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From YouTube: Board of Commissioners' Briefing (Dec. 7, 2021)
Description
Briefing of the Buncombe County Board of Commissioners's Briefing for Dec. 7, 2021. The Briefings are a way for the Board to discuss upcoming agenda items and County-related business with staff in an open, transparent manner. No official actions take place during the Briefings.
A
C
C
In
addition,
we
now
have
lost
440
neighbors
in
covent
related
deaths,
that's
440,
individuals
that
we
will
all
miss
this
holiday,
and
so
just
as
I'm
addressing
you
and
the
community
as
folks
finish
their
holiday
shopping
and
enjoy
the
twinkling
lights
of
the
season.
Please
take
a
moment
to
remember
these
444
people
in
our
community
that
have
died
during
the
pandemic.
C
Unfortunately,
I
do
not
bring
tidings
of
good
cheer
today.
For
you,
all
in
terms
of
our
local
numbers
case
rates,
transmission
rates
and
hospitalizations
are
increasing.
We
are
now
seeing
the
impact
of
the
recent
holiday
travel
and
gatherings
as
we
are
about
10
to
12
days
out
from
many
of
the
thanksgiving
festivities.
C
C
C
However,
hospitalizations
within
the
local
hospital
system
continue
to
rise,
while
they
are
still
low.
We
have
seen
this
rise
from
2.8
percent
of
inpatient
beds,
occupied
by
coveted
19
just
prior
to
thanksgiving
to
almost
5
percent
as
of
monday
and
based
on
today's
daily
census.
That
percent
will
further
increase,
as
there
were
just
under
70
impatient
beds,
occupied
with
coveted
19
hospital
wide
versus
33
just
before
the
holiday.
C
C
This
is
typical
of
past
search
experiences
for
the
holidays
too.
As
I
said,
as
we
have
reached
about
10
to
12
days,
post
most
festivities,
with
our
layered
approach
of
prior
part
design,
prioritizing
vaccine
administration's
local
face
covering
requirements
and
encouraging
community
practice
that
the
community
practice
distance
and
hand
washing
and
settings.
We
are
hoping
hoping
that
we'll
dampen
the
rising
cases
and
keep
from
overwhelming
our
hospital
systems,
so
I
do
ask
today
that
everyone
do
their
part
in
making
the
upcoming
holidays
as
healthy
and
safe
as
possible.
C
If
you
are
not
already
vaccinated,
then
please
make
this
a
gift
to
yourself
and
to
those
who
love
you
and
while
we'll
make
it
through
like
while
we
make
it
through
the
holidays
and
the
potential
for
higher
rates
of
cases.
Please
remember
our
face
covering
requirement
and
wear
a
mask
when,
in
indoor
public
spaces
also
remember
to
keep
your
distance
between
you
and
others,
not
in
your
household,
when
shopping
or
visiting
indoor
spaces,
and
for
lots
of
good
reasons.
C
C
C
It
remains
low
at
this
point,
but
we
are
seeing
higher
levels
than
what
we
saw
last
year
that
dark
blue
line
that
you're
seeing
up
there
right
now
is
covid19
and
went
on
the
same
graph
with
the
other
respiratory
illnesses
clearly
dwarf
the
others,
as
it
is
continuing
to
be
the
most
predominantly
circulating
respiratory
illness.
But
if
we
focus
in
on
the
other
respiratory
illnesses
that
a
little
insert
at
the
top,
we
can
see
that
rhinoviruses
are
still
making
a
show.
C
C
The
north
carolina
surveillance
systems
detected
more
influence
of
viruses
during
the
week
of
november
14th
through
the
20th
than
during
any
week
since
march.
2020.,
so
we're
just
taking
some
note
of
that
flu
vaccine
is
available
for
individuals.
Six
months
and
older,
you
can
visit
us
at
the
health
department.
You
can
visit
your
medical
home
or
your
your
own
provider.
C
C
So
this
slide
has
been
updated.
Our
immediate
focus
has
and
continues
to
be,
providing
access
to
vaccine
for
our
pediatric
population,
but
we
do
offer
all
vaccine
types
at
all
of
our
events
as
well.
Our
40
cox
location
continues
to
operate.
It
is
right
now,
tuesday,
through
friday,
nine
to
four
so
that
we
can
have
those
saturday
events
as
well,
and
you
can
see
here.
In
the
last
week
we
provided
over
655
doses
in
that
place
in
that
space
and
location
alone.
C
C
C
C
Other
age
groups
continue
to
see
incremental
increases
a
percentage
point
here
or
there
and
just
of
note
buncombe
county
hhs
is
administering
about
300
boosters
each
week
and
that's
just
a
reminder
for
anyone,
who's,
18
and
up.
If
you've
finished
your
two
series,
you
are
eligible
for
a
and
recommended
to
get
a
booster
six
months
after
your
second
dose.
If
you
received
a
one
dose
series
and
18
and
up
you're
recommended
to
get
your
booster
two
months
after
your
series.
C
I
did
want
to
note
that
we
are
approaching
the
one
year
anniversary
of
receiving
our
first
shipment
of
covid19
vaccine
in
buncombe
county
and
just
wanted
to
take
a
moment
to
say
thank
you
to
the
public
health
staff,
our
emergency
management
support
and
every
vaccine
provider
in
the
community
and
the
numerous
volunteers
who
have
dedicated
and
provided
this
service
in
order
to
better
protect
our
neighbors.
So,
as
I
close
out
with
additional
holidays
approaching,
please
help
us
minimize
the
impact
of
kova
19.
This
holiday
season
check
out
buncomberready.org
for
some
holiday
tips
and
recommendations.
C
C
C
You
have
to
be
very
make
sure
that
you
click
on
the
right
one
because
they
do
have
it
divided
as
total
population
5
and
up
12
and
up
18
and
up
and
65
and
up,
and
so
that
that
70
is
the
percent
of
our
eligible
population.
Five
and
up
who
have
received
at
least
one
dose
so
not
fully
vaccinated
just
one
dose,
okay
and
that
may
differ
from
the
cdc,
because
there
are
some
differences,
the
way
they
they
collect
data.
C
D
C
C
Do
make
it
just
they
do
in
their
notes
section
on
the
cdc
vaccine
data
they
talk
about
how
it
can
fluctuate
that
some
counties
may
see
higher.
Some
may
see
lower
based
on
the
way
that
they
gather
that
data
they
make
every
effort
to
get
county
of
residence,
but
when
it's
missing
or
if
they
don't
it
may
default
to
administration
or
or
something
else.
E
C
So
thanks
for
the
question,
I
can
tell
you
just
a
general
overview,
so
we
have
not.
When
we
had
the
state
incentive
program,
we
had
two
systems
running.
At
the
same
time,
we
had
the
state
quality
assurance
and
quality
program
to
ensure
that
incentive
cards
were
distributed
correctly
and
we
actually
in
buncombe
county,
have
our
own
internal
process
for
that.
