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From YouTube: Transit Committee
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A
2022
from
3
30
to
5
30.
right
now,
I'd
like
to
go
ahead
and
call
a
roll
and
see
who
we
have
here
today.
A
A
D
A
E
A
I
was
going
to
go
ahead
and
see
who's,
who
was
here
from
staff.
Thank
you,
councilwoman
roman,
for
joining
us
here
today.
F
A
I
Harvey
this
is
kim.
I
was
just
gonna
remind
that
you
can
still
receive
all
the
presentations
today,
even
if
you
don't
have
a
quorum
and
if
you
do
eventually
have
a
quorum,
but
then
we
can
come
back
and
vote
on
things
like
approving
the
minutes.
E
A
A
So
we
won't
go
ahead
and
do
the
welcome
announcement.
For
today
the
transit
committee
is
a
volunteer
citizen
board
designed
to
offer
input
and
guidance
to
the
ashrae
transit
system
and
city
council.
We
do
not.
C
A
A
A
And
operations
wants
to
help
the
transit
system
for
asheville
and
its
right,
because
then
he
rides
the
n1
and
in
five
and
unless
staff
has
some
opposition
to
my
proposal,
I
make
a
recommendation
that
we
sent
is
mr
kenton's
applications
multimodal
for
further
review.
A
I
Since
you
can't
take
a
vote
yet
at
this
time
it
is
common
for
the
chair
of
a
committee
to
make
a
recommendation
to
the
boards
and
commissions
committee
and,
as
a
member
of
that
group,
I'm
happy
to
carry
forward
that
recommendation.
Unless
you
have
a
vote
later
in
this
meeting,.
A
A
A
Okay,
we
have
the
april
19th
agenda
for
review
and
approval.
May
I
have
a
motion
to
accept
our
minutes
for
today.
A
C
D
A
You
john,
can
I
get
a
second.
D
A
Okay,
so
how
you
vote
john
yay,
a
name.
A
A
D
A
A
A
D
A
D
E
I
This
is
kim.
I
just
wanted
to
offer
a
point
of
order.
I
know
this
is
a
bit
odd,
but
because
of
the
north
carolina
regulations
around
public
meetings,
any
abstention-
that's
not
approved
by
a
majority
of
the
board,
is
counted
as
a
yes.
So
if
you're
in
a
situation
where
you
may
be
in
the
situation
of
not
wanting
to
approve
minutes
in
a
meeting
that
you
weren't
in,
however,
if
you
choose
to
abstain,
it
will
be
counted
as
a
yes.
I
D
A
Okay,
okay,
john,
I
say
hi
sandy.
D
A
Any
public
comments,
so
I
don't
have
to
read
any
explanation
for
of
the
comment:
standard
opportunities.
C
A
K
This
is
sandy,
I
I
think
it
will
be
a
great
selection
because
he
has
transportation,
experience
and
engineering.
So
he's
great,
I
think,
he's
pretty
focused
and
I
think
he
would
be
a
great
added
member
of
our
team.
A
To
mr
kenton's
application.
A
The
chair
and
vice
chair,
I'll,
discuss
this
with
haley
and
there's
no
specific
way
to
do
it
mainly
what
we
did
was
in
the
past.
It
was
just
by
a
show
of
hands.
We
can't
we
can
see
each
other
now
on
the
virtual,
so
I'm
putting
my
beard
in
as
far
as
being
the
chair
as
far
as
vice
chair.
Would
anyone
want
to
be
elected,
as
vice
chair
or
chair
either?
One.
D
A
C
I
This
is
kim
another
point
of
order.
Here
is
typically
when
you
have
two
decisions
to
make,
you
would
have
two
motions
and
then
two
rounds
of
voting.
So
in
this
situation
you
have
harvey
himself
nominated
for
chair
that
that
willingness,
if
approved
by
this
committee,
would
require
a
motion
and
a
second
in
support.
A
Okay,
we'll
do
the
roll
call
john
house.
C
A
D
C
A
And
sandy.
A
Okay,
moving
on
down
the
line,
the
transit
committee
times,
I'm
gonna
turn
that
over
to
hailey.
F
F
The
only
one
who
said
it
didn't
work
or
didn't
know
on
here
that
it
works
was
bill.
Bill
d
also
looks
like
thursdays
at
the
same
time
works
for
everyone
and
then,
if
you
look
at
five
to
seven
on
tuesdays
and
thursdays,
it
looks
like
that
is
the
majority
of
people
can
make
that
time
as
well.
The
first
switches
and
builds
you
can
make
it,
and
though
of
this,
cannot
I
don't
know
if
you
all
want
to
discuss
this
further
and
if
anyone
wants
to
propose
moving.
F
I
As
your
liaison,
I
would
love
to
be
able
to
attend
these
meetings,
and
I
notice
that
you
have
first,
second,
third
and
fourth
weeks,
so
just
a
reminder
that
the
council
meetings
are
the
second
and
fourth
weeks.
So
if
I'm
able
to
attend,
live
I'll,
be
glad
to
do
that
and
that
would
limit
my
availability
to
the
first
and
third
week.
Additionally,
historically,
this
group
has
met
before
the
multimodal
transportation
commission.
I
So
typically
that
has
been
the
third
tuesday
of
the
month,
so
that
you
can
make
recommendations
that
are
timed
for
the
following
week
to
be
the
multimodal
transportation
commission.
That
way,
you
don't
have
multiple
weeks
or
even
sometimes
a
month
before
the
next
multimodal
meeting.
Just
as
a
heads
up,
that's
why
it
has
been
usually
on
the
third
week
of
the
month.
I
F
Point
I
also
think
that
there's
a
little
confusion
with
this
spreadsheet
that
we
use
in
most
people
just
only
about
the
first
week,
so.
E
D
D
D
F
Week,
three
at
five
to
seven
so
work
for
you.
It
does.
I
And
that
would
mean
that
it
looks
like
the
third
tuesday
from
five
to
seven
would
be
unanimous
participation
for
the
transit
committee
members
and
the
liaison.
I
Not
to
complicate
things,
and
yet
the
four
o'clock
wasn't
on
one
of
these
options.
I
So
I
wonder
if
it's
possible
that
you
might
if
this
group
were
to
choose
the
five
to
seven
right
now
and
then
circle
back
to
see
if
four
o'clock
is
an
option,
that
would
help
staff
not
to
be
here
so
late,
but
also
for
transit
committee
members.
If
that
still
works,
may
make
it
easier
for
folks
who
have
evening
commitments
with
family
or
work.
A
A
K
C
K
I'd
like
to
change
it,
because
the
later
time,
I
think,
is
better.
G
K
K
Ronnie
yeah
go
ahead
and
the
what
was
the
other
member
that
said
he
had
to
to
make
it
available
for
him
also
to
be
able
to
attend
just
try
to
make
it
as
easy
as
everyone
is
possible,
and
so,
like
ms
rony
was
saying
you
know
four
o'clock
long
break,
I
don't
know
if
you
can
ask
for
that
agenda
to
the
bridge.
F
Yeah
we
can
consider
that
as
an
option.
Another
thought
that
just
came
up
is
we
have
the
new
member
who's
recommending
to
be
approved
as
a
member
to
our
multimodal
commission.
So
I
guess
before
we
make
a
final
decision
today.
Maybe
I
can
reach
out
to
them
as
well
and
make
sure
that
both
of
these
times
would
work
for
them
for
four
o'clock.
D
F
A
F
The
need
of
five
on
tuesday,
the
current
time
or
five
to
seven
on
tuesday
evenings
and
then
there's
special
there's
discussion
around
also
offering
up
four
to
four
to
six
on
tuesdays
as
another
option.
A
A
Affordable
for
other
members,
it's
finally,
but,
like
you
said
you
was
gonna,
hold
it
out
for
you're
gonna,
put
it
back
on
the
agenda
for
next
month.
G
M
Hi
good
afternoon
everybody,
my
name
is
natalie
bailey
and
I
am
the
data
communications
specialist
here
at
the
office
of
data
and
performance
within
it.
Services
and
I'm
joined
today
by
my
supervisor.
The
management
of
the
office
of
data
and
performance,
which
we
call
odap
eric
jackson
and
we're
going
to
give
her
a
presentation
today
and
I'm
going
to
turn
it
over
to
eric.
While
I
get
situated.
C
B
So
eric
jackson,
I
managed
the
office
of
data
and
performance,
and
often
we
would
have
also
our
third.
C
B
Cameron
henshaw,
but
he
is
involved
in
another
meeting.
So
let
me
just
let
natalie
bring
up
the
presentation
and
I'll.
Let
you
leave
natalie.
M
All
right
can
everybody
see
the
the
intro.
I
can't
see
you
all
so,
yes,
okay,
all
right.
So
again
we
are
the
office
of
data
and
performance
and,
as
as
I
stated
earlier,
I
just
want
to
give
a
brief
overview
of
what
we'll
be
covering
today,
we'll
be
talking
about
the
work
that
odap
does
some
of
our
current
projects.
B
Okay,
so
this
this
is
the
mission
for
the
office.
If
you
go
to
the
webpage,
we're
under
the
it
department-
and
I
just
kind
of
want
to
emphasize
two
things
in
this-
and
the
first
is
that
word
empower
so
we're
we're
not
really
kind
of
a
service
organization
where
you
come,
and
we
do
all
your
data
work.
We're
really
here
to
enable
others
to
do
the
work
and,
of
course
the
work
itself
is
in
that
second
half.
B
We
want
to
make
sure
that
the
city
is
delivering
the
results
we
commit
to
and
ensuring
we're
doing
that
in
an
equitable
way
and
kind
of
communication
runs
through
all
of
that,
because,
as
we
identify
exactly
what
we're
trying
to
accomplish
figure
out,
how
we're
going
to
tell
whether
we're
accomplishing
it
and
then
kind
of
agree
on
all
of
that
that
actually
then
aids
our
ability
to
communicate
effectively
internally.
I
B
The
city,
as
well
as
with
the
community
going
to
the
next
slide,
and
so
that
that
mission
we've
translated
into
our
long-term
goals
and,
as
we
said
you
know,
our
mission
is
not
just
internal
and
you'll,
see
that
reflected
in
these
goals.
