►
From YouTube: Board of Commissioners 2021 Budget Retreat
Description
The Board of Commissioners held a Budget Retreat to hear from County department heads on financial priorities and program direction in 2021.
A
To
just
say
good
morning,
good
afternoon
to
everybody,
and
thank
you
all
for
being
with
us
today
and
thank
you
av
tech
for
hosting
us
here
today,
and
I
know
a
lot
of
folks
are
still
eating.
So
that's
fine
to
continue,
but
I
just
wanted
to
get
us
kicked
off
and
I
think
we're
gonna
have
a
very
productive
planning
retreat
today.
A
A
C
A
C
A
A
C
E
E
A
A
By
utilizing
funds
from
the
federal
government
on
rent
mortgage
and
utilities
system
project,
we
spent
over
7.5
million
in
that
effort.
So
far,
in
addition
to
that
on
the
counties
thank
affordable,
housing,
subsidy.
We
have
been
able
to
affect
429
county
households
with
over
2
million
dollars
in
affordable.
F
F
A
A
C
A
G
A
A
E
A
A
A
Kind
of
april
may
of
2020
I
mean
just
drastic
unemployment
rate
increases
some
of
the
highest
we'll
ever
see,
and
you
see
that
red
line
at
the
top
bunker
county
being
being
highest
versus
asheville
msa
and
the
state
of
north
carolina
as
a
whole,
and
what
you
see
now
is
more
recently
we're
still
not
back
to
pre-pandemic
levels
but
we're
much
lower.
So
as
of
october,
the
north
carolina
unemployment
rate
is
3.6
and
then
funcom
and
the
asheville
msa
are
both
down
to
3.0.
D
A
We're
actually
in
a
better
place
in
the
state
as
a
whole
right
now,
but
unemployment
rate
is,
is
based
on
persons
in
the
workforce.
So
we
really
need
to
look
and
understand
what's
going
on
with
total
employed
persons,
so
this
is
employed
persons
in
buncombe
county
and
what
you
see
is
from
february
2020
to
april
2020
we
lost
32,
000
jobs
and
since
then,
from
april
2020
to
october
2021,
we've
recovered
28
000
of
those
that
means
there's
still
four
thousand
or
three
percent
fewer
important
persons
from
february
to
to
september.
A
G
E
A
A
D
A
D
B
A
Start
to
think
about
this
and
you
think
about
the
labor
shortage
and
the
employment
picture
and
overall
fewer
people.
The
question.
The
next
question
is
so
so
what's
happening
with
wages
and
what
we've
seen
with
more
recent
data
is
that
wages
are
starting
to
respond
so
this
chart
here.
The
red
line
is
a
three
percent
compound
annual
growth
rate,
just
as
a
reference
point
and
then
the
blue
line
is
the
actual
since
february
2020,
what
we're
seeing
in
north
carolina.
A
So
this
is
average
hourly
earnings,
total
non-farm,
and
so
what
you
see
is
we're
at
a
5.8
percent,
analyzed
growth
rate
and
so
really
march
being
kind
of
an
easy
point.
We
could
draw
a
comparison
of
overall,
we
were
about
at
three
percent
and
since
then,
we've
really
seen
wages,
respond
and
I'll
come
back
to
that.
As
we
talk
about
inflation,
but
we
would
hope
to
see
some
of
those
wage
pressures.
As
we
know,
we
have
a
tight
labor
market,
as
we
know,
there's
more
cash
and
money
in
in
the
economy.
A
A
Job
openings
for
every
job
seeker,
so
there's
about
8,
000,
unemployed
individuals
in
in
the
area,
but
there's
twenty
four
thousand
job
openings,
and
in
buncombe
alone
there
are
fifteen
thousand
seven
hundred
jobs.
So
so
a
significant
amount
of
need
versus
a
lower
amount
of
those
looking
for
employment.
A
A
That
means
that
we're
starting
to
see
some
indications
that
the
labor
market
is
responding
to
the
need
and
the
pricing
of
labor
and
so
we're
up
to
median
salary
advertised
salary
is
20
and
three
cents
and
what's
interesting
is
is
looking
at
this
data
of
what
types
of
jobs
are
being
advertised.
There's
really
two
themes
in
the
top
five
occupations.
A
Theme
is
kind
of
that
service,
industry,
retail
sales,
customer
service
representatives
and
food
service,
so
it
may
be
a
little
bit
more
responsive
to
some
of
the
wage
pressures,
so
that's
kind
of
it.
We
wanted
to
show
for
our
unemployment
and
labor
outlook,
but
I
just
wanted
to
pause
here
before
I
switch
into
some
of
our
consumer
spending,
see
if
there's
any
questions.
A
A
G
A
G
A
Likely
related
to
the
projection
of
capital
for
the
system
money
through
stimulus,
some
of
it
is
that
folks
are
continuing
to
stay
employed
able
to
spend,
but
overall,
that
is
a
very
positive
sign
for
the
local
economy
of
understanding
we're
up
19.
That
may
translate
very
closely
to
what
we
could
expect
with
sales
tax.
A
So
knowing
that
when
we
look
at
our
sales
tax
again,
we've
shown
you
this
this
graph
before,
where
we
use
really
2019
as
our
baseline
kind
of
our
last
full
pre-pandemic
year
and
our
2020
actuals
came
in,
we
we
started
the
year
higher
than
2019,
then
august
through
december.
Our
receipts
were
about
even
january
and
february.
We
had
a
much
higher
influx
and
then
the
pandemic.
F
G
A
A
But
we
stayed
above
those
2019
levels,
so
overall,
a
pretty
good
year
in
terms
of
where
we
expected
to
be
so
that's
at
the
end
of
fiscal
year,
2021,
that's
april
may
and
june
of
this
year.
So
as
we
kind
of
got
back
to
more
travel,
more
more
spending,
more
activity,
yep
they,
the
fbi,
2019
actual
line
this
course
is
flat.
A
G
A
G
A
A
A
Now
I
will
tell
you
it's
too
early
to
be
able
to
draw
conclusions
to
think
this
will
be
a
very
strong
collection
year
or
not
a
very
strong
collection
year,
but
this
has
to
do
with
this
timing.
More
of
those
mortgage
batches
have
come
into
our
collections
office
before
november
30th.
We
really
won't
have
a
strong
indication
of
where
we
would
end
the
year
until
after
december
or
that
penalty
date
of
july
january
5th.
Excuse
me
really
into
january,
so
we
did
budget
collection
this
year
at
99.5.
A
A
G
A
A
The
orange
line
is
our
cpiw,
so
that's
our
benchmark
that
we
use
for
our
cost
of
living
adjustment
and
then
the
blue
line
is
core
cpi,
so
that's
cpi,
less
energy
and
food.
So
some
some
price
shocks
happening
there.
For
other
reasons,
and
so
what's
important
to
see
here
is,
if
you
look
at
our
orange
line
from
about
2016
to
2019,
we
were
trending
at
about
an
average
annual
of
two
and
a
half
percent.
Then
that
fell
for
a
little
bit.
A
A
Time
horizon
our
cpi,
w
is
still
below
three
percent,
and
our
core
cpi
is
still
below
two
and
a
half
percent.
So,
yes,
it
is
an
indicator.
It
may
be
a
leading
indicator,
but
it's
not
an
immediate
cause
for
alarm,
like
I
showed
you
with
wages.
Wages
are
responding
to
some
of
these
pressures.
If
everything
is
getting
more
expensive
but
wages
aren't
responding.
A
A
A
So
for
this
year's
budget
retreat,
we
wanted
to
treat
the
financial
foundation
just
a
little
bit
differently.
So
we've
given
you
the
financial
outlook
recently,
as
we
were
talking
through
some
of
our
conversations
of
what
that
looks,
like
fund
balance,
trends,
spending
and
revenue
obligations,
but
for
today's
purposes
I
really
want
to
start
thinking
about
those
incremental
changes
on
the
horizon
for
fy23.
A
A
Dollars
and
you
were
expecting
much
more
or
if
you
were
expecting
much
less
just
let
us
know
so
I'll
pull
it
up
here
and
it's
in
no
particular
order
other
than
alphabetical,
and
so
what
you
see
across
our
table,
we've
got
our
category
or
item.
We've
got
what
the
22,
this
year's
amended
budget
is
and
then
the
expansion,
so
the
potential
new
additional
cost.
A
Now,
with
that
item
in
particular,
there's
some
potential
revenue
offset,
but
we're
really
focusing
on
the
expenditure
side,
make
sure
we've
categorized
everything
and
started
to
have
this
holistic
list,
the
second
there
being
affordable
housing
and
about
2.3
million
dollars.
This
year,
it's
shown
with
a
750
000
increase
next
year
for
an
expansion
of
staff
and
service
delivery
conservation
easements
there
at
750
000,
so
that's
shown
as
a
flat
750,
000
annual
expense
and
that's
the
direct
programmatic
dollars.
That's
not
related
to
the
staff,
the
new
position
this
year
to
support
those
efforts.
A
F
A
A
We
do
not
know
yet
the
impact
of
that
state
budget,
so
we're
working
with
the
school
system,
they're
waiting
on
some
information
from
the
department
of
public
instruction,
and
we
expect
to
have
some
information,
hopefully
in
the
new
year
of
what
that
cost
could
look
like.
But
there
were
some
some
increases
to
salaries
there.
There
could
be
some
local
impacts
in
terms
of
that
match
and
we'll
come
back
to
you
with
what
that
information
could
look
like,
but
it's
shown
his
tbd
there.
A
A
A
The
employee
costs
a
living
adjustment
with
the
new
methodology
being
based
on
the
two-year
average
annual
change
as
of
right
now,
with
our
estimates
of
what
that
would
be,
it
translates
to
about
a
5.4
million
dollar
increase
to
the
salary
and
benefits
budget.
So
that's
based
on
data
through
october,
we'll
make
the
calculation
based
on
data
through
december
and
will
be
part
of
the
conversation
for
your
overall
budget
planning
process.
A
To
the
capital
fund,
so
this
is
related
to
our
ending
fund
balance
for
fy21
being
in
excess
of
our
20,
so
that'll
be
approximately
8.6
million
dollars.
It's
still
a
little
bit
too
early
to
tell
we
need
those
good
financial
statements
to
be
able
to
make
that
calculation,
but
again
that
becomes
the
funding
source
to
offset
some
of
the
general
fund
obligations
for
some
more
capital
projects.
Greenways
things
like
that.
The
next
item
there
being
greenways,
perfect
segway.
A
A
A
D
A
As
an
expense
beginning
in
fy,
23.
and
then
strategic
partnership
grants
being
no
expansion
of
remaining
flat
at
about
the
1.5
million
total
so
of
what's
listed
here
well
and
then
below
the
line
is
also
the
big
unknown
at
this
point
because
we're
before
the
deadline
is
departmental
requests.
So
it's
continuation
of
grants
which
were
grant
funded
programs
that
need
to
be
absorbed
by
the
general
fund,
its
new
initiatives,
its
departmental
needs,
but
all
those
things
will
will
come
to
fruition
here
as
we
reach
our
budget.
A
A
B
C
A
C
A
Preliminary
analysis
of
braille,
potentially
bond
concept,
see
how
that
plays
out.
We're
not
doing
something
like
that.
This
is
arc
of
funding
right
now,
students
in
the
near
term,
that
could
be
a
source
of
funding
to
do
some
significant
things,
but
it
won't
be
forever.
I
think,
for
the
longer
term,
it's
really
changing
the
trajectory
on
what
we're
doing
in
the
affordable
housing
space
and
really
immediately
increase
construction
of
more
important
housing.
