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From YouTube: City Council Budget Work Session – March 28, 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,
welcome
to
the
Asheville
City
Council
budget
work
session,
I'm,
not
sure
which
number
this
is,
but
someone
is
probably
going
to
remind
us
during
this
presentation
and
I'm,
going
to
turn
it
over
to
the
city
manager,
Deborah
Campbell.
Thank.
B
Think
this
may
be
our
third
or
fourth,
we
are
going
to
have
a
title
of
Floyd
and
Tony
McDowell
provide
you
with
a
update.
As
you
recall,
at
our
last
work
session,
we
focused
a
lot
on
compensation
because
we,
we
kind
of
figured
that's
going
to
be
the
underpinning
in
terms
of
available
resources
and
how
we
address
some
of
the
other
needs
related
to,
at
least
on
the
operating
side
of
our
budget.
We've
got
to
touch
a
little
bit
on
the
capital
side
as
well
and
give
you
an
update
on
our
facilities
assessment.
B
But
for
the
most
part,
the
majority
of
this
work
session
is
going
to
be
focused
on
compensation
and
benefits.
We
have
heard
a
lot
about
the
need
to
to
be
competitive
from
a
wage
and
compensation
and
benefits
perspective,
and
so
you're
going
to
hear
a
lot
of
information
today
we
are
we're.
D
Thank
you,
Miss
Campbell
good
afternoon
mayor
and
Council
Taylor
Floyd
budget
manager,
I'm
going
to
start
off
talking
with
you
all
about
the
results.
Some
high-level
results
from
the
budget
survey
that
we
did
earlier
in
this
calendar
year.
Tony
will
handle
the
compensation
part
and
then
we'll
have
a
special
guest
for
part
of
the
capital
overview,
Walter
eer
from
our
capital
projects.
D
Department,
that's
going
to
give
you
an
update
on
our
facility
study,
so
we
have
a
lot
of
key
takeaways.
First
and
foremost,
as
always,
our
proposed
budget
will
reflect
Community
priorities,
including
those
that
we
heard
from
the
survey
that
we
recently
completed.
We
are
going
to
recommend
a
variety
of
compensation
and
benefits,
adjustments
really
focus
on
recruiting
and
retaining
employees,
especially
in
APD
and
some
other
hard
to
hard
to
fill
places
throughout
the
city.
D
Our
recommendations
will
meet
the
just
economics
pledged
living
wage
and
on
the
capital
side,
We've
really
identified
most
of
the
significant
changes
in
the
plan.
We
have
a
lot
more
planning
that
we're
doing
that
will
inform
our
future
CIP,
including
the
potential
for
a
2024
geovan.
D
Hopefully
this
looks
familiar
to
you
all
again.
We're
kind
of
bridging
into
the
decision
making
time
here
at
the
end
of
March
and
that
will
kind
of
culminate
in
the
proposed
budget,
which
we
will
bring
to
you
all.
At
the
first
meeting,
your
first
meeting
in
May
again,
we
we
always
try
to
look
to
the
priorities
that
you
have
established
as
we're
trying
to
determine
how
to
allocate
our
resources.
D
Nothing
additional
to
note
here
other
than
just
to
mention
again
that
you
all
added
climate
resilience
to
that
fourth
a
priority
there
and
then
again
we
always
try
to
keep
these
guiding
principles
in
mind,
making
sure
that
we
have
the
resources
to
meet
Service
delivery
expectations
that
we're
providing
good
value
to
our
customers
and
that
we're
aligning
resources
to
achieve
Community,
Council
and
staff
goals.
D
So
looking
at
the
public
survey
results,
we
wanted
to
start
with
just
a
mention
and
before
I
before
I
get
into
this.
Actually,
we
did
provide
a
memo.
It's
attached
to
the
the
meeting
information
that
goes
through
this
in
much
more
detail
than
I'm
about
to
right
now,
so,
if
you're
interested
or
if
anyone
is
interested
as
linked
in
the
in
the
meeting,
we
did
do
a
lot
of
Outreach
from
radio
and
print
media
to
our
city
channels.
D
We
sent
out
flyers
and
had
paper
surveys
available
in
recreation,
centers
pushed
out
information
through
neighborhood
associations,
Community
groups-
again,
that
is
not
an
all-inclusive
list,
but
just
to
say
that
we
really
did
try
to
reach
out
to
a
broad
group
of
folks
from
within
our
community
to
try
to
get
some
of
this
feedback.
So
we
did
receive
a
number
of
responses.
We
tried
to
filter
those.
Interestingly,
we
did
have
some
folks
outside
of
even
the
state
fill.
C
D
Survey,
we
did
not
include
those
results.
This
was
the
only
demographic
question
that
was
required,
so
we
had
about
2200
what
we're
going
to
call
valid
responses
and
we
tried
to
kind
of
break
it
down.
You
know
not.
All
of
these
zip
codes
are
all
within
the
city,
but
we
included
any
that
were
and,
as
you
can
see,
a
majority
of
the
respondents
were
from
that
28804,
which
is
kind
of
North
Asheville
area
in
28806,
which
is
West
so
looking
more
specifically
at
some
other
demographics.
D
First
of
all,
I
want
to
note
that
about
30
percent
of
the
respondents
actually
chose
to
answer
these
questions.
They
were
not
mandatory,
that's
in
line
with
what
we
see
in
other
City
efforts.
So
this
is
a
breakdown
by
age,
as
you
can
see
kind
of
a
good
spread.
There.
I
will
note
that
we
had
more
people
in
the
35
to
75
than
are
actually
in
our
population
according
to
the
census
and
and
fewer
people
under
35,
so
not
quite
representative
there,
but
I
get
a
relatively
good
spread.
You.
D
Relative
relative
to
population
correct
again,
we
were
relative
to
the
City's
population,
more
white,
a
similar
proportion
of
native
and
less
black
Hispanic
and
Asian
than
Asheville's
population.
