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From YouTube: Safe Communities Committee - February 4, 2020
Description
This is the Charlotte City Council Safe Communities Committee meeting for February 4, 2020. Thanks for joining us!
A
B
D
E
G
H
C
B
A
Last
month
we
started
on
the
path
of
creating
this
framework
that
we've
been
charged
astray
by
the
mayor
and
give
us
60
days
to
do
so.
If
it's
the
will
of
the
committee
today,
staff
is
going
to
present
to
us
after
miss
harris
presents
to
the
county
community
violence
overview
plan
staff
will
present
the
proposed
violence
reduction
framework
based
on
the
conversation
we
had
last
month
accept
any
suggestions
or
friendly
amendments
to
that.
A
If
the
committee
is
prepared
to
do
so,
we
can
take
a
vote
on
that
today
and
fulfill
that
charge
from
the
mayor
to
create
that
framework
and
send
it
up
to
Council.
If,
for
some
reason,
we're
not,
we
can
discuss
that
towards
the
end
of
the
meeting
and,
depending
on
what
action
we
do
or
don't
take
today
might
influence
when
our
next
meetings
going
to
be.
That
was
one
of
the
ones
you'll
recall
on
our
calendar,
which
said
that
we
would
tentatively
move.
A
F
A
I
G
B
Committee
members,
thank
you
for
the
opportunity
to
talk
to
y'all
about
the
plan
that
we've
been
working
on
and
and
the
direction
that
we're
having
in
conversation
with
the
county,
commissioners
and
I'll
start
by
saying.
The
hope
is
that
we
will
continue
and
I
do
say,
continue
to
work
with
the
city
and
our
other
partners
on
moving
this
effort
forward.
B
There
are
a
number
of
different
steps
to
a
public
health
approach.
The
first
is
really
taking
a
look
at
the
data
making
sure
that
we
understand
what
the
issues
are
and
making
using
that
as
a
framework
for
helping
us
make
decisions
about
how
to
move
forward
and
look
data
really
help
understand
what
the
root
causes
of
the
issue
are,
whether
that
is
a
disease
that
we're
working
on
or
whether
it's
a
situation
in
the
community
such
as
violence.
B
The
other
mention
about
a
public
health
approach
is
that
it's
comprehensive.
It
looks
at
things
broadly,
it
does
not
look
for
and
I've
avoided,
using
a
specific
term
when
I
talk
about
violence,
but
there
are
no
simple
answers.
It's
a
very
complicated
issue,
and
the
third
is
that
if
we
are
going
to
impact
the
issues
that
need
to
be
impacted
when
we're
looking
at
an
issue
as
broad
and
as
entrenched
in
our
community
as
violence,
we
have
to
look
at
it
from
a
sustainability
standpoint.
B
It's
not
a
quick
fix,
it's
not
something
that
we
can
get
done
and
even
5
10
years.
It's
it's
ongoing
and
we
need
to
treat
it
as
such,
so
I
took
out
for
the
County
Commissioners
I
put
some
data
in
and
y'all
have
seen
the
data
I
didn't
want
to
go
back
through
that
again,
because
I
think
we
already
sort
of
understand
what
the
issues
are.
But
I
did
want
to
talk
about
addressing
this
from
again
from
a
from
a
community
perspective
and
a
public
health
perspective.
B
So
when
we
look
at
community
violence,
it's
pervasive
right.
It's
persistent
and
it's
complex.
There
are
lots
of
socio-economic
issues
that
impact
the
issue
of
violence
in
our
communities,
and
it
requires
a
multidisciplinary
disciplinary
approach.
It
is
not
again
a
quick
fix
so
when
I
look
at
a
public
health,
community
violence
prevention
plan,
I,
look
at
a
plan
that
addresses
the
root
causes
of
violence
and
I
want
to
point
out
here
that
when
we
look
at
the
root
causes
of
violence,
those
are
the
root
causes
of
poverty.
Those
are
the
root
causes
of
chronic
diseases.
B
B
So
I
don't
know
how
many
of
you
have
seen
this
pyramid
before
we
use
it
in
public
health
in
lots
of
different
ways,
but
the
bottom
line
here
is
that
it
takes
all
the
different
layers
we
have
to
address
all
of
those
issues.
If
we're
really
going
to
have
the
impact
on
violence
in
the
community
that
we
want
to,
but
I
would
not
be
a
good
public
health
professional.
If
I
did
not
address
the
fact
that
primary
prevention,
which
will
impact
the
majority
of
people
in
our
community,
will
have
the
biggest
bang
for
the
buck.
B
The
challenge
is
that
biggest
bang
takes
a
long
time.
It
is
not
a
quick
fix
and
that's
why
we
tend
to
not
be
as
successful
with
prevention
efforts,
as
we
would
like
to
see
us
be
because
it
takes
time,
but
obviously
suppression
is
part
of
the
answer.
We
have
to
make
sure
that
we
are
doing
the
suppression,
that's
necessary
in
our
community
and
we're
doing
an
effective
matter,
but
then
there's
other
issues
in
between
that.
That
will
speak
to
you
here
briefly,
so
again,
number
one.
B
B
An
evaluation
is
key
to
implement
things
and
to
move
forward
without
evaluating
and
tweaking
as
we
need
is
a
mistake
as
well.
So
we
did
some
research
on
what
other
communities
are
doing
across
the
country,
and
what
we
found
is
that
these
are
effective
components
of
plans
and
communities,
organizational
structure.
There
has
to
be
someone
who
gets
up
every
morning
and
it's
their
job
to
think
about
this
and
to
keep
these
efforts
moving
forward.
B
That
does
not
mean
that
that
entity,
that
individual
is
implementing
all
these
things,
but
they're
making
sure
that
it's
all
connected
and
that
it
is
continuing
to
be
comprehensive
and
moving
in
the
in
the
same
direction.
Targeted
services
for
high
risk
youth,
and
we
base
that
on
the
data.
What
what
high
risk
youth
in
one
community
might
be
different
than
another.
Based
on
what
we're
seeing
in
terms
of
the
data,
a
violence,
interrupter
program
of
some
point:
community,
mobilization,
clergy
involvement.
B
The
faith
community
has
been
very
instrumental
in
other
communities
and
effecting
violence
in
their
community
enforcement
strategies
and
then
at
these
workers
in
our
community
that
are
actually
in
the
community
embedded
in
the
community
and
doing
that
work
working
with
individuals.
