►
From YouTube: Quality of Life
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
C
C
A
We
I
will
now
entertain
changes
or
a
motion
to
approve
the
agenda.
Are
there
changes
from
anyone.
C
D
A
And
so
moving
right
along
are
there
items
on
the
consent
agenda
that
the
committee
would
like
to
discuss
and
if
there
are
none,
a
motion
would
be
in
order.
A
B
And
jennifer
again
a
roll
call
counselor
chris
rivera.
D
C
A
Second-
and
we
have
a
motion
in
a
second
jennifer,
another
roll
call
would
be
great.
D
C
A
Worth
yes,
okay,
fabulous!
We
are
moving
now
to
our.
We
have
no
action
items
for
discussion
tonight,
but
we
do
have
a
presentation
from
the
children,
youth,
commission,
strategic
direction
and
measurement
of
outcomes,
and
we
have
with
us
our
community
services,
director,
kira
ochoa
and
some
other
special
guests
and
kyrah,
maybe
I'll.
Let
you
introduce
them,
and
I
don't
know
how
you
want
to
approach
this
presentation.
So
I'll
just
give
you
the
floor
and
you
can
take
it
away.
F
Thank
you,
madam
chair
counselors,
I'm
very
happy
to
be
able
to
turn
the
introduction
of
this
presentation
over
to
my
youth
and
family
services,
division
director,
julie
sanchez.
F
We
wanted
to
present
this
tonight
to
you
both
to
give
you
a
more
of
an
in-depth
view
of
what
the
children
and
youth
commission
does
and
how
they
do
it
and
how
they
do
it
using
a
framework
called
results
based,
accountability,
which
I
know
some
of
you
are
familiar
with,
and
also
just
to
kind
of
plant
the
seed
as
we
begin
to
define
what
how
to
measure
quality
of
life
in
santa
fe.
F
You
know
what
indicators
we
want
to
use,
what
indicators
this
body
would
like
to
use,
how
we
go
about
strategically
planning
to
have
high
quality
of
life
in
santa
fe,
and
I
think
this
is
a
nice
microcosm
for
how
how
we've
done
that
in
the
youth
and
family
services,
division
and
community
services,
using
results-based
accountability
and
with.
H
Thank
you
kyra.
So,
madame
chair
counselors,
my
name
is
julie
sanchez.
I
am
the
new
now
official
division
director
for
youth
and
family
services,
which
feels
really
good
to
say.
H
I
have
been
overseeing
the
children,
youth
commission
now
for
a
little
over
four
years,
and
you
know
I'm
really
happy
to
also
introduce
both
natalie
and
ariana,
who
are
with
aspen
solutions.
Who've
been
assisting
the
commission
for
the
last.
I
want
to
say
two
and
a
half
years
on
data
collection
on
results-based
accountability,
they've
been
a
really
integral
part
in
this
work,
and
so
I'm
really
happy
to
have
them
be
co-presenting
with
me.
Just
some
very
you
know
just
a
very
brief
background
on
the
commission.
H
It's
one
of
the
oldest
standing
commissions
in
in
the
city
of
santa
fe.
It
started,
and
else
I
might
be
dating
myself,
but
it
started
around
the
time
I
was
born,
which
was
87.
So
it's
been
a
really
long,
a
long-standing
part
of
the
city.
H
It's
currently
made
up
of
10
members,
and
each
of
those
members
represents
different
focus
points
in
the
city.
So
we
have
the
arts
represented,
we
have
homeless
and
runaway
youth
represented.
You
know
we
have
representation
from
different
districts,
so
we've
really
tried
to
make
the
board
as
diverse
as
possible.
H
H
What
we
saw
was
there
was
a
lot
of
duplication
in
what
the
regional
juvenile
justice
board
was
doing
and
it
seems,
like
things,
would
be
working
much
more
efficiently.
Should
those
two
boards
come
together
and
work
together
and
really
it's
been
a
process.
We
have
two
fantastic
co-chairs.
H
Who've
been
really
moving
the
work
forward
and
we
also
receive
additional
funding
for
that
through
cyfd
and
their
juvenile
justice
funds.
So
that's
kind
of
like
the
current
history
of
the
commission,
the
results-based
accountability,
work
and
the
data
project
really
started
under
chris
sanchez.
Who
was
my
previous
previous
supervisor,
and
I
really
worked
with
him
to
bring
it
kind
of
to
the
forefront
of
the
work
of
the
commission.
H
A
lot
of
the
work
is
now
driven
by
an
annual
strategic
plan
which
focuses
on
data
and
different
things
that
are
happening
within
the
community.
So,
for
example,
some
of
the
things
we
can
expect
for
you
know,
future
data
is
probably
looking
at
youth
violence.
Considering
it's
been
so
prevalent
within
our
communities
recently,
it
would
probably
be
a
funding
priority
in
the
future.
H
H
It's
been
a
huge
pleasure
to
be
able
to
transform
this
commission.
It
really
used
to
be
kind
of
a
feel-good
funding
board.
So
if
you
had
an
agency
that
was
doing
these
really
sweet
projects,
you
know
a
lot
of
times.
Agencies
would
come
to
us
and
say
you
know
we
want
money
because
we
do
such
great
work
and
our
little
projects
are
so
sweet.
H
And
again,
all
of
this
work
is
driven
by
a
strategic
plan.
That
strategic
plan
is
introduced
to
the
governing
body
for
your
input
and
guidance
because
of
covet
everything
has
been
really
delayed,
but
that
plan
was
created
in
january
of
this
year.
So
hopefully
we'll
be
able
to
get
that
to
you
for
discussion
and
suggestion,
and
with
that
ariana
and
natalie,
I
don't
know
if
you
want
to
pull
up
your
powerpoint,
so
we
can
start
going
through
some
of
the
data
and
if
you
just
want
to
introduce
yourself.
G
Yeah,
hello,
I'll
start
sharing
my
screen
here.
I
think.
G
Let
me
know
if
it
pulls
up.
Thank
you
so
much
for
having
us
this
evening.
It's
really
an
honor
to
work
with
the
commission
and
to
be
presenting
with
you
today,
I'm
natalie
skogerbot
owner
of
aspen
solutions,
we're
a
data,
consulting
firm,
an
evaluation
firm.
I
do
a
lot
of
work
in
substance,
abuse,
prevention
and
behavioral
health
and
youth
development.
So
this
project
with
the
city
has
just
been
super
fun.
I
Sure
so
I'm
ariana
and
natalie
and
I
have
been
working
together
for
about
10
or
12
years
now
and
really
excited
to
be
here
with
you
all.
So
thank
you
for
having
us.
G
Julie
did
a
great
job
of
introducing
sort
of
the
scope
of
the
project.
So
briefly,
tonight
what
we
will
touch
on
is
kind
of
emphasizing
how
we
use
data
for
planning
across
a
division
and
then
how
that's
kind
of
infiltrated
down
into
the
agencies
that
are
funded.
We're
going
to
provide
a
brief
overview
of
evaluation
and
the
approach
that
we
use
in
working
with
grantees
to
develop
results-based
accountability
measures.
G
So
a
lot
of
people
get
scared
when
they
hear
the
word
evaluation,
because
they
think
that
it's
really
critical
and
we're
looking
for
all
the
bad
things.
But
really
its
focus
for
us
is
about
program,
improvement
and
figuring
out.
What's
working,
how
to
improve
that
develop
systems
and
processes
for
agencies
to
monitor
their
progress,
to
determine
if
they're
meeting
their
desired
outcomes
or
not
and
then
use
that
information
to
plan
for
the
future
and
to
make
policy
and
practice
recommendations.
G
So
there
are
lots
of
different
frameworks
and
theories
that
can
be
used
in
evaluation,
and
the
city
has
really
chosen
to
emphasize
the
results-based
accountability
framework
and
ariana
I'll
go
over
that
briefly
with
you.
I
So
results-based
accountability
has
been
adopted
by
many
funders
here
in
santa
fe,
so
some
of
you
are
probably
familiar
with
it.