C
Tracking
mechanism
and
monitoring
of
those
incentive
cards
and
they
are
routinely
audited
and
so
for
the
incentive
cards,
one
you
must
meet
the
eligibility
and
so
that
for
for
right
now,
all
we
have
left
are
the
incentive
cards
that
are
the
100
ones.
So
that
has
to
be
that
you're
18
and
over
and
getting
your
first
dose.
If
folks
don't
meet
that
eligibility,
then
they're,
not
they
can't
receive
one
and
then,
when
folks
receive
their
when
folks
receive
their
first
dose,
they
must
complete
their
15
minutes
before
they
can
receive
that
incentive
card.
C
So
they
have
to
get
their
their
vaccine.
They
have
to
wait
their
15
minutes
in
observation
and
then
they
can
receive
their
card
once
the
card
is
distributed
to
them.
It
is
logged
and
they
initial,
so
we're
logging,
even
before
the
incentive
cards,
get
to
the
clinic
they're
being
tracked
and
monitored
and
logged
by
our
admin
staff
as
well.
Each
day,
whatever
cards
the
clinic
doesn't
use
or
the
outreach
doesn't
event
doesn't
use
for
that
day,
are
returned
and
put
into
a
secure
location
with
our
admin
staff.
C
Now,
as
far
as
folks,
getting
multiple
doses
anecdotally.
Folks
were
were
concerned
about
that,
so
we
can't
ask
for
identification
for
the
actual
vaccine.
You
can
provide
it
for
us.
You
can
provide
us
lots
of
information
for
the
vaccine,
but
we
are
not
required
to
take
it
for
the
incentive
card.
If
we
have
a
question
about
you
potentially
coming
in
multiple
times,
we
can
ask
for
that,
because
the
incentive
card
is
completely
separate
from
the
actual
vaccine
itself,
so
we've
put
in
multiple
layers
of
quality
assurance
to
ensure
that
we
don't
have
folks
coming
back.
A
F
Hi,
so
for
this
demonstration
we
actually
have
a
little
exercise.
So
if
you
have
your
laptop
or
your
phone
handy,
you
can
participate
if
you
don't
want
to
participate,
we'll
show
it
on
the
screen
and
you'll
get
to
see
it
regardless.
But
that's
why
the
qr
code
is
next
to
your
place.
We're
not
ordering
food
from
a
restaurant.
That's
part
of
the
activity
so
recently
buncombe
county.
F
G
F
Now
it's
moving
on
its
own
okay.
So
what
it
is
it's
a
public
engagement
portal.
It
allows
us
to
get
quantitative
data
for
public
engagement
and
that's
historically
one
of
the
hardest
things
to
do
when
we're
looking
at
public
engagement
is
get
that
quantitative
data,
we're
really
good
at
the
qualitative
data.
We
are
able
to
take
user-provided
data
and
couple
that
with
publicly
available
data,
so
the
information
that
we
got
from
the
most
recent
census.
We
can
layer
those
over
each
other
and
ensure
that
we
are
getting
equitable
and
representative
engagement.
F
It
also
allows
us
to
expand
access
to
participation
and
viewing
for
boards
and
commissions
that
are
not
currently
streamed.
I
know
we
have
a
lot
of
boards
and
commissions,
but
we
don't
have
online
and,
as
we
work
through
the
rollout
of
this
platform,
we'll
be
able
to
get
all
of
those
online
so
that
everyone
can
see
and
participate
watch
provide
comments.
F
It
is
not
a
replacement
for
our
grassroots
engagement
work.
Our
public
engagement
team
is
out
in
the
community
every
day,
we're
at
our
community
engagement
markets,
we're
handing
out
information
about
comp
plans
to
people
who
are
waiting
in
line
for
vaccines.
We
are
trying
to
go
where
people
are
to
help
bring
them
into
the
fold
in
our
governmental
processes,
and
so
this
is
certainly
not
a
replacement
for
that.
It
doesn't
replace
our
code
red
texting
and
it
also
doesn't
replace
it's
not
solely
digital.
F
F
Why
are
we
doing
this?
We
are
really
really
good.
If
you
can
see
that
second
orange
column,
that's
that
says,
inform
this
is
the
spectrum
of
community
engagement
to
ownership,
and
we
are
great
at
fact
sheets
and
open
houses
and
presentations
we
excel
in
that
area,
but
but
we
want
to
get
down
the
line
so
that
we
are
making
sure
that
the
leadership
and
expertise
that
resides
in
buncombe
county
is
at
the
table.
Helping
make
informed
decisions
for
leaders
for
boards
commissions
departments
and
everyone
in
buncombe
county.
F
So
currently,
we've
got
a
soft
launch
happening
tomorrow.
For
those
of
you
who
are
interested
in
the
ad
hoc
reappraisal
committee,
you
don't
have
to
attend
the
meeting.
If
you
are
unable
to
attend,
we
will
actually
be
running
that
meeting
through
our
engagement
portal.
People
are
able
to
participate
in
public
comment
virtually
for
that
meeting.
We
are
going
to
take
one
hour
of
public
comment
at
the
beginning
of
the
meeting,
and
so
we
will
be
using
this
platform
for
that
soft
launch.
You'll
also
see
it
used
extensively
in
the
comprehensive
plan
in
january.
F
The
folks
who
are
sitting
behind
me
are
coming
out
of
the
gate
with
a
lot
of
meetings.
So
how
do
we
make
sure
that
the
data
that
we're
gathering
there
is
informing
our
decisions
all
the
way
through
the
life
of
the
comprehensive
plan,
ferry
road?
We
also
are
using
the
public
engagement
portal
for
that
and
then
the
anka
heritage
trail
will
be
rolling
out
on
that
we
are
going
to
have
a
tiered
rollout
plan
so
over
the
next
year
and
a
half
by
july,
2023
is
our
goal.
F
We
will
have
all
of
our
boards
commissions
and
departments
utilizing
this
platform
for
our
public
engagement
initiatives.
Look
for
those
broad
internal
and
external
communications
in
january,
especially
so
people
feel
comfortable
when
they
hear
about
the
comprehensive
plan
meetings
and
that
it's
going
to
be
through
our
public
engagement
portal.
They'll
know
this
is
a
safe
portal
for
us
to
engage
with
the
county
in
we're
also
aligning
with
our
strategy
and
innovation
department.
F
They
facilitate
a
lot
of
projects,
and
so
this
platform
will
be
a
great
tool
for
them,
so
they
can
use
as
much
or
as
little
as
they'd
like
as
they're
rolling
out
those
projects.
So
here's
our
chance
to
try
it.
If
you
have
your
phone,
you
can
hit
that
qr
code.
If
you
don't,
if
you're,
not
a
qr
code
person,
that's
fine,
you
don't
have
to
be.
