Okay, Madam Clerk, thank you.

Uh, we're going to call this meeting to order.

Finance and economic development.

Meeting to order.

Um, if you would do the chamber emergency evacuation, please.

Upon activation of the emergency alarm signal, all persons should immediately exit the building.

Please use the exits at the left, right or front of the council chamber, or the east or west stairway outside the rear doors of the chamber.

Do not use elevators or escalators.

At the exit inability security, we direct everyone down ninth street to the assembly area located inside the former public safety building parking lot.

Persons wishing to speak during the public comment period and or public hearings are generally allowed three minutes to speak.

Thank you, Madam Chair.

I mean, Madam Clerk.

Um at this time we will move to the public comment period.

Is there anyone here that would like to provide comment for items not on today's agenda?

Seeing none, the public comment period is now closed.

And we had no virtual speakers that signed up prior to the 10 a.m.

deadline.

All right.

Thank you very much.

Approval of the minutes.

The municipal approved or from the February 18th, 2026 finance and economic development standing committee meeting.

If there are no amendments or corrections, no meetings, minutes stand approved as presented.

Those minutes have been approved.

Thank you, Madam Clerk.

All right.

Um we'll move to the one uh amendment that we'd like to make to the agenda.

Um motion to continue agenda item number five.

Second.

The committee is going on the motion to continue item five ordinance 2026 081 to the May 20th, 2026 Finance and Economic Development Standing Committee meeting.

Vice Chair Jones.

Hi.

Chair Robinson.

Aye.

That motion has been approved.

All right.

Are there any other changes to the agenda?

No, ma'am.

All right.

Well, did you just say you wanted to do the board package ahead of the I'm sorry?

The board vacancy ahead of the papers.

The board vacancies.

Right.

All right.

At this time, we will um have the presentation as relates to the board vacancies.

Good afternoon, Chair Robertson, Vice Chair Jones.

Pamela Nichols, Council Management Analyst.

The vacancy report before you captures current and projected vacancies through August.

And starting with the Economic Development Authority, um, we have several vacancies along with reappointments.

Um, I will um report that the city clerk and I, along with Ms.

Jones, met with members of the economic development department, and they have provided um their recommendations, and they would like for this body to to consider them.

And that would be for the resident of the city who's a CPA.

They would like for you all to consider the reappointment of Jerome Crooks.

For the resident of the city who is a member of the banking, lending or financial services community.

We receive applications from Cynthia Cobb, Robert Hines, Alexis Hoolihan, and Kenneth Smither.

But they would like for this body to consider um appointing Cynthia Cobbs.

Excuse me.

And then moving down to the resident of the city who is a member of the residential commercial mixed use development.

We have a reappointment application from Nathan Hughes, an initial application from Lamar Johnson and Ashley Williams.

They are asking that you all will support the reappointment of Nathan Hughes.

And then moving down to the resident of the city who is a member of the Virginia State Bar.

Um, it has been requested that you all will continue that to your next quarterly application review cycle, which would then become before this body, July the 15th.

But we do have an application from Thomas Fitzpatrick.

You you want to do them all, or you want us to go through each one?

We can do it as a block.

Okay, so okay.

So I move to accept the um appointments for economic development.

Uh Jerome Cooks, Cynthia Cobbs, Nathan Hawk, Nathan Hughes, and we're going to continue the vacancy for the resident of the city who is a member of the Virginia State Bar.

Okay.

Okay.

And if I could get you, then we're going to go through participatory budgeting and get you to add to amend your motion.

Okay, so for participatory budgeting steering commission, there are two vacancies for non-voting alternate members, and we did receive a reappointment application from Samuel Davis.

Davies, I apologize, Hannah Jones, and moving over to the next page, Samuel Jones, Maya Rogers, and Joy Shaw.

We did not receive any input.

Again, these will be a vacancies for two non-voting alternate members.

The current composition of the board consists of two members residing in the council district north of the James, three in a council district located south of the James.

And then we have one resident of the public housing.

Currently, there are no members serving on the board from the fourth district.

So if I may, I you the body could reappoint Samuel Davies and then recommend Maya Rogers, who is a fourth district resident.

Okay.

That's fine.

Okay.

That includes that concludes all of the board recognition.

Yes, ma'am, that would conclude.

Thanks.

Motion.

So I motion to approve the allotted appointed vacancies for economic development and participatory budget.

The committee is voting on the motion to the committee is voting on the motion to send the economic development authority board of directors to um for Jeron Cooks, Cynthia Cobbs, and Nathan Hughes to the to the two council, but continuing resident of the resident of the city who is a member of the Virginia State Board to the next quarter and the participatory budgeting steering commission.

Do we have a motion?

So move and a second.

Second.

Vice Chair Jones.

Aye.

Chair Robertson.

That motion has been approved.

Thank you.

And also I want to note that for minority business with the recent appointment in the month of March and February by the mayor.

The minority business now have no current vacancies.

So we are definitely excited about that work that they have done.

And we just wanted to acknowledge that.

Thank you so much.

Okay.

With that, um Madam Clerk, we will proceed with the agenda agenda item number one.

Item one, ordinance 2025 282 to amend city code concerning a deferral program for certain real estate taxes pursuant to and in accordance with the Virginia with the code of Virginia.

That paper is for the committee.

So Madam Clerk, I I also have been informed that Ms.

Trammell had expressed an interest of being here to discuss this paper.

Is that correct?

And had requested that perhaps we can move this on the agenda and give her time to get here.

Would you like to do that?

Was it Miss Sure?

We can give her a few minutes.

I I wouldn't want it to go to the end of the agenda.

If we can give her, like if we could go through maybe one or two others before then, that's fine.

Um but I wouldn't want it at the end of the agenda.

That's okay.

All righty.

Um then we will move to agenda number two.

Uh, and we will uh we'll wait and see when we'll give Ms.

Trammell some time to get here yet.

Thank you.

All right, moving on to item two, ordinance 2026 078 to accept 249,917 from the Virginia Department of Criminal Justice Services and to amend the FY 2526 general fund budget by increasing estimated revenues and the amount appropriated to the outside agencies and central appropriations agency YWCA Richmond by 117,257 and the amount appropriated to the office of the DCAO for human services, OIRE youth and family violence prevention special fund by 132,660 for the purpose of providing violence prevention and intervention services to newcomer, immigrant, and refugee youth.

That papers before the committee.

Okay, uh, Madam Clark, we have a public hearing on this paper, please.

Is there anyone that would like to speak in opposition to item two?

Is there anyone that would like to speak in support of item two?

Seeing none, the public hearing is now closed.

Bring it back to the committee.

So the question is where is this money coming from?

Uh and this was this money appropriated in the budget for this uh reappropriation that we're making.

Good afternoon, Chair Robertson, committee members, Dominic Barrett, uh Senior Policy Advisor, Office of the DCAO for human services on behalf of uh Coloramos and Office of Immigrant Refugee Engagement.

Um, this does not involve any general fund dollars.

This is a continuation of a state funded initiative from the Department of Criminal Justice Services.

I moved to forward the council for approval.

Second, the committee is voting on the motion to forward item two ordinance 2026, the ordinance 2026 078 to council with the recommendation to approve.

Ms.

Lynch.

Aye.

Vice Chair Jones.

Aye.

Chair Robertson.

Aye.

That motion has been approved.

All right.

Mr.

Agenda item number three, Adam Clark.

Item three, ordinance 2026 079 to accept 344,100 from the Virginia Department of Criminal Justice Services and to amend the FY2526 special fund budget by creating a new special fund for the Department of Justice Services entitled Operation Ceasefire Program Special Fund for the purpose of funding the city's operation ceasefire program for the office for the Office of Gun Violence Prevention.

That papers before the committee.

Okay, let's have a public hearing on it.

Is there anyone that would like to speak in opposition to item three?

Is there anyone that would like to speak in support of item three?

