►
From YouTube: City Council Budget Work Session – April 13, 2021
Description
/ / / AUDIO BEGINS AT 2:56 / / /
A
Today's
work
session,
we
really
have
four
things
we
want
folks
to
focus
on.
The
first
is
that,
as
you
all
know,
staff
is
continuing
to
work
to
link
the
ongoing
community
engagement
effort
with
the
internal
budget,
work
that
we're
doing
and
you're
going
to
hear
from
a
few
moment
in
a
few
moments
from
taylor
floyd
our
budget
budget
manager,
about
some
of
the
specific
work
we've
done
with
the
community
engagement
in
the
last
few
weeks
and
some
of
the
work
that's
scheduled
to
come
up
later
this
month.
A
Given
the
coven
pandemic,
a
lot
of
that
revenue
growth
is
going
to
be
eaten
up
by
increased
costs
just
to
continue
providing
the
existing
level
of
service
that
we're
providing
right
now
and
then
the
third
part
of
the
presentation
is
deborah
mentioned.
We're
going
to
talk
a
little
bit
about
the
american
rescue
plan.
Arpa
is
the
acronym
is.
A
A
So
to
start
with
again,
as
we
have
in
the
past
couple
of
budget
work
sessions,
we're
going
to
kind
of
talk
about
where
we
are
with
the
process
and
where
we're
headed
over
the
next
few
weeks.
So
on
the
next
slide.
As
always,
we
have
this
graphical
representation
of
kind
of
where
we're
at.
As
you
all
know,
as
we've
talked
about
in
the
first
two
work
sessions,
the
internal
work
on
the
budget
really
started
a
number
of
months
ago,
in
fact,
back
in
november,
so
we're
internally
at
least
we're
well
into
the
budget
process.
A
A
A
And
then
we
spent
a
great
deal
of
time
talking
about
the
water
fee,
and
we
heard
from
our
consultants
at
dec
about
our
water
program
and
the
the
need
to
adjust
water
fees
to
maintain
the
financial
health
of
that
fund.
As
we
move
forward,
and
then
we
began
talking
a
little
bit
about
again
we're
going
to
have
more
information
today
about
the
american
rescue
plan
and
the
information
that
we're
receiving
about
not
only
the
amount
of
money
that
we're
getting,
but
what
that
money
can
be
used
for.
B
We're
also
asked
for
some
specific
feedback
around
how
to
improve
some
of
our
services
in
three
areas.
Just
looking
at
how
we
can
better
provide
access
to
information
staff
and
to
the
services
we
provide
these
areas
also
align
with
some
of
the
work
that
we've
been
doing
internally
with
staff
as
part
of
our
internal
budget
process.
B
So,
as
I
said,
the
the
online
survey
closed
today,
so
we
are
still
reviewing
information.
We
wanted
to
give
you
a
little
bit
of
early
feedback
on
what
we've
heard.
One
of
those
things
was
an
interest
in
better
understanding
how
the
budget
impacts
day-to-day
life,
and
you
know
it's
a
little
bit
of
a
challenge
sometime
with
the
breadth
and
the
complexity
of
the
budget,
to
make
that
connection,
but
that's
something
that
we
heard.
B
A
Okay,
seeing
none
we'll
roll
on
to
the
next
section
section
of
the
presentation,
so
the
next
few
slides
we're
going
to
be
talking
about
the
general
fund
budget
and
we're
going
to
be
talking
about
what
we
call
the
baseline
budget.
And
essentially
this
is
the
revenues
that
we
currently
have
without
any
fee
increases
or
tax
rate
increases,
or
anything
like
that.
So
it's
what
we
would
call
natural
what
we
expect
in
terms
of
natural
revenue
growth
for
next
year
and
on
the
expense
side.
A
So
beth
you
can
move
on
to
the
next
slide
so
on
the
general
fund
revenue
side-
and
I
think
we've
had
this
donut
chart
in
our
previous
two
presentations
as
well.
So
we
just
want
to
remind
folks
kind
of
to
start
with
before
we
get
into
some
of
the
numbers
that
the
overall
size
of
the
general
fund
budget
is
about
135
million
dollars
and
the
property
taxes
and
sales
taxes.
A
By
far
and
away
make
up
the
biggest
chunk
of
our
revenues
in
the
general
fund
together,
those
two
revenue
sources
make
up
about
75
percent
of
our
overall
general
fund
revenue
source.
So
we
really
want
to
focus
on
those
two
revenues
as
we
go
through
the
next
few
slides
and
kind
of
begin
to
give
you
all
a
forecast,
if
you
will
for
next
year
in
terms
of
where
we're
headed
on
the
revenue
side.
A
A
Property
taxes
and
just
kind
of
again
baseline
general
fund
growth
with
property
taxes.
You
only
remember
from
the
first
work
session
we
talked
about
how
tax-based
growth
in
the
current
year
has
exceeded
estimates,
and
so
we're
doing
better
than
we
had
anticipated
on
the
property
tax
side
in
this
current
year.
A
As
you
all
know,
we
talked
a
little
bit
about
that
at
the
first
work
session
and
we'll
be
actually
presenting
that
revenue
neutral
tax
rate
in
may,
when
we
present
the
city
manager's
proposed
budget.
So,
given
those
assumptions
right
now
we're
looking
at
an
estimated
growth
in
our
property
tax
revenue
of
about
3.2
million
dollars,.
A
A
We've
now
got
seven
months
of
sales
tax
revenue
so
far
this
fiscal
year
and
our
revenues
are
up
about
8.4
compared
to
where
it
was
last
year
and
and
that's
much
better
than
we
had
anticipated.
We
had
thought
given
the
pandemic
and
the
economic
conditions
that
we
would
actually
have
be
seen
seeing
a
sales
tax
revenue
decline
this
fiscal
year.
So
the
fact
that
it's
up
by
8.4
is
very
surprising
and
very
positive.
A
So
next
slide
beth.
