►
Description
Commissioners budget discussion on April 22, 2021
A
A
Max
right,
perfect,
so
just
a
quick
look
at
our
fiscal
year,
2022
budget
timeline.
Most
recently
in
march,
we
reviewed
with
you
first
pass
expenditures
that
included
a
review
of
the
new
personnel
related
request,
significant
drivers
for
salary,
operating
and
program,
support
of
the
general
fund.
We
additionally
reviewed
the
recommended
fiscal
year,
2022
capital
and
information
technology
request.
A
Our
next
session
together
is
calendared
for
may
the
11th,
with
our
hearing
from
our
education
partners,
their
2022
budget
requests
and
then,
additionally,
with
fire
districts
around
any
of
their
tax
rate
requests,
and
I
know
so
with
chairman
newman,
not
here.
A
A
We
just
wanted
to
make
sure
that,
for
from
the
dates
perspective
that
we
would
be
in
compliance
with
statutory
requirements,
if
you
were
to
request
or
want
to
hold
public
hearing
and
adoption
on
june,
the
first
we
would
meet
those
statutory
requirements.
It's
and
it
would
just
require
that
the
the
meeting
would
be
properly
noticed
to
include
both
of
those
items.
So
I
don't
know
if
that's
anything
that
you
all
want
to
take
up
for
discussion
or
decision,
or
we
can
certainly
wait
for
that
for
later.
A
A
A
Matt
cable,
with
our
transportation
division,
has
provided
some
additional
details
for
mountain
mobility.
Funding
requests
to
support
the
continued
paratransit
services
to
our
older
adults.
Another
item
that
we've
included
in
your
packet.
We
talked
and
committed
that
we
would
bring
back
to
you
the
education
special
projects
funding.
So
we
reviewed
that
proposed
process
that
we
had
reviewed
with
the
schools,
both
asheville
city
and
buncombe
county
schools.
Provided
us
back
with
a
list.
A
A
Our
current
proposed
amount-
that's
included
in
in
the
expenditures
that
we
will
discuss
today,
is
three
hundred
thousand
dollars,
so
just
know
that
that's
the
current
recommended
amount
based
on
the
list
that
we
receive
from
the
schools
and
then
obviously
that's
to
your
discretion.
To
move
that
up
or
down.
B
A
Great
so
chairman
newman's
question
was:
is
are:
are
we
going
to
review
that
in
more
detail
today?
We
hadn't
we
do
not
have
that
included
as
part
of
our
presentation,
but
certainly
can
answer
any
questions
or
if
it
may
be
more
appropriate
that
we
come
back
with
it
during
may.
The
11th,
which
is
the
meeting
with
our
education
partners,.
C
C
My
only
observation-
and
it's
not
that
I'm
you
know
I
want
to
obviously
look
at
this
in
more
detail.
It
is
if
you
look
at
the
last
several
years
where
you
know
from
time
to
time,
we've
kind
of
on
an
ad
hoc
basis,
kind
of
made
decisions
to
add
more
funding.
This
is
quite
a
bit
more
than
what
we
have
been
doing
right.
So
I
think
if
the
idea
was
hey,
let's
look
at
what
we've
been
doing,
you
know
and
then,
but
then
kind
of
create
a
different
process
for
doing
something
similar.
C
B
C
Is
there
any
way
of
kind
of
knowing
again
kind
of
at
a
high
level?
You
know
with
all
the
list
of
projects
that
are
here
like
if
we
didn't
do
something
like
this
new
process?
Does
it
mean
none
of
these
projects
would
happen
or
did
the
schools
have
other
potential
funding
sources
that
they
could
be
using?
To
kind
of
you
know
plug
away
at
these
kinds
of
projects
over
time.
A
I
mean,
based
on
the
conversation
we've
had
with
the
schools,
is
that
these
types
of
projects
have
a
tendency
to
fall
to
the
lower
priority
for
other
funding
revenue
streams
because
of
other
urgent
or
immediate
needs.
The
chiller
went
out
the
those
kinds
of
capital
needs.
So
our
my
understanding
and
I'm
gonna
look
at
sam
to
see
if
he
has
anything
else
to
weigh
in
on
but
is
was
that
these
tend
to
follow
are
in
priority
and.
C
A
A
So
the
last
handout,
that's
included
in
your
packet
on
the
right
side
of
your
folder,
is
the
proposed
fee
schedule
changes
which
we
did
provide
additionally
to
you
in
advance.
So
a
summary
powerpoint
slide
and
then
provided
to
you
and
posted
online
is
the
full
fee
schedule
document
for
the
public
to
be
able
to
review.
A
So
what
I'd
like
to
do
is,
if
you
all
did
have
any
questions
related
to
the
proposed
fee
schedule
changes
that
we
visit
that,
at
the
end
of
our
conversation
today,
we'd
be
happy
to
try
to
answer
those
questions
and-
and
we
have
asked
that
there's
department
directors
who
are
available-
that
if,
if
it's
something
that
you
all
wanted
to,
you
know
answer
us
to
today,
we
could
do
that.
A
I
will
then
turn
the
presentation
over
to
rusty
mao
after
I
go
through
the
rest
of
the
my
beginning
of
the
agenda,
who
you
heard
from
in
december
during
our
budget
retreat
rusty
will
provide
a
brief
review
of
the
concepts
of
the
one-time
versus
recurring
and
in
the
categories
for
foundational
and
strategic
plan
priorities
or
revisit
of
those
concepts,
and
then
he
will
additionally
review
with
you
the
fiscal
year,
2022
revenue,
neutral
tax
rate
and
then
fiscal
year.
2022
projected
revenues.
A
A
A
Again,
we
all
remember
we're
in
the
midst
of
the
pandemic,
trying
to
project
those
particular
revenues,
and
I
think
they
definitely
have
come
as
a
surprise
to
to
many
of
us.
In
terms
of
the
sales
tax,
we
received
a
one-time
payment
to
the
county
for
something
that's
referred
to
as
medicaid
hold
harmless
in
the
amount
of
1.3
million.
A
What
that
means
is
that
there's
a
statute
that
provides
that
counties
are
to
be
held
harmless
from
the
exchange
of
a
portion
of
the
local
sales
and
use
tax
for
this
state's
agreement,
previous
agreement
to
assume
the
responsibility
for
the
non-administrative
costs
of
medicaid,
so
there
was
a
it
was
related
to
article
44,
so
there
was
a
repealing
of
the
article
44,
and
so
the
commitment
from
the
state
was
to
hold
counties
harmless.
A
We
have
not
received
that
particular
revenue
in
the
last
five
fiscal
years,
so
we
received
it
this
year
and
the
amount
for
that
one
time
is
1.3
million.
We
additionally
estimate
5.4
million
in
ad
valorem.
This
difference
comes
from
the
budget
at
a
99
collection
rate,
as
opposed
to
anticipating
a
99.5
percent
collection
rate.
A
We've
had
additional
growth
in
valuation
as
it
results
from
registered
motor
motor
vehicles
as
well,
and
some
real
and
business
property
over
the
fiscal
year.
21
budget
estimate
for
the
other
sources
of
revenues,
so
a
net
exchange
of
other
revenues.
We
anticipate
about
a
6.1
million
dollar
less
revenue
and
I'm
going
to
go
through
those.
So
in
conjunction
with
finance,
we
were
able
to
purchase
vehicles
for
the
fiscal
year
21
our
replacement
plan
as
pay
go
instead
of
debt
financing.
A
A
So
the
federal
prisoner
revenues
we
expect
to
be
under
1.2
million
this
year
and
then
there
was
200
000.
We
expect
to
be
under
budget
for
emergency
services
and
public
health,
200
000..
So
that's
the
makeup
of
the
remaining
of
the
under
budget.
We
anticipate
any
questions.
C
B
C
C
I
guess
just
maybe
again
just
really
high
high
level,
but
so
there's
lots
of
really
good
news
in
here.
Right,
like
expenses,
are
lower
revenue's
higher,
that's
kind
of
what
you
would
hope
to
hear
right.
C
A
I
can
start,
are
you
so
I
mean
I
definitely
go
back
to
the
sales
tax.
I
think
I'll.
Look
at
rusty
who's,
our
staff
economist,
I
think
sales
tax
definitely
was
a
surprise
to
us
all.
I
think
that
we
additionally
really
couldn't
anticipate
or
didn't
expect
quite
the
permits
and
inspections,
the
building
kind
of
continuation
and
boom.
A
B
We
typically
spent
about
96
to
98
of
our
budget,
so
we
were
on
track
on
spending
the
cures
funding
coming
as
quickly
as
it
did
and
lasted
as
long
as
it
did
was
the
surprise
as
well.
We
typically
with
this,
you
have
to
apply
to
fema
to
get
your
monies
back,
but
with
the
release
of
curious
money,
we
didn't
have
to
go
through
that
female
spend
the
money,
then
wait
for
reimbursement,
so
that
was
a
surprise
as
well.
B
D
F
F
I
think
we've
got
to
give
them
credit
for
what
what
was
a
tough
year
working
at
home.
You
know
changing
around
some
working
where
they
normally
wouldn't
work.
You
know
doing
the
pandemic
to
help
out
with
the
shots
and
all,
but
I
we
can't
forget,
you
know
the
employers
and
staff
for
what
you
did
and
thank
you.
I
think
we
need
those
commissions
to
thank
you
for
a
job.
Well
done.
I
think
these
numbers
attribute
to
that.
So
thanks.
A
We've
included
the
three
hundred
thousand
dollar
placeholder
again
for
establishing
the
education
funding
and
again
that
one
that
one
is
open
to
revisit
the
amount
mobility
amount
of
256
000
to
offset
the
north
carolina
department
of
transportation
funding
loss.
The
total
investment
proposed
for
mountain
mobilities
funding
is
1.64
million.
A
A
A
We
continue
to
have
some
of
the
early
retirement
incentive
costs
that
we
cover
in
the
budget,
the
annual
leave
cash
conversion
and
then
annual
leave
payouts
and
so
we've.
We
feel
that
we've
gotten
a
better
handle
on
understanding
like
each
subsequent
year
about
what
what
costs
we
incur
related
to
that
and
and
are
projecting
it.
A
So
we
start
with
a
100
budget
for
positions,
and
then
we
went
back
and
refined
that
and
believed
that
we
can
reduce
the
current
salary
and
benefits
budgets
by
2.3
million
dollars
as
a
as
an
estimate
to
be
able
to
absorb
with
la
for
lap
salary,
so
we've
reduced
salary
and
benefit
budgets
by
2.3
million.
So
after
all
of
those
adjustments
to
expenditures
we're
looking
at
a
net
decrease,
totaling,
715
thousand
dollars.
B
You're
asking
about
the
equity
officer
initially,
when
we
started
put
together
the
budget
staff,
the
equity
work
group
actually
requested
two
positions
for
equity,
and
I
said
not
at
this
time,
because
you
were
now
rolling
out
the
equity
action
plan,
but
since
then
and
we
started
the
equity
action
plan,
we've
had
about
six
meetings
by
now
and
the
first
ones
that
I
listened
into
the
community.
The
committee,
the
community
was
asking
we
want
to
see
you
put
your
money
where
your
mouth
is.
