►
Description
Regular Meeting of the Buncombe County Board of Commissioners' for May 19, 2020. To view the meeting agenda, or future meeting agendas, please visit buncombecounty.org/commissioners.
A
A
A
In
accordance
with
the
code
of
ethics
adopted
by
the
board,
all
County
Commissioners
have
a
duty
to
obey
all
applicable
laws
regarding
official
actions
to
uphold
the
integrity
and
independence
of
the
office,
to
avoid
impropriety
in
the
exercise
of
official
duties
to
faithfully
perform
the
duties
of
the
office
and
to
conduct
the
affairs
of
the
governing
board
in
an
open
in
public
manner.
Is
there
any
item
on
the
agenda,
the
outcome
of
which
would
have
a
direct,
substantial
and
readily
identifiable
financial
impact
for
any
board?
Member
does.
A
B
Chairman
on
the
new
business
item,
coronavirus
relief
fund
I
may
have
a
conflict
under
the
federal
uniform
grant
guidelines.
So
when
we
get,
my
employer
may
receive
some
funding
from
that.
So
we
get
to
that
business
item
I'm,
going
to
recuse
myself
from
discussion
and
voting
on
that
and
light
for
the
minutes
to
reflect
that.
Please,
okay,.
A
Thank
you
for
thank
you
for
sharing
that
just
as
the
matter
of
procedure
does
the
board
need
to
vote
to
recuse,
commissioner
Penland,
or
can
the
individuals
make
that
decision
I,
just
honestly,
k-member
what
the
protocol
is?
Okay?
So
when
we
get
to
that,
we'll
make
a
motion
to
recuse
you
from
that
vote.
Thank
you.
C
D
C
E
A
A
F
Talked
to
you
about
the
investment
policy
briefly
two
weeks
ago,
so
now
I'm
backs
to
request
that
you
approve
the
investment
policy.
I'm
gonna
go
over
what
we've
added
changed
that
sort
of
thing.
So
what
is?
Why
are
we
looking
at
this?
Well,
it
hasn't
been
an
updated
since
it
was
adopted
in
96,
so
it
was
time
to
review
it
and
update
it.
F
It
adds
clarity,
best
practices
and
it
gives
us
some
flexibility
in
managing
our
investments.
So
I'm
gonna
go
through
the
major
changes
that
occurred
throughout
through
the
policy
or
one
of
our
are
actually
not
one
of
our.
But
our
main
objective
is
safety
of
our
principal
of
our
assets
that
we
invest.
So
we
added
language
to
that
paragraph
to
further
clarify
that
and
identify
that
we
will
diversify
investments
by
investing
funds
among
the
variety
of
securities
with
independent
returns.
F
That
way,
we
are
not
investing
everything
in
one
vehicle
verify
putting
all
our
eggs
in
one
basket,
which
is
poor
practice.
We
also
had
the
language
that
the
county
may
engage,
support
services,
advisers,
consultants
with
regard
to
the
investment
program
program.
So
long
as
it's
adding
value,
and
it's
not
it's
costing
us
additional
resources.
F
F
We
added
language
that
requires
qualified
bidders
to
not
only
certify
that
they've
read
our
County
policy,
but
they
have
to
certify
they've,
read
North
Carolina,
General
statute,
159
30.
We
added
language
that
states
the
finance
director
shall
endeavoured
complete
investment
transactions
using
competitive
bids,
as
opposed
to
just
some
bitter.
Her
broker
calls
me
and
I
can
just
say,
yeah.
Okay,
let's
go
with
that.
It
ensures
you
know
we're
actually
doing
what
we
are
the
best
thing
we
can
for
the
county.
F
F
F
We
also
had
language
that
on
prohibited
investments
and
practices,
so
that
we're
not
going
out
and
basically
day
trading,
we're
not
trading
securities
for
the
sole
purpose.
Purpose
of
speculating
on
future
returns.
We're
usually
using
this
as
a
place
to
put
our
idle
cash
in
to
earn
some
additional
revenue
for
the
county.
F
We
also
had
in
language
for
reporting
back
to
the
board.
This
is
gonna
include
an
asset
listing
the
market
value,
the
average
maturity,
the
distribution
of
the
portfolio,
the
average
quality
ratings
and
then
a
statement
that
we
are
in
compliance
with
the
investment
policy
and
then
added
language.
The
finance
director
shall
monitor
and
evaluate
the
portfolio's
performance
relative
to
the
benchmark
and
we
will
provide
the
periodic
reports
and
then
a
big
thing.
F
We
added
was
a
glossary
of
terms
so
that
when
you're,
looking
at
the
investment
policy
and
you're
looking
at
acronyms
and
that
sort
of
thing,
you
can
go
and
figure
out
what
they
actually
mean.
So
that
is
the
extent
of
what
we
changed
through
the
policy
and
I'd
be
happy
at
soar.
Any
questions
you
may
have.
A
A
G
G
Welcome.
County
does
currently
operate
under
contract
from
out
mobility
services
with
our
ATP
dev
USA
incorporated.
