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From YouTube: Commissioners' Budget Retreat (April 26, 2022)
Description
Commissioner's Budget Retreat from April 26, 2022. Learn more about your County's Board of Commissioners at buncombecounty.org/commissioners.
A
So,
just
looking
for
the
agenda,
we're
gonna
have
some
follow-ups
from
the
329
work
session.
Talking
about.
A
A
We're
going
to
have
some
announce
of
our
fy
22
forecasted
year
in
projections,
fy23
revenues,
expenditures,
discussion
about
fund
balance
and
financial
outlook
and
last
discussion
about
capital
projects.
So
I
think
we're
going
to
get
started
with
the
follow-ups
from
the
329
work
session.
First
item:
is
the
community
centers?
What's
that,
where
you
want
to
start.
B
B
B
So
today's
agenda,
we'll
begin
with
some
follow-ups
from
our
last
session,
on
which
you
have
questions
tim
love
will
provide
an
update
on
community
centers.
Rachel
nygard
will
provide
some
feedback
regarding
marks
and
culture
after
that,
we'll
we'll
discuss
what
you
have
in
your
packet
and
allow
for
questions
on
those
items.
B
We'll
then
dig
into
our
budget
agenda,
beginning
with
a
projection
of
where
we
expect
to
finish
the
current
fiscal
year
discuss
revenues
for
fiscal
year,
2023
discuss
expenditures
for
fiscal
year
2023,
including
changes
we've
made
since
the
first
fast
budget.
We're
now
calling
this
the
fiscal
year
23
second
pass
budget.
C
Good
morning,
commissioners,
I
appreciate
that
that
was
a
good
response,
so
you
asked
for
an
update
on
community
centers,
and
so
we
have
some
preliminary
information
to
share
with
you.
This
will
continue
to
evolve
as
we
go,
but
to
get
started
when
we
met
with
you
in,
I
guess,
the
december
working
session
there
was
a
proposal
about
how
to
make
both
community
centers.
So
we'll
update
you
first
on
that,
and
so,
as
you
can
see
on
the
screen,
you
know
our
approach
was
pretty
simple.
C
Take
a
look
at
the
community
centers
that
are
owned
by
the
county
of
which
there
are
four
and
those
are
listed
on
the
screen.
They
include
sandy
mush,
big
ivy,
bent
creek
and
beach
and
get
out
to
those
community
centers
and
do
a
basic
assessment
of
those
facilities,
and
so
we
did
that
our
methodology
was
pretty
basic.
C
We
made
a
list
of
all
the
issues
that
were
identified
in
those
community
centers
and
then
assess
those
issues
on
a
five-point
scale,
which
is
the
typical
approach
that
our
general
services
department
takes
with
any
asset
that
we
look
at
the
five
point
scale.
One
is
a
repair
immediately,
so
a
priority.
One
is
something
that
should
have
been
done
yesterday.
D
C
Something
that's
like
new,
really
doesn't
mean
any
focus
and
from
there
you
know,
we
said:
let's
take
a
look
at
all
of
these
issues,
figure
out,
which
ones
need
to
get
done
immediately,
which
ones
can
wait.
C
Doesn't
need
to
get
addressed,
and
so
the
delivery
goals
out
of
this
would
be
the
main
deliverable,
a
five
to
ten
year
plan
to
remediate
the
issues,
and
so
we
we've
worked
on
that
plan.
We're
not
done
yet.
We've
got
some
more
work
to
do,
but
for
us
the
focus
was
always
on
making
sure
we
address
priority
one
issues:
what
are
the
key
health
safety
risk
issues
and
need
to
get
addressed,
and
so,
when
we
talk
about
an
estimated
start
date
for
those
issues
that
are
major
priorities,
emergencies
we've
already
started.
C
Those
items
have
already
been
addressed.
Examples
of
those
could
be
fire
code
violations
related
to
exits
things
like
that,
so
we've
already
begun
to
begin
to
work.
Those.
However,
when
we
start
talking
about
priority
two
through
five,
that's
where
some
additional
work
is
needed,
so
we
don't.
I
can't
tell
you
which
priority
twos
are
gonna,
get
done
in
2024..
C
C
To
give
you
a
feel
for
the
results
of
the
assessment
total
of
issues
identified
across
those
four
county-owned
community
centers
about
108
issues,
you
can
see
the
issues
by
community
center
so
a
little
bit
of
a
spread
with
a
big
iv
having
the
majority
of
the
issues,
some
of
those
being
poor,
related
bent,
creek
sort
of
being.
You
know
a
little
bit
easier
to
deal
with,
but
also
want
to
note,
there's
no
real
buildings
there,
it's
more
of
an
outdoor
shelter,
so
a
little
bit
easier.
C
C
That's
our
overall
results
in
terms
of
our
next
steps.
You
know
we
want
to
address
those
priority,
one
issues
as
soon
as
possible,
so
go.
C
Those
out
if
they
haven't
already
been
fixed
and
then
continue
to
work
for
general
services
to
plan
for
those
in
the
future,
and
so
what
we've
looked
at.
We've
just
got
some
preliminary
cost
estimates.
We're
only
cost
estimating
at
this
point
the
priority
one
issues,
because
those
are
right
in
front
of
us
and
so
to
resolve
those
priority.
One
issues
across
the
four
community
centers
it's
about
a
hundred
and
fifty
thousand
dollars,
and
so.
D
C
Something
that
that
type
of
funding
we've
arranged
with
general
services
would
live
in
in
their
budget
because
they
would
execute
the
repairs
or
contract
directly
if
needed,
but
that's
kind
of
to
get
to
the
point.
47
priority
ones
for
about
150
000.
Those
issues
stretch
across
electrical
exits,
fire
safety.
Things
like
that.
G
H
Dna,
the
organization
seeking
county
funding
for
those
types
of
services,
must
apply
to
the
broader
county
grant
programs
that
are
in
place
which
do
operate
on
a
competitive
basis,
which
leads
to
that
uncertainty
or
that
fluctuation
of
county
funding
to
the
sector
from
year
to
year
and
comes
with
an
additional
constraint,
which
is
that
those
competitive
grant
programs
operate
with
certain
limitations
like
no
more
than
three
years
of
funding
for
a
single
project.
That's
an
example
of
a
limitation.
That's
in
the
strategic
partnership
grant.
H
H
Another
piece
of
the
conversation
was
related
to
directly
contracting
with
organizations.
The
commissioners
asked
us
to
bring
back
some
specific
information
related
to
that,
and
so
I'll
go
into
more
information
on
the
next
slide,
but
beginning
just
to
ground
us
in
county
policy.
We
do
have
a
procurement
policy
for
a
county
that
recommends
competitive
bidding
as
the
best
practice
way
to
ensure
the
best
use
of
county
funds
in
the
most
equitable
and
inclusive
way
that
competitive
bidding
is
required
for
service
contracts
at
a
certain
dollar
threshold,
90
000
and
above
and
as
a
best
practice.
H
So
county,
this
is
how
the
contract
funding
works.
County
departments
may
choose
to
contract
with
outside
organizations,
including
non-profits,
not
only
non-profits,
to
either
purchase
goods
or
purchase
services
in
alignment
with
that
county
procurement
policy
that
I
just
mentioned,
and
so
the
contracts
that
are
put
in
place
have
certain
items
within
the
structure,
activities,
deliverables,
reporting
measures,
etc,
and
that
information
is
used
for
evaluating
performance
and
potential
renewal
of
any
contracts,
and
that
evaluation
is
incorporated
into
our
annual
cycle
this
time
of
year
during
the
budgeting
process.
H
During
your
conversation
in
march,
you
asked
about
a
couple
of
economic
development
related
contracts
and
how
those
work,
so
the
economic
development
budget
includes
funding
for
two
organizations
that
advance
departmental
goals,
and
these
are
approved
through
the
board
process
for
economic
development
hearings.
So
you
do
build
up
these
as
well.
H
H
Which
is
the
basketball
southern
conference
tournament
sponsorship
fee,
as
well
as
additional
sporting
events,
resulting
you
can
see
the
kinds
of
measurements
that
are
collected
around
spending
and
jobs
created
taxes
generated,
and
this
is
established.
H
H
Another
part
of
the
follow-up
request
was
what
have
we
seen
in
our
current
requests
for
the
upcoming
year
related
to
arts
and
culture.
So
we
looked
at
the
two
grant.
Programs
that
tend
to
see
arts
related
strategic
partnership
grants
and
tipping
from
appearance
where
we
are
in
the
cycle
is
that
those
are
currently
under
review.
