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From YouTube: Board of Commissioner's Workshop (11/14/2017)
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A
A
B
So
a
lot
of
times,
people
will
come
to
you
because
of
property
revaluations,
for
example
like
in
an
area,
stony
thingsand.
You
want
to
be
able
to
hold
that
individual's
concerns
for
what
they're
trying
to
do
with
the
property,
but
you
also
have
to
hold,
on
the
other
hand,
the
greater
concerns
of
the
community,
and
neither
one
is
better
you're
trying
to
manage
to
the
upsides
of
both
of
those
right.
B
So
those
are
kinda
polarities
and
there's
a
whole
science
of
how
you
manage
in
polarities,
and
you
don't
really
have
time
to
dive
into
it
deeply
today.
But
what
I'm
hoping
we'll
leave
today
with
is
an
understanding
of
how
to
identify
home.
That's
a
polarity
on
because
your
tactic
and
how
you
deal
with
the
polarity
changes,
because
it's
you're
not
going
to
have
a
right
answer:
you're
going
to
try
and
manage
the
polarity,
and
so.
C
D
B
I'm
just
wondering
how
many
I'll
do
it
this
way?
How
many
of
you
raise
your
hands?
How
many
of
you
prefer
stability,
we're
timeout
stability
versus
change,
so
on
a
continuum?
How
many
people
prefer
stability,
it's
their
handedness?
They
would
prefer
stability,
Thank,
You,
Commissioner
Belcher.
Anyone.
E
B
But
usually
we
have
my
good
hand
at
something
and
some
hilarities
speak
more
to
us
than
others.
So
so
the
point
is
that
that
we
have
well,
we
don't
so
we
have
people,
it's
it's
good
to
just
think
in
terms
of
which
side
which
handedness
do
leaders
right
talk
about
task
versus
relationship.
How
many
of
you
are
cast
driven
versus
emphasis
more
on
relationship,
so
how
many
of
you
are
tasked?
Driven,
okay
and
how
many
are
relationship
driven?
So
maybe
you
feel
a
stronger
compunction
for
one
of
those,
a
centralized
versus
decentralized.
So.
B
Versus
participatory,
it's
another
way
to
look
at
that
or
planning
versus
execution
or
individual
versus
team
or
short
term
versus
long
term.
So
these
are
just
different
polarities
that
exist
in
the
world
and,
what's
important
to
realize,
is
that
generally,
your
handedness
is
where
you're
going
to
want
to
hold
on
to
the
pole,
because
you
see
the
benefits
of
that
right.
So
for
me,
I
tend
to
love
change,
I
run
for
a
change.
I
remember.
B
E
B
B
E
B
J
B
B
B
B
B
So
again
we
could
go
on
and
on
and
on,
but
when
stability
gets
too
entrenched,
stability
becomes
stagnation.
Right
stability
becomes
no
growth
in
its
absolutely
extreme,
it
becomes
death
right
and
actually
chaos
and
it's
actually,
the
stream
can
become
no
no
life
than
in
the
ordered
process
than
it
needs
to
be.
So
what
happens
in
the
polarity
is
that
oftentimes.
B
If
you
do
this
exercise
in
the
training,
you're
literally
how
people
move
through
these
quadrants,
because
what
happens?
What
is
when
somebody's
fighting
change?
The
reason
why
they're
fighting
change
and
they're
dragging
your
heels
and
digging
in
is
because
they're
really
worried
about
this
happening.
They're
fighting
against
they're,
pulling
against
having
stress
uncomfortableness
chaos
undoing.
What
is
good,
they're
saying:
wait
a
minute!
Wait,
a
minute!
Wait,
a
minute!
There's
some
good
things
here.
We
don't
want
to
lose
right.
B
Likewise,
if
you've
got
someone
change
and
they're
punchy,
get
things
moving
their
same
page
I'm
worried
about
getting
stagnated,
I'm
worried
about
us
losing
our
opportunity
and
move
forward
right,
it's
one
of
them
better
than
the
other.
No
they're
not,
and
good
management
comes
from.
Usually
what
happens
is
when
you're
in
a
in
a
bad
situation,
things
have
gone
south
and
so
you're
at
the
bad
end
of
too
much
stability.
Okay,
things
are
not
moving,
it's
stagnant.
What's
the
most
typical
knee-jerk
thing,
you're
gonna
do.
I
B
Gonna
run
over
here
and
say
me
and
we
need
changed.
Those
are
really
bad.
We
gotta
get
on
the
team
right
and
then
what
happens
when
you
start
doing
change
and
you're
just
changing
changing
changing
you
slip
down
into
here
and
all
of
a
sudden
you're
in
chaos
right
and
then
what
happens
is
you
say?
Wait.
B
Change
too
much
stress,
we
need
stability,
and
you
come
running
over
here.
Is
that
a
dynamic,
that's
fruitful
for
people?
It's
not,
but
it
is
oftentimes.
What
happens
if
you
don't
understand
you're
in
a
polarity?
What
you're,
gonna,
try
and
do
is
when
you're
in
that
bad
thing,
when
you're
saying
man,
it's
too
chaotic,
you're.
B
B
Of
stability
and
all
the
negatives
of
change,
and
then
you
try
and
manage
to
the
up
sides
and
grab
as
many
of
those
minimizing
the
negatives
and
grabbing
the
up
sides
and
in
maximizing
those
and
minimizing
the
negatives.
Okay,
and
you
also
try
and
figure
out
what
are
the
early
warnings
trying
to
do
slipping
down
into
the
negative.
So
we
can
pay
attention
right.
So
why
am
I
I'm
talking
about
polarities
today's
because
to
get
a
she
human
we're,
making
some
hard
Corrections
right
now,
we've
talked
about
making
current
Corrections
and.
B
Manage
in
polarities
right
now,
and
so
what
we
have
to
guard
against
is
making
such
hearts
Corrections
that
we
end
up
in
the
quadrant
that
we
don't
want
to
be
in
right.
So
we
have
to
be
mindful
that
we're
being
really
careful
to
understand
what
the
positives
are
in
the
polarity
that
we're
trying
to
manage
and
then
understanding
what
the
downsides
are.
So
when
you
think
about
empowering
versus
control,
we're
moving
more
much
more
to
control
as
we
need
to,
but
we
do
need
to
think
about.
How
do
we
man?
B
The
way
that
we
don't
use
that
upside
of
what
it
means
to
a
lot
of
people
would
be
empower
than
to
do
things,
so
it's
a
dance
that
doesn't
have
to
do
when
I
think
about
organization
focused
versus
community
or
taxpayer,
focus
again,
that's
a
polarity
where
you
don't
want
to
be
swinging
too
hard
in
one
direction.
What
you
want
to
manage
to
the
upside
we're
a
county
that
did
a
whole
lot
of
building,
which
is
tends
to
be
more
longer-term
commitment
and
we're
swinging
toward
more
like
the
short
term.
B
Right
now
it's
important
to
us
and
again
we
want
to
make
sure
that
we
manage
in
a
way
that
we
get
the
positives
as
well
as
minimize
those
negatives.
So
it's
helpful
if
you
can
recognize
what
a
polarity
is
and
then
actually
map
them
out
right.
So
it's
a
structured
process
for
going
through
and
really
literally
here's
an
exercise
you
can
do
where
you
walk
into
the
quadrants
and
small
groups,
and
you
can
outline
everything,
that's
positive
about
one
pole,
everything
positive
about
the
other
and
it
is
negative
and
then.
E
B
To
how
are
you
going
to
manage
in
a
way
that
you're
really
clear
about
when
you're
tipping
into
negative
territory?
So
you
don't
get
that
knee-jerk
pendulum
swing
to
that
opposite
pole,
which
isn't
helpful
and
to
also
open
your
ears
to
understand
that
when
people
are
when
people
are
pulling
against
the
other.
B
A
good
reason
there
are
things
that
they
want
to
hold
on
to
that
are
important
right,
that
they're
afraid
of
they
want
to
hold
on
to
and
things
that
are
afraid
of,
and
so
you
need
to
pay
attention.
That's
where
these
very
perspectives
of
the
commissioners
are
so
important
because
you
often
times
are
going
to
be
valuing
one
about
a
pole
over
another,
that's
good.
That
means
we
can.
I
There
was
a
small
fraction
that
wanted
that
the
majority
wanted
that
the
turmoil
was
60
tons
of
dead
animals
going
to
the
landfill.
So
what
happened
was
as
the
groups
evolved,
they
saw
the
strength
of
the
partnership,
the
county
kind
of
actually
made
and
also
with
he
made
alliance.
So
they
did
a
three-prong.
They
change
the
ordinance
but
catch
the
continuity
of
these
two
great
organizations.
C
B
Managing
in
that,
we
should
have
been
trying
to
minimize
the
hike
when
I
hear
people
talk
about
again
revolves
or
the
text.
You
know
the
Zoe
things
that
to
me,
that's
a
huge
polarities
individual
interest
versus
community
constantly,
and
it
really
can't
help
the
more
you
can
have
discussion
that
outlines.
Those
positives
really
want
to
try
and
find
solutions
that
are
going
to
maximize
these
and
minimize
the
negatives
and
there
is.
There
are
certain
ways
that
you
can
do
that,
like
your
work
sessions.
B
Then
it
caused
you
in
order
to
manage
a
polarity.
You
have
to
have
deep
listening
because
you
have
to
get
past
your
own
bias
for
one
side
of
the
pole
or
the
other
and
get
past
your
own
fears
of
what
you're
trying
to
guard
against.
So
you
can
listen
to
other
people,
but
I
think
when
you
can
name
it
as
a
polarity.
E
J
Other
thing,
too,
particularly
when
you're
building
forward,
whether
they
have
metal
board
or
what
it
be
or
whatever
company
and
you
haven't
met
people
that
were
chosen
for
that
board.
They
fall
in
the
stability
range,
doesn't
mean
that
they're
in
the
stability
range
because
they
know
how
to
do
this
over
they
can
get
to.
They
didn't
get
that
without
understanding.
B
F
B
B
Other
priorities
that
people
have
and
have
used
talk
very
Johnson
is
the
one
who
developed
this
concept
and
I
I'm
happy
to
provide
you
with
more
resources
on
it,
but
it's
called
polarity
management.
It's
very
Johnson
thanks
and
when
you
work
in
complex
messy
systems.
Again,
if
you
can
say,
oh,
this
is
a
polarity
I'm
dealing
what
you
tend
to
be
able
to
manage
in
a
much
more
effective
way,
any
other
questions
or
comments.
I.
F
Just
more
or
less
have
up
to
date,
going
back
to
our
last
meeting,
I
think
exactly
what
we're
talking
about
is
ona.
Taking
one
person
put
us
up
on
the
board
in
the
last
two
weeks,
I'm
sharing
with
a
couple
of
Commissioners
of
how
many
mean
people
have
been
negative
about
that.
We
should
not
add
a
mass
I
thought
we
all
to
it
enough,
but
then
after
I've
explained
in
my
side,
because
I'm
only
change
side,
I
like
and
people
say
our
chair
should
be
able
to
put
that
on.
F
A
B
J
K
K
So
my
name
is
Jeremiah
Leroy
for
those
of
you
who
haven't
actually
met
me
in
person,
yet
the
sustainability
officer
account
so
that
you
don't
have
to
listen
to
me.
Talk
the
entire
time.
We've
broken
this
up
into
a
couple
of
chunks,
we're
going
to
do
some
internal
facilities
over
tweet,
some
overheated
school
systems
and
then
some
basically
just
updates
on
what
the
sustainability
office
has
been
up
to
any
initiatives
that
you
can
move
forward.
L
Currently
we
have
84
facilities
controlled
about
Malcolm.
Counting,
that's
seem
to
be.
Maybe
six
tops
having
new
coming
online
in
the
building
edition
right
now,
that's
1.7
1
million
square
feet,
which
is
about
30
football
fields,
and
that
will
be
that
will
push
us
over
the
2
million
square
foot
mark
and
it's
those
buildings
are
transferred
to
us
with
2016
utility
costs
of
$1
87
or
1.7
million
an
average
utility
cost
of
$1
10.
A
L
So
as
a
reminder,
we
approve
the
board,
approve
and
nine
measures
and
2014
thrusting
for
men.
