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From YouTube: Board of Commissioners Budget Meeting (March 29, 2022)
Description
The purpose of this meeting is for the Commissioners’ to hear the first-round of budget recommendations from County departments. Topics of discussion include new positions, operating costs, school community impact funding, capital projects and IT requests, and homeowner grant proposals. To view the meeting agenda, you can visit buncombecounty.org/commissioners.
A
A
A
A
A
A
Legit
department
facilitates
meetings
that
the
county
manager
department's
computer
peers
in
their
strategic
focus
areas
and
after
careful
consideration,
71
of
these
requests
remain
in
the
fiscal
year.
2023
first
pass
budget
today
I'll
discuss
some
of
these
position
requests
today
at
their
functional
levels,.
A
A
One
is
more
at
an
administrative
level,
the
other
is
a
monitoring
levels,
so
the
administrative
level
be
able
to
take
some
action
on
and
address
concerns
about
compliance
and,
along
with
our
grants,
governments
committee,
that
is,
that
started
earlier
this
year.
So
they'll
work
along
with
dr
brandt's
government's
committee
to
to
ensure
that
we're
complying
with
grant.
D
A
C
F
So
we
did
john,
so
we
do
have
some
funding
for
arpa
that
does
the
contract
monitoring
and
making
sure
that
work
is
done
through
harvard,
but
beyond.
Our
for
the
county
has
significant
grant
funds
and
we
don't
have
grant
administrators
today.
So
to
atlanta's
point.
We
do
need
some
assistance
to
work
with
not
just
the
compliance
monitoring
from
county
daughters,
but
we
also
give
grants
and
pass-through
grants
and
we
bring
in
grants
from
other
sources.
F
So
it's
more
consistent,
that's
what
we're
putting
in
strategic
partnerships
instead
of
one
and
planning
and
one
in
strategic
partnerships,
but
we
do
have
two
people
that
we
hire
through
the
arc
of
funds
that
are
working
specifically
in
arm,
but
we
still
have
other
grants
well
over
50
60
million
dollars,
I
would
say
yeah
the
county
level
on
grants
that
we
still
need
to
monitor
okay
around
50
60
million.
Yes,
I.
C
A
H
A
A
A
A
A
A
They
want
folks
who
work
in
the
library
bring
more
of
a
potential
social
work
aspect
to
those
situations
where
they
can
alleviate
those
concerns
without
engaging
with
law
enforcement.
So
I
think
they're,
they're
they're
working
with
hr
to
see
what
those
positions
look
like
now
and
those
positions
would
start
mid-year,
so
they
would.
F
We
found
the
position
that
homer
bell
actually
hires
to
help
give
people
access
to
resources,
especially
beyond
house
right
now,
and
these
positions
right
now
we
have
some
security
guards
that
work
there
and
we're
thinking.
Instead
of
just
having
someone
sit
for
security
guard,
can
we
elevate
that
position
to
be
more
knowledgeable
about
the
services
that
we
provide
to
help
connect
as
well?
What
we
paid
homework.
A
C
C
A
F
E
C
Okay,
I
guess
one
of
my
questions
with
that,
so
some
of
the
feedback
I've
heard
from
staff
is
that
they
right
they.
They
feel
that
there's
when
they
look
across
the
board
at
these
different
positions
that
some
seem
to
be
compensated
at
a
higher
rate
so
like
when
we
say
specialists
like
when
I
look
down
through
here
at
specialists,
I
see
quite
a
range
in
compensation
for
a
physician
called
specialists.
C
F
That
depends
on
duties
as
well,
so
we
started
this
conversation
around
compensation
and
hr
directions
here
in
case
she
wants
to
help
out.
But
when
we
started
the
conversation
on
county-wide
classifications,
we
started
looking
at
job
descriptions,
so
a
specialist
in
the
parks
department
might
be
different
than
a
specialist
in
emergency
services
because
the
duties
are
different,
but
we
started
with
those
duties.
Then
we
benchmarked
those
to
other
counties
and
started
setting
rates
on
that.
So
the
specialist
term
is
not
the
same
word
and
the
same
duties
in
different
departments.
D
C
F
We
have
the
initial
report
and
then
we
took
that
report
to
the
department
heads.
I
did
not
want
to
bring
a
report
to
you.
That
department
has
not
seen
and
really
understand.
So
that's
where
we
are
now
and
we
got
feedback
from
them.
We're
going
back
and
digging
in
we're,
also
working
with
the
sheriff
to
make
sure
he
can
get
his
needs
addressed
around
detention
as
soon
as
that's
completed
staff
is
working
on
that
now
we
should
have
that
to
you
in
april.
You
can
adopt
it
then
or
you
can
adopt
it
to
start
july.
D
F
H
F
Of
service
and
look
at
compression,
so
that's
going
to
be
a
heavier
weight
to
do
than
just
bring
people
to
market.
Initially,
we
were
just
trying
to
get
people
to
what
is
the
market
paying
for
this
position.
But
if
you
do
that
there
are
folks
that
have
been
here
for
years
that
should
be
paid,
and
since
we
don't
have
america,
we
don't
have
a
method
to
move
people
along
the
pay
range
they're
still
pretty
much
at
the
beginning
to
pay
so
giving
them
something
to
help
move
them
along
the
path
based
on
experience.
F
E
So
the
organization
in
which
I
work-
I
mean
I'm
thinking
about
my
own
team.
They
all
have
a
coordinator
title.
None
of
them
are
in
the
same
pay
range,
so
that
isn't
shocking
to
me,
but
as
we
move
forward,
I'm
assuming
that
there
will
be
some
employee
education
on
how
the
the
pay
raises
then
are
determined
based
on
job
descriptions.
I've
not
heard
very
many
folks
with
that
concern
at
all,
but
just
to
alleviate.
E
H
B
H
B
F
Has
not
been,
and
if
you
go
back
to
several
years,
we
have
really
focused
on
getting
our
public
safety
where
it
needs
to
be
now
we're
going
back
to
our
foundational
departments
and
we
have
not
funded
them
the
way
it
should
have
been
funded
in
the
past,
I
would
say
so.
