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From YouTube: Board of Commissioners' Work Session - Sept. 4, 2018
Description
Another upload of the Commissioners' Work Session from September 4, 2018. The audio is louder in this version.
A
E
A
You
all
for
being
with
us-
and
we
really
just-
are
looking
for
looking
for
ideas
and
input
on
what
are
the,
what
are
the
qualities
that
were
that
people
think
are
or
doesn't
have
in
a
manager.
You
know,
what's
your:
what's
your
vision
for
how
that
that
office
should
work.
So
that's
what
we
want
to
hear
directly
from
folks
about
today.
So
do
any
other
commissioners
have
any
other
comments
you'd
like
to
share
before
we
really
ask
folks
to
do
we
have
a
scribe?
The
meeting
is
being
reported,
I
believe
in
mr.
F
D
D
A
A
You
know,
aside
from
some
of
the
more
extraordinary
circumstances
that
we've
been
in,
you
know,
since
Wanda
green
retired
I
mean
I
would
also
just
say
that,
aside
from
any
any
of
any
of
those
issues,
you
know
she
was
the
county
manager
here
for
a
long,
a
long
time
and
anytime,
any
local
government
will
be
going
through
a
transition
where
someone
has
been
in
that
role
for
such
a
long
time.
You
know
it's
an
opportunity
to
kind
of
rethink
how
things
should
work.
This
is
sort
of
you
know.
A
A
A
lot
of
different
managers
have
different
approaches
to
to
this
kind
of
job
in
terms
of
how
much
time
they
think
about
dedicating
to
the
internal
management
versus
spending
time
in
the
community
community
engagement
working,
you
know
working
with
all
the
different
partners
the
county
has,
so
you
know,
I,
don't
think
there's
just
one
way
to
do.
This
I
think
there's
a
lot
of
different
approaches
to
it.
I'm
confident
we
are
gonna,
get
a
really
large
and
talented
pool
of
applicants,
which
is
a
good
problem.
A
Sure
that's
a
good
problem
to
have
so,
as
we
think
about
the
choices
between
probably
a
lot
of
very
experienced
people.
You
know
it's
helpful
to
think
about
what
folks
really
see,
as
maybe
tipping
it
in
one
direction
or
another.
So
any
other
comments
folks
have
before
we
we
open
it
up.
Mister
would
any
other
thoughts.
B
A
G
I
Cathy
Brady,
the
director
of
IT.
This
is
very
off-the-cuff,
prepared
anything
to
say
here,
but
to
what
Ellen
said
you
know,
I
think
there
definitely
is
still
feeling
of
fear
in
the
organization.
There
is
definitely
a
disconnect
between
this
building
and
the
rest
of
the
opposition.
This
is
a
very
insular
type
of
place.
We
appreciate
George
coming
out
and
meeting
with
all
of
us
in
our
own
locations,
but
he's
busy
I
haven't
seen
him
since
then.
I
We
don't
see
you
guys
there
used
to
be
a
barrier
between
us
and
you,
but
we
don't
see
much
of
you
either.
So
my
thoughts
about
the
county
manager,
the
county
manager
works
for
you
right
and
you
work
for
the
taxpayers.
We
work
for
the
taxpayers
and
Asheville
is
a
really
cool
place
to
be.
My
concern
about
getting
in
somebody
here
is
I
feel
like
we're
at
a
place
where
we
need
to
get
back
to
basics
and
you
focus
on
the
organization.
I
You
know
the
basics
of
your
organization,
the
majority
of
the
money
that
Keith
and
Jennifer
bring
into
the
organization
go
to
fund
those
basic
core
services
that
these
department
directors
are
providing.
I,
don't
feel
like
there's
enough
focus
on
those
core
services.
You
guys
have
your
agendas,
we're
just
trying
to
get
the
work
done.
So
how
are
you
gonna
bring
in
a
county
manager
who
works
for
you
and
it's
trying
to
meet
your
agendas
and
again
Nashville's
great
place
to
be
you're.
Gonna
get
a
lot
of
interesting
people.
I
We're
going
to
be
looking
outwards,
not
so
much
in
words.
How
do
you
balance
that
between
those
core
services,
the
taxpayers
are
paying
for
and
what
you
guys
want
out
of
a
county
manager?
We
work
for
the
county
manager
that
county
manager
works
for
you
I'd.
Just
like
you
to
kind
of
speak
to
that
concept.
A
little
bit.
B
J
I'm,
a
I'm,
a
firm
believer
in
the
chain
of
command.
Everything
goes
with
departments
up
to
the
county
manager
for
the
Commission
versus,
primarily
so
everybody
knows.
What's
what
everybody's
in
the
loop
I'd
like
to
see
somebody
who
believes
in
that
system
and
who
is
not
a
micromanager,
the
worst
thing
I
think
we
could
have,
would
be
a
micromanager
and
I'd
like
to
compliment
the
order
because
he'd
certainly
not
have.
He
left
us
Euler
job
and
supports
us
same
way.
The
Commissioner
support
us.
J
One
question
I
would
have
once
you
hire
a
manager.
How
lonely
think
they'll
take
that
manager
to
ready
to
get
its
feet
on
the
ground,
and
is
it
going
to
be
somebody
who's
familiar
with
county
government
they're
going
to
be
somebody
and
maybe
he's
familiar
with
municipal
government,
but
not
county
government
and
there's
a
difference
there
and
Turkey?
Some
of
you
on
board
can
know
what
I'm
talking
about,
but.
J
Going
back
again,
look
like
I
said
when
you
picked
an
interim
manager
I
think
you
picked.
