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From YouTube: Homeless Initiative Advisory Committee – April 13, 2023
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
All
right
good
morning,
everyone
welcome
to
the
April
homeless
initiative
advisory
committee
meeting
I'm
Lance
Crawford
I'm,
the
vice
chair,
I'm,
filling
in
for
David
Nash.
The
chair
who's
out
today.
So.
A
No
David
Nash
is
not
here.
David
Bartholomew
and
I'll
encourage
everybody
to
speak
into
the
microphone
Jamie
benshoff
Sarah
Copley.
Thank
you.
Elvia
Diaz.
B
C
A
B
A
Those
so
move
on
to
our
adopted
Community
Values.
So
one
thing
that
we
want
to
do
moving
forward
is
discuss
one
Community
value
in
each
of
our
meetings,
so
our
first
one
is
be
bold.
The
COC
will
remain
faithful
to
the
aggressive
goals,
strategies
and
actions
it
commits
to.
Even
when
there
are
tough
decisions
to
be
made,
the
COC
will
not
settle
for
half
measures
that
disregard
the
needs
of
its
most
vulnerable
citizens,
so
open
it
up
for
a
couple.
D
I
could
add
something
I,
just
I,
don't
know
if
I
I
think
this
is
a
very
touchy
subject.
D
Do
this
work,
and
so
in
terms
of
being
bold?
That
is
how
I'm
approaching
this
work
as
if
there's
nothing
there.
So
if
anyone
has
an
idea
to
add
that
is
how
I'm
drawing
information
so
I'm
approaching
this
from
an
aspect
of
what
Asheville
needs,
not
necessarily
how
we're
looking
at
Houston
Florida
Germany
France
England.
E
I
wanted
to
say
I'm
on
the
shelter
work
group
we've
been
touring,
shelters
and
I
want
to
be
bold
after
the
Ramada
in
Fiasco.
We
let
down
a
lot
of
homeless
people
who
were
in
what
should
be
called
interim
housing
and
the
program
lost,
so
we
don't
have
low
barrier,
housing
and
I.
Think
the
shelter
work
group
needs
to
make
old
moves
to
address
past
hurts
as
well
as
going
forward.
C
G
A
G
Thank
you
and
good
morning.
We
have
just
two
updates
from
our
staff
team
here
to
share
with
you
all
this
morning.
The
first
and
hopefully
you've
already
seen
all
of
this.
The
first
is
that
we
have
a
learning
opportunity
coming
up
on
housing.
G
First,
you
know:
housing
first
has
been
around
for
many
years
now,
there's
a
strong
evidence
space
around
it,
and
also
there
is
a
lot
of
confusion
around
it
and
a
lot
of
consternation
around
it,
and
so
we
asked
Josh
Johnson
from
the
National
Alliance
and
homelessness
to
put
together
some
information
sessions
for
our
community,
so
that
we
can
have
some
conversation
about
that
really
get
clear,
I.
Think
again,
I
think
we
have
a
lot
of
confusion
across
the
community
about
what
housing
first
is
and
isn't
so.
G
Our
goal
in
these
sessions
is
to
really
get
clear
about
what
that
model
actually
is,
have
some
opportunity
to
talk
about
examples
and
case
studies
and
ask
questions
and
give
us
what
I'm.
Also
hoping
for
in
this
is
that
we
get
some
common
language
that
we
can
all
be
using
again
just
to
really
really
ground
in
a
collective
understanding
about
what
housing
first
is.
G
So
he
is
going
to
be
doing
two
virtual
sessions
that
are
open
to
anyone
in
the
community
to
participate
in.
We
asked
both
sessions
will
have
the
same
basic
content,
but
we
ask
that
he
sort
of
Taylor
one
to
service
providers,
so
practitioners,
folks
who
are
currently
working
on
homelessness
and
then
a
second
session
for
the
general
public.
G
Again,
anyone
is
welcome
to
register
for
either
so
if,
if
the
scheduling
doesn't
line
up
or
you'd
prefer
to
go
to
the
other
one,
that's
perfectly
fine,
but
wanted
to
make
sure
that
both
of
those
are
available.
We'll
also
be
recording
those
so
that
we
can
have
them
and
we
want
to
be
building
kind
of
a
library
of
training
resources
and
so
we'll
have
those
available
going
forward.
G
Registration
for
both
of
those
is
available
through
our
division
website
here
at
the
city,
happy
to
send
that
information
to
anyone
if
they
can't
locate
it.
But
it's
in
the
news
and
events
section
on
the
city's
website
on
the
homeless
strategy
division
page
on
the
city's
website.
Questions
you
want
to
add
anything.
Debbie
is
our
liaison
on
this.
G
H
So
I
just
wanted
to
confirm
the
Coalition
of
Asheville's
neighborhoods
executive
committee
voted
to
propagate
this
information
to
to
our
email
lists,
I'm
on
the
hook
for
that
and
so
I'll
get
that
that
distributed
and
a
few
of
City
staff
are
copied
on
some
of
our
email
lists.
So
you'll
see
it
come
out
great.
H
G
All
right,
secondly,
following
up
on
the
conversation
from
last
month's
Hayek
meeting
about
compensating
folks
with
lived
experience
for
their
board
participation,
so
again,
March
Hayak
discussion
about
possible
recommendations
to
the
city
and
county
on
compensating
folks
who
are
otherwise
unpaid
for
their
time.
As
subject
matter
experts
we
Catherine
on
our
team,
has
been
looking
at
examples
from
other
communities
about
how
they,
how
they
structure
that
and
we
included
the
materials
from
one
of
those
in
the
meeting
materials
they
have
a
lot.
G
It
seems
like
the
decision
points
for
structuring
a
Compensation
Plan
are
looking
at
eligibility,
so
in
it
seems
like
the
recommendation
is
that
folks
folks
ought
to
have
lived
experience
in
the
past
three
years.
Is
the
recommendation
so
current
or
recent,
but
putting
some
some
time
frame
around
it,
that
there
be
an
application
process
so
that
compensation
can
be
elected
as
Jamie
mentioned,
maybe
last
meeting
or
the
month
before?
G
Not
not.
All
folks
would
want
to
pursue
that
opportunity
so
making
sure
that
it's
elective
and
people
can
apply.
It's
not
just
default.
Their
decisions
to
be
made
around
a
payment
structure,
whether
that's
a
standing
stipend.
You
know
we
had
some
conversation.
David
Nash
mentioned
that
that
if
stipends
are
200
or
below
monthly,
then
they're
not
factored
into
rent
calculations
for
folks
in
subsidized
housing.
So
that's
a
consideration
that
might
be
a
a
win
for
some
people:
payment
method,
whether
that
is
a
check
or
a
gift
card.
G
There
are
some
communities
that
do
do
that,
give
people
the
choice,
some
communities
do
one
or
the
other
looking
at
record-keeping
needs.
You
know,
are
there
time
sheets
involved?
What
kind
of
documentation
might
be
desired
and
then,
of
course,
looking
at
a
budget
which
would
be
directly
related
to
the
structure.
That's
developed,
the
alliance
recommendation
in
their
Within
Reach
report.
They
referenced
a
number
from
another
community
that
was
twenty
four
thousand
dollars
a
year.
So
that's
that's
just
a
frame
of
reference
point
that
we
have.
G
So
what
I
am
hoping
for
is
that
we
could
have.
Maybe
a
meeting
of
that
might
be
optimistic,
I'm
always
optimistic,
but
maybe
one
meeting
of
a
handful
of
folks
from
the
board
or
the
community
who
would
be
interested
in
talking
through
those
decision
points
and
then
bringing
a
proposal
back
to
the
board
for
consideration.
I,
don't
not
asking
for
a
work
group.
