►
From YouTube: Council Budget Work Session
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
As
you
know,
2020
was
this
is
a
pretty
interesting
and
challenging
year.
For
us,
we
learned
a
lot,
particularly
as
it
relates
to
equity
and
addressing
issues
of
social
injustice
within
our
community.
Hopefully,
some
of
those
learnings
will
be
evident
as
we
describe
and
discuss
this
year's
budget
process
and
some
of
the
ways
that
we
are
doing
it
in
terms
of
the
it
being
the
budget
a
little
differently.
A
It
takes
a
village.
So
there's
going
to
be
a
lot
of
people
presenting
at
this
first
work
session,
you
will
hear
about
the
future
work
sessions
and
the
topics
that
will
be.
A
Just
giving
you
an
overview
of
what
we
hope
to
provide
for
you
in
terms
of
information,
it
is
going
to
be
a
lot
of
information
shared
with
you.
However,
we
do
have
some
places
within
the
presentation
where
we're
going
to
stop
to
see
if
you
all
have
questions,
but
please
feel
free
at
any
time
to
ask
questions
you
if
you
have
any.
A
A
At
that
point,
we
will
have
some
consultants
who
participated
in
our
reimagining
public
safety,
as
well
as
I
believe,
staff
from
our
equity
and
inclusion
department.
That
will
talk
to
you
about
the
budget
process.
The
employee
compensation
study
will
be
presented
by
the
assistant
to
the
city
manager,
peggy
ross,
and
then
we'll
talk
about
summary
and
what
the
next
steps
are
next
slide.
A
Please
and
so
for
the
most
part,
the
key
takeaways
again
there's
going
to
be
a
lot
of
information
covered
and
presented
in
this
presentation.
But
essentially,
as
I
said,
there
were
a
lot
of
lessons
learned
and.
A
Dual
crisis:
racial
justice
and
culvert
19
really
gave
us
an
opportunity
to
advance
some
things
that
we
have
been
trying
to
do
over
the
past
couple
of
years,
but
I
think,
with
these
two,
what
we
think
are
opportunities.
We
wanted
to
accelerate
some
things.
A
Economic
uncertainty
of
the
pandemic
continue
building
a
stronger
link
between
equity
and
making
and
integrate
with
ongoing
community
engagement
opportunities
next
slide.
So
right
now,
I
will
turn
it
over
to
our
interim
chief
financial
officer,
tony
mcdowell,
to
talk
to
you
about
the
budget
process
and
staff
will
be
taking
over
from
here.
So
thank
you,
steph,
and
thank
you
for
the
opportunity,
council
and
mayor
tommy.
D
Thank
you
deborah
and
good
afternoon.
Everyone
I'll
be
covering
the
next
few
slides
and
then
I'll
turn
it
over
to
taylor
floyd
our
budget
manager
and
he'll
walk
you
through
some
of
the
specific
things
we're
doing
this
year
around
the
budget
and
some
of
the
stuff
that
we're
really
excited
about
in
the
budget
office.
Some
of
the
work
that
we're
doing
in
conjunction
with
our
consultants
and
the
office
of
equity
and
data
performance
and
cape,
so.
D
I
wanted
to
quickly
go
over
the
calendar
for
this
current
budget
cycle,
as
debra
mentioned
feels
like
we
just
finished
last
year's
budget
and
in
some
ways
we
did
last
year's
budget
wrapped
up,
as
you
all
remember,
in
september,
a
little
later
than
normal.
But
we
began
this
year's
budget
process
internally,
at
least
without
the
start
of
our
conversations
back
in
november.
So
we've
been
working
on
the
budget
for
for
a
while
now
for
several
months,
and
this
is
really
our
first
opportunity
to
talk
to
city
council
about
where
we
are
and.
B
D
We're
headed
with
the
budget
this
year,
as
you
can
see
from
the
schedule
here.
We
have
three
council
work
sessions
scheduled
the
first
one
today.
The
second
one
is
scheduled
for
march
23rd
and
the
final
one
is
scheduled
for
april
13th.
D
There's
also
going
to
be
a
city
council
retreat
during
that
time
as
well,
where
the
budget
will
be
discussed
further
and
then
we'll
be
bringing
you
the
manager's
proposed
budget
on
may
on
may
25th
second
meeting
in
may
and
then
coming
back
with
a
public
hearing
on
the
budget
on
june
8th
and
an
additional
work
session
if
needed.
D
And
finally,
adoption
of
the
budget
is
slated
for
june
22nd
of
this
year
and
just
a
reminder
that
by
state
statute,
we
have
to
adopt
a
budget
by
the
end
of
june
in
order
to
have
that
budget
in
place
for
the
start
of
the
new
fiscal
year
on
july,
1st
next
slide.
D
B
D
Quickly,
an
overview
of
some
of
the
upcoming
topics
that
we're
going
to
hope
to
cover
with
you
all
at
the
work
sessions
that
we
have
in
march
and
april,
really
focusing
primarily
today
on
the
general
fund.
So
when
we
come
back
to
you
all
on
march,
23rd
we're
going
to
talk
more
about
the
enterprise
funds.
We're
also
going
to
talk
about
our
fees,
particularly
our
water
fees,
on
march
23rd,
and
then
some
of
the
other
major
operating
issues
that
we
may
see
with
the
budget
coming
up.
In
particular
fire
station.
D
13
staffing,
as
you
all
may
know,
we're
getting
ready
to
start
construction
on
that
new
fire
station,
and
even
though
opening
of
the
fire
station
is
a
little
ways
off,
we'll
need
to
go
ahead
and
hire
the
staff
midway
through
next
year
in
order
to
have
them
trained
and
in
place
for
the
opening
of
the
station
and
then
on
april
13th.
We
will
focus
most
of
that
work
session
around
our
capital
improvement
program.
B
D
Budgeting
at
least
local
government
budgeting
anyway,
is
that
revenues
have
to
equal
expenditures.
So,
unlike
let's
say,
for
example,
the
federal
government
where
they
can
do
deficit
spending,
we're
required
by
law
here
in
north
carolina
to
adopt
a
balanced
budget.
So,
whatever
expenditures
we're
anticipating
in
the
upcoming
year,
we
have
to
have
revenues
equal
amount
of
revenues
to
support
those
expenditures,
excellent
so,
but
the
budget's
much
more
than
that.
It's
much
more
than
just
the
numbers.
D
E
D
The
budget
next
slide,
but
it's
also
a
strategic
plan.
It
lays
out
what
the
goals
of
the
organization
are
and
it
describes
how
we're
going
to
fund
what
those
some
of
those
goals
and
values
within
the
limited
resources
that
we
have
and
unfortunately,
as
most
local
governments
exist
and.
D
B
E
Is
kim
I
just
have
one
question:
typically,
boards
and
commissions
would
have
seen
at
some
point:
capital
improvement
projects,
drafts
operational
drafts
have
any
of
the
boards
and
commissions
seen
any
budget.
D
E
B
D
D
When
we
come
to
you
all
at
your
retreat,
we
do
a
financial
update,
so
that's
kind
of
what
the
next
few
slides
are
designed
to
to
provide,
and
so
I
would
say
the
takeaway
from
is
that
we
have
an
improving
outlook,
but
there
is
a
lot
of
uncertainty
remaining.
If
you
all
remember
when
we
were
doing
the
budget
process
last
year,
it
was.
D
D
By
just
kind
of
reminding
folks
about
what
our
resources
look
like
and
where
they
come
from
in
the
general
fund,
so
the
adopted.
B
D
The
resources
for
the
general
fund
budget
or
property
taxes
and
sales
taxes
together,
those
combined
for
about
98
million
dollars,
which
is
about
75
of
our
overall
general
fund
revenues,
and
so.
D
The
two
most
important
revenue
sources
that
we
have
and
I'll
talk
a
little
bit
more
about
those
in
a
couple:
slides,
excellent
on
the
expenditure
side
of
the
budget,
again,
135
million
dollar
budget,
balanced
budget
for
fy
2021,
and,
I
would
say
the
takeaway
from
this
slide
and
we've
talked
to
you
all
about
this
before
the
worst
service
during
an
organization,
salary,
wages
and
benefits.
If
you
combine
those
two
categories,
those
are
what
we
call
personnel
costs
come.
B
D
And
it's
standard
across
most
local
governments
that
your
general
fund
budget
is
mostly
people
heavy.
It's
it's
a
lot
of
our
public
safety
expenses.
Our
public
works,
our
parks
and
all
those
services
are
very
much
driven
by
people
next
slide.
D
Of
uncertainty
and
we
knew
for
sure
that
the
economy
was
going
to
take
a
hit.
So
we
took
some
steps
with
the
current
year
budget,
some
cautious
steps
to
make
sure
that
we
perform
financially
as
best
we
could
through
a
potential
downturn.
So
a
few
things
we
did
to
balance
this
year's
budget.
D
B
A
D
D
Around
the
pandemic,
we
appropriate
some
fund
balance
to
balance
the
overall
operating
budget
eliminated.
Any
employee
raises
for
the
current
year
and
we
implemented
a
hiring
freeze
and
held
certain
positions.
Vacant
and.
C
D
The
savings
from
that
into
the
current
year
budget,
they
also
kept
operating
budgets
for
departments
flat
and
what
that
meant
was.
We
took
out
any
kind
of
inflationary
increases
for
contracts
that
may
have
been
going
up
in
cost
or
we
were
unable
to
add
any
additional
money
into
our
health
insurance
program
to
account
for.
D
New
services
or
expansions
in
the
current
year
and
through
some
of
those
steps,
though
we
were
able
to
avoid
some
of
the
more
drastic
measures
that
other
local
governments
across
the
country
had
to
take.
So,
for
example,
we
were
able
to
avoid
layoffs,
erlos
or
any
kind
of
visible
service
reductions
to
our
community
next
slide.
D
D
In
our
revenues,
I
would
say
that
the
most
positive
thing
we've
seen
at
least
in
the
first
part
of
the
fiscal
year.