Somebody
who
understands
county
government
very
well,
I
haven't
been
involved
in
as
long
as
he
did
and,
and
it
made
the
process
a
lot
easier,
but
we're
all
concerned
that
we
have
somebody
we
can
relate
to
somebody
who
will
keep
us
ahead
of
the
curve,
technologically
speaking,
follow
through
on
the
programs
at
the
board,
most
destitute
somebody
who's
going
to
relate
what
you
want
to
us
and
what
we
want
back
to
you
or
what
we'd
like
to
see.
J
But
anyway,
that'd
be
my
my
comments
and
just
look
out
the
county
as
a
whole,
not
just
somebody
to
fill
a
slot.
Look
for
somebody
who
can
we
can
all
work
with
somebody
he'll
be
a
good
manager
who
can
research
to
relate
to
the
public
and
I?
Think
that's
very
critical
at
this
point.
If
we
have
somebody
who
can
relate
to
the
people
in
different
parts
of
the
county
and
the
municipalities,
I.
E
I,
don't
really
have
I
just
have
some
traits
that
I
hope
that
that
you
all
might
consider
our
next
manager
I
think
for
the
last
I
mean
forever.
We've
had
a
lot
of
in-groups
and
out-groups.
You
know
you're
either
on
they.
Ain't
grew
up,
everything's,
fine
and
dandy,
but
if
you're
on
that
group
look
out
and
I
really
hope
that
that
one
of
the
things
that
we're
looking
for
in
a
manager
is
someone
that
is
focused
on
team
building.
E
There
are
a
lot
of
really
good
people
and
that
we
just
we
as
a
group
as
managers,
we
don't
all
relate
together,
we're
not
all
on
the
same
page
and
I
really
think
that
for
us
to
really
be
effective
and
maximize,
is
that
that
we
have
someone
that
is
team
focused
and
that
treats
people
with
respect
and
doesn't
necessarily
have
favorites
I.
Think
that
would
be
a
big.
A
big
thing.
E
I
also
want
some
I
also
would
think
that
we
would
want
someone,
that's
balanced
and
is
able
to
hold
managers
accountable,
I
I,
don't
think
we've
had
anybody
here,
who's
actually
like
with
goal
setting
and
and
trying
to
help
us
like
achievement.
It's
we've
never
had
that,
so
those
would
be
some
things
I
would
be
looking
for
is
someone
that
holds
is
fair
and
balanced,
but
holds
people
accountable.
We
just
we
really
haven't
had
that
met.
That's
something
I
think
would
help
us
as
managers
moving
forward.
So
thanks.
G
K
G
I
have
something
we
do
I
want.
Thank
her
for
mention
some
of
the
things
and
I
want
to
challenge
some
others
to
talk
about
soft
skills
that
you,
you
know
that
we
would
want
from
from
a
manager.
You
know
as
far
as
cultural
and
a
team-building
and
things
like
that-
and
you
know
be
specific
in
that,
because
that's
very
very
helpful
for
us,
because
we're
gonna
relay
this
to
to
the
to
the
palace.
I
C
I
D
G
You
know,
if
you
make
up
what
we
are
and
if
you
want
to
talk
to
us,
I'll
be
more
than
happy.
This
person
will
always
be
more
happy
to
come
and
talk.
It's
just
a
little
different
building
to
go
press.
But
then
they
let
you
in
the
lobby
and
that's
about
as
far
as
you
get
cuz
I've
been
over
there
before.
G
But
you
got
a
good
group
of
people
and
then
you
know-
and
you
got
a
lot
of
work
to
do
because
when
you,
when
I,
look
at
my
thing
and
you're
researching
my
emails
and
stuff
to
make
sure
somebody's
not
sending
me
something.
That's
bad!
There's
no
bit
appreciate
said
any
more
than
I
do
cuz.
First
things
I,
don't
like
reading
happy
to
start
with,
but
when
you
find
something
try,
it
I
appreciate.
C
I
You
know
we
had
the
Wanda
situation
that
we've
had
the
past
13
month
or
year
under
Mandy,
which
was
a
whole
different
kind
of
transition,
we're
just
now
coming
out
from
under
that,
so
it's
definitely
a
process,
and
in
the
six
months
we
have
left
with
George
and
George
described
himself
as
a
meat
and
potatoes
guy.
You
know
that's
great
if
you
recognize
coming
from
a
small
government,
but
he
really
he
said
words
that
I
would
not
expect
a
county
manager
to
understand
so.
B
I
I
A
B
A
Questions
I
mean
I
would
just
probably
you
could
buy
him
a
whole
separate
meeting
just
around
those
issues,
but-
and
maybe
maybe
we
should,
as
we
get
further
into
this,
but
I
mean
I
would
say.
I
would
certainly
never
want
County
staff
to
feel
like
you
couldn't
communicate
with
elected
officials,
especially
if
there's
a
concern.
You
know
things
that
you
know
that
you
you
would
want
to
feel
need
to
share
you.
A
C
A
M
N
M
G
K
Thank
you
for
showing
the
respect
for
us
to
be
able
to
listen
to
what
our
concerns
are
and
what
we
think
will
bring
a
good
manager
forth,
but
we
really
do
appreciate
you
taking
the
time
to
do
that.
You
know
I,
think
everything
that
I
hear
and
what
I've
even
started
in
here
here
today
is
that
it's
more
about
culture.
Okay,
all
the
things
we
deal
with
every
day
and
have
dealt
with
for
10
years
is
about
the
culture
that
we
developed
within
this
organization
and
I.
K
Think
for
a
new
manager
coming
in
really
needs
to
understand
what
the
culture
has
been
in
order
to
repair
it.
You
got
to
know
where
the
problems
were
at,
but,
more
importantly,
what
are
we
going
to
do?
Moving
forward
and
I
think
that
person,
I,
think
is
Jerry,
said
really
has
to
understand
that
we
want
that
person
to
fit
in
to
this
group.
This
management.
