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From YouTube: Homeless Initiative Advisory Committee – May 11, 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
Good
morning
I'm
David
Nash.
This
is
the
monthly
meeting
of
the
homeless
initiative
advisory
committee.
The
Hayak
serves
as
the
governance
board
for
the
Asheville
Beckham
Continuum
of
Care,
which
guides
local
community
the
local
community
and
effectively
responding
to
homelessness
as
a
unified
system.
B
B
B
A
All
right,
we
agreed
to
look
at
at
least
one
of
our
core
principals
each
month,
and
the
one
that
comes
up
today
is
is
creating
accountable
and
transparent
governance
structures.
The
COC
will
advance
a
vision
for
a
COC
governance
structure
that
is
clear,
efficient
and
set
up
to
effectively
and
accountably
drive
the
community's
work
to
end
homelessness,
with
anybody
from
the
governance
committee
like
to
speak
to
that
or
anybody
have
any
thoughts
on
that
goal.
At
this
point,.
A
Awesome,
oh
I
forgot
the
minutes.
Thank
you
for
the
reminder.
You
have.
We've
received
the
April
13th
minutes.
I
was
not
here
for
that
meeting,
but
if,
if
anybody,
if
there
are
no
questions,
can
I
have
a
motion
to
approve
I'm.
B
A
F
You
good
morning,
good
morning,
thanks
for
allowing
me
to
be
here
and
share
a
little
bit
with
you.
My
name
is
Jeremy
knighten
I'm,
the
division
chief
of
Emergency
Management
for
the
Asheville
Fire
Department.
F
The
reason
I'm
here
is:
we
are
in
the
midst
of
rewriting
two
critical
plans
that
exist
within
our
city,
and
these
plans
are
going
to
kind
of
give
us
a
path
forward
here
for
the
next
next
few
years,
as
we
look
to
to
continue
to
update
and
expand
and
look
through
ways
that
we
can
respond
to
mitigate
but,
more
importantly,
prevent
impacts
to
our
community
until
the
next
slide.
Please
next
slide,
so
these
two
plans
exist.
F
The
one
on
the
left
is
the
Emergency
Operations
plan,
and
this
plan
is
how
the
city
will
prepare
for
and
respond
to,
as
well
as
recover
from
an
impact
to
our
community,
whether
that
be
natural
disaster,
man-made
or
or
other
many
times
that
we
acknowledge
that
disasters,
large
incidents,
emergencies,
impact
folks
in
different
ways,
and
the
idea
is
for
us
to
synergize
our
efforts,
and
this
has
not
been
just
Jeremy
from
the
fire
department.
This
has
been
an
entire
city
staff
that
has
dedicated
many.
F
The
very
beginning,
through
the
process
where
we
are
today,
we've
been
Gathering
once
a
week
for
every
month
since
for
about
six
months
now,
working
through
this
as
a
staff
to
really
all
come
together
in
a
data-driven
objective-driven,
making
sure
that
we
can
take
how
what
lessons
that
we've
learned
and
also
operationalize
them
for
the
future.
So
the
Emergency
Operations
plan.
Again,
that's
how
we
respond
and
then
the
other
half
of
the
project
is
the
continuity
of
operations
plan.
F
So
the
city
is
required
as
honored
to
to
deliver
core
service,
and
those
core
services
are
very,
very
important,
and
it's
especially
important
for
us
to
prepare
and
understand
what
impacts
look
like
to
our
city
when,
obviously,
things
are
out
of
our
control,
and
so
how
do
we
as
a
city,
on
the
left
hand,
side
of
the
Emergency
Operations
respond
to,
but
also
that?
How
do
we
maintain
that
level
of
service
as
we
go
through
these
disasters
and
emergencies
on
the
path
forward
both
of
these
plans?
These
are
both
in
their
iterative
processes.
F
So
we
are.
This
is
not
the
first
time
that
you're
going
to
hear
from
me
about
this,
and
the
goal
is
for
me
next
slide.
Please
sorry
is
what
we
want
to
understand
and
why
I'm
here
and
what's
important,
we
want
to
understand
the
threats
we
have
a
survey,
that's
published,
so
there's
a
couple
things
you're
going
to
see
a
QR
code
here
in
a
second
but
I've.
F
Also
added
this
to
Charles
and
you'll,
be
getting
the
flyer
that
we
have
so
that
you
can
take
that
out
and
disseminate
that,
because
we
want
to
hear
from
you.
We
want
to
understand
better
the
threats,
the
hazards,
the
vulnerabilities
of
folks
with
lived
experience,
and
there
are
a
lot
of
there's
lots
of
data
sets
that
exist
when
it
comes
to
emergencies.
F
We
have
vast
resource
libraries,
but
it's
also
very
important
that
we
acknowledge
our
community
and
what
our
community
looks
like
what
they,
what
they
sound
like
and
how
they
want
us
to
give
feedback
and
what
that
feedback
looks
like,
and
so
we
want
to
know
expectations
and
then
again,
like
I,
said
the
the
prevention,
the
mitigation.
How
do
we
prepare
our
community
to
be
more
resilient?
How
do
we
bounce
back
quicker,
and
sometimes
we
have
to
acknowledge
that
it
may
be
a
new
normal?
F
We
we,
as
we
traveled
through
the
the
tragedy
and
the
emergency
that
was
covid-19.
We
realized
a
lot
of
things
that
we
took
for
granted
and
the
the
mechanisms
of
communication
and
how
information
was
shared
and
what
actually,
how
we
organize
ourselves
right
and
all
that
is
dependent
and
we're
going
to
be
asking
through
the
survey
that
I'll
share
in
just
a
second.
F
What
what?
How
can
we
help
you?
How
can
we
meet
our
community
members
where
they
are
and
whether
that's
events
is
that
preparedness?
What
what
does
that
look
like
as
well
as
what
are
your
expectations
of
us
as
a
city
when
it
comes
to
emergency
response,
so
the
feedback,
important
to
note
that
every
piece
of
feedback
we
have
a
group,
that's
helping
us
collect
catalog
analyze
this
data,
so
the
next
time
that
I
hear
from
you
I
will
or
the
next
time
you
hear
from
me.
F
F
Just
to
kind
of
give
you
some
high
level
examples
of
the
questions
that
the
survey
will
act
will
ask
which
of
the
following.
Have
you
personally
experienced
while
living
in
Asheville?
We
want
to
know
what
you've
experienced
here
to
really
level
set
the
data
that
we're
collecting,
because
that's
going
to
look
a
little
different
too
right.
We
have
we.
F
We
acknowledge
that
there
are
many
folks
that
are
new
to
our
community
in
the
in
a
relatively
short
time,
and
there
are
folks
that
have
lived
in
our
community
for
a
long
time,
and
so
we
want
to
have
both
inputs
to
see
where
what
the
actual
issues-
and
maybe
what
keeps
you
up
at
night
are.
So
that's
the
kind
of
kind
of
the
questions
next
slide
and
then
again
the
preparedness
efforts.
What
does
that
look
like
again?
There's
data
sets
that
say:
hey.
We
want
to
hear
from
you
here.
We
as
a
fire
department.
F
We've
had
a
lot
of
success
in
the
school
systems,
but
when
we
talk
about
all
hazards,
response
and
education
and
preparedness,
maybe
that
looks
a
little
different.
Maybe
our
our
community
wants
something
a
little
more.
Maybe
something
a
little
more
customized
or
or
a
different
way
to
share
information.
So
we
have
that
up
there
and
just
some
examples
of
of
what
that
might
look
like
in
the
next
slide.
Please
and
then
here
again
just
kind
of
finishing
up
and
I'll
open
it
up
for
questions
anytime.
I
stand
before
a
group.
F
I
want
to
make
sure
that
I
get
AVL
alert
up
there.
Avl
alert
is
the
city
of
Asheville's
communication
and
warning
system.
That's
what
we're
going
to
hit
you
on
the
hip
or
on
your
phone
when
things
are,
are
happening
and
that's
a
tool
that
we
use
and
as
many
folks
as
we
can
get
signed
up
for
that,
the
more
we're
able
to
get
our
message
out
and
then
the
the
actual
QR
code
on
the
right
am
I.
Right
is
the
survey
itself.
F
You
can
get
that
through
Emily,
but
I
would
love
to
come
speak
at
any
of
your
events
and
again
we're
looking
for
a
a
very
diverse
group.
We
want
to
make
sure
all
of
our
communities
represented
in
this
and
we
want
to
make
sure
we
get
the
information
in
front
of
everyone
in
our
community.
So
with
that
I
will
open
it
up
for
any
questions.
You
might
have
yes,
ma'am
I
Jeremy,
Knighton,
Asheville,
Fire,
Department
I'm,
the
division
chief
of
Emergency
Management.
F
So
this
is
so
I
do
Emergency
Management,
which
is
typically
your
it's
an
all
hazards
approach.
So
what
I?
What
I'm,
what
we
are
specifically
working
on
are
these
large
events,
so
tropical
storms,
floods,
natural
disasters,
maybe
man-made,
and
we're
looking
to
to
get
input
and
feedback
on
a
survey
that
we're
producing
that
talks
about
that.
An
experience
that
talks
about
that
from
our
community.
This.
G
F
Right,
yes,
so
this
this
is
definitely
there
will
probably
be
feedback
that
talks
to
that.
But
this
specifically
doesn't
have
that's
a
I
think
more
along
the
lines
of
the
community
responder
and
the
community
paramedic
folks,
as
far
as
who
they
can
call.
