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Description
January 25, 2023
"Within Reach: Ending Unsheltered Homelessness in the Asheville-Buncombe Continuum of Care"
Report from the National Alliance to End Homelessness
B
C
A
A
A
G
A
A
H
H
H
We
have
lots
of
Staff
in
the
room
so
but
it
just
to
move
this
along
I'll
just
say
a
few
words
first
of
all,
I
want
to
thank
the
county
for
having
this
joint
meeting
with
us,
and
I
also
want
to
thank
the
members
of
Hayak
our
homeless
initiative
advisory
committee,
some
of
which
are
here
today.
Maybe
raise
your
hand
if
you
are
here
today.
Thank
you
and
also
the
Dogwood
Health
Trust.
If
you
all
are
here,
will
you
raise
your
hand
back
there?
Thank
you.
H
We
we
want
to
especially
thank
the
Dogwood
Health
stress
for
funding
this
project
and
making
this
opportunity
available
for
us
to
hear
from
experts
about
how
we
can
best
address
this
issue,
and
we
did
this
in
partnership
with
the
county
and
you're
going
to
hear
more
about
that.
But
we
also
want
to
thank
all
the
members
of
our
community
that
participated
in
this
process.
This
has
been
a
several
months
long
process.
H
H
Unsheltered
homelessness
has
emerged
as
a
national
Crisis
coming
out
of
the
pandemic,
and
it
is
one
of
the
most
critical
issues
facing
our
community
here
in
Asheville
and
Buncombe
County.
The
city
has
been
working
hard
to
to
address
this
crisis
and
I
just
want
to
highlight
a
few
things
that
have
already
happened
to
this
point.
The
city
has
created
a
homeless
strategy
division
which
now
has
four
staff
members
Staffing
it
and
we've
also
have
an
affordable
housing
division,
which
has
two
full-time
staff
and
an
intern.
H
So,
as
I
conclude,
I
just
want
to
say
first
of
all,
I'm
grateful
all
of
you
all
are
here.
I
think
this
is
the
most
folks
I've
seen
in
a
long
time
in
one
room.
So
that's
great
and
and
I
also
want
to
thank
the
National,
Alliance
and
homelessness
who's
going
to
be
presenting
to
us
today.
So
we
look
forward
to
that
I'm
going
to
turn
over
to
Chairman
brownie
Newman
with
the
County
Commission
all.
I
I
We
appreciate
the
opportunity
to
work
with
national
experts
to
bring
a
systems
level
approach
toward
reducing
homelessness
in
Buncombe
County.
We're
grateful
to
the
city
of
Asheville
and
to
The
Dogwood
Health
Trust
for
partnering,
with
the
county
on
the
study,
as
well
as
for
everyone
in
the
community.
That's
taken
time
to
participate.
I
Buncombe
County
will
continue
to
bring
resources
to
Bear,
to
not
only
address
homelessness
but
also
related
issues
such
as
housing,
health
and
safety.
We
want
to
recognize
and
Elevate
some
of
the
work
that
we've
accomplished
in
the
past
few
years
at
the
local
level
and
hope
to
in
which
we
hope
to
build
on
going
forward,
including,
as
the
mayor
mentioned,
a
significant
pipeline
new
permanent
Supportive
Housing
units
that
will
be
coming
online
in
the
near
future.
I
Scaling
up,
affordable
housing
development,
including
the
investment
of
more
than
12
million
dollars
of
American
Recovery
Act
funds
for
affordable
housing
and
homelessness
services
and
support
for
the
voter
approved
40
million
dollar
investment
in
affordable
housing
bonds.
We've
also
worked
together
to
support
consolidation
of
the
911
services.
An
increasing
crisis
response
capacity,
including
through
through
Behavioral
Health
Urgent
Care.
I
We
also
want
to
recognize
and
support
the
work
of
the
Buncombe,
County
Sheriff's
department
and
other
partners
in
the
work
through
medication,
assisted
treatment
and
post
overdose
response,
Innovations,
we're
thankful
to
the
alliance
for
their
expertise
and
guidance,
and
we
appreciate
this
thorough
set
of
strategies,
priorities
and
steps
that
give
us
a
comprehensive
roadmap
that
our
community
can
take
to
move
forward
on
these
important
issues.
So
thank
you
all
for
taking
time
to
be
with
us
today
and
now.
I
F
Thank
you
so
much
hi
everybody.
This
is
just
seeing
a
room
full
of
people
that
have
this
much
interest
and
and
compassion
around
the
issue
of
homelessness
and
ending
homelessness
in
your
community
is
just
really
lovely
to
see
and
we're
incredibly
excited
to
be
here
today.
My
name
is
Ann
Oliva
I
am
the
CEO
of
the
National
Alliance
to
end
homelessness.
I'll.
Do
a
formal
introduction
up
at
the
podium
for
in
just
a
moment,
but
I
wanted
to
make
sure
that
you
get
to
meet
both
of
us.
F
J
Good
afternoon,
I
just
think
about
what
time
it
was
well,
it's
a
pleasure
to
be
here
and
share
some
of
this
information
that
we've
gathered
so
I'm
Josh
Johnson,
the
senior
technical
assistant
specialist,
with
the
national
Weinstein
homelessness,
I,
go
by
him,
his
pronouns
and
again,
echoing
what
Ann
said.
We
are
really
excited
with
all
the
multitude
of
voices
that
we've
heard
during
this
process
and
just
the
Sea
of
Faces.
We
see
in
this
room
all
with
passion,
to
address
homelessness
with
within
Asheville
and
we're
with
the
go.
J
F
So
we
mentioned
that
we're
with
the
National
Alliance
to
end
homelessness.
We
want
to
just
give
you
a
little
bit
of
information
about
who
we
are
and
what
we
do
and
how
we
do
it.
So
the
National
Alliance
is
a
non-profit
organization,
we're
a
national
nonprofit
organization.
We
are
non-partisan.
We
have
worked
in
this
field
for
many
years.
I
personally
have
been
doing
this
work,
I
counted
it
up
this
morning,
Going
on
30
on
30
years,
I've
spent
10
of
those
years
in
the
federal
government.
F
I
was
the
deputy
assistant
secretary
for
special
needs
when
I
left,
which
means
that
I
ran
Hud's,
homeless
programs,
but
I've
been
with
the
alliance
for
about
seven
months,
and
we
are
just
again
very
excited
to
be
here
doing
this
work
alongside
your
community.
We're
not
leading
your
community
we're
walking
alongside
you,
because
it
is
really
important
to
know
that
while
we
do
see
a
number
of
national
Trends,
Josh
and
I
get
to
travel
and
see
what
other
communities
are
doing.
F
F
That
was
so
much
better,
so
we
have
three
main
departments
within
the
National
Alliance
to
end
homelessness.
The
first
is
our
policy
and
programs
division
in
that
division.
We
really
work
to
influence.
National
policy.
I
spend
a
lot
of
my
time
working
with
members
of
Congress
and
working
with
the
administration,
whatever
Administration
is
in
power
to
make
sure
that
they
understand
what
we're
seeing
the
field,
the
best
practices,
what
the
research
tells
us.
We
also
have
a
Grassroots
advocacy
component
of
that
work,
as
well
as
a
legislative
affairs
portion
of
that
work.
F
So
the
alliance
has
a
number
of
parts
of
our
policy
work
that
have
influenced
the
report
that
we
wrote
for
this
community
because
we
really
do
lean
into
evidence-based
approaches,
I'm
going
to
go
to
the
the
bar.
That's
on
the
far
right.
Next,
that's
our
homelessness.
Research
Institute,
you've
heard
me
now
say
a
couple
of
times
that
we
follow
the
evidence
and
we
can't
do
that
unless
we
understand
what
the
evidence
tells
us.
F
The
capacity
building
team
again
walks
alongside
communities
to
implement
those
evidence-based
approaches,
so
that
communities
can
really
understand
how
to
take
the
resources
that
they
have
and
the
challenges
that
they
have
and
use
those
evidence-based
approaches
to
end
homelessness
within
their
own
communities.
Josh
is
a
key
member
of
that
team
and
we
love
having
him.
I
know
that
you
all
have
enjoyed
having
him
in
your
community.
F
So
it's
just
really
based
on
your
own
local
environment,
but
coming
at
it
again
with
the
way
that
the
alliance
thinks
about
this
work,
which
is
to
look
at
the
evidence.
Look
at
the
policy
and
walk
alongside
a
community
and
I
also
want
to
note
that
a
lot
of
communities
from
time
to
time
need
specific,
technical
expertise
and
you're
going
to
hear
me
say
a
few
times
in
this
presentation.
You
could
potentially
hire
somebody
to
help.
F
You
think,
through
the
nitty-gritty
details
of
of
this
particular
practice,
or
this
particular
strategy
or
you
could
ask
HUD
to
provide
technical
assistance
in
that
kind
of
technical
assistance
from
HUD
is
generally
free
to
the
community
so
before
I
turn
it
over
to
Josh
to
start
walking
us
through
what
an
effective
system
looks
like
I
just
want
to
focus
in
on
some
of
these
key
takeaways
put
my
glasses
back
on.
For
that.
F
We
know
that
you're
making
progress
I,
what
I
didn't
say
at
the
top
of
this
presentation
that
I
want
to
specifically
acknowledge-
and
that
is
shows
up
in
this
first,
this
first
box
up
here.
The
work
that
you
all
are
doing
is
incredibly
valuable,
there's
already
good
activity
underway
by
the
city
and
the
county
and
your
stakeholders
to
move
forward.
F
We
have,
over
the
last
several
months,
gotten
to
know
your
teams
and,
as
I
said
I,
do
this
work
a
lot
in
communities
all
over
the
country
and
I
want
to
acknowledge
how
passionate
and
compassionate
your
teams
are,
how
focused
they
are
on
this
work
and
how
grateful
we
are
to
have
partnered
with
them
as
we
as
we
created
this.
This
road
map
together,
so
I
just
want
to
acknowledge
your
teams
really
have
done
an
outstanding
job
with
us
over
the
last
several
months.
F
But
the
fact
is:
is
that
you're
not
having
the
impact
that
you
want?
There's
lots
of
good
work
underway,
but
that
good
work
is
not
fully
coordinated.
You're
not
maximizing
the
kind
of
impact
that
you
could
be
having
as
a
community
as
a
number
of
stakeholders,
and
really
we
want
to
talk
about
and
we're
going
to
talk
about
over
the
course
of
this
day.
What
shared
accountability
looks
like
between
the
city,
the
county,
the
Continuum
of
Care
and
your
stakeholders.
F
We
did
a
lot
of
stakeholder
input
through
this
process
and
we
just
want
to
make
sure
that
folks
understand
that
we
talked
to
thousands
thousands
of
people
over
the
course
of
this
project.
We
talked
with
your
service
providers.
We
talked
with
people
who
were
experiencing
homelessness
in
your
community
and
so
all
of
that
information
and
what
people
want
and
need
what
the
strengths
of
your
communities
are
of
what
your
community
is
and
what
the
challenges
that
you're
experiencing
are
are
really
embedded
in
this
roadmap
that
we're
providing
you
today.
F
Most
of
the
recommendations
that
are
provided
in
this
report
involve
the
city
and
the
county,
because
the
city
and
the
county
are
very
big
players
in
your
homeless
assistant
system
here,
but
really,
what
we're
doing
is
ex
is
expecting
that
a
structure
will
be
put
in
place
and
that
these
decisions
and
actions
will
be
led
and
run
through
your
Continuum
of
Care
board
and
we're
going
to
spend
a
quite
a
bit
of
time
today.
Talking
about
the
Continuum
of
Care
and
what
that
means
for
this
community.
F
We
want
to
make
sure
that
folks
really
understand
that
an
effective
homelessness
response
system
has
to
be
led
by
by
stakeholders.
There
has
to
be
clear
roles
and
responsibilities.
We
need
to
make
sure
that
it's
fully
coordinated
and
that
you're
measuring
your
progress
along
the
way.
So
all
of
those
pieces
are
embedded
in
this
report
and
you're
going
to
see
them
throughout.
F
Then,
before
we
before
I
turn,
everything
over
to
Josh
I
want
to
just
note
some
terminology,
things
that
we're
going
to
to
use
today,
and
sometimes
somebody
who's
been
doing
this
work
for
as
long
as
I've
been
doing.
This
work
takes
for
granted
that
that
people
in
the
community
know
what
it
means
when
I
say
somebody
who's,
unsheltered
or
somebody
who's,
sheltered
or
what
youth
experiencing
homelessness
means.
So
I
just
want
to
take
a
moment
to
make
sure
that
folks
understand
sort
of
that
terminology.
F
The
first
thing
I
I
want
to
note
here
is:
we
will
use
the
word
ex
the
words
experiencing
homelessness
or
unhoused
to
describe
people
who,
in
your
community
don't
have
a
regular
nighttime
place
to
sleep
and
in
in
that
category
of
people
there
are
folks
who
are
unsheltered.
That
means
that
they're
living
in
their
cars,
they're
living
on
the
streets
and
you're,
seeing
them.
That's
mostly
the
folks
who
are
visible
to
you.
Sometimes
folks
are
living
in
abandoned
buildings,
and
maybe
not
so
much
here
in
other
communities.
F
We
see
that
quite
a
bit
and
so
they're
living
in
places
not
meant
for
human
habitation.
That's
what
we
mean
when
we
say
unsheltered,
there's
also
a
number
of
people
experiencing
homelessness
in
your
community
who
are
in
sheltered
locations.
That
means
that
they're
staying
in
an
emergency,
shelter
overnight
or
they're
staying
in
some
other
temporary
situation.
That
really
is
not
meant
for
long-term
for
for
them
to
stay
in
long
term.
F
So
that's
just
a
primer
on
what
we
mean
when
we
say
sheltered
and
unsheltered
and
folks
who
are
experiencing
homelessness
or
or
without
housing
in
your
community
and
I.
Just
want
to
make
sure
that
Folks
at
the
table
know
if
there's
any
terminology
that
either
Josh
or
I
use
that
you
need
us
to
clarify
for
you.
F
J
J
Hear
me:
okay,
all
right.
So,
as
Ann
mentioned,
the
scope
of
our
work
was
really
to
look
at
unsheltered
homelessness
in
Asheville
in
the
Continuum
of
Care.