D
We
did
do
try
to
do
some
proactive
Outreach,
as
I
mentioned
on
that
earlier
slide
to
some
of
the
groups
that
we
find
it
more
difficult
to
hear
from
one
thing
that
our
Cape
team
wanted
me
to
note
was
that
we
have
heard
that
some
members
of
those
communities
don't
feel
comfortable
sharing
demographic
information,
so
that
might
be
part
of
what's
behind
that
only
30
percent
of
folks
answering
those
questions,
and
then
I
was
also
asked
to
share
some
information
and
make
a
plug
for
the
your
choice,
your
voice,
which
is
an
opportunity
that
we
have
for
people
to
receive
info,
an
invitation
to
participate
in
projects
and
initiatives
that
they
think
are
important
and
folks
can
sign
up
for
that
on
our
website.
D
D
So
moving
on
to
what
we
heard-
and
we
really
wanted
to
focus
this
piece
on
some
high
level
again,
there's
much
more
information
in
the
memo
that
we
shared
but
high
level
kind
of
what
we
heard
and
also
some
things
we
think
align
with
those
items
that
are
either
anxiety
existing
in
the
budget
or
that
we're
considering
the
first
being
interest
in
additional
investment
in
community
safety
and
emergency
response,
especially
Police
recruitment,
and
an
emphasis
on
downtown.
D
The
utility
rate
increase
that
you'll
hear
about
at
the
regular
meeting
later
this
evening.
If
that
was
to
be
funded,
we've
added
I
think
a
number
of
things
or
we'll
add
a
number
of
things
that
would
respond
to
that
interest:
maintenance,
Crews,
additional
night
shift
coverage
at
water
treatment
plants,
some
additional
staff
for
billing
and
Communications,
as
well
as
some
engineering
capacity
within
the
Water
Resources
fund.
And
lastly,
we
heard
an
interest
in
core
infrastructure
on
the
capital
side,
including
roads,
sidewalks
and
housing.
D
Again,
we
have
some
continuing
Investments
that
we
make
in
Road
resurfacing:
sidewalk
maintenance,
our
allocation
to
the
Housing
Trust
Fund
that
we
think
aligned
with
those
items.
We've
added
some
staff,
some
Grant
staff,
which
has
been
a
good
opportunity
in
the
community
and
economic
development
department
to
focus
on
affordable
housing
and
homeless
support.
And,
of
course,
we
also
have
the
opioid
response
planning
and
the
for
the
said.
The
settlement
funds
and
the
community
responder
unit
that
is
pilot,
I,
guess
I-
should
say
that
will
be
underway
shortly.
F
Foreign
good
afternoon,
mayor
city,
council,
Tony,
McDowell,
Finance,
director,
thanks
Taylor,
for
kicking
us
off
today
and
and
I
get
the
joy
of
talking
to
you
all
about
compensation
and
benefits.
F
Today,
Miss
Campbell
kicked
off
the
work
session
today,
talking
about
the
importance
of
compensation
and
benefits,
Personnel
costs,
if
you
will
as
a
part
of
our
budget
and
that's
true
every
year,
you
know
we've
shared
information
with
you
all
at
a
lot
of
these
work
sessions
that
show
that
personal
costs
are
by
far
and
away
the
largest
part
of
our
operating
budget,
approximately
60
percent
in
the
general
fund-
and
it's
even
we're,
emphasizing
it
even
more
this
year
and
have
the
last
several
years
because
of
the
recruitment
challenges
that
we've
talked
about
and
that
Taylor
mentioned
earlier
in
the
presentation
and
so
I'm
going
to
take
a
little
bit
of
time
to
walk
you
all
through
what
some
of
our
recommendations
are
for
next
year's
budget
and
I'm
going
to
start
by
just
kind
of
talking
about.
F
You
know
when
we
say
compensation
and
benefits.
What
do
we
mean-
and
this
is
on
this
slide
kind
of
a
list
of
different
types
of
pays-
that
employees
get
here
at
the
at
the
city
and
often
when
we
talk
to
you
all
about
pay
and
pay
increases
and
living
wage
and
those
kind
of
things
we
really
focus
on
that
base,
pay
and
that's
the
data.
C
F
Are
other
pays
that
employees
receive
as
well,
obviously,
if
staff
Works
overtime
they
get
paid
for
that,
we're
going
to
talk
a
little
bit
more
about
on-call
or
standby
pay,
and
also
shift
differential
pay
a
little
bit
later
on.
But
these
are
some
examples
of
pays
that
most
organ
most
employees
across
the
organization
receive.
F
We
also
have
some
additional
pays
that
are
unique
to
our
police
and
fire
departments.
Employees,
though,
depart
in
those
departments
receive
what
we
call
an
education
incentive.
So,
for
example,
if
you
have
a
bachelor's
degree,
you
get
a
four
percent
pay
increase,
five
percent
for
Masters
and
three
percent
for
associates.
F
We
also
have
a
language
incentive
as
well,
so
if
employees
are
fluent
in
another
language,
they
receive
that
pay
supplement
as
well,
and
just
to
kind
of
give
you
all
a
little
bit
of
an
idea
of
how
many
employees
in
police
and
fire
receive
those
education
supplements.
In
particular,
we
have
about
258
employees
in
those
two
departments
that
receive
one
of
those
three
education
incentive
supplement,
pays.
F
The
of
police
and
fire
I
think
that's,
probably
the
normal
about
half
I,
think
yeah.
So,
and
it's
not
just
the
sworn
employees
in
those
two
departments
have
receive
those
supplements.
The
non-scorn
staff
in
those
departments
receive
those
as
well.
F
F
Switching
over
to
the
benefits
side
of
the
budget,
this
is
a
list
of
what
we
consider
benefits
of
the
city
of
Asheville,
things
that
we
budget
as
a
part
of
of
the
financial
plan
every
year
and
I
just
call
your
attention
to
the
Employee
Retirement
System,
the
ledgers
we've
talked
to
you
all
before
about
the
mandated
increases
from
the
state
that
we've
been
getting
every
year
related
to
our
contribution
to
that
program.
We're
going
to
talk
to
you
all
a
little
bit
later
on
about
a
proposal.
F
We
have
to
increase
the
city's
contribution
to
401K
for
our
employees
and
we're
also
going
to
talk
a
little
bit
later
on
about
potentially
looking
at
and
studying
our
retiree
health
program,
which
was
ended
about
10
years
ago,
and
that's
that
last
bullet.
