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From YouTube: City Council Budget Work Session – April 26, 2022
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A
Thumbs
up
got
the
thumbs
up
great
all
right.
Everyone
welcome
to
the
asheville
city
council's
budget
work
session
and
I'm
going
to
turn
it
over
to
the
city
manager,
deborah
campbell.
B
Thank
you
mayor,
and
I
just
want
to
say
thank
you
all
for
the
number
of
work
sessions
that
we
have
had,
and
the
kind
of
interaction
and
information
and
issues
that
would
have
been
raised
today
will
be
the
last
work
session
prior
to
the
manager's
recommended
budget,
which
will
occur
late
may
early
late
may
and
we're
going
to
provide
you
with
a
lot
of
information.
B
Give
you
some
examples
of
budget
requests
and
hopefully
portray
to
you
the
need,
both
in
terms
of
what
we
are
confronted
with
in
terms
of
budget
requests,
as
well
as
kind
of
the
revenue
that
we
have
to
to
meet
those
requests.
So
with
that,
I
will
turn
it
over
to
tony,
but
one
other
thing
on
the
capital
budget.
B
We
will
be
providing
you
with
a
little
bit
of
an
update
of
where
we
are
as
well
as
describe
some
projects
that
we
have
underway,
principally
related
to
some
of
the
sidewalk
improvements.
All
right,
tony.
C
Good
afternoon,
mayor
city,
council,
tony
mcdowell,
finance
director.
Thank
you
all
again
for
having
us
this
afternoon,
as
we
have
with
previous
budget
work
sessions.
You're
going
to
be
hearing
from
several
of
us
today
me
I'm
going
to
start
things
off.
You'll
also
hear
from
taylor
floyd
our
budget
manager,
as
well
as
jay
dundas,
our
capital
projects
director.
C
So
just
a
quick
overview
of
our
presentation
for
today
and
I'm
going
to
do
the
the
first
bullet
there,
I'm
going
to
kind
of
give
an
overview
of
the
budget
process
kind
of
where
we're
at
and
where
we're
headed
taylor's
going
to
spend
some
time
talking
about
some
of
the
key
investments
that
we
are
looking
at
as
potentially
bringing
you
all
as
part
of
the
manager's
recommended
budget
in
may.
C
Taylor's
also
going
to
give
a
brief
update
on
the
capital
improvement
plan,
talk
a
little
bit
about
the
memorial
stadium
project
funding
and
then
jay
dundas
is
going
to
talk
about
some
of
our
geo
bond
sidewalk
projects,
so,
as
always,
we'd
like
to
start
with
some
key
takeaways
from
the
presentation
today.
C
So,
as
I
mentioned,
we'll
be
bringing
you
all.
The
manager's
recommended
budget
in
about
a
month
and
the
recommendations
that
we
will
be
bringing
you
all
will
be
based
based
on
those
bullet
points
that
we've
outlined.
They
are
available
resources
and
I'll,
be
giving
you
all
an
update.
A
positive
update
today
on
our
available
resources
in
the
general
fund
and
some
additional
capacity
there,
we'll
also
be
talking
with
we'll,
be
bringing
you
recommendations
based
on
the
internal
work.
C
Of
course,
we
will
bring
be
bringing
you
all
a
budget
and
then
taylor's
going
to
go
in
depth
with
giving
you
all
a
preview
of
some
of
the
things
that
we're
looking
at
that
align
with
council's
priorities
and
we're
also
going
to
be
continuing
our
recommendations.
We'll
continue
the
information
and
utilize
the
information
that
was
gathered
in
previous
budget
cycles,
particularly
around
reimagining
public
safety
and
the
community,
outreach
that
we
did
last
year
during
the
budget
process.
C
C
Right
now
and
in
this
current
labor
market
to
be
a
competitive
employer
is
essential
for
service
delivery
and
paying
employees
at
a
competitive,
competitive
level
is
essential
for
recruitment
and
retention
and
then,
as
always,
third
bullet
is
a
reminder
that,
even
with
the
additional
available
resources
I'm
going
to
be
talking
about,
we
still
do
have
a
limited
capacity
to
do
a
lot
of
new
things,
including
in
the
area
of
capital
projects.
C
So,
as
always,
we
like
to
start
with
the
timeline
to
kind
of
identify
where
we've
been
where
we're
at
and
where
we're
headed
over
the
next
few
weeks,
so
we're
here
today
april
26th.
This
is
our
last
scheduled
budget
work
session
with
you
all
we'll
also
be
hanging
around
this
evening
to
talk
about
fees
and
charges
and
bring
those
forward
for
you.
C
All's
adoption
tonight
then
we'll
be
back
on
may
24th,
with
the
manager's
recommended
budget
public
hearing
would
occur
at
the
first
meeting
in
june
and
then
budget
adoption
is
scheduled
for
the
second
meeting
in
june.
C
So,
just
to
highlight
some
of
the
things
that
we've
covered
at
previous
work
sessions
and
at
the
council
retreat.
We
had
our
first
budget
work
session
on
february
22nd.
C
We
talked
to
you
all
at
that
point
about
our
financial
position
position
primarily
in
the
current
year,
and
that
we
were
having
positive
performance,
particularly
in
the
area
of
sales
taxes.
C
We
also
spent
a
great
deal
of
time
kind
of
diving
into
our
capital
improvement
program,
giving
an
overview
of
the
capital
planning
and
an
update
on
some
of
our
active
capital
projects.
C
We
also
gave
you
all
a
a
an
overview
of
the
comprehensive
facility
assessment
that
is
underway,
which
will
be
guiding
our
future
investments
in
capital
and
capital
improvements,
and
then,
at
our
april
12th
work
session.
A
couple
weeks
ago,
we
talked
to
you
all
about
how
the
lingering
impacts
of
the
pandemic
are
continuing
to
create
budget
challenges
for
us,
and
we
particularly
highlighted
those
challenges
in
the
areas
of
parking
and
transit.
C
We
also
gave
you
all
an
overview
and
kind
of
a
deep
dive
on
our
fund
balance.
Looked
at
some
trends
looked
at
some
comparisons
to
other
cities,
and
we
talk
to
you
all
about
our
personnel
budgeting
and
where
we,
where
we
think
we're
headed
this
year
with
salary
expenses.
C
So,
just
a
quick
update
on
the
numbers,
as
I
mentioned
at
the
beginning,
we
are
still
seeing
very
positive
revenue
results.
You
all
may
remember.
At
our
first
work
session,
we
were
looking
at
baseline
revenue,
growth
of
somewhere
in
the
neighborhood
of
five
and
a
half
to
six
and
a
half
million
for
next
year
in
our
general
fund,
as
we've
continued
to
analyze
numbers
over
the
last
few
months
and
get
an
additional
sales
tax
data.
C
The
good
news
is
on
the
expense
side.
When
we
came
to
you
all
a
few
months
ago,
we
said
we
were
looking
at
kind
of
a
baseline
budget
increase
of
five
and
a
half
to
six
and
a
half
percent
six
and
a
half
million
dollars,
and
we
still
are
looking
at
growth
in
expenses
in
the
base
budget,
similar
to
what
we
indicated
a
few
months
ago,.
C
C
We
have
our
original
numbers
assumed
a
one
and
a
half
percent
increase
in
property
taxes
for
next
year.
We've
upped
that
to
two
and
a
half
percent.
We
actually
got
our
numbers
this
morning
from
buncombe
county
that
confirmed
that
our
estimates
are
on
track
to
meet
that
two
and
a
half
percent
estimate
that
we
had
done
so
that
will
generate
about
2.4
million
dollars
in
additional
revenue
next
year.
C
C
We
are
projecting
seven
percent
growth
for
next
fiscal
year
because
we
are
expecting
some
slowdown,
but
that's
going
to
generate
about
6.3
million
dollars
in
additional
revenue,
and
one
one
thing
to
keep
in
mind
is
that
the
revenue
numbers
we're
talking
about
right
now
do
not
include
any
of
the
fees
that
you
all
will
be
considering
tonight.
C
So
I
think
with
that.
That
is
my
part.
I
am
got
the
short
part
today.
So
if
you
have
any
questions
on
that
taylor's
going
to
kind
of
loop
back
around
to
the
numbers
once
he's
walked
through
some
of
the
potential
investments
for
next
year.
So
if
you
all
have
particular
questions
about
the
numbers
happy
to
answer
them
now
or
wait
till
after
taylor
has
finished
his
presentation.
D
C
Wow
I
thought
it
was.
I
thought
I
got
hung
up
so
okay,
so
yeah,
so
I
did
want
to
kind
of
go
over,
as
I
mentioned
on
the
previous
slide,
we're
still
looking
at
baseline
expenditure,
growth
of
about
5.9
to
6.3
million.
C
So
just
to
kind
of
give
you
all
an
idea
of
some
what
some
of
those
drivers
are-
and
this
is
not
an
exhaustive
list-
this
is
really
kind
of
a
an
overview
of
some
of
the
key
things
that
we
would
want
you
to
know,
and
we've
highlighted
many
of
these-
our
previous
work
sessions
as
well,
including
the
increase
in
the
state
retirement
system,
which
is
about
500
000,
our
adjustment
to
apd's
budget
next
year
to
account
for
the
additional
hiring
that
they're
doing
the
additional
overtime
expenses
in
in
fire
that
we
talked
about
last
time.
C
All
those
are
on
the
personnel
side
on
the
operating
side.
We
also
have
some
increases
kind
of
built
into
the
budget
our
each
year.
Our
contribution
to
capital
goes
up.
We
also
have
some
land
use
incentive
grants
that
council
has
approved
that
we're
going
to
be
budgeting
for
next
year.
That's
about
a
350
000
increase
our
fuel
costs
based
on
the
higher
fuel
prices.
C
We
think
that's
going
to
cost
us
about
340
000
an
additional
expense
next
year,
and
then
we
also
have
a
recycling
contract,
still
continuing
to
go
up
and
that's
about
a
hundred
thousand
dollars.
D
Thanks,
I
thought
I
was,
I
thought
wow.
I
fell
asleep
there
for
30
or
40
seconds.
So
when
you
say
so,
these
are
basically
what
you
you're
suggesting
is
these
are
kind
of
they
they're
in
the
bag.
I
mean
they're,
it's
these
are
required.
These
are
commitments
etc,
but
it,
but
this
does
not
include
inflationary
salary,
so
this
does
not
include
a
cost
of
living.
A
A
D
A
C
F
Okay,
I
have
one
quick
question:
I've
been
studying
up
on
budgeting
and
how
we
do
this,
and
I
was
looking
at
our
reserves
for
each
enterprise
fund
at
the
eight
percent
that
we
keep
and
it
occurred
to
me
that
when
we
look
at
a
list
like
the
previous
slide,
that
had
the
expense
summary
really,
we
need
to
add
eight
percent
of
that
as
a
one-time
charge
right
like.
F
C
G
H
Good
afternoon,
mayor
and
council
taylor
floyd
budget
manager,
as
tony
said,
I'm
going
to
kind
of
go
through
some
investments
in
the
priorities
that
you
all
identified
at
your
retreat
earlier
this
year,
we're
going
to
start
off
actually
going
through
some
stuff.
That's
in
that
kind
of
in
that
base
some
stuff
that
we've
done
and
continue
to
do,
we'll
continue
to
do
that.
We
think
aligns
with
with
these
these
priorities.
H
So
the
first
one
and
as
tony
kind
of
again
mentioned,
you
know
improving
and
expanding
core
services.
We
think
that
employee
compensation
and
recruitment
is
a
key
part
of
of
doing
that
of
improving
and
expanding
our
core
services.
So
just
a
as
a
reminder
of
some
of
the
stuff
that
we've
done
over
the
last
few
years,
one
was
the
implementation
of
a
31
200
annual
minimum
salary.
I
think
that
was
two
budget
cycles
ago
or
actually,
I
think
that
was
off
cycle
that
we
we
made
those
adjustments.
H
We
implemented
the
class
and
compensation
study
recommendations,
some
of
those
with
the
budget
adoption
last
year
and
since
then,
we've
made
some
additional
adjustments
to
police
and
fire
salaries
as
well
as
some
other
places
throughout.