The
review
committees
will
produce
their
recommendations
by
the
end
of
april,
so
we're
nearly
through
with
their
process,
but
those
are
not
quite
ready.
H
They
will
be
presented
to
the
board
of
commissioners
in
your
budget
message
to
be
received
from
accounting
manager
in
may
of
the
2.8
million
dollars
that
was
requested
in
those
two
grant
programs
spanning
across
all
of
our
county
focus
areas,
education,
environment,
well-being,
economy,
there's
one
million
dollars
to
allocate
to
about
roughly
three
million
dollars
worth
of
requests,
a
subset
of
those
requests.
We
went
through
and
tagged
what
seemed
to
fit
with
the
arts
and
culture,
classification
and
there's
examples
of
the
kinds
of
programs
and
services
listed
on
mission,
events
performing
art,
museums,
etc.
H
A
side
note
is
that,
during
the
review
conversations,
multiple
committees
have
talked
about
the
challenge
in
scoring
arts
and
culture
programs
in
the
same
process
as
storing
basic
human
needs,
services,
arts
and
culture
fit
under
residential
ba
within
our
strategic
planned
focus
area.
We
also
have
health
and
safety
and
other
basic
needs
also
under
resident
well-being,
which
creates
a
competitive
environment
for
those
parks.
H
H
You
asked
for
options
here
are
four
there's
pros
and
cons
listed
for
each
and
these
options
are
intended
to
consider
addressing
the
issues
that
were
articulated
at
the
beginning.
So,
of
course,
one
option
is
to
continue
business
as
usual.
No
change
to
fund
arts
and
culture
through
the
existing
competitive
grant
programs
that
other
non-profits
would
apply
to
it
is
budget
neutral.
That's
good
news
when
there's
already
a
second
pass
budget
in
place
without
special
dedicated
arts
funding,
and
it
does
not
address
the
state
of
issues.
H
H
D
H
H
B
H
So
there's
there's
a
lot
of
different
ways
that
this
could
be
implemented.
This
is
a
spectrum
of
options
and
we
aren't
bringing
forth
a
recommendation.
We
are
prepared
to
implement
any
of
these
options
and
I
have
spoken
the
arts
council
around
their
capacity
of
the
should
the
county
desire
to
partner
with
them.
We
would,
of
course,
use
the
contracting
policy
to
establish
that
agreement
and
handle
it
more
like
a
blocker.
F
Rachel,
could
you
repeat
which
process
does
the
bulk
of
the
counties
and
the
state
use.
I
Thanks
this
is
really
helpful.
Just
I
think
two
quick
questions,
one
when
we're
talking
arts
and
culture
is
that
inclusive
of
stem
based
organizations
like
amos
or
the
nature
center.
H
This
review
was
focused
on
the
arts
and
culture
sector,
not
education,
okay,
but
we
could
take
a
look
at
k-12
educational
support
outcomes.
What
I
heard
was
museums
and
made
sure
that
museums
were
incorporated.
H
I
I
would
be
interested
in
having
that
broad
umbrella
to
really
think
about
all
the
arts,
cultural
stem
institutions
we
have
locally,
and
so
I
guess
that
would
be
one
of
the
requests
that
we
sort
of
slightly
broadened
focus
to
include
the
ways
we're
approaching
organizations
like
that,
and
then
is
the
primary
rationale
around
the
block.
Grant
that
that
agency
has
the
issued
expertise
to
really
sort
of
best
administer
those
those
grants.
H
That's
right:
yeah
arts
councils
tend
to
be
a
system-focused
or
sector-focused
organization.
They
don't
produce
art
themselves,
but
they
support
arts
organizations
and
artists
and
re-branding
is
a
typical
service
that
our
teams
do
across
the
state
and
across
the
country,
and
we've
never
historically
done
that
here
in
the
air.
Through
the
annual
grants
program.
H
I
H
I
H
I
Those
are
the
ones
I
can
think
of
in
this
moment
that
have
that
kind
of
institutional
presence,
where
a
facility
high
rates
of
people,
local
folks,
participating
in
programming.
H
I
would
like
to
have
some
additional
follow-up
time
to
have
conversations
with
other
counties.
I
did
look
at,
would
museums
fit
within
the
arts
and
culture
spectrum,
and
the
answer
is
yes:
if
we
want
to
switch
and
have
a
different
or
expanded
focus
to
support
again
for
education,
that's
a
different
one.
I
I
appreciate
that.
Thank
you.
I
appreciate
the
time
that
you've
invested
into
looking
at
this
for
us
and
great
questions
asked
by
my
colleagues
here.
Moving
forward,
I'm
very
interested
in
looking
at
the
particular
block
grant.
I
think,
there's
opportunity
for
us
to
better
work
with
the
asheville
arts
council,
as
our
county
designated
arts
agency
and
I'm
particularly
concerned,
and
want
to
be
very
considerate
about
not
putting
more
administrative
burden
on
staff.
At
this
point
very
well
aware
of
how
understaffed
each
department
is
and
want
to
make
this
as
easy
as
possible.
A
A
Within
the
arts
and
culture-
and
it's
just
you
know-
I
don't
I
don't
know
just
when
I
think
about
the
arts
council
and,
like
you,
can
be
totally
wrong
about
this.
So
did
they
does
their
organization
admission
and
like
the
board
of
directors
and
how
it's
you
know,
kind
of
populated,
look
at
the
full
scope
of
art
stuff,
I
think
of
more
of
it
like
a
way
as
like
a
baker's
kind
of
focused
organization
like
artists
to
you
know,
create
things
as
opposed
to,
like
you
know,
theater
or
other.
A
You
know
music
and
things
like
that.
So
do
we
know
that
or
is
that
something
we
would
need
to
look
at
too?
So
if
we
did
kind
of
look
at
that
as
like
hey,
we
want
to
ask
y'all
to
help
us
with
like
different
kinds
of
work
in
the
space
that
it's
the
full
spectrum
of.
Like
you
know
like
we
looked
at
that,
you
know
the
theater
project
a
couple
years
ago
did
the
funding
towards
that
project.
H
Yep,
so
the
arts
council
has
a
focus
across
all.
I
think
it's
74
sectors
in
the
overall
arts
field,
including
the
creative
jobs,
and
I
can't
name
all
of
the
other
sectors
or
you
know
the
categories
of
them
for
you,
but
we
can
research
that
and
if
it's
a
county
defined
program,
we
also.
H
To
decline
with
the
primaries
also,
we
could
name
performing
arts,
so
we
can
cultural
programs,
in
addition
to
creating
jobs,
yeah,
okay,.
J
G
G
K
K
H
H
Requested
for
fy23
for
all
arts
and
culture
across
those
12
different
projects,
which
does
include
aims.
A
I
I
think
my
overarching
concern,
though
moving
toward
this
direction,
is
what
these
funds
would
take
away
from,
that
we
also
want
to
make
sure
are
done,
and
I
don't
think
there's
any
way
to
specifically
ensure
that
these
funds
are
directly
benefiting
people
who
live
in
falcon
county.
Specifically,
I
mean
a
lot
of
the
arts.
I
Organizations
do
bring
people
in
from
outside
our
area,
and
so
that
is
that's
an
overarching
concern
of
mine
is
I
want
to
make
sure
if
we're
funding
these
particular
programs,
particularly
as
we
look
into
extending
extending
into
stem
not
that
folks
who
don't
live
here,
shouldn't
benefit,
but
at
the
end
of
the
day,
I
want
to
make
sure
that
the
funds
that
we
are
allocating
truly
are
supporting
people
in
the
in
boston.
K
D
B
B
D
D
B
B
There
is
also
information
that
we
just
received
late
friday
from
the
schools
for
both
school
systems,
questions
that
you
asked.
I
think
I
sent
that
out
via
email
yesterday
morning,
so
that
is
also
in
this
pack
as
well,
and
then,
lastly,
you
will
find
the
fee
schedule
for
this
one
year.
23..
This
is
a
draft
changes
to
the
fees
are
on
pages.
Four
and
five
of
that
document
we
have
some
staff
here
who
are
available
to
answer
questions
regarding
those
changes.
So
if
you
haven't
so
I'll,
let
I'll
let
y'all
sit
with
that
for
a.
A
So
one
question
I
have
just
you
know
a
lot
of
great
information
here
so
important,
reviewing
it
more
detail
on
the
issue
about
the
retention
rates
and
the
school
system.
So
I
see
there's
some
data
here
for
the
county
schools.
D
B
A
That'd
be
great
because
I
can
see
there's
some.
