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From YouTube: Boulder County Regional Opioid Council (August 2023)
Description
Eigth meeting of the Boulder County Regional Opioid Council (BCROC). Recorded August 30, 2023. For more information on Region 6 Opioids Abatement activities, visit: https://boco.org/Region-6-Opioids-Council
A
Okay,
so
hello,
everybody
thank
you
for
joining
us
for
this
meeting
of
the
Boulder
County
Regional
opioid
Council,
it's
August
30th
2023,
and
we
have
a
full
agenda
in
front
of
us.
So
I
think,
since
we
do
all
know
one
another
here
on
the
screen,
we've
been
working
together
as
the
regional
opioid
Council
for
a
while
now
I,
don't
think
we
need
to
take
time
with
introductions,
but
we
do
have
first
15
minutes
that
Kelly's
going
to
take
us
through
to
just
bring
give
us
some
important
updates.
B
Oops
make
sure
that
that
shared
correctly,
all
right
perfect
so,
as
commissioner
Levy
mentioned,
welcome
everyone
to
the
August,
the
August
meeting
of
the
Boulder
County
opioid
Regional
Council,
just
a
quick
recap
of
our
agenda
and
our
virtual
meeting
guidelines.
So
as
a
reminder,
this
is
not
a
public
hearing
and
we
do
have
members
of
the
public
that
are
able
to
attend
and
partake
in
the
dialogue
for
members
of
the
public.
B
So
our
agenda
for
today
I
will
start
with
some
updates
and
then
give
a
little
bit
of
a
progress
recap
for
some
of
the
work
that
our
operations
group,
our
advisory
committee,
has
been
doing
throughout
July
and
August,
and
then
we're
going
to
have
some
conversation
around
resetting
the
context.
So
I
will
outline
some
short
and
longer
term
planning
goals
and
timelines
that
we
have
coming
forward
and
then
we'll
have
some
conversation
about
the
council's
approval
of
those
approaches
for
the
goal.
B
So,
first
up
in
terms
of
updates,
there
is
one
new
face
in
our
group
today:
Tucker
yerman,
so
welcome.
Tucker
folks
in
this
space
have
heard
me
announce
that
we
are
getting
a
couple
supportive
roles
to
assist
in
all
of
the
work.
That's
trickling
down
from
the
abatement
effort,
and
one
was
our
opioid
abatement
project
manager.
So
Tucker
was
sort
of
supporting
some
of
this
work
early
on.
You
might
recognize
him
from
being
in
our
very
preliminary
conversations
about
the
shovel,
ready
programs
and
then
Tucker
joined
the
behavioral
health
roadmap
team.
B
B
B
So
again,
this
was
for
an
agency.
That's
going
to
assist
us
with
some
Community
convenings,
some
process,
facilitation
and
strategic
planning,
as
well
as
some
evaluation
of
our
investments
moving
forward,
so
we're
in
the
final
stages
of
now,
selecting
that
that
agency
and
hoping
that
they
can
be
on
board
by
the
September
Rock
meeting,
if
not
by
the
October
at
the
latest.
B
B
However,
we've
been
working
with
the
state
and
the
state
has
been
really
flexible
and
put
out
and
asked
to
all
the
regions
to
see
if
regions
really
would
like
to
have
another
submission
date
after
that
September
date,
and
we
have
voice
that
we
are
in
favor
of
adding
another
submission
deadline
that
would
be
in
November.
B
So
you're
going
to
hear
a
lot
of
our
plans
today,
peeing
off
of
a
November
deadline
for
submission
of
our
initial
plan
and
then
just
some
Reflections,
the
the
co-act
did
hold
their
annual
conference
the
week
of
August
14th
and
so
just
put
it
out
to
our
operations
group.
Last
week
there
were
four
or
five
individuals
on
that
group
that
were
able
to
attend
and
wanted
to
call
forward
what
folks
saw
as
some
key
themes
in
those
discussions
and
in
those
presentations.
B
So
I
just
wanted
to
share
a
few
things
that
came
forward
for
for
folks,
one
was
a
a
big
one
around
the
makeup
of
different
councils,
so
the
the
there
were
panels
where
different
Regional
councils
and
respective
advisory
boards
could
sort
of
report
on
you
know
what
their
makeup
was,
what
some
of
the
pros
and
cons
of
particular
ways
of
coming
together
or
committees,
sort
of
converging?
B
What
were
the
pros
and
cons
of
those
various
makeups
so
heard
a
lot
about
groups
that
were
doing
more
of
a
joined
committee
between
their
Regional
Council
and
their
Advisory
Group,
but
also
just
held
space
for
a
voting
cohort
within
that
larger
group.
So
just
a
little
bit
of
conversation
on
the
pros
and
cons
of
those
various
styles
of
coming
together,
other
key
themes
that
came
out
peers
peer
support,
Specialists
peer
support,
Specialists
as
a
profession
and
certification
of
peers.
B
So,
finally,
a
current
funding
amount.
We
finally
have
this.
We
know
that
we
are
allocated
4.4
million
dollars
next
year
and
so
I
know.
In
our
last
discussion
in
may,
we
were
still
waiting
for
an
absolute
figure
there.
We
did
have
some
estimates
of
what
to
anticipate.
However,
this
has
really
bumped
up
due
to
a
recent
settlement
which
I
believe
we
discussed
in
May
from
the
CBS
and
Walgreens
settlement.
B
There
was
also
some
additional
funding
held
over
from
last
year.
If
you
can
recall
we
draw
we,
we
drew
down
all
of
our
funds.
B
However,
we
did
not
allocate
all
of
them,
so
in
total
we
have
4.4
million
to
spend
in
to
to
draw
down
in
our
next
allocation,
but
important
to
note
that
this
is
going
to
be
sort
of
a
one-time
bump
up
and
that
our
averages
moving
forward
will
return
to
about
1.8
million
per
year,
so
just
to
kind
of
give
a
little
bit
more
of
a
visual
on
that
again
next
year,
we'll
see
sort
of
a
bump
up
in
funding
up
to
that
4.4
million
amount
and
then
those
funds,
the
remainder
of
those
funds,
will
join
all
of
our
other
funds.
B
All
of
our
other
allocation
dollars
in
that
18-year
allocation
Arc
to
gather
all
of
our
settlements,
currently
show
that
we'll
have,
after
next
year's
bump
a
1.8
million
dollar
average
to
spend
in
each
subsequent
year
and,
of
course,
big
caveat
always
as
settlements
continue
to
land.
These
numbers
can
change
and
I'll
pause
there
and
see
if
there's
any
questions
on
the
allocation
amounts.
C
B
Yeah,
absolutely
that's
a
great
question,
so
one
of
the
topics
we're
going
to
talk
about
later
today
is
continuation
funding
and
whether
or
not
this
Council
approves
of
looking
at
continuation
funding
as
a
short-term
strategy,
and
so
we're
going
to
make
some
recommendations
of
if
we
do
want
to
offer
continuation
funding
to
those
programs.
What
might
our
process
be?
What
questions
should
we
ask
about
how
they
spent
their
dollars
outcomes?
Clients
served
Etc
so
that
we
can
make
some
informed
decisions
of
whether
or
not
we
want
to
offer
continuation
funding
to
those
programs.
D
D
Forward
and
Kelly
I'll
just
I'll
just
add
the
the
important
role
of
the
facilitator,
slash
evaluator
in
really
grabbing
that
picture
of
what
we've
accomplished
and
how
we're
moving
the
mark
going
forward.
So
that
will
be
a
really
great
tool
for
the
BC
rock
as
well.
B
So
Switching
gears
a
little
bit
I
wanted
to
talk
about
some
updates
from
our
operations
group.
So
we
have.
You
know
in
that
delay
of
getting
an
RFP
Agency
on
board
to
help
with
some
of
these
initial
strategic
planning
conversations
we
decided
to
dive
in
ourselves
and
make
the
most
use
of
our
time
and
expertise
between
now
and
our
plan
submission
to
start
kind
of
figuring
out.
Where
do
our
priorities
generally
lie?
B
So
I
wanted
to
give
you
a
snapshot
of
some
of
our
process
in
July
and
August,
so
really
where
we
decided
to
start-
and
this
was
the
primary
conversation
that
we
had
in
August-
was
looking
across
the
entire
list
of
approved
programs
and
approved
uses
for
investing
these
dollars.