It's
really
focused
on
three
different
questions
which
is
getting
at.
How
much
are
we
doing?
How
well
are
we
doing
it
and
is
anybody
better
off
and
the
city
community
services
department
adopted
this
to
really
start
focusing
on
using
data
for
planning
and
achieving
the
data-driven
outcomes?
I
So
these
are
the
three
basic
questions
and
the
ultimate
goal
here
is
really
to
turn
the
curve,
which
is
some
of
their
the
results-based
accountability
terminology,
and
the
idea
is
that
you
focus
on
a
specific
issue
and
put
efforts
toward
that,
such
as
addressing
heart
disease
rates
and
santa
fe,
and
then
you're
really
putting
a
lot
of
effort
toward
that
to
sharply
change
and
decrease
the
heart
disease
rate
insanity.
I
So
that
would
be
an
example
of
of
turning
the
curve.
So
one
of
the
things
that,
in
results-based
accountability,
we
do
is
create
these
performance
measures
that
get
at
these
three
questions
so
level.
One
is
really
that
first
question
of:
how
much
did
we
do?
I
How
much
service
did
we
deliver
or
provide,
and
so
we
developed
these
performance
measures
for
each
of
the
agencies
that
we
work
with
and
are
funded
by
the
committees
and
so
some
examples
of
a
level.
One
measure
for
a
agency
would
be
unduplicated
participants
served
participants
served
by
a
navigator
or
total
number
of
youth
served.
I
So
those
are
some
examples
of
level
one
measures
that
really
start
to
get
out
that
question
of
how
much
do
we
do
and
then
level
two
is
getting
at
the.
How
well
did
we
do
it
and
this
two
examples
of
performance
measures
for
that
could
be
the
average
number
of
case
management,
hours
per
youth
and
the
number
of
referrals
accepted.
I
So
you
have
a
sense
of
how
much
work
is
being
how
how
well
the
work
is
being
done
and
are
people
actually
getting
the
services
they're
being
referred
to,
for
example,
level,
three
and
level
four,
both
focus
on
that
question
of
is
anyone
better
off
in
different
ways.
Level
three
is
focusing
on
that
quantity
and
quality
of
change
for
the
better
that
is
produced.
I
So
an
example
of
that
could
be
youth
with
reduced
depression.
Youth
with
reduced
arrest,
so
you
can
see
by
those
two
measures.
Some
change
has
occurred.
Youth
are
doing
better
with
their
mental
health
and
their
the
arrest
rate
and
then
level
four
is
getting
at.
Did
we
improve
skills,
attitudes,
behavior
or
circumstances?
I
So
these
are
similar
to
the
level
three,
but
we're
looking
at
the
percentage
of
the
youth
in
the
program
that
actually
reduce
their
depression
and
the
percentage
that
reduce
the
arrests.
I
So
that's
a
quick
overview
and
some
example
performance
measures,
and
we
could.
We
could
do
a
whole
presentation
on
this
another
time,
but
you
get
kind
of
the
idea
and
the
flavor
of
what
those
performance
levels.
Performance
measures
are
and
we'll
go
over
kind
of
the
benefits
and
the
challenges
of
creating
these
performance
measures.
G
Yeah
so,
prior
to
the
children,
youth
commission
really
focusing
on
this
framework
agencies
were
reporting
back
to
the
city,
a
huge
variety
of
data
and
information
that
the
city
then
had
to
call
through
and
try
to
figure
out.
What
does
this
mean?
Are
they
meeting
their
scope
of
work?
Are
they
doing
the
services
that
were
we
wanted
to
pay
for
so
the
agency
level
performance
measures
really
work
with
the
agency
about
what
are
they
trying
to
improve
and
how
is
that
aligned
with
their
agency
mission?
G
A
lot
of
agencies
did
not
have
very
good
systems
for
tracking
data
or
no
systems
in
place
at
all
so
figuring
out.
What
what's
going
to
work
with
you
with
your
agency
and
your
workflow,
and
what
systems
you
already
have
in
place?
What
data
are
you
already
collecting
that
align
with
what
the
city
is
trying
to
do?
G
G
G
They
don't
have
dedicated
budgets
or
staff
to
do
evaluation,
so
just
having
us
available
to
assist
them
with
with
this,
and
sometimes
even
analysis
and
interpretation
of
their
results
is
really
needed
because
they
have
a
lot
on
their
shoulders
implementing
their
programs
in
the
community,
so
that
was
sort
of
an
overview
of
the
agency
level,
performance
measures
and
all
of
those
agencies
feed
into
the
bigger
broader
population
level,
priorities
that
the
city
has
identified.
I
I
Youth
and
some
of
the
examples
of
those
population
indicators
would
be
like
pre-k
enrollment
prenatal
care
in
the
first
trimester
graduation
rates,
protective
factors
such
as
supportive
adults
in
their
life,
which
is
a
really
strong
correlation
with
many
positive
outcomes
for
youth,
as
well
as
substance,
substance,
abuse
and
mental
health
for
youth,
and
then
for
the
human
services
for
there's,
adult
health,
behavioral
health,
community
safety
and
equitable
society,
and
some
some
of
the
example
of
the
population
priorities.
I
There
are
chronic
disease,
fruit
and
vegetable
consumption,
depression,
suicide,
drug
rate,
drug
drug
rates
and
drug
use,
homelessness,
domestic
violence,
unemployment
and
food
insecurity.
So
there's
a
lot
of
different
areas
that
are
really
being
targeted
here.
I
think
that's
one
of
the
really
big
benefits
of
using
results-based
accountability,
because
you
can
really
structure
it
around
these
population
levels
and
ensure
that
all
of
the
agencies
are
feeding
toward
those
goals.
I
So
there's
some
challenges
and
benefits
about
measuring
population
outcomes.
Some
of
the
things
that
are
really
beneficial
about
the
population
outcomes
is
agencies
get
to
work
toward
that
common
goal.
So
in
the
past,
as
natalie
was
explaining,
agencies
would
just
say:
oh
we
served
you
know,
42,
youth
and
47
of
them
engaged
in
treatment.
I
And
then
you
look
at
another
program.
That's
doing
similar
work
and
they
say
you
know.
100
of
our
youth
are
not
using
substances
anymore,
so
those
two
aren't
really
comparable
anymore.
So
it
can
be
really
helpful
to
have
those
both
those
performance
measures
we
were
just
discussing
at
the
agency
level,
but
how
they
connect
in
with
that
population
outcome
level.
I
So
you're
talking
about
the
same
kind
of
goal
toward
decreasing
substance,
use,
for
example,
so
there
are
also
serious
needs
in
the
community
and
using
these
population
outcomes
is
so
beneficial
because
you
can
see
where
the
rates
are
really
high.
Natalie-
and
I
were
just
talking
about
a
good
example-
and
I
can't
remember
what
it
was:
was
it
binge
drinking.
G
I
don't
remember
I
mean
I
know
you
know.
For
example,
our
alcohol
related
death
rate
in
new
mexico
has
consistently
been
the
highest
in
the
nation
for
several
decades,
and
santa
fe's
is
often
higher
than
that.
So
that
means
that's
a
serious
need
that
we
still
need
to
address
a
persistent
problem
in
the
community.
That's
what.
I
It
was
thank
you
so
just
knowing
what
those
population
outcomes
are
and
when
you're
just
talking
about
data
without
understanding
where
it
fits
in
with
the
population.
It
can
sound,
really
scary
to
say
you
know.
75
people
have
had
this
happen,
but
you
don't
really
know
what
that
means
for
the
whole
population
so
having
that
really
helps
to
address
those
really
big
needs
in
the
community,
and
then
data
are
value
validated
and
published
by
the
department
of
health
and
the
cdc.
I
So
these
are
really
robust
data
measures
and
dependable
accessible,
and
I
think
the
next
one
is
actually
comparable
to
other
counties
and
states
and
the
country.
So
you
can
really
use
these
population
outcomes
to
say
how
well
are
we
doing
compared
to
the
state
of
new
mexico
or
the
united
states,
and
it
also
helps
I
population
outcomes
also
help
identify
these
emerging
trends
or
priorities.
