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From YouTube: City Council Budget Work Session – April 12, 2022
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A
Today,
so
welcome
to
the
asheville
city
council
budget
work
session,
and
I
assume
tech
people
you'd
tell
me
to
stop
talking
if
we
weren't
good
we're
good.
I
assume
good.
Thank
you
thumbs
up
this.
A
This
is
another
budget
work
session
today
and
I
debra
do
you
want
me
to
go
to
you
and
we'll
go
to
tony
okay,
all
right,
we're
gonna
hear
from
tony
mcdowell
with
the
very
long
title
of
finance
and
management
services
director
to
begin
this
budget
work
session
and
again
folks
who
are
watching
there
are
no
votes
taken
during
work
sessions.
This
is
an
information
session
opportunity
to
learn
and
for
the
council
to
ask
questions
so
good.
All
right.
Take
it
away
good.
B
Afternoon,
thank
you,
mayor
and
city
council.
Welcome
to
the
second
budget
work
session
of
the
season.
I
think
I
think
I'm
getting
this
just
right,
so
we're
going
to
run
through
some
slides
today,
I'm
going
to
do
some
of
the
presentation.
Taylor
floyd
budget
manager
is
also
going
to
help
out
as
well,
and
then
we've
got
a
few
slides
at
the
end
on
the
memorial
stadium
project
and
jay
dundas.
B
Our
capital
projects
director
will
cover
those
so
I'll
go
ahead
and
jump
in
so
the
presentation
overview
today
really
today
we're
going
to
be
focused
on
following
up
from
on
from
previous
meetings
on
some
items
that
were
discussed
there,
we're
going
to
spend
a
little
bit
of
time
kind
of
doing
a
deep
dive
into
our
fund
balance
city
council
had
some
questions
at
the
retreat
about
fund
balance
usage
this
year
and
just
kind
of
fund
balance
in
general.
B
Those
went
to
the
finance
committee
in
march
and
are
scheduled
to
come
to
you
all
in
a
couple
weeks
for
your
final
vote,
so
we're
just
going
to
kind
of
quickly
review
some
of
the
information
that
we
shared
with
the
finance
committee
a
few
weeks
ago
and
then
the
final
piece
of
the
budget
discussion
today
will
be
talking
about
the
parking
and
transit
funds.
Typically,
these
second
budget
work
sessions.
We
usually
focus
on
enterprise
funds
and
that's
kind
of
what
we're
doing
today.
B
We
didn't
cover
we're
not
going
to
cover
water
and
storm
water
and
some
of
the
other
funds
simply
because
we
really
don't
have
a
whole
lot
to
update
at
this
point,
but
we
do
on
parking
and
transit,
and
we've
talked
to
you
all
a
little
bit
at
some
of
the
previous
meetings
about
those
as
well
and
then.
Finally,
like
I
mentioned
jay
dundas
is
going
to
give
you
all
an
update
on
the
proposed
funding
for
the
memorial
state,
imp
stadium
project.
B
So
as
we
always
do,
we
like
to
highlight
some
key
takeaways
at
the
beginning
of
the
presentation,
and
really
some
of
these
things
are
really
things
that
we
have
hit
upon
in
our
previous
presentations
that
we
did
for
you
all
back
in
february
and
then
also
the
council
retreat,
and
that
is
that
the
lingering
impacts
of
the
pandemic
have
created
some
budget
challenges
for
us
this
year,
particularly
in
terms
of
inflation
and
price
volatility,
and
we're
looking
at
inflation,
not
only
in
terms
of
prices
for
materials
and
goods,
but
also
for
fuel
for
labor.
B
Those
labor
market
increases.
There's
a
there's,
a
large
increase
in
the
percentage
around
what
pay
for
employees
year
over
year,
and
this
also
created
some
new
service
needs
and
submit
some
demands
on
our
services,
for
example,
in
the
areas
of
cleanliness,
providing
services
for
houseless
for
our
houseless
population
and
other
areas
as
well.
And
then,
as
we
highlighted
at
our
previous
meetings
as
well,
we
do
have
a
limited
capacity
despite
some
good
revenue
growth
because
of
all
the
needs
and
the
inflation
we
do
have
limited
capacity
at
this
point
to
fund
new
or
expanded
services.
B
So
before
we
kind
of
jump
into
the
fund
balance,
look
we
just
want
to
kind
of
highlight
where
we're
at
in
the
process.
As
I
said,
we've
had
one
work
session
already.
You
also
had
your
council
retreat
a
few
weeks
ago.
B
B
We
also
shared
with
you
all
that
the
overall
financial
position
for
the
current
year
is
strong.
We've
had
good
growth
in
our
sales
tax
revenues
this
year
and
we
have
a
positive
outlook
for
next
year
as
well,
and
then,
finally,
you
heard
from
jay
dundas
our
capital
projects
director
on
some
of
our
capital
needs
and
the
work
being
done
there
to
prioritize
those
needs
and
identify
a
funding
strategy
for
them.
B
And
then
we
talked
to
you
all
a
couple
weeks
ago
at
the
council
retreat
and
and
gave
you
all
an
economic
overview
and
so
just
kind
of
a
quick
summary
of
some
of
the
things
we
talked
about
there
again
overall
positive
economic
outlook,
and
it's
reflected
in
our
projected
general
fund
revenue
growth
for
next
year.
As
I
mentioned
already
we're
seeing
some
pretty
significant
inflationary
pressures.
B
That's
impacting
our
ability
to
deliver
services
and
also
to
our
ability
to
fund
new
and
expanded
services
as
well.
And
then
you
also
heard
from
walter
year
in
our
capital
projects
department
about
the
data-driven
approach
that
we're
taking
to
looking
at
our
facilities
and
kind
of
roadmap
mapping
out
the
where
we.
C
B
B
B
I
said
at
the
council
retreat
we
had
some
questions
around
fund
balance
in
particular.
Have
we
used
any
fund
balance
this
year?
What
are
our
fund
balance
levels
at?
How
do
we
compare
to
other
cities,
and
so
we
pulled
together
some
information
to
share
with
you
all
today,
so
to
just
kind
of
start,
with
a
definition
of
fund
balance
and
we're
really
talking
about
what
we
call
available
or
unassigned
fund
balance
here
and
I'll
just
kind
of
read.
This
definition
is
from
school
of
government.
B
Second
bullet
point:
there:
the
fund
balance.
You
have
to
actually
look
at
our
annual
comprehensive
financial
report
to
see
our
fund
balance.
We
put
numbers
in
our
budget
document
where
we
do
estimates
every
year,
but
if
you
want
to
see
the
actual
numbers
for
our
fund
balance,
you
have
to
look
at
our
annual
comprehensive
financial
reports.
B
E
B
So
why
is
fund
balance
important
for
several
reasons?
One
is
cash
flow
management.
Our
primary
revenue
source
in
the
general
fund
is
property
taxes
we
get
most
of
that
revenue
in
in
december
or
january
each
year,
and
so
by
keeping
a
fund
balance
at
at
a
certain
level
allows
us
to
absorb
the
ups
and
downs
of
the
cash
flow
throughout
the
year.
B
It's
also
a
key
measure
of
fiscal
health.
In
fact,
I
would
say
it's
probably
the
most
important
measure
of
fiscal
health
for
a
local
government,
and
one
of
the
reasons
it
is
so
important-
is
that
it
is
a
main
factor
in
determining
our
credit
rating.
So
whenever
we
go
out
and
borrow
money
and
talk
to
the
debt
rating
agencies
or
talk
to
the
local
government
commission,
one
of
the
first
things
they
look
at
and
talk
to
us
about
in
finance
is
our
fund
balance
levels
and
kind
of
how
we're
trending
in
fund
balance.
B
It
also
provides
financial
resources
to
weather,
unexpected
crises,
and
so
in
that
area.
So
I'll
give
you
all
an
example.
So
the
city
of
wilmington
you'll
see
some
data
from
them
in
a
couple
slides.
They
typically
keep
a
higher
fund
balance
than
most
other
cities
in
north
carolina
because
being
on
the
coast
and
being
susceptible
to
hurricanes.
B
B
So,
in
terms
of
usage
of
fund
balance
again,
this
was
something
that
was
discussed
at
the
retreat
a
few
weeks
ago.
So
fund
balance
can
only
be
appropriated
by
city
council
at
either
budget
adoption
or
as
a
budget
amendment
during
the
fiscal
year,
and
we
haven't
done
any
budget
amendments
this
fiscal
year
in
the
general
fund,
so
there
hasn't
been
any
fund
balance
appropriated
since
the
adoption
of
the
budget
this
year.
B
B
If
you
have
a
year
where
your
actual
expenses
exceed
your
revenues,
then
fund
balance
is
going
to
go
down,
so
it
wouldn't
have
been
a
council
appropriation
of
fund
balance
necessary
necessarily,
but
you
may
see
your
fund
balance
go
up
or
down
just
simply
based
on
how
our
revenues
and
expenses
are
doing.
B
Okay,
so
this
next
chart
gives
you
all
a
snapshot
of
where
we
have
been
over
the
last
10
years,
with
our
unassigned
fund
balance
and
as
I
said,
we
have
a
policy
of
maintaining
a
15
fund
balance,
and
so
we
in
working
with
council
and
working
with
a
city
manager
in
finance,
we
try
to
manage
our
budgets
and
our
finances
in
such
a
way
that
we
kind
of
maintain
our
fund
balance
at
a
level
somewhere
between
15
and
20
percent
and,
I'm
happy
to
say,
we've
been
really
successful
at
doing
that.
B
B
I
think,
if,
if
you
all,
are
looking
at
this
and
wondering
when,
when
should
I
be
concerned,
when
should
I
ask
questions
about
fund
balance?
I
think
if
you,
if
we
were
to
show
you
all
this
chart-
and
you
will
just
see
you
were
to
see
that
trend
line
going
up
and
continually
going
up
over
several
years,
that
probably
means
we're
underestimating
our
revenues
and
it
probably
means
there's
additional
money.
C
F
E
May
I
ask
a
question
sure
and
I'm
guessing
the
red
lights,
don't
always
come
on
anymore.
So
just
a
quick
question.
I
wasn't
on
council
fiscal
year
of
1920.
the
19.3
to
14.5.
Is
that
did
council
take
action
during
a
budget
cycle
or
was
it
like?
How
does
anybody
recall
the
decision
there?
What
did
we
create
a
budget
that
dropped
our
fund
balance,
or
was
it
mid-year
decisions.
B
B
In
terms
of
how
many
contracts
we
have
outstanding,
and
things
like
that
that
we
have
to
reserve
against
fund
balance,
and
so
we
may
have
had
a
year
that
year,
where
we
had
a
large
amount
of
those
items
as
well
generally
those
kinds
of
things-
and
I
don't
usually
go
into
those
because
usually
they
stay
kind
of
constant
year
after
year,
but
it's
possible
that
you
can
have
a
large
amount
of
contracts
in
one
year
that
can
kind
of
go
up
and
you
have
to
reserve
more
your
fund
balance
for
that.
But
we
can.
B
B
B
All
questions
are
welcome,
so,
as
I
was
saying,
you
can
see,
there's
quite
a
range
in
terms
of
policy
that
final
column.
There
greensboro
maintains
a
policy
of
nine
percent
concord
at
30
to
35
and
again
you
can
kind
of
see
wilmington
down
near
the
bottom.
There
they
try
to
keep
somewhere
between
20
and
25
and
they're
unassigned
fund
balance.