The
first
half
of
this
year
is
our
sales
taxes.
They've
been
up
5.8
in
the
first
five
months
of
the
year,
and
we
were
actually
we
were
expecting
sales
taxes
to
be
down
in
the
next
level.
I'll
show
you
some
more
detail
on
that.
So
the
fact
that
they're
up
this
positive
sign
we've
also
seen
higher
growth
in
our
property
tax
base
than
we
originally
estimated.
D
D
Chart
with
you
all,
because
when
we
started
putting
the
budget
together
last
spring,
like
I
said,
the
pandemic
was
just
starting
and
we
were
really
concerned
about
what
was
going
to
happen
with
our
sales
taxes.
And
so
we
we
were
very
conservative,
very
cautious
in
our
budget,
and
you
can
see
those
dark.
Blue
lines
are
what
we
projected
for
sales,
tax
revenue
and
you
can
see
in
march
april,
and
may
we
projected
some
fairly
significant
declines
in
sales
taxes
and
we
did
have
declines.
D
B
D
D
D
Like
most
other
local
governments
in
north
carolina
that
we
would
see
continue
to
see
sales
taxes
declines
as
the
pandemic
was
continuing.
So
we
budgeted
to
decreases
in
sales
taxes
in
each
of
those
first
five
months,
but
what's
happened
is
we've
actually
seen
growth
in
each
of
those
months
and
attributes
to
the
fact
that
here,
in
north
carolina
at
least
local
governments
are
allowed
to
tax
groceries.
D
D
As
I
mentioned,
we
held
several
positions
vacant
for
those
positions
for
this
current
year
and
we've
achieved
the
savings
that
we
set
aside
for
those
positions
and
we've
actually
also
had
a
higher
savings
than
we
had
anticipated
from
other
vacancies
as
well.
So,
as
you
all
may
remember,
back
in
december,
we
were
able
to
utilize
some
of
the
savings
from
the
current
year,
along
with
the
cares,
act,
funding
and
recognize
our
frontline
and
on-site
employees
with
a
one-time
hazard,
pay
bonus
and.
D
So
it's
a
quick
look
at
the
the
numbers
in
the
general
fund
summary.
So,
as
I
mentioned,
we
appropriated
fund
balance
to
balance
this
year's
budget.
That's
that
1.6
million
dollar
number
you
see
on
the
left-hand
column
there
and
so
had.
We
had
our
revenues
and
expenses
stayed
on
budget
this
year
we
would
have
ended
up
finishing
the
year
with
a
fund
balance
of
around
13.4
percent.
D
Actually,
we
would
have
been
on
track
to
come
in
a
little
under
that,
but
we've
done
much
better,
especially
on
the
revenue
side
through
the
first
five
months,
and
we
think
that's
going
to
continue
at
least
for
the
rest
of
this
physical,
although
there
is
still
some
uncertainty
remaining,
but
right
now
we're
projecting
that
we
will
actually
add
about
2.8
million
dollars
to
our
fund
balance
in
the
current
year
and
finish
the
year
slightly
above
our
policy
target
of
15
percent,
we'll
be
around
16
16
to
17,
which
is
where
we've
ended
the
year.
D
B
D
D
D
Did
that
help
at
all
yep?
Okay,
okay,
good!
I
got
that
the
joys
of
like
so
I
just
in
summary
revenue
respect
it's
about
a
short
term
or
her
balance.
History
budget
have
helped
in
the
short
term,
but
we
do
recommend
that
we
do
this
in
this
fiscal
year
and
a
lot
of
uncertainty
that
remains
about
where
we're
headed
headed
with
the
pandemic
and
how
strong
the
economic
rigory
may
be
and
what
it
is
federal.
I
Tony,
this
is
gwen.
How
are
we
doing
on
collections
around
property
taxes?
I
mean
I
is
it.
I
can't
remember
how
we
budgeted
that,
but
how?
How
are
we
doing
relative
to
collections,
not
not
growth
at
the
base,
but.
B
B
C
What
tony
was
trying
to
say
is:
you
know,
we've
touched
base
with
the
county
tax,
collector
and
they're
they're.
B
C
K
Taylor
stage
I
have
a
quick
one
so
back
on
the
the
personnel
and
the
benefits,
I
have
a
like
a
long-term
question.
So
does
the
it
look
like
the
benefits
was
about
30
of
the
total
personnel?
K
Does
that
number,
as
a
percentage
of
total
personnel
grow
over
time
because
of
pensions,
retirement
etcetera?
Is
there
naturally
occurs
that
I
could
apply?
I
mean
I
know
we're
talking
about
class
studies
and
things.
So
is
it
because,
right
now
it's
at
30
37.?
Does
it
go
to
32.68
every
year?
Does
it
do
we
know
any
of
that.
C
We'll
take
a
stab
at
this
one
as
well,
assuming
the
attorney
might
still
be
a
little
staticy
there.
The
answer
to
the
short
answer
is:
yes,
we
see
growth
over
time
and
actually
it's
one
of
the
things
I
was
going
to
talk
about
in
a
minute.
You
know,
because
we
participate
in
the
state
retirement
system.
C
We,
the
the
employer,
contribution,
is
set
by
a
board
actually
that
the
state
manages
and
that
percentage
has
gone
up
every
year
for
the
last
at
least
three,
if
not
four
and-
and
I
think
will
continue
to
go
up-
based
on
kind
of
the
actuarial
study
that
and
work
that
they
do
in
the
treasurer's
office,
they
manage
the
pension
system,
so
that
piece
will
continue
to
go
up
the
other
significant
mp.
C
The
other
significant
benefit
cost
is
healthcare,
and
that
you
know
really
we've
I'll
say
I
think
over
the
last
few
years
have
been
pretty
lucky
in
our
experience,
our
claims
experience
hasn't
drastically
increased.
You
know,
I
think
a
lot
of
other
employers
have
seen
that
happen,
so
we've
been
able
so
far
knock
on
wood
again
in
the
in
the
short.
You
know.
Recent
recent
past
to
to
keep
that
that
benefit
that
cost
pretty
stable,
but
I
think
over
sort
of
a
medium
to
longer
term.
You
know
we
would.
A
D
B
B
E
Out
how
to
unmute
so
can
we
go
back
to
slide
14,
because
I
have
a
couple
questions
about
that.
Thank
you.
It
says
here
at
the
bottom
that
we
avoided
layoffs,
furloughs
and
service
reductions.
So
can
I
confirm
whether
or
not
we've
returned
weekend
evening
service
to
the
northbound
routes
for
transit?
Then
that's
something
we
were
partnering
with
unca
on
funding
for.
A
E
Because
if
we
have
had
service
reductions,
I
just
want
to
make
sure
that
we're
naming
that
we've
avoided
most
or
some
service
reductions,
because
if
that's
one
that
we
still
have
reduced
I'd
be
curious
to
know
what
other
services
that
we
have
step
back.
C
All
right:
well,
I
had
to
jump
in
a
little
earlier
than
expected.
That's
the
world
we're
living
in
right
now.
I
think
so.
C
Yeah
I'm
taylor,
floyd
the
budget
manager
and
I'm
gonna
talk
a
little
bit
about
our
current
or,
I
guess
I
should
say
next
year,
budget
development
process
and
what's
been
guiding
the
process
this
year
and
some
significant
changes
we've
made
and
what
we're
hoping
to
achieve
so
to
start
with,
we've
used
these
three
guiding
principles:
essential
service
delivery,
customer
value
and
strategic
alignment
to
guide
the
budget
process
over
the
last
few
years,
and
we're
continuing
to
use
these
principles
throughout
this
year's
process
and
we're
really
trying
to
emphasize
our
customer
impact
and
doing
that
by
spending
time
talking
through
more
specifically,
who
is
impacted
by
our
services
and
and
how
next
slide.
C
So.
I
also
want
to
make
note
you
know
these:
were
the
council
priority
strategies,
these
were
prioritized
at
a
council
retreat.
That
was
two
years
ago
now
and
last
year,
at
last
year's
council
retreat.
We
provided
detailed
information
about
three
of
these
specifically
transit
service,
sustainability
and
employee
compensation,
and
that
was
actually
the
last
meeting
in
person
meeting
that
that
we
had
about
the
budget,
because,
right
after
that,
the
pandemic
happened,
and
so
that
was
kind
of
where
we
we
left
off
on
council
strategies
next
slide.
C
So
looking
kind
of
forward
from
some
of
the
stuff
that
tony
was
talking
about
we're
not
at
a
point
at
this
work
session,
where
we're
gonna
we're
gonna
bring
forward
any
specific
numbers,
but
we
will
be
coming
back
to
you
all
with
more
info
at
later
work
sessions,
both
on
revenue
and
on
expenditures.
We
just
kind
of
wanted
to
highlight
a
few
things,
the
first
being
revaluation.
C
The
second
thing
is,
you
know,
we're
expecting
to
see
kind
of
a
recovery
as
the
pandemic
comes
to
an
end,
hopefully,
and
we're
also
expecting
to
see
that
sales
tax
growth
that
attorney
was
talking
about
continue
into
next
fiscal
year.
C
C
Lastly,
I
just
want
to
make
note
that
we're
assessing
the
impacts
of
changes
to
taxes,
fees
and
charges
collectively
and
we're
trying
to
ensure
that
we're
not
just
considering
those
resource
needs
that
we
have,
but
also
thinking
about
what
burden
those
changes
might
put
on
to
our
community
can
kind
of
get
back
to
what
tony
talked
about
that
quality
services
at
a
reasonable
cost.
Right
kind
of
trying
to
balance
those
two
pieces
next
slide.
C
Side
looking
forward
to
next
year,
one
thing
again
tony
mentioned
some
of
the
reductions
that
we
we
had
to
make.
We
want
to
reinstate
those
where
we
have
the
opportunity.
Also.
I
already
mentioned
that
mandated.
