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From YouTube: City Council Worksession – March 20, 2018
Description
March 20, 2018
Asheville City Council Worksession
A
So
we're
doing
our
work
session
in
this
chamber,
where
we
normally
do
it
on
the
first
floor
welcome.
This
is
probably
a
record
number
of
folks
attending
the
work
session,
so
I'm
glad
we're
doing
it
up
here
to
begin
with,
I
have
an
announcement
to
make
on
behalf
of
Council.
This
is
a
statement.
That's
been
made
public
as
of
about
five
minutes
ago.
A
The
Asheville
City
Council
has
unanimously
decided
to
replace
city
manager,
Gary
Jackson
effective
at
the
close
of
business.
Today
we
appreciate
the
many
successes
gary
has
brought
Asheville
in
his
13
years
here.
However,
we
believe
that
making
this
change
now
is
in
the
cities
and
his
best
interests
assistant
city
manager,
Kathy
Ball,
will
serve
as
interim
city
manager
until
a
new
city
manager
is
selected.
A
Additionally,
Councilwoman
Gwen
Whistler
will
lead
transition
planning
pro
bono,
meaning
she
won't
be
compensated
to
assist
with
the
eventual
transition
to
a
new
city
manager.
We
wish
Gary
well
and
thank
him
for
the
good
work
that
he
has
done
for
Asheville
and
the
region
and
then
for
those
that
receive
the
press
release.
A
The
first
part
of
this
work
session
is
dedicated
to
the
council's
priorities
in
addressing
policing
in
Asheville.
The
agenda
is
particularly
detailed,
so
the
public
has
a
basic
outline
of
the
items
we're
going
to
discuss
here
today.
The
purpose
of
this
meeting
is
for
council
to
come
to
a
consensus
about
direction,
we'd
like
to
give
staff
around
areas
that
we
want
to
explore
and
make
changes
in
it
is.
This
is
since
this
is
a
work
session.
A
This
is
not
an
opera
time
where
we
will
take
public
comment,
but
of
course
it's
a
public
meeting
so
that
we
do
have
for
some
of
these
items.
We
do
have
some
staff
that
have
been
able
to
do
some
research
and
advance
of
today,
and
they
may
provide
us
some
information
as
we
move
through
this
agenda.
At
the
conclusion
of
the
first
section
of
the
agenda,
then,
we
will
go
into
our
budget
presentation,
which
is
just
the
first
step
in
our
budgeting
process.
A
That's
that
time
of
year
again,
and
so
we're
going
to
hear
from
Barbara
whitehorne
our
finance
director
and
she
will
give
us
kind
of
a
broad
overview,
but
this
will
be
the
first
touch
at
the
budget.
There'll
be
several
more
to
come
and,
of
course,
opportunities
later
on
for
public
comment
around
the
budget.
Okay,
so
in
kicking
this
off
and
council
I
think
you've
got
your
agendas
in
front
of
you.
A
A
The
agenda
here
tossed
about-
and
this
is
sort
of
in
no
particular
order,
but
I'm
sort
of
made
up
the
order
to
try
to
give
us
some
framework
for
it.
The
first
part
of
this
agenda
talks
about
a
third-party
review
of
the
Asheville
Police
Department,
and
then
some
specifics
regarding
policies
and
procedures.
So
the
the
concept
here
is
to
have
an
outside
entity
come
in
and
do
a
review
around
the
incident
involving
mr.
A
rush
and
and
former
officer
Hickman,
and
to
give
us
a
set
of
recommendations
around
around
that
incident
about
you
know
what
we're
not
doing,
what
we
need
to
be
doing
to
help
us
as
a
body
work
to
help
make
our
Police
Department
a
better
department
there.
There
is
already
an
ongoing
Department
of
Justice
investigation
that
is
centered
around
a
civil
rights
issue,
so
they'll
be
doing
their
own
investigation
of
the
incident
and
they
will
convene
a
grand
jury
in
April.
A
A
She
is
receptive
to
this
idea
and
will
work
with
us
and
Kathy
I
think
that
what
the
next
step
would
be
would
to
ask
the
staff
to
to
work
with
the
chief
and
come
up
with
a
proposal
or
for
an
entity
to
come
in
and
do
this
work
fairly
quickly,
not
something
that
we
want
to
to
take
forever.
So
that's
the
general
idea.
Does
anyone
else
want
to
add
anything
to
that
to
that
item
I
would.
A
B
Council
in
the
department,
when
it
comes
to
setting
policy,
because
it
certainly
seems
to
me
that
you
know
we
might
be
at
one
extreme
and
we
certainly
wouldn't
want
to
go
to
another
extreme,
but
there
has
to
be
a
middle
ground
where,
where
our
concerns
get
reflected
in
those
policies,
so
I
just
want
to
make
sure
that
that
that
structure
is
included.
In
that
analysis,.
A
I
would
agree
it's
a
couple
of
the
items
under
here.
Her
bar
actually
already
been
instituted,
but
are
mentioned
here.
So
the
public
knows
that
that
is
that
all
excessive
use
of
force
complaints
will
be
investigated
criminally
immediately,
instead
of
having
an
internal
review
process
and
then
a
criminal
review
process
that
changes
already
been
made.
A
C
D
A
We
have
a
motion,
a
second
any
other
comments.
Okay,
all
those
in
favor,
please
say
aye
any
opposed
all
right.
The
second
item
under
here
is
to
begin
to
aggressively,
implement
the
Blue
Ribbon
task
force,
recommendations
around
the
human
relations
commission
creation
and
that
those
steps
are
happening.
When
do
you
want
to
give
us
a
little
update
about
where
you
are
in
the
process
of
boards
and
commissions,
with
the
HRC
creation
or
drafting
or
should
I
go
to
Robert?
It
was
more
of
a
drafting
the
ordinance
to
create
write.
The.
F
G
A
So
so
that
is
already
happening
and
as
a
part
of
that
and
again
I've
talked
to
the
chief
about
this
about
the
HRC
or
if
the
HRC
has
some
kind
of
subcommittee
or
something
to
be
able
to
review
all
use
of
force
occurrences.
So
what
that
means?
Is
this
I'm
not
talking
here
about
excessive
use
of
force,
I'm
talking
about
any
use
of
force
occurrence,
and
this
is
where
force
is
used
at
any
level.
A
The
HRC
or
any
kind
of
subcommittee
can't
see
body
cam
footage
because
of
the
state
law,
but
they
can
hear
a
summary
with
names,
redacted
of
use
of
force
incidents
and
just
be
aware
of
them
that
the
number
of
use
of
force
incidents
in
APD
has
dropped
dramatically,
but
this
would
still
be
a
way
to
sort
of
have
an
external
check
on
the
number.
