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From YouTube: City Council Budget Work Session – April 9, 2019
Description
April 9, 2019
Asheville City Council Budget Work Session
A
B
You
mayor
and
good
afternoon,
the
mayor
said
yet
another
work
session
on
the
budget
we're
getting
close
to
the
end
of
the
process.
So
what
we
want
to
do
today,
I
want
to
kind
of
begin
with
the
end
of
mine.
We
want
to
follow
up
from
the
session
that
we
had
on
the
operating
budget.
We
sent
you
also
some
information
yesterday
and
then
we
sent
the
information
again
along
with
the
PowerPoint
presentation
to
at
the
end
of
the
discussion
of
the
capital
investment
program
budget,
as
well
as
the
enterprise
funds.
B
We'll
have
an
opportunity
to
discuss
that
because
I
said
it
lightly
and
jokingly,
but
this
really
is
our
our
last
session.
So
we
wanted
to
talk
about
about
both
want
to
share
information
about
the
CIP
and
the
enterprise
funds.
Hopefully
none
of
this
information
will
be
new
or
different
for
you,
but
we
just
want
to
again
to
make
sure
we
were
all
on
the
same
page
prior
to
the
managers
budgets,
the
middle
in
in
May
and
then
receive
any
kind
of
direction
on
resource
allocation
both
on
the
CIP
as
well
as
as
as
the
operating.
B
C
D
Cfo
our
agenda
today
is
to
do
an
overview
of
the
enterprise
funds.
Then
our
capital
investment
program
and
future
considerations
within
the
capital
investment
program
and
then,
as
the
city
manager
pointed
out,
we'll
give
you
some
time
to
talk
about
what
we
brought
to
you
at
the
last
work
session,
so
overview
of
enterprise
funds.
We
have
six
enterprise
funds,
transit,
the
cellular,
Center
water
resources,
stormwater
parking
and
the
street
cut
utility.
D
So
to
start
off,
but
I
know
you
all
understand
this,
but
I
also
know
that
our
audience
is
bigger
than
what's
in
this
room.
An
enterprise
fund
is
separate
from
the
general
fund,
which
is
what
we
sort
of
talk
about
the
most
where
you
have
police
and
fire
and
administration
and
IT
all
that
stuff.
An
enterprise
fund
accounts
for
city
functions
that
should
be
completely
supported
by
fees.
You
know
there
could
they're
called
business
type
funds,
so
they're
more
fee
supported
and
not
so
much
tax
supported.
D
They
provide
a
public
service
finance
through
charges
to
users
or
customers
and
then
in
the
enterprise
funds.
One
thing
that's
very
helpful:
by
having
enterprise
funds
is.
You
can
understand,
then,
to
what
degree
that
enterprise
that
service
is
covered
by
fees
versus
subsidized
by
taxpayer
funds,
so
we'll
begin
by
transit
by
transit
with
transit,
I'm
studying
Hebrew,
so
I've
got
some
like
weird
little
word
things
I'll
probably
do
we.
D
We
are,
as
we
talked
about
at
our
last
meeting,
recommending
a
1.2
million
dollar
additional
investment
towards
the
first
phase,
recommendations
from
the
transit
master
plan
route,
reconfigurations
technical
support,
the
maintenance
facility
study
and,
most
importantly,
addressing
the
on-time
performance
and
missed
trips.
Those
are
the
issues
that
we
have
seen
come
up
over
and
over
as
far
as
things
that
people
want
to
see
corrected.
E
D
D
This
slide
is
just
really
to
understand
the
cost
of
transit
for
the
city
in
2009,
and
we
just
went
back
as
far
as
I
felt
like
pulling
out
coffers
and
in
2009
the
general
fund
and
parking
I.
Think
at
the
time
it
was
just
a
general
fund
were
adding
about
1.1
million
dollars
to
transit
for
that
enterprise
fund
to
break-even
over
the
last
11
years.
D
E
D
Okay,
any
other
questions
on
transit
before
I
move
to
US
Cellular
center.
Ok,
the
US
Cellular
center
fund
has
a
proposal
this
year
to
insource
and
restructure
for
positions,
they're
funding
that
with
additional
ticketing
revenue
and
they're.
Also
wanting
to
do
that,
because
the
currently
contracted
work
is
hard
to
keep
going
and
have
consistency.
So
by
insourcing
these
positions
they
envision
reducing
turnover
and
enhancing
customer
service,
and
there
is
no
additional
general
fund
support
to
US
Cellular
center.
With
that
change
is.
D
Okay,
Water
Resources
Fund
this
coming
year.
They
are
making
operating
investments
to
enhance
customer
service,
including
faster
response
time,
minimized
impact,
proactive
leak,
detection
and
contamination
prevention
and
enhanced
security
in
watersheds
and
I'm
going
to
go
into
the
impact
of
the
fee
increases
just
after
I
finish
the
storm
water
fund,
because
they're
on
your
combined
utility
statement.
