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From YouTube: City Council Budget Work Session – January 14, 2020
Description
January 14, 2020
Asheville City Council Budget Work Session
B
A
B
B
We
will
literally
give
you
a
gauge
of
where
we
are
in
terms
of
revenue
and
expenses.
We
will
provide
an
update
as
part
of
the
discussion
on
our
current
budget,
we'll
provide
you
with
an
update
on
the
compensation
and
classification
study
and
we'll
give
a
lot
of
detail
on
the
first
phase
of
the
analysis,
which
was
to
look
at
the
potential
of
moving
the
minimum
pay
for
an
employee
working
40
hours
to
30
$1200.
B
Pegi
role
will
be
given
that
presentation,
but
we
do
have
the
consultants
that
is
doing
the
in
class
study
for
us
there
in
the
audience.
We
will
also,
as
part
of
our
update
in
terms
of
this
gauge,
we
need
to
highlight
an
area
for
you
related
to
the
enterprise
fund,
that
is
expected
to
be
over
budget,
and
we
need
to
explain
what
we
need
to
do
using
general
funds
to
address
that
issue.
B
Second,
part
of
the
presentation,
if
you
that
one
enough
will
be
to
update
you
on
the
process
and
progress
made
to
date
in
terms
of
developing
the
twenty
twenty
twenty
one
budget,
so
the
next
fiscal
year's
budget,
but
just
staff,
took
off
a
little
bit
of
time
during
the
summer
this
past
summer
and
immediately
early
fall.
We
started
the
the
future
budget
process
cycle
all
over.
B
D
A
D
B
So
we'll
be
providing
you
also
with,
if
you
can
change
to
the
next
slide,
to
fast
all
right
dose
of
guiding
principles.
These
were
adopted
for
the
current
budget
and
we
hope
that
you
will
consider
these
or
maybe
be
thinking
about
others
that
you
may
want
to
consider.
As
we
move
into
the
preparation
for
the
2020
21
budget
process.
Sark
garden
principles
were
essential
service
delivery.
B
Ensuring
departments
have
the
resources
required
to
meet
service
delivery
expectations,
enhancing
customer
value
that
is
making
sure
that
our
constituents
are
getting
the
kind
of
quality
services
that
they
deserve
and
their
strategic
alignment.
You
all
took
a
lot
of
time
at
our
last
retreat
prioritizing
your
strategic
initiatives
and
priorities
that
you
wanted
us
to
focus
on.
B
The
strategic
alignment
is
simple:
making
sure
that
what
you
said
you
want
to
get
accomplished,
that
we
have
revenue
devoted
funding
devoted
to
implementation,
so
with
that
I
will
turn
it
over
to
Taylor
and
then
later,
Barbara
whitehorne
is
going
to
come
up
and
talk
a
little
bit
about
the
strategic
initiatives.
Thank.
E
You
Deborah
good
afternoon,
mayor
and
council
Taylor
fully
the
budget
manager
I'm
going
to
start
off,
as
Debra
mentioned
just
talking
about
where
we're
at
in
the
current
fiscal
year
kind
of
give
you
a
sense
of
that
since
we're
about
halfway
through
the
year
now
starting
off.
Hopefully
this
looks
familiar
to
you.
This
is
our
current
year
general
fund
budget
and
really
we're
just
showing
you
this
to
remind
you
that
most
of
our
revenue
comes
from
property
sales
and
utility
taxes
is
about
80%
of
the
total.
E
So
if
you
look
at
where
we're
at
current
year
right
now
on
that
we're
on
target
doing
doing
well
property
tax,
we
don't
really
have
a
lot
of
property
tax
of
data
yet
for
the
current
year,
but
typically
the
estimates
that
the
county
tax
assessor's
office
provides
us
are
pretty
spot-on
because
you
know
they.
They
know
what
they're
doing
over
there.
We
actually
had
a
meeting
with
them
earlier
last
week
and
kind
of
confirmed
that
things
are
looking
as
we
would
expect
so
far.
E
We
actually
only
have
about
three
months
of
data
on
sales
and
utility
taxes,
just
because
the
state
collects
those.
So
the
reporting
is
a
little
bit
delayed
on
that,
but
again,
based
on
that
that
quarter
of
data
things
are
looking
good.
That
other
is
a
small
portion,
but
it's
looking
better
than
expected,
mainly
because
of
some
good
performance
on
investment
revenues
and
some
licenses
and
permits
revenues
so
moving
to
to
the
other
side
on
the
expenses.
Again,
all
of
our
major
expense
expenditure
categories.
E
Looking
at
on
track
performance
rises
about
halfway
through
the
year
personnel
costs
you
know,
is
our
biggest
expense.
Typically,
that's
looking
almost
right
on
we're
almost
exactly
halfway
through
our
number
of
pay
cycles
for
the
year
and
looking
right
on
budget
just
on
that,
so
things
are
looking
well
and
with
that
I'm
actually
gonna
pass
it
off
to
Peggy,
Rowe
and
she's
gonna
talk
about
the
total
conversations
and.
B
F
Afternoon,
mayor
vice
mayor
and
council,
I
want
to
give
you
an
update
on
where
we
are
at
their
compensation
study.
First
thing:
I'll,
do
is
just
remind
you
at
a
high
level
what
the
scope
of
work
was
for
the
consultant
that
we
engaged
and
I
do
have
Marianne.
Oh
yes,
hear
from
the
archer
company,
she's
represented
there
from
our
consultant.
F
If
we
have
any
questions
about
the
work
she's
done,
I'll
give
you
an
update
on
phase
one
of
the
project
and
some
preliminary
findings
regarding
phase
one
and
then
we'll
have
some
recommendations
and
summary
and
next
steps.
So,
just
as
a
refresher,
the
consultants
were
engaged
to
analyze
the
city's
salary
and
benefits
package
and
they
are
charged
with
providing
a
recommendation
to
the
city
manager
on
whether
or
not
our
current
pay
and
benefits
package
is
competitive.
F
With
the
market
evaluating
the
feasibility
of
raising
our
minimum
salary
to
thirty
one
thousand
two
hundred
dollars
annually,
which
is,
as
Deborah
said
earlier,
based
on
a
40-hour
work
week.
