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From YouTube: City Council CIP Work Session – December 13, 2022
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A
A
Ago,
but
it's
starting
up
again,
so
we're
I'm
gonna
begin
that
with
this
work
session
today
before
we
have
our
city
council,
this
meeting
this
evening
and
I'm
going
to
pass
it
off
to
the
city
manager
to
pass
it
off.
B
C
Good
afternoon,
as
was
stated,
this
is
the
launch
of
our
Capital
Improvement
planning
work
session
in
our
budget
process,
as
you
can
see
from
the
slide
for
the
most
part,
Taylor
Floyd,
Jake,
Dundas
and
Tony
McDowell
are
going
to
be
doing
the
majority
of
the
talking
in
the
presentation,
but
I
wanted
to
start
off
with
just
just
a
couple
of
comments.
First
I
want
to
thank
Council.
C
This
has
been
a
long
day
and
will
be
a
long
day
for
for
some
of
you.
We
started
off
with
a
interesting
and
very
commemorative
event,
the
groundbreaking
for
the
Ramada
Inn
and
Supportive
Services
housing
for
our
community,
and
so
we
are
extremely
pleased
that
that
has
occurred
and
that
actually
is
a
capital
project.
C
So
this
year
we've
decided,
you
know
when
we
start
our
budget
process.
Usually
we
don't
start
with
the
capital
budget.
We
start
with
the
operating
budget,
but
our
needs
in
terms
of
capital
needs
are
so
significant
that
we
think
it
is
imperative
that
we
start
talking
about
these
needs.
We
know
that
we
have
the
Ingenuity
the
the
fourth
steadfast
intent
to
address
these
needs,
but
it
is
going
to
take
some
Innovative
thinking
on
the
part
of
our
community.
C
C
D
So
I'm
going
to
start
with
just
sort
of
an
overview
of
you
know
some
Basics
around
Capital
budgeting
and
the
Investments
we've
made
historically
talk
a
little
bit
about
how
we
do
Capital
planning
here
at
the
city
of
Asheville,
then
I'll
hand
it
over
to
Jay
to
give
a
status
update
on
some
current
capital
projects
and
in
specific
projects,
and
then
Tony
is
going
to
wrap
up
with
debt
and
financial
capacity
and
a
summary
starting
with
our
key
takeaways.
D
For
today,
our
goal
with
our
Capital
planning
is
to
have
a
plan
that
considers
long-term
needs
and
what
we
mean
by
long-term
needs
are
just
simply
maintaining
our
existing
assets,
because
those
are
really
critical
to
continuing
to
deliver
the
service
that
our
citizens
expect
from
us.
Our
community
expects
from
us.
Our
current
capacity
to
fund
projects
outside
of
the
existing
plan
is
limited.
D
That
current
plan
is
mostly
consumed
with
basic
maintenance
projects,
but
we
have
a
lot
of
additional
needs
and
then
we
have
some
significant
decisions
on
the
horizon,
as
Ms
Campbell
said
related
to
our
needs
and
funding
those
needs.
So
we
got
some
big
things
ahead.
We
need
some
more
resources
to
achieve
to
accomplish
those
things
and
continue
on
with
that
maintenance.
D
So,
starting
with
the
overview,
what
is
capital?
Why
is
it
separate
and
how
do
we
fund
it?
So
essentially,
capital
is
big,
expensive
things
that
last
for
a
long
time,
you
can
kind
of
see
the
details
there
in
that
First
Column.
Why
it's
separate
is
in
large
part
because
of
those
very
reasons
they're
Project
based,
so
they
have
a
start
and
finish
not
programs
like
what
we
do
in
the
operating
fund.
Our
funds,
I,
should
say
they
last
for
a
really
long
time,
and
usually
the
scale
of
investment
is
pretty
significant.
D
Another
major
reason
why
we
budget
these
things
kind
of
separately
and
talk
about
them
separately
from
our
operating
is
that
use
of
debt.
We
cash
fund
all
of
our
operating
costs
so
again,
most
of
how
we
fund
these
are
with
debt,
be
that
General
obligation,
bonds
or
limited
obligation,
bonds,
revenue
bonds.
Perhaps
in
the
case
of
the
water
system,
we
do
put
some
general
tax
revenues,
some
cash
into
our
Capital
program
and,
of
course,
we
have
outside
funding
coming
from
a
variety
of
places.
D
So
that's
why
we
talk
about
Capital
separate
from
operating,
but
really
at
the
end
of
the
day.
The
resources
that
we
use
are
the
same.
So
when
we
pay
the
principal
and
interest
on
those
debt
obligations,
that's
coming
from
our
general
tax
revenues,
just
the
same
as
how
we
fund
services
like
police
and
fire.
D
So
again,
those
are
not
only
the
same
resources
but
really
the
same
reasons
as
operating,
and
it
really
comes
down
to
maintaining
our
existing
service
level,
improving
or
expanding,
where
we
need
to
do
that
and
trying
to
achieve
our
goals.
One
example
of
that
might
be
resurfacing,
so
you
know
we
resurface
an
individual
Street.
Hopefully
that
improves
the
road,
the
conditions
of
that
street
and
helps
us
to
maintain
our
overall
Road
Network
quality.
We
also
may
do
some
spot
sidewalk
improvements
there
that
improve
Ada
access,
helping
achieve
some
of
our
Equity
goals.
D
So
again,
this
is
really
much
like
in
the
operating
budget
really
essential
to
our
our
basic
Service
delivery
in
the
community
foreign,
so
kind
of
looking
back
at
how
we've
spent
our
Capital
over
a
pretty
long
period.
There
you
can
see,
there's
a
pretty
big
spike
right
around
fiscal
year
20.
if
we
kind
of
go
back
to
the
the
early
part.
Most
of
our
resources
going
into
our
Capital
program
were
Pago,
so
cash
until
FY
14
when
Council
dedicated
three
pennies
to
our
Capital
program.
D
So
you
can
kind
of
start
to
see
some
incremental
increases
there.
Then
we
have
the
2016
geobond
referenda
that
were
passed
so
a
little
more
and
then
one
more
thing.
That
kind
of
adds
to
that
spike
is
the
radtip
project,
which
was
a
pretty
a
large
dollar
project
that
is
recently
wrapped
up,
but
you
can
also
see
that
we're
we're
spiking
and
we're
going
back
down.
D
So
looking
at
project
timing,
you
know
the
way
this
all
works
is
a
little
bit
complex
and
there's
a
lot
going
on
and
you
all
may
hear
about
projects
that
are
at
different
stages.
So
we
kind
of
wanted
to
highlight
what
those
might
be.
So
we
have
active
projects,
Street
resurfacing,
Fleet
replacement.
We
do
those
every
year,
there's
a
few
other
specific
building
projects
that
are
highlighted
there
that
were
budgeted
in
Prior
years,
but
we
are
actually
building.
Currently,
then,
every
year
Council
adopts
that
first
year
of
our
five-year
CIP.
D
The
reason
that
I
point
this
out
is
to
kind
of
emphasize
the
the
planning
aspect
of
this,
because
if
we
can
do
that,
well
that
really
allows
us
to
focus
on
completing
projects
as
they
are
adopted
and
active,
as
opposed
to
trying
to
plan
them.
You
know
when
they're
getting
into
that
that
active
stage,
which
is
a
challenge,
any
questions
on
kind
of
again
high
level
CIP
before
I,
get
into
the
planning.
D
D
Tony's,
going
to
talk
a
lot
more
about
the
specifics
of
the
debt
and
the
debt
capacity
a
little
bit
later,
then
we
turn
to
our
needs
and
goals
so
trying
to
identify
projects
trying
to
estimate
project
costs
and
then
look
at
our
priorities
and
how
we
can
achieve
those
with
the
projects
that
we've
identified.
