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From YouTube: Buncombe County Board of Commissioners (May 15, 2018)
Description
Regular Meeting of the Buncombe County Board of Commissioners from May 15, 2018. To view the meeting agenda, or future meeting agendas, please visit buncombecounty.org/commissioners.
A
A
Before
the
next
meeting
of
the
Buncombe
County
Commission,
our
country
and
our
community
will
recognize
that
observe
Memorial
Day
Memorial
Day
is
usually
seen
as
the
kickoff
for
summer
and
a
chance
for
a
long
weekend
to
enjoy
family
and
friends
and
to
relax.
But,
as
we
all
know,
it's
also
a
time
to
remember
those
who
died
while
serving
in
the
Armed
Forces
protecting
our
country
and
the
cause
of
freedom
around
the
world.
A
A
Thank
you
very
much
and
thank
you
all
again
for
being
with
us
for
our
County
Commission
meeting
this
evening
before
we
go
further
I'd
like
to
ask
everyone
to
please
put
your
cell
phone
on
silence
or
turn
it
off,
and
we
also
do
have
an
announcement
that
I'd
like
to
make
and
our
County
Manager
Mandy
Stone
will
I
believe,
provide
additional
details
on
this
during
her
County
manager's
report.
But
we
do
want
to
announce
that
we
will
have
a
parking
validation
for
all
participants
in
the
County
Commission
meetings.
A
So
if
you
park
in
a
County
parking
facility
next
to
the
County
Building
here
in
College,
Street
or
use
transit
to
access
our
meeting,
we
will
validate
your
parking
or
transit
ticket
and
anyone
who
needs
to
have
that
done
can
speak
with
one
of
the
representatives
of
the
security
here
at
the
entrance
to
the
County
Commission
meeting.
So
please,
please
feel
free
to
do
that
and
we'll
get
some
more
details
on
that.
A
Are
there
any
items
on
the
agenda,
the
outcome
of
which
will
have
a
direct,
substantial
and
readily
identifiable
financial
impact
for
any
board?
Member?
Does
any
board
member
have
a
financial
interest
in
any
public
contract
coming
before
the
board?
Today,
there
being
none
all
board.
Members
have
a
duty
and
obligation
to
vote
on
all
matters
that
are
voted
on
by
the
Commission
this
evening.
A
A
Further
discussion,
all
in
favor,
please
say
aye
any
opposed.
Thank
you
all
right,
and
so
we
now
come
to
good
news
and
Lisa
EB
is
going
to
talk
to
us
about
the
awards
that
our
communications
team
recently
brought
back
from
the
North
Carolina
City
County
communications
conference.
Lisa.
Thank
you
for
being
with
us
to
give
us
an
update
on
this
yeah.
B
So
these
are
the
people
that
are
behind
the
scenes,
hopefully
making
you
all
look
good
and
also
helping
the
community
to
understand
the
great
work
that's
happening
in
our
County
tonight.
We
want
to
recognize
our
award-winning
communication
team
at
a
time
when
there's
a
lot
of
talk
about
team
process,
this
group
of
individuals
exemplify
what
it
means
to
work
together
and
to
amplify
individual
talents
in
pursuit
of
team
excellence.
Cassie
de
dan
has
Cataldo
perón
and
max
tanner
are
the
communication
team
and
an
illustration
of
my
point
about
team
process.
B
B
This
awards
reflect
the
work
that
was
done
over
the
last
year
and
Thomas
mins
was
a
part
of
that
team,
but
he's
now
in
IT,
the
words
were
given
by
NC
3,
see
the
North
Carolina
City
and
County
communicators,
and
this
organization
is
dedicated
professional
development
and
networking
of
local
government
communications
professionals.
This
year
there
were
over
180
entries
and
we
took
home.
Six
wins
so
first
place
was
farm-to-table
cooking.
B
The
next
one
was
first
place
for
best-of
Board
of
Commissioners
meetings,
and
this
was
a
tribute
to
you
all,
as
well
as
the
fact
that
we
have
made
these
meetings
much
more
accessible
to
the
public
through
social
media.
It
was
also
because
of
the
newly
created
opener
video
that
you
all
have
seen
in
general
production
value
second
place
for
our
social
media,
be
sixty
videos.
B
That
is
about
domestic
and
sexual
assault,
violence
and
really
helping
the
community
to
understand
that
exists
in
our
community
and
bring
awareness
to
that
topic.
Truly,
our
team
is
small
and
mighty
and
has
given
the
statewide
communication
specialists
a
run
for
the
money
and
I
would
be
very
missed
if
I
did
not
acknowledge
Kathy
Hughes,
because
all
of
this
was
done
under
her
leadership.
She
has
nurtured
and
developed
the
talents
of
this
team
over
the
years,
and
it
must
be
extremely
gratifying
for
her
to
see
this
work
recognized.
So
thank
you.
Kathy.
C
Shameless
plug
you
can
follow
them
on
Instagram,
Facebook
and
Twitter.
Should
you
want
to
Instagram
is
very
good
and
seeing
some
of
the
small
videos
and
y'all
can
smile
at
that.
Some
of
you
are,
it's
good,
follow
them
on
Facebook,
Instagram
and
Twitter.
There's
your
announcement
guys
thanks
great
job
great.
A
D
Thank
You,
chairman
and
commissioners
staff
have
been
evaluating
model
programs
across
the
nation
in
the
state
that
allow
our
citizens
to
more
actively
our
residents.
People
who
work
here
and
live
here
we're
actively
engaged
in
the
business
of
the
Commission
and
have
more
opportunity
for
input.
One
of
the
models
that
we
found
is
to
offer
free
parking
for
individuals
or
access
to
transit,
passes
for
individuals
who
come
to
present
or
participate
in
meetings
where
the
board
is
actually
in
session,
and
that's
the
administrative
policy
that
is
being
is
actually
going
into
effect
tonight.
D
One
of
those
other
one
of
the
other
models
that
we've
seen
that
we've
included
in
the
FY
19
budget
is
an
open
government
platform
that
will
allow
people
to
participate
remotely
in
meetings,
be
those
Commissioner
meetings
or
planning
board
meetings
for
people
who
work
where
the
times
we
meet
are
not
always
convenient
for
them
or
they're
unable
to
come
to
town.
So
we
continue
to
look
for
opportunities
to
allow
more
voices
in
our
community
to
be
heard
in
to
participate
in
your
meetings
and
that's
the
announcement.
E
A
Let's
go
ahead
and
and
take
that
up
now,
so
I'll
just
make
a
couple
of
remarks:
I'd
invite
any
other
commissioners
to
do
so
as
well,
and
you
know
we
just
like
to
start
this
off
by
saying
that
you
know
this
is
gonna,
be
a
tough
position
for
the
nucleus.
They're
gonna
be
replacing
someone
who's
been
a
great
clerk
for
us
for
many
many
years,
and
so,
but
we
are
very
fortunate
to
have
had
a
really
strong
group
of
folks.
A
Kathy
were
by
me
how
many
applicants
do
we
have
total
over
200
folks
from
across
across
the
state
and
outside
the
state
applied
for
this
job,
and
there
are
really
many
tremendous
and
very
talented
people.
So
it
was
a
very
difficult
choice
to
even
narrow
it
down,
but
we
did
and
I
think
it
was
a
really
good
process.
