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From YouTube: Board of Commissioners' Pre-Meeting (May 5, 2020)
Description
Pre-Meeting of the Buncombe County Board of Commissioners' for May 5, 2020.
A
A
Our
investment
policy
update,
be
given
by
dawn,
Warren,
dr.
Mullen
door
and
Fletch
tab
will
give
an
update
on
COBE
19
work,
and
then
we
have
the
fire
district
request
for
the
FY
21
budget,
so
we'll
be
hearing
from
folks
on
that
cleaning
our
staff
Jennifer
Barnett.
Are
there
any
other
items
anyone
wants
to
discuss
at
this
pre
meeting
today,
all
right
well
great,
so
first
up
is
the
mountain
mobility
contract
and
Matt.
Cable
is
gonna,
help
us
out
on
this
one.
B
We
have
a
brief
presentation:
it's
just
a
couple
of
slides
max
will
be
pulling
up
for
us
there.
It
is
so
mount.
Mobility
is
operating
contract
and
the
contract.
The
current
contract
that
we
have
is
set
to
expire,
June,
30th
of
2020
and
we'll
be
entering
into
a
new
contract,
beginning
July
1,
for
operation
of
that
service.
The
contract
covers
our
operating
of
mountain
mobility.
This
includes
our
door-to-door
demand
response
service,
as
well
as
our
deviated
fixed
route
Trailblazer
services.
B
It
includes
dispatching
and
deploying
of
the
vehicles,
so
actual
oversight
of
the
vehicles,
including
maintenance
of
the
vehicles
and
equipment.
Under
a
lease
agreement.
It
includes
hiring
and
management
of
the
reservationist
schedulers
vehicle
operators,
dispatch
and
all
other
operations
staff,
and
that's
the
largest
expense
generally
under
the
contract.
It
includes
investigating
any
and
all
accidents
and
incidents
that
involve
passengers
or
vehicles
and
equipment
and
another
major
expense
as
part
of
that
contract
is
ensuring
the
vehicles
and
operations.
B
The
County
issued
an
RFP
for
proposals
because
we
use
federal
and
state
funding,
grant
funding
to
support
this
contract
and
we
are
public
transit
operation.
We
adhere
to
federal
and
state
procurement
guidelines,
so
we
used
that
as
a
model
and
county
staff
in
the
planning
department
working
alongside
of
our
procurement
staff,
developed
a
schedule
for
this
RFP.
It
was
released
in
mid-february
on
February
17th.
We
offered
a
voluntary
pre-proposal
conference,
which
was
attended
by
two
of
the
proposers
where
we
provided
an
overview
of
the
system,
the
services,
the
operation
locations.
B
B
In
order
to
have
qualified
responses
on
March
22nd,
we
issued
another
addendum
to
the
RFP
if
you'll
recall,
March,
13th
and
March
12th
was
when
a
lot
of
things
happened
and
changed
related
to
Cove
at
19,
and
so
we
actually
had
to
issue
another
addendum
to
revise
our
submit
a
policy
and
procedure
for
that
particular
contract
to
make
that
an
electronic
process
with
that
change,
technical
proposals
would
be
due
March
27th.
Initially
they
were
to
submit
technical
and
cost
proposals
together
and
we
would
open
the
second
submit
all
of
the
cost
proposals
later.
B
But
here
we
receive
the
technical
proposals.
This
selection
committee
met
reviewed
them
as
a
group,
after
reviewing
them
independently
and
scored
and
provided
the
scoring
for
the
proposals.
Those
proposals
which
were
complete
and
qualified
submittals
were
asked
to
then
submit
a
cost
proposal.
Those
cost
proposals
were
due
on
April
the
8th
and
then
the
selection
committee
met
again
after
reviewing
them
independently
to
score
the
cost
proposals
between
then
and
April
27th
county
staff.
B
And
so
we
feel,
like
her
negotiations,
actually
been
fairly
successful
in
this
round.
If
you'll
recall
kind
of
in
our
initial
discussions,
we
anticipated
a
pretty
substantial
increase
in
costs
and
we're
not
seeing
that
now.
This
proposal
is
a
little
different
than
our
current
contract.
We
had
established
a
base
mileage,
that's
higher
than
our
current
base
mileage,
and
so
when
you
do
that,
your
costs
are
spread
a
little
differently,
but
our
proposed
rate
that
we've
arrived
at
through
negotiations
is
less
than
our
current
rate
per
mile.
So
that
is
an
achievement
within
that.
B
We've
also
had
other
achievement,
and
it's
been
part
of
our
negotiation
process
was
to
work
with
the
contractor
to
try
to
drive
up
the
wages
of
the
staff
that
will
be
employed
locally,
and
so
we
did
have
success
in
that
area
of
getting
within
that
first
three-year
term,
the
average
salary
across
all
positions
at
$15
or
higher.
So
that
was
a
win
through
that
negotiation
process.
B
B
It
so
there
and
it
will
include
in
the
contract
documents
both
the
the
hiring
wage
and
the
average
wage
for
employees,
and
our
goal
was
to
get
average
wages
across.
All
of
those,
I
will
say
that
there
are
a
number
of
positions
that
their
base
and
average
salaries
are
above
15
in
year
one,
and
so
it
was
working
through
those
other
salaries
for
perspective.
The
current
average
really
pay
for
vehicle
operators
is
twelve,
seventy
three,
and
so
that's
a
big
adjustment
over.
A
C
Good
afternoon
from
Mac
stuff
there
it
is
okay,
so
we
haven't
looked
at
our
investment
policy
since
1996,
so
it
was
time
to
take
a
look
at
it.
Bring
it
up
to
date,
make
sure
that
we
were
matching
what
state
statute
required.
That's
practiced
that
sort
of
thing.
So,
as
we
went
through
the
policy
made
some
changes
cleaned
it
up,
reordered
some
of
the
stuff,
most
notable.
We
had
to
replace
the
National
Association
of
security
dealers
because
they
no
longer
exist.
C
So
we
updated
that
to
the
Financial
Industry
Regulatory
Authority,
which
is
current.
Now
we
also
added
more
language
for
reporting
back
to
the
board
on
our
investments,
because
at
the
time
when
I
was
doing,
this
I
thought
that
we
were
gonna
actually
do
more
investments.
However,
now
I
don't
know
what
we're
gonna
do,
because
interest
rates
are
so
low,
so
it
totally
spoiled
my
plan.
However,
we
still
need
to
update
the
policy.
C
Also
a
we
updated
maximum
maturity
from
two
years
to
five
years.
Best
practice
is
to
have
a
maximum
maturity
from
the
date
of
settlement
out
to
five
years,
so
that
you
can
gain
some
more
yields
on
some
other
types
of
investments
doesn't
mean
that
we
would
go
out
to
five
years,
because
we
would
want
to
keep
our
portfolio
relatively
short,
probably
two
and
a
half
to
three
years,
but
the
way
we
were
limited
at
two
years.
We
couldn't
do
that
added
limits
to
the
investment
holdings
to
ensure
that
we
are
diversifying
this
is
best
practice.
C
You
don't
want
to
put
all
your
eggs
in
one
basket,
so
we
have
some
language
in
there
that
stipulates
how
much
should
be
in
federal
agencies
and
how
much
we
you'd
have
in
commercial
paper
and
that
sort
of
thing
we
also
added
some
language
on
prohibited
investments
and
practices.
Specifically,
we
wanted
to
make
sure
that
it
was
stated
that
we
wouldn't
be
chasing
yields.
C
Substance
of
the
investment
policy
didn't
change
a
whole
lot,
but
it
is
definitely
a
lot
cleaner
and
clearer,
so
I
plan
on
bringing
in
the
policy
to
you
on
the
next
meeting,
which
is
the
19th
and
I,
was
gonna
put
it
on
consent.
Unless
you
want
to
go
over
another
presentation
at
that
meeting,
I'm
happy
to
answer
any
questions
you
have
so.
D
D
A
A
Sure
I
think
I
think
a
short
presentation
will
be
fine.
I
mean
these
are
mostly.
It
sounds
like
technical
cleanup
items
for
the
most
part,
so,
but
I
think
that
this
Commissioner
said
it's
good
for
folks
to
know
that
this
is
all
invested
in
very
conservative
responsible
ways.
So
absolutely
all
right,
any
other
questions
or
comments
on
this
time,
all
right,
Thank
You,
mr.
Warren.
Thank
you
all
right,
dr.
Moreland
or
and
Fletcher
toe
he's
going
first,
thanks
for
being
here.
E
So
I'm
just
going
to
give
a
brief
update
of
where
we
are
and
what
we're
working
on
and
so
first
I
guess,
if
max,
can
pull
up
data
dashboard
other
one
sorry
Thanks.
So
this
is
our
new
data
dashboard
that
rolled
out
last
Thursday,
and
so
this
is
as
of
today.
This
is
still
accurate,
showing
the
number
of
cases
we
have
and
it's
the
top
left
graph
is
what
we
call
an
epi
curve.
E
It
shows,
on
a
day-to-day
basis,
the
number
of
new
positive
tests,
and
so
this
is
graphed
by
the
date
the
test
was
collected
and
then
down
below.
That
is
the
number
of
tests
that
have
been
performed
and
reported
to
us,
and
so
there's
a
caveat
there
that
this
count
represents
only
all
the
tests
that
have
been
reported
to
us.
E
We
know
that
we
may
not
have
an
inclusive
number,
but
it's
the
best
number
that's
available
to
us,
and
we
know
that
there's
a
lag
and
that
and
that's
where
that
shadowed
area
of
that
graph
shows
that
providers
don't
necessarily
report
their
testing
on
the
same
day.
They
do
it.
So
there
can
be
several
days
delay
and
and
but
that
curve,
that
number
is
updated
when
the
reports
come
to
us
and
if,
if
max,
if
you
can
hit
that
running
total
button
down
at
the
bottom
left
of
the
tests,
maybe
yeah.
E
So
that's
it's
showing
a
cumulative
right.
So
it's
it's
adding
up
everything!
So
there's
different
ways
to
look
at
that
information.
But
again
it's
all
summarized
over
on
the
right-hand
side,
where
it
says
the
total
number
of
cases,
the
total
number
of
deaths
and
the
total
number
of
tests
administered
and
reported
to
us,
and
then
we
still
have
that
demographic
information
about
the
cases
based
on
age
range,
ethnicity,
gender
and
race
data
as
self-reported
information,
and
so
we've
added
some
to
other
information
below
it.
F
Recent
additions
are
we
added
the
cases
in
deaths
per
100,000
residents
by
county
really
wait.
