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From YouTube: Public Safety Committee
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now
I'll
go
through
and
introduce
all
the
committee
members
and
staff
who
are
participating
virtually
just
give
a
quick
hello,
councilwoman
sandra
kilbourne
good
morning,
councilwoman
kim
rony,
hello
city
manager,
deborah
campbell
hello
city
attorney,
brad,
branham,
hello,
everyone,
police,
chief,
david
zack
good
morning,
fire
chief
scott
burnett
good
morning,
division
chief
of
emergency
management,
jeremy
knighton
good
morning.
B
All
right!
That's
everybody!
Now
I'll
go
on
to
public
comment
staff.
Do
we
have
anybody
in
a
speaker
cube.
B
B
D
Thank
you
vice
mayor
several
of
our
last
public
safety
meetings.
We
we've
talked
quite
a
bit
about
violent
crime
in
asheville
and
particularly
gun
violence,
and
during
the
course
of
those
discussions,
we've
we've
talked
about
developing
a
more
robust
gun,
gun
or
group
violence
intervention
strategy.
D
So
I
what
I
was
asked
to
present
today
was
to
kind
of
outline
what
some,
what
a
strategy
like
that
would
look
like,
and
also
some
of
the
other
cities
that
that
we've
looked
at
to
see
where
they've
been
able
to
make
progress.
So
that's
what
today's
presentation
is
all
about.
So
first
slide,
please.
D
So
our
key
takeaways
today
is
that
group
group
violence
intervention
intervention
strategies.
They
are
not
new.
Of
course,
we've
shown
data
several
times
now
that
asheville
has
experienced
a
rise
in
gun
related
crime
and
that
we
have
at
apd
made
the
reduction
of
gun
violence
a
priority.
But
of
course
we
need
more
help.
D
D
Next,
please,
we've
shared
these
statistics
before,
but
we'll
just
quickly
go
over
them
again
and
you
can
see
from
2018
to
2020.
We
saw
a
significant
increase
in
gun
discharge
calls
in
our
city
and
in
2021.
For
the
first
time
in
the
last
four
years,
we
actually
started
to
see
a
reduction,
a
16
reduction
in
gun,
gun
discharge
calls
in
2021
compared
to
2020.
So
that
was
some
good
news.
D
D
Gunshot
victims
again,
we
saw
45
people
were
injured
by
gunshot
in
2020
and
we
saw
a
31
reduction
in
2021
where
that
number
dropped
to
31.
So
we
were
very
pleased
to
see
for
the
first
time
in
several
years
we
were,
we
were
able
to
work
diligently
to
get
those
numbers
of
gunshot
victims
down.
D
Next,
please,
year
to
date,
unfortunately,
between
2021
and
2022,
we
have
seen
a
slight
increase.
So
of
course,
we're
very
very
concerned
about
that.
Next,
please.
D
When
we
look
over
the
last
five
years,
the
city
averages
9.4
homicides
per
year.
What
we
found
is
between
2017
and
2021.
A
firearm
was
used
in
74
percent
of
the
homicides
committed
32
percent
of
our
homicide.
Victims
were
offenders
in
previous
firearm
incidents,
so
that's
a
very
important
correlation
to
make,
but
also
that
drugs
play
a
major
role
in
the
homicides
that
we've
seen
over
the
last
five
years
in
2022,
we've
had
four
homicides:
three
of
those
involve
the
use
of
firearms.
D
D
D
Next,
please
so,
as
I
said,
your
violence
interrupt
violence,
interruption
strategies,
there's
a
lot
of
research
out
there.
There's
a
lot
of
cities.
Who've
experienced
significant
success.
D
These
are
some
of
the
ones
that
we've
been
looking
closely
at
to
possibly
model
a
strategy
for
our
city,
but
also
there's
a
number
of
think
tanks
out
there
with
a
significant
amount
of
research
as
to
what
can
possibly
bring
success.
D
That's
out
of
john
jay
college
in
new
york.
So
those
are
some
of
your
police,
think
tanks
and
when
you
look
at
these
think
tanks,
what
you
and
the
information
and
the
research
that
they've
done
is
that
the
strategies
that
they
suggest
and
the
ones
that
they've
they've
researched
and
developed
they're
very,
very
close
in
design
and
in
concept.
D
But
it's
important
to
build
community
trust
and
engagement,
which
can
help
ensure
that
community
members
will
tell
police
what
they
know
about:
gun,
violence
and
gun
offenders
and
we've.
We
have
seen
even
significant
results
here
in
nashville,
especially
with
our
tip
four
one.
One
help
tip
line
that
has
provided
a
number
of
leads
on
a
number
of
these
cases.
D
A
We
lost,
let
me
try
a
re-sharing,
I'm
not
sure
what
happened.
Okay,
it's
up
there
now
give
me
one.
Second.
D
Okay,
great
so
again,
the
council
on
criminal
justice,
their
violent
crime
working
group
pretty
much
the
same
conclusions
identify
violent
groups,
open
lines
of
direct
and
respectful
communication
with
those
groups.
They
suggest
establishing
clear
community
norms
against
violence,
but
there's
got
to
be
meaningful,
meaningful
support
to
keep
group
members
safe
alive
and
out
of
prison.
That's
our
goal
with
strategic
sanctions
as
a
last
resort.
If
and
when
groups
continue
violence
so
not
very
far
off
the
perf
recommendation.
D
Community
members,
with
moral
authority
over
group
members
deliver
a
credible
moral
message
against
violence,
that
law
enforcement
put
groups
on
prior
notice
about
the
consequences
of
further
group
involved.
Violence
for
the
group
as
a
whole,
but
there
has
to
be
social
service
and
outreach
providers
that
make
a
genuine
offer
of
help
for
those
who
want
it.
D
So
all
of
these
strategies
and
all
of
these
cities-
the
information
that
the
research
groups-
it's
all
very,
very
similar
next,
please
so
what
we
need
to
do
focus
deterrence,
that's
the
apd
end,
that's
what
we're
primarily
responsible
for,
but
to
implement,
focused
deterrence.
It's
very
important
that
we
provide
proper
training,
close
supervision
and
balance.
We
don't
want
neighborhoods
to
feel
that
we're
using
these
over
broad
policing
strategies
that
we're
occupying
neighborhoods,
so
there's
got
to
be
a
balance
there
in
how
we
and
how
we
work.
D
D
Next,
please,
community
trust
is
key,
but
it's
not
just
the
police
department.
This
has
got
to
be
a
city-wide
plan.
There
has
to
be
funding,
for
example,
in
portsmouth
in
richmond,
virginia
they're,
actually
paying
people
to
go
into
the
community
and
act
as
violence
interrupters.
So
that's
important.
There's
also
must
be
anti-workforce
development,
where
we
have
to
not
only
you
know
once
we
intercede
or
we
identify
potential
victims
of
gun
violence,
we've
got
to
provide
them
with
alternatives
other
than
just
enforcement
or
other
than
just
a
warning.
D
Our
messaging
has
got
to
be
clear
that
we're
not
looking
to
make
arrests.
That's
not
our
goal,
we're
trying
to
prevent
violence
and,
as
I've
already
said,
overboard,
policing
approaches
that
fail
to
focus
on
the
most
dangerous
people,
places
and
offenses
are
less
effective
and
more
likely
to
create
unintended
harm.
So
those
policies
are
those
approaches.
You
know,
stop
question
and
frisk
saturated
patrols,
highway
interdiction.
D
D
We
have
to
be
willing
to
share
information
with
the
community
on
high-risk
persons
and
locations,
so
violence
and
eruption
can
take
place
and,
and
I've
expressed
to
a
number
of
community
leaders
that
apd
is
more
than
willing
to
share
that
information
and
to
work
and
try
again
to
get
to
potential
victims
of
gun
violence
prior
to
the
trigger
being
pulled.