I
So
a
great
example
of
that
would
be
the
overdoses
related
to
opioid
use
that
kind
of
all
the
sun
started
increasing,
and
so
that's
an
area
where,
if
you're
looking
at
these
population
outcomes,
you
can
say
well
that
was
a
huge
jump
and
that's
an
area
we
need
to
focus
on
in
our
community
or
nationally
challenges.
So
there
are
some
challenges
with
the
population
outcomes.
I
Sometimes
the
data
are
several
years
behind
and
actually
that's
not
sometimes
they
tend
to
be
always
a
couple
of
years
behind,
because
there's
such
huge
data
sets
that
take
such
a
long
time
to
do
the
data
analyses
and
make
sure
that
they're
really
those
robust
validated
numbers.
So
right
now
we're
looking
at
2017-2018
data
and
it's
not
necessarily
reflecting
what's
happening
today
in
our
communities.
I
Another
challenge
is
that
data
can
be
reported
usually
at
the
county
level,
but
not
at
the
city
level
level.
So
it's
harder
to
find
city
level
information,
the
county
for
our
county
and
city,
overlap
enough
that
it's
pretty
substantial
around
our
city,
but
that
can
vary,
and
then
it
can
take
years
of
implementation
or
before
you
can
really
see
that
turn
in
the
curve
of
the
data
that
we
were
talking
about
before.
I
So
that
can
be
a
big
challenge
as
well,
because
you
don't
necessarily
see
those
changes
in
the
population
outcomes
for
sometimes
five
or
more
years,
and
then
another
challenge
is
that
there's
pre-set
survey
questions
or
in
the
indicators
which
makes
it
difficult
if
we
as
a
community,
really
want
to
focus
in
on
a
specific
indicator
piece
of
information
in
our
county.
I
G
I
think
another
I
mean,
as
julie
julie
might
be
coming
in,
but
another
important
thing
about
the
planning
process
that
the
city
really
paid
attention
to
what
those
other
community
partners
and
funders
were
prioritizing
and
trying
to
align
with
that.
So
we
could
have
a
bigger
community
collective
impact
around
those
priority
areas.
H
Thank
you
natalie.
I
was
actually
just
gonna
say
that
part
of
the
commission.
The
commission's
makeup,
is
other
community
partners,
folks
from
christus.
You
know
folks
from
and
quorum
because
we
want
to
make
sure
that
when
we're
collecting
data
and
trying
to
make
impact
in
the
community
that
we're
also
on
you
know
the
same
plane
or
level
as
other
funders
in
the
community.
I
And
there's
a
number
of
data
sources
that
are
used
during
the
strategic
planning
process
as
well,
including
like
the
community,
needs
assessments
that
are
done
in
as
well
as
stories
specifically
from
our
agencies,
and
I
think
that
that's
really
beneficial
and
it
kind
of
helps
bridge
that
gap
of
that
challenge.
We're
talking
about
where
we
don't
have
the
real-time
data
of
what's
going
on.
But
some
of
our
agencies
can
tell
us
different
spikes
that
they're
seeing
in
their
populations
that
they
serve.
H
Yeah-
and
I
think
we
saw
that
a
lot
this
year-
we
actually
know
it
was
last
year
around
our
homeless
youth.
We
have
very
minimal
data
on
what
happens
with
homeless
youth
in
our
community
because
they
generally
are
not
available
to
do
a
needs
assessment
or
be
available
to
do
the
youth
risk
and
resiliency
survey
because
they're
not
in
school,
and
so
we
heard
a
lot
of
anecdotal
information
from
community
partners.
G
Yeah-
and
I
think
this
is
just
kind
of
building
on
that
process-
of
identifying
key
priority
areas
that
we
want
to
address
and
unify
around,
and
so
then,
once
that's
identified,
then
the
city
really
selected
agencies
that
could
demonstrate
they
were
going
to
work
towards
these
priority
areas.
G
And
I
guess
julie
mentioned
a
couple
of
examples
of
the
homeless
youth
projects,
and
so
that's
another
reason
why
identifying
specific
performance
measures
for
the
agencies
is
so
important
because,
while
they're
still
working
towards
youth
works
and
youth
shelters,
they're
still
working
with
a
similar
end
goal,
but
their
projects
are
so
very
different.
G
So
I'll
do
this
really
really
briefly
but
sort
of
the
process
that
we
went
through
with
the
agencies
to
identify
their
performance
measures?
We
did
a
lot
of
work
ahead
of
time
to
get
to
know
the
agencies
what
their
goals
are
and
what
they're
working
on
we
met
with
the
agencies
already
with
potential
performance
measures
drafted
and
then
talked
with
them
about
how
each
of
those
would
be
collected,
and
if
it
was
too
difficult,
we
threw
it
out.
We
really
wanted
to
rely
on
ease
of
an
accessibility
of
the
data.
G
We
provided
a
mini
training
on
results-based
accountability
and
evaluation.
Since
a
lot
of
the
agencies
aren't
familiar
with
it
and
over
time,
we
really,
you
know,
revise
the
performance
measures.
The
follow-up
could
vary
from
you
know,
providing
them
with
a
draft
survey
for
their
participants
or
a
spreadsheet,
or
you
know
some
sort
of
data
system
for
them
to
collect
their
own
measures.
G
And
then
we
developed
a
uniform
template
that
all
of
the
grantees
use
and
we
pre-filled
it
with
each
agency's
unique
performance
measure.
So
when
they
received
it
they
it
was
something
that
they
were
familiar
with
and
they
didn't
have
to
spend
too
much
time
going
back
to
their
notes
and
looking
at
what
they
had
decided.
G
I
Yeah,
so
some
of
these
intermediate
outcomes
are
actually
specific
performance
measures
for
the
agencies,
and
so
one
that
we
could
highlight
is
the
sky
center
they
served.
This
was
in
fiscal
year
2019,
and
this
year
they
also
met
the
same
goal.
I
I
think
they
might
have
gone
reached
more
people
this
year,
actually
with
covid
and
served
over
400
students
and
about
87-
and
this
was
again
true
for
this
year,
who
were
admitted
into
the
emergency
room
for
self-injury-
did
not
return
to
the
emergency
room
after
being
connected
with
sky
center
and
64
decreased,
suicidal
ideation
and
depression
through
their
services
at
the
sky
center.
So
that's
just
a
place
where
you
can
really
see
the
impact
that
tracking
the
data
has
and
what
the
results
are
from
doing.
I
The
results-based
accountability
approach
with
these
agencies-
and
these
are
just
examples
there's
so
many
we
could
share
with
you.
G
G
Here
are
a
few
others,
and
you
know
also
during
covet.
Our
homelessness
services
had
to
just
think
on
their
feet
so
quickly
and
shift
the
way
they
did
things
and
kudos
to
the
city
as
well.
Thank
you
so
much
for
that
huge
support
in
finding
housing
with
the
midtown
campus
and
everything
else.
I
know
that
people
worked
behind
the
scenes
to
get
hotels
to
house
people,
so
there's
just
a
lot
of
incredible
work
being
done
in
the
communities.
I
Definitely
and
same
thing
with
food
access
during
covet-
and
I
think
this
is
a
the
food
depot-
is
such
a
great
example.
So
last
year
they
had
distributed
2.2
million
pounds
of
food
over
the
year,
and
this
is
just
where
you
could
see
the
real-time
data
in
in
quarter
three,
which
was
when
covet
hit.
They
distributed
2.6
million
pounds
of
food,
so
just
in
quarter
three,
they
did
more
food
distribution
than
they
did
the
previous
year
and
in
quarter
over
the
entire
year.
I
A
G
I
Know
everything
is
obviously
not
the
priority
to
collect
data
when
you're
doing
these
kind
of
need.
Services
that
are
immediate
starting
to
you
know,
do
customer
follow-ups
and
follow
and
track
certain
things
just
fall
off
immediately,
because
the
priority
is
that
stabilization
and
then
the
innovations,
the
coveted
adaptations,
as
we've
been
calling
them
have
been
so
extraordinarily
extraordinary
and
we
won't
get
into
that
too
much
either.
