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From YouTube: City Council Budget Work Session – November 13, 2018
Description
November 13, 2018
Asheville City Council Budget Work Session
A
All
right
welcome
to
the
fourth
installment
of
the
budget
work
session.
B
C
B
We're
trying
to
work
with
departments
to
understand
to
help
them
with
the
development
of
projects
through
the
planning
phases
of
the
projects,
all
the
way
through
design
construction
and
then,
when
we
turn
the
project
over
to
completion.
So
we're
really
talking
about
the
life
cycle
of
a
project.
Import,
distinct
project
areas
are
playing
design,
construction
and
completion,
so
working
with
departments
early
to
try
to
assess
what
their
capital
needs
are
developing
budgets.
B
One
point
important
part
of
our
of
our
design
that
we
that
we've
included
in
our
project
development
is
a
30,
60
and
90
percent
review
of
projects
and
really
wanting
to
as
we
go
through.
These
projects
understand
that,
if
there's
need
for
additional
budget
or
additional
or
aggravation
a
scope
in
a
project
that
we're
able
to
capture
that
and
then
also
good
financial
management
through
a
project,
once
we
establish
the
scope
and
have
design
done
being
able
to
what's
what's
what
was
envisioned
and
deliver
that
project
in.
B
B
Man
control
has
been
able
to
hire
some
licensed
professional
architects
and
engineers.
So
some
of
this
design
work
we
were
able
to
pull
in-house
vary
a
little
bit,
but
also
it
just
helps
us
to
be
able
to
be
better
managers
of
projects.
When
we're
on-site
and
working
with
contractors
and
consultants
we
can,
we
can
be
informed
related
to
their
project.
Any
changes
in
the
field
project
inspection
of
project
survey
are
two
services
that
have
been
provided
by
the
city
of
the
capital
projects
management
group
for
a
long
time.
B
These
are
really
key
functions
for
us
to
make
sure
that
we
have
eyes
on
the
project
as
it's
moving
forward.
We
have
three
inspectors
that
form
that,
in
this
situation,
we
have
a
big
project
like
River
Arts
District
we
may
do
outside
consultant
services
as
well
for
project
inspection
and
survey
is
another
very
important
part
of
our
service
delivery.
It
helps
us
to
understand
project
limits.
What
we
can
build
inside
the
the
right-of-way
limitations,
but
also
we
do
a
lot
of
survey
work
for
the
carbon
sea
in
vegetative
surveys.
B
That's
for
consulting
services,
rfqs
request
for
qualifications,
all
the
way
through
bidding
with
our
contractor
environment,
which
I'll
talk
about
challenges
bidding
has
been
a
little
bit
of
a
challenge
for
us.
We
have
to
have
three
bids
to
open
up
a
project,
and
that
has
been
a
challenge.
Some
actual
services
that
were
construction
that
we've
done
over
the
last
few
years
have
had
one
or
two
in
the
first
bid.
Then
we
can
reopen
and
we
can.
We
could
open
with
the
limit
with
less
than
three
bids.
First.
B
B
C
B
To
find
a
permanent
space,
but
we
can
kind
of
collect
our
entire
crew,
but
we've
been
fortunate.
The
program
management
staff
to
be
okay,
you're
kind
of
located
with
budget
in
the
early
years
of
our
of
our
department
helped
us
to
be
able
to
really
bounce
ideas
off
really
get
good
information
help
understand
the
cash
flows.
It's
a
project
delivery
over
time,
client
departments
or
sponsor
departments
are
owner
departments
they're
there
they're
the
groups
were
working
for
this.
C
B
Us
to
deliver
on
those
needs
community
projects,
state
leaders
again
to
go
out
community.
Their
involvement
should
happen
early
in
the
planning
phases.
We
are
going
to
continue
to
have
them
involved
throughout
the
design
of
a
project
and
develop
those
design
processes
around
collecting
the
information
that
we
need
to
deliver.
The
project
again
meet
the
expectations,
one
of
the
most
effective
proofs
with
regard
to
creative
project.
B
B
You've
seen
salaries
and
benefits
are
heavy,
that's
we're
no
exception,
and
but
what
one
unique
aspect
of
the
way
we're
able
to
charge
off
our
salaries
is
that
we
can
actually
charge
those
back
to
our
tech
projects.
The
intent
is
that
we'll
charge
one
point,
one:
six
million
staff
dollars
back
to
projects,
and
so
the
total
total
operating
impact
would
be
about
three
hundred
thirty
thousand
dollars
in
FTEs
at
15:15.
B
B
B
We
planned
on
on
maybe
investing
in
a
software
for
project
management,
but
we've
been
successful
at,
is
really
identifying
the
use
of
existing
tools
and
taking
advantage
of
our
IT
staff
working
with
budget
and
putting
together
things
like
the
dashboard
that
was
all
created
in-house
as
communications
tool,
and
so
we
still
reserve
that
money
to
potentially
look
at
other.
You
know
things
that
we
might
but
lively
help
us.
It
might
help
us
be
more
successful
to
expand
the
contractor
community
right
now.
It's
just
this
is
the
trend
of
costs.
B
B
Improve
our
record-keeping
processes,
but
we're
able
to
actually
report
out
and
get
that
information
on
a
quarterly
basis
versus
annual.
We
were
doing
that
once
a
year
and
it
just
wasn't
sufficient
to
make
sure
that
we
were
tracking
that
so
we've
approved
process
work
with
finance
to
to
be
better
monitoring
to.
B
Of
that
charge
bag,
so
we
do
feel
like
that
next
year,
you'll
see
a
vast
improvement.
Now
budget
changes
again
we
are
relatively
new
departments,
so
it
is
that
those
changes
are
an
impact
to
the
budget
as
a
whole
Department
of
challenges,
as
I
mentioned,
we
do
have
a
contract.
We
are
competing
with
the
private
sector
or
competing
with
other
municipalities
and
we're
competing
with
ourselves.
B
We
just
have
a
lot
of
work
going
on
right
now,
so
we
are
one
one
thing:
we've
done:
we're
preparing
a
council
we'll
see
over
the
next
four
to
six
months.
Quite
a
few
bids
requests
for
a
contract
authorization
for
construction
because
we're
trying
to
shift
our
bidding
schedule
back
into
the
winter-
hopefully,
hopefully
getting
ahead.
Contractors
scheduling
out
there
here.
So
if
that's
an
effort,
we're
also
doing
somatic
contractor
outreach
and
surveying
to
understand
what
the
challenges
are.
B
B
B
B
We
know
that
we
have
a
limits,
timeline,
we're
almost
to
almost
exactly
five
years
now
to
complete
the
bond
work.
That's
certainly
something
that
we're
keeping
in
mind
and
tried
to
deliver
on
on
that
even
early.
We
still
have
still
have
expectations
that
we'll
be
able
to
accomplish
that
early
and
preserving
that
little
erythema.
B
B
G
Have
one
question
not
on
not
in
this
set
of
information
but
in
the
other
information
that
we
that
we
have
the
your
organizational
chart.
So
there's
you
and
there's
a
couple
of
people
and
then
there's
innovation,
district
program
manager,
transportation,
program
manager
and
parks,
program
manager.
So
are
those
kind
of
the
three
buckets
sort
of
the
three
buckets
for
the
bonds?
Although
innovation
district
isn't
really
a.
B
C
F
C
H
Okay
good
afternoon
Ben
woody
development
services,
director
and
I
am
gonna
kind
of
dive
right
in
so
Development
Services
is
I,
guess
a
relatively
new
department
for
the
city
of
Asheville.
It's
it's
predate
to
me,
but
it's
it's
hasn't
been
in
existence
too
long,
but
the
concept
of
development
services
is
to
create
a
single
point
of
contact
or
kind
of
a
single
point
of
organizations,
so
that
development
applications
that
include
citizens
and
contractors
and
developers
can
kind
of
navigate
the
process.
The
review
process
with
a
little
more
efficiency
in
circuit.
H
So
it's
a
good
concept
and
I
think
we've
worked
on
that
the
staff
has
and
myself
for
several
years
now
and
and
what
we've
able,
what
we're
doing
now,
I
think
is
some
good
things
and
development
services
in
terms
of
how
we're
managing
our
operations
and
the
level
of
service
we
can
provide
so
essentially
to
give
some
context
is
when
development
applications
are
coming
before
the
City
Council.
So
we
call
that
entitlement
that
really
that
really
operates
more
through
planning
and
urban
design
and
that's
kind
of
why
relationship
is
with
them.
