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From YouTube: Budget Work Session | March 14, 2023
Description
The Buncombe County Board of Commissioners' Budget Work Session on March 14, 2023
A
A
B
Morning,
thank
you
for
being
here
today.
We
will
have
a
focused
session
on
capital
projects
across
the
county
and
the
impacts
they
have
on
our
planning
and
budgeting.
I
will
Begin
by
introducing
our
Capital
planning
process
afterwards,
EMS
consultant,
Greg
Grayson,
will
steer
us
through
the
recently
completed
planning
study
for
emergency
services
department.
B
Our
our
Parks
director,
Allison
daines,
will
provide
an
update
on
related
Parks
and
Recreation
capital.
Information
and
Dame
Peterson
of
solid
waste
will
discuss
his
recent
Capital
project.
Success
I
will
discuss
Capital
project
financing
to
include
Pago
and
debt,
as
well
as
our
fund
balance,
transfer,
General
Services
project
manager.
Ronnie
Lunsford
will
guide
us
through
recent
capital
projects,
as
well
as
what
is
pending
over
the
next
few
years,
we'll
close
after
a
presentation
from
Tim
love
on
new
information
regarding
tourism,
development
projects.
B
A
quick
primer
on
capital
projects,
as
we
begin
we
are
focusing
today
on
those
projects
associated
with
County
departments.
Buncombe
County
has
two
dedicated
funds
for
Capital
purposes:
our
capital
projects
fund
and
the
solid
waste
Enterprise
capital
projects
fund.
We've
also
recently
established
a
specific
fund
for
the
general
obligation
bonds
per
our
Capital
Improvement
policy,
last
amended
in
December
2020
capital
projects
include
construction
renovation
or
demolition
projects,
acquisition
of
land
of
other
assets
and
includes
significant
Capital
maintenance
projects.
B
These
submissions
are
scored
and
evaluated,
based
on
best
practice
criteria
to
include
health
and
safety,
quality
of
life,
regulatory
mandate,
Integrity
of
assets,
cost
savings,
Service
delivery,
Synergy
with
other
projects
and
the
Strategic
plan.
The
team
then
makes
recommendations
to
the
county
manager
for
the
annual
budget
process
and
develops
The
Five-Year
Capital
Improvement
plan.
B
The
capital
budget
ordinance
establishes
the
projects
and
corresponding
budgets
for
the
first
year
of
the
CIP
future.
Your
placeholders
are
evaluated
through
the
process
and
the
budget
year
for
which
they
are
slated
as
a
part
of
his
presentation.
Ronnie
Lunsford
will
cover
projects
reviewed
and
recommend
this
year,
as
well
as
those
slotted
for
future
years
on
the
capital
Improvement
plan.
B
As
far
as
what
influences
submissions
for
the
capital
Improvement
plan,
there
are
a
wide
range
of
plans
that
are
considered
during
the
process.
While
the
facility
services
assessment
has
a
large
impact,
there
have
been
other
existing
plans,
including
the
Greenways
master
plan
and
the
public
safety
Information
Technology
replacement
study
which
have
pending
placeholder
projects
over
the
next
several
years.
Today,
you
will
also
hear
about
potential
projects
from
the
Emergency
Services
study,
and
there
are
plans
in
the
pipeline
to
include
a
Parks
and
Recreation
master
plan
that
will
guide
our
future
efforts.
C
We
appreciate
the
opportunity
to
speak
with
you
this
morning.
My
name
is
Greg
Grayson
I'm,
with
North
Carolina
fire
chief
Consulting.
We
had
the
opportunity
to
work
with
your
staff
through
a
process
in
evaluating
much
of
your
Baseline
performance
for
your
Emergency
Medical
Services
System
and
we'll
be
reviewing
some
of
the
highlights
of
that
report
with
you
here
this
morning
our
group
works
with
cities
and
counties
across
North
Carolina
exclusively
just
to
some
of
the
communities
that
we
have
served.
Everything
that
we
do
is
really
based
upon
continuous
Improvement
analyzing.
C
C
We
have
a
great
team
of
folks
who
highly
experienced
environment
Emergency
Services
across
North
Carolina,
and
we
also
have
some
specialty
EMS
Consultants
that
work
on
projects
with
us
as
well,
when
you
think
about
those
topics
that
are
bringing
Emergency
Services
forward
in
Buncombe,
County
they're,
very
much
the
same
as
North
Carolina
you're
experiencing
those
in
Buncombe
County.
The
growth
that's
occurring
through
our
state
as
well
changes
in
the
workforce.
C
A
lot
of
the
cost
of
operations
across
Emergency
Services
is
significant
as
well
that
funding
sustainability
very
important
as
well,
and
also
equity
and
parity
across
our
jurisdictions
and
changes
in
the
environment.
A
much
more
demand
upon
our
service,
Delivery,
Systems
and
being
able
to
respond
to
those
and
keep
our
service
delivery
system
sustainable
for
the
people
that
need
Services
each
and
every
day
we
looked
at
some
aspects
of
your
Fire
Marshal's
office.
C
We
do
a
lot
of
work
with
determining
station
locations
and
based
on
travel
time
and
Service
delivery
time,
and
so
we
have
a
pretty
powerful
system
that
looks
at
the
gis,
geographical
Information,
Services,
System
to
be
able
to
project
needs
and
what
those
needs
currently
are
and
what
future
needs
are.
And
so
we
were
able
to
use
that
system
to
determine
EMS
station
planning
needs
well,
immediate
needs
were
as
well
as
future
needs
for
Buncombe
County.
C
C
C
So
we
looked
at
instance,
prior
coveted
during
Covenant
and
after
coven,
and
when
we
look
at
all
the
the
incidents
during
that
period
of
time
well
over
a
hundred
thousand
incidents
that
we
we
analyzed
and
when
we
look
at
those
those
incidents.
We
looked
at
the
way
that
the
determinations
are
made
as
to
the
criticality
of
each
of
those
incidents
that
occur.
You'll,
see
a
list
here
about
the
levels
of
responses
that
occurred
in
Buncombe
County.
Each
medical
emergency
is
categorized
through
the
911
system
in
the
level
of
criticality
alpha.
C
Bravo,
charlie
delta
and
Echo,
and
the
alpha
is
the
least
critical
emergency.
The
echo
is
the
most
critical
emergency,
and
so
we
looked
at
how
your
distribution
of
calls
are
occurring
in
Buncombe
County,
and
when
we
looked
at
that,
we
determined
those
percentages
that
were
occurring
and
the
the
higher
the
level
of
Acuity
that
occurs,
the
more
needed
Advanced
life
support
is,
and
so
the
more
needed
Advanced
life
support.
The
more
critical
that
paramedic
level
care,
pre-hospital
care
occurs.
C
Buncombe
County
does
have
a
little
bit
higher
level
of
Delta
calls,
which
is
an
advanced
life
support
type
call
than
you
might
find
on
a
national
basis.
So
you
do
have
those
critical
type
of
calls
occurring
in
Buncombe
County,
some
of
which
a
little
bit
higher
than
the
national
level.
But
another
takeaway
from
this
slide
is
that
your
call
volume
is
continuing
to
grow
even
pre-covered
during
covet
and
post
covet
as
well.
C
C
Those
types
of
calls
do
keep
your
ambulances
tied
up
for
a
longer
period
of
time,
and
so
that's
an
important
note
as
well.
This
chart
shows
the
time
of
day
that
EMS
calls
happen
and
you
have
a
peak
time
of
about
11
A.M
through
through
5
PM,
but
it
continues
through
about
10
pm
at
night,
and
so
you
have
a
long
period
of
time
that
you
have
Peak
calls.
During
the
day
your
fire
department
responders,
as
First
Responders
in
Buncombe
County,
play
a
very
important
role.
C
Let's
take
a
look.
Look
at
that
a
little
bit
further.
So
during
those
times
when
removing
all
of
those
least
High
Acuity
calls
known
as
the
alpha
calls
of
all
the
other
calls
a
little
over
70
percent.
76
percent
of
those
medical
emergencies
did
receive
a
fire
department
response.
Those
are
fire
department,
firefighters,
responding
to
those
emergency
medical
calls
and
of
those
76
percent.
More
than
68
percent.
The
fire
department
arrived
first,
so
they're
asked
First
Responders
they're
on
the
scene.
First,
they
start
providing
that
pre-hospital
care.
C
Firefighters
are
typically
providing
that
care
at
the
EMT
level
or
the
emergency
medical
technician
care
level,
not
the
paramedic
level.
So
they're
able
to
begin,
though,
that
patient
care
and
it's
very
important
that
care
providing
that
care
timely,
providing
that
care
immediately
and
starting
that
pre-hospital
care
very,
very
important,
they're
arriving
again
more
than
68
percent
of
the
time
before
EMS.
The
challenge
with
that
is
that
the
paramedic
level
care
is
not
beginning
until
the
paramedics
arrive
from
Buncombe
County,
and
so
this
chart
over.
C
On
the
left
hand,
side
shows
how
long
that
Gap
is
from
the
time
the
fire
department,
responders.
Firefighters
arrive
until
your
paramedics
arrive,
and
so
this
this
histogram
chart.
If
you
you
look,
you'll
see
that
we
put
some
markers
each
of
those
sections
represent
about
15
second
blocks.
The
key
takeaway
from
that
is
that
you
can
see
where
three
minutes
occur.
C
Six
minutes
occur
and
nine
minutes
occur,
and
what
that
means
is
that
the
firefighters
are
there
before
the
paramedics
at
three
minutes,
six
minutes
and
nine
minutes,
and
you
can
see
the
volume
or
number
of
calls
where
that's
happening.
So
the
good
news
is
that
you
have
someone
on
the
scene
treating
patients.
The
challenge
is
that
that
gap
between
the
time,
the
firefighter
EMTs
are
there
until
the
paramedic
level
occurs,
and
that's
against
the
backdrop
that
you
have
a
number
of
higher
Acuity
calls.
C
Those
delta
type
calls
which
require
a
higher
level
of
medical
care
may
require
additional
drugs.
May
acquire
things
that
the
paramedics
are
required
to
provide
that
the
EMTs
are
not
enabled
to
provide.
So
when
a
a
call
occurs.
Mrs
Smith,
as
I
like
to
say
when
Mrs
Smith
calls
9-1-1
until
she
sees
a
an
orange
and
white
ambulance
or
a
fire
truck.
She
just
knows:
I'm
dialing,
9-1-1
I
have
a
medical
emergency
and
how
long
it
it
is.
C
Until
someone
arrives,
but
there's
many
pieces
of
that
process,
we
often
call
it
a
Cascade
of
events
that
occurs.
There
has
to
be
a
dis
receiving
of
the
call
A
dispatch
notification
of
the
EMS
system,
Will's.
Turning
on
the
the
vehicles
travel
time,
arrival
time,
access
to
the
patient,
all
those
pieces
but
to
Miss
Smith
it's
the
time
she
dials
9-1-1
until
the
responders
arrive
and
start
treating
the
person
who
needs
assistance,
and
so
it's
important
to
realize.
There's
a
number
of
pieces
and
components
that
go
into
that
process,
but
time
is
very
very
important.
C
Buncombe
County
EMS
has
has
come
in
alignment
really
with
an
EMS
standard
of
8
minutes
and
59
seconds.
90
percent
of
the
time
and
that's
that's
appropriate
Buncombe
County
has
decided
to
join
that
industry
standard
and
that's
very
typical
in
the
EMS
to
look
at
a
a
time
of
8
minutes
59
seconds.
That's
from
the
time
they
get
the
call
until
they
arrive
the
reason
that
emergency
services
chooses
90.
We
really
can't
deliver
any
system
at
the
100th
percentile,
there's
storms,
there's
multiple
multiple
calls
that
occur.