So,
to
kind
of
bring
that
all
together
so
again
on
the
rev
on
the
property
tax
side,
we're
assuming
a
revenue
neutral
tax
rate
would
be
adopted
by
city
council,
we're
looking
at
sales
tax
growth
of
about
five
percent,
we're
when
we
look
at
our
other
general
fund
revenues
at
this
point,
we're
projecting
those
to
continue
on
at
kind
of
the
levels
they've
been
the
last
few
years.
A
C
A
I
don't
think
anybody
would
have
forecasted
that
so
we're
very
pleased
that
we've
had
better
than
expected
growth
and
then
hopefully
we'll
see
that
continue,
but
beth
you
want
to
go
to
the
next
slide,
it's
kind
of
a
graphical
representation.
You
know
it
wouldn't
be
a
budget
presentation
if
we
didn't
have
at
least
one
slide.
That's
that's
filled
with
numbers,
and
I
know
there
are
a
lot
of
numbers
on
this
page,
but
essentially
again.
A
Thanks
to
continued
positive
trends
in
our
healthcare
and
healthcare
claims
data,
we
believe
we
can
keep
the
employer
contribution
to
the
healthcare
fund
flat
next
year
and
even
though
there
are
some
increases
and
we'll
show
you,
some
of
the
inflationary
increases
in
departmental
budgets
over
the
next
few
slides.
We
think
that
overall
departmental
operating
budgets
for
things
like
materials
supplies
training,
those
kinds
of
things
can
be
kept
at
the
level
that
they're
at
this
year.
A
So,
as
I
mentioned,
we
are
looking
at
some
cost
increases
next
year
to
the
budget.
The
first
of
those-
and
this
slide
shows
some
of
the
things
we're
looking
at
on
the
personnel
side
of
the
budget
and,
in
particular,
I'd
like
to
highlight
those
first
two
items
on
this
list.
As
you
all
may
remember,
to
help
balance
this
year's
budget,
we
froze
a
certain
number
of
positions
in
the
general
fund
for
six
months
of
this
fiscal
year.
A
Some
of
the
other
items
on
this
page
just
to
run
through
those
quickly.
We
are
planning
to
complete
and
open
a
new
fire
station
in
2022,
and
as
a
result
of
that,
we
will
need
to
go
ahead
and
hire
additional
staff
part
way
through
next
fiscal
year
to
begin
to
be
ready
to
operate
that
station,
and
so
we
have
money
that
will
build
into
the
budget.
For
that.
A
We
also
received
a
couple
years
ago
a
grant
to
add
some
additional
firefighters
and
over
time
the
the
grant
amount
goes
down
and
the
city's
contribution
and
support
of
those
firefighters
costs
goes
up
and
so
we're
seeing
an
additional
we're
seeing
that
continue
next
year,
which
will
add
some
additional
cost
to
the
budget.
And
then
we
also
had
some
staffing
that
we
added
this
fiscal
year
for
the
recently
completed
brad
tip
project
to
maintain
that
infrastructure,
and
we
budgeted
it
just
for
six
months
this
fiscal
year.
A
A
We
also
have
some
additional
cost
increases
related
to
our
security
guards
here
at
city
hall
and
to
our
our
new
public
safety
time
and
then
finally,
on
the
next
slide,
just
a
few
more
things
to
kind
of
finish
off
this
part
of
the
discussion,
we
expanded
our
homeless
outreach
in
the
current
year.
It
was
a
program
that
was
funded
for
about
six
months
and
so
to
continue
that
program
and
fully
fund
it
next
year
would
require
an
additional
sixty
thousand
dollars.
A
A
Things
that
we're
looking
at
as
cost
increases
on
the
expense
side
in
the
general
fund,
and
so
where
that
kind
of
leaves
us
and
we
have
a
tally,
that's
all
out
yet
because
these
aren't
all
of
them.
These
are
just
some
examples
and
we're
also
still
working
to
finalize
numbers
in
a
number
of
places,
but
we
do
believe
and
beth
you
can
go
into
the
next
slide.
A
B
A
B
A
A
kind
of
a
reminder,
as
you
all
finished
up
your
retreat
last
week
and
talked
about
your
priorities
for
the
upcoming
year.
We
want
to
remind
folks
of
the
strategies
and
priorities
that
you
all
have
identified
over
the
last
few
years
and
the
fact
that
we
have
there
has
been
funding
put
into
the
budget
over
the
last
few
years
to
to
address
some
of
these
strategies.
And
so
within
that
baseline
budget
that
I
talked
about.
There's
already
dollars
some
dollars
being
expended
to
help
meet
these
strategies
and
goals
of
city
council
and
then.
C
A
A
F
F
You
may
not
be
able
to
answer
this
right
now,
but
I
would
like
you
know
to
look
at
that,
and
then
you
mentioned
the
reduced
grant
funding
for
the
fire
department.
Can
you
remind
me
what
those
programs
are
and
provide
some
analysis
as
to
whether
we
should
continue
those
programs
or
what
kind
of
obligations
we
have
relative
to
previously
funded
previously
programs
that
have
been
previously
funded
by
grants
and
kind
of
give
me
a
sense
of
you
know
where
we,
where
we
stand?
F
A
A
D
D
A
A
B
Tony,
I
think
that's
exactly
right.
It
is
based
on
our
current
compensation
and
that
number
represents
the
hiring
staff,
not
a
full-year
cost,
but
what
it
would
cost
for
additional
recruits
in
the
training
for
a
certain
period
of
the
year.
So
that's
not.
That
is
not
what
it's
going
to
cost
to
operate
that
station
from
a
staffing
perspective.
You
know
on
an
annual
basis.
It
will
be
higher
than
that.
D
So
I
get
the
partial
year
fund.
It
would
help
me
to
understand
if
we're
looking
at
the
comp
study,
what
that
full
number
would
be,
maybe
whether
it's
a
scale
or
something
like
that
from
where
we
are
now
to
where
we
might
be,
and
then
the
other
question
I
had
was.
I
know
we
have
a
new
contract
for
our
body-worn
cameras
and
I
remember
the
first
two
years
being
significantly
lower
than
the
next
few,
and
so
I
was
curious
if
what
maintenance
was
included
in
that.
