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From YouTube: City Council Budget Work Session – March 14, 2023
Description
Special work session of the Asheville City Council.
Access the agenda and other meeting materials at the City of Asheville website: https://www.ashevillenc.gov/government/city-council-meeting-materials/
A
Okay,
good
afternoon,
everyone
welcome
to
the
Asheville
City
Council
budget
work
session,
one
of
several
budget
work
sessions.
My
name
is
Esther
manheimer,
mayor
of
city
of
Asheville.
This
is
your
city,
council
and
I'm,
going
to
turn
it
over
to
Deborah
Campbell,
our
city
manager,
to
lead
us
through
this
work
session.
Thank.
B
You
very
much
mayor
and
good
afternoon.
Everyone
excuse
me
we're
going
to
have
Taylor
Floyd,
Tony,
McDowell
and
Chris
core
are
going
to
provide
you
with
the
majority
of
the
speaking
points
or
the
presentations
for
our
work
session
today.
What
we
will
do,
though,
is
we're
going
to
focus
a
lot
on
what
we
think
are
going
to
be
the
key
drivers
for
this
budget
process,
and
a
lot
of
that
is
going
to
land
on
the
compensation
side.
B
Also,
we
have
a
major
decision
that
needs
to
be
made
as
it
relates
to
one
of
our
Capital
assets,
which
is
McCormick
field,
and
so
this
meeting
is
not
for
you
to
make
a
decision
about
McCormick
field.
It
is
for
us
to
provide
you
with
more
detailed
information
from
a
budget
context,
impacts
on
other
Capital
items
and
as
we
go
into
your
work
session
later
on
business
meeting,
that
is
where
we
are
scheduled
for
you
all
to
make
a
decision
on
this
on
this
item.
C
Right
well
good
afternoon,
thanks
Miss
Campbell
and
good
afternoon,
mayor
city,
council,
Tony,
McDowell,
Finance,
director
I'm,
going
to
kick
things
off
this
afternoon
with
the
presentation
as
Ms
Campbell
indicates,
you'll
also
be
hearing
from
Taylor
Floyd,
our
budget
manager
and
Chris
Coral.
Our
director
of
Community
Regional
facilities,
I,
know
I'm
missing
a.
C
Missing
a
letter
in
there
somewhere
but
anyway,
so
what
we're
going
to
be
talking
about
with
you
all
this
afternoon
at
this
afternoon,
just
kind
of
a
quick
overview.
The
outline
of
the
presentation
we're
going
to
start
by
talking
about
some
of
our
available
resources-
and
we
touched
upon
this
a
little
bit
at
your
Council
Retreat.
We're
going
to
give
you
all
a
little
more
information
today
and
talk
some
about
our
one-time
revenues
that
maybe
we
didn't
talk
as
much
about
at
the
retreat.
C
A
few
weeks
ago,
as
Miss
Campbell
mentioned,
one
of
the
biggest
budget
items
for
consideration
is
our
compensation
and
benefits
package
for
next
fiscal
year.
So
we'll
spend
some
time
talking
to
you
all
about
that,
as
well
as
some
of
our
other
potential
new
investments
in
our
budget
and
then
we'll
finish
up
with
the
discussion
with
McCormick
field.
C
Okay,
as
always
we'll
start
with
some
key
takeaways
from
this
presentation
this
afternoon.
The
first
of
those
is
that
we
do
have
some
good
Revenue
growth
to
report
and
I.
Think
we
shared
this
with
you
all
at
your
retreat
and
also
at
the
recent
quarterly
Financial
updates
that
we've
been
doing.
We've
had
better
than
expected:
Revenue
growth
in
sales
taxes
over
the
last
several
years,
so
we're
in
a
good
position
financially.
C
But
at
the
same
time
we've
seen.
Rising
costs
eat
up
a
lot
of
that
Revenue
growth,
and
so
those
costs
to
provide
existing
services
will,
we
think,
use
up
most
of
the
revenue
growth
that
we're
projecting
for
next
year.
We
do
think,
there's
some
opportunities
to
strategically
invest
in
some
one-time
items
for
next
year.
C
At
your
retreat,
I
guess
it
was
two
weeks
ago
now.
You
all
discussed
your
priorities
for
the
coming
fiscal
year
and
I
would
say
you
reaffirmed
the
existing
priorities,
and
these
are
those
that
list.
The
one
tweak
that
we've
highlighted
there
on
the
priorities
was
the
inclusion
of
climate
resiliency
under
the
neighborhood
and
climate
resilience
priority,
but
other
than
that
all
the
priorities
remained
unchanged
and
again
we
will
look
to
invest
as
we
look
at
the
new
Investments
for
the
upcoming
fiscal
year
and
where
we
put
our
new
dollars.
C
This
is
really
the
guiding
document
in
terms
of
where
we
will
look
to
to
put
those
dollars
we'll
also,
as
usual,
use
the
guiding
principles
that
we've
been
utilizing
for
the
last
several
years
as
we
go
through
the
budget
process.
That
includes
focusing
on
essential
Service
delivery,
making
sure
that
the
decisions
we
make
in
terms
of
investing
new
dollars
enhance
the
value
for
our
customers
and
also,
like
I,
said
aligning
our
decisions
with
you.
C
So
just
quickly
on
available
resources,
so
we
talked
a
little
bit
with
you
all
at
your
retreat
just
to
drill
down
a
little
bit
more
on
some
of
our
expected
Revenue
growth
in
the
general
fund.
As
you
all
know,
as
you
all
know,
our
two
biggest
Revenue
sources
in
the
general
fund
are
the
property
tax
and
sales
tax.
That's
about
75
percent
of
our
budget.
Right
now
we
are
looking
at
about
two
percent
growth
in
our
property
tax
base
for
next
year.
C
As
for
our
sales
taxes,
as
we've
said,
we've
had
really
good
growth
over
the
last
few
years.
We're
seeing
good
growth
again
this
year
right
now
we're
projecting
another
five
percent
growth
next
year
on
top
of
our
year-end
estimates
for
this
year,
which
will
allow
us
to
increase
that
budget
by
about
3.2
million
dollars
next
year.
So
we're
looking
at
new
revenue
from
those
two
primary
revenue
sources
in
the
general
fund
of
about
4.7
million
dollars
next
year,
but.