A
The
staff
from
Kathy
and
other
members
of
the
staff
who
work
with
the
clerk's
office
had
a
lot
of
great
input
on
the
process
and
then,
of
course,
the
Commission
did
a
lot
of
work
and
ultimately
made
a
final
recommendation
on
this.
So
really
excited
about
it,
and-
and
so
thanks
to
everyone
for
all
your
work
on
what
I
think
has
been
a
very
good
process
and.
F
And
I
want
to
echo
that
and
the
amount
of
applications
and
without
the
work
of
Human
Resources
to
go
through
so
many
applications
and
prequalify
some
of
the
candidates,
and
then
we
formed
a
subcommittee
Commissioner
Whitesides,
Commissioner
Belcher
and
myself
and
Lisa
EB
Human
Resources
Mandy,
stone,
Mike
frou
was
anybody
else,
sir,
and
Kathy
yes
and
Kathy,
and
so
we
all
know
duplicating
well
Kathy
did
we're
not
going
to
do
that,
but
what
I
was
amazed
at
one?
It
was
a
great
process
and
I
think
it
was
a
very
fair
process
and
going
forward.
F
I
think
it
could
be
a
very
good
model,
but
you
know
staff
it
without
staff
doing
what
they
did
to
set
guidelines.
Great
questions
for
folks,
Human
Resources
gave
us
a
certain
amount
of
questions.
Lisa
asked
all
the
questions
we
didn't.
There
was
no
cross
talk.
Every
candidate
got
a
fair
and
equitable
treatment
and
I
was
amazed
at
the
quality
of
candidates
and
it
was
a
very
hard
choice
but
very
hard
choice.
F
C
And
then
we
met
with
the
twelve
and
narrowed
them
down
to
six,
and
then
the
entire
Commission
met
with
the
six
and
I
mean
this
really
should
have
not
been
in
the
consent
agenda
at
all.
This
is
a
perfect.
This
is
where
it
needs
to
be
number
one
number
two,
the
reason.
One
of
the
big
reasons
for
me
that
it's
here
beside
of
transparency
and
clarity
and
that's
the
way
it
should
be
done,
is
that
the
Commission
had
consensus
on
this
on
this
gentleman
and
and
it
was
it
was
a
hard.
C
G
C
Already,
on
a
first-name
basis,
just
get
used
to
that,
but
to
give
the
qualification
so
that
they
understand
and
I'd
also
like
to
suggest,
if
it's
not
already
there
that
this,
that
the
resume
would
be
where
people
could
get
to
it
and
look
at
it.
You
know
online
make
it
part
of
the
package
or
whatever,
but
so,
if
you
could
do
that
and
then
I
think
I'd
be
helpful.
So.
B
B
He
has
to
make
sure
that
he's
compliant
with
all
state
laws,
all
federal
regulations,
which
again
is
a
key,
very
important
aspect
of
this
position
and
then
his
ability
to
interact
both
with
the
public
and
the
Board
of
Commissioners,
as
well
as
the
media,
is
again
skills
that
he
brought
to
this
position
and
finally,
I
think
we
all
experienced
his
tact
and
diplomacy
in
his
ability
to
work
in
political
environments
and
be
bipartisan,
and
he
had
that
quality
as
well.
So
and
it
was,
it
was
a
very
competitive
process.
It
was.
H
H
F
A
A
C
I
A
J
A
If
it's
still
sort
of
in
process,
let's
just
focus
on
the
the
decision
to
extend
the
offer
formally
tonight.
Okay,
good
question,
all
right,
all
in
favor,
please
say
aye
aye,
any
opposed
great.
Thank
you.
The
next
item
on
the
agenda
is
the
county
budget
presentation
and
so
I'm
going
to
turn
it
back
over
to
me.
Andy
stone
to
get
us
started.
D
Chairman
and
commissioners
I
bring
you
tonight
the
FY
19
recommended
budget.
As
you
all
are
aware,
under
north
carolina
general
statute
required
to
bring
you
a
balanced
budget.
I
do
want
to
make
the
point
that,
as
I
present
the
budget
message
to
you,
it's
also
a
message
to
our
community
and
to
the
people
that
elected
you
to
represent
their
interest
in
their
perspective.
I
want
to
begin.
D
I
want
to
begin
where
I
always
like
to
begin
with
budget,
which
is
the
end
I
bring
to
your
proposed
FY
2019
general
fund
budget.
We
developed
a
county
budget
as
you're
aware
you
spent
months
about
50
hours
in
work
sessions.
Staff
worked
non-stop
over
the
last
year
on
this
and
we've
we
developed
a
budget
that
would
have
decreased
the
tax
rate.
One
cent
to
fifty
two
point:
nine.
We
were
proud
to
do
that
because
we
were
able
to
do
that
while
holding
all
services
home
addressing
department,
needs
and
advancing
your
strategic
priorities.
D
As
you
know,
at
our
budget
hearing
with
work
session
with
education
systems
on
may
8th,
they
brought
forward
a
recommended
increase
of
four
million
dollars
based
on
that
increase.
We
bring
to
you
tonight
if
their
request
is
fully
funded,
a
budget
that
is
a
flat
tax
rate
of
fifty
three
point:
nine
cents,
because
their
their
request
exceeds
the
penny.
I
want
to
make
two
points
about
the
recommendation.
D
One
is
that,
while
the
school's
combined
request
for
increases
for
million
dollars,
I'm
recommending
six
hundred
and
sixteen
thousand
less
than
that,
because
fully
fund,
the
request
would
put
us,
in
violation
of
our
own
policy,
to
maintain
a
fund
balance
of
15%
undesignated
fund
balance.
The
second
piece
you'll
see
as
we
move
forward,
is
I'm
recommending
that
a
portion
of
the
school
budget,
2.7
million
dollars
be
held
in
contingency
until
the
state
budget
passes,
to
allow
us
to
reconcile
the
actual
final
budget
and
how
it
impacts
the
education
budget.
D
All
of
the
requests
from
the
school
systems
are
based
on
projections
related
to
the
state
budget
and
I'll
talk
through
that
detail
in
a
few
minutes.
I
do
want
to
begin
by
saying
almost
exactly
a
year
to
a
year
ago
today,
when
the
former
county
manager
delivered
the
budget
message,
neither
I
nor
staff,
nor
you
were
aware
she
planned
to
retire
or
that
that
retirement
would
have
happened
in
about
six
weeks.
D
We're
that
upon
a
retirement
through
standard
exit
audits,
financial
irregularities
would
be
identified
that
resulted
in
an
internal
investigation
and
I
bring
that
up,
because
that
investigation
has
been
a
focus
of
the
last
year,
both
for
the
board
and
for
the
staff,
as
well
as
for
the
community
in
the
public.
I
want
to
make
the
point
that
you
were
always
clear
with
me
and
clear,
with
staff
that
we
had
to
continue
the
business
of
the
people.
We
do
fully
cooperate
with
that
investigative
process.
D
We
had
to
be
as
transparent
as
we
possibly
could
and
were
allowed
to
be
with
our
public.
We
had
to
be
as
proactive
as
we
could
in
releasing
information
we
believe
had
been
released
incorrectly
or
incompletely
in
the
past,
but
we
also
had
to
do
the
work
that
our
citizens
rely
on
every
day
and
I
feel
like
in
the
adversity
that
we
have
jointly
faced
over
the
last
year
in
our
community
has
faced.