B
You
really
want
to
understand
how
you're
going
to
get
implementation
to
be
done,
and
my
thought
at
first
was
going
to
be
a
slow
implementation,
but
I
don't
think
I
have
that
runaway
to
do
that,
so
this
position
would
really
help
to
take
the
activity
action
plan
and
put
it
into
implementation
right
now.
The
work
group
has
done
the
leg
work.
We
have
this
embedded
in
all
our
departments.
All
the
departments
know
what
we're
doing
so
now.
B
H
I
will
put
my
mic
on
now.
Thank
you
very
much.
That's
really
helpful
and
I'm
excited
to
see
that
included
here.
It
feels
like
the
appropriate
way
to
ensure
that
this
work
really
has
the
leadership
it
needs
and
we'll
be
excited
to
hear
more
details
about
how
that
position
will
be
structured
in
terms
of
the
leadership
team
and
making
sure
it's
really
integrated
into
the
the
sort
of
full
work
of
county
departments.
I'm
sure
you
all
are
already
thinking
about
that
part
of
it
and.
B
We
have,
and
I
have
a
unique
opportunity
right
now,
because
I
have
I
would
have
a
vacancy
in
my
department
starting
may
7th.
I
believe
I
will
have
a
vacancy,
so
the
thought
what
we're
working
on
now
is
to
take
that
vacancy
and
to
restructure
it
so
that
that
position
is
now
going
to
be
the
ndl
position,
so
take
that
existing
position
and
add
more
duties
to
it.
B
Where
the
complaints,
the
appeal
process,
would
go
through
that
my
current
position
in-house,
but
the
vacancy
happens,
I
believe,
may
7
is
when
my
employee
would
leave
so
when
an
employee
leaves
the
new
hire
would
have
those
duties
already.
So
we're
recruiting
will
start
recruiting,
if
not
tomorrow,
by
monday,
to
fill
that
vacancy
with
those
added.
A
H
A
Pardon!
Yes!
Yes,
so
if
you
look
at
the
actual
compared
to
the
not
for
19,
4.3
was
the
actual
2.28
was
the
unrestricted
revenue
projection
for
fiscal
year
20
it
was
4.24.
A
If
you
carry
that
through
the
fiscal
year
2022
year,
if
you
use
the
unrestricted
revenue
growth
rate,
it's
10.2
million,
if
you
use
the
three
percent
we're
at
10.7
so
over
that
five-year
period,
if
you
use
the
unrestricted
revenue
growth
rate,
the
total
growth
we
would
give
the
schools
would
have
been
10.2
million
actual
that
we
would
provide
to
them.
If
you
stick
with
the
3.0
percent,
that's
currently
in
this
pass
of
the
budget,
it's
10.7
million.
C
Can
I
it
back
see
if
I
got
it
right
so
so,
looking
back
the
last
several
years
in
each
of
those
years,
we
have
funded
the
school's
budget
above
the
growth,
except
for
fy20,
where
it
was
actually
that
was
the
one
year
where
we're
like
we're
actually
going
to
try
to
stick
to
that
concept.
This
year,
right.
A
C
So
the
other
years
has
been
greater
in
the
the
budget
plays
out
as
contemplated
on
this
page
in
this
in
this
forward-looking
year,
we
would
actually
do
under
because
we're
expecting
a
lot
of
revenue
growth
for
all
these
different
reasons,
and
so
in
a
way
it
would
almost
kind
of
true
it
up
over
that
several
year
outlook.
C
A
We
certainly
can
my
recollection
is:
is
that
there
was
there
was
significant
year-over-year
growth
even
in
that
five-year
period
prior.
I
do
recall
looking
at
that
in
a
probably
a
much
greater
detail
in
our
fiscal
year.
19.
C
Know
I
I
don't
want
to
put
people
through
a
big
fire.
I
think
it
actually
would
be
useful
to
look
at.
I
mean
this
is
such
a
big
part
of
our
budget
that
this
kind
of
snapshot,
I
think,
is
interesting.
I
think
if
you
added
three
or
four
years
before
it,
I
think
it
would
also
tell
like
a
more
full
story.
So
if
it's,
if
it's
possible,
to
bring
that
forward
as
part
of
our
discussions,
I
think
that
would
be
useful
to
look
at.
We.
I
C
A
A
We
started
and
took
a
look
at
the
revenue
trends
so
to
review
trends
for
revenues
generated
by
environmental,
health,
onsite
and
wastewater,
and
taking
a
look
at
the
last
three
fiscal
years
for
many
services
that
the
county
provides.
There
is
a
county
share
in
the
cost
of
operations,
and
this
is
the
same
for
environmental
health,
on-site
and
wastewater.
A
A
A
This
included
henderson
for
close
proximity,
new
hanover
union
and
forsyth
for
relative
population
comparison,
and
the
comparison
concludes
that
our
fees
are
generally
in
alignment.
There
are
some
that
are
a
little
higher
a
little
lower,
but
overall
generally
in
alignment,
and
we
would
not
recommend
changing
fees
at
this
time.
A
Staff's
perspective
is
that
this
would
be
a
significant
change
in
impact
to
implement
in
a
one-year
time
frame
if
the
board's
desire
is
to
direct
staff
towards
setting
fees
that
covers
an
established
or
a
recommended.
Like
percent
share,
we
could
take
that
back
and
evaluate
so
just
wanted
to
give
you
that
historical
outlook
that
we've
not
ever
been
a
100
percent
cover
covering
service
in
the
environmental
health,
on
septic
and.
B
My
statement
was,
we
were
in
the
past
closer
to
50
percent
split.
So
if
the
policy
conversation
is
around
getting
back
to
that,
that's
a
smaller
percentage,
you
will
have
to
make
up
and
try
to
do
a
full
cost
recovery
of
this
position.
B
C
A
couple
of
questions
about
it,
so,
in
terms
of
this,
this
position
or
this
this
kind
of
role
in
the
organization,
is
this
a
position
that
is
spends
all
their
time
just
on
like
processing
permits
for
new
construction,
or
do
they
do
a
bunch
of
other
things
as
part
of
their
job
too?.
A
J
C
Okay,
what
percentage
of
the
time,
if
it's
possible,
just
ballpark,
is
spent
like
on
like
permitting,
or
you
know,
reviews
of
new
construction
activity.
J
J
We
are
about
200
applications
ahead
of
where
we
were
last
year
with
repairs
prior,
I'm
sorry
where
we
were
in
2019
prior
to
covic,
so
that
tells
us
that
people
are
using
more
water
and
taxing
their
systems
more
than
they
usually
would
and
repair
systems
are
generally
are
really
challenging
to
to
evaluate.
J
According
to
the
state,
our
staff
can
evaluate
one
repair
application
per
day,
in
addition
to
one
new
application
for
a
new
housing
site.
Just
to
give
you
some
perspective
of
time
and
after
the
initial
visit
inspectors
may
request,
pits
on
lots
to
get
a
deeper
to
have
a
deeper
dive
into
the
soil
literally
and
figuratively,
and
to
give
a
better
picture
of
how
well
a
system
would
work.
J
And,
incidentally,
another
challenging
component
to
it.
That
adds
to
the
time
frame
is
the
fact
that
our
lots
in
buncombe
county
are
getting
smaller
and
smaller,
and
that
brings
another
layer
of
challenge
to
the
inspectors
for
designing
a
system
that
will
actually
work
for
what
the
homeowner
is
interested
in.
Building.
C
C
C
I
guess
in
a
way
for
things
that
are
like
new
construction,
new
permits,
things
like
that,
it
seems
like
I
mean
I'm
not
for
you
know
dramatically
changing
stuff
all
at
one
time,
but
just
in
principle
it
seems
like
it
would
be
nice
for
those
things
to
pay
for
themselves.
Right
folks
are
coming
in.
They
want
to
build
a
project.
You
know
make
some
money
doing
it.
You
know
it
seems
like
that's,
that's
all
great,
but
you
know
why
shouldn't
we
have
those
costs
for
the
service.
C
You
know
pay
for
themselves
and
not
not
try
to
make
money
off
of
it,
but
but
simply
reflect
the
cost
of
service.
On
some
of
these
issues
around
folks
who
are
repairing
systems
and
doing
things
like
that,
you
know
maybe
that's
in
a
way
a
little
different
like
we
don't
want
to
do
anything
if
they're
systems
that
aren't
working
well,
we
don't
want
to
discourage
people
from
coming
in
and
taking
steps
to
get
them
fixed
right.
C
C
If
we
look
at
maybe
adjusting
the
rates
over
time
so
that
the
new
construction
permits
we
try
to
get
them
to
be
more
self-financing,
I
think
that
would
be
a
good
goal,
but
the
other
parts
I'm
pretty
comfortable
with
you-
know
giving
a
a
really
affordable
approach
to
them,
because
there's
a
lot
of
public
benefits
from
them
being
fully
utilized.
So
those
are
just
one
person's
thoughts.
Any
other
comments
or
questions
on
this.
At
this
time.
E
E
One
of
the
initial
reactions
I
had
was
what
are
the
kind
of
like
the
growth
rates,
the
amount
of
development
and
construction
happening.
Some
of
those
other
counties
that
I
know
are
more
equal
in
population,
but
I
guess
union
county
is
one
of
the
fastest
growing
places
in
the
country.
Isn't
it
and
we're
we're
in
line
with
them.
A
No,
we
can.
We
can
look
to
provide
you
that
information.
E
C
What's
is
there
a
general
kind
of
philosophical
position,
the
county's
taken
towards
kind
of
like
cost
recovery
when
it
comes
to
new
construction,
more
generally,
for
kind
of
a
sweep
of
permits
and
reviews
that
new
construction.
B
Projects,
I
don't
have
a
philosophical
where
we
say
that
we're
going
to
have
new
construction
fully
recover
costs,
because
then
we'll
have
to
do
a
cost
analysis
to
what
does
it
truly
cost
to
do
that
work
and
that
work?
That
level
of
detail
has
not
been
done,
because
it's
the
same
position
that
was
going
to
serve
both
new
construction
as
well
as
maintain
the
old
septic.
So
we
have
not
said
what
percentage
of
your
time
goes
to
new
construction.
We
have
not
done
that
level
of.
C
L
I
don't
know
if
matt's
available
or
not
but
I'll
just
add
that,
yes,
we
do
try
to
be
competitive
with
surrounding
counties
when
it
comes
to
our
fee
schedule,
and
I
will
add
that
I'm
not
sure
how
many
years
that
we've
had
more
revenues
than
expenditures
in
building
inspections,
but
that
is
the
case
in
building
inspections.
That
is
not
the
case
in
planning
or
environmental
health.
L
A
There's
one
more
element
to
permits
and
inspections.
There
was
actually
there's
statutory
guidance
around
the
use
of
permit
and
inspection
revenues,
and
I
can't
remember
civil
if
it
was
like
2016,
maybe
a
little
later,
but
we
go
through
an
analysis
in
conjunction
with
finance
each
year,
where
we
need
to
evaluate
that
permits
and
instructions
permits
and
inspections.
Revenue
is
only
used
to
to
pro
to
do
the
service
permits
and
inspections,
so
it's
a
restricted
revenue
source
so
and
if
there
are
rollover.
A
Inspections,
so
I
have
one
more
slide
on
this
topic
so
based
on
the
information
we've
talked
about
today,
we
are
requesting
to
be
able
to
move
forward,
keep
that
position
in.
