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From YouTube: City Council Work Session – August 28, 2018
Description
August 28, 2018
Asheville City Council Work Session
A
Alright
welcome
to
the
council's
first
budget
work
session
for
next
year's
next
year's
budget.
We
are
starting
early
this
year
because
we
have
heard
from
the
community
of
the
community
would
like
more
participation,
more
opportunities
to
hear
about
the
city's
budget.
So
we
have
multiple
meetings
coming
up
that
are
focused
on
different
different
areas
of
city
funding
and
you'll.
See
a
number
of
presentations
today
and
also
these
presentations
are
linked
on
the
electronic
agenda.
A
B
Vice
mayor
and
members
of
City
Council,
thank
you
for
your
time
today.
In
your
commitment
to
walk
through
the
budget
with
us,
I
will
tell
you
that,
from
the
perspective
of
staff,
this
is
a
beneficial
process
for
us,
hopefully
as
well
as
you
all
and
the
general
public
we
have.
In
addition
to
presenting
information
on
the
agenda,
we
have
a
project
page
set
up.
That
has
all
the
information
as
well.
B
So
if
folks
want
to
go
back
and
review
that
we
are
looking
for
community
input
on
this
process
and
on
the
information,
so
we
appreciate
the
opportunity
to
do
this.
This
is
the
kickoff
and
the
first
presentation
that
we
will
make
in
doing
so.
We
will
kind
of
give
you
rubber,
we'll,
provide
you
with
a
community
profile
about
our
community
and
we
will
have
staff
members
in
the
budget
office
that
will
talk
to
you
about
the
administrative
offices,
including
the
city
clerk.
We
will
also
have
the
office
of
equity
and
inclusion.
B
B
Very
early
I
feel
like
it
is
a
very
urgent
issue
for
us
to
begin
the
process
of
thinking
about
the
potential
impact,
the
mission
HCA
cell,
so
as
you're
hearing
about
this
information
being
able
to
plan
and
prepare
potentially
for
the
impact
of
having
an
infusion
and
what
the
right
thing
to
do
with
that
in
doing
so,
I
think
it
is.
We
should
start
sooner
rather
than
later,
with
developing
a
strategic
process.
I
think
I've
talked
to
some
of
you
all
I.
B
If
that
that
transaction
happens
and
is
completed,
where
that
money
will
go
in
our
community,
we
will
include
in
that
process
the
opportunity
for
community
input
we're
already,
as
you
can
imagine,
starting
to
receive
a
lot
of
community
input
on
that.
But
we
want
to
be
very
strategic
in
how
we
do
that
and
we
look
for
your
of
your
feedback
on
that
as
well.
So
with
that
being
said,
I
think
Barbara's
gonna
start
us
off
and
do
an
introduction
with
our
community
profile.
C
Mayor
members
of
council
from
barbara
way
her
and
the
chief
financial
officer
for
the
city
and
as
our
kickoff
meeting,
we
wanted
to
provide
some
context,
especially
for
any
members
of
the
public
that
are
in
the
audience
today
or
might
be
watching
this
later
or
are
watching
it
on
TV
right
now,
because
I
think
we're
broadcasting
this.
So
first
of
all,
you
all
have
a
2036
vision,
and
that
includes
that
Asheville
should
be
equitable
and
diverse,
affordable,
well,
planned
and
liveable
accessible
to
all
economically
thriving
connected
and
engaged
financially
resilient,
clean
and
healthy.
C
I
want
to
jump
right
into
some
of
the
things
that
we
hear.
People
talk
about
the
most.
When
we
talk
about
Asheville
as
residents
and
and
people
within
our
community,
we
have
a
cost
of
living
that
is
higher
than
most
North
Carolina
cities.
Not
not
all,
and
this
comparison
is
what
the
Asheville
chamber
uses
I
believe
if
you
put
in
like
Chapel
Hill,
they
are
higher
than
we
are,
but
this
does
give
you
kind
of
a
context
for
where
we
are
with
food
and
housing
and
utilities.
C
Housing
is
below
the
national
average,
but
we
are
certainly
among
the
highest
in
the
state.
And
then,
when
you
take
that
and
you
look
at
median
income
relative
to
how
high
our
cost
of
living
is,
you
can
see
that
there
is
a
definite
disparity
there.
We
have
a
median
household
income
of
not
quite
$45,000
a
year
and
a
medium
hump
median
home
value
of
two
hundred
and
twelve
thousand,
and
the
sales
average
is
closer
to
three
hundred.
C
If
you
look
at
Zillow
or
realtor.com,
all
of
those
have
kind
of
different
metrics,
but
they
all
come
in
about
the
same
United
States
for
the
whole
country,
the
average
home
value
is
185
and
we're
at
212
the
average
median
household
income
is
55,000
and
we're
at
45.
So
that's
a
that's
a
challenging
place
to
start
and
then,
if
you
dig
down
a
little
deeper
within
the
city,
we
have
significant
income
disparity
by
neighborhoods
or,
as
I
was
able
to
parse
the
data
by
the
census
tracts.
C
If
you
combine
the
cost
of
housing
and
transportation
and
you
look
at
the
whole
city-
and
this
is
from
the
Center
for
neighborhood
technology-
and
they
say
that
45%
is
sort
of
a
sustainable
household-
that's
where
you
should
be
is
the
cost
of
your
housing
and
the
cost
of
your
transportation
should
total
forty-five
percent
of
your
total
no
more
than
forty
five
yeah
and
we
were
at
fifty
five
on
average.
So
it
clearly
were
a
little
out
of
balance
there.
C
So
on
to
some
demographic
highlights-
and
these
are
also
kind
of
interesting-
you
know
I
know
we
always
hear
work,
we're
an
aging
population.
We
have
an
older
median
age
of
38
years
old.
You
know,
I
think
the
average
nation
wants,
like
thirty
four
or
something
like
that.
So
we
sort
of
have
this
in
our
heads
that
we
have
an
older
population
and
the
reality
of
that.
Our
largest
chunk
of
our
population
are
actually
25
to
29
year
olds
and
we're
the
blue
line
there
with
the
peak
at
9.2
percent
at
25
to
29.
C
And
then,
if
you
look
at
the
Asheville
metro,
which
is
the
counties
that
comprise
the
Asheville
Metropolitan
Statistical
Area
I
mean
that
includes
I,
don't
know
which
ones,
but
you
can
look
it
up.
They're
all
around
us
I
just
want
to
try
to
list
them
off
and
get
them
wrong.
The
age
range
is
more
what
you
would
expect.
You
see
a
higher
percentage
of
baby
boomers
and
less
Millennials.
A
G
C
C
This
is
it.
This
is
actually
a
pretty
exciting
thing
for
a
city
that
wants
to
be
moving
forward
and
focusing
on
the
future
that
we
have
more
young
people
in
the
city.
Then
people
my
age,
that's
that's
a
good
thing,
so
you
know
at
least
I
can
say
that
now
and
not
be
a
29
year
old,
saying
that
so
racial
makeup
of
our
city
from
2000,
2010
and
2016,
you
can
see
that
the
percentage
of
white
non-latin
ex-people
has
increased.
C
An
important
thing
to
note
in
that
is
that
that
a
lot
of
that
is
comprised
by
the
fact
that
the
people
moving
in
are
predominantly
white.
The
African
American
trend
has
been
downward.
That
is
not
simply
from
people
moving
in
and
diluting
that
amount,
that
is
about
a
2000
individual
loss
of
population.
So
I
think
that's
an
important
thing
for
context
and
equity
in
our
community.
C
Employment
and
job
creation,
so
this
is,
you
know
we
have
obviously
good
news.
We
continue
to
be
the
lowest
city
in
the
state,
with
3.2
percent
unemployment,
our
metro
area
again
those
states
that
I
mean
counties
that
I
can't
remember
all
the
name
of
our
three
point:
four
percent
and
that's
still
lower
than
the
other
cities
in
the
state.
C
North
Carolina
as
a
whole,
is
at
four
point
two
percent,
which
is
still
a
very
good
unemployment,
but
we
are
at
a
point
where
they
start
to
talk
about
a
lack
of
people
for
available
jobs
when
you
get
below
five
percent.
