We realised the first order of business was to realise that there wasn't just one international identity that was driving that process, but many. And they all had different strengths, needs and even agencies and organisations helping them. Those organizations operate at various velocities and commitments, without coordination or shared vision. By matching the international communities’ strengths and needs and mapping who currently is investing in addressing those needs, we can coordinate and address rational, city wide goals, identify where needs are not being met and address them on a community and private sector level rather than a bureaucratic one alone. This strategy will produce better outcomes as defined by data and key performance indicators and a data driven use of surveys and interviews.