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From YouTube: City Council Budget Work Session – February 22, 2022
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A
Okay,
welcome
to
the
city
of
asheville
budget
work
session
and
I'm
gonna
turn
it
over
to
the
city
manager
to
kick
us
off.
B
Thank
you,
mayor
and
good
evening.
Everyone.
This
is
literally
the
kickoff
our
first
work
session
with
with
council.
Regarding
the
next
budget
cycle,
we
are
going
to
have
three
people
who
are
going
to
really
take
the
brunt
of
let's
say
that
affectionately
of
the
presentation
it'll
be
taylor,
floyd,
tony
mcdowell
and
jay
dundas,
and,
unlike
our
normal
kickoff
for
the
budget
sessions,
we
focused
a
lot
on
the
operating
budget.
B
This
time
we're
going
to
focus
a
lot
of
our
attention
on
the
capital
budget,
not
that
any
one
of
them
are
more
important
than
the
other,
but
we
we
have,
unfortunately
not
focused
a
lot
of
attention
on
the
capital
budget,
so
we
want
to
do
that
this
year,
in
particular,
considering
the
needs.
So
with
that,
I
will
turn
it
over
to
taylor.
C
Thank
you
miss
campbell
good
afternoon,
mayor
and
council
city
manager
said
first
first
time,
speaking
with
y'all
about
the
fiscal
year,
2022-23
budget
development
excited
to
be
here
and
share
some
information
with
you
today.
So
we're
going
to
start
with
a
brief
overview
of
the
plan
for
the
next
hour
and
a
half
I'm
going
to
give
sort
of
an
overview
of
the
budget
process
and
where
we're
at
what
the
plan
is
moving
forward.
C
Tony
mcdowell,
our
chief
financial
officer,
will
be
giving
a
financial
update,
then
I'll
be
back
to
talk
a
little
bit
about
our
capital
improvement
plan
process
and
then
I'll
turn
it
over
to
capital
projects
director
jay
dundas.
Who
will
talk
about
some
updates
to
capital
projects
and
some
council
and
community
engagement
around
capital
projects.
C
C
C
Hopefully,
these
next
three
slides
look
familiar
to
you
all.
We
showed
them
to
you
several
times
during
the
budget
process
for
fy22,
starting
from
our
internal
work.
That
process
started
with
an
acknowledgement
of
the
crises
that
we
found
ourselves
in.
At
the
time
we
worked
with
departments
to
identify
some
of
the
challenges
that
we
face
and
we
identified
neighborhood
level
engagement
and
clearer
decision-making
framework
as
response
strategies
to
address
those
challenges.
C
Then,
of
course,
we're
continuing
to
work
on
council
priorities
established
through
the
vision,
2036
and
priority
established
priority
strategies
from
2019,
in
addition
to
the
four
priorities
that
you
all
determined
that
your
april
last
year,
council
retreat
again,
we
think
that
those
internal
strategies
help
to
address
address
some
of
these
priorities.
C
C
As
I
said,
we're
continuing
to
work
on
the
council
priority
strategies-
I
won't
go
through
every
single
one
of
them-
just
call
out
a
couple
number
four
amending
the
udo
we're
doing
that
incrementally
to
try
to
implement
the
living
asheville
comprehensive
plan,
the
urban
centers
rezoning
that
was
recently
approved
as
an
example
of
that,
as
is
the
current
open
space
amendment
that
planning
staff
are
working
on
which
would
remove
regulatory
barriers
in
the
udo
to
increase
housing.
C
Also,
I
want
to
call
out
number
five,
our
business
inclusion
program,
the
business
inclusion
policy
has
been
adapted
and
again
we
will
continue
our
work
on
these
in
the
current
year
and
and
moving
forward
as
well
also
want
to
remind
you
all
and
fy.
22
was
a
revaluation
year
and
we
were
able
to
adjust
our
initial
recommendation
of
a
three
penny
tax
increase
over
revenue
neutral
down
to
two
pennies
at
adoption,
using
some
transit,
specific
arpa
funding
and
fund
balance
appropriation.
C
C
So,
to
summarize,
you
know
we're
really
trying
to
bring
together
all
of
these
pieces,
what
we
heard
from
you
all,
what
we've
heard
from
the
community
and
from
staff
and
kind
of
bring
those
all
together
within
the
financial
context
to
develop
our
budget,
that's
kind
of
where
we
left
off
at
fy22,
and
you
know.
We
hope
that
that
work
built
on
previous
budget
cycles,
what
we've
heard,
and
we
hope
that
we
can
continue
that
work
forward
as
we
go
into
the
fy23
development
process.
C
So,
as
I
mentioned
earlier,
we're
really
working
to
identify
the
connections
between
our
resources,
the
services
we
provide
and
community
impact
doing
this
starts
with
clearly
defining
each
one
of
those
items:
the
resources
side.
We
have
a
good
handle
on
that's,
essentially
our
budget,
the
services.
All
of
the
things
that
we
do.
We
have
some
opportunities
to
communicate
more
clearly
about.
We
tried
to
start
some
of
that
work
with
the
finance
and
hr
committee
sharing
some
detailed
information
earlier
this
year
about
sanitation
and
storm
water
services.
C
We've
done
a
lot
of
work
to
identify
priorities
and
goals
that
impact
that
we're
hoping
to
make
on
our
community
with
the
services
that
we
provide,
but
we're
hoping
to
do
a
better
job
of
linking
these
three
things
together,
really
trying
to
kind
of
build
out
those
dark
lines
in
the
middle
of
this
slide.
C
So
we've
started
some
of
that
work
with
our
management
team
retreat
on
our
internal
process
back
in
december.
Asking
these
three
questions
about
our
services.
Where
do
we
have
shared
responsibility
which
services
most
align
with
our
stated
goals
and
which
services
should
we
really
be
looking
at
through
the
budget
process?
C
C
We're
hoping
to
you
know
continue
to
work
towards
that
beyond
the
fy
23
budget
and
then
a
brief
overview
of
the
timeline
for
you
all
we're
here.
In
february,
at
our
first
council
work
session,
the
council
retreat
is
scheduled
for
march.
Then
we
have
two
more
work
sessions
in
april,
as
well
as
the
adoption
of
changes
to
our
fees
and
charges
followed
by
a
proposed
budget
in
may,
and
a
public
hearing
and
budget
adoption
in
june.
C
C
D
E
D
D
But
we
did
talk
about
the
retreat.
How
does
that
shift
in
the
culture
and
the
narrative-
and
I
don't
see
it
here
so
maybe
we
can
speak
more
to
that.
Maybe
this
is
why
we
hear
community
calls
for
outside
equity
on
it.
Maybe
this
could
look
like
operationalizing
our
staff
reports
that
we
see
a
fiscal
impact
and
equity
impact
of
the
sustainability,
but
I
am
worried
that
if
this
is
what
we're
doing,
it
might
not
reflect
what
we're
doing
and.
A
This
may
just
be
a
shortcoming
of
this
graphic,
but
I
I
was
lucky
enough
to
meet
one
of
the
final
new
members
of
our
equity
and
inclusion
office.
Yesterday,
an
exciting
new
team
put
together
by
our
talented
brenda
mills,
and
I
I'm
assuming
that
the
equity
and
inclusion
office
will
be
linked
into
the
budgeting
process
pretty
thoroughly.
Maybe
the
manager
can
speak
to
that.
B
Absolutely
they
will
be
linked
and
unfortunately,
maybe
having
equity
on
the
side
is
you're.
Probably
right,
miss
ronnie,
I
mean.
B
E
So
I'll
go
ahead,
I'll,
go
and
say
that
with
my
mic
on
so
once
again,
if
we
had
an
opportunity
to
add
equity
impact
and
sustainability
impact
to
our
staff
reports,
that
could
be
one
way
to
operationalize,
seeing
not
just
the
upfront
financial
cost,
but
the
lingering
cost
of
when
we
do
or
don't
make
a
decision
outside
of
just
the
front.
End
cost.
B
It
would
be
a
matter
of
changing
the
staff
reports
to
incorporate
that
on
a
regular
basis
such
that
the
community
also
knows
how
we
did
that
assessment,
it's
something
that
we
definitely
need
to
come
back
and
review
and
assess,
because
you
know
we
can
have
environmental.
We
can.
C
Thank
you
miss
campbell
yeah,
and
I
would
say
that,
as
it
relates
specifically
to
the
budget
process,
you
know
it's
certainly
not
meant
to
be
on
the
side.
It's
something
that
I
think
is
a
critical
component
of
that
community
impact.
What
we're
trying
to
achieve
in
the
community
and
we're
trying
to
make
sure
again
we're
integrating
that
more
clearly,
I
think
we,
we
certainly
have
more
work,
that
we
can
do
to
clearly
link
the
resources
again,
our
budget
itself
to
to
equity
the
services
we
deliver
and
how
they
can
be
delivered
equitably.
