►
Description
First pass of the upcoming budget presented to the Board of Commissioners on April 7, 2020.
A
B
So
this
is
very
preliminary
in
nature.
We
started
our
budget
process
back
in
September
and,
as
we
were
working
through
the
last
two
weeks
of
kovat,
things
have
changed
dramatically.
So
I
wanted
to
get
your
opinion
and
see
where
you
are
I'll
turn
it
over
to
Jennifer,
Barnett
or
a
budget
officer,
and
then
we
can
have
discussion
out
that
she
makes
her
presentation.
C
A
D
So,
as
you
heard,
the
county
manager
refer
to
this
particular
point
in
time
for
our
budget.
We
are
sharing
with
you
today
the
first
pass
of
the
fiscal
year
21
budget,
and
we
refer
to
this
as
our
first
pass
as
budget
development
continues
over
the
next
month.
We're
conversations
with
departments
is
ongoing,
as
well
as
input
from
you
all
to
establish
direction
and
guidance,
leading
up
to
budget
message
and
ultimately,
budget
adoption.
D
For
our
agenda,
we
will
review
the
remainder
of
our
budget
calendar.
We
will
provide
you
with
an
overview
of
the
fiscal
year,
21
estimated
revenues
and
in
comparison
to
the
fiscal
year,
2019
actuals
and
the
fiscal
year
2020
amended
budget.
A
note
as
it
relates
to
revenues
is
that
we
are
monitoring
and
researching
current
trends
and
how
those
trends
are
likely
to
impact
how
we
will
end
fiscal
year
20,
as
well
as
how
those
trends
additionally
impact
fiscal
year
21.
The
plan
is
to
bring
you
fiscal
year.
D
D
D
Comparisons
for
expenditures,
expenditures
continue
to
be
reviewed
with
the
county
manager,
with
additional
adjustments
anticipated
for
core
operating
budgets,
as
well
as
based
on
feedback
from
you
as
a
board
for
some
items
not
yet
addressed
in
the
budget,
while
departments
have
spent
the
last
four
to
seven
months,
preparing
budgets,
we
know
that
the
recent
turn
of
events
creates
a
much
different
outlook
for
our
budget.
As
of
this
past
week,
we
asked
departments
to
revisit
their
submitted
budgets
asking
asking
them
these
two
questions.
D
What
do
you
anticipate
will
no
longer
happen,
or
what
do
you
envision
doing
or
operating
differently
in
fiscal
year,
21
that
you
included
as
expenditures
in
your
budget
submission,
and
you
would
now
remove,
or
now
that
we've
experienced
kovat
19?
What
are
you
identifying
that
you
were
not
prepared,
for?
It
would
and
would
have
otherwise
included
in
your
budget.
We
have
these
requests
out
to
departments
to
review,
which
will
lead
to
further
adjustments
to
first
pass
today
offers
a
preliminary
look
at
fiscal
year,
21
budget.
D
We
recognize
that
there
are
difficult
conversations
still
to
be
had
and
further
adjustments
to
these
amounts
with
our
new
reality.
The
fourth
item
on
our
agenda
is
a
list
of
requests
that
have
been
brought
to
the
attention
of
county
manager
and
the
budget
office
in
which
we
are
looking
to
you
for
input
and
guidance
as
to
if
and
how
you
support
them.
In
the
upcoming
budget.
D
The
established
timeline
for
the
budget
meetings
is
outlined
here
if
everything
follows
per
the
original
plan.
May
5th,
we
are
anticipated
to
hear
from
any
of
the
fire
districts
requesting
increases
and
information
around
budgetary
requests
from
our
education
partners,
so
Asheville
Buncombe,
Technical,
Community,
College,
Buncombe,
County,
Schools
and
Asheville
City
Schools
May
19th
is
the
scheduled
county
managers
recommended
budget
June,
2nd
the
public
hearing
on
the
budget
and
June
16th
for
budget
adoption.
D
If
coming
weeks,
require
attention
to
be
more
focused
on
pandemic
response,
we
are
identifying
alternative
dates
in
the
event
that
we
need
to
divert
from
the
original
calendar.
This
doesn't
require
action
today.
Only
to
make
you
aware
of
options
if
they
are
needed
by
statute,
the
budgetary
the
budget
officer
is
to
provide
to
the
Governing
Board
a
copy
of
the
budget
message
no
later
than
June
1st
and,
on
the
same
day
make
a
copy
available
for
public
inspection
to
the
clerk
to
the
board's
office.
D
It
it
if
it
is
possible
that
there
is
a
need
to
delay
or
cancel
a
May
meeting.
We
could
hold
the
budget
message
presentation
on
June
2nd,
having
distributed
to
you
all
as
a
board
and
made
available
for
public
inspection
by
June
1st,
a
copy
of
the
budget
message
and
then
public
hearing
on
June,
16th
and
adoption
for
June
23rd
with
a
specially
called
meeting
I'll
provide
you
with
one
other
alternative.
If
it's
needed,
we
could
hold
the
public
hearing
and
the
budget
adoption
on
the
same
date,
which
could
be
June
16th
or
June
23rd.
D
As
a
last
case
scenario,
if
that
were
to
happen,
we
would
request
the
hearing
to
be
held
and
then
a
short
recess,
to
make
any
adjustments
based
on
recommendations
from
the
board
or
from
public
and
then
to
rican
the
meeting
to
move
into
budget
adoption
there.
Any
questions
around
that
outlining
that
particular
schedule.
D
Fiscal
year,
2019
total
revenues
was
three
hundred
and
twenty
three
million
dollars
and
three
hundred
twenty
three
fourteen
thousand
four
hundred
eighty
dollars
consistently.