How
often
what
the
circumstances
are
that
kind
of
thing?
A
A
They
have
a
police,
a
citizen
review
board,
but
their
review
board
cannot
see
body
cam
footage
either,
but
they
have.
They
have
gone
to
court
to
see
it
at
least
once
since
the
new
law
has
been
in
place
and
the
judge
allowed
them
to
see
it
with
a
gag
order.
So
they
aren't
allowed
to
share
that
share
that
with
the
public,
but
they
were
able
to
view
it
for
themselves
so
that
we
we've
got
some
work
to
do
and
exploring
the
different
options
there.
A
As
part
of
the
Blue
Ribbon
task
force,
recommendation
was
to
fill
out
the
equity
inclusion
department
if
you
will
or
make
it
a
department
and
that
and
staffing
it
up.
That
process
is
also
happening
and
I
don't
know
if
anyone
can
give
us
more
information
about
that,
but
that
that
process
is
ongoing.
I
added
here
without
consulting
any
attorney
other
than
me
myself,
but
not
making
a
legal
expert
in
this
area
that
exploring
the
idea
of
having
somebody
in
the
equity
and
inclusion
department
have
the
ability
to
review
body
cam
footage.
A
E
G
No,
the
blue
ribbon,
the
Blue
Ribbon
committee
didn't
didn't
really
focus
too
much
on
this
area.
It
has
been
discussed
at
some
level,
not
not
a
lot
at
this
at
CPAC
meetings.
So
what
I
would
probably
envision
is
that
the
human,
the
HRC
a
would
take
it
up
as
soon
as
possible
and
if,
if
the
HRC
a
doesn't
get
formed
as
quickly
as
we'd
like
to
see
that,
maybe
we
kick
it
back
to
CPAC
and
see
if
they
can
help
and.
A
I
think
one
of
one
of
the
members
there
was
the
right
is
the
legislative
barrier.
You
know
so
we
kind
of
we
know
theoretically
what
we
want,
but
we
know
legally.
We
can't
do
it
yet
so
I
think
it's
gonna
be
a
little
bit
of
a
chicken-and-egg.
Do
we
get
HRC
to
work
with
legal
to
come
up
with
a
proposal
that
we
asked
the
legislature
for
or
short
of
that?
What
can
we
do
if,
for
some
reason,
we're
not
able
to
get
legislation
passed.
A
B
A
A
I
think
what
we'd
want
to
know
is
the
answer
to
the
question
of
whether
that's
even
possible,
and
then
how
would
that
fit?
What
the
current
practice
is
already
at
APD,
because
already
they
have
a
program
where
they're
auditing,
a
body
cam
footage
and
how
that
works.
So
well,
if
it's
possible,
and
how
would
you
then
pair
those
functions
where
APD
is
already
doing
that
audit,
with
with
someone
in
equity
inclusion?
Who
could
be
a
part
of
that
and.
B
For
me,
I
guess
it's
sort
of
related
to
that
and
then
also
maybe
back
up
to
a
two
number.
Two,
a
is
I
know
that
you
just
said
there
is
a
policy
around
the
view
of
body
cam
video
I,
don't
know
that
any
of
us
know
what
that
is
and
whether
that's
an
issue
that
could
be
looked
at
in
the
third-party
analysis
as
well.
You're.
B
The
current
policy
and
whether
that
needs
to
be
tweaked,
he
tweaked
a
little
bit
I
mean
separate,
and,
apart
from
whether
there's
anybody
in
the
office
in
in
the
equity
office
of
who
can
do
it,
do
we
need
to
also
look
at,
and
this
again
gets
back
to
that,
but
all
the
council
and
the
and
the
police
role
in
terms
of
who
sets
that
kind
of
policy.
But
so.
A
What
I
hear
so
there's
kind
of
two
different
things.
One
is
what
is
the
current
practice
of
APD
in
terms
of
the
way
they
audit
body
cam
footage
and
then
maybe
also
a
review
of
our
retention
policy
and
how
we
handle
I,
see
Liam
Melton's
here
our
public
defender
and
who
kindly
sent
me
an
email
yesterday.
I
think
it
was
right.
A
It's
been
a
long
time
about
our
our
retention
policy,
which
calls
for
60
days
and
the
problems
that
creates
for
folks
that
may
end
up
with
a
public
defender
who
don't
even
get
their
attorney
within
that
sixty
to
sixty
days
and
already
the
footage
is
gone,
so
a
revisit
of
the
retention
policy
as
well.
So
the
auditing
practice,
the
current
auditing
practice
and
a
review
of
the
of
the
retention
policy
and
another
look
at
that.
A
Okay,
so
see,
let's
see
so
this
is
like
I
guess
periodically.
I
mentioned
this.
This
is
like
live
making
the
sausage.
So
that's
what
we're
doing
the
idea
was
see.
It
is
it's
to
fund
an
outside
legal
position
to
advocate
for
individuals,
filing
complaints
against
law
enforcement
so
and
I
see
Jim
Barrett
here
with
Pisgah
legal.
A
This
position,
you
know
right
now
you
can
walk
into
the
police
department
and
file
a
complaint
against
law
enforcement,
but
it
can
be
a
complicated
process
for
a
complaint,
especially
with
the
body-cam
laws
layered.
On
top
of
it
you,
you
know
you
have
the
right
to
see
the
footage,
but
you
it's
a
complicated
process.
A
If
you
wanted
to
go
to
court
and
try
to
get
it
released,
that's
not
something
that's
obvious
to
someone
who's,
not
a
lawyer,
so
this
would
be
someone
who
could
help
a
complainant
navigate
that
system
basically
and
not
be
housed
within
the
city
or
the
county
and
a
third
third-party
entity,
so
that
you
could
maintain
that
kind
of
check
and
balance.
This
is
this
I,
don't
know
if
this
has
ever
been
done
anywhere.
A
So
this
is,
you
know,
thinking
out
loud
here
kind
of
very
theoretical.
We
need
to
have
discussions
with
the
county,
as
well
as
with
a
third-party
entity
to
house
this
position
like
because
the
legal
services,
if
that's
appropriate
but
I,
guess
what
I'd
be
looking
for
a
year
with
the
council
is.
Is
there
an
interest
in
exploring
this
idea,
which
is
pretty
you
know
rough
right
now
and
and
let
staff
kind
of
investigating
the
opportunities
here.
