►
From YouTube: Board of Commissioners Regular Meeting (March 2, 2021)
Description
Regular Meeting of the Buncombe County Board of Commissioners for March 2, 2021. To view this meeting's agenda, future meeting agendas, or previous meeting recordings, you can visit buncombecounty.org/commissioners.
A
B
A
B
A
A
A
Does
any
board
member
have
a
financial
interest
in
any
public
contract
coming
before
this
board
today,
there
being
none
all
board.
Members
have
a
duty
and
obligation
to
vote
on
any
matters
voted
on
by
the
board.
At
this
meeting
we
come
to
the
consent
agenda.
Are
there
any
questions
from
any
commissioners
about
any
item
on
the
consent
agenda.
A
C
A
D
D
E
F
D
D
If
you
haven't
been
out
there
to
see
what's
going
on,
I
highly
recommend
you
do.
Maybe
jack
cecil
can
take
you
for
a
tour.
What's
happened
is
clear:
cutting
of
all
the
trees,
especially
up
top
where
the
plant
is
going
to
be.
It
looks
like
mountain
top
removal
and
also
they
bulldoze
a
road.
All
the
trees
are
gone
for
a
road
and
they're
starting
to
build
a
bridge
there
now
with
lots
of
boulders
getting
thrown
into
the
river.
So
it
looks
terrible,
but
I'm
sure,
when
all
is
said
and
done,
it
will
look
very
civilized.
D
D
As
far
as
your
investment
goes,
I
want
you
to
know
that
a
group
that
I'm
part
of
that
you
know
of
reject
raytheon
has
been
doing
vigils
in
opposition
to
the
deal.
Most
recently
we
delivered
a
letter
in
biltmore
park
to
jack
cecil
and
I'd
like
you
to
hear
at
least
part
of
it.
There
are
some
questions
that
we
asked
him
because
it
applies
to
you
too,
and
we
asked
them.
I
hope
you're
going
to
have
some
oversight.
D
F
D
We
know
that
there's
expansion
in
the
works
for
the
biltmore
farms.
There
are
other
businesses
that
the
edc
is
recruiting.
So
we
want
to
know
about
that.
We
want
transparency
and,
most
of
all,
we
want
to
know
how
your
values
about
sustainability
mesh
with
having
an
industry,
that's
part
of
the
war
economy
and
a
major
user
of
fossil
fuels.
G
I
have
a
really
hard
time
dealing
with
that
and
I
think
a
lot
of
people
do
and
when
I
was
out
there
protesting
against
this
disgusting
plant
that
you're
allowing
to
be
built,
and
I
was
giving
out
pamphlets
to
people
and
telling
them
what's
going
on
those
that
actually
talk
to
me
could
not
believe
it.
They
could
not
believe
what
you
are
allowing
to
be
done
to
our
beautiful
river,
and
you
know.
G
I
really
think
that
you
should
remove
the
incentives
that
you
have
offered
to
pratt
and
whitney,
because
that
money
needs
to
be
going
towards
the
community.
That
money
needs
to
be
going
towards
your
constituents
towards
a
green
new
deal
towards
protections
for
marginalized
people
towards
covet
relief.
G
There
are
so
many
things
that
this
community
needs
and
a
the
murderous
company
that
destroys
the
environment
everywhere
they
go
is
not
one
of
them
and
the
the
fact
of
the
matter
is
they
claim
that
they'll
be
creating
jobs,
they'll
be
bringing
jobs
here,
but
how
many
jobs
will
really
come
from
the
people
in
this
community?
How
many
people
will
follow
their
company
to
a
new
place
and
you
know
how
can
we
guarantee
that
even
and
that,
so
it's
just
it
just
seems
like
an
empty
promise
and
just
cow
towing
to
the
military
industrial
complex?
H
I
don't
think
that
that's,
I
think
that
asheville
and
buncombe
county
are
better
than
that.
I
think
that
everybody
on
the
commission
is
very
familiar
with
socially
responsible
investing,
and
I
think
that
there
needs
to
be
a
huge
about
the
face
for
the
commissioners
to
not
be
hugely
hypocritical
and
and
be
a
disinvesting.
H
The
local
government
investment
pool
could
be
one
example
of
that.
However,
you're
asking
much
like
we
got
blindsided
with
the
pratt
and
whitney
and
I'm
afraid
our
blindsided
with
the
borg
warner
deal
which,
as
far
as
I
know,
may
have
horrible
environmental
and
social
impacts
like
the
pratt
whitney
raytheon
deal
very
concerned
that
that
you're,
considering
approving
a
deal
going
in
county
taxpayers
in
with
wake
county
which
may
overpower
our
interests
in
investing
public
money
without
any
social
responsible
criteria.
H
The
this
is
sort
of
disenfranchising
voters,
just
at
a
time
when
asheville
could
be
a
shining
city
on
the
hill.
Instead
of
of
doing
the
bidding
of
mega
corporations
like
raytheon
and-
and
we
still
need
you
to
make
amends
for
that
surprise
attack,
even
if
you
weren't
completely
responsible
for
it.
This
is
changing
the
character
of
our
area.
I
Well,
hello:
in
there
this
is
don
yeltsin
and
I
am
sitting
out
in
front
as
usual
and
I'm
just
waiting
to
double
the
crowd
and
get
somebody
else
to
join
me.
Because
I
you
know,
I
really
miss
the
pleasure
of
getting
to
see
you
all
face
to
face.
And
I'm
sure
you
do
me,
but
I
want
to
I'm
going
to
do
a
little
different
thing
because,
as
I
was
listening
to
the
other
callers
and
good,
I
wasn't
the
first
one.
I
I
There
was
timber
in
western
north
carolina
guess
what
cutting
the
trees
down
brought
to
western
north
carolina
brought
the
railroad
and
the
railroad
then
helped
the
area
grow,
and
because
the
temper
companies
had
bought
the
timber
and
cut
the
timber
off
they
let
it
be
sold
for
nearly
nothing
and
along
comes
franklin.
Delano,
roosevelt
and
he
created
make
do
work
and
a
quarter
a
day
and
the
people
that
lived
here
us
old
hillbillies
that
have
had
so
much
privilege.
I
And
then
we
went
to
build
the
parkway
and
I
can
remember,
but
you
could
drive
the
parkway
and
you
could
see
for
miles
and
miles
and
miles
guess
what
all
those
trees
will
come
back
and
the
people
that
talk
about
the
trees
and
try
to
save
them.
Don't
have
a
piece
of
property
and
watch
it
grow
up
as
the
trees
totally
totally
just
smother
everything
the
vegetation
gets
poor.
A
J
Good
evening,
commissioners
glad
to
be
here
very
happy.
This
item
is
on
the
agenda
because
we
are
done
with
the
audit.
Just
to
give
you
my
perspective
on
it,
the
auto
went
very
well.
We
didn't
have
any
issues
working
with
clifton
larsen
allen,
even
though
we
were
completely,
they
were
completely
remote.
It
actually
worked
out
pretty
well
thanks
to
workday
and
all
the
workflows
we
have,
which
was
a
great
thing.
J
K
Good
evening,
good
evening,
good
to
see
everyone
in
person,
I
was
telling
don
we've
been
doing
a
lot
of
these
via
zoom
and
it's
nice
getting
out
and
doing
these
in
person
again
and
having
some
facial
expressions
besides
just
a
a
blank
stare
on
the
screen,
as
I
have
been
for
the
last
12
months,
so
good
to
see
everyone
in
person.
So,
as
don
said
we're
here
to
talk
about
the
2020
june
30
2020
audit
results
and
the
procedures
that
we
performed
a
little
bit
of
background
about
cla.
K
You
know
for
a
couple
of
the
new
faces
on
the
board.
We
are
the
eighth
largest
public
accounting
firm
in
the
country.
We
focus
on
states
and
local
governments,
other
industries
as
well,
but
but
your
audit
team
here
at
the
county,
we're
folks
that
do
state
and
local
government
audits
and
consulting
year-round.
We
live,
we
breathe
it
and
what
that
does
is
is
we.
We
think
it
gives
a
little
bit
more
to
you
all
as
the
county
than
just
an
audit
opinion.
K
You
know
every
auto
opinion
can
look
very
similar
at
the
end
of
the
day,
the
piece
of
paper
that
it's
printed
on,
it's
it's
the
the
way
we
work,
it's
the
the
things
that
we
bring
to
the
table
to
the
management
team,
the
suggestions,
the
help,
the
improvements
that
we
really
strive
to,
you
know
really
really
pride
ourselves
on
as
we're
completing
our
audit.
So
you
know
my
point
of
the
presentation
today
is
not
just
to
say:
here's
the
numbers,
here's
the
results.
K
So
the
audit
services
that
we
performed,
we
audited
the
financial
statements
june
30,
2020
and
and
the
kafir
the
comprehensive
annual
financial
report.
We
also
audit
the
federal
and
state
grant
compliance
which
is
known
as
the
single
audit.
So
the
large
grants
that
the
county
is
receiving,
we
have
to
test
a
sample
of
transactions
and
make
sure
expenditures
are
in
compliance
with
the
programs
as
well
as
reported
appropriately
for
2020..
K
So
the
reports
that
we
have
delivered
here,
the
first
is
the
independent
auditor's
report,
which
is
the
opinion
on
the
financial
statements.
The
second
is
the
report
on
internal
controls,
which
is
where
we
would
report
any
sort
of
findings
within
the
financial
statements.
The
third,
the
long
title
here
on
the
slide,
but
it's
our
single
audit
report.
It
is
our
independent
auditor's
report
on
compliance
and
then
the
fourth
is
the
governance
communication,
which
is
a
letter
that
we
issue
at
the
conclusion
of
the
audit,
really
summarizing
the
results
of
our
procedures.
K
K
So
the
first
on
here
our
opinion
on
the
financial
statements.
It
was
unmodified,
which
means
it
is
a
clean
audit
opinion,
the
highest
level
of
opinion
you
all
can
receive.
There
was
an
emphasis
of
a
matter
paragraph
in
the
opinion
which,
which
means
we
had
to
bring
something
to
attention
that
we
felt
was
significant
and
what
this
represents.
K
It
was
a
change
in
accounting
estimate.
Excuse
me
changing
an
accounting
estimate
that
management
of
the
county
had
implemented
during
this
year,
changing
a
valuation
date
completely
okay,
in
accordance
with
the
accounting
rules.
It
was
really
just
for
for
helping
get
more
information
timely
from
some
of
the
actuaries
of
the
county.
We
just
have
to
call
it
out
because
it
did
result
in
prior
balances
being
restated
because
of
the
change,
but
it
didn't
impact
our
opinion
in
any
way.
K
Our
opinion
on
compliance
also
was
unmodified,
which
means
we
didn't
have
any
findings
as
it
related
to
the
federal
and
the
single
federal
and
state
single
audit.
Our
scope
and
timing
of
the
audit
proceeded
as
planned.
The
significant
accounting
policies
are
in
accordance
with
generally
accepted
accounting
principles.
K
We
had
no
material
audit
adjustments,
which
means
the
numbers
that
you
all
received
from
management
for
june
30
2020
were
unchanged
from
the
numbers
that
are
in
the
kafir
that
you
all
have
in
front
of
you,
uncorrected
misstatements.
These
are
adjustments
that
weren't
material
at
the
end
of
the
day,
but
we
did
note
them
as
we
were
completing
our
audit,
so
we
do
have
to
report
them
they're
over
a
certain
threshold.
You
know
we
consider
to
be
not
quite
trivial
but
they're,
not
material,
and
the
first
is.
K
There
was
a
litigation
settlement
that
we
you
know.
Everyone
was
made
aware
of
right
before
we
were
issuing
the
financial
statements
instead
of
reopening
the
books
and
putting
the
accrual
into
the
kafir.
The
adjustment
was
passed
upon
by
management
and
it'll
be
recorded
in
21,
and
then
the
other
item
was
just
some
some
small
items
from
the
prior
year.
The
19
audit
that
affected
2020
that
we
have
to
report
until
they
go
away,
but
again
no
findings
or
anything
related
to
those
they're,
just
small
things
we
have
to
report.
K
No
difficulties
were
encountered
in
performing
the
audit,
no
disagreements
with
management-
and
you
know
just
the
highlight
here-
management
was
very
cooperative-
helpful,
really
a
pleasure
to
work
with
and
I'll
talk
about,
2020
here
and
a
slide
coming
up.
But
you
know
I
will
say
this
year's
audit
was
was
difficult.
Don
mentioned
we
were
remote.
K
The
pandemic
made
things
challenging
both
from
our
standpoint
at
cla,
but
also
from
the
county
standpoint.
Things
were
different.
You
know
you
all
are
administering
grant
programs.
You
know
your
coronavis
relief
funds
are
coming
in.
There's
future
legislation
coming
down
the
line
as
far
as
additional
programs-
and
this
isn't
just
here
at
buncombe
county.
This
is,
with
all
of
our
clients.
Folks
are
doing
a
lot
more
with
less,
and
so
it's
made
2020
a
a
a
difficult
year
for
for
finance
and
for
the
auditors.
K
So
the
fact
that
the
audit
was
completed
by
the
timeline
management
worked
very
hard
to
get
everything
done
by
the
state's
deadline
is
a
testament
to
the
effort
that
they
put
in
the
team
that
they
have
here.
So
I
kind
of
talked
about
this
a
little
bit
in
this
slide,
but
you
know
in
2020
the
state
did
extend
the
deadline
to
january
31st
2021
and
that
that
extension
was,
of
course,
due
to
the
pandemic.
K
That
was
ongoing,
but
also
because
there
were
federal
programs
that
have
what's
called
a
compliance
supplement
that
has
to
be
issued
before
auditors
can
complete
the
single
audit,
and
what
that
basically
is,
is
it's
a
it's?
An
audit
guide.
It's
basically,
the
federal
government
telling
us
how
to
complete
our
audit
of
that
program,
that,
for
the
coronavirus
release,
funds
did
not
get
issued
until
right
before
the
christmas
holiday,
and
so
it
took
everybody
a
lot
of
time
to
get
their
hands
around
that
get.
K
B
K
The
other
thing
on
here,
the
gatsby,
the
the
governmental
audit
accounting
standards
board-
did
delay
implementation
of
all
of
their
standards
by
one
year,
so
just
something
that
the
county
is
going
to
have
to
deal
with
going
forward
as
well
is
that
you
know
gas
84
is
listed
here.
That
was
one
that
was
going
to
have
to
be
implemented
this
year.
K
The
county
will
have
to
implement
it
next
year
and
every
other
gas
b
coming
down
the
pipe
over
the
next
couple
years
is
going
to
be
on
a
one
year
delay
from
an
audit
approach.
Summary
you
know
for
those
of
you
that
saw
this
presentation
in
years
past.
Our
audit
approach
has
stayed
pretty
consistent
in
some
of
our
risk
areas
that
we
look
at,
but
there's
two
big
differences
here
that
I
do
want
to
really
highlight.
The
first
is
the
internal
control
environment.
K
You
know
every
year
when
we
complete
the
audit,
we
look
at
internal
controls
from
top
to
bottom.
We
ask
the
same
questions
that
we
ask
every
year
to
make
sure
that
internal
controls
are
still
functioning
as
designed
and
they're
still
effective.
