►
Description
Regular meeting of the City of Asheville Homeless Initiative Advisory Committee.
Access the agenda and other meeting materials at the City of Asheville website: https://www.ashevillenc.gov/department/city-clerk/boards-and-commissions/homeless-initiative-advisory-committee/
Participate before and during the meeting on our public engagement hub: https://publicinput.com/P7267
A
I'm
David
Nash,
chair
of
the
homeless
initiative,
advisory
committee
and
I,
would
like
to
go
around
and
and
as
we
do,
the
roll
call
If
people
could
introduce
themselves
and
say
what
sector
of
the
community
serving
people
experiencing
homelessness
you
represent
so
I
I
am
the
executive
director
of
Asheville
Housing
Authority.
That's
my
primary
role
and
I
will
pass
that
off
to
Lance
Crawford,
hey.
B
I'm
Lance
Crawford
I'm,
the
director
of
Workforce
Development
for
Goodwill.
We
serve
individuals
in
a
variety
of
ways.
Some
of
the
the
folks
experiencing
homelessness
that
we
do
serve
include
folks
coming
out
of
incarceration,
Foster,
Youth
and
just
other
individuals
who
come
to
our
Center
for
for
services.
C
Morning,
my
name
is
David
Bartholomew,
the
pro
program
director
for
homelessness
prevention
at
Pisgah,
Legal
Services.
It's
a
focus
on
homelessness,
diversion
glad
to
be
here.
F
Elvia
Diaz
lived
experience,
social
interaction,
I
guess
I
have
some
training
in
skilled
social
work,
social
ecology.
Thank
you.
Elvia.
A
Oh
you're
Mike
down
a
little
bit
closer
Rick
Freeman
hi.
G
A
J
A
Had
a
scheduled
conflict,
Joelle
steininger.
A
M
A
B
A
Any
other
preliminaries,
oh
I,
do
want
to
recognize
who's
here
in
the
audience
with
us.
If
you're
a.
G
R
A
And
if
you
rep,
if
you
work
for
a
homeless,
Services,
Agency
or
other
agency,
raise
your
hand,
we
have
some
County
staff
here
and
then
I
guess
interested
members
of
the
public
or
am
I
leaving
any
group
out.
A
All
right,
thank
you,
so
we'll
turn
it
over
at
this
point
to
our
Consultants
from
National
Alliance
and
homelessness
to
introduce
themselves
unless
there's
some
other
item
of
business
I've
forgotten
we're
going
to
have
a
we're
going
to
have
six
hours
together
and
they're
going
to
guide
us
through
this
process.
To
make
sure
we
understand
their
recommendations,
I
think
we
can
have
a
robust
discussion.
A
My
and
I
know
that
one
of
the
topics
is
going
to
be
this
committee
and
how
it's
structured,
I,
I,
think
we're
pretty
close
to
the
structure
that
we
need
that,
if
elect
assuming
the
elected
leaders
agree
with
us
that
a
change
should
be
made,
it
will
not
be
a
heavy
lift,
but
I
want
to
make
I
do
want
to
make
sure
that
we
don't
spend
the
whole
day.
A
Talking
about
that
item
I
think
it's
important
for
us
to
talk
about
it,
but
I
think
it's
also
important
for
us
to
talk
about
other
recommendations,
encampments,
shelter
and
and
other
key
recommendations
and
and
at
the
end
of
the
day,
I'll
just
explain:
I'm
sorry
I'm,
giving
too
much
I'm
talking
too
much
but
I'll
try
to
say
my
piece
and
should
then
shut
up.
A
1996,
which
was
my
first
encounter
with
it,
was
the
Homeless
Coalition,
and
we
the
important
thing
that
we
did
that
year
was
to
submit
an
application
to
HUD
for
the
ahope
day.
Center
and
Safe
Haven
shelter,
the
Homeless
Coalition
represent,
was
sort
of
an
informal
group
at
that
point
similar
to
what
it
is
today,
but
it
included
a
lot
of
leaders
from
from
the
homeless
service
agencies.
A
At
the
time
we
shifted
to
the
Hayak,
with
the
10-year
plan
to
end
homelessness
in
the
early
2000s,
I
guess
mid
2000s
and
at
one
point
we
made
the
decision.
The
the
Hayek
was
originally
independent
of
the
city
and
county.
A
We
we
made
the
decision
to
become
an
official
city
and
county
advisory
committee
to
better
engage
the
city
and
county
and
ensure
that
that
that
those
governing
entities
were
were
accepting
some
responsibility
and
and
claiming
ownership
of
the
issue
of
homelessness.
Ending
homelessness
in
particular
and
I
would
say
that,
to
some
extent
that
that
structure
has
finally
paid
off
and
has
paid
off
gradually
over
time.
A
But
we
have
four
staff
members
at
the
city
and
one
part-time
staff,
member
at
the
county
who
has
12
other
jobs,
but
but
we're
we're
seeing
that
and
I
think
I'm
I'm
happy
to
move
forward
and
and
re-establish
it
more
as
a
as
an
independent
or
more
independent
agency.
That's
not
appointed
specifically
by
city
and
county
leadership,
as
long
as
those
folks
are
continue
to
be
involved
and
continue
to
take
an
active
role
on
the
committee,
but
I.
The
one
thing
that
we
have
never
done
in
that
time
frame
is
kind
of
re-integrate
ourselves.
A
This
committee,
with
the
Homeless
Coalition,
so
I,
would
like,
as
part
of
this
process,
to
to
do
that
to
find
a
way
to
fold
the
Homeless
Coalition
in
to
include
the
Homeless
Coalition
in
our
work
groups
that
come
out
of
this
meeting
and
and
to
really
use
this
opportunity
to
to
integrate
our
our
governing
functions
and
our
and
our
system
thinking
functions.
A
The
last
thing
I'll
say,
and
one
of
one
of
the
County
Commissioners
yesterday
mentioned
this-
is
you
know,
let's,
let's
go
back
two
years
to
the
beginning
of
covid
and
think
about
how
many
barriers
we
just
set
aside
how
many
opportunities
we
had
to
say
yes
and
what
kind
of
collaborations
we
we
were
able
to
provide
by
saying
yes
and
take
that
Spirit
into
this
opportunity
it
and
and
move
forward
from
there.
A
S
I'm
Josh
Johnson
the
senior
technical
assistance
specialist
at
the
National,
Alliance
and
homelessness
and.
S
I
appreciate
that
context,
David,
and
also
just
the
trajectory
of
where
you
know
you're
envisioning,
the
COC
going
and
I
I.
Guess
we
don't
have
to
talk
about
it,
you
just
you
did
it
so
we'll
we'll
spend
a
little
bit
of
time,
because
we
really
what
we
want
to
do
today
is
a
little
bit
different
than
yesterday.
We're
not
going
to
get
up
to
the
podium
and
give
a
spill
about
the
report.
We're
going
to
really
try
to
facilitate
some
conversations
around.
S
Where
do
we
envision?
You
know
not
only
the
COC
and
like
the
board
the
structure,
but
also
some
of
the
recommendations
moving
forward,
because
the
power
lies
in
in
this
room
and
and
you
all
with
all
the
different,
diverse
representation
that
you
have
are
going
to
be
the
driving
force,
hopefully
of
everything
that
happens
around
homelessness
in
the
in
the
COC
moving
forward.
S
So
your
voice
is
is
valuable
and
we're
here
to
help
and
answer
questions,
but
it's
really
going
to
be
as
it's
going.
You
guys
are
going
to
drive
the
today's
today's
today's
word
this
Retreat,
because
I'm
sure
you
all
are
tired
of
hearing
me
and
Ann
talk.
So
you'll
have
opportunities
to
do
so
today
and
is
there
anything
else
you
want
to
say
great.
T
Josh
is
going
to
be
our
our
emcee
for
the
day,
so
he'll
be
walking
us
through
the
the
full
object.
The
full
agenda.
S
And
so
a
lot
of
the
activities
we're
going
to
do
with
some
of
the
like
some
smaller
group
conversations
to
a
larger
group
conversations
are
going
to
be
primarily
for
the
folks
around
the
table
who
are
on
Hayak.
There
will
be
opportunities
for
feedback
from
folks
who
are
outside
of
the
tables
who
are
from
you
know
different
respective
parts
of
the
community,
but
I
just
want
to
be
clear.
S
If
we,
if
we
do
ask
a
question,
feel
free
to
you
know
talk
with
your
neighbor
around
like
some
of
the
questions
that
we're
asking,
but
we
will
primarily
ask
for
feedback
from
folks
from
the
the
Hayek
I
just
want
to
make
sure
we're
clear.
I
mean
not
saying
we
don't
want
to
hear
from
anyone,
but
there
will
be
a
time
where
we
we
really
ask
for
the
audience
feedback
all
right.
So
today's
agenda
we
did
a
I
was
gonna.
S
We're
gonna,
let's
just
do
a
brief,
very
high
level
of
the
report,
because
we've
already,
as
as
you
all
sat
over
there
very
astutely
yesterday,
listened
to
the
report.
So
we're
not
going
to
belabor
that
too
much.
But
we
do
want
to
just
do
a
high
level
and
then
have
some
some
time
for
you
all
to
ask
questions,
and
just
oh
generally,
about
the
report
and
then
then
we'll
go
into.
S
They
actually
diving
into
some
of
the
recommendations
and
doing
really
like
a
and
really
spending
time,
with
some
of
the
recommendations,
of
course,
I
think
is
over
115
steps
and
recommendations
to
all
together
we're
not
going
to
cover
all
of
those,
but
we
will
cover
some
of
the
ones
that
based
off
a
conversation
with
the
city
county
in
the
Hayek
chair
around
like
what
was
you
know,
what
are
some
of
the
high
higher
level
ones
we
want
to
discuss,
and
if
we
have
time
we
can
discuss,
you
know
anything
that
you
all
bring
up,
because
we
do
have
a
decent
amount
of
time
and
then
we'll
discuss
next
steps.
S
We'll
have
some
time
for
public
comment
and
then
we'll.
We'll
summarize
and
adjourn.
R
S
S
Really
want
me
to
stand
up.
I
can
I,
don't
have
a
suit
on
today,
so
sit
down
Josh.
Thank
you
appreciate
it
appreciate
it
all
right.
So
just
quick
introduction,
you
know
we,
you
know
who
we
are
we're
a
non-profit
organization
working
to
end
homelessness,
and
we
do
this
in
a
multitude
of
ways:
do
research
advocacy
policy
capacity
building
which,
which
I'm
I'm
a
part
of
and
and
again
with
the
really
the
sole
effort
of
finding
what
works
in
homelessness
and
promoting
it
around
the
country.
S
We
talked
about
yesterday
with
how
we
we
can't
do
that
without
looking
at
the
system
in
general,
and
we
need
to
have
a
system
that
diverse
people
when
possible
and
houses
people
as
quickly
as
possible.
They
fall
into
homelessness.
S
We,
the
all
the
all
of
our
practices
and
our
programs
need
to
have
these
programmatic
standards
in
order
to
really
achieve
that
ultimate
goal
of
making
homelessness
Rarity
for
once
rare
briefing
at
one
time.
Equity
housing
first
has
to
have
some
type
of
diversion
or
housing
Focus
problem
solving
rapid
identification
of
Engagement
of
people
experiencing
unsheltered
homelessness,
to
get
them
linked
to
crisis
services
or
housing.
Housing
Services.
S
We
have
to
have
low
barrier
access
to
shelter
that
and
also
shelters
that
have
that
that
are
housing
focused
that
have
the
so
there's
so
those
short
stays.
So
our
shelters
aren't
turning
into
more
of
a
transitional
type
living
living
situation.
We
have
to
have
the
ability
to
have
rapid
connection
to
permanent
housing,
so
we
have
to
have
housing
interventions
available
to
connect.
Folks
to
we
have
to
understand
the
system
flow.
We
have
to
understand
people.
People
fall
into
home
fall
into
homelessness.
S
We
have
to
have
things
Upstream,
like
David
mentioned,
like
eviction,
prevention,
a
homeless
prevention
Upstream
to
help
folks
who
maybe
are
losing
their
place
to
stay
in
their
place,
but
if
they
do
fall
in
there
has
to
be
interventions
to
help
people
exit
quickly.
Because
what
ends
up
happening
is
we
have
a
stuck
system
and
then
this
is
the
new.
So
we
have
some
new
slides
today
for
you
all.
S
So
what
happens
is
when
our
system's
stuck
right?
We
have
a
an
unsheltered
homeless
population
that
continues
to
grow.
We
have
folks
experiencing
long
terms
and
homelessness.
Then
we
start
making
decisions
based
off
of
some
of
those
symptoms
and
not
we're
not
really
looking
at
the
root
cause.
We
start
you
see
I'm
going
to
use
the
roundabout
analogy.
We
see
the
roundabout,
we
start
adding
more
streets.
S
We
start
adding
all
these
different
different
avenues
that
aren't
necessarily
improving
the
flow,
but
it
just
Elite
might
be
a
new
new
way
to
address
the
crisis,
but
we're
not
really
looking
at
the
system
flow.
R
S
What
ends
up
happening
is
that
we
start
making
a
lot
of
ad
hoc
decisions
about
interventions.
Oh
we.
This
is
really
great
program
that
I
heard
about
that
happens
over
here.
Let's
bring
that,
let's
bring
that
here,
even
though
we're
not
even
thinking
about
how
that
flow,
how
that
helps
with
the
system
flow?
So
when
we
make
that
decision,
we
can
end
up
with
a
lot
of
really
shiny
interventions,
but
no
flow,
so
what's
important
when
we
make
decisions,
we're
really
thinking
about.
S
T
Yes,
so
I
think
the
other
Dynamic
that
we
talked
a
little
bit
about
yesterday
is
the
the
inflow
into
the
system
and
what
we're
seeing
across
the
country
and
other
communities
is
that,
even
if
their
system
flow
is
okay,
the
the
number
of
folks
who
are
becoming
homeless
for
the
first
time
or
who
are
entering
the
system
from
other
systems
so
from
child
welfare,
maybe
jails
and
prisons,
Behavioral,
Health
places
and
and
being
priced
out
of
their
affordable
housing.
T
Most
significantly
is
overwhelming
the
actual
system,
and
even
it
could
be
that
a
system
is
housing
more
people
than
they've
ever
housed
before.
But
the
numbers
continue
to
go
up
because
the
the
system
itself
is
not
at
the
capacity
it
hasn't
grown
to
meet
the
the
need
on
the
front
end.
So
there's
also
some
considerations
that
that
we
probably
want
to
talk
about
around
prevention
and
what
prevention
might
look
like
and
how
accident
you
know.
S
Thank
you
and,
to
that
point
right
like
there
is
prevention
in
the
community
right
just
and
I'll.
Just
be
honest,
a
lot
of
my
Prevention
conversations.
Every
prevention
provider
is
doing
something
a
little
bit
different,
there's
no
coordinated
effort
in
how
we
highlight
prevention
of
those
best
practices
and
how
we
can
do
homes,
prevention,
so
I
mean
that's
another
Avenue
right
as
we
look
at
what
our
interventions
are.
S
S
So
here
are
some
other
just
thoughts
about
like
when
you,
when
you
think
about
making
decisions
as
a
system
right,
because
that's
what
we're
trying
to
move
towards
the
system,
thinking
making
system
Investments
systems,
there's
potential
outcomes
of
of
your
of
your
Investments
right
I'm,
not
going
to
read
all
of
these.
S
T
T
So
you
want
to
be
situating
yourselves
in
in
a
position
to
be
able
to
to
look
at
your
system
in
this
way,
so
that
you
can
make
trade-offs
where
trade-offs
need
to
be
made
or
make
the
hard
decisions
and
recommendations
to
your
elected
leaders
where
those
decisions
need
to
be
made,
especially
in
a
resource
constrained
environment.
S
A
T
So
I
I'm
not
gonna,
review
this
in
detail
again,
just
reminding
everybody
that
you
do.
Actually
the
this
body
has
Regulatory
and
statutory
requirements
that
you
have
to
meet
for
the
Department
of
Housing
and
Urban
Development
to
be
eligible
for
the
1.9
million
dollars
that
you
get
per
year
and
there's
some
work
to
do
to
do
there.
The
you
know
in
in
Hud's,
in
terms
of
how
HUD
has
structured
all
of
this
I
think
it's
important
to
know
that
you
know
the
Continuum
of
Care
is
your
stakeholder
group.
T
It's
a
broad
group
and
the
board
is
really
acting
as
the
decision
maker
on
behalf
of
the
entire
community
in
most
communities
across
the
country,
not
necessarily
the
ones
that
I
used
as
as
examples
yesterday,
but
in
most
communities
across
the
country.
The
HUD
money
is
the
biggest
amount
of
money
that
the
community
gets
to
address
homelessness.
T
So
it's
really
important
to
make
sure
that
this
that
this
body
is
compliant
and
has
the
pieces
in
place
in
order
to
make
strong
decisions
and
to
and
to
really
take
advantage
of
all
the
resources
that
are
available.
The
Continuum
of
Care
Program,
just
as
a
reminder
for
everybody,
is
competitive,
so
the
stronger
this
body
is
and
the
better
decisions
you're
making
the
more
competitive
you
are
across
the
country,
and
you
know
I
spent
10
years.
T
Writing
these
applications
for
the
District
of
Columbia
and
I
will
tell
you
that
in
the
Years,
where
we
were
most
competitive,
that
that
amount
of
money
that
we
were
able
to
get
has
made
significant
differences
over
the
course
of
time.
Because
you
know
in
years
where
we
were
number
one
or
number
two
in
the
country
like
Houston
is
right.
Now
the
amount
of
money
that
we
were
able
to
get
from
a
competitive
standpoint
has
carried
through
for
all
of
these
years.
T
It's
been
a
long
time
since
I've
been
in
the
district,
so
so
it
really
does
have
an
impact
and
I
would
encourage
you
all
to
to
make
sure
that
you're
minimizing
your
own
risk
and
maximizing
your
own
impact
by
by
being
sure
that
you're,
in
compliance
with
the
HUD
regs
here,
can.
L
L
T
You
know
I
think
it
it
depends
on
the
year.
Our
job
at
the
alliance
is
to
is
to
work
with
members
of
Congress
to
understand
what
the
impact
of
increasing
the
total
budget
for
the
Continuum
of
Care
Program
is
so
in
a
year.
Where
there's
a
lot
of
money
that's
available,
then
you,
you
should
really
pay
attention
to
what
is
available
through
bonuses
what's
available
through
reallocation.
This
year
they
had
the
special
nofo
on
unsheltered
and
Rural
homelessness
that
you
know
you
would
want
to
be
competitive
for
I.
T
Don't
remember
whether
you
decided
to
apply
for
it
now
so
like
so
there's
a
there's
there's
an
opportunity,
maybe
that
I
don't
know
what
the
decision-making
was
around
that,
but
probably
around
capacity
right
like
whether
you
had
the
capacity
to
run
two
competitions
at
the
same
time,
but
there
was,
but
there
was
a
pretty
significant
nofo
available
for
for
unsheltered
homelessness.
So
I
think
that
it's
really
year
by
year,
you
have
to
you
have
to
look
at
the
total
budget.
N
So
much
of
what
the
the
first
strategy
in
the
report
is
about
that
creating
a
strong
Foundation
is
so
much
of
what
our
opportunity
is
in
the
community
so
that
we
are
ready
for
things
like
that
special
nofo,
and
so
that
we're
we
can
critically
evaluate
what
our
opportunities
are
to
improve
our
performance
and
our
in
the
annual
COC
competition.
But
we
we
have
some
good
pieces
in
place,
but
we
don't
have
kind
of
as
a
strong,
comprehensive
Foundation,
which
is
a
lot
of
the
initial
recommendation.
N
T
So
we're
you
know
we're
we're
pushing
on
this
in
part,
because
we
think
you
need
the
governance
structure
to
to
be
compliant
with
the
HUD
regs
and
to
and
to
make
good
decisions,
but
we're
also
trying
to
to
push
this
forward
for
exactly
the
reason
that
Emily
just
stated,
which
is
when
you
have
that
capacity
in
place
and
other
opportunities
come
up
I.
You
know,
I
worked
there
for
10
years,
so
I'm
I'm,
pretty
sure
that
this
isn't
the
last
unsheltered
nofo
that
you're
gonna
see
from
HUD.
T
They
have
some
Authority
from
Congress
now
to
be
able
to
recapture
funding
from
old
grants
in
order
to
do
that
kind
of
funding.
Opportunity
again
so
I
think
it's
just
important
to
be
ready
and
the
communities
I'm,
hoping
that
they're
going
to
announce
those
those
grants
sometime
in
the
next
couple
of
weeks,
along
with
the
last
Continuum
of
Care
Round.
But
you
know
that
capacity
just
gives
you
some
flexibility
and
gives
you
a
little
bit
of
nimble
ability
to
be
nimble
when
those
opportunities
come
up.
T
And
then,
when
we,
when
we
talk
about
I,
mentioned
this
yesterday,
when
we
talk
about
governance
and
funding,
even
though
this
is
a
HUD
requirement,
it
is
really
about
ensuring
that
there
is
a
coordination
with
all
the
different
kinds
of
funding
resources
that
you
have
in
your
community
and
not
just
the
HUD
funding.
So
it's
really
about
you
know
your
mainstream
systems,
your
City
money,
your
county,
money
or
state
money.
All
of
that
can
get
coordinated
through
this
one
governance
body.
T
T
It's
a
requirement
to
have
a
governance
Charter
that
very
clearly
illustrates
what
sort
of
authority
is
delegated
to
what
other
bodies-
and
you
can
see
here
on
this
list-
that
there
are
a
number
of
things
that
the
COC
board
is
responsible
for
doing
so
it's
overseeing
the
work
of
the
Continuum
of
Care
and
while
it's
overseeing
it,
much
of
the
work
actually
happens
through
committees
and
work
groups
of
of
folks
who
are
not
necessarily
just
on
at
this
table
today,
you're
going
to
want
to
bring
in
other
experts
within
your
community
to
help
fill
out
those
work
groups,
so
that
you
have
the
expertise
that
you
want
and
need
approving
the
written
standards.
T
One
of
the
things
that
Josh
just
talked
about,
one
of
the
things
that
Josh
just
talked
about
was
that
you
know
your
prevention
providers,
your
homelessness
prevention
providers
are
all
doing
something
slightly
different
and
not
in
a
particularly
coordinated
manner.
So
do
you
have
written
standards
that
help
govern
it
govern
how
everybody
is
operating
together
as
a
system
in
your
in
your
prevention
programs?
That's
going
to
be
important
and
that
that
follows
through
through
all
the
other
programs,
obviously
approving
the
ranked
list
for
your
COC
project
applications.