A
H
H
B
B
The
other
thing
I
would
sort
of
want
to
put
into
this
mix
is
particularly
if
it's
a
position
that
that
would
land
at
Pisgah
legal,
but
even
if
it
doesn't,
is
again
we're
in
this
big
conversation
around
policy
and
and
things
like
that
and
I
just
to
keep
using
fiscal,
legal
pesky
legal
does
a
really
great
policy
advocacy
on
a
whole
host
of
issues,
and
this
might
be
so
adding
policy
advocacy
to
this
suite
of
work.
For
that,
for
that
attorney
would
be
something
I
would
support.
B
A
All
right
we
have
a
motion,
and
second,
all
those
in
favor,
please
say
aye
any
opposed.
Okay.
The
next
item
is
to
review
the
city
of
Nashville
personnel
policies
and
civil
service
board
rules
to
allow
the
city
to
remove
employees
to
demonstrate
terminable
conduct.
This
is
you
know
our
own
unique,
complicated
web
of
civil
service
board
and
our
and
our
own
personnel
rules
that
have
hamstrung
us
from
time
to
time.
In
terms
of
trying
to
manage
the
city
well
and
I.
Think
some
of
this
is
already
ongoing.
A
I
don't
know
if
anybody
wants
to
update
it,
but
some
of
it.
Some
of
it,
is
our
items
we
can
handle
internally
in
terms
of
our
own
personnel
policies,
but
some
of
it
in
dealing
with
the
Civil
Service
Board
will
require
legislation,
because
the
Civil
Service
Board
is
created
by
a
local
bill
and
what
it
can
do
is
specified
in
that
local
bill,
so
will
will
need
to
kind
of
get
a
good
idea
of
what
we're
asking
for
and
Robin.
I
A
A
G
H
I
don't
like
to
comment
on
here.
I
mean
I.
Think
as
part
of
this
one
thing-
and
this
may
already
be
baked
in
here,
but
I
would
really
think
it'd
be
a
good
idea
to
get
some
of
the
input
from
some
of
our
department
heads
in
terms
of
kind
of
they're,
just
kind
of
their
day-to-day
dealings
with
with
the
board.
Just
in
terms
of
kind
of
you
know
how
how
how
they
interact
and
some
of
the
things
that
they
might
find
to
be
useful
or
found
to
be
impediments,
and
obviously
there's
a
balance.
H
Fair
right,
I
mean
there's,
there's
the
point
to
have
a
similar
civil
service
board
so
that
people
are
not.
You
know
the
fired
or
disciplined
inappropriately.
At
the
same
time,
I
think
there's
a
there's
a
feeling
to
that.
In
some
cases
they
have
been
seen
as
an
impediment,
so
so
I
would
just
make
two
points.
One
is
to
make
sure
that
we
get
the
input
of
our
of
our
department
heads
as
part
of
this
process.
H
The
second
thing
is,
is
I,
don't
think
it's
it's
it's
worth
taking
kind
of
another
step
back,
I
think
it's
worth
taking.
Maybe
another
step
back
and
not
necessarily
just
say:
look
those
who
demonstrate
charitable
conduct,
but
also
in
terms
of
kind
of
also
in
terms
of
discipline,
and
things
like
that
I'm
not
asking
for
like
a
three-year
review
of
all
this.
H
G
Yeah
I
think
that
one
of
the
reasons
that
that
particular
ability
was
pulled
out
is
because
that
is
unique
to
all
the
civil
service
boards
in
North.
Carolina,
that
that
ability
to
reinstate
folks
who
have
been
terminated
is
not
a
is
not
something
that
any
other
civil
service
for
North
Carolina
is
allowed
to
do,
and
so
that's
that
has
been
even
just
a
unique
part
of
it.
But
yeah
I
agree
with
you.
I
mean
just
looking
at
it
as
a
whole
and
making
sure
that
we're
covering
all
the
bases
and.
B
Can
I
just
ask
a
question
here,
clarification
for
me,
but
maybe
also
for
everyone
else,
so
we
have
there's
sort
of
two
sets
of
things.
There's
our
own
internal
city
personnel
policies
that
as
we
as
we
found
out
those
alone
do
not
allow
for
immediate
termination
even
for
this
kind
of
conduct.
So
so
that's
that's
the
thing
and
that's
what's
Peggy's.
Looking
at
and
that's
that's
a
conversation,
that's
already
started
and
then
there's
the
Civil
Service
Board,
which
has
its
own
set
of
rules.
B
A
B
F
That
the
Civil
Service
Act
basically
says
that
certain
employment
actions
cannot
be
taken
unless
they're
justified
and
that's
the
test
and
that's
termination
demotion
certain
transfers
and
reduction
in
pay.
So
no
matter
what,
on
those
particular
things,
the
test
is
always
going
to
be
whether
it's
justified
in.
A
F
F
So
you
have
to
have
you
have
to
rise
to
a
certain
level
and
so
that
there
will
be
a
different
way
that
you
could
potentially
deal
with
those
employment
actions
and
also
the
way
that
there's
a
exhaustion
process
and
how
you
go
up
the
chain
before
you
get
to
the
Civil
Service
board
and
I
think
there's
some
conversation
about
potentially
changing
how
that
happens.
So,
but
as
far
as
just
that
that
one
group
of
things
that
fall
within
the
act
is
going
to
would
have
to
be
a
legislative
change.
Well,.
G
And
so
I
mean
just
to
you
know
so
that,
in
the
event
that
city
staff
is
listening
to
this,
you
know
what
we're
trying
to
do
is
find
that
space
of
protecting
employees
so
that
they're
not
being
unfairly
disciplined
or
terminated
or
whatever,
but
also
making
sure
that
the
management
management
group
can
take
definitive
action
in
a
timely
manner
to
protect
to
protect
the
interests
of
our
citizens.
So
that's
really
what
we're
trying
to
do
with
with
all
with
this
whole
discussion.
So
you
know
this
isn't
just
get
rid
of
the
Civil
Service
Board.
G
A
J
B
I
make
a
motion
that
we
ask
the
city
staff
to
review
the
city
of
Asheville
personnel
policies
and
the
Civil
Service
Board
review
rules
and
I'm
gonna,
maybe
broaden
this
out
a
little
bit
to
to
more
broadly
explore
the
balance
that
Gwen
just
articulated
between
needing
to
protect
employees,
but
also
needing
to
protect
the
public
and
other
employees
and
giving
management
the
appropriate
and
legal
discretion
to
do
to
take
action
in
a
timely
manner.
Second,.
G
A
Put
weights
all
right
all
right,
we
have
a
motion
in
a
second
all,
those
in
favor,
please
say:
aye
any
opposed.
Okay,
the
next
one
got
a
little
bit
mangled
up,
because
the
heading
doesn't
fit
all
the
things
under
it,
but
the
first
it's
basically.