So
it's
a
little
easier
to
understand
together
so
in
storm
water,
which
is
another
Enterprise
Fund,
they
also
plan
to
insource
some
contracted
operations.
D
This
should
improve
cost-effectiveness
of
the
actual
work
because
contracting,
as
you
know,
has
gone
up
considerably
with
the
economic
through
the
construction
boom.
There
are
not
a
lot
of
people
that
are
just
available
to
do
contract.
You
know,
ditch
digging
and
laying
pipe
for
our
storm
water.
So
that's
the
purpose
of
that
and
it
provides
additional
staffing
for
emergency
response
when
we
have
storm
water
issues.
D
And
then
here
are
the
fee
changes
the
impact
on
the
average
household,
and
that
means
a
little
more
than
the
you
know:
we're
going
from
four
dollars
and
13
cents
to
four
dollars
and
21
cents.
That
doesn't
mean
a
whole
lot,
but
the
impact
on
the
average
household
for
the
water
increase
is
about
55
cents
a
month
for
storm
water,
it's
15
cents
a
month
for
an
annual
fee,
change
of
eight
dollars
and
forty
cents
between
the
two
funds.
B
D
Yeah,
the
1.3
million
dollar
fee
increases
discussed
in
the
paper
is
actually
adding
all
of
the
impact
of
every
fee
throughout
the
city,
whether
that's
the
US
Cellular
center,
the
water
fund,
the
stormwater
fund,
we
don't
have
any
changes
in
parking.
We
have
some
decreases
in
fees
when
you
look
at
it
overall,
like
that,
it
looks
like
this
huge
impact,
but-
and
this
is
part
of
the
reality
of
why
we
wanted
to
have
this
slide-
was
to
show
that
we
aren't.
D
We
aren't
raising
the
fees
that
impact
residents
most
of
the
fees
we're
raising
with
any
major
impact.
Our
fees
were
reorganizing,
some
fees
around
permitting
we're
actually
lowering
a
residential
permitting
fee
for
grading.
We
added
a
fee
in
the
US
Cellular
center
to
give
nonprofits
a
lower
rate.
They
didn't
previously
have
that
option,
so
we
were
really
trying
to
get
our
fees
in
a
better
place.
So.
E
E
F
E
A
So
all
the
journalists
always
say
that
they
don't
get
to
pick
the
headline
right,
but
the
mman
have
a
chuckle
with
my
mother
this
morning
cuz.
She
said
it
says:
you're
raising
fees,
1.3
million
dollars
and
then
together
we
read
the
article
that
the
annual
change
in
water
fees
per
customers
an
average
of
six
dollars
and
sixty
cents
month,
and
she
you
know
a
year
rather.
E
F
I
Afternoon
I'm
Ken
putting
the
director
of
the
transportation
department
one
of
the
things
that
we
are
definitely
considering
all
the
things
you
just
mentioned
and
we're
trying
to
formulate
plans.
But
one
of
the
things
that's
hit.
The
transportation
department
hard
is
all
of
the
turnover
that
we've
had
in
staff
yeah
and
we
just
recently
hired
a
replacement
for
Harry
Brown,
who
retired
and
he'll
be
starting
on
Monday.
That's
our
name
perking,
that's
our
good
service
of
division
manager
and
what
we're
trying
to
do
to
get
ready
for
this
expansion.
I
I
We
would
either
do
excessive
enforcement
or
we
would
have
time
on
our
hands
if
that's
the
only
area
that
they
concentrated
on.
So
when
we
pick
that
area,
we
need
to
also
pick
another
area,
that's
close
by,
so
they
could
do.
Enforcement
in
one
area
move
to
another
and
back
and
forth
throughout
a
given
that.
So
those
are
the
things
that
we'll
be
doing,
but
we
just
needed
more
time
to
get
it
started.
D
F
D
Street
cut
fund:
this
fund
is
different
than
the
other
enterprise
funds,
because
what
this
is
really
for
is
when
a
utility
like
Duke
needs
to
go
in
and
make
a
cut
in
our
street
to
repair
one
of
their
lines.
This
fund
actually
goes
out
fixes
it
the
people
in
this
one,
and
then
we
bill
the
utility
for
that.
So
this
isn't
have
fun.
While
we
do
budget
this,
this
is
not
a
fund
that
has
any
fees
associated
with
it.
It's
simply
a
you
know.
D
Hearing
none
I
move
on
to
our
capital
investment
program.
So,
to
start
with
what
is
a
capital
asset
and
again
I
know
you
all
know
this,
but
to
speak
to
our
broader
audience.
Capital
assets
are
things
like
land
building
and
improvements
infrastructure,
which
is
like
streets,
sidewalks
pipes.