The
three
largest
areas
for
revenue
are
ad
valorem,
so
property
tax
revenue,
sales,
tax
revenue
and
restricted
intergovernmental
other
revenues,
categorized
are
inter
fund
transfers,
sell
of
assets
and
investment,
earnings
and
just
a
reminder.
Interfund
transfers
consist
of
any
activity
from
other
funds
to
the
general
fund
and
can
grow
as
a
result
of
budget
amendment
activity
throughout
the
fiscal
year.
D
The
total
revenue
budget
for
fiscal
year,
twenty
min,
did
without
the
thirteen
point
three
million
of
appropriated
funds
is
three
hundred
and
twenty
three
million
five
hundred
and
forty
six
thousand
three
hundred
and
sixty-seven
dollars.
As
a
reminder,
this
is
the
budget
and
the
projected
actuals.
We
will
review
in
detail
on
April
21st.
D
So
this
slide
gives
you
a
picture
of
what
that
looks.
Like
side-by-side
fiscal
year,
21
is
estimated
to
be
an
overall
growth
of
less
than
1%
0.39%
over
the
fiscal
year,
20
amended
budget.
You
can
see
in
the
comparison
that
all
areas
of
revenue,
with
the
exception
of
the
ad
valorem
and
other
taxes
and
licenses,
are
projected
to
decline
based
on
current
assess
trends
and
information.
Our
largest
unknowns
are
sales
tax,
as
well
as
the
public
facing
areas
of
our
organization
that
bring
in
revenue
as
a
result
of
their
service
delivery.
D
We
have
specifically
shown
on
this
comparison
slide.
You
can
see
that
there
is
a
six
million
dollar
one-time
revenue
indicated
at
the
bottom
of
fiscal
year,
2019
actual
so
six
million
dollars
was
an
accumulated
amount
of
money
that
we
received
in
fiscal
year,
19
that
is
not
recurring
for
future
fiscal
years.
D
Can't
so
you
have
1.15
million
in
fraud
recovery,
you
have
another
1.86
3,
so
1
million
863
$907.
That
was
the
partial
transfer
from
the
insurance
settlement
that
we
would
have
received
in
fiscal
year
19,
so
it
that
had
to
post
to
the
insurance
fund.
So
then
the
partial
transfer
came
to
the
general
fund
and
almost
him
2
million
dollars
there
you.
Additionally,
in
that
year
we
had
a
six
point:
five
million
dollar
transfer
from
the
article
46
money.
D
So
one
point
five
less
of
that
is
coming
to
the
general
fund
in
fiscal
year,
twenty
and
twenty
one,
because
that
was
due
to
the
agreement
in
conversation
with
a
BTEC
to
reduce
that
transfer.
And
then
we
had
another
one
point:
five
million
dollar
year
ending
adjustment
that
one
gets
complicated.
I
wish
Don
were
here,
but
there
at
the
end
of
18.
There
was
a
liability.
D
We
call
it
booked
a
liability
to
the
balance
sheet
for
1.5
for
Linamar
that
actually
went
that
posting
in
dollars
went
back
to
the
general
fund
because
we
then
set
aside
the
three
million
in
the
multi-year
fun
for
Linamar.
So
those
make
up
your
six
million
dollars
that
we
would
not
anticipate
to
be
recurring
revenue
right.
A
So
so,
but
all
those
would
have
maybe
some
of
those
would
have
been
things
we
would
have
known
about
at
the
like
this
time
last
year,
I
guess
Mike.
The
question
is
like
there's
always
some
things
that
kind
of
come
up
over
the
course
of
the
year
that
are
one-time
in
nature
that
we
may
not
know
about
the
next
year.
But
of
course
you
can't
count
on
them
right,
yeah,
but.
A
D
E
In
the
past,
if
we
didn't
mean
to
my
recollection
chairman,
you
may
remember
too,
that
the
we
would
sell
a
piece
of
property.
You
know
that
would
be
a
one-time,
yet
I
can't
remember.
You
know
when
we've
had
not
in
my
tenure
account
another
question.
The
other
taxes
in
revenue
dropping
by
looks
like
just
two
and
a
half
million.
Yes,
you
want
to
come
in
on
that
from
19
to
20,
amended.
E
E
F
D
A
The
question
on
this,
the
so
the
sales
tax
revenues
are
down
significantly,
which
makes
sense
if
we
are
likely
already
in
a
recession,
and
it
could
be
a
deep
one.
The
property
tax,
the
ad
valorem
taxes
is
actually
pretty
good
growth
around
six
million,
as
part
of
that,
due
to
additional
HDA
properties.
A
E
A
sales
tax
since
chairman
brought
it
up
I'll
comment
on
that
too.
So
we
had
a
million
dollar
sales
growth
from
19
to
sales
tax
from
19
to
20,
ish,
and
you
are
projecting
a
three
million
dollar
decrease,
be
carefully
used
in
terms
like
recession.
Things
like
that
that
we
may
or
may
not
be
in
you
know,
and
it
is
a
it's
a
moving
target.
The
sales
tax
is
definitely
a
moving
target
next
year,
but.
B
E
B
D
D
So
here
are
some
questions
around
your
ad
valorem,
so
ad
valorem
represents
sixty
five
point.
Three
percent
of
the
overall
budgeted
general
fund
revenues
outlined
on
this
slide
are
the
property
valuations
by
property
type
beginning
with
the
school
year.
Nineteen,
the
twenty
budgeted
valuation
and
twenty
one
estimated
values
from
each
year.
For
each
year
you
can
see
the
total
valuation
at
the
top,
and
the
bottom
table
reflects
total
revenue,
the
total
valuation
growth
from
fiscal
year.