That
would
be
that,
but
this
is
more
along
the
lines
of
you
know
that
lived
experience
of
mainly
through
natural
disasters
and
we're
trying
to
capture.
F
D
And
Jamie,
if
I
may
I
would
just
say
to
your
point:
I
just
want
to
mention
that
there
is
Adult
Protective
Services
available.
So
if
people
have
concerns
about
individuals
that
they
deem
to
be
functionally
disabled
or
have
some
disabling
condition
and
they
are
unable
to
meet
their
basic
care
needs
and
they're
at
risk
for
safety,
we
always
encourage
people
to
make
a
report
to
Adult
Protective
Services
250
5800.
That's
another
option
for
people
to
be
able
to
try
to
seek
services
and
supports
for
clients
all.
A
I
have
a
question
about
the
Water
emergency
that
we
had
last
earlier
this
year,
maybe
late
last
year
and
I-
don't
know
the
answer
to
this,
but
were
any
people
experiencing
homelessness
impacted
significantly
by
that
emergency
that
we
know
of.
C
F
The
the
water
outage
did
not
affect
everyone
uniformly
as
far
as
the
the
geography,
so
there
were
many
places
that
that
had
water,
many
of
our
the
downtown
Corridor
and
other
parts
of
West
Asheville,
it
was
very-
not
uniform.
I
guess
is
the
best
way
to
put
it.
So
it
was
very
hard
to
to
know
that
to
understand
that,
but
we
we
were
able
to
Pivot
very
quickly
and
and
deliver
water
as
one
of
the
operational
tasks
and
very
related
to
this.
F
H
Entry
foreign
good
morning,
everybody
so
looking
at
the
meetings
that
we've
been
going
through
up
until
yesterday,
we
saw
some
accomplishments
in
looking
at
or
looking
for
Community
feedback.
H
So
our
Focus
has
shifted
away
from
running
towards
implementing
an
assessment
or
producing
an
assessment
to
really
focusing
on
the
four
core
elements
of
coordinated
entry,
access,
assessment,
prioritization
and
referral
in
succession
and
looking
at
where
we
are
as
a
community
right
now
where
we
would
like
to
go
and
what
our
current
capabilities
are,
with
the
resources
that
we
have
so
over
our
next
or
or
our
future
meetings,
we'll
be
looking
at
our
policy
and
procedures
related
to
each
core
element
of
coordinated
entry,
we'll
be
identifying
and
revising
prioritization
characteristics.
H
Updating
our
action
plan
as
we
go,
and
once
we
have
our
policies
and
procedures
set.
We
will
then
look
at
our
community
assessment
to
make
sure
that
it
is
in
alignment
with
those
core
elements,
and
it
does
provide
us
with
an
opportunity
to
move
forward
and
then
we'll
be
able
to
change
in
real
time
if
there
are
circumstances
that
require
us
to
do
so.
A
A
H
We
are
we're
doing
that
on
a
continuous
basis,
so
we've
already
slated
all
60
folks
that
will
be
moving
towards
Compass
Village
and,
as
we
continue
to
build
week
by
week,
we're
continuing
to
reassess
whether
or
not
those
folks
are
eligible,
whether
or
not
we're
meeting
those
metrics
for
race
equity
and
then
making
sure
that
we're
communicating
with
the
city.
If
there
are
any
issues
and
if
they
are
spotting
any
issues
on
their
end,
they're
communicating
back
with
us
so
that
we
are
being
the
most
efficient.
D
The
governance
work
group
accomplished
a
big
task
by
identifying
standing
meeting
times,
so
we
are
now
scheduled
to
meet
on
the
first
and
third
Monday
from
10
to
12..
It
is
a
hybrid
meeting,
so
it's
physically
here
in
the
space
on
the
fifth
floor
or
a
virtual
option
is
available.
We
have
been
reviewing
other
Charters
from
other
communities
and
we've
been
discussing
Sandy
committees,
membership,
appointments
and
board
structure.
D
D
Are
over
400
different
COC
structures
across
the
country,
different
perspectives,
everybody
who
comes
to
the
meeting
brings
a
different
thought
process
on
how
we
should
organize
the
governance
structure
and
then
really
trying
to
find
the
right
fit.
That
fits
the
Asheville
Buncombe
community
We
are
continuing
to
gather
information
and
our
next
steps
there's
actually
a
meeting
tomorrow.
It's
a
virtual
meeting
in
which
one
of
our
work
group
members
will
be
meeting
with
San
Diego
and
a
couple
other
individuals
are
going
to
join.
That
call
to
learn
a
little
bit
more
about
some
of
the
challenges.
G
I
read
the
recent
HUD
review
and
I
was
wondering
how
you
are
addressing.
We
got
hit
on
some
scores.
D
A
When
we
first
started
this
process,
we
talked
about
the
idea
potentially
of
folding
the
Homeless
Coalition
into
the
COC
structure,
as
as
a
formal
part
of
the
membership
of
of
the
the
overall
COC
organization,
with
representation,
obviously
on
the
governing
board.
Is
that
something
that
the
committee
has
taken
up?
Yet
we.
D
Have
definitely
discussed
that
so
and
Emily's
probably
better
to
give
this
update.
But
my
understanding
of
the
COC
structure
is
that
you
have
a
governing
board
and
then
you
have
a
general
membership
and
so
making
sure
that
the
homelessness
Coalition
is
included
in
both
our
governance
structure
and
in
that
General
membership
is
going
to
be
important.
And
so
that's
really
where
the
committee
or
the
work
group
has
spent
a
lot
of
time
in
talking
about
is
like
who
makes
up
that
governing
structure
and
how?
How
are
those
individuals
appointed.
C
C
I'll,
add
to
that
that
Carrie
Thomason
is
part
of
the
governance,
work,
group
and
she's
also
one
of
the
Homeless
Coalition
leaders.
So
we
have
that
representation
in
that
work.
Group.
J
Did
change
our
our
meeting
times
and
what
we
decided
to
do
was
to
try
to
meet
in
person
to
sort
of
improve
the
conversation
and
the
quality
of
the
dialogue
and
make
sure
it
was
except
more
accessible
to
everyone.
I
think
it
was
some
of
the
conversations
we're
having
you
know
very
difficult
to
make
Outreach
and
encampment
policies
and
and
come
to
decisions
about
that.
J
So
we
had
our
first
in-person
meeting
this
week
on
Monday
and
we're
going
to
also
shift
to
every
other
week
so
there's
time
to
meet
and
do
some
work
in
between
the
meetings.
We
were
finding
that
by
the
time
we
had
the
meeting
and
tried
to
do
some
Drafting
and
send
it
out
to
the
group.
It
was
already
Friday
and
there
just
wasn't
enough
time
to
work
with
City
staff
and
worker
in
smaller
groups.
So
we
changed
we're
meeting
for
two
hours
every
other
week.
J
So
it's
the
same
amount
of
time,
but
it's
Mondays
every
other
Monday
from
three
to
five
and
last
time
we
were
at
Haywood
Street.
We
did
not
have
a
hybrid
option
this
time,
but
we
intend
to
have
a
hybrid
option
for
those
who
can't
make
it
going
forward
this
week.
I
think
it
was
a
really
good
meeting
we
really
started
with,
since
we
were
meeting
in
person
for
the
first
time
and
I
think
we
kind
of
hit
some
roadblocks
we
kind
of
restarted
the
conversation
with
a
vision
exercise.
J
It's
called
a
victory
exercise
where
everyone
sort
of
envisions
what
happens
after
an
encampment
policy
is
agree
to
bond
by
the
community
and
then
work
backwards
to
see
you
know
what
the
strengths
and
weaknesses
of
our
group
and
Community
are
and
how
we're
going
to
get
there.
J
So
some
of
you
have
maybe
participated
in
some
of
those
kinds
of
organisms,
exercises
and
I
think
it
went
really
well,
and
we
have
a
meeting
with
Elvia
and
Mary
and
hopefully
Claire
on
Monday
of
next
week
to
look
at
the
work
plan
that
we've
already
approved
and
see
how
it
might
need
to
be
adjusted.
J
Considering
our
new
meeting
schedule,
we're
still
hopeful
that
we
can
stick
to
some
of
the
work
plan,
but
we're
going
to
divide
up
into
groups
to
start
taking
on
the
drafting
of
certain
sections,
I
think
on
Monday
and
then
we'll
have
the
full
group,
the
full
work
group
back
the
following
Monday.
J
Well
so
in
our
original
work
plan
we
had
hoped
to
get
something
to
this
committee
by
June,
but
we
are
going
to
re-look
at
the
work
plan.
I'm,
not
sure,
that's
going
to
be
possible
and
I.
It
may
be
that
we
want
to
come
after
the
governance
anyway,
but
we
will
get
back
to
you
next
meeting.
If
that
date's
changed
but
I
don't
think
we're
going
to
make
to
be
honest.
A
H
J
We
we
need
to
have
a
work
plan
to
keep
us
focused,
because
the
discussions
can
go
in
so
many
directions.
So
we
will.
We
have
one,
it's
just
already
we're
already
realizing
that
we're
not
going
to
make
those
dead
bar
and
so
like
I,
said
Monday
we'll
need
to
have
a
new
one
and
we
will
have
a
Target
date.
H
David
one
question:
it
came
up
in
the
coordinated
entry
group
on
yesterday
and
and
I
suspect.
It
probably
came
up
in
the
Outreach
group
about
the
relationship
between
Outreach
and
coordinated
entry.
Maybe
is
further
down
the
timeline,
but
I'm
just
wondering
how
the
conversation
around
that
went.
J
Absolutely
yeah,
it
has
come
up,
I.