C
A
A
A
So,
but
in
order
for
them
to
be
staffed
and
ready
to
open
their,
their
recruits
go
through
about
six
months
of
training,
and
so
they
have
to
hire
them
well
before
the
station
opens
in
order
to
get
them
through
the
academy
and
get
them
out
on
the
trucks
in
order
to
be
ready.
And
so
that's
that's.
What
the
cost
is
next
year
is
to
hire
additional
staff
when
they
do
hiring
in
the
fall
and
have
those
folks
ready
when
the
station
does
open.
D
And
then
I
have
one
more
question:
while
we're
on
this
slide
in
2017,
we
added
additional
positions
to
the
asheville
police
department
and
we
have
a
significant
number
of
openings
right
now.
So
I
know
that
pay
rates-
and
you
know
benefits-
would
have
changed.
It
would
help
in
my
understanding,
when
we're
talking
about
investing
in
long-term
safety
strategies,
what
that
additional
number
would
cost
now
it
stays
dollars,
and
that's
all
I
have
for
today.
I
B
B
We
know
the
direct
allocation
is
about
26
million
dollars.
We
also
do
know
that
we're
likely
to
get
some
additional
resources
through
housing
and
urban
development
and
also
to
support
transit,
but
the
the
26
million
is
going
to
be
provided
in
two
payments,
one
60
days
from
when
the
law
was
signed,
which
should
be
pretty
soon
and
then
the
second
half
one
year
later
and
their
current
deadline
to
spend
all
of
those
resources
is
the
end
of
the
year
2024..
B
B
A
few
specifics
are
listed
there.
I
know
this
list
is
not
intended
to
be
exhaustive,
but
just
examples
of
groups
and
industries
that
could
be
helped.
The
second
one
providing
premium
pay
to
essential
employees
or
grants
to
their
employers,
providing
governments,
services
affected
by
revenue
reduction.
So
essentially
that's
replacing
lost
revenue,
which
I
think,
as
we
mentioned
earlier,
an
earlier
work
session
probably
will
be
impactful,
especially
in
some
of
our
enterprise
funds
and
then,
lastly,
making
investments
in
water,
sewer
and
broadband
infrastructure
next
slide.
A
B
Of
those
is
the
government
finance
officers
association,
the
gfoa
provides
best
practices
for
financial
management
in
public
agencies
and,
as
you
would
expect
from
a
group
with
that
focus,
their
recommendations
were
really
around
how
the
funding
should
be
managed
so
going
through
these
really
quickly.
You
know
they
suggested
prioritizing
non-recurring
expenses.
B
You
know
this
is
temporary
funding.
So
looking
at
one-time
expenditures,
you
know
which
potentially
means
it
can
be
a
good
option
for
infrastructure
capital
expenses
spreading
over
the
qualifying
period.
That's
really
about
just
making
sure
that
you
know
it's
a
little
bit
easier
to
manage
we're,
not
spending
it
in
big
chunks
but
kind
of
trying
to
stretch
it
out
over
that
through
the
end
of
2024.
B
B
So
next
slide-
and
this
is
some
some
guidance
from
a
different
organization-
the
the
national
league
of
cities,
which
is
a
federal
level
advocacy
on
behalf
of
local
governments.
And
this
one
is
a
little
bit
more
focused
around.
I
think
the
strategy
of
how
to
prioritize
how
you
use
the
the
arpa
funding,
the
first
one,
I
think,
is
really
just
making
sure
that
we're
looking
both
internally
and
externally,
to
see
where
we
we
might
spend
the
resources
gathering
your
team
is
just
identifying.
B
You
know
who's
going
to
help
lead
the
efforts
for
those
of
you
that
may
have
been
around
for
the
american.
Let's
see
if
I
get
this
right,
american
reinvestment
and
recovery
act
that
was
passed
after
the
the
great
recession.
At
that
time
it
was
really
popular
to
have
czars
there
were
you
know,
people
in
charge
were
called
the
czar
of
whatever
it
was.
B
So
you
know
we
had
our
rsr
in
asheville,
but
I
think
this
this
time
around
it'll,
be
a
team
of
folks
dedicated
to
helping
manage
all
this
building
connections
again
is
is
about
making
sure
we're
utilizing
partners,
especially
other
other
organizations
that
are
receiving
funding
soliciting
input.
You
know
including
opportunities
for
community-sourced
ideas
and
then
making
racial
equity.
B
So
we've
used
those
two,
those
two
things
and
a
lot
of
other
information
we've
gathered
to
kind
of
build.
You
can
go
on
to
the
next
slide,
some
guiding
principles
for
asheville
and
there's
going
to
be
a
little
bit
of
rehashing
here.
But
so
we've
come
up
with
these
six,
the
first
one
aligning
with
existing
established
priorities,
including
homelessness,
public
safety,
advancing
racial
equity
and
sustainability.
B
C
E
You
know
the
this
it's
kind
of
vague,
but
I
think
that's
what
we
got
right.
I
mean
so
we're
we're
we're
just
working
with
what
we've
what
we've
got
so
these
principles
make
sense.
I
mean
I
think
it's
basically
saying
you
know,
don't
radically
stray
from
your
course.
You
know
this
isn't
the
time
to
do
that,
but
to
double
down
on
on
your
priorities
where
the
federal
funding
fits.
C
And
so
yeah
we
looked
at
a
number
of
other.
Can
you
go
back
a
couple
of
slides
from
these
organizations
who
are
kind
of
giving
us
guidance
based
on
their
professional
perspective,
and
we
took
some
of
that
guidance
and
said,
okay
for
asheville?
We
think
these
are
the
most
important
ones
for
us
to
to
look
at
as
we
have
these
conversations
with
with
you
all
about
how
we
should
spend
our
our
resources
that
will
be
allocated
to
us
from
this
initiative.
F
The
only
I
think
this
is
a
good
good
list.
The
only
thing
I
would
say
is,
I
would
probably
add,
to
focus
on
partnerships.