So
really
it's
kind
of
taking
those
three
pieces
that
funding
capacity,
the
identified
needs
and
the
priorities
all
together
is
how
we
come
up
with
our
Capital
plan,
our
Capital
Improvement
program.
D
So
when
we're
looking
at
identifying
needs,
of
course,
we
rely
heavily
on
the
studies
and
plans
to
both
identify
and
prioritize
projects.
Those
could
be
Corridor
studies
or
or
a
variety
of
plans.
One
note
you
know
last
year
during
our
budget
development
process,
we
talked
a
lot
about
our
comprehensive
facility
study.
We
are
currently
working
on
that,
but
it
will
not
be
complete
in
time
to
fully
inform
this
year's
plan
the
estimated
completion
for
that
is
early
summer,
but
that
will
have
a
big
impact
on
our
facility
maintenance
component
of
our
Capital
plan.
D
Of
course
we're
looking
at
how
projects
help
us
achieve
all
of
our
goals,
and
then
you
know
there
are
really
two
main
opportunities
for
Community
engagement.
One
is
kind
of
at
a
high
level
when
we're
doing
those
plans
and
studies.
So
when
we
do
those,
you
know,
we
do
a
lot
of
public
engagement
to
try
to
make
sure
that
we've
gotten
input
on
again
identifying
those
project
needs
and
prioritizing.
Then
there's
kind
of
another
more
focused
opportunity
when
we're
actually
developing
individual
projects.
D
D
And
lastly,
we
are
trying
to
take
a
holistic
approach
to
project
planning
and
what
we
mean
by
that
or
what
I
mean
by
that
is.
You
know
we're
trying
to
make
sure
that
we're
working
together
so
that
we're
not
redoing
things
in
the
same
place
and
a
great
example
of
that
is
the
Haywood
Street
project,
great
streetscape
project,
that
we
did
with
some
Bond
money.
Also
during
as
part
of
that
project,
water
and
MSD
replace
some
infrastructure
that
was
underneath
the
road.
D
So
this
is
kind
of
a
clip
of
our
actual
budget
document
and
again
just
kind
of
want
to
talk
a
little
bit
about
how
things
move
so
again.
Council
adopts
that
FY
23
UL
adopted
that
in
June
as
part
of
the
budget
adoption,
and
so
as
we
look
to
planning
our
next
Five-Year
Plan,
we
essentially
shift
those
four
out
years
forward.
So
24
becomes
what
will
be
the
adopted
budget
for
for
the
next
budget
development
process.
Then
we
have
a
new
year,
five,
a
new
out
year
and
again.
D
If
we're
you
know
what
we
hope
to
do
with
this
planning
is
that
there's
minimal
changes
happening
in
those
kind
of
left-hand
side,
those
those
gears
that
are
coming
up
quickly
and
bigger
changes
happening
in
those
out
years
and
again.
That
gives
us
just
that
opportunity
to
vet
projects
to
do
more
project
planning
before
things
come
to
be
budgeted
or
become
active
projects.
D
So,
what's
in
our
plan,
these
are
this
list
is
all
of
our
our
planned
projects
in
those
out
years.
So
what
is
currently
our
year
two
to
five
of
our
Capital
Improvement
program,
the
ones
that
are
blue
and
italicized,
are
new
or
substantially
updated
projects.
But
one
thing
I
want
to
point
out
here
is
this
is
a
relatively
small
list.
D
So
again
we
don't
have
a
lot
of
capacity
and
a
lot
of
that
capacity
is
taken
up
by
some
maintenance
type
projects,
but
we
have
a
lot
of
needs
that
aren't
on
this
list.
A
D
So,
lastly,
kind
of
the
last
part
of
our
internal
process
is
really
allocating
funding
among
these
project
types,
and
so
basically,
we
group
like
projects
together
and
part
of
the
reason
that
the
main
reason
honestly
that
we
do
that
is
you
know
it's
a
little
bit
challenging
to
decide.
The
relative
value
of
a
fire
apparatus
replacement
to
a
street
resurfacing
to
a
HVAC
replacement
in
a
building.
D
So
it
just
kind
of
helps
us
plan
better
and
what
we
do
is
provide
an
allocation
in
each
one
of
these
groupings
that
staff
work
towards,
and
that
also
helps
to
plan
that
out
kind
of
in
a
in
that
five-year
time.
Horizon.
So
that
we're
having
not
a
bunch
of
work
coming
in
one
year
and
then
none
in
the
next,
so
that
we
can
plan
those
out
better.
Can.
A
D
B
D
Get
back
to
this
right
that
list
is,
is
active
projects
and
what
we're
talking
about
in
The,
Five-Year
CIP
our
plan
projects,
so
there's
again
not
going
to
be
much.
A
A
D
F
It
shows
Fleet
Management
has
an
annual
amount,
that's
not
near
42
million
totaled.
D
Again,
the
memo
was
really
intended
to
be
a
status
update
on
projects
that
would
fall
into
the
ACT.
This
active
category
so
again
things
that
have
been
budgeted
either
in
the
current
year
or
previous
years
that
we
are
working
on
right
now,
not
projects
that
are
in
some
sort
of
that
have
been
planned
in
years.
Two
to
five
of
our
current
capital
Improvement
program.
B
A
I
I
guess
I'm,
just
thinking
about
as
long
as
you
you
I
mean
part
of
it
is
how
you
all
understand
it
in
terms
of
accounting
requirements
and
budgeting
requirements.
I
think
one
of
the
challenges
is
as
to
how
to
tell
this
story
to
us
and
to
the
public
in
terms
of
where
we're
investing
dollars.
So
that's
primarily
my
concern
is
that
there's
some
way
to
clearly
tell
that
story
and.
D
I
think
that's
one
of
the
challenges
about
communicating
about
capital
projects
generally
is
again
A
lot
of
times
when
we're
bringing
a
Construction
contract
to
you
all
to
talk
about
a
project,
that's
underway
again,
that
project
may
have
actually
the
budget
for
that
project
may
have
been
adopted
two
years
ago,
two
fiscal
years
ago,
but
when
we're
looking
at
it
from
a
planning
standpoint,
we're
very
forward
focused
on
things
that
we
have
not
budgeted
yet
so
I
think
again
that
to
your
point,
that
is
one
of
the
challenges
of
communicating
effectively
about
what,
where
we're
at
with
our
Capital
needs
and
and
projects
in
general.
C
C
For
the
the
slide,
one,
where.
B
D
G
A
A
A
And
then
remaining
is
well,
we
haven't
gone
over
and
so
there's
some
remaining
in
this
budget,
but
don't
get
crazy
because
the
Project's
not
done
right.
Could
you
might
need
to
pull
on
that
that
column
and
and
then
also
I
mean
there's
a
bunch
of
them
that
are
only
in
design
and
so
there's
a
lot
of
money
still
yet
to
be
spent.
Has
that
money
already
been
found?
Is
it
okay.
B
A
Geobond
sure
So,
when
you
say
we
don't
have
additional
capacity
you're
saying
we
already
got
all
this
packed
into
the
budget.
We
already
know
what
we're
looking
at
for
for
spending
to
get
all
these
done
and
we
can
pay
for
them,
but
we
don't
have
room
for
if
you're
going
to
add
anything
else,
you
don't.
A
H
Good
afternoon
mayor
vice
mayor
members,
Council
Jade
Dundas
capital
projects
director,
as
Taylor
had
mentioned
in
the
outline
of
the
presentation
today.
This
this
will
focus.
My
portion
of
the
presentation
will
focus
more
on
specific
projects,
starting.
