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From YouTube: Affordable Housing Advisory Committee
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B
Good
morning
everybody
I'm
chair,
barry
bialik,
and
I
would
like
to
welcome
you
to
the
january
6
2022,
affordable
housing,
advisory
committee
meeting,
all
committee
members
and
staff
are
participating
virtually.
We
appreciate
your
patience
as
we
work
through
committee
meetings.
A
little
bit
differently.
B
We're
streaming
live
on
our
virtual
engagement
hub,
which
is
accessible
through
the
virtual
engagement
hub
link
on
the
front
page
of
the
city
website,
and
also
linked
on
the
committee
page.
We
also
have
an
option
for
the
public
to
listen
and
comment
live
by
phone.
Please
dial,
855,
925,
2801
and
use
meeting
code
7663
to
listen
in
for
those
of
you
out
there
with
us
today.
C
D
B
And
then
I'm
here
of
course,
committee
members,
I
don't
haven't
seen,
join
or
dwana
paul
heathman,
sakia
bell,
roger
or
brian
methen,
any
of
y'all
out
there.
F
Barry,
I
don't
know
if
you
saw
it
or
not,
paul
sent
an
email
that
he's
not.
B
F
B
H
I
H
B
C
B
All
right,
so
you
know
we're
good.
We
have
a
few
community
development
updates,
but
what
you
know
the
majority?
We
have
a
presentation
from
the
office
of
data
and
performance.
It's
going
to
take
up
about
45
minutes,
so
we're
going
to
get
to
them
pretty
fast.
I
just
wanted
nikki.
Do
we
want
to
do
their
presentation
first,
or
do
you
want
to
go
through
a
discussion
about
some
of
your
updates.
K
I'll
just
give
a
brief
update
and
then
I'll
have
I'll
be
happy
to
turn
it
back
over
to
you
barry
to
pinch
it
to
eric
there
so
good
morning.
Everyone
so
great
to
see
you
bringing
the
new
year
together
here
in
22..
K
So
I
wanted
to
follow
up
from
our
last
conversation
that
we
had
specifically
about
staffing,
because
I
think,
as
everyone
recognizes,
that's
one
of
one
of
our
most
important
priorities
for
our
department
really
in
the
department
that
is,
is
really
intently,
focused
on
affordable
housing
and,
of
course,
over
the
new
years.
Doing
a
little
bit
of
reflecting
myself
on
on
some
of
the
recent
changes
that
I've
experienced
so
really
just
taking
back
and
taking
a
step
back
and
thinking
about.
K
It
was
really
november
that
I
I
accepted
the
the
permanent
position
as
the
director
of
the
department,
so
really
just
still
seeing
myself
as
as
new
to
this
role
and
really
understanding
all
that's
required
of
of
the
job
and
of
being
a
leader
of
the
department
and
then,
of
course,
not
too
terribly
thereafter
kathy
ball.
Who
was
the
assistant
city
manager
that
my
position
reports
to
she?
Of
course,
moved
on
to
the
city
of
johnson
city
tennessee,
then
shortly
thereafter
paul
d'angelo
who's.
K
Who
is
one
of
our
our
top
talents
here
in
the
ced
department?
He
of
course
moved
on
to
boulder.
So
I
think
it
was
a
lot
to
consider.
I
think,
a
lot
of
changes
as
I
accepted
the
position
as
the
leader
of
the
department
and
really
thinking
through
on
how
we
want
to
move
forward.
Of
course,
with
with
these
kinds
of
vacancies
that
we
have
and
with
paul's
vacancy.
The
vacancy
of
of
my
old
position
is
the
economic
development
program.
K
So
with
all
that,
we
took
some
time
to
really
work
with
our
staff
team.
I
did
one-on-one
interviews
with
our
staff
team.
We
also
did
a
staff
retreat
that
happened
in
the
in
december
12th.
So,
between
the
time
that
we
met
last
really
to
begin
to
understand
how
we
want
to
organize
our
our
department
and
our
structure
to
respond
accordingly,
and
so
with
that,
I
wanted
to
share
with
you
today
the
plan
for
the
vacancies
that
we
have
for
our
department
and
I'm
excited
about
these.
K
K
With
that,
we
are
also
now
creating
a
new
division
that
will
be
on
a
parallel
track,
but
really
be
focused
in
on
the
city's
programs,
as
it
relates
to
affordable
housing,
and
this
is
where
I
hope
the
committee
sees
some
of
what
we
talked
about
last
time
reflected
in
this
staffing
change.
So
there
are
going
to
be
two
new
positions
that
will
fill
out
the
affordable
housing
focus
area
that
again
will
kind
of
ride
alongside
our
community
development
focus
area
and
those
two
positions
will
be
the
affordable
housing
development
officer.
K
So
hopefully
that
again
reflects
what
we
talked
about
some
last
time
about
the
need
to
have
a
position
that
was
was
intently
focused
on
affordable
housing
in
our
community.
So
having
an
affordable
housing
development
officer
lead
that
division
will
be
super
important
as
we
move
forward,
and
then
that
officer
would
be
supported
by
an
affordable
housing
development
specialist,
which
I
hope
may
have
real
estate
experience
and
or
financial
performance
experience
to
really
support
the
work
of
the
affordable
housing
sector.
K
So
if
we,
if
you
remember
last
time
we
talked
about,
we
had
three
vacant
positions
in
our
department
that
resulted
from
my
promotion
as
well
as
paul's
departure
and
then
another
vacancy
that
we
had.
And
so
I
hope
you
see
that
this
is
really
reflecting
around
how
we
want
to
reorient
our
department
towards
meeting
the
needs
of
our
community
with
respect
to
affordable
housing,
but
then
also
focusing
on
how
to
support
our
our
role
in
the
federal
programs
as
well,
and
with
that
we
also
have
our
equitable
economic
development
focus
area.
K
That's
where
we
have
our
business
inclusion
office,
our
economic
development
specialist,
our
real
estate
function
as
well
as
our
kayla
function.
So
that
is
just
kind
of
a
new
structure
for
that
to
have
teamed,
to
have
an
equitable
economic
development
focus,
as
well
as
a
fourth
focus
area,
which
is
our
continuum
of
care,
which
is
our
homeless
services
area.
So
just
a
brief
update,
I
think
what
what
you
all
may
see.
K
First,
is
that
you'll
see
the
community
development
division
manager
be
advertised
as
quickly
as
possible
for
hire,
and
then
I
will
finalize
those
job
descriptions
for
the
affordable
housing,
development
officer
and
affordable
housing,
development,
specialist
and
we'll
work
on
hiring
those
as
quickly
as
we
can,
and
so
just
wanted
to
to
to
basically
allow
the
committee
to
hear
this
and
to
know
that
one
of
of
of
my
priorities
as
a
department
director
is
to
listen
as
well
as
to
be
reflective
of
community
priorities,
and
so
I'm
hopeful
that
this
is
this
sounds
sounds
good
to
you
all,
but
I'm
very
excited
about
these
changes.
I
J
Thanks
scott
and
thank
you
nikki,
this
is
really
exciting
and
and
a
great
step
forward,
and
I
I
really
appreciate
this,
this
vision
for
staffing.
J
My
question
is
around
the
the
two
job
titles
that
you
named
in
terms
of
the
folks
who
would
be
working
on
our
local
housing
programs
both
had
housing
development
in
their
titles
and
I'm
curious,
where
that
leaves
programs
that
are
not
around
increasing
the
supply
of
housing,
so
things
like
down
payment
assistance
or
tenant
based
assistance
and
those
other
sorts
of
housing
preservation,
affordable
housing
preservation,
those
sorts
of
things
I
mean
is
that
just
is
that
assumed
in
that
job
title
or
you
know,
I
mean
how
does
that
split
out.
K
I
certainly
I
I
appreciate
that,
and-
and
I
mean
maybe
that's
something
to
consider,
because
I
I'm
very
much
tied
to
the
idea
of
having
having
this
be
an
affordable
housing
officer,
because
I
think
last
time
we
had
mentioned
how
we
need
to
have
some
gravitas
with
the
role
right
to
ensure
that
we
we
are
putting
forward
the
notion
that
this
is
a
prominent
position
and
we'll
be
we'll
be
responsible
for
carrying
out
the
vision
and
mission
as
it
relates
to
affordable
housing.
K
So
I
certainly
hear
that
this
role
will
be
responsible
for
the
affordable
housing
bond
program
as
well
as,
and
that
includes,
of
course,
the
down
payment
assistance
component
within
the
affordable
housing
bond,
as
well
as
our
land
use
incentive,
grant
our
conditional
zoning
processes,
our
fee
rebate
processes,
as
well
as
potentially
our
housing
trust
fund,
as
well.
So
thinking
about
this
role
as
anything
that
is
a
city
directive,
and
so,
if
that
moniker
the
development
component,
does
you
know
it?
It
will
be
inclusive
of
all
those
things.
As
you
mentioned,.
K
But
I'll
think
on
that
in
case,
that
is
a
little
misleading.
I'm
happy
to
kind
of
reflect
on
that
and
see.
If
that's
a
it
seems
like
that
would
be
a
simple
shift.
Affordable
housing
officer
could
be
something
that
really
then
meets
that.
C
Okay,
scott
yeah,
thanks
for
the
brief
overview
on
that,
I
have
two
questions:
one:
does
the
division
have
a
working
title,
or
name
and
two?
What's
the
plan
to
integrate
those
positions
with
development-related
departments
within
the
city,
primarily
planning,
internment,
development
or
urban
design
and
development
services,
department
or
division
can
never
remember
which
one
it
is.
K
I
think
it's
a
great
question
and
I
think
what
I'm
calling
it
right
now
are
focus
areas
so
and
so
focus
area
division
is
somewhat
interchangeable
and
so
really
just
calling
this
an
affordable
housing
focus
area
and
so,
and
I've
had
conversations
with
ben
woody
and
todd
okla
chaney,
who
are
the
respective
department
directors
of
the
two
that
you
mentioned,
really
wanting
to
be
intentional
about
how
we
collaborate
moving
forward,
because
I
think
the
way
I
really
see
affordable
housing
as
a
city
priority.
K
It's
much
like
how
how
how
we
think
about
equity,
I
mean
when
we
started
to
think
about
equity.
It
was
not
just
that
it
was
a
single
department
that
was
responsible
for
carrying
out
equity,
but
that
it
was
something
that
became
a
part
of
all
departments
and
I'm.
I
know
that
as
we
really
shift
and
continue
to
move
toward
ensuring
that
affordable
housing
is
a
city
wide
priority.
I'm
one
of
my
priorities
as
director
actually
is
to
partner
with
those
departments.
K
To
that
end-
and
in
fact
we
already
are
that's
another
part
of
of
the
update-
is
that
I'm
working
with
sasha
burton
you
know
for
for
a
while.
Now
we've
been
working
in
partnership
with
planning
and
urban
design
on
projects,
and
so
sasha
is
actually
going
to
be
stepping
in
and
doing
some
project
management
on
behalf
of
our
bond
program
during
this
interim
time
as
well.
So
that's
another
update.
Is
that
she'll
be
primarily
focusing
on
the
319
biltmore
project?
So
really
our
close
proximity
we're
here.
K
On
the
fifth
floor
together
we
have
a
great
working
relationship,
but
that's
just
one
instance
of
how
how
we'll
continue
to
partner
with
planning
in
the
future.
K
But
I
I
totally
wholeheartedly
agree
that
having
the
strong
partnerships
with
both
dsd
and
now
I'm
seeing
water
too,
I
mean,
I
think,
I'm
hearing
from
the
committee
that
even
the
water
department
you
know,
there's
there's
a
really
a
large
role
that
the
city
has
within
the
frame
of
development,
and
we
need
to
be
cognizant
of
all
the
different
ways
that
we
could
have
an
impact
on
affordable
housing
so
beginning
with
planning
and
dsd,
but
also
continuing
to
understand
the
true
scope.