You
know
where
we've
identified
some
some
issues
that
needed
to
be
rectified
so
again,
kind
of
on
the
employee
compensation
perspective.
You
know
that's
kind
of
things
that
we've
already
got
baked
in,
so
what
we.
H
What
we
are
looking
at
for
next
year
is,
we
think,
a
rough
estimate
of
around
three
million
dollars
and
that
is
providing
a
four
percent
adjustment
for
employees
that
were
hired
before
january
2022
and
a
two
and
a
half
percent
adjustment
for
folks
hired
in
in
the
current
calendar
year,
and
then
we're
still
looking
at
some
potential
recruitment
and
retention.
H
Incentives
for
for
staffing
as
well,
and
those
recommendations
are
really
based
off
of
trying
to
continue
to
implement
our
class
and
compensation
study
that
we
had
and
again
we're
using
that
to
to
inform
how
we
stay,
try
to
stay
competitive
and
and
retain
our
workforce.
H
But
you
know
we're
trying
to
kind
of
balance
that
with
the
labor
market
that
we're
in
right
now,
which
is
not
something
that
our
class
and
compensation
study
was
really
aware
of
right.
You
know
we,
so
things
have
changed
quite
a
bit.
I
guess
I
would
say
since
since
that
study
was
completed,
so
that's
kind
of
again,
where
that
that
that
plan,
the
four
percent
and
two
and
a
half
percent
came
from.
I
I
also
ask
a
clarifying
question:
we
may
be
getting
to
this
total
compensation
number,
but
when
we're
talking
about
living
wage
and
our
living
wage
policy,
are
we
looking
at
that
minimum
being
1730
an
hour.
H
So
I
think,
hopefully
that
will
be
addressed
here.
So
if
you
look
at
total
compensation
again
right
now,
our
minimum
non-exempt
salary
so
essentially
like
the
the
lowest
amount
that
we
pay,
our
lowest
pay
grade,
is
31
200.
If
you
layer
on
the
state
retirement
contribution
that
the
the
employer
side.
H
So
the
city
makes
a
contribution
of
12.1
percent
for
most
employees,
it's
a
little
bit
higher
for
police
than
the
401k,
which
is
a
five
percent
match,
and
our
health
benefits,
which
includes
dental
and
life
insurance
and
again
that
ten
thousand
dollars
is
an
estimate,
and
that
is
that
can
vary
pretty
dramatically,
based
on
whether
someone's
covering
just
themselves
or
a
family
which
plan
options
they
choose,
etc.
But
essentially
that
totals
to
right
around
thousand
five
hundred
and
thirty
five
dollars.
H
And
we
think
that
if
you
kind
of
take
that
1770,
I
believe
was
the
hourly
wage
that
just
economics
said
and
and
make
that
into
an
annual
wage
that
we
are
compliant
with
that
policy.
D
Taylor,
if,
if
you
said
the
minimum
cost,
instead
of
the
average
cost
for
health
care
about
what
would
that
be,
I
mean
I
think
that
might
be.
You
know
I'd
like
to
just
bounce
that
off
of
the
36
000.
H
D
J
A
A
B
D
So
I
mean
what
I
might
suggest
is
is
that
we
look
at
and
just
say,
okay,
so
you
know,
like
the
minimum
benefit
that
that
we
provide
to
employees,
I
think,
might
be
a
better
number
to
put
in.
I
still
think
it
proves
your
point,
I'm
not
suggesting
that
I'm
just
saying
that
you
know
if
I
were
kind
of
putting
this
together.
That's
probably
what
I
would
put
in.
F
I'm
just
curious,
so
I
guess
what
we're
saying
here
the
slide
is
suggesting
is
that
we
are
saying
we
are
surpassing
just
economics
model
at
1770,
but
I
think
what
is
con
confusing.
If
just
economics
are
here,
they
may
not
agree
because
I
don't
think
they
take
into
account
retirement
and
it's
for
them.
It's
wage
and
health
only
just
to
clarify,
because
this
may
not
equal
certification
by
just
economics
and
I'm
not
sure.
If
that's
the
goal
here,
but
just
to
be
clear,
I
don't
think
that's
how
they
quantify.
A
K
I'm
going
to
do
this
good
afternoon,
shannon
barrett
hr
director.
We
don't
have
the
exact
answer.
It
is
not
far
from
this.
If
we're
taking
into
account
the
employer
provided
portion
of
health
insurance,
and
I
think
what
I'm
hearing
the
question
is,
is
what
the
lowest
amount
would
be
based
on,
say,
a
single
employee
who
has
no
family
who
has
you
know
chosen
one
of
the
the
lower
tiered
health
insurance
plans
and
I
apologize.
I
can't
give
you
that
exact
number,
but
we
can
get.
B
That,
and
I
guess,
if
we
just
took
if
we
just
took
salary,
the
31
200
related
to
the
annual
of
of
the
just
economic
just
36
816
is
that
is
because
this
theirs
is
with
or
without
benefits,
correct.
F
F
F
H
L
D
F
F
H
And
I
think
I
think
it
is
a
challenge
to
think
about.
You
know
their
the
way
that
they
calculate
their
number
is
very
heavily
based
on
housing
prices,
but
I
would
also
say
that
to
to
say
that
we
shouldn't
take
into
account
the
benefit.
The
retirement
benefits
that
we
provide
is
a
little
bit
unfair,
because
that
is
a
benefit,
certainly
and
and
there's
a
and
there's
a
cost.
A
significant
cost
to
those
benefits.
B
And
that,
if
our
goal
is
to
be
an
employer
of
choice,
benefits,
definitely
matter
salary
matters,
but
also
benefits
as
well,
and
so
we
we
look
at
the
total
compensation
for
our
employees.
I
I
I'll
appreciate
that,
and
we
have
staffing
issues
and
the
cost
of
housing
is
going
up,
and
so
I
just
have
to
advocate
for
like
when
I
see
the
job
listings
that
are
open
on
our
city
website.
I'm
concerned
that
those
rates
are
not
going
to
mean
that
we're
we're
able
to
retain
our
staff.
B
Absolutely
and
that's
why
we
are
trying
to
be
competitive
and
that's
why
you
see
a
three
million
dollar
price
tag
with
another
bullet
that
says
recruitment
and
retention,
incentives.
So
yeah
we
are
it's!
It's
a
battle
right
now.
I
A
I
would
hope
we're
we're
interrupting
your
presentation,
but
with
good
thoughts,
but
I
think
we're
gonna
have
to
get
into
that
discussion,
because
we
we
are
talking
about
a
finite
finite,
about
amount
of
money,
and
I
you
know
I
have
similar
concerns
around
us,
paying
a
living
wage
and
also
you
know,
knowing
that
the
county
is
actually
going
to
be
implementing
a
cola
of
4.69,
and
I
don't
know
if
they're
doing
raises
on
top
of
that
they
may
be.
A
So
I
mean
there's
just
a
lot
of
there's
just
a
lot
of
need
in
terms
of
paying
our
our
employees
a
wage
that
they
can
survive
on
and
also
that
is
competitive.
So
we
can
continue
to
retain
and
hire
folks.
But
I
know
you've
got
some
more
to
talk
about
in
this
presentation
before
we
spend
all
the
money
in
this
one
part.
H
So
continuing
on
on
the
the
core
services
again,
this
one
is
a
little
bit
hard
to
talk
about
what
our
ongoing
investments
are,
because
I
think
we
would
say
that
all
of
the
investments
we
make
are
primarily
in
improving
and
expanding
our
core
services.
So
we
just
tried
to
give
some
examples
of
what
some
of
those
services
are
from
public
safety
to
storm
water
to
street
and
sidewalk
maintenance.
We
did
want
to
call
out
a
few
things
one.
H
You
know
a
significant
new
asset
that
we'll
kind
of
be
adding
into
those
that
core
service
delivery
is
the
broadway
public
safety
station,
which
is
under
construction
now.
H
We
have
you
know
the
variety
of
tools
that
we
use
to
try
to
excuse
me:
support,
affordable
housing
in
the
city,
including
the
geo
bond,
our
housing,
trust
fund,
land
use,
incentive
grants,
development,
fee
rebates
for
affordable
housing
projects,
management
of
federal
money,
the
home
program,
which
is
dedicated
towards
affordable
housing.
And
finally,
you
know:
we've
made
some
significant
investments
with
our
previously
in
sheltering
and
housing
with
our
american
rescue
plan
funding,
which
kind
of
bleeds
into
the
houselessness
strategies
a
little
bit.
H
H
Neighborhood
resilience
again,
one
that
has
quite
quite
a
few
touches
quite
a
few
of
our
services,
but
to
give
some
specific
examples,
the
neighborhood
grant
program
that
we
established
in
the
current
budget
the
work
that
equity
and
inclusion
does
directly
with
neighborhoods,
including
their
racial
healing
mini
grants.
Our
neighborhood
services
group
that
was
part
of
cape,
the
climate
justice
initiative
that
our
office
of
sustainability
undertook
recently
and
then
kind
of
shifting
on
kind
of
looking
at
the
capital
side.
H
And
then,
finally,
on
reparations,
the
commission
members
have
been
appointed
last
year
towards
the
end
of
the
fiscal
year.
We
set
aside,
you
all
set
aside
2.1
million
dollars
in
reserve
for
reparations,
and
we
don't
have
a
lot
of
additional
information
on
this
one
as
far
as
new
investments,
primarily
because
we're
awaiting
the
recommendations
of
the
commission
on
short
and
long-term
strategies.
H
So
now
I'm
going
to
shift
into
things
that
we
are
looking
at
some
new
funding
requests
that
we
again
think
align
with
your
priorities
and
we
tried
to
again.
This
is
not
an
all
all
expansive
all-inclusive
list
of
every
single
request
that
departments
identified,
but
we
just
wanted
to
pull
a
few
of
these
out
again
that
we
think
align
starting
with
some
additional
contracting
contracted
services
for
apd,
so
that
they
don't
have
to
pull
staff
out
of
the
field
to
do
background
checks
as
they're
trying
to
recruit
and
hire
new
police
officers.
H
You
know,
obviously
I
have
a
special
interest
in
the
next
one.
No,
but
seriously.
This
is
some
software
that
would
improve
our
have
a
basically
a
web-based
budget
document.
So
that's
a
little
more
user-friendly
and
not
a
giant
pdf.
That's
a
little
difficult
to
work.
Your
way
through
and-
and
you
know,
probably
isn't
read
by
a
wide
number
of
people
in
our
in
our
community
code.
Purple
sheltering
that's
something
that
we've
been
funding
over
the
last
two
years
with
federal
grant
money.
H
So
we're
looking
at
trying
to
make
that
build
that
into
our
operating
budget.
Some
gis
and
asset
management
support
that's
really
about
using
gis
to
better
manage
city
assets
so
again
think
about
that
kind
of
the
capital
stuff
that
we
do
and
being
able
to
do
more
reporting
on
that
and
analysis
on
that.
Some
additional
support
in
the
homelessness
in
our
community
and
economic
development
department
they've
seen
those
folks
have
been
doing
a
ton
of
work
and
there's
a
lot
more
to
be
done.
H
There
park
maintenance
relocation,
so
that
would
be
moving
a
new
lease
to
move
the
current
park,
maintenance,
which
is
at
hunt
hill
to
another
site
street
outreach
that
would
be
in
housing.
Some
of
that
work
that
homeward
bound
is
doing
so
that
we
have
a
city
representative
that
can
be
out
in
the
field
supporting
some
of
the
homelessness
encampment
work.
H
Did
it's
real
small
on
the
screen?
So
I
guess
I
need
to
be
looking
over
here.
My
apologies
so
yeah
that
that
is
a
new
human
resources
information
system
which
will
help
us
just
better
manage
that
information
and
facilitate
again
our
recruitment
efforts,
all
right,
so
traffic
engineering
and
traffic
signs
and
pavement
markings
I'm
going
to
kind
of
group
those
together.