You
know
some
longer-term
data
here
and
that's
useful
to
see.
I
think
we
kind
of
hear
anecdotally
that
there's
concern
about
that,
but
I
just
wonder
if
there's
like
data
to
look
at
like
has
there
been
some
significant
changes
in
the
last?
You
know
six
twelve
months,
that
kind
of
thing.
I
A
I
A
All
right
well,
should
we
should
we
keep
keep
moving
or
do
you
want
to
spend
more
time
looking
at
or
going
over.
J
B
F
F
A
When
there's
when
there's
new
highway
projects
or
roads,
we
do
have
a
policy
to
encourage
support,
inclusion,
sidewalks
under
new
projects
and
there's
a
local
match
of
local
financial
match
required
supplements
money
on
that
which
we
would
have
to
pony
up.
So
on
the
new
construction
projects.
We
do
have
some
policies
in
place
that,
in
general,
we're
going
to
try
to
get
sidewalks
built
when
there's
new
construction
going
on
for
road
improvement.
Do.
E
E
D
E
We
identify
that
that's
a
needed
linkage.
They
will
construct
a
path
or
a
sidewalk
as
part
of
that
project,
but
to
commissioner
sloan's
point,
there
was
just
recently
a
release
and
there
will
be
cuts
around
the
1
billion
dollar
mark
to
projects
within
bunker
county
through
the
state
transportation
improvement
program,
those
projects
that
have
been
identified.
E
This
is
not
new
news.
We
just
didn't
have
the
number
quite
yet
the
match
is
no
longer
applicable.
Since
they
changed
the
policy,
they
will
actually
construct
the
sidewalk
if
it's
identified
in
a
plan,
which
is
why
it's
so
important
that
we
have
this
parallel
conversation
with
the
conference
plan.
Work
with
the
mpo
work,
with
the
municipalities
to
identify
where
we
want
to
have
these
linkages
occur.
A
To
our
current
plans
show
a
lot
of
that
or
show
most
of
that,
or
that
needs
to
be
added
to
our
plants
that
going
forward
when
you
know
dft
is
doing
a
project
that,
in
most
cases,
it'll
already
be
contemplated
and
taken
care
of.
E
E
We've
got
a
basic
sort
of
plan
from
years
ago
in
regards
to
greenways,
but
we
got
a
lot
of
work
to
do
in
regards
to
sidewalks,
just
because
that's
traditionally
not
been
a
business
that
the
county
has
been
engaged
in
and
certainly
no
one
ever
anticipated.
The
abolishment
of
two
extra
territorial
jurisdictions
in
the
county
as
well.
A
You
know
the
duty
is
facing
all
these
budget.
You
know
challenges
to
say
the
least,
especially
the
sidewalks
follow
their
projects.
They
don't
have
nearly
enough
money
to
do
them,
so
there
are
going
to
be
these
different
decisions
that
the
npo
needs
to
make
around
how
to
some
projects
are
just
going
to
be
delayed.
A
Some
are
going
to
have
to
be
changed
in
scope,
to
try
to
get
the
numbers
down
and
that's
where
some
of
these
you
know
different
things
get
looked
at,
but
those
are
all
things
that
we
can
also
have
an
influence
on.
Do
the
apo,
because
the
npo
will
have
to
kind
of
we'll
have
to
kind
of
you
know,
agree.
D
A
What
those
changes
would
be,
so
that's,
but
that's
going
to
be
an
issue.
That's
we're
going
to
look
at
and
is
the
other
part
of
this
too
native
aside
from
like
where
we
try
to
have
funds
to
build
sidewalks
with
a
d.o.t
or
a
stand-alone
projects
in
the
comp
plan.
We
also
in
some
cases
like
when
there's
just
new
development
going
in
the
developers
should
put
in
sidewalks
right,
like
if
we've
done
this,
you
know
or
if
the
etj
was
still
in
place.
A
We'd
have
a
lot
more
sidewalks
because
they
were
required
to
do
that
previously
right,
so
reinstating
some
kind
of
policy
not
for
every
not
for
everywhere
in
the
county
or
every
kind
of
project,
but
in
places
where
sidewalks
would
be
really
valuable.
We
need
to
have
some
kind
of
process
to
just
require
them
to
be
built
at
the
time
of
new
development,
construction.
E
G
G
I
Yeah,
just
a
quick
question
on
the
sidewalk
for
a
second,
I
am
gonna,
which
are
the
acronym,
but
there
is
a
designation
for
a
tax
district
that
we
are
using
or
that
we
were
educated
about
as
part
of
the
special
assessment
assessment
district.
Is
that
a
tool
that
could
be
relevant
to
conversations
around
revenue,
sources
for
sidewalks
and
other
forms
of
infrastructure?.
J
Yes,
she
said
it's
a
petition
brought
forward.
We
would
have
to
do
some
work
around
where
that
would
be
applicable
in
our
community,
because
you
have
to
have
folks
sign
off
on
it
and
say
our
percentage
of
the
neighborhood
would
have
to
sign
on
it.
But
yes,
quick
answer
would
be
yes,
it's
the
tool
that
could
be
used,
but
we
have
to
go
through
all
them
right.
So
maybe.
A
Sure
why
don't
we
go
ahead
and
break
for
lunch?
It's
about
a
quarter
till
noon?
Why
don't
we
go
until
maybe
five
or
ten
minutes
afternoon
and
if
you're
still
eating,
we
could
just
keep
we'll
just
resume
at
that
time
and
you
can
eat
you
can
keep
eating
we'll
take
a
few
minutes.
Just
have
some
lunch
and
then
presume:
okay,.
A
Fy
22
year
in
projections,
yes,.
B
B
This
includes
changes
made
at
our
april
19th
meeting
to
include
the
fund
balance
transfer
to
the
capital
projects,
our
budget
expenditures,
total
388.7
million
dollars,
and
that
includes
the
capital
fund,
balance
transfer
of
15.2
million
dollars
and
360.6
million
dollars
in
revenues.
To
balance
the
budget
we
appropriate
fund
balance
in
the
amount
of
12.9
million
dollars.
B
Sales
tax
is
the
major
driver
for
additional
revenue
and
we
project
6.1
million
dollars
more
than
the
budget
reminder
that
our
sales
tax
receipts
lag
by
three
months.
So
this
is
based
only
on
our
receipts.
For
the
year
through
january,
intergovernmental
revenue
is
coming
in
below
by
approximately
1.4
million
dollars,
largely
due
to
two
million
dollars.
Public
health
pandemic
revenue
that
will
carry
forward
the
fiscal
year,
23rd
sales
and
services
up
one
million
dollars
based
on
ambulance
revenue,
while
permits
and
fees
and
registration
excise
taxes.
B
That
leads
us
to
our
projection
with
fundamentals.
We
had
budgeted
12.9
million
dollars
in
appropriate
fund
balance.
The
capital
transfer
makes
that
total
28
million
dollars,
given
the
projections
of
371.2
million
dollars
in
revenues
and
373.4
million
expenditures.
This
is
2.2
million
dollars
more
expenses
than
revenues
and
results
in
use
of
fundamentals.
A
A
D
J
This
is
a
projection
through
june
30
and
sales
taxes
comes
in
really
well
so
sales
tax
right
now
we
only
have
through
january,
so
the
rest
of
the
six
months
could
bring
this
and
we
would
not
use
fund
balance
all
we
could.
So
this
is
just
projection
and
we'd
only
have
six
months
of
sales.
That's
at
this
point
in
time.
J
I
Understand
we
appropriated
12.9
million
of
fund
balance
to
balance
the
budget
thinking.
We
need
to
spend
it,
but
based
on
what
we're
seeing,
basically,
we
would
only
need
to
spend
2.2
million.
Yes,
there's
10.7
million
of
fund
balance
that
we
had
designated
for
use
this
year
that
it
looks
like
we
will
not
use.
I
A
A
If
you
have
the
answer
right
now-
and
I
said
when
we
get
the
last
six
months
in
this
financial
picture
is
likely
to
look
better
right.
I
mean:
is
that
kind
of
a
fair
way
to
think
about
where
this
is
going
because
there's
we
don't
have
the
revenue
in,
but
we
still
see
you
know
here
we
are
in
april.
We
see
the
economy
is
still
humming
along
in
asheville.
F
J
D
B
B
B
B
B
Intergovernmental
revenue
is
budgeted
at
45.5
million
dollars,
sales
and
services
at
17.8
million
dollars.
Transfers
are
budgeted
at
12.5
million
dollars,
other
taxes
and
licenses
budget,
10.9
million,
much
of
which
is
registered
deeds.