Think
almost
every
meeting
we
end
up
talking
about
some
some
work
that
the
other
group
is
is
doing
right
because
there's
a
lot
of
overlapping
on
what
we're
all
trying
to
do
here
in
so
I
do
think
that
will
happen.
J
I
think
we'll
need
to
meet,
and
maybe
it
can
start
with
with
you
and
I
talking
and
and
bringing
some
of
the
group
together,
just
to
make
sure
we're
all
on
the
same
page,
because
there
is,
you
know
there
are
going
to
be
some
Direct
direct
overlap
and
that
our
policy
is
going
to
be
your
policy,
and
that's
part
of
what
we'll
be
discussing
on
Monday
too,
is
when
we
need
to
have
conversations
with
other
stakeholders
other
working
groups,
because
we
hope
to
use
our
work
group
to
get
something
to
something
to
discuss
with
other
stakeholders.
A
Thank
you,
David
shelter,.
A
A
We
have
sent
out
a
request
for
information
to
see
if
any
of
the
current
providers
are
interested
in
providing
shelter
along
their
lines
of,
as
recommended
by
the
National,
Alliance
and
homelessness
with
in
their
definition
of
effective
shelter
and
I'll
talk
through
that
in
just
a
minute.
We
drafted
an
RFP
for
your
review
today
and
not
necessarily
approval
in
a
rigid
form,
but
approval
for
us
to
move
forward
with
the
process.
A
A
Challenges
are
remembering
the
goals
and
and
not
getting
distracted
by
things
that
we
think
can
be.
You
know,
or
the
low-hanging
fruit
taking
advantage
of
the
low-hanging
fruit,
but
remembering
not
to
not
to
be
satisfied
with
half
measures
needs,
and
this
is
going
to
Echo
what
both.
What
some
of
the
other
work
group
chairs
have
said.
We
we
need
to
meet
with
Outreach
and
coordinated
entry
to
discuss
how
this
these
new
shelter
beds
and
or
a
new
facility
will
will
be
part
of
the
system
that
we're
implementing.
A
So
we
don't
have
continue
the
disjointed
system,
somewhat
system
that
we
have
now
with
some
level
of
coordinated
entry
at
ahope
and
then
shelters
that
have
their
own
entry
systems
and
Outreach
that
that
may
or
may
not
have
a
place
to
take
somebody
if
they,
when
they
decide
to
come
inside,
based
on
current
restrictions
or
or
based
on
that
person's
preferences
or
based
on
the
fact,
even
that
they
have.
B
A
How
are
we
gonna?
How
are
we
going
to
do
that
and
I
think
one
thing
for
the
governance
committee
work
group
to
think
about
is
these
work
groups
were
organized
around
specific
goals
to
try
to
accomplish
that,
but
in.
A
A
A
Oh,
we
have
some
recommendations
from
naeh
around
from
other
shelters
that
they
have
identified
as
highly
effective
shelters,
and
we
we
want
to
reach
out
to
those,
particularly
as
we
start
thinking
about
the
potential
to
build
a
new
facility
or
develop
it
in
some
way
and
then
that
ongoing
planning
and
that's
it
for
our
report.
I
can
flow
on
into
the
RFP.
Unless
there's
questions
about
the
report.
A
A
A
A
Those
are
the
95
beds
that
the
that
naeh
recommended
to
increase
our
current
capacity
by
30
percent,
and
so
we're
we're
putting
this
out
to
the
community
specifically
to
existing
shelter
providers
and
and
and
other
groups
that
have
that
may
not
have
an
open
shelter
right
now,
but
have
provided
winter
shelter
or
code
purple
services
in
the
past,
and
you
know
we
are
looking
broadly
in
the
community
for
Creative
approaches
to
how
we
would
fund
and
structure
these
these
beds.
A
These
goals,
let
me
read
from
the
naeh
report
and
the
goals
are
all
derived
from
that:
effective
shelters,
Embrace,
a
housing
first
approach,
Implement,
a
safe
and
Implement,
safe
and
appropriate
diversion
offer
immediate
and
low
barrier
access
to
anyone
facing
a
housing
crisis
measure,
shelter
performance
in
order
to
improve
results
and
practice,
cultural
humidity,
humility
and
inclusion.
Sorry,
my
reading
skills
are
limited
today
for
some
reason
and
follow
Hud's
equal
access
rule,
which
relates
to
sexual
orientation
and
gender
identity.
A
So
I
won't
go
through
each
of
these.
You
all
have
read
them
and
we'll
give
feedback
if
you
have
any.
But
that's
all
of
these
came
from
that
paragraph
and.
A
We
also
want
to
ensure
that
any
organizations
that
respond
to
this
will
be
active
participants
in
the
Continuum
of
Care
participating,
coordinated
entry,
participate
in
hmis
and
send
a
representative
to
the
coc
for
active
coordination
in
the
proposals.
We're
asking
them
to
identify
the
number
and
type
of
new
shelter
beds
based
on
the
types
listed
in
the
in
the
RFP.
A
A
B
A
On-Site
Services,
through
their
agency
or
in
partnership
with
another
agency,
and
we
want
to
know
very
specifically
how
they
plan
to
meet
the
the
effective
shelter
requirements
in
our
in
the
other.
One.
So
I
think
we're
going
to
break
number
c
out
into
its
own
category
and
and
put
a
lot
of
weight
on
that
process.
K
And
just
to
be
clear
on
the
cost
that
can
be
included
in
the
budget
for
shelters
who
are
interested
in
applying
can
if
they
don't
currently
participate
in
hmis,
can
there
be
a
line
item
to
include
their
transition
to
it.
C
So
I
think
there
are
two
two
things
related
to
that
one
is
the
actual
license
fee
which
the
city
pays
for
through
our
contract,
with
Micah
Michigan
Coalition
against
homelessness.
Who
manages
our
vendor
relationship
for
hmis.
We
fund
that
contract
with
the
Continuum
of
Care
hmis,
grant
that
you
that
is
part
of
our
batch
Continuum
of
Care
funding.
C
So
there's
so
that's
to
say:
there's
no,
there's
no
cost
to
any
agency
to
participate
in
hmis
in
terms
of
access
to
the
system.
The
other
piece
is
Staff
capacity
to
do
that.
Data,
entry
and
I
would
say
that
that's
certainly
it's
certainly
possible
to
include
that
in
the
operational
plan.
That
is
a
that
is
a
reality
in
operating
a
shelter.
K
L
I
have
a
question,
so
one
of
the
things
that
stood
out
to
me
in
the
shelter
work
group
was
when
you
toured
you
saw
so
many
open
beds
right
and,
at
the
same
time,
that's
juxtaposed
with
the
recommendations
to
increase
our
shelter
beds.
So
as
the
vision
with
this
RH
RFA
to
ensure
that
these
beds
will
stay
fooled
by
the
requirements
which
are
more
person-centered
and
lower
barrier.
Yes,.
A
A
C
Also,
if
I
can
add
to
that
I
think
some
of
those
empty
beds
we
saw
are
empty
because
of
lack
of
capacity
or
lack
of
resources,
and
so
there's
some
physical
inventory
that
can
be
activated
with
some
some
programming
and
additional
resources.
So
this
is
partly
an
opportunity
to
create
a
pathway
for
that.
E
So
I'd,
like
sorry
sorry
that
is
as
well
I,
don't
feel
like
we
have
a
good
handle
on
the
non-congregate
needs
of
the
community.
If
you
look
at
the
pit
count,
non-car
grip
beds
are
like
a
three
or
five
year
low
and
if
you
look
at
last
year's
bid
account
information.
When
people
were
interviewed
about
why
they
wouldn't
go
into
shelters,
it's
a
general
term
of
I,
don't
feel
safe
or
there
are
too
many
rules.
I
feel
like
we're
doing
a
great
job.
Knocking
the
rules
down
but
don't
feel
safe
is
very
difficult.
E
Outline
and
I
know
in
this
week's
discussion
in
the
shelter
group,
the
whole
non-congregate
thing
was
brought
up,
which,
if
you
look
carefully
at
the
RFP
in
its
current
stack,
doesn't
actually
encourage
people
to
bring
together,
not
congregate.
So
I
think
that's
probably
the
reason
why
the
group
wants
to
keep
on
turning
the
crank
on
that
to
try
to
figure
out
how
to
find
that
balance,
because
I
have
the
same
concern
that
even
if
staffed
properly
will
our
unhoused
population
fit
the
criteria
that
those
providers
are
willing
to
offer
and
will
they
feel
safe.
B
G
Like
to
speak
to
that,
I
was
in
Rescue,
Mission
and
also
step
fast
house,
which
is
what
transformation
Village
is
now,
and
it
isn't
a
question
of
physical
safety.
It
is
living
in
congregate,
living
with
people,
you
don't
know,
and
you
wouldn't
necessarily
choose
to
associate
with.
It-
is
emotional
safety,
and
many
of
the
shelter
providers
are
recognizing
that
and
including
peer
support
as
part
of
their
staff,
and
that
is
something
that
will
ameliorate
that
lack
of
safety,
we're
seeing
in
the
pit
count.
A
B
A
The
study
said
that
we
should
ensure
that
interim
housing
sites
are
not
all
located
in
one
part
of
the
city
and
also
I
can't
find
the
language
identified
non-congregate
sites
that
would
significantly
approve
the
number
of
people
accepting
shelter
placements.
So
that
is
a
good
catch
and
we'll
make
sure
to
include
that
in
the
RFP.
D
So
I
have
a
few
different
things,
and
some
of
it
is
about
wording.