Twenty
to
twenty
one
is
estimated
to
be
one
point:
four,
nine
billion.
D
So
that's
a
three
point:
eight
percent
growth
in
valuation.
We
are
estimating
a
two
point:
nine
percent
growth
in
revenue,
the
light
blue
font
highlights
a
99
percent
collection
rate
for
fiscal
year.
Twenty
one
we
started
fiscal
year,
twenty
strong
and
on
target
for
a
ninety
nine
point:
seven,
five
percent
collection
rate
of
our
ad
valorem
taxes
in
conversation
with
our
tax
collector,
Jennifer
pike.
We
are
closely
monitoring
and
at
this
point
we
are
seeing
a
slowing
of
the
collection
and
it
is
anticipated.
We
will
fall
short
of
the
ninety
nine
point:
seven,
five
percent.
D
As
of
the
end
of
business.
Yesterday
we
have
collected
ninety
eight
point:
seven,
eight
percent.
The
reason
you
see
ninety
nine
percent
in
our
fiscal
year.
Twenty
one
estimate
is
that
by
statutory
requirement
we
cannot
budget
for
a
collection
rate
percentage.
That
is
greater.
Then
the
percentage
we
collected
in
this
fiscal
year
based
on
current
trends
99%,
is
what
we
have
currently
estimated
for
fiscal
year.
21
the
change
in
revenue
for
a
ninety
nine
point:
seven
five
percent
to
99
percent
collection
rate
is
1.6
million
dollars
less
in
revenue.
D
So
you
asked
how
much
of
the
property
valuation
is
attributable
to
Memorial
mission?
This
slide
demonstrates
our
mission
hc'
a
valuation.
The
fiscal
year
21
estimated
taxable
value
is
as
of
March
16th
and
is
subject
to
appeal
by
HCA
through
April
26
I
know
that
Keith
Miller
isn't
in
the
room
and
if
there
are
any
particular
questions
around
the
status,
I'll
be
glad
to
turn
it
over
to
Keith.
To
answer
any
specific
questions,
but
the
fiscal
year
21
HCA
valuation
is
1.1
billion.
D
C
F
Thank
you.
We
are
in
conversations
with
HCA
almost
every
day
at
this
point,
and
it
is
highly
likely
that
they
will
appeal
the
real-estate
value.
We
have
settled
on
their
personal
property
value,
so
we
settled
that
yesterday,
so
we
are
past
that
which
is
almost
a
300
million
dollar
value.
So
we
are
past
that,
but
HCA
does
still
have
a
lot
of
questions.
We
gain
questions
from
them
almost
daily
about
the
value
things
they
want
us
to
go
back
and
revisit.
Why
did
we
do
this?
F
F
Yes,
we
did
contract
for
a
third
party
appraisal,
there's
a
company
hc',
which
is
a
company
out
of
Atlanta
who
does
nothing
but
hospital
valuations.
So
we
did
contract
with
them
for
the
appraisal
of
the
main
campus,
which
include
Misha
what
we
call
mission
main
the
new
tower
and
the
st.
Joseph's
Tower.
That's
the
affray,
that's
what
they
did
the
appraisal
on,
so
we
did
get
a
value
back
on
that
from
them
and
we
are
working
also
with
them
in
conjunction
with
a
CHCA
on
some
questions
on
that
appraisal
report.
G
D
So
the
general
fund
tax
revenue
is
nine
point
three
percent
of
our
total
revenue.
As
a
reminder,
there
are
three
articles
of
sales
tax
that
contribute
a
share
to
the
general
fund
and
the
fourth
article
of
sales
tax
is
article
46,
it's
at
the
bottom
kind
of
grayed
out
a
little
bit
and
just
a
reminder
that
it's
dedicated
to
a
BTEC
capital
and
then
contributes
five
million
dollars
to
the
general
fund
in
support
of
operations.
D
Article
39
is
split
between
the
general
fund
in
the
school
capital
fund
and
then
article
40
and
42
are
shared
according
to
established
percentages
with
the
Buncombe
County
as
Asheville
City
school
systems,
fire
districts,
city
schools
and
the
general
fund
I
mentioned
earlier
that
we
are
monitoring
and
attempting
to
project
fiscal
year,
20
sales
tax.
All
indications
are
that
the
months
of
April
through
June
for
this
fiscal
year
will
be
anywhere
from
twenty
to
thirty
five
percent.
D
Less
than
previously
estimated
projected
current
year,
sales
tax
revenues
are
three
point:
five
million
less
than
our
budgeted
amount.
That's
the
projection.
We
are
currently
proposing
that
fiscal
year
twenty
one
will
be
close
to
flat
to
the
current
year.
Estimates
estimates
and
I'm
going
to
demonstrate
those
on
the
following
slide.
D
So
for
this
graph,
if
we
assume
that
fiscal
year
19
is
your
flat
line,
so
at
a
hundred
percent,
so
we
received
100
percent
of
our
fiscal
year.
Nineteenth
sales
tax
revenue,
the
blue
trans
line,
is
fiscal
year.
20
S
sales
tax
revenue,
the
month
of
July,
was
roughly
33
percent
higher
than
the
previous
years
July
August
to
November
hovered
around
the
same
amounts
as
previous
year
amounts.
D
Continuing
with
the
projection
for
fiscal
year
21.
We
are
estimating
an
overall
lower
trend
for
July
to
December,
with
an
optimistic
slight
trend
upward,
beginning
January
through
June,
ultimately
flat
to
the
currently
estimated
fiscal
year.
20
year,
end
at
30
million
and
68,000
$224,
so
again,
relatively
flat
to
where
we
project
it
in
20.