K
I
haven't
thought
that
far
ahead,
I
know
part
of
paul's
responsibilities.
Absolutely
was
he
is.
He
was
in
attendance
to
the
trc
committee,
so
thinking
about
how
to
strategically
align
this
this
officer,
I
mean,
of
course,
being
that
partner
during
the
conditional
zoning
process
was
was,
namely
what
came
to
mind,
but
I
think
that
would
also
include
having
having
that
interface
with
the
trc
committee.
C
E
K
F
E
K
Sure-
and
I
thought
you
know
when
I
when
I
looked
at
the
durham-
I
think
it
was
durham,
it
was
durham
or
chapel
hill,
the
framework
that
they
had
and
I
saw
that
they
have
a
affordable
housing
development
officer.
I
thought
that
was
a
really
good,
a
good
title.
To
really
again,
you
know
speak
to
the
priority
you
know
within
the
city.
We
also
have
roles
such
as
our
chief
sustainability
officer,
our
chief
information
officer
and
again
that
that
officer
role
really
again
help
helps
to
prioritize.
K
I
think
the
the
role
of
the
position
and
the
the
needed
scope
of
the
position,
as
well
as
the
accountability
responsibility.
So
in
my
in
my
thinking
about
this,
having
it
aligned
towards
how
we've
seen
our
chief
sustainability
officer
as
well
as
our
chief
information
officer,
that
was
that
was
really
what
I'm
pulling
from
in.
K
In
those
instances
as
well
as
like,
I
said,
the
durham
example
where
I
saw
that
the
position
of
affordable
housing
development
officers
seemed
to
be
a
good
way
to
characterize
the
position
and
then
the
responsibility,
and
then
the
you
know
really.
What
I
hope
is
also
that
this
is
a
very
outward
facing
position,
so
you
know
much
to
the
extent
that
we
saw
paul
d'angelo.
K
Of
course,
one
of
his
greatest
skill
sets
was
in
his
presentations
within
his
ability
to
garner
awareness
around
the
issue,
and
so
that's
another
component
to
the
need
for
having
a
title
that
reflects
that.
B
Yeah
thanks,
I
really
nikki.
I
really
appreciate
you,
you
know
felt
like
you
really
listened
to
what
we
said
and
I
really
really
appreciate
you
taking
that
into
consideration
and
it
kind
of
helps.
You
know
unders.
You
know
it's
some
ways.
It's
kind
of
breaking
breaking
it.
It
removes
from
paul's
old
role
that
old
title.
It
kind
of
removes
some
some
of
the
oversight
it
had
and
then
almost
splits
that
into
kind
of
two
separate
roles
or.
K
Absolutely
I
think
you
know
paul
and
I
partnered
on
the
affordable
housing
bond
together
and-
and
so
it's
kind
of
reflective
of
that,
so
it
is
kind
of
breaking
the
the
the
breadth
of
what
paul
had
focused
on
from
all
the
way
from
the
hud
programs
to
the
bond
and
breaking
that
in
half
effectively
and
having
having
the
hud
the
cdbg
programs,
the
home
programs.
K
I
hope
most
of
you
saw
that
our
application
went
live
in
december
and
that
process
is
now
underway
with
applications
due
february
4th
and
so
and
that's
an
annual
process
right.
So
there's
a
lot
of
management
that
occurs
just
around
that
hub
component.
So
having
a
dedicated
staff
to
that
is,
was
a
really
best
practice
that
we
saw,
and
so
instead
of
having
someone
who's
kind
of
an
inch
deep,
a
mile
wide
right,
but
really
having
someone
who
knows
the
hud
programs
who
knows
those
community
development
block
grant
home.
K
That
seemed
to
be
a
best
practice
and
really
something
that
was
that
was
needed
and
something
that
our
staff
team
really
voiced.
So
breaking
that
out
and
then
having
this
affordable
housing
focus
area
include
the
city-owned
land
development
component
include
the
affordable
housing
bond
program
and
then
include
other
land-use
incentive
grant.
Other
city-born
incentives
also
seem
to
be
something
that
that
I
could
kind
of
wrap
my
head
around
and
see
as
being
an
effective
strategy
for
organization
cool.
B
K
That's
under
consideration
right
now,
but
I
think
I'm
not
sure
where,
where
that
is
just
yet-
and
so
I
know
that-
that's
something
that's
being
discussed
from
what
I
understand
the
direction
that
I've
been
given
from
our
city
management
is.
We
certainly
want
the
community
and
economic
development
department
to
really
focus
on
on
these.
These
focus
areas,
namely
affordable
housing.
K
I
mean,
I
think,
we're
seeing
too
in
the
economic
development
sector
that
that
is
the
awareness
around
affordable
housing
as
economic
development,
as
a
needed
component
of
a
sustainable
workforce
strategy
is,
is
especially
needed
in
high-cost
markets.
So
I
think
we're
starting
to
see
that
all
these
things
are
intersecting
around
housing.
So
my
direction
from
deborah
when
I
shared
this
with
her
and
got
her
feedback
was
absolutely.
K
We
need
this
department
to
orient
around
housing
initiatives
and
so
having
a
staffing
plan
that
reflects
that
was
her
direction
to
me,
but
more
on
more
on
civic
center
forthcoming.
B
Okay,
cool!
Well,
no,
that's
great
to
hear,
I
think,
that's
really
smart!
You
know
smart
approach.
I'm
happy
happy
to
hear
this
and
then
you
know
anything
sure
we
as
we
as
a
committee
can
do
you
know
for
helping
with
as
your
job
descriptions
come
together
and
certainly
once
you
have
them,
for
you
know,
helping
to
circulate
amongst
the
community
and
then
is
there
a
bit.
Is
there
in
your
discussions?
Was
there
so
one
of
the
things
that
we
discussed
last
time
was
just
about
the
salary
ranges.
B
How
like
for
getting
an
experience
like
the
level
of
experience.
We
think
the
city
might
need,
maybe
a
different
salary
range
than
what
that
role
has
been
in
the
past
is.
Has
there
been
some
funding
discussion
for
where
additional
funding
could
come
from
to
make
sure
we
have
the
best
chance
of
hiring
properly
experienced
person.
K
A
point
well
taken,
but
I'm
still
working
on
on
finalizing
that
with
hr,
but
but
absolutely
again
I
think,
with
with
working
towards
getting
the
the
title
right,
ensuring
that
I
mean
it's
a
lot
of
responsibility
with
a
25
million
dollar
bond
program
and
and
other
you
know,
multi-million
dollar
responsibilities.
K
I
I
think
we're
we're
going
to
be
able
to
make
that
case,
but
more
to
come
on
that
it's
a
very
specific
process
that
we're
working
on
with
hr.
But
I
certainly
hear
you
on
that.
Yeah.
B
You
know
one
you
know
as
to
what
I
think
scott
had
brought
up.
You
know
about
the
interfacing
with
other
departments,
especially
planning
and
development
services.
You
know,
I
think
I
imagine
each
of
them
has
like
an
affordable
housing.
You
know
development
services
for
a
while
was
trying
to
have
one
staff
member
focused
on
affordable
housing,
and
I
think
that
you
know
that
person
moved
on.
B
I
don't
think
they've
allocated
specifically
that,
but
you
know
I
don't
know
how
it
works
in
the
city
if
there's
ways
to
pull
budgets
from
others
like,
especially
if
the
position
is
meant
to
interface
with
other
departments,
if
there's
ways
to
have
a
role,
you
know
overarching
role
that
then
gets
part
funding
from
planning
part
funding
from
development
services
to
help
make
sure
we
get
the
right
person.
B
Who
knows
you
know
who
also
then
has
experience
with
you
know
the
permitting
process
and
the
planning
process,
and
I
think
you
know
I
don't
know-
I
don't
know
the
back
ends
of
how
that
works.
But
I
know
in
the
past
they've
wanted
to
have
their.
You
know
someone
on
their
staff
who
has
like
an
affordable
housing,
title
who's,
helping
to
carry
things
through,
and
I
wonder
if
there's
any
way
to
connect
that
with
this
role,
just
a
suggestion.
B
Okay,
well,
then,
I
really
really
appreciate
that
and
yeah
appreciate
the
update
anything
we
can
do
to
support
that
anyone
have
any
other
questions
or
anything
they'd
like
to
add
about
that
process.
K
And
so,
as
I,
as
I
mentioned
before,
sasha
will
be
helping
with
the
project
management
and
we
do
have
a
meeting
up
coming
this
month
with
homes,
urban,
and
so
we
are
looking
to
to
move
that
ball
forward
in
the
near
term.
So
hopefully
we'll
we'll
be
able
to
report
out
something
next
month.
So
things
are
moving.
B
We
did
you
know
just
just
everyone
knows
on
the
committee
we
rather
than
have
regular.
There
was
no
hcd
meeting
last
last
month,
so
we
don't
have
regular
community
development
updates.
So
when
we're
preparing
the
agenda
nikki-
and
I
chatted
for
a
little
bit-
and
I
you
know
said
without
regular
up-
you
know
a
regular
set
of
updates
the
things
that
I
know
we're
gonna
want
a
little
bit
of
update
on.
B
Besides
the
position
was
319
biltmore,
the
kind
of
the
the
updater
status
of
when
kind
of
a
bond
dashboard
was
going
to
come
into
place
and
then
also
I'd
asked
about
the
process
for
a
lot
of
we
know
there's
a
lot
of
housing.
You
know
almost
like
what
the
housing
trust
fund
balance
is
because
I
know
there's
a
lot
of
projects
that,
over
the
past
two
years,
funding
have
been
allocated
that
those
projects
are
definitely
not
happening
happening
some
of
them.
B
So
I
think
we've
got
at
least
three
or
four
projects
that
fundings
come
off
of
the
housing
trust
fund,
balance
that
those
projects
are
not
moving
forward
and
you
know
to
to
make
sure
that
we're
we
know
what
that
available.
Balance
is
so
we
start
so
that
that
way,
the
developers
or
people
who
might
have
other
projects
come
forward
know
that
it's
very,
very
clear
that
we've
got
bond
fund
available.
We've
got
housing,
trust
fund
available
balance,
so
it
encourages.
You
know
more
submissions,
rather
than
you
know.
B
K
Great
we
can,
we
can
put
that
on
a
future
agenda,
and
so
I
I
certainly
appreciate
it
I
mean,
I
think
I
think
I
think
the
committee
recognizes,
like
my
priority,
has
absolutely
been
to
develop
a
staffing
plan
and
to
to
develop
that
infrastructure
before
we
can
begin
moving
moving
moving
projects
forward.
So
that
has
certainly
been
the
priority
since
our
last
meeting
so
but
we'll
we'll
work
on
structuring
a
future
agenda
item
to
reflect
on
some
of
these
requests.
K
L
B
Okay,
well,
thank
you.
Thank
you.
Nikki
really
appreciate
it.
Any
other
questions
around
development
updates
before
we
move
on
to
our
presentation,
nope.
Well,
thank
you!
So
next
up,
we
we
have
a
presentation
from
the
office
of
data
and
performance.
L
Good
morning,
everybody
we
are
the
office
of
data
and
performance,
and
we
are
here
to
share
not
only
what
we
do,
but
how
we
do
it
with
you
all
in
the
hopes
that
you
will
be
able
to
use
our
methodologies
to
inform
your
own
work.
As
committee
members,
we've
got
a
brief
agenda
today,
we're
going
to
again
discuss
who
we
are,
how
we
work
on
some
of
our
current
projects
and
how
you
can
apply
this
work
and
hopefully
have
time
for
a
bit
of
discussion.
L
M
Morning,
everybody,
my
name
is
eric
jackson.