That
was
that
was
a
batch
of
two
years
worth
of
measures
which,
given
us
that
for
two
years
and
those
are
those
these
are
those
nine
measures.
Just
at
a
glance
do
you
want
some
pictures
and
thermostat
water.
Some
HVAC
works,
vending
machine
controls,
computer
controls,
some
clothes
washers
at
the
detention
center.
We
changed
out
and
a
cellar
heating
system
existing
system
that
we
had
in
40
pots.
E
L
Energy
intensity,
that's
just
a
way
to
sort
of
look
at
things
at
a
square
foot
level,
which
is
a
KBT
per
square
foot
2014
the
measure
for
Cruz.
We
implemented
those
beginning
in
2014
to
see
if
taking
them-
and
you
start
to
see
the
reduction
in
energy
intensity
groups
reflects
those
measures
that
we
have
other
factors
and
to
putting
that
into
emissions
terms.
L
Other
factors
that
just
off
the
cuff
that
might
be
contributed
11.4
rather
than
the
two
percent
mental
didn't,
have
a
mild
leader,
200
college
Street,
this
building
LEDs.
We
were
able
to
fit
this
building
the
LEDs
courts,
complex
LED
fleet,
we
outfitted
in
a
portion
of
the
building
and
a
HVAC
addition
at
the
existing.
L
And
those
two
measures
that
were
approved
for
implementation-
you
didn't
miss
my
year,
exterior
lighting,
we're
hitting
all
of
our
exterior
lighting
LEDs
and
we're
changing
out
a
significant
portion
of
our
HGH
state
systems
of
smaller
switch
system
units
and
outdoor
units
units.
To
date,
LEDs
were
a
seventy
thousand
kilowatt
hour
reduction,
which
is
approximately
of
$4,200
annual
savings
and
our
utilities,
and
a
four
and
a
half
year
payback
on
Mount.
L
The
energy-efficient
HVAC
units,
obviously
the
best
time
to
work
on
those
is
not
in
extreme
weather
months.
You
try
to
do
that
during
transition
month,
so
we're
just
now
getting
our
feet
wet
with
changing
out
those
units,
we're
focusing
on
those
units
that
have
the
old,
outdated
refrigerant,
so
that
gives
us
two
birds
with
one
stone
so
to
speak,
we're
getting
rid
of
the
expensive
refrigerant,
replacing
those
units
with
the
less
expensive,
refrigerant
D,
gaining
some
energy
savings.
J
E
J
J
J
L
J
Just
an
implementation
of
this,
some
of
this
was
not
implemented
in
2004,
some
of
it
we
picked
up
on
since
then.
First,
the
LED
in
the
schools
here
the
whole
package
so
we're
gaining
without
implementing
it
as
things
get
better
or
produce
energy
products
that
we
were
absolutely
gaining
that
process
11
percent
reduction
and
that
you
know
that's
after
almost
a
cure
for
your
food
that
we
haven't
added
anything
to
the
original
bill,
basically
been
to
wagons
and
he's
building
to
subside
we're.
J
L
We
we
had
some
lead
over
from
the
original
batch
of
nine
measures,
those
first
two
years.
We
did
have
some
lead
over
into
fy17
that,
yes
taint.
Your
question
said
before
that:
just
a
simple
fact
of
pursuing
maintenance
efforts,
the
changes
in
technology
Uganda,
it's
just
about
their
business
as
a
maintenance
department.
L
Again
I,
can't
guarantee
that
that
2%
manual
with
this
plant
you
have
you
do
have
some
other
factor
that
you,
you
know
wet
weather
for
one
bread
changes
for
another.
That's
it's
hard
to
say
that
you
can
achieve
that
achievement
to
pursue
it's
hard
to
put
a
number
on
that,
but
you
just
the
simple
fact
that,
though
business,
that's
a
maintenance
department,
you'll
get
it's
my
efficiencies
there.
That
contributes
to
that
one.
J
A
Question
Clint:
what
question
when
the
Cox
Avenue
building
comes
online,
it's
a
big
building
right!
So
that's
gonna!
It's
gonna
be
a
lot
of
new
square
footage
to
II
and
it's
a
new
buildings
that
are
probably
pretty
good
on
a
per
square
foot
basis.
But
it
is
a
big
new
building.
So
so.
E
L
L
What
I
found
out
in
the
past
nine
years
of
employment,
we're
of
dynamic
municipality
right?
You
know
we
were
fluctuating
it's
worth
whatever,
so
the
philosophy
that
we
came
up
and
tracking
and
tracking
this
goal,
you
know:
we've
set
a
baseline
and
we've
drew
the
line
with
the
batch
of
facilities
when
this
ball
was
hiked,
and
we
were
tasked
with
doing
this
so
we'll
use
that
baseline
to
track
these.
These
managers
mean
any
any
buildings
that
are
subtracted.
We
don't
we
don't
allow
falling
any
buildings
that
are
at
it.
M
M
So
there
was
a
lot
of
that
talked
about
and
out
of
that
meeting,
voting
the
lines
with
waste
reduction
partners
and
a
BTEC
and
I
suppose
City
Schools
had
level
one
ashtray
audits
performed
on
their
campuses,
so
a
BTech
did.
Twenty-Six
facilities
about
nine
hundred
thousand
square
feet
in
Asheville
City
Schools
did
hate
facilities
for
a
little
over
eight
hundred
thousand
square
and
Asheville
the
national
school
system.
M
Right
now,
their
biggest
project
they've
got
going
as
an
LED
and
they
should
never
change
him
out
in
their
skills
and
they
have
four
schools
complete,
which
is
about
45%
of
their
inventory
and
by
spring
of
2018
they'll,
be
complete
with
led
change
out
in
there
on
their
campuses.
Now
this
is
not
every
fixture
in
the
school
system.
This
is
the
choppers
like
you
see
over
here.
That's
the
easiest
thing
to
grab
first,
and
that's
it.
M
That's
what
big
gainer
juice
interested
the
puppet
other
projects
that
I
still
school
system
has
going
on
is
the
Montford
North
Star
Academy
we've
had
a
complete
HVAC
upgrade
their
new
fan,
coil
units,
new
chiller
and
the
building
controls
and
a
new
fresh
shower
system
for
those
there's
also
been
a
new
roof,
but
on
there.
So
you
get
the
insulation
upgrades.
All
of
these
things
work
together
to
reduce
energy,
so
national
high
school
sports
energy
initiatives
primarily
would
center
around
the
roof.
M
Roof
work,
that's
being
done
across
the
campus,
we're
gonna
pick
up
those
insulation
factor
player
and
we're
also
doing
an
envelope
renovation.
It
is
key,
you
know,
even
if
you
think,
about
water
infiltration
through
that
block,
somehow
that
water
can
be
dealt
with
through
the
evaporation
process
through
an
HVAC
system.
Somehow
it's
using
energy
to
get
rid
of
that
sort
of
I,
even
just
I
sealing
up
that
building
and
presiding
here
Jones
go.
M
Buncombe
County
has
a
very
large
LED
in
the
Erland
district.
They
completed
13
buildings,
including
the
maintenance
building
and
Administrative
Services
Building.
Then
they
have
changed
about
12,000,
light
fixtures
through
school
beginning
this
month
in
the
Robertson
district
six.
Nor
could
we
begin
and
they'll
change
out,
8000
fixtures
and
nineties
with
important
inflation
by
June
of
18
starting
in
spring
and
next
year.
The
final
phase
at
the
LED
change
out
the
nikah
district,
six
goals,
approximately
80
100.
M
M
M
So
energy
efficiency
projects,
welcome,
is
getting
an
either
chiller
best
like
an
elementary
is
we're
saving
an
entire
HVAC
system
upgrade
and
the
Administrative
Services
Building
is
getting
a
new
boiler
switched
in
generator.
All
those
are
in
matin
calendar
year,
energy-efficient
projects,
Irwin
house
till
I
see
rentals
hostel
or
each
receiving
this
solar
hot
water
system.
That's
going
to
aid
the
kitchen
in
hot
water,
this
Valley
Springs
middle
Tober,
completed
in
October
of
17.
M
M
So
one
of
the
things,
though,
that
interests
me
most
about
this
other
energy,
conserving
conservation
activities,
I
put
toward
initiatives
behind
that
when
I
was
reading
this
you
look
at
those
first
three
under
that
presentations
to
school
classes.
Boards
and
principals.
Energy
assessments
was
using
students
to
do
these
assessments
and
outreach
via
social
media
communication.
That
education
is
going
on
right.
There
is,
is
key
to
making
this
happen
in
the
future
by
the
kids
put
your
suit
because
it
was
drilled
into
got
your
suit.
That's
it!
M
When
you
start
at
this
age
and
start
teaching
this,
then
it
sticks
with
you
utility
rate
analysis
and
Bill
our
team
real
short
story
here
when
I
first
came
and
took
over
utility
ready
now,
since
Bill
Allen
team.
This
one
bill
get
up
in
my
mind
until
where
is
that
that's
a
looking
at
if
we've
been
paying
the
power
bill
on
this
studio,
suite
of
walnut
springing
up
there?
The
years
we've
known,
Crawford
County
been
paying
that
bill.
You
gotta
keep
an
eye
on
these
things.
So
much.
E
M
M
Is
the
ability
to
assess
an
initiate
look
at
the
problem?
Initiate
the
solution
and
buckle
ken
schools
is
an
off-the-charts
on
this
with
merit
their
miles
ahead,
everybody
maybe
check
we're
taking
the
information
we
got
from
the
energy
audits,
incorporating
it
into
the
capital
projects
plan,
that's
upcoming,
and
so
on.
This
first
round
of
projects
you'll
see
quite
a
few
LED
lighting
change
out
Sonia
and
a
lot
of
restoration
taking
questions.
You
have
right.
A
K
K
Sustainability
serves
as
a
resource
and
an
advocate
for
fireman
and
a
sustainability
in
Buncombe
County.
Our
mission
is
to
foster
a
culture
of
sustainability
throughout
the
county's
operations
and
support
sustainability
initiatives
both
within
urban
counties
and
in
the
general
community
at
large.
So
first,
first
I
want
to
go
to
is
sustainability
office
responsibilities
within
County
facilities.
I
have
one
major
goal
when
it
comes
to
Buncombe
County
facilities.
K
General
Services
that
does
a
great
job,
Clinic
sort
of
alluded
to
this
proactive
approach.
They
have
towards
maintenance
which,
by
its
very
nature,
helps
us
to
become
more
energy
efficient.
So
my
job
is
not
to
make
his
job
harder.
It's
just
to.
Let
him
do
his
thing,
because
they're
doing
a
great
job,
we
do
work
together.
We
do
you
know
we
talk
to
each
other.
We
keep
each
other
informed.
We
spit
ball
ideas
together
in
terms
of
you
know
where
we
might
going
next
with
some
energy
efficiency
initiatives.
K
K
That
I've
been
doing
this
we've
got
about
twelve
thousand
dollars
in
rebates,
additional
rebates
from
Duke.
That
does
not
include
built-in
rebates.
That's
so
when
we
buy
lighting
a
lot
of
times
we'll
get
the
vendor
to
get
the
Duke
rebate
upfront
so
that
it
just
reduces
the
total
cost.
That's
one
thousand
dollars
is
additional
rebates.
K
We
have
money
to
do
more
projects,
so
it
was
something
that
wasn't
really
being
wrapped
up
with,
because
we
had
this
generator
program
that
was
helping
fund
it,
which
long
story,
but
air
quality
emissions
chain.
That
program
no
longer
exists.
So
we've
had
to
be
more
creative
in
going
out
and
calculating
our
energy
savings
initiatives
in
FY
18
we've
got
approximately
27,000
and
based
on
new
projects
that
we've
done
this
year.
We
expect
to
have
about
40,000
dollars
in
savings.
Go
back
to
that
energy
reinvestment
fund.
I
K
K
E
K
K
So
we
also
have
the
community
Clean
Energy
Fund,
which
you
guys
invested
in
against
starting
July
1
we've
got
this
pool
of
money
to
go
out
and
do
community
clean
energy
work
and
what
we
thought
was
okay.
Where
do
we
get
started?
You
know?
How
do
we
do
this?
