►
Description
Briefing of the Buncombe County Board of Commissioners on May 16, 2023. The briefing is a chance for Commissioners to review agenda items before the meeting. No motions will take place during the briefing.
A
A
A
B
Good
afternoon
as
a
primer,
The,
Grand
Tour,
the
North
Carolina
Department
of
Commerce
Rural
and
Economic
Development
Division
as
part
of
this
grant,
requires
us
to
provide
a
quarterly
update
in
a
public
setting,
so
that
our
community
can
follow
this
Grant
from
beginning
to
end.
B
So
the
grant
that
the
county
has
received
is
a
four
hundred
thousand
dollar
Grant.
The
purposes
of
the
grant
are
to
provide
home
repairs
to
12
to
24
low
and
moderate
income
households
within
Buncombe
County.
We
are
seeking,
through
a
process
a
non-profit
sub-recipient,
to
administer
the
program
and
the
activity.
B
B
So,
since
we
are
in
the
middle
of
an
RFP
process,
we
thought
it
would
be
pertinent
to
highlight
for
the
benefit
of
of
the
board
and
for
the
public.
What
we're
looking
for
in
terms
of
a
sub-recipient,
so
an
ideal
sub-recipient
would
have
had
relevant
Community
Development
block
grant
experience
so
that
they're
familiar
with
the
federal
funds
that
are
flowing
through
the
state
and
to
the
county.
B
They
would
have
the
ability
to
deliver
a
compliant
project
again.
Having
experience
with
federal
dollars
typically
reveals
that
you
have
that
capacity
that
would
be
seeking
low
levels
of
administrative
support
relative
to
the
overall
project,
so
they
will
be
proposing
a
budget
and
admin
funds
are
permissible
within
the
grant.
But
we
would
be
looking
for
as
much
project
delivery
as
possible
that
they
have
a
recruitment,
marketing
and
Outreach
plan
that
focuses
on
Equity.
B
So,
as
I
mentioned,
we
are
in
the
middle
of
an
active
request
for
proposals
process
that
opened
in
April.
We
offered
a
pre-application
meeting,
which
was
recorded
and
made
available
after
the
fact,
as
well,
for
anyone
who
was
seeking
details
about
the
application
process.
Applications
are
due
later
this
month
on
May
23rd,
at
which
point
we'll
begin
a
review
of
proposed
applications
and
undertake
us
an
internal
selection
process.
B
We
are
hopeful
that
we
will
have
a
viable
proposal
and
set
of
proposals
to
evaluate
and
that
we're
able
to
get
to
contract
issuance
by
June,
and
then
we
have
included
just
for
your
benefit.
A
more
detailed
summary
I
won't
necessarily
go
into
all
of
these
details
about
the
Grant
and
you've,
probably
seen
slides
like
this.
Similarly
for
the
cdbg
CB
Grant
in
the
past,
so
we
did
include
that
the
one
thing
that
I'll
mention
is
this
grant
is
expected
to
close
by
June
of
2025.
A
C
Okay,
good
afternoon,
it's
a
pleasure
to
be
with
you
all
this
afternoon
to
introduce
you
all
to
a
project
that
we've
been
working
on.
This
is
a
collaboration
between
strategy
and
Innovation.
Our
GIS
team
in
our
I.T
Department,
as
well
as
the
equity
office
I,
want
to
acknowledge.
Dr
Armstrong
will
be
joining
me
in
this
presentation,
but
there's
two
folks
in
the
audience:
Heather
Parkinson
and
Jim
Webb.
C
So
we're
going
to
walk
through
the
community
index
map
we're
going
to
talk
about
what
it
is,
how
it
was
developed
and
how
it
can
be
utilized,
and
essentially
what
this
project
is
is
aimed
to
do
is
to
really
help
us
understand
how
experiences
vary
across
our
County
and
communities
across
our
County.
Like
many
places,
we
know
that
Buncombe
County
there
are
it's
a
geographic
area
where
lived
experience
varies
the
drivers,
for
that
might
be
all
sorts
of
things
for
one
example
with
income.
C
We
know
that
there's
areas
in
the
county
where
there's
high
concentrations
of
wealth,
and
we
also
know
that
approximately
14
percent
of
our
population
is
also
experiencing
poverty.
So
this
index
is
aiming
to
help
us
visualize
differences
in
experience
and,
ultimately,
to
assist
us
in
developing
better
understandings
of
our
community.
That
will
get
us
to
a
place
where
we
can
better
address
needs.
C
So
this
is
the
index
as
it
is
a
map.
You
can
see
that
there
are
various
shades
of
blue
and
I'll
talk
about
what
these
indicate.
So
the
dark
blue
areas
indicate
high
concentrations
of
community
members
who
might
not
have
access
to
resources
or
essential
resources.
Those
resources
might
not
be
available
at
all,
or
the
resources
that
are
available
might
not
align
with
the
community's
needs.
C
The
pale
or
yellow
areas
represent
places
where
community
members
are
more
likely
to
have
access
to
resources
or
places
where
resources
better
align
with
Community
needs,
we'll
see
in
a
minute.
The
index
is
interactive,
and
the
map
also
displays
demographic
information
about
the
population
living
in
the
area,
helping
to
shed
light
on
racial
and
ethnic
disparities
across
communities
in
the
county.
C
So
the
index
is
comprised
of
nine
census
factors
and
it's
presented
on
a
block
group
level.
The
block
group
is
the
smallest
Geographic
unit,
that's
published
by
the
Census
Bureau
in
the
American
Community
census
survey.
So
this
is
a
snapshot
of
our
data
set
behind
the
index.
It
is
2019
data
and
there
are
154
block
groups
in
the
county.
We
chose
Census
Data
specifically
because
we
wanted
to
be
able
to
update
the
index,
and
we
know
that
the
data
points
would
not
shift
in
terms
of
what
would
be
available
to
us.
C
C
So
the
index,
it's
essentially
a
composite
score
of
nine
factors:
we've
taken
these
and
we've
ranked
them
across
the
counties,
block
groups
and
the
what
so.
What
we're?
What
we're
looking
at
are
median
household
income
percent
of
households
below
poverty
percent
of
the
population
21
and
older,
without
a
high
school
diploma
or
equivalent
percent
of
households
on
food
assistance
rent
as
a
percentage
of
income,
mortgage
percent
of
income
30
or
greater.
And
then
we
have
two
age
factors:
population,
less
than
18
and
greater
than
65..
C
So
we
developed
this
index
with
a
range
of
stakeholders
in
mind,
so
from
internal
use
with
our
County
departments,
interested
community
members
or
organizations
outside
of
County
government
and
are
thinking
here
being
that
if
we
all
understand
the
conditions
of
communities
across
the
county,
we
can
Implement
strategies
aimed
at
helping
all
residents
Thrive.
So
the
community
index
is
available
and
it's
currently
has
been
used
by
departments.
C
So
what
we've
done
is
we've
created
the
index.
It's
it's
a
dashboard
and
so
you'll
see
the
live
dashboard
here
in
a
minute,
but
we
have
organized
the
dashboard
around
the
county
strategic
plan.
C
C
So
we
also
have
the
community
index
Tab
and
on
this
specific
tab,
we
have
made
several
layers
of
data
available
that
relate
to
equity,
and
so
those
include
the
Asheville
redlining
map,
the
percent
of
residents
in
the
block
group
who
are
black
and
the
percent
of
residents
in
the
bot
group
who
are
Hispanic
and
Latino.