You
can
just
type
in
engage.buncombecounty.org
forward,
slash
f3500
and
that
f3
500,
that's
just
an
automatically
generated
number.
F
F
Then
you'll
type
in
your
email
address
your
phone
number
and
your
name.
You
can
attend
virtually
or
in
person.
However,
you
prefer-
and
you
can
also
click
that
button
to
subscribe,
for,
updates
on
this
board
briefing.
That's
just
a
way
so
that,
following
the
briefing,
if
we
want
to
send
a
message-
and
let
everyone
know
the
outcomes
of
any
particular
decision
that
was
made
during
this
time,
we've
got
it.
F
Okay,
so
I'm
gonna
go
ahead
and
put
in
my
personal
stuff
and
off
I
go.
I
am
signing
in
so
so
now.
We've
signed
into
our
our
december
7th
meeting
you'll
see
this
blue
box
at
the
bottom
and
if
you
hover
over
it
it'll
allow
you
to
continue
into
that
meeting
page,
but
you'll
see
you
can
participate
by
phone,
so
you
can
actually
call
into
this
meeting
and
listen
on
the
phone.
F
So
if
you
don't
have
the
capabilities
to
watch
on
tv,
you
can
just
listen
or
you
can
email
in
your
comments
so
that
if
you
can't
attend,
you
can
still
submit
your
information
and
then
we
go
to
our
meeting
page
and
you'll
see
that
was
a
great
day
at
the
library
there
and
we've
got
our
information.
You
can
type
in
a
comment
about
this
meeting.
F
And
that
will
be
displayed
and
then
we've
got.
We've
got
some
really
important
questions
here.
So
you're
going
to
be
asked
this
question
this
ranking
question
of.
What's
your
favorite
sandwich,
you
have
four
options
there
and
you
can
rank
those.
We've
got
pimento,
cheese,
grilled,
cheese,
pb,
j
and
egg
salad.
F
I
might
have
been
thinking
about
the
masters
when
we
were
coming
up
with
these
sandwiches,
so
you
can
actually
rank
these
and
the
benefit
to
this
is
going
to
be
that
once
you
complete
this
during
the
meeting
or
say
it's,
you
know
perhaps
a
more
relevant
topic.
We
can
actually
get
this
data
in
real
time
so
that
it's
helping
to
shape
the
decision-making
process.
So
I'm
going
to
confirm
those
priorities,
peanut
butter
and
jelly
sandwich.
F
F
F
I
absolutely
agree
with
that
and
then
finally,
it's
only
acceptable.
If
you
add
jalapenos,
I'm
very
agreeable
today.
So
I
have
completed
that
and
the
final
question
is
pretty
important:
it's
what's
your
zip
code,
so
I'm
gonna,
I
live
in
black
mountain.
I
entered
that
in
and
so
for
the
user
experience
I'm
done.
I
have
now
participated
in
this
board
meeting,
but
what
we'll
see
on
our
background
on
our
back
end
is
actually
the
analytics
here.
So
we're
able
to
see
we've
got
117
responses
on
this.
F
We
might
have
tried
it
out
with
with
our
managers
advisory
group
earlier,
but
anyone
who's
in
this
meeting
right
now
or
watching
on
tv
is
also
able
to
participate.
So
we
know
that
pimento
cheese
commissioner
beech
ferrara
has
has
led
the
the
way
on
the
pimento
cheese
I
can
tell,
and
we've
got
there.
Many
people
are
in
support
of
the
pimento
cheese.
F
We
also
have
a
good
number
of
people
who
agree
that
pineapple
should
never
be
on
pizza,
but
the
folks
in
my
camp
who
disagree,
we've
got
about
40,
so
we're
seeing
that.
But
then
this
is
a
really
useful
tool
for
us
and
that's
the
map
and
we
can
overlay
important
information
like
the
current
commissioner
districts.
Now.
F
So
because
I
asked
you
for
your
zip
code,
we're
able
to
identify
it
based
on
that,
but
say
that
we
didn't
want
to
ask
you
for
anything
at
all.
We
would
actually
look
at
it
based
on
your
ip
address,
so
we
wouldn't
know
who
you
are
specifically,
but
we
would
know
the
general
area
of
where
you
are.
If
we
wanted
to
go
a
step
further,
we
could
ask
you
for
your
home
address,
but
we
don't
always
want
to
ask
our
community
members
that,
and
they
don't
always
want
to
provide
it.
I
Thank
you,
lillian.
I'm
really
excited
about
this
and
I
love
the
fact
that
you're
going
to
be
able
to
have
this
kind
of
that
data
there
and,
as
I
especially
love
the
fact,
this
spectrum
of
community
engagement
and
that
awareness
that
we're
in
the
inform
and
we
want
to
move
on
to
the
like
the
involve
and
the
collaborate
which
I
think
is
great.
So
thank
you
so
much
for
your
work
and
your
team's
work
on
this.
A
J
I
know
we're
all
a
little
fatigued
by
virtual
platforms,
and
you
know
that
really
limits
us,
but
I
really
want
to
kind
of
give
you
a
timeline
and
a
map
forward
and
sort
of
really
help
explain
we're
kind
of
in
a
messy
phase
we're
getting
ready
to
enter
a
phase
where
there's
going
to
be
a
lot
of
decisions
that
need
to
be
made,
and
that
part
is
called
the
public
input
and
the
community
engagement
phase.
So
a
lot
of
it's
going
to
be
up
to
us.
L
It's
the
document
that's
created
when
the
community
comes
together
to
make
a
plan
for
what
it
wants,
the
future
to
be
like
the
plan
looks
20
years
into
the
future
by
asking
residents
what
they
love
about
their
community
now
and
the
things
that
need
to
be
changed
in
the
future.
But
that's
not
all.
The
plan
also
looks
back
on
the
history
of
our
region
to
learn
from
our
past
and
to
recognize
where
we
have
been
and
where
we
want
to
go.
L
So
what
will
the
plan
be
about?
We
have
some
important
ideas
to
get
us
started,
but
residents
might
come
up
with
even
more.
In
general,
a
comprehensive
plan
can
focus
on
infrastructure,
multi-generational
needs,
equity,
land
use,
healthy
communities,
the
environment,
transportation,
affordable
housing
hazards
and
emergencies,
economic
development
and
more
so
how
does
it
work?
L
L
L
L
L
So,
what's
next
we
take
our
plan
and
we
start
creating
ways
to
make
it
happen
through
the
everyday
decisions,
services
and
resources
provided
by
your
local
government.
So
start
thinking
about
it.
What
do
you
want
your
community
to
look
like
in
5
years,
10
years
and
20
years
from
now?
What
do
you
love
and
what
can
be
improved.
L
J
I
bunkum
max
not
bad
for
an
in-house
production
so
anyway
like
to
introduce
the
project
team
of
the
long-range
division
of
the
planning
department,
jillian
phillips,
shannon
capizzali
and
hailey
mathis.
