in
this conversation with CRA and I'll come back if there's a need for more. Downtown mall ambassadors were deployed in February of this year with block bybylock taking on that responsibility in a two-year pilot. Our goal would be to continue to see that produce the results that we were looking for.
$500,000 has been included in each annual budget since we had this conversation. Those funds have been critical funds for us to make sure that last year we had gaps with Brack Patchchum and PHA that we were able to fill because those funds were readily available within your operating budget.
This year, we're hoping that those same funds can be used for encampment response and to make sure that as things come up, we'll have available resources that we can use. For example, cleaning up the area of the Ravana Trail will be one of those uh projects. $3 million was
awarded to the Salvation Army for the Center of Hope Capital campaign. Those were using your funds. That was to show our support for the work that the Salvation Army is doing and to ensure that their expansion of services would be possible. and we continue to work with him on that. $7 million was awarded
from the state of uh Virginia through the support of Senator Creed deeds. That money is to be split between the city and the Salvation Army. Earlier today, I informed the the major that $3 million of that $7 million will be on your agenda at your next meeting. The point
of those $3 million would be to match the city's funds to their center of hope campaign, and they will be able to use that to continue to work to close their gap. $4 million will be retained by the city and will be used for transitional housing supports the next set of
projects that we are working on because Holiday Drive is not where it ends. And now we're here tonight with an opportunity to fill the gaps in the ecosystem. And these are details that we know are coming together on a daily basis. They're coming together fast. And I do recognize that there is a need for
people to have information and they want information and in some instances they want it before it can be available. We're working to fix that. Our goal is to quickly determine what things we need to do and we will make that information available as it comes. But tonight, I have in front of you an opportunity for
you to invest $4 million to expand the capacity needed to address the persistent problem of homelessness in Charlottesville. Central Arizona Shelter Services, CASS, has been doing this work since 1984 in the state of Arizona, and they have responded to our request to come to
Virginia and work with us here in Charlottesville and they've accepted that. And now it is our opportunity for us to benefit from the long-standing work that they've been doing, serving thousands of people for years. Community Solutions and Clutch Consulting have also been invited to come into this
community to assist with adding capacity and they have accepted that invitation. They've also been met with funders who've been willing to contribute to their efforts so that we can make sure that we are deploying not just a single place for people to go but additional services to go along with that. These
three partner organizations are working with the city and the continuum of care to broaden our efforts and to fill present gaps to ensure a better opportunity to make homelessness rare, brief, and non-occurring because that is the goal for all of us. The internal
team that we have assembled is working in multiple directions to finalize details to frame a scope of work for each proposal. We are engaged in discussions about staffing, operational planning, construction, and policies and procedures to ensure the establishment
of of services are in line with what we need and want. Currently, you have a CIP contingency fund balance of $16 million. We have earmarked funds for key property acquisitions that collectively total about 10 million, leaving you roughly
$6.5 million for critical investments investments such as this. The city is leading this effort and I make I make that clear that the city is now leading this effort because it has reached a crisis and an emergency response and we will see to it that transitioning is not
really uh taken lightly. We want to make sure that we do this right. So, the plan is to open a centralized one-stop homeless services center at 2000 Holiday Drive, featuring an overnight shelter, eventually a day shelter, comprehensive
set of on-site wraparound services, connection to off-site services, transitional housing options for 18 months to 24 months, longerterm stays after we get this facility open, and continued efforts to access permanent affordable housing. We remain confident
that a long-term posture is desired for this shelter. So, this is not a short-term proposition. This is to be available. Period. And we anticipate a transition from emergency to permanent without ever closing the doors once they open. That was something that we did not
know that we would even be able to do and now we see that there is a chance to be able to do that. Holiday Drive is 27,000 square ft. It is a two-story building. we can use sections of the building while construction is happening in other parts of the building. And we look forward to being able to continue
to serve while we build out features in this building to serve everyone. And that would include individuals who have pets and couples. And it will be our goal to figure out whatever additional resources that we need to make available. We now have the space available to make that possible. Fear is
not an operational posture but a feeling. And that is something that I speak to this entire community because I have received thousands of emails just the same as you have, individuals with recommendations on what to do. And in many of those instances, there is no
heart included in those statements. I do my work with heart. I do my work with a steady hand and I do my work without fear because the goal is that we're going to serve the people to the best of our ability. And I think it's important for us to remember that. suggesting that no one is working on the problem is an
inaccurate statement. We've been dealing with this for a long time. 25 years is the number that I've been embracing. We have to own this problem and commit to the solutions together. And that is all of Charlottesville. And we need to remain focused on what has been accomplished and how close we are to