So
we've
had
a
work
group
that
has
met
several
times
to
try
to
put
together
a
beginning
framework
and
I'll
say
beginning
because
if
you
look
at
a
public
health
approach,
it's
not
unusual
for
it
to
take
a
year
to
put
a
full
plan
together.
B
If
you
are
going
to
seriously
engage
the
community
in
the
process,
it
takes
time
and
it
takes
effort
to
make
sure
that
we
are
hearing
all
the
voices
we
need
to
hear
and
that
they're
having
input
into
the
plan.
But
at
the
same
time
we
recognize
the
situation
that
we
have
in
this
community
and
that
we
need
to
move
some
things
forward.
So
we
brought
this
group
together
to
have
some
conversation
about
where
we
could
start
recognizing
that
there's
more
work.
That
needs
to
happen
after
that.
B
So
this
is
what
we
came
up
with
at
that
starting
place
and
I
again
emphasize
the
starting
place
again:
leadership
for
a
comprehensive,
comprehensive
effort
and
back
up
to
that
leadership
group
or
that
group
that's
been
meeting
the
overlay
of
that
and
what
has
come
from.
The
conversations
is
a
meetings,
meetings
of
the
city
manager,
County
Manager,
the
mayor's
been
involved,
as
well
as
the
chair
of
our
board,
to
look
at
how
we
move
this
forward
in
a
concerted
way.
B
As
I
mentioned
earlier,
it's
not
always
important
on
who's
implementing
what
parts
of
the
plan,
but
there's
got
to
be
a
way
of
looking
at
this
together
to
make
sure
that
we're
all
moving
in
the
right
direction
and
that
we're
implementing
that
comprehensive
plan.
So
there
needs
to
be
some
type
of
leadership
in
place.
B
We
have
that
high
level
leadership,
the
city
and
the
county
manager
have
been
meeting
we're
in
the
process
of
setting
up
regular
monthly
meetings
to
make
sure
that
we're
all
staying
on
the
same
page
and
those
meetings
will
and
involve
the
sheriff
and
the
chief
and
staff
who
aren't
helping
me
move
this
forward.
But
there's
again,
there's
got
to
be
at
least
one
person
who
is
on
top
of
this
on
a
daily
basis
whose
job
it
is
to
stay,
engaged
and
involved
and
we're
having
conversations
about
what
that
looks.
B
B
Engagement
with
the
community
has
to
be
purposeful.
So
we
have
it's
not
just
a
matter
of
pulling
people
together
to
hear
what
they
have
to
say.
We
have
to
have
a
purpose.
What
are
we
trying
to
accomplish?
What
are
we
trying
to
get
out
of
those
conversations?
It
has
to
be
strategic
and
it
has
to
be
solution
based.
You
have
to
hear
from
the
community
what
their
concerns
and
issues
are,
but
we
really
need
to
focus
on.
So
what
are
the
solutions
to
that?
What
are
the
needs?
B
We
have
to
have
individuals
who
know
how
to
facilitate
those
meetings
in
a
way
to
make
them
productive.
We've
had
there
been
several
meetings
that
have
happened
over
the
last
month
where
people
have
been
brought
together
and
it
has
turned
into
the
loudest
voice
being
heard
and
others
who
need
to
be
heard
not
being
heard,
and
part
of
that
is
because
they've
not
been
well
facilitated
and
there's
not
been
a
purpose
outlined
in
the
beginning
for
the
meeting,
so
that
that
really
needs
to
be
part
of
this
moving
forward.
B
We
have
looked
at
an
emergency
department
intervention
program.
There
are
several
models
that
are
evidence-based
out
there
in
the
in
the
country
that
have
proven
to
be
very
effective.
We
have
our
level
one
trauma
center
here
in
this
community
and
that
what
they're
seeing
is
up
to
25
to
40
percent
of
the
individuals
who
come
in
from
in
a
violent
situation,
whether
it's
perpetrators
or
victims,
25
to
40
percent
of
those
come
back
again
with
another
violent
situation
that
they
found
themselves
in.
B
But
the
problem
is
right:
now
all
the
emergency
rooms
are
doing
is
catching
them
up
and
sending
them
back
out
to
the
situation's
they're
currently
in
so
this
is
one
of
the
things
that
we've
been
looking
at
an
interrupter
program.
Pure
violence
has
been
thrown
around
a
lot.
It
is
a
model,
that's
out
there
in
this
country.
It's
worked
well
in
some
places.
B
It's
not
worked
well
in
others,
and
a
lot
of
the
conversation
that
I've
had
with
community
as
well
as
with
the
partners
that
we're
talking
about
is
that
we
need
an
interrupter
program,
but
we
need
one
that
works
for
Mecklenburg
County,
and
what
does
that
need
to
look
like?
How
do
we
take
the
components
of
that
plan
and
and
make
it
work
for
us?
Our
sheriff
has
actually
talked
about
some
Jail
reentry
strategies.
B
Our
criminal
justice
programs
at
the
county
level
focus
a
lot
on
people
coming
back
from
prisons.
The
folks
in
our
jails,
are
not
there
long,
typically,
but
they're,
still
coming
back
out
into
the
same
situations
that
put
them
in
the
jail
in
the
first
place.
So
what
type
of
efforts
do
we
need
to
implement
there?
B
Other
options
that
have
not
been
probably
discussed
that
really
have
to
be
included
in
this
are
looking
at
potential
policy
changes
and
the
enforcement
strategies,
and
obviously
our
our
sheriff
and
our
chief
and
the
DEA
have
been
talking
about
what
those
look
like
and
how
those
need
to
be
incorporated
in
the
the
bigger
plan
miss
Harris.
Yes,.
M
A
B
Believe,
that's
true
I
think
there
needs
to
be
somebody
in
every
area
that
has
that
that
has
this
on
their
plate,
but
in
addition
to
that,
I
think
there
needs
to
be
some
effort
that
is
pulling
all
of
that
together.
I
mean
what
we're
seeing
now
is.
I'll
give
an
example:
how
many
different
entities
in
this
community
provides
some
type
of
case
management
or
care
coordination
and
how
many
of
those
are
providing
those
services
in
those
communities?
B
If
you
look
at
the
hotspots
that
were
identified
by
the
city,
how
many
of
those
are
providing
services
in
those
areas
and
how
many
of
those
actually
talk
to
each
other
know
what
each
other
are
doing,
leveraging
the
resources
that
they're
doing
and
putting
what
they
do
best
overlay
on
that
situation
with
that
family
it
there's
got
to
be
an
entity.