We
work
both
on
behalf
of
city
staff
and
the
community,
so
I
want
to
dig
a
little
bit
into
that.
The
the
three
kind
of
key
constituencies
that
we're
working
with
starting
from
the
bottom
part
of
our
work
is
very
internal.
B
You
know,
and
that
last
piece
applies
just
to
it:
staff
and
odot
staff,
we're
trying
to
maintain
the
systems
and
processes
that
make
sure
that
we
can.
You
know
we're
providing
the
data.
People
need
it's
accurate
up
to
date,
we're
thinking
through
issues
of
potentially
causing
harm
and
so
on.
B
Our
job
is
to
kind
of
help
them
and
we'll
talk
for
in
a
moment
about
kind
of
some
of
the
ways
that
we
do
that,
but
our
role
is
to
help
them
learn
how
to
use
data
to
inform
their
own
decision
making
and
communication
and
to
really
kind
of
focus.
All
the
time
on.
You
know
what
results
we're
actually
trying
to
achieve,
and
finally,
our
goal
is
to
make
a
difference
in
the
community's
ability
to
advocate
for
themselves
using
data
and
I'll
turn
that
part
over
to
natalie
yeah.
M
So
our
mission
is
really
public
service
that
is
community
center
yeah
and
by
using
data
to
improve
outcomes
in
the
areas
that
eric
referenced,
we
can
all
work
towards
an
improvement
in
the
quality
of
life
that
benefits
everyone,
that
we
don't
see
the
disparities
or
we
can
address
the
disparities
that
so
often,
unfortunately
come
with
with
where
you
live,
and
so
that
is
that's
our
goal.
M
So
how
does
odap
work
again?
I
am
the
the
data
communication
specialist
and
we
do
quite
a
bit
of
public
engagement.
This
is
a
form
of
public
engagement
reaching
out
to
you
all
with
our
road
show,
and
we
also
do
reporting,
and
so
the
reason
for
that
is.
We
want
to
develop
a
standard
way
to
report
to
the
public
that
is
grounded
in
data.
M
M
They
are
the
experts
in
the
areas
in
which
they
live,
and
when
we
engage
with
with
that
with
folks,
we
know
that
they
will
be
able
to
inform
our
work
and
provide
insight
in
a
manner
that
we
wouldn't
be
privy
to
if
we
didn't-
and
so
I
want
to
turn
it
over
to
eric
to
cover
the
next
three
bullet
points.
B
B
So,
for
example,
this
year
we've
been
working
with
budget
on
kind
of
data-driven
mechanisms
for
prioritizing
investments
in
capital
projects
and
just
building
a
rubric,
so
that
we
have
a
more
systematic
way
to
approach
that,
rather
than
trying
to
hope
that
everybody
will
use
data
will
it.
You
know,
remember.
I
B
It's
a
big
change
to
do
this
well,
and
so
a
lot
of
our
work
is
is
focused
on
helping
people
learn
how
to
do
that
differently.
That's
the
capacity
building,
so
we
run
classes
other
than
a
couple
of
months
in
the
summer
where
we
take
a
break,
we
typically
have
one
class
each
month,
either
on
data-driven
decision-making
data
equity,
communicating
with
data
we.
I
B
We
also
manage
an
internal
newsletter
that
comes
out
twice
a
month
and
a
discussion
channel
and
then
have
a
monthly
collaboration
group
that
meets
where
people
can
bring
challenges
around
data
and
performance
to
their
colleagues
from
other
departments
and
brainstorm
on
good
ways
to
solve
it
and
then
the
last
one
again
is
governance,
and
I
won't
talk
a
lot
about
that.
It's
it's
one
of
those
boring
things
that
is
also
really
foundational.
B
You
need
data
systems
that
give
you
up-to-date
data,
hopefully
without
anybody
having
to
do
anything
special
because
we're
all
really
busy
on
the
special
things
we'll
fall
by
the
wayside.
You
need
kind
of
processes
and
procedures
that
are
making
sure
that
your
data
is
complete
and
that
it's
accurate
that
you're
catching
errors
and
you
know
doing
good
quality
control.
B
And
then
you
also
need
to
think,
through
kind
of
good
governance
processes
to
make
sure
you're
protecting
both
against
malicious
actors,
which
is
a
big
deal,
whether
in
the
public
sector
or
commercial
sector.
These
days,
but
also
really
thinking
through
potential
for
accidental
harm
accidentally.
Putting
information
out
that
could
be
used
in
ways
that
are
that
are
hurtful
to
parts
of
our
community
go
ahead
at
the
next
slide.
B
So
some
of
the
things
that
we're
doing
here-
and
I
could
I
could
go
on
and
on
about
any
one
of
these-
and
I
will
spare
you
but
in
broad
categories-
we're
helping
collect
and
share
data
on
important
initiatives
so
for
the
reparations
process
we've
been
involved
in
helping
gather
baseline
data
and
sharing
that
with
the
with
the
project
team
that
will
be
working
with
the
reparations
commission.
B
We've
been
working
with
the
homeless
initiative
team
here
in
the
city,
you
may
have
seen
a
couple
months
ago
launched
a
new
point
in
time.
Count
dashboard
that'll
be
updated.
I
believe,
at
the
end
of
this
month,
with
the
latest
2022
count
and
we're
working
on
a
second
dashboard
to
focus
more
on
the
ongoing
performance
measures.
B
We
also
provide
data
support
for
city
operations
and
really
one
of
the
big
ones.
This
year
has
been
the
american
rescue
plan
act
in
the
first
half
of
that.
We
work
to
help
build
a
rubric
for
assessing
proposals
that
city
council
will
be
making
a
final
decision
on
in
the
near
future
and
we're
currently
working
on
building
a
solid
framework
for
performance
management
so
that,
as
the
money
goes
out
and
these
the
various
organizations
that
are
that
are
implementing
these.
I
C
B
We've
been
involved
in
the
budget
process
mentioned
that
we're
working
with
our
communications
and
public
engagement,
team
city,
manager's
office
and
planning
and
urban
design
to
start
building
out
more
consistent
reporting
on
progress
both
on
council
priorities,
but
also
longer
term
on
the
comprehensive
plan
already
talked
about
capacity
building,
training
and
so
on
and
governance,
and
obviously
we're
here
today.
We
believe
in
engaging
with
the
community
natalie.
You
want
to
talk
a
little
bit
more
about
that.
M
Right
so
we
became
became
fully
operational
actually
march
of
last
year,
and
that
is
when
our
community
engagement
program
began.
We
met
with
leaders
in
the
community,
neighborhood
leaders,
stakeholders,
community
advocates,
non-profit
leaders
and
the
like,
and-
and
we
asked
a
few
basic
questions
of
everyone
to
get
their
feedback
on
access
to
city
services
will
perceive
lack
of
access
to
city
services
and,
and
we
learned
a
great
deal.
We
also
learned
outside
of
those
the
scope
of
those
questions.
M
What
was
really
important
to
to
those
folks
and
a
lot
of
people
actually
mentioned
transit.
They
mentioned
transit
as
an
equity
issue.
M
They
mentioned
transit
as
a
driver
for
economic
development
and
those
those
conversations
were
really
enlightening
and
that
led
to
the
development
and
the
creation
of
this
road
show,
and
I
also
led
to
a
listening
session
that
we
held
with
kayla's
students
which
who
are
the
city
and
county
interns
that
come
and
work
with
the
city
with
city
government
in
the
summer
time
about
their
perceived
or
their
or
very
real
experiences
with
lack
of
access
to
city
services.
And
that
was
an
amazing
and
enlightening
conversation.
C
M
Which
we
were
listening
to
them
about,
but
also
just
just
about
a
myriad
of
issues
that
they
face
as
as
folks
who
live
here
in
asheville
as
as
well,
and
so
we
continue
this
engagement,
we
continue
the
road
show.
We
are
planning
community
trainings
for
the
second
half
of
calendar
year
2022..
M
I
can't
believe
we're
we're
approaching
the
second
half
of
the
year.
But
but
here
we
are
it's
readily
approaching
and
it's
a
commitment
that
we
have
made
as
an
office
to
continue
this
engagement,
because
while
numbers
are
important,
they
don't
tell
the
whole
story,
and
there
are
only
certain
aspects
and
information
you
can
receive
by
engaging
with
folks
and
getting
narrative
data.
B
So
it's
easy
to
talk
about
doing
data
driven
decision
making
using
data
to
make
you
know
to
track
how
we're
doing
et
cetera,
et
cetera,
et
cetera
in.
B
To
really
do
that,
you
need
a
structure
and
you
need
a
framework
for
kind
of
approaching
this
systematically
as
an
organization,
and
what
we've
done
is
adopted,
something
called
results-based
accountability,
it's
a
framework
that
is
pretty
broadly
adopted,
both
regionally
and
more
broadly,
nationally
and
statewide.
B
It's
also
the
the
foundation
for
the
racial
equity
toolkit
from
the
government
alliance
and
racial
equity,
which
is
how
I
discovered
it
in
the
first
place,
but
I
think
the
most
important
reason
we've
picked
it
is
that
it's
really
simple.
It
focuses
on
using
common
language
and
simple
concepts
and
just
really
grounding
in
a
set
of
basic
questions,
which
I
put
here.
There's
there's
a
full
rba,
which
is
seven
questions
slightly
more
complicated
than
this.
B
B
We
want
to
start
by
asking
who
we're
serving,
who
are
the
who
are
the
stakeholders
in
this,
both
the
ones
who
are
going
to
be
positively
impacted
and
those
who
are
negatively
impacted,
and
this
I
should
just
kind
of
point
out
that
this
is
a
natural
place
to
bring
in
equity.
B
They
they
align
really
well
and
then
to
clearly
identify
what
it
is.
We
mean
by
better
off
in
that
change.
What
are
we
trying
to
accomplish
for
the
community
we're
serving
the
customers
that
we're
serving,
and
then
how
do
we
tell
it's
great
to
say
we
want
to
make
the
world
a
better
place.