That's
really
just
more
support
around
all
of
those
programs:
traffic
safety
programs,
more
more
signs,
replacing
signs
that
are
outdated,
worn
out
replacing
pavement
markings.
H
So
you
know
center
lines,
that
kind
of
stuff
throughout
the
city
and
then
finally,
an
urban
forester,
which
would
help
us
to
better
manage
the
tree
canopy
across
the
city.
A
Is
the
I
appreciate
the
examples
of
the
funding
requests?
Are
you
looking
for
council
input
on
these?
Are
you
just
sort
of
forecasting
that
these
we
might
see
these
some
of
these
all
of
these
in
the
manager's
budget?
Eventually,
okay,
so-
and
some
of
these
appear
are
one
time-
and
some
of
these
will
be
recurring
so.
H
These
are
all
ongoing
costs.
There
may
be
a
slightly
higher
initial.
You
know
investment
to
kind
of
stand
up
a
program
or
expand
a
program,
but
these
are
all
actually
examples
of
of
ongoing
items,
and
the
total
for
this
page
is
about
nine
hundred
thousand
dollars.
B
A
E
A
H
Some
new
projects,
for
example,
some
of
that
is
done
through
a
contract
right
now,
and
what
we
put
towards
that
contract
is
not
really
competitive.
We're
not
getting
good
bids
because
the
dollar
amount's
so
low,
so
we're
kind
of
struggling
to
even
spend
the
little
money
we're
putting
towards
it.
Currently.
A
Okay-
and
you
know
some
of
these
items
of
course,
council
doesn't
have
a
depth
of
knowledge,
because
they're
department
requests
and
they're
very
specific
to
the
department
request,
but
we
have
received
a
request
for
an
urban
forester
position
for
several
years
now,
and
I
would
be
excited
to
see
if
we
have
an
opportunity
this
year
to
begin
to
create
that
position
and
hire
it
as
well
as
the
homeless
specialist.
A
This
is
coming
from
me
and
then
in
planning,
I'm,
you
know
I'm
I'm
looking
and
where
on
the
list
it
is
small
we
do
need.
I
don't
know
if
that's
what
that
is,
is
that.
B
Let's
say
met
with
a
couple
of
days
ago
and
we
will
be
coming
back
with
some
information
on
plan.
G
So
the
one
priority
area
that
I
couldn't
help
but
notice
does
not
have
any
funding
request
is
reparations,
so
does
that
mean
it
won't
be
considered
for
funding
in
this
budget?.
B
Unless
you
all
recommend
that
you
want
additional
funding
added,
because
there
is
funding
from
the
hotel
approval
benefits
table,
and
you
excuse
me
have
about
1.7.
A
I
think
we'll
have
to
have
a
discussion
about
that
as
a
council
in
terms
of
what
we
want
to
do.
Obviously,
a
lot
of
competing
expenditures,
and
but
there's
going
to
be
room
for
us
to
have
that
discussion.
I
assume
towards
the
end
of
this
okay
thanks.
F
F
L
A
A
Does
you
know,
for
example,
does
this
budget
include
or
anticipated
to
include
our
annual
allocation
for
affordable
housing
trust
fund?
That
was
a
decision
made
a
long
ago.
That
would
always
have
this
recurring
line
item.
So
that's
that's
what
I'm
I
assumed
that
discussion
was
around
something
like
that.
L
B
And
without
kind
of
a
specific
recommendation
of
where
the
funding
would
go
to,
I
think
there's
a
choice
between
the
known
and
essentially
the
unknown,
which,
from
the
commission's
perspective,
their
work
hasn't.
L
B
I
think
absolutely
and
I'm
not
trying
to
be
argumentative
at
all
or
defensive
at
all,
but
I
also
want
us
to
think
about
that.
This
is
a
community
initiative.
Reparations
is
so
an
expectation
for
the
county,
hopefully
an
expectation
from
the
private
sector
as
well
yeah,
so.
L
D
Will
we
I
mean,
I
realize
that
this?
Well,
I
don't
know,
but
you
know,
will
we
have
a
little
bit
more
depth
of
information
about
these
various
line
items
I
mean
like
just
one
thing,
for
example
like
I,
for
one:
don't
really
want
to
go
into
the
business
of
street
outreach
I
feel
like
that
would
be.
D
I
mean
you
know
literally
hiring
somebody
in-house
that
that's
their
job.
I
mean
to
me:
it's
like.
We've
got
partners
out
in
the
community
who
can
do
that
and
if
we're
will,
if
we
are
willing
to
put
this
kind
of
money
into
it,
then
let's
find
you
know,
let's
find
partners
to
do
that,
rather
than
creating
a
whole
new
set
of
a
whole
new
job
that
we
don't
currently
have.
I
mean
because,
when
I
said.
D
H
Yeah,
I
think
I
can.
I
can
give
you
a
little
bit
of
background
on
that,
so
so
we
have
been,
we
have
been
providing
support
to
homeward
bound,
for
I
think
this
year
is
the
third
year
to
be
doing
some
of
this
work,
and
I
think
one
of
the
challenges
that
we've
identified
by
having
it
outsourced
is
that
there's
not
somebody
that
can
be
there.
If
there
is,
for
example,
you
know
we're
going
to
a
site
where
there's
a
homeless
in
camp
homelessness,
encampment
and
we're
trying
to
address
those
issues,
there's
no
one
there.
H
If
I'm,
if
I'm
speaking
out
of
turn
here.
Thank
you
correct
me,
but
I
think
that's
kind
of
the
idea
behind
that
specific
request,
and
I
will
also
say,
if
there's
any
specific
information
that
you
all
would
like
or
more
additional
information
about.
Any
of
these
we're
happy
to
provide
that.
A
My
only
comment
on
that
one
would
be
if
we
are
paying
some.
I
wonder
if
there's
any
savings,
if
we're
paying
for
that
service
right
now,
but
we're
contracting
for
it
and
then
we
bring
it
in-house.
I
assume
there's
some
offset.
A
A
Oh
no,
I
understand,
I
understand
that.
Yes,
I
understand
that,
but
I
just
it's
something
we're
paying
for
as
a
service
we're
paying
for,
and
I
I
did
see
the
challenge
we
had
several
times.
You
know
during
different
situations
where
homeward
bound
wasn't
available
or
their
actually,
the
fellow
that
was
doing
it
for
a
while
went
to
the
va.
So
we
they
had
some
transition
in
their
own
staffing,
and
so
I
I
understand
the
challenge.
Yeah.
H
And
that
the
cost
that's
listed
up
here
is
the
first
year
cost.
So
that's
again
kind
of
step
standing
up
that
program,
the
annual
ongoing
cost
would
be
less
than
that,
but
not
by
a
significant
margin.
I
I
have
questions
about
street
outreach
too,
but
not
that
we
shouldn't
do
something
regarding
vacancies
and
public
safety,
we're
not
currently
meeting
our
service
obligations
because
we're
planning
for
vacancies
instead
of
planning
to
adapt.
So
I
have
two
suggestions-
and
this
is
related
to
this
one.
One
is
piloting
year,
one
of
our
our
own
arpa
fund,
application
to
reimagine
transit
safety.
It's
one
of
the
highest
scoring
unfunded
arpa
applications
tied
with
highest
scores
for
equitable
community
impact.
I
So
I
looked
at
the
asheville
downtown
association's
survey
and
76
percent
of
respondents
supported
alternative
responses
to
public
safety.
So
if
we
had
a
chance
instead
of
doing
street
outreach
to
partner
with
folks
who
can
address
the
very
specific
needs
of
folks
experiencing
the
opioid
crisis
and
homelessness
and
mental
health,
I
don't
think
this
item
has
to
necessarily
be
in
this
list,
but
I
think
we
could
fit
in
our
current
vacancies
would
be
my
suggestion.
A
In
my
conversations
with
the
county
regarding
their
community
paramedic
program,
which
they
are
funding
and
scaling
up,
they
have
said
that
they-
what
they
anticipate,
is
their
community
paramedic
program
would
service
downtown.
So
I
don't
know
we
would
want
to
have
a
discussion
with
them
before
we
duplicate
the
effort.
The
very.
C
A
It's
a
great
need,
but
I,
but
I
don't
want
to
be
when
we
have
such
staffing
challenges
as
it
is.
I
wonder
if
it's
realistic
and
also
needed,
I
want
to
complement
and
partner
with
the
county
and
what
what
we're
doing
around
reimagining
public
safety,
but
I
don't
know
that
we
need
to
bring
it
in-house
if
they're
already
tripling
their
effort.
I
As
it
is
all
clarified
number
one,
we
had
a
presentation
at
the
public
safety
committee
which
I've
requested
to
come
to
the
full
council
so
that
all
of
us
could
look
at
what's
happening,
but
80
of
the
calls
for
community
paramedicine
are
coming
from
downtown
and
west
asheville,
so
they're,
currently
serving
that
I'm
suggesting
that
we
make
available
ourselves
as
a
partnership.
So,
instead
of
planning
for
vacancies,
we're
planning
to
meet
our
service
obligations.
I
Look
like
us
having
a
presentation
at
the
council
inviting
our
partners
at
the
county
to
talk
about
what
could
be
done
for
one.
I
know
I've
asked
for
that
presentation
to
come
to
the
full
council,
but
if
we,
if
we
had
a
better
understanding
of
the
data,
sets
of
what
needs
are
already
being
met,
then
we
would
know
what
would
be
possible
if
we
were
to
join
in
expanding
funding
instead
of
just
planning
for
vacancies.
I
I
J
So
so
I
do
have
an
idea
kind
of
on
in
that
vein
as
well,
because
we
have
so
many
vacancies
and
the
community
is
calling
for
alternative
response
instead
of
us
putting
all
our
money
into
a
partnership
where
we
have,
we
have
really
not
cleared
out
what
governance
look
like
looks
like,
and
what
a
what
appropriate
triage
of
our
services
will
look
like.
Why
not
make
it
into
our
police
department?
Why
not
bring
community
responders?
J
So
we
can
diversify
our
response
to
the
community,
and
I
know
what
you're
saying
it
seems
like
we're
duplicating
that
that
model
would
look
like
we're
duplicating
what
the
county
is
doing,
but
the
county
is
going
through
some
little
issues
right
now,
because
if
everybody's
reading,
the
media,
they
have
a
shortage
with
their
emt
workers,
so
they're
having
some
strains
here
and
we're
actually
funding
something
that
might
be
overly
strained.
Why
not
we?
Why
not
build
it,
build
it
into
a
co-responder
model
within
our
police
department?
H
J
I
don't
think
so
because
here's
my
scenario,
okay,
when
we're
thinking
about
the
vacancies,
I
think
we
a
lot
at
50.
and
I
think
we're
allotting
50
with
the
idea
that
there
is
a
spring
blet
class
and
there's
a
fall
blet
class
and
each
one
of
those
classes
on
average
will
have
about
25
per
class.
But
we
didn't
talk
about
cadet
attrition,
we're
going
through
a
lot
of
attrition,
so
I
don't
think
we're
actually
going
to
cover
the
full
50
with
our
traditional
dlat
class.
They
do
budget.
A
For
ty,
how
do
okay
well
and
here's
here's
kind
of
a
challenge
for
us,
because
we're
trying
to
micromanage
the
budget
when
I
think
you're
going
to
tell
us
you
already
budget
for
vape
some
vacancy
rate
and
all
that
stuff?
So
I
think
if,
if
what
we
want
to
do
I
mean
that
we
got
off
on
this
conversation
because
of
street
outreach,
which
was
be
born
out
of
about
a
different
department
entirely.
A
But
I
think
if
what
we
want
to
do
is
not
duplicate
but
compliment
expand,
expand
whatever
your
work
yeah
around
the
community
response
model.
You
know
that
that
the
county
taking
that
on
took
took
a
while.
I
mean
it's
a
long
on-ramp
and
they
piloted
it.
So
I
think
we'd
want
to
give
general
direction
that
we
want
to
explore
that
and
then
have
staff
come
back
to
us
about
what
that
looks,
like
I've
studied
some
models
in
other
cities
that
house
it
within
the
police
department.