Seeing none, the public hearing is now closed.

Bring it back to the committee.

Okay.

Uh can we get an explanation on the monies as to source of money and where they're being transferred from?

And two.

Good afternoon, Greg Hopkins, the director of the Office of Gun Violence Prevention and the Department of Justice Services.

Um bringing greetings and um this funding that we received from the State Department of Criminal Justice Services is state general funds.

Um this is a grant to build on the uh current initiatives operating through the Office of Gun Violence Prevention to set up SEPTED, which is crime prevention through environmental design initiatives, as well as our violent interruptor program.

This grant came out in the fall.

Um there were five categories that localities and states could a part of the state could apply for.

Uh we're applying for under the CEPTED category as well as the violent interrupters.

This is similar to what RPD has for training and um equipment.

One-time funding.

This was one-time funding, a three-year grant.

So when you say three-year grant, is that three years appropriation at the same amount?

Yes, ma'am.

Okay, thank you.

Thank you very much.

Appreciate it.

Motion I moved to forward the council for approval.

Do we have a second?

Second.

The committee is voting on the motion to forward item three, ordinance 2026 079 to council with the recommendation to approve.

Ms.

Lynch.

Aye.

Vice Chair Jones.

Aye.

Chair Robinson.

Aye.

That motion has been approved.

Alrighty.

Agenda item four.

Item four, ordinance 2026 080 to accept 500,000 from the United States Department of Interior National Park Services and to amend the FY 2526 special fund budget by creating a new special fund for the Department of Parks, Recreation, and Community Facilities and titled Pump House Roof Replacement Special Fund for the purpose of providing funding for the pump house roof replacement project.

That papers before the committee.

Clerk.

Is there anyone that would like to speak in opposition to item four?

Is there anyone that would like to speak in support to item four?

Seeing none, the public hearing is now closed.

Bring it back to the committee.

Okay.

Standard question.

Help me understand where the money is coming from.

Is it one time?

Is it all grant?

Does it require matching funds?

Good afternoon, Council.

Chris Frkey, Director of Parks, Recreation and Community Facilities.

This was earmarked dollars put in by Senator Tim Kane for the roof replacement.

So it's federal dollars that we're getting for that.

There is a match.

We knew this was coming in prior year, so we have the match for it.

And we hope that we'll also see some other, you know, we've seen the window replacements.

There's some partner agencies that you guys have helped us pass.

Uh and we've seen some other improvements.

So the more we get these type of dollars and do things like that, we get other people that will help us move this project forward.

What's the total uh do we know what the total dollar amount is for the restoration that needs to be done?

I mean, I think that's a good question.

For this particular project, we think it's gonna have to be doing the roof first, and we have an opportunity to protect the rest.

Our goal, like ballpark number, we believe is gonna be about a million dollars for this roof.

We have a million dollars for the roof.

This is covering half of it.

And that that's gonna require us to continue to look for different grant solicits to make that happen.

We currently have that.

We put this in this earmark was a few years ago, so we knew this was gonna come in, so we put this in the capital budget uh in previous years, so we have this as a match.

All righty, thank you so much.

What's the match?

We have the half a million dollars in our in our current CIP from the James River Astral Park Improvement Plan from prior years.

Okay.

Second the committee is voting on the motion to afford item four one is 2026 zero eighty to council with the recommendation to approve.

Ms.

Lynch.

Aye.

Vice Chair Jones.

Aye.

Chair Robertson.

Aye.

That motion has been approved.

All right.

Um you gotta go.

Okay.

All right.

Uh Madam Clerk, we're gonna move back to agenda item number one.

Item one, ordinance 2025 282 to amend city code costing a deferral program for certain real estate taxes pursuant to and in accordance with the code of Virginia.

That paper is before the committee.

Sure.

Uh I'd be happy to share the rationale behind this.

Um, as we all know, in 2028, we are going to be staring down the barrel of a uh very large tax assessment increase across the city, um, precluding any um economic downturn.

And we need to have all the tools in our toolkit to provide uh homeowners with the ability to defer or uh defer taxes, a portion of their taxes, um, and stay in their homes.

This uh legislation is an alternative to a long-term tax cut and is authorized by the state and other municipalities use this as one of their tools.

Um basically it would say that any um owner-occupied residence that is under two times the median home value in Richmond would if their um if their assessments go up more than five percent year over year, they would be able to defer at a two percent rate their taxes over that five percent.

Um again, that means the city is still receiving uh tax revenue from individuals.

It is a uh simple program with data points that are currently housed within the Department of Finance.

Um it gives us and and there's a $50,000 cap for both uh principal and interest.

So again, the city has an understanding of what the fiscal impact of this could be.

Um I will open it up to any of the other co-patrons on this bill for any of their input.

We'll come back for those comments um after the public hearing.

Okay, Madam Clerk, let's have the public hearing.

Isn't there anyone that would like to speak in opposition to item one?

Please state your name for the record.

Ken Martinez, Director of Revenue Administration City of Richmond.

Thank you, Chair Robertson, Vice Chair Jones, and honorable members of the committee.

Uh I come before you and uh I will try to make this as brief as possible.

I've traded some some memos with the members of this committee on some of the points I'll make.

I included some of these things in the memo I sent, and I'm trying to stay within the three minutes.

That's so I'm trying to summarize the question.

I haven't restricted you to three minutes, sir.

I would rather that you be specific as to your opposition and those things that you are concerned about and your proposed recommendation of an alternative to us achieving the same objective.

Okay, thank you, Chair Robertson.

I appreciate that.

One main concern, the first one we wanted to bring out was that the ordinance doesn't actually provide any tax relief.

It provides a deferral, a mechanism that actually attaches interest and a lien.

And I think that uh I have had uh 24 years experience in tax collection municipal environment.

Uh, you know, and I think I have experience attaching liens and releasing liens, and it is a complicated process, it's not quick.

I think it presents some specific challenges for this particular ordinance, and that in uh for instance uh the finance department would be required to be very nimble in uh liens that are attached to properties that are going to be subsequently sold, right?

If if someone goes and has a contract put on their house, they may essentially give 30 days or something like this, some short timeline for the lien to be satisfied, paid, and released by the city evidence to the property owner, such that you know they wouldn't be in breach of any of their contractual obligations.

Some of these challenges that that aren't really contemplated within the ordinance and on how to to address these kind of things are are pretty complicated.

And so it led to some of the some of the uh further comments, and that we don't feel this is a really a core function of the Department of Finance.

We we especially the revenue division, we assess and collect, you know, that really is is our mandate or what we do for the city.

We collect on all the all the uh taxes that we have here, and and it that's a complicated process, and and we frankly don't have enough folks here now to be able to adequately do uh the things we need to do right now.

We're administering the AOAPD program, the GAAP grant program that just wrapped up, and we've had to take it away time from our real estate tax group to pay attention to these tax exemption programs.

So while tax exemption is a great, you know, it's a great it's a great idea, it's something that we support overall.

It's the administration of this is what is providing some some very specific challenges.

And so I I put in a few numbers in this memo that I should try to just give some context to the to the committee and and uh and I put in uh some exhibits and other things, and they're really just simple calculations for context.

But some of these uh you know, the potential eligible properties could be over 10,000.

I put in a 12,000 property kind of threshold to be able to calculate against.

It certainly could be lower uh, you know, kind of a thing.

But but in talking to our real estate tax team who is singularly qualified in understanding how much it takes to administer these tax exempt programs, four to six hours per was a was a pretty accurate statement of what it takes.

And that encompasses the folks who walk in with all their paperwork and everything's in order to the folks who have none of their paperwork and don't even understand what this is before we have to walk them through it, right?

That's a pretty wide spectrum of of dedicated time.

So did you have an estimate on what it would cost you to administer the program?

I as far as staffing is concerned.

I felt at a threshold of of twelve thousand properties, which is probably the high end.

