[Music] work session will come to order. Thank you. All right. Good morning, Mayor and Council. Today's work session we have one topic and that topic is an update on the DMV site. You will recall the city acquired this property from the state of North Carolina and we've gone through an exercise of um gaining community input and feedback into what could be some potential opportunities. So today we have a trio presentation. We have Nikki Jones, we have Taiisha Mosley and we have Ken Bowers here to present this item. Good afternoon, mayor and council. And I will work fast because I do think this presentation may go a little bit long. Uh Nikki Jones, city manager's office. So, as part of our regular cadence to bring this body major project updates today, we're going to talk about the DMV site. Um I will provide a brief overview of the site and kind of how are we got to where we are today. uh you will receive information on the community engagement efforts and additionally you will hear about our approach to the forthcoming RFP. So today I have director Mosley, professor Bowers with us and we will update you all on the work that they and their great teams have been working on. So if you didn't know we have been engaging with the community for 20 months. So in all that we're trying to better understand what an RFP will look like. So this has been a great engagement effort and you'll hear about that today. So just provide some orientation for y'all. This site is downtown or east of downtown along Newurn Avenue and west of Wake Med. So we have broken the site up to two different parcels if you will. Uh the big block which we're referring to is about 5.37 acres. It has two buildings on it currently and about 225,000 square feet. Just south of that on State Street, there are two parcels total about half an acre and currently the use of surface parking. So, you know, in all of this uh the the entire site uh represents many different things. uh certainly represents fortitude and vision from the elected officials, city leadership, uh represents opportunity, we think uh for engagement, affordable housing, transit of course, and ultimately uh represents community. So, in our conversations, we've been talking about how do we connect this project, this unique project to the surrounding neighborhoods in a very thoughtful way to represent the past, the present, and the future. So, as a reminder, I'll give you a quick timeline of events. In early 19, uh we first caught wind of the possibility to purchase the site. And by the end of 2022, uh we were negotiating with the state. In 23, we made an offer and uh started the engagement process. 23. By June of 24, we acquired the site and most recently uh May 20th, the council approved the demolition contract for the two buildings on the big block site. And we anticipate demolition being complete uh on the big block site, if you will, uh this time next year. So, with that, I'm going to pass it over to Director Mosley to talk about our community engagement efforts. Good morning, Mayor, Council, City Manager Taisha Mosley with the Community Engagement Office. So, we spent a little bit of time talking about the site as you can guess. We are now going to shift to discussing the community. This beautiful photo that you see here is a picture of residents who lived in the area in the 1950s. Uh many neighborhoods were once primarily home to African-American residents. Um community engagement was critical to this process because we wanted to honor and preserve the rich history of the Newburn Avenue corridor. We also wanted to ensure that we understood the needs and the community's vision for the site. We wanted to embed that community engagement in the early stages of the redevelopment process. I recognize that thank yous are typically reserved for the end of the presentation, but if you don't mind, I do want to take a moment to express an immense amount of gratitude and appreciation for our project working group members. Many are in the audience today. if you don't mind standing for me please and just giving them a round of applause. You're going to hear me talk about them for the next 10 minutes and raving about them. I appreciate you all. I love you deeply and I and I thank you for your work. All right. So I just want to remind council that the community engagement framework was the roadmap to our work. It included four steps. Step one was the research. This is when we began in October of 2023 having conversations and engagement with residents and trying to gain input and ideas around how we could best inform engagement for the site. We begin conversations with organizations like Prosper Portland and Williams and Russell CDC who had a lot of engagement who had a lot of experience with engagement and redevelopment processes and we took their experiences and best practices and we brought that back here to figure out how we can incorporate it in Raleigh. Step two was when we focus a lot of our time on temporary site activations. We knew that um once that final group of state employees left the site that it was going to be vacant. And we had a couple of goals. One, bring people to the site. Two, have conversations with them about what they felt and thought that the community needed. And then three, share information with them about how they can get involved in the process. Step three is where we spent the majority of our time learn. So I mean excuse me prioritize and curate. So we had a lot of community presentations and by a lot I mean over 50. This is when the project working group began exploring site opportunities. They actually held their last formal meeting on June 12th which was last week and they put the final touches on those site opportunities. And then step four of the process Kim Bowers will talk more about the market study the request for proposal etc. So these project working group members are truly the authentic ambassadors to the broader community. They conducted a deep dive on redevelopment processes. So some individuals came to the working group who studied redevelopment in their free time. Others um did not know much about the processes and so thankful to our planning and development staff they really conducted a deep dive. Their case studies range from local and national case studies on um transit oriented development, mixed income housing, etc. Um