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From YouTube: Budget Work Session | FY2024
Description
Budget work session from March 28. 2023.
A
Wrapping
up
lunch,
but
we'll
just
kind
of
have
it
be
a
working
finish
to
lunch.
So
thanks
everyone
for
being
here
this
morning
and
let's
just
go
ahead
and
dive
into
it.
I
think
the
is
the
first.
The
first
item
on
our
agenda
is
the
review
of
the
grants.
Is
that
right?
Okay
and
John
is
here
to
help
us
out
with
this
and
other
items,
so
we'll
just
get
started.
John
thanks
for
being
here.
Thank
you.
B
B
This
is
a
look
at
the
remainder
of
our
budget
calendar
for
fiscal
year
24..
We
had
our
retreat
in
December
and
we
had
Capital
work
session.
Two
weeks
ago
today
we
are
discussing
large
expenditure
requests
in
the
first
pass
budget
to
include
grants
ending
and
fiscal
year
24
and
requested
to
be
sustained
by
the
general
fund,
Personnel
key
operating
drivers
and
funding
of
capital.
B
We
will
return
next
month
on
April
25th
to
discuss
revenues,
including
any
proposed
changes
to
our
fee
schedule
and
how
those
revenues
support
expenditures
on
May
9th.
We
will
hear
from
our
education
Partners
regarding
their
fiscal
year,
24
local
requests,
as
well
as
any
requests
from
fire
districts
that
wish
to
adjust
their
tax
rate.
B
B
We
will
Begin
by
discussing
grants
that
are
coming
to
an
end
prior
to
or
during
the
next
fiscal
year,
decide
how
and
or
whether
the
services
provide
by
those
grants
should
continue
to
be
funded.
Next,
we
will
review
Personnel
to
include
position
requests
made
by
departments
and
discuss
the
annual
cost
of
living
adjustment
and
that
calculation.
B
There
are
eight
grants
currently
funded
by
other
Revenue
sources
coming
to
an
end
in
fiscal
year,
24
you
received
a
memo
in
advance
of
this
meeting
to
provide
detail
on
those
grants
that
memo
is
also
in
your
packet.
Today
at
last
year's
budget
Retreat,
there
was
some
discussion
from
you
about
assessing
grants
on
their
evidence,
as
opposed
to
continuation
of
funding
without
some
type
of
evaluation.
B
In
summary,
continuing
to
fund
all
of
these
grants
would
require
almost
2.7
million
dollars
and
adding
12
full-time
positions
to
the
head
count.
Several
grants
use
contracted
services
for
staff
and
there
are
18
such
positions
funded.
That
way,
please
note
that
some
of
these
requests
are
only
for
partial
year
funding
and
will
require
additional
funding
in
future
years.
B
C
B
B
F
G
F
So
I
think
we
all
have
been
hit
with
the
funding
cuts
that
the
federal
government
and
these
grants
have
done
I
think
last
year
we
had
to
supplement
some
of
the
funding
from
Boca.
That's
the
other
Federal
funding
that
we
receive,
because
the
way
the
funds
were
administered,
they
had
a
decreased
amount
of
funding
available
and
then
same
thing
with
GCC.
We
have
had
this
grant
since
the
county
decided
to
pursue
a
family,
Justice
Center
to
do
a
multi-disciplinary
approach.
D
To
commissioner
Edwards
point
there,
I
would
be
willing
to
consider
continuing
the
funding
for
FY
24,
but
looking
at
what
could
be
that
long-term
sustainable
plan
for
the
organizations
so
that
it
kind
of
gives
them
a
bit
more
of
a
run-up
there.
But
actually
looking
at
that
for
that
long-term
plan.
Rather
than
necessarily
counting
on
this,
as
the
continuation.
G
F
D
And
with
this
I
think
chair
Newman's
mentioned
several
times
when
we're
accepting
grants
or
we're
looking
at
doing
that
that
we
really
have
to
be
thinking
about
this
as
well,
because
at
some
point
most
of
those
grants
end
and-
and
we
do
want
to-
we
always
get
very
excited
about
accepting
them.
But
then
you
know:
what's
that
long-term
plan
I.
E
Do
want
to
make
sure
you
go
back
in
touch
on
what
Tiffany
said,
so
it's
not
lost.
This
specific
funding
is
for
the
Family
Justice
Center,
not
just
for
those
organizations.
They
do
work
outside
of
the
Family
Justice
Center.
So
the
real
question
is:
do
we
want
a
family,
Justice
Center?
And
if
so,
are
we
looking
to
fund
it
outside
of
Grants,
because
the
intimate
pertinent
violence,
the
sexual
assault,
they
have
other
work
that
they
do
in
the
community,
not
just
at
the
Family
Justice
Center?
H
F
Provides
on-site
services
in
one
location,
we
have
to
have
an
intake
specialist,
so
this
grant
funds
actually
two
intake
Specialists.
There
are
a
total
of
four
which
is
funded.
The
other
two
will
find
it
in
another
doj
grant
that
does
the
essential
Services
of
having
that
One
Stop
Shop.
How
do
I
get
access
to
Services?
Then
the
intake
specialist
refers
them
to
the
on-site
staff.
F
In
addition
to
being
the
two
intake,
Specialists,
there's
an
intimate
partner,
violence,
counselor
and
an
intimate
partner
case
manager,
a
court
advocate,
so
the
person
that
helps
someone
walk
them
through
filling
out
a
50b
or
the
process.
The
legal
assistant
and
the
attorney
helps
with
filings
civil
filings,
divorce,
filings
protective
orders
and
then
there
as
a
child.
The
YWCA
provides
on-site
child
services,
so
that
position
is
funded
through
the
grant.
F
I
The
question
I
have
is:
do
we
need
to
be
looking
at
this
from
the
beginning
and
just
laying
all
the
cards
on
the
table
and
by
that
I
mean
if
we
know
a
grant,
we're
getting
for
the
Family
Justice
Center
is
something
that
we
need.
You
know
and
it's
important
to
the
community,
but
up
front
shouldn't
we
be
telling
ourselves.
This
is
a
good
start,
but
we're
going
to
have
to
keep
it
going
from
the
general
fund
down
the
road,
because
you
know
the
way
I
look
at
it.
I
I've
looked
at
it
over
the
years,
especially
working
with
a
lot
of
non-profits.
Any
grants
at
best
folks
are
temporary
they're
not
going
to
be
there,
and
especially
when
you're
dealing
with
the
government
I
guarantee
you,
but
that's
what
I
want
to
see
so
that
we
can
be
realistic,
and
you
know
when
we
stop
budgeting
when
we
start
looking
ahead,
that
we
look
at
what
we
really
need
and
it
might
be
in
some
cases
some
grants
we
want
to
pass
by.
I
We
don't
need,
but
that's
the
concern
I
have
is
that
we
and
it
goes
back
to
brownie
you've
been
asking
this
and
I
agree
with
you
up
front
when
we
get
and
when
I
look
at
the
budget.
This
time
I
look
at
how
many
in
reading
that
you
know
positions
we
have
and
a
lot
of
these
come
from
Grants
folks
and
we
were
looking
at
up
front,
it's
temporary,
but
it's
something
that
appears
that
we
need,
but
let's
be
realistic
in
looking
at
these
grants.
That's
the
concern.
I
have.
H
I
agree
with
that
I
imagine
especially
around
Justice
initiatives
and
things
that
involve
people's
safety.
We're
going
to
see
more
of
that,
this
being
a
starting
point
for
something
that
will
be
a
continuous
funding.
Ask
because
we're
not
expecting
a
reduction
in
restraining
order,
requests
or
intimate
partner
violence
by
any
metric
that
I'm
looking
at
or
is
that
fair.
F
F
Family
Justice
Center
was
best
practice
that
had
been
done
around
the
nation
and
so
I
believe
it
was
a
partnership
with
the
county
and
partners
to
come
to
the
table
to
develop
what
it
will
look
like
and
then
funding
was
sought
and
we
was
fortunate
to
receive
two
federal
grants
at
the
time.
But
it's
been
a
few
years
now,
and
so
their
priorities
are
also
shifting.
C
I
guess
I
commit
this
conversation
and
then
some
of
the
other
grants
that
we'll
be
discussing
really
with
an
understanding
that
this
work
is
pretty
integral
to
how
we
pursue
our
strategic
priorities
and
and
that
part
of
our
responsibility
is
to
shift
into
ongoing
funding
and
also
to
aggressively
seek
philanthropic
support
when
there
are
opportunities
for
that.
But
I
think
you
know
for
my
starting
point
in
these
conversations
is
absolutely.
A
I
certainly
think
we
we're
going
to
continue
this
successful
model
as
well,
so
I
mean
I'll
just
speak
up
for
that
in
conceptually,
but
should
we
there's
no
other
questions
on
this
one?
Let's
keep
going
through
the
list.
This
is
the
first
past
discussion,
we're
not
expecting
to
make
you
know
definitive
decisions
on
most
of
these
kind
of
questions
today.
This
is
kind
of
to
get
the
conversation
going
about
what
the
you
know,
what
the
items
are
that
are
on
the
table
as
we
go
through
the
budget
this
year.