They
will
take
you
through
the
rest
of
the
slides
here
and
you
can
see
again.
We
also
have
our
consulting
team
they're
going
to
be
available
via
zoom.
J
M
M
So
during
phase
one,
we
went
to
all
of
the
departments
in
the
county.
We
met
with
a
lot
of
staff
and
we
asked
them
what
they
needed
as
a
department
over
the
next
20
years
to
better
serve
the
public.
We
got
a
lot
of
great
feedback
from
that
we've
been
doing
interviews
with
you
all
we've
also
had
stakeholder
interviews,
we've
been
gathering
data
and
information
about
the
community,
and
we've
held
a
kickoff
meeting
in
october,
where
we
had
county
leadership.
M
We
had
municipalities
present
and
we
also
had
some
utility
providers
and
other
individuals
in
that
room
with
our
consultant
team
and
we
rolled
out
the
branding
and
the
logo.
We've
also
got
kind
of
the
the
basic
website
up
and
ready
so
that
people
can
start
seeing
what's
coming
up
and
getting
involved
with
those
types
of
activities.
M
So
during
phase
one,
some
of
the
specific
things
that
we
did
was
the
video
you
just
saw.
We
rolled
that
out
in
both
an
english
and
a
spanish
language
version,
we've
been
doing
visioning
activities
with
children
at
different
events
in
the
community
to
get
their
ideas
of
what
they
want.
The
future
to
look
like
we
also
have
a
weekly
newsletter
that
goes
out
telling
people
what
events
are
coming
up
and
letting
them
know
what
we've
been
working
on.
H
So
one
of
the
exercises
we
started,
the
steering
committee
on
before
we
go
into
this
first
public
engagement
phase
is
setting
public
engagement,
education
and
and
outreach
objectives.
So
this
with
the
consultant's
help
is
what
our
steering
committee
has
come
up
with
so
number.
One
education
throughout
the
process
will
advance
the
community's
understanding
of
critical
planning
issues.
H
H
Number
three
public
engagement
efforts
will
seek
to
engage
a
demographic
diversity
of
residents
that
is
representative
of
the
community.
If
hard-to-reach
communities
are
not
engaged,
new
approaches
for
targeted
outreach
and
engagement,
efforts
will
be
leveraged
to
ensure
equitable
engagement
across
the
county
number
four
participants.
H
Number
six
clear
documentation,
project,
publicity
and
engagement
activities
will
articulate
how
public
inputs
have
been
used
to
help
inform
policy
direction
throughout
the
process
and
last
one
I
know
there
are
a
lot
of
them.
They're
all
important
number.
Seven
community
engagement
will
surpass
past
planning
efforts,
so
that
being
said
again
we're
moving
into
phase
two
in
that
first
community
engagement
window.
H
H
So
where
are
we
going
to
have
these
meetings
so
the
three
hybrid
public
workshops
we
have
decided
to
have
one
in
north
buncombe,
west,
bunkum
and
east
buncombe,
and
between
when
the
slide
was
made
and
now
we've
nailed
down
all
the
locations.
So
north
funko
is
going
to
be
weaverville
community
center
west
buncombe
is
going
to
be
in
inca,
middle
school
and
east
buncombe
is
going
to
be
at
the
east
asheville
library.
H
Then
we're
going
to
have
the
targeted
community
meetings
we're
actually
going
to
have
four
of
them
and
we're
trying
to
reach
the
populations
that
are
harder
to
reach
and
haven't
been
reached
in
the
past.
So
we've
split
those
up
into
three
groups:
rural
areas,
historically
disenfranchised
communities
and
youth.
H
H
So
that's
neighborhood
associations,
business
organizations,
equity
and
inclusion
groups,
our
own
boards
and
commissions,
and
then
other
groups
and
other
groups
can
be
added
that
have
that
stake,
and
the
purpose
of
this
is
to
provide
input
for
the
foundation
of
policy
direction
and
it'll
be
ongoing
through
that
phase
and
again
this
slide
between
when
this
slide
was
made.
And
now
I
think
we
have
about
186
organizations
targeted
in
a
list
to
send
this
survey
to
so
after
we
move
through
phase
two.
Just
to
give
you
an
idea
of.
H
What's
up,
we
have
phase
three
and
there
will
be
two
engagement
windows
in
phase
three.
There
will
be
policy
directions
and
priorities
window,
which
is
which
will
include
a
pilot
policy,
choice,
assembly,
many
assemblies
and
online
activities,
and
then
an
engagement
window
three
will
be
out
about
affirming
the
plan.
So
that's
taking
the
draft
plan
out
to
the
public
and
making
sure
we
got
it
right.
G
H
I
I
I
know
I
was
at
the
buncombe
county
farm
bureau
recently
and
I
was
very
pleased
when
jillian
actually
had
shown
up
and
was
there
presenting.
So
I
appreciate
that-
and
I
know
you
all
have
been
putting
forth
a
great
effort
to
get
out
into
the
community,
and
I
encourage
everyone
to
sign
up
for
that
weekly
newsletter.
It
is
excellent,
so
thank
you
all
for
all
that
great
work.
I
H
Hold
the
steering
committee
and
they
feel
comfortable
having
an
in-person
meeting
if
dependent
on
cova
numbers
we're
going
to
check
back
in
with
them.
So
our
february
meeting
with
the
steering
committee
when
we
start
feeding
them
sort
of
what
we
have
gotten
out
of
the
community
engagement
window,
that
is
going
to
be
in
person.
I
Okay
well
great,
I
think
that
will
be
really
positive,
because
I
do
feel
just
from
watching
those
meetings.
There's
definitely
something
being
lost.
I
don't
feel
like
it's
equal
participation
among
the
members,
because
some
some
folks
just
have
more
professional
experience
with
utilizing
zoom
than
others,
and
so
I'm
I'm
glad
to
hear
that
you're
going
to
be
able
to
meet
in
person
so
that
they'll,
all
their
voices
will
be
heard
and
they'll
be
able
to
participate.
I
This
has
happened
in
the
past
with
the
county,
and
so
I'm
going
to
bring
it
up
again.
This
happened
when
strategic
planning
was
happening
before
there's
a
very
significant
part
of
the
county
there
that
whole
irwin
leicester
area,
which
is
very
distinct
from
when
you
go
to
inca,
high
school
or
you're,
going
to
the
weaverville
community
that
you're
leaving
out
with
this,
and
I
think
it's
really
important
that
you
don't
do
that.
So
I
think
we
should
look
at
making
sure
that
we
have
some
kind
of
public
engagement
in
that
area.
H
I've
actually
had
a
discussion
with
someone
at
leicester
community
center
about
scheduling
sort
of
smaller
meetings
at
leicester,
both
leicester
community
center
in
sandy
mush.