T
That's
a
function
of
submitting
the
application
every
year
having
policies
and
procedures
for
coordinated
entry.
That's
a
big
one.
A
lot
of
community
spend
quite
a
bit
of
time
deciding
how
they
are
going
to
again
in
a
in
a
resource
constrained
environment,
how
you're
going
to
make
decisions
or
how
you're
going
to
empower
your
Frontline
staff
to
make
decisions
about
who
gets
what
resources
and
under
what
circumstances,
so
making
sure
that
you
have
those
policies
and
procedures,
establishing
your
committees
and
work
groups
and
then
setting
the
the
overall
COC
goals
and
and
priorities.
T
So
we
recommended
a
goal
of
a
50
decrease
in
unsheltered
homelessness
by
the
2025
pit.
Count
in
this
I
I
would
imagine
that
needs
to
be
decided
on
by
this
group
and
sort
of
ratified
as
a
goal
for
the
community
by
this
group.
It's
a
just
a
recommendation
from
us.
N
Can
I
ask
before
you
go
on
from
this
just
to
levels
that
I
I
think
all
of
you
at
the
table
know
this,
but
just
to
be
sure
that
folks
are
clear.
N
Our
currently
our
Continuum
of
Care
and
emergency
Solutions
grant
funding
is
specifically
going
to
Homeward
Bound
and
to
help
mate
for
permanent
Supportive,
Housing,
rapid,
rehousing
and
emergency
shelter
at
helpmate,
and
that's
because
we
only
had
applications
from
those
two
organizations
in
both
of
those
competitive
processes
in
the
late
summer
of
last
year.
So
I
wonder
if
you
all
could
talk
a
bit
about
how
maybe
how
that
looks
in
other
communities,
but
specifically
about
written
standards.
N
I
understand
how
written
standards
would
apply
to
funded
organizations,
but
since
we
only
have
two
funded
organizations
in
our
community
in
our
Continuum
of
Care
through
those
two
specific
parts
of
Hud
money,
could
you
just
talk
us
through
what
that
looks
like
or
what
that
would
mean.
S
Well,
we
will
spend
some
time
just
a
little
bit
today,
just
talking
about
how
do
we
incentivize
other
community
members
to
engaged
with
what
we
consider
our
standards?
That's
like
eight
participating,
hmis
and
part
of
that,
we'll
we'll
kind
of
talk
about
it
as
a
group,
but
that's
creating
membership
right
and
then
that's
also
leveraging
maybe
funding.
S
If
you
know,
as
as
you
know
as
we
continue
to
educate
the
community
more
about
what
what's
available,
I
think
because
I
think
a
lot
of
times
what
ends
up
happening
is
the
community,
the
folks
who
are
closest
to
the
funding
and
understand
it
the
best
and
they're
the
ones
who
usually
are
always
going
to
apply
for
it
and
know
all
the
regulatory
responsibilities,
so
I
think
there's
some
education
education
on
top
of
that,
but
as
far
as
how
other
communities
have.
T
Well,
I
I
would
say:
there's
a
couple
of
things:
there's
sort
of
the
the
hard
the
harder
approach
of
making
sure
your
City,
County
and
philanthropic
contracts
or
grants
have
those
requirements
in
them
so
that
there's
a
sort
of
Baseline
anybody
who
gets
public
or
philanthropic
dollars
in
this
community
has
that
requirement
in
their
contract.
So
that's
something
you
likely
want
to
work
on
fairly
quickly
to
make
sure
that
you
have
some
some
ability
to
create
a
cohesive
system.
T
The
you
know,
the
other
thing
is
what
Josh
was
talking
about,
is
trying
to
make
sure
that
other
players
see
the
benefit
of
being
part
of
that
system
and
sort
of
being
a
puzzle
piece
in
in
a
larger
in
a
larger
effort,
and
that
takes
a
little
bit
more
time.
Most
communities
for
their
state
and
local
dollars
do
have
requirements
in
their
contract
that
match
to
some
extent
the
the
HUD
requirements,
and
that
would
go
for
yours.
T
That
would
apply
to
your
cdbg
money,
your
home
money
and
then
other
pots
of
money
like
your
pandemic
funding.
That
would
that
would
contribute
to
this
effort.
T
We
also
think
you
know,
from
a
philanthropic
standpoint,
there's
there's
a
lot
of
value
for
members
of
the
philanthropic
Community
to
have
their
own
group
of
of
organizations
that
work
together
and
and
sort
of
all
Row
in
the
same
direction.
T
We've
seen
that
work
really
successfully
as
a
funders
collaborative
in
other
communities,
so
the
funders
collaborative
would
have
a
seat,
maybe
on
the
Continuum
of
Care
board,
but
also
have
an
actual
organization
or
structure
that
they
work
through
to
maximize
the
impact
of
their
philanthropic
dollars
and
to
align
with
what
the
COC
board
is
saying.
Are
the
priorities
so
there's
a
national
organization
called
funders
together
to
end
homelessness.
That
does
that
at
the
national
level
they
provide
technical
assistance
to
to
funders
all
over
the
country
in
order
to
establish
local
funding.
T
And
then
this
detail
on
Continuum
of
Care
operations,
Caesar
things
that
are
included
in
in
the
regulations
and
in
Hud's
guidance.
You
know,
holding
meetings
at
least
semi-annually,
inviting
members
to
join
publicly
sort
of
having
a
written
process
or
a
charter
on
how
you
select
your
board,
appointing
the
Committees
and
subcommittees
leading
through
racial
equity
and
Justice
lens,
again,
governance,
Charter
evaluating
all
the
projects
in
your
communities,
assuming
that
you
have
good
enough
data
in
order
to
do
that
and
then
again
establishing
those
those
written
standards.
M
We
I
know
that
our
the
city
has
established
that
Equity
is
a
top
priority
and
I
know
that,
with
the
data
that
we're
looking
at
as
far
as
like,
for
example,
the
state
of
black
Asheville,
when
we're
talking
about
disparities
in
income
and
access
to
housing,
their
specific
disparities
among
our
black
brown
and
Indigenous
populations,
there's
also
disparities
in
our
lgbtq
population,
but
I'm
I
was
surprised
that
I
didn't
see
it
at
a
foundational
level.
I
saw
it
as
a
lens
which
yesterday
I
saw
it
as
like.
A
foundational
yeah.
T
I
think
it's
really.
The
language
here
is
reflective
of
what
the
HUD
requirements
say
and
that
that
language
is
probably
a
little
bit
old,
doesn't
move
quite
as
fast
as
the
field
does.
The
field
really
is
is
moving
much
more
towards
that
that
work
as
foundational
to
the
to
the
Continuum
of
Care
operations.
In
order
to
address
homelessness
writ
large,
you
actually
have
to
address
those
disparities
and
and
inequities
sort
of
as
a
as
a
Baseline.
T
Thank
you
for
calling
that
out,
though,
it's
really
important.
The
other
group
that
is
often
that
we
talked
a
little
bit
about
yesterday,
that's
often
overrepresented
in
most
Con
in
most
homeless,
populations
is
people
with
disabilities
and
we're
starting
to
see
it
happen
with
older
people
too.
T
And
you
know
establishing
your
performance
goals,
making
sure
you're
putting
together
your
funding,
application
operating
coordinated
entry
and
and
using
all
your
data
again.
We
we
talked
about
these
yesterday.
This
is
just
going
into
a
little
bit
more
detail
about
what
The
Continuous
Care
operations
can
look
like.
V
T
You
know
some
of
the
things
that
can
lead
to
ineffective
governance
in
a
community
folks
who
aren't
regularly
engaged.
So
if
you're,
not
having
regular
meetings
or
report
backs
and
folks
kind
of
forget
or
don't
know
why
they're
on
their
on
their
Continuum
of
Care
board,
to
begin
with,
they
don't
know
what
their
role
is.
They
don't
understand
what
their
impact
could
be
when
you
don't
have
authority
to
set
system-wide
policy
vision
and
direction
that
can
create
some
problems,
but
not
everybody
on
a
COC
board
has
the
individual
authority
to
do
that.
T
That's
why
we
have
the
city
in
the
county
at
the
table.
That's
why
we
have
philanthropy
at
the
table
so
that
it's
really
a
collective
action
model
and
if
you're
only
making
recommendations
as
a
body
around
who
gets
money
for
the
Continuum
of
Care
and
ESG
you're,
actually
not
doing
your
jobs,
it's
not
what
a
COC
is
envisioned
and
then
a
lack
of
diversity
among
your
board,
including
racial
diversity.
So,
if
you're
bored
to
Josh's
point
yesterday,
I
feel
like
he
got
the
biggest
Applause
of
the
day,
he
got.
T
He
got
the
Applause
of
the
day
for
sure,
but
when
he
was
talking
about
how
your
leadership
should
really
be
reflective
of
the
people
who
are
closest
to
to
the
issue
that
we're
trying
to
solve.
T
So
again,
they
shouldn't
be
a
surprise
to
you.
Micromanaging
staff
support,
no
transparency
or
Clarity
around
decision
making.
I
will
say
that
you
know
this
is
an
issue
I
think
here
in
a
lot
of
communities
too,
but
here
what
we
heard
from
your
community
when
we
surveyed
them
was
they
don't
understand
what
who's
making
decisions
on?
T
What
issues
they
don't
know
who
to
call
if
they
see
somebody
who's
experiencing
homelessness
or
who
is
in
crisis
on
the
street,
and
they
then
make
some
assumptions
that
nothing
is
being
done
so
that
transparency
and
Clarity
isn't
really
just
about
within
your
own
field.
It's
really
about
making
sure
you
have
some
transparency
with
the
public
so
that
they
understand
what
steps
are
being
taken
and
then
performance
and
data
are
incredibly
important
and
I
guess
the
the
the
other
thing
that
I
think
is
most
important
on
this
slide
is.
T
It
looks
very
different
now
than
it
looked
two
years
ago.
It
looks
very
different
now
than
it
did
five
years
ago,
so
you
have
to
be
in
sort
of
a
constant
Loop
of
making
sure
you're.
Looking
at
your
at
yourselves,
your
own
governance,
your
own
data,
doing
continuous
quality,
and
you
know
control
and
Improvement,
but
also
being
okay
with
having
to
to
make
changes
and
what
I
generally
refer
to
as
sort
of
mid-course,
Corrections
right
everybody
has
to
make
them
and
there's
there's.
No,
there
shouldn't
be
resistance
to
to
making
quality
mid-course
Corrections.
T
N
I
think
in
that,
could
you
back
up
one
slide
in
that
discussion
about
transparency
and
Clarity
around
decision
making
for
myself
in
the
beginning
of
this
project,
when
Josh
and
Christy
were
asking
questions
about
how
decisions
get
made
in
our
community
I
had
a
really
hard
time
understanding
what
decisions
they
were
talking
about,
which
I
think
speaks
to.
We
haven't
had
sort
of
system
level
decision
making
happening.
We've
had
a
lot
of
individual
decision
making
happening,
including
you
know
many
of
us
in
this
room
sort
of
to
that
that
slide.
L
Before
we
move
from
the
section,
I
have
a
couple
questions.
One
of
my
questions
has
to
do
with.
Is
it
the
role
of
the
COC
governance
committee
to
decide
on
who
the
collaborative
applicant
is
yes,
okay
and
so
right
now
that
is
the
city?
Okay,
so
I
just
wanted
to
get
some
clarity
around
that
that
being
there,
that
being
the
coc's
kind
of
oversight
and
then
also
there
was
some
conversations
before
I.
L
Think
you've
answered
a
couple
of
my
questions
in
relationship
to
involvement
with
Community,
but
when
it
comes
to
the
work
groups,
are
we
going
to
have
time
today
to
delve
in
to
identify
like
what
work
groups?
The
COC
does
want
to
focus
on
and
then
do
you
recommend
other
community
members
that
are
outside
of
our
current
structure
of
the
COC
to
participate
in
those.
S
We'll
have
time
today
not
too
much
time
David
to
talk
about
COC
and
so
I'm,
just
I'm,
just
playing
with
you.
We
will
have
some
time
today
to
talk
about
the
CLC.
That's
going
to
be
our
first
kind
of
a
small
group.
Large
group
conversation
we're
not
going
to
recommend
who
should
be
on
this
up
those
subcommittees,
but
we
will
allow
time
for
you
all
to
talk
as
I
feel
like
even
though
I've
been
in
the
community
for
about
six
months.
S
You
all
have
a
way
better
grasp
of
who
should
be
on
these
subcommittees
than
I.
Do
I
have
some
suggestions
if
you
ask,
but
you
all
have
a
conversation
with
not
with
the
goal
of
not
having
final
decisions
today,
but
it's
to
be
able
to
start
planning
those
seasons
and
having
those
conversations,
because
you
guys
have
a
another
meeting
on
the
ninth
all
right
of
February,
where
you
can
start
actually
making,
maybe
helping
making
some
Headway
on
some
of
the
conversations
and
recommendations
that
we
we're
discussing
today.
Okay,.
L
S
I
can
speak
to
it
a
little
bit
so
communities
have
some
type
of
membership
to
to
joining
the
COC.
It's
usually
like
so
I
was
looking
at
I.
Think
it
was
Raleigh
has
a
document.
If
you
go
to
pretty
much
any
COC,
they
have
a
do.
You
want
to
join
the
member,
the
the
COC,
it's
a
free.
You
disagree
agree
to
follow
the
written
standards.
S
This
is
how
you're
able
to
vote
for
CLC
governance
and
see
in
in
any
type
of
coc
membership
or
or
decisions,
and
it's
it's
just
a
way
to
get
folks
kind
of
bought
into
the
overall
COC
and
as
as
we
talked
about
it,
the
homeless
response
system
is
bigger
than
just
folks
who
are
funded
by
COC.
And
yes,
as
we
know,
because
a
lot
of
folks
do
do,
who
are
doing
great
work
are
not
necessarily
funded,
but
there
are
still
a
part
of
that
COC.
S
This
is
just
more
of
like
a
form
getting
a
formal
body
of
folks
together
that
that
is
it's
not
which
I
mean
how
I've
seen
it
done.
It's
not
like
high
rules
of
like
how
to
engage
it's
more
or
less.
Like
will
you
be
willing,
your
organization
be
willing
to
join
the
COC
and
follow
these
these?
You
know
these
rule
these
expectations,
including
entering
data
and
HMS,
if,
if
applicable,
so
yes,
that's
what
that's
what
we
mean
by
COC
membership,
but
that's
that's
in
the
recommendations.
S
That's
something
that
you
all
can
talk
talk
through.
We
can
provide
you
with
a
fluster
of
like
different
Community
examples
of
how
that's
done
and
again
it's
you
know.
We
wanted
to
make
sure
it
makes
sense
for
Asheville
Buncombe
CLC.
So
we
can
give
you
some
examples
and
you
guys
can
think
through
that.
N
And
you
typically,
is
it
right
that
people
who
participate
on
subcommittees
or
work
groups
would
be
COC
members.
T
But
you
can
also
bring
in
other
experts
that
that
might
be
outside
of
the
Continuum
of
Care.
You
know
that
you
need
either
for
an
ad
hoc
group
to
to
tackle
a
specific
problem
or
that
you
need
just
to
to
have
as
an
advisory
member
for
for
their
particular
expertise.
So,
like
the
Los
Angeles
Continuum
of
Care
had
a
work
group
on
black
people
experiencing
homelessness
in
their
community
and
they
brought
specific
Equity
experts
to
that
group.
T
G
S
Yes,
we
I
mean
one
of
the
things
that
actually
is
in
a
couple
slides.
We
talk
about
political
will,
not
not
driving
my
driving
policy.
Well,
we
so
the
the
structure
of
the
COC
governance
board
should
not
be
controlled
by
any
like
it
generally
should
not
be
controlled
by
any
government
body.
So
what
we're
trying
to
do
is
just
clarify
that
and
make
sure
make
sure
the
it
being
appointed
by
city
and
county
gets
removed
from
that.
S
So
there
is
they're
just
we're
just
ensuring
that
there
is
not
that
that
doesn't
mean
that
the
local
government
is
not
a
part
of
the
COC
governance
structure,
but
the
the
community
itself
should
be
driving
along
with
the
government
should
be
driving
decision
making.
So
for
us
being
its
own
body
it.
S
What
you're,
what
you're
speaking
to
is
more
or
less
about
like
who
will
be
the
collaborative
applicant
if
that's
a
non-profit
agency
right
or
is
that
the
city
or
is
that
the
county,
but
no
matter
who
that
collaborative
applicant
is
the
COC
governance
board
will
be
the
decision-making
body
which
is
not
going
to
be.
It
should
not
be
governed
by
any
any
entity.
Let.
T
Me
just
clarify
one
thing:
we
did
not
suggest
that
the
that
the
Hayak
board
has
to
be
a
non-profit.
We
were
not
suggesting
that
it
that
you
have
to
create
a
new
non-profit
in
order
to
move
forward.
What
we
were
suggesting
was
that,
right
now,
the
only
entity
that
gets
to
decide
the
only
entities
that
get
to
decide
who
was
on
the
COC
board
are
the
city
in
the
county,
and
we
think
that
that
should
be
broadened
out.
Thank.
E
Is
that
okay,
so
I've
thought
about
this?
A
lot
and
I've
lived
here
since
1999.
Just
to
give
some
background
and
some
history,
I
used
to
work
for
a
counseling
center
and
I
was
a
little
alarmed
at
the
idea
of
starting
a
new
non-profit,
just
working
for
a
foundation.
Now
we
we
are
wonderfully
flush
with
very
capable
non-profits.
So
the
idea
that
we
had
started
another
one
really
got
my
mind.
Thinking
to
this
problem
and
I
think
one
Gap
that
I
see
all
over
the
place
is.
E
We
do
not
have
a
strong
connection
with
health
care,
and
so,
if
we
think
about
housing
for
health,
there
was
actually
an
entity
in
Los,
Angeles
called
housing
for
health.
I.
Think
that's
something
that
we
really
need
to
be
thinking
about,
and
we
already
have
kind
of
a
solution
that
I
see
with
our
health
department.
The
housing
for
health
was
originally
housed
with
the
Los
Angeles
County
Health
Department
it
it
does
get
appointments
from
all
the
representatives
that
we're
missing.
We
don't
have
fqhc
representation.
We
don't
have
free
clinic
representation.
E
I
can
go
through
the
list.
We
also
would
have
the
opportunity
with
that
to
have
more
of
a
domestic
violence,
coordinated
access
process.
My
apologies
to
help
mate
and
all
of
the
Hoops
that
we
have
made
them
jump
through
in
the
past
three
years
to
gain
funding.
We
just
we
shouldn't
be
doing
that
I
think
also.
If
we
had
involvement
with
the
health
department,
we
would
be
able
to
get
our
high
utilizer
list
that
we
used
to
have
five
years
ago
with
the
sale
of
Mission
Health
System
changes
in
local
government.
E
E
It
interfaces
with
all
entities,
except
for
maybe
faith-based
and
I
think
that
we
could
have
a
special
work
group
with
faith-based
folks.
Given
the
success
of
what
we
had
with
code
purple,
it
was
our
very
successful
working
group.
What
was
missing
from
that
conversation
honestly
was
that
we
were
out
of
compliance
two
years
ago
and
that
we
did
not
have
a
code
purple
strategy.
So
that's
great
that
we've
come
to
where
we
are
now,
but
I.
Think
some
of
the
success
of
code
purple
was
that
it
was
multi-disciplinary
right.
E
We
did
not
just
have
Hayak
members
on
it.
We
did
have
some
but
I
think
the
multiplicationary
Avenue
that
that
had
I
think
timeliness.
We
knew
when
it
was
going
to
start
getting
cold.
So
when
we
had
the
code
purple
work
groups
in
the
summer,
there
was
a
definite
deadline
to
when
things
needed
to
be
in
place.
E
I
think
if
we
had
an
entity
at
the
health
department,
it
would
also
help
with
our
hmis
leverage,
which
is
a
gap
that
we
currently
have.
We
don't
have
all
providers
that
participate
in
hmis
and
that's
a
lift,
as
some
providers
need
a
lot
of
training
and
technical
assistance.
Health
departments
have
access
to
local
training
and
technical
assistance
funds
from
the
state.
You
can
see
our
location
we're
far
distance
from
Raleigh.
It
would
be
really
great
to
leverage
some
of
those
resources
of
structures
that
we
already
have.
E
I
know
that
that
the
health
department
is
a
county
entity,
I'm
very
well
over
that
aware
of
that,
but
I
think
that
we're
just
we
put
a
lot
of
pressure
on
our
health
system.
We've
put
a
lot
of
pressure
on
our
local
free
clinics
with
homelessness
issues
and
we're
still
having
people
die
intense.
So
so,
just
that
Health
Care
piece
is
really
missing
from
what
we're
doing
and
I
think.
E
If
we
had
an
entity
associated
with
the
health
department
going
back
to
our
local
leaders,
the
leader
of
dogwood,
hell
trust
used
to
be
the
local
Health
Department
director
she's
a
medical
doctor.
She
also
has
a
specialty
in
public
health.
So
you
know
your
your
main
funder
is
very
well
aware
of
some
of
the
assets
that
we
have
and
knows
how
to
use
them.
And
finally,
as
your
boring
business
partner
friend
I
get
I
blanch
a
little
bit
at
seeing
all
those
millions
of
dollars
on
those
slides.
E
We
need
a
very
strong
governance
strategy
with
accountants
and
financial
people
and
access
to
finance
departments.
To
help
us
make
economic
decisions
and
how
we
can
best
use
our
funds
to
help
people
who
most
need
it
and
I
really
just
see
an
entity
somehow
involved
with
the
health
department,
not
necessarily
a
non-profit,
with
its
own
board
of
directors
and
starting
from
the
ground
up,
but
I'm.
Just
I
just
want
to
throw
that
out
there,
because
I
know
that
we
have
to
tackle
governance
today,
and
we.
A
We
don't
have
to
tackle
governance
today,
but
we
do
have-
and
those
are
excellent
suggestions
to
add
to
the
governance
discussion
just
Jamie
before
I
we're
at
1007
just
a
time
check
on
on
your
this
first
segment.
For
you
do
we
have
time
for
some
discussion
right
now
or.
S
We
have
if
we
can
just
get
through
about
four
more
slides
quickly.
We'll
have
some.
A
D
On
the
health
recommendation,
I
have
a
severe
mental
illness
and
some
a
history
of
substance,
use
and
I
was
homeless.
That's
my
lived
experience.
I
was
willing
to
get
help
to
go
into
long-term
help
with
a
local
psych
ward,
because
I
don't
smoke
and
smoking
can
be
a
barrier
to
reaching
for
help.