I
G
These
are
a
couple
of
the
principles
we
really
focus
on,
what's
already
working
in
an
agency
and
find
what
their
gifts
and
talents
are
and
and
try
to
strengthen
those
and
build
on
those
remembering
that
we
live
in
a
complex
and
ever
changing
ecosystem
and
environment
and
so
being
flexible,
with
emerging
trends
being
adaptable
when
things
don't
work
out
with
an
agency
figuring
out
how
to
meet
their
needs,
remembering
that
they
often
lack
time
resources
and
expertise
and
have
very
small
teams
and
are
trying
to
do
so.
Many
things
within
their
agency.
G
G
The
girls
were
exhibiting
higher
risk
than
the
boys,
often
time,
and
so
you
know
trying
to
work
through
that
with
them
and
what
that
looks
like
what
that
means,
how
they
could
adjust
their
programming
and
the
last
one
is
really
a
streamline
system
so
that
everybody
is
using
the
same
framework.
They
understand
why
they're
collecting
the
data
they're
collecting
and
how
they
can
use
it
to
inform
their
programming
is
really
critical.
I
Their
measures
that
they
collected
before
we
started
working
with
them
were
great,
but
when
we
started
helping
them
define
what
they
wanted
to
do
with
the
data
they
were
collecting.
I
They
had
this,
like
light
bulb
moment
of
how
useful
the
data
was
for
them
and
that
it
really
they
started
to
care
about,
collecting
it
in
a
different
way,
because
it
informs
their
programming
and
it
informed
what
they
were
doing
for
their
students
and
that's
the
kind
of
importance
of
providing
that
education
and
support
around
using
a
framework
like
results-based
accountability,
to
help
the
agencies
understand
why
it
feeds
into
their
ultimate
goal.
That
part,
I
feel
like
it's
just
so
crucial.
G
Yeah,
so
that's
what
we
had
put
together.
I
know
we
blew
through
it
really
quickly,
but
I
know
we
have
limited
time.
So
thank
you
so
much
and
if
anyone
has
any
questions
or
we
can
take
them
now
or
you
can
field
them
through
julie
or
contact
us
directly
at
any
time.
A
A
Great
counselor
rivera,
you
have
your
hand.
D
Thank
you.
Thank
you
for
the
presentation
natalie.
Can
you
go
back
to
the
slide
that
you
had
that
had
a
la
familia?
I
think
at
the
at
the
top
of
it.
Yes,.
G
We
so
the
overall
priority
areas
are
identified
by
the
city
through
their
strategic
planning
process,
and
then
we
work
with
ariana
and
I
work
directly
with
la
familia
to
finalize
those
measures.
So
it's
definitely
a
team
effort.
D
And
how
easy
is
it
to
change
the
measurements.
G
We
change
them
very
frequently
with
agencies
throughout
the
year,
actually.
D
And
this
one
just
caught
my
eye,
because
I
think
there
have
been
some
recent
studies
that
show
that
a1c
isn't
a
real
good
indicator
of
if
you're
going
to
get
diabetes
or
not.
So
are
we
able
to
really
look
at
what
we
wanna
measure,
which
is
less
diabetes,
or
do
we
want
to
measure
the
a1c
so
not
sure
how
the
whole
group
comes
together
to
decide
what
it
is
we're
trying
to
measure,
but
just
something
that
caught
my
eye.
G
Yeah,
that's
a
really
good
point.
They
are
specifically
working
with
people
who
do
have
diabetes
and
so
they're
trying
to
bring
them
back
in
into
control
of
their
diabetes.
D
So
these
are,
these
are
specifically
patients
that
are
already
either
type
1
or
type
2
diabetics,
correct,
okay,
that
wasn't
clear.
I
thought
it
was
just
general
patients
trying
to
keep
their
a1c
under
eight
and
again
realizing
that
a1c
is
not
a
real
good
indicator.
So
thank
you
for
clearing
that
up,
appreciate
it,
and
just
just
you
know
wondering
how
easy
or
difficult
it
was
to
to
change
the
outcomes.
F
Madame
chair
counselor,
I
just
wanted
to
add
that
you
know
the
human
services
committee,
which
is
actually
the
committee
that
oversees
the
the
la
familia
con.
You
know
contract
award,
and
this
is
true
of
the
children,
youth
commission
as
well.
Those
are
made
up
of
community
experts,
julie
mentioned.
You
know,
community
partners
like
members
of
the
hospital
staff,
but
we
also
have
community
experts,
doctors.
We
have
an
doctor
now
from
the
indian
health
service
who
sits
on
that
committee
as
well
as
a
former
member
of
the
department
of
health.
F
So
a
lot
of
what
happens
is
that
you
know
we
have
really
good
experts.
Looking
at
some
of
these
measures
and
asking
great
questions
like
you
just
asked
around
the
measures
and
then
they
are
flexible
because
of
that.
So
that's
one
of
the
strengths
of
having
those
citizen
committees
helping
form
the
strategic
strategic
plan,
yeah.
D
Yeah
so
natalie
cleared
it
up,
and
you
know
if
you're
measuring
patients
that
are
already
diabetics
and
trying
to
keep
their
a1c
under
8
that
may
be
different
than
using
a1c
as
a
measurement
of
whether
you're
at
risk
for
diabetes
or
not.
So,
if
that's
what
we're
doing,
then
it's
probably
probably
reliable
and
probably
a
good
outcome
to
measure
so
yeah.
I
just
wanted
to
bring
it
up
thanks.
A
I
muted
counselor,
via
real
your
hand,
was
up
next.
E
That
would
help.
I
just
wanted
to
thank
you,
ladies
for
your
presentation
and
good,
to
see
you
on
the
screen
and
see
where
we've
been
heading.
Since
this
discussion
about
implementing
evaluation
measures
had
been
a
discussion,
and
it's
great
to
see
that
it's
now
in
reality,
and
I
know
how
much
work
it
is
to
do
evaluations
in
my
own
job
with
the
nonprofit
sector.
E
We
just
went
through
an
evaluation
process
this
year
and
it
was
very
helpful
to
kind
of
dissect
where
we
need
to
go
and
what
kind
of
things
that
our
programmatic
work,
especially.
So
thank
you
for
that.
I
just
had
a
couple
questions
well
some
comments
and
then
questions.
I
think
the
fact
that
you
all
can
come
combined
the
quantitative
data
as
well
as
the
qualitative
data,
is
extremely
important
because
numbers,
don't
always
tell
you
the
full
story,
and
so
I
think
that
has
been
helpful
at
least
from
seeing
your
presentation.
G
Yeah,
absolutely
our
probably
our
favorite
question
are,
is
about
success
stories
on
the
report,
template
and
ariana,
and
I
both
usually
end
up
crying
when
we're
reviewing
the
reports,
because
it's
just
the
direct
impact
on
and
betterment
on
people's
lives
is
just
every
quarter
is
amazing.
G
So
that's
one
thing
that
we
definitely
highlight
when
we
report
back
to
the
commissions
some
of
those
key
success
stories.
Some
of
the
partnerships
are
also
really
great.
There
was
a
just
really
cool
partnership
that
happened
this
spring
between
the
youth
works,
culinary
program
and
kitchen
angels.
You
know,
and
so
these
agencies
are
figuring
out,
how
to
support
each
other
there's.
We
definitely
rely
on
the
qualitative
data.
I
I
Working
with
some
of
the
people
who
are
homeless
at
the
interfaith
shelter
and
the
percentage
of
people
who
do
end
up
in
long-term
treatment
is
so
small,
but
that
open-ended
section
is
such
an
important
part
for
them,
because
they
can
talk
about
those
challenges
of
getting
that
population
into
long-term
services,
which
is
totally
different
if
you
were
comparing
say
sky
center
since
we're
on
this
slide
again,
their
ability
to
keep
people
in
the
long-term
treatment
and
stay
connected
with
their
services
is
huge.