Excise
tax
permits
and
fees
are
budged
at
5.2
million,
while
other
revenues
are
budgeted
at
2.2.
B
Comparing
our
fiscal
year,
23
revenue
to
the
fiscal
year,
22
amended
budget,
we
see
the
largest
increase
in
revenue,
is
sales
tax
driving
over
half
of
the
additional
revenue.
We
are
budgeting
property
tax
season
increased
due
to
natural
growth
of
6.7
million
intergovernmental
revenue
sees
a
reduction
in
3.6
million,
but
approximately
2.5
million
of
this
will
be
carried
forward
in
fiscal
year.
23.
B
B
B
On
the
other
end,
the
sheriff
and
detention
center
budget,
3.6
million
dollars
less
revenue
due
to
losses
of
housing,
inmates,
reduced
civil
process
fees
and
expiring
school
resource
officer,
revenue
from
the
schools.
The
schools
are
seeking
grant
funding
for
school
resource
officers,
but
that
that
timeline
is
too.
That
timeline
is
too
early
to
know.
If
we'll
have
that.
B
J
F
Yeah,
sorry
and-
and
I
can't
see
you
ahead
on
the
slides,
but
I
was
looking
for
information
on-
I
guess
rental,
car
tax
revenue
and
then
also
just
you
know,
vehicle
property
tax
revenue
as
well,
whether
that's
up
or
down.
J
B
Is
included
in
the
property
tax,
so
it's
a
subset
of
the
property
tax
registered
motor
vehicle
tax
is
responsible
for
increases
over
budget
in
flight
2022,
and
so
so
we
expect
that
we
have
budgeted
our
remote
vehicle
tax
in
fiscal
year.
2023,
based
on
the
information
provided
by
our
tax
collector
on
values.
F
Yeah,
yes
and
then
what
about
rental
car
tax
revenue.
B
D
B
B
D
A
J
B
Tax
revenue,
our
property
tax
revenue,
is
based
on
the
tax
rate
per
100,
total
property
value
and
multiplied
by
the
collection
rate
by
statute.
We
cannot
budget
a
collection
rate
that
exceeds
the
actual
rate
of
year
prior
well,
we
budgeted
99.5
percent
of
collections
in
fiscal
year
22,
it
looks
like
we
will
collect
slightly
above
99.65,
and
that
is
the
rate
at
which
we
are
budgeting.
Our
ad
valve
revenue
for
just
under
23.
B
B
B
B
B
G
G
B
This
brings
us
to
the
total
of
budget
expenditures
for
the
fiscal
year.
23
second
pass
budget,
our
expenses
totaled
393.9
million
with
salaries
and
benefits
at
170.8
million
program.
Support
is
budget.
129.8
million
dollars
operating
expenditures
are
budged.
At
58.9
million
dollars.
Debt
service
is
budgeted
at
19.1
million
transfers
and
other
financing.
Our
budget
at
10.3
million
dollars,
capital
outlays
budgeted
at
4.6
million,
and
we
have
budget
contingency
at
500,
000.
B
So,
looking
at
the
comparison
with
the
fiscal
year,
22
amended
budget,
the
increase
in
the
salary
and
benefits
is
14.6
million
dollars
to
accommodate
the
compensation
study,
new
positions,
cola
and
increased
state
retirement
costs
program.
Support
increases
by
2.5
million
operating
is
kept
relatively
flat,
with
an
increase
of
less
than
thirty
thousand
dollars,
while
still
funding
department
expansions
debt
service
is
budgeted.
1.3
million
dollars
less
than
fiscal
year,
22
based
on
current
obligations.
B
Capital
outlay
is
1.9
million
dollars
more
due
to
an
increase
in
requested
vehicles.
Contingency
shows
here
is
an
increase,
but
was
originally
budgeted
at
one
million
dollars
through
this
year,
22
adopted
budget
with
700
dollars.
Having
been
used
any
questions
about
the
expenditure
budget,
that's
presented.
B
L
Good
to
be
with
you
again
last
week,
there
was
some
discussion
about
fund
balance,
so
we
thought
to
provide
a
review
for
you
as
well
as
help
the
average
taxpayer
understand
unbalanced.
He
would
walk
through
a
few
things
today.
Make
no
mistake
about
it.
Fun
balance
can
be
very
complicated,
so
we
try
to
distill
this
down
a
little
bit
with
some
example
scenarios
that
will
set
the
stage
for
us
to
talk
about
the
real
numbers.
L
As
a
quick
reminder
of
where
that
comes
from
15
represents
only
two
months
of
expenditures.
You
may
remember
that
the
lgc
requires
the
local
government.
Commission
requires
eight
percent.
They
get
that
calculation
one
divided
by
12
one
month
out
of
the
year,
that's
8.33
percent.
Some
organizations
go
as
high
as
25,
which
is
three
months
of
expenditures
right,
so
8,
15
25.
That's
equates
to
one
two
and
three
months
of
expenditures.
L
So
in
our
scenario
here
we're
saying
expenses
always
equal
revenues,
but
each
year
it's
growing
by
10.
If
we
project
that
out
notice
that
even
while
fund
balance
stays
the
same,
the
amount
of
available
fund
balance
is
decreasing
each
year.
That's
sort
of
the
first
image
to
stick
with
you
in
second
scenario
scenario
b:
we're
doing
something
that
hits
a
little
closer
to
home.
L
What,
if
we're
contributing
to
fund
balance
each
year,
you
see
the
revenue
amounts
on
the
left
side
of
your
slide
or
screen
and
notice
in
some
years,
they're,
larger
and
some
years,
they're,
smaller
and
here's.
What
that
looks
like
you
can
see
that
the
bar
as
a
whole
is
growing
each
year
the
15
portion
is
growing
as
well.
What
is
not
so
easy
to
see
by
looking
at
this
is
that
year,
one
and
year,
four
available
fund
balance
stays
the
same.
L
So,
theoretically,
even
with
contributions,
it
could
be
a
little
bit
below
compared
to
prior
years
or
a
little
bit
above
or
even
the
same.
So
obviously,
we've
simplified
that
to
prepare
those
images
for
you
in
reality,
like
I
said
before,
it
is
a
little
more
complicated
to
open.
The
financial
statements
is
to
find
roughly
at
least
nine
types
of
fund
balance,
beginning
with
total
fund
balance,
which
is
everything,
of
course
not
all
of
that
is
available,
there's
restricted
and
unrestricted.
L
It
should
be
noted
as
well
that
when
we
talk
about
15,
it
needs
to
be
unrestricted
right.
So
there
are
a
few
restricted
types.
We're
not
going
to
talk
about
those
today,
we're
going
to
briefly
talk
about
our
unrestricted
types,
beginning
with
committed.
We've
already
talked
about
this
a
little
bit.
That's
that
transfer
to
capital
more
broadly
committed
fund
balance
is
under
the
board's
authority,
designating
to
a
specific
expenditure
or
expenditure
type.
L
So
let's
look
at
previous
years
real
dollars
and
then
using
the
information
that
you've
seen
today
from
john's
projection
and
fy23
information
and
appropriation,
we'll
look
at
a
22
projection
a
funder,
so
we
have
total
fund
balance.
Remember
that's
the
big
number.
Not
all
of
that
is
available.
We
have
the
unrestricted
amount
here.
L
L
And
if
you
were
to
reconcile
that
to
financial
statements,
you
would
say
sam,
that's
not
right.
Unrestricted
was
actually
91
million
at
the
end
of
21.
and
you're
right,
because
I
am
excluding
the
amount
that
we
just
transferred
last
week
since
it's
gone
to
a
specific
expenditure,
it's
no
longer
showing
on
our
graph,
so
in
other
words
15
2
sent
out,
brings
us
down
to
our
20,
including
or
plus
the
appropriation
to
balance
22's
budget
and
finally,
a
projection
of
22..
L
Based
on
the
information
that
john
has
provided,
we
would
be
up
to
30.4
million
in
available
fund
balance.
That
is
above
that
15
mark.
But
there's
a
second
piece
here
because
of
that
same
policy
we're
projecting
a
2.4
transfer
to
the
capital
fund,
so
in
total
there
would
be
32.8
million
above
the
15.
L
A
B
The
2.4
million
would
be
accessed
via
your
policy,
so
so
it
would
need
to
be
transferred
per
policy
unless
the
policy
were
to
be
changed.
