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From YouTube: Buncombe County Commissioners Budget Retreat
Description
The Buncombe County Commissioners budget retreat on December 13, 2022.
A
B
Good
morning,
everybody
let's
go
ahead
and
get
started
with
our
budget
Retreat
and
thanks
for
everyone
for
taking
time
today
to
participate
and
we're
gonna
get
started
with
a
presentation
from
John
Hudson
John,
thanks
for
being
here.
C
Good
morning,
commissioners
I
am
pleased
to
be
here
with
you
today.
As
we
begin
our
efforts
on
the
fiscal
year,
2024
budget
County
departments
have
been
hard
at
work,
preparing
budget
requests
that
will
be
Savannah
next
month
to
our
office.
Today
we
have
several
topics
that
are
intended
to
inform
you
of
how
we
are
addressing
your
priorities
in
our
current
budget
year
as
well
as
plan
for
the
coming
budget.
Here
in
your
packet,
you
have
today's
agenda
copies
of
today's
presentations,
a
handout
on
strategic
priority
highlights
and
information
on
the
alternate
Workforce.
C
We
will
begin
our
discussion
by
looking
at
your
fiscal
year,
2023
priorities
and
the
efforts
that
have
been
undertaken
thus
far,
then
Lillian,
Gomez
and
Mike
Mace
will
bring
you
an
update
on
community
centers
budget.
Analyst
jayshi
will
provide
a
financial
Outlook
that
sets
the
stage
for
a
discussion
of
fiscal
year.
2024
priorities
led
by
Raphael
Baptista
and
strategy.
Innovation
we'll
have
time
for
any
remaining
questions
and
use
today's
feedback
to
inform
our
planning
budget
planning
in
advance
of
returning
to
you
in
the
spring.
D
C
A
year
ago,
you
identified
five
priorities
which
helps
Drive
how
funds
were
budgeted
this
fiscal
year.
Matt
cable
will
brief
us
about
progress
on
affordable
housing.
Rachel
Nygaard
will
discuss
early
childhood
education.
Tim
love
will
inform
us
about
efforts
on
broadband.
Jeremiah
Leroy
will
speak
to
climate
protection
and
renewable
energy,
and
fellow
Mylon
Patton
is
here
with
Mary
Michaelson
from
human
resources
and
Jamie
Judd
from
Emergency
Medical
Services,
to
tell
us
about
developments
relating
to
apprenticeships
for
what
we
are
now
calling
Workforce
Development
initiative.
F
Good
morning
and
thank
you
for
the
chance
to
providing
an
update
on
the
affordable
housing
activities
that
have
taken
place
thus
far
in
FY
23..
F
F
These
total
to
Just
Around,
32
million
dollars
collectively
I
have
the
first
military
item
are
general
fund,
so
that
includes
the
2.3
million
dollar
general
fund
transferred
to
the
affordable
housing
Services
Program,
which
is
the
primary
mechanism
that
the
board
regularly
funds
affordable
housing
projects.
F
F
The
county
has
also
received
North
Carolina
Department
of
Commerce
Community
Development
block
grant
funds.
There
was
a
reward
of
CV
funds
in
the
amount
of
900
000
for
vacation
prevention
and
utility
assistance,
as
well
as
a
recent
award.
It
was
noticed
in
November
that
the
Community
Development
Division
will
be
managing
for
neighborhood
revitalization,
focusing
on
home
repair.
B
Hey
Matt
before
you
leave
that
slide.
Could
you
just
say
a
little
bit
more
about
the
the
position
on
the
86
000
Income
Maintenance
case
worker
position
like
what
what's
that
person
focused.
F
On
doing
my
understanding
of
this
is
not
within
my
department.
My
understanding
of
the
position
is
that
their
focus
was
on
the
housing,
rental
assistance
programs
with
all
the
influence
of
Grant
revenues,
and
then
they
needed
to
provide
that
kind
of
support
in.
C
C
B
So
for
the
for
the
folks
in
the
community
who
are
receiving
some
Financial
benefits
from
the
American
Rescue
plan
for
like
rental
assistance,
or
something
like
that,
this
person
basically
just
checks
to
see
if
they
are
Income
qualified
for
it
and.
G
That
a
permanent
temporary
position
we.
F
Certainly
so
that
Grant,
if
you
recall
in
September,
we
actually
came
before
the
board
and
requested
authorization
to
go
out
and
seek
those
funds.
So
it
is
a
competitive,
Grant
application
process
across
the
state
for
non-entitable
communities,
meaning
those
who
don't
get
a
direct
entitlement
funds
we
put
together
an
application.
There
were
a
number
of
categories
and
through
the
public
hearing
process
we
identified
home
repair
as
the
pressing
need
and
a
justifiable
application.
F
We
were
successful
in
receiving
the
school
requests.
We
were
noticed,
November,
the
9th
I
believe
we
were
noticed
and
Department
of
Commerce.
We
actually
just
reached
out
to
them
this
week
to
kind
of
find
out
about
status.
We
anticipate
hearing
program
in
the
next
month,
or
so
they
actually
moved
to
setting
up
the
agreement
and
be
able
to
explore
with
the
actual
project.
F
F
And
so
I'm,
looking
at
our
outcomes
again,
the
general
ten
dollars
you're,
looking
at
how
the
general
fund
has
made
an
impact
in
this
area
and
that
is
going
to
be
affordable,
housing,
Services,
Program,
so
part
of
the
budgeting
process,
the
identification
of
the
2.2
million
dollars
we're
to
support
these
five
different
projects
and
and
what
you're
seeing
here
are
the
organizations,
the
project
name
or
tiger
and
the
number
of
units
impacted
and
so
collectively,
with
the
2.3
million
dollars
in
allocation.
F
A
A
K
And
I
got
to
hear
your
strategic
Partnerships
director.
We
did
a
pretty
in-depth
presentation
in
September
of
this
year,
so
pretty
recently,
looking
at
the
state
of
the
early
care
and
education
Investments,
and
it
will
be
part
of
a
review
specific
to
our
strategic
plan.
The
education
focused
area
within
that
plan
in
the
coming
months.
So
this
is
intended
just
to
be
a
quick
check
in
about
early
childhood
education
in
the
context
of
budget.
As
you
saw,
this
was
a
budget
priority
heading
into
fiscal
year,
23
our
current
fiscal
year.
K
Our
major
investment
in
early
care
and
education
is
the
Early
Childhood
fund,
which
is
roughly
3.8
million
dollars
annually.
We
also
have
another
almost
two
hundred
thousand
dollars
of
investment
in
one
of
our
departmental
budgets,
which
is
the
public
libraries,
the
preschool
outreach
program,
which
also
supports
early
care
and
education.
K
So
roughly
four
million
dollars
total
and
you
can
see
on
this
Slide
the
the
priorities
that
have
been
articulated
by
the
early
care,
The
Early,
Childhood
committee
slots
and
quality
Workforce,
supporting
families
and
enhancing
the
effectiveness
of
the
overall
system.
I
will
remark
that,
among
those
priorities,
the
one
that
keeps
seeming
to
rise
at
the
top
and
present
itself
as
a
critical
need
going
forward
is
Workforce
that
is
not
unique
to
this
sector,
but
it's
certainly
very
pressing
within
child
care
and
preschool
and
the
overall
early
care
and
education.
K
Foreign
you'll
remember
that
we
also
made
a
significant
investment
as
a
county
in
early
childhood
education
through
our
thought,
through
the
American
Rescue
plan,
act,
coveted
recovery
funds,
specifically
within
that
roughly
3.8
million
dollars
to
fund
two
projects.
One
is
that
pilot
two-year
pilot
to
build
capacity,
to
expand
and
see
Pre-K
and
welcome
that's
led
by
bunkum
partnership
for
children
it
launched
in
August.
K
It
will
carry
through
two
years
and
then
also
Verner
was
funded
Berner
Center
for
early
learning,
doing
an
Extended
Care
project
that
is
actually
nearing
near
enclosure
and
we'll
wrap
up
in
the
next
couple
of
months.
K
So
that
was
the
information
from
a
financial
perspective.
We
also,
of
course,
look
at
outcomes
that
we're
looking
to
achieve
creation
of
additional
slots.
This
is
since
the
Early
Childhood
funding
was
first
established.
We've
supported
almost
400
new
slots,
you
hear
me
say
slot
that's
sort
of
a
seat
or
a
place
that
a
child
could
be
enrolled.
K
We
look
at
goal.
Attainment
by
grantees.
The
pandemic
certainly
was
very
impactful
within
Child
Care
settings.
There
were
times
when
those
centers
couldn't
be
open
and
then,
when
they
reopened
had
been
a
reduced
capacity
for
lots
of
reasons,
including
Demand,
on
the
family
side
to
enroll
their
kids
and
also
availability
of
the
workforce
to
staff
the
classrooms.
Nonetheless,
71
percent
of
all
goals
were
met
by
our
grantees
and
the
most
recently
paid
closed
fiscal
year.
K
But
we
look
at
overall
enrollments
51
of
children
in
that
preschool,
Pre-K
age
are
enrolled,
and
so
we've
watched
that
we
want
to
see
that
number
arise
because
participation
in
the
high
quality
preschool
is
correlated
with
kindergarten
Readiness
and
then,
ultimately,
we
do
look
at
kindergarten
Readiness,
and
you
heard
me
go
into
the
North
Carolina
Eli,
the
assessment
tool
we
now
have
for
looking
at
this,
and
the
data
we
presented
in
September
showed
that
69
percent
of
kindergartners
demonstrate
that
writing
as
a
kindergarten
country.
K
Participate
in
a
formally
licensed
program,
so
they
might
participate
in
less
formal
home
days
or
something
like
a
programs.
But
yes,
we
that's
that's
looking
at
an
overall
Community
level,.
H
I'm
going
to
defer
to
Rachel
I
think
it's
always
better
able
to
explain
the
math
around
slots.
You.
H
H
That's
not
unique
to
Buncombe
County
of
just
sort
of
post-pandemic
decision-making
around
families
and
and
whether
we
will
see
or
how
we
will
see
those
numbers
so
I
think
there's
a
little
bit
of
moving
toward
it
in
that
we've
had
a
lot
of
aggressive
efforts
to
create
new
slots
and
and
now
we're
seeing
some
lag
and
being
able
to
fill
those
thoughts
because
of
the
workforce
issues.
H
So
there's
now
some
regressive
work
happening
or
Workforce
issues,
not
just
I,
think
in
terms
of
the
county,
something
about
potential
investments
in
the
coming
year,
but
also
Dogwood
has
just
announced
a
new
round
of
Grants
Focus,
specifically
on
Workforce
Development,
because
they're
just
being
publicly
announced
I'm,
not
sure
we
have
a
couple
of
Welcome
basis
organizations
doing
that.
All
of
the
the
sort
of
Nexus
of
these
questions
is
very
much
at
the
center
of
the
two-year
pilot.
A
partnership
for
children
is
about
four
months
into
its
point,
with
our
support.
L
A
quick
update
on
broadband
today,
as
you
know,
commission
is
allocated
a
number
of
dollars
towards
Broadband
expansion
through
American
Rescue
plan
dollars.
That
total
amount
is
about
6.5
million
dollars
and
we'll
talk
a
little
bit
about
both
of
those
today.
So
first
off
you
know,
the
Six
Million
Dollar
allocation
for
Broadband
expansion
was
centered
on
matching
State
Grant
programs.
L
L
However,
with
the
the
great
grant
program
which
has
been
around
staff
worked
with
our
Broadband
Community
work
group
to
get
really
prepared
with
providers
and
as
a
result,
we're
able
to
develop
six
applications
for
great
Grant
kids
through
that
process,
and
so
the
table
on
the
right
kind
of
shows
you
what
those
individual
proposals
look
like
that
were
submitted
to
the
state
and
in
total,
if
you
know
all
of
these
projects
were
funded,
we
would
see
approximately
7531
households
served
that
are
currently
unserved.
L
Today,
however,
as
with
many
state
and
federal
Grant
programs,
things
are
complicated.
The
process
created
a
system
for
appealing,
and
in
that
appeal
process
a
number
of
households
were
appealed
by
providers
and
the
reason
I'm
sharing
this
with
you.
So
you
can
understand
the
the
obstacles
that
we
face
when
trying
to
get
people
served
in
our
community.
L
So
if
we
look
at
our
table
on
the
right
as
an
example,
ATT
number
one,
the
original
proposal
was
for
200
2325
households.
L
That
proposal
was
submitted
to
the
state
providers,
then
responded
with
their
protests,
and
you
can
see
in
that
third
column
of
the
2300
1600
were
considered
ineligible,
based
on
a
protest
by
our
provider
and,
ultimately
the
state,
and
so
why
are
these
households
considered
ineligible,
it's
more
or
less,
because
the
provider
said
we
actually
already
provide
service
and
the
question
we
would
have
for
the
state
and
anyone
involved
in
this
process
is
well.
How
do
you
know?
L
Did
we
take
providers
for
the
word
on
this
type
of
activity
and
more
or
less?
The
answer
is
yes.
So
so
looking
at
this,
you
know
if
we
look
at
ATT
number
one
as
an
example,
out
of
the
original
2300
720
were
left
considered
to
be
eligible
households,
that's
a
percent
ineligible
of
about
69
percent
and
then
an
estimated
cost
of
1.3
million
dollars
to
sort
of
roll
that
project
out.
L
So
that's
just
one
example
of
where
we
have
been
working
to
try
to
get
served
households
but
facing
obstacles
at
the
state
at
the
state
level.
You
can
see
those
proposals
there
there's
six
of
them.
Each
of
these.
We
worked
with
providers
to
make
sure
that
they
were
geographically
dispersed,
but
also
to
reduce
redundancy.
So
it
was
very
important
for
us
to
make
sure
that
we're
not
just
sending
all
providers
to
the
same
location,
because
that
would
be
a
great
reason
not
to
fund
all
of
our
applications.