Both
I
mean
you
know
county.
Certainly,
the
mpo
comes
to
mind
the
new,
the
the
new
youth
network.
To
really-
and
I
think
someone
else
I
you
know,
whoever
those
other
groups
that
you
looked
at
you
know
suggested
that,
and
I
would
just
say
I
I
would
add
it
to
asheville's
guiding
principles.
F
D
Yeah,
that's
that's
kind
of
in
in
line
with
my
thinking,
but
I
was
also
surprised
to
hear
that
we
might
consider
this
as
staying
the
course
because
business
as
usual
is
how
we
got
in
so
many
of
these
disparities
that
created
crises
and
so
many
deeper
inequities.
So
I
wonder
if,
instead
of
using
an
equity
lens,
we
might
invite
accountability
for
equitable
outcomes
and
that
would
go
in
hand
with
partnerships,
because
we
don't
have
to
go
this
recovery
alone.
E
Well,
not
you
know
when
I
say
stay
the
course
I
mean
we
just
had
a
retreat
where
we
talked
about
focusing
these
dollars
on
those
experiencing
homelessness.
We,
you
know
we
mentioned
transit.
We
mentioned
several
things
so
when
I
say
stay
the
course,
I'm
talking
about
the
course
we
just
set
last
week,
not
not
like
20
years
ago
course,
so
I'm
very
eager
to
see
us
leverage
partnerships
with
these
funds.
E
E
I
believe
that
they
said
some
will
house
up
to
45,
have
up
to
45
units,
so
there's
some
incredible
opportunities
here
to
partner
with
those
in
the
community
serving
those
most
need
and
those
most
affected
by
this
pandemic.
So
you
know
we're
not
spelling
that
out
specifically
here,
I
know
we're
keeping
this
kind
of
broad,
but
but
for
me
those
are
going
to
be
some
priorities,
some
opportunities
to
look
to
look-
and
I
think
you
know
that's
in
keeping
with
where
we've
been
headed
and
what
what
we've
determined
our
priorities.
E
G
For
that
clarity,
thank
you
for
mentioning
the
the
expanded
emergency
shelter
vision
by
helpmate.
We
were
talking
about
focusing
on
measurable
impacts.
I
think
that
that
gives
us
a
double
impact.
Not
only
does
it
stay
off
homelessness
for
women
and
children,
but
it
also
in
fact
impacts
childhood
poverty
and
hunger
as
well.
C
And
I
think
that
that
can
fit
very
easily
with
investing
in
resiliency,
which
is
about
neighborhood
stability
and
stabilizing.
Your
example
was
from
a
homeownership
perspective.
It
could
be
a
line
with
a
number
of
these
considering
the
long
term
so
yeah.
I
appreciate
those
those
comments,
miss
whistler,
your
your
hand,
is
still
raised.
I
didn't
know
if
you
had
another
question
or
okay.
Thank
you
appreciate
that.
E
Deborah,
I
know
you
have
your
weekly
meeting
with
the
county
manager,
and
so
I'm
I'm,
I
know
you'll
coordinate
all
of
this,
but
sandra's
comment
made
me
think
of
something
I
was
talking
to
the
chair
of
the
county
commission,
and
he
mentioned
they
have
seven
million
dollars.
I
believe,
is
how
much
he
said
in
terms
of
housing
assistance
so
be
interested
to
see.
You
know
how
much
funding
we
get
for
certain
things
versus
how
much
funding
they
get
for
certain
things
and
how
you
know
not
to
you
know.
E
I
know
that's
not
a
service
we
normally
provide,
but
if
we
could
make
sure
someone's
doing
it
and
just
in
our
coordinated
efforts
or
if
we
need
to
provide
rec
center
space-
or
you
know,
I
don't
know
to
be
able
to
do
that-
that
that
would
seem
important,
because
I
think
there
you
know,
there's
a
chance.
People
out
there
might
not
fully
be
realizing
the
benefits
they
can
receive
this
year.
C
Make
an
important
point
mayor
in
terms
of
maybe
adding
another
principle
of
you
know
coordinated
information
sharing.
I
think
a
principle
ought
to
be
that
we
should
share
as
much
information
not
only
with
municipalities
like
buncombe,
county
and
communities
within
buncombe
county,
but
also
with
individuals,
and
I
think,
as
taylor
moves
on
he's
going
to
get
to
kind
of
an
ask
for
us
to
act.
C
C
G
C
E
One
of
the
things
I
will
say
about
this
relief
act,
which
is
sort
of
interesting,
is
that
it's
also
supposed
to
be
a
job
creator.
So
if
there
are
opportunities
for
us
to
again
leverage
partnerships
like
I
don't
know
with
on
track
or
something
and
absolutely
I'm
probably
going
to
call
you
like
right
now,
but
but
you
know,
if
it's
a
matter
of
us
taking
some
funding
from
this
to
to
get
a
group
like
on
track
to
provide
this
service
and
community.
E
C
Absolutely
right
we
can
think
about,
and
I
just
don't
want
to
just
throw
stuff
at
the
guiding
principles.
You
know
just
for
a
long
list,
but
I,
but
I
do
think
that
if
these
things
are
important,
we
need
to
think
about
it.
I
certainly
think
creating
jobs
and
having
an
economic
impact
is,
is
very
important
and
not
just
an
economic
impact,
but
an
impact
that
adds
to
resiliency
that
adds
to
the
equity
lens,
for
example,
hiring
minority
and
women-owned
businesses.
Those
kinds
of
impacts
is
what
I
meant
miss
ronnie,
so.
D
Thank
you
so,
during
the
retreat,
we
didn't
have
a
lot
of
time
to
dig
into
it
and
I
know
we're
not
going
to
get
into
the
weeds
necessarily
today,
because
we're
going
to
take
time
to
do
this
right,
but
I
had
hoped
that
we
could
peel
a
layer
of
the
onion
back.
Is
this
the
right
time
to
do
it,
or
is
there
a
time
further
on
the
presentation
for
some
more
details.