It's
been
a
lot
of
time
in
words
and
policies,
and
so
there's
a
word
around
the
very
beginning
where
you
start
to
talk
about
or
where
it
starts
to
talk
about
the
requirements.
Let's
see,
and
the
word
safely
is-
is
used
and
I'm
just
wondering
about.
If
there's
an
ability
to
Define
that
a
slight
bit
more
so
under
60
beds
for
non-veterans
beds
should
be
accessible
to
anyone
in
need
who
can
participate
safely.
D
I
think
that
can
leave
a
lot
of
vagueness
for
a
provider
to
screen
out
individuals.
I
know
it's
kind
of
listed
further
down,
so
there
may
be
something
to
kind
of
highlight.
There
is
also
a
little
further
down
the
concept
under
requirements.
New
shelter
beds
should
meet
I.
Think
that
should
actually
say
must
meet
or
expectation
to
meet
to
leave
should
allows
again
the
vagueness
of
being
able
to
do
it
or
not
do
it.
D
My
only
other
two
comments
would
be
in
regards
so
I
agree
with
some
of
the
conversation
that
we've
just
had
about
the
bed.
The
current
bed
count
and
then
the
additional
of
these
beds,
so
just
wanting
to
somehow
ensure
that
this
is
an
expansion
and
not
a
revision
a
bit,
and
maybe
that
is
going
to
be
what
happens
but
I
think
we
just
need
some
clarity
on
that.
If
that's,
what
any
of
these
providers
are
looking
at
doing?
Are
they
going
to
take
current
existing
bids
and
transition?
D
Those
and
just
having
that
part,
be
really
clear
in
their
proposal
and
then
lastly,
I
wonder
if
there's
not
a
way
to
revise
that
number.
Six
under
the
proposal
of
description
of
any
limitations
to
meeting
practices,
I
feel
like
if
we've
outlined
requirements
to
then
allow
an
opportunity
to
say:
oh,
but
we're
not
going
to
serve
certain
clients
continues
to
maybe
cycle
back
to
the
situation
we
have
now
so
I
would
just
wonder
if
that's
and
then
the
committee
or
work
group
might
want
to
review.
A
M
Yeah
so
David
I
just
wanted
to
point
out
too,
when,
when
you
know
we
were
talking
about
empty
beds
that
you
know
a
number
of
the
places
that
you
know,
we
toured
our
programs
program
beds
and
there's
a
difference
between
and
I
I
guess.
M
This
is
just
my
you
know,
personal
soapbox,
but
I
just
want
to
make
sure
everybody
understands,
there's
a
difference
between
a
program
bed
and
a
shelter
bed,
because
when
you
come
into
a
program
you're
making
commitments
to
the
program
and
certain
aspects
of
the
program
like
sobriety-
and
you
know
things
of
that
nature.
Okay,
so
if
you're
not
making
those
commitments
or
you're
not
willing
to
then
you're
not
going
into
you
know
a
program.
So
there's
there's
a
difference
here
in
what
we're.
M
What
we're
talking
about
again
to
go
back
to
what
you
said
with
existing
providers.
My
opinion
is
I
think
with
some
of
the
existing
providers.
It's
going
to
come
down
to
reallocating
some
of
those
beds
to
a
shelter,
operation
versus
a
program,
operation
and
even
expansion,
because
you
may
have
some
providers
that
want
to
expand
and
pick
up
this
piece
that
maybe
they
normally
don't
do
or
they
do
on
a
small
scale.
You
know,
or
something
like
that,
so
I
just
want
to.
E
So
I'd
like
to
sort
of
amplify
what
Tim
just
said,
and
there
was
one
line
in
David's
slide
that
said
kind
of
what
the
plan
was.
We've
been
given
this
list
of
shelters
that
are
in
other
cities
that
are
consistent
with
naeh's
belief
of
what
we
need.
Hopefully
they
won't
be
program
shelters,
but
those
kinds
of
questions
should
be.
E
We
should
create
a
sort
of
checklist
of
questions
that
we
want
to
ask
these
providers
and
you
know,
then
build
sort
of
a
matrix
of
what
works
for
them.
What
doesn't
work
for
them
so
that
we
can
avoid
the
pitfalls
that
they
have
climbed
over
right,
because
they've
been
doubtedly
climbed
over
some
pitfalls
from
their
original
charter
to
how
it
turned
out,
and
that's
a
lot
of
work,
I'm
glad
you
have
eager
deadlines,
but
I
know
how
hard
it
is
to
reach
out
to
people
like
that
and
get
a
full
set
of
questionnaires.
A
A
What
we
saw
were
empty
beds
and
we
want
to
make
sure
that
all
of
our
current
providers
have
an
opportunity
to
help
us
fill
this
Gap
if
they
choose
to
do
so,
rather
than
immediately
go
and
invest
in
a
multi-million
dollar
construction
of
a
new
facility
or
rehab
of
an
existing
facility.
So
that's
the
purpose.
One
purpose
is
to
get
some
immediate
needs
met
between
now
and
winter,
and
the
other
is
to
see
what
what
our
current
providers
are
are
willing
and
able
to
put
forward
to
use
those
empty
bits.
L
One
additional
comment
to
Jen's
comment
about
the
requirements
and
number
six.
In
particular,
that
might
be
a
good
question
to
leave
in
to
kind
of
identify
any
sticky
points
that
we
might
get
into
and
better
to
know
on
the
front
end,
and
that
could
be
a
part
of
the
screening
process
to
see
hesitation
and
where
that
may
lie
and
how
we
can
potentially
overcome
that.
A
N
They
ask
a
couple
questions.
Thank
you
for
asking
the
questions
about
the
or
the
definition
between
and
explaining
the
program
beds
versus
the
shelter
beds.
Is
there
a
part
of
this
RFP
that
might
address
if
beds
are
transitioned
so
that
we
can
expand
capacity
with
partners
that
there's
an
assurance
that
they
won't
switch
back
or
what
happens
if
they
are
re-transition
back
to
program
beds
from
shelter
beds?
M
I
would
think
that
so,
if
we're
going
into
RFP
process,
there'll
be
a
contract
signed.
So
if
you
know
and
I
think
that
you
know,
however,
that's
drawn
up,
we
need
to
put
those
caveats
in
there.
So
you
know
if
somebody
does
decide
to
switch
over,
you
know
they're,
not
in
breach,
so
you
know
if
they're,
if
they
do
do
that,
there
should
be
a
certain
notification
process.
You
know
from
both
sides,
you
know
I,
think
that
would
be
an
appropriate
way
to
handle
it,
but
yeah
I
mean
that's.
I.
A
B
A
N
N
Is
there
a
conversation
happening
about
how
we're
going
to
find
ourselves
in
the
same
position?
If
we
only
project
for
the
problem
of
today.
A
There
is
a
conversation:
I
don't
know
that
we've
gone
into
great
detail,
but
I.
Think
in
the
in
the
report
that
we
got
from
naeh.
There
was
made
clear
that
we
need
to
continually
evaluate
the
need
and
and
be
flexible
in
terms
of
what
we
can
offer
in
the
future.
So
it
it
won't,
be
a
One-Shot
deal,
you
know
and
then
and
I
I,
don't
know
how
we
actually
can
predict
population
growth.
A
Exactly
I,
like
you
think
that,
with
climate
change
and
other
factors
in
the
world
today,
we
are
going
to
see
Nationwide
an
increase
in
the
number
of
people
experiencing
homelessness
over
time.
So
that's
something
we
do
need
to
think
long
term
at
and
and
I
think
building
that
flexibility
and
to
be
able
to
continually
reassess
what
we
need
and
adjust
is
important.
I.
N
Would
give
a
metric
something
that
could
be
easily
pulled
like
the
North
Carolina
Department
of
Transportation
projects,
12
population
growth
in
North
Carolina,
so
just
basically
like,
even
if
one
were
to
consider
like,
should
we
look
at
a
12
population
growth
across
all
different
housing
needs
and
housing
and
security
being
one
of
them.
M
But
I
also
think
too
in
looking
at
that
and
I
think
that's
a
great
Point
Kim.
You
know
looking
at
projected
growth
as
we
move
forward
so
we'll
know
how
to
operate,
but
I
think
that
that
projected
growth
needs
to
be.
You
know,
spread
across
the
community
and
the
community
providers
and
stuff-
and
this
is
conversation
that
we've
had
in
the
shelter
work
groups.
The
providers
have
to
be
active
in
working
with
that
shelter.
So
the
shelter
is
not
overrun.
M
They
don't
want
to
make
a
commitment
to
the
programs
and
part
of
that's
because
they
don't
understand
the
program
and
that
sort
of
thing
so
and
again
this
all
ties
together.
Like
you
know,
you
were
saying
earlier
within
Camp
at
peace
and
the
shelter
piece
and
whatever.
If
you
go
out
to
an
encampment,
you
know
to
to
work
with
somebody
or
move
them
out
or
whatever
you
can't
expect
them
to
make
a
decision
about
what
I'm
going
to
do
right
here.
M
This
minute,
that's
going
to
impact,
you
know
me
for
the
next
three
five
ten
fifteen
twenty
years.
You
know,
so
we
we
need
to
better
work
with
those
fur
folks
and
let
them
understand
and
help
them
to
understand,
what's
available
to
them,
and
you
know
that
sort
of
thing
and
help
them
to
to
grow
into
it.
M
So
if
we
get
people
in
and
we
go
through
that
process
and
and
you
know,
get
them
fed
and
get
them
showers
and
proper
rest
proper
nutrition
whatever
and
then
they
start
making
decisions
hey,
then
you
know
we
got
something
we
can.