C
There's
mechanical
situations,
traffic
situations
things
do
occur,
but
we
always
measure
at
the
90th
percentile
and
we
strive
to
have
systems
that
deliver
at
the
90th
percentile.
So
the
the
forum
for
Buncombe
County
is
to
follow
eight
minutes
59
seconds
90
90
of
the
time
and
time
is
something
very
important
in
everything
that
we
do.
C
C
When
we
look
at
the
overall
time
analysis,
we
looked
at
basically
July
of
2016
through
June
of
2022
six
full
years
and
over
a
hundred
thousand
incidents.
We're
striving
for
that
eight
minute,
59.
Second,
as
we
noted,
but
the
actual
time
is
15
minutes
and
two
seconds.
So
you
have
a
gap
of
six
minutes
and
three
seconds:
that's
the
gap
between
the
desired
level
of
service
and
that
National
Standard
and
then
the
actual
time
is
six
minutes
and
three
six
minutes
and
three
seconds.
C
C
Time
is
so
critical
in
everything
that
we
do
in
EMS
and
and
Emergency
Services.
We
give
just
some
examples
of
that
over
here
on
the
left,
but
in
a
cardiac
emergency
as
an
example,
if
someone
is
having
a
cardiac
emergency
right
now
and
they're
able
to
access
that
patient
and
provide
Immediate
Care
with
a
defibrillator
or
provide
immediate
treatment,
their
chance
of
survival
is
very,
very
high.
Ninety
percent
nine
percent
plus,
but
a
minute
later,
empirical
data
will
show
that
that
drops
to
80
percent
another
minute
later
it
drops
to
70
percent.
C
We
show
some
other
examples
here
with
stroke
and
other
pieces,
but
it
is
important
to
note,
while
we
look
at
that
15-minute
Mark
here
with
actual
demonstrated
performance
as
we
go
back
and
we
look
at
15
minutes
and
two
seconds.
We
just
will
reflect
that
when
you
factor
in
those
times
for
dispatch
and
you're
able
to
look
at
the
full
time.
C
As
we
said
for
Mrs
Smith,
it
actually
goes
to
17
minutes
and
17
seconds,
90
of
the
time
when
you're
thinking
about
what
Mrs
Smith's
actually
experiencing
in
the
time
elements,
we
looked
at
some
of
the
technologies
that
you're
using
to
help.
We
we
encourage
you
to
continue
to
look
at
Technologies
from
the
911
system
and
and
your
ambulances
and
systems
as
well
anytime.
You
can
apply
a
Technologies
to
help.
C
We
think
that's
an
excellent
investment
for
you,
things
such
as
vehicle
location
and
and
software
and
Technology,
to
help
predict
and
project
where
emergency
medical
incidents
will
occur
and
so
you're
using
some
technologies.
You
have
implemented
some
of
those.
We
encourage
you
to
continue
to
do
so.
Those
are
opportunities
for
you
and
we
enlist
those
and
identify
those
in
our
study.
C
We
did
some
Community
risk
analysis
for
you
here
in
Buncombe
County.
None
of
these
will
be
surprises
to
you,
but
we
think
that
they're
important
as
you
look
at
your
hazard
and
risk
in
Buncombe
County,
your
age
of
your
population
is
an
important
factor
for
you
in
Buncombe
County
determining
your
EMS
Hazard
and
risk
and
your
growth
within
the
county.
Your
continued
and
sustained
growth
within
the
county,
and
you
have
some
high
risk
factors
as
well
and
to
be
no
surprise
to
you.
C
The
people
you're
serving
and
protecting
in
Buncombe
County
is
much
higher
than
your
population.
You
you're
a
an
influx.
You
have
an
influx
of
people
each
and
every
day.
So
today,
when
you
look
at
the
folks
here
in
Buncombe,
County,
working
and
and
coming
into
the
county
from
other
areas,
either
tourism
or
working
with
the
medical
systems
and
all
the
things
that
bring
people
into
Buncombe
County,
the
folks
that
you're
serving
here
is
much
higher
than
your
resident
population.
C
We
did
some
vulnerability
analysis
throughout
the
entire
County.
Obviously
your
growth
in
populations,
one
of
those
but
this
chart
on
the
right
hand,
side
shows
some
vulnerabilities
that
exist
throughout
the
entire
County
and
they're,
not
just
in
urban
areas.
Those
vulnerabilities
exist
in
some
other
locations,
too
populations
and
poverty
levels
per
capita,
income,
types
of
housing,
some
of
the
age
and
all
of
those
factors,
and
that
you'll
find
that
on
on
page
68
of
your
report.
But
we
looked
at
all
of
those
factors
as
part
of
that
Hazard
and
risk
analysis
as
well.
C
We
looked
at
all
of
your
current
facilities.
You
do
not
have
very
many
facilities
in
Buncombe
County
for
EMS
that
are
designated
county-owned
in
most
locations.
You
are
partnering
with
fire
departments
where
your
housing
EMS
units
today
you're
serving
as
guests
in
those
facilities.
We
looked
at
all
of
the
the
current
buildings
physically
went
to
those
and
looked
at
what
opportunities
might
exist.
You
have
good
relationships
with
those
partners
and
that's
a
great
thing,
and
you
have
you
have
built
those
and
that
they're
maintaining.
C
But
as
you
look
forward
that
space
is
at
a
premium
because
in
many
of
those
locations
the
fire
departments
are
growing
as
well
and
have
needs
for
those
space.
So
we
did
look
at
those
and
provide
a
detailed
analysis
of
each
of
those
locations.
You
want
the
best
space
that
you
possibly
can
have
for
your
paramedics
and
your
Workforce
as
well.
C
Another
important
factor
within
Buncombe
County
is
your
current
distribution,
so
you
have
five
providers
in
Buncombe
County
transport
providers,
that
are
fire
departments,
and
we
highlight
those
in
this
photo
our
picture
here
to
show
where
those
are
with
with
Lester
Barnesville,
Reems,
Creek,
Riceville
and
also
Fairview.
So
in
each
of
those
communities,
the
fire
departments
are
providing
the
transport
and
the
data
and
feedback
that
we
have
is
good.
C
Our
GIS
system
analysis
a
couple
important
pieces.
We
think
that
you
need
to
know.
As
elected
officials,
we
looked
again
at
those
high
risk
and
vulnerable
populations,
but
60
percent
of
your
EMS
Tran
EMS
incidents
do
result
in
transport.
That's
an
important
factor,
60
percent,
so
a
number
High
number
of
your
incidents
do
result
in
transport
and
when
that
occurs,
your
EMS
units
are
out
of
position
for
that
next
emergency.
C
So
those
concurrent
calls
really
load
your
system,
particularly
in
the
higher
call
volumes
of
the
day,
as
we
said
before,
really
10
10
a.m
to
11
pm
through
the
day.
The
data
supports
that
you
have
a
core
of
13
ambulances
that
are
are
necessary
to
to
cover
those
peak
times,
but
the
data
would
support
that.
C
This
map
shows
a
demand
and
concentration
of
where
those
calls
are
occurring
within
Buncombe,
County
and
really,
hopefully,
no
surprise
to
you.
It
really
follows
those
corridors
of
north
and
south
and
east
to
west
of
where
the
calls
are
occurring
within
the
county
again,
based
on
that
six
years
of
data,
we
did
a
vulnerability
risk
indexes
when
we
do
modeling
for
where
fire
fire
station
locations
and
EMS
station
locations
occur.
We
use
this
vulnerability,
Risk
Index.
C
This
is
an
example
of
rating
here
for
Buncombe
County,
a
vulnerability,
Risk,
Index,
modeling
and
you'll
see
that
it
each
of
those
cells
are
colored
to
determine
where
the
highest
needs
for
facilities
are
and
you'll
find
that
on
on
106,
that
you
might
be
able
to
see
that
a
little
bit
more
clearly.
But
again,
it
really
follows
that
north-south
and
east
to
west
corridor.
C
So
when
we
do
that
modeling,
we
see
that
you
know
there
is
a
you've
got
a
large
County.
You've
got
a
big
County.
An
urban
County
as
well
as
you've
got
a
lot
of
rural
areas,
and
so
in
order
to
provide
that
eight
minutes
59
seconds
throughout
the
entire
County
really
would
be
an
unrealistic
number
of
facilities.
That
would
be
needed
to
be
able
to
do
that.
C
How
would
that
best
fit
for
Buncombe
County,
and
so
that
again,
that
modeling
is
very
consistent
nationally,
but
it
was
an
excellent
fit
for
Buncombe
County
and
so
there's
different
population
densities
that
can
have
different
levels
of
response
time
and
be
able
to
to
work,
and
so
we
did
modeling
along
those
needs
to
look
at
that.
We
we
determined
that
there
were
several
needs
with
Urban
EMS
stations
and
you're
very
much
on
track
with
working
on
to
that
level.
C
So
your
facility
that
you're
working
on
with
McCormick
that's
very
much
the
the
data
said
yep
that
that's
a
good
location
and
that's
there's
a
need
for
that.
Also
in
an
urban
area,
you're
West
work
you're
doing
on
the
West
Asheville
area.
It
validated
that
and
validated
a
need.
It
did
pick
up
some
additional
areas,
such
as
Black,
Mountain
and
Scotland
near
the
current
EMS
station
five.
C
We
looked
at
where
Suburban
needs
were,
and
we
plotted
a
map
of
those
Suburban
needs
and
identified
where
those
Suburban
areas
were
within
Buncombe
County
that
also
had
had
EMS
station
needs
and
we
also
looked
at
rural
needs.
There
were
four
of
those
that
determined
needs
within
within
Buncombe
County
for
rural
areas.
C
C
So,
if
you
had
hubs
that
also
served
as
supervisor
locations
is
also
served
as
where
you
might
have
a
a
second
ambulance
or
be
able
to
have
peak
time
ambulances,
you
had
Logistics
support,
Logistics
and
Equipment
support
a
little
bit
larger
EMS
stations,
there's
four
of
those
that
are
excellent,
fits
for
for
Buncombe,
County,
North
up
in
the
Weaverville
area,
South
Skyline
West
and
the
the
Inca
area
and
East
Asheville
area.
Those
are
excellent.
C
Hub
locations
that
keep
your
EMS
units
in
the
field
and
are
able
to
keep
them
more
available
and
accessible
for
the
next
call.
Hub
logo,
Hub
use
within
EMS
is
an
excellent
model
where
it
where
it
works
and
where
it
fits,
and
we
think
that
is
a
excellent
consideration
for
you
moving
forward
where
the
opportunity
exists.
C
So
as
we
look
at
those
final
thoughts
and
and
results
around
the
the
analysis
that
we
did,
the
the
need
to
have
that
master
plan
for
EMS
and
looking
at
those
station
needs
and
those
those
Regional
hubs.
Where
possible,
certainly
important
in
your
master
plan
and
infrastructure
plan.
We
have
identified
for
you
some
of
those
greatest
needs
and
where
they
occur
at
and
also,
as
you
look
forward,
you're
on
track
with
what
you're
doing
with
the
McCormick
area
as
well
as
West
Asheville.
C
Those
those
are
validated
by
the
data
and
Analysis,
but
encourage
you
to
continue
to
look
for
land
acquisition
and
be
ahead
of
that
as
much
as
you
can,
because
we,
the
data,
is
showing
where
needs
are,
and
the
more
planning
and
land
acquisition
that
you
can
do
for
those
stations
in
the
future,
particularly
those
that
that
might
qualify
for
for
regional
hubs
would
be
certainly
good.
Investment
on
behalf
of
your
your
stakeholders
and
and
taxpayers
ways
that
you
can
help
move
EMS
forward,
prepare
for
the
EMS
Station
construction.
C
C
We
encourage
you
to
secure
written
facility
agreements.