D
D
So
my
suggestion
is,
we
might
consider
looking
at
setting
aside
so
that
we
make
time
instead
of
creating
urgency
throughout
this
process,
make
time
to
consider
setting
aside
a
percentage
of
funds
for
targeted
participatory
budgeting
and
reparations,
if
that's
possible
and
can
fall
into
the
scope
of
this
work.
So
we
don't
fall
into
the
trap
of
urgency
later
and
make
time
to
listen
and
respond
in
a
meaningful
way.
D
I
This
is
sage
no
question
I
have
is,
maybe
if
there's
anybody
could
elaborate
on
what
they
what
we
think
resilience
might
be.
I
mean
it's
broad
term,
but
when
I
thought
about
it
in
our
retreat,
I
was
thinking
about.
If
another
pandemic
hit,
would
we
be
ready,
so
the
resilience
of
keeping
people
in
their
houses
and
stuff
that
we've
talked
about
so
far
great
love,
it
all
good,
but
is
there
a
component
here
of
steadying
the
ship
if
it
happens
again
or
any
of
that,
I'm
just
curious.
B
B
That's
one
of
the
things
that
you
know.
We
certainly
have
a
lot
of
work
to
do
to
figure
out.
I
think
we
have
some
some
things
that
we've
identified
already,
but
again
we
want
to
kind
of
bring
a
lot
of
that
and
and
crowd
source
some
of
those
ideas
as
well
to
make
sure
that
we're
you
know
we're
not
just
charging
forward
with
an
idea
that
we
came
up
with,
but
that
it's
something
that's
been
vetted
and
and
that.
C
C
You
know
what
the
community's
needs
were.
So,
for
example,
and
ms
ronnie
talks
about
this
a
lot
access
to
food,
you
know
we
had
to
figure
out,
you
know:
do
we
change
regulations
in
order
to
have
food
trucks
deliver
food
or
do
we?
You
know
there
are
a
lot
of
things
that
I
think
as
a
result
of
trying
to
build
these
resilient
communities
that
we
learned
how
to
better
utilize
our
public
spaces.
C
I
mean
there
are
just
a
number
of
things
that
I
think
is
related
to
resiliency.
It's
not
just
about
climate
resiliency,
it's
about.
How
do
we
build
communities
in
a
way
that
provides
access
to
services
that,
when
these
kinds
of
emergency
situations
present
themselves
that
we
are
better
equipped
with
existing
infrastructure?
C
I
Right
ben,
thank
you
well
said,
because
sometimes
I
just
think
you
know.
If
we're
to
happen
again,
are
we
gonna?
You
know?
Is
this
task
list
ready
hit
the
go
button
we're
here
to
solve
and
help
the
only
thing
that
is
missing
for
me
on
this
list?
I
appreciate
another
partnership,
but
perhaps
a
goal
or
principle
around
ongoing
engagement
or
education
of
community,
or
it's
the
only
thing
I
don't
really
see
here.
I
think
these
are
great.
F
So
I
just
probably
have
more
of
a
process
question
what
what
are
we
envisioning
as
to
the
guidance
I
mean?
Is
it
going
to
get
any
more
in-depth
than
what
we
know
right
now
or-
and
I
guess
I'd
like
to
understand
sort
of
the
ramifications
of
what,
if
we
screw
it
up,
I
mean
you
know
it's
like
our.
You
know
if
we
spend
it
on
something
wrong,
which
I
know
brad
will
be
all
over
it
or
whoever
will
be
all
over
it.
F
F
You
know
people
are
going
to
be
lining
up
on
this,
and
so
I
I
just
would
really
like
to
you
know
sort
of
as
we
progress
sort
of
see,
what's
the
guidance
and
how
are
we
making
sure
that
we're
communicating
that
out
into
the
community
so
that
you
know
all
the
people
that
do
get
lined
up?
They
can
at
least
figure
out
whether
they
should
be
in
line
or
not.
C
E
A
Piggyback
on
that,
I
think
what
what
the
mayor
said,
what
deborah
says
is
correct,
and
obviously
this
is
is
new.
It's
a
different
type
of
stimulus
package
than
we've
had
in
the
past,
so
I
think
we
are
expecting
those
guidelines
to
be
a
little
less
strenuous
and
a
little
less
rigorous
than
perhaps
they
have
been
in
the
past.
I
think
really.
A
A
I
do
think
that
the
areas
where
we
might
see
kind
of
stricter
guidelines
will
probably
be
around
how
we
can
use
the
revenue
to
offset
lost
revenue
from
the
past,
and
I
have
seen
a
few
things
already
that
do
indicate
that
there
are
going
to
be
some
fairly
prescriptive
and
fairly
strict
guidelines
around
how
they
define
lost
revenue.
And
so
there
may
some
of
the
opportunities
in
that
area
may
not
be.
I
Well,
tony
actually
just
answered
one
of
my
questions
because
I
I
knew
we
had
been
talking
about
kind
of
replacing
lost
revenues
and
I
get
a
little
nervous
when
we
keep
saying
26
and
I
think
we
don't
have
as
much
to
work
with
here,
because
it's
do.
We
know
any
of
the
things
we're
going
to
need
to
catch
up
any
kind
of
price
tag
around
that.
I
know
that
we're
talking
about
the
young
buses,
maybe
or
just
general
funding
that
we
had
to
put
out
that
wasn't
planned.
A
Yeah,
we
don't
have
a
number
yet
and
I
think
a
lot
of
what
we
talked
about
a
lot
of
what
we
look
at
was
related
to
the
enterprise
funds,
and
we
talked
about
the
last
four
sessions:
the
civic
center
parking
transit.
We
would
look
to
those
in
the
general
plan
again
we're
really
going
to
have
to
await
the
guidance
there.
Some
of
the.
B
A
C
A
Not
have
some
opportunities,
for
example,
to
claim
lost
sales
tax
revenue
because,
even
though
we
still
sex
revenue
was
down
pretty
significantly
the
last
three
months
of
last
fiscal
year
march
april
may,
a
year
ago,
for
the
year
we
were
actually
up
in
sales
tax
revenue.