A
But
if
I
recall
there
was
some
discussion
around
the
current
kind
of
time,
no
time
to
actually
get
to
working
through
the
permitting
process,
and
so
I
wanted
to
propose
to
you
around
two
options
so
that
we
work
towards
approving
the
position
in
the
current
fiscal
year
that
we
would
bring
that
back
as
a
request
at
the
may
4th
meeting,
or
we
can
continue
the
course
and
request
the
position
be
approved
with
the
fiscal
year
2022
budget.
So
those
are
two
options
in
april,
so.
K
B
And
the
second
question
that
we
will
bring
back
on
may
4th
a
regular
agenda
and
then
we
will
start
posting
the
position.
Did
you
want
us
to
take
a
look
at
any
of
the
new
construction
fees
to
help
recover?
Some
of
this
cost
move
it
closer
to
our
50
50
split
or
leave
them,
as
is
those
will
start,
probably
in
july
versus
now.
K
That
is
how
does
that
impact,
especially
some
of
those
who
have
more
affordability
issues,
because
the
builders
are
going
to
pass
this
on
to
the
homeowner.
So
I
understand
what
you're
saying
we
need
to
look
at
it,
but
I
do
have
concerns
around
that,
with
affordability
with
how
it
impacts
some
of
those.
K
C
Have
for
affordable
housing
in
the
past
right?
We
were
talking
about
that
at
the
committee
not
too
long
ago.
I
think
so
that
is,
I
think
when
they
get
the
permits,
they
have
to
pay
a
hundred
percent,
but
then
I
think
we
can
have
a
policy
to
like
in
essence,
rebate
them
back.
If
you
want
to,
but
we've
I
think.
Am
I
wrong
about
that?
Sybil!
Isn't
that
what
we
have
done
in
the
past,
although
I
think
we
kind
of
decided?
C
Ultimately,
it
may
not
be
that
effective,
because
it's
pretty
administratively
like,
if
you
you
know,
if
you
already
paid
it
up
front,
does
it
really
like
move
the
needle?
Is
anybody
like?
Oh
I'm,
going
to
build
an
affordable
housing
project
instead
of
a
market
rate
housing
project,
because
I
get
a
fee
rebate
like
people?
Just
it
doesn't
they're
like
a
lot
of
our
policies
are
very
effective.
F
C
I
mean
for
myself
I'd
be
open
to
looking
at.
You
know
better
cost
recovery.
On
this,
I
I
mean
just
just
on
this
one
area.
You
know
we're
subsidizing
it
half
million
dollars
a
year
if
there
was
a
little
bit
better
cost
recovery
in
these
kinds
of
arenas.
I'm
not
saying
this
one
specifically,
but
in
growth
and
planning
and
development
the
whole
suite
of
activities
we
do
there,
I
mean
it
would
potentially
provide
us
more
resources
to
invest
in
targeted
ways
around
really
building
affordable
housing.
C
D
H
I'd
be
interested
in
seeing
staff
sort
of
bring
forward
some
ideas
of
what
that
might
look
like.
I,
I
sort
of
can
see
the
strength
of
both
arguments
at
the
theoretical
level,
but
maybe
if
we
could
just
I'd,
be
specifically
interested
in
whether
there
were
some
targeted
areas
where
some
rate
increases
might
make
sense
and
then
some
areas
where
for
where
it
would
make
sense
to
keep
rates
as
as
close
to
other
counties
as
possible.
So
I'd
appreciate
information.
F
You
know
I
I
agree
with
brownie
when
it
comes
to
the
new
applications,
if
we
could
come
closer
to
breaking
even
there
now.
I
agree
when
we
talk
about
the
repairs
and
all
that's
a
different
animal,
because
we're
talking
about
environmental
concerns
and
health
there,
but
on
the
new
applications
yeah.
I
agree
if
we
could
just
close
that
gap,
some
on
what
we're
losing
yeah
I'd
like
to
see
us
look
at
that.
E
My
final
thought
is
just
looking
at
this
chart:
you
have,
the
percent
of
budget
recovered
is
going
down
every
year
and
that's
just
not
a
over
10
years.
That's
not
a
great
trend,
so.
C
We're
gonna
we're
gonna
grow
a
lot
over
the
next
10
to
20
years.
You
know,
so
we
need
a
good
process.
That's
business
friendly,
gets
people
permits
and
timely
fashion
stuff
like
that,
but
I
personally
you
know
I
mean
again
except
we're
getting
a
lot
of
public
benefits
to
affordable
housing
and
stuff,
like
that,
I'd
like
to
see
it
kind
of
pay
for
itself
to
some
extent
all
right.
Well,
thanks
for
thinking
this
through
or
getting
some
having
some
discussion.
There's
more
in
this
slide,
and
this
there.
A
Is
so
at
this
point,
I
would
like
to
turn
the
presentation
over
to
rusty
mau
again,
who
will
revisit
the
concepts
and
talk
to
you
through
our
revenues.
M
All
right,
can
you
hear
me
all
right
all
right,
so
it's
it's
been
about
four
months
since
we've
kind
of
all
started
this
journey
together
at
our
budget
retreat.
We
started
talking
through
some
concepts
at
that
time,
and
so
I
just
want
to
start
our
conversation
today
reintroduce
some
of
those
topics
that
we
covered
and
that'll
really
prepare
us
to
look
at
our
fy
22
revenue
budget
and
then
a
combined
financial
outlook,
similar
to
what
we
did
at
the
budget
retreat.
M
I
will
tell
you,
as
we
go
throughout
this
section
of
our
of
our
work
session.
We
will
really
kind
of
look
at
things
as
individual
slices
building
up
to
the
whole
picture,
so
we'll
go
through
these
concepts,
then
we'll
look
at
our
revenue
sources,
other
than
property
taxes,
then
we'll
talk
through
some
of
those
things
like
the
revenue,
neutral,
actual
calculation,
as
well
as
our
property
taxes
and
then
look
at
kind
of
the
combined
outlook
of
our
of
our
overall
budget.
M
M
We
really
want
to
look
at
our
at
our
our
budget
as
slices
of
the
pie,
so
the
first
on
the
on
the
left
side
here
is
foundational.
Now
this
is
not
the
foundational
focus
area
in
our
strategic
plan.
It's
just
kind
of
the
same
word
there,
but
we
look
at
our
foundational
recurring.
These
are
our
routine
annual
commitments,
something
we're
going
to
do
every
year,
so
it's
the
salaries
and
benefits.
We
pay
our
staff,
it's
our
operating
expenses,
it's
the
money
that
we
provide
to
our
k-12
education
partners
as
well
as
av
tech.
M
It's
our
debt
service
for
our
capital
projects
that
we've
incurred.
The
next
category
is
our
one-time
expenses,
our
one-time
appropriations,
so
examples
here
are
capital
paygo
projects,
so
things
we
pay
for
in
cash.
It's
our
it
software
projects
that
initial
acquisition
it's
our
vehicles,
even
though
we
may
purchase
vehicles
each
year
that
that
vehicle
is
a
one-time
purchase
and
then
other
ad
hoc
needs
that
may
be
grants
if
we
receive
a
grant
in
a
year
a
carry
forward
from
a
year
or
just
an
unplanned
temporary
expense.
M
You
can
imagine
in
this
year
we
we
understand
that
concept,
and
so
then,
under
our
strategic
plan
priorities
we
have
our
our
community
expenditures,
and
these
are
really
annual
commitments
to
a
community
focus
area.
You
know
it
may
be
kind
of
the
same
idea
of
a
one-time
payment
for
an
affordable
housing
project,
but
that's
an
ongoing
routine,
recurring
expense,
and
we
like
to
look
at
those
specifically
because
if
you
look
by
project
or
initiative,
it's
easy
to
tailor
those
and
tie
them
directly
to
the
strategic
plan
just
by
nature.
M
So
then
the
next
concept
I
want
to
talk
through
is
a
balanced
budget,
and
so
as
as
you're
well
aware,
we
are
required
to
pass
a
balanced
budget,
and
what
do
we
mean
by
that?
So,
according
to
general
statute,
it's
the
the
sum
of
estimated
net
revenues
and
appropriated
fund
balance
is
equal
to
appropriations,
expenditures,
equal
revenues
plus
appropriated
fund
balance.
But
when
we
look
to
that,
that's
not
our
ultimate
goal.
M
So
the
another
concept
important
especially
in
this
year,
reappraisal
year
to
review,
is,
is
revenue
neutral,
and
so
what
is
revenue
neutral
so
listed
here
and
I'll?
Read
it
directly?
Revenue
neutral
is
the
rate
that
is
estimated
to
produce
revenue
for
the
next
fiscal
year
equal
to
the
revenue
that
would
have
been
produced
for
the
next
fiscal
year
by
the
current
tax
rate.
If
no
reappraisal
had
occurred,
how
much
revenue
would
you
have
produced
next
year,
similar
to
this
year?
M
The
question
that
you
might
ask
is
what
about
growth
and
that's
a
really
important
factor
in
how
we
calculate
revenue
neutral,
and
so
this
is
also
outlined
in
statute
and
I'll.
Read
it
directly
here.
But
the
budget
officer
shall
first
determine
a
rate
that
would
produce
revenues
equal
to
those
produced
for
the
current
fiscal
year
and
then
increase
the
rate
by
a
growth
factor
equal
to
the
average
annual
percentage
increase
in
the
tax
base
due
to
improvement.
M
Since
the
last
general
reappraisal
emphasis
added
is
mine,
but
I
mentioned
that
because
we'll
walk
through
that
calculation,
as
we
get
to
that
section
today
and
I'll
walk
through
what
that
looks
like,
as
well
as
what
that
growth
factor
is
and
and
how
that
all
is,
is
affected
in
terms
of
what
drives
our
our
fy
22
revenue
budget.
M
M
M
So
to
do
that,
I
want
to
start
with,
like
we
always
do
kind
of
where
we
are
now.
So
this
is
our
fy
21,
amended
budget.
So
in
total
our
revenues
other
than
property
tax
revenue
make
up
119.8
million
dollars.
That's
about
one
third
of
our
total
revenue
budget,
excluding
appropriated
fund
balance.
So
when
you
think
of
these
revenues,
think
of
about
a
third
intergovernmental
there
listed
at
46
million.
This
is
largely
pass-through
dollars
for
hhs
health
and
human
services
expenditures.
M
You'll
see
this
is
high.
When
I
show
you
the
comparison
for
fy21
due
to
one-time
appropriations
and
budget
amendments
that
have
been
related
to
pandemic
assistance
and
funding
sources,
sales
tax,
you
see
there
is
budgeted
at
30
million
dollars
in
a
subsequent
slide.
We
will
walk
through
this
in
detail
and
I'll
show
you
our
fy
21
budget,
as
well
as
our
projections
to
try
to
help
everyone
see
that
and
also
look
where
our
fy
22
first
pass
budget
takes
us.
M
Sales
and
services
listed
here
at
18
million.
That
includes
ambulance
fees,
the
federal
prisoner
income,
which
we
touched
on
a
little
bit
earlier:
rental,
income,
tax
collection
fees,
parking
fees
and
other
small
revenue
streams,
transfers
from
other
funds.
That
includes
three
million
dollars.
A
recent
budget
amendment
to
cover
our
other
post-employment
benefits,
liabilities
transfer
from
the
health
and
dental
fund.
So
again,
when
I
show
you
the
the
annual
comparison,
it
will
be
due
to
those
one-time
sources.