E
C
Mentioned
we're
also
seeing
increased
costs
to
deliver
our
existing
Services,
particularly
around
compensation,
and
so
we
anticipate
that
most
of
that
growth
in
Revenue
in
those
two
primary
revenue
sources
will
be
used
up
to
meet
our
existing
service
deliveries.
Delivery,
and
one
thing
we
always
like
to
highlight
when
we're
at
this
point
in
the
process-
is
that
these
are
all
estimates
and
that
they'll
continue
to
change
as
we
go
through
the
process
and
hopefully
we'll
be
able
to.
You
know,
continue
to
see
good
sales.
F
Tony
I'd
like
to
when
we
mentioned
this,
bring
up
point
that
I
think
just
matters
even
more
with
the
context
of
what's
happening
in
downtown
right
now,
so
the
state
used
to
parse
data.
So
we
could
look
at
sales
tax
revenues
by
ZIP
code,
but
they
no
longer
allow
us
to
do
that.
It's
been
about
10
years,
but
we
when
we
were
able
to
study
it.
We
were
always
able
to
quickly
realize
that
the
predominant
amount
of
the
sales
tax
revenues
came
from
downtown
and
I'd
just
like
to
share
that.
F
C
We
had
actually
the
last
couple
years,
I
think
it
was
15
growth
and
then
the
next
year
after
that
was
16
growth.
We've
seen
over
time,
though,
that
kind
of,
when
you
average
it
all
out,
it's
usually
around
five
percent,
but
there
can
be
a
lot
of
volatility
with
sales
taxes
and
if
something
were
to
go
wrong
with
the
economy
and
we
were
to
go
into
recession
or
something
like
that,
we
could
definitely
see
revenues
actually
decrease
in
that
area.
C
We
do
have
a
fund
balance,
that's
above
our
policy
goal
at
the
moment,
and
that's
primarily
due
to
that
strong
sales,
tax
growth
that
we've
had
the
last
couple
of
years
and
we're
recommending
at
this
point
in
the
budget
process
that
we
utilize
up
to
five
million
dollars
in
that
fund
balance
to
fund
items
in
next
year's
budget,
and
we
primarily
like
to
focus
that
usage
on
one-time
expenses
as
opposed
to
ongoing
items.
But
we
do
anticipate
that
money
being
available
to
supplement
the
property
and
sales
tax
growth
for
next
year's
budget.
C
Another
additional
Revenue
source
that
we
want
to
highlight
is
the
American
Rescue
plan
or
arpa
dollars
that
we
have,
as
you
all
probably
remember,
we
budgeted
in
the
current
year
about
two
million
dollars
from
the
arpa
allocation
to
support
the
general
fund
budget
with
the
strong
growth
that
we're
seeing
in
sales
tax
this
year.
We
are.
We
don't
anticipate,
we'll
need
that
money
in
this
year's
budget.
C
So
what
we're
proposing
to
you
all
is
that
we
roll
if
you
will,
roll
that
money
forward
and
reappropriate
it
and
utilize
it
to
help
fund
items
in
next
year's
budget.
So
that
would
give
us
another
two
million
dollars
to
fund
some
potential
one-time
items
in
next
year's
budget
and
then
also
as
a
reminder-
and
you
all
will
be
hearing
arpa
update
tonight
at
your
business
meeting-
that
we
still
also
have
an
additional
1.3
million
above
and
beyond
the
2
million.
That
is
currently
unallocated
unbudgeted
as
well
from
the
arpa
dollars.
C
The
other
Revenue
Source
I
wanted
to
highlight
just
quickly
a
one-time,
Revenue
source
is
the
opioid
settlement.
Money
I
know
you
all
had
a
discussion,
I
think
it's
your
meeting
last
Thursday
about
those
dollars
so
to
date,
just
to
kind
of
give
you
all
an
update
on
where
we're
at
with
that.
So
we've
got
a
planning
Grant
from
Dogwood
health
for
us
to
375
dollars
to
help
us
come
up
with
a
plan
to
how
we're
going
to
utilize
those
opioid
dollars,
and
we
have
hired
a
person
to
to
develop
that
plan.
C
That
plan
and
the
the
grant
is
being
used
to
fund
that
position
at
the
moment.
In
addition
to
that,
we
have
received
a
first
round
of
settlement
dollars
of
1.5
million
dollars,
that's
being
paid
out
over
16
years.
To
date,
we've
seen
we've
received
about
200
000
that
we
have
not
budgeted
or
utilized
any
of
that
money
as
yet,
and
so
that
money
is
also
available.
C
If
we
would
like
to
consider
that
as
part
of
this
year's
budget
process
and
then
finally,
as
our
City
attorney
shared
with
you
all
at
your
meeting
last
week,
there
is
a
second
round
of
settlement
money
coming.
The
final
amount
hasn't
been
determined
yet,
but
we're
estimating
that
we're
going
to
get
somewhere
around
1.2
million
dollars
from
that
second
settlement.
Second
round
round
of
settlement
dollars
as
well
and
again
much
like
that.
First
round,
it's
going
to
flow
in
over
several
years.
G
Thanks
Tony
good
afternoon,
so
Tony
got
the
easy
part
talking
about
all
the
the
new
resources
that
we
have
and
I
have
the
less
desirable
part
about
trying
to
figure
out
how
we're
going
to
get
done.
All
the
things
that
we'd
like
to
so
starting
out
with
compensation,
benefits
again
compensation,
as
we
often
tell
you
all
is
you
know
the
largest
chunk
of
our
budget
and
that's
because
we
have
a
service
organization
and
those
Services
require
people
to
deliver
them.
G
So
I'm,
going
to
start
with
just
kind
of
what
it's
going
to
cost
to
sort
of
keep
the
status
quo,
keep
doing.
What
we're
doing,
and
the
first
thing-
and
this
is
all
focused
on
our
general
fund-
is
making
sure
that
we
have
that
full
year
cost
of
the
mid-year
adjustments
that
we
did
in
the
current
year.
So
just
as
a
reminder,
those
mid-year
adjustments
include
some
incentives
for
Recruitment
and
Retention
in
the
police
department,
as
well
as
moving
our
minimum
salary
up
to
36
816
a
year
and
some
Associated
compression
adjustments
for
other
employees.