F
Good
afternoon,
mayor
city,
council,
tony
mcdowell,
finance
director,
I
just
want
to
spend
a
few
slides,
giving
you
all
kind
of
a
brief
update
on
our
financial
forecast
and
our
financial
condition
in
the
current
year,
and
I
want
to
kind
of
pick
up
with
the
emphasis
that
taylor
talked
about
in
terms
of
the
strategy
and
the
process
really
extending
beyond
just
one
fiscal
year
and
really
covering
multiple
years,
and
that's
really
how
we
think
about
the
financial
data
as
well,
and
the
information
and
the
results
from
last
year
and
this
year
really
impact
the
outlook
and
the
money
that
we're
going
to
have
available
for
service
for
services
next
year.
F
So
I
want
to
start
by
saying
that,
and
just
again
emphasize
I'm
going
to
be
brief
today
and
give
you
a
real
high
level
overview
of
the
numbers.
We'll
be
back
to
you
all
in
future.
Work
sessions.
To
give
you
all
much
more
of
a
deep
dive
into
the
financial
outlook
for
next
fiscal
year.
F
So
again,
kind
of
starting
with
last
year
and
then
moving
our
way
forward.
Our
auditors
presented
last
year's
fiscal
last
fiscal
year's
results
to
you
all
back
in
january
and
just
to
kind
of
hit
some
of
the
high
level
takeaways
from
that
presentation,
our
general
fund,
we
saw
our
property
and
sales
taxes
exceed
budget,
and,
as
a
result
of
that,
we
saw
our
fund
balance
slightly
ahead,
of
where
our
policy
target
of
15
percent
is
in
other
funds.
We
got
some
additional
funding.
F
Some
grant
funding
through
the
arpa
program
to
help
out
with
our
deficit
in
the
parking
fund,
and
we
also
got
funding
through
the
shuttered
venue
operators
grant
in
harrah's
cherokee
center
to
help
out
with
the
the
revenue
loss
there
from
the
lack
of
events
during
fiscal
year
21.,
and
even
though
it's
not
on
this
slide.
I
should
also
point
out
too,
that
the
cares
act.
F
Funding
and
the
arpa
funding
helped
over
with
the
overall
general
fund
result
as
well,
because
we
were
able
to
take
dollars
from
those
programs
and
dedicate
them
to
our
pandemic
response
dollars
that
we
probably
would
have
had
to
spend
through
the
general
fund.
Have
we
not
gotten
arpa
and
karezak
money
to
help
out
with
that.
F
So,
looking
at
the
current
fiscal
year,
we're
continuing
to
see
revenues
in
the
general
fund
performed
very
well,
in
particular
our
sales
taxes,
we've
gotten
about
four
months
worth
of
sales
tax
data
so
far
and
we're
running
about
20
percent
ahead
of
where
we
were
last
year.
At
this
point,
so
sales
taxes
are
doing
really
well,
we
got
our
property
tax
update
from
buncombe
county
last
month.
Property
taxes
are
also
coming
in
on
budget,
so
overall,
revenues
in
the
general
fund
this
year
are
doing
either
at
or
above
performing
at
or
above
budget.
F
The
only
area
of
concern
that
we
have
currently
in
the
operating
budget.
This
year
is
really
in
the
parking
fund
and
revenues
there
do
continue
to
underperform,
partly
pandemic
related,
but
also
partly
partly
related
to
the
garage
equipment
and
so
revenues
there
are
lagging
and
the
reason
we
we
raise
that
as
an
issue
with
you
all,
is
that,
as
you
all
probably
know,
the
parking
fund
subsidizes
the
transit
fund,
but
under
general
statutes
it
can
only
subsidize
the
transit
fund
once
the
parking
revenues
have
covered
parking
operating
expenses.
F
So
if
we
end
up
in
a
situation
at
the
end
of
this
year,
where
parking
revenues
have
not
covered
parking
costs,
we
may
be
talking
to
you
all
about
other
options
for
the
parking
revenue
going
into
the
transit
fund
and
we're
monitoring.
This
we're
working
with
folks
in
the
staff
in
the
transit
department
to
keep
an
eye
on
this
over
the
next
couple
months
and
identifying
potential
options
for
that
funding
source.
If
we
have
to
go
down
that
route.
F
So
now,
looking
ahead
to
next
year
and,
like
I
said,
we'll
be
back
with
much
more
detailed
information
and
upcoming
work
sessions
with
you
all
on
the
numbers,
but
right
now
we
are
anticipating
that
again
we
will
have
some
revenue
growth
next
year,
particularly
in
the
general
fund,
and
we
think
that
it
will
be
enough
to
continue
existing
service
delivery.
F
Our
real
the
things
we're
looking
at
closely
are
really
on
the
the
expense
side.
Right
now,
I
think,
as
you
all
probably
know,
inflation
is
running
at
a
higher
level
than
it's
really
been
in
a
generation.
F
Certainly
since
I've
been
working
in
the
budget
office
and
so
we're
focusing
on
that
and
how
it's
impacting
not
only
our
salaries,
I
mean
not
only
our
materials
and
those
kind
of
costs,
but
also
our
salaries
as
well,
and
also
we've
already
heard
from
the
state
of
north
carolina
that
they
intend
to
continue
the
retirement
cost.
F
Increases
they've
been
passing
along
to
local
governments
over
the
last
few
years,
and
so
we'll
have
to
build
that
into
the
budget
as
well,
and
it's
just
a
few
other
things
to
remind
you
all
of
we
will
have
the
full
cost
of
the
new
fire
station
coming
online
next
year,
and
then
we've
already
been
talking
to
the
finance
and
human
resources
committee
about
some
of
the
needs
in
water
and
sanitation
and
storm
water,
and
specifically
the
fee
increases
that
we
may
be
seeking
to
meet.
Some
of
those
service
needs.
F
F
F
A
Questions
for
me,
I
had
a
question
about
the
parking
fund
do
and
I
don't
know
if
you'll
know
the
answer
to
this,
but
so
I
did
notice
that
our
parking
decks
are
offline
for
a
good
part
of
this
last
year
and
there
were
times
where
you
either
couldn't
get
into
a
deck
or
or
everyone
just
got
out
for
free
free.
You
know
the
arm
would
be
up
and
I
guess
it
was
because
the
equipment
wasn't
ready
to
go
are.
Is
it
all
back
in
order
now
I
mean,
are
we
100
percent?
A
B
H
H
It
was
initially
and
then
we
were
able
to
get,
I
believe,
biltmore
up
and
running,
I
think
at
the
as
far
as
this
weekend.
I
know
that
we
had
to
raise
all
the
gates
again
because
of
issues
on
all
four,
so
it
kind
of
changes
and
it's
been
very
frustrating
for
everybody
involved
and
obviously
results
in
the
significant
revenue
loss.
Yeah.
A
H
H
H
I
H
We
have
about
a
40
percent,
our
vacancy
rate,
no
60
vacancy
rate
in
parking
right
now
we
have
contractors
occasionally
particularly
during
events.
We
have
lost
contract
staff
and
security
because
the
contractors
can't
provide
their
own
staff.
So
staffing
is
overall
a
massive
issue.
We've
tried
to
use
temporary
staffing
agencies,
but
they
are
also
unable
to
provide
staff.
H
So
we
have
a
pretty
difficult
situation,
especially
during
events,
and
so
you
know
right
now,
we're
preparing
for
socon
next
weekend
and
we're
gonna
need
a
lot
of
volunteers
to
help
us
in
the
garages
that
day.
So
it's
it's
been
very
challenging
for
a
whole
host
of
reasons.
A
A
matter
of
allocating
some
money
to
it,
it
sounded
like
well
do
we
know
what
the
total
losses
are
year
to
date
in
parking.
H
A
H
A
So
I
mean
is
there
I
mean
I
don't
mean
to
like
get
my
hair's
on
fire
about
this,
but
I
mean
it
does
seem
like
it's
been
this
situation,
that's
been
going
on
and
on
and
you
know,
people
are
posting
pictures
of
the
parking
decks.
We've
got
barricades
at
some
entrances.
We've
got
the
arms
up.
I
mean
it's
very
confusing
all
the
way
around
in
terms
of
using
the
parking
deck
and
then
we're
losing
the
revenues.
A
I
guess
I'd
like
to
hear
that.
There's
a
little
bit
more
of
an
assertive
movement
towards
remedying
the
situation.
I
mean
this
is
sort
of
rhetorical,
but
like
do
we
need
to
get
rid
of
this
equipment
and
get
some
other
equipment
in
there
right
now.
You
know:
is
there
a
way
to
do
that
or
is
that
or
is
it
a
supply
chain
issue?