That's
our
goal.
D
Next,
please
so,
who
would
be
those
community
messengers
in
in
many
cases
in
other
cities
they
proved
to
be
parents
of
murder,
children,
people
with
lived
experiences
in
the
criminal
justice
system,
people
with
credibility
within
the
community,
but
also
our
social
service
providers?
Who,
when,
when
we
go
to
have
that
notification,
we
go
to
have
that
sit
down
again.
It
can't
be
just
a
warning
that
you
know
if
you
continue
you're
going
to
go
to
jail,
we
have
to
provide
in
it
an
alternative
and
those
alternatives.
D
What
was
interesting
is
we've
reviewed,
the
gun
group
violence,
intervention
strategy
in
philadelphia
that
when
they
went
and
spoke
with
those
potential
victims
of
gun,
violence
and
83
of
those
cases,
employment
was
requested
as
as
as
a
possible
strategy.
That's
what
people
were
looking
for.
More
than
anything
was
another
opportunity
with
employment.
D
So
again,
if
we're,
if
we're
going
to
prevent
violence,
we
have
to
know
who
those
potential
victims
and,
in
some
cases
who
those
offenders
are
most
likely
to
be
and
again
we
do
that.
A
collective
assessment
with
the
with
apd
probation
in
the
district
attorney's
office
to
really
assess
the
level
of
risk
that
one
might
have
to
be
a
victim
of
gun,
violence.
D
D
We
know
that
the
same
weapon
is
frequently
used
in
multiple
gun
crimes.
The
technology
has
made
it
easier
for
us
to
connect
weapons
to
multiple
crimes.
We've
already
done
that
in
many
instances,
and
just
the
importance
of
ballistic
evidence
in
supporting
the
successful
prosecution
of
an
investigation.
In
addition,
apd
has
expanded
our
number
of
forensic
technicians.
D
We
have
two
more
starting
this
week,
which
again
will
just
aid
us
in
investigation,
giving
us
more
time
at
the
crime
scene,
and
you
know
where
we
can
hopefully
build
a
better
case,
collect
more
evidence
and
document
as
good
as
possible,
which
always
helps
when
we
get
to
a
prosecution.
So
all
extremely
important.
D
Next,
please
so
again,
strategies
are
not
new.
There's
a
lot
of
evidence
out
there
there's
a
lot
of
cities
that
have
had
significant
excess.
We
believe
we
can
be
one
of
them,
although
we
have
had
a
rise
in
gun
related
crime.
We
are
starting
to
see
some
results
from
the
action
that
we
that
that
we
have
taken.
But,
of
course
we
need
more
help
and
really
the
next
step
now
is.
D
We
need
to
get
greater
community
involvement
and
be
far
more
proactive,
so
we've
done
a
reasonable
job
after
the
fact
after
the
trigger's
been
pulled,
but
now
we've
got
to
develop
that
strategy
and
work
that
plan
to
get
to
these
individuals
where
potential
victims
before
the
trigger
is
pulled.
So
that's
really
the
next
step
in
the
strategy
that
we
want
to
move
forward
with.
C
Sandra
you
can
go
ahead
good
morning,
chiefs,
zach.
First
of
all,
I'd
like
to
thank
you
all
very
much
for
this
very
informative
report,
because
a
lot
of
the
things
that
they
have
talked
about
here
are
things
that
I've
always
felt
was
needed.
In
fact,
the
pathway
for
these
young
boys
are,
in
the
street
a
pathway
to
employment
to
be
able
to
take
care
of
their
families.
C
That
is
what's
most
important.
I've
talked
to
a
few.
Actually,
members
of
my
family
actually
has
been
imprisoned
for
drugs
and
things
like
that,
and
basically
they
all
shared
with
me
sandra
once
I
got
myself
together
and
got
a
job,
and
I
was
able
to
take
care
of
myself
and
my
family.
C
I
think
that's
the
I
I
love
it
and
I
appreciate
the
effort
that
you
put
in
this
and
hopefully
we
can
implement
it
and
make
some
improvements
within
the
city.
Thank
you.
D
Yes,
and
and
many
of
these
cities
report,
you
know
anywhere
from
20
to
40
percent
reduction
in
gun
violence
when
strategies
such
as
this
are
implemented.
And
again
you
know,
as
I
said,
law
enforcement
can
only
do
so
much.
You
know
we
don't
want
to
engage
in
scared
straight
that
that's
not
effective.
D
It's
part
of
the
message,
but
it's
not
an
effective
overall
strategy,
but
there
has
to
be
those
other
alternatives
that
we
offer.
We
can't
just
walk
in
and
say
if
you
continue
you'll
be
arrested,
there
has
to
be
an
alternative
that
we're
offering,
but
also
you
know
you
learn
more
often
than
not,
that
the
police
aren't
the
most
effective
messenger
of
that.
D
And
especially,
you
know
the
younger
the
individual
is
so
we
need
the
proactive
approach,
but
apd
can't
go
it
alone.
It's
important
that
we
build
trust,
and
I
think,
when
you
see
our
clearance
rates,
that
we
have
had
a
significant
amount
of
success
in
clearing
cases.
That
only
comes
that.
That's
only
possible
when
you
have
an
involved
community
who's
willing
to
help
us
and
we've
seen
that
post
investigation.
D
But
now
we
need
to
see
it
upfront
and
prevent
the
violence
in
the
first
place.
But
again
apd
is
not
the
best
messenger.
That's
where
we
need
that
community
involvement
and
we
need
to
find
those
community
partners
and
again,
there's
there's
cities
out
there
that
are
actually
employing
individuals
to
do
that
work,
and
I
think
that
is
something
we
definitely
need
to
explore.
B
Chief
we've
had
conversations
before
about
forming
groups
to
go
out
in
a
community
and
get
ahead
of
gun
violence,
but
it
seems
like
we.
We
hit
some
points
of
disappointment
because
these
groups
were
working
to
have
some
type
of
autonomy
from
apd.
Is
there
any
design
in
these
different
think
tanks,
where
you
see
that
when
you
see
that
nuance,
where
they're
kind
of
working
in
concert
but
but
have
some
autonomy,
so
they
as
community
partners
and
community
leaders,
don't
lose
credibility
in
the
community.
D
Yeah
I've
I've
seen
yeah,
there
are
models
where
maybe
perhaps
violence
interrupters
work
outside
of
the
police
department
and
then
there
there
is
sort
of
a
partnership.
But
again
you
know:
what's
what's
the
balance
in
in
in
some
of
these
cities
that
we've
looked
at
and
these
are
the
biggest
cities
in
the
country
with
the
most
gun,
violence
kind
of
the
co-responder
thing
seems
to
work
well
where
the
police
are
sharing
the
intelligence.
D
D
But
there
has
to
be,
and
that's
where
research
comes
in,
what's
most
effective,
we
can
try
anything
and
see
if
it
works,
but
whoever
we
work
with
has
to
produce
a
result
and
if
that
result
is
not
taking
place.
Well
then,
we've
got
to
you
know,
reinvent
the
strategy
again,
so
we're
open
to
anything,
but
we
have,
but
I
don't
think
a
successful
program
would
be
no
involvement
of
the
police
and
no
involvement
in
the
community.
D
I
I
don't
see
a
ton
of
research
where
that
has
been
successful.
There
may
be
outliers
out
there,
I'm
not
aware
of
who
they
are,
but
you
know
what
we've
looked
at.
These
are
the
major
think
tanks.
These
are
the
major
cities,
and
this
is
what
they
do,
and
this
is
how
they
have
had
success.