That
starts
to
be
a
challenge
that
you
don't
have
a
skills
match
between
the
people
that
are
hunting
for
jobs
and
the
people
that
are
looking
for
workers,
so
we're
in
that
place.
Overall.
C
Important
to
note,
though,
is
relative
unemployment
and
I.
Think
I
made
this
much
more
complicated
than
it
really
needed
to
be.
The
reality
of
what
this
chart
is
trying
to
say
is
we
don't
have
the
same
amount
of
unemployment.
If
you
look
at
the
white
population
in
Asheville,
the
black
population
in
Asheville,
though
those
are
where
the
major
disparities
are,
the
black
population
in
Asheville
is
approximately
two-and-a-half
times
more
likely
to
be
unemployed
than
the
white
population.
C
So
forecast
employment
growth
within
the
community,
and
this
is
using
2014
data
for
how
many
jobs
were
in
each
of
these
sectors,
so
education
and
Health
Services
is
the
largest
than
with
trade,
transportation
and
utilities,
leisure
and
hospitality.
You
can
see
how
they
go.
Professional
and
business
services
is
expected
to
grow
considerably.
That's
the
gray
lines
that
you
see,
leading
out.
C
That's
saying
what
they
are
forecasting
our
job
market
to
look
like
10
years
later,
so
they
are,
anticipating
that
we're
gonna,
see
professional
growth,
we're
gonna,
see
education
and
health
service,
growth,
leisure
and
hospitality,
but
not
as
much
as
we
perceive
from
the
number
of
cranes,
building
hotels
that
we
do
have
some
diversity
in
our
employment
and
in
our
economy
here,
which,
which
is
really
good.
Now
we
don't
want
to
be
wholly
reliant
on
education
and
health
services
either.
So
it's
always
a
good
thing
to
see
that
you've
got
other
areas
growing.
Can.
H
I,
ask
you
a
question
on
the
previous
slide
about
unemployment.
There's
something
that's
been
bugging
me
for
a
while
and
I
haven't
been
able
to
find
the
answer
on
my
own,
but
when
folks
are
on
unemployment
and
they
run
out
and
they're
no
longer
unemployment,
are
they
counting
in
those
numbers,
yeah.
C
A
C
C
C
F
I
C
G
You're,
looking
into
that
question
they're
what
they
always
say
about
these
statistics
is
that
it,
as
you
said,
it
only
includes
people
who
are
actively
seeking
work.
Yes,
how
do
they
know
that
and
how
do
they
know?
How
do
they
know
who's
not
actively
seeking
work
and
what
that
would
do
to
that
person
is
and
I.
C
Think
that
that's
where
I've
read
the
articles
saying
that
there
is
debate
about
how
realistic
our
unemployment
measures
are
nationwide,
because
we
aren't
counting
a
significant
amount
of
the
population
that
is
not
working
and
we
don't
know
what
they're
doing
so.
I
think
the
challenge
is
determining
exactly
how
they're
counting
those
people
if
they
are
I,
don't
need
that
I
will.
A
Just
offer
that
I
know
for
the
state
of
North
Carolina,
there
are
10
million
people
and
4
million
of
them
are
working
so
happen.
Now
people
are
retired,
people
are
students,
people
there's
a
lot
of
and
they're
not
considered
unemployed.
For
that
reason,
it
so
I,
don't
know
exactly
how
they
do
it
either,
but
there
is,
there
is
a
difference
between
people
who
are
actively
employment
versus
those
who
are
unemployed
and
want
to
be
employed,
but
aren't,
but
whatever.
C
Yes,
okay,
so
population
growth,
another
thing
that
we
sort
of
think
of
is
how
quickly
Asheville
is
growing
and
how
much
construction
we
see.
All
the
people
kind
of
coming
in
the
reality
we're
about
in
the
middle
for
population
change
across
the
state
apex
is
in
a
very
challenging
position
with
greater
than
thirty
percent
growth
that
is
really
hard
to
keep
up
with
infrastructure
wise.
You
end
up
putting
tremendous
pressure
on
everything.
C
Obviously,
as
you
go
down
to
like
Rocky
Mount,
they
are
losing
population.
Asheville
is
at
ten
percent.
So
that's
a
pretty
sustainable
growth
rate.
The
challenges
that
we
have
also
very
aging
infrastructure
and
our
growth
is
in
fill
for
the
most
part,
so
we're
putting
pressure
on
existing
infrastructure,
we're
not
adding
infrastructure
to
add
people,
so
population,
employment
and
tourism
is
kind
of
an
important
way
to
look
at
what
happens
to
our
population
every
day.
The
gray
at
the
bottom
are
the
commuters
that
leave
Asheville
to
go
work
somewhere
else.
C
Then
you
have
the
dark
blue,
our
non
workers
in
Asheville,
as
can
be
retirees
because
those
can
be
children.
You
know
whatever
people
that
aren't
working
and
then
live
and
work
in
Asheville
is
the
next
level
commuters
in
is
the
light.
Blue
and
tourists
is
the
green.
These
are
all
averaged
out
over
a
365
day
year.
C
So
you
know,
obviously,
tourists
are
going
to
go
up
and
down
significantly
commuters
in
not
as
much
but
to
look
at
this
and
understand
that
our
population
is
about
ninety
thousand
people
and
it
increases
daily
to
about
a
hundred
and
sixty,
so
that
has
significant
impact
on
all
of
the
services
that
the
city
provides
on
every
level.
What's.
A
C
C
C
So
what
is
the
impact
to
that?
On
course,
services,
delivery,
asset
management
and
maintenance
of
our
existing
facilities
and
infrastructure.
Our
fire
department
call
volume
if
you
compare
to
a
benchmark
in
North
Carolina,
when
we
look
at
calls
dispatch
per
1000
population
Asheville
is
significantly
higher
than
the
benchmark.
Now,
if
you
were
to
look
at
that
and
increase
Asheville's
population
by
half
again,
we
would
be
a
little
closer
to
the
benchmarking
average
per
thousand,
but
that's
a
significantly
larger
population.
C
Another
our
statistics
within
the
police
department,
property
crimes
in
cities
and
I
did
national
city's
sixty
to
a
hundred
thousand.
We
are
higher
than
that
higher
than
the
average
there
by
about
60%
and
then
Violent
Crimes
were
about
29%
higher
than
the
average
across
those
same
cities
across
the
country
across.
C
C
Does
need
to
keep
that
I
wanted
to
give
it
a
broader
context,
but
I
do
think
it's
really
important
to
look
at
it
in
North,
Carolina
and
I.
Don't
want
this
slide
to
tell
people?
Oh,
my
gosh
were
in
this
terrible
place,
because
the
reality
is
this.
Data
can
be
sliced
and
diced
a
million
different
ways
and
can
be
interpreted
a
million
different
ways
and
if
I
put
Wilmington
Delaware
in
there,
everything
goes
all
to
pieces
because
their
violent
crime
data
is
1701
versus
everybody
else
is
400.
C
So
our
pavement
condition
index
is
also
a
significant
indicator
of
the
pressure
on
our
infrastructure.
Our
PCI
right
now,
which
is
basically
a
number
rating
from
zero
to
a
hundred
on
the
condition
of
the
roads
in
our
city.
Mars,
is
less
than
60,
which
is
not
not
great.
Obviously,
a
younger
city
would
usually
have
a
higher
pci
older
cities,
with
older
roads,
more
challenging
weather
events.
All
of
those
things
affect
exactly
what
your
pavement
condition
index
is
going
to
be.
C
Next
other
services
that
are
impacted
by
population
transit,
our
ability
for
people
to
get
around
the
city
we
see
the
traffic
coming
in.
This
is
really
just
a
fiction
illustrate
that
I'm
talking
about
transit,
but
that,
obviously
we
put
pressure
on
the
people
that
live
here
as
we
have
more
and
more
people
coming
in
Public,
Works,
sanitation
and
solid
waste
recycling,
our
downtown
cleanup
of
the
sidewalks.
We
invest
three
hundred
thousand
dollars
annually,
just
to
keep
this
sidewalks
clean
and
then
community
development
in
neighborhoods.
C
You
know
all
the
neighborhoods
throughout
the
city
obviously
experience
the
same
pressures
that
the
rest
of
the
city
does
from
that
population
increase
on
an
on
a
daily
basis.