C
C
We
have
the
count
of
solar
installations,
composting
sites,
conserved
land
and
weatherization
projects
for
educated
and
capable
Community
we're
actually
pulling
out
two
of
the
index
factors
to
look
at
individually,
and
that
is
the
percent
of
the
population
21
or
older,
without
a
high
school
diploma
or
equivalent
and
population
over
65,
but
we're
also
showing
the
location
of
early
childhood
education
centers,
as
well
as
the
library's
preschool
outreach
program
sites
and
then
for
vibrant
economy.
C
C
Okay,
so
what
we're
looking
at
here
is.
C
So
what
we're
looking
at
here
is
the
educated
and
capable
Community
map,
and
what
I
have
on
here
is
the
layer
of
child
care
centers,
so
the
yellow
dots
represent
a
center
and
then
they
Pink
Dot
represents
a
center
in
a
family
home,
and
so,
if
we
zoom
over
here
this
as
a
hypothetical,
we
were
looking
for
areas
where
we
might
want
to
look
at
expanding
access
to
child
care.
C
If
we
see
there
is
a
loan
dot
over
here
of
a
child
care
center
and
what
we
can
do
is
click
on
these
block
groups
around
it
to
understand
the
demographics
of
the
population
living
in
that
area.
We
see
these
are
darker
areas
on
the
index
map,
so
indicating
that
there
might
be
needs
that
are
not
being
met
in
the
community.
C
So
both
when
you
click
on
these
block
groups,
you'll
see
additional
information
about
the
block
group,
and
so,
when
we
scroll
down,
we
might
notice
that
there's
a
pretty
high
percentage
of
the
population
under
the
age
of
18..
That's
actually
true
for
both
of
these
block
groups.
In
this
block
group,
that's
to
the
west
of
Pisgah
Highway.
C
Here
is
also
a
black
group
where
we
have
a
high
percentage
of
the
population
living
in
poverty,
as
well
as
a
median
income,
that's
far
below
that
of
the
county
median
income,
and
so
this
might
be
an
area
that
if
we
were
interested
in
expanding
access
to
Child
Care
Early
Education,
this
might
be
an
area
that
we
might
want
to
look
at
and
explore
further.
C
C
This
is
ranked
number
140
on
the
index
out
of
154,
so
again,
an
area
where
there
might
be
high
concentration
of
foods
who
don't
have
access
to
essential
resources.
When
we
click
on
this
area,
we
see
that
it
is
an
area
with.
C
A
high
a
high
percentage
of
the
population
over
the
age
of
18
under
the
age
of
18.,
so
school-aged
children.
We
also
know
that
this
is
also
an
area
of
people
experiencing
poverty
around
30
percent,
and
most
of
that,
a
lot
of
that
poverty
is
happening
within
individuals
and
family
households.
So
if
we
were
looking
to
see
where
we
would
want
to
maybe
expand
Broadband
access,
this
might
be
a
place
that
we
would
like
to
to
look.
C
And
so
those
are
just
a
couple
of
examples
that
we've
prepared
for
today
in
terms
of
how
this
might
be
utilized.
I
also
now
want
to
invite
Dr
Armstrong
up
to
speak
about
some
potential
utilization
from
her
perspective
and
the.
C
D
D
Thank
you
good
afternoon,
so
Lee
just
did
a
great
job
explaining
the
community
index
map,
which
I
talked
about
last
time
and
just
wanted
to
share
four
examples
of
how,
from
the
equity
perspective
on
this
community
index,
map
can
be
very
useful.
So,
regarding
the
open
space
Bond,
we
feel
that
in
discussing
Greenways
and
passive
Recreation,
the
community
index
map
will
be
helpful
to
see
what
areas
could
greatly
benefit
from
added
Greenways
and
passive
Recreation.
D
It
will
also
show
communities
that
we
need
to
go
to
and
to
have
conversations
with
to
learn
what
they
would
like
to
see
in
their
neighborhood
regarding
passive
Recreation
and
also
just
informing
them
about
what
Greenways
are
and
how
they
could
be
helpful
to
their
community.
The
second
way
is
the
equity
impact
analysis
tool,
and
we
are
reviewing
that
currently,
and
so
the
community
index
map
has
a
wealth
of
knowledge
about
the
community
or
about
the
county
for
a
variety
of
lenses,
and
when
considering
budget
process
and
expansion
needs
departments
can
utilize.
D
The
community
index
map
to
survey
past
and
current
conditions
assess,
needs
and
apply
the
information
as
a
resource
to
completing
the
equity
analysis,
impact
analysis
tool
to
help
standardize,
Equitable
and
inclusive
information
and
practices
by
departments
serving
the
larger
community.
It
could
also
be
helpful
during
the
reparations
IFA
work.
D
And
lastly,
another
way
that
we
see
the
use
of
the
community
index
map
is
just
in
general
potential
for
General
Community
needs.
So
the
information
is
a
tool
that
can
once
explain
and
want
to
be
very
clear
about
that.
I
want
to
explain
how
Lee
explained
it
here
to
the
community.
It
can
provide
them
with
specific
tools
and
focus
data
on
the
different
areas
affected
by
redlining.
D
Community
needs
for
education
and
health,
centers,
and
so
much
more
and
so
education
is
a
big
part
of
what
I
believe
leads
to
equity,
and
so
the
community
index
map
will
be
on
our
Equity
web
page,
and
so
those
in
the
community
can
go
and
get
information
and
learn
and
find
out
what
they
don't
know.
So
they
can
be
more
informed.
So
thank.
A
E
G
It
I
want
to
say
the
same
thing
and
also
I
think
it's
a
great
opportunity
for
our
partners
across
Buncombe
County
to
have
access
to
this
data
too,
so
that
they
can
look
at
how
they
can
best
work
with
us
and
the
people
who
are
in
need
of
these
kinds
of
services
across
montgom
County,
so
excellent
work,
y'all
thanks.
So
much.
A
All
right,
thanks
for
the
great
update,
great
information.
Okay,
the
next
item
on
the
agenda
is
the
city
county,
interlocal
agreement
for
an
airport
parcel
and
Michael
free
will
make
a
presentation.
H
Thank
you,
Mr
chairman
commissioners.
They
even
have
visual
aids
today,
so
if
I
could
ask
Nick
to
pull
up
that
first
slide,
this
is
to
get
us
oriented.
You
see
the
airport
there
in
the
middle
of
the
screen
to
the
right
up
and
down
is
I-26
and
the
circle.
There
is
the
minkles
property
if
you're
leaving
the
airport
drive
and
you're
at
the
stoplight
ready
to
head
back
to
town.
It's
through
that
patch
of
woods
to
the
left
of
that
stop
light.
H
So
if
you
go
to
the
next
one,
what
minkels
minkles
in
that
facility
is
at
the
electric
lux
facility
and
they
bought
this
piece
of
property.
You
see
up
there,
2.91
Acres
from
the
greater
Asheville
Regional
Airport
Authority
last
fall
in
anticipation
of
expanding
the
footprint
of
the
rectangle
building.
You
saw
on
the
previous
slide
up
into
this
new
parcel
there,
so
they're
fixing
to
borrow
a
lot
of
money
and
for
those
lending
purposes,
they've
approached
this
city
planning.
H
First
then
County
planning
to
see
who
has
jurisdiction
over
this
site
for
the
construction
and
development
for
Planning
and
Zoning
Etc.
So
if
we
look
at
the
next
one,
please
Nick
all
the
airport,
Authority
property
that
I
know
of
that's
in
Buncombe
County,
because
some
of
it
spills
over
into
Henderson
County
is
within
the
Asheville
City
Limits.
H
So
several
years
ago,
back
in
2012,
the
legislature
decided
to
pull
all
the
planning
regulation
Authority
away
from
the
city
of
Asheville
and
give
it
to
Buncombe
County
effective
upon
the
time
that
the
county
could
file
zoning
maps
for
that
property,
which
the
county
did
so
that
created
a
split
jurisdiction
issue
we
have
now
and
Nick,
go
to
the
last
slide.