If
we
want
to
try
and
outlier
strategy.
Well,
then
so
be
it
but
you're
still
if
the
police
are
going
to
share
information,
it
will
be
with
someone
who
we
trust.
B
No,
no,
I
know
I
get
that,
but
when
you
pose
a
question
that
came
from
these
think
tanks
like
what
brings
the
most
success
and
in
our
efforts
so
far,
you
know
that
has
been
a
major
block.
You
know
folks
are
like
you
know.
I
want
to
get
involved.
I
don't
want
to
help,
but
sometimes
they
don't
know
exactly
how
to
so.
I
was
thinking
about
before
before
this
presentation.
B
You
know
miss
campbell
if
they're
deborah,
if
there's
an
opportunity
for
the
equity
and
inclusion
office,
they
have
some
very
unique
capabilities
in
that
office.
If
they
can
kind
of
liaise
this
process,
because
it
seems
like
we,
I
agree
with
you
chief,
it
can't
be
complete
autonomy
because
I
mean,
what's
the
benefit
of
that,
I
mean
that
you
know
you
all
will
probably
be
working
against,
but
I'm
trying
to
figure
out
how
we
can
make
this
work
where
people
feel
like
they're
working
autonomously
within
the
community,
continuing
their
credibility
for
the
bottom
line.
B
E
Thank
you
vice
mayor
for
that
question
chief.
You
may
want
to
talk
about
the
work
that
the
collaboration
that
you
are
having
with
the
equity
and
inclusion
department
and
vice
mayor
again,
you
are
absolutely
correct
in
terms
of
we
have
some
very,
very
unique
and
experienced
individuals
in
equity
and
inclusion,
and
they
are
black
males
which
helps
us
address
some
of
the
issues,
particularly
in
black
and
brown
communities,
and
so
chief.
E
You,
you
may
want
to
talk
about
this
as
well
as
chief
burnett,
is
having
a
lot
of
good
success
in
working
with
with
the
new
equity
and
inclusion
employees
on
hiring
and
all
kinds
of
things.
So,
chief
I'll
turn
it
over
to
you.
D
I
was
definitely
having
trouble
just
because
of
staffing
issues
and
in
bandwidth
issues
here
at
the
pd
and
even
getting
our
lights
on
program
started
and
we
went
directly
to
equity,
inclusion
and
marcus
and
his
crew
went
right
to
work
and
they're
getting
that
program
off
the
ground
for
us,
so
we're
ready
to
roll
that
out
in
earnest
very
very
quickly,
but
had
it
not
been
for
equity
inclusion
that
wouldn't
have
happened
so,
and
this
is
also
a
discussion
that
we
have
had
that
you
know
we
and
of
course
they're
new
to
the
city
and
they're
getting
their
feet.
D
You
know
wet
as
well
right
now
and
kind
of
getting
the
ins
and
outs
of
asheville.
Of
course
it's
taken
me
two
years
to
do
that,
but
I
think
they're
going
to
move
a
lot
quicker
because
they're
not
dealing
with
the
pandemic.
So
that's
going
to
be,
I
think,
a
huge
asset
for
us
and
again
we
we
formed
a
very
strong
relationship
very
early
and
I
think
we're
going
to
be
able
to
work
together
and
there's
no
question.
D
I
think
they
will
be
of
great
assistance
to
us
in
identifying
community
members
who
truly
want
to
help,
not
those
who
say
they
want
to
help
those
who
truly
want
to
help,
because
I
think
we've
had
some
folks
who
early
on
said
they
were
willing
to
help,
but
then
backed
away
later.
So
I
think
you
know
working
together
as
a
city,
not
just
within
the
police
department,
but
having
other
folks
that
we
can
assist,
who
can
assist
with
the
messaging
and
assist
with
the
outreach.
E
E
I
mean
there
are
a
number
of
things
that
we
think
when
our
departments
collaborate,
that
we
can
support
one
another,
and
we
know
that
this
is
an
issue
that
has
to
be
addressed
by
by
our
entire
organization,
not
just
apd
and
not
just
the
city.
We
need
also
the
county
to
to
support
us
absolutely.
B
I
have
another
question
or
comment
I
believe.
Last
year
we
received
a
notice
that
six
individuals,
six
or
seven
individuals
in
our
community
were
identified
as
felons
who
were
carrying
guns
and
it
was
a
proactive
thing.
I
think
it
was
under
project
safe
neighborhoods
and
I
started
to
look
a
little
further
into
project
safe,
neighborhoods
and
discovered
that
they
deal
they
deal
directly
with
gun
violence
interruption
as
well
as
reentry
and
more
preventative
strategies.
B
So
I'm
wondering
how
we're
how
we're
utilizing
you
know
other
arms
of
grants
and
programs
to
stand
up
a
program
around
re-entry
and
prevention,
because
I
think
we
all
agree
that
social
mobility
and
economic
mobility
as
councilwoman
kilgore
was
stating
is
the
root
cause
of
a
lot
of
this
stuff.
So
are
we
doing
our
root
cause
work.
D
Again,
I
mean
you
know
the
police
department's
primary
role
is
enforcement,
but
we
have
been
in
touch.
D
I
was
just
I
just
returned
from
boston
where
I
was
able
to
sit
down
with
bja,
and
you
know
talk
about
grants
not
only
for
programs
that
might
assist
with
houselessness,
but
also
programs
for
gun
violence
reduction,
so
bureau
justice
assistance
is
going
to
be
involved
and
we
actually
talked
about
bringing
them
out
here
and
maybe
outlining
some
framework
for
us
to
work
off
of
so
yeah
we're
not
looking
to
go
it
alone,
we're
exploring
all
avenues,
and
of
course
you
know,
as
I
said
in
the
presentation,
funding
is
key
and
there
is
significant.
D
There
are
significant
dollars
out
there
to
assist
and
to
help
us
build
the
framework
out.
But
at
some
point
you
know
we
can
have
all
the
money
in
the
world,
but
then
we
need
the
human
assets
to
execute
the
strategy,
and
I
think
you
know
if
we
can
find
and
identify
those
human
assets.
D
I
think
the
funding
and
so
forth
that
we
put
forward
for
this,
whether
it's
funding
that
comes
directly
from
the
city
or
from
other
sources.
I
think
will
be
very,
very
successful.
It's
just
a
question
of
now:
we've
got
to
get,
we
we've
got
to
get
the
butts
in
the
seat
and
and
that's
what
we're
working
on
now,
but
grants
and
funding
are
something
we're
we're
always
continually
looking
at
and
exploring.
B
And
if
I
say
oh
just
a
question
when
you
say
human
s,
that
you're
meaning
departmental
staff,
all
right.
D
You
know
whether
you
know
in
some
cities
they're
paid
in
some
cities-
they're
volunteered
you
know,
but
but
they're
community
members
who
want
to
act,
be
active
who
want
not
just
to
talk
the
talk
but
to
walk
the
walk,
and
we
need
to
find.
I
know
they're
here,
I
know
they're
here
and
we
we've
just
got
to
identify
them
and
figure
out
how
we're
going
to
work
together
and
what
that
would
look
like
and,
of
course,
we're
open
to
any
suggestion.
D
But
we
have
to
get
started
and,
like
I
said,
we
can
have
all
the
money
in
the
world,
but
but
if
we
don't
have
the
people
who
want
to
assist
and
want
to
work
towards
this
common
goal,
I
think
we'll
you
know,
our
enforcement
effort
will
only
go
so
far
and
all
we'll
be
doing
is
arresting
people,
and
that
should
not
be
the
final
solution.
That
should
be
the
last
resort.