B
F
B
So
the
Department
of
Justice
awarded
a
community-oriented
policing
Grant
to
the
Sheriff's
Office
in
August
2020,
and
this
grant
ends
in
June
this
funds,
two
undercover
detectives
and
an
arson
investigator,
and
the
grant
included
an
agreement
to
fund
these
positions
for
a
fourth
year
as
this
three-year
Grant
concludes.
This
request
is
for
297
thousand
dollars
in
fiscal
year,
24
for
salary
and
benefits
for
the
positions
and
would
require
an
additional
three
full-time
employees
added
to
headcount.
B
The
mobile
medication
assisted
treatment
team
Grant
was
awarded
by
Dogwood
Health
Trust
to
expand
Community
parent
medicine
response
in
November
2021
and
expired
in
January
of
this
year.
With
funding
for
the
remainder
of
the
fiscal
year
coming
from
the
opioid
settlement
fund,
the
request
is
for
207
thousand
dollars
for
contracted
Services
next
year.
B
The
behavioral
health
planning
Grant
was
awarded
by
Dogwood
Health
Trust
in
November
2021
and
expires
at
the
end
of
the
calendar
year.
This
request
is
to
fund
two
full-time
positions:
the
behavioral
health
manager
and
a
management
analyst
for
the
remaining
six
months
of
of
fiscal
year
24..
The
request
is
for
135
thousand
dollars
and
would
add
two
full-time
positions.
This
is
a
partial
year
cost
and
a
future
full
Year's
cost
would
be
approximately
270
thousand
dollars.
A
B
A
So
the
the
opioid
funding
is
a
multi-year
thing
right,
so
it's
not
like
it's
all
going
to
just
come
and
go
really
quickly,
but
it's
also
not
you
know.
I
mean
there's
a
lot
of
ideas
for
how
to
program
this
fund.
So
I,
guess
I,
guess
just
one
question
I
would
have
around
this
as
we
think
about
it
is
it
sounds
like
we
there
there's,
probably
a
near-term
need
like
we're
really
getting
into
this
now.
A
Right
like
this
is
becoming
reality,
but
if
it
is
continued,
maybe
thoughts
around
like
how
how
long
will
it
need
to
be
maintained?
Would
it
need
to
be
maintained
for
like
the
life
of
the
opioid
funding,
or
at
some
point
would
we
kind
of
have
you
know
the
plan
for
how
those
funds
would
be
invested?
You
know
pretty
effectively
dialed
in
so
you
have
to
answer
that
right
now,
but
that
would
be
a
question
I'd
have
or
if
there
are
any
thoughts
on
that.
E
And
they
are
because
we
have
actually
used
this
position
a
little
differently.
We've
moved.
She
does
work
100
on
that
opioid
settlement
to
tell
us
about
the
engagement
with
our
community
and
fall
into
MOA.
But
beyond
that,
we've
also
engaged
Victoria
and
Kathleen
the
analysts
into
more
Behavioral
Health,
the
bigger
conversation
around.
How
do
we
look
at
Behavioral
Health
in
our
community,
which
includes
our
homeless
conversation?
How
that
impact
the
mental
health
conversation
with
B
Hook?
A
B
The
communicable
disease
and
infection
prevention
team
was
funded,
beginning
in
March
2022,
with
a
Time
limited
agreement
addendum
for
communicable
disease
support
ending
in
May
of
this
year.
This
request
is
to
add
and
fund
six
full-time
positions
and
Associated
operating
costs
for
725
thousand
dollars.
E
And
to
commissioner
bees
for
our
requesting
of
what
other
funds
are
available
for
this,
the
money
started
off
in
covid
right
when
they
talk
about
communical
disease
and
the
state
send
us
money
to
make
sure
that
we're
in
our
community
serving
the
need.
Currently
the
staff,
the
Commissioners
fund,
our
found,
what
the
fqhc,
the
federal
qualified
Health
Centers,
and
to
make
sure
that
they're
serving
our
community
as
a
whole.
This
is
doing
some
of
that
same
work.
E
D
And
then
can
you
share
some
more
about
this
mobile
team?
If
I'm,
remembering
correctly
I,
think
I
remember
being
pretty
excited
about
the
potential
of
what
they'll
be
doing
and
I
think
it
was
in
December
when
we
had
our
Retreat
I
mentioned
that
some
of
the
rural
community
centers
were
asking
for
this
service
and
at
that
time
you
said
it
wasn't
up
and
running
I.
Think.
E
E
K
Good
afternoon,
currently,
we
do
have
a
Transit
van
that
we
are
using.
We
are
waiting
on
the
arrival
of
what
I
call
our
mini
winnie,
that
has
actual
exam
rooms
inside
the
team
was
fully
hired
by
the
end
of
June
and
they
have
already
completed
104
events
served
1795
clients.
The
majority
of
the
activities
starting
off
was
related
around
vaccine
covid,
M
pox
and
then
harm
reduction,
hepatitis,
A
and
B,
but
moving
more
in
towards
adding
in
STI
Services
reproductive
health
services
and
including
wraparound
Services,
also
harm
reduction
services.
A
A
Well,
I,
guess,
that's
the
question
sort
of
like
you
know
so
we're
I,
guess:
covid-19
is
more
in
the
rearview
mirror,
I
mean
what's
the
vision
for
what
the
scope
of
health
services
that
would
be
provided
are
right
because
I
mean.
Obviously
that
was
like
a
big.
You
know:
Society
Level,
Health
Emergency,
which
is
not
over,
but
it's
we're
in
a
totally
different
phase
now,
so
what
would
be
the
services
that
would
be
offered
if
it's
perpetuated.
K
Well,
I
think
that's
what's
really
important.
Is
that
we're
partnering
with
the
different
communities
and
assessing
the
needs
of
what
they
want
and
what
they
need
access
to
and
providing
those
Services,
because
it
could
vary
from
Community
to
community,
and
then
you
know
also
bringing
in
different
like
economic
Services,
getting
people
Medicaid
access.
So
yes,
what
the
community
needs
is
what
we
can
provide
services
through
that
team
just
outside
of
our
building
yeah.
M
M
When
we
first
started
envisioning
this,
this
model
way
before
covet,
came
and
way
before
this
funding
came
I.
Think
the
funding
back
to
what
I
think
Al
said
to
me.
The
reason
you
take
a
grant
is
because
it
already
fits
into
your
vision
and
that
Grant
gives
you
a
jump
start
to
accomplish
a
vision.
You
already
have
not
change
your
vision
to
accommodate
a
grant.
You
know
because
then
that
it
runs
out
and
all
of
a
sudden
you're
like
oh,
do
we
keep
doing
this
or
not.
M
So
what
we
were
hearing
from
our
community-
and
it
really
proved
really
true
during
covid-
is
that
everyone
in
the
community
is
not
comfortable
coming
into
the
city
to
receive
their
services,
and
we
knew
that
and
what
a
lot
of
counties
do
is
like.
Well,
let's
build,
let's
build
Human
Service
Centers,
all
throughout
the
county,
but
that's
not
very
cost
effective
and
it
really
doesn't
work
unless
you're,
a
large
community
of
like
a
the
only
counties.
M
I've
seen
this
work
in
their
Buncombe
and
Mecklenburg,
but
there
are
over
a
million
people,
so
really
they're,
multiple
County
he's
in
one
I
would
say,
but
this
mobile
service
during
covid
really
allowed
us
to
reach
communities.
That
historically,
were
not
coming
to
see
us
for
their
Public
Health
needs,
and
we
can
do
this
in
Beyond,
public
health,
so
I
see
it
as
a
social
determinants
of
Health
thing
too.
Medicaid
expansion
is
a
good
example.
M
We're
going
to
need
to
enroll
almost
16
000
people
in
Medicaid
that
have
not
gotten
Medicaid
before
and
I'm
telling
you
because
I
know
a
lot
of
the
population.
We
will
serve
they're
not
going
to
walk
into
the
building
at
40
Cox
to
apply,
but
if
we
roll
this,
if
we
roll
this
bus
up
where
they
live
and
go
to
them
and
say
just
come
over
to
this
table,
we'll
sign
you
up
for
Medicaid
we'll
be
a
lot
more
successful.
So
my
relatives
when
I
was
growing
up
were
country
folk
and
folks
say.
M
Why
haven't
you
come
to
see
me?
You
haven't
seen
me
in
six
months,
and
this
is
what
you
would
always
hear
from
that
relative.
The
road
runs
both
ways,
and
so
this
is
us
getting
on
the
road
and
going
to
our
community
instead
of
asking
them
to
come
and
see
us.
So
for
that
reason,
and
whatever
we
believe
we
actually
can
fund
it
with
no
think
that
I
think
that
keeping
this
mobile
approach
going
is
absolutely
the
right
thing
for
the
future
of
Human
Services
in
Buncombe
County.
C
Foreign,
so
the
vision
is
really
that
any
service
offered
through
public
health
or
HHS
or
even
a
related
piece
of
work
under
another
department
could
be
sort
of
delivered
through
this
I
know.
There's
a
lot
still
to
be
unpacked
about
how
Medicaid
expansion
will
roll
out,
but
do
we
have
any
early
sense
of
whether
there
will
be
allocations
to
counties
around
how
we
staff
getting
folks
enrolled
and
whether
there
might
be
some
offset
opportunities
if
we're
going
to
use
the
van
for
that
purpose?.