We'd have have to uh come at about 40 extra, 40 more FTE, uh, but have that, you know.

I put in the memo that I think a 20 FTE increase at and using the uh I think it was the management analyst, that's in my notes, uh, position at about 67,000 per year.

Salary and benefits about 1.7 million per year, and just staffing costs.

That wouldn't include any additional system costs that we might have to uh you know uh take on because we don't really have systems that that calculate and track liens and and releases, and we don't monitor real estate sales, these other types of things.

So you'll estimate total cost to administer this ordinance on an annual basis is approximately what amount.

For staffing, it would be at least 1.7 million, and we would add that software costs, which can vary.

I I'm not an IT expert, uh, so any information that I put in within my memo, okay.

I really just did simple searches for it.

All right.

What are your other oppositions?

Well, uh, I think that pretty much wraps up those types of oppositions in general.

We wanted to uh we I included in the memo also a discussion about uh the impact of the city code section 263.1 and uh that applies payments on delinquent accounts to the most current kind of a thing, and uh the most current debt owed as opposed to the oldest debt owed, and I think it was uh 2024.

Forgive me for not having all of this completely.

I've I've been here four months and one day as of today.

So I uh I've done as much research as I could, but this code identifies uh that application of payments to delinquent amounts.

So this would entering into a deferral program like this would also include another layer of complexity on top of where we're gonna apply uh payments that are brought in with regards to deferred amounts within this ordinance that aren't delinquent.

You know, uh we understand applying them to delinquencies, but deferred amounts that people owe from the past that aren't actually delinquent isn't a mechanism we've encountered as of yet.

So that would add to the complexity of of the administration of this.

So I just want to make sure I'm hearing you correctly.

Um full areas of opposition.

One being that it's not a tax relief, two that it's not a core front function of your law department.

Three is the administrative cost, uh low estimate of at least 1.7 million dollars.

And lastly, the complication of the deferral versus potential delinquency and making sure that we keep those debts straight.

Those are the four that I think to to identify.

Is that correct?

Yes, that summarizes it.

Okay.

You also started off by saying you want to create a mechanism to address the challenge.

You have any proposed recommendations of how you would like to do that?

I'm sorry, uh Chair Robinson, do you mind repeating that?

You started off by saying that the administration would like to offer a mechanism uh to meet the challenge that this paper is attempting to address.

You have any recommendations as to how the administration would like to do that?

I don't have any official uh direction from the administration on that at this point.

And no recommendations that you have considered.

I would say most casual kind of conversation, but I we haven't officially come across with anything.

All right.

Any other questions of the committee members?

Well, uh, I can foresee with the rest of the hearing.

Okay.

All right.

Okay.

Um your estimate um on the 1.7 million dollars to operate the program.

How does that compare to our budget for the elderly and uh disabled tax relief program?

As far as would it be included within it?

I'm I'm not sure about that, Council.

No, I'm just trying to get like a point of reference to kind of kind of kind of gut check that number because 1.7 million sounds pretty pretty high for a program like this that um is based on individual applicants attesting, applying and kind of doing most of the work themselves.

So I'm I'm trying to get a better context for that number of that 1.7 million.

Sure, I understand.

And the 20 additional positions was based on just the four to six hours per and if the participation rate was even the way P day level of five or six thousand, it would easily encompass 20 extra positions to be able to handle that.

And then that means what I mean by that is um I used a 2080 year, so a year with 2080 hours.

So it'd be someone working on this their entire year without you know taking more than a week vacation or sick or any of that.

So it's just a ballpark kind of idea of what we'd look at.

I mean it and we typically do not ask those persons that come in to speak at the public hearing questions, but because you're here representing the administration, we asking these questions, and you may not be able to give us all of those answers, but um I would at this time like to just make sure that we close out the public hearing and then we can come back for and then we can ask questions.

Okay, okay.

Thank you.

Thank you, sir.

Um is there anybody that would like to speak in support of item one?

Seeing none, the public hearing is now closed, bring it back to the committee.

Uh I'm gonna go back to the lead patron to emphasize the uh merits of the paper.

Uh you you have done a lot of that as a part of the introduction.

Uh, but if there are other comments that you would like to make in regards to um to the paper itself, and I think what is equally as important when we reviewed this paper during the pre-meeting, um, there were amendments that were suggested that would be made.

I want to be clear on the amendments that have not been introduced yet, and what amendments is full of coming.

So the paper that is before us, the these amendments have not been included, albeit introduced yet.

Is that correct?

Correct.

Okay.

So let's make sure that we have clear on that uh so that the committee will know when we take action that is without the amendments that are being proposed to come forward as a part of um the council meeting uh at the next council meeting.

Correct?

Correct.

All right.

Uh thank you, Chair.

Uh I mean if if it's when would be appropriate to ask clarifying questions of the administration about a few things because I think some of the right now, I want you to clarify your paper and whatever proposed amendments that you have coming forward so that we can be clear on what we have before us.

I'm gonna come back to the committee and give them the opportunity first to ask any questions that they may have of you, any of the patrons as well as the administration, and at that time you may also ask questions.

Perfect.

Thank you.

Okay.

Um, so first and foremost, the amendments that uh were discussed and will be a part of the legislation.

One is that we are um extending the implementation to January 1st, 2028, that giving the administration uh ample runway for implementation, and then something that I don't think we do very often, but I I love the practice of it, is uh legislating an implementation plan and model within this.

So we are asking to um actually convene a implementation committee, which was at the the behest of Mayor Vula and taken um into consideration and accepted by uh the patrons of this bill.

Um so we would look for that committee to provide both uh recommendations on implementation challenges and necessary budget uh in advance of the budget cycle for FY28.

Um so both of those things in tandem, understanding that uh this is a new program that needs to be implemented.

We are we are working towards collaboration with it.

Um that being said, um at the end of the day, uh I cannot continue to stress enough that uh we have to do something for the citizens of Richmond and uh absent any other concrete plans.

A few other points I would like to make again.

We are only asking for assessed value of the home and owner occupancy and any delinquency that that if you if you're delinquent on anything else for the city of Richmond, you are not eligible for this.

Those are things that not only live in City Hall but live in the Department of Finance.

And they again work hand in hand.

So while I understand that in the past, some of these programs were implemented without much care of how the administrators would actually execute this program.

A great deal of thought went into and in conversations with the administration from the mayor's side around what this program could do and how we could implement it together.

So with that okay, so I want to be clear.

The I want to make sure that we're clear on the amendments that are going to be added to this paper.

Yes, ma'am.

The implementation date is an amendment, right?

Correct.

To January 28.

Correct.

Is there any other particular amendments to the paper?

There is the entire implementation committee.

The implementation committee and deadlines around providing plans for implementation are in that as well.

I'm sorry.

What did you say?

In addition to the implementation date being pushed back in the amendment, there is also a um the amendment has an implementation committee and an implementation plan with deadlines for creating a plan and submitting it to council.

And does the amendment for the implementation committee defines how the committee is going to be created and who's to serve on the committee, how we select that?

None of that.

We left that nimble, but we can I'm open to strengthening that.

Okay.

So there's no prerequisites of qualification or selection of the committee members and how many of them would be or any of that as some part of part of the amendment, correct?

Correct.

Correct.

Okay.

Is there a timeline for the uh plan that you expect to come from the committee?

Is that a part of an amendment?

Yes, that is.

What is that?

That is in um that is in amendment um in the clause B.

It states that we will that the committee will submit to the finance and economic development standing committee no later than five business days prior to the December 2026 meeting, a proposed implementation plan for the tax deferral program with a final proposed implementation implementation plan submitted to the committee no later than five days prior to regularly scheduled meeting for February 27.

Um and then it says that this plan shall include a breakdown of FTE program staffing and/or the amount spent on third-party program administration contract, in addition to proposed performing performance metrics as application processing times and custard customer satisfaction survey scores.

Okay.