H
But
once
once,
once
the
conceptual
projects
been
entitled,
so
it's
been
through
the
City
Council
public
hearing
process
or
any
Advisory
Board
decisions
have
been
made.
Then
it
really
comes
down
to
development
services,
so
we're
kind
of
managing
development
once
it's
been
through
the
political
process
and
the
kind
of
discretionary
process,
so
we're
more
of
the
key
proof
now
that
you're
ready
to
go
what?
H
How
do
we
apply
the
rules
and
make
sure
you
meet
those
and
develop
consistent
with
policy,
and
we
have
three
three
principal
functions
and
so
number
one
is
building
safety
building
safety
and
the
best
way
I
can
describe
it.
The
people's
building
safety
is
the
group
of
staff
that
managed
construction,
that's
vertical.
So
once
once
once
the
building
starts
coming
out
of
the
ground.
H
The
building
safety
plan
reviewers
and
inspectors
are
going
to
ensure
that
vertical
constructions,
consistent
with
the
state
building
codes
and
with
any
other
local
codes
or
policies
we
have
in
place
site
engineering
is
the
other
kind
of
bucket,
and
that's
that's
the
horizontal
construction.
So,
typically,
when
when
developments
are
proposing
grading
onsite,
stormwater
management,
you
know
land
disturbance
that
those
types
of
things
arose
and
control
the
site.
Engineering
staff
are
evaluating
that
for
compliance
with
rules
and
regulations,
then,
finally,
we
have
a
zoning
review
and
inspections
component.
H
That's
where
it
really
were
really
closely
aligned
with
planning
and
urban
design
in
that
area,
but
essentially
Development
Services
manages
the
Technical
Review
Committee.
So
when
things
enter
the
TRC
process,
which
is
the
technical
review,
we
manage
that
process
and
we
have
planners
and
staff
in
DSD
that
kind
of
perform
the
zoning
functions
at
that
level
or
for
smaller
projects
like
residential,
the
building
permits,
etc.
A
couple
other
services
we
do
emergency
address
things
that
we
make
sure
that
our
first
responders
can
properly
get
to
addresses
for
new
construction
along
with
Public
Works.
H
We
help
manage
the
National
Flood
Insurance
Program.
So
that's
the
program
that
that
FEMA
sets
forward
and
has
flood
guidelines
for
development
and
allows
the
community
to
rasuu
receive
reduced
flood
insurance
premiums.
We
also
administer
Asheville's
local
housing,
minimum
housing
ordinance.
And
finally,
we
provide
a
continuing
continuing
education
for
local
contractors
as
well
as
our
staff,
so
we
have
a
lot
of
mandates
and
legal
requirements
and
that
spans
everything
from
from
FEMA
for
the
National
Flood
Insurance
Program,
all
the
way
down
to
NC
General
Statutes
and
the
State
Building
Codes.
H
The
build
and
safety
folks
were
primarily
operating
in
the
general
statutes
and
the
building
codes.
The
site
engineer,
they're
mandated
by
the
FEMA
requirements
as
well
as
state
statutes,
and
then
our
zoning
staff
and
other
functions
were
kind
of
mandated
locally
by
the
unified
development
ordinance
and
that
minimum
housing
code
now
something
interesting
I
want
to
share
is
I
think
when
everybody
thinks
about
the
building
code,
you
think
about
a
book,
but
the
building
codes,
actually
twelve
books,
and
so
we
are
responsible
for
administering
11
of
those
12
books.
H
It's
not
just
a
building
code
as
types
of
building
it's
trade
such
as
electric
plumbing,
etc.
So
it's
actually
I'm
always
amazed
at
the
amount
of
information
the
staff
has
to
be
able
to
be
aware
of,
and
then
make
sure
that
our
contractors
and
builders
and
seasoned
citizens
are
meeting
those
requirements.
So
it's
a
pretty
extensive
database
of
knowledge.
They
have
to
work
with
every
day.
Key
partners
for
us
is
obviously
anybody.
That's
involved
in
the
development
review
process,
so
it's
kind
of
a
administrative
TRC.
H
We
collaborate
every
day
with
all
the
departments
in
the
city
and
having
those
relationships
helps
us
be
effective.
Over
recent
years,
I
think
we've
developed
a
strong
partnership
with
IPs
and
I'll
talk
about
this
in
a
minute,
but
a
lot
of
that
is
a
reflection
of
how
technology
is
beginning
to
influence,
how
we
do
business
and
that's
not
even
from
a
process
standpoint,
but
even
from
construction
technology.
So
and
as
you're
aware
of
we
have
what's
called
a
tech
fund
here
in
the
city
of
Asheville,
so
each
permit,
that's
processed.
H
Four
percent
of
the
permit
cost
is
put
into
a
fund
that
set
aside
to
make
technology
improvements,
and
we've
really
made
a
lot
of
progress
in
that
area,
external
partners
or
development
and
construction
community,
and
just
to
give
the
context
of
that.
That's
that's
everything
from
the
largest
contractors
in
Asheville
to
the
Asheville
independent
restaurant
Association
to
the
homeowner.
It's
just
putting
a
deck
on
the
back
of
their
house.
I
mean
our
stake.
H
So
we
have
a
lot
of
different
challenges
in
how
we
bring
those
stakeholders
to
the
table
and
share
information,
and
that
actually
I
would
even
argue
that
even
citizens
that
are
developing
are
stakeholders
because
they
have
they
want
information
and
access
to
our
process.
So
we
have
a
pretty
pretty
broad
group
of
outside
partners
we
deal
with
and,
of
course
we
have
our
the
Department
of
Insurance.
This
is
a
state
agency
that
manages
the
building
code.
Department
of
Environmental
Quality
is
a
state
agency
that
manages
the
stormwater
and
erosion
control
standards.
H
Then,
as
you
know,
development
needs
sewer.
We
have
to
work
with
MSD,
frequently
to
make
sure
that's
in
place
like
a
broken
record.
We
are
personnel
driven
service
driven,
we
have,
we
have
92%
of
our
departments,
cost
are
caught
up
in
salaries
and
benefits,
so
we
are
very
much
heavily
driven
by
our
by
the
staff
we
have,
because
again,
what
we're
doing
is
we're
taking
regulations,
mandates,
policies
and
at
a
human
level,
we're
requiring
contractors
and
builders
to
comply
with
those.
So
it's
a
lot
of
human
interaction.
H
One
thing
I
want
to
point
out
is
we
have
in
the
development
services
budget?
We
fund
forty
nine
point,
five
positions,
but,
however,
and
Greg
will
talk
to
this
more,
we
do
have
eight
point,
five
positions
that
are
funded
from
the
stormwater
Enterprise
Fund,
that's
most
of
our
stormwater
and
it
Roseanne
control
staff.
So
we
actually
have
a
total
of
58
full-time
equivalents
that
are
in
the
DSD
Department
I
just
want
to
take
a
moment
and
tell
you
what
that
looks
like.
H
So
we
have
58
staff,
but
in
FY
18
we
open
nearly
10,000
records,
that's
10,000
record
for
some
sort
of
development
application
or
permit,
and
then
we
prefer
performed
more
than
52,000
inspections.
That's
just
kind
of
a
glimpse
of
the
workload
that
we're
doing
every
year
in
development
services,
budget
drivers
and
I
did
get
a
question
and,
prior
to
the
work
session
today,
so
I'm
going
to
take
a
few
minutes
to
kind
of
work.
H
Through
these
budget
drivers
to
explain
those
the
supplies
is
our
biggest
and
that's
really
just
an
outlier,
similar
to
kind
of
want
to
Jade's
budget
items.
He
describes
our
supplies
account
this
year
has
$36,000
in
it
that
was
for
reconfiguring
and
adding
some
additional
work
station
and
make
workstations
for
staff
and
then
making
some
changes
to
our
customer
area
in
the
development
services
department.
So
we're
really
really
tight
on
space
down
in
the
bottom
of
the
Public
Works
building
and
so
a
lot
of
times
making
room
for
other
people
is
very
challenging
for
us.
H
So
ordinarily
supplies
would
be
$36,000
less
and
not
on
this
list,
but
I
just
wanted
to
point
but
drop
dropping
to
the
next
one
rental
lease.
If
you
can
believe
believe
this,
that
is
the
budget
for
our
leases
for
copiers
and
Printers
and
for
purchasing
paper
and
toner.
So
we
budget
all
and
we
spend
almost
$50,000
a
year
in
paper
and
that's
a
reflection
of
the
process
that
we've
used
in
Asheville
and
how
it
dependent.
