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From YouTube: City Council Budget Work Session – March 26, 2019
Description
March 26, 2019
Asheville City Council Budget Work Session
A
Welcome
to
the
to
the
Asheville
City
Council
work
session.
We
have
a
budget
document
of
our
presentation
for
today
was
just
posted
on
our
city
council
agenda
right
at
the
beginning.
So
if
anybody's
looking
online
and
needs
to
find
it,
they
can
find
it
there
and
I.
Don't
have
an
agenda
for
this
meeting
other
than
the
PowerPoint,
which
indicates
that
it
will
be
led
by
our
city
manager,
Deborah
Campbell
already.
B
So
thank
you
good
afternoon.
Everyone.
We
have
a
lot
of
information
that
we're
going
to
cover
today,
particularly
related
to
providing
you
with
a
update
on
the
status
of
the
budget
process.
You
know
coming
off
the
heels
of
your
council
of
retreat,
we're
going
to
share
information
on
some
resource
alignment
with
your
strategic
and
ongoing
priorities
and
we
hope
to
receive
some
direction
on
some
of
the
key
strategic
priorities
and
resource
allocations.
B
So
what
that
essentially
means
in
terms
of
those
three
goals
is
that
we're
going
to
provide
you
with
information,
particularly
with
an
attempt
to
have
your
strategies
align
with
your
resources,
and
you
have
a
document
that
is
a
hardcopy
and
I.
Don't
know
if
you
all
have
that
in
the
audience,
but
it
is
a
document
that
has
your
strategic
initiatives
that
you
identified
at
your
council
retreat
and
then
there
is
a
the
last
column
says
resource
alignment.
B
So
we
try
to
provide
you
with
information
just
to
make
that
strong
linkage
and
if
I
could
go
back
to
the
first
slide
and
that
that's
okay,
but
that
first
slide
said
March
Madness.
This
is
really
not
going
to
be
maddening,
for
you
all
I
hope
all
for
the
for
the
for
the
community.
It
is
obviously
a
basketball
analogy.
B
C
Thank
you,
madam
city
manager,
Barbara
whitehorne,
chief
financial
officer
for
the
city.
Our
agenda
will
be
talking
about
fiscal
health
of
the
city
overall,
sort
of
regular
season
where
we've
been
our
alignment
with
the
community
goals,
council
goals
and
staff
goals,
general
fund
budget
development,
how
that
leads
into
general
fund
budget
development
and
then
we'll
be
asking
for
your
direction
on
service
investments
and
with
no
further
ado
fiscal
health.
So
financially,
the
city
is
in
very
good
shape.
I
know.
Often
we
come
to
you
and
we're
like.
Oh
my
gosh.
C
We
don't
have
enough
money
for
this.
We
don't
have
enough
money
for
this.
We
are
in
actually
a
very
good
financial
place.
We
have
policies
that
support
good
fiscal
management
with
fund
balances
and
investment
policy
debt
policy.
We
have
long-term
capital
planning,
with
both
internal
expertise
and
external
expertise
and
our
decision-making
when
it
comes
to
debt
and
long-term
capital.
Everything
is
approved
by
the
local
government
Commission
of
North
Carolina,
which
is
a
really
critical
piece
of
financial
management
for
North
Carolina
cities.
C
We
have
an
award-winning
financial
and
budget
management
department.
The
government
finance
officer
Association,
gives
awards
for
distinguished
budget
presentation,
which
is
your
budget
document
and
for
achievement
of
excellence
and
financial
reporting,
which
is
for
the
comprehensive
annual
financial
report.
We've
been
receiving
the
distinguished
budget
presentation
for
28
years
and
the
kafir'
the
comprehensive
annual
financial
report
award
for
38
years.
C
We
are
a
highly
rated
City.
We
have
the
highest
bond
rating
that
you
can
have,
whichever
fillet
that
was
awarded
by
Standard
&
Poor's
Investor
Services
in
August
of
15
and
Moody's
Investor
Services
in
October
of
17.
What
Triple
A
means
is
that
our
debt,
when
we
go
out
and
sell
debt
on
the
market,
if
we
want
to
issue
bonds,
that's
dead
that
it's
considered.
Prime
investment
grade
investments
for
anyone
that
wants
to
purchase
that
it's
the
lowest
risk
for
the
investor.
C
It's
the
lowest
interest
rate
for
the
people,
issuing
the
bonds
for
the
entity
issuing
the
box.
So
that
triple-a
really
does
save
us
a
lot
of
money
and
puts
us
in
a
very
high
level
that
is
shared
with
not
very
many
cities.
Nationwide
city's
bond
ratings
vary
from
Triple
A
to
down
in
the
low
B's,
which
is
you
know,
sort
of
questionably
safe
debt
all
right.
So
any
questions
with
that.
I
don't
have
a
question
slide,
but
I
just
wanted
to
go
over
that
a
little
bit
so
regular
season.