We
need
to
come
to
an
agreement
on
what
it
means
to
be
better
and
how
we're
going
to
measure
that
it
you
know
it
can
be.
B
You
know,
number
data,
it
can
be
narrative
data,
the
core,
the
the
key
is
that
we
have
to
come
to
agreement
about
how
we're
going
to
collectively,
monitor
this
and
be
able
to
tell
if
we're,
if
we're,
actually
completing
what
we.
I
B
As
with
any
performance
management
system,
you
need
to
start
by
establishing
a
baseline
one
of
the
things
I
like
about
rba,
which
is
typically
how
we
refer
to
results-based
accountability.
Is
we
go
a
little
bit
beyond
saying?
Where
are
we
now
and
we
look
at
the
trend
and
where
we
expect
things
to
go?
If
we
don't
change
anything,
and
so
by
identifying
where
we
think
where
we
think
things
are
going
to
go
where
that
curve
goes
in
the
future,
we
are
able
to
say
okay.
B
This
is
this
is
how
we
want
to
turn
that
curve
in
a
direction
that
leads
to
people
being
better
off
and
then,
in
that
context
we
decide
what
we're
going
to
do
next
define
the
strategies,
one
of
the
things
that's
really
powerful
about
any
sort
of
framework
like
this
is
by
starting
with
the
results,
starting
with
the
end
you're
trying
to
achieve
it's
actually
much
easier
to
come
to
find
some
common
ground.
B
Even
among
people
who
are
going
to
be
in
disagreement
about
strategies,
you
can
often
find
common
ground
around
the
results,
you're
trying
to
achieve
how
you're
going
to
measure
them,
and
then
you
can
do
something
simple
like
we'll:
try
the
cheaper,
easier
thing
first,
and
if
that
doesn't
work,
we
can
kind
of
move
on.
B
But
all
of
this
is
intended
to
be
a
cycle
where
we
know
the
first
thing:
we're
going
to
do,
may
not
work
or
may
not
work
as
well
as
we
hope,
and
so
we're
always
going
to
be
cycling
back
and
working
to
improve
as
we
go
so
ways
that
this
applies
to
you
all.
Obviously,
these
are
questions
that
are
useful
for
anybody.
Who's
trying
to
achieve
have
some
impact
in
the
world,
so
you
can
use
it
in
this
work
or
outside.
This
work,
really
encourage
you
to
ask
staff
these
questions.
B
You
know
what
is
it
you're
trying
to
achieve?
How
are
you
going
to
measure
it?
How
are
we
going
to
be
accountable
to
the
community
for
the
success
of
this
program,
so
use
this
as
part
of
the
framework
for
conversation
with
staff
and
then
wherever
possible,
use
them
in
your
own
communities,
because,
ideally,
we
would
love
to
see
over
time
that
we
start
to
build
some
shared
language
and
share
ways
of
thinking
about
the
performance
of
the
city
and
other
organizations.
B
B
So
that's
what
we
have
for
you
today
we'll
be
sharing
out
the
presentation
with
the
the
links
in
here.
We
have
a
quarterly
newsletter
that
goes
out
which
we
would
encourage
you
to
sign
up,
for
you
can
always
look
at
the
web
page
we've
got.
B
We
update
that
monthly
with
things
that
are
going
on,
and
then
you
can
also
find
out
quarterly
and
at
any
point,
just
welcome
you
reaching
out
with
questions
to
us
at
the
office.
To
me
personally,
however,
you
like
and
with
that
is
there
anything
else
we
wanted
to
do
before
we
open
up
for
questions
natalie.
B
It
has
not,
and
if,
if
that
is
something
you
would
you
all
would
be
interested
in,
we
would
be
delighted
to
run.
You
know.
Do
some
version
of
one
of
our
trainings.
E
A
Okay,
they
will
plan
anything
like
that.
It
will
come
through
them
jessica.
E
E
Maybe
let
me
be
more
explicit
with
my
question:
it's
not
really
the
training
and
how
rba
works.
It's
more
asking
these
questions
the
specific
to
transit.
What
does
make
for
success?
How
do
we
know
if
we're
doing
good?
What
are
the
performance
measures
we
want
to
improve
upon
those
kind
of
things?
Those
are
great
questions
and
not
I
don't
know
what
they
are.
I
don't
know
what
the
answers.
Those
questions
are.
I'd
like
to.
G
I
guess
data
points
that
we
collect
on
a
monthly
basis
that
are
included
in
your
agenda
every
month,
including
on-time
performance
and
miss
trips,
and
things
such
as
that
we
have
performance
measures
in
our
contract
that
speak
to
those
things,
but
there's
you
know
potentially
other
performance
measures
that
could
be
looked
into
depending
on
whether
or
not
the
data
is
actually
able
to
be
collected.
B
I
would
say:
transportation
and
transit
in
particular
to
jessica's
point
is
definitely
one
of
the
the
more
forward
is
further
along
this
path
than
most,
I
think,
partly
jessica.
I
think
you
you're
required
to
report
a
bunch
of
stuff
because
of
funding
to
federal
government
and
others.
So
there's
there's
tons.
D
B
Data
and
we've
had
conversations
with
jessica
and
the
department
on
kind
of
some
of
that
some
of
it
can
be
hard
to
collect,
but
a
lot
of
it
is
already
being
collected.
I
think
it's
always
worth
kind
of
coming
back
around
and
asking
the
question
are
we
are
we
clear
on
what
we're
trying
to
achieve
and
and
whether
we're
achieving
it?
B
There
may
well
be
additional
things
that
you
want
to
do,
and
these
questions
can
kind
of
elicit
that,
but
just
to
underscore
what
jessica
said
I
wish
more
departments
were
like
transit.
G
C
E
Yeah,
I
don't
want
to
belabor
the
point.
I
know
we
got
a
long
day,
but
I
do
I
would
like
to
know
how
do
we
know
what
good
looks
like,
because
it's
not
clear
to
me
what
good
is
in
terms
of
ridership
in
terms
of
you
know
how
full
buses
should
be?
How
frequent
should
our
movements
be
things
that
matter
to
the
person
that
needs
to
ride
the
bus?
I
don't
know
what
good's
supposed
to
look
like.
So
I
see
the
data,
but
I
don't
know
what
I
don't
know.
What
constitutes
a
home
run.
K
Is
it
okay?
If
I
speak,
this
is
sandy.
A
K
Okay,
so
I
have
a
comment
about
that,
because
I've
been
writing
transit
for
quite
a
few
years
and
ask
the
people,
that's
what
I
say:
ask
the
people,
because,
just
being
honest
in
past
transit
committee
meetings
that
I
have
attended,
the
data
presented
is
not
full
because
the
they'll
talk
about
writer
experiences.
You
know
when
something
happens
or
whatnot,
but
all
the
data
is
it
that
I've
been
at
the
meetings.
There's
not
full
data,
okay
and
I'm
going
to
make
it
a
point
to
talk
to
other
writers.
K
Customers
like
myself
and
really
get
down
to
problems
that
need
to
be
looked
at
and
in
the
accountability
of
rap
dev
and
maybe
even
somewhat
of
the
city
of
asheville
to
the
asheville
citizens
and
the
customers
of
the
city
of
asheville
bus
system.
A
Natalie
and
eric,
I
thank
you
for
your
presentation
and
it's
good
for
enhancing
and
empowering
the
community
and
the
city
of
asheville,
I'm
glad
y'all.
This
makes
the
second
presentation
that
I've
heard
from
from
y'all.
I
was
with
the
human
relations
commission
on
theirs
as
well,
but.
L
A
B
For
giving
up
some
of
your
valuable
time
and
again
we'll
share
through
through
your
staff,
liaison
we'll
share
the
presentation
with
you
all
and
do
feel
free
to
reach
out.
A
Moving
forward
the
we1
service
reduction:
well,
that's
that
barry
you
want
to
handle
that.
F
C
I
F
With
not
this
isn't
new
news,
but
struggling
with
driver
retention
and
driver
recruitment,
and
because
of
that
there
have
been
a
couple
of
different
effects,
but
one
of
the
consequences
of
that
is
that
it
leads
to
more
call
outs
or
mistrips
when
there
aren't
enough
drivers
to
run
all
their
routes.
F
So
in
order
to
address
that,
we
took
a
look
at
the
different
routes
and
the
number
and
potential
service
reductions
that
would
save
us
some
drivers
and
the
solution
that
we
have
implemented
is
the
reduction
of
service
on
the
we
one
route.
F
So
we've
probably
received
writer
alerts
about
this.
This
has
already
been
implemented
because
we
had
to
act
pretty
pretty
quickly
but
from
the
art
station
to
the
va
and
back.
F
I
personally
haven't
received
any
major
complaints.
We
are
monitoring
the
bus
load
to
make
sure
that
overcrowding
isn't
happening.
We
can
think
of
solutions.
If
that
does
begin,
an
issue
become
an
issue,
but
so
far
there
haven't
been
major
issues.
I
don't.
F
I
mean
we
don't
really
have
a
an
end
date
that
we
know
for
this
going
back
to
normal.
It
really
just
depends
on
attracting
new
new
drivers.
K
A
K
Am
since
I'm
finishing
the
semester
at
ap
tech
and
after
I
finish
my
professional
personal
trainer
test,
I
have
ideas
outside
the
box
to
attract
new
drivers
because
they
are
desperately
needed
and
I
know
they
are
out
there.
There
just
has
to
be
more
ads
and
more
places
because
some
people
do
like
to
work,
and
there
are
some
people
out
there
that
you
know
they're
great
with
people
they're
people
friendly
and
that's
what
we
need.
So
I'm
still
going
to
be
positive
about
this.
K
K
K
A
K
Just
so,
we
can
be
a
service
to
the
community
and
get
more
drivers,
because
I
think.
K
K
Because
no
one
knows
day
to
day,
what's
going
to
be
happening
with
gas
and
what
not
food
whatnot,
so
we
really
need
a
very,
very
viable
transportation,
transit
group.
You
know
that
is
thinking
about
this
on
a
daily
basis.