What
if
any
compression
issues
exist
and
how
should
those
be
addressed
and
what,
if
any
other
inequities
exist
in
our
pay
plan?
And
how
should
those
be
addressed
so?
F
Two,
they
evaluated
the
impact
of
these
increases
on
the
base
pay
of
the
the
employees
who
are
earning
in
that
low
labor
market,
and
they
make
they've
made
some
recommendations
to
us
as
to
what
the
cost
would
be,
and
we
we
ask
them
to
keep
really
just
focused
on
those
low
level
positions
that
have
the
low
entry.
Salary
ranges.
F
Will
the
increase
of
the
31
to
cause
greater
compression
and
they
were
asked
to
determine
how
to
address
that
identified,
compression
and
determine
the
timing
necessary
to
adjust
those
compression
adjustments?
And
just
so,
we
have
kind
of
a
shared
definition
of
compression.
That's
a
situation
that
occurs
when
there's
only
a
small
difference
in
pay
between
employees,
regardless
of
their
skills
or
experience,
and
it
often
results
if
the
market
rate
for
a
given
job
is
outpacing.
F
The
increases
historically
given
by
the
organization
to
high
tenured
employees,
the
movement
of
the
salaries
to
the
31,
to
align
with
councils
commitment
to
the
concept
of
a
living
wage
and
again
just
so.
We
have
a
kind
of
an
understanding
of
living
wage.
It's
understood
to
mean
the
ability
to
afford
food,
housing
and
other
essential
items.
There's
no
one
definition,
but
just
so
we
we
kind
of
share
that
definition.
There
are
many
cities
in
the
u.s.
that
are
raising
their
minimum
wage.
F
Some
large
employers
are
raising
their
minimum,
including
Walmart,
Target,
Costco
and
Amazon
to
salaries
up
to,
or
at
least
toward
that
$15
an
hour
and,
as
you
know,
the
city
of
Asheville,
Buncombe,
County
and
other
local
employers
have
committed
to
pay
at
a
minimum.
A
current
living
wage.
The
city's
current
salary
and
benefits
survey
that
archer
company
has
already
implemented,
will
provide
additional
information
regarding
current
practices
and
comparable
municipalities
related
to
pay
for
entry-level
jobs.
F
So
preliminary
findings
of
phase
one,
which
is
that
movement
to
the
minimum
of
the
twelve
hundred
fifty-six
employees
that
we
currently
have
regular
and
part
full-time
and
part-time.
We
have
approximately
93
who
are
currently
earning
less
than
the
31,
and
you
can
see
by
this
graph
that
our
by
this
chart
excuse
me
that
many
of
the
positions
are
laborers.
F
They
work
in
water
equipment
operators,
Public
Works
against
many
of
our
entry-level
type
positions,
and
some
of
those
are
enterprise
funds
and,
and
some
of
them
fall
in
the
general
fund.
The
estimated
annual
eyes
cost
for
adjusting
those
93
and
in
the
the
number
that
you
see
here,
includes
the
benefits
the
projected
overtime
for
those
employees.
F
So
if
the
thirty-one
two
becomes
the
new
wage
floor,
this
was
part
of
the
compression
analysis.
The
shift
causes
additional
compression
as
a
group
of
employees
pay
shifts
upward.
So
the
adjustments
of
31200
applies
to
those
earning
less
than
that,
regardless
of
how
long
they've
been
in
the
job
compression
focuses
on
employees
in
pay
grades,
where
employees
would
be
moving
to
the
thirty-one
200.
So
that
again,
that's
the
area
that
we
ask
the
consultants
to
focus
on
there
are
additional
employees
who
would
potentially
be
impacted
by
that
new
wage
increase
and
the
cost
to
adjust.
F
That
compression
would
be
thirty
thousand
to
a
hundred
ninety
six
thousand,
and
that
number
represents
about
eighty
seven
additional
employees
whose
salary
are
in
those
201
to
206,
lower
pay
grades
that
we
have,
and
that
number
will
vary
depending
on
where
what
methodology
is
used
to
address
that
compression
and
then
naturally
they
would
be.
There
would
be
additional
pay,
compression
and
other
pay
grades.
As
you
move
that
floor.
Does
that
make
sense
so
far?
Yes,
sir.
G
D
H
F
F
So
they
already
earn
thirty
one
two,
but
when
you
move
the
other
folks
under
the
thirty
one
two
and
make
their
adjustments
to
thirty
one,
you
have
employees
who
are
earning
31
three,
for
example,
just
making
that
up
or
thirty
one
or
art
excuse
me
thirty,
one
for
who
have
possibly
been
here
for
a
number
of
years,
and
so,
as
you
move
that
the
pay
grades
to
old
201
to
206
up,
which
is
addressing
this
number,
then
the
ones
who
employs
her
in
the
207
are
also
impacted
by
that
movement.
So.
G
So
in
terms
of
what
was
on
slide
18
excuse
me
what
was
on
this
slide?
Nineteen
thirty
thousand
one
hundred
ninety
six
thousand
is
that
compression
only
for
folks
in
the
201
to
206
pay
grades
is,
is
that
only
dealing
with
compression
within
those
groups,
so
so
207
onward
compression
to
the
extent
that
exists
which
would
exist?
Is
that
not
taken
into
account
the
thirty
thousand
one
hundred?
Ninety
six
thousand.
F
To
a
certain
extent,
it
is
it's
not
fully
taken
into
consideration,
because
we
have.
We
have
found
that
there's
a
great
deal
of
manual
work
that
has
to
be
done
to
really
ascertain
the
length
of
time
employees
have
been
in
there
and
things
like
that.
But
when
you
move
the
31
to,
for
example,
your
the
31
to
represent
993
employees,
and
then
there
are
additional
87
for
a
total
of
what
is
that
180
employees
who
are
impacted
in
those
201
to
206
pay
grades?
F
So
if
you
move
that
you
may
move
someone
to
31,
for
instance,
who's
been
here
for
six
years
and
our
seven
or
eight,
and
so
when
you
make
that
movement
and
then
on
top
of
that,
you
move
the
folks
who
are
just
shy
of
31,
who
maybe
been
in
their
pay
grade
for
a
year.
