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From YouTube: Equity & Engagement Committee – February 21, 2023
Description
Regular meeting of the Asheville City Council's Equity & Engagement Committee.
Access the agenda and other meeting materials at the City of Asheville website: https://www.ashevillenc.gov/government/city-council-committees/equity-and-engagement-committee/
Participate before and during the meeting on our public engagement hub: https://www.publicinput.com/i2446
A
B
Alive
good
afternoon,
I'm
Shanika
Smith,
the
chair
of
the
new
equity
and
engagement
committee,
I'd
like
to
welcome
you
all
to
our
February
21st
remote
meeting
I'll
Council
committee
members
and
staff
for
participating
virtually
to
help
our
audience
follow
along
I'll
State.
Each
section
of
the
agenda
allowed.
We
are
streaming,
live
on
the
virtual
engagement
Hub
link,
which
is
a
virtual
engagement
Hub,
which
is
accessible
to
the
virtual
engagement
Hub
link
on
the
front
page
of
the
city
website.
B
We
also
have
the
option
for
the
public
to
listen,
live
by
phone
for
those
of
you
with
us
today,
hello.
For
today's
meeting.
We
have
the
option
for
people
to
call
in
and
comment
live
during
our
meeting
to
call
in
and
comment.
Live
use
the
same
number
855-925-2801
meeting
code
2689
your
phone
will
be
muted
and
you'll
hear
the
meeting
live
at
this
point.
Speakers
will
need
to
push
star
three
to
enter
the
speaker.
Queue
I'll
now
go
through
and
introduce
all
of
our
committee
members
and
staff
who
are
participating
virtually
Council
and
staff.
C
B
All
right,
we'll
move
on
to
the
agenda.
First
on
our
agenda
can
I
get
a
motion
to
approve
January,
17th
minutes
all
right
and
a
second
a
motion
in
a
second
I'll.
Do
a
roll
call
for
approval,
councilwoman
Turner,
aye,
councilwoman,
Roney,
I,
myself,
I?
The
motion
carries
and
next
we'll
have
a
and
annual
report
update
from
Brenda
Mills
and
our
special
guest
Aaron
Griffin.
D
So
I'm
going
to
do
a
little
quick
introduction
of
Mr
Aaron
Griffin
senior,
who
has
been
the
chair
since
I've,
been
a
part
of
the
Department
of
equity
and
inclusion.
D
Aaron
is
an
asphal
native
if
I'm
not
mistaken,
and
has
done
a
fantastic
job
of
being
very
positive
and
Forward
Thinking
about
this
committee,
so
I'm
going
to
turn
it
over
to
Aaron
and
Aaron.
Thank
you
so
much
for
being
with
us
today.
E
Thank
you
so
much
thanks.
Thanks
for
having
me
all
right,
so
we
can
start
off
with
with
our
goals.
Well,
our
mission
actually
in
case
yeah.
Thank
you
so
much
to
advise
the
Asheville
city,
council
and
Buncombe
County
Board
of
Commissioners
on
issues
concerning
the
enhancement
of
the
economic,
social
culture
and
recognition,
recreational
lives
of
African
Americans
in
Asheville
and
throughout
Buncombe
County.
Next
slide,
please
thank
you.
E
E
Goal
number
two
contribute
to
the
investment
in
artifacts
around
Advanced
Monument,
about
how
impactful,
African,
Americans
and
important
African-American
neighborhoods
goal
number
three
prioritize
and
advocate
for
funding
an
African-American
communities
to
support
an
environment
where
African
Americans
feel
welcome
in
Asheville
Buncombe
County,
similar
to
how
tourists
feel
about
Asheville
Buncombe
County
goal
number
four:
increase:
visibility
of
African-American
Heritage
commission
through
Community
engagement
and
Outreach
next
slide
slide.
Please
thank
you,
some
of
the
accomplishments
that
we've
had
we
attended
meetings
on
the
cities,
boards
and
commission
restructuring.
E
We
did
a
planning
meeting
in
May
of
2022
with
Dr
Fox,
which
helped
counterpa
bus
into
this
area,
where
we
are
where
we're
really
making
some.
You
know
some
progress.
E
E
We
had
Mr
Michael
hayston
to
attend
some
of
those
beaches,
sort
of
keep
us
in
informed
and
the
pack
Square
visioning
project,
which
I'm
currently
involved
with
in
Catherine
Mitchell.
E
E
We
began
to
establish
a
solid
relationship
with
the
county
for
future
goals,
along
with
the
city
and
county,
worked
to
create
a
complete
Board
of
talented
and
active
committee
members.
Also,
you
know
doing
this
planning
meeting.
We
was
able
to
review
our
mission
and
vision,
which
you
know
have
done
tremendously
next
slide
please.
E
So
the
upcoming
coming
goes
for
2023
established
working
relationship
with
the
county
to
strengthen
our
commission
working
to
create
a
presence
of
the
African-American
Heritage
Commission
in
the
community
and
connect
them
with
local
historic
resources
for
more
collaboration
on
future
projects,
again
working
with
pack
Square,
the
former
Advanced
Monument
area
vision
and
led
by
the
Urban
Design
and
place
strategies
for
planning
and
Urban
Design.
E
B
F
B
Oh
well,
thank
you
for
being
here
and
I.
Look
forward
to
you
coming
back
for
I
guess:
regular
updates,
I.
G
B
Hearing
the
work
that
all
of
our
commissions
are
doing,
I'm
glad
that
you
all
have
the
space
and
platform
to
do
it
here
on
the
committee
level,
right
Glenda,
you're
up
next.
D
Before
Aaron
leaves,
I
want
to
say
that
you
know
this
is
a
City,
County,
Board
and
so
the
county,
through
the
community
engagement
team,
is
going
to
begin
to
work
with
us
on
community
engagement
things
for
them.
You
know
they
work
a
lot
with
Legacy
communities.
We
have
a
group
that
we
meet
with
of
African
Americans
called
The,
Village
Roundtable,
and
you
know
all
the
projects
that
they
have
done
around
history
with
the
North
Carolina
room.
D
B
F
I
wanted
to
Echo
gratitude,
and
also
I
heard
you
say
something
along
the
lines
of
having
Dr
Fox
was
a
invigorating
experience
that
launched
and
propelled
into
the
position
that
you
are
you
are
now
is
there
more
support
that
the
city
could
provide,
or
the
community
could
provide
to
continue
propelling
the
work
forward.
E
At
this
point,
I
think
we
had
a
a
good,
a
good
place.
Hopefully
we
with
discussion
assignment
and
hopefully
we
can
get
Dr
Fox,
throwing
it
in
there
Brenda
hope.
Let
me
get
Dr
Fox
back
for
our
Summit,
which
you
know.
That's
it's
going
to
help
out
a
lot.
So
thank
you
so
much.
Thank
you.
D
You
can
start
with
a
slide
too,
so
we're
going
to
start
with
some
key
takeaways
at
their
meeting
last
night.
They
voted
on
several
key
items,
update.
We
got
updates
from
the
impact
Focus
areas.
I
I
can't
underscore
enough.
The
amazing
work
that
the
individual
impact
Focus
areas
are
doing.
D
We
have
five
of
them:
criminal
justice,
Economic,
Development,
education,
housing
and
health
and
wellness
when
you
combine
neighborhood
people
with
area
experts
with
city
and
county
experts
in
these
areas,
our
legal
team,
our
city
staff,
people,
Rachel
Taylor,
serves
as
our
economic
development
person
expert
on
our
side
of
Captain
Mike
lamb
serves
as
a
person
for
criminal
justice
and
Sasha
batonski
works
with
housing
and
then
with
the
other
County
folks
and
our
and
our
team
I
was
just
really
doing
a
great
job.
It's
difficult!
D
It's
a
lot
of
hard
work
and
we're
learning
a
lot,
but
but
it
was
so
nice
to
hear
from
everyone
one
of
them.
We
gave
them
10
minutes
each.
We
have
a
slide
deck
that
you
can
see
online.
If
you
would
like
to
do
that,
we
had
consideration
of
the
code
of
ethics
and
rules
of
conduct
policy.
We've
been
talking
about
this
for
about
three
or
four
months.
It
was
approved.
We're
excited
consideration
of
an
updated
project
timeline.
D
There
was
a
little
bit
of
confusion
in
the
discussion
around
the
conflict
of
interest
and
some
other
stuff
generally
folks
have
no
qualms
with
the
timeline.
There
was
a
little
bit
of
qualm
at
the
last
meeting
about.
Maybe
we
were
shorting
it
off.
So
it's
been
updated
to
to
indicate
that,
and
so
I
think
we'll
vote
on
that
next
time
get
their
approval
to
move
forward
with
that,
and
then
we
named
the
audits
code
working
group.
So
we
have
three
people
who
have
volunteered
to
be
a
part
of
that.
D
We're
really
excited
Mr,
Ben
Oliphant,
who
is
from
the
heart
of
chestnut,
which
we
used
to
be
the
neighborhood
North
Side
Miss
Bobbitt
made
some
Shiloh
and
Mr
Osan
Duke
Peters
who's,
one
of
our
impact,
this
area
of
people
in
education,
the
immediate
recommendation
from
the
community
reparations
commission
to
the
city
and
county
called
for
this
official
audit
to
ensure
compliance
that
no
further
harm
was
being
perpetrated
on
African-American
Community,
the
city
council
on
the
24th
and
the
County
Commission
on
the
7th
of
February,
both
adopted
their
respective
resolution
authorizing
our
staff.
D
You
know
to
work
on
this
and
then,
with
the
resolutions
approved,
we've
been
working
with
the
community
reparations
commission,
mostly
with
the
chair
and
the
vice
chair.
Now
we're
going
to
be
working
with
this
team
to
discuss
a
scope
of
work,
and
so
we
intend
to
have
about
three
or
four
meetings:
we'll
go
back
with
a
draft
scope
for
the
commission.
We
think
it's
wonderful
that
we
have
commission
members
there,
because
it's
not
just
our
word
on
how
the
scope
was
put
together
with
city
and
county,
but
also
they
will
see
how
the
process
goes.
D
They
will
also
help
us
select
a
vendor
once
we
post
and
have
a
valuation
period.
The
information
obtained
from
the
audit
will
be
used
as
a
supplementary
resource
to
help
develop
future
recommendations.
Next
slide,
Mr
Katie
impact
Focus
that
are
like
I,
said,
provided
updates
on
their
ongoing
work
at
the
meeting
last
night.
We
could
approve
it.
We
did
do
the
approval
of
the
code
of
Echoes.
D
We
did
get
nominees,
we
were
very
excited.
We
got
one
actually
before
the
meeting
I
kind
of
talked
to
somebody
before
the
meeting
and
they
were
happy
to
do
it
he's
an
alternate,
so
he
wasn't
sure
if
he
could
serve,
and
he
had
asked
me
about
it,
and
so
I
said
absolutely.