Also
for
going
into
shelters,
I,
don't
know
that
all
of
these
programs
and
the
governance
of
the
COC
will
get
down
to
the
street
level
and
overcome
that
initial
resistance
to
entering
the
system
for
help.
S
Can
I
just
say
that?
That's
why
your
voice
is
so
so
powerful
in
this
room
to
ensure
that
that
happens.
So
as
we
continue
to
think
through
subcommittees
and
governance,
we
have
to
ensure
that
it's
really
meeting
the
needs
of
the
folks
who
who
need
it
the
most
and
it
is
impactful
so
I
appreciate
you
sharing
that
and
I
think.
That
is
what
what
the
direction
we
need
to
go
to
go
in.
So.
S
So
I'm
going
to
quickly
just
go
through
this,
so
we
can
have
some
just
some
time
before
our
break,
to
have
some
more
general
report
related
questions.
So
I
talked
about
this
yesterday,
so
I'm
not
going
to
spend
a
lot
of
time
on
this,
but
just
these
are
the
folks
that
we
talk
to
during
our
process
a
lot
of
things.
What
we
heard
as
we.
S
We
talked
about
the
public
safety
from
from
folks,
not
only
who
have
have
a
home
in
the
community,
but
folks
who
are
unhoused,
the
need
for
more
income
programs,
employment
being,
of
course,
one
of
them.
But
you
know
also
like
continuing
to
utilizing
like
soar
and
make
sure
that's
utilized
across
the
community.
S
I
just
I
did
want
to
just
share
one
one
thing
we
talked
I
have
we
had
in
one
of
our
focus
groups.
We
had
a
gentleman
who
said
he
came
to
Asheville.
Maybe
six
or
seven
years
ago
became
addicted
to
opioids.
He
he
ended
up
fighting
through
in
in
in
in
no
longer
using
it,
and
then
he
was
still
experiencing
homelessness.
He
said
he
went
to
a
local
store
to
get
a
job
and
they
said
we
don't
we
don't
hire
your
kind.
S
So
so
that's
what,
when
I
looked
at
the
slide
after
yesterday,
I
was
like
that's
something.
That's
like.
We
really
need
some
intentional
employment
programs,
because
there's
discrimination
for
folks,
even
if
they're
they,
they
checked
all
the
boxes,
they're
working,
they're
wanting
to
get
employment,
but
there's
still
folks
who
will
say?
No,
you
know
you,
we
don't.
You
know,
we
don't
serve
your
kind.
So
these
are
some
of
the
things
again.
We've
heard
I'm
not
going
to
go
through
all
of
them.
S
These
are
the
what
the
community,
what
we
hear
from
the
community
that
we've
we've
instilled
into
values
that
we
believe
that
should
be
core
to
what
you
all
are
thinking
about.
As
you
all
make
decisions
create
committees
create
the
structuring
of
what
what
the
CLC
governance
board
in
the
community
looks
like
in
in
Asheville.
Welcome,
CLC
talk
about
being
bold,
creating
accountable
and
transparent
governance
structures,
build
trust
through
Unity
collaboration
and
Justice
focus
on
Housing
Solutions
value.
S
The
voices
of
people
with
lived
experience,
maintain
Fidelity
data
and
evidence
and
I
want
to
make
sure
that
data
is
not
just.
You
know,
quantitative
data,
but
that's
qualitative
data
what's
happening
the
data.
The
the
numbers
can
only
tell
us
one
thing,
but
people's
stories
tell
us
a
whole
can
help
fill
in
the
gaps.
S
T
I
could
just
know:
I
I
think
go
if
you
could
go
back
one
side.
These
Community
Values
are
also
something
that
this
group
should
think
about
decide
whether
you
want
to
adopt
them.
If
you
need
to
Wordsmith
them,
I
wouldn't
spend
a
ton
of
time
there
because,
but
then
include
them
in
your
governance
Charter,
so
that
all
the
work
groups
are
being
held
to
this
set
of
Community
Values.
S
All
right,
so,
just
as
we
did
the
Gap
slide
yesterday,
just
showing
what
again
we
talked
about
not
having
a
one-for-one
recommendation,
but
just
saying
we
need
to
create
some
one
for
people,
emergency
shelter,
for
people
to
access
that
again
is
a
defective
shelter
and
then
having
a
rapid
rehousing.
So
even
with
that,
200
number-
that's
roughly
around
16
slots
per
month
available
through,
like
your
coordinate
entry
system,
just
to
create
the
system
flow
to
keep
folks
moving
in
throughout
the
system.
S
This
is
the
North
Star
goal
of
of
reducing
unsheltered
homelessness
in
two
years
that
again
and
talks
about
you
all
either
adapting
as
a
COC
governance
structure,
and
these
are
the
broad
strategies
in
which
all
of
our
recommendations
fit
under
is
like
creating
a
strong
Foundation
which
is
key,
implementing
evidence-based
and
inclusive
policy,
improving
system
performance
through
program
design,
improving
that
data
quality
and
Reporting
and
investing
in
in
the
future.
So
this
is
just
the
numbers,
the
the
considerations,
the
projections
of
of
what
those
costs
are
based.
Those
recommendations.
S
And
then
the
the
full-time
employment,
and
not
including
some
of
the
the
other
benefits
with
those
those
costs
and
we
wanted
to
before
we
go
on
a
break.
We
wanted
to
open
it
up
just
for
any.
You
know,
report
related
questions
before
moving
on
and
after
the
break
to
really
starting
to
dive,
deep
into
great
recommendations
and
some
some
conversations.
R
A
Have
15
minutes
right
now
for
this,
this
kind
of
preliminary
discussion,
I
I,
think
I'll
just
open
it
up
to
the
committee
for
any
any
comments
you
want
to
make
or
questions
you
want
to
ask
at
this
point.
L
A
Am
I
thinking
which
is
subject
to
broader
consensus,
obviously,
is
that
we
will
come
out
of
this
meeting
or
our
next
meeting
in
February
with
a
series
of
work
groups,
one
of
which
focused
on
the
recommended
goals
that
we
adopt
and
one
of
those
work
groups
will
be
governance
and
and
I
I'm
thinking,
five
or
six
people
per
work
group,
although
I
don't
want
to
limit
it
just
to
that
from
the
committee,
but
I'm
also
thinking
you
know.
A
If
we're
going
to
take
this
opportunity
to
assert
our
Authority
as
the
as
the
governing
board
of
the
COC
subject
to
improvements
over
time,
we
need
those
work.
Groups
are
going
to
need
to
to
really
work
during
the
in
the
in
between
so
I'm
thinking
at
least
bi-weekly
meetings
for
a
Time
possibly
longer
when
we
were
moving
into
covid.
A
We
were
meeting
daily
on
some
issues,
I'm,
not
saying
that.
That's
what
we
need
to
do
we're
not
we're
not
in
a
major
Health
crisis,
although
it
is
a
crisis
for
the
folks
that
we're
trying
to
serve
so.
So
that's
that's
kind
of
my
suggested
expectation
for
the
group
and
you
can
start
thinking
about
different
committee
work
groups.
Sorry,
we
can't
do
committees
because
we're
constrained
by
some
our
arbitrary
and
artificial
rules,
but
we
we're
groups
around
each
of
these
issues.
A
So
governance
is
obviously
going
to
be
one
because
that's
the
number
one
recommendation
and
everybody
can
think
about
how
much
you
want
to
be
part
of
writing
the
bylaws
or
you
know
we
have
a
nice
model
here,
recommended
To
Us
by
naeh
in
in
Spokane,
where
they
have
a
26-page
governing
document.
That
would
not
be
extremely
hard
to
edit
and
adopt
here
so
so
open
it
up
for
discussion.
J
Well,
there
there's
a
there's,
a
piece
here
that
you
know
I
feel
like
you
know,
especially
in
looking
at
and
thinking
about
what
you
said
yesterday
when
we
were
looking
at
Community
Values
and
be
bold,
and
you
know
part
of
that
is
you
know
part
of
this
statement.
There
is
even
when
there
are
tough
decisions
to
be
made.
J
I
really
feel
like
that.
This
is.
This
is
a
two,
a
two-pronged
issue.
So,
if,
if
I
go
to
a
homeless
person
or
encounter
a
homeless
person
and
I,
ask
them
if
they're
interested
in
permanent
housing
or
permanent
Supportive,
Housing
or
whatever,
if
the
answer
is
yes,
we're
doing
a
whole
lot
with
you
know.
If
the
answer
is
yes
and
we're
going
to
work
through
a
whole
lot
of
stuff,
even
maybe
we
can.
We
can
work
with
that,
but
what
the
answer
is?
J
No,
what
do
we
do
if
the
answer
is
no,
and
you
know
again
we're
spending
a
lot
of
time
talking
about
this
all
of
this
stuff,
but
if
the
answer
is
no,
we
have
to.
We
have
to
have
an
approach
as
well
now,
and
it
could
be
a
variety
of
different
things,
but
it's
something
that
we're
not
talking
about
a
whole.
J
You
know
a
whole
lot
right
now
now
I
could
sit
here
and
and
be
in
heavily
involved
with
code
purple
and
having
10
years
of
doing
that
and
that
sort
of
thing
and
give
you
all
kinds
of
anecdotal.
You
know
information
one
way
or
the
other,
but
we
don't
really
have
any
hard
data
at
this
point.
Quantitative
data,
as
you
said
about
what
that
looks
like
how
many
people
is
that
what's
the
barrier,
why
don't
they
want
to?
Is
it
something
we
can
over?
We
don't
we
don't
have
that.
J
So
you
know
I
would
certainly
you
know,
because
there's
certainly
a
room
full
of
people
here,
smarter
than
me
would
like
to
sit
down
and
come
up
with
a
way
where
we
could
find
that
and
better
understand
what
we're
dealing
with
and
how
we
could
deal
with
that.
Better,
because
that
that
is
because,
if
we
do
all
this
and
then
we
go
out
in
the
street
and
we
still
see
homeless
people
downtown
in
the
doorways.
You
know
all
through
our
city
camped
out
and
stuff
like
that.
J
We're
going
to
have
a
lot
of
questions
to
answer
from
the
community,
so
I
just
want
to
make
sure
that
in
going
through
this
process
that
we
have
that
component
there
we're
not
forgetting
about
that
component,
and
we
we
just
don't-
have
a
singular
plan
to
tackle
this.
Because
it's
a
multi-faceted
issue
that
we
have
a
multi-faceted
approach
to
resolve
it
on
every
level.
T
Different
people
needed
different
things,
but
they
created
a
shelter
environment
that
specifically
met
the
needs
of
the
people
who
were.
It
means
that
they
could
bring
their
pets.
It
means
that
they
were
not
screened
out
when
they
were
if
they
were
using.
It
means
that
they
had
access
to
getting
into
recovery
resources
when
they,
when
they
needed
to.
T
There
was
Narcan
access
within
that
shelter,
so
so
really
like
lowering
the
barriers
but
really
creating
an
intentional
environment
that
met
the
needs
of
that
particular
program
and
that
program
not
only
has
saved
a
number
of
lives
but
they're
getting
folks
into
recovery
at
much
higher
rates
than
other
shelters
within
the
within
the
community.
So
I
think
your
your
point
is
well
taken
and
you
also
just
need
to.
Sometimes
you
need
to
ask.
E
N
You
guys
remember
that
we
hadn't
traditionally
done
this,
but
last
year
we
did
some
supplemental
questions
on
the
unsheltered
count
in
particular,
and
one
of
those
was
what's
the
main
reason:
you're
not
in
shelter
right
now.
N
I
would
have
to
look
this
up
to
tell
you
but
I
want
to
say
we
got
less
than
a
hundred
responses
to
that
question.
I,
don't
remember
the
exact
number
anyway
that
that
again,
first
time,
we've
asked
that
we'll
do
that
again
next
week
on
the
the
upcoming
point
in
time
count.
So
we
are
building
a
little
data
set,
certainly
more
opportunity
to
expand
on
that,
but
we
will
have
some
data.
F
I'm
sorry,
so
I
get
a
lot
of
ask
that
question
all
the
time.
F
I
get
a
lot
of
those
answers,
all
the
time
of,
at
least
for
the
last
five
years,
millions
of
different
types
of
questions
of
why
people
don't
want
to
go
into
shelter
spaces,
why
they
don't
want
to
be
housed
and
why
they
can't
even
go
into
the
houses
that
when
they
do
get
them
so
and
with
that
being
said,
when,
in
all
these
different
funding
opportunities
that
are
going
to
arise
and
their
flexibility
and
just
in
the
statistics
of
what
we're
seeing
so
a
lot
of
concern
also
is
how
people
are
being
housed
in
even
in
transition
some
people,
one
of
the
things
I've
heard
recently
from
somebody
in
a
position
of
just
say
employment
was
drugs-
are
everywhere
Elvia
like?
F
Are
they
in
your
home?
No
well,
then
they're
not
everywhere.
So
some
people
don't
want
to
be
sheltered
with
people
who
are
in
recovery
because
they
are
in
recovery
and
in
a
far
different
position.
They
don't
want
to
see
your
needle
caps.
They
don't
want
to
see
your
Narcan
and
I
think
that's
a
fair
assessment.
F
Some
people
don't
have
drug
issues
at
all
and
they
don't
want
their
children
around
that
or
they
don't
want
to
be
around
that
in
general,
some
people
have
been
homeless
for
so
long
that
they're
drug
users
now
and
so
we're
not
looking
out
for
those
people
there's
so
many
grants
coming
out
for
people
with
drug
issues
and
I
want
to
know
what
that
statistic
is
because
a
lot
of
this
money
needs
to
be
held
for
people
who,
with
that
statistic
being
given
what
we're
coming
to
we're,
not
looking
out
for
the
person
who
doesn't
use
and
and
prevention
for
those
who
don't
want
to
ever
use
and
I
and
I
really
think
that's
a
really
large
component.
F
For
you
know,
safety
and
Health
Care.
So
I
just
would
like
to
remind
people
that
we're
working
for
everyone,
not
just
and,
and
that
goes
to
be-
speaks
to
behavioral
as
well.
My
friend
Stefan,
who
attends
my
church,
has
a
habit
of
speaking
the
way
he
does
even
during
church
and
we're
tolerant
of
it.
Because
that's
what
we
do,
but
you
know-
and
you
know
we
have
all
different
types
of
reasons
of
why
you
know
he
behaves
the
way
he
behaves.
F
But
you
know
some
people
are
just
tired,
you
know,
and
so
we
give
them
that
bit
of
leeway.
So
you
know
we're
trying
to
look
out
for
all
different
types
of
people
and
and
shelter
them
in
the
way
they
need
to
be
sheltered.
I
just
feel
like
we
are
because
of
the
opioid
situation
that
we're
tending
to
lean
towards
all
of
all
of
those
grants
and
forgetting
about
the
person
who
doesn't
use.
S
I
mean
that's
a
great
Point
and
I
think
that
goes
back
to
the
to
the
base
of
like
we
need
to
make
sure
our
system
is
client,
centered
and
client
focused
and
not
a
one-size-fits-all
model.
So
what
that's
why
we
have
to
be
flexible
and
what?
S
What
the
interventions
we
offer
to
meet
the
needs
of
all
folks
right,
not
not
always
the
most,
the
highest
security,
the
folks
with
the
the
who
are
who
have
severe
persistent
mental
illness,
not
always
the
folks
who
have
who
are
dealing
with
a
substance
use
disorder,
but
also
folks
who
who
are
not
and
ensure
that
everyone
feels
safe
and
again,
one
of
the
things
that
again,
we
heard
from
that.
S
The
themes
of
the
community
is
the
folks
in
who
are
experiencing
homes.
They
desire
to
feel
safe,
not
only
if
they're
experiencing
unsheltered
homelessness
on
the
street,
but
if
they're
in
a
shelter
they
want
to,
they
have
a
desire
to
feel
safe,
and
that
comes
from
who
they're,
who
they're
around?
What
that?
What
the
the
space,
how
the
space
is
designed
do
they
are
their
belongings,
safe,
so
I
I
hear
you
and
I
think.
That's
that's
right
on
part
of
what
we
heard
and
I
want
a
tip
to
your
point.
S
S
Those
are
the
experts,
so
we
talked
to
we
heard
from
over
250
folks,
either
via
survey,
doing
some
very
intentional
Partnerships
with
folks
like
Asheville
survival,
to
hear
from
folks
who
are
who
might
not
come
to
a
shelter
or
come
to
a
a
hope
to
to
do
a
focus
group
to
really
reach
them
where
they're
at
so
we
can
hear
what
the
issues
are
and,
if
you're
interested
in,
we
have
all
that
data
and
information
published
and
the
report.
S
If
you
want
to
hear
more,
but
we
we
also
had
focus
groups
where
we
just
asked
folks
what
you
know.
What
do
you
need?
What
what
would
you
if
we,
if
you
had
a
safe
shelter
to
go
to
and
all
these
folks
had
or
were,
were
experiencing
on
sheltered
homelessness?
If
you
had
a
safe
place
to
go
and-
and
it
was
you
know,
it
met
your
needs,
would
you
go
there?
S
Everybody
except
one
person,
said
yes,
there
was
one
person
said:
I
do
not
want
I'm.
Just
you
know,
I'm,
just
I'm
so
burnt
out
from
the
system.
I
I,
don't
think
I've
been
treated,
I
don't
feel
like
I
will
be
safe
No,
but
everyone
else
said
yes,
I
would
so
a
lot
of
times.
We
and
I'm
saying
that's
just
we
as
the
folks
in
this
room,
but
it
just
says
the
homeless
system
in
general,
when
we
don't
have
the
diverse
interventions
to
meet
the
folks.
S
The
needs
of
folks
who
have
diverse
needs,
and
they
say
no
I,
don't
want
to
go
to
your
program.
Then
we
we
label
folks
as
being
defiant
to
the
system
when
they're,
just
their
needs,
aren't
able
to
be
met,
but
what
we
currently
have
as
a
structure.
So
we
have
to
make
sure
we
can
reimagine
our
system
and
again
as
to
Anne's
Point
as
folks.
What
do
they
want
and
what
are
we
providing?
That
is
not
is
not
fit
into
that
and
then
and
then
work
to
work
to
bridge
that
Gap.
A
Helped
about
that,
but
we
do
have
a
recommendation
in
this
report
for
some
additional
shelter
beds
in
in
that's
going
to
be
one
of
our
topics
of
discussion.
A
K
I'll
just
keep
this
brief,
but
I
work
in
the
permanent
Supportive
Housing
side
with
the
VA
and
as
we're
thinking
about
our
end
goal
of
having
people
in
permanent
living
situation.
I
think
we
have
to
look
at
all
the
different
types
of
housing
that
we
can
create,
because
what
we
see
are
people
that
get
housed
and
they
don't
like
their
neighborhood.
They
don't
feel
safe
and
they
leave
housing
or
they
have
a
higher
level
of
need,
their
their
elderly.
K
S
I
mean
housing.
The
end
goal
of
permanent
housing
is
going
to
look
different
for
everyone.
There
might
be
shared
housing,
it
could
be
more
of
a
communal
space
could
be
recovery
housing.
It
could
be
it's
a
lot
of
different
options
than
having
your
own
one
person
having
their
own
apartment.
So
that
is
a
good,
a
great.
T
L
I
just
want
to
share
a
little
bit
about
that
data
point
so
I,
also
where,
like
an
Aging,
Services
hat,
like
that's,
really
my
background
and
so
kind
of
wondering
about
maybe
starting
to
look
at
the
age,
demographics
of
some
of
the
individuals
that
are
also
unchildtered
and
housed.
We
know
that
the
population
continues
to
age.
There's.
L
Also
this
other
Factor,
though
we
have
a
shortage
of
CNAs
in
our
community,
so
there's
a
there's,
a
age
shortage
even
for
our
adult
care
homes
and
Family,
Care
Homes
and
one
piece
we
haven't
really
ever
talked
about
here,
but
I
think
is
an
important
piece
to
note.
Is
Buncombe
County
used
to
have
the
most
number
of
adult
care
homes
and
Family
Care
Homes
we
used
to
have
over
90.
L
we've
had
30
close
in
the
last
couple
of
years,
so
we
now
have
66
facilities
that
are
open
and
I
do
think
that
that
actually
has
some
impact
here
that
we
haven't
really
talked
about.
I
mean
that
is
a
significant
number
of
housing
options
that
were
available
to
to
individuals
that
aren't
available
now
and
so
I
just
put
that
out
on
the
table.
L
As
we're
thinking
too,
about
kind
of
the
holistic
approach
to
addressing
housing
needs
that
we're
seeing
a
shortage
of
those
Healthcare
beds,
those
assisted
living,
adult
care
homes
and
Family
Care
Home
beds
as
well.
Do.
L
Can
get
that
during
the
break
exactly
what
that
number
is
and.
Q
It
is
incredibly
hard
to
get
a
person
under
the
age
of
55
into
a
family
care
home,
despite
if
that
person
is
able
to
cook
for
themselves
take
their
own
medication
live
independently.
They
are
outright
refusing
people
under
the
age
of
55
and
we're
have
my
previous
role.
Q
We
were
having
to
move
people
very
far
out
of
County
to
just
find
a
place
for
them
to
be
safe,
so
they
are
actively
some
Family
Care
Homes
are
actually
finding
reasons
to
send
people
to
the
hospital
and
then
discharging
them
from
the
out
there
in
the
humor
a
real
issue
over
the
past
six
months,.
A
So
there's
a
whole
history
around
Family
Care
Homes.
Of
course
they
used
to
be
the
primary
place
for
for
placing
people
who
needed
that
kind
of
support
who
were
homeless.
Then
there
was
the
Olmsted
lawsuit
and
you
know
pressure
from
the
federal
government
and
from
the
state
to
reduce
those
populations
and
get
people
back
out
into
the
community.
So
it's
it's
a
complex
issue,
we're
at
10
30
now.
A
Is
there
any
other
urgent
comment
before
we
take
a
break,
not
sure
who
controls
the
heat
in
this
room,
but
it
feels
a
little
chilly
to
me
I'm,
not
so
if
we
can
maybe
click
that
up
a
degree
or
two
and
we'll
take
a
15
minute
break
coming
back
here
at
10
45,
if
you're
in
the
audience-
and
you
want
to
have
your
comments
voiced
out
here-
touch
base
with
one
of
us
and
let
us
know
during
the
break.
Thank
you
something.
A
A
All
right,
as
we
get
started
again,
I
want
to
recognize
Claire
Hubbard
who's
joined
us.
Thank
you.
Thank
you
for
coming.
Whenever
you
can
appreciate
it
and
we'll
turn
it
back
over
to
Ann
and
Josh.