Now
this
is
a
projection
and,
as
you
saw
this
year,
we
have
to
wait
until
our
audit
is
complete,
so
it
will
be
almost
a
year
from
now
where
we
will
know
what
that
number
is
2.4
and
2.4
million.
K
A
L
Right,
the
the
11.7
is
technically
part
of
that
that
bar
right.
L
So
again,
the
2.4
is
just
projected
and
that's
still
contingent
that
may
change,
but
based
on
that
projection
we
would
leave
roughly
30
million
in
remaining.
So
what
to
do
with
that?
L
We
can
look
at
one-time
expenditures,
see
potential
uses
of
that
we
could
hold
stick
unsure,
or
at
least
understanding
of
the
economic
uncertainty
that
we
potentially
face,
or
even
closer
to
that
we
have
yet
to
see
presentations
from
our
education
partner
and
those
could
go
beyond
what
we
have
set
up
in
our
current
fy
23
projected
budget.
L
So
with
that,
I
hope
this
sets
the
stage
for
the
review
of
the
multi-year
financial
outlook,
as
well
as
the
conversation
capital.
H
This
is
very
hopeful.
Can
we
go
back
any
two
slides.
I
I
So
I'm
just
interested
to
start
putting
on
the
table
whether
that's
a
discussion
that
folks
are
interested
in
having
is,
as
we
close
out
the
current
fiscal
year.
Are
there
ways
that
we
might
want
to
consider
using
fund
balance
as
a
source
of
funding
for
one-time
projects,
because
we
did
come
in
with
that
10
million
dollar
our
peers
were
coming
in.
With
that
10
million
differential
between
the
amount
of
fund
balance,
we
thought
we
were
going
to
need
to
use
and
the
amount
that
we
are
actually
using
to
balance
this
year's
budget.
J
So
let
us
walk
through
the
financial
outlook,
because
you're
right,
we
have
to
look
at
what
finishes
one
year
and
takes
it
into
the
other.
So
what
we've
been
doing?
The
last
since
I've
been
here
actually
is
thinking
about
financial
outlook
and
looking
beyond
one
year
and
not
having
to
talk
about
a
tax
increase
every
year.
So
we
do
have.
The
next
section
is
talking
about
two
year
outlook
two
to
three
year
outlook.
J
I
This
is
kind
of
the
great
debate,
especially
in
a
time
of
such
economic
uncertainty
is
we
want
to
be
prudent
and
have
that
multi-year
forecasting,
and
yet
we
also
want
to
be
responsible,
responsive,
I
think,
to
a
lot
of
the
things
happening
on
the
ground
in
people's
lives
in
buncombe
county
right
now,
as
we
come
out
of
this
period,
and
I
just
to
me-
I
I
don't-
I
don't
call
into
this
with
a
foregone
conclusion,
but
I
do
feel
like
we
have
responsibility
to
really
kind
of
dig
into
the
question
about
whether
I
mean
we're
more
than
meeting
the
threshold
of
our
policy
requirements.
I
I
The
numbers
here
suggest
that
we,
we
are
in
a
very
strong
position
relative
to
our
policy
of
15,
and
I
do
just
think
we
ought
to
at
least
have
the
conversation
about.
You
know
we
just
got
more
than
you
know.
We
just
got
an
incredibly
high
level
of
requests
for
rescue
credit
funding,
which
we
don't
have
the
funds
to
address,
but
speak
to.
I
Many
many
compelling
needs
in
the
community
that
included
requests
from
other
municipalities
and
from
within
bunch
of
county
government,
and
I
just
want
to
make
sure
we're
doing
our
due
diligence
to
think
about
the
highest
best
use
of
fund
balance
dollars
that
exceed
the
policy
requirement.
We've
set.
We've
now
done
the
capital
transfer,
so
we've
kind
of
met
those
requirements,
and-
and
that's
the
question
that
I
I
I
guess,
I'm
just
sort
of
persisting
on
that-
I
don't
feel
like
we've
had
a
chance
to
really
put
on
and
say.
J
J
Clear
the
is
our
four:
it
is
two
months
of
operations
to
run
a
400
million
dollar
corporation.
So
to
speak
and
20
is
our
high
and
really
one
month
is
eight
point
three
percent,
so
we're
even
not
two
percent,
because
two
percent
is
16.6
percent,
so
going
to
20
is
really
two
and
a
half
months
of
operation.
So,
yes,
we
can
have
that
conversation,
but
I
don't
want
us
to
lose
my
who's.
That
thought
that
our
is
only
two
and
a
half
months.
So
I
just
and
our
want
to
make
sure.
I
That
on
the
table,
I'm
not
suggesting
anything.
That's
not
prudent.
In
the
end,
I'm
just
suggesting
that
we
do
our
due
diligence
on
looking
at
options
and
the
decision
might
be
the
the
the
most
responsible
thing
is
to
not
do
anything
with
this.
But
I
just
my
request
and
other
commissioners
up
for
is
that
at
some
point
in
the
month
ahead,
six
weeks
ahead,
we
have
that
conversation
so.
B
I
do
want
to
reiterate
sam's
point
about
our
education
partners
when
we,
when
they
came
to
us
regarding
an
increase
a
couple
months
ago
in
salaries,
they
did
note
that
they
had
put
a
lot
of
their
salary
increases
using
arpa
one-time
arbor
funding
this
year
in
in
order
to
not
bring
us
such
an
increase
when
the
budget
got
for
them
a
couple
months
ago.
So
so,
while
we
have
rejected,
if
we've
given
them
the
unrestricted
revenue
growth
rate
of
6.22,
it
is
it's
extremely
possible.
I
I
And
I
want
us
to
be
really
cognizant
that
we're
really
zeroing
in
on
them
for
doing
that,
and
it
doesn't
appear
to
be
in
a
positive
way
that
we're
asking
those
questions
that
we're
not
talking
out
of
both
sides
of
our
mouth
and
we're
saying:
oh,
but
we're
going
to
really
dig
into
our
own
fun
balance
but
schools.
We
don't
want
you
to.
So
I
just
want
to
elevate
that
as
part
of
this
conversation
as
well,
that
I
don't
want
us
to
be
disingenuous
in
our
questioning
of
our
schools.
A
A
We
did
for
those
who
were
on
the
board
back
in
my
record,
we
kind
of
had
some
discussions
around
like
we
were
talking
about
similar
situation
right
we're
in
a
budget
we're
talking
about
fund
balance,
and
I
think
we,
we
asked
the
staff
to
kind
of
help
us
understand
how
different
counties
around
the
state
think
about
fund
balance
and
like
what
is
their
fund
balance,
because
we
just
have
our
experience
here
right.
F
A
Like
surprising
orders
of
magnitude-
and
you
know-
and
we
were
kind
of
asking
like
why
do
they,
and
especially
for
such
for
some
of
the
bigger
counties
where
you
know
the
numbers
are
even
so
much
larger
because
their
budgets
are
so
much
bigger?
A
You
know
I
mean
in
a
way
I
kind
of
my
takeaway
from
it
was.
I
was
kind
of
proud
of
us
right
because
I
feel
like
we
were
being
a
bit
more
like
you
know,
we're
not
just
stashing
away
hundreds
of
millions
of
dollars,
we're
using
it
trying
to
kind
of
you
know,
keep
it
keep
it.
You
know
working
for
the
community,
but
I
I
I
will
say
I
also
just
wonder
I
mean
these
are
all
smart
organizations
right
like
I
just
wondered
why
they
were
felt
like
carrying
such
a
larger
fund
balance.
A
Was
you
know
the
right
thing
to
do?
I
mean
when
I
hear
avril
say
remember:
this
is
the
difference
between
like
two
or
three
months.
You
know
it
does,
like
you
know,
make
me
think.
Well
you
know,
maybe
maybe
we
are
keeping
it
too
tight
here.
Maybe
we
need
to.
A
A
Why
so
many
other
counties
seem
to
have
such
a
different
policy
approach
than
we
do
when
it
comes
to?
What
is
the
right
amount
to
carry?
The
fund
balance
that
is
is
is
scooping
off
stuff
over
30
to
capital,
some
benefits
of
that
for
sure,
but
maybe
you
know,
maybe
we
should
be
open
to
doing
more
and
also
well.
At
the
same
time,
hearing
like
yeah,
I
mean
I,
I
agree
with
you.
J
He
did
this
fun
balance
policy
in
2020
2020..
We
did
this
fun
balance
and
give
you
a
range
to
make
sure
that
we
had
more
flexibility
at
a
minimum
15.
So
we
did
that
range
then,
and
we
crafted
the
money
going
to
capital
because
we
have
a
capital
improvement
plan
that
is
not
funded.