D
H
So
again,
you've
heard
this
update
a
few
times:
2016
Geo
Bond.
We
aren't
scheduled
to
complete
or
have
under
contract
by
the
summer
of
2023.
All
of
the
the
projects
that
or
funding
was
assigned
to
this
is
and
this
the
summer
2023
is
a
self-imposed
deadline
to
try
to
provide
some
opportunity
for
final
debt
to
be
issued
and
to
build
a
bit
of
a
buffer.
In
there
we
have.
H
A
H
A
variety
of
the
roadway
right-of-way
is
definitely
a
challenge
for
those
projects.
There's
a
lot
of
those
are
on
dot
roadways
and
having
a
DOT
approval,
especially
at
intersections
and
signalization.
So.
H
We
as
a
as
staff,
continue
to
continue
to
study
and
continue
to
understand
our
assets
better,
and
certainly
that
will
inform
our
future
budget
development
and
the
needs
and
prioritization
of
funding.
As
Taylor
had
mentioned.
We
have
a
big
challenge
to
prioritize
with
the
limited
funding,
and
so
it's
important
for
us
as
staff
to
be
able
to
understand
where
we're
determining
trying
to
prioritize
the
the
funding
of
projects
as
we
go.
H
The
challenges
that
we
face
in
trying
to
program
these
are
additional
service
needs
trying
to
accommodate
for
those
changes.
Aging
infrastructure-
and
this
is
aging
infrastructure-
is
applicable
on
any
piece
of
infrastructure,
from
buildings
to
storm
water
into
water
lines,
and
so
certainly
trying
to
do
our
best
to
understand
systems
and
get
ahead
of
those
those
points
of
failure
and
then
also
effects
of
climate
change
and
carbon
reduction
goals.
H
This
actually
could
be
two
separate
bullet
points,
because
public
works,
for
instance,
they
have
the
challenge
of
responding
directly
to
high
volume,
Water
Events,
those
cause,
landslides
and
so
Greg
and
his
team
are
constantly
trying
to
address
those
those
issues
and
then
also
how
we're
programming
and
planning
to
put
sustainability
and
efficiency
into
our
projects
is
important
for
us,
as
we
look
to
the
future
of
these
projects,
sometimes
that's
difficult,
because
we
are
planning,
as
Taylor
mentioned
in
that
five
to
ten
year
window,
we'll
go
back
to
bond
for
a
second
but
more
importantly,
this
illustrates
what
we
can
do
when
we
do
receive
funding.
H
There
are
a
lot
of
ways
that
we
can
expand,
that
funding
you've.
Seen
most
of
you
seen
the
slide
before,
where
you
see
this
74
million
dollar
in
column,
A
is
the
as
an
example
is
the
bond
funds
that
we
received
in
the
authorization
to
to
commit
to
in
2016
in
the
time
that
we've
that
we've
pulled
these
projects
together,
we've
added
a
17.5
million
dollars
to
this.
So
it's
about
a
23
edition
of
funding
to
these
projects,
which
just
makes
us
be
able
to
build.
B
H
H
We
do
have
plans
to
to
spend
that
on
staff
is
aware
of
those.
H
It's
all
accounted
for
yeah
and
you
will
see
a
lot
of
that
in
the
spring.
Those
and.
H
A
construction
award
requests
so
one
you
know:
Walter
ear
has
been
up
in
front
of
you
a
couple
of
times
this
year
and
it.
H
Last
spring
in
a
budget
work
session
and
talked
about
the
need
for
the
the
advanced
focus
on
project
development
and
really
kind
of
keeping
the
five
to
ten
year
time
frame
in
mind.
With
regard
to
project
development,
one
of
the
sides
that
he
showed
talked
about
being
able
to
purchase
land
and
then
develop
that
land
and
then
design
the
facility
and
construct
the
facility.
B
H
Understand
that
that's
not
a
two
or
three
year
Endeavor,
and
so
it's
important
for
us
to
be
able
to
create
these
projects
and
and
show
Council
to
tell
that
story
that
Taylor
was
talking
about
over
time
and
the
only
way
that
we
can
really.
These
are
Big
Ticket
items
and
the
only
really
the
only
way
we
can
actually
create
that
path
forward
and
that
strategy
for
accomplishing
these
projects
is
to
really
have
that
long-term
vision
and
and
help
Council
to
understand
what
the
incremental
pieces
of
these
projects
are.
H
H
We
can
certainly
talk
about
any
of
them,
but
Transit
maintenance
facility,
I,
think
Walters,
had
this
in
a
couple
of
his
presentations
is
that
that
facility
is,
is
maxed
out
in
its
capacity
to
hold
and
maintain
the
infrastructure,
the
buses
that
we
have.
So
it's
really
important
for
us
to
focus
on
how
we
expand
that
capacity
in
order
to
support
the
expansion
of
Maintenance
transit
services
in
the
in
the
future.
H
H
Not
only
budgeting
challenges
for
us,
but
they're,
really
opportunities
for
us
to
to
have
a
multi-purpose
focus
and
how
we
present
projects
in
the
future
to
have
Partnerships,
potentially
with
other
other
agencies
that
have
services
in
our
facilities.
For
example,
the
library
in
Oakley
is
is
our
facility.
Those
two
buildings
are
just
at
the
end
of
their
useful
life.
H
We
have
maintained
We've
with
a
facilities,
condition
assessment
we're
doing,
along
with
Comprehensive
study,
has
indicated
that
putting
a
new
roof
on
Asheville
Public
Safety
station
has
has
extended
the
life
of
that
building
a
little
bit.
But
you
look
at
the
the
Oakley
facility,
which
hasn't
had
a
lot
of
major
maintenance
and,
if
there's
an
indication
that
we
really
need
to
be
focused
on
on
trying
to
figure
out
how
to
replace
and
or.
H
Definitely
is
those
two
both
are
in
the
pinto
category,
except
the
Asheville
public
station's
got
new
tires
and
then
also
just
changing
operations.
H
The
fire
station
eight
is
fire,
has
identified
a
need
to
change
operations
in
that
facility
over
the
last
few
years
and,
as
a
result,
it's
a
great
location
for
the
operations
that
they're
running,
but
it
it
really
pushes
the
capacity
of
that
facility.
These
are
examples
of
our
projects
and
our
needs.
H
A
To
on
the
operations
campus
here,
I
mean
I
know
you
know
if
some
people
are
looking
at
this.
For
the
first
time,
I
mean
there's
been
a
long
discussion
about
Thomas,
wolf,
Auditorium
and
if
we'd
really
truly
be
looking
at
a
full
remodel
of
the
facility
or
something
less
than
half
of
that
to
keep
it
operational
for
other
purposes.
We've
had
a
lot
of
discussion
about
that,
so
I
don't
want
people
to
walk
away
from
this
going.
Wow.
Look
at
that.
A
You
know
this
set
in
stone
list
of
projects
on
the
operations
campus
I
assume
that's
the
South
Charlotte
Street
affectionately
called
tajma
garage
and
you
know
I'd
be
curious
to
know
what
what
if
any
discussions
have
happened?
I
know
we
talked
at
some
point
with
the
county
about
consolidating
garage
needs
and
an
off-campus
location.
A
I
mean
obviously
105
million
dollars
is,
is
a
really
big
number
and
if
there's
a
way
to
share
space
with
them,
that
would
offset
our
costs
there
and
obviously
that
site
if
it
were
to
be
repurposed
in
a
public-private
partnership
way.
My
my
bring
revenue
and
offset
some
of
the
costs.
I
understand
that,
but
I'd
just
be
curious
to
know
what
the
status
is
around
the
possibility
of
partnering
with
the
county
about
a
facilities
for
well
partly
what
we're
using
that
site
for
now.