They
have
been
our
contractor
since
2011
fiscal
year
2012,
the
existing
operating
contract
expires
June
30th
of
this
year,
so
we
have
just
a
little
over
a
month
left
that
contract
the
county,
undertook
a
competitive
selection
process
and
issued
an
request
for
proposals
in
mid-february.
G
That
process
took
us
through
the
middle
of
April
almost
end
of
April.
In
order
to
complete
the
RFP
sought
for
proposals
for
a
contract
with
an
initial
three-year
term
with
two
three-year
renewal
options,
so
it's
a
total
of
nine
possible
years
under
this
contract,
an
RFP
process,
as
I
mentioned,
the
selection
process
was
undertaken
involving
the
committee,
the
lowest
excuse
me.
The
highest-scoring
technical
proposal
was
received
from
our
ATP
dev.
They
were
also
the
highest
scoring
and
lowest
cost
provider.
G
Under
the
cost
proposal
evaluation
so
community
they
were
the
highest
scoring
proposer
and
within
each
category
as
outlined
in
the
RFP,
we
entered
into
those
negotiations
and
arrived
at
a
best
in
and
final
offer.
That
was
considered
to
be
fair
and
reasonable.
After
doing
a
market
analysis
and
independent
cost
estimate
under
the
current
procurement
policies,
the
county
manager
is
authorized
to
enter
into
the
service
contract,
with
notification
to
the
board,
and
so
we're
presenting
this
information
to
you
before
such
contract
is
entered
into.
G
So
the
first
item
will
discuss:
is
the
scope
of
services
and
again
I
touched
on
this
during
the
pre
meeting,
but
it
is
to
provide
the
operating
services
for
mountain
mobility.
That's
the
door-to-door
demand
response
service,
as
well
as
the
deviated
fixed
route
service.
The
contractor
will
dispatch
and
deploy
vehicles
and
resources.
They
will
hire
and
manage
all
operational
staff.
They
will
maintain
the
vehicles
and
equipment
used
in
operations.
We
actually
have
the
lease
agreement
as
part
of
the
contract,
and
then
they
will
be
responsible
for
investigating
all
accidents
and
incidents
involving
passengers.
G
We
actually
carry
that
out
to
the
fourth
decimal
point
because
of
the
size
of
the
contract
and
the
volume
of
the
miles
that
we
do,
the
new
rate
will
be
$2,
2.2,
eight
to
five
cents
per
mile.
So
this
is
a
saving
cost
savings
per
mile
from
our
current
contract
rate,
the
management
fee
I
want
to
particularly
mention
that
as
well
was
reduced
both
in
total
amount
under
this
new
contract
and
in
percent
of
contract,
which
is
to
can
typically
be
an
area
where
contractor
can
inject
additional
cost.
G
So
they've
actually
reduced
that
baseline
number,
as
well
as
a
percent
of
the
operating
these
reduced
costs.
I
will
point
out
will
be
passed
on
to
our
partners
and
so
we'll
be
bringing
back
an
item
to
you
and
that
the
first
meeting
in
June
to
discuss
the
new
contract
rate
for
the
city
of
Asheville
so
we'll
actually
be
able
to
pass
on
some
of
that
cost
savings
under
the
new
rate
to
the
city.
G
Through
that
ad,
a
complementary
paratransit
contract,
the
there
are
increased
operational
staff,
starting
salary
information
and
average
wages
that
I'll
go
over
in
more
detail,
but
we're
seeing
increases
in
those
and
we'll
talk
about
that
further.
As
we
get
into
the
presentation,
the
contractor
will
be
providing
additional
technologies
and
we'll
discuss
what
those
are
they're,
mostly
safety
technologies
that
they're
going
to
bring
in
externally
that
go
above
and
beyond.
Our
current
provided
safety
technologies
and
complement
those
we've.
Also
in
the
new
contract
provided
increased
financial
penalties.
G
So
the
award
as
I
mentioned,
there's
an
initial
three-year
term
with
two
three-year
options.
Obviously,
there
are
components
of
the
contract
which
would
allow
us
to
exit
the
contract
for
a
number
of
reasons,
but
the
initial
term
is
for
three
years
provided
on
this
slide
is
the
information
about
the
individual
costs
per
year
based
on
the
base
mileage,
we
anticipate
the
contractor
will
perform
and
the
rates
that
are
prescribed
so
over
the
first
three
year
term.
G
G
So
we
have
a
lot
of
detail
in
the
budget
that
they
are
required
to
submit
about
their
actual
cost
that
go
into
the
total
cost
they
provide
us,
and
the
rate
that
we
arrive
at
the
big
driver,
as
I
mentioned,
are
salaries
and
wages.
That's
about
53
percent
of
the
cost
that
they
are
reporting
out
to
us.
Then
you
add,
on
top
of
that,
the
taxes
and
benefits
for
those
employees,
that's
another
major
driver.
Vehicle
maintenance
is
about
thirteen
percent
of
the
cost.