You
know
we
don't
rely
on
prior
years
or
you
know,
roll
forward
documentation
well
that
changed
this
year
when
the
pandemic
had
and
what
we
found
is
controls,
maybe
were
similar
in
nature,
but
they
look
different.
Maybe
folks
were
approving
things
via
email.
K
K
You
all
were
able
to
still
kind
of
continue
with
business
as
usual
for
a
lot
of
those
processes
and
procedures,
and
the
other
thing
on
here
just
from
from
a
risk
standpoint.
I
mentioned
it
with
the
compliance
supplement.
The
coronavirus
relief
fund
was
a
major
program
this
year.
For
you
all,
you
know
both
from
an
accounting
financial
standpoint
as
well
as
from
a
compliance
standpoint.
It
was
high
risk
and
we
had
to
spend
a
lot
of
time
digging
into
that
which
we
did,
and
you
know
we
had
no
findings
or
anything
along
those
lines.
K
So
the
documentation
around
that
program
was
very
strong
as
we
got
into
and
we
could
tell
that
the
county
had
done
their
due
diligence
on
the
expenditures
that
that
we
were
looking
at
through
june
30.
and
then,
of
course,
the
last
bullet
here
you
know,
as
with
prior
years
any
prior
year,
findings
that
that
existed.
We
do
have
to
do
follow-up
on
those,
so
that
becomes
one
of
the
first
things
we
do
is
say:
okay,
where
are
we
on
the
prior
year
findings?
K
K
There
were
some
some
best
practices
and
suggestions,
some
verbal
comments
that
we
made
over
the
course
of
the
audit
best
practices.
Things
like
that.
You
know
it
comes
back
to
what
I
said
at
the
opening
up.
We
really
try
to
be
more
than
just
here's
a
financial
statement
opinion
you
know
and
get
out
of
here
we
try
to
bring
value.
We
try
to
show
some
room
areas
for
improvement
and
best
practices,
so
we
did
have
some
of
those
that
we
worked
with
don
and
terry
and
their
team.
K
As
far
as
just
you
know,
things
to
to
think
about
going
forward,
but
nothing
that
rose
to
a
level
of
needing
to
be
reported
in
writing
from
a
single
audit
standpoint.
These
are
our
federal
and
major
programs
that
are
I'm
sorry,
federal
and
state
major
programs
that
were
audited.
All
of
these
are
pretty
common
programs,
except
for
coronavirus
relief
fund
and
as
I've
you
know
kind
of
hit
that
one
multiple
times.
That
was
a
big
area,
and
you
know
we
spent
a
lot
of
time
on
that.
K
So
the
results
of
the
single
audit.
You
know
there
were
no
findings
as
it
related
to
non-compliance
and
the
federal
programs,
and
there
was
one
finding
as
it
related
to
non-compliance
in
a
state
program
as
the
lottery
proceeds
for
public
school
buildings,
and
what
this
related
to
is
just
a
timing
of
reports
that
were
filed
with
the
state.
K
Typically,
with
these
grant
programs,
there's
a
certain
deadline
of
status
reports
or
close
out
reports
or
something
along
those
lines
and
there's
a
certain
deadline.
30
days
after
project
closed
60
days
after
project
closed,
they
have
to
be
filed.
These
were
just
instances
of
that
that
deadline
not
being
hit
they
were
still
submitted.
K
And
when
you
look
at
our
findings,
it
says
it's
a
significant
deficiency
and
when
you
think
of
single
audit
findings,
there's
two
levels:
there's
material
weakness
and
then
there's
significant
deficiency.
Material
weakness
is
as
it
sounds.
It's
a
material
issue
that
that's
a
cause
for
concern.
Significant
deficiency
is
any
other.
Finding
that
we
have.
You
know
it
doesn't
necessarily
mean
it's
material
to
the
grant,
but
it
is
a
compliance
issue
and
we
have
to
report
it.
K
K
And
before
I
I
hit
on
this
year-to-year
summary
here
with
all
findings,
management
puts
together
a
corrective
action
plan
for
how
they're
going
to
address
findings,
and
so
that's
the
same
thing.
That's
been
done
this
year
and
that
will
be
the
first
thing
that
we
look
at
next
year.
As
far
as
starting
the
audit
and
saying,
okay,
have
these
findings
been
corrected,
so
you
know
I
I
I
had
this
slide
in
here
last
year
and
I
added
to
it
this
year
to
talk
about
the
2020
results,
because
I
do
think
this
is
a
you
know.
K
K
K
And
and
everything
that
the
county's
management
has
done
in
helping
us
complete
the
audit.
This
from
your
all
standpoint,
as
the
board
is
another
testament
to
the
work
that
they've
been
doing
to
be
able
to
say
there
is
tangible
progress
in
cleaning
up
a
lot
of
those
those
findings
and
items
that
we
had
noted
over
time.
So
I
know
don
and
terry
and
his
team
will
agree.
The
hope
is
to
get
that
down
to
zero
next
year.
K
So
just
some
highlights
you
know
without
reading
the
financial
statements
to
you,
you
know.
I
always
like
to
point
you
to
the
management's
discussion
and
analysis.
That's
on
pages
six
through
sixteen.
You
know
if
there's
anything
in
the
financial
statements
themselves
that
you're
going
to
read,
I
would
recommend
that
that
gives
the
context
from
management.
As
far
as
what
happened
during
the
year.
You
know
why
it
happened.
What
were
the
trends?
K
Besides
just
the
numbers
and
the
financial
statements
that
are
there?
I
I
have
some
highlights
here
for
the
general
fund.
You
know
I'll
point
you
to
the
statements
for
the
general
fund
on
page
22
and
24.,
but
you
know
97.8
million
dollars
of
fund
balance.
Is
you
know?
That's
that's
equity,
that's
the
difference
between
your
assets
and
liabilities
and
the
general
fund,
and
we
have
a
breakdown
here
of
what
the
categories
are
as
far
as
restricted
committed
assigned
and
unassigned.
K
So
so
that's
something
to
really
be
looking
at
when
you
think
of
fund
balance
policy
going
forward,
and
you
know
what
what
the
direction
of
the
board
in
the
county
is.
As
far
as
you
know,
using
those
funds
and
where
you
really
foresee
those
being
used,
the
state
has
a
minimum
fund
balance
policy
in
place.
K
K
Should
something
horrible
happen,
tax
revenues
dry
up,
some
sort
of
grant
source
goes
away
whatever
it
may
be.
How
do
we
maintain
in
the
event
of
that
catastrophic
emergency,
so
having
having
a
solid
level
of
fund
balance
to
sustain
that
is
very
good,
so
30
percent,
you
know
that's
about
four
months
of
operating
expenditures
when
you
think
about
it.
That
way,
that's
above
the
state's
minimum
policy,
that's
above
gfoa
the
government
finance
officers,
association's
minimum
expectation
as
well,
there's
no
right
or
wrong
number
on
what
to
have
there.
K
I
point
it
out
just
so:
you
all
can
kind
of
see
where
your
peer
counties
are,
and
then
the
orange
bar
here
is
the
unassigned
fund
balance,
so
that
amount
of
your
fund
balance
that's
not
earmarked
and
not
encumbered
elsewhere,
and
you
know
again,
you
are
in
line
with
others
as
a
percentage
of
expenditures,
because
that
truly
is
the
rainy
day
fund
right.
What
your
unassigned
fund
balance
is.
K
But
what
I
wanted
to
point
out
is
you
look
at
your
your
gap
between
total
and
unassigned
and
you
all
have
a
very
narrow
margin
there,
meaning
that
the
majority
of
your
fund
balance
is
unassigned
at
the
end
of
the
day.
So
when
you
start
thinking
about
spending
going
forward
and
again
I
say
this
knowing
there's
no
right
or
wrong
answer
as
far
as
how
you
won't
want
to
do
this,
but
some
things
to
start
thinking
about.
K
K
Obviously,
the
zero
percent
is
an
extreme,
but
as
you
get
through
the
pandemic
and
you
start
seeing
additional
funds
coming
from
various
sources-
and
you
know
the
uncertainty
that
still
exists
around
where
things
go
over
the
next
year,
two
years,
just
some
things
to
think
about
and
kind
of
food
for
thought.
As
far
as
you
know
what
to
do
with
that
fund
balance
and
where
you
go
forward
with
it.
L
Can
I
ask
a
quick
question:
yeah,
that's
very
interesting,
helpful
content.
Could
you
just
go
back
a
tiny
bit
and
kind
of
I
know
you're,
saying
there's
no
right
or
wrong
answer,
but
maybe
give
us
a
sentence
or
two
explainer
on
sort
of
the
the
working
theory
behind
my
why
we
might
want
to
assign
more
unbalance
and
and
why
some
people
would
say
that
is
a
good
idea.
K
It's
it's
really
to
make
sure
that
you've
got
it
put
to
something
to
it
to
a
to
a
use
into
a
category
that
is
useful
for
you
all,
and
it's
really
transparency
is
the
other
side
of
it
is
to
say
what
is
our
intention
of
of
this,
because
what
the
reporting
wants
to
avoid
is
just
saying
this
is
a
slush
fund.
This
is
a
rainy
day
fund
and
technically
under
the
accounting.
You
couldn't
actually
do
that.
You
couldn't
just
say
this
is
just
for
you
know,
rainy
day.
K
K
K
K
So,
just
just
real
quick
to
talk
about
2021
and
beyond.
You
know,
given
that
we're
you
know
eight
months
past
year
in
2020,
we're
already
in
2021,
but
there's
a
lot
of
moving
pieces
for
local
governments.
At
this
point
you
know,
as
I
talked
about
gasby's
delayed
their
standards
by
a
year,
so
there
is
a
big
change
in
accounting
coming
up
that
will
be
effective
for
fiscal
year
2022..
K
The
management
is
working
on
it,
there's
a
lot
of
logistics
as
far
as
capturing
contracts
to
determine
what
the
overall
obligation
as
it
relates
to
leases,
are
and
put
that
on
the
balance
sheet.
So
that
will
be
a
change
eventually,
but
the
accounting
is
easy.
It's
it's
the
logistics
of
capturing
everything
that
that
becomes
a
challenge
on
top
of
everything
else.
That's
going
on.
K
It
is
difficult,
so
management's
working
on
it
now
and
even
though
it's
a
year
and
a
half
away,
it's
going
to
take
that
year
and
a
half
to
get
it
out
there.
The
other
thing
to
just
think
about
cares,
act,
funding
and
any
other
funding.
That's
coming
down
the
line.
So
since
june
30
2020
we've
seen
the
emergency
rental
assistance
programs
come
out,
we've
seen
the
extension
of
the
coronavirus
relief
funds,
there's
going
to
be
additional
programs
coming
out
from
the
federal
government
once
the
legislation
gets
passed.
K
You
know
within
the
next
month
or
so
there
is
going
to
be
additional
burden
on
the
county
and
financial
management,
and
you
know,
but
that
that's
the
trade-off
with
any
sort
of
funding.
Is
there
strings
attached
towards
compliance
and
the
documentation
and
keeping
all
of
that
clear?
So
you
know
what
I
just
want
to
stress
and
we
talk
about
there
being
no
findings
in
what
we
looked
at
in
the
chronovirus
relief
fund.
That
level
of
diligence
has
to
be
stressed
with
all
of
these
programs.
K
You
know
with
with
with
the
chronovirus
relief
funds,
there
were
no
real
set
rules
when
it
came
out.
It
was
just
here's
a
bunch
of
money,
please
spend
it
on
a
general
purpose
and
they
figured
out
the
rules
as
they
went.
We
might
see
some
of
that
same
thing
over
these
programs
that
come
out
over
the
next
few
months.
So
what
the
county
has
to
do
is
focus
on
documentation,
focus
on
having
the
justification
for
any
expense
as
it
relates
to
pandemic
costs
or
anything
along
those
lines.
Just
have
that
out
there.
K
It's
a
lot
easier
to
say
here
were
the
rules
on
march
2nd
and
here's
what
we
did
to
follow
them,
even
though,
maybe
on
september,
30th
they're
not
the
same
anymore.
So
just
you
know
just
to
continue
that
mindset
throughout
this
is
going
to
be
very
important
and
then,
of
course,
the
continued
pandemic
impact.
You
know,
as
you
talk
through
your
budgeting
process
for
2022.
K
You
know
I'm
cautioning
my
clients,
just
just
remember
back
in
2007
and
2008.
When
the
mortgage
crisis
hit,
there
was
a
delay.
There
was
a
lag
for
when
local
governments
felt
some
of
the
economic
impact,
and
so
as
you're
thinking
through
budgeting.
Just
just
keep
that
in
the
back
of
your
mind,
no
one
knows
you
know.
Different
economists
will
tell
you
something
different
and
I
am
not
an
economist,
but
I
am
just
telling
you
from
a
cautionary
standpoint.
K
We've
seen
it
and
you
know
just
think
through
that.
As
you
know,
you
all
progress
to
the
next
few
months
here,
but
with
that
said,
you
know
if,
if
there's
anything
else,
we
can
do
to
help.
You
know
a
link
to
our
events.
Page.
We
have
lots
of
articles
and
webinars
as
far
as
local
government
tax
impact
ppp.
K
K
A
M
B
B
M
Everybody
realizes
the
reason
we
were
able
to
get
a
clean
opinion
from
chris
april
john
terry
and
jennifer,
along
with
all
of
our
financial
staff,
and
people
made
this
possible
and
especially
in
times
we're
in
they
had
a
lot
of
barriers.
It
could
have
really
made
it
more
difficult
in
the
process
seems
and
if
they
would
tell
you,
it
was
not
as
smooth
getting
to
this
point
as
we
think
it
was,
but
they
made
it
look
good
there.
M
N
Yeah
and
it
paid
attention
there
back
four
or
five
pages
before
in
18,
with
20,
something
against
and
down
to
one
and
the
one
is
from
the
year
before
that
had
to
come
in.
So
our
staff
y'all
done
a
great
job
and
you
know
what
we've
had
to
do.
Virtual
has
been
hard,
but
you
know
my
hat's
off
to
all
of
you
and
thank
you.
A
All
right,
thank
you.
Thank
you
for
our
audit
committee
wraps
chris,
thank
you
for
you
and
your
team
being
part
of
this
and
all
the
folks
on
the
county,
finance
team.
Thank
you
for
all
your
hard
work
on
this
too
and
great
report
tonight
and
thanks.
We
look
forward
to
hearing
from
you
in
the
future
great.
A
O
P
There
we
go
good
evening.
Thank
you
for
inviting
me
to
come
present.
I
am
emily
kite
and
I
chair
the
historic
resources.
Commission,
historic
resources
is
a
joint
commission
with
the
city
and
county.
We
have
12
members
on
our
commission.
Six
are
appointed
by
the
city
and
six
are
appointed
by
you
folks.
We
currently
have
one
vacancy
in
the
county
which
we're
working
to
fill
at
the
moment.
Historic
resources
commission
serves
to
protect
and
to
preserve
our
historic
resources
really
throughout
the
county.
P
A
primary
role
that
we
play
is
to
review
projects
for
modifications
and
changes
to
his
locally
designated
historic
landmarks
and
also
districts
that
we
have
throughout
buncombe
county.
But
in
addition
to
that,
we
do
also
designate
new
landmarks
and
new
districts
and
serve
as
an
educational
resource
really
throughout
the
county.
