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From YouTube: City Council Budget Work Session – April 11, 2023
Description
Special work session of the Asheville City Council.
Access the agenda and other meeting materials at the City of Asheville website: https://www.ashevillenc.gov/government/city-council-meeting-materials/
A
We
are
going
to
begin
now.
We've
got
a
couple
of
members
absent,
but
we've
got
one
who's
I'm,
probably
coming
in
a
bit
and
one
who
won't
be
able
to
make
it
but
I'm
going
to
turn
it
over
to
the
city
manager,
Deborah
Campbell,
to
take
it
away.
Thank.
B
You
mayor
and
good
afternoon,
everyone
we
are
going
to
provide
you.
This
is
kind
of
a
continuing
conversation
regarding
this
year's
budget,
and
this
work
session
is
going
to
kind
of
respond
to
a
lot
of
the
questions
that
were
asked
at
the
previous
work
session,
but
also
to
provide
you
some
additional
information
about
some
potential
new
Investments.
B
We
also
have
a
recommendation
regarding
the
water
services
fees
and
so
to
help
you,
we
provided
a
memo
which
we
know
we
probably
didn't
get
it
to
you
in
a
timely
manner,
in
addition
to
the
PowerPoint
presentation,
but
it
has
information
that
kind
of
summarizes
this
entire
presentation,
so
hopefully
it'll
be
useful
for
you,
as
you
are
going
through,
as
Taylor
is
going
through
the
slides.
Hopefully
it
will
give
you
kind
of
the
punch
line
for
the
recommendations,
so
at
this
time,
I
will
turn
it
over
to
Taylor
Florida.
B
Who
will
provide
you
with
the
information
that
I
just
outlined
and
Taylor?
Take
it
away.
C
C
So
as
Miss
Campbell
mentioned,
we're
really
going
to
provide
you
all
with
some
updates,
based
on
some
feedback
that
we've
received
from
you
all.
We
will
go
over
some
information
around
fund
balance,
some
updates
on
compensation.
C
We've
talked
a
little
bit
about
new
Investments,
but
some
more
particulars
on
things
that
we're
looking
at
as
it
relates
to
that
and
then
Circle
back
on
the
Water
Services
fees
from
who
was
that
March,
28th
I
believe
was
that
meeting
so
our
key
takeaways
for
today,
the
first
one
should
again,
probably
not
surprise
you.
All
investments
in
employees
are
essential
to
Service
delivery
and
our
largest
driver
in
our
budget
right
now.
C
We're
kind
of
at
the
point
where
we're
trying
to
put
the
puzzle
pieces
together,
we're
trying
to
balance
the
increasing
costs
to
deliver
Services
investment
and
strategic
goals
that
you
all
have
identified
and
are
available
resources
and
then,
finally,
we
believe
that
the
recommended
investments
in
the
water
fund
are
really
critical
to
Service
delivery
and
the
future
and
long-term
Financial
Health
of
that
fund.
C
So
we're
kind
of
here
in
the
middle
of
this
graphic
on
the
budget
development
process
again.
This
is
the
last
plan
work
session
that
we
have
with
you
all.
The
next
time
you
will
see
me
will
be
at
the
proposed
budget,
so
we're
looking
for
feedback
from
you
all
to
make
sure
that
we
are
headed
in
the
right
direction
as
we
move
towards
finalizing
things
for
the
city
managers
proposed
budget.
C
C
So
just
as
a
little
bit
of
a
reminder
on
what
fund
balance
is,
it
is
essentially
money.
That's
left
at
the
end
of
one
fiscal
year
that
can
be
appropriated
to
finance
expenditures
in
the
next
year's
budget
and
that
number
really
comes
from
is
reported
in
our
annual
comprehensive
financial
report
or
our
akfer
and
I
want
to
really
focus
on
that
end
of
the
year
aspect.
Of
that
you
know
we
really
aren't.
C
We
don't
know
what
that
number
is
going
to
be
until
the
act
for
is
completed
and
it
can
change
significantly
based
on
the
cash
position
of
all
of
our
funds,
which
is
getting
into
the
accounting
side
of
Finance,
which
is
certainly
not
my
strong
suit
I
will
admit,
but
it
can
again
change
with
some
of
those
accounting
things
that
happen
as
we
we
look
at
the
year
in,
and
it
really
is
a
snapshot
as
of
that
year
in
July
30th
of
whatever
fiscal
year
we're
talking
about
it
is
required.
C
The
local
government
commission,
the
LGC,
requires
local
governments
to
maintain
a
minimum
eight
percent
fund
balance.
Our
internal
policy
is
to
maintain
a
fun
balance
of
15
and
one
more
reminder.
Fund
balance
is
appropriated
by
Council
action,
so
either
at
budget
adoption
or
a
budget
amendment
during
the
year.
C
So
why
is
it
important
primarily
for
cash
flow
management?
Just
like
with
you
know
any
business
we
have
money,
that's
coming
in
and
going
out.
You
know
whether
that's
our
bi-weekly
payroll
or
significant
payments
for
large
capital
projects,
so
having
a
fund
balance,
helps
us
make
sure
that
we
have
the
the
cash
available
to
make
those
payments.
C
It's
a
key
measure
of
our
fiscal
Health,
again
making
sure
that
we
have
the
money
to
continue
operations
and
as
a
result
of
that,
a
factor
in
determining
our
credit
rating,
which,
for
the
general
fund,
is
Triple
A,
the
highest
that
you
can
get.
And
lastly,
it
helps
provide
Financial
Resources
to
whether
unexpected
crises
and
the
best
example
of
this
is
on
the
coastal
side
of
the
state.
A
lot
of
the
municipalities
and
other
local
governments.
C
There
maintain
a
significant
fund
balance
because,
if
a
hurricane
comes,
they
need
to
be
able
to
pay
people
to
recover
from
that
clean
up
from
that,
and
while
there
may
be,
you
know,
FEMA
money
that
helps
offset
some
of
those
costs.
That
might
not
appear
for
an
extended
period
of
time.
So
again,
it
is
really
important
to
keep
that
as
to
make
sure
that
you're
able
to
weather
those
unexpected
crises.
C
C
It
is
much
higher,
currently
or
I
shouldn't,
say
currently
for
the
end
of
fiscal
year,
2122
at
24
percent,
so
there's
an
opportunity
there,
a
little
bit
of
History
I
think
you
all
have
asked
us
for
this
on
how
we've
used
fund
balance
in
the
past-
and
these
are
examples
of
items
that
we
either
directly
tied
to
a
fund
balance
appropriation
in
the
adapted
budget
or
where
one-time
items
that
were
funded
in
the
budget
and
I
won't
go
through
every
single
one
of
them
one
at
a
time,
but
just
to
pull
out
a
few
items
again,
you
can
see
the
FY
19.
C
Those
were
some
ongoing
costs
with
firefighter
retirement
contribution
and
a
position
upgrading
a
position
to
full
time
in
21
those
are
mostly
or
all
one-time
costs
and
I
believe
that
is
true
for
the
neighborhood.
Well,
the
neighborhood
grants
was
kind
of
starting
that
program
up
and
then
the
disparity
study
in
the
most
recent
fiscal
year
was
one
time
as
well.
C
So
again
we
try
to
focus
those
on
one-time
items,
but
this
fund
balance
appropriation
is
typically
one
of
the
things
that
we
kind
of
go
to
as
we're
putting
that
last
piece
in
the
puzzle.
If
you
will
where,
if
we
kind
of
have
a
little
bit
of
a
gap,
we
have
some
really
key
items
we
want
to
fund.
We
look
at
utilizing
fund
balance
to
make
sure
we're
able
to
to
fund
those
priorities.
C
So
if
I
haven't
caveat
it
enough,
this
is
an
estimate
for
the
current
year
and
I'll
try
to
walk
through
the
math
with
you
all
really
quickly.
So
we
think
in
the
current
year
we
will
end
our
actual
revenues
at
just
over
158
million
in
the
general
fund
expenses
at
156.6
million,
which
would
mean
we
were
adding
1.7
million
to
our
fund
balance.
C
So
the
fund
balance
at
the
beginning
of
this
fiscal
year
again,
as
reported
in
our
akfer,
is
34.6
million.
You
add
the
1.7
to
the
34.6
and
get
36.3,
and
that
is
23
of
that
estimated
expenses
amount.