C
K
That
person
to
be
a
part
of
this
and
I've
said
for
a
long
time.
You
know
we
really
need
someone
to
pull
us
together
closer
as
a
team,
and
you
need
a
manager
who
really
wants
to
be
a
part
of
that
team,
not
out
here
and
we're
over
here
and
you're
hearing
a
lot
of
things
about.
You
know
us
and
them,
and
that
has
went
on.
K
Every
day
you
know,
I
tell
my
stuff,
sometimes
I
said
you
know,
I
think
I
should
ride
up
on
the
wall.
You
know
what
it
is.
Why
we're
here?
Okay,
sometimes
I,
think
we
forget
why
we're
here,
you
know
and
if
you've,
if
you've
ever
heard
no
saying
is
that
you
got
to
figure
out
why
okay
I
think
we
lost
our
why's
somewhere
along
the
way
about
what's
really
important.
K
This
not
only
is
employees
but
as
citizens,
so
you
know
I
think
it
comes
down
to
those
couple
things
that
I'll
give
to
you
is
that
as
culture,
you
know,
there's
a
lot
of
different
management.
Styles
different
philosophies,
you
know:
how
is
that
going
to
fit
into
this
organization
and
then
someone
who
truly
can
build
a
team
and
pull
this
team
together
and
make
everybody
feel
like
they're.
A
part
of
it
and
everybody's
comments
are
worth
something
within
the
organization.
D
J
K
B
K
To
George
he
and
I
sit
and
talk
for
about
an
hour
when
he
came
and
met
with
me,
and
probably
one
of
the
only
people
that
I've
ever
said
and
talked
to
at
that
level
that
truly
understood
Pat's
okay
same
as
Kathy
said
he
truly
understands
IT.
He
knows
all
the
components
of
that
and
how
it
all
comes
together
and
how
it
all
works
and
I
do
think.
That's
important
that
someone
can
bring
some
of
that
to
the
table.
Well
beyond
the.
O
K
Side
of
it,
what
I
would
be
cautious
of
is
that
you're
also
bringing
somebody
in
from
another
culture.
Who's
probably
gonna,
bring
that
with
them,
rather
than
not
ever
being
in
that
business
and
really
truly
developing
their
own
culture
with
us
that
new
fresh
person,
you
can
develop
a
culture
with
us
as
this
team.
Thank
you.
P
N
Everybody
so
here's
some
common
things,
I'm
Gerry's
talking
about
you
know
we
need
order.
We
need
chain
of
command,
Kurt
and
Cathy.
Both
talked
about
issues
where
there's
the
in
and
the
out
people,
there's
the
core
services
and
I.
Think
part
of
the
culture
problem
is
that
everyone
needs
to
get
back
to
a
point
where
we
know
that
the
rules
applied
to
everybody
and
that
just
hasn't
been
the
case,
at
least
for
four
or
five
years,
and
we
all
know
that
and
George
is
good
at
it,
but
I
think
that
comfort
would
come
for
everybody.
Q
I'm
Rob,
Morrow
and
I'm
the
business
officer
for
Health
and
Human
Services
Stoney,
is
on
vacation
this
week,
so
sent
me
in
his
stead.
I
would
like
to
echo
everything
that
I've
heard
so
far
and
I
and
as
I
know,
you
will
be
looking
for
someone
with
high
ethics
and
managerial
experience,
and
you
know
the
basic
qualities
that
you
would
look
for
in
a
good
manager.
I
just
want
to
make
sure
that
we
are
looking
for
someone
who
has
a
spirit
of
service,
the
with
the
trust
and
the
community
being
as
betrayed.
G
It's
nothing
he's
going
back
where
you
just
set
back
they're,
taking
the
brunt
out
there,
we're
taking
them
right
here
and
we
deserve
it.
One
of
the
elected
officials-
and
you
know
I,
remember
what's
happened,
but
you
know:
I
stepped
down
on
assets,
man
and
that's
I'm,
a
hundred
percent
there
and
we
deserve
a
lot
of
it,
but
we
try.
You
know
and
y'all
we're
trying
and
we
keep
trying
so
but
I.
Thank
you
for
that.
R
Rob,
thank
you
for
sharing
that
and
if
anyone
else
has
insights
or
perspective,
to
share
about
what
folks
on
y'all's
teams
are
experiencing
right
now
or
how
people
are
talking
or
thinking
about
what
a
new
county
manager
might
be.
In
addition
to
your
own
perspective
from
a
leadership
perspective,
it
would
be
really
helpful
to
hear
anything
else.
You
can
share
on
that
phone.
D
C
Nygaard
strategic
partnerships
to
answer
this
sort
of
echo
to
pick
up
on
where
Rob
left
off
and
answer
your
question.
Jasmine
team,
the
strategic
partnerships
are,
our
work,
is
very
much
community
facing
and
working
with,
community
and
I
think
that
we
worry
sometimes
that
the
back-to-basics,
which
is
so
important
Mike,
given
the
way
of
collaboration
and
the
community
focus
so
those
internal
pieces
having
fairness
and
knowing
what
to
expect
and
having
teamwork
and
respect
they're,
not
in
and
out
it's
critical
I
heard
from
a
team.
C
Spirit,
I
think
a
lot
about
the
nonprofit
community
in
Buncombe
County
and
we
have
such
a
robust
network
of
community
organizations.
Some
of
them
are
really
well
formed
in
institutional,
big
agencies
and
some
are
grassroots
or
faith
groups.
So
those
public-private
partnerships-
we've
done
a
really
good
job,
as
Buncombe
County
not
trying
to
go
it
alone
as
kind
of
government,
but
really
working
with
those
with
those
community
groups
and
would
worry
at
a
time
of
austerity
and
get
in
the
way
of
that
that
progress
that
we
make
when
we
work
together.