It
will
be.
A
A
C
A
G
A
A
A
A
A
You
know
looking
at
our
jobs
so
that
when
we
advertise
correctly,
you
know
when
we
look
at
retention.
It
really
takes
a
village.
It's
it's
not
just
hr.
We
can
get
the
folks
in,
but
it's
really
looking
at
all
departments
and
making
sure
that
we
are
providing
some
type
of
value
to
the
employees
to
want
to
stay
with
us
rather
than
looking
at
our
competitors.
A
A
A
A
A
And
so
we
start
looking
at
the
the
numbers
of
a
picture
from
december
2020
through
21..
You
know
67
folks
that
have
worked
for
us
for
less
than
a
year.
What
might
what
might
be
the
driver
for
that?
You
know
working
in
you
know,
as
in
a
public
entity,
it's
hard.
You
know
it's
it's
asking
a
lot
from
for
employees,
especially
during
the
perfect
times,
and
not
every
person
is
a
fit
in
that
job,
which
I
think
is
another
thing
too.
To
look
at.
You
know:
11,
volunteer,
separations,
163.
A
A
A
A
A
As
well,
you
know
during
the
the
job
fair,
you
know
the
some
of
the
folks
that
that
we
made
offers
to
they
had
low
level
of
experience,
but
they
weren't
at
the
top
wage,
and
you
know
had
we
done
that
it
would
have
really.
You
know
adversely
affected
the
employees
that
we
had.
So
we
chose
not
to
go
there,
but
that's
some
of
the
stuff
we're
seeing
with
a
lot
of
our
positions.
A
So
for
the
recruitment
efforts,
I
wanted
to
really
highlight
some
of
the
the
things
that
my
recruitment
staff
have
been
doing
over
the
past
12
months
and
you
can
see
where,
on
the
left
side
screen
where
it
says
all
jobs.
Those
are
the
positions
that
either
we
have
worked
with
those
organizations
to
scrape
our
jobs
so
that
way
they
get
posted
or
there
are
positions
that
we
actually
go
out
and
physically
go
in
and
type
the
ads
in
there.
A
The
others
are
position,
specific,
that's
those
are
if
we
have
ipma
hr,
that's
where
I
would
post
for
my
hr,
because
that's
that's
within
local
government
and
like
type
like
type
people
would
apply
for
those
types
of
positions.
Community
events
we're
also
looking
again.
How
do
we
reach
out
to
our
community?
How
do
we
find
folks,
right
here
in
asheville
but
you'll,
see,
there's
been
a
very
heavy
attention
placed
on
equity
and
make
sure
that
we
reach
out
and
really
try
and
increase
our
diversity.
Members.
D
A
We
had
some
internal
movement,
one
of
the
trainers
moved
to
another
area
within
human
resources,
so
we
were
actually
down
a
trainer
since
may
of
2021.
So
we
had
one
person
providing
the
majority
of
these
trainings
and
so
that
individual
had
created
28
unique
trainings
provided
9
383
hours
of
total
training
across
our
organization,
which
averaged
about
6.25.
A
The
other
thing
that
we've
been
focusing
on
and
we've
listened
to
employees
and
a
lot
of
what
they
want
is
they
want
to
be
able
to
connect.
They
miss
the
connection,
whether
it's
flexible
work
or
just
the
volume
they
miss
just
getting
together,
and
so
we
have
been
able
to
put
together
a
couple
engagement
events
where
one
was
the
night
at
the
tourist
game
and
then
most
recently,
we
did
a
festival
of
whites
where
folks
came
out.
D
A
A
Department,
I'm
here
to
talk
a
little
bit
about
capital
project
updates.
Over
the
last
couple
of
years,
we've
worked
really
hard
as
a
county
as
an
organization
to
build
a
robust
capital
improvement
plan.
We
put
together
a
capital
review
team
that
crosses
departments
and
we've
put
together
criteria
to.
F
F
F
Cox,
to
to
move
much
of
hhs
back
into
that
building,
the
contract
design
has
occurred
and
we
are
scheduling
project
kickoffs
with
the
stakeholders.
Now
to
to
see
what
that
looks
like,
we
also
did
planning
for
the
full
facing
building
that
will
now
be
at
35
woodfield,
where
we
will
co-locate
our
forward-facing
departments.
F
A
F
A
A
Have
been
identified
for
fiscal
year
23
for
us
to
move
forward
with
on
our
renovation
repair
good
afternoon,
commissioners.
So,
first
on
the
list,
there
is
the
40
mccormick
upfit
and
I'm
probably
aware
in
the
process
now
designed
for
a
new
general
services
facility,
and
so
that
will
once
that
facility
is
complete,
that
will
vacate
the
property
of
40
performance,
we're
looking
at
upfitting
that
for
ems
use
so
that
they
can
dispatch
some
ambulances
from
that
area.
Have
some
offices
in
that
area
for
supervisors
and
possibly
training
space?
A
Second,
on
this
list
of
four
house
electrical
upgrades,
the
switch
gear
electrical
switch
here
in
the
courthouse,
like
the
rest
of
that
building
to
start
to
get
some
age
on
it
and
it
needs
to
be
replaced
just
the
more
reliable
equipment
just
because
that
the
use
of
that
building
is
probably
one
of
our
most
important
south
buncombe
library
parking
expansion.
The
use
of
that
facility
that
the
parking
is
very
limited
compared
to
the
use
of
that
facility.
They
need
to
get
more
parking
spaces.
A
No,
we
don't
think
so.
So
is
it
just
an
expansion
of
service
parking?
Yes,
it
seems
like
a
big
number
for
just
expansion
of
surface
one
thing
we're
thinking
about
through.
That
is
a
new
entrance
to
try
to
help
avoid
some
of
that
school
interference.
So
we're
not
sure
what
kind
of
utility
work
and
that's
what
thing
might
come
into
play.
So
that's
that's,
probably
a
lot
to
do
with
that.
It's
not
just
a
simple!
It's
not
just
a
great.
G
A
There
those
two
elevators
are
a
stand-alone
system,
I'll
say
like
think
about
branding
otis
elevator
asheville
elevators.
Those
are
the
only
two
kona
yellows
that
we
have
so
looking
at
upgrading
those
the
stuff
we
have
that'll
help
save
on
service
agreements
and
that
sort
of
thing
and
then
the
county
garage
conversion
for
solid
waste.
A
Again
going
back
to
the
new
general
services
building,
the
county
garage
services
will
move
out
of
their
current
locations
beside
the
solid
waste
transfer
station
and
then
solid
waste
can
utilize
that
building
for
quick
repairs
on
their
trucks
that
utilize
the
transfer
station.
So
they
don't
have
to
go
all
the
way
to
the
landfill
to
make
a
repair.
A
I
was
just
going
to
say
through
the
facility
assessment.
You
know
we
sat
down
with
each
department,
so
emergency
services
did,
you
know,
have
interest
in
that
location
because
it
would
serve
downtown
as
well.
We
needed
another
location
downtown.
So
yes,
ma'am,
that's
that's
the
site
that
was
our
fed
by
emergency.
C
A
F
G
A
Throughout
that
entire
process
and
like
all
of
the
facilities
each
can
each
one
receive
a
average
condition
grade
of
one
to
five
and
they
base
those
gradings
off
of
things
like
exterior
envelopes.
Structural
systems,
mechanical
electrical
plumbing
systems,
interior
finishes
everything
to
do
with
the
facility
ada
compliancy,
all
that
and
establish
that
great.
G
G
A
Starting
with
the
lowest
score
library
facility
and
each
year
putting
a
project
together
to
help
remediate
some
of
those
those
issues
that
each
one
has
it's
like
mentioned
earlier.
I
think
it's
rusty
dimension,
so
wanna
know
what's
the
first
one
on
the
list,
so
that
is
a
project
that
we
will
be
proposing
for
next
step.
One.
F
C
A
F
A
A
A
If
you
look
to
the
right
in
your
first
two
bullets,
you
can
see
that
design
is
underway
for
the
a
section
which
is
the
highway
251
section
and
for
those
that
aren't
familiar
with
highway
numbers.
This
is
basically
riverside
drive
to
elk
mountain
road,
so
picture
that
sort
of
in
your
mind,
and
you
can
sort
of
see
how
that
travels.
A
Section
b.
This
is
called
beaver
dam,
creek
and
the
way
to
think
about
this
is
traveling
from
elk
mountain
across
to
the
merriman
avenue,
but
not
the
merriman
that
you
think
of
as
you're
driving
through
north
asheville.
It's
american
avenue
woodville,
which
is
a
little
bit
different,
but
that
connects
to
the
craggy
mountain.
A
So
two,
two
portions
of
greenway,
here,
a
and
b
section,
a
first
off,
I
would
say:
oh
these,
the
construction
and
design
of
the
screenway
is
all
under
a
single
contract
from
hntb
works,
equinox
and
others
to
design
this
greenway.
For
us
there's
a
number
of
task
orders
within
that
contract,
and
so
the
task
order
for
the
design
of
section
a
is
under
one
has
been
proceeding
and
that's
task
order.
Two.
If
you're
curious
task.
A
Which
would
be
the
sign
for
the
before
damn
portion
has
not
been
led
at
this
point,
and
so
what
we're
asking
for,
as
we
work
with
dot,
is
to
release
that
task
order.
That
way
we
can
design
both
sections
of
the
greenway
at
the
same
time,
and
so
we've
already
we're
already
a
couple
steps
behind
in
that
process.
But
the
whole
intent
for
designing
these
at
the
same
time
is
so
that
we
complete
design
roughly
around.
A
A
What
I
would
say
is
that
with
any
greenway,
any
project
period
we're
working
off
of
a
feasibility
study,
and
so,
as
we
go
through
the
actual
design,
there's
going
to
be
things
that
we
discover
that
we
weren't
aware
of
and
as
an
example
as
part
of
the
design
process.
You
know
we
do
hydrological
assessments,
we're
looking
at
stormwater
things
of
that
nature,
we're
also
doing
an
assessment
of
the
environment
specifically
what
happens
when
you
disturb
the
environment?
A
So
as
we
go
through
that
process,
we're
going
to
learn
more
and
based
on
that,
we
may
find
that
our
original
cost
estimates
which
were
prepared
over
four
years
ago,
have
increased
so
as
we
complete
the
design
of
task
force.
Two
and
three:
that's
something
we'll
look
to
to
sharpen
our
pencils,
one
area
to
keep
in
mind,
so
that
this
project
is
a
large
project.
The
county
has
responsibility
for
greenway
design
and
construction.
A
A
A
In
terms
of
where
we're
headed,
these
are
just
a
few
milestones
that
are
key
to
the
project.
So
we'll
begin
public
comment
mid-year
next
year
to
get
feedback
on
the
current
alignment.
The
ce
approval-
that's
basically
the
that's
the
environmental
number.
So
it's
a
here!
These
are
our
categorical
conclusions
for
the
ground
disturbance.
A
A
Acquisition
always
a
really
important
part
of
any
project
like
this.
Through
the
feasibility
study,
we
secure
letters
of
support
for
right
away
from
the
landowners,
so
we
feel
favorable
about
that,
but
as
we
move
into
the
more
real
stages
of
design
and
construction,
we'll
need
to
firm
up
those
letters
and
turn
them
into
actual
reasons.
A
A
And
I'm
just
I'm
pulling
from
an
update
that
was
provided
to
the
board.
It's
a
little
dated
2019.,
I'm
glad
to
confirm
it,
but
my
understanding
is
I'll
confirm
you
know
what
this
project
been
confusing
to
me.