We
have
a
lot
of
work
groups,
but
just
a
kind
of
a
informal
meeting
to
have
that
conversation.
H
H
G
There
I
think
Catherine.
You
may
need
to
jump
in
on
this,
but
I
believe
in
the
that
sample
those
sample
documents
that
I
included
in
the
meeting
materials.
They
have
a
policy
that
I
think
does
have
a
role,
description
and
I
also
am
I
am
curious.
If
the
governance
work
group
will
end
up
with
role
descriptions
for
all
board
members,
I
would
think
that
that
kind
of
the
the
description
for
folks
that
live
to
experience
or
the
expectations
would
get
baked
into
that
governance
Charter
alongside
expectations
for
any
board
member.
H
At
least
what
I've
studied,
which
has
primarily
been
Houston
because
I've
been
absent,
has
a
fairly
clear
set
of
role,
responsibilities
and
expectations
that
would
not
only
be
used
in
this
process,
but
would
be
used
in
the
interview
and
evaluation
process
to
get
people
who
want
to
do
the
work
that
the
COC
needs.
So
I
think
Jennifer
would
say
we're
far
bit
away
from
delivering
that
part.
Yet
sure.
B
G
I
guess
I
how
I
so
you
know
part
of
what
prompted
This
was
councilwoman
Roney,
asking
whether
the
board
had
a
formal
recommendation
to
the
city
in
the
county,
so
I
think
that's
something
for
you
all
to
discuss
how
I
would
Envision
this
is
that
that
small
group
would
be
thinking
through
the
detail
work
about
about
you
know:
what's
the
plan
like
how
would
it
work
and
then,
assuming
that
the
board
wanted
to
and
then
and
then
separately,
the
board
would
decide
about
moving
forward
to
funding
request.
G
G
A
C
G
Yeah
and
I
can
also
I
can
also
follow.
I
know
we
don't
have
our
full
group
here
today.
Good
morning,
no
you're
fine
I
can
also
follow
up
with
an
email
to
to
the
board
and
ask
if
their
folks
who'd
want
to
participate
in
that.
G
B
F
I
A
C
A
J
Good
morning,
thank
you,
Emily
for
inviting
us
to
share
some
information
on
an
upcoming
public
input
opportunity.
The
county
is
hosting
just
for
a
little
bit
of
context.
I've
met
several
of
you
over
the
last
couple
of
months,
but
you've
probably
seen
some
additional
faces
at
your
work
group
meetings,
and
here
at
Hayak
from
the
county.
J
The
Community
Development
Division
is
going
to
be
the
division
that
houses,
the
new
homelessness
program
manager
position,
that's
being
created
as
a
result
of
the
Within
Reach
study,
and
until
that
time
we
are
acting
to
support
those
activities
until
the
position
arrives
within
our
division.
I
will
note
that
that
position
is
posted
now,
so
anyone
who
is
listening,
who
might
have
interest
or
wants
to
share
within
their
Network.
We
are
actively
recruiting
that
position.
J
Currently
so
I
was
here
at
your
last
meeting
and,
and
you
all
had
reference
use
of
County,
Properties
or
City
properties,
Local
Government
properties
for
homelessness
efforts,
shelter,
discussions
about
how
under
utilized
properties
might
be
better
used
for
those
kinds
of
purposes,
and
currently
the
county
is
undergoing
a
process
where
we're
looking
at
underutilized,
county-owned
properties
for
purposes
of
affordable
housing,
which
is
part
of
that
Continuum.
You
know.
A
lack
of
affordable
housing
is
a
significant
barrier
and
part
of
the
issues
of
homelessness
in
our
community.
J
We
are
currently
in
the
midst
of
a
public
input
series
of
meetings.
We
had
one
last
night
here
in
downtown
Asheville
at
200,
College
Street
we're
having
a
second
input
meeting
tonight,
that's
going
to
be
off
of
Leicester
Highway
at
339,
Lister
Highway
in
the
land
of
Sky
offices,
and
these
meetings
are
to
discuss
and
to
gain
public
input
about
what
the
interests
are
in
use
of
three
separately
identified
sites
for
affordable
housing
as
the
principal
use,
but
also
what
else
we
might
need
to
consider
as
we
look
at
developing
those
properties
as
affordable
housing.
J
So
we're
trying
to
promote
as
much
as
we
can
and
get
out
in
the
community
information
about
these
sessions.
I
encourage
people
to
attend
and
share
their
input.
There
is
a
virtual
session
also
being
hosted
on
Saturday
that
you
can
attend
if
you're
not
able
to
make
the
the
meeting
this
evening,
there's
an
online
survey.
So
we
are
doing
a
lot
of
things
and
I
do
have
Flyers,
which
I'll
give
to
Emily
to
distribute
here
and
also,
if
any
members
or
individuals
who
are
here
at
the
meeting
would
like
to
get
that
information.
J
You
can
visit
publicinput.com
forward,
slash,
affordable
housing
development
I,
encourage
anyone
who's
interested
in
this
project
to
subscribe
there.
So
you
can
follow
those
activities,
but
you
can
also
participate
just
in
an
online
survey.
If
you're
unable
to
attend
any
of
those
meetings,
the
properties
I
will
mention
they
are
along
Cox
avenue,
on
Valley
Street
and
in
the
Irwin
Hills
Community,
so
happy
to
answer
any
questions
that
you
might
have.
J
So
what
has
been
conducted
thus
far
in
the
evaluation
of
which
properties
to
consider
so
there
were
a
number
of
other
properties
that
were
reviewed
is
what
we
think
we
could
minimally
obtain
on
the
site.
There
is
always
a
parking
element,
that's
required
for
a
lot
of
funding,
so
we
looked
at
if
you
had
the
lowest
cost
parking
options,
what
would
be
the
minimum
kind
of
deliverable
and
so
between
the
three
sites?
It's
over
400
units
estimated
about
430
units
that
number
could
be
higher,
depending
on
the
parking
structures
that
are
utilized.
J
K
Matt,
what
what
locations
were
being
considered
again.
J
So
the
the
specific
addresses
or
the
properties
are
50
and
52
Cox.
So
there
are
some
existing
structures
on
those
sites
46
and
30
Valley
Street.
So
it's
the
current
location
of
the
planning
department
and
permits
and
inspections,
it's
kind
of
that
large
corner
lot
and
then
a
site
along
Erwin
Hills,
it's
beside
the
education,
the
teacher
housing
out
in
the
urban
community.
So
it's
directly
adjacent
to
that
that
site.
E
B
J
So,
affordable
housing,
you
can
Define
it
a
lot
of
ways,
but
when
we
talk
about
affordable
housing
at
the
county,
it
is
for
housing
made
available
to
individuals
earning
less
than
80
percent
of
area
median
income,
but
it
should
also
be
based
on
your
income,
so
you
should
not
be
spending
more
than
30
percent
of
your
income
for
it
to
be
affordable
to
you
as
an
individual.
So
when
we
talk
about
a
project
being
affordable
housing
project,
it
has
to
serve
incomes
at
less
than
80
Ami,
but
your
rent
should
be
income
based.
J
Sure
so
you
find
a
lot
of
individuals
on
fixed
income
are
at
those
income
levels
and
so
again,
providing
additional
units,
which
is
the
ultimate
goal
of
this
activity,
is
to
produce
more
units,
we'll
make
more
opportunities
available
for
individuals
who
are
earning
less
than
80
percent
of
the
area.
Median
income
which
oftentimes
individuals
on
Social
Security
are
with
you
know,
fixed
income
like
that
are
in
that.
J
Mean
there's
a
lot
of
I,
don't
want
to
get
too
far
down
the
path,
but
there's
a
lot
of
issues
around
the
fact
that
we
have
a
limited
housing
Supply
which
is
driving
up
overall
Market
values,
which
then
puts
more
constraint
on
what
we're
traditionally
affordable
units
to
purchase
or
rent.