You
have
to
consider
whether
or
not
to
make
adjustments
to
the
to
the
folks
whose
pay
you've
already
adjusted
to
the
31.
F
G
Is
that
196,000
kind
of
worst
case
scenario
as
we
pulled
the
trigger,
but
with
that,
would
that
also
impact
the
compression
in
other
paygrades
right?
So
so
it
does
that
196,000
cover
there
is
likely
to
be
pay,
compression
and
other
pay
grades,
or
if
we
address
the
compression
and
other
penny
grades,
that
hundred
ninety
six
thousand
could
actually
be
higher.
It.
F
B
If
I
could
interrupt
for
just
just
a
minute,
we
we
have
to
admit
that
we
wish
that
we
could
have
been
further
along
in
the
analysis,
but
we
we
do
have
some
challenges
with
how
we
are
collecting
the
data.
Unfortunately,
our
software
doesn't
have
all
the
information
that
we
need
to
deliver
to
the
consultants
for
them
to
do
a
lot
of
their
analysis.
So
we've
we've
literally
had
to
have
HR
do
some
things
manually,
so
we're
still
plugging
along,
and
this
is
definitely
an
an
update.
B
B
Sir,
you
you,
you
had
asked
us
to
look
at
the
31200
and
determine
if
we
could
implement
something
this
year
and
that's
actually
this
fiscal
year
before
July
1.
That's
that
that's
what
was
asked
of
us
by
counsel
when
you
approve
this,
the
current
budget
that
we're
in
right
now-
and
we
do
have
some
fun
set
aside
to
do
that-
it's
just
how
much
can
we
do?
Thank
you.
G
The
methodology,
then,
with
respect
to
the
compression
that
will
have
February,
is
basically
a
compression
analysis.
Organizationally
organization-wide
is
that
right,
so
we're
gonna
go
from
basically
201.
It's
kind
of
throughout
the
whole
thing
right.
So
if
we
were
to
pull
the
trigger,
we're
gonna
have
an
understanding
that
there's
you
know,
you're,
not
gonna,
get
it
down
to
a
dollar
I.
Think
I
get
that,
but
is
the
is
the
methodology
that
we're
looking
to
do.
G
C
F
I
Correct
and
in
terms
of
any
change
that
we
might
make
in
this
fiscal
year,
obviously
that's
not
going
to
cost
four
hundred
and
twelve
thousand
dollars.
That's
correct
in
the
sense,
at
least
in
the
second
half
of
this
fiscal
year,
but
but
clearly
we
will
need
to
be
making
this
decision
at
the
same
time.
Yes
about
whether
we're
going
to
start
whether
we're
going
to
true
people
up
with
this
four
hundred
and
twelve
plus
at
least
the
lower
level
compression,
and
when
we're
going
to
start
that,
and
so
when.
B
B
I
B
A
I
B
And
that's
actually
a
the
purpose
for
these
early
discussions
about
the
budget.
There
are
lots
of
umeri
costs,
it
need
outstripping
revenue.
There
are
lots
of
things
like
this
that
we
are
trying
to
give
you
some
early
information,
we're
not
asking
for
a
decision
on
anything
today,
but
we
just
want
to
raise
awareness.
G
One
final
question:
what
would
be
helpful
to
whenever
you
all
get
the
chance
to
do
it
on
slide?
17,
we
have
those
positions.
It
would
be
helpful
to
hear
from
you
all
too
once
we
get
to
the
retreat,
whether
there
any
vacancies
in
those
positions.
Are
you
having
trouble,
hiring
people
or
you
having
trouble
retaining
people?
You
know
give
us
a
sense
at
that
point,
whether
it's
a
point
in
time
or
or
an
over
a
year.
H
Want
to
say,
miss
Campbell,
thank
you
and
to
staff.
We
had
the
conversation
back
during
the
budget
cycle
last
summer
to
try
to
get
this
information
done,
and
you
made
a
statement
that
you
would
make
it
in
your
best
effort
in
power
to
get
that
done,
and
you
have,
and
your
staff
has
done
that
as
well.
So
I
appreciate
that.
Thank
you.
Thank.
E
Write
it
back
so
for
a
little
bit
of
a
jarring
turn
here,
we're
gonna
wrap
up
the
current
year
general
fund
summary.
This
is
really
again
with
the
information
that
we
have
right
now,
where
we
think
we
would
in
the
current
fiscal
year
and
good
news.
We
think
revenues
are
gonna,
come
in
around
$800,000
over
expenses
right
now,
but
I
want
you
to
hold
that
for
a
minute,
because
we're
gonna
come
back
to
it.
After
a
few
slides,
so
I'm
gonna
move
on
to
our
enterprise
funds.
We
have
six
enterprise
funds.
E
E
The
second
piece
of
that
and
and
in
the
fuel
and
electricity,
is
really
only
about
a
hundred
thousand
of
that
half
a
million.
The
much
larger
piece
is
that
is
the
paratransit
service.
And
if
you
look
at
this,
these
numbers
down
at
the
bottom
here,
I'll
kind
of
point
out
two
different
things.
First,
if
you
look
at
the
middle,
the
FY
2008,
you
can
see.
That's
a
that's
a
pretty
big
jump.
E
But
if
you
look
at
the
actuals
and
then
the
estimate
for
20
and
21
we're
also
seeing
some
really
significant
increases
in
that
cost
of
service
and
the
two
main
reasons
for
that
are
increased
usage.
So
increase
ridership
and
then
longer
trips,
so
a
little
bit
more
information
on
prior
transit
and
on
that
service,
as
a
public
transit
provider,
we're
actually
required
by
the
ATA
to
provide
this
paratransit
service
for
people
with
disabilities
that
have
limited,
maybe
can't
use
the
bus.
We
actually
provide
a
higher
level
of
service
than
federally
required.
E
E
E
I
So
can
I
ask
a
quick
question
about
the
transit
MCS,
so
so
what
we
know
is
that
we
have
been
under
paying
the
Buncombe
County
for
some
period
of
time
for
the
paratransit
service,
but
this
increase
that
you're
talking
about
is
not.