You
know
if
you're
looking
at
water
equipment
and
machinery,
it's
like
big
things
more
than
$50,000
items,
that's
our
that's
our
threshold
and
then
why
is
capital
separate
from
operating
the
scale
of
the
investment
when
you
do?
Capital
is
often
much
larger.
D
We
have
a
longer
time
horizon
and
we
use
debt
and
the
reason
we
get
is
that,
generally
we
are
having
a
project
that
say
we're
putting
a
new
street
in
and
that
streets
life
is
20
to
30
years
before
we
know
we're
gonna
have
to
redo
it.
Then
we
use
debt.
That's
that's
paid
off
over
20
years
that
aligns
with
the
life
of
that
asset
of
the
street,
so
capital
capital
budgeting
is
significantly
different
than
operating
budgeting,
which
is
a
year
to
year
covering
your
operations.
D
Capital
planning
is
planning
over
the
long
term
replacement
of
your
major
stuff
in
the
city,
and
it's
always
project
based
and
not
program,
based,
like
say
the
general
fund.
You
see
programs
like
in
Parks
and
Recreation.
This
is
project
based,
so
capital
budget
funding
sources.
I
know
you
all
have
seen
this
before.
D
This
shows
the
shift
in
how
we
are
managing
our
capital
investments
in
the
before
2010.
We
were
using
essentially
pay-as-you-go
money,
money
that
we
had
sort
of
extra
in
operating
and
we
are
financing
very,
very
little
in
1819
we
are
using
almost
no
pay-as-you-go
money.
We
are
financing
and
then
inter-governmental
are
grants
that
match
some
portion
of
what
we
spend
and
what
this
allows
us
to
do
is
spend
more
and
time
the
payments
with
the
life
of
the
assets
as
I
just
discussed.
D
D
E
A
Barbara
offline
on
slide
23,
for
example,
are
there?
Is
there
a
place
somewhere
where
you
all
have
made
at
the
budget
office,
obviously
with
the
Capitol
a
couple
of
projects
where
you,
where
you
kind
of,
have
milestones
and
things
like
the
kind
of
planning
time?
So
we
not.
We
don't
need
it
here,
this
council
or
at
this
meeting,
but,
for
example,
in
the
sidewalk
projects,
there's
there's
kind
of
a
tentative
schedule
by
which
that
things
would
pick
up
late,
I
see
the
city.
Yes,
yes,.
D
And
we
actually
time
out
all
the
cash
flows
according
to
and
quarterly.
We
update
according
to
what
the
engineers
in
the
capital
projects
Department
tell
us
where
things
are
and
how
much
money
has
been
spent
and
what
they
believe
the
timeline
is,
and
we
drop
that
into
our
financial
model
so
that
we
can
understand
when
we
need
cash
and
be
sure
that
we've
got
it,
but
absolutely
that's
wrong
way
and
then
projects
in
planning.
D
D
So
funded
versus
identified
needs,
and
this
is
something
we've
discussed
in
the
past
as
well.
Our
current
CIP
total
from
20
to
23
of
an
obviously
that
shifts
year
after
year,
it's
about
sixty
million
dollars
in
investment.
The
additional
requests
from
departments
were
three
hundred
and
thirty
million,
so
we
have
total
identified
needs
of
nearly
four
hundred
and
over
time.
A
lot
of
this
is
due
to
the
deferred
maintenance
that
went
on
for
decades.
D
Long
before
long,
before
you're
on
council
and
before
we
were
here,
I
was
here,
we
delayed
investments
and
it's
increasing
costs
now,
ideally,
routine
maintenance
extends
your
asset
life
like
what
we're
doing
right
now
in
the
parking
garages
is
some
some
capital
maintenance
to
ensure
that
we
can
get
many
more
years
of
life
out
of
them,
rather
than
letting
them
fall
into
disrepair
and
have
to
replace
them
all
together.
So
that's
an
example
of
really
good
routine
maintenance.
D
Regular
maintenance
allows
us
to
have
better
planning
that
our
budgeting,
you
know
all
around
us.
You
know
anyone
who
owns
a
home
knows
you
know
if
you
do
regular
maintenance
you're
great.
If
you
ignore
the
leak
in
your
roof,
eventually
your
ceiling
is
going
to
fall
in
and
it
cost
you
a
lot
more
than
replacing.
You
know
a
piece
of
Europe,
so
construction
challenges.
These
are
projects
that
are
at
some
stage
in
planning
and
development
that
the
budget
is
exceeded
by
reality.
D
As
we
budgeted
these
things,
you
know
we
do
our
best
to
come
up
with
a
budget.
That's
reasonable.
However,
when
we
go
out
and
get
bids,
we
get
significantly
higher
bids,
especially
recently,
so
our
differences,
as
you
can
see
here-
and
these
are
additional
needs.