H
I
I
definitely
think
that
that
needs
to
be
the
focus
on
that
facility.
Again,
the
Oakley
multi-purpose
facility
is
another
one
is.
We
should
really
try
to
identify
funding
Partnerships
with
with
all
of
the
stakeholders
in
the
future,
and
that
does
add
to
you're.
H
And
it
there's
just
then
funding
coordination
and
making
sure
that
our
cips
align
and
definitely
work
that
we
need
to
do
with
the
county,
but
but
those
are
definitely
opportunities
for
that.
There's.
A
lot
of
efficiencies
in,
for
example,
fuel
station
maintenance
facilities,
that
sort
of
thing,
and
so
we
can
definitely
take
advantage
of
that.
You
know
the
common
common
structure,
supporting
multiple
operations
and.
A
B
I
And
I
think
that's
where
we
need
to
I
just
want
to
name
the
transit
feasibility
study
has
local
support,
but
also
we're
looking
at
working
with
the
county
on
what
the
future
of
not
just
our
Transit
facility
looks
like,
but
growth
in
the
county
and
in
the
region.
So
I'm
curious
about
not
just
our
Transit
maintenance
facility,
but
also
our
Transportation
Hub.
If
we're
thinking
about
connecting
with
rail
one
day
or
expanding
to
the
downtown
circulator
program,
what
it
looks
like
to
have
bus
facilities
like
Greyhound,
which
can't
currently
fit
in
our
Bays.
B
A
B
C
H
This
is
very,
this
is
facility,
specific
I'm
sure
if
you
ask
Greg
his
big
big
picture
needs
he'd,
be
able
to
tell
you
there's
there's
a
list
out
there
for
those
as
well,
so
that.
H
Challenge
not
only
for
us
to
to
do
the
Outreach
and
to
understand
how
how
we
can
partner.
But
it's
also
a
challenge
internally
for
us
to
understand
what
what
how
to
deliver
the
prioritization
of
these
projects
to
to
council
and.
C
Jade
I
I
hope
that
we
don't
understate
the
information
that
we
will
get
as
a
result
of
our
comprehensive
facility
study.
I
know
you
started
out
with
that,
but
I
want
to
remind
Council
that
this
is
underway,
and
this
will
truly
reveal
particularly
our
buildings
in
the
condition
of
a
lot
of
our
assets.
That's
correct
and
we
don't
think
that
that
ticket
item
is
going
to
be
very.
H
Low
and
and
this
and
to
that
point
is
the
Oakley
multi-purpose
facility
was
actually
added
to
this
list.
I
think
this
list
has
actually
been
in
a
previous
presentation
as
well.
That
facility
was
added
as
a
preliminary
review
of
our
facility,
what
the
information
we're
getting
about
the
comprehensive
facility
study
so
we're.
B
D
H
Okay,
now
to
kind
of
dive
deeper
into
the
the
specific
projects
as
I
had
mentioned,
but
there's
there's
support
staff,
hopefully
behind
me.
C
H
H
This
is
not
an
exhaustive
list
of
our
projects,
as
you
know,
but
these
are
the
ones
that
have
some
some
major
decisions
being
made
in
the
next
six
months
and
and
things
that
we'll
be
coming
back
to
council
for
additional
conversation
and
and
decisions
on
so
just
to
kind
of
highlight
the
the
needs
for
McCormick
field.
This
is
a
renovation
and
upgrade
initiated
by
the
Major
League
Baseball
standards.
H
That
includes
not
comprehensively
or
exhaustively
but
parking
locker
rooms,
other
facilities,
type
support
facilities,
the
the
thirty
seven
and
a
half
million
dollars
that
is
is
listed
here
also
includes
the
customer
experience
the
the
user
experience,
the
the
folks
that
are
coming
to
ball
games
and
watching
and
then
also
in
that
you
are
addressing
some
facility
needs
that
are
have
been
accumulating
over
time.
So
I
think
last
time
and
some
of
the
media
coverage
of
this,
but
it
had
suggested
this
was
a
30
million
facility,
and
it's
time
it
was
that
that
is
it.
B
H
H
This
is,
as
we
talked
about
in
the
previous
slide,
a
partnership
opportunity
for
us
to
have
a
partnership
in
the
funding
of
this
of
this
project,
the
tourism
Development
Authority.
It
would
be
a
funding
partner
in
the
county
and
the
team.
So
there's
been
some
a
couple
scenarios
put
together
regarding
the
the
way
that
this
would
be
funded
and
those
all
of
those
partners
are
at
the
table.
H
H
And
then
again
the
the
the
the
standards
set
by
MLB
they're
on
a
schedule
and
that
schedule
does
require
that
there
be
a
commitment
to
the
funding
strategy
by
April
1st
2023.
Again
this
the.
H
I
If
I
may
I'm
excited
to
tour
the
facility
later
this
week
in
our
check-ins
for
the
past
few
months,
a
top
priority
for
me
has
been
ensuring
that
the
private
Public
Partnerships
have
more
public
benefits
and
public
access.
H
Good
and
I
and
I've
in
the
presentations
I
I
do
believe
that
they
opened
it
up
for,
for
will
certainly
be
response.
Response
to
that.
B
So
a
funded
project
is
Walton,
Walton.
H
Street
Park
I
will
talk
a
little
bit
about
what
funding
means
in
this
case
is
that
parks
department
has
taken
one
year
of
their
annual
Capital
allocation
of
five
hundred
thousand
dollars
and
and
dedicated
it
to
improvements
to
the
park
through
an
engagement
process
which
they
had
conducted
with
the
community.
They
discussed
what
how.
D
H
How
that
500
000
would
be
best
spent
and
the
prioritization
of
those
those
improvements
the
list
is,
is
that
came
out
of
that
engagement
effort?
Was
improving
courts,
the
sports
courts
of
the
playground,
the
walking
the
paved
walks
signs
and
murals
to
honor
the
history
of
the
pool.
H
H
H
H
All
of
all
of
that
said
is
it
we
do.
We
have
a
model
for
delivering
in
park
improvements
this
in
this
manner,
where
it's,
we
can
certainly
budget
for
the
the
total
Park
Improvement
or
we
can
pursue
things
more
incrementally.
Our
our
example,
I
like
to
use,
is
Shiloh
that
Park
is
has
been
had
a
major
renovation
over
the
last
several
years
and
never.
H
Smaller
budgets
and-
and
in
that
case
it's
been
improved,
walking
access,
Trails,
it's
had
a
playground,
Improvement
Sports
courts,
parking
lots,
ball
fields
and
all
of
the
and
then
the
rec
centers
had
multi
several
million
dollars
put
into
it
as
well.
So
I
think
we
have
a
model
for
delivering
this
way,
but
I
also
think
that
in
the
future
you'll
the
additional
CIP
request
for
improvement.
Park
I
wanted
to
be
specific
about
the
the
pool.
H
That's
under
construction
at
the
grant
Center
it
is
it
will
it,
and
this
has
been
brought
to
Council
in
previous
presentations.
It
does
replace
the
the
wall
the
street
pool,
but
again
those
efforts
that
are
being
conducted
in
the
community
and
the
engagement
will
help
to
identify
a
way
to
repurpose
the
pool
site
and
the.
H
I
lost
my
screen,
the
so
in
the
partially
funded
category
is
municipal
building.
This
building
has
been
kind
of
under
study
for
the
last
several
years.
We've
done
some
investigation
associated
with
the
the
area
of
the
bays
in
which
the
the
fire
trucks
are
parked,
and
we've
identified
this.
There
was
a
structural
repair
done
in
the
90s
and
it
needs
to
be
renovated.