That
is
not
yet
truing
that
up
that
this
increase
is
because
of
more
riders
and
longer
trips.
Is
that
right.
J
Jessica
Morris
assistant
director
of
transportation,
it's
it
is
a
combination
of
both.
So
if
you
see
the
FY
2008,
we
had
estimated
seven
hundred
and
thirty-five
thousand,
and
that
is
that
is
what
the
county
told
us
back
in
April.
But
as
Taylor
mentioned
there,
we
we
and
they
are
seeing
much
larger
number
of
trips
and
a
larger
distance.
So
we
pay
per
person
and
the
mileage
that
that
those
trips
are,
and
so
at
the
end
of
this
year,
we
expect
to
see
the
actual
expense
be
about
1.1,
2
million,
so
the
column
FY
21
estimate.
J
That
is
what
the
county
is
estimating
for
this
coming
fiscal
year
and
that
that
that
pretty
significant
jump
has
to
do
with
the
fact
that
the
county
will
be
renegotiating
the
contract
that
they
have
with
the
operator.
So
we
we
contract
with
them.
They
contract
with
an
operator
much
like
we
contract
with
an
operator
and
that
contract
is
going
to
be
renegotiated
and
they
expect
based
on
the
current
market,
that
the
rates
that
we
that
we'll
be
paying
for
per
person
and
per
mile
are
going
to
increase.
B
J
One
is
that
they
are
able
to
leverage
other
sources
of
funds,
mostly
related
to
Health
and
Human
Services
funding,
so
the
amount
and
mobility
they
operate,
paratransit
service
for
us,
but
they
also
have
other
programs
like
for
Medicaid
transport
and
in
Social,
Security
and
and
different
things,
so
they
kind
of
they
have
more
opportunity
for
different
funding
and
they
own
all
of
the
vehicles,
which
is
another
big
thing.
So
they
have.
They
have
all
of
the
capital
all
of
the
vehicles
for
all
those
services
and
then
the
third.
J
D
J
J
J
D
There's
been
a
suggestion
that
the
county
assist
assist
the
city
if
we
were
to
choose
to
go
to
fair
free
so
and
the
number
that
has
been
thrown
out
as
a
million
dollar,
so
basically
because
they're
reducing
their
subsidy,
that
really
it
would
only
be
an
increase
of
six
hundred
thousand
and
then
and
then
probably
if
we
went
to
fair
free.
That
would
also
increase
the
cost
of
paratransit
right,
because
that
would
also
have
to
be
increased.
So
the
million
dollars
really
isn't
wouldn't
really
be
a
million
dollars.
I
guess
is
what
I'm
asking
the.
J
It's
a
great
problem
to
have,
but
it
has
a
impact
on
your
capacity
and
typically
when
you
roll
out
something
like.
Is
there
a
fare
program,
you're
also
coupling
that
with
more
frequency,
so
that
you
don't
see,
especially
during
peak
hours?
You
don't
see
these
buses
being
over
capacity
and
you
end
up
leaving
people
on
the
side
of
the
road,
so
typically
cities
that
are
doing
zero
fare
there
they're
doing
that
in
at
the
same
time
as
adding
significantly
more
frequency
on
their
routes,
so
that
they
don't
have
overcrowding.
J
But
we're
going
to
do
some
more
number
crunching,
because
the
the
routes
that
we
currently
see
some
overcrowding
issues
well
I
should
say
currently
as
in
two
weeks
ago
and
before
that,
a
lot
of
what
we
launched
on
January
5th
was
meant
to
help
that
situation.
So
it's
going
to
take
us
a
couple
months
of
data
gathering
to
see
how
that's
shaken
out
with
the
new
service,
but.
D
F
D
G
I
I
We
can
only
charge
$2
so
that
twice
our
current
fare
correct.
So
one
thing
I
would
be
interested
in
and
and
you
you
sort
of-
have
to
have
this
somewhere
in
order
to
come
up
with
these
numbers.
But
what
I'm?
What
I'm
interested
in
is
the
again
the
the
sort
of
generally
the
number
of
people
who
are
riding
paratransit,
the
cost
per
person
that
the
total
cost
and
then
the
cost
for
the
city,
the
subsidy
that
we
pay
and
then
I
didn't
realize
and
the
the
cost
per
mile.
As.
I
I
didn't
I
didn't
realize
we
also
paid
a
cost
per
mile,
and
you
know
again
I'd
be
curious
to
know
the
how
that
has
jumped
in
the
last
well
in
this
current
budget
year
and
and
do
we
know
why
I
mean
that's
good.
We
like
that
people
are
riding
the
bus.
That
means
they're.
That
means
they're
moving
around
they're,
getting
where
they
need
to
go,
but
do
we
it
was
do
we
know
why
we.
J
I
Right
and
did
the
county,
so
we
share
a
lot
of
things
with
the
county
and
took
Gwen's
point
they've
been
generous
and
subsidizing
this
for
for
quite
a
while,
my
that
that
might
have
been
you
know,
I,
don't
I,
don't
know
how
intentional
that
was.
It
could
be
it
just
sort
of
got
lost
in
the
mail,
so
to
speak,
but
do
we
did
they
do?
We
know
why
they're
stepping
back
from
that
and
I
guess
I'll.
Just
you
know
from
my
perspective,
everybody
who
lives
in
the
city
also
lives
in
the
county.
I
The
county,
as
somebody
said,
you
know,
typically
deals
with
Health
and
Human
Services
issue,
which
is
directly
what
this
is
this
service
is.
It
makes
logical
sense
to
me
whether
it
was
by
action
or
intention
that
they
would
they
would
help
cover
this
cost
for
these
residents
that
live
in
both
places.
So
did
they
offer.
J
J
I
B
G
E
We
did
that
in
October
this
year,
and
one
of
the
things
that
the
department
directors
came
came
to
that
meeting
with
was
really
identifying
facility
and
infrastructure
maintenance
as
a
high
priority
for
them
and
we're
trying
to
make
sure
that
we're
you
know
staying
true
to
that
as
we
move
through
the
budget
process,
departments
are
on
the
back
end
of
completing
their
operating
and
capital
requests
and
we're
sort
of
at
a
point
where
we
have
a
lot
of
information.