And
even
if
we
wanted
to
pivot
at
this
point
it
would
be
months
and
months
away?
B
Not
know
that
yeah
so
jessica,
so
you
don't
have
to
take
colin.
I
I
think
that
we
will
provide
you
all
with
update
on
where
we
are
the
financials
year-to-date,
a
specific
and
more
definitive
analysis
of
indefinite.
What
is
the
actual
problem,
so
we
will
provide
that
to
you
all
in
short
order
as
well
as
you
know,
you
know
if
we
could
have
fixed
it.
We
would
have
mayor,
but
we'll
give
you
what's
going
to
happen
over
the
next
I
guess
month
or
so
to.
H
I
Yes,
we
can
do
that.
Thank
you,
deborah.
I
have
one
kind
of
related
question.
In
recent
years
there
had
been
talk
of
a
potential
dedicated
local
sales
tax
for
transit.
I
B
J
Councilwoman
turner.
I
can
also
say
that
that
was
included
as
one
of
the
items
on
this
council's
legislative
agenda.
It
was
put
up
to
our
local
delegation.
It
did
not
result
in
a
bill
being
run.
That
is
something
that
will
require
state
action,
whether
that
is
a
county-wide
sales
tax
or
a
city-specific
sales
tax,
but
we
have
communicated
that
up
to
our
local
delegation
and
certainly
that's
something
we
could
look
at
again
when
the
legislature
is
back
in
in
session
for
those
types
of
bills.
J
It
stand
right
now.
The
the
process
that
is
currently
outlined
and
utilized
by
other
municipalities
and
counties
has
always
been
on
the
county
level
and
there's
some
technical
rationale
for
that.
The
way
that
sales
tax
is
collected,
it
makes
a
great
deal
easier
for
us
to
do
that
on
a
county
level
and
for
the
state
to
manage
it
on
a
county
level.
J
That
does
not
necessarily
mean
it
is
impossible,
and
those
discussions
have
happened
in
the
state
legislature,
but
we
would
be
the
only
one
who
does
not
do
it
on
a
county
level
if
we
proceeded
and
were
able
to
gain
authority
for
a
city-wide
level.
Well,.
A
A
We
have
in
the
past,
through
former
council
member
julie,
mayfield
talked
with
the
legislature
and
the
department
of
revenue
about
trying
to
get
a
bill
that
would
allow
a
city-wide
sales
tax
for
transit,
and
that
has
gone
nowhere
and
that's
generally
because
in
tax
bills,
specifically
regardless
of
what
the
concern
are
not
moving
in
the
legislature,
just
as
a
matter
it
just,
I
would
say
it's
not
really
policy,
it's
it's
just
political,
but
but
orange
wake,
durham
mek.
They
all
have
countywide
transit
taxes
that
have
passed
on
a
referendum.
A
They
have
a
different
makeup
in
terms
of
their
population.
It's
most
of
the
populations
are
in
the
city,
at
least
for
durham
and
mec.
I
don't
know,
and
or
actually
even
probably
orange,
but
do
you
know
if
they're
25
cents
they
vary
and
and
again
the
reason
that
wake
orange
and
durham
did
theirs
is
because
they're
partnering
on
light
rail
in
those
areas,
and
they
had
to
come
up
with
their
match
to
try
to
advance
light
rail
and
charlotte's
mex
is
used
for
light
rail
as
well.
A
Right,
I
mean
so
we're
definitely
in
a
different
boat.
I
don't
think
guilford
and
forsyth
have
done
done
a
transit
tax
that
I'm
aware
of
yet
so
I
mean
it
would
probably
be
a
big
lift,
given
that
only
a
third
of
the
county's
population
lives
in
the
city
of
asheville,
unless
we
were
able
to
create
a
transit
authority
and
make
the
case
for
broader
services
into
the
county.
E
For
the
public
benefit,
I
just
wanted
to
add
for
anyone
who's
watching
when
we're
talking
about
a
sales
tax
revenue
dedicated
for
transit.
That
would
be
in
addition
to
what
we
already
do.
So,
if
we
add
a
sales
tax,
that's
dedicated
for
transit,
it
won't
cover
what
we're
already
seeing
in
this
parking
fund
loss.
It
would
be
if
we
expand
into
the
county,
it
would
be
if
we
expand
our
evening
service
hours,
for
example,
to
go
to
midnight,
it
would
be
to
expand
to
add
a
downtown
circulator.
E
Every
study
we're
looking
at
shows
that,
if
the
farther
you
move
out
to
reduce
your
cost
for
housing,
you
pay
a
significant
part
of
that
up
to
70
percent
back
in
your
transportation
costs
parking.
Maintaining
a
car
having
a
car
gas
prices
are
up,
so
I'm
also
interested
in
the
sales
tax
revenue
for
transit,
because
I
want
our
visitors
to
participate
in
the
solution
with
us.
E
C
C
So
I
want
to
start
at
a
really
high
level.
What
is
capital,
why
do
we
budget
it
separately
and
how
do
we
fund
it?
C
C
So
how
do
capital
projects
impact
service
delivery?
You
know,
I
think.
Sometimes
we
can
lose
this
a
little
bit
when
we
talk
about
capital
and
operating
separately.
But
capital
is
a
really
critical
component
of
our
service
delivery.
In
some
instances
like
roads
or
sidewalks,
it
is
basically
the
actual
service
itself
in
other
instances.
C
So
I
want
to
walk
through
kind
of
the
financial
life
of
a
capital
project,
but
first
just
a
point
of
clarification.
Again
we
talk
about
this
separate
from
operating,
but
the
projects
are
essentially
still
funded
by
general
revenues.
Just
like
the
operating
budget
is
so
the
the
project
again
financially
speaking
starts
out
once
you
all
adopt
a
budget
for
it
during
the
construction
of
a
project,
we
actually
pay
invoices
with
cash
on
hand
and
then
reimburse
ourselves
with
short-term
loans.
C
We
pay
off
those
short-term
loans
on
a
cycle
usually
about
every
every
two
years
with
that
long-term
debt,
those
bonds
and
then
ultimately,
we
pay
the
principal
and
interest
of
that
debt
with
again
general
revenues,
so
that's
kind
of
how
each
budget
process
or
each
capital
capital
project
budget
works.
One
note
this
holds
true
for
our
general
obligation
bonds
and
we
talked
a
little
bit
about
that
seven
year:
deadline
which
is
november
2023.
C
C
So,
just
to
kind
of
wrap
up
on
how
again
how
the
process
works.
We
start
off
by
identifying
our
capacity.
What
do
we
have?
The
ability
to
fund
departments
identify
projects
and
estimate
costs?
We
prioritize
those
projects
based
on
how
they
align
with
our
goals
and
how
they
help
us
to
continue
to
deliver
our
services.
C
Then
staff
recommends
a
capital
improvement
plan,
including,
hopefully,
council,
adoption
of
the
budget
for
the
first
year,
projects
and
the
plan.
Then,
as
projects
come
to
life,
we
start
spending.
We
start
issuing
debt
that
feeds
back
into
that
debt
capacity
and
we
kind
of
start
the
cycle
over
again.
K
K
K
K
But
when
splashville
came
to
life
in
this,
in
the
spring
I
heard
the
the
children
out
there
just
enjoying
themselves
and
so
that
every
day
that
for
me
and
that
summer
was
that
was
that
was
my
view
closed
my
eyes,
and
I
could
see
those
kids
out
there
having
a
great
time
so
so
really
wanted
to
take
some
time
to
kind
of
update
you
on
the
successes
that
we've
had
regarding
some
of
the
projects
that
we've
undertaken
over
the
last
few
years.
K
As
you
can
see
the
symbol
here,
the
blue
is
our
bond
transportation
indicator
or
our
symbol.
We
have
had
a
lot
of
success
and
and
and
been
able
to
achieve
a
lot
through
the
last
five
years,
yeah
five
years
of
the
bond,
not
all
these
projects,
these
these
are
transportation
projects.
All
of
them
are
which
are
bond
geo
bond
funded.
We've
had
good
success
with
our
parks,
roll
out
of
parks,
projects,
jake
rusher
park,
richmond
hill
restroom
sports
courts
across
the
city
that
have
made
some
huge
improvements.
K
You
can
see
on
the
the
bottom
right.
There
is
a
picture
of
shiloh
center
and
the
improvements
that
have
been
made
to
that
facility.
I
I
we
as
staff
and
as
council.
We
should
all
be
really
proud
of
those,
because
those
are
improvements
that
are
made
more
or
less
incrementally,
not
all
bond,
not
all
operating
but
really
using
the
various
funding
sources
that
we've
had
to
to
really
improve
the
facility.
This
this
is
taken.