S
Thank
you
so
much
again,
I
don't
know
if
I
said
this
at
the
beginning,
I
do
appreciate
you
all
spending
a
good
part
of
two
days
with
us.
I
know
you
have
wet
some
very,
very
important
things.
You
are
stepping
away
from
to
join
us.
S
So
you'll
you
can
no
longer
have
to
listen
to
Ann
and
I,
so
you
guys
are
going
to
be
talking
through
some
smaller
groups,
so
we're
going
to
use
some
of
the
recommendations
as
places
we're
going
to
Deep
dive
into
one
of
the
things
I
want
to
ensure
you
all
remember
is
the
Community
Values
as
you
we
have.
S
We
have
these
conversations
grounding
the
work
in
equity,
ensuring
that
whatever
we
talk
about
is
grounded
in
ensuring
that
we're,
including
and
thinking
through
how
we
can
ensure
folks
with
that
lived
experience,
are
a
part
of
our
conversations,
so
I
just
wanted
to
implore
you
to
continue
thinking
through
that,
as
we
have
conversation
around
moving
some
of
these
recommendations
forward.
S
So
we're
gonna
we're
gonna
utilize.
The
strategy
of
the
like
kind
of
the
the
layout
of
the
report
to
kind
of
facilitate
these
conversations,
we're
going
to
start
with
strategy
one
and
we'll
have
one
of
the
recommendations
for
strategy,
one
we're
going
to
have
to
talk
about
it
in
some
smaller
groups
and
then
report
out.
S
So
when
you
go
to
your
small
groups,
I
will
ask
that
you,
some
you,
identify
one
person,
who's
going
to
write,
write
some
notes
and
then
one
person
who
will
report
it
out
to
the
to
the
group,
and
then
we
also,
we
already
have
someone
who's
going
to
take
notes
of
the
report.
Outs
I
think
we
we
made
the
decision
David
just
correct
me
if
I'm
wrong.
If.
S
To
do
breakout
rooms,
breakout
groups
for
the
folks
on
around
the
table,
but
folks
in
the
audience
would
like
to
join
one
of
the
the
one
of
the
groups.
Then
they
are
more
than
welcome
to
do
so.
S
So
the
first
recommendation
is
improving
system
governance
by
creating
and
implementing
a
new
COC
structure
to
guide
community-wide
planning
to
reduce
and
end
homelessness.
This
structure
includes
collaborative
Partners
systems
of
care
and
people
with
experience.
S
So
step,
one
of
this
is
restructuring
the
COC
board,
so
it's
not
situated
under
the
city
and
county
identify
if
necessary,
new
COC
board
members
board
should
be,
should
have
clear
decision-making
ability
and
include
partners
of
system
of
care,
service
providers,
local
government,
Community
stakeholders
and
people
who
lived
experience,
expertise
and
experience.
People
board
should
create
membership
membership
base
where
members
can
vote
and
serve
on
subcommittees
and
as
we
talked
about
there
will
be
situations
where
now
not
all
folks
who
are
on
subcommittees
are
going
to
be
a
member
of
the
COC
I.E.
S
If
you
have
to
ask
the
sheriff's
department
to
sit
on
a
of
a
high
utilizer
committee,
or
something
like
that,
we
want
to
clarify
roles
of
the
COC
board.
The
COC
collaborative
applicant,
slash
lead
agency,
the
county,
the
city
and
also,
as
we
talk
about
the
Homeless
Coalition
step,
three
identify
who
was
responsible
for
coordination
of
different
subcommittees
all
right.
The
alliance
recommends
that
this
road
will
be
filled.
You
know
by
by
city
and
county
staff,
and
and
also
other
board
members
as
needed.
S
This
role
is
more
of
like
the
backbone
ensuring
that
the
beatings
are
set
up.
If
it's
a
zoom
meeting
I,
don't
know
if
we
can't
do
Zoom
meetings,
but
if
it's
zoomy,
the
zoom
Link's
a
doubt,
there's
notes:
there's
agenda,
there's
someone
move
helping
helping
move
the
work
forward,
but
not
making
the
decisions.
The
decisions
are
going
to
be
from
the
subcommittees
and
also
the
COC
governance
board
that
that
ultimately
get
decided
by
the
COC
governance
board,
established
system
and
program
level,
performance
measures,
benchmarks
and
goals.
S
So
we
can
clearly
set
expectations,
determine
accountability,
a
funded
agencies
and
and
continually
identify
gaps
and
I
want
to
make
sure.
Even
with
our
recommendations,
it's
not
a
one-time
Alliance,
providing
these
recommendations.
This
is
how
this
the
city,
the
the
Asheville
Buncombe
Coco,
is
going
to
operate.
Forever
This
is
a
continual
assessment
in
learning
and
right
sizing
of
the
system
and
that's
going
to
fall
under
the
COC
board's
responsibility.
S
We
also
need
to
form
subcommittees
where
needed
in
the
board
structure,
to
work
on
specific
tasks,
and
this
could
be
funding.
This
could
be
setting
priorities.
This
could
be
ensuring
Equity.
You
can
have
an
equity
task
force,
ensure
the
services
are
meeting
and
the
needs
of
all
folks
in
the
in
the
community,
and
those
are
just
like
some
examples
that
we
we've
provided
now.
S
So
what
with
us
introducing
just
that
recommendation,
also
those
steps
we're
going
to
ask
you
all
to
break
into
four
to
five
folks,
I'm,
not
I'm,
not
going
to
count
you
off
I
had
enough
of
that
when
I
was
in
kindergarten,
so
we're
gonna,
I'm
gonna,
ask
you
all
to
just
around
you,
get
get
about
four
to
five
folks
and
and
have
and
go
through
these
questions,
and
then
we're
gonna.
S
Ask
you
to
report
out
of
just
your
conversation,
we'll
spend
about
10
to
15
minutes
in
the
small
group
just
thinking
through
what
are
you
most
excited
about
about
this
recommendation?
What
are
your
concerns?
What
is
our
understanding
of
the
role
of
the
COC
governance
board?
Are
we
do
we
understand
what
our
role
and
functionality
and
then
start
thinking
through?
What
are
some
of
the
potential
subcommittees
again
you're
going
to
talk
about
that
in
a
small
group
and
then
we're
going
to
report
out
and
have
a
discussion
as
the
large
group.
T
Can
I
suggest
a
couple
of
ways
that
you
address
these
four
questions
that
third,
that
third
bullet,
do
you
understand
the
role
of
the
COC
governance
board?
Can,
if
you
have
questions
in
your
group,
if
there
are
things
that
are
unclear,
write
those
questions
down
we'll
field
them
after
the
small
groups
happens.
We
want
to
make
sure
that
everybody
understands
what
the
responsibilities
are
of
of
the
COC
board
and
then,
as
you're
thinking
about
some
of
the
potential
subcommittees.
I
would
encourage
you
to
think
about
like
what
their
specific
charge
would
be.
T
What
do
you
need
a
subcommittee
to
actually
do?
Who
should
lead
that
subcommittee
and
what
members
are
key
for
any
particular
work
group
or
subcommittee
to
to
make
sure
that
it's
well-rounded
so
I
would
I
would
suggest
those
three
questions
that
you
ask
yourselves
as
you're
thinking
about
what
subcommittees
are
needed.
A
W
D
Y
R
Y
O
O
E
Z
Z
AA
Been
talking
a
lot
about
this
and
representing
Kevin
visioning
is
like
a
house
and.
AA
L
L
C
We
talk
about
well.
AB
AB
X
AA
M
X
J
AB
J
AB
AB
AD
AD
AD
V
D
E
Y
Z
Z
M
AD
L
E
AA
Yeah
I
think
there's
a
concern
of
getting
break
things
down
right
like
coming
into
it
with
a
lot
of
energy,
but
then
everything
kind
of
grind
into
it.
H
AA
AA
V
AA
K
X
R
P
X
M
A
circle
forward
model
would
be
like
okay,
here's
the
steering
committee,
which
is
kind
of
what
Spokane
is
doing
like
here's
the
service
and
from
within
the
service
providers.
You
might
have
focus
groups
where
you
bring
in
people
with
experiences
and
people
from
you
know,
Justice
work
and
they're
like
making
a
recommendation
and
working
on
a
nitty-gritty,
so
you're
not
trying
to
do
that
in
every
meeting,
where
you
only
need.
R
R
L
AD
AD
L
G
L
I
Yeah
I
think,
coordinating
and.
AD
I
AC
AB
L
Z
H
Z
AB
AB
AA
AD
L
R
AD
E
AC
S
S
We
remember
it
in
our
groups
to
have
someone
report
out.
S
S
I
know
we
had
a
group
here
group
here,
I'll
call
this
group,
one
the
one
who
was
in
this
corner
I'll
call
this
group
who
was
meeting
the
middle
two
I'll
call
this
group
over
here
three
and
then
a
group
that
met
informally
over
there
kind
of
four
all
right.
So
for
the
first
question,
does
anybody
want
to
share
kind
of
some
of
the
conversations
in
their
group
around?
What
are
you
most
excited
about
in
regards
to
restructuring
the
governance.
S
H
So
group
two
I
I,
think
there's
a
lot
of
good
energy
around
just
coming
together
at
this
level
and
collaborating
with
folks,
like
my
myself
and
Healthcare,
who
may
have
not
been
at
the
table
over
the
last
few
years
and
I
think
just
opening
the
door
to
having
more
more
people
represented
it
on
the
CLC.
F
So
we
have
kind
of
this
coveted
release
in
a
sense
and
Just
A
Renewed
passion
for
for
this
work.
F
Thinking
about
how,
when
we
left
that
when
covet
started,
everything
kind
of
just
fell
apart
in
a
sense
and
we
lost
just
the
connection
with
each
other
and
an
ability
to
do
this
work,
because
even
just
not
being
able
to
be
together
and
gather
and
having
to
do
this
work
remotely
was
very
difficult
to
do
so.
F
That
being
said,
let's
see
just
moving
more
towards
being
politically
accountable
for
this
work
and
bringing
new
people
to
the
table
and
expanding
the
range
of
the
COC,
a
few
other
things,
and
just
getting
more
folks
to
the
table
here
and
expanding
the
role
of
the
decision-making
making
process.
As
far
as
like
HUD
funding
decisions
and
the
sharing
of
the
data
more
openly
to
get
a
lot
more
of
this
work
done
more
rapidly.
Absolutely.
S
S
I
I
Our
first
to
the
first
question,
I
think
we,
our
group,
mirrored
a
lot
of
what's
already
been
said,
apart
from
a
comment
that
David
made
at
the
start
of
the
meeting
about
integration
of
the
Homeless
Coalition
within
the
structure.
So
we
have
more
people
with
boots
on
the
ground,
offering
influence
and
insight
to.
I
The
second
point,
I
think
what
we
were
looking
at
was
having
a
fear
of
buy-in
and
how
to
push
forward
the
agenda
for
the
community,
fear
of
change
and
people
staying
focused
on
the
outcome,
fears,
fears
of
failure
from
historical
things
that
have
happened
and
concerns
about
elected
officials
really
letting
the
COC
handle
what
it
needs
to
handle
foreign.
S
Is
that
more
externally,
like
sharing
the
role
or
is
that
more
ensuring
that
internally,
we
know
the
role
both
okay?
Well,
that's
a
great
segue
to
number
three:
do
you
understand
the
role
of
the
COC
governance
board?
What
were
some
of
the
questions
that
might
have
popped
up
from
and
I
want
to
make
sure
we
are
keeping
notes
of
everything
that
we're
talking
about
just
to
share
later
on
and
be
able
to
address
it
at
a
more
formal
way.
But
what
are
some
of
the?
What
are
some
of
the
roles?
What
do
you
understand?
F
Our
citizens
of
you
know
for
for
these
funds-
and
you
know
the
next
step
is,
for
you
know
our
decisions
to
be
upheld
and
then,
when
our
decisions
aren't
upheld,
we
get
to
make
a
decision
about
that.
A
I
would
say
yes
and
we
are
the
organization
or
the
group
that
is
required,
expected
and
and
should
in
general
think
as
a
system.
We
we
glue
the
system
together.
We
we
think
we
look
at
these
flow
issues
and
we
try
to
find
ways
that
that
all
of
our
individual
agencies
and
other
individual
agencies
who
aren't
at
the
table
right
now
are
are
integrated
as
part
of
an
overall
homeless,
Services
System.
X
I
have
a
question
just
to
follow
that
if
it's
still
question
time,
this
may
be
because
I
was
late
or
because
I'm
a
vertical
thinker.
How,
whatever
the
case
I,
feel
like
for
me
to
answer
these
questions,
I
would
just
I
would
ask:
are
we
in
a
place
where
we
can
say?
Is
there
any
objection
to
moving
this
out
of
the
city
and
county
and
into
into
reconfiguring
it
are
we
can
we
say
that
before
we
answer
these
questions,
like
just
Clarity
for
myself
around?
S
X
A
Here
think
about
that,
let's
try,
if
there's
anybody
who
objects
to
moving
in
that
direction,
who's
on
the
committee,
let's
get
those
on
the
table
before
the
end
of
the
day.
Otherwise,
let's
assume
that
we
are
all
in
favor
of
moving
in
that
direction.
T
From
a
technical
point
of
view,
just
I
have
a
question,
and,
and
would
that
be
there's
a
responsibility
for
the
city
and
county
to
appoint
eight
seats
each
to
this
body?
Does
that
have
to
be
undone
by
the
city
and
county
I
think
the
answer
is
probably
it
does
yes,
I.
N
I
am
pretty
sure,
but
would
invite
anyone
from
city
and
county
leadership
to
correct
me.
My
understanding
is
that
Hayek
was
formed
by
resolution
from
both
city
council
and
County
Commissioners
as
an
advisory
committee
and
designated
as
the
Continuum
of
Care
governance
board.
It's
my
understanding
that
Continuum
of
Care
is
self-governing,
and
so
the
people
at
this
table
who
are
the
board
members,
are
the
decision
makers
about
where
that
governance
function
resides
and
can
pull
that
out
of
the
Hayek
structure,
develop
a
separate
board.
N
AB
T
X
N
I
think
it
would
mean
that
you
that,
as
a
board,
you
establish
a
you
know.
You
work
through
what
your
your
decision-making
processes
establish,
sort
of
vision
and
plan
for
the
new
board,
develop
a
governance,
Charter
and
bylaws
for
the
new
board.
N
I
would
I
would
expect
that
you
would
want
to
make
a
recommendation
to
the
city
in
the
county
about
Hayek's,
continuance
or
dissolution,
and
then
it
would
again
decision
making,
for
that,
for
Hayek,
specifically,
would
be
the
purview
of
elected
officials.
X
A
About
it,
we
need
to
have
a
governance,
work
group
but
think
through
those
particulars
and
report
back
to
us
at
some
money,
some
meeting
very
soon,
but
the
question
the
question
that
we
were
asking
is-
and
this
is
just
an
honest
question-
is
there
anybody
on
the
committee
now
who
feels
like?
We
should
maintain
the
current
course
or
should
we
be
are
we
are
we
and
we
can
vote
on
it
later,
I
suppose
or
at
the
February
meeting?
A
But
you
know,
are
we
all
in
favor
of
making
a
change
along
the
lines
recommended
by
the
by
the
by
the
Consultants?
So
don't
have
to
answer
that
question
right
now,
because
there's
more
questions
all.
S
Right
I
just
wanted
to
make
sure
before
we
move
on
that
we're
talking
about
restructuring,
which
is
great,
but
also
do
we
understand
just
the
overall
functionality
of
the
COC
governance
board
and
as
in
in
regards
to
the
COC
in
regards
to
the
homeless
response
system.
In
regards
to
your
role
with
ensuring
you
know,
the
system
operates
kind
of
per
those
slides
and
went
over
like
all
those
different
settings,
performance
measures
reviewing
data
making
funding
decisions.
L
I'll
just
say:
I
think
I'm
I'm
process,
but
I've
feel
like
the
information
you've
given
and
then
I'll
just
say
for
the
committee
at
large.
The
three
that
you
mentioned
yesterday
and
the
three
that
are
in
our
report.
S
Absolutely
and
then
we'll
I'll
share
Anne's
actually
did
a
detailed
governance
restructuring
for
King
County,
but
we'll
share
that
with
you
all
as
well
as
it's
a
lot
more
and
I
guess
not
not
to
bolts
and
and
specific,
but
but
there's
a
lot
of
models
out
there.
We're
not
asking
we're,
not
saying
you
all
to
recreate
the
wheel.
That's
why
we
gave
you
community
examples.
S
So
if
there's
questions
you
can
either
reach
out
to
the
communities
or
just
go
to
their
website
and
see,
let's
see
how
they,
how
they
wrote
it
up
and
but
also
you
can
make
it
unique
to
Asheville
right.
We
can
make
it
make
it
make
it
make
sense
for
what
we
who
we
have
around
the
table,
what
we
need,
what
we're
trying
to
do
all
right
so
to
the
final
question:
what
are
some
of
the
subcommittees?
If
we
go
to
the
government,
we
know
we
understand
the
COC
governance
structure.
S
It
sounds
like
we're
not
sure
if
it's
still
going
to
be
considered
technically
High
ACT
versus
a
new
kind
of
thing
that
we'll
talk
through.
But
what
are
some
of
those
potential
subcommittees
to
get
us
to
those
overall
goals
of
the
COC.
E
Advisory
committee
was
one
of
ours.
Domestic
violence
quarters.
F
Street
medicine
and
Outreach
Frontline,
shelter
and
attendance
of
city
meetings.
Local
meetings
for
to
keep
everyone
informed
diversion
subcommittee,
private
sect
medical
industry
I
think
that
my
verbiage
on
that
may
be
a
little
skewed
and
statistics
keeping
up
with
the
statistics
so
that
we
can
better
serve
the
community.
Absolutely.
I
Yeah,
we
also
put
in
Supportive
Services
housing
inventory
and
to
the
point
about
statistics,
coordinated
entry
and
data,
with
a
specific
focus
on
creating
a
community
release
of
information
to
improve
communication
and
data
sharing.
H
V
Oh
great,
just
from
group
four,
which
Jamie
was
a
part
of
and
other
other
folks
over
here,
and
some
of
these
committees
have
been
mentioned
already
so
low
barrier.
Shelter
was
one
a
camp
engagement,
Street,
Outreach
committee
prevention,
work,
group
prevention
and
diversion
and
a
Communications
group,
so
that
seems
aligned.
S
Yeah
all
right
so
that's
I
mean
that's
a
great
that's
a
great
list
again
we're
taking
note
to
that
as
we
as
I.
Think
these
notes
will
be
wonderful
for
your
February
9th
meeting
to
help
move
forward
and
start
making
those
actual
decisions
and
I'm
just
I,
don't
know
if
we
have
enough
time,
but
hopefully
with
with
those
those
thoughts
of
subcommittees
you
thought
about
who
would
be
a
part
of
those
and
maybe
who
would
potentially
lead
those
and
we
can
share,
maybe
share
some
of
those
at
a
at
a
later
time.
S
S
Just
kidding
I'll
be
I'll,
lead
us
for
strategy,
two,
so
strategy.
Two
is
where
we
really.
We
look
at
implementing
evidence,
evidence-based
and
inclusive
policy,
create
an
equitable
person,
centered
homeless
response.
This
included
like
establishing
a
housing,
Focus
homeless
system.
This
included
like
integrating
with
folks
with
lived
experience
and
expertise
to
the
system
and
also
making
sure
we're
compensating
folks
for
their
time
because
they
aren't
lending
that
expertise
and
then
also
it
includes,
like
the
cross
system.
S
Delivery,
training,
sure
that
we're
all
speaking
the
same
language
and
and
working
towards
a
common
goal,
but
we're
going
to
spend
a
little
bit
of
time
today
we're
going
to
talk
about
this
as
a
large
group.
This
will
be
our
our
last
conversation
before
before
lunch
about
implementing
an
encampment
resolution
policy
and
strategy
that
reduces
negative
impacts
and
I
will
also
add
the
traumatic
impacts
right.
That's
negative,
like
the
trauma,
that's
involved
with
not
doing
this
right:
negative
impacts
of
enforcement
of
people
experiencing
homelessness
and
displacement
and
increases
engagement
to
you,
service
utilization.
S
The
next
steps
will
be
determining
realistic
time
frames
for,
for
successful
result,
resolutions
of
encampments
right
and
we
get
in
the
report.
We
also
provided,
like
some
Community
examples,
some
some
Pilots
that
are
happening
around
the
country
of
how
folks
have
done
this
in
a
a
meaningful,
a
meaningful
way
that
that
try
to
reduce
the
negative
impacts
of
of
not
having
an
encampment
resolution.
S
Also,
then
it's
identifying
resources
necessary
necessary
to
help
people
leave
encampments,
convenient,
convenient
the
shelter
work
groups
really
I
mean
the
part
of
that
is
really
looking
at
our
shelters.
Right
do
folks
have
a
place
to
go
in
in
a
quickly
and
then,
while
they're
in
a
crisis.
S
Also,
then
review
Crisis
crisis
program
requirements
right
to
ensure
that
folks
who
are
living
in
these
encampments
are
are
in
these
cameras
can
access
some
of
the
available
resources?
Are
there
too
many
requirements
to
fund
it?
Some
some
of
our
funded
programs
that
we
can
try
to
help
them
reduce,
so
folks
can
actually
utilize
these
crisis
response
systems.
S
S
So
we're
going
to
do
more
of
a
large
we're
going
to
just
do
a
large
group
discussion
this
time
we're
not
going
to
break
out
so
just
what
are
your
thoughts?
What
are
your
media
thoughts
on
the
on
just
this,
this
recommendation
and
we'll
we'll
start
there
and
then
we'll
kind
of
work
our
way
work
our
way
down
to
the
next
one
I
want
to
hear
from
I'm
going
to
transition
to
the
seat.
But
if
you
so
I'll
just
ask
say
your
thoughts
over
there,
foreign.
T
As
you
all
were
talking
about
what
kinds
of
work
groups
you
think
you
need
or
subcommittees,
you
think
you
need
encampment.
Outreach
encampment
resolution
is
something
that
came
up
I
think
three
times
across
the
across
the
groups.
So
you
all
feel
like
this
is
a
priority.
T
So
the
the
question
is
like
who
who
she
who
should
be
in
that
conversation
and
what
challenges
do
you
foresee
in
in
getting
to
the
steps
that
have
been
outlined
in
this
in
this
report?.
S
And
if
it's
helpful
I
can,
if
it's
helpful
I
can
speak
to
some
of
the,
where
kind
of
where
we're
at
based
off
of
our
conversations
there's
there
was
an
ad
hoc
group
of
folks
and
it's
all
pretty
much
city
except
for
I,
think
some
Homeward
Bound
Outreach
staff
that
are
part
of
this
kind
of
this
Fielding
of
encampment
resolution.
