Missed them. So, like, let me know she's up here. Yeah. How are you? Sure. We'll do the annual meeting at the next one so we can elect all the board positions. Do you know, was Bridget the only person confirmed they won't be able to be here? Yeah. Bridget's the only one, in this not to, you know, the new commissioner's here this morning yet. Okay. But I didn't hear back from Harvey here, so he should be here. Okay. I can text him to see to see where he is. Okay. Do you message Harvey here? Copy is three minutes one.
Okay. So we'll just wait for him then. Yep. Good. It's good. Hi. I'm Gillette. Gillette. Nice to meet you. Nice to meet you. You need a minute to catch your breath? Are you good to go? Yeah. Okay. Well, we have a quorum. I believe this everyone will be here. So, I will call this meeting to order. Can we start with the roll call of commissioners? Commissioner Payne? Here. Commissioner Cordalis? Here. Commissioner Roseland Wood? Here. Commissioner Hicks? Here. We'll have a brief moment of silence. Alright. Well, for general announcements, I can begin.
We have two new commissioners. One is not yet sworn in, so is not able to be here, but is Lise Clavel and just some very beef background. She has served as a deputy assistant to president Barack Obama. In addition, was a senior adviser under president Joe Biden's administration in addition to I think earlier than that been Tom Periello's campaign manager, here locally in his twenty ten congressional race. We do have Gillette Rosenblith here. I don't know if you wanted to provide some just brief background or words Yeah. Of introduction. Sure. My name is Gillette Rosenblith.
I am a professor at the University of Virginia. I did a PhD here at UVA, so I've been here since 2012, and I studied public housing. My dissertation was on public housing in The US, and I've worked with FAR, on some oral histories of public housing. So I'm just really excited to be in a different advocacy position and to learn a ton from, residents and and from, everybody who participates in this meet in these meetings. Great. We're glad to have you, with us.
Are there any other announcements from commissioners they'd like to make? If not, we can move on to public comments followed by far comments. Is there anyone from the public who would like to speak? Seeing no one, is there anyone from far who would like to provide comments? Seeing no one. We just covered the updates from commissioners in discussion unless there's anything else, others had. If not, we can move on to approval of board minutes from the June 23 meeting. Is there a motion to approve the minutes for the June 23 meeting? I'll motion to approve. She won't have enough to approve it.
Because we don't have a You'll need a fourth one. Miss Rosenblith can't vote because she wasn't here for that meeting. So could we table that until Let's table it for the next meeting because then we'll Sure. We'll have, Bridgette Wicks to give you Sure. I think we can vote on it if she abstains, but either way, it's fine. Oh, then let's move forward. Okay. So you made a motion, Harvey? I'll motion to approve board minutes from 06/23/2025. Is there a second? Second. Commissioner Hayes? Here.
Commissioner Goldblatt? Black? Oh, I I have to I have to abstain. Right? Yes. Yes. Okay. Okay. Commissioner, Odellis? Yes. Commissioner Faye? Yes. So the motion passes three zero with one abstention. We can move on to agenda item five, strategic plan update. Well, it's good to see you all tonight, and welcome to the board. We, have been working on updating our strategic plan that we all worked on, together over the past year with Sparkmill. Wait. Just a second.
I just realized. There we go. So, we, adopted three central goals for organizational growth. Residents first, is not just something we like to say and have on our shirts. We're looking at it as a work place culture that we are adopting. Community building. This is, you know, the resident driven programs we're doing are driving redevelopment and preservation opportunities. And we, are in the midst of a lot of redevelopment happening right now, which
I'll talk about more. Inspiring transformation, that's making it possible for our organizational structure to build capacity and also steward a healthy relationship with our community. So I'm going to go over, a summary of the progress we've made on these goals. So, culturally with Resident First, also, is part of our strategy, with moving forward as an organization. And we're transforming, our practices in which we engage with the individuals that we serve,
and our community as well. We've looked at having, increasing resident participation. One of the things we've been doing is increasing hiring of residents and to, positions where they're actually working within their own communities. We've monthly events that are organized by the resident services department and property managers in tandem that cover all of our sites. We have site beautification that we've also been grateful for some of our city commissioners to be part of. We have site beautification that we've also been grateful for some of our city commissioners to be part of. That we've also been grateful for some of our city commissioners to be part of where we're out on the sites doing cleanups, planting flowers, and, working on just making,
the curb appeal of our neighborhoods better. We're working on a hiring guide that includes resident participation. An example of that would be panels where we're looking at hiring, a resident facing a position that works with our community, making sure we have residents on the panel to help with those hiring decisions. We've been spending a lot of time focusing on developing quality control systems across all of our departments. We've leveraged local partners and city support to provide, you know, relevant wealth building programs. These are programs that the individuals who participate in them can actually, see the needle
move a little bit. And, they tie in really well, by weaving them together with several things we're doing. Our grants and development coordinator, she started in 2023, and it has been tremendous. As far as capacity building, we have three full time resident service coordinators that cover all of our sites. We've expanded our Family Self Sufficiency Program, and we've also introduced a resident self sufficiency program. The family self sufficiency program works with public housing and project based vouchers and the,
Ross program works with just public housing. We also have Jobs Plus that has a footprint in the West Haven neighborhood. We have employer relationships that we've been expanding on with all these programs, employer relationships that we've been expanding on with all these programs as part of self sufficiency building, as we look at, meeting people where they are, in their, workforce pursuits. Some of, the areas that have been really beneficial is, our relationship with FAR, relationship with FAR. We've focused a lot on resident safety and stability, and we have, some upcoming, efforts
with that that we'll be talking about more over the next month. We're actively working with FAR leadership to expand this collaboration. And, FAR staff have been included in some of our hiring panels as well. We're collaborating, with surveying community members. That's going to be kicking off really soon. We're doing, satisfaction surveys as well as getting, feedback so our programs could be more self determined. We're engaging the whole organization, in initiatives that promote, effectiveness. We're transforming or transitioning into a trauma informed housing agency.
We know it's going to take us three years to do this, but we're gradually building it into all the changes that we have. Our resident search staff have all had this training, and we're working on, making sure all of our property management and eventually all of our staff have had access to that training. These, SOPs that you worked on with us, over the past year, we're also worked on by all of our departments. We have, a trauma informed care implementation guide that we're working on right now, and we'll be talking to you about that more in coming months.