In
addition
to
the
the
projects
that
we
hear
on
a
monthly
basis,
some
of
them
the
accomplishments
I
want
to
talk
about
today-
really
have
less
to
do
with
the
projects
that
we
review
monthly.
P
But
some
of
the
other
things
that
we
have
accomplished
in
winter
of
2020.,
the
louis
mueller
griffith
house
was
designated
as
a
local
historic
landmark
that
is
located
in
the
grove
park.
Neighborhood
on
fall
of
2019,
the
thomas
wolfe
cabin
master
plan
was
completed.
That
property
is,
of
course,
an
azalea
park
over
by
the
soccer
fields.
P
Some
of
the
things
that
we're
looking
ahead
to
and
have
recently
completed,
one
of
the
challenges
that
we're
facing
is
continuing
the
ongoing
sort
of
county-wide
architectural
update
and
survey
one
of
the
the
ways
this
becomes
important.
I
think
recently
the
community
and
had
a
lot
of
in
opinions
about
the
inca
clock
tower.
That's
one
of
those
properties
that
would
be
sort
of
surveyed
as
part
of
a
broader
county
architectural
survey.
P
We've
also
been
successful
in
documenting
some
of
the
more
underrepresented
communities
within
the
city
of
asheville
as
part
of
the
african-american
heritage
survey.
So
that's
been
a
success
lately
that
we've
that
we've
been
able
to
accomplish
there
have
been
some
160
d,
legislative
updates
that
have
impacted
historic
resources
and
preservation,
and
also
some
updates
to
the
udo
that
have
impacted
us
in
recent
in
the
last
probably
12
months
or
so
as
well,
financially,
dating
back
to
2010.
P
P
P
Some
things
that
are
on
the
horizon
for
us
is
to
work
with
the
burton
street
neighborhood
in
west
asheville
to
complete
a
pattern
book
of
those
properties
that
are
along
burton
street
to
continue
to
work
towards
the
completion
of
architectural
survey
of
all
african-american
historic
resources
throughout
the
county.
Not
just
those
with
that
are
within
the
city
limits,
and
to
continue
to
seek
funding,
to
update
the
county-wide
architectural
survey
and
to
present
the
historic
preservation
master
plan
that
we've
developed
for
ashf
for
asheville
and
buncombe
county
to
this
body
for
approval
and
adoption.
P
M
P
M
P
M
M
P
I
think
one
of
the
the
challenging
thing
for
things
for
hrc
is:
you
know
we
are
often
looking
for
folks
that
have
particular
skill
set
and
particular
expertise
around
historic
properties,
and
so
sometimes
our
the
the
folks
that
that
are
applying
it.
You
know,
impacts
the
selections
that
we
can
make,
but
in
this
particular
case,
we've
not
finished
that
selection
process.
At
this
time,
when.
P
A
A
A
Q
Good
evening,
commissioners
and
members
of
the
viewing
public,
I'm
stony
blevins
and
as
your
hhs
director,
it
is
honestly
my
privilege
to
serve
alongside
the
health
and
human
services
board.
We
have
a
19-member
board
and
I
must
say
they
are
highly
engaged
highly
supportive
of
the
purpose
of
hhs
and,
as
you
well
know,
are
champions
in
the
area
of
equity
and
service
delivery.
So
tonight
it's
my
privilege
to
introduce
you
to
dr
greg
naren,
who
is
the
current
chair
of
the
hhs
board.
R
R
It's
my
pleasure
to
serve
as
a
chairman,
but
it's
also
my
challenge
to
present
an
oversight
and
overview
of
a
board
that
I'm
relatively
new
to
I'm
finishing
out
my
second
year
there
and
one
thing
about
being
new
to
a
board.
You
come
onto
a
board
and
you're
learning
about
an
agency,
and
you
don't
recognize
how
many
other
people
are
new
as
well,
and
it's
for
that
reason
that
I
am
a
chairman
this
year
and
we
have
a
19-member
board,
many
of
which
are
in
their
first
term.
R
R
R
You
will
notice
here
that
the
statute
also
mentions
mental
health,
developmental
disabilities
and
substance
abuse
board.
We
do
not
have
those,
and
while
it's
not
germane
to
our
conversation
here
tonight
as
a
psychiatrist
on
the
hss
board,
I
will
point
out
that
you
know
the
mentally
ill
and
the
development
of
disabled
people
in
our
community
no
longer
have
the
services
and
provisions
that
it
once
did
through
our
community
mental
health
centers
and
things
such
as
that
which
impact
our
community
and
our
citizens
today.
R
R
R
It
applies
to
the
jurisdiction
covered
by
the
local
hhs
board
and
it
has
the
force
of
law
and
there
may
be
legal
means
to
enforce
the
rule
against
those
who
do
not
comply.
That
is
not
our
only
path
to
be
influential.
When
it
comes
to
rules,
we
can
also
go
by
the
way
of
ordinance
which,
more
recently,
you
recall
that
you
as
a
county
commissioners,
approved
our
tobacco
ordinance
and
how
tobacco
can
or
cannot
be
used
within
the
county
on
local
county
property.
R
R
We
oversee
the
budget,
we
ask
questions,
provide
feedback
during
the
budget
planning
process
and
we
endorse
and
recommend
a
budget
prior
to
commissioner
approval.
This
is
done
on
a
yearly
basis
and
we
also
would
provide
oversight
and
adjudicate
disputes
about
local
health
rules
or
the
imposition
of
penalties
for
the
violation
of
public
health
laws.
R
R
The
plan
is
that
each
board
member
will
rotate
through
the
various
program
committees
throughout
their
tenure,
so
that
they
can
understand
the
scope
and
the
breadth
of
the
agency
and
its
work,
and
how
it's
devised
is
that
every
program
committee
is
well.
The
programs
themselves
are
set
to
reflect
how
the
agency
itself
is
now
structuring
itself
and
those
three
areas
are
community
health,
community
safety
and
support
and
community
opportunities.
R
The
other
thing
that's
interesting
about
this
committee
structure
is
that
this
is
relatively
new.
We
started
this
in
january
and
it
was
a
unanimous
decision
on
behalf
of
the
19
members
to
not
decrease
the
number
of
times
we
met
as
a
general
board,
so
we
do
meet
on
a
monthly
basis,
but
that
we
also
meet
prior
to
the
general
board
meeting
as
a
program
committee.
R
You
know
a
small
story
associated
with
advocacy
was
less
than
a
year
ago,
or
maybe
it
was
about
a
year
ago,
it's
been
a
crazy
year,
an
exiting
nurse
on
our
board
sharon,
west
parted
and
she
challenged
the
board.
By
saying
you
know,
I
really
do
believe
that
you
need
to
look
at
racial
inequality
is
a
public
health
issue
and
it
resonated
with
everyone
on
the
board,
and
that
was
before
the
pandemic,
and
that
was
before
our
increased
awareness,
around
social
injustice
and
things
like
that
and
frank
castle
blanco.
R
R
R
Currently
we
only
have
one
vacated
statutory
physician
and
that
is
of
an
optometrist.
However,
we
have
an
application
in
hands
that
we
will
be
pursuing
that
and
hopefully
we'll
be
presenting
that
candidate,
if
it's
applicable
to
you
as
board
of
commissioners,
so
that
pretty
much
summarizes
and
gives
an
overview
of
our
hhs
board.
R
S
I've
got
a
quick
one,
dr
aaron,
thank
you
for
your
time
and
for
your
service
on
this
important
board
for
our
community.
Looking
at
your
very
last
slide
of
the
ambassadors
or
the
statutory
positions,
those
various
disciplines,
I
can't
imagine
it's
easy
to
find
folks
to
fill
those
positions
on
a
rotating
basis.
But
my
question
is:
in
your
experience:
are
there
other?
S
R
R
R
A
Great,
thank
you
so
much
for
your
presentation
tonight
we're
going
to
be
talking
about
some
of
the
reappointments
on
the
the
board
this
evening
as
well.
So
thank
you
for
your
service
there
and
all
the
other
folks
that
you
work
with
and
our
team
there.
It's
obviously
one
of
the
most
significant
parts
of
the
overall
county
operation.
So
we
really
appreciate
all
the
time
and
dedication
that
that
you
put
in
and
all
the
other
folks
who
serve
as
volunteers
on
this
board.
Thank
you.
A
A
T
Good
evening,
chair
and
commissioners
good
evening
this
evening
we
have
a
public
hearing
related
to
the
borg
warner
economic
development
agreement
to
get
us
through.
Today,
I've
got
a
few
slides.
I
also
just
wanted
to
take
a
moment
to
introduce
some
of
the
folks
in
the
audience
on
the
team,
in
particular
from
boardwarner.
We
have
the
the
plant
manager
for
the
the
arden
plant-
that's
brian
lizing.
T
So
the
background
here
around
july,
28th
of
2020
borg
warner,
turbo
systems
announced
it
had
chosen
buncombe
county
for
its
expansion
project
for
those
that
are
unaware:
borgwarner
specializes
in
propulsion
systems
for
combustion,
hybrid
and
electric
vehicles
that
improve
improved
fuel
efficiency
for
those
that
are
unaware.
Borg
warner
has
had
a
presence
here
in
buncombe
county
since
1975
and
the
plant
today
the
arden
plant
employs
about
500
people
which
manufacture
vehicle
turbos,
as
well
as
emission
systems,
a
key
part
of
their
presence
here
in
arden
that
we
don't
talk
about.
T
The
request
today
before
the
board
is
approval
for
economic
development
incentives,
as
well
as
approval
of
an
economic
development
agreement
you
can
achieve
both
of
those
by
approving
the
resolution.
That's
also
included
in
your
packet
as
we
talk
about
borg
warner,
just
want
to
orient
the
public
as
well
as
the
commission
to
where
we
are
so.
This
is
a
map.
The
the
red
dot
indicates
where
borg
warner
is
located,
so
you
can
see
that
it's
between
191
brevard
road
and
long
shoals,
road.
T
T
they'll
do
so
by
retaining
500
jobs
and
adding
an
additional
100
jobs
from
other
u.s
locations
to
this
plant,
while
they're
doing
that
they're
going
to
invest
about
62.25
million
dollars
into
this
plant
for
real
and
business
personal
property,
as
they
continue
to
grow
here
with
us
and
continue
to
emphasize
research
and
development.
Here
in
buncombe
county,
the
average
wage
for
these
jobs
is
significant.
T
The
hourly
wage
is
right
under
25
dollars
an
hour
and
right
over
51
000
annually,
not
to
mention
health
benefits
and
other
types
of
insurance,
the
tagline
pretty
similar
to
what
you've
seen
from
me
in
the
past.
You
know
this
aligns
to
the
bunkum
2025
strategic
plan,
specifically
around
the
areas
of
growing
employment
in
this
region,
but
probably,
more
importantly,
helping
this
region
catch
up
to
the
median
average
wages
that
we
see
across
the
state,
but
that
have
lagged
behind
here
in
buncombe
county
for
years.
T
T
Brian,
as
I
said,
is
the
facility
manager
for
borg
warner
he's
going
to
tell
us
a
little
bit
about
the
product
or
excuse
me
the
project,
as
well
as
the
product
that
they
produce
and
what
the
timeline
is
and
all
that
good
stuff.
When
he's
done,
he'll
turn
it
over
to
me
and
we'll
begin
to
move
forward
with
the
rest
of
the.
U
So,
first
I'll
start
just
with
a
general
overview
of
borgwarner.
I'm
not
sure
how
many
of
you
are
familiar
with
the
company.
It
is
a
us-based
company
we're
actually
approaching
120
years
as
a
company
here
in
the
united
states
a
little
bit
older
if
you
go
back
to
our
original
roots
of
more
systems
back
to
1875.
U
This
company
started
here
in
the
u.s
I'll
start
with
our
vision
board.
Warner's
vision
is
a
clean
energy
efficient
world.
That's
been
our
vision,
probably
now
for
the
last
seven
or
eight
years,
and
it's
really
focused
on
understanding
the
transition
from
internal
combustion
engine
technology,
which
is
historically
what
borgwarner's
been
about
moving
more
into
the
electrification
world.
So
you'll
see.
If
you
look
at
our
public
statements,
we've
been
making
a
very
intentional
shift
in
the
last
I'd,
say:
10
years
towards,
and
electrification
with,
hybrid
and
full
electric
vehicles.
U
Our
mission
is
in
the
same
line
with
that
as
a
propulsion
system,
leader
for
combustion,
hybrid
and
electric
vehicles.
So
again,
if
you
looked
at
borg
warner
historically,
we
were
known
for
the
combustion
engine
type
technology
and
a
big
move.
You
may
have
seen
the
delphi
announcement
that
we
just
finished
that
merger
a
couple
months
ago,
late
last
year,
a
big
emphasis
on
moving
towards
electrification.
You'll,
see
you'll,
hear
a
little
bit
about
that
in
the
asheville
facility
as
well,
and
how
we
support
that
vision.
U
U
U
We
understand
the
need
to
be
very
intentional
about
being
inclusive
in
everything
that
we
do
so
that's
one
of
the
beliefs
that
we've
we've
really
been
focusing
on
the
last
several
years
to
make
sure
we
get
ahead
of
that
integrity,
excellence,
collaboration.
Of
course,
those
are
always
core
values
to
this
company,
but
then
also
responsibility
around
the
environment,
so
you'll
see
from
a
borg
warner
standpoint.
U
If
you
look
at
some
of
our
statements
around
sustainability
here
that
just
got
released
a
few
months
ago,
a
big
emphasis
again
historically
around
sustainability,
and
what
can
we
do
next
to
make
sure
we're
responsible
corporate
citizens
globally?
So
this
is
relevant
for
our
discussion
tonight.
So
if
you
look
at
borgnor,
while
we
are
a
us-based
company
historically,
you
can
see
we're
well
represented
around
the
world,
so
we
have
33
com
locations
here
in
the
americas,
31
in
europe
and
35
in
asia.
U
Part
of
the
reason
this
is
important
is
we
don't
only
compete
as
an
asheville
plant.
We
don't
only
compete
with
non-board
warner
competitors,
we're
competing
globally
with
other
borg
warner
plans.
So,
particularly,
if
you
look
at
asia,
the
work
that
you're
doing
for
us
and
with
us
helps
keep
us
competitive.
So
we
can
keep
jobs
here
in
the
u.s
and
not
just
compete
with
again
external
competitors,
but
our
own
internal
borg
warner.
U
It
is
our
intention
borg
warner
where
possible
we
like
to
manufacture
our
product
in
the
region
that
it's
consumed.
That's
why
you
see
us
so
well
represented
around
the
world,
so
a
little
bit
about
the
arden
plant.
So
this
is
the
picture.
Timothy
showed
the
map
where
we're
located
this
campus.
We
do
have
operations
I'll
talk
a
little
bit
more
about
that,
but
we
have
both
machining
and
assembly
in
the
plant.
U
We
also
have
a
local
sales
team
that
represents
both
us
and
some
of
our
other
america's
plants
located
here
in
this
plant
and
then
importantly,
we
have
a
global
and
local
engineering
development
and
a
tech
center.
So
again,
if
you
look
at
the
the
top
left-hand
corner
of
that
picture,
that's
the
global
technical
center
for
turbochargers,
based
here
in
arden.