So
the
key
takeaways
from
just
our
little
intro
to
the
community
is
that
Millennials
make
up
our
largest
age
group.
Our
cost
of
living
is
higher,
while
our
median
income
is
lower
and
in
general,
our
total
population
growth
is
10
percent.
Over
the
last
seven
years
we
have
a
high
percentage
of
renter
occupied
housing
and
we
are
experiencing
decreasing
minority
populations.
C
The
challenges
that
are
before
you-
and
these
are
all
things
that
I
know.
You
all
think
about
everyday
affordability,
diversity,
pressure
from
the
non-resident
population,
public
safety,
asset
management
and
maintenance,
transit
and
accessibility,
so
that
is
it
for
our
community
profile.
Anything
else.
You
have
questions
about.
A
K
Parent
Oni
McHale
budget
manager
for
the
city,
as
the
mayor
mentioned,
this
is
the
first
of
five
budget
work
sessions
that
we're
gonna
have
over
the
next
few
months
and
I
hope
over.
The
next
few
months
is
to
really
take
counsel
in
the
community
into
a
deep
dive
on
each
departments
budget
so
that
you
all
can
better
understand.
K
Services
that
you
provide
can
also
better
understand
where
our
dollars
are
being
spent,
but
before
we
kind
of
launch
into
those
departmental
deep
dives,
we
thought
it
would
be
helpful.
This
first
work
says
work
session
today
to
go
through
kind
of
a
high-level
overview
of
our
general
fund
revenue
and
expense
budget
to
kind
of
set.
The
context
before
we
go
into
those
departmental
deep
dives,
so
I'm
going
to
talk
a
little
bit
about
our
revenue
starts
from
the
general
fund.
K
Talk
about
some
of
the
the
major
revenue
sources
that
we
have
and
really
have
only
three
major
of
revenue
sources
in
the
general
fund.
I'm
going
to
talk
a
little
bit
about
our
expenditure
budget
hits
some
of
the
highlights
about
where,
where
our
dollars
go
there,
so
there
was
a
memo
that
went
out
to
you
all
about
two
weeks
and
had
a
lot
of
information
on
our
general
fund
revenues
and
I
think
that
the
biggest
takeaway
is
from
that
is
again.
K
We
really
have
three
major
general
fund
revenue
sources,
so
the
total
budget
for
the
general
fund
for
FY
1819
is
about
124
million
dollars
and
out
of
that
hundred
and
twenty
four
million
dollars,
approximately
80%
of
that
comes
from
three
different
revenue
sources
and
that's
the
property,
taxes,
sales,
taxes
and
state
utility
taxes.
There's
a
smaller
chunk
that
comes
from
fees
like
solid
waste
fee,
these
parts,
fees
and
DSD.
K
But
again
it's
those
those
three
largest
revenue
sources
that
bring
in
most
of
our
money
and
one
thing:
I'll
point
out:
Friday
or
two
parties
that
we're
really
focused
on
general
fund
revenue.
Today,
as
we
go
through
the
departmental
overviews,
the
next
few
months,
we'll
talk
about
Enterprise
Fund,
so
you
will
see
more
about
the
water
find
and
stormwater
fund
and
parking.
But
this
is
just
general
fund
revenue
today,
so
I'm
going
to
start
by
talking
about
the
property
tax.
K
Again,
it's
our
largest
revenue
source
for
the
city,
I,
guess
some
of
the
important
things
to
take
away
from
the
property
tax.
It
is
the
one
rate
that
is
set
by
the
governing
body,
so
there's
there's
local
control
over
this
revenue
source
and
the
rate
and
how
much
you
can
brick
how
much
we
bring
in
each
year.
K
Unlike
most
of
the
other
revenue
sources
in
the
general
fund,
the
property
tax
is
applied
to
several
different
types
of
property
in
North
Carolina
things
typically
fall
into
four
one
of
four
categories:
real
property,
which
is
what
you
think
of
as
residential
commercial
property.
That's
most
of
the
property
in
the
city,
there's
also
some
smaller
categories,
personal
Public,
Safety
and
registered
motor
vehicles
as
well.
K
So
what
happens
in
between
those
revaluation
years
and
I'll
show
you
some
data
on
this
in
a
moment
is
that
our
property
tax
base
is
really
solely
reliant
on
new
construction,
remodels
construction
additions
and
that
kind
of
thing.
So
so
you
don't
see
really
large
swings
in
our
property
tax
base
growth
from
year
to
year,
property
tax
base,
where
it's
typically
is
pretty
small,
but
it
also
protects
us
against
downward
swings
as
well,
so
properties
not
being
revalued
every
year.
Then
you
don't
have
to
worry
about.
K
So
give
you
guys
an
example
of
what
our
citizens
current
tax
bills
look
like,
so
the
county
sends
out
tax
bills
once
a
year
and
they
bill
for
not
only
city
property
I
mean
for
the
city
tax
rate,
but
also
for
the
county
tax
rate
and
for
most
residents
who
live
in
the
city
of
Asheville.
There's
also
skiddy
a
city
school
tax
break
as
well,
and
so
this
slide
outlines
for
a
two
hundred
thousand
dollar
home
and
also
for
a
three
hundred
thousand
dollar
home,
which
is
the
average
or
the
median
price
for
our
home.
K
Values
in
Nashville
is
somewhere
between
those
two
values.
So
this
is
what
a
typical
typical
tax
bill
might
look
like.
So
for
someone
who
has
a
three
hundred
thousand
dollar
home
they're
going
to
get
a
bill,
that's
a
little
over
three
thousand
dollars,
but
out
of
that,
only
one
thousand
two
hundred
eighty
seven
is
it's
actually
city
the
city
portion
of
that
bill.
I
think
one
way
I
like
to
look
at
that
and
when
I've
gotten
talked
to
folks
in
the
community.
Is
you
think
about
that?
K
One
thousand
two
hundred
eighty
seven
dollars
divided
over
twelve
months
that
comes
up
to
a
little
over
a
hundred
dollars
a
month
since
you're,
paying
so
I
think
that's
a
helpful
ways
for
folks
to
kind
of
think
about
their
property
tax
bills,
and
they
can
make
a
comparison
to
how
much
they
may
be
paying
for
their
cellphone
or
for
their
electricity
or
their
natural
gas
bills
on
a
monthly
basis.
Another
key
thing
to
think
about
there
is
for
someone
who
does
on
a
three
hundred
thousand
dollar
home.
K
K
So
a
comparison
to
where
our
tax
rate
stands
looking
across
other
cities
in
North
Carolina
have
a
population
of
50,000.
Above
we
have
one
of
the
lowest
tax
rates
at
our
forty
two
point:
eight
nine
cents,
there's,
obviously
a
lot
of
things
that
go
into
a
lot
of
factors
that
influence
what
a
property
tax
rate
is
in
a
particular
jurisdiction.
Some
of
it
is
the
timing
of
when
every
valuation
they
have
recently
occurred.
K
Some
folks
fund,
different
services
out
of
the
general
fund
and
I
think
the
biggest
thing
that
impacts
the
tax
rate
across
these
jurisdictions
is
the
value
of
the
property
itself
in
those
jurisdictions,
and
so
we
live
in
a
community
that
has
a
lot
of
high
values.
Properties.
Barber
talked
about
how
our
our
property
value
is
much
higher
than
the
average,
and
so
that's
one
of
the
things
that
allows
us
to
have
a
lower
rate.
K
So
one
of
the
things
we
discuss
in
the
budget
office
was
there's
a
there's
another
way
to
kind
of
look
at
this
I
think
that
gives
a
better
perspective
on
where
we
sit
compared
to
other
day
other
cities
in
the
state
about
50,000
and
that's
to
look
at
what
the
median
residential
tax
bill
might
be.
So
what
we
did
was
we
took
our
tax
rate
and
all
the
other
cities
tax
rates
and
we
found
what
their
median
home
values
were
and
we
plugged
them
into
this
chart.
K
K
K
So
you
know
the
last
few
years
you
can
see
things
have
stayed
pretty
flat
and
our
average
tax
base
growth
over
the
last
few
years
has
have
been
about
1.9
percent,
its
ticked
up
a
little
bit
in
the
last
few
years.