G
We
also
have
a
increase
in
the
employer
contribution
to
the
state
retirement
system
that
we
think
is
around
550
000
impact
in
the
general
fund
and
then,
as
we
mentioned,
I
think
a
couple
times
before
we're
seeing
our
health
costs
increase.
So
we're
looking
at
a
1
to
1.5
million
dollar
increase
on
the
employer,
contribution
to
to
our
health
care
fund
and
then
we're
also
evaluating
both
our
plan
design
and
our
employee
contribution
for
health
care
costs
and,
of
course,
as
we're.
Looking
at
that.
G
G
So
what
are
we
looking
at
and
again,
we
showed
you
a
similar
list,
I
believe
at
The,
Retreat,
first
and
foremost,
the
just
economics
pledge
living
wage
will
get
a
little
bit
more
into
that
in
a
moment,
deferential
salary
increases.
So
what
that
means
is
we
may
be
looking
at
salary
increases
that
are
not
kind
of
across
the
board.
G
So,
looking
at
what
is
what
is
that
going
to
cost
just
again
round
numbers,
each
one
percent
increase
in
Pay
cost
approximately
175
000
for
just
the
police
department
and
then
about
575
000
for
other
general
fund
departments,
so
increasing
the
current
minimum
salary
from
that
thirty
six
thousand
eight.
Sixteen
to
the
just
economics
living
wage
of
41
808
would
be
a
13
and
a
half
percent
increase,
which
is.
G
G
So
some
other
things
that
we
look
at
as
we're
trying
to
decide
on
what
this,
where
we
should
be
at
on
the
compensation
side.
One
of
course,
is
inflation,
the
primary
measure
of
inflation
being
the
Consumer
Price
Index
for
January,
and
this
is
the
National
Urban
or
U.S
cities
average.
The
January
number
was
6.4
headline
and
5.6
core
inflation.
So
that's
over
a
12-month
period.
The
core
takes
out
food
and
energy
costs
which
can
be
volatile.
We
actually
just
got
this
morning.
G
The
February
numbers
were
released
in
the
U.S
city
average.
The
headline
number
was
six
percent.
The
core
number
is
5.5
percent,
so
still
kind
of
around
that
six
percent
range.
It
is
a
little
bit
higher
for
the
south
over
the
the
national
average,
but
again
I
think
we've
seen
somewhere
in
that
neighborhood
over
the
last
several
months
again,
somewhere
around
six
percent.
G
We
did
reach
out
to
some
other
local
governments
in
the
state,
both
counties
and
municipalities.
It's
a
little
hard
to
compare
and
everyone's
a
little
cagey
right
now
about
exactly
what
they're
going
to
be
recommending
because
they're
at
the
same
place
in
their
budget
development
processes
that
we
are,
of
course,
but
kind
of
looking
broadly
at
what
people
are
doing
collectively.
Around
cost
of
living
adjustments,
Merit
adjustments
and
Market
adjustments,
I
think
kind
of
the
floor
there
that
we
heard
from
other
folks
was
around
three
percent.
G
G
A
three
and
a
half
percent
increase
would
get
us
not
to
that
just
economics
living
wage
number,
but
they
did
have
a
what
they
called
I
believe
a
pledged
living
rage,
wage
rate
and
I
will
read
to
you
directly
from
their
website.
That
is,
with
a
pledge
to
increase
wages
yearly
at
a
rate
of
three
percent
plus
annual
inflation
until
reaching
the
living
wage
rate.
H
I
I
have
two
things
in
mind
right
now,
and
one
is
a
question
one
is
that
I'm
reminded
every
single
time.
We
lag
on
living
wages
that
were
behind
the
cost
of
living,
but
my
question
is
when
we
were
at
The
Retreat.
We
also
talked
about
the
vacancies
and
public
works
and
the
importance
of
recruiting
and
retaining
across
departments
that
are
struggling
to
hire.
But
I
didn't
see
that
reflected
today.
So
if
we're,
if
we
are
still
looking
at
a
plan
for
recruiting
and
retaining
staff,
are
we
talking
about
public
works
too
sure.
G
Yes,
absolutely
so
I
think
that
would
be
really
looking
at
the
kind
of
the
other
bullets
other
than
the
first
two
and
again
that's
where
that
targeting
places
where
we're
seeing
significant
challenges
in
Recruitment
and
Retention.
So
one
example
is,
you
know,
making
sure
that
we're
you
know
being
able
to
provide
a
career
ladder
for
current
employees
so
that
they
know
how
they
can
kind
of
progress.
G
B
And
part
of
the
differential
salary
increases
may
also
include
Public
Works.
We
wanted
to
highlight
APD
because
there
has
been
a
whole
lot
of
attention
and
that
was
actually
a
specific
request
and
we
wanted
to
for
full
disclosure.
Let
you
all
know
that
there
was
a
different
request
in
terms
of
an
adjustment
for
this
particular
Department,
and
this
would
be
kind
of
out
of
an
ordinary
for
us.
B
B
And,
and-
and
so
we
we
just-
we
want
to
make
sure
that
you
all
are
comfortable
with
those
two
bolded
items,
because
again,
that
sets
a
huge
base
for
us
for
us
to
continue
working
on
those,
not
asking
you
for
a
decision
necessarily
but
just
you're
comfortable
with
us
continuing
to
work
and
we'll
provide
you
with
more
detailed
information.
I
just
didn't
want
staff
to
go
through
all
of
this
work
without
you
all
being
somewhat
comfortable
going.
A
B
B
J
A
You
know
I
definitely
support
the
APD
piece,
I.
Think
the
my
concern
with
the
Pledge
on
the
living
wage,
I,
guess
I
kind
of
want
to
understand
where
that'll
really
end
up
putting
us
and
how
short
we're
going
to
fall.
I
I
want
to
try
to
get
as
close
personally
I
want
to
try
to
get
as
close
as
we
possibly
can.
B
A
So
you
know,
as
we've
done
in
previous
years,
we've
we've
able
to
calculate
how
many
employees
would
fall
below
that
living
wage
and
kind
of
whether
they're
seasonal
temp
workers.