But
with
with
our
experience,
we
know
that
you
can't
just
look
at
homelessness
like
unsheltered
homelessness
in
a
vacuum,
and
you
must
look
at
the
entire
system,
but
before
we
get
into
like
some
of
our
recommendations
on
some
of
our
findings,
we
want
to
ensure
that
you
know
what
we
mean
when
we
say
an
effective
and
effect
efficient
and
Equitable
system.
J
It
is
a
system
that
that
starts
with
the
end.
In
my
end
goal
in
mind,
which
is
diverting
people
when
safe
and
appropriate
from
entering
into
homelessness,
which
decreases
their
trauma
exposure
and
has
been
proven
to
to
ensure
that
resources
are
are
efficiently
and
effectively
spent,
and
also
when
people
are
housed
there.
We
are
working
to
house
them.
I
mean
people
are
homeless.
We
are
working
to
house
them
as
quickly
as
possible,
so
commute
or
communities
who
have
done.
This
have
had
a
tremendous
tremendous,
a
tremendous,
oh
geez.
C
J
Little
bit
different
Zoom
meeting,
but
communities
who
have
done
this
effectively
has
have
really
focused
on
utilizing
housing
first
throughout
the
entire
system,
and
really
worked
hard
to
house
folks
as
quickly
as
possible.
All
the
interventions
in
these
communities
and
resources
in
these
communities
are
coordinated
towards
a
common
goal,
which
is
to
make
sure
homelessness
is
rare,
brief
and
one
time
that
people
who
are
in
a
housing
crisis.
Having
me
immediate
access
to
to
some
type
of
resource,
including
a
safe
place
to
go,
people
are
not
in
ships.
People
are
not
unsheltered.
J
So
also
with
with
implementing
these
goals,
we
have
to
have
some
system
measurement
to
to
figure
out
what
you
know
how
we
are
doing
this,
and
also
this
with
establishing
these
system
performance
goals.
It
also,
it's
also
important
to
understand
that
this
also,
these
goals
are
also
tied
to
funding
that
that
can
increase
to
ensure
that
we
have
more
funding
to
address
homelessness,
but
these
these
measurements
are
reducing
the
amount
of
folks
entering
into
homelessness.
It's
increasing
folks
exiting
out
of
homeless
into
permanent
housing
and
increasing
the
average
length
of
time.
J
So
communities
who,
who
have
been
who've,
excelled
at
meeting
these
goals
have
had
Equity
as
as
his
foundation
and
that's
racial
Equity.
That's
Equity
when
it
comes
to
lgbtq
to
lgbtqia,
plus
they've
also
had
housing
first
and
instilled
in
all
interventions
and
I'll
talk
about
what
housing
first
is
in
shortly.
There
they
have
and
part
of
the
equities
and
the
foundation
Folks
at
the
table.
J
There's
folks
with
lived
experience
right,
because
sometimes
the
folks
who
have
the
greatest
understanding
and
of
what's
happening
in
the
system,
are
the
people
who've
experienced
homelessness,
so
we
have
to
elevate
their
voices
and
ensure
that
they're
centered
into
the
into
the
decision-making
process,
there's
diversion
when
safe
and
appropriate,
instilled
in
all
access
points
of
the
system.
Right
access
points
is
where
folks,
how
folks
enter
the
system.
J
Other
practices
are
rapidly
identifying
folks
who
are
experiencing
unsheltered
homelessness
and
quickly,
engaging
them
to
connect
them
to
crisis
services
and
housing,
housing
assistance,
man.
You
have
to
have
quick,
accessible,
low
barriers
to
Pathways
to
shelter
and
other
crisis
services,
with
with
the
goal
of
ensuring
that
the
time
in
the
shelter
is
short.
J
So
when
I,
when
I
talk
about
like
the
system,
think
about
it
as
a
roundabout
right,
you
want
to
ensure
that
there
is
something
it
was
a
laser.
So
you
want
to
ensure
that
there's
something
at
the
very
top
of
the
intervention
that
that
that
decreases
the
inflow
into
the
actual
system
flow
actually
into
the
actual
system.
Right
when
folks
enter
into
the
system,
there
has
to
be
interventions
that
help
them
exit
out
to
the
appropriate
intervention.
J
If
one
of
the
intervention,
one
of
the
interventions
in
this
in
the
system
is,
is
not
moving.
The
way
it's
supposed
to
be
moving,
we
get
CIS,
we
get
a
stuck
system
or,
if
you
don't
have
that
necessary,
if
you
don't
have
the
necessary
interventions
in
the
system,
there's
not
going
to
be
flow
right,
so
we
have
to
ensure
if
folks,
we
have
resources
or
interventions
at
the
top
to
help
folks
from
becoming
homelessness,
and
if
they
do
become
homelessness,
we
have
individuals
to
help
them
quickly
get
out
of
it.
J
What
happens
is
if
the
system
is
because
we
don't
have
system
flow.
We
see
an
increase
or
unchanging
number
of
folks
experiencing
young,
sheltered
homelessness.
We
see
long
wait
lists
for
for
shelters
for
housing
interventions.
We
see
significant
amount
of
people
in
the
system,
not
getting
any
housing
interventions
at
all.
K
J
I
use
that
roundabout,
I,
usually
I'll,
say
like
the
cars
or
the
interventions
right.
So
these
are
some
of
the
the
cars
that
that
help
assist
the
help
with
the
system
flow,
a
system
should
have
homeless
prevention,
diversion
coordinated,
coordinated
entry
system,
including
a
an
access
point,
coordinated
Street,
Outreach,
emergency
and
I,
put
effective
shelter
and
I'll.
Tell
you
I'll
talk
about
that
here
shortly:
rapid,
rehousing,
transitional
housing
and
Supportive
Housing
with
all
of
these
having
housing
first
infused
into
them.
J
I'm
not
going
to
read
all
of
these
words
on
the
screen,
but
you
all
have
access
to
the
PowerPoint
to
read
some
of
these
I'm
just
going
to
highlight
so
like
some
of
these
terms
that
we're
using
homeless
prevention
is
is
really
something
that's
targeted
for
folks
who
are
at
risk
of
experiencing
homelessness,
and
there
is
when
done
well.
There
is
some
type
of
process
or
assessment
that
that
ensures
that
folks,
who
are
most
at
risk
of
becoming
homelessness
if
they
lose
their
housing,
can
stay
in
housing
right.
The
difference
between
homeless
prevention
and
eviction.
J
Prevention
is.
This
is
really
focused
on
folks
becoming
homeless
right
and
the
the
issue
sometimes
with
homeless
prevention
is
that
we
don't
there's
not
a
hundred
percent
there's,
not
a
100
Factor
key
factor.
That
would
say
somebody
if
they
lose
their
housing
they'll
become
homeless.
But
that's
why
we
have
assessment
tools
that
that
has
some
sort
of
to
ensure
that
we're
targeting
our
resources
to
the
folks
most
most
in
need.
J
The
street
Outreach
is
ensure
that,
if
you,
if
we
have
multiple
Street
Outreach
in
the
community,
that
they're
all
working
together
towards
that
again
that
overall
system
common
goal-
and
then
so
you
see
emergency
shelter
here
right,
it's
a
short-term
beds
with
a
prescribe
not
with
without
a
prescribed
length
of
stay.
Satan
provides
safety,
security
and
housing
navigation
case
management.
So
that's
like
the
very
minimum.
J
What
of
what
emerging
shelter
is
what
we're
recommending
to
the
community
that
will
make
the
most
impact
is
what
we
call
an
effective
emergency,
shelter
right,
that
is
a
that
is
a
a
shelter
that
is
housing
focused
right,
we're
trying
to
we're
providing
that
emergency
Pro
that
emergency
interventions
of
a
shelter,
but
we're
also
trying
to
rapidly
get
folks
into
housing
where
it
implements
safe
and
appropriate
diversion.
It
offers
immediate
and
low
low
barrier
access.
That
just
means
people
can
access
it
right.
We
think
about
effective
shelter,
you
think
about
it
like
an
emergency
room.
J
J
J
A
couple
of
these,
but
I
want
to
just
highlight
what
housing
housing
first
is
so
housing
first
is
is
an
evidence-based
practice
that
was
created
because
in
in
the
early
90s
in
New
York
they
had
folks
who
are
who
are
going
in
and
out
of
the
emergency
room
in
and
out
of
jail.
They
were,
they
were
certainly
in
and
out
of
emergency
services,
and
everybody
was
like
what
do
we
do?
There's
people
who
are
using
who
have
high
mental
mental
health
diagnosis,
who
are?
J
Then
they,
when
they
provided
one
housing,
they
wrapped
the
services
around
the
housing
and
they
found
out
that
people
stayed
in
the
housing
instead
of
them
having
to
prove
based
off
of
a
case
manager's
assessment
or
some
type
of
regulatory
rules
from
a
program
that
they
were
ready
to
go
into
housing.
So
that
became
that
that
revolutionized,
the
way
we
address
homelessness
right.
So
it's
really
about
understanding
that
high.
That
has
those
my
hierarchy
of
need.
J
If
somebody's
on
that
safety
rung
right,
this
is
that
psychology
101
that
safety
rung
of
of
like
how,
where
am
I
going
to
sleep
tonight,
where
am
I
going
to
eat,
what
am
I
going
to
eat
am
I
going
to
be
safe,
am
I
where
I'm,
where
I'm,
where
I'm
sitting,
where
I'm
sleeping
you
can't.
You
can't
address
some
of
those
big
picture
lifetime
changes
such
as
maybe
really
analyzing
a
budget
or
or
really
adequately
attending
to
to
substance,
use
disorders
or
or
my
mental
health
diagnosis
right.
J
So
the
it's
really
it's
based
on
the
understanding
that
it's
client's
choice
right.
It's
about
not
putting
up
barriers
to
housing
for
folks
experiencing
homelessness,
but
creating
actually
Pathways
to
create
that
sustainability
or
in
stability.
I
should
say
so.
Here
are
some
of
the
interventions
that
we
found
in
the
COC.
Now
these
are
not
represented
of
all
folks
who
do
everything
that
might
fall
under
some
of
these
categories.
J
J
So,
just
some
really
quick
key
takeaways
from
this
section,
as
as
Ann
mentioned,
there's
some
really
great
things
as
as,
as
we
started,
this
meeting,
there's
some
really
wonderful
things
underway
and
and
well
we're
we're
really
trying
to
encourage.
Is
more
coordination
to
really
maximize
a
lot
of
these
efforts.
J
F
So
you've
heard
quite
a
bit
now
about
what
a
system
is,
how
what
are
the
components
of
a
system.
What
are
the
things
you
need
to
have
for
a
system
to
function?
Well,
right,
you
need
to
have
a
coordinated,
Street
Outreach.
You
need
to
make
sure
that
folks
are
being
engaged
when
they're
living
in
unsheltered
locations.
You
need
to
have
effective
emergency
shelter
so
that
Outreach
workers
have
somewhere
to
to
have
somebody
stay
the
night
in
a
safe
place.
F
You
need
rapid
re-housing,
which
is
that
short
term
up
to
24-month
rental
assistance
that
help
people
get
stabilized.
You
need
Supportive
Housing
in
order
for
for
folks
who
who
need
that
type
of
assistance
long
term
to
to
be
stable
in
their
lives,
so
those
are
all
the
components
of
an
effective
system.
You
just
heard
Josh
walk
through
all
of
those
and
really
again
grounding
all
of
that
in
housing.
F
First
approach,
which
means
that
you're
really
low
barrier-
and
you
are
recognizing
that
housing
is
the
key
component
to
safety,
so
that
folks
can
address
some
of
their
other
life
goals
and
challenges.
You
need
to
be
grounded
in
equity.
So
all
of
those
things
are
incredibly
important,
but
I
think
the
question
for
you
all
who
are
sitting
at
the
table
today
I
would
imagine,
is
how
do
you
get
that?
F
F
In
1987,
the
federal
government
decided
to
start
funding
programs
to
serve
people
experiencing
homelessness.
The
overall
structure
that
that
Congress
created
is
done
through
the
mckinney-vento
homeless
assistance
act
and
that
actually
establishes
the
way
that
the
government
responds
to
homelessness.
The
way
that
the
federal
government
responds
to
homelessness
and
I
say
that,
because
it's
important
to
know
that
there
are
two
funding
streams
coming
into
your
community
that
are
are
a
result
of
the
mckinney-vento
ACT.
F
The
first
is
the
Continuum
of
Care
Program
and
that's
the
one
that
we're
going
to
spend
the
most
time
on,
but
for
those
for
those
folks
in
the
city
in
the
county,
you're
also
familiar
with
the
emergency
Solutions
grants
program
or
ESG,
you
received
funding.
You
received
funding
through
that
program
on
an
annual
basis,
it's
a
formula
program,
but
you
also
received
a
pretty
good
chunk
of
money
through
the
covid
response
from
the
federal
government.
F
They
that
that
program,
just
to
give
you
a
sense
of
skill,
usually
runs
at
about
between
219
and
300
million
dollars
annually
and
I
believe
that
the
covid
response
ESG
money,
was
about
4
billion
dollars.
So
you
can
see
that
there
is
a
pretty
big
uptick
in
in
the
investment
through
that
program
during
during
the
pandemic
and
I
say
all
that
again.
F
It
is
also
designed
to
improve
coordination
and
integration
with
what
we
call
Mainstream
resources
and,
in
your
context,
most
of
the
mainstream
resources
sit
within
the
county
and
those
are
things
like
Behavioral
Health
mental
health
substance
use
services
within
your
community.
That
also
includes
hospitals
and
other
health
care
services,
and
sometimes
Education
Services.
So
the
Continuum
of
Care
is
meant
to
promote
coordination
between
a
number
of
bodies
and
create
a
way
to
plan
together
and
to
have
that
shared
accountability
so
that
everybody
is
sort
of
rowing
in
the
same
direction.
F
F
That
program
runs
this
right.
Now,
it's
running
at
about
2.8
billion
dollars,
Nationwide.
So
a
little
bit
shy
of
three
billion
dollars
Nationwide.
So
you
can
see
that
that's
where
we
are
focusing
and
those
are
the
requirements
that
really
are
the
backbone
of
the
federal
response
to
to
homelessness
and
then
to
qualify
for
funding
under
the
Continuum
of
Care
Program
and
the
ESG
program.