This
is
not
like
a
total,
so
I
know,
that's
that's
sue.
Let's.
J
B
J
I
also
noticed
that,
on
the
on
line
on
the
dashboard
as
well,
we
have
an
additional
2
million
set
aside
for
land
acquisition
that
hasn't
been
spent
yet,
and
we
don't
necessarily
if
I'm
wrong.
Someone
here,
please
correct
me.
If
I
Dennis
for
Parks
have
identified
land
act,
up,
have
I
been
have
land
actually
identified
for
acquisition.
So
just
looking
at
that,
I
want
to
definitely
make
sure
that
the
Wesley
grant
Center
in
the
Walton
Street
Park
pool
are
brought
up
to
whatever
additional
needs
day.
They
need
to
have
going
forward
and.
D
F
E
A
Well,
I
mean
what
we're
not
doing
here
is
looking
at
the
entire
Parks
and
Rec
bond
and
kind
of
the
status
of
each
of
the
projects
within
the
Parks
and
Rec
bond,
because
it
includes
Memorial
and
that
has
different
versions
and
different
cost
associated
I
mean
there's
a
whole
lot
of
sort
of
moving
parts
here.
So
I
think
well.
J
Yeah
just
could
because
some
of
that
money
is
already
being
spent,
some
of
it
for
four
separate
out.
Certain
allocations
within
the
bond
are
coming
to
completion
like
the
outdoor
courts
that
had
allocated
a
little
over
1
million
and
there
they've
actually
spent
more
than
that
so
forth,
I
mean
it's,
it's
it's
you
know
allocation
and
what
they've
actually
done,
but
some
of
that
money
is
actually
being
spent,
so
just
want
to
make
sure
that
I
speak
up
and
say
before
we
get
to
that
time
and
we'll
make
sure
that
project
is
completed.
D
Okay,
thank
you
all
right,
so
staffs
role
when
we're
talking
about
you,
know
construction
costs
and
bids
coming
in
over
budget.
What
we
try
to
do
is
stay
within
the
existing
budget
as
much
as
possible,
and
you
all
know
this
you've
heard
us
say
value
engineering
that
we
try
to
like
bring
the
scope
in.
D
But
what's
really
important
is
that
we
understand
the
community
needs
and
expectations
and
the
value
for
the
residents
versus
the
cost,
because
what
we
don't
want
to
do
is
spend
a
whole
bunch
of
money
on
something
that
doesn't
have
high
value
for
the
residents
or
doesn't
really
meet
their
needs.
But
then
we
don't
want
to
not
complete
a
project
to
the
level
that
the
community
expects
so
striking.
That
balance
is
a
challenge,
but
I
think
it
is.
It
is
a
critical
challenge
for
staff
to
ensure
that
we're
meeting
community
goals
whenever
possible.
D
So
proposed
fiscal
year,
20
capital
improvement
plan,
investments
so
ongoing
allocations,
and
these
are
our
maintenance
allocations.
So
we
have
quite
a
few
of
these.
These
are
not
new.
Some
of
them
are
slightly
increased,
but
they
are
not
new
allocations.
Their
allocations
that
we
have
annually
to
ensure
that
we
at
least
have
a
baseline
of
capital
maintenance,
ongoing.
K
Greetings:
council
city
manager,
mayor
I'm,
Jonathan,
Feldman,
I'm,
the
chief
information
officer
and
we've
gotten
a
little
behind
and
replacing
computers.
Last
year
we
asked
for
six
hundred
and
fifty
thousand
dollars
and
I
think
we
got
about
two
hundred
and
sixty
thousand
dollars,
so
we're
behind
I'd
be
happy
to
get
the
numbers
for
the
last
few
years.
For
you
folks
view
if
you'd
like
that.
But
that's
what
I
recall
about
last
year,
yeah.
K
H
F
K
K
H
K
D
F
L
Scott
net
and
fire
chief
suit
that
speaks
to
the
social
tremors
of
Health
speaks
to
how
that
fire
station
specifically
will
address
those
needs
in
that
area
and
other
areas.
The
city
surrounding
that,
so
the
the
the
last
safety
net
for
health
care
is,
is
not
one
one,
and
so
that
specifically,
is
talking
about
that.
It's
also
talking
about
injury
prevention,
every
everything
that
determined
folks
outcomes
when
it
comes
to
their
health.
You
know
those
those
determinants
what
the
what
that
void
addresses.
So
this.
L
A
A
A
F
H
L
So
well,
the
budgeted
cost
was
an
unknown.
Last
time
we
built
a
fire
station
was
was
twelve
years
ago,
and
so
just
using
that
that
square
footage
in
2019
prices
is
what
the
architect
came
up
with
for
that
vegetarian.
As
far
as
any
time
that
we
bought
a
fire
station,
we
certainly
try
to
incorporate
as
many
of
those
public
safety
city
community
needs
as
possible.