This
picture
is
taken
from
the
parking
lot,
but
about
even
behind
the
parking
lot.
K
We've
got
operating
funds
that
went
into
or
I'm
sorry
capital
repair
funds
that
went
into
the
repair
of
the
roof
which
actually
prepared
it
for
having
solar
equipment
on.
On
top
of
it,
so
it
is
one
of
our
our
five
facilities
now
that
have
have
solar
solar
array
on
top
pack
square
fountains.
Also,
as
I'd
mentioned,
affordable
housing
is,
is
again
all
of
the
bond
expenditures
that
have
happened
since
since
2016
are
listed
here.
K
Housing
trust
fund,
50,
ashland
avenue
and
then
just
just
really
working
to
be
diligent
about
spending
those
funds
and
making
sure
that
they're
put
to
good
good
use,
but
but
also
really
to
kind
of
refocus
on
you
know
it's
not
all
about
the
bond.
We
do
have
a
regular
capital
improvements
process
and
projects,
mainly
our
our
building
projects
that
are
are
represented
here.
K
Roof
replacements,
roofs
are
very
expensive,
but
we
do
need
to
replace
them
every
about
every
20
years
on
facilities.
We
did
just
our
wrapping
up
or
recently
wrapped
up
to
sit
first
floor,
ada
accessible
restroom
in
city
hall.
K
So
when
we
start
getting
people
back
into
city
hall
that
that
restroom
will
be
right
there
in
on
first
floor
and
available
for
families
and
and
and
it
is
a
completely
ada
accessible
designed
to
be
so
another
project
in
this
building
that
we're
very,
very
proud
of
is
that
we
had
a
heating
and
air
modernization
in
the
in
the
arena
itself,
but
also
the
areas
are
the
windows
around
the
the
the
building
were
single
pane
energy,
inefficient
they
leaked,
and
so
we
worked
with
hc
the
harris
cherokee
center
to
put
in
double
plane
windows
that
are
that
are
sealed
up.
K
They
don't
leak
anymore,
they're
energy
efficient,
but
also
as
a
as
an
opportunity
for
this.
You
can
see
the
the
the
differences
in
the
exterior
of
the
building.
So
a
lot
of
this
is
improving
facilities,
making
sure
we
increase
the
longevity
of
the
facilities,
but
it's
also
just
making
sure
that
we
are
take
keeping
good
condition
on
the
outside
and
the
inside
of
facilities
as
well.
We've
improved
fire
station
four
to
really
provide
firefighters
in
that
station.
It's
a
skyline
station
shared
use
station
before
the
project.
K
Every
alarm,
whether
that
was
a
skyland
alarm
or
a
asheville
alarm,
woke
up
the
entire
firehouse.
This
project
that
we
did
it
separated
those
and
now
the
the
fire
fighters
can
get
quality
rest
when
they're
not
being
called
upon
and
then
also
art
station,
which
was
our
first
solar
project.
And
then
you
see
the
other
other
shoulder
projects
here
as
well,
and
we,
but
we
continue
to
go,
there's
a
there's.
A
lot
of
projects
in
here,
I'm
not
gonna,
hit
every
single
one
of
them
sidewalk
projects.
K
We
are
in
process
of
designing
those,
certainly
help
working
with
the
communities
to
to
to
make
sure
that
they're
informed
and
then
also
to
to
be
able
to
roll
those
projects
out.
There's
these
projects
there's
some
right
away,
tight
right,
aways
and
so
we're
working
with
property
owners
and
and
acquisition,
and
then
also
just
making
sure
that
the
the
scope
is
the
right.
The
right
scope
for
those
projects
on
the
bottom
you'll
see
the
french.
Actually,
all
three
of
these
photos
are
french
broad,
river,
west
greenway.
K
This
one
is
not
a
bond,
but
it's
it's
act,
it's
underway
and
should
be
completed,
connecting
haywood
road
to
essentially
carrier
park,
and
the
trail
that
goes
out
of
carrier
park.
Road
resurfacing
is
something
that
we
do
every
year.
It's
a
it's
a
great
maintenance
project,
as
taylor
mentioned
earlier,
and
then
cox
avenue
complete
streets.
That's
something
that
council
is
going
to
be
seeing
with
regard
to
awarding
the
design
contract
here
in
just
a
month
or
two
again,
pride
parks
projects
dr
wesley
grant
center.
K
His
is
in
is
under
construction.
Mountainside.
Memorial
is
certainly
we're
trying
to
work
out
the
details
of
what
that
project
continues
to
to
be
weaver
park,
bridge
and
sports
courts
are,
are
are
underway
and
designs
being
done
on.
Those
one
thing
I
really
want
to
mention
here
is
highlighted.
Is
the
comprehensive
facility
assessment
we
are.
K
We
are
doing
a
facilities
assessment
that
will
go
through
all
of
our
facilities
and
identify
many
needs,
whether
that
be
roofs,
windows,
structural
needs
and
we
are
actively
seeking
respondents
to
the
rfq
right
now,
and
so
we
we
hope
we
will
we're.
Our
target
is
to
get
that
work
done
and
be
prepared
to
include
those
those
expenditures
and
that
into
our
budget
projections
for
the
2024
budget
year.
You
can
see
a
long
list
of
things
here.
K
You
see
the
the
on
the
pictures
from
the
top
is
broadway
public
safety
station
that
site's
under
under
construction.
The
the
weaver
park
bridge
is
on
the
bottom
right,
and
that
is
really
what
initiated
that
project.
It's
in.
It's
in
need
of
repair
actual
locations
is
going
to
change,
to
be
more
ada
accessible
with
the
completion
and
then
also
this.
The
bottom
left
is
a
picture
of
what
our
modernized
elevators
will
look
like
there.
We
are
automating
the
elevators.
K
The
equipment
was
100
years
old
and
definitely
was
a
was
a
pain
to
maintain
is
when,
when
you
had
an
elevator
break
down,
we
weren't
always
sure
we're
going
to
be
able
to
get
back
up.
We
almost
have
to
manufacture
parts
in
order
to
put
those
elevators
so
now
we're
replacing
all
the
mechanical
equipment
automating
that-
and
these
are
what
the
cabs
are
going
to.
Look
like
the
dark,
green
and
the
the
beautiful
work
at
the
top.
K
So
another
couple
of
highlights
here:
shiloh
gymnasium
is:
we
did
a
study
on
whether
or
not
how
to
mod
modernize
the
hvac
system
at
shiloh.
K
We
are
going
back
with
energy
efficient
boilers,
but
we
also,
it
was
also
recommended
that
we
replace
or
that
we
install
air
conditioning
in
the
gym
centers
my
understanding
it
was
the
only
gem
center
in
asheville
that
did
not
have
air
conditioning
so
that
that
gymnasium
after
this
project
was
finished,
we'll
have
air
conditioning
and
then
also
we're
looking
at
monford
center
to
ensure
that
we
have
the
energy
efficient.
It's
it's.
K
So
that's
a
real
quick
assessment
of
of
a
portion
of
the
projects
there
actually
are
more,
but
I
didn't
ran
out
of
slide
space.
So
I'm
happy
to
answer
any
questions
you
might
have
on
on
that.
E
K
For
from
like
a
construction
completion-
or
you
know,
we
we
we're,
we
monitor
budgets
all
the
time,
there's
not
a
specific
project
that
sticks
out
that
we're
having
a
timeline
issue.
You
know.
One
thing
we
do
have
to
consider
in
the
delivery
of
all
these
projects
is,
for
example,
an
h,
a
heating
and
air
conditioning
project
needs
to
be
considered
seasonally.
K
So
if
we,
if
we're
going
to
continue
to
provide
air
conditioning
in
the
summer,
we
need
to
make
sure
that
that
that
project
doesn't
decommission
the
air
conditioning
in
the
summer.
So
those
are
the
considerations
we
make
from.
We
have
all
we're
also
cognizant
of
the
overall
bond
timeline
which
all
taylor
mentioned
and
I'll
mention
a
little
bit
here
in
a
minute.
E
And
then
this
may
be
for
another
discussion,
but
I
I
question
what
our
process
looks
like
for
analysis
after
this
bond
program
wraps
to
look
and
see
what
the
community
benefit
was
for
economic
development
and
how
the
contracts
landed
as
far
as
whether
it
was
local.
What
was
the
benefit
to
minority
and
women-owned
businesses,
for
example,.
K
That's
a
that's
a
great
question.
We
are
doing
a
lot
better
at
collecting
the
information
about
delivery
to
minority
women-owned
businesses
and
local
contractors.
That's
information
that
we've
started
collecting
more
intentionally
over
the
last
several
years,
especially
with
the
abi
policy,
and
so
I
will
be
able
to
perform
that
analysis
easier
and.