We
are
on
kind
of
just
shuffling
paper
around
so.
G
H
Absolutely
gonna
go
down
matter
of
fact,
one
of
the
most
painful
things
I
did
this
year
was
renewal
lease
for
a
copier,
so
it
wasn't
quite
sure
we
were
ready
to
get
start
getting
rid
of
copiers
yeah,
but
I
anticipate.
We
will
not
spend
fifty
thousand
dollars
this
year,
so
we
are,
we
are
with
electronic,
like
you
just
said,
electronic
review
we're
heading
in
a
different
direction,
but
the
other
thing
to
consider
is
the
next
line:
item:
Bank
fees,
that's
our
credit
card
fee.
So
that's
the
fees
we
pay
for
our
customers
using
credit
cards.
H
So
we
still
have
people
that
bring
in
cheques
and
probably
always
will
will
always
accept
those.
But
as
we
push
more
towards
online
ways
of
doing
business,
I
expect
the
bank
fees
item
probably
goes
up.
So
we're
gonna
decrease
rental
lease,
but
we
may
see
increases
in
make
fees.
And
again
it's
amazing
to
me
how
much
it
costs
to
actually
use
credit
cards
in
terms
of
fees.
But
that's
what
that
is
the
training
budget.
Again
we
have
58
staff
we
most
of
those
staff
herbs
or
administering
and
overseen
state
and
federal
regulations.
H
So
they
have
to
carry
certain
certification,
so
that's
just
a
function
of
making
sure
that
number
one
we're
helping
our
staff
get
the
certifications.
They
need
to
do
work
and
number
two
making
sure
to
keep
those
certifications.
Quick
example.
The
training
is
a
building
inspector
that
be
fully
qualified
needs
to
obtain
12
certifications.
It
takes
about
five
years
to
do
that.
So
it's
a
huge
investment
for
us
and
each
inspector
once
they
have
the
certification.
B
H
Investment
in
our
employees
to
maintain
these
certifications
that
we
really
don't
have
a
choice
because
we
have
to
have
those
who
do
these
inspections
or,
lastly,
obviously
we're
out
inspecting
things
so
we're
in
cars
a
lot.
So
the
fleet,
maintenance
and
fuel
is
just
a
reflection
of
the
scope
of
work.
We
do
in
it
prior
you're
spinning,
so
we're
pretty
consistent
in
how
we
help
me
spend
our
budget
grows.
You
know
some
of
that
growth
is
just
salary.
H
You
know
adjustments
and
cost-of-living,
and
things
like
that,
but
for
the
most
part,
I
think
DSD
when
it
started
in
years
ago.
I
think
this.
What
you
see
is
reflexing
of
just
staffing
that
department
to
meet
the
work
demands
that
exist,
so
I
feel
like
there's
been
times
when
we've
been
terribly
under
staff
than
DSD
I.
Think
we're
moving
in
I
should
say
this
cautiously
I
think
we're
moving
to
a
point
in
time
where
we're
actually
pretty
well
staff
for
the
workload
we
had
again
we're
talking.
50,000
inspection,
10,000
records.
H
That's
just
there's
a
lot
of
there's
a
lot
of
daily
tasks
that
happen
down
there,
but
I
think
mostly
was
the
spending
is
just
a
reflection
of
that
revenue
is
kind
of
a
different
story
for
us
revenue
to
say,
construction
revenues.
Volatile
is
probably
an
understatement,
so
the
revenue
is
always
if
I
could
show
you
10
years
of
this.
It
just
goes
up
and
down,
and
that's
really
a
reflection
of
the
cyclical
nature
of
construction
so
constructions.
It's
up
it's
down
in.
What's
really
what
skews
these
revenue
numbers?
H
Sometimes
you
can
see
FY
16
17
and
it
has
a
it's
a
big
big
year.
We
probably
will
do
that
again
because
that's
mission,
so
the
mission
tower
you
know
they
they
they
paid
their
permit
fees
in
FY,
16
17.
That
was
a
huge
project.
Our
permit
fees
are
based
on
the
value
of
constructions,
not
the
bat,
not
the
market
value
of
when
it's
done,
but
the
value
of
what
it
costs
to
build
it.
H
So
things
like
mission
will
skew
those
new
totals
up,
but
one
important
takeaway
that
I
want
to
make
sure
everybody
is
aware
of.
Is
that
Mission
Hospital
collected
the
revenue
in
FY,
16
17
will
provide
the
service
until
FY,
20,
so
oftentimes
these
big
projects,
you
grab
the
check
in
one
year,
but
then
you
know
we
pretty
much
have
an
inspector
on
that
Hospital
site
all
day
every
day
for
probably
three
to
four
years,
so
the
service
delivery
happens
many
years
after
the
revenues
is
gone
and
long-ago
accounted
for.
H
So
for
us
we
had
it.
We
had
a
a
good
budget
year.
We
did.
We
did
some
interesting
things
and
some
of
the
changes
that
we
did
do
is
we
added
one
point:
five
physicians
in
the
site,
engineering
area
to
improve
our
service
delivery.
I
missed
one
point:
five,
because
DHD
funded
half
of
one
of
those
positions
and
Public
Works
funded
the
other
half
we
paid
for
that
by
our
implementation
of
the
fee
study.
H
If
you
remember,
we
did
a
fee
study,
we
focused
our
fee
increases
at
the
planning
and
zoning
and
insight
engineering
so
that
that
was
what
helped
us
bring
those
positions
on
board
to
help
improve
our
service.
The
other
thing
that
we
did
is
on
the
building
safety
side
of
things.
We
focused
on
some
compensation
changes
and
what
we
really
will
be
basically
did
is
we
created
a
career
progression
plan,
so
try
to
put
some
things
in
place
to
give
our
building
safety
staff
something
to
work
towards,
provide
some
career
growth
and
intellect,
like
I.
H
It
takes
five
years
obtain
a
building
inspector.
We
really
wanted
to
stay,
but
to
do
that,
we've
got
to
be
competitive
with
our
neighbors
and
even
beyond
that
you
know
it's.
You
can
make
really
good
money
right
now,
if
you're,
an
electrician,
probably
more
than
you'll,
make
it's
an
electrical
inspector.
So
we've
got
to
put
things
in
place
to
make
sure
that
we're
keeping
those
qualified
people
as
Electrical
inspector
and
I
think
some
stability
that
we
offer
as
part
of
that,
but
also
just
an
opportunity
for
career
growth
and.
H
Those
compensation
changes
to
the
elimination
of
Assistant
Director
position,
partly
challenges
for
us.
Like
I,
said
earlier:
it's
the
SiC
of
cyclical
nature
of
construction
when
we're
busiest,
the
private
sector
is
paying
the
best.
So
we
have
really
hard
same
problem
like
Public
Works
has
in
other
departments.
It's
really
a
challenge
to
keep
qualified
people
here,
but
I
think
we're
making
some
progress
towards
that.
H
The
other
thing,
as
I
said
earlier,
is
just
a
lag
a
lot
of
times
when,
when
the
revenue
looks
bad
for
the
city,
sometimes
we're
most
busy
because
we're
lagging
behind
the
revenue
in
terms
of
the
service
we
provide
technology
is
a
big
big
issue
for
us.
I
think
our
customers.
We
do.
We
do
a
quarterly
survey
and
every
quarter
far
and
away
the
biggest
need
they
have
is
access
to
a
digital
process,
so
we're
working
diligently
to
get
there.
H
But
of
course
you
know
when
you're
moving
from
spending
$50,000
in
shuffling
paper
to
doing
a
digital
process,
it's
more
than
just
having
somebody
submit
a
PDF.
You
have
to
kind
of
redesign
your
entire
process
of
how
your
staff
works
and
how
they
view
the
plans,
so
we're
kind
of
working
with
technology
to
evolve
as
quickly
as
we
can
and
then
finally,
for
us
is
its
managing
customer
expectations.
I
think
oftentimes.
H
We
have
a
lot
of
pressure
from
our
development
community
to
be
fast
or
to
be
more
responsive
to
be
more
predictable
but
providing
better
service,
and
we
do
then
we
try
hard
to
do
that.
But
at
the
same
time
we
have
a
lot
of
expectations
from
our
citizen
community
to
make
sure
that
we're
providing
information
to
them
early
and
often
to
make
sure
that
we're
we're
holding
development
accountable
and
making
sure
it
meets
the
city
standards
to
be
cautious
to
be
systematic
in
that
approach.
