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From YouTube: City Council Budget Work Session – September 25, 2018
Description
September 25, 2018
Asheville City Council Budget Work Session
A
We
for
those
of
you
who
are
new
to
this.
We
are
working
our
way
through
Asheville's
budget
and
we're
doing
it
in
chunks,
and
so
today
we
have
five
different
departments.
Right
now
believes
that
we
are
going
to
hear
about
sort
of
trying
to
get
down
in
the
weeds
here
as
opposed
to
the
way
we
manage
the
budget
when
we
get
closer
to
it,
it
ends
up
having
to
zoom
out
so
here's
our
chance
to
zoom
in
a
little
bit
more.
We
do
want
to
try
to
time
ourselves.
A
C
B
D
A
D
E
Very
fast,
as
you
know,
this
is
the
second
of
five
scheduled
budget
work
sessions
here
in
the
fall,
you
may
recall
from
the
previous
budget
workshop
that
Asheville
has
some
unique
challenges
around
its
cost
of
living:
demographics,
affordable
housing,
as
well
as
significant
daytime
growth
in
a
city
population.
At
the
work
session
session
today,
you
will
continue
to
hear
about
those
challenges
and
how
they're
impacting
departmental
budgets.
E
You'll
also
continue
to
hear
about
the
impact
of
the
national
economy
on
the
city
as
an
employer
and
you'll
hear
about
our
focus
on
equity
and
how
that
is
changing
our
service
delivery
models.
The
city
also
continues
to
experience
significant
community
interest
in
planning
and
zoning
as
we
address
growth
and
the
impact
of
non-residents.
All
of
these
and
other
factors
demand
changes
and
how
services
are
delivered
and
the
kind
of
technology
and
the
equipment
needs
that
exist.
E
Keeping
pace
with
these
changes
in
these
areas
allows
us
to
have
the
best
facilities
and
equipment
to
provide
quality
services
to
our
residents
and
visitors
as
important
as
our
facilities,
equipment
and
technology
needs.
Our
people
are
still
the
organization's
most
important
resource.
The
people
we
hire
here
are
integral
to
integral
to
the
quality
of
the
service
that
we
deliver
throughout
the
presentations.
F
F
These
divisions
that
I'll
start
with
our
Emergency
Response
division,
we're
broken
down
into
three
excuse
me
three
battalions
across
the
city,
which
encompass
twelve
fire
stations
strategically
located
that
contain
sixteen
fire
companies
that
are
twenty-four
hours
a
day,
seven
days
a
week
and
one
fire
company,
which
is
a
daytime
Fire
Company
four
days
out
of
the
week.
That's
65
members
minimum
per
day
is
what
we,
our
staffing
level,
is
so
that
you'll
see
that
a
couple
times
today.
How
that
impacts
us
so.
F
Response
that
division
is
primarily
responsible
for
fire
suppression
and
emergency
medical
service
response.
We
do
that
about
20,000
times
a
year,
so
we
have
20,000
calls
for
service
annually
and
what
we
find
is
as
we
benchmark
against
other
cities
is
that
where
we
typically
are
closer
to
the
cities
that
have
a
population
of
150
to
200,000
and
that's
because
of
our
daily
visitors
that
come
to
enjoy
the
all
of
the
city
of
Asheville,
so
that
drives
up
Barney
our
service
delivery
needs.
F
So
out
of
them,
and
also
out
of
those
20,000
calls.
We
are
somewhat
unique
in
that.
We
trend
that
50%
of
our
run,
volume
is
in
the
fire,
suppression,
side
and
50%
in
emergency
medical,
responding
emergency
medical
incidents
which
include
traumas
and
life-threatening
illnesses.
The
reason
for
that
is
because
we
have
instituted
processes
in
the
past
so
that
we
filter
out
non-life-threatening
incidents
from
our
dispatch
from
the
dispatch
center,
so
that
Asheville
Fire
Department
is
not
actually
responding
to
incidents
where
it's
a
non
life-threatening
emergency.
F
So
we
prioritize
only
in
the
life-threatening
emergencies
and
I'll
talk
them
talk
more
about
those,
as
we
get
into
discussion
about
our
key
partnership
with
Buncombe
County
EMS.
We
are
also
the
lead
agency
for
the
city
in
responding
and
preparation,
pairing,
responding
and
recovering
from
emergency
management
disasters
and
man-made
disasters.
So
we
have
a
component
of
the
fire
department
that
helps
to
coordinate
that
response,
the
preparation
and
response
and
recovery
throughout
the
city.
F
Another
core
service
we
provide
is
community,
Risk
Reduction.
This
is
where
our
fire
marshal's
office
plays
an
integral
role.
We
have
about
22
members
in
the
fire
marshal's
office.
They
are
everyday
conducting
fire
life
safety,
education.
We
do
that
to
hundreds
of
city
residents
from
all
ages
and
our
goal
is
to
prevent
as
many
accidents,
fires
and
other
issues
like
that,
so
that
we
never
have
to
engage
our
Emergency
Response
side.
We
prefer
to
prevent
it
and,
of
course,
that's
a
lot
less
impact
on
our
resident
and
also
the
buildings,
and
that's
one
thing.
F
We
also
have
a
very
robust
fire
prevention
code
program.
We
do
plan
reviews
for
a
new
construction.
We
do
new
construction
inspections
and
we
also
do
can
periodic
inspections
of
businesses
and
occupancy
throughout
the
city
on
a
periodic
schedule
and
I'll
talk
about
the
requirement
for
that.
In
just
a
moment.
Those
are
four
main
core
services.
Of
course
we
do
a
lot
more
than
that.
What
key
thing
we
do
internally
is
our
departmental
training
and
that
involved
with
they.
F
Another
key
service
is
our
Special
Operations.
This
is
found
in
the
Emergency
Response
section,
our
division
of
the
fire
department.
This
includes
response
to
unique
hazards
that
we
may
encounter,
such
as
swift
water
rescues.
So
we
have
a
swift
water
rescue
team
and
he
dived
incidents.
We
have
a
dive
team
that
can
perform
Dial
missions,
we
also
unique
in
North
Carolina.
We
have
one
of
seven
hazardous
material
response
teams,
which
is
funded
mostly
by
the
state
of
North
Carolina,
and
we
are
responsible
for
the
19
westernmost
counties
for
all
technical,
hazardous
materials
incidents.
F
And
the
last
thing
I'd
like
to
mention
on
this
slide
is
the
logistics.
So,
as
I
mentioned
we're
24
hours
a
day,
seven
days
a
week
is
all
well-well
know
and
to
keep
that
machine
running
is
a
heavy
lift
sometimes,
and
so
our
logistics
personnel
make
sure
that
we
have
all
the
equipment
that
we
need,
that
we
are
all
that
equipment
is
maintained
appropriately.
Our
fire
stations
with
the
help
of
general
services,
are
maintained
appropriately,
and
so
this
includes
all
of
our
fire
hose
fire
trucks
stations.
F
That's
an
overview
of
all
the
services
that
we
provide,
there's
more
on
the
slides
desert
zone
1
zone
highlight
currently
so
why
don't
we
do
what
we
do,
there's
a
lot
of
things
that
play
into
that
the
Northcott
there's
a
few
northglenn,
a
general
statute,
specifically
that
address
some
of
the
things
that
we
do.
One
of
them
I
mentioned
is
our
periodic
building
inspections
for
fire
code
violations,
so
the
state
of
North
Carolina
mandates
that
we
are
in
each
business
occupancy
at
a
certain
frequency.
F
So
our
goal
is
to
meet
that
a
hundred
percent
of
the
time
I
meet
that
schedule
a
hundred
percent
of
the
time-
and
we
do
that
with
our
fire
marshal's
office
and
it
depends
on
the
occupancy
type-
depends
on
how
often
they
have
to
be
in
those
building.
A
school
is
twice
a
year
standard
business
and
a
strip
mall,
maybe
once
every
three
years,
so
there's
a
significant
range.
F
All
of
that
is
delivered
based
on
the
North
Kahn
General
Statutes,
who
provide
for
the
development
delivery
of
that
training
through
the
net,
no
time
for
the
State
Fire
Marshal's
Office
to
OSHA
guidelines,
as
you
heard,
oh,
and
how
you
say
it
actually
I.
Should
you
say:
oh
a
lot
of
OSHA
guidelines
impact
us
one
that
is
very
unique
to
the
fire
service
is
what
we
call
the
more
commonly
called
the
2n2
out
world.
F
This
impacts
our
minimum
staffing
of
our
fire
companies,
and
it
requires
that
for
a
fire
company
to
operate
at
a
building
fire.
If
two
firefighters
are
operating,
we
have
to
have
two
fire
fighters
outside
prepared
to
assist
those
two
firefighters
that
are
operating
with
any
emergencies
that
they
may
encounter.