B
B
B
Durham,
some
of
those
cities
are
well
above
their
levels,
and
some
of
that
relates
to
the
cities
have
performed.
Finances
have
performed
much
better
for
some
cities
and
recently,
over
the
last
few
years
as
a
part
of
covet,
as
revenues
have
come
in.
So
that
might
explain
some
of
that.
So.
A
You
know
when
I
was
a
student-
that
if
your
fund
balance
was
too
high,
you
were,
you
were
probably
not
funding
your
projects
correctly.
You
were
you,
you
were
probably
you
probably
should
be
looking
at.
I
don't
know
debt
finance
or
do
something
else
that
you
weren't.
You
had
the
capacity
to
do
that
you
weren't
doing,
and
I
just
it's.
A
I
just
wonder
if
there
are
you
know
from
from
I
mean:
how
are
you
supposed
to
determine
what
is
the
best
policy
for
for
a
fund
balance?
I
mean
I'm
looking
at
this
and
I
know
that
concord,
for
example,
has
a
similar
population
to
asheville,
and
you
know:
look
at
that
fund
balance
they're
trying
to
have
a
50.
A
They
have
a
50
fund
balance,
I
mean
you
know
and
wilmington
is
kind
of
a
sister
city
to
us
in
the
sense
that
they're
similar
size
and
they
also
have
a
tourist
base
somewhat
tourist-based
economy
in
part.
So
I
just
you
know,
I
look
at
that
and
I
wonder,
are
we
doing
it
right
or
are
they
doing
it
wrong
or
is
there
not
a
right
or
wrong,
or
I
mean
how
do
you
explain
this.
B
Great
question:
I
think
that
the
last
thing
you
said
really
really
is
the
story.
There
isn't
a
right
or
wrong.
I
think
it's
it's.
What
each
community
is
comfortable
with
what
their
council
is
comfortable
with
again,
I
think,
like
a
wilmington,
a
city
like
that
that
does
have
a
lot
of
risk
when
it
comes
to
natural
disaster.
I
understand
why
they
have
theirs
hire
a
city
like
concord.
I
don't.
B
Maybe
I
don't
understand
that
one
quite
as
much
I
mean
they're,
a
suburb
of
charlotte
they're,
not
a
city
that
again
has
a
lot
of
the
kind
of
it's
more
of
a
bedroom
community.
So
they
don't
have
a
lot
of
the
issues
that
you
would
think
of
a
large
city
having
even
a
city
similar
to
the
size
of
asheville
so
which
just
may
be
that
they
are
that
provides
them
with
the
ability
to
have
a
higher
level
of
fund
balance.
B
B
Yeah,
we
haven't
really
done
that
kind
of
deep
dive.
I
know
you
know
some
of
the
cities
on
this
list
are,
I
think,
high
point,
and
maybe
jacksonville
are
what's
called
electric
cities,
so
they
run
their
own
electric
utility,
which
often
those
cities
tend
to
have
kind
of
different
and
they're
set
up
as
enterprise
funds,
and
so
they
have
kind
of
a
different
financial
structure,
and
you
often
see
them
with
a
higher
level
of
fund
balance
than
you
do
some
of
these
other
places.
So.
H
We
feel
that,
if
you're
close
to
your
policy,
then
you
are
generally
managing
your
resources
appropriately.
If
you
way
above
that's
an
issue,
if
you
way
below,
that
should
be
an
issue.
But
when
you
are
managing
you
know
a
couple
of
percentage
points
either
above
or
below.
That's
probably
good
accounting.
I
mean
that's
good
financial
management,
and
that's
that's
really
the
the
reason
for
for
for
the
chart
and
and
why
we
wanted
to
show
that
history
is
there
isn't
a
whole
lot
of
way
above
or
way
below
your
our
adopted
policy.
A
Gwen
we're
introducing
your
blank
spot.
That's
now
speaking,
that
gwen
is
gwen
is
still
quarantining
with
with
just
at
the
very
end
of
her
covet
exposure.
So
glenn,
please
ask
a
question.
Thank.
I
You
tony,
what's
the
what's
the
ramification
if
we
would
go
below
8
and
do
we
have
any
that's
so
funny,
it's
showing
my
mtc
right
now.
I
I
B
Yeah
yeah
yeah,
and
so
it's
a
good
question.
So
there
are
some
local,
some
smaller
local
governments
in
north
carolina
that
that
have
gone
under
and
are
under
eight
percent.
Right
now
I
was
on
a
call
with
local
government.
Commission
last
fall
and
there
was
a
entity
that
was
reporting
out.
I
can't
remember
who
it
was
a
small
city
on
the
coast
who
had
like
a
three
percent
fund
balance,
and
so
that
does
happen.
B
The
lgc,
if
you
get
even
close
to
eight
percent,
the
lgc
will
send
you
a
letter
and
we
actually
got
a
letter
soon
after
I
started
in
1999
or
2000
here
at
the
city,
we
were
down
to
10
and
we
got
a
letter
from
the
lgc
saying:
hey
y'all,
getting
close,
you
know
what
are
you
going
to
do
to
to
rectify
the
situation,
and
so,
if
you
do,
if
you
delve
below,
if
you
go
below
eight
percent,
obviously
it's
going
to
affect
your
your
debt
rating.
B
It's
probably
going
to
affect
your
debt
rating.
Even
before
you
get
that
low
and
then
at
at
some
point
the
lgc
would
allow
would
stop
you
from
allow
from
allowing
you
to
issue
debt.
If
you
reach
that
that
level
and
then,
of
course,
if
you
continued
on
down,
then
the
lgc
does
have
the
power
to
step
in
and
actually
manage
your
finances
if
things
got
really
really
bad.
So
does
that
answer
your
question?
B
Okay,
any
additional
questions
I'm
going
to
move
on
to
the
next
slide,
so
showed
you
all
history.
B
So
far
we
ended
fiscal
year,
21
at
18.1
million
in
terms
of
fund
balance,
so
this
is
kind
of
where
we
think
we're
going
to
land
this
year
and
it's
it's
even
though
we're
late
feels
like
it's
we're
late
in
the
fiscal
year,
it's
still
early
when
you're
making
these
kinds
of
estimates,
probably
because
some
of
our
revenue
comes
in
very
late
in
the
year
sales
taxes
are
three
months
behind,
but
where
we
think
we're
headed
this
fiscal
year
is
again,
we
think
revenues
are
going
to
exceed
expenses
and
we're
going
to
add
some
money
to
our
fund
balance.
B
So
but
when
you
look
at
that
on
a
percentage
basis,
we're
still
going
to
be
right
around
15
and
I
think
the
reason
for
that
is,
if
you
do
the
math
here,
it's
it's.
You
take
that
21.3
million
and
you
divide
it
by
expenses,
and
so,
as
the
mayor
pointed
out,
our
expenses
in
the
previous
slide
were
120.
B
Some
million
I
believe,
last
year
we
do
think
they're
going
to
be
up
a
fair
amount
this
year.
A
lot
of
that
relates
to
the
adjustments
that
we
made
at
the
start
of
the
budget
year
this
year
with
the
salary
increases
the
compensation
adjustments
and
that
kind
of
thing.
So
we
are
seeing
expenses
trend
higher
this
year
coming
in
right
around
our
15
target
again
this
year,.
B
And
then
so,
just
kind
of
a
quick
summary
and
if
you
all
have
any
additional
questions,
be
happy
to
answer
those
about
fund
balance.
So
again
it's
a
key
metric
of
financial
health,
if
not
the
most
important
measure,
it's
a
point
in
time
calculation.
I
don't
think
I
mentioned
this
earlier,
but
when
our
auditors
come
in
and
calculate
our
fund
balance
every
year,
they
do
it
as
of
june
30th,
and
so
it's
done
it's
done
at
that
date.
At
the
end
of
each
fiscal
year,
it
grows
and
increases
every
year
in
general.
B
If
our
revenues
exceed
expenses,
although,
like
I
said,
there's
some
other
things
that
go
into
the
calculation
as
well
and
then,
if
council
and
staff
are
looking
to
fund
to
appropriate
in
our
fund
balance,
it
should
only
be
used
for
one-time
expenses.
Again,
it's
a
one-time
revenue
source.
If
you
want
to
take
money
out
of
fund
balance,
it
really
should
be
used
only
for
one-time
expenses
and
not
to
fund
ongoing
programs
or
services.
I
Tony
this
is
this:
is
gwen.
Is
it
okay
to
talk
okay?
So
when
we
are
doing
our
budget
for
the
next
year,
are
we
obligated
to
look
at
our
fund
balance
and
look
at
our
prospective
expenses,
or
is
it
always
looking
backwards
just
when
you're
developing
a
budget.
B
So
you
could
do
it
either
way
and
actually,
as
we
were
doing
some
of
the
research
for
this
presentation
and
looking
at
the
other
policies
that
other
cities
have
some
cities
based
the
calculation
off
of
their
where
they
ended
the
prior
year.
So
the
actuals
of
the
prior
year,
some
based
it
off
of
their
newly
adopted
budget,
which
in
many
ways
is
a
more
conservative
way
of
doing
it,
because,
generally
your
budgets
are
going
to
go
up
year
to
year.
So
I
guess
the
short
answer
is
you
can
do
it
either
way.
B
We
another
good
question,
so
we
have
done
it.
We
have
looked
at
it
through
both
lens
lenses
in
the
past.
Currently,
when
we
talk
about
fun
balance
with
you
all
we're
talking
about
it
as
a
percent
of
prior
year
expenses
or
current
year
expenses,
so
for
example,
you
know
I
would,
if
I'm
talking
to
you
all
about
fund
balance
right
now
and
I'm
saying
it's
going
to
come
in
at
15
this
year,
I'm
basing
it
off
of
that
current
year,
estimated
expenses
not
looking
at
next.
What
next
year's
budget
is
going
to
be.
J
What
then
happens
if
we
have
extra
on
top
of
what
we
had
had
a
policy
at
15?
Let's
say
that
we
had
19
this
year.
B
That's
really
up
to
the
council
and
and
the
manager
to
make
decisions
about
how
fund
balance
would
be
used.
Some
cities
do
have
policies
that
that
dictate
kind
of
how
that
extra
fund
balance
gets
used.
Some
of
it,
some
cities
allocate
it
so
anything
above,
let's
say:
15
goes
toward
capital
or
get
set
aside
for
capital,
or
something
like
that,
so
some
cities
do
have
that
written
into
their
policies.
We
don't
have
that.
So
it's
kind
of
up
to
you,
all's
discretion.
B
Yeah
and
I'm
trying
to
refresh
my
memory
on
that-
I
don't
believe
so-
the
the
money
that
was
utilized
to
purchase
that
vehicle,
if
I'm
remembering
correctly,
was
money
that
was
already
budgeted
kind
of
in
kind
of
our
general.
We
have
a,
I
think,
it's
around
three
million
dollar
budget
every
year
that
we
use
to
replace
vehicles
and
that
money
that
was
used
to
pay
for
that
particular
vehicle
came
out
of
that
pot
of
money.
So
it
wasn't
surplus
or
unbudgeted
money.
It
was
money
that
was
already
budgeted
in
our
capital
program
for
vehicles.
J
Okay,
so
my
expectation
would
be
if
we
budgeted
to
purchase
specific
vehicles
and
then
made
a
change
that
we
would
know
before
the
change
had
been
made
not
after,
and
I
see
that
we
may
have
a
deeper
response
here.
This
is
just
one
example.