F
Every
Community
has
to
establish
and
operate
a
Continuum
of
Care,
so
we're
using
that
terminology
both
to
describe
the
name
of
the
program,
but
also
to
describe
the
Continuum
of
Care
in
your
area.
Your
Continuum
of
Care
is
the
city
of
Asheville
and
the
county.
Many
many
continuums
are
structured.
That,
Way,
San
Diego
is
structured.
That
way.
F
Okay,
so
a
Continuum
of
Care.
What
HUD
requires
for
folks
to
to
create
in
order
to
access
this
particular
set
of
funding
is
a
community
planning
body
that
coordinates
all
of
these
activities,
both
homelessness
activities
and
homelessness
prevention
activities
in
a
self-determined
geographic
area.
I
just
mentioned
that
your
Geographic
boundary
boundary
is
the
county
But.
It
includes
the
city
in
other
communities.
It
can
be
a
state,
it
can
be
a
number
of
counties
that
band
together
as
a
region
or
it
can
be
a
standalone
City.
F
In
order
to
evaluate
how
your
programs
are
doing
and
enumerate
the
number
of
people
that
are
experiencing
homelessness,
not
just
at
a
point
in
time,
but
over
the
course
of
a
year,
so
homeless,
management
information
systems
and
the
data
that
they
produce
are
incredibly
important
to
understanding
how
your
system
is
functioning.
Whether
that
flow
that
Josh
talked
about
is,
is
working
well
or
not
working
and
where
you're
stuck.
F
If,
if
you
are
stuck
anywhere
where
those
sticking
points
are-
and
it
can
do
that,
both
at
the
project
level,
so
an
individual
organization
can
look
at
their
own
data
and
understand
how
they're
performing.
But
the
system
can
also
look
at
the
data
and
understand
how
the
system
is
performing,
and
let
me
give
you
an
example
of
what
that
might.
Look
like
and
why
it's
important
to
have
both
of
those
levels.
F
It
is
often
a
program
will
report
their
outcomes,
let's
just
say,
program
a
reports,
their
outcomes
and
is
looking
at
their
data
and
they're,
seeing
that
they
exit
it's
a
rapid
rehousing
program.
They
exit
95
of
the
people
in
that
program
to
permanent
housing
and
those
folks
stay
and
to
permanent
housing,
and
they
think
they're
doing
a
great
job
and
in
fact
it
sounds
like
they
are
doing
a
great
job
and
probably
are
doing
a
great
job.
F
When
you
look
at
that
data
from
the
system
level,
you
can
actually
see
what
happened
to
those
folks
who
exited
to
permanent
housing
and
measure
how
many
of
them
come
back
into
the
system
over
time,
and
let's
just
take
this
example,
one
step
further.
So
let's
say
that
the
system
folks
are
looking
at
the
data
and
they
see
of
that
95
percent.
A
large
number
are
returning
to
homelessness.
F
That
means
that
there's
a
problem
that
that
project
couldn't
see
themselves,
that
is
assist
that
can
be
seen
at
the
system
level,
and
then
you
have
the
opportunity
to
actually
go
and
intervene
and
fix
whatever.
That
problem
is
that's
why
data
is
important.
That's
why
HUD
requires
a
homeless
management
information
system
and
then,
of
course,
the
third
major
responsibility
is,
is
doing
planning
all
of
that
planning
about
the
homelessness
response
system.
That
Josh
talked
you
through.
That
gets
done
within
the
Continuum
of
Care.
F
So
all
of
those
those
three
broad
categories
include
a
number
of
very
specific
responsibilities
that
are
enshrined
in
in
the
law
or
in
the
statute
for
the
Continuum
of
Care
Program
and
carry
through
the
rest
of
Hud's
funding
and
I
know.
This
is
Tiny
and
I
again
took
off
my
glasses,
so
we'll
we'll
work
from
the
screen
up
here.
F
The
Continuum
of
Care
has
to
establish
a
board
Hayak
access
that
board
right
now.
It
actually
has
to
identify
who's
going
to
submit
the
application
for
HUD
funding
the
city
of
Asheville
acts
in
that
capacity.
Right
now
they
are
called
the
collaborative
applicant
and
they
submit
the
funding
package
to
HUD
every
year.
F
They
have
to
develop
a
governance
Charter,
which
shows
who
is
responsible
for
what
and
really
identifies
those
roles
and
responsibilities
within
the
Continuum
of
Care.
So
everybody
is
clear
about
what
they're
doing
and
and
what
their
partners
are
doing,
foreign
they
again
have
to
establish
and
operate
the
systems
that
act
as
the
backbone
for
any
good,
effective
homelessness
assistance
system.
We've
already
talked
a
bit
about
hmis
and
why
that's
incredibly
important,
but
the
other
piece
of
that
backbone
is
really
your
coordinated
entry
system.
F
F
They
have
to
create
and
enforce
written
standards
again,
so
everybody
in
the
community
knows
what
they're
supposed
to
be
doing
and
what
they're
working
towards
and
who
has
what
piece
of
the
puzzle
established
performance
targets
we
talked
about.
Why
that's
important,
so
the
COC
has
to
establish
performance
targets
and
they're
going
to
use
that
information
when
they
submit
funding
requests
to
HUD
every
year
foreign
they
have
to
consult
and
coordinate
on
the
emergency.
Solutions
grants
funding
that
I
talked
about
earlier
and
develop
a
plan
for
the
for
the
community.
F
You
know,
Houston
has
was
probably
one
of
the
first
communities
in
the
country
to
end
veteran
homelessness.
They've
made
a
lot
of
progress
on
chronic
homelessness
and
and
they
have
been
working
a
lot
on
unsheltered
homelessness
recently.
So
this
structure
has
been
really
important
for
them
to
to
have
in
place,
and
it
has
a
number
of
organizations
and
entities
that
are
involved.
F
F
F
That's
right
so,
and
the
city
and
county
have
seats
on
the
Continuum
of
Care
board,
so
you
can
see
the
way
that
they're
structured
here
they
have
a
number.
They
have
a
steering
committee,
which
is
their
primary
decision-making
body.
The
non-profit
has
a
representation
there,
their
local
University
that
helps
them
with
their
data.
Analysis
and
crunching
has
a
seat
on
that
on
that
steering
committee,
some
of
their
key
stakeholders
or
key
providers
in
the
community
have
seats
a
person
or
people
with
lived
experience
of
homelessness.
F
That
can
really
say
what's
happening
within
the
system
have
seats
and
that
steering
committee
that
primary
decision-making
body
has
a
number
of
planning
and
implementation
bodies
that
report
to
them,
and
these
are
not
bodies
in
word
only.
They
are
actively
working
these
issues
that
they
are
responsible
for.
So
you
can
see
here
on
the
left.
There
are
a
number
of
standing
committees
that
are
really
in
place
all
the
time
to
monitor
the
systems
that
they
need
to
have
operational
in
order
for
their
Continuum
of
Care
to
work.
F
So
that's
making
sure
that
they're
getting
provider
input
making
sure
that
their
data
is
solid,
making
sure
that
they're
getting
input
from
people
with
lived
experience
of
homelessness,
their
coordinated
entry
system
and
their
domestic
violence.
Coordinated
access
system
which
sits
alongside
their
coordinated
entry
system
I,
will
say
that
after
Hurricane
Harvey
I
had
the
chance
to
go
down
there
and
sit
with
this
Continuum
of
Care
to
rapidly
re-house.
F
You
know
at
its
largest,
they
had
a
shelter
with
10
000
people
in
it
and
by
the
time
I
got
there
a
few
days
after
the
hurricane,
there
were
probably
six
thousand
five
thousand
people.
We
used
this
structure
in
order
to
rapidly
re-house
folks
who
had
lost
their
housing
after
Hurricane
Harvey,
so
it
can
be
expanded
and
contracted
based
on
need.
F
So
they're,
not
the
decision
makers,
though
they
are
just
making
sure
that
the
decision
makers
have
the
information
that
they
need
in
order
to
make
good
decisions.
Thank
you
that's
a
great
question.
Thank
you
and
then
you
can
see
that
they
have
decided
that
the
way
that
they
want
to
be
structured
is
that
they
have
implementation
bodies
and
planning
bodies
with
specific
types
of
oversight
where
they
need
it
and
work
groups
that
support
those
those
bodies
on
populations.
So
they
have
one
on
chronic
homelessness.
F
They
have
one
on
veteran
homelessness,
families
and
youth
and
I
forgot
to
tell
you
what
I
meant
by
youth
when
I,
when
I
teed
it
up
earlier.
When
we
talk
about
Youth
and
Young
adults,
we're
talking
about
young
people
aged
18
to
24
who
are
experiencing
homelessness,
and
you
can
also
see
that
chronic
homelessness.
That's
Med!
That's
led
by
the
mayor's
leadership
team.
That's
the
oversight
that
has
been
created,
but
the
work
groups
which
are
the
providers
in
the
community
are
feeding
that
sort
of
that
structure
that
mayor's
leadership
team.
F
Another
city
county
structure
that
I
just
wanted
to
to
quickly
show
you
all
San,
Diego,
city
and
county,
is
one
Continuum
of
Care.
They
are
a
little
bit
bigger
than
you
all.
They
have
a
number
of
additional
cities
within
the
county
that
are
not
the
city
of
San
Diego.
So
it's
a
little
bit
more
complicated
in
terms
of
politics,
but
you
can
see
here
that
they
have
again
an
Advisory
board
at
the
top.
They
have
an
executive
committee
that
that
really
is
the
day-to-day
operation.
F
The
organization
that
runs
the
this
Continuum
of
Care
is
the
regional
task
force
on
homelessness,
and
that
is
a
non-profit
organization.
They
have
standing
committees
based
on
what
their
priorities
are,
so
you
can
see
governance
making
sure
that
their
government
governance
is
always
solid
and
that
they
are
making
tweaks
to
it
as
they
need
to
they've
decided
to
have
a
standing
committee
around
evaluation.
F
That
means
that
they
look
at
their
data
every
single
day
a
and
if
you
go
to
their
website,
they
actually
post
live
data
every
day
for
the
community
to
look
at
that
all
runs
through
the
Continuum
of
Care
and
then
over
there.
On
the
right
hand,
side
is,
is
the
Veterans
work
group?
That's
in
part,
because
right
now
they
have
a
goal
to
end
veteran
homelessness.
That
is
one
of
their
primary
goals
as
a
Continuum.
F
So
they
have
a
standing
committee
that
supports
that
work,
and
then
they
have
a
number
of
ad
hoc
committees
that
are
created
based
on
what
the
changing
needs
in
their
environment
are.
So
you
can
see
that
they
have
an
ad
hoc
committee
right
now,
that's
very
active
on
addressing
homelessness
among
black
San
diegans.
They
have
one
on
Aging.
We
know
that
the
population
of
people
experiencing
homelessness
across
the
country
is
getting
older.
F
So
this
is
an
emerging
issue,
so
all
of
these
are
sort
of
emerging
issues
that
they
want
to
make
sure
that
they're
paying
close
attention
to,
and
they
have
the
ability,
through
their
governance
structure,
to
create
these
ad
hoc
committees
to
address
them,
then
dissolve
them.
Their
standing
committees
are
the
ones
in
blue.
F
H
F
And
then
for
this
one,
the
Josh
knows
this
one,
a
little
bit
better
than
I.
Do
I
haven't
been
to
Spokane
recently,
so
I
might
have
to
send
questions
over
his
way.
But
what
you
can
see
here
is
this
is
the
Spokane
city
and
county
Continuum
of
Care.
They
have
their
Continuum
of
Care
stakeholders
at
the
top
and
have
a
board.
F
Thank
you
very
much
for
that
assist,
and
then
you
can
see
that
they
actually
show
on
this,
unlike
the
other
two
that
they
actually
show
on
the
side
of
the
Continuum
of
Care
board.
How
that
board
is
expected
to
coordinate
with
both
the
city
and
the
county,
so
they're
very
deliberate
about
how
that
coordination
and
collaboration
happens
and
why
it
happens.
J
I
would
just
highlight
that
it's
still
under
the
COC
governance
structure,
right
so
I,
mean
I,
think
the
collaborative
applicant
as
you
see
under
the
COC
board.
It's
still
it's.
The
city
is
still
that
there's
still
services
that
as
that
function,
but
it's
still
governed
in
like
it
works
on
behalf
of
this,
the
overall
community
of
care
board,
which
is,
is
staffed
partly
by
the
community
of
care
stakeholders,
so.
F
And
all
these
committees
are
not
I,
think
that's
a
really
important
point
to
make
in
all
three
of
these
examples.
The
Committees
are
not
the
organization
that
staffs
it.
The
Committees
are
made
up
of
your
community
stakeholders,
so
they
are
your
local
University
folks.
They
are
your
service
providers
within
your
community.
They
are
faith-based
organizations.
F
Local
businesses,
folks
who
have
an
interest
and
some
expertise
to
bring
to
the
table
for
those
subcommittees,
are
the
folks
who
make
up
the
subcommittees
and
they
can
be
staffed
by
an
organization
that
that
helps
manage
the
Continuum
of
Care.
But
again,
that
organization
is
the
regional
task
force.
For
example,
in
San,
Diego
is
not
sitting
on
all
of
those
committees,
foreign.
F
B
Our
own
understanding,
the
point
of
those
slides,
is
to
show
us
examples
of
a
top-down
structure.
Are
those
communities
also
examples?
You
would
highlight
as
places
that
are
spending
adequate
local
dollars
on
the
problem
in
proportion
to
the
quantity
of
of
homeless
persons
they
have
and
building
adequate
quantities
of
shelter,
beds
and
homes.
Yeah.
F
I
get
tripped
up
a
little
bit
by
the
word
adequate,
because
I
don't
think
in
any
of
these
communities.
They
have
the
the
amount
of
resources
that
they
actually
need
in
order
to
to
end
homelessness.
What
I
would
say
is
the
the
investment
by
the
state,
city
or
county
differs
among
all
three
of
these
and
the
one
that
probably
is
the
most
robust
I
think
is
San
Diego.
Their
Housing
Authority
actually
leads
a
a
lot
of
their
work
locally
and
provides
a
lot
of
housing
resources
into
into
the
system.