So
it's
really
a
it's
a
backup
team
for
that
initial
fire
TAC
team.
So
it
has
a
huge
impact
on
us
and
how
we
staff
our
fire
companies,
because
we
want
to
maintain
that
minimum
level
of
force
so
that
we
can
provide
the
best
service.
F
Other
guidelines
include
our
self-contained
breathing
apparatus.
We
have
to
have
a
respiratory
policy
that
make
sure
that
we're
testing
our
firefighters
make
sure
that
their
breathing
apparatus
works
appropriately.
We
test
the
breathing
apparatus.
It
also
impacts
our
turnout
gear.
What
year
were
what
we
wear,
how
we
wear
when
we
wear
it
and
our
incident
command
guidelines
on
how
we
manage
fires
and
other
hazardous
material
incidents,
so
it
impacts
us
in
a
lot
of
different
ways.
D
F
D
F
So
the
NFPA
guides
fire
service
delivery,
firefighter
safety
standards
and
also
impacts
the
fire
code,
among
other
things,
so
how
it
relates
to
our
deployment,
the
NFPA
again
kind
of
parallels,
awesome,
AUSA
guidelines
in
it.
They
recommend
a
four
person
minimum
staffing
of
our
fire
companies
again,
so
that
we
can
be
as
efficient
as
we
can
be
yeah.
We
all
know
how
physically
demanding
fighting
a
building
fire
can
be
and
having
the
appropriate
amount
of
personnel
on
the
fire.
Companies
is
imperative
for
us
to
most
effectively
do
our
business
and
they
help
us.
F
They
provide
guidance
for
that
another
one
which
I
know
you
heard
of
last,
as
we
were
as
y'all
were,
approving
this
upcoming.
Our
current
budget
is
related
to
our
personal
protective
equipment
and
it
NFPA
guidelines
specify
what
the,
how
our
turnout
gear.
What
we
wear
in
the
fires
is
built
designed,
maintained,
tested
and
cleaned.
So
we
are
constantly
making
sure
that
we
are
a
meet
the
standard
so
that
we
are
providing
the
best
service
to
our
firefighters.
F
They
have
the
best
serviceable
gear
and
that
it's
as
it's
maintained,
within
accordance
with
these
standards
and
I,
appreciate
Council's
approval
last
for
this
budget
year
for
the
seven
hundred
eighty
thousand
dollars
that
went
towards
the
second
set
of
turnout
here,
which
is
really
helping
how
that
project
should
conclude
mid-year
this
year.
But
that's
going
to
be
a
tremendous
help
for
us
to
maintain
that
turnout
during
the
ready
state.
All
the
times
appreciate
that.
F
So
we
cannot
do
what
we
do
without
a
tremendous
amount
of
relationships
and
partnerships
throughout
the
community
of
State
and
actually
federal
government.
Some
of
the
key
partners
I'd
like
to
highlight
here
at
Buncombe
County.
We
rely
on
Buncombe
County.
They
rely
on
us
for
a
lot
of
different
service
delivery.
One
of
the
keys
is
County
dispatch,
so
Asheville
Fire
Department
has
a
contract
with
Buncombe
County
to
provide
one
dispatcher
at
the
Nama
one
center
24
hours
a
day.
F
We
have
that
sort
of
thing
goes
through
that
dispatcher
and
they
may
feel
a
lot
of
things
happen.
It's
a
a
great
partnership
that
we
have
with
them.
We
also
have
a
partnership
with
Buncombe
County,
Emergency
Management.
We
don't
tell
with
them.
They
provide
a
tremendous
amount
of
support
for
again
preparing
for
disasters
and
emergencies
of
large
scale.
Also
during
the
response
piece
and
also
in
a
recovery
piece,
we
work
with
them.
They
have
specific
roles
and
we
have
specific
roles
as
it
relates
to
emergency
management.
F
We
worked
with
them
every
day,
then
the
EMS
response
I
mentioned
earlier.
Our
partnership
of
Buckman
County.
So
these
are
rolled
into
EMS
response
are
two
distinct
services.
You
have
the
transport
service
and
you
have
the
first
response
service.
So
Buncombe
County
provides
a
transport
service,
which
is
the
ambulance
service.
They
staff
I,
believe,
is
nine
ambulances
a
day
throughout
the
county
throughout
Buncombe
County
and
then,
of
course,
we
have
our
fire
companies
in
our
fire
stations.
So
what
Buncombe
County
provides
is
on
those
life-threatening
as
well
on
the
joint
responses.
F
They
provide
the
ambulance
service
that
provides
a
transport
piece
to
the
hospital
which
we
do
not
provide,
and
then
we
provide
the
first
response
piece
because
we're
so
strategically
located
throughout
the
community.
We
can
respond
much
quicker
so
that
then
we
have
a
huge
impact
on
patient
outcomes
because
we're
able
to
get
there
quickly
begin
a
life-saving
intervention
stabilize
that
patient
and
have
them
prepared
for
transport
once
Buncombe
County
EMS
arrives.
F
There
are
some
instances
say
a
cardiac
arrest
where
we're
performing
CPR
on
a
patient
where
we
may
write
an
ambulance
to
the
hospital
in
support
of
the
two
paramedics
that
are
on
the
ambulance.
Another
part
of
that
partnership
that
cost-sharing
piece
is
any
equipment
that
we
use
on
a
on.
An
EMS
incident
is
replaced
by
the
equipment,
that's
on
the
ambulance.
F
H
Going
to
a
question
about
that,
so
is
that
a
recent
change
that
the
fire
department
only
responds
to
life-threatening
emergencies,
I
mean
in
addition
to
fire,
because
of
course,
the
theory
or
the.
What
you
hear
is
you
know.
Well,
the
fire
department
goes
out
when
anybody
slips
and
falls,
but
because
that
we
have
a
lot
of
a
lot
of
site.
If
you
work
downtown,
we
have
a
lot
of
sirens
downtown.
F
A
F
So
a
lot
of
times
the
nominal
caller
may
think
it's
a
lot
worse
than
what
they,
of
course,
it's
very
traumatic
and
they're,
not
trained.
So
the
the
EMDR
emergency
medical
dispatch
program,
it
trains,
those
dispatchers,
to
ask
specific
questions
to
get
to
that
point.
So
it's
not
perfect
system,
but
it
shows
we
have
quite
a
few
of
those
calls.
H
F
So
contracted
fire
services.
We
have
several
areas
that
a
joined
the
city
that
are
purchasing
excuse
me
person
contracting
with
the
with
Asheville
Fire
Department,
to
provide
fire
protection
services.
There's
three
key.
Three
main
three
areas
in
total,
the
main
one,
the
ones
you
probably
most
familiar
with
is
the
Biltmore
Estate,
so
Asheville,
Fire
Department
is
the
primary
service
provider
for
the
all
of
Biltmore
Estate,
along
with
the
Biltmore
House,
we're
also
the
primary
Fire
Department
for
an
area
of
Hall
Creek
that
is
not
within
the
city
and
then
also
an
area
of
chunko
Road.
F
That
is
not
within
the
city,
so
they
they
receive
service,
just
as
the
city
of
Asheville
does,
and
in
turn
those
residents
pay
a
separate
fire
tax.
In
addition,
they're
Buncombe
County
Tax,
which
provides
revenue
into
the
fire
department
to
provide
that
service.
That's
our
contracted
fire
service
areas.
We.
C
F
Try
excuse
me:
we
have
mutual
aid
agreements
with
our
accounting
with
all
twenty-four
Buncombe
County
fire
departments,
and
this
allows
us
to
respond
if
needed,
into
into
those
areas
and
a
neighbor
also
responding
to
us
when
it's
needed,
so
in
high
call
volume
times
we
may
get
several
fire
departments
cover
our
fire
house
as
well
we're
busy
on
a
large
fire
incident.
We
also
have
in
the
areas
of
joint
in
the
city,
the
fire
fire
district,
the
County
fire
departments
that
have
joined
the
city.
F
We
have
what
we
call
automatic
aid
agreements
and
these
aid
agreements
allow
for
kind
of
a
blurring
of
the
jurisdictional
lines
so
that
we're
able
to
respond
in
to
their
area
if
we're
closer
and
then
they
can
respond
into
our
area
if
they're
closer
so
the
resident,
they
don't
care
which
one's
coming.
So
they
want
a
man.
They
just
want
quick,
sir,
so
just
make
sure
that
the
closest
unit
is
responding
and
taking
care
of
that
ensign
as
quickly
as
possible.
A
BTEC
and
us
work
daily
together
we're.
F
Actually,
today,
we
have
a
significant
class
going
on
hey
BTech
and
they
provide
a
partnership
where
we
are
able
to.