E
And
and
vice
mayor,
I
was
just
going
to
add
that
both
myself
and
the
mayor,
as
well
as
chief
zach,
serve
on
a
group
called
the
justice
resources
advisory
council
and
we
meet
monthly
and
there
has
been
a
strategic
plan.
That's
been
developed
and
the
membership
is
intergovernmental
and
we
even
have
judges
on
on
this
advisory
group
that
are
looking
at.
E
How
do
we
do
that
intervention
and
that
community
outreach
in
order
to
obviously
we're
just
trying
to
intervene
and
prevent
people
from
being
harmed,
as
well
as
to
build
their
capacity
as
it
relates
to
being
self-sufficient?
E
B
I'm
sorry
I
wanted
to
go
next
because
I
know
chief
and
some
other
departmental
heads.
They
sit
at
a
lot
of
tables.
You
know,
and
I
think
we
we
continue
to
get
hit
with
this
same
block.
People
say
they
want
to
help,
but
they
don't
follow
through
or
you
know,
our
people
don't
have
the
capacity
to
actually
handle
the
weight
of
the
work
so
with
j-rack
and
the
justice
initiative
that
the
county
is
leading
like.
Where
are
we
with
with
those
initiatives?
E
I
think
one
of
the
the
challenges
is:
we
have
been
in
the
strategic
thinking
and
planning
mode
and
haven't
kind
of
moved
into
execution,
but
I
think
that
that
is
definitely
something
that
will
will
come
in
in
the
near
term.
We
hope
the
chief-
and
I
say,
all
the
time
you
know
we're
we're
kind
of
tired
of
talking.
E
We
we
really
want
to
do
something,
and
hopefully,
by
the
summer
vice
mayor
and
and
the
rest
of
the
council
members
committee
members,
we
we
will
we're
going
to
launch
something,
and
I
hope
that
that
something
engages
the
community
and
and
and
serve
as
a
first
step
to
building
trust
and
hopefully
provide.
C
I
would
just
like
to
add
that
I
did
in
portsmouth
where
they
have
a
compensation
plan
that
actually,
I
think
that
is
something
that
we
will
have
to
look
into.
I
think
that
could
eliminate
the
issue
with
people
being
engaged
and
sort
of
followed
off
the
ship
and
and
reason
being
is
because
that's
a
lot
of
responsibility
and
a
lot
of
people
that
actually
could
be
very
effective
in
those
positions
actually
themselves
do
not
have
especially
living
here
in
asheville.
C
But
you
know
it's
a
struggle
if
you're
struggling
yourself,
it's
hard
to
go
as
much
as
you'd
like
to
spend
the
time
or
that's
necessary
to
actually
change
that
to
change
it
like.
So
I
wish
that
I
would
like
to
see
in
the
future
as
we
develop
these
programs.
We
look
into
also
some
type
of
compensation
for
those
that
actually
are
that
we
feel
could
actually
be
affected,
but
do
not
have
the
time
or
because
of
of
the
economics
involved.
Thank
you.
F
A
I
tested
it
before
the
meeting
and
it
seemed
fine.
Let
me
try
it
again:
okay,.
F
F
I've
been
following
multiple
programs,
including
the
multiple
iterations
of
ceasefire
in
oakland,
and
it
seems
that
centering,
the
community
members
with
lived
experience
and
employing
them
for
their
work
is
critical
to
success.
It's
the
two
together
instead
of
building
a
program
for
the
public
and
then
presenting
it
to
the
public,
when
we
have
the
j-rack
and
the
justice
initiatives,
our
members
of
the
community,
with
lived
experience
being
invited
to
the
table
in
those
initial
conversations.
E
To
my
knowledge,
yes,
they
are.
This
is
a
county-led
initiative,
but
I
I
do
recall
that
we
have
had
conversations
with
people
with
lived
experience.
F
And
then,
how
are
community
partners
identified,
including
youth
mentorship
groups,.
F
D
D
So
that's
why
equity
inclusion
could
play
a
huge
role
in
maybe
making
that
initial
an
outreach
in
identifying
the
type
of
persons
that
we
would
need
to
do.
This
sort
of
work.
F
I
agree
that
vice
mayor
smith's
idea
for
the
liaison
through
the
equity
inclusion
department
is
wise,
but
what
would
that
look
like
how
how
do
partners
get
identified
and
then,
on
the
other
flip
side
of
that?
How
can
groups
or
community
members
reach
out
to
the
office
of
equity,
inclusion.
B
It
seems
like
we
have
to
design
a
program
first,
I
think
we're
still
in
conversation
about
what
to
launch
and
how
to
launch.
But
I
think
what
I
hear
you
saying
kim
is
having
an
inclusive
design
as
well
bringing
people
to
the
table
to
design
with
the
problem.
I
mean
what
the
what
the
program
would
look
like
instead
of
having
an
internal
process
and
then
you
know
rolling
it
out
to
the
community
to
see
who
bites
it
exactly
and
we.
F
Are
having
every
time
that
there's
a
new
initiative
is
why
weren't
we
at
the
table
at
the
beginning,
because
we
could
have
helped
to
design
this
in
a
way
that
would
meet
the
community's
needs?.
E
And
and
we
are
having
as
people
go
out
and
have
conversations
with
as
many
organizations
and
as
many
community
leaders
as
we
can
bring
to
the
table,
so,
yes,
we
are
having
those
conversations
and
are
doing
the
outreach
and
they
are
helping
us
inform
what
type
of
initiative
we
would
first
start
out
with
this
this
summer.
A
B
And
I
would
just
echo
that,
like
our
community
isn't
that
large,
I
believe
that
there
are
a
lot
of
conversations
with
with
a
lot
of
players
on
all
levels,
from
community
development,
to
re-entry
to
peer
support,
they're
in
conversation
with
the
city
manager
and
the
chief
like
at
least
on
a
monthly
basis,
but
for
whatever
reason
folks
are
not
buying
in
they're
not
staying
committed,
and
you
know
that
can
look
a
lot
of
different
ways.
B
You
can
have
the
heart
to
serve
and
the
intention
to
serve
but
not
have
the
capacity
or
you
can
still
have
some
underlying
issues.
You
know,
based
on
your
lived
experience.
This
kind
of
you
know
keeping
keeping
us
from
coming
together
and
really
making
things
happen.
But
I
would
say
at
this
point
it's
kind
of
ahead
of
the
summer
months
when,
when
our
children
are
out
of
school
and
and
pretty
idle,
we're
gonna
have
to
be
sacrificial
and
make
something
happen.
B
And
if
autonomy
is
the
one
thing
that
that
folks
are
staying
away
from
the
table.
Because
of
then
we
need
to
design
a
process
where
autonomy
works.
At
this
point,
but
I
would
say
this
community
continues
to
cry
for
community
policing
and
working
more
close
with
the
police
department.
What
more
do
you
want
like
we
say
this
is
where
we
want
to
be,
and
then
when
it's
time
to
get
there,
we
flake
for
whatever
reason
and
I'm
not
bashing
you
for
flaking,
because
you
might
have
strong
justification
for
doing
so.
B
B
Is
there
anything
else
we
have
what
boy
we
have
spent
a
lot
of
time
here?
Is
there
anything
else?
It
was
a
good
conversation,
though
all
right,
thank
you,
chief
zach
and
everybody
else.
We're
gonna
move
on.
G
Good
morning
vice
mayor
members
of
council,
I
am
jeremy
knighton
division
chief
of
emergency
management
in
the
fire
department.
So
today
we're
going
to
kind
of
talk
about
we're,
going
to
walk
through
and
hopefully
answer
some
questions
that
have
came
up
from
you
about
disaster
recovery.
