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From YouTube: Environment & Safety Committee – April 25, 2023
Description
Regular meeting of the Asheville City Council Environment & Safety Committee.
Access the agenda and other meeting materials at the City of Asheville website: https://www.ashevillenc.gov/government/city-council-committees/environment-and-safety-committee/
Participate before and during the meeting on our public engagement hub: https://publicinput.com/J8773
B
B
B
We
have
to
watch
them
on
the
stand.
Tell
us
they
don't
even
know
their
own
standard
operating
procedures
and
how
they
have
tremendous
amounts
of
bomb
trainings.
While
they
are
currently
risking
an
off-gassing
equipment,
they
simply
do
not
know
what
they
are
doing
and
it
would
be
hilarious
to
watch
if
it
didn't
have
such
serious
implications.
It's
no
wonder
that.
B
From
parks
we're
trying
to
engage
care
for
three
years
in
a
constitutional
violation,
they
continue
to
target
the
black
community
with
different
portion
at
force,
and
none
of
us
have
forgotten
and
gassing
the
town
fracturing
approach
at
which
you're
being
sued
for
to
they're,
putting
in
outlandish
amount
of
resources
towards
the
supposed
felony
littering
teeth.
While
apd
keeps
crying
wolf
about
how
they
don't
have
enough
resources,
we
have
many.
B
Today,
the
dock
to
the
entire
asheville
police
department,
along
with
parks
and
rec,
in
a
time
where
abortion
and
trans
rights
are
under
attack
in
our
state
and
we
live
in
the
fifth
most
expensive
city
in
the
country
to
rent
the
answer
to
this
is
not
more
policing
and
in
fact,
policing
poses
an
increasing
danger
to
all
of
us.
The
length
they've
gone
to
here
show
the
true
colors
of
apd,
which
more
and
more
people
are
seeing
as
they
push
these
charges
and
drag
this
out.
B
Apd
to
post
on
their
facebook
page
as
more
and
more
of
us
recognize,
the
true
intention
of
policing
has
never
been
and
will
never
be
be
community
safety,
which
is
a
major
already
for
myself
and
my
neighbors
there's
a
small
group
of
cop
connected
wealthy
people
and
business
owners
who
are
trying
to
influence
you
all
in
police
crackdowns
that
won't
work.
We
must
address
the
rubicon
incarcerate
our
way
out
of
the
problems
that
we
face.
The
one
thing
I
continue
to
be
deeply
thankful
for
is
that
there
are
so
many
people
who
decided
they.
A
A
A
A
D
Good
morning,
council
members,
fellow
staff
and
folks
listening
at
home,
I'm
curable
on
the
sustainability
program
manager
and
I'm
going
to
share
with
you
an
update
about
the
food
scraps
drop-off
program
this
morning.
If
you
can
go
onto
the
next
slide,
please
so
key
takeaways
from
this
pilot
program
to
date,
we
know
that
food
waste
reduction
in
organics
diversion
our
key
strategies
to
address
the
city's
waste
reduction
goal,
greenhouse
gas
emissions
reduction
identified
in
our
climate
emergency
resolution.
Far
pilot
food
scraps
drop-off
program
has
indicated.
There's
resident
willingness
to
participate.
D
We
know
that
interdepartmental
participation
and
city-county
collaboration
are
necessary
for
a
successful
program,
management
and
resident
engagement.
And,
finally,
the
an
interlocal
agreement
with
buncombe
county
is
needed
to
further
operationalize
this
pilot
program
next
slide.
Please
please!
So
I'm
going
to
talk
a
little
bit
about
why
food
waste
reduction
is
a
local
priority,
amongst
are
many
priorities
here
at
the
city.
D
So
far
we
know
that
35%
of
city,
residential
landfill
materials
are
compostable,
so
that's
35
percent
of
all
the
waste
from
our
from
our
city
services
going
into
the
landfill
could
other
could
be
diverted,
go
to
other
places.
That's
8,000
tons
of
compostables
per
year
going
to
the
landfill.
So
that's
that's
a
lot.
D
Lot
of
organics
that
are
going
right
into
our
landfill
in
one
county
sectors
is
zooming
out
a
little
bit
beyond
the
scope
of
the
food
scraps.
Drop-Off
program
was
in
tons
of
food.
Waste
are
estimated
to
be
generated
per
year
from
the
city
of
asheville
here,
so
that
includes
restaurants,
grocery
retailers,
institutions.
D
There
was
an
identification
for
for
further
operationalizing
our
thinking
about
programs
and
projects
that
we
could
do
across
the
network
to
help
support
residents
in
better
food
waste
reduction
initiatives
fast
forwarding
to
2020
the
city
of
asheville
was
selected
to
participate
in
the
natural
resource,
defense,
counsel's
food
matters,
southeastern
cohort,
so
participating
along
side
cities
like
atlanta,
memphis
nashville.
In
orlando,
we
were
able
to
lean
into
technical
expertise
and
some
grant
funding.
D
In
from
nrdc
to
identify
strategies
and
put
those
into
action
here
in
the
city
of
asheville
practices,
nationally
from
some
of
their
foundational
partners
in
baltimore
denver
and
across
the
country,
we
identified
a
number
of
strategies,
including
the
food
waste
drop-off
program.
We
also
worked
with
food
waste
solutions
to
develop
a
proclamation
ways
of
raise
awareness
in
the
community
and
continue
to
do
education
campaign
to
support
residents
and
reducing
household
food
waste.
D
D
D
Six
of
those
sites
are
here
in
the
city
of
asheville,
someone
city-county,
someone
prop
on
county
property
and
two
sites
are
located
outside
assuming
the
city
limits
in
the
county.
There's
23
household
twenty,
three
hundred
households
that
are
registered
about
3,800
individuals,
so
folks
are
willing
to
drive
their
food
scraps.
D
Around
65
percent
of
those
folks
were
not
actively
composting,
so
we're
able
to
kind
of
point
out
real.
This
is
real
diversion
that
would
otherwise
be
going
into
our
landfills
stream.
