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From YouTube: Board of Commissioners' Pre-Meeting (May 21, 2019)
Description
Pre-Meeting of the Buncombe County Board of Commissioners that hears presentations from Fire Chief requesting fire tax increases, discussion on strategic partnership funding, and more.
B
C
B
Me,
if
you
have
any
questions,
this
clickers
gonna
work
all
right,
so
our
agenda
today
will
provide
a
quick
summary
of
where
we
are
with
fire
districts.
The
process
we
went
through
this
year
also
some
data
that
we
found
in
the
Droid
of
the
time
talking
to
the
Chiefs,
but
in
terms
of
our
summary
document,
so
I
wanted
to
be
clear
on
what
our
timeline
was
this
year.
So
this
year
on
March
15th,
we
made
revenue
projections
available
to
the
fire
chiefs.
B
This
is
also
what
we
did:
the
schools
and
some
of
our
other
stakeholders
on
April
30th,
any
fire
district
that
was
requesting
a
tax
rate
increase
submitted
that
to
the
county
of
which
we
had
sent
us
on
May
6th
each
of
the
fire
districts
who
are
represented,
and
thank
you
all
for
joining
us
today,
met
with
our
new
county
manager.
Avril
Pender,
to
discuss
kind
of
in
general
needs
for
the
fire
districts
as
a
whole,
but
also
get
to
note
the
new
county
manager
May
10th
through
14th.
B
We
did
detailed
budget
reviews
with
those
who
are
requesting
increases,
so
we
had
six
one-on-one
meetings
with
the
county
manager
and
staff,
which
included
Matt,
Evans
and
myself
to
go
through
the
details
of
those
requests
and
to
sort
of
substantiate
them
that
places
us
here
today,
May
21st,
which
is
our
working
session,
the
Chiefs
are
represented
and
we
will
hear
from
them
today
in
terms
of
a
quick
overview.
This
is
a
map
to
help
us
sort
of
understand
where
the
districts
are.
B
The
districts
that
are
requesting
increases
are
highlighted
in
red,
as
I
said
earlier,
we
have
six
out
of
25
districts,
requesting
rate
increases,
those
increases
range
from
1
cent
to
3
cents
and
for
a
total
annual
increase
of
about
1.5
million
dollars
across
the
districts.
As
a
reminder,
a
penny
varies
substantially
based
on
property
values,
so
one
cent
in
one
district
is
not
the
same.
B
As
a
reminder,
we've
showed
y'all
this
before,
but
you
know
the
intent
is
remind
us.
The
fire
districts
are
clearly
important
from
the
services
they
provide,
but
also
from
a
fiduciary
and
financial
standpoint
and,
as
you
can
see
in
the
table,
if
we
look
at
the
fire
district
operating
budget
of
about
34
million
dollars
across
all
fire
districts
and
compare
that
to
our
general
fund
budget,
it
would
be
about
10
percent
as
a
reminder
for
those
that
are
not
familiar
in
the
media
and
folks
in
the
room.
B
E
B
B
E
B
Shift
gears
a
little
bit,
we
presented
this
information
to
you
in
the
past.
One
of
the
things
that
Averell
asked,
Matt
and
I
to
do
is
begin
to
look
at
the
financial
data
that
we
do
have
from
the
fire
districts
and
to
look
at
the
metrics
that
exist
and
to
give
us
a
sense
of
financial
health.
The
ratio
that
I'm
showing
you
here
is
the
operations
ratio
and
all
that
is,
is
an
assessment
of
revenues
versus
expenditures.
B
So,
on
the
far
left,
you
have
a
fiscal
year.
17
operations
ratio
compared
to
on
the
right
where
you
have
a
fiscal
year
18
on
the
right.
The
green
bars
indicate
someone
who's
requesting
an
increase
in
their
tax
rate
for
this
year
and
you'll
see
that
there's
a
yellow
line
that
goes
right
down
sort
of
right.
Anybody,
above
that
yellow
line,
is
someone
that
has
more
revenues
than
expenditures
so
you're,
not
spending
more
than
you
have
if
you're
below
that
yellow
line.
That
means
you're
spending
more
than
you
have.
B
These
are
based
on
financial
statements
have
been
provided
to
us
by
the
Chiefs,
but
these
are
audited
financial
statements
and
so
as
you're
evaluating
today,
what
you're
hearing
I
want
you
to
keep
this
in
mind.
There's
a
handful
of
our
districts
that
are
under
the
operations
ratios,
so
they're
not
breaking
even
they're
spending
more
than
they're
bringing
in
those
are
right
at
the
bottom,
so
you
can
see
they're,
Barnesville
and
Woodfin,
but
in
general
our
fire
districts
are
spending
less
than
they
they
bring
in.
B
B
F
B
Changed
I
think
a
few
things
one.
You
know
we
saw
tax
rate
increases
from
last
year.
Of
course,
two
and
the
Chiefs
can
correct
me,
but
I
don't
think
they've
seen
we
presented
this
data
last
year
for
the
first
time
and
I,
don't
know
that
they
had
seen
that
or
known
that
we
were
looking
at
this
type
of
information,
so
I
think
that
probably
stimulated
some
additional
action
as
well.
G
B
And
you
know
this
is
something
you
know
we
met
with
the
Chiefs
and
we're
committed
to
working
with
them
moving
forward
as
long
as
they
have
us
involved.
You
know,
and
specifically
one
of
the
things
we
want
to
do
is
present
this
financial
data
or
consistently
so
that
folks
understand
where
they're
at
this
is
just
one
measure,
though
so
you
know,
one
measure
of
the
world
is
how
much
money
you
got.
How
much
are
you
spending
another
metric
in
the
world
is
alright
how
much
you
save.
B
So
this
is
a
completely
different
question,
so
this
ratio
as
a
laser
pointer.
This
is
current
assets
operating
expenses
again
we're
on
the
left,
we're
doing
fiscal
year,
17
on
the
right,
we're
doing
fiscal
year,
18,
and
so
with
this
metric.
If
we're
gonna
sum
it
up
is
designed
to
tell
us
is
how
much
do
you
have
in
your
savings
account?