We
have
found
opportunity
and
moved
forward
with
with
new
initiatives
and
provided
new
opportunities
for
the
public.
We
serve.
I.
D
Think
we've
done
that
by
coming
together
with
focus
and
discipline
and
I
want
to
say,
when
I
look
back
over
the
last
year,
we've
won
strength
in
management.
You've
been
clear
about
that
expectation,
as
have
we
as
a
staff
and
as
have
our
department
heads,
we
basically
rebuilt
our
management
infrastructure.
We've
launched
a
new
financial
software
system.
We've
changed
our
structure
for
internal
audit
that
base
added
additional
capacity
and
also
autonomy
or
independence
for
any
any
management
oversight.
D
We've
also
continued
to
deliver
quality
services.
Those
several
department
directors
here
tonight
and
want
to
say
that
I
bring
this
budget
on
behalf
of
them.
They
have
worked
hard
on
this
budget,
but
even
more
than
that,
they
and
their
staffs
over
the
last
year
continued
to
focus
on
serving
our
citizens.
They've,
never
faltered
in
showing
up
to
work,
to
deliver
quality,
timely
services
with
compassion
and
skill,
no
matter
the
turmoil
that
was
going
on,
resulting
from
out
the
outside
investigation.
D
I'm
going
to
talk
a
little
bit
about
how
we've
strengthened
management,
one
is,
as
you
know,
we've
reviewed
and
revised
all
of
our
financial
policies.
We've
launched
a
new
financial
system
work
day
that
has
baked
in
capacity
to
ensure
approval
structures
and
has
increased
transparency,
including
what
we
will
launch
this
summer,
which
is
an
online
checkbook.
We've
expanded,
as
I
said,
our
audit
capacity
and
one
of
the
positions
in
this
budget.
D
There
are
five
new
positions
in
this
budget,
none
of
which
you're
approving
they're,
all
by
realigning
internal
resources,
will
be
a
financial
analyst
in
the
finance
office
to
provide
additional
review
of
expenditures
and
patterns
of
expenditures
and
identifying
where
it's
appropriate
to
engage
internal
audit
I
also
want
to
say:
we've
realized
senior
staff
and
salaries
as
senior
staff.
In
order
to
honor
that
commitment
you
made
to
raise
the
salaries
of
the
lower
paid
employees
and
that's
budgets,
reflective
of
continuing
that
trend.
D
Quite
honestly,
we've
rebuilt
our
management
structure.
We
were
an
organization
where
we
seldom
in
as
a
management
team
we
seldom
in
as
a
senior
leadership
team,
we've
reinstituted
those
structures
and
that
process
in
this
budget
we
bring
you
tonight
is
really
the
work
of
all
of
our
departments.
We've
also
improved
our
internal
and
external
communication
as
a
part
of
strengthening
our
management,
we've
realigned
internal
resources
to
build
a
performance
management
team
and,
as
you
have
seen,
and
will
continue
to
see,
to
build
out
dashboards
in
ways
we
can
be
transparent
to
the
public.
D
We
we've
continued
to
increase
our
data
analytics
tools
and
we've
continued
to
focus
on
how
do
we
maintain
the
highest
quality
of
workforce?
As
I
said?
Are
your
1,600?
Employees
have
also
showed
up
every
day
to
deliver
high
quality
services
with
compassion
and
with
skill
and
I.
Think
our
system
ploy
ease
touch
people's
lives
in
real
ways
every
day
around
their
health
and
safety
and
welfare,
their
communities
and
their
families
and
I.
Think
the
best
way
to
communicate
that
is
to
let
you
hear
from
them
themselves.
F
K
J
H
I
J
D
In
addition,
as
you
know,
in
North
Carolina
counties
really
do
service
the
arm
of
state
government
and
many
of
the
programs
we
provide
are
mandated
by
law
required
they're
unique
to
counties
in
North
Carolina.
In
addition
to
those
services,
you
all
came
together
as
a
board
and
and
agreed
on
some
strategic
priorities.
You
chose
bold
strategies
not
easily
achieved,
but
that
had
the
opportunity
to
impact
our
community
in
the
short
term
in
the
long
term
as
well.
Those
included
affordable
housing,
diverse
community
workforce,
early
childhood
education,
justice
resource
support,
opiate
addiction
and
renewable
energies.
D
I'm
going
to
talk
about
just
a
couple
of
the
accomplishments
over
the
last
year
and
note
that
at
the
bottom
of
the
screen
there
is
a
link
to
a
document
that
includes
all
of
the
results
in
progress
under
each
of
those
priorities
that
occurred
over
the
last
year,
we
were
able
to
help
500
families
maintain
housing
and
avoid
eviction.
We
invested
in
neighborhood
based
economic
pipelines,
created
more
than
180
new
preschool
and
childcare
spots,
served
up
more
than
500
people
in
the
Justice
Resource
Center,
since
it
opened
in
October.
D
We
open
the
other
house,
a
14
bed,
transitional
recovery
program
for
moms
and
their
newborn
babies,
moms,
who
struggle
with
substance
abuse
issues
and
we
weatherize
more
than
80
homes,
I
encourage
the
citizens
to
look
at
that
complete
list
of
accomplishments,
probably
less
exciting,
but
I'm
near
and
dear
to
my
heart.
Is
we
also
focused
in
the
last
year
on
regaining
balance
around
our
accountabilities
and
responsibilities
in
North
Carolina,
General
Assembly,
in
establishing
the
framework
for
county
governments
intended
for
the
board
and
the
manager
to
have
different
roles?
D
The
public
elects
you
to
be
their
voice
to
move
forward
their
priorities
and
perspectives
by
setting
policy
by
approving
a
budget
and
by
developing
goals
such
as
the
strategic
priorities
you
saw
earlier
management's,
job
and
staffs
job
is
to
manage
those
to
manage
those
policies
you
adopt
him
afford
those
priorities
within
a
balanced
budget
in
the
most
efficient
and
effective
way
we
can
and
our
staff
for
the
actual
individuals
on
the
ground
who
are
delivering
those
services.
I.
D
D
D
Second,
we've
really
built
our
own
budget
framework,
her
own
model,
and
some
of
that
I
want
to
talk
this.
To
is
the
document
that's
available
online
in
detail
and
you'll
see
the
link
at
the
bottom,
but
sure
that's
about
right
sizing.
Our
budget,
how
do
we
stop
our
reliance
on
appropriated
funds,
basically
using
savings
to
pay
for
our
ongoing
daily
operations?
How
do
we-
and
we
did
that
this
year,
we
built
budgets
from
the
department
level
from
the
ground
up
line
item
budgets.
D
You
all
have
seen
every
one
of
those
budgets
you've
seen
every
note
attached
to
the
review
of
every
line
item
of
every
departments
budget.
How
do
we
build
those
budgets
to
deliver
the
service
we
need
at
the
time
we
need
in
the
way
we
need
and
how
do
we?
How
do
we
move
forward
in
this
budget?
Does
that
where
departments
aren't
building
contingency
into
their
budget
but
as
intended
by
law
that
contingencies
dealt
with
in
fund
balance
that
you
approve,
as
emergencies
come
up
ownership?
D
You
know
the
there's
a
real
recognition
among
County
staff
and
I've
heard
of
each
of
you
say
it
to
us
that
this
is
the
public's
money.