On
this
page,
the
the
opeb
which
stands
for
other
post-employment
benefit
pension
contribution,
and
that
relates
to
our
long-term
liability
for
our
employees
and
our
retirees
that
are
part
of
our
Health
Care
Program.
F
A
So
you
have
it
written
down
as
pension
contributions,
but
it's
related
to
is
it
related
to
retirement
yeah
or
to
health,
insurance
and
retirement.
A
E
F
Pension,
the
pension
system
is
the
responsibility
of
the
state.
It's
not
considered
Financial
liability
for
the
city
right.
A
So
I'm
just
trying
this
out,
because
we've
had
a
lot
of
conversation
around
the
fact
that
the
city
stopped
offering
health
insurance
and
retirement
as
a
benefit.
Several
years
ago
now
and
many
organizations,
public
organizations
have
stopped
doing
that
and
the
state
actually
just
stopped
as
well
and
part
of
the
you
know.
Reason
obviously
is
a
financial
one
in
that
this,
this
number
is
supporting
health
insurance
and
retirement
for
those
who
have
already
retired
from
the
city
system.
Correct.
A
F
Right
so
kind
of
looking
into
some
of
the
the
cost
changes
for
next
year,
related
to
compensation
and
benefits
and
I.
Think
Taylor
showed
you
all
this
slide
at
our
last
work
session.
So
there
are
some
composition
or
compensation
and
benefit
cost
changes
that
are
just
kind
of
happening
automatically
because
of
some
adjustments
that
we
made
this
year.
Mid-Year.
For
example,
we
adjusted
our
pay
up
to
36
816
in
November
of
this
year,
so
that
was
only
budgeted
for
part
of
the
Year
this
year.
F
Year,
the
state
is
asking
all
local
governments
in
North
Carolina
who
are
not
asking
I,
should
say
they're
telling
all
local
governments
in
North
Carolina
allowed
to
increase
their
contribution
to
the
state
retirement
system
for
us
in
the
general
fund.
That's
an
additional
cost
of
about
five
hundred
and
fifty
thousand
dollars.
A
F
All
practicality:
we
have
to
pay
every
year,
correct
all
right.
So
and
again,
this
was
a
slide.
We
saw
you,
we
showed
you
all
last
time,
and
so
we
wanted,
at
the
last
work
session,
to
introduce
some
of
the
things
that
we
were
looking
at
for
consideration
as
a
part
of
next
year's
budget
related
to
compensation
changes,
and
we
highlighted
those
first
two
items
for
you
last
time
the
just
economics
pledged
living
wage
and
our
efforts
to
get
the
organization
to
that
level
and
also
the
differential
salary
increases.
F
So,
first
of
all,
on
that
across
the
board
base
pay
increase
for
employees
as
I
mentioned
or,
as
we
talked
about
last
time,
we're
proposing
a
differential
increase
where
we
would
provide
a
six
percent
increase
to
all
sworn
positions
in
our
Asheville
Police
Department,
and
that
would
come
at
a
cost
of
about
1.1
million
dollars
and
then
for
all
other
regular
permanent
employees
at
the
city.
F
Please
stop
me
if
you
have
any
questions,
so
we
wanted
to
highlight
where,
where
those
proposals
would
bring
us
in
terms
of
meeting
the
just
economics
recently
announced
pledge
of
living
wage
and
also
their
living
wage
amount
as
well
so
I
want
to
take
a
moment
just
to
kind
of
walk
through
the
numbers
on
this
chart.
So.
Currently,
the
minimum
annual
salary
at
the
city
is
36
816
and
that's
for
a
40-hour
week.
F
Employee
and
that's
in
alignment
with
the
current
just
economics
living
wage
amount,
and
we
talked
to
you
all
last
time
a
little
bit
about
what
would
it
look
like
if
we
did
a
three
and
a
half
percent
increase
and
then
what
would
it
take
if
we
wanted
to
go
all
the
way
to
increasing
salaries
to
where
everyone
at
the
city
was
at
the
just
economics
living
wage
amount?
And
what
would
it
kind
of
look
like
in
between
so
just
to
kind
of
walk
through
those
numbers?
F
So
if
we
did
a
three
and
a
half
percent
increase
to
our
base
pay
that
would
bring
all
employees
up
to
at
least
38
100
five
dollars,
and
at
that
level
we
would
have
all
of
our
employees,
at
least
at
the
pledged
living
wage
amount.
But
we
would
still
have
approximately
125
employees
who
would
be
below
the
full
living
wage
amount.
That
was
just
announced
by
just
economics
at
the
five
percent
level,
which
is
what
we
are
proposing
or
recommending
to
you
all
for
next
year.
F
That
would
bring
the
minimum
annual
salary
to
38
657
and
at
that
level
again
we
would
have
every
employee
at
the
city,
every
regular
employee
above
the
pledged
living
wage
amount,
and
we
would
still
have
about
100
to
110
employees
below
the
full
living
wage
amount
and
then
finally,
I
think
we
discussed
with
you
all
last
time.
F
What
would
it
cost
if
we
wanted
to
bring
our
minimum
pay
all
the
way
up
to
the
41805
which
aligns
with
the
full
living
wage
amount
and
the
cost
of
that
would
be
about
7.8
to
8
million
dollars,
and
that
would
result
in
about
a
13
and
a
half
percent
salary
adjustment
and
adjustments
would
be
half
would
have
to
be
made
to
all
employees
to
avoid
compression
issues
at
the
bottom
of
our
pay
range.
If
we
went
to
that
amount.
G
I
have
a
question
related
to
what
we
talked
about
in
The,
Retreat
I
know.
We
also
I
was
looking
at
our
vacancy
list.
It
had
March
vacant
full-time
employees.
Do
we
expect
that
this
will
address
some
of
the
Public
Works
vacancies
because
I
know
we?
We
have
a
desire
to
meet
core
service
objectives.
Yeah.