Another
is,
I
wonder:
if
we
hadn't
had
the
800
000
mistake
in
not
accepting
parking
funds,
would
we
have
a
surplus
in
the
transit
budget
and
if
so,
how
would
we
allocate
that.
A
I
mean,
I
think,
what
I'm
hearing
is
kind
of
more
of
a
general
question
around
budgeting.
So
when
we,
when
we
approve
a
budget
for
the
whole
coming
year,
there's
buckets
of
things
that
we
approve
and,
if
you're
moving
stuff
around
in
a
bucket,
it
doesn't
come
back
to
council
for
consideration
it's
and
then,
and
in
some
cases
it's
not
even
all
determined.
At
the
time
we
passed
the
budget,
it's
just
identified
as
a
bucket,
so
to
speak.
Yeah.
B
J
A
J
A
And
so
maybe
that's
a
when
they're,
because
staff
is
doing
things
all
the
time
with
the
resources
that
have
been
voted
on
and
it
does
not
come
to
council
what
what
would
rise
to
the
level
of
I
mean
we
do
have
budget
amendments
on
our
agenda
from
time
to
time.
What
what
does
require
council
action
throughout
the
year.
B
Yeah,
so
any
action
that
that
we
take
to
increase
the
overall
budget
of
a
fund.
So,
for
example,
if
we
got
into
additional
revenue
like,
for
example,
grant
revenue
that
was
not
budgeted,
we
would
come
back
to
you
all
and
do
a
budget
amendment
for
that
or
if
we
wanted
to
appropriate
fund
balance.
Like
I
mentioned
earlier,
we'd
come
back
to
you
all
for
that
as
well,
but
simply
moving
money
between
let's
say
line
items
and
in
the
budget
that
does
not
come
to
city
council
for
approval.
G
B
It
would,
if,
let's
say,
for
example,
you
wanted
to
and
enterprise
funds
are
so
limited
anyway,
but
let's
say
you
wanted
to
transfer
some
additional
money
in
in
a
prior
year
when
things
were
going
really
well
in
parking.
You
said:
hey,
I
want
to
transfer
more
money
from
transit
from
parking
to
transit
that
would
have
required
because
you're
going
between
funds
so
anytime
that
happens.
We
have
to
come
to
you
all
for
approval.
J
So
if
we
had
remaining
funds
available
from
not
serving
the
s3
and
s6
routes
or
the
evening
routes,
we
could
have
said
we
wanted
to
move
that
to
something
like
staff
retention
in
the
transportation
department.
But
we
just
don't
have
those
funds
available,
but
we
never
would
have
made
that
decision
internally,
because
the
transportation
budget
had
already
been
generally
approved.
B
A
Within
funds
where,
where
we
have
a
shortage
or
we
have
additional
funds,
staff
is
able
to
make
decisions
about
where
to
reallocate
funds
within
you
know
within
that
service
area,
and
it
doesn't
require
council
decision
yeah,
I
mean
I
think
that
is
kind
of
tricky.
I
mean
if
you
have
a
priority
about
something
and
you're
a
council
member,
but
yet
staff
is
you
know,
month
to
month,
dealing
with
the
flow
of
revenue
within
the
department
and
reallocating
resources
they're
making
those
decisions
under
the
managers,
management,
yeah.
A
Say
more
what
you
mean
about
that,
because
you're
saying
there's
three
million
dollars
that
was
already
allocated
for
vehicle
purchases,
so
this
was
a
vehicle
purchase
right?
What
what
would
you
would
you?
Because
normally
we?
What
are
you
thinking
about
in
terms
of
how
we
would.
J
We
can
get
into
the
details
of
this.
I
was
speaking
generally
about.
When
would
something
rise
to
the
level
of
reconsideration,
or
at
least
just
information
when
we
were
presented
in
the
february
public
safety
committee?
The
way
that
I
heard
it
was
when
I
asked
about
why
we
wouldn't
pursue
some
sort
of
hybrid
vehicle
to
help
us
get
in
line
with
our
goals.
J
The
answer,
the
way
I
heard
it
was
that
we
had
already
purchased
the
vehicle.
This
was
for
information
that
we
had
already
purchased
it,
and
I
would
have
expected
that
we
would
have
heard
information
about
purchasing
a
million
dollar
vehicle
before
we
had
made
that
decision.
So
how
about
mayor,
but.
A
Yeah
and
well-
and
I
was
I
think
we
would
have
to
make
staff
aware
that
we
want
to
know
those
kinds
of
things,
because
we
we,
as
a
council,
voted
on
a
budget
that
included
three
million
dollars
for
vehicle
acquisition.
So
I
it
sounds
so
you
fill
in
the
gaps,
but
it
sounds
like
you
know.
You
did
push
out
information
about
it,
but
it
technically
doesn't
come
to
us
for
a
vote.
But
you're
saying
I
value
hearing
about
those
kinds
of
major
purchase
decisions
before
they
happen,
especially.
K
Absolutely
just
to
provide
further
background
information
on
that
specific
purchase,
so
that
was
an
opportunity
that
came
up
quickly
and
it
was
important
to
ms
campbell
that
that
was
the
council
was
informed
as
soon
as
possible,
and
so
that
was
placed
on
the
the
next
public
safety
committee
meeting
that
we
were
able
to
have
the
in
in
relation
to
how
vehicles
are
purchased.
K
Our
fleet
manager
keeps
sustainability
in
those
those
types
of
purchases
at
the
forefront
of
those
operations,
and
so
when
there's
opportunities
to
do
that,
that
is,
that
is
one
of
the
first
lens
looking
working
with
our
office
of
sustainability.
J
H
I
think
the
issue,
maybe
is
terminology
of
change.
There
wasn't
necessarily
a
change.
There
was
an
allocation
that
was
made
for
fleet,
and
I
hope
that
you
all
would
trust
that
we
could
make
decisions
about
what
our
needs
are
over
the
year
and
what
critical
paths
are
for
for
our
use,
and
we
had
a
very,
very
unique
opportunity
to
get
a
mobile
command
vehicle
and
and
at
the
time,
as
did
say,
I
want
to
at
least
inform
the
public
safety
committee
that
we
were.
We
were
making
that
purchase.
K
We
had
one
of
our
lighter
trucks
go
down,
and
so
that
that
needs
shifted
quickly
and
we
needed
to
to
rather
than
replace
fire
engines,
which
was
our
original
plan.
We
used
those
same
funds
that
had
already
been
adopted
by
budget
to
flex
and
pivot
quickly.
This
is
a
very
similar
situation.
We
had
an
identified
need
that
became
a
reality
quickly
and
because
of
that
chassis
availability,
we
we
had
to.
We
had
to
move
quickly,
and
we
certainly
wanted
to
get
that
in
front
of
council
as
quickly
as
possible.
J
Thank
you
and
speaking
back
on
the
generalities,
I
still
have
concerns
when
we
find
out
when
the
mistake
with
the
parking
or
the
equipment
failure
with
the
parking
happened
at
800
000
of
a
mistake.
J
So
the
these
two
are
examples
that
tell
me
like.
We
need
to
do
a
digger,
a
deeper
dive
and
dig
in,
because
if
big
changes
are
happening,
I
know
we're
understaffed
and
overworked,
and
it
just
it
feels
a
responsibility,
or
at
least
I
feel
a
responsibility
as
a
council
member
to
understand
more
fully
when
there's
going
to
be
significant
changes.
E
I
guess
my
question,
I
I
think
mr
ernie's
done
my
question
was
going
to
be
about
10
minutes
ago
about
what
happens
when
we
go
over
budget?
Does
it
trigger
council
action
or
is
that
when
the
fund
balance
might
be
called
or.
B
E
And
then
to
what
ms
roney
was
saying
about
the
faulty
equipment
with
the
parking
decks.
I
don't
know
what
practices
are
that
we
have,
but
I
would
have
liked
to
have
known
that
we
were
seeing
a
significant
loss
of
revenue
for
an
extended
period
of
time
that
was
going
to
impact
services
or
potentially
general
fund
use.
So
do
we
have
any
policies
about
that
like
losing
eight
hundred
thousand
dollars
to
equipment?
Is
there
a
point
at
which
we
would
be
notified.
B
Okay,
well,
there's
no
additional
questions,
I'll
move
on
to
the
next
section
of
the
presentation,
and
we
call
this
staffing
and
personnel
costs
and
again,
this
relates
back
to
some
of
the
questions
that
we
had
at
the
retreat
from
council
and
also
questions
about
how
we
budget
for
personnel
costs
that
came
up
last
year
as
well.
B
So
just
a
couple,
quick
slides
to
introduce
this
topic,
and
so
you
know
when
we
talk
about
personnel,
costs,
salary
wages
and
benefits
most
people,
I
think,
understand
what
that
is,
but
we
just
wanted
to
put
on
a
slide.
You
know
exactly
what
that
all
entails.
It
includes
not
just
paying
people
their
regular
salaries,
but
it
includes
overtime.
B
The
retirement
system
is
a
large
one
and
really
the
largest
one
on
that
right-hand
side
of
the
chart
is
our
the
amount
the
city
puts
into
our
health.
It's
an
employee,
health,
dental
and
life
insurance
program,
but
that's
kind
of
a
comprehensive
look
at
all
of
the
various
salary
and
wage
and
benefit
categories
that
we
have
here
at
the
city.
B
So
why
are
salaries
important?
Well,
I
think
we've
talked
to
you
all
a
number
of
times
about
this
that
you
know
being
a
service
driven
organization.
Our
budgets
are
heavily
personnel
intensive,
intensive.
In
fact,
the
general
fund
budget
is
about
61
personnel
costs
and
it's
important
because
again
it's
people
providing
services
and
it's
important
that
we
provide
our
employees
with
with
pay
that
that
allows
us
to
be
in
benefits
that
allow
us
to
be
an
employer
of
choice
so
that
we
can
continue
to
recruit
and
retain
employees
as
well.
B
So
just
a
little
bit
on
how
we
budget
salaries.
Again,
we
talked
a
little
bit
about
this
during
last
year's
budget
process
as
well,
because
council
had
some
questions
primarily
because
we
have
been
having
a
higher
level
of
turnover
and
more
vacancies
in
the
last
few
years,
with
some
of
the
shifts
in
the
labor
market,
we
don't
and
never
have
budgeted
100
of
salaries,
so
we
always
know
that
there's
going
to
be
vacancies
throughout
the
year.
So
when
we're
crafting
the
budget
in
the
general
fund,
we
assume
a
certain
level
of
vacancies
for
most
departments.
B
We
don't
we
do
budget
fully
the
fire
department
just
because
of
their
minimum
staffing
requirements,
even
when
they
do
have
vacancies
that
salary
savings
usually
gets
used
to
pay
overtime.
For
folks
coming
in
some
of
our
smaller
departments.
Like
the
city
attorney's
office,
we
usually
budget
those
at
100
percent
of
salaries
as
well,
but
in
general
we
budget
most
departments
with
a
with
an
assumed
vacancy
rate,
and
we
don't
have
that
number
on
this
slide.
B
I
think
it's
on
the
next
one,
but
we
usually
assume
a
1.5
salary
vacancy
rate,
so
in
other
words
we
budget
salaries
at
98.5,
not
at
100,
just
a
couple
other
things
we
do
throughout
the
budget
process.
Obviously,
when
we're
doing
budgets
every
year,
there's
a
lot
of
positions
each
year
that
are
vacant
when
we're
doing
the
budget,
and
so
we
try
and
provide
a
little
bit
of
flexibility
there
and
and
so
some
vacant
positions.