Who,
who
are
we
talking
about
when
we're
talking
about
employees,
who
aren't
going
to
reach
that
and
help
us
really
make
a
decision
about
whether
we
just
pledge
or
we
should
go
for
it.
B
B
G
Yeah
yeah,
so
sorry,
I
want
to
clarify
one
thing:
if
we
do
and
across
the
board
adjustment
that
should
maintain
our
current
instruction.
If
we
so
I
think
mayor,
you
asked
a
question
about
how
many
employees
are
impacted,
so
we
do
have
about
150
employees
that
are
under
that
forty
one
thousand
eight
hundred
and
eight
right
now,
that's
an
employees.
So
what
we
again,
what
we
would
strongly
prefer
to
not
do
is
shift
all
of
those
people
up
to.
A
I
guess
the
question
would
be:
let's
say
you
did
five
percent
across
the
board.
How
many
are
left
below
that
number,
the
the
41
808
and
what's
the
physical
impact
of
it,
you
have
right
there,
one
percent,
it
says
other
general
fund,
I,
assume,
that's
one
percent
salary
increase
across
the
board
is
575.
E
F
F
A
E
F
H
I
A
I
B
I
So
I
just
would
want
to
know
if
the
Buncombe
County
like,
if,
if
we're
going
to
be
underneath
Buncombe
County
our
on
certain
pay
grades
or
certain
positions,
we
want
to
be
an
employer
of
choice.
We
want
to
retain
good
people,
then
I
want
to
just
make
sure
that,
if
we're
having
a
differential
salary
set
that
we're
also
looking
at
that,
while
we're
looking
at
whether
or
not
we're
going
to
do
the
pledge
or
not.
A
A
B
F
I
I
know
that
this
is
technically
a
question
from
earlier,
but
I'm
trying
to
think
about
when
we
want
our
staff
to
be
able
to
serve
in
the
community
where
they
live
and
it
came
up
in
our
retreat.
But
we
didn't
like
flesh
it
out,
because
I
thought
we
would
talk
about
it
later,
and
this
is
the
later
is:
are
we
going
to
continue
doing
the
property
tax
mitigation
recommendation?
Was
the
fund
fully
used
last
year
where
the
requests,
beyond
the
capacity
like
when,
when
do,
we
expect
a
conversation
about
that
yeah.
C
So
we
actually
have
not
gotten
any
of
the
data
yet
from
Buncombe
County
in
terms
of
the
usage
for
the
most
recent
calendar
year
for
the
product
for
the
prior
calendar
year,
it
was
it
was.
We
were
surprised,
I,
think
at
how
many
people
did
utilize,
that
I
think
it
was
one
of
the
highest
utilized
programs
like
that
in
the
State
and
but
it
still
did
not.
We
had
150
000
in
the
budget.
C
E
I
F
A
H
G
F
B
And
if,
if
we
could
just
conclude,
it
I
think
what
you
all
are
asking
for
from
us
is
to
bring
that
specific
costs.
If
we
almost
provided
you
a
recommendation
of
here's,
what
we
think
we're
going
to
need
to
be
competitive,
particularly
related
to
our
I,
want
to
call
them.
I
would
say
our
most
challenging
Department,
which
may
be
a
little
different
that'll,
be
a
package
and
then
for
the
rest
of
the
of
the
base.
Employees
bring
that
back
with
costs
and
I.
B
F
And
a
little
a
little
similar
on
that,
because
we
normally
end
up
looking
at
the
APD
structure
as
if
it's
fully
staffed
and
then
subtracting
some
kind
of
vacancy
rate.
But
we
look
at
the
big
number
right,
like
the
whole
as
if
it
were
fully
staffed.
So
when
we
look
at
six
percent
it'll
be
across
that,
so
I'll
really
be
curious.
What
kind
of
vacancy
we're
betting
on
for
next
I
mean
I,
don't
know
who
can
weigh
in
on
that
or
how?
But
if.
G
F
And
one
thing:
I
don't
really
see
on
this
list
of
things
we
might
do
to
better
service
those
really
challenged
departments.
Use
your
words
is
the
idea
of
an
internal
police
cadet
school
and
what
I'm
sad
it
just
looks
and
costs
something
to
even
look
into
it.
I
just
didn't
know:
if
that's
something
we
might
it's,
it's
not.
F
A
About
it,
yeah,
I,
think
and
I
think
we're
going
to
need
to
have
a
you
know.
Just
had
a
conversation
with
the
chief
about
it.
There's
some
internal
capacity
issues
around.
Even
if
you
can
ramp
up
the
number
of
classes,
the
internal
training
piece
that
always
has
to
happen,
there's
a
bat.
You
know
that
would
might
create
a
backlog
there
until
they're,
more
staffed
and
I
know.
A
B
Tech
is
wants
to
have
a
conversation
about
what
our
needs
are
before
we
I'm
going
to
pull
out
from
from
okay
over
there.
B
B
G
All
right
so
and
I
will
say
caveat
this
with
this
is
not
an
all
inclusive
list,
but
we
did
want
to
bring
some
examples
of
operating
requests
that
we've
received
from
departments
those
first
two.
We
noted
as
one
time
so
again,
opportunities
to
utilize,
whether
it's
arpa
or
fun
balance
or
another
one-time
source
to
fund
downtown
design
guidelines
or
the
next
phase
of
planning
for
pack
Square
Plaza,
which
would
get
us
a
little
more
into
the
design.
G
So
again,
we'll
bring
back
some
more
details
on
those
items.
Just
again
as
an
example,
I
think
we
had
around
78
total
positions
that
were
requested,
so
that
is
not
a
full
list,
but
but
just
some
examples
of
things
that
we're
looking
at.
So
we
did
also
want
to
hit
very
quickly
on
our
Enterprise
funds.
We
shared
some
of
this
information
with
the
policy,
finance
and
HR
committee.
I.
G
Think
I
got
those
in
the
right
order
this
morning
around
fee
adjustments,
but
wanted
to
make
sure
that
you
all
were
aware
of
some
of
the
other
things
we're
looking
at
in
our
Enterprise
funds
for
water.
We
are
still
making
up
for
the
loss
of
that
Capital
fee
from
fy20
their
fee
increase
that
we
are
recommending
would
help
support
that
as
well
as
provide
some
additional
Staffing
for
communications
additional
maintenance.
