Good evening, everyone, and welcome to the May twenty-seventh, uh, twenty twenty-six meeting of the neuroshell industrial development agency at seven thirty-five PM in City uh council conference room in City Hall and lovely near Shell, New York.

Uh, the meeting of the near show IDA is now called to order.

Can staff please call the role.

Here.

Here.

I Allah.

I Anuzi.

Singletary.

Here.

We're also joined by Adam Salgado, Commissioner of Development Deputy and IDA executive director.

Myself, Roshi Pong Shang, which is IDA consultant, and Adriana Baronello, which is our heart of speech transaction counselor.

Welcome, everyone.

Thank you.

Uh, Katrina, I know is uh healing on the men from the uh injury.

So thank you, Rosie, for stepping up again to your old role again.

I'm happy to be here.

So if you remember how this works, are there any announcements?

Yes.

Uh just a flag for the board that later under the other business and discussion item section.

We're proposing to have a brief discussion about updating the agency's workforce participation in labor compliance policies under the UTEP.

Looking forward to it.

Thank you.

Anything else?

Everyone had an opportunity to take a look at them.

If so, can I have a motion for approval?

Sure.

Thank you.

Second.

Sec.

Junk ball second.

Okay.

Councilman, that's fine.

Uh all in favor?

Try opposed.

Any abstentions?

Uh it passes.

Thank you for that.

Um so tonight I have a inducement for a public hearing for a very exciting project uh that we will uh look forward to hearing from the project uh sponsors and developers about uh 466 Main Street.

Um Adam, maybe you can give a little introduction to the project and the developers and go from there.

Sure, thanks Rob.

Uh the IDA received an application from 466 Main Development LLC for a proposed mixed use development project located at 466 Main Street.

Upon completion, the project is expected to include 489 residential units with 10% of the units designated as affordable uh for households earning 70% of the area median income.

That totals uh 49 units.

The development will also include approximately 6,000 square feet of retail space and a parking garage containing 448 spaces.

The resolution before the board this evening is for inducement of the project and the setting of a public hearing.

The applicant is requesting financial assistance in the form of a mortgage recording tax exemption, sales tax exemption, and a 25 year pilot.

The requested incentives will be reviewed by Grow America and the IDA Finance Subcommittee.

The final proposed incentive package will be made publicly available prior to the public hearing scheduled in connection with this project.

Representatives from BRP are here this evening, including Merritt Marshall.

Um I don't know that I saw Andy Cohen, but Zach Schwanbach are here to present this evening along with Ian Nichols, uh partner at uh Cody and Feder to present the project and answer any questions from the call the team up to the board and walk us through their project.

If you need chairs, we've got chairs.

Most important colleague, Mary Surf Zero.

Oh, I'm sorry.

I'm substituted for Andy Calvin.

Nice to have you there.

You're not a substitute, you're fast and program.

Thank you guys for coming.

This will just be able to do it.

Cool.

Well, good evening.

Thanks for having us.

I'm Aaron Thomas, you're a co-founder and managing partner of Bureau P companies.

We're a fully integrated uh real estate investment development firm based in New York City.

Uh we've uh completed um projects obviously in New York City.

Uh but most notably you can do two products of New York Shell.

10 Commerce, 172 units.

Um State Bill Housing that was completed in I think twenty-three.

Um keep me honest on that and probably the best billing in New York Shell.

Uh which is uh 500 Main Street, which is called the Leaf, which is uh 477 units, mixed income housing, 25% affordable at 50% of AMI, the balance um uh market rate, uh handsome building, uh fully amenitized, the affordable units have the same features and amenities as the market rate units, uh full access to amenities, uh discounted parking, um we think the project was was completed with social equity uh and everything else that is considered fair uh in this environment.

Um we're here to talk about 466 Main, which is not too far away from Parliament in Maine, and I'll let my colleagues uh get into the details and we're here to answer any normal questions.

Uh thanks again for having us.

Thank you.

Um I think Adam covered uh the basics of 466 Main Street.

It's 489 units, uh 448 parking spaces.

Um just to note it's the the first of uh two-phase development on the site, which uh together approved in 2024.

Um so we're just talking about the first phase and uh there's also a six thousand square foot retail component.

Um and we recognize that this is a very important corner, north out of Main Street.

So we are prioritizing the retail.

Um we are going to provide subdivision options and um utility hookups to accommodate a variety of uses and uh we're looking forward to working with the city staff to attract the best tenants for that space.

Uh we brought Wingstop in to the leaf uh a block away, and uh we're hoping to do something uh even better with this uh larger space.

Um the wingstep has been well received, I'm here from my friends.

Certainly by me.

Well received at least twice a week in my household.

So yeah.

Lemon pepper or or traditional buffalo.

Traditionally starting made my house.

Habanero habanero.

Okay, okay.

Um just to know we are requesting uh the 25 year pilot.

Um, frankly, this is due to just simply the environment that we're uh building this project in.

Um we're confident that the review um from the consultants will demonstrate that that's necessary for this to be a feasible project and uh have a net positive benefit to the city of Gary Rochelle.

Um moving on, uh these are some renderings of the project just uh to note this is a the two phases in one image and very clearly.

Yeah, we're focused on the left part, but um I wanted to start saying I've been working with New Rochelle for a very long time, and what I love the most is that by continuing working with you, we really are using lessons learned.

And I even though 500 mains the best, I think 466 will be even better.

Um working with city planning, we really every all the little knickknacks or things that just weren't working on the other two projects.

We really made sure that 466 succeeds having it being all electric, um the screening around the parking.

We are including um additional queuing than what's required by code because we understand those concerns and it just allows um myself and my team, Hill West is the architect to really just um design a really great product for New Rochelle, and we're really excited about floor to ceiling windows, like I said, all electric, so um sorry.

This is 466.

And then the the unit mix uh as mentioned we're providing the 10% 49 units at 70 percent of area median income.

Um again, they'll have access to all the amenities of the market rate units, same finishes.

And there's the unit mix of uh studios, one bedrooms, and two three bedroom houses.

So um that's our presentation.

We'd be happy to take any questions at this point.

No, uh just just a preamble and then obviously colleagues in the board ask ask away any questions that you have.

Um yeah, this is your third bite at the Apple, right?

And you guys have been business partners with the city.

Um I always say people people have choices on both ends, and you've chosen us.

This would be the third time that you're choosing to kind of work with us, so that says a lot, so we do thank you for that um in that regard.

Um this is just your restatement again, this is not an affordable, this is gonna be a market rate building, but you'll opt into our 10% um uh set aside if you will for that.

Right.

Um do you have uh your financing is it starting to get there?

You I mean, I know things always move, but we have the debt in place.

Uh the equity we we think we have that that it always comes at the end.

Yeah, that's the hardest, right?

We have to get that.

We have long-standing relationships with um our lender, which is a good thing.

Okay, great.

And I know just historically you've always brought in uh you know institutional level uh financing arms, which is another says a lot about you know you guys, but also about you know what we're doing here in New York.

So we appreciate that.

Any questions?

Yeah, just how do you determine the mix, the unit mix, and then uh what's the occupancy of the the two other projects you have in town here?

Um excuse me, tank commerce is fully occupied that read it up in 13 months.

Okay.

And you know, that that's sort of not as in terms of amenities, doesn't have everything the 500 main has, so the price point's very attractive.

And we do that for diversity of product, right?

Product type, and we have proof of concept because we're New York City folks.

Why are you guys doing the suburbs?

Uh newer shows is a suburbs compared to New York City at least.

And so proof of concept worked nicely.

We had Gomez X as the LP in that, so we tried 500 Main.

500 Main is interesting because we had uh state support.

It's 25% of affordable, so we had a ta uh complex financing because we had tax exempt bonds and you know uh uh a taxable setup and we were gonna convert to an agency takeout.

But we had tax credits to to we conduct out 25% affordable um you know, with the 4% tax credit.

So that was a different animal because we had government support.

We don't have government support for this project, and that's why Zach mentioned we needed, you know, probably a stronger abatement.

Uh unfortunately for us, interest rates are higher.

That's where everyone was like gas prices, and the construction what I care about is about 25% higher than what we built 500 just in three and a half years.

So that's something that everyone is experiencing that um you know is a challenge, and that's why the equity comes at the end with the environment's challenge.

In terms of the mix, we tried to maximize uh based on velocity of our current projects uh in the area, and you know, the you know the layout of the building, but Mary can get into the actual work closely with Gray Star, who's our marketing agent.

Like they come to the they are designing with us before we even put a pen to paper.

They're managing the other two products, and they manage the other two products.

Um so we really work closely with them.

You know, there was a desire for three bedrooms, they're in the market, they're larger and bigger in the market in New Rochelle than we are with the three buildings, so they know what people need.

So, you know, they did ask for the threes, and there are more threes in the second phase.

I know there's only two here, but they put more threes in.

Um, but we really work closely with them on the mix and what's been working in New Rochelle with all their other properties, and then 500 main is um percentage occupied.

Oh, 500 main is uh 80 percent only in the 14 months great rent.

We projected two years for that.

Um so that's exceeding expectation.

So Mark, a couple questions.

So one of them is uh you said it was only phase one on the left.

Now is the whole platform for both phases being built at this time, or is it just no, they're completely standalone building.

So the 488 parking spaces are just for this one.

Just for this one, and then the other building has its uh own parking.

We did look, you know, for future, we do we did locate both lobbies adjacent to each other just in case uh there's an opportunity here.

We see that there's a there wants to be a tie-in, but there would never be a tie-in for the parking.

Sure.

Okay.

And uh you stated you have done two projects here in the previously in Rochelle.

Do you all talk we had no way your uh employment records were there uh towards local hire or through organized labor or if not we could probably go to reports but we're on 500 main, we work closely with um what's the name of the group?

True leaf.

Is that tough?

No, no, not from the um Dwayne's group.

Uh social center.

Yes, thank you.

Yeah, we were and we actually um Sky Corps who's our contractor um works with them very closely.

So we're targeting.