G
Another
driver
of
cost
is
auto
liability
and
physical
property
insurance,
so
those
are
kind
of
the
major
drivers
of
the
cost.
What's
interesting
about
this
slide
as
well,
and
what
I
like
to
point
out
about
this
contract
is
that
the
the
cost
in
the
lighter
blue
color,
which
represent
about
eighty-five
percent
of
the
costs,
are
really
going
into
the
local
employees
that
are
employed
by
the
contractor.
G
This
information
so
part
of
our
proposal.
We
require
the
contractor
group
to
provide
us
with
pay
rates,
including
the
starting
pay
rate
and
average
pay
rate
by
year
by
position.
Those
are
categories
of
positions.
Some
of
those
positions
include
up
to
35
or
36
different
employees
dependent
upon
it,
but
through
the
negotiation
process,
that
team
worked
with
a
contractor
to
reallocate
some
of
those
costs,
including
some
management
fees,
to
arrive
the
desired
end
goal
would
be
that
we
could
get
all
positions
to
have
an
average
wage
of
$15
or
more
within
that
first
three-year
period.
G
G
And
then,
as
I
mentioned,
part
of
the
offering
that
the
contractor
is
bringing
in
this
particular
round
are
additional
technologies
that
they
actually
have
as
their
safety
solution.
So
it's
their
own
trademarked
brand
of
safety
solution.
It
includes
two
different
kinds
of
software:
one
is
a
tracking
mechanism
for
accidents
and
incidents,
so
we
require
they
report
all
accidents
and
incidents
to
us-
and
this
is
an
internal
methodology
that
they
track,
monitor
and
try
to
create
correction
on
their
side.
They
also
can
provide
us
access
to
that.
So
at
different
levels
of
accident
or
incident.
G
We
can
request
a
notification
immediately
through
this
system,
so
that
is
an
advantage
that
we'll
have
under
the
ongoing
contract
and
then
smart
drive
which
identifies
logs
and
correct
driving
anomalies.
So,
as
the
board
is
aware-
and
we've
talked
about
this
before
mount,
mobility
is
equipped
with
camera
systems
and
those
are
for
safety
monitoring
for
our
part,
they're
required
by
the
NCDOT.
But
this
is
another
level
of
video
technology,
so
they're,
actually
installing
this
equipment
on
our
vehicles
and
it's
monitoring
the
driver.
G
It's
looking
for
the
driver,
alertness
that
their
eyes
are
on
the
road
and
it's
actually
corrective
action
specifically
for
the
driver.
So
it's
an
integrated
piece
of
video
technology
that
they're
adding
to
our
system
and
then
just
to
touch
on
the
financial
penalties
as
the
other
piece.
So
all
of
the
items
in
the
brighter
blue
here
are
an
an
area
where,
from
the
current
contract
to
the
new
contract,
we're
proposing
an
increase
in
penalty.
G
That's
a
larger
offense
in
our
perspective
to
five
hundred
dollars
per
incident
and
otherwise
used
to
a
fuel
card,
goes
to
$100
per
incident
and
that
more
than
covers
the
cost
of
what
they
would
likely
be
able
to
misappropriate
with
the
fuel
charge.
So
that
was
the
reasoning
for
that
adjustment
downward.
All
other
penalties
again
are
just
to
emphasize
to
the
contractor
the
importance
of
these
metrics
and
measures
of
performance
under
the
contract,
so
the
contract
itself.
It
is
a
standalone
document.
G
It
includes
that
as
I
mentioned
the
lease
agreement,
but
it
does
incorporate
either
directly
certain
sections
and/or
by
reference
all
aspects
of
the
RFP
that
was
issued,
all
addenda
that
were
issued
in
association
with
that
and
the
original
proposal
of
the
contractor.
So
the
contractor
is
bound
to
all
components
and
aspects
of
those
we
outline
the
hierarchy
being
the
contract,
as
is
first
and
then
any
other
components
of
the
success
of
documents
that
are
exhibits
to
it
or
a
second
to
that.
G
That's
kind
of
a
rule
by
which
we
follow
and
we
do
bring
out
as
image
in
certain
aspects.
Vehicle
insurance
is
a
critical
component
of
the
contract.
We
draw
that
directly
into
the
contract
document
itself
and
then
it's
included
in
the
RFP
and
the
proposal.
Information
from
the
the
contractor
so
altogether
from
a
contract
administration
perspective.
It's
really
about
a
thousand
page
document,
which
is
why
you're
not
seeing
that
in
front
of
you,
but
the
contract
itself
is
around
a
hundred
pages
and
then,
as
I
mentioned,
we
incorporate
other
items
by
reference
into
the
contract.
G
The
recommendation
specifically
is,
as
you'll
see,
that
the
county
manager
would
enter
into
the
service
contract
with
ret
P
dub
for
mountain
mobility
operations
and
I'm
happy
to
answer
any
questions
that
you
may
have
about
the
contract
or
the
process
or
the
specifics
that
we
discussed
already
this
evening.
I.
E
Just
have
one
actually
stopped
at
a
gas
station
and
the
mountain
mobility
was
filled
up
beside
of
millions.