L
So
with
that
said
back
to
the
great
Grant
cycle,
we
saw
a
protests
of
about
4
000
households.
That
said,
the
county
is
guaranteed
to
have
one
great
Grant
award
and
I'll
talk
about
that
on
the
next
slide
and
we'll
we'll
talk
about
the
potential
as
we
move
forward.
L
Additionally,
commission
also
allocated
450k
towards
the
connecting
all
communities
Grant,
which
was
an
arpa
funded
allocation
with
the
land
of
Sky
Regional
Council.
That
work
continues
to
move
forward
and,
in
particular,
includes
a
focus
on
the
housing
authority
of
Asheville
and
increasing
access
for
those
that
are
in
in
that
housing
and
at
this
point,
that
work
continues.
250
households
have
been
served,
and
so
we're
really
excited
about
that
work.
To
kind
of
move,
the
needle
on
multiple
fronts,
because
we
can't
just
rely
on
state
grants.
H
Could
you
just
kind
of
go
a
little
further
than
the
rabbit
hole
on
this
ineligible
by
protest
piece,
so
the
original
households
was
that
what
was
that
assessment
based
upon
is.
L
A
great
question:
it's
a
combination
and
in
broadband
data,
is
so
important,
but
often
very
bad
yeah,
and
so,
if
we
start
at
the
FCC
level,
that's
traditionally
been
where
everyone's
looked.
L
This
data
is
structured
around
census
blocks
and
if
you
have
one
household
in
a
census
block
that
entire
census
block
is
considered
to
be
green,
like
good
to
go
all
right
yeah,
we
know
that's
completely
inaccurate,
because
there's
multiple
houses
in
a
census
blog,
you
can
live
across
the
street
from
someone
who
doesn't
have
access
to
the
internet.
So
we
know
that
data
is
bad.
L
We
worked
with
our
working
group
to
develop
our
own
data
set
where
we
basically
drove
addresses
into
a
website
of
a
local
provider
to
see
which
households
literally
could
be
served
like
they
would
take
their
as
your
address
and
say,
can
I
get
access
at
this
website
and
created
a
map
to
show
where
we
have
access,
and
so
that's
kind
of
Our
Truth.
L
Additionally,
though,
the
great
Grant
is
a
provider
driven
process
and
so
ultimately
ATT
Charter
Frontier.
Whoever
came
to
us
and
said
these
are
the
households
we
think
we
can
serve
and
that
could
be
based
on
their
existing
footprint.
For
instance,
Frontier
only
has
a
front
footprint
in
the
North
Buncombe
Weaverville
area,
and
so
we
wouldn't
expect
to
see
them
down
in
Candler.
It
just
doesn't
make
sense
to
run
those
lines.
L
Additionally,
you
know
we
pushed
providers
to
go
in
directions
where
we
saw
gaps.
So
it's
great
that
you
don't
have
infrastructure
in
Turkey
Turkey
Creek,
but
we
really
need
you
to
because
those
folks
have
no
connection
in
terms
of
how
that
protest
process
works.
L
All
applications
were
posted
on
the
state's
website
and
left
there
for
about
a
month,
and
then
providers
were
able
to
go
access
and
look
and
see,
and
basically
say
no,
we
provide
service
to
that
area
or
that
household
the
the
threshold
for
providing
services
that
you
can
provide
Broadband
access
at
100,
Megs
to
somebody's
house
within
10
days
of
them,
sending
a
service
request.
L
However,
the
standard
for
that
appeal
was
not
judged
by
that
threshold.
If
that
makes
sense,
there's
no
one
going
behind
on
these
protests
and
saying
commissioner
Beech
Ferrara:
did
you
request
service?
If
not,
did
you
actually
get
service?
There's
not
that
level
of
detail
and
the
reason?
Why
is
because
that
would
take
a
ton
of
time
for
the
state,
so
we
get
it.
L
If
you
look
at
the
original
households
that
were
proposed,
you'll
notice
that
there's
a
big
provider
on
this
list,
the
third
one
who
was
only
able
to
come
up
with
200
households
that
they
thought
they
could
serve
in
our
community,
whereas
the
other
providers
who
are
not
as
prevalent
to
our
community
came
up
with
another
7
000
households.
L
After
the
protest
process,
we
still
had
3
700
households
that
were
deemed
eligible
that
one
of
our
largest
incumbents
didn't
touch,
and
so
my
point
in
this
ramble
is
to
say
that
there's
an
incentive
to
play
defense
in
this
process
and
not
necessary
to
play
offense
and
to
be
really
aggressive
in
expansion,
and
so
for
that
reason,
I
think
we
need
to
continue
to
be
aggressive
as
we
can
be
the
states
and
locally
on
this
issue.
H
Tim
I
would
like
you
to
stay
on
your
soapbox
for
a
moment,
because
this
is
really
important
right.
We
we
have
been
working
hard.
Our
staff
has
been
extremely
diligent
on
this
and
as
well
as
that,
Broadband
task
force
and
this
whole
process
is
going
much
slower.
And
can
you
speak
more
about
that,
like
you
know
why
we've
not
been
able
I
mean
it's
great
Frontier
did
get
the
great
Grant,
but
can
you
speak
more
to
what's
delaying
us
being
able
to
do
this
work
that
we've
committed
to
doing
that's.
L
That's
correct
so
with
so
much
money
on
the
line
and
market
share
on
the
line.
There's
a
lot
of
tension
between
incumbents
and
new
providers
and
new,
not
just
like
new
technology
but
new
in
your
area.
And
so
what
we've
seen
or
what
we've
heard
I
should
say
is
lawsuits
have
been
filed
against
the
state
on
this
issue
based
on
the
appeals
process
and
I.
L
H
L
That
is
correct.
The
frontier
contract
I'll
get
to
you
on
the
next
slide,
but
in
the
great
grant
program
there
was
about
450
million
dollars
across
the
state
and
that
money
has
been
allocated
in
multiple
rounds.
There's
about
80
million
dollars
left
and
we
are
actively
championing
to
get
another
one
of
these
great
grants
for
one
of
these
remaining
proposals
funded
and
we'll
see
how
that
goes.
But
all
of
that
is
on
pause
and
I.
B
Bottom
line:
hey
Tim,
so
in
the
areas
that
got
protested
and
dropped
out,
does
it
tend
to
be
like,
like
a
whole
street,
would
be
like
okay,
we
actually
do
have
lines
here
so
like
that
street
gets
dropped
out
or
like
we
don't
need
an
extension
of
that
area.
We've
got
infrastructure
there,
as
opposed
to
like,
like
they
wouldn't
say
like
that.
B
H
But
like
to
be
clear,
though
they
it
doesn't
mean
that
there's
actually
already
infrastructure
there
they're
saying
that
they
could
provide
it
they're,
not
because
when
these
people
call
they're
telling
them
it'll
cost
you
20
30
000
for
us
to
bring
it
to
your
house
when
they
call
but
they're
still
protesting
it
and
saying
we
could
bring
it
there.
It
doesn't
mean
that
they
actually
have
the
infrastructure.
Already
there.
B
So
I'm
sure
this
talk
about
this
all
David
yeah.
Is
there
a
short
version
for
like
why
it
seems
like
these
companies
would
want
taxpayers
to
throw
a
bunch
of
money
at
building
lines
out
into
these
areas?
Instances
they're
they
get
more
customers
right,
so
one
I'm
a
little
confused
about
why
they
would
be
fighting
they.
H
B
Want
competition
there,
wouldn't
it
be
competition
that
they
would
extend
like
in
their
area,
some
more
more
customers
for
them
and.
H
H
L
Of
the
issues
we
find
and
I
know
I'm
taking
way
too
much
time
on
this,
but
if
you
think
about,
if
you
live
in
a
rural
area
and
you
live
on
a
mile
long
road,
what
we
found
in
a
lot
of
cases
is
that
maybe
we
have
five
or
three
on
three-fourths
of
the
mile,
but
that
last
quarter
mile,
if
it
doesn't
have
any
fiber
and
there's
not
enough
households
there
to
justify
that
Capital
expense.
Maybe
it's
only
10
houses
or
something.
L
So
we
have
a
lot
of
pockets
of
that
or
that's
the
one
of
the
primary
issues
we
face.
L
All
right,
I've
got
one
more
slide
and
then
I
will
Glam
moose,
and
this
is
hard
to
see.
But
so
there
is
good
news
and
I
don't
want
to
just
just
pretend
that
the
sky
is
falling,
so
one
great
grand
application
was
awarded
and
that
was
to
Frontier
Communications
LLC.
This
project
will
serve
approximately
1
000,
unserved
households
and
the
the
region.
Here,
those
yellow
dots
represent
households.
I
apologize,
it's
difficult
to
see,
but
think
of
this
as
sort
of
North
Buncombe
Weaverville,
starting
at
Woodfin.
L
Frontier
candidly
will
tell
you
they
do
not
have
a
great
reputation
in
our
community,
because
they've
traditionally
been
a
DSL
provider
and
if
you've
not
had
DSL
in
a
long
time,
that's
about
one
megabyte
per
second,
which
means
you're
not
streaming.
This
you're
not
sending
emails,
you're
not
really
doing
anything.
L
The
reason
it's
advantageous
to
work
with
Frontiers
because
they
already
have
infrastructure,
even
though
it's
slow
infrastructure,
including
the
rights
of
way
and
easements,
so
that
they
can
quickly
lay
fiber,
Hank,
fiber
telephone
poles.
Things
like
that.
So
a
really
exciting
project
minimum
speed
will
be
100
megabytes
per
second,
which
is
great
and
that's
the
same
level
of
service
that
will
provide
to
folks
that
qualify
for
the
affordable
connectivity
program,
which
is
a
federally
subsidized
program.
That's
a
means
based
to
provide
high-cost
or
high
quality
internet
services
to
those
that
can't
afford
it
and.
L
That
Grant
from
the
state
is
3.3
million
dollars
which
will
be
matched
against
commissioner
arpa
dollars
and
we're
waiting
to
sign
that
contract
and
we'll
move
forward.
Foreign.
O
Good
morning,
Commissioners,
it's
great
to
be
here:
I'm
excited
to
talk
to
you
about
some
of
the
climate
protection
and
renewable
energy
initiatives
that
we've
done
over
the
last
year.
In
fact,
just
last
week
we
received
bids
on
five
new
public
solar
projects.
That's
four
new
Buncombe
County
schools
in
one
County
facility,
bringing
the
total
number
of
solar
projects,
the
46,
which
far
in
a
way,
puts
us
ahead
of
everyone
else
in
the
state
in
local
government,
solar
installation.
So
it's
something
we're
very,
very
excited
about.
O
J
M
O
No,
no,
no!
You
preempted
my
statement
because
I
was
going
to
sit.
You
were
lucky
enough
to
go
to
the
holiday
parade.
You
got
to
see
yours
truly
driving
one
of
those
electric
F-150s,
and
it
was
definitely
the
highlight
of
my
ear,
because
I
have
been
waiting
for
that
truck
for
a
very
long
time
and
maybe
someday
I
can
afford
to
buy
one.
So
it
was
it's
very
exciting.
O
Obviously
we
you
know,
we've
got
our
sustainable
Fleet
policy
in
place
and
the
board
adopted
a
resolution
to
make
that
sort
of
a
permanent
thing
for
us,
so
that
we
could
start
moving
towards
the
transition
to
zero
emission
vehicles.
Supply
chain
issues
you
know
across
the
board
with
vehicles
are
certainly
a
challenge
for
us,
but
we
were
able
to
procure
those
first
four
and
are
crossing
our
fingers
that
that
we
can
continue
to
procure
many
more
in
the
future.
O
I'm
gonna
skip
a
bullet
and
because
it's
just
for
continuities
sake,
we're
also,
obviously
installing
evse,
that
is,
electric
vehicle
Supply
equipment.
That's
just
a
nice
way
of
saying
charging
stations
at
multiple
public
facilities
to
sort
of
start
to
facilitate
that
shift
to
zero
emission
Vehicles,
so
that,
as
we
continue
to
procure
these
with
each
New
Year,
we
are
prepared
for
where
and
how
we
continue
to
make
sure
we
have
the
ability
to
charge
these
vehicles
we're
also
just
wrapping
up
an
electrification
and
storage
study
accounting
facilities.
O
That's
essentially
we're
trying
to
be
very
forward
thinking
in
this
process.
Obviously,
we
have
big
renewable
goals
and
we're
very
excited
about
those
goals.
The
next
big
step
for
us
once
we've
sort
of
finished,
putting
solar
where
it
makes
sense
and
where
we
have
the
ability
to
do
so,
is
really
looking
at
fully
decarbonizing
and
going
carbon
carbon
zero
right.
That's
the
that's
the
ultimate
goal
here
and
the
way
we
do,
that
is
by
getting
off
of
fossil
fuels,
electrifying
our
facilities
and
potentially
looking
at
the
opportunity
for
battery
storage
at
those
facilities
as
well.
O
So
we're
in
the
process
of
finishing
up
that
study
and
I
am
looking
forward
to
submitting
the
results
of
that
study
to
our
environmental
subcommittee.
Here
in
the
coming
months,
obviously,
there
are
a
lot
of
other
projects
that
we're
doing
there
with
some
local
fiscal
fiscal
recovery
funds.
O
In
addition
to
all
of
the
things
we've
got
going
on
in
our
department
that
went
to
our
partners,
some
of
our
our
folks
who
do
our
low-income
weatherization
programs
and
things
of
that
nature,
250
000
to
the
Greenbelt
Alliance
for
clean
energy
upgrades
for
low-income
households,
essentially,
what
that
is
primarily
doing
is
like
heat
pump
replacement
for
for
low-income
households.
In
addition
to
the
million
dollars
for
renewable
energy,
solar
on
volunteer
require
districts.
D
O
That
going
to
provide
some
sort
of
recommendation
for
every
County
building
just
about
yes,
so
it
was
related
to
HVAC,
regardless
of
whether
it's
solar
on
it
or
not,
or
that
is
correct,
so
it's
essentially
what
is
it
going
to
look
like
it?