It
also
includes
the
1.5
million
dollars
jennifer
mentioned
prior
as
a
transfer
from
the
health
insurance
fund.
M
Other
taxes
and
licenses
shown
here
at
8.1
million
that
includes
the
deed
stamp
excise
tax,
which
we
recently
raised
with
a
with
a
budget
amendment,
video
programming
services,
rental,
car
gross
receipts
and
heavy
equipment,
rental
permits
and
fees
listed
there
at
3.9
million
self-explanatory.
It's
our
permits
and
fees.
M
Other
revenue
includes
our
grant
revenue
that
is
in
fund
100,
so
some
of
those
one-time
funding
sources.
It
includes
investment,
earnings,
sale
of
assets
and
indirect
cost
recovery,
and
then
bond
proceeds
represented
there,
which
jennifer
mentioned
earlier
was
a
planned
debt
financing
for
our
vehicles,
but
the
the
financing
was
not
pursued
in
consultation
with
finance.
Just
looking.
C
M
M
Excuse
me,
this
is
slightly
lower
than
the
fy21
amended
budget
and
I'll
walk
through
a
comparison
on
our
next
slide,
but
the
largest
category
here
remains
intergovernmental,
which
again
is
largely
that
pass-through
revenue
sales
tax
remains
the
second
largest,
like
I
said,
we'll
walk
through
a
detailed
slide
specifically
to
sales
tax.
So
let
me
jump
to
our
comparison
and
we'll
walk
through
each
element
there
and
walk
through
the
changes.
M
This
is
3.4
million
lower
than
fy22's
first
past
budget
compared
to
the
fy21
amended
budget.
This
is
largely
driven
by
a
lot
of
those
one-time
revenues
that
we've
received
in
fy21
and
appropriated
through
budget
amendments
throughout
the
year.
So
intergovernmental
revenue,
for
example,
falls
2.7
million,
that's
driven
by
those
one-time
appropriations.
Those
budget
amendments
made
primarily
for
pandemic
related
programs
and
assistance
so
that
pass
through
revenue.
That's
then
distributed
out
to
citizens
sales
tax
increases
by
5.4
million
I'll
review
this
on
our
next
slide.
I
keep
saying
that
sales
and
services
remain
flat.
M
That's
driven
by
current
trends
in
these
categories
and
current
conditions,
transfers
from
other
funds
falls
by
4.5
million
because
it's
elevated
in
fy
21.
That's
the
3
million
transfer
for
the
opeb
other
post
employment
benefits.
That
was
a
march
budget
amendment
and
then
that
1.5
million
dollar
transfer
one
time
from
the
health
and
dental
fund.
So
those
two
one-time
revenue
sources
aren't
used
in
fy,
22..
M
Other
revenue
falls
by
1.1
million.
This
is
driven
by
a
700
000
reduction
in
budgeted
investment
earnings
based
on
current
conditions.
M
Additionally,
grant
revenue
is
included
in
this
category
and
it
falls
by
half
a
million
dollars
to
214
000..
A
lot
of
that
is
the
elections.
Hava
act
funding,
so
that
was
over
600
000
received
there
to
cover
some
of
our
elections,
expenditures
so
before
I
jump
into
the
details
on
sales
tax.
Any
questions
here
on
on
this
comparison.
M
All
right,
so,
when
we
review
sales
tax,
we
we
typically
at
the
staff
level,
look
at
look
at
this
by
article
given
the
details
associated
with
each
and
the
funding
mechanism.
Just
to
give
you
a
recap
on
those
on
those
three
different
articles
really
four
shown
I'll
go
through
each
article.
39
is
one
penny.
50
percent
of
buncombe's
allocation
is
distributed
directly
to
the
school
capital
fund.
Commission.
The
remaining
50
percent
listed
there
as
the
county
share,
is
distributed
between
taxing
districts
on
the
ad
valorem
distribution
method.
M
Article
40
is
one
half
penny,
so
this
article
has
seen
the
most
growth
this
year,
statewide
and
and
likely
because
of
some
of
the
buying
patterns
were
interrupted
by
the
pandemic,
thereby
moving
some
of
that
purchasing
from
urban
centers
to
everywhere
across
the
state.
M
30
of
our
allocations
distributed
to
the
school
capital
fund,
school
capital,
adm
fund,
the
remaining
70,
the
county
share
is
distributed
between
taxing
districts
on
the
per
capita
distribution
method
and
then
article
42
there,
the
the
third
list.
There
is
also
one
half
penny:
a
60
percent
of
the
allocation
of
buncombe's
allocation
is
distributed
to
the
school
capital.
Adm
fund,
the
remaining
40
percent,
the
county
share,
is
distributed
between
taxing
districts
on
the
ad
valorem
distribution
method.
M
So,
in
total
of
those
three
articles
we
we
ended
fy
2020
with
32.5
million
dollars
in
collections-
and
I
mentioned
this
before
that
the
fy
21
budget
was
built
on
upon
january
2020,
sales
tax
revenue-
we
built
it
with
april
2020's
economic
realities,
which
included
significant
uncertainty.
M
So
what
you
can
see
here
with
our
projected
so
fy21
amended
budget
is
30.1
million-
are
projected,
is
35.0
million?
You
can
see
that
we're
we're
on
pace
to
end
approximately
4.9
million
dollars
above
the
above
the
fy
21
budget
and
for
fy22
we've
taken
recent
trends
which
effectively
are
are
a
minimal
impact
of
the
pandemic
on
sales.
Tax
revenue
and
forecasts.
Did
that
forward
into
fy
22
to
reach
that
35
and
a
half
million
dollar
budget.
A
We've
discussed
this
internally
and
what
we've
committed
to
is
that
we
would
like
to
so.
We
will
receive
our
next
on
the
first
may
1st,
so
we
would
like
to
be
able
to
see
that
one
again
we
sat
in
a
room.
We
do
monthly
financial
check-ins
with
the
county
manager
every
month,
and
we,
you
know,
batted
this
around
for
a
little
while-
and
this
is
where
we've
landed
for
the
current
time,
based
on
yeah,
it's
two
percent
growth,
and
so
we
definitely
want
to
see
the
may
we'll
continue
to
take
into
account
material.
A
B
M
So
then,
there
at
the
bottom,
in
a
light
gray,
there
is
just
to
make
sure
you're
aware
article
46,
that's
one
quarter
of
a
penny.
These
dollars
are
not
shared
with
municipalities.
They
go
directly
into
the
av
tech
capital
projects
fund
and
these
dollars
are
governed
by
ncsl
2020-9,
but
just
wanted
to
mention
those
so
that
you're
aware
that
that
revenue
is
there
as
well.
M
M
So,
first
and
foremost,
in
a
reappraisal
year,
the
budget
officer,
the
county
manager,
is
required
to
calculate
that
that
revenue
neutral
rate-
and
so
it's
that
tax
rate
that's
needed
to
produce
the
same
revenues
plus
a
growth
factor.
M
So
in
our
current
state
you
know
our
values
for
fy,
2021,
pre-reappraisal
property
tax
rate
is
52.9
cents
per
100
of
assessed
value.
Our
assessed
value
is
41
billion
dollars,
and
so
the
calculation
for
our
property
tax
revenue.
When
we
when
we
look
at
this,
is
our
total
value,
divided
by
a
hundred
times,
point
five,
two,
nine
five,
fifty
two
point:
nine
cents
and
that
gets
us
to
at
one
hundred
percent
collection.
M
When
we
look
at
our
under
our
reappraisal,
our
reassessed
value
becomes
about
48
billion,
our
historical
annual
tax
base
growth
so
that
growth
factor
is
3.57
and
so
the
calculation
for
the
revenue
neutral
tax
rate.
We
basically
do
reverse
algebra.
So
we
take
that
that
revenue
that
about
217
million
we
multiply
by
100,
we
divide
by
the
new
value
48
billion
listed
there,
and
then
we
multiply
by
one
point
plus
that
growth
factor
so
103.57.
B
Rusty,
I
do
want
to
make
the
comment
that
when
we
look
at
our
historical
growth
rate,
we
take
out
any
unnatural
growth.
So
if
you
recall,
we
had
a
huge
bump
to
our
basement
mission
came
online,
so
that
growth
would
skew
our
actual
growth.
So
we
had
to
take
that
out.
So
I
just
want
to
make
sure
for
the
press
and
everybody
understanding
that
that
growth
does
not
skew
our
numbers.
We
took
that
out.
M
Through
this
analysis,
we
reached
a
first
pass:
tax
rate
of
48.9
cents,
that's
2.1
cents
higher
than
our
revenue,
neutral
tax
rate
and
so
we'll
walk
through
the
the
valuation.
The
effects
on
homeowners,
as
well
as
the
incremental
revenue
to
the
county
and
then
we'll
look
at
that
total
budget
of
what
that
looks
like
at
48.9
cents.
M
So
when
we
look
at
our
assessed
value
as
well
as
our
our
property
tax,
ad
valorem
revenue
in
total,
buncombe
counties,
assessed
revenue,
assess
property,
tax
value
or
excuse
me,
property
value
increases
to
48.0
billion
in
in
fy
22..
This
is
driven
by
the
reappraisal
of
real
estate,
which
shows
an
increase
of
7.2
billion
on
real
estate.
Category
listed
there
motor
vehicle,
as
well
as
public
service
valuations,
remain
flat,
while
personal
property
falls
by
200
million.
M
M
The
revenue
generated
as
a
result
of
the
revenue
neutral
tax
rate
is
approximately
12
million
dollars
higher
than
fy21.
Excuse
me:
yes,
approximately
12
million
dollars
higher
than
fy21's
budget
and
the
revenue
generated
as
a
result
of
this
first
pass.
Tax
rate
is
approximately
10
million
dollars
higher
than
the
revenue
neutral
tax
rate,
and
I
mentioned
that
that
10
million
dollars,
because
I'll
come
back
to
that
incremental
revenue
to
talk
through
what
does
that
incremental
10
million
dollars
above
revenue
neutral
pay
for
any
questions
here.
M
Right
so,
as
I
mentioned,
we
look
at
the
effects
on
on
homeowners,
as
well
as
the
county
as
a
whole.
The
first
thing
we
we
did
is
we
asked
our
tax
assessor
to
the
median
home
value
in
buncombe
county
for
fy21
versus
fy22
in
fy21
that
median
home
value
was
two
hundred
thirty
one
thousand
four
hundred
dollars
at
a
fifty
two
point:
nine
cent
tax
rate,
the
median
homeowner's
annual
property
tax
bill,
was
one
thousand
two
hundred
twenty
four
dollars
in
fy.
M
M
So,
as
you
can
see,
there
listed
in
the
growth
column
that
fy
22
tax
rate
is
is
2.1
first
pass,
tax
rate
is
2.1
cents
above
revenue
neutral
and
that
that
homes
tax
bill
would
see
a
190,
199
dollar
increase.
M
First,
we've
talked
about
the
three
percent
increase
to
k-12
education,
local,
current
expense
and
a
b
tech
operating
that's
2.7
million
dollars,
bringing
the
total
investment
in
these
partners
to
92.2
million
dollars,
as
jennifer
mentioned
earlier,
a
change
in
the
first
pass
expenditure
budget,
since
our
last
work
session
was
to
increase
that
early
childhood
education
funding
stream
to
a
total
of
3.75
million
dollars.