and they had over 13 months of of meetings and having conversations about how their legacy residents, neighborhood advocates could work together to turn the site into the community's vision. They also developed a charter which included things like um how to inform a community centered visioning and redevelopment process, identifying opportunities to reflect the community's vision and the cultural history in the project. But in addition to the responsibilities of the group, they also created several milestones. and their biggest milestone was creating a vetted list that provides an overview of potential site opportunities that align with the community's vision. And I'm very happy to report that they accomplished that. And you will hear the details of that milestone in just a few. That photo there is from their first meeting back in May of last year. This was the city's first time combining redevelopment and community engagement. And when we say that there were 20 months of community engagement. So again, the project working group had 13 meetings and then prior to that staff had seven months of informal engagement and outreach and outreach with residents. Here you'll see 55 community events. And I want to pause here for a moment and say of those 55 meetings, 27 were held solely by the project working group members. And so as staff, we use a train the trainer model where we trained the group. We provided the content and the materials. They took that information to their own personal groups and organizations and provided presentations, obtained information, and brought that back to a larger group. And so that provided a level of depth and connectivity that we as staff could not have otherwise achieved. The sign you see here, there are four of those signs on the site. Um it reads, "What will we have on Newburn A transforming the DMV site?" So, this large building, it was very important for us to inform residents that something was happening and let them know where they could find information on what was happening. So, the sign includes a QR code that takes them to our website that has regular updates about the site. It also includes an email address where questions or concerns could be sent. In addition to that, we had office hours on a regular basis with our community engagement van, which in itself is a marketing tool. So, we would have conversations with residents who were walking by or getting off the bus because there's a stop right there in front of the site or they would see the van and they would stop driving and come talk to us because we may have had incentives like snacks and music to come chat with us. Um, and we had iPads for them to complete our survey. And we had countless conversations and really an immeasurable amount of relationships were built to just make sure we were capturing what the community wanted to see here. The survey was posted for nine months and what you'll see here on the screen includes the top development priorities from the survey alone. Food and market was first, affordable housing was second, and third was community spaces and recreation. The top values included quality of life and community connection. Here's just some of the headlines for the media coverage of the site and we will have a full report on our engagement efforts made available to the public soon. So to recap before we go into the details, the community priorities were informed by that community survey that we just shared, the 55 community meetings, the 13 meetings conducted by the project working group, lived experiences, and in a market analysis that our planning and development staff conducted. You're about to see six high priorities, four low priorities in order of preference that will all be incorporated into the request for proposal. So, high priorities, affordable housing with the key goal being housing options for families under 60% of the area median income. A focus area being various family sizes, incomes, and employment types. retail. Number two, space for local businesses that are reflective of the historical corridor with a focus area on essential goods. So, think items that you could find at a general store. community space. A key goal being multi-purpose with variety and flexibility in room size. The ability to provide live entertainment technology, something that feels and is of the community. The example that was provided was like the Hatai Heritage Center in that they want the opportunity and believe there is a need for workforce development and educational classes as well. Next is a food incubator and co-op space. Something that provides fresh, healthy, and affordable food access with a focus area being a commissionary kitchen, a market, something for fresh foods and local farmers to participate and sell their goods. The next two categories in the high priority section included universal site design, accessibility be for all going beyond the minimum of the ADA standards. Last in this category, but certainly not least, is cultural recognition. So, you've heard that throughout the presentation. They desire a cultural destination that's reflective of the historical community. They see this being done through art, sculptures, historical markers, wayfinding. Some of the artifacts that are used at Chavis Community Center was used as an example in the low priorities categories included sustainability and innovation. What they desire is varied architectural style and project creativity. And then lastly, our child care options. A drop-in daycare was used as a key goal and a focus area being variety and child care options. Now, I would be remiss if I stood before you and painted a picture that everything about this process was perfect because it was not. There was tough conversations. There were healthy debates. There was uncertainty at times as frequent as their meeting last week. Um there are ongoing concerns about the change in the neighborhoods and about the rising tax values in this area. The a big part of the conversation last week was about how anti-displacement strategies can be incorporated, studied, and implemented. We also had conversations in their final meeting about what motivated you to participate in this process and someone said they did so because of the community's history and the chance to shape the future of it. We also asked, "What were you most