We
really
need
to
look
at,
and
the
pandemic
has
really
exposed
to
us
that
the
gaps
that
we
have
in
service
that
we're
not
providing
and
staff
is
burnt
out.
Staff
is
working
hours
and
hours
of
overtime
regardless
of
the
pandemic.
F
D
F
B
Is
it
possible
to
be
kind
of
thinking
about
these
issues?
You
know
this
budget
year,
but
kind
of
thinking
about
some
of
this
over,
like
the
next
few
years
I
mean-
maybe
again,
maybe
like
this
is
a
year
where
we
just
need
to
do
a
big
lift
to
kind
of
get
things
adjusted,
but
it
seems,
like
I
mean
something
in
this.
Neighborhood
certainly
would
be
sustainable
ever
you
know.
D
B
If
this
was
like
normal,
so
just
you
know,
if
there's
any
way
to,
I
guess
it's
just
as
we
go
forward
through
this
process
to
kind
of
share
information
with
us
about,
like
here's,
what's
being
requested
now,
here's
to
thinking
about
what
it
might
look
like
over
the
next
couple
of
years
to
sort
of
put
it
in
that
context
of
like
is
this-
is
this
you
know,
is
this
doable
in
the
context
of
what
might
be
requested
going
forward
based
on
the
staff's
kind
of
vision,
for
what
the
needs
are?
That'd
be
helpful.
F
H
And
I
think
going
forward
when
you
mentioned,
because
that
our
past
history
is
finally
caught
up
with
us,
because
we've
been
holding
those
numbers
down
and
the
thoughts
in
the
past,
they
were
a
lot
more
than
they
should
have
been.
But
now
that
we're
getting
to
this
point,
though
I
like
the
question
you
know,
I
see
where
brownie's
coming
from,
hopefully
it'll
level
off
and
it'll
just
be
normal.
We
won't
have
as
many
every
year
six
percent.
F
F
It's
how
we
got
work
done
and
since
I've
been
here,
I've
met
people
that
have
worked
for
the
county
as
a
temp
employee,
with
no
benefits
for
20
years
retiring,
with
no
benefits,
thinking
that
they
would
because
they've
been
with
a
county
for
so
long,
but
we
use
temporary
labor
to
do
the
work
and
when
they
do
turn
over
and
now
with
pandemic.
When
I
said
it
exposed
a
lot
of
things,
we
don't
have
the
opportunity
to
get
temporary
labor
and
the
work
needs
to
get
done
so
the
full-time
staff.
Is
there
not
brought?
A
A
During
the
budget
planning
process
of
each
year,
staff
will
present
a
goal.
Calculation.
The
board
calculates
the
two-year
average
annual
change
in
the
consumer
price
index
for
urban
wage
earners
and
clerical
workers,
which
is
the
cpi
w.
For
short,
that's
published
by
the
u.s
bureau
of
labor
statistics.
That's
measured.
As
of
the
december
data
release
next
preceding
the
date
of
the
presentation,
the
board
will
grant
a
cola
adjustment
through
the
budget
ordinance
and
if
the
board
elects
to
provide
annual
cola,
it
will
be
effective.
On
july,
1st.
B
B
In
all
likelihood,
next
year's
cola
will
probably
also
be
you
know
above
average
right
because,
like
we're
experiencing
inflation,
part
of
that's
getting
bigger
this
year
and
that's
going
to
kind
of
carry
over
that
next,
at
least
into
next
year.
Even
if
kind
of
inflation
starts
to
kind
of
mellow
out
like
next
year,
will
probably
be
a
big
number
too
right.
F
A
So
discussing
the
budget
impact
of
these
personnel
drivers
for
the
general
fund,
the
additional
position
requests
represent
6.1
million
dollars.
The
state
has
also
increased
the
required
retirement
match
by
the
counties
for
employees,
participation
in
state
retirement
system.
This
increases
0.85
of
annual
salary
for
non-law
enforcement,
employees
and
0.9
of
annual
salary
for
law
enforcement.
Employees
and
equates
to
additional
1.4
million
dollars
and
applying
the
cost
of
living
adjustment
to
existing
positions
is
approximately
5.7
million.
A
A
A
A
A
A
A
A
A
A
A
Six
ambulances
are
recommended,
four
of
which
are
replacement
vehicles.
One
is
new
to
service
the
skyline
district
and
additional
ambulance
will
be
added
to
the
fleet.
With
that
proof.
For
that
truck,
having
been
amongst
the
position
requests,
an
aging
ems
supply
van
will
be
replaced
with
an
electric
van
five
of
these
vehicle
requests
are
tied
to
position
requests
outside
the
ambulance
and
sheriff
vehicles.
Nine
of
the
twelve
vehicles
will
be
electric
vehicles.
A
A
However,
when
you
look
at
the
actual
allocation
for
local
current
expense,
you
can
see
that
the
borders
provide
funding
that
exceeds
the
growth
rate
each
year
for
fiscal
year.
2023.
The
unrestricted
revenue
growth
rate
is
projected
6.22,
yielding
about
93
million
dollars
in
funding.
If
the
board
decides
to
provide
this
increase,.
A
B
F
B
A
B
A
D
F
B
B
A
little
bit
clearer
sooner
than
sometimes
the
obviously
all
the
employers
in
the
community
are
facing
these
issues
around
workforce
right.
So
the
schools
are
part
of
that
picture
too,
and
I'm
just
I'm
just
kind
of
wondering
if,
if
it
might
be,
you
know
important
to
just
maybe
engage
a
little
bit
sooner
this
year.
Just
to
kind
of
I
don't
know,
I'm
just
kind
of
curious
to
hear
what
their
high
level
thinking
is
around
some
of
the
seven
one
of
their
drivers.
A
D
I
B
B
B
B
We're
in
this
kind
of
different
moment,
it
seems
like
around
the
number
of
issues.