They
help
us
to
fund
instructor
pay
and
that
sort
of
thing
they
also
provide
for
equipment
and
training
facilities
for
us
to
train
our
firefighters.
We
also
I
mentioned
our
recruit
Academy
earlier.
They
are
heavy
support.
They
support
us
heavily
in
that
program
paying
for
most
of
the
instruction
and
along
with
the
equipment
in
the
location
and
Buncombe
County.
F
Emergency
service
training
center
is
also
a
big
piece
of
that
that
training
program
so
we're
daily
working
with
a
BTech
and
in
Red
Cross
provides
a
service.
A
lot
of
services
to
us,
two
of
the
main
ones
I
highlight
are
after
a
fire
or
disaster,
as
many
of
you,
as
you
I'm
sure
know,
they
respond
to
the
incident
scene.
We
request
them
and
they
provide
food,
shelter,
clothing,
even
money
to
folks
who
have
lost
everything
in
a
house
fire
or
in
a
some
other
disaster
and
help
those
folks
get
back
on
their
feet.
F
So
it's
a
huge
service
that
they
provide
them.
We
work
with
them
to
help
make
happen
more.
Recent
initiative
is
our
fire
alarm
program
where
we
are
partnering
with
them
to
install
fire
alarms
during
campus
events
that
will
go
into
a
neighborhood
with
multiple
firefighters,
multiple
Red
Cross
volunteers,
and
will
actually
install
smoke
detectors
in
smoke,
alarms
and
homes
that
need
them
in
today,
we've
been
about
the
past
year,
so
we've
installed
over
500
smoke,
alarms
in
that
manner.
It's
just
been
a
great
program
super
successful.
We
continue
to
work
with
them
on
that.
F
C
F
Our
budget,
our
total
budget,
this
year's
twenty
five
point:
four
million.
We
have
a
FTE
count
of
over
260
people,
so,
as
Tony
mentioned
earlier,
our
most
valuable
resource
is
what
gets
most
of
our
our
budget.
Eighty
eight
percent
of
that
goes
to
our
staffing,
which
leaves
about
12%
of
three
million
dollars
a
little
over
three
million
dollars
to
operate
the
fire
department
on
getting
into
that
a
little
bit
deeper.
These
five
line
items
equate
to
half
of
our
about
half
of
our
total
operating
budget.
F
I
mentioned
the
non
dispatch
center
already
the
PPE
or
the
personal
protective
equipment
as
we
operate.
We
were
find
that
this
line
continues
to
increase
because
we're
having
to
maintain
and
repair
purchase,
new
turnout
gear
more
often,
and
so
that
we're
seeing
more
cost
involved
with
maintaining
our
they
our
turnout
gear
and
the
the
other
one.
E
F
To
highlight
is
our
fleet
maintenance
program,
so
this
includes
maintaining
all
of
our
fire
trucks
along
with
our
long
with
the
small
vehicles
as
well.
So
in
this
budget
year
we
were
able
to
trim
about
a
hundred
thousand
dollars
off
of
this
number
from
last
year
because
of
the
infusion
of
three
new
apparatus
over
the
past
year,
the
newest
one
just
came
online,
so
we
should
see
a
significant
$100,000
decrease
in
that
fleet
maintenance
line,
which
is
due
to
that
new
new
apparatus.
Our
overall
current
fleet
age
is
10
years
old.
F
So
here's
our
prior
your
spending
trends
as
you
can
see
our
salary
and
benefits
of
pretty
steadily
increased,
there's
a
little
bit
bigger
of
a
bump
last
year,
and
it's
that's
for
the
well
you'll
see
about
three
percent
change
from
salary
benefits
over
over
the
term
there,
and
then
last
year
in
2007,
I
believe
as
y'all
know,
our
firefighters
don't
pay
Social
Security.
So
in
O
seven
there
was
a
four.
F
There
was
a
additional
retirement
benefit
extended
by
council
to
our
firefighters,
which
was
a
two
percent
match,
and
then
last
year
council
approved
an
additional
two
percent
match,
starting
in
January,
so
that
brought
the
total
to
four
percent.
And
then
this
year,
beginning
January
all
have
approved
an
additional
two
percent
which
will
finish
that
program
out
at
six
percent,
which
was
the
goal
back
in
O.
Seven,
so
there'll
be
a
six
percent
match
for
our
firefighters
in
a
additional
fund,
and
that
is
drove.
Some
of
that
increase.
F
I
I
B
F
F
I'll
try
to
speed
it
up,
so
we
already
spoke
about
the
enhanced
retirement
program.
How
y'all
provide
an
additional
2%
this
year,
which
will
increase
the
total
to
six
seven
hundred
eighty
thousand
dollars
infused
into
the
this
year
infused
in
this
budget
for
the
additional
turnout
here
for
the
second
set
and
in
replacement
of
H
firetrucks,
as
we
move
forward
continuing
that
program
to
replace
our
oldest
apparatus.
F
There's
some
department
challenges.
Overtime
has
been
a
consistent
challenge
that
we've
had
for
years
this
past
year.
I'm
happy
report
is
the
first
year
in
a
long
time
that
we
have
come
in
at
budget,
so
we
were
managed
that
effectively
some
of
the
ways
that
we
have
done.
That
is
through
coordinating
our
recruit
school
graduation
earlier,
so
that
allows
us
to
get
our
newest
firefighters
online
on
fire
trucks
prior
to
the
end
of
May,
which
is
when
our
peak
fake
ation
season
begins,
which
drives
the
overtime.
F
So
if
we,
if
we
fall
below
the
64
hour,
minimum
staffing
level
64,
then
overtime
gets
used
so
that
we
hire
somebody
back
to
fill
that
void.
So
that's
where
our
overtime,
that's,
where
we
incur
most
of
our
overtime,
natural
disasters,
other
large-scale
emergencies
is
being
prepared
for
those
is
imperative
for
us
because
they
have
a
tendency
to
visit
us
so
with
flooding
and
that
sort
of
thing
so
equipment
to
handle
that
is
expensive
and
drives
our
budget
significantly.
Also
the
overtime
costs
of
up
staff
and
being
prepared.
F
As
we
encounter
like
hurricane
Florence
last
week,
we
up
staff.
The
fire
department
made
sure
we
had
plenty
of
resources
on
hand
to
take
care
of
any
issues
that
we
may
encounter.
We've
also
deployed
down
East
as
well
supporting
the
hurricane
Florence
response,
so
those
those
create
some
challenges
for
us
and
in
our
fire
station
conditions.
We
have
I
think
two
fire
stations
that
have
been
built
since
1919
70s,
so
our
stations
have
a
lot
of
age
on
them
and
being
a
24/7
operation
with
as
much
use
as
they
get.
F
So
our
goals
for
this
fiscal
year
and
beyond
continue
to
work
hard
with
HR
to
enhance
our
recruitment
strategies
so
that
we
continue
to
diversify
our
workforce,
continue
to
develop
our
staff
so
that
we
have
the
best
trained
firefighters
that
you
can
find
and
the
best
leaders
that
you
can
find
and
we
continue
to
develop
them
so
that
they're
ready
for
that
next
there
their
career
when
the
next
position
above
them
vacation,
we
were
working
hard
on
succession
planning
having
it
prepared.
We
focus
heavily
on
employee
wellness.
F
Mental
wellness
has
been
a
huge
focus
for
us
the
past
few
years,
as
you
can
imagine
that
drama
that
our
firefighters
see
every
day
can
become
burdensome
to
their
mental
health.
So
we
have
several
programs.
We
worked
hard
with
HR
to
increase
the
ability
to
give
them
tools
to
help
manage
that,
along
with
their
families,
and
that's
we're
having
a
lot
of
success
there
and
appreciate
that
walking
hand
in
hand
with
human
resources
in
that
role
and
also
in
our
physical
health
and
wellness.
Everything
from
physical
fitness
to.
F
I
F
Some
things
are:
we
work
a
lot
with
the
police
departments.
Far
as
our
critical
incident
stress
management
programs,
and
then
we
have
some
things
that
are
just
in
the
fire
department
and
some
things:
they're
citywide,
that's
our
EAP
program
and
things
like
that
Employee
Assistance
and
then
we're
accredited
we're
very
proud
of
that.
As
we
hope
everyone
is
we're
one
of
a
little
over
200
fire
departments
in
the
world
that
are
si
FAI,
accredited
Commission
on
fire
presentation
international.
We
work
hard
to
make
sure
we
maintain
all
the
standards
that
are
required
for
that.
F
A
C
B
What
it
sounds
to
me
like
is
in
Western
North
Carolina
I
mean
our
department
is,
has
probably
the
most
specialized
services,
for
example,
Swiftwater,
and
we
get
reimbursed
for
that
when,
when
it's
used
outside
of
the
city
etc.