H
So
we
really
kind
of
kind
of
get
caught
in
between
two
forces
in
terms
of
our
expectations,
and
we
can
really
try
to
meet
both
those
spectators.
But
it's
not
always
easy
to
do
that
if
I'm,
Elena
and
I
think
I'm
within
my
time
we
we've
got
some
goals
that
were
working
on
somebody's
kind
of
carry
over,
but
our
number
one
goal
is
creating
a
digital
process.
I
think
there's
a
lot
of
efficiency
and
resource
and
ultimately,
probably
even
savings
to
the
city
in
general.
H
If
we
can
move
in
that
direction
and
we're
doing
that,
we've
got
a
number
of
processes
that
are
already
digital,
but
we're
testing
right
now
and
in
January.
Our
goal
is
to
roll
out
a
digital
process
for
all
residential
permits.
That'll
be
a
huge
step
forward
for
us.
That
means
a
lot
of
and,
of
course,
we're
trying
to
build
the
resources
and
educational
materials
to
make
sure
everybody
has
access
to
that
and
from
an
equity
sample,
we'll
always
have
a
front
counter
and
a
staff
person
to
help
people.
Not
everybody
wants
to
do
it
online.
H
We
know
that,
but
if
we
can,
if
we
can
siphon
off
even
30%
of
our
lobby
traffic
to
a
digital
format,
what
it
actually
does,
it
gives
us
more
time
to
focus
on
people
that
actually
need
to
help
in
the
lobby.
So
we're
optimistic
that
there's
a
there's
kind
of
a
win-win
in
that
that
implementation
effort
we're
expediting
reviews.
So
you
know
things
in
a
lot
with
your
goal
with
council
priorities.
We
want
to
we're
to
put
those
at
the
top
of
the
list.
H
H
D
H
From
us,
but
it
takes
effort
from
the
private
sector.
They
have
to
be
prepared
to
do
things
quickly
as
well,
but
but
I
think
there's
some
there's
some
there's
a
higher
level
of
service
that
we
can
provide
in
certain
areas,
and
we
went
online
that
with
council
and
I,
think
we
have
the
capacity
to
do
that.
H
That's
one
of
the
things
that
we're
trying
to
figure
out
and
try
to
do
better
with
we've
we're
in
the
process
of
creating
a
performance,
dashboard
I
only
hope
it
can
look
as
good
as
capital
projects,
because
that's
a
great
tool,
but
we
want
to
have
a
similar
situation
where
you
know
as
a
management
tool.
You
can
see
what
volume
looks
like
so
instead
of
doing
these,
these
form
templates
to
do
the
forms,
but
we
present
this
day
or
twice
a
year
was
just
always
going
to
be.
H
There
it'll
be
available
to
the
staff
to
the
policy
makers
to
sit
as
well.
So
we
want
to
build
a
dashboard
and
we're
in
the
kind
of
the
testing
phase
of
that
in
our
last
fall,
and
it's
will
always
be
a
goalless.
It's
just
to
do
a
better
job,
communicating
that's
not
just
with
developers
and
contractors,
but
that's
what
citizens
and
one
thing
we
want
to
do.
H
Is
we
want
to
educate
people
to
understand
what
we
do
and
how
to
be
successful,
whether
it's
getting
a
permit
or
sewing
up
to
a
city
council
meeting
whatever
it
is,
but
it's
making
sure
the
information
is
out
there
and
available
and
we're
educating
people
how
to
how
to
be
a.
You
know
how
to
participate
in
development
services
and
that's
my
presentation.
I
can
answer
any
questions.
G
F
Probably
a
question
for
you
as
much
as
it
is
a
generic
question:
I
I'm
as
I'm
looking
at
the
this
circle
that
the
budget
overview
and
I'm
looking
at
benefits
as
a
percentage
of
salaries.
Just
in
these
four
different
departments,
it
varies
by
I
mean
when
I
do
that
math.
It
varies
by
like
almost
10%
I'd,
be
curious,
the
reasoning
behind
that
and
how
that
I'm.
C
I
You
notice
in
this
one
you
know
the
total
amount
of
their
salaries
is
different.
I,
don't
know
things
included
the
benefits.
The
same
thing
was
true
with
capital
projects
because
they
charge
some
of
their
salary
and
benefits
somewhere
else.
So
I
don't
know
that
we're
looking
at
apples
and
apples
to
apples
comparison,
but
look
at
that
information.
Okay,.
F
Cuz
I
was
just
taking
benefits
divided
by
salaries,
and
in
this
case
it's
but
you're,
saying.
C
E
I
A
F
A
G
H
E
What
a
question
on
the
on
the
I
know
on
the
revenue
trends
slide.
There's
there's
reasons
for
for
why
we
have.
We
have
one
timers
and
there's
there's
also
the
lag
in
terms
of
when
things
hit.
Do
you
have
a
sense
just
anecdotally
what
development
is
doing
in
Asheville?
Is
it
slowing
down
as
its
speeding
up?
Do
you
have
a
sense?
Is
it
stable?
You
know
I
just
just
in
terms
of
what
you're
hearing
anecdotally
or
what
you
guys
are
experiencing,
or
is
there
certain
types
of
projects
that
you're
seeing
more
of
versus
less?
H
Seeing
out
there
the
data
says
development,
slowly,
I,
don't
think
it's
free-falling,
but
I
think
it's
gonna
level
out
and
probably
what
is
gonna
be
the
real
normal.
If
you
see
the
FY
17
18
revenues,
we're
gonna
be
closer
to
that,
probably
in
eighteen
and
nineteen
and
I
think
it
feels
like
you
see
a
lot
of
cranes
in
the
sky
and
everything,
but
what
I
think
it
is
I
think
the
large
expensive
commercial
construction
that
really
drives
the
revenue.
That's
what's
starting
to
slow
down.
H
H
D
Mette
mayor
members
of
council
value
Kali's,
thank
you
for
the
opportunity
to
be
here
today
to
represent
the
general
services
department.
My
name
is
James
Ayres
I'm,
director
of
the
department
and
I'm,
so
pleased
to
talk
to
you
about
the
five
divisions
that
which
the
department
is
comprised
with
42
people.
What
you'll
see
up
ahead
of
you
here
is
some
of
our
core
services
that
we
deliver.
It
helps
me
to
illustrate
the
five
divisions
in
the
department
you'll
see,
for
example,
our
building
construction
division.
D
They
handle
the
planning,
design
and
construction
of
new
buildings
as
well
as
renovation
of
existing
facilities,
our
facility
maintenance
division.
They
handle
the
building,
maintenance
or
repair
that
you
see
there
and
our
building
operations.
That's
handled
by
a
group
called
see
Hall
operations,
but
their
purview
goes
well
beyond
City
Hall
and
into
other
buildings
owned
by
the
city.
In
addition,
our
fleet
management
division
they
handle
both
the
procurement,
as
well
as
the
maintenance
of
over
850
vehicles
and
pieces
of
equipment
across
the
city.
So
quite
a
portfolio.
There
is
a
manage
those
assets.
D
Speaking
of
assets,
our
last
division,
the
real
estate
division.
They
also
handle
asset
management
and
this
time
real
property
things
like
land
acquisition
and
disposition,
as
well
as
handling
property
leases
and
management,
we'll
have
more
examples
of
the
youth.
In
effect,
these
are
just
a
handful
of
services.
Our
next
slide
will
show,
for
example,
other
things
provided
by
by
our
department.
Some
examples
of
that
would
include
keeping
a
lights
on
in
with
our
building
operations,
getting
the
mail
delivered,
keeping
the
elevators
going
up.
D
Now,
as
we
look
at
our
departments,
it's
like
the
rest
of
the
nca
year.
We
have
really
a
lot
of
mandates
and
filio
requirements
with
some
of
the
high
ones
and
there
at
the
federal
state
and
local
levels,
so
at
the
federal
level,
of
course,
were
guided
by
the
by
the
OSHA
regulations,
whether
we're
constructing
new
buildings
or
operating
facilities.
The
general
you
know
general
industry
standards,
but
there
are
other
federal
regulations
that
get
us
as
well.
D
I
just
mentioned
the
fuel
station,
so
we
have
underground
storage,
tanks,
environmental
protection
and
other
rules
with
which
we
must
comply.
Of
course,
we
also
come
to
the
state
level
and,
while
there's
a
great
statutory
framework
that
affects
us
many
ways,
I
think
our
number
one
area
is
the
purchasing
procurement
for
procuring
design
services
or
getting
contractors
to
build
buildings
for
us
or
to
find
goods
and
services.