There's
been
a
tons
diverted
to
date
with
the
fully
operational
six
city
sites
where
we're
projecting
about
225
hundred
and
twenty
five
hundred
tons
per
year
as
a
projected
diversion
in
that
in
that
time,
which
is
equivalent
to
a
hundred
sixty
four
vehicles,
vehicles
taken
off
the
road
or
vehicles
driven
for
one
year,
we
do
have
just
foster
on
the
line,
as
you
mentioned
earlier.
D
So
following
the
presentation,
if
there's
more
specific
questions
around
some
of
these
diversion
numbers
that
we
can
tag
team
on
responses
to
that.
Some
of
this
information
that
we're
looking
at
in
these
slides,
I'm
sorry
katie.
You
can
go
onto
the
next
slide.
Some
of
the
information
that
we're
looking
on
some
of
these
slides
was
from
the
counties,
2022,
waste
diversion
study
and
also.
D
D
And
we're
seeing
that
our
preferred
strategy
is
neighborhood-based
smaller
sites,
so
we
initiated
at
steven's
lee
recreation
center
with
a
large
site
and
moved
to
community
rec,
centers
and
libraries
around
the
community
trying
to
bring
these
opportunities
closer
to
where
people
live,
work
and
play.
We
also
know
that
site
maintenance,
customer
service
and
communications
and
holler
management's
are
areas
that
we've
continued
to
improve
and
there
are
opportunities
for
improved
efficiency
and
collaboration
across
those
those
areas,
and
we
have
land
real
hard
into
our
collaboration.
D
That's
been
a
recipe
for
success,
so
interdepartmental
collaboration
as
well
as
our
city,
county
collaboration,
has
made
the
program
more
efficient
and
more
easy
for
people
to
to
understand
as
a
resident
and
a
youtube
user
experience.
Just
a
few
of
the
department's
we've
leaned
on
rk
park,
sanitation,
us
in
sustainability
and
the
county
solid
waste
have
all
been
key
collaborators
next
slide,
please.
D
D
Next
slide,
just
to
recap
on
our
key
takeaways
today
we
know
the
food
waste
reduction,
organics
diversion
our
key
strategies
to
address
some
of
the
city's
waste
reduction
in
greenhouse
gas
goals
and
some
of
the
items
that
were
identified
in
the
climate
emergency
resolution.
So
far,
we've
been
able
to
identify
that
residents
are
in
fact,
willing
and
interested
in
driving
their
food
scraps
around
to
support
this
organics
diversion.
A
Thanks
care
appreciate
that
is
pretty
impressive.
You
know
with
a
number
you
were
saying
that
signed
up
3,800,
that's
four
percent
of
city
residents:
that's
a
lot
of
people
that
are
willing
to
drive
their
way.
So
I
can
only
imagine,
as
we
make
this
easier,
the
potential
for
what
this
could
be
one
day.
The
only
thing
I'd
add
is
I
serve
on
the
county's.
A
Environment
and
energy
subcommittee-
and
we
met
last
friday
and
I'm
going
to
give
an
update
later
some
other
parts
of
that,
but
head
of
the
solid
waste
department
at
the
county
was
there
giving
us
some
other
updates
mention
this.
A
lot
of
enthusiasm
support
sounds
like
a
really
great
working
relationship,
which
I
just
love
to
hear
when
we're
strongly
collaborating
with
the
county.
So
just
to
reinforce
that,
I
found
this
really
exciting
councilwoman
any
questions
or
comments
from
about
this
program.
C
A
A
F
F
F
To
move
ahead
in
the
s
and
we're
beginning
with
our
little
gauging
in
our
community,
with
not
only
through
a
survey
which
I'll
talk
about
a
little
later,
but
also
the
one-on-one
conversation,
and
that
the
communication
and
dialogue
to
promote
that
person
preparedness
and
build
that
resilience.
So
those
are
the
key
takeaways
next
slide.
Please
so
kind
of
a
project
overview
pretty.
F
High
level
here
these
are
the
the
pillars.
If
you
will
the
project,
the
emergency
operations
ian's
plan
again
provides
that
framework,
how
we
organize
ourselves,
how
we
prepare,
how
we
respond
and
then
how
we
recovered,
there's
two
things
that
every
incident
or
event
has
in
common.
It
begins
local
and
it.
F
Ends,
local,
and
so
what
we're
trying
to
do
is
organize
ourselves
in
a
way
that
promotes
that
culture
of
shared
ownership
during
one
of
these
response,
when
we
have
an
event
or
an
incident
that
we
come
together,
collectively
collectively
prepare
and
respond
which
being
this
plan
anchors
us
in
that
efficiency
and
does
so
that
we
can
return
to
a
new
normal
faster.
It
improves
that
response
time
on
the
other.
The
other
side
is
the
continuity
plan,
a
continuity
of
operations
plan.
F
It
gives
us
that
framework
of
how
we
continue
to
provide
those
services
as
a
city
when
again,
where
members
of
the
community
as
well-
and
we
take
an
impact
to
maybe
our
facility
or
one
of
the
things
that
we
we
we
have
operational,
my
sighs.
How
do
we
continue
those
essential
services
during
that
emergency
and
how
we
continue
again,
we
went
through
a
massive
continuity
of.
F
Covid-19
pandemic
and
so
that
we
won't
lose
that
progress.
We
won't
lose
those
after
action
item,
so
that's
kind
of
where
that's
going
to
lined
up
and
then
the
the
one
that
really
supports
this
is
the
true
foundation
is
that
community
engagement
so
we're
working
very
hard
leveraging
our
relationships
through
extensive,
not
only
as
a
team
inside
the
city,
but
also
our
vertical
stakeholders.
You
know
with
the
county
as
well
as
wherever
we
can
leverage
that
are
we're.
Looking
at
these
plans
through
the
equity
lens.
F
Kind
of
input
they
are,
what
kind
of
put
they
have,
but
also
when
we,
when
we
go
again.