C
Where
we've
been
with
the
budget
and
just
to
recap,
we
did
a
good
deal
of
community
and
council
information
and
work
sessions
for
council.
We
did
those
August
through
December
of
last
year,
and
community
budget
information
sessions
were
from
the
end
of
October
through
early
November
at
the
community
meetings
we
focused
on
core
service
delivery,
revenues
and
expenditures,
challenges
and
limitations.
C
We
kept
things
at
a
fairly
high
level
to
give
people
an
overview
of
what
cities
can
do,
what
cities
can't
do,
what
kind
of
authority
we
have
and
where
revenues
come
from
at
the
department
presentations
to
council.
These
were
deep
dives
into
the
department
budgets.
We
talked
about
core
delivery.
That
was
our
most,
of
course,
service.
Delivery.
Excuse
me
that
was
the
big
focus
there.
We
looked
at
financial
trends,
department
goals,
the
challenges
that
we
have
in
individual
departments
and
as
an
organization
as
a
whole,
and
then
our
council
retreat.
C
You
all
reviewed
your
strategic
goals
and
defined
timeframes
and
whether
you
thought
things
could
be
done
short-term
one
to
three
years,
mid
term,
four
to
seven
or
eight
plus
years
into
the
future,
and
then
you
prioritize
those
again.
We
talked
about
budgeting.
Well,
Tony
did,
and
he
said
you
know,
budgeting
the
definitions,
aligning
resources
with
priorities
and
math,
which
I
thought
was
really
clever.
D
C
Is
it
online
somewhere?
It
is
online
and
it
is
also
out
front
on
the
table.
Okay,
yeah.
We
made
sure
to
provide
it.
I'm
sorry
I
meant
to
say
that
as
soon
as
I
got
up
here,
I'll
call
I
apologize
to
everybody
that
might
want
that
great,
so
alignment,
Community,
Council
and
staff.
So
every
time
we
do
a
budget
presentation
to
you
all
I
know
you
see
these
same
citizen
survey
results
and
the
purpose
from
a
staff
perspective
is
to
keep
in
mind
that
these
are
the
core
things
that
our
community
said.
C
C
B
C
And
for
for
the
public,
the
general
fund
is
the
fund
that
does
most
of
the
general
city
things
like
Public,
Safety,
Public
Works,
the
internal
service
support
things
like
Finance
and
IT,
and
HR,
and
also
DSD
Development
Services
and
planning
Community
Economic
Development
enterprise
funds
are
like
water,
storm,
water,
US,
Cellular,
center,
okay.
So
as
an
organization
when
we're
talking
about
the
general
fund,
there
were
some
themes
that
were
identified
in
the
department
presentations
capacity
to
meet
our
programmatic
needs,
with
the
existing
staff,
rising
cost
of
service
and
project
delivery.
C
I
think
we've
all
seen
that
requests
exceed
the
revenue
that
we're
receiving
our
total
Department
requests
for
1920
this
coming
fiscal
year,
we're
ten
point:
eight
million
that
included
plans,
services,
staff
resources,
most
of
which
we
cannot
fund.
We
have
a
structural
gap.
I
know
this
is
like
I'm
sure
you
all
feel
like
we're
a
broken
record
on
this,
but
one
important
thing
about
a
structural
gap
is
that
it
does
not
indicate
that
the
city's
fiscal
health
is
at
risk.
C
What
it
tells
us
is
that
we
have
a
gap
between
the
growth
in
costs
and
the
growth
in
revenue.
This
is
very
common
with
cities,
you
see
it
all
over
the
country,
so
our
structural
gap
is
not
running
is
not
unique.
It's
it's
a
struggle
for
cities
everywhere
and
every
year
everyone
does
the
same
stuff
to
try
to
meet
the
to
meet
the
difference.
So
structural
gap
live
right.
Now
our
base
budget
was
developed,
assuming
zero
additional
revenue
so
that
we
could
start
from
a
good
place.
Our
initial
estimated
gap
in
January
was
1.8
million.
C
C
C
So
we
have
updated
mission,
HCA
revenue
numbers
from
the
county.
The
initial
estimates
that
we
received
in
the
fall
were
that
this
coming
year,
we
would
receive
about
five
million
additional
dollars
and
ongoing.
We
would
receive
about
eight.
Those
numbers
have
been
refined
by
the
tax
office
and
they
now
believe
will
get
about
two
point:
five
and
five,
so
that's
significantly
lower,
which
staff
felt
pretty
good
that
we
started
our
base
budget
from
an
assumption
of
no
new
revenue,
which
certainly
helps
us
moving
into
a
change
like
this.
So
this.
A
Is
this
is
a
little
bit
earth-shattering
for
news?
It
just
case
everyone
out
there
sort
of
like
what
does
this
mean.
We
were
initially
told
that
the
estimates
were
that
top
line
this
year
being
a
partial
year
next
year,
being
full
implementation.