You
are
in
a
number
of
fire
stations
today
and
we
think
that
operationally
and
from
a
management
perspective
getting
agreements
about
where
you
are
and
and
what
would
happen
if
conditions
change
and
make
sure
that
you
know
when,
when
conditions
would
change
so
that
you
can
have
proper
planning
and
there's
no
surprises
there,
that
would
be
a
recommendation.
We
would
make
to
you
trying
to
make
any
changes.
C
You
can
again
with
technology
and
optimizing
your
call
Intake,
as
well
as
collecting
data
and
comparing
data
based
on
Urban,
suburban
and
Rural.
That's
a
really
good
mix
for
Buncombe
County
and
being
able
to
integrate
that
within
your
data
and
data
collection,
is,
would
be
excellent
and
then
planning
for
those
EMS
hubs
wherever
possible
and
we've,
given
some
information
about
where
those
might
need
to
occur
at
and
with
that
I'll
be
glad
to
take
any
questions
and
I
also
think
Mr
Judd
has
some
information
that
he
would
like
to
present
today
as
well.
C
Certainly
so
we
give
some
of
the
information
we
think
you
know,
for
example,
the
agreements
with
the
places
that
you're
in
today
the
providers
you
have
some
fire
department
providers
that
provide
transport.
We
we
discuss
that
in
report
as
well
good
communication
with
them.
That
is
a
little
bit
unusual
and
compared
to
some
other
counties
in
North
Carolina.
However,
just
good
communication,
your
relationships
with
those
providers,
that's
a
valuable
valuable
partnership.
D
Thank
you
so
much
for
the
board
and
the
opportunity
for
this
conversation
I
think,
especially
because
we've
identified
supporting
and
modernizing
emergency
response
and
Public
Safety
as
a
top
priority
within
this
budget
cycle.
I
would
love
if
we
could
just
maybe
hear
from
County
management
or
staff
on
ideas
about
which
action
items
we
can
really
Elevate
and
and
potentially
expedite
in
this
year's
budget
cycle.
E
E
On
the
911
side,
of
course,
we
would
come
forward
looking
for
staff,
infinite,
9-1-1
and
really
look
at
how
we
can
pay
for
Staffing
so
that
they
can
have
the
staff
they
need
and
also
the
technology
in
our
91..
So
that
would
address
the
dispatching
call
time,
as
well
as
new
ambulances
and
the
Staffing
for
the
new
ambulance.
I
know,
Terry
is
also
thinking
about
another
Peak
unit.
So
those
are
the
things
you'll
see
are
starting
to
come
forward
with.
F
F
In
order
to
stand
these
stations
up
and
the
Staffing
part
we're
actively
recruiting
and
bringing
folks
home,
we
had
14
come
on
in
the
first
of
the
year.
We
have
nine
set
up
for
interviews
this
week,
three
of
them
being
students,
and
so
we're
actually
recruiting
into
the
the
schools
as
well
into
the
EMS
Community.
To
keep
bringing
staff
on
to
keep
bringing
our
staffing
up
to
get
as
many
trucks
up
in
service
that
we
can
do
currently.
I
was
planning
for
the
growth.
G
F
F
If
you
look
at
response
times,
there's
a
significant
gap
between
the
two
units
that
cover
those
areas
and
so
there's
a
sniffing
in
the
swannano
valley,
a
response
time
Gap
as
well
as
that
areas
is
growing,
and
we
have
several
large
housing
projects
that
are
getting
ready
to
go
in
in
the
Swannanoa
Valley.
As
you
increase
population,
you
increase
call
volume,
so
that
would
be
the
next
area
that
we
would
shift
our
Focus
to
as
well.
As
you
know,
our
aging
administrative
facilities
that
we
have
now
would
also
be
there.
G
G
F
And
so
again,
looking
at
as
the
county
grows,
there's
more
rural
areas,
there's
experience
that
same
growth.
So
those
are
things
we
need
to
put
on
to
our
our
radar
of
you
know.
How
do
we,
you
know,
provide
service
areas
to
those
some
of
these
areas
already
serviced
by
fire
departments
and
with
their
ambulances,
so
how
to
continue
to
support
them
to
expand
to
help
with
that
coverage?
F
And
then,
as
we
see,
you
know,
the
growth
happening
again,
looking
at
acquiring
land
to
have
it
banked,
so
that
we
know
in
in
so
many
years,
we'll
be
able
to
start
building
that
area
and
planning
for
that
growth.
That's
the
we
have
immediate
needs
with
those
high
call
volume,
high
risk
areas,
and
then
our
future
growth
needs
really
those
those
rural
areas
that
we
need
to
get
that
long-term
planning
going.
H
F
Spot
it's
it's
hard
hard
to
say
with
that
is
I
would
I'll
we're,
so
we're
actually
with
the
getting
13
trucks
regularly
on
the
road
during
peak
times,
we're
actually
seeing
a
small
decline
in
our
our
response
times
as
anecdotally
over
the
last
couple
of
months
we've
compared
year
over
year,
so
I
think
as
we
get
probably
the
15
16
we'll
start
seeing
some
sustained
reduction
in
those
response
times.
The
challenge
is,
is
around
the
Staffing.
F
I
Allison
daines
parks,
recreation
director
appreciate
the
opportunity
to
be
here
with
you
all
today.
Talk
about
capital
and
maintenance
updates
and
Parks
and
Recreation
Department,
so
really
quickly.
We're
going
to
do
kind
of
a
quick
history
of
CIP
and
maintenance
and
kind
of
the
results
of
that
within
the
department.
I
I
did
want
to
start
out
with
this,
because
I
think
it's
extremely
important
to
say
that
Parks
and
Recreation
truly
does
enhance
and
improve
residence
quality
of
life
through
Health
and
Wellness
Connection
to
and
preservation
of
the
natural
environment.
And
so
when
we
look
at
investments
in
Park
and
Recreation,
we're
really
looking
at
an
investment
in
the
social,
emotional
and
physical
well-being
of
our
full
community.
J
I
I
Really
it
was
looking
at
basic
maintenance
levels
were
really
looked
at.
There
were
some
Investments
that
were
made
in
larger
projects,
but
there
wasn't
a
true
CIP
process
for
long-term
Investments
projects
were
mainly
planned
on
an
annual
basis
and
there
was
a
lack
of
just
truly
long-term
planning
for
what
Parks
and
Recreation
should
look
like
in
the
future
and
so
really
looking
at
a
comprehensive
way
of
looking
at
Parks
and
Recreation
throughout
Buncombe
County
wasn't
as
planned
out
as
as
it
should
be.
I
There
was
also
a
high
level
of
deferred
maintenance,
so
not
regularly
performed
schedule,
maintenance.
The
way
that
there
should
be
due
to
limited
resources
and
other
county-wide
priorities,
and
so
I
think
frequently
within
governments,
maintenance
and
Parks
and
Recreation
tends
to
take
a
little
bit
of
a
back
step
when
when
it
comes
to
maintenance
of
something
like
an
ambulance
or
so
forth.
So
as
a
result,
what
happens
is
we've
got
a
lot
of
Aging
infrastructure
and
amenities
that
are
in
disrepair.
I
Struggle
struggle
to
you
know,
give
the
benefits
of
Parks
and
Recreation
that
that
they
should,
because
they
have
been
in
disrepair.
Part
of
that
is
a
lack
of
Park
amenity
and
beautification
standards.
We
actually
didn't
even
have
a
truly
full
comprehensive
list
of
all
of
our
assets
and
their
conditions,
and
so
that's
kind
of
led
to
a
high
level
of
deferred
maintenance
in
the
past.
I
So
I'm,
sorry,
I
got
ahead
of
myself
here.
So
the
result
of
that
is
facilities
fall
into
disrepair
is,
is
what
wind
up
happening
and
simple
fixes
become
major
fixes,
and
so
things
get
exponentially
more
expensive
to
take
care
of.
We've
got
some
deteriorating
facilities
with
some
unsafe
conditions.
Some
deferred
maintenance
and
repairs
backlog
as
I've
talked
about.
I
Think
that's
been
one
of
the
the
greatest
the
greatest
things.
That's
happened
over
the
last
year
and
a
half
or
so
is
is
that
partnership,
and
we
really
looked
at
the
community
center
assessment.
We
worked
in
collaboration
with
General
Services.
They
did
an
inventory
of
all
of
those.
Center
amenities
came
up
with
a
categorization
for
what
kind
of
investment
was
needed:
priority
Investments
with
priority
ones,
being
safety
issues
a
scale
one
to
five,
and
so
really
did
that
comprehensive.
I
Look
in
the
community
centers
to
identify
what
those
areas
are
where
previously,
we
had
not
gone
in
and
looked
at
those
in
that
same
way
and
as
a
result
of
this
General
Services
created
a
CIP
for
the
resolution
of
those
issues
and
they've
dedicated
funds
for
community
centers,
which
has
been
fantastic
and
many
I
would
say
most
of
those
priority
ones.
Safety
issues,
if
not
all
of
them
at
this
point,
have
been
addressed
throughout
the
community
center.
I
So
similarly,
what
we
did
is
the
Parks
and
Recreation
staff
partnered
with
General
services,
to
do
the
exact
same
thing
within
all
of
our
parks
and
look
at
all
of
our
Park
assets.
This
gave
us
a
baseline
inventory
of
most
Park
amenities
and
and
helped
us
do
an
initial
safety
assessment
for
where
our
amenities
were
looking
at
their
lifespan
and
and
and
replacement
of
what
those
amenities
are.
I
We've
already
addressed
some
of
those
safety
issues
that
were
out
there
to
ensure
that
we're
keeping
the
highest
safety
level
and
experience
for
our
community
and
then
again,
we've
dedicated
funds
for
Parks
and
Recreation
within
our
budget
to
really
start
to
address
and
look
at
some
of
these
amenities.
So
that's
given
us
a
really
good
Baseline
for
moving
next
level
and
for
me
next
level
is
our
system-wide,
Parks
and
Recreation
master
plan
that
we're
very
excited
about.
I
So
this
plan
we
put
out
an
RFP
or
request
for
proposals
back
in
February
and
actually
this
Thursday.
All
those
proposals
will
be
due
and
so
we'll
be
doing.
An
assessment
of
those
proposals
that
come
in
for
us
and
really
the
plan
is
meant
to
be
a
very
comprehensive,
Equitable
and
sustainable
plan
that
is
rooted
in
fiscals,
reasonable
solutions
to
guide
the
department,
particularly
with
Capital
Improvements
and
Recreation
program
decisions
for
the
next
20
years.
So
that's
really.
I
We'll
look
at
the
system-wide
opportunities
and
constraints
that
exist
so
we'll
be
enhancing
our
Partnerships
with
folks
to
see
what
it
is
that
they're
doing
and
how
we
can
better
utilize
resources
as
we
come
together
for
common
goals
and
then
we'll
do
planning
and
value-based
solutions
for
what
those
are
and
I
do
want
to
take
a
moment
here,
because
I
get
a
question
frequently
about
the
need
for
a
master
plan
for
the
Parks
and
Recreation
Department.
And
what
I
want
to
acknowledge
is
that
it
really
dovetails
with
a
comprehensive
plan.
I
I
Why
don't
you
have
a
master
plan
that
already
includes
your
Greenways
and
again
being
a
Parks
and
Recreation
Department
director
and
a
map
Aficionado,
you
wouldn't
use
an
atlas
or
that
type
of
map
to
go
hiking
in
the
woods.
You
would
use
a
topographical
map,
and
so
really
Greenways
and
trails
are
so
specialized
that
they
really
do
warrant
their
own
master
plan
and
the
level
of
coordination
that
you
have
within
the
community
and
within
other
Greenways
that
are
happening
around
really
that
Master
Plan
is
a
regional
master
plan
throughout
and
it
plays
a
bigger
part.