The
first
item
is
to
create
an
aggressive
plan
to
hire
minority
officers.
A
There
is
already
work
underway
to
do
this,
but
I
think
the
idea
here
is
enhance
that
push
and
it
may
it
may
mean
that
we
need
to
do
more
on
our
part
in
terms
of
there
may
be
funding
necessary,
creative
solutions
that
haven't
been
tried
yet
and
I'm
looking
at
Peggy
a
little
bit,
because
this
is
kind
of
an
obviously
in
an
HR
world,
working
with
the
chief
to
see
what
she's
already
doing
and
what
what
else
could
be.
Could
we
could
do
that's
out
there
that
that's
just
the
basic
idea
here.
A
A
People
to
bring
complaints
against
law
enforcement
this
this
instant.
This
was
a
you
know.
This
was
kind
of
really
more
in
the
conversation
about
hiring
having
an
outside
attorney
available
to
help
complaints,
but
not
not
so
much
encouraging,
but
making
sure
people
understand
that
that
is
something
that's
available
to
that.
If
they,
if
they
have
something
that
they,
that
that
rises
to
the
level
of
needing
to
file
a
complaint
that
they
understand,
that
they
have
that
option
available
to
them
right.
G
E
E
A
Then
it
coupled
what
that
was
this
idea
of
the
unbiased
policing
hotline,
and
that
was
you
know
just
to
make.
You
just
have
to
a
whole
bunch
of
tools
in
the
toolbox.
For
anyone
who
needs
to
bring
a
complaint
against
police,
whether
it's
the
Sheriff's,
Department
or
APD,
or
whoever
it
is
that
they
that
there's
you
know,
hotlines
that
there's
information
that
there's
resources
available
to
folks
and.
B
G
I
would
hope
that
if
we
do
end
up
having
this
outside
legal
position
that
that
group
would
all
soar,
that
person
would
also
give
give
ideas
on
how
to
make
that
system
easier
to
navigate
so
that
you
know
you
don't
have
to
get
an
attorney
to
to
get
involved.
I
mean
you
know.
Ultimately,
what
you
want
to
do
is
allow
citizens
to
do
this.
You
know,
without
outside
help
and.
E
A
Organizationally
Kathy
I
would
say
that
the
piece
about
the
outside
council
is
really
coupled
with
this
idea
of
informing
and
encouraging
people
about
how
to
bring
complaints
and
also
the
policing,
hotline
and
I
know.
We
would
have
some
kind
of
hotline
of
sorts
already
I'm
looking
at
dawa
set
up,
but
it
wasn't
sure.
K
H
One
other
thing
I
in
order
to
bring
up
here,
and
this
may
not
be
the
the
right
place
to
do
it.
But
you
know
one
of
the
issues.
I
know
that
that
at
least
the
chief
faces
to
is
once
a
complaint
has
been
has
been
raised.
There's
a
limitation
in
terms
of
what
she
or
a
chief
can
really
say
as
the
resolution
of
that.
So,
for
example,
one
someone
may
make
a
complaint.
The
chief
may
actually
act
upon
that
complaint
and
then
the
individual
actually
is
not
able.
The
chief
cannot
tell
that
individual.
H
That
action
was
taken
right,
which
seems
to
be
kind
of
a
problem,
because
people
are
gonna
say
all
right.
We're
gonna
set
up
this
line
to
help
navigate
the
process,
but
then
you
can,
but
then
they're
gonna
be
like
well
what
happen
to
this?
It's
a
black
hole
and
the
Chiefs
in
a
bad
spot
where
she
can't
come
back
and
and
tell
people
and.
A
A
So,
but
just
to
be
orderly
before
we
get
there
because
I
think
that's
right
and
Keith's
whispering
right
here.
We're
gonna
follow
Roberts
rules
here.
So
let's,
let's
have
a
motion
to
to
explore
the
idea
of
educating
people
to
bring
complaints
to
encourage
people
to
bring
complaints.
Coupled
with
the
hotline
concept
a
coupled
with
making.
B
A
Right
all
those
in
favor,
please
say
aye
and
then
on
the
hiring
of
minority
officers.
How
about
this?
Will
we
ask
staff
to
Peggy
and
maybe
work
with
the
chief
to
come
to
finance,
since
you
guys
are
now
finance
and
image
with
a
proposal
to
about
enhancing
our
minority
recruitment
efforts,
maybe
hear
about
what
we're
already
doing
and
then
how
how
those
could
be
enhanced?
What's
what
we're
not
doing
that,
we
could
be
doing
and
maybe
we're
doing
everything
we
can
and
I.
A
A
A
The
last
piece
of
this
is
is
a
set
of
legislative
requests,
the
so
the
first
one
is
to
request
that
our
legislature
pass
House
bill
165.
This
is
the
bill
that
would
allow
for
police
advisory
committees
to
actually
meaningfully
function,
not
just
in
the
cities
that
have
that
local
legislation.
The
second
one
is
to
implement
any
Civil
Service
Board
changes
that
we
determine
are
necessary
and
the
third
is
to
to
address
personnel
laws
and
that
under
under
this
fall's,
actually
a
couple
different
things.
A
One
is
the
body
cam
footage
law
which
is
considered
private
personnel
matters,
which
is
why
it
can't
be
released.
Apparently,
according
to
the
legislative
thinking,
there
is
a
movement
afoot
to
to
at
least
let
councils
look
at
the
footage.
So
you
know
I'm
not
hopeful
that
Legislature
will
overturn
their
current
legislation
in
toto,
but
maybe
they
would
consider
allowing
City
Council's
to
look
at
it
or
police
advisory
committees
to
look
at
it
and
then
also
as
vijay
mentioned,
because
of
personnel
laws.
A
You
know
which
I
hope
I
assume
we're
not
intended
to
have
this
effect,
but
they
have
they
prevent
a
complaint
from
hearing
the
results
of
their
complaint
to
the
extent
it
results
in
any
kind
of
discipline
against
an
officer
because
it's
a
private
personnel
matter,
so
we
as
a
council
have
tried
to
think
about
ways
to
sort
of
manage
manage
that
statute
within
this
council.
Like
do
we
hear
in
closed
session,
every
single
complaint
filed
against
the
police
department
and
then
author,
a
vote
to
allow
the
release
of
the
personnel
information
for
each
complaint
filed.
A
You
know
I
it's
it's
a
rough
way
to
handle
it
because
then
it's
public
to
everybody
which
may
be
appropriate,
but
maybe
the
complaint
doesn't
want
it
to
be
public
to
everybody.
You
know
that's
a
little
bit
difficult.
So
what
we're
looking
for
here
is
a
legislative
solution
that
allows
complaints
to
hear
the
results
of
their
complaint.