I
use
the
pronouns
he
him
his
and
I
manage
the
office
of
data
and
performance.
I've
been
with
the
city
in
the
it
department
for
about
five
and
a
half
years
now.
L
I
am
natalie
bailey,
I
am
the
data
communication
specialist
for
the
office
of
data
and
performance
or
odap
as
we
call
it
internally.
I
have
been
at
the
city.
This
is
my
second
go
round.
Initially,
I
was
in
the
city
manager's
office
from
2010
to
2013,
and
I
returned
back
in
march
of
2021
for
this
role.
My
pronouns.
Are
she
her
and
hers.
H
Hi,
my
name
is
cameron
henshaw.
I
use
he
him
his
pronouns,
I'm
the
performance
analyst
in
the
office
of
data
performance
and
I'm
new
to
the
city,
though
I've
been
here
a
couple
months
at
this
point
and
yeah
it's
nice
to
be
here.
L
So
again,
we've
got
a
brief
agenda
going
over
who
we
are
our
mission,
how
we
work
and
what
our
current
projects
are
and
how
you
can
apply
our
methodologies
to
your
own
work.
M
So
mission
statement
is
there:
you
all
can
read
it.
I
want
to
kind
of
emphasize
a
couple
of
pieces
of
it,
and
the
first
is
that
word
empower
from
the
beginning:
we're
an
office
of
three
people.
M
We've
got
additional
support
within
the
I.t
department,
but
our
role
is
not
so
much
to
be
the
place
that
does
all
the
data
things,
but
to
really
be
the
be
the
the
team
that
kind
of
helps
empower
both
people
in
the
community
and
all
of
staff
to
be
able
to
make
better
use
of
data
for
decision
making
and
improved
outcomes
and.
I
M
What
is
this
for,
and
it
really
comes
down
to
making
sure
that
we're
delivering
the
results
that
we
commit
to
and
that
we're
doing
that
in
an
equitable
way.
So
we
want
to
make
sure
that
we
are
able
to
say
here's
what
we're
doing.
Here's
the
outcome.
We
expect
here's,
how
we're
going
to
tell
whether
we're
succeeding
and
one
of
the
themes
that
runs
through
all
of
our
work
is
that
if
you're
doing
that?
Well,
that's
actually
the
best
possible
foundation
for
good
communication,
both
internally
and
externally
with
the
community.
M
So,
as
you,
you
know,
as
I
said
on
the
previous
slide,
this
isn't
just
an
internal
function.
We
are
talking
about
both
the
community
and
staff
and
in
fact,
as
you
can
see,
in
our
long-term
goals,
we
actually
kind
of
think
of
this
in
three
buckets
and
I'm
going
to
work
backwards
and
hand
over
to
natalie
for
the
for
the
first
one
part
of
our
work
is
completely
internal,
we're
really
about
building
systems.
M
I
M
L
Our
work,
our
mission,
really
is
about
public
service,
that
is
community
centered
and
using
data
to
improve
outcomes
and
in
the
areas
that
eric
just
touched
on
it.
It
ends
up
leveling
the
playing
field
and
ultimately
improves
the
quality
of
life
for
everyone
that
lives
and
works
here
and
which
is
ultimately
our
goal.
L
L
So
that
means
developing
a
standard
way
to
report
to
the
public
that
is
grounded
in
data
and
we
focus
on
creating
this
standard
way
of
reporting
by
using
a
common
language,
a
standardized
language
and
reporting
the
data
and
our
findings
in
the
same
manner
to
all
stakeholders
in
the
community.
And
we
do
this
as
as
doing
our
work
through
of
the
lens
of
equity.
We
want
to
make
sure
that
everyone
receives
the
same
information
in
the
same
manner,
and
that
goes
to
our
efforts
in
transparency
and
our
commitment
to
it.
L
That
is
beginning
with
the
end
in
mind,
and
the
community
is
the
expert
on
their
quality
of
life
and
they
know,
as
and
and
should
be
able
to
advocate
for
themselves
to
tell
us
as
city
staff
and
as
public
servants,
what
is
working,
what
doesn't
and
have
their
and
if
their
needs
have
been
met
and
so
creating
ways
for
them
to
do
so
and
engaging
with
them
has
been
a
big
focus
of
our
work,
particularly
in
our
engagement
efforts.
L
Our
the
second
bullet
point
of
data
informed
decision
making
we
integrate
data
into
all
of
our
decision-making
practices
in
the
city
and,
most
notably,
and
most
recently,
we
have
done
so
within
our
last
budget
process,
and
so
I'm
going
to
turn
it
over
to
eric.
To
give
you
a
bit
more
information
on
how
that
was
done
and
to
finish
up
this
slide
for
us.
M
So
what
we're
really
talking
about
here
is
getting
people
on
staff,
in
particular
to
change
how
they
do
what
they
do,
and
most
of
my
career
has
not
been
in
government.
I
came
from
the
startup
world,
but
one
of
the
first
things
I
learned
very
quickly
coming
into
government
is
that
nothing
happens
sustainably
in
a
large
organization
like
this.
M
Unless
it's
tied
into
standard
processes
that
people
are
doing,
you
can't
ask
people
to
go
off
and
do
a
one-off
extra
thing
to
add
into
their
their
responsibilities,
because
pretty
much
everybody
on
staff
has
got
more
than
enough
to
do,
and
so
the
the
budget
is
the
premier
example
of
a
process
and
we've
been
working.
M
M
I
M
One
that's
kind
of
happening
across
all
kinds
of
sectors,
but
we
need
to
equip
people
to
do
that.
So
we
run.
We
have,
I
think,
12
classes
for
staff
that
will
be
happening
in
2022,
starting
with
just
basic
introduction
to
the
data
driven
decision
making
and
on
into
how
do
you
communicate
using
data?
How
do
you
use
data
for
equity
and-
and
things
like
that?
M
M
We
have
an
internal
newsletter
that
goes
out
a
couple
times
a
month
and
a
discussion
channel,
and
we
also
have
a
monthly
meeting
where,
because
we
don't
want
to
be
the
we
are
the
we
are.
The
only
experts
on
data
that
monthly
collaboration
meeting
is
an
opportunity
for
staff
to
bring
challenges
to
all
of
their
colleagues,
and
it
becomes
a
kind
of
a
great
site
for
cross-departmental
support
and
collaboration,
and
then,
finally,
the
governance
piece,
I'm
not
going
to
talk
a
lot
about
it,
but
it
really
is
foundational.
M
You
need
to
make
sure
that
you've
got
the
systems
that
ensure
that
your
data
is
up
to
date,
accurate
that
it's
complete
and
also
that
you're
really
thinking
about
protecting,
certainly
against
malicious
actors.
That
is
a
major
theme
nowadays,
because
not
only
are
there
things
like
ransomware,
but
also
there's
a
there's,
malicious
use
of
data
that
can
cause
harm
to
people.
M
M
M
For
for
individuals
who
are
somehow
reflected
in
that
data
next
slide,
so
where
are
we
doing
this?
One
of
the
things
we
try
and
do
is
make
sure
that
we're
aligned
with
where
the
the
city-wide
priorities
are
so
you'll
see
reflected
here
some
of
city
council
priorities.
M
This
year
there
were
four
reimagining
public
safety
reparations,
making
sure
we're
doing
a
good
job
on
on
the
spending
of
the
american
rescue
plan,
act,
funding
and
the
implementation
of
recommendations
from
the
compensation
study
and
one
way
or
another
we're
we're
trying
to
make
sure
that
our
work
is
supporting
all
of
those.
So
we've
been
working
within
community
and
economic
development,
we're
working
with
the
homeless
initiative,
folks
to
find
some
better
ways
to
share
some
of
the
data
they
have
with
the
community.
M
You'll
see
something
I
think
by
the
end
of
this
month,
from
those
efforts
and
again,
probably
around
april,
we
are
supporting
the
reparations
process
by
gathering
some
baseline
data
to
share
with
the
commission
and
then
we'll
be
a
resource
to
the
commission
once
they
get
formed.
We
want
to
make
sure
that
the
the
implementation
of
the
compensation
recommendations
we
want
to
make
sure
we're
measuring
the
impact
on
things
like
retention
and
equity,
so
we're
working
with
hr
on
that
and
we've
been
involved
with
the
american
rescue
plan
act.
M
Funding
initiative,
making
sure
that
we've
got
a
kind
of
a
solid
data-based
evaluation
process
to
support
city
council
in
their
decision
making
on
spending.
And
then
once
we
award
money.
We
want
to
make
sure
that
we
have
good
measures
in
place
to
hold
those
organizations
accountable
as
well
to
support
them
in
making
sure
they're
successful.
M
We
are
also
working
with
planning
and
urban
design
to
come
up
with
a
regular
framework
for
reporting
both
on
current
initiatives
like
the
current
year
city
council
initiatives,
but
also
long
term
on
progress
toward
or
challenges
with,
implementing
the
long-term
comprehensive
plan-
and
I
already
talked
quite
a
bit
about
capacity
building
in
governance,
soil
and
back
to
natalie
on
the
engagement
piece.
L
So
we
have
been
engaging
with
stakeholders
in
the
community
since
the
office
became
operational
back
in
march
of
last
year,
and
so
that
engagement
began
with
a
list
of
community
members.
Neighborhood
leaders,
stakeholders
a
lot
of
folks
that
provided
provide
resources
to
people
in
the
community,
non-profit
leaders
and
the
such,
and
we
framed
that
engagement
around
three
questions
that
focused
on
access
to
services
or
perceived
lack
of
access
to
services.
L
L
These
conversations
began
in
spring
and
that
summer
time
we
had
the
kayla
interns
in
city
hall
and
throughout
the
community,
and
we
were
able
to
have
a
listening
session
with
them
and
that
listening
session,
we
modified
those
questions
about
their
interactions
with
local
government,
as
as
young
people
as
as
pretty
engage
students
and
attune
to
what's
going
on
in
their
community,
but
also
their
parents,
engagement
and
and
interaction
in
obtaining
city
services,
and
that
was
eye-opening.
L
And
so
again
that
narrative
data
informed
a
lot
of
what
of
the
quantitative
data
that
we
had
already
available
and
we
took
all
of
it.
And
we.
If
there
were
issues
we
made
sure
we
got
neighborhood
services
involved.
We
worked
with
department
directors
to
get
answers
to
folks.
If
there
were
questions
and
and
then
we
we,
we
made
sure
that
we
closed
the
loop
on
everyone,
especially
with
the
kayla
students
and
and
a
lot
of
issues
that
they
brought
up
weren't
exactly
in
the
city's
purview.
L
But
we
made
sure
that
they
had
the
resources
necessary
for
them
to
either
access
assistance
or
pass
that
information
along
to
their
parents
and
their
community
members.
And
so
that
evolved
into
working
with
you
all
in
the
development
of
this
road
show
with
our
city
clerk's
staff
and
making
sure
that,
as
folks
who
are
engaged
with
the
city
on
a
deeper
level
in
discussing
policy
and
making
suggestions
and
and
the
like,
that,
you
knew
that
we
were
here.
L
L
We
intend
to
focus
on
another
set
of
questions
that
we
are
in
discussion
with
as
a
team
on
on
a
new
round
of
conversation
with
community
members
focusing
on
folks
in
in
the
neighborhoods
and
residents
of
asheville
to
to
get
some
valuable
feedback
and-
and
we
will
continue
the
cycle
and-
and
that
is
our
commitment
to
not
just
focusing
on
the
numbers
but
also
giving
stories
behind
them.
L
So
I'm
going
to
turn
it
over
to
eric.
So
he
can
tell
us
and
share
with
you
all
how
how
we
do
our
work
applies
to
you
and
how
you
can
do
yours.
M
So
it's
all
very
well
to
say
we're
going
to
use
data
to
drive
decisions.