A
gentleman
running
I've,
been
in
with
County
for
20
years
and
and
I
know
we're
contracting
I
just
want
to
make
sure
they
have
the
you
know,
commitment
to
the
employees
that
we
have
you
know
currently
have,
and
he
was
just
so
proud
of
what
he
did
and
I
was
proud
of
what
he
did
too
so.
G
In
this
particular
case,
the
incumbent
contractor
is
the
vendor
that
will
be
coming
being
the
next
contractor,
so
it
will
be
fairly
seamless
for
them.
If
we
were
switching
contractors,
they
usually
do
defer
to
the
prior
contractors
employees
first,
because
that's
a
lot
of
lifting
to
get
that
many
employees
off
the
ground.
But
here
we
anticipate
seamless
transition
with
those
employees
being
retained
that
are
currently
employed.
Of
course,
all
that's
up
to
the
contractor
in
terms
of
who
they
employ,
but
we
don't
anticipate
any
major
changes
in
their
their
current
staffing.
Thanks.
A
You
Matt
and
quick
comment
before
we
vote
a
bit
I
just
AM
sounds
like
y'all.
Did
a
great
job
negotiating
this
contract,
there's
just
so
many
positive
things
to
it,
especially
the
cost
which
a
lot
of
people
really
concerned.
It
was
gonna,
go
up!
So
that's
great
news
for
everyone
who
cares
about
transit
services
cuz.
A
If
we,
if
the
costs
have
gone
up,
it
would
mean
we're
spending
more
to
do
the
same
thing
and
instead
of
looking
for
chances
to
do
some
new
some
improvements,
so
that's
that's
just
great
news
and
on
the
the
paper
are
our
great
workforce.
That's
that's
great
news
too,
and
all
these
other
positive
feature.
So
thank
you
so
much
for
this
all
in
favor,
please
say:
aye
aye,.
B
A
H
I'll
wait
for
the
slides
to
come
up
and
we
issued
a
competitive
solicitation
request
for
proposals
in
February
of
this
year
for
an
array
of
justice
services
and
those
are
within
the
categories
of
justice,
Resource
Center,
jail,
re-entry
services,
treatment,
courts
and
intimate
partner
violence
services.
So
a
pretty
complex
solicitation
with
many
different
parts.
Tiffany
and
Diana
will
be
going
through
this
evening
and
sharing
information
about
those
different
service
areas.
H
The
bids
that
were
received
and
reviewed,
including
an
option
to
deliver
in-house
some
of
the
services
that
are
within
that
portfolio,
as
as
opposed
to
contracting
out
all
of
those
services
and
our
recommended
or
requested
board
action
to
you
this
evening,
is
to
consider
approving
additional
positions
for
the
delivery
of
some
of
the
services
to
be
brought
in
house
as
well
as
to
consider
authorizing
the
county
manager
to
negotiate
and
and
enter
into
some
of
the
contracts.
So
I
will
pass
it
to
Diana.
Thank
you.
I
Good
evening,
as
Rachael
articulated
just
a
minute
ago,
we
did
enter
into
a
competitive
bid
process.
One
has
not
taken
place
for
several
years
for
many
of
the
contracts.
That
was
one
of
the
things
that
we
wanted
to
highlight
for
you
all,
and
we
wanted
to
ensure
that
we
were
in
compliance
with
county
policy
around
any
contracts
that
are
over
ninety
thousand
dollars.
So
this
competitive
bid
process
gives
us
that
opportunity
to
evaluate
both
the
in-house
option
for
cost
savings
and
effective
efficiencies,
improved
efficiencies
and
also
looking
at
the
contracts
that
we
currently
have.
I
I
Sue's
new
background
structure,
services,
fiscal
provisions
and
application
questions.
Sorry
I
forgot
to
go
to
the
next
slide.
The
components
of
the
RFP
were
grouped
into
four
categories,
as
Rachael
articulated,
which
included
the
justice,
Resource
Center
jail,
re-entry
services,
treatment,
courts
and
intimate
partner,
violence,
services
and
organizations
could
apply
for
the
full
continuum
of
services
or
just
one
specific
aspect
of
the
of
the
RFP
considerations
that
we
were
factoring
into
this
process.
I
We're
looking
at
industry
standards
so
looking
at
several
different
in
North
Carolina
counties
and
the
administrative
office
of
the
courts
to
see
what
what
other
counties
are
doing
and
how
they're
operating
and
then
looking
at
what's
happening
across
the
nation,
specifically
with
stepping
up
initiative,
safety
and
justice
challenge
and
the
Department
of
Justice.
The
expected
outcomes
are
cost
savings
with
increased
efficiencies,
an
allocation
of
funds,
comprehensive
and
streamline
approach
to
processes
over
and
program,
accountability,
eliminating
duplication
and
inconsistency
across
services
by
streamlining.