B
Basically,
so,
as
we
look
at
this
chart,
right
up
here
represents
our
three-month
mark,
and
this
yellow
line
represents
our
one-year
mark,
so
anybody,
above
the
one-year
mark,
basically
has
in
the
reserves
at
least
one
year's
operating
expenses
right
here
we
have
reserves
these
folks
right
here
in
the
middle
that
are
between
the
dashed
orange
and
the
yellow
line.
That
means
they're
somewhere
between
three
and
a
years
in
terms
of
anybody.
That's
underneath
this
table
orange
means
that
they
have
less
than
three
months
so.
G
You
can't
look
at
the
one
before
that.
Look
at
this,
so
you
know
if
you
take
one
before
which
kind
of
goes
towards
a
you
know,
the
comi
that
I
was
making
and
I'm
a
commissioner
for
our
or
less
to
you
late
at
this,
and
you
you
put
the
other
one
with
this
one,
and
then
you
can
really
see
who's
either.
You
know,
got
the
right
amount
or
detail.
G
B
Absolutely
right,
it's
good
information,
yeah
and
you
know
I
would
be
remiss
if
I
didn't
bring
this
up,
but
you
know
this
doesn't
tell
the
whole
story
by
itself.
You
might
say:
hey,
you
got
a
ton
of
money
in
the
bank.
Why,
and
some
of
these
folks
are
gonna,
turn
around
and
tell
you
it's
because
you
know
we're
saving
up
money
so
that
we
can
do
something
in
the
future.
The
same
way
we
would
with
our
fund
balance
or
our
reserves.
B
So
that's
a
part
of
the
story
but
wanted
to
make
sure
you're
aware
of
it.
As
a
reminder,
you
know
our
own
policy
for
fund
balance
or
15%
gets
us
about
two
months
of
reserves,
so
you
know
we
would
be
under
this
line
if
we
looked
at
it.
But
that
said,
you
know
that
is
a
it's
a
different
scale.
We
just
want
to
try
to
link
some
of
these
different
concepts.
B
Know
we've
got
a
bunch
of
current
assets,
but
that's
specifically
because
they're
in
reserves
out
to
which
our
county
manager
responded.
Well,
that's
really
great,
but
as
long
you
need
to
make
sure
that
there's
a
board
action
that
takes
that
current
asset
amount
and
puts
it
in
a
reserve
account.
So
if
you're
buying
a
new
truck
on
a
new
substation
whatever
it
is,
make
sure
that
there's
documentation
to
support
how
you're
going
to
use
it
and
so
I
think
that's
something.
We've
been
blessed
with
the
Chiefs
just
to
make
sure
that
their
assets.
A
B
All
right,
so
any
other
questions
on
kind
of
where
we're
at
overall
fire
districts
any
of
these
measures.
This
information
I've
showed
you
today
all
right,
so
we're
gonna,
I'm
gonna,
stop
talking
here
in
a
minute
and
we're
gonna
allow
the
Chiefs
to
present
their
cases
to
you
the
way
this
will
work
similar
to
last
year.
Each
chief
district
has
seven
minutes.
Last
year
we
gave
the
district's
five
minutes.
B
B
We're
gonna
use
budget
request,
template
documents,
those
are
in
your
files,
so
they're
gonna
the
same
document
that
they're
using
to
speak
to
in
this
meeting
is
already
in
your
file.
It's
paper-clipped
and
they
look
like
the
purpose
of
their
presentation
is
to
talk
specifically
about
the
tax
rate
increase
and
how
those
funds
will
be
used.
You're
not
gonna,
get
into
all
the
other
details
of
the
budget.
It's
explicitly
if
I'm
asking
for
a
penny,
here's
how
the
penny
gets
used
to
keep
us
kind
of
moving
along
we're.
B
Gonna
present
an
alphabetical
order,
so
we're
gonna
lead
off
with
anko
will
then
go
to
Fairview
by
French,
Broad,
etc.
Again,
we've
got
ten
minutes
max
for
each
presentation.
I
will
be
timing,
yo
any
questions
before
we
get
started
all
right,
I'd
invite
Bedingfield
to
come
up
to
the
podium
and
begin
your
presentation.
I
Good
afternoon
wishers-
and
I
want
to
thank
you
for
a
lovely
opportunity
to
speak
for
you
today,
I
want
to
thank
my
colleagues
for
their
support
and
rest
of
my
many
support
staff
here,
as
well
as
your
your
accounting
finance
folks.
I've
been
a
really
really
big
help
and
helping
us
develop
budgets
and
to
put
this
together
for
you
as
mr.
love
bitchin
on
behalf
of
Inc
counter
Fire
and
Rescue
Board
of
Directors
and
our
organization,
we
are
asking
for
a
1.5
cent
increase
to
the
annual
revenue.
I
In
addition
to
that,
just
to
speak
a
little
bit
more
on
that
mica
is
not
put
on
any
staff
since
2006
running
nine
people,
first
shift
and
in
2006
we're
running
about
2200
calls
the
last
year
we
ran
3500.
So
we
want
to
decrease
some
of
the
workload
on
our
current
staff,
so
that's
the
primary
reason
for
the
majority
of
the
times,
in
addition
to
three
hundred
fifty
four
thousand
dollars
for
for
the
additional
people,
we're
also
looking
at
what
it's
gonna
cost
to
outfit
them
for
personal
protective
clothing.
I
We
are
anticipating
about
$1,000
per
person
in
uniforms,
six
thousand
dollars
there,
so
that's
all
most
of
the
employee,
its
pitches
that
are
related
to
this
requested
a
tax
increase.
There
are
a
couple
other
small
excuses
that
we're
looking
for
to
try
to
get
a
handle
on
five
years
ago.
We
replaced
all
of
our
computer
systems.
We
want
to
get
those
on
a
recurring
basis.
We've
got
two
systems
that
need
to
be
replaced
now,
protecting
a
little
over
$10,000
to
replace
those
two
business,
computers
and.
I
Lastly,
last
year
we
had
an
additional
stall
to
our
our
substation
air
station.
We
are
just
about
98%
complete,
but
we
didn't
account
for
or
in
part
seeing
the
floor.
We
want
to
make
sure
that
part
of
the
floor
is
is
matches
the
rest
of
the
fire
station,
so
we're
asking
the
five
thousand
five
hundred
forty
nine
dollars
to
a
park
see
that
floor,
so
it
makes
it
standardized,
makes
it
very
presentable
and
makes
a
good
work.
Environment.