And just, looking at long term projects or making sure that everything has that trauma informed lens. For community building, it's all about relationships. The number one goal of the resident service department this year is building relationships. We have a lot of reoccurring meetings. I John and I attend the FAR advisory council. We're part of some local housing meetings with local housing leaders. We attend meetings with, some of the regional areas as well, and we're just looking at building our collaboration. We've established, communication strategies, to improve some of these relationships.
We're looking at, how we market our programs and our properties. We're also looking at, how we, deliver monthly information to you and our community. All our departments are now getting, increasingly involved with our website. And I think especially with, some of the, assistance of our new IT department. You'll really see that transform. We're working to improve, our annual reporting as well. And this is just a part of that. We're identifying and, utilizing, solutions lurking with, on the environmental side with LEAP.
We're looking at energy use audits. Our parallel track, which mister Collins has worked on very hard, we've been focusing on energy efficient upgrades with that. We've, been looking at, you know, paying a lot of attention to the current political environment and just how funds change with that. And, I think that's gonna be consistent for the coming years, but we continue to seek opportunities in all these areas. We're looking at, how to be more responsive as an agency.
Our property management is working on building capacity and seeing, you know, what is needed to make us be more effective. We collaborate with both resident services and the, property management team on safety meetings, and we're working on some on-site elements to that. Our parking policy has been, parking policy has been, something that's had many conversations with our community, as well as how towing works. We've included, additional staff as support for our property management, and also having some administrative
support there to grow their capacity. We continue, to audit our staffs and, work on, building better structures for reporting back to you. We're also focusing on, leveraging some of these items. We sent, over 25 staff to trainings and conferences around redevelopment and the development of affordable housing. We applied the seven grant opportunities to support affordable housing and innovative housing solutions. And we've also completed a biannual training with our HCV landlords. Our staff are gonna continue to attend these conferences, and we're also focusing on what
conferences have the greatest impact. We're also looking at how we can, expand our partnership with city staff. Collaboration is very important to us as we, are asking asking our residents what it is they want and need. This is also also getting built into redevelopment goals. We have regular meetings that happen for, all of our departments, as well as our management team. We have an eviction diversion program that's also a collaboration between departments that I'll be talking about shortly.
Our management team meets on a regular basis now and that has been tremendous in, helping improve some of, fostering an environment that, is collaborative. We have, been looking at ways, our departments can work together to be more effective. And, with that, we've seen, new standards evolve. We're looking at working on weaving in that trauma informed lens that I talked about before. Our SOPs that we worked on with you are, established for all the departments.
And, this spring, they went into effect, and we're also constantly looking at those. Make sure there aren't any gaps. And if so, you know, focus on that. We're, creating a succession plan, that's part of our success, but also making sure that, you know, if emergencies happen, we have something in place so that we can pick things up and continue business as usual. We have had a great collaboration with UVA for interns. This summer was one of our strongest programs yet. And, we're continue we had a VISTA program as well, and our VISTA, Bridget Moss,
was just amazing, and we've now hired her to start at the August. The annual plan's about to start again. An annual plan review and update strategy is being developed right now in partnership with FAR. And we're also constantly evaluating organization needs. We need to make sure we have the capacity to do what we promised. We're regularly updating these needs, for what we're doing now and what we plan to do with the future. And, I know Mr. Sales will bring that to you on a regular basis. Our grant writing program has been part of that and as well as, conversations we
look forward to having with you about establishing a non profit entity, which in, our current political climate with, uncertain finances is more important than ever before. Our resident sect satisfaction survey, as I had mentioned before, is going to be launching. Most likely we'll be starting to see, results in by the fall. And, I we just had a board item on here at the bottom. We wanna work with you on this, nonprofit entity. And the next step with that will be taking it to city council.
Any questions? Yeah. So any questions or thoughts from the board can stop start with you, commissioner Hicks. I know it's your first meeting, but please don't be shy to jump in with any questions or thoughts at all. Any any questions or comments? Okay. Commissioner Rodales? Can you remind me where we left off? I think from I remember from the street strategic planning that, moving forward on a nonprofit entity was a large priority for the board. And then, probably at some point, the board would wanna talk about how we need
to coordinate on that to kinda keep that ball rolling Yes. Out of the one of the two, board items that were shared. Yep. And did you wanna speak on that, John? I know you've been talking Yeah. Go ahead. You can go ahead. I think I think it is on the board. I think the board's hands now. I think it's the city. I'm sorry. My understanding is the next steps will be for the board to get a city council and make a formal request. We've we've built it in with, where as a mayor organization, and so we initially start our SOPs are already in place for that. We just need to get permission from city council first, and then we can proceed
with working with, our legal counsel to get everything else in place. No. That's it. Alright. Cool. Well, just one thought. Richmond's housing authority has been in the news recently. And it's interesting reading that. I think this is a good example of how we're pretty unique in terms of the values we have and how we operate, and this is a important reflection of that. Two questions that came to mind. One, with I know at previous meetings, you know, becoming a trauma informed agency has been referenced several times, and you referenced tonight the training.
I'm just kinda curious to get a sense of, you know, over the next several years, once that's fully implemented, what kind of, like, actions or changes in how the agency operates might that kinda look like on the ground? On the ground, and, will be any paperwork that comes out of our offices. Letters, flyers, notices, will also have that focus to it. So because often, we find, you know, the smallest thing, especially around our eviction diversion program, can be very triggering.
So we're gonna be really looking at how everything that comes out of our offices, is designed. We're also gonna be looking at, our office spaces. And I know redevelopment's been working a lot on this as well. Just, looking at welcoming spaces for our community as they enter into them. We're going to be having all of our staff trained even maintenance. Just in how they approach people and how they respond if there's a situation. You know, unfortunate events can happen in a community, and we want to know as an organization that we all have the training, skills, and resources to respond to that.