I
I
So,
looking
at
our
recommendations
in
terms
of
service
area
1,
which
is
the
justice
Resource
Center,
we
are
recommending
that
the
county
provide
all
this
all
services
within
the
justice
Resource
Center,
which
include
case
management,
front
desk
coverage,
juvenile
misdemeanor,
diversion
program,
adult
misdemeanor,
diversion
program,
adult
felony,
drug
diversion
and
career
navigation.
This
would
include
staffing
for
6
individuals
providing
those
services
that
I
just
articulated.
I
Looking
at
service
area
3,
which
is
treatment
courts,
our
recommendation
would
be
to
provide
all
services
listed
for
the
treatment
courts,
which
is
providing
the
Buncombe
County,
providing
all
four
of
those
treatment
courts,
two
of
which
the
county
is
already
the
fiscal
agent
for
through.
Excuse
me
through
grants
that
fund
three
of
the
four
courts.
I
Okay
and
then
moving
to
service
area
to
our
recommendation
is
that
RHA
health
services
continue
providing
jewelry
and
entry
services.
We
believe
that
their
partnership
with
the
Buncombe
County
Sheriff's
Office
will
yield
better
outcomes
with
jail,
re-entry
services
and
minimize
impact
to
the
county
count
on
positions.
The
requested
positions
that
we're
looking
for
in
terms
of
the
IPV
services.
I
So
our
recommendation
is
to
move
forward
with
renewing
that
contract
and
then
our
recommendation
for
the
trauma-informed
IPV
services
is
to
proceed
with
helpmates
proposal
for
a
lab
coordinator,
which
would
be
a
full-time
position
working
in
coordination
with
Buncombe
County,
Sheriff's,
Office,
Asheville,
Police
Department
and
all
the
smaller
law
enforcement
agencies
in
our
County
to
have
more
streamline
lab
coordination.
The
lethality
assessment
protocol
program
so
and
hand
the
Florida
Tiffany.
K
J
When
we
speak
about
the
in-house
services,
we're
looking
at
the
justice
Resource
Center
in
treatment,
courts,
I
would
at
that
Buncombe
County.
We
didn't
necessarily
submit
a
proposal
for
our
own
RFP,
but
we
just
evaluated
next
two
and
compared
it
to
the
RFPs
that
came
in
from
the
community
and
with
the
structure
that
we've
seen
be
most
effective.
It
would
be
have
one
supervisor
managing
the
staff
at
the
justice
Resource
Center
that
were
included
in
this
proposal
and
then
having
a
coordinator
for
each
diversion
program.
J
Currently
we
have
three
diversion
programs,
adult
misdemeanor,
diversion
felony,
drug
and
juvenile
misdemeanor,
so
each
program
will
have
a
specific
coordinator
and
then
there
will
be
one
case
manager
assigned
to
the
center
to
work
with
those
that
are
in
the
diversion
program
or
those
that
are
just
as
involved
that
still
need
access
to
services,
including
career
navigation
and
connections
with
a
BTech
or
any
other
vocational
program.
In
the
area.
We
will
also
have
one
administrative
specialist
who's
out
posted
at
the
front
desk
to
meet
and
greet
clients.
J
Then
our
treatment
courts
would
have
one
supervisor
to
help
structure
and
create
consistencies
throughout
all
of
our
treatment
courts
that
we
are
currently
supporting,
including
adult
drug
treatment
court,
where
our
presiding
judge
is
our
senior
resident
judge
Thornburg
having
a
coordinator
of
a
family
drug
treatment
court
also
known
as
soar
court,
and
that
presiding
judge
is
honorable.
Judge
young.
A
sobriety
court
have
a
coordinator
for
that.
J
11
positions
non
will
be
regular,
permanent
full-time
positions
and
then
to
grant
funded
positions,
and
those
grant
funds
will
come
through
the
current
grants
that
we
have
that
fund
our
treatment
courts,
which
would
be
for
veteran's
treatment,
Court
and
sobriety
DWI
court.
We
are
asking
for
those
positions.
There
will
be
no
impact
to
the
budget.
One
of
those
grants,
however,
we
would
anticipate
receiving
in
August,
so
that
budget
amendment
will
come
before
you
in
August
for
the
DWI
sobriety
court.
J
As
we
look
at
our
year,
one
transition
we
would
recommend
doing
bridge
contracts
for
the
existing
providers
for
six
months
and
then,
as
we
have
a
transition
plan
in
place,
begin
recruitment
and
in
September
to
have
county
staff
on
board
January
first,
and
that
would
be
the
additional
11
positions.
We
have
spoken
to
our
stakeholders,
our
court
officials,
the
presiding
judges
and
our
other
judicial
stakeholders.
J
We're
requesting
the
following
contract
awards
for
the
RFP
process,
which
includes
RHA
self
services,
for
an
amount
of
two
hundred
thirteen
thousand
three
hundred
thirty
one
dollars,
some
of
that
funding
coming
through
outside
funds
or
third-party
revenue
sources,
such
as
via
and
state
and
federal
grant,
and
with
spent
about
six
excuse
me.