Does the amendment address it has a timeline for the committee's work?

Does it address approval of the committee's work and what's required for that?

It does not.

I would assume that the committee would seek approval from this body, the finance committee.

Okay.

All right.

So I think you'll have to tighten the commitments, the amendments up a little bit more than that.

I'm open to that.

Right.

Um this time committee members can weigh in with comments, questions as it relates to the paper.

Thank you.

And the proposed amendments.

Thank you, madam Chair.

I just had two quick questions.

One was we be able to.

I guess the question is not tracked, but like, will we be able to see?

Because I think uh the city mentioned that this was a deferral, not a not a tax relief.

And I remember tip I remember maybe a couple of years back when this was the same issue, and we ended up doing like the tax relief program, and everybody was like, oh, they only got like 200 bucks.

How will we be able to see that folks are actually benefiting from this?

Because this is a loan, not necessarily money back in your pocket.

So I think when we are promoting that we have to do something to make sure that people are finding some sort of relief.

How do we how are we planning one?

Because I think that is also going to determine whether or not people even opt into this program.

And then when they do, they're gonna be looking for relief, but really you're not looking for relief, you've taken out a loan.

So I just love some input on that.

Yeah, I think that's a great question.

And we actually um put into this.

Um everybody knows that I love reporting, so we put some annual reporting requirements and evaluation of this program, including number of participants and the amount of real estate taxes deferred and interest charged, um, and then the amount of accumulated uh deferred taxes in interest so that we can get a sense both um of the program scope and adoption and and how much this program is costing and that the city is charging back to people.

So, in other words, we're we're deeming it a success based on like the different the amount of people that actually defer because we can go back and look at that and say this amount of people, this amount of uh homeowners deferred this part portion of their taxes, and so because of that they didn't pay $1,400 every month, like that's just say.

Yeah, but then when we turn back around, then they still oh so I guess what I'm trying to understand is how are and and I I under I recognize what's going on, but I just I it's the same concept of like when we say we doing these tax relief programs, we get people they get 200 and then the 200 is gone, and then they write back, and we still are figuring out the family crisis fund and all of these.

I guess that's what I'm trying to figure out, is like we deferring it, so you are saving in that moment because you're not paying taxes, but if you don't plan on moving and you don't plan on leaving, you still gonna get hit back with them same taxes.

So, how are we actually helping people?

So I think that's the only confusion for me that it gives.

I it's temporary relief, but like I think we have to be so clear that people realize like you still gonna pay this money, and I think I just want to make sure that we are really clear with the rollout on that and that people understand that because in a crisis, you're not really you know thinking about all of that.

So absolutely.

And I I appreciate Councilmember Jones, your uh your thought about disclosure language, and I think that is absolutely needs to be a part of any implementation and um program rollout.

I would um first and foremost, I would say that the success of this program will be measured by people staying in the city of Richmond.

Um secondly, you know, if it's it's kind of like a double-edged sword, right?

If people are utilizing the program, that means that assessment values are are skyrocketing, which is you know, good for the city, not great always for long-term residents.

So um again, I I see this as a way to deaden spikes and assessments for a singular point in time, right?

So as we're looking at 2028, and we all are, you know, um knowing I think that we are gonna have in many places we're gonna have double digit assessment spikes.

Uh this tax deferral program again is just an option, and it needs to be to your point, a well-informed option, financial option that homeowners have in 2028 to say, you know what, my taxes went up 10%.

I'm gonna defer the whole 5% over the the 5% threshold.

I'm gonna defer 2% of it.

I'm gonna defer you know, 4% of it, right?

That they can we need to do our part to make sure that they're making those informed choices and knowing that that is something that they will have to pay back eventually, but the hope is that that gets you through that spike, right?

And then as assessment values go down and the market recalibrates, you have an opportunity to pay that deferral off at a two percent interest rate, which quite frankly is better than um you know going to a bank and getting a uh a HELOC or or using some other short-term lending.

Um so again, not I don't think that with something so big and complicated like real estate taxes and the housing market that we have, there is no one size fits all.

This is this is a messy problem that requires multiple solutions, and I just want to present um and again an absence of other solutions.

I'm just presenting uh a solution, but I I hear you, and I I totally agree that we need to be really careful that this is a financial tool that we need to inform residents about.

Yeah, one more question, madam chair.

Um, I think, and this is not for you, but my question is because we know that well, one, if this program isn't slated to begin to 2028, what are we doing before that?

Like, I think what are we doing on the assessment side?

One to even begin, like we should be letting people know this now and maybe letting them know about the future programs that are coming because if we wait till 2028, and in 2028, it somebody is hit, it might force them to maybe not even be able to take advantage of this program.

So, what are we doing before that?

I think it it's also that, but it's a both ends.

So, what are we doing to help folks know that the taxes are even so that in budget review, just whatever day of the week we have that could have been yesterday, could have been day before.

The assessor did inform us that he would be coming before the council to give us more detailed information on what we can anticipate.

Um, for the FY assessments in 28, but at this time he's not prepared to do that, and to take corrective action or take any action to mitigate the impact.

We won't really have the information to do that until I think he says something like September or October before he would come back with that information to answer that question.

So there's no implementation plan for that either.

We just roll in it.

Well, we don't have enough information to make any implementation plan.

Thank you.

Yeah, so you actually get a gold star for an implementation plan.

Yeah.

Um Ms.

Lynch questions, comments, clarification on this paper and the amendments.

Um yeah, just well, first, I want to thank um my colleague for bringing this forward.

I do agree that um, you know, this is absolutely a tool that we should have in our our toolbox to help our constituents who are um burdened every year with making and every month um in making these payments.

And um really applaud the implementation plan and and all the thought that kind of went into how this would get operationalized.

Um I do want to just ask a quick clarifying question, and because I think you know, there's some implementation questions, right?

That I'm hearing um that that need to be resolved, but then the price tag, the 1.7 million dollars.

Um, I'm I'm just a little concerned when we present information like that on a on a measure um that it's accurate and that we've done our diligence on it.

And um so I just I had a I mean I think we had someone up here that was helping us with this.

Ken was up here.

Is he here?

So um you know, I just want to dig in a little bit on that number.

I I don't think the bulk of it, what there is I think the bulk of it was the f was 20 FTEs.

Is that what you had?

Okay.

So my understanding is that what we have presented is just an possible estimate.

Okay.

So if we pass this, it's not we're gonna we need 1.7 million dollars to implement it.

I just want to be you.

So I mean I I guess the point is so the 1.7 million isn't is purely an estimate.

If we pass this, it's not saying that we need to find 1.7 million dollars, or that is the definitive number that we would need to implement the measure.

Is that correct?

Pardon me, madam chair and uh member lynch.

I was uh getting instructions from the boss.

Oh the 1.7, yes, it was an estimate based on a current uh position uh the management analyst uh position at 67,000 per year, and it was all that was was extrapolated out over over 20 FTE.

So which was the estimate based on uh probably a level about 6,000 participants in this program.

And and that's not you know that's about the uh about the uh participation rate for our OAPD.

So it doesn't seem since this one is more wide and more encompassing than our OAPD program, it seems reasonable that that could be a uh target that we would have.

So it was based on actual numbers, but of course speculation, because we have no idea how many people are gonna participate in this at this point.

Okay, okay does that answer your question?

I'm sorry.

Yeah, no, I I think that's I think that's um helpful.

I just you know, we just want us to be mindful when we're putting numbers out that that is not the final number, and that by um passing this, you know, we just need to be diligent when we're doing the implementation phase, be diligent about what the what the actual cost to implement it will be.

Oh yes, council uh member lynch.

I would absolutely agree, and I think I think one important thing would be also though to understand it's possible it'd be larger.

If we had a larger participation rate, it could be more than 20, more than 20 as opposed to less, you know.

So I think the conversations are absolutely necessary to keep going.

Okay.