A
E
B
Are
we
are
projecting
that
through
December
this
calendar
year,
which
is
a
half
of
our
fiscal
year,
we
will
see
that
slowing
or
before
things
start
to
rebound.
We
don't
believe
that
hotels
and
restaurants
and
leisure
travel
will
come
back
as
quickly
as
other
options
and
because
our
GDP
is
actually
27%.
Hotels
is
actually
27%
of
our
GDP.
Here
locally.
You
don't
expect
that
we
would
see
the
hospitality
industry
rebound
as
quickly
so
we're
projecting.
Based
on
the
numbers.
D
So
next
up
is
an
early
review
of
our
expenditures.
I
will
remind
the
board
and
the
public
that
this
is
not
a
final
recommended
budget
and
that
budget
development
continues
as
a
work
in
progress
based
on
additional
conversations
and
recommendations
from
departments,
county
leadership,
input
from
committees
or
workgroups,
and
ultimately,
this
board.
We
fully
understand
that
there
are
items
that
are
in
this
first
passed
budget
that
may
not
be
able
to
remain
in.
D
What
seems
like
a
really
long
time
ago,
departments
began
planning
and
submitting
their
budgets
on
February
7th,
based
on
those
submissions.
The
requested
expenditure
budget
amount
was
360
point
nine
million
dollars.
This
included
items
such
as
all
new
personnel
requests,
departmental
operating
and
program
support
requests
and
a
placeholder
for
education
at
the
same
growth
rate
as
fiscal
year
20,
which
was
4.2
4%.
Again,
that's
a
point
in
time
requested.
D
So
following
departmental
meetings,
our
capital
project,
team
review
information
technology,
team
review
and
guidance
from
the
county
manager,
the
first
pass
expenditure
budget
amount
is
three
hundred
and
forty
six
point:
nine
million
dollars.
There's
a
reminder.
Most
of
our
reviews
were
taking
place
January
through
March.
So
recent
turn
of
events.
We
know
we're
gonna
be
going
back
and
re-evaluating
so
thus
forest
a
total
from
their
requested
to
first
pass.
We've
achieved
a
thirteen
point:
nine
million
dollar
reduction
from
the
requested
budget.
D
Currently,
remaining
in
the
first
pass
budget
are
items
outlined
in
the
next
three
slides
that
are
primary
expenditure.
Drivers
as
it
relates
to
county
departments
identified
operating
needs.
We
tried
to
highlight
areas
that
were
greater
than
100
thousand
as
a
single
item
or
category.
The
dollars
noted
are
the
listed
items
totaled
according
to
each
function.
If
you
remember,
we
adopt
our
budget
by
function,
this
will
be
familiar.
So
these
are
our
functional
areas.
D
D
E
E
You
know
when
as
we're
going
through
and
then
it
jumps
out.
You
know
this
is
four
million
dollars
for
Public
Safety,
which
you
know
I'm
a
strong
supporter
of,
and
you
know
with
just
at
some
point.
You
would
want
to
see
the
detail
and
the
why
how
that
is?
You
know,
as
well
as
the
Human
Services
smaller
the
smaller
amounts,
if
we
kind
of
understand
them
to
wrap
our
head
around
them.
We
as
we
go
through
the
detail.
B
E
C
E
So
I
mean
cuz
right
now,
what
we're
getting
his
numbers
you
know,
and
so,
when
we
know
the
Y,
you
know
that
we're
looking
to
human
services
increase,
why
you
know
we're
wanting
to
invest
in
the
you
know
the
public
safety.
So
if
we
can
at
some
point
in
time,
I
don't
know
the
deaths,
it's
certainly
not
putting
your
spot
today,
but
at
some
point
time
it's
just
good
good
to
get
that
I.
Think.
H
Belcher
as
well
specifically
looking
at
emergency
services
and
knowing
that
this
first
pass
was
mostly
completed
before
our
current
kovat
nineteen
situation.
Should
we
and
can
we
anticipate
seeing
some
additional
needs
from
our
emergency
services
that
may
have
been
brought
to
light
as
a
result
of
our
emergency
response?
That
is
ongoing
and.
H
B
E
Now
I
would
assume
miss
fender
that
these
are
the
department's
have
come
through
and
said
that.
Okay,
here's
what
we
see-
and
this
may
be
the
third
or
fourth
time
that
you
saw
it
because
you,
because
you
know
I'm
saying
because
you
guys
are
either
bringing
it
down
or
bringing
it
up.
You
know,
based
on
the
need
that
you
see
so
I
mean
I,
get
that
I
get
that
the
works.
Already
a
lot
of
works
been
done.
It's
just
good
good
to
hear
the.
B
A
Is
it?
Is
it
beneficial
for
us
to
spend
or
how
about
have
been?
Officials
have
to
spend
time
on
this
when
you
anticipate
the
staff,
are
gonna
come
back
with?
You
know
something
pretty
different?
Yes,
so
maybe
we've
got
some
more
pages
to
go
through
here,
which
we
can
kind
of
think
about
it.
But
I
guess
I,
just
wonder,
is,
is
really
a
lot
of
deliberation
on
the
first
pass
right
and.
A
E
And
I
would
support
what
the
weather
Chairman
saying.
I
just
want
to
make
sure
that
the
question
comes
out
and
understand.
We
got
to
deal
with
with
time
and
and-
and
you
guys
will
do
a
great
job
in
in
doing
that.
Just
think
at
some
point
in
time
on
the
on
the
increase,
it's
just
you
know
will
hear
the.
Why
don't
have
time
today,
that's
cool!
We
can
hear
it
later.
So
there's.
B
A
couple
of
policy
questions
I
do
want
to
talk
to
the
board
about.