And a large part of that is gonna be engaging, with our community partners so that they will have boots on the ground with us when these things happen. Definitely. A very high level question, but are there any of these goals that have jumped out so far that have been the hardest to operationalize or they've seen you know, just present the biggest challenges, whether it's in terms of resources or just the difficulty of the, you know, the goal? I would say capacity. Just capacity, making sure we have the right people in place and, and the resources
for that. What would you say, mister Sales, to that one? I would I've just, like, started to look at it. As soon as Michael said that, I'm like, that's probably it. And and it's really because, like, we're actually do changes. And so, a traditional housing authority almost acts as a warehouse for housing. They bring folks in, you get them in the unit and then you manage that unit. What we're asking our staff to do a lot more than that. So like the eviction diversion program because if we want folks to be successful, we
can't do it the traditional route of someone's late, immediately sending notice. And then that process starts. Well, we're asking someone to say, hey, no, let's rethink that, let's put ourselves in their shoes and go from near. And I think that's an adjustment that our staff is making. In a lot of cases we have staff that have been doing property management fifteen or twenty years and so they're used to it being this way. And so with trauma informed care, we're asking them to rethink how they work and
it's not just how a property manager works, but it's how HR functions with our staff, it's how we function with each other. So like if a coworker's having an off day, you're you're recognizing that and being prepared to respond to that in a trauma informed care way. And so it's not just a total shift in how you do business, it's a total shift in how you do life and how you go out through your entire day, how you manage that. And so I think that is probably a hard piece and then just, hey, we're
doing more, we're taking on more, we need to take on more. Like there are thousands of families on our wait list that need our housing, and so we have to do it. And it's just being prepared and having the right folks at the table to get that done. I saw you get ready to jump in early. Did you have any other thoughts or feedbacks just on the strategic plan item generally? Yeah. I touched on the trauma informed care piece. I think the, the sustainable housing, I think that's going to be something that we're
going to have to constantly talk about how we, how we do that. Because like Kathleen mentioned, a lot of those resources are drying up, but like just, two weeks ago, we were able able to meet with a private donor who is doing her own PPA agreements. And so she actually funded the PPA agreement at Sixth Street in South Hershey Phase 2. And so it's gonna be like those strategic partnerships that just happened from a random phone call. It's gonna be how we continue to push our mission. Those being P. P. A. S. For solar installations?
Yes. P. P. A. For solar installation. I'm sorry. Great. Well, is there anything else on this item? No. Any other questions or thoughts from the board? If not, you already segued into it a little bit, but we can move to, the eviction diversion program update. Sure. Alright. Okay. Great. You know, this is a good segue because it's all about, a culture shift as an agency in the way we provide services. This has been, a huge learning curve for us. It's something, you know, our agency has not done before. We're asking two departments that haven't, one is brand new and haven't ever had to
collaborate before to come together. You know, we filled you in, earlier this year on how the program would roll out. This is just a reminder that also since we had, have some new incoming board members, I just wanted to include this in the packet. But, you know, we also had talked before about how the late rent process works And, I don't think we have miss Banks with us, but she's been my partner in, designing all of this. We also talked about a really hard thing, the seventy two hour termination around health
and safety. When something happens, that jeopardizes the neighborhood, usually around violence and, that this is something that comes into play. And in these situations, our eviction diversion program will not be engaging. So we touched on all that before. And I just put this in the beginning of the packet because just as a reminder, we have some new folks with us and, and just wanted to make sure that's still in everyone's mind. But just an update since we talked to you in February. We, have we've, you know, we've been learning so much as we do this.
So, my partner in this has been, Toronto Banks, who's our interim, property management director. And she and I have found that we really need to, you know, be conscientious about people's privacy as we compile these lists. And so we've, been developing a higher level report that's seen by fewer eyes that has everyone on it. Because everyone on it is not just people who owe rent. It might have an individual who does fall under, one of those health and safety
situations. It's everyone who's not in good standing. So they might have failed a housekeeping inspection. Their kids might have gotten in a fight with someone else's kids and caused disruption in the neighborhood. But everyone is on this list, so we're trying to really think about how we manage this list and also, protect individuals' information. We've created, new forms internally that we use and, but also just reporting, you know, what we see happening with outside entities, that are involved in the process. We had, 11 referrals, over, last month, and this was for rent owed.
This month we're probably going to double that number, by the end of the month. And some of these were carried over. What we do on our form is we're building something where you don't leave the tracker until you're out you're in good standing. So you're gonna stay on that tracker, indefinitely until we're able to help work with you, or if unfortunately the resident chooses to leave our programs. So we're doing a lot of staff training as we roll this out. You know, we are also talking about things like dignity and respect.
If we have residents who, do not wanna work with us or just aren't able to come to a place where, an eviction is gonna be able to be stopped. We wanna make sure that someone's working with them and talking to them, if they're willing, about what are they gonna do, are they where are they gonna go? So that's that training has been happening with our staff now. Sometimes we do have individuals who do not want to work with us. Our ROSS program is working on, seven referrals at this time.
I think we might have just added one more today. That's the program, that's resident opportunity and self sufficiency, and it just works with public housing residents. It's been a great addition to our programs because you do not have to be in good standing to enter the Ross program. FSS, has worked on two of the eviction diversion challenges very intensely. They were very challenging cases of people who were already in the FSS program, and they were both resolved, through a lot of work, car rides together, and, mini meetings.
Our resident service coordinators are actively working on referrals. The agency collected, a little over $15,000, this past month. And we had two evictions that were paused, and, several that are in the process of intervention. Every family, right now we're asking them to sign an authorization form, when they move in, which we did not have in place before. Right now as we're approaching individuals that are not close to a recertification, we're asking them to sign that authorization form, giving us permission to have them in this program
and for us to talk to other agencies. But we're looking at building in, new systems and, actually policy that will, probably be our first trauma informed care policy looking at how, we can make our community aware of this program and how it works. And making sure it's what our community wants to see us doing. Next Fund's numbers are going to be significantly higher, as we're working with property management on sending every family as soon as they go out of good standing, immediately to
the program. We were kind of in crisis mode the past couple months. We had a lot of individuals who, owed a significant amount of money. I think it was about a quarter million dollars. And we've been really focusing on that group, but now we want to also make sure we're starting immediately as soon as the family is not in good standing to have a better chance chance of success. We've built this protocol, for the resident services department about, how to proceed once they make a referral, receive the referral, following up on the referral.
We talk a lot about documentation and tracking. And, challenges. Let me make sure it shows up all the way on here. We've had a lot of challenges with people understanding the different programs because as we said before, resident services did not exist before. And, now it's there. Plus, you have all of these self sufficiency programs. So we, designed this chart to really break it out for our property management team
so they had a better understanding of how they could go about referring someone or where it might not be appropriate to refer them. And this has been very helpful. There's been a lot of time spent on, relationship building, and with that trust building, between the departments and with staff. Because not only are they needing to build that with their community, but with one another. Properties and what that meant as far as referrals. All of these programs, have an element of the economic opportunity program, which is sort
of one of the pillars of resident services. This involves, working towards reducing or, eliminating reliance on housing subsidies, and instead focusing on increased earnings. Our, resident service coordinators have also been getting training, that our self sufficiency coordinators, had in place before on how to do individual service plans. That's something that we want everyone, who's doing any type of case management to understand
how to do and how to follow-up on on how to, make it, be something that, you know, is what the person they're working with has asked for and not something they think they need. We're spending a lot of time building our partnerships at the moment. We're having conversations with local providers asking what they could do, what they have been doing in our community, looking at their grant funding and saying, We don't see you doing this, but we'd like you to be.