But
what
percent
of
this
project
are
we
finding
cats
versus
the
other
wood
fish?
That's
right,
so
the
silverline.
F
A
A
A
A
Is
it
not
possible
to
start
the
right
way
acquisition
sooner
or
you
have
to
have
the
engineering
like
completely
finalized
to
know
you
know
exactly
what
the
easement
dimensions
and
things
like
that
would
need
to
be,
because
it
seems
like
we're
going
to
finish
one
section
and
then
start
the
next.
You
know.
Is
there
anybody
doing
this
in
parallel
to
maybe
compress
this
a
little
bit?
Definitely,
and
these.
A
A
Next
step
is
to
get
task
where
it's
re-rolling,
so
we
can
get
design
and
then
land
the
plane.
So
we
can
do
construction
for
those
days.
At
the
same
time,
at
the
end
of
design,
we
have
a
better
picture
of
cost
which
right
now
again,
we
don't
have
clear
pictures,
because
it's
a
feasibility
study
but
we'll
have
that
sound
good.
All
right,
I
guess
just
one
question
please
like:
if
there's
the
cost
overruns
you
know,
if
there
are
costs,
they've
run.
Obviously
they'll
have
to
be
more
dollars
down
somewhere
right,
like
different
organizations.
D
A
A
A
That
you
met
with
the
tda
to
explore
the
freeway
and
sort
of
walk
it
understand
what
that
could
look
like.
So
I
think
they're,
aware
of
the
town
as
well
as
riverlink.
We've
had
a
number
of
sessions
with
those
folks
in
terms
of
a
fundraising
campaign,
things
of
that
nature,
so
we're
looking
at
other
resources.
I
don't
think
commissions
should
feel
that
this
solely
falls
on
your
financial
plate,
but
I
just
wanted
to
be
honest
that
we're
anticipating.
A
Trail
is
within
anchor
commerce
park,
primarily
and
it
extends
from
warren
haynes
drive
and
curves
around
goes
through
the
business
park
around
and
get
intermediate
and
eventually
lands
on
sand
hill
road
near
the
angle
library.
So
that's
kind
of
your
path
to
think
about
in
terms
of
where
we
are
and
what
we've
got
to.
We
begin
our
design
of
this
project
this
year.
Some
delays
related
to
code
and
where
we
are
at
this
point
is
we
have
a
draft
alignment.
A
A
A
It
limits
impact
on
sort
of
developable
land,
that's
within
the
business
park,
but
it
also
puts
us
on
to
av
tech's
property,
which
we
think
is
a
good
alignment
that
will
allow
transportation
between
av
tech
to
the
sports
park
and
well.
We
think
that
is
a
good
fit
in
terms
of
where
we
are
with
the
related.
D
A
A
We
would
connect
from
new
belgium
curb
up
and
eventually
connect
to
the
smoky
park
bridge,
which
many
of
y'all
knows
the
bridge
to
nowhere,
so
that
project
is
funded.
What
I
want
you
to
know
is
it's
coming
in
portions,
and
so
the
first
portion
is
the
hot
gun
portion.
So
you
may
remember,
in
2019,
committed
to
come
to
bunker
county
as
part
of
that
d.o.t
included
an
incentive
to
construct
a
partial
roads,
popcorn
to
get
the
trucks
in
and
out,
and
so
that
portion.
A
D
A
Don't
have
the
exact
test
that
now,
what
we're
saying
is
approximately
100k
we'll
see
how
that
goes
as
the
project
continues.
Dot
is
looking
for
a
single
from
us
to
say,
hey
we're,
ready
to
move
forward
and
continue
on
this
project,
but
we
wanted
to
update
you
on
that
tim.
You
recall
where
those
bits
came
back.
A
A
Okay,
the
one
the
major
the
major
overrun
that
occurred
is
a
picture
you
know
connecting
and
crossing
the
bridge
to
get
on
to
smoky
park
highway
in
order
to
take
a
right
turn,
there's
some
signalization
that
needs
to
occur
there,
but
also
the
construction
of
a
turning
lane
and
an
acquisition
of
that
property
right
there,
if
you're,
taking
a
right
onto
smoky
park
and
so
that
right
of
way
basically
purchase
the
property.
Just
there's
the
car.
F
A
A
B
A
You
know
this
is
the
old
american
anchor
plant,
it's
a
brownfield,
and
so
our
original
alignment.
Since
that's
changed,
we
have
to
do
additional
environmental
study,
soil
sampling
things
like
that
to
make
sure
that
the
property
is
suitable
and
remediated,
but
you
know
we
know
that
there
will
be
some
challenges,
but
this
is
a
part
of
the
process.
A
We've
projected
to
acquire
the
easements
for
this
trail
at
the
end
of
22,
but
we'll,
of
course,
move
quicker
on
that
the
property
owners
over
there,
of
which
there's
one
a
goal,
would
be
to
have
a
mid-year
2023
advertisement
for
bid
and
ultimately
go
to
award
that
bid
for
moving
forward
on
construction
funding.
Makeup
of
this
project
is
about
six
million
dollars,
of
which
the
majority
is
coming
from
the
tda.
C
A
A
E
So
we'll
just
start
quickly
with
what
is
a
grant
so
per
the
county's
grants
policy.
We
state
that
a
grant
is
financial
assistance
from
an
external
entity
to
carry
out
a
public
person
purpose.
This
includes
federal
state
and
pass-through
dollars.
So
we're
talking
about
grants
we
receive
not
that
we
need
today,
not
that
we
give
out
to
other
agencies,
so.
E
Today,
we're
talking
about
grants
that
are
within
the
grants
fund
and
a
handful
that
are
in
our
general
fund,
but
we
are
which
is
the
bulk
of
the
grants,
but
we
are
leaving
out
some
within
the
transportation,
air
quality,
special
projects
or
hhs
pass-through
dollars.
So
with
that
in
mind,
we
currently
have
58
grants.
E
I
should
also
note
that
this
was
pulled
monday,
so
I
think
you
approved
a
few
grants
on
tuesday
that
are
not
included
here,
so
58
grants
with
a
budgeted
total
of
108.2
million
dollars
of
that
budgeted
amount.
You
can
see
the
graph
on
the
right
shows
that
2.4
million
of
that
is
county
cash
match
dollars,
which
is
just
over
two
percent
of
that
total
108.2
million.
E
The
cash
match
is
not
necessarily
inclusive
of
all
grant
match
across
the
county.
There
are
other
types
like
in-kind
match
that
may
not
be
tagged
with
a
grant
tag,
but
this
does
give
us
at
least
an
idea
of
the
leverage
of
county
funds
and
resources
to
grant
funds
received
from
funders
and
then,
as
you're
aware,
the
county
has
received
some
large
grants
related
to
covet
the
two
primary
being.
E
E
E
Related
purposes,
for
example,
there's
the
emergency
rental
assistance
dollars
that
would
be
make
up
a
large
portion
of
that
amount
after
human
services,
it's
public
safety
and
cultural
and
recreational
functions
come
in
at
about
the
same
amount.
Most
of
those
cultural
and
recreational
dollars
are
related
to
the
inca
recreation
destination
grant
from
tda.
E
Finally,
smaller
pieces
of
the
pie
are
economic
and
physical
development,
general
government
and
enterprise
functions
that
enterprise
consists
of
one
grant
related
to
the
tropical
storm
red
assistance
that
was
budgeted
in
solid
waste.
So
a
little
strange
to
be
an
enterprise
considered
enterprise,
but
also
listed
here,
is
a
quick
breakdown
of
how
many
grants
are
nearly
fully
expended
or
with
low
expenditures.
D
E
We
also
have
a
few
new
grants
that
you've
approved,
which
make
up
some
of
those
10
or
less
expended,
essentially
we're
managing
our
portfolio
expenditure
as
well.
It
doesn't
seem
that
we
have
a
large
portion
of
you,
know
our
portfolio
sitting
without
being
expended
or
sitting
once
expended
and
not
not
getting
closed
out.
E
Taking
a
look
at
our
grant
funders
who
gives
us
these
grant
funds
our
top
funder
is
the
federal
government
which
makes
up
40
of
our
grant
portfolio.
I
believe
that
comes
from
eight
different
departments,
again
we're
excluding
the
covid
funds
we
discussed
earlier
next
is
our
local
or
non-profit
agencies
making
up
30
36
of
the
grant
portfolio.
All
of
the
funders
that
fall
within
that
category
have
their
logo
displayed
here
and
then
finally,
the
state
of
north
carolina,
which
makes
up
the
remaining
24
of
our
grant
portfolio.
E
So
next
we
have
grant
positions.
We
currently
have
26
filled,
grant
positions
and
I've
listed
the
12
grants
that
fund
the
currently
filled
positions
on
the
left,
and
then
we
have
a
graph
on
the
right
which
shows
which
departments
these
positions
sit
within.
Currently,
justice
services
has
the
most
filled
positions
funded
by
grant
dollars
with
eight.
E
G
E
Have
fiscal
year
23
expiration
dates?
What
you're
seeing
here
on
the
slide
is
the
grant
name,
along
with
a
brief
description
of
the
purpose
of
that
grant
and
then
in
the
table
for
each
grant.
I've
pulled
the
actual
spent
from
the
previous
12
months.
That's
what
the
amount
in
the
first
box
next
is
how
many
currently
grant
funded
positions
are
filled
by
that
grant
and
the
expiration
date
of
the
grant.
So
this
is
just
intended
to
give
you
an
idea
of
what
may
come
to
you
as
a
budget
request.
E
Should
the
grant
not
be
renewed,
however,
a
few
of
these
have
historically
been
renewed,
and
we
would
expect
that
to
continue
a
few.
Others
may
have
other
funding
sources.
That
staff
is
looking
at
for
possible
continuation
of
services,
for
example,
opioid
settlement
funds
for
a
few
of
these.
So
this
isn't
to
say
that
this
will.
C
You
move
on
to
ask
by
heather
yeah.
This
is
my
last
one,
yes
heather's
point
several
of
these
are
expiring
and
you
don't
get
that
money
to
make
the
decision.
If
you
want
to
continue
that
service,
because
it's
not
definitely
an
additive.
So
I
just
want
to
make
sure
that
you
have
that
in
mind
budget
here.
These
are
all
worthy
causes,
but
I
want
to
make
sure
you're
thinking,
if
you
want
to
keep
the
service,
will
be
funded
by
the
general
people.
A
C
The
landscape
there,
if
you
want
to
start
yeah
sure
I
think
the
answer
is
right.
There's
a
lot
of
federal
funding
that
comes
through
to
work
on
justice,
related
items
and
we
you
know
the
court
system
is
the
state
function
and
so
where
we
can
influence
the
impact
of
our
justice
system
is
through
programmatic
items
right.
So
we
are
looking
always
looking
for
ways
to
fund
initiatives
that
are
potentially
new
novel
to
see
if
they
work
for
our
community,
so
I'd
say,
vote,
there's
lots
of
funding.
A
C
E
A
A
G
A
A
G
E
E
E
A
Yeah
so
part
of
part
of
that
policy,
one
of
the
probably
more
difficult
provisions
for
for
our
departments,
but
one
of
the
more
important
best
practices
is
that
county
manager
of
approval
is
required
to
apply
for
any
grant.
And
the
reason
is
that
requires
notice
to
budget
and
finance
for
eligibility,
but
also
for
a
department
to
do
an
attestation
that
it
aligns
with
our
strategic
plan
and
priorities
and
also
it
will
tighten
your
cost
benefit
analysis.