This
is
a
this
is
a
first
touch.
This
is
a
first
introduction
to
a
lot
of
us
and
we
want
to
make
sure
that
that
not
only
are
we
showing
getting
that
input
and
plans,
but
also
when
we
come
back
next
time,
we're
able
to
kind
of
paint
that
picture
and
draw
a
line
where,
if
this
is
the
input
you
provided
to
us
during
the
planning
process
and
the
missus
where
this
is
where
it
lives.
F
This
is
where
it
was.
This
is
how
we
took
that
feedback
and
how
we
operationalize
that
in
our
preparedness
and
are
planning
to
build
that
neighborhood
resilience
build
that
resilience
at
that
particular
level.
So
those
are
kind
of
the
three
big
project
overviews
in
the
three
big
pillars.
That
will
we'll
talk
about
next
slide.
Please!
So
a
lot
there's
differences
between.
F
The
two
again,
the
emergency
operations
side
of
the
house
and
then
the
continuity
side
of
the
house.
This
this
graphic
just
tries
to
break
that
down
a
little
better,
which
you
know,
emergency
operations
on
one
side.
What
the
purpose
is
is
how
we
manage
these
emergencies,
and
then
we
activate
these
plans
when
some
type
of
significant
hazard
requiring
that
that
communication,
coordination
and
collaboration.
F
And
among
city
to
respond
to
this,
and
again
this
is
that
how
we
are
organized
promoting
that
culture
of
shared
ownership
within
the
department's
to
respond
to
these
events
and
then
kind
of
on
the
continuity
side
of
the
house.
The
continuity
of
operations
plan,
we're
prioritizing
essential
functions
that
the
city
has
to
maintain,
how
we
get
those
systems
back
up
by
prioritizing
that,
within.
F
F
F
There's
there's
data
from
all
of
our
different
stakeholders
that
exists:
state-federal
fema,
you
name
it.
They
each
have
a
data
set,
but
we
want
to
make
sure
that
we're
responsive
to
and
what
we
want
to
understand
that
hazards,
threats
and
vulnerabilities
from
the
community's
perspective
and
from
that
lived
experience,
perspective
perspective.
What
are
those
expectations
and
then
again?
How
do
we
promote
that
personal
preparedness?
F
What
spaces
and
how
do
we
want
to
interact
with?
How
do
you
want
to
interact
with
staff
when
we
talk
about
promoting
personal
preparedness
and
that
preparedness
and
that
building
that
resilience
at
the
community?
How
can
we
help
that?
How
can
we
inform
that
this
particular
circle
that
you
see
on
the
right
is
kind
of
the
thought
process
and
how
we're
going
about
it?
We're
wanting
that
personal
participation
making
we're
going
into
the
communities
at
different
meetings.
F
Last
night
I
was
fortunate
enough
to
speak
at
the
neck
and
had
a
really
good
conversation,
lots
of
great
questions,
very
good
interaction,
then,
having
that
crusted
community
dialogue
like
we
did
last
night
and
like
we
already
have
this
morning,
and
then
we
take
that
feedback
analyze,
it
look
at
what
we
were
able
to
receive
track
the
progress
and
then,
as
we
continue,
that's
going
to
help
us
inform
the
the
education
outreach
our
training
as
we
move
forward,
and
then
again
this
is
not
a.
This
is
not
a
once
through.
This
is
an
ongoing
conversation.
F
That's
going
to
depend
on
everyone
working
together
to
promote
those
outcomes
and
build
that
resilience
at
the
neighborhood
level
and
that
that
that
that
personal
level,
so
that's
kind
of
what
the
community
engagement
and
kind
of
what
we're
after
in
the
first
piece
of
that
is
with
the
the
survey
that
will
talk
about
next
slide.
Please,
the
survey
is
live
now.
I
will
provide
links.
F
F
F
F
This
we
looked
at
data
that
we
already
had
in
already
climate
justice
map,
the
resiliency
assessment
that
we
had
gone
through,
not
only
here
locally,
where
our
data
that
we
started,
but
as
well
as
our
state
regional
reports
and
all
of
the
things
that
we
had
accessible
to
us
to
begin
this
process.
In
february,
we
started
with
our
planning
workshops.
We
talked
about
our
risk
profile.
We
met
with
every
single
city
department
and
talked
about.
F
F
Had
another
successful
planning
workshop,
where
we
talked
about
the
organized?
What
we
look
like
as
far
as
structure,
how
we
manage
incidents
currently
where
we
are,
where
we've
been,
where
we
want
to
go,
and
then
the
formation
of
these
plans
that
I'm
going
to
talk
about
a
little
deeper
here
in
a
few
minutes,
and
then
the
community
engagement.
We
talked
about
working
with
kate
working
on
those.
F
Strategies
goals.
Looking
at
the
survey,
what
kind
of
questions
we
wanted
to
ask?
How
are
we
going
to
use
the
data
to
inform
the
plans
once
we
got
them
and
then
in
april,
obviously,
we've
hit
the
ground
running
once
again
with
another
successful
planning
workshop.
That
really
starts
to
dig
into
the
to
the
weeds
talk
about
each
department
again
meeting
with
every
single
department
on
response
capabilities,
continuity,
questions
things
like
how
do.
F
F
F
Where
we've
been
and
practice
we're
going
to
do
a
little
training
and
also
we're
going
to
sit
around
as
city
staff
and
the
key
planning
team
and
have
a
table
to
make
sure
that
they're
actually
what
we
do
and
have
an
exercise
to
inform
what
the
what
the
the
after
action
and
how
we
continue
to
move
forward
in
the
plans.
This
is
a
really
good
pulse
check
for
where
we
are
in
the
process
we're
getting
to
start
to
receive
some
of
the
community
feedback
and
again
the
community
feedback
is
an
ongoing
conversation.
F
F
The
the
drafted
they
will
pretty
much
remain
in
a
they'll,
be
finalized,
but
they're
only
finalized,
because
we'll
start
this
process
again
because
one
of
the
things
we
want
to
make
sure
as
things
change,
these
plans
must
change
as
we
find
ways
to
improve,
as
we
find
data
sets
out
there.