What's
the
jumping-off
point,
and
we
start
in
my
mind
job
by
just
gathering
this
data,
what
I
mean
by
gathering
the
data
is
what
projects
are
out
there
for
us
to
invest
and
the
way
we
get
that
information
is
by
doing
energy
audits
and
energy
audit
stuff?
K
Well,
the
public
and
community
facilities.
So,
in
our
conversations
on
how
to
get
this
thing
going,
there
were
a
couple
of
really
natural
jumping
off
points
for
us,
one
of
which
was
the
thyristors
they're
taxpayer
funded
facilities,
County
they're
there
they
enjoy
a
great
deal
of
community
support,
and
you
know
there's
over
there's
20
fire
districts
with
a
lot
of
different
buildings
over
a
quarter
of
a
million
square
feet.
K
So
we
started
the
process
of
doing
energy
audits
for
all
more
fire
to
schools,
and
so
those
started
with
a
contract
with
waste
waste
waste
reduction
partners
in
August.
They
are
currently
under
way.
We
expect
that
they're,
probably
going
to
be
underway
until
about
the
first
quarter
of
next
year.
Again,
it's
20
districts
plus
a
few
substations.
It's
a
lot
of
buildings
to
audit,
so
it's
taking
several
months
to
do
all
of
it.
So
the
fire
districts
were
our
first
jumping-off
point
for
doing
energy
audits.
J
K
We
go
through
a
process
every
year,
where
a
lot
of
local
nonprofits
will
submit
essentially
grant
applications
to
us
and
we
go
through
the
process
of
funding
right.
Well.
That
also
means
we've
got
an
established
relationship
with
these
organizations,
so
it's
an
easy
sort
of
put
in
the
door
for
us
to
say:
hey.
We
want
to
come
and
audit
your
facilities,
so
we're
working
with
a
bunch
of
these
community
partners.
This
is
just
sort
of
the
initial
list.
Ywca
savings
community
center.
Basically,
why
am
I
ABC
cm?
K
E
F
K
Is
just
where
we
started
and
we
sort
of
had
some
some
initial
criteria
for
who
was
gonna,
be
the
easiest
to
get
in
the
door,
and
that
was
we
looked
at
the
size
of
the
facility,
the
age
of
his
facility.
Did
they
own
their
building
versus
you
know,
leasing
just
a
part
of
it.
You
know
just
a
sort
of
easiest
foot
in
the
door
to
get
some
of
these
energy
audits
time
for
these
facilities.
Then,
of
course
the
whole
point
of
this
is
to
get
these
energy
conservation
measures.
K
Once
we
get
the
results
of
these
audits
back,
we
will
be
able
to
evaluate
and
prioritize
the
energy
projects
that
are
out
there
for
us
to
go
out
and
fund.
So
that's
that's
the
next
step.
Once
these
audits
are
so
the
waste
production
partners
are
doing
the
audits
of
fire
departments.
The
audits
of
the
community
centers
are
being
done
by
a
company
called
McKinnon
Creek.
J
E
K
K
For
qualifications
to
get
engineering
firms
to
come
in
and
submit
qualifications
to
do
the
audits
course-
and
they
were
they
were
so
everything
up
to
this
point-
has
been
kind
of
commercial
we're.
Also
looking
at
residential,
we
are
looking
at
doing
some
additional
audits
of
mountain
housing
opportunities.
Older
facilities,
they've
got
some
older
facilities
that
you
know.
Frankly,
they
were
built
in
the
you
know,
late
70s
early
80s,
and
they
could
really.
K
One
of
the
sort
of
glaring
needs
in
the
community
was
that
Duke
Energy
has
all
these
programs
for
people
that
nobody
seems
to
be
aware
of
the
market.
Penetration
for
them
is
very
low,
and
so
we
were
working
currently
through
getting
some
of
the
default
to
be
like
when
you
sign
a
lease
with
a
mountain
housing
opportunity.
You're
opted
into
these
different
programs.
That
would
always
save
energy,
and
that
would
be
the
default
position.
You're.
K
The
default
is
that
you're
opting
in
so
we're
working.
It's
once
you
get.
The
lawyers
involved
like
it's
gonna,
take
a
little
while,
but
that's
that's
an
initiative
we're
working
on
as
well.
In
addition,
also
residential,
we
are
contracting
with
Energy
Savers
Network,
Energy,
Savers
Network
is
sort
of
a
new
organization
and
what
they
do
is
low
income
residential
energy
efficiency.
They
focus
on
weatherization
air,
sealing
insulation,
minor
repairs,
they're
identified.
K
They
identify
people
through
various
community
agencies
at
lunch
charities
any
of
the
weathers
weatherization
assistance
program,
funding
the
reason
we
really
like
energy
savers
Network
and
that
we've
decided
to
sort
work
with
them
is
it's
a
very,
very
cost
effective
method
of
going
in
weatherizing
people's
homes,
even
with
administrative
costs,
they
can
do
most
of
their
work
for
an
average
of
about
$300
per
home.
So
it's
very
cost
effective,
and
this
is
sort
of
an
opportunity
as
a
proof-of-concept
to
see
that
this
model
really
works
and
is
effective.
I
K
E
K
Scope
a
little
bit,
we've
also
applied
for
a
grant
opportunity
from
the
southeastern
sustainability
communities
fund.
It's
for
three
hundred
thousand
dollars
over
two
years.
It's
a
very
competitive
grant
opportunity
it's
open
to
all
local
governments
in
the
southeast,
I'm
not
allowed
to
publicly
tell
you
whether
or
not
we
got
the
money.
K
One
of
the
one
of
the
key
elements
that
was
brought
up
through
the
EIT
programs
group
that
tax
force
programs
grew
was
that
there
was
a
real
lack
of
continuity
between
weatherization
programs
in
the
area
between
community
action
opportunities,
Habitat
for
Humanity
and
various
other
sort
of
you
know:
energy
savers
Network
there
was
there
was
a
lack
of
that
single
point
of
entry
for
people
to
get
into
weatherization
services.
K
So,
for
example,
if
someone
were
to
go
to
Community
Action
opportunities
to
try
to
get
their
home
weatherized
or
you
know,
try
to
get
weatherization
assistance
money
did
you
have
some
home
repair
that
needs
to
be
done?
You
don't
qualify
for
weatherization
assistance
money.
If
you
have
a
hole
in
your
roof,
so
they
think
they
got
turned
down.
That's
that.
E
K
E
K
K
Would
be
a
minister
through
the
Greenbelt
Alliance
in
both
alliances,
formally,
the
Western
North
Carolina
Green
Building
Council,
so
they
would
be
the
county
is
simply
this
would
be
grant
toured
and
the
manager
of
the
grant
program
will
be
managed
through
Greenbelt
Alliance.
As
a
collaborative
effort.
It's
Duke
Energy
city
of
Asheville,
Buncombe,
County,
Community,
Action
and.
E
K
We
don't
have
a
unified
intake
process,
you
know,
so
can
we
get
all
this
together
so
that
when
people
need
these
services,
we
not
only
can
provide
it
for
them,
but
we
put
them
in
the
right
place
in
the
right
order
at
the
right
time
to
make
sure
that
they
get
sort
of
a
comprehensive.
You
know,
sir,
pull
home
view
what
they
see,
so
that
is
a
January
1
start
date
for
us.
So
we
nothing.
E
K
K
Homes
there's
a
variety
of
ways
that
people
can
convey
energy
savers
Network.
They
are
referred
through
Evelyn,
because
that's
what
people
tend
to
go
for
heating
assistance
funding.
There
are
two
through
the
Community
Action
opportunities
through
Habitat
for
Humanity,
basically,
all
of
the
other
service
providers
in
the
town.
They
are
also
really
ingrained
in
the
community.
So
a
lot
of
the
referrals
come
from
their
churches,
so.
I
K
They're,
the
only
ones
that
do
what
they
do.
At
least
that
is
a
relatively
new
organization
that
has
this
type
of
model
they're,
a
volunteer-based
organization,
which
is
why
they're
able
to
keep
their
costs
so
low.
They
basically
only
pay
for
materials.
So
when
they
go
into
a
home,
all
they
got
to
do
is
go
to
Home
Depot
and
spend
$200
on
materials,
and
they
have
volunteer
labor
that
goes
out
and
actually
postal.
I
C
C
K
K
Q
K
K
E
K
K
K
R
K
S
K
Build
the
concept
out
and
what
were
what
we're
looking
at
hopefully
doing.
This
is
we're
working
with
Duke
Energy
on
a
lot
of
these
projects
as
well.
Duke
Energy
has
requested,
through
the
Menominee
activities
Commission
to
create
a
program
to
buyback,
verified
energy
savings,
so
we
can
go
through
this
process
and
prove
that
we're
saving
money,
we're
saving,
10%
per
home,
etc.
The
number
of
kilowatt
hours
that
will
actually
be
able
to
save
they
can
buy
back
from
us,
and
if
we
can
do
that,
we
can
start
to
sort
of
refund
these
things.
E
I
J
J
What
you're
doing
is
fantastic
I,
know
and
I'm
wondering
if
we,
if
we're
broadcasting
this
too
much
money,
I
mean,
should
we
should
we
like
with
a
pre-k,
for
example,
we
went
to
some
areas
where
we
know
the
meat
is
better
right,
and
so,
if
we
went
to
a
community
or
even
though
I
mean,
if
there
was
a
manufactured
home
park
or
80
percent
of
people
on
their
homes,
they
were
lower
income.
Subsidy
was
older
homes.
We
decided
that
you
know
a
million
five.
You
can
do
a
thousand
$1500,
he
comes,
you
can
change
out.
J
J
E
J
Early
eighties
did
power,
would
they
probably
still
do
now?
They
would
give
you
a
rebate
on
any
of
this.
Any
of
that
that
you
installed
so
wondering
if
tech,
a
neighborhood
or
you
want
to
read
one
fix
over.
You
know
an
old
manufactured
home
community
that
people
you
want
to
return.
The
energy
back
want
to
say
you
want
a
long-term,
save
a
lot
of
energy,
then.
K
Where
ya
and
part
of
this
will
be
targeted
community
outreach,
because
we've
done
the
research
up
to
this
point
to
know
specifically,
which
neighborhoods
are
those
that
have
the
highest
energy
intensity
and
of
course
they
tend
to
be
where
we
expect
it
to
be,
and
so
we've
we've
already
sort
of
overlaid
our
community
outreach
strategy.
In
terms
of
you
know,
we
know
we
know
these
pockets
that
we
have
with
is
really
high
energy
intensity.
K
E
K
That
you
know
part
of
part
of
writing
that
grant.
That
was
an
immense
it
period.
There
was
a
very
big
focus
on
equity
and
inclusive
Ness
and
in
the
way
that
this
program
has
to
be
designed
so
they're
very
concerned
about
that.
The
funding
agency
is
very
concerned
about
that,
so
part
of
what
we're
going
to
be
going
through
as
a
as
a
group
for
every
agency.
K
J
J
I
But
to
me
so
we
know
one
in
four
children
in
our
community.
Don't
have
enough
to
eat
and
I
bet
one
of
those.
What
I
bet
those
children
live,
pocket
somewhere,
I
can't
anything
more.
It
means
we
can't
all.
This
is
really
good,
but
we
can't
wait
so
there's
just
got
to
be
a
better
way
because
we
here
this
year
after
year
after
year
and
we're
spending
a
million
and
a
half
dollars
on
feeding
so
can
there
be
a
better
way
when
people
get
heating
assistance
automatically.
H
R
The
most
partner
but
I
think
that's
what
Jeremiah
saying
Evelyn
is
the
hub
for
those
applications.
We
contract
that
work
Evelyn,
so
those
connections
are
being
made
at
Evelyn
that
that
is
one
of
the
referral
sources.
We
were
having
a
conversation
Jennifer
about
promoting
it
in
the
tax
office
for
those
people
who
come
in
asking
about
a
payment
plan
who
are
struggling
with
taxes,
because
we
know
there's
some
ownership
me,
sir.
There
are
other
pockets
and
places.
R
R
J
That
you
don't
have
you
don't
have
to
do.
They
have
to
go
that
way,
but
you
know
we
know
who,
if
you
wanted
to
target
over,
you
know
structures
whatever
they
might
be,
and
they
and
you
you
researched
it.