That's
making
sure
that
we're
all
talking
together
that
we're
all
working
together
and
that
we're
moving
that
plan
forward
together.
B
Otherwise,
we've
got
the
city
with
their
person,
who's
focused
on
their
efforts.
We've
got
the
county
with
their
person
focused
on
their
efforts,
the
hospital
doing
the
same
Sheriff's
Department,
doing
the
same,
Police
Department,
doing
the
same
school
system,
doing
the
same
and
and
we're
not
moving
the
Dom.
We've
all
been
doing
that
we've
all
been
trying
to
make
efforts
and
looking
at
how
we
work
together
and
so
I
think
when
I
was
asked
about
a
public
health
approach.
My
perspective
on
this
is
that's
a
community
approach
that
is
not
an
individual
entity
approach.
B
It's
not
a
city
county
approach,
it's
it's!
How
do
we
as
a
community
come
together
and
figure
out
who's
best
to
do
these
different
pieces
because-
and
you
know
obviously
I
run
the
public
health
department.
I
am
NOT
looking
to
create
programs
around
violence
in
the
public
health
department.
We
are
not.
We
are
not
experts
in
the
area
of
violence.
What
we
do
is
we
convene,
we
coordinate,
we
help
move
efforts
forward.
That's
that's
my
main
goal
here.
B
I
would
look
to
the
chief
around
suppression
and
the
expert
and
and
looking
at
what's
happening
out
there
and
what
we
can
do
better
around
that.
How
we
support
that
that
is,
that
is
my
role:
it's
not
to
create
programs.
Community.
Our
criminal
justice
program
does
a
better
job
of
creating
programs
around
violence.
They
have
the
expertise
to
do
that.
The
y'all
do
work
in
the
communities
already
building
capacity
in
the
community.
How
do
we
support
that?
B
D
Actually,
changes
and
builds
upon
these
other
efforts
happening
because
before
you
have
leadership
that
can
plan
and
do
this
kind
of
work,
but
if
we
have
the
community
engagement
and
the
neighborhood
initiatives
and
some
of
these
other
things,
leadership
has
to
come
from
what
programming
you
have
so
that
you
choose
the
right
person,
that's
a
bridge
between
community
and
what
you're
doing
so.
I
think
you
know
our
leadership
is
always
at
the
top,
because
you
meet
so
I'm
thinking
about
it.
Every
day,
I'm
wondering
you
know,
as
leadership
changes
on
occasion.
F
D
Required
of
it
and
how
we
do
it,
changes
based
upon
the
more
of
the
community
engagement,
some
of
the
infrastructure
development
issues.
So
it's
it's
interesting,
I
think
until
you
have
for
me,
I'd
need
to
have
a
little
bit
understanding
of
how,
in
the
planning
phase
you
do
all
of
these
things
to
choose
the
right
leader
for
the
sustainable
effort,
which
is
different
than.
C
This
feels
like
a
multi
workstream
program
right
and
so
to
your
point.
Somebody's
got
to
be
the
program
manager,
but
then
you
got
workstream
leaders
in
each
area
and
then
exactly
what
the
mayor
just
described.
Has
there
been
any
thought
yet
as
to
who
these
and
I'll
call
them?
Workstream
leaders
would
be
in
these
areas
because
they
may
be
running
that
particular
40g
plan
for
that
single
effort
versus
at
different
times
during
the
stages.
B
B
B
I
did
have
a
conversation
with
manager
DiIorio
yesterday
a
little
bit
about
just
having
somebody
that
can
do
some
project
management
around
this
to
get
it
moving
as
a
place
to
start
without
actually
jumping
into
leadership
right
away,
but
having
some
somebody
that
can
help
move
it
forward,
but
the
thought
was
obviously
the
hospital
one.
Atrium
health
would
be
the
leader
on
that.
But
a
lot
of
this
is
community
based,
and
so
how
do
we
find
those
community,
and
part
of
that
would
be?
B
My
suggestion
would
be
with
some
of
these
things.
We
start
with
pilot.
We
don't
go.
You
know:
we've
got
to
figure
out
what
an
interrupter
program
looks
like,
and
it
could
be
a
little
bit
of
trial
and
error.
In
the
beginning,
some
of
the
community
development
work
that
we
talked
about
you'd
probably
need
to
figure
out
which
communities
you
wanted
to
start
with,
which
neighborhoods
what
we
talked
about
it
that
at
the
county,
commissioners,
meaning
it's
where
the
four
hotspots
that
y'all
had.
B
Maybe
we
start
with
two
of
those,
because
those
seem
to
be
areas
that
have
particular
need
the
community
engagement
piece
needs
to
be
broad,
but
there's
definitely
some
areas
that
need
more
of
it
than
others
to
begin
with,
so
some
of
it
wouldn't
get
implemented
right
away.
Right,
I
think
this
would
take
place
over
time,
but
there's
there's
opportunity
there.
B
If
we
have
some
some
staffing
support,
maybe
support
to
begin
with,
rather
than
a
leadership,
just
to
make
sure
that
we're
moving
this
forward
and
we're
having
those
conversations
we
need
to
the
the
engagement
of
the
community
is
critical.
It
is
a
critical
next
step
that
we
need
to
get
started
and
we
need
people
that
are
trusted
in
the
community.
That
can
really
facilitate
these
conversations.
Well,.
A
L
Mean
forgive
me
if
I'm
minimalizing
this,
but
don't
we
already
know
who
these
leaders
are,
who
these
folks
are
in
the
community.
I
mean
see.
Mpd
already
spends
millions
of
dollars
on
community
programs
on
folks
that
that
are
helping
our
micro
grant
program.
We've
identified
people
that
are
doing
things
in
the
community.
Those
are
the
folks
that
had
better
on
the
ground
level.
Right
now
that
have
prescriptions.
You
know,
as
as
it
was
said,
these
root
causes
of
violence
are
the
root
causes.
L
Poverty
are
the
root
cause
of
these
chronic
illnesses
that
people
have
been
doing
work
on
the
neighborhood
level
for
generations,
but
have
not
been
able
to
get
that
support
to
pull
it
out
from
underneath
just
a
cm
PD
budget,
but
to
get
this
institutional
support
so
the
way
I
see
it
is
is
that
we
know
these
folks,
so
the
outreach
has
been
happening.
So
the
idea
that
we
have
to
start
again
would
be
a
non-starter
in
the
community.