What
recovery
looks
like
and
that
planning
process
and
and
how
we
participate
in
it
and
how
we
can
how
we
can
be
that
bridge
or
and
to
connect
folks
with
the
resources
that
they
need
to
recover
timely
next
side.
Please.
G
So
some
key
takeaways
we're
going
to
work
through
recovery,
I'm
going
to
give
you
a
kind
of
an
overview
and
then
we're
going
to
drill
down
on
some
concepts
and
things
that
talk
about
capabilities
necessary
to
assist
communities
also,
as
well
as
the
the
incident
types
that
we've
recovered
from
and
then
how
we,
you
know,
coordinate
that
prompt,
reliable
action,
information
to
the
whole
community
to
support
that
recovery.
And
then
our
ability
to
manage
recovery
begins
with
that
pre-disaster
preparedness.
G
What
we're
doing
during
blue
sky
times
that
will
facilitate
and
make
happen
a
timely
recovery
which
builds
that
resilience
that
I'm
going
to
talk
about
here
in
just
a
few
next
slide.
Please.
G
So
when
we
talk
about
recovery,
there's
a
lot
of
resources
that
are
out
there
for
us,
the
fema
and
many
of
our
national
partners
and
state
partners
have
given
us
lots
of
information,
but
as
an
overview.
This
is
what
we
call
the
recovery
continuum
and,
as
we
can
see,
left
to
right
in
the
preparedness
preparedness
is
an
ongoing
perpetual
cycle
that
we're
in
we're
striving
for
that
constant
improvement
to
make
that
recovery
piece
better,
as
well
as
being
able
to
respond
more
quickly
and
effectively
when
disaster
strikes-
and
you
can
see.
Moving
left
to
right.
G
Preparedness,
of
course,
is
ongoing.
The
disaster
occurs
depending
on
the
scope
and
nature
of
the
disaster
can
definitely
have
a
large
impact
on
recovery
and
then
moving
on
into
recovery.
The
short-term
recovery,
which
is
days
afterwards
after
the
incident,
occurs,
and
then
we
have
that
intermediate
recovery,
which
is
weeks
and
months
and
then
the
long-term
recovery
and
many
times
long-term
recovery
can
eventually
turn
into
a
new
normal
for
a
lot
of
folks
in
our
community
so
and
then
kind
of
the
on
the
vertical
axis
there,
the
sky,
the
size
and
scope.
G
G
So
kind
of
drilling
down
to
that
that
personal,
that,
on
that
individual
level,
in
order
to
start
this
process
of
recovery,
an
incident
has
occurred
so
step
one
as
a
as
an
individual.
We
need
to
make
some
decisions
and,
and
do
a
really
quick
self-assessment
number
one.
G
During
an
aftermath
of
these
disasters,
houses
of
worship,
family
and
friends,
is
it
a
hotel,
motel
camp?
G
Folks
wanted
just
to
stay
in
their
damaged
dwelling,
and
so
a
lot
of
decisions
need
to
be
made
in
that
initial
step,
and
what
we
can
do
is
facilitate
that
good
information
and
help
folks
find
those
shelters
and
then,
of
course,
support
folks
with
information
in
that
timely
manner
to
connect
and
meet
them
where
they
are
next
slide.
Please
so
step
two
we're
kind
of
crossing
over
into
that.
The
the
days
and
weeks,
a
couple
of
things
we
need
to
focus
on
is
you
know,
and
questions
and
more
of
that
self-assessment.
G
We
need
to
return
to
work.
Kids
need
to
return
to
school,
while
the
home
or
house
or
rental
property
is
being
prepared.
Maybe
it's
potentially
we're
looking
for
a
new
rental
unit,
so
again
that
self-assessment
that
initial,
you
know,
how
will
we
get
to
all
these
things,
how
we
get
our
back
to
normal?
G
How
will
that
connectivity
be
re-established
through
food
transportation,
medical
those
needs
and
then,
as
we
move
through,
that
recovery
continuum,
we're
starting
to
see
our
partners
not
only
locally
regionally
but
federally
start
to
to
come
in
and
assist
many
of
the
volunteer
agencies,
those
faith-based
groups
and
then
individuals
are
able
to
to
file
for
assistance
reach
out
for
those
business
loans,
those
the
housing,
assistance,
rental
assistance
and
then
file
that
insurance
claim
that
they
have
if
they
have
insurance
next
slide.
Please.
G
And
then,
in
the
third
step,
we're
crossing
over
that
threshold
into
the
from
the
intermediate
to
long
term
one
month
or
less
is
kind
of
that
typical.
You
know.
How
long
will
it
take
to
get
my
hair,
my
home
repaired?
The
rent?
Are
there?
Are
the
rental
properties
available
one
month
or
less,
so
we
want
to
make
sure
that
we
do.
G
We
have
any
unmet
needs,
and
at
this
time
we
have
folks
from
fema
on
site
and
then,
if
we're
able
to
connect
and
folks
with
the
information
that
they
need
to
get
registered
through
the
different
state
and
federal
systems,
we're
able
to
help
with
connect
and
make
that
connection
to
those
unmet
needs,
whether
it's
accessibility,
pets,
transportation,.
G
You
know
repair,
etc
and
again
at
this
point
in
time,
we
are
hopeful
and
and
with
federal
declarations
like
I've
talked
about
before
when
monies
and
things
are
freed
up
most
recently,
we've
seen
a
state
with
tropical
storm
fred
and
some
of
the
other
communities
around
us
have
some
money.
That's
opened
up
for
these
unmet
needs.
Maybe
we
find
someone,
that's
not
qualified
into
the
fema
system.
G
So
where
does
it?
Where
does
recovery
start
for
the
city
of
asheville?
Obviously,
it's
speaking
about
the
the
recovery
continuum
and
those
three
steps
for
individuals.
G
You
know
to
help
help
that
uninsured
property
loss
and
and
to
be
made
whole
again
and
also
you
know,
as
we've
seen,
disasters
have
become
larger
and
more
impactful
lots.
More
programs
have
also
opened
up
taking
advantage
of
that
mitigation
money
after
the
fact
and
and
then
we
continue
to
create
on
the
federal
level
and
state
level,
more
programs
to
help
those
business
owners
and
again,
I've
posted
a
link
here
that
disasterassist
assistance.gov
has
a
wealth
of
information
in
dealing
with
recovery
and
how
to
access
many
of
those
resources.
A
G
What
does
that
aid
look
like?
In
many
cases,
we've
got
federal
aid,
kind
of
tupac's,
federal
aid,
north
carolina
aid
from
anything
from
on
the
federal
side,
to
income,
tax
assistance,
housing
assistance
and
then
to
the
state.
You
know
housing,
repair
and
replacement.
We've
seen
many
success
stories
from
haywood
and
tropical
storm
fred,
and
also
funeral
or
burial
expenses
like
we've,
went
through
with
coven
19.
G
G
For
us
as
the
city
as
a
government
as
a
local
government,
that
recovery
starts
as
well
with
public
assistance
and
as
the
process
that
we're
working
through
now
recovering
from
tropical
storm
fred,
getting
made
whole
again
reimbursed
for
some
of
the
expenses
we
we
went
through
with
debris,
removal
those
emergency
protective
measures,
hiring
folks
over
time
to
go
out
and
set
up
barricades.
So
folks,
don't
drive
through
flooded
waters.
G
So
again,
the
public
assistance
portal
we're
working
through
now
with
fema
and
our
state
partners
to
make
us
whole
again
and
also
the
parks
and
rec
it's
very
important
about
recovery
and
getting
back
to
that
new
normal
that
we
were
able
to
reestablish
those
connections
with
society,
and
a
lot
of
that
has
to
do
with
our
parks
and
recreational
facilities.