You'll
see
that
green
darker,
green
blue
color
up
there
at
the
top
is
about
2.91
Acres
within
County
zoning
jurisdiction.
H
And
then
you
see
the
rest
of
that
parcel.
The
lighter
blue
color
is
all
about
25
acres
within
the
City
Planning
and
Zoning
jurisdiction,
so
the
legislature
has
in
chapter
160d.
If
regulation
jurisdiction
is
with
more
than
one
local
government,
those
local
governments
with
the
consent
of
the
landowner
can
agree
to
put
exclusive
jurisdiction
in
one
local
government
or
the
other
from
the
County's
point
of
view,
and
the
city,
legal
and
planning.
H
Also
agreed
since
the
County
Planning
people
have
no
real
direct
access
to
that
2.91
acres
and
County
planning
and
permitting
people
aren't
really
situated
to
enforce
and
interpret
City
Zoning.
It
makes
sense
to
let
all
planning
and
zoning
jurisdiction
for
that
28
acre
parcel
to
be
within
the
city
of
Asheville.
So
that's
what
the
interlocal
agreement
would
do
and
what
we
hope
to
do
is
that,
with
with
your
approval,
to
put
this
on
the
May,
the
June
6th
agenda-
and
you
tell
me
whether
you
want
it
on
new
business
or
consent.
H
Exactly
so
2.9
acre
conveyance
was
accomplished.
There
was
a
recombination
parcel.
So
that's
why
you
see
there's
no
red
line
between
those
between
the
darker
color
and
the
lighter
color
up
on
the
screen,
because
it
is
one
combined
part.
So
it's
already
occurred.
Okay,
yes,
okay!
That
creates
a
split
jurisdiction
issue.
Okay,
yes,.
I
J
J
J
So
part
of
our
steering
committee
kicked
off
in
September
with
a
multi-disciplinary
body
of
over
45
stakeholders
to
begin
collaborative
strategic
planning
for
the
use
of
opioid
settlement
funds.
Members
included
licensed
clinicians,
a
physician,
Emergency
Services
law
enforcement
and
Detention
Center
officials,
Community
Advocates
and,
most
importantly,
individuals
with
lived
experience.
J
This
planning
process
has
opened
us
up
to
look
at
additional
strategies
that
are
listed
within
the
North
Carolina
memorandum
of
agreement
around
opioid
settlement
funds
and,
as
you
all
noticed,
we
have
have
our
final
event
on
May
18th.
That
will
be
live
streamed
on
our
public
input
page,
and
this
also
meets
a
requirement
to
have
an
annual
meeting
open
to
the
public
and
including
our
municipalities.
J
So
there
has
been
that
significant
amount
of
Engagement
over
the
last
six
months
to
gather
Community
perspectives
of
substance
use
the
team
heard
from
those
with
lived
experience
providers
and
those
on
the
front
lines.
Saving
lives
here
are
some
of
the
perspectives
they
shared,
and
these
will
inform
our
strategies
going
forward.
As
you
can
see,
the
increasing
prevalence
of
use
of
lethality
of
substances
ranked
very
high
on
the
list
of
concerns.
J
J
During
our
root
cause
analysis,
the
steering
committee
identified
high-level
themes
that
contribute
to
the
likelihood
that
someone
could
develop
a
substance,
use
disorder
and
or
face
substance
use
related
harm.
These
things
themes
can
impact
someone
from
Early
Childhood
all
the
way
through
recovery,
and
without
intentional
efforts
to
mitigate
these,
we
will
continue
to
have
challenges
in
attaining
healthy
outcomes,
while
individual
experiences
vary
and,
of
course,
each
has
some
distinct
needs
that
vary
dependent
on
our
unique
experiences.
J
The
core
truth
or
theme
Here
is
an
experience
of
unmet
needs
underlying
root,
causes
that
may
activate
substance
use
for
some
and
lead
to
addiction
per
the
settlements.
Moa
memorandum
of
agreement,
this
work
group
was
tasked
with
identifying
measures
to
monitor
in
order
to
gauge
progress
towards
our
shared
Vision.
While
there
were
pages
of
possible
measures,
they
determined
the
following
to
be
crucial
for
understanding
this
topic
over
time.
Social
determinants
of
health
is
grouped
into
five
different
domains
and
all
have
a
relation
to
the
list
of
root
causes
of
substance
use
and
related
harm.
J
And
So,
based
on
what
we've
been
hearing
from
our
community
and
the
ask
of
our
commissioners
to
be
laser,
focused
on
fatal
overdose,
we
have
a
recommendation.
That
is
a
dual
approach.
We
want
to
prioritize
life-saving
and
harm
reducing
measures
today,
but
we
also
want
to
look
at
opportunities
to
invest
in
prevention
and
longer
term
planning
to
address
the
root
causes
of
substance.
Use.
J
J
And
so
part
of
this
work
has
been
organizing
ourselves
as
County
staff,
to
really
figure
out
how
we
can
bring
effective
measures.
We
can
understand
how
we're
responding
in
our
community.
How
do
we
increase
the
public
awareness?
How
do
we
coordinate
our
services
within
the
county
and
within
our
community?
And
then
how
are
we
deploying
those
resources
that
are
available
in
an
effective
way?
J
The
data
unit
will
focus
on
creating
a
unified
reporting
of
data
across
Partners,
using
data
to
create
a
dashboard
to
see
what
we
are
doing
is
impactful,
apply
Spike
alerts
and
be
able
to
Pivot
to
address
upcoming
Trends
and
increase
response
in
the
areas
most
in
need.
It
is
this
data
that
will
support
the
development
of
a
plan
and
allow
our
Logistics
section
to
understand
where
resources
need
to
go
and
deploying
those
resources
to
the
right
places
at
the
right
time.
J
So
this
means
being
able
to
understand
what
is
the
capacity
of
our
service
providers
and
being
able
to
adjust
to
meet
the
demand
and
then,
lastly,
our
finance
section
will
ensure
that
we
are
able
to
meet
our
identified
targets
with
the
current
funds
available
and
identify
additional
funding
resources
to
fill
possible
gaps
and
so
I'll.
Let
Tiffany
stand
in
to
just
talk
a
little
bit
more
in
detail
about
our
data
collection,
communication
and
equity,
good.
K
Afternoon,
everyone,
so
the
next
slide
is
focused
on
improving
the
use
of
information
to
inform
our
response,
Victoria
kind
of
talked
high
level
about
why
that's
important
the
need
to
make
sure
that
we're
looking
holistically
across
all
of
our
services
to
really
make
sure
we're
getting
resources
to
the
right
places
at
the
right
time.
K
We
have
a
lot
of
resources
that
are
addressing
this
issue,
but
they're
not
in
a
unified
and
coordinated
effort,
and
we
can't
pinpoint
exactly
where
resources
need
to
go
at
one
given
time
so
with
this
process
is
doing,
is
working
towards
making
sure
that
we're
preventing
overdose
with
real-time
data,
responding
quickly
in
the
event
of
an
overdose
of
what
the
loss
of
life
and
then
channel.
The
resources
where
we
are
now
is
getting
all
of
our
stakeholders
together
we're
identifying
what
the
data
points
are,
such
as,
where
are
the
hot
spots
and
communities.
K
The
toxicologies
and
the
official
reports
have
to,
of
course,
go
to
the
state,
takes
time
to
verify
that
information
to
determine
that
it's
overdose.
So
we
can't
rely
on
that
data
as
real-time
information
to
drive
our
decision
making.
So
we're
thinking
about
other
ways
to
quickly
inform
us
on
how
many
overdoses
are
occur
in
our
community.