There
are?
We
did
it
like
Baseline
scenarios
right,
so
you've
got
a
facility
if
it's
got
solar
already,
that's
great.
O
O
P
P
Morning,
good
morning,
so
I'm
going
to
begin
by
discussing
the
problem,
purpose
and
connection
to
the
Strategic
plan
and
racial
Equity
action
plan.
Jamie
Judd
from
Emergency
Medical
Services
will
then
recap
the
intent
of
the
apprenticeship
program,
some
of
the
key
highlights
of
their
ongoing
work
and
where
they
see
growth
in
the
future
and
then
finally,
mayor
Michaelson
from
Human
Resources
will
discuss
the
key
considerations.
From
hr's
perspective,
particularly
on
policy
and
procedure,
as
well
as
connecting
with
external
Partners
I,
will
think
who
I
was
talking
about
next
steps
for
discussion.
P
So
this
initiative
from
Workforce
Development
we're
looking
to
provide
a
pipeline
to
employment
opportunities,
increase
labor
capacity
and
alleviate
demand
pressures,
increase
connection
to
government
institutions,
broaden
the
diversity
and
inclusion
of
our
public
institutions,
whether
it
be
along
race,
gender,
socioeconomic
Class,
A
geography
and
then
learning
while
you
earn,
which
will
be
the
outward
cell
of
this
initiative.
So
there
are
many
links
to
both
the
Strategic
plan,
which
you
passed
and
the
racial
Equity
action
plan.
I'll
just
briefly
discuss
them.
P
You
see
the
2025
goal
of
the
educated
and
capable
community,
and
that
Benchmark
is
improving
College
and
Career
Readiness.
You
see
the
goal
of
vibrant
economy,
Through
The,
Benchmark
level,
increasing
median
household
income,
there's
also
a
link
to
the
foundational
Focus
areas
of
equity,
operational
excellence
and
resources.
Q
So
at
Emergency,
Medical
Services
we've
been
talking
about
apprenticeships
for
over
a
year
now
and
trying
to
figure
out
how
to
develop
this.
It
was
the
workforce
issues
that
we're
seeing
in
emergency
services
and
Healthcare
in
general
and
creating
that
pipeline.
We
have
developed
a
program,
a
concept
we're
getting
ready
to
launch
of.
How
do
we
take
somebody
who's?
A
freshly.
Q
It
was
in
a
Paramedic
program
going
through
their
education
process,
have
gotten
their
credentialed
as
an
EMT
and
begin
working
them
in
the
field
doing
their
job
sooner
as
opposed
to
waiting
until
later,
at
the
end
of
their
education
or
the
middle
of
that
when
they
get
their
Advanced
EMT.
And
so
we've
come
to
developed
a
concept
of
building
around
how
AB
Tech's
program
works.
That's
our
major
partner
for
for
new
grads
is
they
entered
their
second
semester
as
they've
just
gotten.
Q
Q
They
also
have
the
opportunities
to
advance
their
credentialing,
and
so,
if
they
enter
the
they
get
their
EMT
in
January,
they
would
enter
the
apprenticeship
in
February
and
March,
depending
on
the
interview
and
hiring
cycles,
and
then
in
October
that
year
their
education
process,
they
would
be
able
to
advance
their
credential
to
advance
DMT.
At
that
time,
we
would
also
Advance
them
with
us.
They
would
go
through
Awards.
Our
medical
director
be
able
to
expand
their
scope
or
practice
inside
the
service.
Q
There's
a
part
of
our
career
ladder,
there's
also
a
pay
increase
that
goes
along
with
that
and
they'll
be
able
to
work
them
more
in
a
more
advanced
level.
It
gave
me
more
experience
towards
working
towards
their
paramedic.
What
the
goal
is
that
following
May,
there
graduate
from
their
program
test
for
their
paramedic
and
they
would
be
set
up
to
move
into
a
permanent
position
having
over
a
Year's
worth
of
experience
with
us
already.
Q
So
that's
so
you're
looking
from
entry
to
a
fully
functioning
paramedic
into
that
program
about
15-month
process
through
AB
Tech's
program,
that's
the
model
that
we
used
kind
of
to
develop
this,
because
that's
the
program
we
work
with
the
most
often
depending
on
the
program,
so
other
community
colleges
such
as
Malin
Blue,
Ridge,
Community
College.
They
do
similar
programs
and
we'll
be
able
to
work
around
that
program
also
and
bring
them
in
same
Concepts
that
it's
not
just
a
B
Tech
students.
We're
opening
this
to
anybody.
Q
Who's
currently
working
towards
a
paramedic
would
be
able
to
qualify
and
apply
for
these.
These
positions
that
we're
creating
we're
happy
to
say
we
actually
have
onboarded
or
in
the
process
of
onboarding
our
first
group,
as
of
yesterday,
they
neod
with
HR
yesterday
they're
currently
doing
their
departmental
onboarding
today
for
our
first
three
students.
These
are
second
year:
students,
baby
techs
are
actually
coming
in
as
advanced
EMTs
already,
and
so
we're
able
to
bring
them
straight
into
that
level.
Q
And
then
we
have
two
more
in
the
pipeline
to
start
after
the
first
of
the
year
to
have
our
first
box
in
their
that
first
cohort
and
then
and
as
the
college
year
starts
back
up
in
January,
we'll
start
recruiting
for
our
next
five
will
be
the
true
EMTs,
we'll
start
at
the
beginning
of
that
program.
That
can
to
start
that
15-month
process.
Q
For
that,
so
we
have
made
it's
been
a
little
hard
get
that
up
and
going
the
the
good
thing
is
it's
because
we've
been
finding
new
employees
for
the
for
the
fill
our
full-time
position.
Q
So
so
we've
got
the
first
four
actually
make
the
fifth
offer
today,
when
I
get
back
to
the
office
to
get
our
fifth
one.
Our
plan
is
to
keep
10
in
the
pipeline
at
all
times
and
so
that
natural
attrition
that
will
happen
as
they
they
graduate
out
in
May
and
we're
looking
for
the
next
five
to
start,
bringing
in
and
keep
tinting
that
pipeline.
Q
So
we're
kind
of
growing
our
own
paramedics
instead
of
having
to
go
out
and
pick
them
off
somebody
else's
tree
and
bring
them
in
to
us
for
that.
So,
in
addition
to
The
Apprentice
program,
we're
also
looking
for
other
opportunities,
how
do
we
get
more
people
interested
into
the
field?
How
do
we
increase
our
recruiting
to
to
bring
people
into
the
MS
field
also
to
bring
them
into
the
area
to
work
for
us
we're
you
know,
looking
at
you
know,
community
outreach.
Q
How
do
we
get
the
interest
in
the
field
getting
into
community
centers
into
schools
into
the
starting?
You
know
just
the
truck
Touch,
a
Truck
type
concept
into
elementary
schools,
career
days
and
middle
schools,
Career
Education
and
in
the
high
schools,
where,
as
we're
getting
things
back
up
and
things
are
open
enough
to
get
back
into
those
programs
and
we're
making
those
connections
back
into
our
high
schools.
We've
been
able
to
get
into
three
high
schools
already
we're
working
to
get
into
all
the
high
schools
in
the
county
is
our
goal.
Q
Q
How
do
we
get
more
into
our
health,
our
community
centers?
So
you
know
you
know:
how
do
we
get
those
to
set
Base
education
and
making
the
community
understand
what
EMS
does
you
know
looking
at
opportunities?
How
do
we
teach
things
like
CPR
or
stop
the
bleed
in
our
community
centers,
engage
with
them
and
find
those
adult
Learners
who
may
be
interested
in
EMS,
and
so
we're
looking
at
utilizing
our
community
health
workers
or
with
our
community
paramedic
team
and
to
gain
start
those
relationships
build
that
model.
Q
Q
Employees
who've
done
one
career
and
has
shifted
over
to
EMS
as
a
second
career,
and
so
those
may
be
opportunities
for
us
to
grow
into
the
future
again
with
the
colleges
we're
getting
back
out
and
recruiting
at
our
colleges,
we
have
a
printing
or
internships
with
five
colleges
right
now
who
come
to
us
to
write
clinicals
as
part
of
their
education
process.
So
we're
expanding
those
out
trying
to
get
into
more
colleges
to
offer
the
not
only
to
recruit,
but
also
to
offer
internships
into
the
future.
Q
Other
things
we're
working
on
because
we
expand
this
out
and
and
get
this
built,
is
you
know
one
of
the
things
we've
talked
with
a
B
Tech
about
and
if
toyed
with
is
how
do
we
start
offering
EMT
classes
in
the
high
schools?
How
do
we
take
this
17
18
year
olds
through
in
their
senior
year
and
credentialed
them
as
EMTs
prepare
them
to
move
into
a
Paramedic
program
being
a
little
bit
of
step
ahead?
And
so
you
know
how
do
we
do
that?
Q
How
do
we
partner
with
a
B
Tech,
is
the
initial
education
body
to
provide
that
training?
And
how
do
we
take
that
into
the
schools?
Sort
of
like
the
fire
departments
have
done
with
a
firefighter
one
Academy
at
Owen,
High
School,
and
so
how
do
we
do
that?
Similar
concept
with
with
EMS
and
and
offering
EMT
we're
I've
been
looking
at
EMS
explorer
programs?
So
this
is
kind
of
a
community
outreach
program
where
similar
to
Boy
Scouts
Girl
Scouts
of
America.
Q
But
it's
you
know:
law
enforcement
fire
has
these
these
programs
they
come
in,
learn
about
the
the
job
and
community
service.
It
gets
an
experience.
Things
put:
hands
on
the
equipment,
do
some
ride-alongs
and
kind
of
grow
that
interest
and
start
in
Middle
School
through
high
school
with
these
programs.
So
what
will
it
take
to
stand
up
Explorer
program
in
the
future
again
to
build
that
interest
into
the
career?
With
that?
Our
hope
is.
As
we
build
all
these
programs,
you
know
we
would
help
diversify
our
Workforce.
Q
It's
the
big
challenge
in
Mercy
services
and
Health
Care
is
how
do
we
diversify?
How
do
we
look
more
like
our
community
and
it's
a
challenge
that
we've
had
for
quite
a
while
I
think
these
programs
getting
into
the
schools
engaging
sooner
and
showing
these
Pathways
will
help
bring
diversity
into
the
future?
For
us,
and
you
know
again
a
strong
Foundation,
you
know
if
they
get
interested
from
the
get-go
that
are
invested.
They
continue
forward
into
the
career
path.
Q
It
helps
create
a
pipeline
for
future
employees
that
we
need
to
bring
not
only
to
EMS
for
the
healthcare
field
in
general
and
a
lot
of
EMS
boys
Advanced
into
health
care
and
we'll
spend.
You
know
five
to
seven
ten
years
in
EMS
before
moving
into
nursing
or
med
school,
and
so
that
creates
that
pipeline
for
everybody
going
forward.
H
I'll
just
say
this
is
very
exciting:
I'm
really
excited
about
the
apprenticeship
program,
and
can
you
tell
us
a
little
more?
It
sounds
like
for
the
high
school
I
was
just
trying
to
Envision,
like
what
that
looks
for
like
for
a
high
school
student
who's.
You
know,
say
a
senior
and
they're
interested
on
this
career
path.
Q
Right,
so
what
will
what
we
would
like
to
do
eventually
is
be
able
to
offer.
You
know,
just
like
a
Health
occupation
class
is
an
EMT
class,
so
you
come
in
in
your
scheduled
class.
For
that
block
is
em
is
EMT,
so
we
go
in
and
teach
the
the
EMC
curriculum
it
would
take
about
a
year
through
the
high
school
program,
just
because
it's
only
an
hour
and
a
half
a
day.
Q
Five
days
a
week,
instead
of
you
know,
you
know
four
or
five
hours
a
night
for
two
three
nights
a
week
like
a
con
ed
program
is
so
that
would
be
the
the
model
look
taken
into
the
high
schools.
How
do
we
build
that
and
then
be
able
to
take
that
around
to
the
different
schools
and
the
logistics,
and
things
are
the
things
we're
working
with
a
B
Tech
to
figure
out,
but
also,
how
do
we,
you
know
sponsor
if
they're
able
to
do
a
con
ed
class
over
the
summer?
Q
How
do
we
set
those
up
our
produce
up
and
advertise
that
and
engage
we're
seeing
you
know
my
child
goes
to
Inca
and
a
lot
of
their
host
of
students
reported
they're
interested
in
paramedicine,
and
so
we
jumped
all
over.
The
rehearsal
program
took
a
truck
out
there
and
they
ended
up
spending
all
day
talking
to
students,
not
just
the
HOSA,
but
the
biology
class
saw
it
so
the
AP
Biology
class
came
out
and
looked
at
the
mannequins,
the
airway,
and,
and
so
we
get
that
interest
that
way.
Q
So
we
think,
if
that,
if
nothing
else
presented
in
some
form,
whether
it's
a
presentation
in
HOSA
or
a
full-blown
EMT
class,
we
start
building
that
interest
and
showing
that
pathway.
That's
not
easily
the
easy
to
find
if
you're
not
looking
for
it.
So
there's
nursing
is
easy,
because
you
see
nurses
everywhere
EMTs,
you
don't
see
them
as
much
in
paramedics,
and
so
how
do
you
how
they
see
what
the
career
field
does
sooner
in
their
high
school
education
middle
school
education?
So
we
start
pulling
them
down
a
path.
Q
This
is
the
things
you
need
to
be
doing.
You
need
to
be
science,
heavy,
you
need
to
be
math
heavy
and
so
that
you're
prepared
to
enter
the
program
for
going
forward.
J
H
Here
so
that
should
hopefully
make
it
easier.
I
do
have
a
question
Jamie.
This
is
really
terrific.
I'm
really
excited
about
it.
For
a
lot
of
reasons,
but
I'm
curious
I
mean
we
know,
Statewide
Community
College
enrollment
is
on
the
decline.