We
were
giving
you
some
background
on
this,
so
it's
like
that.
She
has
on
the
screen,
comes
down
to
some
positions
on
net
impact
and
we're
gonna
have
in
the
budget
going
forward
to
Commissioner
Edwards
point.
There
are
34
positions
in
the
budget.
B
24,
full-time
and
10
part-time
and
I
want
to
spend
some
time
talking
through
some
of
those
positions
and
why
I
believe
they
need
to
stay
in
the
budget
and
then
get
your
guidance
as
far
as
new
positions
coming
in,
because
new
positions
is
this
year
and
it's
ongoing
cost
year
after
year.
So
I
want
to
talk
through
some
of
those
on
this
slide.
On
the
other
side
of
the
slide,
you'll
see
reclassifications
and
adjustments
and
I'll.
Let
Jennifer
talk
to
the
temporary
staff.
B
Convergence
is
here,
43,
temporary
staff,
conversions
I
believe
that's
also
important
to
stay.
The
sheriff
has
a
career
ladder
request
he's
looking
to
be
able
to
move
the
tension
officers
up
in
a
career
so
that
that's
the
hardest
position
to
fill.
Nobody
wants
to
stay
in
the
jail
long
term,
so
put
in
a
career
ladder
in
place
for
them,
as
well
as
patrol
officers
in
the
sheriff's
office.
So
their
positions
in
here
are
things
that
we're
looking
at
whether
or
not
we
look
at
just
coded.
Our
core
functions
need
to
be
addressed.
D
So
referencing
the
43
temporary
staff
conversions-
there
are
over
the
last
fiscal
year
we
began
evaluating
and
defining
the
use
of
temporary
positions.
Historically,
temporary
positions
have
been
used
in
a
variety
of
ways
to
meet
the
organizational
need
without
creating
new
positions.
The
temporary
positions
are
a
mix
of
full
and
part-time
positions,
many
of
which
already
receive
health
insurance
and
retirement.
D
The
temporary
positions
we
focused
on
first
are
the
positions
where
employees
have
been
in
the
role
for
greater
than
two
years.
Human
Resources
is
working
to
define
temporary
positions
as
time
limited
and
for
a
specific
purpose,
as
well
as
establish
other
parameters
when
temporary
positions
are
relevant
and
acceptable.
We
anticipate
this
to
be
a
policy
to
bring
forward
to
you
all
as
a
board.
So
again,
it's
really
working
to
convert
those
long-term
temps
to
permanent
positions
in
an
effort
to
demonstrate
our
organizational
commitment
to
maintaining
that
that
strong
workforce
so.
B
Set
in
another
way,
for
years,
we
have
instead
of
bringing
the
positions
to
you
and
getting
permission
to
hire
people
we've
been
hiring
people
and
put
them
in
a
temporary
status.
When
Obamacare
came
out
with
the
Affordable
Care
Act,
we
were
required
to
pay
healthcare,
so
they're
getting
benefits
but
they're
temporary
positions.
So
what
that
means
they
are
paid.
You
and
I
sit
in
side
by
side,
but
I
pay
you
at
a
different
rate
than
I
pay,
someone
else
because
you're
considered
temporary
and
that
has
been
a
practice
we've
had
in
a
while.
B
We've
looked
at
that
and
there
are
about
forty,
nine
or
so
positions
that
are
temporary
some
weekend,
we're
not
going
to
filled
but
they're
forty-three
that
are
here
been
here
for
years
when
we
did
the
TAC
the
rate
increase
last
year,
fifteen
dollars.
This
is
a
group
that
didn't
get
to
$15,
because
at
that
time
I
didn't
realize
we
had
that
many
temps
that
are
here
every
day,
doing
40
hours
a
week,
but
they're,
not
full-time
employees,
because
y'all
didn't
give
us
that
position
to
be
filled.
B
So
we
talked
to
the
organization
and
there
are
43
of
those
employees
positions
right
now
that
we
want
to
bring
to
you
and
tell
you
they're
here
every
day
they
come
in
to
work,
but
they
consider
temporary
jobs.
We
want
to
redefine
temps,
to
mean
time
limited,
so
we
need
a
temp
to
say
in
a
summer
months
to
help
cut
the
grass
we'll
do
that
and
then
that
position
goes
away.
It's
not
a
position
that
we
will
backdoor
into
the
organization.
E
I
mean
I
think
it's
I
think
it's
great
when
people
are
working
for
an
organization
and
they
can
go
home
and
tell
the
family
that
they
have
a,
they
have
a
job,
not
a
temp
job,
that
they
have
to
worry
about
that
somebody
can
take
away
so
I
wouldn't
know
that
we
had
that
many
myself,
but
I'm
glad
you're,
taking
the
mousou
I
would
I
would
definitely
support
it.
So
good,
it's
a
good
move.
D
Okay,
I
was
I,
was
gonna,
see
if
you
wanted
to
move
forward
to,
because
that
this
slide
will
demonstrate
a
large
percentage
of
the
dollar
increase
in
public
safety.
So
the
previous
slide
that
references,
the
career
ladder
request
and
then
you
can
see
the
request
for
emergency
services
is
16
positions
and
those.
B
16
positions,
there's
three
for
a
nine
one,
one,
nine
one.
One
is
a
shift
position
and
this
is
one
shift.
We
don't
have
any
backup
in
9-1-1.
If
someone
is
out
sick,
we
try
to
call
over
our.
We
do
a
lot
of
overtime
to
balance
9-1-1.
We
need
people
in
9-1-1
and
that's
also
based
on
code
video
response.