B
We
will
budget
at
20
above
the
minimum
pay,
which
allows
departments
and
flexibility
when
they
make
offers,
and
then
we
budget
our
overtime,
our
temp
seasonal
and
some
other
pays
like
that
on
a
kind
of
a
historical
trend
basis.
So
we'll
look
at
what
departments
and
how
departments
have
been
spending
over
the
last
few
years
and
set
those
budgets
based
on
that,
so
in
the
current
year
budget
we
did
a
couple
things
differently
than
what
we
normally
do
and
I
just
want
to
kind
of
talk
quickly
about
those.
B
So
I
think
the
the
biggest
one
was
in
the
asheville
police
department.
As
you
all
know,
with
the
turnover
in
that
department,
we've
been
down
a
number
of
positions,
so
we
assumed
that
they
would,
throughout
this
fiscal
year,
carry
at
least
50
vacancies.
B
And
again
that's
something
we
haven't
done
in
the
past,
assumed
that
level
of
attrition
in
the
police
department,
but
we
did
utilize
those
savings.
So
those
savings
didn't
just
you
know,
kind
of
roll
back
into
the
budget
or
weren't
unused.
We
utilize
those
savings
to
cover
the
cost
and
reinvest
in
the
police
department
and
cover
the
cost
of
their
compensation
study
and
also
some
additional
overtime
for
that
department
and
some
other
costs
this
year
as
well.
B
So
where
does
that
leave
us
this
year
and
I'm
going
to
kind
of
skip
to
that
bottom
line?
We
have
some
history
and
I'll
talk
about
that
as
well,
but
where
we're
at
right
now-
and
we
looked
budget
staff-
looked
at
expenses
to
date
this
year
through
our
last
payroll,
that
was
run
a
couple
weeks
ago,
trended
that
out
through
the
rest
of
this
fiscal
year
and
again,
this
is
just
general
fund-
it's
just
salaries,
but
on
that
last
line
there
you
can
see
we
have
a
budget
of
about
61.5
million.
B
We
actually
think
we're
going
to
come
in
pretty
much
right
at
budget
on
salaries,
maybe
just
a
little
bit
over
and
again
on
the
next
slide,
I'll
kind
of
talk
about
some
of
those
reasons
why
we
think
we
may
be
headed
a
little
over
budget,
but
I
did
want
to
talk
just
a
little
bit
about
the
history
as
well,
and
I
think
this
again
kind
of
speaks
to
the
the
you
know
our
approach
to
budgeting
salaries
and
kind
of
the
accuracy
of
that
and
you
can.
You
can
see
that
you
know.
B
Obviously,
in
a
large
budget.
You
know
your
dollar
variances
are
going
to
be
fairly
large.
Sometimes,
even
if
your
percentages
aren't
so
you
can
see
in
most
years
we
are
landing
somewhere
between
98
to
100
101
percent
of
budget.
So
we
have
been
right
on
with
our
salary
budgets.
The
last
few
years,
fy21
was
a
little
bit
different.
As
you
all
know,
there
were.
There
was
a
higher
level
of
vacancies
in
the
police
department.
We
also
utilized.
B
Some
cares
act,
money
in
that
fiscal
year
to
cover
some
of
our
salary
expenses
that
would
have
normally
hit
the
general
fund
so
that
variance
last
fiscal
year
was
a
little
bit
higher
than
what
we
normally
see
so
again,
just
what
are
some
of
the
things
that
are
kind
of
driving
salary
expenses.
In
the
current
fiscal
year,
we
made
a
number
of
adjustments
with
the
budget
adoption
in
the
asheville
fire
department.
B
We've
also
discovered
that
some
of
our
initial
estimates
for
the
cost
additional
costs
for
some
of
the
additional
holidays
in
the
family
leave
were
a
little
bit
under
what
we
thought
they
would
be
so
there's
the
overtime
costs
in
afd
are
a
little
bit
higher
and
then
we've
added
some
afapd
overtime
expenses
to
help
maintain
minimum
staffing.
B
So
then
kind
of
pivoting
into
next
year
and
then
I'll
summarize
and
be
happy
to
take
any
questions
on
this.
So
what
are
some
of
the
things
we're
looking
at
next
year
in
terms
of
things
that
are
going
to
impact
our
salary
and
benefit
budget?
And
we
talked
a
little
bit
about
some
of
these
already
with
you
all,
but
the
state
is
requiring
all
local
governments
to
put
more
money
into
the
retirement
system
next
year.
B
B
We
know
with
the
intentional
efforts
that
the
police
department
is
taking
with
the
recruitment
firm
to
begin
to
bring
hire
new
employees
and
bring
more
folks
on
board
that
we're
not
going
to
be
able
to
budget
that
level
of
vacancies
next
year,
they're
going
to
have
more
folks
on
board,
so
we're
going
to
have
to
up
their
salary
budget
to
account.
For
that
we
think
that's
going
to
be
somewhere
around
a
million
dollars.
B
We
also
have
again
some
additional
afd
overtime
based
on
trend
and
some
of
the
holiday
addition
additions
that
we
made
this
year,
the
employer
health
insurance.
We
haven't
increased
our
contribution,
the
employer
contribution
of
the
health
insurance
plan
in
about
five
or
six
years.
We
do
think
they're
reading.
We
need
a
what
I
would
call
a
modest
increase
there
next
year
of
around
five
percent
and
then
finally,
we're
still
as
staff
in
a
management
team.
B
Knowing
that
you
know
employees
are
seeing
inflation
impact
their
pocketbooks,
so
that
last
line
is
really
just
to
kind
of
give
you
all
an
idea,
so
at
each
each
one
percent
adjustment
in
the
in
the
general
fund,
so
it
costs
about
740
000,
and
so,
if
we
did
a
three
percent
increase,
for
example
across
the
board
for
all
employees
next
year,
that
would
cost
approximately
2.2
million
dollars.
So
again
we're
very
personnel
heavy
driven
organization.
And
so
when
we
make
salary
increases,
it
does
cost
a
fair
amount
in
the
general
fund.
E
May
I
ask
you
a
question
so
over
time
in
general,
why
do
we
have
so
much
overtime
in
general?
This
is
just
a
management
question
I
mean,
I
understand
why
overtime
exists,
but
why
is
it
so
much
is
this.
You
know
in
speaking
with,
like
percentage
of
general
fund,
why
are
we
so
over?
Are
we
poorly
planning?
Is
this
typical
millions
and
millions
in
overtime.
B
E
K
So
our
employees
are
scheduled,
as
you
know,
already
to
work
three
hours
every
single
week
of
overtime
that
that's
a
very
big
part
of
that
so
correct,
so
firefighters,
after
53
hours
a
week
are
paid
overtime
and
they're
scheduled
to
work
56
hours
every
single
week,
and
so
with
a
three
shift
system
that
we
have,
that
that
that
is,
is
the
common
schedule
for
fire
departments
that
use
a
three
shift
system.
K
We
could
go
to
a
four
shift
system
and
eliminate
that
that
obviously
adds
additional
personnel,
but
that
would
eliminate
that
over
time.
Another
another
big
driver
this
year
were
the
amazing
new
benefits
that
that
council
approved
the
the
two
new
holidays,
as
well
as
the
paid
parental
leave.
B
I
125.,
can
you-
and
you
may
not
have
this
available
right
now,
but
can
you
split
that
up
between
the
I'm
hoping
that
apd
won't
have
to
be
working
as
much
over
time,
but
can
you
split
it
up
for
me
reduction
in
overtime
versus
increase
in
hiring
and
personnel?
I
G
Hi
sandra,
I
just
want
to
ask
you
a
question.
I
know
you
were
saying
that
the
retirement
contribution
to
fund
that
the
state
has
required
that
you
all
increase
it
every
year.
Does
those
retirement
funds
actually
go
back
to
future?
Neither
people
that
retired
in
the
future
are
they
actually
taking
into
consideration
with
those
funds.
B
So
it
goes
to
fund
the
system.
I
guess
is:
maybe
the
the
easiest
way
to
answer
that.
So
the
you
know,
the
state
managers
all
manages
that
program
for
local
government
employees,
state
employees
and
they
do
actuarial
studies
to
determine
the
amount
of
money
that
they
need
contributed
in
each
year
in
order
to
pay
for
not
only
current
retirees
but
also
future
retirees
as
well,
and
so
they
adjust
the
rates
based
off
of
that
they
haven't.
B
G
And
the
reason
I'm
asking
that
is,
I
had
a
a
resident
actually
approached
me
and
said
that
they
worked
for
the
city
and
hadn't
had
any
raises
in
over
10
years.
So
in
their
retirement
money
coming
in-
and
I
was
just
wondering,
did
it
did?
Does
it
spill
over
for
them
or
yeah.
B
C
B
Adjustments
cost
of
living
adjustments
in
a
number
of
years.
I
think
they
may
have
been
considering
one
either
for
this
fiscal
year
or
last,
but
yeah
that
is
that's
one
of
the
downsides
of
the
retirement
system
is
that
the
state
has
typically
not
been
increasing
that
amount
year
over
year,
but.
A
A
One
of
the
criticisms,
for
example
the
league
of
municipalities
that
represents
all
524
cities
in
the
state
of
north
carolina,
it's
500,
something
I
don't
remember,
is
that
it
advocates
against
state
employee,
retiree
pay
increases,
and
they
do
that
because
of
this
problem,
because
the
state
just
turns
around
and
says
now
give
us
the
money
to
pay
the
increases
to
retirees
of
the
state
system,
and
it's
so
city
employees
are
in
that
retirement
system.
County
employees
are
in
that
retirement
system,
but
so
are
all
the
teachers
so
we're
all.
You.
A
A
G
And
one
other
question
tony:
how
does
when
you
were
saying
61
of
our
fund
actually
goes
to
personnel?
How
does
that
sort
of
stack
up
against
the
other
cities?
Municipalities
in
the
area.
B
Yeah
that
that's
that's
very,
very
common,
especially
in
the
general
fund,
because
most
most
cities
fund,
police
and
fire
through
the
general
fund
and
again
those
are
very
personnel,
intensive
services,
and
so
most
cities
have
a
personnel
cost
somewhere
around
that
sixty
percent.
E
Can
I
just
make
sure
I
understood
the
insurance
and
the
employer
question
so
the
employee
that
retired
10
years
ago,
that
sandra
was
talking
about,
isn't
getting
an
increase
in
their
retirement
payout
and
if
they
were
to
get
it,
it
would
mean
that
it
would
likely
come
back
around
to
us
for
an
additional
number
right.
Okay,
I
just
want
to
make
sure
I
got
that
okay,
okay,.
A
Unless
the
state
now
to
be
clear,
the
state
could
choose
to
fund
it
in
other
ways
and
they
have
a
significant
surplus
this
year,
but
they're.
Not,
I
don't
believe
they're
choosing
to
do
that,
and
maybe
we
should
add
that
to
them.
J
J
I
don't
know
if
that
needs
to
be
two
percent
three
percent
five
percent.
It
might
just
provide
an
extra
layer
of
communication
and
transparency
for
us
and
for
the
public
as
we're
distilling
these
important
decisions,
and
so
that
we
can
do
things
like
celebrate
when
we're
able
to
make
capital
improvement
investments
that
we
very
much
need
to
make.
Instead
of
wondering
how
this
happened.
