Yes, the Hub and the COR; that's back to giving the framework to act local. I always use the analogy of a McDonald's in Canada and a McDonald's in Japan. With a franchise, basically everything is the same. The letters are the same, the cookware and the software are the same. The only thing that varies is the menu; the menu is what really gives communities the “act local”.
If you focus a structure that has multi-collaborative agencies all under one roof, and they all put in their resources and realize that they have to do business more collaboratively or differently, the cost savings from going once collaboratively versus literally 40 or 50 times individually is huge. More importantly, it gives better service to the client.
With Hub you have 24- to 72-hour solutions for things that come to the table. You don't form a committee, you don't push it under this person's phone, you don't worry about who pays for it; you go and find out what the issue is and you deal with it.
Those things that aren't solved in those 24 to 72 hours, things that basically overlap the brain trust or the brain piece, are the systemic issues, the things that maybe we have to push up or write a policy paper on for government to make decisions.
The policy paper isn't written by health, it isn't written by the police, and it isn't written by social services; it's written by all, with front-level, front-line people actually reviewing it before it comes up to you, so that you see a more comprehensive piece of work that looks at how it affects the individual and the community and not just how it affects policing.