L
B
Appreciate
that
I,
don't
think
that
was
that
was
not
my
intent.
I've
been
had
the
opportunity
have
conversations
with
a
number
of
organizations
that
are
doing
this
work
already.
The
question
is:
how
do
we
haven't
having
the
opportunity
for
them
to
come
to
the
table
because
they
haven't
yet
and
be
part
of
the
discussion
and
helping
us
figure
out
how
to
make
that
fully.
L
B
That's
theirs,
so
a
lot
of
what
we're
looking
at
here,
especially
with
the
community
neighborhood
worked,
is
a
shift
in
power
and
significant
resources
that
can
help
support
those
organizations
but
also
making
sure
that
we're
providing
the
capacity-building
for
them
that
can
help
them
grow,
because
the
last
thing
we
want
to
do
is
set
them
up
for
failure
that
won't
help
anybody.
So
it
is.
B
You
know
and
yeah
I'd
agree
with
that
to
a
point,
but
there's
always
got
to
be
so
what
are
you
doing
with
it?
And
so
how
are
you
going
to
show
us
that
you're
being
successful?
That's
that's
always
got
to
be
part
of
the
equation
as
well.
It's
not
just
a
giving
out
money
because
I'm
not
sure
that
that's
helpful
either
azam.
D
D
I
also
wanted
to
say
that
there's
a
lot
of
strength
in
every
step
and
how
many
of
these
are
we
going
to
be
able
to
start
as
a
project
manager
and
have
the
most
impact,
because
again,
when
we're
not
sitting
around
the
table-
and
someone
says
three
years
from
now
well,
why
are
you
doing
this?
There
has
to
be
something
that
documents
that
and
that
push
for
the
institutional
part
and
I
guess
one
of
the
things
that
I
worry
about
in
the
neighborhood
model.
I
think
we
said
this
last
night
of
our
meeting.
D
There
are
many
people
in
this
community
that
have
gone
through
reentry
and
it's
easy
for
those
that
are
very
active
to
come
out
and
participate.
But
now
I
don't
know
that
we've
really
engaged
everyone
or
asked
them
as
they
are
willing
to
be
engaged
to
go
through
this
violence
reduction
and
interrupt
a
model.
We
had
an
interrupter
model
in
this
community,
I,
don't
know
if
you're
familiar
with
dr.
D
B
I
think
that
that
speaks
to
the
need
to
be
planful
around
this.
When
you
have
something
that's
right
in
front
of
you
like
this,
you
have
a
tendency
to
want
to
jump
and
and
start
things
right
away,
but
if
we're
not
careful,
we
end
up
with
situations
like
that.
We
just
need
to
make
sure
that
we've
considered
other
things
that
we
need
to
as
well.
Yeah.
C
F
C
Do
we
think
that
this
order
of
magnitude
is
going
to
take,
and
where
are
we
going
to
get
it
from?
So
we
can
really
talk
about
what
we
can
realistically
do,
because
that
rigor
and
execution
I
think
is
the
piece
that's
going
to
enable
sustainability,
because
there's
so
many
parts
and
players
we
got
to
make
sure
that
we
know.
Where
do
we
go
look
to
understand?
What's
the
status
of
the
work,
who's
involved
and
everything's,
you
guys
already
7+1
to
proper
planning
on
the
front
end
so.
B
Actually
it's
already
February
in
it.
So
you
know
the
question
is:
how
do
we
make
sure
that
it
has
we're
going
out
and
convening
the
community
around
this
that
were
being
comprehensive
about
this
and
connected
so
that,
if
we're
not
having
pockets
of
conversation
that
don't
link
back
to
these
helping
drama?
The
community
neighborhood
infrastructure
development
highlight
that
what
we
talked
about
with
this
is
a
number
of
different
components
that
we
went
into
a
neighborhood
and
I.
Think
we
that's
the
proverbial.
B
B
B
So
what
we're
hoping
with
these
hubs
is
that
we
can
do
training
with
pastors
and
others
in
their
churches
around
trauma
and
resilience
so
that
they
better
understand
and
the
impact
of
trauma
on
an
individual
and
can
can
address
that
more
appropriately
when
they
see
them,
but
also
funding
navigators
in
a
couple
of
churches
that
can
actually
do
that
connection
to
service
and
do
followup
with
individuals.
Even
when
these
pastors
are
seeing
that
people
they
find
a
place
for
them
to
go,
they
refer
them,
they
never
get
there.
B
There's
no
one
to
follow
up
to
make
sure.
Do
you
need
transportation?
Can
I
encourage
you?
Can
I
go
with
you?
What
what
do
you
need
so
we'll
have
we're
not
sure
exactly
how
many
but
a
handful
of
those
is
a
pilot
to
start
and
see
how
that
works
and
then
the
whole
issue
of
economic
development
and
a
lot
of
the
communities
where
we're
seeing
a
lot
of
violence.
There
are
fast-food
restaurants.
B
There
are
sort
of
these
storefronts
that
don't
stay
long,
that
really
don't
support
their
community
and
aren't
engaged
and
involved
in
their
community
and
sometimes
our
places
where
things
congregate.
That
aren't
helpful.
So
the
idea
there
was
what
can
be
done
from
an
economic
development
standpoint
to
not
not
funding
for
those
restaurants
but
to
develop
some
economic.
B
The
word
I'm
losing
the
word
that
I
want,
but
to
help
them
be
more
of
a
community
member
and
support
their
communities,
so
sort
of
a
package
of
things
that
can
be
done
in
community
and
there's
probably
more.
But
these
were
just
some
of
the
additional
things
that
were
talked
about.
I've
already
talked
about
this
program.
What
they
would
do
is
have
in
people
in
the
in
the
ER
who
would
help
connect
folks
to
services,
make
sure
that
they've
got
the
emotional
and
social
support
that
they
need
when
they
leave
the
hospital.
B
But
again
this
is
an
example
of
we
can
have
the
hospital's
go
out
into
communities
and
create
their
own
services
that
they
want,
or
we
can
connect
to
services
that
are
already
in
the
community
and
the
folks
that
are
already
providing
services.
So
that's
the
need
is
that,
let's,
let's
make
sure
that
this
is
all
connected.
B
Y'all
probably
heard
nothing
about
an
interrupter
pilot
they're,
just
thinking
about
what
that
might
look
like
and
engaging
the
right
people
and
figuring
out
how
to
implement
something
like
that.
But
it
really
focuses
on
sort
of
interrupting
potential
violent
crimes.