Anyone
feel
free
to
jump
in
if
there's
any
additional
information
that
you
want
to
add,
there's
not
a
clear
decision-making
body
to
it.
S
There
is
a
24-hour
notice.
Once
the
decision,
the
decision
is
made
to
clear
the
encampments.
That
means
basically
removing
everyone's
belongings
and
and
without
necessarily
adequate
time,
I'm,
not
considering
every
single
case,
but
not
the
adequate
time
for
outreach
to
really
make
meaningful
engagement.
S
S
Not
they're,
probably
not
going
to
give
me
one,
but
so
Homeward
Bound
it
has
do
they
have
enough
time
to
even
make
a
meaningful
engagement
in
that
in
that
short
turnaround
again,
if
we
have
a
clear
time
frame
of
how
decisions
are
made,
we
can
have
meaningful
time
to
engage
folks
with
all
the
multi-disciplinary
Outreach
teams
that
we
have
at
our
available
in
the
community.
What
ends
up
happening?
S
Is
we
there's
this
decision?
That's
made,
there's
not
again
a
clear
decision
like
why.
What
is
the?
What
is
the
metrics
of
when
this
decision
gets
made?
Folks
are
folks
who
have
no
place
to
go,
are
asked
to
move
a
place
to
go
to
somewhere
else
that
they're
that
pretty
much
set
up
on
campus
somewhere
else,
and
if
you
think
about
the
resources,
if
you
think
about
the
trauma,
if
you
think
about
just
how
this
process
is
going,
one
is
not
person-centered.
It's
not
really
solving
any
issue.
S
It's
just
moving
folks
around
there
isn't
a
clear
decision-making
Authority
and
a
part
of
this
conversation
from
some
of
the
folks
I
heard
from
some
of
the
community
Advocates
folks
who,
who
have
experienced
homelessness,
they've,
lost
everything
and
during
these
processes
and
and
then
and
then
turn
around
some
of
the
service
and
then
have
some
of
the
service
providers
require
them
to
have
stuff
to
even
access
the
program
and
they've
lost
everything
in
the
cabinet
because
they
couldn't
get
gather
everything
during
that
period,
so
I'll
I'll.
S
If
anybody
wants
to
add
anything
to
that
current
process,
but
it's
very
ad
hoc,
it's
reactionary.
It's
we
have
to
do
something,
but
it's
not
very
structured.
N
Guys,
Emily,
okay,
thank
you.
I
want
to
just
add
that
that
a
really
critical
element
is
who
the
property
owner
is
so
private
property
owners
certainly
are
able
to
make
that
determination
themselves
and
and
I
I.
Don't
know
if
this
is
clear
in
the
community,
which
is
part
of
what
I'm
saying
right
now,
so
if
a
private
property
owner-
and
that
includes
a
business
or
a
large
land
holder,
Duke
Energy-
is
an
example.
N
If
a
private
property
owner
makes
that
determination,
then
they
are,
they
can
I'm
sure
I'll
use
kind
of
the
wrong
words.
They
can
file
a
no
trespass
order.
Apd
is
responsible
for
enforcing
that,
because
that's
again
it's
at
the
discretion
of
the
property
owner,
so
we
have
I,
don't
want
to
jump
the
gun,
but
I
would
suggest
that
in
an
encampment
resolution
work
group
we
would
want
to
include
some
of
our
really
large
property
owners
in
the
community
certainly
want
to
include
business
owners.
F
I'm
going
to
add
to
what
Emily
has
said:
even
Hotel
owners
have
come
to
well.
I
have
a
partner
who
does
a
lot
of
work
with
camps
and
we've
gone
to
to
the
property
owner,
and
they
said
we
don't
care.
If
they're
there,
we
don't.
We
don't
even
care
if
our
clients
see
them.
What
we
care
about
is
the
way
it
looks
and
we'll
go
talk
to
the
people
that
are
living
there.
Who
say
it's
not
us.
It
was
the
people
that
were
here
before
us,
we'll
we
have
to.
F
F
X
I
mean
I
I.
Don't
want
to
con,
continue
to
make
this
abstractor
or
whatever,
but
it's
I
think
there's
there's
a
lot
of
Outreach
happening
is
really
there's
so
many
different
people
doing
different
things.
There's
so
many
groups
already
meeting
there's
so
much
Outreach.
There
are
so
many
Grassroots
efforts.
There
are
so
many
people
doing
Outreach
in
lieu
of
a
shelter
or
a
place
or
a
system
to
to
have
the
central
coordination
happens.
So
I
don't
know
what
to
do
with
that.
I
just
want
a
name
that
I
think
that's
what.
S
Yeah
I
think
one
I
mean
I,
definitely
I
think
I
talked
about
that
I,
don't
know
if
I
said,
there's
a
lot
of
Outreach
in
the
community.
There's
a
lot
of
folks
doing
some
sort
of
Outreach
there's
not
a
whole
lot
of
coordination.
Just
for
my
when
I
from
a
few
months,
you
know
we
did
have
the
conversations.
S
So
one
of
the
parts
of
having
a
camera
resolution
would
be
some
coordinated
out
like
really
who's,
doing,
who
who's
going
and
doing
what?
How
can
I
help
with
whatever
you're
doing?
How
can
I
build
on
what
you're
doing?
Is
there
something
that
I
could
do
outside
of
what
you're
doing
is
there?
Is
there
a
buy
name
list
that
we're
utilizing
in
the
community
that
we're
all
working
to
try
to
address
the
folks
with
some
of
the
most
need
and
honestly
I
mean
a
huge
part
of
that?
S
Maybe
some
some,
like
you
know
some
some
safety
issue,
some
safety,
some
things
that
help
you
just
remain
safe
in
your
current
situation,
but
I
can't
provide
you
any
type
of
connection
to
services
or
housing
or
anything
that
could
help
meet
your
those
overall
needs.
Then
it's
it's
also
tough
as
well.
N
Think
I
can
only
excuse
me.
I
can
only
speak
to
you
as
those
those
kind
of
questions
come
into
the
city,
but
part
of
the
city.
Standard
response
is
to
encourage
connection
with
Outreach
first
and
we're
always
we're
always
suggesting
Mike
deseria,
specifically
sitting
in
that
corner
there,
suggesting
that
they
connect
with
Homeward
Bound
to
to
reach
out
to
that
location
in
advance
of
anything
else.
But
again,
as
is
up
to
the
you
know,
that's
at
their
discretion.
J
That's
something
I
had
well
I.
Think
that
there's
certainly
things
that
we
could
do
you
know
to
to
improve
that
and
improve
services
to
the
encampments
or
whatever,
but
I
think
the
best
thing
that
we
can
do
is
have
advanced
notice,
because
when
we
have
advanced
notice,
like
Marcus
was
saying
it
gives
us
some
time
to
get
you
know
get
into
because
it's
an
entirely
different
connotation
if
we're
showing
up
versus
a
police.
So
if
we're
able
to
get
in
there,
then
we
can
start.
J
You
know
working
with
folks
in
advance
and
also
be
there
when
the
camp
is
cleared,
so
they
have
a
familiar
face.
That's
been
out
there
and
talked
to
them
already.
You
know
they
know
we're
going
to
do
something.
We
come
prepared
to
hey
we're
going
to
take
you
here,
we're
going
to
take
you
there.
You
know
whatever,
because
we've
already
you
know
been
there
and
worked
that
out.
J
You
know
in
advance,
but
I
think
if,
if
we
could
have,
you
know-
and
it's
going
to
be
a
little
harder
for
you
know
the
just
the
private
sector
private
Community
to
to
do
that.
But
there's
certainly
things
I,
think
that
we
could
do
to
you
know
to
get
notification
from
them
as
well
and
get
out
there
and
do
something.
But
a
perfect
example.
J
G
G
We
want
to
call
somebody
who
can
do
the
right
thing
for
those
folks
and
and
find
out
if
there
are
people
in
those
encampments
who
can
fill
shelter,
beds
that
are
currently
empty
and
the
other
thing
I'd
say
about
this
is
we
talked
earlier
about
how
point
in
time
count
just
gives
us
a
snapshot
at
one
instance
in
time
having
never
been
involved.
This
I
have
no
idea,
but
it
seems
like
there's
a
tremendous
amount
of
data
to
be
found
in
the
conversation
with
the
campers
that
start
to
reinforce.
G
Let's
say
mismatch
between
beds
that
are
available
and
what
those
settings
are
and
what
the
rules
for
entry
are
compared
to
what
those
people
want
in
order
to
be
able
to.
You
know,
move
towards
permanent
housing
if,
if
there
was
a
simple
way
for
the
people
working
this
to
present
that
information
back
to
this,
this
group-
not
you,
know,
100
pages
of
stuff,
to
fill
out,
but
something
simple
that
would
give
us
real-time
data
about
our
unhoused
population
and
where
we're
missing
the
mark.
So
that
would
be
great
if
that
would
come
from
this
I'm.
F
Going
to
add
to
that
a
lot
of
people
don't
think
their
families
want
them,
and
they
do
so
when
we
make
that
connection
and
make
those
phone
calls
you
some
of
the
people
that
I've
talked
to
are
like
I'm
going
home.
I
thought
my
family
didn't
want
me,
and
they
want
me.
So
it's
really
important
to
make
connections
with
people
and
to
know
their
names.
S
Brushed
over
diversion
or
which
a
huge
part
of
diversion
is
a
housing,
focused
problem
solving
which
goes
into
that
like
how
well?
How
did
you
get
here?
Where
did
you
come
from
where's
your
family
at
and
there's
been
so
many
instances
across
the
country
where
these
conversations,
that
about
just
as
human
conversations
have
helped
people
connect
with
family
from
all
over
the
country
and
reduce
and
and
actually
solve
their
housing
crisis.
Just
by
having
having
someone
talk
to
them.
So
I
think
that
is.
S
That
is
a
crucial
piece,
but
we
have
to
have
someone
engaging
and
then
also
trained
in
having
those
conversations
to
have
to
have
the
consistency.
X
AE
And
no
one's
there,
they
count
it
as
notified.
So
a
lot
of
these
camps
I
mean
my
experience.
Doing
Outreach
usually
I'll
find
people
at
their
camps
between
40
50
of
the
time.
So
that
means
that
half
of
these
camps
are
getting
no
notice.
They
might
need
to
go
to
a
hope
for
the
day
and
come
back
in
their
steps
gone,
which
is
pretty
alarming.
AE
So
I
do
what
we're
doing
now
does
make
camps
last
longer
longer
and
along
with
that
trauma,
but
I
also
really
really
really
would
love
to
see
the
dot
being
lived
during
this
conversation,
so
many
amazing
will
impact
neighborhoods
the
way
that
camps
do
now
and
I
feel
like
when
those
camps
are
close
to
specific
neighborhoods.
That's
when
we
get
all
those
phone
calls.
AE
People
will
be
so
if
we
could
get
you
so
that
somebody
and
the
last
thing
I
have
is
I
just
my
favorite
data
collection,
just
driving
around
town
is
looking
at
the
difference
between
a
bus.
Stop
that
has
a
trash
can
and
a
bus.
Stop
that
doesn't
have
a
trash
can
like
a
huge
one
of
the
hugest
things
we
would
get.
Complaints
about
is
trash
and
I
just
want
to
point
out
that
the
answer
to
trash
is
trash
service.
AE
So
I
would
love
to
see
us
using
this
extremely
affordable
resource
to
address
some
of
those
issues,
also
within
a
more
caring
way
like
so
many
so
often
I
see
complaints
in
the
paper
or
on
the
phone
about
bathroom
issues,
downtown
and
I
feel
like
I.
Would
love
to
shift
those
conversations
like
where's
our
trash
service?
Why
aren't
their
bathrooms
downtown
and
that's
for
all
of
us
for,
like
us,
being
downtown
for
tourists
downtown,
like
everyone
loves
a
bathroom?
Okay,
that's
all
I
have
thank.
L
You
thanks
Pam
I,
want
to
say
thank
you
so
much
for
saying
that,
and
also
that,
so
there
is
a
code
team
at
the
county
and
they
meet
they're,
mostly
talking
about
like
sheltered
people
in
homes
across
Community.
However,
we've
seen
a
trash
issue
even
for
sheltered
individuals
in
homes,
access
to
trash
pickup,
both
both
the
cost
can
be
prevented,
can
be
a
barrier
for
some
clients,
and
so
I
I
do
think
across
the
board.
Conversation
around
trash
pickup
is
really
important.
So
thank
you
for
sharing
that.
X
I'll
also
just
sort
of
tuck
on
quickly
the
stuff
that
is
handed
out
becomes
trash.
We
have
a
lot
of
resources
that
we're
boring
into
handing
out
blankets,
clothing,
shoes,
sleeping
bags
and
that
stuff
that
just
ends
up
trash.
If
the
people
don't
have
somewhere
to
store
it.
So.
T
I
just
want
to
note
that
I'm
hearing,
I'm
hearing
you
all
talk
about
sort
of
two
distinct
components
of
of
what
this
work
group
might
be
charged
with,
and
that
is
ensuring
the
safety
and
and
health
of
people
who
are
living
in
unsheltered
locations
or
in
encampments
through
Trash
Trash,
Services,
different
kinds
of
hygiene
services.
T
To
make
sure
that
folks
who
are
in
those
situations,
have
access
to
those
to
those
resources,
as
well
as
to
outreach
staff
and
then
I
also
hear
in
the
event
that
somebody
is
on
private
property
or
or
some
other
property,
where
an
encampment
has
to
be
moved
or
removed
or
rehoused.
T
What
is
the
process
by
which
that
happens,
and
how
does
the
system
coordinate
around
that
so
that
we
are
minimizing
the
extent
to
which
your
law
enforcement
has
to
be
involved,
and
are
there
clear
your
steps
both
for
the
community
for
the
housed
community
and
for
the
unhoused
community
to
understand
in
all
of
that
so
I
I'm
hearing
you
talk
about
two
separate
issues
that
are
related
but
they're,
but
they're
separate,
and
that
feels
like
a
really
important
charge
for
any
sort
of
work.
Group
can.
A
Both
of
them
are
centered
around
Street
Outreach,
our
street
Outreach
function
in
the
community
and
I
think
you
know
they're
that
clearly,
as
far
as
as
far
as
encampments
goes
what,
whether
we're
talking
about
making
them
healthier
with
while
people
are
camping
or
or
finding
us,
safe
and
and
a
safe
way
to
close
them,
and
when
that's
necessary,
you
know
I,
think
that
that
that's
what
that
is
and
I
would
the
obvious
other
group
that
we've
all
kind
of
mentioned,
but
not
said
specifically
I,
don't
think,
is
APD
law
enforcement
needs
to
be
on
this
planning
process
to
so
that,
and
you
know,
I
have
a
very
particular
officer
in
mind
that
I
think
we
all
can
agree
on
who
could
really
help
help
to
communicate
whatever
comes
out
of
this
as
a
policy
recommendation
to
the
rest
of
the
department
and
make
sure
that
we
that
we
do
something
before
we
just
go
and
close
the
camps
down.
N
J
X
Thanks
for
saying
that
time,
it
also
seems
like
we
can
decentralize
the
decision,
the
actual
decision
to
move
a
camp,
but
then
we
still
whoever
is
showing
up
physically
telling
people
to
move
at.
Some
point
is
put
in
that
position
if
they
don't
have
anywhere
to
bring
them
whether
it's
police
or
an
Outreach
worker.
J
M
May
I
ask
a
question
about
that
sure
it
was
on.
It
was
on
my
overall
questions
for
naeh
and
then
I'm
wondering
because
we're
talking
about
emergency
response
planning
and
climate
Justice
initiatives-
and
you
mentioned
the
situation
in
Houston
and
yesterday
and
I-
was
thinking
about
what
happens
when
we
need
to
contract
and
expand
during
times
of
Crisis.
M
It
could
be
inclement
weather,
for
example,
it
could
be
being
a
hub
in
Western,
North
Carolina,
but
do
we
need
to
somehow
make
sure
that
we're
not
just
thinking
about
the
crisis
of
today,
but
also
being
able
to
build
or
scale
up
to
capacity
when
we
need
to
yeah.
T
I
think
some
of
that
comes
with
you
know,
having
the
planning
structure
in
place
and
having
a
standardized
as
well
as
you
can
process,
by
which
you
do
this
work,
and
then
it
becomes
easier
to
expand
and
contract
the
other.
The
other
thing
that
I
that
just
comes
to
mind
related
to
that
question
is
something
that
Emily
raised
earlier
and
that
is
like
who,
who
is
providing
services?
Are
there
other,
maybe
non-traditional
partners
that
you
want
to
bring
into
your
into
your
circle?
T
Who
could
be
a
potential
like
when
you
have
to
expand
because
of
a
hurricane
and
I?
Don't
think
you
get
hurricanes
here,
but
you
know
what
I'm
saying
when
there's
when
there's
some
sort
of
disaster,
how
you
can
expand,
so
you
have
folks
sort
of
at
the
ready
and
is
that
churches
or
smaller
organizations
that
work
in
specific
neighborhoods
that
are
underserved,
so
I
think
there's
some
of
that
thinking
that
that
could
be
really
helpful.
So.
M
That
gets
to
my
curiosity
about
our
recent
Water
Crisis
I
was
able
to
interact
with
neighbors,
who
didn't
have
water
because
of
my
limited
Spanish
and
with
Google.
Translate
that
we're
speaking
Russian
or
Ukrainian.
So
I
think
that
if
we,
if
we
don't,
if
we
don't
have
communications,
which
is
what
we
all
subgroup
was
talking
about.
M
Looking
at
kind
of
that
bigger
picture,
it
might
be
a
missed
opportunity
to
be
able
to
scale
up
in
the
future
and
that
kind
of
gets
back
to
making
sure.
There's
like
a
regular
system
of
making
sure,
there's
accessible
information
to
the
public
from
the
service
providers
and
also
from
the
COC.
F
A
while
back
when
I
was
volunteering
with
another
group,
I
had
implemented
a
suggesting
how
we
already
had
in
place.
You
know
we
have
the
weather,
we
can
call,
and
so
we
implemented
the
hotline
for
code
purple
which
didn't
just
include
cold
weather.
It
included
income,
any
type
of
inclement
weather,
and
so
it's
now
defunct,
but
it
can
be,
you
know,
redone
and
so
that
it's
it
is
kind
of
it's
a
way
to
connect
anybody
who's
outside
as
well.
F
You
know
there
are
free
phones,
but
there's
also
word
of
mouth,
because
it
was
on
a
card,
so
other
I
had
given
it
out
to
hotels
who
are
who
are
in
the
understanding
of
people
are
outside
who
have
been
outside
a
lot
of
those
people
who
are
housed
now
were
not
housed
with
methadone
clinics.
They
can
give
out
the
cards
to
people
who
are
outside
so
that
they
can
call
and
find
out
what
the
weather
conditions
are,
where
the
places
are
that
they
can
go.
S
I
was
just
going
to
add
that's
one
of
the
when,
when
it
talks
when
we
were
talking
about
language,
that's
one
of
the
things
that
we
always
want
to
make
sure
we're,
including
having
culturally
responsive
Services
right,
not
I.
Think
I
talked
about
a
little
bit
yesterday,
not
just
like
colorblind
approaches
that
one
is
one
size
fits
all,
but
understanding
that
there
are,
you
know.
Maybe
we
can.
S
We
can
partner
with
organizations
that
whose
mission
is
to
serve
folks
who
are
lgbtqia
plus,
are
who
Spanish-speaking
communities
and
our
our
black
and
brown
communities
who
serve
those
and
those
can
be
folks
who
are
partnered
with
Outreach
efforts
to
ensure
that
we're
providing
those
you
know,
culturally,
responsive
Services
and
making
those
those
connections,
and
sometimes
where
folks
feel
we
may
be
safer
to
engage.
M
I
wonder
or
if
we're
talking
about
who
should
be
included
in
the
conversation
I
heard.
Property
Owners
but
I
didn't
hear.
Renters
and
I
thought
about
the
neighborhoods
as
being
maybe
a
non-traditional
partner
to
make
sure
that
neighbors
are
at
the
table,
but
also
including
people
who
own
and
people
who
don't
own
property.
Because
when
we
think
about
the
people
who
are
vulnerable
to
becoming
homeless-
and
we
want
to
work
on
diversion
like
I
know
that
that
might
be
something
for
the
neighborhoods
to
consider.
T
It
feels
to
me
like
again
what
I'm,
what
I'm
hearing
are
that?
Obviously
your
Outreach
providers
are
the
are
the
key
to
having
a
successful
work
group
that
addresses
this
issue.
Outreach
providers
are
are
being
responsive
both
to
the
housed
community
and
the
unhoused
community
on
a
daily
basis
and
understand
sort
of
the
dynamic
that's
playing
out,
but
I
also
hear
having
some
representation
from
I
want
to
say.
T
In
order
to
do
some
of
these
negotiations
and
and
Housing
Authority
neighborhoods,
so
you're
starting
to
coalesce
around
who
should
be
on
the
work
group
and
who
should
be
leading
this
particular
work
group
as
well
as
what
their
charge
is,
which
we
laid
out
in
three
components,
which
was
safety
and
hygiene
resolution
and
access
to
shelter
and
housing
and
I.
Guess
the
the
other
person,
the
other
folks
who
should
be
involved,
our
shelter
providers
and
housing
providers.
T
But
so,
just
via
this
conversation
it
feels
like
you
are
coalescing
around
a
particular
structure
and
a
set
of
charges
that
will
be
really
important
for
this
community
and
just
saying
like
what
gets
measured,
gets
done
so
making
sure
that
you
have
some
metrics
that
go
along
with
that
qualitative
and
quantitative
and
that
all
of
this
gets
written
down.
T
So
everybody
is
clear
on
what
their
responsibilities
are
at
the
different
points
of
contact
and
that
you
can
transparently
communicate
something
to
your
community,
your
housed
community
and
your
unhoused
community,
so
that
they
understand
what
the
expectations
are
and
to
to
the
point
that
was
made
earlier
folks.
Will
the
the
feeling
that
I'm
hearing
is
that
folks
will
use
a
system
if
they
know
what
it
is
and
it
does
what
it
says.
It's
going
to
do.
A
So,
thank
you
and
that's
a
great
summary
and
I'm
sure
that
somebody
wrote
that
all
down
can
I.
A
A
A
A
I'm,
so
my
suggestion,
which
I
may
have
said
in
the
big
group
or
may
not
have
I
may
have
just
said
in
the
small
group,
is
that
we
set
up
a
work
group
around
each
of
the
recommended
goals
that
an
aeh
has
put
in
front
of
us.