That
can
help
us
inform
this.
F
Captured
these
tools
are
captured
within
these
plans
and
then
we
can
do
size
and
trained
on
them.
Then.
Obviously,
at
the
end,
we'll
also
have
an
after-action
report
and
that
kind
of
points
us
the
weight
forward,
and
so
we're
super
excited
about
these
next
steps
and
we
look
forward
to
coming
back
and
communicating
further
as
we
hit
some
of
these
milestones
next
steps.
Please
all
right,
I'm
sorry
next
slide
so
long.
I.
F
Looking
at
each
of
the
plans
individually,
where
we'll
start
with
the
continuity
of
operations
plan
will
look
at
you
know
what
that
looks
like
and
kind
of
take
a
deeper
dive
here,
just
a
second
and
then
we'll
get
into
the
emergency
operations
side
of
the
house.
So
next
slide,
please
please!
In
order
for
us
to
have
that
successful
continuity
of
operations
program.
Obviously,
the.
F
F
How
do
we
get
going
again
and
what
are
those
we
have
to
be
able
to
prioritize
and
make
sure
that
you
know
we're
using
the
most
informed,
data-driven
and
feedback
from
our
community
what
the
expectations
are
and
then
this
plan
is
going
to
identify
those
people,
technology
resources
facilities
and
making
sure
that
we
have
backup
plans?
What
how
do
we
do?
We
fell
over
to
specific
things
and
what
are
those.
F
Systems
that
are
the
back-up
plan,
and
and
how
do
we
build
in
redundancy
in
our
system
to
maintain
that
continuity?
And
where
do
those
redundancies
need
to
live
lots
of
opportunity?
Lots
of
engagement
around
this?
But
we
also
want
to
make
sure
that
we're
using
the
subject
matter
expert
have
on
the
team
to
inform
that
so
that
everyone
is
coming
at
this
with
very
collaborative
but
also.
F
F
So
so
each
department
is
going
to
have
there's
going
to
be
a
base
plan
and
there's
going
to
be
each
departments
going
to
have
their
own
an
x,
that's
tailored
to
their
department.
So
this
is
what
happens
to
the
one
of
us.
You
know,
for
example,
the
fire
department
when
we
have
an
impact.
This
is
what
we
do.
F
Looking
at
that,
and
then
we're
practicing
him
and
before
we
reach
that
ultimate
mark
of
the
final
adopted
plan
in
august.
So
it's
again
it's
a
continuous
process
that
we're
going
through
and
we're
continually
checking
our
work
and
making
sure
that
we're
capturing
every
element
of
this
is
it
so
important
to
maintain
those
city
essential
services.
Next
slide,
please
I'll!
Stop
right
here.
F
E
F
F
Not
only
will
this
profile
and
then
what
we're
hearing
back
to
the
community,
but
we
know
through
the
climate
resiliency
assessment
that
wildfire
nuisance
flooding
major
flooding,
those
are
those
are
hazards
were
susceptible
to
and
so
that
as
a
part
of
this
risk
profile,
we
know
that
ahead
of
time.
So
how
can
we
organize
ourselves
to
respond
to
those
types
of
events,
but
also.
F
F
Susceptible
to
you
know,
if
it
floods-
or
we
have,
you-
know,
a
top
of
a
wildfire.
What
impact
the
city
services
do
we
have
and
how
we
prepare
for
that
and
how
do
we?
How
do
we
increase
their
resiliency
to
so
that
we
maintain
that
no
matter
what's
happening
outside,
but
also
many
times
it's
a
expectations,
management
work
in
as
a
part
of
this
community
community
to
and
in
that
risk
profile
we're
susceptible
to
these
hazards
as
a
city
as
well.
F
Absolutely
we're
sharing
with
them
them.
Obviously,
there's
a
link
that
we've
shared
with
the
survey
that
that's
going
to
go
out.
First,
we're
going
to
supply
them
with
some
flyers
that
they
can
put
up,
but
also,
oh,
they
have
the
individual,
their
community
meetings,
we're
going
to
come,
speak
and
interact
and
have
that
conversation
one-on-one
and
find
out
from
them.
You
know
that
lived
experience
and,
and
just
hopefully
have
that
that
dialogue
to.
F
F
F
One
of
the
conversation
topics
that
came
up
last
night
is,
you
know:
are
we
going
to
do
how
to
win?
We
want
to
know
that,
and
also
how
do
we
build
that
capacity
there
and
how
do
we,
the
the
new
folks
that
are
moving
to
this
area
that
are
visiting?
How
do
we
include
those
in
that?
So
those
are
some
definitely
some
strategic
conversations
were
having
and
using.
A
Collaborative
process
that
you've
been
starting
there
been
any
in
whizzie
external
review
committee
that
is
helping
us
come
up
with
recommendations
to
be
even
more
prepared
and
have
better
continuity
of
operations
in
our
water
utility.
Are
we
learning
anything
from
that
emergency?
We
just
had
just
kind
of
curious
how
that's
coming
up
as
you're
going
through
this
process.
F
F
In
this,
as
a
month,
the
planning
team
and
then
playing
team,
that's
represent
represented
by
1
to
2
from
every
department
internally
internally.
It
has.
A
lot
has
been
revolving
around
that
we're
obviously
receiving
questions
from
that
panel
that
we're
answering
and
there's
questions
that
you
can.
We
can
we've
organized
into
several
different
types
of
buckets.
If
you
will.
G
Correct
in
terms
of
how
we
are
trying
to
incorporate
information
good
also
want
to
add.
He
said
this
is
an
iterative
process.
So
as
we
get
to
the
actual
recommendations
back
from
the
group
because
their
work
is
not
completed,
will
be
incorporating
and
assessing,
I
think
the
appropriateness
actions
added
the
player
jeremy
am
I.
A
A
F
Absolutely
this
is
definitely
an
iterative
process,
so
look
forward
to
continuing
it.