I know there's a requirement of 15% MWB and or union, we're targeting north of 20.

Um, your previous one this one.

I I don't know exact numbers, but we could get those for you.

But we try to be compliant in everything we do in that project because they had to stay, we I think we had a higher threshold we meet um because I think they have a 30% requirement.

But but we'll get that to you.

Yeah, just because you know, since you aren't doing the social equivalent fear, but but just by chance, we're the largest MWB in the state.

So uh developed and that's so that's part of our DNA, and and where we can, we we try to maximize those contract services.

Yeah, it's not asking because I know in a lot of the previous um meetings, you know, planning more meetings in the community has been coming up and voicing their concerns in a lot of these projects that there's not enough local hire, not enough is being done towards the community, and there's been a lot of blowback from the community, and so you know, I'm just want to make sure that you'll be able to comply with the numbers with the social equity.

And um also on just another question I I know when when you had your planning board meeting back in 24, there was a lot of community with the the businesses that were in the existing building now.

Do you know anything about what anything that went on with those businesses?

Are they out of which which buildings?

466 like medical taxes.

They're all gone, they've been gone for uh they're all gone.

So we were able to relocate uh two of the businesses.

Well, the city directly subsidized uh the relocation of two of the businesses within New Rochelle.

One was uh Dr.

Sherman, he was a dental office.

He's in the the lobby of the printhouse, which was uh you know, vacant since the building was constructed, so that's uh it's a great addition to the you know Huguenot Avenue in Uganda Street.

And the second business was a uh hour to exit escape room.

We gave them some retail tenant improvement funds, and they kind of always had a vision for being part of the new rock family entertainment center in the New Rock Mall.

So they got a space in there, um, and we gave them uh pretty significant grant, I think around 250,000 plus additional 60 to the building owner to build a bathroom that they would be zoning client.

Um so we're they're very close to opening up.

The dentist office is open, and the uh the the hour to exit is is is imminent.

So we've been tracking them on social through our uh you know retail tenant improvement programs.

So we've been very active trying to assist those displaced businesses to relocate within Rochelle, and then I know, and I and I don't I can get this for there were several other businesses that relocated within New Rochelle without additional subsidy from us, they were able to relocate.

And you know, to be fair, um, at you know, Councilman Oshinoye's uh you know request and advocacy.

We have now added a requirement to the planning board notice uh instructions to uh send notices to all of the businesses in a particular project.

So now there's a there's a requirement in a specific construction about how that notice is to take place.

Um and we kind of learned from that lesson.

Thank God we were able through these other city programs to find funds and spaces, and we have been trying under our vanguard initiative.

I'll just give ourselves a little shameless plug, be very uh intentional about activating the downtown and trying to keep the businesses that are there and and use these uh these programs to make sure that uh you know we keep our new Rochelle businesses uh in New Rochelle chain.

So um natural med, did they do anything?

Metro Med.

I believe that that was a pediatrician.

I to my understanding he's he retired and it's just time to I'll give you the list of the other businesses that we relocated in Rochelle, what happened to all of them.

I I don't have them at the top of my head, I just know about the ones that were directly that stayed in New Rochelle, basically.

And we work between them if they needed a little bit of extra time.

We we were in contact with the building department and when they were getting their permits on our new spaces, so we kind of worked alongside them.

And there's a little bit of a you know, there's a little bit of a disconnect with this particular property.

I think you know the developer, you know, they didn't buy the property.

There was a there was a an option to purchase the property, and the property retained the previous owner retained ownership and therefore had the responsibility under the previous regs.

So, and it was very kind of according to them.

There were they had documents to us that communicated with those tenants, and certainly a lot of the tenants did not have active leases, they were on a month and months, so it was communicated to them that the project was you know going through a sale, a transaction.

So, you know, the businesses there, um, you know, they they were aware that things were going to change, and we were very lucky to be able to intervene um under and and and and find them funds and resources and spaces to make sure that they stayed in the Rochelle.

Thank you.

Yeah, I have uh first of all, I just want to say thank you for your comments about social equity.

You know, obviously in New Rochelle, that's something that many of our constituents care about.

Um when you look at like this project.

I'm curious if you could talk about like how do you go about recruiting top tenants?

You mentioned Wingstop, like you have an idea of the type of you know healthier choices or the type of tenants that you're looking for within this project.

You know, everyone wants the whole foods, right?

I mean, this is a six thousand square feet.

We try to get highest and best use.

Um you know, you can't force a tenant to rent your space.

You know, and what we find is um the commercial tenants come after you have critical mass, and they come out no matter what you say, they come out with their counters and they count traffic, and you can't hide from that.

Uh so you know, when everything's done, you get better tenants.

Um what you what the commercial um tenants and operators don't want is to be too early.

They lose money, they're too early.

So they come later.

So we always get that.

Uh you don't want the Thai restaurant, we want the green grocer, we want the you know, we want to get French uh latte, you know.

But we work with brokers, the best in class brokers to try to attract the best tenants, and we design with that in mind, and we give TI, which is tenant improvement allocations.

We'll work with the city's programs to attract the best tenant, but it's not easy to attract the tenant that you want.

You just have to force them to lock in and you know pay rent for 10 years for business that may not be viable.

So that's always a bit touchy for us.

But um, we do the best we can.

Um Harlem, first trade of Joe's in Harlem, uh well received.

Um we have a target in West Harlem, the only target in Harlem.

So, but you know, it takes years to attract those those type of users.

But we have the best in class retail brokers that will assist us.

We don't do that on our own.

So I would just add that.

And we work with a few things by the way.

We have undertaken, you know, the city just we call it the vanguard initiative, but it it's it's a really heavy marketing outreach to the types of retailers that we're gonna see in New Rochelle.

So we've consolidated all of the kind of market level data, put traffic, uh, you know, income by radii from the points of the downtown, so we can make that sell that pitch, if you will, to those top tier retailers.

Those that information is available in our fingertips, we keep it fresh, it's hosted on the city's web page.

So it's all to try to amplify all the efforts of the individual developers as they lease up.

And I'll I also want to mention that in these zoning amendments that are currently before council, the updates to the 2020 to the DOZ, the downtown overlay zone, is a requirement uh for, you know, like you have to do a traffic review or a like a shadow study for each project.

Now we're asking for a retail evaluation by a qualified uh, you know, retail uh commercial recruitment firm.

So the spaces will be valid evaluated qualitatively for their market sort of suitability for the different types of use that are being discussed and proposed.

So we're asking the developers to actually put some money and thought into the curation of those retail spaces so that we're bringing the spaces online that actually meet the needs of the retailers we're trying to for.

Right.

We keep in mind the residential is linear, right?

We can only build how much in here you build 500 main tankcom, you know, one Clinton, all those things, you build them and they rent up.

And it's almost like this, right?

And then in the winter it goes off and it picks back up.

Retailers are sort of cowards, right?

So instead of five years, you would get 80% of your tenant base in the last year.

Because they don't want to come year one when things are being built, there's no ten, right?

They don't have enough traffic.

Or they don't want to, you know, they get fired if they miss, right?

So they'll wait to the end.

So when you look back, you go, Oh, we have all this retail.

But if you look at it, it's very choppy.

You'd get one pioneer, maybe a grocery store, but everyone, you know, the main guys come late when it's already built.

So that's why, you know, you you think it's linear is not linear.

So you have empty space in these new buildings, and then when you have critical mass, you'll rent them.

And we've witnessed that in Jamaica Queens, we witnessed that in Bedford Stylecent.

Um it's all rented now.

We have like 95% occupancy, but the first out of five years we didn't have any button for three years.

Right.

Well, the good thing is, you know, again, with your projects and some of and all the other projects that were in the city, we're starting to get to that critical mass right now.

They're looking back over and they're looking at their watch.

All right, it's been three years, it hasn't imploded, it's going the way we expect.

And those conversations will continue that.

You've done the right thing with mixed income housing.

I mean, that's the future.

100% affordable is not the future anymore.

Right.

So it's gotta be a mix of everything.

Mixed income is better for everybody.

The data is irrefutable at this point.

Any other thoughts, questions?

I was so I I didn't see the design for your ground floor, how much it's broken, broken up into retail, how much of it is openly, like an open plan, like where where you're where you're having your front desk people, things like that.

If you could show we have our lobbies off of um north, I have it's in the middle.

Come on, I can point out.

Uh so this is our lobby, and like I said, it'll be the lobby for both.

Um they're not connected right now, but the lobby's in the center of north.

Okay.

And then um basically the retail space is all the corner, because we do speak to a few brokers and they feel corner retail is very important.

So um and not as much for residential entrances, so the co the retail bit on the corner, but we also uh what's important for us is to make sure the street um is lively and pedestrian-like.

So we have our co-working space off the first floor as well, off with the lobby.

Um like we don't have other than the parking entrances which are on locusts, um, it's all retail on Maine and North, which was our focus point.

That's awesome.

You actually uh answered my next question, which is where the car is gonna queue.

So the cars oh uh 466 main is on locusts and um second phase is on the case.

Okay.

Yes, there's a zoning requirement for parking for the retail as well.

So for the ground floor, you said the co-working spaces and they can be connected to the lobby, like it's gonna be out of like a I don't want to say open plan, I don't know how to do something.

There's a wall dividing it, but only because you want to have you know, it's like a storefront area, so it's you know, it's just there's ways to activate the street other than just retail.

So we're just bringing all the activity of people working, having coffee meeting uh down to the street level.

Only us because there's a conversation about just having like a more open plan.

Sometimes residents as they're walking in, they'll see like the thing that's going on next door.

We have we have success in the Madeira doing that where they see the coffee shop that's like right there.

It's kind of automatic traffic for whatever we're selling for them.

Just a question of the case.

That's what we're trying to do.

Yeah, that's what we're trying to do.

More activity at you know, and not hide, you know, it'll be right there on the first floor.

Right.

Oh, can you talk about some of the rising costs that you're facing?

You said 25% increased costs.

Yeah.

Um if you look, is that the right number?

20, 25%.