A
J
This
way
and
another
reason
outside
of
our
emt
service
system
being
kind
of
under
concern
right
now.
I
really
think
our
community
paramedics
are
going
to
be
inundated
with
just
the
opioid
crisis.
I
don't
think
they'll
be
able
to
answer
other
behavioral
emergencies
domestic
conflict.
I
think
we
probably
need
to
be
a
little
more
self-serving
in
that
area.
I
So
this
is
why
I
suggested
last
year
and
I'll
repeat
this
year-
that
durham
froze
10
positions
temporarily
to
to
signal
to
the
staff
the
opportunity
to
adapt,
and
that
way
you
don't
have
to
get
into
the
minutia
and
micromanage
the
budget.
So
much
as
like
make
space
to
address
their
issue
through
the
budget
cycle.
J
But
I
think
a
good
start
for
this
conversation
is
to
determine
from
apd
and
the
city
manager.
What
is
the
minimum
staffed
staffing
requirement
for
patrol
because
I
think
that's
the
area
that
we
desperately
need
coverage
and
then
once
we
figure
out
what
that
minimum
is,
then
maybe
we
can
make
a
plan
or
make
suggestions
for
what
those
other
positions
feeling
those
other
positions
would
look
like.
We
just.
We
just
need
a
different
hiring
objective.
H
Yeah
and
and
again,
we
actually
met
with
police
in
the
last
couple
weeks
to
make
sure
that
we
were
taking
into
account
both
their
natural
attrition,
that
they
have
right
folks,
leave
the
department
and
then
also
they're,
they're,
they're
expected
hiring
their
training
classes
and
the
attrition
there
too.
So
I
think
what
we
have
budgeted
right
now
is
reflective
of
where
they
think
they'll
be
over
the
course
of
the
entire
year.
F
I
don't
want
to
jump
to
another
conversation
unless
everyone's
complete
on
this
one.
Okay,
I
have
two
things,
I'm
wondering
again
a
little
bit
of
a
newbie
here.
Are
there
ever
expenses
we
cut
or
programs
that
seize?
Is
there
a
list
anywhere
of
money
being
saved
or
trimmed?
Is
that
not
a
thing
in
government
I
mean
I'm
joking,
but
also
curious,
only
partly
joking,
and
then
I'm
wondering
if
there
is
something
that
could
be
provided
up
to
us
before.
F
May
we
mentioned
earlier
the
ongoing
transfer
of
funds
from
general
fund
to
affordable
housing,
for
example,
the
housing
trust
fund
five
hundred
thousand
dollars
a
year.
I
would
it
would
benefit
me
to
see
what
a
list
of
all
those
things
are,
these
interdepartmental
transfers-
maybe
it's
out
there
already
and
I
haven't,
picked
up
on
it.
That
would
help
me
to
see
if
there's
any
there
that
maybe
don't
need
to
happen
this
year
and
could
be
replaced
with
one
of
these
others.
F
And
then
I
have
a
more
of
a
broader
request
to
my
colleagues
and
I
emailed
you
all
about
this
today,
but
when
I
look
at
this
slide-
and
I
look
at
our
for
me
personally,
I
feel
like
these
are
all
very
important
things
in
our
community,
but
the
one
on
the
far
right
seems
to
touch
more
lives
than
anyone
in
this
community
than
any
of
these
things,
affordable,
housing
and
if
you
jump
to
the
next
slide,
real
quick
one
check
so
missing
middle
housing
study-
something
I
think
is
very
important.
F
But
you
know
we
keep
talking
about
the
county
and
the
county
has
done
counties
looking
at
an
affordable
housing
bond,
I
believe
40
million
dollars
and
30
and
30
million
in
land
conservation
and
in
talking
with
them
it
sounds
like
they
may
or
may
not
increase
taxes
to
do
it
and
if
they
do,
it
would
be
around
30
a
year
and
I'm
wondering
if
we
as
a
council
that
have
you
know,
unanimously
decided.
This
is
one
of
our
top
priorities,
just.
D
F
A
F
In
there,
regardless
of
the
numbers,
I
mean-
that's
not
my
point
today.
I
guess
I'm
wondering
if
understanding
that
this
is
a
priority
for
us.
If
we
might
want
to
look
at
another,
affordable
housing
bond,
it's
its
election
year
could
be
on
the
ballot,
and
I'm
wondering
maybe,
if
a
approach
to
understanding,
if
that's
a
good
step,
would
be
to
meet
with
the
county
over
what
they're
doing
around
ongoing
reparations
funding
and
if
they're,
what
they're
going
to
do
with
this
potential?
Affordable
housing
bond,
I
mean.
A
D
A
F
B
We'd
need
to,
since
we
have
decked
already
for
funds
that
have
been
approved
and
passed.
We
would
need
to
to
have
some
analysis
of
whether
we
can
we.
We
have
the
capacities
this.
A
Bit
at
the
11th
hour
for
a
bond
package
for
november,
I
remember
the
steps
we
had
to
take
last
time
and
what
the
county's
already
done
to
get
this
far.
You
there's
all
these
requirements
to
get
us
to
it.
So
I
mean,
I
guess
my
threshold
question
would
be.
Is
this
an
exercise
in
futility
because
we
don't
even
have
the
timing
well,
but.
A
Process
to
get
it
on
the
ballot,
it's
too
late,
I
don't
know.
I
do
know
that
you
need
to
have
probably
started
it
already,
but
I
mean
it
may
be
that
it's
possible
yeah.
I
don't
know
I'm
just
I'm
just
saying.
I
think
we
need
to
ask
the
question
of
the
timing,
the
logistics
and
the
capacity,
and
then
we
would
need
to
have
the
discussion
around
okay.
So
if
we
hear
what
the
capacity
is,
let's
say
it's
40
million
dollars.
I
don't
I
don't
know,
then
we
have
the
discussion
around
okay.
A
Can
we
get
it
done
in
time?
Can
we
have
the
required
hearings?
Is
there
you
know,
and
then
you
get
into
the
issue,
what
the
tax
ramifications
are
in
those
those.
I
The
second
point,
I'll
make
is
that's
why
I
support
a
reparations
line
item
in
the
budget,
because,
if
we
just
throw
funding
at
housing,
which
is
what
I
heard
but
we're
not
addressing
that
housing
is
a
key
point
in
our
reparations
commission
work.
We
really
need
to
address
the
disparities
and
figure
out
why
our
housing
policies
and
funding
keep
perpetuating
disparities.
B
And
I
think
that
also
you
know
economic
development,
because
income
drives
affordability
and
you've
got
to
have
that
income
in
order
to
be
able
to
afford.
I
also
think
that
we
shouldn't
be
ashamed
at
all
at
what
the
city
is
doing
around
the
issue
of
affordable
housing,
and
I
know
sage-
you
were
not
implying
that
at
all,
but
I
am
jumping
for
joy
that
somebody
else
another
local
entity
is
in
this
game
with
us.
Finally,
and
so
yeah
the
county
ought
to
be
doing
more.
B
L
The
only
thing
I
can
say
is,
like
you
said:
I
am
glad
that
the
county
has
joined
us
on
this,
and
the
county
basically
are
actually
building
affordable
units
in
the
county.
So
you
know
they
are
adding
to
the
supply
that
we
need,
and
now
they
have
additional
resources.
That's
going
to
help
us
a
lot,
because
people
are
moving
out
to
those.
You
know,
because
I'm
just
really
amazed
at
some
of
the
homes
they
have
now
and
the
price
points.
H
Well,
yeah!
I
did
want
to
just
really
quickly.
H
Really
quickly
go
back
to
this
slide
and
and
just
make
note
that,
with
the
exception
of
the
affordable
housing
geo
bond,
which
is
you
know,
a
set
amount
of
money,
the
all
the
rest
of
these
are
things
that
we
are
doing
annually.
So
these
aren't
things
that
we
have
done.
They
are
truly
ongoing
investments
that
we
have
made
and
will
continue
to
make
or
are
planning
to
continue
to
make
in
certainly
in
the
next
budget
year,.
H
All
right
so
on
to
the
the
the
second
page.
This
is
kind
of
the
I'll
say
other
category,
not
necessarily
ongoing
things.
The
the
first
one
there,
some
staffing
for
sanitation,
just
core
service
delivery
and
some
additional
support
for
waste
reduction.
H
That
would
be
ongoing,
but
we
think
that
would
be
covered
by
an
additional
fee.
Assuming
that
that
fee
increase
is
approved
later
this
evening,
we
also
had
a
request
for
some
planning
that
would
help
support
it's
actually
a
contract
position
that
would
help
us
support
planning
for
use
of
our
opioid
settlement,
money
that
we'll
be
getting
and
that
that
would
actually
be
a
grant
funded
by
the
dogwood
health
trust
and
then
a
few
one-time
items
that
are
again
mostly
kind
of
plans
or
studies
or
things
of
that
nature.
H
Some
additional
work
on
comprehensive
plan
implementation,
the
missing
middle
housing
study
and
the
disparity
study,
which
we're
due
to
to
do
another
one
of
those
in
the
next
fiscal
year,
and
then
some
emergency
management
and
continuity
of
operations
planning
just
to
help
us
make
sure
that
we're
prepared
for
any
disaster
that
may
come
our
way.
D
So
did
you
say
on
the
opioid
settlement
planning?
It
would
be
a
dogwood
grant
yes,
okay
and
which
is
great.
I
mean
you
know,
I'm
always
willing
to
do
that.
However.
D
D
I
mean
not
much
money,
so
I
I
guess
I
would
suggest
that
this
one
be
rethought
through,
given
the
fact
that
our
opioid
monies
has
substantially
been
reduced.
So
you
know
I'm
almost
thinking
that
that
those
monies
are
so
small
now
that
it
really
wouldn't
make
sense
to
spend
this
kind
of
money
on
it.
J
I
think
that's
the
obligation
of
the
the
commission,
but
we
have
an
obligation
to
figure
out
what
the
financial
vehicles
would
look
like
to
pay
for
reparations
ahead
of
what
they
suggest.
We
know
that
it's
coming
and
we
know
that
like
councilwoman
kilgore
said
you
know,
there
is
no
amount
of
money
that
can
cover
reparations,
so
I
would
say:
let's
use,
let's
propose
to
dogwood
if
we
can
use
the
190k,
if
agreed
to
by
the
council,
to
look
at
public
and
private
financial
vehicles
to
support
reparations.
H
And
I
don't
know
enough
about
the
specifics
of
that
grant
and
whether
that
would
be
within
the
bounds
of
of
the
grant
requirements.
E
I
probably
know
just
enough
to
be
barely
informed
around
this,
but
from
what
I
understand
that
specific
grant
dogwood
had
advertised
a
program
for
cities
and
counties
that
we're
going
to
receive
opioid
funds
to
participate
in
this
specific
planning
grant.
So
I
think
those
dollars
are
very
much
specific
to
the
opioid
settlement
and
what
uses
are
framed
within
that
settlement,
language,
which
I
know
they're
pretty
specific.
E
J
And
yeah,
I
appreciate
that,
but
you
know
this
conversation
always
gives
people
of
color
just
a
little
burn,
because
so
much
of
a
concerted
governmental
and
community
effort
is
going
into
resolving
the
epidemic
on
opioids.
But
when
crack
cocaine
was
a
thing
associated
with
blackness
and
black
criminality,
there
was
no
relief.
J
You
know,
in
fact,
you
know
a
lot
of
families
were
torn
up
and
I
think
that
if
they
were
going
to
repurpose
the
grant
under
those
stipulations,
then
I
think
there's
a
case
can
be
made
about
how
this
can
be
a
reparative
act
concerning
drug
usage
or
substance
use
disorder.
I
B
J
A
But
you
know:
well
I
mean
if
this
isn't
the.
If
you
know
if
this
grant's
confined
to
this
specific
purpose,
I
hear
what
you're
saying,
but
I
mean
that
doesn't
mean
we
can't
talk
to
dogwood,
about
supporting
the
commission
and
its
work
and
identifying
funds
and
perpetuity
to
to
be
a
source
for
for
reparations.