But
I
also
assume
that
when
people
are
trained,
when
fire
personnel
are
trained
in
you
know
various
hazmat
or
Swiftwater
or
whatever
their
base
salary
is
higher
than
fire
fire
personnel
that
doesn't
have
all
that
training.
F
Part
of
our
accreditation
looks
at
that,
as
we
as
we
evaluate
each
of
the
programs
that
we
deliver.
We
evaluate
each
program
is
up,
has
a
piece
of
that.
Another
piece
as
it
relates
I,
don't
know
if
this
little
exactly
interest
question,
but
as
it
relates
to
reimbursements.
So
if
we
respond,
then
we
get
paid
back
the
exact
cost,
including
benefits
for
that
member
outside
of
the
city
inside
of
the
city.
The
only
teams
that
actually
incur
an
additional
cost
are
our
hazmat
teams
and
that's
part
of
the
state
reimbursement
pays
for
a
two
percent.
F
I
think
it's
2
percent
is
what
they
get
as
a
so
our
Swiftwater
team.
They
don't
get
in
our
members
of
that
team.
Don't
get
an
additional
pay
increase
for
being
on
a
team.
The
only
team
that
gets
that
as
a
hazmat
team,
so
really
the
cost
is
of
course
equipment.
We
share
some
of
that
with
Buckham,
County
and
I
didn't
mention.
F
The
Buncombe
County
has
a
usart
task
force
which
were
a
piece
with
urban
search
and
rescue
which
the
state
helps
to
fund
through
grants,
and
they
we
share
resources
with
them
and
people
and
education.
So
part
of
the.
When
we
send
somebody
to
train
in
Buckham
County,
the
task
force
may
be
able
to
reimburse
us
for
the
cost
of
that
training.
They
may
even
pay
for
the
back
field
that
it
takes
to
fill
that
position.
F
So
I
don't
know
if
we
specifically
done
exactly
what
you've
asked,
but
I
think
the
other
part
is
the
the
size
of
Asheville
in
in
our
location.
Is
we're
somewhat
remote,
so
there's
not
a
Charlotte
nearby
that
is
within
response
time
of.
If
we
have
a
Swiftwater
emergency,
we
can't
rely
on
them
to
provide
that
service.
So
it's
one
of
those
things
we
kind
of
I
think
we
need
to
provide
to
our
residents
quickly.
B
F
Good
questions,
so
the
fire
departments
are
one
of
the
few
entities
by
Fair
Labor
Standards
Act.
That
can
have
a
longer
pay
cycle
because
of
the
24
hour
shifts.
So
our
pay
cycle
can
be
up
to
28
days,
which
is
currently
where
it's
at
and
that's
the
legislation
allows
that
to
occur
and
I'm
beyond
that.
That's
so.
F
G
F
G
Want
to
go
back
to
when
you
were
speaking
about
contracted
services,
and
you
mentioned
areas
that
aren't
in
the
city
limits
that
they
pay
tax
for
the
service.
I
was
wondering
in
the
case
of
the
Biltmore
Estate.
What
what
is
the
terms?
Are
there
contract?
What
do
they
pay
for
us?
Providing
fire
service?
Think
it.
F
J
B
A
H
F
A
Its
projected
to
be
two
hundred
and
six
thousand,
it
was
205.
Okay,
just
everybody
knows
the
spreadsheets
are
in
a
slightly
different
location,
I'm
at
a
website.
So
just
the
presentations
are
attached
to
the
regular
agenda,
but
the
spreadsheets
are
under
the
budget
session
agenda,
any
other
questions
of
counsel,
yeah.
Okay,
thank
you!
Thank
you.
Okay,
so
not
everyone
can
take
that
long,
who's
who's.
Next,
what
order
are
y'all,
doing?
Listen,
I,
think.
K
So
our
core
services
are
highlighted
here
in
blue
and
and
right
at
the
very
center
of
those
is
the
box
that
says
community
engagement
and
partnerships
and
and
that
it's
important
that
it's
there
in
the
center,
because
that
really
signifies
the
approach
and
the
mission
that
our
department
has
basically
why
we
exist
and
at
the
at
the
end
of
the
day.
That's
because
we
want
to
effectively
engage
all
of
our
residents
in
the
decisions
that
impact
their
day-to-day
lives,
that
that's
what
that's?
K
What
is
underlying
the
work
that
we
come
to
do
every
day
so
making
making
those
decision-making
opportunities,
those
opportunities
to
participate
accessible
to
everybody,
and
so
to
do
that.
We've
got
a
couple
of
different
approaches
that
we
take.
We've
got
certainly
working
with
the
media.
That's
one
area.
K
We
also
have
our
relationships
that
we
manage
and
they
are
really
one
of
the
most
important
and
impactful
things
that
we
can
do
to
reach
our
community
and
build
trust,
build
relationships
and
encourage
people
to
participate.
So
in
that
area,
that's
where
we've
got
our
neighborhood
and
community
engagement
manager,
we've
got
a
person
that
is
devoted
solely
to
building
those
relationships.
K
Taking
the
information
that
we
have
about
the
policy
decisions
about
the
way
tax
dollars
are
being
spent
about
our
operations,
taking
that
information
and
going
out
to
the
community
to
share
it
with
people,
so
that
might
be
neighborhood
association
meetings.
There
might
be
stakeholder
groups
that
are
coming
together
around
a
certain
topic
and
our
there
is
to
go
to
people
and
share
information
and
allow
a
dialogue
to
develop
so
that
there
can
be
better
understanding.
So
so
that
approach
the
relationship
approach,
complements
the
media
approach.
K
K
We've
also
got
some
technology-based
opportunities
to
have
two-way
communication,
so
that's
both
sharing
information
and
then
providing
opportunities
for
people
to
give
input
and
feedback
back
to
us
to
inform
decisions
right.
So
a
way
to
do
that
is
the
public
hearing,
that's
one
of
the
tools
that
we
have,
and
we
also
know,
based
on
what
we
learned
through
our
community
profile,
that
our
community
has
a
large
group
of
people
that
are
in
the
Millennial
age.
K
So
there
we
are
again
it's
all
about
engagement.
What
we
can't
forget
is
that
the
biggest
impact
that
we
have
is
through
people,
so
our
external
communication
is
just
as
important
as
our
internal
communication,
because
it's
when
our
staff
members
are
well
informed
and
understand
the
direction
of
council
where
we're
trying
to
go
as
a
city.
K
What
the
priorities
are,
how
things
are
happening
when,
when
they're
out
there
serving
the
community
and
can
share
information
again,
we've
got
more
of
a
chance
of
people
retaining
that
information,
because
it's
relationship
based
so
another
core
service
of
our
department
is
working
on
internal
communication.
So
that's
managing
the
intranet,
which
is
our
internal
resource
for
staff,
to
get
everything
from
policies
to
updates
on
training
opportunities
within
the
organization
reminders
about
things
like
a
civil
service
board
election,
which
has
happened
in
today.
K
So
so
we
work
with
departments
and
putting
together
communication
and
engagement
plans
that
allows
us
to
make
sure
that
we
are
reaching
as
wide
of
an
audience
as
possible.
That
takes
us
back
to
the
idea
that
different
people
have
different
preferences
and-
and
we
know
that,
because
we
invest
time
and
energy
there,
so
some
neighborhoods,
like
listservs,
some
neighborhoods
like
next
door,
some
neighborhoods
have
facebook
groups,
some
neighborhoods
have
email
distribution
lists
that
they
prefer
some
have
printed
newsletters
that
they
prefer
so
really
understanding
those
preferences
and
then
standing
our
communities.
K
So
so
those
are
the
core
services
and
then
there
are
different
functional
areas
within
each
of
those
that
are
pretty
specific
kind
of
based
on
technology
and
and
that
would
be
our
audio-visual
production,
graphic
design,
services,
marketing
campaigns,
and
then
we
run
our
government
channel
as
well.
So
to
recap:
real
quick
we've
got
our
media
relations.
K
We've
got
our
people,
relations
in
the
community,
we've
got
social
media,
we've
got
our
website
and
then
we've
got
our
online
and
in-person
public
engagement
efforts
that
we
helped
coordinate,
and
that's
because
we
know
that
we
have
a
community
that
is
very
much
more
engaged
than
others.
We
know
that
from
the
citizen
survey
year
after
year,
I
think
that's
something
that
we
should
I
hope
we're
all
proud
of,
that
we've
got
a
community.
That
cares
not
every
in
every
community.
Has
that
luxury
you
know
and
they're
trying
to
get
people
out
to
get
engaged.
K
So
so,
knowing
that
people
care
about
getting
engaged,
it's
really
that
puts
us
a
little
bit
ahead
and
we've
got
to
be
careful
that
we
don't
exhaust
the
community
and
and
what
we've
heard
from
the
community
is
I've.