A
A
D
A
Good
afternoon,
commissioners,
so
raphael
baptist
innovation,
I
get
the
fun
role
of
just
being
the
introducer
and
the
clicker
man
for
this
presentation.
As
you
all
may
recall,
you
approved
this
budget.
Community
survey,
that's
been
out
in
the
field
and
we've
got
preliminary
results
today.
Our
vendor
for
the
community
survey
ryan
murray
with
btc
institute,
is
on
sue
and
he
is
going
to
present
culinary
results
to
you
today
I'll
caution
again.
A
B
There
we
go
yeah,
so
thank
you,
raphael.
It's
been
a
pleasure
to
work
with
raphael,
so
I
just
want
staff
and
commission
to
know
that
it's
a
pleasure
to
be
here
today,
but
raphael's
been
just
a
a
great
guy
to
have
as
a
contact
there
at
buncombe
county.
So
we
hope
we
can
continue
this
relationship
into
the
future,
as
he
mentioned.
I'm
my
name
is
ryan
murray.
I'm
the
assistant
director
here
at
community,
our
community
research
here
at
etc
institute.
B
B
I
know
that
everybody's
had
a
chance
to
already
review
the
survey,
so
I
didn't
really
want
to
get
into
the
nuances
or
the
the
details
there,
but
just
so
we
kind
of
have
a
good
overview
of
how
this
project
was
conducted.
It
was
a
six
page
survey.
The
first
survey
conducted
for
the
county
bar
by
our
firm
and
included
many
questions
included
in
our
in
our
benchmarking
database
and
and
basically,
what
that
is.
B
We
routinely
continually
and
continually
update
our
benchmarking
database,
with
both
national
and
regional
numbers
from
randomly
selected
participants
nationwide,
and
we
continue
to
develop
these
benchmarking
items
because
we
know
that
perceptions
and
opinions
change
with
the
times,
especially
given
the
last
couple
of
years
and
some
of
the
uneasy
or
uncertain
tea
that
we've
had.
You
know
regarding
public
health,
or
you
know,
safety
services,
and
things
like
that.
So
now,
the
benchmarking
that
we
will
be
able
to
provide
once
we
finalize
the
database
and
put
together
the
full
report
will
be
very
comprehensive.
B
B
Typically,
I
would
say
by
about
the
15th
of
november,
those
surveys
should
have
arrived
in
a
normal
year,
but
if
anybody
remembers
towards
the
end
of
october
or
beginning
of
october,
usps
began
some
different
service
delivery
times
and
that's
really
been
impacting
us
here,
pretty
severely
for
the
last
couple
of
months.
So
those
surveys
actually
didn't
begin
arriving
until
just
before
thanksgiving
on
november
24th.
B
So
it
took
a
number
of
days
about
three
weeks
for
those
surveys
to
actually
arrive
from
olathe
kansas,
where
we're
based
to
residents
in
buncombe
counties,
and
they
probably
arrived
over
the
course
of
a
few
days.
So
not
everybody
probably
received
their
surveys
on
the
24th
and
as
soon
as
we
saw
that
folks
had
received
their
surveys,
we
began
follow-up
attempts
and
those
those
begin
with
emails
and
text
messages.
And
then
we
start
to
target
folks
as
we
get
kind
of
further
along
the
processes.
B
We
try
to
reach
our
sampling
goals,
which
was
500,
completed
surveys
from
a
representative
sample
of
respondents
and
when
I
say
representative,
I
just
want
everybody
to
kind
of
be
on
the
same
page,
because
this
will
be
kind
of
a
discussion
point
when
we
actually
present
the
full
results.
But
that's
really
based
on
our
demographic
questions.
So
question
28
in
the
survey
is
asking
respondents
to
indicate
which
of
the
following
best
describes
their
race
or
ethnicity.
B
B
We
want
to
make
sure
that
most
of
our
respondents
are
hovering
around
that
medium
household
income
type,
and
we
want
to
make
sure
that
we've
got
a
good
representation
by
age,
but
because
this
is
really
a
household
survey,
understanding
how
various
households
within
the
county
perceive
the
services
that
you're
delivering
it's
going
to
be
more
so
about
representation
within
that
age.
Category,
so
about
one-fifth
or
or
you
know,
an
equal
distribution
among
all
the
age
types.
So
we
don't
want.
B
You
know
the
sample
flooded
with
folks
over
65
or
flooded
with
folks
under
25
or
under
35.
We
want
to
make
sure
we've
got
a
good
mix
there
and
same
with
gender
identity,
so
we
offered
male
female
and
prefer
to
self-describe
options.
For
that
particular
question:
we're
hoping
for
a
really
good
breakdown
with
regard
to
the
census,
bureau,
numbers
and
just
so
everybody's
aware
that
doesn't
always
happen.
You
know
99
times
out
of
100
good
representation,
especially
with
such
a
large
sample
size
in
a
large
community
like
buncombe
county.
B
So
if
something
comes
out
after
we
finish
data
entry
in
the
surveys
that
we
have
here
in
in-house
and
complete
the
the
processing
of
the
results,
we
can
weight
the
results
and
we'll
have
a
discussion
with
raphael.
If
that
needs
to
happen.
But
based
on
what
I
saw
and
what
we're
going
to
be
looking
at
here
is
based
on
approximately
350
of
our
500
total
responses,
which
we
are
far
above
500
completed
responses.
We
just
haven't
been
able
to
verify.
B
B
Offer
and
the
ratings
for
those
services
you'll
notice.
This
in
my
preliminary
results
here,
but
also
in
the
report.
Most
items
are
ascending
order
from
the
very
satisfied
and
satisfied
some
responses
with
neutral
falling
in
the
middle
and
the
dissatisfied
or
very
dissatisfied
off
to
the
right,
and
that's
going
to
be
how
almost
all
of
our
charts
and
graphs
will
look
in
the
final
report,
just
kind
of
ascending
order.
That
way,
and
that's
really
to
help
draw
your
eye
to
the
items
that
received
the
highest
levels
of
satisfied
or
positive
responses.
B
But
at
the
same
time
you
can
easily
pinpoint
those
items
at
the
bottom
of
this
table
that
didn't
receive
the
highest
levels
of
satisfaction,
which
would
be
quality
of
development,
cleaning
and
zoning.
A
difficult
item
primarily
because
folks,
sometimes
don't
like
the
decisions
that
are
made
at
the
highest
levels,
but
also
because
not
a
lot
of
folks
understand
development
planning
and
sodium
issues
to
a
high
level.
And
that's
probably
pretty
evidenced
by
the
fact
that
you
don't
see
a
lot
of
people
in
your
zoning
or
commission
meetings.
B
And
things
like
that
or
if
you
do
they're.
Probably
repeat:
offenders,
folks
that
you're
continually
seeing
in
those
same
meetings
who
are
interested
in
those
same
ideas,
but
when
we
talk
about
core
county
services,
some
really
high
levels
of
satisfaction
here
towards
the
top
of
this
list,
especially
with
the
quality
of
emergency
services
such
as
911
or
ems
services,
as
well
as
your
library
doing
a
really
good
job.
B
There
same
with
recreation
and
the
election
services,
we
did
have
a
little
bit
more
dissatisfaction
with
the
election
services
and
it's
unfortunate
just
because
counties
are
usually
tasked
with
election
services
in
their
state.
So
it's
just
one
of
those
things
that
we've
obviously
had
a
few
issues
with
over
the
last
couple
of
election
cycles
and
I
think
we'll
continue
to
see
some
disdain
or
dissatisfaction
with
that
particular
item
whenever
it's
asked,
regardless
of
how
well
the
county
may
be
performing
in
that
particular
area.
B
So
again,
a
lot
of
residents
just
off
the
top
of
their
heads,
probably
don't
have
a
really
good
sense
about
how
well
you're
performing,
but
a
lot
of
perceptions.
New
stories,
you
know
things
that
you
hear
word
of
mouth
can
have
an
impact
on
those
perceptions
and
I
think
we're
seeing
that
here
with
the
13
of
our
350
or
so
respondents
indicating
that
they're
very
dissatisfied
with
the
county's
election
services.
B
B
Again
just
kind
of
thinking
intuitively
about
that
question.
Not
a
large
number
of
our
of
our
county
residents
are
likely
to
receive
or
have
much
of
a
a
strong
perception,
either
positive
or
negative
for
with
county
social
services,
probably
because
they
don't
receive
those
services
to
some
degree.
So
again
seeing
a
lot
of
neutrals.
There
makes
sense,
but
that's
really
a
passing
grade.
B
One
of
the
next
things
on
the
next
slide
that
I
want
to
show
you
is
going
to
fall
right
into
the
analysis,
so
the
big
portion
of
our
kind
of
recommendations
or
our
conclusions
to
the
report
are
going
to
be
predicated
or
based
on
our
important
satisfaction,
analysis,
and
so
it's
as
I
mentioned
earlier.
Some
folks
have
a
have
a
interesting
perception,
maybe
on
your
county
election
services,
but
as
we
can
see
here,
it's
really
only
important
to
about
15
and
a
half
percent
of
your
residents.
B
So,
although
you
know
a
quarter
or
so
folks
indicated
they're,
not
really
satisfied
with
that
particular
service,
it's
it's
important
to
less
than
one
out
of
five
residents
to
the
community.
So
when
we
kind
of
put
those
two
things
together,
we
need
to
make
sure
that
we're
recommending
improvements
or
service
level
increases
or
investments
in
those
items
that
are
really
of
the
utmost
importance
to
residents
and
also
received
high
levels
of
dissatisfaction
or
relatively
high
levels
of
dissatisfaction.
B
As
we
can
see
here,
the
two
county
services
that
really
are
the
three
county
services.
If
we
go
back
one
more,
the
three
county
services
that
really
received
the
highest
level
of
emphasis
ratings
was
development,
planning
and
zoning,
which
is
the
item
that
received
the
highest
levels
of
dissatisfaction,
followed
by
county
social
services,
the
second
highest
dissatisfaction
item
in
public
health
services.
Another
item
with
some
relatively
eighteen
percent
about
one
in
five
residents
giving
dissatisfied
remarks
there
as
well.
B
So
when
we
forward
now
to
the
next
screen,
we
kind
of
blend
those
two
readings
together,
because
we
know
folks
can
sometimes
overstate
their
satisfaction
either
positive
or
negative,
or
they
can
kind
of
give
you
a
neutral
response
which
is
kind
of
difficult
to
work
with.
So
we
want
to
ask
not
only
satisfaction
but
also
importance
to
blend
those
together
into
our
important
satisfaction
analysis.
This
will
look
a
little
bit
different
in
the
report,
but
I
wanted
to
highlight
it
this
way.
B
It's
evidenced
by
the
high
degree
of
satisfaction
for
most
of
those
items
as
you'll
see
is
agriculture,
soil
and
water
services
may
not
have
received
awfully
high
satisfaction
levels,
but
it
really
wasn't
important
to
a
majority
of
our
residents,
so
that
kind
of
falls
down
that
list
there.
But
the
items
that
were
of
the
most
importance
and
had
the
highest
levels
of
dissatisfaction
are
those
three
items
at
the
top
of
this
list
and
those
are
the
three
items
that
should
really
receive
the
most
emphasis
moving
forward.
B
B
So
some
of
these
items
aren't
necessarily
about
an
increase
in
satisfaction
or
service
level,
but
more
so
an
increase
in
communication
and
perception
management
and
that's
how
we'll
kind
of
look
at
a
couple
of
these
items
towards
the
top.
However,
county
social
services,
it
does
look
like
there
are
a
large
majority
of
residents
who
are
relatively
dissatisfied
and
also
believe
that
it's
really
important
same
with
public
health
services,
given
the
covet
19
pandemic.