So
we've
talked
about
you
know
the
five
approved
purpose
areas
in
this
group
and
I-
don't
think
we've
ever
gotten
as
granular
as
really
highlighting
how
many
different
types
of
programs
or
interventions
are
approved
for
spending.
B
So
this
is
actually
in
it's
an
appendix
to
that
that
memorandum
of
understanding
really
The
Guiding
document
that
the
coax
put
forward
and
it's
five
full
pages
in
the
appendix.
So
you
can
start
to
see
the
numbers
here
within
the
categories.
Each
of
those
is
how
many
different
kinds
of
programs
or
interventions
are
approved
for
spending
within
that
topical
area.
So,
for
example,
treatment
you
have
13
different
areas
that
you
can
use.
Your
spending
in
I
won't
go
through
all
of
these,
but
suffice
to
say
it's
a
really
broad
list.
B
So
what
we
wanted
to
start
with
is
really
a
process
us
to
distill
this
list
down,
to
make
it
more
manageable
to
be
able
to
sort
of
you
know,
look
at
the
full
list
of
approved
uses
and
how
we
can
spend
our
money,
but
also
start
to
categorize
things.
So
we
can
have
more
of
a
dialogue,
that's
actionable
and
that
we
can
start
to
pull
forward
some
priorities
and
then
another
thing
that
we
wanted
to
do
in
this
exercise
was
really
apply.
B
The
John
Hopkins
primer,
which
is
really
an
evidence-based
article
on
you,
know
what
are
the
nine
core
strategies
that
all
regions
or
municipalities
should
have
in
mind
as
they
start
to
invest
these
abatement
dollars
and
so
to
the
extent
that
we
could
really
pull
some
of
the
programs
and
tie
them
directly
into
any
of
those
nine
strategies.
We
also
highlighted
that
for
the
group
as
well,
foreign.
B
Pages
of
of
all
the
different
programs,
so
Tucker
is
our
Mastermind
behind
this
effort.
So
if
you
have
any
questions
he
is
here
to
answer,
but
really
there
was
three
different
process
of
distilling.
B
This
list
down,
so
first
pass
just
looking
for
core
tags
areas
that
are
sort
of
common
across
the
different
programming
or
the
description
of
programming
and
then
with
two
additional
rounds
of
distillation
Tucker
was
able
to
call
forward
a
16
theme
areas,
so
these
are
sort
of
higher
level
kind
of
categories
that
all
of
the
different
programs
fell
within.
B
So
this
gave
us
a
more
manageable
way
to
sort
of
review
all
of
the
different
relevant
programs
and
start
to
weigh
in
on
our
priority
areas
still
to
count
a
little
bit
more
on
this
distillation
process.
We
have
heard
loud
and
clear,
both
in
this
space,
as
well
as
our
operations
group,
that
we
want
to
Overlay
this
or
do
some
sort
of
a
crosswalk
to
what
came
forward
in
our
Behavioral
Health
roadmap
planning
process.
We
know
there
was
significant
engagement
of
community
members
and
and
folks
with
subject
matter,
expertise
to
hear.
B
Where
are
our
gaps?
What
do
we
know
we
want
to
invest
in
a
lot
came
out
of
that
space
in
terms
of
recovery.
Addiction
supports
other
things
on
the
sort
of
care
Continuum
that
might
be
relevant
for
us
to
fold
in
here.
As
we
look
for
evidence
of
our
own
community
and
our
local
context,
where
we
know
we
need
to
invest,
yeah
and
then
just
a
quick
snapshot
of
the
activity
we
had.
The
operations
group
do
with
this
distilled
list.
B
We
first
kicked
off
by
reviewing
the
nine
John
Hopkins
best
practices,
which
I'm
going
to
review
with
this
Council
next
and
just
to
set
a
framework.
You
know
these
are
again
sort
of
the
best
practices
of
what
regions
need
to
have
at
a
core
to
make
sure
that
they're
really
addressing
some
of
the
root
issues
and
really
having
effective
abatement
strategies.
B
And
then
we
reviewed
the
full
list
of
those
approved
uses
that
Tucker
distilled
down
for
us.
We
went
Theme
by
theme
and
really
the
the
exercise
was
to
rank
at
the
programming
level,
high
medium
or
low
priorities
within
each
of
these
thematic
areas,
and
then
we
just
had
some
good
conversation
about.
You
know
what
is
most
important
for
us
to
achieve
within
this
theme
area,
so
treatment,
for
example,
what
is
most
important
for
us
to
achieve
in
this
space?
What
are
these
rankings
as
we
go
through
high
medium
low?
B
What
does
it
bring
up
for
you
and
then
also?
Are
there
any
similar
programs
that
we
can
start
to
kind
of
package
together
as
a
singular
priority?
So,
for
example,
some
of
our
our
treatment
programming
might
have
called
out
a
specific
priority
population
like
pregnant
women.
Is
there
any
way
we
can
package
that
with
a
broader
strategy
area?
That's
pretty
similar.
So
just
those
kinds
of
conversations
I
will
say
this.
B
This
was
a
good
process
and
a
lot
of
good
dialogue,
but
it
wasn't
since
Super,
Time,
effective,
and
so
our
work
between
now
and
September
is
to
figure
out
a
way
to
continue
moving
through
these
themes
and
to
have
a
space
where
we
can
have.
You
know
that
good
sort
of
Sweet
Spot
between
meaningful
dialogue,
but
also
driving
consensus
a
little
bit
quicker
so
that
we
can
get
to
some
core
decisions
on
priorities
by
the
end
of
our
September
and
into
our
October
meetings.
B
C
I'm,
sorry
again,
and
maybe
we'll
learn
a
little
bit
more
about
it
as
you
go
into
the
next
section,
but
and
perhaps
further
conversation
down
in
the
agenda,
but
wanting
I
guess
sitting
here.
B
No
I
think
it's
a
perfect
reflection
and,
and
that's
exactly
what
we're
gonna
be
asking
council
members
today
and
we'll
be
going
through.
You
know
some
key
decisions
that
we
know
are
coming
and
some
recommendations
for
how
we
approach
those.
But
we
also
really
want
to
hear
how
how
have
we
helped?
The
council
inform
this
decision.
What
could
we
do
better?
What
is
some
of
the
tie-in
with
the
operations
group
that
you
would
like
to
see
done
differently
so
absolutely
great
great
to
bring
forward
because
we'll
be
having
that
conversation
for
sure.
B
Just
a
great
queue
up
for
transitioning
into
our
next
section,
so
really
resetting
our
context.
You
know
we're
entering
sort
of
a
different
phase
of
work
than
we
have
been
focusing
on
in
the
past.
As
you
all
know,
our
shovel
ready
approach
of
last
year,
we've
always
said,
was
something
that
was
a
little
bit
driven
by
a
tight
timeline.
B
So,
as
I
mentioned
a
few
times
before,
this
is
the
John
Hopkins
document
that
we
have
been
sort
of
relying
on
for
for
some
initial
guidance.
B
It's
called
the
primer
on
spending
funds
from
opioid
litigation,
a
guide
for
state
and
local
decision
makers,
and
again
it's
really
aimed
at
calling
forward
what
are
the
core
strategies
that
a
region
needs
or
core
interventions
that
a
region
needs.
What
are
basically,
the
you
know
larger
components
that
we
want
to
make
sure
we
have
in
place
across
our
region,
and
so
these
nine
strategies,
I'll
just
read
them
off.
B
B
So
some
of
our
short
and
long-term
funding
decisions
I'm
going
to
outline
here
kind
of
talk
about
some
timeline
and
some
implications.
B
The
first
that
we're
really
trying
to
figure
out
right
now
is
where
to
sort
of
Park
our
dollars
across
the
various
investment
categories
that
are
within
that
cost
system.
So,
as
a
reminder,
the
cost
system
is
the
online
system
that
the
state
hosts
and
it's
where
we
go
in
on
these
deadlines.
That
I've
mentioned
a
few
times
it's
where
we
go
in
and
we
allocate
our
dollars
across
a
number
of
different
categories,
and
so
the
really
important
thing
to
note.
E
B
Is
that
we
do
not
need
to
at
this
point
have
really
program
level
allocation
amounts
figured
out.
There
is
the
ability
to
draw
down
the
dollars
and
assign
them
across
the
three
larger
categories
in
the
cost
system,
which
are
prevention,
treatment
and
other
uses,
and
then
you
can
make
some
assignments
to
sub
categories
or
programs
within
each
of
those.