They've
entrusted
you
to
make
the
decisions
about
the
expenditure
of
that
money
departments
also
have
an
ownership
in
those
budgets
because
of
the
subject
matter.
Experts
who
know
what
do
they
need
in
their
budgets
to
deliver
the
services
the
right
way
and
how
do
we
prepare
for
their
future
needs?
D
We
talked
about
we've
built
increased
accountability
into
our
budget
framework,
we've
revised
all
of
our
financial
policies
and
you've
approved
those
we've
leveraged
new
financial
and
human
resources
by
intentionally
reducing
duplication
and
leveraging
maximizing
resources
by
combining
like
functions
across
departments
and
we'll
continue
that
work
over
the
next
year.
We've
enhanced
our
transparency
and
increased
by
our
external
and
internal
capacity
for
Kim
munication.
It's
also
about
the
process.
We
built
her
performance
management
team
who's
worked
in
using
existing
resources.
D
Who's
worked
individually
with
departments
to
review
those
budgets
to
forecast
future
needs
to
look
at
opportunities
for
efficiency
and
effectiveness
and
we'll
continue
that
work
all
year.
Long
budgeting
is
not
about
standing
here
and
delivering
the
budget
message
or
about
your
vote.
It's
about
managing
the
people's
resources
all
day
every
day
in
the
delivery
of
services.
Some
examples
of
the
ways
this
budget
is
different.
You
all
have
held
50
hours
of
budget
work
sessions.
D
Those
have
allowed
you
to
deepen
your
understanding
of
the
budget
and,
through
you,
the
public
to
have
the
opportunity
to
deepen
their
understanding
and
awareness
of
the
county
budget.
We've
also
built
online
tools
that
are
available
to
you,
as
well
as
to
the
to
the
public.
Those
range
from
our
debt
to
our
all
of
our
positions
in
their
pay
capital
projects
are
available
through
online
dashboards,
debt,
affordability
and
our
budget
explore
those
are
all
available
to
the
public.
D
D
So
to
take
us
back
to
the
actual
proposal,
we
prepared
the
budget
at
315
million,
which
would
be
at
a
fifty
two
point.
Nine
cent,
tax
rate
or
education
request
were
slightly
over
four
million.
We
are
proposing
an
education
increase
of
3.4
million.
This
will
allow
us
to
maintain
compliance
with
our
own
fund
balance
policy
and
at
that
proposed
education
increase.
You
have
a
general
fund
budget
number
of
three
hundred
and
eighteen
million,
seven
hundred
and
twenty
eight
hundred
and
fifty
one
at
a
53.9
cent
tax
rate.
D
Again
that
line
item
detail
is
available
to
the
public
at
the
link
at
the
bottom
of
the
page.
I
want
to
talk
a
little
bit
about
this
in
our
effort
to
be
totally
transparent
or
for
fear,
you
think
I
can
add.
The
value
of
a
penny
is
three
point:
seven
million
dollars
going
into
the
FY
nineteen
budget.
The
difference
between
the
proposed
budget
I
brought
you
and
an
actual
penny
is
three
hundred
and
eighteen
thousand
dollars.
D
So
this
compares
to
for
you
and
I
want
to
talk
through
that
the
difference
in
the
eighteen
budget
in
the
nineteen
budget.
So
you
will
see
the
most
striking
difference,
is
we've
reduced,
reliance
on
appropriated
fund
balance
by
fifty
six
percent
or
eight
point
six
million
dollars.
We
also
are
bringing
you
every
and
as
a
result
of
that,
bringing
you
a
reduction
in
the
overall
budget
from
three
hundred
and
thirty
million
general
fund
budget
to
three
hundred
and
eighteen
million.
D
Again,
this
shows
you
the
difference
with
the
education
increase
and
without
the
education
increase.
Do
you
want
to
say
when
you
look
at
that,
our
ability
to
reduce
by
a
penny
based
on
just
the
county
general
fund
budget,
without
education,
that
in
doing
this,
we
still
addressed
all
of
the
needs
of
departments?
We
maintains
your
funding
for
nonprofit
partnerships
and
we
advanced
all
of
your
priorities,
which
means
we
accomplished
savings
and
efficiencies
across
the
county.
There
are
no
county
departments
who
brought
who
have
budget
increases
except
and
you'll,
see
the
detail
of
that.
D
D
We
just
don't
have
the
final
it's
pretty
flat,
but
we
just
don't
have
that
final
number
next
pie
chart
looks
at
expenditures
by
budget
and
we'll
make
the
point
to
you
that,
as
would
be
expected
for
a
county
in
North
Carolina,
the
majority
of
the
expenditures
are
in
education,
Human,
Services
and
Public
Safety,
which
are
mandated
areas
of
service
delivery.
I
also
want
to
show
you
this
in
a
slightly
different
way
than
you've
seen
it
before,
which
is
net
county
cost.
D
This
looks
at
the
budget
by
type,
and
it
shows
you
that
forty
three
point
17
percent
of
our
budget
is
in
salaries
and
benefits,
but
I
want
to
make
the
point.
If
you
look
at
programs
support
the
the
blue,
the
larger
blue
piece
of
the
pie,
that
is
mostly
salaries
and
benefits
in
there
to
school
systems,
so
there's
also
salaries
and
benefits
in
that
piece.
D
So
before
we
get
the
the
last
frame
of
that
is
the
education
budget,
which
you
see
is
about
85
million.
When
you
look
across
all
of
your
investments
between
the
Community
College,
the
two
public
school
systems,
early
childhood
education,
educational
support,
programs
in
youth
programs,
I
get
this
is
a
really
worthy
slide,
and
that's
because
the
General
Assembly
is
fairly
wordy
about
your
responsibilities.
D
This
is
a
look
at
the
Buncombe
County
Schools
proposed
budget
and
recommendation,
so
their
base
budget
was
sixty
two
point:
five
million
I'm
recommending
that
two
point:
five
million
of
their
requested
increase,
be
held
in
contingency
pending
approval
of
the
final
state
budget.
You'll
also
see
that
we're
reducing
there.
We
are
recommending
reducing
their
request
by
five
hundred
and
eighteen
thousand,
almost
five
hundred
and
nineteen
thousand
to
comply
with
our
own
fund
balance
policy.
D
If
you
look
at
and
of
course,
as
you
know,
this
schools
are
slightly
different
because
they
received
the
ATM
share
that
county
allocation,
which
is
about
15
percent,
so
their
base
budget
is
11-point,
almost
7
million,
with
their
ADM
share
at
four
hundred
and
eighty
one
thousand
one
hundred
and
twenty
one
thousand
of
that
is
share
from
the
Buncombe
County
school
increase.
We
would
decrease
their
request
by
97
thousand
three
hundred
and
fifty
two
to
cover
that
616,000
I
need
to
remain
in
compliance
with
our
own
fund
balance.
D
We
looked
at
trend
data
related
to
the
schools.
This
shows
that
over
the
last
five
years,
you
have
increased
funding
to
the
local
school
systems
by
twenty
million
dollars.
As
you
heard
dr.
Baldwin
say
at
your
work
session
last
week,
you
ranked
19th
in
the
state
for
your
contribution
per
capita
to
students
because
of
your
investment
and
commitment
to
education.
I
will
make
the
point
to
you,
because
it's
my
responsibility
to
do
this,
that
this
is
almost
four
million
dollars
a
year
in
increase.