And then we're, building building an education program. Our UVA interns this summer have been really helpful with that, and we're hoping to roll some of that out this fall. That will be tied in with, you know, we're we're not look we're looking at saying to individuals where, you know, we wanna help you with your balance and look at budgeting. If you're doing a repayment agreement while you're doing that, we also want you to be working on some of these trainings as well.
But we know every training isn't for everyone. So we're trying to build in, you know, kind of myriad of trainings so that we're, you know, definitely meeting people where they are because, a budget class, you know, we have we have some people that, you know, there's something more pressing happening in their household and we that's what we need to focus on first and then we can get to the budgeting class. So, we have been also making sure everybody knows how to get in touch with each other. You know, we have a staff list but but sometimes we find that if you
really plug it in to what you're trying to do, it makes a big difference. So, our next steps, we still struggle with transportation. Our next steps. We still struggle with transportation. It's been an amazing partnership with United Way and their Lyft program, but you only get five trips, and you gotta have a cell phone and know how to use that, or else, come down and have our staff help you do it. But but one of our goals as we, you know, do hopefully get a nonprofit going is to be able to focus on, having, you know, our own contracts with
agencies such as Uber or Lyft. We're looking most of our sites, with either that we have or with community partners so that, social services can have meetings that are walkable. We're also looking at working with Marie Poole who, is a clinical social worker with Region ten with, lived experience. And we're she's been very patient with us as we carve out space for her
to meet with residents in. She's been spending a lot of time sitting in community centers and getting to know all of our residents. We're also, working with the Women's Initiative and, several other partners. Child care continues to be a struggle. And and again, rent assistance. A lot of agencies in town, have run out of funding, or there's new rules in place where they might not want to give funding if you already have a subsidy or if your balance is more than a thousand dollars. So that's been, you know, a real challenge for us, and we're spending a lot
of time circling around that and thinking about it. We're looking at increasing services at the Crescent Hall Clinic, which is something we're really excited about. Bridget Moss, who I already talked about before, our VISTA, is also a nurse practitioner and we're so excited about her joining our team. She's been helping us really think, strategically looking at data and, we're hoping that she'll also help us, you know, re envision how we can better provide services in our clinics. We, are services in our clinics. We, are presenting at the October Virginia Housing Alliance Tax Credit Conference on our eviction
diversion program. They had heard about it and they wanted us to come talk to contractors about it, the people who are actually building properties. And, so we'll be doing that. And one of us, are going to be on the panel, also for the most vulnerable, in the conference after that. -Just careful. -Yeah, you're it. Alright. Any questions for me? Yeah. Well, we can start with, commissioner Regalia this time. Any questions or comments, thoughts? Not at the moment. Okay. Yeah.
Thank you. Alright. Commissioner Rosenbluth? I am. This sounds awesome. But, yeah, I don't have any questions right now. Thank you. Alright. A few questions. Well, first, I guess, just high level thought. I know this is something commissioner Goldblatt had advocated a lot for getting these updates and making it making sure it's a continued focus for the board. And as I hear this, I just think a bunch of things all at once like, you know, the impact of how HUD looks at the agency for the amount of back rent that when people are evicted, obviously, many of them may have no
other place to go. You know, you mentioned the health and safety side of evictions that can happen as well. Like anything in life, I'm sure there's some individuals who if they think they can get away with not paying rent may do that. But there's also a lot of people who have addiction or mental health or family problems that are creating, you know, a barrier. And just, like, all those things exist all at once at the same time. All of which say this seems like a lot of work and a lot of really intensive, work from a kind of a human and resource side.
So I'm curious. You mentioned some, but what has jumped out of kind of the biggest gaps in terms of the resources you're seeing that you would need to do this work as effectively as possible from, you know, investments city council could make on that side, but also just kinda your broader community partnerships as well? I think for, like, the resident services department and just sort of our development arm where we pursue grants, if we had more opportunities to secure funding around rental assistance, not just so we can pay balances, but we could build, you know, really strong
programs. You'd have a carrot of getting help, but we could also then talk about what could be built in, about, you know, some of the challenges that an individual is facing. You know, I think instead of paying off a whole balance at once, you know, we could really start looking at, we're gonna, pay this much of your rent each month as long as you're paying as well, and with the understanding that, you're gonna work with us together on these items. And, you know, more enriching education opportunities and exposure to them that, the individual might
not have, chosen or known about before, especially now that we have a clinical social worker who is available. I've been talking, you know, to, Misty with you in services. I'm really excited to talk about getting more, like, SAMHSA graphics available on all our sites for individuals who didn't get the opportunity to learn how to read. But funding for, rental assistance, it's such a struggle. I have staff who spend so much time just trying to get $500, you know,
sometimes just to and and if we, you know, if we knew the funding was there, then we could really focus on what what else is going on instead of constantly chasing, So I'm hearing in in part just, you know, that basic rental assistance is at least one huge part of it that's not fully funded. Yeah. I I would say this is huge part of it that's not fully funded. Yeah. I I would say this is probably the lowest amount of money we receive directly
from the city for rental assistance, but it's probably the most effective. So in the past, we received funds from the city and we just deployed them on all delinquent accounts. So you paid off everyone's balance to get them back to zero, but then again, the next year you were looking at doing the same thing. And I think we did that a couple of years at almost a quarter million dollars each time. And so this year, I think we got 18,000. So less than 10% of what we would typically get or we got the last couple of years.
But we were able to get folks into repayment agreements, structure them so they made payments and then the, the city money came in. And so we got people on a plan to actually make payments. They showed consistency with making the payments. We, got them other resources like budget, financial literacy, budget management, and so it was a collective of things. But finding the rental assistance is now the hardest, because you have some folks who
have reached their lifetime cap. But if they lose housing with CRHA, they have no other housing choice in this area that they can afford, and they can't get on federal assistance again without paying back that back rent. So it's really a double edged sword to where it screws them now, but also in the future, they are also unable to to get housing without taking care of that balance. And so you really just push them to the street to find other resources that
the city end up putting anyway. Right. Well, I know for the the city, you know, there's a huge cutback of the pandemic rental relief programs that were available, the state programs, and then we shifted it to primarily pathways and then eviction diversion through, PHA's Financial Opportunity Center. Center. And it's not shocking at all, but it sounds like, you know, the barriers those programs, because they're also limited in funding, you know, imposed lifetime maximum caps. It sounds like those programs just aren't able to touch a lot of the people
you're this program is trying to reach, basically. Yeah. Especially, I mean, substance abuse is rampant, and, we have individuals that really you know, they're not ready to go. We talked about this at the board retreat center, but they're just, you know, not ready for recovery yet. They're not willing. And, if we, you know, if our staff spend their entire time just trying to help them not get evicted over funding, then there's, you know, it's really hard to, you know, be able to focus on what the greater need is.