So
this
is
the
way
to
start
funding
that
capital
improvement
and
if
we're
going
to
invest
in
the
facilities
that
we
have
in
buncombe
county,
we
need
to
start
running
that
capital.
J
So
that
was
the
rationale
behind
that
time
and
we
were
really
trying
to
walk
that
tight
rope
by
not
having
too
much
taxpayer
dollars
sitting
in
the
accounts
and
working
for
that
balance,
but
you're
exactly
right.
Our
counties,
our
size
and
larger,
have
a
much
different,
larger
fund
balance,
because
two
months
is
really
a
short
timeline
that
you
have
to
meet
all
your
obligations,
whether
it's
debt,
service
or
salaries
or
accounts
table
with
vendors.
J
G
I
certainly
believe
in
a
strong
fun
battle,
and
so
I
think
that
that's
just
really
improvement
for
us
to
at
least
maintain
that
and
consider
so
I
feel
I
feel
good
with
the
way
the
policy
is
currently
and
and
can
you
speak
some
more
too,
because
I'm
supportive
of
in
that
excess
going
into
the
capital
projects,
because
I
do
believe,
that's
important.
Can
you
speak
more
to
that
point
of
how
that's
beneficial
for
us.
B
J
And-
and
we
have
a
five-year
capital
plan
actually
longer
than
that,
what
we
bring
every
five
years
to
you
and
we
don't
currently
have
a
funding
mechanism
to
fund
some
of
those
projects.
So
what
we
were
looking
at
with
this
top
over
20
percent
going
to
capital,
it
was
around
we
can
choose-
and
this
is
a
conversation
I
think
jasmine
wants
to
get
into
is
looking
at
pago
versus
that
service,
but
that
money
can
be
paid
for
debt
service.
J
So
we
have
buildings
and
we
know
we
have
deferred
maintenance
ourselves
on
buildings,
our
own
buildings,
whether
they're
community
centers,
we
own
that
we've
abandoned
or
parks
that
we
need
to
work
on.
There
are
several
assets
we
have
that
we
have
not
maintained
to
the
best
of
our
ability.
So
the
idea
around
the
capital
projects
fund
and
funding
that
we
can
then
choose
to
use
some
of
that
money
for
debt
service.
So
we
can
get
some
of
our
big
buildings
taken
care
of
or
we
can
use
pago
to
keep
the
interest
rates
down.
J
F
I
guess
I
guess
my
question
or
comment
would
be.
You
know
to
jasmine's
point
very
sympathetic
to
her
argument
and
idea
there.
You
know
understanding
that
we
might
not
do
anything
and
understanding
the
schools
are
about
to
come
to
us
with
with
large
requests.
F
J
J
To
commit
the
money
to
capital
projects
or
by
resolution
spend
some
of
that
money,
so
it
will
be
after
the
year
around
all
the
numbers
are
right.
Now
we
have
our
audit
before
we
get
into
budget
and
have
two
separate
conversations.
One
the
audited
numbers
are
here:
here's
what
the
number
is:
that's
going
to
go
to
capital,
and
at
that
point
we
can
make
some
decisions
on
capital
spending.
At
that
time,
that'll
be
my.
B
D
B
B
So
with
this
financial
outlook,
with
those
assumptions
in
mind
and
adding
numbers
for
our
fiscal
year,
22
projections
just
for
your
23
second
pass.
We
see
a
16.5
fund
balance
remaining
fiscal
year
2024,
which
meets
our
target
fund.
Balance
does
get
below
15
in
fiscal
year
25,
which
will
require
future
evaluation
of
revenues
and
expenditures,
as
we
get
closer
today
are
any
questions
about
the
sample
in.
A
B
A
So
that
seems
actually
like
a
pretty
optimistic
number
there.
So
I'm
glad
to
hear
your
options.
J
B
D
B
A
So
so,
okay,
let's
stay
on
this
slide
for
a
minute,
so
I
appreciate
the
multi-year
forecast.
Obviously
this
is
really
all
high
really
high
level
right.
I
mean.
Let
me
just
ask
it
this
way.
I
have
seen
this
presentation
before
right,
like
I
feel
like
every
time
we've
asked
we
kind
of
ask
this
multi-year
forecast.
They
show
the
same
trend
right
but
again,
like
I've
stepped
through
a
lot
of
these
budgets
like
every
year.
A
D
A
But
when
we
start
applying
those
principles
to
this,
then
I
also
just
kind
of
start
feeling,
like
you
know
what
it's
gonna
be
barring
some
really
unexpected
thing
in
the
world
which
we've
seen
some
of
this
happen
lately,
but
the
most
likely
scenario
is
that
it'll
be
quite
a
bit
better
than
this.
So
I
guess
I
just
want
to
ask
like
from
a
policy
making
standpoint
I
mean
I
mean
I
I'm
not
saying
you're
not
doing
it
right,
but
on
the
other
hand,
there's
this
kind
of
experience
of
things
being
in
all
likelihood.
M
B
Without
that
revenue
stream
being
quite
so
high
and
greater
than
it
has
been
20
20
years,
that
that
would
be
an
additional
set.
Almost
7
million
fund
balance.
We
would
appropriate
on
top
of
the
so
so
revenues
came
in
very
high
and
put
us
in
a
position
this
year
too,
that
we
didn't
really
truly
expect
and
and
when
we
were
here
a
year
ago,
we
were
barely
above.
B
We
did
have
more
revenue
than
we
projected,
but
that
number
was
100.3
today,
it's
102.9,
so
so
these
revenues
are
much
higher
than
we
could
have
anticipated
and
that
sales
tax
stream.
I
just
want
to
say
how
hard
it
is
and
difficult.
It
is
to
project
that
stream,
especially
since,
since
we
don't
like
we
will
not
see
these
fiscal
year,
22
actuals
until
we're
in
october.
J
So
and
commissioner,
I
will
say
the
last
two
years:
the
money
from
the
state
and
feds
is
what
really
saved
us
as
well,
because
salesfast
did
not
perform
his
20
first
year
of
the
pandemic,
but
the
state
kicked
in
and
curious
money
and
all
the
other
monkeys
came
and
that's
what
helped
us.
So
they
have
been
things.
D
J
On
we've
had
turnover
this
year
and
we
haven't
spent
the
salaries
that
we
would
normally
have
spent
before
either
so
not
spending
the
expenditures
and
then
sales
tax
is
really
the
one
that
came
in
high,
which
are
two
things
that
has
helped
this
year
in
our
budget.
We
anticipate
not
budgeting
100
percent
of
salaries.
J
We
anticipate
that
it
will
be
turned
over.
I
will
not
turn
over.
We
can't
fill
the
physician's
cup
staff
and
it's
not
there,
so
we
don't
have
a
hundred
percent
big
time.
So
we're
hoping
not
to
leave
that
expense
on
the
table
and
the
other
thing
you
would
notice
is
operations
just
get
flat,
so
we
didn't
put
any
growth,
because
if
the
staff
isn't
here
to
work,
all
that
work
is
not
being
spent,
travel
is
not
happening,
so
we.
J
A
M
Sorry,
I'm
not
don,
but
we
have
some
some
debt
for
dessert.
M
M
We
want
to
talk
through
different
aspects
of
kind
of
capital,
like
maybe
some
like
capital,
101
right
and
then
I'll
walk
us
through
some
different
principles
that
are
found
in
our
debt
policy
and
then
kind
of
how
those
things
are
shaking
out
so
capital
project
versus
capital
asset.
If
I
was
to
ask
you
right
now
what
the
difference
between
that
was,
do
you
think
you
could
faithfully
answer
that
yeah?
M
M
Those
are
typically
large
cost
projects,
example
courtroom,
repair
or
a
200
college
exterior
repair.
A
capital
asset,
however,
is
an
accounting
mechanism.
Essentially,
you
know
we
set
thresholds,
we
capitalize
something
on
the
books.
Those
are
things
like
land
buildings,
vehicles,
machinery
intangibles
or
things
like
copyrights,
software
and
then.
D
M
Good
to
note
that
capital
project
may
result
in
a
capital
asset,
but
not
always.
Example.
If
you
walk
on
the
fourth
floor,
perhaps
they're
putting
down
carpet
on
the
ground
that
may
not
be
a
capital
asset
right,
so
we
typically,
I
think
our
cap,
our
threshold
for
most
things,
is
25
000
and
we're
dealing
with
the
capital
asset
piece,
not
the
capital
project
piece
and
then,
of
course,
land
and
vehicles.