Where
folks
can
go-
and
you
know-
have
have
a
place
to
relieve
some
stress
and
get
out
and
breathe.
G
Some
fresh
air,
so
that's
kind
of
what
it
looks
like
the
public
assistance
side
for
for
us
as
an
organization.
Next
slide.
Please
again,
we
cannot
do
this
alone,
we're
we're
just
one
piece
and
again
the
the
whole
community
approach
that
we
all
have
seen
from
fema
and
many
of
the
federal
and
state
messaging
that
goes
out
through
covet
19
through
many
of
our
disasters.
G
It's
truly
a
partnership
and
in
order
to
to
recover
timely
and
build
that
resistance,
we
must
take
advantage
of
those
partners
that
come
to
the
table
and
maximize
the
use
of
available
resources,
and
I've
just
listed
some
of
those
fear
making
a
slide
like
this
that
we're
going
to.
We
would
we,
I
have
definitely
left
folks
out,
but
just
to
kind
of
give
a
snapshot
of
those
partners
that
really
come
to
the
table
and
assist
us
as
we
navigate
recover
as
we
navigate
response
recovery
and
then,
ultimately,
back
to
that
that
new
normal.
G
So
we
we
definitely
leverage
leverage
those
partnerships
and
rely
on
those
relationships
that
we
make
in
the
preparedness
during
preparedness
times
to
to
assist
us
on
when
things
can
can
be
bad.
Next
slide,
please
so
again
that
the
pre-pre-disaster
recovery
planning
the
the
planning
process
continues.
G
It's
perpetual,
I
believe,
vice
mayor
smith,
participated
in
one
of
those
events
at
the
the
buncombe
county
senior
officials
workshop
and
key
to
that
was
integrating
and
coordinating
these
planning
initiatives
among
those
partners.
We
do
it
within
the
city
as
a
part
of
our
all
hazards,
planning
committee,
which
is
made
up
of
city
departments,
that
we
focus
on
issues.
G
You
know
an
I.t
lead
exercise
to
walk
us
through.
What
would
that
look
like,
and
what
would
the
support
that
we
would
be
able
to
bring
to
the
table
which
really
clears
that
up
and
has
gives
us
an
off-the-shelf
plan
to
to
engage
when
things
like
that
happen,
as
well
as
weather
emergencies?
What
are
those
vulnerabilities?
G
What
are
those
vulnerable
elements
that
we're
we're
that
we're
at
risk
for
living
where
we
live
and
and
what
are
the
systemic
effects
of
those
disruptions
and
and
how
do
we
respond,
and
so
also
in
that
same
vein,
as
we
have
the
the
buncombe
county,
local
emergency
planning
committee,
which
is
rooted
in
hazardous
materials
and
but
also
has
allows
us
another
vehicle
to
engage
with
community
members,
engage
with
our
with
industries
and
a
lot
of
many
of
the
local,
the
community
members
to
where
we're
getting
that
input
and
able
to
you
know,
respond
directly
to
their
needs.
G
Key
to
this
key
to
our
recovery
and
our
us
being
able
to
to
make
that
reestablishment
and
connection
after
something
an
incident
happens
is
directly
related
to
the
manner
in
which
we're
able
to
respond.
So
how
we
recover
is
directly
related
to
the
manner
in
which
we
respond
and
that
pre-during
and
post-disaster
operational,
operational,
coordinate
coordination
by
city
of
actual
departments
and
external
stakeholders
is
critical
to
us
being
able
to
navigate
efficiently
and
effectively
through
recovery
activities.
We've
seen
this
firsthand
during
our
response
as
a
city
to
cover
19.
G
we've,
those
those
all
hazards,
planning
committee
meetings
and
some
of
those
initiatives
we
participated
in
definitely
allowed
us
to
build
resilience
as
an
organization
so
that
we
were
able
to
respond
effectively
and
and
since
then,
we've
had
many
successes
as
we
start
to
recover
and
move
through
that
process.
But
at
the
end
of
the
day,
though,
our
ability
to
coordinate
communicate
and
collaborate
is
what
success
looks
like
in
recovery.
It's
it's
what
we
define
success
as
if
we're
able
to
coordinate
community
communicate
and
collaborate
with
all
of
our
stakeholders
and
community
members.
G
G
So,
where
do
we
start
as
an
organization?
G
There's
two
distinct
plans
that
we've
talked
about,
and
we
these
were
both,
I
think,
brought
up
at
the
on
the
county
side
and
and
for
us
internally,
is
our
emergency
operations
plan
and
that
that
plan
defines
our
the
prevention
protection
response,
those
those
catchphrases
that
we
use
in
emergency
management
that
sets
the
stage
for
recovery
and
that
plan
gives
us
a
playbook
so
that
we
can
be
very
comprehensive
and
intentional,
with
the
way
that
we
respond,
so
that
we
build
resilience
within
the
departments
we
return
back
to
normal
and
continue
to
assist
our
community
members
in
bridging
that
gap
between
when
disaster
strikes
and
recovery.
G
The
second
is
that
continuity
of
operations
plan
this
outlines
priorities
and
actions.
We
exercised
this.
Obviously,
during
the
the
pandemic,
as
folks
were
able
to
to
be
flexible
and
nimble.
With
the
way
we
were
able
to
to
produce
our
work
and
get
things
done
to
to
make
sure
that
that
connection
with
society-
and
we
were
able
to
be
that
what
our
community
expects
of
us
and
continue
to
serve
in
the
manner
that
we
have
these
two
plans
kind
of
where
a
gap
is
right.
G
Now
the
comprehensive
emergency
management
plan
was
what
it
was
called
and
the
last
update
to
that
was
in
2010..
It's
been
a
lot
of
things
happened
since
2010
many
departments
have
have
been
established,
we've
also
as
many
and
we're
not
alone.
In
this,
as
many
other
cities
and
entities
of
government
and
and
businesses,
when
coven
19
happened,
we
didn't
have
a
plan
for
that.
We
had
a
one-page
plan
that
gave
us
some
information
about.
G
This
is
what
you
do
when
when
there's
a
a
pandemic-
and
it
was
based
upon
the
h1n1
flu-
which
we
all
you
know,
looking
back
over
the
past
two
years
know
was-
was
woefully
we're
not
able
to
sustain
that
it
was
far
far
worse
and
then
our
comprehensive
or
our
continuity
of
operations
plan
the
last
time
we
actually
did.
One
of
these
as
a
city
was
in
2006
again
this
outlines
those
priorities.
You
know
how
do
we
continue
service?
G
How
do
we
continue
to
maintain
and
get
members
of
our
organization
paid,
and
how
do
we
maintain
those
services
that
our
city
depends
on
in
times
of
disaster
following
some
type
of
interruption?
So
I
guess
those
are
the
two
things
that
we
want
to
focus
on,
and
there
are
takeaways
from
this.
Is
that
we
can.
G
We
can
definitely
point
to
recovery
from
these
two
plans,
and
these
would
both
be
critical
to
getting
these
updated
and
moving
this
forward
so
that
we
can
definitely
return
our
community
members
to
that
new
normal
and
again
find
that
resilience.
These
two
plans
are
are
where
resilience
lies
not
only
in
us
as
government,
but
as
a
as
service
providers
and
service
connectors
again,
both
are
directly
tied
to
that
resource
to
need.
G
B
F
I
really
appreciate
the
partners
that
we
have
in
this
work
and
for
our
staff
staying
in
the
practice
of
learning
and
adapting,
especially
noting
the
need
to
work
with
all
community
members.
So
thank
you
for
naming
that.
I
think
it's
important
to
review
processes
and
hear
and
acknowledge
the
barriers
that
we
might
have
created
or
maintain
that
stifles
those
community-led
solutions.