We
really
need
a
kind
of
a
disciplined
way
to
think
about
how
we're
going
to
accomplish
that
and
what
we,
what
we
do
in
the
city
we've
adopted
a
framework
called
results-based
accountability.
You
may
have
heard
of
it.
It's
I
think
it's
you
started
locally
in
public
health
and
extended
into
education.
It's
now
used
by
the
county
by
us,
as
well
as
across
the
state
and
and
across
the
country.
I
M
I
M
I
M
Rba
kind
of
is
the
the
bottom
layer
of
that
racial
equity
toolkit,
so
that-
and
that
was
how
I
got
introduced
to
it.
The
second
reason
I
was
enthusiastic
about
this
framework
for
thinking
about
things
is
that
it
is
very
kind
of
common
language
based
and
simple.
It's
not
a
lot
of
jargon.
It's
not
a
lot
of
things
that
you
have
to
memorize
and
procedures
you
have
to
to
follow.
M
It
really
is
just
kind
of
the
simple
process
grounded
in
some
questions,
and
I
wanted
to
share
this-
is
a
I've
simplified
all
the
way
down
from
seven
questions,
which
are
the
full
rba
to
kind
of
these
core
questions
where
we
start
by
thinking
about?
What's
the
end
that
we're
trying
to
achieve?
What's
the
result
that
we're
trying
to
achieve
whether
that's
how
we
want
our
committed
community
to
be
better
off
or
from
the
standpoint
of
a.
M
Delivery,
how
do
we
want
our
customers
to
be
better
off?
What's
the
result,
we
actually
want
to
achieve
simple
enough,
but
just
the
exercise
of
stopping
and
asking
yourself
that
question
and
thinking
about
it
deeply
can
can
actually
be
pretty
significant
and
then
the
second
really
critical
step
is
to
say:
okay,
now,
how
are
we
going
to
tell
if
we're
actually
achieving
that?
How
are
we
going
to
some
objective
way
of
saying?
Yes,
it
is,
or
it
is
not
happening,
and
that
may
be.
M
Certainly
you
all
know
the
the
changes
that
you're
trying
to
impact
at
the
whole
community
level
are
really
challenging
and
take
a
long
time.
So
you
also
want
to
be
thinking
about
interim
measures.
M
M
M
If
we
do
nothing,
you
know
we
probably
expect
that
trend
to
continue
the
reason
we
want
to
think
not
just
about
where
we
are,
but
where
things
are
going,
if,
if
we
don't
change,
is
what
we're
really
trying
to
do
is
turn
that
curve.
We
want
to
think
then,
how
do
we
improve
that?
What
are
some
immediate
things
we
can
do
long-term
things
we
can
do
to
change
the
direction
that
that
curve
is
going
rather
than
just
very
often
you
you
think
in
terms
of
targets.
M
This
is
really
thinking
in
terms
of
changing
trends,
which
I
think
is
very
very
important,
just
as
a
mode
of
thinking
for
a
lot
of
the
work
that
the
city
does
once
you've
gone
through
those
three
you
you
that's
the
point
at
which
you
kind
of
come
up
with
the
strategies.
What.
M
In
order
to
bring
about
the
change
that
we're
trying
to
bring
about-
and
all
of
this
is
iterative
after
you
have
decided
what
to
do
begin
to
execute-
you
want
to
come
back
and
say:
okay,
what
are
those
results?
We
may
decide
that
we
actually
want
to
change
how
we
think
about
success.
M
We
may
have
learned
something
along
the
way
or
we
may
have
have
some
better
ways
to
to
measure
them,
or
we
can
see
that
the
the
baseline
has
changed,
and
so
we
want
to
think
a
little
bit
differently
about
that,
and
obviously
we
want
to
be
able
to
say
is
what
we're
doing
working
and
if
it
is
not,
what
do
we
want
to
do
differently?
M
M
I
think
you,
these
are
good
questions
to
ask
for
anything
you're
doing
here,
getting
clear
about
the
results:
how
to
how
to
measure
whether
they're
they're
actually
happening
and
really
kind
of
focusing,
as
I'm
sure
you
all
do,
on
understanding
where
things
are
going
and
what
it
is
you're
actually
trying
to
change.
M
M
We
should
be
able
to
answer
them
or
work
through
together
with
you
to
answer
them
and.
I
M
So
that
is
our
presentation.
We're
going
to
share
this
presentation
with
these
links
with
all
of
you,
you
can
see
what
we're
up
to
by
looking
at
the
webpage.
We
update
that
monthly.
We
also
have
a
quarterly
newsletter.
M
The
inaugural
issue
went
out
in
december,
so
the
next
one
will
be
march,
and
we
are
always
happy
to
hear
from
you
whether
you
want
to
just
talk,
email,
the
team
or
me
happy
to
answer
questions,
or
you
know,
follow
up
on
any
anything
that
occurs
to
you
from
this,
and
with
that,
let
me
get
it
back
to
natalie.
B
J
I'm
curious,
you
mentioned
some
areas
where
you
were
backing
up
your
quantitative
data
with
qualitative
data
or
narrative,
and
I'm
just
interested
in
learning
a
little
bit
more
about
how
that
process
works
for
you
and
how.
J
How
we
can
use
I'm
thinking,
particularly
of
some
of
the
housing
data,
that
we
have,
that
we've
often
talked
in
this
committee,
about
how
some
of
the
housing
data
that
we've
gotten
from
various
assessment
tools
looks
different
than
what
we're
hearing
anecdotally
about
housing
challenges
in
the
community.
So
what
you
know,
how
are
you,
how
are
you
using
qualitative
data
to
inform
your
thinking
of
with
qualitative
data,
and,
and
you
know
what
do
you
do
when
you
have
those
situations
where
there
really,
you
know,
seem
to
be
divergent
information.
M
So
but
one
I
should
point
out
that
we're
about
nine
months
old,
so
I
can't
really
point
you
to
a
long
long
history
of
how
we
do
everything
we
are.
We
are
very
much
working
this
out
as
we
go.
I
think
there's
kind
of
two
levels:
one
is
no
data.
M
There's
this
idea
that
the
the
the
data
speaks
for
itself
and-
and
it
never
does,
there's
a
story
behind
why
we
have
what
data
we
have
and
so
to
your
specific
question.
M
I
M
Is
it
because
we
simply
haven't
captured
some
of
the
story
in
the
data
we
have,
and
I
think
that
may
be,
and
so
the
the
second
piece
I
was
going
to
kind
of
mention
as
far
as
narrative
data
goes.
M
Without
the
narrative
data,
you
really
very
rarely.
Does
this
data
tell
you
what's
going
on
without
a
lot
of
context
and
one
of
the
most
effective
ways
to
capture
that
context,
I
mean
you:
can
you
can
do
technical
kind
of
reporting
on
how
everything
works,
how
the
systems
operate,
one
of
the
most
effective
ways
to
see
how
systems
operate
is
to
follow
a
person
who
is
having
to
contend
with
those
systems,
because
that
brings
everything
together
in
a
in
in
an
actual
human
experience.
M
The
last
thing,
I
would
just
say,
is
kind
of
building
on
on
that
point
of,
if
you
have
a
contradiction,
the
first
response
is
questions,
and
I
think
really
all
of
what
we're
talking
about
is
the
first
response
questions
we
want
to.
We
want
to
be
using
data
not
to
prove
that
we're
doing
what
we're
doing,
but
to
ask
the
question:
is
it
working
and
it
it's
it's
really
trying
to
stay
open
to
the
possibility
that
it
might
not
be
working
and
we
need
to
change
up
and
keep
it
right.
I
C
Hi,
thanks
for
the
presentation
I
had
a
couple
of
just
quick
follow-up
questions
is:
is
odap
essentially
like
city,
stat
or
compstat
that
have
been
used
in
baltimore
new
york.
M
So
a
couple
of
for
anybody
who's
not
familiar
that
is
often
with
public
safety
agencies
and
we've
also
seen
it
happen.
Kind
of
at
a
city-wide
level
of.
M
M
That
the
city
is
reporting,
here's
what
we
said
are
our
priorities
and
here's
what
we're
doing
and
what
progress
we're
making
and
that's
very
high
level.
The
second
place
where
we
want
to
support
departments
is
it
may
well
be
that
a
particular
department
really
wants
to
look
at
some
day-to-day
metrics,
and
we
want
to
play
a
support
role
in
helping
them
work
through
how
to
do
that
as
I.t
we're
part
of
I.t.
M
I
C
Yeah-
and
it
was
just
gonna-
ask
a
quick
follow-up
question:
what's
your
relationship
between
or
I
guess,
with,
the
city's
gis
functionalities,
I
just
was
just
doing
a
quick
search
and
just
to
get
a
quick
check
on
names
or
who
does
what
I
mean:
kristen
mcnamara
watch
gis
manager,
scott
barnwell
business
and
public
technology
manager,
kevin
heimel,
himmel,
gis
and
application
service
manager.
I
guess
in
a
nutshell,
which
one
of
those
three
people
still
works
for
the
city
and,
what's
I
guess,
what's
the
functionality
or
the
integration
of
gis
information
systems
for
everybody?
M
Right
so
as
a
city
very
little
of
what
we
do
is
not
location
based
right.
I
M
Everything
else
is
so
both
the
odap
and
the
gis
function
are
under
scott
barnwell.
What
is
I
think,
there's
some
weirdnesses
in
the
in
the
division.
Names
not
getting
changed,
the
actual
name
is
business
and
public
technology.
M
We
are
trying
within
odap
to
build
more
gis
capacity,
just
because
we
as
a
city
need
more,
but
we
are
enthusiastic
supporters
of
and
collaborators
with,
kristin
mcnamara
watts.
Who
is
our
lead
gis
person
and
just
does
amazing
work.
So
we
are,
we
are
constantly
in
partnership
with
them.
M
M
Very
much
that
I
think
that
started
in
week
the
end
of
week,
one
five
and
a
half
years
ago,
was
starting
to
think
about
how
we
do
that.
So,
yes,
we
are
very
much
involved
in
trying
to
build
better
ways
of
maintaining
and
using
metadata.
C
M
Data,
including-
and
this
has
been
a
big
part
of
what
we've
been
working
on
for.
M
Actually
is
not
just
what
is
it
about
that
particular
data
set,
but
how
does
that
data
set
relate
to
other
data?
Sets
other
systems
we're
really
trying
to
do
a
better
job
of
making
all
those
connections
right.
M
That
is
always
it's
always
easy
to
say.
Just
look
at
the
data
and
just
look
at
the
data
turns
into
a
six
month
right
horror
show
of
figuring
out
how
to
deal
with
what
we
actually
have.
E
E
Can
I
ask
what
neighborhoods
have
you
been
interviewing
and
are
any
of
the
results
of
these
interviews
going
to
be
gathered
and
posted
for
the
community,
and
can
you
tell
us
a
little
bit
about
what
are
some
of
the
questions
that
you
went
out
and
asked
these
various
neighborhoods.
L
L
I
downloaded
the
the
the
file
for
the
folks,
the
neighborhood,
the
neighborhood
association
leaders
and
I
reached
out
to
all
of
them
via
email,
and
so
after
that
I
set
up
these
brief
conversations.
L
They
were
initially
scheduled
for
30
minutes
a
lot
of
times
they
went
over
and
I
certainly
allowed
allowed
time
for
doing
that.
I'm
gonna
stop
sharing
my
screen.