B
Three,
however,
there's
relative
flexibility
to
move
all
of
your
funds
among
the
different
programs
within
each
of
those
three
categories,
and
then,
if
we
did
want
to
also
make
any
adjustments
of
moving
funding
from
one
category
to
another,
we
can
do
that
by
our
March
amendment
period,
so
just
wanted
to
kind
of
frame
that
out
in
terms
of
what
we're
really
you
know
needing
to
submit
in
the
next
couple
months.
Here
is
really:
where
do
we
want
to
park
those
dollars
for
now?
B
What's
our
general
allocation
priority
across
those
three
areas
and
they're
they're,
more
basic
approved,
uses,
Within
and
then
the
next
sort
of
conversation
and
Tackle?
What's
our
short-term
plan
again
something
that
we're
trying
to
pull
forward
by
that
November
date
versus
our
process
for
a
longer
term
plan
and
how
do
they
weave
together?
You'll
hear
us
recommend
a
little
bit
more
around
that,
but
really
the
reason
I
put
March
of
2024.
There
is,
you
know.
Obviously,
long-term
planning
will
be
ongoing,
but
we're
really
looking
to
that
amendment
period.
B
That
comes
up
in
March
of
2024
as
our
next
major
Milestone
to
revisit
everything
that
we've
learned
about
our
long-term
plan.
Up
to
that
date
and
say:
hey,
do
we
want
to
move
any
funding
across?
You
know
the
allocation
buckets
that
we
chose.
Do
we
want
to
go
in
and
start
to
allocate
at
that
programming
level?
Are
we
there
and
so
that's
a
big
milestone,
milestone
in
terms
of
our
longer
term
planning
some
of
those
questions
under
there
around
continuation
funding
and
what's
our
process
around
that,
how
do
we
fuse
in
additional
programs?
B
There'll
be
a
little
bit
of
the
the
focus
of
our
recommendation
today
and
then?
Finally,
what's
our
term
for
long-term
or
broader
investment,
again
you'll
see
that
March
2024
is
sort
of
indicated
as
like
a
deadline
there,
but
really
it's
that's
the
main
Milestone,
whereby
we'll
have
the
opportunity
to
amend
anything
that
we
put
forward
in
the
short
term
by
November,
but
we
learn
a
little
bit
more
between
November
and
March
about
what
our
needs
are
and
we
can
amend
accordingly.
B
So
with
that
in
mind,
some
recommended
short-term
strategy
approaches,
one
of
our
our
nearest
term
sort
of
decisions
that
we've
been
kind
of
mulling
over
is
this
continuation
funding.
How
do
we
sustain
currently
funded
programs
while
making
space
for
new
Investments,
and
do
we
want
to
sustain
all
programs?
If
so,
what
are
the
questions?
B
We're
asking
to
see
if
they've
you
know
effectively
spent
their
first
year
of
dollars
and
what
they
plan
to
do
with
their
initial
or
excuse
me,
subsequent
years
of
dollars,
so
our
recommended
short-term
plan
in
this
space
is
really
to
review
all
of
our
funded
programs
from
last
year
and
from
the
from
the
start,
we
can
eliminate
a
few
that
were
actually
only
asking
for
one-time
funds.
So
there's
a
small
handful
that
we're
just
looking
for
one-time
seed
dollars
or
a
one-time
investment
and
we're
not
seeking
sustainability
moving
forward.
B
So
those
can
immediately
be
removed
from
the
list.
Then
we
would
look
at
the
remaining
current
programs
and
at
we
would
do
some
investigation
with
each
of
the
programs
to
ask.
How
was
your
money
been
spent?
We
can
easily
pull
up
what
the
spend
down
looks
like
from
our
fiscal
department
and
say:
well,
you
know
this
program
has
spent
all
of
their
dollars
already,
but
this
program
hasn't
spent
dissent
and
what's
the
story
between
that
and
what
does
that
mean
in
terms
of
our
criteria
for
programs
to
move
forward?
B
So
one
of
the
questions
we
posed
to
our
operations
group
in
July
was,
if
you
had
an
opportunity
to
interview
all
of
these
25
funded
programs.
What
would
you
want
to
know
what
questions?
Would
you
ask
these
programs
about
how
they
use
the
dollars
on
what
how
they
would
use
new
dollars,
the
outcomes
they're,
seeing
Etc,
and
so
those
those
sorts
of
questions
are
still
being
developed
with
the
input
of
our
operations
group?
B
And
then
we
would
package
that
into
a
recommended
set
of
programs
to
offer
continuation
funding
additionally
and
sort
of
throughout
this
process.
We'd
like
to
continue
discussion
both
in
this
Council
and
the
operations
group
on
any
other
key
sort
of
more
timely
priorities
that
we
specifically
want
to
fund
right
now,
so
anything
that
we
think
we
want
to
specifically
call
out
outside
of
the
continuation
funding
element
we'll
have
time
to
talk
about
feedback
on
this
and
the
long
term
strategy.
But
I
will
pause
and
just
see
if
there's
any
initial
cost
questions.
F
Just
to
say,
Kelly
I
would
be
really
interested
in
seeing
the
set
of
questions
that
is
eventually
created
to
ask
for
each
of
the
offended
programs.
Okay,
absolutely.
B
I'd
be
happy
to
share
our
minutes
from
July,
which
has
at
least
an
initial
capture
of
some
of
that
conversation,
and
what
the
Ops
group
sort
of
put
out
there
as
things
that
they
would
want
to
know.
D
I
think
Kelly
I
would
like
to
offer
that
for
the
rock,
this
is
going
to
be
an
ongoing
conversation
and
tension
point
right,
because
the
annual
funding,
with
the
exception
of
the
blip
for
next
year,
is
not
a
lot
of
money
and
many
of
the
programs
that
we
funded
for
the
first
funding
tranche
were
programs
that
did
not
have
their
own
source
of
sustainable
funding
right.
So
it's
it's
easy
to
think.
Well.
D
This
is
sustainable
funding
because
it's
over
18
years,
but
each
year
it's
a
small
amount
of
funding,
and
there
may
be
some
some
bigger
transformational
work
that
the
rock
is
really
interested
in
doing
and
how?
D
How
do
we
do
that
without
putting
our
our
ongoing
programs
at
risk
and
I
know,
the
board
has
talked
the
council
has
talked
previously
about
moving
programs
into
a
local
source
of
funding
like
a
city
budget,
for
instance,
and
so
I
think
we're
just
going
to
have
to
recognize
that
that
that's
going
to
be
an
ongoing
conversation
for
this
board
and
it
may,
it
may
be
a
challenging
one.
D
So
I
think
this
is
why
we
wanted
to
raise
this
question
now.
I
think
the
other,
the
other
reality
that
Kelly
mentioned
is
that
we
had
hoped
that
we
would
be
in
a
more
strategic
conversation
at
this
point
with
our
facilitator
evaluator.
But
since
that
got
pushed
down
the
pike
a
little
bit,
we
thought
well.
Is
there
an
interim
space
to
to
continue
funding
while
we're
figuring
out
what
that
more
strategic
approach
looks
like
and
then
use
that
additional.
F
B
Yeah
absolutely
so
I
think
that
is
a
a
core
element
of
how
we
kind
of
approach
these
things
strategically.
Knowing
that
that
is
just
going
to
be
that
one-time
bump
and
then
the
dollars
will
kind
of
go
back
down,
but
because
we
don't
have
that
limitation
or
restriction
on
how
long
we
need
to
spend
some
of
those
dollars.
If
we
draw
them
all
down
in
one
year,
we
can
begin
to
allocate
them
and
start
to
strategically
plan
about
how
we
want
to
maybe
invest
in
some.
G
Yeah,
if
I
could
add
just
one
thing
to
Robin's
comment
that
was
helpful
for
me
to
reflect
on
at
the
conference.
I
think
there's
a
tendency
for
communities
to
look
at
these
dollars
internally
is
to
say:
well,
here's
a
pot
of
money.
G
How
do
we
spend
it
and
then
how
do
we
sustain
those
efforts
and
I
think
what
was
what
people
were
coming
to
the
realization
around
is
well.
It
really
needs
to
be
tied
to
other
sources
of
funding
that,
in
and
of
itself
These
funds
are
probably
not
sufficient
to
do
long-term
investment
on
their
own.