B
B
Plan
to
do
another
one
in
the
future
and
if
you
don't
plan
to
do
another
community
survey
in
the
future,
then
these
priorities
and
investment
items
really
are
just
for
looks.
But
if
you
do
plan
to
use
the
survey
results
inherently
in
your
planning
and
decision-making
processes,
it's
really
important
to
make
sure
we
go
back
out
to
residents
to
understand
if
what
we've
done
has
made
an
impact
on
rhythms
lives.
B
So
that
is
really
what
the
bulk
of
our
presentation
and
the
report
is
going
to
look
like
it's
going
to
be
some
charts
and
graphs.
It's
going
to
be
the
importance
items
as
well.
So
a
lot
of
frequency
charts
like
that
and
then
we're
going
to
deliver
the
important
satisfaction
analysis
for
a
number
of
service
items,
including
parks
and
recreation
and
communication,
a
few
other
items,
but
just
because
we're
we're
not
quite
finished
with
survey,
validation
and
also
data
entry.
B
We
just
want
to
make
sure
that
you
all
had
kind
of
a
heads
up
or
or
at
least
an
idea
of
how
things
might
look
and
just
so
you're
aware
with
350
completed
responses
in
the
database.
When
I
pulled
these
results
in
the
fact
that
we'll
have
about
over
500
there,
when
we
complete
data
entry
and
deliver
the
final
results,
it's
not
like
these
results
are
going
to
change
too
dramatically.
So
I
wouldn't
expect
satisfaction
ratings
to
change
too
much
same
with
the
importance
ratings.
Those
shouldn't
change
too
much
from
what
we're
seeing
here.
B
So
this
should
give
you
a
pretty
good
idea
of
what
we're
going
to
see
here
in
a
few
weeks
when
we're
able
to
deliver
that
draft
report,
and
so
with
that
raphael
you
can
go
ahead
and
go
to
my
last
screen.
Everybody
can
grab
my
email
address
and
our
website.
So
if
you
have
any
questions
or
if
you
want
to
discuss
anything
offline,
please
feel
free
to
give
me
an
email.
We
can
set
something
up,
or
I
can
take
some
questions
right
now
as
well.
We
can
kind
of
discuss
anything
that
anybody
have
for
me.
A
So,
based
on
the
faces
and
note
taking
sides,
we
all
have
some
questions
for
ryan,
which
is
why
you
see
her
just
a
couple.
Logistical
items,
so
I
mentioned
ryan,
will
come
back
in
january
february
to
give
you
kind
of
an
update.
Some
of
the
things
you
can
expect
in
addition
to
what
ryan
was
talking
about,
is
the
ability
to
break
down
some
of
these
questions.
Some
dispersation
into
some
more
of
the
geographic
areas
so
be
interesting.
A
A
B
But
that's
why
I'm
always
trying
to
use
the
word
perception
to
kind
of
you
know
describe
how
folks
feel
and
describe
the
responses
that
we're
seeing
so
obviously
with
the
quality
of
public
health
services,
I
mean
everybody
in
bancombe.
County
has
been
impacted
by
I'm
sure
the
decisions
that
the
county's
public
health
office
has
made
over
the
last
couple
of
years.
So
in
that
sense
I
think
a
lot
of
folks
probably
have
a
pretty
good
understanding
at
this
point
of
what
buncombe
county
is
doing
when
it
relates
to
public
health
services.
B
But
the
ones
that
I
would
be
most
concerned
about
are
the
quality
of
buncombe
county
social
services,
where
the
social
services
staff
should
have
a
percentage.
You
know
it
should
be
almost
front
of
mind
percentage
of
boco
county
residents
they
serve,
and
if
that
number
is
below
70
percent,
then
we
would
probably
assume
that
the
results
to
that
particular
question
might
not
be
telling
us
the
exact
quality
of
the
service,
but
the
perceived
quality
of
that
service,
and
sometimes
in
these
particular
exercises.
B
B
What
I
like
to
call
them
in
our
customers,
specific
customer
interactions
and
understand
if
that
interaction
was
positive
or
if
the
services
they
received
were
positive
and
the
same
could
go
for
the
county's
agricultural,
soil
and
water
services,
where
most
residents,
who
maybe
aren't
in
agriculture,
really
don't
have
much
of
an
idea.
But
from
word
of
mouth
and
other
items,
they've
they've
developed
a
perception
of
that
particular
item.
We
do
exclude
the
don't
know
responses
those
will
be
in
the
full
report.
B
But
for
our
analysis,
those
don't
know,
responses
are
excluded
and
when
you
see
the
full
tabular
results,
it'll
give
you
a
little
bit
better
of
an
idea
based
on
the
don't
know,
responses.
How
many
folks
just
didn't
have
enough
information
to
provide
a
response,
but
none
of
that
was
included
in
the
preliminary
results
here
and
the
same
could
be
said
for
9-1-1
services,
where
we
know
not,
a
vast
majority
of
our
residents
have
ever
called
9-1-1
even
within
the
last
decade.
Probably
so
again,
the
perceived
quality
of
that
service
is
probably
more
so.
B
B
You'll
see
a
lot
of
areas
that
hey
you
know,
there's
no
kind
of
beating
around
the
bush
here
folks
gave
their
response,
and
I
think
that
folks
had
a
pretty
good
idea,
but
there
were
also
a
lot
of
perception
issues
like
question:
12
was
regarding
public
safety
and
feelings
of
safety.
Well
that
that's!
You
know
that
that
really
is
a
perceptions
issue,
so
just
understanding
that
and
then
as
raphael
alluded
to.
B
Thank
you
so
much
ryan.
We
really
appreciate
you
joining
us
this
afternoon.
Yeah.
Thank
you.
All.
I'm
excited
to
share
the
full
results.
It'll
give
a
clearer
picture
to
some
of
those
items.
It'll
help
you
understand
that
hey!
Yes,
this
is
a
perceptions
tool,
but
a
lot
of
the
services.
A
lot
of
the
stuff
that
rafael
and
I
included
in
the
survey-
definitely
hit
home
with
the
majority
of
residents,
so
that'll
be
a
lot
more
enlightening.
It'll,
be
a
lot
easier
to
digest
than
kind
of
this.
A
A
Are
there
like
more
detailed
questions
on
the
different
services
too,
like
I'm
just
like,
for
example,
like
about
solid
waste
right,
so
sort
of
an
evident
question
around
like?
How
do
you
think
about
solid
waste?
You
know,
but
then
it's
like
like
are
you?
Are
you
a
wasteful
customer?
Do
you
use
the
transfer
station?
Do
you
use
the
landfill?
How
do
you
kind
of
ranking
these
differences
kind
of
key
things
that
we
do
in
that
space
yeah?
So
we
asked
them
for
a
waste
pro
customer
and
they
were
a
waste
probe
customer.
A
Then
we
asked
about
specific
rice
pro
services.
I
don't
have
the
exact
survey,
but
we
worked
with
vein
and
solid
waste.
These
are
the
big
service
areas
that
waste
for
provides
for
residential
collections.
We
asked
them
their
satisfaction
there.
Then.
Additionally,
we
asked
the
question
around
kind
of
some
coordination
of
what
some
things
they
could
potentially
want
from
waste
pro.
A
B
Yeah
yeah,
not
in
each
one
of
these
categories
and
again,
just
being
mindful
of
the
respondents
time
we
didn't
want
to
get
into
a
deep
dive
into
each
category,
and
that's
why
I
mentioned
the
customer
specific
items,
because
again,
social
service
is
really
that
best
example.
Where
very
few
you
know,
small
percentage
of
residents
are
using
those
services
so
to
to
include
an
additional
12
questions
about
the
county.
Social
services
would
just
fall
short
on
a
majority
of
our
respondents,
whereas
maybe
library
services
is
going
to
hit
a
much
broader
reach
of
folks.
B
So
we
kind
of
strategically
went
through
and
made
sure
that
those
services
that
are
going
to
be
of
the
most
use
or
actually
have
the
most
relevancy
within
the
community
were
touched
on
pretty
heavily
such
as
parks
and
recreation.
Getting
an
entire
service
for
folks
that
have
applied
for
a
permit.
They
got
an
entire
section.
Solid
waste
got
a
section
plus
a
few
questions
same
with
customer
service
values
and
then
some
covet
19
initiatives.
So
I
understand
what
you
meant
about
the
core
county
services,
but
just
keep
in
mind.
B
A
Second
good
afternoon,
commissioners,
I
am
rachel
nygard
and
I
am
representing
the
early
childhood
committee
today.
This
committee
is
staffed
primarily
through
strategic
partnerships,
also
because
the
work
of
early
childhood
education
spans
a
lot
of
our
service
areas
at
the
county.
We
also
have
staffing
support
from
human
services
from
strategy
and
innovation,
communications
and
public
engagement.
A
Three
of
the
commissioners
on
the
committee
commissioner
beechara,
who
is
the
chair
of
the
committee
as
well
as
commissioners,
white
sides
and
presley,
and
the
role
primarily
of
the
committee,
is
to
make
funding
recommendations
to
the
board
of
commissioners.
But
you'll
see
other
activities
listed
in
the
role
as
well
around
engaging
with
community
partners
and
soliciting
public
input,
as
well
as
studying
and
making
policy
recommendations.
A
A
You
heard
county
manager
pinder
earlier
during
the
highlights,
share
a
number
of
267
opportunities
for
early
care
and
education
supported
by
this
early
childhood
fund
since
its
establishment
in
the
three
years,
the
three
grant
cycles
that
the
fund
has
been
active.
The
committee
has
recommended,
and
the
board
of
commissioners
has
funded
11
million
dollars
in
grants
across
the
fiscal
years,
20
21
and
22..
A
We
have
full
year
data
for
the
first
two
and
first
quarter
data
for
the
current
fiscal
year
and
that
supported
the
creation
of
267.
What
we
call
slots
it
for
early
care
and
education,
as
well
as
supported
a
lot
of
other
types
of
programs
and
supports,
in
addition
to
just
that
volume
or
slot
creation
piece.
A
The
next
few
slides
include
some
highlights.
We
really
wanted
to
celebrate
that
work
beyond
just
numbers.
We've
talked
as
a
committee
about
how
the
word
slot
or
the
word
seat,
doesn't
really
reflect
and
embody
encapsulate
what
is
really
happening,
which
is
the
education
and
support
of
our
youngest
community
members.
So
some
highlights
you're
familiar
with
the
verner
center
for
early
learning.
A
Partnership
with
buncombe
county
school
is
opening
a
new
center
at
emma
elementary,
which
will
serve
up
to
100
children.
We've
supported
the
christie
avery
learning
center,
with
some
expansion
at
their
current
location,
as
well
as
a
new
location.
At
st
marks,
the
committee
supported
the
creation
of
a
new
early
learning
center
in
black
mountain
in
partnership
with
the
swananoa
valley,
child
care
council
called
the
donald
s
collins
center.
A
We
need
to
succeed
working
on
literacy,
trainings
on
track,
doing
a
matched
savings
program
and
bunker
partnership
for
children
doing
a
lot
of
supportive
work
throughout
the
field
of
early
care
and
education,
including
a
workforce,
training
program,
professional
development
and
systems
building.
So
you
can
see
a
real
diversity
of
programs
and
results
which
leads
to
the
next
phase.
A
A
Project
we
had
an
ad
hoc
group
of
a
subcommittee
of
the
early
childhood
committee
that
met
and
worked
on
some
recommendations
which
were
endorsed
by
that
committee
and
brought
to
the
board
of
commissioners
back
in
june
to
to
address
what
they
found
around
kindergarten
readiness
needs
and
equity
gaps.