D
D
If
you
look
at
this
slide,
this
shows
that
your
teacher
supplements
for
FY
18
was
twenty
point
three
million
and
that
you've
increased
payments
since
2014
for
supplements
by
six
million
something
not
captured
in
the
education
budget,
because
it
sits
between
the
Sheriff's,
Department
and
HHS.
Is
you
fund
an
additional
four
point:
1
million
dollars
a
year
to
the
to
school
systems
for
school
resource
officer,
school
nurses
and
school
social
workers.
D
Y'all
so
fun
by
statue
that
Community
College,
as
you
heard,
dr.
King
made
an
increase
request.
A
two
hundred
and
twenty
thousand
dollars
related
to
some
salary
increases,
routine
preventive
maintenance
and
repairs
and
utility
rate
increases
per
your
resolution.
Proceeds
from
article
46
are
intended
to
offset
operating
capital
and
debt
service
maintenance
and
repairs
related
to
a
BTech
and
you've
recently
seen
projections
for
article
46
and
it
is
able
to
support
this
increase.
F
D
D
It
was
one
of
the
questions
we
asked
them
to
address
in
the
work
session
in
terms
of
debt
service
related
to
the
general
fund.
As
you'll
see,
your
general
fund
debt
is
about
at
21
million
that
includes
investment
in
infrastructure
and
equipment,
some
of
your
major
projects
or
your
HHS
campus,
the
new
judicial,
complex,
GE
Aviation,
your
voting
machines
and
radio
towers.
D
This
is
basically
the
dashboard
related
to
general
fund
debt,
which
breaks
down
the
percentage.
How
that
21
million
breaks
out
across
your
major
areas,
you'll
see
almost
52
percent
of
it
is
in
public
safety.
The
next
largest
area
is
reflective
of
the
Human
Services
in
your
new
Health
and
Human
Service,
building
I
would
say
at
the
bottom.
Are
the
standard
measures
for
our?
How
well
we're
managing
that
and
if
you'll
see
in
each
of
those
that
we
are
exceeding
the
measurement
standards?
D
So
if
you
look
at
our
debt
ratio
to
assess
value,
we're
at
one
point,
22
6%,
with
a
standard
at
3%.
If
you
look
at
debt
service
to
expenditures
where
we're
at
nine
point
three
three
percent
with
the
standard
at
18
percent
and
almost
will
act,
sixty
three
percent
of
your
debt
fits
in
a
ten-year
payout
ratio
when
the
standard
for
that
is
we're
exceeding
that
standard.
For
that
as
well.
You
have
not
issued
any
new
general
service
debt
since
2015.
D
If
also
worked
and
you've
directed
us
to
work
on
right
sizing
that
fund
balance.
You've
been
very
clear
in
your
discussions
with
me
as
well
as
your
CFO,
that
you
know
we
need
a
fund
balance
sufficient
to
cover
emergencies
and
ongoing
operations,
but
teach
you
very
much
view
fund
balance
as
belonging
to
the
people
and
that
we
shouldn't
be
holding
more
of
it
than
is
needed
to
do
our
business
I'm
not
going
to
spend
a
lot
of
time
on
this,
because
mr.
Florida
covered
it
in
detail
in
his
CFO
report.
D
At
the
last
meeting,
your
current
fund
balance
policy
is
no
less
than
15%
of
undesignated
fund
balance.
That
is
reflective
for
us
of
about
two
and
a
half
months
of
operating
and,
if
you'll,
see
and
I
know
that
mr.
Flores
shared
this
last
month.
If
you
look
at
Buncombe
county's
fund
balance
compared
to
the
other
urban
counties,
both
in
total
dollars
in
per
capita
of
the
lowest
fund
balance
you're
also
responsible
for
passing
the
budget
related
to
the
non
general
fund
in
our
non
general
fund.
D
Our
proposed
budget
for
FY
2
thousand
in
nineteen
is
a
hundred
and
seven
849
894
and
those
are
areas
that
have
offsetting
revenues
and
transfers
and
examples
of
those
are
listed
below.
Like
your
9-1-1
system,
your
inmate
commissary
occupancy
tax
and
won't
talk
in
more
detail
in
a
few
minutes
about
your
fire
service
history.
D
If
you
look
at
debt
service,
reflective
of
your
non
general
fund,
it's
at
thirty
two
point:
two
million.
You
recently
issued
fifty
four
point:
seven
million
for
school
school
capital
projects,
and
it's
noted
on
this
slide.
Each
of
these
has
an
offsetting
funding
source
that
that
funds,
the
debt
and
these,
whether
that's
article
46
for
the
Community
College
or
your
public
school
systems,
or
that
solid
waste
fund
which
runs,
is
an
enterprise
fund.
D
So
I
want
to
talk
about
what
this
budget
delivers
and
I
want
to
say.
You've
been
very
clear
to
me
about
your
expectations
on
what
this
budget
should
deliver.
If
we
look
at
it
from
a
broad
system
level,
we're
bringing
you
at
flat
tax
rate
and
addressing
three
point:
four
million
dollar
recommended
increase
in
public
schools,
we're
maintaining
quality
services
and
addressing
the
needs
of
our
departments,
we're
fulfilling.
D
What
is
our
legal
requirement
to
fund
our
post
retirement
liability,
we're
strengthening
our
capital
infrastructure,
we're
restoring
funding
for
fleet
management,
and
we
continue
to
address
the
lower
salaries
for
our
lowest
paid
employees
when
we
look
on
a
more
on
a
level
around
specific
projects
that
are
your
priorities,
this
budget.
We
continue
to
look
at
options
for
supporting,
affordable
housing,
you've
committed
over
the
recent
years,
and
we
continue
to
have
responsibility
for
funding
Lee
Walker
Heights.
D
You
have
a
finally
new
playground
equipment
and
a
new
dock
at
Lake
Julian,
a
new
East,
Asheville
library
renovations
to
the
Inka
library.
You
continue
to
support
your
investment
in
nonprofits
through
your
investment
grants,
and
we
continue
to
move
forward
your
strategic
priorities
in
this
budget.
I.
D
Want
to
take
a
minute
to
talk
about
what
this
new
management
approach
delivered,
because
your
county
departments
did
bring
you
a
budget
that
was
down
one
cent.
We
did
that,
but
and
we
in
doing
that,
we
also
reduced
appropriated
from
balance
by
56%.
We
have
got
to
learn
to
live
by
being
able
to
pay
our
regular
bills
without
relying
on
savings,
and
that's
what
appropriative
imbalance
is
we
have
got
to
reduce
our
reliance
on
appropriated
funds
in
this
budget.
D
Does
that
we
men,
our
department
needs,
including
those
departments
who
had
additional
staffing
needs
by
realigning
the
staff
we
already
had.
We
developed
our
performance
management
system.
We
continue
to
address
salaries
of
our
lowest
paid
employees
and
we
reallocated.
You
know,
as
I
saw
the
media
reported,
that
we
increase
funding
to
human
to
our
human
relations
and
personnel
office,
and
we
did-
and
we
simply
consolidated
the
functions
of
HHS,
HR
and
County
HR
to
leverage
additional
resources
for
the
same
amount
of
dollars.
D
We've
been,
we've
been
very
focused
you
as
a
governing
board
and
us
as
both
your
department
directors
and
your
managers
on
identifying
what
are
the
risk
to
us.