Mhmm. I know you can't, you know, talk about individual cases or anything like that. But are you seeing that there's, like What are the most common problems you're encountering? I mean, is it, I mean, you mentioned literacy. Is it that or is it really primarily, like, mental health and addiction you're seeing is the most frequent barrier causing, you know, the long term? Yeah. I mean, it's you know, when someone doesn't pay their rent, the money went somewhere else. So often our staff are trying to figure out where where did the money go. And, we might find that there's repayment agreements.
I mean, payees needed. Maybe they're getting older and trying to age in place. Maybe they're getting older and trying to age in place. Maybe they never could read or write, and someone's been helping them. And maybe that person has been helping them hasn't quite gotten the money order for the same amount they thought they were. That happens more than you would think. And then we try to get other groups involved when that does. We also you know, we have folks that are prioritizing different things than their housing. And and it's not until they actually realize that the housing's about to go away
that, you know, that sometimes that's when they're ready. And but if we can't, you know, if we can't do anything, to stop it, they've already maxed out with everyone in town. Then even though they're really ready, we're having to, you know, talk about, helping them get to a shelter. Yep. Yeah. I would say I jot it down three, mental health, substance abuse, and then adult abuse. Mhmm. Where we have individuals inside of the unit taking taking advantage of someone of the
head of household. So they're either taking their money as soon as the check comes in, physically, or they are, I think our last one, it was like something like Kathleen just mentioned. They're going to get the money order, and it's been eight months when they've been getting the money order, and it's never gotten to CRHA. And so we've brought in adult protective services, for instance, like that. We've brought, try to work with, like, I think is it PACE?
In the Innovage now, because they have a program where they would set someone over to pay. We've worked with them in the past. But it's always, or nine times out of ten, one of those three that we're dealing with falling in that category. And just to highlight, yes, Kathleen mentioned that we're at, you said 11 Kathleen referrals. Mhmm. We should be at over a 100 Mhmm. Just off of nonpayment of rent. Yeah. By the end of this week, we'll probably be at 25, I think, if I counted right. So we're averaging up every month about a 100 folks not paying their rent.
So in a perfect world, all 100, if their rent is not paid on the sixth of every month, would be transferred over to resident services for engagement. And then commissioner Roosevelt had something just real could you repeat the first two of those again? Mental health, substance abuse, and then adult abuse. Yes. I'm hesitant to ask this because I feel like it it might be asking if you can do more work than the the like, the work that you're already doing. But, have people been kind of tracking or, like, building kind of datasets from the
eviction diversion program since it began? And if if yes, like, great. And if not, is that something that we could figure out how to try to amp up capacity for moving forward? It seems like we're getting a lot of important information, from this, and and maybe having that information in in kind of, easily understandable, viewable way for folks might be a good way to kind of get, support for people who might be funding it. Right? People who might see the kind of difference it's making, and also for us to
understand, you know, which community partners, we need to be prioritizing our relationship building with. Yes. We are collecting, with FamilyMetrics, which is a new case management system. And, property management has been working, with our VISTA, Bridget Moss, on new systems for reporting as well. Mhmm. I think you just saw their new monthly report, which, she helped with. We're also, I mean, it is a capacity area. Mhmm. We, you know, if, you know, someone has 10 referrals and they're, you know, they're the referrals and they're, you know, they're the majority of them are about tenant account
receivable TARs, and that's, you know, and they're that's what they're really trying to focus on. Then it it is hard to focus on some of those other areas. Car, but we don't have, a lot of facilities here Yeah. To refer people to with chemical with chemical dependency. And, and we have people who are actively using. And we, you know, we need, to, you know, increase our partnerships in that area. With mental health, you know, relationship building is tremendous because if you have a staff
person that and we we've built a relationship, and we know every year, that person struggles at certain times, then we can be more proactive and supportive with them. But we are gonna have those unfortunate events. And just, you know, having things in place for that will help. But funding funding is a big thing. Like, we we definitely, you know, I always tell them we're a scrappy department. Thank you. Right. Because I think, you know, outside just the rental assistance just hearing this, I mean,
it sound like the I mean, it's basically intensive social work as well as just, you know, building authentic, you know, deep relationships with, you know, residents. At just for new commissioners and then the public as well stepping back just, like, for context as well, like, what is the existing system been in terms of the opportunity for people to get on a payment plan and the lowest amount, you know, they can pay monthly? So the, the amount owed is or the, the calculation for that is based upon
your income and then the debt. So we typically are arranging eight, eight month, eight month repayments. So it, it calculates, we put it, it's a formula, we put it inside of the computer, how much is owed, how much your income is, and it generates. So I've seen them as low as, like, $35 in addition to their rent. But it all goes based upon how much they owe and their income. And then you referenced it earlier, but, you know, that number of the amount of unpaid rent and then the number of, you know, tenants who are driving that, ballpark.
Yeah. So it was a little bit over a 100 tenants, and the dollar amount is now at $1.38 from what I can see. And that's only looking at public housing, so it's not looking at city housing or, the tax credit properties. I only pulled the public housing report. So I would estimate it's it's probably, like, 200,000 total. Right. Driven by, like, a 100 a 150 to 200 attendants? A 150, I would say. Because we do grab some of the Crescent Hall's units in that count, and we
grab, the public housing loans that are in South First Street. And just finally, beyond, obviously, just you know, that loss of annual income, what is the pressure from HUD when they look at that number and kind of the impact of that? Yeah. So TARS is one that we have not been able to master. So we've done pretty good on everything else. Like our financials look great besides TARS. Occupy occupancy looks good. The physical inspection was the best we've ever had.