So
it's
driving
up
the
rent
costs.
Any
of
these
units
would
have
you
know,
capped
amounts
of
rent
charging
based
again
on
those
median
income
thresholds.
So
it's
creating
a
space
of
protected
units
available
to
those
earning
less
than
80
Ami.
J
J
Based
so
all
of
them
would
be
available
to
households
only
less
than
80
Ami
it
could
be,
and
we
would
expect
that
some
of
those
units
would
be
available
to
those
earning
less
than
30
percent
of
Ami.
So
they're
going
to
be
different
levels
of
affordability,
but
at
minimum
it
would
be
less
than
80
percent
can.
G
You
not
to
put
you
on
the
spot,
but
do
you
do
you
know
that
80
Ami.
J
So
it
is
variable
based
on
your
household
size,
so
I
don't
like
to
throw
that
number
out,
because
it
also
changes
every
April
and
we're
waiting
for
that
update
of
what
that
is
what
the
county
has
done
and
I
believe
the
city
may
have
something
similar,
but
we
have
on
our
website
unclecounty.org
forward,
slash,
affordable
housing.
A
A
A
Okay,
we'll
move
on
to
the
funding
portion
of
the
meeting
so
the
fiscal
year
2022
continuing
of
care
Awards
was
announced
during
that
year.
Our
COC
was
eligible
for
95
percent
of
funds
to
renew
existing
grants,
as
well
as
a
new
project
for
survivors
of
domestic
violence
in
a
new
housing
project.
So
the
finance
work
group
got
together
reviewed
applications
and
made
these
recommendations
full
renewal
funding
for
helpmates
Rapid,
rehousing
project
serving
survivors
of
domestic
violence.
A
A
A
In
additional
funding,
the
New
Rapid
rehousing
project
at
Homeward,
Bound
was
not
awarded.
So
next
steps,
HUD
will
contact
the
grantees
directly
and
as
a
COC,
as
as
our
performance
improves,
our
COC
will
become
more
competitive
and
more
likely
to
have
new
projects
awarded.
So
once
awarded
the
new
funding
becomes.
G
G
As
they
can,
overall,
as
the
system
performance
improves,
we
will
become
more
competitive.
These
dollars
are
competitive
across
the
country.
We
will
become
more
competitive.
The
application
that
we
submit
is
scored
against
other
COC
applications,
I
think
there
are
400
and
some
cocs
in
the
country,
and
so
what
we
want
is
to
be
doing
a
better
and
better
job
all
the
time,
because
that
is
how
we
end
homelessness
and
also,
as
we
do,
a
better
job
and
that
increases
our
score.
We
become
more
competitive.
G
The
scoring
the
the
New
Rapid
rehousing
project
at
Homeward
Bound
that
was
not
awarded,
was
a
bonus
project.
So
very
big
picture
we're
generally
eligible
to
renew
all
of
the
existing
funding
that
we
have.
The
only
way
we
get
new
funding
is
if
we
are
competitive,
and
so
we
score
high
enough
to
get
a
bonus
project
awarded
and
that's
what
Homer
bound
had
submitted
for
in
that
rapid
rehousing
project,
and
so
our
COC
overall
was
not
competitive
enough
to
get
that
bonus
project
awarded.
G
When
we
get
a
bonus
project,
then
that
becomes
a
renewal
in
the
following
year,
and
so
this
is
how,
over
time,
we
have
this
kind
of
Snowball
Effect
to
increase
the
total
pot.
That's
available
in
Continuum
of
Care
funding.
So
Charles
is
going
to
talk
about
our
system
performance
measures
in
a
bit
and
and
certainly
it's
the
purview
of
the
board,
this
board
to
be
really
steering
the
ship
so
that
that
performance
continues
to
increase
over
time.
But
it
really
directly
relates
to
the
resources
that
are
available
in
our
community.
G
G
G
Yesterday
later
in
the
day,
we
received
some
feedback
from
HUD
on
our
application.
So
we
don't
get
a
full
analysis
of
exactly
how
we
scored
in
every
component,
but
in
a
formula
I,
don't
understand
they
sort
of
pull
out
different
pieces
and
tell
us
what
our
score
was
out
of
the
maximum
available
and
they
give
us
some
comps
to
other
communities.
So
I
just
got
that
yesterday.
I
will
include
that
in
next
month's
discussion,
so
that
it
can
be
really
clear
what
our
opportunities
are
to
improve.
H
L
Hey
everyone
having
me
today,
my
program,
direct
the
program
at
alms
I'm
here
to
talk
about
the
application
for
foster
youth
to
Independence
tenant
protection
vouchers,
which
is
a
collaborative
effort
by
many
organizations
here
in
Buncombe,
County,
so
included
in
this
mou.
You
can
see
the
Housing
Authority
is
the
lead
on
this,
and
then
our
Public,
Child,
Welfare
agency
or
DSS
is
a
huge
part
of
this,
but
including
our
third
party
Partners.
One
of
the
partners
that
we
have
is
the
Continuum
of
Care.
L
So
we
are
presenting
this
to
Hayak
to
get
high-x
approval
for
including
the
Continuum
of
Care
on
this
mou.
Other
agencies
include
Elida,
Goodwill,
Mountain
housing
opportunities
in
the
Appalachian
Mountain
Community,
Health
centers.
So
with
this
mou,
all
of
the
people
in
third
parties
are
providing
Supportive
Services.
The
idea
of
this
is
that
these
are
initial
application
for
10
vouchers.
That
would
be
new
vouchers
coming
into
our
community.
L
That
would
be
provided
by
Hud
that
are
for
youth
who
have
aged
out
of
the
foster
care
system
or
are
aging
out
in
the
next
90
days
and
are
facing
homelessness.
So
our
goal
is
to
house
those
youth
early
and
keep
them
out
of
the
homeless
system.
These
vouchers
are
a
little
bit
different.
Their
tenant
protection
vouchers
instead
of
tenant-based
vouchers,
so
they
are
time
limited.
There
are
three
years
of
assistance
for
those
youth
with
this
mou,
the
areas
that
the
Hayak
might
want
to
be
considering
so
with
statement
of
cooperation.
L
We
do
have
that
this
is
a
one-year
signed
mou
with
automatic
renewal
unless
there's
a
30-day
notice
of
any
amendments
needed
we're
looking
to
align
with
the
COC
goals
of
ending
homelessness,
and
then
we
have
Liaisons
here
and
when
I
will
take
a
half
second
to
say
is
I
do
believe
we
will
need
to
identify
a
liaison
who
will
be
the
liaison
for
the
COC
to
be
listed
in
this
section
of
the
mou
moving
on,
we
have
youth
eligibility
being
18.
L
or
older,
currently
homeless,
or
at
risk
of
being
homeless,
and
has
left
the
foster
care
system
or
will
leave
in
the
next
90
days.
It
does
not
allow
for
double
dipping,
so
you
cannot
be
in
the
18
to
21
program
at
the
same
time
as
receiving
these
vouchers,
but
it
can
be
someone
who's
aging
out
of
the
18
to
21
program,
to
receive
the
vouchers
to
continue
their
services
and
have
another
Bridge.
After
that
program,
Supportive
Services
are
being
offered
between
Goodwill
Elida
homes
and
amchc,
addressing
employment,
education
and
mental
and
physical
health.
L
What
we're
looking
for
with
the
COC
is
that
we
integrate
these
vouchers
and
slating
into
the
coordinated
entry
process.
We
want
to
include
stop
gaps
so
that
we
are
not
having
bias
in
the
allocation
of
these
vouchers.
So
we
want
to
have
these
youth
identified
and
included
on
the
by
name
list
and
the
slating
process
to
be
aligned
with
the
coordinated
entry
process.