Basically,
that
and
and
to
know
whether
that
officer
was
reprimanded
or
not.
H
A
Yes,
second,
okay,
we
have
a
motion
in
a
second
all,
those
in
favor,
please
say
aye
any
opposed.
Okay.
That
concludes
this
to
do
list
anybody.
Anybody
have
anything
they
want
to
add
to
this
to-do
list.
This
is
you
know,
we're
beginning
the
process
of
making
these
changes.
Some
of
these
can
be
done
right
away.
Some
of
these
are
gonna.
Take
the
longer.
Some
of
them
may
not
be
possible,
but
that's
all
we've
got.
B
C
C
D
Periodic
updates
from
the
staff,
as
as
this
some
of
this
stuff
kind
of
moves
forward.
I,
don't
think
this
is
something
that's
gonna,
be
like
six
to
eight
months
process,
so
we're
not
I
wouldn't
perceive
to
look
at
it
that
way
so
fairly
quickly,
but
not
a
long,
drawn-out
process
for
a
lot
of
this
stuff.
I.
A
M
G
M
M
We
have
arrived
of
recommended
recommended
rates
for
fiscal
year
1819,
which
is
essentially
the
season
of
2018.
So
these
are
the
fees.
Y'all
should
have
received
a
staff
report
last
week.
They
are
lowering
some
of
the
annual
fees
to
a
small
degree
and
increasing
the
hourly
Court
rental
fees,
pretty
nominally
a
staff
analysis
that
that
our
treasurer
did
show
that
we
anticipate
about
the
same
amount
of
revenue,
maybe
a
little
bit
more
with
these
fees
and
we
are
committed
to
doing
a
really
deep
dive.
M
I
know
we
overuse
that
phrase
into
the
Aston
Park
operations
and
really
understand
what
the
drivers
of
the
revenues
are,
what
the
programming
needs
to
be
and
how
to
really
take
advantage
of
that
Center
as
a
city
to
make
it.
You
know
a
revenue
generation
generator
for
the
city
and
a
great
asset
for
the
community.
So
here
the
proposed
fees.
B
B
C
G
There
was
another
issue
that
came
up
at
the
meeting
that
we
really
didn't
address
and
I
would
say
you
know,
let's
defer
this
until
October,
but
some
people
were
calling
for
for
elderly
seniors
to
get
a
reduced
fee.
So
you
know:
you'd
have
an
adult:
you'd
have
65
to
a
certain
age
and
then,
above
that,
certain
age
that
senior
senior
athief,
then
that
would
come
down
a
little
bit.
We
did
not
address
that
at
finance
and
I
would
just
say:
let's,
let's
continue
just
hold
that
discussion
off
and
put
it
discuss
it
in
October,
I.
G
M
We
can
try
to
collect
some
demographic
information
from
people
as
they're.
You
know
really
willing
to
provide
it,
and
we
can,
if
that
seems
like
a
good
idea,
we
can
come
up
with
a
term
that
honors
their
senior
senior
status
I
mean.
How
are
you
supposed
to
put
that?
That
sounds
good,
because
it
really
isn't
like
amazingly
good
and
Barbara.
B
The
one
of
the
other
issues
that
again,
we
didn't
really
resolve,
we
just
sort
of
left
it
to
staff.
Was
this
this
idea
of
allowing
people
to
pay
in
perhaps
pay
these
fees,
perhaps
and
in
two
installments
over
the
course
of
the
the
season?
My
understanding
is
that
that
is
actually
not
very
difficult
from
a
technology
standpoint
that
you
know
we
when
people
bypass,
we
put
them
into
the
system,
they
had
a
little
thing
that
they
scan
in.
B
It
seems
easy
enough
to
me
that
you
could
just
put
the
expiration
date
at
a
at
a
different
time
and
when
they
scan
it
and
it
doesn't
scan
they
know
they
need
to
write
another
check.
So
I
think
I
think
there
was
some
resistance
to
trying
to
do
that
for
this
year.
I
would
just
I
guess
I
would
ask
again
if,
if
staff
could
look
at
that
and
see,
if
that
could
be
possible
for
this
year,
that
it
could,
my
understanding
is
and
I
think
we
heard
it
at
that
hearing-
is
that
it
could.
F
H
Just
one
is
one
is
the
the,
although
we
were
seeing
some
of
those
fees
rolled
back
for
the
annual
passes
you're
seeing
the
hourly
rates
go
up,
and
you
know
just
in
terms
of
giving
some
people's
in
perspective
on
this.
You
know
we
subsidize,
essentially
the
general
fund
subsidizes
a
standby
about
a
hundred
thirty
thousand
a
year.
Yes,.
M
H
That's
what
it's
been
over
the
past
couple
of
years
and
we've
seen
a
shift
from
the
passes
to
the
hourly,
so
so
the
goal
here
with
all
this
is
that
we
still
think
based
on
this,
that
we're
gonna
have
as
much
revenue
or
more
than
we
had
prior.
So
this
is
where
our
we
are
trying
to
increase
the
subsidy
as
as
as
part
of
it,
no.
M
G
G
J
B
Opens
technically
I
think
on
April
2nd,
but
on
April
7th,
which
is
the
first
Saturday
of
the
season.
There's
a
big
celebration
from
I
think
it's
about
10
to
3,
encouraging
people
to
come,
get
your
season
passes
and
there'll
be
games,
and
obviously
tennis
playing
and
all
of
that
sort
of
thing
so
trying
to
make
it
a
celebration
and
try
to
hit
the
targets
on
these
income
numbers
so
that
we
can
celebrate
success
at
the
end
of
the
year.
A
M
So
here's
our
budget
process
calendar
today,
obviously
the
first
work
session.
We
have
another
on
April
10th,
we're
also
planning
to
have
a
Finance
Committee
meeting
between
the
27th
and
the
10th
working
exclusively
on
the
budget.
So
we
will
have
an
additional
meeting
in
there
and
these
dates,
I
think,
are
going
to
have
some
changes
because
we
have
some
council
member
availability
issues.
So
when
this
is
updated,
we
will
update
it
immediately
on
the
website
so
that
people
know
about
it
right
away
so
five
year,
high-level
forecast.
M
J
M
You
weren't
here
in
2013,
you
probably
heard
this
referred
to
a
thousand
times.
We
have
the
2013
white
paper
that
talks
about
the
structural
gap
and
the
budgetary
structural
imbalance
that
we
have,
which
is
basically
the
projected
revenues,
are
not
increasing
at
the
same
rate
as
expenditures.