So
we
we
may
not
have
an
ability
to
claim
lawsuits
but
again
a
lot
more
guidance
and
we'll
be
looking
to
the
to
the
rules
around
that
to
tell
us
what
we
can
and
can't
claim.
I
C
H
Yeah
I
I
apologize.
I
don't
know
the
answer
to
councilman
councilwoman
mosley's
question.
I
did
want
to
refer
back,
I
think,
to
council
member
whistler's
question
around
the
accountability
for
the
funding.
I
think
when
we
talked
about
there
being
very,
very
little
guidance
and
they're
being
very
little
said
at
this
point.
I
want
to
point
out
that
you
know
there
are
several
different
sources
of
funding
that
we're
getting
through
different
pipes.
H
For
example,
the
transit
money
is
coming
through
fta
and
we
know
in
that
case
there
will
be
the
same
guidance
that
we've
had
through
the
cares
act,
money
which
will
require
us
to
spend
the
money
first
and
be
reimbursed.
So
it
depends
on
how
the
money
is
coming
to
us
from
the
american
rescue
plan
program
as
to
the
level
of
accountability
and
we're
tracking.
All
of
that
to
make
sure
that
we
meet
the
level
of
accountability
from
each
of
those
pots
of
funding.
H
C
A
Yeah
we
we're
definitely
checking
into
that
and
just
quickly
to
follow
up
on
council
member
mosley's
question.
One
thing
we
will
have
to
keep
in
mind:
there
may
be
certain
approved
uses
that
the
federal
treasury
treasury
allows,
but
they
will
also
have
to
continue
to
operate
within
the
authority
that
we're
granted
by
the
state.
So
maybe
some
things
that
the
treasury
outlines
as
allowed
uses
that
the
state
of
north
carolina
does
not
allow
local
governments
to
do,
and
I
think
the
best
example
of
that
right
now
is
the
broadband
yeah.
G
Okay,
that
prompts
a
question
for
me.
Okay,
because
I
did
read
on
april,
the
department
of
treasury
put
out
a
statement
saying
that
the
funds
can
be
used
to
replace
lost
revenue
to
re,
prevent
the
cut
of
government
services.
But
then
it
explicitly
said
that
you
can
make
investments
in
infrastructure
around
sewer,
water
and
broadband.
G
C
Vice
mayor
I
have
been,
I
have
been
really
trying
to
find
that
answer
out
and
because
I
I'm
so
with
you
on
this
one,
I
am
hoping
that
we
can
utilize
this
funding
to
address
that
issue.
But
we
we
haven't
gotten
confirmation,
but
it's
definitely
on
our
radar.
It
is
definitely
one
of
those
that
we
want
to
see.
If
we
can,
we
can
utilize
this
funding,
for
because
it's
loss
of
revenue.
G
Yeah
because
I
think
an
early
conversation
we
had
around
water,
the
state
government
kind
of
cut
us
off
at
that
possibility.
So
when
we're
talking
about
approved,
uses
from
the
federal
government,
that's
kind
of
built
by
the
state,
I'm
kind
of
wondering,
if
that
opportunity
to
save
people
from
a
water
rate
increase,
is
still
a
possibility.
It'll
be
a
blessing
yeah.
I
agree
with
you
wholeheartedly.
D
I
just
want
to
add
one
more
thing.
This
is
kim.
I
think
it's
really
important
for
us
to
be
careful
and
I'm
I'm
going
to
try
really
hard
for
myself
to
not
forget
that
we
are
still
in
the
pandemic
that
people
are
still
sick
and
suffering
and
even
losing
their
lives
and
their
loved
ones
through
this
pandemic.
So
that's
just
something.
That's
like
really
heavy.
On
my
mind,
I
just
wanted
to
name.
B
If
we
could
go
on
to
the
next
slide,
I
think
some
of
this
will
be
a
little
bit
relevant
or
again,
maybe
a
little
bit
of
a
repeat
so
yeah.
Looking
at
next
steps
with
the
rescue
plan,
you
know
we're
still
awaiting
that
guidance,
and
you
know
we're
hoping
that
that's
going
to
give
us
provide
those
limitations
that
framework
so
that
we
know
kind
of
what
the
what
we
can
and
can't
do
with
this
funding.
As
mentioned,
you
know
we're
definitely
going
to
need
some
additional
staff
resources.
B
B
As
the
gfoa
recommended
and
make
sure
that
we
do
have
that
plan
before
we
before
we
start
spending-
and
I
think
the
next
slide
is
a
question
slide.
If
anyone
has
any
more
questions,
we'll
stop
for
a
minute,
but
otherwise
we'll
kind
of
transition
and
I'll
give
a
very
quick
overview
of
our
capital
improvement
program.
B
And
seeing
nine
we'll
move
on
to
the
next
next
slide,
so
yeah,
so
we're
just
gonna
kind
of
again
quick
overview
of
what
type
of
spending
we
include
in
our
capital
plans
and
history
on
capital
and
how
we're
prioritizing
projects
in
the
current
current
process
so
kind
of
really
high
level.
What
is
a
capital
asset?
It's
land,
it's
buildings
and
improvements
to
buildings,
roofs,
hvac
systems,
things
like
that.
B
It's
infrastructure,
and
that
includes
infrastructure.
You
know,
networks
that
you
can
see
like
streets
and
sidewalks
and
those
that
you
can't
like
water
and
storm
water
and
then
finally,
equipment
and
machinery,
and
that
could
be
anything
from
computers
to
public
safety
radios
to
vehicles,
so
that's
kind
of
what
what
we're?
What
we're
spending
our
money
on
in
the
capital
program
next
slide,
so
why
we
separate
that
from
our
from
our
operating
spending.
B
B
B
The
longer
time
horizon
is
those
things
also
frequently
take
a
long
time
to
kind
of
develop
when
you
start
from
planning
to
design
through
construction,
it's
a
it's
a
longer
time
horizon
and
their
use
typically
is
over
a
longer
time
horizon
as
well,
and
then.