That
staff
would
lead
in
after
that
week
of
january
10th
and
then
rolling
into
february,
trying
to
schedule
meetings
at
those
two
community
centers
we're
really
trying
with
the
staff
led
engagement
to
go
out
where
they
are
where
they
want
us
to
come.
So
I
did
have
that
discussion
with
her
and
that's
we're
aware
of
that,
and
I
can
let
you
know
if
we
do
end
up
scheduling
those.
H
I
And-
and
I
would
say
I
mean
if
you're
talking
about
doing
staff
led,
I
mean
for
sandy
mush,
that's
fine,
because
that's
pretty
remote,
as
we
all
know,
but
and
and
having
one
at
the
leicester
community
center,
could
be
good
as
you're
saying,
but
there's
still
a
you
know,
there's
a
significant
part
of
the
population
around
that
irwin
high
school
area.
So
you
may
just
look
if
you're
wanting
to
do
staff
led
in
that
way.
I
J
It's
been
a
little
tricky
with
the
schools,
it's
kind
of
a
decision,
that's
made
school
by
school
principal
by
principal,
but
I
think
what
I'm
hearing
today
is
maybe
some
direction
to
go
ahead
and
look
at
having
maybe
a
little
bit
of
a
larger
meeting
in
that
particular
area.
Specifically,
leicester.
B
And
as
I
mentioned,
commissioner,
as
we
get
the
data
from
the
analytics
that
we're
putting
in
place,
we
can
see
what's
missing
and
then
we
can
have
staff
led
what
we
were
talking
about
before
it
was
beats
consultant
led
and
some
of
the
bigger
groups.
But
as
we
get
data,
we
can
have
more
staff
led
meetings,
so
our
goal
would
be
to
see
what
data
and
what
places
we're
missing
and
where
we're
not
hearing
from
people
or
we
want
to
travel
to
make
sure
we
hit
the
entire
county.
B
I
D
Things
like
first
of
all,
it
was
awesome
to
see
at
the
christmas
parade
our
comprehensive
plan
had
its
own
float.
I
wasn't
expecting
that
that
was
really
cool.
That's
a
great
way
to
get
in
front
of
people
that
weren't
expecting
to
hear
that
phrase.
That
day,
regarding
the
differences
between
engagement
window
number,
two
and
engagement
window
number
three,
I
guess
the
latter
is
when
you're
unveiling
something
to
the
public
to
kind
of
cross-reference,
what
the
status
of
the
plan
with
the
public
to
see
if
we're
on
right
track.
H
So,
sort
of
the
meat
and
bones
of
the
plan,
the
policies
and
actions-
that's
what
we
would
be
showing
so
engagement
window
number
two
we'd
be
asking
for
their
direction
regarding
policies
and
then
engagement
window
number
three.
We
would
say
this:
these
are
the
policies
and
actions
you
as
a
community
have
indicated.
You
want
us
to
follow,
confirm
that
that's
what
you
want.
K
Sure,
yeah
glad
to
jump
in.
Thank
you
all
for
letting
me
participate
virtually.
I
appreciate
it
very
good
question.
I
I
would
say
that
we
build
public
engagement
processes
to
be
cumulative,
so
this
first
round
again
we're
really
focused
on
creating
an
understanding
of
the
community's
aspirations
for
the
vision
and
goals
for
the
community.
When
we
come
back
in
the
second
round
of
engagement,
community
engagement
window
number,
two,
what
we'll
be
doing
is
confirming
that.
K
So
we
we,
you
know
we,
we
know
what
what
the
community
wants
in
terms
of
vision
and
goals,
but
there
are
choices
about
the
specific
policy
directions
that
you
might
take
to
achieve
those
goals,
and
so
we
want
to
test
out
those
options
in
the
second
window,
and
then
we
will
take
that
learning
from
the
community
those
inputs
and
develop
a
draft.
What
we
call
the
public
review
draft
of
the
comprehensive
plan
and
that's
what
we
would
be
sharing
in
the
third
engagement
window,
and
so
that
would
be
an
opportunity
to
again
say:
hey.
K
We
heard
you
in
rounds
one
and
two.
This
is
what
we
interpreted
was
the
direction
that
you
wanted.
The
plan
to
take
tell
us
if
we
got
it
right
and
there's
there's
also
an
opportunity
for
people
to
articulate
the
specific
priorities
that
they
might
want
the
county
to
be
focusing
on
as
part
of
implementation
of
the
plan.
That's
another
aspect
of
that
round
of
engagement.
So
once
we
get
through
round
three
and
get
those
inputs
from
the
community
on
the
public
review
draft,
then
we
can
create
what
we
call
the
public
hearing
draft.
K
So
we
would
revise
the
plan
work
with
the
steering
committee
to
fine-tune
it
before
it
goes
through
the
formal
adoption
process,
and
I
believe
we've
got
some
meetings
even
built
in
before
the
adoption
hearings
start
to
be
bringing
this
to
the
planning
board
and
to
board
of
county
commissioners
to
share
with
you
what
the
process
and
answer
any
questions
before
we
go
into
that
adoption.
Hearing
phase
of
things
so
glad
to
answer
any
other
questions
that
you
might
have.
I
F
J
J
A
N
Normally,
I
would
use
the
an
acronym
of
comp
study,
but
since
I
just
came
on
the
heels
of
the
comp
study,
we
want
to
make
sure
that
in
case
I
just
say
comp
study.
That's
what
I'm
talking
about
compensation,
so
this
has
actually
been
a
multi-year
process
that
we
have
to
help.
If
I
actually
use
this
right,
there
we
go.
N
We
we
needed
to
have
a
compensation
philosophy,
and
so
at
that
point
we
brought
together
a
group
of
employees
throughout
the
county.
Every
department
was
recognized
and
was
included
in
this
compensation
study,
so
every
department
had
input,
and
so
this
slide
shows
historical
work
that
again
started
in
19
and
it
will
culminate
with
a
report
that
will
go
to
the
county
manager
around
the
december
31st
of
this
year.
N
And,
despite
you
know,
if
you
look
at
the
various
milestones
you
know
in
december,
we
we
provided
the
compensation
policies
or
they
were
created.
If
you
know
we
haven't
actually
implemented
those
policies
and
the
reason
for
it
is
those
policies
actually
contradicted
the
the
existing
ordinance,
and
so
we
had
to
wait
until
we
actually
were
able
to.
N
N
N
Then
we
looked
at
job
descriptions
and
it
was
making
sure
that
we
have
clear
and
consistent
duties
and
expectations
for
all
our
employees
to
work
from.
Then
we
looked
at
the
employee
data
and
job
history,
experience
and
education,
and
it's
culminating
with
the
established
compensation
philosophy
and
having
that
in
place.
So
we
can
analyze
our
current
state
of
classifications
with
our
compensation.