K
No
one
in
this
city
knows
if
they're
gonna
have
to
ride
the
bus
at
any
given
moment,
things
happen
and
they
should
be
able
to
ride
the
bus
without
any.
K
I
don't
know
why
torment
was
coming
to
my
brain,
but
it
is
from
any
of
the
drivers,
but
that's
for
another
meeting
and
even
I'll
send
emails
about
these
types
of
situations.
Because,
honestly,
I
and
I
am
an
advocate
for
many
many
customers.
They
trust
me
and
they
know
I'm
trying
to
help
so
yeah
we'll
keep
working
on
this.
A
J
So
if
these
positions
are
filled,
would
we
potentially
resume
service?
I
mean
what
what
was
the
process
to
to
resume
regular
service?
I
guess
if
those
positions
are
filled
like
is
it
automatic?
Is
it
something
that
you
have
to
look
at
and
seek
approval,
or
how
does
that
work.
G
We
wouldn't
have
to
seek
approval,
so
we're
just
we're
supposed
to
have
approximately
65
drivers
for
current
service
to
be
comfortable
in
staffing
level,
and
we
are
closer
to
51
52
right
now.
So
there's
a
lot
of
overtime,
that's
being
used,
there's
a
lot
of
having
to
pull
in
supervisors
and
dispatchers
to
actually
drive
routes,
and
it's
it's
been
this
way
for
quite
some
time,
and
it
has
reached
a
just
another
level
of
unsustainability.
G
So
what
this?
What
this
cut
does
is.
It
gives
us
four
drivers,
a
four
driver
buffer
if
you
will
to
place
those
drivers
into
gaps
in
service,
and
it
also
helps
to
relieve
some
of
the
overtime
and
allow
people
to.
I
don't
know,
take
a
vacation
or
something
so
we
have
a.
This
will
give
us
a
four
driver
buffer.
G
I
wouldn't
I
I
would
say
that
we
would
want
to
have
in
an
ideal
world
we
get
up
to
65,
which
is
where
we
should
be,
and
that
would
give
us
that
comfort
level
of
being
able
to
run
services
at
the
level
that
we're
supposed
to
and
have
comfortable
scheduling,
not
significant
over
time.
G
So
I
think
you
know
if
we
get
closer
to
60,
maybe
we
can
consider
bringing
it
back
online,
but
we
also
have
to
just
be
careful
that
we're
not
you
know,
starting
it
up
and
then
yanking
it
out
again.
We
want
to
be
at
a
safe
space
if
you
will
in
our
levels
of
staffing,
so
that
we're
not
going
back
and
forth
and
and
it's
that
predictability
that
we're
trying
to
create
for
everybody.
G
So
it's
not
a
super
easy
answer.
Sorry,
john
I'd
like
to
be
able
to
say,
like
a
specific
number
of
additional
staff.
G
J
I
did
follow
up
so
two
other
questions.
What
do
you,
how
are
we
advertising
to
get
new
drivers
currently
like?
What's
the
what
are
the
avenues
that
were
that
we're
using
and
then
the
other
question
is
what
are,
what
is
the
pay
for
the
bus
driver
in
actual
average
salary.
H
Sure
I
can
jump
in
on
that.
I
think
the
numbers
that
you
put
out
there
are
accurate
jessica,
we're
down
in
the
52
to
51
drivers
right
now,
which
is
you
know,
10
short
at
minimum,
to
do
the
service
that
we're
doing
so.
H
We
have
currently
three
people
in
training-
one,
I
believe
will
be
out
early
next
week
and
the
other
two
will
follow.
You
know
the
week
or
two
behind
that
we
have
a
another
trainee
that
is
scheduled
to
start
monday.
H
We
have
advertised
and
gone
to
training
people
to
get
a
cdl
where,
in
the
past,
up
until
four
months
ago,
most
of
people
were
able
to
attract
had
a
commercial
driver's
license.
The
vehicles
that
we
drive
require
a
cdl
and
we
have
geared
up
and
developed
training
programs
to
actually
get
them
certified
with.
C
H
Cdl
commercial
driver's
license,
there
are
several
things
that
we
have
worked
through.
Dmv
is
one
of
them
having
the
department
of
motor
vehicle.
You
know,
scheduling
and
testing,
doing
permit
tests
first
and
then
actually
testing
for
a
final
cdl
license.
So
we
start
drivers
we've
waived.
H
We
were
hiring
drivers
at
15,
an
hour
to
train
and
then
moved
them
to
a
starting
rate
of
1878.
Whereas
now
we're
at
we
trained
people
at
1878
and
yeah,
you
brought
up
that
sheet
there.
You
know
1878's
our
starting
wage,
that's
where
it
sits
right
now
and
that's
where
they
get
paid
in
training
as
well,
so
we
advertise
in
indeed
we
advertising
a
bunch
of
different
online
internet
service
internet
advertisements
for
drivers.
H
We
are
advertising
in
the
service
industry
for
people
who,
as
sandy
mentioned,
people
who
have
I've,
said
this
for
I've
been
at
this
a
long
time
and-
and
I
have
said
this
for
a
long
time-
it's
it's
easier
to
take.
Somebody
that's
been
working
at
the
shell
gas
station
dealing
with
people
for
the
last
six
months
and
teach
them
how
to
drive
a
bus,
give
them
a
cdl
than
it
is
to
take
someone.
H
That's
been
doing
over
the
road
for
the
last
10
years,
truck
driving
and
teach
them
how
to
deal
with
people
and,
as
we
all
know,
dealing
with
people
is
a
huge
part
of
our
business.
So
it's
a
it's
a
big
part
of
the
business
and
we
find
that
I
haven't
hired
anybody
with
a
cdl
in
the
last
10
hires.
All
of
them
have
been
people
who
are
coming
into
the
industry
and
with
a
commercial
driver's
license.
I
think
I
caught
all
your
questions
joan.
J
A
Yes,
barry.
I
was
on
that
same
subject
as
well
as
far
as
the
advertising,
for
you
know,.
A
Buses
there's
tv
advertisement
and
though
other
things
that
I
mean
well,
I've
heard
there
might
be
a
problem
with
it
does.
C
A
Thousand
dollar
signing
on
bonus
leave
you
with
disgruntled
employees
as.
H
You
know
over
the
years
you're
gonna
have
different
avenues
to
attract
new
hires
we
haven't
had
anybody.
That's
really
expressed
a
complete
dis
with
the
fact
that
we've
had
to
go
to
that
to
have
new
liars
we've
been
offering
that
two
thousand
dollar
bonus
for
well
over
a
year
now,
and
they
get
a
thousand
of
that
a
week
after
they
go
into
revenue
and
another
thousand
six
months
in.
We
also
have
a
referral
bonus
for
the
current
employees
that
can
earn
a
bonus.
H
I
believe
it's
500
the
same
time
that
new
hire
gets
a
thousand
dollar
bonus.
If
someone
referred,
somebody
they'll
get
five
hundred
dollars
after
the
first
week
of
revenue
and
then
six
months
later,
another
500..
So
we
tried
to
make
it
attractive
for
referrals
as
well
to
for
the
current
employees
if
they
have
somebody
that
you
know
is
interested
in
getting
a
cdl
and
or
has
a
cdl
doing,
truck
driving
that
wants
to
drive
for
us.
A
And
the
next
question
I
have
is
as
far
as
when
you're
training
somebody.
A
And
I'm
quite
sure,
the
bus,
permanent.
C
A
H
Well,
it's
been
an
amount,
that's
in
their
contract.
It
was
negotiated
with
the
union
and
it's
part
of
our
contract
with
the
employees.
It's
been,
it's
been
that
amount
for
a
number
of
years.
I've
been
here
three.
Now
it's
been
that
amount
since
I
started.
E
Thanks,
I'm
just
wondering:
are
there
other
ways
to
get
drivers
other
than
hire
them
are
contract
workers
available.
I
mean,
if
you
you,
basically
what
you're
doing
is
you're
stretching
the
current
resources
by
overtime
right,
so
you're
you're
time
and
a
halfing
on
top
of
23
bucks.
So
that's
pretty
expensive.
E
What
other
options
have
you
done,
because
this
seems
pretty
precarious?
I
mean
you've,
basically
taken
a
route
and
you've
you've
taken
its
its
capacity,
dropped
it
by
50
percent,
and
I
can't
I
can't
help
but
believe
that
there's
a
lot
of
people
out
there
getting
stranded
without
service.
So
are
there
any
other
options
other
than
hiring
more
drivers?
E
G
No
there's
not
listen.
We.
This
is
the
last
thing
we
want
to
do.
This
is
the
every
every
agency
across
the
country
is
struggling
with
the
same
thing.
Many
are
cutting
service.
The
driver
shortage,
cdl
driver
shortage
has
been
going
on
for
years
before
co-bed
and
it's
it's
not
a
problem.
That's
going
to
easily
go
away,
we're
we're
looking
at
potential
budget
options
for
potential
wages
increase.
G
But,
to
be
frank,
I
don't
know
that
the
city
can
can
afford
it
right
now,
but
that
will
be
part
of
the
budget
conversation
coming
up
soon,
the
so
the
city
contracts,
the
service
to
ritp,
dave
and
they're,
the
ones
that
hire
hire
the
the
drivers
and
mechanics
and
everybody,
and
they
do
have
some
temporary
staffing
that
they
use
for
some
roles
but
driving
a
bus
is
you
gotta
have
a
cdl.
You
have
to
have
a
passenger
endorsement,
it's
a
much
more
complicated
situation
and
there's
a
shortage
nationally
of
cdl
drivers.
G
E
G
You
know
I
maybe
so
I
don't
disagree
with
you
so
this
route
that
we
chose,
it's
not
a
totally
fifty
percent
cut,
it's
it's
half
of
the
route
cut
in
half
in
frequency
and
then
there's
there's
redund
not
redundant,
but
there's
parallel
service
through
some
other
routes.
This
was
the
route
we
chose
because
we
felt
it
would
have
the
least
impact,
and
it
certainly
anything
we
cut,
has
an
impact.