We're
just
starting
to
do
the
analysis.
E
We
went
around
to
the
boards
and
commissions
and
gave
a
brief
presentation
just
trying
to
provide
some
information
about
how
our
budget
process
works.
We're
hoping
to
continue
to
share
information
with
boards
and
commissions
again,
as
we
share
information
with
you
all
and
keep
them
updated
on
the
budget
process
as
it
goes
forward.
We've
also
shared
some
information
about
capital
and
financing,
specifically
as
well
as
some
very
preliminary
forecast
information
with
councils,
finance
and
HR
committee.
E
We
did
that
in
November,
maybe
so
they've
seen
some
of
that
and
again
you'll
get
you'll
get
all
of
that
stuff
at
the
retreat,
so
kind
of
where
we're
at
right
now
is
the
bright
blue
council
work
session.
January
14th
already
talked
about
the
stuff.
That's
happened
today.
Moving
forward,
you
see
February
March
April.
You
all
have
several
opportunities
for
us
to
come
again
share
information
with
you
get
some
feedback.
E
E
So,
to
get
a
little
bit
more
into
the
details,
preliminary
revenue
projections,
property
tax
growth,
we're
expecting
to
be
kind
of
where
it's
been
for
the
last
few
years,
somewhere
between
two
and
three
percent
again
had
a
recent
meeting
with
the
tax,
assessor
and
I.
Think
that's
where
they're
at
to
moderating
sales
tax
growth.
E
We've
seen
some
really
strong
sales
tax
growth
over
the
last
few
years,
kind
of
coming
out
of
the
Great
Recession,
and
it's
not
that
we're
expecting
no
growth
or
low
growth,
just
perhaps
not
as
strong
as
we've
seen
over
the
last
few
years.
We
also
have
the
additional
a
little
kind
of
the
last
piece
of
the
property
and
sales
tax
from
the
mission
HCA
sale.
E
So,
on
the
expense
side-
and
these
are
examples-
this
is
not
exhaustive
list
of
all
of
the
things
that
we
expect
to
see
increases
in,
but
just
kind
of
wanted
to
give
a
little
flavor,
already
kind
of
talked
about
this:
a
full
year
of
chains
of
service
improvements.
So
basically
the
improvements
that
started
January
5th,
funding
those
for
a
full
year.
E
In
addition
to
addressing
that
shortfall
that
we
have
in
the
current
year,
we're
gonna
have
some
capital
assets,
some
roads
and
sidewalks,
and
green
space
and
greenways
come
on
line
down
in
the
river
arc
district
as
the
rad
type
project
wraps
up.
So
we're
gonna
need
some
resources
to
make
sure
that
we
maintain
that
moving
forward,
we'll
have
what
our
standard
increases
in
personnel
costs
of
cost-of-living
adjustments.
We've
actually
over
the
last
few
years,
been
able
to
not
increase
our
employer
or
employee
contribution
to
our
healthcare
fund.
E
But
we
think
we're
probably
at
a
point
now
what
we're
gonna
have
to
bump
that
up
a
little
bit
and
then
we
also
have
ongoing
state
mandated
increase
for
retirement
contribution
for
employees.
One
other
thing
just
to
note
again
going
back
to
the
classroom
comp
and
a
thirty
one
to
two
jump
down
there.
A
little
bit.
That's
six
to
eight
million
dollars
includes
some
estimate
of
that
again.
E
That's
part
of
the
reason
why
that's
sort
of
a
wide
range,
because
we're
not
firm
on
what
those
numbers
are,
but
obviously
to
the
earlier
point
we
will
whatever
we
do
in
the
current
year,
we
will
carry
forward
in
the
next
year
and
that'll
be
part
of
the
base
budget.
The
last
thing
is
the
capital
debt
model.
Basically,
as
our
property
tax
base
grows,
that's
just
a
percentage
of
that
that
goes
into
the
the
capital
model
so
that
that
allocation
will
grow
as
well,
so
we're
thinking
somewhere
between
again
six
to
eight
million
dollars.
E
D
A
A
E
I
A
E
E
But
yet
all
of
the
all
of
these
things
are
kind
of
really
the
cost
of
a
business
to
continue
providing
the
the
level
of
service
that
we're
providing
right
now,
just
what
is
that
gonna
cost
us
next
year?
Essentially,
so,
if
you
were
keeping
track
there,
you
know
five
to
six
million
in
additional
revenues.
We're.
E
An
additional
expenses
so
I
think,
as
you
probably
are
not
surprised
to
hear
from
us
we're
seeing
revenue
growth
that
is
gonna,
get
eaten
up
by
ongoing
operating
cost
increases
and
really
again
what
what
we,
as
staff,
you
know
in
the
budget
office
with
the
manager
and
with
the
departments.
Well,
we're
trying
to
work
on
right
now
over
the
next
few
months
is
to
try
to
get
those
two
numbers
as
close
to
each
other
as
possible
to
try
to
get
those.
You
know
our
what
we
call
our
base
budget
to
balance.
E
G
E
B
C
So
Barbara
whitehorne,
chief
financial
officer,
Thank
You,
mayor
and
council
for
meeting
with
us
and
listening
to
our
somewhat
long-winded
but
I
think
tremendously
interesting
presentation,
so
first
I
wanted
to
discuss.
We
wanted
to
make
sure
that
you
all
really
understood
like
when
we're
talking
about
the
strategic
investments
that
align
with
your
goals.
There
are
a
lot
of
things
that
we
have
accomplished
or
are
implementing
right
now,
so
we
wanted
to
present
those
first
and
then
talk
about
the
requests
that
we
got
from
departments
that
align
with
your
strategic
goals
for
next
year.
C
So,
as
you
can
see,
we
are
making
progress
in
transportation
and
accessibility,
clean
and
healthy
environment
and
financially
resilient
City.
We
have
quite
a
few
things.
The
new
fire
station
will
be
LEED
certified.
That
was
a
council
requirement
that
was
passed
some
years
ago
that
we
had
to
be
have
a
LEED
certified
building,
so
that
will
be
solar
panels.