Given
you
my
opinion
about
all
of
these
things
right
and
then
I
feel
like
nothing's
getting
done
so
what
what
is
going
on
there?
Why
should
I
come
back
out
for
this
engagement
effort,
because
I've
told
you
ten
times
over
the
last
10
years,
what's
important
to
me
what's
important
to
my
neighborhood.
K
So
what
we're
finding
and
we'll
get
to
that
in
our
challenges
is
that
we've
got
to
have
a
more
coordinated
approach,
because,
honestly,
the
community
sees
us
all
all
all
of
our
15
of
our
departments
and
two
additional
offices
as
the
city
of
Asheville,
all
right
that
they
don't
necessarily
care
as
much
as
about
this
is
a
park
planning
effort.
This
is
a
planning
and
urban
design
effort.
So
the
more
that
we
can
package
all
that
together.
K
That
means
the
less
we
have
to
ask
people
to
keep
interrupting
their
day-to-day
life
and
coming
out
to
meetings,
and
that
provides
more
opportunity
to
report
back
on
how
previous
input
has
been
used
in
the
decisions
that
were
making
so
that
coordination
piece
again
is
up
there
in
the
internal
communication
strategy
and
is
very
important.
It's
where
we
spend
a
lot
of
time
so
mandates
and
legal
requirements.
Our
biggest
one
is
our
peg
funding,
because
we
have
met
certain
threshold
for
original
programming
on
our
government
television
station.
K
That
makes
us
eligible
for
an
additional
about
thirty
thousand
dollars
a
year.
So
that
is
an
area
where
we
definitely
commit
resources,
because
it
allows
us
to
stretch
our
dollar
and
the
production
equipment
that
we
need
to
do
our
broadcasting,
our
key
partners.
We
work
very
closely
with
the
leadership
team.
Again,
we've
got
folks
that
are
and
that
are
dedicated
to
each
department
to
make
sure
that
they've
got
Rhys
communication
resources
and
and
coordinated
engagement
resources
for
the
work
that
they're
doing.
We
work
closely
with
all
local
media
outlets,
including
local
bloggers
as
well.
K
You
try
and
make
ourselves
as
accessible
as
we
can
be,
and
then
the
community
and
that's
evident
in
our
engagement
efforts
and
again
that
can
be
anywhere
from
just
informing
people
about
what
we're
doing
to
consulting
with
people.
You
know
we're
thinking
about
this.
What
do
you
think?
What
do
you
think
about
that?
K
What
are
our
budget
drivers
so
dues
and
subscriptions
and
contracted
services
are
two
biggest
areas
and
and
I
do
think
it's
important
to
explain
a
little
bit
about
that
dues
and
subscriptions,
because
I'm
sure
that
that
looks
pretty
large
to
a
lot
of
people.
We
do
a
lot
of
software
as
a
service.
We
have
a
lot
of
subscription
services
and
that
falls
in
that
category.
So
that
would
be
things
like
our
the
newsletter
program
that
we
use
every
year.
K
We've
got
subscription
services
where
that
allow
us
to
it
scans
our
website
to
make
sure
there
aren't
broken
links
and
that
there
aren't
misspelled
words.
So
we've
got
some
resources
in
that
area
that
we
use
to
help
kind
of
expand
to
maximize
the
resources
that
we
have.
We
rely
on
technology
contracted
services,
some
in
the
area
of
graphic
design.
It's
pretty
small
every
year,
only
about
5,000
dollars
and
some
of
our,
but
usually
each
year
we've
got
a
pretty
big
project.
Sometimes
that's
website
redesign.
Sometimes
that
is
the
citizen
survey.
K
So
those
things
fall
in
that
contracted
services,
category
as
well
spending
trends.
There
was
a
bump,
a
council
had
a
connected
and
engaged
community
as
a
priority
has
for
a
number
of
years,
and
you
can
see
in
fiscal
year
16
that
more
resources
were
added
to
the
department
to
help
us
grow
the
reach
that
the
capacity
that
we
have
to
to
meet
all
of
these
always
changing
communication
tools
that
we
have
out
there.
K
K
If
you
have
so
many
efforts
back
to
back
to
back
to
back
where
you're
asking
people
to
come
out,
interrupt
their
day-to-day
life
and
come
to
a
community
meeting,
so
so
working
with
the
entire
organization
to
kind
of
look
at
that,
a
different
way
is
is
a
challenge
and
an
opportunity.
One
way
that
a
positive,
positive
impact
that
we're
having
in
that
way
is
the
upcoming
budget
engagement
that
we're
doing
that's
a
big
priority
for
us
this
year.
K
K
So
as
we're
looking
at
going
out
to
the
community
in
different
areas,
we're
looking
at
combining
in
some
of
those
neighborhood
based
engagement
efforts
and
then
rolling
all
that
into
one
night,
so
people
can
come,
give
input
about
whatever
sidewalk
projects
street
project
might
be
happening
in
their
neighborhood
and
then
we'll
roll
into
the
engagement.
The
budget
engagement
after
that
so
making
some
progress
there
then
another
challenge
is
to
provide
proactive
communication
during
crises
and
and
that
can
be
any
kind
of
crises
it
can.
K
Social
media
is
very
active
and
we've
just
got
limited
capacity
to
track
all
of
that
and
provide
all
the
support
in
that
area
and
still
keep
everything
else
going
that
we've
got
going
on
all
the
day-to-day
communication
and
then
the
project-based
communication
and
engagement.
So
that's
a
challenge
that
we
recognize
maintaining
staff
knowledge
of
new
tools
and
techniques.
Again,
we've
got
so
for
those
seven
people
therein,
we've
got
three
or
four
pretty
different
disciplines.
K
K
So
real-time
streaming
of
committee
meetings,
that's
one
of
our
goals
and
for
anybody
watching
today,
I
just
wanted
to
say:
if
there's
any
confusion
about
the
Finance
Committee
not
being
streamed
I
apologize,
where
we
are
definitely
in
the
beginning
stages
of
figuring
out
how
we're
going
to
make
all
this
work
with
the
people
that
we
have
and
Tuesdays.
When
we
are
broadcasting
meetings,
we've
got
one
person
that
does
our
graphic
design,
video
production
and
runs
a
television
station
and
and-
and
we
were
really
at
capacity
on
Tuesdays-
to
add
that
additional
streaming.
K
K
We
also
are
investing
some
time
and
resources
and
really
marketing
council's
vision.
You
know
that's
something
that
we
have
had
as
a
priority
and
then
other
things
have
risen
to
the
top.
Over
the
last
few
years,
we've
got
resources
dedicated
to
that,
so
we're
looking
forward
to
that
effort
this
year,
we
will
also,
by
the
end
of
the
year,
have
interpretive
services
at
community
meetings
that
are
citywide
and
sponsored
by
the
city
so
that
that's
where
we're
starting.
K
So
if
we're
inviting
all
the
city
to
it
to
a
community
meeting,
we
will
have
signing
services
sign
language
services
and
we
will
also
have
language
services.
They'll
just
be
there,
they'll
be
part
of
what
people
can
expect
when
they
walk
into
the
door.
Smaller
meetings
will
still
have
to
ask
people
to
request
services,
but
we're
looking
forward
to
the
accessibility
that
that
particular
goal
will
provide
and
then
also
developing
a
plan
this
year,
we'll
have
a
plan
developed
for
childcare
options
at
community
meetings.
L
J
K
Which
we
did,
we
do
need
additional
resources,
and
that
is
a
request
that
has
been
made.
That
was
a
request
that
was
made
last
year
and
there
are
lots,
but
there's
a
limited
amount
of
money
and
lots
of
priorities.
So
we
do
look
at
creative
ways
to
kind
of
get
to
where
we
need
to
go
with
other
departments
and
last
year
that
was
with
the
equity
office,
there
were
new
positions
added
there
and
we'll
be
working
in
close
collaboration
with
them.
H
G
K
Christy
Edwards,
who,
right
now
again
creative
solutions
to
our
capacity
needs.
It's
also
serving
a
communication
specialist
role
she
has
taken
off.
She
is
working
directly
with
Parks
and
Recreation.
They've
got
so
much
coming
out
with
all
their
bond
projects.
She's
been
working
with
that
department.
She
also
runs
the
website.
K
Recognizing
that
we've
got
to
make
our
well
one,
we
didn't
always
have
the
external
programming
line-item,
so
a
lot
of
times
anyway,
if
we
were
providing
some
level
of
food
for
a
community,
meaning
that
would
have
come
out
of
our
training
line-item
and
so
a
few
years
ago
the
external
programming
was
initiated
there.