L
I
certainly
allowed
for
them
for
folks
to
share
and
and
certainly
didn't
put
a
time
cap
on
what
they
wanted
to
speak
with
me
about,
but
the
questions
centered
around
the
city's
four
main
priorities
well
council's
priorities
regarding
reparations,
equity,
public
and
reimagining,
public
safety
and
sustainability,
and
so
I
asked
them
in
what
regard
they
felt
that
folks
had
issues
with
access
regarding
those
four
subject
matter
areas
what
they
would
like
to
see
us
track
and
if
they
had
any
feelings
regarding
those
particular
subject
matter
areas
and
and
what
we
could
do
to
to
improve
or
or
to
improve
service
or
or
clear
up
any
type
of
miscommunication
that
might
have
occurred,
and
so
I
heard
from
folks
in
west
asheville
east
end
kenworth
downtown,
I'm
trying
to
think
just
off
with
the
top
of
my
head,
whom
else
the
required.
L
There
were
quite
a
few
folks.
The
main
thing
that
I
really
heard
that
was
universal
regarding
whether
or
not
it
was
a
a
resource
provider
or
a
neighborhood
leader.
Was
that
folks
wanted
more
engagement,
direct
engagement
with
the
city.
L
They
wanted
to
be
more
involved
on
the
front
end
of
projects,
and
I
think
that
you
know
when
speaking
to
staff.
I
think
that
a
lot
of
staff
go
way
out
of
their
way
to
make
sure
I
know
they
go
away
out
of
their
way
to
make
sure
that
they
are
engaging
with
communities
if
they
have
a
project
or
initiative
that
will
be
taking
place
in
their
particular
neighborhood
or
or
part
of
the
community
or
a
or
a
change
to
a
service
or
accessing
the
service,
such
as
parks
and
rec.
L
They
go
out
of
their
way
to
make
sure
that
that
that
changes
advertised
and
they
get
a
lot
of
information
gathering,
but
still
there.
There
are
folks
that
traditionally
have
been
left
out
of
that
type
of
engagement,
and
that
was
reflected
in
the
responses
right,
and
so
you
have
folks
that
are
in
are
predominantly
well
formerly
predominantly
african
american
neighborhoods.
They
were
more
likely
to
express
a
disconnect
in
being
engaged
with
the
city,
even
those
folks
that
engaged
with
the
city,
my
particular
neighborhood
leader,
on
a
regular
basis.
L
She
still
felt
there
was
that
perception
that
maybe
she
didn't
have
the
type
of
responses
that
someone
in
north
asheville
might
might
have
and
the
type
of
experiences,
and
so
that
wasn't
a
surprise.
Certainly
I
can
I
can
make
make
those
those
conversations
available
that
hasn't
that
hasn't
been
requested.
You're
actually
you're
the
first
person
to
to
ask
me
that
question.
So
so
thank
you
for
asking,
but
it's
something
that
I
am
cognizant
of.
I
work
in
in
tandem
with
eric
and
with
cameron
in
developing
the
questions.
L
L
A
lot
of
those
folks
depend
upon
public
transportation
and
and
and
things
of
the
like
and
and
so
it
really
was
about
making
sure
that
we,
if
we
heard
of
an
issue
or
perception,
issue
that
we
either
got
that
and
for
that
issue
to
the
the
appropriate
department
and
then
circled
in
and
and
tied
the
and
then
closed
the
loop
regarding
the
person
that
made
the
complaint
or
raised
the
issue
and
made
sure
that
they
had
the
resources
available
to
them
to
to
get
it
addressed
directly
and
and
make
those
connections.
M
Thank
you
just
to
build
on
that,
so
there
were
kind
of
individual
issues,
but
but
there's
also
kind
of
the
broader
theme-
and
I
I
would
say
there
are
two
that
we
are
focused
on
is
the
city.
M
We
know
that
complaint
based
systems
for
requesting
services
tend
to
be
inequitable.
There
are
people
who
have
more
time.
There
are
people
who
have
more
are
more
comfortable
reaching
out
to
the
city
contacts,
and
so
when
things
are
driven
by
complaints,
you
tend
to
have
some
issues
with
uneven
distribution
of
services.
That's
something
we
began
talking
about
with
all
the
departments
or
the
departments
began
talking
about
a
lot
last
year,
as
we
did
a
very
kind
of
equity,
focused
budget
discussion,
and
we
are
continuing
to
look
at
okay.
M
So
how
do
we
move
from
data
driven?
But,
but
that's
an
example,
I
think
of
one
of
the
things
that
I'm
forgetting
who
it
was
that
brought
up
the
issue
of
a
contradiction
between
what
the
data
is
telling
us
and
what
people
are
telling
us.
M
The
data
may
be
telling
us
that
we're
highly
responsive
to
complaints,
but
that
data
may
be
missing
a
lot
of
people
who
are
having
issues
who
are
not
using
that
particular
mechanism,
and
so
it
allows
us
to
ask
that
question
of
oh
okay.
So
how
do
we
more
equitably
identify
the
needs,
rather
than
just
depending
on
people,
to
input
something
in
the
asheville
app
or
whatever?
It
might
be?.
B
Well,
thank
thank
you.
I
really
appreciate
hearing
about
this.
We
you
know
throughout
all
of
you
know
my
time
on
the
committee
here
and
other
other
parts
of
the
city
I
interface
with.
I
always
feel
where
we
always
talk
about
how
data
starved
we
are
about
how
you
know
we
always
say
we
wish
we
had
this
data.
We
wish
we
had
this
data,
so
my
my
question
is
kind
of
to
understand
how?
Where
does
the?
How
much
are
the
individual
departments
responsible
for
preparing
their
data,
and
where
can
you
step
in
to
assist?
B
So
you
know
one
example.
You
know
two
examples
I'll
bring
forward.
One
is
like
connected
to
development
services
like
we've
like
when
we
want
to
know
how
many,
how
many
adus
were
built
in
the
city
of
asheville,
there's,
not
really
a
good
data
tool
for
it
or
how
many
or
you
know
here
you
know.
Definitely:
we've
had
lots
of
data
questions
from
from
tracking
bond
usage
data
to
housing,
trust
fund
data.
So
where
does
that
connection
come
in
like
what
is
individual
departments
responsible
for?
Where
do
you
support
them
and
then
at
what?
B
M
So
one
I
want
to
I
want
to
step
carefully
lest
we
be
drowning
which
we're
already
doing
anyway,
so
it
is
really
the
responsibility,
the
department's
own,
there's,
two
kinds
of
data
right,
there's,
there's
administrative
data
that
the
city
actually
generates.
M
That
is
owned.
I
mean
it's
city
owned,
but
but
really
the
departments
are
responsible
for
that
and
our
role
in
it's
role
is
to
help
kind
of
identify
better
ways
to
it
could
be
anything
from
better
ways
to
collect
it
better
ways
to
automate
some
of
the
systems
behind
it.
Better
ways
to
report
it
out
and
we've
had
two
ongoing
engagements
with
community
and
economic
development
around
data
one.
M
As
I
said,
we
are
working
with
the
homeless
initiative
folks
to
take
the
data
they
have
and
be
able
to
automatically
kind
of
keep
it
updated
on
a
more
regular
basis
on
on
the
website.
That's
more
data
reporting
they've
got
they've,
been
working
very
hard
to
improve.
I
M
Quality
of
their
data,
you
know
it's
not
that
hard
to
extract
it
from
the
system,
it's
more
about
how
best
to
communicate
it.
We've
also
been
working
for
a
long
time
with
the
business
inclusion
office,
where
the
challenge
is
less
about.
How
do
we
present
the
data
and
much
more?
How
do
we
actually
collect
it
and
that's
a
combination
of
odap
and
just
general
I.t,
so
I
think
it
would
be
for
those
internal
data
issues.
M
The
department's
saying
this
is
a
priority
for
us,
because
we
can't
it's.
You
know
it's
their
data
that
they're
working
with.
We
can't
do
it
without
them
and
then
figuring
out
how
to
we're
very
big
on
what's
the
least
we
can
do
to
move
the
ball
forward
because
all
of
us
are
are
busy
and
so
making
those
incremental
steps
is
important.
M
Almost
everything
we
do
has
a
ton
of
data,
that's
not
ours
and
other
players
in
the
space
you
know
housing,
affordable
housing
is
obviously
if
the
city
could
do
it
on
its
own.
We
hopefully
would
have
done
it,
but
we
can't-
and
so
thinking
about
how
we
build
relationships
with
all
of
the
organizations
around
there
was
the
the
latest
bowen
study.
M
I
want
to
get
my
hands
on
so
we're
gonna,
we're
gonna.
You
know
we
we
are
talking
with
dogwood,
we,
you
know,
have
ongoing
relationship
with
land
of
sky.
We're
were
starting
to
build
some
partnerships
with
university
professors,
both
at
unca
and
unc
chapel
hill.
So
I
think
the
other
piece
is
a
lot
of
the
data
we
all
need
is
actually
doesn't
belong
to
the
city.
It
may
be
multiple
organizations
or
at
least
other
organizations.
How
do
we
start
to
build
a
better
ecosystem?
M
That's
a
long-term
challenge,
but
it's
it's
one
of
the
things
that
we're
we're
trying
to
work
on.
We've
been
in
discussion
for
a
while
now
about
some
collaborative
efforts
around
research
and
data
sharing
between
organizations
in
the
community.
B
So
how
does
that,
like
you
know,
when
I
feel
when
I
think
like
again,
I
think
of
like
I
want
to
know
this
and
this
and
this
and
where
does
how
does
that
work
from
interdepartmental?
Like
you
know,
example,
you
know
I
mean
like
another
example
like
use
of
things
in
the
udo
like
if
we're
trying
to
make
just
like
we,
as
committees,
are
trying
to
make
decisions
to
see
well
what
policies
or
things
work.
So
how
do
we
look
at?
B
You
know
like
in
the
udo
example,
there's
there's
zoning
things
that
there's
tools,
there's
zoning
things
that
have
never
been
used.
You
know
like
sustainable,
develop
the
sustainable
bonus
and
develop.
I
don't
think
it's
ever
been
used
or
the
cottage
developments
used
two
or
three
times.
How
do
we,
who
tracks
that
data?
So
then
how
we
know
what's
working
so
then
we
as
like
committees
who
advise
policy
can
say
well,
look
this
thing's
not
working
because
it's
not
been
used.
B
That's
who
that's
what
we
should
focus
our
priority
on,
looking
to
adjust
to
make
it
more
usable.
So
how
that's
right
yeah
I
mean
it
was
kind
of
down
in
the
weeds
data,
but
how
like?
How
do
we
garner
that
without
it
or
who's
responsible
for
that?
So
we
can
like
start
to
look
at
that,
because
I
think
that
will
really
help
drive
our
direction
so
much
so.
M
And
I
think
it
there
was
discussion
early
on
and
nikki
was
talking
about
this
one.
M
I
guarantee
you
that
we
have
more
data
work
than
we
could
possibly
do
for
the
rest
of
my
career.
And
so
how
are
we
going
to
decide
where
we're
going
to
put
that
effort?
But
I
think
we
have
and
nikki
named
that
this
is
really
the
way
that
the
the
departments
that
you
all
work
with
are
thinking
that
becomes
a
joint
priority
of
all
of
those
departments.
And
then
you
know
we
can
like.
M
M
I
I
understand,
but
but
I
do
think
we
are
organizing
internally
much
better
than
maybe
has
been
true
historically
around
doing
that
kind
of
collaboration
to
make
sure
that
we're
collecting
the
data
and
answering
the
questions
for
the
issue
and
the
challenge,
not
the
the
work
plan
of
a
of
an
individual
department.
B
Where
do
like
the
big
data
projects
like
how?
How
do
they,
where
do
they
get
brought
up
from
what
you
know
who's?
What's
the
what's
the
group
that
says
hey
this,
would
that
across
across
different
divisions,
who's
the
one
that
drives
to
say,
I
mean
if
your
guys
are
doing
the
work,
but
who's
the
one
who
drives
the
decisions
to
say
like
this
is
a
this
is
the
kind
of
data
collection
process
across
departments
that
would
really
help
things,
whether
it's
growth
or
for
decisions?
Where
does
that
direction
come
from.