So
at
some
point
we
also
need
to
think
about
how
we
Bridge
these
Resources
with
other
resources
or
other
strategies.
C
I
just
want
to
say:
Jim
I
really
appreciate
that
and
and
love
the
notion
of
and
I.
C
Which
is
why
I
think
the
question
of
do
we
continue
with
what
we
have
right
now
as
an
immediate
question
before
us
versus
trying
to
dive
in
and
trying
to
create
new
things
is
probably
where,
where
you're
trying
to
take
us,
Robin
and
Kelly,
is
that
Fair.
D
And-
and
you
know,
certainly,
the
board
may
have
other
thoughts
and
ideas
about
how
to
manage
this
bridge
and
we're
we're
really
open
to
your
direction
and
and
knowledge
and
and
thoughts
and
I
love
nerea.
What
you
said
about,
how
are
these
programs
connected
with
other
programs
that
are
funded
and
how
do
we
leverage
leverage
that
so
that's
and
I
know
that
we've
brought
that
up,
and
you
know
Susan
I
think
you
have
spoken
to
that
pretty
consistently
at
other
meetings.
So
keeping
that
in
mind
is
really
important.
C
B
Just
I
the
it
doesn't
really
matter
to
me.
There
was
going
to
be
one
more
long-term
recommendation
and
then
we
were
going
to
kind
of
talk
about
both
of
them
together,
but
I'm
happy
to
adjust.
We
have
plenty
of
time
so.
D
B
Right,
okay,
so
and
of
course,
the
longer
term
strategy,
because
it's
still
in
development-
and
these
are
a
little
bit
more
broad
than
the
last
slide
a
little
bit
more
specific.
But
our
recommended
sort
of
long-term
strategy
is
to
utilize
the
flexibility
in
the
cost
system
and
to
draw
down
our
funds,
but
also
to
leave
some
of
them
unallocated
so
that
we're
able
to
sort
of
figure
out
our
longer
term
funding
strategy
and
then
allocate
those
dollars
during
the
amendment
period,
weaving
together
our
short
and
long-term
plans.
B
B
If
we
need
to
make
some
adjustments,
so
we
have
that
time
between
those
two.
Well
really.
B
We
have
the
time
between
now
and
March
realistically
to
really
start
doing
the
longer
term
planning
and
to
use
that
March
amendment
period
to
adjust
anything
accordingly
and
then
also
utilizing
this
time
to
do
a
lot
more
of
the
internal
pieces
that
were,
admittedly,
a
little
bit
difficult
and
timely
in
our
first
year
of
allocation,
so
making
sure
that
we're
adjusting
the
dollars
to
to
really
look
at
the
priorities
and
the
funding
areas
and
what
makes
sense
to
fund
particular
priorities.
Is
it
a
direct
funding
approach?
B
B
It's
probably
a
bit
of
a
both,
and
so
as
we
develop
those
longer
term
priority
areas
being
able
to
then
marry
that,
with
our
internal
process,
steps
to
say,
what's
most
appropriate
for
a
competitive
bid
process,
what's
most
appropriate
for
a
more
directed
funding
process
and
then
also
separately,
but
ongoing,
exploring
with
this
group
any
other
potential
priorities,
areas
that
might
be
bigger
ticket
that
really
span
all
of
the
municipalities
and
really
require
some
additional,
maybe
research
or
evidence
to
support
the
council's
understanding
of
how
we
really
plug
them
into
our
broader
set
of
priority
areas,
and
so
last
I
just
want
to
kind
of
put
this
up
in
a
visual
format,
because
I
know
everything
I,
just
babbled
was
a
whole
lot
of
words,
and
so
just
thought.
B
This
might
be
more
helpful
to
to
take
a
look
at
really
everything
that
I
mentioned.
Being
our
emphasis
in
the
short
term.
You
can
see
coming
due
in
that
November's
plan
submission
period,
so
really
figuring
out
this
process
for
continuation
funding,
which
programs
are
we
funding?
Why?
How
what's
our
criteria?
What
questions
are
we
looking
into
also
looking
to
see?
B
If
we
do
have
any
additional
agreed
upon
priorities
that
we
really
want
to
move
forward
now
and
then
also
the
general
allocation
across
the
approved
use
areas
within
the
cost
system,
so
treatment,
prevention,
other
and
then
a
couple
subcategories
of
program
of
approved
use
within
but
again
does
not
go
as
low
as
programming
and
then
the
long-term
plan
being
woven
in
as
well
I'm
starting
you
know,
kind
of
in
that
overlap,
period
of
October
November,
really
having
the
much
longer
term
process
guided
process.
B
Identifying
gaps
needs
priorities
in
the
key
Investments
that
we
want
to
make
with
these
dollars.
And
then
you
can
see
the
the
amendment
period
coming
up
in
March,
so
anything
that
comes
from
that
longer
term
planning
process
being
able
to
to
sort
of
adjust
accordingly
in
March
and
then
also
wanted
to
indicate
where
we
anticipate
plugging
in
our
agency.
That's
going
to
assist
with
a
lot
of
this
planning
work
really
aiming
for
the
end
of
September,
if
not
early
October,
to
to
get
that
work.
Moving
with
with
an
agency.
G
Kelly
can
I
just
try
to
boil
this
down
for
folks,
because
it
is
it's
pretty
confusing
in
terms
of
the
way
these
dollars
are
flowing
so
I.
Just
people
may
totally
get
this,
but
I'll
maybe
try
to
simplify,
so
that
there
is
an
understanding
of
how
the
dollars
work,
and
so
we
started
with
one
set
of
settlements.
G
The
money
came
down,
and
then
we
had
to
figure
out
where
to
allocate
that
relative
to
those
cost
categories,
and
most
of
that
we
spent,
but
there's
some
still
sitting
kind
of
in
our
bank
account
with
this
new
four
million
dollars
coming
down.
What
we
want
to
be
able
to
do
is
figure
out
whether
or
not
we
can
draw
it
into
these
different
cost
categories
so
that
we
have
those
dollars
available.
G
In
other
words,
the
money
kind
of
sits
in
a
bank
account
that
we
can't
access
until
we
say
we
want
to
allocate
it
across
these
different
categories.
Now
the
categories
don't
need
to
then
reflect
where
we
actually
spend
the
money.
It's
just
categories
like
treatment
or
peer
services
or
recovery.
G
So
what
we
want
to
do,
I,
think
in
in
this
middle
phase,
is
to
figure
out
where
we
can
bring
those
dollars
generally
speaking
into
these
different
categories,
so
that
once
we
do
make
decisions
strategically
about
where
we
want
to
spend
them
the
money's
available
to
us,
because
if
we
don't
bring
it
down
into
those
categories,
the
money
is
sitting
up
at
a
level
that
we
can't
access
them.
So
that's
why
Kelly
is
pointing
out
this
note.
G
This
September
slash
November
timeline
to
try
to
bring
the
dollars
down
into
categories,
and
then
we
do
some
planning
and
figure
out.
Well,
here's
how
we
want
to
spend
those
dollars
we
can.
We
can
put
that
over
as
long
A
Time
arises.
We
want
in
terms
of
spending
and
then
in
March.
If
we
got
the
allocation
for
those
categories,
a
little
bit.
G
You
know
wrong,
like
we
put
too
much
in
the
treatment
bucket
and
not
enough
in
the
recovery
bucket
March
is
our
opportunity
to
adjust
those
dollars
so
that
we
can
then
take
that
forward
and
spend
them
in
the
ways
that
we
want
to.
So
it's
it's
kind
of
a
learning
process
that
we're
going
to
use
to
help
us
make
the
best
decisions,
but
the
bottom
line
is:
if
we
don't
have
money
in
the
categories,
we
can't
really
access
it.
D
And
Jim
going
forward
that
will
be
an
annual
process,
correct
that
that's
saying
we
want
to
draw
down
the
funds,
put
them
in
these
buckets
and
then
there'll
be
a
period
of
time
where
we
can
make
changes,
yep
and,
and
so
so,
just
for
the
board.
To
remember
that
we
will
always
be
circling
back
to
that
task.
G
Yep
and
so
long
as
the
money
is
in
those
categories
we
can
spend
it
whenever
we
want
to.
There
is
no
limitation
or
expectation
that
we
have
to
spend
some
money
sooner
than
later,
so
it
gives
us
a
lot
of
real
flexibility.