Are
you
seeing
any
of
that
impact
with
the
three
institutions
you've
listed
in
terms
of
being
able
to
recruit
for
the
apprenticeships,
and
then
you
know,
thinking
long
term
of
being
able
to
hire.
Q
The
challenge
is,
is
they
may
start
with
40
that
first
semester,
it's
their
finishing
10.
and
so,
like
two
years
later,
when
they're
graduating
like
10
or
successfully
completing
the
program?
Q
Some
of
it
is
the
students,
don't
quite
understand
the
preparation
is,
but
a
lot
of
it
is
especially
when
they
hit
that
second
semester
and
enter
the
the
paramedic
curriculum
is
if
they're,
if
they're,
not
visual,
Learners,
it's
harder
for
them,
so
that
if
they
don't
get
the
hands-on
experience,
you
know.
Q
It
makes
it
those
visual
Learners,
there's
newer,
Learners
that
will
engage
quicker,
understand
it
and
our
hope
is,
will
turn
out
more
paramedics
on
from
the
back
side
of
AB
Tech,
making
it
more
paramedics
available
to
us
or
to
other
programs
in
their
area.
Sure
in
Blue,
Ridge
is
running
pyramid
classes
just
about
year
round
and
so
I
think.
There's
the
interest
is
out
there
is
this:
the
throughput
again
programs
tend
to
lose
40
to
50
percent
of
their
other
initial
students.
This
new
National
attrition
and.
Q
H
Echo
that
about
this
and
I
wonder
if
there's
been
some
thinking,
as
we
think
about
this
pipeline,
of
whether
we
have
the
ability
to
provide
tuition,
assistance
and
support
and
kind
of
develop.
Sometimes
they're
called
like
core
based
models
or
Public
Health
Service
based
models
where,
in
exchange
for
tuition
support,
a
person
serves
in
a
community
for
giving
number
of
years.
So.
Q
Q
That
it's
it's
a
competitive
process
and
so
we're
going
against
100
counties.
The
Limited
number
there's
been
a
couple
that
have
gone
through,
maybe
Tech
that
have
gotten
that
and
they've
gone
to
have
I,
don't
think.
They've
come
to
us.
They've
gone
back
to
Madison
some
of
the
northern
County,
the
poor
Northern
counties
able
to
get
their
their
college
expenses
forgiven
about
working
with
those
County
Services.
So
there's
some
out
there.
You
know
there's
some
scholarship
programs
that
have
been
established
through
a
B
Tech
to
help.
Q
You
know
offset
that
nice
thing
with
community
college
system,
if
they're
affiliated
with
an
agency
and
it's
through
a
Community
Education
Program,
it's
100
paid
by
the
state
and
and
then
we
do
provides
educational
supports.
If
any
books
materials
we
as
a
service
will
provide
us
even
to
our
current
employees,
so
they
could
take
a
class.
We
would
buy
the
books
and
materials
for
them.
It's
part
of
our
normal
operating
budget.
H
Forward
would
be
great
to
dig
in
a
little
bit
more
and
see
what
current
utilization
looks
like
I'm
on
montgom
County
students
in
that
program
and
something
we've
seen
in
the
early
childhood
space
is
that
even
when
these
great
programs
exist,
sometimes
it
can
take
a
few
extra
steps
to
support
people
in
figuring
out
their
eligibility,
enrolling
staying
enrolled
and
being
able
to
fully
access
the
benefits
of
a
program.
But
it
seems
if
a
program
like
that
is
already
in
place
to
support
this
kind
of
pipeline.
H
That's
really
great
and
I'd
just
like
to
keep
that
on
radar
screen
about
whether
that's
something
you
might
want
to
encourage
participation
in
or
you
know
otherwise
make
sure
folks
are
taking
forward
and
making
sure
that
they
applied
for
the
through
the
FAFSA
about
two-thirds
of
Av
Tech
students
qualify
for
federal
financial
aid,
which
makes
a
big
difference
right,
but
getting
them
to
apply,
is
a
huge
component
of
that.
H
One
of
the
exciting
things,
though,
about
the
high
school
programs,
is
for
the
high
school
students
that
are
enrolled
in
those
the
courses
are
free
to
them
and
then
there's
mechanisms
that
step
in
through
a
B
Tech
to
cover
the
books
and
uniforms
and
that
kind
of
thing
for
high
school
students.
So
it
takes
a
it,
takes
a
financial
onus
off
of
those
students
to
get
some
of
those
courses
knocked
out
in
high
school
as
well.
So.
Q
So
again,
we're
just
now
launching
this
right
now
and
so
again,
the
challenge
is,
we
don't
see
a
lot
of
the
represented
communities
coming
into
the
health
into
this
field
in
general,
and
so
we've
talked
with
Wake
County
about
they've,
been
working
on
this
for
10
plus
years,
and
it's
engaging
sooner,
the
middle
school
high
school
age
to
get
them
interested
in
the
field
to
show
them
those
Pathways
and
set
them
up
to
enter
those.
Q
H
So
I'm
here
to
talk
a
little
bit
about
the
HR
aspect
of
the
work
of
an
alternate
Workforce
in
your
packet
there's
some
expanded
information
that
touches
on
other
areas
of
alternate
Workforce,
we're
highlighting
the
apprenticeship
aspect
of
it
today
because
that's
you
know
tied
to
the
Strategic
priorities,
but
there
is
more
detail
about
other
types
of
alternate
Workforce
in
your
packets.
H
So
from
an
HR
perspective,
alternate
Workforce
for
us
is
anything
outside
of
our
regular
or
Grant
funded
positions.
This
can
be
anything
like
an
apprenticeship,
an
internship
fellowships
or
volunteers,
and
they
vary
in
the
way
that
the
positions
are
paid
or
sometimes
unpaid.
Those
can
be
through
payroll
contracts
or
grants
and,
as
we've
heard
a
little
bit
already,
they
often
rely
on
Community
Partnerships
for
success,
and
so
our
goal
is
to
create
a
policy
and
procedure
for
an
alternate
Workforce.
H
We
also
have
to
make
sure
that
we're
creating
a
consistent
way
to
hire
and
create
a
classification
structure
that
also
allows
for
the
consistency
for
all
the
Departments.
H
For
example,
there
are
very
specific
types
of
work
that
can
be
done
if
you
are
in
an
unpaid
internship,
that's
different
than
what
could
be
completed
as
a
paid
internship
or
a
fellowship
for
us.
It's
important
for
us
to
consider
this
as
a
pipeline
for
employment,
both
from
the
hard
to
fill
positions,
but
also,
we
see
some
departments
that
have
a
retiring
Workforce
that
don't
necessarily
have
staff
that
are
ready
or
members
in
the
community
to
try
to
jump
in
and
move
into
those
positions.
H
So
for
us
this
is
also
a
way
for
us
to
consider
some
succession
planning,
even
if
we
don't
have
succession
planning
within
the
county
department,
as
is
we
can
look
into
the
community
and
consider
that
part
of
our
succession,
planning
I
think
it's
also
important
for
us
to
highlight
the
ability
to
expose
youth
or
community
members
to
work
in
local
government
I.
Think
sometimes
people
have
an
assumption
about
what
is
government
work,
but,
as
we
can
see,
there
are
so
many
different
types
of
positions
that
you
know
like
General
services
or
electricians.
H
This
is
a
nationally
recognized
version
of
an
apprenticeship
which
incorporates
the
on-the-job,
training
plus
the
educational
component.
The
benefit
of
this
is
that,
with
a
registered
apprenticeship,
we
partner
with
an
organization
called
apprenticeship,
North
Carolina.
They
create
the
registered
aspect
of
it.
H
It
registers
the
apprenticeship
program
with
the
community
colleges
and
also
the
Department
of
Labor,
and
if
someone
completes
a
registered
apprenticeship
program,
they
receive
a
journey
worker
certification,
that's
nationally
recognized
and
they
partner
with
us
to
create
the
competencies
expected
for
the
apprenticeship
programs
also
help
us
outline
the
amount
of
time
or
hours
that
would
need
to
be
completed
as
part
of
the
registered
apprenticeship
program,
and
they
also
provide
some
opportunities
for
us
to
access
additional
funding
to
support,
establish
and
maintain
an
apprenticeship
program
in
the
packet
I
think
this
is
really
relevant
to
the
conversation
that
was
just
happening.
H
They
also
support
something
called
A,
pre-apprenticeship
and
A.
Pre-Apprenticeship,
essentially,
is
a
program
that
we
can
design
that's
similar
to
an
internship.
But
if
a
student
completes
a
pre-apprenticeship
program,
they
get
a
certification
also
and
then,
if
they
then
continue
into
a
registered
apprenticeship
program,
the
registered
apprenticeship
program
is
free.
H
The
educational
aspect
of
it
is
then
free,
and
so
that
really
speaks
to
our
need
to
be
able
to
get
into
schools
sooner
and
have
access
to
the
pre-apprenticeship
option,
because
then
their
ability
to
obtain
the
educational
aspect
of
that
apprenticeship
is
is
paid,
for.
There
are
also
opportunities
through
the
registered
apprenticeship
program
for
adult
Learners,
to
receive
funding
to
return
to
school
and
so
I
think
that's
something
else.
H
We've
mentioned
a
little
bit
earlier,
also
with
the
presentations
from
EMS,
but
there
are
a
number
of
possible
external
Partnerships
that
we
can
establish
to
Branch
out
into
not
only
apprenticeships,
but
other
types
of
alternate
course
like
the
internships
and
fellowships
we
have
existing
Partnerships
with
AV,
Tech
or
other
educational
institutions
that
are
local.
We
already
have
a
partnership
with
the
Kayla
program
through
the
city
of
Asheville
apprenticeship,
North
Carolina,
as
I
mentioned,
is
one
that
we've
recently
started
working
with
and
have
consulted
about
a
few
different
possible
departmental
tracks.
H
That
might
be
possible
matches
for
that.
The
high
school
systems,
the
CTE
or
work-based
learning
options
and
then
a
number
of
other
opportunities
for
us
to
not
only
look
at
people
who
are
newly
entering
the
workforce,
but
those
who
might
be
needing
to
look
into
a
different
career
option
such
as
vocational
rehabilitation.
H
And
this
might
actually
be
your
slide.
You
know
I'll
pass
that
over
to
you,
but
does
anybody
have
any
questions
about
the
HR
aspects
or
the
internal
work
that
we
have
to
do
to
to
make
sure
we
create
that
structured
support
for
not
only
the
apprenticeships
but
the
other
types
of
alternate
Workforce?
H
So
what's
your
timeline
on
when
you
expect
to
have
this
up
and
going
wow,
that's
a
great
question.
You
know
I
think
that
we
have
the
the
pilot
work.
That's
happening
with
EMS
right
now,
which
I
think
we're
really
telling
for
us.
As
far
as
a
time
frame
the
apprenticeship
NC
program
itself,
we
have
to
provide
them
information
about
our
internal
internal
work,
the
competencies
it
might
need
to
go
into
that
there's
a
lot
of
advertising
that
would
have
to
happen.
H
We
have
to
still
create
our
internal
policy
and
procedures
for
that
and
then
looking
into
you
know,
how
do
we
advertise
this
is
an
application
process
and
then
how
long
would
they
be
here?
So
if
we
had
a
application
time
frame
of
X,
would
they
be
here
for
a
year
six
months?
So
there's
really
a
lot
of
work
that
has
to
go
into
creating
the
structure
that
we
need
and
then
you
know
really
finding
a
good
fit
for
the
county
departments
to
make
sure
that
what
we
do
create
is
successful.
R
H
Okay,
thank
you,
along
with
us
very
exciting
as
well.
It
sounds
like
a
Wise
Wise
way
to
be
moving
I.
Think
it's
a
great
way
to
look
at
internally
growing
employees
and
meeting
the
needs
within
the
county
and
I
really
appreciate
the
thoroughness
that
you
all
are
putting
into
looking
at
this
and
knowing
that
in
order
to
get
it
right,
it
takes
time
and
that
we
do
have
a
I'll
call
it
a
pilot
with
EMS
to
look
at
so
that
we
can
learn
from
so
that
we
can
get
this
right.
H
I
think
that
attention
to
detail
and
therapist
it's
going
to
be
really
key,
which
yeah
one
thing
I
could
talk
about
this
all
day,
but
I
won't.
One
thing
that
I
think
is
really
interesting
about
the
registered
apprenticeships
is
that
even
existing
employees
can
hop
right
in
and
they'll
give
them
credit
for
both
any
of
the
outside
educational
work
that
they've
done,
but
then
also
their
on-the-job
experience.
So
that
way,
someone
even
if
they're
an
existing
Workforce
member
and
they
would
like
to
advance
their
skill
set.
H
P
Just
to
briefly
discuss
next
steps,
I
know
that
both
Mary
and
Jamie
had
gone
into
it.
We
want
to
finalize
that
county-wide
program
structure.
We
want
to
collaborate
with
our
stakeholders,
even
when
looking
at
commissioner
Peach
virus
comment
on
seeing.
P
What's
already
out
there,
we
look
at
Partnerships
the
Chamber
of
Commerce
and
their
accelerate
bunkum
initiative,
they're
going
to
hopefully
be
adding
the
EMT
certification
to
that
whole
agenda,
so
providing
another
pathway
for
tuition
assistance
looping
in
with,
what's
already
there
again
finalizing
the
program
structure
as
Mary
just
delved,
into
creating
the
engagement
plan
with
cape
to
ensure
that
we're
reaching
targeted
communities
and
effectively
meeting
the
purpose,
tracking
economic
impact
and
outcomes
from
track
and
pay,
comparing
it
to
the
Ami,
comparing
against
median
incomes
of
major
industries
and,
importantly,
comparing
paid
to
what
they
may
have
been,
making,
whether
it's
reduced
amount
or
zero.