proud of?" And the comment was that they were most proud of the collaboration and connection to city staff. I don't know about you, but to me that speaks volumes. And so with that, again, I say thank you and I will turn it over to Kim Bowers. Thanks, Kiners, for planning and development. I'm going to talk a little bit about how staff proposes to take the next steps to turn the vision that was put together with the project working group into a physical reality on the site. So this sort of mission statement is focused on delivering a project. Make sure that something happens here in a reasonable time frame that meets as many of these goals as possible. So we can't promise 100% that everything that was part of this vision will come off exactly as we would like because there are physical market other constraints that may stand in the way. But we're going to do everything we can to realize this vision and critical to that is maintaining trust between all the parties as part of this process. There are some goals that have been sort of set forth um for this project by the city and the project working group. So we're making this big transit investment. People who need affordable housing also need transportation. We want to maximize the affordable housing opportunity here. We also want to support bus rapid transit, putting more people along it. A lot of Newburn Avenue doesn't have a lot of opportunities for redevelopment. This is a large rectangular site where can accommodate a significant amount of new residents. Um, as part of that, you know, mixed use is the order of the day. If you look at the market, the the mixeduse developments that have the best tenanting strategy tend to also have the highest and best residential rents. So, we want to embed community amenities, gathering places, social spaces, local business into this into this development. We think that'll be good for the community. It'll be good for development on the site. And we want to celebrate heritage and culture as part of this project because of the rich heritage of the neighborhood and the amount of change that it's undergoing. It's more critical now than ever to capture the stories, to capture the history, and make sure they're there for future generations to know about and understand. So, what we're proposing to do is take three pieces of information. the vision that's put been put together by the project working group. Some refinement of that and understanding of how to achieve it through a through a detailed market study and feasibility study of the site which will include site analysis in terms of what types of buildings will physically fit, what is the yield profile of those buildings, and how much will it cost to build them. We're then proposing another little change to our process, which is to do a two-step process of a request for qualifications followed by specific proposals. Why? Why are we doing that? It will extend the timeline a little bit, but we think that that adds significant value and it's not unknown. The master planners for Dicks Park were done through a two-step process. So, a critical thing for our development team is not who has the prettiest pictures or the nicest renderings and the most ambitious proposal, but who is who has a track record and the qualifications of delivering public private partnerships in other communities. So we want to screen the do the first form of screening on that critical question and once we have a short list then we will ask them to to prepare a detailed proposal for how they propose to develop the site and that'll lead to the final selection. But we really want to emphasize selecting a partner with a track record of working with local government on publicly owned land to deliver a positive outcome that the community supports. We have some assumptions going into this. We call them preliminary because they may not be correct and we're going to look at this. But we know that we have a little less than five and a half acres on the big block and we think that an affordable project that meets our target will occupy about a third or more of that site and that we would want to have some outdoor amenity space, some internal circulation. This block is bigger than some of the adjacent blocks. You can see we're cotton place coming in from the west dead ends into this block. So, we want to have some opportunities for open space and circulation. That'll leave around three acres for market rate uses. Um, which would be where the mixed uses would go because the affordable housing by virtue of the way it's financed will tend to be mostly a 100% residential project. So, the opportunity for all the other uses will be in some sort of mixeduse building. The parcels down on State Street, south of Martin or south of Target Street, we think could be leased and sold separately, ideally to small local developers through the city's smallcale development process. Now, to help inform the project working group, this is we did staff did an in-house a sort of less robust um market scan. So, we're calling it a scan as opposed to a full study kind of looking at the six top priority community uses. So, affordable housing, clearly there's an endless need for affordable housing. The site's a good fit for it, good location for it. Market rate housing, we looked at what are the rents in East Raleigh. They seem to be commensurate with rents in other parts of the city, fully supportive of mid-rise construction. a grocery of some sort of food store. We think and we talked with the project working group trying to angle for a fullervice 45,000 foot grocery store would disrupt the entire program. You'd have to design everything around it. You'd have to give a ton of concessions. We already know there's a market rate developer trying to land one just down the street. So, if we're going to do a food market here, we think a smaller, more nimble operator that can go into the easily fit into the ground floor retail spaces that you would find in a mix-use building would be the right fit. Could even be a food co-op or some other type of non-traditional ger food hall and restaurants. City has two food halls. Um, both of them are quite successful. Um, Morgan Street and Transfer Company. There may be room for another one. It needs to differentiate itself in some way in terms of its particular mix and orientation from the