Yeah.

Um we were flat after COVID, right?

So 21, 22, 20.

Great years, but there's there's inflation.

It's it's the largest factor is the new electrical code that got hit in December of 2025.

That alone right, you know, raised the quite uh five to seven percent.

Um it's what's needed.

But um that was a big one, and then just in just in general.

And and we don't know what affects the war we'll have long term.

We we haven't that's that hasn't been priced in yet.

Yeah, I was thinking about that.

Um the projection is of uh one and a quarter, you know, it's like five percent increase a year in construction cost, and you know, the real estate Bible tells you three percent.

So five percent is a discontinuity, so it has a reckoning that's gonna take place in the country and so forth.

But do you I I mean it kind of ties into my next question of uh what would it take to build condos, like what like the second phase?

No, yeah, right.

Um or or in in the second phase or in any project that you might come forward with if there was a third.

Okay, we built five condo projects in the last 10 years all in all.

Do you have a preference?

Is there a preference?

We prefer multi-family condoms with very difficult financing.

Okay.

And you know, to get we're still selling, we just closed on the last three condos at home for a project we built in 2000 or 18 or something.

Takes a long time, interest rates higher.

Uh a lot of folks don't have a down payment anymore.

You don't have four percent interest rates, you have six percent interest rates.

Um, but we're looking at that just as a mix.

Um I think L and M's doing a condo, right?

Co-op.

A co-ops co op.

Right, okay.

And I think I talked to Lisa Gomez.

Um I think that state the state has some funds for that.

Right.

We're trying to test the program.

There was an open door with New York City, but I think the state has a similar program, a hundred thousand, whatever.

So we'll see how that goes.

We would like to mix it up and maybe do less.

You can't build for what's the second phase?

I mean it's three hundred and some.

I mean, three hundred.

We can bring her down.

It's hard to say.

If there's demand.

Right.

Right.

Like people say they want condos and then we stop.

Right.

You know, I mean, so uh the the questions were actually they sound like disparate questions at first.

But the I'm leaning towards, you know, we're on camera, the whole world's watching, right?

Right.

Right.

So if the state and the county are hearing, you know, more financial incentives can not only help get a project to completion, but potentially create the housing stock that I need.

We just have an expansion of our down payment assistance program which covers that up front 19%, which is oh yeah, no, we'll look at that.

We'll look at that.

You want some diversity of product, right?

And we're all for home ownership for stability of neighborhoods and entry points for folks that can't afford those beautiful tutors.

Right.

Right.

It used to be 500,000 when I was looking.

Right.

Yeah.

Almost bought a house on Valley Road for but we had a water issue, so I had to move someplace else.

But my wife's best friends are new.

We're just looking to find more ways to find more home first time home buyers.

So bring back we're we're literally bringing bringing back nurse high school graduates.

So we've done townhomes in Bedford Star, but we've done uh five condo products in a successful Clinton Hill, Brooklyn also.

But we've done it.

No, we'll look at it.

And the good thing about Shane is that he wears another hat as being one of our city council people, so he can speak kind of on both sides if you want.

And one of the things that I've learned as a council person is when it comes to people's property taxes and sales taxes, it's much better to just beg the county and the state for money.

So I want to snow, right?

No, we'll we'll look at it.

We appreciate that.

We'll look at we think we we talked about it.

Um and and just last comment if there's anything that you could do to create more third spaces.

It's something that we're starved for.

I know that you have a cost basis to every square foot, third spaces, more than a lot of people.

Like a civic space, you know, outdoor pocket bars.

Like community spaces that are decide too.

We are designing public.

We do that too in the Bronx.

We have a 7,000 square foot community garden that we're just in two years we'll be having up.

So, yeah.

And Long Island we go to Park.

And Northway Play.

We're building a Northway Place trade station.

We have a public park.

Okay.

And we're doing some things in New York Show that we're gonna add pro bono work to some beautification products.

Okay.

We try to be good neighbors.

That's excellent to you.

So we understand this is a complicated project.

Um, you know, life is changing, times are changing.

Um we'll have uh uh Kevin Grimms from Grow America will go through the financials.

Um so we'll take your requests under advisement with respect to you know pilots and so forth.

But we again I use the uh the statement earlier as a business partner, and you guys have proven yourselves to us uh two times already.

So uh the conversation we look forward to you know hearing back from our consultant about the numbers and uh but no, we're excited.

This is a really important piece of property in the city, location, location, location, as we all have heard before anecdotally, but it is important, and it's kind of an anchor place for a lot of the things that are development that's going on in the other areas, so it's gotta be done right.

We got one shot to do it, so and we understand that appreciate it.

We can say something, keep on doing what you don't.

We love working with Adam and the team, and you know, we're in five states, ten different cities, and you may say I say this everywhere, but no, this is the best.

It is because you get it done.

Uh we have a long lead time in other places.

You're fighting them to put 500 million dollar project into a city that creates jobs, permanent jobs, construction jobs, mixed income housing, and you're fighting, and you mentioned the community.

Community is not well informed.

And if you look at the TV show, developers always the bad guys, right?

They're getting rid of the community cylinder bill, condos, gentrification, and they don't even know what it means.

So we're there and we're early and often we we'll engage, you know.

Uh we don't mind tough spaces, right?

But the public is not informed, and a lot of times what happens is you mentioned we have options.

You're in five places, and your partners want to invest and they want to go, and you pull back, and then you'll look at the people, the places that are uninvested, the people that were uninformed, they don't have jobs, and their kids will move to New Orchell and place in Jersey City, and you need the young people with kids to spend money and and and make a place vibrant and and that's what the retailers want.

Right.

Retailers want the kids spend that you know, you know, they're not running home to cook, they're gonna eat outside, they're gonna go out and buy the latte in the bubble tea.

So keep doing what you're doing.

Uh don't let people stop you because the naysayers, and it's not well informed.

They have good intentions, but it has to add up.

And and and we live in the in those spaces.

Don't be afraid to just keep going because you're a model.

What you're building on a per capita basis is the best in the state without question.

Right.

Right?

We appreciate that.

So I'm sorry, but to add to that, that's really good.

The same conversation could be had with retailers.

I know it's often difficult to open a retail shop all the cut customization you need to do.

Working with buildings departments is never fun.

If there are any recommendations that you have in your direction, that will make it easier to fill our retail, filling our retail is one of our highest priorities.

So we're our ears are wide open for that.

If I can add that the key to retail is the tenant improvement.

So you have mom and pop shops who want to come in and say it's two thousand square feet, and it's a hundred dollars to build.

That's two hundred thousand dollars.

They don't have that, they have the five or six thousand for rent.

So we tend to uh you contribute, you don't want to contribute the whole thing because then we're investing in that business.

But if because when we were young, smaller you you need that tenant improvement, you need that help at the beginning.

So I think you have funds, right?

Um, Adam, you have an allocation.

That's key for the smaller mom and tops, not the big national retailers, but the info mom and pops need that tenant improvement, those dollars.

If you get creative with that, that that can provide incentive to to fill those infill sub sites.

And also, one of the one of the the reasons for the justification of the 25 years is the you know, the the retail uh tenant improvement that you know would be provided by the developers.

That's one of the public benefits that we're we've been trying to negotiate with them as well.

And then for that, we give them all like we we free we get free rent for a year, yeah and a half to get them going.

But it's important not to have empty space.

You need you need that activity.

And the infrastructure.

We we designed the infrastructure in the retail spaces.

So Lingstock was successful because the gas line was there, the water line was there.

Right.

It was there from day one, and they were able to just fit out the space really quickly.

And I think it was more attractive to them because they didn't have to call Connet to get either of those, which you don't want to be doing.

No, it's important to, you know, developers like uh BRP and Wilder Balder, and you know, they have made those investments in those spaces, you know, where we in the earlier DOZ developments, some of which are still vacant, are really the result of kind of the creating these core and shell spaces that were not outfitted with any of the sort of hookups or trunk lines coming into them.

So there's a there's a great cost that then gets laid on to you know, relegated to the developer to to the retailer to figure out.

So without that kind of partnership up front, we've gotten more sophisticated in the department of development in advocating for those spaces to be completed, but it's been a very easy conversation with these guys.

I would say the uh information that you've compiled too is very helpful.

We're already sharing that widely to help tell the story of downtown.

Right.

We send that website all the time.

That's good to do that.

I know you know, I'm sure we want other things in addition to Wingstab, but it would that does represent Wingstop is uh an investment from a pretty sophisticated company on the future of downtown.

So next basically, you know, we say in there, so like you could get a building approved in IV days or something like that.

I don't know if that's true.

But you know, most it's not true.

No, but but you know, the the what I've said as the vice chair back to our council when we when we have the discussion and to our city manager is that process should be the same for retail.

Everywhere we go in there shell, no matter what your demographic or background or leaning is, everyone's crying for more retail in their shell, including me.

So if we could get our retailers into the space where they feel like they could open up and start turning a profit even six months earlier than what they're used to.

We we're open to facilitating that.

This has been uh robust discussions.

This is good.

This is good.

We you need to, right?

I mean, this is the dinner table, as I said.

So you come here and we leave we have a family decision, but uh uh we appreciate you guys coming this evening.

Um so and we look forward to hearing uh more during the public hearing and after our analysis.

So with that being said, I'd like to ask my colleagues in the board is there a motion to approve the inducement and set the public hearing.

Motion.

So move seconded.

All in favor?

Aye, any opposed, any abstentions?

So it passes unanimously.

Welcome.

Uh congratulations, and we'll look forward to seeing you uh at the next one.

Let's go nix things.

Let's go next importantly.

All right, now you're waiting.

So I hear decisions.

No, that's I don't know about it, all right.

Go in New York.

Okay.

Um thank you for that.

That was good.

Um going through that.

Let's just kind of move through the uh other item that we have, any other business discussion items.

Um I would like to just mention that under other business.

Um I'd like to just open a brief discussion about the IDA uh workforce participation and labor compliance policies that we have.