P
We're
able
to
tell
the
economic
story
about
short
and
long
term
for
distribution,
not
just
keeping
focused
tiny
but
keeping
their
spouses
their
children,
especially
their
credential.
It's
a
generational
thing,
then.
Lastly,
exploring
opportunities
for
growth.
This
Admiral
said
many
departments
have
expressed
interest.
It
may
manifest
itself
and
apprenticeship
a
fellowship
and
internship,
but
again
it's
threatening,
while
you
are
doing
it
s
best
consideration.
Yes,
no.
A
Good
job,
if
not
so
look
forward
to
our
update
on
community
centers.
S
I
All
right,
I'm
going
double
duty
here,
so
Mike
and
I
are
here
to
chat
about
our
community
centers.
Not
here
with
us,
is
Allison
daines
who's,
a
big
part
of
this
work
from
our
Parks
and
Recreation
Department,
but
we're
going
to
try
to
muddle
on
without
her.
I
So
what
we'll
chat
about
today,
we've
got
a
little
background
information,
our
assessment
process
and
the
Investments
that
we've
made
so
far.
The
current
collaborations
that
we
have
in
place
are
Outreach
and
engagement
planning
and
then
any
questions
you
have
in
next
steps.
I
So,
as
you
probably
remember
about
a
year
ago
today,
we
chatted
about
community
centers
at
the
last
year's
budget.
Retreat.
What
you
have
there
in
front
of
you,
which
is
very
hard
to
see
in
this
room,
is
the
map
of
the
locations
of
our
community
centers.
The
one
on
the
far
left
in
Sandy
mush
is
the
Sandy
mush
Community
Center
down
on
the
bottom
right,
where
there's
a
little
walking
person
that
is
the
Bent
Creek
Community
Park.
I
We
will
refer
to
it
as
a
community
park
for
these
purposes,
but
of
course
we
have
multiple
other
parks
in
our
portfolio
outside
of
this
one.
Moving
North
Northeast
there
in
Weaverville,
that
is
the
Beach
Community
Center,
the
Bent
Creek
location,
does
not
have
any
normal
structure
to
it.
There's
a
shelter
but
no
actual
building
the
beach
location
has
a
structure
has
a
building,
but
it
does
not
have
HVAC.
I
So
we
do
have
some
limitations
at
that
location
and
then
the
furthest
one
in
the
Northeast
over
there
in
barnardsville,
is
our
big
Ivy
community
Community
Center.
So
we
have
several
funding
opportunities
for
our
community
centers.
Certainly
we
have
our
county-owned
facilities
that
we
just
talked
about.
They
are
all
eligible
for
grants
for
competitive
Recreation
or
competitive
grants.
Recreation
programming
operation
needs,
we
are
Buncombe.
County
budget
is
for
the
facility
repairs
and
improvements
will
continue
to
evaluate
that
facility,
health
and
figure
out.
I
What
that
ongoing
maintenance
and
repair
looks
like
Mike
can't
wait
to
talk
about
that.
We
also
have
our
privately
owned
facilities.
They
also
are
eligible
for
those
competitive
Grant
processes
to
get
those
Grant
Awards
same
thing.
Recreation
program
operation
needs,
regardless
of
whether
they
are
public
or
private.
We
will
still
work
to
create
an
engagement
plan,
an
annual
calendar
to
further
partner
with
all
those
community
centers
and
extend
to
underserved
and
rural
areas.
I
D
D
There
were
roughly
67
500
worth
of
identified
needs
of
this
facility.
We've
already
addressed
electrical
issues
and
shelter.
We've
moved
about
10
trees
that
we're
leaning
on
President's
property
from
our
property.
We
also
purchase
new
basketball
goals,
we're
getting
ready
to
get
quotes
on
doing
the
resurfacing
in
their
playgrounds
and
the
basketball
court
and
then
you'll
see
as
the
last
item,
which
is
forty,
five
thousand
dollars
have
been
asked
for
it
that
money
could
repaid
their
parking
lot
area,
their
FY
24
capital.
D
This
is
a
pictorial
view
of
our
big
Beach
Community
Center,
built,
of
course,
in
1960
5
000
square
foot,
building
about
93
000
worth
of
equivalents
that
are
needed
over
five
years
to
have
addressed
those
likely
issues
that
the
building
accidentally
grads
issues
with
door
locks
better
fire
extinguishers
may
also
listen
a
fire
marshal
inspection
back
on
11
22.
D
B
D
Number
we
we
haven't
identified
that
we
would
replace
it.
Yet
we've
been
working
with
that
community
centers
one
of
the
issues
is:
do
they
actually
have
the
funding
to
pay
for
the
electricity
for
the
HVAC
system?
So
it's
not
like
we
go
in
and
just
installed
the
same.
We
are
working
on
those
communities.
A
H
D
They
do
rent
it
out,
they
do
I
know
during
covert
had
an
issue
with
raising
money
for
the
rents,
but
I
do
have
wedding
venues.
Things
like
that
they're
very
particular
they're.
Very
they
don't
really
want
our
involvement,
so
to
speak,
I
mean
they're
they're
kind
of
like
they
want
to
stand
alone
and
they've
asked
us
hey.
You
buy
paint,
we'll
paint
and
things
like
that.
Okay,
okay,.
B
Yeah,
you
know
so
so
we
don't
spending
too
much
time.
I'm
just
kind
of
curious,
like
I.
Don't
know
that
like
how
is
this
a
county-owned
facility
did
each
of
these
facilities
did
the
county
build
this
facility
or
was
it
donated
to
the
county
or
like
because
it
sounds
like
it's
not
something
that
we
have
a
lot
of
direct
roll
over
what's
going
on
here,
but
we
own
it.
So
what's
the
story
there.
R
B
I
mean
I
think
it's
relevant
because
obviously
it's
like
we
own
it,
but
it
doesn't
sound
like
it's
something
that,
like
most
things
that
we
own,
like
you
know
it's
like
the
county
program,
but
this
is
technically
owned
by
the
County
vote,
but
not
functionally
operated
by
the
community.
So
just
understanding
that
that
background
would
be
helpful
right.
It's
like
you
know.
You
think
we
have
a
county
building
that
doesn't
have
an
agency
system
like.
Obviously
you
want
to
do
something
there,
but
in
a
way
it's
really
not
a
county
operated
facility.
D
J
D
D
D
Some
of
the
big
hits
you
see
in
fy2425
is
basically
taking
all
of
the
exterior
windows
out
of
that
facility,
replacing
those
doing
brick
and
mortar
tough,
pointing
actually
weather
preventing
the
exterior
of
that
building
over
a
network
26
and
27.
Where
you
see
another
big
year,
it's
a
new
group,
that's
installed,
and
then
the
FY
2728
is,
if
you
actually
want
to
redo
the
third
floor
of
this
facility
and
I'll,
show
you
here
on
the
slide,
a
picture
upper
left
hand
corner.
You
can
see.
D
H
I
would
so
I
can
speak.
Some
of
that
I
would
say.
I
chatted
with
the
folks
at
Big,
Ivy
and
Sandy
Russia's
weekend,
like
with
that
one
with
Cinemas
I
think
because
I
saw
those
numbers
when
I
looked
at
it
and
clearly
some
of
those
are
very
large
numbers.
I
think
you
know,
staff
could
sit
down
and
whip
the
community
and
prioritize
and
clearly
not
all
of
that
would
need
to
be
done
right
because
when
I
asked
them
they
had
no
idea
what
those
numbers
were
all
right.
H
So
so
there's
clearly
would
need
to
be
some
sit
down
and
prioritize
like
that,
because
you
know
they're
functioning
on
those
first,
two
Wars
and
those
first
two
floors
that
are
only
utilizing
for
their
youth
programs
and
their
food
programs,
and
all
of
that
and
and
they
did
really
appreciate
the
being
that.
E
H
Mentioned
you
all
did
that
I
think
that
was
what
20
000
or
something
you
put
in
there,
and
so
by
doing
that
now,
they're
applying
to
Golden
Leaf
to
go
in
and
do
what
else
needs
to
be
done
in
there.
So
that's
the
type
of
thing
that's
very
helpful
where
there
was
that
structural
thing
that
was
handled
and
now
they're
going
out
and
seeking
other
funds
to
do
what
they
want
to
do
in
that
space
that
beneficials,
but
clearly
yeah.
B
The
Buncombe
County
Schools
also
donated
it
to
Buncombe
County
right
because
they
didn't
need
it
anymore,
but
so,
just
you
know,
with
the
different
programming
and
things
like
that
are
because,
obviously
there's
value.
Obviously
you
don't
want
to
see
the
building.
You
know
you
want
to
be
it
maintained,
but
those
are
really
big
numbers
right.
So
obviously
we
didn't
have
to
think
hard
about
like
it's
the
level
of
public
activity.
H
There's
that's
why
I
was
asking
what
was
the
activity
at
beach
like
I,
know
big
audience,
they're
running
multiple
programs
right
so
they're
saying
it's
been
done.
Clearly
a
room
right
right.
You've
got
to
do
something
like
that
when
that
time
comes
because
then
that
you
know
keeps
everything.
Okay,
I
would
question
because
I'm
pretty
sure
they
put
new
windows
in
so
I'm
surprised
when
you
mentioned
Windows,
because
I
think.
H
H
D
Yeah
there's
several
the
extra
you
can't
really
see
what's
good
for
the
rebar,
showing
them
seal
windowsill,
areas
that
need
to
be
repaired
and
replaced
at
that
time
we
would
pull
those
out
and
put
new
ones
in,
but
like
a
vinyl
top
window
so
that
you
wouldn't
have
to
paint
it.
You
could
turn
things
up.
H
D
That's
correct
the
third
floor
renovation
could
be
something
that
if
they
don't
want
to
use
the
third
floor,
we
just
go
up
there
clean
it
up.
If
you
do
want
to
use
the
third
floor,
what
happens
is
when
you
start
investing
money
20
of
what
you
invest.
Let's
say
you
put
three
million
dollars
into
the
building.
600
000
of
them
would
have
to
go
towards
Ada
improvements
because
it's
built
in
1927..
Therefore
it
doesn't
need
any
of
our
code
requirements.
You
know
the
stairwells
would
have
to
be
replaced
their
balconies,
there's
areas
that
you
have.
D
B
G
Because
it's
not
a
historic
deal
and
it's
just
an
old
bill
yeah
and
we're
talking
about
spending
down
the
road,
seven
million
dollars
yeah.
You
know
at
some
point
in
time.
We
need
to
look
at
just
demolishing
the
thing
and
building
a
new
efficient
building.
That
would
be
better
for
the
neighborhood
yeah.
H
As
we
move
forward
in
these
conversations
and
I
say
this
with
no
No
Agenda,
nothing
but
I
wonder.
Have
we
had
the
conversation
about
how
these
building
usage
overlaps
with
other
County
programming
services
and
needs,
or
whether
some
of
these
centers
might
present
some
opportunities
around
facility
needs
that
the
county
departments
have
and
is
there
any
any
previews
of
that?
There's.
D
So
this
is
the
last
one
here
at
Big,
Island
community
center
4900
square
feet,
probably
in
Investments
around
300
000.
we've
had
some
electrical
issues.
We've
taken
care
of
there's
one
building
out
there
that
we
had
to
take
offline.
D
It
was
some
building
they
were
using
during
Halloween
where
they
were
putting
people
through
the
building
and
it
really
was
unsafe,
so
kind
of
took
it
offline
to
the
meter
out
that
one
and
make
it
as
more
of
a
storage
building
for
those
folks
out
there
we
did
replace
an
HVAC
unit
and
our
numbers
above
they
probably
need
I,
think
there's
two
or
three
more
units
that
need
to
be
replaced
in
the
future.
We
did.
D
We
would
Mark
the
exit
signed
with
probably
created
some
40
odd
work
orders
for
our
team
to
go
in
there
and
do
various
repairs
advances
it
needs
to
get
out
of
that
building.
Yeah.
H
Helpful,
they
I
know
they're
very
important,
they're,
very
proud
that
they
have
a
pool
out
there
to
serve
their
community
and
they
have
their
concerned
about
full
playground
and
I.
Think
a
picnic
area
making
sure
that
all
that
it's
still
safe
and
accessible.
A
D
Ball
field
area
just
like
beach,
is
that
they
really
don't
have
a
lot
of
funding,
so
they
have
to
avoid
you
know
they
move
two
or
three
times
a
year.
Then
it
grows
up.
It
looks
terrible
then
they'll,
you
know,
raise
money
and
go
back
and
mow
more.
You
know
those
are
the
things
that
we
hope
to
work
with
family
General
services
to
establish
you
know
we
can
do
that
loan
form
and
help
them
out
with
those
things.
A
H
J
B
There
so
so
was:
does
anybody
know
how
the
county
got
this
one.
A
B
B
B
D
R
So
we
did
come
up
and
I
know
we're
going
to
talk
a
little
bit
about
how
we
can
collaborate
and
you
guys
get
to
decide
if
you
want
to
put
that
kind
of
investment
in
as
well
as
a
collaboration
part
to
Jasmine's
Point.
How
do
we
use
what
benefit?
Do
we
get?
What
public
benefit
are
we
going
to
get
for
the
facilities.
I
So
so
we
talked
about
a
little
bit
about
the
competitive
threat
that
these
community
centers
can
apply
for
FedEx
screen
receive
six
thousand
dollars.
That
was
a
recreation
Grant
big
ID
you'll
see
29
175
with
a
special
actress
that
they.
H
Also
are
one
of
our
community
connectors,
so
we
have
a
weekly
Community
engagement
Market,
where
we
not
only
distribute
food
but
also
connections
to
other
services.
We
have
brought
you
know
our
tax
department
out
there,
several
times
sheriff
department.
S
I
20
000
of
that
is
that
Community
Connector
and
then
other
grants
and
then
the
Sandy,
much
Community
Center
3420
in
those
competitive
grants,
so
we'll
continue
to
to
offer
those.
But
currently
at
Big
Ivy.