U
So
again,
what
we
do
as
a
manufacturing
plant
allows
us
to
support
technical
development,
not
just
for
us
here
in
this
this
plant,
but
also
for
the
globe
around
turbo
technology
and
I'll
talk
a
little
bit
more
about
the
project
that
brings
in
some
additional
technical
work
as
well
from
a
quality
safety
and
environmental.
We
are
if
you're
familiar
with
automotive,
ietf
and
iso
certified.
Those
are
a
requirement
when
you're
in
the
the
space
that
we're
in,
but
we.
U
Pursuing
a
zero
landfill
certification
for
this
plant,
you
may
be
familiar
with
our
plant
down
south
carolina
and
seneca.
They
achieved
that
about
five
or
six
years
ago,
we're
going
after
the
same
thing
here
again
as
good
corporate
citizens.
It's
the
right
thing
to
do
and
then
we're
pursuing
iso
45001.,
it's
an
environmental
standard,
that's
a
global
standard
that
borgwarner
has
embraced
around
the
world
and
this
particular
plant's
going
for
that.
U
This
year,
from
a
customer
base,
we
represent
four
general
motors,
john
deere
mac,
volvo
dtna
navistar,
a
really
wide
customer
base,
primarily
in
obviously
in
the
automotive
and
commercial
vehicle
space,
but
also
a
lot
of
off
highway
and
we're
also
entering
now
into
some
energy
space.
I
can't
really
talk
a
lot
about
that,
but
we
have
some
new
energy
technology
that
we're
developing
co-developing
with
a
new
company
that
that
we're
working
together
with
using
some
of
our
turbo
charge
technology
and
then
finally,
you
heard
timothy,
say
turbo
chargers
and
fan
drives.
U
U
Basically,
for
the
last
two
years,
the
asheville
plan
has
been
working
very
intentionally
around
creating
space,
so
we
could
expand
our
operations
into
two
realms
one
is
we
have
a
lot
of
space
today
that
we
use
as
off-site
warehouse,
which,
if
you
can
imagine,
moving
product
between
a
warehouse
off-site
and
our
plant
one?
It
costs
a
lot
of
money,
but
also
it's
not
great
for
the
environment,
because
everywhere
you
have
trucks
moving
to
and
from
double
touching
material.
U
So
during
the
restructuring,
if
you're
familiar
with
borg
warner
last
year,
we
announced
globally
quite
an
initiative
around
restructuring
and
footprint.
This
plant
was
preparing
to
be
able
to
receive
product
in
the
event
that
the
restructuring
could
impact
us.
So
we
made
space
in
this
plant
to
get
ready
for
what
we're
talking
about
tonight.
U
So
the
first
step
of
this
project
is
to
bring
in
a
north
american
thermal
technical
center
to
add
to
our
turbo
technical
center.
So
we
had
a
technical
center
in
marshall,
michigan
and
part
of
the
restriction
that
borgwinner
has
done
is
to
relocate
that
technical
center
here
in
arden,
so
that
we
could
have
a
tech
center
for
both
turbochargers
and
the
fan
and
fan
drive
technology,
which
is
what
we're
bringing
into
the
plant
from
a
footprint
standpoint.
U
What
we're
bringing
in
we'll
be
moving
in
nine
high
volume,
molding
machines,
so
you
can
see
at
the
bottom
of
the
screen
bottom
right.
That's
a
fan
that
goes
into
like
a
ford
super
duty,
pickup
truck
general
motor
super
duty
trucks
and
then
dtna,
big
commercial
vehicles.
That's
the
fan
that
cools
the
engine
that
big
plastic
fan.
We
will
mold
in
that
plant
on
those
nine
molding
presses.
U
Okay,
additionally,
we'll
bring
in
three
fan:
drive
assemblies,
so
the
the
product
in
the
middle
of
that
fan,
that
plastic
fan
is
a
fan,
drive
it's
a
variable,
controlled
technology
that
has
smart
technology
that
allows
you
to
turn
it
off
on
and
off,
but
not
just
on
and
off
at
variable
speeds
and
that's
largely
done
for
fuel
economy.
It
helps
with
the
fuel
economy
of
the
vehicle.
U
T
All
right,
thank
you,
brian.
So
at
this
point,
I'd
like
to
transition
into
the
economic
development
agreement,
this
agreement
is
attached
to
the
board.
Packet
has
been
available
for
public
view
for
the
past
week,
the
incentive
structure
for
this
agreement.
The
total
incentive
is
about
460
thousand
dollars
that
includes
an
annual
incentive
not
to
exceed
80
000
annually,
so
the
the
peak
in
any
given
year
would
be
80k.
T
Additionally,
the
term
of
this
agreement,
total
is
about
nine
years,
there's
a
six
year
creation
period
where
board
will
begin
to
invest
in
our
community
and
then
there's
a
three
year
retention
period
after
that
after
they've
hit
all
their
targets,
where
they're
required
to
still
be
in
our
community
throughout
that
entire
nine-year
period.
It's
required
that
the
600
jobs
that
we've
talked
about
are
retained
at
the
arden
plant,
as
you
become
accustomed
with
these
agreements,
the
payout
structure.
Again,
it's
a
pay
for
performance
or
pro
rata
formula.
T
So,
basically
you
know
we
borg's.
Incentives
are
available
to
them
if
they
meet
their
annual
targets
for
both
the
capital
investment,
as
well
as
the
jobs.
So
if
they
fall
underneath
for
either
of
those,
the
incentive
will
be
paraded
accordingly
and
that
formula
is
documented
in
the
economic
development
agreement.
T
In
terms
of
what
that
schedule
looks
like
and
how
they'll
move
forward
borg,
you
can
see
their
incentive
or
excuse
me,
their
capital
investment
in
column.
Three,
so
you
can
see
it's
a
pretty
even
path.
You
know,
starting
at
around
13
million
dollars
in
8
million
dollars
in
out
years,
you
can
see
the
jobs
as
we
move
over
to
the
far
right
column,
maintaining
600
jobs
at
the
at
the
plant
throughout
and
then
the
final
column,
the
proposed
incentive
at
eighty
thousand
dollars
and
then
dropping
down
to
sixty
thousand
dollars
in
the
final
year.
T
Again,
that's
the
proposed
amount,
depending
on
how
boring
lives
up
to
their
performance
commitments,
as
documented
in
the
agreement
in
terms
of
the
overall
impact
of
this
project
here
locally.
There's
the
600
jobs
that
we've
mentioned
the
62
million
dollars
in
capital
investment,
which
is
substantial
additionally,
I'd
like
the
board
to
know
that
the
incentives
cash
flow
on
an
annual
basis
that
is,
there's
there's
no
year
where
we're
paying
out
more
than
we're
taking
in
in
terms
of
tax
revenue.
T
There's
a
few
other
items
that
I
neglected
to
add,
but
I
wanted
to
continue
to
to
focus
on
the
the
r
d
component
of
this
plant,
and
I
will
invite
clark
duncan
to
to
join
me
just
for
a
minute
to
talk
about
some
of
those
aspects.
You've
heard
brian
also
talk
about
sort
of
the
focus
on
you
know:
sustainability,
sort
of
electrification
as
the
future,
so
there's
some
impacts
here
that
I
think,
are
substantial
beyond
just
the
economic
development
numbers.
V
Chairman
newman
members
of
the
commission,
it's
it's
great
to
be
with
you
tonight.
Thank
you
for
this
opportunity
real
quickly.
I
would
love
to
introduce
my
colleague
april
brown,
who
directs
our
industry,
recruitment
and
expansion
programs
on
our
team
and
has
led
this
project.
Thank
you
april
for
that.
V
V
But
beyond
these
outcomes,
your
support
this
evening
secures
yet
again
a
corporate
partner
that
we
need
in
the
private
sector
to
help
us
advance
critical
goals
of
this
commission
and
of
this
community,
including
the
strategic
priorities
of
buncombe
county
internationally.
The
company
is
recognized
as
a
leader
in
sustainability
and
safety
and
corporate
responsibility,
and
then
diversity,
equity
and
inclusion
and
locally.
They
put
those
values
to
the
test
by
investing
in
our
public
schools.
V
They
have
great
partnership
with
avery's
creek
elementary,
which
is
right
next
door
to
the
facility
as
well
as
asheville
middle
and
they
give
of
their
time
and
their
volunteerism
and
their
financial
resources
locally.
Investing
in
brother,
wolf,
investing
in
the
boys
and
girls
club
children
first
read
to
succeed,
the
salvation
army,
and
so
many
others,
and
personally
I've
had
the
great
pleasure
over
a
decade
now
of
standing
with
them
at
the
front
door
of
the
facility,
as
they
welcome
countless
busloads
of
high
school
students
and
public
high
school
teachers.
V
They
get
their
first
exposure
to
the
changing
face
of
advanced
manufacturing
and
just,
as
importantly,
I
think,
the
green
and
sustainable
technologies
that
are
really
modernizing
the
american
automotive
industry
here
in
buncombe
county
and
that's
fun
to
see
a
16
17
18
year
old.
Have
that
recognition.
V
I
think
these
are
the
kind
of
employers
that
we
need
more
of,
and
that
will
help
our
next
generation
stay.
Launch
a
career
and
build
their
livelihoods
in
buncombe
county,
so
on
behalf
of
the
staff
and
board
of
the
edc,
the
staffing
board
of
our
chamber
and
our
1700
members.
Thank
you
for
the
opportunity
to
talk
with
you
tonight
and
thank
you
for
your
support
of
this
important
employer
have
a
good
evening
thanks.
A
T
A
B
W
Hello,
my
name
is
rachel
bliss
and
I'm
calling
about
the
incentives.
Incentives.
Currently,
I
feel,
are
welfare
programs
for
wealthy
corporations,
but
they
are
needed
now
for
small
businesses,
who
are
closing
their
doors
every
day
to
the
pandemic
borg
warner
says:
they'll
re
relocate
current
employees
from
other
locations
to
work
here
at
least
they're
honest,
unlike
pat,
and
whitney,
who
promised
to
hire
only
local
people
willing
to
build
for
the
murder
of
dark-skinned
civilians
other
elsewhere.
W
W
However,
this
incentive
proposal
is
more
acceptable
than
the
one
with
raytheon
pratt
and
whitney,
which
stinks
this
money
would
go
to
a
company
that
has
staked
out
its
presence
here
in
buncombe
county.
It
may
have
military
contracts
if
we
look
hard
enough,
but
not,
but
it
is
not
one
of
the
big
10
like
raytheon.
W
W
Nevertheless,
I
say
no
to
these
new
proposed
incentives
where,
in
our
county
bylaws
does
it
say
it's
prudent
to
to
award
incentives
to
national
corporations
and
I'm
a
little
perplexed
that
the
employees
aren't
going
up.
We
currently
have
600,
I
believe-
and
I
read
that
they're
planning
on
bringing
a
hundred
employees
here,
who
would
be
relocated,
so
wouldn't
that
mean
that
they
should
guarantee
700
jobs
rather
than
600
jobs.
W
A
S
Mr
chairman,
I
got
a
question
for
tim
timmy
a
minute
ago.
I
think,
hinted
at
telling
us
a
little
bit
more
about
innovation
and
product
development
is.
Is
there
more
just
a
little
bit
more?
You
could
tell
us
about
the
adaptability
of
the
of
the
plant
and
and
their
plans
around
the
future
and
and
the
ability
to
to
stay
here
and
what's
exciting,
but
but
changing
yep.
U
B
U
N
A
A
A
All
right,
well,
brian,
thank
you
for
being
here.
We
appreciate
the
great
work,
the
company's
done
in
buckingham
county
and
the
workforce
that
you
have
here
and
the
great
work
that
y'all
have
done
for
many
many
years
and
clark
and
april
thanks
for
the
work
from
the
economic
development
coalition
to
help
make
these
complicated
projects
actually
come
together
and
tim
thanks
to
you
and
everyone
on
the
county
team
as
well.
For.
A
X
Thank
you,
commissioners.
There
are
currently
about
three
bills
that
have
been
introduced
in
a
house
in
the
senate
that
are
of
particular
interest
to
local
government.
I've
asked
tim
love
to
share
the
specifics
of
these
bills
and
with
us
tonight
we
have
a
few
folks.
I
can
talk
through
if
you
have
any
questions
on
those
bills
that
are
being
introduced.
T
They've
been
studying
in
particular
house
bill
119
and
can
offer
more
context,
and
I
can
should
we
need.
It
would
state
that
for
the
purposes
of
this
evening,
we
want
to
provide
some
background
on
what
we're
seeing
with
these
particular
bills.
And
then,
if
you
have
further
questions,
we
can
discuss
those
a
lot
of
content
on
this
slide.
But
I'll
summarize
it
for
you,
so
hb
35
various
county
public
notices.
T
T
The
scope
of
this
house
bill
would
involve
all
notices
potentially
and
you
can
see
in
the
sub-bullet
there's
a
number
of
counties
that
have
sort
of
opted
into
this.
This
particular
bill.
I
won't
read
them
all
to
you,
but
just
examples
you
can
see:
rockingham,
montgomery,
etc.
All
counties
aren't
included.
You
have
to
opt
in
as
a
commission,
but
wanted
to
make
you
aware
of
that.
T
T
You
know
that's
the
north
carolina
association
of
county
commissioners,
so
this
has
long
been
a
legislative
item,
for
them
are
related
to
this
bill,
but
different
is
house
bill
51
for
the
eastern
counties,
and
so
this
relates
to
exactly
what
it
sounds
like
a
group
of
eastern
counties
who
have
a
very
similar
bill,
and
you
can
see
those
listed
ranging
from
carteret
to
hertford
and
other
counties
on
the
eastern
part
of
the
state.
I'm
not
sure
the
history
of
how
we
ended
up
with
two
bills,
but
the
the
sense
is
the
same.
T
There's
a
few
notes
that
we'll
get
to
later,
but
there
is
a
requirement
that
if
this
occurs,
there
would
be
a
process
for
12
months
to
make
sure
that
folks
adapt
to
the
new
process
with
electronic
notifications,
as
well
as
the
maintenance
of
a
quote,
unquote
notice
book,
which
would
be
kind
of
your
publicly
available
at
all
times.
So
folks
can
see
what
those
notices
were.
T
T
T
T
T
There
may
be
other
remedies
to
support
businesses
in
this
hard
time,
shifting
gears
to
sb
31
political
subdivisions,
local
bidders
notices,
so
this
would
require
counties
to,
in
addition
to
newspaper
advertisements,
notify
interested
people
or
businesses
by
regular
electronic
mail
or
by
posting
to
a
website
that
basically
there's
a
procurement
option.
A
procurement
opportunity
available
businesses
must
request
the
notices
and
have
a
physical
presence
in
buncombe
county.
This
is
a
change
in
our
current
process,
because,
while
we
advertise
on
our
website,
you
know
procurement
opportunities.
T
T
The
bills
passed
the
senate
and
now
heads
to
the
house
for
further
consideration.
So
that
concludes
kind
of
a
quick
overview
of
these
three
bills.
Again,
not
looking
for
necessary
direction
from
the
board.
Just
wanted
to
make
you
aware
of
those
three
items,
because
they
do
have
specific
impacts
to
to
the
business
of
our
government
also
have
some
additional
content.