So
these
would
be
individuals
that
are
in
the
community
that
have
been
trained
and
are
connected
to
resources
for
those
folks
that
are
most
likely
to
implement
a
crime
and
a
community,
and
then
the
jail
reentry
I
talked
about
a
bit.
B
What
what's
happening
is
because
these
folks
are
not
in
in
that
system
very
long
they
get
put
back
out
before
resources
can
be
developed
for
them.
So
how
do
we
make
sure
that
those
resources
are
available
once
they
get
back
out
in
the
community
and
and
help
them
be
a
little
more
successful?
So
you
know
those
that's
really
high-level
and
there's
a
whole
lot
more
planning
that
goes
with.
B
This
will
tell
you
that
the
one
thing
that
I've
not
specifically
talked
about
is
there's
a
lot
of
healing
that
needs
to
go
on
in
this
community,
and
a
lot
of
that
has
to
do
with
engagement,
involvement
of
the
community
around
some
of
the
issues
that
have
happened
over
the
years
here
to
help
move
us
forward.
So
that's
part
of
that
community
engagement
piece.
B
It's
giving
people
a
voice
and
letting
them
be
part
of
the
solution,
and
the
last
thing
I'll
mention
is
that
it's
I've
had
a
great
experience
working
with
your
staff
on
this
and
I'm,
hoping
with
the
next
presentation
that
you'll
see
that
we
are
linked
up
in
a
lot
of
ways
in
terms
of
how
we're
thinking
about
this
and
moving
forward
and
having
the
city
manager
and
the
county
manager
working
together
on
this
I
think
is
a
step
in
the
right
direction
to
help
us
move
some
of
this
work
forward.
So.
E
Thank
You
mr.
chairman,
for
the
emergency
department,
integrate
intervention
program.
Dr.
Harris
under
the
leadership
I
see
that
we
have
atrium
health.
Have
you
also
looked
at
comprehensive
set
of
health
care
providers
in
the
region?
Whether
he's
in
want
health
care
and
others,
because
I
see
that
we
are
looking
at
the
plan
from
a
high
level
perspective
when
you're
trying
to
touch
as
many
people
as
we
can
and
healthcare
plays
an
important
role
in
that
so
having
multiple
partners
in
this
effort,
it
will
also
help
us
touch
large
lives.
I.
B
Appreciate
that
I
will
tell
you
we
do
have
another
initiative,
that's
happening
through
the
mental
health
task
force,
as
well
as
through
the
recast
grant,
where
we
are
working
with
a
national
organization.
That's
doing
training
and
development
with
a
number
of
different
entities
in
our
community
to
help
them
become
trauma-informed
providers,
which
is
different
than
just
being
able
to
do.
Counseling
and
navona
is
one
of
the
lead
entities
there
they're
doing
some
great
work
and
are
implementing
that
through
six
different
hospitals
within
their
system.
So
I
do
think
that
there's
opportunity.
F
N
B
I've
not
seen
another
one,
that's
considered
evidence-based
at
this
point.
There
are
a
number
of
communities
that
have
taken
the
cure:
violence
model,
the
components
of
it
and
determined
what
would
work
best
in
their
community
and
they
just
have
not
had
a
chance
to
evaluate
that
work
as
affect
as
thoroughly
as
cure.
Violence
has,
but
there
are,
there
are
other
models
that
are
being
implemented,
that
we
could
look
to
and
the
components
that
are
in
those
plans,
the
the
challenge
we
have
with
cure
violence.
B
If
I
look
at
it
is
that
there
has
to
be
or
in
the
places
where
it's
been
effective
there
there
has
been
a
very
strong
community-based
organization,
that's
very
involved
with
the
population
effects
coming
through
re-entry
that
can
then
implement
the
project
in
the
communities
where
it's
not
been
effective
and
has,
in
many
cases,
just
been
suspended.
There
has
not
been
that
strong
community-based
organization
and
the
the
fallout
from
the
people
that
have
been
brought
in
to
do
the
interruption
has
been
almost
negative
in
some
situations,
so
it
you
know
again
and
I'm.
N
B
B
The
way
one
of
the
ways
to
make
it
sustainable
is
to
change
the
structures
that
have
created
the
environments
that
we
that
we
see
and
if
we
don't
do
that,
it
doesn't
matter
whether
we
have
an
office
for
ever
and
ever.
It's
not
going
to
have
the
long
term
impact
that
we
wanted
to
have
we'll
see.
Eps
and
flows,
maybe,
but
so
that
there
are
structures
in
place
that
have
created
the
situations
that
caused
the
trauma
and
that
are
causing
the
root
causes.
And
we've
really
got
to
address.
A
A
K
Harris
this
was
such
a
wonderful
presentation.
I
mean
just
your
approach
when
you
talked
about
changing
the
structures
and
shifting
the
power
and
trauma-informed
and
grassroots
and
solution
focus
these.
This
is
just
a
great
plan
and
I
hope
that
we
can
work
with
the
county
to
implement
it,
because
the
the
these
are
strategic
and
practical
answers.
So
thank
you.
B
L
Well,
then,
you
admit
defeat
in
the
end
and
and
and
you
create
markets
that
profit
off
of
these
ills
of
our
society
I.
What
I
see
here
is
kind
of
us
taking
those
top
three
levels
of
the
pyramid
on
on
three
on
slide
number
three
and
in
slide
number
seven
I.
Think
of
a
reason
for
this
is
we
have
at
the
very
bottom
of
slide.
L
So
when
are
we
going
to
be
presented
with
these
policy
changes
that
are
going
to
change
the
entire
paradigm
of
the
system
that
allows
these
things
to
persist,
because
until
we
do
that,
we're
just
having
good
conversations
for
the
front
page
of
the
paper
to
say
we
do
something
am
I.
Am
I
thinking
and
correctly
there
I,
don't.
B
Think
you
are
I
think
that
I
I
put
that
piece
about
policy
changes
on
there,
specifically
knowing
that
we
have
not
had
conversations
about
that
in
that
group.
So
far
and
part
of
the
presentation
last
week
and
the
presentations
y'all
today
is
having
our
elected
officials
provide
some
direction
on
moving
things
forward,
and
so,
if
y'all
are
ready
for
some
recommendations
on
policy
changes,
then
we
need
to
put
together
some
policy
changes.
Work
with
the
city
and
the
county
to
bring
those
forward
and
I
know,
I.