N
The
focus
of
that
group
has
always
been
to
ensure
that
there
was
equity
in
the
pay,
and
so
that's
where
some
of
the
the
policies
that
you'll
see
shortly-
and
I
think
it's
important
to
to
look
at
some
of
the
accomplishments
the
group
had
created.
You
know
it's.
It's
documenting
current
state
of
internal
pay
practices
again
developing
the
compensation
philosophy,
defining
the
guidelines
on
how
to
pay
people
effectively
and
identifying
the
necessary
changes
that
are
needed
within
our
personnel,
ordinance
and
so
moving
into
the
study.
N
The
focus
has
really
been
on
analyzing
and
grading
positions
based
on
general
duties
of
the
job
and
their
complexity
and
the
skills
required
to
complete
the
work.
It's
important
to
know
that
the
study
is
not
a
study
to
adjust
compensation
based
on
merit.
It
really
is
looking
at
the
actual
duties
needed
to
complete
the
job.
N
There
we
go
what
is
before
you
right
now.
This
is
actually
the
compensation
philosophy
that
was
brought
forward
to
the
commission
back
in
2019,
and
our
focus
on
this
is
really
to
have
a
have
externally,
competitive
and
internally,
equitable
total
compensation
packages
to
create
a
merit
system.
Reward
employees
for
the
norm
for
above
normal
performance,
acknowledge
and
protect
the
work-life
balance
in
order
to
retain
our
employees,
create
a
career
progression
and
a
succession
plan
and
have
internal
culture
that
is
based
on
respect
and
accountability.
N
And
so,
when
I
came
to
the
county,
we
put
through
the
the
compensation
project
plan
and
phase
one
that
was
implemented
back
in
january,
I'm
sorry
november
of
last
year,
and
really
our
charge
has
been
to
analyze
our
position.
Duties
ensure
proper
grading
and
classification
for
each
position
and
compare
our
data
against
the
market.
N
We
then
reviewed
our
in
our
evaluation
and
market
study
was
was
looking
at
equity
as
well,
and
then
we
were
going
to
be
making
a
recommendation
and
that's
part
of
our
final
study,
and
that
is
the
report
and
the
findings
are
due
to
the
county
manager
on
december
31st
of
this
year.
Once
that
report
is
delivered.
Our
expectation
is
that
a
report
with
recommendations
will
be
provided
to
the
commission
in
the
spring
of
2022.
O
O
There's
really
two
important
considerations
in
order
to
be
able
to
compare
number
one
is:
who
do
we
want
to
compare
to
and
number
two
is.
How
do
we
compare
so
the
first?
The
title
here
is
really
referencing
identifying
our
market
peers,
and
so
we
started
to
do
we
typically
look
at
the
largest
10
counties
in
north
carolina,
buncombe
being
one
of
those
as
as
really
a
reference
point
across
the
state.
O
But
then
you
see
here
within
north
carolina.
We
also
wanted
our
close
proximity
peers,
the
city
of
asheville
madison,
county
henderson,
county
from
there.
We
we
talked
to
nate's
team.
We
talked
to
the
chamber
tim
love,
really
thinking
about
who
are
some
of
our
peers
outside
of
north
carolina,
so
similar
type
of
challenges,
type
of
workforce,
so
some
of
those
gateway
communities.
You
see
those
listed
here,
nashville
bend
oregon
charleston
and
then
we
wanted
to
make
sure
that
we're
mindful
of
while
about
an
hour
away,
still
a
potential
competitive
market
being
greenville
south
carolina.
O
So
that's
how
we
identified
the
peer
list.
So
then
we
move
into
normalization.
There's
really
two
steps
to
that
and
it's
really
a
question
of
normalization
based
on
the
cost
of
living,
the
area
trends
and
then
a
normalization
based
on
the
job
sharon
will
talk
a
little
bit
more
about
that.
But
it's
really.
The
question
is
a
budget
analyst
here
the
same
as
a
budget
analyst
in
a
different
organization?
O
So
when
we
think
about
how
we
would
normalize,
we
use
the
bureau
of
economic
analysis,
regional
price
parities,
so
bureau
of
economic
analysis
being
a
federal
government
agency.
That's
a
data
set
that
they
they
produce
that
very
similar
to
a
consumer
price
index.
It
gives
a
regional
price
index
for
different
metropolitan
areas
throughout
the
united
states.
O
O
So
as
we
as
we
look
at
that,
we
look
through
these
different
different
markets.
We
we
take
that
index
and
we're
able
to
compare,
say
40,
000
or
50
000
here
versus
somewhere
else.
How
far
will
that
take
you
on
average,
as
as
the
average
person
in
that
market?
So
as
we
as
we
do
that
to
be
able
to
understand
the
the
regional
prices,
regional
considerations,
then
it
gets
into
the
question
of
the
actual
jobs
and
I'll
turn
it
back
to
sharon.
O
To
talk
more
about
that,
but
it's
important
to
know
that
we
don't
have
data
on
every
position,
this
federal
data
source
for
the
indexes
we
can
get
it
for
every
metropolitan
area.
That's
very
helpful,
but
as
it
relates
to
that
survey
of
the
job
data,
it's
you
know
do
we
have
really
benchmark
jobs,
so
thinking
about
those
jobs
that
most
organizations
would
have
and
then
were
we
able
to
collect
that
information?
N
Buncombe
county
is
paying
above
market,
and
so
I'm
looking
at,
if
you
look
from
left
to
right,
new
hanover
is,
has
the
the
highest
compensation
offered
based
on
the
the
ba
rpp
and
then
durham
has
the
least,
and
so
what
that
says
to
us
is
that,
right
now
we
are
paying
that
position
above
market
the
other
area.
That's
really
important
that
I
show
you
is,
and
I
think
this
is
yeah.
This
is
beautiful.
She
set
it
up
to
do
this.
N
For
me,
the
match
level
where
it
says
the
exact,
fair
and
good
exact
when
we
went
out
to
provide
the
information
to
the
the
survey
respondents.
What
we
asked
them
to
do
is
look
at
the
job
descriptions.
We
actually
gave
them
the
information
about
each
one
of
our
jobs
that
we
asked
for
information
on
and
we
said,
look
at
our
job
descriptions,
the
education,
the
experience
and
the
duties.
N
Does
that
match
exactly
fair
good
or
doesn't
it
match
at
all
and
if
it
matches
exact,
let
us
know
what
matches
exact
so
that
way,
we
know
we
really
are
truly
looking
at
positions
that
are
similar
versus.
If
you
have
like
just
used
me,
you
might
have
an
hr
director
in
one
organization
that
has
a
vice
president
of
human
resources.
N
Well,
then,
we're
not
looking
at
the
exact
same
apples
to
apple,
so
we
want
to
make
sure
that
worked
here
on
the
opposite
side
here
is.
We
have
many
of
our.
We
have
many
employees
in
the
administrative
support
associate
level.