F
F
Okay,
so
good
lead-in
the
next
slide,
so
that
was
our
proposal
around
base
pay
but,
like
I
said
at
the
beginning
of
my
part
of
the
presentation,
we're
also
looking
at
some
changes
to
other
pays
that
employees
receive
as
well,
and
one
of
them
is
the
shift
differential
pay
and
what
that
is
is
if
an
employee,
Works
evenings
or
a
night
or
weekend
shift,
they
currently
get
a
differential
in
their
pay.
F
So,
for
example,
if
they
earn
normally
20
an
hour
and
they're
working
a
night
shift,
they
would
get
20.75
cents
an
hour
We're
proposing
to
double
that
that
shift
differential
pay
to
a
dollar
and
fifty
per
hour.
That
would
cost
about
150
000
in
the
general
fund,
and
it
would
primarily
impact
those
departments
that
are
listed
on
this
slide.
We
have
about
200
police
employees
who
currently
receive
the
shift
differential
pay,
and
then
we
have
about
90
employees
in
public
works
and
water
who
receive
those
pays
as
well.
F
So
it
would
primarily
be
those
departments
and,
to
a
lesser
degree,
our
transportation
staff
as
well.
F
F
F
So
some
of
the
other
items
we're
proposing
for
next
year-
and
this
is
one
I
probably
should
have
mentioned
when
you
asked
your
previous
question-
councilmember
Roni-
is-
we
are
looking
at
some
targeted
pay
to
address
challenges
in
specific
job
classes
that
have
a
significant
impact
on
our
service
delivery,
and
so
this
would
perhaps
be
some
of
the
positions
in
public
works
and
some
of
the
front
line
positions
that
we're
having
trouble
filling
right
now,
the
HR
department,
our
HR
department,
is
currently
in
the
process
of
putting
together
What
that
particular
What.
F
That
particular
package
of
a
pay
would
look
like,
but
we're
estimating
that
would
cost
approximately
250
000
in
the
general
fund,
so
we'll
provide
money
in
the
budget
in
order
to
be
able
to
implement
that
program
next
year.
We're
also
in
terms
of
retention
I
mean
sorry
in
terms
of
recruitment,
we're
looking
at
increasing
our
signing
bonuses,
all
up
to
100
or
no
sorry
up
to
a
thousand
dollars
for
hard
to
fill
positions.
F
We're
also
looking
and
I
mentioned
this
earlier
to
increase
the
city's
commitment
to
the
401K
program.
Right
now
and
for
for
many
many
years,
the
city
has
provided
a
five
percent
employer
contribution
to
the
to
employee
401ks,
regardless
of
whether
employees
participate
or
not.
What
we're
proposing
is
that
over
the
next
three
years,
we
increased
that
amount
by
one
percent
every
year
with,
and
that
would
be
a
match.
F
So,
for
example,
if
an
employee
puts
in
one
percent,
the
city
would
match
that
with
an
additional
one
percent
and
again
we
would
try
to
increase
that
over
three
years
so
that,
after
that
time,
if
an
employee
put
in
an
additional
three
percent,
the
city
would
match
that
at
three
percent
as
well.
So
that
would
bring
the
city's
full
contribution
from
five
percent
up
to
eight
percent
for
all
employees
that
were
participating
and
matching
what
the
city
puts
in.
C
G
G
But
a
few
years
ago,
when
we
were
looking
at
firefighter
pay,
one
of
the
things
that
came
up
from
a
Community
member
was
that
they
might
not
even
be
eligible
for
the
down
payment
assistance
program
because
they
didn't
make
enough,
and
so,
if,
as
we're
looking
at
the
down
payment
assistance
program
again,
it
could
be
an
interesting
way
to
look
at
if
our
own
staff
are
eligible.
If
they
make
enough
could
be
another
benefit.
H
B
A
A
The
no
well
they
used
to
have
the
no
down
payment
for
first
home
ownership.
Those
sorts
of
things.
F
Okay
and
then
the
last
thing
I
would
mention
on
this
slide-
is
we're
also
looking
at
some
adjustments
to
our
temporary
seasonal
pay
plan,
and
this
is
primarily
for
primarily
impacts.
Our
Parks
and
Recreation
Department,
and
also
here
is
Cherokee
Center,
who
utilize
a
lot
of
temporary
and
seasonal
employees
and
much
with
our
regular
permanent
jobs.
We're
seeing
challenges
around
recruiting
and
retaining
folks
in
those
temporary
and
seasonal
positions
each
year
and.
H
F
H
F
And
then
a
few
other
to
mention
a
few
other
compensation
items
to
mention,
and
these
are
specific
to
APD.
We
are
looking
at
adding
I
showed
you
all
the
list
of
some
of
the
certifications
that
afd
and
APD
have
on
a
prior
slide,
we're
looking
at
adding
an
additional
one
for
APD
for
next
year
and
it's
the
intermediate
law
enforcement
certification,
and
that
would
be
a
three
percent
supplemental
pay
and
the
estimated
cost
of
that's
about
two
hundred
thousand
dollars
and
we're.
F
Also
looking
at
adding
a
wellness
incentive
in
the
Asheville
Police
Department.
They
recently
were
able
to
add
a
wellness
coordinator
position
through
a
grant
and
so
they're
getting
their
program
up
and
running,
and
we
are
looking
at
putting
putting
a
program
in
place
with
our
human
resources,
department
and
APD,
and
that
would
be
a
pay
supplement
for
all
the
officers
who
are
enrolled
in
that
particular
program.
F
And
then
our
human
resources
department
is
going
to
be
looking
potentially
expanding.
That
wellness
program
to
the
rest
of
the
organization
in
an
upcoming
fiscal
year
as
well.
B
F
We
do
already
utilize
career
ladders
in
certain
departments
and
what
we're
talking
about
here
is
expanding
the
use
of
career
ladders
and
what
we're
going
to
be
doing.
There
is
looking
at
developing
a
structure
around
that
and
potentially
implementing
it,
mid-year
for
other
departments
that
are
currently
not
receiving
or
not
part
of
that
career
ladder
program
and
because
we
think
it
would
be
implemented
mid-year.
We
don't
think
there
would
be
a
large
Financial
impact
to
that
at
this
point
and
then,
finally,
something
that
could
potentially
have
a
large
Financial
impact
down
the
line
is.