J
Sure
so,
if
there's
going
to
be
a
departmental
budget
change-
and
it
wouldn't
necessarily
have
to
come
to
council,
because
the
budget
had
already
been
approved
and
you're
moving
things
in
between,
if
it's
a
if
it's
a
percentage
of
the
budget,
say
a
million
dollars.
But
it
might
be
different
for
each
department.
J
Expenditures
or
unex
anticipated
deficits.
J
If
there's
going
to
be
a
significant,
for
example,
if
we,
if
we
were
a
business
as
usual
year,
four
or
five
years
ago,
and
we
were
gonna-
have
an
eight
hundred
thousand
dollar
parking
fiasco,
which
I
would
have
loved
for
us
to.
Let
everyone
know
that
local
workers
should
park
downtown
for
free,
because
we
weren't
gonna
be
charging.
But
here
we
are
today.
If
we're
gonna
see
that
big
of
a
deficit,
it
could
have
dramatically
impacted
service
because
we
would
have
already
made
service
commitments.
H
J
I
appreciate
that
and
I
also
just
wonder
if
operationalizing
it
shares
the
burden
of
responsibility
with
this
body,
so.
A
I
just
wonder
you
know,
I
know
so
often
you
don't
have
a
picture
yet
until
it's
already
passed
and
you're
looking
back
on
it
so
because
of
the
large
cash
flow
situation,
I'm
trying
I'm
wondering
what
would
be
what
would
be
possible
in
terms
of
making
that
a
policy
point
like
how
would
you
I'm
not
saying
figure,
I'm
asking
this
somewhat
rhetorically.
So
if
we
were
to
ask
for
a
recommendation
to
put
something
like
this
in
place,
what
would
that
look
like
so
because
I
get
what
you're.
J
B
Yeah
and-
and
I
will
add-
I
mean
we
very
infrequently
do-
budget
revisions
at
a
staff
level
that
move
money
from
one
department
to
another.
Most
of
the
movement
is
within
the
department,
so
scott
may
need
more
in
training
and
supplies.
We
do
those
kinds
of
revisions
regularly,
but
it's
rare
that
we
take
money
out
of
a
fire
department,
budget
and
move
it
to
police
or
another
budget
and
in
the
fleet
example
again
that
money
was
not
allocated
really
to
a
department
to
start
the
year.
B
A
I
mean
so
maybe
I
think
I
get
the
gist
of
what
you're
getting
at,
though,
is
if
we
are
seeing
an
unexpected
revenue
shortfall
somewhere
or
if
we're
seeing
an
unexpected
amount
of
vacancies,
resulting
in
a
larger.
You
know
we're
kind
of
off
our
mark
in
terms
of
personnel
costs
or
if,
if
the
money's
already
been
voted
on
by
council
for
certain
capital
projects,
but
they're
sizeable,
so
we
want
to
know
about
them.
A
They're,
coming
down
we're
ready
to
pull
the
trigger
on
2.1
million
dollars
for
this
sidewalk
project
or
the
purchase
of
this
vehicle
or
whatever,
like
I,
I
kind
of
hear
what
you're
saying
that
so
we're
in
the
loop
on
on.
J
B
L
All
right,
good
afternoon,
mayor
and
council
this
this
section
here
on
the
proposed
fusion
charges
we're
just
going
to
kind
of
hit
the
highlights
of
what
we
presented
to
the
finance
and
human
resources
committee
on.
I
think
it
was
march
22nd
when
we
went
to
them
we'll
be
back
with
you
all
at
your
next
meeting
on
april
26
for
approval,
but
we
just
wanted
to
make
a
few
mention
of
of
a
few
items
that
that
committee
did
recommend.
L
Most
of
the
proposed
fee
changes
with
a
3-0
vote,
including
changes
to
water,
storm
water,
solid
waste
and
then
a
really
a
variety
of
other
much
smaller
changes.
But
those
three
that
I
mentioned
previously
are
definitely
the
ones
that
impact
the
most
people
in
our
community.
I
also
wanted
to
mention
that
there
were
some
additional
changes
to
event:
application
fees
and
rental
fees
for
pac
square
park.
L
That
word
recommended,
but
those
were
recommended
on
a
2-1
vote
so
again
not
going
to
go
into
a
lot
of
detail
on
those
unless
there
are
any
questions
right
now,
like
I
said,
we'll
be
bringing
those
to
you
all
shortly,
but
did
want
to
make
mention
again
of
those
three
that
have
the
the
kind
of
community-wide
impact.
This
is
what
we
think
the
average
household
impact
of
those
changes
will
be
for
each
one
of
the
those
three
fee
changes
that
I
mentioned.
Solid
waste
is
just
a
two
dollar
increase
monthly.
L
So
four
for
that
bi-monthly
bill
that
everyone
gets
tier
two
is
where
most
of
the
single-family
homes
are
in
the
stormwater
fees.
So
you
can
see
that
increase
and
then
the
water
increases
both
to
the
base
fee
and
the
volumetric
fees,
but
we
kind
of
use
that
six
ccfs
per
month
as
an
average
usage.
So
again,
all
together,
that's
10.45
for
each
bi-monthly
bill
or
62.70
annually.
L
All
right
and
then
just
to
wrap
that
up
again
we'll
bring
a
presentation
proposed
changes
at
your
regular
meeting
on
april
26th
additional
revenues
from
any
adopted
fee
changes.
We
will
incorporate
into
the
proposed
budget
and
those
changes
will
be
effective
on
july
1st,
any
questions
about
fees
and
charges
before
I
move
on.
L
All
right
on
to
the
fun
part,
so
a
quick
update
on
the
parking
fund,
we're
gonna,
start
there
and
then
transition
into
transit.
L
L
One
of
those
is
that
that
the
old
gating
equipment
in
the
parking
garages
was
well
beyond
its
end
of
life
and
was
already
experiencing
some
intermittent
failures,
starting
back
in
2020,
the
new
new
equipment
replacement
equipment
was
installed
in
november
2021
and
shortly
after
that,
we
started
to
see
some
intermittent
operability
and
that
I
think,
was
traced
back
to
some
software
and
firewall
issues
between
excuse
me
between
the
vendor
and
and
the
city.
L
L
So
we
provided
this
information
to
you
all
in
a
memo,
but
wanted
to
kind
of
bring
it
up
here
and
kind
of
walk
through
it
a
little
bit
just
a
really
a
comparison
of
the
history
in
the
parking
fund
can
so
you
can
kind
of
get
a
better
sense
of
what
is
what
I
would
say
sort
of
normal
and
where
we've
been
over
the
last
few
years
so
july
to
march
actuals,
that's
actual
revenue
that
we've
received
and
again
this
is
just
parking
garages.
L
Over
the
last
few
years
you
can
see
a
pretty
substantial
dip
in
the
current
year
and
last
year
year
in
actuals,
again
kind
of
similarly,
you
can
start
to
see
that
there
is
a
significant
drop
in
fy
1920
again,
as
kovitz
started
going
all
the
way
through
to
today,
and
we
provided
kind
of
a
range
for
this
year,
since
we
still
have
a
few
more
months
and
the
historical
data
that
we
have
for
the
current
year,
isn't
exceptionally
useful
again
because
of
some
of
those
intermittent
operability.
L
The
budget.
Again,
you
can
see
the
2122.
The
current
year
budget
is
similar
to
1819
so
again,
kind
of
assuming
that
back
to
normal
operations
and
then
the
difference
there
and
again,
an
estimate
for
the
current
year
is
that
we
will
be
between
2.25
million
and
2.65
million
under
our
budget
on
parking
garage
revenues.
So.
L
L
So
kind
of
looking
back
to
just
the
current
year,
looking
kind
of
at
budget
to
to
actuals
here
and
I'll
point
out
a
few
things
again,
the
that
first
line,
the
garages
you
know
just
kind
of
talked
about
that
and
and
where
we
think
that's
going
to
end
up,
you
can
see
kind
of
the
the
total
on
the
revenue
side
is
pretty
substantially
under
what
we
had
budgeted
in
the
parking
fund
overall
and
then
you
know
kind
of
leading
into
the
transit
discussion.
L
If
we
assume
that
that
transfer
the
the
parking
fund
subsidy
of
the
the
transit
fund,
we
do
not
make
that
transfer
their
expense,
actual
expense
to
revenue
is
kind
of
getting
back
to
the
fund
balance
conversation
that
tony
was
having
earlier
look
like
they're,
going
to
end
up
pretty
close
to
each
other,
and
a
lot
of
that
is
related
to
again
those
that
reduction
in
the
revenues,
but
also
they've
been
really
struggling
with
staffing
there.
So
they
have
quite
a
bit
of
vacancy
savings
and
they
have
some
operational
things.
L
E
I
have
a
question
sure
I
don't
have
a
light.
Sorry,
the
1.2
million
from
the
arpa
monies
that
we
already
gave
to
parking
fund
that
was
in
the
fiscal
year,
2021
right.
L
E
L
So,
anytime,
again
that
we
would
have
revenues
that
come
in
under
expenses,
that's
when
you
would
eat
into
and.
E
E
E
Yeah
I
mean
so
I'm
looking
across
the
years,
I'm
seeing
in
fiscal
year.
1920
we
didn't
make
budget,
I
didn't
know
what
happened
sounds
like
it
came
off.
The
general
fund
then
2021
again,
but
we
did
1.2
million
or
1.6
and
then
this
year
now
we're
coming
up
and
we're
expecting
two
and
a
half
million.
But
what
we
know
about
those
actuals
up
top
is
that
in
2020
we
just
turned
off
parking
decks
because
of
the
pandemic,
so
that
1.35
or
no
I'm
sorry,
20
21.
1.35
million.
A
L
L
A
L
A
L
L
L
L
The
other
thing
I
do
want
to
mention
too,
that
has
impacted
you
know,
starting
from
kovid
is
not
just
you
know.
Certainly
the
the
having
the
decks
free
for
several
months
was.
It
was
a
significant
impact,
but
another
big
impact
that
they've
seen
is
on
the
monthly
parking.
You
know
as
most
of
us,
you
know
in
that
work
in
city
hall
have
have
only
fairly
recently
come
back
to
the
building.
That's
been
the
case,
I
think
for
a
lot
of
other
folks.
L
E
L
E
F
Right
and
that's
that's
correct.
What
we're
trying
to
do
is
fill
those
spaces
up.
One
of
the
transitions
we've
made
in
the
past.
We
kept
up
with
our
weightedness
with
just
a
spreadsheet
and
we've
changed
to
a
better
way,
and
it's
just
with
our
staff
limitations
we're
having
a
hard
time
keeping
up
with
it.
So
we're
trying
to
contact
folks
as
often
as
we
can,
and
we
are
signing
new
people
up.
F
Well,
yes,
but
we
still
have
to
look
go
through
our
list
so
like,
for
example,
and
I'll
just
kind
of
make
up
a
number
for
harrah's.
There
could
still
be
on
paper
from
the
old
spreadsheet.
There
could
still
be
a
hundred
on
the
waiting
list.
We've
got
to
go
through
those
contact
them
to
see
if
they're
still
interested
before,
we
can
say
here's
a
new
person
that
could
fit
in
that's
what
takes
the
time.
F
One
other
thing
I'd
say
is
you
remember
we
had
to
change
the
hourly
rate
to
two
dollars
from
a
dollar
twenty
five
to
two
dollars
with
the
new
equipment
and
at
the
same
time
we
made
the
first
hour
free
for
everybody.
What
we've
seen
so
far
is
the
average
stay
in
the
garage.
Now
is
less
than
two
hours.