F
That
said,
you
know
the
both
the
county
and
the
City
have,
over
the
last
three
to
four
years,
really
ramped
up
their
investment
on
the
shelter
side
on
diversion
as
well
as
on
through
you
know,
the
Housing
Commission
to
provide
additional
permanent,
affordable
housing
resources.
So
if
all
three
of
these
I
think
probably
San
Diego
is
most
robust,
Houston
also
has
quite
a
bit
of
money
coming
through
the
city
of
Houston,
and
then
the
mainstream
resources
like
in
your
community
come
through
the
county,
so
Behavioral
Health
Systems
in
particular,.
F
But
what's
most
there's
two
things
that
are
really
important
in
those
setups
one
is
political:
will
the
political
will
to
push
the
community
towards
these
kinds
of
solutions
and
making
tough
decisions
and
trying
to
keep
the
politics
frankly
out
of
an
evidence-based
approach
and
that
works
across
all
three
of
these
communities
that
that
I
have
experienced
myself
in
terms
of
funding?
California
has
a
lot
of
State
funding,
so
I
would,
if
I
had
to
guess
around
San
Diego
without
looking
at
their
data.
F
Having
it
right
in
front
of
me,
I
would
guess
that
the
bulk
of
the
money
comes
from
the
state
of
California
and
the
city
and
the
county
are
next
highest
and
then
the
Continuum
of
Care
dollars,
whereas
that
is
not
necessarily
the
case
in
Spokane
I.
Think
in
Spokane,
probably
the
bulk
of
the
money
is
federal,
money
and
and
then
and
then
maybe
city
and
state,
and
then
County,
City
and
County
and
then
state.
F
F
F
And
then
you
have
some
work
groups
that
that
have
been
put
together
to
do
specific
kinds
of
projects
and
I've
heard
from
Josh
and
from
members
of
your
staff
in
the
community.
They're.
Probably
the
best
functioning
work
group
that
you
have
and
the
work
that's
really
again
going
back
to
sort
of
shared
accountability,
shared
understanding
and
decision
making
is
really
around
code
purple.
F
And
then
you
have
a
number
of
of
key
Partners
here
in
your
community.
I
won't
read
off
all
of
these
words
again
there
you
know
discussed
at
some
length
in
the
report
itself
and
for
those
of
you
who
have
access
to
the
to
the
PowerPoint
deck
you
can.
You
can
read
it,
but
you
have
Hayak
who
we've
already
talked
about
starting
to
to
go
through
a
process
of
of
restructuring,
rethinking
to
how
to
use
their
their
Authority
and
responsibilities.
F
You
have,
of
course,
the
city
of
Asheville,
who
has
four
full-time,
am
I
right
with
four
four
full-time
staff
people
working
on
this
issue
in
their
own
Division
and
acting
as
the
as
a
collaborative
applicant
for
your
Continuum
of
Care.
You
have
the
county
who
again
brings
to
the
table
these
mainstream
resources,
but
doesn't
really
have
enough
dedicated
staff
I
think
it's
less
than
one
full-time,
equivalent
dedicated
staff,
and
that's
one
of
the
recommendations
that
we're
making
in
this
report
is
to
increase
the
dedicated
staff
to
adding
one
full-time
equivalent.
F
At
this
point,
you
have
your
housing
authority.
My
understanding
is
that
you
know
the
head
of
your
housing
authority
sits
on
Hayak
and
hi.
Is
that
you
and
can
can
tie
those
things
together
in
really
robustly
structured
continuums
of
care.
Housing
authorities
have
a
really
important
role
to
play
and
a
seat
at
the
table,
and
then
you
have
the
Homeless
Coalition.
F
You
have
a
number
of
homelessness
and
housing
service
providers
and
Community
stakeholders
and
then
I'm,
I'm
gonna
just
end
this
slide
with
the
VA
you're,
going
to
see
a
little
bit
later
that
we
have
that
you
have
a
lot
of
resources
for
veterans
experiencing
homelessness
in
your
community.
The
VA
is
in
isn't
tied
strongly
enough
to
the
Continuum
of
Care
in
in
your
community
and
has
a
lot
of
resources
that
aren't
really
right
now,
sort
of
fully
coordinated
in
ways
that
make
a
lot
of
operational
sense.
F
F
Your
Continuum
of
Care
has
to
include,
but
shouldn't
be
limited
to
your
local
governments.
You
have
a
lot
of
other
stakeholders
that
care
about
this
in
your
community
and
that
have
expertise
to
bring
to
the
table
you
also.
This
will
also
take
time.
I
just
I
want
to
note
that,
because
I
think
it's
really
important,
we're
gonna
have
to
figure
out
in
your
community
exactly
what
the
right
structure
is.
That
makes
sense
here
with
your
local
environment
and
that's
going
to
take
a
little
bit
of
time.
F
F
You've
heard
now
about
what
a
good
system
looks
like,
and
what
structure
and
governance
to
get
there
looks
like
so
we're
going
to
turn
our
attention
for
the
rest
of
this
presentation
today
to
the
state
of
how
housing
and
homelessness
in
your
own
community
and
what
the
recommendations
actually
lay
out
in
terms
of
a
road
map,
and
we
always
start
when
we
start
talking
about
housing
and
homelessness
in
any
Community.
We
almost
always
start
with
this
chart.
This
chart
is
the
result
of
some
research
that
was
done
by
the
University
of
Pennsylvania
and
Zillow.
F
You
all
know
Zillow
they
have
a
research
arm
and
the
reason
that
we
want
to
talk
about
this
is
because
you
heard
me
say-
and
you
heard
Josh
say
that
your
system
has
is
impacted
quite
a
bit
not
just
by
the
housing
market
but
by
inflow
into
the
system
and
how
quickly
folks
can
move
out
of
your
system
that
flow
that
roundabout,
that
Josh
talked
about.
How
quickly
can
the
cars
or
the
people
move
through
that
system,
so
that
we
are
really
ensuring
that
people
are
experiencing
homelessness
for
the
least
amount
of
time
possible?
F
So
the
the
numbers
themselves
are
not
the
important
message
here.
This
is
important
because
you
can
see
if
you
go
back
to
the
Zillow
chart,
you
are
actually.
Your
community
is
actually
in
a
position
where
the
homelessness
is
increasing
at
a
more
rapid
Pace,
because
that
you
have
too
many
households
paying
more
than
30
percent
of
their
income
towards
rent
and
the
chart
on
the
right
here
is
renter
households
by
income.
That
is
happening
because
the
incomes
in
your
community
are
quite
low.
F
The
red
circle
are
households
making
more
than
less
than
twenty
thousand
dollars
a
year,
so
as
rents
increase
and
household
income
doesn't
change.
The
Gap
is
getting
wider
and
wider
in
your
community,
and
this
has
an
impact
on
your
homelessness
assistance
system
in
two
ways,
as
we
just
saw
through
the
Zillow
chart,
it
actually
increases
the
number
of
folks
who
are
flowing
into
your
system,
but
it
also
creates
a
lack
of
flow
in
your
system
because
folks
can't
get
out.
There
is
not
enough,
affordable
housing.
Even
for
for
folks
who
who
have
assistance.
F
There
is
not
enough
affordable
housing
for
them
to
exit
the
system,
so
your
system
is
stuck.
That's
why
we
keep
going
back
to
that
roundabout.
That
Josh
talked
about
the
system
is
stuck
in
part
because
you
have
your
affordability
is,
is
very
high
in
your
community
and
if
I
remember
correctly,
Asheville
is
more
expensive.
The
city
of
Asheville
is
more
expensive
than
98
of
your
state,
which
we're
going
to
talk
about
in
just
a
minute.
F
So
not
only
do
you
have
an
affordability
issue
which
means
that
the
rents
for
the
units
that
are
available
are
unaffordable.
They're
too
high
for
the
incomes
that
you
have
in
your
community.
That's
creating
this
lack
of
flow
through
your
system.
You
also
have
a
supply
challenge
here,
and
what
this
set
of
data
really
shows
you
is
that
your
vacancy
rate,
your
rental
vacancy
rate
across
the
county,
is
low,
but
the
vacancy
rate
for
subsidized
properties
is
less
than
one
percent.
F
G
No,
it's
okay
I!
This
is
a
really
important
conversation
for
us
to
have.
Can
we
go
back
one
slide
before
we
leave
the
conversation
on
housing
and
I
know
we're
at
a
joint
meeting
today
and
I
know
that
our
colleagues
on
the
county,
commissioner,
are
looking
at
this
too,
but
this
tells
a
picture
of
what's
happening
with
the
people
who
have
the
least
amount
of
resources
in
our
community,
but
I
think
we
all
acknowledge
that
there
are
specific
areas
around
race
and
gender
that
are
impacted
in
this
population
and
our
lgbtq
population.
That's.
F
G
F
That's
right:
we
actually
have
a
chart
in
a
couple
of
slides
that
shows
the
over-representation
of
people
of
color
in
you,
the
population
of
people
who
are
experiencing
homelessness
in
the
in
the
report
itself.
We
expand
on
that
quite
a
bit
and
also
lgbtq
people.
People
with
disabilities,
marginalized
populations
are
overrepresented
in
folks
who
are
in
deep
poverty
as
well
as
folks
who
are
experiencing
homelessness
in
your
community
and
that
actually
has
to
be
taken
into
account
as
well.
G
J
No,
that's
a
great
question
Kim,
so
I.
We,
we
highlighted
those
interventions
based
off
of
what
organizations
were
highlighted
on
the
house
again
for
tour
count
that
goes
to
HUD
and
then
also
some
of
like
specifically
the
street
Outreach
to
folks
who
are
funded
to
do
like
that.
Specific
homelessness,
Outreach
and
I.
Think
I
added
that
not
everybody
in
the
community
who
was
doing
some
great
work,
that
might
be
an
advocacy
organization
or
other
nonprofits
were
highlighted,
but
those
are
just
the
ones
who
are
doing
the
fun
to
do
like
the
housing
specific.
J
F
Okay,
thank
you.
Thanks
for
the
clarification
appreciate
it
and,
in
that
same
vein,
we're
gonna
I
want
to
provide
some
some
caveats
before
we
talk
about
spending.
First,
is
we
we?
We
did
quite
a
bit
of
work
to
try
and
scan
what
kind
of
spending
is
happening
through
City,
County
and
federal
sources.
There
are
a
number
of
other
sources
of
funding
in
your
community
philanthropic
dollars.
We
talked
about
the
VA
funding
we
there
are.
F
There
are
a
number
of
private
organizations,
private
nonprofit
organizations
that
have
their
own
budgets
that
are
not
reflected
in
this
chart,
and
that
doesn't
mean
that
what
they're
doing
to
your
point
is
not
incredibly
important.
It's
it's
actually
related
to
one
of
the
recommendations
that
were
that
we're
making
in
this
report,
which
is
to
do
a
full
scan.
We
just
didn't
have
the
scope
available
to
us
to
do
a
full
scan
of
your
community
to
really
understand
the
budgets
of
those
non-profit
organizations
as
well
and
to
get
a
more
full
picture.
F
So
here's
what
I
want
to
note
on
on
this
chart
again,
it's
not
representative
of
all
the
funding
that
you
have
in
your
in
your
community,
and
there
are
a
number
of
Investments
here
that
that
actually
are
are
over,
but
the
top
chart
is
your
regular
spending.
That
chart
shows
your
regular
allocations
of
your
Continuum
of
Care
dollars,
which
we
talked
about
earlier.
F
Your
home
funding,
your
cdbg
dollars
that
come
from
Community
Development
block
grant
I
caught
myself,
Community
Development
block
grant
dollars
that
come
through
the
federal
from
the
federal
government
through
your
state
city
and
county.
So
that's
your
regular
spending
from
those
resources,
as
well
as
city
and
county
dollars,
and
you
can
see
that
that
number
is
is
over
3
million
three
million
dollars
per
year
and
the
bottom
chart
is
meant
to
show
some
of
the
pandemic
response
resources
that
have
been
provided
in
this
community
over.
F
You
know
over
the
last
couple
of
years,
and
that
is
a
significantly
higher
money,
higher
amount
and
that's
important,
because
some
of
those
funding
sources
are
already
expired.
Some
of
them
have
already
been
used.
Some
of
them
are
seeds
for
new
permanent
Supportive
Housing
units
that
are
coming
online
later
this
year.
If
we
heard
earlier,
we
have
198
is
that
right,
psh
units
coming
online
later
this
year,
so
those
funds
have
largely
already
been
spoken
for
and
the
scale
of
those
funds
is,
is
quite
a
bit
higher
than
your
regular
spending.
F
So
the
point
that
we're
trying
to
really
bring
home
to
folks
in
in
this
setting
and
in
our
report
is
that,
even
with
the
increased
dollars
that
you
received,
you
received
a
large
amount
of
money.
You
used
it
well,
but
you're
still
not
meeting
the
needs
within
your
community,
so
it
is
incredibly
important
for
decision
makers
and
the
Continuum
of
Care
and
all
the
stakeholders.
At
this
point.
G
I
do
have
a
question
here
and
what
maybe
I'm
not
seeing
where
it
falls
under
this
bucket,
but
maybe
staff
could
help
us
understand
where
the
our
home
funds
land
in
this
and
what?
If
they're,
not
in
here?
Why
they're,
not
because
I
think
that
was
emergency
funding
right?
It's
still,
we
have
a
consultant
process
around.
E
F
Thank
you,
that's
a
great
question,
but
you
can
see
we
tried
to
put
the
names
of
the
projects
next
to
the
funding
streams
that
have
already
been
allocated
so
that
the
community
can
see
how
those
how
those
funds
have
been
spent
and
what
resources
you're
getting
from
them.
And
then
the
last
thing
I'll
note
before
I
turn
it
over
to
to
Josh,
is
that
the
emergency
housing
voucher
allocation
you
received
47
vouchers.
F
Your
community
is
actually
exceeding
the
rate
of
of
lease
up
than
most
as
compared
to
most
of
the
country,
so
you
all
have
been
using
those
resources
as
best
as
you
can,
and
a
lot
of
communities
have
been
struggling
with
this.
Your
community
is
is
at
98
Leasing
and
that's
a
big
deal
all
right,
I'm,
going
to
turn
it
back
over
to
Josh.
J
I
do
want
to
just
clarify
one
one
thing
about
the
interventions.
I
said
yes
to
your
question,
but
it's
either.
Yes,
that
you're
getting
Federal
funding
are
there.