F
Care-
and
we
know
we
that
has
been
mentioned
as
a
potential
benefit
enhancement
for
this
budget
year
and
what
we're
proposing
there
is
more
study
and,
like
I
mentioned
earlier,
we
will
need
to
engage
in
Actuarial
to
kind
of
look
at
what
the
long-term
cost
of
that
would
be
the
city
into
that
benefit.
I
think
it
was
in
2010
or
2012.
F
So
it's
been
roughly
10
years
since
that
program
ended
many
local
governments
across
the
country
did
at
that
time
and
so
to
fully
understand
what
the
cost
of
that
might
be
long
term.
We'll
need
to
get
those
that
study
done,
and
we've
already
talked
to
our
actuary
a
little
bit
of
Actuarial.
It's
a
hard
word
to
say
a
little
about
what
that
would
look
like,
and
they
may
also
be
able
to
provide
us
with
some
proposals.
F
F
It
all
kind
of
together,
so
what's
it
all
going
to
cost
and
how?
What
are
our
available
resources
and
I'm
not
going
to
go
through
all
these,
but
this
slide
on
the
left
summarizes
the
proposed
adjustments
and
the
enhancements
that
I
covered
in
the
previous
slides.
F
It
also
includes
what
we're
calling
base
growth
and
that's
about
2.5
million
dollars,
and
that's
some
of
the
things
I
talked
about
in
that
very
first
slide,
with
the
increase
in
the
retirement
cost
and
also
those
costs
for
salaries
that
we
didn't
have
fully
budgeted
this
year,
as
well
as
some
inflationary
increases
in
other
areas
of
our
budget
as
well.
F
And
so,
when
you
add
it
all
up,
you
add
up
all
the
proposed
compensation
adjustments
which
total
about
6.8
million,
along
with
those
other
items
that
are
growing
in
our
base
of
about
2.5
million.
You
get
a
total
cost
in
the
general
funding.
We
are
just
talking
about
the
general
in
general
fund
here
of
about
9.3
million
in
additional
expenses
for
next
year
and
then
looking
on
the
right
at
our
potential
resources
to
fund
those
expenses.
We
have
our
regular
Revenue
growth
and
we
talked
a
little
bit
to
you
all
last
time
about
that.
F
That's
our
property
and
sales
tax
growth
of
about
4.7
million,
we're
proposing
reallocating
the
arpa
money
that
had
originally
been
part
of
this
year's
budget.
That's
about
another
2
million
and
then
we're
also
looking
at
about
3
million
from
our
fund
balance.
And
we
talk
to
you
all
a
little
bit
about
that
last
time
about
the
the
availability
of
fund
balance
that
we
have
for
next
year's
budget.
And
so
you
add
all
those
up.
F
D
F
In
this
year's
budget,
our
general
fund
budget
for
our
using
utilizing,
arpa
mining,
but
because
our
sales
tax
revenue
growth
is
doing
so
well
this
year
we
don't
think
or
we
we
know
we're
not
going
to
need
that
two
million
dollars
in
this
year's
budget
and
so
the
lack
of
a
better
term
we're
going
to
roll
that
resource
over
and
have
it
available
to
be
part
of
next
year's
budget
to
help
fund.
Again,
some
of
the
things
that
we're
proposing
so.
F
So
we're
were
you
a
good
question,
so
we're
utilizing
fund
balance
for
that,
and
so,
if
you
all
remember
back
to
the.
F
G
F
I
F
I
I,
don't
know
how
far
above
I
don't
have
the
exact
number
that
I
would
be
curious
and
absolutely
we
have
a
lot
of
need.
And,
yes,
we
do
very
well
saving
I,
two
other
questions
so
on
this
slide
that
we're
seeing
am
I
correct
that
this
does
not
include
a
cost
estimate
for
any
of
the
living
wage
scenarios.
Is
that
right?
So.
F
F
Point
out
that
our
available
resources
on
the
right,
you
know,
doesn't
include
any
of
the
additional
Revenue
we
might
get
if
fees
are
approved
and
I'm
thinking,
specifically
of
the
sanitation
fee.
If
that
is
approved
as
a
part
of
the
your
business
meeting
tonight,
some
of
that
Revenue
can
go
to
fund
some
of
the
salary.
I
And
then
the
other
question
I
had
is
on
the
on-call
amounts
and
the
shift
differentials
double
them.
That
is
the
universe
I'm
going
to
I
just
I'm.
G
I
H
And
could
it
revert
back
when
we're
more
fully
staffed
to
a
lower
rate
yeah,
but
I
had
the
same
thought:
I
mean
it's.
If
this
is
I
was
going
to
first
ask
if
this
is
where
we
seem
to
see
the
critical
need.
Can
we
move
it
if
the
gaps
in
employment?
Is
this
really
the
critical
need
area
on
call
pay
differential
I
mean.
C
F
Think
it's
definitely
something
that
we
heard
from
staff
in
APD.
These
were
two
of
the
requests
that
they
made
of
us
to
consider
looking
at
increasing
both
of
these
and
and
we
we
these
are.
These
are
the
amounts
that
they
ask
for
as
part
of
their
budget
is.
A
J
A
So
is
this,
and
this
wouldn't
just
apply
to
your
department,
we've.
H
H
I
Out
and
I
think
some
of
I
mean
this
is
this
is
a
work
session
right,
so
we're
working
it
out,
we're
thinking
it
through
and
and
I
I
trust
that
y'all
have
thought.
You
know
what
your
folks
need.
You
understand
that
and
foreign
which
these
different
strategies,
which
goals
are
they
going
to
right
and
I,
think
retaining
and
attracting
employees
is
clearly
a
goal
for
everybody
and
we
need
to
keep
working
on
that.
I
We
need
to
always
be
working
on
that
and
that's
going
to
take
a
while,
and
so
it's
there
to
some
of
the
numbers
up
here
shift
not
necessarily
just
add
to
this
list,
because
we
will
have
other
operational
requests
like
if
we
leaned
into
those
strategies
where
folks
are
really
going
above
and
beyond
I
mean
when
I've
talked
with
you
Chief,
like
people
work
a
full
shift
and
then
work
two
more.