If
you'd
like
to
hear
more
where
we
could
talk
about
specific
considerations
and
potential
impacts
of
each
bill,
if
that
would
be
of
interest
to
the
board.
A
T
The
press
association
in
north
carolina
poses
this.
However,
the
association
of
county
commissioners
is
in
support,
so
there's
some
conflicting
views
on
this
in
terms
of
impacts.
Financial
impacts
are
undetermined
at
this
point,
but
would
potentially
impact
local
governments
that
do
not
have
to
file
notices,
so
a
cost
savings
potentially,
but
also
on
the
other
side
of
that
coin.
A
potential
impact
to
newspaper
revenues
so
wanted
to
make
sure
you're
aware
of
that.
T
Also
in
terms
of
information
accessibility,
I
think
you
could
view
this
in
many
different
ways.
More
electronic
is
good
for
some,
but
not
for
all-
and
you
know,
issues
related
broadband
accessibility.
Things
like
that,
shifting
gears
to
119
again,
if
we
have
specific
questions,
glad
to
lean
on
don
and
jennifer,
but
some
of
the
considerations
to
keep
in
mind
property,
tax
relief
or
forgiveness
is
not
currently
allowed
by
law.
T
Additionally,
the
appraisal
and
taxpayer
process
or
tax
appeal
process
is
defined
by
law
and
underway.
Today
we
have
a
process
for
revaluation.
There's
a
process
for
appeal,
we're
executing
through
that.
Currently,
additionally,
governmental
budgets
were
established
by
law
on
june
30th
prior
to
the
beginning
of
the
pandemic.
So
when
the
budget
was
approved
last
year,
it
was
made
with
certain
assumptions
about
revenue
expenditures.
T
Additionally
and
noteworthy
property
tax
values
are
based
on
property
value
and
typically
have
no
direct
relationship
to
business
revenue
in
either
direction.
So
a
a
bad
year
for
a
business
typically
does
not
impact
the
property
tax
value.
Just
as
a
good
year
wouldn't
impact
the
property
tax
value
in
the
other
direction,
so
those
are
some
key
points.
We
wanted
you
to
consider
from
an
impact
perspective.
T
The
reality
is
financial
impact
is
undetermined
at
this
time.
There's
a
lot
of
questions.
It's
ultimately
going
to
be
dependent
on
the
application
process,
that's
defined
in
the
bill.
You
know
which
businesses
are
going
to
pursue
this
sort
of
quote-unquote
property
tax
refund
or
revaluation.
We
don't
know
the
answer
to
that
could
be.
100
could
be
25
percent.
T
T
Also,
you
know
not
quite
as
interesting,
but
a
key
point.
Any
changes
like
this
require
changes
to
processes
for
our
our
departments,
but
also
to
technology.
So
it's
not
as
simple
as
flipping
a
switch
and
we'll
be
able
to
do
this.
There
would
be
a
process
and
technology
technology
change
that
we'd
have
to
consider.
T
O
O
O
O
So
that's
just
something
to
that,
I'm
I'm
keeping
in
the
back
of
my
mind
because,
as
I
think
through
this,
I
think
about
the
administering
of
the
applications,
the
any
additional
payment
arrangements
which
we
have
currently
approximately
2500
payment
arrangements
and
a
good
hunk
of
our
business
property
or
our
bus,
commercial.
I'm
sorry,
commercial
property
taxes
have
been
paid.
O
We
know
that
hospitality
makes
up
a
good
portion
of
our
commercial
business,
so
those
are
the
things
that
I'm
thinking
about.
We
also
know
that
we
had
a
lot
of
retail.
That
was
closed,
so,
as
I
think
through,
but
as
tim
said,
there
are
other
things
to
consider
such
as
value,
because
this
is
going
to
affect
this
fiscal
year
and
next
fiscal
year.
A
Okay,
all
right
any
questions
from
commissioners.
I
know
so
I
know
it's.
I
guess
just
my
question.
I
know
it's.
This
is
sort
of
a
rapidly
moving
piece
of
legislation
and
we
don't
know
how
it
would
like
again
how
many
people
would
apply
for
it
if
if
it
were
to
be
enacted,
but
but
some
of
the
preliminary
analysis
indicates
it
could
be-
I
mean
it
could
be
millions
of
dollars
taken
away
from
that
the
county
would
have
to
refund
back
to
hotels
or
other
businesses,
so
I
mean
just.
A
T
Absolutely
and
I'm
hesitant
to
provide
an
actual
number
just
because
there's
so
many
uncertainties.
But
as
you
look
at
the
criteria,
you
know
a
business,
that's
been,
their
revenue
has
been.
You
know,
reduced
effectively
by
25
easy
to
imagine
that
that's
the
story
of
many
businesses
in
our
community
that
you
know
were
as
a
result
of
the
the
various
you
know,
local
orders
and
state
orders.
We've
had
to
put
in
place
related
to
the
pandemic,
so
it
could
be
substantial
and
that's
something
we
have
to
consider.
L
I'd
love
to
hear
y'all's
thoughts
on
how
we
might
move
forward.
I
know
that
developing
some
strategies
around
legislative
legislative
priorities
is
in
the
pipeline
for
us,
but
this
is
a
sort
of
here
and
now
moment.
What
do
you
all
think
absolutely
pretty
concerned
by
what
we're
hearing
and
and
want
to
make
sure
that
we're
moving
or.
T
Absolutely-
and
you
know
so-
we
have
some
options.
You
know
clearly
voicing
the
commission's
preferences
to
our
local
delegation
would
be
a
key
step.
I
would
think,
if
there's
consensus
among
the
board,
additionally,
we've
seen
more
formal
action
from
other
boards,
namely
the
henderson
county
board
of
commissioners
recently
approved
a
resolution
related
to
this
are
related
to
meaning
not
support
in
opposition
to
this.
A
Okay,
great
and
I
know,
there's
I
know
commissioner
wells
was
helping-
has
been
helping
to
coordinate
some
phone
calls
that
we're
going
to
have
with
some
of
the
local
legislators
to
just
talk
these
things
through
so
they'll
definitely
be
having
conversations.
Commissioner
edwards
did
you
have
any
questions
or
comments?
A
A
A
Let's,
let's
try
to
learn
more,
do
more
analysis
have
some
preliminary
conversations
with
representatives
from
our
area,
but
if
this
continues
to
seem
like
it's
tracking
in
a
in
a
negative
direction,
then
I
guess
I
would
just
like
to
ask
the
staff
to
keep
us
posted
and
if
there
is
a
need
for
the
board,
if
there's
something
else,
we
could
do
in
terms
of
adoption
of
a
resolution.
Of
course,
we
could
take
it
up
at
our
next
meeting
if
things
are
moving
fast
and
we
needed
to
do
something
sooner.
A
B
A
A
T
T
All
of
these
items
relate
directly
to
the
board's
buncombe
2025
strategic
plan,
and
so
the
the
purpose
of
this
project
would
be
simply
to
bring
alternatives
to
the
board
for
consideration
of
what
to
do
with
that
property.
Today,
the
action
before
the
board
is
to
authorize
the
county
manager
to
contract
with
equinox
to
perform
this.
This
site
study.
T
This
property
has
been
in
ownership
of
the
county
for
a
number
of
years
and
has
been
identified
for
other
development
purposes,
including
industrial
as
well
as
residential,
but
as
discussed.
The
purpose
today
is
to
examine
that
using
equinox
to
identify
multi-functional
usage
beyond
just
residential
and
or
industrial,
the
scope
of
services
for
this
contract.
It's
a
phased
approach
and
the
key
to
that
is
there's
specific
decision
points
and
optional
tasks
that
are
built
into
this.
T
Additionally,
and
critical
to
this
site
is
the
need
for
improved
transportation
and
access.
The
site
is
currently
I'll.
Call
it
landlocked
and
would
benefit
greatly
from
additional
road
infrastructure
before
any
development
could
take
place
again.
Mixed
use.
Development
is
the
name
of
the
game
here,
with
strategic
plan
alignment,
so
very
interested
in
affordable
housing,
potentially
on
this
site,
both
in
terms
of
dense
housing,
but
also
home
ownership
opportunities,
as
well
as
recreational
opportunities,
since
we're
nested
right
there
on
the
french,
broad
river
and
then
finally,
some
type
of
environmental
stewardship.
T
Y
Y
I
wanted
to
take
you
through
the
product
approach
with
a
little
bit
more
detail
and
show
some
examples
of
what
we're
talking
about
with
some
of
the
deliverables.
So
the
very
first
thing
is
I'm
with
equinox
we've
been
here
since
2000,
and
so
you
might
know
us
from
our
work
with
recreation
planning
work.
So
we
do
a
lot
of
park
and
greenways
in
buncombe
county,
but
we
also
do
land
planning
projects.
We've
done
mixed
use,
conservation,
subdivision,
design,
infill
development
for
many
for
all
those
years
as
well.
Y
So
we
have
land
planners,
landscape,
architects,
recreation,
planners
ecologists
as
well.
We
have
lord
sargent
joining
us
they're.
Actually,
an
architectural
planning
firm
from
atlanta,
you
might
ask:
why
are
we
teaming
with
a
firm
that's
from
elena?
Well,
the
reason
is
they're
actually
doing
affordable
housing
work
in
asheville
right
now.
Y
We
also
have
traffic
planning
and
design
they're
a
local
firm
and
we've
worked
with
them
on
several
projects
when
it
comes
to
transportation
related
issues,
so
they
bring
the
transportation
planning,
transportation,
design,
transportation,
engineering,
that's
going
to
be
a
very
critical
component
to
the
project
and
then
there's
wood
engineering.
I've
worked
with
tony
hauser
of
wood
engineering
many
times
over
the
years
and
so
he's
a
civil
engineer
and
a
landscape
architect.
So
he
brings
that
aspect
to
the
project
as
well.
Y
So
we
have
a
really
nice
team,
that's
very
diverse
in
terms
of
the
skill
set
that
we
bring
and
we
think
that's
really
appropriate
for
this
project
a
little
bit
about
the
approach.
So,
as
tim
mentioned,
there's
a
first
phase,
a
second
and
a
third
phase,
and
basically
first
phase
is
what
you're
seeing
on
your
screens
right
now,
and
so
I'm
going
to
go
through
this
kind
of
quickly.
So
I
can
leave.
Y
If
you
have
questions,
we
can
do
it
that
way,
because
I
don't
want
to
get
too
detailed
for
you
this
evening,
unless
you
really
want
me
to,
but
we're
going
to
start
with
a
leadership
team
to
really
develop
vision
and
goals
for
the
project.
That's
key
and
those
vision
and
goals
will
come
from
your
strategic
plan
from
your
comprehensive
plan
and
whatever
some
of
these
leaders
think
that
we
should
be
focusing
on
the
site,
analysis
and
natural
resources
assessment
was
mentioned.
B
Y
Now
we
start
to
get
in
to
defining
what
some
of
these
spaces
could
be
used
for.
So
in
this
example,
this
is
from
a
project
we
worked
on,
it's
just
saying:
okay
in
parcel
a
you
know,
this
is
the
appropriate
type
of
development,
a
low
density
development
approach
and
parcel
b
conservation
subdivision
approach,
and
we
give
the
factors
of
why
we're
looking
at
that.
So
that's
information
again
that
we're
going
to
share
with
you
at
the
end
of
phase
one.
Y
So
if
you
give
us
the
green
light
to
proceed,
that's
really
when
we
get
into
more
detailed
stakeholder
engagement
with
the
with
key
community
members.
It's
also
when
we're
going
to
start
in
earnest
the
public
engagement
process.
So
up
to
this
point
in
phase
one
we're
going
to
create
what
we're
calling
a
project
page
for
the
public,
so
they
can
understand
why
we're
doing
the
project,
a
general
timeline
and
maybe
some
answers
to
typically
asked
questions.
Y
That'll
happen
in
phase
one
and
phase
two
we're
going
to
really
build
that
out
with
a
website
and
have
public
engagement
and
a
survey,
so
we
can
have
input
from
there.
Once
we've
talked
to
the
public
to
the
stakeholders
to
the
leadership
team,
then
we
really
develop
scenarios
for
the
property
and
that
could
be
based
on
low
medium
high
density,
but
it
also
will
look
at
affordable
housing,
recreational
opportunities
and
sustainability,
and
you
can
see
under
on
towards
the
end
of
the
image
on
the
or
the
the
the
flow
chart
on
the
left
side.
Y
There's
a
lot
of
bullets
from
any
from
conceptual
illustrative
site
plans.
Excuse
me
to
mass
scaling
diagrams,
there's
a
lot
there
that
we're
working
with
civil
engineers,
the
architects,
the
landscape,
architects,
as
part
of
the
team.
So
from
there
we'll
develop
a
final
plan
and
then
that
will
be
a
document
and
we'll
also
have
some
renderings.
T
Right,
thank
you
david
for
that
kind
of
overview
of
the
project,
again
a
phased
approach
with
decision
points
throughout
so
in
terms
of
the
contract
which
is
attached
to
the
agenda.
This
is
a
summary
of
that,
and
so
you
can
see
in
phase
one
there's
a
not
to
exceed
price
of
about
sixty
thousand
dollars
the
key
deliverables.
Here,
as
we
talked
about
a
natural
resource,
inventory,
suitability,
plan,
transportation
access,
as
well
as
an
online
project,
page
to
sort
of
set
the
stage
for
what's
coming
and
how
the
public
can
be
engaged.
T
Key
to
this,
there
is
a
decision
point
at
the
end
of
phase
one.
We
talked
about
that.
If
we
look
into
phase
two
and
three
total
cost
there
is
about
ninety
thousand
dollars.
If
you
choose
to
proceed
here,
we're
talking
about
much
more
in-depth
public
engagement
as
david
described,
but
also
fleshing
out
the
scenarios
to
go
from
more
conceptual
into
more
actual
what
you
can
expect.
N
Y
I
think
we
had
two
to
three
months,
so
we
have
two
to
three
months
anticipated
for
phase
one
and
then
for
the
remaining
phases.
We
think
we
could
move
forward
with
those.
I
think
we
had
on
the
on
the
flow
chart
that
we
showed.
I
believe
it
maybe
had
four
month
period
for
that
so
four
to
six
months
in
total
for
the
whole
project,
potentially.
N
A
A
S
Y
Y
Or
there
are
natural
assets
that
can
be
an
attribute
to
the
overall
project,
so
that's
the
process
of
getting
to
that
suitability
plan.
We
can't
get
to
a
suitability
plan
unless
we
do
all
that
work
to
get
to
that
point,
and
then
once
we
have
that,
then
we
can
really
focus
on
the
more
detailed
conceptual
design
within
the
appropriate
buildable
areas.
If
that
makes
sense,.
N
T
A
And
sort
of
developing
some
good
solutions
so
that,
because,
obviously,
unless
it's
just
completely
well,
even
if
it
was
just
recreational
you're,
probably
still
going
to
need
some
parking
and
things
like
that
for
for
access.
So
the
key
part
of
it's
going
to
be
looking
at
what
are
some
good
solutions
to
address
the
access
to
the
property
right.
D
N
I
mean
right
now.