That's
working
with
our
hospital
system,
that's
working
with
our
local
map
providers,
that's
working
with,
of
course,
EMS
and
the
other
fire
departments,
and
first
respondents
that
are
responding
that
are
providing
Narcan
I.
Think
what's
interesting.
To
note.
K
Historically,
are
federal
laws
like
HIPAA
and
CF
CFR
45
have
been
restrictive,
but
we
found
ways
to
make
sure
that
we
are
in
compliance
with
state
law
but
able
to
share
data
so
we're
working
on
a
business
case
for
our
data.
So
that
way
we
can
share
data
on
a
level,
that's
impactful
for
our
community
and
we
are
in
compliance
with
federal
and
state
law
as
it
relates
to
community
awareness,
education.
We
are
also
rapidly
building
out
this
approach
as
well.
K
We
have
set
up
our
joint
information,
Command
Center,
where
we're
unifying
our
message
so
be
on
the
lookout
real
soon
for
some
public
awareness
campaign,
we
are
getting
folks
of
live
the
experience
or
have
been
impacted
willing
to
tear
their
share
their
story.
Excuse
me
in
a
way
that's
authentic.
Our
messaging
would
include
this.
Is
us
so
recognizing
that
this
opioid
epidemic
affects
all
of
us.
We
will
make
sure
that
we're
providing
Narcan
training
to
community
and
understanding
the
importance
of
Narcan
and
how
it
can
be
beneficial
in
Saving
Lives.
K
Then
our
last
approach
is
really
demystifying
treatment
and
destigmatizing
substance
use,
so
people
are
able
to
identify
if
a
loved
one
is
impacted
by
use
to
get
them
into
treatment
quickly.
We're
also
building
trust
in
communities,
and
so
that
is
our
next
strategy,
as
it
relates
to
our
Equity
Building
approaches.
K
I
think
I
talked
last
briefing
about
some
Equity
challenges
about
mistrust
and
government,
and
also
our
Health
Care
Systems,
where
communities
of
color
normally
don't
seek
treatment,
but
also
our
programs
can
actually
be
very
restrictive,
we're
all
doing
a
lot
of
screening
out
processes.
We
learned
that
in
our
homelessness
work
as
well,
so
how
do
we
screen
in
folks
for
treatment
and
make
sure
they
feel
occluded
and
a
part
of
the
process
also
partnering,
with
bypass
bypoc
LED
organizations
that
are
working
in
health
and
can
connect
with
the
community?
K
We
are
training,
one
of
our
I
think
we
had
a
training
last
week
on
Narcan
for
our
community
health
workers
and
our
community
Navigators
that
are
already
in
our
Community
engagement
markets,
so
Public
Health
partner
with
our
Cape
team.
They
provided
Narcan
training
and
so
a
part
of
that
Narcan
training
is
also
giving
them
information.
K
So
that
way
they
can
go
back
to
their
communities
and
share
the
message
about
substance,
use
and
getting
access
to
treatment.
Of
course,
being
intentional
in
our
Outreach
and
our
messaging
I
mentioned
the
slogan.
This
is
us
as
a
part
of
that
campaign
to
make
sure
that
we're
telling
folks
stories
that
have
been
impacted
through
a
lens
of
cultural,
humility
and
inclusivity.
K
So
if
it's
in
a
language
access
to
make
sure
the
messaging
is
in
different
languages,
making
sure
it's
representative
of
different
people
and
with
lived
experience
and
then
centering
the
program
from
a
bipart
perspective
and
understanding
what
cultural
needs
are
when
people
are
engaging
in
treatment.
Lastly,
what
will
benefit
us
all
is
just
reducing
barriers
to
access
and
treatment
and
turn
it
back
over
to
Victoria.
J
And
so
talking
about
increasing
access
to
Services,
we
know
our
community
paramedics
has
been
doing
a
lot
of
work
in
our
community
and
linking
people
who
have
experienced
an
overdose
or
at
high
risk
of
an
overdose
to
treatment
services
and
we've
seen
great
success.
With
that
hand,
you
know
kind
of
really
giving
that
warm
hand
helping
that
person
overcome
some
of
those
barriers,
and
so
what
we're
recommending
is
that
we
look
at.
J
J
We
also
haven't
been
in
conversations
with
the
Detention
Facility,
as
you
all
know,
that
we
are
providing
medications
for
opioid
use
disorder
and
linking
people
to
treatment,
but
sometimes
folks
are
coming
into
the
Detention
Facility
and
leaving
before
they
are
able
to
get
further
screening
and
linkage
to
that
support,
and
so
there's
another
opportunity
for
people
who
are
interested
Community
paramedics
could
meet
them,
perhaps
induct
them.
We
know
that
people
who
are
leaving
the
Detention
Facility
right
higher
risk
of
an
overdose,
and
so
how
can
we
again
provide
them?
J
Those
options
reduce
that
barriers
to
access
to
care,
and
we
are
currently
already
partnering
with
the
Asheville,
Housing
Authority
communities
and
meeting
with
folks
in
there
and
and
different
other
departments,
and
educating
folks
about
the
resources
and
naloxone
and
so
really
having
a
more
formalized
process
on
linking
folks
to
the
treatment
that
are
as
available
as
well
as
our
social
services.
J
I
think
this
has
been
something
that's
been
talked
about
for
years
and
we
really
have
some
forward
movement
and
collaboration
with
law
enforcement
and
really
looking
at
what
are
we
already
doing
in
the
community
and
what's
working
and
then
how
can
we
enhance
this?
So
within
our
community
Paramedic
program,
we
recently
have
our
mobile
community
outreach
team
they're
out
there
right
now
and
working
with
various
Community
Partners
that
are
doing
the
Outreach
work
and
as
part
of
that
doing,
some
de-escalation
work.
J
So
they
might
be
meeting
someone
in
a
crisis
helping
to
resolve
or
reduce,
maybe
the
impact
on
others,
but
at
times
we
might
need
further
support
if
our
community
were
to
call
9-1-1
we're
looking
at
having
that
opportunity
that
we
can
have
Community
paramedics
and
law
enforcement
to
respond
and
then
also
having
a
mental
health
clinician
available
as
needed.
So
there
could
also
be
law
enforcement,
maybe
responding
to
a
call
realizing.
It
is
now
maybe
more
Behavior
health
related.
J
They
can
also
reach
out
to
the
mobile
community
outreach
team
to
respond
and
again
to
help
be
that
bridge,
to
connect
people
to
other
resources
and
services,
and
so
that
our
fetal
overdose
response
team.
That
is
something
that
we've
been
outlining
and
Drafting
and
talking,
and
so
we're
in
getting
close
to
that
phase
to
really
share
a
proposal
and
what
I
want
to
highlight
is
all
of
this
work
is
dependent
on
what
is
out
in
our
community.
What
are
the
resources?
What
are
the
capacity
of
our
providers
and
again?
J
J
J
What
is
it
that
that
person
needs
for
their
own
health
and
wellness
today,
and
then
also
having
funds
available
to
distribute
naloxone
and
other
harm
reduction
materials,
but
also
that
communication
and
as
Tiffany
talked
about
reducing
that
stigma
telling
those
stories
so
before
I
get
into
some
of
our
financial
considerations.
I
wanted
to
pause
and
just
see
if
you
all
had
any
questions
at
this
moment,
what
has
been
shared
so
far.
J
I,
so
to
remind
you
all,
we
have
opioid
settlement
funds
right
that
are
coming
to
our
County
and
right
now
there
are.
There
is
a
process.
Looking
at
Wave,
2
Funds,
we
have
wave
One
funds,
we
already
have
a
schedule
of
how
much
and
when
there
are
conversations
about
Wave,
2
funds
which
I
will
share,
but
this
is
what
we
know
today.