These
forecasts
are
significantly
lower
now
and
my
assuming
is
accurate
and
the
and
my
understanding,
for
whatever
reason
their
earlier
numbers
were
based
on
not
not
just
property
located
in
the
county,
but
also
in
the
city
and
but
outside
of
the
jurisdiction.
A
C
F
C
Anything
else
with
that
all
right,
we
will
move
on
to
more
general
fund
budget
development.
We
wanted
to
give
you
a
second
to
kind
of
read
after
that.
You
know
wonderful
news,
our
guiding
principles.
We
thought
this
was
really
important
to
include
to
describe
what
we
really
looked
at
when
we
looked
at
strategic
and
operational
investments.
C
So
the
budget,
the
base
budget
is
core
service
focused.
It's
a
continuation.
You'll,
probably
recall
this
term
from
last
year,
when
we
said
continuation
budget,
we're
not
cutting
services,
we're
not
making
significant
additions.
We
have
some
adjustments
for
strategic
priorities
and
growth,
which
is
driven,
of
course,
by
growth
and
population
service
demand
and
costs,
so
included
in
the
base
budget
is
an
increase
in
the
local
government,
employee,
Retirement
System.
That's
a
required
contribution
by
that
state-run
program.
C
C
Because
of
an
amputation
later,
you
know,
but
it
was
a
huge
investment
in
1997
and
then
we
expanded
it
several
times
over
the
years
and
that
has
paid
off
tremendously.
We
have
healthcare
costs
that
increase
at
a
lower
rate
than
almost
any
other
city,
so
I
mean
kudos
to
that
council
and
kudos
to
y'all
for
continuing
it.
And
you
know
it's
a
big
deal
so
core
service
alignment.
C
We
wanted
to
make
sure
that
you
all
understood
when
we're
coming
up
here
and
saying:
here's,
the
general
fund
budget
and
here's
what
we
think
what
we
want
to
hear
from
you
and
here's
where
we
think
we
should
do
things
that
we
showed
you
where
we
currently
are
aligned
with
your
goals.
So
h1
your
h1
goal
was:
invest
needed
financial
and
staff
resources
to
address
maintenance,
new
construction
and
operational
needs.
This
one
aligns
with
all
those
core
services
that
the
general
fund
does
Public
Safety
sanitation,
DST
planning.
All
of
those
things
really
align
with
that.
C
C
Okay,
existing
programs
that
are
in
the
base
budget
that
are
aligned
with
council
goals
include
your
a
5
goal:
expanding
the
partnership
opportunities
with
Asheville
City
Schools.
We
have
the
Kayla
program
we
have
in
real
life.
Also,
your
gold
III
was
market
and
implement
downpayment
assistance
and
housing
programs.
That's
a
community
to
ekiden
economic
development
initiative.
C
So
new
programs
that
we
added
to
the
base
budget,
you
know
I
said
we
didn't
add
a
whole
lot.
We
made
some
adjustments,
but
we
did
add
these
three
things
develop
a
business
inclusion
program
to
increase
minority
contractor
participation
in
response
to
this
parity
study.
We
this
year
are
purchasing
a
software
module
called
vendor
self
service.
It
will
help
us
track
and
do
outreach
to
MWBE
vendors,
that
is,
it
certainly
doesn't
meet
that
goal
in
its
entirety.
C
I
don't
mean
to
imply
that,
but
it
supports
that
goal
and
it's
something
that
is
not
expensive
over
the
long
run
and
it's
a
software.
Many
of
the
software's
that
have
a
vendor
self-service
component
require
the
vendor
to
pay
a
fee,
and
when
we
evaluated
these
services,
one
of
our
our
key
things
that
we
said
was
it
cannot
be
fee
based
because
we're
trying
to
reach
out
to
small
businesses
and
historically
underutilized
businesses.
The
last
thing
we
want
to
do
is
make
them
pay
a
fee
to
register
as
a
vendor.
C
F3
was
identifying
opportunities
to
insource.
We
are
in
sourcing
while
in
the
base
budget
is
in
sourcing,
a
concrete
crew
for
sidewalk
repair
and
maintenance
that
has
an
ongoing
cost
of
about
thirty
seven
thousand
dollars
a
year.
However,
when
we
in
source
that
crew,
that
contract
is
no
longer
limited,
we
have
flexibility,
we
have
better
efficiency
and
we
can
do
more
with
an
in-house
concrete
crew
than
we
can
do
with
a
contract.
That
is,
you
know,
limited
to
a
certain
amount
and
we
identify
where
they're
going
to
go.
H
H
C
H
C
E
To
accept
that
before
we
transition
can
I
go
back
in,
but
that's
okay,
so
the
h6,
the
classification
and
compensation
study
again
as
I'm
looking
at
at
this
sheet
and
Herald.
So
we
as
a
council
prioritized
this
pretty
low
I
realize
that
the
city
manager
made
and
staff
may
classify
this
as
higher.
But
how
much
you
know
I
mean
it's
again:
we've
got
we
got
limited
marbles
to
play
with
so
I
guess.
My
question
is:
how
important
is
this
for
to
happen
this
year?