It's
very
exciting
next
slide,
please
so
now
to
talk
more
on
the
emergency
operations
again
next
slide,
please
how
we
organize
it's
very
important
that
this
plan
be
adaptable,
scalable
and
leverages
our
strengths.
That's
the
that's
the
key
to
it!
We're
using
these
past
incidents,
as
I
spoke
to
earlier.
Where
do
we
do
good?
Where
do
we
do?
How
can
we
improve?
F
What
are
those
the
weaknesses
that
we
might
have
in
that
risk
profile?
The
vulnerabilities
all
of
that
coming
together
in
a
collaborative
process
to
really
nail
down
these
capabilities
and
where
we're
going,
we
set
that
those
objectives
we
move
forward
after
those
objectives
with
solid
strategy
and
tactics
from
subject
matter,
experts
that
are
achievable
and
time
sensitive
each
department
has
a
role,
we're
leveraging
every
single
person
that
we
have
every
unique
skill
set,
we're
using
our
hr
team
mates
working
with
them
on
collaborating.
How
do
we
find
talent,
talent,.
F
F
F
Train
to
a
point:
how
do
we
keep
them
informed,
armed
and
then
how
do
we
plug
them?
In
obviously,
there's
lots
of
need
fortran,
an
outline
where
we're
headed
and
what
we're
doing-
and
this
is
going
to
give
us
a
standard
to
train
to
so
now
we
can
manage
expectations
not
only
in
response,
but
in
that
training
and
also
the
ongoing
investment
in
emergency
operations.
This
this
program
this
plan-
this
is
not
a
once
through
process.
F
It's
iterative
we're
going
to
continue
this,
that
the
ink
will
never
dry
on
on
these
plans,
because
if
it
does
that's
kind
of
work,
we're
complacency
and
things
can
creep
in.
So
that's
these
are
living
breathing
documents
in
this
program
is
a
living
breathing
document
and
but
if
there's
we're
challenged,
we're
working
through
that
and
the
nice
thing
about
having
a
degree
diverse
group
of
people-
is
that
innovative
thought
on
how
we
do
that?
What
it's
not
just.
F
F
Understanding
our
risk
talking
about
vulnerabilities,
you
know
identifying
resources.
Where
are
our
work?
Where
do
we
get
intelligence?
What
what
information
is
that
look
like
our
as
an
example
of
that
intelligence,
the
climate,
the
the
social
justice
map?
You
know:
how
do
we?
How
do
we
improve
that?
How
do
we
move
it
forward?
F
F
You
know
more
work
involved,
but
but
at
least
we're
all
on
the
same
page
and
moving
forward
together
and
this.
This
is
where
organized
collaborative
and
we
have
the
cooperation
from
from
all
of
our
stakeholders
moving
this
forward
internally
and
externally,
we're
getting
so
many
good
ideas
on
what
this
could
look
like
and
what
this
this
iteration
just
from
already
even
today
today,
you
know:
how
do
we
use
those
non-traditional
responders
in
this
and
tap
into
that
talent,
thus
improving
our
our.
F
Exploit
explanation
on
how
we're
going
to
operate
and
then
roles
and
responsibilities,
it's
very
important
to
manage
expectations.
You
have
to
know
what
you're
responsible
for
and
what
your
role
is,
and
so
that's
going
to
be
very,
very
detailed
in
that
base
plan,
and
that's
what
we're
going
to
here
too,
when
we
and
me
anchor
the
to
that
we
operate.
So
it's
consistent
again
we're
building
that
culture
of
shared
ownership
and
crisis
and
collaborative
support
among
all
cities.
Stakeholders
in
that
base
plan
to
then
inform
the
hazard
specific
procedures.
F
We
know
that
going
in
so
we
can
go
ahead
and
and
kind
of
script
procedures
and
how
we're
going
to
act
in
the
specific
things
using
information
that
we
already
have
to
inform
these
plans
of
what
we
can
expect
and
how
we
respond
to
those
specific
hazards,
both
the
common
and
unique
and
then
each
department
again
back
to
that
roles
and
responsibilities.
Here,
what
I'm
responsible
for
who
leads
it,
who
supports
it?
F
Team
for
those
departmental
specific
operations,
we
want
to
put
the
subject
matter:
experts
we
want
them
dealing
with
the
issue
and
the
rest
of
the
city.
How
do
we?
How
do
we
come
with
them?
Come
around
them
support
them
through
that
by
taking
some
of
that
work,
that
ancillary
work
off
of
them
so
so
that
they
can
focus
on
the
problem
and
get
us
back
to
normal
and
get
us
back
to
that
new
normal.
F
F
A
I
guess
a
question,
and
I
don't
know
if
this
is
for
you
or
deborah
is
is,
is
my
sense?
Is
that
this
isn't
a
policy
right?
This
is
an
operational
plan
and
that
this
is
something
that,
when
your
concluding,
it
doesn't
necessarily
come
to
council
for
adoption,
since
it's
largely
operations
based
is
that
right
and
if
not
like,
whereas
that
policy
overlap.
G
Play
especially
the
mayor
in
terms
of
declaring
emergencies
that
sort
of
speak
so
so
yeah
we
were
don't
want
to
keep
you
all
very
informed
about
these
two
points.
So
there
were
many
things,
some
things
that
come
out
like
some
budget
implications,
for
example
in
terms
of
implementation,
but
from
a
policy
perspective,
I
can't
can't
think
of
any
jeremy
that
we
may
need
to
bring
forward
not
at
this
time,
but
I
think
the.
F
Are
there
guys
their
checklists
or
things?
How
do
you
plug
in
as
elected
officials,
to
a
response?
What
do
you
expect
and
all
those
are
going
to
be
a
part
of
this?
That
will
we'll
do
some
training
with
you
will
show
you
and
walk
you
through
some
of
these
steps
and
the
things
that
we're
going
to
go
through
as
staff
and
how
you
can
help
us
and
how
we
can
help
you
again.