We
can
work
with.
So
it's
it's
a
process
that
we're
going
to
have
to
go
through
and
it's
a
lot
of
people
being
involved
some
through
this
RFP
and
that
sort
of
thing,
but
others
in
just
the
natural
course
of
you
know
doing
their
job
and
serving
the
community
Through.
The
other
providers.
C
I
think
what
some
of
what
you're
lifting
up
is
really
the
work
of
the
Continuum
of
Care
as
a
whole,
not
specific
to
shelter
but
to
all
interventions
and
and
that
you
know,
as
the
board
as
the
governance
work
group
does
its
work
and
as
the
board
Transitions
and
as
we
build
out
structure
to
look
at
inflow
or
flow.
C
As
you
talked
about
earlier
and
system
performance,
I
think
there
there
will
be
many
opportunities
to
be
sure
that
we
have
really
strong
data
so
that
we
can
do
meaningful
projections
and
that
we
are
able
to
look
at
how
do
we
right-size
all
of
our
interventions,
including
shelter
capacity,
but
also
prevention,
capacity,
diversion
capacity
exits
to
permanent
housing?
You
know
how
do
we
build
the
pipeline
that
we
need,
based
on
the
data
that
we
have
so
I?
C
Think
it's
excellent
to
raise
that
question
when
we're
looking
at
developing
new
shelter
capacity
and
I
also
think
it
it's
broader
and
is
really
the
the
maybe
the
primary
work
of
the
Continuum
of
Care
and.
M
And
thank
you
for
saying
continue
my
care
because
that's
the
word
I
left
out,
so
everything
that
I
said
and
everything
that
she
said.
That's
our
Continuum
of
Care
and
that's
the
whole
Community.
You
know
that's
the
whole
Community
all
of
our
providers.
We
all
have
to
work
together
to
make
this
thing
work
and
you
know
get
people
you
know
into
into
homes
of
their
own,
which
is
what
we
all
want.
So
I.
N
N
The
report
is
both:
we
want
to
have
an
emergency
facility,
not
unlike
an
emergency
room,
but
not
keep
people
in
the
emergency
room
right
right
and
also,
if
we
don't
build
facilities
for
what
we
know
as
future
capacity
and
the
nationalized
and
homelessness
that
we
had
an
opportunity
to
to
meet
the
needs
of
50
percent,
who
are
the
50
of
the
people
that
were
planning
to
leave
behind
so
I,
don't
want
us
to
miss
an
opportunity.
So
thank
you
for
entertaining
my
questions.
L
Additional
question
and
I
apologize
if
I'm,
just
not
singing
in
here
is
this
proposal
meant
to
be
a
shelter
where
people
are
not
shuffled
in
and
out
every
day
where
someone
can
stay,
receive
services
and
supports
until
they
are
able
to
move
into
permanent
support,
housing
or
another
program.
Observation
I.
A
Think
we
want
to
we
a
lot
of
what
we
see
in
terms
of
unsheltered.
Homelessness
in
downtown
Asheville,
in
particular,
is
the
fact
that
people
are
housed
overnight,
they're
released
in
the
morning.
They
need
to
go
to
a
hope
during
the
day
and
stand
in
line
outside
to
get
in
the
door,
and
then
they
need
to
go
to
Haywood
Street,
sometimes
to
get
lunch,
and
you
know
some
of
them
make
their
living
off
of
panhandling
in
downtown
Asheville.
A
A
A
Any
discussion
all
in
favor
say
aye
aye
aye
any
opposed.
Thank
you.
Thank
you
very
much.
Okay,
we're
at
10
o'clock
and
15
minutes
behind
Emily,
so
roll.
C
Great
I
Am
on
the
next
agenda
item,
which
is
several
pots
of
federal
funding,
I'm,
going
to
switch
the
order
briefly
and
talk
about
the
youth
homelessness
demonstration
program
first,
partly
because
we
have
Sarah
Dickerson
in
the
room
who
will
need
to
leave
in
a
minute
in
case.
There
are
any
questions
for
her,
so
you
all
may,
if
you
have
been
involved
in
this.
While
you
may
recall
this
from
a
few
years
ago,
HUD
has
issued
a
couple
of
rounds
of
Youth
homelessness
demonstration
program,
yhdp
funding
that
is
specifically
targeting
youth
homelessness.
C
Of
course,
in
general
eligible
at
the
the
process
of
this
is
similar
to
the
annual
Continuum
of
Care
process
that
you're
familiar
with.
You
can
see
the
eligible
activities
there
and
then,
if
you'll
scroll
down
a
bit
and
then
you
can
see
the
review
criteria,
so
HUD
has
recently
made
this
application
opportunity
available
to
cocs
across
the
country.
C
Applications
are
due
June,
20
or
due
June
27th,
and
we
specifically
included
the
review
criteria
here,
because
from
from
staff
perspective
and
from
some
Community
conversation,
there's
some
requirements
in
this
particular
application
process
and
for
this
pot
of
funding
that
our
COC
doesn't
yet
have
the
infrastructure
to
support.
So
we
don't
currently
have
a
youth
action
board
established,
for
example,
which
is
one
of
the
requirements
of
this
funding
opportunity.
C
C
Debbie
on
our
team
is
working
with
that
work
group
and
they
reviewed
this
grant
opportunity
at
their
meeting
on
April
24th
and
identified
that
we
don't
currently
have
the
infrastructure
needed
in
order
to
pursue
this
opportunity
and
I
Sarah
may
want
to
speak
to
that,
or
you
all
may
have
questions
around
that,
but
also
identified
that
they
would
like
to
really
work
hard
to
put
some
of
that
in
place
so
that
we
are
prepared
for
these
opportunities
in
the
future
as
they
arise.
C
I
think
there
is
also
room
for
the
governance
work
group
to
consider
some
of
the
structural
components
of
this
again,
so
that
we
are
we're
better
prepared
for
future
funding
opportunities
with
all
those
caveats.
This
is
a
board
decision
about
whether
we,
whether
you
want
to
pursue
this
funding
application
again,
you
can
see
what
the
requirements
are
there
and
the
one
of
the
review
criteria
is
around
Community
need
and
one
of
the
things
that
that
work
group
has
identified
as
just
a
lack
of
strong
data.
C
Our
point
in
time
count
doesn't
show
a
large
youth
subpopulation
and
also
as
with
all
of
our
work.
We
know
that
there
are
other
that
there
are
folks
that
we're
not
that
are
not
reflected
in
those
data
that
we
have
so
one
of
the
things
the
youth
work
group
wants
to
address
is
building
out
our
data
collection
capacity.
O
Yeah,
so
with
this
we
we
definitely
have
had
a
group
of
people
getting
together.
We
really
want
to
focus
on
making
our
focus
in
that
work.
Group
action
oriented
moving
forward,
there's
been
a
lot
of
like
case
review
in
years
past,
but
being
action
oriented,
we
want
to
really
focus
on
doing
what
needs
to
be
done
so
that
in
the
future
we
can
have
elements
in
place
so
that
if
this
funding
wants
to
be
pursued,
we
can
have
a
strong
application.
Like
Emily
mentioned,
data
is
a
big
part
of
that.
O
We've
recently
added
several
organizations
onto
this
work
group
and
have
now
created
a
pretty
wide
range
of
providers
that
are
working
with
youth
at
all
aspects.
So
that's
really
all
I
have
but
I'm
hoping
to
any
questions.
K
Hey
I
wouldn't
make
a
recommendation
about
the
youth
action
actually
might,
instead
of
just
developing,
that
for
grant
opportunities
might
be
really
valuable
for
the
work
group
to
have.
You
know
that
information
from
youth
that
are
being
served.
O
Yeah,
absolutely
our
hope
is
to
be
able
to
put
together
that
youth
action
board
and
be
able
to
compensate
for
lived
experience
in
the
future
and
have
the
youth
be
a
a
very
involved
part
of
it.
The
application
actually
does
have
a
question
on
it
that
specifically
asks
the
youth
action
board.
What
have
you
done
to
impact
homelessness
in
your
community
in
the
in
the
last
year,
so
making
that
a
very
robust
youth
action
board
is
really
important
for
this
application
process
and
for
the
community
and
its
services.
J
G
O
So
we
do
have
data
on
youth
who
have
been
in
the
foster
care
system,
but
when
you
have
aged
out
so
statistically,
youth
who
age
out
of
the
foster
care
system
are
likely
to
experience
that
homelessness
within
the
first
year
after
aging
out.
Typically,
there
is
a
gap
there,
so
if
they
are
not
involved
with
some
service
in
between
it's
not
always
captured.
O
If
someone
is
Xing
foster
care
without
without
a
housing
plan,
CSS
might
have
information
on
that,
but
there
can
be
a
gap
without
contact
and
young
adults
can
be
very
difficult
to
stay
in
touch
with
I've
recently
been
using
the
term
that
they
change
their
phone
number
as
often
as
the
rest
of
us
change
our
underwear.
So
it
can
be
really
hard
to
stay
in
touch.
O
So
there
are
a
lot
of
providers
that
are
involved
with
this
that
are
not
necessarily
addressing
homelessness
as
their
as
their
primary
service,
which
means
that
most
those
providers
are
not
integrated
into
hmis
and
taking
that
data
and
managing
to
get
the
releases
of
information
to
cross-reference
and
making
sure
we're
not
duplicating
data
is
part
of
the
task
that
we
need
to
take
on.