A
B
B
D
So
one
thing
I
would
like
and
I
guess
it
can
be
at
a
future
meeting,
but
you
mentioned
several
of
on
several
of
these.
You
mentioned
the
opioid
settlement
dollars,
so
I
guess
I'd
like
to
get
a
better
sense
of
of
that
overall
picture
and
and
how
this
can
tie
in
because
I
know
in
some
of
our
previous
discussions,
when
we
were
looking
at
accepting
certain
grants,
we
knew
that
that
funding
was
coming.
But
in
some
of
these
it
looks
like
we
were
doing
even
prior
to
that
potentially.
B
D
M
Then
we
can
offer
a
level
of
support
to
prevent
placement
and
a
good
example
of
this
would
be
hoarding
situations.
So
we've
used
these
dollars
in
the
last
a
year
in
pretty
severe
hoarding
situations
where
the
the
home
was
no
longer
habitable,
but
the
person's
health
condition
didn't
require
them
to
have
to
go
into
placement,
so
we
would
contract
with
a
company
that
comes
in
and
does
that
cleanup
allow
that
person
to
stay
at
home.
So
it's
really
a
benefit
all
the
way
around.
M
This
These
funds
also
really
dovetail
nicely
into
the
work
we're
doing
in
our
code.
Our
unified
code
enforcement
team,
because
sometimes
our
code
enforcement
team
will
go
out
on
an
issue
that
looks
like
a
code
violation,
but
really
it's
perhaps
a
behavioral
health
issue,
or
perhaps
a
social
issue
that
that
person
can
no
longer
meet
and
that
we
can
even
leverage
some
of
these
funds.
M
If
they're
open
for
APS
now
the
beauty
of
them
being
County
dollars,
we
have
a
little
more
flexibility
over
how
we
spend
them,
but
it
allows
us
to
work
with
the
code
enforcement
team.
We
actually
have
an
APS
supervisor
now
that
sits
on
that
team
and
kind
of
address,
The
Human
Side
of
of
not
complying
with
the
code
because
maybe
the
person's
elderly
they
used
to
could
take
their
trash
out,
but
they
no
longer
canceled
they've
been
stacking
it
up
on
their
front
porch
and
then,
after
a
while
that
becomes
an
issue
for
the
neighborhood.
D
A
I
know
the
information
is
something
included
on
each
of
the
slides,
but
maybe
if
you
could
update
this
last
slide
to
also
show
the
physical
impact
of
12
months
of
operation
of
all
the
positions,
so
we
really
have
a
sense
of
I
mean
really.
The
question
is:
do
you
want
to
keep
all
of
this
permanently
or
not?
So
if
we
could
show
what
the
like?
The
the
full
impact
really
is?
Okay,
that'd
be
helpful.
A
D
B
B
So,
regarding
the
priorities
established
our
budget
Retreat,
there
are
position
requests
related
to
three
of
those
priorities:
Continuum
of
Care
and
homelessness,
Public,
Safety
expansion
and
infrastructure
needs
regarding
the
Continuum
of
Care,
the
library
has
requested
a
library
safety
associate
a
Pac
library
to
replace
contracted
security
and
connect
Library
visitors
with
Social
Service
referrals
to
address
job
assistance,
food
insecurity
and
mental
health
support
planning
has
asked
for
a
homeless
coordinator
position
at
our
last
board
meeting.
While
this
will
be
covered
by
lap
salary
for
the
remainder
of
this
year.
A
B
Those
requests
represent
177
thousand
dollars
at
the
first
pass
budget
for
Public
Safety
expansion.
911
operations
has
requested
two
positions:
an
administrative
coordinator
to
provide
administrative
support
for
purchasing
and
Contracting
and
training
Specialists
to
support
the
significant
training
needs
in
this
department.
B
The
sheriff's
office
has
a
request
for
two
analysts
support
their
growing
Information
Technology
needs,
and
these
requests
represent
two
million
dollars
at
the
first
pass
budget,
relayed
to
infrastructure,
infrastructure
planning,
the
planning
Department's
request,
a
storm
water
coordinator
to
meet
increasing
needs
related
to
development
and
addressing
manager
and
a
zoning
code
enforcement
officer.
These
requests
represent
359
000
of
the
first
pass
budget.
A
The
storm
water
is
a
Code
Enforcement
position,
basically
reviewing
new
development
proposals
and
monitoring
of
development
activity
for
compliance
with
sedimentation
and
erosion
control
standard.
Is
that
correct?
Great
we've
heard
some
words
of
support
for
that
in
our
environmental
subcommittee,
so.
B
B
Library
has
requested
six
full-time
Library
assistants
to
support
their
Staffing
model.
Recreation
services
has
requested
an
additional
park.
Ranger
sustainability
is
requested
or
program
manager.
Tax
assessment
has
requested
three
property.
Appraisers
Fleet
is
requested.
A
lead
mechanic
strategy
and
innovation
has
requested
administrative
coordinator,
and
these
requests
total
2.3
million
dollars
in
the
first
pass
budget.
D
E
Currently,
when
you
look
at
our
organizational
structure,
the
the
current
assistant,
County
managers
have
about
10
departments
reported
and
that
span
of
control
is
starting
to
be
Beyond
manageable.
So
the
idea
here
would
be
that
we
would
have
a
third
assistant
that
we
can
actually
have
better
span
of
control
on
the
work
that
we
do
from
a
leadership
perspective.
J
B
During
the
budget
planning
process
of
each
year,
staff
will
present
a
cola
calculation
to
the
board.
The
calculation
is
the
two-year
average
annual
change
in
the
Consumer
Price
Index
for
urban
wage
earners
and
clerical
workers
called
the
cpiw
for
short
and
it's
published
by
the
U.S
Bureau
of
Labor
Statistics,
measured
as
of
the
December
data
release
next
preceding
date
of
this
presentation,
so
the
board
will
grant
a
cola
adjustment
through
the
budget
ordinance.
B
A
B
So,
as
we
discussed
the
budget
impact
of
these
Personnel
drivers
for
the
general
fund,
the
additional
position
requests
both
those
attributed
to
Grants
and
new
position
requests
represent
5.9
million
dollars.
The
state
has
also
increased
the
required
retirement
matched
by
the
county
for
employees,
participation
in
the
state
retirement
system,
and
this
increase
equates
to
2.1
million
dollars.
B
C
C
C
E
And
one
thing
I
do
want
to
mention
here
missing
from
this
conversation
today
is
that
livable
wage
I
have
not
proposed
that
we
would
move
to
the
twenty
dollars
an
hour
this
year.
But
that's
an
incremental
dust
economics
did
say
you
can
take
time
to
get
there,
so
the
only
increase
the
staff
on
a
whole
would
be
the
cost
of
living,
which
would
put
us
right
around
19
and
remember
1980
1980,
so
not
quite
to
the
twenty
dollars,
but
we're
not
proposing
to
twenty
dollars
in
this
budget.
A
I
mean
it's
a
big
part
of
the
a
big
part
of
the
change.
There
is
around
cost
of
living
right,
I
mean
their
formula
is
also
based
on
cost
of
living,
so
I
would
assume
that
this
9.9
million
of
cost
of
living
that
were,
we
approved
that,
like
that,
probably
takes
us
a
long
way
towards
it
would
be
my
hunch,
but
it
I'd
like
to
I'd
like
to
understand
the
math.
B
B
D
B
There's
a
large
level
of
the
really
what
you're
paying
for
after
the
initial
cost
is
the
licensing
and
the
info.
There's
the
networking
of
ensuring
that
there's
network
capacity
for
the
body
cams
and
tasers.
They
record
incidents
and
that's
largely
an
I.T
related
function
to
for
the
maintenance
of
and
tracking
of
those
devices.
H
E
A
E
And
it
is
a
rather
yes,
we
will
bring
back
the
actual
details,
but
it
is
a
rather
large
increase
for
that
medical
contract
and
it's
based
in
the
past.
It
was
based
on
the
number
of
inmates
in
the
jail.
The
sheriff
had
negotiated
a
tiered
approach.
So
if
the
numbers
were
low,
that
was
low,
but
we
have
now
exceeded
our
pre-covered
numbers
and
that
increase
has
gone
along
with
the
growth
in
our
population
for
the
jail.
C
Within
that
I
welcome
the
opportunity
to
speak
with
this
sheriff
for
his
leadership
team,
on
what
they're,
seeing
at
the
level
of
health
issues
and
and
priorities
within
the
population
that's
detained,
and
particularly
anything.
We
can
understand
about
sort
of
behavioral
health
issues
in
particular,
and
also
life-threatening
issues
that
are
coming
up.
I
I
think
it
it
intersects
so
much
with
work,
we're
doing
whether
it's
around
addressing
homelessness
or
addiction,
it
be
a
crises
or
Justice,
Resource,
Center
or
work
within
EMS
and
just
I
would
find
it
helpful.
C
N
B
Have
had
it
for
some
to
some
degree
for
for
EMS,
but
we're
funding
in
a
much
larger
capacity.
Now,
because
I
think
paramedics
are
seeing
things
that
are
impacting
them
a
little
more
than
they
have
in
the
past.
And
so
it's
definitely
leveling
up
the
funding
to
ensure
that
we
have
wrap
ground
services,
so
staff
for
able
to
get
back
out
there
and
and
do
the
work.