Those
roles
and
responsibilities
are
important
and
it's.
We
have
to
communicate
that
and
we're
going
to
do
these
plans.
F
F
F
But
making
sure
we're
on
the
same
language.
So
what
we're
calling
something
it
is
we're
speaking
the
same
language
as
with
the
counting
specifically
in
the
state
again
we're
following
those
same
rules
be
county.
Helped
us
choose
the
team
that
is
helping
us
with
this
to
collect
this
information,
and
so
they've
been
with
us
from
the
from
the
very
beginning,
and
then
next
month
we're
going
to
be
looking
at
the
county's
plans
and
our
plans
to
make
sure
that
you
know
there's
in
several
interdependencies
that
we
have
with
each
other.
F
So
so,
how
do
we
identify
those?
How
do
we
make
sure
that
we
have
redundancies
built-in
and
what
that
expectations
management
looks
like
you
know,
for
example,
resource
ordering.
If
we
need
help
from
outside,
how
do
we
get
it?
The
county
has
a
huge
piece
of
that,
and
so
communicating
those
goals,
priorities
and
having
these
plans
there.
That
will
only
further
the
conversation
and
help
us
with
that
coordination
with
those
horizontal
and
vertical
stakeholders.
Thanks.
F
Think
we
have
them
already
late
agreements
and
that
have
been
long
established,
but
I
think
the
interdependencies
would
be
if
you
know
speaking
to
continuity,
if
we
receive
impacts
to
one
of
our
buildings.
What
building
stock
do
we
have
to
maybe
move
offices
or
you
know,
how
do
we
work
together
and
with
rit?
How
are
we
connected
lots
of
different
ways
that
we
are
connected
already.
E
F
F
F
You
know
if
it's
life
safety,
safety
and
then
the
the
stabilization
you
know.
Maybe
what
can
we
do
to
mitigation?
And
then
you
know
the
property
conservation,
so
that's
kind
of
how
I
see
that
moving
forward.
But
again
I'm
open
we're
open.
I
think
there's
probably
some
innovation
out
there
that
we
have
not
thought
about
that.
We
can
tap
into
and
really
get.
Maybe
some
energy
create
some
momentum
at
that
block
level
to
build
that
resilience.
It
makes
me
think
of.
A
Safe
place
with
a
lights
around
the
heat
is
on
there's
fresh
water,
whatever
the
needs
are
to
get
people
through
preparing
for
that
emergency
and
that
doesn't
always
need
to
be
a
city
building
right,
there's
already
hubs
that
each
community
goes
to,
and
so
that's
what
I
think
of
when
I
hear
you
ask
them
these
questions,
questions,
councilman,
smith
and
division
chief
night
and
of
what
does
that
look
like,
and
I
know
that's
a
little
bit
further
down
right.
G
Establish
those
things
as
we
move
forward
that
in
areas
that
there
but
their
questions,
we
also
build
upon
some
foundational
work
that
we've
done
many
years.
This
a
customer
or
when
you
just
talked
about
the
hugs
and
climate
justice,
and
I
think
jeremy.
It
mentioned
that
in
terms
of
kind
of
our
baseline.
G
E
F
F
Tools
that
we
have,
and
then
we
have
had
these
plans
are
anchored
to
to
really
bring
them
to
the
forefront
and
highlight
that
and
not
reinvent
the
wheel.
We're
not
reinventing
anything.
Lots
of
this
is
already
the
talent,
and
time
is
already
been
invested
in
this,
we're
taking
all
that
and
capturing
it
in
capturing
that
progress
that
we've
been
making
for.
So
many.
A
E
F
You're
you're
welcome
and
thanks
again
in
the
last
slide,
is
just
kind
of
a
qr
code.
That's
again
the
key
takeaways
and
then
one
more
slide.
Please,
I
think
there's
maybe
some
cure.
Well,
I
think
that's
it,
but
we'll
be
getting
the
survey
out.
The
surveys
out
there
already
will
producing
some
flour
will
definitely
looking
for
any
ideas
on
how
to
get
this
information
out
there
and
get
the
survey
in
the
hands
of
our
community
members.
So.
A
A
Fire
yesterday
and
that
several
of
our
firefighters
were
there
all
well
trained.
Everyone
took
care
of
each
other,
but
there's
some
pretty
scary
moment
moments
where
we
were
concerned
about
life-
and
I
just
we
have
all
were
all
thinking
about
you
all
and
especially
those
officers.
I
know
they're
on
their
way
home,
but
thanks
for
your
work
and
please
send
our
love.
A
H
H
H
H
That's
going
to
include
our
parking
garages
in
front
of
our
businesses,
our
parks,
other
areas
where
our
responders
can
get
to
they're,
going
to
be
using
a
different,
different
transportations
which
we'll
talk
about
that
later
in
the
presentation,
staff
for
the
program
have
been
selected,
they've
been
in
training
last
week
as
well
as
some
this
week
and
more
coming
this
week,
we're
going
to
be
training.
We
recover
some
of
that
and
this
presentation
as
well
we're
on
track
for
the
mets
first
launch
date
and
we
are
coordinating
with
the
60-day
downtown
safety
initiative.
H
That's
something
that's
going
to
be
a
and
something
to
look
forward
to
as
well.
Next
slide,
please
the
vision
for
the
community
program
to
focus
collective
efforts
to
assist
persons
that
are
unsheltered
and
or
experiencing
behavioral
health
issues.
Efforts
will
be
initially
focus
in
the
downtown
area,
as
I
mentioned,
support
for
local
businesses
residents
and
don't
show
the
population
to
address
concerns
related
to
health
and
safety
of
individuals
before
they
escalate.
H
So
what
this
look
like
is
providing
those
wraparound
services
right
now
now
we
have
our
responders
out
out
there
doing
pre
plans
all
last
week
and
this
week
of
areas
where
they're
going
to
go
back
to
on
may
1st
and
connect
to
some
of
those
services
for
the
people
who
are
experiencing
crises
going
to
coordinate
with
buncombe
county
apd,
homeward
bound
and
others
to
assist
with
health
and
safety
needs
next
slide.