We
did
that
with
fire
the
last
two
that
we
built
fire
station
10
and
fire
station
11
with
space
for
the
the
police
department
as
well,
so
so.
L
From
the
last
two
fire
stations
that
we
build
or
any
any
modern
day
fire
station,
you
know
meet
meeting.
Those
unmet
needs
is
incorporated
in
that
fire
station
and
it
is
a
much
so
what
sitting
down
with
a
complete
inventory
of
all
of
our
unmet
needs
is
a
much
higher
that
our
K
actually
did
every
single
option
that
was
was
possible
and
this
this
meets
our
needs
for
the
next
50
years.
L
A
D
So
future
considerations
I
think
this
is
a
great
chart
that
the
fabulous
budget
team
put
together
shout
out
to
the
budget
team.
Our
actual
spend
that
we
anticipate
between
fifteen
and
twenty
four
is
here
in
the
blue
and
then
the
green
is
are
not
planned
but
needs
that
have
been
identified.
So
we
know
that
the
reality
is
our
current
capital
plan
as
as
robust
as
it
is,
and
it
certainly
is
especially
in
comparison
to
what
we
were
doing
ten
years
ago
still
is
not
meeting
the
needs
of
the
city,
but.
D
So
what
this
really
tells
us
is
that
we
we
need
the
city
to
have
an
ongoing
bond
program
and
I
know.
This
is
the
discussion
that
we
have
had
before,
but
additional
investment
in
capital
is
really
essential
to
providing
our
core
services
and
that
routine
bond
program
addresses
the
gap
between
the
investments
and
the
resources
and,
as
we
develop
a
program
over
time
of
routine
investments,
then
we're
able
to
catch
up
on
the
deferred
maintenance
and
stop
deferring
maintenance
to
the
future.
D
D
D
D
D
Lob's
and
sobs
limited
obligation,
bonds
and
special
obligation
bonds,
but
these
are
just
the
ones
that
went
to
the
voters,
but
you
can
see
that
each
of
these
cities
has
some
kind
of
you
know:
trend
like
they're,
going
along
and
doing
things
the
only
one
that
we
don't
really
have.
A
big
trend
for
is
Greensboro,
for
you
know
what
they're
doing
in
between.
D
We
could
probably
find
out
exactly,
but
having
that,
especially
that
general
obligation,
bond
consistent
schedule
is
really
important
because
that's
your
least
expensive
debt.
You
know
it's
it's
the
debt
that
we
get
the
lowest
interest
rate
on
its
voted
on
by
the
people,
which
is
always
positive,
and
it
really
does
get
you
in
a
place
where,
over
time
as
you
bring
on
new
debt,
when
you
say,
okay,
we're
going
to
issue
another
50
million
in
bonds
voters.
How
do
you
feel
about
that?
Hopefully,
at
the
same
time,
you
have
older
debt
rolling
off.
D
So
you
don't
see
these
incremental
tax
increases.
You
know,
and
that
is
what
the
major
of
having
a
program
like
this
is.
Is
that
once
you
reach
the
point
where
you
have
sufficient
tax
revenue
and
you've
been
doing
this
long
enough?
You
no
longer
have
to
raise
taxes
to
keep
it
going
and
that's
you
know
we
aren't
there
because
we
haven't
had
this,
but
it
is.
It
is
certainly
something
that,
in
the
long
term,
would
benefit
the
city
and
the
community
as
a
whole
and
mayor.
B
Could
add
that
when
we
look
at
these
communities-
and
certainly
we
didn't
do
an
exhaustive
survey
of
all
North
Carolina
cities,
but
you
can
see
that
they,
ranging
in
size
to
a
Holly
Springs
that
has
less
than
a
50,000
population,
that's
doing
something
about
every
six
years
to
Charlotte,
which
has
almost
a
million
population.
So
it
is
back
the
best
practice
for
lots
of
different
size
and
types
of
communities,
and
we
are
certainly
not
advocating
that
we'd
be
irresponsible
with
debt.
B
D
So
future
considerations,
as
we've
discussed,
were
very
challenged
to
meet
the
needs
that
we
have
with
our
existing
financial
capacity.
As
we
just
discussed,
a
lot
of
communities
use
the
Geo
bonds
on
a
regular
cycle
and
then
a
regular
bond
cycle
with
new
revenue
streams
would
provide
the
opportunity
to
address
a
lot
of
the
city
needs
that
we
see
every
day.
A
F
H
Terms
of
you
know,
sort
of
this
council
making
some
sort
of
affirmative
statement
that
yes,
we'd
like
to
get
on
a
regular
bond
program.
We
let's,
let's
see
what
it
would
look
like
to.
Maybe
do
it
every
two
years
or
do
we
want
to
I'm
trying
to
figure
out?