There's
a
dollar
amount,
the
tax
basis,
okay,
houses
that
are
on
the
text
rolls
for
under
fifty
thousand
dollars,
for
example
home.
That
is
a
meeting,
no
matter
whether
it's
manufactured
or
whether
it's
an
old
Frank,
couch
or
whatever
chances
are
it's
old
chances.
Are.
It
has
older
insulation.
F
J
Which
you
might
not
be
able
to
fit
that
you
can
fix
doors,
windows,
weather
stripping,
you
know,
maybe
even
in
some
extreme
cases,
it
exchanged
out
an
old
aw,
forced-air
furnace
great,
maybe
there's
a
way
to
do
that
and
dramatically
impact
the
commute
and
but
it'd
be
finding
the
money
for
grants.
Both
me
the
federal
program.
J
You
know
if
a
lot
of
these
weather
and
one
I
like
I
like
this
in
and
I'm
stuck
on
this
energy-saving
Network,
because
I
know,
if
you
go
in
and
you
might
change
somebody's
home
and
given
an
opportunity
to
keep
their
home,
you
change
their
life.
That's
what
I
mean
you've
been
package,
iterations
I'm,
just
telling
if
you
figure
out
a
way
for
them
to
stay
in
their
home
impact
generations.
You
don't
impact
just
a
little
system
for
two
years,
but
you
know
if
there's,
if
there's
a
way.
P
K
F
K
K
To
evolve
resi
speech,
do
you
actually
do
a
data
analysis
of
their
bills,
pre,
retrofit
and
post
retrofit,
so
that
we
can
go
to
dupe
with
a
numbers?
Say
we
saved
you?
You
know
two
hundred
kilowatt
hours
by
doing
this
and
they
can
pay
us
for
that
two
hundred
kilowatt
hours
to
help
continue
funding
these
types
of
initiatives.
K
The
the
problem
is
that
Duke
is
very
limited
in
the
way
that
they
can
roll
out
programs
based
on
the
structure
that
they're
given
by
the
ability,
Commission
and
rather
than
ask
you
know:
Buncombe
County
is
board
commissioners
every
year.
I
need
more
money,
I
need
more
money,
money,
we're
looking
for
creative
ways
to
get
other
entities
involved
in
helping
fund
initiatives,
but
I
agree
with
you.
I
mean
we
know
it
works,
but.
K
A
R
K
R
I
I
I
Q
A
A
Are
newer
and
they're
a
pretty
good
shake,
but
a
lot
of
them
are
a
lot
of
them.
Is
thousands,
and
thousands
of
them
are
older
too,
but
there's
been
a
ton
of
discussion
about
this
and
I
think
that
you
know
that
I
think
the
staff
have
done
a
great
job
kind
of
zeroing
in
on
how
to
kind
of
use
the
counties.
A
The
additional
resources
we're
putting
into
this
arena
that
kind
of
kind
of
leverage
as
much
as
we
can
get
from
all
the
Duke
incentives
and
the
other
things
that
are
out
there.
One
really
cool
thing
that
I
think
is
gonna
happen
this
year.
That
will
be
an
opportunity
for
us
to
work.
We
do
because
Duke
has
this
program
called
neighborhood
Energy
Savers,
where
they
do
go
into
like
a
whole,
neighborhood
and
basically
kind
of
try
to
kind
of
retrofit.
A
You
know
homes
across
an
entire
neighborhood
and
so
they've
agreed
to
bring
that
program
back
to
Buncombe
County
this
year
and
so
the
county
and
all
these
different
partners.
We
work
with
you
know,
and
you
could
kind
of
agreed
to
kind
of
take
that
program
and
just
try
to
really
blow
it
up
and
like
make
it
bigger
and
more
successful
and
get
more
folks
participating
and
we've
ever
had
before
and.
F
A
K
In
the
interest
of
time,
I'm
going
to
move
on
because
I
know
I'm
limited,
but
if
you
have
additional
questions,
if
I
can
talk
more
about
this
with
you,
please
do
so.
I
mentioned
Duke
Energy
programs
and
their
lack
of
market
participation.
So
one
of
the
one
of
the
things
that
we're
trying
to
do
there,
too
is
engage
the
business
community
and
get
them
on
board
with
these
these
program
initiatives.
K
So
we
had
just
a
terrific
meeting,
September
7th
with
all
of
the
program
managers
from
all
over
and
they
flew
in
from
six
different
states
to
be
at
this
meeting
to
talk
to
us
about.
Why
is
it
so
difficult
to
get
people
signed
up
for
your
program?
Why
is
your
market
participation
so
low?
How
do
we
get?
How
do
we
cut
through
the
red?
You
know,
because
when
people
go
to
Duke's
website
or
people
call
the
large
utility,
you
don't
get
anywhere.
So
what
we?
K
What
we're
doing
is
we're
these
community
forums
and
we've
got
one
scheduled
for
December
5th
it'll,
be
our
it'll,
be
our
first
one
December
5th
we're
going
to
have.
We've
invited
all
of
the
businesses
that
have
signed
up
for
the
workplace,
challenge
and
they're,
going
to
be
coming
to
the
chamber
to
do
a
lunch
and
learn
where
the
program
managers
from
Duke
are
going
to
be
present
to
sign
people
up
at
that
media.
To
schedule.
K
Appointments
to
you
know
talk
to
them
about
technical
assistance,
to
do
energy
audits
for
their
buildings,
to
look
at
energy
wise
for
business,
small
business,
energy
saver
program.
The
whole
point
is
to
sort
of
cut
through
the
red
tape.
Have
the
program
managers
on-site
to
schedule
them
and
get
them
signed
up
for
these
programs
write
it
in
in
there,
because
it
just
will
cut
through
a
lot
of
the
sort
of
bureaucracy
that
people
have
to
deal
with
to
get
a
hold
of
a
company
the
size
of
dude.
K
So
it
can
be
a
real
issue,
so
this
is
going
to
be
our
pilot,
so
we're
going
to
try
and
use
this
first
go-around
as
as
a
way
to
get
feedback
on
how
we
can
target
specific
industries
when
we
do
these
forums
we're
going
to
try
and
do
one
at
least
every
quarter
and
target
hotels,
restaurants,
you
know
breweries,
you
know
various
sort
of
targeted
sectors
in
the
community,
so
that's
that's
something
that
we've
got
we're
pretty
excited
about.
Actually
and
it's
the
city
is
the
chamber.
It's.
K
K
We
have
almost
1500
employees,
there's
no
reason
not
to
include
our
own
people,
so
one
of
the
things
I
really
wanted
to
do
is
to
provide
a
home
energy
efficiency
workshop
for
our
employees.
So
we
had
that
a
couple
of
months
ago
it
went
really
well
I
had
to
turn
people
away.
I'm
gonna
have
to
have
another
one,
because
we
had
so
many
people
sign
up,
I
didn't
have
room
for,
and
it
was
really
good.
K
We
had
great
feedback,
it
was
just
a
basically
an
hour
and
a
half
long
workshop
at
lunch
to
provide
people
with
tips
and
just
basic
information
on
how
to
make
your
home
more
energy
efficient,
and
we
talked
to
them
a
little
bit
about
you
know
signing
up
for
new
programs
and
how
to
you
know
just
make
the
best
of
what
you
have
at
home
without
you
know,
sort
of
low
cost,
and
that
would
cost
things
you
can
do
in
your
own
home.
So
the.
K
K
Or
signing
up
for
things
like
energy,
wise
home
code,
so,
for
example,
it's
very
similar
to
our
healthy
hours
program
where
you
go
get
your
numbers
checked
once
every
six
months
and
you
can
earn
four
hours
of
comp
time
just
for
we're
getting
your
numbers
done.
That's
a
health
clinic
same
kind
of
thing.
If
you
could
sign
up
for
a
new
program,
we
can
provide
you
with.
You
know
two
hours
of
content
that
way
it's
sort
of
a
no-cost
way
to
incentivize
our
employees
to
continue
to
to
work
with
energy
efficiency
in
their
own
money.
K
It's
gonna
be
a
question:
what
are
we
spending
so?
Just
to
date,
the
investment
was
$350,000
for
the
Community
Fund.
We've
got
contracts
for
about
fifty
three
thousand
dollars
in
energy
audits,
for
all
of
our
fire
departments
and
community
facilities,
sixty
thousand
dollars
towards
low
income,
energy,
retrofits,
plus
some
additional
money
we've
got
for
that
we're
gonna
put
in
for
grant
match.
The
employee
workshop
was
about
fifteen
hundred
dollars.
There
is
potential.
I
K
J
K
E
A
A
E
I
J
K
K
K
We're
still
learning
lessons
and
trying
to
figure
out
what
is
gonna,
be
the
most
effective
way
to
utilize
the
resources
that
we
do
have
you
know
we
make
pivot
on
some
of
the
things
that
we've
talked
about
and
end
up
going
in
a
different
direction.
We
don't
know
that
yet
we're
still
learning
those
lessons
and
trying
to
just
make
the
most
of
what
we
have
and
do
the
most
effective
things
that
we
can
do
with
the
resources.
C
K
C
K
I
E
A
I'm
not
clear
I
mean,
let's
see,
I'm,
not
Carl
the
idea
so.
I
We
have
a
lot
of
tipping
grant
opportunities
and
the
Community
Engagement
Team
they're
out
there.
So
if
we
can
engage
more
young
people
who
are
interested
in
this
to
get
involved.
K
J
J
Oh
being
faced
eviction
and
that
if
you
can
affect
some
homes,
it's
a
win
test
it
out.
We
may
not
there's
a
lot
of
a
lot
of
lower
priced
housing
in
my
County,
because
that's
all
those,
but
some
of
those
folks
can't
afford
all
the
power.
If
you
couldn't
you,
it
doesn't
take
much
to
go
from
the
$400
power
bill
to
three
hundred
and
a
hundred
dollars
a
month.
K
J
J
J
K
A
E
A
At
in
the
community
are
really
exciting
too,
and
a
lot
of
you
know,
a
lot
of
great
thought
has
gone
into
this.
You
know
it
is
a
you
know,
every
every
every
family
that
you
help.
It
makes
a
real
difference.
This
is
a
huge
scale
challenge
you
know,
part
of
it
is
kind
of
trying
to
think
about
how
to
how
to
start
approaching
in
a
way
that
that
really
moves
the
needle.
A
Has
you
know,
even
if
you
you
know,
and
I,
really
appreciate
the
Commission
support
for
that
initial
funding
in
this
year's
budget
to
do
that,
because
those
decisions
are
always
hard.
You
know
I
really
appreciate
that
so,
but
even
if
we
had
another
zero
on
that
that
amount
of
money
we
were
investing.
You
know
this.
This
is
such
a
large-scale
problem.
You
know
this.
We
would
not
solve
this
quickly.
You
know
the
happy
we're
talking
about
the
housing
stock
of
you
know:
Buncombe
County,
accounting
with
quarter-million
people
in
it.
A
C
I
just
want
to
roast
a
winner
for
us
talking,
we
haven't
had
a
chance
as
a
commission,
since
we
voted
on
a
clean-energy
resolution
and
I
think
and
I
think
from
just
informal
conversations.
My
sense
is
that,
and
I
certainly
see
it
this
way
that
everything
we've
just
talked
about
from
last
hour.
So
it's
absolutely
tied
to
the
discussion.
J
It
is
what
we're
trying
to
is
probably
okay
but
we're
following
all
the
groups
that
you're
talking
all
the
way
down
the
line,
so
we're
not
starting
at
the
top
we're
starting
to
buy
dupes
always
have
many
out
there
that
put
it
in
a
little
metal
bill
that
they'll
do
what
they
can
to
help
you
bring
your
home
up
to.
You
know,
save
money.
That's
you
get
about
every
month,
especially
in
the
wintertime.
J
J
Evelyn,
that's
been
around
for
evidence
like
your
men,
you
said
they're,
the
ones
that
carry
the
ball
and
all
we're
doing
is
just
add
it
to
the
bottle.
It's
like
yeah.
We
want
to
be
sustainable,
but
then
we
wants
to
change.
Take
some
of
the
change
that
I
see
has
not
really
change
them,
because
you
got
people
to
go
out
all
the
time
and
try
to
help
people
with
their
homes.