L
I
can
get
into
more
detail,
but
that's
really
the
bulk
of
what
everyone
needs
to
know
and
I
am
happy
to
open
up
for
questions.
If
anyone
has
any
for
me.
G
So,
just
just
to
be
clear,
the
ask
or
the
The
Proposal
is
that
the
board
votes,
whether
or
not
to
sign
on
to
the
mou
as
the
Continuum
of
Care
I,
think
you'd
be
voting
to
designate
me
as
the
the
person
to
sign
for
us
for
you
and
the
expectation
of
the
COC
in
participating
in
this
project
is
all
related
to
coordinated
entry
so
related
to
identifying
folks
who
are
appropriate
referrals
into
the
voucher
opportunity.
C
I,
just
I
want
to
say
a
couple
additional
comments
about
that.
One
I
do
believe
this
is
still
draft
form.
I
just
want
to
make
sure
to
state
that
while
the
accounting
has
looked
at
it,
the
final
Sayers
need
to
review
it,
and
we
believe
we
felt
like
from
the
county
from
the
County's
perspective,
in
relationship
to
the
Public
Child
Welfare
agency
portion
of
this,
that
it
was
really
important
to
work
through
the
COC
system.
C
D
So
I
my
question
is
this:
so
how
many
vouchers
number
one,
but
also
in
the
transition?
What
you're
saying
is
that
the
period
of
time
for
this
transition
is
one
year
in
one
year,
because
prior
to
that
transition
there
are
no
goals,
so
we're
waiting
for
something
to
happen,
spark
or
whatever
happened
for
to
set
these
goals.
L
Yeah,
so
at
this
time
we
are
applying
for
10
vouchers.
Each
Community
is
allowed
to
apply
for
up
to
25..
L
We
felt
it
was
important
to
not
take
too
big
of
a
bite
and
not
have
the
Supportive
Services
in
place
and
the
people
in
place
to
do
these
effectively
so
for
year,
one
we're
applying
for
ten
with
annual
renewals.
You
can
always
increase
up
to
that
25
and,
in
fact,
there's
actually
ability
to
go
past
that
25.
If
you
meet
certain
criteria
with
utilization,
this
mou
is
set
as
a
one-year
mou
with
automatic
renewal,
but
the
ability
to
amend,
because,
yes,
at
this
time
we
don't
have
the
vouchers.
L
The
application
process
with
HUD
is
that
we
submit
the
completed
mou,
a
list
of
people
who
have
been
identified
as
eligible
and
submit
all
that
to
HUD
for
them
to
review
to
see.
Yes,
we
have
the
system
in
place.
We
know
how
we're
going
to
do
this
and
there
are
people
that
we
can
serve
with
it.
So
at
this
point
we
are
in
transition,
we're
creating
this
mou
with
the
hopes
of
getting
these
vouchers,
but
they
are
not
yet
guaranteed.
L
Hud
could
come
back
and
say:
there's
only
seven
available,
so
you
only
get
seven,
but
the
vouchers
themselves
are
for
three
years.
So
there's
an
annual
recertification
process
just
like
with
all
vouchers.
Looking
at
that
income
piece
and
all
those
aspects,
but
the
vouchers
are
intended
for
three-year
use.
Do
you
have
a
working
model.
D
L
So
these
yeah
we
have
in
the
community
with
the
American
Rescue
plan,
we
got
emergency
housing
vouchers
which
were
incorporated
into
the
COC
coordinated
entry
system.
So
we
have,
in
this
community,
done
a
similar
process
with
a
similar
type
of
intervention.
I.
L
C
I
would
just
add
in
relationship
to
how
we
plan
to
identify
individuals
from
the
perspective
of
the
foster
care.
A
quick
Assad
is
the
foster
care
18
to
21
program.
Actually
now
here
in
Buncombe,
County
actually
resides
within
adult
and
Aging
Services.
We've
recently
moved
it
out
of
child
services
all
right.
So
sorry,
the
pollen
is
just
so.
We've
recently
moved
it
out
child
services,
so
it
now
actually
lives
with
an
adult
and
Aging
Services
and
back
to
the
comment
a
minute
ago
about
really
wanting
to
work
within
the
coordinated
entry
system.
C
They
will
all
be
sent
to
Goodwill
to
our
links
coordinator
and
then
they'll
be
assessed
and
go
through
that
process
and
then,
if
they're
interested
be
sent
to
Elida,
and
so
we
felt
like
that
was
the
most
appropriate
way
to
identify
anyone
who
may
be
eligible
give
them
that
opportunity
and
then
assess
them
for
the
vouchers
I.
K
So
you
you
touched
on
just
a
minute
ago
that
you
requested
10
vouchers.
Instead
of
going
the
whole
way
you
know,
so
we
can
make
sure
we
had
the
Supportive
Services
in
place.
I
think
you
touched
on
it
a
little
bit
Jennifer
on
some
of
those.
But
did
you
expand
on
that
a
little
bit
about
what
kind
of
Supportive
Services
that
you
know
we're?
Looking
at
for
these
individuals,
yeah.
L
Yeah,
absolutely
so:
Supportive
Services
include
housing,
navigation
and
sustaining
Services
case
management,
which
Elida
homes
is
committed
to
do.
We
also
have
connection
with
Goodwill
services,
so
the
services
relate
to
GD
access,
college
education,
financial
assistance
for
college
education,
work,
clothing.
All
of
those
great
Goodwill
services
are
integrated
and
available
for
all
the
youth.
Access
to
behavioral
health
and
physical
health
services
through
amchc
is
integrated
as
well
as
I
feel
like
I'm,
forgetting
one
here.
The
recertification
process
and
and
mediation
with
landlords
is
something
that
a
lot
of
homes
is
committed
to
provide.
L
So
there's
outlines
in
the
mou
and
the
section
that
says:
Supportive
Services
that
uses
Hud's
language
on
what
those
Supportive
Services
required,
look
like
and
it
has
agencies
listed
next
to
it.
But
then
in
third
party
agency
responsibilities
it
has
additional
commitments
and
how
that
looks
within
our
community,
so
HUD
might
say
you
need
to
have
assistance
with
geds
in
accessing
college
education
courses
and
then
third-party
responsibilities
under
Goodwill
you'll
see
the
exact
programs
that
they
have
to
be
able
to
do.
That.
L
A
I
do
want
to
mention
I
know.
Jennifer
has
mentioned
that
she's
been
working
on
this
with
Sarah
for
the
county.
David
Nash
has
been
working
on
this
for
public
housing
authority
and
myself
for
Goodwill
and
David
Nash
and
I
both
plan
to
to
sign
off
on
this
for
our
respective
organization.
So
I
do
want
to
vote
on
this
today.
M
D
C
N
B
F
B
A
A
A
So
Sarah
Copley
has
agreed
to
lead
this
effort,
but
I
want
to
open
it
up
for
discussion
to
get
any
input
on
on
moving
forward
with
this
work
group,
but
also
whether
we
would
like
to
separate
between
ESG
funds
and
COC.
So
any
input
on.
E
G
That
sure
I
think
that's
a
really
wonderful
question.
What
we
have
traditionally
done
is
post
the
opportunity
on
the
city's
website,
send
it
out
to
the
Homeless
Coalition
into
the
Hayak
distribution
list,
which
includes
not
only
you
all
but
folks
who
sign
up
I,
think
we
have
about
230
people
on
that
distribution
list
right
now
to
just
try
to
make
the
community
aware
of
the
funding
opportunity
and
that's
all
we
have
done
historically
so
I
think
there
is
plenty
of
room
for
this.