It's
it's
a
real,
exhausting
gift
that
these
teammates
are
giving
to
us.
I
So
I
wonder
just
kind
of
the
relative
value
of
some
of
these
strategies
like
I
love.
The
idea
of
401k
but
I'm
38
I
won't
need
to
touch
that
for
a
long
time,
whereas
we
have
some
folks
who
are
doing
back
breaking
work
with
water,
maintenance
or
fire.
So
this
is
a
work
session,
I'm
leaning
into
the
vulnerability
of
I'm,
not
arguing.
This
I
just
want
to
think
it
through
with
teammates,
and
so
are
just
some
of
my
thoughts
on
this.
C
B
Would
also
point
out
that
I
think
with
those.
C
B
C
B
B
G
A
structure
is
like
some:
cities
are
looking
at
retention
bonuses
versus
doing
more
on
pushing
people
to
join
a
Workforce
and
then
just
completely
burn
out,
because
then
they
take
the
sign-on
bonus,
they're
working
overtime,
Straight,
Out,
The,
Gate
and
then
they're
not
kept
for
very
long.
So
as
far
as
like
an
employment
and
a
retention,
is
there
a
way
to
like
to
gear
it
towards
the
staff
who've
already
been
to
that
burnout
level
that
we
want
to
make
sure
that
we
keep
that
institutional
memory
or
is
it?
B
G
I
F
F
Critical
Staffing
shortage
I
mean
that
I
think
that,
like
Ms
Campbell
said
I
think
that's
critical
to
retention,
because
it
this
it
wouldn't
be
a
supplement
just
to
new
hires.
It
would
be
a
supplement
supplement
to
folks
who
were
already
here
working
in
the
organization
who
are
working
in
those
job
classes,
that
we
are
struggling
to
retain
people
and.
H
F
We
do
we
do
assume
a
vacancy
rate,
so
we
know
there's
going
to
be
turnovers,
so
we
don't
ledge
it
100
of
salaries
every
year.
F
Don't
we
during
last
year's
budget
process,
we
showed
you
all
some
slides
the
I,
don't
know
how
we
did
for
fiscal
year
22,
but
for
years
before
that
we
were,
we
were
really
close.
I
was
proud
of
how
close
until.
C
F
F
B
And
I
would
like
to
add
that
I
hope
that
you
all
don't
think
that
this
is
a
city,
manager's
office,
budget
and
finance
recommendation
that
we
have
consulted
with
our
department
heads
on
all
of
these.
In
fact,
we
did
Monday
I
had
lots
of
conversations
about
okay,
how
about
this?
How
about
this
and
and
not
I,
believe
no
I,
don't
believe.
We
heard
emphatically
that
this
would
go
a
long
way
as
it
relates
to
retention
and
that,
quite
frankly,
they
were
appreciative
that
Council
even
pushed
us.
B
C
H
C
H
G
A
question
about
you
mentioned
reaching
out
to
department
heads
to
inform
this
body
of
work.
Are
we
still
down
at
planning
and
Urban
Design
and
DSD
Department.
B
Yes,
we
have
services,
assistant,
city
manager,
Ben
Woody,
acting
as
planning
director,
and
we
have
Mark
Metheny
as
an
interim.
He
was
a
division
manager
is.
A
C
B
C
A
G
B
They're
already
implementing
a
lot
of
that
and
it's
going
by
Department
by
Department,
because
it
takes
a
lot
of
analysis
and
assessment
because
we
don't
want
a
one-size-fits
all.
We
want
to
make
sure
that
we
are
addressing
the
needs
of
those
individual
departments,
and
so
we
will
be
looking
at
that
and
hopefully,
over
the
next
couple
of
months
we
can
Implement
that
and
I
think
you
saw
the
slide
where
we
said.
It'll
have
minimal
impact,
Financial
impact.
I
I
B
G
C
G
Where
sales
tax
revenue
projection
as
a
big
picture,
so
it
could
have
like,
where
did
we
actually
land
at
the
end
of
the
day?
I
know
right
now
we
have
an
obligation
to
have
a
balanced
budget,
and
so
we're
sometimes
moving
pieces
around.
It
would
just
kind
of
help
me
to
know
where
they
landed
at
the
end
of
the
day.
C
A
But
what
we
really
needed
was
more
of
X
and
we
don't
know
what
that
is,
and
you
come
back
and
say
we
thought
it
over
and
if
you
really
want
to
give
the
you
know
biggest
bang
for
your
buck,
you
should
fund
this
other
thing
instead
tell
us
that
we're
just
sort
of
extrapolating
from
the
story
we're
hearing
right
and
we
think
we're
being
the
most
helpful.
H
B
And
the
issue
with
tax
revenue,
where
we're
guessing
right
now,
because
we
really
just
don't
have
those
numbers
in
so
I
just
want
to
make
sure
you
all
know
that
we
will
use
the
most
current
information.
But
it
may
not
be
final
ShakeOut
until
closer
to
probably
to
June
yeah.
G
G
That
living
wage
is
2010
an
hour
and
the
North
Carolina
Housing
Coalition
named
Buncombe
County
at
28
an
hour
and
I.
Think
that
part
of
that
is
because
the
just
economics
math
is
based
on
the
four-year
cost
of
housing
in
Buncombe
County.
So
it's
already
like
three
years
back,
so
we're
gonna
be
behind
again
next
year
is
the
one
thing:
that's
just
giving
me
a
little
red
flag
on.
I
Chasing
well,
you
can
like
what
would
the
counter
proposal
be
address
that
concern.
B
F
G
H
A
Yeah
that
that's
a
good
question,
because
often
we
have
used
it
only
for
one-time
capital
and
so
obviously
stepping
out.
But
we
have.
A
F
D
Okay,
so
gonna
shift
gears
a
little
bit
and
talk
at
a
really
high
level
about
our
Capital
investments
in
planning,
and
the
first
thing
I
want
to
point
out
is
that
we're
kind
of
talking
about
a
different
source
of
fun.
So
this
isn't
like
mixing
and
matching
with
what
we
were
just
talking
about
or
what
Tony
was
talking
about
on
the
the
general
fund
side
Although,
our
Capital
program
is
primarily
funded
through
that
15
million
dollar
annual
allocation
from
the
general
fund.