E
A
Okay
and
and
obviously
at
the
most
one
of
the
most
recent
meetings,
we
had
the
discussion
on
the
9-1-1
Center
and
the
additional
pay
for
9-1-1
center
staff,
but
the
hope
is
that
that's
sort
of
a
not
a
permanent
situation
right,
but
that
we
get
the
Staffing
ratios
back
up,
but
are
there
any
plans
to
recommend
changes
to
the
compensation
for
this
position?
You
know
within
911
on
a
more
long-term
basis,
so
we
don't.
A
E
One
of
the
the
I
believe
we
call
that
long
term
when
we
brought
it
to
you
last
time
was
to
Think
Through.
What
does
That
Base
Bay
look
like
and
make
sure
we're
comparable
to
others,
and
they
don't
steal
our
people
long
term.
So
we
are
we're
looking
at
our
base,
Bay
differential
pay
and
all
the
pays
around
our
911
staff
and
that's
something
that
we'll
bring
forward
once
we
are
hopefully
in
this
budget.
I
don't
want
to
bring
it
outside
of
the
budget.
E
B
We
have
two
contracts
related
to
homelessness
and
the
budget
request.
These
are
existing
contracts
that
have
traditionally
sat
in
Health
and
Human
Services,
but
are
now
moving
to
other
departments
to
align
with
their
goals,
planning
and
Community
Development
will
take
on
the
code
purple
contract,
which
is
collaboration
to
provide
emergency,
Sheltering
and
extreme
cold
weather.
Libraries
will
take
on
the
library-based
homeless,
Outreach
contract
with
Homeward
Bound.
C
C
C
J
B
Planning
Community
Development
has
made
two
budget
requests
related
to
infrastructure
planning.
There's
a
three
hundred
thousand
dollar
request
to
collaborate
with
the
city
of
Asheville
and
Contracting
for
master
Transit
plan,
and
additionally,
there
is
twenty
five
thousand
dollars
requested
for
the
French
Broad
River
Metropolitan
planning
organization,
multimodal
plan.
A
So
there's
been
discussions
about
the
Transit
master
plan
and
the
scope
of
what
that
plan
would
be
or
not
be,
so
are
those
I
guess
those
are
ongoing.
Discussions.
Is
that
accurate
to
say
that
is
accurate.
We've
had
some
ideas
about
things
that
we
would
like
to
study
in
terms
of
potential.
You
know
ways
that
we
can
better
coordinate
or
integrate
operations
inside
and
outside
the
city
limits.
A
A
E
Let
us
get
back
to
you
on
that.
I
do
think.
There
is
some
alignment
from
what
we're
seeing
today
and
we
met
last
week
to
talk
a
little
bit
about
it,
some
more
because
we
continue
down
the
path
of
the
scope.
I
will
share
it
with
you,
so
you
can
make
sure
we're
all
aligned.
There
are
some
pieces
that
the
city
would
have
as
alternates,
so
they
can
study
those
themselves
versus
the
bigger
conversation,
mostly
around
maintenance
facilities
and
and
where
they
should
be
located
for
us.
E
It's
about
operations
and
efficiencies
and
governance
and
frequency
of
the
vehicles
overall
operating.
Should
you
in
the
county.
Should
you
run
this
route?
How
would
that
route
run?
So
we
are
talking
through
that.
We
do
see
some
alignments,
especially
on
the
operating
side
of
having
this
working
together.
J
B
So
other
requests
that
are
driving
our
operating
dollars.
One
theme
you
will
hear
in
our
operating
request
is
contractor
increases.
The
cost
of
doing
business
is
increasing
at
a
rate
equal
to
or
above
inflation.
The
following
increases
represent
additional
two
million
dollars
in
operating
expendures
General
services
will
be
tending
deferred,
maintenance
at
our
community
centers
managing
utility
increases
and
dealing
with
contract
increases
across
the
board.
This
that's
nine
hundred
two
thousand
dollars
to
our
fiscal
year.
B
B
L
Yes
good
afternoon,
so
the
addition
of
the
budget
dollars
150
000
would
be
to
help
funds
set
up
and
operate
apprenticeship
programs
we'll
be
starting
off
with
three
distinct
programs,
we'll
be
working
with
internship
NC
and
starting
off
with
a
911
Paramedic
program,
then
also
with
the
I'm
sorry
a
Paramedic
program
and
then
911
telecommunicator
program
and
the
third
is
environmental
health.
It's
a
position
that
we're
having
a
significant
problem
trying
to
find
folks
and
those
will
be
your
inspectors.
Wastewater
restaurants,
great.
B
Another
large
driver
of
operating
expenditures
for
fiscal
year
24
is
additional
requests
related
to
the
recommendations
from
the
ad
hoc
reappraisal
committee.
There
are
multiple
strategies
to
include
Community
engagement,
mailings
advertising,
procurement
of
data,
new
software
and
evaluation
of
neighborhood
boundaries.
This
was
brought
to
you
in
a
full
presentation
in
December.
B
We
have
established
a
vehicle
evaluation
team
this
year
to
assess
vehicle
requests
made
by
departments,
make
recommendations
based
on
policy
and
need
team
has
recommended
five
ambulances,
two
of
which
are
rebuilds;
an
SUV
for
Community
paramedicine
replacement
for
two
trucks
for
environmental
health,
on-site
three
trucks
for
the
general
Services
Department,
two
replacement
trucks
for
permits
and
inspections;
a
new
truck
for
planning
and
16
SUVs
for
the
Sheriff's
Office.
These
requests
total
2.4
million
dollars.
B
slide
shows
the
trajectory
of
that
growth
rate.
However,
when
you
look
at
the
actual
growth
of
the
allocation
for
local
current
expense,
you
can
see
that
the
board
has
provided
funding
that
exceeds
that
Revenue
growth
rate
each
year
for
fiscal
year,
2024,
the
unrestricted
Revenue
growth
rate
is
projected
at
3.35
percent.
B
Currently
we
have
a
placeholder
in
the
budget
to
fully
fund
the
second
year
of
Buncombe
County
Schools
salary
study.
This
would
result
in
a
10.3
percent
increase,
while
the
state
budget
has
not
yet
passed.
The
governor's
budget
recommends
an
18
increase
in
teacher
salaries
over
the
next
two
years
and
restoration
of
pay
for
master's
degrees.
B
So,
to
reiterate,
we
have
a
placeholder
in
this
first
pass
budget
for
schools
that
would
increase
their
allocation
by
10
percent.
We
also
have
a
placeholder
of
a
five
percent
increase
for
a
B
Tech.
These
amounts
demonstrate
increase
of
10.4
million
dollars
with
education
continuing
to
represent
27
percent
of
the
general
fund
budget.
N
B
So
we
do
have
meetings
scheduled
with
the
schools.
They'll
come
meet
with
us
in
about
a
month
the
end
of
April
and
and
provide
us
their
first,
their
request
for
the
next
year.
That's
the
first
time
we'll
lay
eyes
on
on
it.
We
have
been
in
conversations
with
with
them.
They
they
move
at
a
little
slower
Pace
in
building
their
budget
than
we
do.
Okay
and
they
are,
as
you
said,
they're
they're,
relying
on
the
state
budget.
They
do
have
to
do
some
guesswork
in
terms
of
like
what
that
looks
like
last
year.
B
B
B
O
O
The
cost
were
a
lot
more
than
what
we
had
anticipated.
Some
of
them
even
went
over
thirty
thousand
dollars
for
a
septic
repair.
So,
but
all
in
all,
we
were
able
to
qualify
10
of
those
for
the
septic
repair
program
out
of
the
16
applications
and
we're
able
to
come
up
with
a
little
bit
more
money
to
fund
all
of
that.
So
next
year,
I
would
ask
for
a
little
bit
more
than
the
75
000
census.
O
O
A
O
A
O
You
know
the
estimates
was
the
high
end,
30
000
on
some
of
them,
but
three
estimates
were
required
for
each
one.
Then
they
range
from
12
to
30
000
on
one
estimate
range,
so
yeah
I
can
tell
you
who
not
to
use.
If
you
want
a
subject
repair
but
yeah,
they
were
pretty
expensive
and
they
were
that
way
through
all
all
of
them,
but
average
price
around
all
of
those
is
probably
around
nine
thousand
dollars.
I
would
say:
okay,.
A
O
O
O
I
think
it
should
be
because
it's
really
not
this
was
just
kind
of
like
here.
Do
this
see
what
yeah
so
yeah
so
I
I
just
think
if
we
had
a
little
bit
more
money,
you
know
in
there
to,
we
could
help
more
people,
because
I
think
word
is
going
to
get
out
more
and
you
know
for
people
to
realize:
hey
I
can't
get
assistance
so.
A
O
A
Mean
it's
a
part
of
the
reason
I
asked
would
be
I
mean
if
people
have
applied
for
a
septic
permit,
repair,
I
mean
I,
wonder
and
we'll
probably
never
know,
but
just
the
question
would
be
how
many
people
would
have
done
it
anyway,
like
how
many,
how
many
additional
repairs
happened
that
wouldn't
have
happened
otherwise,
probably
no
way
of
knowing
that
right.
No,
probably
not,
though,.
E
No,
we
had.
We
did
the
mail,
the
advertising
first
and
the
campaign
first
to
get
folks.