I
I'm
Gigi,
Frances
and
I'm
the
library
director,
everything
that
everybody
has
said
is
true,
but
what
I
can
offer?
You
is
what
my
staff
sees
on
a
regular
basis.
They
see
everybody
from
the
richest
people
in
built
forest
to
people
who
are
in
the
housing
projects.
All
of
them
appreciate
all
the
services
that
Buncombe
County
allows
us
to
provide
for
them.
S
We
Shh
all's,
tante
uranus
out,
appreciate
all
the
feedback.
I
think
everyone's
been
pretty
open
and
honest.
Thus
far
so
I'll
talk
about
three
things.
The
first
one
I'm
going
to
talk
about
is
my
analogy:
it's
gonna
be
the
book,
and
so
some
of
you
all
to
talk
to
me.
You
know
that
I
talk
about
things
and
analogies
and
metaphors,
but
so
I
think
what
we've
seen
and
people
have
said
this
is,
you
know,
there's
a
book
for
local
government
management.
S
You
know,
and
I
mean
that
in
kind
of
a
literal
sense-
and
there
is
a
way
that
you
do
things
there's
a
process-
it's
mandated
it's
in
statute,
you
know
if
you've
gotten
the
master
ins
in
public
administration,
you
were
probably
forced
through
it.
I
can
relate
to
that.
So
I
think
that's
an
important
thing
when
we're
talking
about
experience
cuz,
I
think
it's
very
easy
for
us
to
say
you
know
we're
unique
community
or
we
need
someone
that
can
adapt,
but
really
we
need
somebody
that
can
manage
the
foundation.
S
You
know
the
budget
process
has
dates
and
you
have
to
adhere
to
those
days.
Just
as
an
example,
you
know
financial
statements,
bond
issuances.
All
of
these
things
are
very
technical
and
I'm,
not
saying
that
that
can
be
your
only
focus,
but
we
need
a
manager.
That
knows
the
book
didn't
write
their
own
book
isn't
just
learning
about
the
book.
We
need
someone
who
has
been
there
done
that,
in
my
opinion,
anyone
can
disagree.
Second
point
would
be
about
the
process
again
I'm,
giving
you
analogies
here,
but
so
the
process
has
to
be
consistent.
S
You
know
it
doesn't
matter
who
asks
a
wealthy
person
in
a
neighborhood
or
an
impoverished
person
in
another
neighborhood
process
has
to
be
the
same.
All
the
time
and
I
would
argue
that
it
should
be
the
same
as
for
staff
as
it
is
for
commissioners,
when
a
request
is
made,
we
need
to
know
everyone
needs
to
be
confident
that
process
will
be
adhere
to
we're
not
going
to
take
shortcuts
we're
gonna.
Do
it
because
that's
our
job,
you
know
to
execute
a
process
consistently,
so
it's
fair,
equitable.
All
of
those
things
process
the.
S
The
building
I
apologize
for
the
analogies,
but
you've
heard
it
today,
so
culture
is
clearly
a
thing
and
as
important
as
it
is
commissioner
frost
I.
Think
for
us
to
feel
like
you
can
talk
to
y'all,
I
sort
of
would
argue,
that's
not
as
important
as
us.
How
can
us
you
know
if
there's
issues
you
know
we
need
to
be
able
to
address
them
and
I.
Think
a
lot
of
people
can
do
that.
S
You
know
I
talked
to
Jennifer
and
Keith
pretty
frequently
as
an
example,
but
we
need
to
be
able
to
call
each
other
and
know
that
it's
not
an
in
crowd
out
crowd
thing.
You
know,
if
you
call
me
I'm,
not
gonna,
pick
up
the
phone
and
call
Jim
or
somebody
and
get
somebody
to
yell
at
you.
We
need
to
be
able
to
resolve
our
own
issues
without
commissioner
input
friends,
commissioner
fryer.
S
T
Hi
I'm
Dustin
Clark
I'm
here
on
behalf
of
Eric
Hardy
who's,
also
on
vacation
this
week,
I
do
have
some
feedback
from
finance
staff.
They
really
want
a
county
manager
who
is
intimately
familiar
with
procurement
laws
relates
north
carolina
general
statute
to
learn
today.
I
was
told
to
say
that,
but
the
other
thing
that
I
would
be
looking
for
in
a
county
manager
would
be
someone
who
understands
that
the
data
about
the
county
is
own.
T
The
data
owners
are
the
taxpayers
of
Buncombe
County,
and
you
should
really
have
an
emphasis
and
a
desire
to
get
more
information
out
to
the
public
and
to
the
commissioners.
It's
not
about
crafting
a
a
message
or
hiding
behind
loopholes
and
public
records
laws,
but
really
getting
that
information
out,
making
it
easy
accessible.
G
A
U
Commissioners,
I
decided
to
say
a
few
things
hard
to
follow
up
on
Tim
I
just
said:
we
work
to
continue
to
diminish
in
the
animosity
between
us
and
municipalities,
recognizing
that
we
don't
want
to
re
enter
into
any
kind
of
departmental
silos,
continue
the
dialogue,
but
the
municipalities
would
understand
that
there
is
a
difference
between
rural
and
urban
faces
in
our
County
and
also
there's
a
difference
between
rural
and
urban
services,
and
we
also
need
someone
that
can
manage
the
expectations
of
our
citizens
and
sometimes
just
be
a
rumor
washer.
You
know
a
600-acre
landfill.
G
K
U
Need
someone
that
can
understand
the
different
dynamics
associated
with
a
Gateway
Community?
We
definitely
understand
our
uniqueness
here,
honor
the
subject
matter,
experts
they
will
make
you
whole
and
I.
Just
think
since
we're
doing
analogies
that
the
counties
kind
of
a
multiple
stage
rocket,
then
you
one
stage
bales,
it's
all
famous,
that's
what.