Take
away
from
this
one
is
that
out
of
the
ten
most
populous
counties
in
the
state,
we're
doing
really
well
as
far
as
numbers
I
think
that's
due
to
some
of
the
proactive
and
extensive
actions
we
took
early
on,
which
leads
us
to
the
the
bottom
right.
You
see
the
timeline
of
our
responses
versus
our
case
count
and
max.
If
you
go
play
through
this
again,
people
go
look
at
this.
E
So
you
know,
I
only
have
access
to
Buncombe,
County
information
or
state
information
as
a
whole,
but
what
I
can
say
from
conversations
I've
been
on
with
other
health
directors
of
other
counties?
The
amount
of
testing
we've
done
in
this
county
is
as
good,
if
not
better
than
some
of
these
larger
counties
slightly
larger
counties.
And
so
it's
not
I
would
say
it's
not
just
I.
Don't
want
people
to
think
Oh.
Our
case
count
is
low
because
we
haven't
done
as
much
testing
as
some
of
these
other
counties.
I.
Don't
think
we're
behind
that
I!
E
Don't
I,
don't
think.
That's
the
reason
and
and
the
guidance
is
and
we're
trying
to
get
people
everyone
to
understand
that,
while
weeks
ago
the
guidance
was
if
you
have
mild
symptoms,
stay
home,
isolate
yourself,
because
we
don't
have
enough
PPE,
because
there
isn't
enough
testing
capacity.
That
guidance
switched
on
the
20th
of
April
and
is
now.
If
you
have
symptoms,
we
want
you
to
get
tested
and
so
I
think
just
trying
to
push
continue
to
push
that
out
into
the
community
and
make
people
aware
that
it's
it's
okay,
call
your
health
care
provider.
E
Call
the
urgent
cares
they
will.
They
will
screen
you
and
if
you
meet
those
criteria
which
again
have
now
increased
as
well.
The
symptoms
have
increased
to
include
things
like
muscle,
aches
sore
throat
that
you
should
be
able
to
get
testing,
and
if
you
can't,
then
that's
where
you
call
us
and
we
will
help
you,
and
so
we
we
need
people
to
get
tested,
because
we
need
to
identify
them.
Give
them
proper
guidance.
Do
contact
tracing,
find
their
contacts
and
get
them
tested.
E
If
they're
symptomatic
and
I
heard
on
a
call
today
that
a
soon
there
will
be
guidance
to
test
their
asymptomatic,
close
contacts
as
well,
so
we're
we're
getting
to
a
point
where
we
be
doing
even
testing
of
asymptomatic
individuals
who
have
been
close
contacts
to
a
case.
So
I
think
that
there
has
been
a
lot
of
guidance
changes
through
this
whole
of
pandemic,
and
it
can
be
really
hard
for
people
to
keep
up
with.
E
What's
the
current
guidance-
and
there
probably
is
a
bit
of
fatigue
about
the
whole
thing
too
right
and
I
just
want
to
make
sure
that
people
who
have
symptoms
are
aware
they
should
get
tested
and
can
get
tested
our
self
checker.
So
we
launched
that
on
Thursday
as
well
as
of
the
end
of
yesterday,
we
had
270
individuals
complete
the
self
checker,
more
people
went
to
it
and
maybe
partially
went
through
it,
but
didn't
complete
the
entire
process,
so
270
completed
it.
E
A
hundred
and
fourteen
individuals
were
instructed
to
seek
care
which
and
get
testing
so
that
may
have
been
they
were
told,
to
call
9-1-1
or
to
call
their
health
care
provider
depending
on
how
severe
their
symptoms
were.
So
that's
42
percent
of
people
who
completed
it,
we're
given
instruction
to
follow
up
with
their
health
care
provider
or
with
9-1-1,
and
so
again
we're
encouraging
people
to
go
and
use
that
tool
that
helps
us
as
well
to
know.
E
What's
going
on
in
the
community
and
based
on
the
information
gathered,
we
potentially
could
know
where
we
need
to
focus
testing
if
there's
not
testing
in
the
community
and
so
max.
If
you
can
show
that
map
you
showed
earlier,
so
this
is
just
a
map
of
these
are
the
four
Mercy
urgent
cares:
the
range
urgent
care
all
Merriman
and
may
heck
Family
Health
Center.
Those
are
where
we
have
agreements.
You
know
where
we
can
send
people
who
don't
have
a
health
care
provider
or
where
their
health
care
provider
is
unable
to
test
them.
E
That's
where
they
can
call
do
some
telehealth,
be
screened
and
then
go
and
get
curbside
specimen
collection
for
testing,
and
we
are
in
contact
with
others
other
urgent
care
like
facilities
who
are
willing
to
see
the
general
public
people
who
aren't
don't
have
a
health
care
primary
care
provider.
So
this
map
we
will
continue
to
increase
that
we
just
created
yesterday
evening.
So
we
have
an
article
and
we
could
put
this
with
the
article,
but
that
was
just
created
by
our
das
team
yesterday
and
in
terms
of
testing.
E
So
again,
there
are
primary
care
providers
who
have
been
doing
testing
continued
adjusting
for
their
patient
population.
We
have
these
resources,
but
we're
also
looking
at
how.
How
can
we
get
testing
out
into
areas
where
people
might
not
have
transportation
or
might
have
other
barriers
to
get
to
one
of
these
clinics?
And
so
we
have
been
in
communication
with
our
FQHCs
federally
qualified
health
centers
in
town,
and
so
we
have
a
plan
to
start.
E
F
Good
evening,
so
dr.
mundo
talked
about
we're
greatly
expanding
our
testing
capabilities,
so
part
of
Governor
Cooper's.
Three
pronged
approach
was
increased
testing,
increased
capacity
for
contact,
tracing
and
consistent
downward
trends,
so
we're
doing
really
well
slowly,
but
gradually
increasing
testing
capacity.
As
far
as
contact
tracing,
we
have
a
local
pool,
expanded
pool,
that's
standing
by
as
soon
as
we
get
more
guidance
in
a
platform
from
the
state
to
do
that
locally.
F
We
also
know
the
states
expanding
a
statewide
campaigns
and
lists
people
in
that
effort,
so
we're
looking
good
on
contact
tracing
trends
a
little
bit
of
a
mixed
bag.
We
do
have
an
increased
case
count,
but
if
you
look
at
other
metrics
such
as
hospital
hospital
beds
available
IC
units
we're
doing
really
well
in
hospital
census.
So
as
we
look
at
the
combination
of
metrics
a
little
bit
different
directions
there,
but
still
looking
good
overall,
which
looks
as
put
just
in
a
good
setting
good
footing
to
step
into
phase
one
as
the
governor
laid
out.
F
We
know
he
laid
out
that
his
three
phase
approach
to
reopen
this
state
right
now.
We
just
have
a
skeletal
framework
of
what
that
looks
like,
but
I
think
we're
all
pretty
about
5:00
p.m.
today,
hopefully
getting
some
more
details
once
once.
We
get
some
more
details
on
what
phase
1
looks
like
we're:
gonna
digest
that
and
push
that
out
to
community
as
quickly
as
possible
in
an
informative
matter
manner.
So
everyone
can
start
planning
and
preparing
what
we
do
anticipate
from
previous
language
from
the
governor.
F
Is
that
the
big
biggest
difference
from
where
we
are
now
to
phase
one
is
that
there
will
be
some
relaxations
for
some
limited
non-essential,
retail
and
I.
Don't
know
much
more
specifics
than
that,
but
I'm,
anticipating
the
mass
gathering
guidance
to
say
this
to
say
the
same
for
10
people
until
Phase,
two,
you
and
some
other
guidance
about
gathering
venues
such
as
houses
of
worship,
restaurants,
entertainment
venues
to
stay
the
same
until
Phase,
two,
so
really
the
biggest
change.
We're
looking
at
anticipating
is
some
increased
retail
activity.
A
Fletcher
I
mean
again,
like
you
said:
we
don't
have
all
the
details.
Hopefully
this
will
get
fleshed
out
at
5
o'clock
by
the
governor
this
afternoon,
but
based
on
what
they've
said
at
this
point,
the
expectation
is
that
it'll
probably
be
all
retail
is
open,
but
with
different
protocols
for
safety
provisions
or
limitations
on
visitors.
Things
like
that
correct.
F
I,
don't
want
to
over
extending
guests
too
far,
but
we're
anticipating
something
like
that.
What
I
would
expect
to
see
is
various
things
very
similar
to
what
he
did
for
grocery
stores.
Where
there's
a
list
of
minimum
criteria,
you
have
to
meet
and
there's
gonna
be
a
capacity
limits
based
on
something
whether
it's
square
footage
but
there'll
be
capacity
limits.
F
Probably
people
have
to
post
it
on
the
exterior,
maybe
look
at
given
directions
for
walking
up
and
down
aisles
rearranging
stuff
to
accommodate
for
6
feet
where
you
can
encourage
you
in
front
my
employees
to
wear
some
sort
of
face
covering
things
like
that.
I
respect
in
the
nature,
the
spirit
of
it
it'd
be
very
similar
to
what
happened
in
the
grocery
stores.
F
F
Part
of
that
campaign
is
pretend
pushing
out
materials.
So
businesses
can't
post.
You
know
what
phase
one
entails
and
how
they're
meeting
that
criteria,
part
of
that
campaign
is
going
to
be
posting,
so
customers
as
they
enter
a
business,
will
know
what's
expected
of
them
as
far
as
their
behavior
and
what
they
need
to
be
doing,
and
then
the
last
part
of
that
campaign
will
be
for
businesses
to
present.
G
Do
you
all
it
sounds
like
there's
sort
of
a
bit
of
a
lag
time
between
the
updated
guidance,
around
testing,
all
symptomatic
people
and
that's
starting
to
really
show
up
in
the
numbers
we're
seeing.
It
looks
like
there's
sort
of
a
bit
of
a
bump
last
week,
but
can
you
kind
of
talk
through
any
more
specifically
like
how
many
tests
we
might
expect
to
see
on
a
daily
basis
in
a
week
or
so
or
two
weeks,
or
anything
like
that?
So.
E
There's
the
state
says
we
need
to
test
five
percent
of
our
population
within
a
month,
and
so,
if
you
do
the
math,
you
know
you
can
figure
out
how
much
proportionally
we
have
of
the
population
in
Buncombe
County,
but
they
again,
my
question
back
to
the
state
was
well
what,
if
I
don't
have
X
number
of
symptomatic
individuals
in
Buncombe
County
to
test
can
I?