I
I
None
of
those
monies
there's
enough
to
do
any
of
those
by
itself,
but
we
do
have
some
money's
allocated
for
those
funds
somewhere
around
1.1
million
dollars.
It
divided
up
in
those
two
three,
those
three
categories,
in
addition
that
we
still
on
top
that
we
have
an
operating
expense
reserve,
some
possibly
70%
of
our
annual
budget
to
include
personnel,
maintenance,
fuel
and
utilities,
working
with
a
board
of
directors
and
and
they
they
actually
just
approved
a
contract
last
night
for
a
new
arrow
device,
which
is
1.2
million
dollars.
I
J
I
I
I
At
the
intermediate
school,
with
groundbreaking
and
beginning
in
July
and
I'm,
going
to
jump
back
to
the
personnel
needs
here
in
just
a
minute,
but
those
folks
are
actually
going
to
be
manning
that
station
you're
also
gonna
be
manning.
The
new
area
of
devices
we're
anticipating
getting
in
March
now
I
understand.
I
I
originally
approached
miss
Avro
and
Tim
and
map
regarding
our
budgets.
Yes,
we
did.
We
were
going
to
ask
for
three
states,
that's
what
the
board
asked
me
to
present
to
you,
but
that
included
some
expenses,
that
we
were
anticipating
for
the
new
station
and
we
didn't
have
a
really
really
good,
solid
timeline
of
when
that
was
going
to
be
finished.
The
day
that
we
went
to
miss
bu
I
got
that
or
the.
I
I
I
took
all
the
expenses
regarding
the
water
truck
and
their
artists
regarding
the
the
building
out
of
the
budget
that
reduced
it
down
to
the
half.
That's
the
reason
for
that
now.
Regarding
the
personnel
as
I
mentioned,
we
want
to
reduce
the
workload
on
our
current
staff.
We're
running
like
I,
said
about
30%
more
calls,
and
we
were
in
2006
and
and
it's
a
heavy
workload
there's
just
no
doubt
about
it
and
we're
running
with
the
same
amount
of
people.
So
that's
that's.
The
goal.
I
1
2
for
the
new
people
go
to,
for
the
new
hire
ease
is
to
prepare
them
for
advanced
firefighting
operations.
Only
elevated,
elevated
structures
that,
with
the
letter
truck
all
right,
there's
a
lot
of
training
that
requires
for
four
people
to
give
qualified
on
doing
those
type
of
operations,
and
we
want
to
get
that
started
early
while
also
suffice
in
reducing
the
workload
on
our
current
staff.
So
that's.
I
Us
can
be
captains,
three
of
them
be
engineers,
because
that's
going
to
be
the
leaders
of
this
area
where
we're
going
to
be
putting
their
map
in
the
near
future.
So
they're
going
to
be
doing
a
lot
of
planning,
so
I
took
a
verge
salary
of
$59,000
or
each
other
and
then
come
up
to
the
amount
that
you
have
here.
So
we're
gonna
be
a
little
bit
last
engineers
will
be
make
a
look
at
last
captain's
coming
to
make
a
little
bit
more.
That.
K
D
F
I
G
Afternoon
commissioners,
thank
y'all
finalists
to
come
and
make
her
presentations
to
you
all.
To
date,
baby
fire
department
has
about
three
projects,
so
to
speak,
that
we
feel
it
needs
to
be
addressed
with
our
iron
I
request.
We
are
the
question
to
increase
our
5
times
rate
about
3
cents,
first
and
foremost
would
be
to
increase
the
salaries
of
6
of
our
personnel.
G
Last
year,
we
we
did
receive
a
tax
rate
increase
of
one
cent
that
that
total
brings
about
a
hundred
seventy
two
thousand
to
our
district,
but
that
our
Board
decided
to
increase
the
salaries
of
our
lower
tiered
employees,
basically
the
lowest
paid
to
meet
the
state
average.
That
was
a
study
that
was
released
in
February
of
2018,
which
basically
determined
that
the
average
state
paid
was
thirty,
one.
Thirty,
four
thousand
one
hundred
ninety
seven
dollars.
G
That
study
basically
showed
that
our
average
pay
was
sixty
two
hundred
sixty
eight
dollars
below
the
state
average.
So
what
we
did
was
we
took
roughly
it
was
ninety
six
to
eight
and
ninety-eight
thousand
dollars
and
we
put
into
all
those
salaries.
We
had
some
additional
needs
that
the
remainder
of
the
hundred
seventy
two
thousand
had
to
go
into
some
operational
portions
of
our
budget,
so
we
had
about
six
positions
that
were
we're
not
given
any
type
of
race.
G
G
We've
met
with
each
one
of
you,
whether
it
be
a
phone
email
or
in,
and
we
give
you
all
our
requirements-
apartment
insurance,
NFPA,
NFPA,
all
those
standards
or
requirements
that
we
have
to
respond
to
a
structure
of
our
slip.
As
far
as
personnel
in
stacking
right
now,
I
provided
miss
Pender,
with
the
information
from
my
last
GOI
inspection
from
2017.
G
That
basically
stated
that
we
were
arriving
on
scene
with
an
average
of
three
personnel
per
fire
and
apartment
insurance
requires
a
minimum
of
12
members
for
American,
not
mutually
arrived
on
scene
each
and
every
time
we
have
a
structure
fire.
We
were
averaging
three.
So
that's
where
the
additional
non
comes
so
right
now
we
actually
step
six
firefighters
and
a
battalion
chief
on
on
three
shifts
due
to
our
district
size.
They
also
require
us
to
respond
three
engines
in
a
ladder.
G
So
my
time
you
remove
the
driver
operators
from
each
one
of
those
apparatus
that
leaves
two
people
to
basically
fight
fire.
There
is
a
rule
that
we
follow
in
FPA
requires
so
2n2
out
rule.
That
requires
two
firefighters
to
do.
Interior
attack
that
has
to
there
has
to
be
two
firefighters,
ready,
standing
outside
geared
up
ready
to
go
in
case.
Something
happens
to
those
first
two
firefighters
between
in
the
only
time
we
can
deviate
from
that
is,
if
per
se,
something
we
knew.
G
Somebody
or
suspected
someone
was
actually
trapped
in
that
in
that
house
or
a
structure
right
now,
like
I
said
where
we're
arriving
with
only
two
people
per
se
to
actually
fight
by
the
and
then
the
study
that
basically
week,
we
do
have
some
volunteer
members.