B
B
O
O
You
know
here
is
the
team,
because
the
actions
of
a
few
should
define
the
ability
of
the
overall
group,
and
it
needs
to
be
somebody
that
can
trust
us
and
George's
done
a
great
job
at
that
he
came
down
the
first
management
team
meeting.
We
had
we
passed
around
a
sign
up
for
people
to
for
George
to
come
and
visit
and
like
an
idiot,
I
signed
up
first
and
think
about
the
repercussions
that
it
was
a
Friday
and
my
meeting
with
George's
on
Monday.
So
I
came
up
with
the
list.
O
He
came
down
and
sat
with
me.
He
came
to
you
know
my
department.
He
didn't
ask
me
to
come
to
him
and
I
talked
for
a
solid
hour
and
I
literally
thought
his
pants
gonna
explode
and
he
he
took
the
time
to
sit
and
listen
to
me
and
he
and
he
gained
that
trust.
In
me,
so
again,
how
do
you,
how
do
you
evaluate
and
how
you
quantify
somebody's
ability
to
trust
because
George
did
it
nothing
I
think
it
is
possible
and
hopefully
the
consultant
that
has
been
selected.
O
It's
thinking
about
those
type
questions,
it's
not
specific
questions
again
about
specific
knowledge
of
purchasing
procedures.
You
know
again
a
broken
record
talking
about
Jerry
and
not
wanting
to
see
a
micromanager
and
team
building.
You
know
how
do
you
what
questions
you
ask
to
an
individual
to
be
able
to
evaluate
their
ability
to
be
a
part
of
the
team
to
the
leader
team
and
to
get
input
from
the
subject
matter.
Experts
I
think,
I
think
we
I
think
we
possess
that
knowledge
again.
O
G
You
know
the
type
you
know
where
you
really
drill
into
people's
personalities
and
such
by
asking
I
mean
I've
been
in
the
middle
of
one,
and
they
send
one
to
my
wife,
which
was
pretty
revealing,
but
any
others.
But
you
know
what
points
on
team
building
some
of
the
points
on
soft
skills.
You
know
we're
going
to
work
properly,
I'm
able
Eve
we're
going
to
get
a
stellar
group
of
candidates.
C
G
F
And
I
think
they'll
give
you
some
good
ideas
on
them
and
whether
you
want
to
have
a
second
set
of
interviews
with
your
finalists.
You
know
they
can
do
that
they
can
set
of
assessment
centers.
If
you
do
that
really,
when
you
sit
down
and
talk
about
the
management
profile,
which
is
part
of
what
this
is,
and
you
give
them
all
that
input
part
of
that
will
be
discussing
and
getting
his
input
on
what
he
thinks
would
be
the
right
approach.
F
As
far
as
the
interviews
and
that
sort
of
thing,
but
I
agree,
there
are
questions
you
can
ask
to
get
to
some
of
those
things.
One
thing
I
did
want
to
put
y'all's
mind
at
ease
about
a
couple
of
things.
Actually,
first,
one
is
an
experienced
manager
should
be
able
to
come
in
and
analyze
the
culture
of
an
organization
fairly
quickly
and
I
think
they
could
make
adjustments
accordingly
and
the
other
advantage
this
one
will
have.
It
is,
of
course,
with
the
board
they'll
give
them
some
background,
but
I'll.
B
N
F
Spending
about
two
or
three
days
in
a
transition
period
with
them
and
I
fully
intend
to
go
over
with
them.
What
I
think
you
know,
given
my
perceptions
of
where
I
think
we
are,
and
certainly
culture
is
one
of
those
but
I
do
think
we're
we're
starting
to
turn
the
corner.
It's
just
a
slow
process.
This
is
a
this.
Is
an
aircraft
carrier?
It's
not
a
speedboat.
F
You
know
it
takes
a
while
to
turn
this
thing,
and
so,
but
it's
going
to
take
a
while
to
earn
that
trust
and
a
new
manager
under
fully
understands
the
good
ones
fully
understand.
They've
got
to
earn
your
trust,
just
as
you've
got
to
earn
theirs.
So
they're
going
to
come
in
I
think
with
an
open
mind
with
things
if
they
don't
have
that
they
won't
be
successful
in
this
business.
Very
long,
so
I
want
to
put
your
minds
at
ease,
but
I
do
think
when,
with
mr.
F
They
also
do
is
on-site
business
and
that's
really
where
we'll
get
to
know.
If
the
person
you
know
how
the
person
checks
out
I've
had
that
as
a
candidate
twice
and
I
can
tell
you,
they
asked
pretty
in-depth
questions.
They
gave
me
a
list
of
people
they
wanted
to
meet
and
it
wasn't
necessarily
the
people.
F
I
would
have
picked
one
or
two
I
didn't
get
along
with
them,
but
when
they
do
that,
I
think
they
get
a
real
honest
assessment
and
part
of
what
they
did
there
was
they
asked
to
talk
to
you,
two
or
three
of
my
department
heads
and
they
picked
them.
I
did
and
thank
God.
They
picked
some
good
ones,
so
I
just
want
to
put
your
mind
at
ease
there.
There
there
are
things
they
can
do
to
check
these
people
out
and
that's
a
lot
of
what
we're
paying
them,
paying
them
for
and
believe
me.
F
A
F
C
F
We
went
through
and
nabbed
that
down
to
two,
we
interviewed
those
publicly
and
you
can
see
those
on
them
on
our
recorded
shows
if
you
want,
if
you
want
to
see
that,
so
we
went
through
a
fairly
detailed
interviews
with
both
the
board
picked.
The
Slaton
Consultants
waving
management
consultants
out
of
Norcross
Georgia.