deepening our investments, strengthening our continuum, and dare we say, ending homelessness for more people in this community. So, I'm asking council to approve this item tonight. I'm asking for a four-fifth vote to wave the second reading to make it possible for us to continue to do this work that we are
doing right now. Any questions? >> Thanks. Um yeah, we'll we'll start with some questions um down on this side. >> Um thank you for that. Um so just to be clear, the Clutch uh community solutions
is looking at um >> direct to housing services. direct to housing services and um Cass is operating >> the emergency shelter at this present time. >> Okay. And um the >> those are negoti those are negotiations that are active. So that is what we are
hoping to accomplish in the next 30 days. >> Great. And the um transitional housing is an ongoing discussion um with and looking for that kind of space and property that would best fit >> with movement as we speak. Things are
moving as we speak. Great. Um, I don't have any other questions. Thank you. >> Talk a lot about the the sort of thing at 4:00. I've got nothing new. >> Just for some additional clarity first,
I know you already touched on this, but roughly how much is currently in the CIP contingency fund and how much will be left after this? So there's 16 million, roughly 16 million. You're needing four for this. So it'll leave you a little over two. >> Not including roughly 10 that is
earmarked for other things related to acquisition. >> Right. And um so this 4 million is all of that going to go to Cass or >> No. The $4 million is actually what
we're asking you to to set aside within your CIP contingency so that we have it available. It'll be the amount of funds that will be used to pay their contract if we were once we're able to get everything set uh set up with them. The same for uh Clutch and Community
Solutions. Those numbers aren't exact at this m moment because the budgets that were provided were what we labeled worst case scenario, meaning the max capacity. Uh the request from Cass is $3 million to serve 120 people. >> And so of this three million allocation,
what would be the time period in terms of months that that would cover for them to be able to operate Holiday Drive? >> 12 months. >> 12 months. So we would need to after this identify a way to either within our own city budget or our city budget in combination with other donors cover
about $3 million annually >> or more depending on how we add to the service delivery that we offer. Yes. >> Mhm. >> Cuz this is one time. That's the reason for using your CIP contingency as a one-time source. >> Mhm. Um but that that's important though. It'll have to this is out of
line from usual practice and we will need to identify an ongoing funding source >> which we go into budget season beginning October 1st. >> Right. So, >> um, so obviously we've had that holiday drive site for over a year at this point and the big barrier for being able to be
open it is there wasn't an operator in order to have 24/7 staffing on site case management. Some of the physical updates we need to do to the building need to happen, but they're could happen relatively quickly at a lower dollar amount, but that's been the big barrier.
Cass solves that if and when you know we're able to hire them on. Can you speak to some of what their model looks like in terms of the kind of rules and staffing they have in place at the low barrier shelters
they operate. >> The initial test that we have done is that they are very reflective of what Patchchum has uh provided for this community. So what folks have come to expect is the expectation there is where we are as a floor. Uh the goal would be to work with CAST and make sure that we
are able to embrace as much of what they've been using and what has worked uh with also recognizing that if there are differences then we need to work those out. >> I know some of the just to go through some of the questions we've heard tonight and over the past many months people have concerns about storage of
larger items. We have way more storage than we actually need at this present time. And Cass's model is that they provide substantial storage for the reason of understanding that people have a deep connection to what they've accumulated. Uh and they expect that they'll be able to handle that and work
with folks to manage that as well. >> I'm sorry. >> No questions. I can give you the answers though. Um the point of that is again it is a 27,000 square ft office building. We do not have a concern of storage space at this
present time. There will be a need for individuals to reduce what they have and try to bring what they can. But there is storage room available and it will be a part of the procedures to ensure that every individual who choose to come to this facility will have a place for
things to be held away from them and even with them. We can do both and that is part of the process that we will be working out with them. Mhm. And I know for Patchchum and many other lowberry shelters for those who are um single individuals the option of having female
and male sides as a choice to be able to go to will that ex be able to exist within the facility? >> Yes. And we've had conversation about actually being able to keep known couples together. Uh that is something that I have asked about as well. That's a question we still have to work that out and determine how to go about doing
that. We are very conscious of the idea that in the conversations with Cass when they simply indicated to us that there was a possibility that we will not have to close the doors which is what we've been anticipating we thought we would open this shelter temporarily we would
have patchchum open shut this shelter service down and then reopen it at some point in the near future that is now not going to need to be the case because we should be able to build around the presence of individuals there because the space is large enough for that we have 12 months in this emergency posture
as identified by our building official. So, we are incentivized to move quickly and make sure that we continue to make improvements to the building. >> Before anyone moves into the building, there will be some minor construction work to be done. We're finalizing those details and that is not being paid for