That's
why
we
averaged
three
arriving
on
the
scene,
so
they
they
took
into
consideration
some
of
our
volunteers
which,
as
you
all
know,
volunteer
staffing.
This
is
dwindling
just
because
of
the
time
it
takes
to
actually
do
this
job.
G
Two
out
of
that
three,
since,
like
I
said,
we
were
pointing
to
car
non
additional
firefighters
that
was
going
to
cost
roughly
three
hundred
eighty
seven
thousand
five
hundred
and
thirty
six
dollars
and
thirty
one
cents.
The
the
third
item
that
that
we
wanted
to
address
was
our
apparatus
there
again.
Epa
sets
standards
and
regulations.
G
G
The
other
thing:
that's
basically
the
three
main
topics
that
we're
addressing
with
the
increase,
just
to
kind
of
give
you
a
little
history
back
in
2013.
Our
board
realized
that
our
bylaws
had
not
been
amended
since
1988
that
basically
it
made
it
virtually
impossible
for
us
to
amend
or
change
or
make
our
bylaws
compliant
with
county
contract
state
labor
laws.
You
can
imagine
the
laws
today
compared
to
1988.
G
It
was
so
basically,
however,
they've
done
it
in
1988
as
Marcus.
It
is
virtually
impossible.
We
had
to
basically
go
and
hire
a
third
party.
We
consulted
with
a
third
party.
We
hired
this
company,
they
came
in
and
they
had
to
take
it
before
a
Supreme,
Court
judge.
By
the
time
it
was
all
said
and
done.
I
cost
our
department
a
little
over
$30,000
our
budget
at
the
time
he
was
not
planning
for
that.
G
So
it
absorbed
that,
and
in
with
that
evaluation
they
basically
they
they
go
through
all
types
of
basically
they're
they're
the
professionals
and
an
HR
for
fire
departments.
They
specialize
in
emergency
services
that
came
in
and
basically
told
us
that
we
were
not
paying
our
personnel
with
the
correct
FLSA
standard,
so
we
had
to
change
that
and
when
we
changed
that
that
increased
our
our
salary
expenses
about
two
hundred
ten
thousand
dollars
a
year
there
again
our
budget
had
to
absorb
that
because
legally
we
had
to
do
that.
G
So
it's
basically
the
reasons
why
we're
asking
for
amount
we're
asking
for.
We
have
taken
numerous
steps
trying
to
save
money.
This
last
year
we
participated
in
the
county
energy
assessment,
converted
all
of
our
lighting
to
at
our
main
station,
over
Delhi
being
replaced
all
of
our
bay
doors,
because,
basically,
where
we
were
heating
fare.
G
So
you're
not
you're,
hiring
man.
Firefighters
are
country
musicians,
nice.
For
me
to
be
able
to
meet
me
so
and
are
you
hiring?
Are
you
paying
them
at
the
level
that
they
need
to
be
paid?
We're
basing
that
upon
the
2018,
a
study
or
it's
like
the
state
average
as
far
as
I
know,
hasn't
changed
it's
around
34,000
and
so
change
it?
That's.
The
average
starting
wage
of
a
firebox
is.
E
G
G
A
M
Afternoon
we
are
asking
for
two
cents
got
a
penny.
Last
year
we
were
trying
to
raise.
Our
paid
to
state
average
for
last
year
was
paying
between
nine
thousand
nine
hundred
dollars.
For
a
firefighter
was
that
one
cent
some
ice
chair,
we
raised
it
to
30
33
13,
trying
to
get
them
all
up
to
vice
pay.
At
33,
nine
firefighters
officers
will
come
up
to
39,
fails
in
the
year
adding
a
training,
Safety
Officer
that
position.
M
M
M
G
G
M
We
can
get
the
Payette
to
state
average
to
match
most
of
the
other
departments.
We
can't
match
everybody
over
smile
and
give
them
the
benefit.
I'm
three
puzzle
hold
on
Phil
I
mean
they're
going
to
go.
Other
places
got
state
retirement,
stuff,
okay,
we
can't
get
into
but
did
have
math
run
a
five
six
year
projection.
N
Afternoon,
commissioners,
ladies
gentlemen,
fellow
colleagues,
I'm
John
Coffey
from
Wrightsville,
Fire,
Department
and
I,
appreciate
you
taking
the
time
to
hear
our
presentation
today
and
hope
your
approval
in
this
matter
to
support
our
dedicated
men
and
women.
So
we
may
better
serve
the
citizens
of
Buncombe
County
progressively
and
proudly.
N
As
you
all
are
aware,
the
countywide
pace
study
was
presented
2018.
It
indicated
that
the
average
starting
wage
for
firefighters
at
Wrightsville
Fire
Department,
was
approximately
eight
thousand
six
hundred
ninety
seven
dollars
below
the
state
minimum
average.
Last
year
we
evaluated
our
staffing
needs
based
on
that
study
and
determined,
we
would
need
to
request
an
increase
at
one
point:
eight
cents.
In
order
to
meet
our
strategic
goal.
However,
we
were
only
granted
a
penny
last
year,
keep
in
mind
at
the
time
of
our
request.
N
N
N
Our
second
concern
is
the
current
trend
in
varying
and
decrease
in
volunteering.
We
are
a
combination
department,
so
part
of
our
staffing
is
volunteers
that
help
supplement,
but
that's
a
national,
that's
a
trend,
that's
on
the
national
decline.
All
of
us
are
seeing
it
and
feeling
it
so
we're
having
a,
and
so
now,
it's
becoming
common
to
have
to
supplement
those
volunteers
that
we
used
to
have
decades
ago,
with
paid
staff.
N
N
We
currently
have
three
shifts
right
now,
like
I
said,
one
shift
has
the
three
people,
the
other
two
shifts
I'm,
supplementing
that
third
person
with
part-time.
So
what
we
are
asking
we're
requesting
2.5
cent
increase
that
will
strictly
be
applied
towards
wages
and
benefits
that
translates
into
a
hundred
and
forty
thousand
dollars.
This
will
allow
us
to
convert
the
two
part-time
positions
to
full-time
and
bring
our
current
employees
up
to
the
state
minimum
average.