The
other
finalist
was
a
group
called
Mercer
they're,
also
out
of
Atlanta,
but
they
have
an
office
in
Raleigh
as
well,
so
they
were
going
to
do
this
out
of
their
Raleigh
office,
both
very,
very
qualified.
F
Specialize
in
finding
county
and
city
officials
and
primarily
city
and
county
managers,
so
both
firms
have
placed
an
awful
lot
of
county
managers
throughout
the
country,
but
just
as
important
to
us.
They
also
have
placed
county
managers
in
North
Carolina,
so
they're
familiar
with
the
state
they're
provided
with
how
things
operate
in
North,
Carolina
I
have
a
lot
of
familiarity
with
it,
so
we
feel
very
comfortable
with
the
person
we
got
and
a
shift
point
out.
The
person
that
we
have
conducting
the
search
is
Robert
Slater
and
he
owns
the
company.
F
So,
as
we
talked
about,
some
of
these
folks
were
sending
us,
their
B
team
or
their
seat.
We've
got
the
owner
of
the
company
actually
doing
the
search,
which
is
as
good
as
it
gets,
and
this
man
has
been
in
the
business
about
35
years.
So
he's
extremely
well-qualified
and
we
feel
very
good
about
the
expertise
we
have
in
dealing
with
this.
F
F
F
But
after
we
get
all
of
that
input,
the
next
step
is
he
and
the
board
will
sit
down
and
they'll
develop,
what's
called
a
manager
profile
and
that's
basically,
what
we're
trying
to
do
here
today
is
what
are
we
looking
for
and
it's
going
to
come
down
to
what
the
board
feels
are
the
major
attributes,
they're
looking
for
level
of
experience
and
nutrition
management
style
and
some
of
its
personality?
Is
it
a
good
what.
B
F
F
Be
advertising
it.
Mr.
Slavin
may
have
some
other
areas
he
wants
to
advertise
at
the
end.
Typically,
it
would
be
advertised
in
a
CMAs
website.
That's
the
International
city/county
Management
Association.
So
that's
the
professional
association
for
county
and
city
managers
at
the
national
level.
We'll
also
do
it
at
the
North
Carolina
Association
of
County
Commissioners
and
we'll
probably
do
the
North
Carolina
League
of
Municipalities,
but
some
managers
have
done
both
cities
and
counties.
F
I
think
it
does
help
if
they've
got
experience,
but
somewhere
along
the
line.
I
did
make
the
transition
from
being
a
city
manager
to
a
county
manager.
So
I
wouldn't
rule
those
people
out
it's
doable,
but
there
is
a
learning
curve
on
that.
I
won't
deny
that,
but
a
lot
of
what
county
managers
and
city
managers
do
is
the
same
thing,
but
there.
F
F
Have
schools
ESS,
Public
Health
things
like
that,
so
once
we
get
the
advertisements
out,
there'll
be
a
certain
amount
of
time,
I
think
around
eight
weeks
or
so
for
them
to
respond,
and
at
that
point
mr.
Slavin
will
go
through
that
with
this
staff
and
whittle
that
down
to
the
number
of
finalists
which
this
board
has
indicated,
they'd
like
to
get
them
down
to
and
at
that
point
they'll
start
doing
some
of
their
vetting
with
them.
During.
F
It's
advertised,
they
will
also
be
making
some
calls
and
actually
recruiting
people
that
they
think
would
be
a
good
fit
for
this
job.
As
you
can
imagine,
if
he's
been
in
the
business,
that
long
he's
got
a
lot
of
contacts,
he
knows
quite
a
few
managers
and
he
can
call
them
and
say
I
think
this
would
be
a
good
fit
for
you.
Would
you
be
interested
in
doing
it?
Sometimes
the
best
applicant
is
somebody
who's,
not
looking
for
a
job.
F
You
have
to
go
more
or
less
entice
them
to
look
at
and
tell
them
what
would
be
a
good
fit
for
so
once
they
do.
That,
like
I
said
we'll,
come
back,
they'll
narrow
it
down,
they'll
do
background
checks
on
some.
What
they're
they'll
already
know
them
they'll
review
their
experience
levels
and
all
that,
and
then
they
will
bring
that
number
of
people
to
the
Lord,
and
this
is
going
to
be
very
board
driven.
We're
not
asking
a
consultant
to
come
in
here
and
say:
give
us
the
top
coat
we
want
to.
F
F
We'll
actually
bring
in
for
interviews
and
Slavin
will
be
in
the
room
when
we
interview
he
will
provide
the
questions
so
once
he
knows
what
we're
looking
for.
You
know
he'll
be
able
to
tell
the
tale
of
those
questions
that
way
and
the
other,
the
other
part
that
we
may
give
on
the
interview
and
again
that's
up
to
the
poleward.
But
they
are
we
talking
to
the
consultant
about
that,
and
that
is
whether
to
incorporate
with
a
traditional
interviews
setting
also
whether
you
want
to
do
an
assessment
center
and
I.
F
Think
most
of
you
are
familiar
with
those,
but
it's
basically
where
you
give
people
different
scenarios
and
you
so
much
time
to
prepare
for
and
then
they
make
a
presentation
on
how
they
would
do
it
or
give
them
a
certain
amount
of
time.
You
give
them
the
background
information
on
a
particular
problem,
and
then
you
say,
give
me
no
more
than
one
page
memo
that
explains
what
you
would
recommend
and
why
just
like
a
real-life
situation,
and
we
typically
make
that
a
pretty
hard
problem.
F
So
that
gives
you
their
writing
skills.
It
gives
you
an
insight
into
their
thought
process,
also
experience
trestle,
because
you
give
them
a
time
women
to
get
it
done.
So
you
can
do
those
kinds
of
things
you
can
have
a
role-playing
situation.