Those
those
state
standards
are
very
important
to
us.
Of
course,
even
here
at
the
local
level,
we
have
some
great
guidance
from
our
own
City
Council.
D
Some
of
it
goes
back
in
time
an
example
you'll
see
up.
There
is
over
a
decade
old,
the
city
resolution
on
lead
for
for
new
construction,
and,
while
that
resolution
may
be
over
a
decade
old
and
the
LEED
standard
has
now
advanced
to
version
four,
we're
still
we're
still
bound
by
that,
in
fact,
are
the
new
fire
station
that
heading
to
design
for
that
one's
going
to
be
designed
to
elite
standard?
D
Of
course,
General
Services
does
this
with
a
whole
host
of
key
partners.
There
two
key
areas
noted
here
today:
first
of
all,
client
departments,
especially
for
the
management
of
construction
projects.
In
fact,
our
customer
departments
range
from
transit
to
Parks
and
Rec
to
community
economic
development,
as
well
as
APD
and
AFD.
Other
departments
will
also
benefit
from
service
delivery
and
general
services,
whether
we're
talking
about
facility
maintenance
or
provision
of
fleet
vehicle
and
sort
of
fueling
for
those
vehicles.
So
we
basically
touch
every
department
here
in
the
city.
D
In
addition,
there
are
third
parties,
even
beyond
the
community
engagement
that
we
perform
for
key
projects
there
out
of
the
community.
We
even
have
to
think
about
the
property
owners
so
with
all
the
work
going
on
in
real
estate
transactions,
again
acquisition
or
disposition,
or
things
like
easement
acquisition
for
projects
or
leases.
In
fact,
the
employee
health
center,
which
recently
moved
that
was
spearheaded
by
the
real
estate
division
getting
of
a
new
property
in
which
to
provide
these
vital
services.
D
Of
course,
these
services
do
come
with
a
price
tag
and
you'll
see
here
at
the
budget
overview.
83%
of
our
general
fund
budget
is
comprised
of
salaries
and
benefits,
but
I
really
want
to
stress
here.
The
importance
of
these
people
I
am
very
proud
to
work
with
a
well
qualified
group
of
people
in
general
services.
For
example,
we
have
folks
who
have
professional
licensure
in
areas
ranging
from
architecture,
engineering
and
real
estate.
On
the
facility
side,
we
have
folks
with
state
licenses
in
areas
ranging
from
electrical
to
plumbing
and
our
mechanics.
D
I
have
a
SC
master
mechanic,
certifications
and
EBT,
or
emergency
vehicle
technician
certifications.
So
it's
a
really
good
group
of
people
well
Paul.
If
I
perform
these
tasks
now,
as
we
talked
about
people
will
head
over
into
our
key
budget
drivers.
Now
you
look
here
by
far
and
away
our
top
two
budget.
Drivers
are
maintenance,
repairs
and
contracted
services,
and
what
I'd
like
to
point
out
here
is
that
let's
talk
about,
what's
done
in-house
and
what's
out
sourced,
so
maintenance
repairs
often
goes
to
the
in-house
work.
D
So
if
we've
got
air
filters
to
buy
and
on,
we
do
HVAC
service.
Well,
our
own
tax
perform
the
HVAC
service
or
the
electric
or
the
plumbing,
and
that's
that's
a
lot
of
a
lot
of
important
stuff
for
us
to
do
in-house.
But
there
are
some
things
we
have
doubts
or
specialty
traits
things
like
fire,
sprinklers
or
elevator
maintenance,
and
that
you'll
see
under
this
contracted
services
live
now.
D
I
do
want
to
give
a
small
preview
to
Council
next
month,
you'll
see
a
staff
report
from
General
Services,
because
we
want
to
make
sure
we
look
at
the
services
that
we
provide
and
see
if
there
are
any
that
should
be
taken
in
house
an
example
of
that
would
be.
We
have
under
contracted
services
a
contract
for
custodial
services
at
remote
sites.
D
Now
we
already
have
custodians
here
at
City,
Hall,
Muni
and
other
local
local
buildings,
but
with
these
remote
sites,
its
full-time
work,
so
we
believe
there's
an
opportunity
here
for
us
to
bring
those
one-and-a-half
positions
in-house
pay
them
a
living
wage
and
see
if
it
makes
sense
for
us
to
turn
this
into
a
full-time
position
and
so
we'll
be
bringing
that
to
Council
and
in
the
December
time
frame
for
speaking
a
budget.
We
also
have
seen
some
trends
here.
D
There's
really
two
things:
I,
like
pointer
here
in
the
dark
blue
you'll,
see
an
increase
from
fiscal
17
to
fiscal
18,
on
our
salaries
and
benefits,
and
the
reason
for
that
is
in
that
year
we
added
two
new
divisions:
the
real
estate
division,
the
building
construction
division.
In
addition,
in
the
light,
blue
you'll
see
increases
in
the
other
operating
costs
and
that
spike
is
to
one
a
one-time
thing,
a
$300,000
allocation
that
we
were
so
grateful
to
Council
for
providing.
D
That
was
for
our
facilities,
condition,
assessment
and
diagnostic
study
that
is
so
important
for
us
going
to
helped
us
to
get
basically
to
assess
in
major
buildings
under
the
general
fund.
It
allowed
us
to
estimate
the
cost
to
take
a
tackle
both
deferred
maintenance,
as
well
as
costs
going
forward,
and
this
isn't
just
some
report-
that's
going
to
sit
on
a
shelf.
This
is
actually
we
actually
have
a
database
now
where
we
can
actually
go
out
and
predict
what
do
we
need
year
by
year,
so
we
can
plan
those
investments
in
the
future.
D
Now,
both
from
physical
18,
a
fiscal
19,
there
were
any
changes
in
the
employer
number
of
employees.
We
had
or
any
major
changes
in
the
budget,
and
we
are
still
faced
with
some
challenges.
Now
it
may
not
be
the
first
time
you've
heard
the
first
challenge,
and
that
is
the
lack
of
available
contractors.
D
What
we're
finding
is,
in
some
trades
we're
finding
it
very
difficult
to
focus
even
bid
the
projects,
and
it's
especially
hard
it's
as
hard
in
the
small
to
medium
sized
projects
with
so
much
work
going
around
for
finding
it
difficult,
but
working
with
other
two
other
departments
were
looking
ways
to
outreach
to
companies,
especially
the
minority
and
disadvantaged
business
enterprises.
So
we're
going
to
continue
to
work
on
that
and
try
it
and
try
and
see
what
kind
of
reach
we
can
get.
In
addition,
you'll
see
up
there,
city
facility
maintenance
needs.
D
Last
but
not
least,
we're
also
seeing
a
growing
need
for
city
facilities
as
the
city
grows
and
the
workforce
grows.
We
have
to
have
space
to
put
these
folks
and
give
an
appropriate
work
environment.
So
we'll
continue
to
work
on
that,
but,
while
okay,
it
holistically
not
just
chopped
up
offices
here
and
there
to
try
and
squeeze
people
in
but
take
a
bigger
picture,
look
which
is
actually
a
Segway
for
some
of
our
our
key
goals
of
the
coming
year.
Now
we
have
many
goals
as
a
department.
D
Here
are
four
key
areas:
we'd
like
to
highlight,
first
off
the
facilities,
master
planning
and
development
of
a
capital
planning
tool.
This
is
actually
alive.
What
was
called
council
goal?
36
is
now
council
goal
32
we
had
looked
at
this
we
step
one
as
it
is:
we've
taken
it
facility
condition
assessment.
Now
we
can
start
looking
to
expand
that
standards
for
facilities
and
the
way
we
do
in
a
way
we
do
business
in
terms
of
space
planning
and
getting
a
bigger
picture
on
that
as
well,
and
that
capital
planning
tool
is
so
important.
D
When
we
come
to
you
with
ass
or
for
our
capital,
we
want
to
make
sure
it's
based
on
good,
rigorous
cost.
Estimating
next
you'll
see
the
real
estate
master
plan
in
city-owned
land
strategy.
This
goes
hand
in
hand
with
council
goal
15.
Originally
we're
looking
at
forces
for
losing
and
the
real
estate
division
has
been
doing
incredible,
work
behind
the
scenes
in
terms
of
the
high
impact
sites
working
for
affordable
housing
and
they
had
a
great
great
faith.
D
One
is
they
got
the
city
owned
land
database
of
property
debates
out
there
and
shows
the
different
types
of
uses,
whether
affordable
housing,
stewardship
and
whatever,
so
whether
it's
for
city
operations,
affordable,
affordable
housing?