I
believe
we
do
capitalize
those
just
in
general.
M
So
then,
our
debt
policy,
so
when
we
think
through
this,
we
typically
issue
debt
for
bigger,
larger
items
right
like
buildings
vehicles,
we
don't
do
it
for
salaries,
it's
not
a
thing
and
then
we
think
about
the
timing
right.
So
we
usually
do
long-term
debt
for
things.
Vehicles
are
typically
five
years
right,
we're
thinking
about
useful
life,
and
sometimes
it
does
go
beyond
the
life,
for
example
20
to
30
years.
M
You
know
if
we're
doing
something
on
our
current
debt
list,
maybe
the
solar
installation
that
may
last
20
you
may
not
anyway,
so
it's
pretty
general
there.
So
here's
a
fun
conversation
right.
What
do
we
do
with
debt
versus
pay
go?
And
this
comes
on
the
heels
of
a
conversation
you
just
had
about
how
we
transferred
over
a
large
portion
of
money
to
pay
for
some
things
that
we
had
on
friday
or
cips.
So
in
general
we
try
to
only
go
out
for
debt
when
it's
absolutely
necessary.
M
Things
that
make
it
necessary,
so
we
think
about
the
timing
of
something
how
long
it
lasts.
We
think
about
favorable
interest
rates
and
I
use
quotes
over
favorable
interest
rates,
because
what
is
the
favorable
interest
rate
we're
seeing
right
now
that
interest
rates
are
rising
right
and
then
we
try
to
always
make
sure
that
our
credit
rating,
which
is
something
that
these
outside
agencies
come
in
and
they
go
hey.
You
guys
are
this
good
and
potential
investors
will
say.
M
M
Thinking
about
more
debt,
stuff
and
more
paygo
and
the
debt
would
be
quicker
delivery
of
projects.
You
know
we
spread
the
cost.
We
amortize
to
spread
the
cost
over
a
certain
amount
of
years,
typically
20
years
for
the
traditional
capital
projects,
as
we
think
about
them
as
buildings
for
vehicles.
It
does
create
capacity.
We
see
that
capacity
creation,
maybe
more
so
on
the
school
capital
fund
commission
side,
because
we're
leveraging
a
dedicated
funding
source
coming
in
that
is
perhaps
19
million
a
year.
M
You
know
we
could
go
and
spend
money
on
free
projects
or
we
could
issue
debt
and
smooth
it
out
over
time.
As
we
talk
through
the
next
few.
Slides,
though,
remember
that
we're
talking
about
buncombe
county
and
not
the
school
capital
fund
commission,
who
has
its
own
dedicated
fund
and
av
tech,
so
paygo
considerations
how
much
money
do
we
have
on
hand?
We
happen
to
have
15
million
dollars,
which
happened
to
take
big
fell
swoop
out
of
some
stuff
that
we
had
on
cip,
that
we
could
have
issued
debt
for
timing
of
projects.
M
When
can
they
feasibly
be
done
and,
of
course,
interest
savings
we
can
use
for?
You
know,
think
about
like
we
go
from
now.
For
example,
now
I'm
working
through
a
debt
application
for
our
current
debt
issuance
where
we
may
have
some
refinancing
in
there.
We
try
to
treat
our
debt
as
if
you
would
treat
your
debt
at
home,
where,
if
you
had
a
better
interest
rate,
come
up,
we
would
we're
always
trying
to
be
good
stewards
of
that,
and
so
those
savings
can
be
put
towards
other
items.
M
I
feel
like
I'm
going
pretty
fast
with
this
y'all
stop
me.
So
what
this
slide
hopes
to
achieve
is
an
accountability
aspect.
So
in
our
debt
policy
we
have
certain
restrictions
on
how
much
debt
we
will
have.
There
is
a
note
at
the
top
of
your
sheet.
If
you
have
this
slide,
that
basically
says
per
statute:
eight
percent
of
appraised,
value
of
property
versus
debt,
etc,
etc.
We
restrict
that
even
further,
that
is,
that
top
row
there,
which
is
the
net
direct
debt
as
a
percentage
of
our
assessed
valuation.
M
What's
on
the
rolls
there,
we
keep
it
less
than
three
percent,
so
the
numbers
in
the
right
column.
You
can
see
that
we're
at
0.98,
so
we're
doing
pretty
good
there
that
one's
usually
always
good,
because,
as
you
know,
values
typically
go
up
and
the
nature
of
data
is
to
typically
go
down
unless
we
keep
adding
on
to
it.
So
there's
kind
of
a
converse
relationship
there
and
then
one
that's
super
important
is
that
second
row,
the
net
direct
debt
as
a
percentage
of
total
governmental
fund
expenditures.
M
M
We
strive
for
a
ratio
of
65
and
but
we
will
maintain
a
55
or
better,
and
so,
if
we're
shooting
for
a
65
we're
currently
at
76.14,
which
is
a
good
thing
and
then
of
course,
outstanding
variable
rate
debt
as
a
percentage
of
net
direct
debt.
Variable
rate
debt,
of
course,
would
be
great
that
the
rates
kind
of
you
know
shift
up
and
down.
We
don't
like
that,
so
we
don't
have
anything
there.
So
it's
zero.
M
And
here
is
just
kind
of
over
time-
it's
probably
not
too
clear
on
the
screens,
but
I
hope
you
had
in
front
of
you.
You
can
basically
see,
as
you
walk
through
those
different
accountability,
measures
that
were
here
that
we
are
doing
pretty
good.
You
know
we've
done
really
well
over
the
just
since
2017
the
folks.
On
the
fourth
floor,
we
try
to
keep
a
good
eye
on
us
so,
and
this,
of
course,
is
function.
County
related
dead,
not
yeah,
so
I
think
that's
it
any.
I
You
did
it
did
your,
can
you
slow
down
a
little
bit
on,
or
maybe
just
I'm
sorry
review
and
maybe
go
a
little
bit
slower
on
when
we
do
debt
versus
pay
go
and.
M
So,
let's
start
here
so
basically
things
we
want
to
consider
how
much
does
something
cost?
What
is
the
bigger
picture
of
all
the
things
that
have
to
cost
a
certain
amount
to
get
done
in
a
particular
cip
year?
Typically
we'll
look
and
see
what
we
have
left
to
transfer
over.
If
there's
some
room
we'll
try
to
make
it
happen,
if
not,
but
typically
these
are
the
larger
items
right,
like
the
items
that
we're
putting
on
the
current
debt
issuance
are,
and
that
was
the
special
year.
M
Obviously,
but
the
solar
projects
very
expensive,
the
the
fleet
building,
I
think,
is
over
five.
It's
like
over
six
million
dollars,
yeah
so
money.
M
How
long
will
it
last?
You
know
something
that's
going
to
be
consumed
in
the
next
two
years,
probably
not
a
good
candidate
for
debt
interest
rates.
You
know
we
look
and
see
if
interest
rates
are
good
right
now
we're
seeing
interest
rates
are
going
up.
So
now
would
probably
might
have
been
a
good
time
to
use
faygo
if
we
had
money
into
the
bank.
I
J
J
A
So
we
we
could
use
we,
we
could
use
debt
more
right.
I
mean
that's
part
of
the
takeaway
here,
it's
like
we.
We
choose
to
use
paygo
for
some
different
projects,
maybe
a
pretty
meaningful
number
of
projects
that
that
could
be
used
for,
but
for
the
reasons
you're
outlined
right,
like
you,
don't
make
it
there's
payments.
You
know,
for
these
various
reasons.
A
You
know-
I
guess
just
like
part
of
part
of
my
sort
of
takeaway
on
this
is
like
if
there
were
things
that
we
really
wanted
to
do
like
if
our
fund
balance
was
really
tight,
you
know
by
pushing
instead
of
just
paying
for
things
all
at
once.
You
know
financing
them
right
like
that.
That
really
frees
up
a
lot
of
space.
In
your
budget,
I
mean
right
now,
like
we've,
been
in
a
pretty
good
financial
position
like
again
we're
ending
our
years
and
better
than
we
thought
we
would
be
not
worse.
A
A
High,
you
know
the
best
possible
credit
interest
rates
have
crept
up,
but
we're
still
relative
to
like
everybody
else
in
the
world
able
to
access
really
really
low
cost
capital
through
these
kind
of
vehicles
right.
So
it's
a
tool,
that's
in
the
toolbox
that
we
use
and
we
could
use
more
if
we
found
in
our
situation
where
it's
like,
hey,
we
don't
doing
so
much
through
pago,
is
not
as
attractive
because
maybe
we
have
other
other
choices
we
wanted
to
make
and.