by this $4 million that is being paid for by local philanthropy. >> I know obviously one of the other questions we've gotten is about pets. Is it known at this point um what the approach would be in terms of how they staff the facility? >> Yes, they've confirmed for us that they
do service people with pets and that is part of their process. So, we have to look at their procedures to determine how that is done. That has not been a practice here. So, we are adding to that benefit. So, hopefully we can help individuals who have historically not been able to come inside for that reason. Mhm. And not to get us too far a
field from this agenda item tonight, but it does raise some things we heard earlier. Um, if you're able to, could you talk about where Vista 29 currently stands, which is 80 units of permanent supportive housing for people to move out of homelessness into those permanent
supportive housing units. some of the case work and you might be able to speak to that directly, but the intention was that we would hope that we could begin to identify individuals who will be eligible for Vista 29 and when those units come online at the end of the year, they'd be able to be transferred to that uh location. Uh the folks uh
support works has indicated a desire to be on site at Holiday Drive once the doors open so that they can directly do that work and we have intended to make sure that that is possible for them to do. And is it still the the expectation at this point that um
the construction of Vista 29 would be finished by the end of this year for people to be able to begin to move in? >> All that I've heard is the end of the year. Is that the same? >> Um >> November. >> November 1st. >> November 1st is the the latest information. >> Okay. November 1st. Um, and at this
point, has the city identified other locations just at like a strategic planning level that could be used for additional permanent supportive housing? >> I mean, we have the Avon Levy site that we own has been part of our conversation as to what becomes of that. For me, the desire was to see that we could get a
shelter facility in place because it's been missing. Uh, that we could get Vista 29 online, get individuals into that space, and then make an assessment as to where we are. that then helps inform what happens with the Avon Libby site that the city has under control. And we know that there are additional conversations about more uh permanent
supportive housing units coming based on other investments that you've made. >> And again, as you highlighted earlier, of that $7 million that came from the state, $4 million is earmarked for investments in future transitional housing, which could either be permanent supportive housing or another type of
transitional housing. >> Yes, I would hope to do another type of transitional housing that does not exist. that exists but not here. >> Not here. That's Thank you. >> I know those plans are very preliminary with a long way to go, but could you speak at all about what that would kind
of look like? >> The concept that I know that is missing within our continuum is is a gap that if we open a door and say 120 people moved into shelter, it is important for us to start moving people out of that. There's no permanency in that. That is not the intention. So, where do they go? Well,
if we don't have enough units available, permanent units, so they can sign a lease and be able to uh sustain themselves, then there might be an op opportunity for there to be a midstep. And the midstep would be a property that is owned that is depressed in cost because it's covered by the city, any
other uh entity. And it makes it possible for the rent that is attainable. the individual can make that rent payment and they can stay there 18 24 months while they figure out other things, work with case managers, work through wraparound services and eventually move into a permanent uh
rental situation. We don't have those units here today and we need that. That's a midstep and that's a step that I wanted to prioritize as a part of this transition effort. Mhm. And final question with Cass as the operator, is there a sense at this point of what they
believe the capacity at Holiday Drive could be >> and the number of people able to stay there? >> Sure. Well, you can put a number of people in a building that size. The question is how do you put them in that building? It is not lost on me that individuals are worried about being too
close to one another being a big open room. We have to work to solve various options in that in in that particular space. There will be no bunk beds in this space. We are not talking about CS. We're talking about real beds. The goal is to try to figure out how many we can fit and what that looks like. Um but the intention is that if we needed to
expand, there's enough room for us to expand once we have finalized making the various improvements that are required. Um but the the the scenario for the budget that was produced for the $3.2 million ask is to serve 120 people.
Um, and I'll just end with a few brief comments. I mean, one, I know it's been several years since you have been actively working on, you know, this issue and >> three specifically in this seat. Yes. >> Yes. Um, and you know, one of the log
jams we've had was just identifying what can a space be for a permanent year- round low bearer shelter. And a lot happened there. that log jam was broken with the acquisition of Holiday Drive. Right >> since then, for over a year, the barrier has been who can operate it and how is
that funded? And it's been over a year, I know we've been working with our existing nonprofit partners to be able to staff it and figure out what that would work. I don't mean them as a criticism of them. I think the capacity locally just didn't exist in order to staff it. Now with um the identification
of Cass which counselor Jen Flecher has been integral to being make make happen. That's why I just want to highlight you know this wouldn't happen without without her work. But without but with that log jam being broken now we can finally move to opening as a low bear
shelter. And um we've had an investment now we're looking at you know 11 to$15 million in homelessness services just in the past few years recently in Charlottesville and that's a fundamental shift. >> Absolutely.