This
gives
a
framework
for
you,
you
as
decision-makers,
to
look
at
these
properties
and
make
sure
it's
alignment
with
your
vision.
D
Next
you'll
see
fleet
policy
and
process
improvement.
This
includes
things
like
taking
our
policy.
It's
a
14
year
old
policy
right
now,
technology,
it's
changed
some.
We
also
have
some
software
we
need
to
update.
But
as
part
of
this,
we
can
update
how
do
we
replace
vehicles
and
how
do
we
align
up
the
council
goals?
Again?
Council
has
a
carbon
footprint
reduction
resolution
and,
more
recently
renewable
energy
goals,
and
we
want
to
make
sure
we
update
that
now
we're
already
putting
in
the
fleet
alternative
fuel
vehicles,
various
types
hybrids
and
CNG
and
biodiesel.
D
We
need
to
expand
that
with
the
recent
resolution
on
renewable
energy.
Look
at
more
electrification.
We
actually
have
on
order
a
hybrid
police
cruiser
and
we're
looking
at
other
things.
We
look
at
electrification
and
the
technology
and
we
want
to
make
sure
our
fleet
policy
is
in
line
and
incentivizes
those
types
of
purchases.
D
Well,
last,
but
not
least
so,
we've
got
facility
construction,
renovation
projects
and
it's
a
lot
of
fun,
because
we've
got
some
great
projects
of
dozens
of
projects,
including,
but
not
limited
to
fire
station
13,
the
arc
Transit
Center
renovations,
the
electric
bus
charging
stations,
the
US
Cellular
center
facility
improvements
and,
of
course,
the
red
panda
building
exhibit
now
those
cute
little
critters
are
supposed
to
arrive
any
days.
So
you
know
now,
they'll
have
a
happy
home
here
in
Asheville
and
we're
pleased
to
play
a
small
part
in
that.
D
C
A
E
D
Sir,
what
what
we
have
the
the
complete
phase
one
is
complete.
In
other
words,
we
did.
We
assess
the
majority
of
the
general
fund.
Buildings
all
would
be
occu,
especially
the
occupied
ones,
in
the
act
ones
that
is
complete
and
we
have
the
builder
database,
which
assesses
all
those
buildings.
Of
course,
there
also
some
smaller
facilities
that
for
cost
savings
had
to
be
left
off
that
assessment,
but
our
staff
has
now
been
trained
to
go
out
and
assess
those
buildings.
You'll
see
things
like,
for
example,
and
Murphy
Oakley.
E
D
They
are,
they
were
not
in
prior
years,
but
now
we've
got
that
tool
in
our
hands
and
and
we're
trained
on
it.
We
actually
did
our
initial
submission
to
budget
for
the
CIP
process
that
was
already
expected
from
the
department's.
We
use
that
CIP
tool
for
our
single
largest
submission,
and
it
gave
us
not
just
the
one
to
five
year,
but
also
then
the
five
to
ten
year
look
ahead.
G
J
Their
boss,
mayor
members
of
council,
Greg
Schuler
public
works
director.
I
too,
want
to
take
this
moment
just
to
say,
thank
you
for
the
opportunity
to
do
this.
This
is
really
a
neat
thing
that
we've
I
know
I've
been
looking
forward
to,
and
my
colleagues
have
as
well
I'll
get
right
to
it.
This
is
talking
about
a
lot
of
the
core
services
for
the
department.
J
We
also
have
a
CIP
administration
team
within
our
stormwater
division,
as
well
as
within
our
streets
division
that
takes
care
of
all
the
resurfacing,
both
CIP
and
bond,
the
obvious
ones.
Our
solid
waste
collection,
Street
and
sidewalk
maintenance,
stormwater,
brush
collection,
bridge
maintenance,
event,
support
tree
Commission
and,
along
with
Ben's
team,
floodplain
management.
J
This
slide
will
talk
a
little
bit
about
some
of
the
things
that
will
lie
in
the
streets:
division
which
is
solely
within
well
I,
won't
say
solely
because
we
do
have
an
enterprise
fund
with
within
there.
But
this
this
slide
talks
about
the
general
general
fund
side,
things
from
landscaping,
graffiti
removal,
right-of-way
encroachments,
retaining
wall,
defense
and
guard
rail
maintenance,
sidewalk
maintenance
and
furnishings
and
facilitation
of
the
tree.
Commission.
J
Next,
we'll
be
talking
about
sanitation
and
we
most
of
our
team
help
with
event,
support
and
staffing
sanitation,
certainly
a
big
part
of
that.
Certainly,
the
recycling,
solid
waste
collection
code
enforcement
and
one
thing
I
left
offer
here.
That's
very
important-
is
brush
collection
and
leaf
collection.
This
time
of
year,
our
folks
are
out
there
on
the
back
of
the
trucks.
As
we
speak
onto
our
stormwater
team
again
with
Ben's
team,
the
community
rating
system,
we
help
with
that,
as
well
as
the
floodplain
management.
J
Next
is
a
the
smaller
in
enterprise
fund
that
was
resides
within
our
streets
division.
It's
a
utility
cut
again
like
with
any
enterprise
fund
utility
billing
is
an
important
piece
of
that,
but
this
is
group.
This
is
a
small
group
that
we'll
go
into
in
a
little
more
detail.
Really
they
have
they
deal
mostly
with
patching
and
inspection
and
I
feel
like
I
need
to
talk
a
little
bit
more
about
the
utility
cut
enterprise
fund.
It's
not
a
lot
of
people,
don't
know
a
lot
about
it.
J
J
Some
of
the
mandates
and
legal
requirements
that
we
operate
under
the
state-funded
street
aid.
What
most
was
called
the
pal
bill
program
about
two
and
a
half
million
dollars
a
year
is
what
comes
to
the
city
from
the
state
regarding
pal
bill.
Basically,
it's
looking
for
centerline
mileage
of
our
street
work
network,
which
is
for
us
it's
a
little
over
400
miles,
has
to
be
16
feet
or
wider
to
be
eligible
for
pal
bill
maintenance,
funding,
numerous
general
statutes
and
city
ordinances.
J
What
we
call
the
NPDES,
but,
as
you
can
see
here,
it's
the
national
pollutant
discharge
elimination
system
resides
within
our
stormwater
division.
American
Disabilities
Act,
just
like
many
of
our
divisions
deal
with
this.
For
us,
it's
the
aspect
of
the
ABA,
that
is,
that
falls
within
the
state
of
city's
rights-of-way.
J
That's
really
where
we
come
into
play
with
that,
whether
it
be
with
sidewalks
or
handicap
ramps,
and
that's
really
the
two
biggest
things
that
we
we
manage
it
and
then,
of
course,
the
national
bridge
inspection
standards.
Excuse
me:
it's
a
Federal,
Highway
Administration
program
that
we
are
in
partnership
with
North
Carolina
d-o-t
on
and
we
inspect
each
and
every
one
of
our
bridges
by
annually
cost
with
again
in
partnership
with
the
d-o-t
cost
us
about
fifteen
thousand
dollars
every
other
year.
We
have
42
bridges
and
our
inventory.
J
Our
internal
key
partners,
really
we
work
with
every
single
department
within
the
city
and
really
proud
to
be
a
part
of
the
strong
leadership
team
here
at
the
city,
but
these
are
some
of
the
folks
that
we
work
with
really
closely
economic
development.
That
is
really
a
lot
of
that
is
working
with
Dana
and
our
strong
ties
to
downtown,
but
also
working
with
the
Chris
over
at
US
Cellular
center.
We
are
really
tight
partner
for
those
folks,
especially
when
they
have
large
events
or
if
it
becomes
an
ice
storm
on
New
Year's
Eve.
J
You
have
two
shows
going.
Obviously,
the
connections
with
water
development
services.
We
share
employees
and
TRC
review
various
plans
and
development
review
legal
where
we
spend
a
lot
of
time
with
legal
on
all
sorts
of
things
and
as
far
as
transportation
in
capital.
Those
were
really
connected
at
the
hip
with
those
folks
and
on
numerous
projects
and
initiatives
external.
We
have
a
very
diverse
group
of
external
partners,
and
that
includes
many
of
the
state
and
federal
and
other
municipalities
that
I've
already
mentioned.
J
We
have
partnerships
with
do
team
as
it
relates
to
treating
one
another's
streets
and
encroachments
from
one
another
and
other
the
same
with
other
municipalities.