I
One
of
the
other
things
that's
happening
that
I'm
very
excited
about
is
we're
working
on
an
equity
Matrix
within
the
department,
which
is
really
meant
to
be
a
criteria-based
measurement
for
how
we
look
at
our
Capital
Investments
and
large
Rehabilitation
projects,
and
what
that
is.
Is
we
take
a
set
of
community
characteristics
along
with
Park
characteristics
and
part
characteristics
include
things
like
lifespan
and
condition
of
what
those
assets
are
within
our
parks
and
then
what
we
do
is
we.
We
lay
out
a
schedule
for
Block
areas
within
the
county.
I
So
some
of
our
key
strategies
again,
as
I've
said,
our
focus
is
really
on
a
comprehensive
Park
inventory
and
really
that
is
to
categorize,
illustrate
the
data
facilities
and
site
conditions
and
then
create
a
solid
Master
maintenance
plan
and
a
financial
plan
to
follow
that
maintenance
plan.
So
that
we've
got
a
strategy
over
the
next
several
years
for
how
we're
going
to
really
do
a
deep
dive
in
investment
in
Parks
and
Recreation
and
bringing
up
those
standards.
I
And
then
it
is
the
creation
of
those
standards
which
we're
starting
right
now
and
that
helps
with
uniform
amenity
beautification
standards.
It
makes
more
inviting
and
safer
Parks.
It's
statistically
known
that
if
a
if
a
park
is
used
and
if
it
looks
pretty
that
it
is
safer
and
then
we'll
also
have
a
multi-year
plan
to
bring
all
of
our
parks
to
this
standard.
I
And
then,
of
course,
part
of
that
will
be
that
five
to
ten
year
CIP
program,
which
will
be
how
we,
how
we
look
at
our
park
system
again
across
investments
in
park,
infrastructure
and
identifying
deferred
maintenance
issues
from
Capital
Improvement
issues
and
where
we're
going
and
we'll
look
and
identify
and
seek
grant
funding
where
it
is
appropriate.
We'll
do
our
best
to
leverage
funds
and
the
most
optimal
way
that
we
can.
I
So
we'll
not
only
use
operational
funds
but,
of
course,
we'll
forever
be
seeking
those
additional
funds
that
will
help
leverage
and
and
really
broaden
the
scope
of
the
types
of
projects
that
we
can
do
and
Investments
we
can
make
as
we
partner
with
folks
to
do
that
as
I
mentioned
before,
we
will
be
doing
an
updated
master
plan
for
Greenways,
and
this
will
also
include
Trails.
Previously,
we've
not
included
trails
in
this
master
plan
for
Greenways,
as
as
in-depth
as
we'd
like
to
see
grow.
I
We
also
have
been
looking
at
restructuring,
our
our
memorandums
of
understandings
and
our
agreements
with
current
folks
that
we
work
with,
and
that
really
helps
to
clearly
identify
goals
and
expectations.
And
what
it'll
do
is
outline
clear
commitments
and
Investments
not
only
on
the
county
side
but
from
our
partners
and
what,
where
they're,
going
to
be
contributing
and
and
assisting
us
and
our
goals
for
expanding
and
maintaining
recreational
amenities.
G
I
Yep
that'll
be
in
fiscal
year
25.
We
have
a
placeholder
for
that
right
now,
and
one
of
the
reasons
that
we
did,
that
is
because
we're
undergoing
our
Recreation
master
plan
and
so
really
it'll,
come
right
on
the
tail
end
of
that
it'll
it'll
fit
perfectly
right
up
against
that,
so
that
we're
really
starting
to
expand
and
look
at
that.
Thank.
G
You
and
I
will
share
that
I
heard
from
some
of
the
community.
Centers
I
was
out
at
Big
Ivy
a
couple
of
weeks
ago,
and
they
are
very
appreciative
of
all
the
help
with
getting
them
up
to
safety
codes
and
helping
with
that
and
then
also
Sandy
Marsh
was
very
happy
to
have
bathrooms
in
working
order
and
their
septic
fix.
So
thank
you
all
very
much.
D
This
is
great,
thank
you,
as
this
master
planning
process
gets
underway.
Do
you
anticipate
there
will
be
opportunities
for
conversations
about
bringing
new
facilities
online
or
the
opportunity
to
sort
of
significantly
expand
some
facilities?
One
thing
that
over
the
years
we've
talked
about
is
sort
of
looking
at
some
of
the
amenities
that
a
Chattanooga
or
Greenville
have
in
terms
of
parks
and
rec
facilities
and
what
it
would
take
to
have
comparable
facilities.
D
I'm
thinking,
especially
some
of
the
like
family
friendly
options
that
exist
in
those
communities
that
that
local
families
travel
to
go
access
in
other
towns
right
now
and
whether
you
anticipate
there
will
be
opportunity
for
a
conversation
about
some
of
those
kind
of
perhaps
bigger,
more
ambitious
yeah
projects.
Definitely.
I
Most
definitely
I
I
appreciate
asking
about
that.
Actually,
because
that's
one
of
the
things
I'm
really
looking
forward
to
is
that
community
outreach
to
see
what
it
is
that
we
can
do
as
Buncombe
County,
Parks
and
Recreation
Department
to
fill
some
of
the
gaps
and
services
that
exist
or
to
to
offer
some
of
additional
types
of
facilities.
That
really
allow
for
a
broad
range
of
experiences.
A
K
It's
always
interesting.
We're
building
landfill
seals
at
our
current
facility
due
to
the
it's
really
Rocky
and
there's
there's
really
tough
terrain,
so
really
pleased
with
the
way
this
project
went
our
engineer
for
the
project
with
it
was
SCS
engineers
and
our
excuse
me,
our
general
contractor
was
Sergeant
Corporation
and
the
the
partnership
there
has
been
very
good.
We've
been
very
pleased
with
those
with
those
teams.
So,
and
so
what
are
we
talking
about?
We're
talking
about
cell
seven?
K
And
you
can
say
to
the
Far
East
of
this
draw
one:
that's
sales,
seven,
that's
the
MSW
or
Municipal
Solid
Waste!
That's
your
lined
landfill
as
we
call
it.
It's
got
a
geosynthetic
clay
liner
on
top
of
two
foot
of
of
clay
material
that
meets
specification,
and
then
it's
also
got
a
Geo
membrane
layer.
So
it's
a
it's
a
very
expensive,
excavation
and
site
work
project.
K
And
at
the
same
facility,
but
separate
landfill
is
our
c
d
landfill.
This
was
phase
seven,
that
we
did.
We
actually
just
moved
into
this
sale
last
week,
so
that
was
we
wanted
to
Fast
Track
that
site,
because
we
had
a
little
less
capacity
with
current
operations
on
the
C
and
D
side,
as
it
was
current,
so
we're
thankful.
K
We
got
in
there
last
week
a
couple
factors
as
as
this
group
knows,
when
you
get
into
major
site
work
projects,
there's
some
things
that
are
a
little
out
of
control
out
of
your
control
like
weather
is,
is
such
a
big
factor
and
then
like
I
was
talking
about.
You
can
drill
as
many
holes
as
as
you
can,
with
a
crane
or
a
rig
and
try
to
identify
Rock.
But
until
you
start
digging,
you
don't
know
exactly
what
subsurface
is
right,
so
we
were
fortunate.
K
K
Like
we
did
with
sourcing
the
stone,
there
was
about
60
000
tons
of
the
three-quarter
washstone
that
goes
down
as
a
cushioning
layer
over
the
MSW
landfill.
So
we
actually
sourced
that
prior
to
the
project,
starting
before
we
even
selected
a
contractor
and
that
turned
out
to
be
a
a
helpful
move
because
with
all
the
D.O.T
projects
and
the
time
it
takes
to
crush
and
wash
stone
that
that
definitely
helped
contribute
to
a
successful
project.
K
K
We
may
issue
that
as
early
as
next
week
and
then
we'll
move
into
the
basically
the
permit
to
operate
phase
with
ncdeq
so
we'll
submit
the
construction
quality
assurance
all
the
related
construction
documentation
that
the
site
the
projects
performed
per
the
specs
and
then
we
hope
to
get
a
permit
to
operate
and
be
in
the
in
the
MSW
landfill
by
the
end
of
next
month.
Early
May
total
project
budget
was
15.4
million
dollars.
We
estimate
at
this
point
a
total
project
Savings
of
around
650
000.
K
We
did
not
dip
into
contingency,
which
we
were
thankful
for.
We
were
lucky
with
the
weather.
Again
we
did
have
to
do
two
time
extensions
for
weather
days,
but
we
were
still
well
within
the
threshold
of
no
operating
impacts,
so
we
were,
we
were
lucky
there
as
far
as
that
goes
we're
coming
in
under
budget
and
and
on
time.
K
K
I'm
a
c
and
d
side-
and
this
is
the
Finish
basically
the
finished
product
on
the
landfill,
C
and
D
phase
and
I
know.
That's
that's
a
pretty
picture
there
so,
like
I,
said
we're
in
that
sale
now,
starting
at
the
bottom,
we'll
start
bringing
lifts
up,
and
that's
that's
going
really
well
so
far
and
on
the
MSW
side
this
was
during
construction.
K
K
K
We've
looked
at
that
number
that
the
the
amount
of
material
taken
in
which
is
the
direct
calculation
of
how
you
use
that
space
compared
to
what's
coming
in,
and
we
we
could
probably
think
about
three
to
four
years
on
that,
depending
on
how
how
our
airspace
utilization
factor
is
and
we're
gonna
we're
gonna
work
to
stretch
those
numbers
out,
but
obviously
we'll
be
back
talking
to
this
group
again
in
the
next
few
years
about
future
landfill
sale
expansions.
So.
I
C
K
Okay,
yes,
sir
commissioner,
so
our
we
do
the
annual
air
space
analysis
so
last
year
we're
including
sales
savings.
So
we
have
sale,
seven,
eight,
nine
and
ten
on
the
MSW
side
and
then
phase
eight
and
phase
nine
on
C
and
D,
so
MSW
we're
estimating
around
20
years
remaining
capacity
for
the
site
and
then
on
the
C
D
side.
It's
it's
a
little
less
we're
thinking
around
13
to
15
years,
total
remaining
capacity.
J
A
B
B
Advantages
of
Pago
include
not
tying
up
future
funds
and
debt
payments
and
having
savings
and
interest
that
financing
is
governed
by
North
Carolina's,
General
statute,
local
government,
commission
and
our
own
debt
policy.
Recently
we
have
sought
to
debt
Finance
projects
which
cost
more
than
a
million
dollars
and
have
a
useful
life
in
excess
of
10
years
or
more
than
the
term
of
the
loan.
B
Over
the
last
four
budget
years,
we
have
transferred
one
million,
seven
hundred
seventy
five
thousand
eight
hundred
one
dollars
to
fund
paygo
projects
in
the
capital
projects
fund.
Our
fund
balance
policy
requires
any
unreserved
undesignated
fund
balance
above
20
percent
to
be
transferred
to
County
capital
projects
fund.
Once
the
annual
audit
is
completed
last
April,
the
first
year
after
this
policy
was
implemented.
This
resulted
transfer
of
15.1
million
dollars
to
the
capital
projects
fund.
B
Additionally,
14
projects
established
from
fiscal
year
20
to
22
that
were
originally
slated
for
debt.
At
a
total
of
eight
million
six
hundred
twenty
one
thousand,
four
hundred
twenty
nine
dollars
were
paid
for
with
this
transfer
saving
approximately
three
and
a
half
million
dollars
in
potential
interest
on
February
21st,
we
complete
a
budget
amendment
for
the
transfer
for
fiscal
year
22,
and
this
was
1.8
million
dollars.
B
A
I,
don't
really
have
no
specific
questions
about
it
right
now,
but
I
guess
I
would
just
I
would
just
say
that
I
would
be.