I
They're
able
to
do
that
because
there's
resources
available
to
the
clients
that
they
serve,
but
the
people
who
are
homeless
have
a
totally
different
level
of
challenges.
So
those
open-ended
questions
of
progress
and
lessons,
learned
or
or
feedback
on
what
they're
seeing
in
their
numbers
is
so
key
for
us.
E
G
Yeah
I
mean
we
haven't,
talked
in
a
great
deal
with
the
agencies.
I
know
that
they
use
it
for
especially
for
grant
writing
and
that
type
of
thing,
but
I
don't
know,
I
can't
think
of
a
specific
example.
That's
come
up,
it
was
definitely
on
people's
radar.
You
know
this
this
spring
and
summer.
I
All
of
our
agencies
definitely
understand
why
the
census
is
so
important,
though,
and
a
lot
of
the
agencies
actually
were
doing
like
extra
recruiting
and
support
for
their
clients
to
complete
it
yeah.
I'm
not
sure
if
that
answered.
E
Your
question
yes
yeah.
I
was
just
curious
if
the
urgency
to
make
that
to
make
sure
their
clients
are
supporting
it
and
filling
out
the
census
and
that
they're
doing
that
push.
I
know
that
you're
not
in
that
level
granular
level
of
detail,
but
the
fact
is,
it
also
influences
and
supports
their
work
and
the
needs.
So
I
just
yeah,
I
guess
I'm
hoping
that
people,
the
the
agencies
we're
serving
are
also
feeling
the
the
urgency
for
that.
E
I
think
the
other
question
they
had
is
just
I
know
we're
looking
at
organizations
that
are
providing
direct
service
for
the
most
part,
and
I
was
just
curious
if
in
the
evaluations
or
the
processes
that
you
got
to
the
level
of
dissecting
community
issues
and
looking
at
or
getting
into
root,
causes
and
really
digging
into
like
systemic
inequities
versus
just
the
reactionary
things
too
like
this
will
happen,
I
mean
if
this
happens.
This
is
the
outcome
instead
of
like
digging
deeper.
So
were
you
all
able
to
take
kind
of
that
level
of?
G
Yeah
definitely-
and
I
think
the
commission's
really
thought
about
that
as
well
when
they
were
identifying
those
priority
areas
like
looking
at
what
who
in
our
community
is
really
the
most
vulnerable
who
is
experiencing
the
most
disparities,
and
that
has
been
really
folded
in
to
especially
the
human
services
commission,
with
the
social
determinants
of
health
screening
and
now
the
children
and
youth
are
going
to
be
also
participating
in
that.
So
really.
Looking
at
those
vulnerabilities,
I
think,
and
a
lot
of
the
agencies
have
it
in
their
own
mission.
G
You
know
to
address
those
root,
causes
and
again,
poverty
and
discrimination,
and
those
really
huge
issues
need
to
take
place
across
the
system
and
across
multiple
agencies,
and
so
they
kind
of
rely
on
each
other.
I
think
to
to
make
a
bigger
impact.
I
The
human
services
specifically
identified
equitable
society
as
one
of
their
priority
areas.
For
that
very
reason-
and
I
know
part
of
the
strategic
planning
this
year
for
the
cyc-
was
really
emphasized
around
equity
and
inclusion
and-
and
I
think
the
commissions
also
really
focus
on
funding
programs
that
support
our
most
in
need
in
our
community
as
well.
So
I
don't
know
if
kara
or
julie
want
to
add
to
that.
F
I
can't
see
her
so
I
did
want
to
add
madam
chair
and
councilwoman
vietrell
that
you
know
the
connect
project,
which
is
kind
of
has
become
kind
of
the
umbrella
strategy
for
both
the
human
services
commission
and
the
children
youth
commission,
although
it
relies
on
essentially
navigation
that
one-to-one
relationship
with
the
case
manager,
navigator
and
their
client,
we've
also
always
seen
it
as
having
a
goal
of
system
change,
both
in
terms
of
how
funding
flows
into
agencies
that
you
know
frankly
in
in
some
societies
are
not
non-profit,
you
know
they
just.
F
This
is
what
we
do.
So,
what?
How
can
we
hardwire
funding
to
these
agencies,
with
our
small
incentive
funding
at
the
city
and
now
the
county
to
say
to
the
state
to
say
to
the
federal
government?
This
is
this
is
a
safety
net.
This
is
a
network
intended
to.
You
know,
improve
the
quality
of
life,
not
only
for
the
most
vulnerable
people,
but
for
the
entire
community,
because
there
are
ripple
effects
when
the
most
vulnerable
people
aren't
taken
care
of.
G
F
One
of
the
things
that
we've
done
in
the
connect
project
is
have
you
know,
monthly
navigator
meetings
in
which
navigators
you
know,
there's
only
so
much
a
person
can
do
on
an
individual
level
when
you
don't
have
enough
housing
units
or
when
you
know
the
funding
source
for
these
clients
is
capped
at
775
dollars
a
month,
and
we
have
we
live
in
the
you
know.
F
So
so
we
encourage
policy
discussions
around
what's
needed
that
come
from
clients
and
from
the
people
that
out
that
can
advocate
for
them,
they're
navigators
and
the
agencies
themselves,
because
we
ultimately
feel
like
that
needs.
You
know
we
need
to
go
upstream
in
terms
of
why
we
have
these
disparities
in
santa
fe
and
and
why
you
know
social
determinants
of
health
remain
some
of
the
strongest
indicators
of
a1c,
for
example,
that
that
we've
got
going.
F
And
I
I
know
we,
this
is
a
topic
we
could.
You
know
all
probably
enjoy
talking
about
for
a
long
time,
but
that's
my
point
that
although
these
these
agencies
are
doing
one-to-one
work
and
although
the
connect
project
is
supporting
the
one-to-one
relationship
and
supporting
the
relationship
between
the
funder,
the
city
and
the
agency,
we
ultimately
would
like
to
to
take
this
to
a
higher
level,
and
I
think
this
is
something
the
quality
of
life
committee
can
help
us
with.
F
As
you
hear
all
of
these
issues
and
and
think
you
know
wow,
what
is
a
policy
intervention
that
could
instantly
make
life
easier,
the
same
way
that
say
the
seat,
belt
law
saved
more
lives.
You
know
in
the
united
states
than
almost
any
other
public
health
intervention
ever
so
I
think
that's
an
interesting
and
really
helpful
question.
Thank
you.
Counselor.
E
Thank
you
yeah.
I
think
it's
a
lot
more
more
difficult
to
track
and
to
evaluate
that
side
it
just.
I
really
want
us
to
go
that
direction
even
more.
I
guess
more
directly
or
more
intentionally
and
the
other
one
was.
There
was
a
priority
areas
slide
that
listed
some
like
prenatal
care
and
then
you
quickly
went
through
it
and
I
didn't
get
to
see
what
were
the
other
points
listed,
yeah
that
one
okay,
prenatal
care,
school
readiness,
high
school,
graduation,
youth,
depression
and
youth
substance,
misuse.
Okay,.
E
A
Okay,
counselor
garcia
you're
next,
in
line.
C
Thank
you,
madam
chair.
Thank
you,
kara,
joel
julie,
ariana
and
natalie
for
the
presentation.
I
really
appreciate
it
and
learning
more
about
the
implementation
and
evaluation
and
the
performance
measure
framework
that's
being
set
up.
You
know.
I
think
it
really
helps
to
make
data-driven
decisions
which
you
know,
helps
to
assess
and
helps
just
to
make
them
work.
Stronger.
C
It'll
also
help
to
lead
to
make
a
more
effective
and
efficient
department
and,
as
kira
said,
it
will
help
take
the
work
to
a
higher
level.
I
don't
have
any
questions.
I
just
want
to
thank
you
for
the
presentation
and
I
look
forward
to
seeing
the
great
work
that
is
conducted
and
reported
out
through
this
process,
but
but
thank
you
for
your
time
and
I
appreciate
the
presentation.