There
have
been
County
on
the
housing
inventory
count
and
which
I'll
I'll
share
I'll
share
in
a
little
bit
about
what
that
actually
looks
like
and
what
that
actually
is.
I.
J
J
Some
of
these
other
pieces
that
we've
already
kind
of
we've
highlighted
there
has
been
some
some
already,
as
we've
been
having
these
conversations
with
the
community.
Some
some
efforts
to
begin
more
coordination
and
and
break
down
some
of
the
silos
that
have
been
existing
in
our
community
in
the
community.
J
We
and
just
to
highlight,
as
Ann
was
just
talking
about
the
the
ehv
vouchers
we.
We
talked
about
homelessness
really
as
a
housing
crisis,
right,
housing,
affordability,
crisis
and
the
lack
of
affordability
in
in
the
community,
but
we
were
able
to
with
the
right
intentionality
with
the
right
interventions,
we're
able
to
get
folks
housed
in
a
tight
housing
market.
J
So,
even
though
that
is
a
reality,
there
are
things
that
we
can
do
to
house
folks
quickly
and
that
that
is
a
direct
representation
of
that
we've
we've
seen
some
increases
in
in
emergency
shelter
for
domestic
violence
that
have
not
come
online.
Yet
we've
seen
based
off
the
point
in
time
count
some
decreases
in
veteran
homelessness.
Again,
we'll
talk
about
kind
of
some
of
the
some
of
the
resources
available
in
the
community,
and
maybe
why
so
for
why?
That
is,
and
we
see
we've
seen
some
intentionality
with
utilizing
diversion
right.
J
There
has
been
a
lot
of
efforts
to
get
more
data.
That's
a
continuous,
continuous
thing.
We
need,
because
if
we
don't
know
what's
happening
across
all
parts
of
the
system,
we
can't
make
a
data-driven
decisions
and
honestly,
based
off
of
you,
can
look
at
the
look
around
based
off
of
the
first
break.
There
is
an
energy
and
to
actually
come
up
with
a
solution
that
I
think
is,
is
palpable
and
really
needs
to
be.
J
C
J
We
see
in
the
veteran
and
Veteran
homelessness.
Actually,
let
me
go
back
one
time.
It's
something
I
really
wanted
to
to
highlight,
and
we
also
see
that
one-third
of
the
folks
experiencing
homelessness
is
is
experiencing
unsheltered
homelessness,
which
is
also
also
a
national
Trend,
we're
seeing
as
well.
J
So
these
are
the
folks
who
are
experiencing
sheltered
homelessness.
That
means
they're
staying
in
emergency,
shelter,
transitional
housing
or
some
type
of
Safe
Haven,
and
these
are
the
folks
who
are
experiencing
unsheltered
homelessness,
meaning
they're
sleeping
in
a
place
not
meant
for
human
habitation.
J
We
have
seen
a
slight
increase
of
some
veterans
experiencing
unsheltered
homelessness,
but
majority
of
the
veterans
who
are
accounted
for
in
the
homeless
system
are
sheltered,
meaning
they're.
In
a
transitional
housing
program,
we
have
seen
a
a
increase
of
chronic
homelessness,
meaning
somewhat
chronic
means
someone
who's,
experienced
homelessness
for
a
year
or
or
multiple
times
over
over
a
few
years
and
has
a
disabling
condition,
and
that's
those
are
those
when
folks
are
chronic
illnesses
when
we
say
permanent,
Supportive
Housing.
Those
are
that's.
J
What
permanent
Supportive
Housing
is
and
I
kind
of
jumped
over
for
the
definition
for
time
purposes.
The
purposeful
Supportive
Housing
is
for
folks
who
are
high
in
security.
It's
not
for
everyone
experiencing
homelessness
in
the
community.
That's
not
the
definition
of
housing.
First,
it's
not
for
everyone
to
get
permanent,
Supportive
Housing,
but
for
the
folks
in
the
highest
need
in
your
community
who
needs
that
that
who
needs
that
intense
intervention,
that's
the
permanent
sort
of
housing
for,
and
it's
really
geared
for
folks
to
experience
who
experiencing
chronic
homelessness
as
antied
up.
We.
J
We
also
know
that
there
is
a
a
equity
issue
with
homelessness.
This
is
not.
This
is
not
a
Asheville
Buncombe
COC
issue.
This
is
a
national
issue
as
far
as
being
over
representation
in
the
homeless
system.
We
know
that
in
the
sea
in
in
the
county,
there
are
six.
Six
percent
of
the
folks
are
black
10
of
the
folks
experiencing
poverty
are
black
but
close
to
24
of
folks
experiencing
homelessness
are
black
and
that's
part
of
the
2021
data.
J
There's
there's
HUD
has
a
equity
tool
that
we
we
put
in
the
report
that
you
can
look
into
that
a
little
bit
more
and
it's
just
it's
something
that
we
really
need
to
put
make
sure
we
have
to
put
our
attention
to,
because
historically,
we've
used
we've
utilized
colorblind
techniques
to
address
homelessness,
which
unfortunately,
sometimes
created
more
inequities
by
by
doing
that
colorblind
approach.
So
we
really
have
to
be
intentional.
J
So
I
talked
about
how
account
this
is
something
that
we
that's
submitted
to
HUD
in
regards
to
what
interventions
we
currently
have
in
our
community.
This
is
the
2022
housing
inventory
count.
There
will
be
a
new
one
that
is
going
to
look
probably
a
lot
different
different
than
this,
but
we
didn't
have
access
to
it.
So
this
is
one
we
used
so
this
these
this
so
they're
little
tiny
beds.
We
were
trying
to
figure
out
what's
the
best
way,
to
visualize
what
you
all
have
in
the
community.
J
But
what
you
can
see
is
there's
a
lot
of
Veteran
veteran
resources
right
and
that's
what
that's,
because
of
a
federal
effort
to
really
address
veteran
homelessness
and
we've
seen
it.
We've
seen
a
decrease
nationally
of
Veteran
homelessness
and
there's
a
but
there's
a
lot
of
Veteran
veteran
resources
in
the
community.
What
happens
is
so
there's
there's
there's
not
the
same
level
of
investment
for
folks
who
are
single
adults
and
non-veterans.
J
So
if
you
look
at
emergency
shelter
beds
right
here,
it
says
171
annually,
that's
part
of
the
2022
housing
inventory
count,
but
once
you
take
away
the
66
temporary
beds
that
are
no
longer
available,
there's
105
available
beds,
year-round
beds
for
folks
experiencing
homelessness,
who
are
single
adult
and
who
are
non-veteran
again
I'm
just
going
to
go
back
really
quick.
We
have
232
people
experiencing
on
sheltered
homelessness.
J
Also,
I
told
you
one
of
the
most
important
interventions
for
addressing
homelessness
again
using
that
housing.
First
housing
first
model
which
understands
that
folks,
who
are
folks
you
know
the
only
way
in
the
most
evidence-based
way
to
address
homelessness
is
by
giving
folks
housing
and
the
house
is
going
to
look
different
for
every
every
single
person
and
the
supports
that
are
offered
and
the
amount
of
interventions
that
are
offered
are
going
to
look
different
for
every
person.
J
But
that
is
how
you
address
homelessness
right,
so
rapid
rehousing,
if
you
think
about
think
back
to
that,
roundabout
is
the
way
to
get
folks
out
of
the
of
that
that
that
crisis
of
homelessness,
the
the
which
leads
to
which
leads
to
so
much
trauma
for
for
those
individuals.
But
we
have
41
rapid
housing,
which
is
roughly
around
two
to
three
referrals
a
month
for
folks
experiencing
homelessness
in
the
community.
G
Josh
before
we
move
on
from
this
I
know,
this
came
up
in
the
council.
Check-In
I
was
in,
but
I
want
to
make
sure
it's
getting
across
to
the
public.
That's
helping
us
navigate
this
tricky
situation
at
the
top.
It
says
171
year
on
beds,
but
we
talked
about
how
those
are
not
all
available
today.
Yes,
so
when
we're
looking
at
those
blue
squares,
there's
only
105
of
them,
no.
J
This
so
we
we
wanted
to
be
true
to
the
housing
inventory
account
we
didn't
want
to
get
into
like
manipulating
the
numbers
we
want
to
say
this
is
what
the
housing
inventory
of
2022
says.
We
want
to
use
this.
We
use
this
side
over
here
to
clarify,
if
there's
any
discrepancies
right
like
we
know
that
this
says
171,
but
we
know
that
those
beds
were
maybe
they're
not
available.
They're,
not
they're,
not
actually
available
bed.
So
we
can't
say-
and.
H
G
The
very
like
executive,
summary
of
your
report,
notes
that
there
are
not
enough
shelter
or
permanent
housing
beds
to
meet
the
need
and
I
think
that's
something
we're
constantly
struggling
with
in
our
community
is
like,
because
we're
only
looking
at
a
snapshot,
I
know,
there's
going
to
be
a
recommendation,
for
maybe
looking
at
more
point
in
time
counts,
for
example,
but
I
just
want
to
make
sure
that
folks
know
that
this
snapshot
is
not
a
picture
of
today.
Yep.
J
E
J
And
that's
why
we
wanted
to
try
to
pull
up
and
make
pull
out
and
make
the
you
know
the
available
what's
actually
available
today.
As
far
as
what
goes
year
round,
but
again,
there
will
be
an
updated
housing
inventory
account
that
will
give
an
accurate
statement,
but
also
as
we
improve
improved
data
we
can
get.
We
can
get
from
all
parties
in
the
community
and
like
as
far
as
sharing
data
we
can.
We
can
get
these
numbers
in
real
time
and
really
get
get,
have
more
accurate
assessments.
J
So
just
really
quick,
just
key
takeaways
from
this
we
talked
about
bipod
folks-
are
a
disproportional
disproportionately
impacted
by
homelessness,
specifically
black
folks
resources
for
non-veterans,
who
kind
of
lag
behind
resources
for
veteran
the
community.
Sheltered
and
Rapid
rehousing
interventions
in
the
community
are
inadequate,
based
off
of
the
need
and
there's
going
to
be
a
as
Ann
mentioned,
some
some
programs
that
were
funded
through
through
the
covet,
the
pandemic
funds
that
are
no
longer
going
to
be
available
in
the
community
I.E
those
41
beds.
J
I
just
want
to
talk
briefly
because
we
want
to
really
get
to
some
of
the
recommendations
some
of
the
meat
of
this
stuff,
but
I
just
want
to
talk
about
our
process
and
who
we
talked
to.
We
talked
to
over
250
folks.
With
recent
lived
experience.
We
made
a
really
intentional
investment
in
trying
to
hear
from
folks
who
are
most
impacted
by
homelessness
in
the
community.
J
J
We
we,
these
are
some
of
the
the
the
providers.
We
talked
to
again
doing
doing
great
work
in
the
community,
even
if
maybe
some
of
them
didn't
end
up
on
the
the
intervention
one
we
showed,
and
then
here
is
what
we
heard.
So
this
is
the
overwhelming
Trends
in
the
themes
of
of
the
the
survey
there's
a
lack
of
trust
in
the
system.
There's
there's
a
lack
of
a
belief
in
the
current
homeless
strategy,
I
think,
partly
because
I
don't
think
there
is.
J
There
is
understanding
of
what
that
current
strategy
is
who's,
leading
it
where
how
are
decisions
being
made
and
where?
How
can
my?
How?
Where
is
my
voice
in
this
in
this?
In
this
conversation,
there's
public
safety
concerns
right
and
I?
Think
when
we
hear
public
safety
concerns
we
think
about
you
know.
Sometimes
folks
who
are
are
you
know
community
in
the
community
who
have
who
have
a
home,
but
the
public
safety
concerns
came
folks
experiencing
homelessness
as
well.
They
want
there
was
a.
J
Our
difficulty
eligible
eligibility
criteria
to
access
some
services,
not
sure,
because,
because
there's
not
a
theme
that
goes
throughout
the
system,
each
program
can
have
a
different
criteria:
how
to
enter
the
system.
So
if
I
go
to
one
program
to
enter,
I
might
need
to
do
all
the
list
of
different
rules
in
order
to
access
versus
if
I
go
to
another
one
right.
So,
if
you're
experiencing
homeless,
you're
in
crisis,
that's
that
can
be
confusing
right
and
also
for
folks
who
are
trying
to
advocate
for
folks
experiencing
homelessness.
That
can
be
confusing.
J
There's
a
need
for
more
Behavioral
Health,
ongoing,
Behavioral,
Health
Services.
One
of
the
things
that
we
talked
about
is
for
we
heard
loud
and
clear
from
providers
and
folks
experiencing
homelessness.
Is
that,
if
someone's
in
a
crisis,
there
is
enough
enough
resources
to
go
to
the
issue
happens
when
there's
they
get
discharged
and
either
they
have
to
make
an
appointment
a
week
week
from
now
and
there's
not
a
lot
of
coordination
between
providers
or
folks
who
are
who
are
providing
that
ongoing
services
and
and
there's
just
not
a
lot
of
options?
J
J
All
right
so
I
want
to
spend
just
a
little
bit
of
time
here
and
we're
going
to
move
forward
to
our
recommendations.
So
what
what
we
heard
from
the
community
was
was
what
I
shared
on
the
last
screen
and
we
created
based
off
of
the
input.
We
got
some
values
that
we
believe
should
be
at
the
center
of
of
decisions
moving
forward,
and
these
are.
These
are
the
the
things
you
see
before
you.
J
J
We
can't
be
scared
to
make
tough
decisions
right
we
have
to,
we
have
to
be.
We
have
to
be
driven
by
what
works.
What's
what
what
the
evidence
say
what
the
data
says
we
have
to
be.
We
have
to
be
bold
in
our
decisions.
We
have
to
create
accountable
and
transparent
government
governance
structures
right.
We
we're
not.
We
don't
want
to
hide
anything.
How
decisions
are
made
should
be
well
known
to
everyone.
Everyone's
Voice,
who
is
a
part
of
the
COC
or
a
member
of
the
COC,
should
be
accounted
for
right.
J
J
J
J
J
I
know,
honestly,
through
a
lot
of
our
conversations,
there's
been
some
historical
issues
of
mistrust
and
this
this
person
doing
this
and
and
this
there's
a
cop,
this
program
not
getting
along
with
this
program
or,
but
we
have
to
move
forward.