And again, this is kind of a an ongoing discussion, but now I'm gonna kind of start bringing it to a head, if you will, to uh really have more purpose to that discussion.

Um there's no action item for tonight, so this is just more of a just kind of a discussion which I'll let Adam kind of frame the issue.

But you know, we we we need like we had this discussion here, you know, ideas generate and things, this is how stuff happens, and we need to, it's the time in that life cycle of kind of um some of our plans that we've had before to kind of take a look again at uh our policy about the unions and labor and and local hiring, and it's all been discussions that we've had kind of anecdotally but directed, but now we're gonna kind of try to formalize that a little bit more.

So, Adam, maybe you can kind of give us a framework for how kind of conversations can kind of go forward.

Sure, thanks, Rob.

Uh yeah, so staff is recommending that we begin a structure review of the IDA's uh existing policies, including the current social equity program or local labor participation require requirements, the compliance procedures, the frequency of the reporting, and the related incentives around uh workforce and and and labor.

We've already begun reviewing how other IDAs are uh approaching these issues through their UTEPs and their labor policies, including we've met with the Westchester IDA, we've kind of begun a review of the documentation of the Port Chester's idea, just sort of understand what our peer communities are doing so we get some insights, you know, and best practices and things like that.

We've also met with some uh labor leaders.

Um we started some early conversations with some of the developers, just basically trying to get a composite sort of understanding of this landscape and the idea being um a truthful one.

A truthful.

Rather than anecdotally hearing stuff, you're actually going and talking to these different people, what works, what doesn't work, and I just wanted to make that distinction that's important.

No, no, sure.

Um basically to have an informed discussion about uh these issues and allowing us to tailor those recommendations and those uh and to articulate our own goals based on real market conditions and real uh the oversight priorities as uh you know articulated by the board.

So the potential updates under consideration that we're intended we're intending to strengthen the IDA's public intended to strengthen the public benefit tie to IDA assistance.

So we're looking at uh clearer newer shell local labor requirements, a broader regional labor requirement.

We're looking at a potential PLA requirement for projects that are over 25 years for pilots that are over 25 years, unless the caveat being if it's 100% affordable, there are other regulations and restrictive covenants that govern that.

So we would want to have a carve out for those 100% affordable projects.

Um basically did you say PLA or pilot?

PLA.

Okay, absolutely.

So for pilots that are greater than 25 years we would require a PLA.

So the only real basis you could get for something that is over 25 years would be to enter into a project labor agreement.

Okay.

Um it's it's you know, we understand, you know, we've done some preliminary financial analysis of what it would take to uh you know provide an incentive package that would catalyze uh a project or incentivize a project sufficiently to be built with with uh under a PLA.

Um and you know, what we're looking we understand that there's a pretty robust pilot.

We have to be ready to look at the duration of the pilot to really make an investment and uh within that, you know, we kind of have these these kind of axioms, I'll call it in our IDA in our in our UTEP.

It's the project shall never pay less taxes than it currently pays, it has to achieve what this concept of revenue neutrality by year three, which revenue neutrality is the cost of educating the students that are generated.

That that analysis is based on a formula that was created in 2015 at the beginning of the downtown overlay zone.

So taking a look at all of those different features and all those different characteristics, um, you know, that can be brought to bear to achieve uh that type of project.

Um, but we we do think that in addition to that, we're also looking at um a pre-apprenticeship pathway uh and more frequent compliance monitoring.

So in other communities, they have uh you know monthly updates to the board on the status and progress of their compliance with the policy.

So we're talking about incorporating some of that and requiring OSHA training and having a verification process for ensuring that the workers on the jobs have that OSHA training.

So you know, these are all just kind of broadly articulated goals.

We're not making any specific recommendations.

What we're what we're we're we're proposing today is a uh to have a workshop.

We a training, if you will, of the entire IDA board where we can just sort of train you all on the existing UTEP.

I think it's really important if we're gonna have a conversation about you know, an incremental you know, move away from our current baseline, which is the approved UTEP.

It's really important that everybody understands the existing, what's in place today.

Um, and so we think there'll be um a uh that we should have that before we discuss any specific changes.

And that workshop would be that that meeting, the training would not be a formal meeting per se, it would be a training session, and then any um following discussion about the specific UTEP that we are considering would have those discussions would have to occur under open meeting law.

So they would be either at a uh you know, at a separately scheduled public meeting that would be noticed, duly noticed, uh, and or we can make it an agenda item in one of uh you know a subsequent IDA meeting.

But the point is get the baseline training if everybody understands the playing field, what what tools we're working with today, and then we engage in a conversation about what a change would look like in an open discussion in front of the public.

I appreciate that.

I think this is uh it's a good I keep saying in every process there's always a time that you have to go back and look back at what you've done and see what needs to be changed, what doesn't.

So this is a great uh inflection point for us.

Um and I will say as a as a lawyer, uh it's kind of complicated navigating this stuff, so I the training is gonna be great because it's gonna just level set everybody, say this is the truth, this is what we have today, and then we can spring forward from there to figure out what do we want for tomorrow.

So um I applaud staff and you guys do those changes.

Is that something that we would have approved those changes?

Is that something I have to go to city council or it's an IDA UTEP policy, and so it's just here.

Well, I will also say we're not living it, we won't do anything in a vacuum in the sense that we need to understand, and this is why it's good having uh Brother Shane over here wearing another hat because it's important that look the dinner table.

My whole concept, I learned that when I was in the governor's office.

All your discussions and fight at the dinner table, the minute you leave the house, you have a house decision, right?

So we want to make sure that we hear different views and make sure that we have that and uh be able to kind of do something that's going to be good for the the next 10 years, right?

So we don't have to deal with this going forward.

Um but then they'll have to go back in 10 years and look back so we've done so.

It's kind of wash, rinse, repeat sort of thing.

Awesome.

Our next meeting is scheduled for June 24th, 2026 at 7:30 p.m.

Um with that.

I'd like to ask for a uh motion to adjourn for this evening's meeting.

Thank you.

And seconded.

Wonderful.

All in favor?

Aye.

Any opposed?

Any abstentions?

It passes.

Uh, so that adjoins that meeting.

We're gonna roll right into the CLD meeting.

Open up again.

With welcome to the May 27th, 2026 meeting of the Neuroshell Corporation for Local Development at 821 p.m.

in City Council Conference Room, City Hall Neurochell.

The meeting of the NeuroShell Corporation for Local Development is now called to order.

Can Rogine I hate saying staff, but Roger, can you please call the role?

Yes, uh Balashandrin.

Here.

Ocean Lee.

Here Greenberg.

The Lander?

Here.

Hi, Allah.

Yeah.

Aya Nuzi.

Singletary?

Here.

We're also joined by Adam Salgado, Commissioner of Development, and CLD executive director.

Myself, Roshin Kongshang, IDA Consultant, and Adriana Baronello, Harris Beech Transaction Council.

Thank you.

Adam, any um Regine, any announcements?

No.

No, not the CLD.

Great.

So we'll move to the first item, which is the approval of the minutes from the March 25th, 2026 meeting.

Everyone had an opportunity to take a look at those.

If there's no questions or comments, can I ask for a motion to approve them?

Thank you.

Seconded.

Wonderful.

All in favor?

Aye.

Opposed.

Any abstentions?

The motion passes unanimously.

The next item up is the uh resolution and presentation.

Uh the economic opportunity and non-discrimination policy compliance monitoring services.

Answin block and Anchin LLP.

Um I guess.

Adam, you can kind of walk us through what's gonna happen here in this one.

Sure.

So Ansha Brian Sandwich is here uh with Victoria.

Yes, come on up.

Come on.

From Anshaw come to the dinner table.

There we're going.

Come to the dinner table with no food.

Maybe next time we'll have weeks.

I'm one of one of seven.

I'm used to a big dinner table.

Yeah, that's right.

Welcome.

Thank you for coming this evening.

But so Anshin is here to report on the status of the uh or the progress or the status of the city's economic opportunity non-discriminational house.

But what is unique about this year's presentation is a we had our first project that was approved under the 2021 UTEP amendment that created the social equity program.

So we have um, and there are some representatives from uh Wild De Balder, uh the developer of the first the city's first affordable condominium project 130 is three unit condominium, 136 unit condominium 26.

126 um condominium project, it's an affordable condominium on Main Street uh Rose on Maine is the name of the property.

Um we're really excited it you know, in addition to it really bringing affordable home ownership and making it a reality.

It it was an opportunity for us through our the expanded downtown assistance program to really provide uh you know housing inventory to folks that are looking for housing to relocate in the Rochelle.

And what's great about the expansion is it allows prior previous new Rochellians to come back home.

So we're really excited uh to for this project to be the first of its kind.

But without much further ado, I'm I know I'm over speaking, but uh there's a report on the uh you know on the workforce participation that was generated under that social equity program where we had for the first time the requirement.

It's a it's a uh a 15% requirement, and it's an and or standard.

I'm sure you're all familiar with it's local and or minority-owned business and or women and minority-owned business and or community or so they were able to achieve above that target, they got to a 23% uh under that under those goals.

And uh Brian will walk you through the uh you know the the review of the all the projects that were approved under the prior UTAP and then show you some uh report on the new project as well.

Wonderful.

Well, good evening, thank you.

I appreciate uh everybody's time tonight.

You know, we've done this several years in a row for you.

So we have tonight is the results of the analysis of all of the projects that were done or that are currently receiving benefits through the IDA that are out there.

We collect that information quarterly from the developers to keep them focused on compliance during the year, and then roll that all up with their annual report, and you'll see here we'll go through the statistics and the performances on all of them.

So there we go.

So the uh the purpose today and some of the key objectives, you know, this this presentation is going to summarize what Anchin's review of the 2025 annual reports that were submitted by all the developers in the New Rochelle economic opportunity and non-discrimination policy and the IDA's uniform tax exemption UTEP initiatives that are out there.

So we'll broke it out into two separate categories since they had separate uh reporting requirements and obligations.