We
have
a
number
of
regular
programmatic
work
that
we
do
there.
Obviously
the
community
connection
for
six
years
and
our
weekly
engagement
markets.
That
was
one
of
our.
H
Test
sites
we
offered
distributed.
I
Mass
out
there
partnered
with
the
fire
department
right
there,
amplification
of
our
County
initiatives.
Comprehensive
plan
is
a
really
good
example
of
our
partnership
with
big
Ivy
to
help
make
sure
that
that
serves
as
a
hub
of
community
discussion
and
our
services
there
solid
waste
focus
groups.
Big
games
have
really
great
feedback.
I
We
have
a
program
called
buffalo
Corners
through
our
community
engagement
markets,
where
folks
can
come
to
our
staff
and
figure
out
and
ask
us
whatever
they
need
to
talk
about,
and
then
our
sample
connect
them
to
the
right
people
within
Johnson
County,
so
they
don't
have
to
call
and
then,
of
course,
you've
gone
out
there
with
our
job
opportunities
as
well.
Candy
much
is
a
little
bit
more
difficult
because
you
all
have
such
such
robust
programming
there.
Already
it's
kind
of
hard
to
get
ourselves
in
there.
I
H
I
And
everything
we
don't
have
much
of
a
presence
due
to
the
infrastructure
of
limitations
at
both
of
those
locations.
We
can
talk
about
creating
an
opportunity
of
days,
local
community,
where
we
take
our
consolidated.
H
I
I
The
rural
areas
and
make
sure
that
we
have
a
good
presence
there
equipment
and
Staffing
and
then
continue
to
operate
in
that
cycle.
We
would
have
to
scale
up
at
some
locations
like
standing,
less
and
big
Ivy
scale
down
at
locations
like
beach
and
Bent
Creek,
due
to
those
limitations
and
and
work
with
what
we
can
in
those
spaces
and
then
also
offer
the
same.
At
those.
H
Came
on
because
it's
something
that
I've
been
hearing
from
the
communities
right,
because
they've
they've
got
different
programs
like
the
big
Ivy,
actually
got
a
dogwood
Grant,
and
so
it's
a
healthy
opportunity
pilot
that
they're
doing
there,
which
is
very
exciting.
What
they're
able
to
do
and
then
in
standing
much.
They
started
with
working
with
their
seniors
and
they
have
a
program,
and
they
do
that
monthly.
H
And
you
know
that
was
the
sheriff's
department
was
here
this
past
weekend
and
they
brought
their
therapy
dog
and
they
did
talked
about
fraud
with
the
seniors
that
were
there.
But
I
know
that
they've
been
very
interested
in
having
things
like
that
mobile
phone
and
things
that
actually
come
out
to
their
Community
Center.
So
that
would
be
something
that
they're
definitely
interested
in
the
question.
B
About
that
for
preventing
we
all
targeted
by
specific
area,
what
service
you
might
provide?
Is
there
any
idea
of
what
kind
of
service
you'd
want
to
give
to
memory?
Because
I
know
that
area
is
changing
a
lot,
because
there
might
be
a
disparity
between
the
professionals
who
live
right
after
the
road,
which
is
the
folks
who
have
there
for
40
years.
H
R
Yeah,
so
we're
building
that
out
now
and
the
sheriff
is
here,
but
one
thing
the
sheriff
has
mentioned
several
times
is
going
to
this
District
model
where
he
would
want
to
land
in
place
in
those
districts
that
he
can
have
officers
deputies
to
spend
the
day
or
show
up
so
I
know.
That's
one
thing
that
we
want
to
build
into
our
model
as
we
talk
to
these
community
centers,
especially
the
ones
that
we
own.
How
can
we
make
sure
there's
space
for
that
Sheriff
Deputy
to
have
a
landing
spot
when
he's
in
that
District?
F
T
So
very
much
so
the
goal
is
to
see
how
we
can
do.
Substation
I
spoke
about
housing
move
towards
on,
but
just
to
give
up
the
building
be
more
engaged
with
our
community
and
being
out
there.
So
the
deputies
now
will
know
who
they're
talking
to
you,
but,
more
importantly,
the
community
will
know
who
the
deputies
are,
who
are
patrolling
that
area
and
the
deputies
are
who
investigate
the
crimes
in
that
area
who
the
sros
are,
who
assigned
to
the
helium?
Who
are
the
folks
that
deliver
in
their
civil
process
papers?
T
If
they're
already
in
that
area
and
they're,
responding
to
certain
places,
I
don't
know,
I
know
that
Sandy
West
will
be
a
challenge
because
it's
so
cool
out
there.
But
at
the
same
time,
I
think
that
it's
important
now
that
we
reach
out
to
our
community
and
let
them
know
that
we're
working
with
them
to
solve
their
issues
and
problems.
So
100
we're
looking
to
be
more
involved
in
our
community
and
substations
and
totally
involved
in
our
community.
B
Are
these
Community
facilities
located
like
if
you
just
if
you
just
kind
of
ignore
them
for
a
second
instead
I'm
going
to
look
at
Buncombe
County?
Where
do
I
need
substations,
and,
and
would
you
would
it
be
these
places
or
or
just
I
mean
again?
We
didn't
choose
these.
For
this
reason
they
just
kind
of
happened
to
be
there,
so
are.
Are
they
in
the
right
locations
for
substations
to
you,
know
efficiently
work
or
some
of
them
might
be,
some
of
them
might
not
be,
or
what
are
your
thoughts.
T
Well,
that's
part
of
our
studies
that
we're
looking
at
is:
how
do
we
utilize
our
resources,
better
and
meaning
of
causal
services?
Our
complaints,
if
you
will
so
I,
really
can't
answer
that
question
for
you
right
now,
but
that's
part
of
our
zones
and
so
as
we're
looking
at
the
tones
some
zones,
they
have
four
people
of
science.
Some
may
have
two.
Some
may
have
six,
it's
all
based
on.
You
know
the
caulking
services
and
response
times,
and
we
want
to
make
sure
that
those
continue
to
go
down.
T
We
want
those
to
go
down,
so
this
may
or
may
not
be
the
perfect
spot
for
us,
but
right
now,
I
just
know
that
we
have
to
be
focused
and
looking
toward.
Where
is
a
good
spot,
and
so
and
sometimes
you
have
to
take
what
you
can
get
and
so
not
that
we're
not
just
doing
it
just
to
be
doing
it.
We're
doing
it
because
we're
here
to
serve
our
community
in
the
best
possible
way.
B
T
I
think
the
other
part
is
when
we
think
of
a
substation
that
may
be
just
a
place
where
officer
comes
and
does
a
report
or
maybe
his
comes
and
sit
down
and
take
a
break.
The
idea
is,
you
have
to
be
more
in
our
communities
visible,
and
so
some
of
this
may
like
Sandy
much,
maybe
a
face
if
we
don't
do
pull
in
for
a
substation,
but
it
is
a
place
that
we
want
our
officers
to
come
and
spend
some
time.
I
A
R
R
Yes-
and
that
is
what
Lillian
just
mentioned-
that
her
community
engagement
team
has
been
talking
to
those
communities
to
make
sure
we're
bringing
the
right
service
for
that
route,
and
we
so
we
will
continue
working
on
that
to
make
sure
we
don't
show
up
with
to
her
point
the
whole
Cadre
of
Welcome
County
Services,
and
you
don't
want
that.
So
the
tax
office
you
have
questions
is,
is
it
Social
Services
Medicaid,
Health
Insurance?
What
does
that
look
like?
So
we
are
working
to
make
sure
when
that
does
get
here.
H
And
it's
Sheriff
Miller
and
his
team's
looking
at
you,
know
the
utilization
and
where
they
want
to
be
visible.
Is
that
also
an
opportunity?
It
gets
back
to
EMS
being
in
community
centers?
What
they
really
talked
within
the
city
is
that
an
opportunity
to
expand
some
of
that
Outreach
as
well
yes
and
separate
from
mobile
health.
R
You're
right-
and
you
might
recall
that
last
year
you
did
fund
an
EMS
study
to
make
sure
we
know
where
or
as
we
grow
our
community,
where
the
new
EMS
stations
need
to
be
and
if
we
can
partner,
because
we
have
the
fire
departments
that
we
partner
with,
but
there's
some
gaps
still
in
our
response
time.
So
that
study
is
wrapping
up.
So
we
should
have
that
report
to
you
early
next
spring
and
we
as
we
look
for
the
sheriff's
department
where
he
wants
to
land.
How
do
we
marry
those
two?
R
H
Parallel
tracks
related
to
library,
facilities
and
usage,
and
also
to
the
master
planning
that
will
be
underway
around
Parks
and
Rec.
And
just
for
me
at
least.
It
would
be
helpful
to
have
one
conversation
where
all
of
that
is
in
one
container,
where
we're
just
kind
of
thinking
about
the
ways
that
not
just
from
the
perspective
of
the
the
facilities
that
already
exist
and
how
they've
been
historically
used.
But
in
a
future-pacing
way
of
how
we
are
best
serving
really.
S
H
Part
of
the
county
from
a
programmatic
community,
building
wreck
right
so
and
Library
like
it
just
feels
like
we're
kind
of
having
these
conversations
on
three
separate
tracks
right
now
and
that
they're
and
and
that
there's
a
lot
of
Givens.
But
at
the
start
of
the
conversation
based
on
sort
of
where
facilities
currently
exist
and
what
currently
happens
in
them
versus
a
little
bit
more
of
a
broad-ranging
conversation
around
how
we
can
sort
of
best
get
modernized
relevant
services
to
different
parts
of
the
county.
R
We
we're
not
looking
at
new
libraries
I
believe,
but
we
we
can
talk
because
we're
going
to
keep
the
ones
that
we
have,
except
maybe
if
something
happens
in
the
most
actual
side
of
town,
but
all
of
the
other
libraries
we
are
keeping
those
in
locations.
But
we
do
need
to
talk
through
emergency
services
and
our
Parks
master
plan
that
hasn't
yet
kicked
off.
But,
yes,
we
need
to
bring
those
all
together
to
you,
so
you
can
see.
Where
would
things
go
and
if
we
need
to
acquire
property
or
change
property?
A
B
I
U
Here
at
the
county,
so
I'm
here
today
to
set
the
table
for
you
for
the
rest
of
the
budget
Retreat
around
first
few
things
to
consider
around
General
advertisement,
General
economic
Trends
in
the
region
and
with
that
is
context,
key
things
to
consider.
As
we
start
gearing
up
for
the
year,
24.
U
So
it's
a
bit
of
a
road
map
for
where
we're
going.
This
presentation
is
actually
split
into
two
sections.
The
first
section
did
Regional
economic
conditions
and
we're
going
to
focus
in
on
some
key
measures
there
and
inflation
wages,
local
economic
activity
and
employment,
and
then
the
second
section
will
be
on
really
focusing
in
on
fiscal
year.
U
24
budget
planning
for
the
county,
specifically
thinking
about
the
drivers
on
the
expenditure
side
and
the
revenue
side
and
I'll
just
quickly
say
that
I
will
be
positive
for
questions
Midway
after
the
first
section
and
then
at
the
end
as
well,
since
we
are
going
to
be
covering
a
fair
amount
of
material
by
that's
that
you
can
hold
your
questions
until
the
time.
U
So
we
can
just
maintain
some
good
presentation
as
well,
so
I'll
just
get
right
into
the
first
section,
Regional
economic
conditions,
so
we're
going
to
start
with
the
topics
and
the
headlines
and
that's
probably
not
everyone's
mind,
which
is
an
equation.
So
the
chart
you
see
on
the
screen
is
details.
The
annual
inflation
rate,
it's
measured
by
the
Consumer
Price
Index,
and
this
is
for
the
U.S
South
Region.
In
particular,
so
that
covers
North
Carolina,
as
well
as
probably
the
rest
of
the
southeastern
United
States
and
I.
Just
I.
U
Just
note
that
since
many
of
the
staff
you
see
for
CPI
in
the
headlines
or
for
the
U.S
as
a
whole-
and
this
is
for
the
past
five
years
as
of
October
2022.,
you
can
see
on
the
chart
here
as
I'm
sure
you're
well
aware.
We've
seen
really
significant
growth
and
inflation
over
the
last
two
years
and
then
the
last
year
in
particular.
U
In
fact,
a
couple
months
ago
in
Judy,
we
actually
hit
a
40-year
high
in
inflation
rates
that
we
hadn't
seen
since
the
early
1980s,
and
in
fact
it's
trended
down
a
bit
since
that
time,
where,
as
of
October,
it's
8.1
and
we
actually
got
just
today
a
new
CPI
report.
It's
I
know
this
is
actually
around
7.7
correct
for
November
2022..
So
it
is
trending
down
in
the
last
couple
of
months,
but
I
want
to
just
quickly
note
that
that
doesn't
necessarily
mean
that
prices
are
going
now.
U
The
other
thing
I
just
quickly
note,
is
that
8.1
number
was
aggregate
across
adaptative
grids,
so
many
goods
and
services
might
be
increasing
well
beyond
that.
8.1
percent
number,
as
an
example
I
think
about
the
price
of
eggs.
So
the
price
of
a
dozen
eggs
is
actually
it's
around
three
dollars
and
40
cents
average
across
the
US.
A
year
ago
it
was
1.80,
so
it's
almost
doubled
in
price.
U
The
nearly
90
increase
and
I
think
that's
just
important
to
keep
in
mind
as
we
consider
impacts
of
inflation
and
how
that
might
vary
depending
on
you
know,
one's
spending
needs
and
and
added
so
to
put
inflation
into
further
context.
I
also
think
it's
important
to
consider
how
wages
and
earnings
are
growing
as
well
in
the
area,
so
this
shows
average
hourly
wages.
This
is
for
the
Asheville
MSA,
the
Earth,
that
Metropolitan
statistical
area,
I
should
say
which
includes
Hollywood,
Henderson
and
Madison
Dallas
as
well,
and
this
is
for
the
past
five
years.