The
way
the
economy
is
working,
so,
to
the
extent
that
we
can
kind
of
start
understanding
like
what
that's
what
that
means
for
the
public
schools
and
how
we,
you
know
need
to
think
about
that.
I
mean
I
mean
the
good.
The
good
thing
is
that
the
revenue
streams
are
also
up
so
they're.
You
know
we
just
kind
of
followed
the
formula,
even
that's
a
pretty
big
increase.
A
A
Affordable
housing
has
planned
to
see
the
2.3
million
dollar
contribution,
but
also
sees
investments
of
the
full
year
of
three
full-time,
dedicated
staff
and
operating
planning
dollars
to
increase
that
investment
by
222
000
climate.
Environmental
solutions
has
two
dedicated
capital
projects,
electric
electric
vehicle
infrastructure
and
solar
on
schools
and
buildings,
both
of
which
we'll
we
will
discuss
shortly,
and
the
department
of
sustainability
will
have
an
additional
position,
seeing
an
increased
investment
of
3.8
million
dollars.
A
A
As
we
move
to
standing
commissioner
priorities,
you
see
conservation,
easements,
economic
development
and
education
special
projects.
We
have
included
a
request
at
the
original
budget
amount
for
homeowner
grants
at
300
000
bill
arden
will
share
recommendations
later.
If
the
board
wants
to
continue
that
program,
we
budgeted
two
million
dollars
set
aside
for
community
reparations
and
strategic
partnerships
that
ask
for
an
eleven
thousand
dollar
increase
to
their
grant
budget
to
round
out
the
total
award
funding
available.
C
Yeah,
I
have
a
couple
of
questions
so
with
broadband.
I
know
we
don't
have
that
in
here.
Look
at
that
with
our,
but
just
can
you
clarify
in
your
note
at
the
bottom
it
says:
harper
funding
has
been
allocated
to
support
these
priorities,
so
you're
talking
about
the
previous
mark
of
funding
right.
Yes,
that's
what
that
noted,
okay
and
then
the
there
were
a
couple
other
things
that
were
brought
up
when
we
had
the
budget
retreat,
and
I
know
that
they
weren't
in
the
top.
C
E
Yeah,
that's
a
idea
that
did
come
up
in
that
retreat,
but
also
has
been
floated
in
a
range
of
conversations
over
the
years
was
what
it
would
look
like
to
transition
museum
funding
into
being
a
standard
budget
allocation
rather
than
having
those
local
kind
of
cultural
resources
or
stem
resources,
go
through
strategic
partnership
or
are
for
any
given
grant
cycle
each
year.
Just
to
looking
at
sort
of
how
other
communities
approach.
E
C
E
E
It's
just
that
some
of
the
things
that
are
the
greatest
challenges
for
them,
for
instance,
space
are
just
really
hard
to
budget
for
and
or
plan
to
plan
growth
when
they're
public
or
their
local
public
funding
at
least
they're
sort
of
always
dependent
on
grant
cycles
that
could
go
away
one
year
or
double,
or
you
know,
there's
just
such
a
high
degree
of
variability,
so
that's
kind
of
what
some
of
the
input
this
was.
I
think
also
like
when
you
compare.
E
F
So
is
that
a
little
divorce
for
us
to
take
a
look,
because
I
believe
in
2017
when
the
transition
happened,
it
was
moving
more
towards
contract
for
service
more
than
just
an
allocation
in
the
budget.
So
if
there
was
a
and
all
the
contracts
that
we
have
now
that
we
do
with
those
organizations
have
been
around
the
service,
so
we're
purchasing
up
a
service
is
how
that
has
gotten
into
a
budget.
So
there's
no
more
set
aside
budget
line
items
anymore.
F
It
is
truly,
if
there's
a
service
being
provided,
then
we'll
contract
with
them
to
do
that
work.
Unless
it
was
a
county-owned
facility,
then
we
would
pay
the
rent
part
of
maintenance
on
a
facility,
but
there
have
not
been
any
other
funding
sources
set
aside
for
an
organization
unless
it
was
mandatory
or
as
a
service
that
we're
purchasing
that's.
Why
there's
no
funding
set
aside
for
the
museums
or
anything
like
that,
because
we
don't
purchase
the
service
and.
F
B
D
F
So
that's
what
I'm
asking
if
there's
a
little
divorce
for
us
to
find
a
way
to
fund
these
organizations
as
a
flat
amount
every
year.
But
let's
go
back
and
look
at
that,
but
I
don't
know
what
service
you
would
purchase.
It
would
be
free
access
to
kids
come
in
or
something
like
that,
but
it
would
have
to
be
a
specific
service,
not
just
to
say
that
you're
already
serving
our
community.
So
that's
your
service.
It
would
be
a
specific
contract
that
we
would
write
for
them.
C
C
F
B
So
I
guess
I
would
just
say
to
me
the
I'm
open
to
it.
I
mean
with
the
you
know.
The
strategic
partners
is
still
a
pretty
new
thing
right.
I
mean
the
big
picture
we
didn't
have
until
a
couple
years
ago,
so
before
it
was
just
sort
of.
I
think
we
called
it
like
outside
agency
funding
or
something
like
that.
B
Yeah,
so
so
with
strategic
partners.
Now
of
the
way
most
of
that's
handled
seems
like
it's
going
well
in
a
lot
of
ways.
My
question
about
has
always
been
for
the
organizations
that
are
sort
of
more
long.
You
know
where
we
anticipate,
like
you,
know,
you're
working
on
something
that
there's
public
value
for
and
that
it's
really
not
going
away
right.
It's
not
going
away
for
years,
and
it
it
does.
B
You
know,
unless
something
changes
probably
makes
sense
for
the
county
to
be
a
long-term
part
of
their
funding
base.
Then
we
need
to
kind
of
create
some
mechanism
to
consider
those
those
longer-term
relationships
so,
and
maybe
it's-
and
maybe
it's
some
just
thinking
about
some
of
those
as
instead
of
annual
grants.
Maybe
we
could
at
least
think
about
like
multi-year
funding,
so
there's
there's
a
little
bit
more
predictability
for
the
organizations
rather
than
just
every
single
year.