So.
H
D
H
Ability
and
reconstructing
the
building
so
once
we
started
to
peel
back
the
layers
right,
we
got
structural
needs,
we
identified
a
roof,
has
some
some
leaks,
they're
not
actually
penetrating
through
to
the
office
space,
but
you
can
see
this
the
under
the
membrane
of
the
roof,
there's
some
some
moisture
the
building
envelope.
This
is
a
1925
building.
All
brick
buildings
have
to
be
maintained
on
the
outside
tuck,
pointing
you.
B
H
Out
the
grout,
and
then
you
replace
it,
it's
HVAC
system
is
close
to
the
end
of
its
useful
life,
which
includes
the
boiler,
and
then
the
there
is
opportunity
for
office
space
improvements.
So.
H
B
H
At
this
time
accumulated
about
three
years
with
the
worth
of
funding
and
through
the
preliminary
design
efforts
of
this
facility,
we
find
that
we
have
about
a
four
million
dollar
project
if
that
just
includes
struck
the
the
slab
reconstruction
and
the
roof,
and
so
we
are
at
about
a
million
and
a
half
dollars.
Short
of
of
this,
of
our
funding
need
on.
H
Include
all
of
those
things
we're
about
4.8
million
dollars
short.
So
what
I?
What
we'll
be
bringing
back
to
council
over
the
next
six
months,
is
a
request
for
additional
funding
and
for
2024
budget
year
to
to
authorize
in
July.
That's
when
our
third
year
of
facility
maintenance
money
comes
available,
we'll
be
wanting
to
bid
this
around
the
July
time
frame
of
this
of
2023.
H
We
will
need
additional
funds
to
support
this
project.
We
can
phase
this
project.
It
is
going
to
be
disrupted
fire
operations
and
have
an
impact
on
Service
delivery.
There.
It
there's
that's
a
small
amp,
that's
a
smaller
impact.
If
we
actually
do
the
Reconstruction,
if
there
were
to
be
some
changing
circumstance,
you
know
it
could
certainly
be
a
longer
if
we,
if
we
didn't,
have
fire
operations
on.
H
Strongly
recommending
that
that
additional
funding
be
put
towards
this
project
and
allow
us
to
get
this
taken
care
of.
H
And
last
on,
my
list
is
the
Duke
substation
downtown,
but
this
is
kind
of
in
the
unknown
category.
In
that
we've
been
recently
approached
by
recently's,
relative
I
guess
in
that
they'd
need
to
reconstruct
the
downtown
substation
I
know
that
there's
been
a
lot
of
public
conversation
about
the
the
appropriate
location
and
identifying
that
location,
then
that
project
needs
to,
like
all
projects
needs
to
be
scoped
and
they've
been
studying
that
site.
H
H
At
this
point
in
time,
like
I
said
they're
just
exploring
what
those
impacts
might
be
so
we're
not
I
haven't
identified
the
budgets
entirely
and
then
also
the
scheduling,
that's
going
to
be
a
component
of
being
able
to
identify
what
those
needs
are
and
programming
those.
So
this
is
a
project
under
development
and
as
we
get
information,
it
will
come
back
to
Council
in
its
various
forms
and,
like
I,
said
over
the
next
six
months,
we'll
be
providing
updates
and
one
of
those
will
be
the
schedule.
I
So
if
we
have
an
opportunity
to
invest
in
long-term
strategies,
whether
it's
battery
powered
or
gas
insulated
substations
that
have
built-in
elements
of
securing
of
our
grid
I
know
that's
something
I've
reached
out
to
staff
about
in
the
mayor's
office,
so
I
just
wanted
to
name
that
that
should
be
part
of
it,
not
just
the
cheapest
way
of
doing
it,
but
the
best
way
of
doing
it.
For
resiliency
we
have
the
hospital
system
for
the
region,
so
I
think
that's
another
important
factor
in
maintaining
energy
security.
A
And
I
talked
to
our
Duke
representative
for
our
area
today
and
we're
going
to
get
with
each
other
to
talk
about
it,
I
mean.
Obviously,
this
is
Duke
is
operating
in
many
many
states,
and
this
is
a
systems-wide
issue
for
them.
So
I
wanted
to
have
a
discussion
with
them
about
what
their
response
is
going
to
be.
A
They
haven't
officially
said
yet,
but
obviously
this
is
of
concern
and
the
governors
put
on
the
radar
as
well
so
in
thinking
about
constructing
new
substations,
I
think
you're
right
that
the
security
issues
are
ramped
up,
I
mean
they
were
already
noted.
Obviously
we're
watching
a
war
happen
in
Europe
and
the
target
is
an
electrical
system
and
that's
always
a
vulnerability
of
any
city-state
country.
So,
oh,
we
will
have
to
work
with
our
partners
to
figure
out
what
their
response
is
going
to
be
to
this
in
terms
of
what
we
see
in
our
community.
H
F
Could
you
go
I'm
sorry?
Could
you
go
back
to
slide
19.,
it's
kind
of
the
a
b
c
d
e
slide
yep
so
I
understand
clearly
why
affordable
housing
still
has
six
and
a
half
I
know
a
good
bit
about
Parks
and
Rec?
Why
does
can
you
elaborate
or
show
me
a
slide
or
point
to
a
document
that
explains
to
me
where
the
18.4
under
transportation
absolutely.
H
F
H
Grants,
we've
not
actually
encountered
that
in
my
time
here
in
in
with
the
Geo
bonds.
It's
my
understanding.
We
could
ask
for
extensions,
we're
going
to
try
everything
we
can
tonight
and
not
put
ourselves
in
that
situation.
So
again,
staff
is
focused
on
spending
that
down
and-
and
we
can
provide
a
detailed
explanation.
What
that
looks
like.
H
Yeah
yeah,
there's
a
so
so
just
kind
of
at
a
high
level.
You've
got
a
couple
million
two
and
a
half
million
dollars
for
swannano
River
Greenways
in
here
here.
It's
a
65.
H
65
ready
to
bid
the
various
sidewalk
projects,
yeah
Haywood.
B
H
And
Johnson
Boulevard
are
in
right
away
acquisition
right
now,
one
of
the
kind
of
the
the
back
story
of
some
of
those
projects:
Haywood
Street
and
Johnston
Boulevard
Auntie
Aura.
They
all
required
additional
funding
in
order
for
us
to
build
what
the
expectations
were.
So
we
went
to
the
mpo.
The
mpo
then
had
so
that
state
funding
passed
through
for
federal
funding
through
the
state.
H
The
state
had
a
moratorium
for
about
six
or
eight
months
on
on
issuance
of
funds,
and-
and
so
that
was
a
little
bit
of
a
delay
for
us,
but
using
State
funds
and
federal
funds.
Now
we
have
to
abide
by
there
right-of-way
acquisition
standards
and
which
is
just
a
little
bit
more
detailed
than
what
you
know
we
would
have
to
abide
by
just
with
the
local.
So,
like
I
said,
there's
a
there's,
a
lot
of
reasons
for
where
we're
at,
but
we
certainly
have
a
plan
to
to
address
them.
So
we
will
provide
that
information.
F
And
then
one
more
question,
so
Enterprise
funds,
you
know,
are
accountable
for
all
their
own
expenses,
but
that
doesn't
that's
not
the
same
with
capital.
So
when
I
see
like
parking
deck
needs
repairs.
The
Enterprise
fund,
that
is
parking,
is
only
for
its
operational
expenses
and
the
capital
has
to
come
from
somewhere
else.
No.
H
No,
for
example,
water.
This
is,
you
probably
just
explain,.