The objective of the report is to you know to not only to support but also to monitor uh the developers and their progress towards the EONP and the UTEP goals and requirements that are there, including not only the local hiring, the MWBE participation, apprenticeship uh utilization, and then contract goals.

Provide total transparency into these projects that have been going on from both pre-construction, during construction, post-construction, and the definitions of how we look at uh those.

Identify areas of success and opportunities for continued improvement.

Throughout the year, we've worked closely with the developers, so we don't try to play gotcha with them.

We want to work with them to help them so they stay focused on the compliance requirements and their commitment to those to their obligations and help them work with it, and if they need help, opportunities for that as to how they can ultimately obtain and making sure they're you know they're aware of of the reporting requirements and their obligations.

Sometimes there's some turnover and staff, there's a little bit of a learning curve, but that quarterly reporting's really been helpful to that.

And then, you know, ultimately to improve the accuracy and stronger alignment with the program goals with the actual deliverables that we have.

So we look at it, Ancient monitors the compliance for both of the programs throughout the year by getting the information quarterly.

We look at the local hiring, the targeted worker participation.

We also look at your New Rochelle residents who are not targeted workers but are city residents, uh, their involvement on the projects, the apprenticeship utilization and workforce development efforts.

And I just want to highlight one of the questions that always comes up on apprenticeship.

What is the definition of that?

And we work very closely with the developers.

It's the New York State Department of Labor's definition of an apprenticeship program, meaning it is a certified and approved DOL apprenticeship program that they're doing.

And so sometimes there's been some questions, but all the numbers you'll see here are ones that have come out of uh a certified program.

We also look at the prime contracts, subcontracts, local business participations, service contracts, and the utilization and vendor participation.

We see a lot of the service contract opportunity in the post-construction, the overall operation of the buildings after the certification of occupancy is issued.

Uh the social equity programs and the requirements under the UTEP.

We look at payroll records, workforce data, supporting documentation that we request from the developers, not only the annual report that they start sending to us in February of the following year, but also quarterly reports.

And so we've already gotten the first queue and analyze those for the 2026 is some of the information that we're looking at right now.

And then for consistency between reporting periods and the information, and then ultimately working with the developers so they don't take their quarterly reports and roll it up so that we know there's no double counting in it, that all of the information sits there.

So what did we have last year to look at for a total of 36 projects that were still receiving at some level economic benefits from the city and through the IDA?

All of the projects did report their information and submitted uh their documentation to us and demonstrated their you know, not only their commitment to it, but also you know, the accountability and the transparency so we can see exactly how these projects are performing.

Uh so out of the 36 that was also one of uh one UTEP uh project that was out there.

We'll get to that on the success that that project had.

And then working with the developers really to continue to push them on the quarterly basis, look you know, to increase their awareness to the obligation that they made to the city when they ultimately receive these benefits.

So we're working with them to get that information and how it goes through.

We perform a review of all the annual reports, all the quarterly data.

We go back to the developers if sometimes numbers just don't make sense if they need clarification or we need to see supporting documentation as to how those numbers were actually derived and what they were, and then analyze all of that information to bring it down so we have everything from workforce to apprentice to contracts, payrolls, and then also looking at the MWBEs.

What's of note?

Uh the city of New Rochelle is unique on the MD MWBE side of it.

We do this across the country, but a lot of it in New York State.

In the city of New Rochelle, they don't have to be state certified or certified.

They can ultimately go through the program here and be local on that.

So it really helps them where they don't have to because you know, we there's been a lot of struggles uh at Empire State, which has gotten tremendously better over the last couple years in getting those certifications out there.

There's about 10,000 now on the state database.

We also offer out to the developers because we have over 40,000 of the now under programs or I'm sorry, businesses that are certified in the city of New York and the MTA, the Port Authority, State, New Rochelle, to make sure that they have access to all that information.

We collaborate closely with the first source referral center to ensure that the targeted workers are captured, that that information's there.

So when we get the payroll information, we have uh frequent phone calls uh with first source to make sure that because a lot of times what was happening was targeted workers, their first job was not on one of these 36 projects, so it wasn't being captured.

So what was happening was it might have been a second or third job for them, but they still were a targeted workers, so we wanted to make sure.

So we take that payroll information, go back to the first source referral center and say, hey, here's the people that are working there, and they'll say, Oh, wait, they graduated two years ago from the program to make sure that we're capturing that.

Because if they go directly from the center to a job, it's captured.

But if it happens to be a job downstream for them in their career, it wasn't being captured.

So we've eliminated that now working closely with the center to make sure that that's all there.

And then what is important to note here, there's been a significant shift as we've moved out of pre-construction and construction.

Now we're into post-construction for the vast majority of these projects.

So the real opportunities are that are going to, you know, for local hires, uh, targeted workers and local businesses and MWPEs, and is now as we move into post-construction, it's going to be in the operation of these projects.

So here's how the numbers break out for 2025.

Uh, the project status, as I mentioned, we've moved from uh the shift from to a post-con uh construction phase.

So in 2025, we only at the start of the year had a total of three projects that were in pre-con, four that were in uh construction.

Pre-con means before they broke ground, so kind of a lot of the soft architectural engineering, uh building permit going through that process as to where they are, construction after the building permit has been issued, actual construction on site is how we uh define it once that permit is issued.

Post-construction, so you can see the significant number.

You know, we originally three years ago were at 15, went to 25.

Now we're 28 of the projects have moved into post-construction.

Um, and then construction and um from construction to post-construction, we had one that transitioned during the year.

So we had a total of the 36 projects that I have mentioned.

And then we just look across at the percentages, you know.

So in pre-con, we had 8% uh construction, 11% of them, but 78% of the current projects are all in the post-construction, and then 3% were in that transition.

So that's that data that you're seeing right there.

I know I'm going through the numbers quick.

If anybody has any questions, please.

Whoops.

There we go.

Next one.

What's up?

Oh.

Okay.

Yep.

So now we're gonna go over the um ENOP compliance and where we are on those data.

Oh, what am I doing here?

There we go.

Um, so when we look at during construction, we have a um a goal of 20% of all of the hours go to targeted workers.

This is obviously an area where we've needed continued improvement, but during 2025, there were 500 and just under 521,000 work hours during the construction phase.

Targeted workers participated and performed a little over 30,000 of those hours, which was six percent of the total hours.

Uh, total number of workers uh during the construction, 1,449.

Total number of those that were targeted workers are 65.

Then we also looked at what are the home addresses of the workforce.

So there were an additional 26 individuals who are city residents that worked in the construction phase, but were uh did not come through the center and are therefore not targeted workers.

So we had a total of city residents of 6.3% of the workforce.

Can ask a quick question?

Do you know those are 100% union or what's the percentage of union?

So we have the percentage of the apprentice set at uh folks that are apprenticed that worked on it and the hours that were there, but we don't break it out as to whether or not they were part of organized labor or not on that on the city residents uh side to it.

So you want to explain a little about why we can't see that information?

Sure, because we don't get actually the certified payroll, so we don't have the payroll documentation from the individual for the workers on it.

So we do get from the developer, and then we follow back up with them to make sure.

So if they list and there was an issue where there was some confusion with one of the developers as to what the definition was of the apprentice, and we've there's been learning curves with it, but to make sure that they they are participants in a DOL certified uh program that's there, which means it's associated with one of the trades as to where we are.

Uh so our you know, new Rochelle residence employment in the non-construction phase.

We have a goal of 25 percent.

Um there was a total of you know a little over 915,000 hours that were worked during this phase, of which you know, 122,000 of it, those hours were performed by targeted workers, total workers that were uh that worked during this phase, 1,442.

Our targeted workers are 158, which represents 11 percent, and then we look at the total number of new Rochelle residents, which was an additional 190 workers during this phase, which brings us up to 348 city residents or 24 percent, still under the goal, but um we're picking up on the number of um those residences.

You can see where we are on that.

What'd be an example of a post-construction action or job that security landscaping, snow plowing, maintenance, uh there's a reception area when you walk into the building, something like that.

So if you think of it kind of the overall operation of the building, um when it's going on, so now the building has the the CO has been issued, and there's you know the tenants are in the building, whether they're commercial uh or residential or a mix of it, but it's then that operational phase of it.

Okay, thank you.

And some of that's maintenance, uh, housekeeping janitorial, that type of stuff as well.

Can you define targeted workers on that?

Sure, those are workers that have graduated from the first source referral center.

Okay.

So let's you the apprentice came up, so when we look at it, and this is obviously an area where we've struggled with because of the amount of the projects that are uh being performed by organized labor.

And one of the things is really when you look at it here, the amount of hours that are down, because we only had four projects that were in construction, and for the most part, it's the construction phase of it where you're gonna have organized labor uh and the trades working where there would be that opportunity.

So we had 520,000 hours that were performed during that, uh, of which the um the goal to be attained, and the way the goal is it's for every 20,000 hours is you know on the requirement of it.

So the estimated goals for the hour were 26,045, but the actual number was 1,469, so we only obtained 6% of where we were.

You know, we recognize that that's an area of continued focus.

You know, on the UTEP side, you'll see where we've picked up some of that on the new projects going forward.

Again, for apprentice terms of targeted worker, it's important we'll do it with this in our training that we have to parse these definitions, right?

Because some are broad or some are very, very narrow and specific, which will yield certain numbers one way or another.

So it's important when we go through that training to really get into the metadata to understand it, so then we can ask questions and make changes to capture things differently, potentially if that's uh what we're looking for.

And just for clarification, you know, when I look at like the apprentices, that doesn't necessarily mean they're from the Rochelle.

Is that correct?

Yeah, that means they are a member of an apprentice program certified by DOL, so that they're working through a union, but to your point, we don't know where they reside.

But the targeted workers would be coming through our first service referral center, so those are in here so exactly, and we also captured the our other city residents that we call other new Roussel residents that are not targeted workers but are city residents working there since when you saw that there were the two separate columns, but the requirement on tracking it is on the targeted side.

Since when you saw that there were the two separate columns, but the requirement on tracking it is on the targeted side.