Then
we
did
the
mail-ins
as
well
to
drum
up
more
business
in
this
area.
So
but
we
cannot
tell
you
who
told
no,
we
didn't
ask
the
question.
I.
Guess
we'll
have
to
do
that
differently
this
year.
How
did
you
hear
about
the
program?
Was
it
the
mail-in
or
was
it
the
ads?
Then
we
could
tell
you
the
answer
to
that.
A
O
A
J
O
O
When
environmental
health
gets
a
complaint,
they'll
go
out
and
they'll
tell
them
hey.
You
need
to
get
this
system
permitted.
You
have
a
complaint
going.
You
need
to
do
something
here,
so
the
person
instead
of
getting
another
violation,
they
will
repair
or
you
know,
apply
for
that
septic
repair.
Permit
that
stops
a
notice
as
a
violation,
because
they've
applied
for
the
permia
that
don't
necessarily
mean
they're
going
to
do
anything
they
have
applied.
For
that
that's
helpful!
Okay,
that's
helpful!.
O
P
Good
afternoon,
I'll
start
by
saying
probably
want
to
give
kudos
to
to
the
Commissioners
for
the
tweaks.
That
I
think
we
made
with
the
homeowner
grant
program
last
year.
I
think
that
made
a
huge
difference
in
running
the
program
this
year
and
I
also
really
truly
do
believe
that
we
served
with
this
program
was
intended
to
serve
this
past
year
and
I.
Also
our
County
I.T.
P
They
did
a
great
job,
putting
out
a
new
platform
for
applying
for
a
homeowner
grant
real
real
smooth
this
year
and
most
people
most
all
the
applications
we
took
this
year
and
came
through
that
screening
process
that
it
set
up.
So
we
ended
up
taking
1100
inquiries
or
applications
this
past
year,
and
if
you
remember
the
year
before,
we
took
right
at
2000.,
we
we
approved
725
of
those
and
denied
375.00.
P
P
And
inquiries
by
demographics
by
race,
seven
percent,
black
or
African-American
66
percent
white,
less
than
one
percent
Hispanic
and
then
who
broke
did
preferred
not
to
report
26
percent.
So
it's
really
hard
to
to
take
the
data
and
and
live
on
when
you
have
almost
a
third
of
the
people
who
did
not
report
because
remember
it's
not
a
requirement
to
report
your
race
when
you
apply
and
almost
a
third
of
the
people
did
not
want
to
report.
A
P
I
think
the
reserve
requirement
had
something
to
do
with
it.
I
I
can't
tell
you,
because
that's
so
when
people
went
through
that
screening
tool
online,
it
asked
the
question:
do
you
have
liquid
reserves
of
more
than
sixty
thousand
dollars
and
if
they
said
yes
to
that
question,
they
were
screened
out.
P
Q
A
I
appreciate
the
update,
I'm
still
glad
we're
working
in
this
space
I
think
we're
still
kind
of
we're
figuring
it
out.
You
know
how
to
make
I
think
it
sounds
like
there's
been
positive,
some
of
the
changes
to
make
it
more
the
interface,
more
efficient
user,
friendly
I
think.
That's
all.
That's
all
really
good
for
me.
I'd
continue
to
be
open
to
looking
at
ways
to
make
it
a
little
bit
more
expansive
right.
I
mean
I
think
that
anyway,
I
would
speak
in
favor
of
being
open
to
that.
A
So
we
could
use
provide
more
benefits
if
we're
going
to
have
a
program,
I'd
kind
of
like
to
see
it
do
more
good
because
we
put
a
lot
of
work
into
it
so
like
let's
try
to
get
more
benefit
out
of
it.
If
we're
going
to
do
it,
let's
do
it
in
a
way,
that's
more
meaningful,
so
thoughts
or
questions
we
have
to
figure
all
the
I
mean
we're
covering
a
lot
of
territory
today,
but
we
could.
A
E
Commissioners
last
year,
I'm
sorry
last
year
we
did
not
address
any
structural
changes
to
this
until
the
budget
adoption
night.
So
if
there's
any
changes,
you
guys
want
to
make
it'll
be
great
to
have
that
before
actual
adoption
night,
so
I'm
just
putting
that
out
there,
but
we
do
have
465
as
a
placeholder
in
the
budget.
If
you
go
back,
can
you
go
back
to
their
priority
screens?
E
A
E
We
came
to
you
guys
and
did
a
budget
amendment
last
year,
and
you
gave
us
more
that's
to
to
make
sure
that
we
didn't
have
to
cut
anyone
off
this
year.
With
a
septic
program
we
did.
Bob
was
lucky
in
his
Department.
We
had
a
contract
that
came
in
less,
so
he
used
operating
to
make
sure
every
single
person
attend
was
funded.
Normally
people
come
back
and
tell
you.
If
we
didn't
have
that
opportunity,
this
will
come
back
and
say
we
have
10
here's
the
overage.
Do
you
want
to
fund
it
or
not?
E
C
And
this
I
understand
this
to
be.
This
is
sort
of
this
additional
layer
of
Outreach
that
will
be
happening
to
folks.
Okay,
okay,
I
had
a
couple
other
kind
of
random
questions
before
we
conclude
the
operating
discussion.
If
this
isn't
okay,
what
I,
I
honestly
wasn't
sure
sort
of
the
best
place
to
to
put
this
potential
placeholder
in
the
discussion,
but
just
did
want
to
flag
a
conversation.
C
I
E
So
So,
currently
the
way
the
appraisal
department
works.
The
counties
bro
is
broken
down
into
neighborhoods,
not
pacifically,
Shiloh
or
east
end,
but
boundaries
of
the
neighborhood,
and
what
we
want
to
do
is
take
a
look
to
see
if
they're
really
contiguous.
Where
does
it
really
work?
In
those
neighborhoods
they've
been
established
since
the
County's
been
doing
reappraisal
work,
we
have
not
gone
back
into
a
full
reevaluation
of
those
boundaries.
E
E
A
One
of
the
points
being
made
there
is
that
there
could
be
a
recommendation
for
Emergency
Shelters
that
comes
out
before
we
approve
the
budget,
but
pretty
late
in
our
budget
process
right
so
kind
of
just
flagging.
That
could
be
challenging
from
a
budget
planning
standpoint
because
it
might
be
a
big
number.
A
We
don't
know
but
it'll
happen
kind
of
later
in
our
process.
So
I
don't
know
Avril.
Do
you
have
any
thoughts
on
like
how
we
sort
of
anticipate
that
do
we
need
to
sort
of
be
aware
there
could
be
this
number
that
comes
out
it'll
be
late
in
our
process,
so
it
could
be
a
it's
something.
We're
all
really
supportive
of
doing
this
planning
work
around,
but
it
could
be
from
just
a
planning
standpoint,
a
little
bit
of
a
curveball
just
kind
of
late
in
the
this
cycle.
Right.
C
G
A
You
know
part
of
part:
we
were
talking
about
the
affordable
housing
committee
meeting.
Today
there
was
a
proposal.
We
got
from
Homeward
Bound
around,
like
a
coordinated
entry
position
to
fund
that
to
fund
like
a
full-time,
additional
coordinated
entry
position,
and
we
were
sort
of
like
talking
about
like
is
our
committee
the
right
place
to
look
at
this
because
I
mean
we're
dealing
with
dealing
with
affordable
housing
and
homelessness.
A
E
My
expectation
with
that
Hayak
or
team
of
care
would
be
the
one
making
that
recommendation
back
to
devoid,
not
home
with
the
battle,
our
other
small
nonprofits,
but
it
would
come
as
a
holistic
conversation
around.
How
do
we
move
forward
on
the
recommendations
that
came
out
of
the
the
national
alliances.
C
Just
since
we're
on
the
topic
in
terms
of
thinking
of
funding
commitments,
we've
already
made
that
are
aligned
with
those
recommendations.
You
all
recall
that
we
funded
a
two-year
pilot
of
the
mobile
outreach
program.
That's
run
by
EMS
in
the
community
Paramedic
program
that
was
launched.
This
fall
a
major
focus
of
that
is
getting
these
mobile
services,
whether
it's
wound
care
or
mobile,
Mental
Health
crisis
services
to
unhoused
folks.
C
So
that's
one
that
was
a
recommendation
within
the
the
naeh
recommendations
as
well
that
we
already
have
underway
and
I've
already
committed
funding
to
as
a
two-year
pilot.
So
again
as
we're
grouping
all
these
together
that
that's
one
that's
in
motion
already,
and
that
would
be
very
helpful
see
if
this
is
a.
Maybe
this
is
something
for
future
conversation,
but
I'd
love
to
hear
from
the
affordable
housing,
folks,
whether
you
all
contemplate
or
Envision,
any
affordable
housing
dollars
being
used
towards
shelter.
C
A
Literally
just
talking
about
this
question
so
so,
Matt
and
Matt
said
that
you
know
he
would
want
to
check
with
legal
and
stuff
to
you
to
kind
of
verify
all
this.
But
but
this
short
version
was.
We
were
again
kind
of
aware
that
this
there
could
be
a
request
from
the
emergency
shelter
working
group
in
Hayak
around
an
emergency
shelter
facility
could
have
Capital
dollars.