Well, 20.

I mean, you you have you have 19 um management analysts to run the entire financial the finance department for the entire city.

So you're saying you'd need 20 just to implement a much much much smaller program.

A much smaller, I'm sorry, what council member lynch, what program that you're comparing it to the OAPD?

You well, no, in your entire finance department, you you have you you only have 19.

Actually, you have 17 um management analysts associates, and you have two principals, and you have a senior person.

I mean that that's 19 people to run the entire tax collection and and all the other functions in the in the finance department.

So you're saying you would need to double your entire staff just for that small program.

Yes, I would not agree that it's a small program, Council person Lynch.

I would say that currently the comment I made earlier that the current staff we have now isn't enough to handle what we're doing now.

Yeah.

So the the assessment and collection and then layering on the exemption programs, OAPD and GAAP uh and other items, we don't have enough people now.

So having 20 more uh it would be dedicated, like I mentioned.

I I the 20 coming up to the hours of you know, I I put in 12,000, 84,000 hours, you know, have that, and 42,000 hours would have to be covered by this by this group.

And after talking to our real estate tax team, who once again they're the ones who administer OEPD and GAAP.

I said it was a simple question.

I said, how long does it take us to process these applications?

Four to six hours per.

So it's a simple, I just made simple math.

Course an estimate, course speculation at this point, but is it not unreasonable?

I actually also spoke to contemporaries with Virginia Beach and Alexandria who have similar programs to OEPD, and they gave similar staffing numbers to what I was it kind of corroborated what we were already thinking about.

So I didn't think it was necessarily shot in the dark, but I also do understand it is speculative at this point.

Okay, okay, helpful.

And we would give you 20 people all day long.

We want you to be the most well-resourced department um in the city because you were at the backbone of everything that we do.

If we're not collecting revenue and accurately accounting for all of our uh uh expenses and revenues going out the door and helping our citizens um uh you know, through their journey of uh billing, paying us all that, et cetera, et cetera.

We're not, you know, we're missing the marks.

I mean, we we want to you we'll give you 20 more people.

I just was questioning whether or not um we needed 20 on this program specifically, but thank you.

Thank you.

Any other questions?

Yep.

Um so um I think what uh there are Ms.

Tramble, um uh we delayed entertaining this paper.

We knew that you were coming.

We're glad that you've made it here, and we want to hear from you.

Um you walked in just as we had done nothing but read the paper into the record, and the first person that is spoken in opposition to his so just wanted to let you know that uh we had delayed it so that you could have the benefit of the full conversation as well.

And I understand uh Mr.

Breck, you also have some comments from as a co-patron to the paper that you would like to make as well.

Well, thank you.

Yeah, I mean I was excited to co-patron this paper because it really seems like an excellent opportunity to have targeted tax relief for some of our residents who need it most as an anti-displacement measure um without actually having to give up that tax revenue, right?

Because we will have access to it upon the sale of the home.

Now I will be watching during the implementation phase to make sure that the costs, you know, will be reasonable and that we actually have a opportunity to implement it properly.

But um I'm optimistic that the way it's designed for the very clear criteria to be eligible will is really going to be a strength of this program.

And so just looking to the um administration to look at the the rest of the administration, you know, the the lien processing, for example, you know, we'll be looking to to them to um optimize the administration the administration of the program.

But um, I was very excited because this is a great way to get targeted relief with a very clear criteria because many programs um suffer from very difficult criteria for proving your eligibility, and so this program will not suffer from that, and that will be a great strength of it.

So um that's why I was set to be here.

I wanted to make sure I could be a part of the conversation.

Ms.

Tramell.

Thank you.

I think my um colleague definitely explained all of it as I was coming in, and I apologize for being late, but I was at a funeral home.

Um I want to say that with all this development that we have going on in the city, all the apartments and and all the revenue that's coming in more so than I've ever seen being on council for over 25 years.

Um, because I know right now I have 12 developers that's building in the eighth district.

And I'm very, very grateful for that because we've waited for years and years um for this to happen.

And it just breaks my heart when I hear the seniors um homeowners especially tell me that they don't understand why you know every time you turn around the assessments are going up and up and up, and I have to explain to them because um they have to be um taxed at fair market rate.

And right now, when you bill something, your assessments don't go down.

It brings your properties up everywhere, all around you.

So I think that you know, we have to do something for the homeowners to feel like that they are that they are that they matter, and they want to stay in their homes.

And if we can do this for them, I think that would be another way to let them know that we appreciate them and we want them to continue to live in in our city and to stay in their homes.

Um, because we know I know that when someone just got taken off a tax relief, but it's just breaks my heart when they're screaming and crying that they had to pay over three thousand dollars in January because they were taken off tax relief because they didn't get the papers in in 2025.

And um taxes are due again in June, so they don't know if they got to pay it, don't pay it.

So all of them are scrambling right now, trying to get this paperwork done and trying to get recertified.

And it and it's a mess.

It is a mess.

But whatever we can do to help them, I definitely would ask my colleague to support this.

Thank you.

Okay.

Um I want to make a just a few comments about the paper, then I'd like to move on.

I appreciate the purpose and the mission.

And I think that it's incumbent upon us to do the best that we can to provide tools within our tool chest to make the city competitive, affordable place to live.

And I think we're losing that margin.

I've said that previously, and I'll say it again.

I think Richmond is becoming without some special initiatives being put in place.

We will not many people, many folk will not be able to afford to live in the city.

And a lot of that is driven by the market, which we have little to no control over.

And in lots of ways, because of the market, the city has benefited.

And so there are felt that we need to look at ways to provide services that would make it sustainable for them to continue to live in the city.

I like a lot of the initiatives in the paper.

I like the fact that it's only for those persons who are living in there for homeowners where the assessment value has gone above the 105%.

They will only be able to defer that amount above the 5%.

This today, not only the impact that it's going to have on the participants and whether or not it really makes a difference in their sustainability, as well as what is going to cost the city, and whether or not the you know the cost and the benefit makes good fiscal sense for the city.

So I think those are tough questions that have not been answered and cannot be answered until the necessary assessment is being done and an implementation plan.

I would ask that instead of moving this paper forward with the amendments as they are current.

I think the amendments need to be expanded.

I think we need to say who's going to serve on the committee, who selects that.

And what I find a lot of times when we arbitrarily point a commission, people make applications, they may not fully understand all of the challenges that it will face for the administration, as well as all of the potential unintended consequences that we may face as far as the applicants as well.

So I think it's really a fabulous opportunity to look at ways to address the problems that we know that the city has, but I want to make sure that I don't find myself in the position that I found myself recently when I had to get the auditor to come in and try to find out why when we passed an ordinance to do a tax abatement roll off, not being able to be captured to be in the budget.

And that's one of the concerns I have with this paper when the administration is saying we can't administer this.

Okay.

And if they're telling us that up front, we need to know how to make that possible before we pass this paper.

And I think the committee needs to be designed with the support of the administration as well as city council.

Otherwise, we will not be at a place that the implementation plan makes sense and is possible to be done, and we know that it will benefit the citizens.

So I would ask the lead patron.

If we could just buy a little bit more grace time to seriously talk about the amendments and more detailed information as it relates to the amendments, I'd like to for us to share that with the administration so that they like to see something else, some other tweaks to this to the amendments that we are sensitive to that, so we incorporated them.

So if the lead patron is willing, um I guess I'm asking for the paper to be continued for a little bit more dialogue as it relates to the amendments to the paper, and then I also am concerned about the timeline for the implementation to be coming back in order for if there is a fiscal obligation that's gonna come with the execution of this um that will be have to be in the budget that we adopt that we receive next year 27 in March.

So our process of determining the fees feasibility, fiscal impact, and the benefit to the clients to our residents, our taxpayers has to be done in a timeline that we can approve it and still have time to make sure this is incorporated into the budget.