A
O
Hud
defines
youth
as
someone
who
has
not
yet
had
their
25th
birthday,
so
it
can
be
a
minor,
typically
HUD
will
say
16
to
their
25th
birthday,
so
16
to
24.
and
typically
it'll
use
the
term
unaccompanied
homeless
youth.
So
those
who
are
unaccompanied
are
mckinney-vento
programs
within
our
school
system
and
who
are
still.
Minors
are
part
of
that
as
well.
O
We
want
to
make
sure
we
have
all
those
pieces
in
place
that
people
with
decision
making
power
need
to
be
able
to
support
as
well.
A
E
B
A
K
D
David
before
we
move
I
just
want
to
make
a
comment
in
reference
to
the
question
about
governance
structure.
That
is
something
that
the
governance
committee
has
been
talking
about.
Is
the
youth
homelessness
and
also
in
some
Charters.
It
is
earmarked
about
a
standing
work,
group
or
committee,
and
so
we'll
take
that
back
for
discussion
as
well.
O
Just
real
quickly,
last
me:
we
talked
about
the
Foster
youth
to
Independence,
tenant
protection
vouchers,
FYI
tpbs,
the
agencies
I've
been
involved
with
that
and
the
Housing
Authority
we
have
gone
through
the
process
signed
the
mou.
The
mou
has
been
sent
to
HUD
with
all
of
our
collected
applications
for
our
qualified
youth
that
we
have
been
able
to
verify.
We
are
still
hoping
to
be
able
to
continue
to
verify
others
to
send
in
additional
requests.
O
At
this
point
you
know
the
ones
that
have
been
submitted
will
be
reviewed
by
Hud
and
we're
waiting
to
hear
back,
and
if
we
can
get
any
others
in,
we
will
absolutely
do
so.
We
don't
have
guarantees
on
what
HUD
will
or
will
improve
and
capacity
continues
to
dwindle
as
they're
awarding
those
to
cocs.
So
at
this
time,
there's
no
update
on
any
receipts
of
any
vouchers,
but
the
application
has
been
submitted.
A
It's
a
non-competitive
application
and
so
all
the
infrastructure
is
in
place
as
long
as
HUD
says,
we've
checked
the
boxes
correctly.
This
is
a
non-competitive
cycle,
so
you
know
we
we
should
be
hearing
soon,
hopefully
affirmatively
so
far
of
all
the
potential
youth
we've
identified,
five
in
the
county,
who
qualify
and
and
and
have
agreed
to
sign
the
release
of
information
and
that
sort
of
thing
so.
C
All
right,
two
more
fun
bits
of
information
about
Federal
funding,
the
first
we
talked
about
this
briefly
at
the
last
meeting,
but
the
day
before
our
last
meeting,
we
received
our
debrief
from
the
most
recent
COC
competition.
This
is
all
the
feedback
that
we
are
going
to
get
on
the
application
that
we
submitted
and
you,
if
you
had
a
chance
to
review
those,
you
can
see
that
we
don't
get.
We
do
get
a
total
picture
of
our
score.
C
We
don't
get
more
detail
than
we
have
here,
so
they
have
pulled
out
some
particular
sections
and
questions
and,
given
us
detailed
information
about
how
we
scored
compared
to
the
points
that
were
available,
but
we
don't
have
that
for
every
question.
That's
part
of
the
application,
so
I'm
going
to
talk
through
this
I
would
invite
you
to
interrupt
me
at
any
moment.
If
you
have
questions
and
I
will,
I
will
try
to
do
this
briefly,
but
also
this
is
really
important
for
us.
C
This
is
the
primary
way
that
we
increase
Federal
funding
in
our
community
for
homeless
programs.
The
higher
we
score
on
this
collaborative
application,
Consolidated
application,
the
more
likely
we
are
to
get
bonus
projects
awarded
and
then
bonus
projects
become
renewal
projects,
and
that
is
how
we
snowball
our
federal
dollars
for
homeless
and
housing
programs
in
our
community.
C
Areas,
so
we
did
just
fine
on
housing.
First
did
just
fine
on
Street
Outreach
you
want
to
scroll
down,
did
well
on
rapid
re-housing,
increasing
capacity
for
non-congregate
Sheltering.
You
know,
that's
certainly
something
that
has
come
out
of
the
pandemic.
It's
not
something
that
we
had
prior
to
covid,
good
on
partnering,
with
public
health
agencies
good
on
racial
equity,
good
on
involving
folks
with
lived
experience.
C
C
Opportunity
area,
as
we
know,
to
increase
our
bed
coverage
rate
in
hmis.
What
HUD
is
looking
for
in
this
application
is
that
you
have
at
least
85
percent
of
beds
of
any
type,
so
85
percent
of
emergency
shelter,
beds,
85
percent
of
permanent
Supportive
Housing
beds,
Etc,
are
in
hmis
and
we
did
not
have
that
in
multiple
categories
last
year.
I
think
that
our
score
will
be
higher
than
that
this
year.
But
this
you
know
I,
know
that
we
talk
about
this.
C
A
lot
you
all
are
are
committed
to
those
as
staff
were
committed
to
those
Charles
is
doing
a
lot
of
work
on
those.
So
I
think
we'll
have
some
some
opportunity
to
improve
that
in
the
upcoming
competition
we
did
submit
our
LSA
report
on
time,
where
we
really
lost
points
is
in
our
overall
system
performance
and
again
we
don't
have
full
detail
about
exactly
where
those
areas
were.
C
C
So
this
is
the
the
summary
and
if
you
look
at
that,
the
lowest
white
line,
2C
system
performance
includes
those
sections
that
we
just
Breeze
through,
but
you
Charles
went
through
our
system
performance
measures,
report
at
the
last
I
believe
Hyatt
meeting,
and
so
so
we
want
to.
We
want
to
really
stay,
grounded
in
what
those
metrics
are
and
make
sure
that
as
we
build
our
governance
and
as
we
do
our
work
in
the
COC.
We're
really
mindful
of
those
opportunities
to
improve
our
system.
C
Performance
I
would
say,
as
a
small
I
can't
quantify
this,
but
a
small
portion
of
the
scoring
here
is
related
to
some
data
quality
issues,
and
so,
as
those
improve
that
will
improve
the
the
score
there.
Charles
is
doing
a
lot
of
work
on
that,
but
overall,
our
primary
opportunity
is
really
to
improve
our
system.
Performance
Based
on
those
metrics
that
Charles
reviewed
last
month.
A
C
Kind
of
in
this
In
The
Same
Spirit.
If
you
look
at
one
C
and
1D,
we
lost
points
for
coordination
and
engagement,
which
is
again
as
just
the
overall
work
of
the
COC
and
making
sure
that
we're
collaborating
again,
we
don't
have
more
detail
than
is,
is
shared
here.
So
I
don't
know
exactly
what
those
points
were,
what
our
opportunities
are
and
then
also
project
review
in
the
in
the
question
that
they
highlighted
we
did
score
well,
but
in
the
overall
section
we
have
some
points
lost.
M
Mla,
if
I
can
make
a
suggestion,
the
next
Community
provider
meeting
that
we
have
I
think
it'd
really
be
beneficial
to
like
go
over
this
with
all
the
community
providers,
especially
our
areas
opportunity,
because
really
that's
where
the
rubber
meets
the
road
and
they
could
probably
assist
and
help
us
get
those
get.
Those
scores
that
you
know
exponentially
great.
C
I
think
what
we
will
want
when
the
when
the
next
Continuum
of
Care
competition
comes
when
it
descends
upon
us
at
a
date
that
we
don't
know
in
advance,
but
should
be
sometime
this
summer.
I
I
would
expect.
I
will
want
to
revisit
these
scores
and
look
specifically
at
what
you
know
how
we
can
improve
that
in
our
in
our
response.
In
the
upcoming
competition.
C
Since
you
all
met
last,
the
ESG
office
has
announced
both
our
funding
amount
for
the
coming
year
and
our
in
the
timeline
so
I
had
said
last
month,
I
thought
that
the
ESG
application
cycle
would
open
in
July
just
kidding
it's
coming
in
June,
and
so
that's
new
information
and
then
we'll
be
due
in
August.
Also,
our
dollar
amount
is
a
slight
decrease.
From
last
year
last
year
we
had,
if
you
go
down
to
the
bottom.
Last
year
we
had
just
over
128
000.
C
We
at
your
meeting
last
month
we
established
that
funding
allocations,
work
Group,
which
Sarah
is
going
to
chair.
We've
got
folks
to
participate
in
that,
so
we'll
be
getting
that
work
group
up
and
running,
and
so
that
we're
prepared
for
that
June
timeline.
C
C
You
can
see
the
participating
agencies,
as
you
know,
emergency
shelter
and
transitional
housing
programs
that
already
enter
data
into
hmis.
Don't
do
anything
additional
on
the
night
of
the
point
in
time.
Count
we're
able
to
pull
that
data
directly
from
hmis.
Other
programs
use
paper
surveys
and
the
unsheltered
account
uses
paper
surveys.
All
of
those
come
back
to
our
team
staffed.
You
an
enormous
amount
of
work
to
get
those
entered
into
hmis,
so
they
can
be
deduplicated
and
aggregated
so
that
we
can
get
to
our
final
results.
C
This
year
we
collected
355
paper
surveys,
76
of
which
were
not
included
in
the
final
data.
Some
of
those
were
duplicates.
35
folks
reported
that
they
were
staying
with
friends
and
family,
which
means
they
don't
meet,
that
literal
homelessness
definition
and
so
we're
not
able
to
include
them
in
the
point
in
time
count,
and
then
we
had
16
forms
that
were
returned
with
no
data,
just
a
note
that
they
were
declined.