ones that we already have. Health and wellness very dependent on type. We want our consultants to take a little bit harder look at that than we were able to because that's a unique market. And then you know any sort of open space community space on this site needs to recognize that we have two great open space resources. We have Robert's Park and we have Tarbor Road Community Center which is about to be reconstructed. Um and so we want to complement those existing resources. What are the lessons from more square? We were recently in front of you talking about more square. Um one is that you know our ability and timing of delivering the process project is going to be very dependent on things outside of our control in the macroeconomy. Where are interest rates? Where are rents trending? What are construction materials costing? What is the cost of labor etc. Um, but we do think that by doing more due diligence on the front end, we'll can set realistic goals that will be more achievable. Um, we also believe that robust community engagement was essential to discovering what the needs and priorities were for the community. The other thing is that we want the affordable component not necessarily to to run out in front of everything else. And I'll get to that in the next slide as it relates to financing. and more square. We advanced the affordable housing on a much more aggressive time frame than the rest of the development. There's been some implications from doing that. What we want to aim for here is to achieve in reality what we're still attempting to achieve with more square which is which is that the city's investment in the land is the source of the subsidy for the affordable component. So we want it to be kind of largely self- financing and calibrate the amount of market rate development to amount of affordable development so that to the maximum extent that we can achieve it the land value that is created by the market rate development is the source of the gap financing for the affordable development and that may influence how many units are in the affordable development how large the market rate development is etc. But um we do believe and this is a back of the envelope calculation that'll be substantiated and refined with the market study that there's enough market rate land value here to fill that gap for a traditional 100 to 120 unit affordable housing component. Doing that would preserve our affordable housing resources to continue our programs to finance affordable housing around the city which we think is critical for that need. It's likely that affordable housing here because it has to be built more compactly than is typical for um uh tax credit funded projects will have a larger gap per unit as a result in the same way that we have a much larger gap per unit on more square. Um but again even that notwithstanding we believe that this can all balance out mostly on the site. So how are we in integrating community feedback? We have the three major things that we're trying to put together and how we're going to score the proposals when they come in. We've got the results of the broader community survey. We have um uh the priorities, both high priorities and low priorities as identified by the project working group. And then we have any other city requirements and considerations. Now, there's two approaches for an RFP. And I'm talking specifically about the the big block because we've already talked about the small parcel south of Har Street being part of a separate solicitation process. One is a single RFP to to identify a development team. And I want to stress the team because I don't think any one developer is going to take on the entire thing. There'll be probably a partnership with affordable developer and one or more market rate developers. So the other approach is to subdivide the block into smaller parcels and do separate RFPs for each of those. So I'm going to talk a little bit about the pros and cons. I think they this is this is staff estimates and I don't want to focus on the numbers too much but you know based on sort of our initial math we think that if you did a single RFP what you would probably end up with is a mid-rise apartment building of around 325 units maybe more financing 110 affordable units. Um, and that the amount that that 325 market rate units would generate in terms of land value would be around $10 million. If you break it up, it's probably going to end up with the less, you know, the the mid-rise the big mid-rise apartment building, which is not everyone's favorite form of development is the most efficient in terms of getting to around 100 to 110 units an acre at a reasonable cost of construction. If you break the site up and you want to appeal to smaller builders, you're probably going to need to do town houses and other lower scale products that are built under the residential code as part of that. And one of the trade-offs is you'll probably end up with a lower total yield of units for that and as a result probably a lower amount of funding for affordable housing and it'll probably take a little longer just because it takes longer to do multiple RFPs. I think the other thing about it is that in order to subdivide the site, we have to draw lines and do a survey. In order to know where to draw the lines, the city is essentially master planning the site. Um, and dividing and deciding how much of land will be allocated to each use in advance. And I think that, you know, one of the questions we have is, you know, we can use the market study to look at that. um do we feel like we'll have enough information to to effectively master plan and subdivide the site for these RFPs? Um but we do but it would lead to some diversification and probably would allow us to create smaller chunks that would that would appeal to to smaller localized build builders. So those are sort of staff's view of the trade-offs of those two approaches. So what do we get expect to get out of our market and design study? we want um projected, you know, for the build year, what do we think rents will be? What kind of construction types will that support? And a lot of that is what is the approach to parking? Um we want to know whether you can combine the parking for the affordable and the market rate in a single structure or whether financing and the requirements of the housing