So if the patron would grant this committee an opportunity to work with our staff and with your leadership to make sure that the amendments addressing the concerns that needs to be addressed, I would appreciate that.

Uh I'm I'm happy to do that.

I also um again would say this is we we introduced this in December.

Um so I would just and and I I totally agree with you about prior to the budget season, hence uh you know, the intentionality around the December finance committee meeting for the implementation plan, knowing that that's right before we go into the thick of budget season, and we'll need to have consideration for what it may cost for this to be executed properly.

I um would also offer up for this to go to the full body with amendments um you know for for council to be able to discuss that.

Um but I'm open to either.

So for at this time um I guess we would entertain a motion as to whether or not we want to continue the paper or continue tape paper with amendments, which we don't have.

The committee doesn't have yeah, and so that's my challenge.

Understood.

Okay.

So if we can continue it, and if by some uh means do you have amendments approved by the time it gets the council, council can continue, could proceed to vote on it.

Okay.

It's acceptable.

So motion to continue, please.

Take it.

You're gonna I'm sorry, I was asking for a motion, not making the motion.

Motion uh motion to continue with amendments to the full body to the full council meeting.

Uh I would say next council meeting.

Clerk, clerk.

It would be the next uh May Finance meeting.

Back to the committee.

Back to the committee, the May 20th finance meeting.

Back to the motion to yes, to forward um back to the finance meeting with the meeting with committee meeting with amendments.

With the amendments.

We'll continue to the finance committee, then the May Finance Committee meeting.

Okay.

And do we have a second?

Second.

Thank you.

The committee is voting on the motion to continue item one ordinance 2025 282 to the May 20th, 2026 Finance and Economic Development Standing Committee meeting.

Ms.

Lynch.

Aye.

Vice Chair Jones.

Aye.

Chair Robertson.

Aye.

That motion has been approved.

Okay.

Please.

Item six, ordinance 2026 082 to amend city code concerning disposition of certain real estate tax revenue for the purpose of requiring additional annual reporting on loans awarded from the Affordable Housing Trust Fund.

That papers before the committee.

Sorry, I'm I'm shifting my brain and I'm 15 minutes, 16 minutes late.

Um this was uh just strengthening reporting requirements around the new affordable housing trust fund language.

Um you know in support of the the bill that was passed last month um that you co-patron so again just uh additional reporting requirements that will um help us understand the extent of the adoption of this program and the use of the money are there any specific additions that you're asking for so that we know yes how they exceed what is already in the ordinance hold on yeah I'm gonna let Maria speak to it because my brain is somewhere else perfectly fine I understand thank you counselor Albacher uh Maria Garnett Council policy analyst um the key distinction is if any awards are made from the Affordable Housing Trust Fund as loans um Councillor Abubacher's amendment would require detailed reporting about those loans and their performance such as are we being repaid on time or any loans in default um this is important because using loans um whether low interest or no interest loans as a strategy allows the funding to self-replenish so although it's our understanding that that is not currently used as a tool if it is adopted as one this amendment would help us um have that information and that's the only change to the reporting yes for the yes ma'am okay all right thank you uh madam clerk let's have a public hearing on this paper is there anyone that would like to speak in opposition to item six is there anyone that would like to speak in support to item six seeing none the public hearing is now closed bring it back to the committee all right um mr malone uh your understanding as it relates to the current and the reporting um and as the chair of the affordable housing trust fund board uh this amendment or this request for an additional information does this go outside of the reporting that is required at the present time good afternoon chairman and members of the committee my name is Merrick Malone and I'm the director of housing and community development um no this is fine actually it becomes part of what we already do we file an annual report every year for the board uh and included in that in the past we've we've done the performance of our grants and how we so we would just include our loan performances and we need to do that we would do that anyway because we need to keep track of of the loans the performance it's just that now we've added that as an option within the toolbox of the affordable housing trust fund and not just do grants but also do low interest loans when requested or when it makes the motion thank you very much thank you okay as yes request motion to approve uh motion to forward the council for approval second the committee is voting on the motion to forward item six ordinance 2026 082 to counsel with the recommendation to approve miss lynch aye vice chair jones aye chair robinson aye that motion has been approved okay agenda item number seven please item seven resolution 2026 R013 to request that the CAO amend the city's leave policy to modify the maximum carry for policy and procedures for paying out vacation leave balances for unclassified employees as a one-time occurrence during the transition to implement a maximum carry for procedure submit a written written a written report of the operational and fiscal impacts and the proposed amendments no later than June 30 of 2026 that papers before the committee any questions of the committee members for clarification for this before I call for public hearing okay public hearing bad clerk is there anyone that would like to speak in opposition to item seven is there anyone that would like to speak in support to item seven seeing none of public hearing is now closed bring it back to the committee Ms Ms.

Thank you.

Gotta get a joke in anywhere I can get it, you know.

And support.

All right.

Uh call for the question, uh, Miss Madam Clerk.

Uh motion to forward the council for approval.

Second.

With the addition patrons of Ms.

Tramble Jones.

Ms.

Lynch, where are you?

Yes, and Ms.

Lynch.

All right, that has been noted.

The committee is voting on the motion to forward item seven, resolution 2026 R013 to council with the recommendation to approve.

Ms.

Lynch.

Aye.

Vice Chair Jones.

Hi.

Chair Robertson.

Aye.

That motion has been approved.

Committee members, would you like to add your name as a uh co-patron for agenda item number six as well?

That's the affordable housing trust.

Okay.

Madam Clerk, if you would add the full committee for that paper as well.

Agenda item number eight.

Item eight, resolution 2026 R017 to provide for the issuance of public utility revenue funding bonds for the city and the amount of 225,000, 225 million dollars to refund all or portions of certain public utility revenue bonds previously issued by the city and to authorize the director of finance with the approval of the CAO to sell such refunding bonds to provide for the form details and payment to approve the form of supplemental indenture of trust and to authorize the issuance as either federally tax exempt or federally taxable bonds or both.

That papers before the committee.

Thank you, Madam Clark.

We'll move to a public hearing.

Is there anyone that would like to speak in opposition to item eight?

Is there anyone that would like to speak in support to item eight?

Seeing none, the public hearing is now closed, bring it back to the committee.

Can I get a motion?

Motion to forward the council for approval.

Can I get a second?

Second.

Call a question.

The committee is voting on the motion to forward item eight resolution 2026 R017 to counsel with the recommendation to approve.

Ms.

Lynch.

Aye.

Vice Chair Jones.

Chair Robertson.

Aye.

That motion has been approved.

Mr.

Malone.

Presentation.

Good afternoon, Chairman.

My name is Merrick Malone, Director of Housing and Community Development, and I will be joined by Rachel Heitman and Megan Fields, who really were the architects to help pull together the inventory of the programs and initiatives that mitigate the displacement of residents.

Yes.

As we I think this was such a necessary exercise.

But one of the big takeaways is that there is a tremendous commitment from the city in terms of considerable resources that have been applied to anti-displacement.

And you'll see that from the programs and initiatives and from this report.

We learned a lot from this report.

Some of it was pretty eye-opening in terms of one, the amount of amount of resources that we're placing, but how disparate they were, and how um and how um inefficient some of the the programs are.

That means there will be a valuation of programs of looking at what is working, what has not worked.

What should we be doing?

These are the kind of things that a lot of this emanated from what we learned from this report.

And so without that, I want to briefly uh have Rachel and Megan come up, who actually did the work to talk about the methodology that we use to get here, also to point out some of the key things that we that were revealed in terms of this cross uh agency inventory of our programs and initiatives.

And um, and then we'll we'll wrap up.

It'll be short, but I think it will be um somewhat eye-opening on some of the things that we discovered.

Rachel.

Good afternoon, honored honorable members of the committee, uh, vice president or chair uh Jones, Vice Chair Robertson.

Um I'm Rachel Heitman's policy and special products manager of the Department of Housing and Community Development.