As
and
as
this
is,
this
is
a
one-time
someone.
B
B
Is
it
is
a
one-time,
and
it
is
extremely
important
not
only
that
we
do
the
study
and
analysis,
but
we
also
in
the
years
ahead
that
we
implement
the
findings
of
that
study.
What
what
I
found
as
a
as
a
new
city
manager?
Is
that
number
one.
The
complexity
of
the
issues
that
this
community
is
facing,
and
particularly
from
a
local
government
perspective,
our
ability
to
to
respond
and
meet
those
needs
is
challenging
and
not
only
from
a
resource
perspective,
but
even
a
recruitment
perspective.
B
If
we
were
trying
to
recruit
that
tower
and
to
help
us
because
of
the
pay,
it
is
very,
very
difficult
to
get
more
talented
people
into
our
organization,
and
so,
rather
than
artificially
establishing
salaries,
we
wanted
to
have
a
study
that
compares
us
with
other
similar
sized
communities
that
do
similar
sized
similar
types
of
activities
and
and
and
job
duties,
to
make
sure
that
what
my
gut
tells
me
is
actually
what's
happening
in
the
market.
We
know
that
even
Buncombe
County
has
the
ability
to
recruit
our
staff
because
they
are
they're
paying
higher
wages.
B
I
Giro
interim
assistant
city
manager,
there
was
a
study
done
prior
to
my
being
here
and
so
I
can't
really
speak
to
the
details
of
it.
I
can
pull
together
the
study
and
provide
you
with
whatever
information
you
want,
because
we
do
have
copies
of
that
and
that
was
Kathy
may
have
to
help
me
in
2015
or
2016.
Something
like
that
and
my
understanding
is
that
it
that
it
had
some
flaws
and
it
was
not
fully
implemented.
I
Now
that
said
last
year
we
did
make
some
modifications
to
some
police
compensation
because
of
our
competitive
nature
with
Buncombe
County,
and
we
were
losing
a
lot
of
police
officers
to
Buncombe
County.
So
we
made
some
adjustments
in
their
pay
plan
and
also
some
adjustments
to
fire,
but
that
was
just
for
the
public
safety
people
and
not
for
anyone
else
in
the
county.
I'm.
I
Sorry
within
the
city
with
it,
with
the
exception
of
we
did
increase
a
few
things
that
affected
folks
who
are
on
standby,
where
we
were
paying
a
smaller
amount
prior
to
the
changes
last
year.
So
that
was
a
very
limited
scope
that
we
changed,
but
the
compensation
study
that
Miss
Campbell
is
referring
to
was
done
in
2015
or
2016.
E
Not
to
me
that
doesn't
seem
that
long
ago
is
there,
can
we
not?
Can
we
not
take
anything
from
that
or
do
we
need
so
two
questions
number
one:
can
we
not
use
that
and
maybe
make
some
assumptions
about
how
things
have
changed
or
then
number
two?
Is
there
no
I
mean,
even
in
my
industry,
in
the
nonprofit
world
there
are.
There
are
national
studies
that
then
get
broken
down
by
you
know
by
region
and
then
by
size
and
by
budget
and
all
that
sort
of
thing.
So
you
can
there's
some
benchmarking.
E
E
I
I
We
could
certainly
look
at
it,
but
there
were
a
lot
of
flaws,
so
it
it
seems
to
me
that
we're
at
a
point
where
we
really
need
to
just
redo
the
study
and
make
sure
that
that
our
bit,
that
we
benchmark
ourselves
against
other
similarly
situated
cities
that
have
the
complexity
of
the
work
that
Miss
Campbell
described
and
also
the
cost
of
living
that
we
have
in
Ashville,
plays
a
big
role
and
they're
just
a
number
of
factors
that
we
really
need
to
look
at
and
have
an
outside
person.
Look
at
now.
I
F
The
only
when
I
make
on
this
was
was
I
mean
this.
This
week
we
have
a
new
city
manager,
who's
coming
in
who
we've
hired
to
essentially
tell
us
and
execute
what
we
need
to
do,
and
what
you're
telling
us
miss
Campbell
is
this
is
this
is
a
top
priority
of
yours
in
order
to
be
able
to
execute
on
the
services
that
the
core
services
and
the
strategic
plans
that
that
that
mr.
teacher
priorities
that
we're
asking
you
to
do
right.
B
Absolutely
it
is,
and
I
would
not
ask
for
this
to
be
done
seriously.
I
would
not
ask
for
this
to
be
done
if
I
did
not
feel
that
it
was,
it
was
necessary
for
us
to
get
a
good
baseline
and
for
us
to
be
able
to
recruit
the
caliber
of
people.
That
I
think
we
need
to
add
to
our
organization
in
order
to
execute
the
the
very
very
challenge
and
in
complex
things
and
issues
that
this
community
is
faced
with.
C
Right
so
our
service
investments,
we
started
out
looking
at
our
budget
drivers,
our
new
estimated
mission,
eight
CA
revenue-
is
2.5
million.