Even
at
that
early
stage
of
education
at
kindergarten
entry.
A
The
focus
of
the
expansion
was
decided
at
that
time
to
be
to
examine
what
a
possible
local
supplement
might
look
like
to
the
north
carolina
nc
pre-k
program
to
maximize
the
state
program
and
address
gaps
to
better
meet
needs.
We
went
into
our
next
planning
phase.
Buncombe
partnership
for
children,
who
I
mentioned
a
moment
ago,
is
working
with
an
area
collaborative
called
actual
buncombe
preschool
planning
collaborative
and
they
are
providing
a
report
back
to
buncombe
county,
which
is
due
at
the
end
of
this.
A
Report
month
include
model
recommendations,
so
taking
the
philosophy
and
focus
of
pre-k
expansion
and
helping
us
come
up
with
the
the
building
blocks
that
would
be
needed
to
move
to
implementation
so
looking
at
the
key
needs
that
would
be
addressed
within
it.
Like
teacher
recruitment
and
retention
like
extended
hours,
supporting
and
filling
the
gap
of
the
nc
pre-k
program.
A
I
wanted
to
mention
that,
in
the
context
of
this,
as
has
been
true
with
many
of
the
issues
that
we've
been
studying
together,
staff
is
watching
what's
happening
at
the
policy
and
funding
level
with
the
state
and
federal
governments,
an
example
that
I'll
call
out
is
buildback
better.
So
that's
a
piece
of
legislation
passed
by
one
chamber
of
congress
that,
if
implemented
and
adopted
by
the
state
of
north
carolina,
would
bring
universal
pre-k
to
north
carolina.
So.
A
F
A
A
The
buildback
better
has
two
components
that
would
help
young
children.
One
is
sort
of
like
a
child
care,
subsidy,
expansion,
addressing
affordability,
gaps
of
early
care
and
then
the
other
is
is
universal.
Pre-K,
which
I
understand
states
would
identify
which
approach
they
would
use,
and
we
anticipate
that
north
carolina
would
be
likely
to
use
nc2
and
nc
pre-k
as
their
universal
pre-k
implementation.
A
A
We
don't
know
what
the
report
will
recommend
and
what
all
of
the
different
items
and
sequencing
and
costs
will
be
for
pre-k
expansion.
We
are
not
looking
to
have
any
budget
increase
beyond
just
the
standard.
Two
percent
that
happens
to
this
fund
each
year,
we're
going
forward
with
the
regular
annual
grant
program
while
working
on
a
creation
of
this
multi-year
implementation
plan
for
pre-k
expansion.
A
D
A
D
A
E
A
I
think
it
would
be
very
exciting
to
receive
this
report
and,
from
that
basis,
as
well
as
additional
input
from
the
committee,
the
commission
will
then
I
think,
have
the
raw
ingredients
to
develop
a
roadmap.
I
would
put
forth
that
the
roadmap
would
start
with
us
formally
articulating
a
commitment
to
universal
pre-k.
A
This
at
the
state
and
federal
levels
is
where
the
conversation
is.
Several
other
counties
and
localities
in
north
carolina
have
articulated
that
as
a
policy
goal
in
much
the
same
way.
That
we
have
around
our
goals
around
renewables
or
conversations
we're
having
around
housing
that
are
exciting.
I
think
setting
that
clear,
ambitious
but
clear.
A
A
State
and
federal
funding
in
the
mix
as
well.
What
we
do
know
about
this
report
that
we're
about
to
get
which
is
very
exciting,
is
they've
done
an
excellent
job
of
analyzing.
What
would
be
required
to
begin
meaningfully
scaling
ncp
in
pumpkin
county?
That
includes
addressing
some
of
the
ongoing
structural
challenges.
We
know
exist
around
particularly
recruiting
people
into
the
field,
keeping
them
in
the
field,
paying
them
enough
that
we
don't
have
constant
churn.
A
Thoughts
and
perspectives
on
that,
what
we
will
be
getting
essentially
is
sort
of
a
menu
of
strategies
we
could
invest
in.
Some
are
higher
dollar,
some
are
lower
dollar.
Some
are
one
summer
or
annualized
recurring
costs
that
build
the
right
foundation.
Essentially
for
the
house,
we
are
trying
to
build
and
in
terms
of
the
timeline
we'll
get
support
in
end
of
the
year.
A
Have
the
committee
have
a
chance
to
look
at
in
early
january,
and
our
hope
is
in
february
to
be
able
to
come
to
the
commission
with
some
crafted
road
maps
of
here's
option,
a
b
or
c
of
how
we
could
pursue
this
and
here's
some
concrete
funding
discussions
to
have
about
how
we
might
deploy
cargo
funding
to
do
this,
whether
we're
ready
to
have
a
conversation
about
increasing
general
fund
allocation
to
the
fund
and
how
we
are
all
just
sort
of
thinking
about
that
in
a
moment.
So.
E
A
A
C
A
A
C
E
A
A
A
A
D
D
A
E
E
A
A
And
conserved
lands.
You
know
last
year
you
very
generously
increase
the
funding
that
you
provide
for
transaction
costs,
conservation,
easements
and
that's
been
really
exciting
and
is
allowing
us
to
get
more
and
more
properties
conserved.
So
we
want
to
look
at
you
know:
how
are
we
prioritizing
those
conserved
lands?
How
can
we
you
know?
Can
we
create
some
mapping?
Can
we
look
at
what
overall,
an
important
point
to
make
here
is
we're
not
just
talking
private
lands
here,
public
lands
and
private.
A
A
A
A
A
A
This
this
priority
has
legislative
ramifications
on
how
we
can
move
forward,
and
I
don't
know
if
it's
a
appropriate,
necessary
necessarily
to
say
limitations.
But
there
is
definitely
structure
around
it
in
which
we
need
to
operate
so
continuing
to
look
through
that
find
out.
Where
is
the
greatest
need,
and
where
are
the
greatest
challenges
for
getting
our
commercial
properties
to
adopt
renewable
energy
and
looking
at
how
we
can
continue
to
support
commercial
scale?.
A
A
A
A
A
A
A
To
do
more,
and
so
I
definitely
support
that
too,
and
but
I
think,
we're
our
office
wrong,
start
and
appreciate
the
commissioners
supporting
the
folks
that
we
have
to
work
with
they're,
really
we're
fortunate
in
the
community,
where
there's
a
lot
of
knowledge
and
talent
around
this,
I
think,
will
be
a
great
combination
of
ideas
and
perspectives
from
within
our
government
as
well
as
kind
of
coming
in
as
well.
So
looking
forward
to
to
doing
more
whole
settings.
A
This
subcommittee
of
the
board
is
comprised
of
chairman
and
commissioners
edwards
and
sloane.
It
was
actually
created
in
early
2019
year.
2020
and
part
of
that
was
a
response
to
the
recognition
by
the
board
at
that
time,
for
the
need
to
really
devote
some
specific
attention
on
the
really
complex
issue
of
affordable
housing,
as
well
as
the
complex
nature
of
financing
funding
and
supporting
projects
within
that
arena.
A
A
You
can
see
from
this
slide
is
that
about
25
of
the
funding.
The
total
funding
over
that
span
of
time
was
invested
in
the
last
three
fiscal
years,
so
there's
been
a
significant
uptick
in
investment
and
about
half
of
the
unit
and
household's
work
that's
been
achieved
has
also
been
within
that
last
year,
so
there's
certainly
been
an
increase
in
investment
and
in
project
support
for
the
united's
numbers.
Staggering
38.
A
Separate
from
the
union
of
creation
of
various
programs
and
activities,
other
accomplishments
include
ensuring
that
the
affirmation
process
continues
to
align
with
the
budget
schedule
that
occurred
actually
a
couple
of
years
ago
that
we
made
a
shift
call
for
projects
that
have
a
better
line
with
the
budgeting
process
and
continue
that
effort.
As.
A
A
This
includes
1500
rental
units,
400
ownership
units,
500
home
repair
units
and
400
ownership
for
rental
units
for
what
was
traditionally
referred
to
as
workforce
housing,
but
at
the
communities
direction.
We're
looking
for
a
better
word
for
that,
because
our
workforce
is
at
all
kinds
of
income
levels,
but
that
is
for
those
households
at
80
to
120
a.I,
so
just
above,
what's
traditionally
classified
as
affordable
as
affordable
incomes
and.
D
A
And
so
going
forward
to
the
rest
of
this
fiscal
year,
there
is
a
schedule.
Part
of
that
will
include
an
evaluation
of
the
upcoming
this
year's
foreign
services
program,
so
that'll
take
a
big
chunk
of
the
spring
before
that
the
community
attempts
to
look
at
homeless
goals
evaluating
what
the
county's
role
is
in
that
process.
A
In
23,
they
are
pretty
scheduled.
Looking
at
some
of
those
other
gold
setting
items,
the
outcomes
and
key
takeaways
from
the
committee
through
this
process
are
there
four
one
that
there
are
significant
resources
in
both
funding
and
staff
that
are
needed
to
achieve
the
goals
that
have
been
said
and
that
they
anticipate
will
be
set
and
to
make
a
definitive
impact
on
the
affordable
housing
needs
that
you're,
seeing
in
the
community?
A
Also
the
consideration
and
the
moving
forward
on
the
trust
republican
management
study
that
partner
capacity
building
is
needed
for
affordable
construction.
So
we
have
a
lot
of
traditional
partners
that
we
work
with.
Those
entities
will
likely
need
some
capacity
expansion
as
well
as
introducing
and
bringing
in
other
entities
to
provide
that
kind
of
or
be.
A
A
A
And
so
next
steps
will
be
continued
goal
setting
and
the
regular
program
activities
so
continuing
that
work
of
effectively
executing
the
affordable
housing
services
program,
recruiting
and
onboarding
community
development
staff
necessary
to
support
these
efforts,
providing
data
to
the
trust
for
public
land
for
feasibility
study
and
doing
an
analysis
of
that
report
and
then
moving
forward
on
downtown
studies
which,
based
on
staffing,
needs
and
bring
up
good
stuff.
We
just
think.
A
G
A
A
little
bit
into
the
feeds,
but
it's
just
a
few
thoughts.
I
wanted
to
share
about
about
one
piece
of
these
goals
that
we're
setting
you
know
on
the
goal
of
the
1500,
affordable
apartments.
Right,
like
that's
the
biggest
of
those
goals,
we've
set
up
their
home
ownership
goals
as
well,
and
you
know
kind
of
work
for
workforce
housing
or
whatever
we're
going
to
do.
I'm
going
to
describe
that
this
1500
unit
rental.
D
A
For
households
by
2030
is
the
biggest
of
this
goal,
so
I've
just
and
we've
really
been
doing
spending
a
lot
of
time.
Looking
at
what
other
communities
around
the
state
are
doing,
you
know
what
durham
city,
durham
county,
charlotte
mecklenburg,
wake
county
raleigh,
what's
happening
all
around
the
state
and
it's
pretty
exciting.
I
mean
you
know
the
challenges
we
have
in
pumpkin
county
around
affordable
housing.
A
D
A
D
A
A
A
Doable,
I
think
in
some
ways
like
the
our
housing
market
is
so
crazy
in
a
lot
of
cases.
People
just
always
have
this
sense
of
despair
like
there's
just
nothing
we
can
do
about
it
right,
like
it's,
just
gonna
get
worse
and
worse
and
worse,
and
only
rich
people
will
live
here
and
it's
just
that's
that's
the
way
it's
gonna
turn
out,
but
in
terms
of
going
to
this
this
school
of
1500,
affordable
rental
goods.