C
Increase
we
have
a
compensation
study
and
implement
implementation
strategies
around
that
peggy
rose
gonna
speak
to
that
also
later
tony
already
mentioned
the
fire
station
and
staffing
up
for
that,
and
then
we
also
have
ongoing
conversations
around
reimagining
public
safety
and
we're
still
dialing
in
some
of
the
resource
needs
for
some
of
those
services
that
we've
already
reallocated
from
apd
and
we're
continuing
to
look
at
opportunities
to
make
changes
to
other
services
reparations
work,
I
think,
will
be
underway
next
year
and
and
that
will
have
some
resource
needs.
C
Then
we
know,
transit
service
continues
to
be
a
priority
for
council
in
the
community.
So
again,
you
know
we
always
kind
of
see
that
the.
B
C
Is
is
a
little
bit
longer
than
the
revenue
list
and
we're
always
trying
to
balance
that
so
excuse
me.
I'm
gonna
take
some
time
to
talk
about
how
we've
changed
the
internal
budget
process
this
year
and,
as
debra
said,
we've
tried
to
use
this
unique
moment
that
we
find
ourselves
in
to
push
a
little
farther
than
we
probably
would
have
otherwise
and
looking
at
that
those
inputs.
You
know
we
wanted
to
build
on
the
work
that
we've
done
to
incorporate
equity
into
our
budget
process
over
the
last
few
years.
C
So
what
those
changes
look
like
in
the
process
are
a
series
of
meetings
with
departments
to
talk
through
these
questions
and
we
specifically
brought
in
the
office
of
equity
and
inclusion,
cape
and
the
new
office
of
data
and
performance
to
lean
on
their
expertise
and
help
us
develop
this.
These
questions
help
us
talk
through
these
questions
with
departments.
C
C
C
C
C
Meaningful
changes
that
people
who
rely
on
our
services
can
see
and
feel
so
that's
kind
of
the
ultimate
goal,
always
when
we're
making
resource
allocations
and
with
that,
I'm
going
to
turn
it
over
again
to
one
of
the
folks.
That's
been
helping
us
through
this
process.
B
G
G
I
just
want
to
invite
y'all
to
take
a
second
to
maybe
take
a
breath
if
your
day
has
been
at
all
like
mine,
it
might
be
nice
to
take
a
breath
while
we
look
at
this
image
here-
and
so
I
do
want
to
ask
you
to
to
look
at
this
and
and
tell
me
what
you
see
tell
me
what
any
thoughts
are
that
might
come
from
looking
at
this.
G
B
B
G
Hi
hi
hi
yeah,
and
so
you
know
it's
interesting
well
so
chaneka
and
I
are
talking
about
equity
and
inclusion
and
engagement,
and
so
of
course,
we're
going
to
engage
you
a
little
bit
right.
So
thank
you
so
much
for
weighing
in
mayor
mannheimer.
So
right.
B
G
Talk
about
equity
and
inclusion
and
we're
rooting
this
process
and
budget
with
equity
and
inclusion
right.
So
if
you
look
at
that
bottom
right
hand
square,
you
see
justice
and
you
see
those
two
by
fours
prompting
up
that
tree
right.
So
we
know
that
equity
is
the
path
to
justice
and
applying
an
equity
and
inclusion.
Lens
is
what's
going
to
help
us
get
there,
and
so
now
we
can
go
to
the
next
slide.
G
C
G
This
budget
process,
the
framework
questions
that
we've
been
having
with
departments
are,
who
are
the
most
impacted
by
an
equity
in
our
community?
How
do
the
services,
your
departments
provide,
affect
those
most
impacted
and
how
can
services
be
adjusted
to
enhance
positive
or
mitigate
negative
impact?
G
B
G
Me
curb
cut
effect,
so
if
you've
done
a
training
with
me,
I
want
to
win
or
a
201
you've
heard
me
talk
about
the
curb
cut
effect
right.
This
is
a
concept
that
a
rising
tide
lifts
all
boats.
It
comes
from
the
disability,
rights
movement
and
essentially,
as
a
society,
we
either
all
rise
or
all
fall
right.
So
we
focus
on
those
that
are
most
impacted,
because
when
the
walls
of
exclusion
come
tumbling
down,
everybody
benefits.
G
So
how
do
we
change
services?
That's
looking
at
uncovering
negative
impacts.
It
doesn't
always
feel
great
to
uncover
negative
impacts,
but
how
else
are
we
going
to
know
where
we
can
improve
right?
Even
thinking
about
going
to
the
doctor
and
getting
a
diagnosis
that
we
may
not
want
to
get
it.
B
G
Changing
services
looks
at
focusing
on
the
positive,
but
also
looking
at
uncovering
negative
impacts
with
the
budget
process.
The
way
it
is
this
year
we're
looking
at
low
or
no
cost
options
to
change
how
we
deliver
services,
there's
been
a
lot
of
conversation
around
how
we
can
collaborate
better
as
a
city,
interdepartmentally
and
then,
of
course,
an
opportunity
for
continued
public
engagement
to
help
identify
solutions.
G
L
Thank
you
so
much
pauline.
It's
been
such
a
pleasure
working
with
you
over
the
past
couple
of
months,
amplifying
this
great
city
of
asheville.
My
name
is
chemeketa
ebony.
I
am
from
chemeketa
ebony
firm
and
I
am
partnership
with
christine
edwards
of
amplify
consultant
spent
the
latter
part
of
last
year
working
within
the
community,
and
we
are
now
also
engaging
with
the
community
again
next
slide.
Please,
and
we
wanted
to
spend
some
time
today
to
first
of
all,
let
you
know
what
is
upcoming
and
how
our
firms
are
working
with
people
in
the
community.
L
Actually,
this
week,
we'll
be
having
our
next
session
for
our
community
engagement
academy.
This
community
engagement
academy
is
working
with
people
that
are
identifying
as
people
lived
experienced.
These
are
bipark
citizens,
residents
that
are
looking
to
amplify
their
leadership
and
engagement
and
how
they
are
engaging
meaningfully
in
the
community
as
well
as
in
partnership
with
the
city.
L
What
you
see
also
on
this
slide
is
the
equity-focused
budget
sections
in
alignment
with
what
our
budget
department
is
working
on,
to
really
amplify
the
voices
of
getting
feedback
from
the
community,
getting
an
opportunity
to
create
what
we
would
understand
to
understand
as
better
practices
of
how
we
engage
and
get
feedback
and
input
from
the
community.
You'll
see
that
there
are
two
rounds
of
input
based
on
what
we've
heard
is
kind
of
the
model
that
we're
utilizing
is.
This
is
what
we
heard
taking
it
back
into
the
community.
Asking
for
feedback.
L
Did
we
get
it
right?
Is
something
still
missing
and
then
going
back
and
amending
and
adapting
on
the
drawing
board
next
slide,
please,
when
we
engaged
under
the
reimagining
public
safety,
we
really
wanted
to
create
an
opportunity
to
not
only
amplify
voices
of
those
being
impacted
by
inequities,
but
also
give
voice
to
those
that
wanted
to
look
at
how
reimagining
public
safety
means
to
them.
L
L
We
asked
citizens
that
were
participating
in
this
listening
session
for
them
to
share
this
very
thing.
What
it
looked
like.
What
did
it
feel
like?
What's
missing
and
what's
necessary
and
important,
what
needs
to
be
reallocated
and
what
should
maintain
a
priority,
as
well
as
one
of
the
larger
ones
of
who's
missing
from
the
conversation,
and
we
took
that
to
help
amplify
and
inform
how
we
became
our
meaningful
engagement.
This
next
go
round.
L
Next
slide,
please,
through
the
engagement
process,
what
was
lifted
up
by
asheville
residents
is
that
there
were
more
than
one
version
of
how
people
were
seeing
and
experiencing
the
city
of
asheville
and
having
that
feedback
helped
us
understand
better
who's
missing
from
the
conversation.
L
What
still
could
be
worked
on
for
examples
of
this
even
having
the
children
give
input
sharing
safety
videos,
what
it
means
for
them
to
feel
safe,
was
very
important
for
us
to
be
able
to
capture
and
make
sure
that
their
voices
feel
valued
as
well.
Community
organizers,
who
have
been
involved
with
over
20
years
of
some
aspect
or
form
of
community
engagement,
showed
up
to
these
sessions
to
make
sure
that
their
voices
were
heard
in
hopes
that
something
new
could
be
birthed
out
of
this
reimagining
series.
L
Next
slide,
please:
one
of
the
things
we
wanted
to
do
during
this
time
is
really
center
on
laying
a
good
foundation
from
what
we
did
in
the
fall
with
reimagining
public
safety
and
the
transition
steps
that
are
necessary
for
us
to
be
able
to
advance
racial
equity
in
a
meaningful
way.
What
you
see
here
is
that
we
conducted
listening
sessions
with
community
members.
L
We
also
provided
training
and
technical
support
to
community
members
seeking
to
grow
their
engagement
capacity
that
was
done
with
office
hours
tool,
share
digital
engagement
sessions,
information
and
videos
that
were
shared
with
those
that
had
expressed
interest
in
growing
their
engagement
capacity
in
the
fall.
Those
individuals
were
also
invited
to
come
back
and
be
a
part
of
the
engagement
academy
that
is
happening
right
now
to
really
amplify
their
ownership
of
their
power
and
their
voice
to
create
change
for
themselves.
L
In
those
virtual
office
hours,
we
were
able
to
troubleshoot
specifically
what
individuals
may
have
had
challenges
with,
and
it
gave
us
an
opportunity
to
meaningfully
engage
in
making
those
connections
in
the
community
that
may
not
have
been
made
yet,
but
with
intention
of
creating
a
sustainable
network
on
the
ground.
Next
slide,
please.
L
So
far,
these
participants
were
either
part
of
the
public
input
community.
They
were
on
the
list
serve
as
signed
up
as
residents
to
get
alerts.
It's
also
listed
on
the
public
input
page.
We
engage
those
that
had
engaged
last
year
as
well
as
reached
out
to
find
new
individuals
that
wanted
to
engage
in
the
process.