The
timeline
is
one
I.
Just
cannot
speak
enough
about
Christine
Edwards
with
severely
localized.
D
D
So
we
talked
to
them
a
little.
We
didn't
have
a
lot
of
time
to
talk
about
the
scope
we
just
asked
for
volunteers
to
help
and
what
that
time
would
look
like
for
them.
We
did
get
to
represent
representatives,
and
then
this
is
what
they
can
expect.
Like
I
said
two
to
three
meetings.
There
will
be
virtual
and
we
will
work
with
their
schedules.
D
We
know
people
have
worked
during
the
middle
of
the
day,
so
sometimes
they
can't
meet
we're
developing
a
scope,
work
along
with
the
city
and
county
staff
and
the
project
manager
and
then
they'll,
like
I,
said:
they'll
participate
in
the
evaluation
and
vendor
selection.
The
county
had
some
semblance
of
a
scope
of
work.
They
were
getting
ready
to
do
last
year
before
their
human
rights
officer
left.
D
So
we're
going
to
kind
of
use
a
little
bit
of
that
work
with
the
committee
members
make
sure
we're
true
to
the
the
the
immediate
recommendation
that
they
put
for
us
next
next
slide.
D
So
the
updated
timeline,
I'm
gonna
start
at
March
20th.
So
we'll
go
back
with
the
with
the
volunteer
working
group
to
provide
a
finalized
draft
scope,
we're
going
to
take
feedback,
but
through
email,
we'll
blind
carbon
copy
people
ask
for
any
additional
feedback
so
because
we
want
to
get
this
posted
sometime
in
the
spring.
We're
looking
at
some
time
around.
D
You
know
April
late
April
spring
summer
to
get
the
evaluation
and
selection
process
started,
and
hopefully,
fingers
crossed
we'll
have
to
that'll
depend
on
the
the
vendor
as
to
whether
we
can
have
a
finalized
audit
and
review
and
prioritize
recommendations,
and
then
we
will
ongoing
be
talking
to
the
community
reparations
commission
about
this
and
other
matters
next
slide.
D
So,
like
I,
said
great
work
at
the
meeting
last
night
with
the
approvals
of
the
key
items
there,
you
know,
we've
had
great
participation
by
the
community
reparations
commission
around
doing
this
work.
With
the
resolutions
approved,
like
I
said
we
have
begun.
This
work,
we
kind
of
went
in
a
couple
of
five
directions,
but
with
the
county
having
some
semblance
of
a
scope
and
US
looking
at
the
way,
we're
doing
the
disparity
study
and
other
studies
that
we
have
done.
D
You
kind
of
have
an
idea,
and
we
also
have
several
vendors
who
were
have
done
some
of
this
work
before
not
to
this
extent,
but
we'll
be
outreaching
direct
marketing
to
them
to
see
if
they
would
be
interested
in
filing
for
us
and
then,
like
I,
said
you
know,
we're
telling
our
our
community
reparations
commission
not
to
hold
off
doing
their
recommendations
for
this
audit,
but
that
this
can
be
supplementary
information,
that
it
will
help
resource
future
recommendations.
B
All
right,
you
said
that
the
county
already
had
they're
working.
D
On
a
scope
to
do
an
audit
of
each
department,
okay,
through
their
departments
and
when
Rachel
When
Rachel
Eden's
left
they
kind
of
put
a
halt
to
that.
So
we've
they've
shared
that
with
us.
We're
just
gonna,
sit
down
and
kind
of
look
at
it,
because
basically,
the
the
big
deal
is
the
scope.
What
you
know
the
temp,
the
county
is
going
to
put
this
out.
They
will
be
leading
on
their
side,
putting
this
out
for
solicitation
and
we'll
be
helping
pay
for
that.
D
But
we
I
think
we
have
a
good
start.
Yeah
can
I
answer
any
other
questions.
F
Linda,
if
I
might
I
guess,
my
curiosity
is
around
because
I
was
able
to
attend
most
of
the
meeting
last
night.
What
are
some
of
the
concerns
around
the
conflict
of
interest
that
were
anticipated
or
how
might
they
be
addressed
before
the
next
meeting.
D
So
one
of
our
board
members
took
a
few
minutes
to
talk
with
the
commissioner
that
had
the
confusion.
He
was
combining
everything
together
so
the
conflict
of
interest
and
then
the
timeline
he
just
kind
of
got
mixed
up
in
what
he
was
talking
about.
So
he
was
talking
about
conflict
of
interest.
D
F
I'm,
sorry,
no,
no
I
appreciate
that,
because
I
know
that
there's
there
were
multiple
members
who
were
asking
for
it
to
be
tabled
to
the
next
meeting.
So
it
was
time
to
review.
Another
curiosity
I
have
is,
if
we're
having
a
like
a
streamlined
way
to
present
recommendations.
What
happens
if
a
recommendation
comes
through?
That's
outside
of
that
process?
F
Can
you
give
me
an
example?
No,
because
I
don't
have
one
of.
D
The
new
one:
well,
that's
a
great
question
for
the
Public's
hearing.
If
you
have
a
recommendation,
this
is
what,
because
I
spoke
at
shallow
for
their
black
history
month
on
Saturday.
If
you
have
a
recommendation,
get
either
with
one
of
the
neighborhood
members,
the
the
the
impact
Focus
area
facilitators,
you
can
get
with
any
City
County
staff
person
and
bring
It
Forward.
What
the
project
manager
will
do
is
put
it
into
a
format.
We
will
decide
which
impact
Focus
area
it
needs
to
go
to
and
she'll
have
it
in
a
format.
D
So
basically
what
they've
set
up
for
recommendations
just
for
your
information,
looks
like
a
staff
report.
So
when
you
get
it,
it
says
it
has
a
number.
It
says
what
it
is.
It
says
who
it
impacts,
what
we
think
the
financial
impact
they
may
know,
some
other
cities
or
municipalities
or
States
or
other
things
that
are
doing
it
or
federal
government
that
might
be
doing
it
and
then
it
just
it
comes
together.
D
Just
like
you
get
from
us,
which
is
background,
information
budget
impact,
those
type
of
things
so
yeah,
you
know
any
they
can
get
into
any
of
us
if
they
give
it
to
you
as
a
councilwoman
just
forward
it
on
to
myself
Rachel
Wood,
whoever
and
we
will
make
sure
it
gets
to
the
appropriate
things
and
follow
up
with
you.
Thank
you.
I
appreciate
that
yeah
absolutely
good
question.
A
Have
been
raised,
sir,
really
quickly,
first
want
to
thank
Brenda
for
her
continued
leadership
of
this
effort
and
also
want
to
Echo
her
sentiments
that
Christine
Edwards,
our
project
manager
has
done
a
phenomenal
job,
and
the
meetings
have
been
extremely
productive
thanks
to
both
Brenda
and
Christine's
leadership.
With
this
being
our
second
equity
and
engagement
committee
meeting,
this
is
the
first
time
we've
had
what
will
be
or
is
currently
slated
to
be,
a
standing
reparations,
update,
and
so
I
want
to
get
some
feedback
from
you
all.
A
If
this
is
the
level
of
detail
that
you're
wanting
to
hear
just
to
know
the
status
of
how
things
are
going
with
the
community
reparations
commission
or
if
there's
some
other
way,
you'd
like
for
us
to
convey
this
information,
we're
trying
to
be
responsive
to
the
scope
of
work
for
this
committee
that
was
established
back
in
November,
and
so
knowing
that
this
is
the
first
one
just
wanted
to
see.
If
there
was
any
general
feedback
on
how
we
can
look
at
potentially
restructuring
and
adjusting
for
next
month's
committee
meeting.
B
No
I
think
it's
perfect
I
like
Brenda
coming
and
giving
us
a
overview
on
updates
of
the
last
meeting,
but
I
was
wondering
if
there
are
times
and
opportunities
for
us
to
go
more
topical
and
have
representatives
from
the
impact
Focus
area
come
and
give
us
a
little
deeper
dive.
D
B
After
thought,
oh
I'm,
sorry,
no
go
ahead.
I
was
wondering
if
your
neighborhood
reps
are
reporting
back
to
their
communities
in
any
way.
D
That's
been
a
little
bit
of
a
query:
I
think
part
of
it.
What
we're
gonna
do,
I
think
I.
Think
yes
and
no,
but
I
also
think
what
we
could
do
is
maybe
give
them
a
one
sheeter
after
the
meeting,
because
we
have
a
debrief
on
Wednesday
following
the
meeting
so
we'll
have
a
debrief
tomorrow.
Maybe
we
can
provide
a
one-sheeter
that
they
can
just
take
back
or
email
to
their
neighborhoods
and
they
can
have
that
and
that's
something
we
also.
D
We
have
information
that
we
put
out
right
after
the
meeting,
but
what
what
we
could
give
them
is
a
little
bit
more
detail
about
what
we
did
and
then
what
where
they
could
find
information.
So
yes
and
no
yeah,
but
we
got
to
get
that
energized
and
we're
talking
about
Community
engagement
this
week
with
a
team
of
folks,
so
we're
getting
ready
to
get
hot
and
heavy
with
that
as
well
great
question.
Thank
you.
C
I
was
just
going
to
add
that
I
think
this
update
level
is
great
and
I
hope
that
the
actual
presentation
piece
continues
because
I
think
the
public
May
pick
that
up
and
see
it
if
they
can't
listen
in
so
yeah
great
and
great
to
have
you
here
and
as
long
as
there's
q,
a
time
I
think
we'll
be
fine.
C
H
Okay,
hello
committee
members:
it's
a
pleasure
to
be
here
to
be
able
to
give
you
all
an
update
on.
This
is
what
we
think
is
a
pretty
exciting
project
and
that
being
the
inclusive
and
accessible
accessible
government
project
which
was
funded
through
arpa
next
slide.
H
There
we
go
so
hopefully,
if
I've
done
a
good
job
in
this
presentation,
you
guys
will
walk
away
with
at
least
these
three
things
in
mind,
and
that
is
that
this
project,
the
first
one
being
that
this
project
is
really
geared
towards
addressing
barriers
to
communication
and
engagement
as
that
relates
to
Neighborhood
resilience.
So
we're
hoping
if
we
are
successful
with
this
project,
we
are
moving
the
needle
on
the
resilience
of
our
neighborhoods,
which
we
all
know
are
a
critical
building
block
for
a
healthy
community.
H
Our
guiding
principle
for
this
project
is
really
that
we
are
constantly
learning
from
Frontline
communities
and
integrating
what
we're
learning
into
how
we
approach,
engagement
and
accessibility
to
decision
making,
and
then
this
project
has
four
different
components
to
it.