Lastly,
unlike
operating,
we
use
primarily
utilized
debt
to
fund
our
capital
and
again
that
gets
back
to
the
the
cost
and
the
the
time
horizon
of
the
use
of
those
assets.
B
So
that
was
really
quick
but
any
kind
of
high-level
questions.
Before
I
go
on
this
yeah,
you
can
go
ahead
to
the
next
slide,
so
this
is
a
sort
of
a
historic
and
a
little
bit
of
projected
capital
spending.
This
information
is
a
little
bit
dated,
but
the
intent
here
is
to
kind
of
show
that
we
have
done
a
really
good
job
of
increasing
our
capital
spending
in
the
last
several
years
that
started
with
property
tax
that
was
dedicated
to
capital
and
fy14.
B
I
think
this
hopefully
reflects
that
that
truth
moving
on
to
the
next
slide
and
then
looking
at
kind
of
how
how
we're
prioritizing
our
and
planning
for
our
future
investments
looking
into
the
future,
we've
identified
significant
needs,
and
I
think
those
of
you
that
maybe
have
been
on
council
for
a
little
while
may
remember
a
300
million
dollar
number
from
several
years
ago,
or
a
600
million
million
dollar
number.
You
know
as
time
goes
on.
B
We
continue
to
identify
more
projects
and
that
number
just
continues
to
get
bigger
and
bigger,
and
you
know
what
we
are
trying
to
do
with
our
process
is
you
know?
We
know
that
we're
unlikely
to
ever
have
700
million
dollars
to
spend
to
address
all
of
these
needs.
So
it's
really
about
trying
to
prioritize.
You
know
some
tough
decisions
and
and
what
projects
do
and
don't
get
funded.
B
So
what
we're
working
working
through
is
trying
to
develop
a
really
clear
decision-making
criteria
in
part
so
that
we
can
better
communicate
how
decisions
are
made.
We
have
a
lot
of
technical
information,
be
that
pavement
condition
or
facility
maintenance
needs,
and
we
want
to
show
how
we've
combined
that
information
with
some
community
needs
and
I'll
use,
parks,
parks
and
recreation
actually
has
a
really
great
tool
that
they've
developed
an
assessment
that
includes
some
service
area
data
like
percentage
youth,
population
density,
household
income,
racial
makeup,
and
they
kind
of
combine
that
with
some.
B
Some
of
that
other
technical
information
condition,
assessment
of
assets
and
past
capital
spending,
and
they
bring
all
that
together
to
kind
of
to
decide
on
where
they're
going
to
make
their
capital
investments,
and
we
really
want
to
create
a
similar
structure.
To
that.
You
know
across
all
of
our
our
entire
capital
program
and
we've
been
having
those
conversations
through
this
year's
budget
process,
and
they
will
likely
continue
on
past
this
year's
budget
process.
Another
thing
we're
trying
to
do
is
extend
our
planning
horizon.
You
know
we.
B
B
A
A
We
also
talked
about
the
general
fund
and
kind
of
a
snapshot
or
projection
if
you
will,
where
we
think
we're
going
to
be
next
year
in
terms
of
revenue,
growth
and
some
of
the
cost
increases
that
we're
looking
at
for
next
year's
budget
talked
about
the
ar
pa
program.
The
rescue
plan
a
lot
of
discussion,
obviously
around
that
and
a
lot
more
information
to
come
that'll,
be
something
that's
high
on
the
agenda
and
something
we
continue
to
talk
to
you
all
about.
A
A
Those
start
a
week
from
today
as
well
on
april
20th.
So
we
have
three
sessions
on
april,
20th,
22nd
and
23rd.
So
hopefully
a
lot
of
folks
will
come
out
and
participate
in
those,
and
I
think
that
is
it
so
happy
to
answer
any
questions.
Any
additional
questions
you
all
may
have-
and
thank
you
all
for
your
time
this
afternoon.
Thank
you,
taylor
for
tag
teaming
this
one
with.
D
I've
seen
a
lot
of
budget
presentations.
Tony
well
done.
Thank
you
so
much,
and
I
would
like
to
just
name
that
I
don't
know
if
any
of
our
boards
and
commissions
have
seen
any
budget
presentation
whatsoever
if
we're
fielding
advice
from
our.
You
know
over
a
hundred
advisors,
but
this
feels
like
such
an
important
time
to
use
one
of
our
most
valuable
assets,
which
is
our
volunteers
that
advise
on
boards
and
commissions.
D
It's
a
fantastic
way
to
get
public
input,
and
I
am
a
little
bit
concerned
about
this
timeline,
because
we
will
still
have
the
budget
input
sessions.
But
then,
after
the
budget
input
session,
there's
such
a
small
window
where
changes
can
be
made.
So
if
we're
really
going
to
be
meaningfully
listening
to
people
about
what
equitable
distributions
of
funds
look
like
inequitable
outcomes
around
these
issues,
we
really
definitely
it
seemed
like.
We
were
missing
an
opportunity
to
engage.
E
Well,
I
think,
okay,
this
is
one
of
these,
just
a
process
issue
for
one
council,
member
to
direct
city
staff
to
do
something
we
get
into
a
problem
because
the
staff
needs
the
full
council
direction.
I
guess
what
I'm,
what
I'm
processing
in
my
mind,
kim
when
you
talk,
is
what
are
we
talking
about?
How
many
boards
and
commissions
how
many
staff
are
involved
in
the
presentations?
E
Is
it
just
like
tailored
to
that
board?
So
if
it's
transit,
it's
just
transit
related
expenses.
Is
it
you
know,
so
that
there's
a
lot
of
I'm
not
obviously
not
an
impossible
task
by
any
means
whatsoever?
I
it
just
I'm
it's
just
kind
of
not
clearly
defined
in
enough
that
I
could
say
what
it
is.
That's
on
the
table.
D
Liaison
to,
but
I
know
there
are
multiple
groups
that
are
requesting
to
have
presentations
urban
forestry
commission.