Can
we
then
expand
testing
to
asymptomatic
and
and
so
I
think
what
I've
heard
back
is
that's
just
guidance.
E
We
know
that
there
have
been
there
are
some
counties
in
state
but
haven't
done
much
testing
at
all,
and
so
it's
more
of
a
sort
of
guide
for
them
to
say,
hey,
here's,
how
much
you
should
be
doing
or
might
want
to
sort
of
encourage,
more
testing
and
but
what
I
am
hearing?
It's
it's
more
like
a
tiered
approach.
You
start
with
your
symptomatic
and
vigils.
You
want
to
test
them
and
then
like
it,
what
I
said
earlier,
what
it
sounds
like
is
asymptomatic,
close
contacts
and
then
maybe
again
the
next
year
might
be
asymptomatic.
E
G
You
that
makes
a
lot
of
sense,
quick
question
you
had
mentioned
yesterday,
I
guess
in
the
update
the
community
update
and
then
it's
in
the
I
saw
the
numbers
in
the
data
that
that
number
of
latin
x
times
testing
positive
seems
to
be
kind
of
sharply
increasing
any
insights
into
what's
happening
there
and
in
ways
we
might
be
addressing
that.
So.
E
Yeah,
so
everybody
I
just
want
to
say
why
I
sometimes
in
hesitant
to
say
things
like
you
know.
My
first
job
right
is
to
protect
there's
protected
health
information.
We
were
hipaa-covered
entity
and
so
I
have
to
be
cautious
about
how
much
I
say
so
that
people
can't
be
identified.
So
it's
not
that
I'm
trying
to
not
to
be
transparent,
but
I
have
to
be
very
cautious
and
I
know
that
Tammy
Stewart,
our
compliance
officer,
is
somewhere
watching
me.
E
E
The
message
of
this
is
the
same
and
make
sure
that
no
matter
where
you're
at
at
home
or
work
to
make
sure
you're
able
to
follow
those
social
sensing
and
physical,
distancing
and
and
face
covering
guidance
and
hand
washing
I
feel
that
Apple's
trying
to
tell
me
something.
But
we
are
working
with
our
community
engagement
team
and
with
community
partners
to
make
sure
that
we
are
getting
into
those
populations
as
well
to
increase
testing
thanks
and
I.
Didn't
mean
to
trigger.
H
A
Still
have
one
more
question
on
testing
so
in
terms
of
the
state
policy.
So,
as
you
said,
there's
been
different.
You
know
what
the
guidance
was
two
weeks
ago.
It
was
different
than
it
is
today
and
it'll
be
different,
the
future,
but
in
terms
of
what
it
is
today
from
the
state.
So
I've
heard
two
different
country,
different
formulas.
A
You
know
if
we
did
our
proportional
part,
I
think
the
numbers
are
between
125
and
a
hundred
75
per
day.
If
we
were
doing
like
because
north
welcomed
counties
two
and
a
half
percent
of
the
whole
population
right.
So
if
the
whole
populations
doing
five
to
seven
thousand
a
day
here
in
Buncombe,
County
we'd
be
doing
around
125
275
to
do
our
proportional
amount.
If
we
were
gonna
do
five
percent
of
the
county
in
30
days,
that's
like
like
12,000
or
so
so
quite
a
bit
quite
a
bit
more.
A
What
is
the
in
both
of
those
numbers
are
more
than
we
are
doing
currently,
even
if
we
were
going
for
the
smaller
range,
but
which
of
those
two
things
is
the
state's
kind
of
official
position
at
this
time,
or
are
they
just
both
things
that
you
know
some
of
the
health
officials
and
political
leadership
of
the
state
have
stated,
but
neither
of
them
is
like
the
formal
position.
Yeah.
E
E
The
answer
was
it's
just
it's
just
guidance
and
that
again
we
what
we
want
is
to
make
sure
that
everybody
who
has
symptoms
is
getting
tested,
that's
first
and
foremost,
and
so,
if
you
test
all
those
people
and
you
and
you
can
find
no
one
else
who
has
symptoms
in
your
County
and
you
haven't
reached
your
goal,
that's
okay,
and
that's
where
and
that's
where
you
might
get
the
the
ability
to
say.
Okay,
now
we
can
go
and
start
testing,
asymptomatic
individuals
and.
E
Think
it's
a
it's
not
like
we're
going
to
be
allocated.
It's
a
it's
a
based
solely
on
population
alone,
but
we
know
that
there
are
pockets
in
the
state
where
there
are
as
a
heavier
burden
of
disease.
Right
like
I
mean
we're
seeing
that
and
like
the
mecklenburg
area
and
then
we're
seeing
on
other
parts
of
the
state.
Where
is
there
still
one
County
who
has
not
reported
a
case
I
feel
like
it's
been
at
99
counties
for
a
while,
but
so
I
think
it's
just
a
suggestion.
E
E
E
Are
saying
only
currently,
the
guidance
is
focus
the
clinicians
if
they
suspect
people
of
having
kovat,
they
should
be
testing
the
guidance
about
asymptomatic
testing
currently
is
only
if
there's
an
outbreak
in
a
long-term
care
facility.
If
there's
a
case
in
a
long-term
care
facility,
they
encourage
testing
of
all
staff
and
residents
asymptomatic
and
symptomatic.
Currently
there
is
no
guidance
from
the
state
about
taste-testing
asymptomatic
individuals
than
any
other
way.
Now
the
CDC
guidance
just
changed,
and
so
I
a
private
dot
can
do
whatever
they
want.
Really,
you
know.
E
A
To
provider
and
I'm
not
trying
to
berate
this
Boozer,
these
are
important,
important
public
health.
You
know
decisions
I
just
wanted
to
clarify
whether
the
there's
they're
not
giving
affirmative
guidance
to
test
beyond
people
who
have
symptoms
or
if
they
are
giving
affirmative
guidance.
Don't
do
that
they're.
E
Not
giving
affirmative
they're
just
saying
your
first
priority
should
be
all
the
symptomatic
individuals,
don't
waste
testing
on
asymptomatic
individuals
before
you've
done
you've
found
all
the
asymptomatic
right
and
so
I
want
to
make
sure
that
those
symptomatic
individuals
are
getting
priority
right
that
that's!
Those
are
people
we
know
are
more
likely
to
have
Kovan
19,
and
so
we
need
to
make
sure
that
we're
reaching
them
first
and
foremost
and
I.
Don't
know
that
we're
doing
that
yet
I
get
I,
see
what
I
think.
A
E
When
you
test
an
asymptomatic
individual
one
time,
all
you
know
is
that
that
will
put
more
moment
in
time.
They
didn't
have
Kovan
19.
When
do
you
retest
them
I
think
that's
the
and
that's
where
the
state
I
will
say.
That's
where
the
state
currently
is
looking
at
other
states
who
are
further
along
and
epidemic
in
this
pandemic,
to
learn
from
them
and
see
like
okay,
so
you
tested
initially
these
asymptomatic
individuals.
A
Right
it
just
but
I
guess
I,
just
you
know
when
we
look
at
our
region,
you
know
the
places
where
this
outbreaks
are
occurring
that
are
causing
a
lot
of
illness
and
a
lot
of
death
are
in
these.
You
know:
congregated
senior,
citizen,
centers,
right
and
they're,
sometimes
and
others.
So
it
just
seems
like
the
obvious
thing
is
that
we
need
to
be
regularly
testing
the
staff
who
work
in
those
facilities.
A
E
Again,
it's
not.
They
are
actively
like
on
the
call
today
at
one
o'clock.
They
said
we
are
anticipating
having
an
answer
for
when
we
know
how
frequently
to
retest
these
individuals
and
I
think
once
they
have
that
understood
and
have
a
feel
like
that's
good
and
will
give
us
good
and
accurate
coverage
and
and
actionable
results,
then
they'll
say,
go
forth
and
you
like
here's,
here's
the
guidance,
but
until
we
get
that
it's
like
we
do
it
once
and
then
we
don't
know
when
to
go
back
again
kind
of
thing
and
so
I.
E
G
E
E
But
you
know
the
the
labs
have
this
the
supply
kits
that
can
be
used
for
testing
and
the
providers
when
they're
requesting
those
supplies
from
their
lab.
You
know
account
execs
they're
getting
them,
and
then
some
providers
have
even
go
on
their
own
route
and
ordered
supplies
from
supply
companies.
And
then
you
can
use
those
supplies
to
send
the
tests
to
live
core.
So
I'm
not
hearing
that
being
an
issue
as
PPE
is
still
a
significant
issue
and
I
know
the
state
expressed
that
and
cost
to
the
federal
government
over
the
weekend.
E
A
H
A
H
I
Mr.
chairman,
yes,
sir,
on
April
30th
at
11:15,
the
board
of
Commission
received
an
email
on
a
stay
home
declaration
that
was
going
out
to
a
public
at
2:30
that
afternoon
and
asked
if
we
had
any
questions
and
at
2:30
we
had
the
media
briefing
and
you
signed
that
declaration,
basically
saying
that
the
Board
of
Commissioners
do
hereby
adopt.
We
didn't.
I
We
didn't
discuss
those
issues,
but
number
six
of
that
declaration
said
that
by
and
with
extend
the
mayor's
and
miss
Patty's
of
Buncombe
County,
and
then
on
that
evening
the
news
reported
that
we
were
aligning
with
the
state
and
then
Friday
the
town
of
weave
real
pulled
out.
I
would
like
to
see
if
the
commissioners
would
add
a
discussion
of
the
stay
home
order
that
was
adopted
last
Thursday
in
relation
to
as
to
why
we
reveal,
may
have
pulled
out
and
did
we
truly
aligned
with
the
governor.
D
A
J
D
We
don't
we
don't
we
don't
need
to
cut
into
their
their
time
and
then,
when
we
discuss
it,
how
about
this?
What
if
we?
If
we
discuss
in
our
regular
meeting,
then
we
could
probably
have
a
probably
have
a
better
discussion,
because
we
don't
because
in
that
meeting
we
kind
of
finish
whenever
we
finish
so
we
might,
it
might
be
a
little
bit
freer
to
discuss
and
maybe
some
good
ideas
come
out
of
it.
So.
A
D
I
Rather
start
at
the
five
o'clock
meeting
so
that
we
don't
take
away
from
them
in
the
budget,
presentation
and
hurry
through
all
this
stuff.
This,
because
we
want
to
talk
about
this,
I
mean
it
wasn't
on
the
agenda
for
this
pre
meeting
and
then
so
I'm,
the
saying
we
move
it
to
five
o'clock
that
way.