C
The
you
do
overhaul
is
something
that
we've
all
heard
a
lot
about,
and
that's
certainly
something
that
staff
would
like
to
see
happen
and
then
in
financially
resilient
city.
Obviously,
the
compensation
study
is
very
important
to
us
for
recruitment
and
retention
and
really
having
the
best
people
in
place
to
you
know,
manage
your
city
and
work
here
and
then
facility
and
infrastructure
maintenance
continues
to
be
a
significant
priority
for
staff
at
pretty
much
every
level
and.
B
Barbara
these,
please
don't
take
these
as
budget
recommendations.
These
are
requests
that
we
have
received.
They
are
under
review,
but
we've
got
lots
of
others
that
have
been
requested.
These
are
just
examples
that
have
very,
very
direct
linkage
to
your
strategic
initiatives,
at
least
the
focus
areas
exactly.
C
So
we
pulled
out
transportation
and
accessibility
separately,
because
it
has
very
specific
numbers
attached
and
goals
the
base
budget
for
next
year,
which
includes,
of
course,
the
full
year.
Implementation
adds
2.5
million
for
transit,
and
that
includes
the
paratransit
increases
the
fuel
and
electricity
and
the
annualized
January
5th
implementation.
C
Additional
services
that
strategically
we
would
like
to
see
funded-
or
you
know
we
know-
are
strategically
aligned-
are
the
remainder
of
the
transit
master
plan
year,
one
that's
about
1.1
million
for
a
full
year
and
then
the
transit
master
plan
year
2
the
1.1
million
there.
I
would
like
to
point
out,
as
a
very
rough
estimate,
Jessica
wanted
to
make
sure
that
you
understood
that
saying.
That's
1.1
is
still
very
up
in
the
air,
because
we
haven't
done
as
much
legwork
on
that
implementation,
as
we
have
on
the
year
one
portion.
C
Capital
investments
we're
doing
quite
a
bit
annually.
We
contribute
about
15
million
about
12%
of
the
general
fund
to
the
capital
model,
which
is
our
long-range
plan
for
capital
investment
and
debt
service
and,
as
you've
seen
in
a
few
other
presentations
that
we've
given
in
the
last
six
years.
We
have
spent
more
on
capital
and
invested
more
in
the
infrastructure
of
the
city
than
in
20
years
before
that.
So
it's
a
lot
to
be
proud
of
in
the
last
six
years,
I
think
additional
needs
facility
and
infrastructure
maintenance.
C
C
Significant
unfunded
needs.
We've
got
about
a
hundred
and
twenty-five
that
have
been
identified
at
over
600
million.
Those
are
you
know
all
that's
a
lot
of
projects,
that's
not
projects
that
people
want
to
do
tomorrow.
These
are
projects
in
a
much
longer
timeframe
than
that.
So
when
I
say
600
million,
you
don't
think.
Oh
my
gosh.
They
want
to
issue
600
million
dollars
in
debt.
That's
not
the
case
at
all.
We
want.
We.
A
When
you
talk
about
a
city
projecting
over
multiple
years,
six
hundred
million
dollars
in
capital
projects
that
spread
across
hundred
twenty-five
projects,
typically,
we
would
see
partnerships
from
the
state
or
federal
government
on
transportation
projects.
We
would
see
the
room
tax
being
used
for
some
of
these
projects.
I
mean
I.
Think
in
this
is
upwards
of
a
hundred
million
of
it
is
Thomas
Wolfe
alone,
which
is
something
we
would
be
looking
towards.
The
TDA
could
help
fund
that
project,
so
I
mean
I.
C
It
certainly
wouldn't
be
I,
don't
think
it
would
be
reasonable
for
any
city
to
say
we're.
Gonna
pay
a
hundred
percent
for
everything,
because
you
want
to
always
ask
who
benefits
and
who
should
pay
and
try
to
leverage
as
many
partnerships
that
you
can,
whether
it's
with
other
governments,
as
you
said,
at
the
federal
or
state
level,
or
if
we're
looking
at
actual
private
partnerships
with
organizations
within
the
city
that
want
to
see
a
better
Thomas
Wolfe,
because
it
would
benefit
them
as
well.
Barbara.
C
Alright
and
then,
of
course,
you
all
are
aware
that
the
capital
debt
model
has
limited
capacity
at
this
point
to
fund
anything
anything
more.
Yes,
anything
more,
it
absolutely
funds,
everything
that
we
currently
have
in
the
plan,
because
that's
the
point
of
why
we
develop
the
model.
So
we
talked
about
Taylor
talked
about
that
revenue.
Growth
is
expected
to
be
used
up
by
the
ongoing
operating
cost
increases
and
any
new
strategic
investments
are
gonna
require
some
kind
of
new
revenue
stream.
C
That's
something
that
you
know
speaking
at
the
the
retreat
we
can
talk
about
where
we
want
to
go
with
revenue
and
and
what
we
think
the
best
direction
is
for
that
and
the
council
retreat
plan
from
a
budget
standpoint
is,
we
will
affirm
the
guiding
principles
talked
about
the
five-year
forecast,
give
you
more
detailed
budget
information.
Some
of
the
numbers
will
still
not
be
great.
It's
not
like
will
suddenly
have
seven
or
eight
months
of
sales
tax,
but
we
will
have
a
slightly
better
place.
C
I
H
I
Thank
you,
so
we,
this
has
been
a
great
presentation
thanks
to
to
Taylor
and
Barbara
and
Jessica
as
well.
I
think
it's!
This
is
it's
no
secret
that
we
are
challenged.
We
continue
to
be
challenged
from
a
budget
perspective
to
meet
the
priorities
that
our
community
has
identified.
That
council
has
identified
and
to
the
point
made
in
the
slide
before.
I
If
we're
gonna
do
anything
new,
we
need
a
new
source
of
revenue
and
so
late
last
year
I
mean
we
got
a
preview
presentation
of
this
at
the
Finance
Committee,
maybe
in
October
or
November
and
as
I
think
we
all
do.
We
I
started
thinking
about
budget
priorities
for
the
coming
year
and
how
were
we
going
to
try
to
advance
a
lot
of
the
goals
that
that
we
have
set
for
ourselves
as
a
community
and
as
a
council
and.