So
that's
an
estimate
as
of
right
now,
where
we
think
we
will
end
the
current
year
from
a
fund
balance
percentage
perspective.
C
So,
as
you
may
reasonably
wonder
how
our
fund
balance
is
where
it
is
I
would
say
it's
two
things:
one
is
responsible.
Financial
management
we've
tried
to.
You
know
ensure
that
we
spend
within
our
budget.
Of
course,
we
budget
conservatively
on
the
revenue
side
to
ensure
that
again,
at
the
end
of
the
year,
our
revenues-
hopefully,
if
we
did
things
right,
exceed
our
budget
and
our
expenses
do
not
so
that
we
in
the
year
at
a
positive
position.
C
One
thing
that's
been
a
big
factor
in
that,
especially
over
the
last
few
years,
is
really
unprecedented:
sales,
tax
growth
and
that's
probably
been
one
of
the
main
drivers
again
in
the
recent
in
recent
past.
So
as
a
result
of
of
those
items
and
the
fund
balance
that
we
have
available
we're
recommending
somewhere
around
six
million
dollars
in
fund
balance,
use
for
next
year's
budget
and
that
six
million
dollars
includes
two
million
dollars
allocated
towards
the
McCormick
field
project.
C
C
So
kind
of
wrapping
up
the
the
numbers
piece
on
the
on
the
revenue
side
in
the
general
fund,
we've
talked
previously
about
Revenue
growth
from
you
know:
primary
our
two
primary
revenues,
property
and
sales
tax.
We
think
that's
still
going
to
come
in
somewhere
around
4.7
million
dollars.
You
all
adopted,
increase
to
our
sanitation
fee,
which
will
bring
in
a
little
over
four
hundred
thousand
dollars.
C
We
still
have
2
million
that
was
appropriated
in
the
current
year
in
American
Rescue
plan
act,
funding
that
we
don't
think
we
are
going
to
need
in
the
current
year,
so
that
can
be
reappropriated
and
then
4.2
million
in
fund
balance,
which
again
is
part
of
that
six.
So
two
from
McCormick
field
and
I
know
I'm
fudging.
C
The
numbers
I
said
six
and
we're
at
6.2,
but
that
gets
us
to
11.3
million
dollars
in
new
resources,
which
seems
like
a
random
number,
but
I
will
come
back
to
why
it
is
that
number
later.
D
D
C
Thank
you.
Thank
you.
Any
other
questions
about
the
numbers,
all
right.
So
to
summarize
again,
we
continue
to
see
property
and
sales
tax
revenue
growth,
but
not
at
the
same
Pace
as
the
cost
to
deliver
services.
So
again
our
expenses
Rising
faster
than
our
revenues.
We
do
have
an
opportunity
for
the
Strategic
use
of
fund
balance
and
arpa
and
I
do
want
to
mention
that
economic
uncertainty
is
always
a
factor.
Recessions
will
substantially
impact
sales
tax,
specifically,
so
there's
always
a
risk.
There.
E
I
thought
I
have
a
question
if
we
can
go
back
to
the
last
slide,
real
quick
sure
in
the
past,
when
we
talked
about
sales
tax
revenue,
we
knew
that
we
were
at
least
three,
if
not
four
months
behind
in
acquiring
or
receiving
the
sales
tax
revenue.
Does.
This
include
a
projection
because
we're
talking
about
estimates
or
is
this
okay,
yeah.
C
So,
essentially,
the
way
that
we
kind
of
we
try
to
handle.
That
is
we.
You
know
we
get
that
data
and
based
off
of
what
it
looks
like
relative
to
last
year.
We
try
to
make
adjustments
to
the
projection
for
the
current
year
and
then
kind
of
project
off
of
that,
so
we're
still
making
if
you
will
a
projection
off
a
projection
for
kind
of
the
last
quarter
of
sales.
Tax
revenue
for
next
fiscal
year
got.
E
It
so,
let's
say,
there's
like
an
extra
million
dollars.
At
the
end
of
the
day,
we
could
roll
that
into
our
general
fund
balance.
So
what
we're
looking
at
right
now
is
using
part
of
the
fund.
Balance
is
4.2
million,
but
if
our
sales
tax
revenue
is
higher
than
estimated,
that
number
could
come
down
or
another
number
could
come
down.
C
Correct
yeah,
absolutely
okay!
If,
if
we
see
a
really
strong,
we'll,
probably
only
get
one
more
month
before
the
proposed
budget,
they
usually
kind
of
update
those
around
the
middle
of
the
month.
The
depart
State
Department
of
Revenue.
C
If
we
see
unprecedented
continuing
unprecedented
growth,
I
will
say
that
in
general
we
have
seen
that
sales
tax
growth,
it's
still
growing,
but
not
at
that
same
kind
of
really
really
high
rate
that
we've
seen
I
think
last
year
our
sales
tax
revenue
was
up
somewhere
around
17
percent
year
over
year,
which
is
very
abnormal.
B
C
E
C
Yeah
any
other
questions
on
revenues
before
I
transition
to
I
think
compensation
is
next.
Yes,
all
right.
So
just
a
reminder.
You
know
we
have
kind
of
some
baseline
changes
that
include
funding
the
full
year
of
some
mid-year
adjustments
that
we
made
in
the
current
fiscal
year.
C
We
have
our
required
contribution,
employer
contribution
to
the
state
retirement
system,
we're
still
trying
to
work
out
exactly
what
we
think
we're
going
to
need,
as
it
relates
to
our
health
care
contribution.
We
know
it
will
be
more
but
we're
trying
to
make
sure
that
we
kind
of
balance
the
city's
additional
contribution
with
whatever
we
do
in
the
plan
design
for
employees
again
trying
to
make
sure
that
we
can
minimize
the
the
increase
that
employees
are
seeing
on
on
their
side.
C
Again,
you
all
have
seen
this
list
before
these
are
kind
of
the
the
items
that
we're
looking
at
on
the
compensation
side.
We're
really
going
to
focus
on
that
third
bullet,
the
differential
night
shift
and
on-call
pay,
primarily
because
you
all
had
some
questions
about
that.
So
we're
going
to
focus
on
those.
C
C
You
all
asked
us
to
look
at
going
to
three
dollars
an
hour
and
after
some
additional
review,
we
think
that
two
dollars
an
hour
is
appropriate
and
I'll
get
into
some
of
the
details
of
how
we
came
to
that,
but
the
estimated
annual
additional
cost
to
go
to
two
dollars
an
hour
is
250
000
in
the
general
fund,
and
you
see
some
impacted
departments
there,
primarily
again
departments
providing
core
services
so
how
we
got
to
the
two
dollars.
One
is
based
on
some
research
that
our
human
resources
department
did.
C
They
felt
like
two
dollars
was
pretty
competitive
with
some
peers
that
they
benchmarked
it
also
avoids
disincentivizing
shift
work
during
regular
hours.
So
a
concern
is,
we
might
see
folks
start
to
prefer
because
of
that
pay
differential
prefer
those
evening
shifts,
and
you
know
a
lot
of
times.
C
We
have
more
experience
folks
working
those
day
shifts,
for
example,
if
it's
water
production
and
a
water
treatment
plant
they're
taking
deliveries
they're,
you
know
interacting
more
with
management,
so
we
really
want
to
make
sure
that
we
have
the
right
folks
working
at
the
right
time
if
you
will
and
then
finally,
we
want
to
make
sure
that
we're
in
minimizing
any
impact
on
compression
the
compression
adjustments
that
we
implemented
in
the
current
year.
Again,
we
don't
want
to
have
folks
that
are
less
tenured.
C
So
the
on-call
pay
again
a
reminder:
that's
additional
pay
that
folks
get
for
being
available
to
work
outside
of
their
normal
hours,
and
that
is
paid
currently
at
twenty
dollars
per
day.
Our
original
proposal
was
to
increase
that
to
thirty
dollars
a
day.
You
all
asked
us
to
look
at
40
and
again
after
some
research.
We
think
that
30
is
probably
the
right
number
for
us
on
the
on-call
pay
that
has
an
additional
cost
of
150
000
in
the
general
fund.
C
And
again
you
can
see
a
number
of
departments
impacted
by
the
on-call
pay,
so
why
we
decided
on
the
sticking
with
that
30
amount
is
really
that
we're
trying
to
focus
our
compensation
recommendations
to
reward
employees
that
are
on
the
job.