G
E
A
A
A
O
So,
as
he
said
before,
my
name
is
chief
Shan
fresh
food
from
upper.
How
many
firemen
and
we're
coming
forth
to
ask
for
one
safe
for
purchase
of
fire
apparatus,
but
before
I
get
into
that
I
do
want
to
thank
all
the
commissioners
support.
Last
year
we
didn't
come
and
ask
for
two,
since
we
did
receive
30
cents
in
doing
that,
we
were
able
to
add
three
full-time
personnel.
We're
allowed
benefits
that
we
didn't
have
prior
and
that
definitely
helped
us,
because
in
September
of
last
year
we
had
our
DOI
radiance
inspection.
O
During
that
radius
inspection,
we
were
able
to
lower
our
rating
from
what's
called
a
split
rating,
which
was
a
class
6
9
to
a
class
5
9
e
in
doing
that
with
the
County
Water
Hall
and
the
help
of
most
the
folks
here
in
this
room,
82%
of
our
Fire
District,
received
a
much
lower
tax
rate.
For
me,
not
excuse
me
no
tax
rate
but
interest
rate
from
a
9
to
a
class
5.
So
we
did
have
a
very
large
savings
in
that.
O
That
being
said,
during
that,
it
was
discovered
and
we
knew
it
on
the
town
on
the
up
front.
We
didn't
know
exactly
what
time
frame
we
were
looking
for
is
that
we
were
going
to
have
to
be
replacing
some
fire
apparatus
in
doing
that,
we
did
not
receive
all
of
our
DIY
points
that
we
could
have
on
fire
apparatus.
So
what
we're
looking
to
do
is
one
cent
to
purchase
a
new
engine.
O
The
chief
don
was
talking
earlier,
we're
looking,
you
know
anywhere
from
five
hundred
six
hundred,
and
ten
thousand
dollars
is
what
you're
looking
at
for
that
for
a
placement
loss,
so
we're
asking
the
one-cent
would
fund
our
loan
through
Civic
federal
credit
union
for
$550,000
that
works
out
to.
Let's
see
that
is
three
point:
seven
percent
interest
for
15
years,
it's
48
thousand
four
hundred
and
forty
seven
dollars
out
of
the
budget.
One
cent
increase
for
us
is
forty-five
thousand
nine
hundred
and
sixty
three
dollars
now
talking
with
with
County
staffs
and
with
finance.
O
We're
looking
at
we've
have
what's
considered
a
pretty
good,
pretty
solid,
more
desert.
That
being
said,
our
board
of
directors
is
trying
to
keep
that
reserve
high,
because
we
currently
have
our
building
for
a
little
over
two
million
dollars
that
wrong
note
assigned
January
9
of
2009.
The
issue
is
that
loan
matures
November
9th
of
2024
and
will
either
be
facing
a
balloon
payment
of
1.2
1.3
million
dollars
or
refinance.
O
Our
current
rate
is
three
point:
two
five
percent,
so
our
board
and
our
treasure
and
our
office
managers
have
been
talking
some
banks
and
right
now
they
basically
said
rates
are
high.
Let's
write
it
a
little
bit
more
and
see
we're
out.
The
problem
is
the
closer
we
get
to
that
either
a
we're
gonna
have
to
pay
that
balloon
payment
or
what,
during
the
refinance
or
we're
not
going
to
get
the
same
interest
rate
we
have.
Therefore,
we
know
that
our
luck,
that
our
payment
is
going
to
go
up
our
current
payment
for
a
year.
O
Right
now
is
one
hundred
thirty
one
thousand
seven
hundred
fifty
dollars,
but
that
could
increase
significantly
with
a
higher
interest
rates
that
we're
going
to
be
facing.
So,
due
to
that,
our
Board
of
Directors
has
elected
to
try
to
keep
either
a
year's
operating
or
a
little
bit
above
simply
to
encounter
that
bloom
payment,
because
we
know
that
that's
what's
upcoming
but,
like
I
said
that
being
said,
that's
what
our
one
cents
going
to
go
for
is
strictly
for
apparatus.
O
G
O
No
as
right
now,
they
are
not
simply
because
we
don't
know,
what's
upcoming,
with
a
refinance
so
they're
trying
to
hold
on
to
that.
I
do
know
that
and
and
talking
with
county
staff.
The
biggest
thing
we're
doing
is:
yes,
it
takes
anywhere
from
8
to
12
months
to
build
that
truck.
So
we
are
looking.
It
would
be
next
budget
year
before
you
see
that
truck,
because
we
would
start
this
year
on
the
spec
process
of
it,
but
we
get
it
anywhere
from
20
to
40
thousand
dollars
savings
if
you
prepay
that
truck.
O
So
we
would
start.
You
know
the
beginning
of
the
fiscal
year
in
July
would
start
probably
in
August,
with
securing
the
financing
and
then
the
spiking
through
three
months
suspect
the
truck.
Then
we
would
order
and
prepay
it
and
then
the
truck
would
be
paid
and
we
will
be
making
the
payments
prior
to
receiving
the
truck.
Then
we
receive
that
discount
get
a
little
bit
cheaper
for
our
tax
payers
as
well.
So
as
of
right
now
they
were
not
comfortable.
Taking.
G
O
Okay,
48,
yes,
no,
like
I,
said
that
would
be
no,
because
basically
we're
doing
we're
out
on
staffing
right
now
and
we're
pretty
much
saying
it's
closed.
We
can
as
to
one
last
year
we
were,
you
know
a
little
bit
higher
than
what
we
are
this
year,
but,
like
I
said
they,
they
would
prefer
to
try
to
do
it
this
way
and
do
it
over
the
15
years.
A
O
O
Right
said
are
ours
with:
in
the
past
they
have
tried
to
make
an
extra
payment,
especially
for
the
principal
as
of
last
year.
We
were
not
able
to
do
that,
but
that
is
something
the
board
is
looking
for
and
we're
going
to
be
able
to
do
this
year.
We've
got
a
little
bit
extra,
so
we're
gonna
apply
X
amount
with
the
board
votes
on
towards
the
principal
they
try
to
leave
that
force
in
the
fiscal
year.
O
O
O
G
O
H
H
It
will
go
toward
personnel,
we
have
plans
to
hire
three
firefighter
positions
for
our
new
substation.