B
We've
seen
the
calls
are
coming
in
and
we
don't
have
staff
the
depth
of
staff
to
do
what
we
need
to
do
a
9-1-1
in
addition
to
that,
we're
asking
for
12
paramedics,
and
that
is
a
need
based
on
not
just
kovat,
but
our
growth
in
calls
throughout
the
year.
So
that's
been
more
elevated
for
in
us
because
of
kovin
and
what
we're
doing
with
Kovac,
so
12
paramedics
would
be.
B
But
we
need
a
medical
director
overseeing
our
EMS
and
our
paramedics
and
he's
going
to
continue
in
a
part-time
position
for
us,
but
it
would
be
our
position
versus
someone
that
we
have
to
use
for
mission,
so
that
was
thought
to
her
in
will
be
so.
Those
16
positions
are
critical
to
our
response
to
kovat,
but
also
going
forward
for
our
EMS
system
at
the
county.
B
When
you
talk
about
breaks,
we
would
like
to
have
a
part-time
position
so
that
impede
times
our
closing
period,
give
me
two
people
in
some
of
our
libraries.
The
policy
conversation
is
we
want
to
keep
all
thirteen
open,
do
the
staff
it
appropriately
with
a
person
and
a
half
so
to
speak
in
our
library
systems.
So
those
are
the
big
ask
if
you
take
about
it.
That's
27
of
the
34
positions
between
those
two
departments
and
then
there's
five.
A
solid
waste.
Solid
waste
is
not
the
general
fund.
B
B
The
last
budget,
none
in
February
prior
year,
19
February,
we
added
four
positions.
My
understanding
is
that
there
were
frozen
positions
that
were
refunded,
so
new
capacity
was
not
necessarily
added
to
the
EMS
system.
Ems
is
also
asking
for
ambulances
as
part
of
their
budget
request.
Again,
as
we
look
at
how
we
would
have
done
differently
recovered.
We
need
ambulances,
as
well
as
people
to
man.
Those
ambulance,
they're
asking
for
three
I.
Remember
yeah.
Three
ambulances
want
to
is
a
replacement.
No
one
knew
I've
told
them.
A
Positions
I
mean
they,
they
I
think
the
way
mr
Wood
was
here
and
just
described,
brought
that
issue
to
us.
I
think
they
were
technically
frozen,
but
they've
been
frozen
for
forever.
Right,
so
I
mean
they.
They
really
were
right.
That's
I
think
that's
the
way
it
was.
It
was
discussed
like
during
the
recess
the
last
recession,
yeah.
A
D
A
E
E
I
E
I
Would
still
have
it,
but
just
be
in
reserve
Thank
You,
mam,
Buncombe
County
right
now
has
ten
amateurs
covering
the
entire
county,
just
just
ten
that
since
that's
in
service
and
covering
the
entire
county
and
then
you've
got
five
departments
that
are
trying
to
offset
and
the
fact
that
medic
was
doing
some
of
those
calls
last
year
that
they're
not
doing
this
year.
So
so.
E
H
Part
of
that
refresher,
when
you
bring
that
back
to
us
the
best
I
recall,
there
were
also
some
challenges
with
staff
depth
with
paramedics
as
well.
If
I
recall
that
correctly,
so
when
you
reap,
when
you
bring
this
back
to
us,
if
we
could
address
that,
that
would
be
really
helpful
and
by
adding
these
extra
positions,
will
that
help
with
that
staff
depth,
or
are
we
still
looking
at
having
to
call
around
and
find
folks
when
they
can't
make
their
shift.
B
I
If
I
can
one
of
the
protocol
changed
it's
going
to
change
Wesley,
so
change
April.
First,
now
it's
May
first
now
the
protocol
states
that
you
have
to
have
an
advanced
EMT
and
a
paramedic,
so
whereas
some
of
the
fire
departments
we're
using
maybe
an
EMT
or
something
so
that
may
be
the
another
reason
for
the
pair
Erick's.
Is
we
don't
have
to
meet
that
new
protocol?
E
And
I'm
sure
we
are,
but
I
just
want
to
make
sure
we're
linking
all
this
information
between
this
the
fire
departments,
because
the
fire
department's
going
to
be
coming
in
here.
You
know
before
long
and
you
know-
and
they
may
be
asking
for
additional
staffing
for
their
ambulance.
I,
don't
know
you
know,
but
we
we
need
to
have
some
good
good
information
between
the
two
and
I'm
sure.
You've
got
it
something
and.
B
Beyond
the
people,
I
do
want
to
ask
the
board
about
your
thoughts
on
the
vamp
ambulance,
because
FEMA
has
put
out
a
request
to
purchase
any
chassis
in
any
analyst
in
the
states
of
you.
Aware
of
that
so,
and
finding
an
ambulance
is
gonna
be
hard.
We
do
have
manufactures
here
in
the
West
that
have
an
ambulance.
That's
the
demonstration
ambulance
out
there
willing
to
hold
bat
for
North
Carolina.
B
B
A
Know
we
we
do
have
a
few
more
slides
to
go
through
your
tube.
We
start
our
meeting.
It's
just
you
know.
Just
one
I
mean
I
think
this
will
goes
without
saying.
This
will
be
the
most
challenging
budget
that
you
know.
Any
of
us
have
ever
faced
on
the
County
Commission.
A
So
part
of
the
challenge
is
just
these.
Financial
forecasts
are
just
gonna,
be
so
hard
to
know.
Right,
I
mean
sure
we're
talking
about
sales,
tax
revenues
declining
by
a
third
in
a
month
right
and
that's
our
second
biggest
revenue
source,
and
you
know.
Hopefully
these
projections
end
up
being
actually
a
little
bit
conservative
right
and
it
comes
back
sooner,
but
but
we
really
won't.