As
far
as
sharing
salt
sand
utility
providers,
I've
really
tried
to
determine
one
utility
provider
that
we
didn't
work
with
and
we
couldn't
find
one
everything
from
ERC
to
whether
it's
our
day-to-day
operations
of
sidewalk
maintenance
or
designing
a
resurfacing
project.
J
We
want
to
make
sure
that
we're
working
with
those
folks
to
minimize
any
unnecessary
disruption
or
service
that
they
provide
and
contractors
we
we
do
a
whole
lot
of
contracting,
but
we
also
work
with
contractors
that
are
not
working
for
us
that
want
to
work
within
our
rights
of
way.
We
are
charged
with
policing
the
the
city's
rights-of-way,
whether
it
be
by
encroachment
or
permits,
and
it
takes
it's
a
large
effort
to
do
that
and
contractors
again.
J
It
could
be
a
plumber
working
on
a
private
property
or
it
could
be
a
contractor
doing
a
three
million
dollar
paving
job
for
us
development
in
construction
community
through
encroachments.
We
are
working
with
folks
that
want
to
put
up
a
hotdog
stand
to
Cleveland
construction,
doing
the
Aris
project
and
everybody
in
between
that
a
lot
of
they're
talking
with
me
at
an
early
stage.
As
far
as
how
do
we
fit
this
electrical
box
into
the
sidewalk
without
damaging
the
tree
pit
twenty
years
from
now
or
the
tree
that
will
live
in
that
tree
pit.
J
J
I
included
this
this
graph.
This
looks
a
little
different
than
what
you're
used
to
seeing
from
the
other
departments,
but
initially
I
wanted
to
do
this.
Just
because
I
think
some
people
don't
have
a
good
concept
of
what
all,
as
within
public
works
and
after
the
first
two
community
budget
meeting,
it
I
really
confirmed
that
I
wanted
to
add
this
one.
When
a
citizen
said
hey
you,
eighty
some
people,
that's
not
nearly
enough
and
so
working
with
city
manager's
office
in
finance.
J
We
we
generated
this
just
to
show
really
what
the
breadth
of
the
Public
Works
Department
is.
The
top
part
is
this
area
is
talking
about
the
entire
budget
and
showing
top
parts
talking
about
dollars,
funding
and
then
the
bottom
part
is
talking
about
FTEs
and
of
the
141
and
a
half
FTEs
black
been
said.
Eight
and
a
half
of
those
are
funded
through
public
works
through
their
stormwater
Enterprise
Fund,
but
they
actually
report
to
be
in
and
the
development
services.
J
So
I
appreciate
you
just
having
a
look
at
this
and
being
open
to
looking
at
something
a
little
different.
Now
to
what
you're
used
to
looking
at
this
is
a
general
fund
budget
for
Public
Works.
Ours
is
a
little
different
in
that
our
operating
costs
are
not
the
biggest
part
of
what
we
do
well,
they
are
our
salaries
and
benefits
we
are.
We
are
also
a
heavy
on
the
service
as
an
employee's,
but
our
operating
costs
are
larger
than
a
lot
of
them,
because
what
we
do
is
very
expensive.
J
A
J
J
Again,
we've
talked
about
the
eight
and
a
half
positions
that
are
housed
within
development
services,
but
funded
through
this
enterprise
fund.
This,
too,
is
a
very
expensive
operation,
whether
it
be
pipe.
The
excavation
and
very
expensive
equipment
also
has
a
capital
aspect
within
it
as
well
that
it
requires
a
lot
of
our.
We
also
have
professional
engineers
in
this
on
this
team
that
work,
alongside
Cape
in
our
capital
team,
to
really
put
out
some
pretty
large
projects.
We
have
Moore
Street
and
West
Asheville,
currently
under
construction
at
one
point
at
one
point:
1
million
dollars.
J
Talked
a
little
bit
about
the
materials
and
I'm
gonna
touch
on
all
of
these,
but
be
happy
to
answer
questions
on
any
of
them
currently
concrete.
It's
about
a
hundred
and
twenty
eight
dollars
per
cubic
yard.
That's
a
lot,
and
that
is
just
the
material.
It
costs
a
lot
more
than
that
to
put
it
down,
but
just
data
to
that
line
item
at
three
hundred
fifty
six
thousand
dollars
is
just
the
purchasing
the
material.
J
Tipping
fees,
tipping
fees
is
a
really
huge
piece
of
what
we
do
financially.
Tipping
fees
are
currently
just
under
forty
eight
dollars
per
ton,
and
that
is
taking
it
just
to
the
transfer
station
here,
West,
Asheville
and
brush.
We
haul
a
lot
of
brush
and
a
lot
of
that
we
take
to
the
Riverside
stump
dump
and
that
is
anywhere
between
65
and
70
dollars
per
truckload,
depending
on,
if
it
is
only
knuckle
boom
or
a
rare
Packer.
C
J
J
Like
James,
has
said
we
are
constantly
looking
at
ways.
What
is
the
best
balance?
Do
we
is
this
something
that
we
should
do
in-house?
Is
that
something
that
we
should
contract
out?
This
one
seems
like
it
is:
may
make
the
most
sense
to
contract
out
just
because
it's
a
very
expensive
process
to
go
and
collect
it.
It
is
such
a
volatile
market
and
what
to
do
with
the
materials,
and
it
is
forever
changing,
and
this
one
when
I
think
I
have
it
figured
out.
J
It
goes
to
show
that
I
do
not
have
that
part
figured
out
for
our
downtown
cleanliness
contract.
That's
$300,000,
budgeted
per
year,
you'll
be
seeing
in
contract
tonight
that
in
the
it'll,
be
two
hundred
and
sixty
thousand
dollars,
but
this
one
I
think
is
a
possibility
to
do
in-house.
We
I
won't
get
into
the
details
of
that
unless
there's
questions
about
it
later,
but
I
think
this
is
one
that
would
be.
J
That
would
make
sense
to
do
in-house
quite
honestly,
other
things
that
we
have
involved
in
our
contractors
contractor
services
line
in
the
general
fund
or
tree
planting
contracts.
It's
about
a
fifteen
thousand
dollar
contract
median
maintenance,
another
one-
that's
potentially
could
be
done
in-house,
and
then
we
have
various
software's
anything
from
asset
management
to
mobile
3-1-1
to
autocad
licenses.
J
J
Stormwater
fund
the
trends,
and
this
one
also
shows
the
revenues
as
it's
an
enterprise
fund.
The
difference
revenues
are
lower
than
expenses
in
8
17
18,
because
fund
balance
that
had
been
built
up
in
prior
years
are
now
being
allocated
to
projects
that
are
either
under
construction
or
in
design.
Edwin
Celia
is
a
massive
project
that
is
being
designed
currently
and
$700,000,
and
the
design
alone
for
that
project,
which.
J
Fy,
not
team,
will
see
an
increase
of
about
a
hundred
and
eighty
thousand
dollars
that
will
catch
back
up
with
the
revenues
because
we
set
it
up
so
that
we
could
assure
that
we
maintain
and
really
replace
our
vehicles
on
the
timely
basis
and
the
vehicles
that
we
have
to
purchase
for
this
type
of
thing
or
incredibly
expensive,
again,
100
and
right
at
$180,000
will
be
showing
up
in
f119
for
this
enterprise
phone
budget
changes
happy
to
say
that
we
have
a
treat.
We
were
thank
you
for
a
funding
for
a
tree,
canopy
study.
J
J
Budget
changes
continuing
with
stormwater
had
a
5%
increase
to
support
their
the
infrastructure
investments.
We
also
had
the
development
fee
changes
to
support
different
additional
revenue
and
inspections
of
review.
Rather
this
really
resides
in
DSD,
but
after
collaboration
with
finance
and
with
Ben.
If
it
was
funded
through
this,
we
felt
like
we
should
give
you
the
full
picture.
As
far
as
street
cut
fund
replacement
of
we've
already
talked
about
the
purchase
of
a
new
patch
truck
very
happy
to
get
that
and
make
our
employees
jobs
easier
and
a
better
patch.
J
We
hope
own
to
Department
challenges.
You've
heard
this
numerous
times
already
this
afternoon,
contractor
capacity
is
at
an
all-time
low
and
I've
have
over
30
years
in
this
business
and
I've
never
seen
it
like
it
is.
We
also
are
seeing
contracts
that
we
don't
have
anybody
to
be
at
all,
or
we
have
one
person
to
be
at
home
and
you
can
imagine
what
that
does
to
your
prices
and
estimating
construction
contracts
right
now
is
as
tricky
as
I've
ever
seen
it.