We're
projecting
3%
tax
base
growth
in
the
current
year.
There
is
a
lot
of
construction
going
on,
but
even
at
that
level
a
three
percent
tax
rate
or
tax
base
increase
in
a
given
year
only
brings
in
a
little
under
200
a
little
under
2
million
dollars
in
new
revenue
to
the
city.
K
A
K
A
K
Then
what
you've
seen
a
typical
revaluation
here
is
a
really
big
increase
in
your
values,
and
that
happened
in
FY
18
it's
about
30%.
So
those
are
the
two
years
in
which
we
had
revaluation
and
you
can
see
with
the
most
recent
one
we
lower
the
tax
rate
down
to
the
revenue
neutral,
plus
the
three
and
a
half
cents
for
the
Geo
bonds.
We
did
have
a
couple
of
increases
again
with
the
revaluation
in
FY
14,
actually
lowered
the
tax
base.
K
E
L
F
A
K
H
J
Sort
of
a
basic
one,
but
but
you
know
property
taxes
are
only
paid
by
the
property.
Here.
You
live
in
Nashville
right.
We
saw
in
Barbara's
slide.
One
of
her
presentations
about
will
have
a
population
increase
about
forty
nine
point:
nine
percent
per
day,
which
comes
through
tourists
and
commuters,
and
and
obviously
that
is
the
highest
in
the
state
over
here,
which
means
that
sort
of
losing
that
I
mean
it
looks
as
if
almost
in
North
Carolina.
L
G
I
K
Okay,
so
moving
on
to
sales
taxes,
cell
sex
are
the
second
biggest
revenue
source
in
the
general
fund,
very
different
than
than
property
taxes.
For
several
reasons,
one
is
we
have
no
control
over
the
rate
it's
set
by
the
state
of
North
Carolina.
There
are
some
provisions
in
the
general
statutes
that
allow
counties
to
have
a
referendum,
to
increase
the
rate
for
some
specific
things
and
you'll
Buncombe
County
has
done
that
for
the
a
BTEC
sales
tax,
it's
applied
to
all
goods
and
services
by
county.
K
K
One
thing
I
think
that's
key
to
know
about
that
is
that
there
is
a
lag
time
of
about
three
months,
and
so
that
makes
it
a
little
difficult
as
we're
projecting
revenue
for
the
budget
each
year,
because
we
don't
have
a
whole
lot
of
up-to-date
information
when
we're
making
budget
projections,
and
so
we're
really
looking
back
three
months.
And
so
when
we
come
to
you
all,
for
example,
with
the
first
quarter
report,
we
don't
have
any
real
sales
tax
data
for
the
current
year
to
base
our
to
compare
against
our
projections.
K
So
in
Buncombe
County,
the
the
sales
tax
rate
is
seven
percent.
So
what
that
means?
If
someone
goes
to,
you
know
Best
Buy
and
they
buy
TV
and
let's
say
they
get
a
thriller
cheap
TV
for
a
hundred
bucks,
they're
paying
seven
dollars
in
sales
taxes,
and
this
slide
shows
you
that
of
that
seven
dollars.
The
vast
majority
that
goes
back
to
the
state,
there's
a
very
little
bit
that
goes
to
the
ad
tech.
K
A
Tony
a
couple
things
to
note
on
this:
one
is
the
staff
report.
The
memo
that
hyperlink
to
the
electronic
Genda
has
a
really
good
discussion
about
how
all
the
state
statutes
that
apply
to
sales,
tax
distribution
and
the
other
is
Buncombe.
County
is
one
of
the
counties
in
the
state
that
actually
subsidizes
the
rest
of
the
state
and
sales
tax.
A
K
It's
as
I
mentioned
once
the
state
determines
that
the
amount
of
sales
tax
revenue
available
to
each
County,
then
that
money
gets
gets
distributed
back
to
the
county
and
again
the
system
here
in
North
Carolina's.
A
little
complicated
counties
can
choose
one
of
two
methods:
to
distribute
sales
tax
revenue
either.
What's
called
the
ad
valorem
method
or
the
population
method,
Buncombe
County
chooses
to
do
choose
to
distribute
by
the
ad
valorem
method.
K
Schools
are
lumped
in
with
the
Buncombe
County
number
at
the
top
they're
not
broken
out
separately,
and
that's
that's
just
how
the
state
provides
the
information,
but
you
can
see
that
we
currently
get
about
20%
of
the
sales
tax
revenue
that
comes
back
to
from
from
the
state.
If
welcome
County
were
ever
to
choose
to
change
to
the
population
method
and
there
they
can
do
that
by
state
statute
once
a
year
every
year
on
in
April,
they
were
to
choose
to,
it
would
increase
the
city's
share
to
24%.
K
G
K
Yeah,
it
does
okay,
so
just
want
to
show
you
guys
a
slide
with
some
trend
data
because
we
mentioned
sales.
Tax
revenue
can
be
very
volatile,
unlike
property
tax
revenue.
So
when
there
is
when
there
are
bad
economic
times
economic
recession,
you
can
actually
receive
less
revenue
in
a
given
year
than
you
did
before,
and
you
can
see
the
very
tail
end
of
the
recession
where
we
got
less
revenue
in
a
couple
years,
pretty
substantial
declines,
and
then
we
came
out
of
the
recession.
K
There's
been
some
good
growth,
the
state
expanded
the
sales
tax
base
and
FY
15,
so
that
led
to
that
that
big
jump
there
I
will
say:
we've
projected
5%
growth
for
the
current
year
and
that's
essentially
what
we're
seeing
at
FY
18,
which
would
be
the
next
year
on
this
slide.
You
know
we're
pretty
far
into
an
economic
expansion,
and
so
you
know
we're
not
seeing
these.
You
know
big
8
to
10
percent
growth
in
sales
tax
revenue,
it's
kind
of
leveled
off.
It's
kind
of
moderated
around
the
5
percent
range.
K
Okay,
the
next
revenues
for
someone
to
go
over.
This
is
the
state
utility
taxes.
It's
probably
one
that
folks
don't
know
a
lot
about,
but
it
is
about
eight
point:
seven
million
dollars
that
we
get
again.
This
is
a
the
rates
are
set
by
the
state
and
it's
essentially
a
sales
tax
that
the
state
applies
to
electricity,
natural
gas,
telecommunications
and
video
programming.
So
when
you
get
your
electricity
bill,
you
take
a
look.
K
You'll
see,
there's
a
state
sales
tax
on
there
and
they
take
a
portion
of
that
money
and
they
distribute
it
back
to
local
governments
on
a
quarterly
basis.
So
out
of
that
eight
eight
point:
six,
seven
million
dollars.
The
biggest
chunk
of
that
is
electricity.
That's
about
six
million
dollars
that
we
get
in
revenue
from
electricity
sales
taxes.
K
K
We
get
more
same
thing
as
true
of
natural
gas,
and
so
those
those
two
sources
are
very
much
dependent
on
the
weather
and
and
some
to
some
degree,
the
economy,
but
but
mainly
it's
the
weather,
the
other
two
pieces,
the
video
programming
and
the
telecommunications
we've
actually
seen
those
revenues
been
declining
over
the
past
few
years.
Video
programming,
as
people
cut,
to
cut
the
cable
cord
we're
getting
less
revenue
from
that
and
telecommunications
has
also
been
declining
somewhat,
as
people
eliminate
their
home
phone
lines
and
so
we're
not
getting.
E
K
Revenue
from
those
you
can
kind
of
see
with
on
the
trend
data
here,
it
was
going
up
for
a
while.
The
state
actually
changed
the
formula
and
FY
15.
There
was
a
big
jump
in
revenue
from
from
these
taxes,
but
in
the
last
couple
of
years
it's
beginning
to
moderate.
A
little
bit
has
actually
declined,
and
so
that's
yeah,
that's
a
revenue
source
that
that's
not
really
growing
all
that
much
and
it
is
an
important
revenue
source
for
us.
K
So
the
last
last
piece
of
the
pie
there
I
just
wanted
to
talk
briefly
about
some
of
the
other
revenue
sources
that
are
significant
in
that
other
pie
slice
there.
The
biggest
of
those
is
the
solid
waste
fee
at
four
point:
eight
million
dollars
annually
is
how
much
it
brings
in
that's
the
twelve
dollar
monthly
bill
that
we
charge
residents
for
garbage
collection.