J
But
I
just
I
just
want
us
to
get
ahead
of
it,
because
once
the
commission
was
formed,
you
know
to
me.
I
got
the
feeling
that
it
was
just
like.
Okay,
now,
everybody's
in
you
know
the
waiting
room
waiting
on
the
commission
to
come
forth
with
this
funding.
You
know
with
these
policies
and
recommendations,
but
I'm
I'm
saying
like
let's
figure
out
how
to
to
pay
it
forward
just
a
little
bit.
So
when
those
recommendations
come
out,
then
we
won't
be.
You
know,
running
around
trying
to
find
money.
J
H
So
I
think
that's
actually
I'm
hoping
anyway,
a
good
segue
on
to
the
next
slide,
which
again
is
is
the
one
that
tony
spoke
to
earlier
with
that
added
three
million
dollars,
and
you
can
really
see
that
if
you
kind
of
add
that
into
that
baseline
expense
number,
the
the
amount
of
flexibility
we
have
to
fund
the
items
on
this
page,
this
page
or
any
of
the
other
items
that
have
been
discussed
today
is
going
be
pretty
minimal,
and
I
think
that's
where
you
know,
as
as
staff,
we're
always
challenged
to
try
to
figure
out.
H
How
can
we
again
best
achieve
the
priorities
that
you
all
have
laid
out
for
us
given
kind
of
this,
this
limited
the
limited
resources
that
we
have
council
member
turner.
I
think
earlier
had
a
question
that
didn't
get
addressed
about.
Do
we
ever
you
know,
reduce
or
cut
programs,
and
I
think
the
the
short
answer
to
do
we
ever
stop
doing
things
is
very
infrequently
and
I
think
that's
primarily
because
most
of
what
we
do,
someone
or
some
group
of
folks
are
relying
on
those
services.
H
So
it's
usually
really
difficult
to
say:
hey
we're
going
to
stop
providing
this
service.
As
far
as
do
we
ever
see,
reductions
in
you
know
ongoing
operating
costs
absolutely
and
what
we
try
to
do
with
those
is.
You
know,
make
sure
that
we're
you
know
reallocating
them
to
to
things
that
we
need
and
one
of
the
challenges
you
know
this
year
again
with
the
rising
inflation
costs.
You
know
we're
seeing
some
some
pressure
on
department
budgets
in
that
way,
but
we
could
certainly
provide
some
information
on
where
we've
seen
some
specific.
H
I
know
just
off
the
top
of
my
head.
One
place
was:
we've
implemented
a
new
telephone
system
that
has
a
little
bit
of
savings,
but
again
in
general
and
in
every
budget
cycle,
there's
relatively
small
savings
get
eaten
up
by
the
kind
of
incremental
growth
in
our
in
our
costs.
L
I
just
like
a
question
sort
of
that's.
What
sage
was
talking
about?
Do
we
ever
do
the
departments
ever
go
through
some
type
of
radical
evaluation
and
have
a
different
type
scenarios
as
to
what
how
to
actually
maybe
cut
funding
in
different
ways
by
just
re,
looking
at
projects
that
we
have
going,
rather
than
just
keep
on
with
the
same
model
that
maybe
sometimes
that
we
can
actually
switch
to
a
better
model
that
would
work
and
cause
cut
costs.
Do
you
is
that
something
that
you.
B
All
do
we
always
encourage
process,
enhancements,
innovation
and
yeah.
I
think
we
are
we're
always
looking
at
how
we
can
do
it
better,
cheaper
and
faster.
L
Okay,
the
only
reason
I
was
asking
that
is
because
I've
always
been
concerned
whether
or
not
our
transit
department
is
actually
being
utilized
to
its
highest
and
best
use,
and
I'm
just
wondering
if
we
could
a
lot
of
cost
that
we
may
be
incurring
can
actually
be
cut
back,
like
I
just
noticed
a
lot
of
buses
that
basically
are
pretty
much
empty
all
the
time
and
I'm
just
really
concerned
about.
L
I
We
did
look
at
that
so
and
in
the
past,
when
we
were
down
buses,
we
had
four
routes
that
could
handle
a
smaller
vehicle,
but
then
we
had
fewer
opportunities
to
run
vehicles
as
a
replacement.
If
those
are
down
so
then
you
have
to
essentially
run
two
different
fleets
and
have
backups
for
two
different
types
of
vehicles.
I
L
Well,
that
may
be
something
too
that
because
right
now,
I
just
don't
see
I'll
transit
as
being
it's
to
me.
I
don't
think
it's
actually
delivering
what
we
expect
it
to
deliver
to
the
city.
I
think
that
the
people
that
mostly
could
benefit
from
it
is
actually
not
working
for
them.
I
I
don't
know,
I'm
just
that's
for
me
just
looking
at
the
empty
buses,
I'm
just
you
know
saying.
I
And
yet
we
are
cutting
service
on
the
highest
ridership
route
in
the
city
and
people
are
getting
left
behind.
I
I'm
looking
at
the
data
the
ridership.
I
will
also
say
that
during
the
pandemic
is
a
difficult
time
to
assess
whether
or
not
a
core
service
like
transit
is
effective,
but
I
do
appreciate
what
our
transit
staff
is
doing
every
day
to
make
it
as
effective
as
possible.
I
If
we
had
been
able
to
expand
the
evening
service
hours,
that
was
one
of
the
key
reasons
why
we
would
have
seen
ridership
go
up
because
it
doesn't
make
a
lot
of
sense
to
get
to
work
if
you
can't
get
home
on
the
bus.
30
percent
of
our
routes
end
at
or
before
7
30.,
so
changing
that
to
be
10
pm,
including
klondike,
is
a
neighborhood
that
has
bus
service
and
early
in
the
evening.
If
folks
can
get
to
and
from
work
on
the
bus.
That
means
more
people
can
rely
on
it.
F
Two
more
broad
questions,
I'm
just
curious.
If
we
have
any,
I
think
we're
going
to
see
at
some
point
potential
applications
to
the
tpdf,
I'm
wondering
if
there's
anything
we
might
apply
for
that
would
affect
some
of
our
expenses
or
save
us
some
money
and
if
there's
anything,
to
update
there
and
then
I'm
also
curious-
and
I
don't
expect
necessarily
answers
today.
F
But
if
the
I
know
we're
going
to
talk
about
legislative
agenda
tonight-
and
I
know
julie
mayfield
with
north
carolina
senate
is
putting
forth
the
request
to
have
a
local
transit
tax.
So
on
this
one,
I'm
just
wondering
if
magically
that
passed
and
was
implemented,
it
wouldn't
be
a
whole
year
until
we
saw
that
kind
of
revenue
come
in
or
does
it
impact
us
right
away
and
and
for
the
transit
folks
and
conversation
down
there.
F
I
know
I've
been
talking
with
county
commissioners
about
their
interest
in
assisting
us
with
transit
funding,
and
I
think
there
is
some
interest
from
some
of
the
commissioners
and
again
maybe
we
all
just
need
to
get
in
the
same
room
and
talk
about
it,
because
the
couple
I've
spoke
with
do
want
to
see
increased,
ridership
and
frequency,
but
not
necessarily
increased
routes,
and
they
may
I
mean
they're
they're,
hiring
more
people
they're
doing
these
bonds.
Maybe
they
can
help
with
some
transit
costs
while
we're
in
a
dire
state.
A
So
we
we
have
been
embarking
on
conversations
with
the
county
about
some
type
of
consolidated
tran
transit
concept,
whether
it's
an
authority
or
or
something
like
that-
there's
definitely
interest
in
pursuing
that.
I
think
we
need
to
get
back
with
them
in
terms
of
next
steps
to
pursue
that,
because
the
you
know
long
term,
there
needs
to
be
a
funding
solution
to
support
transit
and
the
enhancement
of
of
transit.
A
And
that's
all
sort
of
theoretical,
because
the
legislature
would
have
to
allow
for
a
referendum
on
a
sales
tax
issue
just
for
the
municipality
which
does
which
is
not
permitted
and-
and
the
legislature
frankly
has
shown
no
interest
in
doing
that
and
we're
actually
having
challenges
with
the
department
of
revenue
who
says
it's
very
difficult
to
parse
out
a
sales
tax
revenue
from
a
city
versus
the
county.
But
whatever
that's
another
story,
but
that
that
has
been
kind
of
a
constant
refrain
is
one
of
the
reasons
why
it's
impossible.
A
But
but
I
do
I,
you
know,
I
think
we
have
had
historically
conversations
with
the
county
commission
about
whether
or
not
there
would
be
interest
in
floating
a
quarter
cent
sales
tax
on
a
county-wide
basis,
which
is
a
you
know.
A
So
you
know
we
need
to
be
able
to
say
to
folks
what
is
that?
What
does
it
look
like,
and
why
would
it
matter
to
you
I
mean,
obviously,
you
need
to
know
before
you're
voting
on
something
what
you're
supporting
so
so
I
mean,
I
think
we
have
a.
We
have
set
the
stage
for
for
a
productive
conversation
and
continuing
productive
conversation
with
the
county
about
trying
to
explore
transit
solutions
overall.
B
Can
you
clarify,
in
a
feasibility
study,
that's
great
to
determine
for
sure
what
those
uses
would
be
and
what
the
governance
actions
I
use
is
what
those
routes
would
be
and
that
the
governance
of
a
consolidated
system-
and
you
know
once
again-
you
know
our
transit
manager
we're
in
the
process
of
of
filling
that
position,
and
hopefully,
once
that
position
is
filled,
we
can
move
forward
with
probably
getting
a
consultant
to
help.
Look
at
the
previous
master
plan
for
just
the
city
of
asheville
and
build
on
on
it.
F
A
Well,
right
I
mean
also
you
know,
and
I
just
bring
that
up,
because
that
is
why
you
need
this
planning.
You
need
a
planning
tool
for
what
that
would
provide.
If
it
you
know,
if
it's
just
going
to
be
on
a
citywide
basis,
that's
one
scenario
and
that
plan
looks
different
than
if
it's
going
to
be
an
extension
into
the
county
and
it's
going
to
be
a
county-wide
service.
A
F
F
I
guess
I
was
thinking
it
could
have
been
a
cost
savings,
but
not
if
it's
it
is
not
adventure.
So.
D
It
it
hopefully
could
help
to
fund
the
you
know
the.
F
G
H
So
good
good
segue
into
the
the
capital
improvement
plan.
I
think
we
could
run
through
this
fairly
quickly.
I
just
want
to
make
a
note.
You
know
we
do
plan
over
kind
of
a
five
year
time
horizon
this
is
the
revenue
sources
that
were
you.
C
H
From
our
budget
document,
which
again,
everyone
reads
cover
to
cover
from
from
the
current
plan-
and
you
can
see
there-
you
know
the
cities
generally
of
city
money
spending
somewhere
between
15
and
20-ish
million
dollars,
closer
to
the
15
million
annually,
again
of
of
city
money
and
we're
spending
that,
on
a
variety
of
things
and
again,
I'm
not
going
to
go
through
every
single
thing
on
project
on
those
lists.
H
But
we
kind
of
try
to
group
them
together
into
a
few
different
categories,
just
to
make
it
a
little
bit
easier
to
see
what
that
list
is
so
looking
at
what
we
had
planned
for
fy23
in
last
or
I
keep
saying
last
year,
this
year's
adopted
budget
was
breaks
out.
This
way
and
again
you
can
see
the
total
of
18.41
million.
One
note
that
fleet
and
equipment
looks
very
high,
that
is
partially
because
of
bus
purchases
and
those
are
partially
grant
funded.
H
But
this
is
kind
of
the
starting
place
for
our
capital
planning
for
this
year.
So
we
kind
of
start
with
what
we
had
planned
last
year
and
and
try
to
make
adjustments
to
that
as
appropriate.
Some.
H
H
H
I
was
correct,
I'm
glad
we
could
answer
it
so
again.
Looking
at
you
know
where
we're
we're
likely
to
make
some
adjustments
to
to
this
plan.
One
is
memorial.
Stadium
have
a
slide
on
that
in
a
minute,
and
these
are
examples
again,
not
exhaustive,
municipal
building
repairs.