Please.
H
We're
meeting
at
as
you
can
see
we
meet
at
the
hay,
was
street
congregation
or
a
lot
of
resources
come
to
on
wednesdays,
so
every
wednesday
they'll
be
there
as
well
as
some
of
the
training
kind
of
skipping
down
some
of
the
training.
We
have
a
fire
department,
training
which
I
medical
staff,
where
equity
inclusion
with
meet
on
mondays,
we
got
to
opioid
diversion
webinar
coming
up
this
week.
H
H
H
G
H
A
And
just
to
add
on
them,
patrick
you
and
I
have
been
on
a
couple
emails
that
some
community
members
were
asking
about
kind
of
what
does
diversity,
equity
and
inclusion
training
look
like
in
the
fire
department
as
your
physician
relationship
with
different
populations?
Could
you
share
a
little
bit
about
that?
I
was
really
impressed
to
hear
the
work
that
you're
doing,
but
I.
H
H
On
mondays
our
office
here
departmental
office.
We
have
a
diversity,
equity
and
inclusion
team
within
our
department,
but
then
we
meet
and
receive
instructions
and
trainings
from
the
equity
inclusion
office,
which
is
a
headed
up
by
miss
mills
and
marcus
kirkman,
is
actually
the
one
who
oversee
the
fire
department
where
we
receive
our
training.
E
E
A
E
E
A
Hearing
the
depth
and
we're
just
on
the
doorstep
of
this
initiative
or
on
the
doorstep
of
the
downtown
public
safety,
like
I
don't
want
to
jinx
us,
but
I
feel
like
we
might
in
the
future,
look
back
at
early
2023
and
said
this
is
a
turning
point.
Something
really
started
to
change
now.
We
have
a
lot
of
work
to
do,
there's
a
lot
of
things
that
are
out
of
our
hands
in
a
universe
that
make
these
systems
hard
to
change
and
support,
but
really
really
feel.
A
E
A
A
Next
one
I'm
going
to
share
a
little
bit
item
number
six
on
our
agenda
is
an
update
from
the
buncombe
county,
energy
and
environment
subcommittee.
I
mentioned
earlier.
I
serve
alongside
county
commissioners
on
there
committee
similar
to
this
and
there's
just
some
interesting
stuff
bubbling
along
that
doesn't
require
us
to
make
any
decisions,
but
in
it
isn't
a
done
deal
by
any
chance
ants,
but
could
really
help
us
provide
a
keystone
piece
of
a
puzzle.
We've
been
missing
for
quite
some
time
that
I
just
wanted
to
share,
so
we're
all
abreast
of
it.
A
You
might
be
able
to
get
this
really
really
great
rate
on
a
loan
so
that
you
can
improve
your
residence
while
saving
energy
at
the
same
time
go
on
to
the
next
slide.
So
the
policy
context
is
just
kind
of
lays
out
all
those
intersecting
places.
We
have
policy
direction
from
our
city
around
our
climate,
justice
initiative
or
municipal
climate
action
plan
plan.
A
A
A
And
cleaner
energy,
and
so
common
methods,
people
talk
about,
is
energy
efficiency,
making
sure
you
know
your
turn
out
the
lights
when
you
can
or
that
you
are
using
efficient
appliances,
solar
energy,
electric
vehicles,
whether
ization,
we
have
some
fantastic
weatherization
programs
where
fallen
tears
will
come
in
and
put
insulation
in
your
roof
so
that
you're
keeping
your
heat
in
the
winter
etcetera
and
there's
also
a
lot
of
common
barriers.
One
is
just
this
isn't
a
priority
for
everybody
call
spade
a
spade.
A
A
Coming
down
from
the
federal
government
they're
just
people
who
just
might
not
make
these
choices,
and
then
I
underlined
and
bold
it's
because
the
potential
project
I'm
going
to
share
is
really
trying
to
address
this
upfront
cost
barrier
and
then,
of
course,
another
barrier
is
if
you're,
not
if
you're
renting
your
landlord
makes
a
decision.
So
there's
plenty
of
our
neighbors
who
don't
own
their
homes.
So
some
steps
towards
clean
energy
are
really
not
that
they're
not
in
charge
of
making
that
decision.
The
next
slide
slide
really
helps
us.
A
Look
look
at
what
this
opportunity
is,
so
the
inflation
reduction
act,
as
we
all
know
from
the
federal
government,
has
a
program
within
it
called
the
greenhouse
gas
reduction
fund
and
the
federal
government
through
biden's
administration
has
identified
that,
like
I
said
earlier,
access
to
financing
is
a
keystone.
It's
a
major
major
problem
to
move
towards
making
investments
in
more
energy.
A
Clean
energy
fund
has
been
formed
so
in
order
to
to
get
access
to
any
of
this
federal
dollar,
your
state
needs
to
have
a
green
bank
already
up
and
running,
and
so
you
can
see
the
beautiful
picture
there.
This
is
our
clean
energy
fund.
It's
run
by
melissa
and
jen.
Melissa
was
worked
at
self-help
credit
union
for
nearly
15
years,
so
she's
really
from
the
lending
side.
A
A
How
does
this
work
that
we
could
get
into?
If
you
have
questions,
but
the
bottom
line?
Is
you
need
one
of
these
nonprofits
in
your
state
to
get
access
to
this
federal
money
and
then
that
nonprofit
will
be
the
anchor
partner
that
pulls
together
the
cdfi,
who
actually
writes
the
loan,
who
pulls
together
a
community
partner
who
works
with
the
hp
ac
installers
to
get
them
to
actually
sell
the
energy
efficient
products?
It
pulls
together.
The
community
partner
who
might
run
a
campaign
like
we've,
run
solarized
campaign.
A
A
Green
bank
just
came
to
the
county
at
the
county's
meeting
this
past
day.
We
you
know
voted
to
encourage
the
full
commission
to
step
into
this
pilot
will
see
if
they
do
that
in
their
budget
talks
this
spring
spring.