We
give
ample
time
for
the
presentations
that
are
on
this
meeting
for
this
pre
meeting.
A
My
only
you
know
if
there's
I
don't
know
how
long
this
is
gonna
take
if
we
get
through
with
with
it
early
they'll
just
be
additional
time
there.
So
my
sense
was,
you
know
we
could
we
could
use
it?
Why
don't
we
go
ahead
and
take
up?
The
next
agenda
item
see
how
long
it
takes
if
there's
not
much
time
left
over
I
think
you
know
certainly
rolling
it
over
is
what
we
would
need
to
do.
So
is
everyone
okay,
proceeding
to
go
ahead
and
take
up?
A
K
C
L
We're
here
today
to
discuss
our
increase
that
we're
looking
at
for
our
budget
prior
to
this
budget
year,
an
issue
that
our
board
of
directors
addressed
was
the
lack
of
staffing
at
one
of
our
fire
stations.
We
currently
have
one
station,
that's
only
man
with
one
firefighter
per
shift,
and
that
is
an
unsafe
practice.
We've
had
an
issue
with
it,
with
personnel
we've
had
public
issues
etc
in
the
past.
So
it's
something
that
our
board
had
started.
L
Looking
at
prior
to
this
budget
year,
once
we
received
our
estimations
of
what
our
growth
was
going
to
be
for
the
year,
we're
only
looking
about
$16,000
and
some
change
in
growth.
We
cannot
hire
a
fourth
firefighter
on
that
amount,
so
we're
requesting
to
go
from
14.5
cents
to
sixteen
point:
five
cents
that
Nets
us
a
growth
of
95
thousand
two
hundred
and
fifty
eight
dollars
and
I
do
believe.
L
L
D
L
Yeah,
okay,
well,
I'll
go
through.
These
are
just
our
upcoming
issues
for
the
budget
year,
so
country
number
one
was
our
apparatus
payments.
They
change
from
twenty
five
thousand
to
fifty
one
thousand
for
8192
for
the
year.
That
is
an
increase
of
twenty
six
thousand
four
eighty
one
that
is
in
change
of
the
twenty
five
thousand
we
had
set
forth
who
us
for
apparatus
that
we
had
previously
purchased.
We
paid
that
amount
off
in
order
to
purchase
the
new
fire
engine
that
we
purchased
this
year.
What
I
came
to
y'all
with
last
year?
L
Those
three
items
have
an
increase
of
one
hundred
and
twenty
three
thousand
five
hundred
and
sixty
three
dollars
and
ninety
two
cents.
Our
projected
growth
was
sixteen
thousand
two
hundred
and
forty
two
dollars,
and
that
gives
a
balance
of
a
hundred
and
seven
thousand
three
hundred
and
twenty
one
dollars
and
ninety
two
cents.
The
two
cent
increase
will
net
us.
Ninety
five
thousand
two
hundred
and
fifty
eight,
which
relieves
a
remainder
of
twelve
thousand
sixty
three
ninety
two
to
fajn
within
our
budget.
We
were
able
to
find
that
within
our
budget.
L
If
worst-case
scenario,
we
can
take
some
of
our
savings
and
go
back
and
make
X
amount
of
those
apparatus
payments
out
of
our
savings
to
make
up
that.
That
way,
we
don't
have
to
cut
in
the
line
items
we
don't
have
to
cut
into
personnel,
etc.
So
we've
yep
there's
most
of
it
breaks
down
in
there
as
well
excellent.
Thank
you.
L
You're,
looking
at
anywhere
from
a
five
to
eight
minutes
response
time
to
have
those
two
people
come
to
back
up
the
one
person
coming
from
a
rain
station,
those
minutes
matter
having
that
one
person
can
be
a
life-or-death
situation
and
the
same
thing
comes
from
our
mutual
aid.
There's
no
easy
way
to
get
to
that
station,
so
you've
got
a
drawn-out
time
for
mutual
aid
as
well.
So
the
board
has
identified
that
as
a
need.
It
has
a
safety
need
for
the
public
and
it's
a
safety
need
for
our
fire
department.
L
You
know
we
understand
that
this
is
a
hard
time
to
come
and
ask
for
an
increase.
Our
board
is
very
aware
of
that,
but,
like
I
said,
they
started
this
process
long
before
any
of
this
happened,
and
it's
something
they
want
to
see
through
for
the
good
of
our
taxpayers
and
for
the
good
of
our
Fire
District.
So
that's
kind
of
how
I've
got
just
as
a
quick
break
down
and
I'll
be
glad
to
answer
any
other
questions
as
far
as
loans
etc,
where
we
need
to
be
with
that.
I
L
We
actually
be
well,
they
wouldn't
be
percent
shift,
so
we
were
probably
filling
with
anywhere
from
five
to
seven
part-timers
somewhere
I
ran
in
there
because
they
would
not
be
essential,
and
we
just
did
like
I
said,
set
at
$12
an
hour
for
the
8760
of
ours,
which
you're
familiar
with
that's
where
the
105
and
120
comes
from.
We
with
we've
got
a
great
amount
of
part-time
staffing
right
now,
so
we
would
probably
adding
three
to
four
people
to
our
roster.
Currently,
that
would
be
what
we
were
looking
at
and.
L
J
L
L
So
long
story
short
on
that
we
started
off.
The
board
had
approved
forty
thousand
dollars
that
was
at
in
the
sanket
bunk
room
in
the
office.
It
was
a
hundred
and
thirty
six
thousand
dollars
just
to
bring
the
building
back
up
to
code
to
go
above
and
beyond,
for
the
sprinkler
system,
etc.
Whole
nine
yards,
our
total,
actually
was
237
703.
L
That's
the
number
that
came
out
of
reserves
for
that
amount,
and
that
was
start
to
finish
every
single
option,
because
we
could
the
initial
hundred
and
thirty
six
thousand
was
to
bring
it
up
to
code
from
when
the
contractor
started.
So
when
the
contractor
did
the
work,
it
was
not
a
24-hour
station.
So
therefore
did
not
have
to
have
the
egress
doors.
J
J
L
Sir,
that's
correct
so,
in
speaking
with
you
know,
members
of
the
public
etc
and
prior
to
the
building
being
shut
down
due
to
kovat.
We
have
people
come
in
and
out,
and
that's
been
a
topic
of
discussion
and
what
we
did
two
years
ago
when
we
started
staffing
that
station
we
had
a
great
response
from
the
community
about
that
and
they
realized
that
with
the
amount
of
training
etc,
that
is
on
a
volunteer.
It
is
hard
to
get
volunteers
that
have
the
time
to
do
that,
so
to
answer
the
calls
with
increasing
call
volume,
etc.
L
We
have
to
hire
staff,
you
know,
and
the
public
is
very
understanding
of
that
and
they've
been
more
than
supportive.
Simply
of
hey,
I
need
to
come
by
the
station
for
a
question
or
directions,
etc.
Having
those
people
there
is
great
for
the
community,
you
know
just
for
day-to-day
activities,
not
to
mention
the
decreased
response
time,
because
I
know
you've
been
in
that
area.
But
for
the
folks
that
haven't
I
mean
there's
areas
of
district
too,
for
we
don't
have
staffing
there.
You
can
have
a
12-minute
response
time
for
our
main
station.
L
That
is
a
long
time
and
it's
nothing
that
can
be
changes
due
to
the
layout
of
the
roads
and
due
to
the
nature
of
the
community.
It's
just
part
of
life.
So
we
have
to
have
that
staffing,
because
that
is
a
long
time
for
one
person
to
be
there,
whether
it
be
a
simple
call
or
cardiac
arrest
or
a
fire.
That
is
a
very
serious
issue.
So
that's
something
that's
a
need
that
our
board
has
said.
L
J
D
M
D
Know
in
two
sentences
because
is
a
good
bid,
so
we
just
have
to
make
sure
that
the
that
the
need
is
there
and
just
out
of
curiosity
when
you're,
when
you're
I,
don't
think
you
gave
you
know
your
information
is
fine
and
detailed
enough
when
we're.
Where
would
twelve
minutes
be
just
four,
so
my
thought
process,
if
you're
running
from
where
you
talked
about
twelve
minutes
from
Beaver
Dam
or
if
you
had
to
run
it
from
your
from.
L
The
main
station,
so
some
of
the
areas
we've
got
at
the
head
of
Billy
Coe,
some
of
the
areas
we've
gotten
ahead
of
Smith
coat
some
of
the
areas
we
have
off
a
bear
farm
road
due
to
those
being
further
out,
and
we
have
had
fires
on
all
three
of
those
roads.
Those
are
areas
that
can
take
10
to
12
minutes
in
a
large
apparatus,
simply
fast
from
our
main
station
yeah.
L
Get
there
there's
not
in
the
same
thing,
so
we
have
city
of
Asheville,
Inka,
Candler,
Scotland
and
West
Buncombe
all
on
our
mutual
aid,
so
in
doing
that,
Inka
camera
ously
going
to
be
the
next
new
apparatus
through
there,
but
even
from
Beaver,
Dam
area,
etc.
By
the
time
you
either
go,
Queen,
Road,
Inka,
high
school,
etc.
They're
still,
even
though
mileage
wise
is
not
that
far
due
to
the
nature
of
the
roads
and
a
large
apparatus
is
gonna,
take
an
extended
amount
of
time.
Okay,.
L
Any
structure,
fires,
MVAs,
etc.
Yes,
all
of
our
small
medical
calls
are
either
run
out
of
a
small
brush
truck
or
out
of
a
suburban.
So
you
will
cut
some
time
off
on
medical
calls,
but
anything
else
we
do
have
to
have
at
least
one
large
apparatus
go,
whether
it
be
a
fire
fire
alarm,
MVA
rescue,
etc.
Okay,
thanks,
yes,
sir
appreciate
you
chief.
L
L
Yeah
we
we
did,
we
had
been
stationed
and
prior
to
so
we
actually
went
from
a
6
9
s
to
a
5
90.
So
during
ours
we
were
able
to
lower,
and
that
was
82
percent
of
our
district
saw
a
decrease
from
a
9
to
5,
simply
because
of
the
water
haul,
et
cetera.
So
before
all
this
happened,
we
were
rated,
so
it
was
rated
within
that
station
being
done
so
yeah.
L
L
L
So,
if
you
like
said
if
you'd
like
to
come,
I
can
show
you
the
breakdown
and
what
does
OSF
M
comes
through
and
it's
a
point
space
system
and
they
can
say:
here's
where
you
did
good.