U
As
of
October
2022.,
you
can
see
before
in
a
couple
years
before
the
pandemic,
we
saw
you
know
stable,
but
I
guess
yeah
fairly
stable
growth
in
in
wages.
In
the
early
months,
we
saw
that
that
declining
in
average
hourly
wages
and
then
see
really
strong
growth
over
the
second
half
of
2020..
Since
the
start
of
2021
We've,
we've
seen
growth
loud
and
Loud
again
and
in
fact,
on
a
annual
basis.
U
Yeah
that
so
the
total
private
between
this
essentially
it's
because
that's
the
highest
level
of
the
highest
level
of
information
where
we
have
the
data
available
for
average
hourly
wages.
If
we
look
at
total
non-farm,
we
don't
we're
not
able
to
see
average
hourly
wages
in
this
data
set.
U
So
just
stay
on
wages,
but
what
does
that
look
like
when
we
adjust
for
inflation?
The
dotted
line
here,
so
the
dark
blue
line
is
the
same.
You
know
line
we
just
saw
in
the
previous
chart,
but
the
dotted
line
is
average
hourly
wages
when
adjusted
for
inflation.
U
U
So
what
does
that
actually
mean
that
that
means
a
worker?
Maybe
in
the
average
hourly
wage
in
the
in
the
MSA,
is
now
able
to
purchase
less
than
they
would
have
been
two
years
ago,
they're
purchasing
power
has
has
declined
and
things
are
becoming
more
expensive.
U
So
with
the
inflationary
environment
he
could
have.
B
Just
like
oh
yeah,
well,
this
without
a
question.
It
really
just
an
observation,
but
just
this
chart
kind
of
it
seems
to
go
against
some
of
the
kind
of
I.
Don't
know
narrative
in
the
media,
which
is
that,
like
workers
are
just
getting
paid
much
much
more.
Employers
are
giving
these
big
raids
and
trying
to
keep
people.
B
I
mean
there
was
a
little
bit
of
that
just
coming
right
out
of
like
the
heart
of
the
pandemic,
where
you
know
I
think
probably
employees
did
have
to
like
give
some
pay
reasons
to
get
people
to
kind
of
come
back
to
come
back
to
work,
but
the
fact
that
it's
been
so
stagnant
for
the
last
18
months-
it's
I,
don't
know
it
just
seems
very
different
than
the
narrative
around
like
this
is
in
an
employee's
market
and
everybody's
demanding
higher
wages.
To
do
the
same
thing
they
used
to
do
so.
R
U
U
Okay,
we'll
just
keep
going
so
with
I,
just
want
to
start
with
that
inflationary
picture
has
contacts
and
then
wanting
to
start
looking
at
you
know,
indicators
for
local
economic
activity
and
and
one
I
wanted
to
start
with
account
sales
tax
as
indicator
potentially,
for
you
know,
activity
and
spending
in
our
town.
So
the
chart
you
see
here
is
these
locals.
U
You
can
see
that,
obviously
it's
you
know
quite
cyclical
over
over
the
years
and
months,
but
starting
you
did
see
that
that
that
decline
in
the
early
months
of
the
pandemic,
but
from
2020
to
to
now
essentially
we're
seeing
that
the
trend
is
quite
strong
and
we're
at
we're
at
a
a
pretty
strong
level,
currently
we're
at
12
growth
as
of
September
2022
on
an
annual
basis,
but
I
would
couch
that
by
saying
it
is
slower
growth
than
what
we
saw
a
year
ago.
U
So
in
September
last
September
we
saw
about
18,
so
sales
taxes
are
are
continuing
to
be
strong,
but
we're
seeing
for
low
in
that
area
and
the
the
ultimate
question
is:
where
is
it
going
to
go?
You
know
with
with
prices
remaining
High
and
the
bed,
you
know
raising
rates.
It
sounds
like
they're
probably
going
to
raise
rates
tomorrow
as
well.
U
U
Will
there
even
you
know,
be
a
contraction
or
a
recession
at
some
point
and
if
there
is
a
correction,
what
would
the
magnitude
of
that
be
and
when
would
that
actually
occur?
They're
all.
You
know
open
questions
at
the
moment
that
we're
continuing
to
track
and
monitor
going
forward,
but
it
kind
of
speaks
to
the
level
of
uncertainty
that
we're
all
experiencing
right
now
within
the
economy.
U
So
the
next
indicator
we
want
to
look
at
is
permits
for
new
construction
as
a
bit
of
a
proxy
or
indicator
for
how
you
know
new
construction,
new
construction
activity
through
the
county.
U
So
the
chart
you
see
here
is
the
number
of
new
permits
or
permits
for
new
construction
on
a
monthly
basis
over
the
past
four
years,
as
of
May
2022
I've
also
presented
this
as
three
amount
of
moving
average
to
help
us
identify
the
trend
more
easily.
U
Obviously
there
is
some
you
know
cyclicality
there,
but
I
would
say
that
overall,
the
trend
is
the
volume
in
permits
is
increasing
over
that
time
period.
When
you
get
to
the
start
of
2022,
we
are,
we
do
see
a
bit
of
a
pullback
there,
a
decline
in
the
volume
of
permits
from
your
construction
and
as
of
May
2022,
we're
actually
sitting
on.
S
J
U
U
Will
this
trend
continue
in
Into
the
Future
like
it's?
Are
we
already
seeing
the
impacts,
I,
suppose
inflation
here
and
in
writing?
Interest
rates?
That's
again
speaks
to
them
certainty
that
we're
experiencing
and
in
the
local
economy.
J
U
B
Do
we
know
anything,
what's
the
trend
since
May.
B
U
So
it
would
be
interesting
to
know
what
What's
happened,
because
we
know
that,
even
since
that
time
period
we
saw
in
June
hit
a
few
in
one
place,
and
the
men
also
that
that
had
raised
interest
rates
since
that
time
by
nearly
three
percent.
And
so
it.
U
Yeah
to
see
what
impact
that
would
have
on
on
demand
and
reconstruct
him.
N
So,
for
instance,
you
might
have
a
lot
of
multi-family
projects
like
an
apartment
project
that
just
haven't
pulled
permits
when
they
do
pull
permits
you're
going
to
see
all
those
come
in
all
at
once,
so
don't
get
too
caught
up
in
this
specific
chart.
What
we
can
do
is
bring
back
other
specific
charts
that
better
paint
a
picture
sometimes
when
we
do
hit
a
recession.
N
The
first
thing
that
comes
back
specifically
looking
back
to
this
area
during
after
right
after
the
Graver
session
is
commercial,
so
you're
going
to
see
a
lot
of
more
commercial
permits,
but
I
think
what
this
is
telling.
You
is,
it's
mainly
speaking
to
residential
and
single
family,
because
that's
the
most
impactful
they
just
don't
have
that
bang
for
the
buck
when
you're
going
and
trying
to
get
a
mortgage.
N
J
U
We'll
just
move
on
to
the
last
set
of
indicators
I
wanted
to
go
over,
which
related
to
the
County's
labor
market
and
we're
going
to
start
with
employee
employment
across
the
county.
So
charting
to
see
here
is
employed
population
across
the
county
over
the
past
five
years.
Again
we
see
that
as
of
October
2022
we're
right
around
137
000
in
an
employee
population
which
is
right
above
where
we
were
we're
above
where
we
were
pre-pandemic
135
000
in
February
2020.
U
and
that's
after
the
you
know,
the
Deep
losses
that
we
saw
in
the
employed
population
in
the
early
months
of
the
pandemic
and
and
we
saw
strong
recovery
in
the
second
half
of
2020
through
2021
since
the
spring
of
2022,
we've
largely
stabilized
around
the
current
level
that
we're
at
to
run
that
136
137
000
in
employed
population,
which
matches
essentially
the
highest
level
of
employment
that
you've
seen
across
the
town.
U
This
is
again
for
the
past
five
years,
as
of
October
2022.,
currently
we're
at
about
October
2022
we're
right
around
just
over
three
percent
unemployment,
3.2
percent,
which
is
a
little
bit
above
where
we
were
pre-pandemic
2.9
in
February
2020,
and
we
are
below
that
of
the
the
state
which
is
currently
around
four
percent
and
that
that
follow
that
largely
follows
historical
patterns,
as
you
can
see
before
from
2018
to
before
the
start
of
the
pandemic.
U
That
relationship
did
blip
in
the
beginning
of
the
pandemic,
in
our
economy's
greater
Reliance
on
tourism
and
Hospitality,
which
are
typically
the
first
jobs
to
go
once
lockdown
began
to
be
mandated
and
enacted,
and
once
there's
kind
of
began
to
the
recovery
started
in
Earnest
in
second
half
of
2020
into
2021.
U
We
saw
that
relationship
revert
back
and
I'll
say
that
as
a
start
of
2022,
we've
largely
stabilized
around
the
three
percent
Unemployment
area
and
that
that
essentially
matches
the
lower
the
lower
limit
that
we've
seen
in
unemployment
over
the
last
20
years
across
the
county.
So,
overall
in
terms
of
the
labor
market,
it
does
appear
quite
strong
where
you
have
an
employee
population.
Above
where
we
were
pre-pandemic.
Unemployment
is
around
three
percent,
which
is
quite
low
historically,
and
so
we
may
be
nearing
or
posting
there
in
the
form
of
government
across
the
county.
U
So
when
what
does
it
look
like
when
we
kind
of
bring
it
all
together,
as
shown
on
the
the
clip
art
here,
it
is
a
bit
of
a
mixed
bag.
You
know
we
have
to
start
with
a
headline
which
is
high
inflation
around
eight
percent,
seven
percent
and
with
context
of
that,
being
wages
only
growing
about
one
percent
and
purchasing
our
dick
mining.
For
for
folks
in
the
community,
we're
also
seeing
a
lot
of
economic
uncertainty.
U
You
know
sale
accounting,
sales
taxes
are
strong,
but
we
do
see
a
bit
of
a
slowing,
Trend
there
and
local
permitting
activity.
It
has
seen
a
little
bit
of
a
pullback
there,
but
we
do
see
it.
On
the
other
hand,
a
strong
labor
market
with
local
employment
above
the
pandemic
levels
and
unemployment
levels,
so
some
areas
for
optimism
and
scenarios
for
concern.
J
U
So,
starting
with
the
next
section,
we'll
be
looking
more
specifically
at
the
county,
the
fiscal
year,
24
budget
planning.
As
a
note,
I
I
I'll,
just
quickly
note
that
we're
not
going
in
the
next
couple
slides
we're
not
going
to
be
presenting
any
Financial
projections
or
numbers
just
yet,
given
that
we're
only
a
couple
months
in
with
fiscal
year
23..
U
U
So
with
that
to
to
kind
of
summarize
the
the
major
drivers
that
we're
we're
seeing
for
fiscal
year,
24
budget
planning,
even
without
any
assuming
any
like
expansions
and
projects
or
programs
or
staff,
and
on
the
expenditure
side,
we
are
anticipating
expenditures
and
particularly
the
ones
that
we
do
on
a
better
recurring
that
we'll
do
on
an
annual
basis
such
as
our
annual
payments
of
schools.
U
The
sales
taxes
from
you
know,
uncertain
or
potentially
slowing
economy.
So,
if
that
Trend
holds
or
our
expectations
hold,
we
would
need
to
balance
the
budget
by
appropriating
more
fund
balance
than
than
we
have.
U
But
I'll
get
into
these
drivers
in
a
little
bit
more
detail
in
the
next
couple,
slides
so
we'll
start
with
the
expenditure
side.
So
for
purposes
of
this
Retreat
and
this
exercise,
we
thought
it
was
helpful
to
bucket
expenditure
budget
into
two
broad
buckets.
I.
Think
many
of
you
have
seen
some
version
of
this
before,
but
the
first
bucket
is
so
strategic
priorities
means
unclear.
You
know,
projects
and
programs
that
are
directly
related
to
the
County's
strategic
plan.
U
So
thinking
about
the
annual
commitment
to
Community
Focus
areas,
portable
housing,
early
childhood
education,
conservation,
easements,
and
then
we
have
the
other
bucket
of
what
we
call
a
foundational
bucket,
which
represents
things
that
we're
always
doing
as
a
county,
and
we
can
kind
of
think
about
that
in
the
two
sub
categories.
U
Within
that
the
first
thing
recurring
foundational,
which
is
again
things
that
we're
always
doing
on
an
annual
basis
that
we
commit
to
such
as
staff
and
costs
operating
budgets
for
departments,
annual
payments
of
schools,
annual
Debt
Service
things
like
that
and
then
the
one-time
foundational,
which
includes
Capital
Pago
projects,
I.T
projects,
vehicle
purchases,
and
we
do
that
every
year.
But
on
an
individual
level,
we
purchase
that
vehicle
once
and
you
know
other
things
like
burnouts
and
carry
boards
things
like
that.
U
So
bringing
back
the
previous
slide,
we
were
talking
about
budget
drivers,
we're
really
seeing
the
impacts
of
like
I
was
saying
about
a
pi.
This
current
inflationary
environment,
particularly
on
those
recurring
things
that
we
we
annually
spend
on
to
operate.
So
thinking
this
you
know
Staffing
costs
operating
supplies,
equipment,
utilities.
U
U
We're
also
saying
for
annual
payments
of
schools,
we're
it
is
our
goal
and
intention
to
fully
fund
a
compensation
study
that
Franklin
County
Schools
conducted
recently
and
on
the
associated
salary
increases
along
with
that
for
all
Schools
staff
for
fiscal
year
24..
So
that
would
be
a
substantial
increase
over
the
allocation
we
we
gave
last
year
as
well,
so
just
to
give
like
an
idea
of
the
scope
and
scale
of
this.
U
If
we
just
take
Staffing
and
operating
that
already
represents
nearly
60
percent
of
our
budget
and
the
annual
payments
of
schools.
Already
represent
about
26
percent
of
our
budget,
so
taking
together
that's
around
85
of
our
budget
already,
and
we
consider
that
these
areas
are
expected
to
grow
much
faster
than
in
previous
years.