I'll,
go
through
them
really
quickly
here
and
talk
a
little
bit
more
in
the
next
slide
about
what
they
are,
but
there's
four
components:
all
together:
they're
hybrid
meetings
and
when
we
say
hybrid
meetings,
we're
talking
specifically
about
boards
and
commissions,
Council
committees
and
Council
meetings.
H
And
then
our
community
engagement,
Academy.
A
third
component
is
language
accessibility
and
we're
slotted
to
give
an
update
on
that
in
April.
And
then
the
fourth
component
is
upfitting
community
spaces
for
access
to
the
local
government
participation,
and
that
will
also
be
the
topic
of
a
update
that
we
give
in
April.
H
So
if
we
can
go
on
to
the
next
slide,
we'll
talk
a
little
bit
more
about
these
two
components
that
we'll
be
focusing
on
today.
Again
that
being
hybrid
meetings
and
the
community
engagement,
Academy
I
do
want
to
pause
and
say
that
the
community
upfit,
the
upfit
of
community
spaces,
does
have
a
hybrid
meeting
component
to
it
and
we
can
certainly,
if
you
have
any
questions
about
that,
I
can
share
where
we
are
today.
H
But
today's
presentation
will
really
be
focused
on
how
we're
progressing
with
some
recommendations
on
how
to
roll
out
hybrid
meetings
in
the
three
areas
that
directly
relate
to
council.
So,
as
a
reminder,
the
total
project
budget
for
this
is
514
000
a
little
over
that
direct
money.
That's
going
to
the
community
is
in
the
area
of
a
hundred
and
forty
thousand
and
I've
listed
out.
H
What
those
different
functions
are,
those
being
the
community
center
up
fits
and
then
a
facilitator,
Plus
stipends
for
participants
of
the
community,
engagement,
Academy
and
then
finally
sign
language
interpretation,
which
we
know
is
part
of
our
end
goal:
indirect
to
the
community.
H
We've
got
about
374
thousand
dollars,
that's
earmarked,
for
it
says
broadcast
equipment,
that's
really
broadcast
and
hybrid
equipment,
so
that
that
we
can
improve
our
performance
in
those
areas,
and
we've
also
brought
on
two
additional
staff
to
the
cape
team,
one
being
focused
on
language,
accessibility
and
the
other
on
implementing
hybrid
meetings.
H
So
next
slide
all
right.
So
what
we've
heard
this
is
usually
where
we
start
just
kind
of
taking
a
a
scan
of
what
we've
heard
in
the
community.
We've
been
hearing.
Many
of
these
things
for
many
years
and
they
informed
the
components
that
we
proposed
for
this
project.
We
hear
things
in
lots
of
different
places.
H
One
thing
we
know
is
that
Asheville,
at
least
in
2020,
is
more
typically
more
engaged
than
most
cities,
and
so
that's
coming
from
the
national
Community
survey
and
we
Benchmark
or
or
they
Benchmark
against
a
really
large
database
of
other
cities
across
the
country
and
and
our
response.
Our
community's
response
to
that
survey
suggests
that
Asheville
is
more
engaged
than
most
cities.
We
also
know
that
there
are
many
barriers
to
participation,
whether
it's
different
abilities,
Transportation
Child,
Care
technology
language.
We
hear
that
out
in
the
field.
H
H
We
really
want
to
understand
what
our
communities
needs
and
preferences
are,
so
that
we,
as
an
organization,
can
do
our
best
to
meet
those
needs
and
then,
finally,
from
our
climate
Justice
input,
we
also
heard
that
Frontline
communities
need
to
be
meaningfully
engaged,
so
those
are
some
of
the
things
we've
heard,
not
all
of
them,
but
they're
themes
that
I
just
wanted
to
raise
in
this
presentation
and
and
certainly
to
connect
that
with
the
components
of
this
project
as
we
move
forward
next
slide
all
right.
H
So
if
we're
beginning
with
the
end
in
mind,
what
outcome?
Is
it
really
that
we're
seeking
to
achieve
through
this
project?
It
would
be
that
all
people
have
access
to
decision
making
and
feel
welcome
to
participate.
We
also
hope
that
community
members
are
inspired
to
work
in
or
with
local
government.
H
Next
slide.
There
we
go
so
again.
Our
guiding
principle
is
really
that
we
want
to
hear
from
the
community.
We
want
there
to
be
a
partnership.
We
want
to
try
to
co-designed
some
approaches
to
engagement,
we
want
to
test
them
and
then
we
want
to
learn
from
them
so
that
we
can
continually
improve
some
actions
that
we
think
will
get
us
to
that
end.
If
you
want
to
think
about
them
as
goals
for
this
project,
something
that
we
can
measure
to
see
if
we're
successful.
H
That
would
be
that
we're
improving
access
to
decision
making
that
we're
minimizing
engagement
fatigue,
and
by
that
we
mean
how
many
times
we're
asking
the
community
to
come
out
and
give
us
input
on
things.
We
really
believe
that
coordination.
There
is
a
respectful
thing
to
do
appreciating
that
our
community
members
have
many
things
that
they
are
trying
to
take
care
of
in
their
daily
lives
and
if
we're
not
connected
as
an
organization,
it
can
create
some
feelings
of
frustration.
H
If
we're
not
recognizing,
what's
been
shared
in
the
past,
that
can
also
create
some
feelings
of
frustration.
We
really
want
to
minimize
that
then.
Finally,
you
want
to
develop
a
pool
of
paid
ambassadors
and
Community
Champions,
that's
really
oriented
towards
groups
where
we're
not
seeing
that
we
have
participation,
maybe
that
matches
our
demographics
so
being
able
to
get
to
that
team
and
invite
them
to
help
us
in
surveys
or
any
engagement
efforts
that
we
have
paying
them
for
their
lived
experience
and
the
networks
that
they
have
so.
H
The
goals,
and
now
we
can
yep
move
to
the
next
one,
and
so
now
I'll
be
specifically
talking
about
the
first
of
the
two
components
we're
covering
today
and
that
being
hybrid
meetings.
So
again
we
want
our
end
goal.
Is
that
all
people
have
access
to
decision
making
and
feel
welcome
to
participate
some
upcoming
Milestones?
Just
so
you
all
have
an
idea
of
where
we
are
within
the
project.
Staff
has
been
working
on
an
environmental
scan
just
trying
to
get
an
idea
of
what
other
cities
are
doing
across
the
country.
H
Where
we've,
where
we
kind
of
line
up
with
what
other
cities
are
doing,
what
kind
of
resources
we
have
both
in
staff
internally
and
what
kind
of
reach
that
we've
had
with
engagement
efforts
that
we
have
to
date.
So
we
just
have
an
idea
of
what
our
Baseline
is.
H
Then
March
through
May
staff
will
be
looking
into
equipment
requirements
and
staff
capacity
will
continue
that
work,
and
then
our
plan
is
to
come
back
to
you
all
in
June,
with
a
menu
of
choices
and
the
impacts.
Each
of
those
choices
have
on
reaching
different
groups
who
may
have
different
accessibility
needs,
so
we
will
be
coming
with
recommendation
and
we
will
also
be
coming
with
a
lot
of
information
for
you
all
to
to
make
an
informed
decision
about
whether
or
not
we
want
to
move
forward
with
that
recommendation.
H
So
that
report
again
will
include
the
accessibility
impacts
of
each
option,
the
staff
resources
that
are
needed
and
or
available,
and
the
cost
to
implement
improving
our
portfolio
in
any
of
those.
Our
communication
portfolio
for
those
different
hybrid
options
next
slide
all
right.
So
just
to
give
you
an
idea
to
kind
of
bring
the
big
idea
down
to
something.
That's
that
that
we
can
Envision.
H
You
can
see
on
the
left
of
the
table
that
there
are
a
number
of
options
listed,
some
of
those
being
in
person,
real-time
member
participation,
virtually
real-time
public
participation,
virtually
listening
by
phone
streaming,
broadcasting
to
the
our
government,
channel
posting
and
recording
afterwards,
as
well
as
pre-meeting
participation
such
as
voicemail,
email
and
surveys.
H
So
those
are
some
of
the
different
options
that
are
will
be
on
the
menu
and
then
we
want
to
test
each
of
those
for
how
does
that
relate
to
people
who
might
have
visual
impairments
or
hearing
impairments,
language
barriers,
Transportation
barriers,
Child
Care,
barriers,
technology
barriers?
So
that's
just
a
little
sneak
preview
of
the
work
that
we're
doing
and
the
information
that
will
be
coming
back
to
you
all
in
June,
with
this
component
of
the
project.
H
Next
slide,
all
right.
So
when
we
say
hybrid
meetings,
what
exactly
do
we
mean
I?
Think
some
people
might
have
different
definitions?
So
I
wanted
to
be
clear
about
how
we're
approaching
this,
and
it's
really
that
there
are
that
the
meeting
is
in
person
with
opportunities
for
off-site
participation
and
that
participation
could
be
meeting
member
participation
or
public
participation,
so
just
a
review
kind
of
where
we
are
now
currently
our
boards
and
commissions.
Some
are
virtual.
Some
are
streamed,
some
are
in
person
and
streamed
and
then
some
have
the
phone
listening
option
as
well.
H
Council
committee
meetings
are
virtual
and
they're
streamed
and
they
have
the
opportunity
for
people
to
phone
in
and
listen
and
then
Council
meetings
we
all
know,
are
in
person
they're
broadcast
to
the
channel
streamed
and
people
have
the
opportunity
to
listen
in
by
phone
as
well.
So
what
we've
done?
To
date,
we've
onboarded
our
new
staff
member.
We're
really
excited
to
have
Logan
on
board.
That
also
creates
a
little
bit
of
breathing
space
for
Dan
on
the
production.
H
End
of
things
we've
gone
a
long
time
with
just
one
person
knowing
how
to
do
a
pretty
important
function,
so
really
excited
to
have
that
extra
bandwidth.
There
he's
doing
great
and
it's
a
joy
to
work
with,
and
then
he
has
been
working
on
that
environmental
scan.
That's
where
we're
learning
kind
of
how
we
stack
up
next
to
a
lot
of
cities
across
the
country
next
slide,
all
right,
so
a
little
bit
from
that
environmental
scan.
H
So
here's
some
preliminary
data
that
we're
seeing
come
in
We've
looked
at
around
60
Municipal
governments
and
some
of
those
are
in
North
Carolina.
Certainly
the
state's
top
10
cities
by
population
were
included.
Also,
proximity
to
Asheville,
including
Buncombe,
Hendersonville
and
Greenville,
South
Carolina,
and
then
similar
size
cities
and
then
an
additional
range
of
larger
and
smaller
cities
across
the
country
who
tend
to
have
populations
or
Community
a
community
culture,
that's
similar
to
ours,
so
early
observations.