The
key
investments
that
we
felt
like
okay
here
are.
The
things
we
have
to
cover
is
an
investment
in
transit
and
an
investment
in
the
structural
gap
transit
we
for
1.2
million.
We
can
enhance
the
customer
experience
by
route
reconfigurations
and
addressing
on-time
performance
and
miss
trips.
C
E
B
B
We
certainly
wish
that
we
could
implement
fully
the
the
entire
first
phase
of
the
plan,
because
I'm
a
strong
proponent
of
transit
I
think
it
supports
lots
of
goals,
but
we
just
have
limited
resources
and
we
are
trying
to
again
do
those
things
that
have
the
most
significant
impact
on
the
customer
experience.
How
do
we
make
it
more
convenient
for
the
customer
and.
E
When,
when
you
talk
about
limited
resources,
is
it
is
it
that
we
have
limited
resources
on
the
money
side
or
like?
We
can't
implement
everything?
Because
we
don't
have
that
much
money
or
we
can't
implement
everything,
because
we
don't
have
the
staff,
the
staff
at
both
the
management
company
and
the
city
at
this
point
to
get
where
we
need
to
go
so.
B
I
would
say
that
internally
we
certainly
city
of
Asheville.
We
need
additional
staff,
but
I
don't
want
to
hire
that
staff
until
we
have
a
little
bit
more
assessment
of
love
of
effort
to
implement
the
plan,
at
least
the
first
phase
of
the
plan.
The
second
piece
is
yes,
our
vendor
the
the
group
that
is
providing
the
transit
service,
they're
gonna,
have
to
gear
up
with
more
drivers
and
additional
fuel
cost.
F
C
Okay,
so
what
staff
worked
on
for
Council
was
to
create
some
investment
options,
all
of
which
include
covering
the
structural
gap
and
investing
critical
funds
in
transit,
because
transit
is
the
top
priority.
We
divided
the
options
into
three
categories:
projects,
plans
and
staff
resources
just
to
make
it
easy
to
follow.
G
C
C
D
C
C
It
helps
participation
with
mwbes
trains
them
how
to
register
at
the
at
the
state
and
federal
level.
I
believe
it
is,
but
I
I
don't
want
to
speak
to
that
in
a
way
that
doesn't
make
sense
because
I'm
not
that
familiar
with
it,
but
that
is
a
project
that
would
be
ongoing
and
addresses
f1
investing
facility
maintenance
resources
that
is
specific
to
h1
two
hundred
thousand
dollars
ongoing
can
be
leveraged
for
about
that's
like
two
million
dollars
in
debt,
and
if
you
go
out
longer,
we
can
leverage
more
debt.
C
It
also
can
be
a
pay-as-you-go
for
facility
maintenance
like
grooves
things
that
we
really
that
we
really
need
overtime
around
the
city.
The
third
one
was
the
fire
department.
Small
capital
leaves
every
year
the
fire
department
requests
things
like
defibrillators
new
breathing
apparatus
like
things
that
they
have
to
have,
and
we
don't
have
a
pot
of
money
that
is
just
dedicated
to
that
in
the
budget.
C
C
A
C
A
A
J
E
C
C
The
solid
waste
master
plan
is
one
of
your
long-term
goals
to
reduce
landfill
waste.
That
is,
a
one-time
cost
of
$100,000
plus
there
would
be
contribution
from
the
green
revolving
fund
to
cover
the
difference,
because
$100,000
does
not
get
us
a
master
plan,
but
you
know
it
certainly
gets
us
part
of
the
way
and
then
before
one
of
your
goals,
that
is
a
fairly
high
goal
on
your
priority
list,
is
developing
a
plan
for
the
use
of
the
property.
At
Haywood
page,
we
felt
that
$200,000
was
a
reasonable
allocation
for
that
I'm.
G
G
E
B
D
E
A
E
And
I
have
a
question
about
the
solid
waste
master
plan,
so
I
know
I,
think
it.
Someone
from
solid
waste
came
to
say
see
a
couple
of
months
ago
and
was
suggesting
or
was
saying
that
they
were
requesting
this
master
plan
and
an
additional
person
and
an
increase
in
fees
right.
That
would
help
cover
the
cost
of
both
of
those
things.
Now
we
just
voted
on
fees
and
I
forgot
to
ask
or
think
about
whether
we
voted
on
a
fee.
That
would
in
fact
do
that.
B
I'm
gonna
go
on
a
record
of
saying:
I
did
not
support
the
increase
in
the
fee
for
this
year.
I
really
think
that
we
need
to
have
a
broader
discussion
with
the
community
about
the
fee.
What
it
will
do,
what
it
will,
how
it
will
impact
and
and
the
impact
it
would
have
if
we
go
back
to
the
principles.
The
principle
of
the
customer
experience
are
some
of
the
things
that
this
would
fund.