There
are
some
significant
needs
of
that
building
and
likely
what
that
means
is
taking
some
of
our
facility
maintenance,
money
and
kind
of
shifting
it
forward
in
the
plan,
so
spending
more
of
it
earlier
than
we
had
originally
sort
of
envisioned.
H
What
that
project
is
going
to
look
like,
but
we'll
we'll
put
that
in
we've
have
some
additional
bridge
maintenance
needs
identified,
some
specifically
stormwater
and
other
needs
at
the
municipal
golf
course,
and
the
livingston
street
project,
which
again
those
are
just
things
that
we
know
we're
going
to
be
looking
at
and
hoping
to
figure
out
how
to
fund
and
again
will
probably
mean
that
what
you
end
up
seeing
in
the
proposed
budget
will
look
slightly
different
from
what
our
you
know.
What
we
had
planned
in
the
five-year
plan
this
year.
I
I
have
one
question
after
having
toured
the
municipal
golf
course.
Thank
you
to
staff
for
facilitating
that.
Can
the
municipal
golf
course
improvements
be
considered
for
tpdf
funding
asks.
A
A
H
Yes,
so
moving
on
to
responding
to
one
of
the
requests,
I
think
from
our
last
budget
work
session,
about
options
for
funding
for
memorial
stadium
and
when
jade
looks
like
he's
ready
to
get
up.
H
If
there
are
any
questions,
but
the
that
first
column
there
closest
to
the
potential
funding
sources,
I
think,
was
the
proposal
that
we
presented
again
two
weeks
ago
at
the
last
work
session
and
then
there's
you
can
kind
of
see
a
step
down
in
rescue
plan
funding
from
2.5
to
1.5
and
primarily
kind
of
balancing
that,
with
some
savings
from
completed
projects
in
then
with
no
funding,
you
can
see.
H
There's
a
deficit
and,
and
essentially
what
that
would
be,
is
looking
to
again
our
capital
planning
in
the
current
year
and
making
some
trade-offs
and
some
things
that
we
likely
you
know
would
have
done.
That
would
total
somewhere
close
to
that
roughly
1.5
billion.
H
And
I
would
say
you
know
that
that
savings
from
completed
projects.
Similarly
again,
is
you
know,
trade
off
of
you
know
things
that
would
would
other
things
that
we
would
be
funding
but
would
not
have
the
capacity
to
if
that
money
goes
towards
the
memorial
stadium
project.
L
D
A
I
I
just
wanted
to
say
thank
you
for
providing
options.
I
think
in
general,
when
we're
only
provided
one
option
as
a
yes.
No,
it
doesn't
show
us
the
the
pros
and
cons
the
whole
picture,
the
benefits,
and
I
I
really
appreciate
it.
I
still
support
column
one
and
I
support
more
transparency,
so
we
can
have
shared
responsibility
and
successes.
H
All
right,
I
think,
we're
getting
close
to
the
end
of
of
the
the
pure
budget
section
just
want
to
review
the
key
takeaways
again,
our
recommendations
are
based
on
a
variety
of
factors
are
primarily
available
resources.
H
The
work
that
we
do
internally
throughout
the
budget
process,
the
priorities
that
you
all
have
laid
out
and
then
the
information
that
we've
collected,
including
public
input
in
prior
budget
processes,
also
the
current
labor
market
again
trying
to
maintain
our
competitiveness
as
an
employer
is
really
really
important
for
us
to
be
able
to
continue
our
existing
service
delivery
and,
as
a
result
of
you
know
what
we
think
that
that
is
going
to
cost.
H
You
know
we
think
there's
going
to
be
limited
capacity
to
fund
new
and
expanded
services,
including
additional
capital
projects
and
again
so
last
budget
work
session
here,
and
we
will
see
you
all
later
this
evening
for
the
fees
and
charges
and
and
then
next
on,
may
24th
for
the
proposed
budget
and
with
that,
I'm
going
to
turn
it
over
to
jade
for
an
update
on
some
geo
bond
projects.
M
Thank
you,
taylor.
Good
afternoon,
mayor
members,
council,
jay,
dundas
capital
projects
director.
I
promise
to
get
through
this
pretty
quick
and
get
you
a
break
in
between
sessions.
This
is
essentially,
as
taylor
mentioned.
It's
an
update
on
our
our
geo
bond
sidewalk
work.
We've
had
a
lot
of
other
projects
in
the
geo
bond
transportation
category.
A
lot
of
that
work
has
been
completed.
We're
nearing
the
completion
of
of
the
the
all
the
parks
bond
as
well.
M
Just
really
wanted
to
bring
up
you
up
to
speed
on
some
of
the
the
sidewalk
projects.
What
I'll?
Let
you
know
that
sidewalk
projects,
although
their
construction
is
relatively
simple,
getting
them
approved
and
authorized
and
through
the
community
can
be
pretty
complex,
and
so
seeing
some
of
these
go
towards
the
end
of
the
bond
cycle
is
not
where
we
wanted
to
see
him,
but
we
do
have
a
comfort
level
that
we
will
be
able
to
deliver
before
the
end
of
the
of
the
bond.
M
So
this
this
key
takeaways
of
this
section
of
the
presentation
are
updating
the
projects.
It
provides
you
with
the
scope,
explanation
and
also
a
financial
update
and
then
also
review
some
of
the
challenges.
M
So
you
have
a
better
understanding
of
how
we're
working
with
the
community
at
delivery
time
frames,
all
of
which
will
be
under
a
bid
to
ward
by
that
next
summer,
and
that
will
allow
us
to
have
the
the
funds
encumbered
in
time
for
the
bonds
to
be
issued
and
then
review
the
the
work
that
has
been
completed
and
show
you
some
of
the
well.
I
don't
have
pictures
of
the
work
completed,
but
we
will
go
over
a
list
of
those.
M
So
the
first
project
that
we're
going
to
mention
is
shiloh
area
improvements.
We
have
had
this
community
this
out
into
the
community.
One
thing
that
we
learned
is
this:
the
project
that
was
suggested
in
the
in
the
bronze
presentation
when
we
went
to
the
community
to
talk
about
that
that
that
that
connection,
that
that
one
black
connection
they
said
well,
we
have
a
plan
and
the
plan
represented
some
sidewalks
that
they'd
rather
have
seen
built,
and
so
through
a
couple
of
interactions
with
the
community
group
out
there.
M
This
project
was
identified
as
a
as
a
connection
that
was
needed
identified
years
ago
and
a
plan
that
they
have
for
transportation
in
the
area.
It's
a
shiloh
connect,
shiloh
road
to
the
mid
block
of
hampton
the
silo
community
garden
is,
is
made
available
through
this
connection
and
the
only
real
challenge
we
have
in
here,
because
this
is
all
built
on
city
right
away-
is
that
you
see
the
buildings
on
the
very
left-hand
side
of
that
picture.
M
There
there's
it's
pretty
tight
on
brooklyn
road
there,
and
so,
but
it's
it's
not
a
challenge
that
we
can't
overcome,
but
that
will
be
a
little
bit
of
a
pinch
point,
but
this
is
a
when
it's
all
said
and
done.
This
is
a
great
good
project
and
it'll
be
relatively
easy
for
us
to
to
build
to
build
we'll,
have
this
under
award
the
construction
spring
of
23,
and
it's
about
a
six
about
a
six
hundred
thousand
dollar
project
from
vermont
avenue
sidewalk.
I
think
I'm
missing
a
picture
here.
M
Okay,
there
we
go
you
see
on
the
top.
Is
that
this
this
sidewalk
is
a
unlike
shiloh,
the
the
the
shiloh
area
improvements.
That's
a
brand
new
sidewalk,
this
one
is
a
repair
replacement
of
existing.
This
sidewalk
is
is
in
bad
shape.
The
the
picture
on
the
top
right
gives
you
an
indication
of
one
section
of
sidewalk
and,
and
there
are
other
sections
that
are
a
similar
condition
to
this
challenges.
M
The
benefits
are
that
we
will
improve
pedestrian
safety
and
by
replacing
the
deteriorated
sidewalk,
we
really
are
at
a
one-for-one
replacement
on
this
project.
Key
challenges
are
the
they
have
a
mature
cantree
canopy
along
this
roadway
and
there's
a
overwhelming
support
to
try
to
preserve
the
tree
canopy
that
does
put
us
in
a
situation
of
essentially
having
to
replace
in
kind.
M
M
We
will
have
this,
one
bid
fall
2022
and
then
it's
a
1.1
million
dollar
project,
and
that
is
again
just
straight
replacement
and
up
and
making
it
accessible
meet
accessibility.
Compliance
requirements.
M
New
hawk
creek
road
is
a
a
project
that
was
when
we
had
the
bond
approve.
We
didn't,
we
didn't
have
enough
funding
for
it
through
the
original
estimates,
and
so
we
went
back
out
to
the
mpo,
the
metropolitan
planning
organization,
and
that
was
one
of
those
grants
that
we
talked
about
for
transportation
projects.
M
We
were
able
to
leverage
several
million
dollars
against
our
ease,
our
bonds
for
getting
those
grants
and
we
were
able
to
and,
as
a
result,
we
were
able
to
increase
the
the
budget
for
this
project
and
complete
the
nearly
one
mile
of
project
in
this
in
this
area.
Again,
this
is
a
as
most
sidewalks
are
as
an
improvement
to
safety.
There
is
connectivity
to
neighborhoods
and
schools
and
businesses
in
the
area.
M
The
the
biggest
challenges
like
a
lot
of
sidewalks
that
we
have
in
asheville
are
the
tight
right
away.
We
almost
have
very
little
ride
away
outside
of
the
existing
roadway.
This
is
a
d.o.t
road,
there's
an
extra
measure
of
review
and
authorization
and
coordination
there.
So
we're
certainly
working
through
that
with
them
and
have
been
for
for
years
now
and
and
they're.
M
Also,
the
funds
are
passed
through
d.o.t
as
well,
so
that's
that
that
has
typically
is
not
a
problem,
but
they
had
a
budget
pinch
a
couple
of
years
ago,
which
kind
of
slowed
things
down
for
a
little
bit,
but
they
also
this.
This
road,
in
particular,
is
steep
slopes
on
both
sides
and
so
there's
another
challenge
there
we'll
have
retaining
walls
to
do
that,
but
this
also
increases
the
challenges
that
we
have
with
homeowners
because
of
the
need
for
additional
right-of-way
again,
we
are
we're
fairly
we're
far
along
in
this
process.
M
The
right-of-way
acquisition
is
our
our
big
under
task
right
now,
and
this
is
a
3.3
million
dollar
project.
M
Similarly,
I
think
one
thing
that
if
you
put
these
on
a
map,
you'd
find
out
that
these
are
really
well
distributed
throughout
throughout
asheville,
and
so
that's
that's
a
that's
a
good.
I
think
that's
a
good
sign
of
a
really
good
planning
effort,
johnston,
boulevard
very,
very
similar
to
new,
hawk
creek
sidewalk
that
there
are
not
the
steep
slopes,
but
we've
we've
we
get
away.
We
get
the
steep
slopes
issue
taken
care
of
when
we
add
railway
railroad
crossing,
and
that
has
comes
with
its
own
set
of
challenges.
M
It's
again
about
a
3.3
million
dollar
project,
and
is
it's
on
on
schedule
to
bid
this
fall
as
well.
M
Airport
road
from
walmart
to
hendersonville
road:
this
is
a
d.o.t
road
as
well
heavy
traffic
dot
roads.
The
project's
going
to
be
very
similar
to
the
the
sidewalk
that
we
built
on
hendersonville
road
a
couple
of
years
ago
that
required
that
we
work
at
night.
It's
not
something
that
we,
you
know
we'll
just
build
that
bid
that
into
the
contract,
and
that
will
be
reflected
in
all
of
the
pricing
and
so
forth.
But
it
is
something
that
that
is
going
to
be
an
added
challenge
to
this.
This
does
do
great.
M
It
improves
connectivity
through
neighborhoods,
but
also
a
large
commercial
area.