Here's
where
you
have
improvements
or
need
improvements,
so
ours,
one
of
our
improvements
with
staffing.
Another
improvement
was
apparatus
and
another
provement
is
training
time
and
training
hours.
L
So
those
are
three
places
that
we
can
improve
to
lower
those
points,
one
of
them
a
half,
a
point
itself,
which
is
a
good
portion
when
you're
looking
at
three
and
a
half
points
was
the
apparatus
that's
guaranteed
because
we'll
have
the
apparatus
we're
gonna
be
taking
delivery
of
it.
In
may
staffing
adds
another,
probably
three
quarters
to
a
point
depending
on
where
it
is,
then
you
can
make
the
rest
up
in
training
out.
So
we
were
very
close
to
a
four
currently
okay.
D
L
L
D
L
Oh
absolutely
and
that's
and
that's
definitely
our
goal.
That's
the
direction
we're
heading.
You
know
we
just
were
rated
a
year
and
a
half
ago,
so
we've
got
three
and
a
half
years
on
that
minimum,
the
state's
trying
to
do
every
five
years.
In
reality,
it's
probably
gonna
be
six
to
seven
due
to
the
amount
that
they've
got
to
do,
but
within
within
a
five
year
period
we
will
be
rewrite
it
again
and.
D
I
I
Commissioner,
the
once
the
fire
department
lowers
their
insurance
rating
that
goes
to
the
Insurance
Bureau
in
the
state,
and
that
goes
out
to
all
the
the
insurance
agents,
and
then
it
should
have
all
to
automatically
be
put
in,
so
that
people
need
to
realize
that
if,
if
on
their
insurance,
it's
still
saying
a
class
nine.
Knowing
that
the
fire
department
is
a
class
four
or
five,
they
need
to
make
sure
they
call
their
insurance
agent.
So.
D
I,
add
that
to
my
to-do
list
at
my
home
or
then
I'm,
not
sure
that
everybody's
doing
that
and
I
think
that's
my
point.
Connector
pennilyn
I
just
want
people
to
and
I'm
not
saying
an
insurance
companies
are
charge
more
than
they
should
at
all.
You
know
I'm
just
saying
that
the
public
I
mean
for
some
some
people,
that's
if
you're
paying
$1,200
a
year
for
insurance.
You
know
that
could
be
a
couple
hundred
bucks.
L
L
If
you're
with
outside
a
thousand
foot
of
a
500,
you
would
have
the
class
9
well,
we
only
have
45
hundreds
for
32
square
mile
district,
so,
as
you
can
see,
82%
of
our
district
was
non
hundred
in
doing
the
water
hall.
At
that
point,
we
were
able
to
lower
to
the
5
9
e.
So
what
that
means
is
everything
within
our
five
mile
districts
would
now
be
a
class
5.
The
9
e
applies
to
what's
called
6
mile
fire
district
in
ours.
L
For
example,
we
only
have
about
15
residences
that
are
in
that
six
mile
fire
district
there's
a
few
outlying
up
towards
the
Blue
Ridge
Parkway,
and
a
few
outlying
on
Davis
Creek
area,
then,
and
that's
just
strictly.
Unless
there
was
another
station
built,
there
would
be
no
way
to
encompass
us
within
the
five
model
district.
But
as
far
as
that,
like
I
said,
82%
of
our
district
went
from
a
class
nine
down
to
a
class
five
on
this
last
and
we
want
to
we're
working
diligently
towards
getting
a
class
four.
So,
okay
thanks!
Thank
you.
K
So,
for
today
we
buy
my
clicker
all
right
so
for
the
remainder
of
our
budget
session,
a
quick
review
of
our
agenda.
We
will
quickly
revisit
our
budget
meeting
calendar
for
the
fiscal
year.
2021
planning
cycle
I
will
review
for
you
today
the
fiscal
year
2020
financial
projection
and
we
will
follow
up
so
provide
you
with
some
information
that
were
questions
from
you
from
our
previous
meetings.
Together.
K
So
today,
hearing
from
fire
districts
and
then
the
fiscal
year
2020
year
in
projected
estimates
for
our
May
19th
pre
meeting.
We
are
scheduled
to
hear
from
our
education
partners
a
BTEC
Buncombe
County
Schools
and
Asheville
City
Schools.
We
have
worked
with
you,
while
the
county
manager
has
to
establish
a
special
budget
work
session
at
1:00
p.m.
on
May,
the
21st,
where
we
will
review
a
second
pass
budget
leading
into
June.
F
K
D
K
D
M
D
K
K
Currently,
the
fiscal
year
20
budget
totals
three
hundred
and
thirty
nine
point.
Three
million
dollars
in
expenditures.
Revenues
are
made
up
of
three
hundred
and
twenty
four
point:
five
million
in
budgeted
revenues
with
an
appropriation
of
fourteen
point,
eight
million
a
fund
balance
and
this
so
the
revenues
and
the
expenditures
together
balance
the
current
budget.
As
a
reminder,
projections
are
estimates
based
on
what
we
know
and
can
assume
at
a
point
in
time.
Sales
tax
estimates
continue
to
be
our
largest
area
of
uncertainty
and
March.
K
K
Reminder
that
our
focus
in
the
in
the
projection
is
on
the
general
fund,
beginning
with
revenues,
the
current
total
budgeted
revenue
is
three
hundred
and
twenty
four
point:
five
million,
which
does
not
include
appropriated
fun
balance.
The
graph
represents
three
of
our
largest
revenue
sources,
the
ad
valorem
sales
tax
and
restricted
intergovernmental.
K
These
three
revenues
total
284
million
of
the
three
hundred
and
twenty
four
point:
five
million
dollar
budget
budget
staff
with
input
from
departments
are
estimating
that
a
revenue
projection
across
all
revenues
will
total
three
hundred
and
sixteen
point
four
million
dollars
this.
We
would
receive
or
realize
approximately
ninety
seven
point,
five
of
the
budgeted
revenues
and
again
this
is
not
including
the
appropriate
balance.
So
we
expect
to
receive
ninety
seven
point.
Five
percent
of
the
three
hundred
and
twenty
four
point:
five
million.
K
K
K
We've
also
discussed
that
the
ad
valorem
collection
rate
for
the
current
fiscal
year
is
trending
lower
than
the
budgeted.
Ninety
nine
point:
seven:
five
percent
collection
rate
as
of
end
of
business.
Yesterday,
we've
collected
ninety
nine
point:
zero,
two
percent
of
our
current
year
ad
valorem,
another
portion
of
ad
valorem
tax
revenue
is
our
registered
motor
vehicle
property
tax
and
our
restricted
intergovernmental
is
projected
to
be
approximately
forty
two
point:
five
of
the
forty
four
point:
seven
million.
K
All
three
of
these
revenues
have
the
potential
to
come
in
lower.
Then
we
have
estimated
based
on
pandemic
circumstances,
ad
valorem
and
sales
tax.
For
obvious
reasons,
however,
restricted
intergovernmental
could
also
be
impacted,
as
departments
that
receive
restricted
intergovernmental
revenues
are
not
spending
program
dollars.
At
the
same
level,
therefore,
it
yields
less
revenues.
H
The
governor
just
signed
yesterday
he
had
a
holiday
so
to
speak
for
vehicle
registration.
So
you
don't
have
to
pay
your
vehicles.
That
is
due
anyway
between
now
to
August.
So
that
would
be
an
impact
to
our
revenue
sources
that
we
wouldn't
see,
and
that
represents
about
twenty
million
dollars
for
Buncombe
County
as
a
whole
for
the
year.
So
we're
not
sure
what
that
last
quarter
is
going
to
do
to
our
revenues.
D
K
So
for
the
fiscal
year,
twenty
one
budget
we
have,
we
have
reviewed
and
essentially
decrease
any
projected
growth.
So
we
kind
of
took
that
model
that
estimation
and
carried
that
through
into
the
next
fiscal
year,
trying
to
understand
and
project
the
best
of
our
ability,
the
impact
beginning
July,
leading
up
through
December,
with
a
little
more
significant
impact
in
our
fiscal
year.
K
Twenty
one
estimate
we
can
and
we
will
definitely
review
that
in
more
detail
on
our
May
21st
session,
but
we've
we
have
taken
that
into
account
and
right
now
we
are
estimating
for
fiscal
year.
Twenty
one,
your
end
for
sales
tax
to
be
at
about
thirty
million,
which
is
where
we
are
currently
estimating
to
end
for
fiscal
year
2010.
If
you'll
remember,
we
started
out
relatively
high
doing
really
well
at
the
beginning
of
the
fiscal
year,
then,
with
projections
to
dip
considerably
lower.
K
Switching
to
expenditures
the
total
amended
budget
is
three
hundred
and
thirty
nine
point:
three
million
current
estimated
year
in
total
expenditures
is
three
hundred
and
twenty-one
million
three
hundred
and
twenty-one
million
represents
ninety
four
per
ninety
four
point:
six
percent
of
the
total
budget.
There
are
three
largest
expenditure:
Ledger's
are
salaries
and
benefits,
program,
support
and
operating
these
three
total
three
hundred
and
eleven
million
of
the
three
hundred
and
thirty
nine
million
dollar
expenditure
budget
and
another
twenty
two
million
of
that
is
our
debt
service,
which
we
expect
to
fully
expend
for
fiscal
year.
2011.
K
Benefits
totals
one
hundred
and
forty
five
million,
and
we
expect
to
spend
ninety-eight
percent
for
programs
support
education.
Funding
makes
up
the
majority
of
program
support
at
approximately
eighty.
Eight
million
and
economic
development
totals
three
point:
four:
six
million,
with
the
remaining
program:
support
dollars
across
various
departments,
much
more
heavily
in
Health
and
Human
Services
for
a
total
budget
of
one
hundred
and
sixteen
point,
four
million.
We
are
projecting
that
we
will
spend
approximately
96
percent
of
program.
Support
operating
budget
totals
fifty
point
two
million
and
we
anticipate
spending
approximately
eighty
percent.
K
So
what
does
it
look
like
when
we
put
revenues
and
expenditures
together?
So
the
current
fiscal
year,
20
amended
budget
appropriates
14.8
million
as
the
amount
that
balances
the
revenues
with
the
expenditures?
Looking
at
projected
year-end
estimates
for
revenues
and
expenditures
combined,
we
are
estimating
a
potential
use
of
fund
balance
of
4.6
million
dollars.
K
One
of
the
topics
is
around
cost
of
living.