C
We
included
that
here
to
say
what
you
already
know
to
be
true,
which
is
that
the
point
in
time
count
is:
is
our
most
comprehensive
data
set
and
also
has
limitations?
It's
just
not
possible
for
us
to
connect
with
every
unsheltered
person
in
our
community
on
that
night.
We
want
to
do
a
great
job
of
that.
We
want
to
continually
improve
that,
but
we
know
that
there
are
limitations
to
that.
C
C
What
we
included
here
is
data
from
the
last
several
years,
because
it's
been
a
we've
been
in
a
pandemic.
It's
been
a
strange
time
and
outlier
time.
So
if
you
look
at
that,
2020
data
I
would
consider
that
kind
of
our
pre-pandemic
Baseline.
That
was
that
was
our
historic
sort
of
business
as
usual
data,
and
you
can
see
in
that
that
our
total
population
hasn't
changed
that
much.
C
If
you
look
at
the
2020
total
and
the
2023
total,
but
the
but
where
folks
are
are
where
folks
are,
has
changed,
and
so
the
unsheltered
counts
specifically
well,
it
decreased
from
2022
is
still
almost
three
times
as
high
as
our
unsheltered
count
prior
to
the
pandemic,
and
we
know
that
there
are
certainly
a
lot
of
folks
who
are
still
outside.
C
Demographic
characteristics,
these
are
relatively
in
line
with
the
same
demographics
that
we
saw
in
the
2022
count
majority
of
our
total
573
people
identified
as
why
we
do
have
a
disproportionately
high
number
of
people
who
identified
as
black,
African-American
or
African
compared
to
the
general
population,
and
that
you
can
see
the
the
light
blue
color
there.
The
kind
of
blue
gray
is
general
population
data.
C
Sub-Populations
keep
in
mind,
as
you
know,
that
people
can
appear
in
multiple
categories
here,
so
these
these
numbers
don't
total
to
573.
People
can
be
both
chronic
and
Veteran
can
be
both
a
youth
and
an
adult
with
a
mental
illness.
C
So
our
chronic
number
in
particular,
we
identified
122
people
who
met
that
definition
of
12-month
homelessness,
plus
a
disability.
Our
veteran
number
is
195,
that's
about
34
of
our
overall
population.
That's
very
high
compared
to
other
cses
in
the
country.
Nationally
veterans
are
about
seven
percent
of
the
homeless
population
and
the
difference
for
us
is
Tim
mcelier.
C
The
difference
for
us
is
that
we
have
a
regional,
VA,
Medical
Center,
and
so
we
have
folks
from
across
the
region,
certainly
but
across
the
country
who
are
coming
for
care,
and
then
we
also
have
a
very
good
transitional
housing
program
that
so
we
have
a
lot
of
folks
in
our
veteran
population
who
are
sheltered.
We
don't
have
a
lot
of
veterans
who
are
unsheltered
in
our
community
because
we
have
such
strong
resources
for
vets.
M
You
know
the
the
veterans
that
come
into
our
program
are
eligible
to
stay
in
our
program
for
two
years,
so,
although
HUD
doesn't
recognize
them
being
in
a
transitional
housing
program,
as
you
know
being
housed
or
you
know
whatever,
unless
they
decide
to
do
something
else
or
they
get
house
in
the
permanent
housing,
they
are
not
going
to
be
homeless
for
two
years.
So
I
think
that's
something.
That's
really
you
know
important
to
can.
A
I'll,
keep
talking
and
add
to
add
to
that
point
that
you
know.
One
of
the
reasons
we
don't
score
highly
on
the
length
of
time
homeless
is
that
HUD
defines
transitional
housing
as
homelessness,
and
so
people
are
in
transitional
housing
or
what
we're
also
calling
program
bids
for
two
years
and
that
that
slows
down
our
performance
and.
G
C
There
is,
could
you
scroll
back
up
to
that
all
the
way?
At
the
the
end,
there
there's
a
multiple
races
option,
and
so
there
were
some
folks
who
identified
in
that
category.
C
How
cold
composition
again?
This
is
not
a
significant
change
from
last
year's
point
in
time
counts.
Vast
majority
of
people
in
our
COC
who
were
identified
on
the
night
at
the
point
in
time
count
are
single
adults
that
was
about
88.
C
And
then,
last
year,
as
you
know,
we
what
we've
just
just
gone
through
are
the
questions
that
our
pit
requirements
from
the
federal
government
last
year
in
our
CNC.
We
added
a
couple
of
questions
on
the
unsheltered
survey.
Did
that
again
this
year
we
had
done
that
in
the
past,
so
we
don't
have
data
prior
to
last
year
for
these
questions,
but
in
our
2023
count
we
asked
when
you
last
had
housing.
C
Where
was
it
and
you
can
see
that
that
dark
blue
bar
on
the
top
is
the
2023
answer
2022,
as
the
other
we
had
again
specifically
for
people
who
were
unsheltered,
which
was
171
folks,
we
had
131
responses
to
this
question
so
see
that
the
majority
of
people
are
either
from
Asheville
or
Western
North
Carolina,
7.6
percent
of
people
from
elsewhere,
North
Carolina
and
then
21
of
people
from
another
state.
C
And
then
of
the
people
who
reported
that
they
did
not
last
have
housing
in
Asheville,
meaning
that
they
were
homeless
when
they
came
here.
We
also
asked
what
brought
you
to
Asheville
and
you
can
see
the
the
answers
there
to
me.
This
really
speaks
to
some
diversion
opportunity,
particularly
since
our
our
top
two
family,
family
and
people
getting
stuck
here,
meaning
Transportation,
has
broken
down
something
like
that.
C
Both
of
those
are
significant
diversion
opportunities
for
us
to
help
reconnect
people
with
those
family
members
maybe
or
help
fix
their
car
or
provide
that
bus
ticket.
If
that's
what
they
need.
C
C
I
mean
before
you
go
into
this
next,
we'll
talk
about
the
housing
inventory
count
which
we
submit
on
the
same
night.
But
do
you
all
have
questions
about
the
point
in
time?
Count.
A
A
Within
the
population
of
people
experiencing
homelessness,
20
6
of
folks
are
bypoc
black,
indigenous
or
other
people
of
color
and
and
when
I
asked
the
question
for
coordinated
entry.
Are
we
taking
these
demographics
into
accounts?
What
what
I
would
expect
is
that
we
are
looking
at
the
referrals
and
making
sure
that
they
come
close
to
matching
these
percentages
and
if
they
don't
that,
we're
making
some
adjustments
to
make
sure
that
we
are
providing
resources.
Permanent
Supportive,
Housing
resources
equitably
to
to
all
members
of
the
homeless
population.
C
One
thing
I'll
mention
and
that
I
we
don't
have
this
data
here,
but
we
do.
When
the
alliance
looked
at
our
data,
they
did
identify
that
in
our
unsheltered
population
our
unsheltered
population
was
had
more
folks
who
were
white
compared
to
our
overall
homeless
population
and
that
that
is.
That
is
a
trend
across
the
country
that,
in
general,
that
that
holds
true
for
unsheltered
subpopulations.
D
C
C
Race,
yes,
it's
always
self-identified
yeah,
quick
public
service
announcement
for
anyone
listening
staff
should
never
identify
that
for
anyone.
Definitely
so
service
provider
staff
know
that
they're
asking
those
questions
of
of
individuals.
E
I
have
one
question
on
the
survey
results
the
too
many
rules
thing.
Do
we
have
any
breakdown
on
that
or
if
we
don't
have
any
breakdown
on
that?
Is
that
something
that
we
can
asked
the
coordinated
entry
and
Outreach
people
to
get
some
breakdown
on,
because
it
feels
like,
since
it's
a
number
one
issue
for
not
being
willing
to
go
into
shelter,
we
got
no
idea
which
of.
M
The
rules
are
a
thousand
percent
agree
because
you
know
if,
if
that's
being
said
there
and
we
go
and
open
exactly
a
shelter
if
that
holds
true
well
I
mean
you
you're
going
to
have
to
have.
You
know
some
kind
of
rules,
some
kind
of
policies,
no
matter
what
kind.
If
it's
you
know
transitional
housing,
shelter,
operation,
whatever
you
have
to
have
some
rules.
So
what
exactly
does
that
mean?
And
and
let's
get
some
context.
E
We're
steps
There's
an
opportunity
to
get
at
least
some
anecdotal
data.
You
know
I
mean
all
the
stuff
that
was
in
the
Press
lately
of
the
Craven
Street
Bridge
thing:
Outreach
teams
route-
they
didn't
want
to
move
to
shelter,
at
least
that's
what
the
Press
says.
I,
don't
know
the
truth,
a
why
they
would
get
at
this.
So
we're
going
to
build
some
data
anywhere,
keep
it
somewhere.
That
is
going
to
be
huge
on
whether
our
shelter
efforts
gonna
actually
fill
the
bets
I.
C
Can
I'll
speak
to
the
data
that
we
have
in
the
markets?
I
wonder
if,
if
you
might
address
that
between
Outreach
and
and
a
hope
on
the
on
the
slide,
you
saw
there,
we
had
49
responses
and
we
didn't.
This,
wasn't
like
a
drop
down
menu
or
a
check
check
box
on
the
survey
form.
We
were
asking
for
qualitative
data
from
people
so
that
we,
it
was
really
wide
open,
really
wanted
to
get
people's
answers
in
their
own
words,
and
then
we
we
categorize
those
for
the
purposes
of
some
analysis.