We
had
our
info
session
in
february
about
the
community
engagement
academy
and
our
first
session
actually
will
be
launching
this
thursday
evening.
L
The
capacity
building
structure
that
we're
focusing
on
is
to
support
continued
engagement,
as
well
as
helping
this
team
co-design
meaningful
engagement
strategies
that
they
would
like
to
see
manifest
so
that
we
can
take
this
information
back
to
the
city
and
create
an
opportunity
to
create
sustainable
ways
to
meaningfully
engage.
That's
co-designed
with
the
people
being
impacted
next
slide.
Please
any
questions.
M
Hi
hi
shamika:
this
is
sandra
kilgore.
How
are
you.
M
Good
I'd
like
to
thank
you
very
much
for
a
very
informative
report.
I've
learned
a
lot
and
I
think
the
work
that
you're
doing
is
just
amazing.
M
The
question
I
have
is,
I
know
that
I'd
just
like
to
know
what
platforms
that
you
utilize
actually
to
sort
of
reach
out
and
engage
in
parts
of
the
community-
that's
not
really
engaging
so
that
you
can
get
more
of
a
idea
of
what
you
know
the
community
is
thinking.
I
was
just
wondering
what
platforms
do
you
use?
I
noticed
that,
and
only
reason
I
say
that
I
noticed
that
when
I
moved
back
home
12
years
ago,
I
mean
well
no
in
2012.
M
The
one
challenge
that
I
had
was
actually
making
contact
with
a
lot
of
the
people
in
the
community.
Are
that
are
impacted,
but
I
was
wasn't
able
to
get
them
to
engage
and
I
found
out
that
basically,
a
lot
of
them
didn't
have
email
or
access
to
computers
and
things
of
that
nature,
and
what
I
found
is
pretty
much
you
sort
of
had
a
sort
of
set
groups
that
were
more
participatory
in
these
sessions,
as
opposed
to
getting
a
broad
array
of
people
involved.
M
L
Question
so
for
these
sessions
we
are
currently
holding
convenings
on
zoom,
which
are
recorded
and
then
uploaded
on
youtube
for
any
residents
that
may
have
missed
it.
I
have
also
been
engaging
utilizing,
instagram,
facebook,
social
media
groups
that
are
specific
to
asheville
residents
and
I've
been
engaging
with
young
people,
usually
directly
through
text
message
or
instagram,
as
means
of
engaging
with
them.
L
One
of
our
larger
priorities
is
that
we
want
to
utilize
this
space
to
saturate
with
people
that
are
already
doing
this
work,
so
one
of
our
methods
were
connecting
with
people
that
were
already
connected
to
other
people,
so
that,
though
there
may
be
a
group
that
is
represented,
that
is
not
at
the
table.
There
is
someone
that
knows
that
they're
missing
and
then
that
person
is
taking
that
ownership
and
their
leadership
to
be
that
voice.
L
M
And
also,
I
know
that
basically,
like
I
was
saying
a
lot
of
people
in
the
community
do
not
have
the
emails
or
social
media
platforms
they're
not
familiar
with
them,
and
and
I'm
just
making
a
suggestion.
I
don't
know
what
kind
of
budget
you
have
that
you're
working
with,
but
I
found
out
one
of
the
better
budgets
for
especially
if
you're
trying
to
communicate
with
the
minority
community
would
be
print
and
mail.
M
Those
are
sort
of
archaic,
but
those
are
the
things
that
work
in
the
community
for
as
far
as
getting
attention
and
also
maybe
reaching
out
to
the
churches.
But,
like
I
said,
I
don't
know
what
your
budget
is,
but
those
are
two
avenues
that
I
found
that
sort
of
give
you
more
insight
into
what
a
lot
of
the
older
community
members.
You
know
contact
with
them,
and
I
was
just
that's
just
a
suggestion
if
you'd
like
to
maybe.
L
It
is
welcome.
We've
had
representatives
from
the
council
of
churches
that
have
been
in
partnership
walking
with
us,
and
they
are
kind
of
taking
this
information
back
to
the
larger
groups.
So
we
definitely
want
to
not
have
anyone
feel
like
they're
left
behind
and
we're
so
happy
that
some
of
the
residents
that
are
involved
in
the
academy
who've
amplified
community
members
that
you've
identified.
That
may
not
necessarily
be
on
social
media.
L
I've
kind
of
challenged
them
to
be
those
ambassadors
and
take
that
message
back
because
again,
it's
going
to
be
more
meaningful.
Coming
from
those
that
are
championing
this
change
more
consistently
versus
what
I
could
possibly
come
in
and
say
I'm
just
given
a
platform
and
a
space
to
amplify,
what's
already
being
done
and
how
we
can
collectively
do
it
better
together.
So
I
love
what
you
mentioned.
L
Thank
you
so
much
for
your
recommendations
and
I
think
we're
definitely
going
to
include
that
we
did
last
go
around
when
we
put
signs
up
in
the
community
when
we
did
our
reimagining
public
safety.
So
this
could
be
another
opportunity
to
consider
print
posters
to
get
this
word
out,
as
well
as
continuing
to
challenge
our
ambassadors
to
be
that
vessel
and
voice
of
change
to
help
us
bridge
that
gap
that
you
amplify.
Thank
you
so
much
for
your
recommendation.
Thank
you.
Thank.
E
This
is
ken.
I
have
just
a
couple
of
questions
just
because
I
know
that
we
had
a
a
very
successful
endeavor,
with
the
noise
ordinance
reaching
out
to
neighbors.
That
hadn't
previously
participated
in
our
engagement
efforts.
So
if
you
had
an
opportunity
to
look
and
see
what
tools
were
effective
in
reaching
say
our
historic
black
neighborhoods
legacy,
neighborhoods
or
perhaps
reaching
out
to
neighborhoods
that
don't
speak
english
as
a
primary
language.
L
Thank
you
so
much
for
bringing
that
up.
We've
been
in
partnership
with
cape
who
has
been
a
such
a
great
asset
to
our
boots
on
the
ground.
Brenda
has
been
phenomenal
in
being
that
extension
of
a
leg
we've
also
doing
the
first
round
of
engagement
sought
out
an
organization
that
could
partner
and
walk
alongside
of
us
with
the
language
barrier
that
may
be
english,
not
having
a
primary
language.
We
did
not
want
them
to
be
left
out
of
the
conversation,
and
we
welcome
that
partnership.
L
With
this
level
of
engagement
again
for
this
round,
we
had
an
opportunity
to
review
those
steps,
we're
certainly
amplifying
the
better
practices
that
asheville
residents
have
successfully
been
able
to
engage.
L
One
of
the
things
that
you
brought
up,
that
is
very
important
that
we
are
considerate
of
is
the
timing
of
the
sessions
making
sure
that
it
is
accessible,
even
if
it's
a
recording,
as
well
as
making
sure
that
the
overall
goal
is
amplified
from
the
ground
up,
and
that
means
co-designing
with
those
people
that
are
impacted
by
the
change.
So
I
welcome,
if
any
of
those
that
led
that
outreach
and
work
would
like
to
walk
in
alignment
and
partner
with
this
budget
engagement
cycle.
We
welcome
the
partnership.
We
certainly
want
to
make
sure
that
knows.
L
L
Input
has
the
link
that
you
can
sign
up
and
register
and
pretty
much
right
now.
We
are
looking
to
meaningfully
engage
over
the
next
couple
of
months
with
the
same
group
of
people
to
really
saturate
some
some
foundation
among
those
that
are
leading
leaders.
So
these
are
individuals
that
are
self-identifying
people
with
lived
experience,
as
well
as
those
that
are
either
an
ally
or
voice
for
or
standing
in
partnership
and
sharing
voice
with.
So
we
want
to
make
sure
that
anyone
that's
interested
in
being
a
part
of
that.
L
So
please
check
out
the
public
input
page.
You
can
find
that
on
the
engagement
hub
and
that
link
is
right.
There
you
can
just
just
one
click
sign
up
fill
out
our
academy
form
and
our
staff
will
be
reaching
out
to
you
with
the
links
to
get
you
plugged
in
and
caught
up
for
our
session
on
thursday
night.
L
Well,
as
far
as
the
engagement
ambassador
program
in
durham,
that
model
is
great.
I've
also
looked
at
the
model
out
of
state.
I've
looked
at
models
across
the
country
as
well
as
models
out
of
canada,
and
what
I
help.
Support
and
amplify
is
exposing
those
models
to
the
local
community
and
giving
them
space
to
co-design,
what's
meaningful
for
them,
because
the
every
community
is
different
and
unique,
and
we
want
to
make
sure
that
if
citizens
and
participants
can
find
themselves
in
the
model,
then
it
creates
a
foundation
for
it
to
be
sustainable.
L
And
when
it's
co-designed
by
people
that
are
impacted,
then
the
sustainability
rates
are
expended
extended
as
well.
So
we
do
take
in
consideration
other
states
models
as
well
as
other
city
models,
but
we
also
yield
to
what
asheville
says
their
better
practices
are
based
on
their
lived
experience,
expertise
and
I
have
had
the
pleasure
to
realize
that
there
are
some
citizens
that
have
been
in
the
engagement
process
20
years.
So
we
have
some
experts
in
the
room
that
are
all
more
than
welcome
to
give
feedback
on
what
better
practices
could
be
had.
E
Thank
you.
I
really
enjoyed
meeting
you
and
you
were
in
town
the
first
time
and
I'm
glad
to
see.
L
B
D
Sorry
I
had
some
network
issues,
but
so
just
wanted
to
finish
off
the
budget
discussion
before
we
turn
it
over
to
peggy
roy
to
talk
about
compensation
by
going
through
a
few
slides
related
to
revaluation.
D
D
So
just
as
a
reminder,
the
property
tax
rate-
and,
if
you
remember
from
one
of
the
earlier
slides
property
taxes,
are
by
far
and
away
the
biggest
general
fund
revenue
source,
the
property
tax
rate
is
set
by
city
council,
but
the
values
related
to
property.