B
I'm
sorry,
mr
owen,
I
didn't
mean
to
interrupt
you,
but
we're
also
doing
a
much
better
job
through
the
procurement
process
of
I
won't
say
require,
but
definitely
strongly
encouraging
that
there
be
a
certain
level
of
minority
participation.
Particularly
since
you
know
you
all
adopted
the
business
inclusion
program,
but
we
were
doing
it
before,
but
having
that
policy
truly
helps
us
keep
our
attorney.
K
I
I'm
sorry,
I
just
had
a
couple
quick
questions,
one
that
I'd
follow
along
with
a
capital
project
that
I
haven't
seen
on
this
list
and
maybe
on
your
list
that
couldn't
fit.
I'm
curious.
If
we
could
get
a
follow-up
on
what
is
happening
with
the
hera's
deck
digital
signage,
I
saw
that
the
art
got
its
digital
signage.
We
talked
about
socon.
It
had
been
a
goal
to
have
that
digital
signage
in
place
by
socon
for
the
last
three
years,
and
I'm
just
wondering
if
this
has
gotten
dropped.
I
I
If
I
understand
correctly,
each
of
the
investments
has
like
a
lifespan
at
which
they
mature
and
the
debt
has
been
covered
and
we
could
effectively
effectively
renew
without
raising
the
taxes.
Is
there
a
spreadsheet
or
a
timeline,
some
kind
of
document
that
explains
all
of
those
investments
and
when
they
might
amortize
fully
or
is
that
something
we
could
get
in
the
future
as
we
look
into
more
bonds.
F
Yeah
we
do
have
that
information.
Our
final
financial
consultants
that
we
work
with
on
our
cip
have
that
that
is
long-term
debt.
So
it's
not
going
to
be
none
of
that
debt
is
going
to
be
paid
off
in
the
short
run.
Unfortunately,
so
there's
not
going
to
be
capacity
created
from
paying
that
debt
off
that
can
be
used
for
more
debt
without
raising
taxes
around
a
geo
bond,
in
particular.
So.
I
Well,
that's
kind
of
what
I'm
getting
at,
because
I
want
to
better
understand.
You
know
I
feel,
like
historically,
this
community
isn't
in
an
ongoing
bond
cycle
like
other
cities,
maybe
because
of
our
history
of
the
great
depression
and
so
on.
But
I
would
like
to
better
understand
how
often
we
would
need
to
initiate
bonds
to
create
this
cycle
that
then
matures
and
funds
itself
over
and
over
and
over.
If
that
makes
sense,
yeah.
F
I
G
F
So
miss.
B
Turner
we
took
to
finance
in
hr.
I
think
it
was
a
year,
maybe
six
to
its
time
with
covet.
B
We
took
that
to
the
committee
and
recommended
that
we
begin
to
look
at
this
regular
cycle
and
all
the
economic
analysis
that
we
would
need
to
do
in
order
to
assess
capacity,
but
again
coming
from
the
city
of
charlotte.
I
mean
it
was.
K
B
Once
we
discuss
the
need,
you
will
see
that
we
truly
need
the
financial
resources
in
order
to,
I
wouldn't
even
say,
keep
pace.
I
would
say
we
have
a
lot
of
catching
up
to
do.
I
K
So
if
there's
no
further
questions
really
what
we
need
to
start
doing
is
focusing
on
a
two
to
ten
year
outlook
for
our
capital,
planning
and
and
part
of
that,
focusing
is
trying
to
figure
out
what
the
funding
strategy
is.
So
we
can
be
on
a
regular
bond
cycle,
and
so
we
can
initiate
and
and
program
big
projects
which
you'll
you'll
see
a
few
here
in
a
second
I
will.
K
I
will
just
to
talk
about
the
deadline
again
and
to
also
echo
what
taylor
was
saying
is
just
we
have
so
the
the
bonds
were
approved
on
november
6
2016.
K
K
We
need
time
between
a
project
being
awarded
and
encumbered
and
the
issuance
of
of
bonds,
and
so
what
we
have
done
for
ourselves
is
to
impose
self-imposed
a
deadline
of
next
summer
june
may
or
june
in
order
for
us
to
have
projects
awarded
so
that
we
can
have
time
to
provide
the
finance
time
to
be
able
to
issue
those
bonds
so
really
wanted
to
touch
base
on
on
what
that
timeline
is,
and
we
are
very
aware
of
that
and
focused
on
that.
K
We
do
have
transportation
projects
as
we
as
we
build
new
roads,
sidewalks
and
greenways.
We
have
to
main
maintain
more
roads,
sidewalks
and
greenways
place.
Making
and
complete
streets
is
a
big
deal.
One
thing
we're
reviewing
the
budget
and
the
scope
right
now
is
livingston
street
as
a
complete
street
project
that
we
are
trying
to
figure
to
ensure
that
the
scope
is
appropriate
and
bring
that
back
into
the
budget.
K
Conversation
new
sidewalks
and
greenways
ada,
accessible
improvements,
council
put
in
a
150
000
a
year
starting
this
year
to
make
ada
accessible
improvements
and
that
project
is
underway
to
build
to
rebuild
ramps
at
intersections
throughout
asheville
and
those
are
being
assessed
area
by
area,
and
so
we
can
focus
attention
in
the
coming
years.
On
those
parks,
renewals,
you
have
playground
sports
courts.
We
were
very
effective
at
taking
care
of
some
of
those
with
the
most
recent
bond,
great
use
of
that
and
then
building
construction.
We
just
have.
K
We
have
an
aging
infrastructure,
and
that
includes
windows,
doors,
roofs,
hvac
equipment,
but
we
also
have
a
need
for
improved
efficiency.
So
you
know
in
solar
programs
and
and
modernization
with
regard
to
the
energy
use,
and
so
those
are
those
are
things
that
are
affecting
our
capital
needs
as
well
again.
Water,
storm
water
fleet,
replacement
and
also
affordable
housing
are
areas
where
we
need
to
plan
and
program
for
the
future.
K
These
projects,
like
I
said
earlier,
require
a
five
to
ten
year.
Focus
we
really
a
lot
a
lot
of
times.
Municipalities
look
at
the
the
two
to
five
year.
I
really
think
that,
in
order
for
us
to
be
successful
in
in
getting
these
programmed
at
the
times
that
they're
needed,
we
need
to
start
taking
a
look
at
the
five
to
ten
year.
That's
not
to
say
that
some
of
these
won't
fit
into
the
next
five
years,
but
for
all
of
them
to
work,
we
need
to
be
having
a
longer
term
focus.
K
You
see,
projects
that
have
recently
been
had
had
some
news
about
them.
Some
of
these,
the
operations
facility,
is
the
the
relocation
of
public
works
on
south
charlotte.
There's
operational
needs
there,
as
well
as
it
was
a
site
considered
for
affordable
housing
in
the
with
the
2016
bond.
Transit
maintenance
garage
is
limited
in
its
capacity,
and
it
also
it's
it's
it's
old
as
as
well
and
there's
not
a
lot
of
site.
Storage.
K
Mccormick
field
is
definitely
a
something
we
need
to
consider
with
regard
to
the
maintenance
of
the
facility
and
then
also
expansion,
west
asheville
public
safety
station.
It's
a
combined
use
facility
right
now,
which
it
does
include
recreational
facilities
as
well.
It's
old,
it's
just
old
and
in
bad
shape
and
those.
K
So
those
are
the
considerations
and
the
information
that
we're
going
to
get
out
of
the
facilities,
condition
assessment
which
which
again
will
come
to
council
here
in
the
next
few
months,
and
so
just
to
really
summarize
on
that
again,
we
are
focused
on
completing
the
bond
work,
we're
65
spent
right
now.
I
did
the
math
today
we're
75
timing,
but
we've
got
a
plan
to
make
sure
we're
on
track
we're
going
to
get
there
working
to
develop
a
better
understanding
of
capital
needs
and
prioritization
and
funding
strategy.
K
All
of
those
work
together
to
make
sure
that
we
can
accomplish
the
the
small
and
the
big
things
and
then
capital
needs
are
increasing
due
to
additional
services,
aging
infrastructure
and
facilities
and
the
effects
of
climate
change
and
carbon
reduction
goals.
Those
are
those
are
definitely
elements
that
we
all
need
to
be
considered
in
our
in
our
capital
programming
and
then
again,
just
just
to
repeat
the
future.
Success
of
our
capital
program
is
dependent
upon
the
consistent
plan
that
considers
the
long
view
and
avoids
the
frequent
adjustments.
E
I
don't
see
how
we
do
this
without
restructuring
our
hotel
occupancy
taxes,
so
I
am
again
going
to
go
ahead
and
refer
to
our
legislative
agenda
and
ask
if
we
can
get
a
legislative
agenda
on
the
governance
committee
agenda
to
revisit
the
reforming
the
local
occupancy
tax
utilization,
we're
so
far
behind
in
our
capital
improvements
projects
that
a
meager,
30-70
split,
isn't
far
enough.