F
G
Absolutely
we
thank
you
for
the
question
we
have
worked
with
them.
He
personally
has
have
met
with
many
of
those
partners
to
talk
about
and
and
we
we
brought
those
to
bear
during
coba
19
as
the
food
deserts
in
different
parts
of
the
community
in
our
community,
as
well
as
the
county
as
a
whole.
G
G
Very
close,
you
know
very
good
communication
and
coordination
with
those
groups.
I
think,
but
a
place
for
those
folks
to
where
we,
how
we
access
that
information,
how
we
get
to
that
information,
how
we
connect
that
to
response
and
recovery
lies
in
these
plans
that
I
speak
of
here
and
just
those
relationships
and
preparedness
that
we're
doing
when
it's
not
raining
outside
or
we're,
not
under
the
heavy
weight
of
a
pandemic.
G
F
Totally
appreciate
that,
and
is
it
possible
that
we
could
formalize
that
linking
up
and
overlapping
work
between
the
sustainability
department
and
these
departments
to
make
sure
that
if
we
have
a
food
action
plan
plus
an
emergency
response
plan
that
we're
all
working
from
the
same
sheet
of
music.
G
Absolutely-
and
I
think
we
have
worked
toward
that
with
the
sustainability
office
in
the
climate
resiliency
assessment
that
we
did,
that
pointed
to
some
of
the
vulnerabilities
and
some
of
the
actions
that
came
from
that,
but
absolutely
that
definitely
want
to
have
them
a
part
of
the
conversation
and
in
doing
a
you
know
a
plan
of
this
nature.
They
would
definitely
have
a
seat
at
the
table
because,
again
we
can't
do
this
alone.
We
have
to
leverage
those
partnerships
and
that
expertise,
but
definitely
those
those
plans.
G
Parallel
with
the
last
meeting
I
attended
with
those
folks,
we
had
kind
of
a
they
were
producing
a
graphic
that
talked
about
where
we
would
get
things
and
questions
they
had
for
me
was
how
do
we
access
large
amounts
of
water
and
how
do
we
access
really
quick
time,
72
hours
worth
of
food,
and
what
does
that
kit
look
like
and
so
being
able
to
communicate
those
from
the
emergency
response
and
that
disaster
response
to
them
with
their
resources
and
connect?
That
kind
of
in
a
pyramid?
G
I
think
it's
going
to
be
really
effective
to
exactly
what
you're
saying.
F
Excellent
because
I
know
that
in
the
very
early
stages
of
the
pandemic,
for
example,
there
were
nationwide
concerns
that
say.
Educational
institutions,
for
example,
might
have
like
five
gallon
buckets
of
food,
but
then
how
do
you
distribute
it
to
a
single,
individual
or
a
family?
I,
for
one,
would
love
to
hear
a
report
back
on
what
updates
to
that
kind
of
emergency
plan
and
those
overlapping
work
efforts.
Look
like.
F
B
I
have
some
questions
whenever
I
think
about
preparedness
and
disaster
and
how
horrific
it
can
be,
I
think,
about
hurricane
katrina
and
how
the
response
was
pretty
poor
and
the
community
was
not
self-sufficient
to
aid
itself.
So
I
really
appreciate
the
work
that's
been
proposed
by
stevens
lee
for
stevens
lee
to
become
to
be
able
to
function
as
an
emergency,
shelter
and
aid,
the
community
members
in
case
of
a
disaster.
B
So
with
that
being
said,
I'm
kind
of
looking
across
our
emergency
management
service
and
seeing
that
there
are
a
lot
of
shortages
across
our
county.
So
that
makes
me
think
even
more
about
pre-disaster
preparedness
and
what
does
it
look
like
to
include
community
preparedness
facility
preparedness
so
that,
knowing
that
we
have
these
shortages-
and
we
don't
have
a
timeline
when,
when
those
shortages
will
be
filled
in
the
case
of
a
disaster,
how
do
we
utilize
our
city-owned
facilities?
B
How
do
we
prepare
community
members
to
be
self-sufficient
in
the
area
of
food
recovery,
medical
services,
coordinating
all
kind
of
stuff
and
then
make
sure
our
facilities
also?
Can
aid
community
members
in
maintaining
their
basic
needs
like
showering
sleeping?
B
You
know
that
type
of
thing,
so
I
don't
know,
that's
really
not
a
question,
but
just
how
do
you
vibe
with
that,
like?
What
are
your?
What
are
your
thoughts
concerning
that
being
that
we
are,
we
do
have
some
staffing
stressors.
G
Absolutely
I
think
the
one
thing
that
we
have
is:
we
have
a
lot.
We
have
really
good
relationships,
and
so
we
have
not
only
relationships
internally,
but
that
to
your
point,
our
the
planning
committee
that
we
have.
We
have
relationships
with
with
our
parks
and
rec,
not
only
that
but
with
our
red
cross.
So
how?
How
do
we
bring
those?
You
know,
those
organizations,
those
ngos
of
faith-based
groups
in
there
to
to
pick
up,
maybe
where
there
is
a
gap,
and
we've
seen
tons
of
examples
of
that
during
covid.
G
They
were
able
to
step
up
and
many
of
the
disasters
that
I've
responded
to
myself
to
help
other
communities,
and
I
think
that's
important
as
I've
gone
to
help
them
they
will.
They
will
come
to
help
me
and
repay
that
favor
so
that
we're
able
to
to
maintain
what
we
have
and
give
ourselves
a
break
because
you're
right
there
are
shortages,
but
we
have
the
things
that
the
emergency
operations
plan
and
the
coupe
plan
specifically
can
point
to.
Is
we
we
also
don't
want
to
waste
any
time
or
energy
with
redundancy?
G
G
G
There
were
no
boundaries,
everybody
there
was
a
need
and
we
all
jumped
in
there
to
help
and
and
key
to
that
is
having
that
coordination
and
that
plan
to
to
where
everybody
knows
where
they,
where
they
fit
in.
B
I
look
forward
to
being
a
part
of
and
seeing
these
drills
like
once
the
plan
is
complete.
We
have
community
members
and
we're
going
through
these
scenarios
and
community
members
and
staff.
They
know
exactly
what
to
do
in
case
of
an
emergency.
I
think
it
it's
a
community
building
exercise
and
then
it
makes
everybody
feel
more
comfortable
in
in
case
of
emergency.
E
And
if,
if
I
could,
one
of
the
other
key
ingredients
in
terms
of
emergency
response
is
leadership,
and
I
want
to
thank
jeremy
for
his
leadership,
I
cannot
tell
you
between
chief
burnett
and
jeremy
knighton.
In
fact,
the
county
asked
and-
and
I
told
the
the
county
manager
do
not
try
to
steal
our
personnel
because
I'm
going
to
get
really
mad
at
you.
If
you
do
that,
and
jeremy
was
one
of
those
superstars
that
immediately
set
up
the
eoc
for
a
joint
city
county.
E
Actually
it
was
a
regional
eoc,
and
I
I
just
wanted
to
commend
and
thank
him
thank
the
chief
deputy
chief
and,
and
I
don't
know
hendren's
title
but
him
as
well,
because
without
them
this
culvert
would
have
been
much
worse
than
it
than
it
was
at
least
in
terms
of
our
response.
So
thank
you,
jeremy,
for
your
leadership.
F
I
just
wanted
to
note
that
we
do
have
a
new
council
strategic
priority
of
neighborhood
resiliency
and
so
as
we're
looking
at
running
parallel
work,
just
a
reminder,
because
you
already
know
the
importance
of
that
collaboration,
both
in
the
city
with
our
residents
and
also
in
the
region.