Kids
come
in
from
different
states.
The
hell
is
in
actually
would
be
honest,
so
adding
money
into
that.
J
That's
fine
as
long
as
those
people
can
help
make
sure
they
insulate.
It
shows
that
we've
got
a
look
at
the
mobile
homes
as
well
as
we
look
at
he's
just
talking
one
side
of
whacks
tonight,
over
Louisiana,
hammock
and
I
know
that
was
sideways
yeah
and
the
homes
up
there
and
built
the
19-point
ease.
So
everybody
needs
help,
but
we
we
have
to
watch
it
in
a
way
and
I
appreciate
you
getting
the
grants.
J
I
I
100%
renewable
to
me:
that's
what
pie-in-the-sky
and
saying
by
2030
nobody
in
our
community
will
be
presenting
to
the
opiates.
All
these
things.
I
want
to
happen,
but
you
know
I
think
I
think
it's
important
to
back
everything
that
we're
doing
up
with
action,
and
we
are
doing
that
with
action.
I'd
like
to
put
a
lot
more
money
into
keeping
people
warm
and
also
making
them
sustainable,
so
I
think
it's
important
for
us
not
to
get
crossways
over
resolutions
and
and
words,
but
I
think
it's
important
to
put
action
and
tweeting.
I
Thank
you.
It's
great
to
hear
all
this,
then
you
know
I,
don't
think
we
need
to
get
stuck
on
a
word
when
we're
providing
action
and
moving
forward
and
Mike's
right.
There
are
certain
things
that
are
the
same,
but
by
continuing
that
continuity,
we're
moving
one
child
life
has
changed
because
they're
not
cold
anymore.
We're
moving
forward
so
to
me
in
Georgia,
Jeremiah's
sustainability,
office
and
words
could
be
where
we're
going.
A
A
I
think
it's,
it
obviously
sparks
a
lot
of.
You
know
a
lot
of
error.
It's
something
people
are
really
interested.
It's
I've
been
appreciate.
The
Commission's
interested
it
too
I
mean
one
thing.
I
would
say
that,
in
terms
of
kind
of
kind
of
you
know,
thinking
about
the
future
policy
work
of
the
County
Commission
is
that
you
know
this
isn't.
This
is
undeniably
kind
of
focused
on
like
the
energy
efficiency
opportunities
we
have
in
our
public
buildings
and
in
you
know,
low-income
households,
and
then
you
know
supporting
those
things
in
the
small
business
community.
You.
F
A
Is
very
energy,
efficiency,
oriented
and
there's
there's
great
stuff
happening.
Commissioner
fryers
right,
you
know
it's
been
a
lot
of
great
groups
working
on
these
kind
of
efforts
for
a
long
time
and
I
think
it's
great
that
the
Commission
is
through
joining
them.
You
know
the
work,
you
know
we
didn't
start
this.
That's
that's
a
great
point,
I
think
on
the
Renewable
policy.
It
is
you.
A
It
is
a
different
thing.
You
know
the
kinds
of
things
I
think
we
would
need
to
do
as
a
commission
to
achieve
you
know
the
idea
of
procuring
a
lot
of
our
power
from
renewable
sources,
even
though
it's
still
energy,
the
kinds
of
things
we
would
need
to
do
to
do
that
are
part
are
different
than
the
kind
of
things
that
we
gotta
face
on
today.
I
mean.
A
Certainly
we
want
to
drive
down
the
amount
of
electricity
we
need
as
much
as
we
can
through
efficiency,
but
you're
never
going
to
get
that
to
you
know,
or
or
even
probably,
the
excellence
to
it.
You're
gonna
have
to
generate
some
renewable
power,
see
so
I
just
kind
of
want
to
make
that
distinction,
because
I
do
think,
there's
some
different
kinds
of
efforts
we've
been
on.
We
need
to
undertake
if
we
decide
that
we
wanna
try
to
do
that
definitively.
C
I
see
it's
sort
of
like
saying:
we
want
every
the
first
2000
days
of
every
kid's
life
in
County
to
be
as
healthy
as
possible.
One
set
of
strategies
is
expanding
access
to
early
childhood
education,
which
you
do
through
a
whole
set
of
tactics
in
one
sector.
Another
set
of
strategies
around
should
people
have
access
to
good
prenatal
care
and
pediatric
care
and
access
to
food,
but
it's
all
the
same
concept,
driven
by
the
same
value
in
vision.
C
We
want
every
kid
to
thrive
in
Macomb
County,
so
that
leads
me
in
my
orientation
towards
sort
of
the
the
policy
level
discussion
and
where
that
meets,
the
sort
of
short-term
programming
and
strategies
were
engaged
with.
If
it's
about
a
community,
or
at
least
for
me
at
least
it's
coming
from
this
commitment
around
costs
really
tackling
these
questions
around
energy
efficiency,
renewable
energy,
how
we
end
the
correlation
to
everything
from
affordable
housing
to
how
we're
stewards
to
the
incredible
landscape
were
animals.
So.
C
I
P
Well,
I
think
what
we've
got
to
remember
is
we're
talking
about
goals
and
what
we
need
to
accomplish
and
all
of
it
I
think
we'll
get
to
the
sustainability
when
we
look
30
we're
talking
about.
But
we've
got
to
realize
we're
talking
about
long
term
and
short
term
goals
and
let's
not
get
them
confused,
but
at
the.
E
P
All
want
to
be
at
the
same
place.
You
know
when
we
think
about
the
sustainable,
big,
heavy
lifting.
If
we
don't
have
to
do
it's
going
to
take
a
long
time
to
do
it.
We
know,
but
we
gotta
start
today
if
we're
gonna
get
there.
On
the
other
hand,
something
short-term
things,
helping
the
kids
and
saving
the
babies
you'd
like
to
do
now,
yeah
and
I
think
it's
all
you
know,
and
we
do
need
to
x-ray
great
it's
a
little
a
fun
fun
workplace.
Take.
J
P
J
J
A
S
Budget
process
we're
very
excited
to
give
you
our
overview
today,
as
we've
been
sitting
down
in
these
sessions,
we've
been
developing
and
demonstrating
new
tools,
and
we've
also
been
communicating
with
departments
about
new
expectations.
So
we've
really
geared
this
process
to
be
around
transparency
and
openness
in
the
budget
process.
So
we
we've
really
tried
to
convey.
We
want
you
all.
We
want
departments
have
new
expectations
of
the
budget
office,
so
we
wanted.
We
just
really
want
you
to
know
we're
open
where
we
want
to
share
any
information.
We
have
with
you
every
step,
especially.
S
S
U
It
fully
until
now,
so
what
we've
done
is
we've
taken
all
these
requests
that
we
typically
get
amendment
request
form
li
T,
request,
form,
we've
kind
of
put
them
all
in
one
place
here,
and
this
is
an
ever-changing
monster.
So
anything
you
guys
think
that
you
would
like
to
see
there.
We
can
put
that
there,
we've
asked
all
departments
to
come
in
and
say
anything
they
would
like
to
see
we
could
throw
in
there,
but
to
highlight
we
have
a
budget
of
member
request
form
which
has
changed
since
or
so.
U
If
you
look
on
the
left,
that's
what
it
used
to
look
like,
and
you
flip
on
the
right.
You
can
see
that
we're
trying
to
get
more
information
trying
to
make
a
little
more
friendly.
You
can
see
on
the
left.
That's
your
zoom
in
here
would
just
be
multiple
projects
going
down
the
sheet
where's,
the
money
going.
You
know
what
are
we
doing
with
it
versus
trying
to
have
one
form
per
one
project?
F
U
We've
done
is
we're
taking
this
one
here,
you
may
be
familiar
with
an
agenda
cover
sheet
back
when
Kath
used
to
post
the
budget
amendments,
and
there
have
been
company
doctrine
called
the
agenda
cover
sheet
we've
just
married.
The
two
forms
together
for
ease
for
the
public
sees
for
your
easy
Valerie's.
U
Also,
on
our
SharePoint
side,
we
do
have
some
departmental
tools,
such
as
a
salary
benefits
calculator.
So
in
our
department
we
get
asked
a
lot
hey.
We
have
a
grants,
we
have
X
amount
of
dollars
say
we
have
$50,000,
we
want
to
staff
an
employee,
we
think
it's
gonna
cost
$40,000.
So
then
it's
our
job,
we
go.
Hey
I,
don't
know
fifty
thousand
dollars.
It's
gonna
cover
that,
and
this
is
why
so,
with
this
calculator
here,
we've
been
able
to
just
give
departments.
They
can
come
here.
They'll
download
your
machine.
U
U
U
U
U
J
J
S
S
S
So
this
is
the
internal
view
of
the
calendar.
The
public
also
has
access
to
the
budget
calendar
on
the
Buncombe,
County
org
website,
so
their
same
calendar
and
there
might
be
some
differences
with
the
links
we've
given
Department
weeks.
Your
request
forms
on
the
internal
budget
calendar,
so
the
public
might
just
not
see
those
links
because
they
would
have
access
to
those.
But
one
nice
feature
about
this
calendars.
You
can
subscribe
to
it.
You
can
share
it
and
and
filter
by
budget
category.
S
U
U
Year's
calendar
looking
like
this-
this
is
great
I
mean
you
could
put
it
on
your
cork
board,
but
it
doesn't
breathe.
You
know
so
we
need
changes.
It
would
have
to
be
made
would
have
to
be.
Our
offices
would
have
to
send
out
an
email
that
says:
hey.
We've
changed
this
if
you're
interested,
however,
with
this
new
format,
you
guys
can
hit
subscribe,
kick-out
to
your
work,
Outlook,
email
and
anything
that
we
change,
you
will
be
notified,
so
you
can
stay
current
with
us
the
whole
time
for
the
budget
process.
E
S
S
Please
review
that
that
policy
will
come
back
for
you
at
your
December
5th
for
a
meeting
or
formal
adoption,
but
I
did
want
to
highlight
some
of
the
biggest
changes
in
the
policy,
so
the
old
policy
is
also
included
in
your
packet
for
reference.
It
was
very
short,
three
paragraphs,
but
we
really
tried
to
build
on
it.
The
new
policy
establishes
the
purpose
for
having
such
a
policy
and
defines
what
a
capital
project
is.
S
It
does
lower
what
is
considered
a
capital
project
from
two
hundred
and
fifty
thousand
to
twenty
five
thousand,
and
the
big
driver
behind
that
change
is
to
be
consistent
with
our
asset
rationalization
policy,
which
recognizes
that
any
asset
over
twenty
five
thousand
is
booked
as
an
asset
and
depreciated
over
its
useful
life.
So
it
really
just
brings
the
two
policies
in
connection
and
have
consistency
there.
The
policy
also
establishes
a
formal
review
process.
S
Famous
senior
leadership
team
will
be
reviewing
all
capital
project
requests
and
then
they
will
then
come
to
you
as
a
board
to
consider
it
clarifies
the
adoption
of
the
five-year
capital
improvement
plan
by
you.
So
it
specifies
that
when
you
adopt
the
five-year
and
you're
really
approving
the
first
year
of
that
plan
and
giving
conditional
approval-
and
they
remain
important-
it
gives
you
increased
oversight
of
projects
savings.
S
So
when
a
capital
project
is
complete,
we
will
bring
that
back
for
you
with
options
of
how
you
want
to
treat
the
savings
you
want
to
move
some
things
around.
You
will
have
oversight
into
all
of
that,
and
it
also
identifies
roles
and
responsibilities
for
administration
and
implementation.
So
review
that
and
at
your
leisure
again
and
it'll,
come
back
before
you
December
5th
for
formal
adoption.
U
E
F
P
J
The
top
of
there
at
the
top
of
the
page,
it's
the
top
of
the
page-
needs
to
be
a
budget
tab
you
having
a
coffee
low,
but
to
me
I
mean
if
I
mean,
if
I'm
at
employing
member,
whatever
you
know
and
I'm,
actually
wanting
to
see
the
budget
or
budget
discussions
or
whatever
associated
with
somewhere
up.
There
should
just
simply
be
a
bunch
of
time
and
I,
don't
know.
J
J
U
J
S
I
What,
unless
he
probably
was
the
first
to
but
I
think
it
was
the
culmination
of
negativity
of
the
sense,
was
that
I
got
through
department
heads
there's,
an
element
of
fear
and
arbitrary
dictates
from
the
budget
office,
and
it's
hard
to
decipher.