A
Thank
you,
councillor,
cassette
sanchez.
I
think
you
were
next
and
then
councillor
rivero.
Thank
you.
I'm
sorry.
J
Very
friendly
cat
this
evening
I
apologize.
Thank
you
so
much
for
the
presentation.
I
really
got
pretty
nerdily
excited
about
this
stuff,
so
I
really
appreciate
seeing
this
work
that's
going
on.
Would
we
be
able
to
receive
a
list
of
all
of
the
agencies,
the
indicators
that
we're
measuring?
You
know
just
for
my
own
interest
and
just
reading
into
that.
That
would
be
wonderful,
yep
great.
Thank
you.
I
had.
J
I
had
a
couple
questions
similar
to
counselor
veterielle's
questions
about
looking
at
prevention
measures,
so
kind
of
comparable.
You
know,
councilwoman
was
speaking
about
really
root
causes,
I'm
curious
if
any
of
our
programs
are
currently
looking
at
prevention
and
if
we
are
working
at
measuring
successful
prevention.
J
I
know,
as
ariana
mentioned,
those
can
be
complicated
because
they're
comp
they're
going
to
be
population
measures
and
they're
going
to
be
data's
two
years
behind,
and
then
we
don't
see
results
for
five
to
ten
years
so,
but
do
we
have
that
process
started
on
any
of
our
programs.
G
G
Having
a
teacher
someone
else
at
school
that
believes
you'll
be
a
success,
setting
goals
and
plans
for
the
future
planning
to
go
to
college
or
some
other
school,
so
they're
definitely
working
with
their
students
in
these
programs
to
build
those
buffers
and
it's
something
that
I'm
really
passionate
about
as
well.
So,
hopefully
we
can
do
more
work
on
that.
What
else
ariana.
I
I
know
that
there's
a
lot
going
on
with
the
homelessness
piece.
Navigators
are
really
working
toward
many
different
goals
around
that.
So
there
are
some
pieces
around
that
that
are
definitely
prevention,
oriented
as
well.
F
I
would
just
add
to
that
you
know
certainly
in
the
children,
youth
commission.
Almost
every
agency's
work
in
some
way
addresses
adverse
childhood
experiences
and
either
preventing
adverse
childhood
experiences
or
mitigating
you
know
them
once
they
happen.
Gerard's
house
comes
to
mind
and
you
know
all
the
work
to
do
with
children,
who've
experienced
grief
and
loss,
and
we
know
that
you
know
on
the
front
end
if
we
invest
in
prevention
of
adverse
childhood
experiences,
which
have
been
so
closely
linked
to
poor
health
outcomes,
terrible
behavioral
health
outcomes.
F
We
are
doing
really
strong
prevention
work
and
you
know
if
we
had
lots
of
resources
to
do
evaluation.
We
would
do
you
know
longitudinal,
cohort
studies
of
the
kids
that
start
out
getting
all
these
great
services
and
how
that
looks
at
the
you
know
at
when
they
are
adults-
and
you
know
we
know
from
national
studies
and
national
work,
that
that
is
the
really
important
work
of
prevention.
So
it's
powerful
that
the
city
has
committed
as
as
early
as
what
was
that
1987.
F
I've
never
heard.
Somebody
say
by
the
way
I'm
dating
myself.
I
was
born
in
1987
but
anyway,
so
sorry
focus
on.
So
from
that
time
the
city
and
the
governing
body
recognized
that
by
investing
in
the
youth
of
santa
fe,
we
were
going
to
be
investing
in
the
adults
of
santa
fe.
You
know
and
we've
done,
that
I
think
and
that's
that's
something
to
really
look
at
and
to
continue
to
invest
in.
In
my
opinion,.
J
Yeah
absolutely
thank
you.
I
definitely
definitely
would
agree
because
it
having
the
data
to
show,
for
it
makes
the
argument
20
years
down
the
road
that
that
we
need
to
continue
this
work.
So
that's
really
important
for
me
in
terms
of
planning
those
seeds
to
ensure
that
it
it
continues
past.
You
know
our
times
here
sitting
in
these
seats
and
the
you
know
the
individuals
that
are
doing
the
work
now,
so
I'm
glad
to
hear
that
there's
already
some
of
that
data
taking
place.
J
I
was
also
curious
about
you
know.
Some
of
our
agencies
do
have
similar
outcome
goals
and
are
we
able
to
really
compare
and
contrast
the
success
of
programs?
Are
we
essentially
measuring
the
same
indicators
across
programs
that
might
have
similar
goals.
I
The
answer
is
sort
of
yes,
and
no
because
there's
such
nuance
on
each
of
the
programs
really
at
this
point
and
natalie
can
jump
in.
I
don't
think
that
there's
any
do
programs
that
are
doing
exactly
the
same
kind
of
services.
I
At
this
moment
in
the
past,
we've
had
a
couple
programs
that
were
doing
that,
but
often
they're
grant
proposals
and
when
they
get
selected
for
funding,
is
because
they're
doing
slightly
different
things,
so
they
might
be
contributing
to
the
same
population
area,
but
their
program
measures
are
actually
slightly
different,
because
one
program
is
to
increase
skills
for
employment,
and
another
program
is
to
decrease
depression,
even
though
they're
both
contributing
toward
youth
wellness.
If
that
makes
sense.
J
Yeah-
and
I
guess
that
kind
of
brings
me
to
my
second
question,
which
is
or
third
question,
sorry
one
second
that
has
to
do
with
with
I'm
so
sorry,
my
husband's
knocking
on
the
door
and
I'm
telling
him
use
your
keys,
I'm
in
the
meeting.
J
It's
a
ruckus
household
right
now,
you
know
how
do
we
have
a
way
of
measuring
compounded
impacts
for
potentially
groups
that
are
serving
the
exact
same
individuals,
and
I
know
that
that's
really
hard
to
do,
and
so
I'm
not
sure
that
we
have
the
way
or
you
know,
is
that
part
of
connect.
But
if
we
have
somebody
that
is
in
two
different
programs
are
we
able
to
show
how
being
in
both
programs
might
impact
outcomes
as
opposed
to
one
or
the
other.
I
That's
such
a
great
question
and
I
think,
feeds
right
into
the
connect
program.
It's
something
that
the
city,
the
department
sorry
has
been
working
on
for
a
long
time
is
trying
to
figure
out
how
many
of
you
know
the
kiddos
are
overlapping
in
these
different
programs
and
what's
the
benefit,
and
so
the
united
system
that
the
city
is
using,
is
going
to
be
such
a
great
way
to
be
able
to
track
that,
and
hopefully
we'll
be
able
to
pull
some
really
interesting
data
from
being
in
multiple
programs
and
how
those
programs
coordinate
together.
G
J
Yeah,
I
definitely
understand
the
complexity
with
often
the
an
anonymity
piece,
but
I'm
happy
to
hear
that,
potentially
with
unite
us,
that
that
will
be
an
opportunity
that
we
can
look
at.
So
those
are
all
my
questions.
Thank
you.
Thank
you
all
so
much
for
this
work.
It's
really
so
important
and
I'm
very
excited
to
see
how
much
we
have
moved
in
this
direction
from
you
know
what
julie
sanchez
said
at
the
beginning
of
you
know.
J
Sometimes
things
feel
really
good,
but
they're
not
getting
us
the
outcomes
that
we
are
really
going
for,
and
so
our
ability
to
measure
that
is
so
incredibly
crucial
to
the
work
that
we
need.
We
know
needs
to
happen.
So
thank
you
all
for
your
efforts
and
for
your
presentation
this
evening.
Thank
you.
So
much.
D
Thank
you,
madam
chair,
so
I
think
we
all
read
in
the
paper
day
before
yesterday
and
today
I
think
about
a
young
boy
that
died
of
cancer.
D
He
came
from
a
sounds
like
an
immigrant
family
and
there
may
have
been
some
question
about
whether
they
realized
that
money
shouldn't
be
an
issue.