Seventy
four
thousand
four
hundred
forty
six
dollars
of
general
funds:
I'm
contracting
with
SPARC
four
batters
intervention
at
107,
625,
I'm
contracting,
with
helpmate
at
seventy,
nine
thousand
for
a
total
and
contracts
of
three
hundred
and
ninety
nine
dollars.
And
nine
excuse
me.
J
Three
hundred
and
ninety
nine
dollars
on
the
LOB
can't
say
right
now,
right
now,
but
you
know
what
I
mean,
and
so
what
that
looks
like
with
the
budgetary
recommendations
we
removed
or
backed
out
all
of
the
third-party
grants
and
solely
looking
at
the
county
funds
that
would
be
used
to
support
these
services
and
so
in
terms
of
county
funds
that
are
already
available
again.
No
impact
to
the
budget.
Nine
hundred
forty
two
dollars.
J
Excuse
me
nine
hundred
and
forty
two
thousand
dollars,
and
then
we
would
break
that
out
for
the
each
service
area,
and
so
that
totals
eight
hundred
eighty
six
thousand
dollars
and
we
would
have
a
balance
of
roughly
fifty
six
thousand
dollars
when
it
comes
to
the
surface
area
for
and
we
broke
this
out
because
they're
currently
in
two
different
cost
centers
and
so
there's
about
a
hundred
eighty-eight
thousand
dollars
available.
And
once
we
enter
in
contracts,
we
would
have
about
1300
left
over
in
savings,
and
so
I
will
past
Rachel.
H
So,
thank
you
very
much
to
staff,
both
the
staff
you
heard
from
this
evening,
as
well
as
staff
in
the
budget
and
finance
offices,
and
thanks
to
the
contract
service
providers
who
have
delivered
these
services
for
us
for
so
many
years,
and
also
to
the
time
that
our
justice
stakeholders
put
in
helping
us
evaluate
and
weigh
these
options.
We
would
entertain
any
questions
that
you
have
and
then
to
repeat
to
you.
The
motion.
The
request
for
board
action
that
we're
coming
to
you
with
this
evening
is
two
parts.
H
The
first
is
to
create
the
positions
to
positions
which
are
temporary,
grant
funded
positions,
nine,
regular
positions
and
then
the
second
part
is
to
authorize
the
county
manager
to
enter,
negotiate
and
enter
into
these
contracts.
As
a
reminder,
both
of
those
actions
together
are
neutral
on
the
budget.
You
saw
at
the
end
of
the
presentation
from
Tiffany
there's.
Actually
it
actually
yields
a
little
bit
of
savings
based
on
how
we
can
reconfigure
the
services.
E
H
H
E
A
Okay,
is
there
a
motion
so
all
right,
there's
a
motion
and
second
to
approve
that
London
step,
411,
additional
positions,
no
budget
action
needed
nine,
regular
to
grant
funded
and
to
authorize
the
county
manager
to
negotiate
and
enter
into
contracts
for
jail,
reentry
services,
batterer
intervention
program
and
lethality
assessment
protocol
coordination.
Further
discussion
and.
B
G
B
K
Before
we
move
to
vote,
I
just
want
to
also
just
appreciate
the
work
that
went
into
this
there's.
It
feels
like
this
is
really
about
helping
us
move
into
sort
of
the
next
generation
of
our
work
around
the
issues
reflected
here
and
just
the
level
of
sort
of
systems.
Thinking
going
on
and
the
opportunities
for
both
streamlining,
but
also,
hopefully,
more
impactful
services
for
folks
is
really
exciting.
So
thank
you
too.
There's
a
lot
of
heavy
lifting
against
the
backdrop
of
a
very
chaotic
last
couple
months.
A
I'm,
nice
all
right.
The
next
item
is
the
coronavirus.
Relief
Fund,
at
the
beginning
of
the
meeting
Commissioner
Penland,
mentioned
that
the
organization
he
works
for
may
be
a
recipient
of
some
of
this
funding,
and
so
there's
a
question
about
whether
that
presents
a
conflict
of
interest.
So
why
don't
we
go
ahead
and
take
this
up
now
before
we
kind
of
dive
into
I?
Think
the
simple
version
is
there,
some
there's
some
funding,
that's
gonna
come
down
to
Buncombe,
County
and
County
is
gonna.
A
Get
some
municipalities
will
get
some
in
fire
districts
will
get
some
mr.
Penland
works
for
one
of
those
fire
districts.
So
I'm
gonna
throw
this
out
to
the
legal
folks
to
give
us
some
of
some
counsel
on
this
question,
because
when
some
of
these
kind
of
issues
have
come
up
before,
I,
don't
think
it's
always
the
way.
There's
a
law
we
need
to
follow
on
this.
A
L
These
funds
are
coming
from
the
federal
government.
Although
the
state
is
administering
them,
there
are
federal
grant
funds,
and
so
you
have
to
additionally
look
to
the
uniform
guidelines
for
handling
federal
grant
funds
and
mr.
Penland
and
I
had
a
conversation
about
that.
Basically,
their
version
of
a
conflict
of
interest
is
more
expanded.