How
do
we
not
have
the
conversation
anew
every
year
or
every
two
years
about
whether
this
is
something
we
want
to
do?
We.
D
H
J
And
improvements
under
certain
assets
that
we
have
I
have
some
specific
questions
that
pertain
to
going
into
this.
This
year's
budget,
but
also
some
decisions
that
we
might
be
making
in
the
next
couple
of
weeks
that
may
affect
it
as
well.
I
had
some
questions
out
about
this
US
Cellular
center
and
I.
Don't
know
if
you
all
got
those
but
would
like
some
answers
on
over
the
last
five
years,
how
much
the
city
has
actually
spent
on
capital
improvements
for
the
US
Cellular
center,
and
what
did
we
spend
this
less?
If.
J
D
B
Proposed
budget-
and
I
think
specifically,
you
all
asked
us
for
more
definition
around
what
the
actual,
for
example,
the
positions,
what
those
individuals
might
be
doing.
I
think
you
asked,
or
maybe
not
specifically,
we
did
include
scope
of
say
for
solid
waste
waste
reduction
master
plan,
an
inhaler
plan,
so
we
did
just
some
specificity
around
those
items
as
well
as
the
small
business
training,
I.
Think
Julie.
You
had
quite
a
few
questions
on
that
yeah.
Hopefully
we
we
clarified,
if
not
we'll,
we'll
go
back
and
and
see.
M
Thank
you,
Sam
powers,
Community
and
Economic
Development.
We
are
looking,
as
you
know,
in
the
first
year
of
implementing
the
recommendations
of
the
disparity
study
to
try
and
get
started.
We
looked
and
talked
about
what
capacities
looked
like,
and
there
are
really
three
kind
of
program
areas
that
we
wanted
to
concentrate
on
without
having
to
go
into
looking
at
increasing
FTEs,
at
least
in
the
first
year.
So
one
of
the
things
we're
looking
at
doing
is
a
program.
M
That's
been
successful
in
Charlotte,
where
we
work
to
bring
in
a
potential
consultant
train-the-trainer
who
then
would
go
out
and
work
with
additional
small
businesses
and
work
with
our
partners,
such
as
mountain
biz,
works
and
self-help
and
the
Carolinas
small
business.
So
those
are
some
of
the
things
we're
doing.
Another
area
that
we
want
to
look
at
is
bringing
in
a
resource
panel
of
small
business.
Entrepreneurs
see
what
what
they
can
contribute
to
the
recommendations
and
part
of
our
challenge
in
one
of
the
things
we're
looking
for.
M
Frankly,
there
is,
if
you're,
someone
who
is
a
well-established
business
and
we're
saying,
could
you
come
and
give
us
your
Thursday
afternoons
for
the
next
six
months?
There's
probably
an
effect
that
that
has
on
that
person
in
the
well-established
business.
But
if
you
are
asking
an
entrepreneur
who
was
struggling
to
get
a
business
up
and
running
to
take
their
Thursdays
and
to
come
in
and
give
us
that
time.
The
effect
on
that
entrepreneur
is
very
different
and
so
we're
looking
at.
M
Is
there
a
way
to
work
with
those
folks
that
have
to
do
some
sort
of
a
stipend
or
a
consulting
fee,
or
something
like
that?
We
clearly
need
to
work
with
legal
to
make
sure
we're
doing
things
in
an
appropriate
way
in
terms
of
our
our
procurement.
But
those
are
the
things
that
we're
looking
to
do
as
opposed
to
potentially
securing
FTEs
in
the
first
year.
M
D
Alright,
well
that
wraps
us
up
for
today,
if
you
don't
have
any
further
discussion
here,
we
are
today
on
the
9th
tonight.
Is
the
adoption
of
fees
and
charges
there'll
be
a
new
business
for
you
tonight,
then
you
will
receive
the
manager's
proposed
budget
on
May
14th.
We
will
present
that
and
then
the
budget
public
hearing
is
on
the
28th
and
adoption
June
11th
any
anything
further.
H
As
we
go
through
this
process,
you
know
I,
don't
want
to
say
money
appears,
but
you
know
things
happen
and
they're
like.
Oh,
we
suddenly
have
you
know.
Last
year
we
cut
the
deficit
from
5
million
to
3
million.
To
then
1
point
something
million.
You
know
it's
just
things
change
as
we
go
into
this
process
and
analyses
get
refined
and
expect
you
know
you
know
anyway,
we
things
are
so
you
know
I'm
looking
at
this.
Well,
not
that
list,
but.
F
H
I
think
again,
I
I
feel
like
we're
looking
at
this
and
we're
we're
nitpicking
between
incredibly
important
things,
and
this
is
this
is
already
a
very
called
list
from
the
priorities
that
came
to
you
from
staff
and
I.
Just
feel
like
we'd
be
remiss
if
we
don't
talk
about
other
ways
to
other
options
for
increasing
our
revenue
to
try
to
cover
some
of
these
needs.