H
The
water
has
its
own
Capital,
it's
an
Enterprise
fund,
it
has
its
own
capital
and
its
operating
budget,
Harris
I
believe,
has
a
capital
fund
there.
There.
B
F
H
K
Turn
it
back
over
to
Jay,
if
you
all
have
any
more
questions
for
him,
but
so
I
guess
to
answer
that
question.
So
we
have
three
Enterprise
funds
that
are
self-sufficient
water,
parking
and
storm
water.
So
up
until
this
point
at
least
all
of
the
capital
projects
within
those
funds
are
going
to
be
funded
by
dollars
generated
in
those
funds,
so
the
general
fund
would
not
fund
a
parking
deck
or
any
of
the
water
improvements
or
anything
like
that.
K
B
F
Okay
and
then
one
last
question,
which
is
more
of
a
philosophical
thing:
I'll
use
the
pinto
and
the
new
tires
as
an
example.
You
know
we
don't
know,
what's
happening
with
the
economy.
There's
a
lot
of
unknowns.
Many
of
us
were
just
in
the
Metro
Outlook,
but
if
residents
are
say
not
replacing
their
own
car
and
getting
new
tires
instead,
because
they're
unsure
about
the
economy,
do
we
ever
operate
that
way,
I
mean?
Are
we
just
like?
Prices
are
up?
Interest
rates
are
up
and
materials
are
up
and
we're
just
going
to
plow
forward.
K
Short
answer
to
that
is
no
obviously
we're
limited
by
a
number
of
things
in
terms
of
our
available
resources,
our
ability
to
distribute
to
issue
debt
up
to
a
certain
capacity
level
there,
and
so
no,
we
obviously
don't
ever
you
know,
go
into
our
Capital
planning,
assuming
that
we're
going
to
spin
beyond
our
means
or
whatever
we
can
generate
from
our
own
resources.
D
K
B
K
B
K
We're
going
to
talk
about
the
debt
model
that
we
used
the
financial
capacity
and
kind
of
just
look
forward
with
the
CIP
program
and
in
some
ways,
Taylor
kind
of
already
hit
on
really
what
I
think
is
going
to
be
the
key
takeaway
from
this
section,
which
is
really.
We
have
limited
capacity
with
our
existing
resources
over
the
next
five
to
six
years
with
our
CIP.
K
K
This
kind
of
lays
out
the
process
for
how
we
fund
our
capital
projects
from
adoption
of
the
budget
right
through
to
us,
issuing
the
debt
and
incorporating
those
payments
into
our
operating
budget
and,
as
Taylor
mentioned
most
of
our
capital
projects,
including
most
of
those
that
you
all
have
in
the
memo
that
we
sent
you
all
are
primarily
funded
through
debt.
K
We
do
obviously
have
some
grants
and
other
sources
as
well,
but
it's
primarily
debt
that
we
issue
either
General
obligation,
bonds,
primarily
or
a
limited
obligation,
bonds
and
how
that
all
works
is
you
know
you
all
will
adopt
the
budget
in
June
and
that
will
include
a
list
of
new
capital
projects.
Those
projects
will
start
soon.
K
After
usually,
you
know
not
going
straight
to
construction,
but
going
through
some
kind
of
design
phase
right-of-way
acquisition
Etc
before
construction
starts,
but
what
we
do
from
the
very
beginning
is
we
issue
short-term
bank
loans
to
help
with
the
cash
flow
in
those
projects
before
we
take
out
the
long-term
debt,
and
this
has
been
a
model
that
we've
been
following
for
the
last
10
years
or
so,
and
what
it
allows
us
to
do
is
it
allows
us
to
have
cash
on
hand
as
we're
spending
money
on
these
projects,
but
it
also
avoids
us
issuing
the
long-term
debt
early
and
beginning
to
have
to
pay
both
the
principal
and
interest
on
that
debt
over
an
extended
period
of
time.
K
With
these
short-term
bank
loans,
we
only
pay
interest
on
the
money
we
use.
So
in
many
ways
it's
like
a
home
equity
line
of
credit,
or
something
like
that.
So
as
you
draw
down
the
money,
you're
only
paying
back
an
interest
portion
of
what
you
use
and
usually,
after
a
certain
period
of
time,
usually
two
to
three
years
when
we've
spent
a
significant
amount
of
money,
usually
somewhere
in
the
25
to
30
million
dollar
range.
We'll
actually
come
back
to
you
all
and
we're
doing
this
tonight.
K
Actually
it's
your
your
formal
meeting
when
we'll
come
back
and
request
authorization
to
go
ahead
and
issue
the
long-term
debt
for
these
projects
and
that
long-term
debt
is
typically
spent
extended
out
over
20
years.
The
ogc,
the
type
of
desk
schedule
they
like
to
see
is
a
20-year
debt
schedule
with
level
principle
over
that
20-year
period.
K
And
then
we
incorporate
those
debt
payments
into
upcoming
budgets
and
we
do
all
this
utilizing
a
multi-year
financial
model
and
for
those
of
you
who
are
on
the
finance
committee,
I
think
it
was
the
September
meeting
where
we
had
Andrew
Carter
from
DEC
and
Associates,
who
are
our
financial
advisors
and
who've,
been
helping
us
develop
and
maintain
this
model
over
the
last
10
years.
He
came
and
did
a
presentation
on
the.
K
We
do
grow
that
50
18
and
a
half
million
every
year
we
grow
by
about
two
percent
and
and
how
we
arrived
at.
That
two
percent
number
was
that's
roughly
equal
to
what
we
see
on
average
in
terms
of
our
property
tax
base
growth
every
year,
and
so
that's
the
the
amount
of
growth
we
Revenue
growth
that
we
put
into
the
program
every
year.
We
look
at
the
timing
of
project
spending,
so
we're
constantly
updating
our
cash
flow
estimates
on
projects
we're
also
evaluating
our
interest
rate
assumptions.
K
So
this
cfp
model
has
its
own
fund
balance,
that's
separate
from
the
general
fund,
and
so
we
look
at
the
how
the
levels
of
that
fund
balance
are
going
to
be
over
that
20
to
25
year
Horizon
and
then
obviously
inflationary
pressures
impact
the
modeling
and
how
much
we
have
available
I.
Think
a
great
example
is
when
Jay
was
talking
about
the
McCormick
field
project
and
how
the
cost
for
that
have
grown.
We've
seen
that
with
a
lot
of
our
projects
over
the
last
few
years,
so
kind
of.
K
So,
as
Taylor
mentioned,
all
of
the
active
projects
that
you
will
have
in
the
memo,
as
well
as
the
the
projects
that
are
shown
in
the
five-year
CIP
are
fully
funded
within
this
model.
And
what,
where
that
puts
us?
And
again
this
is
all
what
we
would
call
limited
obligation.
Bond
spending
is
that
we're
going
to
be
looking
at
spending
approximately
81
million
dollars
over
the
next
five
years
or
so,
and
you
can
kind
of
see
the
breakdown
amongst
those
various
categories.
K
I
think
these
numbers
are
probably
a
little
different
just
to
confuse
you
a
little
more
a
little
different
than
maybe
what
Taylor
showed
earlier.
But
these
are
really
the
cash
flows
that
we
expect
to
see
go
out
the
door
over
the
next
five
years.
K
I,
don't
know
why
we
got
so
precise
on
the
capital
maintenance
budget
to
take
it
out
three
decimals,
but
we
do
maybe
that's
because
we
like
Jade
a
lot
so,
but
our
capacity
has
shrunk
some,
since
we
last
did
an
update
in
the
model,
and
that
really
relates
to
the
fact
that
again,
I
mentioned
the
inflationary
pressures
we're
seeing
higher
bid
prices
for
some
of
our
projects,
and
we
also
have
a
rising
interest
rate
environment
and
so
what
that
means.