>> Still a lot more to do. And the second point I'll make is we have at Vista 29 80 units of permanent supportive housing opening. Again, 80 units that could move people out of homelessness into permanent housing. Um, and that project
in total has cost a little less than $30 million. And it's been done with a partnership between Charlottesville, Al Marl County, Support Works, Pedmont Housing Alliance, Charlottesville Area Community Foundation, Low-Income Housing
Tax Credits at a National, and again, just to build it has been about $30 million. And then there's going to be substantial ongoing costs in terms of maintenance, case managers, other things. And I know there are people in the audience tonight who who I think
very correctly identified we have to build more permanent support of housing for people to move into. And I just highlight that because that project alone has been at least $30 million with those amount of partnerships needed to get it done. We've, as you talked about, identified
with Avon Levy a potential site for future permanent supportive housing, looking at other non-permanent supportive housing models as well. It is very complex and the city never is able to do it alone. It requires partnerships, years of work, and tens of millions of dollars. And I would
encourage anyone in the audience, and I'm sure that I know there are people already doing this kind of work. If you're interested in it on your own, look through property listings in the community. See what's for sale. Look at what would it look like to be able to acquire that site. If there are renovations needed on that site, what is
the amount of money and work, volunteer labor that would need to go into renovating it? Depending if it's a multi-unit building, would you need staffing? Would you need case managers on site? What is that going to cost for those? Try to identify if you're going to take out a loan to do that work, what
is that going to look like? what is the interest rate going to be? How are you going to pay back that loan? And I say that not facitiously. I mean there are groups in the community who have done that at smaller scales in the past and been able to open up housing for people who are experiencing homelessness. And if there are things you identify and you
say, "Hey, maybe we could get this done if there was some additional money from the city, you can always come to the city and make that request. Maybe it doesn't get funded, make it through other things we're comparing." But I mean that's the kind of work for years we've been trying to do as a city and
again we can't do it alone. And I know um I'm sure with Cass being you know hopefully hired as to operate Holiday Drive um I would just end by I think I think I've heard this said it's not about replacing the work of our existing
nonprofits locally. It's about expanding our capacity so we can serve more people. So this really is not about replacing any of the work that's been happening. It's about expanding our capacity overall locally, which just was not sufficient to open a year- round low barrier shelter at this point. Um, so
that's that's it for me. >> Thank Thanks for that. Um, I have some questions, too, but I want to kind of jump on to what uh you've said to add a couple of things that the city's been doing. um not just in in the the the
11 to 15 million that you cited and the list that you gave us. Um but but because we know that shelters are not the the end stop, there needs to be somewhere after that. Um and the jump between market rate housing and shelter is enormous. So the city has also been
investing um over $10 million annually in uh lowincome housing. You've seen construction projects all over town adding units to our um our uh our low-inccome housing capacity, >> public housing sites, >> our public housing sites. Um, and then,
uh, last year, I think that was last year, um, we also, uh, purchased Carlton Mobile Home Park, which will go from, uh, which will, um, be redeveloped conscientiously with, um, uh, non-displacement for those residents,
um, while increasing the amount of, uh, dedicated capital A affordable housing on that site in town. So, those are additional existing projects that the city is helping fund. Um, uh, Michael went over the various investors
and partners that are needed for developing those types of projects. It's called a capital stack. So, it's literally each layer of funding that you need to get the project done. Um, which as you also said, the city can't do that alone. So, we do appreciate those partners. um while also acknowledging
that the hoops and administrative um requirements from the the federal government needed to access the low-inccome housing tax credit loans make it of expensive and complicated and timeconuming process. Um so all of that
is also going on. We know there is no no one project that's finally going to get it, but all of these projects combine to make a system that works, a system that hasn't been developed or invested in enough in the years past. And we are
trying to to be fiscally responsible well making up for that lack of investment over the years. Um, so some questions I have about your presentation. Um, uh, can you talk a little bit more about Cass's? Um, you
know, we all hear Arizona in the name and wondering how did they find us? How did we find them? And what are their operations and experience like that make it a good fit for this project? >> And what's CAS stands for Central Arizona Shelter Services. They've been in operation
since 1984. I believe they're operating 16 different locations across the state of Arizona today. uh they have a robust program that they replicate in multiple communities. Uh there happened to be an individual in on