C
So
what
we
mean
by
that
is
we're
really
trying
to
focus
that
on
the
Recruitment
and
Retention
and
would
suggest
that
if
you
all
are
interested
in
doing
additional
things
for
employees
on
the
compensation
side
that
there's
probably
more
strategic
ways
to
utilize
or
or
Focus
those
than
providing
it
on
with
this
on-call
pay.
The
other
thing
we
wanted
to
mention
is
that
when
employees
are
actually
called
in
so
if
you're
on
call
and
get
called
into
work,
the
those
employees
are
receiving
overtime
pay
which
will
be
increasing
with
that
base
pay.
C
So
the
base
pay
increases
that
we're
We've
we've
talked
about
previously,
you
know,
obviously,
will
increase
if
you're
getting
time
increase
overtime
at
a
time
and
a
half
any
questions
on
those
actually
before
I
move
on
I.
E
Do
have
just
a
thought,
because
I
started
looking
at
what
other
cities
are
doing
around
compensation
retention.
Baltimore
is
one
city.
That's
looking
at
this
and
I
want
to
just
start
with
appreciation
for
our
staff
that
are
filling
in
the
Gap,
because
that's
huge
and
we
really
need
our
Crew
That's
doing
that
right
now,
but
I'm
also
looking
at
how
the
trends
in
relying
on
overtime
means
more
burnout
more
sick
days
and
can
end
up
in
the
opposite
of
retention,
which
is
kind
of
what
I
hear
you
might
be
talking
about
here
and
I.
E
Wonder
if,
if
we're
focused
on
keeping
people
for
the
Long
Haul
and
keeping
that
institutional
knowledge
and
our
team
building
and
keeping
our
good
people
than
living,
wages
will
help
to
keep
our
staff
longer,
because
if
the
Physicians
are
filled
and
the
opportunity
for
overtime
isn't
there
and
then
all
of
a
sudden
they
have
a
smaller
paycheck
because
they
work
less
I.
I!
E
B
Time,
yeah
and
and
I
think
that
we
we
kind
of,
are
looking
at
the
two
major
things
that
you
all
said.
B
You
had
some
questions
about
and
say
go
back
and
look
at
these,
but
if
you
go
back
to
that
other
slot,
we
are
doing
not
just
this
okay
yeah,
this
plus
all
of
that
right
and
so,
as
we
said
at
the
last
budget
work
session,
we
think
retention
is
the
best
recruitment
strategy
that
we
can
have,
and
so
we
are
placing
a
lot
of
emphasis
on
retention
even
to
the
extent
that
even
the
on-call
pay,
we're
saying
we
want
to
compensate
the
people
who
are
at
on
their
jobs,
working,
not
those
that
may
be
called
in
and
if,
as
Taylor
said,
if
we
want
to
do
more,
you
know
in
terms
of
the
the
base
adjustment
that
let's
put
those
resources
there,
because
that's
that's
a
better
retention
strategy
than
we
think
the
monies
that
would
go
to
on
on
call
absolutely.
C
C
There
is
again
because
that
is
targeted
at
those
positions
where
we're
having
trouble
retaining
folks
or
hiring
folks,
we're
hoping
that
if
we
can
Target
those
that
that's
going
to
allow
us
to
again
address
some
of
that
burnout,
those
people
that
are
that
are
having
to
work
that
extra
over
time,
but
also
give
them
something
as
additional,
so
that
if
the
example
that
you
you
know
you
provided
was
to
play
out,
you
know,
if
that's
a
position
that
we're
challenged
to
to
recruit
in
then
they
may
be
getting
something
additional
just
on
top
of
their
regular
base
pay
anyway.
C
The
other
thing
I
will
say
about
that.
Is
I
I
like
that
one,
especially
because
it
is
temporary
in
that
it
aligns
really
well
with
our
that
fund
balance
usage
going
again
with
that,
looking
at
using
4.2
million
dollars,
you
know
because
it
is
temporary
in
nature.
It
kind
of
aligns
with
that
that
one-time
use
with
a
one-time
funding
so
so
I
like
that
part.
A
lot.
D
I'll
jump
into
that,
the
I
hear
the
suggestion
for
the
on-call
pay,
and
that
seems
really
reasonable,
since
it's
really
they're
on
call
it's
not
for
the
work
being
delivered.
Let's
talk
about
the
shift
differential,
so
I
feel
like
there's
a
real
different
strategy
with
this
this.
D
This
approach
right
because
we
have
folks
who
work
nights
and
it's
a
hard
position
to
fill,
and
particularly
in
our
Police
Department,
where
we're
having
a
hard
time
there
can
be
a
public
safety
challenge
if
we
are
not
getting
the
experience
and
the
skill
that
we
need
on
all
the
shifts
that
are
important
and
so
I'm
glad
to
see
that
we
looked
at
bumping
it
up,
and
so,
let's
just
drill
in
so
we
were,
we
plucked
a
number
right.
You
said
a
dollar
fifty
an
hour.
D
We
said
what
would
doubling
it
look
like
you're
kind
of
coming
back
with
two
dollars,
which
is
still
more
than
double
the
current
rate.
Now
correct
and
I.
Guess:
there's
just
like
one
little
bullet
that
I'm
kind
of
wondering
if
we
have
any
more
detail
on
of
like
competitive
with
Benchmark
peers.
So,
are
we
seeing
a
range
with.
F
C
The
curve
I
would
say
again
based
on
the
information
that
our
Human
Resources
folks
provided
it
most
places.
This
is
probably
the
upper
end
from
what
they.
C
There's
no
one
providing
more
than
two
dollars
an
hour,
but
actually,
interestingly,
to
looking
back
at
our
class
and
compensation
study,
which
I
will
caveat,
is
now
very
ancient
and
old.
They
actually
said
that
our
75
cent,
an
hour
was
was
was
kind
of
on
that
on
the
upper
Edge
was
was
a
good
place
to
be
at
there.
They.
H
C
Appreciate
that-
and
we
certainly
again,
we
rely
on
on
our
HR
staff
to
help
us
make
these
recommendations,
as
well
as
effects
from
departments,
so
try
to
make
sure
we
Workshop
all
of
this.
As
best
we
can.
C
So
again,
kind
of
the
the
full
list
of
items
we're
looking
at
on
the
compensation
and
benefits
side
total
around
7.2
million
dollars.
Happy
to
answer
any
other
questions.
If
you
all
have
any,
if
not
I'll
move
on.
E
So
I
wonder
if,
if
there's
a
picture
that
we're
really
sure
that
people
are
taking
advantage
of
their
benefits
and
vacation
time
so
that
they
can,
we
can
have
the
best
and
rested
people
and
just
I,
don't
know
if
that's
a
picture
that
is
regularly
part
of
our
overview,
but
I
think
it
could
be
important
for
making
sure
we're
not
wearing
our
crew
out.
C
F
C
B
B
We
have.
We
have
made
some
ground
I
think
over
the
past
two
years,
and
a
lot
of
that
was
the
leadership
that
you
all
took
to
say
we're
going
to
compensate
and
think
more
about
compensation.
Now
there
are
a
lot
of
reasons
that
incentivize
us
to
do.
That
I
mean
we
had
to.
We
have
to
be
competitive
if
we
want
to
retain
in
particular
and
Recruit
new
employees.
B
This.
This
is
the
kind
of
attention
we've
gotta
pay
in
order
to
recruit
and
retain.
This
is
the
market
that
we're
in
and
I,
don't
think
it's
going
to
be
over
and
then
in
the
next
year
or
two
I
think
this.
This
is
the
base
it's.
This
is
the
floor.
It's
probably
only
going
to
go,
I
mean
increasingly
we're
going
to
have
to
do
that.
The
county
manager
and
I
were
talking
just
last
week
about
you
know
how
to
how
to
balance,
because
compensation
is
really
really
top
of.
H
B
H
B
Okay
and
it's
and
and
I
think
that
people
are
are
not
looking
and
searching
as
much,
even
though
they
should
be
in
a
lot
of
other
places.
Tell
you
another
indicator:
is
we
do
welcoming
things
for
orientation
for
new
employees
and
I?
Think
last
week
was
my
turn,
but
our
assistant
city
managers
also
do
it
as
well,
when
I
walked
in
the
room
and
saw
the
sixth
floor
that
the
whole
room
was
crowded.
I
was
like
this
is
different,
so
yeah
I
think
it's
helping
us
with
recruitment.