G
This
work
group
or
the
board
overall
to
suggest
additional
ways
that
we
can
get
that
information
out
to
folks
in
the
community
and
to
I
think
staff
can
work
with
you
all
as
the
board
on
kind
of
some
technical
assistance
opportunities.
You
know,
how
can
we
as
staff
help
create
some
some
session
info
sessions
or
some
opportunities
for
folks
who
may
not
be
as
familiar
with
this
funding
because
it's
complicated
money?
It
is
it's
not
simple
money
to
use
and
it's
an
important
resource,
and
so
can
we
can.
C
Just
I
so
in
my
job
actually
managed.
C
G
Sure
I
I
can
do
that
and
then
you
all
so
last
year,
Lance
Jamie,
David
and
David
Nash
were
our
finance
work
group,
and
so
they
did
a
really
heavy
lift.
So
you
all
might
speak
to
that.
Also.
They
reviewed
ESG
and
COC
and
code
purple
request
and
I
think
the
I
think
there
are
pros
and
cons
to
both
configurations.
So
Pro
I
would
say.
G
Is
that
we're
going
to
walk
through
the
same
basic
process
for
both
pots
of
money,
which
is
we,
as
staff
facilitate
what
we
just
talked
about
getting
the
word
out
receiving
those
applications
putting
those
materials
together
for
you
all
as
the
work
group
to
review
them
and
then
convening
those
meetings
and
that
kind
of
thing?
And
then
you
all
review
you
you
hear
from
the
agencies
who've
applied
so
that
you
have
an
opportunity
to
ask
them
questions
and
they
can
present
what
their
vision
is
for
the
funding.
G
The
funding
is
fairly
different
and
the
scale
of
funding
is
very
different,
so
you
saw
we
got
1.9
million
in
COC
funding
this
year
we
have
128
000
in
ESG
funding,
so
very
different
pots
of
money.
The
eligibility
is
very
different,
the
kind
of
how
extensive
the
application
is
and
the
materials
are
it's
pretty
different,
so
I
guess
I
would
say,
process
is
the
same
for
both
and
content
is
different
for
each
and
I.
Think
a
consideration
really
is
is
workload
distribution
you
know,
do
you
all
want
to
do?
G
G
Come
later
right,
absolutely
so
ESG
is
traditionally
in
July
opens
in
July
due
around
October
and
the
ESG
office.
This
is
funding
that
comes
through
the
State
Health
and
Human
Services
Department.
G
They
just
issued
sent
out
an
email
this
week
about
a
meeting
for
cocs
later
in
April
to
get
clear
timelines,
and
so
we
don't
have
that
information
yet,
but
I
expect
that
it
will
come
in
July,
be
due
in
October
COC.
My
experience
seems
to
be
really
variable,
but
last
year
I
think
opened
in
August
and
was
due
in
October.
I
would
expect
that
it
would
come
a
little
later
than
ESG.
Okay.
A
C
G
B
G
And
Review
Committee
some
some
communities
do
it
separate
for
ESG
and
COC
some
combine
it.
G
I
would
think
that
what
you
might
do
initiate
this
ESG
work
group
again.
You
have
some
time
to
figure
out
COC
and
that's
happening
on
a
parallel
track
to
the
governance
work
Group,
which
might
end
up
then
directing
what
the
COC
process
looks
like
and
in
any
scenario,
I
would
think
that
for
next
calendar
year,
what
the
governance
work
group
puts
in
place
is
what
would
be
followed.
Okay,
I
imagine
we're
going
to
have
a
number
of
these
situations
in
this
transition.
A
M
E
I
E
G
G
G
There
is
not
a
a
regulatory
requirement
around
who
participates
in
reviewing
applications
that
then
come
to
the
board
with
recommendations.
So
would
you
want
to
open
that
up
to
other
folks
in
the
community,
we've
had
a
lot
of
Homeless
Coalition
participation
in
our
other
work
groups,
in
my
my
suggestion
here
is
that
we
have
three
to
five
people
on
this
particular
work
group
So.
Currently
we
have.
F
G
Board
members,
would
you
wanna,
you
know
suggest
that
those
other
three
seats
be
filled
by
through
some
other
process.
D
I
think
that
there's
a
couple
other
work
groups
that
haven't
been
formed
yet
so
there's
a
Time
schedule
here
to
where
I
have
no
idea
where
or
what
to
fit
in
so
there's
I
think
two
other
meetings
that
I
have
to
attend.
That
I
don't
know
when
they
are
to
even
plan
at
a
third.
So.
G
B
D
N
Could
I
ask
for
Clarity
on
that,
so
we've
we've
had
opening
on
Hayek
that
we
haven't
been
filling
at
the
council
level
because
we
were
waiting
on
recommendations
and
transition
and
updates.
Are
you
suggesting
that
we
need
new
hyac
members
whoa.
N
D
Yeah
I
mean
it's
I,
think
traditional
to
have
a
bunch
of
people.
It
looks
like
you're,
busy
and
you're
doing
something
when
you
add
people
and
then
there's
a
bunch
of
people
like
well,
you
great
you
have
a
bunch
of
people
standing
around
doing
nothing
in
government
right
and
so
when
we
actually
have
something
to
do
that,
we
can't
get
done
it's
nice
to
have
somebody
who
is
qualified
to
do
that
work.
D
N
Also
moved
to
quarterly
appointment
at
the
board
will
be
able
to
meet
like
monthly
print
deadlines
for,
say,
Urban
news
or
LA
nuticia
to
do
more
effective,
Outreach
and
not
set
short
deadlines,
so
we're
chasing
our
own
tail
and
putting
everyone
else
on
the
hamster
wheel.
But
what
that
means
is
there's
a
Hayek
opening
and
we
don't
have
a
meeting
next
month.
So
there's
two
months
for
folks
to
apply
for
that
opening.
If.
N
I'd
also
hear
some
wisdom
around
bringing
in
community
members
to
test
out
what
that
looks
like,
because
that
is
a
recommendation
that
we
can.
You
know,
broaden
our
Outreach.
My
curiosity
around.
That
is
what,
if
we
put
someone
on
finance
and
then
they
end
up
with
a
competitive
interest,
because
they
are
one
of
the
applicants.
Yeah.
G
I
think
I
think
anyone
excellent
point.
Anyone
who
participates
in
this
work
group,
whether
they're
a
current
board,
member
or
otherwise,
would
need
to
know
in
advance
that
they
would
not
be
pursuing
that
funding
opportunity.
That's
we
that's
a
definite
conflict
that
we
need
to
steer.
Very
clear
of
is.
H
B
H
Short-Term
source
of
people
than
the
traditional
process-
and
you
know,
governance-
is
going
to
be
working
very
hard
on
role,
descriptions
and
that
sort
of
thing
so
I
think
we
should
tap
those
who
are
either
into
work
groups
or
wanted
to
be
part
of
the
work
groups
as
candidates.
You
know
refer
those
names
to
the
chairperson
and
then
let
the
chairperson
decide
whether
that,
whether
we
go
back
to
the
way
we
used
to
do
things.
That
would
be
my
recommendation.
G
So
we
have
two
I'll
just
say
a
thing
and
you
guys
edit
any
of
this,
but
we
have.
If
we
had
five
work
group
members
we
currently
have
two
identified.
We
I
could
send
an
email
out
to
everyone,
who's
currently
participating
on
those
other
work
groups
to
invite
interest
and
then
pass
that
information
on
to
Sarah.
She
would
select
the
other
three
people.
If
we
didn't
have
three
other
people
would
what
would
you
suggest
then?
Would
it
be
I
love
to
give
Melanie
work
Melanie's
in
the
back
that
corner
here.
H
Yeah
I'd
be
in
favor
of
Sarah,
making
the
determination
on
whether
to
you
know,
lift
the
freeze
on
the
traditional
process,
I
think
from
what
I
can
see.