That's
a
0.9
0.9
million
dollar
increase
for
fy22.
M
The
expenditure
budget
also
includes
that
300
000
amount
we
discussed
earlier
for
education
special
projects
fund,
so
you
can
see
there
the
first
three
lines.
This
brings
us
to
3.9
million
dollar
increased
investment
in
educated
and
capable
community.
Looking
at
environmental
and
energy
stewardship.
The
budget
now
includes
750
thousand
dollars
for
conservation
easements
and
alongside
the
the
0.5
million
dollar
increase
in
funding.
The
budget
includes
a
new
position
and
a
reclassification
to
manage
the
expanded.
M
Easements
resident
well-being
includes
a
1.6
million
dollar
general
fund
contribution
to
mountain
mobility,
which
is
a
0.3
million
dollar
expansion.
The
annual
transfer
to
greenways
increases
by
0.3
million
and
the
fy
22
cost
to
continue.
The
community
paramedicine
program
with
county
funds
is
0.2
million.
M
M
So
this
list
accounts
for
10
million
dollars
in
expansions,
which
highlights
some
of
the
need
to
potentially
increase
ad
valorem
revenue
beyond
the
revenue
neutral
amount.
So
that's
you
know
what
is
that?
10
million
incremental
property
tax
revenue
paying
for
so
that's
a
lot
I'll
pause
here
for
questions.
M
All
right
so
now
I
want
to
transition
and
bring
this
back
together,
like
I
said,
we're
building
up
to
that
full
revenue
budget.
So
when
we
look
at
our
fy
22
first
pass
revenue
in
total
that
ad
valorem
property
tax
revenue
represents
234
million
dollars
or
67
percent
of
our
general
fund
revenues.
So
this
brings
total
revenues,
excluding
appropriated
fund
balance
to
350.6
million
dollars.
M
As
we
look
before
again
that
comparison,
so
we've
kind
of
walked
through
each
element
other
than
than
the
property
taxes
there.
In
total
general
fund
revenues,
excluding
appropriated
fund
balance
increased
by
18.5
million
dollars
above
the
fy21
amended
budget
to
350.6
million
dollars.
This
is
comprised
of
a
21.9
million
dollar
increase
in
ad
valorem
tax
revenue,
again,
which
is
10
million
dollars.
M
So
we've
talked
through
the
variance
of
each
of
the
other
individual
categories.
So
I'll
just
pause
here
see
if
there's
any
any
questions
all
right.
So
when
we
establish
the
budget,
like
I
said
we've,
you
know
we
review
the
expenditures,
the
revenues,
the
revenue
neutral,
tax
rate,
the
sustainable
tax
rate,
but
a
long-term
financial
outlook.
You
know
a
budget's
that
that
first
year,
but
making
sure
we're
aware
of
where
this
is
taking
us
as
it
sets
our
course.
M
M
M
We
include
35.5
million
sales
tax
revenue
in
fy
22,
which
resumes
our
pre-covered
trajectory
and
trends
and
then,
depending
on
the
source,
all
other
revenues,
except
for
property
tax
and
sales
tax,
depending
on
increase
by
one
to
three
percent
annual
growth,
depending
on
the
source
and
trends
for
our
expenditures.
We
assume
a
three
percent
annual
growth
in
education.
M
We
assume
a
two
and
a
half
percent
annual
growth
in
our
operating
expenditures
and
a
three
percent
annual
growth
in
our
personnel
expenditures
and,
as
we've
mentioned,
those
changes
since
march
30th.
We
we
include
those
increased
investments
in
our
strategic
plan,
priorities
starting
in
fy22.
M
M
M
M
M
M
So
combined
our
fund
balance.
The
current
fy
21
projection
shows
that
we
would
end
this
fiscal
year
with
22.7
fund
balance.
With
the
current
plan
in
the
fy
22
first
pass
budget,
we
would
fall
to
18.5
percent
at
the
end
of
this,
of
fy22
from
there
fund
balance,
as
a
percent
of
the
general
fund,
expenditures
falls
to
16.1
percent
and
fy23.
M
M
But
again
this
this
outlook
is
is
exactly
that.
It's
a
it's
a
plan,
it's
a
tool
to
highlight
the
short-term
and
the
long-term
effects
of
the
fy
22
budget,
the
fy
22
tax
rate
and
just
our
ongoing
priorities.
M
D
H
And
obviously,
a
lot
to
digest,
but
very
helpful.
My
apologies,
if
I,
if
I
miss
this,
I
just
want
to
make
sure
I'm
tracking
it
well,
as
we
think
about
this.
Where
would
the
incoming
stimulus
funding
show
up
for
fy22.
K
A
For
the
local,
the
51
million
recovery
right,
so
this
actually
would
exist
in
a
grants
fund.
So
my
assumption
will
be
that,
just
as
we
were
directed
for
the
federal
cares
funding
that
we
would
need
to
house
that
money
in
a
dedicated
special
revenue
fund.
So
that's
where
so
it
would.
A
Yes,
there
would
be
interaction
in
terms
of
if
there
are
items
that
are
currently
funded
in
the
general
fund
budget.
That
meant
that
eligibility
that
then
there
are
decisions
made
that
we
would
then
use
that
funding
in
lieu
of
general
funding.
But
at
the
current
time
it
would
not
be
depicted
in
the
general
fund
outlook.
J
H
D
B
K
And
then
also
a
follow-up,
because
I
know
we-
broadband
did
not
go
on
the
strategic,
and
I
know
it's
because
of
the
discussion
and
we're
we're
very
hopeful
that
broadband
is
going
to
be
one
of
the
things
that
comes
through
this
funding.
But
I
do
just
want
to
put
it
out
there.
Let's
make
sure
that
it's
you
know
something
happens,
because
I
know
that
there's
concern
because
of
the
state
statutes
and
how
that's
written
that.
Currently
something
needs
to
change
for
us
to
be
able
to
even
use
that
broadband
funding.
That's
coming
correct.
B
That
is
on
our
radar
and
we've
got
pretty
good
results
so
far
from
the
ncaa
cc,
and
some
indications
that
this
would
allow
us
to
use
that
federal
money
coming
for
broadband.
That's
why
it
doesn't
show
up
in
our
budget,
but
also
notice
that
we
only
have
nine
million
of
fund
balance
as
well.
So
if
that
is
the
case,
we
can
come
back
to
the
board
and
ask
for
additional
fund
balance.
B
If
broadband
is
something
that
we
need
to
do
we're
hoping
to
use
fund
balance
again
for
one-time
expenses,
and
that
would
be
a
one-time
expense.
So
that
would
be
our
goal
as
we
try
to
right
size.
Our
budget,
we're
looking
at
expenses
to
make
sure
we're
not
asking
for
more
than
we
can
do
in
a
year
trying
to
keep
our
expenses
low,
but
also
not
trying
to
have
this
large
pot
of
money
and
fund
balance
sitting
around
as
well.
H
K
I
I
understand
I
mean
it
wasn't
or
potentially
in
there
and
I
understand
why
they
pulled
it
out,
because
then
there's
these
other
things
and
and
we're
very
optimistic
that
we're
getting
the
other.
So
I'm
okay
with
that
as
long
as
we're
we're
aware
and
we're
addressing
that,
and
not
forgetting
that
piece
and
how
important
that
is,
and
so
I'm
satisfied
with
that
answer.
C
A
So
I
definitely
you
know,
would
want
discussion
and
guidance
from
the
commission
on
that
today,
as
well
as
any
other
items
that
you
would
like
to
provide
us
direction
on
as
we
move
into
our
next
iteration
and
phase
of
our
of
our
budget
development,
because
our
our
next
opportunity
to
present
will
be
the
delivery
of
the
county,
manager's
recommended
budget.
So
any
information
that
you
all
want
to
provide
that
then
changes
the
elements
and
the
dollars
is
definitely
helpful.
A
So
the
dollar
amount
that
I
heard
as
as
part
of
attending
that
committee
was
500
000
as
an
increase
to
affordable
housing.
So
is
that
is
that
the
direction
you
all
would
like
to
provide
today's
to
include
that.
C
C
I
think
I
think
what
we
specifically
talked
about
was
if
we,
if
it
is
deemed
that
affordable
housing
is
not
an
eligible
use
right,
then
we
would
want
to
advocate
for
some
increased
funding,
because
it
is
a
top
priority.
So
how
do
we?
How
do
we,
you
know,
have
some
additional
resources
to?
You
know
to
really
increase
our
work
in
that
area
over
the
next
several
years
and
like
all
these
other
things,
but
but
if
the
recovery
funds
are
there,
you
know
they
could
very
well.
C
C
C
A
So,
prior
prior
to
you
arriving
today,
one
of
the
questions
that
I
had
posed,
which
which
could
play
into
this
a
little
bit
was
around.
You
had
asked
a
question
around
the
possibility
of
holding
public
hearing
and
budget
adoption
on
the
same
day,
which
was
june
1st
so
as
we
move
towards
and
if,
if
we
don't
receive
guidance
until
let's
say
the
end
of
may
on
some
of
those
items,
you
definitely
you
know
from
a
june
1st
perspective
around
budget
adoption
might
not
be.
A
And
we'll
come
back
and
amend
the
budget,
so
there
you
go
so
you
heard
the
county,
manager's
preference,
but
it
is
statutory
like
we're
able
to
meet
all
the
the
dates
and
the
time
frames
according
to
statute.
It's
just
that
those
both
of
those
meetings
and
actions
need
to
be
made
public.
So
through
the
no
you
know
the
publication
process
as.
C
B
B
So
we
did
the
public
hearing
first
and
then
we
sent
a
separate
agenda
item
but
the
same
night.
If
we
don't
get
guidance
from
the
federal
government
in
time.
For
that,
we
could
come
back
and
amend
our
budget
as
soon
as
we
get
guidance
right
so
to
make
sure
that
we
ought
to
add
money
for
for
affordable
housing
right.
B
G
That
was
actually
leads
into.
My
question
is
looking
at
the
99.5
collection
rate
through
the
first
pass.
Do
we
think,
with
a
nearly
200
increase
on
families
that
that
is
a
reasonable
number?
I
mean
just
through
the
reappraisal
process.
We've
heard
from
so
many
folks
who
are
concerned
about
the
reappraisal
and
not
impacting
their
property
taxes
that,
and
we
also
know
that
people's
jobs
have
been
impacted
over
the
last
year.
M
G
G
Our
families
who's
living
in
different.
How?
Let
me
think
about
how
I
want
to
say
this.
Those
folks
who
are
living
in
higher
valued
houses
did
not
seem
to
see
the
same
rate
of
growth
in
their
appraisal.
So
that
does
lead
me
to
think
that
it
is
going
to
impact
our
folks
who
are
living
in
different
housing
type
situations
in
different
income
situations.
G
H
And
think
it's
important
for
us
to
flag
just
that.
I
think
I
mean
I
live
in
a
neighborhood,
for
instance,
where,
where
evaluation
has
shot
up
pretty
significantly,
it's
an
east
end
neighborhood,
a
historically
african-american
neighborhood,
a
lot
of
working
families
and
folks
on
more
limited
incomes
who
are
homeowners
for
whom
an
increase
of
200,
which
is
are
the
kind
of
valuations
that
we're
seeing
across
that
neighborhood?
Is
you
know,
that's
a
that's!