None
of
us
can
know
that
right,
so
I
guess
just
at
a
very
high
level.
Thinking
about
the
budget
this
year.
A
A
You
know
is
coming
back
and
seeing
some
of
that
so
I
guess
and
I'm
not
commenting
on
any
of
these
specific
things
right
now,
but
just
add
up,
you
know
some
of
these
things
we
might
want
to
say
these
are
things
we
want
to
do
that
we
might
not
want
to
start
them.
You
know
July
1st,
we
might
want
to
say
hey,
let's,
let's
schedule
some
of
this
a
little
bit
later
in
the
year,
the
costs,
if
the
sales
tax
revenues
don't
start
coming
back
in
the
fall.
A
You
know,
then
it's
gonna
be
a
lot
worse
than
what's
forecast
here
could
be
better
too
so
I
guess
just
are
there
gonna
be
some
opportunities
in
terms
of
when
we
approve
the
budget
to
kind
of
make
decisions
about
here
are
things
we
want
to
make
sure
like
we're,
100%
clear.
This
goes
forward.
July
1st
here
are
some
things
we
would
like
to
do
this
year,
but
we'd
like
to
see
some
additional
revenue.
A
B
D
Is
correct
in
the
first
pass
we
we
did
anticipate
the
new
positions
at
only
January,
but
obviously
you
could
make
the
decision
that
they
don't
go
in
at
all
and
until
we
see
what
those
revenue
trends
are,
then
we
bring
it
back
before
the
board
and
you
can.
You
can
always
make
the
decision
then
to
fund
positions.
That's
absolutely
a
possibility.
Can.
A
I
mean
there's,
it
would
seems.
I
could
improve
the
response
times
we
have
more,
but
I
mean
so
many
people
are
going
to
need
an
ambulance
in
a
year.
It's
not
like
more
people
will
need
an
ambulance
just
because
we
have
a
certain
number
am
I.
Thinking
about
that
right
I
mean
the
number
of
calls
that
will
come
in
or
likely
just
the
needs
that
are
out
there
right
well.
Will
it
well
having
more
capacity
actually
generate
more
people
needing
an
ambulance.
I
B
E
For
me-
and
you
did
you
know-
you
mentioned
this-
about
the
the
ambulance
that
is
available-
that
we
might
be
able
to
get
to
me.
I
mean
we
did
have
an
outside
contractor,
helping
us
some
last
year
to
me,
it
makes
to
me
I
mean
I
would
think
it
would
make
sense
to
get
that
that
one
ambulance
I
mean
with
the
growth
I
mean
I.
Don't
to
me.
I
think
it'd
be
a
very
practical
decision
to
to
get
that
ambulance.
E
I
F
E
G
Glad
to
see
that
we're
looking
in
these
areas
where
we're
having
a
large
amount
of
overtime,
because
when
we
look
at
that,
you
know
it's
hurting
efficiency,
it's
not
fair
to
employees
and
we'll
see
that
it
really
be
cheaper
to
put
people
in
place
and
what
we're
doing
in
overtime.
I
know,
I
found
that
in
my
past
experience
you
know
and
working
with
people,
less
stress,
yeah.
E
B
A
A
A
A
Feel
free
to
say
we
want
I
mean
I.
Think
the
need
is
clear.
The
needs
good.
You
know
my
only
concern.
My
only
concern
is
that
again
just
a
uniqueness
of
the
situation
that
we're
in
you
know
and
I
think
we,
my
number
one
concern
in
terms
of
personnel,
is
going
to
be
taking
care
of
the
people
we
already
have
here
right,
like
we've
got
a
great
workforce.
This
is
gonna,
be
a
tough
budget
environment.
A
A
And
the
new
investments
sound
like
great
things,
I'd
like
to
see
happen,
but
I
want
to
make
sure
that
we
don't
make
commitments
for
certain
expansions
win
all
right.
It's
still
a
little
unclear
how
this
is
gonna,
financially
look,
and
do
we
have
the
resources
to
make
sure
we
can
take
care
of
everything?
You
know
our
existing
commitments
first,
so
that's
just
kind
of
a
high-level
way.
I'm
thinking
about
it,
I
hope
we
can
do
the
ambulance
and
others,
but
I
just
feel
a
little
uncertain.
With
the
current
financial
information
we
have
to
more
definitively.
E
B
We
can
use
temporary
employees
until
the
decision
is
made.
That
will
truly
be
time.
Limited
I
could
go
away
for
the
ambulance,
but
the
ambulance
piece
that
we're
talking
about
is
a
replacement
for
one.
It
continues
to
be
damned
so
we're
looking
for
the
replacement
it
takes
about
eight
months
or
so
to
order
the
ambulance
and
get
it
in
place,
but
we
do
need
and
I
I'm,
not
sure
about.
Eight
months
is
going
to
be
there
after.
B
We
know
that
the
the
supply
that
we
have
and
I
was
bought
out,
but
we
are
looking
for
to
place
that
one
that
is
here
in
our
fee
on
a
now
to
get
hold
on
to
that
and
let
it
go
to
the
state
or
to
the
national
stockpile.
But
let's
go
to
the
rest
of
the
slice
cut.
There's
some
other
options
only
got
like
three
minutes
to
get
through
the
other
side
story.
So.
D
These
slides,
you
I,
do
believe,
have
a
printed
packet,
so
these
I
just
wanted
to
point
out
that
these
are
some
areas
of
the
budget
that
are
important
and
there
is
continued
funding
based
on
what
is
represented
here.
I
won't
go
into
that
in
detail,
other
than
to
say
I
think
there
was
a
question
earlier
around
the
employee,
cost-of-living
adjustment,
so
the
cost
of
living
adjustment,
effective
April
1st
of
this
year.