Um left and right.

Okay, thank you.

Um so first we'll start off on where we are.

40% of households are paying more than 30% of their income on housing, putting them at risk of displacement.

Um, compared to nationwide, about 32% of households are cost burdened.

Um we are glad to see council and administrative alignment on this issue.

Both the mayor and city council have a recognized the urgency of the issue through the resolution, which is directed this inventory, um, and through the mayor's housing plan, which M.4 identifies delivering on a displacement by improving administration of our existing programs.

In conducting the inventory and through the process, a survey was sent to all two departments.

Those responses were reviewed.

Post survey meetings were held with department contacts and subject matter experts to ensure complete and accurate information was reported in the survey.

Once the first draft was completed, survey respondents and departmental contacts reviewed the report for accuracy, and where necessary, there was additional follow-up with those subject matter experts.

Um in the report, we surveyed 20 departments.

Of those, uh, 12 departments reported directly having programs that they administered, and eight reported programs that they didn't administer or um, but many of them have of these departments support the work of other departments who did report programs.

Um what we found from this is through the inventory process, the city of Richmond currently has 30 programs and initiatives that mitigate the displacement of residents.

Those programs span across 12 different departments and are managed by more than 77 employees.

Um, and they're funded with over 36 million dollars helping to meet the housing needs of over 18,000 households in the city of Richmond.

Um I'm gonna pass it off to my colleague Megan, who's gonna get into the details a little bit more of what we found in the inventory itself.

So these are pretty staggering numbers, and we'd encourage everyone to actually look at the report.

Um there's details about each of the programs, including websites where you can find out more information.

But um I think it's really worth pausing here because this is remarkable.

I mean, this is a large investment of both money but also of staff time.

Is that better?

Thank you.

As you all have seen in the report, we divided it into four categories.

Housing stability for all Richmonders are programs that um renters, homeowners, and individuals facing homelessness could benefit from utilities and billing assistance is exactly what it sounds like.

Assistance for homeowners programs to help low and moderate homeowners and residents who'd like to become homeowners, and community development and planning are these are the places where we really work to ensure that the city's growth is benefiting all of our residents.

Um it's also you'll see programs like the Affordable Housing Trust Fund and the Performance Grant, where the city is incentivizing the development of affordable housing.

One of the first things we realized when we were doing this inventory is that there's no consistent framework for eligibility.

So here at the Department of Housing and Community Development, we use HUDs area median income, but for programs like TANF and other programs, it's the federal poverty levels.

But for programs like TANF and other programs, it's the federal poverty levels.

So we deferred to our colleagues at the Office of Community and Wealth Building who use a crisis to thriving stability framework.

It's defined here for housing.

You'll see in crisis means someone who is experiencing homelessness or imminently threatened with eviction and foreclosure, and it progresses that way.

So in the report, appendix B breaks it down by AMI in case you're interested in that.

But we asked the departments to think about their programming in this framework as a unifying way to start to think about the different work that all of our different departments are doing.

So Director Malone shared that this is really the launch pad for updating the city's strategic housing plan.

This is the beginning.

And so over the next six months, we're gonna really dive into the economic data, the changing political and legal landscape.

We're gonna do extensive stakeholder engagement, and we're gonna lay out a framework for the next three to five years of the city's housing work.

The work is really to come, that detailed work, and we'll certainly need to look to city council, especially for that stakeholder engagement, and we're gonna need to look to community partners for every piece of that.

But we we did notice a few things right away, as Director Malone shared.

One is just we've got to be better about making these programs accessible.

We need to share the work we're doing.

And that's true of both residents and the people helping them define housing.

It's also true internally.

And I can tell you that even those of us in the housing department learned about programs within the city that are helping residents meet housing needs by doing this.

So I think this inventory has already proved useful to those of us internally, and hopefully we'll remain useful.

I I won't dwell too long here, but I would also like to point out that you know, in the last few years, we've had so much change in terms of the city's growth in terms of the pandemic, in terms of the changing legal landscape, that we have been lucky enough to implement new ideas.

We are at the time now where we've got data on the city's newly created programs.

We need to look at those programs and figure out how to make them better, what to keep, what to scrap.

So this is what we say, you know, pilot phase to permanent programming.

That's what we meant by that.

So where are we going next?

Um, I would like to recognize our um our partners' housing opportunities made equal, um, you know, really kicked off this idea of an inventory, and we are borrowing this four Ps framework from them.

Um, planning is is what it sounds like.

You know, it's code refresh, it's small area plans, it's the strategic housing plan.

Protecting is safeguarding existing residents from the negative effects of rising cost.

Preserving is ensuring we're preserving the city's affordable housing stock, and producing is creating new units.

So as we move forward into the update to one Richmond, we're gonna be thinking about these four P's of anti-displacement as the framework for how we do that work.

And as I've previewed, um, we are as a city about to enter a big important housing planning stage.

Um, you all actually have before you the city's consolidated plan.

Every five years, um, localities that receive HUD entitlement money have to write a consolidated plan.

It's an obligation to HUD.

Um, that's a part of the budget considerations you're undertaking, and it will be voted on at May 11th.

A lot of work went into stakeholder engagement and learning in that.

Um, our colleagues in the human services portfolio will be updating the city's strategic plan to end homelessness.

It's about as old as the city's equitable affordable housing plan.

We're about five years into both of those, and we're working closely with them to do that.

And then lastly, as I've shared, um, we at HCD are leading the update to the city's equitable affordable housing plan.

But as you can see, we have 11 other departments we're gonna have to work very closely with, and we're excited to do that to make sure that the work across all of those departments were using the data that they have.

I mean, we have considerable data from applicants who've applied to programs across these different departments and from the stakeholders they're working with, but also to make sure that we have strong implementation plans, as we've talked about a lot about today.

We're realistic about what we can accomplish on what timeline.

So from there, I'll wrap up.

I'll pass it back to my director and say that we're grateful for the time that went into the cross-departmental cross-departmental collaboration and writing this inventory.

It's given us a really strong uh foundation to start this next update to the strategic plan, and we're looking forward to updating you all on that soon.

Thank you to the team and uh we will hear the entertaining any questions.

I think um uh my only parting comment would be this is gonna be a collaborative effort that's gonna require all of us.

You all, executive, the mayor, the team, because we have opportunity maybe to get this right.

I think people have created initiatives and action plans, their hearts are in the right place, I think.

But what I do believe is that now we have and so many things have changed.

I mean, we got a we got a surplus property disposition piece where we're now going out with RFP for the use of uh properties.

We've got a performance grant, we've got new legislation coming down from the the governor's office that will help us and provide us with more tools.

So we have to take what I call that that holistic look.

And what we're trying to do is actually create this strategic plan and update it in a relatively short amount of time.

Alexandria is doing the same thing, but they're in their second year of it.

We are we gotta run a little faster than that.

But it really is gonna take that for us to do it right.

So if we're piecemealing things, I get it.

I've heard you know, there's different initiatives here, there's different initiatives there.

And as I've said before, that in a previous jurisdiction, we did a number of things in production and whatnot, but at the same time, the very initiatives that we were using were actually helping with the displacement.

So again, unless we're looking at it holistically, and we have opportunity to do that now, then we'll make some mistakes that uh we don't need to make.

So that would be my comment.

This was a wonderful exercise.

I think we all needed to do it now.

Let's do the plan.

Don't go too far.

I'm sure we've got a lot of comp compliments and a few questions.

Yeah, thank you so much, all of you, for the presentation.

And uh you took the words out of my mouth, Mr.

Malone, because I was gonna say I'm looking at your slide where it says we have over 30 programs across 12 departments, more than 77 employees, and over 36 million dollars.

So I guess my question is you you named about having to do this process, and it was a lot that you all learned.

Um but in the meantime, in between time, like what do we do to, as you noted, can not continue to keep creating quote unquote tools?