It's
a
really
compelling
goal.
You
know
this
is
the
only
report
that
was
done
was
considered.
A
D
A
Is
it?
Is
this
big?
It
is
this
big
problem,
even
if
we
achieve
this
goal
of
1500
units,
we
don't
solve
this
problem
like
we're
not
going
to
solve
this
problem
in
a
few
years,
but
this
would
be
a
significant
increase
over
what
we've
been
doing
up
to
this
point
as
a
community,
and
I
think
it
could
be
for
the
first
time
where
the
problem's
actually
getting
like
we're,
actually
making.
You
know
the
problem's
not
getting
worse
like.
A
G
A
B
A
About
the
county
can't
solve
it
all.
You
know
solutions
that
kind
of
draw
on
all
these
resources,
and
one
of
the
opportunities
for
resources
that
we
have
minimally
utilized
as
a
program
are
around
these
affordable
housing.
Tax
credits
like
you
basically
use
this
strategy
today
to
do
like
one
project
per
year
in
duncan
county
using
this
tax
credit
program,
it's
a
very
competitive
program,
but
there's
another
part
of
that
housing.
Credit
program,
that's
basically
kind
of
more
uncapped
and
it's
been
less
utilized
here,
because
it
does
require
more
investment
from
the
community
level.
A
A
C
A
I
just
kind
of
wanted
to
touch
on
a
couple
of
things
so
like
as
an
extended
illustrative
example.
The
lakeshore
apartments
project
on
hendersonville
road,
just
off
hendersonville
road,
is
a
120
unit.
Development,
deeply,
affordable,
60
ami,
that's
consistent
with
our
goal.
So
to
meet
this
1500
uniform.
We
basically
need
to
build
like
12,
12
and
13
projects
of
that
size
by
2030
to
meet
that
goal.
So
that
is
a
big
lift,
but
it's
not
like
an
impossible
goal
like
if
you
build
a
couple
of
those
every
year
we
can
get
to
this
goal.
A
The
county
invested
there's
a
total
of
3.7
million
dollars
with
local
investment
two
and
a
half
from
the
county,
1.2
million
from
anticipated
from
dogwood,
so
about
31
000
of
local
investment
in
that
project,
a
total
of
3.7
million
dollars,
but
because
it
qualifies
for
housing,
tax
credits,
the
housing
tax
credits
bring
in
9.6
million
dollars.
So
that's
sort
of
the
power
of
this
program.
It's
that
if
we
start
building
more
projects
that
use
that
structure
qualify
for
housing,
tax.
A
From
this
national
policy
that
we
draw
down,
so
if
we
think
about
building
12
or
13
of
these
projects
at
that
scale,
between
now
and
2030,
if
lakeshore
is
kind
of
a
model,
it
will
end
up
costing
our
community
a
little
over
50
million
dollars.
That's
not
necessarily
all
county
money,
it
might
be
city
county
about
52
million
investment
to
reach
that
goal.
A
A
So
I'm
not
saying
it's
the
only
strategy,
but
it's
a
key
strategy,
and
so
I
just
wanted
to
kind
of
put
a
few
thoughts
down
around
kind
of
why
that
sort
of
emerging
as
as
a
key
opportunity
and
one
of
the
things
that,
as
we
think
about
that
goal,
maybe
fleshing
it
out,
we
might
want
to
think
about
what
percentage
of
those
you
know
we
want
to
to
specifically
pursue
utilizing
these
important
tax
credits.
So
anyway,
that's
kind
of
what
this
is
about.
I
just
had
it
in
my
head.
A
A
A
F
D
A
It
feels
like
a
step
forward
in
our
work
on
affordable
housing,
so
very
excited
I'd
like
to
spend,
as
we
move
forward
with
this
just
understand
a
bit
more,
how
we
will
think
about
projects
that
would
qualify
for
four
percent,
but
might
also
be
an
important
addition
and
just
sort
of
some
ways
for
us
to
think
systematically
and
consistently
about
those
just
stepping
back
for
a
second
with
each
of
these
presentations.
I
think
one
thing
that's
exciting
is
that
we
that
we.
A
We
have
in
each
of
these
core
program
areas
pretty
big
ambitious
goals,
the
renewable
and
this
would
be
benchmarked
at
2030
with
universal
pre-k.
I
think
that
means
a
question
to
be
seen,
and
then
we
have
the
comp
plans
around
the
horizon
after
that,
so
I
feel
like
it
really
started,
starting
to
lay
the
groundwork
for
how
to
do
some
sort
of
major
structural
work
in
the
years
and
decades
ahead.
That
is
exciting
to
kind
of
take
a
moment
to
just
reflect
on
across
these
core
priority
areas.
A
A
A
The
major
trade-off
when
we
talk
ferry
road
or
some
of
these
properties
is,
you
know,
ferry
roads
completely
open
space.
You
know
so
there's
no
infrastructure,
whereas
if
we
look
at
cox
avenue
clearly,
you
know,
you've
got
roads,
sidewalks
facilities,
it's
a
different
pace,
but
we
were
slightly
ahead
in
the
sense
that
we
started
thinking.
D
A
Buildings
on
them,
programming
going
on
there.
Others
are
just
a
parking
lot
right
that
we
can
do
without
so.
The
rfp
I
mean.
Maybe
we
haven't,
got
a
little
conversation,
but
I
mean
it
might
end
up
being
a
series
of
rfts.
I
might
imagine
right
or
are
we
thinking
of
just
doing
one
and
doing
it
all
together?
A
A
So
I
think
that
should
be
part
of
the
analysis
as
well
that
we
look
at
you
know.
What's
what's
under
the
subsurface
from
a
geotechnical
perspective,
let's
possibly
add
up
as
well.
I
guess
I'm
just
probably
just
awkward
like.
I
think
some
of
them
are
more
complicated
than
others,
but
there
are
opportunities
to
move
on
some
of
the
ones
that
stand
out
as
perhaps
the
most
straightforward,
developed,
near-term
development
opportunities.
A
F
A
You
know
one
of
the
other
one
of
the
other.
I
think
important
kind
of
awesome
issues
or
sort
of
realities
we
find
ourselves
in
that
space
that
stood
out
for
this
time
we
spent
just
researching
what's
happening
is
like
the
you
know,
this
important
federal
program
besides
like
this
is
like
the
tax
credit
program
is
in
our
country
to
address
affordable
housing
and
homelessness
related
issues.
A
It's
like
the
federal
voucher
program
right
in
our
communities
eligible
for
a
certain
vouchers,
and
then
people
can
use
those
to
get
housing
anywhere
that
there's
a
landlord
that's
going
to
rent
people
to
take
vouchers
in
our
community.
So
it's
not
just
like
public
housing
and
things
like
that,
but
there's
just
literally
not
enough
landlords
that
do
that,
and
that's
one
of
the
great
things
about
these.
A
These
projects
we
can
build
is
that
basically,
all
the
developers
do
take
vouchers
like
this,
the
biggest
besides
outside
of
public
housing,
administering
it
it's
the
biggest
place
for
people
to
take
vouchers,
but
right
now
our
community
is
eligible
to
get
like
several
hundred
additional
vouchers
every
year
that
basically
kind
of
go
unused
in
our
community,
because
there's
just
literally
not
enough
affordable
units
out
there,
where
landlords
will
take
them.
So,
as
we
start
building
up
these
strategies,
it
has
kind
of
a
synergistic
effect
of
also
enhancing
our
ability
to
draw
down
some
things.
A
A
By
itself
for
sure,
but
it's
all
I
think
these
things
are
all
it'll-
definitely
benefit
us.
That
person
was
quoted
in
the
newspaper
about,
like
you
know,
in
one
of
these
like
tense
intent,
developments
happened.
One
of
the
resident
services
said.
You
know,
I've
been
on
the
housing
authority
waitlist
for
a
long,
long
time
and
I'm
still
years
away
from
getting
into
public
housing.
A
A
C
A
A
So
as
part
of
that
effort,
there
was
a
community
center
survey
that
was
issued
in
july.
Of
21
goal
of
the
survey
was
to
really
understand
within
community
centers.
What
are
the
amenities
that
are
offered
different
types
of
programming
and
services?
I
would
also
assess
from
those
community
centers
what
would
you
do
differently?
Potentially,
if
you
had
additional
funding
and
so
out
of
the
list
of
35
senators
that
we
surveyed
had
about
15
respond,
which
is
not
a
terrible
response
rate,
I
would
ask,
and
just
an
example
of
the
type
of
responses
we've
seen
there.
A
A
A
In
terms
of
how
community
centers
have
been
funded
historically,
this
is
just
a
snapshot
from
21,
but
we
have
prior
years
as
well.
You
can
see
a
handful
of
community
centers
here
in
this
case
six,
and
you
can
see
the
grant
dollars
that
have
been
allocated
to
these
respective
community
centers
through
different
meetings.
A
A
A
For
supporting
our
community
centers
and
those
are
those
pathways
are
broken
up,
based
on
whether
or
not
it's
a
county
facility
as
a
starting
point.
So
with
respect
to
county-owned
facilities,
what
we've
offered
is
that
function
county?
Should
you
know,
budget
for
facility,
repairs
and
maintenance
on
an
ongoing
basis
for
those
specific
centers
we
own.
A
Care
of
it
just
like
we
would
with
any
other
facility
partner,
these
facilities
would
still
be
eligible
for
other
types
of
grants.
So
you
know
debut
center,
wanted
to
pursue
a
recreation
grant
or
strategic
partnership
grant
with
for
programming.
We
believe
that's
acceptable
use.
However,
we
would
expect
you
know,
facility,
repair
and
maintenance
to
kind
of
fall
into
the
typical.
You
know
general
services
budget
present
with
respect
to
privately
owned
facilities.
You
know
these
are
privately
owned
and
thus
we're
not
able
to
maintain
those
for
a
variety
of
reasons,
but
we.
C
A
Expect
those
privately
owned
facilities
to
take
advantage
of
grants
just
like
any
other
private
entity
that
is
eligible
for
a
grant
so
pushing
those
community
centers
into
you,
know
recreation
grants
due
to
partnership
grants
in
both
of
these
scenarios.
You
know
I'm
in
bullet
two.
At
this
point
we
think.
D
A
D
A
How
do
we,
as
a
county
government,
use
those
community
centers
to
engage
the
public?
So
these
are
kind
of
separate
questions.
We
have
a
maintenance
and
question,
but
then
we
have
a.
How
do
we
use
these
centers
to
offer
services
to
engage
the
public?
So
that's
a
different
kind
of
mask
but
refers
to
kind
of
an
engagement,
so
I'll
pause
there
to
see
pk,
lily
and
rachel
anything
I've
missed
anything
else.
A
C
A
Sure
the
general
service
is
tasked
primarily
to
take
responsibility
for
those
facilities
and
with
the
first
step
being
to
complete
an
assessment
of
those
facilities,
and
so
we've
begun
that
process.
We're
tagging
on
to
a
similar
assessment
of
our
park
facilities,
and
we
expect
to
have
this
done
by
the
march
time
framework
this
year.
So.
C
G
A
C
A
F
B
A
Increase
that
funding
in
general,
though
there
is
a
thought
it's
not
fully
fleshed
out
today,
but
a
question
of,
should
we
be
have
sort
of
a
one-stop
shop
for
community
center
funding.
So,
instead
of
sending
folks
to
multiple
grants
and
different
grant
cycles,
should
we
just
have
a
single
you
know,
grant
funding
cycle
for
community
centers
we're.