K
K
We
get
2.4
million
dollars
through,
what's
called
the
PAL,
will
program
in
North
Carolina
and
that's
a
an
intergovernmental
revenue
that
the
state
gives
us
and
it's
dedicated
to
Street
maintenance,
sidewalk
maintenance
and
those
kind
of
functions.
We
also
get
about
2.2
to
2.4
million
dollars
from
the
local
ABC
board
every
year.
The
way
that
system
is
set
up
is
the
city
gets
75
percent
of
the
net
profits
of
the
ABC
board,
Buncombe
County
gets
25
percent
and
so
on
a
quarterly
basis.
K
K
The
parts
of
rec
fees
about
1.9
million,
most
of
that
well
about
half
of
that-
is
there's
money
that
is
revenue
from
the
Nature
Center
and
then
finally,
the
motor
vehicle
license
fee
and
the
general
fund
bank
brings
in
about
1.7
million.
That's
the
$30
fee
that
folks
get
under
their
tax
bills
when
they're
built
for
their
motor
vehicle
property
taxes.
K
So
just
some
quick
takeaways
from
the
general
fund
revenues
again
property
taxes
is
a
consistent
source
with
steady,
moderate
growth,
it's
the
one,
major
revenue
source,
that's
controlled
at
the
local
level.
Sales
tax
set
by
the
state
distribute
to
the
county
fluctuates
with
the
economy,
can
be,
can
be
volatile
same
with
utility
taxes,
primarily
impacted
by
the
weather
and
then
most
of
the
other
revenues.
There's
some
city
control.
K
The
lot
of
those
fees
are
set
to
cover
the
cost
of
those
two
city,
specific
services,
and
so
there's
not
as
much
flexibility
to
change
rates,
there's,
as
you
might
think,
okay,
so
with
that
in
the
transition
into
general
fund
expenditures
and
hit
some
of
the
highlights
in
the
general
fund.
So
again
it's
a
the
FY
1819.
The
general
fund
budget
is
about
one
hundred
and
twenty
four
million
dollars
and
the
I
think
the
key
takeaway
here
is
that
you
know
we're
a
service
organization
and
so
as
a
service
organization.
K
K
We
have
added
positions
over
the
last
few
years
in
the
general
fund,
we've
added
positions
and
public
safety,
we've
also
added
physicians
in
capital
projects,
with
the
passage
of
the
bond
referendum,
we've
sourced
some
activities
that
were
previously
contracted
out
in
public
works,
and
so
overall
we
have
seen
an
increase
in
the
number
of
ft
positions.
Over
the
past
five
years,
our
salary
adjustment
history,
we
have
been
giving
general
wage
increases
every
year
in
the
last
five
years.
K
Switching
over
to
the
benefits
side
of
the
budget,
you
can
see
the
by
formally
the
largest
component
of
our
benefits
budget
is
health
insurance
and
that's
health,
dental
in
life.
It's
about
9.5
million
dollars.
The
next
piece
is
four
point:
two
in
a
ledgers:
that's
the
state
pension
program
that
the
city
is
required
to
contribute
into
an
employee's
behalf
and
that
our
401k
and
457
programs
is
about
3.5
million
FICO,
which
is
our
Social
Security
and
Medicare
obligation.
K
We
have
our
city
self-funded
workers,
compensation
program,
and
so
each
department
contributes
into
that
fund
based
on
the
number
of
employees
in
that
department
and
that's
about
for
the
general
fund,
at
least
about
1.1
million.
That
goes
in
our
annual
OPEC
contribution,
which
is
far
post
employment,
post
employment,
retirement
benefits.
We've
been
increasing
that
every
year,
as
you
all
know,
the
general
fund
piece
of
that
is
now
up
to
about
1.1
million
dollars.
So
again,
I
think
the
takeaway
here
is
that
the
biggest
component
of
our
benefits
budget
is
for
health
insurance.
So.
J
J
K
Okay,
so
some
trend
data
on
our
benefits.
They
have
been
going
up.
It's
been
kind
of
a
moderate
increase
that
we've
seen
healthy
health
insurance
costs
have
continued
to
go
up,
but
they
haven't
gone
up
into
quite
the
rate
they
were
going
up
with
or
going
up
by
in
the
years
preceding
this,
so
the
pace
of
increase
is
there.
It's
moderated
somewhat.
We've
there's
been
a
few
state
mandated
increases
to
what
we
put
into
the
pension
system
every
year.
So
that's
influence
this
as
well
again.
K
Looking
at
some
of
our
key
operating
cost
drivers,
that's
it
one
of
the
takeaways
from
this
slide
is
also
some
of
these
larger
operating
cost
components
or
things
that
are
that
are
fixed
and
kind
of
out
of
our
control.
In
some
ways,
the
tipping
fees
obviously
is
what
we
pay
the
county
for
for
disposing
of
our
solid
waste.
We've
entered
into
some
economic
incentive
agreements
over
the
years
that
the
city
is
currently
paying
those
out.
We
have
maintenance,
repairs
for
our
City
Hall
and
other
facilities
that
we
own
the
city.
K
Each
department
on
the
general
fund
contributes
into
the
city's
liability
insurance
program.
That's
a
big
component.
Our
fleet
and
fuel
is
about
1.8
million
dollars
in
the
general
fund,
and
then
you
know
the
biggest
component
is
to
slaughter
them
that
we
call
contracted
services
and
there's
a
lot
of
things
in
that
contracted
services
budget.
We
tried
to
hit
some
of
the
highlights
here,
some
of
the
larger
things
that
we
contract
out
in
the
general
fund
that
total
about
3.6
million
of
that
4.9
and
the
biggest
is
our
curbside
recycling
program,
which
is
about
1.2
million.
A
About
that
honey,
if
you'll
the
economic
incentives,
one
that
you
passed
up
I
just
think
it's
worth
a
little
more
explanation,
because
this
makes
it
look
like
you
know
well,
anyway,
my
understanding
of
the
economic
centers
line
item
are
projects
that
have
been
heard
in
this
chamber
that
we
have
voted
on.
They've
all
been
on
our
agenda
and
those
are
projects
where
whoever's
getting
that
economic
incentive
is
making
improvements,
making
investments
that
will
bring
in
additional
tax
revenue
and
they
receive
a
portion
of
that
back.
Those.
A
This
is
offset
by
the
additional
revenue
they
are
bringing
to
the
city
once
they've
completed.
They
don't
get
an
advance
on
that
they
have
to
actually
produce
the
additional
revenue
for
the
city.
Yes,
okay,
just
to
to
clarify
that
point,
because
I
think
you
know
people
people
may
believe
that
somehow
there
are
all
kinds
of
different
groups
receiving
incentives
all
over
the
city,
that
they
don't
know
about
or
I
often
see
one
where
people
say
they
think
hotel.
L
A
K
Okay,
so
the
term
fund
does
provide
support
to
two
of
our
enterprise
funds,
the
US
Cellular
center
fund
and
the
transit
services
fund.
You
can
see
for
the
US
Cellular
center
fund
that
the
trend
over
the
last
five
years
has
been
that
that
support
has
been
flat.
Cellular
centers
enjoyed
some
really
good
years
on
an
operate
from
an
Operations
perspective,
and
so
their
revenues
have
covered
their
expenses
on
a
fairly
consistent
basis,
and
so
we've
been
able
to
keep
the
general
fund
contribution
flat.
K
Over
that
time,
there
has
been
a
fairly
substantial
increase
in
and
the
supports
were
transit
over
the
last
five
years.
There's
been
service
expansions
that
have
been
funded
with
general
fund
dollars.
There's
also
been
a
loss
of
or
a
decrease
in,
money
that
we
get
from
the
federal
government
and
the
state
government
to
support
transit,
and
so
the
general
fund
has
had
to
make
up
those
dollars,
and
then
you
know,
in
addition
to
this,
this
does
not
include
the
parking
fund
contribution,
that's
also
going
into
the
transit
fund
as
well.
K
So
we
definitely
made
some
investments
in
our
in
our
transit
services
over
the
last
five
years.
Well,
our
capital
and
debt
trends.