But we also wanted to show the uh results of city residents getting jobs, excuse me, on these projects.

So it would be A plus B theoretically, could be C, or would the target targeted would be is targeted only even it's a separate category, but if I go back here, you'll see here like if you look at the black the second to the last column on the right side, total number of new Rochelle residents on site of 348.

So that's targeted workers, plus you targeted workers and other city residents.

So it's a total of the 348, which is our 158 and 190, if that makes sense.

So that's our apprentice data.

And then results of prime contracts awarded to New Rochelle businesses, which is a developer obligation.

So we had a total of 11 contracts uh that were awarded during 2025.

Total prime contracts that went to New Rochelle businesses were eight, which represents 7.2% of the contracts were awarded to businesses that have a main address within the city of New Rochelle.

I'm sorry, can you go back to two slides?

I just okay, so on the employment side, sir.

Yeah, the 350, the 348 is the combination of 190 plus the 158.

Correct.

And you're saying so 358 is the total new Rochelle residents on the site, but I thought you just said targeted workers was not 100% new Rochelle works.

No, targeted workers are 100% New Rochelle, and they've graduated through the center.

So that's when you look at it, that's the 158 number.

The 190 is any resident, not targeted workers, so we're not double, we're not double counting them.

It's one that 190 are other city residents who are working on it.

So and just I'll I'll just say a little bit.

These terms are defined in the equal opportunity non-discrimination policy, and it was written, it's it is not easy to do.

Written by lawyers also.

It was written by a lawyer.

Um and um and and not this lawyer.

And not this lawyer either.

Um lawyers at the table.

Um, but they're very specific, the way that the policy is written, the people fall into very specific categories, and so it it will help us sort of unwind it as Rob mentioned in the training to just sort of so you get a picture of what we're dealing with.

And part of that's been that education process with the developers, as challenging as some of the definitions are sitting around here around the table.

They don't understand some of them, and they've made obligations.

So working with them and getting it quarterly and working with them is really helped them, and that's one of the things that I think really drove the success on that one UTEP project, which you'll see those numbers as we're sometimes it kind of negatively contributes to the broader social and citywide conversation about how successful development has been overall, because you know, are we talking about you know, union workers, local residents, uh regional, uh how many hours the cost per all of these things are kind of lost in the data, and we have to translate this every time we have a community conversation, depending on you know which interest somebody has.

So like we're we're literally in the process right now of disambiguating that just so that we can have a better conversation as we speak to more people.

And then a result of just same data on those contracts, but here's dollar values of what those contracts were worth.

So in last year we had a little over 96 million dollars of total contract value, of which 9.7 million of that contract value went to uh city businesses of which was 10% of it.

Same data, just applying dollars as opposed to uh contract numbers.

And I'm sorry, your definition of the city business is a business that was established in the city of not doesn't matter where it was established currently as their headquarters there when the contract was originated.

So they it's it's a current city business at the time.

May have originated someplace else years ago, but we don't get into the origination.

Well, where are they doing business out of now?

And that could be public or private.

Exactly.

And it doesn't speak to what their employee base is, like who they're hiring or where they're hiring.

They could be union, non union, they could have city residents, non-city residents, their businesses located within the city of New Rochelle.

Well that's an interesting conversation that we should add to this.

Well, if if we have neuroshell businesses that are hiring nursery residents, you know, we should be having an additional, not what we've been having so far, and an additional conversation on well, out of the businesses that we have participating in getting the contracts, you might be a white planes headquartered business.

But if your you know employees are from Narchelle, you know, that'd be one data point, and then you can have a new Rochelle business, and their employees are from New Jersey.

You know, we don't know.

Right, exactly.

But would you capture New Rochelle residents?

We absolutely and those were those.

Even those that are working in businesses that are not new shells.

So that's either way, it's agnostic as to like the employee count is agnostic as to the you know the the the location of the business and vice versa.

Totally separate data point, and that's that 348 atom.

Those are city residents who are working on these projects or did work on it during the calendar year.

Oh, so that is that is in the data.

I I'm talking about the contracting part, not the jobs.

I'm talking about the contracting part, that's baked in as well.

It's in the data.

Yeah, you can see you could we're just we're not double counting it, and we just we're not breaking out city businesses and how where their employees come from, but if their employees do come from the city, it's in that 348 number.

Got it.

That's helpful.

Um then we also look at the MWBEs, and as I mentioned, uh they're not only state certified, they can be local businesses who have gone through and identified as MWBEs here in the city, and uh they're in the your city database and working with that.

So in two in 2025, we had a total amount of contracts that were warded in the construction contracts of 243 construction contracts, of which 62 of those went to MWBEs or 26 percent of the construction contracts.

Same data, but now let's look at it for service contracts.

So if the you know, this is in our post-construction when we're out there when we're looking at it.

So there were a total of 430 contracts that were issued.

95 of those were M MWBEs or 22 percent of the service contracts are being performed by MWBEs during calendar year 25.

New Rochelle businesses, you know, city businesses.

Now these could be uh minority women-owned or not, uh, but they're city-based businesses.

So we had total contract value of just under uh $13 million for service contracts, and of which city businesses were awarded 714,000 or 6% of the service contracts that were awarded.

Okay, so we have one project that was ongoing during the um of one UTEP project, 14 lookout, phase two, and uh you'll see some really good numbers here when we go through it.

And I think you know, one of it was not only the developer had the obligation, and there's a penalty there that everybody was aware of, but we also worked with them right up front in what we call the roadmap as to get the get everybody to think of how are you ultimately going to get to your 15% before you start construction, before you got into buyout, and we had those conversations with them because you know, most developments you try to be 70% bought out before you break ground.

If you haven't thought about compliance and you're 70% bought out, you're never gonna get there.

They made the commitment to do it.

We had early conversations right up front from pre-con through uh service, and you know, to see ultimately where they are.

So under the UTEP developers contribute two dollars uh per square per net square foot to a dedicated fund that supports workforce development, training and job opportunities and advanced, you know, it to advance the city's commitment that they made in 2015 and the adoption to create a real meaningful economic opportunities to the uh local community.

So when we look at it, keep in mind we only have this one project, but they had a requirement of to demonstrate 15% of the project comes from any combination of these three areas local hire, union, or MWBE enterprises.

So when we're looking at it, you can any combination of that to get to the 15% as to where they are.

If they f if they fall sharp, you'll see here where they really uh exceeded the number, there's a uh penalty uh that is assessed to it uh for their failure to it.

So when we look at you know, some the numbers of that, the social uh social equity programs and the contracts that were out there, we had the requirement of 15%.

This was a hundred million dollar project.

Um they had 23 million, almost 23 and a half million dollars that were awarded to the three categories.

So when you look at it, they had a goal of 15 percent and they came in at 23.

And that should you know shows the commitment, early engagement with Ancheon, a roadmap to deliver it, and how they were able to excel at getting it done.

What's the cover completed?

This was 14 look out?

Yes.

Uh no, this is uh it's 14 the count phase two.

I'm sorry, it's under construction now or in the process of uh and so we talk about contract values, so it's a hundred million for the whole project, of which we have twenty-three million of contract.

That doesn't mean it's all been performed in this kind of some of the some of that they're they're awarded contracts, but they still could be working.

And then how does that break down?

So when we break down the three separate categories, local businesses and local hire, one and a half million dollars.

Uh union contractors, uh one million nine hundred and eleven thousand, and then MWBEs just under 20 million.

Did this receive any?

I'm just trying to remember the capital stack.

Did they receive HFA or any state money on this?

Yeah, they received uh AHOP was the funding.

This is for the condominium project.

I don't know if did you receive any HIFA money?

Westchester County and New York State, right?

You did get New York State?

Yeah, yeah, yeah.

Was it ESD?

I mean, as well.

Yeah, we got uh HCR Affordable Home Ownership Opportunity Program, which is their new condo program from about two and a half years ago, right?

And then mid-Hudson Momentum funds under ESD.

Okay, thank you.

Awesome.

So just one question for so for the 23% there uh was it through how what's the breakdown on that from local higher so if you see the column in the middle, that's how we break it down for the local piece.

So roughly a million and a half, to almost a million six uh was local union uh one million nine hundred and eleven thousand, and then uh MWBE just under 20 million.

Keep in mind those are contract values awarded.

They may not have been completed during calendar year 25.

So next steps, you know, as to um recommendations and ultimately working with Adam and his team and Lisa as to where we are, you know, to continue to increase New Rochelle's residence, you know, their ability, you know, to for jobs, uh the ret and then also but the readiness, making sure because one of the challenges that the developers have mentioned is when they're working with the first source referral center is that they don't often have candidates for them.

So working on getting the job readiness component uh for both construction and post-construction.

Enhanced engagement between Ancient and the first source referral center has really been important.

You know, we now have frequent calls set up with them as to where we are because then we get back to them on what the developers are telling us because sometimes there's a little bit of a disconnect uh as to where we are, and then you know, an expansion in the retention of the services through the first source referral center as to where we are, an expanded focus on looking at the business development and skills side as to where we have, utilizing the city's business hub to support the formation and the growth of local businesses that ultimately can be here, leveraging the tenant improvement fund to support the build out of the commercial space and enabling local businesses to occupy uh these commercial spaces that are going into mixed use, and then very important is aligning our workforce initiatives and the business development efforts to encourage both tenants and workers to source locally where we can and support the local hiring and the local business participation, and then you know, which all then works towards you know, maximizing our local our MWBE and working with Tufleaf uh to assist the developers in that, and then to drive those opportunities as these projects move from construction into post-construction contracting to create a more simplified model in the post-construction, because those are then long-term jobs for individuals that get there, and then continuing to drive the policy and the compliance, the developer, the contractor, throughout that in um the working and raising their awareness, not only to their obligation, but just all of the resources that are out there to help them.

Thank you.

That's it.

And I just there is uh Jim Wentling from the uh Wilder Walter LM partnership that uh see it back there.

It's here if you have any specific questions on that project.

No, I think listen, this was a thorough uh you know overview and kind of looking at the analysis of the data that's there.