J
And
then
this
slide
is
going
to
just
share
with
you
all
some
of
those
current
services
that
are
happening
and
and
the
work
that
has
already
been
going
on
in
our
community.
We
have
the
infrastructure
that
has
been
helping,
bring
that
coordination
to
have
that
collaborative
spirit
and
bringing
people
together
to
make
these
plans.
K
I
think
there
was
just
some
questions
about
what
the
community
re-entry
team
looks
like.
How
does
it
work?
K
How
does
it
work
with
our
mat
and
jail
services
and
I'm
here
to
just
present
that
information,
maybe
about
for
the
past
five
years,
we've
been
working
in
the
space
to
feel
those
gaps
when
it
comes
to
Justice
involved
individuals,
we
have
partnered
with
the
sheriff's
office
in
public
health
during
that
time
that
the
mat
in
the
jail
well
taking
a
step
back
historically,
there
have
been
about
three
case
managers,
substance
abuse,
Professionals
in
the
jail
in
the
jail.
K
Medical
team
also
has
a
clinician,
a
therapist
that
does
evaluations
and
determines
if
somebody
needs
to
go
to
the
hospital
for
a
voluntary
commitment
and
that
type
of
social
worker
needs
the
three
positions
that
we
have
contracted
with
historically
through
RHA,
also
with
some
funding
from
via
who
funds,
one
of
the
positions
is
to
support
our
familiar
faces,
Works
identifying
the
familiar
faces
that
come
into
custody
work
with
our
agencies
in
the
community
to
get
a
good
plan
in
place.
There's
a
staff
member
that
looks
solely
at
substance,
use
disorder.
K
All
types
of
substance
use
disorder
and
seeing
about
diverting
them
so
working
with
the
judges
to
get
them
out
of
custody
and
into
treatment,
whether
it's
adac
or
Swain,
or
one
of
our
recovery
providers,
so
they're
screening,
triaging
substance
use
disorder,
getting
them
into
treatment.
These
folks
and
honestly,
a
large
portion
of
our
population
in
custody
have
some
type
of
substance
use
disorder.
K
So
the
third
position
also
looks
at
just
providing
screening
for
mental
health,
especially
the
ones
impacted
by
the
severe
and
persistent
mental
health
like
schizophrenia
or
bipolar,
making
sure
they're
getting
their
medications
and
getting
a
good
discharge
plan.
This
team
also
does
groups
inside
the
jail,
but
what
we
noticed
so
not
only
were
opioid
use,
disorder
becoming
more
prevalent
and
trying
to
use
best
practices
with
Matt,
but
the
folks
in
custody
that
maybe
not
qualify
for
Matt
would
be
given
a
plan
and
then
left.
K
You
know
they
would
be
discharged
with
no
support
and
follow-up
in
the
community,
so
Public
Health,
the
Detention,
Facility
and
Justice
Services
came
together
to
come
up
with
a
plan.
So
currently,
our
current
makeup
of
services
is
jug
Sarah,
gayton's
team
they're.
Looking
at
the
they
work
with
the
peer
supports
that
are
being
inducted
did
while
in
custody,
and
those
peer
supports
provide
follow-up
to
map
providers
in
the
field.
K
There
was
a
grant
and
I
believe
it's
sun
setting
with
a
public
health
department
for
those
who
don't
qualify
for
the
mat
induction,
but
to
getting
those
other
folks
connected
to
Matt
services
at
the
jail
and
at
our
local
prisons
that
are
in
Buncombe
County.
Those
peer
supports
work
with
that
population.
The
community
re-entry
team
works
with
folks
that
may
not.
Now
we
can
connect,
certainly
to
Matt,
but
also
works
with
the
greater
population
of
those
affected
by
Behavioral
Health
disorders.
K
So
there
are
two
case
managers
and
peer
support
that
when
somebody's
released,
they
know
to
come
to
the
14th
floor
of
the
of
the
courthouse
or
they
can
meet
in
community.
They
get
connected
to
resources.
They
make
sure
that
they
are
getting
into
recovery
houses,
they're
responsible
for
getting
the
medications
medical
appointments
getting
in
with
the
provider.
K
They
work
a
lot
with
pre-trial
because
the
judges
oftentimes
order
treatment
and
and
so
making
sure
that
they
are
making
their
appointments
and
just
connecting
them
to
getting
driver's
license
or
whatever
those
social
determinants
of
their
social
determinants
of
Health
are
and
this
and
that
program
manager
oversees
both
the
in
the
the
in
jail
team,
as
well
as
the
community
re-entry
team
and
then
collectively
all
the
teams
are
working
together.
K
So
there
might
be
some
connection
in
one
person
being
seen
by
Sunrise
nrha
but
they're,
coordinating
together
to
make
sure
there's
no
duplication
of
services.
So
that
is
oh,
and
previously
this
funding
was
through
Dogwood
trust.
We
went
in
partnership
with
public
health
to
make
sure
we
had
a
robust
re-entry
service,
and
so
we've
been
funded
with
Dogwood
funds
for
two
years.
J
Any
questions
about
any
of
the
other
items
on
maintaining
services.
There
may
be
some
minor
adjustments
in
the
budget
amendment
just
accounting
for
any
Cola
and
just
kind
of
running
back
through
cmac's
minor
changes.
But
this
is
what
we're
looking
at
based
on
current
funding
and
what's
ending
on
what
we
would
need
for
fiscal
year
24,
but
then
also
giving
you
all
a
sense
of
what
does
this
look
like
funding
it
yearly.
F
So,
just
to
kind
of
pause
for
a
moment
and
and
capture
it
I
think
y'all
are
saying
is
in
in
recent
years.
All
of
these
programs
have
been
brought
online
through
a
combination
of
grant
funding,
County
funding,
various
other
funding
streams
and
what
you're
proposing
to
do
is
sort
of
pivot
into
a
new
approach
where
these.
L
J
F
There's
no
County
dollars.
There
have
been
no
County
dollars
to
date
right,
so
this
is
transitioning
all
this
work
that
has
been
there's
all
this
very
Innovative
work.
That's
been
piloted,
et
cetera.
Etc
we've
got
the
data
from
it.
We
know
it's
working,
we've
refined
these
programs
and
we're
ready
to
transition
them
into
programs
that
are
Baseline
and
are
funded
via
settlement
dollars
in
an
ongoing
way.
Yes,
ma'am
great.
Thank
you.
J
So,
as
you'll
see
the
expanded
Bridges
to
care
one,
there
was
part
of
our
community
Paramedic
program
that
is
doing
the
post-overdist
response
medications
for
opioid
use
disorder
that
we
do
need
to
maintain.
But
then
this
is
to
expand
this
team
by
another
team,
so
a
three-person
team
that
will
cover
24,
7
and
then
a
team
of
Supervisors.
We
would
look
at
bringing
on
supervisors
first
to
start
building
out
and
working
with
a
Detention
Facility
and
the
emergency
department
and
then
bring
in
the
additional
three
Community
paramedics.
J
This
would
also
be
an
additional
need
for
two
vehicles
for
the
new
team
and
the
supervisors
along
with
supplies
and
then
again,
as
I
mentioned
as
we
are
identifying
more
folks
that
are
in
need
of
treatment.
There's
that
recommendation
that
we
provide
some
additional
funds
for
evidence-based
addiction
treatment.
We
have
found
that
we,
there
are
Community
funds
available.
J
There
are
priorities,
but
sometimes
there
are
eligibility
gaps
and
we've
also
found
that
we
are
surpassing
a
lot
of
what
has
been
funded
or
allotted,
and
so
then
this
gives
us
some
wiggle
room
if
near
the
end
of
the
fiscal
year.