G
F
G
On
Transit,
we
have
some
one
again,
some
one-time
opportunities.
There
is
just
the
cost
of
existing
service
which
increases
annually
through
the
management
contract.
That's
around
four
hundred
thousand
dollars,
one
of
the
one-time
opportunities
that
management
contract
expires
in
2025
we'd
like
to
get
a
consultant
to
help
us
develop
the
RFP
and
do
the
solicitation,
which
is
what
we
did
last
time.
G
We
think
that
would
cost
around
a
hundred
thousand
dollars
we're
looking
at
the
city
county
master
plan
to
determine
Service
delivery
and
a
long-term
funding
strategy
at
a
cost
of
three
hundred
thousand
dollars.
There
is.
We
are
also
considering
a
missions
plan
that
may
run
alongside
that
Master
planning
process,
and
then
we
did
want
to
mention
that
primarily
based
on
the
current
situation
with
Staffing
and
the
bus
fleet.
H
G
I
B
Also,
we
are
looking
at
a
kind
of
a
service
delivery
plan
if
we
went
county-wide
with
Transit
and
obviously
we
are
looking
at
our
existing
for
the
city
master
plan
and
then
incorporating
them
such
that
there
is
one
plan,
not
this
big,
counteract
feasibility,
study
or
or
plan.
And
then
we
have
a
separate
City
plan
we're
trying
to
so.
I
D
So
we're
city
and
county
staff
are
working
on
that
scope
of
work.
A
draft
of
the
scope
of
work
does
list
out
kind
of
that
bulleted
summary
of
what
the
plan
will
entail.
We've
got
another
follow-up
meeting
with
County
staff
scheduled
for
later
this
month.
We're
also
going
to
start
some
stakeholder
engagement,
starting
with
mmtc
I
believe
on
March
20th,
but.
C
H
J
G
All
right,
so
moving
on
to
storm
water,
we
are
in
the
middle
of
a
consultant-led
service
review
for
the
stormwater
service,
they've
helped
us,
or
that
has
informed
the
additional
service
enhancements
that
would
be
funded
by
the
fee
change.
Should
it
be
approved
by
you
all.
Those
include
some
additional
maintenance
Staffing
for
construction
inspections.
G
I
think
this
piece
is
really
Key
System
mapping,
which
will
really
help
us
identify
where
we
have
needs
in
our
existing
system
and
then
some
vehicle
and
Equipment
purchases
so
to
wrap
up
on
the
operating
side.
Again
those
compensation
decisions
are
going
to
be
the
biggest
piece
of
the
puzzle
and
will
determine
our
capacity
to
fund
additional
requests.
F
I
I
have
a
question
before
we
move
on
to
Capital
and
I.
I
didn't
see
another
place
for
this
question
to
go
in
our
breakout
work
group
at
the
rep
at
The
Retreat.
We
talked
about
how
the
county
has
woven
in
growth
percentage
for
the
reparations
fund,
and
since
we
were
meant
to
match
it
like.
Are
we
going
to
do
that
with
the
compounding?
Interest?
Is
what
we
talked
about,
but
we
haven't
talked
about
it
as
a
full
Council.
Yet
and
I
don't
see
that
here,
but.
I
A
A
G
A
G
A
G
E
F
Wait
there
was
a
work
session
recently
I'm.
Sorry,
maybe
it
was
like
PD
Ed,
but
it
was.
Would
we
see
that
we
give
about
15?
We
set
aside
15
million
a
year
for
CIP
and
that
we
thought
to
get
on
better
track?
We
needed
another
five
million.
Was
that
what
I
remember
from
you
must
have
presented
a
to
get
to
the
place
we
wanted
to
be
is
what
it
was.
Is
that
right,
I.
A
K
You've
seen
before,
but
we're
putting
it
back
up,
so
you
can
see
the
little
things
that
have
changed
since
last
month
in
our
discussions
with
the
team
so
key
takeaways
on
the
stadium.
It's
an
important
Regional
asset
currently
owned
by
us
that
over
the
years
has
not
been
adequately
invested
in
it's
leased
out
primarily
for
minor
league
baseball
to
the
National
tourists.
The
facility
should
and
could
be
used
for
other
purposes,
like
we've
discussed
with
other
community
events
and
the
funding
plan
to
put
this
project
together.
K
If
we
were
to
do
so,
would
require
the
team,
the
county,
the
TDA
and,
possibly,
hopefully,
the
state
and
to
retain
Major
League
Baseball
affiliation
in
Asheville.
We're
going
to
have
to
be
able
to
submit
a
funding
plan
and
a
commitment
to
Major
League
Baseball
by
April
1st,
so
at
the
end
of
this
month
and
there'll,
be
a
request
for
a
vote
for
approval
of
a
commitment
at
the
business
meeting
this
afternoon.
K
The
current
home
would
become
the
visitors
potable
water
in
some
places
because
believe
it
or
not.
We
don't
have
that
in
some
areas
of
that
Stadium
scoreboard,
video
displays
and
their
structures,
video
surveillance
systems,
new
suites
and
Press
Box
areas
to
meet
Player
Development
standards,
LED
sport
lighting
batter's
eye,
which
is
the
dark
area
behind
the
picture.
So
the
batter
can
see
the
ball
Concourse
expansion
and
some
deferred
maintenance
and
upkeep
Mechanical
plumbing
electrical
Etc.
K
K
Community
engagement,
we
have
met
with
the
Oakhurst
and
East
End
communities
in
the
last
couple
weeks.
Three
big
highlights
the
fourth
pseudo
highlight
that
we'll
talk
about
as
well,
but
parking
and
traffic
was
the
by
far
number
one
concern.
I
would
say
that
we
heard,
and
there
was
requests
fund,
the
neighborhoods
to
do
more
and
better
traffic
management
and
not
just
with
baseball
games.
In
fact,
we
clearly
heard
that
baseball
games
are
actually
done
pretty
well
on.
K
The
Oakhurst
side
need
some
work
on
the
end
East
End
side,
but
that
most
of
the
issues
that
the
neighborhood
runs
into
are
events
at
Memorial
Stadium.
So
they
were
really
concerned
about
non-baseball
events
and
what
that
parking
and
traffic
would
be
expanding.