K
I
have
a
question:
how
about
the
surveys
from
folks
with
lived
experience
at
any
age
collected
that
might
have
some
data
to
speak
to.
H
Marcus,
okay,
I'd,
say
with
a
hope
and
Outreach
generally
when
they
speak
about
rules
it's
about
their
freedom
to
come
and
go
as
they
please
more
often
than
not,
rather
than
it
being
restricted.
Then
you
do
have
individuals
who
aren't
willing
to
give
up
their
substance
use
to
go
into
a
facility
and
a
lot
of
times.
That
may
be
a
rule.
That's
restrictive
for
some
people
and
even
if
they're
not
actively
using
it's
being
able
to
go
into
a
facility
and
have
that
paraphernalia
or
have
that
drug
or
be
an
active
intoxication.
A
Can
I
get
to
you
in
just
a
minute,
so
we'll
put
a
pain
in
Mammon
for
public
comment
here
in
a
minute.
The
other
thing
that
I've
heard
first
about
some
people
is
Pets.
You
know
so
the
rules
can
be
around
sobriety
and
that
sort
of
thing,
but
they
can
also
be
there's
no
place
to
take
my
daughter.
E
A
C
All
right
housing
inventory
counts.
So,
on
the
same
night
that
we
do
the
point
in
time
count.
We
also
look
at
what
beds
are
available
in
our
community
and
what
type
of
beds
they
are
and
what
the
utilization
rate
was,
so
that
we
have
a
map
of
the
housing
inventory
as
well
as
the
the
number
of
folks
who
are
experiencing
homelessness.
C
Overall,
we
had
591
beds
that
were
active,
doesn't
mean
they
were
filled
necessarily
but
591
beds
that
were
available.
192
of
those
were
emergency
shelter.
17
of
those
were
non-congregate
shelter.
That
is
mostly
through
Homeward
bounds,
rapid
rehousing
program
where,
when
folks
are
enrolled
in
Rapid
rehousing,
they
have
some
resources
to
provide
a
hotel
stay
until
that
apartment
can
be
located,
and
you
can
see
in
in
2021
in
2020
we
had
zero
non-congregate
beds.
It
wasn't
a
model
that
we
were
aware
of
in
our
in
our
line
of
work
and
in
2021
and
2022.
C
We
had
significant
non-congregate
capacity
related
to
the
Red
Roof
Inn
and
the
Ramada,
along
with
some
some
other
non-congregate
events
and
then
code
purple
and
transitional
housing.
C
The
main
change
that
I,
see
in
our
inventory
in
2023
compared
to
the
past,
is
that
our
what
I
would
call
covid
response
inventory
has
decreased
appropriately
and
our
kind
of
traditional
inventory
has
increased.
Certainly
some
of
that
is
through
veteran
dedicated
beds,
but
our
traditional
shelter
and
transitional
housing
providers
that
had
to
decrease
capacity
during
the
pandemic
to
keep
folks
safe.
Some
of
those
beds
have
been
coming
back
online,
so
we're
seeing
that
that
regular
inventory
return.
C
Bed
utilization,
so
you
can
see
our
inventory
and
then
on
the
point
in
time,
count
how
many
folks
we
had
in
those
locations
and
then
how
many
beds
were
open.
I'll
point
out
that
code
purple
really
skews
this
particular
data
set
because
we
had
such
a
such
a
great
capacity
in
code
purple
this
season
and
that
night
was
not
exactly
code.
Purple
temperatures
it
wasn't
all
that
far
off,
but
but
code
purple
is
called
to
support
data
collection.
C
C
And
then
permanent
housing,
so
on
the
night
at
the
point,
in
time
count
we
had
108
people
in
Rapid,
rehousing,
554
people
in
permanent
Supportive
Housing,
which
includes
HUD
Bash,
that's
a
large
number
of
those
folks
and
then
98
people
in
other
permanent
housing.
So
760
total,
that's
tremendous
from
where
I
sit.
That's
a
that's!
A
real
win
for
our
COC.
C
No
one's
ever
done
a
point
in
time.
Count
presentation
as
quickly,
but
overall
our
account
is
I,
think
more
in
line
with
the
historic
population
size
that
we've
seen
in
our
community
Although,
our
unsheltered
account
continues
to
be
much
higher
than
it
was
prior
to
the
pandemic.
C
We
do
have
those
kind
of
traditional
beds
coming
back
online
and
I.
Think
there
is
is
room
to
discuss
how
we
can
improve
our
data
collection.
Always
we
want
to
be
continuously
improving
on
that
front.
C
Council
has
asked
some
questions
about
adding
a
summer
count
or
other
accounts,
and
in
other
times
of
the
year,
recognizing
that
our
population
seems
to
change
over
the
course
of
the
year,
and
we
don't
actually
have
that
data,
since
we
only
do
the
the
January
count
based
on
the
federal
requirement,
we'll
certainly
want
to
convene
a
Planning
Group
for
the
2024
count,
no
time
soon,
but
eventually
and
our
goal
as
staff
and
I.
C
C
B
I
I
I'm
Anna
pizza
with
counterflow
I
had
a
suggestion
as
far
as
Gathering
more
data
on
the
restrictions
as
far
as
rules.
So
while
we
continue
to
look
at
the
in-depth
answers
to
the
questions
and
get
information
from
ahope
I
thought,
another
thing
that
would
be
more
easy
to
compile
is
to
get
some
of
the
regulations
and
requirements
from
different
shelter
providers.
So
we
would
have
a
list
of
what
some
of
the
things
they
accept
and
doesn't
don't
accept.
I
P
Hey
I'm
Mary
singer,
thanks
for
being
here
and
doing
the
work.
I
have
a
few
things
so
last
night
I
was
pouring
over
some
notes
from
when
Emily
was
talking
to
us
back
after
Nea.
Did
the
report
and
I
remember
writing
down
something.
That
said,
one
of
the
primary
issues
in
our
area
is
community
engagement,
Community,
networking
and
coordination,
and
seeing
that
kind
of
reflected
in
one
of
those
other
charts
with
the
green
on
it
about
Community
engagement,
you
know
I'm,
just
thinking
like.
P
Wouldn't
it
be
great
if
everyone
knew
each
other
more
and
could
work
together
better
to
the
to
the
best
of
their
ability,
because
they
know
each
other
more
and
I'm
I'm
wondering
it's
raised
questions
with
like
so
when
you
have
a
company
or
a
brand,
and
you
have
a
lot
of
employees
or
even
if
it's
a
small
company,
if
it's
a
larger
company,
obviously
you're
going
to
have
lots
of
departments
like
the
city
of
Asheville
has
lots
of
departments.
Do
those
departments
know
that
the
other
departments
exist?
P
Do
you
know
who
works
in
your
own
department,
and
this
is
really
important
when
we're
giving
a
referral
to
a
client
or,
if
we're,
leaving
out
a
referral,
because
we
don't
know
that
a
service
or
a
product
or
a
department
exists,
because
we
don't
know
those
people
personally
and
we
don't.
You
know,
spend
time
working
together
with
them,
coordinating
with
them
and
engaging
with
them.
This
is
also
an
advertisement
for
hire
more
community
health
workers.
Unemployable
please
hire
me,
and
so
wouldn't
it
be
fun.
P
If
we
put
on
a
conference,
slash
education,
slash,
fun
event
for
whoever,
let's
say
you,
you
start
from
the
inside
right,
because
everything
we
do
on
the
inside
ripples
out
to
affect
the
larger
people,
the
clients,
the
people
we
work
with.
So
if
you
start
with
just
your
company
or
just
your
department
and
you
have
a
conference,
it's
gonna
be
something
that's
going
to
be
educational.
P
We
know
we
need
more
training
and
we
can
also
do
that
in
a
really
fun
way
by
having
entertainers
and
people
in
the
community
that
are,
artists
and
performers
come
to
give
you
a
nice
break
on
your
intermission
in
between
so
and
so
doing.
This
I
think
would
be
a
really
great
way
to
bring
people
together.
I
mean
think
about.
P
P
I
know
next
time
who,
to
refer
out
to
I,
know
that
we
have
this
service
that
exists,
that
I
didn't
know
about
before
I'm
informed
I'm
educated
and
a
guy
little
training
session
and
I
had
a
comedian
entertain
me
I
mean
this
is
who
we
are
Asheville,
let's
learn
and
love
and
grow
and
have
fun
at
the
same
time,
other
thoughts
that
I
have
about
the
restrictions
and
things
that
are
the
big
issue
for
why
people
don't
want
to
go
to
shelters.
P
Thank
you
for
I
have
saved
from
shelters
that
I've
been
in
for
years
now.
Handbooks
with
rules
written
in
them
and
I
can
tell
you.
I
have
a
lot
to
say
about
this,
because
it's
not
always
clear
what
the
rules
are
and
that's
a
big
deal
when
we're
creating
safety,
emotional,
psychological
and
physical
safety
for
our
clients.
So
we
want
to
make
sure
that
we're
clear
we
want
to
emphasize
communication
and
clear
directives.
P
Obviously,
if
we
want
people
to
do
something
so
I
would
advise
really
going
over
those
handbooks
and
looking
at
all
the
rules
that
are
in
there
and
also
addressing
the
rules
that
aren't
in
there
that
just
come
up
from
here
and
there
throughout
the
day
go.
Do
this
thing.
We
expect
you
to
do
that
thing.
It's
nowhere
to
be
found
in
a
handbook.
That's
obviously
a
little
bit
confusing
to
people
that
are
seeking
safety,
so
I
would
love
to
help
with
this
I
also
can't
keep
working
for
free.