No
joke.
D
H
So
I
would,
as
we
proceed
with
this
I'd
love
to
be
thinking
about
equity,
as
we
do
so
and
what
tools
are
available
to
us,
based
on
what
how
we
currently
approach
this
process
and
then
also
in
a
forward-facing
way.
You
know
as
we're
starting
to
look
at
three
four
five
year:
projections,
how
we
can
make
sure
that
equity
is
part
of
how
we
think
about
these
conversations
in
the
future.
H
So
I
don't
want
to
detract
from
your
question
about
whether
that's
projected
collection
rate
is
accurate,
but
I
also
would
really
be
excited
to
get
an
update
on
how
participation
in
the
appeals
process
is
going
and
if
there's
any
demographic
information
available
about
the
folks
who
are
participating
and
if
there's
any
opportunities
before
the
deadline
that
we
might
approach
that
appeals
process
through
around
equity
practices.
H
Kind
of
similar
to
how
we
think
about,
say,
vaccines
right
where
we
know
that
having
static
locations
at
av
tech
works
great
for
some
people,
but
for
other
folks
they
need
mobile
locations.
I
think
having
an
online
appeals
process
works
amazingly
for
some
people
for
folks
with
limited
internet
or
some
challenges
around
that.
Maybe
we
could
think
about
some
ways
to
make
sure
that
appeals
process
is
really
as
accessible
as
possible,
especially
to
folks
with
more
limited
income
or
for
whom
that
process
just
might
not
feel
very
accessible.
H
So
I'm
glad
we're
sort
of
planting
a
flag
in
this
conversation.
Thank
you
and
yes,
you.
G
F
I
want
to
make
sure
that
we
hold
the
property
taxes
down
as
low
as
we
possibly
can,
but
on
the
other
hand,
I
want
to
make
sure
that
all
members
of
our
community
get
the
services
that
they
need
to
close
the
achievement
gap
with
the
medics.
All
of
that,
so
that's
a
balancing
act.
We've
got
to
look
for
and
make
sure
you
know
that
we
take
care.
F
G
F
G
F
K
And
one
thing
that
would
also
help
me
so
when
I
also
you
did
a
good
job
of
breaking
out
some
of
the
you
know
some
of
what
could
be
that
10
million
there,
but
also
I'm
wondering
like
with
the
foundational
reoccurring
that
increase
and
the
foundational
one
time
it'd
be
good.
To
also
know
you
know
kind
of
what
are
some
of
those
big
bucket
items
that
are
causing.
M
M
So
it's
it's
important,
it's
an
important
question
to
look
through
all
of
our
expansion
items
and
it's
actually,
you
know
we
talked
through.
We
highlighted
that
10
million
dollar
incremental,
but
there's
really
about
23
and
a
half
million
dollars
in
expansion
items.
So
we've
already
talked
through
the
first
three
there
on
educated
and
capable
community
in
schools.
Early
childhood
education,
education,
special
projects,
fun.
We
talked
through
the
two
on
environmental
and
energy
stewardship,
the
conservation
easements,
the
staff
associated
with
that
resident
well-being.
M
We
talked
through
each
of
those
three:
the
mountain
mobility,
greenways
community,
paramedicine
program,
vibrant
economy,
there's
a
net
cost
to
our
incentives,
the
increase
there
of
0.6
million
dollars,
incentives,
we've
already
agreed
to
and
then
foundational
again.
These
are
some
of
those
things
that
you
can't
necessarily
control
because
they're
things
that
are
already
in
motion.
M
First,
there
2.2
total
2.2
million
total
in
deferred
it
needs
those
are
largely
things:
maintenance,
replacement
and
training
that
were
pushed
off
this
year
because
of
the
pandemic,
the
fy
2021
cost
of
living
adjustment.
The
cola
of
1.45
percent
just
went
into
effect
as
of
april
1st.
That's
a
projected
1.6
million
dollar
cost
increase
next
year,
so
that'd
be
foundational,
recurring
capital
and
I.t
projects.
We
talked
about
that.
That's
the
pago
cash
financing,
as
well
as
the
debt
issuance
costs
projected
for
new
projects,
the
increase
in
new
vehicles
and
capital
equipment.
We
talked
through
that.
M
So
those
are
the
foundational
one-time
both
of
those
categories.
Fy
22,
new
positions,
we
talked
about
that'd,
be
the
foundational
recurring
and
the
fy
21
new
positions
that
we've
approved
in
year
and
covered
through
last
salary.
Those
are
about
a
1.2
million
dollar
cost
next
year
in
the
foundational
recurring
category
that
becomes
a
full
year
cost
absorbed
into
the
budget.
M
The
contribution
we're
required
to
make
to
the
state
retirement
system
increases
by
1
million
dollars.
Again,
that's
a
foundational
recurring.
There's,
there's
not
particularly
any
choice
there
contingency,
so
we've
talked
about
it
in
the
past
that
contingency
is
budgeted
but
never
expended
from
there.
So
the
budget
has
to
include
that
one
million
dollar
contingency
the
deferred
maintenance.
We
talked
about
that
related
to
the
facilities
plan.
That
would
be
a
foundational
one-time
and
then
just
the
reduced
reliance
on
the
appropriated
fund
balance
so
appropriated
fund
balance
falls
by
6.1
million
dollars.
M
Yeah,
those
are
some
of
them
and
I
apologize
the
way
this
is
shown
here
is
aligned
to
actual
strategic
focus
area
and
I'm
okay
they're
trying
to
translate
to
the
kind
of
expenditure
classification
that
we
use
a
foundational
one
recurring
foundational
one
time
and
strategic
plan
priorities
just
using
the
same
word
in
different
contexts.
I
apologize.
E
M
Yeah,
so
the
in
terms
of
the
5.2,
it
is
our
general
fund
transfer
to
mountain
mobility
so
that
1.6
million
dollars
there's
a
237
000
transfer
to
the
tax
reappraisal
reserve
fund.
So
you
spread
those
expenditures
over
four
years.
It's
the
contingency
would
be
included
the
capital
outlay,
so
our
vehicles,
our
equipment
and
any
other
capital
outlay
expenses,
gotcha.
D
E
I
guess
one
ask:
I
wish
I
had
a
more
specific
ask,
but
there's
slides
like
this
and
then
slides
like
the.
What
did
you
know
what's
included
in
the
10
million
is
similar
to
a
slide.
We
received
last
time
that
included
the
broadband
broadband
dropped
off
and
greenways
got
added
to
this,
for
example-
and
I
I
guess
by
our
next
meeting,
just
for
sanity's
sake,
to
try
to
track
to
track
where
we're
headed
with
this
process.
E
I
I
guess
my
ask
or
suggestion
is
some
sort
of
spreadsheet
where
we
could
see
all
the
expansion
items
and
what
we've
talked
about
through
this
whole
process.
Does
that.
M
Make
sense,
as
as
we
prepare
our
materials
for
the
may
18
recommended
budget
and
budget
message,
a
lot
of
that
material
will
be
included
there.
Okay
with
that,
overall,
what's
included
in
the
budget,
what
that
looks
like.
D
B
E
A
E
B
D
D
C
H
Models
about
how
we
might
be
able
to
offer
some
relief,
especially
to
property
owners,
for
whom
a
200
tax
increase
would
really
be
burdened
somewhere.
Unmanageable,
would
just
be
very
interested
to
hear
about
strategies
that
might
exist
around
that.
F
N
N
Thank
you
all
for
having
us
back
here
today.
My
name
is
rachel
nielsen,
I'm
with
cpl,
and
I
have
with
me
ken
mayer,
also
a
cpl
and
we've
been
working
with
the
team
on
the
comprehensive
facilities
plan.
We
wanted
to
give
you
an
update
of
where
we
stand
on,
that
we
have
a
lot
more
details
and
what
we
brought
to
you
last
time
and
we'll
do
start
with
a
quick
overview
of
kind
of
what
you
may
have
seen
already
from
our
last
presentation.
N
I
do
want
to
know
if
you've
got
questions
along
the
way
jump
in
ask
those
questions.
We
have
a
couple
points
where
we
want
to
have
some
discussions
and
we'll
kind
of
stop
for
some
discussion
points
at
that
time.
N
Also
before
I
get
started
behind
a
few
of
you
are
some
pinned
up
plans
there
and
that's
just
a
little
bit
more
detail
than
what
we
may
have
in
this
presentation
to
dive
into.
If
that
is,
is
what
you
want
to
do,
and
you
want
to
see
that
information
and
then
also
behind
me,
are
some
blocking
diagrams
of
some
of
the
buildings
that
we've
been
looking
at.
Just
a
little
bit
more
detail
again,
if
that's
something
that
you
want
to
dive
into
there.
N
Just
be
louder,
okay,
so
our
agenda
will
be
the
kind
of
background
of
information
that
we
had
previously
review
of
those
buildings.
Department,
assessments,
space
needs,
analysis,
key
drivers
and
again
this
is
a
lot
of
what
you
saw
already
just
a
little
bit
more
detail
and
then
really
diving
into
that
capital,
planning,
project
timeline
and
some
board
opportunities.
N
N
N
Diving
into
some
of
those
assessments
we
we
showed
last
time
this
slide.
That
indicates
these
are
the
buildings
within
buncombe
county
that
have
that
average
rating
of
three
and
a
half
or
lower,
and
so
just
noting
that
there
there
are
significant
number
of
buildings
that
are
many
decades
old
within
the
county.
I
think
I
was
just
talking
to
mike
and
I
think
it's
about
800
000
square
feet
of
buildings
that
were
built
before
the
19
before
1950
and
so
coming
up
with
a
plan,
a
15-year
plan
for
upgrading
those
facilities
as
needed.
N
So
this
takes
into
account
this
slide
here,
takes
into
account
all
of
those
maintenance
items
that
we
found
within
those
buildings.
We
assigned
a
cost
value
to
each
of
those
items
and
put
those
in
a
priority
one
through
priority
four
categorization
to
be
able
to
assign
an
escalation
cost.
So
this
list
here
is
heavy
on
roof
replacements,
hvac
unit
replacements,
finishes,
updates
and
includes
all
the
county
buildings,
including
all
of
the
libraries
it
is
for
15
years
and
does
include
escalation
values.
N
The
years
that
we
have
noted
on
the
top
there-
and
I
apologize.
This
is
a
little
hard
to
read,
probably
that
we
have
noted
on
the
top.
There
indicate
the
target
year
for
that
work
to
take
place
in
order
to
take
care
of
deferred
maintenance
costs
or
deferred
maintenance
and
to
not
create
deferred
maintenance
in
the
future
as
well.
N
We
have
noted
which
buildings
are
heated
in
different
ways.
What
types
of
units
are
in
each
building?
What
we
have
not
done
has
gone
through
and
done,
a
analysis
of
which
is
the
lower
cost
option
for
the
future,
to
whether,
whether
it's
to
stay
with
an
electric
system
or
go
to
a
glass
gas
or
there's
a
couple
of
steam
boilers
in
the
county
still
as
well
so.
D
N
Those
kinds
of
decisions
on
a
facility
now
that
you're
not
going
to
replace
until
five
or
ten
years
from
now.
So
that's
something.
That's
typically
done
at
the
time
that
that
project
comes
up
at
a
year
ahead
of
that
project,
maybe
to
look
at
a
more
in-depth
analysis
of
at
that
time.