K
K
We're
going
to
do
new
projects
we're
either
going
to
have
to
slow
down
spending
on
some
of
our
current
projects,
delay
those
projects
or
something
like
that
to
the
next
five-year
window
or
add
additional
resources
to
the
CIP
program.
Moving
forward.
K
So
speaking
of
moving
forward,
so
Taylor
talked
some
about
the
process
for
CIP
development
and
we're
really
using
this
fy24
process
to
you
know
identify
where
we
have
gaps
where
we
can't
fund
projects
within
our
existing
resources.
Kind
of
looking
forward
to
a
potential
2024
Geo
bond
to
help
with
those
funding
needs,
like
I,
said
we're
identifying,
what's
flexible,
what's
flexible
in
the
current
plan.
K
If
there
are
projects
that
can
be
moved
out
or
spending
that
can
be
slowed
down,
we're
looking
at
that
and
as
always,
we're
looking
for
outside
funding
opportunities
and
what
we're
trying
to
do
that
with
that.
Is
we're
really
trying
to
be
strategic
with
that
and
utilize
funding
sources
such
as
the
TDA
and
the
mpo
to
fund
projects
that
are
either
already
part
of
our
CIP
or
they're
identified
as
high
priority
projects
for
us
internally?.
K
And
then
kind
of
Next
Step.
So
where
do
we
go
from
here,
and
so,
as
Taylor
mentioned
at
the
start
and
I
think
maybe
Miss
Campbell
as
well?
This
is
kind
of
the
start
of
the
budget
process,
starting
a
little
earlier.
Maybe
this
year
and
starting
with
capital,
as
opposed
to
operating
like
we
normally
do,
but
internally
staff's
already
working
to
identify
what
are
some
of
those
high
priority
projects.
K
So
back
to
the
key
takeaways
that
Taylor
mentioned
at
the
beginning
and
again,
our
goal
is
to
have
a
capital
plan
that
considers
our
long-term
needs,
as
Taylor
mentioned
and
as
I've
been
talking
about.
Our
current
capacity
to
fund
projects
outside
of
the
current
plan
really
is
limited
and,
as
you
all
got
from
Jade
in
his
presentation,
we've
got
some
significant
decisions
that
are
on
the
horizon
and
that
are
going
to
involve
additional
funding
needs.
K
K
If
we
look
more
than
five
years
out
with
our
with
our
planning
Alexa
in
terms
of
the
projects,
no
we've
been
working
toward
trying
to
develop
a
10-year
look
forward.
But
right
now
we're
still
at
that
five,
but
the
modeling
we
do
in
terms
of
looking
at
cash
flows
and
looking
at
Future
debt
requirements
that
goes
out
20
to
25
years.
G
I'm
glad
someone's
looking
it's
like
to
ask
you
a
question
when
you
plan
these
budgets,
whatever
what
is
a
percentage
that
we
actually
actually
meet
the
goals
that
we
actually
set
out
to
are,
what
is
the
percentage
that
we
fall
short
of
the
estimated
budget
and
the
projects
itself.
K
So
I.
G
B
K
I
think
it's
a
mix
really
I
think
you
know
we
often
especially
and
I'm,
going
to
focus
really
on
Capital
budgeting,
not
not
operating
here,
but
on
the
capital
side.
You
know
it
is
in
some
ways
more
difficult
to
predict
budgets
for
capital
projects
because
again
you're
talking
about
a
multi-year.
K
And
things
happen
like
covid
and
inflation
and
stuff
like
that,
and
so
sometimes
we
do
have
to
come
back
and
add
additional
dollars
to
projects
just
because
prices
go
up
and
I
think
you
know,
Jade
showed
the
slide
for
the
Geo
Bond
projects
and
how
we've
turned
the
74
million
dollar
project
into
nine
projects
set
of
projects
into
91
million,
and
some
of
that
is
from
additional
funding
sources
from
Grants
and
stuff
like
that.
K
But
some
of
it
was
because
projects
grew
in
cost
and
we
had
to
shift
some
money
from
our
regular
CIP
over
to
the
bond
program
to
be
able
to
afford
to
complete
those
projects.
So
I
would
say
most
of
the
time
I
think
things
come
in
under
budget,
but
I
would
say
there's
also
times,
particularly
in
the
capital
budget,
more
than
the
operating
where
we
do
have
to
come
back
and
and
add
additional
resources
to
projects.
G
K
K
Potentially
we
do
like
to
avoid
we
every
year
when
you
all
adopt
the
budget,
we
do
adopt
contingencies
as
a
part
of
the
CIP
and
that's
750
000,
and
so
that's
typically
the
first
place
we
go.
So
if
a
project
is
coming
in
over
budget,
we
will
look
to
that
adopted
contingency,
which
is
part
of
the
budget
part
of
the
cash
flow
already
before.
We
would
look
to
go
into
fund
balance
to
cover
that
and.
F
K
So
it's
it's
a
little
different
for
the
CIP
and
I'll
I'm
I'm,
going
to
draw
a
blank
on
exactly
what
our
percentage
is
for
that.
But
it's
it's
a
little
different
I
think
we
maintain
a
little
bit
higher
level
in
the
CIP
program,
just
because
it's.
K
Certain
percent
right
and
it's
high
risk,
no
it's
and
it's
not
governed
by
any
policies
or
anything
like
that.
Thank.
I
You
I
have
two
things
to
share
that
I'm
hearing
here
and
so
first
I
want
to
say
thank
you
because
I
heard
equity
and
sustainability
at
the
front
of
this
conversation.
We
talked
about
that
last
year
and
I
heard
it
today,
and
so
thank
you
for
setting
that
intention
and
that
tone
in
the
front
because
of
our
state
and
climate
emergency.
That's
really
important.
I
I
The
second
thing
is
I
heard
some
about
our
carbon
reduction
goals,
but
I
was
also
thinking
about
how
that
fits
with
our
procurement
policy.
We've
had
questions
about
this
a
lot
over
the
past
year
and
I,
wonder
what
that
looks
like
to
be
in
alignment
around
our
complete
streets
policy
roof
replacement.
I
So
if
there's
a
change
in
the
options
that
we
can
change,
the
contract
I
want
to
make
sure
that
we
do
our
job
to
support
staff,
making
sure
carbon
reduction
goals
are
met
with
our
own
policy,
we're
not
getting
in
our
own
way.
So
my
question
on
that
is:
can
we
get
a
list
of
our
procurement
policies
across
departments
to
see
if
updates
are
needed
and
make
sure
that
we're
doing
that
support
work
because.
I
Say,
of
course,
we're
going
to
put
on
a
roof
if
it's
feasible
to
put
solar
on
there,
but
making
sure
that
our
procurement
would
be
something
we
could
do
to
support
and
then
the
second
question
I
had
is
I
know
our
legislative
agenda
is
in
final
draft
mode.
Thank
you.
Brad
hearing
from
the
other
Municipal
electives
across
North
Carolina,
it
looks
like
we're
likely
going
to
need
to
coordinate
and
ask
for
future
infrastructure,
Bill
funding
or
Revenue
funding
for
housing.
I
We're
spending
a
lot
of
the
these
infrastructure
dollars
right
now,
because
we're
so
far
behind
in
infrastructure
dollars
for
roads
and
bridges,
but
a
lot
of
that
is
getting
invested
because
people
are
being
pushed
away
further
from
resources,
so
that
gets
us
like
in
response
mode
instead
of
like
getting
to
the
root
cause
of
the
reason
that
people
can't
afford
housing
closer
resources.