If
there
are
no
funds,
if
there
are
people
that
are
not
qualifying
based
on
eligibility,
we
are
able
to
scoop
them
up
and
make
sure
that
they
are
getting
that
treatment
or
the
other
treatments
that
they
may
need
or
supports
for
their
health
and
well-being,
and
then
for
data
informed
responses.
J
So
to
be
able
to
really
coordinate
all
of
this
process
and
the
data
we
felt
like
it
would
be
important
to
have
someone
that
has
that
medical
substance
use
background
that
can
really
speak
to
that
language
and
and
helps
us
Define.
What
are
those
measuring
points
that
we
want
to
gather
and
collaborating
with
all
of
the
different
providers
in
our
community
understanding
that
medical
language
we
are
looking
at
this
potentially
being
a
contract?
J
Maybe
a
short-term
contract,
to
really
inform
help,
maybe
give
us
that
foundation
on
what,
even
as
Tiffany
had
mentioned,
about
overdose
deaths
and
toxicology,
really
understanding
that
language
and
bringing
that
forth.
But
I
do
want
to
note
that
there
has
been
conversation
within
Public
Health
that
an
epidemiologist
could
be
a
benefit
to
our
community
that
someone
who
has
a
public
health
background
or
abled
and
trained
and
analyzing
and
collecting
data
and
providing
reports
so
that
we
can
really
understand
trends
and
changes
within
our
community
and
what
that
might
mean.
J
So
again,
we
can
maybe
be
a
little
bit
more
ahead
of
the
game,
understanding
when
new
substances
are
coming
in.
How
is
it
impacting
and
informing
our
response
as
a
community
and
another
item
that's
been
discussed-
is
having
a
nurse
navigation
program
within
our
911
dispatch.
So
this
request
here
is
just
for
a
feasibility
study.
This
would
be
a
partial
half
of
the
full
cost,
so
the
full
cost
for
this
study
would
be
50
000,
but
is
really
evaluating
our
2022
data.
J
Assessing
what
of
those
codes
could
have
been
used
to
a
nurse
navigation
Navigator
and
to
understand
what
is
the
mapping
within
our
community?
Are
there
the
resources
to
divert
folks
from
the
hospital,
and
so
that
we
could
see
a
reduction
in
EMS
calls,
and
this
will
free
up
Advanced
life
support
to
respond
to
those
fatal
overdoses?
So
it's
an
opportunity
that
I
think
will
benefit
our
community,
our
9-1-1
dispatch
and
we'd
like
to
dig
in
more
and
see
if
that
is
something
that
would
be
feasible
and
would
help
our
9-1-1
system
and
then.
J
Lastly,
as
we
talked
about
our
communication
and
Outreach,
we've
identified
that
there
could
be
a
need
for
an
additional
position
to
do
that.
Intentional
Outreach
that
coordination
and
messaging
someone
who's
familiar
with
the
different
cultures
and
connecting
with
those
cultures
to
help
them
even
share
with
us.
What
are
those
messages
that
they
want
their
Community
to
hear
and
along
with
that,
having
some
media
and
engagement
materials
having
that
available
to
to
support
that
work
and
then,
lastly,
increasing
our
naloxone
distribution
amount,
you
might
have
seen
for
maintaining.
J
If
we
were
to
consider
Wave
2
funds,
which
I
believe
we
should
be
hearing
this
week.
If
the
companies
are
agreeing
to
the
settlement,
so
then
we
will
get
more
defined
information,
but
I
just
took
the
total
amount,
divided
it
by
the
14
years,
just
to
give
an
estimate
of
what
we
might
be
seeing.
They
could
also
be
front
loaded
and
then
titrate,
just
like
Wave
2,
Funds
I've.
Also,
what
you
can
see
is
kind
of
stepped
up
the
cost
over
the
years
just
to
account
for
inflation.
J
J
But
one
thing
I
want
to
bring
back
up
is
that
we
have
not
accounted
for
some
of
those
root
cause
strategies
or
strategies
to
address
the
root
causes.
There
is
the
potential
that
even
minimal
funds
could
help
us
make
some
progress
towards
these
efforts,
but
that
has
not
been
included
in
what
we
are
recommending
today.
J
And
so
our
hope
and
ask
of
you
all,
is
to
give
us
guidance
on
how
we
use
these
opioid
dollars
to
expand
the
work
that
we
are
doing
and
based
on
your
guidance,
we
would
include
those
in
our
budget
fiscal
year,
24
recommended
budget
for
then
adoption
on
June,
20th
and
all
of
our
expansion
Services
would
begin
to
be
implemented
on
July
1st.
So
just
a
reminder,
our
current
services
will
continue
and
maintain.
They
are
established
and
working
we'd
be
focusing
on
the
expansion
during
starting
July
1.
A
All
right,
thank
you,
Victoria
and
Tiffany
great
presentation,
a
lot
of
great
information,
Commissioners
questions,
discussion.
I
I
mean
I
I
guess
I
would
just
start
by
saying
thank
you
to
staff
for
working
through
all
of
this,
it's
kind
of
a
somewhat
unique
emergency
situation
with
the
crisis
in
our
community.
You
know
my
initial
reaction
to
it
when
I
saw
it
weeks
ago.
In
terms
of
the
recommendations,
you
know
that
the
community
paramedic
expansion
was
seemed
like
the
biggest
priority
to
me.
It's
already
a
an
important
pillar
of
our
emergency
response.
I
It's
easier
said
than
done
to
hire
folks
to
do
that.
That
kind
of
work,
so
I
I,
guess
I-
would
lift
up
as
a
priority
to
to
start
that
process
and
support
that
process
as
quickly
as
as
possible,
because
there's
only
it's
only
beneficial
work
that
they
could
be
doing
for
our
communities
from
here
on
out
foreign.
F
F
So
just
want
to
recognize
and
appreciate
that
work
and
in
terms
of
the
questions
that
you
all
have
brought
to
us,
you
know
I
would
certainly
be
in
support
of
us
moving
as
quickly
as
we
can
to
approve
funding
for
that
set
of
expanded
services
and
support,
with
particular
priority
placed
on
item
one
expanded
Bridges
to
care,
and
then
that
item
two
piece.
It's
called
Data
informed
responses
here
within
that
what
I
really
see
is
bringing
a
lot
of
clinical
muscle
into
the
team.
F
Folks
who
have
the
the
expertise,
the
subject
matter,
expertise,
but
also
the
licensure,
the
ability
to
kind
of
cross
talk
across
systems
and
help
best
support
the
County's
efforts
to
sort
of
be
nimble.
As
we
move
between
you
know,
various
Medical
Systems
and
against
the
backdrop
of
a
rapidly
evolving
crisis.
As
recently
as
a
few
weeks
ago,
the
federal
government
sort
of
established
or
named
a
new
crisis
related
to
tranks.
F
So
we
know
we
know
that
this
isn't
going
to
be
a
static
situation
that
our
needs
will
con,
that
we
will
need
to
have
a
team,
that's
sort
of
ready
to
be
dynamic
and
Nimble,
and
bringing
that
clinical
team
into
the
mix
seems
like
a
really
really
great
way
to
strengthen
that,
whether
it's
during
the
startup
phase
and
then
evolves
into
something
else.
F
I
think
time
will
tell
the
pieces
that
are
named
under
the
Equitable
communication
and
Outreach
seems
so
critically
important,
and
thank
you
so
much
Tiffany
for
your
presentation
on
on
Equity
issues
in
particular,
and
you
know,
would
welcome
staff's
perspective
and
input
on
the
timeline
around
implementation
of
that.
But
my
understanding
kind
of
looking
at
these
slides
is
that
it
seems
like
that.