Um I you want things to get better as we all do, and that was probably kind of stole the thunder early, you know, saying that we're gonna go back and look at a lot of these uh kind of hamstrings, if you will, that you guys were kind of or boxes, if you will, that we you've been looking at to potentially expand or add different ones to try to either uh capture more data or to look for results and different veins that we haven't looked for before.

But this is great what you've been doing.

Um the collaboration, and again, I I was just thinking.

So, um, when did you sit down with the Wilder Balder people about the project?

Was it before prior to breaking ground?

We had our first call.

Trying to think when we did our first call, but at that point, because it was new to everybody, yeah.

Yeah, it was probably six months before we six months before.

So was it I'm sorry about doing that.

Just by way of introduction, um it's a it's a joint venture with LM.

It's been LM, it's our third project in Narchelle.

Very nett amarose is the senior project manager building the job.

And the toy is the senior compliance person that is really the person responsible for these great numbers that we have.

And uh we've been working with Brian and his team and tough leaf.

So I can answer kind of overview questions, but Latoy is really the expert.

No, this is great, and thank you for your your leadership, all three of you for you know what you're doing for this uh as a success.

Um he's using you as a kind of a harbinger of good things to come.

Um, and I'm looking now at Adam, it's like perhaps we need to before even I'm thinking I I want to get these guys with people before, like you know, kind of we talked about like with the developers.

As you walk out and go, oh, part of this is you need to sit down with this.

And almost you guys were great as partners, but some people we we may need to force things sooner, and I may have to use the F word for force to get them to sit down and say, you need this, you need to go through this, right?

And this is important if we put that on there.

Just as a thought.

I don't know.

I mean, I think I think one critical thing with this UTEP amendment was the requirement.

So the 15% that really gets the developer's attention.

Right.

But um, you know, but they can wait, it's like their homework.

Oh, I gotta do it in a month, I'll deal with it later.

Rather, I'd rather them doing their homework than give it to what I wanted to say.

My second piece of that is we've actually been talking to Brian about this concept of a roadmap that he meets and engages with the developers way before the project is even ever let, right?

Before they bid any of the jobs, and they develop a roadmap to compliance.

So we're talking about in the you know, how to I think one of the things that we'll be engaging as we discuss these UTEP amendments is how to incorporate that concept of a roadmap as developed by the you know, Anchin, and and how that uh roadmap will be used to measure against their progress as the job proceeds.

So monthly you'll receive an update relative not only to the to the targets and the requirements of the policy, but also to the roadmap that was put there.

So we'll create that process that you're talking about where we catch the developers early and we start engaging them and make sure they're educated, and then report on the status of the build out in real time closer to so we have we have an opportunity on a monthly basis or whatever frequency we all agree on to uh you know address any potential uh shortcomings where where there may not be meeting the goal.

This is a just as a kind of caboose to that.

I'm less concerned about the Wilder Balters, the LMs, the BRPs that are affordable, right?

You guys live in this world and live in it for a long time and the MBE requirements, so you're more sophisticated when it comes to that understanding that you've got two you have people there full-time that do this, right?

That already is an admission that you get it, right?

It's some of our other developers that are more market rate that it's not been foisted upon them in the way that we've been doing it, and it's that those are the ones that might need more of the help with the training rules and the support for that.

And by the way, like we still have to read the definitions to make sure we've got to be able to do that.

Oh, yeah, we all do.

Believe me, I told you.

I mean, inertial.

We're gonna fix that and make it easier for everyone.

But again, we have a cheat sheet for it to go for it.

I'm not sure we ever saw that and and using your you know feedback, just that you're showing hey, we don't understand this.

We want to help.

This is too complicated.

So we'll have to work on that and trying to make things more palatable and effective.

I've shared with Adam and his team and Lisa, and we do please and our team, we do calls every two weeks on it as to how can we make it better, where are we with data?

Um, you know, which developers may need a little push or some help as to where we are, that early involvement, you can't underestimate it.

It just it raises it.

We did the uh roadmap for the Alfred Bill Stadium for the joint venture and for the state.

They just announced they got to 40 percent.

No one ever thought a two billion dollar project would get there.

It's that early involvement, and we just shared with Adam, you know, some of the reports to give you some of the tools to think about it.

He was talking about you know putting together a task force to work on it.

And the relationships, right?

You guys, but you go, oh, you need union stuff.

So we've got here, we've got trades and actually have people there, so they're you know, in a room, um, just we're just dinner table discussion, but it's gotta be stuff like that to make it work because if it isn't, unless it's a mandate, unless someone that's gonna cost them money.

There is altruism out there, and there are a lot of good people, but uh we understand how things are.

We see a difference.

I think the point is establishing the requirement and those baselines have made a difference in the level of participation.

We had some.

And I just want to just point out that Lisa Davis is here.

I don't know if you uh didn't know.

Who's that?

Is he Lisa?

Overseeing.

She's one of the ancient accountable.

She holds them accountable, she facilitates the interaction with the developers.

She's one of us, she's one of us, and she's doing a great job.

She's a manager for a while.

And now she's running our housing and uh you know our HUD programs are US H and D HUD programs, the C Section A and home funds that we have.

So new down payment assistance uh expansion as well.

Yes.

Awesome.

And you mentioned you were receiving uh some information monthly.

Uh we're gonna get that information or well that we have to adopt as part of so he receives updates.

That's what I'm saying.

We just got first we're analyzing first queue.

So they January, February, March, and so Victoria and my team was a manager who required requested all the information against it, and analyzes it.

So in April, we went out to them to request the information, they sent it in, and that's we're now looking at first queue.

Uh and we've expanded that, you know, working with Lisa.

Originally was just looking at a couple cues, looking at it later on.

But when you get to late summer and the fall, you really can't correct.

There's not enough time left in the calendar to you know, to uh to pick up on it.

So now looking at it quarterly, and keep in mind the three months have already passed, takes them a month to get it to us.

Now we're four months into it, and we're looking at it.

So we've already lost part of that piece.

But you know, it definitely helps.

One of the things I think that's really beneficial, it causes the developers to think about compliance during the course of the year, not when they're doing their annual report.

And when there's no time to do it.

That's where we're working with Adam on suggestions as to what makes sense that's not overly bureaucratic, but what's helpful.

Their contract is price with the annual reporting and the quarterly compilation of the data.

They collect the data and quarterly because the policy gives us an option, right?

So because we've had such low compliance, we've we've encouraged and we're we're getting the quarterly updates, but the creation of the reports on that on an increased frequency is the subject of the conversation that we're gonna have, and I think we all understand that we want to be able to get a report for a with a frequency that gives us the ability to make adjustments so that the job's not done.

That's how we realize they weren't in compliance, right?

Because the idea is to get people to work in River Shop.

So we hear you.

I know you've spoken about that.

We can talk if there's something we can do quarterly, maybe it's an update, it's not a formal presentation.

I don't I don't know.

At least just for the new.

I'm open to it.

Yeah, yeah, just for the ones under the social idea.

Well, one quick question, Brian.

Related to the Buffalo project, you said the exceeding your goals with you know over 40%.

The state goals, so we did the what was the target?

Um so they originally we had MW and S D O B.

I believe we're at level 32 and some change, roughly.

So we did the original roadmap for that.

We weren't on the compliance side of it.

Uh we rotated out after the contracts were awarded, but they I believe commitment, they just announced it, just saw it in the paper.

I think like 40% that they end up finishing with.

But you know, that was literally the commitment from the owner, the team, the county, because uh uh uh Erie County had 250 million and he had 650 million estate dollars in it.

So it was that combination of the commitment of everybody into it.

So I guess there's some type of incentives that promoted that was a requirement.

It's requirement.

And then the flip side there's liquidated damages.

Okay, so another question Rhino, just to put um since we have BRP up here before, and I asked them if they go off the top of their heads there uh numbers, you know, for the previous projects, but you have to do those or Victoria.

Actually, would have them.

We have the whole data set, yes.

Um we're happy to share those that we can get.

Yeah, we'll send them to Lisa and we can start doing that.

Yep, absolutely.

Yep, we have my and um so and just one last thing, I'm sorry.

And right there for the 23% um number that for the project you were talking about before with the MWBEs.

Were they are they more women-owned or black-owned, or do we know the breakdown on the sorry?

Do you know it's more than happy to give you the breakdown?

Oh, actually, we have the person who actually did it.

I'm sorry.

So, yes, I'm gonna say in this specific, it was actually WBE that we had the most success on this particular project.

Women businesses, yes.

Thank you.

You're welcome.

So anything else, I'm just thinking about the the conversation about you saying that getting in early is very helpful.

So a conversation that I've been asking us to have is talking about a committee that would introduce our unions to developers early on.

Is that something that you could facilitate instead?

Yeah, we're having those conversations before they're built out.

We could look obviously, yes, the answer would be we could absolutely look to drive that conversation where we drive it right now is you have the requirement, and you have three ways of getting to the requirement, and we talk about that, you know.

And one of the things is okay when you're looking at it, and you're if you're gonna go with organized labor on a component or multiple components, you know, before the job is bought out, that's to that point.

You know, you know, can we award this to a uh um a unionized organized uh electrical contract or plumbing contract, HVAC, whatever one it might be?

Because one of those contracts would pretty much get you fairly close to the 15%, right?

Depending on which trade contract it was.

And do you have a list of the businesses in Nourishell that would qualify themselves or be qualified as MWBEs?

Yes, yep, so we get that from the city.

Yeah, and then what we actually do, and we have this really cool tool that I love showing off.

We've taken all the databases.

So now the new federal term is SETI, which is eight different categories as opposed to MWBE and uh veterans is three.

And the federal side we're up to eight uh that we're doing so on the you know, the mega projects that are out there, the SETI requirements, but we took all that data, so to your point, and then we put in a big database, and then we've also geocoded it.

So if a developer was to say, Brian, can you give me a minority and because of mobilization cost, a minority contractor to do a low voltage contract that has a value of $500,000?