So
just
as
a
reminder,
the
current
personal
ordinance
has
language
where
a
cost
of
living
adjustment
is
effective
in
April
of
each
fiscal
year
cycle
and
that
the
percentage
change
is
calculated
in
January,
using
the
December
year-over-year
change
of
Consumer,
Price
Index
for
urban
earners
and
clerical
workers.
K
What
we
would
propose
is
that
we
would
bring
back
to
you
all
between
January
and
April
of
2021,
this
percent
calculation
and
would
request
from
you
at
that
time
a
decision
for
any
implementation
of
a
cost-of-living
adjustment
for
fiscal
year
21,
which
would
then
subsequently
impact
fiscal
year.
2022.
K
Since
the
time
of
our
budget
session
together,
it's
been
communicated
that
the
request
for
the
expanded
visitation
has
been
withdrawn
due
to
the
continuing
limitations
of
social
distancing
and
that
we
will
revisit
this
requested
item
at
a
later
date.
I,
don't
know
if
Commissioner
beech
Ferrara
has
anything
additional
she'd
like
to
add
or
I.
G
Think
that
pretty
much
sums
it
up
I
did
have
opportunity
to
just
discuss
this
with
sheriff
Miller
and
hear
his
updates,
and
it
sounds
like
there's
a
continues
to
be
a
strong
commitment
to
being
able
to
implement
in-person
visitation
when
it's
safe
to
do
so,
and
then
the
other
factor
is
just
that
the
jail
population
has
dropped
to
such
an
extent.
That
I
think
it
raises
good
questions
that
the
Sheriff's
Office
will
be
looking
at
around
staffing
resources
and
an
assignment
of
that
so
at
a
later
date.
K
Thank
you.
So
our
next
question
was
asked
about
other
involved
jurisdictions
and
their
ability
to
provide
financial
support
for
the
Woodfin
Greenway.
If
the
MPO
doesn't
approve
additional
funding
and
in
conversation
with
the
county
manager,
conversations
with
the
town
of
Woodfin
are
ongoing
as
to
any
additional
financial
support
that
they
could
offer
or
could
be
contributed,
and
we
do
anticipate
a
decision
by
the
MPO
by
May
28th.
D
A
Right
I'm,
an
enthusiastic
supporter
of
the
project,
but
I
don't
have
all
the
details
yet
in
terms
of
how
competitive
that
funding
is
going
to
be
at
the
MPO
compared
to
all
the
other
projects.
You
know
that
other
jurisdictions
around
the
region
might
be
advocating
for
so
I.
Don't
know,
I,
don't
necessarily
have
a
sense
at
this
moment.
If
this
is
kind
of
a
highly
likely
or
perhaps
more
challenging
to
any
other
staff,
have
any
insights
into
competitive,
that's
likely
to
be
at
this
time.
I.
H
D
A
But
I,
but
other
jurisdictions
seek
NPO
funding
for
green
waste
too
right,
so
there's
greenways
all
over
the
region,
and
even
if
this
is
the
only
one
that
the
counties
seeking
funds
for
which
honestly
don't
recall
of
top
of
it,
but
it
doesn't
mean
it's
the
only
Greenway
project.
That's
seeking
this
kind
of
funding.
Okay,
thanks,
I
think
the
good
news
is
that
you
know
all
the
jurisdictions
throughout
the
county.
Not
just
Buncombe,
County,
Woodfin
I
think
see
this
as
a
great
projects.
I
think
Asheville.
D
But
I
think
they're,
one
of
the
reasons
I
asked
that
it
says,
as
as
people
you
know
are
looking
to
you
know
to
the
area
in
the
future.
It's
going
to
be
assets.
You
know
these
assets
going
to
be,
in
my
opinion,
even
more
important,
because
people
are
going
to
want
this
to
be
a
destination
and
it's
pretty
cool
projects.
Vania
thanks
for
the
thanks
for
the
information.
K
N
Good
evening,
commissioners
evening,
so
one
of
the
things
that
I
believe
we
take
from
this
question
was
basically
our
deployment
plan
and
we
start
looking
at
response
times
a
call
volume
and
our
staffing
plan.
So
that's
one
of
the
things
that
we've
been
working
on
with
our
strategic
plan,
with
our
team
within
emergency
services
and
Jamie,
has
the
most
historical
knowledge
of
that
actually
serving
both
as
a
paramedic.
During
that
time,
assistant,
supervisor
and
and
actually
working
on
now
is
our
training
officer.
N
So
we
put
together
a
presentation
and,
at
the
end,
I'll
be
glad
to
answer
any
questions,
but
I
think
it
kind
of
covers
where
we're
at
with
national
standards-
and
you
know
when
you
measure
EMS
industry
standards,
it's
always
best
to
look
at
NFPA,
which
is
what
the
cloud
services
use
and
the
Commission
accreditation
of
ambulance
services,
and
so
we've
taken
all
that
information
and
kind
of
made.
Y'all
presentation
now
discuss
our
deployment
plan
and
kind
of
a
snapshot
of
where
we
at
right
now
in
Buncombe
County.
So
thank
you
all
for
this
opportunity.
O
Good
afternoon,
Jamie
jetted,
with
the
bareback
of
the
MS,
with
County
24
years
so
kind
of
asked
to
give
a
history
of
our
staffing
models
that
we've
done
over
the
years
for
the
last
seven
years
and
my
response
times
and
kind
of
go
through
that
with
you.
So
historically,
we
have
staff
actually
one
short
on
each
of
our
shifts
and
one
shift
being
two
right.
Now
we
run
ten
paramedic
and
winces.
It
takes
two
staff
members
per
shift,
a
total
of
sixty
people
to
staff
all
three
shifts
for
24-hour
coverage
prior
to
FY
19.
O
We
actually
staffed
for
people
short
on
REM
Lass's.
This
is
the
Lao
spacing
for
part-time
staff
and
overtime
opportunities
for
our
full-time
staff.
This
meant
that
we
had
to
fill
nine
to
eleven
ships
per
week
before
we
even
thought
about
filling
for
annual
leave
sick
time.
Fmla
things
like
that.
So
you
see
over
the
years
we've
maintained
that
56
staff
member
model
and
FY
19
we
were
repositioned
for
or
full-time
positions
by
interim
County
manager
would
the
reins
to
a
full
staff
in
a
sixty
paramedics
per
shift
or
for
the
whole
whole
service.
O
So
it
meets
the
minimal
need
for
coverage,
but
it
still
makes
it
hard
to
cover
for
annual
leave
for
sick
time,
call-outs
that
are
short
notice
and
things
like
that.
Looking
to
our
future,
we
look
at
some
of
the
sides
we'll
see
in
a
moment
about
our
our
future
growth
and
where
we
need
to
be
look
at
that
potential
of
12
units
and
look
at
that
staff
model.
It's
slightly
different
instead
of
staffing
for
just
what
we
need
actually
staffing
slightly
over
for
our
full-time
staff.
So
we
look
at
each
unit
needing
six
paramedics.
O
We
would
actually
ask,
for
you
know,
look
at
a
staffing
model
of
about
6.4
FTEs
per
truck.
That
would
give
them
an
extra
person
per
shift
to
help
backfill.
Those
open
shifts
that
we
see
on
a
regular
basis
and
also
allow
us
to
move
some
of
our
assistant
supervisors
off
the
trucks
into
the
field,
ride
supervisory
support
and
coverage
for
our
crews
on
a
daily
basis.
We
started
doing
recently,
but
we've
not
historically
done
that
in
the
past
we
look
at
how
we
respond
to
units
how
much
volume
our
trucks
are
handling.
O
We'll
look
at
some
of
the
national
recommendations
around
how
much
a
volume
a
single
truck
should
be
handling,
and
the
recommendations
are
at
22
to
2500
calls
per
unit
for
a
year
is
about
where
we
need
to
be,
and
so
we
went
back
and
looked
at
each
fiscal
year.
Look
at
the
call
volume
per
unit,
and
we
see
that
half
or
more
of
our
trucks
are
running
more
than
2500
calls
per
year
last
physical
year
our
two
busiest
trucks
which
are
stationed
out
of
35
with
and
Street
rentals
4,000
calls
each.
O
So
you
see
that
we're
we're
well
above
that
staffing
model
of
meeting
that
need
and
keeping
the
volume
off
of
our
crews.
We
know
that
when
our
trees,
volume
per
truck
is
so
high,
this
leads
to
burnout,
leads
to
short
career
paths
and
also
increases
sick
time
call-outs
and
also
helps
contribute
to
our
longer
response
times
because
of
the
high
call
volume
now
other
trucks
having
to
backfill.
O
So
when
we
look
at
our
call
volume
and
that
recommend
the
staffing
we
think
about
2400
call
per
unit
per
year,
is
a
good
number
to
shoot
for
so
looking
at
store,
Clea
back
to
2013,
we
see
that
we're
pretty
much
chronically
one
to
two
trucks
short
every
year
after
of
FY
19
call
volume
we're
about
two.
We
should
be
running
about
12
talks
for
a
year.
We
know
that
what
we
see
is
that
30,000
calls
for
a
year
Mart
and
somebody
a
13th
truck
and
so
we're
bordering
on
that
pivoting
time.
O
We
need
to
move
ahead
with
another
unit
in
addition
to
the
teen
units
were
already
behind.
So
looking
ahead,
projecting
out
as
we
look
at
our
strategic
plan,
we
know
that
additional
units
or
to
be
needed
in
the
near
future,
was
based
off
of
these
modeling's
that
we're
looking
at.
So
how
does
this
affect
our
call
volume?
It's
in
the
past.
We
tend
to
look
at
average
call
times,
so
how
do
we
get
there?
Half
of
the
time
we
look
at
industry
standards
in
FBA,
1710
standard,
also
the
caste
standards.
O
That
says
we
should
be
looking
at
under
93%
all
times,
so
90%
of
our
calls.
How
quickly
are
we
getting
there
and
a
standard,
says
8
minutes
and
59
seconds,
so
the
dotted
line
you
see
across
the
bar?
That
is
what
the
standard
is
or
the
solid
line
at
the
top
shows
our
90th
percentile
for
response
times
for
each
physical
year,
so
we're
about
six
minutes
slower
than
what
we
need
to
be.
O
How
do
we
address
this
additional
staffing
additional
units
and
then
placing
our
units
where
the
call
volume
is
at
so
we
can
address
that
those
issues
in
the
areas
where
they're
happening
at
so
we're
done.
We've
looked
at
the
FY
19
and
we
developed
this
heat
map,
so
this
map
shows
the
intensity
of
call
volumes.