So
I
wanted
to
know
julie
if
we
had
any
of
these
programs
that
we
fund
or
if
there
are
any,
is
there
any
funding
available
to
really
educate
the
immigrant
community
that
there
are
programs
out
there
to
provide
funding
so
that
something
like
this?
Never.
H
D
H
So,
madam
chair
councilman
rivera,
so
we
do
fund
agencies
that
work
in
the
immigrant
community
and
they
do
do
a
lot
of
advocacy,
especially
around
knowing
their
rights
but
specifically
to
health.
Nothing
really
comes
to
mind,
it's
something
that
is
really
important
and
it's
something
that
we
should
focus
on.
So
thank
you
for
bringing
that
to
our
attention.
D
Yeah,
this
story
sounds
like
like
they
didn't,
have
the
income
available
and
decide
to
use
sort
of
herbs
and
other
medicinal
methods
for
trying
to
treat
which
clearly
didn't
work.
So
if
we
could
find
something
to
educate,
specifically,
the
immigrant
population,
which
is
a
lot
of
them,
are
in
my
district
that
may
help
again
just
with
education.
I
think
that
would
be
helpful.
I
F
That
as
well
and
had
similar
thoughts,
so
thanks
for
raising
that,
I
think
that
the
other
promising
avenue
here
is
that
stronger
relationships
with
the
schools
to
participate
in
the
connect
program,
so
that
you
know
school
employees
and
staff
that
see
and
work
with
kids
every
day
can
also
be
sources
of
referring
families
and
children
to
to
resources.
You
know,
as
a
former
indigent
program
manager,
the
county-
I
I
thought
well
dude.
Why
didn't
they
go
to
la
familia?
You
know
or
what
you
know.
Why
didn't
they
know
about
that?
F
I
mean
you're,
absolutely
right
that
I
think
you
know
and
actually
councilwoman
yadal's
question
about
the
census
brings
up
an
interesting
thing.
You
know
when
you
sign
up
for
for
benefits
at
income
support
division.
They
ask
you,
if
you're
registered,
to
vote-
and
I
think
we
can
build
in
some
of
those
sort
of
education,
slash
advocacy
questions
into
the
navigation
network.
D
Thanks,
you
know,
unfortunately,
with
this
administration,
the
trump
administration
has
put
some
additional
fears
into
our
immigrant
community
and
I
think
that
probably
played
a
part
into
it.
So
I
think
when
it
comes
to
health
and
life
and
safety
that
shouldn't
matter-
and
I
think
just
making
our
immigrant
community
aware
of
that-
I
think
is
really
important.
A
I
want
to
take
this
opportunity
again
because
we
have
the
quality
of
life
committee
and
we
have
this
ability
now
to
bring
some
of
this
work
to
the
surface
and
and
help
people
understand
the
inner
workings
of
how
the
city
interfaces
with
the
community
and
the
community's
need,
and
and
trying
to
make
an
impact
on
on
some
of
our
systemic
and
long-term
problems
that
really
do
affect
the
quality
of
life
of
of
people
in
the
community,
the
children,
youth
commission.
A
Could
you
talk
maybe
briefly
kira
about
how
that
structure
works?
How
often
they
meet?
You
all
mentioned
a
strategic
plan
and
maybe
kyra
it's
not
you.
Maybe
maybe
it's
julie,
whoever's
best
to
to
help
us
I'll
ask
julia
to
answer
that
because
she's
got
yeah.
So
sorry,
I
I
didn't
mean
to
misdirect
the
question,
but
just
give
us
a
little
bit
of
information
about
how
the
children
and
youth
commission
works
and,
and
maybe
the
strategic
plan.
A
How
often
that
plan
is
revised
and
what
its
purpose
is,
and
that
kind
of
thing
just
a
little
background
information.
A
little
foundational
information
yeah
so.
H
The
children,
youth
commission,
madam
chair,
is
roughly
about
10
to
13
members.
They
range
because
it's
the
merging
of
both
the
juvenile
justice
and
the
commission.
They
range
in
expertise
from
infant
issues
all
the
way
to
juvenile
justice.
H
The
strategic
plan
is
reviewed
every
year
and
it
it
depends
on
how
much
change
goes
into
what
the
new
strategic
plan
is.
Gonna
look
like.
So
if
there
are
ever
emerging
issues
in
the
community,
they
would
take
that
time
to
get
data
and
update
the
strategic
plan.
If
things
are
just
kind
of
you
know
stable,
and
these
are
the
data
points
that
the
commission
wants
to
continue
keeping
track.
Then
they'll
do
that
as
well.
H
A
really
interesting
point
is
the
commission
used
to
track
parcc
data
as
a
part
of
school
school
success
for
young
people,
and
so
they,
because
you
know,
as
you
know,
park
is
no
longer
a
part
of
school
testing.
H
That
was
a
revision
that
we
had
to
do
this
year
in
the
strategic
plan,
and
the
strategic
plan
really
is
what
is
going
to
be
driving
the
funding
decisions
of
the
commission
and
so
agencies
are
invited
to
come
to
a
talk
which
kieran
and
I
did
earlier
this
year
around
the
priorities
around
what
the
data
points
are
going
to
be
for
for
the
commission
and
then
kind
of
the
overall
strategy
which
we
talked
about
being
navigation.
H
So
all
the
agencies
have
an
opportunity
to
come
and
hear
us
speak
about
and
including
natalie
and
ariana
about
the
new
priorities
of
the
commission
and
then
there's
opening
for
questions.
So
we
tried
to
make
things
really
transparent
and
involved
with
the
agencies
as
much
as
we
can
before.
We
actually
release
funding,
so
that's
kind
of
the
general
process.
I
hope
that
answers
your
question.
A
Great,
mostly,
it
was
just
to
to
get
a
foundation
of
information
out
for
people
who
might
not
be
familiar
and
we
the
so
it
comes
to
the
council
and
it
because
of
the
whole
covid
piece.
It
has
not
come
to
the
council
this
year.
Is
that
correct,
correct?
So
usually
it
would
come
to
council.
A
Crisis
we've
been,
we've
been
a
little
preoccupied
with
other
things.
So
is
that
something
that
we'll
be
seeing,
I
don't
know
before
the
end
of
the
year,
or
will
we
wait
until
march
next
year,
so
we'll.
H
Absolutely
have
it
a
part
of
a
presentation,
probably
I
would
say,
mid-october
when
the
funding
recommendations
come
generally.
Our
process
is
that
we
we
have
the
strategic
plan
done
by
the
commission.
It's
voted
on.
We
present
it
to
the
public
in
case
there's
any
changes
or
anything
we
need
to
to
take
into
account
and
to
also
inform
public
and
agencies
about
the
new
direction
of
the
commission.
H
Once
we're
done
with
that
presentation,
we
bring
it
to
city
council
for
the
blessing
of
city
council
and
then,
after
that,
we'll
release
our
rfp
for
funding.
So
that's
been
our
general
process,
but
again,
with
everything
happening
with
covet,
we've
just
been
at
a
standstill
and
then,
of
course,
I
had
a
baby,
and
so
that
also
also
kind
of
pushed
things
back
a
little
bit
too
so
yeah.
Congratulations,
it's
good
to
see
you
and
welcome
back.
A
Thank
you,
yeah,
okay,
so
that's
helpful
and
I
guess
I
had
some
other
questions
for
for
the
folks
from
aspen
solutions.
I
think
I
think
this
is
where
they're
directed
kira
point
me
in
the
right
direction.
What
I
and
I
you
know
when
you're
doing
the
results,
basic
accountability
and
you're
trying
to
determine
the
universe
that
you're
dealing
with
you
know
we,
we
talked
a
little
bit
about
the
census
that
isn't
really
helping.
You
rely,
you're,
not
really
relying
on
census
data
I
mean.
Are
you?
A
G
So
perhaps,
madam
chair,
the
population
level
priorities
that
are
selected
are
archival.
Data
such
as
chronic
disease
rates,
depression,
drug
overdose,
suicide.
Those
kinds
of
things
are
are
what
tell
us?