A
A
A
D
A
And
then
some
of
these
are
within
the
city.
That's
correct.
Some
are
non-official.
Okay.
Can
I
ask
a
really
question?
Are
there
other
community
centers
that
don't
have
community
centers
in
them
they
kind
of
are
but
they're
just
not
called
exactly
those
words,
friendship,
center
and
stuff
like
that,
they
don't
say
community,
oh
right
yeah.
A
F
A
County-Owned
centers
from
a
maintenance
perspective,
making
sure
that
the
best
they
can
be,
but
then
for
these
other
community,
centers
they're
recognizing
my
programming
needs
and
so
sort
of
recognizing
that
and
those
grant
sources
being
a
source
to
support
those
programming
needs,
even
if
they
are
very
specific,
so
I
can
speak
so.
First
of
all,
I
appreciate
you
all
looking
at
this.
I
know
from
the
standpoint
of
some
of
the
ones
that
are
counting
on.
I
think
the
approach
that
you're
considering
could
be
very.
C
A
I'd
also
say
that
what
you
get
on
as
far
as
them,
I
feel
like
they
have
been
what
I've
seen
from
talking
to
people
underutilized
through
the
years,
because
these
are
the
places
where
they
know
the
people
in
the
community
they're
able
to
pull
those
people
and
get
those
resources.
So
from
the
perspective
of
the
county
in
those
more
rural
areas,
it's
a
great
way
to
do
that
community
engagement
and
provide
resources
out
in
the
community
that
currently
isn't
really
being
done.
A
A
A
C
Currently,
we
don't
put
any
funding
right
now
and
to
maintain
the
building.
How
do
we
charge
right
for
those
facilities?
So
to
your
point,
if
we
are
going
to
start
investing
in
those
facilities,
I
would
want
to
make
sure
that
the
board
has
a
way
to
get
back.
Some
of
that
which
is
through
using
the
facility
for
community
engagement,
we
want
to
make
sure
we
can
block
out
whatever
it's
a
day
when
it's
welcome.
It's
going
to
be.
A
G
A
D
C
We
know
we
have
a
goal
in
our
strategic
plan
about
having
recreational
facilities
close
to
you
within
a
five
miles.
I
believe
radius
yeah,
so
you're
right.
If
we
need
to
start
funding
these
things,
what
role?
How
can
we
help
you
advance
our
strategy?
Is
it
through
recreation
or
is
it
through
libraries
or
what
does
that
look
like
right
that
bigger.
A
Need
conversation,
something
that
would
also
happen
just
does
any
of
that
happen
under
the
umbrella
of
a
comp
plan,
or
is
this
totally
separate
sort
of
assessment
from
the
kit?
Okay
yeah,
so
you
have
what's
called
currency
management
is
making
sure
that
you
have
enough
of
the
service
in
each
geographical
area,
and
it
covers
everything
from
critical
facilities,
whether
that
be
fire
police
protection
library,
community
center.
It's
absolutely
the
study
of
making
sure
you
have
equitable
distribution
across
the
country
and
another
thing
that
we
need
to
work
on
too.
A
A
For
commissioners,
to
be
thinking
about
is
leaving
the
funding
in
a
competitive
space.
Some
of
these
grant
programs
do
have
limitations
on
how
many
times
an
organization
or
project
can
be
funded.
So,
if
there's
an
expectation
of
ongoing
funding
or
partnership
that
could
be
in
conflict
with
leaving
it
in
a
competitive
space,
so
being
sure
that
that's
the
approach.
A
A
We're
kind
of
focused
on
community
facilities,
but
what's
the
current
thinking
about
eligibility
for
other
government
facilities?
Yeah,
and
I
think
if
we
talk
about
maintenance
versus
programming,
I
think
that'd
be
our
first
break
and
so
on
maintenance.
I
think
no
any
jurisdictions
facilities
they
need
to
maintain
their
own
programming,
though
I
think
is
different.
C
A
D
A
A
All
right,
it's
always
fun
to
be
the
last
person
between
you
and
well,
not
here.
So
we'll
we'll
try
to
do
this,
so
we're
going
to
do
two
pieces
to
this
section.
The
first
piece
is
just
to
quickly
review
the
survey
that
you
all
did
over
the
last
week
around
or
decising
the
goals
within
the
focus
areas
and
then
we're
gonna
actually
talk
about
the
projects
and
regular
projects.
You
all
would
like
to
see
included
or
evaluated
as
part
of
the
upcoming
budget
process.
So
starting
with
the
survey.
A
Now
I've
noticed
it,
we
did
it
a
little
differently
this
year
last
year
we
asked
you
all
to
rank
the
different
focus
areas
against
each
other,
but
in
reflecting
upon
that,
we
realized
that
if
you
want
to
achieve
your
strategic
plan
by
2025,
we
really
need
to
rank
all
the
focus
areas
as
a
top
priority
every
year
and
instead
focus
on
elements
in
it.
So
we
ask
you
to
rank
the
goals
within
each
focus
area,
so
we're
going
to
walk
through
them.
A
A
A
And
then
we
saw
expansion
and
obtained
that
maintenance
maintained
cultural
assets,
which
is
a
good
tire
of
the
conversation
that
tim
was
having
with
you
all
and
then
increasing
access
to
public
transportation
and
then
within
the
500
economy,
focus
area.
The
clear
top
priority
was
implementing
landing
strategies.
So
this
is
a
really
good
alignment
comprehensive
plan.
The
fact
that
conference
plan
really
speaking
here
is
great,
and
then
we
see
increasing
the
median
household
income
in
buncombe
county
and
the
increasing
targeted
employment
in
our
key
sectors
that
we
have
identified
as
part
of
the
strategic
plan.
A
C
A
So
last
year
it
was
kind
of
a
combination.
We
saw
a
little
bit
of
both
right.
So
I
remember
commissioner
wells,
you
had
some
specific
items
around
conservation
instruments
and
you
wanted
to
see.
Commissioner
beachwear,
you
had
some
specific
items
around
pre-k.
We
also
had
some
broader
items
around
jobs,
climate
and
environmental.
So
we
saw
a
mix-and-match,
so
you
can
give
us
either
one
if
it's
a
broader
here,
something
I
just
want
to
see
incorporated.
A
A
E
E
Place
than
preaching
for
our
plus,
but
looking
at
funding
apprenticeships
for
those
high
demand
jobs
specifically
to
funnel
high
school
students
into
the
paramedic
programs,
because
we
know
that
that
is
a
need
in
our
community.
We
want
to
increase
our
community
paramedic
program
and
in
order
to
do
that,
we're
going
to
have
to
have
folks
that
are
trained
to
do
it.
So,
looking
at
funding
paid
apprenticeships
for
students.
A
A
G
A
A
G
Commissioner,
presley
okay,
six
years
straight
homestead
tax-
here
you
have
to
help
our
elderly
people
out.
We
talk
about.
It
know
that
it's
got
to
be
more
than
the
commissioner
doing
it
and
I
just
feel
like
we've
helped
a
lot
of
people
here
in
the
last
couple
years
with
some
of
their
bills
or
whatever
you
want
to
call
it
with
things,
but
I
still
think
we
have
got
to
take
some
of
the
navy.
That's.
G
A
A
A
A
A
A
C
A
All
right,
so
we
got
two
handfuls
of
projects
up
there,
so
as
people
reflect
and
look
at
that
I'll
read
them
out,
someone
can
hear
them
funding
for
a
lobbyist
funding
for
affordable
housing,
reliable
funding
for
sidewalks,
with
the
sidewalks
in
greenways
or
sideways
and
bikes.
Mr
specifically,
this
moment
sidewalks,
okay,.
A
A
A
G
A
A
So
I'm
gonna
ask
the
question
here:
I
know
we
had
the
whole
conversation
last
year
around
the
environment,
but
my
role
here
is
to
try
to
get
to
take
what
you
all
think
are
the
top
priorities
to
be
able
to
translate
that
from
county
manager
and
budget
to
prepare
a
budget
that
fits
you
all's
needs.
So
the
question
I
have
to
ask
is:
if
we
lump
everything
around
climate
solutions,
is
that
going
to
make
it
too
hard
to
beg
to
prioritize,
or
should
we
create
some
major
buckets
up
there?
C
A
A
C
A
A
So
I
used
to
work
for
the
american
red
cross
and
one
of
the
things
we
talked
about
with
the
blue
sky
is
right.
Blue
sky
is,
I
have
a
family
health
emergency.
I
call
9-1-1
family
shows
up
someone
breaks
into
my
house.
I
call
the
sheriff's
office.
They
show
up
with
the
deputy.
That's
a
blue
sky
day.
It's
your
standard
day
with
your
standard
emergency
great
sky
day
is
when
you
have
an
unexpected
or
a
very
large
situation.
A
Not
your
normal!
That
requires
you
to
marshal
more
response
resources
than
you
normally
would
it
requires
you
to
move
into
more
of
an
incident
command
model?
So
are
you
all,
okay,
with
shifting
them
thinking
about
kind
of
that
normal
operations
of
the
emergency
services
versus
kind
of
that
large-scale
disaster?
Would
you
like
to
combine
it.
A
A
D
D
A
A
A
E
D
D
A
A
F
F
A
G
A
Yeah
we're
working
on
making
it
bigger
all
right,
so
not
too
unsimilar
from
last
year.
We
have
some
clear
kind
of
top
priorities.
Then
a
handful
of
fruits
are
kind
of
bunched
together,
so
we
can
see
that
affordable
housing
is
clearly
a
top
priority
of
the
board.
It's
in
the
top
five
of
six
of
you
all
climate
environmental
solutions
is
similar.
A
B
A
Recovery
capabilities,
homestead
tax,
opioid
settlement
plan,
accounting
cent,
staffing
community
centers
and
providing
a
reliable
funding
or
revolving
fund
for
pedestrian
cycle
infrastructure.
So
that's
the
board
station.
Do
you
all
have
give
you
all
some
space
to
say?
Does
this
feel
correct?
Does
this
feel
right?
Any
discussion
you
want
to
have.
A
A
E
F
G
A
A
Our
baseline
funding
and
we
fund
all
the
stuff
that
needed
fun.
Should
there
be
additional
funding
coming
in
and
that
staff
also,
we
haven't
gotten
staff
requesting
so
staff
request
lines
up
with
what
you
want.
They
also
get
prioritized
a
little
bit
higher
as
we
use
your
ranking
to
inform
what
staff
is.
A
C
A
C
A
A
So
it's
not
as
much
staff
time
to
administer
in
the
future
and
then
again
it's
just
kind
of
a
question
that
was
in
terms
of
what
like
it's
in
with
our
own
control,
I
mean
I'm
all
with
robert,
let's,
let's
really
adopt
a
resolution
and
work
on
advancing
it
at
the
state
level,
but
that
is
one
thing.
That's
kind
of
directly
in
our.
A
A
A
C
A
You
know
I
I'm
glad
it's
up
there
too,
since
we
haven't
talked
about
that
as
much
one
of
the
things
like
this.
I
remember
remember
where
I
read
this,
but
you
hear
about
people
talking
about
like
for
young
people.
You
know
like
that.
First
job,
you
get
it's
like
such
an
important
kind
of
trait,
like
transitioning
from
education,
the
education
phase
of
your.
G
A
E
D
A
C
Really
got
into
the
whole
video
and
not
working
with
maps
of
that
group.
So
that's
the
program
that
we
can
have
so
there's
things
happening
in
the
county
already
just
we
haven't
really
wrapped
them
up.
So
there
are
things
that
we
can
run
on
that
apprenticeship,
internship,
the
whole
pipeline
into
employment.