There's
people
who
are
literally
counting
us
who
work
together
to
collaborate
to
address
their
homelessness,
and
we
can't
allow
for
whatever
history
of
issues
to
impact
our
future
decisions.
J
Everything
we're
saying
in
all
the
specifically
the
community
values
and
what
we
are.
What
we
heard
and
also
our
recommendations
were
directly
shaped
by
what
we
heard
from
the
folks
in
the
community,
but
also
but
what
we
know,
works
and
has
worked
in
other
communities.
So
we're
going
to
make
the
shift
over
to
recommendations
and
I'm
going
to
pass
it
to
Anne.
C
F
To
check
in
case
folks
need
a
break,
so
you
you
might
be.
You
I
think
you
can
now
see
where
we're
going
right.
We
started
up
here
with
a
really
Broad
View.
What
does
a
system
look
like?
What
does
governance
look
like?
What
are
the
numbers
in
your
community?
What
are
the
values
that,
for
the
first
time
in
this
presentation
today,
we
got
Applause
and
it
was
because
of
the
Community
Values
that
Josh
just
walked
through.
That
tells
me
that
your
community
is
invested
in
those
values.
We
didn't
make
those
values
up.
F
We
heard
them
from
you
all,
so
we
had
the
the
data
what
we
heard
from
your
community,
what
your
community
values
in
terms
of
an
approach
and
now
we're
getting
to
the
nitty-gritty
of
it
of
the
recommendations,
and
all
of
that
was
necessary
right.
We
actually
have
to
set
the
context.
Ending
homelessness
is
not
a
simple
solution
in
this
country,
and
you
needed
all
of
that
information
to
really
understand
the
recommendations
that
we're
going
to
walk
through
now.
F
So
the
first
thing
I
want
to
identify,
as
we
as
we
start
walking
through
recommendations,
is
something
that
Josh
talked
about
earlier
and
that
we
got
a
couple
of
questions
on
which
is
really
about
what
are
the
gaps
in
your
system,
and
here
are
two
of
the
gaps
that
we
see
in
your
system
really
just
looking
at
these
numbers
and
and
your
data
on
its
face.
We
see
gaps
in
both
emergency
shelter
and
rapid
re-housing.
F
What
we
are
calling
enhanced
emergency
shelter
beds
for
people
who
are
experiencing
homelessness
and
what
we
mean
by
enhanced
is
that
they
have
access
to
behavioral
health
resources
that
are
attached
to
those
emergency
shelter
beds
for
folks
who
who
want
and
need
them
in
your
community
and
then
there
was
also
a
much
smaller
Gap
for
families
experiencing
homelessness
in
your
community.
So
we're
recommending
filling
that
Gap
with
10
additional
emergency
shelter
beds
for
families
and
then
for
Rapid
rehousing.
F
We
see
that
there
are
gaps
there,
we're
not
suggesting
that
you
fill
the
Gap
with
a
one
to
one
I.
Think
that
that's
a
really
important
thing
for
folks
to
understand,
because
there's
actually
two
ways
to
fill
a
gap.
You
can
do
a
one-to-one.
But
frankly
that
means
that
you're
not
using
your
resources
very
very
efficiently.
You
can
fill
a
gap
also
by
increasing
flow
through
the
system.
F
F
In
order
to
reach
that
that
goal,
or
or
really
drive
towards
that,
North
Star
that
we
just
articulated,
we
have
identified
five
broad
strategies
that
this
community
should
pursue.
This.
These
sets
of
strategies
have
a
lot
of
PRI
you've
seen
the
report,
there's
a
lot,
there's
pages
and
pages
of
of
priorities
and
action,
steps
that
we
tried
to
identify
as
short,
medium
and
long
term,
because
you
always
have
to
be
looking
out.
You
all
clapped
when
Josh
said
look
to
the
Future.
F
You
always
have
to
be
looking
out
a
couple
of
years
and
building
towards
what
you
think
you
need
in
a
couple
of
years,
but
have
short-term
strategies
that
have
a
lot
of
impact
right
now
on
the
people
that
are
suffering
in
your
community
and
those
strategies
include
creating
that
strong
Foundation.
It's
why
we
spent
a
lot
of
time
today
talking
about
collaboration,
talking
about
governance
and
what
a
structure
would
look
like.
What
systems
level
planning
and
data
looks
like,
and
what
shared
accountability
looks
like
when
you
have
those
things
in
place.
F
You
have
a
strong
foundation
so
that,
to
go
back
to
the
example
that
I
used
in
Houston,
you
can
use
that
Foundation
when
something
changes
in
your
community.
When
we
have
a
recession
when
we
have
a
pandemic,
the
folks,
the
communities
that
did
the
best
over
the
course
of
the
pandemic
and
were
able
to
to
shift
priorities
and
move
quickly
were
the
ones
that
had
that
strong
Foundation
of
governance
and
had
a
culture
of
collaboration
and
shared
accountability.
F
Second
strategy
is
around
implementing
evidence-based
and
inclusive
policy.
This
means
that
there's
a
lot
of
activity
around
creating
that
Equitable
system
that
Josh
talked
about
making
sure
that
your
resources
are
person-centered
trauma,
informed
that
they
are
meeting
the
needs
of
people
who
are
experiencing
homelessness
in
your
community.
F
You
want
to
improve
for
number
three
in
terms
of
broad
strategies.
You
want
to
improve
your
system
performance.
Everybody
can
always
do
better
and
you
want
to
make
sure
that
your
program
design
is
reflective
of
what
your
data
tells
you.
So
you
want
to
we.
There
are
a
number
of
priorities
and
action
steps
related
to
decreasing
inflow.
We've
heard
a
lot
about
that
today.
F
We
specifically
talked
about
it
when
we
talked
about
housing
and
affordable
housing
in
your
community
and
increasing
outflow,
which
means
that
folks
are
getting
placed
into
the
services
Behavioral,
Health,
Services
and
other
services
job
services
that
they
need
they're.
Getting
employment
they're
able
to
afford
their
their
units,
whether
it's
through
Supportive,
Housing
or
regular,
affordable
housing.
F
At
the
very
top
of
this
conversation
today
we
talked
a
lot
about
data.
I
talked
a
little
bit
about
homeless
management
information
systems,
and
then
we
we've
talked
about
data
a
number
of
times.
You
want
to
be
sure
that
we're
using
the
data
to
the
best
of
our
ability
and
that
we
have
high
quality
data
that
we
know
is
accurate
and
that
we
are
being
accountable
to
each
other
and
transparent
to
both
people
who
are
experiencing
homelessness
in
this
community
and
to
the
community.
F
What
your
system
looks
like
and
I
gave
you
that
example
earlier
of
a
project
that
thinks
they're
doing
great,
but
then,
when
you
look
at
that
data
in
a
different
way
at
the
system
level,
it
tells
you
a
slightly
different
story
and
then
investing
in
the
future
increasing
the
production
of
an
access
to
permanent
Housing
Solutions
within
your
community.
So
our
report
lays
out
the
priority
areas,
areas
and
action
steps
underneath
these
five
broad
strategies.
F
We
have
talked
about
this
a
lot.
The
first
step
really
is
about.
The
first
priority
is
about
improving
your
system,
governance,
we're
spending
the
day
together
tomorrow
to
talk
about
that
and
and
to
really
make
some
some
concrete
plans
towards
what
a
system
governance
structure
should
and
could
look
like
here
in
your
Continuum
of
Care.
F
This
also
requires
the
hiring
of
dedicated
staff
at
the
county.
We
mentioned
earlier
that
the
city
has
four
dedicated
staff
for
this
homelessness
work
and
the
recommendation.
The
key
recommendation
here
for
the
county
is
to
also
have
at
least
one
full-time
equivalent
staff
working
on
this
in
the
county,
so
that
there
is
a
staff
to
staff
ability
to
do
collaboration
and
coordination.
F
Thank
you
and
this
this
second
bullet
underneath
here
the
governance
board,
should
not
be
situated
under
the
city
and
county.
What
we
mean
by
that
is
that,
right
now
you
saw
that
the
city
identifies
eight
seats
and
the
county
names
eight
seats
within
your
Continuum
of
Care
board,
but
there's
a
lot
of
other
stakeholders
that
should
be
involved
in
these
discussions.
It
doesn't
mean
that
the
city
or
the
county
are
necessarily
losing
any
sort
of
authority.
F
They
could
still
have
a
couple
of
seats
on
the
board,
but
the
Board
needs
to
be
more
inclusive
of
the
people
who
are
experiencing
homelessness
in
your
community
and
other
stakeholders
that
can
bring
something
to
the
table
to
help
solve
this
problem
here,
foreign,
the
second
key
priority.
We
wanted
to
focus
on
was
implementing
developing
and
implementing
an
encampment
resolution
policy
right
now.
That
is
done.
H
To
clarify
your
as
we
move
through
these
key
priorities,
my
understanding,
based
on
our
previous
conversation
is
the
idea
would
be
to
have
the
delivery
constituted
COC
and
that
COC
would
be
making
recommendations
around
an
encampment
policy
and
the
other
items
we're
about
to
talk
about.
That's
exactly.
F
Right
so
you
know,
in
order
to
to
get
to
priorities
to
through
the
end
of
this
I,
think
there's
eight
you
actually
have
to
do
number
one
number
one
is
to
create
the
governance
structure,
strengthen
your
Continuum
of
Care,
really
have
the
right
players
at
the
table
in
your
Continuum
of
Care
that
are
making
the
recommendations
and
doing
the
work
of
of
developing
the
necessary
operational
systems
for
the
rest
of
these
key
priorities.
So
encampment
resolution
policy
in
order
to
have
a
really
strong,
encampment
resolution
policy.
That's
implementable!
F
You
need
to
build
the
capacity
of
your
street.
Outreach
teams
and
I
already
talked
a
little
bit
about
what
a
multi-disciplinary
approach
could
look
like,
and
then
we
also
include
here
having
a
hotline
or
a
website.
One
of
the
things
that
I
think
Josh
touched
on
is
that
your
community
you're,
the
citizens
who
live
in
your
community,
don't
know
what
to
do
when
they
see
somebody
experiencing
homelessness
or
in
a
crisis.
F
We
have
one
in
the
District
of
Columbia
where
I
live,
I
use
it
all
the
time
I
actually
used
to
take
the
phone
calls
back
earlier
in
my
career
I
used
to
take
the
phone
calls
on
the
hotline,
but
I
use
it
all
the
time
when
I
see
somebody
in
trouble
and
that
I
know
that
I
can
call
and
they
will
send
an
Outreach
team
out
to
to
enter
to
do
an
intervention.
If.
L
I
could
jump
in
for
one
sec.
One
of
the
I
think
important
developments
in
our
community-
that's
been
happening
in
real
time
is,
with
the
expansion
of
the
community
paramedic
programs
launch
of
their
our
new
outreach
program.
There
is
now
a
dedicated
number
that
can
be
called
in
just
those
situations.
I
don't
want
to
misstate
that
number,
so
maybe
someone
who
has
it
accurately
can
make
sure
it
gets
shared
out.
But
that's
that's
come
online
in
the
last
month
or
so
so.
I
didn't
even
know
well
yeah.
L
F
F
And
then
you
know
moving
through
this
list.
We
already
talked
quite
a
bit
about
increasing
your
crisis
response
or
emergency
shelter
capacity.
We
think
you
need
to
do
that
in
order
to
increase
flow
through
your
system,
and
we
would
we're
recommending
that
we
want
to
make
sure
that
you
can
meet
30
of
the
immediate
need
for
shelter
for
the
people
who
are
experiencing
unsheltered
homelessness
in
your
community.
F
We
talked
a
little
bit
earlier
about
access
points
and
coordinated
entry.
Coordinated
entry
was
envisioned
really
and
in
communities
where
coordinated,
coordinated
entry
works
the
best
really
envisioned
as
a
way
that
people
who
are
experiencing
homelessness
or
housing
instability
access
resources
in
your
system.
It's
a
triage
approach
to
ensuring
that
that
there
is
a
standardized
way
that
folks
are
assessed
and
there's
a
way
to
move
them
into
the
intervention
that
makes
the
most
sense
for
them
or
that
will
create
the
safety
they
need
for
for
their
immediate
purposes.
F
So
your
coordinated
entry
system
could
certainly
be
more
robust
and
our
recommendation
again.
This
is
a
building
block
of
your
system
to
begin
the
implementation
of
improvements
to
your
coordinated
entry
system
quickly
in
the
short
term
and
then
number
six
number
five
and
number
six
here
are
two
two
sort
of
projects
that
your
community
could
take
on
that
we
have
seen
other
communities
use
to
create
some
really
positive
momentum,
get
some
movement
through
your
system
and
to
and
to
really
show
the
public
that
that
progress
can
be
made.
F
So
the
first
is
to
create
what
we
call
a
high
utilizer
initiative,
and
that
means
developing
and
implementing
sort
of
a
housing
focused
pilot
for
re-housing,
let's
say
up
to
20
folks
who
utilize
a
lot
of
resources
within
your
system.
I
did
this
myself
when
I
worked
in
the
District
of
Columbia,
we
got
folks
together,
we
identified
20
or
30
people
in
our
system
that
were
cycling
through
jails
that
were
cycling
through
emergency
rooms
that
were
high
utilizers
of
shelter,
so
they
were
staying
in
shelter
for
very
long
periods
of
time.
F
All
of
that
costs
money
folks,
who
are
using
the
ambulance
system
quite
a
bit.
All
of
those
things
cost
cost
your
system
money,
not
the
homeless
system,
but
cost
your
your
taxpayers
money
so
to
Target,
20
or
30
high
utilizers,
and
really
create
a
path
for
them
to
be
rehoused
and
rehoused
as
quickly
as
possible
can
create
some
positive
momentum
within
your
community.
So
that's
one
of
our
short-term
recommendations
and
then
promoting
a
housing
Surge
and
what
we've
seen
again
in
other
communities
that
has
really
built
some
positive
momentum
and
created.
F
The
muscle
that
you
need
to
do
true.
Collaboration
within
your
community
is
to
do
something
like
a
hundred
day
challenge
and
here's
how
it
can
work
the
community,
the
COC
Board,
gets
together
and
says
in
a
hundred
days.
We
want
to
house
a
hundred
people,
you've
probably
heard
if
you
are
in
the
in
our
work.