C
C
Adjustments
are
actually
trying
to
align
them
better,
rather
than
been
what
he
gave
the
example
of
charging
someone
grading
in
a
residential
place,
the
same
amount
that
we
charge
in
commercial,
so
it
was
creating
a
feeling
that
was
specific
to
large
residential
grading
that
wasn't
at
the
high
level
of
a
commercial
fee.
So
I
was
trying
to
you
know,
balance
our
fees
between
residents
and
commercial.
C
Okay,
any
further
questions
here:
okay,
so
staff
resources.
Here
there
were
three
positions
that
we
felt
really
rose
to
the
top,
and
that
was
a
sanitation
code
enforcement
officer,
a
planner
three
and
a
sustainability
coordinator.
Those
positions,
the
sanitation
code
enforcement
officer
would
actually
allow
the
current
position
that
does
sanitation
code
enforcement,
does
sanitation
code
enforcement
and
graffiti,
so
those
two
are
extremely
challenging
to
have
in
one
position.
So
what
solid
ways?
C
What
public
works
thinks
is
that
they
really
need
someone
who's
dedicated
to
going
out
and
dealing
with
the
sanitation
issues
and
someone
who's
dedicated
to
deal
with
graffiti,
so
that
would
be
an
ongoing
70,000
per
year.
The
planner
three
would
be
a
support
position
that
would
help
develop
corridor
studies
and
planning
for
the
you
do
update,
obviously
that
one
position
doesn't
make
the
you
do.
C
Update
staff
supports
that
process
and
determines
how
that's
going
to
go
on
that's
90,000
ongoing
and
the
sustainability
coordinator
would
provide
some
capacity
in
our
sustainability
department,
which,
as
I
knew
you
all
are
aware,
is
only
two
people
right
now
and
they
have
a
lot
of
goals.
For
two
people
to
try
to.
You
know
manage
that
sustainability
coordinator
would
be
$80,000
ongoing.
C
So
then
just
kind
of
a
recap,
here's
the
overview
and
then
for
your
consideration.
We
just
thought:
is
there
a
category
of
investment
or
investments
that
best
aligns
with
your
short-term
top
priorities,
and
from
that
we
would
leave
it
to
you
all
to
discuss
this
and
provide
us
direction
for
the
managers
recommended
budget.
E
I've
got
a
question
on
the
small
business
training
we
so
we
already
have
and
the
city
already
funds
three
organizations
in
town
that
work
with
entrepreneurs
and
and
people
who
run
small
businesses,
people
of
color
who
run
small
businesses.
So
mountain
babes
works
Carolina
a
Small
Business
Development,
Fund,
Eagle,
Market
Street.
Have
we
talked
to
those
groups
about
helping
us
fill
this
gap,
I
mean.
Does
the
city
Hat?
Does
the
city
have
to
do
this
service?
It
makes
sense
that
we
would
have
the
tracking
service.
E
B
E
A
A
A
C
G
C
F
B
Now
we
are
not
hiring
a
full-time
staff
person
for
the
city
of
Asheville,
now
I'm
certain
that
the
vendor
our
provider
will
have
to
staff
up,
as
we
do
some
of
the
route
configurations,
but
not
for
the
city
of
actually.
You
did
see
technical
support
where
we
are
asking
a
consultant
to
come
in
and
look
at
our
operation
overall
and
help
us
with
the
contract
negotiations
with
the
provider
in.
F
F
It's
so
on
that
point,
I
mean
one
of
the
mourner
that
just
comments
here
that
I
would
make
I
mean
first
off
this.
This
is
very
helpful
to
kind
of
see
in
this
area
and
I
appreciate
you
all
doing
the
the
projections.
Cuz
I
think
those
are
just
be
helpful.
Hopefully,
when
we're
done
with
this,
we'll
run
them
through
the
model
and
see
what
those
will
be
as
well.
Just
just
so
we
get
a
taste
of
what
will
happen
next
year.
F
You
know
one
thing:
I
guess
just
coming
from
me
here
is
you
know
you
heard
counsel.
It
may
feel
to
the
gas
thing
a
lot
of
really
good
questions
about.
Do
we
have
to
do
something
right
and
I
assume
that
push
is
to
say
you
know,
you
know
to
the
extent
we
have
things
here
than
we
could
reprioritize
or
if
there's
things
that
are
going
on,
certainly
coming
from
me
as
you're
going
through
this
process,
I
mean
certainly
you're
getting
your
sea
legs.
You've
been
here
for
four
months.
F
You
know
if
you're
seeing
projects
that
don't
meet
the
three
criteria
you
had
for
the
general
fund
right,
the
customer
experience,
etc.
If
you
see
things
that
we're
not
performing
well,
you
know
I
mean
this
is
this
is
clearly
something
that
that's
within
your
you
know
within
your
capacity
to
do
as
a
city
manager,
but
you
know
I've
certainly
will
be
in
full
support
of
you
saying
to
us.