We
are
currently
building
a
new
substation
in
the
Hema
section
and
that
substation
is
scheduled
right
now
to
be
open
in
October.
We're
going
to
transfer
some
of
our
current
personnel
at
the
main
station.
To
put
three
new
positions
over
to
the
substation
will
also
be
promoting
three
of
our
current
firefighters
up
to
the
lieutenant's
position.
It's.
E
H
As
you
can
see
from
our
summary
last
year,
the
latest
an
attack
seven
also
we
had
to
absorb
a
lot
of
salary
increases
last
year
in
our
current
budget.
We
also
got
a
one
cent
increase
last
year
now,
all
of
that,
once
an
increase
went
to
increasing
our
salaries
to
living
wage
stay
at
that
current
time.
Last
year
we
have
about
nine
hi
for
seeing
a
very
operating
fund
interest
as
a
reserve
for
future
needs.
If
we
need
it,
and
we
also
have
a
five-year
capital
improvement
plan
that
has
us
replacing
that
this
year.
H
G
G
B
All
right,
commissioners,
that
was
our
final
presentation
from
fire
chiefs
just
in
terms
of
next
steps.
You
know
this
already
June
6,
there's
a
public
hearing
between
xx
budget
adoption.
Hopefully,
if
there's
any
questions
that
you
head
today,
I
was
taking
notes.
If
there's
any
additional
information,
you'd
like
to
see
are
related
to
any
of
these
requests,
please
let
us
know
number
of
things,
whereas
today,
but
we're.
L
A
M
A
G
I've
got
another
thing
for
maybe
homework
on
the
spot
about
principal
interests,
but
you
know
it
in
other
parts
can
do
whatever
they
want
to
do,
but
we
have
resources
here
at
the
county
that
can
can
help
in
directing
over
interviewing,
and
you
know
maybe
making
recommendations
that
might
save
y'all
money.
You
know
what
that.
So.
That's
that's
the
reason
for
a
specific
question.
That's
was
kind
of
I
just
want
to
make
sure
that
we're
providing
a
more
depth
of
support
without
getting
into
there
and
into
many
of.
B
P
Commissioner
one
of
the
things
that
we
stress
is
that
we
are
partnerships.
This
is
a
valuable
service
that
they
provide
for
citizen.
So
we
want
to
make
sure
that
they
have
those
resources
they're
needed.
So
our
team,
including
performance
management,
including
our
budget
staff,
we're
available
to
help
in
any
way
we're
working
through
some
issues
we
have
to
their
radios
now,
but
our
goal
to
make
sure
that
they
have
what
they
need.
P
B
Right
so
we're
gonna
shift
gears
here,
a
little
bit
we're
going
to
talk
about
tax
collection.
So,
to
give
you
all
a
brief
update
on
our
municipality
agreements,
Jennifer
Pike
was
unable
to
join
us
today,
but
she's
her
regards
so
in
terms
of
a
quick
overview
on
where
we
are
so
on.
January
4th
this
board
approved
the
tax
collection
agreement
with
the
city
of
Asheville.
That
was
a
three
year
agreement
approved
based
on
that
agreement.
We
began
discussions
with
our
remaining
municipalities
who
we
collect.
B
Fourth,
it
offered
them
an
opportunity
to
renegotiate
their
tax
collection
agreements
as
well.
I
will
give
you
a
quick
update
on
our
status
there.
So
in
the
table,
you
can
see
Asheville's,
complete
structure
of
that,
as
a
reminder
was
a
flat
rate
of
seven
hundred
ninety
five
thousand
dollars
and
S,
which
is
about
1.3
percent
that
will
escalate
with
CPI
at
two
and
a
half
percent
on
an
annual
basis
for
the
next
three
years.
It
was
into
effect
on
July
1
2019.
B
The
three
remaining
municipalities
that
we
collect
for
there
are
other
municipalities
that
we
do
not
collect
for
such
as
weaverville
and
bill
full-force.
So
the
Black
Mountain
tax
collection
agreement
is
pending
County
signatures,
so
this
has
gone
to
the
board
at
Black.
Mountain
same
is
true
from
Montreat
and
then
finally,
Woodfin
is
pending
a
town
boat.
These
three
agreements
are
very
similar
to
our
former
agreement,
so
their
percentage
of
collections
and
that
percentage
is
2%
so
that
on
basically
the
same
basis.
B
The
reason
these
three
are
different
than
the
city
of
Asheville
is
Asheville,
has
a
significantly
larger
amount
of
bills
and
the
valuation
is
significantly
different,
so
this
became
a
more
equitable.
That's
handling
that
rate
pending
these
final
board
approvals,
and
then
signature
from
our
board
of
East
would
also
go
into
effect.
Ten
minutes,
I
think
July.
First,
nineteen
are
there
any
questions,
I'm
throwing
a
lot
at
you,
but
all
right.
So
then
a
few
other
key
elements
on
these
agreements.
Just
so
you
know
what
we're
getting
into
these
are
three-year
terms.
B
The
reason
we're
doing
three-year
terms
is
our
prior
year.
Our
prior
agreements
didn't
have
an
expiration
date,
and
so
we're
you
know:
10
15,
20
years
old
and
a
lot
changes
in
20
years.
As
you
know,
building
frequency
is
monthly,
so
you
know
we
send
tax
collections
on
a
monthly
basis.
However,
we
did
offer
to
increase
this
during
peak
collection
period
and
most
tax
revenue
comes
in
during
you
know.
January
February
I
wanted
to
make
sure
we
were
getting
that
revenue
to
folks
quicker
if
they
wanted
it.
B
We're
picking
up
something
new
called
gap-filling
I'm,
not
gonna,
get
into
the
details
on
this,
but
this
relates
statute
requirements
from
the
DMV,
something
that
we're
definitely
gonna
do
more
I'm
moving
forward
and
then
finally
builds
in
a
structure
for
special
assessments.
So
no
one
has
said:
hey
we're
gonna
do
a
special
assessment
in
the
coming
year,
but
if
they
do,
we
wanted
a
way
to
collect
on
the
cost
associated
with
it,
because
it
is
a
bit
cumbersome
to
track
and
monitor
for
our
tax
collection
staff.
B
What
I
will
leave
you
with
unless
there's
any
questions
are
some
stats?