As
you
all
know,
we
had
the
passage
of
the
bond
program
in
2016
and
even
before
that,
City
Council
had
raised
taxes
by
three
cents
and
dedicated
that
to
the
capital
program
back
in
FY
14,
so
we've
definitely
ought
to
ramping
up
in
terms
of
our
spending
on
capital
and
debt
over
the
last
five
years.
The
I
think
this
reflects
a
positive
trend
and
shows
our
investment
in
that
area.
K
One
thing
one
result
of
that
and
I
did
good
financial
stewardship
is
the
city
has
seen
an
upgrade
and
its
bond
rating
we're
upgrading
to
triple-a
in
2015
by
standard
implores
and
then
in
October
of
seventeen.
We
were
up
created
to
triple-a
by
Moody's
as
well
and
then
finally,
I
think
this
is
close
to
the
end
of
the
slides
on
the
expenditure
side.
But
I
want
to
talk
a
little
bit
about
unassigned
fund
balance.
So
we
have
this
chart.
K
That
shows
where
fund
balances
ended
the
year
of
the
last
five
years
and,
as
you
all
know,
our
policy
is
that
we
maintain
a
15%,
unassigned
fund
balance
and
that's
that
that
blue
straight
line
that
goes
straight
across
there
and
I
think
the
general
takeaway
I.
Think
from
this
slide
is
that
we've
done
a
good
job,
City
counseling,
staffs
of
maintaining
a
fund
balance
and
within
a
range
that
you
all
are
comfortable
with.
K
K
It
does
show
that
it's
dipping
a
little
bit
in
the
current
year,
but
you
have
to
remember
that
the
1818
number
and
the
19
number
are
based
off
of
estimates
and
budgets
as
opposed
to
actual
as
all
the
other
years
are
based
off
of
actuals.
And
so
the
anticipation
is
that
those
those
percentages
and
numbers
will
probably
be
higher
than
what
we
have
estimated,
because
we
typically
budget
conservatively
to
start
the
year
and
we
hope
to
see
those
numbers
come
in
higher.
K
We've
added
some
positions
over
the
past
year
past
few
years,
we'll
continue
to
see
some
modest
increases
in
our
benefit
costs
along
the
way
on
the
operating
side.
Overall,
operating
costs
have
been
pretty
modest.
Operating
cost
increases
have
been
pretty
modest.
We
have,
as
you
saw,
increased
our
investment
in
transit
services,
same
thing
on
the
capital
side,
we've
definitely
increased,
our
investment
in
our
local
infrastructure
and
capital
and
our
fund
balance
usage
has
been
consistent
with
policy
over
this
time.
E
J
Just
really
so
Tony
one
one
thing:
I
should
have
asked
on
the
revenues.
So
on
the
revenues
you
know
in
terms
of
property
tax,
who
also
doesn't
pay
property,
tax
or
nonprofits
right,
correct,
so
educational
facilities
or
others
and
in
other
municipalities
there's
things
called
pilots
which
are
payments
in
lieu
of
taxes
are
and
I
asked
Barbara.
This
question
the
finance
committee
meeting
has
appear
as
well.
There
are
any
Ebony's
Atmel
a
pilots
here
in
the
city.
Are
there
we.
K
Get
a
small
pilot
pilot
to
Nashville,
Housing,
Authority
I
think
that's
somewhere
in
the
neighborhood
of
50
or
$60,000
a
year.
It's
not
a
large
amount
and
Scott
Burnett.
Now,
director
done
with
this
afterwards,
we
do
get
a
payment
from
the
state,
not
from
UNCA,
but
we
get
payment
from
the
state
from
providing
fire
protection
to
the
property
there.
So
those
are
two
small
examples,
but
in
general
no
there's
no
big
pilot
payments
that
weekend
right.
J
And
just
interest
services
to
tie
the
the
revenues
the
expenses
I
mean
you.
You
show
the
property
taxes,
so
it
has
modest
growth
right
anywhere
from
like
1.9
percent
around
1%,
which
is
pretty
typical
of
expenditure
in
though
77
that
million
dollars
is
personnel
related,
they
were
just
like
health
insurance
cost,
which
may
have
a
baby,
but
are
still
going
up
by
probably
around
5%
salaries.
You
know
around,
you
know
two
and
a
half
three
percent.
K
A
K
And
most
of
these
functions
they
were
talking
about
are
internal
departments
internal
facing,
but
they
do
have
some
some
key
external
partners
that
they
work
with
as
well
and
obviously
a
lot
of
what
is
done
here
is
you
know,
based
around
North
Carolina,
General,
Statutes
and
city
of
Asheville
Charter
and
again,
the
key
external
partners
that
focus
on
second
floor
are
working
with
the
General
Assembly
Buncombe
County
boards
and
commissions
City
Council,
and
so
that's
that's
a
short
list
of
those.
So
what
does
the
budget
look
like
for
those
those
functions?
K
It's
about
2.9
million
dollars
overall,
there's
there's
19
positions
between
those
those
four
different
functions
and
this
donut
chart
which
you're
going
to
see
with
every
department?
Typically
you're
going
to
see
most
departments
again,
because
we
are
a
service
organization
organization,
the
salaries
and
the
benefits
slides.
Our
sections
are
going
to
be
the
biggest
components
of
that,
and
that's
certainly
the
case
here.
It
with
the
with
these
functions
on
second
floor
I.
Think
it's
somewhere
around
the
neighborhood
of
80
percent.
K
Maybe
of
the
budget
is
personnel
costs,
and
this
is
just
a
breakdown
of
those
I.
Think
I
said
four,
but
I
guess
it's
five
functions
because
I
left
off
internal
audit,
but
here's
the
overall
division
budgets
for
those
you
can
see:
city
management,
city,
turning
the
largest
components
again,
there's
there's
more
people
in
those
areas
than
there
are
in
the
areas
down
below.
K
So
some
some
trends
in
spending
you
can
see.
Overall
trends
have
been
up
in
this
area.
There
have
been
some
some
some
ups
and
downs
and
FY
17
18.
There
were
some
significant
vacancies,
was
an
assistant
city
manager
position
being
vacant
for
most
of
the
year,
and
so
costs
were
down
a
little
bit
there.
There
also
have
been
some
movement
of
expenses.
We
move
some
expenses
that
were
being
charged
somewhere
else
in
the
in
the
budget
into
the
city
manager,
rates
of
the
city
attorney's
function,
and
so
that
boosted
cost
stuff.
K
We've
also
added
some
positions.
We
added
a
deputy
city
clerk
position.
We
also
added
a
new
position
this
year
from
the
public
records,
and
so
there
have
been
a
handful
of
new
positions
added
and
some
expenses
moved
in
from
other
areas
into
these
these
areas.
So
what
are
some
of
the
big
or
major
cost
drivers?
Again
we're
really
talking
as
a
small
part
of
the
budget
here
and
so
on
the
operating
cost
side.
What
are
some
of
the
biggest
components?
K
The
largest
of
amongst
these
is
our
outside
legal
counsel,
budget,
which
is
about
$100,000
contracted
services
and
our
internal
audit
division,
which
is
mainly
for
the
external
audit
that
we
hire
folks
to
come
in
and
review
our.
But
our
books
is
about
95,000,
there's
a
72
thousand
dollar
contract
with
a
representative
at
the
state
legislature,
that's
paid
out
of
the
legal
budget
and
then
again,
you're
gonna
see
this
liability
insurance
cost
element
in
almost
every
department
cause.
K
So
what
were
some
of
the
changes?
In
the
current
budget
year,
like
I
mentioned,
we
added
a
new
request
or
a
new
physician
in
the
City
Clerk's
area
to
handle
public
record
requests.
We
also
moved
in
funding
political
audit.
It
previously
been
in
the
finance
department,
and
we
move
that
into
the
internal
audit
division.
So
those
are
a
couple.
K
G
Got
a
couple
of
questions
about
the
the
public
records
requests
and
you
may
or
may
not
be
able
to
answer
this,
but
are
we
so
number
one?
Is
this
a
trend?
Do
you
know
if
this
is
a
trend
across
other
cities
in
North
Carolina,
that
people
are
just
more
engaged
in
government
and
so
they're?
Getting
there
they're
asking
for
more
information,
or
is
this
something
that's
somewhat
unique
to
Asheville.