G
Can
I
ask
you
a
question
sure
how
many
parking
spaces
are
set
aside
for
residents
or
businesses.
F
We
don't
we
don't
have
that
breakdown.
We
have.
We
look
at
each
garage
to
see
how
many
monthly
accounts
that
we
could
have
in
there.
We
have
roughly
1500
spaces
in
all
our
garages
and
we
try
to
keep
a
balance
of
that.
So
it
kind
of
fluctuates
that
what
we
have,
but
we
don't
say
it,
has
to
be
a
resident
or
has
to
be
an
employee
or
has
to
be
a
business.
It's
really
first
come
first
serve
if
you
want
a
monthly
account.
G
I
was
just
wondering
if
you
had
a
percentage
of
how
many
like
you
actually
sort
of
had
so
you
know
how
many
parking
spaces
are
for
the
public
use
as
opposed
to
not
people
leasing
them.
F
L
L
Any
other
questions
before
we
move
on.
I
do
want
to
point
out
one
more
thing
before
I
leave
this
slide.
We
left
on
this
this
debt
number
primarily
because
we've
heard-
and
actually
I
was
at
a
community
meeting
several
weeks
ago.
L
Some
folks
asked
some
questions
about
paying
the
biltmore
parking
deck
debt
off
early,
and
I
just
want
to
say
to
you
all
that
that
was
not
ever
a
plan,
nor
have
we
made
any
any
additional
payments
above
and
beyond
what
the
principal
and
interest
is
required
to
for
those
debt
payments.
So
I
just
want
to
make
that
clear,
because
I've
heard
that
we've
heard
that
a
few
times
and
want
to
make
sure
that
you
all
are
aware
that
that
that
is
not
something
that
we
have
done.
E
A
E
It
was,
it
was
told
to
us
it
was
kathy.
She
shared
that
I
I
think
to
the
parking
committee
was
the
subcommittee
of
the
downtown
commission.
It's
kind
of
defunct
right
now.
We
brought
it
back
for
a
few
years
in
like
2017,
for
some
of
these
reasons,
upgrading
meters
and
helping.
E
If
I
recall,
we
learned
that
a
parking
deck
can
be
built
with
some
of
the
longest
amortization
schedules
40
years
on
the
debt,
and
despite
that,
we
were
still
targeting
paying
it
off
in
10..
That's
what
we
remember
from
the
meeting,
and
I
think,
we've
since
followed
up
and
learned
that
wasn't
accurate,
so
I'm
just
taking
a
moment
to
say
that
wasn't
accurate,
but
that
was
from
a
previous
meeting.
It
sounds
like
the
rumor
is
still
out
yeah.
L
We
don't
think
that
the
parking
fund
revenues
are
going
to
support,
making
that
transfer
and
again
we're
continuing
to
look
as
the
you
know,
with
the
equipment
being
active
and
operational,
you
know,
hopefully
we'll
have
a
better
sense
of
kind
of
where
our
budget
should
be
for
next
year,
and
that
will
obviously
inform
what
capacity
the
parking
fund
has
to
continue.
Its
support
of
the
transit
fund.
I
I'm
sorry,
are
we
and
this
probably
isn't
your
question
as
much
as
to
deborah
or
to
ken,
but
have
we
have
we
done
kind
of
an
after
action
analysis
of
what
happened
with
the
change
for
the
what
happened
when
we
transitioned
to
the
new
software
and
the
new
system,
I
mean
it,
I'm
not
trying
to
be
derogatory,
but
it's
pretty
big
error,
and
I'm
just
wondering
you
know
if
we've
done
done
kind
of
an
action
after
action
and
tried
to
figure
out
sort
of
what
what
happened
and
how
it's
never
going
to
happen.
H
Again,
well,
I
can
say
it:
it
may
happen
again
gwen,
but
it
will
not
happen
and
you
not
know
about
it,
but
I'm
going
to
ask
ken
if
he
can
talk
about
the
team.
That's
been
organized
to
do
a
thorough
look
at
what
happened
why
it
happened
and
that
we
will
try
our
best
not
to
have
it
happen
again,
at
least
with
this
duration
of
time.
F
Yeah,
that's
correct.
We
were
working
closely
with
we're
still
working
closely
with
our
I.t
department,
we're
still
working
very
closely
with
the
vendor
for
flash
parking
and
we're
working
with
the
finance
department
to
try
to
pull
all
this
together
and
to
make
sure
that
we're
still
doing
the
the
very
best
we
can.
F
One
of
the
things
that
we've
learned
that
I
would
like
to
think
that
we
would
never
repeat
again
on
any
contract
is
that
when
we
first
went
out
for
bids
and
so
forth,
you
know
the
vendors,
not
just
this
one
that
we
picked,
but
they
would
all
say
we
can
take
care
of
it.
We
can
do
we
can
handle
your
firewalls
and
all
this
well
what's
happened
in
reality.
In
this
particular
case
they
couldn't
handle
the
firewall.
F
So
that
was
that
was
a
big
thing
that
took
a
while
to
uncover
we're
still
working
closely
with
them
to
see.
If
there's
going
to
be
any
kind
of
action
where
they
will
give
some
of
our
money
back
we're
working
on
that.
One
of
the
things
that's
come
up
just
recently
is
the
fact
that,
when
we
have
something
that
may
come
up
today,
we
contact
their
service
department.
F
Sometimes
it's
taken
a
week
or
more
before
they
respond
and
that's
unacceptable,
because
that
means
that
whatever
that
issue
might
be,
it
can't
be
fixed,
we're
still
having
some
supply
issues
where
we
have
ordered
like,
for
example,
extra
gates
and
they're,
just
not
here
yet
simply
because
of
the
of
the
supply
chain.
So
what
we've
had
to
do
with
our
team
is
is
get
creative
and
try
to
fix
with
spare
parts
all
the
gates
that
we
have.
F
E
E
J
J
F
I'm
not
sure
that
term.
L
Sarah,
okay,
when
I
talked
to
garrett,
to
double
check
that,
because
I
I
wanted
to
make
sure
that
if
I
said
we
were
fully
operational,
that
was
in
fact
the
case.
He
said
that
you
know
there
are
still
some
bugs
things
that
are
happening.
As
you
know,
ken
kind
of
referenced,
you
know
issues
are
still
popping
up
with
the
equipment,
but
there's
nothing.
It's
not
like
the
widespread
inner
complete.
You
know
lack
of
operational
capacity
that
we
saw
over
the
winter.
E
My
only
question
was
that
when
this
comes
to
us
later,
could
we
possibly
see
the
historical
contribution
to
transit
from
parking?
I
think
it
was
used
to
be
like
500,
but
now
it's
gotten
to
one
point.
L
L
All
right
so
transit
also
seeing
some
challenges
there.
Our
service
provider
in
transit
is
really
struggling
with
a
driver
shortage
they're
having
to
use
a
significant
amount
of
overtime,
utilizing
supervisors
and
maintenance
staff
to
just
keep
service
on
routes
so
to
drive
buses.
L
You
all
may
be
aware:
there's
a
reduction
in
frequency
planned
on
one
route,
so
no
cuts
to
locations,
but
just
lower
frequency
than
than
what
we
had
planned
and
the
idea
there
was
that
that
would
be
a
planned
service
interruption
that
people
could,
you
know,
would
know
about
and
could
kind
of
figure
out,
rather
than
a
random
missed
trip,
because
we
didn't
have
bus
drivers.
So
the
idea
was
kind
of
least
impact
and
most
predictability
for
riders,
and
I
believe
that
that
change
actually
starts
tomorrow.
L
So
in
just
a
little
on
the
last
bullet
there,
we
are
reviewing
some
options
with
the
service
provider
to
address
this
driver
shortage
and
it's
likely
that
that
will
have
significant
ongoing
costs
for
our
service.
So
we
are
not
the
employer
of
the
bus
drivers,
but
we
pay
an
hourly
rate
essentially
for
that
service.
So
you
know
if,
if
that,
if
that
change
ends
up
being
additional
pay
for
bus
drivers,
that
is
very
likely
to
be
passed
along
to
us.
L
L
M
Contractor,
are
they
a
second
chance
employer?
Do
they
employ
I'm.
H
And,
as
ken
is
coming
up
vice
mayor,
it
is
definitely
a
national
issue
in
terms
of
driver
shortages,
yeah.
M
Because
it
really
doesn't
make
sense
to
me
with
so
many
job
openings
and
so
many
people
looking
for
work,
there
has
to
be
an
issue.
You
know
with
why
people
aren't
being
employed,
and
I
would
just
guess
that
their
criminal
background
would
probably
be
a
big
barrier.
L
So-
and
I
guess
just
to
be
clear-
I
don't
know
if
I
said
this
or
not,
but
we
have
not
implemented
that
planned
expansion
from
october
due
to
the
bus
driver
shortage
so
kind
of
looking.
Similarly,
in
the
current
year
transit
budget,
looking
at
kind
of
budget
to
where
we
think
they're
going
to
end
the
year
so
again
that
first
highlighted
line.
That's
the
parking
support
of
the
transit
fund,
we're
making
an
assumption
that
that
is
not
going
to
happen
in
the
current
year
and
then.
F
L
Can
see
on
the
expense
side
that
we
are
anticipating
some
savings,
a
little
bit
from
operations
and
city
administration.
Just
from
you
know
some
staffing
shortages
there
on
the
city
side
and
then
also
again,
because
the
our
service
provider,
our
atp
dev,
is
not
providing
that
expanded
service.
We
are
not
paying
for
those
new
revenue
hours
as
they're
called
so
there's
a
reduction
there
and
then
on
the
paratransit
side.
I
think
that
has
just
purely
been
reflective
of
fewer,
just
lower
trip
volume
there.
L
Those
are
kind
of
calls
for
service
so
ultimately
kind
of
where
that
looks.
If
you
look
at
the
year-end
estimate
revenues
to
expenses,
you
know
it
looks
like
again:
actuals
are
going
to
end
pretty
close
again,
really
kind
of
that
lack
of
the
the
parking
subsidy
netting
out
on
the
expense
side,
with
those
those
reductions
in
in
the
expenditures.
L
So
that
1
million
in
arpa
was
transit-specific
arpa
money
that
we
budgeted
in
the
transit
fund
for
this
year.
So
we're
assuming
that
that
that
we
will
utilize
that
in
the
current
year
and
that's
there's,
I
think,
a
total
of
1.8
million.
That
was
available
that
was
allocated
to
the
city
of
asheville,
again
transit.
Only
arpa,
right,
separate.
L
You
and
and
likely
that
that
transit
arpa
money
is,
is
a
source
that
we
could
look
to
if,
in
fact,
revenues
do
come
in
under
expenditures
to
kind
of
balance
that
in
the
in
the
current
year.
If
we
need
to
do
that.
J
I
submitted
some
questions
about
this,
but
I
I
wonder
if,
when
we
look
at
the
budget
versus
year-end
estimate
for
ritp
dev
and
the
difference
between
the
10.2
million
and
the
9.3
million,
is
this
the
number
of
what
we
the
routes
we
didn't
run
and
why
we
didn't
pay
for
them?
Essentially.
L
J
Okay,
so
a
follow-up
that
I
have
for
this
one
is
miss
trips
by
month,
which
is
normally
a
report,
that's
given
to
the
transit
committee,
so
that
we
could
see
which
ones
didn't
run.
My
bus
didn't
show
up
today,
so
I'm
assuming
we
didn't
pay
for
that
trip,
but
a
monthly
breakdown
next
to
the
missed
trips
would
help
to
see
if
we're
having
any
trends.