One
of
them
is
an
encampment
resolution
and
and
sort
of
combined
with
that
improved
Street
Outreach.
A
So
this
would
be
a
Hayak
working
group,
since
we
can't
have
subcommittees
that
focuses
on
this
issue
as
its
primary
goal.
You
know
over
the
next.
Whatever
period
of
time,
I.
M
N
A
And
I'm
I
am
specifically
thinking
for
this
planning
that
it
would
be
a
work
group,
a
work
group
of
Hayak
members,
Homeless
Coalition
members,
law
enforcement,
and
you
know
other
groups
that
we've
identified,
but
that
are
org
group-
would
lead
the
process
and
tentatively
we're
going
to
have
a
bunch
of
these.
So
you
know
everybody
think
about
that,
but
it'll.
F
Be
that
part
and.
A
F
S
I
think
one
of
the
things
that
we
I
think
as
you
can
move
forward.
You
also
want
to
start
thinking
about
like
well
who's
going
to
help
with
the
Staffing
right.
So
that's
going
to
be
a
piece
as
well,
so
now
that
the
city
has
four,
and
hopefully
the
county
will
have
at
least
one
one
full-time
position
we
can
set.
S
We
can
start
designating
folks
to
like
help
be
the
backbone
of
these
groups,
not
again
I
want
to
make
sure
I'm
clear,
not
guiding
not
providing
what
what
it
should
happen,
but
just
make
sure
the
group's
set
up
taking
notes
and
alleviating
some
of
the
pressure
of
the
of
some
of
that
admin
work
for
the
for
the
groups.
S
L
And
this
is
just
a
minor
point,
but
once
the
official
COC
moves
out
from
underneath
the
city
or
county,
if
that's
the
ultimate
decision,
then
the
restrictions
around
like
the
committee,
the
structures,
none
of
those
things-
will
be
overlaid
or
the
hybrid
meeting
structure
right.
All
of
those
things
will
be
identified
and
defined
within
the
COC.
O
L
A
A
S
Right
well,
I
just
wanted
to
actually
just
highlight
something
really
quick,
usually
before
we
have
any
type
of
conversation
with
communities,
especially
when
we
do
all
of
our
system
design
our
like
trainings.
We
always
try
to
kind
of
set
the
stage
of
like
we're
just
trying
to
improve
what
we're
doing
right.
A
lot
of
times
we
talk
about
like
changing
systems,
there's
a
commentation
that
some
some
a
program
is
doing
something
wrong.
Stuff
is
happening,
bad,
you
know.
Look
our
framework
is
what
we
we're
doing
good
things.
S
We
can
always
make
it
better
to
move
towards
towards
what's
best,
and
one
of
my
favorite
quotes
in
this
came
actually
from
it's
quote
is
given
to
Tim
Duncan,
but
as
Tim
Duncan's
mom
said
this
she's
a
good
better
best.
Never
let
it
rest
until
your
good
is
better
and
your
better
is
best,
and
that's
all
we're
talking
about
is
we're
talking
about
improving
our
system,
we're
talking
about
improving
how
we
work
together
to
ultimately
improve
the
work,
we're
doing
for
some
of
the
most
vulnerable
folks
in
our
community.
S
So
hopefully
you
all
had
a
good
lunch.
Thank
you.
My
sandwich
is
good.
Thank
you
for
coordination.
Whoever
did
that
so
we're
gonna
move
on
some
in
a
similar
style,
we're
going
to
change
up
just
a
little
bit,
how
we
kind
of
facilitate
these
conversations.
But
it's
similar.
We
want
to
have
conversations
so
strategy.
Three
Implement,
evidence-based,
inclusive
policy,
create
an
equitable
person-centered
homeless
response
system.
S
We're
gonna
spend
some
time
as
a
group
talking
through
these
three
and
we're
going
to
use
something
called
World
Cafe
or
World
Cafe
like
model,
it's
not
100
the
same
Fidelity
to
the
model,
but
we're
going
to
talk
through
Outreach
we're
going
to
talk
through
simultaneously
talk
to
a
coordinated
entry,
we're
going
to
talk
through
shelter
and
we're
going
to
one
at
the
end
of
each
round.
We're
gonna
switch
to
another
topic
and
then
we're
going
to
come
back
to
a
group
and
I'll
talk
more
about
what
that
looks
like
in
a
little
bit.
S
So
the
first
one,
the
first
priority
in
in
this
and
during
this
round
we'll
talk
about,
is
Outreach,
build
the
capacity
of
the
truth
Outreach
to
ensure
a
multi-disciplinary
approach
to
meet
the
needs
of
people
experiencing
homelessness.
S
We
make
sure
what
step
one
is
in
identifying
for
care
training
for
Street
Outreach
staff
to
ensure
best
practices
are
utilized.
Outreach
staff
should
be
connecting
individuals
with
chemists
from
encampments
to
shelter
or
and
or
permanent
housing
established
work
group
two
step.
S
Some
communities
use
like
apps
just
ways
to
ensure
we
know
who's,
doing
Outreach,
where
what's
being
provided,
what?
What
are
they
seeing
just
to
make
sure
everyone's
on
the
same
page
of
what's
happening
in
the
community?
Another?
The
the
other
conversation
that's
going
to
be
happening
simultaneously
is
Street
Shelter
capacity,
increased
crisis
response
capacity
to
meet
30
of
the
immediate,
immediate
shelter
needs
which
includes
that
problem.
Solving
we
talked
about
so
it's
Step,
One
is
Implement,
newly
funded,
effective
shelter
beds
and
a
member
shelter.
S
Effective
shelter
is
a
shelter
shelter
that
is
housing
focused
that
is
accessible
to
folks.
It
means
it's
low
barrier,
it
is,
it
has
housing,
Focus
problem,
solving
diversion
and
implemented
into
it.
It
follows
Hud's,
equal
access
rule
and
it
uses
it.
Has
those
culturally
responsive
and
inclusive
interventions.
S
U
S
And
then
step
four
is
use
Hud's
tool
like
Stella
M,
to
do
an
ongoing
analysis,
so
Stella
M
provides
modeling
system,
modeling
modeling,
based
off
of
your
your
hmis
data.
To
tell
you
exactly
how
many
interventions
you're
going
to
need
moving
forward.
We
just
need
to
make
sure
we
have
the
data
in
order
100,
a
good,
clear
picture
of
our
data
to
to
Really
provide
that
ongoing
modeling.
So
what
we're
saying
is,
even
though
we're
talking
about
increasing
the
the
shelters
you
want
to
continue
continuously
analyze
your
system
to
see.
S
So
this.
The
next
conversation
we'll
be
having
well
again
simultaneously,
is
around
coordinated
entry,
begin
implementation
of
the
system.
Improvements
of
the
COC,
coordinated
entry
strategy
create
a
coordinated
entry
policy,
Committee
of
the
COC
to
develop
revised,
written
standards
and
policies
and
procedures,
modify
system,
metrics
to
track
performance
or
coordinated
entry
review
and
align
entry,
core
elements
to
best
practices
and
court.
Let
me
just
really
quick
say
their
core
principles
of
coordinated
entry.
S
Are
access
I'm,
sorry,
access,
priority,
prioritization
and
referral,
so
those
are
the
core
principles
so
how
you
access,
coordinate
entry,
there's
the
assessment
process,
there's
a
prioritization
process
for
the
folks
who've
been
assessed
and
then
there's
the
referral
process
to
the
housing
intervention.
S
Ensure
that
the
access
points
are
again
that's
where
folks
access
the
system
are
trained
in
diversion
and
only
conduct
coordinated
entry
assessments
after
implementing
a
diversion
strategy,
ensure
that
all
people
experiencing
homelessness
are
connected
to
coordinate
entry
and
assessed
during
a
specific
time
frame.
We
we
recommended
72
hours
for
funded
agencies
between
14
to
30
days
for
non-funded
agencies,
expand
and
coordinate
access
to
detox,
residential,
intensive
outpatient,
mat
and
community-based
supports
the
coordinate
entry
conduct,
quarterly
technical
assistance
for
providers
to
assess
data
assistant
coordination,
quality
improvements
and
quality
assurance
Deeds.
S
So
what
we're
going
to
do
is
break
up
in
into
three
groups,
I'm,
going
to
tell
you
a
little
bit
about
what
what
we're
gonna?
What
what
this
looks
like.
So
each
group
for
This,
World
Cafe
each
group
is
going
to
have
one
a
table
host.
So
can
I
get
three
volunteers,
maybe
from
the
city
who
are
going
to
be
providing
admin?
Admin
supports,
they
don't
have
to
okay,
oh.
S
You
guys
are
just
fast,
so
if
you
all
can
stand
next
to
one
of
the
one
of
the
things
on
the
walls,
we
have
coordinate
entry
over
here.
We
have
Outreach
over
here
and
we
have
shelter
over
there.
S
So
you
guys
are
what's
going
to
be,
what's
called
a
table
host
you're
going
to
take
notes,
you're
going
to
welcome
the
new
group
when
they
come
between
rounds
and
talk
to
them
a
little
bit
about
what
was
said
previously
and
then
the
next
group
is
going
to
continue
like
continue
building
through
that
conversation,
I'm
gonna
have
if
the
world
have
questions,
that's
gonna
that
are
going
to
guide
our
time.
So,
each
each
time
each
group
is
going
to
spend
10
minutes
at
each
part.
S
T
T
N
On
they
don't
have
the
printed
report
unless
they
brought
it
themselves,
but
they
have
this
the
table
of
recommendations
and
then
also
a
copy
of
the
slides.
S
All
right
and
then
the
folks
in
the
crowd
I'm
going
to
divvy
up
the
folks
sitting
at
the
table
to
go
to
different
places.
If
you
are
an
attendance
and
want
to
participate,
you
can
join
it.
Any
group
you
you
would
like
so,
let's
actually
just
this-
is
just
for
this
round
I'm
going
to
break
you
up
by
three
we're
going
to
count
by
count.
You
start
by
one
we're
going
to
do
count
by.
Y
L
AA
W
W
S
So
we're
going
to
spend
10
minutes
between
talking
about
the
topic
that
you're
at
after
that
10
minutes
you're
going
to
go
to
whatever,
whichever
direction
you
want
to
go
to,
you
don't
have
to
stick
with
your
group,
but
do
not
I
do
not
want
all
the
same
group
to
go
to
the
same
direction,
so
we
should
be
switching
switching
it
up
and
then
so.
The
questions
that
I
want
you
to
consider
based
off
of
that
topic
are
on
the
board
or
up
here.
Do
we
have
questions?
Z
Z
Z
AF
Y
Y
Z
W
Y
S
All
right
so
we're
going
to
go
ahead
and
transition
into
another,
so
we're
not,
as
so
everybody
stay
where
they're
at
really
quick.
So
we
are
about
to
move
on
to
round
two.
We
want
if
you
are
an
Outreach
three
or
four
of
you
go
in
different
directions
and
we
want
everyone.
If
you
are
in
the
shelter
having
a
robust
conversation
back
there,
we
want
three
or
four
of
you
all
to
go
this
way.
We
don't
want
everyone
to
go
the
same
direction.
S
If
you
are
having
a
robust
conversation
at
coordinated
entry,
we
want
half
of
you
all
to
go
this
way.
Half
of
you
ought
to
go
this
way
so
we're
each
round.
We're
gonna
have
a
different
group
having
a
different
conversation.
Okay,
so
go
we're
going
to
start
now.
We
have
10
minutes,
so
it's
122.
We
will
make
the
transition
at
132
for
that
for
that
for
our
third
round,
so
the
with
the
with
the
goal
of
going
somewhere
new.
W
AF
T
I
think
what
I
was
talking
with
I
found
was
that
it
sounds
like
one
of
the
things.
Oh.
Y
Y
F
Y
F
L
Y
S
S
J
J
Y
Y
Z
Y
Z
L
Y
Z
Y
Y
AB
Z
Y
I
S
S
S
S
S
AF
AF
Z
S
Z
U
Z
S
S
A
AC
S
S
So
I,
if
you
can
just
highlight
any
key
well
I,
really
want
to
focus
on
the
recommendations.
The
next
steps,
but
if
you
want
to
highlight
any
high
level
challenges
and
and
considerations
based
off
all
the
con,
the
different
conversations,
if
you
want
to
highlight
that
briefly,
I.
P
P
Working
voice
because
I
worked
with
young
people
for
a
long
time.
We
identified
barriers
to
that
system,
meaning
that,
like
when
a
person
is
first
coming
into
the
homeless
system,
there's
a
lot
of
priority
over
process
versus
relationship
and
that
kind
of
puts
up
some
barriers
to
like
getting
to
know
why
that
person
is
experiencing
the
crisis
that
they
are
and
then
like,
moving
them
through
assessments
that
can
be
invasive
without
developing
that
rapport
with
them.
P
So
a
lot
of
the
conversation
kind
of
server
centered
around
that
and
then
we
after
some
time,
got
to
some
recommendations,
so
some
of
those
being
establishing
best
practices
and
researching
other
communities.
We
talked
a
lot
about
hmis
and
that
data
collection
and
possibly
requiring
participation
in
hmis
and
the
coordinated
entry
system
collaboration,
that's
needed
between
Community
Partners,
including
hospitals
and
jails,
and
then
talked
about
the
barrier
of
privacy
needs
of
HIPAA
and
information
sharing.
P
Q
Okay,
can
you
hear
me
for
outreach?
We
really
focused
on
the
different
Community
Partners
that
are
already
doing
Outreach,
so
we
identified
a
lot
of
free
clinics,
Homeward
Bound,
Haywood
Street,
the
mental
health
providers,
law
enforcement,
APS
ABC,
VM
kind
of
all
of
those
big
standard,
Outreach
providers-
and
we
kind
of
just
talked
about
efficiency,
and
you
know
that
communication
and
making
sure
that
work
isn't
being
doubled
can
be
hard
when
people
are
outreaching.
Q
The
same
person
and
they're
like
I've,
already
answered
these
questions
and
it
can
feel
like
your
your
information
isn't
going
anywhere
and
that
leads
to
that
feeling
of
being
stuck
I
know
Mike,
with
Homer
Brown
brought
up
that
there's
some
distress
being
created
with
Outreach
that
a
lot
of
times
when
they
go
out
to
an
encampment
soon.
After
maybe
several
days
later,
law
enforcement
end
up
showing
up
to
clear
the
camp,
and
so
when
they
see
Outreach
coming
out,
they
feel
like.
This
is
a
bad
thing.
Q
This
means
the
end
of
my
home,
so
they're
not
as
willing
to
engage
with
Outreach
as
maybe
they
would
be.
So
we
talked
about
trying
to
broaden
outreach
providers
and
then
having
a
new
camp
clearing
notification
system
with
representatives
from
these
key
stakeholders
to
really
provide
that
in-person
resource
right
then,
and
there
you
know,
if
you
have
somebody
from
mayhec
with
a
mental
health
provider
with
you
know,
it
can
be
more
of
a
wraparound
service.
Q
There's
frustration
around
lack
of
resources
when
you
do
go
to
outreach
someone.
What
can
you
offer
if
there's
nothing
to
offer
yeah
and
then,
in
terms
of
next
steps,
again
lots
of
collaboration,
establishing
goals,
lots
of
data
collection,
I
learned
the
term
SWAT
today
so
doing
a
SWAT
and
then
focusing
really
on
outreaching
encampments.
S
All
right,
so
this
is
the
final
we're
gonna
hear
from
shelter.
This
I
just
want
to
tell
you
what
this
this
is
called.
This
is
called
mining
for
information
as
a
part
of
World
Cafe,
based
off
all
the
great
work
you
all
have
done
of
going
around
this
room.
So
the
final
mining
of
information
around
shelter.
N
So
shelters
we
talked
about
a
long
list
of
people
who
can't
access
shelter
right
now
or
gaps
that
we
have
in
our
shelter
system.
N
We
talked
about
kind
of
a
triage
approach
for
shelter
entry,
so
understanding
who
who
our
person
is
and
what
their
shelter
needs,
are
and
then
trying
to
get
them
to
the
right
shelter
in
our
community
that
meets
those
needs.
N
We
talked
about
some
key
Partners,
a
lot
of
conversation
about
engaging
neighborhoods
and
sharing
some
agency
and
responsibility
with
neighborhoods
for
developing
shelters,
not
being
afraid
to
tackle
the
negative
parts
of
the
conversation
like
drugs
and
trash
in
the
planning
process,
engaging
shelter
residents
in
neighborhood
activities,
so
engaging
neighborhood
members
as
well
as
shelter
participants,
and
we
were
a
little
thin
on
next
steps.
N
But
our
our
two
next
steps
were
to
develop
a
work
group,
get
the
right
people
to
the
table
and
also
to
inventory
current
shelters,
so
some
resource
mapping
about
what
we
have
and
how
those
shelters
operate
and
then
evaluating
from
that.
What
could
be
done
differently
and
baking
that
into
an
ongoing
process
that
we
continue
to
do
to
continue
to
understand.
Shelter
needs
to
therefore
understand
if
we
need
to
build
new
shelter
or
work
with
current
shelters
to
to
evolve.
S
Okay,
thank
you.
Thank
you.
Can
we
get
a
a
round
of
applause
for
our
table
host?
Thank
you
awesome
job,
and
thank
you
all
for
for
sharing
your
your
own
expertise.
S
Again,
these
conversations
are
not
don't
have
to
be
beholden
to
these.
These
activities
right.
They
can
continue,
as
you
continue
working
together
to
to
address
this
work,
I'm
going
to
move
forward
and
just
start
going
just
to
go
through
our
next
strategy,
which
is
improving
data
quality
and
Reporting
by
increasing
access
to
homeless
management,
information
system
coverage
and
and
report
system
performance
and
again,
like
other
ones,
the
there's
a
lot
that
goes
under
these
this
strategy,
but
we're
going
to
spend
just
some
time
talking.
S
That's
more
I
think
we're
going
to
spend
time
this
time.
Talking
is
a
larger
group
just
because
I'm
sure
you
guys
are
tired
of
moving
around.
So
this
one
is
improved.
Hmis
utilization
and
Reporting,
and
this
one
is
the
the
one
step
is
funder:
should
mandate,
hmis
utilization
from
funded
entities
and
incentivize
non-traditional
Partners
to
participate
to
better
understand,
Community
needs
and
set
priorities.
T
L
Thank
you.
Well,
there's
like
home
funds
or
cdb
there's
like
Behavioral
Health
funds,
there's
homelessness,
Services
funds
that
I
receive
strategic
partnership
funds
General.
S
T
T
About
your
I
feel
like
I
was
talking
with
somebody
yesterday,
who
was
who
was
specifically
wondering
where
money
from
HHS
falls
into
this
up
sort
of
puzzle
of
of
dollars
like
path
funding
for
outreach
or
your.
A
T
A
Are
two
fqhcs
who
receive
specifically
funds
for
serving
people
experiencing
homelessness,
foreign.
N
Also,
the
ABC
Board
and
their
Family
Foundation.
M
I'm
gonna
put
this
one
in
the
room
because
I'm
hearing
it
a
lot
but
I
haven't
heard
it
in
the
past
couple
days
is
a
funding,
that's
not
being
tapped,
and
that
is
when
we're
talking
about
like
access
to
housing.
The
tourism
Development
Authority
funds
are
not
going
towards
anything
around
this
right
now.
K
A
Tourism
Development
Authority,
we
did
just
say
it,
but
yeah
I'm
sure
they
want
to
reduce
Street
homelessness
in
downtown
Asheville
and
should
be
recognized
that
our
intensive
focus
on
tourism
creates
a
huge
number
of
short-term
rentals
in
our
community
and
that
reduces
the
housing
Supply
dramatically
over
the
last
10
years.
It's
made
a
huge
impact
on
the
cost
of
rental
housing
and
the
availability
of
rental
housing.
There.
E
S
Yeah
they
were,
they
were
a
partner
of
ours
when
we
did
the
report
all
right.
So
what
are
ways
we
can
bring
folks
together?
How
can
we
get
start
the
process
of
bringing
some
of
these
funders
to
the
table
and
have
a
more
of
a
streamlined?
Maybe
potential
funding
to
decision
that?
Might
that
includes
the
stipulation
that
providers
put
their
information
at
hmis
as
they
get
funding.
AG
L
Yeah,
whenever
I
mentioned
the
county
and
the
multiple
different
Avenues
in
which
people
can
apply,
that
is
through
some
of
those,
the
HHS
funds
so
to
share
and
I
I
feel
like,
even
if
it's
just
a
yearly
funder
meeting
where
everybody
who
funds
this
work
would
be
important
to
invite
them
to
the
table
and
have
a
conversation
and
try
to
get
us
all
on
the
same
page,
and
maybe
it'd
be
a
good
idea
following
this,
so
everybody
hears
kind
of
what
the
recommendations
were
and
some
conversations
that
have
come
up
from
today.
E
I
agree:
I
think
it
should
be
more
frequent
than
annually.
Sorry
there
were
you
know:
funds
are
being
levied
all
the
time
so
and
as
things
change
on
the
ground,
I
think
one
thing
is
having
a
clear
road
map.
So
maybe
a
funder
can
fund
one
area
of
the
work.
Maybe
they
can
fund
Outreach,
for
example,
and
then
another
funder
can,
with
their
own
personal
goals
and
their
boards
they
can
fund
coordinated
entry,
I
think
giving
funders
a
roadmap
would
be
really
helpful.
E
Not
just
saying
hey
you
can
fund
this,
but
saying
hey
here
are
all
the
needs
that
we
have
with
your
foundation
or
your
tax
dollars
and
what
you
can
invest.
I
honestly
think
from
these
recommendations.
We
have
several
initiatives
that
the
TDA
could
fund
manage
lease
options:
shared
housing,
there's
a
lot
of
places
that
they
could
input.
If,
if
really
the
options
are
laid
out.
S
Do
you
believe
that
the
the
the
host
of
that
that
may
be
funding
collaborative
is
like?
Would
it
be
beholden
to
a
local
community
like
local
organization
like
a
dogwood,
Health,
Trust
or
or
be
a
subcommittee
of
this,
the
the
governance
structure,
ours?
Are
we
thinking
potentially?
Would
it
be
helpful
to
have
like
a
Outside
Agency?
Come
help
facilitate
this
I'm?
Just
thinking
like
how
do
you,
what
is
what
would
be
helpful
to
maybe
move
that
that
needle
and
what?
What
are
what
are
ways
we
can
do
that.
E
That's
a
great
question:
I
think
that
the
city
and
county
have
developed,
really
great
relationships
with
Dogwood
Health
Trust
I
mean
the
the
this
contract,
for
example,
hosting
a
funders
collaborative
again
with
a
clear
goal
of
what
we
want
out
of
it.