What
we
found
in
our
administrative
support
classification
is
that
we
are
not
meeting
market
and
so
of
the
13
responses.
N
Five
pay
less
than
buncombe
eight
pay
more
than
buncombe
and
you'll
see
when
you
hit
your
match
level
our
normalization
and
then
our
match
level.
We
had
some
that
were
exact,
some
that
are
good.
What
we
found
in
this
category
is
that,
where
the
data
that
we're
getting
back
is
our
job
descriptions
were
classified
more
like
a
clerk,
and
so
that's
why
we
were
being
paid
a
little
bit
longer
or
a
little
bit
lower.
And
so
what
that
says
to
my
analysts
is
that
this
probably
isn't
the
right
grade
for
this
position.
N
And
what
that
is,
let
me
switch
over
here
so
by
putting
the
the
families
putting
positions
in
families,
it
provides
an
avenue
for
us
to
begin
succession,
planning
and
career
progression,
which
is
is
what
employees
are
really
looking
for
right
now.
They
want
to
stay
with
our
organization,
but
they
need
to
see
that
there's
a
place
for
them
to
grow
and
right
now
we
don't
provide
them
with
a
very
clear
path
for
them
to
do
that.
N
We're
also
looking
at
a
new
projection
for
how
we
base
our
pay
and
then
looking
at
right.
Now,
if
you
are
an
exempt
and
you're
a
non-exempt
employee
hour
versus
salary,
you
could
both
be
a
56
s
and
56
h.
It's
really
confusing
to
employees.
They
don't
necessarily
know
what
the
difference
is
so
we're
separating
that
we're
creating
new
grades,
and
so
you
will
see
something
that
is
much
more
comprehensive.
N
When
we
provide
the
report
to
you
shortly
and
once
again,
the
the
work
that
we're
doing
it's
market
driven,
we
really
are
looking
at
the
market.
How
are
we
comparing
to
our
peers
at
a
point
in
time
and
then
that's
what
our
report
will
be
for
the
results?
I
should
be
should
say
our
results
will
be.
I
felt
questions.
Is
there
anything
I
can
answer
for
you
in
regards
to
what
I've
provided.
P
A
Why
why
why
is
that
not
included
in
this
process,
because
it
really
seems
like
such
a
fundamental
part
of
like
you
know,
your
job
is
like:
what's
the
set,
what's
the
paycheck
and
then
what's
the
benefits
and
people
look
at
that
together
and,
of
course,
through
the
comparisons
we've
done
before,
we
know
that
buncombe
county
has
one
of
the
most
generous
benefits
package.
You
know
anywhere
in
the
state,
so
it
seems
like
that
should
be
looked
at
together.
N
So
well,
it
seems
like
it
should
it's,
it
really
isn't.
Total
compensation
isn't
something
when
you're
looking
in
actual
position.
What's
the
position
worth
and
then
how
we
keep
employees,
that's
where
your
total
compensation,
that's
where
your
your
compensation
and
your
benefit
package
equals
and
that's
what
attracts,
but
you
usually
don't
do
them.
At
the
same
time,.
A
N
H
A
A
N
Normally,
when
you,
when
you're
doing
a
salary
study,
the
salary
study
is,
is
truly
simply
looking
at
the
job.
I
think
you
know
when
we
get
to
the
place
where
we're
looking
at
the
total
compensation
and
looking
at
our
benefit
package
and
really
comparing
our
benefit
package
to
our
peers,
so
that
we
can
provide
you
a
total
compensation
number.
I
B
What's
coming
in
december
is
just
the
salary
side
to
brownie's
point
benefits
are
not
part
of
this
conversation,
and
I
guess
the
answer
your
question
about
why
they're
separate
right
now,
I
would
say
that
our
compensation
package,
their
salary
or
just
our
base
salary.
That's
what's
important
right
now,
because
we
are
losing
people
because
they
can
leave
on
salary
basis.
Most
of
our
employees
are
looking
at
what
are
their
take-home
pay
and
what
has
that
impact
in
their
daily
lives?
They're,
not
really
looking
at
the
benefit
side
really.
B
B
Depends
on
where
they
are
in
their
career,
if
they're
closer
to
the
retirement,
that's
something
that
they
might
look
at,
but
most
local
governments
in
north
carolina.
They
all
have
the
same
retirement
system.
What
we
have
different
from
most
is
our
401k.
It
is
a
little
bit
higher
than
most,
but
the
rest
of
our
benefits,
pretty
much
fall
in
line
and
our
health
benefit
tends
to
be
pay
a
little
bit
less
on
a
health
insurance.
But
beyond
that,
our
benefits
across
our
state
are
pretty
much
the
same,
except
for
401k
and
your
health
benefit.
B
A
B
And
most
local
governments
do
have
a
good
health
benefit
plan,
so
we
would
look
at
benefits
again,
but
that's
not
part
of
this
study.
When
we,
when
I
came
in
19,
we
had
just
finished
evergreen
study
and
that's
what
most
people
were
concerned
about
and
still
to
this
day,
if
you
ask
employees
they're
still
very
concerned
on
salaries,
that's
where
we're
losing
people
is
on
salaries.
I.
A
Feel
like
when
we
did
do
that
benchmarking
on
the
health
benefits
we
were.
We
were
way
above
the
vast
majority,
even
in
the
even
in
the
public
space,
which
tends
to
be
a
generous
sector
and
of
course
we
don't
only
lose
or
gain
employees
to
other
governments.
Some
people
go
to
the
private
sector
and
things
like
that.
So.
Q
I
understand
part
of
this
I
mean
our
benefits
are
not
entirely
uniform
but
they're
more
or
less
uniform
for
employees,
regardless
of
how
long
they've
been
here
or
a
veteran
or
their
seniority,
or
anything
like
that,
whereas
I
think
the
salary
pieces,
where
we
haven't
had
the
kind
of
clear
guard
rails
and
guide
stars
of
like
here's,
the
philosophy
through
which
we
determine
salaries
at
different
bands
and
departments.
So
to
me
that's
what
kind
of
this
study
is
drilling
down
on
it?
Q
One
of
the
functional
outcomes
of
that
is
that
we
understand
where
we
fit
in
the
market
in
terms
of
overall
ability
to
recruit
and
retain,
but
this
is
also,
I
think,
just
about
us
kind
of
finally,
getting
our
bearings
and
saying
there
will
be
a
logical,
consistent
way
that
buncombe
county
assigns
salary
to
different
every
position
within
the
organization,
totally
independent
benefits
that
are
assigned
pretty
much.
Everyone
gets
the
same
benefits
regardless.
N
I
think
it's
important,
you
know
when,
when
you
look
at
the
way
the
ordinance
is
written
in
longevity.
You
know
our
employees
will
get
the
cola,
but
they
don't
get
the
bump
within
their
position.