their team who is here has um I think the family connection is here and this individual happens to be here. Uh through conversations uh through one very spirited young lady who has been working very hard on this issue uh came across an individual who was interested in having conversations about what we
can do based on what we've done. Miss Wer and from that we were able to dig deep into this conversation and we have become satisfied with what we've learned. Uh we still have questions. It's not to say that it's a done deal. That's why there's no contract being presented tonight. This is just asking for the resources to commit uh that the
invitation was extended. Their board accepted and now the goal is for us to execute uh what it means to negotiate, come to terms and hopefully start a great working relationship that leads to servicing our community well. >> Okay, great. So, there was a local connection, outreach was made, and it
turns out their experience is running shelters essentially just like this, >> right? >> Okay, great. Um, one of their challenges or one of their tasks will be to hire folks to staff this. >> Um, I assume they're going to bring in
some professionals, but also hire locally. Is that the idea? >> The goal is to hire locally. They would love to be able to hire locally across the board, but we know that we have a contracted market because I can't fill every position that the city has. We've been uh very clear to them in that conversation. Uh if it came down to it,
they would send folks here if we had to to be able to open up. We don't want to do that unless we just have to. The supports will be there. So, I would imagine that some people are going to come out here to help show our individuals how to do it. But we are in direct conversations with Brack with Patchchum uh with the Haven hopefully
trying to figure out ways that we can uh support the staffing needs through their help. Um our HR director it will be meeting with Cass's HR director in the next few days. The goal is to try to make sure that we can link with them and do things to support them being able to find the individuals who are interested
in doing this work. >> Okay. So that's another call to look out if anyone knows anybody or has the skill set. Um please keep an eye on that. There are multiple advertisements going up for various positions. They'll be going up very soon. >> Okay, great. And uh you mentioned it's a two-floor building. Um >> yes,
>> uh 2000 Holiday Drive-In. I know we had concerns about accessibility. Um is the plan for most folks to be on the ground floor? >> The temporary emergency shelter will only operate on the first floor. Okay. >> So that means that the second floor will go under construction first. >> Okay. Thanks. Um, and then, um,
what something that we've heard a lot is people suggesting other properties around town where shelters might be useful, such as Kmart, um, and other empty spaces. How come those are not part of the conversation right now? Do we own those spaces? >> No, we did exhaustive work to try to
identify opportunities for space. Uh we landed initially on the Cherry Avenue uh thrift store site because the Salvation Army indicated an interest to be a part of helping solve the problem in a different way. That was met with push back. So we ended up being able to having to move past that uh and with
your direction that you wanted a place uh before there was ever going to be any consideration of an ordinance of any kind. And the goal was to just find a place that was probably big enough to solve uh the needs that we have. Uh the site that we currently have on Holiday
Drive was available, has been available for quite some time. I resisted buying it because it was $6.2 million to acquire it. Uh my desire was that we could use that same $6.2 million to do other things, but we would not be able to have a shelter with that $6.2 million. Uh and once we exhausted all
spaces and I looked at all options that we had, then we came back to Holiday Drive and that is a reason for buying Holiday Drive. Uh and it's more than just the building today. There is buildable land that is there as well. So there will be an opportunity for us to consider that down the road. Uh but the 27,000 ft space was deemed to be more
than sufficient for what we were thinking about doing. Again, not looking at this being permanent, but a place to land before you then begin your journey. That's the whole point. >> Okay. >> The Kmart building is not ours. The Kmart building has a restriction by the owners for any housing use whatsoever. That is the reason why it still sits in
its current condition. >> And it's not for sale. >> And it is not for sale. >> Great. Thank you. Um, one other question that wasn't mentioned tonight, but um, I know uh, our team internally has been working on it, so I just want to mention it. Um, the trans transit um, team at
CAT is working on adding bus stops in the area. >> We're adding a bus stop uh, basically in front of KFC. That was a decision that we made separate from this, but thought that we would improve that area by doing that as well, timing it with this. Um, that work has already begun. So, the design work has already been initiated
and the goal would be that we would get that bus stop there as soon as possible. Um, separate from that, there has been conversation about being able to create some sort of transit loop from 2000 Holiday Drive so that not everyone would be forced to walk to the bus stop that there might be ways for us to do
something at the site. That is a to be determined. That might be something that we could pull off. And I've actually looked into is there a possibility of us being able to donate a cab bus to that service? Not a bus, but the smaller ones. So we're we're looking at every option that is available at this time. >> Okay. So there there will be both northbound and southbound.