I
It
became
clear
that
that
to
do
the
things
that
that
I
personally
want
to
see
done
that
are
knew
we
were
going
to
need
a
new,
a
new
revenue
source.
So,
as
we
all
know-
and
we've
talked
about
all
of
these
things
up
here-
we've
City
at
the
council
has
prioritized
transit.
We
still
have
an
affordable
housing
crisis
and
we
constantly
need
to
create
new
tools
to
address
that.
I
So
I
was
trying
to
figure
out
a
way
to
fund
these
priorities
generally,
but
also
in
a
way
that
would
not
pit
them
against
each
other
and
and
have
competing
interests
and
organizations
coming
to
us
in
a
way
that
was
I,
think
confusing
for
the
public
and
really
didn't
give
us
any
options.
So
to
that
end,
late
last
year,
I
pulled
together
the
advocates
in
our
community
that
have
been
working
on
these
issues.
I
Some
faq
is
on
the
back.
So
this
is
a
little
bit
new
sure.
That
would
be
great
many
and
there
are
some
copies.
There
are
some
folks
in
the
audience
who
have
copies
if
people
want
to
see
them
as
well,
but
together
we
have
created
a
proposal
that
will
generate
4.5
million
new
dollars
from
a
3-cent
property
tax
increase
and,
as
you
will
see
in
just
a
minute
that
will
fund
the
priorities
that
we
have
set
out
on:
transit,
renewable
energy
and
energy
conservation,
urban,
forestry
and
and
some
new
investments
in
affordability.
I
So
there's
nothing
new
in
here
that
people
will
not
have
seen
before
and
believe
me
if
there
were
another
way
for
us
to
fund
this
without
looking
to
a
property
tax
increase,
we
would
have
considered
it.
But
given
the
restraints
that
the
legislature
places
on
local
governments
and
our
ability
to
generate
new
revenue,
a
property
tax
is
really
the
only
option
we
have
to
make
these
investments.
Now.
I
I
will
say
that
there
has
been
a
lot
of
conversation
around
that
table
about
equity
and
the
impact
of
a
3
cent
property
tax
increase
on
low
moderate
and
fixed
income.
Households
and
I
have
asked
the
the
finance
department
to
look
for
options
that
are
available
and
legal
in
North
Carolina
to
help
mitigate
the
impact
of
such
a
property
tax
increase
on
on
those
folks
and
I
understand
that
research
is
happening.
There
are
there's
at
least
one
other
city
that
is
doing
that.
I
That
is
moving
ahead
with
a
program
that
that
would
help
mitigate
property
tax
increases
on
lower
income.
Folks
and
I
look
forward
to
getting
some
information
back
from
the
finance
department
about
those
options,
as
we
move
through
the
budget
process
and
so
and
I
also
want
to
recognize
I
mean
we
just
got
through
a
huge
presentation
about
the
city's
many
many
many
priorities
and
base
funding
needs,
and
so
I
realized.
We
realize
these
are
not
these.
These
are
not
the
only
things
on
the
table
for
consideration
in
terms
of
the
new
budget.
I
Other
councilmembers
will
have
their
own
priorities
as
well,
but
I
think
we
wanted
to
put
this
on
the
table
as
a
starting
point
for
conversate
and
as
a
way
to
just
take
a
first
step
in
trying
to
advance
these
very
important
issues
that
again
have
been
identified
multiple
times
as
priorities
by
our
community
and
by
members
of
council.
So
with
that
all
turn
it
over
to
Keith.
If
he
wants
to
add
it
sure.
H
It
is
my
hope
that
we
will
be
able
to
accomplish
this
and
be
able
to
put
forward
the
things
in
our
community
that
folks
are
asking
us
to
do,
but
not
only
that
they're
asking
us
to
do
that.
We
need
to
do
in
order
to
make
our
city
a
better
place,
and
this
impacts
people
in
a
way
that
is
going
to
be
beneficial
to
quality
of
life
for
everyone,
no
matter
what
spectrum
you're
on.
I
We
have
talked
about
that
as
well.
Obviously,
we're
very
concerned
about
people
who
are
renting,
because
those
are
often
folks
in
with
lower
incomes
and
I
think
we
we
haven't,
identified
any
clear
strategies
about
that,
but
there
could
be
you
know
just
as
we
offer
incentives
to
you
know
this
program
here.
The
new
housing
voucher
pilot
project
is,
you
know,
offering
some
incentives
to
landlords
to
house
to
offer
housing
for
people
with
cultures.
You
know
I
would
ask
whether
we
could,
whether
we
might
could
do
a
similar
thing
for
landlords.
I
If
you
don't,
if
you
don't
raise
the
rent
correspondingly
to
address
this
property
tax
increase,
is
there
some
way
we
can
still
help
compensate
landlords
for
that?
So
it's
a
it's.
That's
just
another
area,
I
think
for
exploration
as
a
way
to
try
to
mitigate
the
impact
of
this
on
lower-income
folks
right.
G
G
Is
I
know,
I,
think
it's
well
you'd,
like
Mike
Councilwoman,
a
fielding
councilman
young
I've
also
had
been
spending
a
lot
of
time.
Try
to
think
about
what
next
year's
budget
should
look
like
if
what
some
of
the
priorities
are,
and
one
of
the
main
concerns
that
I
have
really
is,
is
funding
our
basic
services
across
the
city
and
and
a
lot
of
that
is
being
driven
by
what
I'm
seeing
across
the
city
and-
and
that
is
not
to
say
that,
what's
being
discussed
today,
what
we're
gonna
discuss
the
retreat
are
important
priorities.
G
They
clearly
are
a
sustainability
transit.
All
those
things
are
critical,
but
as
council
members,
we
have
an
obligation
to
appropriately
fund
basic
services
that
all
of
our
residents
depend
on.
We
have
a
duty
to
make
sure
that
all
of
our
residents
are
kept
safe,
that
they
can
depend
on
having
clean
drinking
water
that
the
roads
they
travel
on,
are
maintained
and
that
their
tax
dollars
are
being
efficiently
and
effectively
used
to
provide
basic
services.
G
Them
and
snap
should
be
very
proud
of
them.