So,
as
expected,
the
city
of
Asheville,
that's
where
we
won.
The
majority
of
our
calls
is
inside
the
city
limits,
particularly
the
downtown
district
and
the
west
Asheville
district,
so
have
a
very
high
intensity
area.
O
We
get
a
show
here
so
show
on
the
screen
so
kind
of
where
the
240
Pat.
Now
a
new
area
combines
this
as
serious
as
a
high
intensity
and
it's
an
area
between
three
districts,
so
the
downtown
district
or
West
Buncombe
district
in
our
West
Asheville
truck
coming
out
of
exit
44
that
city
station
10.
So
this
is
a
response.
A
high
intensity
area
also
an
extended
response
time
area.
So
we
know
the
scenario
that
we
needed
to
address
are.
O
It's
just
the
that
area's
seen
a
lot
of
growth
over
the
years
so
with
the
revitalization
of
West
Asheville,
and
then
the
the
more
people
coming
into
downtown.
We've
seen
that
growth
happening
over
the
last
ten
years,
and
we
also
several
years
ago
be
in
the
past.
We
had
a
mistakes
on
the
Haywood
or
a
corridor
because
the
movements
and
equipment
from
the
city
of
Asheville,
where
we
were
stationed
out
of
we
had
a
really
relocate
that
to
exit
44.
O
O
So
yes,
so
the
the
blue
star
with
the
three
on
it.
That's
where
that
noir
truck
used
to
be
in
the
West
at
the
down
the
Central
West
Nashville
district
is
now
the
edge
of
the
list.
Asheville
district,
okay,
also,
as
we
solve
that
kind
of
surprises
with
the
South
downtown
districts
of
the
Biltmore
village
I
forty
area.
O
So
what
we
kind
of
contribute
that
to
is
the
intensity
of
medical
facilities
that
are
in
that
area,
so
Asheville
pediatric
size
from
neurology,
Asheville
cardiology
are
all
located
in
there
and
there's
a
high
call
volume
offices
for
us.
We
go
there
just
about
a
daily
basis,
there's
also
at
the
edge
of
two
districts.
O
So
you
miss
five
coming
out
of
the
ramble
in
South
Asheville
and
then
our
downtown
trucks
out
of
35
whooping
street,
and
also,
if
you
look
that
the
east
end
the
county,
the
Swannanoa,
Valley
flat
mountain
areas,
those
areas
are
starting
to
intensify
and
also
the
West
districts.
I
think
you
can
learn
we're
seeing
some
growth
in
that
area,
so
we
anticipate
a
continued
increasing
volume
in
these
areas.
Also,
finally,
we
took
and
made
the
similar
map.
O
Looking
at
drive
times
drive
distances
from
our
stations,
and
so
we
mapped
out
about
a
four
and
a
half
mile
drive
distance
for
meek
station
to
kind
of
average
response,
speed
of
about
35
to
40
miles
per
hour
and
see
where
these
districts
overlap
and
where
our
gaps
may
be
compared
to
our
call
volume.
So
the
gray
dots
are
each
or
individual
calls
or
the
colored
areas
of
the
district's
response
zones
for
those
trucks.
O
This
else
is
highlight
you
know
a
huge
gap
in
the
East
Asheville
area,
at
least
Buncombe
area
between
Amos,
9
and
EMS.
For
that
we
know
that
in
the
near
future,
we're
gonna
have
to
address
and
look
at
that
because
of
the
growing
intensity
and
volume,
but
also
a
gap
in
coverage,
in
that
this
doesn't
take
an
account
with
the
fire
department.
Ancestors
are
doing
for
us.
O
O
We
need
to
keep
monitoring
the
volume
and
the
goal
of
decreasing
our
response
times
to
plan
better
than
we
have
in
the
past
for
placing
stations
where
they're
needed,
not
just
where
they're
convenient
and
so
looking
our
call
volume
or
response
times
where
it
gaps
are
at
and
better
plan.
Our
placement
for
units
in
the
future.
I
Any
questions,
Jamie
I
have
a
question,
so
the
like,
you
said
these
are
this:
calls
that
Buncombe
County
EMS
are
are
10
trucks
that
we
have
in
service
right
now,
yes,
sir,
so
this
doesn't
include
like.
So
if
we
were
to
put
the
fire
departments
in
there,
I
mean
there's
dirtiest
as
busy
as
so
this.
This
could
even
be
even
bad
right.
It.
O
O
They're
still
being
they're
pretty
busy
them,
so
you
know
they're,
they
have
their
own
fire
districts.
They're
responsible
for
some
of
the
fire
districts
are
willing
to
come
out
into
the
county
to
back
us
up,
I'm
hearing
high
call
volumes,
but
again
that
takes
that
unit
out
of
their
district
to
respond
to
their
citizens,
and
so
we
know
that's
our
first
priority,
but
we
looked
at
was
right
now,
it's
just
ourselves
to
help
identify
our
gaps
and
needs
so.
I
O
If
they're
out
on
a
call,
then
we
go
into
their
districts
and
he'll
back
them
out.
Fairview,
there's
actually
areas
of
the
that
both
registry
can
figure
you
cover
for
us
as
first
in
just
because
they're
their
units
are
quicker
to
get
there
than
ours.
Ranch
street
comes
in
two
parts
of
weevil
power
district
and
then
Fairview
provides
coverage
in
the
guarantee,
because
our
EMS
nine
will
have
to
bypass
their
station
to
get
the
guarantee,
and
so
we
had
agreement
with
them
to
allow
them
they'll
be
primary
coverage
into
the
inter
Creek
Fire
District.
Well,.
I
O
You
know
so
turnaround
times
of
the
hospital,
because
they're
high
volume
and
we've
had
issues
with
getting
units
out
of
the
hospital
in
timely
manner
because
of
the
delays
there.
So
we've
worked
with
the
hospital
and
that
that's
improved
the
last
few
months
and
we
continue
to
work
on
how
we
can
improve
times.
Moving
forward.
O
We
rely
on
our
part-time
staff,
so
we
have
affirmative
part-time
and
temporary
/
PRN,
how
you
look
at
the
healthcare
system
to
help
backfill
those
open
shifts
this
the
most.
These
work
other
jobs,
so
the
other
paramedics
are
firefighters,
with
the
fire
districts
who
work
us
as
a
secondary
employment,
and
so
it
has
to
work
around
their
schedules,
and
there
are
days
when
we
don't
get
a
100%
coverage
or
what
gets
us
right
now.
O
O
Yes,
sir,
there
are,
there
are
days,
we've
gotten
better
in
the
last
few
months
about
our
staffing
models,
with
increasing
our
some
of
our
part-time
staff
and
temporary
staff.
But
if
we
cannot,
you
know
find
people
to
work.
We
will
have
to
take.
We
start
with
our
slowest
truck,
which
is
EMS
ten
and
we'll
use
that
you
know,
because
it
has
the
lowest
volume,
so
there's
least
impact
overall
in
the
system,
but
it
has
happened.
Yes
have.
I
N
So
Commission
Finland
I
have
had
conversation
with
some
of
the
fire
departments
in
discussing
what
the
budget
decreases
could
look
like
to
them
whether
they
would
close
analyst
stations
down
to
make
up
for
that.
If
that
was
an
issue
most
time
I've
talked
to
said,
that
would
be
a
very
low
priority
that
they,
you
know
most
most
instances
break
even
with
their
costs
to
operating
a
mess.
N
However,
when
the
one
of
the
concerns
that
I
do
have,
is
you
know
how
does
this
go
in
fact
our
whole
deployment
as
a
community
in
the
county?
You
know
if
we
do
have
any
decreases.
You
know
like
some
of
my
first
days
here
we
had
to
make
a
molasses
because
we
ran
out
of
emesis
okay,
so
I
had
to
pull
supervisors
training
officers,
some
of
our
fire
marshals,
I,
gave
them
the
response
vehicle
that
the
old
director
had
to
actually
be
able
to
respond
out
and
meet
people
on
the
scene.
N
So
we
can
make
analyst
so
we
we've
changed
some
of
our
deployment
structure
for
the
better
to
improve
the
services,
and
this
doesn't
include
anything
that
medics
done
know
these
numbers.
We
look
into
it
includes
their
call
volume,
okay,
say:
we've
gone
in,
we
want
these
numbers
to
actually
represent
where
we
were
at
we'll
call
volume
not
be.
N
I
Was
that
does
that
14
minute
response
time?
Does
that
take
in
that
taking
into
consideration
how
broad
River
I
mean
the
thing
is
I
know
around
the
round
town
here.
The
response
time
may
not
be
14
minutes.
Is
that
what
drives
that
up?
It's
it's
going
from
black
mountain
or
rentals,
all
the
way
out
to
zebra
river.
So.
N
Chief
that
usually
and
I'm
sorry
of
Chania
cheetahs
we're
doing
that.
Commissioner
I'm
sorry.
So
it's
a
commissioner
one
of
the
things
that
the
90
percentile
is
cuts
out.
Outliers
like
that,
when
you're
going
into
a
smaller
area
that
usually
affects
your
averages
more
than
it
does
in
the
90
percentile,
that's
one
that
90
percentile
is
may
serving
the
most
with
the
most
capabilities.
I
M
B
I
Dimas
that
it's
longer
than
14
minutes
and
you've
got
a
30
minute
ride
back
to
the
hospital
and
and
then
you
have
the
golden
hour
or
60
minutes
to
get
them
to
a
hospital,
and
we
are
already
behind
with
some
of
our
some
of
our
citizens,
because
it's
it's
a
it's
a
15
minute
response,
it's
20
min
response
to
get
to
them
and
then
a
40
minute
response
to
get
them
to
the
hospital.
So
that's.
D
How
does
mama
the
helicopter
work
with
with
all
of
that
with
these,
because
I'm
sure
that
that
sue,
if
your
way
out
and
Broad
River
I'm,
assuming
that
there's
there's
it's
not
always
a
drive
out
there,
so
that
would
be
was
first
question
second
was
explained
to
me
when
somebody
looking
so
many
dials
911
one
for
for
an
ambulance
yeah,
you
know
how
do
we
decide?
You
know
it's
coming
fire
department's
coming
from
from
Buckham
County,
okay,.
N
N
That's
what
triggers
that
that
response
out
to
that
community,
so
most
of
the
EMS
is
community
date
based
based
on
your
fire
districts,
based
on
where
EMS
stations
are.
However,
for
that
trucks
out
answering
another
call,
then
you
have
an
assister
like
she
pressed.