B
H
You
guys
today
is
framework
based
on
the
conversation
that
you
had
during
the
laughing
and
building
off
of
our
conversation
at
the
January
strategy
session.
So
what
this
document
is
is
an
opportunity
to
provide
some
guidance
around
these
key
building
blocks.
That
will
then
support
staff
in
a
couple
of
ways
help
us
get
some
direction
around
some
immediate
actions,
but
then
also
will
inform
this
ongoing
conversation
through
the
budget
process.
So
what
we're
hoping
to
do
with
this
document,
if
this
is
the
indeed,
the
right
document,
is
to
clarify
some
good
directions.
H
That
will
then
influence
our
next
steps
and
be
translated
into
into
the
budget
through
that
process
this
year
and
in
future
years,
and
in
addition
to
that,
I'll
say
that
that's
also
important
that
we
are
having
these
conversations
and
having
them
with
our
partners
as
they're,
going
through
those
same
activities
around
the
same
time.
So
you'll
see
that
a
lot
of
what's
in
here
is
is
similar,
we're
complementary
to
what
dr.
Harris
presented.
H
H
You'll
see
the
five
key
building
blocks
for
this
framework,
based
on
the
conversation
that
you
had
at
the
last
meeting,
we
added
intergovernmental
collaboration
as
a
key
component,
and
then
we
took
these
five
building
blocks
and
identified
some
short-term
and
long-term
goals
related
to
each
building
block
and
further
defined
what
those
building
blocks
make.
So
if
you
go
to
page
3.
H
Under
intergovernmental
collaboration,
so
a
key
piece
of
this
was
ensuring
that
there's
a
collaboration
not
only
between
city
staff,
at
the
staff
level,
the
city
staff
leadership
level,
but
also
the
elected
level,
but
defining
what
that
will
look
like.
So,
if
you
look
at
our
short-term
goals,
sharing
information,
I
think,
hopefully
we
had
a
good
opportunity
to
demonstrate
that
we're
working
on
that
today
during
this
meeting
identifying
areas
for
potential
joint
legislative
action,
I
think
to
your
point,
councilmember
Winston.
H
So
I'll
just
keep
walking
through
unless
somebody
wants
to
pause
and
talk
about
one
community
collaboration
and
priority
areas.
So
this
key
building
block
is
all
about
how
we
layer
our
own
programs,
focusing
on
the
priority
areas
or
hotspots
that
were
discussed
in
the
January
meeting.
How
are
we
layering
our
existing
programs
in
those
geographically
specific
areas
to
provide
maximum
impact?
D
As
dr.
Harris
said,
this
community
needs
a
lot
of
healings
from
things
that
have
gone
on.
We've
had
lots
of
ever
efforts
around
this
idea
of
community
engagement,
but
there
is
new
research
being
done
on
community
engagement
around
this
area,
specifically
I
think
that
while
we
have
explore
and
commit
to
participation
in
community
action
teams
that
to
me
seems
to
be
an
outcome
versus
an
agreement
on
how
to
do
something
and
I
would
like
to
for
us
to
not
go
quickly
to
that
step.
D
I
know
the
partners
are
there,
but
I
think
we
have
to
have
an
agreement
on
what
is
community
engagement?
What
does
it
mean,
and
what
will
we
have?
Will
we
sustain
it?
This
needs
to
be
something
has
five
years
of
the
budget
financing
and
it's
built
into
what
we're
doing
and
I
I.
Don't
I,
don't
know
that
we've
actually
had
a
conversation
about
what
is
the
citizens
agreed-upon
way
to
be
engaged
with
us?
We
we
talk
about
us
way
too
much
on
this
one.
This
has
got
to
be
more
about
the
community.
D
H
H
So
I
won't
talk
on
page
four
too
much
about
the
interim
violence
model.
I
think
a
good
job
describing
that,
but
this
is
just
to
point
out.
This
is
based
on
the
research
that
was
done.
You
know
this
is
a
gap.
We
should
be
exploring
a
pilot
around
this
and
support
that
exploration
and
then
execution
when
the
time
comes,
and
so
this
is
both
about
how
to
how
to
move
that
forward.
You
know
making
sure
that
we
know
what
our
role
can
be
to
help
in
that.
Whether
it's
leave
support.
H
Investing
in
community
life
after
that
and
for
to
ensuring
that
folks,
who
have
been
doing
work
and
building
capacity
in
neighborhoods
for
years,
are
supported,
lifted
up
and
are
at
the
table
throughout
this
conversation,
and
this
is
obviously
a
conversation
about
racial
equity
and
about
equity.
So,
in
the
short
term
we,
you
know,
we
talked
a
little
bit
about
meeting
previous
about
our
micro
grants.
That's
a
good
example
of
a
community
lead
way
that
we
support
community
a
lot
of
initiatives
to
address
violence.
How
are
we
leveraging
those
in
our
priority
areas?
H
How
are
we
thinking
about
building
up
upon
that
work?
I'm
in
the
short
term,
since
that's
an
existing
program
that
we
already
have
and
then
in
the
long
term?
How
are
we
doing
more
and
investing
in
community
leaders
and
they
may
not
be
new
community
leaders?
They
may
be
new
to
to
us
or
in
our
work,
and
so
that
is
why
this
is
a
component
that
needs
to
be.
D
You
know
we
started
the
jumpstart
community
micro
grant
program
and
it
wasn't
about
violence.
It
was
about
building
community
and
it
wasn't
about
hotspots
and
all
of
that
I
I.
Guess
like
what
are
the
council
to
discuss
and
determine
whether
or
not
we
continue
to
do
that,
and
we
do
something
else
around
what
we're
going
to
do
with
providing
that
investment
in
community
I
I
just
feel
like.
Are
we
subsidizing
something
cuz?
D
It's
easy
and
we've
done
it
got
it
already
done,
or
should
we
be
creating
something
continuing
this
and
I
don't
want
people
to
feel
like
they
got
to
jumpstart
grant
and
now
they're
related
to
violence.
Sure,
I
I
think
we
ought
to
have
a
program
that
jump
start
is
here
and
you
can
still
apply
for
it.
You
continue
to
do
what
you're
doing,
because
those
were
good
community
efforts
that
we
invested
in,
but
I
guess.
D
M
D
Our
jump
start
was
around
the
idea
that
people
are
doing
good
work.
We
got
to
support
them
and
we
didn't
say
there
had
to
be
evidence
base.
We
looked
at
it
and
we
supported
them.