A
So
like
a
days
in
type
project
that
does
provide
new
permanent
housing
like
a
project
like
that,
could
qualify
for
affordable
housing
concert,
I
mean
bond
funds,
but
an
emergency
shelter
as
a
standalone,
probably
wouldn't
so
anyway.
These
are
just
a
few
broad
guidelines,
we've
heard
so
far,
I
mean
obviously
most
of
our
phones
are
kind
of
focused
on
production
of
new,
affordable
housing
which
could
be
for
people
like
exiting
homelessness
or
for
just
regular.
You
know
kind
of
working
families
and
others.
A
A
A
B
Q
Oh
look:
Commissioners,
let's
see
everyone
today,
so
it
just
as
a
background.
These
are
either
new
or
transformative
projects
for
it.
We
have
lots
of
other
I.T
projects,
of
course,
that
come
throughout
the
year
and
other
funding
requests.
For
example,
like
new
security
cameras,
that's
very
classic
are
operating,
so
these
I
want
you
to
think
about
that.
These
are
kind
of
new
to
the
county,
new
programs,
new
capabilities,
so
the
first
one
you
see
on
the
board
is
for
a
board
and
agenda
management
solution.
Q
The
next
project
is
a
kind
of
an
assessment.
It's
a
really
part
one
of
a
multi-year
project.
Our
public
website
is
a
older
set
of
Technology.
We
have
a
great
web
team
and
we
like
to
look
and
feel
of
our
site,
but
it's
hard
to
maintain.
It's
highly
developer
and
customized
and
I
will
shaking
her
head
over
there.
Q
So
this
this
25-year
25
000
cost
would
look
towards
assessing
Technologies
vendors
or
content
and
what
would
need
to
be
migrated
and
some
support
needs
for
that
future
fiscal
year.
Project
of
replacing
our
entire
public
facing
website
the
next
one
on
is
EMS,
real-time
tracking,
a
very
exciting
project.
This
is
a
system
that
provides
real-time
monitoring
of
EMS
calls
and
where
our
EMS
ambulances
are,
and
does
some
Predictive
Analytics
to
reposition
EMS
the
fleet
in
real
time
to
respond
to
either
historical
demands
or
current
demands.
Q
Yeah,
it's
all
about
response
times
for
that
one.
The
next
project
here
is
this:
grant
management
software
lots
of
conversations
on
grants
today-
and
this
is
a
kind
of
A
to
Z
Grant
life
cycle
management
for
grants
that
we
receive.
It
also
has
opportunities
to
say,
look
for
new
funding
through
these
software,
but
it's
compliance
tracking,
it's
Milestone
tracking
and
other
features
related
to
Just
A
to
Z
Grant
life
cycle
management.
Q
Q
Q
Next
one
is
web
boc.
This
is
a
tool
that
we've
actually
been
using
with
the
state,
the
state's
version
of
it
for
a
long
long
time-
and
this
is
in
our
own
environment-
this
is
a
Incident
Management
tool.
It
basically
provides
real-time
situational
awareness
and
coordination
of
emergencies,
Resource,
Staffing
and
all
those
kinds
of
capacities,
and
it
will
integrate
with
the
state's
web
boc
system
for
better
reporting
across
jurisdiction
response,
as
well
as
reimbursement
opportunities
and
then
the
last
one
is
well
and
septic
digitization.
Q
D
D
Q
Q
And
I,
don't
I,
don't
I,
don't
want
to.
You
know,
say
what
Dan's
gonna
you
know
come
across
in
this,
but
I
think
a
lot
of
things
around
this
are
compliance
tracking,
Milestone,
tracking,
Financial
tracking.
We
have
a
disparate
way
that
we're
doing
that
right
now:
spreadsheets
and
different
stakeholders.
You
know
that
group
in
particular,
commissioner
Wells
they've
we've
got
a
position
that
great
manager
position
and
we
have
policies
that
we
I
like
to
talk
about
the
iceberg,
a
lot
in
it.
Q
E
Thank
you
and
every
single
one
of
these
that
we're
recommending
this
year
is
about
Foundation
Building,
there's
a
lot
that
we
need
to
be
working
on,
and
this
starts
that
Iceberg
to
Aries
point.
So
there's
nothing
on
here.
That
is
not
truly
needed,
because
Eric
mentioned
it
for
the
last
one
we
do
a
lot
of
manual
processing.
Almost
everything
thing
on
here
is
replacing
a
whole
lot
of
manual
processing
that
we
do.
G
Q
R
R
So
I
did
want
to
point
out
some
of
kind
of
unassigned
but
implied
informal
grouping
of
these
projects
before
we
move
forward
in
the
discussion
so
I'm,
starting
at
the
top
of
our
list.
We
have
this
fire
station
alerting
paging
project.
That
is,
it
sounds
like
equipment
to
us
the
next
two
items.
There
are
major
construction
renovation
type
activities,
so
35
Woodfin
in
the
county
courthouse.
Then
there
is
a
design
project
in
the
middle
of
the
slide.
R
So
moving
to
the
next
slide,
when
we
talk
about
I,
think
where
Finance
plays
a
role
in
how
we
kind
of
organize
and
pay
for
these
things,
you'll
notice
that
the
two
maintenance
and
repairs
so
the
facility
assessment
driven
projects
fall
off
of
that
list
and
you're
left
with
that
same
kind
of
grouping
of
design,
equipment,
improvements
and
major
renovation
and
related
activities,
so
wanted
to
slow
down
a
little
bit
today
and
talk
about
decision
making
and
how
we
fund
these
projects.
So
you'll
see
two
bottom
line
numbers
there.
R
The
58.7
is
effectively
true
project
cost
and
what
we're
going
to
call
the
pay
go
number
and
then
this
slide
identifies
a
rough
estimate
projection
at
if
we
were
to
debt
Finance
everything
on
the
screen
here.
So
obviously
that's
a
big
number
I
understand.
There
was
some
discussion
in
the
last
work
session
as
to
how
we
go
about
kind
of
deciding
and
finalizing
those
things.
So
I
don't
want
to
read
our
debt
policy
to
you,
but
I
figured
we
would
slow
down
and
have
a
conversation.
R
So
you
all
have
a
an
opportunity,
so
I
wanted
to
start
from
the
very
beginning.
So
obviously
Pago
is
the
option
where
we
pay
for
projects
with
cash
up
front.
These
are
generally
not
going
to
be
large
expenditures
or
they
might
have
a
useful
life,
that's
less
than
a
loan
term.
So
I
want
to
call
out
that
that
loan
term
piece,
because
when
we
talk
about
debt
financing,
we
are
going
to
a
public
market.
R
So
there
are
negotiations
and
stakehold
Builders
and
market
makers
on
the
other
side
of
those
conversations,
considerations
for
pay,
glow
and
paygo
include
availability
of
funds.
So
do
we
have
the
money
now
timing
of
the
projects,
how
important
to
us
that
we
get
it
done
and
what
schedule
we
have
for
to
match
the
money
available
and
the
opportunity
or
the
need
for
interest
savings
to
be
used
on
other
projects.
R
So
probably
the
most
obvious
and
a
prominent
advantage
of
Pago
is
not
tying
up
future
funds
and
debt
payments
and
having
savings
and
interest.
So
we'll
say
here
that
this
gives
us
the
most
long-term
flexibility.
It's
effectively
a
cash
transaction.
We
have
the
most
control,
so
we
know
what
we
paid
when
we
paid
it,
how
we
paid
it,
but
there
are
obviously
benefits
to
the
other
options.
So
most
of
the
rest
of
this
conversation
is
about
the
debt
financing
piece
and
making
that
decision,
but
Pago,
obviously,
is
the
other
side
of
that
coin.
R
So
debt
financing
is
governed
in
North
Carolina
by
General
statutes,
the
local
government,
commission,
federal
law
and
our
own
debt
policy.
I
think
we
are
fortunate
in
a
lot
of
ways
in
North
Carolina
that
we
do
have
all
of
those
guidelines.
This
as
a
financing
resource
considerations
for
debt
financing,
include
quicker
delivery
of
projects,
in
many
cases
spread
of
cost
over
useful
life
of
the
capital
asset.
So
are
the
people
who
are
using
that
asset
paying
for
it
over
the
life
of
its
use,
increasing
the
current
capacity
for
more
projects.
R
So
we
can
do
more
with
our
cash
now,
but
we
have
to
understand
the
balance
of
flexibility
with
availability
of
those
funds
for
future
capacity,
and
then
the
interest
rate
environment
is
going
to
be
a
major
determiner
of
of
what
we
do
and
how
we
issue
again.
We're
going
to
Market.
So
I
said
that
I
don't
want
to
read
the
policy,
the
debt
policy
that
we
have,
but
I
am
going
to
say
a
lot
of
words
from
it,
because
that's
our
starting
point
when
we
consider
decision
making
on
how
to
finance
these
projects.
R
R
It
also
reflects
North,
Carolina
General
statutes,
which
includes
the
required
review
by
our
local
government
commission,
and
it
also
reflects
federal
law
specifically
in
the
area
of
tax
code,
so
we
benefit
from
tax
exempt
debt
financing
most
of
the
time,
and
so
that's
why
there's
so
many
words
in
the
policy
right.
It
does
cover
a
lot
of
what
we
do
and
how
we
do
it.
The
objectives
of
the
debt
policy
are
that
we
only
finance
when
necessary.