Those
are
determined
by
the
county
tax,
assessor
and.
D
Major
components
of
the
property
tax
base,
the
biggest
one
is
the
resident,
is
the
real
property,
which
is
what
I
think
most
folks,
think
of
when
they
think
of
the
property,
tax
and
property,
and
that's
residential
and
commercial
properties.
There's,
but.
D
Smaller
categories,
the
first
of
which
is
called
personal
property,
and
it's
actually
slightly
misnamed
because
most
of
the
value
in
that
category
comes
from
business
equipment.
So,
for
example,
a
new
belgium,
brewery
or
aca
hospital.
The
equipment
within
within
those
businesses
is
taxed
on
a
depreciation
schedule
and
so.
D
It
is
probably
because
you
get
a
separate
motor
vehicle
bill
from
the
state.
The
property
tax
rate
is
also
applied
to
all
licensed
motor
vehicles
in
north
carolina.
So
next.
D
So
what
are
the
takeaways
from
that?
So
those
three
categories
I
mentioned
last:
the
smaller
ones,
personal
property,
public
utilities
and
motor
vehicles.
D
Are
updated
every
year,
so,
for
example,
when
you
get
your
tax
bill
for
your
for
your
vehicle
from
from
the
state
you'll
notice
every
year
that
that
value
has
gone
down
a
little
bit.
C
D
D
So
this
is
a
little
history
kind
of
to
look
back
at
when
previous
revaluations
have
occurred,
so
the
last
one
to
occur
here
in
buncombe
county
was
in
fy
18,
and
you
can
see
at
that
point
that
property
values
on
average
in
the
city
of
actual
grew
by
23
and
that
the
city
lowered
the
property
tax
rate.
D
As
part
of
that
cycle,
the
previous
revaluation
actually
occurred
in
fy14,
and
that
was
a
little
atypical
compared
to
what
most
most
revaluations
lead
to
in
terms
of
property
chain
property
value
changes
because
we
were
coming
out
of
the
great
recession
and
property
values
had
either
gone
down
or
had
not
grown
very
much
since
the
previous
revaluation
in
2007..
J
J
42
cents
to
46
back
down
to
0.4289
what
is
the?
What
what
is
the
assessed
value?
I
mean,
I
think
people
would
look
at
this
and
say
hold
on.
I
just
got
my
my
new
property
tax
value
from
buncombe
county
and
we
just
read
a
news
article
that
said
property.
Tax
values
went
up
by
whatever
it
was
20,
plus
percent
and
in
2016
the
values
went
up
when
people
got
their
assessments
in
2016,
the
values
went
up
county-wide
by
I
don't
remember
what
it
was:
20
25
or
whatever
it
is.
J
D
B
D
In
those
years,
the
growth
in
the
tax
base
is
purely
based
on
new
construction,
so
you
can.
B
D
Most
non-revaluation
years,
our
tax
base
is
growing
well,
when
we
were
coming
out
of
the
recession
in
fy
11
12
13,
there
wasn't
a
whole
lot
of
growth.
D
We've
picked
up
growth
in
the
last
couple
years,
primarily
because
of
the
aca
mission
value
coming
on
the
tax
rolls,
and
so
that's
why
the
fy,
19
and
fr
20
values
were
up
by
four
and
six
percent.
But
what
we
really
wanted
to
highlight
here
again,
I
think,
is
those
lighter
color
bars,
particularly
the
one
in
fy
18,
and
that's
what
happened.
It
was
the
last
time
there
was
a
revaluation.
Values
went
up
by
23.
J
J
B
J
C
J
To
see
this
pretty
accelerated
value
growth
for
for
real
estate.
D
D
The
other
revaluation
since
I've
been
here
in
the
city
we've
typically
had
somewhere
between
20
25,
even
30
growth
for
the
three
or
four
other
evaluations
that
I've
been
here
for.
D
The
last
rebound
that's
not
shown
on
this
chart
was
an
fyo7
and,
and
the
county
actually
delayed
the
revaluation
because
of
the
economic
recession.
D
Seven
years
between
07
and
14,
with
no
no
revaluation
done,
and
then
they
did
one
in
fy14
which
again
like
it
was
very
atypical
and
then
we're
back
to
kind
of
a
normal
pattern.
With
fy18
and
and.
D
Slide
has
information
about
what
we're
seeing
preliminarily.
I
think
this
is
what
you
alluded
to
mayor.
The
values
that
were
that
were
mailed
out
in
early
february
showed
a
preliminary
change
of
about
18
county-wide.
So
again,.
D
Values
are
going
to
be
up
similarly
to
what
they
were
four
years
ago,
but
maybe
not
quite
as
much
overall,
at
least
at
the
county
level.
We
don't
have
city
specific
numbers
just
yet
to
look
at
and
part
of
that
reason
we
don't
have
city
specific
numbers
to
share
at
the
moment
is
the
appeal
process
is
still
taking
place
through
the
bunk
and
county
tax
assessors
office
and
that's
open
until
april
21st
and
then
we'll
be
setting
a
tax
rate
based
off
of
those
values.
But
before.
K
Just
briefly,
I
guess
I
received
some
correspondence.
That
said,
we're
required
to
do
it
eight
years,
but
it
is
actually
every
four
years
right.
K
B
K
J
K
J
D
Yeah
we
actually
yeah,
we
can,
I
don't
think
we've
provided
the
last
couple
years.
We
have
all
that
all
that
data,
the.
D
E
This
is
kim
one
of
the
questions
that
I
have
is.
Can
we
request
from
buncombe
county
a
breakdown
in
the
the
revaluation
by
zoning
and
by
use
a
little.
E
D
D
B
D
I've
got
a
couple
more
slides,
then
we
can
pause
again
for
questions
if
you
all
would
like
okay,
so
next
slide.
So
the
last
bullet
point
on
the
previous
slide
mentioned
the
tax
rate,
and
so
here
north
carolina
state
statute
requires
that
any
time
there
is
a
revaluation
that
all
the
local
governments
within
the
county
that
has
the
rebound
calculate
what's
calculated
and
published,
what's
called
a
revenue,
neutral
tax
rate
and
it's
a
little
complicated
what
the
what
the
definition
is
of
it.
D
If
you
all
are
interested
in
learning
more
about
what
that
means,
I
think
the
main
takeaway
is
that
we
have
to
calculate
the
rate,
and
I
think
that's
on
the
next
slide
that
I
think
of
the
next
slide
are
the
kind
of
the
next
steps
for
us.
I
mentioned
a
couple
slides
ago
that
we're
awaiting
updated
value
estimates
from
the
county.
The
county,
would
continue
to
update
those
values
for
us
as
they
go
through
the
appeal
process
and
then
per
those
general
statutes.
D
The
city
will
calculate
and
publish
what's
called
the
revenue
neutral
tax
rate
as
part
of
the
manager's
recommended
budget
in
may.
So
I
think
that's
the
last
slide
on
this
again
happy
to
circle
back
and
answer
any
questions
and
also,
I
said,
there's
a
lot
of
information
out
there
from
the
school
of
government
and
other
folks
across
the
state
about
about
what
this
means
and
how
you
provide
that
as
well.
I
Tony,
this
is
gwen
just
to
clarify
for
the
public.
You
know
when
we
talk
about
revenue
neutral.
We
do
that
on
the
aggregate,
whereas
someone
you
know
someone
may
have
a
large
decrease
in
their
value.
Some
might
have
a
large
increase
in
their
value,
and
but
the
number
that
we
use
to
come
up
with
revenue
neutral
is
the
valuation
on
the
aggregate.
D
D
N
Thank
you
tony
good
afternoon,
mayor
vice
mayor
and
members
of
council,
peggy
rose
special
assistant
to
the
city
manager
and
I'm
going
to
present
to
you
today
at
a
high
level
the
findings
from
our
consultant,
the
archer
company,
regarding
our
total
compensation
package
in
the
city
next
slide,
please
go
ahead
to
the
next
slide
beth.
Thank
you.
Key
takeaways,
a
competitive
and
fair
compensation
package
is
at
the
center
of
what
employees
want
from
their
employer.
N
N
What
I
would
like
to
present
to
you
today
is
the
current
status
of
the
city's
comp
and
benefits
demonstrate
the
urgent
need
to
address
the
compensation
shortfall,
provide
some
options
and
costs
for
each
and
ask
for
your
direction
and
the
for
the
path
forward.
There
are
in
the
in
the
full
report.
There
are
lots
of
opportunities
and
options,
and
we
are
presenting
to
you
just
a
couple
of
those
today.
So
next
slide,
please.
N
Flexibility
in
the
workplace,
respect
interesting
and
meaningful
work
autonomy
and
you
can
see
at
the
center
of
that
is
competitive
and
fair
pay
next
slide.
Please,
the
mercer
company
says
whether
employers
are
competing
for
new
talent,
establishing
fair
pay
for
employees
or
making
market
adjustments
to
secure
the
workforce.
N
Next
slide,
please,
the
city
of
asheville
seeks
to
set
its
base
pay
at
100
of
the
average
market
within
our
defined
markets
and
to
set
total
compensation,
which
is
salaries
and
benefits
at
or
near
the
defined
competitive
market.
This
compensation
philosophy
is
prevalent
among
most
local
government
and
public
sector
employers.
N
The
key
tenets
of
this
study
were
to
engage
the
relationship
between
the
city
of
asheville's
current
compensation
against
this
stated
philosophy.
Next
slide,
please
the
scope
of
work.
As
you
might
recall,
the
archer
company
was
engaged
in
2019
to
analyze
the
city's
compensation
and
benefits
package
and
provide
recommendations
to
the
city
manager
on
the
following.
N
Is
the
current
pay
and
benefits
package
competitive
with
the
market?
What
is
the
feasibility
of
raising
the
minimum
salary
to
thirty
one
thousand
two
hundred
dollars
annually?
What
if
any
compression
issues
exist
and
how
should
those
be
addressed
and
what,
if
any,
overall
inequities
exist,
and
how
should
they
be
addressed
next
slide?