>> That's correct. >> Um >> and that's the reason for adding the bus stop to ensure that it' be accessible on both sides. >> Okay. Great. Thanks. Um those are all my questions. I just want to note that um it's not just a spirited young lady, but she's also a hardworking public health
professional and elected official. >> Yes. >> Um all those things. >> Yeah. Um okay. Um, any other questions or >> I know discussion? >> I know this is separate from the agenda item, but it came up. So, for our long-term, you know, strategic planning
on this issue, the Salvation Army thrift store is still being examined for potential uses. Correct. >> Potentially. Yeah. They've indicated that there's still a possibility that they would sell the building. We've indicated that we have an interest in the building, multiple reasons for that
interest. So that might be how they close their capital campaign gap as well. That was part of my reason for bringing it up to them. >> Mhm. And so not only is Vista 29 opening up this year. Um but when the center of hope is open, that's another double their numbers some beds as well of um
that's high barrier shelter, but it is shelter. >> Correct. >> Um okay. And the only other thing is just as we're discussing I would be interested at some point as I'm sure it's priority plan just a work session at some point looking at beyond the housing element region 10 the system of
resources for mental health addiction support because I think that is a whole other can of worms that we have to wrap our minds and arms around as a city. >> You're in my head. Yes. Got it. >> Yeah. I just want to throw one thing in
that loop as well, we are um I mean thanks to the generosity of the folks that were able and willing to speak with us during the assessment, we have identified um a handful of folks who we'd like to get right into housing
that's available. Um working with um again the COC and B to make those connections, folks who you know that might be a good fit if if they're willing. So that work is beginning now, but also UVA health as part of that
assessment team is working at its um highest levels to support um the both the shelter and the transition as much as possible. That is we're researching a lot of um options there, but particularly um clinical mental and
physical health uh clinical services on site at the shelter. So those conversations have begun and um we're waiting to hear back on how that might expand our offering um beyond the robust case management that Cass brings to its shelters which we will also have here.
Um so that there would be um that mental health support in particular on site and uh better access for guests staying with us. >> And again details are coming together rapidly. I'm in this conversation every single day. Uh, and the goal is for us
to try to push through and get clarity and get information out. We are working on getting more information out more regularly. As things are finalized, they will become available. There is no intention of us trying to hold back and keep anyone in the dark. The goal would be that we could quickly figure out what
the true details are so that folks can actually begin to make their arrangements. >> So, we want to make sure we have everything right before we announce it. And what is our communication strategy? We're still working on that because we've had the um we've had the assessment team actually being available. So, we're still working
through what is the best avenue for doing that. The goal will be that there's not just one way because I know that that doesn't work. >> Okay. Um any other questions up here? Um is there a motion? >> Wait, I get to do the motion. Hold on.
Hold on. >> And remember the four fifths vote is what I after this at the end of the meeting. >> We we have a not specific for this event. Um but we have second um public comment after this as long as you weren't called in the first public comment. >> But like you guys vote before we get to
give our input on it. >> This is not a public hearing. >> Oh, the fourth fifth part is not part of the So I move that we adopt the resolution to allocate $4 million of um capital improvement program funds with waving our second reading with a fourth
vote as recommended by the city manager. >> Second. >> Second. >> All right. Please cast your votes. Thank you. >> Okay, it passes four to nothing. Um, which waves the second
um vote. Uh, we are now at uh Thank you for the presentation. We are now at the final speaking opportunity for members of the public. Individuals may raise your hand to be recognized to speak and each speaker will have up to three minutes. Please remember to state your name and residence. And if you spoke in the first public comment, I'm afraid
you'll have to save your public comment for either email or the next meeting. Um, who would like to go first? Yep. Um, ma'am in the cardigan. >> Hello. My name is Lydia Brunk. Uh, I don't live in the city. I live in the
county, but I do work in the city, and I just wanted to make my comments known anyway. Uh, first thing I'd like to say is I'd like to have a charitable interpretation of your motivations. I don't want to I don't think any of you are out there in like bowler hats in the middle of the night being like, "How can we make this more difficult for people?"