We
originally
had
some
money
scheduled
there
for
a
citizen
Academy,
and
that
idea
struggled
to
really
take
root,
and
so
now
we've
really
been
focusing
on
making
our
community
meetings
more
engaging.
K
K
H
G
H
But
my
organization
is
a
part
of
it
and
they've
done
a
number
of
open
workshops
for
the
community
around.
You
know
sort
of
civics,
101
and
budget,
and
you
know
it's
it's
along
the
same
lines,
and
so
you
know
I,
don't
I,
don't
think,
that's
something
that
needs
to
live
and
be
owned,
live
in
and
be
owned
by
the
city.
They're
they're
people
partners
out
there
that
are
already
that
I'm
sure
would
love
to
have
the
city
be
a
part
of
that
and
add
to
it.
That's
great.
A
K
K
M
Lemare
counsel
appreciate
the
opportunity
this
afternoon
to
go
over
our
budget
at
a
different
level
in
terms
of
how
we
provide
services
a
little
more
detail
than
normally
we
get
the
opportunity
view
so
I
appreciate
that
opportunity.
Our
department
visit
driven
about
four
areas
of
focus
that
got
our
department.
We
look
at
the
areas
that
we
are
programming,
look
at
community
centers,
neighborhood
parks,
youth
programming
and
equity
and
facility
investments.
M
M
Because
the
areas
of
programming
that
we
use
for
those
fifty
four
parts
and
73
facilities,
we
have
outdoor
recreation,
which
includes
leisure
programs
that
get
citizens
in
touch
with
nature
and
those
types
of
activities.
Youth
programming
which
are
center
based
programming,
such
as
after-school
programs,
summer
camp
and
neighborhood
level
programs,
equity
investment
in
facilities.
Two
months
ago,
I
presented
a
council
how
we
look
at
those
investments
that
we're
looking
at
in
the
facilities
to
make
sure
that
we
are
equitable.
With
those
we've
got
community-wide
programs,
which
are
programs
that
are
above
a
neighborhood
level.
M
These
are
programs
we
do
about
26
of
them
like
movies
in
the
park
Easter's
as
drive
to
Gaza
and
those
types
of
programs.
Greenway
trail
maintenance.
Of
course,
that's
maintaining
all
the
trail
system
throughout
equity
programming
programs
that
we
do
that's
outside
of
the
loan
program.
Example,
we
just
rent
a
space
at
the
yw4,
neighborhood,
swim
programs,
also
at
the
Nature
Center.
We
offer
to
summer
camp
this
summer
for
kids
that
wouldn't
have
that
opportunity.
So
we
use
the
funding
for
that
to
provide
those
extra
programs
that
really
drive
those
gaps
and
services
therapeutic
program.
M
That's
programming
for
our
citizens
with
with
disabilities,
youth
and
adults,
we
conduct
programs
that
allow
them
access
and
opportunities
to
participate,
such
as
adaptive
bowling,
cycling,
wellness
and
and
cooking
classes.
Things
like
that
to
also
offer
them
recreational
opportunities,
an
athletic
program.
That's
youth
and
adult
sports,
basically
just
run
into
sports
leagues.
M
Mandates
and
legal
requirement:
there's
no
mandate
or
league
requirement
to
have
a
partial
recreation
department,
it's
one
of
those
quality
of
life
and
community
value
issues
that
push
departments
for
so
when
you're,
looking
at
economic
development
and
citizens
and
join
the
quality
of
life
within
a
city.
It's
a
choice
to
offer
parts
or
query
services,
and
then
what
level
you
offer
those
services
some
of
the
key
partners
we
have
in
the
Friends
of
the
Nature
Center.
They
offer
funding
in
terms
of
capital,
major
projects
that
we're
doing.
M
We
also
working
with
them:
the
Lord,
a
subsidy
at
the
Nature,
Center,
Asheville,
City,
Schools
of
using
joint
facilities,
so
that
we're
not
duplicating
cyllage
throughout
the
community,
we're
allowed
to
use
their
facilities
and
they
use
our
stairway.
We
keep
from
having
making
those
major
investments,
facilities,
sports,
leading
associations.
Those
are
the
league's
associations
that
we
work
in
conjunction
with
to
offer
additional
programming
from
what
staff
can
provide.
Community
groups
and
organizations
are
the
same
out.
Silence
course.
M
These
are
organizations
that
help
us
enhance
the
program
level
that
we
offer
I
like
to
mention
that,
with
these
key
partners,
we
do
not
offer
any
direct
funding
for
any
of
these
key
partners.
A
lot
of
these
agreements
are
for
facility
use
and
for
them
to
offer
the
programs
in
return
from
using
those
facilities,
so
they
make
it
accessible
to
all
residents
and
wages
over
budget
overview.
Looking
at
our
operating
costs,
the
salaries
once
again
is
the
biggest
driver
with
the
benefits
and
salaries.
Human
capital
is
our
major
expense.
M
M
Five
budget
drivers,
as
you
can
see,
these
are
the
the
major
ones
in
the
department
salaries
on
the
other
screen.
Salaries
was
a
major
one
contractor
services
on
this.
One
is
a
huge
line.
Item
that
we
have.
73
percent
is
for
maintenance
activities,
which
part
of
council
goal
is
looking
at,
how
we
bring
those
in-house
to
add
to
it
versus
contracting
out.
That's
a
study
that
we're
going
through
now.
Looking
at
the
different
ways,
we
can
bring
some
of
those
services
in-house,
as
usually
it's
a
big
budget
driver
force.
M
These
five
areas
make
up
about
25%
of
our
overall
budget
I
trans
prior
year,
trending,
as
you
can
see,
our
department
is
a
pretty
flat
over
the
years.
A
part
of
that
is
reallocating
resources
within
our
existing
budget
to
meet
some
of
the
goals
and
mandates
that
we
have
to
base
off
the
community
needs.
So
we
haven't
asked
for
a
lot
of
additional
resources.
We
just
kind
of
reallocate,
because
once
again,
there's
nothing
mandated
that
we
have
to
do
so
would
create
a
good
look
at
how
we
can
stay
within
the
budget.
M
M
C
M
Some
of
the
some
of
the
challenges
that
we
have
as
funding
to
maintain
the
existing
facilities
in
the
infrastructure
capacity
to
support
new
investments.
This
made
over
time
and
funding
for
programs
and
facilities
that
address
racial
equity.
Part
of
what
we're
trying
to
do
is
utilizing
the
equity
in
asset
asset,
investments,
programming
policies
and
partnerships
to
foster
racial
equity
action
plan
and
I
presented
a
council
with
two
months
ago.
M
Some
of
the
department
goals
that
jump
out
for
our
department,
completing
neighborhood
recreational
service
plans
and
these
service
plans
are
looking
at
impacts
on
the
neighborhood
and
some
of
the
issues
at
a
lower
level
versus
having
a
overall
master
plan.
One
of
the
goals
is
in
the
East
End
neighborhood
furnaces.
We
have
an
impact
on
the
neighborhood
from
community
use
of
facilities.
So
how
do
we
work
with
them
to
implement
some
type
of
impact
policy
that
number
of
rest
days
between
events?
How
do
what
does
that
look
like?
M
And
how
do
we
get
to
that
point
so
that
the
neighborhood
voices
are
heard
and
the
only
way
we
feel
I
wouldn't
give
that
as
having
these
neighborhood
recreational
plans,
because
every
neighborhood
have
different
issues
that
need
to
be
addressed
with
and
the
bond
projects
our
department
was.
The
was
the
department,
if
received
the
most
yes
and
the
less
no
votes,
and
we
feel
that
as
a
mandate
from
a
community
that
we
finish
a
bond
projects
on
time
and
on
budget,
because
that's
the
expectation
of
the
community.
So
that's
our
goal
as
well.
A
B
M
B
M
There,
the
budget
you
have
the
budget
we're
trying
to
give
that
along
how
come
there's
some
things
in
the
budget
book.
That's
that
we're
still
over
that
last,
we
use
the
budget
office
have
been
trying
to
get
things
remarked,
and
this
is
one
of
those
years
that
we're
trying
to
get
in
LA,
but
hopefully
that
you
will
be
able
to
capture
a
lot
of
those
okay.
B
And
then
I
asked
about
the
pack
Square
Park
and
whether
we
owned
whether
the
city
owns
all
of
PAC,
Square
Park
and
the
answer
was
Buncombe.
County
owns
one
of
the
parcels
that
make
up
PAC,
Square
Park
and
the
city
does
not
receive
any
funding
for
maintenance
from
Buncombe
County.
What
how
big
of
a
parcel
does
Buncombe
County
own
and
why
are
they
not
paying
maintenance
fees
or
why
are
we
maintaining
it
on
their
behalf,
great.