N
Please,
the
work
that
was
completed
spring
of
last
year
was
moving
our
minimum
salary
for
employees
to
31
200,
which
represents
an
annualized
salary
based
on
15
an
hour
for
a
40-hour
work
week,
and
we
also
address
some
specific
compression
issues
around
that
movement
of
the
minimum
next
slide.
Please
archer
stated
in
their
report
that
certain
aspects
of
the
pay
structure
at
the
city
are
not
competitive.
N
N
Next
slide,
please.
Overall,
the
city's
salary
structure
is
below
the
market
average.
On
all
key
comparisons,
says
the
archer
company,
the
city's
minimum
pay
rates
are
at
92
percent
of
market
midpoint
rates
at
91
percent
of
market
and
again
in
order
to
compete.
Our
goal
is
to
be
at
100
of
market
by
ensuring
that
the
paid
structure
is
competitive
again,
we'll
be
better
able
to
attract
and
retain
employees
next
slide,
please.
N
N
Our
401
k
and
457
plans
are
consistent
and
we're
more
generous
in
some
areas.
The
accrual
of
sick
leave,
accrual
of
annual
leave
and
tuition
reimbursement
next
slide.
Please
some
recommendations
that
archer
made.
We
asked
archer
to
look
at
paid
parental
leave.
They
found
that
29
of
the
respondents
that
they
surveyed
offer
some
type
of
paid
parental
leave,
but
it
is
an
emerging
benefit
and
it
is
one
that
we
are
recommending
for
the
city.
N
Generally
speaking,
though,
we
don't
have
a
policy
finalized,
yet
six
weeks
paid
parental
leave
recommended
for
the
birth
of
a
child,
adoption
foster
placement
and
just
as
an
fyi,
the
city
had
71
employees
last
year
who
used
lee
for
these
types
of
reasons,
and
there
are
no
short-term
costs
for
this.
But
there
are
some
long-term
costs
in
terms
of
employees
being
paid
an
additional
six
weeks,
thereby
allowing
them
to
continue
to
accrue
and
maintain
annual
and
sick
leave
banks
that
could
be
paid
out
at
a
later
date.
N
N
Next
slide,
please
there's
a
direct
linkage
between
effectively
communicating
organizations,
compensation
strategy
and
the
level
of
employee
engagement,
job
satisfaction
and
retention.
So
one
thing
archer
did
recommend
is
that
the
city
share
with
employees
the
value
of
the
benefits
by
providing
annual
total
reward
statements.
N
Additionally,
they
made
some
notes
regarding
benefits
that
the
primary
challenges
employers
are
expected
to
have
over
the
next
three
years
include
the
rising
benefits,
costs,
communicating
choices
and
responding
to
different
needs
and
wants
of
multi-generational
workforce
next
slide.
Please
so
I'll
pause
here
before
I
move
into
compensation
just
to
see.
If
there
are
any
questions
about
the
benefits
piece,
councilwoman,
turner.
K
Thank
you
peggy.
I
just
want
to
make
sure
I
heard
right
the
parental
leave.
We
want
to
add
it.
We
already
have
it
or
we
want
to
grow.
N
It
we
want
to
add
it
as
a
paid
benefit.
Currently,
we
do,
of
course,
have
family
medical
leave
and
employees
receive
that
if
they're
eligible,
they
use
their
annual
leave
or
sick
time
to
cover
their
salary
during
their
absence,
this
policy
would
would
require
the
city
to
pay
them
and
they
would
not
have
to
use
their
annual
or
sick
leave.
Additionally,
employees
who
don't
have
annual
leave
or
sick
leave
would
be
eligible
to
receive
pay.
Thank
you
so
much.
E
N
It
is,
it
is
comparable
to
the
one
in
the
county.
It
is
a
really
an
emerging
benefit.
Our
consultants
found
that
most
companies
are
looking
very
closely
at
it,
though
not
many
are
yet
offering
the
benefit.
B
N
H
You
mentioned
some
negative
effects
of
parental
leave.
If
it
extends
six
weeks,
could
you
just
re-emphasize
that
point?
I.
N
Didn't
hear
well,
remember,
yeah.
I
think
what
I
mentioned
vice
mayor
is
that
there
would
be
some
cost
long
term
in
that,
if
you
are
on
a
paid
parental
leave
and
the
city's
continuing
to
pay
you
for
six
weeks,
you're,
not
using
your
sick
leave
or
your
annually.
I
That
help
it's
peggy,
yes,
ma'am,
it's
not
an
unfunded,
I
mean
from
accounting
purposes
you
do
a
crew
for
that,
so
it
isn't
like
it's
gonna
I
mean
it
would
be
recorded
as
an
expense.
As
as
you
go
so
I
mean
I
just
don't
want
it
to
sound.
Like
you
know
down
the
road
you're
just
going
to
have
this
big
chunk
of
expense,
you
didn't
recognize
for
accounting
purposes.
You
actually
do
accrue
that.
D
N
E
So
one
follow-up
is
it's
my
understanding
that
the
county
actually
provides
eight
weeks
of
parental
leave,
so
as
we're
starting
this
new
program
to
ensure
that
we
provide
good
benefits
and
are
competitive
in
our
employment
and
also,
you
know
a
good
place
to
work.
I
think
it
would
be
a
good
opportunity
to
look
and
see
those
benchmarks
what
the
cost
comparison
would
be
and
then
opportunities
to
engage
the
public
and
get
some
feedback.
E
N
We
can
we
can
certainly
look
closely
at
what
the
county
is
doing
and
some
other
surrounding
areas
as
well.
Thank
you
and
at
the
time
that
archer
conducted
this
survey,
buncombe
county
had
not
yet
adopted
their
policy.
They
have
since
done
that.
So
I'm
sure
the
numbers
have
increased
since
their
initial
survey.
K
N
We
lose
quite
a
few
to
the
county.
I
depends
on
how
you
define
fairly
often,
I
guess,
but
we've
we
lose
police
officers
to
the
sheriff's
department
and
we've
lost
some
employees
in
the
financial
arena
to
the
county.
So,
yes,
they
definitely
are
a
strong
competitor
in
terms
of
benefits
and
salaries.
N
N
N
So,
for
example,
if
you
look
on
this
chart-
and
obviously
this
is
just
a
few
at
the
sanitation
driver,
the
current
minimum
salary
that
we
pay
is
31
200
and
by
the
way
that,
as
is
as
a
result
of
our
movement
to
31.2
in
april
of
last
year,
the
recommended
minimum
is
38
293..
N
N
J
N
J
And
just
to
clarify
those
are
certain
classifications
within
all
of
our
job
descriptions.
I
don't
want
anyone
to
be
thinking
that
firefighters
make
firefighter
here
means
like
firefighter
one.
I
assume,
because
we
have
captains
we
have.
N
N
Thank
you
next
slide.
Please.
I
want
to
talk
real
briefly
about
employee
turnover.
Generally.
Organizations
want
to
have
10
or
less
turnover.
An
average
for
local
government
in
recent
years
is
has
been
about
11.8
down
below.
You
can
see
that
a
chart
for
our
past
five
years
turnover
last
year
in
2020,
we
had
18
turnover
in
the
city,
2019
11,
2018
and
2017
15.
B
N
N
C
N
Positions
with
high
turnover
may
be
attributed
to
the
non-competitive,
pay
rates
and
significant
turnover,
directly
impacts
services
to
the
community
response
times
and
basic
infrastructure
support.
As
you
can
see
next
slide,
please
turnover
cost
in
general
organizations
estimate
that
the
turnover
of
a
position
costs
one
and
a
half
times
the
annual
salary
for
that
position.
So.
N
Hard
cost
would
be
that
the
cost
to
recruit
staff,
time
interview,
time,
background
checks,
overtime
for
folks
who
are
filling
in
back
filling
positions
with
temp
workers,
etc.
The
soft
cost
would
include
loss
of
productivity,
loss
of
institutional
knowledge,
the
learning
curve
and
training
time
needed
for
the
new
employee.
E
N
Please
the
new
pay
structure.
Implementation
is
critical
in
order
to
ensure
a
thriving
local
economy
and
clean
healthy
environment.
We
must
have
talented,
stable
workforce.
Archer
recommends
that
our
com,
that
our
compensation
structure
be
increased
and
that
it
be
evaluated
annually.
There
are
several
possible
ways
to
begin
to
address
the
issue,
and
I
mentioned
in
the
report.
N
B
N
This
means
the
employee
receives
a
four
thousand
dollar
increase
to
move
to
the
new
minimum.
The
supervisor
now
earns
a
thousand
dollars
more
than
that
employee
and
again
there
are
a
number
of
ways
to
address
compression.
We
won't
cover
them
all
by
any
means,
but
I
just
want
to
make
sure
we
have
that
definition
next
slide
any.
E
N
I
Hey
peggy,
thank
you
for
this.
I
I
guess
you're
waiting
for
the
big
the
big
reveal
pretty
soon
here,
but
the
analysis
of
the
18
turnover.
I
assume
that's
in
the
aggregate.
Did
you
have
a
breakdown
of
what
was
voluntary
and
what
was
involuntary.
I
I
mean
because
I
think
I
mean
I
I'd
like
to
I
mean
I
realized
that
probably
the
11
is
a
is
a
valid
comparison,
both
involuntary
and
and
voluntary,
but
it
might
be
meaningful.
You
know
when
we're
thinking
about
it.
Okay,
going
forward,
please.
N
And
I'll
be
I'll,
be
happy
to
share
that
it
does
include
all
turnover
except
for,
of
course,
temp
seasonals.
For
any
reason,
and
of
course
the
impact
in
terms
of
recruiting
and
replacing
and
so
forth
is
the
same,
but
we
certainly
can
get
that
breakdown
for
you.
I
Right
and
and
the
other,
the
other
question
I
have
is-
it
seems
just
anecdotally
that
there's
a
lot
of
folks
who
are
sort
of
retiring.