We
was
talking
about
and
you
have
these
long
mountain
roads
and
all
the
same
things
that
she
pressed
we
was
talking
about.
Then
we
have
to
fight
against.
N
You
know
in
a
mountainous
region
which
gives
us
challenges
as
far
as
with
our
response
times,
you
know
our
geographic
area,
the
mountains,
you
know
some
of
the
things
makes
it
more
difficult
to
do
roadside
deployment,
some
of
the
other
things
based
on,
because
it's
just
heart,
there's
no
shortcut
get
there.
If
you
don't
have
a
static
station,
you
got
kind
of
go
around
town
and
then
back
around
to
get
there
so.
N
There's
a
lot
of
comparisons
here
with
Anderson
County.
As
far
as
the
late
does,
what
the
mountains
does:
okay,
okay
and
the
interstate.
The
way
it's
laid
out
is
very
similar
to
our
interstate
call
volumes
very
similar.
So
there's
a
lot
of
things
here
that
I'm
very
used
to-
and
these
were
some
of
the
same
challenges
that
we
built
in
our
strategic
operations
plan
11
12
years
ago,
and
we've
moved
forward
with
you
know
in
Anderson.
N
In
some
instances
you
know
things
have
improved,
but
you
know
your
population
growth,
like
we
have
around
the
lake
there
and
the
population
growth
like
around
the
mountains
and
the
downtown
area
that
makes
unique
challenges.
That
is,
we
build
out
a
future
strategic
operations
plan
I
want
to
weigh
the
cost
and
the
fees
that
we
collect
and
and
lean
towards
making
sure
that
we're
collecting
all
the
user
fees
from
our
system
and
implementing
that
back
into
our
EMS
plan.
N
D
N
With
with
mama,
those
are
specialized
calls
that
the
paramedics
make
that
request
out.
You
know,
based
on
the
critical
side
of
that
patient
and
where
they're
at
and
you
know,
they've
become
higher
priority,
calls
that
you
know,
and
in
the
mountain
regions
and
out
region
areas.
You
know
that
is
a
service.
You
know
that
you
know
provides
a
critical
service
to
our
citizens.
Lesson.
I
N
Sir,
none
of
those
calls
on
where
the
rescue
squads
calls
or
anything
that
was
just
Buncombe,
County
EMS
calls
so
without
them,
and
they
only
provide
their
service
12
hours
a
day.
For
us,
we
would
have
even
a
larger
issue
in
that
area.
So
one
of
the
things
that
we're
looking
at
is
how
you
know
to
expand.
You
know
our
capabilities
around
the
area
and
work
more
with
a
deployment
plan
that
involves
everyone
so.
N
I
Our
convalescent
and
that
medic
has
done
that
I
know
on
April
1.
We
stopped
the
contract
with
medic
as
it
was
written,
but
is
he
did
we
come
up
with
something
to
allow
them
to
go
back
to
the
convalescent?
Do
we
need
to
come
up
with
something,
or
is
that
something
that
Buncombe
County
may
have
I
just
want
to
make
sure?
I
N
One
of
the
things
that
we
spoke
with
Mr
Colley
about
doing
was
actually
developing
that
strategy
and
bringing
that
back
to
us
to
actually
bring
to
the
Commission
to
look
at
what
that
would
look
at
like.
And
how
do
we
move
forward
with
that,
because
what
we
got
to
do
is
do
a
balance
here
with
all
the
different
capabilities:
rescue
services,
EMS
services,
fire,
sir,
you
know-
and
all
that's
got
to
be
looked
at
when
we
move
forward
in
our
strategic
operations
plan,
how
we
can
be
more
efficient
and
bring
these
numbers
down.
Yeah.
D
And
I'm
like
in
the
conversation
that
we're
not
I
hate
to
use
these
term,
but
you
know
we're
not
in
these
silos
you're.
Having
that
it's
a
good
question
about
the
convalescent
care,
you
need
to
make
sure
that
we're
you
know
that
we're
we're
all
working
together
to
make
sure
Buncombe
County
is
covered
and
safe,
and
you
know
everybody
wants
a
response,
a
quick
response
time
when
they
die
9-1-1,
and
we
want
to
try
to
do
our
best
to
be
able
to
accommodate
it.
N
I
Okay
and
it
some
of
our
advanced
EMTs
or
they
allow,
can
they
go
get
their
paramedic?
Is
there
a
way
that
if
they
choose,
they
could
go,
get
their
paramedic
and
be
a
become
a
paramedic,
because
if
you
are
in
these
busy
downtown
two
and
twelve
amateurs
and
you're
working
with
an
advanced
EMT,
that
paramedic
is
taking
every
call
in
the
back,
and
we
talked
about
two
or
three
weeks
about
burnout
of
our
County
employees.
So
is
there
any
way
that
we
rotate
these
folks?
So
they
don't?
N
Model
that
I've
been
a
part
of
in
the
past
is
where
we
provided
eight
hours
of
time
to
folks,
so
that
they
could
go
and
do
training
while
they
were
working
and
they
would
get
paid
and
compensated
that
who
then
we'd
signed
them
into
a
contract.
So
we
retained
that
person
longer
and
we
would
grow
them
in
our
system,
say
they
were
kind
of
in-house
trained.
N
They
knew
our
standards
and
knew
that
and
that
we
kind
of
build
a
model
that
they
would
get
through
paramedic
school
while
they
were
working
in
our
system
kind
of
offset
the
hours.
So
those
are
things
that
we're
looking
at
doing
with
our
part-time
folks
in
the
future.
You
know
the
other
thing
that
we're
looking
at
is
how
to
maintain
a
closer
relationship
with
a
vtec
to
do
in-service
training
programs.
N
Much
like
the
fire
system
already
has
so
that
our
our
paramedics
get
continuum
training,
not
just
in-house,
but
have
monthly
training
to
meet
new
standards
and
stay
up-to-date
and
drive.
That,
from
like
the
assurance
standpoint
now
can't
build
Rome
in
one
day,
I
keep.
You
know
having
to
remember
that,
especially
during
all
the
challenges
of
covet
and
in
where
in
the
EOC
had
and
mercy
services
had
and
I'm
going.
So
there's
a
lot
of
things
like
with
our
CAD
in
the
future.
I've
been
talking
to
mr.
pendrick.
N
I
actually
us
having
a
computer-aided
dispatch
model,
making
some
some
changes
there.
That
will
allow
us
to
do
better
deployment
models
and
and
pull
in
some
newer
technologies
and
some
of
those
it's
all
set
to
learn.
I
won
one
fees
and
things
so
we're
looking
at
that,
because
that
would
be
not
a
cost
to
a
cap
to
the
county,
and
so,
as
we
move
forward,
we're
that's
going
to
be
part
of
our
strategic
plan.
N
Y'all
gonna
see
and
hear
a
lot
about
that
in
the
future
and
how
that
will
better
serve
the
citizens
and
do
what
y'all
were
talking
about
it,
bring
the
community
together
working
together,
because
I
I've
seen
out
of
our
Emergency
Operations
Center,
all
these
fire
departments,
the
rescue
squads,
the
IT
department,
GIS
department
that
built
these
heat
maps
everybody's
stepping
up.
You
know
it's
real
sense
of
one
Buncombe.
You
know
not
it's
not
just
a
word.
It's
people
being
part
of
that
and
embracing
it
and
I
think
with
that
kind
of
community
spirit.
D
J
I
Sorry,
it
asked
one
question:
I
need
to
ask
a
question
to
you:
unless,
yes,
I
guess
it's
to
the
Commission
you're
going
to
find
out
that
how
I
care
about
people
and
and
and
our
staff
I
can
I've
already
been
working
with
them.
First,
you
know
quite
some
time
in
the
EOC,
but
I
have
a
question
on
our
timeline.
Are
we
going
to
try
to
pass
a
budget?
I
A
A
it's
a
it's
a
good
question.
You
know
yeah
I,
don't
think
any
I,
don't
know
if
anyone's
prepared
to
answer
that
tonight,
but
I
think
it's
a
good
question
and,
let's
you
know
a
lot
of
its
going
to
go
to
this
question
around
you
know.
The
governor's
are
gonna
start
speaking
in
about
five
minutes
and
it's
you
know
one
of
this
kind
of
goes
to
the
issue
of
community
gatherings.
Right
like
how
large
of
a
community
gathering
can
we
have.
We
don't
I.
A
G
I
Don't
come
up
one
at
a
time
and
just
because
it
would
be
very
displeasing
to
our
citizens.
If
we
were
to
try
to
do
this,
do
an
email
or
through
some
online
thing.
So
they're
not
here
to
see,
because
you
can
see
a
lot
of
things
by
people's
reactions
to
things
instead
of
just
what
they're
saying
in
words
so
I
hope
we
will
just
give
it
some
thought
that
we're
not
going
to
that's
all
I'm
asking
yeah.
D
I
A
You
know-
and
you
know
this
last
week,
the
staff
working
with
a
Chamber
of
Commerce
did
some
great
town
hall
meetings
with
different
business
sectors,
so
yeah
I
think
there
may
be.
There
are
some
other
things
we
can
do
too,
but
there
is
no
substitute
to
having
folks
be
able
to
come
and
talk
directly
to
us.
So
if
there's
some
way,
we
can
accommodate
that
safely.
I
think
we
should
consider
it
but
we're.
How
would
you
need
some
more
time
to
think
about
it
all
right?
Thank
you.
A
Thank
you,
Jennifer
and
thank
you,
everyone
for
your
great
presentations
on
this
all
right.
We
are
that
out
of
time.
So
so,
let's
adjourn
this
meeting
going
back
to
the
question
about
further
discussion
on
the
kovat
policies.
So
here's
what
I
heard
kind
of
a
discussion
about
the
updated
order
you
know
in
what
ways
is
the
county
now
completely
aligned
with
the
state?
Where
is
it
still
different?
A
I
A
That's
fine
I'm,
fine
with
that.
Okay,
so
why
don't
we?
Why
don't
we
put
this
when
we
get
to
everything
else
and
then
we'll
come
back
to
this
right?
Is
that
all
right?
This
meetings
adjourned
we're
gonna
reconvene
at
5:00,
one
quick
question:
we
do
have
a
closed
session
at
the
beginning
of
the
regular
meeting,
so
we're
gonna
adjourn
the
meeting
call
it
in
to
order,
but
then
we're
gonna
quickly
go
in
we're
gonna.
Pretty
much
then
go
into
the
closed
session
to
consult
with
Ron
Payne.
Is
that
correct?
Okay,
all
right.