The
transit
committee
hasn't
been
meeting
regularly,
but
will
be
soon
meeting
so
I
imagine
they
might
have
some
input,
so
I
can't
speak
to
which
ones.
But
if
we
are
making
significant
changes,
which
in
this
case
regarding,
for
example,
capital
we're
not
making
significant
changes
this
year,
but
where
we
are
having
changes
or
where
we
have
core
city
services,
it
would
be
a
good
start.
E
You
know,
I
wonder
if
a
way
to
manage
it
is
to
invite
the
boards
and
commission
members
to
to
to
each
of
these
budget
work
sessions.
You
know
I
mean
they
can
be
sent
a
notice
and
so
that
they
don't
so
that
they're
on
their
calendar
and
if
they
wish
to
tune
in
to
one
of
one
or
all
of
them
they
can
and
then
we
can
put
out
a
request
to
solicit
feedback.
E
If
any,
I'm
just
trying
to
think
of
a
way
where
staff
isn't
having
to
make
these
presentations
over
and
over
again
or
the
the
other
confusing
thing
that
can
happen.
Is
they
get
a
different
presentation
than
we
did
and
then
we're
not
all
on
the
same
page
in
terms
of
discussing
it.
So
that's
just
some
thoughts
ahead,
but.
D
I
Yeah,
that's
kind
of
what
I
was
going
to
say
that
I
guess
the
boards
that
I
was
I'm
a
liaison
to
we
did
say
we
did
go
out
to
them
and
ask
you
know
what
is
your
what's
this
board's
recommendations
for
this
next
budget
cycle
in
this
next
year,
and
can
you
get
them
to
us
before
the
retreat
and
I
did
hear
some
of
those
from
the
couple
I'm
on
so
you
know
maybe
kim's
point
is
good.
We
could
come
back
circle
back
and
say
about
the
specific
thing:
do
you
have
any
input.
F
Yeah,
so
I
I
think
it's
it's
a
little
difficult
unless
you
know,
since
we
don't
really
have
a
proposed
budget
yet
exactly
you
know
what
is
it
the
boards
and
commissions
are
going
to
weigh
in
on
and
but
so
that's
sort
of
a
standard.
You
know
problem,
I
guess
you
know
I
mean
unless,
unless
tony
and
taylor
you
have
some,
you
know
for
various
for
for
various
departments.
You've
got
a
proposed
budget
that
you
know
probably
really
won't
change.
I
guess
it
puts
it's.
F
I'm
I'm
I'm
not
real
clear,
like
what
we
would
be
asking
the
boards
and
commissions
to
tell
us
other
than
spend
more
money
in
their
particular
area,
which
is
what
we're
going
to
hear.
I
mean
I
I'm
just
you
know
I.
I
don't
want
to
ask
a
question
that
we're
going
to
basically
say:
well,
that's
that's
great,
but
I
mean
it
just
seems
to
me
that
they
should
be
working
off
of
a
proposed
budget
to
give
feedback
as
opposed
to
just
or
or
get
involved
with
the
process.
C
I
I'm
just
remembering
from
previous
years
that
we
did
have
a
little
bit
of
presentations
at
some
boards
that
were
basically
what
we
did
today
and
maybe
you
know
it
can
be
sent
to
them.
But
we
did,
I
remember,
having
taylor
last
year
talking
about
this
and
how
general
fund
works
and
how
what
our
basic
revenues
are
and
what
our
largest
ones
are
kim.
D
E
Well,
this
is
what
it
looks
like
when
you
try
to
make
sausage
on
the
fly.
I
guess
I'm
just
trying
to
figure
out
if
we
what
what
since
we
don't
have
time
to
to
flesh
all
this
out
right
here,
what
what
we
can
do
to
try
to
consider
this
and
I'm
I'm,
I
don't
know
about
you
deborah,
but
I'm
seeing
some
messages
from
dawa.
So
I
wonder
if
city
staff
has
some
ideas
that
you
guys
could
put
your
heads
together
and
maybe
come
back
to
us
about
you
know.
E
Have
you
know
whatever
system
and
you
didn't
know
it,
and
you
didn't
even
talk
about
it
in
the
meeting,
so
I
I
just
I'm
wondering
if
we
can
give
staff
a
chance
to
take
a
look
at
how
to
make
sure
those
boards
that
want
to
weigh
in
on
the
budget
process
have
an
opportunity
to
do
that.
I
do
you
know
it's
always.
C
C
We
just
got
a
budget
adopted
in
september
for
this
fiscal
year
and
then
immediately
started
on
developing
a
new
budget.
So
I
would
suggest
to
you
that
we
certainly
maybe
have
not
done
everything
that
we
may
have
done
in
the
past
in
the
way
that
we've
done
it.
In
the
past,
we've
tried
to
supplement
with
community
input
sessions
continuing
with
the
reimagining,
but
we
will
definitely
go
back.
C
Take
a
look
at
what
we
can
do
for
some
type
of
dialogue
or
interaction
with
boards
and
commissions.
But
ironically,
and
you
all
can
can
say,
I'm
a
liar
or
not,
but
we
actually
have
this
staff
conversation
about
two
days
ago.
Is
how
do
we
engage
or
should
we
engage?
Do
we
have
enough
time
and
resources
to
engage
boys
and
commissions?
C
We
literally
had
that
conversation
about
two
budget
discussions
ago.
So
yeah
it
will
be
a
challenge.
I
will
be
honest
with
you,
but
we
will
try
to
provide
access.
It
leads
to
information,
if
not
formal,
you
know
staff
presentations
and
try
to
solicit
some
way
to
get
input,
but
we'll
come
back
with
more
detail
mayor.
I
C
A
C
Thank
you
all
for
your
attention.
We've
got
about
an
hour.
Well,
maybe
55
minutes
before
our
next
get
together.
So
thank
you
all.
I
know
these.
These
are
tough.
These
are
tough
days
when
we
have
to
have
so
many
meetings
back-to-back,
but
we
really
appreciate
your
attention
and
great
questions.
We
appreciate
it.