The
only
thing
that
we're
really
needing
to
figure
out
is
generally,
where,
where
do
we
want
the
emphasis
in
the
dollars
at
a
certain
point
in
time,
so
that
it
will
support
our
decisions
around
how
to
do
rfps
or
you
know,
direct
funding
to
certain
organizations
or
identify
and
invest
in
certain
priorities?.
B
And
so
we
did
have
a
number
of
kind
of
key
questions
for
the
group
to
go
over
I'll
hand
it
off
to
Robin
to
sort
of
facilitate
us
through
this
portion
of
the
conversation.
B
D
Robin,
you
mean
sorry
about
that.
Back
to
norie's
question
is,
is
we
do?
We
would
like
to
wrestle
a
little
bit
around
this
continuation
funding
and
whether
that's
you
know
we
just
do
that
short
term
or
do
we
want
to
wrestle
with
how
does
continuation
funding
get
managed
as
a
sustainability
plan,
while
we're
also
trying
to
pay
attention
to
emerging
issues
in
the
community
or
there
may
be
emerging
best
practices
or
new
treatment
options
that
don't
currently
exist?
So
so
you
know
what
does
that
look
like
or
do
we
do?
D
There
could
be
multiple
factors
that
would
inform
that
and
do
we,
with
with
this
conversation
about
short-term,
do
we
say
we're
gonna,
prioritize
certain
certain
areas
and
take
advantage
of
things
that
we
know
now
so
one
example
is
the
state
is
going
to
be
doing
a
Statewide
marketing
and
public
awareness
building,
which
we
have
recognized,
as
is
important
and
I,
believe
we
funded
a
couple
projects
in
that
Arena
around
supporting
prevention
efforts
and
public
awareness,
but
it
might
be
that
there
is
a
local
role
that
is
connected
to
the
Statewide
approach.
D
That
would
require
dedicated
funding
and
then,
lastly,
you've
sort
of
seen
the
timeline
and
how
we
think
we
we
do
need
the
time
to
have
these
strategic
conversations,
and
so,
if
we,
if
we
gain
some
progress
today
on
the
short
term
approach,
do
you
all
agree
that
then
we
move
more
to
that
longer
term
strategic
process.
D
D
E
E
E
Think
part
of
my
question
was
just
making
sure
that
we're
clear
about
what
the
outcomes
are
for
current
programs
before
we
make
a
decision
on
continuing
funding,
but
that
that
makes
sense
to
me
and
yeah
I
really
support
a
little
bit
more
time
for
some
of
that
longer
term
planning
as
well.
A
A
You
know
in
one
sum:
it's
it's
a
lot,
but
if
we're
required
to
spread
it
out
over
18
years,
it's
not
and
I
and
I.
There's
this
temptation,
of
course,
to
want
to
really
think
big
and
do
do
transformative
things,
and
that
may
not
really
be
possible
with
these
particular
dollars
and
it's
an
opportunity.
It
seems
to
me
to
to
test
out
some
things
that
we
may
then
want
to
to
be
able
to
get
funding
from
another
source.
A
For
so
you
know
just
in
thinking
about
the
initial
Investments
that
we
made,
you
know
I,
think
that
was.
That
was
the
right
thing
to
do.
Given
you
know
that
we
we
needed
to
get
some
money
out
the
door
and
and
start
working
on
this,
but
but
I'm
thinking,
I
I
wouldn't
be
too
quick
to
change
approaches
here
and
I
mean,
in
other
words
I
guess
I
would
support
generally
continuation
funding
so
that
some
of
these
things
have
an
opportunity
to
show
results
a
year.
Isn't
may
not
be
enough.
A
A
C
Yeah
I
I
think,
similarly,
in
terms
of
continuing
first
of
all,
I
really
like
the
short
and
long
term
strategies,
I,
think
you're
being
really
thoughtful
and
the
approach
of
sort
of
the
next
steps,
particularly
in
the
short
term,
I,
really
appreciate
it,
and
and
would
like
to
figure
out
or
hear
more,
maybe
not
at
this
meeting,
but
at
a
future
meeting.
C
How
does
that
deep
dive
about
the
strategies
come
back
to
this
Council
right,
because
I
think
there's
a
whole
lot
of
great
conversation
happening
at
the
Ops
Team,
which
is
frankly
where
it
needs
to
go
I,
don't
always
feel
in
the
best
position
on
this
Council
body
to
to
have
heard
that
in
advance,
so
that
then
I'm
coming
to
this
to
these
decisions
with
as
much
information
armed
to
give
you
as
much
support
and
to
Champion
what's
been
going
on,
because
that's
really
what
I
also
feel
like
is
is
part
of
the
role
is
to
Champion
the
effort,
so
that
can
be
a
different
kind
of
conversations,
but
in
in
general,
I
love
the
framing
of
the
short
and
long-term
strategic
plan.
C
If
you
will,
and
in
terms
of
continuous
funding,
I
think
I
I
land
a
bit
similar
to
Claire,
like
I,
think
we
had
to
do
some
things
last
year:
I'm,
okay,
because
I
don't
think,
we've
gotten
out
the
door
yet
to
see
what
the
result
of
those
have
been
so
I
don't
want
to
create.
My
only
concern
is
I.
Don't
want
to
create
Legacy
programs
that
then
we're
trapped
to
doing,
and
we
do
what
we're
often
accused
of
as
Government
right
like
we're
funding
the
same
things
and
not
seeing
different
results.
C
I
think
it's
too
soon
to
have
the
conversation
of
stopping
what
we
funded
last
year,
but
we
have
to
build
in
I.
Think
some
evaluation
and
I
know
the
team
is
thinking
about
that,
because
not
all
strategies
work
the
same
way
and
they
may
not
be
worthwhile
and
to
Claire's
point
we're
not
going
to
have
unlimited
funds,
so
I
think
we're.
C
We
have
it
behooves
us
to
constantly
be
looking
at
those
programs
that
we
have
said
yes
to
to
see
if
that
is
the
best
and
highest
use
of
those
dollars,
because
right
now,
I
think
it's
it's
right!
That
we're
targeted
and
narrow,
but
at
some
point,
as
we
pick
up
speed
and
have
learned
more,
then
we
may
have
bigger
opportunities
to
be
more
transformative
and
I.
Don't
think
we're
there
yet
right
so
I
I
am
I,
I!
Think
I'm.
D
That's
great,
and
just
so
I'm
landing
on
one
piece
of
what
you
said
is
we
do
have
further
down
an
agenda
that
talk
about
the
relationship
with
Ops
group
and
how
can
there
be
better
connection
so
that
you
and
I
appreciate
your
word
of
champion
championing
so
so
just
want
to
put
a
pin
in
that.
F
I
was
I
was
just
wanted
to
concur
with
other
folks.
I
think
this
makes
sense.
I
do
think
it
is
I
mean
just
to
follow
up
a
little
more
I
think
it's
a
little
tricky
to
look
for
outcomes
yet
because
a
lot
of
projects
really
didn't
get
their
funding
in
place
for
several
months
after
January,
and
so
we're
looking
at
maybe
six
months
and
maybe
even
further
delays.
If
projects
needed
to
do
extra
work
between
getting
the
award
and
actually
being
able
to
roll.
F
So
I
do
think
that
there's
a
little
bit
of
trickiness
about
being
able
to
just
asking
the
right
questions
to
get
a
sense
of
whether
funded
initiatives
are
on
track
and
if
they're
going
in
the
right
direction
and
if
they're
not
finding
barriers
that
are
going
to
be
significant,
but
that
they're
on
a
path
for
success
and
I,
appreciated
that
nuria's
questions
about
you
know
how
do
we?
F
How
do
we
make
sure
that
we're
in
a
position
to
be
able
to
intentionally
reflect
on
and
and
support,
what's
coming
out
of
the
Ops
Team
or
be
able
to
to
make
comments
on
it
in
a
way?
That's
productive
for
everybody.
E
Yeah
thanks
I
appreciate
what
everyone
said
and
just
to
Circle
back
around
to
the
comments
and
wanted
to
add
to
what
Lexi
just
said
or
Echo
that
I
think
around
for
me.
I
understand
that
after
a
year,
it's
going
to
be
hard
to
see
outcomes
for
some
of
these
programs.