M
M
What
we
do
kind
of
under
the
hood
upstairs
is
we
look
and
see
what
we
currently
had
on
the
books
that
we
didn't
issue
debt,
for
which
is
all
those
things
you
guys
paid
for
a
couple
minutes
ago,
and
then
we
look
and
see
what
kind
of
is
on
that
cip
upcoming
and
we
really
start
to
think.
Okay
looking
at
john's
five
year
plan,
what
are
we
rocking
and
then
we
go
from
there,
so
you're
absolutely
right,
great
rating.
We
manage
our
debt.
Well,
it's
there.
If
we
need
it
which
we
typically
do
use
it.
G
J
Have
a
bond
referendum
before
it
is
actually
going
to
the
bank
and
borrow
we
borrowed
money
to
vehicles
the
first
year.
We
started
this
the
share
program
because
we
had
issued
or
bought
vehicles
in
such
a
long
time.
That
was
the
first
year.
I
think
we
did
vehicles,
so
we
tend
to
look
to
see
what's
on
the
planet,
what
are
we
doing
and
then
we
would
bring
it
forward
in
a
budget
conversation.
B
These
are
the
ev's
charging
infrastructure,
library,
renovation,
repair,
public
safety,
training
center
generator,
the
recreation
services
master
plan
and
our
vehicles
for
a
total
of
five
million,
two
hundred
eighteen
thousand
eight
hundred
fifteen
dollars.
You
would
consider
going
out
to
debt
on
the
ems
based
instruction
facility
assessment,
renovation
and
repair
and
solar
on
schools.
B
B
That
we're
going
to
look
at
debt
financing
that
one
that
is
that's
several
projects
combined,
that's
stuff!
It's
the
first
year
projects
that
they've
identified
through
the
comprehensive
facility
assessment.
I
believe
there
is
there's
parking
lot
work
done
at
the
one
of
the
libraries
and
there's
also
elevator
work
in.
D
B
F
It's
it's
the
four
items
we
saw
at
our
december
retreat.
Yes,
if
I
recall.
B
So
our
next
steps
on
may
10th,
we
will
host
fire
districts
who
are
requesting
a
tax
rate
increase
and
our
education
partners.
We
have
three
fire
districts
who
have
reached
out
to
us
and
we
will
consider
those
requests.
First
on
that
may
10th
meeting
and
we've
collected
the
questions
that
you've
asked
of
yet
our
education
partners.
So
you
have
that
information
as
in
advance
of
this
meeting
and
now
that
you've
seen
our
revenues
and
expenditures
together
with
an
estimated
appropriate
fund
balance
of
11.7
million
dollars.
A
F
This
point:
what
I'm
most
parker.
F
G
F
F
B
So
we
gathered
a
list
of
questions
from
you
a
couple
weeks
ago
regarding
schools
and
we
sent
that
out.
They
responded
friday,
I
emailed
their
responses
out
yesterday
and
they
were
also
included
in
today's
packet,
but
you
should
have
their
their
responses
in
your
emails
yesterday.
So
they
did
answer
the
questions
that
you
had
asked.
We
do
not
have
their
actual
funding
requests
in
hand,
yet
they
also
have
to
meet
with
their
boards
in
order
to
formulate
their
budget.
J
J
J
Them
if
they
can
give
us
some
preliminary
numbers,
we
hope
to
have
that
buddy
in
it
a
week,
and
then
we
can
at
least
know
where
we're
headed
recommendations
from,
but
we
have
shared
with
them.
Our
restricted
revenue,
growth
of
six
point
six
percent,
but
to
john's
point.
They
told
us
last
year
that
the
state
is
looking
at
going
to
fifteen
dollars
for
all
the
non-classified.
So
we
know
that
it's
probably
a
bigger
ass
and
the
six
percent.
It's
gonna
cover.
A
All
right,
commissioners,
any
more
questions
for
our
budget
session
today.
J
With
their
community
work
for
their
existing
programs
and
bring
a
financial
plan
to
you
to
endorse
that
plan
would
have
those
kind
of
ongoing
operations.
But
if
you
want
us
to
look
at
that
earlier
as
part
of
this
budget
and
not
use
general
fund,
that's
an
option
that
you
can
put
on
the
table
for
us,
but
the
intent
was
to
have
that
financial
plan
come
to
the
board.
And
then
you
endorse
that.
G
G
D
I
The
I
think
staff
have
developed
a
blueprint
for
a
process
that
will
engage
all
the
right
stakeholders
and
get
us
to
a
place
where
there's
a
lot
of
community
support
behind
the
decisions
that
are
made.
I
A
Yeah,
I
I
mean
I
appreciate
it.
I
mean
I
was
always
like
in
the
first
pass
to
second
pass.
There's
always
kind
of
this
sort
of
you
know
ideal,
like
you
know,
dream
big
and
then
there's
kind
of
like
okay.
What
can
we
do
this
year?
I
appreciate
you
know
thinking
about
the
prioritization
of
the
stuff.
That's
most
important,
I
mean
we
are
bringing
a
lot
more
revenue
than
we
thought,
but
also
we're
seeing
inflation.
That's
going
to.
D
A
Up
a
lot
of
these
revenues
too
and
part
of
it's,
you
know
it's
going
to
be
like
we've
got
a
policy
that
says
we're
going
to
try
to
you
know:
do
payroll
adjustments
to
account
for
inflation.
That'll
hit
us
over
a
couple
different
budget
years
right.
So
that's
going
to
be
that's
going
to
take
a
lot
of
revenues
for
doing
the
comp
plan.
Pay
changes,
that's
going
to
be.
You
know
an
important
investment
for
us
to
make.
A
A
D
A
K
We
need
to
be
careful
because
it's
a
lot
going
on
around
us
now
and
especially
when
you
look
nationally
what's
going
on,
we
don't
know.
What's
coming
in
november,
we
don't
know
financially,
where
we'll
be
a
year
from
now.
You
know,
and
it
appears
we've
been
fortunate,
but
I'm
always
afraid
of
this
one-time
money.
A
A
J
I
A
Where
that
conversation
was
concluded,
I
kind
of
debrief
with
some
people
afterwards
I
mean
it
sounds
like
their
support
for
it.
I
will,
I
will
just
say
you
know
for
myself
from
this
like,
I
I'm
glad
we're
doing
something
and
want
to
continue
to
do
something
yeah.
I
do
you
know
to
me,
though,
it's
a
very
high
administrative
cost
of
the
way
it's
structured
now.
That
does,
I
feel
like.
That
is
something
we
should
continue
to
look
at,
because
I
mean
the
whole.
A
To
help
taxpayers
right
so,
but
if
our
admin
costs
per
program
consume
such
a
high
percentage
of
it,
I
just
think
it's
something
that
we
should
look
at
and
if
there's
there
are
some
other
ways
of
doing
it
to
get
more
of
the
benefit
down
to
the
taxpayers
and
not
just
kind
of
you
know,
consume
some
so
much
of
our
staff
time
and
things
like
that,
I
don't.
I
don't
have
some
great
proposal
to
put
on
the
table,
so
I'm
not
proposing
something.
I'm
just
kind
of
raising
that
as
something
I
feel
like.
J
J
A
Right
right,
but
I
mean
I
really
appreciate
the
fact
that
you
know
phillip
and
everybody
who's
involved
in.
It
really
did
track
like
how
much
staff
time
did
this
take,
because
at
the
end
of
the
day
like
when
you
have
to
think
about
how
many
staff
do
we
need
for
next
year,
like
that's
real
work,
that
has
to
get
done
and
it
gets
factored
into
the
future
planning
and
stuff
like
that.
So
I
think
it's
right
to
account
for
it.
A
You
know
and
if
there's
ways
to
to
make
it
not
as
big
of
a
burden
on
our
staff
as
well.
As
you
know,
there's
also
the
other
part
of
it
is
like
the
the
amount
of
work
that
the
citizens
have
to
go
through
as
well
to
access
to
the
mixture.
It's
a
good
benefit,
but
is
there
a
way
to
make
that
as
user
friendly,
all
right
well
having
some
accountability,
but
all
right?
A
I
don't
I'm
not
hearing
anything
else
right
now,
but
then
avril
like,
if
there
are
other
things
that
commissioners
want
to
say.
Okay,
now
knowing
the
picture,
we're
in
like
there's,
there's
something
else
like
what
is
the
time
frame
that
would
be
sure
today,
but
okay,
if
it's
not
today,
then
what
is
the
next
deadline?