H
It
appears
that
Asheville
that
that
we
are
ahead
of
many
series
with
cities,
with
the
virtual
and
hybrid
meeting,
accessibility
and
production
value.
So
we
were
happy
to
see
that
and
to
date
we
found
few,
but
some
definitely
some
cities
that
have
the
option
for
remote,
public
participation
in
boards
commissions,
Council
committees
and
or
Council
meetings.
H
H
Making
that
feel
welcome
to
participate
is
a
really
big
part
of
this
component,
also
that
community
members
are
inspired
to
work
in
or
with
local
government,
so
upcoming
Milestones,
you
can
tell
we've
been
in
the
planning
stage
since
we
got
the
funding,
so
there
too
we're
doing
our
environmental
scan,
we're
we're
learning
what
we've
done
in
the
past
and
and
and
talking
with
different
groups
of
people
to
understand.
H
We
expect
that
in
June
or
July,
we'll
be
announcing
the
next
cohort
of
the
academy
and
just
to
sum
up
our
progress
today,
we've
done
we're
still
in
that
learning
State
and
then
engaging
with
past
participants
again
to
inform
that
design
of
the
next
Academy.
We
really
we
realize
well.
If
we
go
to
the
next
stage,
I'll
share
what
we're
realizing.
H
All
right,
so
so
we're
realizing
things
like
I
mentioned
before
that,
sometimes
having
an
outside
facilitator,
can
really
help
initiate
some
authentic
conversations
from
which
we
can
grow.
The
first
Academy
was
held
in
2021
and
was
facilitated
by
chemeka
ebony.
She
did
a
really
great
job
connecting
with
people.
H
The
I
am
brilliant
is
a
format
that
she
uses
to
really
build
up
community
members
and-
and
it's
in
that
vein
of
inspiring
them
to
to
participate
actively
participate
in
their
local
government
and
her
Focus
was
on
building
Community
Champions
and
really
valuing
valuing
that
lived
experience
and
as
an
example
of
what
we've
been
able
to
do
in
connection
with
the
academy
participants.
If
we're
looking
back
to
the
reparations
speaker
series,
three
of
those
graduates
were
able
to
provide
engagement,
support
for
that
effort
next
slide
all
right.
H
So
the
vision
for
the
Academy
is
a
course
that
we're
constantly
learning
and
growing,
based
on
what
we
hear
from
our
community
and
the
second
bullet's
important.
It's
that
two-way
information
sharing
both
what
we've
heard
from
staff
and
facilitators
that
that
an
education
on
how
government
processes
work
is
important,
and
we
also
want
to
recognize
that.
H
Maybe
not
everybody
wants
to
just
sit
and
be
taught
they
really
want
to
share
with
their
lived
experience
is
so
we
want
to
learn
from
the
community
what
they
need
to
be
inspired
to
participate.
H
So
it's
really
that
two-way
communication
and
information
sharing
that
is
going
to
be
an
important
anchor
for
us,
and
then
we
also
want
to
make
sure
that
we
get
that
authentic
feedback
through
the
facilitator,
so
post
Academy,
if
graduates
are
interested
again,
they'll
become
a
pool
of
community
Champions
who
can
support
City
engagement
efforts
and
be
paid
for
both
the
networks
that
they
have
and
to
bring
in
more
input
that
more
accurately
represents
our
entire
community
and
we've
listed
there.
H
Just
a
few
of
sorry,
sorry,
Katie
we've
listed
a
few
of
the
groups
that
we
sometimes
have
a
hard
time
reaching
all
right.
So
next
slide
the
academy.
The
vision
was
again
informed
by
what
we've
heard
from
Community
City
staff
and
elected
officials.
H
Certainly
that
piece
about
empowered
decision
making
is
a
really
important
one,
and
then
we
want
to
make
sure
that
folks
are
being
meaningfully
engaged.
Those
are
some
some
things
we're
hearing
from
Community
from
staff,
we're
hearing
that
there
are
Opportunities,
For,
Better,
Community,
understanding
of
government
process
and
again
we
want
to
find
the
sweet
space
between
those
two
so
I'm
hoping
today.
If
the
committee
has
any
ideas
or
outcomes
that
you'd
like
to
have
to
consider
in
the
scope
of
the
academy
that
I
can
capture
those
as
we
move
forward
and
co-designing,
it.
H
Next
slide,
all
right
so
back
to
those
key
takeaways,
we're
really
honing
in
on
neighborhood
resilience
and
some
things
that
we
think
we
can
do
in
partnership
with
the
community
to
improve
that
it's
an
iterative
learning
process,
that's
going
to
be
our
guiding
principle,
and
today
we've
covered
two
of
the
four
components
of
the
arva
project.
F
F
F
That
has
been
brought
up
as
a
potential
solution,
so
if
we
might
add
parking
and
shuttles
to
transportation,
another
thing
that
has
come
up
around
accessibility
is
once
you
attend
the
meeting.
Is
there
a
place
for
you
to
be
so?
F
Seating
has
been
a
big
issue
if
our
seating
is
accessible
or
not,
especially
for
our
elders
and
then
an
example
has
been
given
regularly
of
folks
that
are
trying
to
attend
meetings,
but
there's
not
parking,
especially
for
disabled
people,
trying
to
use
handicap
spaces
if
the
closest
spaces
are
taken
by
what
has
come
up
in
communities
being
City
staff
or
city
Representatives.
F
So
those
are
some
of
the
key
things
that
came
up
around
accessibility
for
Community
ambassadors.
I
know
an
example
was
given
of
bringing
out
or
bringing
in
an
outside
facilitator
and
the
benefits
of
that
I've
also
heard
in
some
areas
and
I.
F
Think
of
the
advanced
Monument
task
force
that
having
local
subject
matter,
experts
that
are
paid
for
their
lived
experience
can
also
be
a
tool
that
I
just
want
to
make
sure
we
have
in
our
toolkit
listed
explicitly
and
then
a
suggestion
I
have
is
around
live
or
the
different
ways
that
we
do
Outreach
other
than
in
English.
F
So,
for
example,
right
now
we
have
a
budget
hearing
and
Survey
that's
happening
through
March
3rd
and
I
really
appreciate
that.
It's
not
only
in
English,
it's
also
in
Spanish,
Russian
and
Ukrainian.
But
when
you
look
at
the
city's
website,
if
you
don't
know
how
to
find
it
by
going
to
the
stories
and
then
looking
at
the
archived
stories
or
searching
for
the
survey,
all
of
those
first
places
that
you
might
kind
of
like
brainstorm,
how
to
look
for
it
still.
F
The
first
option
is
in
English,
and
so
you
have
to
like
keep
digging
until
you
find
something
that's
in
Spanish
and
even
that's
in
English.
So
it
doesn't
say
it's
an
espanol.
It
says
it's
in
Spanish,
so
there's
there's
probably
a
way
that
we
could
maybe
bring
someone
with
lived
experience
to
the
table.
That
could
help
us
see
what
we're
missing,
I
think
about
I,
look
at
the
Durham
website
and
looked
at
the
city
of
Asheville's
website
today
and
the
City
of
Durham's
website.
F
At
the
very
top
says,
Services
departments,
government
connected,
engage,
is
Spaniel,
and
so
that
might
be
a
tool
where
we
don't
have
to
rethink.
We
could
just
reach
out
to
a
fellow
group
of
you,
know
Municipal
public
servants
and
figure
out
what
they're
doing
and
why
they
do
it.
That
way,
might
save
us
some
time.
C
H
Do
that's
available
on
on
our
site.
We
do,
and
that
is
part
of
the
so
I'm
really
excited
to
come
back
to
you
all
and
talk
about
the
accessibility,
the
language
accessibility
component
of
that,
because
we've
made
some
good
work
in
that
area,
and
certainly
council
member
Roni
listening
to
people
and
reaching
out
to
local
organizations,
is
a
big,
important
piece
of
that
and
we've
been
able
to
integrate
some
of
that
into
our
budget
engagement
around
this
one.
H
We've
got
some
manage
contact
lists
for
organizations
that
work
with
different
populations
and
we've
been
proactively
pushing
the
budget
information
to
them.
So
we
also
know
this
that
AI
council
member
Turner
at
the
artificial
intelligence
translation.
We
know
that
it's
not
ideal
and
that's
what
we're
leaning
into
right
now
on
our
website,
as
well
as
our
public
input
page
as
well
as
our
streaming,
where
you
can
choose
closed
captioning
in
a
different
language
and
it
isn't,
it
is
imperfect.
H
So
we
know
we've
got
some
improvements
that
we'd
like
to
explore
there,
and
and-
and
that
is
the
truth-
that
it's
just
that
very
base
level
for
the
whole
website
that
we're
we're
able
to
bring
in
that
that
overall,
translation
and
and
council
member
ronia
definitely
hear
you
on
the
importance
of
having
that
up
front.
It
doesn't
really
help
to
say
you
can
visit
the
site
in
Spanish
if
that
is
in
English.
F
Right
and
just
the
budget
process
itself,
I
was
walking
through
it
with
a
student
they're
like
okay
I
have
it,
but
at
the
city's
website,
I
can't
see
anything
like
it.
Doesn't
it's
not
working
for
me
so
I
had
to
like
go
through
their
process.
Similarly,
to
when
I
have
served
with
people
in
our
community
who
are
blind
and
everything's
requiring
a
link,
and
so
I
know
we're
always
working
to
improve
it's
just
something
that
I
thought
since
Durham
has
something
that
seems
to
be
available.
We
might
not
have
to
start
from
scratch.
F
H
That's
great
they're.
Actually,
we've
we've
really
been
interested
in
what
they're
doing
in
the
area
of
hybrid
meetings
as
well
at
their
their
one
of
those
cities
that
are
a
little
bit
ahead
of
many
others.
So
so
we
can
certainly
add
that.
F
And
also
say
that
I
know
that
you
mentioned
where
ahead
of
some
cities
but
we're
behind
our
own
French
Broad
NPO,
which
has
hybrid
meetings,
and
it
has
for
months
so
I
wonder.
Have
we
had
a
chance
to
reach
out
to
Tristan
Atlanta
Sky
to
see
what
they're,
using
as
far
as
equipment
and
what
they
they've
learned?
Because
we
are,
we
have
voting
members
that
are
virtual
and
in
person.
H
H
So
looking
at
some
of
the
technology
that
they've
used
kind
of
a
meeting
in
a
box,
so
we
can
take
a
little
suitcase
and
then
have
a
virtual
meeting
anywhere
and
have
those
hybrid
components
so
I
just
want
to
give
Buncombe
County
a
shout
out
there
with
what
they're
doing
with
hybrid
meeting
technology.