Traffic
management
to
the
north
side,
which
is
the
East
End,
and
there
is
a
clear
desire
for
the
team
to
operate
that
future
traffic
plan
instead
of
the
city
and.
K
The
request
was
to
not
allow
any
additional
nights
of
fireworks
to
ensure
that
the
fireworks
are
shot
earlier
than
previously
shot
in
the
past
and
try
to
limit
the
other
loud
events
I.E
concerts,
to
abide
by
the
noise
ordinance
and
try
to
limit
that
quantity.
I
feel
like
we
heard
roughly
like
10
to
15
I.
Think
12
is
probably
a
sweet
spot
number
for
that
in
the
future
and
communication
and
notification.
So
the
team
runs
a
text
alert
program
for
fireworks,
so
you
can
sign
up
for
it.
You
get
a
text
roughly
five
minutes.
K
K
The
big
question
was:
where
is
the
One-Stop
shop
for
everything
that's
happening
at
Memorial
McCormick
and
that
doesn't
exist
currently
so
trying
to
find
a
way
to
program
that
on
the
city's
website
that
has
all
McCormick
games?
Memorial
programming,
any
non-baseball
McCormick
aspects
and
then
how
do
we
send
that
out
and
make
sure
the
neighborhood
hears
about
it?
K
So
with
that
we've
worked
with
the
club
and
have
some
slight
deal.
Point
adjustments
related
to
those
concerns.
The
club
has
agreed
to
manage
all
McCormick
events
as
far
as
parking
and
traffic
goes
we're
still
in
talks
for
Memorial
but
they're
open
to
it.
But
we
have
to
make
sure
that
we're
able
to
cover
their
costs
that
are
associated
with
that
we're
figuring
out
what
those
costs
would
be
and
if
Parks
can
bear
that,
because
most
of
those
programs
are
parks.
Programs
up
at
Memorial
an.
K
Support
from
the
city,
we
don't
really
know
what
that
looks
like
or
what
that
can
be,
but
we
know
that
on
the
staff
side,
we're
open
to
that
and
trying
to
find
a
way
to
help
with
that
enforcement,
noise
and
fireworks.
So
the
teams
revoked
the
requests
for
additional
fireworks
nights
and
they've
amended
their
requests
to
allow
for
back-to-back
nights
to
apply
only
on
July
4th.
K
When
July
4th
falls
on
a
Saturday,
which
only
happens
three
times
in
the
next
20
years,
which
is
2026
2037
and
2043,
and
the
team
went
back
and
looked
at
their
fireworks
start
times
last
year,
which
was
the
first
year
of
the
new
pitch
clock
in
minor
league
baseball
and
they
started
their
games
30
minutes
earlier.
So
the
new,
if
you
will
average
shoot
time,
is
9
26
PM,
whereas
in
the
past
it
was
closer
to
11
pm.
K
I
B
I
And
then
the
second
one-
and
this
I
think
is
fair-
is
a
concern
around
Contracting.
That
folks
want
to
trust
that
when
we
have
a
new
contract
like
this,
is
so
important
in
a
long-term
contract
that
we're
going
to
uphold
it
and
that
if
we
had
a
really
great
track
record
of
when
we
see
contracts
failing,
we
do
something
about
it
early
and
efficiently,
but
there's
not
that
trust
right
now.
H
I
Probably
some
of
both
I,
just
think
about,
like
one
of
the
ways
that
was
presented
was
what
happens
if
something
happens
to
minor
league
baseball
and
there's
a
huge
recession
and
there's
just
not
the
money
for
it
and
there's
a
there's,
not
the
bailout
at
the
state
level
to
like
help
save
baseball.
A
lot
of
our
emails
say,
save
baseball.
We
we
can't
do
that,
but
we
can
make
a
contract
about
the
use
of
the
facility
and
what
happens
if,
as
a
baseball
fan,
I
hope
that
doesn't
happen.
A
H
A
That
you're
talking
about
they
would
still
perform
under
the
contract
and
specifically,
we
need
a
guarantee
from
an
entity
that
has
the
fiscal
means
to
guarantee
this,
because,
obviously,
if
you
have
a
contract
just
with
the
baseball
organization
and
the
baseball
organization
folds
and
is
asset
less,
it
cannot
perform
under
the
contract.
But
we
can
require
that
they
have
a
guarantor
that
is
funded
to.
E
A
We've
asked
them
to
come
up.
They
have,
as
you
know,
other
companies
that
that
are
have
assets
that
they
may
be
able
to
put
forward
and
they
have
agreed
to
that
I
think
Brian's.
Here
you
can
speak
to
the
to
the
details
of
that,
but
I
agree,
I,
think
that
should
be
a
primary
concern.
How
do
we
know
we
know
the
city
can
perform?
K
A
H
K
I
K
H
Great
and
I'm
talking
to
Neighbors
in
the
in
the
neighborhood
over
the
weekend.
There
was
kind
of
ambiguity
of
like
gratitude
for
the
relationship
of
the
tourists
already
feeling
like
there
was
a
real
willingness
to
work
together
and
feeling
like
that
flexibility
was
noted,
and
then
they
were
kind
of
like,
but
if
Brian
leaves,
what
does
that
mean,
and
so
what
I'm
hearing
is
that
this
will
be
part
of
the
contract.
Yes,
for
that
assurance
and.
K
That
reminded
me,
the
the
fourth
not
major
point
that
the
neighborhood
brought
up
that
is
also
significant,
was
just
pedestrian
safety
specifically
and
Oakhurst.
There's
not
really
great
sidewalks.
In
a
lot
of
cases
there
are
not
sidewalks
and
that
we
felt
like
that's
a
much
bigger
conversation
than
just
the
McCormick
field
project.
But
when
you
have
more
events
going
on
there,
you
have
more
traffic
more
pedestrians,
but
that's
something
we'll
have
to
work
through
as
well.
Over
time.
I
In
the
tour
I
had
of
the
facility,
thank
you
for
that.
It
became
really
clear
to
me
why
the
bathrooms
are
such
a
big
issue
and
why
minor
league
would
require
that
at
a
minimum.