Wes Haven was at, 91 or 90. TARS has been something that has kicked us every time. I think, they look for three to 5%. We hover around 15%. So we are we are really high for TARS. The agency has historically ran a very large TARS balance. It's been consistent. And so this program is our our first step at actually trying to address that by not just throwing money at it. Every year in the past we've just thrown money at it to get the TARS
down. This year is the first year we didn't just throw a significant chunk of money at it to actually try to lower that balance. It will not be easy. It will be something that we have to be consistent with. Just in the past few weeks, I think we've stopped at least two to three evictions that had sheriff dates for lockouts. And I think those families understand the sense of urgency, that they have not understood understood in the past because CRHA has always bailed out thanks to the city, providing
a lot of eviction diversion money. But this is the year where that was not the case. And so families, had to come to the table and really talk to us about how we address this situation. And we actually now have, I wouldn't say the right amount of staff, but we have more than one person that's handling it. In the past it was just Joy Johnson working at resident services, and now we have someone at every site that is working with the project I mean, the property manager to address those issues.
And I heard HUD likes 2.5% for tenant accounts receivable. 2.5 to 3% is where where they want you to be, and we we haven't been there. 15? Yeah. We're at about 15%. And so, again, you know, what's kind of the practical consequence of that? You know, does that impact HUD funding? Obviously, that, you know, how does that impact how HUD deals with, you know, CRHA? So it has not impacted funding. If the grading scale changes, then it will. So I will say, when you say it has not impacted funding, we can't get
to a high performance status with that grading. And so with the high performance status, we would get more funding for capital fund. So that will, that I would say that is the impact. You're not penalized from the money you already see receive, but you can't get the extra 10% in capital fund money that you would receive if you were a high performer. That is what's holding that up, that score, that TAR score. Because our physical score was great. Our financial score was great. I think we lost points, point eight points or something like that.
And then the management internal controls was good. And so the only thing holding those up is that that TARS that's really high. And the ballpark existing waiting list is? I think we have that number in here. It's over 6,000 people, I believe on all of our wait list for public housing between the one, two, three, four, and five different members. And then the HTV wait list is about 1,900 folks. 1,700. 17 o six. So we have a lot of families that need housing. No. And it's, you know, it's just like a lot of things are simultaneously all true
at once, and very difficult. The update and the amount of, kind of, work that's going into it. As I said, for better or worse, when I see this, the way I think of it is just, like, what does this look like in terms of, like, budget request to city council in terms council in terms of specific dollar amounts and outside of city council, the, partnerships that, you know, there's gaps in, whether it's Region 10 or you mentioned there's obviously huge gap on addiction treatment and and all kind of multiple levels. But, but, yeah, that's that's kinda what leads me to to think about. But I'm done.
Is there any anything else from commissioners, questions, thoughts? No. No. Who? Alright. I appreciate the, the update. Yeah. Thank you. Thank you. We can move on to the housing director update. Tarana. Tarana, are you present? Kathleen, can you see? Oh, she's not. Okay. Alright. I will handle this report. So the property manager report, it's changed a little bit this time, just go around. You've after your cover page, you'll have some graphs. Now we'll go through that. We're now currently tracking, the amount of folks that come into the offices.
And so you'll find that on the first category, Crescent Halls receives a lot of visitors, and that is not just strictly an office. That's visitors coming through the front door, at nine hundred and twenty one. Kathleen touched on the collection efforts. It's about $15,000 received, this month in collections, due to, resident services and property management working on that. Two team members received or completed the certified occupancy specialist training in public housing. That is gonna be a training that we continue to send staff to as the
public housing regulations change. There currently are some proposals out there that would deeply change how we operate and run public housing. And so we have, been staying abreast of those changes. One is very significant that would change the number of families that can continue staying in public housing. A majority of our families would not qualify to continue after the two years, if there was a a term limit placed on it. I think the current policy or proposal would only, folks who are disabled and elderly
would continue to stay beyond the two years, but a lot of our folks would not. And so we're looking at how that impacts our folks. We actually started talking about that last year, because these were rumblings, that we heard last year. Some of the big items, we currently have about 30 vacant units. Yes, that number is high, but we have 12 of them that are in Greenleaf or Dogwood. Greenleaf was a property that we acquired at the beginning of the year. We've emptied out one whole apartment building, because it needs a a gut, a complete
gut. And so we plan on gutting that, that building and then rebuilding it as, not SRO, but we're going to be renting by the bedroom. We're going to be offering that as an option, and that is to try to help families that are losing housing due to capital crossings, the sale of that property. And then, they also have three units that were vacant when we purchased the property that we're currently renovating, and those will be leased up as soon as they're done. Councilor Payne, were you about to ask something? No. No. Okay. The Mickey Madison Riverside and Scatter Sites have six vacant units.
We have three of them are in, well three of them will not be rented out because we plan on deploying our parallel track plan on those units. Two of them are at Mickey, one of them is on Ridge Street. Parallel track is the complete renovation of public housing units that we do not plan on turning down, and so that will include bathroom renovations, kitchen renovations, interior renovations, flooring, doors, light fixtures. And that site will also have the HVAC units replaced because we did not do
it at Ridge Street during this last, last HVAC installation project. West Haven has four vacant units, Crescent Hall has three, two of them are currently being worked on and should be done by the end of this week, and South First Street has five. Also in here, we're tracking the non payment notices. Those are the notices that go out to residents who have not paid. 38 were processed, two at Sixth Street in the scatter site, six at Greenleaf and Dogwood, 16 at West Haven, eight at Crescent Halls, three at South First Street, two
at Riverside, three eighty one at Madison. We have two notices to vacate, and those are both at West Haven. So we expect to have two more vacancies come online. If you flip over on the next page, you have your unlawful containers that have been filed. We have filed a total of sixteen, four at Nikki Madison Riverside and Scatter sites, two at Greenleaf and Dogwood, one at West Haven, six at Crescent Halls, three at South First Street. We have two that are pending court dates, and both of of those are at West Haven. And then we have two trials that are scheduled. Both of those are posted at West Haven.
We have three pending court cases at South First Street. Those are related to rent. To rent. We have zero non related to rent at any of the sites, and then we have seven pending writs. Two at Mickey Madison Riverside, three at West Haven, and two at South First Street. And it looks like, the next page actually tracks all of the delinquents, and that includes folks that are no longer living with us. And so that balance is $338,000. Like like I said, that includes families that are no longer living with us. In a few months we'll bring to you a write off recommendation to write off
the balances for families that have moved out, because we are are not likely to collect that money. It doesn't say that we're not going to try to collect it. We actually enrolled in the tax program last year, to where other housing authorities enrolled. So if a debt is owed to a housing authority, you can enroll that debt into the tax program where if a tax is supposed to be generated for that family, the debt is paid off first. That will allow families in the future to be able to be rehousing public housing,
because that debt would then go to zero. But at something new, we just signed up for last year, so this year is our first, our first full year of actually filing that. You have to have a judgment, and so a lot of the old cases, like if someone moved out, then we have not submitted those, but the ones that we actually get a judgment on, all of those will be submitted for collections. And, actually, I was wrong about the number of public housing on our wait list is actually 2,553.