M
Well,
ultimately,
city
council,
so
we're
going
to
align
that
with
whatever
they've
named
as
the
priorities.
Hopefully
you
know
that
too
is
aligned
with
with
the
long-term
comprehensive
plan.
So
I
think
that's
the
big
one
is:
how
do
we
fit
in
so,
for
example,
and
and
I'll
say,
part
of
our
strategy
is
take
advantage.
There
are
two
things
to
take
advantage
of
a
priority
and
a
crisis
right.
M
If
there's
a
priority,
then
we
not
only
want
to
support
that
priority,
which
is
the
first
order
of
business,
but
also
to
ask
the
question:
how
can
we
use
this
priority
to
move
things
forward
either
in
culture,
which
is
always
part
of
our
question?
Is
how
do
we
change
the
data
culture,
but
also
can
we
kind
of
entrain
other
pieces
same
with
a
crisis?
M
We
can
often
get
the
impetus.
We
need
to
start
doing
something
important,
because
we
can.
We
can
show
a
link
between
the
thing
that
went
wrong
and
what
we
could
have
been
doing
to
make
it
less
damaging.
M
So,
for
example,
we
are
not
only
supporting
the
reparations
process,
but
using
that
as
a
mechanism
for
driving
cross-organizational
collaborations
that
collaborative
that's
one
of
the
areas
and
also
we're
using
it
to
kind
of
seed,
a
data
inventory
that
can
be
used
by
different
departments
because,
while
it
may
be
applicable
specifically
to
reparations
in
one
sense,
it's
also
the
kind
of
data
that
everybody
is
using
all
the
time
and
so
any
time
we
can
use
a
project
to
move
multiple
things
forward.
M
We
try
and
do
that
as
well,
and
then
again
we
have
departments
come
to
us,
the
the
other
one
I
would
say,
and
we
will
be
working
some
on
this
this
year
when
talking
about
narrative
data
and
the
fact
that
an
individual
experiencing
the
system
is
one
of
the
most
effective
ways
of
seeing
the
system
of
bringing
all
the
elements
together.
M
Things
like
the
actual
app
the
actual
app
is
is
fascinating
in
that
it.
If
you,
if
you
kind
of
look
at
its
technical
implementation,
it
spiders
out
everywhere
and
so
doing
things
on
something
like
the
asheville
app
actually
gets
you
moving
around
across
all
the
departments
almost
and
can
be
another
good
way
to
kind
of
say
all
right.
We
can
deal
with
not
only
doing
a
better
job
of
managing
the
data
for
this
function,
but
then
also
using
that
data
to
ask
questions
about
equity,
for
example,.
B
M
We
well,
I,
I
consider
our
inaugural
date
to
be
march
8th,
which
is
when
cameron
and
natalie
started
and-
and
there
was
an
actual
team
rather
than
just
me,
and
a
lot
of
hopes
and
dreams.
Yeah.
B
I
certainly
certainly
appreciate
it.
I
think-
and
I
think
I've
talked
I've
talked
about
it
at
this
committee
before
we
want
to.
I
was
I
was
out
in
washington
state
before
this
and
one
of
the
most
fascinating
projects
I
saw,
and
it
was
a
way
that
the
community
or
county
tried
to
be
ahead
of
affordable
housing
issues.
Was
they
just
did
a
data
study
and
they
looked
at?
It
was
so
it
was
kind
of
like
it
was
simple
sort
of.
It
was
a
gis
study.
B
It
looked
at
where
the
sewer
lines
were
looked
at
where
the
water
lines
were
looked
at
like
large
track
parcels
that
were
undeveloped,
and
it
basically
looked
at
the
short,
the
most
bang
for
the
buck.
If
we,
this
is
the
parcels.
If
we
look
at
the
data
that
if
we
extend
the
sewer
line
500
feet,
it
opens
up
this
many
lots
if
we
extend-
and
it's
like
looking
at
the
existing
data,
how
to
make
really
good
decisions
to
avoid
crisis.
B
So
it's,
like
you,
said,
not
crisis
management,
but
how
to
be
ahead
of
it
using
data,
and
it
was
one
of
the
most
fascinating.
I
was
part
of
this
process
here
it
was
called
the
urban
growth
study
and
it
was-
and
I
and
I
just
like
I
like
we
need
that
so
bad
here
and
was
that
king
county,
it's
actually
kitsap
county.
M
Okay,
yeah
I'm
more
familiar
with
king
county
stuff,
but
yeah,
and
that
is-
and
we've
we've
been
talking
internally
in
the
city,
just
about
augmenting
our
gis
capacity
to
make
sure
that
we
can
do
more
of
that
sort
of
work.
Yeah.
B
Okay,
well
super.
Thank
you
really
really
do
appreciate
this
and
you
know.
I
think
this
is
an
important
presentation.
It's
good
to
know
your
office
exists
and-
and
I
think
I'm
going
to
be
recommending
a
lot
of
department
heads
talk
to
you,
so
I
know
you're
busy,
but
I
mean
I
think
I've
got
our
development
services
advisor
group
meeting
next
week
and
boy.
I
can
think
of
all
the
list
of
data
that
I
wish
that
they
had
so.
F
B
Well,
thank
you
everybody!
So,
let's
see
we've
got
about
a
half
hour
left.
Can
you
just
feel
cynthia
or
angelica?
Someone
just
fill
me
in
how
many
we
we
have
callers.
We
have
some
public
comment
just
so
I
can
budget
time
how
many
callers
do
we
have
on
the
line
I
saw.
I
saw
some
emails
coming
back
and
forth
about
having
some
live
callers.
Just
so
I
know
how
much
time
to
budget.
B
A
Yes,
I
believe
so
that
christina
had
sent
out.
B
Okay,
great
all
right.
Well,
thanks
everybody.
I
think
it
was
a
very
valuable
presentation
and
I
think,
we'll
all
kind
of
lean
on
that
a
lot
in
the
future.
So
you
know
some
of
our
unfinished
business.
I
want
to
kind
of
try
to
get
through
pretty
fast,
just
because
we
have
about
basically
20
minutes.
I
want
to
leave
a
full
10
minutes
for
public
comment
time,
so
our
task
forces.
You
know,
I
think,
we're
still
continuing
our
meetings.
B
I
think
we're
our
builds
meeting
next
week,
connect
not
sure
when
your
next
meeting
is,
but
we
you
know
I'll,
just
share.
You
know
those
committees
are
in
work.
We
don't
we
don't
spend
much
time
on
on
those,
but
we
do
have
our
meetings
and
again,
our
you
know,
build
focus
is
to
kind
of
put
together
this
develop.
You
know
kind
of
a
developer
guide
like
a
guidebook
for
what
are
the
issues
and
how
we
can
kind
of
encourage
projects.
B
Is
there
andy
anything
from
connect?
You
want
to
kind
of
share
from
the
updates.
I
saw
you've
read
some
of
the
notes
from
the
past
meetings.
J
Yeah,
we
spent
a
good
bit
of
time
in
our
last
meeting,
looking
at
a
couple
of
things,
one
being
as
we
were
thinking
about
recruiting
it
for
the
open
seat
on
this
committee.
You
know
looking
at
the
charter
of
this
committee
and
making
sure
that
you
know
we're
clear
on
what
we
would
be.
You
know
what
we're
asking
community
members
to
do
as
they
step
onto
this
committee
and
have
some
thoughts
there
that
I'd
like
to
discuss
at
some
point,
not
today,
where
the
agenda's,
quite
so
tight.
J
The
other
thing
we
spent
a
lot
of
time
talking
about
and
that
we're
likely
to
take
on
as
a
subcommittee
or
would
like
to
at
least
have
some
more
discussion
around
is
the
equivalent
development
scorecard
that
I
shared
after
last
month's
conversation.
J
I
think
it
fits
in
really
well
with
the
conversation
we
were
just
having
about
data
and
how
do
we,
you
know,
how
do
we
define
the
results
that
we're
looking
for
and
and
know
whether
we're
getting
them
out
of
the
projects
that
we're
funding
so
we'll
leave
it
there
for
today,
but
like
to
explore
that
a
little
bit
more
with
the
full
committee
at
some
point
and
we're
meeting
again.
J
The
second
friday
of
of
january,
I
think.
B
Okay,
we
did
just
connecting
with
that
I'll
connect
that
you
know.
So.
Our
the
applications
were
due
sometime
in
december
for
our
open
seat,
replacing
ember
banks
who
resigned,
and
it
was
pretty
light
like
most.
I
think
what
there
was
only.
B
I
think
there
was
one
application
that
was
in
october
and
one
in
december
and
then
the
rest
were
all
from
applications.
We
reviewed
from
a
previous
seat,
so
it
was
kind
of
like
it
was.
It
was
kind
of
light,
so
a
lot
of
it
was
really
looking
back
at
those
who
had
applied
for
the
last
seat,
and
so
we
made-
and
it
was
kind
of
you
know
so
I
had
to
make-
I
did-
have
to
make
recommendation
to
city
for
boards
and
committees
they
wanted.
B
They
wanted
it
by
the
end
of
the
year.
So
I
tried
I
tried
to
look
at
like
who
would
fill
at
least
the
ten.
You
know,
like
kind
of
amber,
was
kind
of
the
tenant
role
or
someone
who
lives
in
affordable
housing,
and
we
had
someone
from
pisgah.
You
know
someone
from
fiscal
legals
david
had
applied
and
that
you
know
that
he
had
played
the
last
round.
So
I
kind
of
circled
back
with
some.
I
circled
back
with
some
of
the
folks
who
had
applied.
B
Some
of
these
applications
were
back
in
like
april
of
the
year,
so
I
circled
back
with
some
folks
to
make
sure
they
were
still
available
or
some
stu
didn't
live
in
the
city
of
asheville
anymore.
So
it's
a
little
limited,
so
I
think
we'll,
but
I
think
we
should
have
you
know,
bring
up
the
discussion.
You
brought
talk
about
andy
because
we
do
have,
I
think,
come
september.
B
We
have
a
couple
of
seats,
they're
going
to
be
open,
so
we
should
really
look
at
being
very
intentful
with
what
we
want
to
fill
them
and
then
the
reach
out
for
them.
B
I
don't
want
to
get
you
know,
I
think
the
next,
let's
see
luigi,
so
the
housing,
the
moratorium
bit.
You
know
that
I
wanna
we
talked
about
last
time.
You
know,
I
guess
what
I
wanted
to
do
is
just
from
the
the
discussion
discussion.
We
had
last
time
just
to
see
everyone's
thoughts
on
you
know.
I
guess
the
kind
of
the
the
direction
of
the
question
is.
Do
we
feel
there's
a
morator
like?
Is
the
idea
of
a
moratorium
of
pausing
everything
something
we
should
look
at
or
is
the
scope
of
that?
B
We
review
that
all
policy
is
supposed
to
be
reviewed
once
a
year
kind
of
take
care
of
that?
I
guess
I
just
want
to
kind
of
get
everyone's
little
feedback
about
our
last
discussion
about
what
your
what's
your
thoughts
on
it
just
so
we
know
what
to
do
moving
forward.
Do
we
make
any
recommendations?
Do
we
do
we
just
see
if
this
goes
anywhere?
B
My
understanding
is
that
there
hasn't
been
any
conversation
about
actually
initiating
a
moratorium,
but
I
just
want
to
be
ahead
of
it
if
there
is
a
discussion,
so
I
guess
what
I,
what
I'll
kind
of
just
ask
is
I'll
just
kind
of
ask
each
of
you
what's
called
my
name,
just
kind
of
just
share
your
thoughts
about
whether
the
the
moratorium
discussion
that
came
up
last
time
and
if
we
think
it's
something
we
should
be
seriously
exploring
and
keep
on
agenda
items
or
do
we
want
to
just
wait
and
see
what
happens
with
this
scott.