F
F
I
know
you've
got
to
figure
this
stuff
out,
but
I
hope
that
doesn't
stop
you
even
midway
through
the
year
to
say
you
know
what
guys
like
this
isn't
working
very
well,
and
maybe
we
can
put
more
money
towards
a
certain
air
I
mean.
Certainly
you
know
we're
gonna
advocate
for
things.
I
would
love
to
see
a
3%
employee
increase
instead
of
two
and
a
half
percent.
F
B
Trying
to
make
sure
I
use
the
appropriate
words,
because
I
don't
want
to
overstate
where
we
are
in
terms
of
staffing
but
I.
Think
for
so
many
years.
We
have
been
so
lean
and
we've
stretched
the
staff
to
a
point
where
I
don't
know
that,
with
our
current
staffing
levels,
that
we
can
provide
the
quality
that
this
community
expect
of
us
our
be
as
impactful
and.
B
What
I
wanted
from
you
all
was
to
hear
a
direction.
I,
don't
need
you
to
tell
me
what
to
do.
I
think
you
hired
me
to
actually
recommend
a
budget
to
you
all,
but
I
I
would
love
some
some
direction,
particularly
again,
since
the
additional
revenue
that
we
have
to
work
with
really
is
pretty
much
the
mission
money.
B
C
C
B
G
B
D
G
A
A
You
know
I
think
we
have
prioritized
transit
I,
don't
I
do
think
some
years
we
have
an
interesting.
You
know
we
try
to
advance
transit
every
year
and
do
it
pretty
methodically
and
I
think
we've
done
a
good
job
at
that
we've
wanted
to
do
more
than
we
either
had
money
money
for
or
sometimes
it
was
a
capacity
mm-hmm
issue.
So
I
guess
the
only
hesitation
would
be.
A
Is
this
one
point
two
million
dollars
gonna
go
towards
something
that
will
have
enhanced
transit
services
that
we
have
capacity
to
deliver
next
year
or
are
we
gonna
find
ourselves
in
another
one
of
these
situations
where
it's
like?
Well,
we
couldn't
even
really
do
all
that
this
next
year,
so
we
really
only
need
five
hundred
thousand
or
you
know
whatever
what
and
I'm
not
if
we
can
do
it
great.
A
H
B
E
E
B
F
F
G
C
G
E
F
B
B
Jessica
Morris
with
the
Transportation
Department,
had
come
up
just
to
respond
to
just
a
couple
of
the
questions.
They
were
asked
about:
transit
in
terms
of
services
and
when
we
could
air
up,
she
feels
that
I
may
have
over
promised
in
terms
of
doing
something
by
winter
of
2019.
She
feels
more
comfortable
with
January
2020,
but
I'm
the
optimist,
but
okay.
K
Of
course,
we
would
do
our
best
to
do
it
as
soon
as
possible,
so
what
we
have
done
to
come
up
with
this,
this
dollar
figure,
as
we've
attempted
to
take
the
transit
master
plan.
The
first
year's
recommendations,
which
essentially
asked
for
a
40%
increase
to
service
and
we've
broken
it
down
into
pieces
or
packages,
is
what
I'm
calling
it
of
service
hours
that
we
think
would
have
the
most
impact.
K
Extending
the
hours
of
operation
so
running
leader
into
the
evenings
or
Sundays,
so
we
split
those
two
things
apart
and
said
service.
Our
extension
would
would
pop
probably
be
something
we'd
recommend
to
come
later
and
let's
try
and
focus
on
on-time
performance.
So
there
are
a
number
of
recommendations
in
the
master
plan
that
focus
on
on-time
performance
and
that's
about
it
accounts
for
about
40
to
50
percent
of
the
service
hours
that
we
would
want
to
that
were
recommended
in
the
master
plan.
K
Well,
there's
the
purple
package
and
the
green
package,
and
we
we
plan
to
we
plan
to
show
you
all
of
this
and
more
more
concrete
detail.
But
we've
got
a
package:
that's
approximately
12,000
service
hours
that
will
create
some
crosstown
routes
for
us
and
provide
additional
frequency
over
on
Haywood
Road.
And
then
there
is
another
package
of
improvements,
there's
about
a
little
less
than
six
thousand
service
hours.
That
would
create
a
better
on-time
performance
for
the
Western
routes,
the
what
w1
and
w2
by
creating
a
new
route
for
the
Pisgah
view
apartments.
K
A
E
I'll,
just
jump
in
I
agree
with
Brian
on
the
sustainability
coordinator,
also
a
big
fan
of
adding
the
planner
for
the
comp
plan.
Implementation
in
corridor
studies
I
think
we
really
need
to
move
on
Haywood
page
I
mean
this
is
an
investment
of
$200,000
now,
but
you
know
that
it's
just
it's
just
time.
It's
just
time
we
got
it.
A
You
do
you
think
that
maybe
Kathy
I
wonder
if
the
Haywood
page,
given
the
concept
that
the
task
force
came
up
with
and
what
we're
gonna
be
asking
a
consultant
to
since
we're
asking
a
consultant
to
design
something
based
on
the
concept
I'm
wondering
if
there
are
any
partners
that
might
help
us
fund
this
study
and
I'm
thinking
specifically
of
the
Tourism
Development
Authority,
because
there
is
kind
of
a
public
public
space
component.