B
You
only
know
you
can
only
plan,
for
you
know
the
next
12
months,
but
not
making
it
like
you
know
I
mean
I
don't
think
we
can
make
things
perpetual
or
set
expectations
for
things
that
are.
You
know
it
has
to
be
reviewed,
it
has
to
be
evaluated,
but
but
something
beyond
just
the
annual
funding
cycle.
That's
how
I
would
do
that
for
for
some
partners
that
we
think
of
as
likely
long-term
partners.
E
C
B
E
So
my
understanding
when
we
revamp
the
strategic
partnership
process
was
that
we
were
specifically
looking
at
grants
and
I
think
at
one
point
multi-year
was
considered,
may
still
be
considered
as
part
of
those
conversations
that
they
have,
but
my
understanding
was.
We
did
not
want
to
get
in
the
business
of
long-term
funding
organizations,
because
that
is
part
of
what
had
been
occurring
and
not
necessarily
monitoring
what
was
happening
in
terms
of
were
they
doing
what
they
said.
They
were
going
to
be
doing
with
the
grant
applications.
E
Are
we
going
to
have
to
tweak
it
to
make
it
fit
a
contract
for
service,
and
that
gives
me
a
bit
of
pause
in
terms
of
finagling
things
in
a
way
just
so
we
can
support
them,
not
that
those
organizations
and
museums
are
not
worthy.
That
is
not
what
I'm
saying
at
all
they're
all
incredible,
but
I
just
want
to
make
sure
that
we're
really
holding
true
to
what
we
had
intended
strategic
partnership
grants
to
be,
which
was
a.
D
E
E
H
You
know
with
any
probe
to
keep
control
of
it
to
look
at
look
at,
but
I
really
think
you
know
the
key.
If
we're
going
to
be
successful
in
our
strategic
plan,
we've
got
to
make
sure
if
we
control
the
funds
that
we're
giving
out
and
that
they
get
where
we
want
them
to
go,
because
sometimes
with
organizations
and
with
non-profits
I've
been
on
boards
a
lot
of
them.
E
C
B
B
Get
complacent,
but
I
think
there
are
some
some
organizations
that,
like
just
realistically,
they
probably
need
local
government
as
a
long-term
partner.
Right,
like
I
mean
thinking
about
the
over
on
the
city
side.
Like
you
know,
of
course
this
is
a
city
facility,
so
it's
a
bit
different
that
they
directly
run
it,
but
you
can
see
how
it
can
be
done
differently
like
the
nature
center.
B
We
have
too,
you
know,
we
fund
economic
development
coalition
every
year
and
we're
going
to
fund
them.
Every
year
we
fund
the
sports
commission
every
year,
we're
probably
going
to
fund
them
every
year.
So
there
are
certain
things
that
maybe
we
call
it
economic
development
or
in
other
spaces
where
these
are
long-term
relationships,
and
probably
that's
a
good
thing,
even
though
they
definitely
need
to
be
evaluated
periodically.
So
anyway,
I
bring
it
up
from
mine
to
this
too
yeah,
especially
in
the
arts
and
culture
space
where
it
feels
like
we
haven't,
had
kind
of
a.
B
D
C
G
E
F
So,
to
recap:
you
look,
you
want
us
to
look
at
the
sports,
not
support
the
sports
commission
and
economic
development.
Yes,
because
we
do
have,
we
do
fund
them
and
we
buy
that
service,
but
also
the
museums
and
stuff.
You
want
us
to
take
a
look
at
what
that
will
look
like
if
you
also
fund
them
on
an
annual
basis.
Is
that
through
a
strategic
partnership
for
a
multi-year,
or
is
that
through
our
annual
budget
application,
which
one
are
you
looking
for.
E
I'd
welcome
some
staff
perspective
on
that
question
and,
and
also
it
would
be
helpful
just
to
kind
of
see
what
kind
of
numbers
we're
looking
at.
You
know
understanding
that
what
people
apply
for
their
strategic
partnerships
is
what
they
applied
for
this
year.
It
may
be
very
high.
It
may
be
depressed
for
some
reason.
E
E
I
think
I
lean
more
towards
the
strategic
partnership
for
starters
to
enter
the
arena
of
funding
in
a
different
way
versus
jumping
right
into
looking
at
what
kind
of
services
to
be
purchasing.
That
seems
to
me
a
bit
more
of
a
stretch
at
this
point
than
looking
at
a
grant
opportunity
for
arts
and
culture.
C
F
D
F
G
A
So
as
we
move
forward
with
our
goals
of
increasing
the
number
of
electric
vehicles
in
our
fleet,
we
need
to
have
charging
infrastructure
available
to
power
these
vehicles,
so
we're
looking
at
electric
vehicle
infrastructure.
This
project
will
comprise
our
first
efforts
to
establishing
that
infrastructure.
A
A
Directed
by
the
results
of
the
emergency
medical
services
plan,
I
talked
about
earlier
in
operating
this
project
is
intended
to
build
the
highest
priority
ems
space
for
ambulance
deployment
and
where
variables
have
been
located,
we're
not
sure.
So
that's
the
the
plan
that
mercy
services
is
going
to
con
contract
for
is
to
evaluate
where
we
can
best
deploy
our
ambulances
and
reevaluate
where
our
trucks
sit
in
the
county.
So
we
can
build
upon
build
upon
the
trucks
that
we
have
and
increase
our
response
time.
A
G
F
I
A
Have
recently
conducted
a
comprehensive
facility
assessment
and,
as
a
result,
the
cip
will
have
a
placeholder
each
year
for
maker
maintenance
and
repair
facilities
projects,
including
this
year's
renovation
repair
project,
our
update
at
40
mccormick.
This
is
a
project
to
renovate
the
current
general
services.
Building
for
emergency
medical
services
use
courthouse
electrical
upgrades.
The
main
electrical
distribution
system
in
the
basement's
antiquate
needs
to
be
replaced.