D
We
obviously
have
to
carry
into
salaries
for
next
fiscal
year,
but
the
one
that
you
all
see
for
April
of
the
next
year,
we
don't
budget
for
we
actually
absorb
that
with
lapse
salary.
So
those
are
not
dollars
that
impact
the
current
fiscal
year
other
than
enabling
our
opportunity
to
potentially
absorb
other
items
as
a
result
of
lapsed
salary.
So
I
just
wanted
to
point
that
out.
We
don't
add
additional
salary
budgets
for
those
last
three
months
of
the
next
fiscal
year.
D
D
D
A
There's
a
lot
here
that
again
I'd
love
to
see
happen
may
not
be
the
year
to
do
it.
You
know
with
the
challenges
are
gonna
be
facing
like,
for
example,
on
the
transit
investments,
I'd
love
to
see
some
of
those,
but
now
it's
not
gonna
be
the
right
time
to
to
do
some
of
those
policies.
The
one
I
would
say
you
know.
A
You
know,
keep
that
on
track.
Look
at
it
get
the
RFP
back,
see
what
the
economics
of
it
looked
like
and
if
the
economics
are
positive,
I
think
that
that's
something
we'd
want
to
keep
moving
ahead
on
us
because
it
might
be
more
expensive
to
not
do
so.
In
addition
to
all
of
the
environmental
reasons
that
it's
important
to
do
it.
E
So
the
last
thing
that
we
did
was
put
out
an
RFP
for
the
solar
on
public
buildings,
and
that
was
coming
back
to
to
have
a
discussion
that
has
some
of
these
other
things
will
be
longer
than
the
time
we
have
right
now
which
I'm
okay
with
going
into
the
other
meeting,
and
you
know
being
here
as
long
as
we
need
since
we
don't
get
together
like
we
like,
like
we
used
to
so
this
information
based
on
the
RFP.
We
get
back,
know.
D
D
E
B
B
D
D
F
B
E
A
E
So
one
I'd
like
to
comment
on
is
the
you
know
and
we'll
look
at
look
at
this
later,
but
there's
some
money
in
here
for
playgrounds
that
intermediate
intermediate
schools,
and
so
you
know
at
some
point
I.
You
know
I
would
love
to
for
us
to
establish
that
that
you
know
the
intermediate
schools.
We
only
have
three
of
them
right
before
full.
Okay
for
that,
if
the,
if
the
PTO
is
able
to
that,
we
would
do
a
50
percent
match
for
P,
because
the
PTO
is
raising
this
money
and.
B
B
C
A
Commissioners,
if
there
are
things
on
this
list
right
that
you
think
are
really
important
and
even
that's
gonna
be
a
tough
budget
year.
You
want
to
make
the
case
for
I
would
just
say.
Talk
to
your
fellow
commissioners
talk
to
the
staff.
None
of
these
will
be
easy,
but
that's
you
know.
Yes,
it's
it's.
It's
openly,
I
call
these
the
one
other
one
I
would
flag
that
I
least
want
to
talk
about.
A
Further
is
the
the
pair
transit
cost,
but
in
the
county
in
the
city,
I've
spent
a
fair
amount
of
time
in
meetings
with
our
great
staff
trying
to
understand
this
very
complicated
funding
formula,
better
I
won't
claim
I
fully
do,
but
this
is.
This
is
a
service
that
we
kind
of
we
provide
both
in
the
outside
the
city
limits
and
inside
the
city
limits.
A
If
and
it's
really
about
what
the
reimbursement
rates
rate
that
we
charge
the
city
is,
and
if
to
these,
wherever
we
come
down
on
this,
it's
basically
gonna
be
cost
that
we
shift
on
to
our
our
friends
in
the
city
of
Asheville
between
the
two.
It's
basically
how
we
pay
for
this
between
the
two
levels
of
government.
So
I
did
like
to
talk
about
it
further
because
it'd
be
easy
to
say:
yeah!
Don't
do
that,
but
we're
basically
just
dumping
all
this
costs
on
the
city
of
Asheville.
C
C
Which
is
a
makes
us
somewhat
of
an
outlier.
It's
very
unusual
that
folks,
when
they're
in
pretrial
detention,
meaning
they
haven't,
had
a
trial,
yet
they
haven't
been
convicted
of
anything
that
they
wouldn't
have
the
ability
to
have
in-person
visitation
with
family
during
that
time.
So
I
just
want
to
kind
of
provide
a
little
bit
of
context
around
that,
and
and
this
this
would
be
the
staffing
costs
associated
with
making
that
possible
as
I
understand
it,
facilities
exist,
there's
there's
not
any
need
around
the
capital
side
of
it.
C
Attorneys
are
currently
people
to
do
in-person
visitation,
for
instance,
but
this
would
just
be
the
staffing
cost
associated
with
you
know,
making
sure
that
folks
could
see
their
their
families
while
they're
there
during
pretrial,
which
for
some
people
it's
a
couple
days,
but
for
some
people
can
stretch
on
for
many
months
or
even
more
than
a
year.
They
just
wanted
to
add
that
context
and
would
be
to
talk
further
with
anyone
who
had
questions
about
it.
C
A
A
C
H
Think
this
is
gonna,
be
one
of
the
hardest
years
that
we've
probably
faced
and
having
to
make
some
really
hard
decisions
in
terms
of
what
our
own
personal
priorities
are
versus,
ensuring
that
the
services
that
the
county's
mandated
to
provide
the
funds
are
there.
So
it's
gonna
be
an
interesting
process,
but
I
appreciate
your
all's
guidance
and
leadership.
Thank
you.
Great.