I
know
that
was
you
all,
but
I
think
there's
a
lot
of
ground
to
be
made
up.
As
far
as
predators
has.
U
H
I
U
So
to
speak,
to
the
capital
requests
or
the
capital
process,
you've
actually
included
capital
request
forms.
It's
lost
I,
to
request
points
into
this
side,
this
one
so
well.
We
have
the
capital
process,
move
in
departments
can
go
in
and
click
here
you
guys
can
as
well
and
you'll
see
that
it's
taking
us
to
this
landing
page.
This
is
basically
every
request
that
comes
through
from
every
department
and
it's
sorted
by
Department,
as
well
as
sorted
by
type
of
request,
and
we
could
see
different
statuses
of
requests.
U
U
U
Worked
with
some
supposed
to
go
form
out
where
we
could
collect
some
really
good
data
and
it's
gonna
drive
email
chains.
So
you
can
see
here
we
have
five
forms
before
we
shrunk
it
down
to
one
form.
If
we
come
in
here,
we
have
expenditures
something
new
this
year
and
we've
tried
to
do.
Is
we
put
a
five-year
projection
on
there?
So
we
can
say
you
know
we
have
a
huge
building,
a
building.
U
U
Say,
oh,
if
I
grant
you
and
Josh
you
come
in
and
say,
I've
got
grant
match
for
the
screen,
win
project
or
something
you
can
throw
that
in
there.
Because
before
this
process
we
got
the
spreadsheet,
so
we
were
sending
them
out
and
coaching
confused.
They
didn't
want
to
put
things.
So
this
is
really
driving
a
lot
of
things,
but.
U
J
U
Traversing,
do
you
see
that
status
of
request
is
received
by
budget
and
what
it
does
is
that
someone
will
go
in
there.
Put
a
project
manager
in
share
points
grade.
Its
Microsoft
are
automatically
notice
to
the
requester.
Is
it's
going
to
keep
everyone
emailed
throughout
this
whole
process?
So
our
team
can
go
in.
We
can
view
the
forms
we
can
change
the
status,
the
more
information
requested
we
could
go
in.
We
can
type
a
this
sounds
awesome.
We
need
more
information
on
how
this
might
impact
this
right.
U
Might,
in
fact,
that
we
hit
send
it
automatic
exchange
of
emails
out
keeps
everybody
the
know,
senior
leadership
team
that
I
was
spoke
to,
we
can
say,
hey
its
sense
of
senior
leadership
came
for
review
or
we
can
change
the
status
to
approve
and
you're
getting
email.
All
you're
gonna
paint
every
time.
So.
C
S
U
I
will
say
that
we
have
an
IT
request
form
as
well,
and
what
this
is
going
to
do.
There
folks
are
going
to
come
in
here
in
this
area.
We
have
an
IT
problem,
we're
asking
folks,
just
even
the
smallest
problem,
just
to
put
it
in
there
and
it's
going
to
get
routed
to
Cathy's
team
and
I.
Think
we're
talking
about
keeping
this
open
all
year
round.
U
U
Of
this
feel,
you
know,
gather
beta
is
we're
gonna,
be
able
to
build
things.
You
know,
folks,
you
go
in
there
and
one
person
can
enter
all
the
information
instead
of
one
person
use
the
information
and
it
gets
channeled
to
another
person.
Ii
would
best
more
information
and
we
can
build
things
like
this
capital
plan.
You
know
we
can
do
metrics
and.
U
J
R
R
It
was
the
vote
where
the
background
documents,
the
other
thing
it
we
really
are
aware
of,
is
historically,
we
have
neither
set
priorities,
a
department
directors,
anything
on
that
CIP
and
it
stayed
there
even
if
everybody
the
ring
knew,
we
were
never
doing
that.
So
for
you
all,
you
kept
seeing
a
number
that
was
probably
bigger
than
what
the
actual
projects
we
would
have
as
a
leadership
to
you
agree
needed
to
happen,
and
then
it
adds
the
capacity
to
calculate
that
cost
out.
So
in
our
world.
R
E
R
U
T
T
T
Having
to
place
one
source
to
go
to
because
I
would
always
be
operating
on
from
the
CIP
plan,
that
I
thought
was
the
current
plan,
but
I
come
to
find
out.
We
had
since
have
been
revising
it.
So
now
that's
really
one
place
we
can
go
to
and
see
that
we
know
where
the
status
is,
whether
it's
been
to
the
board
whether
this
is
just
something
that
still
just
Waverly
planning
phase
really
from
the
financial
standpoint.
It's
a
great
tool
for
us,
so
you
can
do
some
inner
financial
plan
as.
U
S
S
J
S
So
our
next
step
we'll
continue
to
use
work
sessions
to
provide
you
partner,
program
and
budget
information
years,
starting
with
IT.
Today,
instead
of
in
the
past,
you
probably
remember
just
having
one
or
two
sessions
where
it
is
really
concentrated.
You
were
hearing
from
many
departments
all
in
one
day
we're
trying
to
alleviate
that
and
use
your
work
sessions
to
bring
you
information
all
year.
Long
we'll
also
gear
up
the
operating
budget
development
next
month,
so
that
begins
in
December
with
our
office.
S
We
are
working
on
some
trend,
data
and
lytx
to
provide
to
departments
to
help
them
and
submitting
their
operating
budgets,
and
also
to
provide
that
information
to
you
as
well,
give
you
more
insight
into
departments
and
their
budgets,
but
we're
really
excited
about
that
collaboration
and
finally
line
item.
Detail
will
continue
to
provide
that
to
you
as
you've
requested
and
we'll
continue
to
refine
how
you
want
to
see
your
budget
summary
I
know.
We
talked
about
that.
A
little
bit
and
do
lies:
what
format
do
you
want?
S
J
Is
is
it
a
function?
Could
it
they
were
sure
audience
make
sure
that
that
those
things
are
funded,
a
report
back
to
us
or
to
know,
and
we've
heard
smaller
things
we've
heard.
You
know
wonder
to
think
that.
Don't
think
that
funding
no
wondering
if
that
big
rates
happened
or
not
wonder
if
you
know
the.
J
R
I
think
this
will
be
the
exact
time
you
click
on
any
project
and
see
that
one
with
the
faces
that
they
mentioned.
Is
that
where
is
it
in
the
process
and
is
it
complete
and
what
the
final
customer
you
know
what
the
commitments
you
all
ask
the
best
early
on:
it's
we're
bringing
back
every
Capitals
when
you
talk
about
a
capital
project,
we're
bringing
back
but
close
out
of
that
to
you
I'll.
R
Yes,
this
was
the
allocation,
but
these
were
the
specific
commissioners
has
within
that,
and
how
do
we
report
that
out
to
you
all
report,
it
back
which
has
not
happened
in
the
past
when
we've
funded
them,
and
you
all
think
clear
on
what
you
expected
that
happened,
but
there
was
no
official
report
back
so
the
chair
we
meet
with
them
begin
that
process
and
we
are
scheduled
video.
So.
J
Is
there
you
know
the
changes
of
with
the
new
audit
functions?
I
mean
this
is
that
is
that
one
of
the
things
that
the
new
auditing
that
will
be
done
is
they'll,
be
looking
and
seeing
if
an
amount
is
not
more
than
what
it
should
be,
or
if
it's
less
as
their,
you
know
trigger
something,
and
are
they
checking
that
so
that
we
for
now,
you
know
they've
been
that
we
have
whole
confidence,
that
the
monies
are
going
where
they're
supposed
to
go
and-
and
it
seems
that
needs
to
be
a
function
of
someone.
R
I
mean
it
might
follow,
rules
it
outside
our
eye.
That
I
think
it
falls.
One
first
of
all
to
me
about
did
I,
do
what
you've
instructed
us
to
do
in
terms
of
managing
the
budget
and
2003
Board
of
performance
management
and-
and
you
know,
part
of
what
you're
getting
access
to,
and
this
is
budget
to
actual
so
you'll
be
able
to
see.
Where
are
we
expanding
in
a
particular
area
that
we
I
mean
I?
Think
you
make
a
good
point
like
the
I?
R
Don't
remember
that
this
a
little
bit,
but
for
our
settlement
seat
but
like
with
the
bus,
shelters,
I,
think
that
happened
outside
a
budget
in
a
meeting
so
I
think
I
mean
like
in
a
regular
meeting
where
you
all
agreed
you
wanted
to
do
it.
It
wasn't
part
of
a
budget
process.
So
maybe
we
just
need
to
make
a
commitment
to
develop
her
recording
mechanism
back
to
you
that
anything
you
fund
in
a
meeting.
R
So
your
sin,
regular
updates
where
it
is
in
status
and
when
it's
complete
the
things
that
happen
outside
the
normal
budget
cycle,
because
you
do
doing
can
allocate
money
all
year.
Long
and
I,
if
I,
would
that
can
watch
the
tapes
and
and
read
the
history
on
that
and
I
think
that
happened
in
a
regular
meeting,
which
somebody
brought
up.
Bus
stops.
I
J
J
But
it
was
when
I
was
driving
over
here,
the
greatest
kid
you
know
the
teacher
assistants
kept
popping
in
my
head,
you
know
and
to
make
sure
that
they
they
got
what
we
had
asked
order.
You
know
if
someone's
supposed
to
get
raises,
then
you
know-
and
it's
specially
for
two
hundred
thousand.
You
know
if
it's
three
hundred
thousand
or
two
armpit
it
out
who
is
awed
it
watching.
That
is
somebody
watching
that
within
the
budget.
That's
really
all
of
them,
probably.
R
I
R
Yes,
so
maybe
we
can
add
those
for
running
up,
they
that
happens
in
in
written
form,
and
then
you
can
ask
questions
and
their
county
managers
updating
and
every
meeting
I
cure
the
outstanding
projects.
Yeah,
yes
unto
us
and
yes,
the
car
was
delivered.
Yes,
the
new
Hamel
insists.
We
really
heard,
though
not.
J
D
E
D
E
I
R
J
I
was
in
charge
of
everything
all
I
would
want
to
know.
Is
that
position
was
there
in
that
position
was
totally
impartial.
That
position
was
watchdogging
for
that.
You
know
for
me
to
know
that
if
that
came
in
higher
or
it
got
diverted
or
if
teacher
of
the
teacher
assistants
pay
at
the
urban
somewhere
else
and
I
I
would
want
to
know
that.
A
A
E
A
A
lot
of
time
set
aside
to
do
these
budget.
You
know
work
sessions,
so
I
think
these
will
be
great
formats
too.
Just
to
make
sure
we
get
all
our
questions
answered
or
to
and
I
would
really
encourage.
Commissioners,
if
you
have
questions
about,
you
know
hey,
what's
up
with
the
bus
shelters
or
what's
up
with
you
know,
the
teacher
pay
to
just
you
know,
to
just
email,
the
manager
and
and.
A
You
just
think
only
you'd
be
interested
in
the
you
know.
You
can
just
do
it
one-on-one,
but
I'd
love
to
see
the
kind
of
flow
of
information
around
that
stuff.
So
people
have
questions.
Let's
just
you
know,
let's
just
write
on
film
and
cut
down
in
paper
and
say:
hey
managers,
here's
a
question
and
especially
as
we
get
further
into
the
budget
process
to
just
you
know,
I
think.
A
D
E
R
J
J
E
A
K
G
We
support
we're
going
to
talk
to
you
today
about
what
IT
does
in
layman's
terms
and
about
the
budget
that
supports
our
work,
but
I
also
want
you
to
lead
with
an
understanding
what
I
feel
our
most
important
asset
is,
and
that's
the
employees
of
my
team
having
been
an
IT
for
as
long
as
I
have
been
more
convinced
than
ever.
That
technology
cannot
be
successful
without
the
police
too.
G
All
right
so
having
said
that,
one
of
my
key
goals
is
professional
development
of
staff.
Obviously,
technology
is
changing
constantly.
We
have
to
focus
on
our
staff
and
provide
them
with
resources
to
increase
their
knowledge.
One
of
the
things
we've
done
is
pilot
a
mentoring
program.