C
A
M
Was
like
the
packs
going
to
service
e
yeah
dissolved
and
they
were
no
longer,
they
were
supposed
to
be
raising
money
for
them
recently
for
maintenance
every
year
when
that
happened,
the
city
stepped
in,
because
once
again
the
park
falls
onto
us.
The
the
county
under
an
agreement,
verbal
agreement
agreed
to
help
with
the
maintenance
costs
over
the
last
few
years.
The
county
has
reduced
that
to
the
last
two
years
they
haven't
resided,
provided
any
funding.
There's
never
never
was
a
formal
agreement,
I'm
saying
that
they
will
provide
x-number
funding.
H
M
A
M
A
C
B
I'm
not
well,
but
I
think
I
mean
again.
This
is
a
conversation
that
we've
had
in
the
finance
committee
and
and
I.
Think
what
I'd
like
to
see
is
all
of
these
agreements.
We
put
it
all
in
one
place
and
we
said
at
the
table
because
I
get
that
you
know
this
is
here
in
this
and
it's
going
to
be
one
offs,
but
it
also
feels,
like
you
know,
we're
just
kind
of
kicking
the
can
down
the
road
and
it's
sometimes
an
odd
relationship
and.
B
Then,
and
just
so
you
know,
the
status
of
the
u.s.
tennis
grant
I
spoke
today
with
Joyce
and
he
said:
he'd
follow
up
with
the
US
Tennis
Association
about
that
that
grant
funding
and
then
my
other
question
that
maybe
I
missed
this
in
the
presentation.
I
apologize,
if,
if
that's
case,
but
the
Riverside
Cemetery,
how
much
is
coming
out
of
the
general
fund
for
operating
the
cemetery
do.
A
M
It's
one
of
those
community
public
cemeteries
that
any
citizen
can
go
in
and
get
a
grave
like
a
plot
site
there.
So
it's
not
private
in
nature.
We've
always
managed
we
used
to
have
a
full-time
staff
out
there.
We
now
have
scaled
back
the
last
six
years,
where
we
have
staff
out
there
with
some
seasonal
staff
that
operated
it
and
actually
offer
those
services
for
families
that
need
it.
So.
M
B
D
H
H
M
Of
the
over
the
last
five
years
over
the
last
five
years,
we've
been
looking
to
try
to
to
manage
the
cost
and
look
at
how
we
allocate
in
dollars
within
our
department
and
to
be
able
to
track
them
better.
So
this
is
just
one
of
those
illustrations
where
we're
moving
to
the
next
level
to
be
able
to
do
that.
A
Mean
I
think
that's
been
something
we've
been
working
on
over
the
years.
It's
harder
than
you
think,
to
drill
down
on
the
actual
costs
of
different
facilities.
I
mean
I,
know,
I,
think
practically
I
had
to
have
a
forensic
got
it
to
figure
out
what
the
nature
center
truly
cost.
The
city
right,
for
example,
so
I
know,
especially
in
Parks
and
Rec,
because
sometimes
I
feel,
like
things
just
get
landed
there
and
we
don't.
A
B
M
C
M
M
And
that's
one
of
those
those
services
we
try
to
bring
back
in-house
versus
having
contracted
out.
Now
we
spend
a
lot
of
money
contracting
out
these
services,
where
we
probably
do
it
more
efficient
and
affordable
and
in
terms
of
operating
through
the
department.
But
years
ago,
when
we
had
the
budget
reduction
and
the
recession
would
come
and
look
at
how
we
can
operate
different
and
outsourcing
was.
That
was
a
way
to
go.
There.
H
And
I've
got
just
one
quick
question:
I
realize
I
I
asked
a
bunch,
but
I'll
wait
to
get
the
answers
to
most
of
those
in
writing.
But
the
one
I
wanted
to
ask
is
about
two
years
ago
those
of
us
on
the
Finance
Committee
had
a
joint
meeting
with
the
Recreation
Board
where
y'all
were
talking
to.
There
was
a
consultant
and
yell
we're
talking
about
fees
that
you
were
gonna
charge
and
putting
all
the
programs
on
a
scale
and,
looking
at
you
know,
should
we
charge
more
for
some
and
less
for
others,
and
did
that.
M
M
Was
allocating
the
cost
of
four
services
within
that
matrix
we
looked
at
each
facility
and
what
it
was
cost
to
maintain
them.
So
we
can
break
it
down.
That's
what
we're
trying
to
match.
You
know
in
our
budget,
especially
with
prior
to
base
budgeting.
How
do
we
get
our
line
items
to
load
exactly
so?
We
look
at
the
budget,
you
know
exactly
what's
in
there
now.
That's
one
reason
why
we
pulled
out
the
equity.
C
B
A
A
Thanks
Robert
I
do
want
to
say
on
that
note.
You
know
several
years
ago
we
tried
to
do
a
concept
where
we
merged
our
Parks
and
Rec
Department
with
the
county,
and
we
created
an
independent
authority
that
would
have
its
own
revenue
stream
dedicated
to
that
service
and-
and
it
was
a
great
idea-
and
we
worked
really
really
hard-
and
we
had
many
meetings
with
County
Commissioners
to
work
on
the
details
of
that.
A
But
it
depended
upon
legislation
to
make
it
work
and
in
the
end,
well,
we
ended
up
in
a
small
skirmish
with
our
local
legislatures
at
the
time
and
we
were
removed
from
that
legislation
somewhat
at
the
eleventh
hour.
But
one
of
the
reasons
I
thought
it
was
so
important
is
that
it?
It
is
a
service
that
cities
and
counties
provide
that
doesn't
get
a
lot
of
attention.
A
It's
treated
more
like
the
elastic
good,
because
you're
trying
to
provide
basic
services,
first,
police
fire
and
patching
potholes,
and
things
like
that-
and
you
think
well
we'll
just
scoop,
Parks
and
Rec
down
the
funding
list,
because
that's
not
emergency
and
then
what
happens
is
Parks
and
Rec
gets
underfunded
and
it
really
does
contribute
to
people's
quality
of
life
and
they
depend
upon
it.
I
mean
from
very
basic
things
like
childcare,
after-school
care
and
summer
camps,
but
also
to
just
you
know,
for
for.
M
Sorry
mirror
one
thing:
I
forgot
to
mention:
one
of
the
big-ticket
items
were
gonna
have
coming
up,
is
rat
tip
maintenance,
so
he
mentioned
maintenance
I've
meant
to
talk
about
in
my
slide,
but
when
those
facilities
come
on
the
maintenance
budget
and
the
staff
to
maintain
those,
not
just
at
the
basic
level,
but
the
community
expectation,
it's
gonna
be
a
big
price
tag,
so
I
just
wanted
to
throw
it
out
for
Council.
That's.
B
A
Does
have
Parks
and
Rec
I'm
just
saying
spread
the
love
all
right.
That
was
an
excellent
job,
the
catching
up
on
some
of
our
time.
Our
goal
is
to
finish
this
work
session
at
quarter
to
so
that
we
have
enough
time
to
turnover
before
the
council
meeting.
We
are
gonna
do
HR
now
and
then
what
do
we
have
after
this
one
planet.
G
N
There,
okay,
we'll
start
with
the
core
services.
Employee
relations
is
a
core
service
for
Human
Resources.
This
ensures
we
are
in
compliance
with
city
policies
as
well
as
state
and
federal
laws.
The
employee
benefits
management
portion
encompasses
medical,
dental
vision,
401
K,
457
basic
life
insurance.
It
also
covers
our
employee
health
center,
as
well
as
the
Asheville
project
and
medical
leaves
for
our
employees.
N
This
is
an
overview
of
the
other
services
that
we
offer
and
these
services
are
part
of
our
mission,
which
is
to
build
a
highly
engaged,
empowered,
diverse
workforce
that
is
reflective
of
residents
and
focused
on
innovation,
productivity
and
organizational
performance.
We
manage
a
full
lifecycle
of
an
employee
from
their
recruitment
through
the
retirement
process.
It
includes
pay
benefits
and
opportunities
for
growth
and
development.
N
The
mandates
and
legal
requirements
that
human
resources
has
to
follow
a
lot
of
our
work
is
dictated
by
federal
laws.
These
include
title
7
of
the
Civil
Rights
Act,
as
well
as
the
a
da
F
MOA
FLSA,
which
has
to
do
with
wage
and
hour
laws.
Workers
compensation
also
plays
a
role
in
the
work
that
we
do.
Additionally,
there
are
state
statutes
that
guide
our
work.
N
N
With
that
process,
HR
has
to
be
involved.
We
have
to
provide
notice
to
the
employee
of
the
deficiencies
and
have
a
pre
disciplinary
conference
with
the
department
director
after
those
findings
that
the
employee
is
not
satisfied,
they
can
appeal
to
the
city
manager
and
then,
if
they're
still
not
satisfied,
they
have
the
ability
to
appeal
to
our
Civil
Service
Board.