As
an
organization,
and
how
do
we
mitigate
those
risks
moving
forward
some
of
the
issues
that
we
face
and
wrist,
it's
not
mean
there
are
negative
things
they
mean
there
are
things
that
we
have
to
be
aware
of
on
our
horizon
is
we're
we're
in
the
final
stages
of
us?
D
D
We
rely
on
that
growth
and
we
know
that
it
has
to
be
managed
appropriately,
but
we're
always
watching
that
and
for
every
county
in
North
Carolina.
You
know
we,
we
bring
you
a
budget
recommendation
without
a
state
budget
and
we
are
very
impacted
by
the
actions
of
the
General
Assembly,
where
they
land
on
the
final
school
budgets.
Education
budgets
will
impact
our
budget
and
every
year
in
recent
history,
they
talked
about
redistribution
of
sales
tax,
which
creates
risk
for
us,
while
we've
identified
risk,
we've
also
been
equally
focused
on.
How
do
we
mitigate
that
risk?
D
Because
that's
our
responsibility
to
know
those
risks
we
face
and
to
be
taking
proactive
actions
that
will
mitigate
them
or
improve
financial
software
is
certainly
one
of
those
building
out
the
performance
management
model
in
the
analytical
capacity
that
that
builds
for
us
for
you
and
for
the
public
increasing
our
internal
audit,
not
only
our
capacity
but
the
autonomy
of
the
independent
of
our
internal
audit.
Clarity
of
the
roles.
You
are
the
governing
board.
Our
role
is
to
manage
the
policies
you
set
within
the
budget.
D
D
You
know
the
new
financial
software
system
will
deliver
an
online
checkbook
sometime
this
summer,
so
every
transaction
in
the
county
is
available
for
the
public
to
see
we've
been
exploring
and
will
actually
implement
in
the
next
year.
A
more
participatory
budget
model
we've
seen
another
urban
County
in
North
Carolina
implement
a
participatory
budget
process,
that's
recommended
by
the
national
county
commissioners
association,
where
you're
engaging
your
citizens
more
in
the
development
of
the
budget,
we're
updating
our
County
strategic
plan,
which
is
woefully
out
of
date
and
should
serve
as
a
framework
for
our
work.
D
Talk
just
a
little
bit
about
fire
districts,
which
are
one
part
of
our
non
general
fund
budget,
I'm,
going
to
go
back
to
roles
I'm,
not
an
expert
in
fire
safety,
nor
you.
We
have
a
roomful
of
experts
and-
and
it
is
not
our
role
to
in
any
way
try
to
interpret
what
they
need
to
deliver
the
highest
quality
frontline
protection
to
our
citizens.
D
Forget
fire
districts
are
our
frontline
for
public
safety.
That's
why
this
issue
is
so
important
to
us
that
we
have
a
ma,
that's
sustainable
and
provides
them
with
the
capital
needs
the
support,
the
reserves,
the
staff,
the
personnel,
the
training
that
they
need.
The
media
and
community
have
been
very
aware
over
the
last
year
that
at
least
two
local
fire
districts
have
faced
financial
challenges,
questions
about
how
they
operate
in
terms
of
transparency,
as
well
as
decisions
that
they've
made
from
a
financial
perspective.
D
You
know
that
tells,
and
we've
met
with
the
Chiefs
several
times
and
won't
continue
to
meet
with
them,
but
that
tells
them
and
us
that
we're
we
will,
in
this
budget,
be
talking
about
distributing
29
million
public
dollars
to
the
to
our
fire
districts.
We
have
to
have
adequate
management
oversight
and
in
public
reporting
tied
to
that,
as
we
do
with
any
expenditure
of
public
dollars
through
multiple
work
sessions.
You've
assessed
and
heard
from
Chiefs
about
what
are
their
challenges
from
a
business
perspective
and
what
are
their
challenges
from
a
fire
protection
perspective.
D
D
While
this
is
very
busy,
it
is
also
posted
online,
but
it
shows
to
the
public
what
the
current
tax
rate
is
with
some
history
from
FY
17
to
18
for
each
of
those
districts,
as
well
as
their
19
requests
and
what
that
means
in
dollars.
Well
as
cents
on
the
tax
rate.
You
know,
I
know
that
you're
aware
this
I
encourage
the
public
to
look
at
that
and
understand
that
the
base
in
each
of
those
districts
is
very
different.
D
D
How
can
we,
as
a
County
management
with
this
board,
support,
support
the
critical
work
of
our
fire
districts
moving
forward?
Our
first
proposal
is
that
we
move
to
cash
flow
support
where
we
begin
to
pay
them
an
equal
1/12
payments
so
that
they
are
able
to
manage
their
expenditures
and
revenues
with
a
stable
inflow
of
cash.
We
want
to
update
the
service
agreements.
D
We've
talked
to
the
Chiefs
about
this
once
and
have
several
additional
meetings
scheduled,
and
we
know
that
these
are
some
things
that
will
require
being
implemented
over
time,
but
we
need
to
standardize
their
financials,
it's
very
difficult
for
us
to
evaluate
their
debt
ratios
or
their
expenditures
to
revenues
ratios
because
they're
all
unique
and
they're
all
governed
by
unique
boards.
We
think
and
want
to
have
that
continued
conversation
that
it's
helpful
to
them
in
us
for
us
to
help
provide
some
of
the
training
and
support
to
move
them
to
a
more
standard
system.
D
We
want
to
support
them
with
financial
training
for
fire
district
staff
in
boards.
We
want
we
want
to
provide
them
with
a
training,
support
and
skill
development
support.
They
are
the
best
of
the
best
at
insuring
our
protection
against
fire.
That
doesn't
I
mean
they
have
varying
degrees
of
financial
support
that
they
purchase
or
provide
to
the
within
their
own
staff,
and
we
want
to
make
sure
we
provide
equal
opportunity
to
all
the
districts
to
have
the
financial
capacity
they
need.
D
We
want
to
continue
to
have
conversations
with
them
about
if
there's
opportunity
to
consolidate
some
of
the
back
office
services
or
billing
services
or
health
insurance
pools
that
allow
them
to
invest
the
majority
of
their
money
and
protect
frontline
fire
protection
to
their
communities,
and,
as
you
heard
in
the
report
from
emergency
management
solutions
in
a
study
they
did
for
us,
there
may
be
gains
in
centralising
ambulance
Billings.
We
don't
know
that,
but
that's
an
ongoing
conversation
we
want
to
have
with
our
fire
chiefs
in
art
for
our
districts.
D
You,
as
you
know
today,
is
about
me
delivering
the
budget
message
two
weeks
till
the
public
hearing,
in
which
the
public
has
an
opportunity
to
speak
and
two
and
two
weeks
beyond
that
before
you're
actually
scheduled
to
take
a
vote
so
about
slightly
over
a
month
for
the
public
and
our
citizens
to
continue
to
weigh
in
on
the
budget.
For
those
who
may
not
attend
the
budget
hearing,
we
wanted
to
offer
several
opportunities
for
them
to
pose
their
question
or
get
additional
clarification.
They
can
call
the
let's
talk
hotline
at
eight
to
eight
to
five.
D
G
H
H
You
stepped
in
a
bucket,
and
you
come
out
of
the
bucket.
Pretty
good
I
have
to
save
my
stone.