I
would
be
open
to
revisiting
our
policies
around
that
in
terms
of
transferring
that
amount
of
funds
to
Pago,
rather
than
utilizing
more
Debt
Service
for
some
of
these
projects,
so
just
as
a
general
interest,
I
just
think
it's
worth
checking
in
our
on
our
policy.
Sometimes
these
are
very
large
sums
of
money
right
that
that
get
moved
in
this
way.
E
And
as
John
mentioned
this
year,
it
was
only
a
1.8
million
dollar
excess
of
our
fund
balance
the
the
year
of
2022
to
Prior
when
it
was
15
million.
That
was
a
lot
of
years
funds
and
other
government
funds
that
we
received
that
year.
That
caused
us
to
have
that
left
over.
But,
yes,
our
plan
would
be
that
we
would
revisit
policies
I
think
next
year
we
will
start
looking
back
at
policies.
We
did
in
the
1718.
So
every
five
years
or
so
we
will
take
a
look
at
policies
and.
E
L
When
we
look
at
these
policies,
we've
got
to
think
about
inflation,
the
economic
Times
we're
in
at
the
time.
So
that's
why
I
think
it's
good
to
revisit
these
policies,
but
you
know
we've
got
to
take
into
account
the
economic
environment
strongly
and
it
means
that
the
times
we
end
we
might
have
to
look
at
them
more
often
than.
I
B
So
this
brings
us
to
Debt
Service
our
debt
payments,
our
budget
in
the
general
fund
for
fiscal
year
23.
Our
debt
budget
is
19.9
million
dollars
about
five
percent
of
our
general
fund
budget.
It's
almost
four
pennies
on
the
tax
rate
since
fiscal
year,
18
the
percentage
of
debt
is
an
expense
or
in
the
general
fund,
has
decreased
from
eight
percent
to
the
current
five
percent.
B
However,
debt
financing
is
likely
to
increase
over
the
next
several
years
with
the
addition
of
new
capital
projects,
as
well
as
the
general
obligation
Bond
projects
generally,
we
need
to
have
all
necessary
permits,
bids
and
inspections
in
hand.
Before
we
seek
debt
for
a
project.
We
did
refinance
our
debt
last
June
at
very
favorable
interest
rates,
but
future
rates
over
the
next
several
years
will
not
be
as
advantageous.
B
B
L
M
Morning,
Commissioners
good
morning,
my
name
is
Ronnie
Lunsford
I'm,
a
project
manager
for
the
general
services
department
at
Buncombe,
County
I,
did
want
to
take
a
minute
to
acknowledge
our
project
management
team.
That's
with
me
here
today:
Scott
Metcalf,
Robert
Brown,
two
other
project
managers
and
our
director
Mike
mace.
We
a
lot
of
work
takes
place
in
our
department.
A
lot
of
data
gets
processed.
M
A
lot
of
emails
answered,
so
I
wanted
to
take
a
minute
to
acknowledge
those
folks
in
the
work
they
do
so
we'll
be
talking
a
little
bit
about
Capital
planning.
Today,
I
thought
it
was
important
to
kind
of
take
a
step
back
and
just
do
a
refresher
on
how
we
got
to
this
point
with
a
lot
of
our
Capital
requests.
As
you
all
probably
remember,
the
general
Services
Department
conducted
a
comprehensive
facility
plan
A
couple
of
years
ago.
M
That
plan
really
provided
a
condition
assessment
of
all
of
our
County
facilities,
a
Space
Management
plan
and
reviewed
leases
for
any
spaces
that
we
leased
from
private
votes.
That
comprehensive
facility
plan
really
laid
the
groundwork
for
a
15-year
Capital
Improvement
plan.
Ways
to
consolidate
space
at
the
county
and
minimize
square
footage
that
we
took
up.
M
M
M
If
this
slide
will
change
there,
we
go
so
a
couple
of
things
we
did
in
fy22
to
really
start
preparing
for
the
data
that
we
got
from.
The
comprehensive
facility
plan
was
just
moving
folks
around,
as,
as
we
went
more
remote
work
at
really
two
departments
really
reduced
the
amount
of
square
footage
they
needed.
M
We
were
able
to
do
that
operationally
within
General
services
and
then
the
two
projects
that
we
did
get
in
that
really
started
setting
the
the
way
for
the
facility
plan
was
Advanced
planning
for
35
Woodfin
Street,
which
is
the
building
right
there.
That
would
bring
forward-facing
offices
into
that.
I
would
get
all
County
Services
that
are
really
public
into
that
facility.
It's
kind
of
a
One-Stop
shop
for
the
public.
M
In
other
words,
we
also
were
able
to
get
40
Cox
avenue
interior
renovation
project
into
f522
as
well,
and
that
was
really
to
start
molding
Cox
avenue
to
fit
the
consolidation
of
all
those
HHS
operations
and
both
of
those
are
moving
forward
at
this
time
and
nearing
completion
on
the
advanced
planning
and
40
Cox.
The
actual
construction
is
out
for
bid
right
now,
so
last
year,
in
FY
23
is
ruined.
We
really
started
able
to
get
some
of
that
facility
plan
information
into
the
CIP.
M
M
Those
are
all
moving
forward.
We
also
started
putting
Library
renovation
and
repair
projects
into
the
CIP.
That's
where
we
take
those
those
High
need
items
out
of
the
library
system
and
and
just
get
those
done,
and
then
we're
also
able
to
get
EMS
based
construction
kind
of
going
back
to
the
EMS
study
discussions
from
earlier.
We're
able
to
start
implementing
some
of
the
things
that
came
out
of
that
into
Capital
planning
early.
M
That
basically
did
the
same
thing
as
our
facility
plan,
but
really
only
looked
at
the
Detention
Facility,
so
we're
taking
all
of
that
data
and
incorporating
it
into
the
CIP
as
well,
and
then
just
county-wide
pavings.
So
these
are
all
just
really
maintenance
items
that
need
to
be
done.
That's
a
big
number
on
those.
The
vast
majority
of
that
number
is
the
courthouse.
M
This
clicker,
it's
not
working
for
me.
John
there
we
go
so
then
we
have
what
we're
just
kind
of
calling
other
CIP
projects,
and
these
are
really
items
that
start
coming
out
of
some
of
the
other
studies
or
the
facility
plan.
That's
not
necessarily
a
maintenance
item
like
the
35
Woodfin
renovation,
which
would
be
to
transform
that
building
into
public
facing
offices.
There
are
two
items
that
get
done
as
part
of
that
that
are
maintenance
items,
but
we've
just
kind
of
Incorporated
those
together
since
we
might
be
in
the
building
anyway.
M
Working
the
roof
desperately
needs
replacing
on
that
facility
and
then,
if
you've
been
in
there,
the
public
restrooms
are
not
ADA,
Compliant
and
very
outdated.
So
those
need
to
be
brought
up
to
Modern
code
and
that
that
renovation
also
vacates
all
the
offices
on
Valley
Street.
So
it
frees
up
space
there
and
really
a
prime
real
estate
area
on
the
topic
of
Valley
Street
New
storage
facility
design
is
something
we're
asking
for
in
fy24
that
gets
rid
of
all
the
storage.
M
That's
done
at
Valley
Street,
the
high-rise
building
there
behind
permits
and
inspections,
the
really
tall
facility,
it's
primarily
used
for
storage.
It
doesn't
really
make
sense
to
be
using
prime
downtown
real
estate
for
storage.
So
we're
looking
at
designing
a
facility
in
Woodfin
on
the
side
of
the
Old
Buncombe
County
landfill
that
the
county
already
owns
it
and
why
not
turn
it
into
something:
94
Cox
avenue,
renovation,
200,
College,
Street
or
innovation,
Lake
Julian,
Park
Paving.
M
That
kind
of
aligns
with
what
Allison
was
just
discussing
with
her
planning
for
parks
and
recreation
and
in
solar
on
schools
and
public
buildings,
phase
three
I
think
that
is
or
four
I've
lost
count,
but
so
that's
really
everything
for
fy24
that
were
that
we're
looking
at
then
we
wanted
to
just
talk
a
little
bit
about
upcoming
years
and
things
to
just
expect
to
see
in
the
future.
Again
it's
just
more
facility
assessment
renovation
and
repairs.
We
start
knocking
off
those
top
priority
items
and
moving
through
that
list.
M
Community
community
community
community
center
assessment
and
repair
starts
getting
in
there,
and
that
says:
we've
taken
care
of
some
of
the
low-hanging
fruit
on
those
community
centers
we
start
getting
into
bigger
ticket
items,
so
they
start
moving
into
capital
and
really
focusing
around
exterior
envelope.
Mechanical
electrical
Plumbing
upgrades
structural
issues.
M
Noted
from
other
studies
or
facility
plan
you'll
see
the
construction
of
that
storage
facility.
We
just
discussed
all
of
the
EMS
projects
start
coming
to
light
over
the
next
three
fiscal
years,
with
the
local
bases,
Regional
bases
and
that
sort
of
thing
some
of
the
parks,
greenway's
master
plan
that
Allison
discussed
earlier.
We've
worked
into
CIP
and
then
Owen
Park,
solar
installations
and
Sports
Park
playgrounds,
which
all
aligns
with
initiatives
this
clicker
and
me
are
gonna.
Oh,
that's
all
for
me,
I'd
be
happy
to
take
any
questions.
Now,
if
you
haven't.
M
B
So
in
your
packet,
you
have
a
draft
of
the
five-year
CIP
that
is
still
in
has
big
letters
that
say
draft
on
it,
but
it
gives
you
a
sense
of
what
we're
looking
at
for
this
year
and
for
the
next
several
years
there
was
also
a
handout
in
there
from
our
general
Services
Department
specifically
year
to
year.
While
we
slot
a
project
in
a
specific
fiscal
year,
it
doesn't
mean
that
all
the
work
for
that
project
happens
in
that
fiscal
year.
B
B
I
also
need
to
just
talk
a
bit
about
important
consideration
for
capital
projects,
which
is
the
additional
operating
costs
that
projects
bring
to
us
and
with
new
construction.
We
take
on
more
square
footage
for
utility
use,
maintenance
and
Space
Management
and
other
projects,
and
this
is
an
example
of
the
EMS
base,
and
we
talked
a
little
bit
about
this
earlier.
B
This
will
house
at
least
additional
transport
unit
and
require
staff
for
that
unit,
and
so
we
need
to
staff
the
unit
as
well
as
have
the
ambulance
and
and
the
equipment
that
the
ambulance
needs
and
and
to
maintain
this
facility
ongoing.
And
so
this
figuring
in
these
costs
would
add
between
one
two
three
point:
seven:
five
million
dollars
a
year
in
our
annual
operating
budget
to
staff
that
to
begin
Staffing,
a
local
station.
G
B
M
K
J
J
J
E
A
It's
my
only
comment
would
be
you
know.
Kind
of
kind
of
in
the
same
theme
would
be
you
know
as
we're
looking
at
these
properties
we
have
in
Asheville
downtown.
You
know
that
are
used
for
storage
or
vehicle.
You
know
where
vehicles
are
parked
and
stuff
like
that.
You
know,
just
as
our
area's
grown
and
downtown's
become
so
much
more
valuable.
You
know
things
that
used
to
make
sense
for
having
in
downtown
just
don't
make
sense
to
use
that
land
for
that
purpose
in
the
future.
A
So
I'm
really
glad
we're
looking
at
ways
to
kind
of
relocate
them
to
other
areas.
So
we
can,
you
know,
take
our
properties
to
their
highest
and
best
value,
and
so
my
only
other
comment
would
just
kind
of
a
general
one,
not
only
any
particular
of
these
projects,
but
I
think
the
cities
also
kind
of
thinking
about
those
same
questions.
They've
got
a
bunch
of
property
downtown
where
they
know
probably
doesn't
make
sense
to
keep
using
them
for
those
similar
purposes
in
the
future.