So
we
have
David
Thompson
who
started
with
the
county
16
years
ago,
who
started
as
a
service
desk
technician,
entry-level
position
he's
now
a
senior
network
engineer
he's
got
a
little
gray
in
his
hair,
see
there
and
he
wanted
to
do
something
to
help
the
department
internally.
G
So
we
piloted
the
mentoring
project
and
he
is
pilot
mentoring,
Isaac
Godfrey,
who
is
now
a
service
desk.
Technician
he's
been
with
the
county
for
three
and
we
set
some
tangible
goals
around
the
project.
But
when
I
checked
in
with
David
to
see
how
it
was
going,
what
he
said
was
most
important
to
him
was
that
he
could
not
only
share
with
Isaac
how
he
has
grown
professionally,
but
he
found
out
that
they
share
the
same
taste
in
music.
G
So
we
created
a
personal
connection
and
a
professional
connection
and
we're
trying
to
do
some
things
to
change.
Our
corporate
culture
within
I
see
we
want
to
become
a
tune.
We
don't
want
to
be
separate
employees
heads
down
working
on
things.
We
want
to
be
part
of
each
other,
so
we're
doing
things
outside
of
work
on
our
own
time.
G
We're
getting
together
we're
going
the
ball
games
with
each
other
for
music
events,
we're
getting
to
know
each
other
as
people
we
need
are
each
other's
partners
in
life,
and
we
talked
about
our
non-work
lives
because
our
lives
matter.
It
impacts
how
we
function
at
the
forum
at
work,
so
we
need
to
have
an
understanding.
G
Another
thing
we've
done
is:
we've
created
a
professional
development
team
with
NIT
to
focus
our
resources
on.
How
can
we
manage
each
and
every
one
of
our
employees
make
sure
they're
getting
the
right
training
and
the
right
development
all
right?
So
it's
dig
into
the
details.
There
are
three
divisions
within
IT.
The
operational
services
division
is
led
by
Vance.
Bell
he's
been
with
the
county
for
16
years.
That's
our
infrastructure
and
network,
and
our
hardware.
G
E
E
R
G
I'm
in
the
process
of
creating
a
third
division,
two
IT
and
that's
around
security
and
standards,
I,
don't
think
I
have
to
tell
any
of
you
about
the
cyber
security
issues
that
have
been
in
the
news
and
how
important
it
is
that
we
have
a
strong
security
posture
within
the
county.
So
what
we
are
trying
to
do
is
create
a
third
division
to
create
odd
audit
and
oversight
processes
and
that
will
be
led
by
Chris.
Wallace
who's
been
with
the
county
for
five
years.
We're
gonna
start
with
Vance.
L
L
But
it's
get
said:
my
name's
fan
spell
I'm
in
the
operational
services
division
over
that
group
and
like
it's
somewhat
operational
services
in
one
sentence,
it
would
be
the
building
blocks
for
IT
feel
like
we're
our
group.
That's
why
our
group
is
network.
What
today
two
rides
across
stored,
that's
where
the
data
resides
assist,
lives
and
the
service.
That's
what
the
livers
that
type
of
information
to
you
and
then
support.
So
the
mics.
You
call
us
and
we
we
help
you
we're
trying
to
be
better
life.
L
So
with
that
one
of
our
core
principles
addressed
several
guiding
principle.
That
I've
asked
my
group
to
abide
by
and
and
go
through
and
making
decisions
consciously
think
about
these
things.
But
the
top
list
is
a
billet
of
resources.
If
our
end
users
and
our
citizens
can't
get
to
our
resources,
then
we're
not
doing
the
job.
So
that's
that's
the
utmost
thing
that
we,
with
that
we
have
three
groups
in
in
my
divisions.
Radio
is
the
person
I'll
talk
about.
They
are
responsible
for
the
public
safety
radio
system.
L
L
That's
not
so
good
for
radio,
it's
kind
of
hard
to
get
down
in
the
in
the
valleys
in
the
hollers
and
all
that
stuff
like
that,
and
it's
a
challenge
you
want
to
come
to
radio,
so
we've
had
people
from
Finland's
what
literally
come
and
actually
visit
our
site
to
see
how
we
we've
done
this,
and
by
doing
that
and
agreeing
to
be
that
kind
of
showcase
site.
We
were
able
to
save
some
money
on
the
implementation
except
English,
so
I
want
to
take
I'm,
fine
laughs
and
one
with
your
radio
link.
L
There
are
3000
devices
that
actually
connect
to
those
towers
and
talk
and
do
all
that
stuff,
and
last
year
there
were
two
mate
too
many
times.
Somebody
push
the
button
to
talk
all
over
your
system.
That's
a
lot
of
talking,
so
they
really
rely
on
that
system
and
our
guys
do
a
really
good
job
at
keeping
I.
Just
let
me
give
you
guys
an
idea
with
those
those
numbers
are
missed.
L
L
L
The
next
group
I
want
to
talk
about
is
our
service
desk
group.
They
are
the
they're.
The
first
point
of
contact
for
any
kind
of
IT
related
requests
for
service
they
handle
I'd.
Only
the
8
to
5
call
that
they
serve
in
a
24/7
passive
rotation
in
terms
of
dealing
with
Sheriff
Department
EMS
HHS
on
called
bolts,
get
a
lot
of
those
calls.
So
they
rotate
that
to
serve
those
departments
that
aren't
just
working
8:00
to
5:00.
L
There's
a
lot
of
our
employees
that
don't
so
they're
the
ones
who
can
handle
that
they're
broke
up
into
three
groups,
see
we
have
the
help
desk
group
they're,
the
ones
when
you
call
offer
assistance
they're
the
ones
who
actually
cut
to
answer
the
call
there's
three
of
those
folks.
We
have
the
dispatch
escalation.
Folks,
there
are
six
of
those
guys
and-
and
they
never
wants
to
do
the
actual
rotation
and
they
handle
the
calls
that
can't
be
handled
really
quick
or
need
to
actually
go
inside
to
do.
L
Then
we
have
a
deployment
group
made
it
to
people
and
they
handle
the
lifecycle
of
equipment
receiving
disposal
inventory
that
type
of
stuff
a
little
bit
about
these
guys.
They
support
over
3,700.
That's
not
just
my
county
employees.
That's
embedded
contractors
like
shell
support
enforcement
raj
those
types
of
groups
we
have.
L
L
On
average,
we
do
about
18,000
requests
for
service
a
year
in
terms
of
pay.
On
his
note,
whatever
that's
a
lot
of
tickets
and
annually
we
deploy
about
12,000
devices
and
keep
up
with
a
lot
of
devices,
though
that's
not
just
computers.
That's
your
monitor.
Your
iPad,
your
cell
phone,
your
that's
on
my
keyboard,
all
that
stuff
we
got
to
keep
track
of
and
something
breaks.
We
got
a
replacement
fixes
so
handily
we
do
about
12,000.
L
One
thing
we
try
to
do
is
make
sure
we
keep
up
with
how
our
folks
are
doing.
We
just
random
surveys
to
our
customers,
and
we
ask
for
questions.
Did
we
resolve?
The
issue
was
adequate
time
spent
on
the
issue
with
the
technicians,
professional
and
courteous,
and
how
was
the
level
of
communication
and
our
feedback
is
overwhelmingly
positive,
for
these
needs
that
we
get
back
if
I'm
having
a
bad
day.
L
I'll
just
sit
down
and
read
these
because
she
get
a
lot
of
really
good
feedback,
and
these
are
just
a
couple
that
we've
heard
from
sheriffs
office
and
from
the
Health
and
Human
Services,
but
we're
really
proud
of
our
folks.
They
do
it,
they
do
a
really
really
good
job
highlight
them
for
a
second
last
people,
I'll
talk
about
is
infrastructure.
L
L
1.1
million
see
these
if
you
stack
those
CDs
on
top
of
each
other,
you
taller
than
Mount
Mitchell
a
lot
of
data
other
data,
and
last
year
our
infrastructure
received
and
delivered
a
million-and-a-half
phone
calls
to
our
folks
I'm
sure
some
of
them
wish,
let's
call
them
come
in
more
numbers.
We
have
over
350
servers.
L
L
Let's
like
you,
email
love
reading
those
and
we
have
over
8
million
documents
in
our
document
management
system
also
reading
to
do
between
those
two
things:
real
quick
of
over
a
capital
project
that
we're
working
on
this
is
a
real,
quick,
rough
and
dirty
representation
of
our
infrastructure
that
our
data
center
in
the
middle
may
have
a
redundant
data
center
down
below
and
redundant
links
to
them,
but
you'll
notice.
If
something
were
to
happen
and
for
that
middle
data
center
people
that
were
sitting
there,
45
straight
just
think,
he'd
go
anywhere.
They
could
get
anywhere.
L
L
This
is
our
current
way
to
think
currently
finger
setup,
heavy
zone,
real,
quick
and
dirty.
If
this
particular
server
right
here
got
compromised,
there
got
hacked,
somebody
could
go
and
talk
to
all
those
servers.
That's
the
way,
that's
the
way,
those
don't
work.
What
we're
trying
to
do
is
work
to
mitigate
mitigate
that
risk,
and
then
we
take
our
servers
and
relax
a
better
term.
L
We
put
them
in
like
little
ziplock
bag,
but
you
only
talk
to
what
that
what's
in
their
bag
right
so
now,
if
this
guy
gets
compromised,
you
can
only
he
can
only
hurt
those
guys.
He
can
only
talk
to
those
guys.
So
big
part
of
our
job
is
mitigating
the
risk
and
additionally,
couple
weeks
ago
there
was
conference
down
nickel
diese
conference
and
they
had
a
senior
vice
president
company
was
here
during
the
keynote
she
described
this
exact
solution
as
the
next
generation
of
security.
L
L
Of
dollars
that
we
were
allocated,
we
are
highly
virtualized
in
a
real,
quick
and
easy
concept
around
virtualization
is
today's
servers
are
big
and
they
have
tons
of
resources
available
to
them.
So
if
I
bought
one
server
than
one
thing
with
it,
listen
a
lot
of
resources.
So
mr.
fire,
you
bought
a
10,000,
square-foot
house.
We
lived
there
by
yourself.
It's
awesome,
but
probably
not
that's
not
that
efficient
right.
What
we
do
is
we
take
the
house
and
we
break
it
up
into
like
20
apartments.
L
So
now
I
got
20
people
that
can
live
in
that
one
big
developers
of
house
and
that's
basically
what
virtualization
does
for
us
so
with
virtualization.
Instead
of
me,
buying
315
servers
that
won't
wait.
Three
million
dollar
talks
about
it
that
189
about
22
servers,
because
that
ratio
right
so
my
acquisition
costs
to
save
over
1.1
million
dollars,
just
in
when
I
buy
stuff
right
annually,
every
single
year,
I,
say
200,000
on
heating
and
cooling
and
power,
and
that
kind
of
stuff
and
because
of
our
refreshment
cycle,
every
precept
refresh
like
one
evening.
L
We
refresh
over
five
years-
hardware
I,
say
cue,
main
dog
every
every
five
years
and
that's
keeps
going.
We
keep
saving
that
money
every
time
they
do
that,
we're
actually
or
actually
city
but
able
to
say
we
were
a
little
bit
more
than
that.
So
we
head
back
to
your
servers
because
they're
even
better
than
they
should
be
five
years
in
among
34
some
take
it
a
lot
of
time.
I
need
to
the
air
talk.
N
Service
vision,
nightmare
growl
and
there's
so
much
for
this
vision.
It's
been
here
for
about
three
years,
so
I
would
love
to
talk
to
you
guys
for
hours
on
this
subject,
a
little
bit
bias
and
passionate
about
it,
but
only
ten
minutes.
So
software
support
is
a
big
kind
of
umbrella
term.
There's
lots
of
things
about
what
we
do
to
support
software
I,
get
into
a
little
bit
of
detail
again
at
the
point.
I
kind.
N
And
automations
integrations
and
systems
talk
to
each
other.
We
do
a
lot
of
that.
We'll
see
a
little
bit
of
that
data
expertise.
We
have
awesome
analysis
here
in
the
county.
Some
of
that
stuff
starts
with
the
foundation
of
the
databases
and
the
systems
that
we
have.