You
put
the
people
in
place.
Are
we
perfect
I?
Don't
think
so
yet,
but
are
we
getting
there
we're
a
whole
lot
closer
than
we
were?
What
you
presented
tonight
is
a
whole
lot
more
than
I've.
Seen
in
the
five
years
that
I've
been
here
period.
H
It's
understandable,
I.
Thank
you.
I,
thank
all
the
staff
because
you're
the
people
that
make
it
work.
It's
not
us!
We
we're
just
here
we're
here
to
listen
to
what
y'all
have
to
say.
Now
we
can
listen,
what
y'all
have
to
say
and
we
can
talk
to
you.
That's
a
change
and
I.
Thank
you
for
that,
but
I'm
just
so
happy
to
see
something.
That's
come
forward.
You
know
we're
trying
and
the
fund
balance
you
tried
to
get
it
or
we
give
a
penny
back
to
the
people.
Now
the
skulls
are
looking
at
the
penny.
H
G
Andy
I
would
like
to
add
to
that,
because
this
year
to
me
is
my
second
budget
as
a
commissioner.
But
is
it
much
different
as
night
and
day
because
this
year,
for
the
first
time,
we
have
a
budget
that
I
feel
comfortable
in
voting
on
because
I
know
what's
in
it
and
if
you
hold
up
the
workbook
Jasmine
I
left
mine
at
home
on
my
desk,
but
folks
for
the
first
time,
we've
got
the
budget
and
me
being
Who.
G
F
Want
to
say,
none
of
us
knew
and
when
you
took
this
job,
you
did
not
know
what
was
in
store
for
any
of
us
and
when
I
reminisce
about
the
bait-and-switch
of
every
budget
that
I've
been
a
part
of
since
I
became
a
commissioner
and
it
got
progressively
worse
and
it
was
triangulating
commissioners
I,
don't
think
any
of
us
were
very
clear
on
who
supported
things
because
it
was.
It
was
just
a
bunch
of
bait
and
switch
and
not
truthfulness.
C
E
C
I
can
tell
you
that
that
that
input
was
King
County
wide
in
this
budget.
Every
Commissioner
had
input
at
every
commissioner
had
to
say:
I
couldn't
say
that
about
previous
budgets:
I'm,
not
surprised
by
what
I
see
and
also
this
is
a
you
know.
This
is
a
budget
presentation,
so
there's
still
some
work
that
can
be
done
and
I
think
we
need
to.
C
In
the
the
like
Julian
playground,
the
the
the
trails
and
places
for
families
to
go
and
to
walk
and
to
spend
time
with
each
other
and
in
the
libraries
where
they
can,
they
can
learn
and
and
bond,
and
you
know,
and
to
be
able
to
do
this
and
to
have
the
budget
presentation
where
it
is
with
some
of
the
other
things.
That's
come
in
I'm
very
proud
of
those
things
because
they
came
from
the
public
and
they
were
put
through
to
you
and
you
guys.
You
guys
worked
on
it.
C
You
went
into
a
and
some
of
you
have
been
in
those
rooms
where
you
go
into
a
room
and
there's
you
know,
and
you
know
we
can
only
have
you
know
a
couple
of
Commissioners
at
a
time
in
there
and
spread
the
entire
wall
with
every
kind
of
scenario
you
could
think
of
and
to
work
through
it
and
present
it
in
a
professional
ways,
as
you
did,
is
it's
really
good
I
just
like
to
say
it
is
a
living
document.
The
other
thing
I
would
like
to
and
I
guess.
C
C
So,
depending
on
when
that
comes
in
I
want
to
make
sure
that
we're
paying
it
were
as
a
board
we're
paying
attention
to
that,
and
that
staff
is
also
paying
attention
to
that
prepared
for
that,
because
it
will
be
a
that
can
be
a
you
know,
dramatic
impact
and,
depending
on
when
it
happens,
so
I'm
not
sure
what
the
deadlines
are
I
guess
there
is
a
deadline.
It's
got
to
happen
by
a
certain
time
for
it
to
affect
the
budget
I.
D
Think
that
it
yes
and
they
continue
to
anticipate
if
it
moves
forward
closure
by
October,
which
would
affect
it
in
the
2020
budget
mission,
has
scheduled
an
update
for
you
and
City
Council
in
early
June
and
I
can't
remember
the
day,
but
it's
like
the
first
second
week
in
June
that'll,
be
hosted
here
and
we'll
certainly
publish
it.
To
answer
your
specific
questions
and
the
city's
specific
questions
and
talk
about
the
timeline
we're
also
promoting
through
our
web
page
all
of
the
Facebook
in
interactive
ways.
D
C
Only
other
comment
I'll
make
is,
it
is
a
about
the
online
dashboards
I
mean
if
you
really
like
that
stuff,
we
got
plenty
of
them
and
you
can
drill
down,
and
you
can
I
mean
if
you
can't
find
what
you're
looking
for
on
that
I
mean
it's
an
online
checkbook
I
mean
it's
just
what
it
is
and
and
then
email
us
call
that
number
and
let
us
know,
because
you
know
our
goal
and
staff's
goal-
is
to
make
sure
that
you
can
find
whatever
financial
information
that
you
want.
Regarding
your
money,
Thanks.
E
Q
As
we
have
the
conversations
we
need
to
have,
and
especially
as
we
keep
hearing
from
community
members,
my
inbox
is
filling
up
as
it
should
be
with
messages
and
encourage
people
to
keep
getting
in
touch
about
what
matters
most
to
them
coming
to
the
public
hearing.
If
your
schedule
allows
but
there's
lots
of
other
ways
to
communicate
with
us-
and
this
is
the
people's
money
and
it
is
our
shared
community
and
look
forward
to
the
the
good
work
ahead
in
the
next
few
weeks.
So
thank
you
all
for
the
incredible
work.
R
R
But
our
future
looks
good
here,
and
that
is
great,
no
we're
not
in
trouble
now,
but
I
guess.
The
last
thing
is
I
think
everybody
else
already
said
everything
I
wanted
to
say,
but
I'm
just
glad
that
you
did
not
put
into
this
budget
of
any
money
that
was
swinging
out
here
on
a
carrot.
You're
waiting
until
we've
got
it
in
hand
before
you
make
a
decision,
and
thank
you
and.
A
C
D
C
D
E
E
D
I
assure
you
you
keep
me
up
and
I
forgot
it,
both
in
my
notes.
In
a
second
time,
I
did
talk
about
three
large
Greenway
projects.
All
of
those
are
where
we
play
a
role
of
matching
substantial
large
grants.
They
cover
the
majority
of
the
cost
of
those
trails
and
greenways,
and
all
three
of
them
have
very
strong
economic
impact
studies
that
support
that
they
will
generate
tax
base.
But
we
are
not
funding
the
three
of
those
individually,
we're
actually
the
match
for
additional
grants.
A
Already
we
are
now
at
public
comment,
the
review
our
protocols
on
this,
so
we
welcome
any
members
of
the
public
who
would
like
to
speak
to
the
board
at
this
time.
The
time
limit
for
individual
comment
to
the
board
is
three
minutes.
If
your
time
expires,
you
can
leave
any
question
along
with
your
name
address
and
phone
number,
where
the
county
manager,
commissioners,
are
not
expected
to
comment
on
any
matters
during
public
comment.