A
A
Just
so
I
think
that
we
got
it.
We
got
to
think
about
our
own
organizational
needs,
but
I
think
it
kind
of
all
fits
in
within
a
larger
kind
of
kind
of
land
use
and
Community
Development
process
for
how
we
can
optimize
the
use
of
are
you
know,
buildable
good,
valuable,
buildable
land
with
infrastructure
is
one
of
our
most.
You
know
important
assets
so
any
ways
that
we
can
free
it
up
for
further
development
for
housing
and
other
important
needs
is
a
good
thing.
E
And
brownie
to
your
point,
I
will
add.
We
have
started
some
of
those
conversations
with
the
city
and
with
our
public
housing
partner.
We
took
that
trip
to
Raleigh
and
we
realized
that
we
do
need
an
EMS
station
closer
to
downtown.
So
Taylor's
already
gone
out
with
David
to
look
at
property
to
where
we
could
locate
EMS
stations
so
that
conversation
went
beyond
City
County
even
to
our
public
housing
Partners
as
well.
So
right,
we
agree
that
we
need
to
look
for
Partnerships
to
do
this
work.
A
Yeah
yeah
I
think
that
I
mean
the
biggest
landowner
of
all
are
like
the
County
Schools
right
and,
and
probably
we
help
them
buy
a
lot
of
that
land.
You
know
four
schools
and,
and
in
a
lot
of
cases
they
might,
it
might
be
attractive
to
them
to
have
some
of
these
other
Public
Services
located
close
to
school
facilities.
So
all
right
other
thoughts,
questions
before.
E
Right
for
us
to
start
looking
for
one
to
our
choir
I
believe
we
are.
We
have
some
conversations
going
on
in
the
west.
We
have
not
yet
started
any
conversations
in
the
East
be
able
to
want
to
reach
out
to
Brownies
point
where
Partners
we
can
reach
out
to
the
other
fire
departments
to
see
if
there's
any
opportunities
to
land
their
own
or
schools,
but
wanted
to
make
sure
that
you
give
us.
Yes,
the
nod
to
go
ahead
to
start
actively
looking
for
that
work,
we
wanted
you
to
get
the
study
first.
H
D
This
is
I
mean
it
it's
hard
to
sort
of
separate
capital
from
these
other
related
issues.
When
we're
trying
to
talk
about
these
issues
holistically,
so
I'd
just
be
very
interested
in
literally
any
idea
about
how
we
can
better
support
staff
around
whether
it's
working
conditions
or
quality
of
life
issues
or
pay
United.
D
Staff
can
bring
forward
and
Leadership
can
bring
forward
about
sort
of
how
again,
as
we
as
we
have
identified
this
as
our
top
budget
priority
for
this
cycle
sort
of
how
we
can
be
thinking
really
holistically
about
immediate
things.
We
can
do
near-term
things
short-term
things
and
then
obviously,
with
land
acquisition
and
building
those
are
really
critically
important,
but
things
that
are
going
to
take
several
years
to
come
online.
B
A
E
Thank
you.
We
do
have
a
lot
of
needs
and,
as
Ronnie
pointed
out,
there's
done
and
Allison
both
talked
about
the
Deferred
maintenance
that
we
have
that
we're
trying
to
just
get
that
backlog
through
before
we
can
even
start
about
new
stuff.
So
it's
been
maintaining
is
where
we
are
so
we've
been
focusing
a
lot
on
Foundation,
whether
it's
Staffing
or
what
is
what
we
currently
have
and
just
getting
it
up
to
certain
codes.
So
you'll
see
some
of
that
in
our
budget
as
well
going
forward.
So
thank
you
for
your
support.
N
Good
morning,
Commissioners
good
morning
today,
I
have
a
few
topics
to
share
with
you
related
to
the
tourism
development,
Development
Authority
and
the
tourism
product
development
life
cycle
of
the
fund,
so
we'll
go
ahead
and
get
started
first
off
just
want
to
quickly
touch
on
some
of
the
legislative
changes
that
came
in
last
year's
short
session.
I
know
this
has
been
much
talked
about,
but
just
want
to
reiterate.
N
N
N
Additionally,
a
focus
on
allowing
tpdf
funds
to
be
used
for
Capital
maintenance,
as
opposed
to
just
Capital
expenses,
so
not
just
order.
But
how
do
you
keep
the
brick
and
mortar
looking
good
and
functioning
great
and,
as
we've
talked
about
deferred,
maintenance
is
a
huge
issue
for
us.
Additionally,
some
changes
to
Debt
Service,
which
is
something
that
we
haven't
deployed
yet
with
our
partners
at
the
TDA,
but
something
that
you'll
hear
about
more
in
the
future.
N
So
those
are
some
of
the
key
changes,
but
I
wanted
to
jump
to
the
next
slide
and
kind
of
give
you
some
background,
something
that
you
may
be
familiar
with.
But
if
you're
not
we'll
share
a
little
bit
today,
so
Buncombe
County
has
provided
administrative
support
for
the
TDA
to
allow
the
collection
of
the
tax
since
2017,
and
the
way
that
operates
is
through
an
agreement
between
Buncombe
County
and
the
TDA.
N
The
occupancy
tax
administrative
activities
include
Financial
elements
such
as
you
know:
payroll
processing,
accounts
payable,
but
also
information
technology,
so
software
licensing
through
our
Erp,
which
is
called
workday,
that
contract
has
a
period
of
performance
that
began
in
in
July
of
2017,
has
no
expiration
date,
but
could
be
terminated
at
any
time.
In
that
agreement,
there's
an
administrative
fee.
That's
capped
at
1.5
percent.
You
can
see
some
language
below
that
fee.
N
That
says
that
the
county
will
evaluate
the
cost
of
the
services
related
to
collecting
and
administering
the
fee,
or
the
occupancy
tax
rather
and
will
sort
of
revisit
those
on
a
recurring
basis.
So
that's
our
current
agreement
goes
into
perpetuity,
and
so
what
we
wanted
to
do
today
in
light
of
the
changes
in
legislation,
is
talk
about.
You
know
what
happens
if
you
change
that
rate,
and
so
here
we've
got
a
quick
chart.
That
shows
you
our
FY
23,
so
that's
our
current
cycle,
as
well
as
our
fy24
moving
forward.
N
N
If
we
exercise
the
additional
three
and
a
half
percent
which
would
get
us
to
the
five
percent
cap
that
would
be
about
200k
for
the
remaining
year
since
the
majority
of
the
Year
is
already
complete.
So
we
estimated
approximately
you
know
two
months
of
collections
which
would
get
us
to
about
730k
for
the
full
year,
so
the
full
FY
23
year.
If
we
look
forward
to
fy24
and
assume
a
full
year
of
collecting
at
five
percent,
you
can
see
that
that
would
be
about
1.9
million
dollars.
N
The
big
change
there
is
collecting
at
a
full
12
months
at
one
point
at
three
five
percent,
rather
than
in
the
current
year,
where
we're
limited
based
on
time,
and
so
you
can
just
see
what
the
the
potential
revenues
would
be.
There
related
to
The
Collection
administration
of
the
occupancy
tax
for
the
tdf,
so
Safa
proposed
the
following.
Next
steps
glad
to
take
any
questions
that
you
have
quite
simply
revising
and
developing
new
contracts
setting
the
administrative
fee
as
five
percent.
N
Additionally,
we
need
to
identify
a
start
date
for
the
collection
of
that
fee.
We
give
two
examples
here:
one
could
be
upon
contract
execution,
so
you
know
as
soon
as
the
agreement's
ready
or
we
could
start
at
cleanly
on
a
new
fiscal
year.
So
July
1,
2023
I
would
say
that
the
timing
here,
you
know
we'll
be
pretty
close
either
way.
July
is
quickly
coming
upon
us
and
it
will
take
some
time
to
develop
that
agreement
and
sort
of
get
it
finalized
and
approved
by
the
board.
N
L
N
N
A
Don't
hear
you
proposing
that
we
necessarily
create
a
formal
policy
around
utilization
of
the
admin
fees,
but
just
kind
of
recognizing.
This
will
be
a
new
source
of
revenue
for
us
and
we've
got
these
Public
Safety
priorities
and
housing
priorities
said
this
would
be
a
place
where
we'd
like
to
focus
Focus
some
of
those
new
resources
that
we
would
have
in
addition
to
others
that
we'll
need
to
invest
is
just
want
to
kind
of
clarify
your
thinking
around.
That.
G
And
that
that
we
should
consider
and
how
we
look
at
it
just
said
that
there
is
there's.
Definitely
these
needs,
and
instead
of
it,
just
kind
of
being
seen
that
it
maybe
utilized
just
kind
of
across
General
funds
is
let's,
let's
really
focus
on
some
issues
that
we
know
we
hear
from
our
community
that
are
our
priority.
Yeah.
A
I'm,
certainly
supportive
of
that
I
think
that
these
are
in
public
safety.
You
know
it's
a
core
service
for
the
county,
the
needs
are
changing,
the
needs
are
growing
and-
and
we
know
it's
an
important
priority
for
our
local
Economic
Development
and
business
Community
as
well,
so
I
think
I
think
everyone
would
be
appreciative
of
seeing
us
do
all
we
can
to
move
forward
in
those
in
those
areas
for,
for
the
whole
community's
benefit.
So
other
thoughts
comments
on
this
item.
N
To
come
a
little
bit
more
to
go
great
too
much
of
your
time.
No
you're
good,
we're
way
ahead,
so
yeah
I
miss
last
words
so
shifting
gears
into
the
Product
Development
Fund
project.
So
you
know,
there's
an
annual
cycle
related
to
the
tpdf
and
that
annual
cycle
is
approaching
now
for
the
past
two
years
prior
to
going
into
the
annual
cycle,
we've
had
a
brief
conversation
with
the
board
about
priorities.
Moving
into
that
tpdf
cycle,
so
I
wanted
to
talk
about
that
with
y'all.
Today,
get
a
sense
from
you.
N
N
So
here
we
list
a
handful
of
potential
projects,
and
some
of
these
should
be
familiar
to
you.
You
see
the
Cox
avenue
mixed
use
development.
You
see,
Valley
Street,
mixed
use,
development,
UC,
Ferry,
Road,
mixed
use
development.
Many
of
these
projects
are
currently
being
examined
currently
through
our
partnership
with
the
UNC
School
of
government
and
DFI,
and
we
see
these
projects
as,
of
course,
housing
projects
that
will
have
affordability
and
be
tailored
for
Middle
income,
but
they're
also
mixed
use
in
their
in
their
nature
because
of
their
locations.
N
We
think
about
Cox
avenue
its
proximity.
Basically,
in
the
middle
of
downtown,
you
look
at
Valley
Street
and
how
that
facility
could
be
potentially
transformed
and
more
facing
towards
Charlotte
Street,
and
so
we
think
these
are
prime
opportunities
to
build
housing,
but
also
that
the
mixed
use
element,
which
could
be
particularly
appealing
to
our
Economic
Development
tourism
and
service-based
industries,
I,
said
another
way
picture.
You
know
a
first
floor.
That's
got
some
retail
Museum
space
non-profit
space,
something
like
that
with
affordable
housing
on
top.
So
it's
a
natural
connection.
N
N
This,
of
course,
refers
to
you
know
our
Anka
Commerce
or
excuse
me,
our
Buncombe
County
Sports
Park
in
Anka,
where
we've
recently
turfed
and
lighted
fields
which
are
going
to
be
used
by
the
community
but
will
also
serve
as
kind
of
a
tourism
draw
for
sports
tourism.
Those
fields
will
be
sort
of
greenlit
and
there
will
be
a
grand
opening
in
April
look
for
an
email
from
Allison
Danes,
but
looking
at
moving
forward
and
potentially
adding
additional
Turf
and
lighting
there,
the
benefit
of
turf
and
lighting,
you
know
we've
got
Seven
Fields.