G
That's
an
excellent
question
right
now:
we're
still
dealing
with
a
little
bit
of
uncertainty
in
the
law
and
we
are
coming
out
of
the
pandemic
era,
where
we
had
some
state
of
emergency
issued
by
the
governor,
which
allowed
us
some
additional
flexibility
as
it
stands
right
now,
municipalities
are
still
interacting
with
one
another
to
try
to
figure
out
the
best
unified
approach,
but
when
it
comes
to
the
primary
decision-making
Authority,
that's
going
to
be
their
city
council,
County
commissions,
the
the
limits
still
seem
to
apply
that
virtual
participation
in
the
form
of
voting
still
seems
to
be
very,
very
restricted.
G
We've
loosened
that
as
we
go
into
the
advisory
bodies
and
I,
think
the
mpo
is
a
little
bit
between
those
two.
So
the
further
away
from
the
primary
legislative
body
within
a
municipality
or
County.
You
have
more
options
available
to
you,
but
with
city
council
we're
still
somewhat
restricted.
F
Thank
you
so
I
wondered.
Where
are
we
at
with
following
up
on
I
know
years
ago
there
was
a
conversation
around
participatory
budgeting
and
I
wondered
if
how
that
might
be
a
tool
in
moving
us
from
it
was
presented
as
engagement
fatigue
to
our
goals.
Here
we
we
talked
about
meaningful
engagement,
partnership
and
empowered
decision
making
have
we
touched
participatory
budgeting
in
a
while.
H
So
so
that
one
in
concept,
I,
I,
think
in
some
circles,
participatory
budgeting
has
a
very
narrow
definition
for
exactly
what
that
means.
So
so,
if
we're
looking
at
that
very
specific
narrow
definition,
I
I
don't
want
to
speak
on
behalf
of
the
finance
department,
but
I.
Don't
know
that
we've
had
conversations
about
that,
but
in
principle
making
sure
that
it
is
as
accessible
as
it
can
be
and
that
it
is
a
front
in
front
of
the
budget
public
hearing
which
comes
really
late
in
the
budget
process.
F
So
I
do
wonder
I
think
an
example
could
be
if
we're
looking
to
specifically
address
food
apartheid
or
security
or
climate
Justice
initiatives.
I
heard
folks
that
gave
engagement
on
the
climate,
Justice
initiative
and
they're
like
we
spent
all
this
time
and
energy.
We
hope
you'll
match
that
with
meaningful
action
and
meaningful
action
looks
like
budget.
F
So
I
think
it
would
be
interesting
to
see
where
we
could
take
that.
As
far
as
getting
to
that
empowered
decision
making
and
I
only
have
two
more.
How
is
government
TV
funded
and
what's
the
budget.
F
I
would
love
to
get
some
more
information
on
that,
so
I
could
dig
in
for
fun
and
then
at
the
boards
and
commissions
committee
we've
been
talking
about
moving
from
monthly
Advisory
Board
appointments
to
quarterly
as
much
as
possible
for
our
advisory
boards.
The
benefit
of
this
is
that
longer
Outreach
window
means
that
we
could
meet
more
filing
deadlines
like
for
monthly
or
quarterly
Publications
I.
F
Think
of
like
the
urban
news,
for
example,
if
we're
sending
things
and
Advance
the
deadline,
but
the
deadline
for
our
application
process
ends
before
it
goes
to
print.
So
I
think
if
we
could
maybe
consider
linking
up
the
work
that
you're
doing
along
with
that
consideration
from
boards
and
commissions
I
just
want
to
make
sure
it's
an
opportunity
to
add
to
your
toolkit.
Yes,.
H
Absolutely
and
that-
and
we
really
want
to
take
up
too
much
time,
but
in
that
vein
the
team
has
my
team
is
and
with
Partners
across
the
organization
has
worked
really
hard
on
developing
those
contact
lists
not
only
with
people
who
are
interested
in
different
topics
like
let's
say,
reparations
or
who
self-identify
as
having
a
disability
or
in
a
certain
age
group
we're
also
reaching
out
to
those
organizations
that
serve
them,
so
that
that
information
is
available
for
the
whole
organization
and
I
think
that
that
could
be
a
great
opportunity
for
us
to
connect
with
the
city
clerk's
office
and
make
sure
that
they're
they
they're
they've
got
access
to
all
of
those
resources.
B
I
All
right,
thank
you,
so
I
am
Rachel
Taylor,
Economic,
Development
specialist
in
the
community
and
economic
development
department,
and
today
we
will
go
through
a
couple
of
grant
program
updates
and
also
looking
for
feedback
on
some
recommendations,
so
Katie
next
slide.
I
So
our
key
takeaways
for
today
are
that
we
want
to
highlight
some
of
the
work
that
City
staff
have
done
for
this
grant
program.
Staff
participated
in
the
government
Alliance
for
racial
Equity,
also
known
as
gear
North,
Carolina
learning
cohort,
and
this
was
a
great
opportunity
to
apply
the
racial
Equity
toolkit
and
the
gear
principles
to
this
grant
program.
So
we'll
talk
through
some
of
those
Lessons
Learned.
We
also
are
looking
for
feedback
and
agreement
from
this
committee
on
the
following
recommendations.
I
So
the
first
one
is
to
raise
the
minimum
award
amount
to
forty
five
thousand
dollars.
The
second
is
to
award
full
funding
instead
of
partial
funding.
The
third
recommendation
is
to
execute
the
agreements
within
60
days
or
the
award
may
be
subject
to
redistribution
and
finally,
Awards
not
fully
invoiced
within
60
days.
After
the
agreement,
termination
date
will
be
considered
closed
and
remaining
funds
may
be
subject
to
redistribution
and
then
last
we
will
talk
about
staff
will
announce
the
call
for
applications.
I
After
receiving
this
guidance
from
the
committee,
the
applications
will
be
live
and
posted
tomorrow
morning
and
will
be
open
until
March,
31st
application,
presentations
or
applicant
presentations
will
be
scheduled
for
the
first
week
of
April
and
funding.
Recommendations
will
be
presented
to
this
committee
on
April
18th
and
to
City
Council
on
April
25th
excited
and
you
can
go
to
the
next
one.
I
I
So
one
of
the
things
that
we
learned
through
the
pilot
and
through
our
conversations
in
this
scare
program
were
that
there
are
a
lot
of
different
elements
to
the
opportunity
Gap,
and
we
are
focusing
in
in
this
grant
program
on
addressing
those
elements
for
the
school
age,
population
and
so
program.
Feedback
through
this
cohort
suggested
that
maintaining
the
primary
goal
of
eliminating
the
opportunity
Gap
will
help
to
intentionally
guide
other
goals
and
promote
greater
overall
success.
I
So,
as
you
can
see
in
this
opportunity,
Gap
ecosystem,
there
are
many
different
elements
that
contribute
to
the
Gap
and
it
was
important
for
this
grant
program
to
have
long-term
efficacy
to
to
kind
of
hone
in
on
different
elements
of
this
and
and
how
these
different
elements
could
be
applied
to
the
K-12
population
and
loads.
Moderate
income.
Households
next
slide,
so
we
did
some
work
to
create
a
shared
definition
of
the
opportunity,
Gap
and
so
broadly.
I
The
opportunity
Gap
is
the
way
uncontrollable
factors
can
create,
can
contribute
to
lower
rates
of
success
and
educational
achievement,
career
prospects
and
other
life
aspirations.
I
So
we
wanted
to
focus
in
a
little
bit
on
those
educational
Gap
indicators,
so
we
might
see
that
through
average
test
scores,
these
average
test
scores
are
influenced
by
all
educa
educational
opportunities
in
home
after
school
Child,
Care
preschool,
and
so
these
reflect
the
total
kind
of
educational
elements
that
are
and
opportunities
that
are
available
in
a
community.
I
We
also
looked
at
learning
rates,
and
so
this
measures
the
score
Improvement
each
year,
and
this
is
more
of
an
indicator
of
school
quality
as
opposed
to
kind
of
community
opportunities,
and
then,
lastly,
we
looked
at
Trends
and
test
scores,
and
so
these
were
these
Trends
reflect
changes
in
both
school
school
quality
and
family
and
Community
features
that
provide
opportunities.
I
We
also
considered
Network
and
resource
Gap
indicators,
so
first
generation
low
income
for
the
K-12
population.
This
Gap
could
look
like
the
absence
of
a
formal
Mentor
in
a
student's
life
for
the
network
Gap.
This
can
be
based
on
students,
ability
or
inability
to
commute
students
can
miss
out
on
academic
and
cultural
opportunities
because
of
their
zip
code,
again
their
ability
to
commute
and
or
connections
and
opportunities
available
in
their
community.
I
We
also
looked
at
the
income
and
resource
Gap
and
also
the
digital
divide.
So
what
are
those
access
to
not
only
Technologies
like
tablets
and
computers,
but
also?
What
are
the
connectivity
options
available
to
them
so
increasingly
important
as
schools
offer
remote
learning
options
and
stem
education
becomes
more
broadly
a
focus
of
K-12
curricula.
Next
slide.
I
So
we
wanted
to
focus
in
on
how
educational
and
network
and
resource
opportunities
serve
as
indicators
and
elements
of
this
program
and
impact.
So
how
can
the
Strategic
partnership
Grant
really
focus
in
on
some
of
these
different
elements?
So
we
looked
at
for
Education.
We
looked
at
average
test
scores
as
an
indicator
to
see
if
those
previously
mentioned
gaps
can
decrease.
So
as
we
talk
about
the
eligibility
criterias
we'll
be
looking
at
what
are
some
educational
programming
elements
that
we
might
see.
I
We
also
will
look
at
Network
and
resource
elements
that
we
might
expect
to
see
as
well.
So
again,
this
could
look
like
a
mentoring
program,
transportation
to
programming
access
to
learning
technology,
internet
access-
things
like
that,
so
this
work
really
helped
to
inform
and
Define
some
of
our
eligibility
criteria.
I
Excellent,
and
so
with
that
we'll
go
into
some
of
our
recommended
revisions,
this
program.
We
want
to
keep
on
improving
it
and
making
changes
year
over
year,
so
our
first
recommendations
will
start
with
four
next
slide,
so
our
first
recommendation
is
to
raise
the
minimum
award
amount
to
forty
five
thousand
dollars.
The
median
award
amount
requested
in
the
pilot
was
50
000
and
the
median
amount
awarded
was
36
and
then
some
feedback
suggested
that
this
minimum
could
be
higher.
I
Our
second
recommendation
is
to
award
full
funding
instead
of
partial
funding.
This
we're
recommending
this
for
a
couple
of
reasons.
One
is
that
budget
changes
and
approvals
took
a
median
of
57
days
to
finalize
so
this
kind
of
contributed
to
that
delayed
agreement,
finalization
which
impacted
the
ability
to
get
those
payments
out
the
door.