N
I
And
so
I'd
like
to
understand
what
are
what
impact
the
age
of
our
employees,
you
know,
what
do
you
see
that
effect
has
in
the
short
term,.
I
Right
and
then
you
know
what
your
take
on
that
the
effect
of
that
is,
I
don't
know
whether
we
tend
to
have
a
older
workforce
or
a
younger
workforce,
but
you
know
I
think,
thinking
about
it
long
term.
It
would
be
interesting
because
I
mean
I
know
I
work
with
another
organization
and
they
have
a
very
aging
population
and
I
think
it's
going
to
come
and
you
know
you
have
to
anticipate
those
retirements
and
think
about
how
you're
going
to
plan
for
that.
K
J
N
K
A
E
Yes,
thank
you,
so
this
seems
like
a
positive
step
in
first
just
identifying
where
our
issues
have
been
with
lagging
wages,
and
I
know
like
gwen
said
we're.
Gonna
get
a
reality
check
here
in
a
second,
but
this
is
especially
important,
considering
our
firefighters
as
first
responders,
so
I'm
looking
at
the
hours-
and
it
looks
like
in
comparison
to
about
2080
hours,
our
firefighters
are
working
more
than
2
900
hours,
and
this
gets
them
much
closer
to
our.
What
we
claim
for
our
living
wage,
it's
about
six
cents
difference!
It's
unfortunate.
E
We
don't
have
public
comment
in
these
work
sessions
because
we
have
a
lot
of
community
partners
who
could
help
us
navigate
this
conversation,
but
because
we
have
community
partners
who
have
been
addressing
affordability
like
the
family
for
family
friendly,
affordable,
buncombe
coalition.
E
N
So
if
we
were
to
take
all
of
the
employees
that-
and
I
mentioned
before-
they're
655
approximately
and
move
those
employees
to
the
new
minimum
being
recommended
by
archer
the
cost
to
do
that
is
4.5
million
and
then
to
adjust
for
compression
for
employees
who
are
already
at
or
or
above
that,
pay
that
minimum
and
provide
some
type
of
an
adjustment
to
employees
is
3.3
for
a
total
estimated
cost
of
7.8
million,
and
this
is
an
approximate
number
next
slide.
Please
pros
of
this
option
are
recommended.
N
Pay
structure
is
fully
in
place,
so,
in
other
words,
our
minimums
and
maximums
would
match
what
archer
is
recommending
provides
a
competitive
advantage
for
recruiting
and
retaining
employees
addresses
compression
issues.
The
cons
are,
of
course,
the
cost,
and
then
this
type
of
an
expenditure
would
compete
with
other
needs
in
cities
and
priorities.
N
Next
slide,
please.
The
pros
of
this
are:
it
addresses
the
employees
in
the
entry
level
positions
where
lower
pay
rates
in
the
departments
where
there
tend
to
be
a
lot
lower
pay
rates
in
the
departments
and
they
are,
they
are
experiencing
significant
turnover.
It
addresses
the
most
egregious
salary
deficiencies.
N
N
So
again,
there
are
a
number
of
recommendations
in
the
report
from
an
operational
standpoint,
but
just
to
highlight
a
few
for
you
again
evaluating
the
salary
structure
annually
and
making
adjustments
to
the
minimums
and
maximums
as
needed,
and
they
also
have
included
the
implementation
of
some
career
ladders
for
certain
job
families,
so
we'll
be
we'll
be
taking
advantage
of
some
of
those
recommendations.
N
N
N
A
M
Help
peggy,
could
you
please
I
sort
of
got
confused
with
the
compression
when
you
were
given
the
example
where
the
employee,
you
know,
once
you
brought
them
up
to
a
certain
level,
then
they
pretty
much
thought
the
supervisor
was
only
a
thousand
dollars
higher
than
that
income
and
I'm
trying
to
figure
out
if
you're
increasing
salaries
across
the
board.
N
It
would
ideally,
we
will
address
compression.
I
just
use
that
as
an
example
to
show
what
could
happen
if
employers
don't
take
that
step
to
address
the
compression.
A
And
unfortunately,
what
has
happened
in
the
past
is
that
we
haven't
had
the
resources
generally
to
address
the
compression
issues.
That's
why,
when
we
moved
to
the
thirty
one
thousand
two
hundred
dollars
last
year,
we
we
were
very,
very
insistent
upon
that.
We
addressed
the
compression
some
of
the
compression
issues
because
it
does
have
an
impact.
Excuse
me
on
a
morale,
particularly
for
people
who
have
been
here
for
at
that
time.
Yeah.
N
And
generally,
it's
difficult
to
do
one
for
one.
So
in
other
words,
if
you
move
that
in
that
example,
the
employee
five
four
thousand
dollar
increase,
you
wouldn't
necessarily
move
everybody
up
by
four
thousand
dollars,
but
you
would
want
to
use
some
type
of
system
to
make
adjustments
so
that
their
salaries
continue
to
move
forward.
A
F
So
I
was
curious
going
back
a
couple
of
slides
where
there
was
that
alternative
to
say
if
the
salaries
weren't
adjusted
across
the
board-
and
it
said
yes,
this
one
police
and
fire.
Can
you
explain
to
me
again
why
police
and
fire
were
chosen
and
if
we
were
to
go
with
this
alternate
plan?
N
It
could,
if
you
implement,
and
if
you
implement
year,
one
certainly
in
in
fight
and
water
and
public
works
most
of
those
entry
level
positions
would
be
addressed
in
year.
One
in
this
scenario,
so
the
the
sanitation
workers,
the
laborers,
the
equipment
operators.
Many
many
many
of
those
would
be
addressed
in
that
first
year
and
then
other
employees
would
be
given
a
salary
adjustment,
and
we
used
in
this
example
two
and
a
half
percent.
N
If
they
were
already
at
that
minimum
or
above
they
would
be
given
a
two
and
a
half
percent
increase,
so
it
it
would
mean
that
if
I've
been
here
a
year,
my
salary
is
going
to
go
up.
Two
and
a
half
percent,
or
assuming
I
make
the
minimum
or
greater
and
an
employee
who
just
gets
hired,
makes
the
minimum,
and
I
only
make
two
and
a
half
percent
more
than
they
do
so
there.
N
It
does
create
some
compression
issues
down
the
road
if,
when
you,
when
you
implement
in
a
phased
phase-to-phase
approach
like
this
and
as
to
the
police
and
fire
they're
on
a
different
type
of
plan,
they're
on
a
step
plan,
and
so
what?
What
this
does
is
move
them
if
for,
in
other
words,
if
a
firefighter
is
on
step
two,
then
they
would
go
to
step
two
in
the
new
in
the
new
plan,
so
it
it
just
calls
them
out
only
because
they
are
on
a
different
type
of
pla
pay
plan
than
the
general
employees.
I
Okay,
well
peggy!
Thank
you.
So
we
talked
you
talked
a
little
bit
about.
You
know
how
much
the
turnover
costs
the
city.
I
I
In
some
of
those
cost
savings
you
know
with
implementation
of
this,
I
you
know.
I
wouldn't
think
that
we
would
literally
make
money
on
doing
this,
but
which
you
know
saying
that
it
costs
you
one
and
a
half
times
somebody's
salary.
When
you
get
turnover,
but
would
I
mean
how
one
would
you
consider
that
in
a
budget
going
forward
and
two,
how
would
you
determine
how
much
that
is.
N
Yeah-
and
I
don't
know
that
you
could
necessarily
budget
moving
forward
on
that,
what
you
what
you
gain
from
that
is,
you
have
you,
you
have
less.
You
have
fewer
people
turning
over,
so
you
are
certainly
spending
a
lot
less
in
recruiting
time.
You
also
gain
hugely
as
it
relates
to
productivity,
because
now,
instead
of
recruiting
and
interviewing
and
spending
time,
training
on
sanitation
workers
over
and
over
and
over
again
we're
fully
functional
citizens
are
getting.
N
Residents
are
getting
the
services
that
they
need
and
all
the
employees
who
are
tied
up
interviewing
and
recruiting
and
working
overtime
and
doing
additional
jobs
would
be
fully
functioning
in
their
current
job.
So
you
could
potentially
certainly
save
in
overtime
costs,
but
I
think
it
would
be
difficult
to
quantify
that
in
a
way
that
you
could
actually
put
a
number
in
the
budget
other
than
the
savings
of
of
the
overtime
and
the
and
the
huge
increase
in
productivity.
I
Well,
but
I
mean,
if
we
don't
include
it
in
the
budget,
it
sort
of
makes
the
whole
argument.
I
mean,
if
you
basically
aren't
gonna,
have
some
savings
offsetting.
This
increase
you're,
basically
making
the
argument
that
I
mean
it
negates
your
argument
that
there's
a
high
cost
to
turnover,
and
so
I
would
just
really
encourage
us
to
to
consider
that
and
to
I
mean
you're
you're.
It
sounds
like
you're
a
little
bit
talking
out
both
sides.
Your
mouth
turnover
costs
a
whole
bunch.
I
J
I
mean
I
just
wonder:
if
high
cost
of
turnover
doesn't
sometimes
mean
it
takes
staff
time
for
people
who
are
already
employed
and
you're
already
paying
their
salary
and
it's
sort
of
hard
to
quantify
right
I
mean,
maybe
there
is
a
way
to
quantify
it,
and
I
know
that
different
industry
sectors
have
tried
to
quantify
it.
I
Well,
I
mean
you
know
what
it
would
also
suggest.
Is
you
know
if
you're
spending
a
lot
of
time
recruiting,
then
you
need,
you
know,
you
will
need
less
supervisors,
you
will
need
less
turnover,
etc.
I
just
I'm
going
to
be
a
little
disappointed
if
we,
if
we
just
put
the
entire
cost
in
there
and
assume
that
we
have
no
savings
whatsoever
to
me,
then
you
sort
of
have
then
then
it's
hard
for
me
to
justify
it.
Based
on
the
argument
that
turnover
costs
us
a
lot
of
money,
sure.