C
Yeah,
I'm
I
mean
I,
I
I
listen
to
the
discussion
on
the
moratorium
or
take
you
know,
taking
a
beat
pause
whatever
you
want
to
call
it,
and
the
only
I
guess,
real
question
that
I
had
coming
out
of
that
was
you
know
is,
is
the
process?
C
I
guess
it's
a
question
of
you
know.
Is
the
process
basically
good
versus
being
perfect
whatever
if
it's,
if
it's
good
and
you
want
to
just
keep
working
through
that,
while
it's
still
actively
going
on?
That
seems
reason
enough
to
not
take
a
pause,
but
I
guess
that's
kind
of
my
question
on
it.
You
know
just
kind
of
the
classic
letting
perfect
be
the
enemy
of
the
good.
J
J
This
committee
taking
a
position
in
support
of
it,
and
I
think
the
two
that
come
right
to
mind
one
would
be
are
we
are
we
talking
about
projects
that
are?
Are
we,
including
both
local
investment,
as
well
as
our
investment
in
projects?
J
As
a
you
know,
investment
of
federal
funds
that
the
city
controls
so
would
be,
for
example,
be
holding
off
on
the
you
know,
upcoming
cdbg
and
home
fund
application
rounds
and
those
sorts
of
things
are
we
just
talking
about
you
know
and
and
what
are
the
consequences
related
to
our
consolidated
plan
to
hud
and
the
caper
reporting,
and
all
of
that
sort
of
thing
that
drives
that
hud
process?
I
think
the
other.
J
My
other
question
is
you
know
if,
if
we
are
gonna
take,
if
you're
gonna
take
a
beat
on
additional,
you
know
new
funds
to
to
projects.
J
I
would
like
to
know
you
know,
I
think,
the
the
design
of
the
data
collection
data
analysis,
that's
being
requested
in
terms
of
the
you
know:
kind
of
equity
outcomes
of
the
housing
investments
that
we've
made
I'd
like
to
know
that
that
was,
you
know,
sort
of
all
teed
up,
and
you
know
we
just
heard
from
the
data
office
and
and
their
you
know.
Their
bandwidth
seems
like
it's
already
tapped.
Do
we
have
the
bandwidth
to
execute
that
strategy
in
a
timely
manner?
J
While
we
continue
to
move
projects
forward.
In
my
mind,
we
can
do
that.
You
know
my
experience
with
data
analysis
projects
that
we've
asked
for
in
the
past,
whether
that's
the
you
know,
bowen
studies,
the
you
know,
the
analysis
of
impediments
for
housing,
some
of
those
kinds
of
things
that
are
you
know,
standard
processes
take
longer
than
we
think
they're
going
to.
So
I
think
a
beat
quickly
becomes
a
full
measure.
Rest.
If
we
don't.
B
Just
so
we
know,
has
there
been
any
you
know
because
it
you
know
it
came
up
in
hd
we
discussed
it.
Has
there
been
any?
You
know
direction
any
talk
from
city
management
about
like
like
if
there,
if
there's,
if
current
applications
come
in
for
a
housing
trust
fund,
are
they
being
reviewed
or
are
there
any?
Are
there
any
new,
but
I
guess
my
question
is:
has
there
been
any
guidance
for
like
whoa?
You
know,
because
sometimes
this
stuff
happens
on
the
back
side
without
us.
Knowing
is
there
been
any
kind
of
direction?
K
Right
and
the
and
to
answer
your
question:
there
has
not
been
any
guidance
from
city
manager,
so
we're
still
business
as
usual
to
the
best
that
we
can.
I
will
say
just
picking
up
from
where,
where
andy
was
asking
some
questions
about
our
federal
responsibilities,
I
don't.
I
don't
believe
that
there
there's
there's
no
anticipated
change
with
our
timeline
concerning
cdbg
and
home
only
because
that
is
a
federal
process
that
we
we
must
comply
with
right.
K
So
I
think
that
that
is
moving
forward
as
planned,
and
then
otherwise
I
mean,
I
think,
we've
we're
we're
processing
our
housing
trust
fund
applications
accordingly,
in
our
land
use
incentive
grant
our
biggest
challenge
really
is
just
the
staffing.
A
K
Far,
but
I
know
that
you
know
the
committee
meets
again
this
month,
and
so
I
think
again
direction
of
course
will
will
either
either
come
through
that
committee
upwards
to
counsel
for
for
full
direction.
But
you
know
I'm
I'm
uncertain
as
to
what
that
agenda
is
shaping
up
to
be
for
hcd
this
month.
K
I
am
working
on
a
luigi
application
that
came
in
over
the
holidays
and
so
that
one
is
one
in
queue
that
I'm
aware
of,
and
so,
but
I
haven't
yet
set
a
set,
any
kind
of
dates
for
for
council
review
or
anything
like
that.
We've
just
received
it
and
housing
trust
fund.
You
know
we
had
we're
in
process
with
both
the
homeward
bound
application
is
still
on
the
dock,
pretty
much
and
for
the
the
days
in
project,
as
well
as
the
haywood
street
community
development.
K
B
B
What
I'm
just
trying
to
get
our
just
feelers
out
is
because
sometimes
things
like
this
happen
in
you
know,
discussions
that
or
it
would
go,
could
come
up
at
age
and
go
back
to
council
and
not
come
through
us,
so
that
what
I'm
trying
to
do
is
make
sure
that
if
there
is
any
discussion
about
this
moving
forward,
that
our
foot
is
absolutely
in
the
door
that
we
will
be
big
parts
of
that
discussion.
So
that's
kind
of
why
I'm
trying
to
gauge
everyone's
interest
on
this
chris.
G
Yeah
well,
I
appreciated
councilwoman
mosley's
info
at
the
the
last
meeting
and
I
hope
that
what
we
heard
today
with
the
odap
office
and
their
goal
of
reporting,
this
data
on
equity
will
help
shape
policies
that
we're
involved
with,
as
well
as
policies
that
that
you
know
that
we
can
take
city
council's
goals
and
and
better
shape.
As
we
move
forward
big
picture,
you
know,
ideally,
we
don't
remove
the
current
policy.
G
That
is
helping
a
needed.
You
know
needed
members
of
our
community,
but
I
agree
that
we
need
to
find
ways
to
incentivize
the
spectrum
of
affordable
housing,
not
just
80
ami
but
those
those
other
those
other
spectrums.
So
I
would
like
to
find
a
way
to
to
keep
helping
those
folks
out,
but
let's
maybe
modify
this
policy
or
add
other
policies
to
further
incentivize
broader
ranges
of
affordable
assistance.
D
B
F
I
G
E
Regretfully,
the
wheels
of
moving
forward
in
asheville
turn
very
slowly
and
there's
many
many
layers,
and
it
takes
a
long
time
for
decisions
to
be
made.
E
So
my
thought
is
that
we
try
to
not
put
anything
on
pause
because
there's
quite
a
few
projects
in
in
some
form
of
getting
ready
to
to
start
or
have
progress
made
on
them,
but
that
we
look
at
keeping
that
moving
forward,
but
also,
at
the
very
same
time,
look
at
additions
to
policies
rehabbing
the
policy,
but
because
in
some
cases
a
lot
of
work
has
been
done
on
certain
projects.
We
should
not
just
wipe
that
off.
You
know
the
slate
and
start
over.
E
We
should
try
to
move
forward
with
those
and
and
then
continue
to
improve
upon
the
flexibility
of
the
policies
that
we
have
and-
and
this
is
just
a
timing
thing,
because
there
is
a
deadline
on
the
bond
money
that
we
were
working
with,
and
I
don't
know
what
the
repercussions
are.
If
we
don't
do
the
things
that
we
should
for
that
with
that
bond
money
legally.
E
So
I
think
we
just
have
to
be
cognizant
of
that.
B
Cool,
I
think
I
think
I've
got
everyone
in
the
committee
there.
Well,
thanks
yeah,
I
mean
obviously
my
you
know.
My
personal
thoughts
are
even
though
maybe
our
car
moves
slowly
and
our
wheels
are
a
little
wobbly
and
sometimes
out
of
alignment.
I
think
a
car,
that's
moving
still
towards
the
finish
line
and
still
needs
to
be
kept
in
motion.
I
would
you
know
personally,
that's
why
I
kind
of
look
for
like
updating
the
housing
trust
fund.
Getting
the
bond
dashboard
very
visible.
You
know
what
I
would.
B
What
I
would
love
for
us
is
to
have
more
applications
come
in
than
as
possible
to
fund
where
we
then
have
to
actually
choose
the
best,
rather
than
just
negotiate
strongly
with
what
we
got.
So
you
know
my
goal
and
you
know
I
think
what
I
would
like
to
see
is
how
we
advertise
how
much
money
we've
got
available
and
how
we
you
know,
especially
coming
up
to
the
end
of
this
bond.
B
You
know
we
two
years
old,
you
know
left
you
know
I
would
you
know
I
would
almost
like
the
floodgates
to
open
of
applications
and
then
us
to
be
able
to
pick
the
best
that
fit
what
we
want.
So
that's
definitely
where
I
sit
on
this,
that
you
know
I
want
as
many
as
possible
to
be
coming
in
and
us
to
get
our
housing
trust
fund
balance
updated
all
the
old
stuff
off
the
books.
So
we
know
this
is
how
much
money
we
got
advertise
it
everywhere.
B
B
If,
if
the
you
know
the
idea
of
a
moratorium
or
pressing
a
pause
button
was
just
you
know,
a
bold
statement
made
to
bring
attention
to
an
issue
or
if
it's
something
that
you
know
is
going
to
be
moved
towards
some
kind
of
action
item.
I
I
hope
it
was.
J
Yeah-
and
this
is
a
quick
question
to
to
nikki
thinking
about
the
federal
programs
and
and
the
data
that
we
had
hoped
to
collect
or
hope
to
provide
to
hcd.
J
I
feel
pretty
confident
that
the
our
the
demographic
information
about
the
the
racial
distribution
of
our
affordable
housing,
investments
and
income,
distribution
of
affordable
housing
investments,
at
least
for
the
federally
funded
projects
we
have
that
data
is
available,
and
I
wonder
if
that
would
stand
in
as
a
I'm
pretty
sure,
that's
required
on
the
caper
reports.
K
I
think
we
can
follow
up
on
that.
That's
a
good,
a
good
option,
I'm
I'm
certainly
not
as
familiar
with
the
caper
as
other
staff
present,
but
we
can
certainly
follow
up
on
that.
To
report
out,
I
mean
I'm
thinking
of
yeah
the
census
tract
data
and
the
investments
needing
to
align
with
certain
low
mod
areas.
So
we
can
check
into
that.
B
Okay,
all
right
thanks
nick's,
you
know
just
kind
of
quick
through
some
of
what
unfinished
business
we
can
tackle
for
the
next
couple
of
minutes
has
urban
interest
to
nikki
that
some
of
the
things
that
there
have
been
were
some
discussions
started.
I
assume
they've
just
been
on
pause
and
not
much
has
happened
specifically
about
like
the
down
payment
assistance
or
the
like.
The
dollar
lot
program
discussion
that
was
kind
of
dropped
is.
Has
there
been
any
action
on
that
or
I
assume
that
that's
just
in
process
or.
I
B
Okay,
I
guess
one
thing
I'll
we'll:
let's
chat
about
for
the
just
real
briefly,
a
few
minutes
before
you
open
up
the
public
comment,
so
the
open
space
bit
it's
so
you
know.
Obviously
we
had
three
of
our
committee
members
who
were
on
that
task
force.
It
was
going
to
go
to
pnz.
It
was
just
pulled
from
pnz
this
month.
B
It's
going
to
be
kind
of
on
hold
for
a
little
bit.
I
don't
know
if
there's
an
actual
timeline
for
when
it'll
come
back.