I
just
would
want
to
make
sure
that
there
is
a
check-in
with
all
of
the
programs
to
Lexi's
point
to
from
a
process
perspective
to
say:
are
there
barriers
to
referrals?
What
are
you
seeing?
E
D
So
I'm
hearing
General
consensus
about
supporting
the
current
strategy
of
who
we
funded
as
long
as
that
includes
a
check-in
and
provide
you
with
the
questions
that
people
are
being
asked
and
respecting
that
yeah,
we
we
don't
have
a
year
under
our
belt
yet
and
so
so
wanting
to
give
programs
fair
amount
of
time
and
I
think
that
this
board
is
I.
Think
we
can
also
recognize
that
there
may
be
things
that
pop
up
in
the
meantime
that
we
have
to
think
about
whether
it's
an
emerging,
Community
issue.
D
You
know.
One
thing
we
really
haven't
talked
about
is:
how
do
we
manage
Community
interest
and
Community
questions
about
funding
availability,
we've
seen
a
little
bit
of
that
trickle
in
with
the
state,
Innovation
grants
and-
and
you
know
again
wonder
about
the
role
of
the
council
with
the
state's
process
and
we've
talked
to
the
state
about
that
as
well.
So
but
I
I,
I'm
hearing
a
interest
in
in
the
path
going
forward
and
then,
as
these
other
things
pop
up,
we
can
bring
them
to
the
Rock
meetings
for
discussion
as
needed.
D
If
that
makes
sense
and
and
sounds
like,
even
though
we
understand
the
the
short
turnaround
in
terms
of
what's
been
funded
and
and
then
continuing
those
grants,
there's
a
recognition
that
we
we
start
the
Strategic
conversation
sort
of
in
a
parallel
process
and
that
there's
there's
appetite
to
do
that.
Work
am
I
hearing
that
correctly.
F
D
Yeah-
and
that
goes
back
to
the
point
of
let's
make
sure
everything
is
you
know
somehow
knitted
together
and
so
that
we're
taking
advantage
of
other
funding
resources
and
and
making
adjustments
along
the
way.
D
You
know
Kelly
mentioned
the
Ops
group
talking
about
I,
think
it
was
the
Ops
group,
or
maybe
it
was
part
of
the
cost
plan
around
you
know.
Do
we
do
we,
you
know,
take
two
or
three
areas
and
put
them
in
a
category
that
makes
more
sense
so
that
we're
actually
tracking
it
in
a
blended
and
braided
manner,
purposefully,
not
just
accidentally.
D
A
I
raised
my
hand,
but
if
my
comment
may
actually
be
for
later
in
your
discussion
questions,
it's
just
it's
a
comment
was
just
so
I
get
it
out
or
the
thought
about.
You
know,
as
you
brought
up
the
road
map
sort
of
thinking
about
what,
with
with
the
parameters
we
have
for
these
funds,
the
process
timeline.
A
A
You
know
going
back
again
to
the
really
limited
amount
of
funds
in
all
of
the
you
know,
the
areas
that
we
may
want
to
invest
in
and
is
there
a
way
to
look
at
these
and
say
that
these
particular
funds
are
just
best
suited
for
this
purpose
and
without
having
everything
in
front
of
me,
I
can't
say
what
it
is.
I,
don't
know,
I
mean
I
really,
don't
know.
A
You
know
they're
time
limited,
but
18
years
is
a
long
time
in
the
world
of
publicly
funded
programs.
So
so
that
wouldn't
be
that
you
know
money
is
money
and,
to
some
extent
it's
fungible,
but
I
just
don't
know
whether
that
kind
of
a
lens
might
be
important
to
keep
in
mind.
D
I
think
it's
really
important.
Claire
I
think
we
want
to
be
protective
of
these
funds
and
that
we
don't
dilute
them
across
the
broader
need
recognizing.
Sometimes
it's
really
hard
to
de-link
the
specific
reason
we
got
these
settlement
funds
from
opioid
and
other
substance
use
from
behavioral
health
issues
right
sometimes
those
are
just
so
connected,
but
I
think
it's
a
really
important
point
and
that
we
need
to
keep
front
of
mind.
D
F
F
Haven't
heard
that
problem
before
thanks
I
just
wanted
to
pick
up
on
something
that
Claire
said
that
I
thought
was
really
interesting
and
maybe
lifted
up
just
a
second
for
a
conversation
which
is
pointing
out
that
this
is
not
enough
money
to
be
transformational
in
a
kind
of
a
big
sense
and
I'm
curious.
If
the
group
wants
to
think
about
whether
there
is
appetite
for
kind
of
an
innovation
fund
where
we
might,
you
know,
try
different
ideas,
that
could
be
incredible
proof
of
concept
or
could
be
complete
failures.
F
It's
just
it's
a
question
because
sometimes
when
we
get
so
locked
into
feeling,
like
our
friends
are
so
precious
and
we
feel,
like
you
know,
they're
scarce
which
in
a
lot
of
ways
they
are,
we
kind
of
we
we
become
risk-averse
in
a
way
that
actually
kind
of
works
against,
could
work
against
us,
so
I,
just
I
just
wanted
to
kind
of
put
that
out
there.
F
It's
not
anything
we
have
to
think
about
today,
but
sometimes
there
are
some
amazing
interventions
that
are
low
cost,
that
make
enormous
impact
and
it
could
be
a
really
interesting
space,
for
you
know,
Boulder
County,
to
to
be
in
that
kind
of
innovation
space.
So
just
darn
it
out.
D
B
B
So
we
do
know
that
the
Innovation
Grant
will
have
another
funding
cycle.
I
would
have
to
look
back
and
see
how
many
funding
Cycles
The
Innovation
Grant
is
going
to
go
on
I.
Think
at
the
time
and
Tucker
is
probably
going
to
chime
in
and
correct
me
or
I
I
think
at
the
time
it
was
one
or
two
years
and
potentially
three
that
they
were.
They
had
Innovation
grant
funding
laid
out.
But
Tucker
do
you
know
at.
H
Least
at
the
conference
they
didn't
indicate
an
ending
for
the
infrastructure,
so
they
were
saying
that
it
was
going
to
be
twice
a
year
two
and
a
half
million
dollars
every
cycle,
and
then
this
year
they
also
did
an
innovation
grant.
That
was
four
million
dollars.
F
Yeah
and
just
to
be
clear,
I
was
really
thinking
in
my
head
more
about
kind
of
small
amounts
of
money
to
try
Innovative
Community
projects
that
you
know
I
mean
the
state
grants
you
got
to
have
a
lot
of
infrastructure
behind
you
got
to
have
a
lot
of
support.
They
take
a
lot
of
time,
they're
heavy
they're
architectural,
even
though
they're
still
called
Innovation
grants
and
I
guess.
My
brain
was
going
to
a
place
where
it's
like.
How
do
we?
F
H
H
So
they
seemed
like
they
did
kind
of
four-year
funding
where
each
year,
the
amount
of
funding
that
they
provided
to
programs
dropped
by
25
to
the
point
where
the
programs
that
they
were
supporting
or
are
supporting,
have
weaned
off
of
the
opioid
funds
and
either
have
identified
other
sustainable
funds.
H
G
They
did
they
were
in
the
process
of
reviewing
those.
So
that's
why
they
didn't
announce
them
at
the
conference,
so
they
had
announced
the
infrastructure,
grants
and
I.
Think
if
we
take
that
as
a
lesson,
if
we
want
to
go
after
either
of
those
most
likely
they're
going
to
be
funded
to
Joint
applications
between
regions
and
as
Tucker
was
saying
so
I
think
I
think
we
have
opportunities
to
do
that,
because
there
are
other
communities
that
are
interested
in
looking
at
some
some
cross
region
options
so
that
that
would
be
I.
D
So
Jim
I
was
hearing
that
from
Tucker
that
Larimer
County
took
their
allocated
funds
and
did
that
approach
that
Lexi
suggested
not
that
they
went
after
an
innovation
Grant.
So
so
you
know
just
just
saying:
hey
we're
gonna
fund
for
four
years:
small
amounts
of
funding
for
new
things
to
to
Pilot
or
or
experiment
with
and
and
so
I
think,
there's
a
both
and
there.
B
One
thing
that
and
just
to
throw
this
into
the
next
one
thing
that
might
be
interesting
in
hearing
from
a
representative
from
Larimer
is:
what
are
the
questions
that
they're
asking
as
those
years
progress?