We
address
the
bathrooms
in
proximity
to
where
food
is
being
prepared
and
getting
those
up
to
code,
but
I
wonder
if
we're
missing
an
opportunity
here,
if
it's
not
asking
for
more
money
and
it's
the
same
difference
to
say
we're
going
to
have
bathrooms
that
female
identifying
people
can
use
or
we
can
have
family
and
gender
inclusive
bathrooms.
I
K
F
K
I
K
All
right
so
current
and
future
facility
usage
we've
had
some
questions
about
the
breakdown
of
where
people
come
from
to
attend
tourist
games.
So
just
for
clarity,
this
is
from
the
economic
impact
report
that
was
completed
about
10
11
months
ago.
I
guess
it
was
at
this
point
so
attendees
to
tourist
games.
Only
this
doesn't
count
anything
else
that
would
be
happening
there,
but
Buncombe
County,
not
including
Asheville
City
residents
about
29
of
their
attendance
Asheville
residents,
23,
not
in
North,
Carolina,
16
and
so
on
down
the
line.
K
E
H
K
I
just
asked
the
Nature
Center
manager
of
this
today,
just
to
make
sure
I
knew
so
about
25
percent
of
the
attendees
at
the
Nature
Center
are
from
the
city
of
Asheville
and
everywhere
else.
It's
outside
of
city
of
Asheville
at
the
Harris
Center,
it's
about
80
percent
out
of
Market
visitors
compared
to
locals
Aston
Park
Tennis
Center,
which
is
a
little
different
because
it's
more
of
a
recreational,
but
it's
about
90
local.
So
this
is
unique
in
that
it's
an
entertainment
and
it's
so
heavily
locally
used.
H
K
K
So
2030
is
when
all
the
minor
league
licenses
end.
So
it's
likely
that
there
might
be
some
small
changes
to
the
facility
requirements.
So
we
should
plan
ahead
and
to
know
that
there's
money
available
to
make
some
adjustments,
whether
it's
more
netting
or
thicker,
pads
or
whatever
it
might
be,
and
then,
when
we're
in
year,
15
we're
theoretically
four
or
five
years
from
the
end
of
our
lease,
maybe
a
different
team
ownership.
Who
knows
what
but
needing
to
prepare
for
whatever.
The
next
step
is
for
that
facility.
K
So
an
additional
exploration
of
funding
opportunities,
the
state
funding
and
to
be
super
super
clear,
no
bill
introduced
not
in
the
budget.
Yet
we
have
no
idea
if
this
will
happen,
but
we're
hearing
of
a
potential
of
a
30
million
dollar
pot
in
the
Minor
League
Baseball
infrastructure
grant
program.
This
was
introduced
last
year
as
a
20
million
dollar
pot
and
did
not
pass
just
to
be
clear.
K
It
would
be
28
million
for
Affiliated
stadiums,
which
ours
is
one
of
and
a
two
million
dollar
allocation
for
non-affiliated
stadiums,
20
maximum
budgeted
or
maximum
award
for
any
single
project
and
requires
likely
a
one-to-one
match.
So
when
you
take
out
the
administrative
fees,
the
Department
of
Commerce
and
everything,
the
maximum
that
we
would
potentially
be
able
to
get
from,
this
grant
is
5.4
million.
As
a
one-time.
H
H
K
D
K
A
I
K
Very
accurate,
yes,
thank
you
on
the
city
Side.
We
have
the
opportunity
to
approve
a
facility
fee
on
tickets
sold
at
the
stadium,
so
this
could
bring
a
potential
revenue
between
75
and
100
110
000
per
year.
This
is
on
baseball
tickets.
Only
if
we
do
other
non-baseball
events,
we
could
also
Institute
the
facility
fee
on
those
events
as
well.
We
recommend
this.
If
State
funding
does
not
occur,
this
will
help
bring
our
annual
costs
down
and
there's
the
opportunity
to
consider
utilizing.
K
A
I
This
one's
the
part
that
came
up
on
Thursday
at
our
pre-meeting
that
I'm
still
struggling
with
and
I
know
that
if
we
weren't
using
it
for
this
we'd
be
using
it
for
something
else
and
using
that
something
else
funding
for
this.
So
to
be
honest,
if
we
were
using
it
to
offset
some,
other
operations
is
still
coming
from.
The
fact
that
we
have
two
million
left
in
arpa
funds
to
use
and
I
think
that's
really
hard
to
sell
to
a
community.
B
Community
and
for
me-
and
we
still
have
1.3
million
left
of
Papa-
that
if
we
wanted
to
do
additional
things,
that
we
could
do
that,
we
were
just
looking
at
the
piece
that
was
specifically
designated
for
City
use
for
operations
of
utilizing
that
funding
to
continue
to
do
that
roll
it
over
into
next
year.
Please
don't
take
it
away
from
us
so
that
we
can
free
up
additional
Revenue
to
be
able
to
fund
and
pay
for
the
debt
that
is
needed
for
this
project.
B
K
Okay,
so
focusing
on
non-baseball
city-owned
events
with
other
partner
organizations,
there's
a
potential
once
we
get
reopened
after
a
renovation
of
175
to
500
000
in
annual
revenue,
depending
on
total
quantity
of
events.
What
types
of
events
what
events
we
own?
Don't
own
partner
in
ETC,
so
it
can
be
a
very
wide
range,
the
variables,
obviously
whether
neighborhood
tolerance,
you
know
eventually
there's
a
threshold
of
too
much
in
the
programming
right.
Competition
and
parking
traffic.
K
So
the
current
estimated
funding
structure
would
have
the
team
in
at
the
468
000
per
year
for
20
years,
on
average,
the
county
at
250
000
per
year
for
20
years,
the
TDA
reallocating
1.95
million
that
we've
already
been
granted
for
the
Cox
avenue
project
and
separately,
awarding
a
1.4
million
per
year
for
15
years
Grant
under
their
Debt
Service
program,
and
that
would
bring
the
city
to
875
per
year
over
20
years,
in
our
worst
case
scenario,
and
to
show
how
those
different
scenarios
break
out.
This
is
what
you're
getting
to
the
earlier
mayor.
K
Our
starting
line
is
875
per
year
if
we
Institute
the
facility
fee
and
put
two
million
dollars
from
fund
balance
in
our
annual
comes
down
to
715.
If
we
do
the
10.