We
have
that
expertise
to
help
analysts
get
the
data
out
of
those
systems
and
they
can
run
with
it
and
do
some
of
the
cool
things
that
change
our
vision.
N
The
proper
services
vision
is
broken
into
custom
development,
content
management,
GIS
and
vendor
systems,
although
I
will
say
for
the
most
part,
these
very
much
kind
of
blend
together
kind
of
everyone
has
to
have
certain
amount
of
responsibility.
All
of
those
expertise,
automation,
innovation,
support,
for
example,
our
GIS
team
actually
manages
our
tax
systems.
How
about
the
Board
of
Elections
is
stopped.
There's
a
lot
of
cross-training.
N
Mentioned
21
years
ago
is
all
paper.
We
are
very
much
intertwined
technology
or
software
by
and
large,
pretty
much.
Every
department
has
some
amount
of
software
that
we
support,
of
course,
like
tax
one,
maybe
a
traditional
big
one.
They
have
lots
of
software
with
praise.
Also
collecting
taxes,
GIS
stop
it
goes
on
in
them.
They
have
pawn
software,
but
even
the
small
division
like
solid
waste,
we
manage
their
waste
for
software.
Is
you
do
to
process
credit
cards
and
calculate
how
much
the
load
is
for
the
dump
and
all
that
so.
N
So
don't
try
to
read
this
slide.
This
is
an
example
in
here,
so
this
is
actually
a
simplified
rendering
of
our
real
property
systems,
so
it
kind
of
all
starts,
maybe
with
911
one
addressing
the
data
kind
of
flows
through
all
these
different
systems
register
deeds
representing
here
tax,
permitting
public
GIS
on
a
knowledge.
So
what
this
allows
us
to
do
all
that?
It's
like
we're
two
reasons,
one
who
looks
impressive
and
it
is
but
to
those
four
groups:
I
talked
about
GIS
custom
maps
and
their
support.
N
They're
all
represented
here
stay
with
that
same
thing.
That
integration
is
the
automation
is
the
data
expertise.
This
is
all
in
this
just
a
quick
example.
If
you
look
I'm
in
the
upper
right
corner,
you
see
Excel
Excel
as
our
permitting
system.
So
what
happens
after
every
kind
of
permit
is
complete.
There's
an
integration
into
this
canvas
system,
which
is
our
property
appraisal
system,
so
now
view
appraisers
in
their
queue.
Hey
I
have
a
building
that
had
an
addition
to
it.
N
O
N
This
is
my
presentations.
Gonna,
take
a
little
bit
of
a
180
Kathy
talked
about
this
10,000
foot
or
review
and
I.
Had
this
whole
presentation
around
the
vendor
systems
and
the
content
management
custom,
dev
I
was
going
to
talk
about
how
vendors
or
we
need
to
you
know,
stay
ahead
of
look
at
the
contract
for
technical
considerations,
really
have
a
business
relationship
with
the
vendor
or
see
I
really
evaluate
where
they're
coping
is
going.
N
Maybe
it's
gonna
impact
our
software,
a
refresh
cycle
for
them
VanSickle
my
eight
million
documents,
that's
content
management,
our
custom
attitudes
and
all
the
integrations
they
do
with
all
these.
Third
parties
be
honest.
It
was
kind
of
long-winded
and
you're
pretty
boring,
so
instead
I'm
gonna
actually
go
down
to
a
micro.
I'll
talk
about
a
specific
project,
easy
to
understand.
We
think
it's
a
good
representation
of
the
kinds
of
things
that
we
do
so
this
one
for
all
the
deep
transfer
project
or
bridging
the
physical
divide.
N
So
for
those
who
just
a
little
background,
so
when
a
piece
of
real
property
is
going
to
change
ownership,
it's
a
transfer,
the
deed
from
the
buyer,
to
the
seller.
It's
all
over.
The
batter
excuse
me,
but
there's
that
gotcha
in
this,
and
that
is
that
there's
new
taxes
do
or
properly
they
won't
go
so
the
good
old
days
these
were
both
located
at
35,
would
be
right
across
the
street
here,
and
the
register
decent
play
would
literally
make
the
unstamped
deed
with
just
citizen
over
to
the
tax
department.
N
We
put
a
stamp
on
it
and
they
may
have
come
back
and
processed.
It's
pretty
straightforward
administrative
decisions.
We
created
this
physical
divider
right
and
so
a
bit
of
an
inconvenience
for
the
citizen.
They
have
to
travel
one
point
six
miles,
roundtrip
just
to
get
that
stamp
and
had
the
tax
form
and
look
up
that
information
numbers
about
how
long
that
would
take
them.
N
So
again,
it's
pretty
straightforward,
simple
little
process,
but
social.
What
we
do
is
we
create
a
little
app
that
has
a
queue
and
some
notifications
built
in
it's
just
it
will
come
up
to
the
register
deeds.
They
scan
that
deed
in
we
would
notify
the
tax
department
into
their
queue.
Look
it
up
in
the
system
in
turn,
the
information
send
it
back
to
the
register
deeds,
and
this
can
go
alone
on
their
way.
N
E
N
N
So
we
can
live
these
kinds
of
requests,
and
this
is
my
last
slide
and
then.
E
N
Have
this
thing
called
the
solution,
so
Department
would
come
in
with
request
from
an
idea
or
problem
they
have
and
what
we
do
is
we
go
out
and
we
do
some
requirements.
Gathering
we've
tried
a
really
nice
thing
with
rejected.
Sorry,
we
have
a
whole
template
dear,
so
questions
that
we
asked
a
security.
You
need
to
access
something
remotely
and
all
those
types
of
situations
timeline
with
costs,
and
then
we
bring
it
to
the
solutions,
management
and
one
of
the
things
that
we
really
try
to
focus
on.
First
is:
can
we
leverage
an
existing
system?
N
So
this
allows
us
to
repurpose
something
saved
up
that
costs
and
having
to
find
another
solution,
then
we
would
look
to
me
to
be
an
open-source
something
or
maybe
a
vendor
solution
require,
and
then
lastly,
maybe
we
have
to
fix
this
kind
of
order
that
we
would
like
to
do
leverage
something
already
exist
right.
We
have
to
build
something
it's
a
little
more
time
than
defensive.
Maybe
has
a
single
purpose,
but.
L
We
try
to
sell
them.
Gov
deals
if
they're
still
in
working
condition,
we
think
of
the
hard
drive,
does
sanitize
and
develop
the
day
off
that
kind
of
stuff.
Because
what
he's
getting
ready
to
go
over
security
compliance,
we
tried
to
sell
those
who
got
deals.
Mike
does
a
great
job
with
that
Mike
stay
very.
If
it's
junk
we
recycle
it,
but
you
know
we
try
to
get
every
dollar.
H
So
mine's
actually
going
to
be
even
shorter,
as
Kathy
mentioned.
This
is
a
initiative
for
IT.
Not
the
security
hasn't
been
a
focus,
but
traditionally
we've
been
very
reactive.
That's
been
spread
all
across
the
departments,
so
we're
taking
the
more
proactive
approach
and
centralizing
some
dedicated
staff.
H
F
H
Just
kind
of
a
quick:
what
is
security,
what
we're
doing
why
we
need
to
do
it
again?
It's
a
new
division,
so
I
split
this
eyelid
into
four
items:
the
data
that
we
have
to
protect,
but
the
rats
we
need
to
protect
the
chrome
but
methods
we're
going
to
use
to
do
that,
and
then
some
statistics
on
why
we
need
to
do
that.
H
So
this
is
the
data
that
we
have.
This
is
PII
or
personally
identifiable
information,
pH
I,
protected
health
information
at
HHS,
those
with
FBI
criminal
justice,
information
or
cjr,
and
then
we
also
take
credit
card
payment
card
processing
at
certain
locations.
So
we
have
to
protect
your
PC
IDs
standards.
H
H
H
H
This
was
an
easy
analogy
on
how
to
protect
data,
if
you
think
about
it
in
terms
of
how
you
would
keep
intruders
out
of
your
house
or
things
you
do
to
protect.
What's
in
your
house,
one
thing
you
do
is
lock
the
door,
so
in
that
case
a
nightie,
that's
we
have
a
firewall
in
place
that
stops
people
at
the
front
door.
H
Are
trying
to
get
into
the
system
and
they
alert
staff
putting
cameras?
These
are
monitoring
systems
that
watch
what
people
are
by
a
safe.
This
is
encrypting
your
data
and
then
you
hire
security
guards
or
dogs
so
and
that's
kind
of
what
we're
doing
now
is
we're
getting
this
dedicated
security
staff.
H
We've
been
collecting
all
this
data,
but
unless
we're
alerted
to
a
problem
view
it
this
kind
of
focus
on
being
able
to
have
staff
that
can
continually
review
that
data
up,
see
what's
going
on
and
make
sure
things
are
being
done
properly,
make
sure
people
aren't
accessing
data,
they
shouldn't
be
accessing,
and
then
this
is
the
reason
we
do
that.
So
these
are
some
small
statistics,
the
first
ones
on
fishing,
23%
of
recipients,
open
a
fishing
message.
11
click
on
attachment.
That
means
there's
about
30
people
in
here.
If
I
send
an
email
to.
H
After
all,
30
of
you,
six
of
you
are
going
to
open
it.
Three
of
you
were
probably
going
to
click
on
the
link
and
there's
a
good
chance.
One
or
two
is
going
to
login
and
give
you
their
password,
and
it's
just
you
know
the
way
it
is.
We
can
educate
people
all
day
about
this.
The
issue
is
people
get
in
a
hurry.
They
forget
to
check
things.
H
We
also
need
the
technological
solutions
in
place.
The
that
it's
kind
of
the
second
step
256
days
is
the
average
it
takes
to
discover
a
malicious
attack.
So,
if
we're
alerted
to
a
problem,
we
find
it
today
there's
a
good
chance
that
it's
been
out
I'm,
sending
up
data.
It's
been
on
the
network
for
almost
a
year,
average
cost
for
lost
or
stolen
record
is
$170,
and
then
in
2016
the
amount
of
reported
a.
H
G
G
G
G
In
operating,
we
have
just
under
five
and
a
half
million
we
budget
with
contingency
in
mind.
We
never
know
when
something's
going
to
happen
and
something's
going
to
fail.
We
play
something:
there's
a
big
need
that
we
have
to
address
in
2016
when
Tim
was
IT
director,
he
did
add
a
line
item
called
infrastructure
refresh,
and
the
purpose
of
that
was
to
allow
us
to
replace
things
that
in
our
infrastructure
that
just
absolutely
have
to
be
replaced
without
going
out
to
capital.
G
G
Overall,
our
operating
expense
budget
is
mostly
hardware
and
software
that
17%
includes
things
like
the
connectivity
costs
for
the
entire
county.
The
maintenance
on
the
radio
towers
that
we
do
own,
so
that
17%
is
also
things
that
are
supporting
the
county
of
that
other.
The
things
that
we
actually
have
discretionary
control
over
are
things
like
training
and
contracted
services,
and
that
amount
makes
about
seven
point:
eight
percent
of
the
budget.
So,
for
example,
this
year
out
of
contracted
services,
we
engage
with
an
external
security,
consulting
firm
to
do
a
countywide,
HIPAA
risk
assessment.
G
And
our
salaries
and
benefits
were
just
under
5.7
million
on
television,
special
good
salaries
and
benefits
this
year.
You'll
see
kind
of
a
weird
trend.
We're
going
down
in
15
is
when
we
had
to
have
several
retirements
and
Santoli
payouts
and
incentives
whenever
anyone
leaves
in
there
at
a
higher
level.
We
use
that
opportunity
to
review
all
of
our
positions
and
we
try
to
have
existing
employees
take
on
higher
level
work
and
backfill
at
a
lower
level.
We
can.
E
G
That's
the
10,000
foot
view,
and
here
the
scary
in
our
world
is
cybersecurity.
Good
thing
our
world
is
the
employees,
and
you
know
the
the
I
to
employees
are
not
just
members
of
the
community
and
I
think
Jim
and
Mandy
go
degree
when
I
describe
that
as
passionate
we've
certainly
been
passionate
and
have
exported
social
workers
through
technology
over
the
past
decade,
and
you
can
say
that
about
really
all
areas
of
IT
and
our
staff
functions.
So
any
questions.