So
if
you
are
depending
on
where
your
Grant
Cycles
are,
you
know
where
they
fall
have
have
I
would
think
a
quarterly
meaning
to
participate.
I
think
funders
also
are
really
interested
in
performance
measures,
something
that
is
not
very
popular
around
the
table.
E
Sorry
I'm
just
gonna
go
there,
but
it
helps
it's
going
to
help
us
move
the
needle
and
I
think
Union
Dogwood
healthtris
has
honestly
they
have
the
most
funds
and
they
have
the.
They
have
a
lot
of
collaborative
initiatives
already
underway
that
touch
on
homelessness.
I
wouldn't
want
to
put
it
all
in
them,
but.
A
E
X
I
wonder
too,
if
we
could
do
some
work
to
re
to
work
on
messaging
around
like
common
goals,
because
I
think
there's
a
lot
of
you
guys
spoke
about
a
lot
of
divisive
politics
and
kind
of
misinformation
that
give
the
illusion
that
common
goals
are
not
common
goals.
So,
like
structuring
that
with
some
different
messaging,
some
United
messaging.
G
I
think
we
could
invite
the
funders
to
give
feedback
on
the
process
of
the
governance
work,
because
it's
within
the
governance
that
we're
going
to
dictate
goals
and
measurements,
and
things
like
that
so
to
engage
them
and
to
get
their
input
on
that
before
we
get
final,
would
would
show
that
we're.
We
really
understand.
We
need
them.
E
J
But
I
think
it's
important
too,
that
we
bring.
You
know,
initiatives
and
recommendations
with
expected,
you
know
outcomes
and
that
sort
of
thing
and
cost
and
talk
to
them
openly
about
it,
and
you
know
talk
about
the
impacts
of
that,
because
if
you
you
know,
if
you
wanted
to
fund
something
or
get
behind
something,
we
need
to
do
a
really
good
job
of
educating,
educating
them
as
to
what
that
is
what
we're
looking
at
accomplishing
with
that.
What
the
expectations
are.
You
know
that
sort
of
thing.
AG
I
I
also
I've
mentioned
this
with
the
with
the
Sheltering
space
with
the
Sheltering
group.
But
what
seems
essential
with
the
funding
is
we
we
also
have
to
find
a
way
for
I.
We
can't
allow
the
funders
to
control
the
narrative,
but
we
have
to
create
the
narrative
and
yeah
to
that
point
and
also
there
has
to
be
lived
experience.
That's
informing
what's
going
to
these
funders,
because
that's
how
this
gets
concretized
and
becomes
something
that's
actually
for
the
people
not
what's
projected
from
us
onto
the
peoples.
A
X
I,
just
yeah
I,
don't
think
we
have
a
lot
of
like
communication
between
like
yes,
I
want
to
I
think
we
need
to
redefine
metrics
and
outcomes,
and
we
also
need
people
who
are
knowledgeable
in
state
reporting
and
state
level
funding
so
that
we
can
tie
those
two
together
and
not
be
disjointed
in
that.
That's
well.
S
In
southern
region,
I
think
this.
This
conversation
has
went
to
like
the
details
of
how
we
create
a
funding
collaborative
and
all
the
different
things
that
we
need
to
consider
but
like
to
the
original
kind
of
point
to
this
not
saying
this
is
this
is
a
great
conversation.
But
if
we
really
want
to
look
at
data,
we're
also
saying
we
need
funders
to
mandate
data
as
a
part
of
them
providing
funding.
So
then
we
can
turn
around
and
say
here
are
the
data
elements
and
metrics
that
we
can.
S
We
can
show
to
you,
know
what
I'm
saying
so,
it's
kind
of
like
it's
a
catch-22
right,
so
it
is
it's
important
everything
we're
saying,
but
also
it's
like.
How
do
we
that
initial
conversation
of
you
know
we
need
you
all
to
kind
of
get
get
along
with
ensuring
that
folks
provide
data
to
the
overall
system?
So
we
can
have
a
system
view
of
what's
needed
and
then
also
be
able
to
look
at
those
gaps.
M
County
both
have
most
inclusive
non-discrimination
ordinances.
So,
if
we're
going
to
include
some
recommendations
around
hmis
participation
should
we
also
include
our
non-discrimination,
ordinance
policy
when
we're
looking
at
funding?
M
What
does
that
look
like,
and
the
second
thing
is
incentivizing,
because
we're
looking
to
y'all
to
level
up
and
or
restructure
and
put
that
time
and
energy
and
investment
into
our
community?
What
does
support
look
like
from
the
city
in
the
county
like?
What
does
a
recommendation?
Look
like
to
model
trust?
Is
that
a
letter
is
it?
You
know
the
resolution
dissolving
Hayek
would
be
a
thing,
but
that's
is
that
really
supportive?
Is
that
what
y'all
need
to
see
from
the
elected
bodies.
E
Part
of
the
irony
of
the
discussion
yesterday
on
Staffing
excuse
me,
is
that
many
people
here
at
the
table
are
not
staffed
to
be
at
these
meetings
and
I'm
not
going
to
talk
about
who
they
are,
but
they
typically
have
state
or
accounting
government
jobs.
So,
while
we're
talking
about
incentivizing
I
think,
that's
really
important
that
the
the
folks
that
we
have
on
high
career
leaders
are
not
incentivized
to
to
be
at
these
meetings.
I
think
it's
a
huge.
That's.
E
A
huge
issue
for
funders
makes
me
really
uncomfortable
when
I
hear
that
so
and
so
just
finished
a
12-hour
shift,
and
they
are
at
a
high
act
meeting
on
Friday
at
10
A.M.
So,
while
we're
talking
about
incentivization,
it's
not
just
non-traditional
Partners,
it's
using
the
resources
that
we
have
for
the
leaders
that
we
have
and
really
ensuring
their
participation,
because
it's
effective.
How
long
did
it
it
took
us
a
year
and
a
half
to
recruit.
S
Appreciate
you
shouldn't
light
on
that,
so
I'm
just
going
to
skip
to
the
last
question.
For
the
sake
of
time,
what
do
we
want
our
data
to
tell
us
and
inform
us
what?
So,
if
we,
if
we
perfect
world,
we
get
all
the
hmis
information,
every
every
partner,
non-traditional,
traditional
everybody
gets
staffed.
In
order
to
do
this
work
in
an
effective
and
efficient
way,
what
do
we
want
that
data
to
inform.
M
S
A
S
S
Breakage,
yes,
but
get
some
water
stretch
your
legs
all
right,
so
we
really
just
have
one
more
strategy
in
which
we're
going
to
talk
through
together
and
that's,
invest
in
the
future
increase
the
production
of
access
to
permanent
Housing
Solutions.
S
S
Hold
quarterly
housing
fairs
and
engage
landlords
to
take
part
in
these
events.
To
do
real-time,
screening
of
potential
renters
have
centralized
housing.
Navigator
teams
to
help
to
hold
weekly
hot
unit
calls
to
ensure
available
units
are
leased
up
and
quickly
in
court
in
a
coordinated
manner
and
develop
a
flexible
rent,
subsidy
pool
for
undocumented
or
criminally
disqualified
households
to
create
Pathways
for
people
who
traditionally
have
some
of
the
barriers
to
housing
with
the
funding
we
have
available.
S
I
would
also
add
to
this
list
just
because
I
we
we
didn't
it's
not
a
part
of
this
set
of
priority,
just
think
about
how
all
these
tie
into
rapid
rehousing
as
well
as
before
the
next
for
the
the
next
questions.
S
So,
who
would
be
responsible
for
those
in
the
interventions
that
we
talked
about?
What
are
some
of
the
Community
Partners,
whether
it
be
Follow
That,
should
fall
into
the
COC?
Is
that
a
subcommittee
that
looks
at
landlord
engagement
is
that
Contracting
with
a
third
party
you
know,
I
know
that
thrive
has
has
done
some
landlord
engagement
work
in
the
community.
S
It's
not
all
the
way
tied
to
every
all
the
homeless
system,
but
there
is
some
landlord
engagement
happening.
We
also
talked
about
in
the
report.
You
can
use
pad
Mission,
which
is
a
technology
that
actually
it
serves
almost
like
a
Zillow
for
for
providers
and
landlords.
It
just
takes
some
money
to,
of
course
manage
that.
But
just
what
did
you
think
about
those
recommendation,
those
steps
and
how?
How
do
we
make
them
happen,
who's
going
to
be
responsible?
S
I
said
I
said:
I
figure
out
what
you're
talking
about
when
I
when
I
talked
about
and
I'm,
not
trying
to
correct
you.
But
I
talked
about
the
ehv
vouchers,
the
emergency
housing
vouchers
which,
which
was
went
through
the
Housing
Authority,
but
in
partnership
with
Court
entry
or
partnership
with
coordinate
industry
and
some
of
the
providers
in
the
community.
So
it
was
a
collaborative
effort
of
of
providers,
but
they
were
the
folks
who
had
the
vouchers.
A
A
That
absolutely
great
Point
credit
for
that
success
should
go
to
Emily
and
and
the
providers
in
that
Network
who
did
the
Lion's
Share
of
the
work
of
finding
the
units
so
I
think
what
I
was
going
to
say
is.
Can
we
list
who,
in
the
in
the
community,
does
landlord
Outreach
right
now?
Just
so,
we
have
that
I'll
say
the
Housing
Authority.
Does
it
for
our
Voucher
Program
generally
I
know
that
Homeward
Bound
has
landlord
Outreach
folks
the
VA
has
landlord
Outreach
folks
Thrive
has
is
trying
to
do
some
work
around
coordinated
Outreach.
F
B
AG
I
would
add
well,
I
was
going
to
say
to
elvia's
point
I
think
before
that
conversation
starts.
There
also
needs
to
be
an
accountability
structure
regarding
the
world
of
predatory
landlords.
AG
I
I
could
think
of
folks
who
I'm
working
with
currently
who
were
evicted
for
complaining
about
black
mold
and
rats,
and
it's
and
it
even
within
the
the
voucher
system
that
this
is.
This
is
something
that's
perpetuated
in.
There
needs
to
be
an
accountability
structure
built
into
whoever
this.
Whoever
is
responsible
for
these
interventions
in.
F
M
M
N
I
I'd
add
to
your
list.
I
think
you
didn't
say
these
folks,
abccm,
wincap
and
helpmate
are
all
doing
landlord
engagement
and
with
thrive
in
the
spring.
We
we
pulled
together
housing
staff
from
most
of
those
organizations,
so
that
that's
that's
part
of
thrive's
overall
work
is
to
do
some
umbrella,
landlord
engagement
and
then
kind
of
funnel
that
to
those
organizations
that
are
specifically
doing
housing
interventions
for
people
exiting
homelessness.
AG
And
and
again,
the
the
list
of
folks
who
we
just
named
the
three
of
those
entities
gave
vouchers
to
folks
who
had
predatory
landlords
and
that's.
Why
I
think
it's
important.
A
Well,
let's
conversation
offline
about
which
landlords
we're
talking
about,
but
I
think
you
know
one
of
the
challenges
with
having
one
agency
do
all
that
together
is
that
there
are
different
payment
standards.
There
are
different
different
amounts
that
entities
can
pay
or
subsidize
I.
A
Think
ours
are
probably
the
highest
at
this
point
and
that
extends
to
the
Vash
vouchers,
but
it
creates
a
little
bit
of
a
complication
of
you
know
if,
if
you
rent
to,
if
you're
referred
by
this
centralized
agency
to
Homeward
Bound
you're
going
to
be
paying
getting
the
rent
at
the
fair
market
rent
and
if
you
get
referred
to
the
Housing
Authority
you're
going
to
get
the
fair
market
rent
plus
20
percent,
so
I'm
not
saying
I'm,
just
stating
that
as
a
fact-
and
you
know
not
sure
where
that
leads
us.
But
nobody.
F
Says
that
I
mean
the
standard
standard
lease
is,
is
just
what
is
standard
and
legal
I
think
that
there
are
other
landlords
here
who
write
great
leases
and
that
other
that
their
tenants
are
happy.
This
is
just
in
in
the
situations
where
tenants
aren't
happy
and
we
have
to
resort
to
what
is
legal
and
people,
don't
know
what
is
their
legal
right
and
so
that
standard
lease
is,
is
a
lifesaver
for
a
lot
of
tenants
and
landlords.
AG
Yeah,
which,
again
that
makes
me
wonder,
is:
is
there
any
concretized
rhythm
of
legal
ethics
that
might
be
explored
and.
AB
AG
As
if
we
have
X
number
of
new
units,
but
folks
are
suffering
in
those
units
that
housing's
not
worth
anything
so
again,
that's
the
the
ethics
is.
What
raises
my
concern
right.
C
I
do
want
to
have
a
conversation
about
that
I.
Don't
know
you
know
incentivizing
landlords
and
talking
about
how
difficult
that
is
right,
because
we
they
talked
about
40
rental
increases
and
David's,
talking
about
fair
market
rent
and
plus
20,
and
how
that
does
not
come
anywhere
close
to
what
we're
facing
out
there.
C
So
I
think
they're,
separate
problems
and
and
I
am
interested
in
talking
with
you
about
those
landlords
and
I
think
it
can
be
part
of
the
discussion
as
we
go,
but
I
think
you
know
as
somebody
who
works
with
landlords
regularly
and
obviously
in
opposition
usually
like
this
is
a
it's
a
really
tough
issue
and
we
really
have
to
work
together
and
think
very
carefully,
because
it's
the
key
in
the
short
term
I
mean
long
term.
It's
more
housing.
C
You
know
the
resources
needed
are
immense
and
it's
a
huge
problem,
but
we're
looking
at
these
things
in
10
years
and
12
months
and
and
the
work
that
thrive
is
doing
but
getting
everyone
on
the
same
page.
So
there's
not
different
information
coming
out
and
I
think
that
this
group
can
help
coordinate
that.
T
Good
question
for
the
emergency
housing
vouchers,
one
of
the
one
of
the
differences
between
those
vouchers
and
regular
vouchers
were,
was
the
funding
available
to
do
some
landlord
incentives?
Did
that
work?
Is
that
something
that
actually
contributed
to
the
high
percentage
of
utilization
that
you
currently
have.
A
I
can't
answer
that
specific
to
emergency
housing
vouchers,
but
we
have
had
landlord
incentives
in
different
forms
for
since
covid
and
that
did
make
a
big
difference.
The
other
thing
that
made
a
big
difference
was
our
we've:
appealed
the
fair
market
rents,
twice
the
housing
authority
and
paid
for
a
rent
study
each
time
and
that
that
has
resulted
in
about
a
35
percent
increase
in
our
fair
market
rents.
So
we
are
actually
pretty
close
to
if
the
market
rate
for
a
halfway
decent
one-bedroom
unit
is
fifteen
hundred
dollars
a
month.
T
The
reason
I
asked
that
question
in
part
was
as
those
covid
resources
are
starting
to
drop
off
and
you
don't
have
access
to
them
anymore.
It
might
be
something
concrete
that
you
go
to
a
philanthropic
partner
with
around
developing.
T
A
And
I
think
Thrive
has
done
that,
like
it's
mostly
public
sector
with
the
city
and
County
arpa,
but
I
think
opening
that
up
to
private
is
fine.
We
have
ongoing
funds
through
our
mtw
status,
to
be
able
to
do
that.
N
Another
piece
that
thrive
has
been
working
on
is
working
with
those
partner
agencies
on
standardizing
some
stuff.
So
what
are
standard
landlord
incentives
and
standards
of
case
management,
that
those
are
services
that
those
agencies
will
provide
to
attendants
and
to
landlords?
So
I
say
that
to
say
I
think
Thrive
has
done
some
leadership
work
to
put
together
a
kind
of
foundation
that
can
be
built
on.
E
S
So
it
sounds
like
some
type
of
continued
conversation
or
group
will
have
to
be
formed
or
to
discuss
that
will
include
Thrive
and
some
of
the
other
key
Partners
to
just
really
think
through
some
of
these
strategies.
S
Again,
as
we
talked
about
yesterday,
there's
you
know:
there's
not
going
to
be
a
rapid
increase
on
affordable
housing
here
here
soon,
so
we
have
to
have
it
be
intentional.
With
the
resources
we
do
have
and
utilize
best
practices
around
engaging
to
to
meet
new
landlords.
That's
you
know
utilizing
Mass
releasing
as
we
have
up
there
or
it
could
be
shared
housing
strategy,
it's
working
together
as
a
as
a
community
to
find
landlords,
incentivized
landlords.
So
just
so
it
sounds
like
that's.
A
conversation
now
continue
to
happen.
A
Yes-
and
we
do
have
one
two
three
four
different
light
tech
projects
in
the
area
that
are
all
facing
funding
deficits
at
this
point
because
of
interest
rates
going
up
and
construction
costs
going
up,
but
the
more
tax
credit
units
we
build.
Tax
credit
units
are
required
to
accept
vouchers.
L
Say
to
people:
that's
maybe
not
conversations
you
know
I
feel
like
there
is
the
county
staff
that
actually
do
the
housing
piece.
That's
not
a
hat
that
I
wear
but
I
think
that
would
be
an
important
part
and
also
just
to
kind
of
speak
to
what
Sarah
just
mentioned
about.
You
know:
subsidies
to
support
home
repair.
L
E
Yeah
but
there's
limitations
on
landlords,
getting
urgent
home
repair
funding,
so
I
think
that's
a
that's
an
area
that
private
philanthropy
can
help
because
their
their
rules
are
fewer
than
federal
funds
for
repair.
L
S
C
It's
being
talked
about,
though,
at
the
affordable
housing
advisory
committee
and
we're
studying
it
in
Charlotte
and
proposing
that,
basically,
if
you
took
any
kind
of
city,
county
or
state
funding,
you
would
have
to
think
about
your.
But
you
have
to
have
an
enforcement
mechanism,
and
it's
also
it's
not
been
challenged
in
Charlotte.
So
we're
not
sure
about
how
it
would
be.
I
would
hold
up
and.
A
And
the
city
and
county
to
their
credit
City
in
particular
and
I'm
thinking
the
county
have
have
in
the
past.
They
said
a
certain
amount
of
affordable
housing
includes
this
many
units
affordable
to
people
at
80
percent
of
median
income
and
base
it
on
kind
of
a
benchmark
rental
amount.
But
now
they
are
increasingly
whenever
they
create
Grant
a
subsidy
to
a
private
developer.
They're
saying
you
have
to
give
us
a
commitment
to
take
X
number
of
vouchers.
So
that's
a
that's
a
real
benefit.
S
S
What
are
three
things
that
that
we
want
the
COC
to
accomplish
in
the
next
three
months
and
I
want
to
actually
offer
this
to
I
mean
I,
want
to
ask
each
each
of
you
all
so
I'll
give
a
couple
minutes
to
give
you
all
a
couple
minutes
to
think
through
it,
but
I'm
going
to
ask
around
each
go
around
we'll
share.
S
S
What
are
three
things
that
you
we
want
the
COC
to
accomplish
in
the
next
three
months,
based
off
of
your
understanding
of
our
conversation
today
or
the
report,
and
what
you
know,
your
own
expertise
that
you
bring
to
this
table
and
we'll
share
it
and
move
forward.
R
R
C
Sure
I
wrote
down
that
in
the
next
three
months.
I
hope
that
we
can
clarify
and
change
the
organization
of
governance
and
Authority,
which
I
think
you
know
was
strategic
goal
number
one
and
we're
already
working
on
I.
C
Think
with
all
of
the
talk
you
know
all
of
these
specific
resolutions,
and
so
many
of
them
being
short-term
that
we
should
make
an
annual
plan
in
our
next
two
meetings
for
2023,
so
that
you
know
we
we
organize
around
our,
not
committees
but
working
groups
and
and
make
a
plan
for
the
things
that
we
do
want
to
accomplish.
So
we
can
prioritize
things
and
then
I
hope
that
we
actually
can
send
a
recommendation
on
to
city
and
county
staff.
C
You
know
I
don't
want
to
let
the
momentum
of
everyone
coming
together
yesterday
end
up
spending
this
time
together
in
this
room
and
all
of
the
work
that
has
been
done
in
this
proposal.
I
don't
want
too
many
months
to
pass
before
we're.
Actually,
you
know
whatever
kind
of
organization
we've
we've
choose
to
have
and
whatever
governance
we
have
that
we're
sending
some
immediate
recommendations
so
that
we're
not
sitting
around
because
they've
identified
a
lot
of
I
think
achievable
goals.
S
David,
would
you
mind
just
inviting
the
next
person.
E
I'd
like
to
have
identified
work
groups
with
all
that
was
discussed,
discussed
today
with
also
recruitment
tasks.
There's
a
lot
of
talk
about
who
wasn't
at
the
table
and
coming
up
with
a
recruitment
plan
to.
F
I
think
my
goals
are
a
little
bit
more
pointed
to
actually
getting
things
I
guess
in
a
verbal
since
then
I'd
like
to
see
some
work
towards
the
low
barrier,
shelters
done
with
specific
needs,
not
in
the
sense
of
how
we,
how
we've
done
them
before
I
want
everybody
to
be
able
to
stay
in
them,
not
just
people
who
have
drug
related
issues,
I'd
like
to
see
more
work
done
towards
permanent
housing.
F
Since
now
we
have
a
large
pool
of
money
to
work
with,
and
then
these
landlord
tenant
rights
and
standardized
leasing,
maybe
the
models
of
New,
York
and
Baltimore
should
be
looked
at,
such
as
Baltimore
neighborhoods.
It's
a
really
good
model
to
work
from
I
had
a
roommate
that
worked
with
them
and
have
a
lot
of
background
in
working
with
them.
Myself.
G
These
are
going
to
be
kind
of
duplicates,
but
not
completely
so
to
find
the
top
priority
recommendations
that
we're
going
to
work
on
first,
because
we
can't
do
everything
all
the
same
time
and
and
be
specific
about
what
we're
not
going
to
do.
First,
so
that
we
don't
keep
coming
back
to
wanting
to
do
that.
G
First
establish
the
working
groups
with
a
set
of
goals
to
get
them
started,
and
then
staff
and
train
the
working
groups
as
needed
to
make
sure
that
we
have
progress
and
fact-based
recommendations
and
specifically
focus
on
leaders
that
have
the
right
facilitation
and
open-minded
skills
to
get
all
these
new
Volunteers
in
and
hear
their
voices.
Clearly.
A
A
I
mean
I'm
naming
specific
things
and
people
are
being
more
General
about
that.
But
I
think
the
top
four
priorities
would
be
encampments.
Coordinated
entry
and
new
shelter
beds.