F
You've
heard
other
communities
do
this,
so
our
goal
is
to
work
together,
figure
out
where
we
can
streamline
our
processes,
figure
out
how
we
want
to
use
our
resources
so
that
we
get
100
people
housed
in
a
hundred
days
and
then
the
community
Works,
towards
that
it
helps
you
create
again
sort
of
that
positive
momentum.
It
helps
people
who
really
are
in
need,
get
into
housing
and
the
services
that
they
want
and
need.
F
It
also
again
helps
you
build
that
muscle
of
coordination
and
collaboration
and
use
your
new
governance
structure
to
the
best
of
to
its
maximum
extent,
and
then
this
last
one
number
seven
is
really
about
taking
a
look
at
your
current
system
in
in
your
Supportive
Housing
units
that
are
already
online.
There
are
probably
people
in
those
units
that
don't
actually
need
the
really
intensive
intervention
that
it
was
created
to
provide
really
what
they
need
now
is
affordable
housing
with
some
light
supports.
F
So
who
can
you
who
can
you
work
with
to
move
into
a
regular,
affordable,
housing
unit
or
swap
out
their
subsidy?
How
can
you
be
creative
in
this
and
make
sure
that
they
have
the
support
that
they
need
in
terms
of
mainstream
services,
but
you're,
freeing
up
a
spot
for
somebody
else
who
actually
needs
the
Intensive
Supportive
Services
that
that
comes
along
with
those
Supportive
Housing
units?
F
F
What
I've
I've
noted
a
couple
of
times
now
that
some
of
your
data
has
gaps
in
it.
So
these
are
projections.
They
are
not
going
to
be
super
specific
costs
unless
otherwise
noted,
because
there's
a
little
bit
of
work
that
has
to
be
done
here
and
one
of
our
recommendations,
as
I
mentioned
earlier,
was
to
really
get
a
handle
on
what
resources
are
in
this
community
in
terms
of
funding.
F
But
you
know
we
can
see
that
adding
a
staff
person,
which
is
the
the
very
first
line
on
this
chart
in
Buncombe
County,
you
know
having
a
full-time
equivalent,
has
a
specific
cost
related
to
it.
It's
about
120,
a
hundred
to
125
000
for
the
county,
and
then
you
know
creating
the
subcommittees
and
work
groups
that
you're
going
to
need
in
order
to
move
forward.
F
There
are
some
there
are
some
costs
related
to
that
paying
people
for
their
time
where
it's
needed,
especially
people
with
lived
expertise,
making
sure
they're
compensated
for
their
expertise,
making
sure
you
have
meeting
space
or
Zoom
space
all
of
those
things
we.
We
estimate
that
at
somewhere
around
twenty
four
thousand
dollars
per
year.
F
We
also
know
that
you
need
to
improve
your
homeless
management
information
system
and
increase
coverage.
We
think
you
have
to
increase
coverage
by
four
organizations.
It's
not
a
huge
lift,
but
there
is
a
cost
related
to
that,
so
estimating
about
968
dollars
per
user.
If
you
know
you
have
five
people
in
each
of
those
four
organizations
using
the
hmis
on
a
regular
basis,
there's
a
there's
that
cost
related
to
that
and
then
increasing
your
shelter
and
temporary
housing
capacity.
F
We
again
are
recommending
60
shelter,
beds
for
single
adults,
non-veterans
25,
enhanced
shelter
beds
and
10
beds
for
families.
This
is
a
place
where
there's
some
gaps
in
terms
of
how
much
this
might
cost,
but
we
know
based
on
a
report
that
was
done
by
a
set
of
Consultants
I
believe
last
year,
that
for
non-congregate
facilities
it
costs
about
twenty
five
thousand
dollars
per
bed.
But
you
could
do
this
in
other
ways
to
get
them
up
and
running
more
quickly
and
at
a
lower
cost.
If
it's
not.
If
it's
a
congregate,
shelter.
F
We're
also
again
recommending
based
on
those
gaps
that
we
saw,
that
there
is
an
increase
in
Rapid
re-housing
and
permanence
Supportive
Housing
overall.
But
this
focuses
in
on
rapid
re-housing,
200
rapid
rehousing
slots
for
single
adults,
non-veterans
and
50
rapid
rehousing
slots
for
families
with
children
at
the
cost
per
per
unit.
So
eleven
thousand
dollars
per
adult
and
I.
H
Don't
know
what
that
says
to
you,
the
I,
guess
I'm
trying
to
understand
what
that
number
means,
because
I
can
tell
you,
the
city
and
the
county
and
Dogwood
have
funded
200
units
of
permanent
Supportive
Housing
and
we're
talking
about
millions
of
dollars.
So
what?
What
is?
What
is
that
is
that
an
operation
cost
assuming
you
already
have
the
housing
unit,
yeah.
F
H
And
so
I
guess
I'm
a
little
bit
concerned
about
you
know.
One
of
our
big
barriers
is
just
the
housing
itself,
the
actual
unit
itself
coming
online.
So
you
know
before
we
could
conduct
a
surge
or
something
like
that.
I
mean
the
major
challenge
would
be
to
identify
available
units
or
the
need
to
construct
a
dish.
Additional
additional
units,
yeah
I,
think
we're
kind
of
acknowledging
that
that's
an
assumption.
I.
F
Think
that's
right
and
those
acknowledgments
are
are
certainly
detailed
in
the
report
itself.
What
I
can
say
is
that
when
you're
doing
a
surge
like
this,
my
own
experience
is
that
when
you
do
a
surge
or
you're
increasing,
you
know,
units
that
are
available
for
for
a
specific
sort
of
community
benefit.
One
of
the
things
that
that
really
has
to
go
along
with
that
is
a
set
of
landlord
engagement
strategies.
F
H
J
And
I
was
going.
I
was
just
going
to
add
that
a
part
of
Rapid
rehousing
is
that
landlord
engagement
piece.
It
is
that
that
paying
for
rent-
that's
where
that
cost
comes
from.
That
also
is
that
wraparound
case
management
that
that
provides
that
housing
security,
but
in
in
the
report
we
didn't
go
into
detail
here,
including
some
of
the
like
specific
landlord
engagement
strategies,
whether
it's
other
models,
such
as
shared
housing,
there's
a
master
leasing
that
communities
with
with
tight
housing
markets
have
been
to
found
success
with
using
as
an
approach.
J
But
you
need
you
need
the
you
need
to
have
a
provider
to
do
it.
So,
even
if
we
don't
have
rapid
housing
that
we're
asking
maybe
a
case
management,
a
case
manager
at
a
shelter
to
do
like
landlord
engagement
outside
of
the
shelter
or
somebody-
maybe
Street
Outreach,
to
do
some
of
that
stuff.
So
rapid
housing
is
that
key
component
to
do
that
really
in
the
dirt,
in
the
in
the
weeds
landlord
engagement
to
really
find
those
landlords,
because
we
know
there's,
we
can't
just
say,
go
out
and
find
a
landlord
in
Asheville.
F
And
that
cost
is
inclusive
of
that
work.
Is
that
right,
Josh?
Yes,
that
was
a
great
question.
Thank
you,
madam
mayor,
and
then
we
also
talked
about
enhancing
your
street
Outreach
in
order
to
create
a
multi-disciplinary
team
from
scratch
that
usually
costs
about
six
hundred
thousand
dollars,
and
that's
not
what
we're
recommending
here.
G
I
have
a
question
about
hmis.
Yes,
so
I
know
we
may
get
into
the
weeds
a
little
bit
tomorrow
at
the
Hayak
meeting
and
retreat.
But
are
you
noticing
some
like
general
areas
of
weakness?
I
know,
there's
some
specific
concerns
around
protections
for
our
neighbors
experiencing
intimate
partner
violence.
So
what
are
some?
Maybe
some
tools
that
we
might
be
able
to
look
at
in
general
to
make
sure
that
we
have
accurate
data
while
still
providing
protections
for
our
most
vulnerable
people?
That's
right.
F
So
I'll
just
say
the
part
that
I
know,
which
is
that
your
system
coverage
is
really
not
high
enough
to
be
able
to
extrapolate
the
data
that
that
you
needed
to
make
really
accurate
decisions
about
what's
happening
in
your
system.
It
was
hard
for
us
to
understand
the
flow,
because
there
is
a
a
couple
of
large
providers
that
don't
participate
in
hmis,
so
the
the
first
priority
is
to
ensure
that
your
coverage
is
high
enough,
that
that
you
can
really
use
the
data
that
you
have
go
ahead.
Josh
so.
J
I
think,
just
just
generally,
we
there's
gaps
in
unsheltered
homelessness.
There
has
been
some
efforts
that
have
been
put
in
place,
but
they're
still
working
on
getting
getting
that
data
to
ensure
that
it's
you
know
clean
and
accurate.
That's
just
just
small
going
ta
with
which
is
going
to
be
tremendous
with
the
hiring
of
the
city
for
hmis
actual
person
who's
going
to
be
dedicated.
To
that
then
there's
just
getting
we
I,
don't
think
we
have.
We
don't
have
I
think
we
have
hmis
access
for
30
shelter
beds
in
the
community.
J
There
is
a
comparable
database
that
they
use
they're,
not
actually
not
allowed
to
use
the
hmis
system,
but
they
use
a
comparable
database
that
they
that
they're
able
to
work
within
the
system
and
get
numbers
as
needed
that
doesn't
that
doesn't
provide
any
personal,
identifying
information.
So
I
hope
that
answers
your
question.
Yes,.
F
L
L
I
know
so
one
thing
that
I
I
I
know
time
is
short
today,
but
I'd
like
to
just
flag
for
a
bit
of
conversation
and
then,
as
we
move
forward
with
any
action
plans.
Thinking
about
and
I
think
you
just
alluded
to
this
is
that
items
four
five
and
six
I
think
are
ones
that
we
both
have.
Real-Time
really
impactful
work
happening
on
right
now
that
are
responding
to
very
acute
critical
needs
in
the
community
and
that
I
I
would
love
to
see
us
figure
out.
L
That
I
mean
I
think
our
community
was
really
able
to
do
during
the
covid
pandemic
and
day
in
and
day
out
many
people
working
on
the
front
lines
of
this.
You
are
doing
that,
but
we
need
I.
Think
to
name
that
as
part
of
the
work
that's
immediately
in
front
of
us,
so
I
would
love
to
hear
thoughts.
You
have
about
how
communities
can
do
a
bit
of
that
both
hand.
L
L
L
Yeah,
that's
the
question.
I
also
have
the
phone
number
for
the
outreach
program
can
I
just
say
it
real,
quick
while
I
have
a
mic?
Okay,
this
is
the
community
paramedic
outreach
program
which
anyone
in
the
community
can
call
if
they
see
someone
who
needs
help
and
a
multi-disciplinary
team
will
respond,
and
the
number
is
828-575-6652.
F
What
I
will
note
is
that
I
think
that
this
is
actually
already
happening
in
your
community
around
code
purple
right
like
the
the
best,
the
the
best
example
of
how
to
of
how
to
do
things
in
parallel
rather
than
in
sequence.
Right
is
how
you
all
have
operated
and
implemented
code
purple
this
year,
which
was
an
increase
in
resources
and
a
a
change
in
the
way
that
the
community
collaborates
I,
that's
as
much
as
I
can
say
about
it,
so
I
would
ask
you
all
to
to
maybe
expand
on
that.
J
Yeah
I
mean
I,
think
the
the
the
primary
recommendation
is
that
Hayek
or
the
CRC
governance,
but
structure
should
be
the
planning
body
for
these
decisions.
That
can
happen,
and
with
that
and
we'll
talk
about
it
tomorrow
in
more
detail,
which
again
is
as
represented
some
great
great
Community
stakeholders,
but
really
really
working
to
create
a
clearly
the
defined
structure,
as
we
demonstrated
in
those
other
communities
early
early.
J
On
with
that
being
said,
we
have
a
COC
governance
structure
already
right
now
that
we're
gonna
we're
gonna
work
to
improve
and
kind
of
get
clear
decision
making
power,
but
I
would
say
we
can
work
on
those
goals
and
work
on
improving
the
COC
with,
but
still
using,
the
COC,
as
as
the
the
decision-making
body
I
think.
What
we're
trying
to
do
is
we
need
to
have
a
clear.
J
We
need
to
know
who's
doing
what
and
the
COC
board
should
be
the
decision-making
body
to
make
these
initiatives
happen
because
they
are
representative,
representative
of
all
Community
stakeholders
and
providers,
and
you
know
folks
who
have
you
know
all
different
levels
of
expertise
to
really
make
a
a
well-rounded,
rounded
decision
and
also
so
it
can
get
out
of
well.
This
is
the
city
this
made
this
decision
on
the
county
made
this
decision.
F
I
think
that
there's
always
a
balance
that
that
any
Community
has
to
strike,
especially
when
they're
redoing,
their
governance
between
urgency
and
those
those
other
structural
things
that
have
to
happen
and
you're.
You
all
are
going
to
have
to
find
that
balance,
but
I
think
your
point
is
well
taken
that
there
has
to
be
the
urgency
piece
to
it
too,
and
this
is
we
are
not
talking
about
sequential.
We
are
talking
about
parallel.
F
I
I
have
one
question
so,
in
terms
of
you
know
the
future
of
the
governance
of
the
according
care.
Are,
there
specific
you
know,
Are
there
specific
recommendations
about
like
perspectives
or
like
organizational
perspectives
or
areas
of
expertise
that
need
to
be
there
that
are
not
currently
there.
You
know
when
I
look
at
and
thank
you
to
everyone
who
serves
on
it
really
really
appreciate
it,
but
in
a
lot
of
ways
it
seems,
like
you
know,
there's
been
a
lot
of
good
thought
put
into
the
folks
who
do
serve
on
it.
I
Now.
You
know
you
look
at
who's
there.
It's
you
know
it's
people
who
work
with
the
leading
organizations
with
homelessness.
Is
you
know
legal
advocacy?
It's
the
medical
community,
it's
the
city
and
the
county
staff.
Housing
Authority
I
mean
it's
a
lot
of
the
kind
of
folks
that
you
think
well.
Those
those
folks
should
definitely
be
the
show.
So
what
are
the
like
specific
gaps
that
you
identified.
F
So
we
don't
actually
make
specific
recommendations
as
you're
suggesting
in
the
report.