How
are
things
trending?
Because
some
of
the
things
now
won't
be
the
same
decision.
You
would
make
15
years
from
now.
N
N
I
did
want
to
point
out
too,
as
we're
moving
into
the
next
slides,
that
what
we
are
trying
to
do
with
some
of
this
is
to
use
these
maintenance
costs
in
future
decision
making,
in
terms
of
which
buildings
need
the
most
investment
in
terms
of
maintenance,
because
potentially
of
age
or
different
items,
and
how
does
that
correlate
to
the
to
the
department
needs
of
those
buildings?
Does
it
make
sense
for
those
departments
to
stay
in
there,
given?
F
N
And
so,
as
I
mentioned,
these
are
some
of
those
blue
buildings
that
I
noted,
which
are
facilities
that
we'll
be
kind
of
diving
into
a
little
bit
further
and
that
we've
had
discussions
about
in
terms
of
larger
changes
to
the
departments
that
are
in
these
facilities
and
how
to
best
co-locate
some
of
these
departments
as
well,
and
so,
for
example,
looking
at
the
all
port
building
that
is
30
valley,
street
and
44
valley
street
combined.
That's
about
a
2.81
condition.
There
are
some
to
answer
your
question.
There's
some
really
significant.
N
I
mean
it's
a
much
older
building,
there's
a
lot
of
code
issues
with
that
facility
and
then
there's
some
water
infiltration
issues
and
other
things
like
that,
and
the
maintenance
costs
over
15
years
are
projected
to
be
about
just
under
7
million.
So
that's
one
of
the
the
buildings
that
requires
the
highest
investment
over
for
maintenance
over
that
time
because
of
the
condition
of
that
facility.
Now.
N
If
general
services
moves
all
divisions
to
that
kind
of
old
landfill
location,
so
this
fleet
complex
facility,
if
that's
built
for
general
services
for
fleet
and
foregrounds,
that
opens
up
the
general
services
building
at
40
mccormick
to
be
able
to
have
an
emergency
management
facility
within
the
downtown
area,
that's
bigger
than
the
facility
that
they
currently
have
at
35
woodson.
N
If
those
two
move
to
the
forward-facing
building
into
the
40
cox
location,
you've
now
opened
up
this
property
with
a
building
on
it.
That's
in
poor
condition,
which
has
the
ability
to
construct
a
new
elections
facility
at
that
site
and
to
vacate
the
lease
space
at
77
mcdowell.
O
So
in
that
spirit
we
spent
a
lot
of
time
understanding.
How
has
flexible
work
been
working
for
us
for
the
last
year
and
what
has
been
the
experience
of
other
local
governments
across
the
country
with
flexible
work?
We've
been
doing
it
for
much
longer,
so
we
can
ensure
that
if
we
do
do
this,
there
is
not
a
negative
impact
on
service
delivery.
O
So
one
of
the
first
things
we
did
is
we
developed
a
survey
of
our
employees
and
our
supervisors,
who
were
engaged
with
flexible
work,
and
we
had
three
primary
objectives.
Right
number
one
is
are
folks
interested
in
it
right
number
two:
how
often
would
they
do
flexible
work
and
number
three?
What
are
some
of
the
things
we
need
to
keep
in
mind
if
we
move
forward
with
that
in
terms
of
making
sure
it's
successful,
so
we
identified
the
575
employees
who
participated
in
some
form
and
flexible
work
at
any
point.
O
In
the
last
year
we
sent
them
a
survey,
we
had
an
82
percent
response
rate
representing
22
departments
and
22
percent
of
our
respondents
were
supervisors,
managers
or
directors,
so
we're
hearing
both
from
frontline
staff
and
from
managers.
So
we
had
a
really
good
perspective
from
across
the
organization.
O
If
you
go
to
the
next
slide,
please
so
we
asked
them
a
couple
of
questions
and
one.
The
key
question
is:
how
has
flexible
scheduling
impacted
you
in
your
direct
reports?
So
me
as
a
supervisor
when
I
answered
this
question,
I
answered
it
from
house,
it
impacted
my
productivity,
but
also
that
of
my
staff.
O
We
looked
at
productivity
teamwork,
managerial
workload
and
the
ability
of
supervisors
and
managers
to
evaluate
employee
work
and
provide
coaching
and
support
right,
ensure
work
is
getting
done
and
when
you
look
at
the
graph
across
the
board,
we're
not
really
seeing
any
issues
right.
80
percent
84
in
most
of
these
categories,
saying
no
issues
reported
whatsoever.
O
We
do
see
in
a
couple
of
categories,
people
indicating
slight
or
some
issues
in
a
couple
cases
moderate
issues,
but
when
we
dug
deeper
into
the
survey,
what
we
saw
a
lot
of
times
is
the
employees
who
say
hey.
I
had
some
moderate
issues.
Then
they
had
a
narrative
section,
saying
hey
when
we
first
moved
forward,
I
didn't
know
how
to
use
microsoft
teams.
I
didn't
know
how
to
do
this.
O
If
you
go
to
the
next
slide,
please
so
we
did
the
survey
about
12
months
after
instituting
an
emergency,
flexible
work
policy,
so
they've
been
through
this
for
a
while
they've
been
through
the
journey
of
it.
We
asked
them.
What's
your
general
opinion?
Are
you
supportive
of
this
and
the
answer
is
they're
really
supportive
about
92
percent
of
employees
who
participated
in
some
form
of
flexible
work,
either
loved
it
or
liked
it?
O
If
you
look
to
graph
less
than
one
percent
had
a
negative
perception
of
flexible
work,
so
this
is
something
that's
very
supported
by
our
workforce,
but
we
know
we've
been
doing
this
for
12
months.
So
we
wanted
to
know
is
this
is
our
experience
a
common
experience,
so
staff
identified
dozens
of
local
and
state
governments
across
the
country,
including
ones
who've,
been
doing
this
for
30
years
and
said?
O
Is
this
experience
of
buncombe
county
your
experience
because
you've
been
doing
this
for
very
long
you've
done
this
during
normal
times,
and
the
answer
across
the
board
is
pin
yeah.
This
is
our
experience.
Our
service
delivery
is
maintained
at
a
high
level.
We
have
great
employee
engagement,
so
this
really
allows
us
to
meet
our
strategic
plan.
Community
focus
areas,
but
also
a
foundational
goal
around
being
an
employer
of
choice
in
our
western
north
carolina
region.
N
And
taking
from
that
that
information,
because
that
was
really
one
of
the
the
drivers
that
we
looked
at
at
the
beginning
of
this
project-
is
how
does
that
telecommuting
piece
affect
all
of
the
other
potential
dominoes
in
this
we've
put
together
a
well
we're
kind
of
calling
a
capital
planning
project's
timeline,
so
we've
identified
through
our
assessments
of
the
facilities
through
the
maintenance
log
as
well
through
the
department
surveys.
N
N
We've
taken
that
list
of
of
projects
and
we've
outlined
them
on
a
15-year
time
frame
and
again.
N
This
is
purely
for
to
be
able
to
kind
of
look
at
the,
because
there
are
some
domino
effects
here
where
some
parts
of
this
would
need
to
happen
before
other
parts,
so
to
be
able
to
see
kind
of
the
order
in
which
some
of
these
might
happen,
and
then
also.
This
also
looks
at
the
priority
of
some
of
those
projects
too
along
there
and
I've
got.
This
has
posted
up
right
behind
you
as
well.
N
If
you
want-
and
I
think
you've
got
a
copy
of
it
to
look
at
a
little
bit
deeper,
what
I
wanted
to
do
is
pull
out.
Four
of
these.
That
are
what
we're
looking
at
is
some
of
the
the
more
critical
ones
to
be
able
to
start
the
work
moving
forward
to
be
able
to
kind
of
those
first
linchpins
in
this
set
of
dominoes
to
look
at
too
and
I'll
dive
into
that
in
a
minute.
N
I
did
want
to
bring
this
to
your
attention
to,
as
we
looked
at
all
of
these
sites
and
all
these
properties
and
these
facilities
there
are
in
a
few
places
in
buncombe
county.
There
are
these
these
groupings
of
county-owned
properties.
I
think
this
is
a
really
interesting
one
to
look
at.
This
is
that
north
south
axis
that
you
see
there
is,
is
cox,
and
so,
when
we
talk
about
40,
50
cox,
52
cox,
that's
where
these
are
all
located,
so
they're
all
really
right
kind
of
next
to
each
other.
N
In
that
one
area,
so
we
did
want
to
point
that
out
as
there's
a
lot
of
opportunities
in
this
particular
area
since
the
county
owns
property
and
has
some
underutilized
property
in
this
area
as
well,
and
just
looking
at
that
from
ariel,
you
can
kind
of
see
that
that
40
cox
is
the
building.
That's
it's
your
hhs
building!
That's
finished
construction
now,
but
so
going
from
left
to
right.
We've
got
40
cox,
which
is
hhs,
and
then
we've
got
the
board
of
elections.
Warehouse
behind
that
facility
is
an
open
parking
lot
adjacent
to
it.
N
N
N
Yeah,
that's
a
there
is
a
monitoring.
Well
there
at
some
point
on
that
property.
I
don't
know
if
he
knows
that
particularly,
is
that
what
that
shot
is
yes,.
N
And
so,
as
I
mentioned,
we
wanted
to
pull
from
that
timeline
a
couple
of
those
ones
right
in
that
zero
to
two
year
time
frame,
one
the
first
one
being
that
40
cox,
piece
that
we
talked
about
that
would
be
triggered
by
a
telecommuting
policy.
N
We've
we've
talked
to
a
lot
of
the
staff
with
hhs,
and
what
we
understand
from
all
of
our
discussions
is
that
the
space
is
there,
the
space
is
available,
but
because
of
the
the
ratios
of
team
members
and
managerial
positions
that
there
is
a
need
for
additional
office
spaces
there
in
order
to
best
accommodate
those
those
team
members.
N
The
third
item
down
on
that
list
is
a
new
elections
facility
at
52
cox
and
with
the
the
items
one
up
there.
We
would
relocate
those
groups
out
of
that
52
cox,
building
and
demolish
that
building
and
build
a
new
facility
for
elections
to
move
them
out
of
the
leased
facility
at
77
mcdowell.
N
Do
yes,
so
the
phase
one
is
the
the
move
from
77
mcdowell
phase.
Two
that's
shown
on
that
timeline
is
to
take
the
facility
next
door,
which
is
more
of
a
warehouse
type
space
and
bring
that
into
the
same
property
and
leave
that
where,
where
that
that
property,
where
the
warehouse
is
have
that
available
for
any
board
projects,.
N
E
C
C
C
F
C
N
I
would
assume
two
their
current
facility
right
now
is
about
7
500
square
feet
at
77
mcdowell,
so
we
would
bring
in
at
least
7
500
square
feet
into
that
52
cox,
parcel
plus
storage,
plus
storage
and
that
storage
facility
that
warehouse
facility
you
see
there
is
about
fifteen
thousand
ten
to
fifteen
thousand.
N
N
K
So
is
the
reason
you're
wanting
to
use
that
specific
location
is
because
there's
also
good
parking
with
that.
I
guess
partly
when
I
was
looking
at
it,
where
the
for
the
other
facility
is
the
storage.