In
my
opinion,.
A
The
the
legislation
is
still
pending
in
the
legislature
and
will
be
considered.
We're
told
this
this
short
session
that
is
likely
to
be
considered,
and
I
will
say
I
agree
with
you
that
70
30
is
not
an
appropriate
split
for
this
community.
A
Now,
even
if
that
legislation
passes,
it's
got
to
come
back
to
the
county.
I
think
I'm
not
I'm
not
positive
if
it
does
or
not,
but
I
believe
it
does
have
to
come
back
for
consideration
before
the
county
commission.
I
do
think
a
strong
argument
is
is
well.
I
do
think,
there's
a
strong
case
that
asheville
should
not
have
to
follow.
The
committee
guidelines
created
in
the
legislature
because
we
just
have
a
different-
we
just
have
a
different
situation.
A
We
have
so
many
more
visitors
versus
what
other
cities
in
north
carolina
are
seeing
and
such
an
impact
on
our
infrastructure
and
incredible
high
cost
that
comes
with
it
this
now,
this
capital
projects
list.
I
know
staff
put
this
slide
together
as
a
reminder
of
the
large
capital
projects.
Now
we
have
many
many
many
many
capital
projects
that
are
like
roof
replacements
and
sidewalk
projects
and
road
repaving,
and
things
like
that.
But
I
know
they
put
this
together
as
a
reminder
of
some
of
those
things
that
are
floating
out
there.
A
A
You
know
that
second
item,
the
operations
campus
is
talking
about
moving
the
facilities
on
south
charlotte
street
to
another
location
which
would
be
preferable,
but
obviously,
if
it's
cost
prohibitive
we're
going
to
have
to
examine
whether
that
continues
to
be
something
we
can
immediately
consider
or
if
we
need
to
look
at
something
else.
A
You
know
mccormick
field.
Has
a
30
million
dollar
ask
to
to
upfit?
If
you
will
mccormick
field
now,
you
know,
there's
a
pro
ball
team
there
that
is
capable
of
generating
revenue
that
there's
obviously
going
to
be
some
other
funding
that
plays
into
the
needs
for
improvement
to
that
field,
not
necessarily
from
the
coffers
of
the
city
or
the
taxpayers
of
the
city.
A
Well,
the
property
taxpayers,
I
should
say
of
the
city,
so
you
know
to
me
this
is
a
reminder
of
what's
kind
of
been
simmering
out
there
on
this
to-do
list.
There
are
a
few
things
on
here
that
kind
of
rise
to
the
level
of
priority.
The
west
asheville
public
safety
facility
fire
station
number
eight
there's
some
items
on
there
that
that
you
know
they're
not
they're
more
in
the
nest,
necessity
column
rather
than
something
that
is
tourism
related
or
recreationally
related,
or
something
like
that.
K
K
B
B
A
Right,
so
the
current
legislation
allows
a
75
25
split
25
of
the
room
tax
can
be
applied
for
by
public
entities
and
nonprofits
for
capital,
only
not
for
maintenance,
not
for
operations.
The
legislation
that
is
pending
would
change
the
mix
to
6633
again
only
accessible
by
nonprofits
and
government
entities,
basically
the
cities
and
the
county.
I
say
cities
because
there
are
other
municipalities
in
buckingham
county
to
be
used
for
capital,
capital,
maintenance
and
also
some
operational.
In
fact,
for
example,
transit
might
be
a
qualifier,
so
it
is,
it
is
a
change.
A
A
We
just
before
covid
went
through
a
collaborative
process
with
the
tda.
I
say
we,
it
was
the
city.
The
county.
Various
entities
participated
in
a
team
yeah
the
team
process
to
come
up
with
a
10-year
plan,
to
try
to
figure
out
if
we
could
get
some
consensus
around
some
large
projects
to
be
funded
over
multiple
years.
A
One
of
the
challenges
with
the
room
tax
right
now
is
that
you
can't
debt
finance
anything
so
they're
having
to
just
write
a
check
one
year
for
something
and
write
a
check
and
that
you
know
if
you're
trying
to
do
a
big
lift
like
a
thomas
wolf.
Just
as
an
example,
you
know:
how
do
you,
debt
finance,
using
the
room
taxes
of
revenue
stream?
Other
communities
can
do
that.
So
my
understanding
is.
The
legislation
would
also
address
that
issue.
A
Now,
of
course,
covet
happened
and
everything
got
put
on
hold
and
some
of
that
money
was
used
to
help
local
businesses
survive
covid,
but
there's
still
a
significant
amount
of
funding
sitting
there
ready
to
be
rebooted
at
this
point,
so
I
think
to
your
point:
councilman
ronnie,
councilwoman
honey.
A
They
I
think
they
may
be
looking
for
a
new
process
and
in
fact,
the
legislation
if
it
passes-
and
I
think,
they're
sort
of
everyone's
holding
their
breath
to
see
if
it
does
sets
up
a
similar
but
slightly
different
process
for
the
application
and
creates
a
committee
that
will
vet
all
of
the
applications
and
has
designated
spots
on
that
committee.
A
That
do
a
little
bit
of
a
better
job
reflecting
the
community
in
terms
of
the
representation
on
that
committee.
So,
and
you
know,
maybe
we
need
to
spend
some
time
at
a
future
meeting
kind
of
going
over
what
that
legislation
looks
like
versus
the
current
the
current
legislation
and-
and
you
know
the
legislature
goes
into
session
in-
I
want
to
say
april-
I
believe
I'm
looking
at
brad-
I
don't
know
if
you
know
usually
it's
may,
but
I
think
now
it's
april
yeah.
J
E
Okay,
so
I'm
very
familiar
with
the
limitations,
and
I
do
think
we
should
revisit
it,
but
I
also
think
part
of
this
report
could
be
communicating
in
a
public
way.
What
are
the
updates
to
that
process?
When
can
we
expect
to
see
some
results
that
are
tangible
in
the
community
and
then
with
that?
A
conversation
about
is
this
enough,
because
we
spend
millions
of
dollars
every
year,
inviting
literally
everyone
and
their
mother
to
come
visit.
Some
people
come
with
seven
hundred
thousand
dollars
to
buy
a
house.
E
E
G
Yeah
and
while
we're
being
debbie
downers
here
wanted
people
to
know
that
also
a
lot
of
the
transportation
projects
that
that
we've
identified
in
the
region-
and
you
know
you
talked
about
sidewalks
and
and
some
of
our
our
significant
needs
around
some
of
our
local
roads
that
are
being
flooded,
et,
cetera,
et
cetera,
are
not
currently
being
funded
or
and
being
really
kicked
down
the
road
because
of
the
situation
with
the
ncdot.
G
So
some
of
our
sidewalk
projects,
you
know
a
lot
of
our
roads
that
people
are
thinking
that
are
going
to
be
improved.
G
We're
having
d.o.t
doesn't
have
the
the
funding
for
right
now,
so
I
I'm
concerned
that
there's
going
to
be
a
real
push
that
the
city
funds
some
of
these
things,
that
that
we
were
hoping
and
assuming
that
ncdot
would
assist
with,
and
I
don't
see
that
happening
in
the
in
my
lifetime.
G
Frankly,
so
it's
something
that
we
really
need
to
keep
keep
an
eye
on
and
communicate
out
to
our
si
to
our
residents
that
live
here
that
are
expecting
these
improvements
a
lot
sooner
than
it's
actually
on
the
calendar
for
the
d.o.t.
I
A
I
just
participated
in
a
virtual
conference
on
friday,
with
other
local
governments
in
north
carolina
and
folks
that
are
working
on
this
issue,
because
it
is
obviously
affecting
all
cities
across
the.
So
there's
a
lot
of
emphasis
on
trying
to
address
it,
but
I
think
you're
right
that
it
may
be.
You
know
it's
going
to
be
a
big
challenge.
G
I
mean
right
now:
our
divisions
in
western
north
carolina
are
double
our
allocated
budget.
So
right.
K
The
adjustments
that
they've
made
to
their
step
has
has
been
pretty
significant.
I've
been
pretty
regular,
we
are
still
receiving
mpo
funding
as
as
that's
a
regular
source
of
funds
that
we
use.