G
You
know,
that's
why
restaurants
aren't
open
full-time
right
now,
so
you
know
it's
not
something
that
we're
happy
about
by
any
means,
but
it's
the
crisis
situation
that
we're
dealing
with.
Okay,.
D
A
E
A
L
Hello,
everyone
brandon
over
here.
Thank
you
chair.
I
appreciate
that
the
I
guess
to
get
right
to
the
point
I'm
hearing
about,
like
everywhere,
is
experiencing
these
problems,
and
so
that
means
everyone's
having
these
problems.
L
L
That's
pathetic
that
that
really
is
that
that
and
I'm
not
accusing
you
what
I'm
just
saying
honestly,
let's
go,
and
let's
look
at
this
if
it's
been
the
same
for
some
years
and
we
know
that
gas
is
going
up
milk's
going
up,
and
that
means
that
dollar
and
dollar
are
less
and
less
appealing
to
these
people.
So
they're
like.
Why
do
this?
Why
train
someone
correctly?
Why
not
skip
by
someone
who's
at
the
thing,
I'm
tired
of
driving
when
there's
people
possibly
overdosing
and
coming
on
and
causing
me
a
problem
like?
L
What
are
we
doing
to
make
this
a
job
that
people
are
gonna
want
to
do,
or
just
like
around
the
rest
of
the
nation
we
are
going
to
have
people
just
quitting
like
I
said
this
isn't
pointing
fingers.
This
is
just
pointing
out
something
like
this
should
be
a
question
that
everyone
around
the
world
is
asking
right
now,
but
what.
C
A
Barry
jessica
did
you
want
to
handle
that
question
from
brandon.
G
G
I
I
sympathize
with
what
brandon's
saying
he's
not
wrong.
It's
the
question
that
we're
asking
about
all
of
our
staffing
here
at
the
city
and
at
transit.
A
L
I
guess
my
thing
is
like
I
said
I
wasn't
trying
to
what
I'm
asking
is
if
I
go
out
and
advocate
for
people
to
become
drivers
for
it
when
someone
says
what's
in
it
for
me
like,
why
would
I
wanna,
apparently
I
guess
a
lot
of
people
are
staying
at
home
because
there's
so
many
people
that
are
hiring,
but
what
what
can
I?
What
can
I
give
them
to
say?
Oh
well,
plus
you
get
this,
I
don't.
I
don't
really
know
what
to
say.
H
Brandon,
this
is
barry,
I
guess
you're
right.
What
sells
people
on
wanting
to
be
a
bus
driver-
and
I
mean
there's
a
lot
of
there's-
there's
a
lot
of
pros
in
what
we
do.
We
operate
a
a
good
wage.
We
operate
90
company
paid
health
insurance
plan.
H
We
have
a
five
percent
match
on
401k
and
you
can
you
know
you
can
been
doing
that
after
90
days
of
employment,
those
are
all
things
that
are.
You
know
we
offer
15
days
per
year,
paid
time
off
on
top
of
vacation.
So
there's
a
lot
of
good
benefits
that
we
have.
H
That
message
is,
is
what
we
have
it's
like:
every
employer,
as
jessica
said,
every
employer
across
the
country
is
putting
what
their
their
package
out.
There
is
and
it
either
attracts
or
doesn't,
and
so
we
constantly
are
trying
to
push
that
out
there
and
we
think
we
have
a
decent
package,
but
we're
also
competing
against
companies,
especially
this
region,
that
has
a
large
number
of
truck
driving
jobs
that
are
that
that
they
were
able
to
actually
add
wages
to
the
jobs
and
then
pass
that
along
to
the
consumers.
H
H
We
have
a
dollar
fair
for
the
transit.
We
have
a
group
of
people
in
this
city
that
need
this
transit
badly
to
do
what
they
need
to
do
at
the
lower
end
of
employment
spectrum.
So
we
don't
have
the
ability
to
go
out
and
jack
the
rates
up,
but
what
a,
let's
just
say,
a
transit
facility-
oh
let's
say
a
transit
agency
in
garner
pass.
You
know
if
you
look
at
what's
going
on
in
the
triangle
out
there.
H
H
Somebody
asked
the
question
earlier.
If,
if
we
needed,
you
know
what
what
are
things
that
need
to
be
done?
There
needs
to
be
a
secure
funding
source
for
transit.
In
north
carolina
there
isn't
it
so,
each
city,
each
each
county,
each
region
is
trying
to
find
funding
for
transit
and
it's
going
to
come
right
out
of
the
city
budget
and
there's
there's.
H
Whereas
many
many
agencies
have
worked
through
and
established,
25
cents
on
every
hotel
room
or
whatever
their
funding
source
is,
I
know,
fairfax
has
it
in
their
property
tax,
up
in
virginia
octa
in
california
and
and
and
even
the
archie
rtd
in
denver.
H
They
have
regional
established
funding
sources
for
transit
and
until
something
like
that's
done
here
in
north
carolina,
it's
going
to
be
hard
to
keep
coming
up
with
funding
transit
is
not
inexpensive,
it
is
variant
and
you
have
to
have
the
resources
to
fund
it,
and
when
you
don't
have
those
resources,
you
get
into
a
position
where,
where
we
are
right
now,
where
you
know
we
run
into
a
lull
of
trying
to
get
people
attracted
to
drive
and
and
that's
what
we're
facing,
we
don't
want
to
pet
service.
H
K
K
K
It
was
just
a
few
that
were
starting
to
do
that,
and
my
thought
is
that
that
should
not
be
the
case
because
they
have
a
job.
They
have
benefits,
and
you
know
I
as
well
as
other
customers
are
thinking
that
they
just
don't
care.
K
Okay
they're
there
for
a
reason,
they're
getting
paid
for
that,
and
if
someone
could
talk
to
the
drivers
and
emailing
them
or
whatever
the
need
is,
people
are
getting
tired
of
them,
just
waltzing
up
to
the
buses
to
start
the
bus
to
leave
the
transit
station,
and
thank
you
so
much
I'll
leave
you
with
that.
H
H
We
have
the
ability
to
track
buses,
we
have
the
ability
to
look
at
when
a
bus
pulled
out
those
kind
of
complaints
get
addressed
and
we're
happy
to
address
them.
The
other
problem
you
have
is
when
you
have
driver
shortages
and
you've
got
to
send
a
dispatcher
out
to
actually
run
the
service
or
a
supervisor
app
to
run
the
service.
It
affects
your
ability
to
do
it
in
a
timely
fashion,
but
it
doesn't
mean
you
don't
do
it.
K
Okay,
honestly.
A
My
appointment,
yes,
yes
before
we
go
any
further.
Please
respect
the
queue
because,
before
you.
A
This
is
excuse
me
before
you
spoke
last
time
bill.
A
K
No,
I'm
still
actually
I'm
still
here
and
I
have.
I
have
already
put
my
hand
up.
Thank
you.
So
much
and
I'll
just
be
honest
one
more
time
the
data
does
not
always
have
all
data
that
is
needed
has
been
expressed
to
right
depth,
and
I
believe
that
has
been
a
problem
in
the
past.
K
But
what
can
be
done?
Is
people
can
come
to
me
and
have
their
issues
tell
them
to
me
I'll,
write
them
down
without
names,
and
I
will
forward
it
to
rap
dev
to
the
city
so
that
this
can
be
further
looked
at.
I
apologize
chair
for
the
incomplete,
but
not
on
purpose.
K
E
C
G
Yeah,
so
it
sounds
counter-intuitive,
but
it's
not
so
most
of
our
routes
are
interlined,
which
means
that
they
one
driver
will
drive
one
route
that
then
turns
into
another
route.
So
we
all
we
had
to
look
at
that.
We
also
had
to
look
at
the
frequency,
so
we
looked
at
only
routes
that
have
multiple
trips
during
the
during
an
hour
and
focused
on
those,
and
then
we
looked
at
which
which
of
those
routes
would
provide
a
sufficient
buffer
of
drivers
and
which
would
have
other
routes
that
parallel.
G
So
if
you
look
at
the,
if
you
look
at
the
system
route
map,
you
can
see
that
the
170,
the
we2,
the
s5,
I
think,
and
something
I'm
forgetting
all
provide
service
out
that
direction.
So
it's
a
combination
of
various
factors
that
let
us
choose
that
route
as
what
we
thought
would
be
the
least
impactful.
E
G
G
G
Essentially
yeah,
so
there's
there's
three
or
four
different
routes
that
run
on
tunnel
road
and
then
they
split
at
a
point
along
tunnel
road
and
then
we're
you
know
we're
not
cutting
the
we1
eastern
section
completely
we're
just
reducing
it
from
one
hour.
G
I'm
sorry
two
times
an
hour
to
one
time
an
hour
so,
for
example
like
the
s6
or
the
s3,
they
run
every
90
minutes
to
cut
one
of
those,
even
though
the
ridership
is
less
it
takes
out
a
com.
It
completely
takes
out
an
area
of
the
city
and
being
able
to
get
from
to
that
location.
J
So
the
way
it
looks
to
me
is
that
we
have
two
problems.
We
have
a
long-term
problem
and
a
short-term
problem.
We
have
to
fill
the
gap
in
the
short
term
and
then
maybe
you
know
in
the
long
term,
we
can
look
at
how
we,
you
know,
find
additional
funding
sources
for
transit
in
the
short
term.
When
I
look
at
this
I
mean
the
the
average
salary
for
the
bus
driver
is
pretty
good
compared
to
the
median
income
in
in
asheville.
J
I
mean
which
is
like
somewhere
around
like
28
000
right.
So
at
the
top
end
of
this
you're
at
almost
50
000
for
a
salary
plus,
it
includes
benefits
which
a
lot
of
jobs
don't
keep
benefits
in
2022
insurance
and
things
like
that.
So
it
could
be
attractive.
I
think
it's
maybe
how
we're
advertising
where
we're
advertising-
and
it
is
a
problem
all
over
the
place-
it's
not
unique
to
asheville,
but
you
know,
as
time
goes
on
and
more
people
re-enter
the
workforce
that
maybe
couldn't
work
before.
J
Let's
hope
that
that's
going
to
be
happening,
you
know
it
seems
like
the
salary
is
relatively
competitive.