Since we have no purchases in progress, but I will say we got a phone call last week about someone looking to, sell their portfolio. And so we are engaging with that individual, to figure out their plan of disposition, the length of it, and, the dollar amount they will be looking for. So far, I think we've identified 10 properties that they would, be willing to to get rid of soon.
Okay. I think that's all I have. If you guys have anything, please let me know. I can answer any questions you guys may have. Any questions or comments? No. No. Alright. I'll just say on the federal changes, I know city council's already thinking about our legislative packet and what's going on with state coalitions. Is that it sounds like there's at least a possibility the state may have to create state level voucher program and funding opportunities in a way it just never has before. So if anyone has out there has ideas, certainly let us know. Moving on to the next item, HCV HCV program manager update.
Yes. And so that is I'm gonna be providing the update. I'm not the HCV program manager though. There hasn't been a lot of change in this program. We were in shortfall last year and so we have, we have not issued any new vouchers, we've just maintained our current voucher load. We've also started talking about some of the new developments we have coming online, like, Sixth Street will be utilizing 41 vouchers from the HCV program, as project based vouchers and then South First Street is going to utilize 55 vouchers.
And so we're going to be working with HUD to actually plot, and plan the usage so we don't run to a shortfall in a few years. And so, going forward we're going to be pulling vouchers and setting them aside, for that future, deployment at those two sites. So we're current at four fifty nine participants which is a half a million dollars in housing assistance payments and $63,000 in utility payments. We have a wait list of 1,700 families. Like I said, that number will not change. We currently have 10 people that are on lease that are looking for housing.
The mainstream program has 37 folks housed. We currently have a capacity of 40 and so we have two folks that, are looking for housing and seven on the wait list for that program. Project based assistance at Crescent Halls, we currently have 50 families housed, that program. So we have two families, that are going to be housed once those units are ready. We do use the public housing wait list to fill that those units, those units were public housing. So the commitment was to continue utilizing the public housing wait list so families would
not have less opportunities to get housed because you have less units. The crossings currently have 19 families housed. They have the capacity for two additional families, and they have a wait list of 1,239 families. The enhanced voucher program was, has five and those vouchers were actually created to keep families housed, once, rents increase on a previously, project based voucher housing type. For the EHV program we have 11 families who originally started with 15, that program
has a sunset, and so once those vouchers expire, they go away. And so, you will not see that number increase, you will only see a decrease, and they're now actually talking to us about, absorbing those vouchers and talking to us about, absorbing those vouchers in our regular voucher program. They've been pushing back on that a little bit, but that has been the communication going forward. Tenant protection vouchers, those were for relocation, we currently have eight of those. Tenant relocation vouchers were also for relocation, we had eight. So the tenant protection vouchers are for, the families that choose not to come back
to public housing, so you start your project, HUD gives you two different vouchers. One is a relocation for public housing units that are coming back and one is a voucher for families that were living in that public housing unit who may choose not to come back. And so the relocation ones that chose not to come back to your community. VASH, we currently have five of those but four are at least, we have, two
people looking and so that's under our referral basis. So we get a referral from, the veterans administration, for families and then we assist them from that point. The fostering youth, initiative, we currently have 17 families housed, with two looking. And portable vouchers, we currently have 13. Those are vouchers that are ported in from other agencies. So an agency can either absorb or bill. And so if you see it as a portable voucher, it's it's being billed. And so that total we have six fifty five vouchers, for almost $700,000 in housing
assistance payments. For the sister act program, we currently have 71 families housed under that program for a monthly half of $69,160 and that is a little above what, we were budgeted for that program. We should be at, with that dollar amount, we'll spend about 829,000 a year on HAP, which is about, 15,000 too high. But we do have a reserve, that we are gonna be eating in, which is
good news. HES inspections completed, 39 thirty two two annuals were completed in the month, three special and six QC. For recertifications, we completed 65 this month. Annual certifications and pending past due is 10. We have been trying to address the pending past due, because that is heavy, is heavily scored. And so we're looking at other ways to bring in folks to get those recertifications done, and so we're looking at Ray Cafe where residents or participants can scan documents
to us instead of having to drive all the way to our office, find parking and then get it to us or wait for us to, make copies of it and then give it back to them. And so we're gonna be looking at ways that we can also send reminders, like we have text.gov now, we can send a text reminder saying, hey, your recertification is due, instead of using the postal service, which is the only way we're authorized to communicate with residents now, that's our official form. And so we're, sometimes it takes them a week or two weeks to even get
the notice when you only have fourteen days to respond. And so that's problematic and so all I have. Open you guys up for any questions. Great. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. All I have. Open you guys up for any questions. Great. Any questions or comments from the board? No. No. Alright. We can move into our last update then, the, finance update. Good afternoon, everyone. Short update. We went over through, you know, all of the last quarter at the retreat. So, and since then, our FDS unaudited report for fiscal year twenty five has been
accepted by HUD. And the IT department in finance is working on a way to do a paperless, inventory, basically, of all of our resident files, all of our financial files. They charge us the whole thing. Works easy to search and all that. So we've engaged with Rico right now to kinda see how big a project that would be because we gotta keep, you know, so many years of records and, you know, eliminating a lot of paper waste and all that kind of stuff. So that's kind of our big project right now. That's all we got, Josh. K. Questions or comments? Alright.
Now we can move into our last, public comment. Is there anyone from the public who would like to speak? Brent, We'll talk about LV Collective. Sure. I'll put you on the spot. Alright. Well, let's move back from public comment. Well Hey, everybody. My name is Brandon Collins. I'm your redevelopment coordinator. I work pretty closely with our Westhaven resident planners on the redevelopment plan, for that neighborhood, that was, saw its first residents moving in in December 1964.
Fun fact, I just discovered they put up a fence along the, West Main Street side in 1985 that completely blocked access to West Main Street. Saw that little tidbit today. Access to West Main Street. Saw that little tidbit today. One thing that resident planners struggled with, is development on West Main Street. There's a group called LV Collective, that are seeking to build, right by the basketball court, on Main Street. There's two empty parking lots, and they are seeking to build, 12 story luxury student
housing, complex on that property. Unfortunate, just on its face. But when you put it in the context of the resident developed master plan, it really has a huge impact. Everything the residents had designed, which were, you know, involved a lot of compromises because we can't fix everything about the past, particularly how it was dug out and how there's no connection to West Main Street, no accessible way to get to the rest of the world from West Haven.