We
are
as
efficient
as
possible
in
determining
the
timing
and
the
type
of
that
debt.
R
Again
speaking
to
the
market
conditions,
we
obtain
the
most
favorable
interest
rate
and
related
costs
for
debt
issuance,
and
we
protect
the
County's
credit
rating.
So
I
did
want
to
note
here
kind
of
a
mini
celebration.
We
are
still
rated
AAA
by
SNP
and
Moody's,
which
is
the
highest
rating
for
both.
We've
we've
been
comfortable
in
that
rating
for
quite
some
time,
but
did
want
to
note
here
that,
similarly
to
a
personal
debt
application,
our
credit
is
reviewed,
rechecked
re-evaluated
every
time
we
apply
for
debt,
so
there
is
a
potential
not
required,
but
potential
impact.
R
So
thinking
through
kind
of
some
of
our
questions
and
logic
exercises
when
we
do
consider
whether
it's
appropriate
to
debt
Finance
certain
projects,
there
are
several
considerations
called
out
in
the
debt
policy.
I
do
want
to
highlight
just
a
few
of
them
before
we
move
on
so
do
the
project
characteristics
support
the
use
of
debt.
The
County
May
issue
is
allowed
to
issue
bylaw
for
the
purpose
of
acquiring
or
constructing
Capital
assets,
including
land
buildings,
Machinery
equipment,
furniture
and
fixtures.
R
So
that's
where
I
kind
of
call
out
what
was
left
on
that
lights
that
last
slide
and
what
comes
to
this
one
is
equipment,
land,
Building,
major
Capital,
Improvements
and
renovation.
Etc
that's
appropriate
and
we
are
legally
allowed
to
undergo
those
things
where
we
can
call
things
operating
costs
or
maintenance
type
activities.
That's
not
appropriate
for
us
to
issue
debt.
So
we
leave
those
behind
and
consider
those
a
Pago
activity.
R
Are
vehicles
are
considered
Capital
Equipment,
but
I
want
to
come
back
to
that
point
in
one
of
my
next
items.
So
next
up,
we
consider
the
minimum
useful
life
of
the
assets
that
we're
funding
or
acquiring
long-term
debt
will
be
issued
to
purchase
or
construct
Capital
Improvements
or
equipment
with
a
minimum
expected
life
of
five
years.
This
is
what
the
policy
says.
We
do
have
some
flexibility,
but
this
is
in
line
with
best
best
practice
and
the
example
that
I
had
here
is
with
respect
to
Vehicles.
R
We
rarely
Finance
them
because
in
the
experience
of
the
county,
those
lives
are
only
three
to
four
years.
It's
a
little
more
hard
to
predict,
and
so
all
of
these
things
pass
through
to
our
annual
financial
reporting
and
as
whatever
what
is
ultimately
our
reporting
to
our
stakeholders
and
our
investors,
and
so
they
like
to
see
that
but
Vehicles
yes,
are,
are
something
that
would
be
eligible
under
the
capital
type
asset,
evaluation
criteria.
N
And
next
up,
sir
sorry
I
want
to
ask
another
question
about
the
definition
of
Capital
Improvements.
Obviously,
publicly
owned
county-owned
infrastructure
counts.
What
about
infrastructure
that
the
county
purchases
or
improves
upon
for
individual
homeowners
or
or
nonprofits,
or
that
kind
of
thing
I'm?
Thinking
of
like
the
septic
repair
program
as
an
example,
so.
E
N
R
R
So
next
major
point
I
had
here
was
long-term
debt
will
not
be
amortized
for
a
period
beyond
the
life
of
the
asset.
It
is
financing
so
big
words
we
all
understand,
but
that
impacts
how
we
set
up
the
loan
terms.
So,
for
example,
we
have
a
schedule
of
useful
lives
that
we
use
and
present
our
financial
statements
every
year.
R
This
also
can
impact
how
we
bundle
certain
projects
together.
So
the
list
you
see
on
the
screen
now
there
are
some
of
these
pieces
where
we
might
go
to
market
and
a
buyer
would
say
we're
willing
to
buy
a
bundle
of
the
the
land
or
the
building
improvements
with
you,
but
you'll
have
to
leave
off
the
the
equipment
and
the
design
type
items
because
they
don't
seem
to
have
the
same
useful
life
to
us,
and
so
we
would
offer
you
different
rates
on
those
things.
R
Other
considerations
I
know
I've
mentioned
this
a
few
times,
but
Market
participation.
So
every
time
we
step
into
the
bond
market
we're
kind
of
going
into
the
unknown.
At
some
point
we
do
have
financial
advisors
who
specialize
we
have
legal
counsel.
We
have
a
great
support
system,
but
depending
on
the
time
the
day
the
year,
who
knows
what?
What
kind
of
rates
we'll
get
the
timing
of
the
debt
issuance?
R
So
I
think
John
has
mentioned
this
previously,
but
there's
always
going
to
be
a
lag
between
the
project
activity
and
then
us
actually
going
to
debt
which
again
impacts
the
rates
that
we'll
see
the
local
government
commission
likes
to
see,
permits
and
finalize
quotes
in
hand
before
we
move
forward.
So
they
know
we
have
confidence
in
those
numbers
and
so
the
time
to
get
those
things
done
between
your
initial
authorization
of
the
project
and
then
securing
of
the
financing.
A
lot
of
things
could
change
in
the
market
and.
R
Adequate
to
cover
Debt
Service,
so
this
speaks
to
the
earlier
point
about
maintaining
flexibility
and
control.
Once
we
issue
debt,
we
are
locked
into
those
payments
for
the
life
of
the
loan.
There
are
very
limited
options
to
restructure
or
refinance
debt.
We
very
often
cannot
pay
off
early
without
some
pretty
complicated
refunding
structures,
so
that
was
the
Spiel
of
this
is
kind
of
it's
a
very
complicated
conversation,
but
we
try
to
consider
it
carefully
on
a
case-by-case
basis.
D
B
So,
in
terms
of
the
design,
we
would
eventually
bundle
that
with
the
construction
of
the
storage
facility,
so
that
we
would
go
to
debt
out
on
the
package
of
the
design
and
construction
of
the
entire
facility,
so
you're
seeing
the
budget
for
the
design
costs.
That's
not
the
budget
for
the
construction
yet,
and
so
what
will
happen
essentially
is
that
any
24
projects
that
we
assign
for
debt
this
year
will
not
go,
will
likely
not
go
out
for
debt
in
fiscal
year
24..
B
What
what
you'll
see
if
in-depth
payments
for
fiscal
year
20
24,
are
several
projects
that
we
established
this
year.
That
may
now
be
inspections
done
bids
in
hand,
and
then
we
can
then
go
out
for
debt.
So
that's
the
reason
that
the
design
would
be
considered
for
debt
because
it
would
be
then
packaged
the
following
year
with
the
construction.
D
Like
I
guess
my
question
so
like
with
the
paving
and
the
design,
those
are
things
right.
If,
if
we
go
to
debt,
those
are
going
to
cost
quite
a
bit
more
than
what
it
would
be
as
pay
go
on
those
and
I
I
guess
just
with
Mom
I
mean
everything.
Mason
shared
was
very
helpful,
but
I
still
do
just
have
a
question
around
those
two
items
like
I
I,
get
it
right
on
whenever
you're
doing
the
renovations,
the
repairs.
All
of
that
makes
sense
to
me,
but
Paving
I,
just.
B
It's
also
a
matter
of
how
much
funding
do
we
want
to
Tran
how
much
funding
do
we
have
available
in
the
capital
fund
as
well
as
like?
If
we
exhaust
what
funds
are
left
in
the
capital
fund,
then
we
need
to
pay:
go
those
dollars
out
of
the
general
fund
and
budget
those
additional
dollars.
So
it's
really
I
think
in
terms
of
like
how
best
we
manage
those
dollars,
so
we're
open
to
we're
open
to
that.
E
And
more
specifically
to
why
pay
then
part
of
Mason's
conversation
was
how
we
bundle
things
together,
so
this
Paving
could
be
attribute,
bundled
with
something
else.
We
have
a
county-wide
pave-in
program
right
now,
so
that
could
be
bundled
with
that.
So
it
would
make
sense
to
add
it
to
something
as
it's
already
being
borrowed.
So
that's
how
we
will
look
at
the
paving.
R
A
And
so
sort
of
on
the
other
end
of
like
the
opportunities,
the
you
know,
I
think
part
of
the
reason
I
wanted
to
talk
about
it
was
you
know
we
are.
We
are
still
in
this
like
unusual
economic
environment.
Right
like
we
have
very
high
inflation,
which
is
affecting
the
cost
of
construction.
It's
affecting
wages
and
cost
of
living,
so
in
terms
of
I
mean
just
just
the
cost
of
living
adjustment
number
alone
right.
A
This
isn't
to
give
anyone
a
raise
like
to
just
keep
our
public
employees
where
they
already
have
been
10
million
dollars
right
like
so
that's
just
one
number
this
is
before
you
know.
We've
talked
some
about
education,
but
this
is
this
is
before
the
public.
Schools
have
come
in
and
explained
how
they
are
going
to
look
at
this
right,
so
we're
going
to
be
under
we're
gonna
be
facing
some
really
heavy
lifts
to
deal
with.