I
guess
I've
got
mixed
feelings
on
that,
because
we've
only
got
one
right
away
into
the
place
and
it's
going
to
take
if
it's
developed
very
heavily
we're
going
to
have
d.o.t
involved
in
it
where
if
we
can
get
the
right-of-way
of
another
one
that
we
had
talked
about,
I
could
see
where
it'd
make
that
land
a
lot
more
valuable
for
us
to
get
rid
of.
A
But
I
think
I
think
kind
of
fleshing
that
out
is
going
to
be
part
of
what
this
group
does
for
us
is
to
really
help
us
kind
of
take
the
idea
of
an
additional
access,
easement
and
and
really
taking
that
from
kind
of
a
concept
to
exactly
what
would
be
the
best
way
to
do
it.
So
I
think,
I'm
in
total
agreement
that
that's
that's
important.
N
Yeah
I
mean
I
agree
too,
if
I'm
all
for
phase
one,
I
guess
I'm
looking
at
two
and
three
that
spend
an
extra
90
000
and
we
don't
get
access
in
and
have
to
go
through,
fixing
the
highway
or
waiting
on
d.o.t
to
come
in
and
repair
that
road.
I
know
that
very,
very
well
out
there.
That's
my
big
concern
so.
A
I
I
I'm
in
total
agreement,
commissioner
presley.
I
think
we've
got
to
make
some
progress
on
those
questions
that
you're
raising.
Hopefully
we
will
in
phase
one
otherwise
it
you
know
may
not
make
sense
to
go
to
the
next
phases
unless
we're
feeling
more
comfortable
around
that
stuff.
So
I'm
I'm
with
you
totally
other
questions.
C
A
A
J
Happy
to
be
here
perfect,
so
just
kind
of
run
through
kind
of
a
reminder.
Since
I
was
back
in
december
when
I
was
here
last,
we
had
to
have
some
meetings
with
the
lgc
local
government
commission
back
and
forth
question
and
answer
those
sort
of
things
to
get
them
to
a
point
where
they
were
comfortable
with
what
we
were
doing
and
lg
gip
is
a
cooperative
investment
vehicle,
so
it
is
not
owned
by
any
particular
government,
but
it
takes
two
governments
to
form
it.
J
So
it
forms
a
trust
that
trust
becomes
a
separate
legal
entity
and
then
other
governments
in
north
carolina
that
are
subject
to
chapter
159
can
invest
in
that
pool.
It's
operates
similar
to
the
north
carolina
capital
management,
trust,
which
is
a
money
market,
but
there's
some
nuances
there
nationally
there's
over
144
lgip's
the
majority
of
those
have
obtained
a
rating
from
a
national
organization,
so
that
being
standards
and
poor's,
fitch
or
moody's.
J
This
lgip
would
do
the
same
thing
and
currently
the
big
impetus
for
doing
this
is
we
have
one
option
really
for
our
idle
cash.
Now
the
nccmt
used
to
have
two
different
funds.
We
could
split
our
pots
of
money
between
a
term
fund
or
a
liquid
fund
and
a
term
fund,
and
they
close
the
term
fund
because
of
the
interest
rate
environment
that
sort
of
thing.
So
now
we
have
one
option
or
we
have
wells
fargo,
which
is
our
main
bank.
We
really
can't
keep
the
amount
of
money
that
we
have
in
wells.
J
J
Once
that
is
completed,
then
the
form
we
form
the
board
of
trustees
they
adopt
the
bylaws.
Then
they
obtain
the
investment
advisors,
select.
Those
service
providers
which
I
mentioned
before,
go
out
and
obtain
a
credit
rating
and
then
we're
ready
to
market
to
these
other
local
governments
that
we
know
that
are
kind
of
waiting
in
the
wings
waiting
for
us
to
do
all
the
heavy
lift
and
then
folks
can
start
investing
in
the
pool
and
then
everything's
smooth
sailing.
From
that
point
forward.
J
We
have
another
option
for
local
governments
in
north
carolina,
so
the
interlocal
agreement,
some
of
the
key
components
that
I
want
to
point
out.
The
trust
and
indenture
establishes
the
lgip
and
it's
empowered
by
the
board
of
trustees.
The
lgip
and
the
indenture
will
survive
this
interlocal
agreement.
J
159
can
actually
invest
in
this,
so
it's
only
for
municipal
municipalities
and
counties
and
then
after
establishment
of
this
either
party,
if
they
chose
to,
can
withdraw
from
it
or
they
can
continue
to
move
forward
and
invest
in
the
trust
like
any
other
government
will
have
the
option
to
do
so.
That's
kind
of
the
inner
local
agreement
I'm
happy
to
answer
any
questions.
I
know
I've,
provided
you
a
lot
of
information
since
december,
answered
a
lot
of
questions,
but
I'm
happy
to
answer
any
more
questions
or
provide
information.
M
J
Initially,
it
will
be
myself
and
then
the
cfo
from
wake
county.
We
have
a
couple
other
individuals
that
will
be
appointed
once
they
adopt
the
industrial
indenture
of
trust
to
start
investing
in
the
lgip
and
the
initial
trustees
will
be.
I
think
our
term
is
I'm
gonna,
say
five
years,
there'll
be
a
total
of
seven
trustees
once
the
thing
is
up
and
running.
J
J
J
A
B
AA
J
J
J
J
J
I
think
they're
managing
nationwide
right
now,
gosh,
I
want
to
say
90,
oh
35
billion
dollars,
and
they
have
17
other
lgip's
nationally
that
they're
running
all
of
those
have
aaa
ratings.
So
it
is
our
we
anticipate
as
we
get
this
set
up,
that
this
one
would
also
be
rated
aaa,
which
is
what
we
would
want.
Other
items
of
interest.
J
You
know
by
the
time
we
get
all
the
legal
stuff,
all
ironed
out,
there's
some
fees
that
are
involved
in
that
the
county
is
not
on
the
hook
for
any
of
those
fees.
That's
actually
going
to
be
paid
for
from
the
earnings
that
would
occur
in
the
lgip,
so
we
would
get
paid
dividends
based
on
the
number
of
shares
we
had
and
it's
basically
net
of
fees.
J
J
AA
J
Yeah,
probably
it
would
depend
on
how
many
others
want
to
get
started
and
how
much
other
people
are
investing
and
that
sort
of
thing,
but
probably
initially
around
10
million
and
then
over
time
as
it
grows.
We
would
look
at
putting
more
money
in
there
and
taking
it
out
of
the
trust
or,
as
deposits
come
in
just
moving
it
in
there.
J
J
So
what
what
a
lgip
does
similar
to
a
money
market,
which
is
the
trust
the
trust,
is
money
market,
so
they
can
purchase
treasuries
and
agencies,
that's
what
they
can
purchase.
An
lgip
can
purchase
those
plus
other
items
that
are
legally
allowed
under
state
statute,
which
could
be
some
commercial
paper
and
that
sort
of
thing.
So
that's
why
another
reason
they
could
potentially
earn
a
higher
rate,
but
everything
that
they
would
investigate,
invest
in
has
to
be
approved
by
state
statute,
and
our
investment
policy
would
also
have
to
allow
it.
X
No
sir,
we've
talked
through
this
and,
as
he
mentioned,
be
able
to
start
slow.
We
would
not
go
all
in
at
first,
but
our
plan
would
be
as
we
ramp
this
up.
Then
we
can
look
to
have
ways
to
diversify
our
portfolio.
So
right
now
we
are
so
early
in
this
getting
it
set
up
and
we
worked
with
lgc.
So
at
this
point
no
sir.
M
L
I
J
J
B
AB
And
since
our
last
review
with
you,
the
in
discussion
with
the
county
manager
and
with
other
departments,
further
evaluation
and
consideration
of
organizational
needs
have
occurred
and
our
previous
request,
which
included
an
evidence
and
property
technician.
We
are
respectfully
requesting
to
withdraw
that
request.
B
A
AB
AB
Cares
act
funding
where
we've
been
able
to
divert
some
of
those
salaries
to
be
covered
by
that
that
federal
fund
we
do
have
some
lap
and
just
usual
turnover.
We
have
lapsed
salary
savings
that
we
would
propose
for
fiscal
year,
21
to
cover
the
april
through
june
period
for
the
salary
and
benefit
expenditures.
A
A
You
know
I've
been
I've,
been
thinking
about
this
a
lot
and
I
had
a
few
questions
for
staff
since
the
last
meeting
after
we
talked
about
this
at
the
briefing-
and
you
know
one
of
the
questions
I've
been
thinking
about
this
on
for
this
proposal
is,
you
know,
we're
in
the
budget
work
and
we're
moving
into
the
budget
process,
we're
going
to
be
looking
at
a
lot
of
a
lot
of
hr
decisions
as
part
of
that
process
and
other
priorities.
So
you
know
part
of
me
felt
like
you
know:
why?
Don't
we?
A
Why
don't
we
weigh
these
positions
and
associated
you
know?
Most
of
these
are
going
to
be
recurring.
Costs
so
understand
that
the
budget
for
this
year
is
covered
through
savings.
But
realistically,
when
we
take
on
these
positions,
the
most
important
consideration
is
the
recurring.
You
know
cost
of
us
associated
with
that.
So
why
not?
Why
don't
we
take
that
on
as
part
of
the
overall
budget
process,
so
I
mean
in
conversations
with
with
staff
about
this
I'm
you
know
I've
been
persuaded
that
some
of
these
are
pretty.
A
A
I
agree
with
that
the
so
I
guess
the
you
know
proposal
I
would
like
to
ask
the
commission
to
consider
would
be
to
go
ahead
and
approve
those
positions,
but
to
look
at
the
library
positions
as
part
of
the
budget
process
that
we're
going
to
be
taking
up
over
the
next
several
months
and
make
a
decision
on
those
positions
as
part
of
the
regular
budget
process.
So
I'll
make
that
as
a
motion.
B
A
A
Going
into
the
budget,
that's
right
that
the
positions
in
the
library
would
be
we're
going
to
consider
that
we're
going
to
continue
to
consider
it
in
the
budget
process
and
make
a
decision
on
that
over
the
next
couple
of
months
as
part
of
the
budget
process.
Okay,
okay,
further
discussion,
all
in
favor,
please
say:
aye.
AC
So
I
will
tell
you
when
I
first
came
here.
One
of
the
first
things
that
was
put
in
my
field
of
awareness
was
our
challenges.
Around
staffing
performance
management
had
already
done
a
study
of
the
needs
to
some
degree
before
I
came
on
board
and
we
started
talking
about
that
right
away.
Just
to
give
you
some
context.
AC
So
that's
one
factor,
so
we
deep
dove
into
this
with
performance
management
to
see
what's
our
ideal
staffing,
and
that
means
just
on
a
baseline
level
operating
safely
operating
with
more
than
one
person
at
a
location
at
any
given
time
being
able
to
provide
good
customer
service
and
also
just
you
know,
doing
things
which
I
would
call
basic,
which
are
offering
programming
for
youth
doing
outreach
in
the
community.
Things
that
you
expect
are
kind
of
standards
and
those
are
all
super
challenging
at
our
current
staffing
levels.
AC
Right
now,
our
ft
account
locations
ranges
from
1.5
to
4.5,
with
most
being
somewhere
between
three
and
four
pack
has
12,
but
they
have
multiple
service
points,
so
it
really
lands
in
kind
of
that
same
zone
too.
So
we're
we're
under
that
five
everywhere
right
now,
that
kind
of
just
baseline
to
provide
you
know
basic
services.
AC
So
what
we
worked
out
was
a
multi-year
strategy
where
we
would
phase
in
gradually
going
toward
getting
to
that
5
fte
at
each
location
right
varies
at
a
couple
of
locations,
but
generally
that's
kind
of
the
target.
We're
shooting
for
this
request
represents
kind
of
that.
First
ask
to
get
towards
that
goal.
It's
really
a
lifeline.
It's
not
it's
not
just
a
basic
request.
It's
it's!
It's
really
something's
been
desperately
needed
for
a
long
time.
AC
In
fact,
I
know
they
alluded
to
it
in
the
facilities
presentation,
but
they
did
a
benchmarking
study
where
they
compared
us
against
peer
libraries
across
the
country
and
what
they
noted
in
in
the
report
was
that
bcpl
has
the
heaviest
population
burden
on
staff
and
the
least
staff
per
location.
When
looking
at
our
peers
indicating
that
staff
is
stretched
thin.
AC
So
really
I
would
I
would.
I
would
suggest
to
you
that
this
is
really
important.
It's
not
it's
not
being
frivolous
here
and
we're
in
no
danger
of
overshooting
by
asking
for
these
eight.
So
I
would
really
appreciate
consideration
right.
One
thing
I'll
also
add
a
commissioner
welsh
you'd
asked
for
us
to
check
in
with
the
staff
about
what
their
thoughts
were
on
the
facility
study,
so
I've
met
with
every
staff
at
every
location
and
they're
all
excited
about
the
potential.
AC
You
know
in
the
vision
for
the
future
that
that
could
represent,
but
the
recurring
theme
is
we
shouldn't
lay
one
brick
until
we
have
enough
staff
to
operate
these
locations,
and
I
agree
100.
The
board
said
that
too,
when
they
received
the
presentation
from
the
consultant.
So
that's
that's.
A
universal
sentiment
is
that
we've
got
to
staff
these
locations
properly
before
we
think
about
trying
to
be
aspirational.
That's
that's
number
one.
So
that's
that's
the
long
and
short
I'm
having
to
answer
any
questions
about
it.
Thanks
jim.
L
AC
To
go
the
restroom,
what
happens
you
have
to
go
to
lunch?
What
happens?
There's?
No!
You
got
no
out
there.
What,
if
there's
an
angry
patron,
which
certainly
happens
and
now
is
a
you
know
at
a
heightened
level
in
some
regards
because
of
the
you
know,
the
angst
that's
surrounding
the
pandemic.
So
it's
it's
a
safety
issue
and
you
have
cash
on
hand
too,
and
in
all
those
locations.
AC
You
know
we
take
money,
and
so
there
are
any
number
of
reasons
why
you
would
not
want
one
person
working
there
and
just
from
a
customer
service
perspective.
What
if
you
get
five
people
who
come
to
the
door?
How
do
you
help
five?
You
know
it's
just.
It's
really
unmanageable
for
one
person,
it's
a
lot
of
stress
in
addition
to
just
the
safety
consideration
and.
AC
AC
They
said
that
staff
were
in
tears
when
they
were
talking
to
him
about
the
you
know
how
how
thinly
they
felt
stretching.
Let
me
just
say
this
too.
I
know
I've
said
this
before,
but
this
is
an
amazing
staff,
I'm
not
just
saying
that
they
really
are
wonderful
they're
in
they're,
innovative
they're
dedicated
they're
passionate.
So
this
is
not.
You
know
something
where
they're
you
know,
just
it's
not
a
gripe.
This
is
this
is
a
real
concern
that
they're
they
feel
stretched.
AC
Then
another
thing
I
that
I
didn't
bring
up
here
in
that
same
benchmarking
report.
It
also
noted
that
we
do
the
most
programming
of
the
peer
libraries
and
they're
the
most
well
attended
of
the
peer
libraries
and
that
also
balance
against
the
fact
that
we're
under
staff
compared
to
our
peers.
It's
amazing,
it
really
is
the
work
that
they
do
and
so
it's
it
makes
it
all
the
more
important
to
really
support
them
and
and
and
show
them
that
they're
valued
thanks.