Now.
B
We
essentially
thought
that
there
was
going
to
be
more
revenue
from
the
mission
purchase
and
we
have
not
gotten
good
news
from
them,
and
so
we
have
done
our
best
to
bring
you
as
as
responsible
a
budget
as
we
could
with
with
your
right,
without
asking
for
more
more
revenue.
If
we,
if
you
asked
us,
for
example,
an
analysis
of
a
tax
increase
or
some
other,
we
would
bring
you
a
different,
probably
a
different
budget
for
sure
and.
H
A
A
C
A
F
B
C
C
H
G
D
B
And
I
say
that,
because
it
is
a
rainy
day
fund
and
with
the
economy
progressing
the
way
that
it
is
the
cautery
all
within
which
it
could
it
could
store
and
again.
If,
if
we're
going
to
look
at
any
kind
of
tax
increase,
then
I
think
we
should
go
back
and
relook
at
what
we
brought
to
you.
We
brought
you
know
we
would
recommend,
within
the
constraints
of
our
existing
revenue,
sure.
B
H
H
A
H
H
H
You
know
the
capital
is
to
some
degree
easier
because
you
you
pass
bonds,
and
maybe
you
raise
taxes-
maybe
you
don't.
This
is
the
hard
stuff,
this
ongoing
stuff,
where
it's
about
people,
it's
about
expanding
our
staff.
It's
about
getting!
You
know,
unsexy
projects
done
that,
don't
that
don't
attract!
You
know
that
aren't
shiny
objects
in
a
bond
in
a
bond
offering,
but
these
are
really
important.
So.
E
Iiii
would
make
three
points
just
just
to
this
one.
Is
you
know
when
we
started
this
process?
You
know
we
heard
from
the
city
manager.
This
is
this
is
this
is
what
you
seem?
Did
you
refer
to
as
a
bridge
budget?
You
know
you're
here.
This
is
your
first
budget
going
through,
so
so
what
you
essentially
done
here
is
said.
What
we
give
me
some
time
to
figure
out
what's
going
on
in
here
and
to
be
able
to
prioritize
and
so
I
think,
to
the
extent
we
are
adding
more
things.
E
E
E
Would
actually
look
at
the
the
expense
end?
I
would
have
a
very
hard
time
supporting
that.
You
know
without
you
spending
a
lot
of
time
going
through
and
asked
us.
Are
we
doing
things
right
now
that
we
shouldn't
be
doing
and
really
use
this
year,
and
this
is
something
you've
said
you're
going
to
do,
and
so
what
I
would
say
to
you
is
there's
probably
stuff
in
here
not
on
this
page,
but
something
we're
doing
on
an
ongoing
basis
that,
maybe
we
don't
think
is
a
priority
anymore.
E
Maybe
this
count
maybe
was
a
priority
of
a
previous
council,
and
maybe
it's
not
a
priority
of
this
council.
Maybe
was
a
priority
in
a
different
time
and
to
the
extent
that
means
redirecting
resources
and
otherwise
to
be
able
to
fund
some
of
these
things.
I
would
before
that.
But,
given
this
is
a
bridge
budget,
it's
a
hard
time
for
me
to
say
we
would
have
had
more
revenues
when
we
don't
have
the
answer
to
that
question.
The
third
thing
is
is
add
to
the
discussion
we're
having
about
the
fund
balance.
E
E
E
A
there's
a
whole
sort
of
complicated
thing
that
a
lot
more
people
were
smarter
than
I
am
I'm
looking
at,
but
thinking
forward.
There
is
the
likelihood
that
we
will
see
a
recession
that
next
two
three
four
years
and
if
we
are,
if
we
were
adding
to
our
budget
now,
whether
that's
through
revenues
or
through
ongoing
expenditures,
you
know
when
that
rainy
day
hits
and
it
will
we're
gonna,
be
in
a
tougher
spot.
E
Those
of
you
who
get
new
me
look
at
this
there's
an
inverted
yield
curve,
and
it's
one
of
these
weird
things
where,
if
you
look
at
some
of
interest
rates
for
CDs
in
the
short
term,
you
can
get
an
interest
rate
for
a
CD
or
one
year
of
2.75%
three
years
to
two
point:
six:
five
percent,
that's
weird
right
and
what
that's
telling
you,
because
usually
the
longer
you
hold
have
your
money
held,
the
higher
the
interest
rate
will
be
the
reason
why
you're
seeing
the
markets
do.
That
is.
E
They
are
assuming
that
in
three
years,
they're
not
going
to
have
a
place
to
put
their
money,
that's
going
to
earn
more
than
2.75%.
So
what
they're
doing
is
they're
the
markets,
the
interest
rate
markets,
the
Treasury
bonds
excuse
me-
are-
are
predicting
so
to
speak,
a
recession
happening
in
the
next
couple
of
years.