E
A
Think
and
I'm
going
to
the
Metro
mayor's
conference
this
week,
talk
to
other
Mayors
and
see
we've
been
talking
about
this
issue
for
a
while
now,
but
how
it
translates
in
terms
of
the
legislature's
willingness
to
do
something
substantive
around.
It
is
a
challenge
so,
but
it
continues
to
be
something
we'll
push
for
so
we'll
see
what
the
viability
is
this
session.
Hopefully
there's
some
yeah.
I
From
smaller
municipalities
that
like,
if
they
raise
their
property
tax
by
you,
know
one
cent
they
could
buy
one
house
so.
F
In
keeping
with
the
legislative
agenda
topic,
real
quick
I
share
this
in
my
check-in,
but
thought
I'd
share
with
everyone.
I
heard
I
understand
the
county
is
putting
forth
for
legislative
items
and
for
Budget
request
items
and
I
thought
that
was
fascinating
and
something
we
might
want
to
consider
ourselves.
Do
you
do.
A
F
A
So
when
we
did
the
last
General
obligation
bond
in
2016,
which
was
the
first
one
passed
since,
like
the
1980s
right,
you're
nodding,
so
it's
not
so
so
you
know
in
Asheville.
Asheville's
has
a
funny
history
with
General
obligation,
bonds,
which
isn't
a
very
consistent
one.
Unlike
a
lot
of
cities
that
do
consistently
have
General
obligation
Bonds
on
their
ref
on
their
ballots
every
few
years
we
have
not
developed
that
pattern,
but
obviously
it
is
the
most
significant
way
to
scale
up.
A
If
you
will
our
Capital
program
and
that's
why
cities
use
it,
because
it's
so
significant
I
mean
we
were
just
inching
along
and
with
this,
with
this
bond
package,
passed
in
2016
of
74
million
dollars,
we've
been
able
to
redo
rec
centers
we've
been
able
to.
We
have
significant
sidewalk
projects
that
are
about
to
happen
right
now.
A
Road
resurfacing
projects,
so
my
hope
is
that
well
and
I
will
also
say
I
believe
last
time,
the
time
period
from
when
we
decided
we
were
going
to
do
a
Geo
bond
to
when
it
was
actually
on
the
ballot
was
like.
Like
four
months
I
mean
it
was
some.
It
was
quick,
it
maybe
six,
but
it
was
a
short
window.
So
we
have
more
time.
A
Even
your
election
I
think
that
is
the
rule
now
in
North
Carolina,
so
the
next
opportunity
for
us
would
be
2024.
so
I.
You
know
what
I'm
hearing
you
all
say
is:
there's
not
capacity
financially
speaking
to
add
to
what
we've
really
got
in
the
pipeline,
which
is
a
big
pipeline.
A
We've
got
a
lot
of
stuff
there,
so
I'm
hopeful
that
we
can
put
together
a
bond
package
for
consideration
in
2024,
for
our,
for
you
know,
for
for
voters
to
consider
getting
voter
buy-in
is,
is
a
good
way
to
for
us
to
help
understand
whether
or
not
voter,
support
and
Resident
support,
putting
dollars.
Behind
These
improvements,
because
that's
really
what
it
is.
Sometimes
you
have
to
raise
taxes.
Sometimes
you
don't.
A
It
depends
on
how
much
growth
we
see
a
natural
Revenue
growth
we
see
or
not,
and
I
also
think
it's
important
for
us
to
kind
of
stagger
with
the
county.
The
county
just
put
theirs
on.
Obviously,
ours
is
only
city-wide,
but
I.
A
Think
that's
a
lot
for
folks
to
consider
if
you've
got
two
different
entities
running
bond
referendum
in
the
same
election
cycle
so
I
know,
we've
talked
about
the
need
for
a
public
safety
bond,
for
example,
so
that
we
can
do
a
lot
of
the
work
tour
for
our
fire
stations
and
other
Public
Safety
facilities,
but
there's
obviously
a
lot
of
other
needs
that
are
out
there.
So
I
just
I
think
that's
kind
of
what
what
well
I
feel
like
that's
what,
where
this
conversation
is
going.
A
C
C
We're
not
going
to
ask
you
to
extend
this
community
in
terms
of
what
we
can
afford
to
pay
for,
and
so
that's
why
we're
having
these
workshops,
we
want
to
bring
you
as
much
information
so
that
you
all
can
make
informed
decisions
about
not
only
the
Investments
that
you
want
to
make
in
terms
of
just
the
physical
and
capital
stuff,
but
also
management
of
the
debt
and
and
so
it
is
almost
impossible
to
meet
the
needs
of
our
community
with
pay
as
you
go,
because
we
just
we
just
don't
have
we
don't
have
that.
B
C
Base
so
getting
into
and
and
and
I
guess
the
borrowing.
As
long
as
we
can
pay
the
debt
service,
we
we
think
it's
a
responsible
way
to
manage
Capital,
Investments
and
many
other
communities
across
the
country.
Do
it
this
way,
as
well
as
my
former
Community
having
a
regular
cycle
right
and.
B
C
Off
year
of
the
of
Mecklenburg
County,
and
so
it
was,
you
know
we,
we
never
did
it
at
the
same
time
and
I
and
I
think
that
that
is
a
very
responsible
way
for
us
to
to
try
to
address
the
numerous
Capital
needs
that
we
have
in
this
community.
J
I
know
I'll,
say:
I'm
I'm
excited
to
hear
that
we're
thinking
about
a
regular
cycle
having
spent
a
lot
of
time
looking
at
how
other
cities
really
meet
the
Ambitions
of
our
vision,
we
need
to
be
looking
at
that,
and
just
we
do
this
in
our
homes.
You
know
when
I
was
done,
paying
daycare
and
Ruby
went
to
public
school.
Thank
you
public
school.
J
We
were
able
to
start
looking
at
long
needed
maintenance
to
our
home,
and
then
we
started
using
that
little
section
of
our
home
budget
for
that
and
I
think
us
looking
at
that.
That'll
allow
us
to
get
to
10-year
Capital
ideas
and
and
to
again
just
meet
the
moment
of
what
our
community
is
asking
us
for
to
have
outstanding
core
city
services
and
really
lean
into
the
climate
emergency.
So
I
want
to
get
into
all
the
detail
of
what
it
would
really
mean
to
be.
F
F
I
think
that
education
piece
is
going
to
be
key
to
the
residents,
because
we
don't
have
this
history
of
bonds
of
going
after
bonds
like
this
and
then
maybe
that
full
understanding
of
why
a
complete
cycle
is
necessary.
It's
also
absent
in
the
community.
Examples
from
other
cities
are
always
helpful,
and
this
is
certainly
how
other
cities
do
it
we're
just
behind.
F
F
A
B
A
You're
bringing
on
news
so
some
cities
are
even
able
to
float
a
bond
referendum
and
say
this
will
not
raise
taxes
and
it
and
and
they're
able
to
do
that
because
they're
retiring
debt
right
they're
bringing
up
new.
So
we're
we're.
You
know
we're
not
at
that
stage,
except
that
we
are
fortunate
to
be
a
growing
city
and
what
that
means
is
we
have
a
growing
Revenue
base.
So
what
that
actual
property
tax
implication
might
mean
could
be
lessened
because
of
that
natural
growth.
So
we
just
have
to
wait
and
see
I.
B
B
C
K
Date
when
we
will
be
back
before
you
all
I
get
some
time
better,
be
wary,
but
we
will,
you
know,
pick
up
with
the
new
policy
finance
and
HR
Committee
in
in
January
and
in
February,
and
have
those
meetings
and
we'll
certainly
be
bringing
budget
topics
to
you
all
at
those
committee
meetings
as
well.
So.