2
million
in
fund
balance
and
1
million
from
State,
that's
also
715,
because
we're
taking
that
facility
fee
away
in
that
scenario
and
then
you
can
see
how
it's
their
steps
down
to
a
potential
as
low
as
380
000.
If
we
were
awarded
the
maximum
possible
in
the
theoretical
Grant
opportunity
that
comes
from
the
state
that.
A
Is
not
yet
and
this
this
doesn't
assume
any
of
the
revenue
possibilities
from
the
from
the
stadium
correct,
so
I
think
I'm
going
to
anticipate
that
if
we
get
State
grant
money
that
the
county
will
want
to
understand
whether
they
get
to
share
in
the
reduction
of
their
of
a
payment,
the
counties
at
about
250
000
right
now,
and
so
you
know
I-
think
we'll
need
to
well
I
hope.
We
have
the
opportunity
to
negotiate
that
with
the
county,
but
but
this
is
helpful
in
terms
of
understanding.
I
K
So
we'd
be
talking
about
concerts,
craft
fairs,
winter
light
style
events,
farmers
markets.
The
team
has
indicated
interest
in
doing
like
the
one
dollar
movie
night
on
the
video
board.
A
lot
of
minor
league
baseball
teams
do
that
it
can't
be
free
because
of
weird
licensing
things
but
very
affordable,
family-friendly
events,
tournaments
NCAA
or
high
school
baseball
tournaments,
there's
our
baseball
but
non-baseball
in
the
tour
size
right
so.
K
K
I
Right,
this
also
makes
a
really
great
case
for
adaptive
reuse
because
we're
saving
a
lot
of
money
and
the
environmental
impact
of
not
doing
what
other
cities
are
doing,
which
is
throwing
the
whole
stadium
in
the
trash
and
starting
from
scratch.
So
it's
both
the
environmental
and
Financial
impact,
that's
in
our
favor
to
have
adaptive
reuse
as
part
of
this
good
point.
K
And
so
last
but
not
least,
the
impact
of
current
CIP
projects,
if
we
utilize
fund
balance,
there's
no
effect
on
currently
plan
Planned
projects.
If
and
we
have
the
opportunity
to
increase
CIP
contribution
incrementally
over
the
next
two
to
three
years
to
have
the
total
debt
burden
of
the
project
estimated
to
that
maximum
of
875
a
year
and
all
currently
planned
and
budgeted
projects
would
move
forward
as
scheduled.
H
A
K
A
H
H
A
E
E
H
A
B
A
A
K
C
Yeah
just
quickly,
we
have
just
a
couple
more
slides
to
finish
up
and
I
want
to
kind
of
pick
up
where
I
left
off
with
I
think
the
last
thing
I
said
was
keep
in
mind
all
the
numbers
that
we
show
your
estimates,
I
would
say
the
same
thing
of
what
we
just
heard
from
Chris.
Obviously,
there's
a
lot
of
things
that
still
need
to
be
worked
out
before
the
numbers
are
finalized.
C
C
Will
be
utilizing
fund
balance
to
avoid
impacting
any
of
the
current
plan
projects,
we
will
have
to
increase
that
CIP
contribution,
that
is
part
of
the
general
fund
budget
and
that'll,
be
stepped
up
over
a
two
to
three
year
period.
Obviously
we
don't
know
exactly
what
that
number
is
going
to
be,
yet
it
would
be
the
max
potentially
a
maximum
of
8.75,
but
it
obviously
depends
very
much
on
where
we
land
on
this
chart
and
so
we'll
keep
you
all
posted
on
that
as
we
go
through
the
budget
process.
C
Okay,
so
just
to
finish
up
summary
next
steps,
I'm
not
going
to
go
through
the
key
takeaways
again
I
think
we
covered
those
already
just
want
to
remind
you
all
of
the
schedule.
I
think,
as
we
mentioned
already,
we'll
be
back
with
another
work
session
on
March
28th,
which
will
focus
on
Capital
and
some
of
the
other
items
that
we
will
provide.
You
will
be
providing
you
all
with
some
feedback
from
today's
work
session.
C
We'll
also
look
to
bring
forward
the
adoption
of
fees
and
charges
at
that
next
formal
meeting
on
April
I
mean
on
March
28th
and
then
finally,
we'll
wrap
up
with
our
final
work
session
on
April
11th
with
the
city
Majors
proposed
budget
coming
to
you
on
May,
9th
public
hearing
on
May
23rd
and
then
hopefully,
if
we
stay
on
schedule,
we'll
have
budget
adoption
on
June
13th
of
this
year.
So
I
think
that
might
be
the
last
slide.
Hopefully.
A
Not
for
you
Tony
I,
don't
I
just
want
to
say,
I
really
appreciate
the
incredible
amount
of
work.
That's
gone
into,
not
just
putting
together
all
all
of
this
for
us
for
today,
but
also
the
work
around
McCormick
and
I'm
I'm
I'm
happy
to
see
what
we
can
do.
Under
Pressure
I
was
you
know,
joking,
not
joking,
like
that.
A
We've
got
other
facilities
like
Thomas
Wolfe,
major
facilities
in
the
city
that
are
going
to
take
significant
investment,
but
I
hope
that
this
helps
us
figure
out
how
we
can
build
that
and
do
it
again
when,
for
for
for
the
next
facility,
that's
going
to
need
it
these!
These
are
big
numbers
and
I,
think
historically,
Asheville's
just
kind
of
moved
along
sort
of
methodically,
but
we've
now
done
some
significant
projects
in
the
last
few
years
that
the
river
Arts
District
project,
the
new
Public
Safety
station
coming
online.
A
And
we've
talked
a
little
bit
about
the
idea
of
having
a
bond
referendum
around,
for
you
know
significant
amount
of
capital
projects
we
know
are
in
the
pipeline
that
do
concern
things
like
retrofitting,
our
Public's
existing
Public
Safety
stations
and
other
things
that
involve
significant
maintenance.
If
you
will
or
Redevelopment
almost
and
I
think
the
problem,
though,
with
these
kinds
of
facilities
like
a
ball
field
or
a
concert
venue,
is
you,
you
can
kind
of
maintain
them
along
the
way,
but
that
at
some
point
they
need
like
a.