It
seems
like
they,
they
must
have
a
plan
in
mind,
for
how
are
we
measuring
success
of
certain
programs
so
that
when
they
come
to
the
end
of
that
four-year
Arc,
they
can
have
some
of
those
conversations
of
Are
We
sustaining?
B
Are
we
not
Etc
I,
don't
know
if
it's
maybe
too
early
for
them
to
have
some
of
those
questions
in
mind,
but
it
might
be
worth
connecting
with
them.
It
could
help
inform
our
own
conversation
about
continuation
funding.
D
Yeah
I
think
it's
a
great
opportunity
to
connect
with
other
regions
to
find
out,
what's
working
and
to
learn
from
one
another
and
I.
Don't
know
if
that's
something
that
just
happens
at
the
annual
conferences
or
the
rock
could
decide
to
invite
a
meeting
with
another
region
and
to
hear
hear
what's
happening.
C
I,
like
that,
Robin
and
and
my
only
if,
if
it's
a
question
of
preference
I
would
say:
I'd
love
it
if
the
Rock
at
some
point
invited
that
meeting
because
being
like
I,
don't
know
what
the
timing
of
those
conferences
are,
and
so,
if
there's
something
we
can
learn
sooner
rather
than
waiting
for
a
timing
that
we
don't
have
control
over,
but
love
the
notion
of
learning
from
others
and
saying,
what's
what's
been
working
and
frankly,
why?
Because
sometimes
the
conditions
for
Success
are
not
the
same
everywhere
else
and
frankly,
the
conditions
for
failure.
E
Yeah
I
was
just
yeah,
I
was
just
thinking
about
a
community
of
practice,
and
you
know
it
sounds
like
the
conferences
are
spaced
out,
but
you
know
is
there
anything
were
there?
All
of
the
counties
can
form
a
community
of
practice
to
start
talking
about
what
they're,
seeing
that's
working,
well,
exchanging
information
about,
I
think
to
maybe
Kelly's
point
of
asking
questions
and
learning
from
each
other.
E
How
are
people
evaluating
what's
rising
to
the
top
is
looking
like
a
something
we
may
want
to
evaluate
as
a
best
practice
things
like
that,
so
I
Think
It's
tricky
to
do
that
only
occasionally
or
if
you're
only
meeting
once
a
year.
You
know
for
us
internally,
I
think
having
something
like
that
for
other
topics.
Monthly
has
been
really
helpful
and
I
just
would
be
curious
if
there
was
an
opportunity
to
do
that.
D
No
I
think
I
think
that
we're
moving
into
you
know
sort
of
a
strategic
conversation
right
now
and
that
this
is.
This
is
what
we
want
to
capture
and
hear
from
you,
so
that's
very
helpful
and
and
and
staff
can
explore.
What's
you
know,
I
think
everybody's
in
that
sort
of
just
gearing
up
mode,
and
so
what
what
other
regions
or
councils
have
capacity
to
engage,
let
alone
the
work
they're
doing
for
their
own
region?
Right,
that's,
that's!
We
can
explore
that
for
sure.
B
Yeah,
absolutely
so,
we've
kind
of
touched
on
some
of
this
already,
but
really
kind
of
wanted
to
segue
the
conversation
about
continuation
funding
and
the
whole
short-term
long-term
planning
concept
into
a
broader
conversation
on
the
role
of
the
council,
and
just
you
know
how
we
can
best
involve
you
in
these
conversations,
we've
already
kind
of
gleaned
some
of
that
feedback.
Just
in
the
course
of
our
conversation,
but
just
some
pointed
questions
on
on
your
role
in
strategic
planning.
Moving
forward,
I'll
pass
it
back
to
you,
Robin,
to
facilitate.
D
Sure-
and
we
had
this
conversation,
I
think
in
May
and
I
think
the
reason
to
bring
it
back
was.
We
want
to
sort
of
embed
a
check
on
how
this
is
going,
maybe
not
at
every
meeting.
But
again
we
wanted
to
create
that
feedback
loop
to
make
sure
that
we're
hitting
the
mark
in
terms
of
what
you
expected
for
this
work
and
how
you'd
like
to
engage
with
this
work.
D
So
I
don't
know
if
if
people
have
any
comments
based
on
what's
happened
so
far
today,
as
we
have
15
minutes
left
and
I
think
we
have
a
couple
of
other
agenda
items
but
just
to
let
you
know
that
we
do
want
to
hear
from
you
in
a
fluid
way
as
we're
forming
this
together
and
and
so
didn't
know.
If
anyone
had
any
immediate
thoughts
that
they
wanted
to
share
now
and
then
recognize
we'll
just
be
making
space
for
for
this
reflection,
ongoing.
C
And
I
just
wanted
to
say
that
I
I
know
you
got
other
items
so
I
don't
want
to
I.
Don't
wanna
belabor
this
point
but
wondering
if
we
have
some
thoughts
would
be
helpful
to
you
to
get
those
in
advance
of
maybe
our
next
meeting,
and
should
we
just
send
you
some
thoughts
or
questions
or.
B
And
not
to
interrupt
I
just
want
to
chime
in
this
is
actually
our
last
agenda
item.
So
we
we
do
have
time
right
now.
If
outside
of
next
steps
and
I
don't
know,
I,
don't
think
we
need
a
ton
of
time
for
Next
Step,
so
just
putting
that
out
there.
We
we
have
time
for
it
for
conversation.
If
you
have
ideas
now,.
D
D
Meet
they
meet
before
this
meeting.
You
know
in
other
groups
that
some
of
us
are
involved
in
sometimes
we
schedule
a
meeting.
That's
purposely
a
combined
meeting
of
Ops
members
and
and
the
board
you
know
other
other
ideas.
Maybe
we
have
an
an
Ops
liaison
person
who
attends
the
meetings
for
that
that
dialogue
and
I'm
sure
there
are
other
ideas,
so
welcome.
Welcome
diving
into
this
one
question
before
we
go
to
next
steps.
If
people
have
any
immediate
thoughts
or
interests
in
this
area,.
F
Lexi
I
think
this
probably
ties
a
little
bit
into
nuria's
question
to
and
I
won't
speak
for
everyone,
but
I'm
happy
to
do
homework
in
between
our
meetings.
If
there
are
things
coming
out
of
the
Ops
group
that
you'd
like
us
to
look
at
before
our
meeting
I,
don't
know
if
the
timing
works
just
an
idea,
but
just
so
that
you
know
we
have
a
chance
to
have
conversations
that
aren't.
Quite
so,
you
know
cold
call
conversations.
D
B
Absolutely
we're
typically
our
Cadence
right
now
is
that
we're
meeting
at
the
end
of
every
month,
it's
the
last
Thursday
of
every
month.
So
typically
it's
about
a
week
prior
to
the
Rock
meetings
or
excuse
me
a
couple
days
prior
to
the
Rock
meetings.
So
we
do
have
that
turnaround
time.
D
Claire
I
see
your
chat
about
having
additional
materials
in
between
meetings,
and
we
can
absolutely
make
that
happen.
Would
it
be
helpful
to
get
the
PowerPoint
in
advance.
A
That
would
be
helpful
but
and
I'm,
not
speaking,
I,
don't
want
staff
doing
additional
preparation
and
it
would
just
be.
You
know
if
there
are
other
documents
that
you
might
be
referring
to,
for
instance,
the
the
Johns
Hopkins
materials.
You
know
just
links
to
existing
resources,
no
nothing
new
great.
C
No,
your
help,
you're
helping
us
I
I,
just
wanted
to
Echo
like
I,
don't
want
extra
I,
certainly
don't
want
to
put
any
extra
burden
on
staff,
but
I
bet
that
they're
working
with
materials
that
exist
and
happy
to
sign
up
for
that
extra
homework,
as
Lexi
said
as
well,
and
so
Echo
the
Claire
and
Lexi
suggestions
about
that,
and
then
frankly,
I
wouldn't
mind
if
periodically
I,
don't
think
it's
every
meeting.
C
But
if,
if
at
some
point
we
have
a
joint
meeting,
I
think
that
would
be
really
interesting
just
to
get
to
know
a
little
bit
about
the
operations
group
and
to
see
what
they've
been
up
to
I.
Don't
think
it's
I,
don't
think
we
do
a
regular
Cadence,
because
I
do
think.