M
G
M
More
and
more,
we
are
able
to
point
to
links
on
the
website,
but
a
lot
of
what
we're
seeing
is
also
requests
for
information,
so
deep,
diving,
deeper
into
those
records,
requests
and
trying
to
give
that
information.
It's
not
necessarily
part
of
the
public
records
request,
but
we
try
to
offer
up
as
much
as
available
so
we'll
work
with
the
different
departments
on
their
various
answers
and
research
right.
G
M
K
N
Greetings,
madam
mayor
vice
mayor,
councilmembers,
amber
Weaver
with
office,
sustainability
and
I
will
give
you
a
quick
overview
of
our
budget
for
this
upcoming
fiscal
year
when
reviewing
the
services
that
the
Office
of
Sustainability
provides,
we
have
them
in
three
buckets
of
energy
management,
healthy
food
systems
and
waste
reduction.
However,
if
you
unpack
each
of
those
they
go,
they
drill
down
a
bit
deeper.
Energy
management
includes
our
climate,
resiliency
assessment,
LED
streetlights,
eighty
percent
carbon
reduction
goal
the
energy
innovation
task
force
in
the
Blue
Horizons
campaign.
N
Partners
are
very
important
to
our
office
of
two.
We
help
implement
and
support
sustainability
practices
and
energy
management,
waste
reduction,
food
policy
and
sustainable
design
and
technology
for
our
internal
partners.
We've
highlighted
a
couple
that
play
a
significant
role
in
the
work
that
we
do
around
energy
and
waste,
and
we
also
have
numerous
external
partners.
I
was
limited
to
the
amount
I
could
list
here.
Are
some
but
of
course
we
try
to
leverage
the
resources
of
professional
organizations
in
Asheville?
A
fine
example
is
Duke
Energy
progress.
N
N
N
Through
those
cost
savings
they
help
fund
our
projects
over
the
years
that
has
the
funding
of
those
projects
aren't
just
limited
to
energy.
It
also
helps
to
fund
some
of
our
partnerships
that
we
outlined
in
our
external
partners,
as
well
as
some
of
the
work
with
waste
reduction
as
waste
reduction,
as
well
as
other
projects
that
include
food
policy
as
well.
N
L
L
N
K
So
the
job,
no,
no,
we
install
the
LED
streetlights
a
number
of
years
ago,
and
we
did
that.
We
borrowed
money
to
installment
financing,
to
do
that
and
so
you
to
follow.
In
your
example,
let's
say
that
the
budget
before
installation
of
LED
streetlights
or
the
cost
was
a
million
dollars
a
year
for
the
streetlights
after
we
installed
and
they
went
down
to
save
800,000.
So
first
thing
we
do
with
the
money.
K
Is
we
pay
the
debt
service
on
the
money
we
borrowed
and
then
whatever
is
left
over
after
we
pay
that
debt
service
goes
into
Amber's
green
revolving
fund,
and
so
they
get
they
get
a
portion
of
that.
We've
tried
in
the
past
few
years
to
estimate
on
the
front
end
how
much
that
amount
is
going
to
be
that
she
gets
from
the
streetlight
savings.
K
That's
just
been
rolling
forward
in
the
green
fund
and
that's
what
that
six
hundred
and
sixty
two
thousand
is,
and
so
once
we
revise
the
budget
in
the
current
year
to
include
that
money
from
prior
years
she's
going
to
have
a
proxy
1.3
million
available
to
spend
in
the
current
year.
Does
that
make
sense?
It.
L
N
K
K
K
G
N
N
G
N
G
N
It's
so
quick
review
of
the
projects
that
we
have
moving
forward
is
we
are
continuing
to
work
on
the
food
policy
action
plan,
specifically
around
mapping
and
creating
metrics
around
food
and
growing
food
on
city
property.
We
are
working
on
waste
reduction
through
community
education
and
workshops
through
some
of
our
partnerships
as
requests
for
FY
19.
Around
waste
reduction
efforts
were
not
funded.
N
We
will
continue
to
meet
the
carbon
carbon
reduction
goal
and
and
focusing
in
on
meeting
the
4%
specifically
that
were
to
meet
year-to-year
and,
of
course,
we
help
manage
the
energy
innovation
task
force
and
the
two
hundred
and
five
thousand
dollars
that
are
allocated
towards
the
energy
innovation
task
force
to
support
the
Blue
Horizons
project
and
this
year
we're
also
working
on
some
public
outreach
and
around
our
climate
resiliency
assessment,
and
that's
it
for
FY
19
I'm
happy
to
answer
any
questions
that
you
might
have.
Oh.
L
L
L
F
I
D
D
Then
in
2017
there
was
some
funding
put
towards
a
position.
The
equity
inclusion
manager
position
initiated
the
disparity
study
to
look
at
businesses
in
our
history,
with
businesses
for
the
last
I
think
five
years,
as
well
as
the
initiation
of
the
Blue
Ribbon
task
force
on
human
on
Human,
Relations
Commission
and
then,
as
you
know,
the
equity
action
plan
was
adopted.
This
past
June
and
we're
working
on
implementing
it.
D
So,
as
you
know,
this
type
of
work,
changing
culture
and
doing
business
differently
requires
more
than
just
one
office
or
one
person
to
do
this
work.
So
we
work
with
our
key
partners
internally
and
externally.
In
addition
to
what's
listed
here,
we
also
work
very
closely
with
HR
finance
and
purchasing
community
engagement,
sorry
Communications
and
public
engagement
and
community
and
economic
development.
D
Those
also
correlate
to
the
areas,
the
major
areas
in
the
equity
action
plan
when
we're
focusing
we're
we're
beginning
our
focus
in
addition
to
that,
we
work
with
the
entire
management
team
may
help
with
the
leadership
in
the
getting
the
buy-in
across
the
city
to
implement
this.
This
plan
and
the
work
that
we're
doing
for
around
equity
and
inclusion.
D
In
addition
to
that,
we
have
our
external
partners,
because,
even
if
the
city
of
Asheville
city
government,
you
know,
makes
everything
better
and
we
work
on
equity
and
inclusion,
there's
still
lots
of
issues
going
on
structurally
and
systemically
in
our
community,
and
we
need
partners
to
help
us
with
that.
So
we
have
the
work
we're
working
directly
with
the
Human
Relations
Commission.
We
support
that
Commission.
D
We
are
at
one
FTE
currently,
but
this
year
again
we
were
budgeted
for
four
FTE
and
they
are
phased.
The
other
three
FTE
or
phase
throughout
the
year,
we're
in
the
process
of
working
on
getting
folks
hired.
But
you
can
see
how
our
budget
separates
out.
We
are
different
from
sustainability
and
more
like
the
other
departments,
where
salaries
and
benefits
take
up
a
larger
chunk
of
the
budget
than
than
operating
costs.
D
We
will
provide
more
support
to
the
Human
Relations
Commission
of
Asheville,
helping
them
with
the
reporting
of
discrimination,
complaints
and
conducting
the
research
conducting
research
and
reporting
on
that
that
research
and
then
again
working
with
inclusive
public
outreach
and
community
engagement
for
families
or
community
members
that
are
not
a
part
of
any
organized
entity
that
we
deal
with
or
work
with.
Currently
in
our
community
engagement
efforts.
D
Some
challenges
that
we
expect
to
encounter
the
just
the
largeness
of
coordinating
and
equity
plan.
That's
across
the
city,
14
part
14,
plus
departments
and
divisions,
building
trust
within
the
community,
especially
community
members
that
are
most
impacted
by
the
disparities
that
we
know
exist
in
our
community
and
then
also
data
collection.
We
there
are
numerous
areas
where
we
don't
disaggregate
data
or
we
haven't
gone
deep
enough.
We
haven't
put
systems
in
place
to
be
able
to
count
what
we
really
need
to
account.
D
So
there'll
be
a
lot
of
work
for
us
to
start
from
kind
of
ground,
zero
to
understand
how
to
collect
that
data
and
get
good
data
so
that
we
can
understand
really
what
that's
not
what
the
disparities
are.
But
how
deep
disparities
are,
what
the
different
types
of
disparities
are
and
then
how
we
can
track
the
activities,
the
impact
and
the
outcomes
of
our
work
and
also
to
make
sure
that
there's
transparency.