financeing um uh agency will require uh them to be parked independently. We think there would be some efficiency to doing it uh physical efficiency to doing it as a single structure but it may not be feasible. It may generate too much legal complexity that offsets that efficiency. Um we want to uh really dive into those priority uses and get a better sense of how much square footage is viable uh for each of those. um we want to look at the disposition process to maxim maximize the quality and quantity of responses and we want to get a better idea again of what the physical yield would be. So this will be like both a financial analysis and sort of an initial architectural sort of massing or test test fit type study that's combined together where one where the financing and market stuff informs the physical design and vice versa. Won't be a a binding design but it'll give us a good idea of what the options are. So, we have that RFP ready uh very close to ready to go. Um we're hoping potentially to uh issue it as early as tomorrow, but certainly this week. Um we'll report the results of that uh back to city council this fall and then we will um issue either a single or multiple RFQS followed by RFPs for the main site following that study. And then we'll be back again um in the spring with a re recommended development partner. So that's that's our general timeline. So with that, the presentation is over and all of us are here and ready to answer your questions. All right. Thank you. Questions? Councelor Silver. Well, thank you all for the very exciting presentation. Certainly want to thank all the public members involved from working groups to other community members for really providing a good program for us to draw from. Uh, Ken, I'm so thankful about the market study. That was my first question. It's always important to manage expectations about some of the core elements. So, I want to thank staff for doing that work because I had questions about the food hall and the market. So, it seems like you did your due diligence cuz that's always important that we said this at a public meeting. We're building trust and now you're saying you can't do it for the following reasons. So, thank you for doing that. Um, had a couple of questions uh about the open space. I know the chart was illustrative. Is there any thought to integrating the open space versus having it isolated? And with that, I also want to talk about the frontage of Newburn. You know, very often, as you know, we underside sidewalks. We're about to do a redo of Faithful Street. Uh just want to know is open space and the frontage. This is going to be a BRT potentially retail uses, people walking by, and we tend to undersize sidewalks with street trees. And so I just want to make sure as we look at open space and you mentioned your last slide about massing layout um circulation, can you assure us that somehow in RFP the open space is not just a siloed segment but integrated in the entire uh site. So it could feel as if it's uh an experience versus just segmented elements. Yeah, I think so. Sure. that little diagram we put in was more like a bar graph of of how the site might of you know the proportion of land uses but should not be thought of really as a anything approaching a site plan for the site. So I think we can approach this question for two ways. One of which is I think one one of the things we forgot to mention or that we glossed over a little bit is that the site will need to be reszoned to accommodate the uses we're talking about. Right now it's an ox base district with a three-story height limit. Uh some of you may recall that uh the TOD resoning for this site had to go back through the process but in order to accommodate all this retail we need a CX base district and probably at least five stories of height. So um as part of that we can look at the frontage requirements. So on Newurn Avenue in some places we have this green plus but I think here probably a shopfront frontage which requires a 16ft sidewalk which is a little bit wider. It's the widest requirement we have in the UDO today. We can obviously ask for something wider and the UDO allows you to put um a wider sidewalk as long as it's on the private property side as part of your open space allocation for outdoor amenity area which you may recall is a 10% of the site area requirement. So all of that um being said, I think the excellent points and we're uh would work with the development partner on the overall block master plan to integrate open space in a in a better way. Another thing that the project working group wanted was universal site design and we think that's a very worthy goal, probably a very achievable goal because we don't have to work with very much topography. be hard to find a flatter and more rectangular block to build on in Raleigh than the former DMV headquarters, but it's a it's a worthy goal to to incorporate into the landscape design of this. Uh my last question is you offered an option for two different approaches. One is just one RFP versus multiple. You had kind of an half acre site. Uh, was that part of the one RFP to include that or you were trying to I just want to understand was that included because you said separate RFP on your opening slide and when you said we're talking about the big block, right? We're just talking about the big block whether to issue a single RFP for a team or to subdivide the big block into multiple parcels. The the halfacre is the two parcels that were that were overflow surface parking for DMV that are on the south. They're on the corner of Har and State Street. And um we agree that there's no particular reason to bundle those properties with the big block because they're not physically connected. They're not very large. And that provides a great opportunity to allow a smaller scale builder to come in. And the city already has an established small-scale NOA program to support development on sites like that, which we could just utilize that process which is managed by our housing and neighborhoods department for those. And those might be great places for all manner of smaller scale residential that fits in the neighborhood context. Yeah. For my colleagues, I probably lean toward option one of one RFP, but I just want to put out there. But but thank you for um both you and uh Miss Mosley, everyone who weighed