Priority,
One
or
I'd
love
to
hear
from
staff.
F
If
that
Priority
One
would
be
ready
to
go
as
soon
as
July
1
and
that
priority
and
and
if
that
priority
two
could
go
then
as
well,
and
what
thinking
is
on
timing
for
number
three
I
did
want
to
just
take
a
second
on
the
slide.
The
I'm
not
sure
what
number
the
slide
is.
F
It's
slide
number
22
recommendations,
a
dual
approach
and
say
that
I
think
all
the
issues
named
here
are
so
so
critical
and
we
know
that
there
really
is
a
crisis
around
mental
health
issues
for
youth
right
now,
that's
showing
up
in
many
many
different
ways:
it's
showing
up
in
the
lives
of
families
showing
up
in
our
conversations
with
schools
and
I
think
we
know
that
unmet
mental
health
needs
can
be
one
of
the
things
that
that
ends
up
leading
to
addiction.
F
So
a
question
I
had
was
whether
we've
had
an
opportunity
to
map
the
map.
The
strategies
identified
here
against
other
funding
streams
that
the
county
is
doing.
F
I'm
thinking
in
particular
of
some
work
like
the
jcpc,
is
doing
that
that
capture
some
of
the
things
named
in
early
event,
intervention,
I'm
thinking
about
programs
that
we're
funding
through
strategic
Partnerships
and
other
initiatives,
work
refunding
through
the
schools
focused
specifically
on
Behavioral
Health
and
just
wondering
if
we
could
kind
of
get
a
sense
of
what
funding
the
county
is
allocating
towards
some
of
these
strategies.
F
Number
two
I'm
not
having
as
many
immediate
ideas,
unemployment
related
services,
but
in
terms
of
recovery,
housing
as
we're
thinking
about
I,
think
all
kinds
of
work
in
the
housing
space
and
some
of
the
housing
projects
already
being
funded.
In
fact,
whether
we
are
in
fact
already
devoting
some
funding
towards
this,
so
I
guess
my
thinking
would
be
that
we
move
forward
and
prioritize,
what's
named
in
the
Fatal
overdose.
F
The
Fatal
overdose
Response
Team
strategies
that
are
ready
to
go
and
do
that
as
expeditiously
as
we
can
and-
and
my
my
personal
perspective
as
an
individual
commissioner,
would
be
that,
if
that
absorbs
the
entirety
of
the
funding
for
the
next
three
years.
F
That's
that's
funding
well
used,
and
hopefully
what
it
helps
us
do
is
not
just
stabilize
but
reverse
the
trend
so
that
we're
actually
seeing
fewer
people
die
and
helps
our
community
achieve
be
at
a
plateau
point
where
we
might
be
able
to
better
invest,
invest
in
these
more
Holistic
Solutions,
but
it
but
I
do
think
it's
worth
naming
that
we
actually
are
investing
in
many
of
these
Solutions
it's
just
we
may.
F
We
may
not
be
kind
of
talking
about
them
under
the
same
conversation,
whereas
the
other
body
of
work
that's
described
here
is
very
unique
and
very
sort
of
precisely
responsive
to
overdoses
and
overdose
deaths.
If
that
makes
sense
so
when
we
think
about
settlement
dollars
and
the
highest
best
use
of
settlement
dollars,
I
tend
to
land
on
the
side
of
those
strategies
that
are
most
directly
focused
on
the
things
that
we
know
are
reducing
overdoses
and
deaths
right
now,
because
of
the
the
crisis
around
that.
F
So
just
bringing
my
perspective
in
but
again
just
want
to
close
out
with
it
with
a
tremendous
amount
of
gratitude
and
appreciation
for
all
the
hard
work
going
into
this
and
I
think
the
work
happening
in
Buncombe
County
really
will
be
a
Pacesetter
at
the
state
level
and
even
the
national
level.
As
we
look
at
how
communities
are
embarking
on
engaging
the
whole
community
in
the
conversation
but
then
really
moving
forward
with
the
actual
allocation
of
both
wave
one
and
wave
two
settlements.
M
I'll
also
Echo
that
to
add,
thanks
to
you
all
for
the
hard
work
here.
I
know
this
is
a
it's
a
very
interesting
intersection
of
a
lot
of
different
conversations
that
we're
having
a
lot
of
different
groups
working
on
different
pieces
of
this
I
would
echo
my
excitement
about
the
expanded
Bridges
to
care
portion,
and
particularly
the
medical
substance,
use
professional
or
epidemiologists,
since
that
I
think
that
would
inform
a
lot
of
the
work
that
we're
doing.
I
really
see
that
being
valuable.
M
Some
of
the
long-term
approaches
that
Jasmine
Commissioner
of
mentioned
I
think
are
taking
some
of
those
conversations
are
taking
place
in
the
jcpc
and
the
behavioral
health
Justice
collaborative,
and
maybe
we
need
to
have
those
conversations
and
Elevate
that
kind
of
work
that's
going
on
there
and
talk
about
those
since
I
see
a
lot
of
intersection
between
what
we're
doing
there
and
what
we're
doing
here,
but
in
terms
of
acute
laser,
focused
response
response
to
saving
lives.
M
F
County
Manager
Defender
can
I
just
want
to
make
sure
we
close
the
loop.
Is
there
anything
further?
You
need
from
us
in
terms
of
feedback
or
recommendations.
L
No
I
think
with
the
one
thing
that
you
did
ask
that
we
did
not
answer
was
on
the
timing
of
how
quickly
we
can
bring
things
online
and
get
hired.
We
are
I
will
look
at
Taylor
now
to
see
if
he
has
any
people
in
the
pipeline.
As
he's
thinking
about
the
community
paramedics,
but
her
plan
was
that
we
could
start
advertising
that
as
soon
as
the
budget
was
adopted,
and
hopefully
we
can
bring
some
folks
online
early
July,
but
we
are
struggling
with
hiring
so
I'm,
not
sure
that
would
happen.
L
There's
clear
she
can
actually
tell
me
as
well
if
she
has
any
people
in
the
pipeline
that
can
fill
somebody's
roles
early
in
July,
as
Victoria
said,
we've
looked
a
contract
to
bring
on
someone
quickly
on
a
medical
professional
to
bring
that
person
in
quickly.
So
our
goal
will
be
that
we
can
start
as
quickly
as
possible.
With
the
with
the
budget
passed
in
on
June
20th.
L
We
could
start
advertising
shortly
thereafter
to
have
some
one
start,
July
1st
on
those
two
then
on
on
the
Outreach
piece
that
might
take
a
little
bit
longer
because
we
would
have
to
have
to
advertise
for
that.
So
our
goal
would
be
if
you
do
approve
the
entire
slate
of
recommendations
that
we
can
start
that
person,
maybe
by
September
later
in
the
year
three
months
or
so
into
the
year.
L
We
will
give
ourselves
some
time
to
find
that
position,
but
what
I'm
hearing
is
that
you
approve
I'm,
not
if
there
are
other
commissions,
I'm
hearing
three
Commissioners
say
yes,
so
if
you
guys
are
absolutely
on
board
and
give
me
consensus,
then
we
can
move
forward.
We're
putting
this
in
our
budget
conversation.
A
L
But
right
now
the
maintain
is
already
part.
Is
we
took
the
funding
from
the
grants
and
maintain
it
with
our
for
the
opioid
money?
So
that
part
is
in
there
the
expansion
piece,
the
last
three,
which
is
expanded
to
community
paramedics,
the
data
informed
responses
and
a
committee
and
Outreach.
A
Like
we're
not
going
to
vote
on
something
here
right
so
but
I
don't
hear
anybody
objecting
to
it,
I
mean.
If
you
need
us
to
vote
on
it,
I
mean
I.