They
get
it
in
the
longevity
bonus
where
not
all
employers
do
that,
and
so
you
know
they're
looking
if
they
can
jump
to
another
employer
for
50
cents,
a
dollar
more
an
hour.
N
A
Sure
I'd
support
changing
it.
For
that
reason
I
don't
know
if
we
can,
but
you
know,
I
think,
the
hard
part
about
this,
because
I
mean,
I
think,
and
I
think
jasmine
what
you
just
said.
That
makes
sense.
I
mean
coming
up
with
an
internally
coherent
plan
and
a
pathway
forward.
I
mean,
I
think
that
that
all
makes
a
lot
of
sense
and
we
want
to,
of
course,
you
know
all
the
goals
here
that
were
described
there.
I
mean
they're,
all
very
laudable
right.
A
It's
a
great
sounds
like
a
great
culture
that
you
would
want
to
create
right
through
all
that,
of
course,
the
challenge
of
all
this
that
has
to
be
you
know.
One
of
the
factors
that
goes
into
this
too,
though,
is
that
we
do
live
in
a
community
where,
like
in
so
many
different
sectors
like
the
people
who
live
here,
don't
you
know?
Don't
you
know
it's
a
it's
a
community
where
we
make
less
than
the
state
average
in
most
of
our
sectors
in
the
community,
even
though
the
cost
of
living
is
higher.
A
So
part
of
the
challenge
we
have
to
wrestle
with
on
this
is
that,
at
the
end
of
the
day,
the
folks
will
be
asked
to
basically
finance
all
of
this.
You
know
the
taxpayers
are
not
coming
from
the
same
standpoint
right
they're,
making
less
than
their
peers
doing
the
same
work
around
the
state
and
in
some
cases,
have
higher
cost
of
living,
and
you
know
we're
a
people
organization
right
so
like
most
of
our
costs
are
in
terms
of
like
paying
the
people
to
to
do
the
work.
A
I
think
that's
just
anyway.
That's
part
of
the
challenge
it's
like
we
want
to
be
like.
We
want
to
live
into
all
the
ideals
you've
described,
and
I
like
it,
but
it's
at
the
end
of
the
day,
if
it
means
you
know,
this
is
going
to
mean
a
significant
impact
in
terms
of
what
it
means
from
a
taxpayer
standpoint.
We
have
to
think
about
that
too,
because
those
are
the
constituents
of
the
organization
and
the
ones
who
will
who
will
under
you
know,
who
will
who
will
finance
all
this
too?
A
So,
that's
I
don't
know,
it's
just
part
of
what
I'll
just
share
is
just
an
observation
part
of
what
I
struggle
with
as
a
policy
maker
who
would
love
to
embrace
all
this,
but
also
know
how
we
pay,
for
it
is
from
people
who
will
not
share
these
same
realities
as
as
people
who
work
in
our
in
our
community
and
there's
trade.
There's
just
trade-offs
there
and
there's
probably
no
way
around.
I
guess,
but
I
just
I'm
sure.
R
It's
an
interesting
time,
though,
as
we
continue
to
hear
about
you
know
the
great
resignation
and
people
leaving
the
workforce
in
droves
and
now
seeing
how
that's
really
impacting
particularly
argenzi
and
millennials
that
from
what
I'm
I'm
reading
and
following
that,
the
benefits
to
those
particular
folks.
It's
all
about
the
salary,
because
you
know
they
they
are
younger,
they're,
healthier
they're,
not
thinking
long-term
in
that
way,
and
what
is
impacting
them
is
what
they
see
at
that
paycheck.
So
they
can't
afford
a
place
to
live.
They
can't
afford.
You
know
to
travel
whatever.
R
It
is,
that's
important
to
them.
I'm
really
curious,
though-
and
this
may
not
be
quite
the
right
forum,
but
it
does
sound
like
some
of
our
surrounding
counties,
particularly
in
particular
departments,
are
starting
to
find
a
way
to
pay
more
and
that
we're
losing
folks
to
them.
So
I'm
curious
as
we
look
at
that
compensation.
R
How
does
that
factor
in
when
smaller
counties
are
able
to
pay
higher
wages?
You
know,
particularly
I'm
thinking
like
our
paramedics
in
particular.
How
are
they
achieving
that?
How
do
we
retain
anyway?
I
just
say
all
that
to
say
that
I
hear
what
you're
saying
about
the
benefits,
but
I
really
appreciate
from
what
I'm
digging
into
on
this,
that
we
are
looking
at
the
salaries
and
particularly
that
trajectory
of
how
you
grow.
R
I
think
that
is
a
missing
component,
that
a
lot
of
employers
overlook,
so
that
when
you
do
come
in,
you
can
see
well,
I
could
stay
with
buncombe
county
government
for
20
years
and
start
here
and
end
up
here.
So
I
really
do
appreciate
that
you
all
have
dug
in
and
really
looked
at
how
to
retain
folks
in
that.
A
You
know
it
creates
more
opportunities
to
grow
the
salary
side,
because
I
mean
I
personally
would
really
support
that,
because
I
think
it
gives
more
choices
to
the
employees.
You
know
they
want
to
spend
some
of
their
money
on
some
of
those
things
they
can,
but
for
those
who
would
prefer
to
to
buy
a
house
or
make
other
choices,
then
it
kind
of
puts
more
choices
in
their
hands
as
opposed
to
kind
of
being
made
for
them.
A
N
That
we
can
bring
forward.
That
would
include
how
do
you
balance
stuff
like
that,
provide
an
opportunity
to
for
employees
to
choose
where
they
want
to
put
their
benefits,
dollars
and
stuff?
I
haven't,
we
haven't
gotten
there
yet,
but
there
are
a
lot
of.
There
are
a
lot
of
opportunities
out
there.
We
just
we
haven't,
got
what
we've
been
focusing
right
now,
or
at
least
since
I've
been
here
and
even
with
avril
is
is
looking
at.
How
can
we
manage
the
the
costs
in
regards
to
our
benefits?
N
You
know,
and
I
think
we
brought
some
of
that
stuff
forward,
where
you
know,
even
just
putting
through
the
physical
therapy
program
being
able
to
save
a
quarter
million
dollars
there,
and
I
mean
I
think,
all
that
stuff
really
does
add
up,
which
there's
still
a
cost,
but
looking
at
how
we
can.
How
can
we
mitigate
some
of
those
existential
costs
until
we're
able
to
to
really
dig
in
on
some
of
the
other
opportunities.
N
S
S
In
november
the
meeting
for
the
first
meeting
november,
the
3rd
was
set
by
resolution
last
year
and
it
was
for
the
in
reference
to
the
election
year
and
even
number
of
years.
I
will
say
that
in
this
2022,
that's
going
to
be
a
little
bit
different
because
the
elections
are
set
for
the
first
tuesday
after
the
first
monday,
so
the
election
in
november
will
actually
be
november,
the
8th.