That
I
would
normally
ask
Jennifer
pike
to
review
with
us,
but
just
wanted
to
remind
us
that
you
know
our
tax
collection
rate
continues
to
be
pretty
remarkable.
You
can
see
we're
over
99%
close
to
a
hundred
percent,
and
most
of
our
municipalities
also
wanted
to
give
you
an
idea
of
the
types
of
collections
we're
doing
so.
B
Q
Q
This
is
not
the
first
time
we've
talked
about
this
grant
process
to
get
you
this
year,
so
I
haven't
brought
in
the
same
sort
of
framing
PowerPoint,
slides
and
background,
but
essentially
the
strategic
partnership
grants
opened
up
in
an
open
application
to
nonprofit
organizations,
and
we
asked
them
to
submit
proposals,
align
priorities
or
goals
within
the
sustainability
plan.
Those
were
submitted
by
February
staff
has
gone
through
and
compiled
votes.
Q
The
Board
of
Commissioners
has
independently
worked
over
the
past
several
weeks
to
review
the
copies
of
the
application
which
anyone
in
the
room
would
like
to
see.
Copies
of
the
applications
can
go
to
Buncombe
County
backward
slash
grants
implemented
a
strategic
partnership
grants
page,
so
you
all
have
access
to
those
proposals
and
we'll
talk
about
the
criteria
that
used
in
reviewing
those
results
and
worked
independently
to
suggest
amounts
that
you
would
like
to
recommend
the
project
be
funded.
So
what
you
do
today
is
kind
of
take
a
look
at.
Q
Q
Q
Q
This
is
a
decision-making
meaning,
but
it
is
to
kind
of
see
if
we
can
land
on
consensus.
So
what
we
will
do
is
look
together
at
the
worksheet,
that's
in
front
of
you
as
a
way
to
frame
our
conversation
and
I
have
a
copy
of
it
on
the
computer,
so
that
we
can
make
changes
live
and
see.
I
know
what
it
does
to
the
numbers.
This
is
a
true
work
session
where.
D
Q
Q
This
is
for
you
all
to
work
together
and
offer
a
facilitation
and
framing
and
content.
However
I
can,
if
question
has
come
up
for
you
would
like
to
know
more
conversation
with
many
of
you
information
prior
to
today.
But
if
you
had
a
question
about
a
project,
I
can
make
a
note
of
that.
Take
it
back
and
hit
breathe,
so
Before
we
jump
into
the
sheet.
Q
D
G
Q
Q
There
may
be
other
errors,
and
if
you
see
them,
please
point
them
out.
This
has
been
lots
of
cells
and
rows
and
columns
and
trying
to
figure
out
how
to
compile
this
information
in
a
way
that
is
easy
to
interact
with
easy
to
understand
and
helps
you
get
to
you.
So
the
sheet
is
organized
in
this
way.
The
farthest
left
column
on
your
paper
is
the
name
of
the
organization.
The
next
column
is
the
name
of
the
project.
I
hid
the
name
of
the
project
on
this
sheet.
Q
Q
Q
C
D
Q
Our
new
total,
with
the
adjusting
of
the
amount
and
that
sort
of
a
good
example
of
what
this
exercise
can
look
like
if
we
make
any
adjustments
in
one
cult
whose,
if
you,
if
a
commissioner
wants
to
say
you
know
what
I'd
like
to
seeing
the
whole
picture
now
and
when
it
all
comes
together,
I'd
like
to
adjust
him
now,
we
could
do
that.
You
could
also
bring
up
two
other.
It's.
Q
H
Q
A
A
So
one,
if
we're
not
gonna,
put
more
money
into
this
sector,
one
idea
would
be
to
say
that
none
of
the
groups
are
going
to
get
more
than
they
got
last
year
is.
If
we
took
that
if
we
took
this,
the
relatively
small
amount
of
increases
out,
then
that
would
free
up
some
money
so
that
more
organizations
are
not
getting
cut,
so
we
could
kind
of
say.
A
F
G
G
Q
G
Q
Q
And
project
partnerships
and
proposed
a
way
you
could
score
it.
Some
commissioners
chose
to
do
that
scoring
and
came
up
with
a
percentage
of
a
total
of
minus
points,
and
some
commissioners
felt
that
was
more
comfortable
just
to
do
straight.
Dollar
amounts.
So
I
worked
with
the
three
commissioners
that
had
that
points,
and
we
converted
that
into
delbert
mounts
and.
D
Q
E
Q
G
Q
D
D
K
K
This
and
what's
in
some
of
the
swing
other
ways,
I,
don't
like
what
I
see
what
I'd
like
for
us
to
do
is
go
back
to
the
drawing
board,
now
that
we
know
that
we
have
the
six
hundred
thousand
or
whatever.
Let
us
each
Commissioner
go
back
through
this
and
told
us
what
we
have,
because
the
way
it
is
some
of
us
did
some
didn't
I
wanna
make
sure
we
are
all
dancing
to
the
same
I.
Q
K
K
K
P
A
C
A
Q
K
G
Like
I
had
first
hey,
hey
so
so
I'm
kind
of
with
Commissioner
white,
sighs
I
understand
that
maybe
an
attempt
was
done
to
do
it
differently.
Would
you
just
go?
Oh
no
problem
with
it,
just
like
it,
because
some
of
the
you
know
categories,
you
know
weren't
necessarily
everybody
really
all
the
you
know.
G
G
P
G
L
I'm
sorry
I
I
can't
sit
here
and
continue
to
hear
the
word
train
wreck.
I
am
sorry.
Rachel
I
am
very
upset
for
those
words
to
continue
to
be
sent
to
you
and
I
apologize.
I
am
one
of
the
commissioners
who
specifically
asked
first
organ
system.
I've
spent
20
years
of
my
career,
fundraising
and
leading
nonprofit
organizations,
and
this
is
best
practice,
but.
M
L
Let
me
finish:
this
is
best
practice.
There
is
no
way
other
than
a
scoring
system
to
make
these
painful
decisions.
This
was
agonizing
you
all
you
all
there
to
an
amazing
mark
in
this
community
and
being
on
the
other
side
of
this
work
now
and
looking
at
this
was
incredible
and
very
challenging
decisions
to
me
where
there's
some
missteps
and
maybe
how
the
scoring
came
out
absolutely,
but
we
have
to
say
we
tried
it.