Uh but I do think that being on city council and being part of this machinery of government keeps you caught up in the mindset of the government and a sort of uh rigidity inflexibility uh towards the towards the point of view of these
community members who are coming here to say to share their opinions and their needs. And the thing I want to say is you um I'm hearing so much of like we don't know yet. We're figuring it out. One day eventually the September 1st
deadline was set up by the city and the city can rescend that and can decide that's not necessary. >> And I also want to say like if if the if the setup is good, people will go there. like you're looking at like we
are going to have to there's one side of the piece of the puzzle which is like we want to provide services which I don't think anybody you know people are like how is the best way to spend the money but I don't think anyone's like we hate shelters we would hate it if there was a shelter available I think people are like we hate it that you are going to use this shelter as a as a way to say
like we're going to coercively punish you for living outside because this shelter is available whether or not it actually is available whether or not it actually meets your needs. So ultimately, you know, I think you're planning on spending a lot of
public money and resources, again, not for me, but for the city, um, and building this shelter. And the other question is like people are currently in a place. Yes, I don't think anyone is like this is the best possible option. It's it's hard to hear about
stuff that goes on there that's not great. Um, but you know, I would like if everyone lived in a house tomorrow, but there's not the money or the will to do that. So, barring that, what is it that the people who are actually in this situation want?
What is it that they are asking for? And they are asking not to be displaced >> and can we give up some of our collective comfort in order to ensure their safety and their self-determination? you know, if we're willing to say, "Here's a place for you
guys that we're going to set up and and uh establish, can we say, what about the place where you already are?" Is it okay if we give up some of the access to the general public to that space or the general public's comfort in order to allow people who have established lives there to continue to remain there as
long as they need to do so? >> Thank you very much. >> Thank you. >> Is there anyone else who'd like to speak? Yes. >> Hello. My name is Forest. I do not live in the city. I am still in the county,
but I work in the city and I work with and I've been down to Free Bridge and I've helped the people down there um and worked with the people and build relationships with people and build community with people. And I don't really see that happening with the city
itself. There have been promises that have been made and there are promises that have been broken. You've promised uh connection to resources, but you're caused a lot of people um but have caused a ton um who are attempting to
get connected to you're causing a lot of people who you want to get connected to resources to flee the area for fear. It puts people at harm's way as many um have already stated. Um, but the real question is, okay, what is the plan if
the shelter is not ready by September 1st? If you're going to just make people flee the area and not give them anywhere to go, what are you actually expecting to happen there? um you're leaving vulnerable human beings in limbo at the
hands of strangers is it's not harm reductive or trauma-informed and will further harm and cause distrust. But there's a question here about what is the difference between what you guys are saying which is what's honesty and
what is transparency. So honesty right we're going to do this but we're not really seeing from you all what transparency looks like. where are we going to do with this and this is the process and this is who's involved who will be to accomplish you know
accomplish this we need transparency allows folks to make informed decisions and acknowledges their autonomy and choice um I just I just think that there is so much more
we can be doing by really creating better relationships you know not only with the people are unhoused community, but like just there needs to be better better relationship building and it seems to be that you know there's a lot
of just othering and not real care that's informed here and again you know what are you all planning to do after September 1st? Is there going what does that plan look like? Are we just going to arrest every single person we see down there that looks potentially unhoused and they have they have nowhere
to go? So there's no transparency and that's I think what people are really asking for and want to see too. So that's all. >> Thank you. Um anyone else? >> Yes, sir. >> Good evening. My name is Cook Harvey. I'll make it quick. I think it's
pertinent to the city because I am a candidate and potential representative of the city of Charlottesville. So, thank you for hearing me. Um, I am running as an independent because I love the people, the idea of self-determined government, and I feel like our two-party system prevents us from moving
forward as a united people. And, um, if you'd like to learn more about me, uh, I've got hundreds of videos online. I started January 1st when I was collecting signatures. And I'm saying thank you because of the many registered voters who signed my petition for candidacy. So, thank you very much for
hearing. >> Thank you. >> Anyone else? >> Lizzie, I'm sorry. Your first one counted. >> My friend go and see her next. >> Let me check.