I
Our
next
recommendation
is
that
Awards,
with
no
executed
agreement
within
60
days
may
be
subject
to
redistribution,
so
agreements
for
the
pilot
program
took
a
median
of
91
days
to
fully
execute
due
to
delayed
receipt
of
required
documents
and
in
our
pilot
program
we
have
one
agreement
that
remains
unexecuted
due
to
a
lack
of
required
documents
and
another
one
has
fully
executed
but
has
not
submitted
any
invoices
today.
I
So
we
obviously
work
with
the
agencies
as
much
as
possible
to
get
those
documents,
but
we
want
to
be
able
to
excuse
me
reintroduce
that
funding
back
into
the
grant
program,
and
our
last
recommendation
is
that
Awards
not
fully
invoiced
within
60
days
after
the
agreement.
Termination
date
will
be
closed
and
the
remaining
funds
may
be
subject
to
redistribution.
I
So
this
is
based
on
feedback
from
staff
and
under
other
funders
that
some
agreements
do
not
fully
invoice
their
Awards,
which
further
ties
up
funds
that
could
be
put
back
into
the
grant
program.
So.
I
I
don't
know
if
we
want
to
pause
here
and
take
any
feedback
or
questions
on
these
recommendations.
Yeah
Rachel.
A
Thank
you,
Rachel
and
great
job,
going
through
those
recommendations.
So
just
a
couple
of
quick
things.
One
I
did
want
to
note
that
attached
as
part
of
today's
agenda
materials
is
the
survey
feedback
Rachel
compiled
all
that
and
we've
attached
it
with
today's
agenda.
A
We
also
provided
you
with
a
comparison
of
what
the
pilot
evaluation
committee
recommended
versus
what
was
adopted
by
Council
back
in
July,
just
to
follow
up
on
that
Council
request,
but
Rachel
referenced
survey,
data
and
so
just
wanted
to
make
sure
you
knew
that
you
had
access
to
that
full
survey
data,
since
that
was
the
source
of
several
of
these
staff
recommendations.
I
Definitely
we
can
talk
about
that,
let's
see,
okay,
can
you
go
forward?
It
might
be
in
a
all
right
next
slide.
I
Can
you
scoop
forward
one
more
okay,
so
we'll
we'll
hop
back
to
that
in
just
a
minute.
We
have
created
these
application
materials
and
program
materials
to
help
communicate
our
expectations
and
our
guidelines.
So
the
first
thing
that
we
did
is
create
a
grant
guidelines
document
and
I
should
note
that
all
of
these
materials
will
be
posted
tomorrow
with
the
application
as
well.
I
So
we
have
a
grant
guidelines
document
that
highlights
kind
of
A
to
Z
all
of
the
our
expectations,
materials
dates.
Everything
like
that.
We've
also
updated.
I
The
frequently
asked
questions
document
and
this
will
be
a
living
document
that
will
be
updated
through
it'll
close
one
week
before
the
end
of
application,
so
I
think
that's
March
24th
we'll
keep
that
live
and
continually
updating
that
throughout
the
application
period,
we've
updated
the
Google
form
for
the
applications
with
updated
questions,
We've
provided
the
budget
template
and
then
also
created
an
example
budget
narrative,
an
example
Certificate
of
Insurance,
which
is
one
of
those
required
documents.
I
We've
got
scoring
criteria
and
then
we
also
included
an
example
Grant
agreement,
which
does
include
some
of
those
required
documents
as
well,
and
then
we
also
have
an
example:
memo
which
details
the
communication
and
invoicing
process.
So
we've
tried
to
highlight
a
lot
of
and
front
load
a
lot
of
that
information
sharing
and
expectation
setting
from
the
beginning.
I
So
one
of
the
other
elements
that
we're
looking
for
from
this
committee
is
just
a
feedback
and
agreement
on
scheduling
a
special
session
of
this
engagement
committee,
equity
and
engagement
committee,
and
we
will
want
to
have
applicant
presentations
similar
to
how
we
did
last
year.
And
so
this
would
be
one
meeting
tentatively
scheduled
that
first
week
of
April
April
3rd
through
sixth-
and
this
was
virtual
last
year,
each
applicant
had
about
three
minutes
to
present
councilman
memberoni.
F
I
won't
be
available.
That's
during
my
Studio's
spring
break
and
I
have
other
commitments.
C
Scheduled,
thank
you.
It
might
be
worth
the
thing
since
we
did
this
last
year.
The
presentations
were
suggest
that
we
listened.
There
wasn't
a
lot
of
q,
a
so
I
wonder
if
it
can
continue.
If
I
mean
Tim
is
usually
very
adamant
about
watching
your
videos,
you
use
it
I
mean
I,
don't
know
if
that
would
work
for
you
Kim
to
not
be
present,
but
for
them
to
continue
I'd
like
to
be
present.
I
Yeah
so
we'll
we'll
work
on
scheduling
that
and
making
sure
that
we
can
all
be
present
and
available
and
again
that
is
virtual,
okay,
so
Katie
if
you'll
skip
I,
guess
two
slides
forward
thanks.
I
So
with
this
committee's
input
and
approval,
we
will
post
the
applications
with
those
proposed
changes
tomorrow
we
also
anticipate
holding
two
virtual
information
sessions.
This
is
really
a
chance
for
the
applicants
to
talk
with
staff
about
any
questions
they
might
have
about
the
application
or
required
documents.
Anything
like
that.
Those
are
tentatively
scheduled
for
March
third
through
10th.
I
We
want
to
have
that
in
the
first
couple
weeks
of
March
and
then
we'll
post,
the
final
updates
to
the
FAQ
March
24th
and
then
close
the
application
period
at
the
end
of
March,
again
we'll
work
on
scheduling
but
anticipate,
holding
that
virtual
application
session
in
the
beginning
of
April
and
then
presenting
the
evaluation
panel
recommendations
to
this
committee
on
April
18th
present
award
recommendations
to
City
Council
on
April
25th
and
then,
similarly,
with
the
pilot,
we
will
notify
applicants
the
next
day
and
then
we'll
begin
that
agreement
development
process
shortly
thereafter
and
I.
I
Oh
key
takeaways
so
so
again
just
to
reaffirm
we
worked
with
other
staff
and
the
gear
cohort
to
create
this
sort
of
shared
understanding
of
what
the
opportunity
Gap
is
and
how
it
applies
to
this
grant
program
and
then
again
we're
asking
for
those
committee's
consideration
and
agreement
on
these
four
recommendations.
I
So
they
are
again
raising
the
minimum
award
amount
to
forty
five
thousand
dollars,
awarding
full
funding
instead
of
partial
funding,
executing
agreements
within
60
days
or
potentially,
the
award
may
be
subject
to
redistribution
and
awards
not
fully
invoiced
within
60
days
after
the
agreement,
termination
date
will
be
considered
closed
and
remaining
funds
may
be
subject
to
redistribution,
and
then
we
will
announce
the
call
for
applications
tomorrow,
after
receiving
guidance
from
this
committee,.
B
I
think
I'm
pretty
good
with
everything,
just
a
thought
on
partial
funding
or
full
funding.
I
know
when
we
first
had
this
conversation
about
transitioning
strategic
partnership
over
to
just
focus
on
the
opportunity
Gap
the
conversation
initiated
with
considering
multi-year
grants
so
just
to
put
that
in
the
air
I
know
we
kind
of
want
to
test
it
out
in
the
pilot
bra,
set
pilot
process
and
kind
of
give
it
some
massage
and
before
we
make
that
type
of
decision.
B
B
B
I
know
you
probably
come
up
with
spending
plans,
but
if
it
does
have
something
to
do
with
like
Staffing
or
you
know
something
kind
of
sensitive
I'm
wondering
if
we
can
put
some
type
of
plan
with
terms
in
place
and
if
they're
unable
to
fulfill
that,
then
maybe
then
we
consider
put
it
back
in
the
pool
of
money.
But
I
just
want
to
give
folks
a
little
Grace
because
staffing
issues,
it's
just
a
thing
right
now
we.
I
I
What
we
don't
want
to
have,
especially
you
know,
as
we
consider
this
approach
to
multi-year
funding.
What
we
don't
want
to
have
is
an
agency
that
has
not
been
responsive
kind
of
at
all
and
then
have
that
be
tied
up
long
term.
So
we'll
work
with
the
agencies
and
and
kind
of
do
that
in
that
agreement,
development
process
and
figure
out.
What
is
the
best
approach.
A
And
just
to
add
to
that,
Rachel's
done
a
really
great
job,
the
slide
that
provides
the
updated
application
materials,
we're
hopeful,
having
example,
budget
narratives
example,
certificates
of
insurance.
Some
of
that
key
documentation
should
hopefully
help
with
the
with
shortening
the
timeline
for
agreement
execution
and
then,
as
Rachel
mentioned,
we
are
going
to
have
two
virtual
information
sessions
and
then,
of
course,
staff
is
always
available.
I
The
Certificate
of
Insurance
was
particularly
challenging.
Like
I
mentioned
there,
there
was
a
lot
of
back
and
forth
with
a
couple
of
different.
I
Elements
so
the
program,
scope
and
the
budget
were
were
two
elements
that
required
some
negotiation
kind
of
back
and
forth.
What
we're
hoping
to
do
this
time
is
streamline
the
application
questions
so
that
it
can
be
sort
of
almost
literally
translated
into
that
program
scope.
So
that
will
reduce
that
back
and
forth
time
and
then
also
like
I
mentioned,
with
awarding
full
instead
of
partial
funding,
agencies
would
not
need
to
change
their
scope
of
their
programming
at
all
and
they
wouldn't
need
to
change
their
budget
at
all
the
Certificate
of
Insurance.
I
We
created
this
example
we
also
like
Rachel
had
mentioned.
We
want
to
work
with
them
on
the
front
end
to
help
identify
some
something.
Some
agencies,
it's
just
a
it's
a
hard
clock
like
Clause,
to
find
with
all
the
insurance
requirements
that
we're
looking
for
so
some
had
the
insurance
that
we
were
looking
for,
but
it
was.
It
just
took
some
time
to
find
it.
I
Some
didn't
have
that
insurance
and
while
we
allowed
that
to
be
a
cost
that
was
covered
through
the
grant
Awards,
it
just
took
a
little
bit
more
time
and
communication
to
to
get
those
documents
all
put
together.
I
I
With
I
believe,
only
one
organization
used
a
Fiscal
Agent
and
that
that
was
awarded
and
we
didn't
have
any
troubles
with
the
Certificate
of
Insurance
with
that.
So
that
wasn't
a
challenge.
I
I,
anticipate
any
Fiscal.
Agent
would
likely
be
a
larger
organization
and
would
likely
have
that
on
hand
a
little
bit
more
readily
available
than
a
smaller
organization.