A
This
is
your
time
to
speak
to
the
board
and
the
board
reserves
the
right
to
deny
public
address
on
subjects
that
have
been
previously
had
a
specific
public
comment
on
them
earlier
in
the
meeting,
although
I
don't
think
there's
any
of
them
for
the
meeting
tonight.
So
mr.
Yelton,
would
you
like
to
come
forward.
S
S
Got
a
whole
bunch
of
scribbles
here:
I'll
cover
what
I
can
I
do,
think
you're
trying
to
be
more
transparent
and
I,
think
that's
a
hard
job
because
you're
up
there
and
we're
out
here
and
we
see
things
different
than
you
do
and
Braddy.
You
made
a
mistake
tonight
and
I
think
when
you
didn't
take
public
comment
on
your
vote
to
hire
the
clerk,
because
I
was
going
to
give
you
some
advice.
S
You
better
hang
around
Kathy
a
long
time
because
she
can
tell
you
no
and
make
you
like
it
and
he's
gonna
have
to
work
hard
to
do
that.
Okay,
but
when
I
hear
that
we
got
209
applicants
I'm
going
to
go
home
and
pull
up
the
salaries
of
the
current
clerks
and
the
rest
of
the
state
and
I
bet
you
a
dollar
cuz
I,
don't
see
a
whole
lot
of
people
want
to
jump
into
the
mess
that
Buncombe
County
had
unless
there's
a
lot
of
money
for
it.
S
Cuz
money
buys
everything
okay,
but
when
you
hear
about
property
valuations,
they
all
went
up
last
year.
We
just
heard
on
this
one
good
presentation
by
the
way
of
all
the
permits
written
for
you
houses
to
be
built,
and
then
we
hear
about
the
mission
being
private
and
start
paying
property
taxes.
So
that
gets
my
little
brain
to
working
up
here
and
I.
Think
that's
going
to
put
a
lot
of
money
in
the
pocket
and
I
can
promise
you
that
the
city
schools
and
the
Buncombe
County
Schools
will
be
here.
S
Begging
you
for
that
money
and
I've
got
a
wonderful
suggestion
for
this
board
to
consider
to
advise
your
county
manager.
I
see
something
like
30
million
dollars
going
to
debt
service.
Why
don't
we
take
that
extra
money
and
pay
off
the
debt,
because
then
that
would
help
the
local
citizens
that
were
born
and
raised
here
in
their
property
taxes,
because
as
you
pay
that
debt
off
and
you
keep
managing
like
you're
doing
right
now,
you
can
hold
that
budget
year
after
year
after
year,
because
you're
headed
in
the
right
direction.
S
When
you
make
each
department
to
account
for
themselves
I'm
talking
about
maintenance,
everything
and
you
do
it
by
department
by
department-
tell
you
that
is
because,
when
I
worked
with
both
of
County
Landfill,
the
Buncombe
County
Schools
was
dumping,
their
C
and
D
waste
for
free
in
the
landfill.
So
all
the
citizens
out
here
were
paying
and
given
the
school's
extra
money
and
until
I
told
a
guy
over
at
the
school
board
over
there,
but
I
was
going
to
go
public
with
that.
If
they
didn't
start
paying,
he
said.
Well,
it's
all
the
same
money.
S
I
said
no,
it's
not.
We
got
a
budget
for
the
landfill
and
we're
a
free
enterprise.
We're
like
a
free
enterprise
system
and
we've
got
to
pay
our
way
so
you're
gonna
pay,
because
when
a
contractor
showed
up
down
there,
I
only
had
to
do
say
that
was
school
trash
and
guess
what
the
contractor
put
money
in
his
pocket
and
brother.
You
better
believe
people
will
steal
you
blind
if
they
can't
so
keep
on
being
transparent.
Thank
you
very
much.
A
T
Thank
You
mr.
chair,
remember
the
board.
You
can
either
smile,
love
me
or
hate
me,
but
I'm
gonna
tell
you
one
thing
you,
commissioners,
that
are
sitting
there
right
now,
if
you
needed
to
come
to
mr.
rice
and
talk
to
me
when
you
got
on
the
board
or
before
you
wanting
to
set
up
front
of
scratched
your
head
in
your
bud
and
figure
it
out.
What's
going
on,
you
denote
because
I'm
gonna
tell
you,
the
same
thing
has
happened
tonight.
It's
happened
tonight.
T
New
commissioners
have
got
a
hard
job,
but
if
you
don't
educate
yourself
before
you
get
sitting
up
there,
you're
going
to
come
on
and
you're
gonna,
look
like
just
what
you
are
right
now,
five
years
later,
you're
trying
to
catch
up.
If
you
listen
to
me
not
just
because
I
know
something
because
I
know
something
that's
very
technical
and
that's
something
about
the
schools
and
the
schools
budget.
T
Buncombe
County
is
putting
every
bit
of
their
money
to
the
top,
and
you
understand
here
and
watching
it
they're
coming
in
here
and
asking
for
more
employees
when
you're,
not
even
questioning
what
they
want
them
for
these
employees.
They're
water.
Looking
for
SROs
social
service,
social,
where
you
call
it
social
workers
counselors.
These
are
not
the
people.
You
need
be
teaching
your
kids.
T
The
people
that's
been
on
the
enrollment
for
years.
That's
being
put
out
is
people
with
degrees
in
education,
the
people
that
they're
coming
in
here
wanting
this
year
for
me
well
$800,000
some
these
are
the
people
that
they
should
have
already
have
employed
and
kept
them
employed.
So
why
would
they
be
coming
to
you
now?
These
social
workers
and
counselors
is
not
to
people
you
need
these.
People
are
going
to
Raleigh
to
get
a
salary
increase.
They
ain't
going
down
there
to
get
help
for
the
kids.
T
The
school
fund
balance
you
can
ignore
it
and
you're
doing
it
right
now,
there's
nothing
in
this
budget
that
tells
me
that
you
are
paying
attention
with
twenty
point:
two
million
dollars
in
the
city
in
the
county
school
budget
and
it's
by
law
that
they
shouldn't
even
have
it
younger,
plum,
ignorant.
Commissioners,
if
you
don't
address
that
question
with
a
policy
and
an
ordinance
and
I've
asked
for
it,
County,
Manager
and
I
haven't
got
it
yet.
This
is
the
new
county
manager.
T
A
You
all
right,
Vail's,
all
right
couple:
announcements
on
May
22nd
at
11:30
a.m.
the
county
commissioners
will
attend.
The
annual
county
employee
awards,
luncheon
at
First,
Baptist
Church
in
downtown
Asheville
on
June
5th
at
5
p.m.
the
commissioners.
Regular
meeting
will
be
held
at
200
College
Street
here
in
room
326.
A
I
Sir,
mr.
chairman
commissioners,
we
have
five
matters.
I'd
asked
the
board
to
make
a
motion
to
go
into
closed
session
to
discuss
this
evening
under
143
318
11
a
to
matters
under
subsection
4.
That's
economic
development
matters
regarding
expansion
of
industry
in
the
area
under
subsection
6
to
personnel
matters.
We
anticipate
the
board
giving
direction,
of
course
that
if
any
action
is
to
be
taken,
you
two
have
to
be
taken
in
an
open
session
and
one
matter
under
subsection
3.
Regarding
an
attorney-client
privilege
matter
regarding
potential
legal
matter.
That's
an
update
for
the
board.