This is like to me, more of we need to stabilize what we are already doing.

Because I'll just be honest.

Sometimes I sit and I'm like, what is going on?

And I'm just looking at this, not even from a counselor, honestly.

I'm looking at this as a resident.

And I'm saying that if this is happening, but then yet I'm seeing this constant conversation about people still being displaced, and we need this tool and we need that tool, and this person is struggling.

How do we begin to shift that narrative and really help people understand what we do have that they can take advantage of?

Because that the the way we talk is like we have nothing, honestly.

And so it's like we if we have all of this going on, how do we help people know that the city does have resources for them to take advantage of as we continue to build out and strengthen our processes?

Uh councilwoman Jones, that's the question that we tasked, I tasked our team with looking at, because one of the things that uh we also said, what if we're the residents?

Where do they need to go?

And one of the things we talked about, how do you create a portal that a person can go in and actually find what they need, where they needed the kind of assistance?

So, as part of this process, we're coming up with it, because if it's confused us, we learned some, we actually learned that there was some uh anti-displacement initiatives in the department I wasn't even aware of to help mitigate some of those things, like in DPU.

Uh they have programs that help them mitigate some of the you know anti-displacement.

Uh I didn't really know that.

And again, this is why we did the inventory, and now we're gonna take that inventory.

And one of the things that we talked about, the takeaways is just your question.

How do we come up with a portal that a person can go in and actually make use of these programs so they don't have to go?

Well, do I go over here?

Do I go over there?

So that would be part of the outcome that we will put in this strategic plan.

Um I know it may take a minute, but again, we're talking about getting this done by the end of this this uh this calendar year.

So like June 30th.

Calendar year.

Oh, December.

Yeah, I was about to put you to work.

And I and I and I will say this, and I I I think I share this with the chair is that we're gonna move very quickly, but I also believe that I would prefer quality and the right thing, getting it right, as opposed to trying to rush something.

Because the other thing I would like for us to do is to vet this within various communities.

As we do a strategic plan like this, we can't update it without having stakeholder support.

So we have to build that into the process.

And we're gonna look to you all to help us create those venues that we can talk about the plan as we are putting it together.

So, my second question is where you have on here like housing stability for all Richmonds, but then utilities and billing assistance.

My I guess in thinking about the budget, like several times we've heard we need another program for energy efficiency.

We need to hire a person.

Can we get a staffer from the for the public utilities commission?

Like, what does council need to be doing while you all are trying to right so that we're not either duplicating efforts?

How do we continue because we're hearing all of these issues and challenges and trying to respond to them as well.

But it just sounds like the more we add to and if we say toolbox, but we haven't even managed what we already have.

What are we actually doing?

So what can we do to help support the process?

I think this is gonna be uh instructive for what we do in the future budget.

In other words, right, I think you know the budget process is here, but when we finish with this, it will probably be more impacted on the on the next budget cycle.

Uh, and then we can look at it from that standpoint.

Right now we we did the inventory, now we have to really look at these programs and say, okay, as we update this plan going forward, then I think for the next budget cycle, it will be instructive as to how we proceed.

Yeah, but I guess I'm thinking because some of our like amendments, right, have programs.

So that's what I'm asking.

Like, we have programs that are like on the table, but if you're looking, and I don't know if this is the same as this, but like energy efficiency and all those different programs.

So I'm just I I I I think it's um it's kind of like um well, we used to talk about an industry where you cut over, you keep going down the path that you have until you can cut over to the new system.

Uh you can't leave people in a lurch.

I mean, we still gotta move forward while we are conducting this plan.

So I think that that would be how I would respond to that, uh, Chairman Um uh Councilwoman.

Okay.

You're good?

No, but I'm I'm gonna leave them alone.

Okay.

All right.

Okay, um, thank you, um, Mr.

Malone for this report uh and your team.

Um thing I would ask that you do as a part of the report that you have here is that I always appreciate when we get a response to an ordinance that council has requested some work to be done that the report includes in the the ordinance that made this request um to you guys to do this work.

Uh I'd like for us to reference those ordinances as it go forward because we like because that's strengthened the partnership uh from the legislative to the administrative branch as to how we're working together to to get to the place that we know that we need to get to.

And I want to um and I've I've had the opportunity to review, and I too was blown away.

It's like um tons of different initiatives and a lot of money.

You know, we've been struggling to just find a little bit of money and still have been successful in finding just a little money with a lot of pain to deal with what this paper in a large part address as it relates to affordability.

Most of these programs have affordability criteria to them, not all.

And I don't think that for the displacement report should be only as it relates to affordability.

However, I do think that there's another component that I've not read the report specifically.

I've done a courtesy review and looked at the different city departments.

But one of the reasons why the ordinance was put in place to request this, and I want to thank Maria Garnett for working with the legislators to craft the to get the ordinance done in the legal apartment for their work and helping us to make this a reality.

And I also want to compliment our staff and your staff that after this ordinance was put in place, you know, we came back to the table and you all said, this is great stuff, it's beneficial to us, but let's talk about a timeline and a process of how to get this done.

And you all put out a timeline, and we came back and say, well, give me something in the interim, and this is what the results of this has been.

And what this does is really does give us some really hard concrete information to look at and to be able to say, you know, I don't know what period of time this 30 some million dollars is referencing, uh, but that is a significant amount of money without knowing the impact that it really has had toward an accomplished goal that we're trying to achieve.

One component that I would strongly recommend that we include when we initiated this displacement, it started with again, I think having all of the legislation identified, uh, and I'm looking at Mrs.

Garnett particularly as it relates to that led us up to where we are now, started with a displacement study that we asked the housing opportunities independent fair housing state agency to help us with.

And some of their findings were quite a longing.

That it goes beyond programs that we have in place to assist in preventing displacement or assisting in the prevention or mitigation of displacement.

It also brought out a very strong factor, and that is the fact that the real estate industry played hugely in displacement, which does not align itself with any programs of mitigation.

It mostly aligns itself with intentional discrimination.

And a large share in that report shows us districts in the city of Richmond where African Americans have been displaced.

So as we look at moving to the next phase of this plan that we're putting together, I think that is a component that needs to be factored into this report because if we have an industry that can come in and displace, you know, a large percentage of African Americans and perhaps even others out of the city, it's doing a bigger job at displacement than even our millions of dollars of a mitigation programming, if it was effective and coordinated in the way that it needs to be.

So I want to make sure that we take that in consideration as a part of this planning that we're putting together.

But you're absolutely right.

Um when I read this report, I said, you know what?

We need something similar like this for a lot of our investments in the city that are not coordinated.

We come we have a lot of concerns about after-school programs, for example.

You know, we've got lots of money that we're putting out there, some here, some there, none of it probably sufficient enough individually to any agency, but it's still money that we are not coordinating and leveraging.

So this is open our eyes in a lot of ways as to how we look at our programming and how it's spread over several departments, but none of it is coordinated in a way to bring it into one roof.

And uh Councilman Jones mentioned uh this we have a paper that's coming before us in the next week to look at passing that we think is going to ultimately cost the city a significant amount of money for implementation out of uh the sustainability office for energy, and it's directly related to affordable housing.

But that coordination and utilization of those funds and what participant would participate in that but not a participant that is participating in our affordable housing program is what causes the disconnect and I realize that somewhere we've got to stop the bleed I think and it may not be a loss but it's not leveraging to maximize the outcome.

And that that's what I'm referring to when I say the bleed.

So we recognize that you know we have budgets that are before us right now that are asking for additional staff but that coordination is not in place and I don't know that there's a strategy to get us there.

And like I said to you and I'll say publicly quality over time we've asked for this plan to come back to us by the first of the year.

If quality is compromised because of time I'm asking you and giving you the privilege to come back to this committee and let us know that.

Okay.

Thank you very much for the work that we've done.

If there's no other business Madam Clerk no mail this meeting is adjourned.

Thank you.