N
Only
three
are
turfed
at
this
point.
If
we
can
Turf
another
three
to
six,
you
know
what
that
means,
for
us
is
more
playable
hours.
If
we
add
lights
same
deal,
you
know
you
can
play
later
into
the
day
and
throughout
the
year
additionally,
you've
heard
from
me
probably
too
many
times
about
the
Ferry
Road
Project.
N
What
we
see
there
again
is
an
opportunity
to
create
housing,
but
also
to
complement
that
housing
with
public
Recreation
amenities.
Ferry
Road,
is,
you
know
not
very
far
from
our
most
popular
River
Park
right
there
at
Bent,
Creek,
of
course,
across
the
street
from
the
Arboretum.
There
are
trails
that
are
goat
pass
to
get
up
to
the
Parkway
and
other
places.
So
we
see
this
as
a
great
opportunity
to
put
some
Greenways
and
some
passive
recreation
in
in
the
form
of
trails
that
could
be
really
exciting.
N
N
A
And
in
terms
of
the
process
Tim
so
and
and
this
for
this
cycle
in
future
cycles
and
there's
two
cycles
per
year
now,
is
it
every
six
months
or
is
it
every
12
months?
It's
a
it's
just
one
Cycle
One
cycle.
So
there's
it'll
be
this
April
May,
June
and
then
a
year
from
then
another
another
cycle.
So
right
and
the
with
the
change
in
Formula,
The,
Product,
Development
Fund
has
got
about
how
much
revenue
per
year
anticipated
sure.
So.
A
Well,
I
think
they're
all
great
projects,
and-
and
do
you
envision
that
the
county
could
put
forward
several
projects,
I
mean
if,
depending
on
the
price
tag
of
them
right,
we
had
one
13
million
dollar
project.
Obviously
that
would
speak
for
the
entire
funding,
but
you
know
there
could
be
several
proposals
depending
on
the
price
tags
of
each
item.
Is
that
the
way
the
staff
are
thinking
about
it
absolutely.
N
I
think
you
know
we're,
of
course,
we'll
need
to
coordinate
with
other
entities
in
our
community.
We're
not
the
only
people
that
are
at
the
table,
but
I
really
see
it
as
sort
of
a
CIP
process,
similar
to
what
you've
discussed
today,
where
we're
thinking
not
in
the
current
year,
but
thinking
about
the
next
three
to
five
years
in
terms
of
what
we're
trying
to
accomplish
as
a
community,
and
so
from
that
standpoint.
I
think
we
would
see.
A
It's
not
an
area
that
the
tourism
Product
Development
Fund
has
traditionally
invested
in,
and
so
but
it's
a
it's
a
great
opportunity
right,
because
it's
a
significant
source
of
funds-
and
you
know
I'm
so
pleased
the
voters
approved
the
affordable
housing
bonds.
But
just
as
we
look
at
this
need-
and
we
look
at
the
changes
to
the
real
estate
market
and
the
growth
pressures
I
mean
part
of
what
we
see
is
just
like.
This
need
is
so
significant
that
it's
just
going
to
require.
A
You
know
all
the
different
resources
we
can
bring
to
bear
as
a
community
to
start
trying
to
turn
this
to
turn
this
ship
and
going
into
a
better
Direction.
So
and
it's
a
huge
need.
We
hear
it
in
the
you
know
in
the
business
Community,
just
I
think
there's
just
this
broad
recognition
of
the
need
to
invest
in
the
workforce.
It's
just
it's
just
really
different
now
than
it's
it's
ever
been
in
our
community's
history,
so
and
I
think
the
County's
done
a
lot
of
great
work
around
the
affordable
housing
strategy.
A
A
I
think
it'd
be
great
to
kind
of
share
that
same
vision
with
the
TDA
around
kind
of
a
strategy
around
building
a
a
pipeline
of
light
tech
projects
and
how
our
community's
investments
leverage
significant
additional
dollars
to
the
community,
so
that
we
are,
you
know,
we're
investing
our
funds,
our
Collective
funds,
in
a
way
that
really
has
a
multiplier
effect
and
and
kind
of
you
know,
particularly
for
these
downtown
properties
that
others,
like
you
know.
This
idea
of
you
know
really
multiple
projects
over
time.
A
So
it's
it
might
start
in
this
cycle.
But
really
what
we'd
love
to
see
is
kind
of
a
partnership
around
a
multi-year
effort
to
build
a
large
volume
of
affordable
and
work
and
Workforce
housing
in
partnership
with
TDA
and
other
partners,
like
the
city
of
course,
especially
in
those
properties
that
are
particularly
advantageous
for
the
service
sector
and
tourism
industry,
which
obviously
downtown
would
would
be
the
case,
but
other
properties
as
well
so
definitely
would
love
to
elevate
that
and
it's
a
complex
subject.
A
Tda,
too,
is
that
if
we
can
build
some
infrastructure
out
there
get
access
there,
some
of
the
access
roads.
You
know
parking
lots
missed
an
amazing
piece
of
property,
but
the
public
can't
really
enjoy
it
right
now,
right
because
there's
kind
of
no
way
to
kind
of
get
to
it,
but
if
we
could
get
some
get
some
infrastructure
out
there,
you
know
love
all
these
Greenway
projects,
the
Woodfin
Greenway
excited
to
see
it
move
ahead,
but
actually
I
mean
some
of
these
projects.
A
You
know
what
I
at
a
fairly
low
cost,
even
though
the
longer
term
vision
is
probably
going
to
be
a
more
complex
and
costly
project,
but
so
I'm
eager
to
see
us
work
on
some
projects
that
could
allow
people
to
start
enjoying
this
really
beautiful
piece
of
property
that
the
county
is
out
there.
So
those
are
my
two
cents.
D
D
G
I'm,
supportive
of
of
all
those
issues
there
that
have
been
highlighted
and
shared
and
I'd
also
be
curious
in
addition
to
what
you
have
right
here,
just
to
hear
more
about
some
Regional
assets
that
you've
been
hearing
about,
I'd
be
curious
to
hear
about
that,
and,
and
certainly
the
Community
cleanliness
I
hear
about
this
regularly,
and
it
seems
like
that
could
tie
in
very
well
with
potentially
with
the
TDA
funds,
with
with
those
priorities
as
well.
So
I'd
be
curious
to
hear
how
potentially
that
could
could
work
together.
N
Sure
glad
to
share
you
know
some
just
initial
thoughts
and
then
you
know
I
think.
As
commissioner
betrayer
said,
the
dialogue
is
critical
with
key
partners
and
no
entity
industry,
individuals
or
immune
from
any
of
the
big
issues
we're
facing
and
so
I
think
we
need
to
tackle
them
together
so
related
to
Regional
assets.
You
know
the
big
one
would
be
obviously
McCormick
field
and
sort
of
you
know.
Those
discussions
are
ongoing,
I
think
there's
other
assets
of
similar
size
and
cost.
N
You
know
Thomas
Wolfe
from
the
Civic
Center
I'll,
obviously
get
questions
from
time
to
time.
So
thinking
about
the
role
that
these
funds
could
play
there,
those
would
be
the
big
examples.
There's
also
new
examples
that
are
proposed
all
the
time
and
I
think
in
general
we
we
look
to
sort
of
shore
up
our
base
before
we
build
new
assets,
but
new
assets
are
proposed
frequently.
N
So
thinking
about
those
in
terms
of
cleanliness,
I
think,
just
being
very
candid,
you
know
I
think
dot
has
traditionally
been
responsible
for
trash
and
litter
pickup
on
our
main
roads
and
our
gateways
through
budget
challenges.
Over
the
years
we've
seen
less
and
less
of
of
that
trash
and
litter,
pickup
and
I
think
they
would
admit
to
that
I.
Don't
think
I'm,
saying
anything
out
of
line
and
so
I
think
we'd
be
very
interested
in.
How
do
we
you
know?
Revitalize
is
not
the
right
word.
How
do
we
just
clean?
N
You
know
what
we've
got
and
make
sure
that
all
of
Buncombe
County,
you
know,
is
what
it
should
be,
which
is
clean
and
cleaned
up.
So
I
think
we'd
love
to
talk
about
something
along
those
lines.
We've
had
some
initial
discussions
with
DOT
on
what
it
would
take
to
go
from
where
we're
at
today
to
where
we're
supposed
to
be,
which
is
cleaning
up
all
of
our
our
main
roads,
and
so
there's
some
dollar
figures
floating
around
there.
N
A
N
A
N
That's
correct
and
you
know
I
think
dialogue
is
key,
so
I'm,
just
gonna
share
just
a
thought.
You
know:
we've
had
some
discussions
with
other
jurisdictions
who
view
cleanliness
of
gateways,
roads,
downtowns
things
like
that
as
the
marketing
of
a
jurisdiction
and
so
I
think
that's
a
conversation
that
we
could
continue.
D
Five
to
seven
year,
timeline
of
housing
projects
that
we're
seeking
Partnerships
and
investments
in
here's,
our
five
to
seven
year
timeline
around
Pre-K
hubs
or
the
getting
the
high
access,
shelter
online.
You
know
to
to
really
have
a
narrower
scope
where
we
can
longitudinally
describe
those
priorities
were
to
come
forward
and
say:
here's
12
things.
N
A
personal
opinion
I
think
12
things
is
hard.
You
know
it's
easy
to
those
items
that
get
lost.
I.
Think
commission,
from
my
vantage
point,
seems
to
have
Clear
Vision
and
priorities
on
items
like
housing,
public,
Recreation,
cleanliness.
Things
like
that.
So
I
think
that
what
is
helpful,
I
think
is
when
we
bring
all
the
partners
to
the
table
and
say
Here's,
where
we
want
to
be
in
three
to
five
years
and
then
negotiate
on
that.
N
That
way,
everyone
has
a
sense
of
what
funds
are
available
and
the
sequencing,
if
we're
all
kind
of
jumping
in
the
pool.
At
the
same
time,
you
know
it
it's
a
little
challenging
to
figure
out
which
prior
priorities
are
most
important,
and
sometimes
it
feels
like
we're
working
against
one
another.
So
I
would
argue
for
a
three
to
five
year
plan,
similar
to
what
we
do
as
a
CIP
with
key
priorities.
So.
A
I
think
that
makes
sense
and
I
also
think
that
you
know
in
this
I
mean
this
is
a
good
conversation
we
may
need
to
follow
up
with
I
mean
to
kind
of
go
through
like
if
we
need
to
narrow
it.
A
little
bit
I
mean
I.
Think
all
the
things
you
listen
to
Jasmine
are
all
really
compelling
and
there's
a
good
case
that
hey
all
these
issues
are
definitely
impacting
visitation
to
the
region.
A
No
question
about
it
right
and
the
the
tourism
Workforce
sector,
but
those
some
of
those
items
in
the
housing
I
mean
these.
These
would
be
like
very
non-traditional
investments
from
that
source
of
funds
right
so
I
mean
in
a
way
if
we
want
to
be
the
public,
SEC
kind
of
public
organization
coming
in
saying
hey,
we
know
this
is
a
little
bit
different
than
just
building
a
Greenway
or
a
recreational
amenity.
Those
have
been
the
traditional
things,
These
funds
get
used
for
you
know.
A
A
You
know
we
we
might
not
want
to
go
in
with
like
multiples
of
kind
of
non-traditional
ideas
like
you
know,
maybe
maybe
one
or
two
right,
and
if
we
can
find
some
success
there,
then
you
know
that's
big,
a
great
Foundation
to
talk
about
other
topics
too,
but
so
I
like
all
of
them,
but
I,
think
kind
of
we
should
probably
go
with
one
or
two
things
that
it
would
be.