We've
attracted
some
interesting
folks
who
are
motivated
to
do
this,
who
might
not
have
been
motivated
to
apply
through
the
boards
and
commissions
process
and
I'd
just
like
to
see
if
they
would
fulfill
the
objectives
of
this
team.
C
I
want
to
get
some
clarity
that
we're
talking
about,
because
I
I
got
a
little
confused
when
we
started
talking
about
boards
in
commission
and
open
seat
on
this
board
versus
the
three
seats
that
are
potentially
available
with
the
funding
allocation.
So
the
boards
and
commission
see
would
we
need
to
make
a
vote
or
open
that
for
discussion
today.
N
Well,
I
mean
you
could
make
that
formal
recommendation
I,
think
that
would
strengthen
the
recommendation
because
we
have
had
it
frozen
for
months.
If
we
had
a
new,
a
new
member
of
Hayak,
it
might
expand
your
capacity
to
fill
these
work
groups,
but
I
also
hear
like
making
sure
they're
ready
to
fulfill
the
objectives
because
you're
in
like
this
transition
period.
N
So
a
recommendation
around
that
could
look
like
we
recommend
to
the
boards
and
commissions
committee
and
the
city
council
to
fill
the
opening
on
Hayek,
considering
the
transition
and
making
sure
that
we
have
someone
with
professional,
lived
experience
to
meet
the
objectives
of
the
work
or
something
like
that.
Otherwise
we're
going
to
probably
keep
holding
that
opening
and
then
you
might
have
less
capacity.
Maybe
that's
the
maybe
that's
the
goal
right
now,
because
you
want
to
work
on
bringing
more
community
members
in
and
I
respect
that
too.
But
a
formal
recommendation
would
be
helpful.
M
N
B
M
B
M
Certainly,
with
David
and
I
here,
I
think
we
should
talk
about
whether
now
is
the
time
to
add
people
or
whether
we
should
wait
so
and
as
for
the
current
item
about
the
the
work
group
I
think
we
should
try
to
get
Sarah
to
take
applications.
We
should
try
to
post
it.
We
should
all
share
this
information.
I.
Think
it's
a
really.
You
know
good
way
to
bring
people
onto
the
business
side
of
what
we
do.
M
You
really
get
to
see
how
the
funding,
first
of
all,
the
great
partners
and
the
great
applications,
but
also
how
there's
just
not
enough
money-
and
you
know
you
know,
working
with
Jamie
on
it
last
year.
You
know
I
think
it
was
really
helpful
to
me
and.
B
M
Got
really
involved
in
it
now
it's
on
the
hack,
so
I
think
we
already
are.
You
know
bringing
talent
to
the
Continuum
of
Care
and
so
I
think
we'll
try
to
look
to
add
those
and
and
Sarah
can
head
that
up
and
all
work
with
her
and
Emily
to
get
a
group
going
before
the
I
guess:
they'll
come
out,
May,
okay,
so
we
have
some
time.
O
A
O
The
full
I
won't
be
going
through
all
the
numbers.
That's
in
your
meeting
materials,
so
I'm,
just
Emily
and
I,
worked
on
pulling
out
a
few
of
the
highlights
in
terms
of
what
to
review
in
this
meeting.
The
system.
Performance
measures
are
basically
six
measures
on
how
well
our
homeless
Services
work
as
coordinated
systems
so,
and
these
are
established
by
Hud.
O
O
The
the
data
is
covers
a
12-month
period
and
is
for
the
HUD
Year
from
October
1st
to
September
30th.
So
what
are
the
six
measures
that
HUD
is
asking
us
to
look
at?
The
first
is
a
decrease
in
the
length
of
time
a
persons
remain
homeless,
a
decrease
in
returns
to
homelessness
after
permanent
housing
placement,
a
decrease
in
the
number
of
persons
experiencing
homeless,
an
increase
in
employment
and
income,
growth
for
homeless
persons,
a
decrease
in
first-time
homelessness
and
an
increase
to
obtain
and
or
maintain
housing.
O
So
before
I
go
into
some
of
these
numbers,
there's
a
couple
of
disclaimers.
First
of
all,
these
numbers
only
reflect
hmis
participating
agencies.
You
can
see
there's
a
list
of
them
on
the
right
in
terms
of
what
agencies
fed
into
this
data,
so
you
have
abccm
and
their
program
transformation,
Village,
best
veterans,
restoration
quarters,
rapid
re-housing
and
Street
Outreach.
You
have
caring
for
children,
their
eternity
Place
shelter,
which
is
since
closed,
so
they
are
currently
not
an
hmis
participating
agency.
You
have
a
lot
of
homes.
O
First,
at
Blue,
Ridge
Haywood,
Street,
respite
Homeward
Bound
and
their
programs
of
Street
Outreach,
permanent
Supportive,
Housing,
rapid
rehousing
with
several
funding
sources,
home
diversion
and
targeted
prevention,
and
you
have
Salvation
Army
and
Sunrise
Community,
another
disclaimer
about
when
you're.
Looking
at
this
data
is,
we
do
know
we
have
data
quality
issues,
one
of
the
metrics.
O
We
have
a
disclaimer
on
because
we
do
know
that
there
is
an
issue
with
the
data
that
we'll
be
working
on
to
get
that
addressed
and
we've
notated
that
in
our
presentation
today,
I
would
also
say,
if
you
were
like
me
and
you're
looking
at
these
numbers
and
you're
saying
why
did
a
metric
go
down
from
last
year
or
why
didn't
metric
go
up
from
last
year?
Unfortunately,
our
software
is
limited
in
giving
us
the
ability
to
have
that
kind
of
view
of
the
data.
O
I
can
say
that
the
entity
that
this
we
belong
to
called
North,
Carolina
hmis,
which
is
a
group
of
cocs,
that
coordinate
Technical
Resources
around
hmis,
has
recently
voted
to
bring
on
a
new
resource,
bring
online
a
new
resource.
What's
called
a
data
warehouse
if
you're
familiar
with
that
terminology,
but
what
it
should
do
is
give
us
more
access
to
our
data
than
what
our
current
software
vendor
is
willing
willing
to
do
so
that
will
help
tremendously
us
being
able
to
mine
our
data
more
effectively.
O
Also
the
data
quality
issues
in
terms
of
we
don't
make
that
statement
lightly,
Emily
and
I.
Obviously
you're
very
concerned
about
that
I'm
working
very
extensively
meeting
with
agencies
reviewing
their
data
entry
protocols,
identifying
any
gaps
or
opportunities
for
trainings
and
figuring
out
how
to
address
those
so
that
we
are
trying
to
move
forward
on
improving
our
data
quality.
E
O
Street
Outreach
is
based
out
of
a
hope.
Yes,.
O
So
the
measure
one
is
length
of
time
persons
remain
homeless
and
what
this
metric
is
doing
is
looking
at
the
number
of
bed
nights
that
people
have
in
emergency,
shelter,
shelters
or
transitional
housing.
The
total
number
of
people
served
was
792
for
the
report
period.
And.
If
you
look
at
the
section
where
it
says
emergency,
shelter,
plus
transitional
housing.
O
Last
year
we
ported
an
average
length
of
time
homeless
of
224
days
this
year,
an
average
of
218
days,
so
our
average
length
of
time
for
that
those
service
projects
was
reduced
by
six
days
on
measure
two
returns
to
homelessness
from
housing
measures,
the
extent
to
which
people
who
exit
homelessness
into
permanent
housing
later
return
to
homelessness
and
I
won't
go
into
each
individual
subcategory.
There
you
can
see,
we
have
unsheltered
emergency,
sheltered
transition,
housing
and
permanent
housing,
but
collectively
the
return
rate
from
2021
was
calculated
at
15
percent
for
2022
17.