That's what we asked, you know, the estimated when they're doing it.

We can see up within um 50 miles of New Rochelle or five miles or new Rochelle businesses.

Here's where it is, and it's dynamic, and we update it every month.

We do that for Empire State Development because we pull from them.

And um maybe next time I'll come in, I'll show you the little you can ask the question, we could have the map, and what it does is go right down.

Like so if you were to say that to get the visualization that you know in data in the data delivery, it's hard to convert like everything that we're seeing on this screen into actionable items and then items that are like palatable for people that are watching like an event like this, right?

So it'd be good if we can see a map of something like that in action.

Before your next meeting, I'll get to Lisa and we'll do the city of New Rochelle, those businesses and then expand it up.

So we'll take the state map and say here's you know, we're the city of New Rochelle and go right up.

We have the database and we can tweak it with that, and I'll get that to Lisa.

Trust me, Lisa will hold me accountable.

You have it for the next data.

We have a new tool.

I just want to mention, just to talk about Tough Leaf a little bit, they're a uh you know, a web-based platform that actually allows the general contractors to advertise the the bids uh for specific scopes of work to the sort of minority and women-owned business community at large.

Um and it can be refined and done geographically as well.

It's a separate tool, and I think it works kind of in harmony with compliments.

Right, it complements absolutely because it's just it makes it easy to sort of make sure that you're marketing or or advertising those bids to the businesses uh similar at a global level, like if you think New York State uses the contract reporter, that's what they're doing.

It's kind of a similar type approach.

You could see which businesses these are as well on their side, absolutely.

Okay, yeah, on the other part.

So it's uh another part of the data delivery, it'd be good if we didn't conflate minority-owned businesses, so MBEs with WBEs.

So there's actually three designations.

It's minority-owned businesses, women-owned businesses, and minority women-owned businesses.

So it's three.

So then if we could delineate between the three, we do.

We break it out.

So if you usually a developer saying, okay, I've got a goal.

So if you look at like the mega projects, we're doing micron, so it's a hundred billion dollars in Syracuse.

Right.

How do they get to their numbers and they got SETI numbers to do that?

We break it out by M and W and all of that, because the developer says, I need a two million dollar electric low voltage, and I got really want to focus on M, or I'm focusing on W because I'm struggling in my goals to get there when you would ask what those goals were, and that's how that's how it works, but we it's all broken out by the separate category because of the Federal CHIPS Act, not to be confused with their state screen chips act because they have separate requirements.

We drive through it using the SETI piece and the state requirement and kind of work hand in hand with Empire State Development on it.

So you can get to the metadata data.

That's that's the key that we can get.

And I'm not so I would also like to see it in presentations to us, because we had a situation in Nuroshell where basically a shell company was created in an adjacent city, listed as a WBE, and then assigned to one of these projects.

We want to make sure that they are actually going to real established long-term, well-known Nourish L businesses at the end of the day and see what parts of our population we're having a positive impact on.

So if we could get very granular, we don't want to conflate too many numbers together.

It's it's really separate conversations for each.

Sure.

Because the WBE could theoretically be going back into the same household that we're talking about originally and not really diversifying the pool at all.

If somebody has the right hookup or convection, right?

So we we want to avoid that, and then another thing is just in what you're delivering as far as your recommendations, these next steps are are good, and they're the ones that we would have probably anyway.

I would want to see, okay, you have X amount of electrical firms in their shell that could, or in the county that could answer the call for your next jobs.

You should, or or you don't have enough people that are doing plumbing.

I'm just making up, you know, what the scenario would be.

You need to increase your amount of training for like plumbing or HVAC or whatever it is, so that more businesses are prepared to meet the call for what these projects are gonna entail coming up.

Because our goal for getting these numbers is not just to see what just happened, it's also to make a decision on, well, you know, for all of the policy decisions that we have to make internally with what the IDA and CLD fund and then externally what policy we pass on the city level, work through with our departments, how do we execute that in a way we're looking forward, we're making better decisions, and we're facilitating getting better numbers every time your report comes up.

Does that make sense?

Like your job is great, and the fact that you get in early and make these interventions is great.

We want to take the data that you're capturing and translate it to all of the parties that are involved, so that we're all making you know early interventions and things.

And to that, you know, we mentioned there because it's also aligning and it's not just it's not specific to new shell, everybody struggles with it.

How do we align your workforce development?

So you're helping the workforce for the jobs that are going to be out there.

Are they HVAC?

Are they plumbing?

What's going to be out there?

You know, I put it up there, I don't have an answer for it.

I think it's something that's got to be a constant, you know, focus as to how you can ultimately do it.

If I could also don't double count.

So if you have a woman who's a minority, yes, she may the business, but only counts as well.

And then while she serves, but it only counts as one.

And so we say to them, Do you want to be categorized as a WBE or an MBE?

We don't want to assign that.

Sometimes a developer, if there's separate criteria, would say, hey, I know you got both designations, I'm gonna categorize as an M or a W because they don't care they're getting it.

Right.

Yep.

I'm just curious.

Yeah, I'm just curious.

Like to echo what Shane is stating.

If uh people self-identify through uh Tough Leaf, how are you auditing to make sure they're legitimate uh institution based upon the criteria?

So that's the tough we're not involved in the tough lead side, so they do that on the toughly side.

And what we do is we take the city, and I think at least we did about 800, maybe on the city businesses roughly, you know, city businesses that are registered with the city, that you have that, and then in that they're uh identifying that the AR not only can we use the kind of work from Lisa, we've used the the definition of the state, so it's owned and operated by an M or a W.

So the Tough Leaf is a means to compliance.

What what Brian is measuring our outcomes, right?

So, like they don't get credit for using Tough Leaf per se, they get credit for hiring those minority women-owned businesses.

But in and of itself, it's not like uh a requirement per se.

It's just a means to an end.

So but what we're what they're rated on as developers is their ability to achieve the 15% uh participation by those categories, and and toughly it's just a tool to help them do that.

No, the resource.

Yeah.

So just to kind of just wrap this up.

I mean, there's a lot of great data that's in the air, and again, you'll be with us.

Um I can get this resolution passed for you.

Um, to help us hang around to help us kind of continue uh you know, look at this stuff.

But the data is it's starting to get good now, and and and the good pointed questions that we're all having are gonna be coming out to hopefully give you some more tools in your toolkit to be able to you know really drive dive down deeper and and and get the the it's really about results, right?

You're just reporting it, but we really wanted to see the results, so sure, the good ones.

So with that being said, I'd like to kindly ask uh my colleagues for a motion to approve the renewal of the service contract for uh ancient for an additional year.

Well sure second is uh first okay.

Um all in favor?

All right, all opposed, any abstentions?

So it's approved.

So we will see you again for next year.

Thank you again for your next meeting, Jim.

Thank you.

Thank you guys for coming.

Thank you.

Good to see you.

Um again, I apologize to everyone here.

We had did not have a meeting in April, so we did have this was one, and then we had the other one that we talked about BRP.

We needed to have these conversations, right?

So I apologize for keeping you guys a little late here this evening.

We only have two more.

These are relatively easy, those are always kiss of death when you say these are easy.

I think I'm not jinxing I hit the wood, I think these are gonna be fine.

So the next item um is the approval of the submersive media LLC digital media services contract.

That's a resolution.

Yeah, the resolution before the board is to authorize the CLD to enter into a professional services agreement with submersive media uh for the purposes of providing uh digital marketing and mostly website management services.

Uh submersive has provided digital marketing services to the city since 2025.

It's approved contract to begin on June 1st, 2026.

We go for the yeah under the terms.

Uh the contract may be renewed up to four times for additional one-year terms.

And so just they host a lot of the um, you know, I was we were talking a little bit about the Vanguard initiative.

We're talking about the retail retention by the economic development uh data that we uh post is submersive uh is the they're the folk who manage our our ideal new Roy website.

Okay.

There's no other questions.

Uh if I can have a motion to approve.

So second, sure.

Okay, thank you.

Uh all in favor?

Aye, opposed, any abstentions, and it passes unanimously.

Thank you.

Our last item uh of board discussion tonight is the uh resolution to approve the West Hav Inc.

and the first source referral center's contract for a shortened period.

So why don't you go ahead and let us know if you're sure so West HAP, the current operator of the first source referral center, that's that uh referral center that's created through the economic opportunity non-discrimination policy.

It provides job referral and job retention services.

The city recently this year issued an RFP um RFP spec 2026-007 for those services, and we received two responses, but we haven't yet uh come to an award.

So give us some more time to continuity of services.

We're proposing the uh an extension of three months to uh it's up to three months, right?

Okay, and then the resolution also covers the uh the entering into the successor of whomever it was selected.

Okay, so it's a two-part resolution.

So it's either so they're the resolution, thank you.

You're very welcome.

The resolution also is to authorize the CLD to enter into an example with West HAP and also authorize the executive director of the corporation, that's me, to negotiate and execute a new one-year services agreement with the uh selected provider.

Whether that is West Hav or a different so the two the two entities are Social Synergy and West Haven.

So we're evaluating also.

Okay.

I think I I think we trust.

I just wanted to make sure with those the entire with uh counts the two councils here, the three that's actually one's not here right now, she's advanced.

She's watching, she's watching.

Um that's fine.

I'll make the motion resolution.

year services agreement with the uh selected provider whether that is West Haven or a different or different so the two the two entities are Solf Synergy and West Haven so we're evaluating also okay I think I we I think we trust with us the entire with the council the two councils here the three that's actually one's not here right now she's advanced she's watching she's watching um that's fine for it I'll make the motion thank you for resolution second seconded all in favor uh opposed wonderful so it passes and no abstentions it passes unanimously any other business first sir no sir okay wonderful so the next meeting will be scheduled for Wednesday June 24th 2026 at 7 30 p.m and the last uh motion i look for is a motion for adjournment so move second sure all in favor anybody opposed and we don't you guys want to say some more with the talk uh well if I can abstentions it passes thank you guys everyone this evening for tonight and your time I appreciate it to play basketball