B
Sure
this
may
be
on
everyone's
list,
but
a
decision
on
the
governance
and
move
forward
and
and
figure
that
out
I
think
just
having
a
unified
commitment
to
reducing
homelessness
by
50,
20,
25,
I.
B
Think
having
I
don't
know
if
that's
a
a
public
state
with
statement
we
make
to
have
our
community
hold
us
accountable,
but
I
think
that
would
be
a
good
idea
to
have
a
goal
that
we're
all
working
towards
together
and
then
I
think
throughout
this
process
and
as
we
get
into
more
work,
I
think
we
need
to
develop
an
awareness
plan
not
only
for
the
people
in
this
room
and
service
providers,
but
the
general
public
to
know
you
know
what
we're
working
on
and
our
goals
and
as
we
get
further
into
the
work,
I
think
figuring
out
a
way
to
to
get
that
information
out
there
on
a
regular
basis.
H
I'll
invite
you
next
we'll
just
go
around
the
table.
Yeah
I,
similar,
you
know,
structure
of
the
governance
I
think,
is
a
top
priority.
H
I
Okay,
so
for
I
also
said
structure
of
this
committee,
as
well
as
the
integration
of
Homeless
Coalition,
so
that
we
actually
have
agencies
with
boots
on
the
ground
that
help
to
shape
and
mold
and
drive
decisions
along
with
that,
the
community
release
of
information
integrating
Outreach
more
closely
in
collaboration
with
coordinated
entry
and
having
those
with
lived
experience,
also
Drive
policy
for
this
group.
AG
Second
I
would
like
to
see
consideration
for
micro,
Sheltering
and
code
purple
Sheltering
initiatives
to
extend
to
the
other
side
of
the
winter
season,
with
with
these
already
in
motion,
I
see
potential
for
some
of
these.
What
was
it
recommendations
of
taking
flesh
quickly
and
then
third,
a
strategic
plan
for
deeper
collaboration
with
the
city,
county
service
providers
and
folks
in
the
community,
or
in
other
words,
keeping
the
conversation
going.
J
Okay,
okay,
well
I
had
a
couple
things,
so
better
policies
and
work
around
encampments,
I
actually
liked
the
way.
David
said
it
much
better
than
what
I
said
it.
As
far
as
creating
a
work
group,
let's
see
I
did
say,
work
group
on
it.
J
Job
but
well
I
mean
we
came
up
with
some
really
good
stuff
in
you
know
the
the
10
minutes
that
we
had
walking
around.
J
So
if
we,
you
know
actually
put
that
to
committee
I,
think
we're
going
to
come
out
with
some
really
good
stuff
data
capture
to
assist
with
folks
in
our
efforts
movement
toward
doing
that
better
than
what
we
are
and
analyze
Community
Resources,
to
create
capacity
that
just
doesn't
necessarily
mean
permanent
housing,
but
just
capacity
to
get
people
off
the
streets
and
into
into
you
know
a
program
shelter
whatever
just
so.
We
can
work
with
them
further
and
keep
them
off
the
streets.
So
we
can.
J
K
To
restructure
the
governance
and
establish
those
work
groups-
and
we
talked
about
using
a
standardized
Charter
so
that
there's
consistency,
building
the
shelter
capacity
with
low
barrier
shelter
before
we
clear
the
I
mean
before
we
do
the
encampment
resolution,
but
I
think
that
in
the
next
90
days,
having
the
encampment
resolution
on
on
the
road
that
would
be
really
visible
to
the
community
and
I
think
we
would
be
well
supported.
If
we
did
something
really
positive
and
visible.
M
I
know
I'm,
not
a
member,
but
Azure
liaison
I
will
take
a
privilege
just
to
say
that
personally,
I'm
really
encouraged
at
your
attention
setting
today
about
the
resource
mapping,
conversations
that
were
had
really
honestly
and
frankly
with
each
other
about
the
work
that
y'all
brought
to
the
table
today,
but
also
that
you
engage
members
of
the
public
throughout
your
retreat
process.
Today.
I
think
that's
one
of
the
ways
that
trust
can
be
built.
M
I'll
also
add
that
I'm
curious
what
a
pursuit
of
equity
seat
funding
would
look
like
not
just
for
review
of
governance
documents
later.
But
thinking
about
that
phrase,
nothing
about
us
without
us
is
like
making
sure
that
people
are
at
the
first
seats
of
the
table
so
that
we
can
really
ground
in
that
work
of
equity,
the
foundation
and
I'm.
Just
glad
to
be
here
with
you.
A
N
Well,
first
of
all,
what
a
great
day
so
exciting
to
hear
all
of
all
of
these
themes
and
I
appreciate
so
much
your
energy
around
all
of
this
I
also
certainly
agree
about
the
Continuum
of
Care
restructuring
or
Evolution
I.
Also,
I
am
interested
in
encampment
resolution.
N
I,
don't
know
that
we
get
an
actionable
plan
in
that
timeline,
but
at
least
a
framework
and
moving
in
that
direction
and
then
I'm
interested
in
a
temporary
emergency
shelter
plan.
While
we
also
have
a
work
group
pursuing
an
overall
and
ongoing
emergency
shelter
planning
process.
O
So
I
would
Echo
a.
O
Of
the
governance
board,
I
think
that
is
very
critical.
Also.
This
is
sort
of
a
selfish
perspective
on
my
part,
but
a
data
work
group
is
going
to
be
really
critical
to
get
together.
There's
a
lot
of
discussion
that
needs
to
occur
around
data.
Aside
from
the
obvious,
the
presentation
there's
a
lot
of
internal
operational
decisions
that
need
to
be
made,
including
one
thing
that
may
not
be
clear
to
most
folks,
because
it
wasn't
clear
to
me,
Todd
came
on
board
is
hmis
is
not
a
software.
O
It's
actually
a
set
of
standards
and
guidelines
that
HUD
releases
that
you're
expected
to
follow
when
you
track
homelessness
data,
and
so
it's
up
to
the
COC
decide
what
software
they
use.
So
there's
a
lot
of
decisions
and
discussions
to
be
made
about
what
kind
of
software
is
relevant
for
this
COC
and
that
I
only
had
two.
P
I
also
agree
with
the
governance
conversation
and
the
work
that
needs
to
be
done
there,
and
you
know
I've
only
been
at
the
city
for
a
few
weeks
but
encampment
resolution
and
that
Outreach
collaboration
has
come
up
multiple
times
from
community
members
and
I.
Think
that's
a
really
important
work
group
to
have,
and
then
also
coordinated
entry
system
and
just
the
education
and
the
work
to
be
done
on
you
know,
increasing
those
off-ramps
and
making
it
more
client-centered
and
person-centered
versus
one
size
fits
all.
Q
I
said
probably
four
times
five
times
but
yeah
encampment
resolution
improving
the
governance
and
I
coordinated
and
people.
S
Well,
that
was
amazing,
I
think
there's
a
clear
set
of
agenda
items
for
your
guys's
next
Hayak
meeting
I
heard
some
of
the
themes
going
again
and
again
so
I
do
want
to
say,
as
this
is
our
last
meeting
with
you
all,
formerly,
we
might
do
some
ongoing
technical
assistance
just
to
check
in
to
assist
with
anything.
You
needed
moving
forward,
feel
free
to
reach
out
we're
not
going
to
block
you
or
anything
like
that
after
today,.
S
No
I
I
do
appreciate
it.
One
of
the
greatest
things
about
working
with
communities
is
learning
from
communities
and
one
of
the
things
we
learned
just
the
passion,
the
folks
who
are
really
wanting
to
do
do
great
work,
is
inspiring
and
keeps
us
going
to
to
bring
that
type
of
thing
to
other
communities.
S
We
definitely
believe
that
you
all
can
this
is
achievable.
You
have
you
have
great
folks
around
this
table.
We
have
some
collaboration
and
some
coordination
and
some
re-clarifying
of
kind
of
some
of
our
roles,
but
it's
definitely
doable
and
I.
I'm
really
proud
of
the
folks
around
this
room,
and
one
thing
I
will
say
this
is
sidebar.
I
would
encourage
you
to
say
we're
working
to
be
to
provide
effective
shelter
to
a
community
because
we're
not
low
barriers
just
being
able
to
access
a
shelter.
S
We
want
folks
to
be
able
to
access
the
shelter
we
want
to
access
it
and
have
their
data
collected.
We
want
to
have
diversion
through
it
throughout.
We
want
the
shelter
beds
to
be
housing
focused
to
try
to
end
homelessness.
Low
barrier
is
just
one
part
of
it,
so
I
would
just
implore
you,
as
you
think
about
continue
to
use
the
words
around
building
out
shelter.
We
want
our
shelters
to
be
effective,
but,
with
that
being
said,
I
do
appreciate
it.
It's
been
an
honor
and
a
pleasure
and
I'll
pass
it
over
to
am.
T
The
final
word
from
us,
because
you
have
been
with
this
project
since
its
Inception,
certainly
before
I,
started
at
the
National
Alliance
Den
homelessness.
T
And
just
to
Echo
Josh's
sentiments
there
we
really
appreciate
being
in
community
with
you.
It
is
something
we
don't
think
about
this
as
us
teaching
you
all
something
we
think
about
these
kinds
of
engagements
as
walking
alongside
you,
and
we
learn
just
as
much
as
you
all
do
with
with
these
types
of
projects.
So,
thanks
for
the
opportunity
to
be
here
and
to
learn
about
what's
happening
in
Asheville
and
to
support
you
in
your
goals
towards
ending
homelessness
in
your
community.
A
A
So
these
folks
have
to
catch
a
plane.
Does
anybody
else
have
to
leave
immediately?
I,
don't
want
to
keep
this
for
longer
than
another
15-20
minutes,
but.
A
Before
everybody
leaves
foreign,
we
have
a
general
consensus
without
objection,
I
think
to
moving
forward
with
the
restructuring
of
our
governance.
A
L
David
I
just
want
to
say
I
do
still
I
do
feel
like
there
were
a
couple
questions
that
were
kind
of
coming
around
at
the
break
and
I
just
want
to
provide
just
a
slight
bit
of
clarity.
I
think
there
were
some
questions
about
what
does
taking
it
out
from
the
city
and
the
county
mean
and
I
think
for
some.
L
There
was
some
fear
that
does
that
just
mean
it
like
falls
down,
and
so
my
understanding
of
the
COC
is
that
there's
kind
of
the
three
pieces
there's
the
governance,
the
collaborative
application
and
the
membership
and
those
pieces
can
be
decided
as
we
move
forward,
and
but
we
have
to
like
I
think
the
recommendations
were
just
that
the
appointments
are
not
made
by
city
and
county,
but
that
would
then
give
more
ability
to
one
bring
on
new
members
and
give
voice
to
those
who
currently
do
not
have
that
opportunity
to
to
serve
without
going
through
city
and
county
appointment.
L
So
I
just
wanted
to
raise
that,
because
I
think
there
was
a
little
bit
of
concern
about
that
and
there's
other
pieces
of
like
what
will
the
structure
look
like?
What
will
the
membership
look
like?
What
will
the
collaborative
applicant
look
like
that?
Stuff
can
be
done
in
that
governance,
work,
group
and
really
kind
of
hash
out,
like
what
those
pieces
mean
and
what
that
looks
like
for
our
committee.
A
A
We
we
need
to
assert
our
Authority
as
a
COC
board
as
as
indicated
by
naeh,
but
we
also
need
the
county
and
the
City
elected
leadership
to
be
100
behind
us
and
willing
to
continue
to
fund
and
add
to
the
amounts
of
funding
that
they
provide
to
support
our
work,
including
funding
staff
funding
staff
at
the
county,
appointing
permanent
representatives
from
the
city
and
county
to
at
least
one
from
each
agency
to
be
on
the
new
governing
board
and
and
those
things.
A
If
you
take
a
little
bit
just
to
scan
through
the
Spokane
guidelines,
those
things
are
in
there
so
and
that'll
need
to
be
part
of
it
and
it's
not
so
it's
not
yeah.
It
can
needs
to
continue
to
be
a
full
community-wide
partnership,
including
including
strong
participation
in
leadership
from
our
key
Government
funding
sources.
A
A
I
have
a
I
want
to.
We
did
this
with
the
Outreach
and
I
want
to
try
to
see
what
number
of
volunteers
we
have
for
some
other
potential
work
groups
I'm
going
to
do
governance
last,
but
I'm
going
to
get
there
so
and
I
I'm
as
far
as
new
shelter
beds.
Let's
put
it
that
way
and
Josh
I
I
hear
your
terminology.
A
A
A
R
A
A
And
I'm
not
ruling
out
any
other
working
groups
but
I'm
trying
to
see
what
the
ones
that
pop
out
from
our
conversation
do
we
want
able
to
to
develop
a
lived
experience
panel
or
or
group
of
people
in
the
community
that
you
know.
That
is
a
focus
group
that
we
can
reach
out
to,
but
also
will
contribute
participation
in
each
of
our
work
groups
and
who
wants
to
work
on
that.
A
And
then
funding
coordination?
Okay,
we
may
be
beyond
what
we
can
really
accomplish
in
the
next
three
months
we
may
be.
You
know
stretching
but
I'm,
not
so
I'm,
not
saying
that
each
of
these
has
to
start
day
one
in
the
middle
of
February,
but
it's
another
one,
that
I
heard
a
fair
amount
of
Interest
around.
A
L
May
have
happened
Dustin
before
you're
here,
but
I
was
wondering
about
whether
or
not
the
governance
committee
and
then
that
maybe
that
committee
could
focus
on
that
funding
piece.
But
maybe
those
are
too
far
apart,
but
they
felt
like
a
little
bit
more
of
that
administrative
structure.
Part
right.
A
L
A
Yeah
I'm
trying
in
my
own
mind
to
think
where
we,
whether
data
is
its
own
thing
or
whether
it
also
could
flow
from
that
governance
group
I
feel
like
there
may
be
choices
that
need
to
be
made
about
software,
specifically
potentially
leaving
the
somewhat
challenged
software
system
that
we
currently
use
and
moving
on
to
another
one
fairly
soon.
But
but
I'm
not
sure
that
you
know
that
that's
the
most
urgent
priority.
O
Dude
I
would
I
would
add
to
that
that
there
are
some
things
we
can
do
in
our
current
system
that
we
need
some
guidance
on
like
sharing
agreements.
These.
O
H
C
I
mean
I
have
an
interest
in
it.
I
guess
you
know,
I
want
to
I
want
us
to
be
thinking
about
what,
whether
these
committees
or
strategic
groups
working
groups
are
to
solve
a
temporary
thing,
in
other
words
like
we're,
setting
it
up
to
do
this
one
thing
or
we
want
it
to
be
something
that's
going
to
be
ongoing,
because
I
think
that
changes
you
know
a
lot
about
whether
it
needs
a
charter
or
whether
it
just
has
a
specific
task
that
it's
trying
to
achieve
over
the
next
couple
months
in
their
timelines.
C
C
What
what
is
this
group's
purpose
here
and
if
it's
a
longer
term
thing
I
think
we
can
take
our
time
to
to
think
about
how
this
all
fits
together,
because
it's
a
lot
and
David's
clearly
already
thought
about
it
more
than
we
have
and
is
probably
right
about
this.
But
I'm
not
I'm,
not
wanting
to
commit
to
too
much
until
I
kind
of
know.
What's
out
there
certainly
continue
on
the
finance.
I
would
be
interested
in
being
on
governance
as
well,
and
maybe
some
other
things
too.
F
A
The
other
I
mean
the
other
committee
that
could
flow
into
Data
is
the
coordinated
entry
by
name
list
so
working
right
now,
focusing
on
coordinated
entry
in
the
by
name
list
is
going
to
require
using
a
lot
of
data
and
once
that
system
is
up
and
running
or
improved
to
where
it
needs
to
be.
You
know
that
that
group
could
shift
to
data
in
general.
A
It's
just
an
idea,
not
saying
that's
the
way
it
has
to
happen,
but
we
and
I
and
that's
in
response
to
your
suggestion,
David
I,
think
the
thing
we
need
to
do
is
look
at
the
eight
goals.
We
didn't
really
look
at
that
today
that
they
set
for
us
over
the
next
two
years,
but
I
think
most
of
these
are
are
in
on
that
list.
A
A
You
know,
committee
approach,
but
this
the
initial
work
would
be
a
small
group
to
look
specifically
at
the
Spokane
model,
maybe
at
a
couple
of
other
models,
see
where
we
get
the
the
biggest
bang
for
our
buck,
and
you
know
make
a
make
a
recommendation
to
the
city,
council
and
County
Commission
within
the
next
three
months
that
and
and
talk
with
them.
You
know
individually
behind
the
scenes
to
make
sure
we're
all
on
the
same
page.
For
that
I'm
going
to
be
part
of
that
cut
me
in
Rick,
Lance
David.
A
And
I'm
happy
that
this
is
not
my
favorite
writing
bylaws,
it's
not
my
favorite
activity
but
I'm,
so
I'm
happy
to
to
just
kind
of
take
a
try
to
take
a
quiet
approach
to
it.
So
we'll
talk
about
this
more
at
the
February
meeting,
but
I
think
if
we're
gonna,
if
we're
going
to
assert
our
Authority
and
take
the
initiative
on
these
things,
we
need
to
think
of
it.
A
Like
I
said
this
morning,
as
we
did
the
pandemic
work,
which
is
now
you
know,
we
all
have
other
jobs
that
we
have
to
have
to
do
other
activities
that
we're
involved
with
in
the
community,
but
we
need
to
to
focus
some
time
meet
at
least
twice
a
month
on
these
things
until
we
get
the
plan
in
place
to
be
to
push
it
forward
and
then
probably
keep
moving
like
that.
So
is
everybody
on
board
with
that
yep
all
right,
so
any
last
thoughts,
that's
that's!
A
A
W
There's
a
lot
of
interest
among
the
community
and
joining
in
and
being
a
part
of
the
solution,
including
all
types
of
different
people,
all
the
way
up
to
our
elected
officials
that
are
wanting
to
welcome
them
on
these
different
topics.
As
we
kind
of
promote
the
Continuum
of
Care
of
the
place
where
these
conversations
are
organized.
What's
the
best
way
for
me
to
refer
people
to
work.
A
We
have
a
monthly
meeting
on
the
second
Thursday
in
February
and
I
I
they're
gone
now,
but
I
specifically
mentioned
that
our
need,
as
we
restructure
to
fold
the
Homeless
Coalition
into
the
broader
Continuum
of
Care
structure
and
I,
think
you
know.
A
lot
of
those
folks
would
be
important
stakeholders
to
include
in
these
working
groups
who
I
think
each
of
the
working
groups,
and
we
might
want
to
invite
almost
Coalition
members
to
come
to
the
next
Hayak
meetings
to
to
be
part
of
the
discussion
about
that.
A
And
it
sounds
like
the
best
way
to
do
that
is
show
up.
Yep,
yeah
and
I
I
think
we
should
figure
out
a
plan
to
engage
with
individual
elected
leaders
and
make
sure
that
they're
on
board
with
this,
that
we're
not
you,
know
we're
we're
trying
to
implement
recommendations,
not
do
a
Power
grab,
but
yeah.
L
To
follow
up
to
that,
I
I
wanted
to
say
this
at
the
very
beginning
of
it
didn't
but
I
was
reflecting
on
yesterday's
meeting
and
really
I
felt
like
it
was
incredibly
powerful
to
see
all
of
Hayek
I
believe
was
here
and
represented
yesterday
and
to
see
us
as
a
team.
They
are
sitting
I
think
is
important.
L
It
shows
the
commitment,
as
Rachel
said,
the
room
was
packed,
but
Hayek
showed
up
and
Hayek
showed
up
again
today
and
I
think
that
is
what
is
really
important
to
remember
and
I
was
also
thinking
about
if
at
that,
February
9th
meeting.
If
we
could
be
really
clear
about
what
groups
we
have
and
inviting
Community
participation
in
these
new
groups
and
maybe
identified
people
per
work
group.
L
So
if
people
wanted
to
weigh
in
and
provide
suggestions
and
thoughts
on
where
we
should
be
going
wondered
if
that
wouldn't
be
an
appropriate
time
to
start
letting
people
know
about
our
plans
for
moving
forward.
A
R
A
Think
well,
we've
gotten
as
far
as
I've
thought
through
on
it,
so
yeah
I.
R
A
It's
a
good
idea:
I
think
we
need
I
mean
these
work.
Groups
need
to
be
large
enough
to
be
inclusive
and
small
enough
to
be
effective,
and-
and
so
you
know,
we
need
to
be
a
little
bit
cautious
about
that.
But
I
think
we
should.
We
should
make
sure
that,
if
possible,
that
we
have
a
person
with
lived
experience
on
each
of
the
groups
at
least
one,
and
that
we
have
a
broader
participation
from
the
homeless,
Network
homeless,
Services
Network.
N
Would
also
say
between
now
and
the
February
9th
meeting
I
would
encourage
you
all
to
really
think
about
your
capacity
and
time
commitments,
because
I
think
I
think
you
said
someone
said
this
earlier.
I
think
it
was
you
that
that
really
we
have
a
lot
of
actual
work
to
do
like
it
will
take
a
lot
of
hours
to
execute
on
these
things
and
to
have
those
work
group
meetings
so
they're.
N
Currently
there
are
15
people
appointed
to
Hayek
and
of
course
you
know,
additional
community
members
can
participate
in
those
work
groups,
but
I
would
encourage
you
to
come
prepared
on
the
ninth,
with
a
real,
honest
picture
of
what
your
capacity
is
and
how
many
hours
you'd
be
able
to
contribute
to.
You
know
regular
monthly
business
of
the
full
committee
as
well
as
work
groups,
so
that
we
can
have
a
realistic
plan
as
we
go
into
the
this
exciting
season.
G
I
think
when
it
comes
to
the
work
groups,
they
need
to
start
out
small
to
get
their
feet
underneath
them.
You
know
to
make
sure
they
know
what
they're
doing
and
then
maybe
there's
a
difference
between
participating
in
everything
in
the
work
group
and
providing
input.
G
G
A
So
you
all
think
about
that.
Between
now
and
the
ninth
I'm
happy
to
be
the
chair
of
the
governance
committee,
there
you
go
Jim
contract.
A
A
I
have
two
things:
one:
if
you
need
a
parking
voucher,
I
have
parking
vouchers
if
you
parked
in
the
deck
and
two
I
again
just
want
to
say.
Thank
you
so
much
for
putting
in
all
this
time.
I
know
between
yesterday
and
today
it
was
really
a
lot
for
me
as
staff.
It's
very
encouraging.
It
really
has
been
a
strong
conversation
and
I
feel
it
just
feels
different
than
the
way
that
I've
experienced
our
community
working
on
this
in
the
past.