E
G
H
Don't
have
a
way
to
get
the
fund
balance
to
18
to
18
percent.
We
don't
have
a
way
to
do
that.
I'm
gonna,
say
again
without
increasing
our
revenue,
I
mean
otherwise
we're
talking
about
you
know
next
year
in
the
year.
After
not
even
doing
these
kinds
of
things,
if
we
want
to
be
sockin,
hundreds
of
thousands
of
dollars
into
our
fund
balance,
so
I,
don't
necessarily
disagree
with
you.
A
I
will
say
historically
every
year,
except
for
when
we
were
deep
in
the
recession
and
even
then
our
slippage
wasn't
dramatic,
but
we
have.
We
have
had
revenues
left
over
at
the
end
of
the
year
that
we
have
moved
into
our
savings
account.
I
mean
you're
nodding
at
me.
I
believe
that's
been
kind
of
the
practice
and
that's
how
we've
been
able
to
grow
it
because
you
don't
do
a
budget,
you
don't
do
you
don't
prepare
a
budget.
That's
like
absolutely
everything
better
hit
the
mark
here
or
we're
gonna
be
under
budget.
A
We
do
a
budget
with
you're,
not
a
cushion,
but
with
you
know,
a
conservative
estimate,
and
so
we've
usually
been
able
to
hit
above
that
mark
and
then
we,
you
know.
Sometimes
we
even
use
the
money,
for
example
for
Lee
Walker.
We
had
so
much.
You
know
in
growth
that
year,
but
so
I
wouldn't
say
that's
true,
necessarily
I,
guess
I'm
I
I
think
that
a
better
course
of
action
is
to
do
some
thoughtful
planning
about
our
next
Bond
program.
A
In
my,
in
my
view,
for
2020
I
mean
we
I
think
we
looked
at
total
capital
need
on
our
emergency
services
column.
Last
time
we
were
talking
about
this
around
50
million
and
and
prepare
folks
for
voting
on
on
something
I've
got
again.
I
hear,
usually
that's
gonna
address
capital
needs,
I
mean
you
know,
I
think.
The
idea,
though,
is
to
have
a
healthy,
rolling
capital
program
that
puts
less
pressure
on
your
general
fund
and
Pago
so
that
you
can
use
your
general
fund
Ford.
A
You
know
debt
service
payments,
but
to
cover
those
costs
of
personnel
that
you
need
to.
You
know
run
a
city
a
lot
of
the
things
these
categories
include,
so
you
know
that's
personally
where
I
would
rather
see
that
I
mean
I
think
we're
in
a
position
of
having
some
good
choices
to
make
here.
We
don't
have
money
for
absolutely
everything,
but
we're
pretty
darn
close,
and
you
know,
and
I
and
I
do
share
the
concern
about
capacity.
A
A
That
I
ever
would
hear
that
from
America,
although,
although
we
did,
we
did
raise
taxes
before
the
bond
program,
I
believe
is
around
three
cents
and
I
believe
two
was
actually
dedicated
to
deferred
handouts
and
that
wasn't
that
wasn't
enough,
but
we
knew
that
at
the
time
we
were
just
trying
to
grow
the
program.
So
I
would
look
forward
to
the
managers
budget,
but
if
the
manager
is
looking
for
feedback
from
from
Council
members
around
any
appetite
to
raise
taxes,
I
don't
have
that
appetite
this
year.
A
B
B
You
all
have
said
our
priority,
in
particular
the
transit
and
a
structural
gap.
Then
under
the
projects,
things
would
have
to
come
up
the
lists
in
order
for
us
to
substitute
things
in
those
other
other
columns.
But
we
are
looking
under
every
Rock
every
pillow
everywhere
we
can
find
to
look
to
see
if
we
can
do
as
much
and
as
many
of
those
things
as
possible
that
we
have
we've
been
scrubbing,
I
mean
we
really
really
have.
B
B
We
have
one-on-ones
I,
think
scheduled
I
do
with
each
of
you
before
the
decision
on
May
14th.
We
can
do
it
under
those
circumstances.
Are
you
can
meet
with
the
budget
department?
It
is
whatever
you
you
feel
comfortable
in
doing.
If
you
want
me
to
be
there,
I
think
the
one-on-ones
will
would
be
a
good
opportunity
for
us
to
to
talk.
J
Have
that
kind
of
take?
Have
a
look?
Have
a
look
at
that
I
think
I
looked
at
some
things
that
possibly
may
need
to
stay
there,
but
I
also
looked
looked
and
probably
came
up
with
about
almost
three:
it's
a
small
amount
compared
to
our
budget,
but
300
some
thousand
dollars
of
allocation
to
a
separate
organizations
that
possibly
could
go
through
some
sort
of
formal
process.