You
know
a
little
bit
more
out
of
the
box
in
terms
of
the
traditional
way
of
think
about.
L
Comments
and
one
I
I,
think
you
know:
I
go
along
a
hundred
percent
with
the
workforce,
housing
and
Pre-K,
and
we
need
them
and
that
you
know
the
people
who
are
working
in
our
community,
because
those
are
big
roadblocks.
But
when
we
talk
about
Community
cleanliness,
I
think
we
need
to
be
open
and
honest
about
it.
This
homelessness
is
trashing
our
community
and
when
you
really
look
at
tourists
coming
in,
you
know
when
I
drive
around
even
the
county.
L
Now,
when
I
go
down,
Tunnel
Road,
Patton,
Avenue
in
downtown
or
just
over,
where
I
live,
we're
beginning
to
see
it
now,
you
know
you
can
walk
and
you
see
where
the
homeless
are.
Where
they've
been
because
they're
trashing
the
whole
Community,
you
know
with
I
know
a
lot
of
people.
Don't
want
to
hear
this,
but
we've
got
to
deal
with
it.
It's
affected
our
quality
of
life
and
they
should
be
do
something
from
the
front.
L
I
mean
it's
they're
trash
in
the
community
and
we've
got
to
do
something
about
it
and
I.
Don't
feel
that
we're
really
taking
it
seriously
as
we
should
and
I
hear
more
complaints
about
that.
From
people
in
the
community,
where
I
live
than
anything
I
mean
they're,
sick
and
tired
of
it,
and
they
want
to
see
more
from
their
tax
dollars
to
clean
this
up,
and
it's
almost
like
a
subject
that
nobody's
comfortable
talking
about,
but
we've
got
to
put
it
on
the
table
and
we
got
to
do
something
about
it
and
I.
L
H
To
Barney's
point
I
would
be
very
interested
in
continuing
this
conversation
and
brainstorming.
What
would
be
our
our
reach
list
in
terms
of
creative
use
and
then
focusing
on
some
things
that
I
know
squarely
would
fall,
Within
acceptable
uses
or
traditional
uses
around
for
early
childhood
education
for
Workforce
housing
and
for
Public,
Safety
I
think
there's
some
very
tangible,
non-reach
kind
of
goals
we
can
set
there
and
that
we'd
all
probably
agree
on
and
move
us
forward
on.
A
lot
of
the
topics
that
we're
talking
about.
J
J
But
you
know
what
TDA
has
spent
their
money
on
historically
and
what
they
continue
to
spend.
The
bulk
of
their
money
on
is
luring
people
of
means
and
time
here
and
they
end
up
moving
here,
and
it's
had
serious
implications
on
our
housing
market.
It
puts
upward
pressure
on
costs
and
and
has
and
will
continue
to
and
they're
expressed,
purpose
and
intent
and
hope
with
their
dollars.
J
That
they're
spending
today
is
to
lower
more
people
here
to
necessitate
the
construction
of
new
hotels,
not
to
maintain
current
levels
of
of
Tourism,
and
so
it
has,
you
know,
has
impacts
on
our
ability
to
hire
paramedics
and
pay
them
enough
to
live
here
has
implications
on
our
ability
to
find
early
childhood
day
care
workers
to
live
here
and
to
work
here.
It
has
like
I
said,
impacts
on
our
housing
market
and
homelessness
is
at
heart
a
housing
problem.
J
J
A
Well,
we
have
made
further
reform
of
the
TDA
and
the,
like,
you
know,
of
the
tax
like
a
top
legislative
priorities.
I
mean
I,
think
our
jobs
are
to
advocate
for
the
kind
of
policy
we
really
think
makes
sense
for
the
future,
but
there's
also
funds
that
come
in
today
and
we
get
to
kind
of
like
have
our
opinions
about
how
to
invest
those
so
there's
you
know,
there's
working
with
it
as
it
exists
today
and
working
to
change
it
and
I
think
we're
trying
to
do
we're.
A
Trying
to
do
both,
and
you
know,
on
the
on
the
homelessness
issue.
I,
don't
think
anybody
in
the
tourism
industry
would
debate
like
whether
that's
an
important
issue,
I
think
they
would
say
it's
a
very
important
issue.
I
think
the
question
would
be
whether
I
mean
there's
just
a
lot
of
different
perspectives
in
the
community
about
what
to
do
about
it.
There's
not
a
debate
about.
Is
it
a
problem?
It's
a
huge
problem
questions.
A
What
are
we
going
to
do
about
it
and
and
there's
frankly,
a
lot
of
controversy
around
different
proposed
Solutions
right,
some
things
that
a
lot
of
people
would
say
this
is
an
important
part
of
like
a
high
access.
Shelter.
I
mean
I,
totally
agree
with
that,
but
there's
not
a
consensus
in
the
community
around
that
issue
currently,
including
within,
like
the
business
Community
right
like
many
of
the
people
in
the
business
Community
just
to
be.
You
know,
this
is
not
a
secret
to
anyone.
A
They
oppose
the
continuation
of
the
Ramada
Inn
High
access,
shelter
right.
There
were
a
lot
of
concerns
around
it.
So
I
think
the
question
around
whether
we
wanted
to
if
we
could
bring
a
project
forward
to
address
the
issue.
That
would
have
a
lot
of
support.
It
might
resonate
well.
But
the
question
is:
what
would
that
specific
project
be
you
know,
and,
and
would
the
different
projects
that
we
might
be
interested
in?
A
Would
there
be
enough
support
within
the
group
of
people
who
currently
are
charged
with
making
those
decisions
would
would
it
resonate
enough
with
all
of
them?
That
would
be
the
question.
I
would
have
about
whether
to
kind
of
find
some
homelessness
solution
related
project
to
advocate
for
so
I,
don't
know
if
there's
any
particular
particular
projects
that
would
come
to
mind,
but
that
I
think
that
would
be
the
challenge,
not
people
debating
whether
it's
a
an
important
challenge
we're
facing,
but
like
what
to
do
about
it.
A
N
And
this
is
it
I
promise
so
recommended
moving
forward
in
the
current
year,
staff
recommendation
opened
obviously
to
hear
from
commission
would
be
pushing
McCormick
field
forward
as
a
priority
up
to
50
of
the
selected
project
in
future
years.
Looking
at
affordable
housing
as
well
as
Buncombe,
County,
Sports
Park
for
future
year
recommendations,
we
haven't
sequenced.
Those
these
are
just
sort
of
the
low
hanging
fruit
from
a
staff
perspective,
but,
of
course,
would
be
open
to
you
know
any
any
thoughts
from
Commission.
N
D
N
And
so
those
are
some
questions
you
would
have
related
to
McCormick.
The
current
Financial
plans
that
have
been
presented
by
the
city,
which
have
been
sort
of
discussed
with
the
TDA,
have
different
ratios
that
don't
quite
get
up
to
50,
but
that's
kind
of
an
initial
you
know
not
agreement,
but
that's
both
parties
are
comfortable
with
the
level
of
contribution
is
what
I'd
say
to
our
understanding.
G
N
G
N
That
is
the
current
recommendation.
I
think
obviously
open
to
discussion
from
a
thought
process.
You
know
housing,
I
think
is
clearly
a
priority.
I
think
we
would
like
a
housing
project
to
be
ready
and
I
I.
Don't
feel
that
some
of
the
work
we're
doing
with
DFI
will
be
ready
in
time
in
the
next
three
months,
and
so
that
doesn't
feel
like
necessarily
the
the
best
usage.
Similarly
with
the
sports
park,
I
don't
think
we're
quite
ready
to
take
on
that
type
of
project.
So
it's
about
timing.
N
N
A
But
if
we
did
have
I
mean
if
they
did
say
yeah
that
sounds
like
a
great
project.
Let's
fund
it,
I
mean
it's
I
mean
some
of
these,
like
you
know,
redeveloping
mixed-use
project
downtown,
that's
pretty
complicated.
Right
like
this
sounds
pretty
straightforward,
so
I
I,
don't
know
I
mean
and
they
and
they
have
funded
parts
of
this
already
right.
So
it's
just
kind
of
like.
Let's
keep
a
good
thing
going
in
a
way
so
I,
don't
know
I
mean
it's.
A
It
does
seem
like
a
good
project
to
have
in
the
mix
I
mean
if
they,
the
McCormick
fields,
are
potentially
obviously
Big
Ticket
item.
But
if
it
is
debt
serviced,
then
that
means
this
is
being
broken
out
over
a
long
period
of
time.
So
it's
not
going
to
consume
13
14
million
dollars
and
even
if
they
did
18
million
dollars.
If
you
just
said,
let's
just
pay
18
million
dollars,
they
could
still
break
it
out
over
a
couple
years.
So
it's
not
like
it's
taking
all
of
this
year's
money.
I
mean
they
might.
A
It
might
be
a
third
of
the
money
over
the
next
three
years,
for
example.
Right
so
I
guess
I
guess
you
know,
I
would
I
would
speak
in
favor
of
engaging
on
the
housing
stuff
in
this
cycle
and
to
both
support
a
project
or
projects
as
well
as
kind
of
making
the
case
that
they
ought
to
dedicate
recurring
funds
over
a
period
of
time
to
this
so
I
I,
guess
I
just
feel
like
I.
A
Don't
want
to
wait
a
year
to
start
that
conversation
I
guess
is
what
I'm
saying
and
and
if
and
if
we
have
this
conversation,
they
decide
not
to
fund
it.
This
year
at
least
we
would
have
started
making
the
case
you
know.
Sometimes
it
takes
a
couple
bites
at
the
Apple
to
get
something
so
I'm,
I,
guess
I'm
kind
of
don't
want
to
miss
having
a
bite
at
it.
This
year,
let's
be
mine,
two
cents
on
it,
I.
D
Would
build
on
that
I
think,
especially
having
so
much
effort
having
gone
into
reforming
the
legislation
and
this
being
our
first
cycle
with
that
increased
allocation
feels
like
I
would
love
to
identify
some
priorities
we
can
bring
to
the
table.
For
me,
the
ones
that
would
rise
to
the
absolute
top
of
the
list
would
be
anything
making
the
lives
of
workers
in
Buncombe
County
easier.
D
So
you
know
I'd
love
to
hear
from
the
affordable
housing
committee.
Are
there
any
housing
projects
that
are
in
front
of
you
all
that
that
that
have
a
Workforce
component
in
them
that
we
could
that
we
could
Elevate
in
this
process?
You
know
we
have
I,
think
the
Pre-K
conversation
could
be
accelerated.
You
know
we
there's
a
need
for
a
hub
where
what
we're
looking
for
is
the
the
building
to
turn
that
into
or
the
land
to
build
it
upon.
D
D
We
have
it's
going
to
start
to
sound
like
a
broken
record,
but
I
don't
know
how
else
to
convey
the
extent
to
which
I
hear
this
elevated
as
a
community
concern
and
every
single
conversation
and
to
Parker's
point.
If
it's
not
the
top
level
concern
people
Express,
it's
the
it's,
the
root
cause
and
I
I
think
we
should
be
aggressively
seeking
Partnerships
with
folks
who
are
ready
to
come
to
the
table,
whether
it's
on
to
your
point,
co-located
Public
Services
on
land
or
whether
it's
the
tpdf
really
saying.
D
A
Okay,
there's
no
other
comments
on
this
now.
Tim
thanks,
obviously
provokes
a
lot
of
a
lot
of
interest,
and
so
I
look
forward
to
talking
further
and
hearing
enough
feedback
and
follow-up
from
the
staff
around
us.
As
we
approach
to
this
cycle,
I
think
that's
that
completes
everything
that
was
on
our
kind
of
published
agenda.
Are
there
any
other
topics?
The
staff
wanted
to
get
feedback
on
at
this
meeting,
all
right
anything
else
from
the
commission
that
we
want
to
cover
at
the
this
meeting.