You
know
in
the
long
term
you
know
the
city
salaries
like
in
all
departments.
Maybe
they
need
to
be
evaluated,
but
you
know
there's
tda
money.
You
know
like
the
city
collects
the
county
collects
money.
J
You
know
and
I
to
me
that
it
goes
back
to
that
like
it's
like
the
you
know,
they're
collecting
this
money
that
just
goes
back
into
feeding
more
tourism
where
it
really
probably
needs
some
of
that
money
needs
to
come
into
infrastructure.
We
need
to
figure
out
how
to
make
that
happen,
because
it's
not
cheap
and
you
know
maybe
there's
a
way
to
get
some
tourists
onto
public
transit
and
get
cars
off
the
road.
J
You
know
if
we
and
then
you
know,
if
it's
if
it's
done
properly
and
because
right
now
we
have
a
a
transit
system,
that's
relatively
inefficient
and
it
doesn't
circle.
It
doesn't
have
circulator
rods.
Everything.
A
lot
of
the
routes
go
back
to
the
transit
center.
Everything
has
to
go
back
to
the
transit
center.
So
if
you
want
to
get
on
a
bus
like,
for
example,
for
my
house,
where
I
live
in
kennel
worth,
if
I
get
on
the
bus
near
my
house,
it
takes
me
directly
to
the
transit
center.
J
But
if
I
walk
down
to
biltmore
avenue,
I
can
get
directly
to
like
pack
square,
for
example
right
where
a
lot
of
those
routes
are,
they
automatically
go
to
the
transit
center
instead
of
having
circulated
routes
in
neighborhoods.
You
know
bill
and
I
have
talked
about
this
and
kenny.
J
You
know
in
some
of
our
you
know,
one-off
conversations
you
know,
but
the
tourists
that
come
to
this
town
aren't
using
our
transit
system
and
I
think
that
there's
a
way
to
fund
the
transit
system
using
tourist
dollars
that
it
needs
to
be
explored
further
at
some
point
to
solve
the
the
issue
of
how
expensive
it
is
and
if
we
want
to
actually
expand
routes
and
expand
transit,
we've
got
to
find
a
way
to
to
fund
it
and
there's
money
coming
in
to
asheville
in
buncombe
county
every
day
from
the
outside.
J
Rest
of
the
state
of
north
carolina,
but
it's
going
to
have
to
start
here.
We
have
to
lobby
for
it.
I
don't
know
how
to
make
that
happen,
but
that's
that's
what
I
see
as
the
as
a
you
know.
A
solution
for
funding
is
to
take
that
tourist
money
and
put
it
into
the
transit.
A
L
Sorry,
I'm
over
here
talking
with
the
mute
on
I
haven't
learned
after
a
year
and
a
half
y'all
I
apologize.
I
just
wanted
to
tell
john
john,
I
man
I
get
down
with
what
you
just
said.
It's
a
reality
that
tourism
around
here
brings
in
a
lot
of
money
and
that
they
don't
use
the
transit
system,
and
we
don't
want
to
have
to
raise
the
price.
There
is
a
way
to
get
funding.
L
If
there's
so
much,
tourism
coming
in
there
should
be
a
way
to
get
a
small
percentage
of
that
and
put
towards
transit
the
things
we
need
when
the
services
that
the
people
that
ride
it
stop
that's
when
it
will
get
something
done
about
it
right
now.
It's
no
concern
because
people
are
busting
their
butts
to
try
to
get
there,
no
matter
what,
if
they
miss
the
bus,
they're
still
trying
to
get
to
work.
L
You
know
like
because
they
need
to
work
so
when
it
start
being
felt,
it
will
start
getting
on
the
agenda
to
be
talked
about
more
there's
plenty
of
funding
out
there.
We
just
have
to
reallocate
some
of
it.
Thank
you.
A
A
C
A
F
All
right,
so
we've
talked
a
lot
about
some
heavy
things
today.
Hope
everyone
is
hanging
in
there.
There's
gonna
be
some
more
some
good
things
in
this
presentation
and
also
some
of
the
continued
themes
from
what
we've
been
talking
about
today,
but
you
all
asked
for
a
overview
of
the
transit
master
plan
just
because
we
have
a
fairly
new
committee.
I
think
someone
you
all
are
wanting
some
understanding
of
what
is
in
the
master
plan
what's
been
implemented
so
far
and
kind
of
where
we're
at
with
that.
F
Background
the
goal
of
the
transit
master
plan
is
to
establish
a
10
year.
F
F
Since
then,
obviously
asheville
has
grown
a
lot.
Our
needs
have
changed
a
lot,
and
so
that
was
updated
in
2018
and
I
can
send
this
presentation
out
afterwards.
This
has
some
links
for
you
within
the
transit
master
plan.
They
have
a
10-year
implementation
plan
which
is
shown
here.
I
know
this
isn't
super
clear
to
read
in
a
presentation
probably,
but
you
look
at
the
top.
It
has
the
different
years
for
implementation
and.
F
So
I
we
don't
have
all
the
time
for
the
world,
so
I
thought
that
we
could
look
at
year,
one
year
two
and
year
three
right
now,
so
for
the
tmp
recommendations
for
year,
one
which
was
2020.
F
Obviously
they
didn't
foresee
everything
that
was
going
to
be
happening
with
kovid,
but
the
main
changes
that
we
recommend
date
recommended
were
to
implement
transit
route
changes,
extend
saturday
and
sunday
hours
and
to
conduct
a
maintenance
facility
study
and
of
those
things
the
ones
involved
here.
Implementation
of
transit
route
changes
in
the
maintenance
facility
study
were
the
things
that
were
able
to
be
completed.
F
So,
in
fiscal
year,
2020
council
allocated
an
additional
1.2
million
to
the
funds
that
we
already
have
to
support
the
implementation
for
this
year.
One
and
implementation
would
bring
about
20
000
new
service
hours
or
25
service
increase.
F
So
many
of
those
changes
recommendations
were
implemented
in
2020,
but
those
extended
service
hours
were
postponed
to
be
looked
at
again
in
2021.
F
F
And
just
to
give
you
an
idea
of
the
impact
that
those
changes
had
already
if
you
look
at
this
is
just
a
snapshot
of
on-time
performance
in
february
of
2019,
the
overall
on-time
performance
for
our
entire
system
was
on
during
this
month,
around
65.8
percent,
and
then
a
year
later,
after
those
changes
were
implemented,
it
went
up
to
70.
F
I
know
bill
asked
about
a
reference
or
like
what
is
good
when
you're
talking
about
different
data
points
for
a
city
our
size.
This
is
actually.
C
F
I
think,
like
80
on
time,
performance
for
any
system
would
kind
of
be
like
already
outstanding.
So
just
for
a
bit
of
reference,
I
can't
be
hands
raised,
but
I
just
heard
one
if
someone
wants
to
ask.
F
So
if
something
is
considered
early,
if
it's,
if
it's
within
30
seconds
anytime
30
seconds
more
than
30
seconds
prior
to
the
scheduled
time,.
F
F
30
seconds
is
allowed
anything
before
that
is
okay
yeah,
so
it
is
tight.
So
if
the
schedule
time
is
8
30
and
they
got
there
at
8
29,
then
it's
technically
early.
F
But
that
doesn't
it's
also
hard,
because
it
doesn't
mean
that
the
bus
actually
left
at
that
time.
The
bus
could
have
gotten
there
a
minute
early
at
some
stops,
there's
a
place
to
wait
and
they
still
leave
on
time.
But
it's
hard
to
get
those
distinctions
in
the
data
and
then
late
is
five
minutes
after
the
schedule.
Time.
F
F
So
for
year,
two
of
recommendations
in
the
transit
master
plan.
They
recommended
the
addition
of
a
north
south
crosstown
route
again
to
reduce
transfers.
They
also
recommended
the
addition
of
another
vehicle
to
the
s3
and
the
s6
routes,
which
would
increase
the
service
frequency
from
90
minutes
to
45
minutes
and.
F
Well,
as
part
of
a
carryover
from
the
recommendations
from
2020
the
recommendation
of
extended
service
hours
on
days
and
weekends,
for
all
routes
and
of
these
recommendations
based
on
priorities
and
limited
funding,
we
were
the
intent
was
to
implement
the
increased
frequency
of
the
s3
and
the
s6,
as
well
as
the
extended
service
hours
this
last
year,
but,
as
you
may
have
heard
in
previous
presentations.
F
F
F
Despite
all
that
in
october,
we
did
still
make
some
service
improvements.
Those
were
just
a
little
tweaking
a
few
things
from
the
previous
on-time
performance.
Sorry,
the
previous
service
changes,
the
routes
that
are
listed
here
had
minor
changes
to
their
existing
schedules.
F
That
was
to
improve
on
time
performance
and
also
help
with
remembering
the
schedules
for
writers.
So
in
some
cases
the
schedule
was
showing
some
of
our
major
stops
as
being
like
eight
again
8
28,
but
we
simplified
that
and
changed
it
to
8
30.,
not
in
all
cases,
but
when
we
were
able
to
do
so,
and
then
we
also
reduced
service
to
the
social
security
administration.
F
On
the
we
too,
you
can
see
that
here
on
the
ouija
route
was
continually
running
five
to
15
minutes
late,
and
we
realized
that
this
area
here
off
of
chung's
cove
road,
which
serves
the
social
security
administration
and
some
other
businesses
like
medical
businesses
or
dentists,
most
of
those,
if
not
all,
of
those
businesses
weren't
even
open
after
4
p.m.
And
so
after
talking
with
them
and
doing
some
public
outreach,
we
decided
to
cut
service
to
this
area
after
4
30
and
no
longer
serve
it
on
the
weekends.
F
F
We
didn't
expect
any
major
improvements,
but
still
working
on
tweaking
those
schedules
and
then,
as
far
as
ttmp
recommendations
for
year,
two,
which
is
our
current
year,
these
are
pretty
much
on
hold
until
we
can
implement
the
recommendations
from
last
year,
but
the
recommendation,
the
main
recommendations
were
to
add
an
inca
candler
route
which
currently
the
we
believe
it's
the
county
has
a
trailblazer
that
covers
these
routes,
but
they're.