A
South
buncombe
library,
parking
expansion,
parking
in
south
brooklyn
library
is
not
sufficient
for
the
number
of
vehicles.
The
library
sees
this
would
utilize
land
behind
the
library
to
create
another
parking
lot
and
double
the
available
parking,
an
upgrade
to
the
200
college,
elevator
and
then
county
garage
conversion
for
solid
waste
when
the
general
services
building
is
complete
and
services
vacates
that
facility
minor
changes
need
to
be
made
so
that
it
can
be
used
by
solidworks.
A
A
A
Than
solar
on
schools
and
public
buildings,
this
request
is
made
for
12
million
dollars
to
accomplish
the
board
resolution
of
installing
solar
on
all
school
buildings.
This
is
being
recommended
four
million
dollars
per
year
for
three
years
and
will
still
meet
the
resolution
goal
december.
31St
2025
we've
learned
that
smaller
projects
of
this
nature
will
attract
a
larger
pool
of
contractors
and
achieve
timely
completion
as
opposed
to
trying
to
contract
one
large
project.
F
Yes
and
john
mentioned
the
worst
library
that
we
have
in
our
system
is
the
swan
anova
library.
So
we
are
talking
to
those
owners
and
they
have
indicated
they'll
be
willing
to
transfer
it
or
lease
it
or
whatever.
It
is
the
county,
so
we
can
start,
but
the
worst
labor
in
our
system
is
wanna
know
and
the
next.
C
B
F
I
think
some
of
the
maintenance
that
we're
here
you
probably
wouldn't
it's
done
right.
Can
you
come
up
for
a
second?
So
typically,
you
would
not
pay
you
would
not
debt
finance
repairs,
so
repair
maintenance
is
not
normally
that
finance
right.
I
didn't
catch
sense
right,
so
he's
asking
if
he
could
that
finance
all
of
these
projects
I'll
tell
him
typically.
J
J
J
Between
issuing
debt
for
capital,
which
is
a
capital
project
and
maintenance
of
repair
which
is
under
the
capital
projects
on
varela,
so
when
it
comes
down
to
the
financing
of
it,
we
look
at
those
very
differently
between
maintenance
and
what
an
actual
capital
asset
is.
If
you
were
doing
some
major.
E
A
Pieces,
you
do
a
capital
improvement
policy
and
we
do
and
you
speak
to
what
we
do,
where
we
debt
and
finance
in
the
policy.
So
right
generally,
we
look
for
expenditures
in
excess
of
half
a
million
dollars
and
that
will
have
a
useful
life
that
will
run
again
up
against
the
debt.
So,
like
we
said,
we
don't
want
to
get
debt
finance,
something
that
may
may
lapsed
in
five
years
and
still
so.
J
Like,
for
instance,
when
we
did
the
sheriff
vehicles,
we
did
a
five-year
financing
on
that
because
that's
lifeless
vehicles
we
wouldn't
want
to
do
a
20-year
financing.
We
wouldn't
want
to
roll
that
into
a
loss
issue
or
something
like
that
that
wouldn't
be
appropriate,
but
we
definitely
evaluate
every
time
we
go
through
every
capital
project
that
comes
and
is
suggested
to
budget.
We
evaluate
that
as
a
team
and
figure
out
what
makes
the
most
sense
and
just
because
we
can
debt
finance,
it
doesn't
necessarily
mean
that's
the
best
decision.
E
I
think
that's
the
place
where
I'd
just
like
us
to
spend
a
little
time
as
we
move
forward
is
there's
what's
in
strategic
debt
finance
and
then
what's
the
highest
best
use
of
fund
balance
and,
as
we've
seen
what's
happened
with
fund
balance
recently,
I
think
it's.
It
would
be
a
good
time
to
have
a
refresher
conversation
on
sort
of
how
we're
thinking
about
you
know
fun
balance
and
and
how
we
want
to
put
that
to
use.
E
So
I,
as
we
move
through
these
workshops,
that's
something
I'd
like
to
revisit
and
hear
kind
of
a
staffing
commission
thoughts
on
maybe
the
place
for
us
to
focus
a
little
bit
more.
Is
that
fun
balance
question
and
and
then
hearing
obviously
technical
expertise
and
perspective
on
which
strategy
which
projects
might
be
most
strategic
to
think
about
debt
financing?
It
just
feels
like
it's
been.
I
don't
even
know
if,
with
this
composition
of
a
commission,
we've
really
had
a
kind
of
big,
deep
dive
conversation
on
fund
balance
and
the
way
we
did.
H
B
I
mean
part
of
it
seems
like
this.
I
mean,
I
think,
that
policy
that
y'all
just
briefly
gave
an
overview
of
I
mean
it
makes
sense.
That
seems
to
be
a
good
approach,
but
then
part
of
it
does
come
down
to.
If
you
were
ever
going
to
be
like
more
aggressive
at
using
pay
go
or
maybe
trying
to
put
some
more
on
the
debt
side,
I
mean
part
of
it
would
come
down
to
like
we
do.
B
Bug
balance
right,
but
if
there
are
certain
things
we
feel
like
are
really
important
priorities
that
we
couldn't
do,
because
our
fund
balance
is
going
to
start
getting.
You
know
perhaps
lower
than
we're
comfortable
with
then
that
might
be
an
argument
for
maybe
making
a
bit
more
use
of
financing
rather
than
payco
right,
because
paying
for
capital
projects
just
with
cash
is
a
very
you
know.
It
does
deplete
a
lot
of
dollars
very
quickly.
B
So
I
don't
have
a
sense
at
this
early
stage,
whether
we
might
end
up
being
in
a
budget
cycle
where
we
feel
like
I
mean
our
revenues
are
way
up,
so
maybe
we're
going
to.
Maybe
this
will
be
a
bunch
of
cycle
that,
even
with
some
of
the
growth,
maybe
we're
going
to
be
fine,
but
it
does
seem
like
one
of
those
levers
that
could
be
looked
at
depending
on
where
we
find
ourselves
right.