O
So
we
had
a
return
to
homelessness
that
increased
slightly
by
two
percent
measure:
three
number
of
homeless
persons.
This
is
not
based
on
our
hmis
software.
This
is
based
on
our
pit
count.
At
least
this
first
part
3.1.
There's
two
parts
to
this
measure
and
if
you
look
at
the
totals
in
2021,
the
pit
count
that
was
reported
was
527.
The
pit
count
for
2022
was
636.,
so
we
had
a
net
increase
of
109
people
who
are
homeless.
K
So
I
had
I
had
a
question
there.
Can
you
can
you
go
back
one?
So
we
we
have
on
there
like
the
the
pit
count
data?
Do
we
have
hmis
data
on
the
same
categories
that
we're
looking
at
on
on
this
slide
right
now,.
B
O
O
Shelter
and
transition
housing
is
the
second
part
of
this
measure,
and
this
is
based
on
hmis
data
and,
interestingly
enough
in
2021
we
reported
993
individuals
in
our
account
in
2020
to
815.
So
the
number
of
sheltered
homeless
persons
decreased
by
178.
K
O
So
I've
been
here
about
what
six
months
and
so
I'm
learning
you
know
what's
going,
what
the
lay
of
the
land
is
like
I
would
say
that
the
advantage
to
our
hmis
data
is
you
have
actual
daily
staff
to
client
interaction
and
that
data
reflects
that,
whereas
Pitt
is
just
that
one
night
for
the
most
part,
and
you
know
we
may
be
capturing
people
we
may
not
so
I
do
think.
Probably
these
numbers
are
a
little
better
than
what
your
pit
count.
K
O
E
G
I
think
I
think
that's
exactly
right
that
that
change
in
178
I'm
sure
has
a
number
of
small
changes,
but
the
majority
is
I
think
is
related
to
both
the
Red
Roof,
Inn
and
Ramada,
which
were
in
at
varying
points
in
time
included.
So.
K
G
O
Measure
four
is
in
employment
and
income
growth,
we're
looking
at
changes
in
earned
or
non-employment
income,
but
only
for
participants
in
COC,
funded
programs.
Right
now
we
only
have
one
funded
program
that
this
measure
relates
to,
which
is
homeward
bound
permanent
Supportive
Housing.
You
can
see
in
2021
they
had
reported
54
participants
whose
income
increased
2022
that
went
down
to
45
out
of
110,
so
employment
and
income
growth
change
decreased
by
about
17
percent,
first-time
homelessness
measures,
the
number
of
people
entering
the
system
with
no
prior
enrollments
in
hmis.
O
In
the
past
two
years,
people
with
no
hmis
entries
in
the
prior
24
months
in
2021
were
684,
2022
618.,
so
the
first
time
homelessness
decreased
by
10
percent
in
the
last
measure
obtained
and
or
maintain
housing
measures,
the
number
of
people
exiting
homelessness
into
permanent
housing
and
the
number
of
people
in
permanent
housing
projects
who
retain
housing-
and
this
is
where
we
have
a
notation
you
can
see
for
unsheltered.
Our
success
rate
in
2021
was
53.
O
It
went
down
in
2022
to
25
percent
and
that's
a
huge
drop,
and
that
is
due
to
basically
in
a
nutshell,
missing
data
and
so
I'm
working
with
the
agencies
to
make
sure
we
don't
repeat
that
and
keep
our
data
quality
keep
a
focus
on
our
data
quality,
so
we
can
get
a
more
accurate
period,
accurate
idea
of
what
is
happening
with
unsheltered.
O
So
in
summary,
what
does
our
report
card
look
like
at
a
very
high
level,
the
length
of
time
persons
remain
homeless,
moved
in
the
right
direction.
Six
fewer
days
returns
to
homelessness
after
permanent
housing
placement
went
up
two
percent:
that's
not
the
right
direction.
Reduction
in
number
of
persons
experiencing
homelessness
went
up
109,
so
that's
not
a
good
direction.
Employment
and
income
growth
for
homeless
persons
went
down
17
percent,
which
is
not
a
good
option,
a
good
direction
reduction
in
first
time
homelessness
went
down
10,
that's
a
good
direction,
obtain
and
or
maintain
housing.
O
If
you
exclude
the
the
bad
data,
we
showed
an
increase
of
nine
percent.
What
would
be
key
takeaways
for
this?
O
First
of
all,
it
reminds
you
system
performance
measures
provide
a
bird's-eye
view
of
how
well
hmis
participating
providers
impact
homelessness
as
a
system.
So
this
shows
you
the
numbers
that
we're
submitting
to
HUD,
and
it
also
gives
you
a
window
into
what
is
going
on
with
our
data.
At
this
time,
Asheville
bunkin's
report
for
the
Hyde
fiscal
year
2223
showed
some
improvement
in
three
out
of
six
HUD
metrics.
O
O
O
K
Yeah
well,
I
think
that's
extremely
important
and
we're
and
we're
moving
in
the
right
direction
and
looking
at
the
right
things
on
that,
because
the
data
that
we're
capturing
is
the
data
that
we're
using
to
make
very
important
decisions
in
our
community
and
if
we
don't
have
appropriate
data,
it's
really
difficult.
We
end
up
making
decisions
anecdotally
versus
on
sound
data,
so
definitely
think
we're
moving
in
the
right
direction.
O
In
one
caveat,
I
will
say:
I
am
very
impressed
with
agencies
how
hard
they
work
and
they
are
trying
very
hard
to
meet
these
guidelines.
The
data
entry
guidelines,
so
this
is
not
to
make
any
disparaging
implications
about
the
the
commitment
that
staff
have
at
agencies,
but
it's
very
challenging,
and
it
is-
does
create
some
challenges
to
to
get
this
data
into
the
system
and
get
it
in
a
way
that
HUD
is
asking
for
it.
A
D
D
After
the
pit
count
and
sheltered
and
unsheltered
just
in
defining
I,
think
piggybacking
on
what
Jamie
was
saying
about.
A
Great
thank
you
I'm,
going
to
ask
the
work
group
chairs
to
keep
their
updates
to
just
a
couple
minutes.
So
we
can
end
on
time
today.
So
we'll
start
out
for
a
coordinated
entry.
Marcus
laws
isn't
here,
but
Debbie
Alford
will
be
sharing
an
update.
I
Hey
all
Debbie
Alford,
homeless
strategy
division
staff
Marcus
has
been
chairing
this
work
group
he's
out
of
town
this
week,
but
I've
been
assisting
with
that
work
group
as
well,
and
so
we
met
three
times
in
March
and
we've
really
spent
those
meetings
really
diving
deep
into
the
four
elements
of
coordinated
entry.
What
assessment
access,
prioritization
and
referral?
I
Look
like
what
those
kind
of
standards
are
across
other
communities,
what
we're
doing
here
and
then
maybe,
where
we're
going
to
go
from
there,
and
so
since
then,
we
have
Marcus
has
worked
on
an
action
plan
that
our
next
step
is
to
present
that
action
plan
to
the
work
group
in
our
meeting
next
week
and
kind
of
finalize
what
the
lay
of
the
land
is
for
the
next
quarter.
So
that's
kind
of
where
we
are
great.
A
C
C
We've
continued
to
look
at
the
charters
of
other
communities
recognizing
and
knowing
that,
as
Emily
has
told
us,
there's
over,
like
400
I,
think
different
Charters
out
in
the
country,
and
so
these
are
just
three
but
to
elvia's
point
really
figuring
out
what
we
need
here
in
Asheville.
What
this
is
going
to
look
like
so
excited
about
where
we
are
with
that
and
I'm
really
proud
of
the
members
that
are
continuing
to
show
up
and
do
that
research
and
come
in
with
good
answers
and
good
suggestions.