Okay,
so
it
includes
not
only
a
real
financial
benefit
but
also
any
apparent
conflict
of
interest.
L
Such
conflict
of
interest
would
arise
when
the
employee
officer
or
agent,
any
member
of
his
or
her
immediate
family,
his
or
her
partner
or
an
organization
which
employees
or
is
about
to
employ
any
of
the
parties
indicated
above,
has
a
financial
or
other
interest
or
a
tangible.
A
tangent
of
the
I'm
struggling
with
the
word
now
tangible
personal
benefit
from
the
firm
that
would
be
considered
for
the
contract.
L
There
would
be
no
violation,
but
in
this
situation
there
could
be
a
an
apparent
conflict
because
his
employer
is
actually
getting
some
funding
from
a
federal
grant
and
we
reached
out
to
the
school
government
talked
with
experts
down
there,
and
this
was
their
advice
that
he
recused
himself
from
participating
in
the
conversation
surrounding
this
funding
and
also
from
voting.
It's.
A
With
the
analogy
being
like,
for
example,
if
someone,
if
someone
on
her
board
was
a
work
form
County
Schools
and
we
fund
the
County
Schools,
they
would,
they
would
still
be
expected
to
be
able
to
vote
and
we'd
actually
be
required
to
vote,
because
we're
not
funding
their
position.
We're
funding
schools
and
that's
just
for
a
part
of
that
right
apparatus.
C
A
All
right,
well
I,
appreciate
y'all
looking
at
that
carefully
because
it's
it's
not
just
it's
not
just
our
opinion
about
there's
actual
state
and
federal
laws
that
define
the
decision-making
protocol,
and
so
anyway
that
sounds.
It
sounds
like
y'all
done
your
homework
on
it,
I'll
make
a
motion
to
recuse
Commissioner
Penland
from
deliberations
and
voting
on
this
matter.
Second
and
mr.
Penland
should
recuse
himself
from
voting
on
this
motion
as
well.
Is
that
correct,
or
should
he
vote
on
the
motion
to
recuse
I?
Think.
A
All
right
any
any
questions
or
comments
all
right.
All
in
favor
of
the
motion,
please
say:
aye
aye,
any
opposed
all
right
and
these
issues
don't
come
up
a
lot.
It's
okay!
Is
it
okay
for
our
Commissioner
Penland
to
or
just
remain
here,
and
just
kind
of
he
doesn't
need
to
leave,
or
he
can
just
he's
just
not
gonna
verbally
participate.
Okay,
this
one's
fine
things
don't
come
up
that
often
sigh,
don't
think
we
have
a
policy
on
this,
this
segment,
all
right.
Now
we're
back
to
the
issue.
Rachel,
okay,.
H
We
are
going
to
request
for
action
this
evening
to
consider
approving
a
plan
to
disburse,
like
you
mentioned
the
funds
as
sub
grants,
to
municipalities
and
to
fire
districts.
We
are
not
coming
this
evening
requesting
budget
action.
We
will
be
back
no
later
than
June
16th
once
we
have
an
initial
plan
together
for
use
of
the
funds
to
give
a
budget
action
to
the
board
for
consideration.
So
what
is
the
CRF?
H
These
are
funds
coming
through,
like
we
discussed
federally
through
the
state
of
North
Carolina,
this
budget
and
management
office
through
their
newly
established
pandemic
recovery
office.
The
allocation
for
Buncombe
County
is
about
four
and
a
half
million.
You
see
the
exact
figure
listed
here:
four
million
four
hundred.
Ninety
nine
thousand
six
hundred
sixty
three
dollars.
H
One
option
that
is
available
to
minister
to
counties
is
to
share
these
funds
as
federal
sub-grants
with
municipalities
and
nonprofits,
including
fire
districts,
and
what
we
propose
to
do,
because
these
partners
have
been
so
critical
in
Buncombe
County's,
emergency
operation
center
and
overall
Cove
in
response
is
to
allow
those
or
those
entities
also
to
access
this
reimbursement
and
the
methodology
that
we're
bringing
forward
for
sharing
those
funds
is
the
same
method.
The
North
Carolina
Department
of
Revenue
uses
for
sales
tax.
It's
the
ad
valorem
based
method
that
looks
at
total
taxable
value.
H
In
summary,
that
four
and
a
half
minute
that
four
point,
four
nine
nine
million
dollars
would
be
shared,
sixty-seven
percent,
staying
with
Buncombe
County
for
reimbursement
of
our
own
expenses.
Roughly
three
million
you
see
the
exact
figures
listed
here
for
municipalities
and
fire
districts,
municipalities
receiving
1
million
one
hundred
thirty,
eight
thousand
forty
two
dollars
fire
districts,
of
which
there
are
many
receiving
a
total
shared
among
them
of
three
hundred
twenty
nine
thousand
three.
H
The
next
slides
breakdown,
the
municipality
numbers
and
the
fire
district
number
so
that
you
have
those
available
in
your
packet
and
so
that
they're
also
published
online
I
won't
go
through
each
line.