If
we're
going
to
do
violence,
I
think
it
ought
to
be
around
programs
that
are
evidence-based
and
have
the
idea
that
this
community
focuses
our
criteria.
I
think
two
programs
are
important
and
that
they
shouldn't
be
commingled.
That's
just
I
think
council
council
will
discuss
how
it
works
and
whether
or
not
they
think
they
should
be
commingled
or.
H
J
No
I
do
you
think
in
one
bullet
for
certain
short
term,
we
highlight
South
American,
Bert,
charlotte-mecklenburg
schools,
but
I
do
think
they
need
to
be
able
to
just
sit
in
the
county.
As
we
talked
about
a
couple
to
collaboration
effort,
because
the
kids
we're
gonna
identify
private
large
percentage
come
from
CMS
I
do
think
we
need
them
at
the
table
as
a
partner.
J
Getting
them
involved,
so
I
don't
mind
if
we
want
to
change
that
focus
and
make
them
evidence
base,
because
I
think
some
of
them
can
show
you
how
many
young
men
they
have
reached
the
changes
they
have
made
because
I
know
a
couple
of
them,
as
a
shoe
I
think
have
done
a
great
job.
Taking
that
grant
and
doing
some
real
good
work
in
that
community
and
so
I'm
a
fan
of
the
program
now
so
any
thing
I
think
we
should
increase
it
but
make
it
evidence-based
to
follow
along
with
this
model.
One.
H
Thing
I'll
states
at
that
point
is
the
act
of
community
led
programs
and
if
itself
is
an
evidence-based
strategy
to
build
community
capacity,
so
I
wouldn't
want
anyone
to
we're
thinking
that
in
of
itself,
that's
not
an
evidence-based
model.
It's
just
how
you
know
the
rigorous
evaluation
that
is
required
for
evidence
basis
is
it's
more
stringent
and
maybe
that's
probably
not
appropriate
for
all
of
the
work
that
we
do,
but
there
may
be
some
other
things
that
we
can
do
to
measure
impact
exactly.
A
F
A
I,
don't
I,
don't
think
the
vision
is
to
to
say
if
something
can't
be
measured,
that
we
would
necessarily
get
thrown
out,
but
I
think
that
there
undoubtedly
people
who
have
been
part
of
these
programs
and/or
had
the
city
support
that.
Maybe
we
haven't
asked
them
for
the
data
or
the
information
that
they
they
might
be
gathering
or
they
might
be
capable
of
gathering.
If
I
ask
for
its
precision,
did
you
have
something
else
now
I've
got
mr.
Winston
from
his
Iceland?
Is
that
Merrick
no
such
area.
L
So
this
was
the
comment
that
I
had
never
mind
on
before.
I
have
concerns
about
moving
this
idea
of
the
JumpStart
micro
grant
into
this
this
type
of
language,
because
my
understanding
was
that
this
grew
out
of
September
2016,
recognizing
that
there
are
things
that
are
going
on
in
parts
of
our
neighbourhoods,
and
this
was
the
you
often
heard
the
finger-pointing
well.
Why
aren't
you
doing
more
in
your
neighborhoods?
And
there
are
the
response
from
the
community
was?
There
are
plenty
of
folks
that
are
doing
good
stuff
in
the
neighborhood,
but
we
don't
get
support.
L
We
don't
get
institutional
support
because
we
don't
have
those
evidence
base
of
type
approaches
to
things.
Well,
we're
not
a
traditional
501c3.
We
don't
have
this
organizational
and
institutional
knowledge
to
get
the
resources
and
now
all
of
a
sudden
we're
flipping
it
and
saying
well,
we
want
to
that
might
have
been
good
to
say
that
we
were
gonna
do
a
year
or
two
years
ago,
but
we're
gonna
back
up
from
this
and
then
we're
going
to
put
we're
gonna
go
away
from
those
those
those.
L
A
I
hope
that
the
conversation
has
not
bit
or
will
not
be
about
pulling
back
from
what
I'm
doing,
but
more
so
can
we
expand
it
and
if
we
expand
it
to
the
mayor's
points,
yours,
maybe
that's
a
whole
different
thing,
or
maybe
we
could
expand
it
within
the
framework
of
the
program,
the
jumpstart
grants
and
things.
What
are
you
doing,
or
maybe
it
has
its
own
name,
its
own
methodology,
but
I.
Don't
think
that
the
that
this
is
let's
do
this.
Instead
of
what
we've
been
doing
right,
let.
H
H
A
N
N
He
chose
the
receipt
or
the
pizza
parties
that
you're
hosting
or
whatever
it
is
the
back
neck
drives,
and
we
recognize
that
we
need
to
help
you
we'll
have
trainings
to
help
you
build
capacity.
How
do
you
write
a
grant?
How
do
you
connect
with
other
groups
that
are
doing
this
work?
So
I
definitely
think
there
has
to
be
a
recognition
of
a
two-pronged
approach
or
three
pronged,
and
then
the
next
phase
was
saying
sort
of
where
the
called
the
tall
poppies
at
the
time.
N
A
E
You,
mr.
chairman,
since
we
are
expanding
into
a
more
evidence-based
approach,
we
also
have
to
keep
in
mind
that
not
all
the
programs
are
going
to
even
have
some
sort
of
metrics
because
certainty
there
are
times
where
we,
it
will
take
two
years
five
years,
ten
years
to
really
assess
the
success
of
any
program
from
how
it
helps
us
reduce
the
violence.
So,
if
you're
going
into
that
rigid
model,
I
just
don't
know
if
it
will
be
fair
to
assess
certain
programs
on
evidence-based
approach.
E
So
there's
got
to
be
a
sort
of
middle
ground
where
we
are
looking
at
not
just
rigid
structure
but
some
sort
of
judgment
that
we'll
have
to
leverage
from
our
Police
Chief
and
folks
to
work
in
the
community
to
figure
out.
There
might
be
programs
that
may
not
be
able
to
provide
as
data,
but
has
our
our
experts
feel
like
it
is
moving
needle
in
the
right
direction.
A
Think
to
some
extent
Dave.
Maybe
we
can
grow
it,
but
even
here
in
the
vision,
the
city
county
partners
in
community
work
together
to
reduce
violence,
increase
economic
opportunity,
build
healthier
and
more
resilient
communities.
So
I
think
that
is
part
of
and
I
think
it's
I
feel
like
it's
somewhere
else
in
here
too,
but
I
think
that's
definitely
part
of
having
proactive.
In
addition
to
reactive
solutions
for
us.