F
Just
looking
on
for
more
coverage
based
on
the
tmp
recommendations
me
and
lashawn
from
retpdev
did
test
run
this
route
in
one
of
our
buses
and
realized
that
that
solution's
probably
not
going
to
be
possible
because
the
vehicles
can't
make
the
turns
without
scraping
the
side
of
the
road
which
is
not
safe,
obviously,
yeah.
F
The
other
recommendations
were
to
add
an
additional
bus
to
the
we
one
route,
to
increase
frequency
and
to
add
a
new
route
to
weaverville
from
broadway
ave
and
again
we
can
look
into
those
when
we
have
the
capacity,
but
for
now
our
priority
is
implementing
those
recommendations
from
last
year
and
then
just
quickly
wanted
to
talk
about
some
fun
stuff
with
implementation
constraints.
Just
so,
you
all
have
an
understanding
of
what
like
staff
wants
to
be
making
these
changes.
F
I
think
anyone
who's
working
in
transit
is
wanting
to
have
you
know
a
robust
system
for
the
city,
but
obviously
we
are
operating
within
various
constraints
and
those
main
constraints
are
the
need
for
updated
transit
facilities,
a
need
for
vehicles,
drivers
operating
and
maintenance
staff
and,
of
course,
boys
money
funding
to
go
into
slightly
more
detail.
F
Our
transit
garage
is
currently
at
max
capacity,
meaning
the
number
of
buses
we
currently
have,
which
I
believe
is
33..
We
can't
fit
more
buses
on
the
land
that
we
have.
We
need
a
bigger
parcel
of
land
to
be
able
to
continue
to
expand
service
because
in
order
to
expand
service,
we
need
additional
vehicles
and
we
have
completed
a
study
that
identified
the
few
options
that
are
out
there
for
for
land,
but
that
we
don't
have
the
funding
to
purchase
the
land
at
that
at
this
time.
F
So
that's
kind
of
a
at
a
standstill
at
the
moment
and
then
we've
already
talked
about
current
driver
shortages
and
then
we've
also
gotten
into
the
limited
funds
and
funding
sources.
Conversation
jessica:
do
you
want
to
add
anything
or
does
anyone
else
have
any
questions
or
comments
at
that
time?
At
this
time,.
A
Where
was
that?
You
said
that
when,
when
you
and
the
lashon
took
the
bus
and
the
bus
was
scraping,
the
side
of
the
road?
Where
was
that
at.
G
There's
a
new
new
route
that
was
contemplated
in
the
transit
master
plan
and
the
roads
out
there.
Some
of
them
are
very
narrow,
no
curb
and
gutter,
and
so
haley
and
lashawn
went
out
and
drove
it
just
to
see
if
we
could
fit
it
into
the
schedule-
and
I
I
think
schedule
wise
it
didn't
work
as
well
as
roadway.
The
roadways
out
there
were
just
not
conducive,
not
safe.
J
So
my
questions
were
pretty
similar.
My
first
question
anyway
is:
it,
was
the
it
was
all
of
the
turns,
or
just
when
they're
going
from
smoky
park
onto
sand
hill
in
acton
circle
in
monte
vista?
J
C
F
J
So
I
mean
with
that,
like
maybe
if
you
said
that
there
were
two
issues:
constraints
is
one
that
we
need
more
land,
because
we
have
33
buses
and
not
enough
room
to
park
them.
So
maybe
we
need
smaller
buses
for
some
of
the
ride.
Like
maybe
that's
you
know
to
accommodate
routes
like
this,
and
then
you
also.
It
helps
with
space
constraints
right.
J
I
don't
know
how
the
whole
transit
system
exactly
works.
If
you
just
pull
buses
that
you
know
they,
they
do
multiple
routes
and
that
wouldn't
work.
If,
like
a
certain
amount
of
the
buses,
were
small
and
then
you
would
have
enough
buses
for
routes
that
require
larger
buses.
But
I
know
that
this
is
not
a
new
problem,
because
it
was
a
problem
when
they
purchased
the
electric
buses
and
they
could
make
the
the
turns
right
because
they
were
longer.
J
So
maybe
we
need
a
bus,
that's
just
slightly
shorter,
like
a
trolley-sized
bus
or
something
I
don't
know
like
what
the
answer
is,
but
it's
would
really
expanding.
The
the
routes
to
inca
and
to
weaverville
seemed
like
something
that
would
help
the
citizens
of
buckingham
county
in
asheville.
So
listen
to
my
thoughts
thanks.
A
C
G
Yes,
and
it's
not
it's
not
not
an
option.
It's
a
again,
it's
kind
of
a
balancing
act
with
trying
to
get
the
biggest
bus.
You
can
to
fit
the
most
amount
of
people,
because,
no
matter
what
size
vehicle
you
have,
you
have
to
pay
a
driver
and
you
have
to
have
a
driver
for
it.
G
So
the
buses
that
we're
that
our
fleet
is
predominantly
comprised
of
are
in
the
30-foot
range.
The
and
those
can
fit
comfortably
on
all
of
our
existing
routes.
The
35
36-foot
buses,
electric
buses
that
were
purchased
by
the
city
several
years
ago
or
35
36
bit.
Those
were
too
big
for
about
half
of
our
route,
and
that
was
not
the
smartest
move
made,
and
so
we
could
look
at
shorter.
G
One
of
the
challenges
that
we
face
is
when
you
have
a
small
fleet
like
30
to
35
buses.
Let's
say
you've
got
five
six,
ten
of
them
that
are
different
sizes.
G
G
G
Well,
we
have
a
vehicle
replacement
schedule
that
looks
at
replacement
life
cycle
buses,
but
then
there's
also
expansion
and
expansion
is
tied
to
funding,
and
so
the
things
that
haley's,
proposing
or
showing
in
this
presentation
are
expansions
they're,
not
what
we're
currently
doing,
and
so
we
replace
buses
per
replacement
schedule
and,
and
then
there's
expansion
is
a
whole
other
layer
right
now
we
have
a
hard
time
even
finding
money
to
replace
our
buses
and
the
transit
garage
it's
50
years
old.
So
it's
not
just
that
we
can't
fit
33
buses
on
there.
G
We
don't
have
enough
maintenance
bays,
we
don't
have
enough
space
for
parts
and
staff.
So
it's
a
little
bit
broader
than
just.
We
can't
fit
33
buses
on
the
lot.
It's
an
overall
problem
where
you've
got
a
50
year
old,
building,
that's
bursting
at
the
seams
in
all
directions-
and
you
know
to
be
frank:
the
city
just
has
not
done
a
good
job
of
planning
for
future
facilities,
maintaining
existing
facilities.
G
You
know
squirreling
away
funding
to
replace
things.
It's
a
perpetual
issue
that
that
translates
beyond
just
transit
but
to
other
departments
as
well.
D
G
Well,
no,
we
we
continue
to
replace
buses
per
our
schedule
as
best
we
can,
with
the
funding
that
we
get
and
but
expansion
is
much
more
difficult
because
it's
not
only
capital.
It's
operational
funding.
G
No,
we
can
explore
a
different
type
of
bus,
but
you
know
our
focus
right
now
is
to
just
run
the
service
that
we're
supposed
to
be
running,
and
it's
hard
enough
to.
Even
just
do
that.
So
I
mean
we
could
go,
buy
a
cutaway
and-
and
I
could
buy
like
four
cutaways
for
the
price
of
one
bus,
but
I
don't
have
four
drivers
to
drive
them.
I
don't
have
one
you
know
so,
and
I
can't
then
I
can't
fit
anybody.
G
During
certain
times
of
day,
they
are
absolutely
full,
and
most
of
our
routes
are
running
pretty
full.
E
E
G
Yeah
we
we
do
have
utilization
information,
not
ridership.
We
have
ridership,
but
we
also
have
her
stop
onboarding
and
off-boarding.
E
D
E
G
The
market
hasn't
gotten
to
smaller
electrics,
yet
they're,
focusing
on
40,
35
plus
size
electric,
because
most
transit
markets
are
able
to
operate
bigger
buses
than
we
are
okay,.
G
G
J
G
Barry
correct
me
if
I'm
wrong,
but
I
think
we
have
five.
We
have
five
electrics
that
are
35
and
a
half
feet
or
so,
and
then
the
rest
of
them
are
30
feet.
J
So
you
know
the
like,
for
example,
like
those
gray
line
trolley
type
buses.
What
is
the
length
of
one
of
those
compared
to
our
city,
bus.
J
Because
I
just
think,
because
you
might
not
be
able
to
fit
as
many
people
as
you
can
onto
a
bus,
I
feel
like
one
of
those,
like
you
know
short
like
the
short
like
kind
of
like
mountain
mobility.
Buses
might
be
too
small
for
some
of
these
routes,
but
you
know
if
it
means
whether
or
not
you
can
extend
service
to
an
area
to
me.
J
I
think
we
need
to
look
at
smaller
buses,
because
the
because
otherwise
you're
like
trying
to
coordinate
with
nc
d.o.t
in
the
county,
you
know
to
you,
know
to
expand.
You
know
the
width
of
the
road
so
that
they
can
make
the
turns
just
seems
like
that
could
be
forever
in
the
future.
We're
having
this
shorter
bus
that
can
make
the
turn
in
determining
what
that
length
is.
J
You
know,
do
complete
a
study
to
decide
what
length
can
make
those
turns,
and
then
maybe
we
can
service
more
areas
within
the
city
too,
because
there's
plenty
of
roads
within
within
the
city
and
the
county.
You
know
if
we
went
the
regional
route
that
that
we're
probably
going
to
encounter
this.
This
is
not
unique
to
just
anchor
candler,
I'm
sure.
G
No,
it's
not,
and
and
to
be
honest
like
that,
we're
getting
a
little
in
the
weeds
for
something
that
we
don't
even
have
money
to
fund.