I
I
think,
maybe
you
know
just
wanting
to
work
with
contacts
and
making
sure
that
the
contact
listed
on
the
applications
are
going
to
be
the
most
responsive
context.
That's
really
helpful
and
making
sure
that
all
of
the
again
most
responsive
parties
are
there
in
our
information
or
kind
of
kickoff
meetings
that
we
had
so
so
we
held
kickoff
meetings
with
each
of
the
grantees
after
they
were
awarded,
and
so
that's
really
key
to
making
sure
that
the
appropriate
people
have
all
of
the
right
information
from
the
very
beginning.
F
Thanks
so
I
am
hearing
some
concerns
around
process
and
I
think
some
of
those
questions
might
have
been
answered.
I
wonder
if
raising
the
amount
across
the
board
adds
to
those
concerns
or
addresses
them
I'm,
specifically
thinking
of
smaller
organizations
that
are
trying
to
Pilot
a
program
or
expand
on
relational
programming
and
Innovation.
F
A
That
would
certainly
add
a
level
of
complexity,
I
think
what
we're
looking
for
today
is
going
to
be
that
minimum
criteria
for
the
evaluation
committee
and
then,
if
there
is
a
desire
from
city
council.
This
is
always
the
case.
A
The
evaluation
committee
makes
their
recommendations,
but
the
city
council
and
this
committee
could
of
course
make
a
different
recommendation
based
on
what
we're
hearing
as
council
member
Smith
mentioned
earlier,
we're
wanting
to
continually
improve
this
program,
so
the
recommendations
that
Rachel
Taylor
and
the
team
are
making
today
are
based
on
the
feedback
we
got
from
the
pilot.
If,
for
some
reason,
we
find
that
this,
these
new
recommendations
are
creating
barriers,
unintentional
barriers
to
applicants
being
able
to
Avail
themselves
to
these
funds.
We
could
certainly
refine
that
for
a
future
program.
A
So
we
have
flexibility
again.
City
council
can
make
recommendations
that
are
different
from
the
evaluation
committee,
as
can
the
equity
and
engagement
committee.
But
today
we
are
wanting
to
have
some
standardization,
if
possible,
just
so
that
we
can
get
this
first
round
or
this
round
of
applications
launched
as
quickly
as
possible.
Looking
at
making
sure
funding
Awards
have
been
made
leading
into
the
summer
season,
since
many
of
the
potential
applicants
provide
summer
programming,
yeah.
F
F
It
may
make
it
harder
for
folks
to
participate,
but
I
don't
think
we
should
DeLay
So
I
know
we
need
to
move
quickly
on
moving
that
date,
I
noted
that
some
of
the
things
I've
heard
in
community
because
of
the
increased
child
care
costs,
that's
that
has
to
be
like
a
consideration
when
we're
looking
at
that
metric.
The
map
that
you
had
the
different
areas
that
are
dressed
in
the
opportunity,
Gap
but
I.
Also
what
I
didn't
see
was
environment,
including
noise
and
health
concerns
about
the
quality
of
housing.
F
So
when
I'm
talking
to
students
who
are
like
oh
I,
couldn't
sleep
last
night
and
so
regularly,
not
getting
sleep
is
making
it
hard
to
focus
at
school
or
considerations
of
mckinney-vento
students
and
housing
and
secure
students
who
are
couch,
surfing
I
think
we
might
want
to
just
like
for
future
recommendation
when
we're
when
we're
putting
out.
That
list.
Add
some
of
those
concerns
around
environment
and
quality
of
housing,
but
I
had
a
different
idea
for
today.
F
Now
that
I'm,
the
liaison
to
the
ABC
Board
I'm
thinking
of
in
2019
I,
met
with
a
group
of
eighth
graders
and
we
were
meant
to
talk
about
sustainability.
But
their
first
question
wasn't
about
food
security
or
tree
canopy
or
water
quality.
It
was
it
really
stuck
with
me
Miss
Kim.
F
Do
you
know
what
it's
like
to
grow
up
in
beer,
City
USA,
where
nobody's
from
here
and
everyone's
wasted,
and
that
hit
really
hard
and
those
students
are
seniors
now
or
they're
old
enough
to
graduate
and
I'm
thinking
about
the
fact
that
our
revenue
from
our
ABC
board
has
doubled
in
the
past
10
years
and
right
now,
our
funding
from
the
ABC
Board
goes
into
the
general
fund
and
we
don't
necessarily
earmark
it
for
specific
uses.
F
But
when
I
see
the
Gap
in
funding
I'm
wondering
if
we
might
want
to
start
looking
at
that
as
an
untapped
Revenue
stream,
that
seems
to
be
going
nowhere,
but
up
so
I
wanted
to
like
make
sure
that
we
don't
don't
just
think
about
like
the
the
scarcity
narrative
that
we
kind
of
have
to
create
because
of
deadlines,
and
it's
always
time
for
the
school
season.
F
It's
like
well
wait,
there's
there's
an
opportunity
to
meet
those
concerns
of
our
students
and
see
some
real
meaningful
impact
if
we
could
not
have
to
say
no
to
so
many
of
the
solutions
that
are
brought
to
the
table.
I
know
that's
going
to
take
a
bigger
Council
move,
and
maybe
we
can
bring
it
up
in
our
retreat.
But
I
wanted
to
bring
it
here
because
of
those
8th
graders
that
are
getting
ready
to
be
voters
and
have
their
own
families,
and
things
like
that.
F
It's
it
could
be
a
meaningful
way
to
for
our
young
people
to
see
that
we
care
about
how
growth
and
our
local
industry
impacts
them
directly.
A
And
we
can
certainly
bring
that
up
in
budget
discussions.
The
Retreat,
as
you
mentioned
right
now,
it's
about
242,
000
annually,
that's
allocated
from
the
general
fund.
So
of
course
the
general
fund
is
just
that
broad
pot
where
there
are
several
different
revenue
streams
feeding
into
it.
So
if
we
wanted
to
have
discussions
on
potentially
increasing,
it
would
be
through
those
those
future
conversations
right
now,
I
believe
Rachel
I'm
gonna
get
their
number
wrong.
A
I
think
we
have
about
five
hundred
and
seventy
thousand
dollars
available
in
the
Strategic
partnership
funding
line
item,
and
so
we're
gonna
see
what
comes
in,
see
how
agencies
score,
and
then
the
evaluation
committee
and
staff
will
make
recommendations
to
the
equity
and
engagement
committee
for
consideration
on
what
to
fund
so
right
now.
A
Obviously,
there
is
always
more
need
than
we
can
fund,
but
right
now
we're
actually
sitting
on
a
fund
balance
from
the
Strategic
partnership
program.
So
just
wanted
to
note
that
and
of
course
yes,
we
can
have
conversations
on
using
that
dedicated
Revenue
stream
to
help
augment
the
Strategic
partnership
funds.
F
So
I
pulled
the
report
and
our
quarterly
distribution
from
the
ABC
to
the
city
of
Asheville.
Just
this
quarter
was
1.1
million
so
because
that
fund
continues
to
grow
I
think
that
could
be
part
of
the
discussion.
But
while
we're
doing
that
and
like
I
said
I'm
learning
I'm
new
to
this
conversation
but
I
know
that
ABC
does
some
specific
grants
around
education.
So
we
might
want
to
look
and
see
what
organizations
are
getting
funding
for
what,
if
we're
looking
for
that
new
and
untapped
Revenue
literally
untapped.
B
F
If
the
same
organizations
are
getting
two
different
groups
of
funding
from
the
city
and
the
ABC
border
could
be
I
know
we
have.
We
have
potentially
an
opportunity
here
to
do
something
really
meaningful
for
our
young
folks
and
families
and
what
the
impact
would
be
for
all
of
us,
especially
if
this
Revenue
fund
is
going
to
continue
to
grow.
B
C
Outside
of
SPF
funds,
I
just
want
to
share
with
you,
because
you've
said
so
many
times.
I
did
hear
an
interesting
proposal
for
some
of
the
ABC
funds
to
go
back
into
Workforce
housing,
particularly
those
for
service
industry
workers,
which
is
where
a
lot
of
that
funding
even
coming
from
there's.
Restaurants,
I,
don't
know
if
that's
made
it
to
you
at
the
committee
at
Kim
that
I
thought
it
was
worth
mentioning.
C
A
You
so
thank
you
for
that
feedback.
I
want
to
make
sure,
at
least
for
the
recommendations
that
Rachel
has
and,
of
course,
we'll
vet
recommendations
before
bringing
a
final
recommendation
to
full
city
council
for
consideration
through
this
committee,
but
just
wanted
to
make
sure
conceptually.
It
sounds
like
I'm
hearing.
There
may
be
some
ideas
that
we
might
want
to
consider
for
future
iterations,
but
it
seems
like
there
is
at
least
consent
for
us
to
move
forward
with
those
four
recommendations
that
Rachel
brought
up
on
the
screen.
C
I
was
kind
of
I'm,
sorry
I'm,
not
sure.
If
I
cut
someone
off
the
60
days
to
execute
the
agreement,
so
I
know
we
had
dealt
with
this
in
hcd
and
SPF
for
different
years,
and
things
were
dragging
on
so
money
was
stuck
is
is
60
days
in
enough
time.
What's
the
can
someone
give
me
some
feedback
on
why
60
days.
I
You
know
we
wanted
to
move
quickly
and
get
these
agreements
fully
executed
and
it
and
it
took
91
days
kind
of
on
average
to
get
those
agreements
fully
start
to
finish
executed
so
that
they
were
able
agencies
could
send
in
an
invoice,
and
so
you
know
in
order
to
move
a
little
bit
more
quickly,
60
days.
I
know
that
in
some
of
the
other
agreements
that
I
do
work
with,
that
are
not
strategic
partnership
funds.
That
is
a
reasonable
and
kind
of
average
amount
60
days.
I
So
we
can
expand
that
we
could.
You
know,
work
with
them
to
see
what
would
be
like
a
reasonable
amount,
but
we
just
want
to
make
sure
that
we
do
put
in
some
time
frames.
So
that
way,
if
we
have
an
unresponsive
partner
agency
that
we
are
able
to
kind
of
have
that
support
and
backing
in
that
in
that
agreement.
F
I
guess
for
me,
I'm
I'm
pressing
pause
a
little
bit
on
raising
the
amount.
If
we're
going
to
do
multi-year
and
I.
One
of
the
reasons
is
I.
Look
at
a
very
highly
ranked
application
that
didn't
get
funding
that
was
small
was
the
Isis
average
score.
Was
82.56
percent
funds
requested
20
000
funds
awarded
zero.