Oh
we've
already
asked:
could
we
ask
him
again
like
really
ask
them.
G
B
And
in
mayor
I
would
I
would
hope
that
again,
depending
on
the
on
the
cost-
and
this
goes
back
to
what
customer
may
feel
say.
Maybe
we
can
do
this
in
a
way
that
it's
extended
over
years
rather
than
because
it
may
could
be
150
if
it's
going
to
be
300
thousand
and
it's
150
this
year
and
150
the
next
year,
but
I
think
Todd
is
doing
his
best
to
the
planning
director
is
doing
his
best
to
negotiate
with
the
team.
That
was
that
was
chosen
to
get.
B
B
F
J
F
A
A
A
D
A
Well,
and
if
it
requires
some
payment
for
to
contract
out
the
services,
can
we
find
another
resource
for
that
and
on
the
fire
department,
small
capital
I'm
a
little
bit
alarmed
about
not
funding
the
purchase
of
defibrillators
sure
enough.
Anybody
else
is
concerned
about
that,
but
that
seems
like
we
have
to
do
that
I.
A
H
F
J
They
give
a
lot
of
information
about
the
history
and
even
things
that
were
promised
last
year
to
give
a
lot
more
insights,
so
I,
don't
think
I
can
make
a
decision
right
now
until
I
hear
from
people
who
has
really
been
involved
in
this
from
day.
One
I
think
that
will
help
me
kind
of
help
inform
a
decision.
B
And,
and
and
I
also
heard
and
met
with
the
advocates
as
well,
around
transit
and
and
I
know
that
there
has
been
a
rocky
history
and
it
is
something
it
is
a
service
that
we
have
got
to
create
that
both
the
staff,
as
well
as
the
infrastructure
to
actually
operate
a
transit
system
in
this
city
there
there's
we've
got
a
lot
of
work
to
do
in
that
area.
A
lot.
A
C
Yeah,
because
you
know
me
there
we
go
here's
our
budget
calendar
going
forward.
Obviously,
today
was
the
general
fund
budget
development
and
discussion
on
April
9th.
We
have
a
work
session
that
will
be
capital
and
the
enterprise
funds
also
on
April
9th,
is
the
adoption
of
fees
and
charges
at
your
regular
meeting.
The
proposed
budget
presentation
will
be
on
May,
14th
and
May.
28Th
is
the
budget
public
hearing
and
then
adoption
is
June
11th.
E
E
C
C
G
I
mean
cuz
I
mean
just
to
I.
Think
Ted
everyone's
point
here,
I
mean
there's
none
of
these
items
that
we
would
say.
Oh
we
shouldn't
do
that
I
mean
you
didn't
throw
up
any
you
know.
This
doesn't
include
the
the
wish
lists
that
are
out
there.
You
know
that
we
know
our
large
levels.
I
mean
these
are
10.9.
B
G
A
The
only
other
thing
I
would
add
at
the
end
here
is
some
years
I
will
hear
from
and
we
will
hear
from
staff
or
other
people
in
the
community
who
will
say
you
know
well,
council
cut
whatever
it
is
and
what
what
what
happened
is
up
through
the
department
requests
to
the
manager
came
a
variety
of
things
that
never
made
it
to
this
meeting.
That's.
A
We
didn't
know
it
wasn't
that
we
cut
it;
they
just
never
made
it
to
the
managers
budget.
So
if
there
are
any
particularly
contentious
items
or
ones
that
you
know,
we're
gonna
need
to
know
a
little
background
on
that
didn't
make
this
year's
budget
there's
a
whole
bunch
of
stuff
that
make
there's
this
year.
I
mean
obviously
every
year,
that's
true,
but
they're,
not
necessarily
contentious
or
anything
like
that.
So.
A
Any
anything
out
there
that
we
might
get
asked
about
that
we'll
need
to
know
some
information
about.
That
would
be
helpful
to
me.
I
know:
we've
struggled
in
the
last
couple
of
years
absorbing
some
of
the
firefighters
requests
that
came
in
after
this
process
had
already
happened,
but
some
of
them
were
a
continuation
of
ask
that
predated
our
council
entirely
and
picking
that
up
on
the
retirement
benefits
we
and
that
turnout
gear.
F
One
of
the
requests
I
have,
but
this
this
is
more
for
the
capital
improvement.
You
know
we're
gonna
be
talking
about
funding.
I
know
about
that
on
April
9th
one
of
the
things
I
think
miss
Campbell,
you've
talked
about
it
and
certainly
agree
with.
This
is
a
concept
of
trying
to
think
about.
How
do
we
fund
these
in
the
future
sort
of
like
ongoing,
ongoing
bond
type
of
that's?
That's
something
that
will
be
part
of
that
discussion
or
even
kind.