So
every
year
we
bring
expenditures
down
and
you
can
see
we
do
that
and
then
they
match
revenues
and
then
revenues
increase
expenditures,
increase
and
we
have
to
bring
revenues
down
again
so
we're
in
kind
of
a
constant
catch-up
cycle.
M
But,
as
you
know,
over
the
last
year's
we
do
get
there.
You
know
we
get
to
a
balanced
budget
and
this
is
I.
I
want
to
point
out
that
I,
don't
think
these
are
numbers
that
should
alarm
anyone
in
the
long
term.
This
is
a
very
normal
City
thing
and
it's
a
little
more
accentuated
in
Asheville,
because
we
have
more
limited
revenue
streams
than
some
other
cities
so
because
we
don't
have
the
use
of
our
hotel
tax.
M
You
know,
because
we
don't
have
sales
tax,
that
we
can
implement
to
benefit
our
city,
but
we
have
to
do
a
sales
tax
for
the
state.
We
we
just
have
more
limitations,
which
means
we
have
to
be
much
more
creative
in
the
way.
The
ways
that
we
look
at
balancing
balancing
the
budget.
So
doesn't,
if
you
have
any
questions
about
that
before
I,
move
on
or.
M
Yes,
so
we're
anticipating
being
pretty
much
right
on
budget
yeah
I'm
there.
We
look
at
that
graph
again,
okay,
so
to
start,
I
want
to
give
you
kind
of
a
breakdown
of
what
we're
experiencing
the
additional
revenue,
which
is
you
know.
The
growth
in
revenues
that
we
currently
collect
is
about
two
million
dollars.
When
we
look
at
our
expenditures,
we
have
inflation
and
kind
of
the
normal
cost
increases
that
you
have
like
doing
an
adjustment
to
compensation
and
increasing
the
cost
of
materials.
You
know
the
regular
stuff
that
you
see.
M
Only
because,
as
we
complete
the
major
CIP
projects,
we
have
going
the
maintenance
costs
to
keep
those
things
nice,
whether
it's
greenways
or
whatever,
we're
building
that
drives
maintenance
costs
up.
I
mean
it's
not
a
bad
thing.
It's
just
it's
just
the
reality
of
the
way
it
works,
so
the
total
expenditure
increase
is
7.8
to
1
million,
so
have
a
gap
of
about
5.8
million
sounds
like
terrifying,
but
it's
so
standard
changes.
We
always
see
revenue
growth
about
where
we
see
it
compensation
and
benefit
changes.
M
It
is
not
revaluation
when
we
see
it
in
between
valuations,
so
we've
had
three
percent
actual
growth
in
our
property
tax
collections,
sales
and
other
taxes
is
up.
6
percent
licenses
and
permits
are
down
about
10
percent.
That
is
really
permit
revenue
leveling
off.
We
had
some
major
major
projects
that
brought
in
tremendous
amounts
of
money
with
big
fees,
and
we
reach
a
tipping
point
where
you
can't
continue
to
have
the
huge
projects,
but
we're
still
seeing
growth
so
having
those
revenues
were
there,
I
think
is
reasonable.
M
State
utility
taxes
are
flat
and
right
now
we
have
no
plans
to
use
fund
balance
for
anything.
At
this
point,
expenditure
highlights
transit.
We
have
a
continued
reduction
in
grant
revenue
if
y'all
remember
you
know,
the
pie
is
the
same
size,
but
there's
more
people
getting
a
piece,
so
ours
is
a
little
bit
smaller
again.
This
year
we
have
the
full
year
of
the
services
that
we
implemented
last
year
and
then
the
new
management
contract,
which
I
understand,
is
going
extremely
well.
So
that's
a
great
thing:
Public
Safety.
J
M
M
M
B
B
H
I
I
Yes,
you
can
do
that.
I
mean
that
those
kinds
of
things
are
ongoing.
We're
not
specifically
looking
at
police
right
now,
but
just
as
a
general
practice,
we
in
HR,
you
want
to
maintain
your
competitive
nature
and,
as
it
relates
to
compensation,
so
it's
something
that
we
look
at
on
an
ongoing
basis,
not
just
for
police
but
for
all
departments.
Thank
you.
Welcome.
M
Okay,
so
expenditure
highlights
part
two
citywide.
We
are
restoring
some
one
time
reductions
that
we
made
to
balance
the
budget.
You
know
the
not
the
non
sustainable
things
things
that
we
cut,
that
we
knew
we
could
live
without
for
a
year
or
we
had
a
contract
in
place
that
we
could
keep.
You
know,
keep
using
those
services,
but
the
things
that
weren't
long-term
sustainable
we
restored.
We
have
some
enhanced
IT
security,
that's
that's
needing
to
be
funded.
The
items
funded
with
fund
balance
in
1718.
M
Obviously,
if
we
want
to
use
fund
balance,
that's
a
policy
decision
at
y'all's
level.
If
we
want
to
use
that
for
something
this
year
and
then
the
economic
development
incentive
contracts
that
come
due
every
year,
that's
always
a
different
amount
compensation
and
benefits,
salary
adjustments,
increased
employer
contribution
to
health
insurance
and
the
mandated
increased
employer
contribution
to
the
retirement
system.
H
M
It's
not
a
not
a
huge
increase
and
they
increase
for
health
insurance.
We
started
out
with
the
five
percent
and
when
staff
did
our
workshop
in
our
brainstorming
to
find
savings,
we
felt
that
it
was.
It
was
reasonable,
given
our
claims
history
to
go.
It's
a
2.5
percent
increase
and
we're
self-insured.
B
M
M
Okay,
so
staff,
knowing
that
reasonably
we
needed
to
bring
you
solutions
to
some
of
the
issues
that
were
bringing
up
with
the
budget.
We
have
done
some
analyses.
We
did
trend
analysis
over
multiple
years
of
every
budget
line
item
so,
like
literally
supplies
in
the
city
manager's
office.
How
much
have
they
been
spending
over
the
last
five
years
or
you
know
anything
like
that?
M
Contracted
services
and
finance
every
every
line
item
we
did
a
trend,
analysis
and
then
identified
if
they
were
spending
they,
if
any
department
was
spending
consistently
less
than
they
were
budgeted
and
in
those
cases
we
brought
that
information
to
the
management
team
and
said,
look
look
what
you
don't
spend
and
in
most
cases
in
the
trend
analysis,
those
identified
savings
were
accepted
by
the
directors.
You
know,
they're
like
you're,
right
I,
don't
I
don't
spend
that.
So
that
was
our
first
kind
of
our
first
pass
at
you
know,
how
can
we
actually
make
some
savings?
M
Reducing
and
eliminating
program
funding
is
always
is
always
a
possibility.
That's
very
challenging
from
a
staff
perspective.