F
Right
and
the
fund
balance
conversation
we
part
of
the
revenue
conversation
and
today
we're
focused
on
those
big
drivers,
different
things
you
see
here
that
we
don't
want
on
the
table.
That
will
help
us
to
look
at
the
revenues
as
well,
so
we
can
come
back
and
those
policies
we
actually
put
in
place
in
20
or
21
20
20.
F
E
F
D
C
F
So
as
they're
coming,
I
would
also
say
right
now
that
we
have
election
storage
down
on
cox
avenue
and
as
we
move
forward,
assessing
parking
lots
and
if
we
can
build
that's
one
place.
We
wanted
to
move
that
from.
But,
additionally,
we
do
have
storage
at
allport
in
other
locations
in
the
county.
We
actually
paid
for
some
storage
units
and
we
were
thinking
that
we
could
build
a
store.
F
H
I
Yeah
that's
spot
on
through
the
facility
assessment.
You
know
the
need
came
to
light
pretty
quickly
that
the
county
could
use
the
essential
storage
place.
Besides
all
port
buildings,
obviously
getting
older.
It
needs
a
lot
of
repairs
and
upgrades
if
we
continue
to
use
it
and
then
there's
the
question
of
what
should
that
land
even
be
used
for
in
the
future,
so
that
that's
really
how
that
arose
and
then,
like
ms
pender
said,
we
own
the
land
over
there
at
the
old
landfill,
so
that
became
kind
of
the
location
for
it.
A
But
as
a
reminder,
future
your
projects
are
placeholders
so
that
we
go
through
a
submission
process
every
year
and
bet
the
bet.
Those
projects,
so
ronnie
will
put
together
a
very
detailed
submission
for
the
storage
facility
with
quotes
and,
and
then
the
capital
review
team
will
review
that
and
and
use
our
criteria
to
decide
how
it
fits
into
the
overall
scheme
of
our
capital,
so
nothing's
written
in
stone.
Again,
those
are
pla.
Those
are
placeholders
for
future
year
projects
and
sometimes
they
do
get
pushed
out
a
year
or
two.
I
B
F
Jerry
just
made
a
good
point:
you
actually
have
the
five
year
plan.
Well,
you
say
five
seven
on
our
list
and
it's
just
a
list
of
projects,
but
we
actually
the
jobs
point.
Every
year
we
pull
these
out
and
there's
a
staff
committee
that
reevaluates
every
single
project
with
general
services
and
look
at
capacity
and
funding.
F
G
F
Could
be,
as
you
recall,
when
we
did
the
consolidation
with
ashley
to
do
a
911
center.
Our
backup
facility
right
now
is
asheville,
and
when
we
bring
those
two
together,
we
would
not
have
capacity
the
size,
but
we
do
have
to
find
another
location
for
our
backup,
9-1-1
and
we're
looking
at
existing
county
facilities
now
see.
If
we
can
house
that.
F
A
H
A
B
Capital
projects
that
are
talked
about
in
the
community
that
are
not
county
county
owned
properties
like
thinking
about,
like
we
probably
all
read
in
the
paper
about
like
mccormick,
feel
the
price
tag
that
they're
saying
you
know
a
set
of
improvements
that
need
to
be
made
and
keep
it
keep
keep
it
here
to
meet
these
new
baseball
regulations
or
whatever
there
are
others
too.
So
are
those
projects
that
the
staff
I
mean,
you
know
there's
you
know
these
are
city.
Some
of
these
are
city
facilities.
B
F
So
as
they
get
fleshed
out,
then
they'll
bring
that
back.
We
haven't
seen
yet
proposals
on
those
we've
heard
conversations,
but
they
will
come
back
to
the
board
and
the
board
will
have
to
decide.
Fund
balance
is
how
you
will
fund
those,
because
since
we
don't
own
them,
it
would
not
be
debt
financed.
So
those
would
be
conversations
that
y'all
would
decide
if
you
want
to
fund
or
play
any
part
mccormick
field,
the
golf
course
or
memorial
stadium.
F
D
F
B
F
F
G
A
D
D
F
A
A
Funded
in
order
to
make
and
the
grants
have
long
since
gone,
so
you
know
to
maintain,
though
those
that
the
county
helped
sponsor.
We
would
maintain
those
we
do
not
have
a
lot
of
sidewalks
that
we
work
on
in
the
county
and
those
within
municipalities
would
be
there.
Those
municipalities
would
be
their
responses.
D
I
B
D
B
There's
with
the
with
the
city
limits
essentially
fix,
you
know,
with
annexation,
not
happening
and
with
growth
of
municipal
boundaries
not
happening
as
new
development
happens.
I
mean
most
cities
around
the
state
when
new
development
happens
in
connection
to
the
city's
water
system,
they're
required
to
come
in
the
city,
but
that
doesn't
happen
here
because
of
state
legislation.
So
you
know
we
see
all
this
urbanization
happening
around
the
edges
of
the
municipalities.
B
B
But
you
don't
have
that
municipal
entity
there
to
maintain
sidewalks,
and
so
I
feel
like
it's
this
role.
That,
like
I
mean
I
don't.
I
think
the
county
to
some
degree
has
to
step
into,
or
at
least
figure
out,
a
plan
that
somebody
steps
into
so
sidewalks
are
built
where
they're
needed
in
and
maintained
out
in
those
areas
outside
the
municipal
boundaries.
So
I
mean.
I
B
B
For
the
rewind
sphere
today
this
is
the
third
year
now
we've
done
itgc
in
this
process
and
I
think
we've
refined
it
pretty.
Well,
I'm
here
to
present
you
today
our
recommended
projects
how
we
got
here.
We
originally
had
41
projects
that
were
submitted
back
in
september
to
our
igtc
process.
Summary
capital.
There's
a
committee
that
reviews
all
these
projects.
B
B
Dropped
off
this
is,
as
our
process
has
matured
over
the
last
few
years.
Some
of
those
projects
went
to
operating
expansion.
They
were
security,
cameras,
let's
say
right:
no
technology,
no
business
processes.