Things
like
that,
so
that's
really
up
to
the
board
if
they
want
to
do
that
are
to
go
with
a
traditional
interview
process
or
a
combination
of
that.
So.
B
F
Have
that
once
we
interview
the
top
five
or
six,
the
board
will
want
to
narrow
those
down.
Now,
once
we
get
to
the
top
five
or
six
he'll
be
doing
thorough
background
checks
on
Halla.
At
that
point,
and
one
of
the
things
they
do
is
site
business
and
so
and
I
think
that's
going
to
be
very
important
than
this,
because
there's
where
you
get
to
see
how
well
are
they
thought
of
in
the
community?
How
well
is
the
community
community
functioning,
that
sort,
click
and,
and
they
do
kind
of
an
in-depth
process
on
that?
F
So
with
that
once
we
get
to
that
point,
then
really,
the
truth
is
all
five
or
six
of
those
people
could
do
the
job
they're
all
going
to
be
technically
comp
point
the
question
at
that
point.
Then
it's
going
to
be
what
kind
of
fit
do
they
have
with
this
moment
and
how
does
this
board
feel
about
them
and
if
they're
all
equally,
you
know
reasonably
equally
qualified,
think
their
backgrounds
have
been
thoroughly
checked.
N
F
B
P
P
Count
where
we're
probably
some
of
the
oldest
ones
and
in
those
years
I've
seen
two
commissioners
in
my
office,
you
know
just
come
on
down
like
when
we
first
opened
the
jail.
All
the
commissioners
spent
the
night
before
the
jail
was
open
and
we
were
like
the
new
kid
on
the
block,
but
then
we
never
in
almost
20
years,
I've
seen
through
commissioners.
G
P
P
P
R
R
B
R
B
G
G
Thing
and
looking
for
a
county
manager
like
I,
said
we're
gonna,
we're
gonna
have
somebody
that
has
the
skills
I'm,
confident
that
we're
gonna
get
some
quality
people
they
think
God.
You
know
I
hear
words
like
buildings,
I
hear
words
like
silos,
I
hear
worth
like
staff,
you
know
when
I
was
in
it
with
a
corporation
that
had
to
build,
and
that
builds
a
culture
of
trust
within
its
in
its
organization,
and
you
were
using.
G
G
Be
open
to
all
that
you
know:
I
I
mean
I'm,
you
know
most
people
that
are
in
a
position
of
leadership
have
multiple
levels
of
people
working
for
them
and
great
leader
fuels
is.
It
is
actually
amazed
at
their
MSE
they're,
actually
amazed,
they're
they're
not
entitled
to
that.
Seek
they're,
actually
amazed
that
they're
sitting
in
a
seat
to
get
the
opportunity
to
do
this
every
day
you
get
the
opportunity
to
work
with
these
people,
and
you
know
remind
me
what
I
get
paid.
V
Hey
I'm
Joshua
Karim,
your
rec
services
director
and
just
trying
to
think
through
the
things
that,
in
talking
to
my
employees,
with
what
they'd
like
to
see.
First
of
all,
don't
envy
y'all's
position
at
all.
Does
it
feel
like
you,
have
to
have
a
crystal
ball
in
the
house
and
one
will
perform
without
being
in
this
context,
I
think
the
first
thing
is
not
just
the
amount
of
experience,
but
the
type
of
experience,
I,
think
George
and
Jim,
and
the
senior
management
team
have
done
a
great
job
of
getting
us
back
on
the
right
track.
V
But
looking
at
someone,
that's
that's
had
to
kind
of
weather
a
rocky
road
before
and
not
had
smooth
sailing
their
entire
career,
as
we
still
have
some
hurdles
to
get
over.
The
other
thing
is
just
a
tighter
integration
between
county
departments
from
the
REC
side,
we're
not
at
Forest
Service
but
I'd
like
to
see
the
departments
that
aren't
core
services
be
viewed
as
a
more
creative
way
to
deliver
those
core
services
before
they
become
an
emergency,
because
I
think
that's
one
of
the
mentalities
that
we
have
and
then
just
beyond
that
someone.
V
That's
that's
willing
to
step
in
and
understand
that
the
employees
have
been
through
a
significant
amount
of
change
and
they're
all
bit
uncomfortable
and
willing
to
take
that
backseat
and
not
start
mashing
buttons
as
soon
as
they
get
in,
because
that's
certainly
discomfort
that
I
hear
the
most
but
I
appreciate
the
thoroughness
which
are
undergoing
the
search
and
I
think
that's
being
very
well
earned
by
the
employees.
So
thank
you
weeks.
G
M
M
Guess
we
just
appreciate
hearing
y'all
asking
us
what
we
think
I
think
so
often
you
do
have
these
people
who've
been
in
really
important
roles
in
the
county
for
a
long
time
or
moving
the
county
in
the
right
direction
and
working
tirelessly
to
make
money
look
good
and
asking
for
their
feedback.
I
think
is
really
important
and
I.
Think
they've
got
some
great
ideas
and
pulling
it
out
of
them.
I
think
is
really
important,
demanding
that
they
come
up
to
the
stage
and
ask
for
it.
M
I
was
asking
my
employees
as
well
what
they
wanted
in
their
next
county
manager.
I
think
most
of
them
were
came
up
through
the
world
of
Wanda
and
what
is
that
a
professional
manager
looked
like
is
something
we
don't
they
didn't
have
answers
to
and
I
know
that's
a
lot
of
y'all's
experience
as
well,
but
the
fear
that
they'll
they
lived
in
they
wanted
to
make
them
smell,
selves
small
if
one
ever
did
come
over
to
our
office.