This
adds
a
layer
of
complexity
as
we
got
and
advise,
and
in
concert
with
our
legal
department,
key
partners,
some
of
the
other
key
partners
that
we've
identified.
N
N
However,
this
allows
us
to
have
more
control
over
our
plan
design
and
save
the
money
by
not
having
to
pay
the
fixed
associated
costs
of
being
fully
insured.
While
we
partner
with
all
departments
some
of
the
key
departments
that
we
collaborate
with
our
legal
finance
and
office
of
equity
and
inclusion.
N
H
A
B
B
A
N
Far
as
the
prior,
your
spending
trends
I
can
speak
to
some
of
the
ones
that
stand
out
in
fiscal
year.
15
we
did
provide
a
class
of
compensation
and
salary
study,
and
that
is
reflected
there.
There
were
some
key
staffing
vacancies
in
fiscal
year,
17
with
the
human
resources
director
and
assistant
director
not
being
included
in
those
budgets,
and
also
we
had
a
shift
in
positions:
a
Kayla
person
move
from
HR
to
Community
and
Economic
Development.
So
that's
some
of
the
changes
in
those
spending
trends.
N
As
far
as
budget
changes
as
we
get
into
the
departmental
challenges,
slide
I'll
talk
about
a
little
bit
more,
but
we
did
at
a
position
to
support
employee
engagement
and
as
well
as
talent
acquisition.
So
those
are
some
of
the
budgets
and
they
were
previously
tipped
seasonal
positions
and
we
converted
those
to
full-time.
N
Okay,
some
of
the
department
challenges
were
not,
unlike
others,
in
the
Buncombe
County
area,
with
having
the
lowest
unemployment
percentage
in
the
state
in
Buncombe
County.
So
we
needed
extra
support
in
town
acquisition,
retaining
employees
through
employee
engagements
and
our
benefits
compensation
package
is
key.
We
have
to
set
ourselves
apart
from
our
employers.
N
We
are
also
working
to
remove
real
and
perceived
barriers
in
the
hiring
process.
Therefore,
we're
evaluating
the
interview
panels,
we're
evaluating
our
processes
and
where
we
advertise
as
well.
We
are
also
looking
comprehensively
at
the
requirements
for
the
position
that's
working
towards
to
help
diversify
our
workforce
citywide.
N
As
far
as
modernizing
our
personal
record
management,
if
you
just
think
everything
an
employee
typically
does
has
a
form
or
something
that
has
to
be
completed,
there's
a
record
of
that
anything
from
a
change
of
address
to
adding
a
dependent,
dropping
a
dependent,
getting
a
promotion.
So
all
those
things
are
currently
and
constantly
being
looked
at
to
improve
the
experience
for
our
employees.
N
And
the
goals
we
have
are
to
continue
their
implementation
of
the
performance
management
tool.
The
current
tool
was
called
employee
check-ins
and
we
are
currently
rolling
that
out
citywide.
This
allows
for
more
frequent
communication
between
supervisors
and
staff
in
the
hopes
of
identifying
performance
issues
earlier,
so
that
that
will
help
reduce
the
need
for
disciplinary
actions.
N
N
I
Yeah
I've
got
a
few
one
of
the
things
that
sort
of
bit
better
than
here
that
you
know
touches.
Everybody
is
a
huge
cost.
Drivers,
obviously
like
the
health
care
costs,
right,
Natalie
benefit
switch,
and
one
of
the
things
that
I've
noticed
here
in
Nashville
is
that
we've
actually
been
able
to
keep
that
the
growth
rate
of
that
relatively
love,
I
mean.
C
N
I
think
we
can
attribute
some
of
that
to
our
employee
health
center,
especially
through
the
Asheville
project,
the
Asheville
project
specializes
in
high
blood
pressure,
high
cholesterol,
depression,
asthma,
diabetes,
I,
think
it's
what
the
other
one
and
so
there's
a
program
that
those
folks
are
getting,
that
ongoing,
comprehensive
care
for
those
chronic
illnesses
so
that
we're
hoping
that.
That
is
why
we
don't
see
those
larger
claims
on
the
back
side
if
we're
preventing
a
stroke,
a
heart
attack
and
amputation.
N
I
N
I
N
N
That
control
a
lots
of
times
your
TPA
sees
your
claims,
so
they
know
what
medications
you're
going
to
be
on
and
sometimes
they
can
change
the
formulary
to
drive
those.
So
what
you
want
to
do
is
separate
that,
if
at
all
possible-
so
that's
one
thing
you
look
at
is
what
are
our
claims
and
where
what
levels
and
tiers
are
our
pharmacy
benefits
in.
So
that's
some
of
that
control.
N
I
N
I
Plan
design,
and
and
in
terms
of
the
kind
of
our
design,
in
terms
of
why
it
looks
the
way
it
does,
and
it's
it's,
it
stayed
pretty
pretty
consistent
right
over
the
last
couple
of
years,
which
is
again
pretty
shocking.
Given
the
fact
that
they've
been
able
to
keep
our
our
growth
rate
down,
can
you
talk
a
little
bit
about
why
our
plan
looks
the
way
it
does
today
and
any
features
of
it
that
help?
You
know
that
protect.
N
We
have
planned
designs
because,
of
course
our
employees
are
unique.
There
are
some
employees
that
know
they're
going
to
have
set
emergencies
or
procedures
or
things
that
are
going
to
come
up
every
year.
So
they
want
the
plan
that
maybe
has
the
lower
deductible
and
has
the
predictable
insurance
pharmacy
whenever
they
need
that,
then
you
have
other
other
employees
that
think
well.
I
hardly
ever
go
to
the
doctor.
I
do
need
coverage
so
they're
able
to
up
with
our
plan
that
may
have
the
higher
deductibles
and
the
percentages
for
the
pharmacy
benefits.
I
And
again,
this
is
more
of
an
editorial
comment.
You
can
tell
I
care
about
this
quite
a
bit,
but
it's
in
terms
of
the
actual
structure.
We
have
a
lot
of
best
practices
that
are
happening
here
in
the
country
we
do
have
deductibles.
We
do
have
different
forms
plan
which
allows
employees
to
choose
whether
or
not
you
know
they
would
be
more
coverage
or
less.
We
have
the
employee,
you
know
health,
the
Wellness
Center,
so
for
any
tax
payers.
I
Any
employees
who
are
looking
at
this
I
mean
we
really
have
some
of
the
best
practices
in
health
care
going
on
here
and
you
see
in
every
one
of
these
cases
when
we
look
about
the
overall
cost.
The
employee
benefits
is
known
as
a
second
thing
and
every
one
of
these,
and
so
whether
it's
tax
payers
or
its
employees
I
mean
a
lot
of
good
things
are
having
a
Nashville
in
it
and
I.
Think
folks
should
be
aware
of
thank.
D
B
N
So
what
we
do
is
we
meet
quarterly
with
our
Blue
Cross,
Blue,
Shield,
representative
and
kind
of
get
a
utilization
review
of
the
healthcare
claims
and
based
on
those
claims,
the
ones
that
are
sort
of
trending
the
highest.
We
try
to
offer
lunch
and
learns
for
our
employees,
so
they
can,
you
know,
go
and
learn
more
about
that
is
it
you
know
about
nutrition
is
about
how
to
read
labels
when
I
go
to
the
grocery
store.
So
those
are
some
of
the
things
we
do
as
far
as
wellness.
B
Mean
the
the
idea
of
the
programs
that
employees
pay
less
less
than
insurance
cost,
but
if
they
participate
in
the
wellness
program
and
what
what
does?
What
does
that
mean
for
an
employee?
And
you
know
I
mean
it
costs
the
city
more
money,
because
employees
don't
pay
as
much
money,
but
so
what's
the
what's
the
trade-off
there
exactly.
N
Are
the
employees
have
a
time
frame
to
get
a
wellness
check,
really
pretty
much
a
physical?
Then
they
have
to
fill
out
an
online
questionnaire
and
there's
so
many
points
they
have
to
earn
in
a
time
frame
and
if
they
successfully
earn
those
points
and
they
do
get
a
discount
in
their
premiums
for
their
health
insurance
plan.
So
that's
one
of
the
things
that
we
offer
to
incentivize
our
employees
as
far
as
wellness.
In
addition
and.
D
If
I
could
add
to
that,
the
the
benefit
to
the
city
and
to
the
taxpayer
is
that,
if
I'm
engaging
in
those
wellness
activities
and
if
I'm
getting
those
regular,
checkups
and
I
find
that
I
have
high
cholesterol
or
I'm
pre-diabetic,
then
they
have.
Then
I
have
an
opportunity
to
adjust
that
before
I
end
up
in
a
more
conditions.