There
truly
was
an
expansion,
so
these
20
represent
kind
of
new
things
in
our
organization,
new
programs,
new
initiatives
better
out
of
those
20
similar
to
what
john
talked
about
there's
a
multi-year
workbook
in
your
sheets.
B
B
First
project
on
this
list
is
our
food
and
lodging
inspection
system
is
end
of
life.
It's
been
bought
over
several
times
through
various
vendors.
The
latest
acquisitions
for
tyler
technologies,
they're,
not
moving
forward
with
our
products.
We
have
to
get
off
of
it
in
the
next
year
or
so.
The
next
one
is
continuity
of
operation
system
and
services.
I've
presented
this
before
to
you
all
with
arpa
funding.
This
is
about
when.
B
Hits
how
do
we
continue
our
our
services,
everything
from
cyber
security
attacks
to
pandemics?
This
is
a
cloud-hosted
system
that
we
will
and
the
services
to
help
us
understand.
You
know
what's
essential
and
various
type
of
of
disasters.
How
do
we
continue
having
this,
as
usual,
the
rec
services
management
software?
This
is
kind
of
a
placeholder
for
our
new
rec
services
director.
We
don't
have
any
rec
services
management
software
right
now.
B
The
previous
director
predominantly
used
maybe
not
authorized
tools,
and
this
is
a
opportunity
to
get
them
into
our
environment
and
our
scope,
so
we're
looking
forward
to
that
the
vehicle
and
fleet
management
software.
Again,
it's
the
end
of
life
software,
it's
about
20
years
old,
one
of
those
green
screen
kind
of
softwares,
with
the
big
emphasis
on
fleet
management.
We're
also,
as
you
know,
are
building
a
new
garage
facility.
B
Next
one
is
a
call
street
media
room.
This
is
the
downstairs
room
first
floor
room:
this
is
our
av
equipment
in
there
is
old,
say
and
finicky.
This
is
we'll
put
it
into
basically
a
backup
for
the
commissioners
chambers.
The
new
world
of
hybrid
meetings
have
been
challenging
at
times.
Hello
person
is
super,
easy
all
right.
All
remotes
easy
hybrid,
has
been
a
bit
of
a
challenge.
This
downstairs
room
would
be
used
for
other
boards,
media
press
conferences,
just
general.
You
know,
media
events
that
need
to
happen.
B
So
now
it's
av
equipment
for
that
room.
The
workday
learning
module
is
a
learning
management
system.
We
invested
a
lot
in
training
policy
attestation
over
the
last
couple
years.
This
is
a
we'll
be
putting
our
erp
system
tied
with
all
of
our
hr
data
to
manage
professional
development,
training,
compliance
and
policy
attestation
as
well,
and
the
last
one
is
a
death
lease
piece
of
software
that
manages
all
of
our
debt
for
recently
150
million
dollars
of
debt
that
we
have.
E
Since
we
have
this
time
with
you,
could
you
give
us
like
a
two-minute
kind
of
primer
on
where
we're
headed
with
the
continuity
of
services
and
also
just
kind
of
given
the
you
know,
rising
threats
around
cyber
attacks
and
such
sort
of
do
you
feel
like
this
is
what
you
need
do?
Are
there
additional
things
that
we
should
be
thinking
about?
Looking
at
yes,.
B
B
We
have
we
create
logs
all
the
time
of
activity
of
logging
into
systems,
system,
server,
usage.
Things
like
that.
One
of
the
big
things
that
this
service
provider
that
we're
looking
for
is
outsourced
we'll
capture
all
of
our
logs.
Do
artificial
intelligence
and
24
7
threat
detection
around
that
and
some
other
tools
as
well
around
data
breach,
monitoring
and
there's
the
dark
web.
You
may
have
heard
of
right,
so
this
would
go
out
and
actively
monitor
or
breaches
in
our
data.
B
We've
had
some
trial
with
the
software
and
we
have
found
some
of
our
data
out
there,
and
so
that's
an
important
concept.
So,
to
answer
your
question
about
content
of
operations
in
a
little
bit,
how
that
looks
so
we
would
be
engaging
with
a
consultant.
This
would
be
an
absolute
enterprise
effort.
Every
department
needs
to
be
involved,
we're
going
to
evaluate
all
of
our
services
that
we
do
across
the
county.
B
What
is
considered
essential,
I
think
you
know
what
some
of
those
things
are
right
off
the
bat
of
course,
but
then
the
consultant
will
walk
us
through
given
various
types
of
events,
and
some
of
these
events
can
overlap
if
there's
a
fire
in
the
building
or
if
the
building
is
not
accessible.
For
whatever
reason
you
know
what
does
that
mean
for
tax
collections?
B
What
does
that
mean
on
the
first
week
of
the
year
for
tax
collections,
even
that
kind
of
granularity,
so
long
story
short,
we
would
come.
You
know
with
a
consultant,
create
all
define
all
of
our
services,
define
either
temporal
fluctuations
and
when
those
services
are
critical
like
tax
collections
and
then
we
work
towards
putting
response
plans
in
a
database,
that's
accessible
at
that
point.
We
have
tabletop
exercises
once
or
twice
a
year
and
we
stimulate
an
event
like
a
cyber
security
attack.
No
one
can
access
any
systems.
B
G
D
K
K
K
K
D
K
We
looked
at
it
at
ten
thousand
dollars.
That
number
was
much
higher,
was
six
hundred
something
folks
that
were
below
that
ten
thousand
dollar
limit,
so
so
our
and
liquid
resources
would
be
those
things
that
are
converted
within
the
cash
within
a
quick
period.
Five
days,
cash
on
hand,
chicken
count
seconds
something
easy
grab
fairly
easily,
wouldn't
be
like
stocks.
D
K
Make
sure
that
we
did
say
that
people
who
are
receiving
a
tax
exemption
were
not
eligible,
but
we
had
a
number
of
people
that
were
receiving
tax
exemptions
that
are
not
outlined
in
those
tax
exemptions
like
tax
deferments,
timber,
deferments,
those
kinds
of
things.