K
Additionally,
there
are
the
infrastructure
funds
that
and
but
those
funds
are
coming
through
existing
programs
and
so
we'll
see
those
kind
of
trickle
in
it's
not
like
my
the
past
infrastructure
bills,
where
they
just
kind
of
dumped
a
lot
of
money
on
on
communities
or
made
a
lot
of
money
available,
we'll
see
those
over
over
the
period
of
five
years,
and
so
we're
definitely
keyed
in
on
that
again,
it's
the
importance
of
us
being
able
to
identify
those
projects
in
that
five-year
window,
so
we're
prepared
when
those
funding
sources
become
available
and
being
ready
for
that
and
really
really
using
that
as
as
a
as
a
guiding,
you
know
not
not
programming
based
upon
that
funding,
but
but
being
up
being
secure
in
our
ability
program,
because
that
funding
is
available.
I
I
just
have
a
couple
quick
questions
when
I'm
looking
at
this
spreadsheet
to
the
or
this
list,
the
west
asheville
public
safety
facility.
Can
you
just
clarify
useful
life,
and
this
term
means
like
fully
depreciated
but
not
broken
and
falling
apart
right.
K
No,
it's
it's
still
a
functional
facility.
I
would
say
that
you
know
in
terms
of
assessing
buildings
again
the
facilities
condition
assessment
study
that
we're
doing
we'll,
take
a
look
at
the
useful
life
of
a
facility
and
typically
without
major
renovations,
it's
about
50
years
and
that
building,
if
I'm
not
mistaken,
is
a
1950s
building.
K
It's
got
single
pane
windows
and
a
lot
of
them.
If
I
were
to
estimate,
we
probably
got
probably
close
to
a
thousand
square
feet
of
single
pane
windows
on
both
sides,
and
I
think
at
the
time
that
was
probably
energy
efficiency,
because
you
could
open
up
everything
and
let
the
the
breeze
blow
through,
but
for
that
to
modern
day
standards,
it's
not,
and
so
definitely
in
order
for
us
to
improve
the
the
conditioned
facility.
If,
in
fact
we
wanted
to
invest
in
that
facility,
it
would
be.
K
You
know,
we're
improving
windows,
the
air
conditioning
systems,
all
you
know,
certainly
going
through
just
a
total
renovation.
I.
I
Understand,
thank
you
a
little
bit
to
add
to
the
tourism
lodging
tax
discussion.
My
understanding
is
that
there
will
be
a
tpdf
allocation
or
application
period
in
march
or
april
for
10.4
million
and
I'm
not
sure
if
we
are
as
a
city
staff
gathering
and
planning
to
make
any
asks.
But
some
of
these
on
the
list
come
to
mind
and
then
one
more
thing:
that's
a
follow-up
request:
the
105
million
for
the
operations
campus.
I
I
Great
and
that
one's
just
a
particular
interest
to
me,
because
it's
one
of
our
large
city-owned
sites
that
is
adjacent
to
one
of
our
historic
african-american
neighborhoods
and
I'm
it's
like
charlotte
street,
destroyed
the
connection.
I'm
just
wondering
where,
in
our
long-term
planning
this
one
might
fit
into
how
we
rebuild
thank.
A
K
There's
there's
also
just
there's
a
timeline,
and
I
just
for
the
benefit
of
the
conversation.
There's
a
timeline
around
these,
which
is
mine,
buying
property
is
first
and
foremost,
and
being
able
to
budget
for
that,
and
then
the
design,
the
development
of
the
site,
and
then
this
construction,
so
we're
typically
looking
at
you
know
these
costs
being
spread
over
time,
but
the
need
for
us
to
program
land
purchase
money
in
advance
of
of
actually
budgeting
for
the
construction
facility.
K
E
A
Are
you
talking
about
the
room
tax
tdp,
so
I
just
confirmed
that
they
are
opening
they're
going
to
open
an
application
period
this
spring
and
they
think
they'll
have
around
11
million
dollars
total
now,
of
course,
that's
for
all
qualified
applicants,
so
the
city
will
need
to
put
together
its
ass
around
that
funding
and
again
they
don't.
You
know,
since
the
new
legislation
is
not
in
place.
This
is
one
time
fund.
You
know
funding,
not
you
can't
debt
finance
with
it.
B
A
I
I'm
sorry
just
one
more
question
so
just
to
make
sure
I
understand
if
this
is
10.4
from
the
previous
year's
tax,
if
there's
an
off
chance
that
the
legislation
passes
and
we
get
this
expanded
capital
definition,
and
that
happens
before
this
money
drops.
Would
this
money
be
in
the
pot
for
a
wider
use,
or
is
this
because
it's
last
year
not
going
to
be
available
to
a
possible
new
definition.
A
K
Okay,
so
just
a
couple
more
slides
here,
so
engagement
planning,
we
we
understand
and
recognize
that
we
need
to
com
complete
the
communication
loop,
the
the
the
council
needs
to
be
informed.
The
public
needs
to
be
informed
and
we
need
to
be
making
sure
that
the
message
is
consistent
across
all
all
all
concerned.
K
Engagement
efforts,
just
to
be
clear,
is
that
their
they're,
based
upon
community
impact
and
project
complexity,
a
new
park,
for
instance,
just
as
an
example,
is
a
complex
project
with
heavy
community
involvement,
a
roof
replacement
of
public
works,
which
is
actually
one
that's
ongoing,
is
low
impact
and
and
the
communications
are
limited
to
internal
the
audiences
stakeholders.
K
The
engagement
which
we
are
committed
to
make
in
the
in
a
high
complex
project,
so
just
to
point
out,
is
that
in
in
a
high
complex
project,
these
are
the
areas
that
we're
going
to
have
contact
most
often,
sometimes
it's
more
with
the
the
community.
K
We
we
see
planning
efforts,
starting
with
actually
cip,
prioritization,
the
approval
of
a
of
a
cip
every
year
to
to
look
at
the
five-year
plan,
and
then
these
engagement
pieces
throughout
planning
and
then
at
the
time
we
were
getting
moving
to
design
with
the
the
scope
review
with
and
verification
with
with
the
public,
and
then
this
60
to
90.
That's
where
it's
it's
more
of
a
review
of
items.
K
If
we
need
to
do
any
value
engineering
or
something
like
that,
that's
certainly
where
we
we
would
want
to
take
a
project
back
to
ensure
that
everybody's
aware
and
then
construction,
review
and
scheduling
is
important
for
the
community
to
know
what's
going
on
and
when
and
then
construction
updates
throughout
a
project
as
it
was
mentioned
earlier.
Some
of
these
projects
are
multi-year
and
so
being
able
to
really
keep
the
community
up
to
date
and
then
also
in
operations.
It's
just,
then
that
becomes
programming.
K
K
So
the
way
we
currently
oftentimes
engaged
with
with
council
is
at
the
time
of
award
when
we're
awarding
construction
agreements
we're
awarding
design
agreements.
A
five-year,
cip
is
obviously
in
here
and
oftentimes.
These
items
go
on
a
consent,
agenda
and
and
they're
approved
without
a
lot
of
discussion,
and
so
we
feel
like
that's
an
opportunity
that
we're
missing
in
order
to
be
able
to
communicate
in
a
broader
way
in
a
more
detailed
way.
K
We
do
bring
back
change
orders
if,
in
fact,
we
exceeded
contingency
and
then
also
groundbreaking,
ribbon
cuttings,
the
the
those
things
that
are
standard
for
complex
projects
and
then
again
the
operational
and
the
budget
funding
discussions
that
we
are
having
today
are
examples
of
council
engagement.
K
So
what
we're
proposing
is
that
we
that
we
connect
the
two
and
that
the
highlighted
items
here,
I
hope
that's
showing
up,
represent
places
where
we
can
actually
take
information.
That's
collected
from
public
engagement
and
bring
it
to
council
in
a
more
intentional
and
informative
way.
K
What
the
funding
expectations
and
the
strategies
are
for
those
bringing
back
engagement
to
you
know
we
go
out
to
the
public
in
all
three
of
these
stages
and
and
get
collect
information
and
verify
the
information
with
the
public,
bringing
that
back
to
account
to
council
in
a
in
a
presentation
in
a
report
or
a
a
new
business
item.
There
are
various
ways
we
can
do
this
and
certainly
be
more
intentional
about
communicating
that.
K
So
that's
again
the
commitment
that
we're
making
in
this,
in
this
case,
30
design
review.
K
That's
when
we
30
for
us
is
a
point
where
you
can
make
changes
with
the
minimal
cost,
and
once
you
get
past
30
design
changes
start
becoming
more
expensive
and
so
that
we
we
need
to
try
to
convey
and
and
have
a
public
discussion
about
the
projects
as
early
as
we
can
in
the
process
and
then
also
to
review
construction
scheduling,
impacts
with
council,
so
you're
informed
about
what's
what's
going
on
in
the
field
when
the
project
starts
again,
not
much
changes
in
the
project,
construction
and
certainly
in
the
operations,
it's
still
budgeting.
K
But
really
what
we
want
to
focus
on
is
providing
connecting
the
the
public
staff
and
council
in
the
prioritization
planning
and
design
efforts
associated
with
these.