Obviously
we
can
always
do
more.
B
C
Couldn't
have
said
it
better
all
right,
so
we're
going
to
transition
now
into
some
new
Investments
That
We're,
considering
related
to
your
priorities
before
I
get
to
those.
We
do
want
to
remind
you
all
and
folks
that
may
be
watching
the
presentation.
C
We
don't
talk
as
much
during
these
work
sessions
or
even
at
the
proposed
budget
presentation
about
kind
of
the
what
we
call
the
base
what's
already
in
the
budget,
but
we
did
want
to
take
a
moment
to
kind
of
highlight
a
number
of
those
items
just
to
make
sure
that
folks
are
aware
that
you
know
just
because
we
may
not
be
or
may
appear
that
our
new
new
Investments
don't
align
with
all
of
these
items
that
we
have
ongoing.
C
C
Are
human
resources
information
system,
good
opportunity
again
for
us
to
help
deliver
core
services.
That,
hopefully,
will
you
know,
will
impact
all
of
the
services
that
the
city
provides
continuing
to
look
again.
911
consolidation
is
something
that
I
think
took
more
than
a
fiscal
year
to
get
underway.
C
Emt
pays
supplements
for
firefighters,
providing
or
with
that
additional
certification,
that's
included
in
last
year's
budget
as
well.
We
have
our
tax
grant
that
we
do
in
partnership
with
Buncombe
County
homelessness,
Outreach
again
something
that
we've
been
funding
for
a
number
of
years,
the
Strategic
partnership
funds.
C
So
as
we
look
at
new
items,
I
will
start
with
examples
of
some
new
Staffing
requests
that
we're
considering
and
again.
One
thing
that
you
might
note
is
that
these
are
all
well
one
that
this
list
is
relatively
short
and
two
that
it
is
very
focused
on
core
Services
again
we're
trying
to
make
sure
that
we're
able
to
deliver
those
services
to
the
level
that
our
community
expects.
So
a
solid
waste
driver.
Again,
that's
something
that
will
be
offset
by
that
additional
fee
increase
that
you
all
already
approved
for
the
sanitation
fee.
C
A
purchasing
coordinator
will
help
again
Citywide
specifically
Focus,
though
on
helping
assist
water
as
they've
in
housed
their
all
of
the
the
parts
and
pieces
that
they
need
to
maintain
our
water
distribution
system,
which
is
significant.
So
it's
in
part
supporting
that
we're
bringing
on
a
new
facility
soon,
hopefully
the
Broadway
Public
Safety
Center
Station,
and
we
need
some
additional
help.
Just
with
janitorial
staff.
There
Animal
Care
naturalist,
of
course,
that
is
at
the
Nature
Center
aligned
with
some
improvements
there.
C
If
you
have
any
questions,
I'll
direct
you
to
the
City
attorney
on
the
next
one,
they've
been
without
administrative
support
for
a
number
of
years
and
I
know
that
would
help
them
provide
their
service
more
effectively.
And
then
this
last
one
is
actually
a
position
that
or
maybe
a
expansion,
I
guess
I'll
say
of
a
position:
that's
part-time
right
now,
that's
funded
through
some
American
Rescue
plan
act.
Funding
that
is
really
responding
to
some
constituent
needs
and
interest
for
information,
especially
around
homelessness,
affordable
housing
reimagining.
C
D
Also
chime
in
that
I'm
excited
to
see
all
of
these
as
we
look
towards
a
solid
waste
plan.
I
know
that
a
driver
is
definitely
needed.
It's
hard,
it's
hard
to
deliver
that
service
and
that's
a
front
door
service.
It's
really
important.
It's
core
City
service
I'm
also
excited
to
hear
about
the
constituent
services
coordinator,
I
think
as
part
of
the
team,
my
role
or
our
role
as
elected.
D
Community
engagement,
Department
that
constituent
Services
can
look
like
a
lot
of
different
things,
but
I
hope
that,
with
the
leadership
of
someone
who
wakes
up
every
day
focused
on
this
that
it's
you
know
broader
than
one
service
area.
It's
into
all
the
service
areas
and
it
can
allow
all
of
us
do
our
best.
I
have
a
lot
I
think
it's
just
great
to
shoot
for
excellent
customer
service
at
all
times
in
every
department,
and
we
do
that
very
well
and
having
more
resources
to
do.
It
is
important.
D
We
also
that
person
might
over
time
need
system
support.
Do
we
have
a
CRM?
Do
we
use
Salesforce?
How
are
we
managing
this
type
of
stuff
I?
Don't
know
what
we
do
and
I
just
I
think
I'm
glad
to
see
this
can
be
seen
as
like
a
boring
back
of
the
house
function
and
I.
Don't
think
it
is
I
think
it's
really
important
to
do
our
best,
so
I'm
excited
that
you're
proposing
we
invest
in
this.
B
I
think
that
and
and
we
have
another
list
actually
as
as
well-
you
see
a
lot
of
checks
in
poor
Services
yep
about
adding
to
the
foundational
infrastructure
that
we
need
to
deliver
our
services.
So
there's
some
foundational
things
that.
F
B
Needed
that
what
you
are
seeing
and
and
luckily
a
a
couple
of
those
things
probably
on
the
on
the
next
slide
more
is,
is
one
time
things
that
we
can
use
fund
out
more
effectively
to
address.
C
E
Actually,
a
couple
of
questions
before
we
leave
this
one
in
our
Retreat
we
didn't
have
yet
a
chance
to
like
make
sure
we
had
all
seven
congealed
together
perspective
as
a
whole,
but
there
are
a
couple
of
things
from
the
subgroup
that
I
was
in
that
I
didn't
see
here.
One
is,
it
looks
like
we're
not
ready
to
support
the
urban
forestry
master
plan
as
a
recommendation
yet
or.
E
Yet
second
is
continuing
property
tax
mitigation,
which
I
really
appreciate.
I,
know
that
you
said
there.
B
E
C
We
have
our
five
hundred
thousand
dollar
ongoing
allocation.
That
I
believe
you
all
approved
as
part
of
the
current
year
budget
I
think
the
direction
that
we
received
was
I
think
the
county
is
doing
a
two
percent
compounding
increase
so
that
ten
thousand
dollars
represents
two
percent,
and
we
will
continue
to
again
to
compound
that
in
future
years,
500.
E
B
Kind
of
like
how
we
do
with
trust
fund
the.
B
Yeah,
but
it
is
what
we
Alec,
what
you
all
allocate
annually
and
that's
how
we're
looking
at
the
two
percent
yeah.
C
I
would
say,
maybe
a
better
example
is
I.
Don't
I,
don't
believe
that
a
there's,
a
specific
policy
in
place
around
the
our
what
the
general
fund
contributes
to
Capital
every
year,
but
we
grow
it
based
off
of
kind
of
property
tax
growth
to
align
with
I'm,
not
going
to
remember
the
exact
year.
C
The
mayor
may
remember,
because
I
believe
she
was
on
Council,
but
when
Council
increased
the
property
taxes
I
think
it
was
three
pennies
sometime
in
the
early
2010s
and
the
idea
was
that
those
three
pennies
would
would
continue
to
go
towards
Capital.
So
again,
as
that
value
of
those
pennies
goes
up
every
year,
we
increase
the
capital
contribution.
Similarly,
so
again,
I
don't
believe
that
there's
a
policy
in
place
that
dictates
we
do
that,
but
that's
been
our
practice.
C
C
So
moving
on
again
to
the
non-personnel
other
operating
items,
and
it's
just
a
note
again,
there's
that
ten
thousand
dollars
at
the
very
bottom
additional
reparations
allocation,
as
the
city
manager
mentioned
out
of
most
of
these
items
are
one
time
in
nature
and
again
that
aligns
with
that
use
of
the
one-time,
arpa
and
fund
balance
items
I'll
briefly
step
through
these.
The
first
one
APD
uniforms,
they've
piloted
some
newer
kind
of
technical
fabric,
I
guess
uniforms
that
their
staff
really
liked
and
thought
was
good.
This
is
kind
of
one
of
those.
C
C
So
that's
that
one,
the
city
County
Transit
master
plan-
we've
discussed
Transit
Management
Consultant
to
help
us
with
both
RFP
development
and
some
great
Advanced
Management,
the
APD
camera
upgrade
I,
don't
believe
we've
mentioned
in
the
past,
but
this
is
actually
one
where
they
have
an
opportunity
to
kind
of
for
a
one-time
cost,
upgrade
the
cameras
in
their
vehicles
and
that
will
actually
lower
our
kind
of
service
ongoing
service
costs
with
that
service
provider.