F
So
if
we're
going
to
raise
the
amount,
is
it
because,
with
all
the
work
that
goes
into
the
application
process,
folks
are
looking
for
us
to
get
behind
them
that
that
used
to
be
my
frame
of
thinking
until
I
started.
Looking
at
the
process
of
what
it's
like
with
the
people
who
are
doing
the
work
on
the
ground
and
getting
partial
funding
signals
trust
from
the
city
and
partnership
that
helps
to
leverage
other
funding
and
I.
F
It's
really
challenged
my
thinking
through
this
learning
process,
about
helping
folks
to
get
unstuck
in
what
it
looks
like
for
us
to
stand
beside
at
the
same
time,
realizing
that
if
we
don't
fully
fund
anything,
then
it's
hard
for
anyone
to
get
anything
done
I'm,
not
as
messy
process.
That's
why
I'm
looking
for
more
money
but
I,
guess
I'm
I'm,
I'm
feeling
cautious
about
raising
the
amount.
If
we're
going
to
look
at
multi-year,
because
I
see
some
benefit
in
multi-year
as
like
another
different
way
to
get
behind
folks.
A
So,
knowing
that
the
award
minimum
for
the
pilot
was
20,
000
and
then
the
median,
let
me
scroll
back
to
that
was
36
000.
Would
you
be
comfortable
if
we
raised
it
to
the
median
that
was
awarded
for
the
purposes
of
this
next
round
of
applications,
and
again
these
thresholds
that
we're
mentioning
are
going
to
be
the
criteria
that
the
evaluation
committee
is
going
to
be
using?
A
And
ultimately
this
committee,
the
equity
and
engagement
committee
and
city
council
commit,
can
make
a
decision,
that's
different
from
the
evaluation
committees,
but
we're
just
wanting
to
have
some
standards
in
place
to
inform
that
scoring
criteria
that
the
evaluation
committee
uses.
B
Yeah
I
can
I,
can
land
on
36
I,
always
think
about
organizations
who
were
very
small
but
they're
doing
great
work
and
they
have
a
lot
of
programming
going
on
in
the
other
program.
All
other
programs
are
fully
funded,
but
they
want
to
try
this
special
thing,
so
they
don't
need
as
much
money.
You
know,
it'll
put
them
in
a
compromising
position
to
go
after
the
bigger
fish
than
just
to
take
what
they
need
and
do
well.
G
F
B
B
A
So
I
heard
35
and
then
there
was
some
discussion
around
the
60-day
time
period.
So
is
there
an
alternate
time
period
that
you
want
us
to
look
at
and
again
it's
always
going
to
be.
We
have
the
word
May
in
there
because
of
course,
Rachel
and
the
community
and
economic
development
team
are
going
to
work
with
Partners.
We
want
them
to
be
able
to
use
these
funds
and
provide
the
programming
to
school-aged
youth.
A
F
Yeah
Sage
I
hear.
That
too,
is
that
the
the
rush
and
the
urgency
that
we
create
on
top
of
the
scarcity
is
like
pitting
organizations
and
getting
against
each
other.
When
we
know
when
school
ends
it's
like.
Could
we
get
in
front
of
this?
So
we
can
staff
up,
but
I
think
that's
maybe
means
that
we
need
to
move
our
timeline
back
so
be
talking
about
this
in
January
right.
C
A
A
Okay,
so
we
will
adjust
that
award
minimum
to
35
000
all
right.
The
only
other
question
I
have
from
this
group
is
I
did
hear
some
feedback
on
partial
versus
full
award
amount
again
we're
making
that
recommendation
based
on
the
survey
data
that
Rachel
Taylor
had
so
I
wanted
to
find
out
from
the
committee
on
that
piece.
A
Are
you
comfortable,
at
least
with
the
threshold
of
the
evaluation
committee
reviewing
and
scoring
and
and
making
assumptions
that
they
that
we
will
fully
fund
grantees,
or
are
you
wanting
the
evaluation
committee
to
recommend
partial
funding
amounts.
F
A
So
you
can
see
I'm
happy
to
pull
it
up.
Let
me
share
my
screen
really
quickly.
A
And
I'll
try
to
make
this
bigger.
Oh
I'm,
gonna
click.
A
F
A
We
did
that
for
the
pilot,
because
we
were
limited
to
that.
We
were
limited
to
originally
355.
000
is
the
direction
that
we
got
from
the
Housing
and
Community
Development
Committee
to
earmark
for
the
pilot
program,
because
we
didn't
want
to
exhaust
all
of
the
funds
and
the
fund
balance,
since
it
was
just
a
pilot.
So
that
was
the
reason
for
the
partial
recommendation,
as
we
wanted
to
maximize
what
we
could
fund
based
on
those
applications.
I
And
we
also
recommended
the
so
in
this
kind
of
go
around
we're
recommending
full
funding
based
on
some
of
that
feedback,
but
also
based
on
conversations
with
other
funders
and
also
kind
of
due
to
that
administrative
element
of
that
budget
back
and
forth.
That
added.
So
basically
it
took
about
57
days
to
get
that
final
budget.
I
There
were
other
things
happening
simultaneously,
but
so
that
was
an
element
that
we
were
able
to
kind
of
better
understand
through
the
pilot
program
and
then
talking
with
other
funders
and
then
some
follow-up
conversations
after
the
after
we
sent
out
that
survey
for
for
the
first
pilot
program,
that's
where
some
of
this
information
is
coming
from,
and
so
so
you
know,
one
thing
with
this
is
that
this
is
a
chance
for
us
to
kind
of
test
out
some
of
these
elements,
and
then
you
know
also
make
improvements
and
changes
as
this
program
develops.
F
Okay,
so
if
I
knew
we
were
all
moving
in
concert
together,
then
I
would
say
we
have
some
strategic
partners
that
we
are
going
to
fund
at
the
city,
the
county
and
foundational
level
in
our
community
right
now.
We
have
them
all
running
around
trying
to
fill
out
all
of
our
applications
and
do
all
of
our
processes.
F
F
If
we're
going
to
be
fully
funding
and
then
it's
going
to
create
still
the
same
amount
of
run
around
without
the
leverage
that
folks
are
using
right
now,
it
seems
like
we
should
move.
Maybe
one
part
at
a
time,
maybe
I'm
wrong
in
this.
If
we're,
for
example,
if
we're
going
to
do
multi-year
funding,
then
we
do
multi-year
funding
partial.
B
F
B
A
As
I've
mentioned
before,
there's
always
flexibility
with
city
council,
as
well
as
the
equity
and
engagement
committee's
recommendations.
Really,
what
we're
asking
for
today
are
those
criteria
that
the
evaluation
committee
is
going
to
use
to
to
base
our
recommendations
to
the
equity
and
engagement
committee
and
City
Council
on.
F
So
I'd
be
inclined
to
say
35
000
starting
limit
and
then
ask
Council
to
end
the
public
to
do
some
engagement
around
like
should
we
do
multi-year
funding
and
if
so,
should
we
move
from
partial
to
full,
and
that
would
give
us
a
little
bit
more
time
than
today
to
make
a
complete
recommendation,
but
I
think
our
recommendation
could
include
those
questions.
If
my
colleagues
here
are
comfortable
with
that.
F
I,
don't
want
to
get
stuck
here
because
I
want
folks
to
be
able
to
go
ahead
and
say
Here's
what
the
needs
are.
We
saw
new
data
come
out
about
the
opportunity,
Gap
we're
ready
to
respond,
we're
going
to
seek
more
funding,
we're
going
to
set
the
window
at
35
000,
and
we
want
you
to
engage
on
here.
While
you
apply
and
maybe
that'll
give
us
a
temperature
on
what
needs
to
happen
between
now
and
the
council
decision.
A
So
we're
kind
of
using
that
as
our
as
our
pilot
test
case,
but
I
think
we
can
take
some
of
the
lessons
learned
and
as
we're
looking
at
the
next
round,
identify
ways,
because
your
points
are
very
well
made
council
member
Roney
on
how
we
can
better
sync
up
other
funding
opportunities
with
the
county
moving
forward
so
definitely
want
to
make
sure
you
know.
We've
heard
that,
and
we
can.
We
can
continue
to
build
off
of
the
progress
we've
made
so
far.
A
So
if
I'm
I'm
hearing
correctly
we're
going
to
go
with
35
000
we're
gonna
go
with
for
now
the
60
days
that,
of
course,
staff
is
going
to
be
as
as
accommodating
as
possible
working
with
agencies
we're,
at
least
for
the
time
being.
A
Perfect,
so
that
would
give
us,
over
a
month
for
the
additional
engagement
that
council
member
Roney
referenced.
A
Are
we
comfortable
with
that
yep
sounds
good
well,
thank
you.
So
much
for
the
feedback
and
again
thank
you
to
the
community
and
economic
development
team
for
the
hard
work
they
put
into
this.
We
had
a
lot
of
lessons
learned
from
the
pilot.
Undoubtedly
we'll
have
Lessons
Learned
as
we
go
through
this
cycle
as
well
and
appreciate
the
patience
and
feedback
we
got
from
the
committee
members
today
on
how
we
can
continue
to
improve
this
process
moving
forward.
A
B
E
I'm
in
the
public,
I'm
Breaking
All,
the
Rules,
no
I
just
got
a
question:
do
we
do
we
provide
any
feedback
to
the
awardees,
like
you
know,
was
it
reporting
or
outcomes?
Or
you
know
what
what
we
expect,
or
you
know
as
far
as
the
growth
or
anything
like
that,
I.
I
So
for
last
year's
pilot,
we
did
invite
applicants
to
have
follow-up
conversations,
so
we
wanted
to
get
feedback
one
on
our
work
and
our
process,
but
then
also
invited
applicants
to
have
a
follow-up
conversation
if
they
wanted
to
learn
a
little
bit
more
and
we
we
did
have
some
of
those
conversations
and
talked
about
kind
of
the
this
new
scope
new
at
that
time
for
the
program
and
kind
of
how
those
decisions
were
made,
and
so
we
would
be
looking
to
do
that
again
this
year.
I
So
that
was
the
feedback
that
we
gave
is.
Is
that
kind
of
the
feedback
that
you're
talking
about?
Well.
E
I
Definitely
we
that
that
was
one
of
certainly
my
biggest
Lessons
Learned
was
just
exactly
what
are
the
requirements
and
then
working
with
fellow
staff
members
to
identify
how
we
can
communicate
those
requirements
better.
I
So
you
know,
a
lot
of
the
awardees
that
we
were
working
with
you
know
were,
were
and
are
responsive,
but
certainly
we
want
to
do
a
better
job,
this
time
of
communicating
those
requirements,
and
so
we've
made
those
improvements
and
a
lot
of
the
materials
that
we've
developed,
that
we
want
to
share
at
the
top
of
the
application
period
really
speaks
to
a
lot
of
those
Lessons
Learned.