Q
G
So
let
me
let
me
let
me
go
I
on
that,
because
I
don't
want
he
reviews
the
other
than
what
it
is.
You
know
that
train
wreck
is
not
directed
at
you
at
all.
You
know,
and
already
you
know
that
I'm
I
talked
to
you
yesterday,
whenever
it
was
that
is
not
directed
at
you,
this
director
that
how
we're
doing
this,
it's
a
very
difficult
thing,
Commissioner
Whiteside
comment
that
he
did
not
agree
with
the
way
it
was
done,
and
it's
just
a
better
way
to
do
that.
So
I
want
this
to
I.
G
Don't
want
another,
commissioner,
assuming
that
that
was
directed
to
you,
because
it's
not
if
you
took
it
that
way,
I
apologize,
but
I,
don't
I,
don't
I,
don't
think
it
because
we
had
already
had
conversations
about
in
the
past
few
years
on
how
this
has
been
done.
It's
just
very
difficult.
It's
a
difficult
process
coming
in
and
asking
for.
G
Q
K
E
K
K
D
A
We
really
want
to
do
something
different
and
I
think
for
this
year,
we're
kind
of
where
we
are
and
we'll
get
there
we'll
sort
of
move
through
out
the
differences
on
this.
If
we
really
want
to
do
something
different
for
next
year,
I
think
there's
a
couple
of
options.
One
you
know
we've
started
using
like
we
have.
A
You
know:
we've
got,
we
decided
to
spend
over
three
billion
dollars
a
year
on
early
childhood
education
and
big,
complicated
stuff,
a
lot
of
different,
separate
funding
proposals
and
we've
got
a
subcommittee
of
the
Commission
to
focus
on
that
work
with
staff
and
come
up
with
a
plan
and
make
a
recommendation
division
we're
doing
the
same
thing
on
affordable
housing.
We
have
a
similar
thing
with
the
school
capital
Commission
with
the
city
and
county
schools,
so
that
would
be
one
other
options.
A
Is
we
choose
a
subset
of
our
Commission
to
really
focus
on
this
and
come
up
with?
We
can
give
them
the
budget
we
can
get.
Let
me
fit,
let
me
finish
and
then
you
can
go.
We
would
give
them
a
budget
to
work.
So
it's
not
up
to
them
to
decide
how
much
to
go,
spend
and
we
say
for
this
year.
Here's
your
target,
take
a
deeper
dive
on
this
and
come
back
and
the
rest
of
the
Commission
doesn't
have
to
agree
with
them.
You
know
we
can.
A
We
can
debate
it
more,
but
I
think
I.
Think
that's
that's
one
idea.
If
we
wanted
to
further
kind
of
streamline
it,
we
could
delegate
it
to
staff
and
say
staff.
We
want
you
to
fully
come
up
with
recommendations
on
you
know:
here's!
You
know,
you
know
our
priorities.
You
know
a
lot
of
these
long-term
partnerships
and
we
can
delegate
it
to
them
to
come
up
with
recommendations
so
to
in
my
mind,
if
you
really
want
to
try
to
do
something
more
streamlined,
those
are
potential
options
to
think
about
in
the
future,
but.
F
Thing
since
we're
brainstorming
is
the
Thanks
another
optional
piece:
we're
using
a
participatory
budgeting
model
and
opening
it
up
for
community
input
regarding
how
to
say
$650,000
list,
along
with
other
community
across
the
state
or
sort
of
starting
to
use
that
with
parts
of
their
budget.
So
that's
and
exploring
there's
a
third
option
and
might
go
back
to
you.
But
after
that
I'd
like
to
go
back
in
in
the
interest
of
our
time
today
and
also
our
time
on
between
a.
E
P
C
D
Q
G
D
Q
And
get
me
of
those
figures
to
put
in
as
close
to
the
was
a
surprise
to
me.
It
feels
like
we've.
We
are
nearly
there.
You
all
can
make
your
adjustment
MC
what
if
there
was
a
number
that
either
did.
As
you
remember
it,
we
can
go
back
in
a
triple
check
because
there
was
transcribing
to
create
this
and
or
if
there's
any
suggestions
that
you'd
like
to
change.
Now
that
you're,
seeing
the
whole
picture
pretty
close.
P
Q
G
G
E
G
I,
don't
think
it
should
ok,
but
I
think
it
should
be
looked
at
the
other.
One
too,
is
the
Abbott
house,
144
thousand
dollars,
which
is
doing
phenomenal
and
changing
lives
that
has
mothers
and
children
or
addiction
issues.
It's
by
all
measures
that
I
have
heard
in
the
community
has
done
very
quick,
so
my
name
is
that
used
to
be
paid
for
in
HHS
and
now
it's
out
it
comes
in
here,
and
so
it
needs
to
be
looked
at.
It
needs
to
be.
G
Q
G
P
So
one
of
the
things
we'll
look
at
for
next
year
cycle
would
be,
though,
community
impact
to
your
point.
If
they
are
doing
before,
can
we
can't
justify
that
one
thing
we
will
look
at,
which
is
why
we
talked
about
scoring
this
year?
So
you
score
about
impact,
not
just
that
me
like
that.
But
how
do
you?
What
is
the
impact
to
the
community?
You
know,
how
can
we
reflect
about
I,
see
Commissioner
Shea
said,
but
you
do
have
to
start
going
to
that
level.
P
So
you
are
more
accountable
that
more
transparent,
how
you
surrender
to
taxpayer
dollars
and
what
impact
you're
making
in
our
communities.
So
that's
one
of
the
things
you
look
out
for
next
year
as
we
go
for
this
year.
If
you
can
take
the
sheet
market
up
with
what
you
want,
can
you
clean
sheets
or
KBB
line
virgin,
so
you
can
give
us
some
input,
so
we
can
get
to
that
number
today.
So.
A
A
A
Q
P
E
C
E
G
Q
Q
Q
Q
J
Sort
of
sort
of
as
an
opposite
to
that,
what
what
I
first
did
is
go
through
the
the
general
statutes
for
taxing
authority,
I
mean.
Is
there
something
at
153
or
149
that
we
hang
our
hat
on
to
fund
those
groups
different
or
chose
to
spawn
them?
That
was
based
on
their
description
of
their
work
and
their
history
of
the
world
their
website
just
over
here
there.
So
it.