We
were
looking
at
it
just
because
we
thought
we
could
fit
into
the
existing
schedule,
maybe
and
that
wouldn't
require
existing
another
driver
or
another
bus,
but
we
can't
even
fit
it
into
the
existing
schedule
right
now,
but
that
was
one
of
the
recommendations
of
the
master
plan
was
to
look
at
that
as
a
potential
new
route
in
the
future.
G
But
there's
you
know
several
other
things
that
were
prioritized
ahead
of
that
that
we
still
haven't
accomplished
yet.
So
I
do
know
that
ncdot
is
planning
some
roadway
improvements
out
in
that
area.
G
I
don't
off
the
top
of
my
head
know
what
the
what
the
schedule
is
for
those
improvements,
but
maybe
it'll
line
up,
and
if
not,
then
we
could
look
at
some
different
vehicle
types.
J
You
know
because
my
question
is:
if
we
haven't
done
a
test
route
for
like
weaverville,
which
is
another
potential,
you
know
extension,
then
we
don't
even
know
if
they
can
make
the
turns
up
there
either.
So
it
may
not
just
be
like
my
point.
Is
this
may
not
be
unique
to
just
this
area.
Maybe
it's
something
that
as
we
try
to
implement
this
the
rest
of
this
plan
over
you
know
the
next
eight
years
that
maybe
we
need
to
look
at
smaller
buses
from
for
more
than
one
reason.
J
You
know,
because
not
only
making
the
turns,
but
because
you
know
for
storage,
maybe
there's
more
efficient
because
they
can
you
know,
maybe
we
can
increase
frequency
that
way.
You
know
down
the
road.
I
realize
just
funding
issues,
but
we're
here
to
think
big.
You
know
that's
my
point
is
we're
here
to
think
big
and
if
we
just
think
about,
I
feel
like
our
job
is
to
think
big.
You
know
your
job
is
to
bring
us
back
in,
because
you
know
it's.
A
All
right,
thank
you,
relative
insight.
A
Well,
moving
on
for
fifth
time
is
getting
the
essence
and
physical
year
2223
budget.
The
staff
want
to
talk
about
that
or
put
it
on
next
month
and
staffing
at
rit
pd
dev,
but
you
handled
that
already.
G
Yeah,
I
think
I
think
harvey
we've
talked
about
both
a
little
bit.
Staffing
is
bad.
Budget
is
bad,
but
we
are,
you
know
in
the
I'll,
say
the
middle
of
the
budget
process
with
the
city
for
this
coming
fiscal
year
and
we
are
looking
at
I'll
say
we're
looking
at
where,
where
we're
at
with
our
current
fiscal
year,
funding
we're
short
right
now
because
of
various
increases
in
costs,
including
fuel
as
well
as
parking.
G
The
parking
fund
has
historically
provided
some
funding
for
transit
and
the
parking
fund
is
in
a
very
bad
place,
and
so
that
funding
is
not
going
to
be
able
to
be
given
to
transit
this
year.
So
our
finance
department
is
working
with
us
to
look
at
how
we
can
potentially
fill
the
budget
hole
that
we
have
this
current
fiscal
year
and
the
next
fiscal
year
is
a
whole
other
story,
and
we
need
to
look
at
if
we
want
to
try
to
recruit
and
retain
drivers.
G
K
I
actually
have
a
comment
before
we
lose
get
closer
to
the
time
for
closing
another
immediate
need
and
harvey.
I
think
you
should
you
should
understand
this
point.
K
I
want
to
make
sure
that
human
rights
are
realized
and
civil
liberties,
civil
rights,
because
we
have
a
just
potpourri
of
different
customers,
and
I
think
everyone
agrees
as
far
as
customers
to
be
treated
with
respect
first
and
foremost,
not
only
just
that
one
point
right
now,
because
my
heart,
my
passion,
is
for
the
people.
K
I
believe
certain
criteria
should
be
met
by
rap
dev
in
the
city
of
asheville.
Thank
you
very
much.
C
I
E
A
What's
how
that
situation
is
bus,
stop
improvement,
project
haley.
Do
you
have
anything
on
that.
F
No
okay,
yeah
just
a
quick
note
that
it's
still
moving
forward.
We
got
a
new
like
storage
shipping
container,
so
we
can
order
some
solar
lights,
some
holes
and
some
smaller
seating
options.
So,
instead
of
a
bench,
they
have
pools
that
have
like
two
seats
on
them
that
we
can
use
in
areas
that
can't
fit
a
typical
bench.
So.
C
A
As
the
general
update
update
on
all
right
physical
year,
22
transit
bus
acquisition-
I
think
jessica
touched
on
that
earlier.
A
As
far
as
we
have
enough
buses
right
now
and
as
far
as
acquisition,
we
had
some
on
order.
Didn't
we.
D
G
G
You'll
have
seven
new
ones,
but
we'll
be
retiring.
G
G
C
A
I
have
because
I've
been
assigned
a
duty
to
well
some
years
ago
on
citizens
advisory
committee.
We've
gone
forward
with
that
and
it's
went
into
the
gap
program.
The
greenways
and
the
american
disabilities
act.
Pedestrians,
we've
improved
a
lot
of
greenways
and
are
still
making
quite
a
bit
of
headways
for
us,
a
citizen
leaving
from
their
house
in
their
neighborhood
and
having
a
smooth
transition
to
their
destination.
A
C
A
There's
another
community
that
I'm
on
the
asheville
regional
transit
coalition,
rc
and
keeping
jessica
informed
in
that
as
well
as
vicki
met,
and
that
is
a
work
in
progress.
And
it's
with
better
buses,
city,
council,
aarp
and
just
economics
and
we're
trying
to
get
the
city
and
the
county
enjoined
and
to.
But
everything
is
still
in
the
works
and,
as
I
said,
jessica
as
being
updated
on
that.
Each
and
every
meeting
that
we
have
thanks.
A
Writer
experiences
I'll
go
ahead
and
get
mine
out
of
the
way
and
it's
been
a
three-hour
to
get
on
buses
and
I've
had
quite
a
few
experiences
on
the
bus,
and
I
met
one
of
the
foreign
drivers.
His
name
is
ian
he's
on
the
w1
he's
a
great
driver,
tammy
on
the
s1
she's,
still
crazy,
but
she's
just
enjoying
the
thrill,
and
she
knows
everything
and
james
he's
one
of
our
younger
drivers
and
he.
A
A
He's
exemplary
and
has
a
great
attitude.
I
ran
into
one
of
my
favorite
drivers,
his
name
victor
on
s36
he's
one
of
our
foreign
drivers.
He's
great
ernie,
he's
still
he's
still
the
man
up
there
he's
still
hamming
things,
all
good,
all
good,
always
good
attitude
and.
C
Then
I
had
the
distinct.
A
Pleasure
to
meet
the
most
sweet
lady
in
ingles,
she
had
on
the
heart
jack
and
I
didn't
know
who
she
was.
I
had
one
I
had
to
ask
her
who
she
was
and
she's
a
sweetheart
of
a
lady
and,
like
I
said,
she's
wearing
her
art
jacket.
Her
name
is
diane.
A
She's,
retired
she's
been
with
the
she's
retired
from
the
art.
I
believe
she
said
she
stayed
with
our
32
years
and
she's
still
with
art,
and
she
she
was
just
sweetheart.
She
was
the
nicest
lady
ever
work.
I
think
she
works
with
lesean
and
it
was.
It
was
an
honor
to
meet
her
she's,
a
lovely
lady
and
that's
mine.
As
far
as
transit
experiences.
A
K
A
K
I
have
I've
had
my
name
for
the
last
minute,
or
so
I
just
wanted
to
piggyback
on
you
about
james,
because
james
kind
of
realized
drivers
not
leaving
when
they
should,
and
it
was
frustrating
him
james,
was
the
main
driver
who
was
like.
I
don't
know
what
these
guys
are
doing:
they're
not
leaving
when
they're
supposed
to
everyone's
supposed
to
be
about
the
same
time,
just
leaving
that
prop
for
james.
F
F
I
was
going
to
say
the
departmental
updates
and
the
operations
updates.
We
have
those
reports
attached
if.
D
A
And
the
operation
out
there
updates
haley
yeah.
Yes,
okay,
if
there
aren't
any
other
questions.
J
F
D
F
G
Yeah,
are
you
we?
We
have
600
over
650
stops
so
to
put
a
database
together
with
that
per
hour
per
route
per
day.
Per
stop
is
way
too
much
information
if
what
you're,
if
what
you're
looking
for
is
more
general
in
terms
of
like
what
are
the
busiest
times
of
day,
what's
the
what's
the
times
of
day
that
we
reach
capacity
or
go
over
capacity,
we
might
be
able
to
do
something
like
that
per
route.
E
C
E
I
E
Just
curious
what
the
profile
looks
like
and
how
we,
the
reason
I'm
curious
is
those
are
the
kind
of
things
that
I
think
we
might
can
find
some
innovations
out
of
to
john's
point.
We
might
have
some
places
where
we
can.
We
can
leverage
the
system
in
ways
that
are
appropriate
to
what
the
demand
says
without
the
data
we
don't
know.
So
that's
the
reason
for
the
question.
If
you
can
think
about
how
we
can
explore
that
together.
That's
my
that's
my
request.
A
A
This
conversation
I've
been
on
the
bus
a
hundred
times
and
out
of
those
hundred
times
coming
back
on
e1
being
on
those
buses
they're
packed.
We.
A
C
G
Yeah,
I
just
want
to
say
you
know
I
I
I
respect
where
you're
going
with
this
and
like
the
what
the
you
know,
idea
of
wanting
to
be
more
efficient,
but
we've
got
dozens
and
dozens
of
years
of
transit
experience
here
and
if
you've
got,
you
know
three
peak
periods
a
day
and
then
there's
times
a
day
when
there
might
not
be
full
buses
using
a
smaller
bus.
Doesn't
save
you
anything
because.
E
A
K
I
have
to
say
amen
to
that
harvey
okay
with
the
fullness
of
this
okay,
we're
doing
the
best
we
can
okay,
honestly,
but
we're
trying
to
be
the
best
that
we
can.
But
I
tell
you
I
do
not
own
a
tv.