N
N
So
I
think
a
lot
of
the
costs
are
the
additional
time
we
certainly
can
quantify
it
in
terms
of
overtime
and
in
terms
of
the
recruitment
expense,
but
I
think
the
you
know
if
if
a
person
is
working,
two
jobs
because
of
turnover
it
would
be,
you
would
be
hard
it'd
be
difficult
to
say
that
you're
not
going
to
go
ahead
and
replace
that
additional
employee
right,
but
we'll
we
can
certainly
put
some
numbers
to
that,
but
it
it.
N
E
E
That
I
feel
like
it
is
an
embarrassment
to
our
organization
that
we
have
more
than
70
firefighters,
making
less
than
12
an
hour
and
that
the
narrative
has
been
that
they
can
work
other
jobs
and
live
outside
of
town.
So
they
have
been
speaking
up
in
meetings
in
in
budget
comment
periods
for
years,
they've
been
advocating
for
themselves
in
the
streets
in
our
town
squares,
and
I
just
I
think
at
a
minimum.
A
E
A
Really
want
to
want
to
clarify
that,
certainly
we
value
our
fire
fighters
as
well
as
every
every
employee
at
the
city
of
asheville,
but
I
would
also
add
that
additionally,
our
police
and
firefighters
are
paid
on
a
different
pay
plan
because
they
work
different
hours
and
shift
at
least
for
fire
persons
and
so
peggy.
I
don't
know
if
you
have
any
additional
information
that
you
want
to
add
to
that.
But
what
I
will
say
just
very
very
quickly
is
compensation
for
employees
is
quite
frankly.
A
A
That,
unfortunately,
other
communities
are
able
to
compete
relatively
easily
to.
B
A
Our
very
very
talented
employees,
away
from
us
and
oftentimes
we
have
found
that
that
is
due
to
the
salaries
that
we
pay.
What
we
found
from
the
archery
report
is
that
our
benefits
are
pretty
good,
in
fact,
in
some
areas,
they're
better
than
good
they're,
really
good.
It's
the
salary
piece.
That
is
the
challenge,
and
it
is
complicated
because
every
time
you
move
one
person.
B
A
Has
an
impact
on
the
other
person's
salary
and
that's
why
we
talk
a
lot
about
compression
that
it's
always
kind
of
a
kind
of
a
moving
target.
But,
as
you
all
know,
when
I
came
in
my
first
year
and
just
seeing
that
turnover
in
that
revolving
door,
I
said
we
we've
got
to
get
a
handle
on
this.
If
we
truly
want
to
address
the
issue
of
retention.
A
Want
to
attract
good
new
employees
so
I'll
I'll
stop
there.
N
N
That
I
can
add
anything
to
what
you
said,
and
certainly
we
have.
We
have
a
high
value
and
appreciation
for
police
and
fire
and
all
of
our
employees,
and
it
is,
it
is
not
an
accurate
comparison
to
to
have
to
compare
the
way
fire
and
police
are
paid
to
our
general
employees
because
they
do
have
a
different
pay
schedule,
but
certainly
it
is
critically
important
to
us
that
they
be
paid
fairly.
They
they
and
and
competitively
and.
A
I
think
it's
antoinette.
I
think
that
was
the
owner
antoinette.
You
still
do.
You
have
a
question,
okay,
correct
sage
and
then.
K
K
Curious
to
know
how
other
cities
handle
this,
as
I
understand
the
issue
was
around
hours
away
from
family
hours,
sleeping
at
station
working
56
hours
or
40
hours.
I
would
love
some
clarity
in
the
future
about
how
other
cities
handle
that
okay.
Let's
definitely.
K
K
B
A
Is
what
the
report
said?
These
are
some
options.
We
can
come
back
with
other
options
because
they
did
include
maybe
one
more
option,
but
I
think
we
were
looking
at
these.
As
you
know,
in.
B
A
Of
the
most
feasible
for
us
to
implement,
considering
again
employee
morale
and
all
the
pros
and
cons,
but
we
will
definitely
bring
that
back
to
you.
I
think,
unfortunately,
that
archer
added
something
kind
of
late
late
in
the
game
that
we
just
didn't
have
a
in
terms
of
some
options
that
we
just
didn't
have
enough
time
to
to
assess
and
analyze
in.
A
J
So
you
know
here's
what
I
would
offer
about
these
budget
work
sessions
is
that
it
is
an
opportunity
for
staff
to
hear
kind
of
feedback
from
council
in
terms
of
broad
directions
well
and
and
that's
how
they
can
start
cobbling
together
the
budget.
It
is,
you
know,
it's
a
large
living
document
that
we
eventually
have
to
vote
on,
and
so
you
know,
as
we
drill
down
and
the
more
meetings
we
have
and
the
more
community
input
we
hear
and
feedback
we
receive,
we
refine
it
refine
it.
J
J
B
J
Mean
that
can
happen,
but
it
is.
It
is
not
good
for
that
to
happen,
and
what
will
what
you
will
find
in
this
process
is
that
there
very
few
people
are
probably
watching
this
budget
work
session
and
more
and
more
people
will
become
aware
of
the
budget
process
as
we
go
through
it
and
they
will
sort
of
be
playing
catch
up,
and
then
they
will
start
giving
you
feedback.
So
you're
kind
of
juggling
a
lot
of
different
pieces
and
input.
C
B
E
B
J
For
ken
I'm
just
giving
every
anyone
who
hasn't
done
it
before
just
kind
of
a
preview
of
how
how
it.
J
C
J
Expect
it
to
be
a
very
robust,
a
very
robust
process.
F
I'm
just
curious-
and
this
is
I'm
wondering
because
I
haven't
read
the
archer
report-
I'm
wondering
if
the
numbers,
the
4.9
million
or
the
seven
point,
whatever
contemplated
growing
staff,
I'm
thinking
since
the
city
is
growing
by
necessity.
At
some
point
the
staff
is
going
to
have
to
grow,
I'm
wondering
if
that's
been
complicated,
no.
A
I
Just
and
this
is
really
probably
more
for
the
public-
you
know
this
whole
compression
issue
that
we're
talking
about
is
even
more
important
in
government
where
everyone's
salary
is
public
information,
whereas
when
you
work
in
a
private
corporation,
you
don't
necessarily
know
what
your
boss
makes
or
what
your
you
know,
co-worker
and
another
department
makes
etc.
This
is
very
you
know.
Salary
is
easily
looked
at
easily
viewed,
so
we
can't
I
mean
not
that
not
that
a
private
company
should
ever
do
that
either.
A
That
was
a
very
good,
very
good
point,
first
and
foremost
again.
Thank
you
all.
This
was
a
lot
that
we
presented
mayor.
I
greatly
appreciate
you
saying
what
you
said
in
terms
of:
why
are
we
even
having
these
work
sessions?
It
really
is
to
get
a
direction
from
you
all
if
there
are
some
specific
things
that
you
want
us
to
look
at
and
pursue
as
we
go
through
this
budget
process.
A
What
I
hope
that
you
got
out
of
this
information,
though,
is
that
we
really
are
trying
to
address
some
issues
related
to
how
we
deliver
services,
who
is
impacted
mostly
by
the
services
that
we
deliver,
and
I
hope
no
one
takes
away
that
we
are
trying
to
do
way
more
for
one
group
than
we
are
another
group
we
aren't
we're
trying
to
understand.
A
Have
there
been
some
inequities
and
adjust
if
there
have
been,
but
we
value
every
person
in
our
community
and
we
want
to
provide
the
the
highest
quality
and
quantity
of
services
that
we
can,
that
will
enhance
their
lives
or
their
businesses
within
our
community.
You
all
have
a
long
day
today.
You
have
council
meeting
right
after
this,
but
we
would
be
more
than
happy
to
stay
on
this
call
or
have
this
conversation
for
as
long
as
you
all
would
like
us
to.
A
If
there
are
additional
questions,
we're
happy
to
respond
or
if
there's
any
additional
information
you
all
want
us
to
bring
back.
We
would
be
happy
to
take
that
input
right
now.
Otherwise,
again,
thank
you
and
we'll
see
you
in
two
hours.
J
Is
there
you
know
I,
as
we
close
out,
I
just
want
to
give
my
appreciation
to
staff
for
putting
this
together.
I
know
this
was
a
long
awaited
report
regarding
staffing
and
salaries.
I
do
feel
that
it
will
be
very
important
to
try
to
address
these
salary
gaps
to
the
greatest
extent
possible.
J
We,
you
know
we
did
just
see
that
our
general
fund
budgets
and
the
130
million
range
and
7.8
million
is
a
considerable
amount
when
you're
looking
at
a
budget
that
size,
but
I,
but
I
do
feel
that
it
is
not
acceptable
for
us
to
be
so
I
I
is
so
non-competitive
as
compared
to
other
employers,
other
cities,
really
that
is
in
this
situation.
So
so
I'm
glad
we
have
that
information
before
us
at
this
point
here
we
are
in
march,
so
that's
very
helpful.
J
Anyone
have
any
we
are
about
to
have
a
council
meeting
in
two
hours,
but
any
other
comments.
E
Yeah
I
have
this.
This
is
kim
I'm
just
going
to
try
to
make
sure
that
I
say
this
as
consistently
the
same
way
for
every
budget
work
session,
because
there
are
so
many
people
that
don't
have
an
opportunity
to
speak
up
and
so
the
narrative
that
we
shouldn't
wait
until
the
last
minute,
but
we
always
wait
until
the
last
minute
for
the
public
to
engage.
So
I'm
glad
that
we're
finding
new
ways
to
do
public
input
on
this,
but
we
have
overlapping
emergencies.
Right
now
we
have
a
stated
climate
emergency.
E
We
have
the
crisis
of
racial
inequity
in
our
city
and
systemic
oppression,
and
so
I
don't
think
this
is
going
to
be
the
time
for
business
as
usual,
but
I'm
very
confident
that
our
community
is
capable
of
letting
us
know
what
healing
looks
like
and
I'm
glad
to
do
this
work
with
y'all,
even
even
when
it's
hard.