I
guess
one
question
is
why
not
utilize
that
space
for
all
the
elections,
because
it's
smaller
space
unless
you're
wanting
all
the
parking.
N
If
we
were
to
use
the
warehouse
facility
in
order
to
build
a
new
building,
we'd
have
to
tear
that
down.
So
there's
a
little
bit
of
there
would
be
some
definitely
some
flex
space
needed
to
for
them
to
be
in
during
construction
of
that.
D
P
B
P
C
C
And
obviously
this
all
has
budget
implications,
so
in
terms
of
thinking
about
kind
of
moving
different
pieces
forward,
just
could
could
y'all
talk
a
little
bit
about
the
process.
I
mean
some
of
it's
funding
to
do
different
things,
but
we're
not
just
going
to
approve
all
of
these
plans
through
approval
of
the
budget
right.
So
how
does
the
process
work.
B
B
B
That
was
1500,
so,
if
you're
looking
at
40
cox
renovation,
that's
your
first
one
that
we'll
have
to
do
the
second
one
there
we
currently
have
about
four
million,
I
believe,
budgeted
for
a
fleet
complex.
If
you
considered
move
in
fleet
and
general
services,
that
would
be
the
second
capital
project
that
will
be.
I
believe,
don
is
here
as
well.
Be
a
debt
service.
We
would
look
to
finance
a
building,
so
that
would
be
debt
service
for
that
one.
C
N
It's
primarily
changes
to
the
new
building
in
order
to
build
some
additional
offices,
so
conversion
of
cubicle
space
to
offices
and
we're
looking
at
I
it's
addition
of
about
10
offices
on
six
floors
of
the
fizzle
of
the
building.
C
N
D
C
So
you
know
we've
talked
about
this
before
and
the
I
mean
I
like
a
lot
of
a
lot
of
this.
My
my
biggest
concern
would
be
just
that
that
whole
that
whole
complex.
C
Building
on
really
any
of
those
parcels
at
this
point
seems
like
it
could
be
potentially
really
underdeveloping.
So
I'm
for
doing
stuff
here,
but
I
just
kind
of
wonder
if
we
might,
if
we
might
want
to
just
think
about
you
know,
maybe
the
first
two
stories
of
a
building
is
elections,
but
then
there's
what
about
the
potential
air
above
it?
That
could
be
something
too.
So
that's
my
main
kind
of
high
level
question
yeah.
Okay,.
D
H
Co-Sign
on
that-
and
you
know-
I
mean
specifically
thinking
about
affordable
housing
opportunities,
early
childhood
education,
the
kind
of
you
know
grocery
store
options.
You
know
just
the
ways
we
can
really
be
thinking.
I
think,
in
a
forward-facing
way
and
way.
That's
really
responsive
to
some
of
the
needs
we
know
are
are
most
critical,
so
I'd
be.
H
I
I
want
to
hold
and
recognize
that
all
these
have
been
identified
as
priorities
for
a
reason,
and-
and
so
this
doesn't
mean
not
doing
these-
but
just
I
would
be
excited
to
sort
of
break
open
some
of
the
thinking
on
this
and
hear
like.
Where
else
might
we
do
some
of
these
things
or
how?
Let
me
co-locate
some
of
these
essential
services,
with
some
of
the
other
things
that
we
are
talking
about.
Vis-A-Vis
your
strategic
plan.
E
Yeah
that
we
all
pay
for
in
other
ways,
so
yeah
under
developing
that
52
cox
parcel
would
be
my
biggest
concern
so
like
even
moving
the
new
building
back
towards
raven's
croft
is
one
idea
in
my
head
to
free
up
that
frontage,
closer
to
cox,
avenue
across
the
alley
from
the
warehouse
you
can
kind
of
develop
both
of
those
areas
and.
D
B
That
could
be
added
into
the
mix
here
when
you
talk
about
several
stories.
Yes,
the
ground
floor
could
be
a
library,
the
top
four
could
be
elections,
there's
so
many
possibilities
yeah,
but
we
haven't
really
dug
into
that.
We
were
trying
to
solve
our
problem
that
we
do
have
vacant
space
old
buildings
that
need
maintenance
and
renovations
yeah.
D
D
B
Come
back
with,
we
know
affordable
housing,
we
know
childcare,
we
know
lower
barrier,
shelters,
there's
so
many
other
things.
That's
on
the
table
that
we
need
to
talk
about
and
we
do
have
some
land.
So
if
you
tell
us
to
go
start
that
conversation,
I
know
you're
willing
to
to
work
so.
D
N
Well,
they're
they're,
not
now
yeah,
they
are
in
two
separate
locations
now
they're
on.
I
think
I'll
have
to
dive
back
into
my
notes
completely
to
give
you
the
kind
of
full
answer
on
this.
But
the
short
answer
is
that,
on
a
day-to-day
basis,
not
very
important
it's
on
those
election
night
times
where
they
do
have
people
coming
and
picking
up
and
dropping
off
from
both
locations
from
the
warehouse
and
from
their
other
facility.
So
there
is
a
certain
amount
of
traffic
and
pickup
and
drop
off.
N
That
happens
just
because
of
how
they're,
just
because
of
the
quantity
of
equipment
and
how
it's
spread
out.
I
think
it's
much
more
important
from
their
perspective
to
have
the
facility
that's
at
77
mcdowell
in
a
more
downtown
location,
because
that's
where
they're
registering
voters,
that's
where
people
are
coming,
that's
where
the
board
meets.
That's
where
all
of
that
kind
of
stuff
happens,
so
less
impactful
on
the
warehouse
portion
of
it
than
them.
C
N
I
think
it's
fifteen
thousand
all
right.
Okay,
that's
definitely
on
there,
but
I
can
deal
with
that.
C
B
E
C
Are
get
out
of
here,
so
I
don't
know
what.
N
C
N
Is
ten
thousand
about
ten
thousand
yep?
That's
correct
and
and
yeah
like
you
mentioned,
there
is
some
storage
on
one
floor
of
all
port
right
now
that
elections
is
using
and
that's
purely
because
there
isn't
space
elsewhere
for
them.
B
D
B
Space,
if
we
can
get
some
guidance
on
the
fico
bath
again,
there's
a
couple
of
the
things
that
we
would
like
to
move
forward
on,
especially
around
the
40
cox
and
moving
really
utilizing
that
space.
We
spent
lots
of
money
on
that
building
and
it's
not
as
full.
C
C
D
B
It's
not
and
we
would
sit
down
and
think
through
that,
because
we
do
have
some
fun
funds.
The
last
set
of
money
that
built
40
cops.
Some
of
it
was
state
money.
So
we
would
want
to
look
to
that
source
as
well
for
this.
So
if
you
would
tell
us
to
move
forward,
we
will
start
looking
at
those
options
as
well.
C
B
C
B
B
C
B
C
D
C
B
We
would
want
to.
We
would
want
to
do
a
study
around
the
bigger
the
bigger
lot
for
a
permanent
building
for
elections,
a
permanent
campus.
So
as
we're
thinking
that,
if
we're
going
to
go
up
and
have
a
mix
use
public-private
partnership
conversation,
we
can
look
into
that.
But
today
we
would
move
them
into
the
gymnasium.
N
N
And
I'll
also
note
that
that
one
impact
of
the
telecommuting
policy
policy
we
talked
at
the
beginning
about
two
buildings.
We
talked
about
that
impacting
40
cox
significantly.
C
And
then
so
so,
elections
is
here
now.
Air
quality
is
envisioned
as
moving
out
of
that
building
and
that
building
eventually
goes
away,
but
does
that
happen
right
away,
or
is
air
quality
going
to
stay
there
for
a
little
bit
longer,
while
all
this
is
being
planned
or
are
they
moving
out
in
the
short
term?.
B
N
It
is
a
little
bit
so
and
because
we
were
talking
about
these
being
priorities
for
this
upcoming
fiscal
year
2022,
because
that
first
domino
is
the
40
cox.
The
35
wood
fin
stuff
is
not
going
to
happen
in
the
next
year,
just
because
of
the
timing
of
all
of
that.
But
we
were
recommending
that
you
potentially
look
at
the
planning
process
for
that
starting
and
the
construction
funding,
for
that
would
not
happen
until
a
future
year.
D
E
B
Yeah
and
we
actually
had
a
meeting
with
them
yesterday-
the
leadership
at
the
family
justice
center,
because
we
want
to
make
sure
that
they're
I'm
using
the
word
partitioned.
So
they
have
some
security,
so
we
did
meet
with
them
and
they're
open
to
the
concept
we
don't
want.
They
don't
really
want
to
move,
they
have
the
brand
they
like
the
facility,
so
we
would
need
to
make
sure
we
build.
B
There
will
be
some
renovations
needed
to
keep
the
cordon
off
from
the
general
public
coming
in,
so
the
victims
are
still
secure
and
safe.
So
that
would
be
something
that
they
would
work
through
even
more.
We
do
have
some
block
diagrams
that
you
can
see
or
initial
thoughts
around
that
but
they're
open
to
the
concept
at
this
point
in
time.
G
C
And
in
terms
of
elections
moving
over
since
there
is
an
interim
solution,
there
is
a
way
if
things
fall
come
together
to
make
that
move
happen.
That
could
happen
or
hear
any
concerns
about
that
as
an
interim
solution,
and
then
we
kind
of
have
the
space
to
kind
of
think
about
these
correct
parking
lot.
Properties-
and
you
know,
is
it
a
fairly.
J
C
B
And
start
thinking
about,
I
don't
think
we've
done
a
public
private
partnership
at
this
point
in
time,
but
that's
the
possibility
that
we
could
do
there
where
we
would
almost
like
a
condo
building
we'll
own
the
first
couple
of
floors
and
then
a
public
person
can
own
the
rest
and
rent
it
or
do
whatever
they
want
on
floors.
But
those
are
possibilities
for
that
space.
It
is
a
great
location.
C
Okay,
any
other
questions
from
commissioners
or
any
other
questions.
You
need
feedback
on
at
this.
At
this
point,.
N
I
I
don't
think
so
I
did
want
to
just
so.
You
have
this.
In
the
back
of
your
mind
on
the
timeline,
you
might
have
noticed
that
it
has
a
couple
of
other
properties
noted
as
I
believe
we
say,
property
becomes
available
and
that's
just
a
one
of
those
properties
is
the
all
port
property.
It's
the
one
that
we
identified
as
being
high
maintenance
costs
over
the
next
15
years,
because
of
because
of
the
age
of
the
facility,
because
of
a
lot
of
concerns
with
accessibility
and
codes
that
that
property.
N
When
we
move
when
we
would
move
these
four
facing
groups
into
35,
woodfin
that
property
becomes
vacant
and
there
is
and
then
the
the
52
on
there
as
well.
B
C
F
E
E
N
And
so
you'll
kind
of
see
a
little
bit
on
the
map.
That's
pinned
up
on
the
wall
over
there.
Those
are
the
two
groupings
of
properties
within
kind
of
the
downtown
limits.
So
you
see
that
that
one
grouping
to
the
left
by
the
bottom
left.
That's
these
sites
that
we're
talking
about
the
other
grouping
to
kind
of
the
top
right.
That's
your
35
wood
fin!
That's
this
building,
that
is
valley,
street
properties
and
a
few
other
ones.
C
Very
good,
okay,
great
great
discussion
what's
slopes,
do
we
need
to
that
was
the
end
of
the
agenda.