If
that
is
more
of
a
policy
decision.
If
we
want
to
discontinue
particular
programs
within
the
within
the
community,
identifying
alternative
funding
sources,
staff
has
worked
on
several
several
different
possible
things
that
we
could
do
most
alternative
funding
sources
that
would
be
sustainable
over
the
long
term,
aren't
something
that
we
can
implement
today
for
this
budget.
M
So
that's
what
we're
talking
about
there
and
then
one-time
reductions
to
just
kind
of
get
by
and
what
we're
trying
to
get
to
is
a
place
where
we're
not
just
working
on
a
short-term
balance
budget,
but
rather
we're
looking
for
long
term
financial
health
for
the
city,
okay,
so
the
management
team.
This
is
where
the
rubber
kind
of
hit
the
road
with
the
management
team.
M
We
started
out
with
an
initial
budget
gap
of
five
point:
nine
five
point:
eight
five
point:
nine
staff
identified
savings
and
some
revenues
of
two
point:
seven
million
dollars,
and
that
has
brought
the
remaining
gap
down
to
three
point:
two
million
dollars.
So
that's
a
significant,
significant
savings,
but
we're
still
we're
still
facing
a
gap
between
where
we
anticipate
our
revenues
and
our
expenditures
can.
D
M
Absolutely
and
after
this
meeting
I'll
be
sending
all
of
you
the
details
of
the
meeting
with
the
management
team,
there
were
I've
got
them
here.
We
did
gosh,
it
might
be
better
to
have
Tony
do
this,
but
there
are
all
kinds
of
little
things
like
reducing
lots
of
lots
of
line
items
according
to
trend.
M
We
did
some
one-time
savings
things,
the
things
that
aren't
necessarily
long-term
sustainable,
but
we
felt
reason
you
know
that
this
was
an
appropriate
time
to
do
them,
trying
to
identify
items
that
we
could
not
not
necessarily
do
that
wouldn't
have
an
impact
on
community
service.
Those
were
budgeting,
the
new
assistant
city
manager
for
only
six
months,
assuming
that
the
new
city
manager
would
want
to
make
that
higher
so,
and
we
actually
did
that,
for
we
do
that
for
all
the
positions
in
the
city.
M
When
we
have
above
a
certain
management
level,
we
look
at
every
position
individually
if
they're
vacant
and
try
to
decide
how
long
they'll
remain
vacant
in
order
to
identify
savings
so
that
some
of
that
lots
of
different
things.
We
looked
at
electricity
trends,
cost
of
natural
gas,
all
kinds
of
like
where
fuels
expected
to
be
in
twelve
months.
So
so.
D
M
L
D
D
Specific
funds
that
we
used
for
community
and
not
committee
engagement,
but
certain
things
like
you
know
what
we
do
for
IRL
and
things
like
that
and
what's
built
into
the
budget
and
what's
not
and
what's
you
know,
SPF
funding
and
what's
not
and
kind
of
a
comprehensive
look
at
all
the
different
things
that
we
do.
Yes,.
L
M
M
G
M
No,
it
definitely
isn't.
Let
me
move
on
considerations
as
we're
going
into
this
fiscal
year.
Budget
compensation,
obviously
ensuring
that
the
city
remains
an
employer
of
choice
is
important.
We
have
in
the
past,
it
seems
to
be
resolving
a
little
bit,
but
Peggy
can
probably
speak
better
than
I
can
to
turnover.
M
I
know
in
my
department
we've
kind
of
resolved
some
of
the
major
issues
we
had,
but
we
did
for
several
years,
have
significant
turnover
in
a
number
of
departments,
as
the
economy
got
better
and
all
of
a
sudden
we
couldn't
compete
with
private
employers
anymore.
You
know
during
a
recession.
Working
for
the
city
is
like
the
greatest
thing
on
earth
right,
because
you
know
you
have
a
job,
but
the
reality
is,
then
you
have
the
other
side
of
that.
M
You're
never
gonna
make
as
much
money
as
the
people
in
the
private
sector,
and
we
have
to
find
that
balance
of
how
do
we
remain
an
employer
of
choice,
while
also
acknowledging
that
I
am
never
going
to
make
as
a
CFO
for
the
city.
The
kind
of
money
I
might
make
as
a
CFO
for
a
major
corporation
and
that's
okay,
so
we
just
had
to
find
that
that
balance,
and
then
we
have
unfunded
priorities
that
council
did
identify
doing
era
during
their
retreat
of
equity,
sustainability,
participatory
budgeting
and
any
other
council
strategic
goals.
M
Obviously
we're
looking
for
additional
revenues
wherever
we
can
find
additional
revenues.
That's
a
that
is
a
challenge.
As
I
said,
Asheville
is
a
bit
limited
in
how
we
can
develop
revenues
and
I
know
that
we
we
want
to
be
a
city
that
has
a
balanced
portfolio
of
revenues.
You
know
we
don't
want
all
of
the
revenue
coming
from
one
place
and
all
on
you
know
one
group
of
people,
so
those
are
really
it's
very
significant
and
important
that
we
keep
that
in
mind.
L
D
L
I
think
when
we
provide
you
the
list,
we
can
show
you
which
of
those
we
would
consider
potential
to
for
them
to
be
unknown,
purses
the
potential
for
them
to
be
one
kind
of
time
cuts
and
an
example
of
one
that
I'm
thinking
of
is
like
the
city.
Manager's
contingency
budget
was
one
of
those
that
were
made
a
recommendation
to
cut
so
that
could
be
Ungowa,
so
I
think
that's
made
up.
I
just
want
to
make
sure
we
answered
your
question.
Think
that's
made
up
of
a
mixture
of
both.
D
Then
you
know
also
just
kind
of
the
remaining
balance.
You
know.
Different
pots
haven't
been
identified
as
far
as
where
to
possibly
pick
for
a
minute
and
cut,
but
and
not
asking
staff
to
like
make
policy
or
anything
like
that,
but
to
possibly
identify
what
things
are
not
as
solid
or
it
could
be
no
kind
of
tweaked
a
bit.
What.
M
Are
potential
potential
efficiencies
or
cuts
that
we
could
probably
do
I
think
staff
is
working
using
our
priority
based
budgeting
results
to
look
at
the
items
in
that
that
kind
of
came
out
in
quartile
three
and
four,
mostly
quartile
four,
which
means
the
things
that
aren't
statutorily
mandated
things
that
aren't
required
under
our
city
charter.
You
know
and
then,
when
you
get
into
into
three
and
four,
where
you
really
have
to
start
thinking
is:
do
we
have
to
do
this
from
an
equity
perspective?