M
What's
best
for
the
organization
as
a
whole,
caring
specifically
about
what
employees
think
I
think
is
really
important
to
run
what
Department
Penn
State,
that's
perfectly
important
to
make
sure
we
have
this
structure
that
we
can
pass
information
up
and
get
information
to
y'all,
it's
critically
important,
but
you
all
being
here
today
and
asking
what
we
think
is
a
great
step
in
the
right
direction.
So
thank
you
all.
L
L
Guess
maybe
some
observations,
I
think
having
been
a
recipient
of
the
divide-and-conquer
organization
which
I
think
that
was
what
this
organization
was.
It
was
a
divide
and
conquer
you
divide
departments
and
you
you
segment
them,
and
then
you
play
departments
off
of
each
other
in
order
to
get
your
own
benefit.
L
You
know
if
I
had
to
do
it
over
if
I
were
if
I
wrote
the
world
and
fortunately
I,
do
not
I
would
have
loved
or
stayed
right
over
there
and
finished
my
career,
because
my
career
is
done
thanks
to
the
county
manager
no
later
than
the
end
of
December
of
next
year.
So
that's
that's
a
legacy
that
every
one
of
these
department
directors
feels
and
when
I
came
over
into
this
position.
But
I
saw
was
incredible.
Disparity
and
incredible.
L
L
L
At
what
parks
and
recreation
services
did
not
have
just
to
maintain,
you
know,
I
say
josh
is
in
the
inside
joke
the
barbeque
chip
tradesman.
Had
it
not
been
for
a
tradesman
like
Josh
to
be
able
to
trade
barbecue
chips
to
get
something
our
parts
would
not
be
in
the
in
the
condition
that
they're
in
town
I,
look
at
at
the
Planning
Department
and
I.
Look
at
their
budget
and
I.
L
Look
and
I
see
that
literally
hundreds
of
thousands
of
dollars
that
were
sitting
in
that
planning
budget
that
were
not
available
to
be
used
much
less
for
the
citizens
of
this
county,
but
to
supply
the
department's
with
the
necessary
equipment.
Some
people
sitting
in
20
and
30
year,
old
wooden
chairs
that
are
one
one
step
away
from
an
from
an
ad
a
legitimate
lawsuit.
L
Those
are
the
things
that,
when
I
look
at
what
a
Catholic
and
and
the
the
work
that
George
has
done
in
helping
to
just
lay
out
the
realities
of
where
we
are
from
a
fiscal
perspective,
we
all
like
to
talk
about
what
great
physical
shape
were
in.
Well,
we're
not
we're
we're
going
to
have
to
face
reality
in
terms
of
our
fiscal
condition
and
that's
either
going
to
be
sorry.
L
It's
either
going
to
be
you're
going
to
have
to
raise
taxes
or
they're
gonna
have
to
be
reductions.
That's
the
reality
of
what's
going
to
happen
because
we
we
live
in
this
fallacy
world
of
let's
budget
15
million
in
fund
balance
and
then
aren't
we
great
managers
because
we
don't
spend
it.
And
yet
that's
not
reality.
That's
not
reality,
and-
and
it's
only
because
that
the
department's
suffered
at
such
a
level
but
from
a
staffing
and
from
just
having
the
things
that
they
need
to
do
their
work
that
it
will
take.
L
So
I
hope
that
you
know
you'll
have
you
know
I
counted
just
in
the
responsibilities
that
I
have
five
of
the
eight
departments
that
I
represent,
have
new
directors,
that's
big
and
you
have
a
new
budget
finance
county
manager.
You
have
a
new
assistant
manager
and
so
you'll
have
you
have
a
great
opportunity
and
you
also
have
a
great
challenge
and
so
I
love
this
county.
L
B
L
Didn't
realize
I
could
have
bad
that
I
need
that
they
all
know
that
they
need
it.
It's
it's.
It's
been
a
part
of
the
part
of
the
process
and
I,
don't
know
at
what
level,
whether
that
was
an
assistant
or
a
manager.
That
said
and
I
can't
answer
that,
but
I
just
know
that
there's
great
disparity
and
and
again
this
is
my
opinion-
I-
think
that
that
was
leveraged,
I,
think
that
was
leveraged
for
a
reason.
H
So
I'm,
just
for
Mike
I'm,
your
tax,
collector,
there's
been
a
lot
of
discussion
on
culture.
There's
been
a
lot
of
discussion
on
equity.
A
tremendous
amount
of
trust
in
this
is
not
just
trust
internally.
This
is
trust.
Extra
and
I
say
that,
because
I
get
I'm
getting
quite
a
few
love
letters
these
days
since
I
sent
bills
and
our
citizens
and
I'm
a
citizen,
longtime
citizen,
they've,
they've
lost
trust
in
our
government.
I
know,
you've
heard
it.
So
it's
not
just
working
on
this
culture,
which
is
an
enormous
piece.
N
A
All
right,
thank
you.
Thank
you
all
for
sharing
your
perspective
and
for
being
really
candid
and
very
thoughtful.
We
really
appreciate
it.
You
know,
as
as
I
and
I
know,
other
commissioners
have
been
out
in
the
community
talking
on
different
events.
You
know
we're
sort
of
at
this
phase
where
you
know
just
people
want
to
just
hear
the
straight
backs
right.
You
know,
everybody
knows
it's
not
a
pretty
situation
so,
but
it
really
is.
This
is
a
great
opportunity
for
the
county
to
we're.
A
Into
something
different-
and
we
can
really
come
out
of
this-
a
really
strong
and
one
of
the
things
that
George
has
really
emphasized
in
the
time
that
he's
been
here
enough
meeting
with
a
lot
of
folks
is
that
we
have.
We
do
have
great
people
and
I
mean
it
sounds
like
a
cliche
to
say
that
way,
great
people,
but
it's
really
really
true.
So
thank
you
for
all
that
you
do.
Thank
you
for
being
with
us
today.