It
will
have
a
continuous
sidewalk
from
hendersonville
road
to
I-26,
and
so
this
is
a
kind
of
a
missing
link
here
there
there
is
going
to
be
pedestrian
improvements
at
the
intersections
of
walmart.
If
you've
ever
if
you've
ever
been
down
there
high
traffic
areas,
that's
that's
that's
kind
of
a
little
bit
of
a
congested
and
busy
intersections
two
of
them,
and
so
this
will
improve
the
signalization
there
and
the
pedestrian
safety
aspects
antiora
a
neighborhood
sidewalk
in
the
in
the
oakley
area.
M
This
is
a
rather
long
sidewalk.
It
the
constructability
here
is,
is
not
very
difficult
because
it
is
a
relatively
flat
area
and
but
it
does
have
again
the
right-of-way
challenges,
ownership
issues.
We
are
working
through
this.
This
one
should
bid
fairly
in
the
spring
or
in
the
fall,
but
it's
it
completes
the
connectivity
of
the
neighborhood
to
the
recreation,
amenities
that
are
exists
there,
the
library
and
so
forth.
This
is
just
a.
M
This
is
a
really
good
project
and
and
again
this
is
also
one
that
was
additionally
funded
and
johnston
boulevard
with
the
additional
mpo
mpo
funding.
M
Okay,
so
briefly
went
through
what
we're
we're
looking
forward
to
what
we've
got
behind
us
is
fulton
street
project.
It
was
a
one
block
sidewalk.
We
were
able
to
build
that
in
in
the
neighborhood.
There
are
some
additional
retaining
walls.
The
had
a
lot
of
community
support
there
and
a
lot
of
community
interaction
that
project's
been
delivered.
As
of
last
fall,
it
cost
about
five.
M
Four
hundred
and
fifty
thousand
dollars
haywood
street
here
in
front
of
us,
was
one
project
that
we
were
able
to
actually
build
during
the
first
year
of
the
pandemic,
and
I
think
that
we
minimized
the
impact
on
the
business
owners
it
it
they're,
not
not
to
say
that
it
was
completely
eliminated.
There
was
still
some
some
impact,
but
I
think
we
were
able
to
get
through
those
fairly
well.
The
price
tag
on
this
needs
a
little
bit
of
explanation,
because
we
were
also
able
to
complete
a
major
sewer
replacement
project.
M
We
worked
with
msd
in
this
project.
I
think
this
is
a
precedent
for
us
moving
forward
and
they
were
they.
They
were
able
to
replace
a
major
piece
of
downtown
infrastructure
without
having
to
do
back-to-back
projects,
and
so
we
we
essentially
managed
a
project
for
them
and,
as
a
result,
we
got
the
sewer
replacement
brand
new,
paving
out
all
the
way
through
the
curve
here
and
then
also
the
sidewalk
replacement,
which
was
our
part
and
then
also
some
water
replacement
as
well.
M
Hill
street
was
a
small
connect
connection
project
up
north
of
downtown
here
connecting
riverside
drive
to
overland.
I
think
the
name
the
street
is,
and
that
was
a
project
we
were
able
to
get
done
fairly
quickly
in
conjunction
with
another
neighborhood
sidewalk
project,
on
bingham
road
and
then,
interestingly
enough
between
the
time
that
the
bonds
were
approved
and
about
2018.
I
thought
my
dates
aren't
exact
here.
M
Gerber
road
and
mills
gap
were
built
by
others,
and
so
we
were
at
the
d.o.t,
I
believe,
and
they
came
along
and
did
some
improvements
and
they
crossed
the
the
railroad
for
us,
which
is
a
huge
benefit
to
us,
and
they
connected
the
essentially
you've
got
a
continuous
connection
between
hendersonville
road
and
sweden.
Creek
there
gerber
road
was
an
extension
of
a
sidewalk
from
from
hendersonville
road
to
the
railroad
tracks,
but
that
was
performed
by
the
apartment
developers.
M
That's
part
of
our
code
as
well
is
that,
if
your
developer
development
code
ordinance
is
that
if
you're
developing
a
piece
of
property
you
have
frontage,
then
you're
required
to
build
the
sidewalk
or
pay
a
fee
in
lieu
of
not
building
that
sidewalk.
So
in
this
case
we
had
the
developer,
build
the
sidewalk
and
we
were
able
to
use
the
money
to
fund
some
short,
some
other
projects
that
that
were
needed
need
additional
budget.
M
So
that's
a
short
and
quick
summary
of
what
we've
got
going
and
what's
what's
what's
been
done,
so
I'm
happy
to
answer
any
questions
you
might
have.
H
M
D
So
not
quite.
I
Yet
yeah,
so
thank
you
for
this
presentation
and
these
updates.
I
noticed
that
the
ongoing
projects
don't
exactly
match
up
with
our
dashboard
website,
but
the
the
finished
ones
seem
to
and
it's
such
a
useful
tool
just
for
public
benefit.
It's
dashboards.
I
I
was
able
to
find
it
really
easily
by
just
searching
for
bond
dashboard
asheville
and
it
pops
right
in,
but
can
we
get
some
clarity
on
when
those
numbers
will
be
updated
in
the
dashboard.
M
Yes,
we
can.
We
can
do
that
we'll.
We
certainly
take
the
information
we
have
from
these
presentations
in
our
updated
budget.
So
that's
a
different
tool
that
we're
using
and
and
get
that
information
loaded
in
there.
We
have
been
a
little
bit
slow
about
that
because
some
of
those
numbers
reflect
the
original
budgets
and
to
in
order
to
try
to
not
have
that
budget
constantly
creeping
and
try
to
resolve
some
confusion.
There,
we've
we've,
we've
not
been
there.
I
So
when
I
get
questions
in
the
community
about
when
certain
sidewalks
will
be
addressed,
something
like
this
dashboard
is
so
helpful,
and
I
know-
and
in
years
past
I've
seen
a
neighborhood
sidewalk
analysis
that
included
cost
feasibility,
the
need
for
it
to
be
addressed
the
urgency
of
course,
but
I
know
that
we
don't.
We
don't
have
that
public
facing
right
now.
I
We
also
have
the
gap
plan
in
process,
so
my
suggestion
would
just
be
once
we
get
that
gap
plan
rolled
out
because
that's
coming
to
council
soon,
something
like
this
plugging
it
straight
in
so
that
folks
have
one
place
they
can
go
to
to
see
where
the
project
is
where
it's
at
in
the
timeline.
If
it's
meeting
the
budget
and
the
different
phases
is
just
brilliant,
it's
worth
the
work.
Thank.
M
M
Mention
that
the
the
financial,
so
the
budget
is
certainly
that's
hand
entered.
That's
that's
on
us,
the
actual
the
under
contract
and
the
amount
spent
is
automatically
updated
through
our
financial
management
system,
and
so
what
you're
seeing
there
is
real-time
date
daily
updates
on
on
what's
being
spent
on
this
project.
I'm
sorry.
A
The
only
the
other
piece
of
it
that
I
think
is
important
for
the
public
to
understand
and
for
us
to
understand,
is
the
funding
mix.
So
you
give
us
the
total
price
of
the
projects,
but
some
of
them
might
be
significantly
funded
through
the
state.
You
know
through
the
mpo
or
something
like
that
or
right
so
I
mean
it
would
be
helpful
to
me
to
to
be
able
to
explain
that
to
folks,
because
you
know
it's
a
significant.
The
price
tag
for
these
projects
is
is
significant
and
I
think
it's
some.
A
You
know
when
people
say
you
know.
Why
do
you
have
all
these
studies?
Why
do
you
have
all
these
plans?
Why
do
you
know?
Why
do
you
need
a
consultant?
I
mean,
and
you
know
the
answer
is
a
lot
of
times.
We
can't
put
ourselves
in
a
position
where
we're
eligible
for
that
kind
of
funding
unless
we
have
have
these
plans
in
place
or
we're
in
the
process
of
producing
our
own
funds
to
be
able
to
match.
So
I
think
it's
just
helpful
for
people
to
know
how
that
gets
all
baked
together.
Yeah.
B
Yeah
mayor,
thank
you
for
that
as
well.
All
of
you
all
of
your
input,
because
this
is
exactly
what
we
wanted
to
do
with
these
updates
on
our
capital
projects-
is
get
your
feedback
such
that
this
isn't
the
first
time
that
you're
seeing
these
projects
and
when
you
get
emails
you
can
say
I
remember
that's
in
that
slide
presentation
that
we
did
at
the
budget
work
session.
So
this
will
be
an
ongoing
relationship
with
council
whereby
we're
trying
to
provide
you
with
as
much
information
on
capital
projects
as
possible.
So
this
is
ongoing.
A
A
That
well
yeah
we
are
but
they're.
You
know
we
parse
it
out
by
the
pot
of
money
and
and
that's
you
know,
I
think
the
community
obviously
thinks
about
it
as
a
blended
situation.
So
I
I
I've
always
hoped
we
could
have
one
clearinghouse
for
every
single
thing
capital.
But
I
know
that's
a
challenge
because
of
the
way
we
handle.
M
It
departmentally
and
the
dashboard
does
is,
is
an
attempt
at
that.
It
might.
Hopefully
it
may
not
be
the
perfect
attempt,
but
the
there
is
a
toggle
switch
on
there,
that
you
can
toggle
on
bond
and
and
non-bond
projects
and
they're
listed
as
transportation
parks,
affordable,
housing
building
construction,
water
and,
I
think,
maybe
other
category
there.
So
I
would
hesitate
to
say
that
that's
our
100
percent
comprehensive
list,
but
it
we.
We
are
trying
to
update
that
as
much
as
we
can.
B
A
We
reach
that
nobody
else
is
jumping
up
to
talk,
so
the
next
step
in
this
budgeting
process
we
talked
about
is
the
manager
is
going
to
bring
the
budget
to
us.
So
there
were
a
couple
outstanding
items.
I
know
everyone's
tired
and
we
gotta
have
a
little
break
before
we
go
into
council,
but
there
are
a
couple
out
saying
I
am
so.
I
think
we're
gonna
need
to
let
the
manager
know
about
so
you
can
put
together
the
manager's
budget.
A
I
think
we
talked
about
reparations
and
whether
or
not
to
create
a
line
item
for
reparations
and
what
a
recommendation
would
be
around
that
I,
and
we
had
a
pretty
pretty
robust
discussion
around
reimagining,
public
safety
and
and
and
and
well
we
did
rep,
we
talked
about
reparations
and
then
finally,
I
wanted
to
bring
up,
and
maybe
others
are
interested
in
this
too.
My
concerns
around
staff
pay.
A
A
I
again,
I
am
concerned
again
about
keeping
those
wages
higher
and
trying
to
match
our
counterparts
as
well,
so
I
I
would
be
interested
in
looking
at
pushing
that
some
more
to
the
extent
we
can.
I
think
you
told
us
last
time.
One
percent
is
the
equivalent
of
740
000..
If
that's
in
across
the
board
I
mean,
maybe
it
would
be
appropriate
to
split
it
out.
I
don't
know
if,
if
you
know
you
say:
okay,
everyone
who
gets
paid
less
than
75
000
gets
fi.
You
know
I
don't.
A
I
don't
know
how
I
don't
want
to
micromanage
it
because
I
know
then
we
create
problems
like
compression
issues,
but
I
would
be
interested
in
exploring
a
more
aggressive
wage
support
for
staff.
So
a
couple-
and
maybe
somebody
else
has
another
item
out
there,
but
those
are
the
things
I
kind
of
heard.
I.
I
Would
support
that
as
long
as
we
do
end
up
with
the
breakout
like
we've
seen
before
and
addressing
our
making
sure
we're
in
compliance
with
our
living
wage
policy,
once
we
get
some
more
clarity
on
that.
D
K
Up
so
again,
shannon
barrett
hr
director.
So
if
I
understand
you're
asking
about
a
policy
related
to
the
living
wage
specifically
and
we
don't
actually
have
a
policy
related
to
living
wage,
as
I
understand
it,
it
has
been
through
resolution
by
council
that
we
have,
you
know,
agreed
to
maintain
a
living
wage
and
I
cannot
remember
off
the
top
of
my
head,
but
I
not
sure
when
the
last
time
that
was
done,
so
we
don't
actually
have
a
policy
that
speaks
to
maintaining
the
living
wage.