What
are
those
needs
and
those
emerging
priorities
in
our
community
at
the
large
scale
level,
and
then
we
can
break
it
down
by
different
demographics
in
many
cases
to
see
which
groups
are
at
higher
risk,
and
we
also
get
that
information
from
our
community
providers
to
identify
how
to
meet.
You
know
those
most
at
risk
and
those
most
in
need.
A
At
your
question,
yeah
that's
helpful
and
I
guess
you
know-
and
you
talked
a
little
bit
about
you-
know-
sort
of
the
challenges
that
have
been
presented
as
a
result
of
the
pandemic
and
and
the
impact
that
it's
had
on
on
across
the
community.
In
many
different
areas-
and
I
guess
you
know
we're
hearing
sort
of
anecdotally
and
and
maybe
not
so
anecdotally-
the
stress
on
youth
and
increases
in
suicide
rates,
and
you
know
just
kind
of
distress
otherwise
and
just
curious.
A
G
Yeah,
I
mean,
I
think,
def
more
resources
are
needed
in
our
state
and
in
our
community
for
behavioral
health
for
sure,
but
the
agencies
that
we
that
the
city
is
funding
did
just
incredible
swift
work
to
make
their
services
available
virtually
to
provide
bilingual
services
for
sure.
G
I
think
the
other
thing
that
we
saw
is
agencies
figuring
out
how
to
meet
those
basic
needs.
Even
if
it's
not
falling
within
their
normal
scope,
they
figured
out
how
to
get
food
to
their
clients
or
refer
them
to
agencies
for
rental
assistance,
they're,
great
networkers
and
collaborators.
G
But
I'm
I
don't
know
what
else
you
know
to
say
about
the
behavioral
health
needs,
because
I
think
we
do
have
a
higher
need
than
we
have
available
resources
for
currently.
A
And
I
guess
you
know,
I
mean,
as
you
look
for
2021,
certainly
the
impact
the
pandemic
has
had
will
will
you
know
be
prevalent
on
the
mind
and
and
the
focus
as
the
strategic
plan
is
developed
or
tweaked
or
rewritten
for
2021.
F
Medicare,
if
I
could
add-
and
maybe
julie
can
elaborate-
we
have
two
things
come
to
mind
in
terms
of
the
ability
to
pivot.
You
know
to
and
respond
one
is
that
the
kinds
of
contracts
we
now
have
with
every
agency
are
our
deliverable
based
contracts
that
are
based
on
navigation,
and
so
that's
a
very
broadly
determined.
You
know
broadly
defined
term
that
gives
them
funding
to
help
people
in
the
way
that
they
normally
help
people
asking
them
to
do
so
within
a
somewhat
unified
framework.
But
it's
a
loose.
F
It's
a
loose
form.
It's
a
loose
enough
form
to
pivot
within.
I
think
you
know
we
don't
hold
them.
Rigidly
to
you
know
these
performance
measures
that
they're
sort
of
a
temperature
taking
or
a
weather
taking,
but
what
we're
asking
them
to
do
is
just
help
people
with
safety
net
services.
We
know
that's
what
you
want
to
do.
Here's
a
way
to
do
it
that
we
hope
is
flexible.
F
The
other
thing
is
that,
as
as
natalie
said,
you
know,
the
city
funds
which
are
you
know
close
to
you-
know
3
million
every
year
for
safety
net
services
are
not
enough
to
address
the
safety
net.
Services
needs
we're
not
the
only
funder.
Obviously
the
county
is
funding
heavily,
but
we
also
hope
to
do
this
in
a
way
that
attracts
funds
from
other
funders
from
foundations
from
states
so
that,
ultimately,
the
city
is
not
solely
responsible
for
the
connect
network,
for
example,
and
then
julie.
F
Do
you
want
to
talk
about
the
innovation
contracts
on
the
innovation
funding
which
do
allow
a
little
more
flexibility.
H
You
just
read
my
mind:
kyra,
I'm
only
back
for
a
few
weeks
and
we're
like
right
there.
So
one
of
the
things
that
the
commission
created
in
the
last
the
last
two
years
was
a
small
grand
innovation
fund
and
really
that
fund
is
made
available.
It's
made
available
to
every
non-profit
in
the
city
and
it's
it's
to
be
used
for
innovative
and
flexible
projects,
and
so
when
communities
see
needs
outside
of
what
you
know,
the
city
or
the
county
or
the
foundations
are
funding
them
for
they
can
apply
for
this.
H
A
really
good
example
is
youth,
shelters
had
a
need
for
grieving
groups
for
their
homeless,
youth,
and
so
gerard's
house
was
a
non-profit
that
applied
for
the
innovation
fund
to
start
doing
after-hours
small
grieving
groups
for
the
homeless,
youth
staying
at
the
emergency
shelter,
and
so
that's
a
way
that
a
non-profit
was
able
to
identify
a
need,
apply
for
a
small
amount
of
funding
and
then
be
able
to
fulfill
that
need
in
the
community.
H
The
innovation
fund
generally
goes
out
after
july
1st,
but
again
because
of
the
delays
in
cobed,
it's
something
that
hasn't
been
put
out
publicly,
but
the
funding
you
know
because
of
the
governing
body,
and
because
we're
able
to
keep
our
budget
stable
for
the
children
and
youth
commission
funding
we're
able
to
release
an
innovation
fund
this
year,
which
I'm
sure
will
be
a
lot
of
our
our
proposals
will
be
because
of
what's
happening
with
copa
and
how
programs
have
to
rethink
delivery
of
service,
and
so
I've
had
a
number
of
emails
from
folks
saying,
like
you
know,
we
completely
had
to
redo
our
our
service
delivery
model,
but
we
can't
pay
for
zoom
licenses.
H
Is
this
something
the
innovation
fund
could
cover?
Absolutely
we've
had
to
do
virtual
tutoring
and
our
foundational
grant
isn't
going
to
cover
that.
Will
the
innovation
fund
cover
this
absolutely
so
it
is
something
that
we
have
available
that
could
be
in
response.
H
A
Great,
that's
very
interesting
all
right
and
then
I
want
to
go
back
to
the
aspen
solutions.
People
again,
sorry,
I'm
hopping
around
a
little
bit.
You
talked
about
national
questions,
that
sort
of
guided
your
work
and
and
having
some
you
know
the
that
or
guiding
the
I
don't.
Can
you
go
back
to
that
slide?
Do
you
know
what
I'm
referring
to?
There
aren't
flexibility.
A
There
wasn't
flexibility
because
the
the
questions
are
developed
nationally
and
and
yeah
data,
and-
and
so
I
guess
I
just
want
to
confirm
so-
and
there's
no
ability
to
do
anything
to
capture
or
measure
locally.
G
A
A
Okay,
I
think
that
was
all
the
questions
I
have.
I
just
to
thank
you
all
for
being
here
tonight
for
spending
the
time
and
helping
us.
A
You
know
better
understand
all
the
work,
all
the
good
work.
That's
that's
going
on
at
the
city
level
to
help
address
the
needs
of
our
community,
and
I
think
this
is
really
important
and
julie.
Welcome,
back
and
glad
you're
here
and
yeah.
Just
thank
you.
F
Madam
chair
counselors
know
thank
you.
Thank
you
for
your
wonderful
questions
and
your
interest
in
the
work
and
again,
if
you
know
we
look
to
this
as
a
potential
model
for
how
we
all
at
the
city
define
quality
of
life
and
how
we
want
to
heal
towards
certain
goals.
F
I
just
hope
you
keep
keep
aspen
in
mind
as
a
great
resource
for
that
kind
of
thinking,
and
maybe
we
can
have
some
offline
conversations
as
well
as
how
we
can
continue
that,
and
up
and
sort
of
you
know
scale
it
up,
because
I
think
it's
really
helpful.
A
A
All
right,
I
don't
see
any
hands
up
matters
from
the
chair.
The
only
thing
I
have
is
to
tell
us
that
our
next
meeting
is
october,
7th-
and
thank
you
all
for
being
here
tonight
and
for
all
your
great
questions
and
we'll
see
you
tomorrow,
night.