M
You
know
we've
been
meeting
Mondays
at
four.
We
did
not
meet.
The
full
group
did
not
meet
the
week
of
spring
break,
but
we
had
a
smaller
group
to
make
a
work
plan
draft
to
work
plan,
and
this
week
it
was
approved.
We
are
not
going
to
make
any
kind
of
recommendations
on
the
policy
in
May
there's
just
too
many
too
many
discussions
and
too
many
things
that
we
need
to
consider.
M
So
the
New
Hope
is
that,
in
this
work,
plan
that
was
approved
on
Monday
is
to
present
something
to
Hayak
in
July.
As
far
as
an
encampment
response
policy,
so
we've
broken
the
work
plan,
breaks
it
up
into
four
sort
of
sections
and
it
could
change
some
more.
There
could
be
some
more
delays,
but
we're
hopeful
to
have
something
for
the
Continuum
of
Care
in
July.
A
E
Hi
all
right,
we,
the
shelter
group,
has
been
touring
shelters.
We
started
with
trans
transformation,
Village
we've
gone
to
Salvation
Army,
we've
checked
in
with
the
respite.
We
have
seen
the
rescue
mission
and,
at
the
risk
of
being
bold,
I
want
to
say,
I'm,
really
sensitive
to
the
weightless
at
transformation,
Village
and
Salvation
Army.
These
are
people
waiting
to
get
in
and
also
the
uncertainty
that
when
the
winter
shelters
closed,
everybody
who
was
housed
there
sheltered
their
face.
E
F
Thank
you,
I'll
try
to
be
brief,
as
I
know
that
you're
already
running
behind
my
name
is
Mary
singer
and
I'm
a
person
with
too
much
lived
experience
and
I'm
on
the
encampment
and
Outreach
work.
Group
and
I've
prepared
a
few
statements
since
we're
all
kind
of
here
together
today
for
each
work
group
and
for
us
all
to
collaborate
with.
F
Your
vision
must
Encompass
the
yet
unseen
and
what
is
beyond
your
current
level
of
experience
if
it
is
to
include
the
masses
we
do
already
cohabit
and
thereby
co-create
with
I.
Ask
that
in
your
creative
Endeavors,
you
build
this
Ballroom
container
of
governance.
You
intentionally
seek
to
include,
by
way
of
deeply
understanding
and
perpetually
communicating
with
the
masses
your
precious
container
will
hold
and
nurture
in
its
dance.
I.
Ask
that
your
tone
be
pure
in
its
intentions
and
your
Rhythm
Be,
steady
and
strong.
F
For
the
governance
work
group,
especially,
we
set
out
to
improve
our
community
when
we
set
out
to
improve
our
community,
it
is
imperative
that
we
realize
our
people
can
only
be
as
great
as
our
governance
to
do.
This
I
implore
you
to
examine
your
own
inner
workings
on
both
the
individual
level
and
the
interrelational
efforts
of
your
departments
and
teams.
I
ask
that
you
be
a
role
model
to
the
community
you
serve
by
demonstrating
the
type
of
Community
member.
You
wish
to
see
and
experience
when
you
look
out
of
these
Hall
Windows.
F
You
might
not
ever
do
that,
but
may
I
invite
you
to
explore
the
following
for
each
work.
Group
I've
provided
three
suggestions
of
many
more
but
I'll
keep
them
minimal
at
each
of
these
meetings.
I
suggest
I
trust,
building,
training
and
exercise
for
all
the
members
of
the
work
group,
as
well
as
the
Departments
that
they
work
with
as
a
Justice.
You
survey
and
address
with
careful
concern
each
staff
member's
rating
of
their
job,
satisfaction
and
effectiveness
and
I
suggest
you
an
open
invitation
for
Community
member
assessments
of
governmental,
Effectiveness
and
satisfaction.
F
For
the
shelter
work
group,
the
effort
to
shelter
should
first
and
foremost
be
an
effort
to
secure
and
protect
the
health
and
safety
needs
of
each
sheltered.
Individual
I,
along
with
too
many
others,
have
lived
through
multiple,
unsafe,
unhealthy
and
even
life-threatening
shelter.
Experiences.
For
this
reason,
may
I
suggest
the
following.
F
Please
address
incidents
and
risks
of
sexual
harm
and
violation
and
or
personal
injury
within
the
Shelter
Systems
I
suggest
both
Anonymous
and
non-anonymous.
Internal
and
external
reporting
resources
be
made
available
to
shelter
inhabitants,
I
suggest
operational
procedure,
improvements,
starting
with
revision
and
Improvement
of
the
orientation
process
for
each
new
shelter,
entry
client,
including
trauma-informed
approaches
and
a
variety
of
formats,
and
resources
for
visual
and
auditory,
Aid
and
future
reference
reference
materials
via
video
and
brochures
and
handouts.
F
For
the
coordinated
entry
system
work
group,
navigating
any
system
of
care
is
a
daunting
task,
especially
for
the
individual
experiencing
life
unsheltered.
Making
the
entry
system
as
painless
and
effective
as
possible
even
enjoyable,
is
a
Paramount
to
providing
safety
and
Longevity
within
the
system
of
care.
Maya
suggests
the
following:
address:
the
missing
items
and
categories
on
the
assessment
forms,
including
cultural
needs,
age
and
ability,
accommodations,
religious
requirements
and
natural
supports
and
may
I
also
suggest
a
template
that
I
was
not
able
to
print
out
this
morning.
F
It
is
for
a
intentional
matching
assessment
form
that
I've
created
for
a
shelter
plan
that
I've
been
riding
for
several
years
now.
The
intentional
matching
assessment
system
ideology
is
that
you
view
the
client
as
an
individual,
and
you
provide
all
of
the
aforementioned
needs,
plus
more
there's
a
few
more
updates
that
I
didn't
get
to
include
when
I
revised
this
one
for
the
shelter
entry
work
group,
but
I
hope
that
I
can
provide
that
form
to
you
when
I
can
access
a
working
printer.
F
There
are
about
three
pages
long
and
they
include
questions
that
are
more
appropriate
than
the
questions
that
I've
seen
on
the
coordinated
entry
worksheet
that
I've
seen
so
far.
Thank
you
for
hearing
me
this
morning.
Thank
you
for
taking
the
time
to
be
here
and
do
this
very
difficult
work.
I
appreciate
all
of
you
and
your
dedicated
efforts.
A
K
Yeah
I
did
have
one
one
more
other
thing,
just
real,
quick,
okay,
I
think
it's
great
I
want
to
hop
back
up
on
the
agenda
to
the
housing
first
virtual
meeting
that
we're
going
to
have
information
session.
I.
Think
that's
fantastic,
but
I
also
want
to.
K
You
know,
bring
up
that
housing
first
is
just
one
component
of
the
process
and
you
know
what's
available
in
their
community,
so
I
think
it
would
be
great
if
we
had
information
sessions
on
a
couple
different
things:
emergency
shelter,
High
access,
shelter,
transitional
housing,
respite
care,
coordinated
assessment.
What
that
means,
because
I
think
the.
K
I
G
Debbie,
as
you
know,
is,
is
on
our
staff
team
here
and
is
responsible
for
training
and
is
working
on
a
training,
calendar
and
I
My
Hope
Is
that
we
that
we
continue
to,
as
I
said
earlier,
I
think
about
this
training
that
we
can
really
build
a
library.
You
know
that
we
can
really
build
a
bank
of
resources
that
our
staff
team
can
support
that
Debbie's
work
will
include
doing
some
of
those
trainings
herself.
G
So
our
our
hope
is
to
put
together
a
training
calendar
and
share
that
out
with
you
all
at
an
upcoming
meeting.
But
yes
thank
you
for
bringing
that
up.