With
that
on
that
contract,
so
it's
kind
of
a
future
cost
avoidance.
C
Then
we
think
we
we
may
need
an
additional
fifty
thousand
dollars
for
that
hris
system,
our
Fleet
management
software.
This
is
actually
a
really
critical
investment
that
we
need
to
make
both
just
for
kind
of
core
service.
You
know
we
have
a
lot
of
departments
that
rely
on
vehicles
to
deliver
their
services,
so
having
some
data
that
we
can
utilize
to
help
us
make
better
replacement
decisions
is
really
key,
but
also
as
we're
looking
at
our
climate
goals.
C
E
You
remind
me
because
I
know
we're
communicating
regular
with
the
county
on
this.
My
understanding
is
they're
also
looking
at
the
city
County
Transit
plan.
Yes,
okay,
thank
you.
C
So,
looking
ahead
again,
if
you
look
back
at
at
those
two
lists
of
the
the
examples
of
new
Investments,
you
may
see
that
there
aren't
as
many
that
I
think
we
have
done
in
the
recent
past
as
related
to
homelessness
and
affordable
housing.
But
we
have
made
some
really
significant
prior
year,
investments
in
both
of
those
priorities,
we're
also
awaiting
the
homeless
initiative,
advisory
committee's
recommendations
based
on
the
National
Alliance
and
homelessness
report.
C
Once
those
are
available,
we'll
certainly
look
at
where
we
have
opportunities
to
move
forward
with
those
recommendations,
and
we
do
have
some
other
funding
resources
available,
including
the
opioid
settlement
funds,
and
we
have
an
additional
unallocated,
I
guess
I'll,
say
1.6
million
dollars
in
arpa
funding
available.
That
would
help
us
address
those
whenever
those
recommendations
are
presented
provided.
C
So
again,
I
told
you
that
11.3
million
dollar
number
on
the
revenue
slide
seemed
random.
Hopefully
now
you
understand
why
it
was
11.3.
If
you
look
on
the
left
hand,
side
kind
of
our
additional
cost
to
continue
Services
compensation,
one-time
items,
new
Staffing,
new
other
operating
that
gets
us
to
that
11.3
million
dollar
number.
So
again,
we
still
have
some
work
to
do
we're
still
sharpening
our
pencil,
we're
hoping
that
you
know.
C
Obviously
we
can
try
to
maximize
all
of
the
items
that
we
can
find
at
the
lowest
cost
possible,
but
we
think
we're
pretty
close
to
a
balanced
general
fund
budget
right
now
and.
D
When
we
go
back
and
slides
to
the
fund
balance,
the
available
fund
balance
and
we're
y'all
are
recommending
six
million,
two
of
which
goes
to
Capital
4.2
form
or
something.
C
D
Operating
what
does
that
leave
us
at
in
our
fund
balance?
Are
we
right
at
the
15
policy
that
we
have,
or
are
we
still
above
our
15?
We.
C
Would
still
be
above
the
15
Dollar
Wise
off
the
top
of
my
head,
I
couldn't
tell
you,
but
I
will
say
one
one
thing,
one
of
the
reasons
that
we
recommended
that
amount
is
because
one
thing
that
we
don't
want
to
do
is
a
substantial
fund
balance
appropriation,
especially
not
to
fund
ongoing
items.
Sure.
D
But
there's
probably
a
really
long
list
of
one-time
items
that's
longer
than
what
you're
showing
us,
I
guess
on
a
philosophical
standpoint,
Council
I
I've
had
a
piggy
bank
since
I
was
seven
years
old.
I
really
think
it's
important
to
be
financially
cautious
and
I
think
that
our
requirement
to
have
an
eight
percent
fund
balance
by
the
state
and
our
policy
commitment
to
be
at
15.
D
It
is,
is
an
item
of
our
exemplifies
that
type
of
leadership
to
be
really
financially
conservative,
and
why
would
we
keep
money
in
the
savings
account
if
our
policy
is
to
be
at
15
percent.
A
So
I
think
finding
the
right
number
has
been
a
topic
of
discussion
for
many
many
years
and
we've
settled
on
15.
There
are
communities
that
have
a
reason
to
go
much
higher
than
that,
and
we
don't.
We
have
found
that
15
works
for
us,
I
think
that's
great
yeah
and
it
is
also
an
indication
of
improper
investment.
If
you
let
your
fund
balance
go
too
high,
it
means
you
are
not
making
the
right
long-term
capital.
Investments
That
is
a
bad
indicator
too.
So
so
I
I
mean
just
the
the.
D
E
E
If
I
might
add,
that's
why
I
was
asking
about
the
sales
tax
revenue
I,
wonder
if
it's
possible
to
because
this
is
like
a
rainy
day
fund
right
and
it's
a
rainy
day
for
a
lot
of
people
in
our
community
and
we're
still
recovering.
So
it's
like
if
we
do
end
up
at
the
last
minute,
can
we
make
budget
amendments
in
July.
B
And
I
hope
that
you
all
understand
kind
of
the
the
rigorous
way
that
we
prepare
these
budgets
and
budget
recommendations.
B
B
I
mean
it's
just
this
whole
cascading
of
analysis
that
we
do
and
and
obviously
we
we
always
have
more
need
than
we
have.
We
have
revenue
and
and
I
I,
probably
air
I,
think
finance
and
budget
does
as
well
on
the
conservative
side,
even
if
we
are
right,
two
hundred
thousand
dollars
above
the
15
thing.
D
F
D
It's
an
emergency
for
a
lot
of
people
out
there
right
now
and
so
I
just
want
to
understand
and
as
a
team
kind
of
consider
like
if
it's
millions
of
dollars,
I
want
to
have
a
conversation
about
that
as
a
team,
I
think
I
think
that's
more
conservative
than
we
need
to
be
based
on
the
emergencies
we're
facing
so
understanding.
That
range
also
I
hear
what
you're
saying
is
like.
B
B
Proposals,
it
will
definitely
get
that
information,
but
also,
you
know,
our
fund
balance
impacts
our
credit
ratings
and
we
want
to
have
a
go
Bond.
So
there's
a
lot
of
consideration
that
has
gone
into
making
these
recommendations
and
yeah
we'll
we'll
bring
that
information
back
to
you.
Thank.
C
You
one
other
thing:
I'll
mention
to
you
and
again
it
kind
of
gets
back
to
to
the
city
managers
come
in
about
our
debt
rating.
One
thing
that
I
think
we
would
want
to
avoid
is
like
a
really
substantial
fund
balance
appropriation
just
for
some
context.
Over
the
last
five
years,
the
most
that
we've
allocated
the
most
that
we
have
appropriated
with
the
adapted
budget
in
fund
balance
is
a
little
over
1.6
million
dollars.
So
this
is
already
a
pretty
substantial
increase
from
that.
C
Okay,
so
I'd
want
to
make
sure
that
we
were
judicious
in
our
use
and
and
I
think
to
an
earlier
point.
We
can
always.
You
know
you
all
are
have
the
ability
to
appropriate
phone
balance
at
any
point
during
the
year.
C
F
C
H
C
So,
just
as
a
reminder,
the
Water
Resources
Fund
in
the
current
year,
their
budget
is
around
just
over
40
million
dollars.
Their
expenses
are
kind
of
evenly
divided
between
capital
and
debt
personnel
and
operating
costs
so
kind
of
looking
forward
to
next
year,
where
we
think
they
need
again
from
that
kind
of
Base
budget
perspective
is
an
overall
three
percent
increase
to
maintain
current
operations.
So
again,
that's
no
enhancements,
no
new
things
added
in
the
water
fund.
C
This
would
allow
us
to
very
slightly
increase
our
current
capital
transfer
and
I'll
talk
a
little
bit
more
about
the
need
for
that
momentarily,
but
it
does
not
include
any
of
the
proposed
salary
changes
or
that
mandated
State,
Retirement
System
increase
so
just
again
kind
of
very
Baseline.
What
would
it
cost
is
41.6
million
dollars,
so
some
of
the
items
that
we're
looking
at
and
again
we
provided
some
of
this
information
to
you
all.