F
L
All
right
to
again
just
kind
of
to
summarize
likely
looking
to
that
transit
specific
rescue
plan
funding
to
cover
a
current
year
gap.
If,
if
there
is
one
again
we're
we're
working
with
the
service
provider
to
evaluate
options
to
address
that
driver
shortage
in
the
current
fiscal
year,
and
it's
going
to
be
really
challenging
for
us
to
do
any
expansion
of
service
until
those
staffing
issues
with
the
service
provider
are
addressed.
Obviously
we
we
got
to
have
bus
drivers
to
to
run
routes.
I
Yes,
just
quickly
didn't
we
also
in
january,
because
we
weren't
able
to
produce
monthly
passes,
didn't
we
lose
revenue
as
a
result
of
that,
and
we
just
gave
people
free
free
transit
service
for
that
month.
A
I
E
But
this
again
is
a
third-party
provider
that
we
contracted
with
that
didn't
supply
the
services
or
needed
items
to
enact
our
contract
on
time
right.
This
was
the
card
provider
did
not
send
cards
in
time
and
with
the
parking
deck
it
was,
the
new
provider
didn't
understand,
firewalls
right,
it's
so
interesting
that
well
I
heard
them
say
that
it
was
them.
So
I
just
I
just
wonder
you
know
the
loss
of
funds
for
both
of
these
things,
who's
really,
ultimately
responsible,
financially.
A
Well,
you
know,
I
mean
I
think
we
could
make
sure
that
legal
is
taking
a
look
at
those
contracts
and
if
there
are
any
recourse
fully
take
it
take
advantage
and
exhaust
the
any
kind
of
recourse.
And,
if
there's
not,
maybe
going
forward,
look
for
opportunities
to
add
provisions
that
do
protect
us.
Since
you
know,
I
think
I
think
historically,
failures
like
this
were
not
necessarily
anticipated
and
now
they're
kind
of
our
new
normal.
H
J
I
have
asked
for
the
if
we
can
get
the
most
recent
transit
contract
sent
to
all
of
council,
so
we
can
review
it
if
we
need
to
also
when
the
contract
is
up
for
reconsideration.
Thank
you.
C
Taylor
jade
good
afternoon,
mayor
members,
council,
jay,
dundas
capital
projects
director.
I've
just
got
a
couple
of
slides
here.
I
think
so.
C
There
are
other
incidental
scope
items
here,
for
example,
a
retaining
wall
for
the
northwest
corner
of
the
track,
but
the
main
scope
items
for
this
project
are
provided
in
this
graphic
again.
The
graphic
same
graphic
used
in
the
in
the
previous
presentation,
400
meter,
six
lane
competitive
rubber
surface
track.
C
Reduced
largest
marked
field
is
65
by
120
yards,
replace
existing
restroom
and
create
additional
space
for
equipment
storage,
to
support
the
activities
on
the
the
field
and
the
track
replace
the
western
bleachers,
with
concrete
plaza
to
allow
temporary
seating
paved
asphalt,
walking
trail,
as
indicated
in
the
the
yellow
path
here
and
then
also
playground
improvements.
C
The
estimated
cost
of
these
improvements
were
in
the
general
area
of
about
4.4
million
dollars.
Staff
was
instructed,
go
identify
funds
for
this
project,
and
this
is
the
how
we
have
strategized
to
fund
the
this
project.
Two
and
a
half
million
dollars
would
be
harpa.
Funding.
C
944
thousand
dollars
is
the
remaining
balance
in
the
2000
that
was
approved
in
the
2016.
Go
bond,
cip,
contingency
of
750
000.
that
that
fund
is
set
aside
every
year
in
our
capital
budget
to
cover
unexpected
expenses,
cost
overruns
on
projects
so
on
and
so
forth.
This
year
it
hasn't
been
used,
and
so
that
is
a
a
fund
that
we're
suggesting
to
be
used
and
then
unspent
fleet
replacement
funds.
Again
this
is
similar
to
what
the
conversation
before
is.
C
There
is
a
there's,
a
balance
in
our
fleet
replacement
funds
for
various
reasons,
but
that
there
is
a
opportunity
to
take
148
thousand
345.
C
That's
a
very
specific
number,
because
that
basically
covers
our
estimate
of
the
four
point:
three
four
two
million
dollars
so
to
move
forward
we're
next
in
next
council
meeting,
we
will
bring
the
a
design
contract
for
the
ability
to
move,
to
have
council
authorize
us
to
on
this
scope
to
move
forward
with
this
project.
C
We
will
also
being
a
budget
amendment
that
will
ask
for
the
2.5
million
dollars
to
be
amended
from
the
arpa
funding
into
a
capital
budget.
The
remaining
of
these
funds,
as
as
discussed
previously,
will
be
again
again
notifying
council
in
this
presentation,
but
they
will
be
moved
into
this
budget
to
cover
the
cost
of
the
project.
C
The
one
item
that
we're
very
very
focused
on
right
now
is
the
944
thousand
dollars.
As
we've
talked
previously.
There
is
a
a
deadline
for
the
expenditure
of
these
funds
and
we're
going
to
do
everything
we
can
to
now
that
we
have
the
scope
to
to
get
the
design
done
and
have
this
project
bid
by
next
summer.
So
we
can
get
moving
forward,
moving
forward
on
the
construction
of
this
encumbrance
of
the
funds
and
issuance
of
the
bond
for
the
this
balance
and
that's
concludes
the
memorial
stadium
portion
of
this
present.
A
Contingency,
okay,
okay,
all
right
what
what
other
contingency
might
that
have
already
been
earmarked
for?
Let
me
just
answer
this
sure
is.
Am
I
supposed
to
put
on
speaker?
Do
I
put
on
sorry
sorry,
my
the
phone
just
disconnected
okay,
you're
back
on
okay,
sorry,
okay,.
C
So
so
the
question
is
the:
what
would
be
the
contingency
earmarked
for
that
is,
that
is
very
specifically
a
contingency,
and
so,
if
it
is,
it
is
not
programmed
at
the
beginning
of
the
year
for
any
specific
use
and
throughout
the
year,
if
we
have
a
an
overage
in
a
project,
and
we
need
to
you
know.
A
I
know
I
I
know
what
cip
can
I'm
just
trying
to
make
sure
you
know.
Sometimes
we
get
presented
with
an
idea
and
then
we
make
a
decision
and
then
a
few
months
later
I'll
hear
somebody
say
well,
we
would
have
you
know
built
that
sidewalk
except
you've
spent
the
cip
contingency
on.
So
is
there
something
else,
I'm
just
asking
you
or
is
it
truly
just
unallocated
contingency
funding?
There's
nothing
else
needed
it's,
not
there's
not
another
project
sitting
out
there.
That's
not
going
to
happen
because
we're
about
to
allocate
this
money
to
memorial
so.
A
E
So,
knowing
that
we're,
we
have
944
in
the
bonds
we
dedicate
it
already.
We
can
get
started
and
now
we're
about
to
face
a
new
budget
cycle.
Could
we
not
plan
for
the
cip
contingency
that
we
automatically
budget
for
every
year
to
also
be
in
here?
Could
we
not
say
that
2022,
your
fiscal
year,
22,
23
750,
would
be
in
here?
E
Then
it'd
be
a
plan
fun,
but
my
point
is:
I'm
concerned
personally
about
using
rescue
plan
dollars
for
this.
I
support
the
track
and
all
on,
and
I
knew
that
this
ask
was
coming,
but
I'm
I
am
wondering
if
there
are
other
funds
instead
of
arpa,
because
it
I'm
having
a
hard
time
personally
tying
rescue
funds
to
this
spending.
But
you're
you're,
saying
I'm
saying:
we've
got
750
a
year.
A
A
A
C
H
I
I'm
sorry
I
mean,
but
to
save
this
point
I
thought
that
we
verified
that
this
is
a
valid
use
of
arf
of
funds.
It
may
not
be
you
sage's
preference,
but
it's
it's
under
it's
right.
That.
A
I
I
E
C
We
were
moving
forward
with
the
scope
that
was
that
was
identified
and
and
tasked
with
with
finding
the
sources
of
funding.
For
that,
like
I
said,
we
believe
this
is
the
two
and
a
half
million
arpa
funding
version
there.
There
are
potential
other
options
out
there.
A
A
B
B
I
guess
the
the
short
answer
is
on
the
budget.
Yes,
you
have
to
have
the
full
project
budget
identified
now,
all
of
the.
If
you
go
back
to
the
so
on
this
slide.
All
of
these
sources,
except
well,
except
for
arpa,
the
other
three
sources-
are
debt
funded,
so
we'll
work
that
into
our
cash
flows
and
that
we're
going
to
issue
that
for
but
yeah
so
yeah.
We
need
to
adopt
the
full
budget
at
the
start
of
the
project,
but
then
the
cash
will
go
out
over
the
the
12
or
18
months.
A
Yeah
both
of
the
questions
about
the
debt
funding
I
mean
we
could,
I
mean
I
mean,
could
we
borrow
to
fund
the
remaining
2.5
as
well?
I.
B
Yeah
kind
of
back
to
the
you
know,
jade's
point
and
deborah
campbell's
as
well.
I
mean
we
can
look
at
other
strategies,
they're
all
going
to
involve
debt,
and
so
it's
either
going
to
be
taking
debt
that
we're
going
to
use
for
other
projects
and
or
layering
on
additional
debt
which
right
now
based
on
what
I'm
hearing
from
our
financial
advisors.
We
really
don't
have
a
lot
of
capacity
to
add
a
lot
of
additional
debt
right
now,.
G
Also
tony,
if
you
okay-
and
I
was
thinking
if
you
did
not
the
reason
you
have
this
fixed
cost
here-
is
because
you're
taking
in
consideration
actual
cost
to
actually
you
know
get
it
up
and
running.
So
if
we
extend
it
out
that
cost
could
actually
exceed
that
number
because
of
the
cost
of
material.
The
issues
would
that
be
impacted
by
that.
If
we
actually
did
not.
G
B
E
C
Is
this
is
this
is
an
estimate
that's
based
upon
the
estimate
provided
by
the
the
designer
on
the
track
and
they've
also
provided
information
on
the
on
the
the
consent,
the
restroom
replacement
and
then
also
some
some
in-house
work
here
with
regard
to
design
costs
and
and
in
the
fees
for
providing
the
equipment
so
also
for
us,
where
we
are
comfortable
with
this.
H
And
and
just
a
reminder,
it's
not
like
this
particular
project
got
accelerated.
It
got
redesigned,
we
were
already
right.
We
were
already
on
track,
no
pun
intended
to
move
this
project
and,
as
we
were
going
through
the
process,
then
the
scope
was
borrowed
and-
and
so
now
we
are
just
continuing
on
the
path
that
we
were
on
with
a
a
broader
scope
of
the
project.
That's
all
this
is
about,
and
the
issue
is:
where
does
the
funding
come
from,
because
we
have
expanded
the
scope
of
the
project
and
we
looked
at?
J
A
J
J
A
B
Yeah
I
mean
it's
going
to
be
dead
either
way
again
all
three
of
those
funding
sources
for
the
current
plan,
other
than
the
arpa
are
debt
financed
budget
numbers
and
again
the
the
the
other
options.
If
we
look
we're
going
to
have
to
find
an
additional
money
other
than
the
2.5,
it
would
be
looking
at
existing
projects
that
we
have,
because
what
I've
been
hearing
from
our
financial
advisors
is.