The
facts
are,
we
are
seeing
some
problems
across
the
city.
We
are
seeing
a
heroin
and
drug
needle
litter
crisis
in
West
Aspen
in
downtown
that
is
being
accompanied
by
a
significant
jump
in
property
crime.
We've
had
several
recent
water
outages
caused
by
outdated
water
infrastructure
that
have
hurt
residents
and
local
businesses.
G
So,
from
my
perspective,
to
address
these
immediate
problems
from
my
perspective,
I
believe
that
our
next
budget
has
to
have
funding
to
address
the
heroin
and
drug
needle
bitter
emergency
funding
to
ensure
that
our
water
system
infrastructure
is
dependable
so
that
we
do
not
have
a
public
health
disaster.
A
responsible
bond
program
that
begins
to
fund
our
infrastructure
and
capital
needs
that
have
been
ignored
for
years
and
funding
for
appropriate
wage
adjustments
for
employees
who
deliver
the
services
that
all
of
us
depend
on
now,
I,
don't
real-estate
I!
G
What
was
what
was
proposed
today?
This
is
clearly
well
thought-out,
a
commend
council
member
youngt
and
Councilwoman
Mayfield
for
putting
this
together.
You'll
note
that
that
that
they
actually
had
the
courage
to
to
talk
about
how
it
would
be
fun
and
and
I
think
that's
that's
important.
It's
not
an
easy
thing
for
council
members
to
do,
but
from
my
perspective,
we
have
got
to
first
get
our
house
in
order
by
taking
meaningful
action
on
our
obvious
public
health,
safety
and
quality
of
life
issues.
C
H
I'll
add
something
else
just
want
to
commend
everybody
for
I
know
there
was
a
one
slide
up
there.
That
said,
for
our
strategic
investments
in
capital,
we've
spent
more
in
the
last
six
years
than
we've
sent
spent
in
20
years,
so
I'll
just
say
that
again,
we've
spent
more
money
in
the
last
six
years
than
we
spent
in
the
last
twenty
and
I
didn't
hear
anything
about
core
services
that
was
off
so
I
won't
I
want
to
assume
that
they're
off
so
anyway.
Thank
you.
A
But
you
know
the
only
thing
that
food
for
thought.
No,
the
only
thing
that
I'm
thinking
about
in
the
context
of
this
sort
of
30,000
foot
is,
you
know
we
do
have
a
large
couple
needs.
We
don't
have
to
find
six
hundred
million
dollars
on
one
year.
Anything
like
that,
but
but
Minoo
I
had
the
opportunity
to
sit
in
on
the
final
review
from
the
accreditation
and
to
t
that
has
a
credit
or
a
fire
department.
A
This
is
a
national
organization
that
comes
in
and
evaluates
your
fire
department
performance
response
times,
and
you
know
how
they
and
they
get
excellent
marks
across
the
board.
But
the
one,
but
one
noted
area
that
needs
improvement
is,
is
our
fire
houses
are
outdated,
I
mean
literally
how
we
store
gear.
In
some
cases,
the
gear
is
located
in
the
same
area
where
the
men
and
women
are
sleeping,
and
that
is
not
an
acceptable
practice.
Any
longer
courses,
fire
houses
were
designed
before
those
health
concerns
were
known.
A
That's
just
an
example
and
I
think
a
long
ago
of
maybe
it
wasn't
that
long
ago,
because
ever
you
were
here,
we
looked
at
capital
needs
around.
Just
public
safety
at
that
time,
I
think
we
identified
at
least
50
million.
It's
probably
I'm,
not
including
the
new
fire
house
number
1313.
Are
we
doing
really
number
at
13?
A
So
so
you
know
to
where
I'm
going
with
this
is
that
it
seems
like
we
might
be
due
for
another
run
at
a
general
general
obligation
bond
referendum-
and
you
know,
obviously
we
don't
have
the
debt
capacity
and
our
current
budget
to
pay
for
those
additional
capital
investments,
and
we
would
have
to
raise
property
taxes
to
do
that.
It
wouldn't
be
this
year.
If
we
put
the
issue
on
the
November
ballot,
it
would
be.
We
would
raise
the
taxes
right
in
the
next
next
budget
season.
A
So
I,
just
you
know,
before
we
go
raising
property
taxes
this
year,
for
these
very,
very
valid
and
important
I'm,
not
saying
they're,
not
and
I
want
to
figure
out
how
we
do.
This
I
just
want
to
make
sure
long-range
we're
not
foreclosing
an
opportunity
that
we're
really
going
to
need
to
take
advantage
of
you
know
and
I.
Also
wonder
too,
if
there
isn't
a
way
to
structure
a
bond
that
it
includes.
A
Some
of
the
environmental
initiatives
that
might
be
found
on
this.
What
you
get
honest
me
is
a
place
for
conversation.
You
know
like,
for
example,
what
if
we,
you
know
what,
if
we
retrofitted
our
fire
houses
to
all
accommodate
solar
panels,
and
so
we
added
a
green
element
to
to
the
very
great
need
we
have
to
redo
our
fire
houses
anyway,
you.
D
A
I,
don't
I'm
just
throwing
that
out
there
I'm
not
so
you
know,
I
would
like
to
kind
of
explore
all
opportunities
to
best
leverage,
the
funds
we
do
have
and,
and
you
know
we,
we
don't
raise
property
taxes
every
year.
It's
it's
not
I
think
the
last
time
we
did
do
it
was
in
connection
with
the
flat
of
the
2016
bond
so
and
I.
Don't
think
folks
who
are
willing
to
accommodate
us
routinely
raising
property
taxes,
so
I'd
like
to
be
sparing
with
that.
I
I
Other
way
to
look
at
that
is
that
I'm
a
short-timer
here-
and
these
are
priorities
that
I
came
into
office
with
and
would
like
to
see
movement
significant
movement
on
that.
That's
that's!
That's
my
one
of
my
personal
motivations
and
you
know
I
think
there
are
options
here,
like
the
money
that
is
proposed
to
be
set
aside
for
renewable
energy,
I.
Think
I
think
our
intention
is
really
that
that
would
go
toward
increasing
our
debt
capacity.