A
Maybe
we
want
to
highlight
a
little
bit
more
I
think
some
of
those
minor
changes.
If
there's
something
that
you
feel
strongly
about
that
we
want
to
see
a
little
bit
more
language
around
in
here.
I
would
I
would
say:
let's
suggest
that
now
I
think
we
can
trust
that
this
can
be
sent
to
Council
in
a
few
small
tweaks
can
be
made
I,
don't
think
those
should
prevent
us
from
moving
it
forward
today,
unless
somebody
sees
a
a
big
gap
or
a
big
red
flag
in
them.
Will.
E
E
See
we're
taking
notes
but
I
I
think
from
the
high
level
higher
level
perspective.
Here
we
are
moving
forward
in
the
right
direction.
Sevens
minor
changes
can
be
made
before
it's
brought
to
the
full
council,
but
I
don't
think
we
should.
We
should
just
defer
this
just
for
minor
tweaks.
That's
just
my
opinion.
F
B
D
I
I
think
that
massage
mirror
is
correct.
I
mean
you've
got
some
tweaks
to
make
I
I.
Do
think
that
we
ought
to
be
very
careful,
though,
on
the
idea
of
the
do
community
engagement
that
includes
active
participation
and
co-creation
of
goals
and
action
items.
I
think
that's
a
really
big
statement
that
commits
us
to
doing
things
differently.
So
I
look
forward
to
the
committee
determining
what
that
is.
A
J
I'm
out
I'm
out
in
favor,
going
forward
I
agree
mr.
chair
I
do
think
they
need
to
be
some
tweaks,
so
one
one
in
detail
left
out
and
I
give
councilman
one
to
correct,
for
this
is
the
internal
government
collaboration.
Somehow
we've
got
to
include
the
DA
office,
we're
talking
about
collaboration,
a
crime.
Let's
make
sure
every
entity
is
part
of
our
conversation
party
solution
so
and.
A
I
know
they've
been
part
of
that
small
that
work
group
that
dr.
Harris
spoke
about,
but
I
think
moving
forward.
We've
got
it
at
some
point,
I
don't
mean
we
have
to
decide.
I
said
we
will
be
the
only
one
saying
this,
but
we've
got
collectively.
We
have
to
make
sure
that
all
the
right
people
are
part
of
that
working
group
and
if
they're
additions
and
subtractions
were
that
we've
got
the
right
group
going
forward
and
to
the
conversation
earlier
about
I.
A
Think
dr.
Harris
kind
of
was
on
the
same
wavelength
as
I
was,
which
is
if
the
leader
of
that
group
is
someone
from
the
city
or
someone
from
the
county
or
someone
from
one
of
these
entities.
Specifically
maybe
they
come
in
with
a
little
bit
of
a
weasel
word
bias,
but
I
can't
think
of
another
word
and
a
little
bit
of
that
mindset.
A
L
Just
to
mister
just
pointing
something
I've
already
sent
to
the
chair,
the
DA
is
gonna,
be
at
the
table.
I
think
the
public
defender
has
to
be
at
the
table
because
the
DA
is
the
lawyer
for
the
state
and
the
lawyer
for
the
victim.
But
if
we
wanted
to
deal
with
violent
crime,
and
those
that
are
perpetrating
is
that
we
should
talk
to
the
person
as
representing
those
folks
that
are
accused
of
those
crimes
and
those
are
the
ones
that
I've
seen
and
can
prescribe
data,
and
perhaps
remedies
for
dealing
with
the
holistic.
L
G
G
So
as
we're
looking
at
this
thing,
especially
as
we
thought
about
the
environment
of
the
city
in
the
county,
we
see
the
community
of
Charlotte
Mecklenburg
as
a
as
a
big
ship
out
in
the
middle
of
the
ocean,
and
while
this
ship
is
carrying
us,
the
residents
forward
a
whole
develops
in
the
back
of
the
ship
and
which
develops
in
front
of
the
ship
and
Larkin.
Edmiston
is
the
captain
of
this
ship,
so
he
just
backed
his
the
county
to
fix
the
hole
in
the
back.
G
He
dispatches
the
city
to
fix
the
hole
in
the
front
and
the
city
does
a
great
job.
Fixing
this
hole
that
boarded
the
front
part
of
the
ship
is
not
taking
on
any
more
water,
but
the
city
can't
sit
back
in
and
realize
that
the
county
may
be
struggling
preventing
water
from
coming
on
the
ship
and
said:
well,
we've
done
our
part.
G
So
if
this
ship
that's
going
to
deal
with
community
violence
is
going
to
work,
it
is
absolutely
crucial
that
both
the
city
and
the
county
take
the
lead
and
coming
together
to
do
this
work,
and
this
means
City,
Council
members
and
members
of
of
the
County
Commission
sitting
down
face
to
face
at
least
once
a
quarter
to
sit
down
and
talk
about
this
thing
that
this
this
is
not
about
egos.
It's
not
about
position
or
Buddhistic
of
what
is
the
predominant
government
in
this
community.
L
A
I
F
D
A
policy,
but
you
certainly
should
we
should
do
it.
The
question
that
I
have
is
to
what
end,
and
this
is
where
we
always
get
into
it.
We're
gonna
have
a
meeting
there's
an
agenda,
but
there
are
no
rules
or
norms
or
focus
without
really
agenda
items.
To
talk
about
so
I,
like
the
staff
to
think
about
you
know.
Yes,
sure
meeting
is
great,
but
I
found
effective
meetings
are
what
drives
change
and.
F
D
D
A
I
think
some
of
and
those
Charles
are
hazel
and
miss
Hefner
jump
in
I.
Think
some
of
the
and
and
it's
possible
that
there
was
intent
in
the
chart
he
didn't
receive
properly.
But
I
think
this
was
to
help
kind
of
set
the
course
for
the
action
not
necessarily
to
prescribe
what
the
action
is
yet,
and
so
this
I
think
will
guide
staffs
working
with
the
manager
to
identify,
what's
going
to
go
into
the
budget,
a
little
guide,
staffs
working
ones.
A
D
A
A
D
D
I
E
J
Just
just
bit
of
information
on
campuses
here:
yes,
sir
committee,
if
you
could
just
bit
of
just
information
online
because
we
got
new
council
members,
can
you
just
send
us
all
those
who
have
received
a
micro
grant
just
so
everyone
is
kind
of
for
me
organization,
I.
Think
I'd
be
helpful.
Information.