We built a beautiful, sort of plaza, that's gonna be, have two community centers on the side with a accessible switchback ramp up the slope there, to take you to our brand new sport court, and get you out on an accessible path to West Main Street, as well as some stairs and stuff there. It's beautiful. The the rendering that architects provided, really looks stellar.
And, in place of that now, you will see a 12 story wall. And residents aren't terribly happy about it. LV Collective has a meeting with West Haven Resident Planners and the Tenth of Page Neighborhood Association this Thursday at 06:00 at the Jefferson School Auditorium. I'm sure that residents would appreciate, board support, for what residents, need out of this. It has a huge impact on safety, lighting, and just, fairness and, our ability to
address the mistakes of the past that CRHA has really, embraced that and taken that on. And I think the city is trying to support that, and, we just really want your support. And telling these folks that, you know, something's got to give on this, if not completely give on it. So just throwing that out there. Any questions? Yes. Your sales can fill you in on a lot on the side. Any questions or comments from the board? No. I will, I'll get a little political here, I guess.
I think this is a concerning moment that, quite frankly, I've kind of been waiting for, because our new zoning ordinance, I think, was a significant improvement over the old one and has a lot of positive things. One of the things I think was a mistake in it is how extensively we did the x districts, which are x five and above, where you can go seven stories or above by right, particularly because that's overwhelmingly gonna be national student housing developers. You can also build hotels.
And I think there's also a hotel slated for development on West or, West Main that would oversee West Haven as well. And in the new zoning, those districts have no discretionary decisions involved anymore. The only discretionary decision point is the Board of Architectural Review, whereas before there were special use permits where people could get to what I think they wanted, which is kind of a community benefits agreement where you could work with residents to figure out very specific impacts and mitigate those, you know, at a very hyper local neighborhood level.
And those were taken away in the new zoning ordinance and replaced by all those projects would be required to have at least 10% of units be 60% of area mean income or below affordable. Or in those cases, they'd likely pay into the housing fund based on a formula. All of which is to say, I don't think many people realize the implications of taking away any discretionary decision points for how extensive those districts are, especially because the only development there is going to be national hotel, or not hotel, student apartment developers.
And I would just say, I think I think this could be a very unfortunate moment because I think those residents, because that mistake was made, can go to that meeting, but there's very few leverage points remaining to actually change anything about it. I do think the city is about to begin our annual process of reviewing the zoning ordinance and looking at what's working, what's not working, what did we get wrong, what did we get right. And I think any residents, any board members, any staff who are concerned about this,
I would strongly, strongly, strongly, strongly urge you to email City Council, speak at City Council meetings, and attend, the upcoming work sessions about reviewing our annual zoning ordinance to provide this perspective because it was one that was not heard during the development of the zoning. Because you know, for a variety of reasons, just many residents who will be directly impacted that by it weren't at those meetings. So for a lot of council, that means it's not a problem. It's invisible. And I think it's really important to hear that.
We're also beginning on building small area plans in Tenth And Page. And I've seen that same exact issue that residents had no idea that zoning that allows seven, ten, 12 story student apartments with no discretionary decision points at all anymore is now the case. And I think if that voice is not heard at the city council level, I don't think it's going to change. Because I think a lot of people do and there's some truth to it. But a lot of people believe all new market rates apply, no matter what, is is universally the solution, and there's no trade offs.
And I think it's important to hear from, you know, public housing residents to make known how nuanced and complex these issues can get. All of which say, unless that happens, I don't think there's going to be a change for this or projects like that. So we just very, very strongly encourage that not to get too political or go into the history of it too much. But I'll end it there. That's the truth. All right.
Well, on that note, we can go into public comment. Sorry. I didn't have a little icebreaker. Well, it's interesting that they're literally going to build a fence to create a physical barrier between The fence is there. Well, in some of the plans to find that ability to connect to West Main Street that is, you know, built into what the master plan is looking at. You know? They're gonna allow for our ability to get to West Main Street. So far, that seems to be all they're really willing to give on. And we we would like y'all support to to ask for more.
There may be things they can do. There may be things that, that we can't do. But we we definitely need your support in saying, you know, this is really unfair and and totally not cool. Definitely will. Oh, go. Is there a specific thing that you want us to say that we support? Yeah. We can we can work on that. Okay. Great. I think that would be I mean, every everything I said, you know, safety Yeah. Is a huge one. You know, there are parts of the master plan that we set aside, due to safety concerns.
So, having our our path to West Main Street, that's flanked by a giant wall, without a whole lot of space and a whole lot of lighting and access, you know, who gets access, what kind of scrutiny are are folks gonna be under as they're using that. That's a big one. And so a huge disparate impact on safety and connection to the neighborhood. And, and, you know, the other really is connection to West Main in general. I mean, it's it's it's The center of economic and political life in our in
our city. Exactly. Yes. Mhmm. Well, thank you. Appreciate that. And we'll definitely be there Thursday. Hope others are. And, again, happy to connect to, you know, talk further. Anything else? We the important dates on the back of the first page, like the safety committee meeting, resident service committee, admin, redevelopment committee, next work session, and the next board meeting. Yes. Sorry. So, important dates. Next CRHA board work session will be Thursday, August 14 at 6PM here in City
Council Chambers. The next CRHA board regular meeting will be Monday, August 25 at 6PM, also here in City Council Chambers. Redevelopment committee meetings every first Thursday of the month from three to 4PM. CRHA admin redevelopment meeting every third Thursday of the month at 1PM, safety resident safety committee meeting every second Wednesday of the month at 12PM, resident services committee every second Tuesday of the month at 1PM, And then we also have, I believe, on August
6. August 6. August 6 at 6PM at City Space. There will be a city council joint meeting with the CRHA board, which will obviously be a very important and hopefully productive meeting. So definitely look forward to that. Yes. August 2, West Haven Community Day. Yes. August 2, West Haven Community Day. Sorry. Is the August 6 meeting, is that is that what we will be given that Zoom? I'm not gonna be here. Yes. So that will be accessible via Zoom.
City space you can get to through Zoom. So that link will be Okay. That that can definitely be sent out. And sorry. I forgot to include that one on here. And as long as we have a physical quorum, you you can participate virtually. Okay. Any other dates? Nope. Sorry. Now we really will go to public comment. Is there anybody in person or online from the public who would like to speak or from far? Seeing no one, I will adjourn the meeting. Thank you all. K. Thank you.