A
A
It
is
one
of
the
most
impactful
ways
where,
if
you
pay
for
something
all
at
once
versus
spreading
it
out
over
time,
it
has
a
big
impact
on
on
on
how
much
money
you
have
over
the
next
couple
of
years
right
so
so,
I
think
the
next
couple
of
years
are
going
to
be
probably
a
lot
like
what
we're
seeing
right
now
right,
where
cost
of
living
has
gone
up
a
lot.
That's
going
to
continue.
A
So
it's
not
gonna
change
anything
for
us
this
year
or
next
year,
but
when
that
legislation
sunsets
and
those
obligations
are
completed,
that
will
be
a
big
Financial
change
for
Buncombe
County,
because
those
will
now
become
sort
of
unobligated
funds
and
there'll
be
important
decisions
made
by
this
board
around
how
to
invest
that
entire
new.
What
what
will
be
for
County
revenue
standpoint,
a
new
sales
tax
revenue
that
will
be
coming
into
the
timunkum
county
to
help
you
know,
pay
for
various
priorities.
A
A
So
part
of
part
of
the
reason
I
I
Elevate,
the
question
is:
what
are
we
going
to
do
over
the
next
several
years
to
invest
in
these
key
priorities
that
we're
going
to
be
facing,
while
also
I
think
wanting
to
do
whatever
we
can
not
to
raise
property
taxes,
which
would
only
contribute
to
this
cost
of
living
burden
that
all
of
our
constituents
are
feeling
right,
which
all
this
inflationary
pressure
all
this?
This
would
only
make
that
worse.
A
So
that's
going
to
be
a
tool
that
we're
not
going
to
want
to
use
or
to
use
minimally
right.
So
those
are
the
reasons
I
raised.
The
question
you
know:
if
for
everything
you
said,
I
think
Mason
makes
great
sense
makes
it
sounds
like
a
good
policy,
but
if
there
are
some
ways
to
spread
some
of
these
important
Capital
Investments
over
time,
it
is
a
it
is
one
of
the
more
impactful
levers
to
potentially
look
at
how
we
can
do
things
while
not
going
below
our
fund
balance
requirements
over
the
next
several
years.
E
And
we
typically
try
to
that
Finance
as
much
as
we
can
to
this
point
here:
58
million
dollars
in
operations,
but
only
6.6,
would
impact
your
budget
this
year.
If
you're
looking
at
The
Debt
Service
on
these
items,
we
did
not
include
your
question
early
to
fleet
vehicles,
basically
because
the
lifespan
of
that
is
not
more
than
five
years,
but
we
could
and
I
talked
to
Jason
about
this.
Briefly.
We
could
change
our
debt
policy,
but
it
says
the
five
years
and
above
life
for
life.
These
would
be
shorter.
A
E
Beyond
beyond
the
accidents
we
do
go
through
our
vehicles,
especially
when
you're
talking
to
Sheriff's
Vehicles
the
mileage
on
those
extend
their
useful
Life.
Currently,
our
ambulances
have
a
useful
life.
A
mile
as
well
and
I
know.
We
have
at
least
10
to
12
ambulances
that
are
already
past
a
useful
life.
So
we
do
need
to
think
through
and
they're,
probably
two
or
three
years,
but
and
then
the
useful
life
is
up
so
they're,
not
five
year
useful
life
on
our
vehicles.
D
B
So
the
design
will
likely
influence
the
second
number,
so
the
second
number
is
a
placeholder
which
we
will
evaluate
it
in
during
the
budget
process
next
year.
This
fall
will
will
be
evaluating
what
it
looks
like
to
fund
construction
of
of
that
storage
facility
in
25
and
likely
debt
finance
that
and
the
design
together.
So
so
we
would
cash
flow
the
design
until
such
time
that
we
were
ready
to
finance
the
whole
project.
D
D
D
E
So
the
the
idea
would
be
that
we
would
look
at
our
design
because
we
know
that
we
do
have
to
house
County
Services
somewhere.
Would
that
be
downtown
on
Woodfin?
If
it
is,
then
we
can
talk
about
how
would
that
be
the
first
floor?
And
maybe
you
have
opportunities
to
put
housing
on
top
of
housing
in
front
or
some
design,
but
we
would
need
to
have
a
design
where
we
still
have
County
Services
located
somewhere.
So
that
would
be
intent
to
have
a
true
design
of
how
we
could
make
sure.
We
have
multiple
uses.
A
E
J
D
E
E
A
There's
no
I
mean
there's
not
a
lot
on
this
year.
I
mean
it
is
mostly
debt
Finance.
Some,
this
year's
building
projects
right
I
mean
there's
a
detention
there's
a
couple
there,
which
I
mean
I'd
be
open
to
for
the
reasons
I
expressed
to
you
know,
look
at
this,
but
it's
there's.
It
is
mostly
debt
financed
on
this
year's
building
projects.
E
A
Would
just
raise
it
as
a
possibility.
I
mean
it
sounds
like
it
is
something
that
is
permissible.
I
mean,
as
we
weigh
in
further
into
this
budget.
I
anticipate
very
tough
decisions,
so
I
mean
if
and
if
it,
if
I
turn
out
to
be
wrong
and
oh,
this
is
all
easy.
We
got
it
done
and
plenty
of
money
there's
plenty
of
money,
then
maybe
maybe
it
won't
come
back
up.
I
just
raised
it
as
like
hey.
This
is
a
lever
that
is
out
there
to
potentially
use
to
help
manage
your
cash
on
hand.
B
Right,
just
just
to
add
to
these
are
capital
outlay
outlay
items
currently
in
the
general
fund.
So
you
see
the
vehicles
here,
but
we
also
have
some
elections.
Funding
you'll
actually
hear
from
Corinne
our
election
Services
director
at
our
next
budget
session,
to
explain
more
about
the
express
vote
system
which
represents
about
six
hundred
thousand
dollars
of
of
Elections
capital
outlay.
E
B
So
as
we
look
at
our
budget
by
function
in
comparison
with
the
adopted
fiscal
year,
23
budget
you'll
see
an
additional
48.9
million
dollars
in
requested
expenditures.
A
12.2
percent
increase,
our
largest
increase
in
line
with
the
top
priority
of
this
board
identified
in
December
is
in
public
safety.
B
E
A
H
I
didn't
see
anything
worth
cutting
I,
I.
Think
brownie.
You
made
a
very
steep
point
there
about
the
value
of
debt
financing.
Some
of
this
the
reality
is,
we
have
so
many
plates
we're
juggling
at
this
point
and
I
I'd
be
hard-pressed
to
cut
any
program
everyone's
going
to
need
or
want
more
money
in
the
years
to
come.
So
I
appreciate
you
giving
us
a
realistic
set
of
numbers
here.
That
gives
us
a
solid
starting
place
for
the
conversations
that
I
guess.
We
can
look
forward
to
having.
A
I
mean
there's
lots
of
compelling,
there's
lots
of
compelling
ideas
in
here,
I
mean
the
I
mean
the
total
I
mean
the
first.
The
first
I
mean
the
first
pass
is
usually
just
sort
of
like.
Let's
get
everything
on
the
table,
right
I
mean
just,
but
so
tell
me
if
I'm
not
understanding
this
right,
but
Avril,
you
would
anticipate
the
staff
are
going
to
do
further
work
on
this.
The
second
pass
number
is
going
to
be
a
lower
number.
Not
a
bigger
number
right
or
I
mean
that's
the
way.
A
We've
that's
the
way
it
sort
of
looked
each
year
that
we've
done
this,
but
is
that?
Are
you
anticipating
that
sort
of
the
way
this
will
play
out
and
and
then
and
then
we
start
getting
more
into
okay,
like
here's,
how
much
money
we
have?
Here's
here's
the
request:
what
do
we?
What
do
we
do
with
this
difference
right?
The.
E
A
E
We're
still
we're
still
working
on
those
we
have
preliminary
numbers
and
we're
still
working
on
those
to
drill
down
as
much
as
we
can
like
property
taxes.
Where
do
we
think
that's
going
to
land?
Where
do
we
leave
sales
tax,
which
is
our
biggest
Revenue
sources,
so
making
sure
we
get
really
good
solid
numbers
on
those
before
we
bring
those
to.
A
You
okay,
but
so
we'll
hear
more
about
that,
but
I
mean
with
the
extent
of
the
increases
contemplated
here,
I
mean
my
working
assumption
is
that
this
would
not
be
a
budget
that
could
be
supported
with
the
current
tax
rate
or
even
close
to
it,
not
even
close
right.
So
so
I
think
there's
a
lot
of
compelling
things
here.
You
might
think
there's
also
going
to
be
priorities
to
be
set
and
some
things
that
would
be
great
to
happen.
Some
of
them
might
need
to
happen
over
time.
A
Right
so
I
mean
I,
don't
think
we're
going
to
be
able
to
do
all
this
this
year.
So
it's
you
know,
there's
a
lot
of
I,
don't
see
anything
here,
I
think
oh,
this
is
seems
like
a
really.
You
know
no
need
to
do
this,
but
but
but
we're
not
going
to
be
able
to
do
it
all
so
I
think
they'll
be
priorities
to
be
set
would
be
the
way
I
would
look
at
it.
Thank
you,
great
information,
great
presentation,
any
other
comments
or
questions
for
now.
All
right
appreciate
everybody.
Thanks.