H
C
The
fees
and
charges
or
when
you
consider
the
fees
and
charges
but
just
to
to
review
quickly
some
service
enhancements
that
we're
considering
one
is
an
additional
maintenance
crew.
That's
five
positions
that
would
be
focused
primarily
on
maintaining
Valves
and
hydrants,
so
the
distribution
system,
some
staffing
to
enhance
night
coverage
at
the
water
treatment
plants.
That's
three
positions,
one
for
each
plant
that
just
really
provides
some
redundancy
and
operations
overnight
at
those
plants,
Communications
specialist.
That
would
focus
on
education
and
Outreach,
help
to
better
tell
the
waterfun
story
and
support.
C
Cape
I
think
that
was
what
you
were
referencing
earlier
council
member
Mosley
customer
service
staff.
This
would
help
ensure
accurate
billing
as
we're
doing
the
meter
exchanges
as
part
of
the
Ami
project
and
also
through
the
transition
to
monthly
billing,
which
we'll
be
able
to
do
once
that
meter,
replacement
project
is
complete
and,
finally,
again
continue
to
recover
some
lost
revenue
from
that
Capital
fee
that
we're
no
longer
able
to
charge.
So
the
total
for
all
of
those
items
is
just
over
one
million
dollars.
C
So
looking
at
that
Capital
allocation,
it
was
it
had.
We
had
maintained
it
just
over
11
million
dollars
for
three
fiscal
years
from
FY
18
to
FY
20.
at
that
time
or
actually
previous
to
that
there
was
a
North
Carolina,
Supreme
Court
decision
and
some
subsequent
legal
action.
That
meant
as
part
of
the
settlement
for
that
legal
action
that
we
could
know.
We
no
longer
would
charge
this
fee,
so
you
can
see
that
we
as
we
discontinued
that
there
was
a
pretty
substantial
drop
in
that
Capital
transfer
in
FY
21.
C
C
So
if
you
kind
of
add
all
those
items
together,
the
base
budget
plus
the
salary
changes
plus
the
service
enhancements,
we
get
to
a
total
of
43,
just
under
43.5
million
dollars.
C
Again,
as
a
reminder,
our
recommended
water
fee
changes
included
an
increase
in
the
base
fee
charged
to
customers
according
to
meter
size
and
an
increase
in
consumption
fees
that
are
charged
based
on
the
volume
of
water
used.
We
also
did
include
a
really
small
item,
an
increase
in
the
hydrant
meter,
rental
deposits
and
that's
really
related
to
kind
of
development
activity.
C
Again,
a
reminder
this
is,
you
know,
one
of
the
things
that
we
try
to
focus
on
as
we're
developing
fee
change.
Recommendations
every
year
is
what
is
the
impact
of
those
changes
on
a
typical
household
in
our
community,
and
you
all
approve
the
solid
waste
and
storm
water
fees
already,
so
you
can
see
kind
of
that
total
impact
of
the
three
and
again
this
is
the
as
recommended
previously:
water
fees,
it's
10.89
on
the
bi-monthly
bill
or
a
total
annual
impact
of
just
over
65
dollars.
C
When
we
did
the
we
presented
the
fees
we
heard
from
you
all
some
requests
for
additional
information.
One
was
some
some
more
information
around
peer
system,
comparisons
and
I'm,
going
to
get
into
that
in
just
a
moment.
C
I
think
a
specific
ask
of
what
freezing
the
residential
rates,
how
that
would
impact
the
total
revenue
go
into
this
in
a
little
bit
more
detail.
It
is
a
little
challenging
for
us
to
really
figure
out
what
these
numbers
are,
which
is
part
of
the
reason
that
we
have
a
consultant
helping
us
to
develop
that
rate
model,
but
we
think
it's
somewhere
around
2.5
million
dollars
Less
in
revenue
and
then
a
request
from
from
you
all
to
you
know.
C
So
again
we
showed
this
to
you
all
previously,
but
we
did
add
in
these
percentages
and
really
just
want
to
hit
here.
This
is
this
is
a
snapshot
it's
from
last
calendar
year,
but
you
can
see
that
part
of
our
challenge.
You
know
as
it
relates
to
making
fee
adjustments,
is
that
single
family
residential,
both
as
a
the
number
of
accounts,
which
impacts
that
base
fee
and
the
volumetric
usage,
is
a
pretty
substantial
proportion
of
our
total
customers
so
making
changes
there.
C
If
we
want
to
try
to
maintain
the
same
Revenue
would
be
really
really
difficult
for
us
to
do
without
overburdening
our
other
customers
so
I'm
going
to
provide
a
little
more
information,
some
more
comparative
information
from
these
four
other
municipalities,
just
some
quick.
Why
did
we
choose
these
Boone
I?
C
Think
we
had
heard
from
you
all
that
there
was
some
interest
in
seeing
what
their
rates
look
like
Charlotte,
we
thought
you
know,
that's
I
believe
is
the
largest
water
system
in
the
state,
but
they
interestingly
I,
would
say,
have
no
differential
residential
rate,
so
they
charge
the
same
rate
to
all
of
their
residential
users
in
their
system.
C
So
that's
pretty
comparable
to
us
Hendersonville
because
they're
nearby
and
then
rally
because
they
were
kind
of
the
middle
ground
of
those
those
peer
benchmarks
that
we
previously
provided
so
as
I
walk
through
these
I'm
really
going
to
focus
on
one
of
the
challenges
that
we
have
in
making
these
comparisons,
and
that
is
that
all
of
these
systems
kind
of
have
really
different
rate
structures.
They
have
different
customer
bases.
C
They
have
mostly
broader
statutory
authority
to
charge
different
rates
to
different
classes
of
customers
than
we
do
so
I'm
going
to
try
to
point
some
of
those
items
out.
So
if
we
look
at
Boone
and
again,
I'll
also
say
these
are
again
residential
rates
only
in
these
first
few
slides
and
where
it
says
Insider
outside
that's,
where
these
places
are
charging
differential
rates.
So
not
always,
but
typically
it's
whether
you
are
inside
the
the
municipal
corporate
limits
of
that
place
or
outside.
C
Here
there,
and
then
they
also
don't
have
a
a
volumetric
charge
for
those
first
2.7
ccfs
of
usage,
and
that
seems
like
a
weird
number
because
they
also
charge
based
on
a
1,
000,
gallon
or
gallons
of
usage,
which
does
not
directly
translate
to
a
CCF
and
I,
can't
remember
what
the
what
the
crosswalk
is
there,
but
again,
it's
just
really
complex
to
try
to
to
try
to
compare
these
kind
of
apples
to
apples.
C
But
you
can
see
you
know
from
a
charge
perspective
that
I
would
say
we're
not
wildly
out
of
line
on
the
inside.
So
looking
at
Charlotte
again,
interestingly-
and
we
didn't
include
these
two
itemized,
but
they
charge
two
base
fees,
if
you
will,
one
is
based
on
the
meter
size
and
the
other
one
is
a
fixed
5.30
per
account.
So
we
group
those
together.
So
it's
a
little
easier
to
compare
but
again
just
another
kind
of
nuance
of
the
challenge
in
comparing
the
way
that
water
rates
are
structured.
C
C
We
are
pretty
comparative
to
them
on
their
inside
and
you
can
see
their
their
outside
rates
are
a
bit
higher
than
ours.
They
also
charge
on
that
1,
000
gallons
of
usage,
not
on
ccfs.
C
Then
finally,
Raleigh
again,
interestingly
I
would
say
they
have
probably
one
of
the
lowest
that
first
tier
volumetric
usage
for
their
residents
for
the
inside
is
I.
Think
one
of
the
lower
ones
that
we
looked
at
and
I
believe
that
is
specifically
because
they've
outlined
some
sustainability
interest
and
as
a
former
resident
of
Raleigh
I
can
tell
you
that
they
also
have
some
they've
had
several
challenges
with
water
shortages
over
the
last
few
decades.
So
incentivizing
lower
water
usage
is
very
important
down.
There.
F
C
I
Any
pure
benchmarks
that
have
a
ranked
class
that's
associated.
C
J
Might
defer
to
David
about
some
of
those
if
there
are
any
other
benchmarks
that
have
and.
J
This
a
little
bit
differential
rates
based
upon
elevation
classes.
K
I
don't
know
about
the
interplay
with
Sullivan
act.