If
we
had
an
opportunity
to
see
like
what
some
of
those
vulnerability
index
scores
are
and
then
how
we
could
match
them
up
with
the
tried
and
tested
things,
we
know
work
well
in
previous
emergencies.
F
Linking
them
up
so
we
can
get
ahead
of
the
game,
would
be
fantastic
and
definitely
would
fit
within
the
council
stated
goals.
G
Absolutely
and
key
to
that
is
that
vulnerability
assessment
right.
We
we
go
through
the
opponent,
so
we
know
what
to
expect
what
we
could
be
expected
to
respond
to
and
as
a
part
of
that
inclusive
planning
process
for
both
of
these
plans.
That
would
definitely
be
included
because,
again,
one
of
the
crucial
the
crucial
parts
to
those
teams
are
the
individuals,
their
individual
preparedness
and
then
neighbors
helping
neighbors
and
when
we
get
to
that
point,
we're
able
to
achieve
resilience
and
the
the
the.
F
C
Yes,
well
sort
of,
basically
that
was
where
I
was
going.
Gonna
go
with
that
because
I
basically
the
outline
of
the
program.
C
Actually
it's
a
very
informative,
and
I
was
the
only
thing
I
was
concerned
about
because
being
in
an
area
where
we
are
we're,
are
housing
basically
is
a
real
challenge,
and-
and
I
did
like
the
part
where
you
basically
had
the
number
one
resource
was
individuals-
and
I
was
wondering:
are
we
actually
looking
to
develop
some
type
of
network
of
people
in
the
community
that
we
can
sort
of
identify
that
basically
would
have
had
the
means
to
say
well,
my
home
can
accommodate
xyz
that
they
could
sign
up
some
type
of
network,
so
we'd
have
individuals
that
we
could
actually
go
to
for
specific
needs,
and
I
was
just
wondering:
is
there
anything
like
that?
C
That's
being
set
up
to
develop
an
individual
network
that
has
accommodations
that
we
can?
You
know
we're
not
running
around
the
last
minute,
but
we
can
build
a
network.
G
If
we're
specific
enough
with
our
requests-
and
that
was
one
of
the
things
that
they
they
were
able
to
do
was
reach
out
to.
Where
can
we?
Where
can
folks,
go
because
many
times?
You
know,
as
we
all
familiar
we're
fortunate
in
the
resources
that
we
have
here,
but
some
of
these
communities-
someone
can't
afford-
maybe
to
be
in
a
hotel
over
here
in
nashville,
because
their
school
is
still
in
another
county.
G
And
how
do
we
not
break
those
bonds
and
things
is
there's
a
lot
to
lot
to
consider
with
that
and
again
folks,
like
united
way,
the
faith-based
groups,
they
have
things
of
that
nature
and
they
have
things
the
folks
to
call
and
individuals
that
we
can
put
into
play
to
help
us
answer
that
during
the
storm.
But
I
agree
with
you,
it
would
be.
You
know,
an
initiative
that
we
could
work
on
to
see
what
that
looks
like
and
also
working
with
the
county
and
the
health
and
human
services.
G
B
B
All
right
today
was
pretty
good
guys.
I
really
enjoyed
today's
meeting.
We
have
public
comment
next
jenna.
Do
we
have
anybody
sign
up
for
public
comment.
A
H
Okay,
thank
you
very
much.
I
want
to
extend
appreciation
for
the
asheville
police
department
and
to
let
you
know,
chief
chief
zach,
that
we
don't
feel
oppressed
and
we
appreciate
the
presence
of
the
police
in
my
neighborhood,
which
is
east
asheville,
and
my
name
is
chris
hancock
by
the
way-
and
I
wish
the
city
council
would
be
a
little
more
proactive
with
helping
the
police
to
have
a
presence
just
for
the
regular
people
in
the
neighborhood
or
in
the
city.
H
H
And
what
I'm
seeing
is
when
I
drive
on
the
roads
around
that
there's
very
little
enforcement,
and
I
understand
and
I'm
all
for
the
police-
and
I
understand
that
you're
100
officers
down,
but
I
feel
that
it's
dangerous
not
to
have
traffic
enforcement,
and
I
want
the
city
council
to
take
action
with
this,
to
try
to
get
the
police
force
up
to
buff,
to
full
manpower
as
soon
as
possible.
H
You
know
running
red
lights
more
and
more
because
they
know
that
the
police
don't
have
the
the
enforcement
ability
that
they
once
had
when
they
had
full
manpower
and
I'm
also
seeing
excess
speed,
so
just
wanted
to
put
it
out
there
that
there
are
regular
people
out
here
that
need
and
would
like
to
have
increased
safety
by
the
police
presence
and
the
police
department
being
at
full
manpower.
I
Hey
public
safety
committee:
this
is
grace
martinez.
I
just
want
to
say
that
I
definitely
agree
that
gun
violence
is
a
really
huge
concern
in
our
community.
It's
something
that
we
deal
with
in
the
community
that
I
live
in,
and
I
really
appreciate
the
words
of
all
the
council
members
today
about
this.
Even
the
chief
acknowledged
that
police
are
really
not
best
positioned
to
do
this
work
of
interrupting
gun
violence
and
the
idea
of
social
and
economic
mobility
was
mentioned
repeatedly,
which
I
also
believe
is
a
root
cause
here.
I
Drug
and
gun
charges
disproportionately
impact
black
community
members
because
the
police
target
them
with
investigative
stops.
While
many
of
my
white
white
community
members
deal
drugs
with
impunity
and
it
is
legal
for
them
to
have
guns,
because
the
second
amendment
provides
rights
for
white
gun
ownership.
I
Meanwhile,
gun
charges
will
further
destabilize
folks
who
are
already
living
in
economic
precarity.
I
I
do
not
talk
to
cops.
People
in
my
community
know
better
than
to
talk
to
cops.
Police
are
perpetrators
of
violence,
they
destroy
our
communities
and
I
have
witnessed
that
firsthand.
I
have
witnessed
gun
violence
in
my
community
and
I
do
not
call
the
police
because
they
pose
a
danger
to
my
community
they've
broken
up.
Families
in
my
community
harassed
my
neighbors,
with
their
constant
surveillance
made
folks
feel
unsafe
and
and
as
many
shootings
as
I've
heard
and
seen.
I
don't
see
the
work
of
policing
solving
the
problem.
I
We
do
not
prevent
violence
with
more
violence.
We
combat
violence
with
peace
and
peacemakers,
and
my
community
do
not
engage
with
police.
I
support
the
idea
of
a
community-led
pa
program.
Perhaps
that
can
provide
good-paying
jobs
to
folks
who've
been
victims
of
incarceration
and
that
these
folks
work
entirely
autonomously
from
police
because
they
do
not
have
trust
of
us
for
very
good
reason
and
as
far
as
the
police
working
with
the
city,
I
am
definitely
concerned
that
we're
using
city
departments
as
an
arm
of
the
police.
I
I
have
seen
it
with
parks
and
rec
as
they've
been
working
alongside
police
to
extra
judiciously
banned
protesters
from
public
parks,
and
what
I
believe
is
the
first
amendment
violation,
but
to
here
they're
working
alongside
the
equity
and
inclusion
department
is
deeply
concerning,
because
the
work
of
this
department
is
going
to
be
crucial
for
building
community
trust
and
true
community
safety,
and
we
can't
build
that
trust
with
police
who
continuously
break
our
trust
and
harm.
I
I
I
wish
we'd
use
the
same
approaches
and
treat
what
we're
dealing
with
as
the
crisis
that
it
is
again
instead
of
using
police
who
do
things
like
target
mutual
aid
that
has
been
filling
the
the
city
service
gaps
thanks
for
your
time
and
have
a
good
day.