in on this one. It's very exciting direction. Yep. Councelor Branch, first of all, thank you staff for the presentation. Also, thank you to community members for your time. Basically, you gave a year and a half of your life to try to help us figure out what to do with this. So, I say thank you for for that work and that commitment. So, I have a couple questions here. Um, one of my questions is have we had any conversations one with Martin Street Baptist Church because the parcel that you and Council Silva were just talking about um is adjacent to their properties and I was wondering where has there been conversation and where where is it? Yes. Um Dr. Singleton, Pastor Singleton is a member of the project working group. So yes, those conversations are happening and he's aware of um everything that we've talked about. Are we aware of any plans that the church may have? He shared um what his board has talked about and he's been um very vocal about um ideas and what they have going on. Okay. Cuz I I definitely want to highlight that and making sure we keep that partnership in mind. Um because the two parcels that we were just talking about, they're right adjacent to the church. He shared his I'm sorry. No, go ahead. He shared uses that they have um for like different events that they've used it for. Um we've talked to him about some some temporary site activations or some more permanent opportunities for the site. So, he is aware. Okay. My other question was um the conversation was about um anti-displacement was brought up and as we know currently there are no residents on this property. So, if I can get an idea of the way we could incorporate those policies or practices There's a number of different ways. Uh, you know, of course, we're already investing heavily in this area with CDBG and home funds, but a way in the future, uh, potential bond funds in the area for down payment assistance for rehab would be a great way to do so. Uh, well, first, uh, Nikki and and Emily, I know we had a conversation about a week ago, and it's something I talked about frequently about anti-displacement strategies. um they're not really done here but um did work in Texas where uh University of Austin uh Texas and Austin um and shared a number of anti-displacement strategies from Portland other places. So they're different based on the laws but it's something I'm strongly encouraging knowing that development is coming uh to explore what may work uh in Raleigh. Uh just like you have heat maps of vulnerability, anti-displacement map starts to show what's vulnerable as projects are going in. So we don't have to debate it case by case. You basically have a heads up about potentially where people could be vulnerable and then there are different approaches that you can take uh to address anti-displacement. But so I know I shared that with staff about a week ago and they were aware of some but we'll explore some of the others. So again, it it's depends on what the circumstances are. Uh but I'm confident staff will take a look at it and come back uh about to see what could happen in in any area that is concerned about potential for displacement. Yeah. And if you could share that with the rest of council, so maybe we could noodle on some of that, that would be helpful. Um last my last question, um I was thinking about that part and and um the question slipped my mind. Um, oh, as far as the development beacon site, we know about the beacon site and the beacon site where the Y um is was based upon going somewhere and seeing something that's already been done and figure out how we can imagine it here. Um, I know there's a market study that's going to be done about what the market may say we can do, but can we find a way to also maybe incorporate ideas? I'm sure you all may have talked about it, but if we can at least the council hear of other ideas that may have something that the body felt, hey, we saw this in at city. It would be nice to have something that looks like this here on this site. Yes, staff did research I believe three it was three case studies Boulder, Colorado, Richmond and what was the Cleveland um to for lessons learned from those dispositions all of which had well Richmond's is still in process but Boulder had gone through and and gotten a successful outcome and sort of what were the lessons learned from those and we can ask the market study consultants to do some additional research of disposition processes that they think went particularly well that could be models for ours. I would also um suggest that you know when we get the qualifications packages from propo from development teams who are proposing to be the development partner, they will probably also give us their greatest hits as part of those packages and we'll be able to do some independent staff research of those. Cool. And my last comment, we lost 300 jobs on this site. Um, and as we need housing, we also need to make sure that when people wake up in the morning to go to work, they don't always have to leave their community. So, I'm really going to be focused on how we balance the housing and the development of of potential jobs on this site from the retail of of whatever size. But, that's going to be one of my key points that I'm going to focus on. So, I just want to go ahead and put that out there. Okay. Councelor Patton. No. Any other comments or questions? Okay. Anything else? That's concludes. That is it. Um again, thank big thanks to the community for showing up and and being vocal and being actively engaged in the process. I think you get better outcomes when the people that are most impacted are included in the conversation. So, this will be an opportunity for us to kind of put those words and those actions um and and those ideas into action. And we're really looking forward to the development opportunities that that site presents because we made a commitment to the state when we bought it that we were going to be responsible land owners as part of that um acquisition. And so, we fully intend to do that with this development. Yep. And I'll just I mean, it's incredible that the city bought this right at 20 plus million dollars. uh the thoughtfulness of the research and development and the community engagement here is impressive. So have high hopes for a great project. And with that we will conclude the work session. [Music]