X
Z
I
don't
have
any
other
questions,
but
I
would
like
for
us
to
reconsider
this
proposal
really
coming
at
it
from
a
perspective
of
being
proactive
on
the
safety
front
versus
reactive
and
not
waiting
until
something
serious
happens
at
one
of
our
libraries
before
we
decide
to
step
in
particularly
hearing
that
patrons
have
expressed
anger,
particularly
right
now.
I
think
folks
are
just
generally
a
bit
angrier
and
more
anxious
and
I
would
hate
for
that
to
result
in
a
negative
situation
for
one
of
our
county
employees.
Z
A
So
you
know,
I
think
he
did
a
great
job
making
the
case
for
this
jim
and
to
be
clear,
I'm
not.
I
don't
have
a
position
against
doing
this.
You
know
my
my
request
is
that
we
look
at
all
this
as
part
of
the
budget
process
which
we're
effectively
entering
now
and
we're
going
to
make
a
decision
on
it
in
about
three
months
from
now.
A
You
know,
there's,
I
think,
there's
good
arguments
for
all
this.
I
think
it's
likely
to
probably
be
approved
either
either
tonight
or
during
the
budget
process,
but
just
from
a
you
know,
from
a
decision-making
standpoint,
part
of
the
reason
I
I
think
it's
worthwhile
to
do
that
is
I
mean
there
are
a
lot
of
public
safety
concerns
in
this
community
right
now
we
have
an
epidemic
of
gun
violence
in
this
community
that
the
likes
of
which
we've
really
never
seen
before
there
are
there.
I
anticipate
we
are
going
to
have
a
lot
of
different.
B
A
A
A
I
think
very
good
arguments
we're
going
to
hear
from
a
lot
of
other
quarters
tonight
as
it
relates
to
delivery
of
our
services
and
public
safety
and
a
lot
of
other
priorities
that
the
commissions
consider
so
anyway.
But
I
appreciate
everyone's
thoughts
on
this.
It's
a
it's
a
good
discussion.
Other
other
comments.
I.
M
Think
jim,
what
really
you
changed
me
on
this
is
that
I
had
forgotten
that
going
pre-pandemic
the
library
was
already
in
bad
shape.
When
you
look
well,
not
bad.
We've
got
good
people,
but
they
need
the
support
there.
They
didn't
have
them
and
coming
out
of
this,
and
with
what's
going
on
with
the
new
east
asheville
and
all
and
and
just
having
one
person
and
just
security.
You
know
I've
got
some.
M
A
Yeah,
I
understand
the
point
I
mean
the
you
know:
look
we
can
there
there
are.
There
are
lots
of.
There
are
lots.
There
are
thousands
and
thousands
of
people
who,
in
buncombe
county
who
work
in
jobs
where
they
work
by
themselves.
Every
day
I
mean
I
get
the
reasons
why
ideally
you'd
have
more
than
one
person,
but
it
is
the
reality
that
very
large
percentages
of
our
constituents
work
in
it's
an
environment.
They
work
in.
A
You
know,
day
in
and
day
out
and
again
I
think,
there's
a
lot
of
other
places
that
if
we
were
going
to
prioritize
funds
for
public
safety
and
you
objectively
rank
them,
you
know,
I
think
it's
a
question
of
where
you
would
decide
to
invest
these
funds.
If
you
looked
at
it
that
way,
parker
terry,
why
don't
you
guys
wait.
N
I
think
we
need
more
people
there,
but
tonight
I
I
mean
I
would
like
not
to
vote
to
do
that
and
put
it
on
in
two
weeks
from
now
put
it
on
at
the
next
commission
meet
where
we
can
really
go
out
and
look
at
this
more
I'm
not
saying
we
don't
need
them.
I'm
saying
I
need
more
time
or
I'm
gonna
have
to
vote
no
tonight.
AA
A
A
N
N
N
B
N
X
A
X
N
N
It's
going
to
be
a
tough
budget
year
for
us
a
very
tough
year,
and
you
know
my
concern
is
I
like
to
take
care
of
our
employees
here,
but
I
like
to
take
care
of
the
constituents
out
there
too,
and
this
is
not
a
lot
of
money
compared
to
a
lot
of
things
we
do,
but
that's
where
I'm
at
right
now
and
yes,
I
can
pull
it
if
we've
got
a
sixth
on
one
and
you
know
we're
gonna
still
get
it
passed.
So,
okay.
A
Z
A
Okay,
I'd
like
to
continue
this
conversation
too.
I
think
that
this
is
a
good
discussion.
I
think
it's
going
to
fold
into
the
budget
process
and
there's
there's
more
to
be
discussed,
but
if
the
majority
of
the
board's
got
the
enough
information
to
make
the
decision,
then
just
in
the
spirit
of
efficiency
too,
I'm
happy
to
go
ahead
and
make
the
decision
tonight.
Any
other
comments
on
this.
S
A
L
Just
again
because
this
is
a
little
different
than
we
usually
do
things,
but
what
I
understand
that
we
are
hearing
from
staff
is
that
this
is
the
top
tier
priorities
to
address,
and
we
are
now
in
a
position
where
we
can
sort
of
in
a
fiscally
sound
way
address
these.
So
these
were
the
sort
of
orphaned
priorities
last
budget
cycle.
Now
that
we're
in
a
position
we
have
a
little
breathing
room.
These
are
the
very
first
priorities
that
staff
would
bring
forward.
Yes,.
L
B
L
R
N
Hard
for
me
to
you
know,
sit
here
because
there's
four
items
and
they
are
four
things
it's
put
off,
I
mean
even
our
audit
software
we've
been
waiting
on
two
years
is
so
important
with
what's
going
on
and
we've
got
it,
I
guess
just
packaging
four
things
in
one
is
what
I
really
don't
like
doing.
You
know
putting
them
out
so
tonight.
I
would
love
to
talk
about
it
in
two
weeks.
A
M
S
AE
AE
So
then
we
hit
2019,
and
at
that
point
you
know,
avril
has
come
in
and-
and
she
was
reading
the
information
in
here
and
so
what
she
did
was
requested-
that
the
staff
form
a
compensation
group
and
in
this
compensation
group
they
were
putting
together
our
compensation
philosophy
and
of
the
the
employees
that
that
joined.
This
group
there's
22
departments
and
they
actually
created
a
compensation
philosophy
that
I'll
show
you
in
just
a
second
from
this.
AE
AE
AE
One
of
the
areas
that
I
noticed
when
I
first
got
here
is
we
had
three
or
four
different
templates.
We
now
have
one
so
that
way,
we've
created
a
standardized
process,
phase
two
that
one
that
phase
ended
on
december
31st.
What
we're
doing
is
we're
gathering
market
data,
the
difference
between
what
we're
gathering
now
versus
what
we
gathered
before
when
evergreen
was
here.
They
gathered
about
10,
we've
got
about
20.
AE
and
we
looked
at
both
county
partners
here
in
north
carolina
as
well
as
some
of
the
other
areas
such
as
you
know,
austin,
and
you
know
it.
I
think
one
of
the
areas
that
I
think
is
important
to
note
is
that,
even
though
austin
isn't
really
asheville,
what
we
have
used
is
some
of
our
other
business
partners
throughout
the
county.
Rusty
is
one
of
them
and
he
actually
took
the
the
rates
and
he
standardized
things
so
that
way,
all
things
are
equal
phase.
AE
Three
is
what
we
just
finished
on
december
january
31st,
and
really
what
that
phase
was,
was
an
equity
study
and
what
we
did
was
we
took
every
one
of
our
positions,
every
classification
and
we
ran
it
through
the
eeoc
guidelines
in
their
data
metrics,
to
make
sure
that
what
we
were
focusing
on
was
looking
at
gender
and
race
to
make
sure
that
we
didn't
have
any
inequities
there
and
what
I'm
really
happy
to
say
is
we
had
no
issues
so
on
phase
three,
that
was
great.
We
found
no
issues
there.
AE
We
also
in
this
phase
we
looked
at
when
it
came
to
market
were,
were
all
our
positions
actually
being
paid
in
accordance
to
the
ordinance,
so
did
they
meet
the
actual
minimum
of
that
grade
so
phase
one
or
finding
one
was
that
we
didn't
have
any
equity
issues
phase
two
finding
is
that
we
did
have
six
employees
that
were
of
concern.
Four
will
be
needed
to
be
addressed
and
two
of
them
when
we
actually
did
a
deeper
dive
into
the
the
data.
AE
AE
AE
So
our
continuing
work
we're
now
looking
to
move
into
phase
four,
but
prior
to
doing
that.
We
need
to
finalize
and
get
approval
for
some
of
the
actions
we
need
to
take
for
phase
three,
and
that
really
is
identifying
the
identifying
and
fixing
the
classification
issues.
We
need
to
establish
a
new
compensation,
grading
system
using
job
families,
analyze
the
market
data
that
we've
received
and
develop
a
multi-year
plan
for
how
we
hope
to
fix
all
the
problems
that
we're
finding.
AE
I
think
you
know
this
is
by
far
the
biggest
phase.
Four
is
by
far
the
biggest
lift
of
this,
this
compensation
study,
and
so
we
do
have
we're
working
on.
I
should
say
the
charter
right
now
and
we
have
a
lot
of
milestones
in
in
this
phase
so
but
we're
hoping
to
have
all
our
data
presented
to
the
county
manager
no
later
than
december,
31st
immediate
next
steps.
So
for
your
awareness
phase,
three
compensation
changes,
there's
31
employees
that
will
need
compensation
changes
and
that
equal
equals
to
53
256
dollars.
AE
Z
B
A
AB
E
How
are
you
I'm
really
just
passing
it
on
to
sarah,
but
I
just
wanted
to
be
here
to
support
her
and
support
our
program
and
also
to
thank
each
of
you
for
our
medical
assistant
treatment
program
that
you
have
supported
us
for,
and
so
we're
only
here
to
ask
for
an
amendment
and
so
without
further
ado.
We'll
turn
it
over
to
sarah.
AF
AF
I
guess
I'm
in
charge
of
this
disproportionately
impacted
by
the
opioid
crisis,
with
deaths
per
capita.
This
is
in
the
state,
but
also
within
the
nation
and,
interestingly,
our
prescribing
of
the
medications
which
are
known
to
be
able
to
treat
the
opioid
crisis.
We
prescribe
at
a
lower
rate
in
the
lowest
percentile
within
the
state.
So,
while
we're
higher,
we
have
a
higher
impact.
What
we're
doing
to
prescribe
to
treat
is
at
a
lower
rate.
AF
So
this
is
very
very
alarming.
This
study
led
into
our
program
here
at
the
detention
facility,
and
we
wanted
to
know
what
our
death
statistics
and
correlations
were
with
our
community
deaths
and
so
in
joint
partnership
with
the
register
of
deeds
and
health
and
human
services.
We
were
able
to
draw
all
of
our
data
together
and
analyze.
What
that
looked
like
here
in
our
local
community
and
the
findings
were
astounding
what
we
found.
AF
AF
So
if
we
break
it
down,
57
of
those
individuals
who
passed
had
moved
through
detention
at
one
point
in
time,
61
of
those
individuals
on
a
four
year
average
were
only
there
for
24
hours,
and
you
can
see
the
one-year
statistic
through
the
four-year
average
over
62
percent
had
died
within
one
year.
So
that's
astronomical
that
that
data
really
told
us
that
our
detention
facility
is
a
crossroads
to
be
able
to
work
with
people
who
are
most
at
risk
and
provide
some
life-saving
measures
and
treatment.
AF
Also,
in
2018,
the
national
sheriff's
association
released
a
publication
of
the
value
of
mat
and
jail
and
detention
facilities.
They
acknowledge
that
these
buildings
really
are
the
epicenter
to
be
able
to
confront
and
treat
people
with
best
practice.
Gold
standard
proven
methods
right
that
treat
the
addiction.
AF
And
so
here
we
are
the
strategic
community
opioid
response
team.
We
launched
it,
that's
a
photo
of
our
very
first
team.
There,
minus
sheriff
miller
with
his
t-shirt,
but
the
goals
number
one.
We
wanted
to
impact
the
overdoses
right
see
what
we
could
do
to
support
the
reduction
of
overdoses
in
our
community
impact
jail,
our
jail
population
and
lower
recidivism
provide
these
life
stabilizing
treatment
interventions,
as
well
as
utilize,
the
21st
century
policing
strategies
which
one
of
those
is
data
driven
practices.
AF
So
some
significant
milestones
in
our
programming
we're
screening
everybody
who
comes
into
the
building
number
one
when
somebody's
walking
through
the
door
we're
asking
them,
they
are
an
opioid
user,
and
what
that
does?
Is
it
triggers
a
resource
sheet
handed
to
them
and
also
prepares
them
with
the
overdose
reversal
kit
when
they
leave
the
building?
AF
We're
also
screening
individuals
at
the
medical
intake
juncture,
which
is
about
at
the
four
hour
mark?
So,
if
somebody's
coming
in
we're
using
that
opportunity
within
the
first
four
hours
of
them
being
there
to
educate
them
on
what
treatment
resources
are
available
to
them,
both
while
they're
detained,
but
also
once
they
hit
the
community?
AF
Introducing
individuals
to
what
mat
is.
It
was
shocking
how
few
people
actually
understand
medication-assisted
treatment,
individuals
who
are
actively
using
opioids
have
never
heard
of
it.
A
lot
of
professionals
in
the
treatment
world
have
never
heard
of
it.
So
a
lot
of
education,
education
again
to
the
recipients,
potential
participants
of
our
program,
education
to
the
providers,
education
to
our
own
staff.
AF
We
do
opioid
reversal
kits
provided
to
every
individual
who
reports
opioid
use
in
the
building.
That's
significant
service
that
we
do
and
that's
been
in
partnership
with
the
health
department
as
well.
We
have
re-entry
supports
looking
to
connect
people
with
the
resources
that
they
need
to
stabilize
life,
everything
from
housing
to
employment,
recovery
community.
Anything
that's
going
to
help
folks
move
forward
in
their
life,
as
well
as
peer
support
services,
and
that
is
up
to
one
year
after
their
release
now
peer
support.
AF
AF
So
some
quick
numbers
there
in
regards
to
the
person
served.
We
pre-covered
would
see
about
120
opioid
users
come
in
and
out
of
the
building
and
make
the
medical
intake
junctures.
So
that
did
not
account
for
the
individuals
that
were
just
walking
through
and
released
after
they
got
their
charges.
So
anybody
who
is
staying
for
any
length
of
time
about
120
per
month
when
covet
hit
that
number
went
down
to
about
80
to
90
per
month,
so
our
volume
is
very,
very
high,
even
across
the
state.
Our
numbers
are
much
higher
than
our
other
counties.
AF
We're
providing
case
management
to
folks
as
able
this
program
was
unfolded
in
phases.
So
phase
one
really
focused
on
data
collection
phase
two
we
were
able
to
hire
a
case
manager
and
appear
so
they
started
screening
folks
and
providing
that
case
management.
At
that
time
we
do
serve
a
number
of
pregnant
women.
Some
come
in
already
on
the
medication,
others
we
introduce
them
to
the
medication
as
well,
and
then
we've
been
able
to
introduce
a
number
of
new
patients
to
the
medication
itself.