But
here
are
the
six
municipalities
that
would
be
eligible
and
amounts
to
each
as
well
as
the
first
ten
fire
districts.
H
We've
learned
of
this
fairly
recently
and
we're
like
other
counties
across
North
Carolina
in
conversation
with
the
state,
to
get
lots
of
clarification
and
explanation
on
eligible
expenses
expenses.
But
we
know
what
those
broad
categories
are
for
what
can
be
covered,
which
includes
medical
expenses,
public
health
expenses,
payroll
costs
related
to
coming
into
compliance
with
public
health
measures.
H
M
Rachel
before
you
leave
that
slide,
I
do
want
to
talk
to
the
commissioners
on
your
third
bullet
point.
So
if
you'll
go
back
yes
and
commissioners,
as
we
mentioned
with
the
sub-grantee,
with
20
different
fire
districts
and
six
municipalities,
we
are
asking
a
bullet
point
to
use
some
of
these
funds
to
have
a
temporary
grant
coordinator.
That
can
help
what
out
sub
grantee
monitoring
as
we
go
forward,
especially
looking
at
federal
guidelines
and
making
sure
we
are
strict
on
point.
M
H
That's
right:
we've
got
a
lot
of
different
folks
across
the
county
who
are
involved
in
this
initiative
from
the
service
delivery
departments
like
Health
and
Human
Services
and
emergency
services,
support
departments
like
IT
and
general
services,
budget
finance,
performance
management,
etc.
Having
a
dedicated
person
to
monitor
the
use,
administer
the
contracts
and
keep
an
eye
on
the
overall
project
will
help
us
stay
in
compliance,
so
we're
not
requesting
the
creation
of
that
position
today.
That
would
happen
when
the
budget
action
is
brought
forward.
A
N
Good
evening,
so
you
have
heard
from
finding
its
director
Don
Warren
on
a
couple
of
occasions
related
to
a
recent
request
and
approval
to
issue
debt.
Some
of
that
issuance
was
related
to
more
recent
projects,
so
not
ever
been
financed.
In
addition
to
some
previous
projects,
where
we
were
requesting
basically
refinancing
or
refunding
as
part
of
that
process,
the
county
receives
proceeds
from
the
refunding
that
we
then
need
to
turn
around
and
send
to
be
managed
by
an
escrow
agent.
N
The
general
fund
is
one
of
those
so
for
an
amount
of
53
million,
seven
hundred
and
fifty
seven
thousand
dollars,
seven
seven
hundred
fifty
seven
nine
hundred
and
twenty
six
dollars
we
received
as
debt
proceeds
related
to
advanced
refunding
that
we
then
turn
around
and
pay
back
out
to
the
escrow
agent.
So
we
need
to
budget
both
the
revenue
and
expenditure
for
that,
in
addition
to
the
general
fund,
we
also
have
there's
an
impact
to
the
article
46,
so
the
a
BTEC
fund
I'm.
N
So
there
were
some
refunding
for
previous
issuances
of
the
LOB's
2010,
a
2010
B
and
2012
a
and
those
dollars
total
8
million
five
hundred
and
eighty
six
thousand
six
hundred
and
nineteen.
A
small
portion
of
that
budget
is
to
cover
debt
issuance
costs,
so
that
one
was
a
little
different
because
part
of
the
money
is
for
the
escrow
agent
and
then
a
small
portion
of
the
of
the
difference
so
sixty
it
was
close
to
sixty
six
thousand
dollars
was
to
covered
that
issuance
costs
in
that
fund.
N
B
B
N
N
Projects
totaling
1
million,
seven
hundred
and
fifty
three
thousand
two
hundred
and
seven
hundred
and
fifty
three
two
hundred
and
fifty
four
dollars
that
are
completed
so,
with
the
exception
of
the
general
government
vehicles
sheriff
vehicles
and
county
buildings,
major
maintenance,
the
other
projects
are
to
be
fully
closed
because
they
are
fully
expended.
However,
there
are
some
remaining
dollars
available
for
general
government
sheriff
and
county
buildings,
major
maintenance.
So
these
are
partial
closures
for
those
particular
projects.
We
just
we're
working
with
finance
as
we
move
towards
the
end
of
the
fiscal
year.
D
A
A
All
in
favor,
please
say
aye
aye
any
opposed.
We
do
not
have
any
public
comments
that
were
submitted
for
this
meeting,
so
got
just
a
couple
of
announcements.
First,
on
May
21st
at
1:00
p.m.
the
Buncombe
County
Commission
will
hold
a
budget
budget
work
session
at
200,
College
Street
room
three
to
six.
A
That's
this
Thursday
on
June,
2nd
at
3:00
p.m.
the
county
commissioners
will
hold
their
next
pre
meeting
at
200,
College
Street
room
three
to
six
and
on
June
2nd
at
5
p.m.
the
county
commissioners
will
hold
their
next
regularly
scheduled
meeting
at
200,
College
Street
room
three
to
six.
Is
there
a
need
for
a
closed
session
this
evening?