With
these
projects,
and
again
just
just
to
restate
is
that
some
projects,
a
roof
replacement
project,
is
probably
not
going
to
take
that
level
of
engagement.
But
we,
but
if
there
is
a
complex
project
and
and
council,
wants
to
hear
about
it,
and
we
certainly
want
to
share
that
information.
And
so
that's
the
commitment.
K
We're
making
for
the
future,
and
just
to
recap,
is
that
capital
planning
and
project
execution
needs
more
attention.
We
all
need
to
to
be
to
be
able
to
provide
more
discussion
about
these
projects.
These
really
important
projects,
large
high
value
projects,
need
addition,
additional
details
sharing
as
well.
The
communications
loop
needs
to
we.
We
need
to
complete
that
and
then
engagement
will
be
applied
with
the
understanding.
The
engagement
differs
based
upon
scope
and
schedule,
but
we
are
committed
to
actually
going
the
extra
step
to
make
sure
that
everybody's
informed.
K
With
that
close
and
if
there's
any
questions
about
that,
otherwise
I'm
going
to
hand
it
back
over
to
taylor.
G
So
jade,
I
appreciate
the
you
know
more
more
information
and
impact
and
communication
with
council
earlier
in
the
stage,
because
I
think
we've
had
some
issues
around
that
recently.
But
how
do
you
you
know
just
from
a
process
perspective?
I
mean
you.
Are
you
envisioning,
like
a
vote
on
the
vision,
but
then
I
mean
I
think,
but
you're
gonna
want
nods
from
city
council
saying
yeah.
We
think
you
should
go
ahead
with
this.
G
I
mean
I'm
just
trying
to
sort
of
I
mean
because
really
you
know
we
we
tend
to
vote
on
monies
and
so
my
question,
because
I
also
don't
want
staff
to
have
an
expectation
that
council
won't
come
in
later
and
change
their
mind.
I
mean
maybe
there's
different
council
members
there's.
G
K
A
work
in
progress,
but
we
are,
I
would
envision
us
doing
a
lot
more
information
sharing
and
presentations,
so
the
manager's
report
we
would
take.
As
a
matter
of
fact,
one
of
the
things
that
I
had
communicated
before
the
meeting
was
that
I
think
april
represents
a
good
time
for
us
to
bring
a
bond
sidewalk
update.
K
If
you,
if
you
look
at
our
the
projects,
we
still
need
to
deliver
in
the
bond,
it's
the
sidewalks
and
oddly
enough
they
have
been
the
most
difficult
to
advance
because
of
d.o.t
and
various
other
right
away
acquisition
and
that
sort
of
thing
they.
But
I
would
envision
us
bringing
you
information
about
those
projects
and
saying
here's
the
status
update
on
on
these
projects.
K
You
know:
there's
there
it.
There
are
various
stories
about
the
the
projects.
You
know
we
have
one
in
west
nashville.
It's
got
its
own
unique
set
of
information.
We
need
to
share
there's
one
in
the
shiloh
neighborhood
that
we've
got
some
information
to
share
on
that,
and
so
definitely
providing
you
with
the
information
that
you
need
in
case
you're
asked.
So
that
would
be
one
way
of
doing
that.
The
other
thing
that
I
would
envision
is
that
we
would
use
potentially
new
business
items
at
the
time
of
of
a
contract
award.
K
If
there's
a
level
of
sensitivity
that
are
in
a
project
that
we
feel
like.
We
need
to
actually
convey
additional
information
rather
than
put
that
on
consent
and-
and
you
know
expect
council
to
bring
it
off-
is
for
us
to
put
that
on.
A
new
business
item,
provide
a
two
or
three
minute
explanation
of
the
project
and
then
get
the
award
based
upon
that
additional
information.
B
B
We
want
to
make
sure
that
we
are
conveying
not
just
here's
the
project,
but
what
issues
are
concerns
we've
heard
from
the
community
that
we
want
to
make
you
aware
of
early
on
in
the
process
so
that
when
we
come
back,
it's
a
60
percent,
we
can
say
remember
we
talked
about
these
issues,
here's
how
we
are
addressing
those
issues
and
then,
when
we
get
to
90
we're
hoping
because
we
would
have
gone
back
out
to
the
community
and
said
here's
how
we're
so
it's
this
iterative
process
between
the
community
and
council
and
enhancing
that
that
level
of
communication,
so
that
when
we
get
to
90
of
design
when,
as
jade
said,
it
is
really
expensive
potentially
for
us
to
redirect
that
we
will
have
hopefully
resolved
most
of
those
issues.
B
K
And
some
reassurance
is
that
this
is
an
organizational
effort.
It's
not
a
capital
projects
effort.
It's
a!
We
understand
that
other
groups
are
out
there,
communicating
with
the
community
and
that
they're
gathering
information
and
that
they
have
information
to
share,
and
so
this
has
been
put
together
based
upon
an
organizational
conversation.
B
L
So
I'll
go
ahead
and
say
I'm
particularly
pleased
with
this
change,
especially
in
light
of
memorial
stadium
in
the
hours
upon
hours,
I've
had
to
spend
to
unpack
and
learn
the
true
story
behind
issues
at
hand.
I
I
just
have
one
last
broad
question.
I
believe
it's
going
to
be
for
tony.
I
meant
to
ask
this
earlier
general
fund
balance
and
this
goal
of
policy
goal
of
15
in
light
of
kovid
and
everything
that
has
happened
and
the
risk
that
we
may
face
and
knowing
that
another
rescue
plan
may
never
happen.
If
there's
another
pandemic,
is
there
any
advice,
maybe
from
the
league
of
municipalities
or
anything
around
adjusting
this
policy
goal
percentage
or
is
15
still
status
quo?
Okay,.
F
No,
we
haven't
heard
anything
from
the
league,
but
to
your
point
I
mean
I
think
it
definitely
is
something
to
consider,
because
I
think,
even
before
the
pandemic,
when
we
would
go
out
and
do
debt
issuances
and
we
talked
to
the
rating
agencies,
they
really
talked
to
us
and
wanted
us
to
see
it's
going
to
see
our
fund
balance
closer
to
20.
Even
then.
So
definitely
you
know,
as
times
have
gotten
more
turbulent.
I
think
it's
certainly
beneficial
to
have
a
higher
fund
balance
or
the
highest.
The
the
council
is
comfortable.
Having
so.
I
A
So
and-
and
I
think
that's
a
good
point,
because
we
have
adopted
a
policy
as
a
city
to
maintain
a
fund
balance
of
15
percent,
but
there
there
are
many
cities
that
maintain
a
much
higher
fund
balance
than
we
do,
and
I
I
I
don't
have
a
feel
honestly,
whether
we're
in
line
with
a
city
our
size
with
the
level
of
our
with
our
general
fund
size
with
our
expenditures.
A
I
I
assume
across
the
nation.
It
also
depends
heavily
on
what
your
revenue
source
is
and
how
stable
that
is.
You
know
we.
We
tend
to
have
a
pretty
stable
revenue
source
good
times,
bad
times
that
ebbs
and
flows
to
some
degree,
but
we
haven't
seen
huge
swings
so,
but
I
would
be
interested
to
kind
of
do
some
benchmarking
and
see
if
we're.
If
we're
15
is
really
you
know
not
not
necessarily
whether
or
not
we
need
to
change
the
policy,
although
maybe
that
would
be
a
consideration.
E
As
we
move
through
the
budget
work
session,
could
we
also
look
since
we're
going
to
take
this
capital
improvement
project
focus
this
year
and
just
look
at
our
stated
climate
emergency,
the
climate
justice
initiative?
We
asked
community
members
to
participate
in,
and
maybe
also
look
at,
like
not
just
facilities
that
are
getting
older
and
needing
maintenance,
but
also
how
storm
water
mitigation,
for
example,
is
going
to
affect
our
facilities.
It
might
look
like
community
gardens
and
partnership,
but
maybe
also
look
at
that
as
an
urgent
need
as
well
sure.
B
K
I
just
add
that
we
are
looking
at
our
resilience
plan
that
was
done
and
it
does
deal
with
a
lot
of
stormwater
mitigation
and
and
those
those
types
of
issues,
and
so
it's
under
review
with
staff
right
now.
B
E
C
Yeah,
all
we
have
left
is
the
just
coming
back
to
the
timeline
and
the
next
time
we'll
touch
base
we'll
be
at
the
council.
Retriever
we'll
have
some
more
detailed
financial
information
to
share.
That's
it.
A
Okay,
so
the
next
time
we're
going
to
be
talking
about
all
this
is
at
the
council.
Retreat
and
we're
gonna
have
a
council
meeting
in
about
47
minutes.
Something
like
that.
So
see
you
all
back
here
in
just
a
minute.