What
we
are
suggesting,
though,
is
that,
because
the
city
and
the
county
are
the
only
two
entities
that
name
that
that
name
members
of
that
16
person
board,
it
doesn't
really
create
a
situation
where
there
is
shared
accountability,
because
it's
still
seen
that
only
the
city
and
the
county
are
are
putting
people
on
the
board
right.
So.
F
Usually
in
a
COC
governance
Charter,
it
actually
lays
out
all
the
different
types
of
folks
who
appoint
seats
or
have
seats
on
the
board.
So,
for
example,
let's
see
I
did
one
in
King
County
three
of
the
seats
were
ident,
their
their
board
was
much
bigger
than
16
seats,
so
I'll
I'll
just
give
you
a
couple
of
examples.
Three
of
the
seats
were
appointed
by
the
their
lived
experience
Coalition,
so
people
experiencing
homelessness
identified
three
people
who
were
on
that
two
were
identified
by
the
mayor.
F
Two
were
identified
by
the
County
Executive
a
university
partner.
The
University
of
Washington
had
one
seat
on
there.
They
decided
who
got
their
seat,
so
you
can
see,
and
then
there
were
I,
think
four
service
provider,
seats
and
service
providers
decided
amongst
themselves
who
took
those
seats
and
how
it
rotated.
M
As
a
follow-up
to
that,
this
is
a
place.
I'm
really
particularly
curious
about
the
governance,
because
I
think.
Ultimately,
the
governance
is
the
setup
of
how
the
power
flows
in
the
system
for
key
decision
making,
and
we
want
to
get
that
right
and
I
think
there
has
been
a
lot
of
great
work
done
already
and
a
lot
of
the
language
in
the
report.
Talks
about
the
board
should
not
be
situated
under
the
city
and
the
county,
and
one
of
the
examples
I'm
hearing
you
talking
about
of
that
right
now
is
who's
appointed.
M
J
Honestly,
no,
that's
that's
the
primary
we
mean
when
we
say
taking
it
from
outside
of
the
city
in
the
county
to
ensure
that
one
that
it's
it's
it
is
governed
truly
governed
by
the
COC
I.
Think
it's
a
little
bit
of
cloudiness
of
where
decisions
get
made
early
on
in
our
conversations
with
the
community,
we
said:
well,
how
are
these
recommendations
going
to
move
forward
and
there
was
a
pause
right
there.
Was
there
wasn't
a
clear?
What
was
it
was
this
conversation
with
the
city
council,
city
council
and
the
County
Commissioners?
J
Was
that
where
this,
where
this
ultimately
lies
and
it's
it's
unclear,
and
so
the
question
about
other
cocs,
we've
honestly
never
seen
another
COC
that
was
situated
like
this.
That's
that
it
points
only
from
the
city,
I
and
Anderson
a
little
bit
more
I
have
never
seen
another
COC
like
this.
So
it's
it's
not
it's
not
the
usual
way.
Cocs
are
structured
and
based
off
of
like
kind
of
those
examples,
either
the
community
stakeholders
right
like
there's
like
some
type
of
coc
membership,
which
we
need
to
get
to
as
well.
J
But
let's
we
have
we'll
talk
more
about
that
tomorrow
and
where
they
vote
folks
who
are
on
the
board
to
to
actual
government
govern
the
system
or
there
are
like
some
appointed
seats
based
off
of
where
they're
at
like
hospital
or
or
Behavioral
Health.
So
so
there
always
will
be
representation
from
diverse
stakeholders
in
the
community.
J
So
there's
those
are
some
of
the
things
that
the
that
the
COC
governance
right
now
will
need
to
work
through
and
think
through
how
out
what
that
looks
like
moving
forward
because
they
all
ultimately
have
the
power
to
you
know,
reclassify
kind
of
what
the
governance
structure
looks
like
and
we'll
again
we'll
talk
more
about
what
that
looks
like
in
HUD,
as
Ann
said
mentioned
earlier:
they
they
don't.
They
don't
put
everything
as
far
as
you
need
to
do,
XYZ
because
they
want
to
create
flexibility
for
the
community.
J
M
Have
a
one
more
follow-up
on
that
that
makes
sense
I
understand,
thanks
for
giving
that
detail.
I
think
you
know
if
we're
talking
about
decision
making,
Power
Authority
all
that
it
also
makes
me
curious
about
the
funding
and
resource
flow
right.
So
if
we
say
I'm
in
charge,
but
I
have
no
resources.
Is
that
still
the
amount
of
ownership
leadership
that
is
necessary?
So
could
you
talk
a
little
bit
about
in
some
of
these
models?
M
F
Sure
so
by
regulation
and
by
Statute,
the
Continuum
of
Care
Hayak
in
this
case
actually
is
the
controller
of
the
COC
funding
which,
in
your
community,
is
just
shy
of
1.9
million
dollars.
So
they
they
have
the
authority
from
HUD
to
make
decisions
about
that.
1.9
million
dollars
then
usually
in
these
situations,
then
the
city
or
the
county
or
the
state,
depending
on
how
it's
set
up,
also
still
maintain
the
authority
that
their
budgetary
and
fiduciary
Authority
that
they
have.
F
But
the
coordination
around
the
use
of
those
Federal
resources,
alongside
state
and
local
resources
or
philanthropic
resources
has
a
place
to
sit,
and
that
places
the
Continuum
of
Care
board
so
that
things
are
really
done
in
true
collaboration
and
when
decisions
are
made,
they
are
carried
out
through
all
of
the
different
parties.
So
you
know
how
that
could
look.
Is
you
know?
F
We
are
short
X
number
of
Supportive
Housing
units,
County
you're,
going
to
provide
the
services
that
go
with
those
units,
City
you're,
going
to
provide
some
of
your
cdbg
or
home
dollars
in
order
to
construct
those
units.
The
Continuum
of
Care
is
going
to
support.
You
know
the
coordinated
entry
or
services
or
hmis
that
that
go
along
with
those
units,
so
it's
really
the
place
where
those
decisions
sit
and
how
they're
carried
out
it
doesn't
take
away
anybody's
fiduciary
responsibility.
I
guess
is
what
I'm
trying
to
say.
Thank
you.
G
Have
you
seen
some
models
where
we
should
watch
out
for
making
sure
we
have
a
certain
percentage
of
people
with
lived
experience
at
the
table
like
where
what
is
something
to
watch
out
for
so
that
folks
aren't
overwhelmed
by
the
amount
of
others
at
the
table.
It
makes
it
hard
to
make
recommendations
or
get
work
done.
Yeah.
F
We
certainly
can
provide
some
insights
around
how
to
make
sure
that
and
I
know
that
when
I
was
a
deputy
assistant
secretary
I
was
always
staffed.
I
I
would
imagine.
Most
of
you
are
staffed
to
to
take
part
in
these
kinds
of
discussions.
So
I
think
that
the
idea
of
making
sure
that
people
with
lived
expertise
have
the
knowledge
and
the
support
that
they
need
to
help
make
the
good
decisions
that
need
to
be
made
in
this
community.
H
H
Think
probably
that
may
be
one
reason
why
the
COC
is
currently
housed
with
the
city
I
mean
because
we're
if
we
were
to
I
think
it
would
be
really
interesting
to
explore
a
model
where
they
break
free,
they're
their
own
entity,
but
we
I
but
I'm
having
a
hard
time
understanding
how
that
that
structure
gets
support
to
be
able
to
carry
out
all
of
its
work.
Sure.
F
And
I
think
that
you
actually
have
to
separate
a
little
bit
the
the
function
of
the
collaborative
applicant,
which
is
what
the
city
does
right
now
and
all
and
what
they
are
funded
by
Hud
to
to
do
and
what
those
responsibilities
are
and
where
the
decision
making
for
your
system
sits.
So
in
a
lot
of
communities,
those
those
two
things
are
tied
together,
because
the
collaborative
applicant
does
have
some
funding
to
to
support
the
COC
board.
Make
sure
meetings
happen.
Make
sure
minutes
are
posted.
F
F
Sure
so
the
collaborative
applicant
really
is
in
Hud's
in
Hud's
eyes.
The
the
organization
or
entity
that
submits
the
funding
application
to
HUD
every
year
and
a
funding
application
to
HUD
is
not
a
simple.
It's
not
a
simple
document.
It's
not
you
know
a
two-page
document.
It
usually
includes
submitting
the
plan
submitting
your
performance
metrics,
submitting
all
the
point
in
time,
data
that
happens
through
that
collaborative
applicant.
It's
really
the
administrative
entity
that
carries
out
the
the
submission
function.
That's
how
HUD
envisions
the
collaborative
applicant
itself.
F
G
I
have
a
question
about
our
Guiding
Light
or
North.
Stars
is
named
here
is
to
reduce
unsheltered
homelessness
by
50
in
two
years
and
the
recommendations
you've,
provided
it
would
be
perhaps
easy
to
get
Community
Support
to
do
something
like
the
surge
that
sounds
exciting
and
we're
going
to
work
together.
We're
going
to
do
one
of
the
recommendations.
Have
you
seen
any
things
that
we
should
watch
out
for
cautionary
tales?
If
we
don't
follow
the
recommendations.
F
F
What
I
would
say
is
that
a
lot
of
community
there's
a
lot
of
steps
here
and,
and
it's
the
reason
that
why
why
we
pulled
out
eight
key
priorities
that
we
think
can
really
help
move
the
needle
and
create
some
momentum
and
I.
Don't
have
a
crystal
ball
to
tell
you
what
happens
if
you
you
know,
if
you
decide
to
do
nothing
but
I,
think
that
you
know
I,
don't
hear
from
your
community
that
that's
really
an
option.
G
M
F
H
And
we
want
to
thank
you
very
much
for
for
you
for
you
and
Josh
and
for
all
the
work
you've
done
already
and
all
the
work
you're
going
to
do
because
I
know
you're
going
to
be
back
here
tomorrow,
working
with
Hayak.
So
we
appreciate
that
and
I
think
we're
going
to
hear
from
Emily
ball
next
with
the
city
of
Asheville
to
help
bring
us
to
a
close
for
today.
Just
for
today,
Emily
you
want
to
stand
up
there.
You
don't
want
to
stand
up
there.
No
I'd.
E
I
I
want
to
again
say
thanks
to
Ann
and
Josh,
for
this
presentation
over
all
the
time
they've
spent
with
our
community.
We
have
identified
some
next
steps
for
the
city
and
county,
as
well
as
the
homeless
initiative
advisory
committee,
which
you've
heard
a
lot
about
today,
Hayak,
which
is
our
Continuum
of
Care
board.
E
So,
first
in
the
for
the
city
and
county
as
the
collaborative
applicant
for
the
Continuum
of
Care,
which
is
currently
the
city
of
Asheville,
our
homeless
strategy
division
staff
will
be
working
with
Hayak
to
evaluate
the
recommendations
and
develop
action
plans
which
will
likely
include
specific
requests
of
both
the
city
and
the
county.
But
again
as
you've
heard
that
that
planning
work
really
intended
to
happen
through
the
Continuum
of
Care
board.
E
E
City
and
county
staff
are
also
expected
to
participate
in
a
Continuum
of
care-led
work
group
to
develop
an
encampment
resolution
strategy.
Again,
as
you
saw
in
the
recommendations,
we
do
anticipate
that
the
city
and
county
should
anticipate
increased
funding,
requests
to
support
the
Continuum
of
Care's
implementation
of
recommendations
and
also
that
County
leaders
would
be
pursuing
a
budget
process.
E
Evaluation
of
the
recommended
additional
staff
position
for
the
homeless
initiative
advisory
committee,
Josh
and
Ann
will
be
spending
tomorrow
in
this
room
again
with
us,
with
with
Hayak,
for
a
retreat
to
really
deep
dive
into
the
recommendations.
Unpack
those
a
bit
further
and
then
Hayek
will
be
looking
to
develop
a
transition
plan
to
build
out
the
Continuum
of
Care
structure.
E
As
you
heard,
Josh
say
that
is
a
Hayak
driven
process
and
decision-making
process
to
fully
build
out
that
Continuum
of
Care
structure
and
to
evaluate
and
pursue
action
plans
to
implement
the
recommendations
and
then
also
expecting
that
Hayek
will
be
working
with
city
and
county
staff
to
identify
a
process
to
update
you
all
city
and
county
leaders.
On
that
transition,
planning
action
planning
on
progress
and
on
needs.
H
H
You
know
what
what
we
need
to
do
to
to
move
towards
the
sacramentation
about
a
COC
that
can
be
be
and
do
all
the
things
that
we've
heard
about
today
in
this
presentation
and
work
to
bring
our
community
together
effectively
to
address
this
crisis.
So
thanks
in
advance
and
also
retroactively
for
all
the
things
that
you've
been
doing.
I
know
the
city
and
the
county
very
much
appreciate
it.
H
L
H
Use
hopefully
that
Jasmine
will
give
us
as
soon
as
we
have
that,
but
but
I
do
think
right
now
our
community
paramedic
system
is
tied
in
with
our
911
system,
so
there,
so
it
is
possible
to
call
9-1-1
and
if
you,
if
you
feel
there's
a
situation
you're
looking
at
that
the
community
paramedics
may
be
able
to
address.
So
that's
my
understanding
declare
not
your.
C
H
And
you
know,
as
the
last
couple
of
years
have
sort
of
unfolded
and
we've
all
gotten
a
chance
to
meet
with
different
folks
and
learn
about
different
programs.
It
it.
You
get
a
couple
of
things
that
strike
you.
One
is
there's
a
great
need
for
collaboration
and
communication,
but
that
there
is
an
overwhelming
desire
to
serve
the
community
in
so
many
different
ways
and
we're
lucky
in
Asheville
to
have
that.
D
I
D
What
seems
most
critical
here
today
and
as
our
friend
who
shared
what's
worse,
homelessness
or
spiritual
death,
is
that
we
have
to
continue
to
listen
to
those
voices,
because
I
do
believe.
Asheville
is
at
a
moment
of
spiritual
death
as
a
pastor,
and
we
have
to
listen
to
these
voices
and
we
have
to
prioritize
the
folks
who
are
in
proximity
with
these
voices,
because
if,
if
data
is
our
aim,
it
will
disappoint
us.
But
these
lived
realities
with
this
data
can
really
change
for
the
future.