J
So
that
is
a
huge
challenge
for
us,
as
we
again
try
to
manage
the
resurfacing
part
of
the
bond
as
well
as
our
CIP.
It's
a
lot
of
money,
but
it's
not
just
that.
It's
retaining
walls,
it's
tree
planting!
It's
stop.
Wall,
construction,
things
of
that
nature
and
it's
it
is
tough
to
to
get
a
handle
on
reliable,
estimating
practices,
because
the
market
is
such
a
sizable,
as
is
like
it
is
along.
The
same
lines
is
attracting
and
retaining
qualified
staff.
J
Our
staff
have
the
skill
sets
that
a
lot
of
people
out
there
looking
for
whether
it's
truck
drivers
inspectors
engineers,
we
have
a
hard
time
attracting
and
retaining
our
staff
we're
not
alone.
So
the
condition
of
our
infrastructure
is
really
a
challenge
for
us
right
now.
I
want
to
make
sure
that
I
take
this
opportunity
to
thank
you
and
to
think
our
community
for
stepping
out
and
number
one
proposing
the
Geo
bonds,
but
also
for
our
community
for
seeing
the
need
and
being
brave
and
taking
that
step.
J
J
Is
in
the
60
and
it
would
take
consistent
funding
at
five
million
dollars
per
year
for
our
PCI
to
remain
stable,
that's
about
where
we're
at
right
now
with
the
bond
and
our
CIP.
So
we
were
able
to
increase
our
PCI
last
year
with
the
help
of
our
friends
at
MSD
and
water,
because
when
they
go
in
and
do
a
large-scale
project
thing,
we
require
them
to
resurface
the
street
so
with
our
bond
and
our
CIP
and
large
projects
with
with
it's
gas,
stormwater,
water
or
MSD.
So
that
was
the
first
time.
J
That's
happened
in
a
long
time,
and
but
I
don't
have
to
tell
you.
We
have
a
long
way
to
go
and
that's
one
of
our
challenges
along
with
that
is
really
the
impact
of
growth
on
our
core
service
delivery.
I
think
where
our
organization
needs
to
continue
to
be
disciplined
and
accountable
on
the
develop
delivery
of
core
services.
It's
really
some
of
the
most
important
things
that
our
city
is
responsible
for
filing
departmental
goals
goes
without
saying.
We
want
to
improve
our
pavement
and
our
sidewalk
conditions,
as
well
as
our
stormwater
infrastructure.
G
I've
got
a
couple,
so
a
couple
questions
about
solid
waste,
the
two,
the
top
two
budget
drivers-
you
mentioned
the
tipping
fees
and
then
the
biggest
piece
of
the
contracted
services
are
both
related
to
solid
waste.
And
so,
a
few
years
ago
the
city
set
out
on
an
exploration
of
how
we
could
how
we
could
divert
more
from
the
landfill
and
one
of
the
I
know.
There's
the
composting
study.
J
Would
say
that
right
now,
the
load
that
is
being
carried
to
get
us
to
where
you're
talking
about
where
we
can
divert
more
waste
from
the
waste
stream.
Most
of
that
is
being
carried
by
amber
and
her
team.
The
resources
in
solid
waste
right
now
in
our
solid
waste
division
are,
are
not
there
other
than
to
advise
and
collaborate.
C
G
J
E
It's
a
just
one
question
just
one:
let
me
start
with
an
observation
now
this
is
Greg.
This
is
not
generally
you,
but
this
to
everybody
I
mean
I.
Think
if
I'm
counting
right,
I
think
maybe
everybody,
but
maybe
one
or
two
departments
came
here
and
said
one
of
the
biggest
issues
are
having
is
attracting
and
retaining
qualified
staff
given
where
we
are
in
the
economy
and
everything
and
I
know
earlier
this
year.
You
know
we
had
you
know
the
City
Council
we
had
we'd.
You
know
budget
the
equivalent
of
a
two
and
a
half
percent.
E
When
initially
we
were
asked
by
staff
for
a
3%,
so
I,
just
as
we
go
into
the
next
budget
cycle
as
we're
looking
at
the
ability
to
attract
to
retain
staff,
I
think
that's
something
that
we
really
want
to
take
a
hard
look
at
more
directed
to
you.
Greg
is
just
a
question.
I
had
do.
We
have
in
public
works
the
equivalent
of
something
like
mutual
aid,
like
you
have
in
the
fire
department
that
is
like
working
with
other
municipalities
or
jurisdictions
on
some
of
the
stuff
that
you
guys
do
either
it
either.
J
We
do
most
of
that.
Councilman
is
related
to
emergency
response.
We
have
being
the
largest
municipality
and
largest
public
works
department
in
this
region.
We
have,
I,
would
probably
say
half
a
dozen
times
within
the
past
year,
so
been
able
to
help
smaller
towns
with
equipment
or
the
safety
equipment,
and
things
like
what
comes
to
mind
is
barricades
or
safety,
cones
or
concrete
forms.
Things
of
that
nature,
I'm,
not
sure
if
that's
exactly
what
you're
asking
for,
but
we
we
talked
to
one
another,
a
lot
about,
but
quite
honestly,
their
problems
and
our
problems.
E
J
If
there
are,
we
work
very
closely
with
the
county
as
it
relates
to
solid
waste,
but
they
are
we're
on
two
sides
of
that,
because
we
are
on
the
collection,
side
and
they're
on
the
you
know
the
landfill
side,
so
where
those
two
operations
meet,
we
work
very
closely
with
them
and,
of
course,
working
on
the
sustainability
studying
that
Julie
mentioned
earlier.
That
is
another
place
that
looking
forward
with,
but
as
far
as
a
own
call,
not
an
own
call,
but
a
mutual
aid
top
thing:
that's
that's
really
where,
whereas.
E
J
You
help
us
understand
yeah.
We
have
a
formal
and
informal
agreement
with
d-o-t
to
maintain
and
and
treat
the
roads
that
we're
not
going
to
be
treating
interstates,
we're
we're
not
going
to
be
treating
us
and
NC
primary
routes,
but
secondary
routes
that
are
on
the
way
to
if
we're
to
where
we're
going
or
if
it
is
like
Biltmore
Avenue.
If
it's
something
that
we're
sitting
in
a
OC
and
we
you're
the
APD
say,
we
need
to
make
sure
that
this
route
going
to
the
hospital
is
as
treated
we're.
J
Gonna
go
treat
that
road
and
it
is
a
really
a
give-and-take
relationship
with
d-o-t.
They
have
the
same
struggles
that
we
do,
there's
a
it's
a
hard
job
to
whether
it
is
a
hurricane
or
snow.
But
yes,
there
it's
up
to
the
to
the
public.
It
doesn't
really
matter
if
it's
a
city
street
or
a
state
road,
they
just
want
it
clear
and
that's.
That
is
a
fair
expectation.
J
We
recently
finished
our
annual
snow
rodeo,
where
we
have
our
folks
go
out
and
prepare
all
of
our
equipment,
but
we
also
have
a
larger
communication
meeting
that
includes
people
from
Mission,
Highway
Patrol.
Other
municipalities,
of
course,
do
t
the
Buckham
County
Transportation
Department.
As
far
as
the
buses
Asheville
City
Schools,
all
of
those
folks
come
every
year
and
we
talked
about
the
best
way
to
prioritize
which
roads
we
treat.
First,
how
to
share
resources
been
have
been
a
huge
learning
opportunity
for
us
and
we're
happy
to
host
it
every
year.
I
Mayor
vice
mayor
in
response
to
councilmember
Kapoor's
question
about
the
salaries
I
did
want
to
point
out
to
you
all
that
on
the
county
commissioners
agenda
for
Tuesday
night
November
20th,
they
they
have
completed
a
paying
class
salary
compensation
study
and
they
will
be
presenting
it
to
the
county.
Commissioners
I've
talked
to
the
county,
the
interim
county
manager
and
he's
going
to
share
it
with
us
tomorrow.
I
We
would
like
to
come
back
to
you
to
show
as
a
comparison,
how
that
class,
paying
class
study
relates
to
the
positions
that
we
have
that
are
similar,
such
as
an
administrative
assistant.
Not
all
jobs
are
covered.
It
could
be
that
if,
if
we
look
at
that-
and
there
are
similarities,
we
may
be
coming
back
to
you
to
ask
if
we
can
amend
an
agreement
with
them
their
consultant
to
be
able
to
do
the
positions
that
that
aren't
currently
positions
that
are
in
the
county.