What
I
was
saying
is
that
looking
at
other
water
systems
that
charge
an
inside
or
outside
differential
based
on
city
limits,
like
I,
don't
know
because
I
don't
know
the
Topography
of
Hendersonville,
but
as
an
example,
they
might
be.
Those
outside
folks
might
be
higher
elevations,
but
we'd
have
to
do
some
more
discussion
with
them
and
then
Brad
would
have
to
tell
us
if
we
could
even
do
that.
Based
on
elevation.
You.
J
C
All
right
so
kind
of
summarizing
I
think
looking
really
at
trying
to
get
again
as
close
as
we
can
to
an
Apples
to
Apples
comparison
with
these
other
municipalities
or
these
other
Water
Systems
I
should
say
what
we
did
here
was
try
to
see
what
you
know,
based
on
our
kind
of
average
customer
in
both
a
residential
and
a
commercial
class,
what
they
would
be
paying
in
each
of
these
places
and
I
guess
I
would
say
again,
I
think
we're
we're,
certainly
not
the
lowest.
Nor
are
we
the
highest
in
either
instance.
C
Looking
at
the
inside
rates,
if
you
look
compared
to
the
outside
rates,
I
believe
we
are
the
lowest
relative
to
all
of
those
on
both
the
residential
and
Commercial
side.
So
again,
it's
it's
challenging.
I
will
say
to
compare
these
systems
because
of
those
different
different
users,
different
classes,
different
rate
structures,
but
we've
tried
to
provide
you
all
with
some
additional
context
and
kind
of
how
we
compare
to
other
places
around
the
state.
C
C
We
have
kind
of
the
the
no
change.
You
know
what
we
have
currently
essentially
kind
of
keeping
the
the
rates
at
where
they
are
this
year.
We
have
that
again.
C
I
will
say
very
rough
estimate
of
what
freezing
the
residential
impact
would
be
and
then
the
total
for
our
recommended
increase,
and
you
can
see
that
kind
of
compared
with
where
we
think
we
need
to
be
even
with
the
base
and
the
compensation
adjustments
we
really
kind
of
are
looking
to
that
recommended
increase
one
thing:
I'll
note:
you
may
notice
that
the
expense
amount
is
lower
than
the
than
our
recommended
increase
the
revenue
side
and
again
we
still
have
some
numbers
that
we're
trying
to
work
through
to
finalize
or
or
to
yeah,
to
finalize
items,
but
we
have
a
lot
of
options.
C
C
In
case
there
are
items
we
need
to
address
immediately
with
that,
so
again,
a
lot
of
options
there,
but
we
just
kind
of
wanted
to
give
you
all
a
sense
of
where
we're
at
right
now
and
in
the
next
couple,
slides
I'm
trying
to
hit
on
really
why
we
are
continuing
to
recommend
the
changes
that
we've
already
put
forth.
So
I
wanted
to
touch
on
this
rate
model
and
give
you
a
little
bit
more
detail
on
exactly
what
it
will
do.
One
is
to
find
the
cost
of
service
by
functional
area.
C
C
But
that
is
really
really
key
as
we
look
towards
kind
of
the
long-term
fiscal
viability,
I
guess
I'll,
say
of
the
water
fund
and
especially
as
we're
issuing
debt
so
again
that
the
timeline
for
that
we
anticipate
that's
going
to
be
complete
by
the
fall
of
2023.
So
this
fall
so
looking
at
kind
of
again
that
longer
term
impact
in
the
the
debt
impact.
We
really
really
would
like
to
continue
that
capital
investment,
because
it
is
critical
to
maintaining
production
and
distribution
systems.
C
So
again,
going
from
that
11.3
million
dollar
transfer
into
the
wider
Capital
fund
to
pay
for
Capital
upgrades
Capital
maintenance
that
you
know
seven
I
think
was
seven
and
a
half
million
dollar
loss
in
FY
21.
You
know
we
really
want
to
build
that
back
up
and
part
of
that
is
making
sure
that
we
continue
to
have
our
high
quality
debt
rating
water.
The
last
time
water
issued
debt.
They
received
a
A1,
a
rating
from
Moody's,
which
is
not
Triple
A,
but
is
the
next
one
down.
C
So
it's
still
very
high
and
we
are
likely
to
issue
some
a
debt
in
that
the
next
fiscal
year
for
the
meter
project
and
that
will
require
approval
from
the
local
government
commission.
C
One
of
the
things
that
the
local
government
commission
and
the
rating
agencies
want
to
see
again
is
that
long-term
financial
plan,
consistent
funding
and
a
well-managed
system-
and
there
have
been
a
few
there's-
not
been
specifically
related
to
water.
But
there's
been
a
few
local
governments
around
the
state
that
have
had
some
challenges
as
it
related
to
debt
and
the
LGC
I
think
as
a
result
is
looking
a
little
bit
more
closely
and
more
stringently
at
these
debt
issuances
than
they
have
in
the
recent
paths.
E
Yeah,
so
when
I
look
at
the
the
math,
it
looks
like
the
recommendation
of
freezing
residential
versus
the
staff
recommendation
is
two
million
five
hundred
and
forty
eight
thousand
I
understand
the
trepidation
and
pulling
any
levers,
because
we
have
a
study
coming
up
and
we
have
the
independent
Review
Committee,
but
there
are
multiple
levers
to
pull
whether
it's
base
rate
or
closing
the
gap
on
the
commercial
rate
or
I
I,
just
I
know
we're
hesitant
to
phase,
but
I
kind
of
had
had
hoped
that
we
could
take
the
time
to
look
at
what
phasing
would
look
like,
for
example,
if
we
were
to
take
small
steps
and
then
once
we
have
the
study,
take
the
rest
of
the
steps
could
be
another
way
that
I
I
would
love
to
support
I,
just
I.
E
B
B
B
E
While
we're
waiting
for
David
I
just
wondered
like,
let's
say
in
the
terrible
situation
that
we're
left
with,
is
that
we
vote
no
on
increase
in
the
water
rates,
and
then
staff
has
to
do
something
which
is
do
none
of
the
planned
improvements
which
we
could
decide
to
do
later.
Once
we
have
the
study,
maybe
the
study's
like
the
meter
change
is
the
least
important,
because
this
other
change
is
more
important
and
then
we
would
be
make
all
making
a
more
informed
decision
together
and
I.
B
F
B
It
is
but
I
would
like
for
David
to
respond
to
the
question
of
kind
of
this
incremental.
You
know
if
we
eat
a
freeze
or
make
no
change,
and
in
particular
I
would
want
to
know
when
the
study
is
going
to
be
delivered
and
when
the
actual
increases,
for
example,
if
the
if
Council
were
to
approve
an
increase,
when
would
that
take
effect?
When
would
people
see
it
on
their
bill?.
G
G
I
would
air
to
September
October
okay.
What
was
the.
G
Would
it
typically
do
because
we're
about
monthly
billing
is
any
rates
and
fees
that
are
approved
or
in
effect
in
January
or
January
of
January
July
1st,
but
we
don't
actually
make
the
increases
to
September
that
way,
everybody
gets
a
full
billing
cycle
and
we
don't
have
you
know
you
got
to
build
at
this
rate,
then
you
got
to
build
at
this
rate.
It
just
makes
things
complicated
that
way,
so
they
actually
go
into
effect
or
at
least
the
compensation
or
consumption
piece
in
September.
B
G
Sure,
and
if
you
kind
of
look
at
it
that
way
with
the
September
we're
already
a
few
months
behind
right
on
the
projected
Revenue,
because
we've
delayed
inactment.
So
if
you
phase
it,
it
puts
you
and
Taylor
can
help
out
on
this
a
little
bit
too.
But
it
puts
you
even
further
behind
on
what
your
Revenue
projection
is
to
be
able
to
do
that
reinvestment
or
staff
or
or.
F
E
Yeah
I
guess
I'm
also
just
curious
about
all
of
our
small
businesses
and
folks
who
are
in
that
commercial
rate
bracket.
E
G
E
D
Yeah
I
guess
I
have
a
similar
I'm
trying
to
put
words.
It's
just
kind
of.
We
need
to
invest
in
this
system.
I
have
no
doubt
in
that
core
infrastructure
is
so
important
to
me,
and
it's
so
important
to
our
community
and
I'm
not
afraid
to
raise
rates
when
we
need
to
invest
it
in
our
services.
I'm
not.
D
Just
feels
like
I
wish:
we
had
done
this
Study
last
year,
but
hindsight's
the
worst
right.