M
What
is
the
benefit
to
the
community
because
you
and
you
end
up
with
a
list
of
things?
So
you
think
oh,
but
we
still
have
to
do
that.
So
we
have
this
list
and
will
actually
be
providing
it
to
you
after
this
meeting.
So
you
can
look
at
it
and
I
have
a
memo
that
goes
with
it.
That
kind
of
explains
how
the
priority-based
budgeting
results
came
out
so
that
when
you
see
it
and
you
think
we
can't
eliminate
training,
it's
like
well.
M
H
M
It's
been
porting
to
understand,
though,
because
three
point
two
seems
like
a
huge
number:
if
you're
never
gonna
see
that
amount
of
money,
you
know
in
your
lifetime
in
a
year,
but
the
reality
is
for
for
the
city
budget
as
a
whole
and
the
city
as
a
whole,
the
budgets
around
one
hundred
and
seventy
five
hundred
and
eighty
million
it's
a
relatively
small
amount.
That's
just
it's
our!
This
is
our
hurdle
this
year.
It's
been
three
points
in
that,
but.
B
J
B
G
M
New,
your
operation,
unload
the
budget
team
you
can
look
up
here-
is
estimating
that
we're
gonna
come
in
expenditures
only
slightly
under
revenue.
Maybe
one
hundred
and
twenty
thousand
I
mean
not
not
a
huge
impact,
positive
impact
or
or
negative
on
the
fund
balance
this
year
we
think
I
mean
you
know,
we've
seen
things
improved
considerably
in
the
third
quarter
or
not
so
much
in
the
third
quarter
or
the
fourth
quarter.
So
you
know
knowing
that
this
is
a
projection.
Yeah.
K
J
M
G
M
J
H
Or
two-thirds,
so
so
that
that
amount
that
we
have
in
there,
which
I
am
also
militant
and
keeping
just
for
the
record,
is
not
something
we're
just
pulling
out
of
the
air
it
is.
It
is
a
policy
based
on
best
practices
of
individuals,
of
an
organization
of
individual,
available
finance
officers
across
the
country.
Exactly.
M
Exactly
and
it's
a
pretty
long-held
percentage,
there
are
places
in
the
country
that
feel
like
20
percent
is
more
appropriate,
but
nationally
15
percent
is
an
accepted,
accepted
number.
It's
it's.
A
pretty
realistic
number
I
mean
if
something
catastrophic
happened.
Having
two
months
of
money
available
to
spend
in
an
emergency
is
reasonable.
You
said.
D
M
They
just
sort
of
view
that
as
you're
funding
your
operations
with
your
one-time
money
and
we
they
don't
like
that,
yeah
and
and
they
they
don't
like
that,
because
that
really
says
you're
not
aligning
your
revenue
with
your
expenditures,
you're,
just
hoping
that
your
savings
account
will
cover
it.
So
that's
that's
kind
of
where
that
leads.
M
G
So
one
of
it,
this
really
isn't
a
question
was
just
one
of
the
things
we
talked
about
in
when
we
met
with
Barbara.
Prior
to
this,
in
the
small
small
meetings
was
that
Finance
Committee
would
take
up
and
and
to
use
your
term
take
a
deep
dive
on
the
strictiy,
the
strategic
budget
and
kind
of
look
at
well.
G
What
a
staff
said
is
our
areas
that
we
could
look
at
cuts
and
then
see
if
we
can
come
up
with
any
sort
of
proposals
to
bring
forward
to
Council,
and
maybe
everybody
wants
to
do
that,
but
I
think
we
well
Julie
and
I
were
in
them
meeting
together.
So
you
know
we
sort
of
volunteered
the
finance
team
to
you
know.
Do
that
and
then.
A
J
M
A
J
A
Okay,
make
sure
your
bike's
there
you
go.
Yes,
we
don't
have
any.
Let
me
just
say
we
don't
have
any
further
business.
Today
we
were
supposed
to
hear
from
Greensboro
about
their
participatory
budgeting
program,
which
we
are
excited
to
learn
about,
because
we're
exploring
this
idea
ourselves.
However,
they
had
to
cancel
the
last
minute,
so
we're
gonna
have
to
get
that
rescheduled
so
that
we
don't
so
we
don't
have
any
further
business.
Oh
please!
Yes,.
B
M
G
B
So
I
guess
that's
my
questions
men's
side.
Well,
that's
my
question
is:
are
you
assuming
that,
on
page
seven
of
your
memo
that
you
know
the
equity
and
inclusion
staff,
the
police,
audit,
the
additional
transit
expansion
in
labor
in
sourcing
and
participatory
budgeting?
Is
that
those
are
do
you
already
feel
like
you
have
direction
that
we
want
those
things
in
the
budget
or
do
we
need
to
have
that
conversation?
Those.
M
A
G
I
mean
we
know
that
we
can't
go.
We
can't
go
into
next
year's
budget
cycle
with
a
negative
five
million
dollar
budget.
That's
not
only
not
good
practice,
but
not
legal.
So
you
know
I,
think
everybody
up
here
and
probably
everybody
out
there
understands
that.
If
we're
gonna
put
these
additional
programs
in
place,
then
we've
got
to
find
cuts
to
cover
and
more
yeah.
J
A
E
That
the
Asheville
City
Council
launch
a
closed
session
for
the
following
reasons
to
consult
with
an
attorney
employed
by
the
city
about
matters
with
respect
to
which
the
attorney-client
privilege
between
the
city
and
its
attorney
must
be
preserved,
included,
but
not
limited
to
a
lawsuit
involved
involving
the
following
parties:
Bach
versus
city
of
Asheville.
The
statutory
authorization
is
contained
in
north
carolina
general
statute
143
through
318
1183.
A
H
A
Do
I
have
a
second
okay,
I,
have
a
motion
and
a
second
all,
those
in
favor,
please
say
aye
any
opposed
and
in
further
explanation
regarding
the
contract
that
Gary
worked
under
Gary
had
an
employment
contract
with
the
city
that
requires
that
he
be
paid
salary
and
benefits
for
180
days
following
any
removal
and
and
unless
the
provision
is
very
narrow,
the
unless
is
basically
criminal
activity
and
we're
not.
We
don't
without
does
not
an
issue
in
this
case,
so
we're
we.
A
A
Yes,
thank
you.
Yeah,
the
the
contract
is
a
public
document.
I
know
some
folks
have
already
requested
copies
of
it
and
it's
available.
If
anybody
wants
to
take
a
look
at
it
to
be
a
motion
to
move
to
a
turn
and
well
did
you
all
move
to
adjourn
from
the
closed
session?
Yes,
okay!
No,
so
then
we're
just
a
journey.
We.