D
So
the
goals
for
this
year
get
our
new
people
on
board
and
get
them
working
resolve
the
data
collection
and
reporting
challenges
that
I
just
spoke
about
support
the
fully
operational,
eight
Human
Relations
Commission
of
Asheville,
and
develop
an
actual,
develop
and
also
implement
our
racial
equity
analysis
tool
that
will
be
used,
hopefully
by
all
staff,
as
we
make
decisions
as
well
as
as
we
prepare
policy
recommendations,
and
hopefully,
council
will
decide
to
use
this
lens
as
well.
This
tool
to
help
with
making
decisions.
Any
questions
I
can
answer
for
you,
I.
G
Have
a
quick
question
so
I
asked
this
question
before
handing
and
got
an
answer
to
it
about
the
the
number
in
your
budget
around
contracted
services,
maybe
and
I
think
the
answer
was
that
that's
for
someone
to
do
continue
to
do
equity,
trainings
with
city
staff,
and
my
question
is:
are
any
of
the
new
people
that
we're
hiring
going
to
be
it?
Is
there?
Is
there
a
plan
for
those
people
to
be
in
a
position
any
one
of
those
people
to
be
in
a
position
to
do
that?
G
I
D
I
D
Asked
exactly
and
just
a
little
bit
of
background
that
the
amount
of
contracted
services
for
that
first
year
was
very
small
and
it
took
more
than
what
was
in
the
budget.
So
we
collaborated
and
partnered
with
a
number
of
departments
to
make
sure
that
we
got
trained
and
and
we're
able
to
get
started
with
our
equity
action
team.
So
that's,
why
did
it
started
off
at
one
number
went
up
and
then
it
should
go
down.
G
I,
just
my
only
other
comment
would
be
I
appreciate
your
the
you
know
the
fact
that
this,
and
hopefully
we've
set
it
up
this
way
and
you're
approaching
it.
This
way
that
you
know
equity
is
not
just
going
to
be
a
thing
that
lives
in
your
office.
For
it
to
be
effective,
it
has
to
be
citywide
all
departments
going
down
to
the
to
all
levels,
and
you
know
you
you
just
made
the
comment
about
to.
In
order
to
grow
your
impact,
you
had
to
grow
your
staff
and
I'll.
G
Just
this
is
the
sort
of
the
way
I
view.
It
I
actually
view
our
sustainability
efforts
to
be
very
similar
and
in
fact,
when
we
were
viewing
all
the
public
engagement
around
your
program
before
you
were
hired.
I
used
that
as
an
analogy
for
people
who
were
very
skeptical
that
the
city
was
really
going
to
do
anything
meaningful
and
you
know
I
said:
we've
you've
got
to
start
somewhere,
you've
got
to
start
with
a
person,
and
then
they
develop
a
program,
and
then
we
snap
it
up,
and
then
we
put
money
to
it.
G
Just
like
we've
done
with
sustainability-
and
you
know
it
at
this
point.
The
the
equity
program
has
to
those
two
slides
have
sort
of
far
surpassed
the
staffing
resources
in
our
sustainability
office
and
so
again,
I'll
just
put
a
plug
that
sustainability
works.
The
same
way.
It's
got
to
be
departmental
wide.
It's
got
to
between
city
wide.
It's
got
to
go
all
the
way
down
and
we've
got
to
have
the
staff
to
grow
the
impact
so
I'm
glad
you're
setting.
D
Like
to
focus
back
in
on
this
slide
that
talked
about
the
internal
partners
and
I
know,
sustainability
has
numerous
internal
partners
as
well,
and
the
key
to
being
able
to
operate
with
a
smaller
number
of
staff
is
really
the
internal
partnerships
that
need
to
happen.
The
level
or
amount
of
leadership
that
we
need
at
our
management
team
level,
as
well
as
working
towards
better
communication
or
communicating
well
so
that
we
get
buy-in
all
across
the
organization
and
I
know
that
sustainability
works
at
that
just
as
much
as
we
will
be
working
at
that.
B
B
But
I'm
not
sure
that
the
work
that
we
need
to
do
as
recommendations
from
the
HRC
a
that
we
may
need
more
consultant
money
to
implement
some
of
those
recommendations.
So
I
wouldn't
want
you
all
to
think
that
over
all
that
the
consulting
budget,
immunity
or
the
need
for
services
we're
going
to
find
out
that
we
need
to
actually
spend
more
resources.
As
we
get
more
recommendations
from
that
career
yeah.
D
That
makes
sense,
and
I
and
I
would
agree
with
that,
especially
since
the
Human
Relations
Commission
of
Asheville
looks
at
up
I,
wouldn't
say
necessary,
a
broader
scale
of
discrimination,
but
there
they
are
looking
at
a
number
of
areas.
Some
are
within
the
city's
purview
and
some
are
not,
and
so
there
may
be
yeah
and
with
us
with
office
of
equity
and
inclusion
being
the
the
sponsoring
or
supporting
Department
for
the
HRC
a
it
would
be
in
that
budget
that
it
would
come
from.
So
thank
you
for
pointing
it
out.
A
B
Only
thing
I
want
to
do
is
just
recap
what
you
would
like
to
see
in
addition
to
what
we
presented,
and
that
was
the
thing
that
I
captured
is
when
we're
showing
partnerships
to
talk
about
what
those
agreements
are
the
amount
of
money
and
when
they
expire
or
if
their
annual
excuse
me.
So
that's
the
only
thing
that
I
had
captured
I
also
had
captured
a
few
follow
up
that
we'll
send
out
as
an
email
for
questions,
but
just
as
far
as
differencing
presentation,
I
want
to
make
sure
that
that
is
all
that.
You
have.
A
For
me,
I
mean,
in
terms
of
the
format
of
this
presentation
in
the
series
of
meetings
we're
going
to
be
having
in
this
chamber.
I.
Think
that's
fine
I
do
think
that
we
need
to
be
working
on
step
two
of
this
process,
which,
which
really
will
be
more
of
us,
a
community
engagement
piece
I
mean
at
this
stage
of
the
game.
People
have
to
come
here
and
see
these
presentations,
but
one
of
the
one
of
the
models
we
learned
about
what
we
recently
went
to
Durham
on
our
visit.
A
There
was
a
community
engagement
process,
Durham
uses
to
engage
the
community
around
budgeting.
Now
they
have
wards
so
just
because
they
have
districts
which
we
apparently
have
bowed
to
and
that's
how
the
they
decide
how
to
go
out
and
where
to
go
out
into
the
community,
how
to
do
that,
but
but
there
they
also
work
in
tandem
with
their
county,
because,
basically
the
city
is
almost
this:
they
can.
A
There
are
no
other
municipalities
in
the
count
and
they
also
work
with
their
school
system,
so
they
jointly
hold
meetings
but
I
think
we're
gonna
need
to
think
about
how
to
structure
the
the
public
engagement
piece
that
we
have.
So
we
have
that
opportunity
to
hear
from
the
public
in
the
community,
so
I'm
gonna
have
to
come
up
tonight,
but
that
just
so
that
folks
know
because
these,
as
you
know,
for
those
of
you
who
are
work
session,
groupies
and
I
see
some
of
you
out
there.
G
Kathy
I
would
just
ask
so
a
lot
of
times.
I
hear
criticism
of
us
up
here
that
you
know
that
we
don't
ask
any
questions
and
what
you
guys
don't
know
is
that
we
actually
some
ask
a
lot
of
questions
ahead
of
time
by
email
and
we
have
a
memo.
That's
in
response
to
some
of
those
questions
and
Kathy
I'm,
just
wondering
if,
with
the
supporting
material
link
on
the
budget
work
sessions
website,
if
we
can
include
that
or
clue
that
as
a
supplemental
memo
or
something
like
that,
so
yes.
A
The
council
is
provided
a
memo
and
extensive
memo
along
with
the
present.
Well,
not
the
presentations,
but
the
memo
at
least
well
ahead
of
time
and
then
asked
my
staff
with
a
deadline
for
our
questions
to
be
submitted,
and
then
they're
responded
to
so
we've
kind
of
been
able
to
work
through
the
material
in
that
in
that
way,
not
not
as
group
but
individually
before
we
before
we
get
here.