You
know
we
can't
change
that
and
we
did
it
when
we
did
it,
because
we
needed
to
I
understand
all
that.
This
timing
just
feels
he
when
I
fast
forward.
Here's
here's
like
what
I
could
see
if
we
take
your
recommendation.
This
is
my
hopeful
Vision
right.
D
So
we
get
that
type
of
recommendation
back
and
it
just
feels
like,
as
a
citizen,
we're
going
to
kind
of
jerk
their
monthly
bills
around,
because
I
fully
want
to
see
us
get
to
a
point
where
we
take
a
hopeful
recommendation
where
it's
more
tiered
and
so
for
a
couple
months,
a
year,
people
are
going
to
be
very
stressed
about
paying
their
water
bill
and
then
a
couple
months
later.
Hopefully
it
could
go
down.
D
E
Other
part
is
like
a
missing
piece
in
the
puzzle,
for
me
is
that
we
still
have
second
homes
and
short-term
rentals
are
growing
every
day
and
like
I,
wonder
if
that
isn't
getting
enough
sunshine
on
it.
The
fact
that,
like
the
people
who
live
here
year
round,
are
picking
up
the
tab
and
that's
why
I
was
asking
if
we
could,
what
levers
can
be
pulled
because
I
can
imagine
a
lot.
I
could
say
it
should
be
this
or
it
should
be
that.
But
what
what
I
don't
want
to
do
is
have
that
back
and
forth.
E
I
E
Little
bit
I
can
try
when
I
look
at.
If
someone,
let's
say
that
someone's
here
four
months
out
of
the
year
or
six
months
out
of
the
year
and
then
the
rest
of
the
year,
they're,
not
using
water
regularly
for
laundry
for
dishes.
Things
like
that,
washing
the
car.
Whatever,
then
the
they're
benefiting
from
a
really
low
base
rate
and
the
people
who
are
using
water
year
round,
who
have
that
higher
CCF
I'm
missing
the
right
are
contributing
more
by
raising
the
residential
rates
for
the
infrastructure
improvements,
because.
E
So
it's
like
okay!
Well,
what?
If
we
raise
the
base
rate
for
everyone,
then
that
means
that
homes
that
are
empty
some
of
the
year
are
then
paying
more
into
the
pool
than
the
people
who
are
here
all
the
time.
It's
just
strictly
by
strictly
relying
on
the
amount
that
people
use
per
gallon,
it
seems
like
we're
missing
something
and.
I
D
I
B
Like
you
said,
Miss
Ronnie,
there
can
be
lots
of
different
ways.
We
can
skin
this
cat.
The
issue
becomes,
should
we
guess
at
this,
or
should
we
have
the
technical
information
provided
to
us
so
that
we
are
making
very
good
decisions
once?
H
B
E
Want
to
make
sure
that
I'm
articulating
clearly
what
my
colleagues
asked.
So,
let's
I'm
just
going
to
talk
in
really
round
numbers
right
now,
because
I'm
not
going
to
be
a
human
calculator
effectively
if
the
base
rate
is
four
dollars,
and
somebody
who
lives
here
year
round
is
playing
about
five
dollars
a
month
in
water,
then
their
bill
is
nine
dollars,
whereas
the
person
who
doesn't
live
here
around
it's
just
paying
that
four
dollars
on
the
months
they're
not
here.
E
If
the
well,
maybe
not
right,
and
if
the
base
rate
goes
up,
then
everyone
would
be
paying
more,
including
the
person
who
isn't
using
any
water,
where
we
could
keep
that
the
water
rate
lower
and
essentially
freezing
it.
So
this,
even
though
everyone's
bill
is
going
up,
it
doesn't
fall
only
in
the
usage
and
it
would
probably
be
better
on
a
visual.
That's
why
I'm
like
I
shouldn't
be
articulating
this
visual
verbally
in
the
middle
of
a
work
session,
when
it
could
really
just
be
an
option
for
us
to
look
at.
I
A
Have
to
look
at
it
because
I
was
staring
at
my
water
bill,
which
is
astronomical
some
person,
but
always
has
been
so
I
assume
it's
not
a
leak,
but
I.
Think
it's
a
lot
of
showering
or
something
but
and
I
do
have
three
kids
that
are
sometimes
all
at
home.
But
I
noticed
the
base
rate.
A
A
G
E
Yeah,
that's
that's
why
I'm
saying
if
we
had
a
phasing
of
some
kind
and
for
me
it
was
the
commercial
rate
that
I
would
like
to
see
phase,
because
there
are
options
we
don't
have
to
far
farther
away
option,
but
something
third
option
other
than
either
a
yes
or
no
would
be
ideal
and
not
freestyling.
I
would
like
to
be
able
to
review
it.
A
I
I'll
go
ahead
and
say
just
right
now,
not
that
we're
loading
anything
but
I'm
inclined
to
follow
the
requests
that
they
made
with
the
understanding
that
we
can
decide
when
we
want
to
make
a
change
or
not
yeah.
D
Yeah
I
think
yeah,
despite
I.
Think
that's
where
I
kind
of
land,
too
of
just
I,
mean
I
share
I'm
excited
to
look
at
what
comes
back
from
the
Consultants
I
wish
I
had
a
wand
and
we
could
align
timelines
all
the
time
and
I
feel
like
frustrated
by
that.
But
that's
just
the
way
the
world
is
and
I
can't
change
that
and
I
really
understand
that
the
data
has
to
be
right
and
we
can't.
We
can't
escalate
that
and
I'm
not
comfortable
I
mean
when
we
talked
last
time.
I
was
like.
D
Maybe
we
just
wait,
we
say
a
quarter
redo
the
numbers
and
the
increases
are
only
for
three
quarters
of
the
Year
et
cetera,
et
cetera,
but
I'm
not
comfortable
with
delaying
infrastructure
investment.
So
I
would
encourage
us
to
not
wait
till
the
next
budget
cycle
to
really
digest
what
we
think
about
this.
And
if
we're
going
to
be
making
changes,
you
know
I
can
see
how
it's
tidy
to
tie
this
to
our
annual
cycle,
but
people
who
are
looking
at
having
to
leave
their
home
each
month.
They
don't
have
a
year
to
wait.
B
B
D
D
C
Why
do
we
need
to
know
it
helps
us
to
understand
as
you're
looking
at
those
different
customers
like
what
kind
of
usage
and
the
usage
from
those
customers
like
how
you
align
the
service
and
the
cost
of
that
service
with
those
customer
classes?
If
that
makes
sense,
because
I
think
that
isn't
like
in
addition
to
the
equity
considerations,
which
I
think
are
very
important
and
again,
we've
heard
you
all
say
very
clearly
that
you
want
us
to
consider.
We
also
want
to
consider
like
we
do
with
any
fee
like.
G
E
F
E
So
I
don't
know
if
there's
a
way
to
get
a
clear
communication
when
we're
doing
benchmarks,
that's
like
actually
comparative
versus
a
75
discount
or.
E
F
K
B
A
C
All
right
so
to
wrap
up
again
our
T,
our
tea
cakeaways
I,
was
going
to
say
key
takeaways
Investments,
it's
been
a
long
day.
Investments
in
employees
are
essential
to
our
service
delivery
and
our
largest
driver
in
budget
development,
we're
working
to
balance,
increasing
costs
to
deliver
Services
investment
and
strategic
goals
and
our
available
revenues,
and
our
recommended
investments
in
the
water
fund
are
critical
to
Service
delivery
and
Financial
Health
in
that
fund.
C
So
looking
ahead,
this
is
again
the
last
budget
work
session
that
we
have
planned
with
you
all
we
will
be
bringing
for
the
city
managers
proposed
budget
at
your
May
9th
meeting,
we'll
also
set
the
budget
public
hearing,
which
is
statutorily
required
at
that
time.
That
meeting
or
that
public
hearing
will
be
at
the
next
meeting
in
May
on
May
23rd
and
then
attentively
planning
for
Budget
adoption
on
June
13th.
D
I
just
want
to
call
out
I
know
that
you've
been
doing
a
tremendous
amount
of
work.
The
last
week
or
two
in
particular,
I,
really
appreciate
it.
D
B
B
But
I
just
cannot
say
enough
for
this
staff.
I
mean
I'm
talking
all
city
employees,
amazing
they
they
they
they
they
give
it
their
all,
and
so
appreciative.