A
L
I
would
also
feel
that
we
really
need
to
address
the
culture
here
in
the
city
of
asheville.
I
I've
heard
a
lot
of
different
things
from
different
people
about,
of
course,
wages
are
important,
but
more
important
is
a
comfortable,
a
workforce.
I
mean
workplace
and
feeling
comfortable
feeling,
valued
feeling
like
you're
treated
right
and,
like
I
said,
I've
heard
a
lot
of
complaints
about
that.
So
I
think
we
really
is
there
any
kind
of
policy
we
have
toward
ethical.
L
You
know
cultural,
ethical
training
or
whatever
to
ensure
that
we
get
this,
because
I
can
tell
you
I've
been
with
you
know
a
couple
of
companies
before
and
culture
and
how
well
the
people
are
treated
actually
weighs
more
is
more
valuable,
sometimes
than
wages.
So
as
we
sit
here
and
talk
about
increasing
wages
to
be
competitive,
we
really
need
to
look
at
improving
our
culture
and
relationships
within
our
departments.
F
B
We
have
guiding
principles
for
the
organization
and
the
things
that
you
mentioned
in
terms
of
being
ethical
and
being
fair
and
treating
our
employees
with
the
ultimate
respect.
Does
everybody
get
from
an
employee
perspective,
everything
that
they
may
desire
or
want,
as
it
relates
to
wages
or
whatever
those
requests
may
be?
B
Probably
not,
but
it
is
definitely
a
value
that
we
have
and
over
the
past
several
years
it
has
been
around
employee
retention
and
a
lot
of
that
is
through.
Obviously
you
know
you
all
adopted
the
compensation
plan.
I
mean
it.
We
are
making
steady
progress,
but
do
we
have
a
a
mountain
decline?
Absolutely
right
now,
especially
with
the
competition
that
we
have
from
from
other
organizations,
local
government,
private
sector,
non-profits
employees.
L
He's
still
dealing
on
the
compensation
issue,
I'm
not
really
concerned
about
the
compensation
issue,
I'm
concerned
about
treatment,
and-
and
I
will
tell
you-
I've
heard
it
from
numerous
people
that
it's
not
really
the
staff,
it's
just
within
certain
organizations
within
the
company
itself
who
actually
feel
that
they
are
not
treated
fairly
and
they
leave,
and
so
and
it's
not
always
about
the
money
and-
and
I
mean
I
think
that
is
something
we
really
need
to
work
on
here
in
the
city,
and
we
cannot
keep
ignoring
that.
L
It
does
not
occur
and
it
is
not
occurring.
I
don't
want
to
give
you
specific
examples,
but
I
could,
but
I
think
it
is
something
we
really
need
to
look
hard
at.
B
Well,
I
I
you
know
I'll,
take
that
feedback,
take
it
back
to
the
management
team,
because
I
definitely
it
would
be.
You
know,
of
our
highest
concern,
but
we,
as
I
said,
we
value
our
employees.
We
try
to
have
equitable
treatment,
but
again
do
we
fall
short.
Sometimes
absolutely
we
do
we're
human.
G
G
A
Council
do
we
we
had
a
discussion
earlier
about
well,
okay,
so
on
pay
raises,
are
we
satisfied
with
the
proposed
pay
raises
here?
If,
if
so
that's
where
we're
at
will
we
do
we
want
to
ask
I
mean
you
kind
of
brought
up.
Another
issue
which
is
is,
is
more
pay
the
answer,
or
is
it
more
ftes
more
positions
to
help
support,
exhausted
staff
who
feel
overwhelmed?
A
I
mean
this
is
a
management
issue,
so
I
mean
I
I
would
refer
to
the
recommendation
of
the
manager,
whether
I,
what
I
would
just
say
is
I'm
interested
in
doing
the
maximum.
We
can,
with
this
budget,
to
support
staff
and
support
staff
retention,
and
you
know
workplace
satisfactionism.
A
You
know
whatever
those
driving
factors
are.
However,
this
council
can
help
address
that.
I
would
like
to
see
that
in
this
budget,
if
this
is
it,
if
this,
what
we've
seen
today
is
the
maximum
we
can
allocate
within
the
confines
of
this
budget.
Then
that's
the
answer,
but
if
there's
more,
we
could
do
yep.
D
Okay,
I,
unless
this
council
is
willing
to
take
some
things
off
the
list
of
requests
that
we
saw
today
or
the
council
is
willing
to
raise
taxes.
D
I
don't
really
see
that
I
mean
again,
then
council
needs
to
you,
know,
nod
and
say
we
don't
want
x,
y
and
z,
which
is
what
taylor
laid
out
here
I
mean
I
I
I
guess
it.
It
is
a
zero-sum
game
and
you
know
I
appreciate
it
and
I
you
know
I'm
supportive,
I'm
also
very
supportive
of
staff.
D
I
don't
you
know,
I'm
very
concerned
that
a
four
percent
raise
isn't
going
to
cut
it
when
we,
when
we
look
at
inflation,
etc,
but
on
the
other
hand,
we
have
to
be
willing
to
go
through
these
examples
of
new
funding
requests
and
say
we
can't
do
that
this
year.
No,
I
mean
I.
D
Not
fair
to
staff
to
you
know,
act
like
this
is
just
an
a
never-ending
bucket
and
then
you
know
and
then
support
everything.
That's
on
the
list
for
new
funding
requests.
I
mean
it's
unless
and
that
is
unless
council
nods
right
now
and
says
we
want
a
tax
increase.
A
So
gwen
that
that's
not
what
I'm
saying
I'm
saying
to
management
you
have
given
us
this
selection,
this
menu
of
funding
requests.
We
get
funding
requests
from
departments
every
year
that
don't
end
up
getting
funded,
there's
a
decision
made
at
a
management
level
not
to
fund
them.
So
if,
if
the
request
today
is
to
fund
all
of
the
things
that
have
been
presented
to
us
in
lieu
of
other
things,
then
then
that
would
be
that's
the
decision.
I'm
not
again.
I
don't
want
to
micromanage
the
management
in
that.
A
What
I'm
saying
is
if
there
is
a
way,
if
you,
if
you
all,
go
back
to
the
drawing
board-
and
you
say:
okay,
we've
got
these
funding
requests,
but
you
know
what
we'd
rather
have
this
year.
We'd
rather
put
this,
and
this
off
and
we'd
rather
see
a
salary
increase.
That's
all
I'm
saying
I'm
not!
I
don't
want
anyone
to
say
well,
thanks
for
that
salary
increase,
but
now
I
don't
have
new
computer
software.
A
That
is
not
my
intention,
so
I'm
only
saying
that
if
you
know
I
don't,
I
also
don't
want
staff
to
feel.
Like
my
counsel,
you
know
drew
the
limit
at
four
percent
and
that's
what
we're
stuck
with.
So
I'm
I'm
offering
the
flexibility
to
come
back
with
a
recommendation
that
best
suits
the
needs
of
staff,
and
I
I
assume
that's
what
will
happen
anyway,
but
I
I
am
I'm
just
merely
I
understand
I
don't
I
don't
want
to
go
through
and
say.
Well
I
value
this
or
I
don't
value.
A
D
But,
to
a
certain
degree
I
mean
isn't
that
what
these
work
sessions
are
intended
to
be.
Aren't
they
intended
to
be
that
we
look
through
these
lists
and
we
say:
okay,
you
know,
I'm
I'm
good
with
the
six
of
them
and
not
these
four
and
what
I
want
to
use
that
extra.
D
You
know,
four
that
I
took
off
the
list
that
weren't
priorities
this
year.
I
want
to
use
it
for
that.
I
mean
I
thought
that's
kind
of
what
the
work
sessions
are
for
it's
and
and
to
just
generically,
throw
that
out
there.
I
think
we
have
an
obligation
to
tell
staff.
You
know
that,
with
these
new
funding
requests
that
here's
here's
our
priorities,
here's
the
here's,
our
top
things,
and
if
there
are
things
that
are
not
on
our
the
top
of
our
list,
then
you
know
we
would
prefer
that
go
back
to
salaries.
B
That
is
correct.
Quite
frankly,
what
we
were
trying
to
provide
you
all
with
is
the
stress
and
strain
on
the
budget
without
looking
at
an
additional
source
of
revenue
that
we
have.
We
know
we
have
salary
compensation
issues.
We
have
you
all
have
said
we
have
cultural
issues
as
well,
and
we
also
wanted
to
show
that
and
we
haven't,
even
you
know,
calculated
all
of
the
departmental
requests,
but
just
an
example:
we've
got
this
amount
of
money.
B
We've
got
just
an
example
of
this
amount
of
requests,
and
this
is
going
to
be
a
tough
struggle
for
us
and-
and
this
was
to
hear
a
little
bit
about
admiral
money
for
reparations
in
terms
of
your
priorities.
We,
those
are
the
things,
and
I
think
we
we
got
that
kind
of
input
today.
L
A
A
A
For
but
so
I
hear
that
loud
and
clear,
but.
B
We
will
we,
we
will
respond
to
the
challenge,
we'll
come
back
with
recommendations,
and
I
think
we
we
we
hear
somewhat
of
the
of
the
direction.
I
think
we
also
heard
glenn
from
you
that
you
know
the
outreach
position
may
not
be
one
that
you
personally
feel.
D
D
If
I'm,
if
I
want
compensation
to
increase-
or
I
don't
know-
you
know,
come
up
with
something
else
that
you
know
they've
found
but
but
it
just
doesn't
seem
fair
to
just
you
know,
keep
saying
well,
we
want
we
want
more,
but
we're
not
willing
to
take
anything
off
the
table.
I
mean
this
is
our
job
to
help
to
give
guidance,
and
not
just
we
want
more
more
more.
You
want
to
add
and
delete
exit
right.
I
want
add
and
delete.
I
think
that's
that's.
F
I
agree
I
mean
this
is
the
hard
job
we
signed
up
for.
I
would
appreciate,
if
you
all,
are
coming
back
with
the
personnel
recommendation
that
has
more
information
if,
if
there's
anything
that
could
be
added
to
it,
that
speaks
to
the
exhaustion
and
stuff.
So
it's
not
just
you
know,
will
arrays
simple.
I
guess
what
I
don't
want
to
micromanage
at
all.
I
just
am
curious
if
you
in
that
exercise
of
finding
the
10
words
exhausted
and
overwhelmed
if
there
was
more
information
gathered
that
might
help
them
with
morale.
F
F
For
I
guess
just
one
thing,
so
this
is
our
last
work
session
right.
So
the
next
thing
we'll
see
on
budget
is
voting
on
it,
but
then
there's
this
our
tpdf
process,
that's
going
to
be
layered
in
so
I'm
not
sure
how
I
guess
what
this
is
just
be
on
our
own
reconnaissance
we'll
meet
with
you
if
needed.
Well,
I.
I
B
F
A
Yeah
may
10th
right.
F
A
And
ball
game
yeah
yeah,
I
well.
Okay,
so
yeah
I
mean
the
tpdf
this
we're
talking
about
the
tourism
product
development
fund,
which
the
application
cycle
that's
about
to
happen,
is
under
the
current
legislation,
which
can
only
be
used
for
capital
that
has
this
crossover
relationship
to
to
tourism.
So
that
list
is
gonna.
Look
like
you
know
the
golf
course
you
know
and
think
things
that
that
fit
so
and
it's
going
to
impact
the
capital
budget,
not
the
you
know.
A
Just
looking
at
all
our
pools
of
funds,
not
memorial,
certainly
absolutely
not
memorial,
because
the
direction
we're
going
in
with
memorial
is
a
neighborhood
park
instead
of
instead,
so
it
won't
qualify
for
for
tpdf
funding
the
way
it's
visioned,
but
I
mean
that's
not
to
say
it's
not
going
to
be
significant
and
very
helpful,
but
will
only
impact
the
capital
of
the
capital
budget.