D
That
really
goes
to
support
our
debt
program
and
that's
really
what
funds
those
projects
so,
as
we
have
mentioned
previously,
our
current
CIP
primarily
consists
of
Maintenance
projects
and
what
I
mean
by
that
is:
there's
not
a
lot
of
like
new
or
substantial
rebuild
of
any
assets
in
our
Capital,
our
in
our
currency
IP.
D
We
have
limited
capacity
to
add
projects
or
costs
to
that
plan
within
the
existing
resources
that
we
have
and
really
we've
kind
of
already
identified
the
the
significant
needs
and
additions
that
I
think
we're
going
to
see
as
part
of
the
CIP
this
year
and
those
additions.
Are
these
three
things?
One
is
McCormick
field.
D
D
That
kind
of
assumes
the
current
state
of
our
our
Partnerships
and
using
that
two
million
dollars
in
fund
balance
that
Tony
mentioned,
and
you
may
not
remember
because
I
think
when
Chris
did
his
presentation,
there
were
a
lot
of
numbers,
but
again
that
357
is
half
of
the
715
000
that
we
think
is
somewhere
around
what
our
annual
debt
payment
for
that
project
is
going
to
be.
D
The
second
is
I-26
betterments
again,
as
you
are
aware,
and
have
have
voted
to
to
support
an
additional
5.9
million
dollars
programmed
in
a
future
year
in
the
CIP.
So
that's
not
going
to
hit
immediately.
We
don't
need
to
budget
that
for
FY
24,
but
it
will
be
coming
up
soon
and,
of
course,
we'll
be
working
to
identify
funding
opportunities,
be
that
through
the
TDA
or
other
sources
and
and
finally
and
again,
I.
D
Believe
we've
mentioned
this
one,
as
we
have
some
really
critical
repairs
to
be
made
at
the
municipal
building.
We
think
that
two
million
dollars
is
really
the
the
minimum
to
to
get
the
the
essential
things
done
over
there.
So
those
are
kind
of
the
three
significant
changes
that
we're
going
to
see
in
the
CIP
program
or
in
the
CIP
for
for
this
year
and.
E
Department
about
a
year
ago
today,
we
gave
a
presentation
to
Council
in
a
budget
work
session
on
the
need
for
a
comprehensive
facility
study,
and
today
is
an
update
on
the
progress
of
that
study
simply
stated
the
three
overarching
things
that
we're
that
we
set
out
to
do
in
that
study,
and
this
study
is
to
assess
the
state
of
City
facilities,
measure
the
cost
of
doing
business
plan
for
future,
the
future
by
accounting
for
growing
operations,
incorporating
the
current
and
future
goals
of
the
organization
as
they
relate
to
City
facilities
and
acquiring
Capital
forecasting
tools
which
will
help
us
to
develop
and
communicate
to
long-term
term
Capital
plans.
E
To
that
meeting
a
year
ago,
you
know
some,
some
facilities
are
like
cars,
some
are
Classics,
some
are
something
else
and
some
are
aspirational.
The
majority
of
our
facilities
are
aging
facilities.
A
E
So
this
is
a
list
of
the
key
products
that
we
expect
to
get
out
of
the
study
and
the
progress
for
each
one.
I'll
quickly
run
down
the
list.
The
FCA
and
FCI
are
linked,
the
physical
assessments
are
done,
and
what
remains
is
that
getting
the
math
to
work
and
those
Assessments
in
our
FCI
software
space
needs
assessments
for
staff
and
City
operations
is
making
good
progress,
we're
accounting
for
current
staff
needs
and
future
growth
of
the
operations
of
the
city
as
they
relate
to
City
facilities.
E
Public
safety's
location
analysis
will
help
ensure
that
we're
making
future
facility
investments
in
the
right
places,
sustainability,
assessments
and
master
planning
are
just
getting
off
the
ground
and
all
of
those
projects.
Those
products
above
the
line
will
feed
into
our
Capital
forecasting
Tools.
In
that
10-year
time.
Horizon
for
Capital
planning.
E
A
little
more
on
facility
condition,
index
or
FCI,
it's
similar
to
the
pavement
condition
index
or
PCI.
The
Public
Works
uses
it's
based
on
a
condition
assessment
and
the
formula
which
is
repairs
divided
by
the
cost
of
the
facility
and
we'll
use
letter
grades
and
color
codes
to
easily
and
universally
communicate.
Those
facility
needs
with
a
this
data
driven
approach.
E
C
D
E
Grade
as
well
as
different
options
to
to
raise
that
grade
to
those
different
levels
and
the
associated
cost
for
those
additional
assessments
will
be
needed
in
this
initial
assessment.
The
you
know
this
would
identify
that,
there's
a
crack
in
a
foundation
somewhere
and
then
that
needs
an
additional
engineering
assessment.
That's
not
included
in
the
scope
of
this
project.
E
So
today
we
covered
the
context
and
tools
behind
data
driven
decision
making
that
we're
setting
up
for
the
need
for
decisions
around
the
Baseline
maintenance
censored
around
the
FCI
grades,
and
we
touched
on
what
will
go
into
the
capital,
forecasting
and
10-year
Horizon
for
future
Capital
plans
that
you'll
see
later
this
fall.
Any
questions.
G
G
Though
I
do
love
the
car
graphic
I'm
glad
it's
back.
In
the
past
we
were
told
like
during
the
capital
Improvement
project
conversation.
We
might
hear
more
about
the
dates
to
City,
Hall
and
I.
Remember:
hearing
Parts
about
the
elevator,
but
not
like,
what's
happening
on
the
seventh
floor,
what
are
the
plans?
Is
it
on
track
for
its
budget
like
I've,
never
seen
anything
about
the
budget
for
the
other
improvements
to
City
Hall,
so.
G
K
Good
afternoon,
mayor
council,
Jay
Dundas
capital
projects
director,
yes,
we'll
we'll
bring
back
we're
on
trying
to
establish
a
cycle
of
capital
updates,
I'm
very
interested
in
hearing
what
we
need
to
provide
additional
information
on
with
regard
to
City
Hall.