B
A
I
Esther,
don't
we
don't?
We
typically
approve
our
capital
funding
and
look
at
our
five-year
plan
in
connection
with
our
budget,
so
wouldn't
that
naturally
happen
anyway,
and
so,
wouldn't
we
just
be
looking
at,
I
mean
if
council
member
roni
wants
to
propose
that
we
take
something
off
of
the
next
year's
capital,
then
that
that
would
be
a
decision
we
would
make
in
the
budget.
So
I
mean
this:
isn't
this
is
consistent
with
our
budget
process.
I
would
think.
A
Yep,
yes,
in
the
sense
that
we
always
do
look
at
the
capital
budget
as
well,
I
mean
do
do
you?
Would
we
want
to
ask
staff?
You
know
if
we
said
to
staff
look,
can
you
tell
us
how
to
get
this
2.5
million
out
of
the
capital
side
or
the
debt
debt
side?
You
know
if
you
had
to
if
you
had
to
shift
those
funds
and
displace
something,
could
you
give
us
kind
of
a
menu
of
of
options
of
what
that
looks
like
I.
A
E
I
don't
know
how
gruesome
or
thorough
would
need
to
be,
but
I
think
to
councilman
rony's
point
if
there
were
a
menu
of
things
that
we
said:
okay
well,
these
are
the
capital
improvements
plans
for
this
upcoming
year
and
I'd
like
to
be
able
to
see
them
and
weigh
them.
I
think
that's
all
miss
ronnie
is
saying
as
well.
I
It
will
be
in
our
capital
when
you,
when
you
approve
the
budget,
you
look
at
the
capital,
you
know
the
five-year
capital
and
you'll
look
at
next
year's
capital
plan,
and,
if
you
just
if
you
think
that
there's
something
that's
2.5
million
dollars
that
could
be
swapped
out,
then
that's
the
decision
we
as
a
council
will
make
will
make
in
connection
with
the
budget.
But
I
think
staff
has
basically
said:
we've
looked,
we've
looked
at
other
options,
we've
tried
to
figure
it
out,
and
this
is
their
best
estimate.
H
D
I
don't
have
a
question,
I'm
wondering
since,
because
there
seems
to
be
some
hesitancy
with
using
arpa
funds,
I'm
just
wondering
what
ideas
to
council
members
find
to
be
more
important
than
the
health
and
welf
welfare
of
a
community.
That's
waited
30
plus
years
for
this
opportunity,
since
we
have
an
opportunity
that
would
not
delve
into
the
taxpayers
pockets,
which
applications
do
we
feel
are
more
worthy
than
the
request
of
an
historic
black
neighborhood
portaloos.
G
E
More
yeah
one,
I
think,
to
council
to
councilwoman
kilgore's
point
I
mean
I
agree
in
that
this
was
something
long
overdue,
not
a
result
of
the
pandemic.
So
I
don't.
I
don't
know
that
I
mean,
I
understand
your
point:
councilman
mosley.
I
guess
I'm
just
seeing
it
as
similar
to
the
parking.
You
know
it
was
a
technological
failure,
not
a
result
of
the
pandemic,
and
this
neighborhood
clearly
deserves
this,
and
this
council
has
spoken
to
wanting
this
track
and
this
version
of
the
memorial
park.
D
I
disagree
the
reason
I
first
heard
about
it
was
when
I
was
out
running
in
the
eastern
community
and
a
community
member
said,
if
only
we
had
a
track
that
was
during
the
pandemic
well
and
just
needing
needing
bathrooms
in
downtown.
We
needed
bathrooms
before
the
pandemic,
except
no
one
is
talking
about.
A
And
I
you
know,
I
I
think
we
somebody
sent
us
an
article
and
asked
us
to
look
at
there's
a
there's
one
of
our
arpa
requests
concerned
stormwater
and
someone
sent
us
an
article
about
what
the
town
of
brevard
is
doing
with
their
arpa
funds
and
they're.
You
know
they're
using
their
arpa
funds
for
long
overdue
infrastructure
projects,
they're
rebuilding
a
bridge
they're
doing
I
read
the
whole
article
they're
doing
a
stormwater
project
and
they're
fixing
their
water
system,
and
that's
you
know
that's
what
a
lot
of
communities
are
doing
with
their
arpa
funds.
A
I
think,
because
we
are
a
regional
hub
for
service.
We
provide
a
lot
of
services
for
folks
experiencing
houselessness,
you
know
rent
and
those
kinds
of
things.
Ours
was
more
expansive
in
terms
of
what
we
are
anticipated
to
spend
and
have
already
spent
our
arpa
funds
on
whether
it
was
you
know,
literally
hotel
rooms
and
things
like
that
for
those
needing
shelter.
So,
but
I
mean,
I
think
it
runs
the
the
gamut
in
terms
of
what
communities
and
and
quite
frankly,
I.
A
I
truly
believe
that
congress
knew
that
they
were
infusing
cash
into
communities
to
scale
up
long
overdue
projects,
and
that
was
very
deliberate,
so
it
was
not
only
to
provide
emergency
relief
for
the
problems
caused
by
the
emergency,
but
it
was
also
because
america
has
failing
infrastructure
and
it
needs.
It
needs
needed
a
significant
cash
infusion
to
get
us
sort
of
caught
up,
but
not
obviously
not
totally
caught
up.
So
I
mean
you
know,
this
is
kind
of
more
of
a
I
mean.
I
think
this
is
more.
A
You
know
kind
of
a
values
discussion
in
it,
so
I
recognize
I'm
concerned
a
lot
about
where
we
are
stuck
financially,
and
you
know
one
of
the
things
that
is
that
you
know
you
guys
have
done
a
great
job,
putting
together
this
presentation-
it's
not
even
over
technically
and
but
we're
going
to
need
to
finish
because
we
got
a
break
before
we
go
into
this
council
meeting.
A
But
you
know
in
in
talking
with
the
county,
I'm
very
struck
by
the
confines
of
our
budget,
so
municipalities
in
north
carolina
survive
and
rely
mostly
on
property
tax
revenue,
and
we
have
prop.
You
know
we're
a
growing
city,
so
we
do
have
growing
property.
Tax
revenues
is
a
skyrocket,
but
it's
it's
because
we've
lowered
the
property
tax
rate
as
values
have
gone
up,
so
our
our
private
tax
revenue
grows.
A
But
it's
not,
you
know,
exploding
by
any
means,
whereas
sales
tax
growth
has
exploded
and
because
of
the
way
sales
tax
is
allocated
in
north
carolina
cities,
don't
get
that
much
of
it.
They
get
a
very
small
fraction
of
it.
So
but
the
county
receives
a
great
deal,
so
you
know
we're
reading
in
the
paper
that
the
county
is
able
to
add
71
new
positions.
A
You
know
here
we're
going
to
be
struggling
to
make
sure
our
existing
employees
get
the
pay
raises.
They
need
to
be
able
to
afford
the
cost
of
living
rise
in
in
our
city
and
in
the
country.
So
we
just
have
such
a
different,
a
pressure
and
confinement
in
terms
of
our
revenue
growth-
and
this
is
something
we've
studied
over
the
years.
A
This
sort
of
disconnect
between
the
rise
and
cost
and
the
slow
rise
in
in
revenue
for
cities
so-
and
I
was
actually
interested
in
looking
at
that
slide
because
even
in
our
comparable
size,
cities
wilmington
concord,
we
we
are
seeing
more
revenue,
but
we
obviously
have
a
lot
of
expense.
That
comes
comes
along
with
that.
A
So
I
appreciate
these
challenging
decisions,
we're
trying
to
make
as
a
council
and
work
with
the
staff
who's
trying
to
give
us
the
best
advice
they
can,
and
I
so
I
appreciate
the
proposal
and
the
tough
decisions
we'll
have
to
make.
We
will
I
to
if,
if,
if
it
would
be
desirable,
maybe
we're
going
to
do
one
more
budget
work
session
on
the
26th.
Please
tell
me
it's
just
one
more
right.
I
was
looking
at
the
timeline.
A
I
think
it's
one
more
and
that
at
that
time,
though
we're
going
to
be
looking
at,
maybe
you
can
skip
to
the
to
the
to
the
to
the
timeline,
we're
going
to
be
doing
fees
and
charges.
But
if
you
you
know,
if
you
want
to
send
us
a
reminder
about
that
capital
budget,
what
it
looks
like
just
so
we
have
some
context
for
this
decision
making.
That
would
be.
That
would
be
helpful.
I.
J
Appreciate
that-
and
I
do
think
that
memorial
stadium
upgrades
and
the
connection
to
health
outcomes
is
appropriate
use
of
arpa
funds.
I
just
want
us
to
make
a
decision
based
on
what
the
other
options
are
for
the
city
to
fund
it
instead
of
arpa
funds-
and
I
didn't
see
a
comparison
today-
I
think
we
could
see
one.
E
I'm
also
curious,
and
maybe
this
could
be
for
the
next
budget
session-
are
we
intending
to
apply
to
the
tpdf
for
some
of
these
funds?
That
seems,
like
maybe
qualify
and
to
the
mayor's
point
about
the
county
seeming
to
be
in
a
fiscally
better
shape
than
we
are?
Are
we
approaching
them
to
help
with
our
transit
losses?
H
Yes,
we
are
having
consistent
conversations
with
the
county
as
it
relates
to
funding
a
lot
of
things:
transit
issues
around
homeless,
affordable
housing,
we're
having
all
of
those
conversations.
Our
transit
issue
is
a
labor
issue.
It
is
drivers,
even
if
we
had
the
money
we
couldn't
do
what
I
think
we
want
to
do,
because
we
just
don't
have
the
human
resources.
H
Again,
we
were
asked
to
provide
you,
as
you
said
mayor
our
best
judgment
about
the
use
of
both
funds
from
from
our
capital
general
fund,
and
we
think
opera
is
an
opportunity
for
us,
because
we've
never
had
this
kind
of
federal
dollars
available
that
we
could
use
to
invest
in
our
own
facilities
ever
and
other
than
bond
funding.
But
I'm
saying
from
the
federal
perspective
that
we
have
an
opportunity
I
mean
most.
H
E
H
H
A
I
mean,
I
definitely
think
it's
worth
a
conversation
with
the
with
the
tda
I
do.
I
do
think
that
I'd
love
to
use
the
word
tension,
but
another
tension
point
around
this
project
and
the
t
and
the
tourism
development
authority
is
that
right
now
their
money
has
to
be.
A
E
H
Back
to
council
before
we
go
into
the
application
phase,
and
we
will
give
you
in
priority
order
our
recommendations
for
the
tpdf,
whatever
those
acronyms
are
process,
the
grant
process.
A
And
you
know-
and
I
will
say
that
process
is
a
little
bit
of
a
funny
dance
because
you're,
it's
kind
of
like
you're
hearing
from
the
tda
sort
of
what
things
they
think
would
be
the
most
successful
applications
and
obviously
since
they
make
the
grants,
you
want
to
know
that
and
then
they
need
to
hear
from
us
what
we
think
should
be
the
most
successful
applications
and
you're
trying
to
find
that
that
meeting
of
the
mind.
So
just
me:
okay,
if
we
stop
now,
we
have
11
minutes.
A
A
With
the
proposed
budget
being
presented
on
may
24th
and
then
the
required
public
hearing
on
the
14th,
with
an
adoption
on
the
28th,
which
is
getting
it
a
little
close,
but
since
it
needs
to
be
in
place
by
july,
one
all
right.