AF
AF
There
have
been
some
significant
challenges.
Obviously
kovid's
set
us
back
a
little
bit,
but
we've
been
able
to
figure
out
how
we
could
launch
anyways
during
that
time,
which
has
been
really
exciting
and
then
there's
a
lot
of
stigma
that
is
associated
with
addiction
with
recovery,
both
internally
of
individuals
who
actively
use
drugs,
there's
actually
stigma
with
them
about
using
medication
to
help
them
work
through
recovery,
so
providing
education
to
that
population
to
our
own
population.
AF
AF
Some
really
precious
pieces
of
data
have
come
out
of
this
program
and
it's
important
to
note
that
the
the
data
is
we
have.
These
very
small
data
sets
right.
So,
as
we
gather
data,
we
try
to
interpret
it
as
accurately
as
possible
for
the
bits
that
we
have
and
then
apply
it.
So
we
can
have
a
functioning
program,
but
comparing
the
death
statistics
from
2019
to
2020,
what
we
saw
was
a
15
decrease
and
that
is
comparing
detention
deaths
to
the
community
deaths,
so
the
number
of
deaths
that
we
had
in
the
community.
AF
That
number
came
down
15
between
2020
and
2015..
Now
it's
hard
to
interpret
that
the
whys
behind
that
we
did
enter
into
covid.
So
we
don't
have
enough
time
to
be
able
to
do
a
solid
analysis,
but
that
number
went
in
the
right
direction.
We
were
very
pleased
to
see
that
one
year
of
data
showed
that
our
individuals
who
are
on
mat
when
they
come
into
the
building
have
an
average
length
of
stay
of
three
days,
and
this
is
really
significant
on
a
number
of
levels,
because
the
average
length
of
stay
overall
is
18
days.
AF
AF
AF
Yeah,
so
when
somebody's
on
the
medication,
typically
they've
got
more
stability,
factors
in
their
life
right,
they're,
working
through
addiction
and
and
so
their
their
addiction
likely
is
not
driving
crime.
That's
that's.
Leading
towards
arrest.
They've
got
typically
housing.
They
typically
have
jobs
that
are
enabling
them
to
pay
for
their
medication.
Overall,
there's
more
stability
factors
than
an
untreated
person
who
uses
drugs.
B
L
AF
That's
a
piece
one
example:
yep
that's
one
example:
the
risk
assessments
that
pre-trial
use
are
asking
about
jobs,
stability
of
housing,
those
factors
lend
into
the
judge's
determinations
on
release
prior
to
launching
into
our
next
phase
of
starting
new
patients
on
medications.
We
were
looking
at
our
volume
at
this
point.
AF
We
were
in
the
middle
of
covid,
and
so
we
had
to
determine
do
we
have
the
capacity
within
the
building,
with
the
restrictions
that
we're
operating
under
for
safety
to
introduce
a
new
population
and
more
of
a
workflow,
and
so
what
what
arose
from
that
data
analysis
was
individuals
who
were
already
on
mat
recidivated
at
a
rate
of
about
12
percent,
while
untreated
opioid
users
were
recidivating
at
a
30
percent
rate.
Now
this
is
also
a
really
interesting
number.
AF
This
is
only
nine
months
of
data,
and
at
this
time,
when
we
analyze
this
data,
we
were
only
counting
people
who
were
on
the
medication.
We
weren't
actually
continuing
it,
and
so
these
people
were
not
getting
active
services.
This
is
just
a
raw
count.
No
services
rendered
what's
the
number
telling
us,
and
so
with
with
very
limited
outreach.
AF
Extension
of
our
programming
is
the
community
advisory
panel.
This
is
a
group
of
about
10
individuals
in
the
community
who
have
a
history
of
arrest,
active
addiction
having
been
in
and
out
of
the
different
types
of
treatment
and
recovery
programs
that
communities
offer
and
they
provide
active
feedback
to
us
of
what
it
was
like
to
go
through
detention
to
go
through
detox
and
they
they
give
us
very
relevant
feedback
that
has
actually
impacted
and
influenced
the
direction
that
our
program
has
gone
and
we've
made
changes
accordingly.
AF
So
this
is
a
really
powerful
component
of
our
program.
We
have
a
lot
of
active
collaboration
and
some
new
collaborations
that
are
getting
ready
to
launch
some
exciting
ones,
with
the
child,
support
divisions
and
pre-trial
as
well.
We're
we're
super
thrilled
to
see
how
that
continues
to
unfold
in
the
months
to
come,
and
then
a
number
of
cross-disciplinary
partnerships.
We've
worked
very
closely
with
the
health
department
over
these
past
number
of
months,
starting
to
work
with
the
post-overdose
response
team,
community
parent
medicine
team,
creating
workflows.
AF
How
can
we
support
each
other's
work
and
really
tighten
the
communication
for
the
benefit
of
our
community
because
our
populations
do
overlap
and
then
some
exciting
things
on
the
forefront
in
regards
to
our
program,
evaluations,
figuring
out?
How
can
we
continue
to
to
analyze
this
data
in
a
way?
That's
accurate
and
constructive
for
future
evaluations
so
again,
2021
we're
really
focusing
on
those
death
numbers.
AF
AF
AF
It
will
either
come
through
our
re-entry
case
management
or
our
diversion
team
or
will
come
through
our
medical
contractor,
and
so
those
two
teams
will
receive
those
referrals,
they're
brilliant
about
teasing
out
and
identifying
who
the
best
reentry
resource
is
going
to
be,
and
they
filter
those
those
clients
those
needs
down
into
the
re-entry
portal.
So
it's
a
really
unified
work.
Those
two
teams
work
really
close
together,
have
great
communication
very
effective
in
their
work.
AF
And
then,
lastly,
this
diagram
is
just
a
spoken
wheel
model
of
how
our
team
receives
the
the
has
the
the
various
clients,
and
then
they
refer
them
out
to
the
respective
appropriate
resource
in
the
community.
We've
got
a
lot
of
partners.
Buncombe
county
is
a
wonderful
place.
Everyone
is
here
because
we
want
to
be
here
and
does
great
work
and
especially
working
together
so
again,
a
lot
of
collaboration
with
health
and
human
services,
the
justice
department,
a
lot
of
collaboration.
AF
So,
as
you
can
see
our
goals,
they
align
really
well
with
the
2025
strategic
plan
of
buncombe
county
right,
lowering
the
overdoses
in
our
community
working
on
that
jail
population
and
the
recidivism
helping
folks
stabilize
their
life.
So
they
can
live
well
and
then
again
incorporating
the
21st
century
policing.
AF
AG
Thank
you,
sir
evening,
I'm
tracy
going
I'm
the
medical
director
at
buncombe
county
detention
facility,
as
well
as
at
swain
recovery
center
out
in
black
mountain
and
the
women's
recovery
center.
Here
in
nashville,
I'm
an
addiction,
medicine
specialist.
I've
been
in
practice
for
about
25
years,
the
most
recent
14
back
here
in
the
united
states,
and
I
got
involved
in
the
medical
work
at
buncombe
county
because
of
sarah
and
the
team
there.
AG
I
was
fortunate
enough
to
be
asked
to
help
initiate
this
mat
treatment
program
and
it's
it
occurred
to
me
when
sarah-
and
I
were
talking
about
getting
up
here,
sharing
my
experiences.
I
realized
that
treating
opiate
use
disorder.
Patients
at
buncombe
county
is
similar
to
practicing
medicine
in
a
bush
hospital
in
the
nigerian
jungle
which
I
did
for
10
years,
they're
similar
in
these
ways.
AG
They
are
also
the
two
most
fulfilling
professional
experiences
I
have
I've
ever
had
and
lastly,
they
are
the
two
locations.
The
only
two
locations
where
I've
seen
practicing
medicine,
where
I
have
seen
grown
men
and
women
break
down
in
tears
when
they
are
offered
help
and
a
treatment
that
can
save
their
lives
and
change
their
lives
for
the
better.
AG
AG
You
see
a
little
bit
more
interest.
Wall
comes
down,
they
want
to
hear
more.
We
explain
to
them
that
their
reward
system
is
faulty,
so
their
natural
morphine,
their
endorphins,
is
and
or
the
receptors
where
those
endorphins
bind
is
faulty.
So
substances
when
they
take
substances,
they
have
a
different
experience
than
the
majority
of
the
population
and
it's
because
of
a
genetically
based
difference,
either
in
those
endorphins
in
natural
morphine
or
the
morphine
receptors
or
the
opioid
receptors.
AG
So
these
people
typically
have
gone
through
life
with
a
dis-ease,
a
baseline
and
hedonia
uncomfortable
in
their
own
skin
and
the
first
time
they
take
an
exogenous,
opiate
man,
the
lights
come
on.
This
is
it
they
feel
right
now,
the
beauty
of
buprenorphine,
the
medication
we
use
in
mat
is
it
binds
those
mu,
opioid
receptors
and
when
it
does
it
activates
the
receptor
people
feel
normal,
there's
no
craving,
there's
no
withdrawal
and
they're,
not
impaired,
they're,
actually
very,
very
functional.
The
other
advantage
of
this
is
that
it
has
a
strong,
binding
affinity.
AG
It
binds
that
receptor
it
binds.
It
strongly.
Has
a
long
half-life,
it
stays
on
there
a
long
time,
so
even
if
they
go
out
and
they
decide
they're
going
to
use
they're
going
to
figure
out
real
quickly,
even
though
we
tell
them
they're
not
going
to
feel
it
because
it
it
has
such
a
strong,
binding
affinity,
it'll
kick
heroin
off
of
receptor.
You
could
actually
use
it
almost
like
narcan,
essentially
if
you
had
to,
but
it's
a
whole
different
topic.
AG
They
start
to
feel
like
they're
back
part
of
the
community.
You
see
a
little
bit
of
glint
in
their
eyes.
Usually
through
tears
has
been
my
experience,
sharing
with
them
there
in
the
jail,
and
you
can
see
a
little
bit
of
the
fear
begin
to
dissipate,
because
nearly
every
patient
that
I've
had
at
buncombe
county
has
admitted
to
me
that
they
know
the
minute.
Their
foot
hits
that
pavement
outside
the
jail
they're
going
to
want
to
use,
and
they
also
admit
to
me
that
no
one
has
ever
offered
them
help
to
deal
with
that
desire.
AG
I've
actually
been
fortunate
enough
to
see
a
few
of
the
people
come
out
of
buncombe
county
and
show
up
over
at
swain
recovery
center
or
the
women's
recovery
center,
as
they
have
progressed
and
taken
the
next
step
in
their
recovery,
and
they
are
full
of
gratitude
and
hope.
So
I'm
here
just
mostly
tonight
to
thank
you.
Thank
you
for
supporting
this
program.
That
is
changing
lives,
it's
saving
lives
and
it's
bettering
our
community.
B
L
I'd
like
to
make
a
motion
to
accept
the
grant
funding
and
extend
the
position
as
long
as
the
funding
is
available,
and
just
if
I
could
just
additionally
just
to
say
a
tremendous
thank
you
to
sheriff
miller,
to
miss
gayton
to
dr
for
sharing
the
work
you've
been
doing,
but
really
just
the
substance
of
that
work.
It's
pretty
extraordinary
to
see
what
you've
built
in
this
time,
and
I
know
how
much
hard
work
it's
taken
and
it's
very
powerful
and
inspiring
to
see
the
ways
it's
it's
impacting
people's
lives
in
our
community.
L
A
AB
Yes
good
evening,
so
this
request
will
be
two
related
budget
amendments,
one
for
the
capital
projects
fund
and
one
for
the
grant
projects
ordinance
for
grant
projects
fund,
so
in
existence
is
the
inca
destination
grant.
So
this
is
the
greenway
and
it's
the
grant
that
com
is
comprised
of
some
tda
funding
support
a
few
fiscal
year
cycles
ago.
AB
Lingering
was
a
legacy
project
that
existed
in
our
capital
projects
fund
341,
which
we
referred
to
early
in
its
existence,
was
the
inca
destination
grant.
This
is
a
request
to
basically
move
the
280
000
that
exists
in
that
budget
to
be
paired
over
in
the
grants
projects
fund,
so
that
that
project
is
fully
and
collected
together.
A
AA
A
AB
AB
AB
We
have
missed
that
annual
contribution
in
the
last
fiscal
year
20
and
then
in
the
fiscal
year
21
budget
cycle,
as
the
audit
concluded
as
we
were
able
to
evaluate
the
reserves
in
our
internal
service
fund
and
we
achieve
some
savings
as
a
result
of
reduced
health
care
claims
out
of
the
internal
service
fund.
So
it's
our
health
and
dental
fund.
We
are
requesting
that
we
basically
catch
up
to
some
degree.
AB
Two
million
dollars
is
the
usual
annual,
our
ideal
annual
contribution,
but
we
are
asking
to
use
those
reserves
appropriate
it
from
the
internal
service
fund
fund,
balance
and
disperse
it
out
the
way
that
finance
needs
to
actually
expense
it
out
to
the
opeb
trust,
and
that
is
on
a
fte
allocation
basis.
That's
why
you
see
it
with
dollars
that
are
associated
in
the
general
fund
and
then
out
to
the
solid
waste
fund
and
into
the
inmate
commissary
fund,
because
those
are
all
funds
which
house,
salary
and
benefited
positions.
AA
AB
AB
AB
AB
AB
A
M
A
A
For
short
term
doesn't
sound
like
it
creates
a
problem,
but
if,
theoretically
it
was,
it
was
at
some
point,
it
would
be
a
problem
right.
So
just
maybe
there
needs
to
be
some
kind
of
mechanism
where,
if
it's
not
paid
each
year,
there's
at
least
a
disclosure
that
it's
not
being
done
for
cash
flow
purposes
or
other
reasons,
and
so
there's
some
awareness
about
it.
But.
A
AB
AB
A
A
A
A
All
in
favor,
please
say
aye
any
opposed,
and
finally,
as
we
discussed
earlier,
there
is
one
position
on
the
historic
resources.
Commission,
it's
been
advertised.
We
only
have
one
applicant,
as
was
as
commissioner
whites
has
mentioned
earlier,
so
we
need
to
make
a
decision
about
appointing
that
position
or
continuing
to
advertise
for
it,
which
is
definitely
an
option
as
well.
A
C
A
C
Just
real
quickly
do
you
want
to
when
you
want
the
interview.
Excuse
me
the
advertisement
to
stop.
You
wanted
the
friday
before
our
next
meeting,
which
would
be,
I
think,
the
12
or
so
that
would
give
us
approximately
about
about
a
week
to
advertise
so
to
fit.
We
can
I
mean
as
early
as
we
could
advertise
again
to
start
advertising.
We
would
be
tomorrow,
obviously,
but
legitimately
it
would
still
only
be
about
a
week
of
advertising.
C
A
A
I
have
a
couple
of
announcements
on
march
16th
at
3
p.m.
The
commissioners
will
hold
their
next
briefing
meeting
at
200
college
street
room
326
in
downtown
asheville
on
march
16th
at
5
p.m.
The
commissioners
will
hold
their
next
regular
meeting
at
200
college
street
room
326
in
downtown
asheville.
We
do
have
a
need
for
a
closed
session
to
discuss
an
economic
development
item.