We
really
did
have
to
prioritize.
We've
got
new
boilers
in
City
Hall.
We've
obviously
got
working
on
the
completion
of
the
the
elevator
project.
That
was
two
and
a
half
million
dollars,
which
was
more
than
what
we
had
originally
budgeted
for.
So.
K
Prioritize
a
lot
of
the
projects
within
City
Hall
to
establish
the
the
things
that
we're
going
to
continue
to
make
it
operate
most
functional
and
operational,
and
so
we've
definitely
got
plans
for
I
mean
literally
plans
for
seventh
floor
renovation.
At
this
point
in
time,
it'll
be
an
important
component
of
this.
Was
the
space
utilization
assessment
and
determining
how
we
can
make
future
investments
in
our
facilities
to
accommodate
the
the
space
needs
as
we
grow
Staffing.
K
You
know
right
now
we're
still
in
a
kind
of
a
hybrid
situation.
As
people
come
back
in
the
building
are,
are
we
were
taxed
with
the
space
when
before
copen?
K
Don't
maybe
anticipate
we're
going
to
get
back
there
right
of
way?
But
we
certainly
understand
that
over
time
we
will
push
the
capacity
of
this
building
and
some
of
the
day
floor
then
become
critical
needs
for
us
at
that
point.
So
we'll
have
to
invest
in
those
areas
to
accommodate
the
additional
the
additional
needs
and
space
needs.
I.
G
Appreciate
that
and
any
sort
of
documents
I
get
about
what
decisions
were
made
in
the
past
would
be
helpful,
because
the
running
joke
around
town
is
that
we're
like
Airbnb,
7th
floor
and
I.
Don't
think
that's
true,
but
I
would
love
to
know
what
the
documentation
of
about
the
drywall
is
or
like
what
the
plan
is
sure.
K
K
In
that
area,
so
environmental
cleanup
of
the
area
in
preparation
for
future
Improvement,
but
it
is
a
third
or
actually
fourth,
through.
C
K
Is
I
are
actually
four
through
eight
they're
really
similar
in
their
layout,
but
when
you
take
down
all
of
the
walls,
which
is
what
happened
on
seven,
it's
just
a
it's
just
a
Bass
to
open
space,
I.
A
D
D
G
A
A
K
Are
are
higher
efficiency
boilers
they're
redundant,
so
there's
there's
more
opportunity
for
backup
so.
K
Some
major
renovation
of
the
the
the
roof
was
another
project
that
we've
done
in
the
last
three
to
five
years
and
it
was
leaking.
There
was
a
lot
of
the
Terracotta
that
had
cracks
in
it
and
we
had
to
have
it
removed.
In
some
cases
and
Tech
pointed
we've
had
to
put
fall.
B
C
D
All
right,
so
a
good
transition
into
talking
about
identifying
Capital
needs,
I.
Think
as
Walter
and
Jay
mentioned,
these
studies
and
planning
work
that
we're
doing
are
really
critical
for
us
to
identify
both
projects
and
prioritization.
As
we're
looking
at,
you
know
trying
to
improve
our
Capital
planning.
We
have
a
few
that
are
recently
completed
like
the
Gap
plan
or
the
mcap,
which
I
believe
is
going
to
be
voted
on
this
evening.
D
We
have
several
that
are
underway
or
funded
right
now,
including
the
facility
study,
Parks
Master
planning
in
a
parking
garage
assessment,
and
then
we're
also
considering
some
additional
plans
and
studies
for
next
year.
That
would
likely
have
or
suggest
priorities
for
Capital,
including
City
County
Transit
plan
and
the
solid
waste
master
plan.
D
So,
of
course,
we
need
to
figure
out
how
to
fund
all
of
these
needs
that
we've
identified.
You
know
we
continually
look
at
for
external
funding
opportunities,
including
from
the
TDA,
the
mpo
other
federal
grants,
any
sources
that
we
can
identify.
We
do
try
to
make
sure
that
you
know
not
we're
not
chasing
Grant
dollars,
but
that
we
are
chasing
Revenue
that
will
help
support
our
priorities
that
we've
identified
and
the
projects
we
think
we
need
to
get
done.
D
We
think
our
biggest
opportunity,
as
it
relates
to
that
is,
is
likely
a
2024
General
obligation
bond
referenda
that
could
be
held
in
March
or
November,
either
with
the
primary
or
general
election
in
2024.
Of
course,
we'll
need
to
develop
project
lists,
we'll
start
working
on
that,
probably
as
soon
as
we
get
a
budget
passed
in
June
and
then
of
course,
work
program,
size
and
the
tax
rate
implications
will
be
really
key
pieces
of
information.
As
part
of
part
of
that
discussion,.
H
D
It's
funny
to
make
sure
you
were
aware
that
that
was
an
option
so
so
to
wrap
up
again.
Our
our
proposed
budget
will
reflect
Community
priorities
again,
including
those
that
we
heard
through
the
engagement
that
we
did
with
our
survey.
We
are
recommending
a
variety
of
compression
and
benefit
adjustments
to
help
recruit
and
retain
employees,
especially
in
hard
to
fill
positions.
These
recommendations
also
meet
the
just
economics
pledged
living
wage
and
again,
our
Capital
plan
I
think
mostly
has
been
identified.
D
So
next
steps
you'll
hear
from
me
again
this
evening
for
our
adoption
of
fees
and
charges
or
changes
to
our
fees
and
charges.
Our
next
Council
work
session
is
in
two
weeks
at
April
11th,
and
then
we
will
work
to
pull
together
a
proposed
budget
for
you
all
to
consider
that
will
be
presented
on
May
9th.
The
statutorily
required
budget
public
hearing
will
be
the
the
next
meeting,
the
23rd
and
then
hopefully
budget
adoption.
The
first
meeting
in
June.
D
B
I
D
A
Is
there
anything
else
that
you
need
from
us
that
we
didn't
give
direction
on
in
this
process,
not
to
my
knowledge,
okay
and
we're
we're
talking
about
fees
and
charges
tonight
at
our
council
meeting
so
and
we
just
stage
it
like
that,
because
so
that
they
can
build
fees
and
charges
into
the.