Yet
the
you
know
the
reasonings
I've
heard
it
was
pulled
for
three
different
reasons.
One
was
objection
from
urban
forestry.
One
was
objection
from
the
neighborhood
you
know
from
can
and
then
and
then
the
other
was
because
it
would
conflict
with
a
project
that's
been
underway
and
in
design
at
the
livingston
street.
I
guess
the
center.
B
You
know
the
center
over
there
that
they
realized
that
that
the
new
rules
would
make
that
project
have
to
be
completely
redrafted.
So
there
was
part
of
the
part
of
the
pulling.
My
understanding
was
to
allow
that
project
to
move
forward,
because
I
guess
there's
no
way
for
us
to
allow
something
to
go
through
vested
in
or
something
I
don't
know.
But
you
know
so
I've
heard
just
back
a
little
back-end
rumblings.
B
I
just
wanted
to
kind
of
share
that
because
I
know
there's
been
such
a
big
conversation
topic,
and
so
I
know
I'd
I'll.
You
know
got
just
a
few
minutes,
but
I
want
to
hear
from
you
know,
scott
margie
and
chris.
If
you
want
to
see
anything
on
on
their
feelings
of
open
space
and
if
they've,
if
they've
heard
any
any
new
movement
of
this
moving
forward
for
next
month
or
if
this
is
just
kind
of
tabled
for
a
little
bit.
Scott.
C
Sure
so
yeah,
I
guess
very
quickly.
I
I
I
wasn't
surprised
at
all
for
the
I
guess:
opposition
or
questioning
from
the
urban
forestry
commission
and
the
coalition
of
asheville
neighborhoods,
which
is
not
to
be
confused
with
the
neighborhood
advisory
commission
committee.
That's
a
city
entity
can
coalition
of
asheville
neighborhoods
is
a
separate
non-governmental
nonprofit.
The
thing
that
confused
me
and
that
I
just
don't
have
enough
background
on
was
the
issue
of
the.
C
I
guess.
It's
a
pool
replacement.
I
think
it's
walton
street
park
that
has
a
pool
that's
being
closed
because
it's
got
structural
deficiencies.
The
pool
is
essentially
being
moved
and
proposed
for
the
community
center
at
the
intersection
of
livingston,
and
I
came
over
the
other
street
and
in
the
chat
I
just
very
quickly
threw
in
a
couple
references
to
state
law,
because
there
was
the
brief
mention
of
you
know
it.
C
The
change
in
the
regulation
will
affect
the
approval
of
that
state
law
is
pretty
clear
on
once.
You
start
a
process.
You've
got
a
vested
right
and
you
know
if
the
regulation
is
in
flux
during
the
processing
process.
Processing
of
that,
basically,
what
you
started
with
is
what
you've
got,
so
I
just
threw
in
this
couple
of
quick
links.
C
I'd
have
to
look
at
it
more
in
more
specificity
and
I'm
sure
planning
an
urban
design
or
development
services
department
could
maybe
comment
more
on
that,
but
was
honestly
a
bit
p
for
the
amount
of
time
that
we've
put
in
just
feeling
like
our
time
and
interest
is
being
disrespected
the
longer
gets
drawn
out.
So
I
would
really
like
to
just
you
know:
get
that
moving
before
pnz
and
ultimately
city
council.
B
E
And
trying
to
talk
to
videla
yesterday
and
understanding
why
they
canceled,
I
heard
from
him
and
got
the
impression
that
that
you
know
city
council
did
not
understand
a
lot
of
the
details
of
what
all
we
had
been
doing
and
he
was
going
to
be
having
meetings
with
them
and
his
staff
to
fully
educate
the
city
council
members
on
all
the
time
and
effort
that
we
had
spent
six
months
worth
of
meetings
trying
to
to
be
good
stewards
of
the
open
space
regulations.
E
B
B
You
know
when,
when
they're
supposed
to
be
given
the
community
input
from
you
know
in
this
case
20
people
and
then
it's
the
recommendations,
then
just
kind
of
get
thrown
back
and
thrown
back
like
pieces
of
paper
into
a
fan
and
said
redo
them.
So,
but
you
know
I
just-
and
I
just
you
know,
want
to
just
acknowledge
and
appreciate,
like
all
the
time
that
we
as
a
committee
put
into
this
individual
members
put
into
this
and
then
staff
time.
B
You
know
it's
like
it's
so
frustrating
for
all
the
work
staff
has
to
put
into
these
things
and
then,
like
I
said
when
their
their
their
papers
get
put
back
in
the
fan
and-
and
I
think
we
need
to-
we
need
to
acknowledge
that
as
a
big
issue
for
culture,
because
that
you
know
listening
to
people
and
not
micromanaging
is
what's
going
to
keep
people
around.
It's
going
to
it's
going
to
keep
people
encouraging
to
come
on.
B
Committees
join
task
forces
and
it's
going
to
keep
city
staff
around
longer
because
the
more
you
micromanage
someone
the
more
they're
not
going
to
be
around
you.
So
there
you
go
chris
here
so
your
hand
up
just
wanna
hear
from
you.
Sorry,
I
forgot
to
ask
you.
G
Yeah
no
worries,
I
I
I
was
just
gonna,
keep
it
quick,
it's
been
frustrating,
I
I
came
on
to
the
to
the
task
force
with
the
identified
issue
with
the
current
open
space
rule
which
prohibits
using
the
city
council,
enacted
density
bonus
in
commercial
corridors,
and
you
know
this
is
this
is
an
issue,
that's
keeping
us
from
being
able
to
use
that
and
is
really
kind
of
a
quick
and
easy
fix,
and
it
is
one
of
the
items
that's
getting
fixed
with
the
code,
which
is
to
remove
the
500
square
feet
per
unit,
and
but
yet
it's
just.
B
B
We
know
it's
a
lot
of
work
and
so
pat
on
back
to
everybody
so
callers
in
the
queue
can
you
see
that
we
have
is
there
we
have
one
or
two
we're
gonna,
we're
gonna,
now
kind
of
move
on
to
let
you
know
unless
anyone
has
anything
else,
I'd
like
to
bring
up
right
now,
I'm
gonna
move
on
to
public
comment.
A
We
have
one
caller
on
the
line
caller.
You
have
three
minutes
to
speak
and
I
believe
you
should
be
in
now.
D
Hi,
this
is
grant
I'm
a
long
time,
asheville
resident
I'm
running
for
actual
city
people,
and
I
comment
I
try
to
send
in
written
comments
about
the
open
space
amendment
it.
It
looks
like
the
way
it's
derived
online
and
the
way
it
shows
up
in
your
public
comments
is
one
big
block
of
text
without
any
paragraph
breaks.
I
do
not
write
like
that.
D
I
use
paragraphs
and
I'm
trying
to
be
relatively
careful,
and
I
just
heard
about
the
open
space
task
force
when
peron
de
john
did
his
commentary
in
the
mountain
express
and
someone
just
mentioned,
the
neighborhood
advisory
council.
D
Say
no
to
the
amendments,
it
does
make
the
task
force
process
and
I
was
part
of
the
energy
innovation
task
force
and,
oh,
my
gosh
we're
we're
talking
about
the
it's
a
commission,
but
the
community
reparations
commission
not
getting
enough
applications.
D
Apparently
that
point
that
was
just
made
of,
I
think
it
was
barry
saying
if
we
want
civic
engagement.
Basically,
if
we
want
civic
engagement
to
be
functional,
it
needs
to
be
attractive,
and
after
about
a
year
of
this
open
space
task
force
it
kind
of
falling
apart
with
lots
of
committees
saying
no
to
it.
D
D
D
It
just
happened,
but
because
of
this
open
space
task
force
not
getting
advertised
to
the
public,
it
really
was
not
I'm
I'm
a
pretty
good
observer
on
city
issues
and
that
commentary
the
mountain
express
from
karen
was
just
a
few
weeks
ago
and
that's
the
first.
I
ever
learned
of
that
open
space
amendment
and
there
may
be
some
valid
technical
issues
with
the
changes.
B
Well,
let
mr
miller
know
we
do
you
know
we.
I
said
we
do
have
that
whole
comment.
Sorry,
I
guess
it
looks
like
the
maybe
the
paragraphing
was
broken
up,
but
we
do.
We
do
have
that.
You
know
your
comment.
I've
read
I've
read
through
it
and
I
always
you
know,
do
appreciate
you
know,
and
I
definitely
I'm
very
appreciative
that
we
are
back
to
a
technology
level
where
we
have
live
comment.
Make
live
public
comment
available
because
we
did
not
have
that
for
most
of
covid.
B
So
I
want
to
you
know
thank
the
the
technical
team
for
making
sure
that's
that's
available
to
us
and
I
do
look
forward
to
the
day.
We
do
have
live
meetings
with
live
people,
but
thanks.
You
know
thanks
mr
mullen
we
do
have.
I
believe,
there's
two
other
public
comments
that
I
don't
think
they're
callers
on
the
line,
but
they
were
comments
sent
in
you
know
one's
a
little
too
long
to
read,
but
they
are
on
there
one.
B
You
know
one
of
them,
one
of
I'll,
just
I'll,
just
kind
of
read
this
one.
That
was
something
from
a
no
name
provided
just
because
it
kind
of
also
covers
the
other
one.
It
basically
says,
there's
a
comment
that
came
in
and
says:
I've
written
to
m,
burleson
and
c
harris
about
my
concerns
regarding
the
poor
maintenance
management
of
glenrock
apartments.
B
I'd
like
to
know
if
there's
someone
that
can
meet
or
talk
with
you
before
your
next
meeting
and
then
there
was
an
additional
comment,
public
comment
that
came
in
and
it's
a
letter
that
kind
of
goes
in
about
the
same
topic
from
suzanne
tortellat
and
it
kind
of
goes
into
a
little
bit
more
detail
about
questions
about
some
issues
at
glenrock.
They'd
like
to
get
addressed
so
I
just
want
to
you
know,
acknowledge
those
public
comments.
Let
people
know
that
they
are
part
of
our
record.
B
I
have
read,
you
know
I've
personally
read
them.
I've
actually
personally
forwarded
it
on
to
one
of
my
contacts
at
mountain
housing.
B
So
you
know
again
I'll
just
again
want
to
thank
the
public,
and
you
know
we
do
you
know
let
you
let
people
know
how
seriously
we
do
take
public
comments
and
do
appreciate
live
engagement
and
and
written
engagement,
and
we,
you
know,
we
do
read
this
and
address
this
and
and
circulate
it
amongst
you
know
our
community
and-
and
I
and
I
do
take
also
mr
millen's
point
about
like
getting
the
word
out
about
some
of
these
public
things
as
they
happen.
It's
hard.
You
know
it's
hard
and
I
wish
there
was
better.
B
You
know
ways,
and
you
know
one
of
at
least
our
our
committee,
you
know,
has
a
task
force
called
connect
that
we
are
with
the
purpose
of
trying
to
how
to
reach
on
the
things
we're
involved
with
how
to
get
to
the
public
better
and
engaged
better.
So
it's
something
we're
all
wanting
and
very
aware
of,
and
you
know
I'm
hoping
as
we
come
out
of
this.
You
know
covered
stuff
that
we'll
get
back
to
live
and
we're
all
going
to
be
hungry,
even
hungrier
for
live
engagement
and
that'll.
B
You
know
open
up,
you
know
more
public
stuff
so,
but
you
know
thanks
everyone
for
their
patience.
Thanks
everyone
for
this
meeting.
Thank
you
for
the
presentation.
You
know.
Thank
you
to
staff
and
community
members,
and
you
know
our
our
committee
members
bless
that
unless
I've
got
any
other
objection,
I'm
going
to
adjourn
any
other
objections.
Any
comments,
I
think
we're
all
good,
then
see
you
next
month.
Thank
y'all.