That
would
add
too
much
work
on
their
plan
and
we
could
be
bottlenecking
some
of
the
great
work
they're
trying
to
move
forward
and
wouldn't
want
to
suggest
that.
C
But
if
there
are
opportunities
to
have
either
a
group-
or
maybe
it's
a
liaison
that
we
get
to
know
a
little
bit,
the
operations
team
a
little
bit
more
and
you
all
in
the
county
get
to
know
them
really
well.
For
some
of
us
we
don't
see
them
as
often
so
it
would
be
great
because
that
is
what
the
expertise
we
want
to
lift
up
and
Champion
a
lot
of
times,
and
it
would
be
great
to
hear
directly
so.
D
B
And
I'll
just
Echo,
you
know
I,
know
I
sort
of
fumbled
on
this
a
little
bit
explaining
this
in
the
updates
but
I.
This
was
a
primary
conversation
at
the
conferences,
and
you
know
all
regions
have
sort
of
a
slightly
different
makeup
of
how
they're
bringing
these
conversations
together
through
various
committees
coalitions.
Some
do
have
a
joint
group,
that's
both
their
Council
as
well
as
their
advisory.
B
You
know
members,
but
it's
just
the
council
that
votes
and
so
I'm,
not
at
all,
suggesting
that
we
need
to
sort
of
blow
up
our
structure
and
redo
everything,
but
I
do
think,
there's
space
for
us
to
get
creative
and
learn
about
the
ways
that
other
regions
have
fused
in
both
the
sort
of
votes
of
leadership,
as
well
as
the
the
subject
matter,
expertise
of
folks
a
little
bit
more
close
to
the
interventions.
B
Sure
so
this
is
the
group
that
comes
together
monthly,
it's
representatives
from
all
of
the
different
regions,
as
well
as
the
coax
staffs,
that's
led
by
Jamie,
Feld
and
Jack
Patterson,
and
really
it's
open
to
anyone
who
wants
to
attend.
It's
primarily
all
the
regions
coming
together
a
little
bit
around
and
a
community
of
practice
focused
questions
Susan
to
your
point,
but
they're
a
little
bit
more
geared
towards
also
like
submission
Logistics
deadlines,
major
barriers,
that
regions
are
running
into
fiscal
and
accounting
leads
sometimes
but
I'm
always
happy
to
share.
B
They
share
the
agendas
in
advance,
and
sometimes
the
the
content
that
they're
speaking
to
is
is
a
little
bit
more
Broad
in
its
application.
It
might
be
relevant
for
some
of
the
council
members
if
they
want
to
get
a
little
bit
more
perspective
of
what's
going
on
in
other
regions.
B
So
again,
as
Robin
mentioned,
the
next
one
is
on
the
seventh
and
we
have
not
yet
received
an
agenda,
but
we
know
that
their
focus
is
on
Regional
funding
requests
in
next
steps.
So
we
anticipate
that
we'll
be
hearing
more
about
some
of
the
stuff
we
introduced
today,
like
the
cost
system
and
how
far
down
we
need
to
allocate
within
a
possible
other
deadline
in
November.
So
some
of
those
are
likely
on
the
docket
for
discussion
on
the
7th.
B
Yes,
they
do
I'm
trying
to
remember
if
I
have
the
whole
series
that
I
can
send
to
the
group,
I
think
I
do
so.
Yeah
I
can
share.
D
B
E
And
Kelly,
that's
great
that
there's
already
a
structure
there,
so
it
sounds
like
that
could
be
something
that
morphs
into
more
of
a
Community
Practice.
Once
some
of
the
funding
questions
are
answered
and
that's
taken
care
of
that
that
could
there
could
be
a
suggestion
to
keep
that
ongoing,
to
focus
more
on
services
and
supports
and
evaluations
and
comparing
notes
around
those
kind
of
things.
Do
you
see
that.
B
As
a
potential
yeah,
I
absolutely
agree.
So
actually,
as
you
were
mentioning
that
this
is
the
group
that
kind
of
came
to
mind,
you
know,
as
I
said
right
now,
it's
it's
a
bit
of
a
hodgepodge
in
terms
of
what's
all
discussed
in
that
space,
so
it
could
be
anything
from
you
know
the
cost
system
and
funding
timelines
down
to
these
are
the
fiscal
processes.
We
need
you
all
to
follow
to
make
sure
that
the
funds
are
allocated
properly
and
Reporting
and
all
of
those
things,
so
it
can
kind
of
right.
B
Now
it's
still
kind
of
going
between
high
level
and
pretty
operational
in
the
weeds,
but
I
do
see
the
opportunity
to
kind
of
pull
together
some
of
potentially
a
smaller
cohort
of
that
same
group.
That's
a
little
bit
more
focused
on
some
of
those
items
that
you
brought
forward.
Susan.
C
Nuria
I'm
on
a
roll
today
at
Sandra,
but
great
conversation
and
it
you
know,
I
I
am
one
to
I'm
I'm
a
geek
and
want
to
read
if
there's
things
that
are
that
are
high
level
to
your
whole
eye
level
in
the
weeds
I
I
want
to
just
at
least
for
my
on
my
end.
C
If
there
are
things
that
you
all
or
the
Ops
Team
would
like
us
to
do
right
in
better
support
than
I'm
open
and
willing
to
hear
that
as
well
and
for
me
sometimes
like
those
creating
a
maybe
not
creating
a
library,
because
I
don't
want
to
add
more.
But
if
there
are
articles,
if
there
is
something
coming
out
of
that
collaborative
meeting
that
would
be
great
background.
C
Reading
for
us
or
or
you
think,
would
be
useful,
then
I'd
be
open
and
and
welcome
that
coming
our
way
because
I
since
this
is
not
the
space
I
am
in,
and
some
of
the
people
in
this
room
are
learning
and
having
like
a
bigger,
broader
picture
would
be
helpful
to
bring
into
the
meetings.
In
addition
to
all
the
sort
of
detail,
work
that
is
planning
so
just
know
that
I'm
receptive
too,
if
there
are
things
that
the
Ops
Team
would
like
us
to
do,
to
support
them
better.
D
That's
great
and
I
think
we
can.
We
can
definitely
Kelly
love
to
think
about
that
with
you
and
Tucker
about
how
to
sort
of
make
sure
we're
doing
that
in
a
regular
way.
I
know
that
we
share
articles
between
each
other
and
and
then
and
if,
if
Rock
members
are
less
interested
in
that
that's
fine,
but
just
it's
available
and-
and
we've
heard
from
several
of
you
that
that
would
be
of
interest
today.
D
So,
as
Kelly
mentioned,
hopefully
we'll
have
our
facilitator
evaluator
on
board
for
our
next
meeting
and
we'll
give
you
a
heads
up
if
that's
happening
and
the
other
takeaways
that
I
heard
are
again
giving
materials
ahead
of
time
to
you,
including
the
PowerPoint
articles
to
read.
Just
just
and
I,
really
appreciate,
hearing
that
just
sort
of
increasing
your
level
of
awareness
and
engagement
and
that
will
that
will
really
align
nicely
with
our
strategic
conversation
formation
work.
That's
going
to
evolve
as
well.
So
I
really
appreciate
that
Kelly.
D
B
To
it
so
I'm
just
thinking
there
might
need
to
be
some
advance
kind
of
homework
that
involves
potentially
The
Rock
and
the
operations
group.
Maybe
facilitating
some
conversation
about
what
questions
we
want
to
see
just
in
case
the
Cadence
of
the
meetings
is
that
The
Rock
actually
meets
before
the
next
operations
group.
B
A
A
I
don't
live
and
work
in
this
space
on
a
daily
basis
and
I
really
do
want
to
be
able
to
participate
in
a
much
more
informed
way
and
and
and
Maria
I
hope
you
I
hope
you
never
stop
raising
your
hand,
because
you
know
we're
a
small
group
and
your
your
questions
and
comments
are,
are
really
thoughtful.
Everybody's
are
and
so
I
just
I
guess.
A
The
only
thing
I
would
say
in
closing
is
just
to
thank
everybody
for
for
joining
and
for
for
your
attention
and
and
the
really
great
conversation
that
we've
had
it's
a
lot
of
potential
here,
even
though
the
dollars
are
small,
because
you
know
this
can
lay
the
groundwork
for
other
efforts
that
we
do
so
this
thing,
thanks
to
everybody,
for
your
work.