But
what
they're
looking
for
is
if
the
county
could
provide,
what's
called
a
lone
loss
reserve
of
a
hundred
thousand
dollars,
so
the
county
is
being
asked
to
put
in
this
money
and
with
a
loan
loss
reserves
reserve.
They
can
then
go
to
to
the
cdfi
and
say
give
me
your
best
rates
possible.
A
I
know
you're
nervous.
If
you
don't
get
your
money
back
you're
going
to
lose
your
money,
we
have
a
reserve.
So
if
you
give
us
the
cheapest
rate
possible
and
if
you
lend
to
people
with
super
low
fico
scores,
I
know
as
a
bank
you're
nervous,
but
if
they
default
will
pay
you
back
with
this
low
loss
reserve.
So
it's
a
model.
We
see
in
clean
energy
circles
a
lot.
A
The
loan
loss
reserve
it's
more,
that
the
fundamental
loan
deal
is
just
really
competitive
and
if
those
defaults
happen
for
individual
residents
at
a
time,
the
county's
money
is
the
backup.
So,
instead
of
the
county
backing
up
one
loan
at
a
time,
there's
a
piggy
bank
for
the
entire
loan
fund
and
then
on
the
slide.
You
know
showing
that
it.
A
A
C
C
Products
that
you're
looking
at
the
problem
or
turkey
and
not
a
peep
from
what
I
found
out
a
lot
of
green
products
constable.
So
so
you
know,
then
we're
looking
at
that
they
know
their
day
and
they
made
big
to
get
these
homes
for
there
being
a
lot
more
for
a
product
that
they
just
wouldn't
want
to
work
or
not
work
team.
So
it
will.
A
A
Eight,
so
that
the
cost
on
the
shelf
is
reduced
depending
on
the
product
or
there's
after
the
factory.
Bates
and
duke
energy
provides
cost
reduction
benefits,
and
so
what
we're
seeing
is
these
loans
could
really
help
bring
together
a
bunch
of
other
puzzle
pieces
to
reduce
the
cost
of
the
product.
But,
what's
tricky
is
that
I
mean
I.
A
Just
we
got
a
heat
pump
in
our
house.
That's
little
electric
energy
efficient
one.
I
I
had
to
do
so
much
dang
work
and
I
care
about
this
stuff.
It's
a
lot
of
work
for
citizens
to
get
that
rebate
display
in
the
duke
program,
and
so
through
a
program
like
this.
If
we
had
a
community
partner
like
blue
horizons,
who
does
that
unified
outreach?
Okay,
so
by
its
that
training
horizon
is
going
to.
C
A
Depending
on
who
what
nonprofit
delivers
this?
So?
Yes,
I
guess
the
shorter
answer
is
blue
horizons
would
be
the
critical
community
outreach
installer
trainer
one-stop
shop
to
make
citizens
have
just
an
easier
path
to
navigate
all
these
ways
to
bring
the
cost
down
so
that
they
could
say
yes
to
this
type
of
stuff
stuff
and
we
I've
experience
with
that
model
in
what's
called
the
solarize
program.
So
we
did
a
solarize
program
where
blue
horizons
did
a
campaign
to
get
a
bunch
of
community
members
to
sign
up
to
all
get
solar.
A
C
A
A
A
county
or
city
to
do
this
loan
loss
reserves,
that
is
the
decision-making
mechanism,
and
so
they
they
again
they
aren't
pursuing
the
city
of
asheville.
They
so
they're,
not
pursuing
the
city
back
no
ma'am
so
and
we
are
residents
would
benefit.
But
at
this
point
the
county
is
considering
paying
into
that
loan
loss
reserves,
buncombe
county,
and
so,
if
our
colleagues
on
the
county
commission
support
this,
this
would
come
to
our
community.
And
again,
though,
I
just
want
to
share,
because
our
residents
would
benefit
from
it
and
we're
partners
in
the
blue
horizons
project.
A
Reserve
yeah
next
slide:
let's
see
what
else
that
might
have
been
the
bulk
of
the
summary
yep
there
you
go
so
it's
just
kind
of
saying:
there's
no
action
of
us,
but
we're
committed
partners
to
both
blue
horizons
and
this
100%
renewable
energy
goal,
and
so
I
just
wanted
everybody
to
be
abreast
of
this
possibility.
It
might
not
come
together,
but
hopefully
it
does,
and
so
this
could
be
a
really
great
opportunity
for
us
to
see
more
and
more
folks.
A
E
E
A
A
C
A
Like
lots
of
fine
print
and
there's
a
lot
to
be
figured
out
yet
you
know
and
part
of
this,
like
we
just
heard
our
division
chief
jeremy
saying
it's
iterative,
the
first
step
is
to
get
the
loan
loss
reserves
before
you
can
even
talk
to
a
bank
to
say:
would
you
capitalize
this
and
the
dollar
mark
they're,
looking
at
as
a
hundred
thousand
dollar
loan
loss
reserve
for
a
million
dollars
of
lending,
and
then
you
got
to
talk
with
your
lending
partner?
Will
let
rate
are
you
going
to
offer
what
admin
fees
could
you
cut?
A
C
Landlord's
here
are
basically
their
convert,
even
though
they
have
single
family
homes
and
single
units.
They
are
still
commercial
landlords,
so
that
is
getting
to
not
the
large
buildings
but
yeah
single
owner
shift
properties
that
are
commercially
called
when
you
say
commercially
owned.
They,
you
know.
A
A
Well,
I
feel,
like
you
know
again,
I
wanted
to
provide
this
as
an
update
just
to
keep
it
moving
forward,
but
also
we're
a
partner
in
this,
and
so
just
wanted
to
make
sure
that
I
wasn't
being
kind
of
a
lone
teammate
from
our
city
council,
but
I
don't
feel
like
I'm
here
in
any
red
flags.
Big
concerns,
lots
of
very
thoughtful
questions
of
devil
will
be
in
the
details.