>> I don't fully understand the question. >> Um, Lizzie was signed up earlier, seated her time to someone else. Can someone else go and seed their time to Lizzie? >> No. >> Yes. >> Okay. >> Um,
>> would someone like to stand up to seed their time? >> Hi, I'm Katherine Muller. I'm seating my time to Lizzie. >> Can you make it? Yeah, perfect. Okay. Hi, I'm Lizzie. Thanks for letting me talk. Um I had a speech prepared for
earlier but uh I will just try to draw out the most salient points. So I did I used to be a math teacher so I did some calculations and the $3 million for Cass to run this shelter doesn't make sense to me. Like basically okay I'm going to zoom out a little bit. I
think that like Lydia said you guys are too like cityrained and you're not actually thinking about like what if we just solved the problem? What if people just had housing? You're like, "How can we make this shelter work and then another shelter and then another shelter that also has rules?" But like, what if people just had places to live? And if
you're going to spend $3 million for 120 people to live in one year on this like congregate shelter, that same three $3 million could actually be a uh if you found a place that was like the rent and everything was $1,000 per person, that
would be one and a3 years for 120 people. So, it's actually cheaper to just put people in housing if you had it, if you had approved building it, than to pay an outside organization that's probably not going to hire local people because if the local capacity doesn't exist, how could it magically
exist after you give $3 million to an out ofstate company? That doesn't make sense to me. Um, so I think you should just like give people housing. It's stupid. Um, another way that you could consider giving people housing is that in Bellingham, Washington and other places across the country, they built
tiny house villages so that everybody has like an 8 by12 home. OH, YEAH. AND it has a locking door. People can't steal your stuff if you have a locking door. You're probably also not going to get raped. It also has heating, so there probably wouldn't be fires. It solves
almost all of the problems that you guys say you care about. Uh, and it also like gives people their own privacy and however much storage they want. They can treat it however they want. They can do whatever they want because it's their house. It's like homelessness ends when people get houses. I don't know. It's I feel like it's simple, but you guys
don't get it. Anyways, um, the good news is that it's super affordable in Bellingham. They do it for $1.2 million. They got 40 units and like I said, each unit has electricity and heat and insulation, so it's like quiet. There's no like like you wouldn't be bothered
the same way you would be sharing a room with 80 other people or whatever. And then they have communal kitchens, communal laundry and bathrooms. Um and it's like pure and uh co-led. So that seems like a really great option. Um I think most recently it took them 18
months to build the 40 units. So you guys could start on that now. Like you don't need to find necessarily even a suitable piece of land. You are the city. You own parks. You could take part of the park and make it a tiny house village and give people houses. I do also want to say another option for
getting more money is the overtime that you're paying the police to harass these people right now. >> I don't know. >> Yeah. All of that the overtime budget in 2026 is $1.2 million. So you could literally take the police overtime and
provide housing for 40 people, but instead of that you're going to give $3 million to a random Arizona company. It doesn't make sense. THANK YOU. ALL RIGHT. IS THERE ANYONE ELSE WHO WOULD LIKE TO SPEAK? >> I think she said it all.
>> You can come on up, Laura. >> Uh, I apologize. I'm losing my voice a bit. Um, but I was so confounded by what was said that the conclusion of all of the discussion and >> Could you say your name for the record, please? >> Oh, sorry. My name is Laura Serani. live in Johnson Village neighborhood. Um I
just can't find the anywhere where a sane or compassionate person would listen to everything that you all just laid out um and come to the conclusion that September 1st is a great time to evict everyone from where they currently are based on everything you just said
about the $30 million with multiple organizations working together and multiple municipalities working together. Whether you're talking about uh a temporary shelter, whether you're talking about long-term housing, you've identified that these are very uh we need an any and all solution and you're
hearing creative any and all solutions. And I would say as a person who works in research, the solution and the what you should allocate this $4 million to and what it seems you have the ability to loate this $4 million to is to the
requests of the people that it's SUPPOSED TO BE SERVING. BECAUSE YOU'VE BEEN DOING this assessment and as a person who works in research and does needs assessments, I am absolutely appalled at the way that this has been conducted. No one in research would be able to get this
through uh any sort of board whatsoever. You've had no plan for what that information is going to be used for. You've not given any transparency to the people that you've been interviewing about how that's going to be used to their benefit. this if you have that information now and I'll tell you that
for every one person that was willing to either come and talk to you or do that assessment there are at least 20 to 30 people who don't have that trust and wouldn't talk to you and wouldn't give you those answers so I want to commend the people who did that but you have to understand that the complexity of this
issue is an individual basis you need to be doing a needs assessment on an individual basis and those answers that you were able to get that's where your $4 million needs to go If those people told you what they need when when when we have the city manager saying we need
to make sure we get what we need. I know the we you're talking about. YOU'RE NOT TALKING ABOUT the people that it's supposed to be serving. You're talking about the PR campaign that this city has been running to check boxes instead of serve needs. Yeah. >> So, every single dollar of that $4
million should be based on what these people have told you that they need and not any penny should be going to contractors and consultants. It should be going directly to them. >> Listen to them. >> Thank you.
Is there anyone else? All right. Um, if there's no other uh questions or comments from the public or no further business, uh, do we have a motion to adjurnn? >> Second. >> Uh, all in favor say yes. >> Yes.
>> All right. The meeting is adjourned. >> Thanks everybody. Get home safely. Have a good night.