We
would
like
to
just
really
say
that
anyone,
if
you
receive
some
kind
of
tax
exemption,
then
you're
not
eligible
for
this
program.
It,
regardless
of
what
kind
of
deferment
or
invention.
F
K
Because
there
could
be
lots
of
different
configurations
that
you
know
multiple
properties,
they're,
not
contiguous,
and
they
have
structures
on
them,
because
we
actually
had
quite
a
few
folks
that
we
approved
that
on
multiple
properties,
with
structures
or
homes
on
them.
And
I
think
these
are
probably
rental
problems.
K
K
K
K
We
want
to
look
at
make
sure
that
we're
able
to
approve
people
who
own
mobile
homes
that
may
not
be
on
a
property
today
at
home
and
wouldn't
necessarily
be
talking
about
a
mobile
home
park.
We
had
quite
a
few
people
who
had
low
homes,
maybe
on
the
property
of
their
parents,
or
something
like
that,
but
we
we
cannot
help
those
folks,
because
that
the
tax
on
that
mobile
home
is
their
personal
property,
not
real
property
tax.
We
would
like
to
be
able
to
help
those
folks.
C
You
can
you
explain
that
some
more
so
right,
if,
if
you
own
the
mobile
home
and
it's
in
your
own
property,
then
clearly
you
were
able
to
help
them
anyway,
right
and
then
that
way,
it's
it's
taxed.
At
that
rate,
I
was
thinking
if
you
owned
a
mobile
home
and
it
wasn't
on
and
you
didn't
own
the
land
it's
sitting
on
and
you're
taxed
at
them.
What
did
you
call
that,
like
almost
like
a
vehicle
right
and
that
rate,
that
is
it.
C
K
And
that's
the
exact
example.
We're
talking
about
commissioner
wells
is
that
person
who
owned
that
mobile
home
they
just
didn't
own
the
property
like
I
said,
I
think
it
was
their
parish
profit.
Here
we
had
numerous
ones
of
folks
that
we
weren't
able
to
help,
because
at
that
point
it
was
just
personal
problems.
K
And
then
we
want
to
make
sure
that,
especially
if
questionable
the
applicants
provide
verification
of
income
and
resources,
we
took
client
statement
this
past
year.
We
would
like
to
make
sure
that
they
provide
that
some
of
that
information
we
may
have
already
the
reserve
stuff
we
would
not
have,
but
we
want
to
make
sure
that,
especially
if
questionable
that
they
provide
that
and
that's
part
of
the
reason
moving
the
program
up
a
little
bit
too.
K
And
talk
about
that
and
just
back
to
chairman
newman's
question,
I
think
the
last
time
I
represented
commission
about
the
cost
of
running
this
program.
As
you
can
see
now
we
extended
378
thousand
bunker
county
dollars,
total
479
and
this
is
a
low
cost.
But
if
you
look
right
now,
it's
cost
us
a
little
over
200
something
thousand
dollars
to
run
the.
K
B
So,
commissioner,
dot
college,
I'm
gonna,
have
to
walk
out
for
this
zoom
close
and
start
a
minute,
but
I
really
appreciate
as
well
the
staff
looking
at
this
and
digging
into
this
thinking
about
it,
and
I'm
glad
to
see
this
information
too.
Although
the
numbers
are
you
know,
I
mean
this
was
my.
This
was
my
biggest
concern
is
that
this
is
like
you
know:
we'd
love.
I
B
Figure
out
ways
to
make
the
property
system
a
little
bit
less
of
a
burden
for
those
who
are
you
know
for
whom
it
is
the
biggest
challenge,
but
that's
a
big
I
mean
that's
a
big
burn
rate
on
admin
for
the
actual
public
benefit
we're
able
to
provide
for
it.
So
I
just
I
would
like
to
I
mean
as
we
go
forward.
I
definitely
want
to
kind
of
keep
thinking
about
this
and
think
about
other
ways
I
mean.
B
Would
there
be
ways
to
make
it
less
administratively
challenging
or
other
ways
to
amend
it,
because
I,
I
would
really
love
to
see
it
continue
going,
but
it
would
be
to
me
be
hard
to
justify
the
public
like
that
much
cost
to
the
taxpayers
when
the
goal
here
is
to
help
taxpayers
right.
So
so,
thank
you
all
for
digging
into
this,
as
we
can
learn
what
we've
been
doing
so
far.
Think
about
it
informing
our
future
work.
Commissioner
edwards,
thank
you
for
facilitating,
but
I
do
need
to
step
out
myself.
E
K
Depends
on
how
well
that
we
put
something
in
place
to
do
applications
electronically
and
screen
those
applications.
We
also
think
that,
with
some
of
the
policy
changes,
we
have
less
people
who
would
be
eligible,
so
you
may
end
up
taking
less
applications
if
you
do
a
good
job
up
front
screen
so
yeah,
whether
we
go
up
or
down
it's
hard.
C
Well,
I
definitely
appreciate
the
effort
put
into
this
and
this
information,
because
clearly
we
want
to
make
sure
that
we're
getting
it
to
the
folks
that
are
in
need
and
who
need
it,
rather
than
those
who
are
just
know
that
it's
available
and
take
advantage
of
the
situation.
So
I
think
this
is
really
good
data
to
help
us
understand
that.
C
A
valid
point
about
us,
you
know
looking
at
the
staffing,
but
I
think
we
should
continue
to
look
at
the
program.
We've
certainly
heard
from
those
that
it
helped,
and
I'm
really
glad
that
you
were
able
to
look
us
up
address
those
that
we
did
not
help
last
time
with
the
mobile
homes
who
weren't
me.
So
thanks
for
looking
at
that
as
well.
K
E
Well,
in
a
number
of
years
ago,
I
mean
we
made
our
text
amendment
for
manufactured
housing
to
allow
people
more
access
to
to
those
homes.
So
if
we're
not
assisting
those
living
in
manufactured
housing,
we're
almost
going
against
what
we
had
even
attempted
to
do
in
making
them
more
accessible
for
people
in
terms
of
affordable
housing.