Would
if
you're
going
to
start
doing
a
search
for
the
personnel
I
mean
I
would
I
would
encourage
you
to
start
doing
that
right
now,
because
I
think
this
is
I,
don't
hear
any
objections
to
it
and
if
you
need
us
to
vote
on
it,
let's
put
it
on
the
agenda
tonight
by
consensus
and
vote
on
it.
A
L
I
do
believe
that
we
would
take
the
time
to
write
it
up
and
bring
it
back
to
you
to
vote,
but
which
would
be
on
June
20th
was
the
plan
I
don't
hear
any
negative,
so
that's
the
plan
would
be
to
move
forward
with
that
and
have
it
ready
to
go
give
us
time
to
get
our
app.
It's
our
job
descriptions
and
everything
ready
to
go.
Okay,.
F
Just
building
what
brownie
said
just
reminded
me
and
correct
me:
if
I've
got
this
wrong,
but
with
the
the
new
homeless
Services
job,
we're
posting
did
we
do
something
that
enabled
some
of
the
back
end
stuff
to
start
prior
to
the
actual
approval
of
the
funding.
For
that
position
like
is
there
a
way
to,
for
instance,
just
thinking
about
the
challenges
that
we
know
exist
around
hiring
Etc?
Is
there
a
way
that
staff
could
begin
those
processes
prior
to
June,
20th.
L
L
A
A
This
or
or
I'm,
not
sure
who
gets
it.
L
Started
as
folks
are
walking
out,
I
do
want
to
say
thank
you
to
the
team
that
worked
on
the
equity
map.
I
see
Heather
she's
here
in
shoes,
but
but
thank
you
for
that
team.
They
did
a
phenomenal
job
of
pulling
that
together
and
the
the
command
group
that
has
been
working
on
fatal
overdose,
I
see
Ryan,
Cole
and
Taylor
in
the
room
and
Clary
is
here
as
well.
L
They
have
been
and
Stony
they
have
been
meeting
weekly,
trying
to
make
sure
that
we
get
our
hands
around
this
crisis
and
that
we
can
move
that
forward.
So
thank
you
for
that
team
as
well,
and
now,
if
you
will
pull
up
the
slide
deck
and
yes
can't
see
that
so
Commissioners
at
our
last
meeting,
this
came
up
and
commissioner
Wells
and
Martin
both
raised
the
quest
so
I'm
looking
at
our
schedule.
L
So
before
you
is
just
a
slight
option
that
we
can
discuss
tonight
and
change
or
stay
as
is,
but
really
it's
around
asking.
If
we
did
move
to
a
day
option,
we
would
recommend
that
that
would
be
the
first
Tuesday
and
we
can
get
in
and
get
out.
So
you
can
still
have
your
subcommittee
meetings
and
that
would
not
be
impacted
on
the
night
meetings.
If
there's
still
a
subcommittee
at
one,
we
could
start
our
briefings.
L
Our
goal
will
be
to
have
a
short
briefing
on
that
first
meeting,
so
the
briefing
will
be
from
nine
to
ten
so
just
one
hour,
but
the
second
meeting,
the
third
meeting
of
the
month,
the
third
Tuesday
we
will
have
a
regular
briefing
which
it
could
be
longer
and
have
longer
items
the
5
PM
would
keep
our
public
hearings.
So
we
have
to
make
sure
staff
is
planning
and
ready
that
the
community
can
still
make
some
public
hearings
depending
on
the
nature,
to
meet
in
I.
L
E
I
Yeah
I
guess
I
was
thinking
about
this
and
for
my
day,
job
I
travel
around
the
country
talking
to
boards
and
commissions
and
City
councils
and
I've
seen
everything
from
only
morning
meetings
to
night
meetings
to
only
meeting,
occasionally
so
I
guess,
I
guess
what
I've
been
trying
to
think
about
is
like
how
can
we
set
up
a
system
to
where
people
that
work
and
become
members
of
this
board
can
participate,
and
the
same
goes
for
the
public
right.
C
I
At
making
that
happen.
I
You
know
I
started
on
the
planning
board
for
like
six
years,
and
we
only
ever
met
in
the
morning,
and
so
only
people
that
could
come
on
on
a
weekday
in
the
morning
could
ever
participate
so
yeah
in
terms
of
just
like
practically
speaking,
just
purely
public
comment.
This
gives
people
different
times
of
of
the
month
and
week
to
to
provide
us
physical
public
comment
in
this
room.
G
Seeing
what
what
we
get
I
much
like
commissioner
Sloan
I,
think
my
if,
if
I'm
interpreting
his
comments
with
alongside
mine,
I,
think
the
the
larger
concern
is
ensuring
that
folks
across
the
community
still
have
access
to
attending
our
meetings
to
speaking
of
public
comment
and
public
hearings
as
someone
with
a
full-time
job.
G
In
addition
to
this,
you
know
that
is
certainly
a
consideration
not
only
for
myself
but
for
future
Commissioners
to
certainly
wouldn't
want
a
daytime
meeting
to
preclude
someone
from
wanting
to
run
for
office
and
serve
Buncombe
County
as
a
commissioner,
and
this
could
potentially
do
that.
Not
everyone
is,
you
know
fortunate
enough
to
have
incredibly
flexible
work
schedules
to
make
that
happen.
M
But
alsoever
being
bound
to
interesting
day,
job
schedule,
sometimes
myself
and
making
sure
that
we
include
some
folks
who
work
night
shift
jobs
afternoon
three
to
tens,
so
they
at
least
have
a
chance
to
participate.
I'd
be
open
to
seeing
what
both
those
look
like
and
I
think
we'll
have
some
good
instruction
after
the
first
attempt.
A
All
right,
I
I'm,
also
supportive
of
giving
this
a
try
and
I
think
the
idea
of
creating
additional
space
in
the
daytime
for
folks
to
be
engaged
there.
Who
might
have
you
know
who,
from
the
evening
or
late
afternoon,
meetings
are
actually
not
the
best
time
to
engage
with
public
officials,
maybe
because
they
have,
you
know,
need
to
go
home
and
take
care
of
kids
and
get
other
things
going
on
after
after
work,
but
actually
might
have
time
during
the
day.
A
I
think
I
think
having
different
opportunities
sounds
good
and
we'd
also
just
share
like
if
we,
if
we
did
have
any
you
know
now
or
in
the
future.
If
we
ever
had
a
commissioner
elected
to
the
board,
who
simply
couldn't
make
that
work,
then
I
think
we
would.
We
would
definitely
need
to
have
a
schedule
that
is
viable
for
all
elected
officials.
But
if
this
sense
of
the
board
today
is
that
the
that
this
could
work
for
everyone
that
I
think
giving
it
a
try,
sounds
like
a
positive
idea.
L
School
year,
so
we
don't
have
a
first
meeting
in
July
because
of
the
holiday
so
that,
if
you're
interested,
it
could
be
that
first
meeting
of
the
fiscal
year,
which
should
be
I,
believe
July
20th.
That
would
give
us
time
between
now
and
July,
to
get
the
word
out
and
start
doing
that
hear
our
campaign.
A
So
we
would
do
this
for
July
with
the
recognition
that
we
would
just
have
one
meeting
that
month
so
that
morning,
meeting
sort
of
wouldn't
happen
in
July
right,
so
July
in
a
way,
really
wouldn't
change,
and
then
so
the
next
month
is
when
it
would
look
like
this
yeah.
It
sounds
fun
to
me
all
right.
Let
the
word
go
forth.
Do.
L
We
need
we
need
to
bring
something
back,
so
we
would
have
to
bring
their
the
the
policies
back
for
the
board
to
make
that
change,
but
we
would
get
that
done
right.