You
can
kind
of
see
the
magnitude
of
the
expenditure
growth.
U
So
with
that,
we'll
we'll
turn
look
a
little
bit
more
closely
at
the
revenue
side
so
serving
with
property
taxes.
This
is
our
largest
revenue
Source
around
63
of
general
fund
revenues,
so
we
are
expecting
slower
property,
tax
and
wealth
we've
seen
in
the
past
a
couple
of
years
or
past
year,
as
I
said,
we
had
a
rebound
ratio
here
in
2021,
which
we
largely
saw
the
impacts
of
in
fiscal
year,
22
so
the
past
year.
U
So
this
fiscal
year,
23
and
24
are
going
to
be
non-revaluation
years,
so
the
chart
that
you
just
to
help
illustrate
this
point
a
little
bit
more.
The
chart
you
see
on
the
screen.
It
shows
the
average
annual
growth
rate
in
property
taxes
over
the
last
nearly
decade
and
we
compare
within
that
time
period
revaluation
use
versus
non-ration
years,
so
you
can
see
the
difference
there.
In
revaluation
years,
we
see
growth
of
over
three
times
that
that
than
what
we
experienced
a
non-revaluation
years
now:
nine
percent
versus
three
percent.
U
So
as
our
largest
revenue
Source,
with
inflation
around
seven
or
eight
percent
and
assuming,
if
we
assume
growth
of
about
three
percent
in
property
taxes,
you
can
already
see
that
there
is
going
to
be
a
gap
there.
As
far
as
being
able
to
balance
our
budget
and
yeah
to
build
that
hole
for
fiscal
year.
24.
U
And
we'll
turn
to
our
second
largest
source
sales
taxes.
This
is
around
12
of
our
general
fund
and
it
is
the
one
Revenue
source
that
is
most
directly
impacted
by
activity
in
the
local
economy
and
it
is
volatile
with
changes
in
business
Cycles.
So
it
does
make
it
a
bit
of
a
risky
Revenue
source
to
be
able
to
rely
on
for
Budget
planning
purposes.
U
So
the
chart
that
you
see
here
is
sales
tax
revenue
again
average
annual
growth.
This
is
over
nearly
15
years,
the
past
13
years,
and
it's
over
a
couple
different
time
periods.
As
you
can
see,
the
first
time
period
is
Tuesday
2009
to
2010.
That
represents
the
impacts
from
the
Great
Recession,
and
so
in
that
time
period
we
saw
average
annual
average
annual
reduction
actually
of
over
16
when
sales
tax
revenue.
U
In
the
intervening
years,
till
this
year
2020,
we
saw
average
annual
growth
of
a
little
over
five
percent
and
then,
in
the
last
two
years,
we've
seen
really
strong
growth
of
over
14.
So
this
kind
of
goes
back
to
what
we
were
talking
about
in
the
previous
section
about.
Where
is
this
going
to
go?
U
U
These
are
all
open
questions
that
we're
going
to
that
we
are
continuing
to
track
and
monitor,
but
even
if
we
assume-
let's
say
this
is
the
normal
growth
rate-
five
percent-
you
compare
that
with
inflation,
drawing
at
seven
or
eight
there
again,
there
is
a
bit
of
a
gap
there
when
we
think
about
being
able
to
balance
our
budget,
and
so
in
conclusion,
we
are
anticipating
much
higher
growth
in
expenditures
than
in
the
past
couple
years,
due
to
the
current
economic
reality
that
we're
facing
of
high
inflation,
and
particularly
the
impact
of
that
on
the
things
that
we
you
want
a
recurring
annual
basis
at
the
same
time,
on
the
revenue
side,
we're
anticipating
slower
growth
and
in
the
past
couple
years,
due
to
being
in
a
non-revaluation
year
on
the
property
tax
side
and
then
on
the
sales
tax
side.
U
You
know,
impacts
from
a
uncertain
or
potentially
slowing
economy,
so
taking
together
it.
This
will
make
it
much
more
challenging
to
achieve
our
goal
of
structural
balance,
which
I've
listed
on
the
slide
there.
It's
when
I
think
many
of
you
have
heard
this
before
when
our
one-time
costs
do
not
exceed
one-time
revenues
which
in
this
case
we're
largely
talking
about
appropriate
fund
balance,
and
then
we
could
put
that
another
way.
U
By
saying
we
should
only
look
to
appropriate
enough
fund
balance
of
our
our
one-time
costs
so
for
fiscal
year,
24
we're
facing
a
a
different
economic
reality
that
we've
had
in
the
past
that
past
couple
of
years,
especially
when
I'm
thinking
about
you,
know
the
federal
stimulus
funds
that
we
received
over
the
past
couple
years,
the
high
sales
tax
revenues,
the
revaluation
and
property
taxes
and
then
now
we're.
Basically,
you
know
really
evaluation
and
potentially
slowing
or
uncertain
economy.
So
our
goal
of
structural
balance
for
fiscal
year
24
will
be
much
more.
U
D
V
All
right
so,
while
Lillian
gets
the
slides
up,
what
we're
going
to
do
for
this
section
and
I
fully
understand
that
I
am
the
person
between
you
and
you
not
being
here
so
I'll.
Try
to
try
to
move
us
along
what
we're
gonna
try
to
do
is
one
is
kind
of
look
back
a
little
bit
and
really
think
about
what
were
the
priorities
that
this
board
set
in
FY,
22
and
FY
23,
and
some
of
the
financial
things
that
came
out
of
that.
V
V
V
All
right,
so
what
we
first
want
to
do
is
think
about
the
budget
by
strategic
plan,
Community
Focus
area
right.
So
we're
really
only
looking
at
these
Community
Focus
areas,
and
you
can
see
that
FY
22s
on
the
left,
fi
23,
is
on
the
right
and
what
you'll
see
is
generally
both
years.
The
largest
percentage
of
the
budget
goes
towards
resident
well-being,
followed
by
education,
capable
followed
by
a
vibrant
economy
and
environmental
industry
stewardship.
If
you
were
to
really
break
down
the
numbers,
look
at
it.
V
The
percentages
vary
a
little
bit
year
to
year,
but
generally
it's
the
same
concept
right
some
places.
You
expense
this
one
up
a
little
more
than
other
places,
but
generally
that's
where
kind
of
how
digital
funds
broken
down,
resinol,
being
HK
and
capable
fiber
economy,
environmental
energy
stewardship.
V
But
that's
not
the
only
way
in
which
this
board
has
invested
money
and
in
its
priorities
the
next,
which
was
kind
of
a
unique
one,
is
the
arpa
funds
that
were
budgeted
through
FY,
22
and
fy23,
and
if
we
break
down
those
monies
and
how
that
was
spent,
the
breakdown's
a
little
different
resin
well-being
continues
to
remain
being
the
largest
chunk
of
the
money
being
invested
in
followed
by
five
point
economy
in
large
park
because
of
large
investments
in
affordable
housing
which
Falls
within
Bible
economy.
V
For
the
purposes
of
the
Strategic
plan,
Then
followed
by
educating,
capable
Community,
then
environmental
and
energy
stewardship,
but
there's
additional
ways.
We
also
invest
in
things.
The
next
is
through
other
priority
allocations.
So
if
we
go
back
to
the
last
two
years
in
2022,
this
board
invested
400
000
for
phase
two
of
solar
panels.
Some
County
buildings,
then
for
fi
23,
is
made
of
four
million
dollar
investment
on
solar
panels
on
schools,
public
buildings,
as
well
as
120
000
investment
in
electric
vehicle
charging
infrastructure
Additionally.
V
The
opioid
settlement
funds
are
starting
to
come
in
and
are
being
starting
to
be
expended,
and
you
can
see
that
money
is
being
spent
on
Collective,
strategic
planning,
evidence-based
addiction,
treatment,
not
naloxone,
distribution,
re-entry
support
services
and
the
re-entry
programs
recovery
support
services.
So
this
is
just
gives
you
kind
of
a
ballpark
of
how
priorities
have
been
invested
in
over
the
last
two
fiscal
years.
So
with
that
I'm
going
to
pass
it
over
to
John
who's,
going
to
talk
a
little
about
some
of
kind
of
the
current
situation
where
we
are
now.
C
So
as
we
move
forward,
I'd
like
to
discuss
some
considerations
to
keeping
from
our
mind
as
we
go
forward
from
Jay's
presentation,
we've
heard
clearly
that
inflation
is
driving
up
expenditures
across
the
board.
I
would
like
to
briefly
touch
on
education
and
then
I'll
ask
Tim
luck
to
speak
about
the
McCormick
field.
In
the
evening
last
year,
button
County
Schools
came
to
us
with
salary
budget
requests
to
bring
them
up
to
15
an
hour
or
provide
2.5
increase,
as
well
as
a
salary
study
that
would
address
pay
across
the
school
system.
C
Our
fiscal
year,
23
budget
funded
the
first
part
of
that
ask
that
of
the
15
per
hour
and
2.5
increase,
as
well
as
paid
for
salaries
that
they
had
used
one-time
Federal
funding
to
pay
in
the
amount
of
6.9
million
dollars.
The
remainder
of
their
ass
to
fund
their
salary
study
was
for
an
additional
8
million
dollars.
C
When
we
estimate
the
proportional
share
per
average
daily
membership
that
we
need
to
provide
at
Asheville,
C
schools,
this
would
add
about
1.5
million
dollars
and
the
total
would
be
approximately
10
million
dollars
in
additional
school
funding
to
fully
fund
their
fiscal
year.
23
salary
request
we'll
plan
to
put
this
amount
in
as
a
placeholder
as
we
move
forward
with
our
24
expenditures.
C
R
So
questions
or
comments
from
the
board,
because
this
is
just
that
salary
study
that
they
did.
This
is
not
dick
growth
that
they
would
typically
come
back
and
ask
so
we
can
go
back
to
them
and
think
about
doing
this
in
a
different
way.
We
told
them
last
year
we
would
do
half
last
year
and
a
half
this
year,
so
this
is
just
a
hack
that
we're
or
the
second
half
that
we're
adding
so
we're
sharing
with
you
this
year.
So
the
expectation
I
believe
from
them
is
that
we
would
honor
and
bring
this
back.
C
This
just
funds
what
they
asked
for
last
year
and
and
year
over
year
we
do
see
increases,
and
last
year
they
asked
for
increases
in
the
operating
County.
Schools
is
also
dipped
into
fund
balance,
so
they've
been
they've
asked.
There
are
additional
asks,
above
and
beyond
just
the
salary
pieces,
correct.
H
Forward
through
the
budget
process
with
the
schools
looking
at
funding
this
request,
as
they
said
when
they
came
to
us
that
this
should
help
with
the
challenges
that
they
were
have
in
hiring
recruiting
and
retention.
I'd
be
curious
to
know
if
they've
tracked
that
and
how
that
Stacks
up
does
it
helped.
L
Our
next
topic
today
is
an
update
on
the
McCormick
field
project.
There's
been
a
lot
of
discussion
on
this
in
articles
in
the
media,
just
wanted
to
take
an
opportunity
to
share
with
a
mission
and
what
we
know
based
on
our
discussions
with
the
team,
as
well
as
the
city
of
Asheville,
who
is,
of
course,
the
owner
of
the
facility
McCormick
fields
of
the
Asheville
tourist
play.
L
So
in
terms
of
our
updates,
a
quick
description
of
the
project.
Here
we
have
a
cost
breakdown
and
there's
a
little
a
little
note
there.
That
says
where
the
cost
breakdown
comes
from.
This
is
from
a
recent
article
in
the
Citizen
Times,
which
breaks
out
these
costs.
L
I
know
that
there
are
some
efforts
underway
to
update
these
costs,
but
the
reality
is
that
that's
not
my
story
to
tell
consensus
of
a
city
owned
asset
and,
ultimately,
their
costs.
To
estimate
with
that
said,
what
we
do
know
is
that
there's
a
certain
level
of
Major
League,
Baseball
mandates
that
have
been
provided
to
the
team
and
the
city.
Those
are
approximately
13
million
dollars
based
on
the
last
public
estimates.
We've
seen
examples
of
what
those
improvements
would
include:
include
training
and
locker
room
updates,
as
well
as
security
measures.
L
One
example
of
this
would
be
facilities
for
women
and
and
females
that
are
working
within
the
facility.
Examples
would
be
umpires
or
other
training
staff.
Those
facilities
currently
don't
exist,
but
are
mandated
by
Major
League
Baseball.
L
Additionally,
there
are
a
certain
level
of
operational
needs,
and
so
these
are,
you
know
what
we
would
call
maintenance
items
so
HVAC
systems,
seating,
netting
replacement
scoreboard,
things
of
that
nature,
there's
also
additional
six
million
dollars
for
fan
amenities,
and
so
these
are
items
like
picnic
areas
or
a
wrap
around
Concourse.
So
you
could
walk
around
the
The
Outfield
Additionally.
You
know
these
numbers
add
up
to
about
30
million
dollars
in
that
30
million
dollar
number.
L
It's
our
understanding
that
a
contingency
has
been
built
and
so
is
already
included,
and
that
contingency
is
approximately
20
percent,
but
already
included
in
that
30
million
dollar
number,
so
not
a
contingency
on
top
a
contingency
included
with
them,
the
estimated
total
cost
of
the
product.
Again.
Last
time
we
saw
the
numbers
in
public
that
was
30
million
dollars,
but
as
I
indicated
earlier,
there
is
some
discussion
about
updating
those
estimates
and
that's
something:
I
would
expect
to
hear
City
staff
and
Council
in
the
new
updating
them
upwards.
L
I
would
project
that
we
would
see
an
increase
in
those
numbers
tied
to
many
common
notes
that
we've
heard
today,
namely
inflation.
So
these
estimates
of
30
million
dollars
were
I
believe
in
2018,
so
are
fairly
old.
Yes,
one
final
in
2018
that
that's
my
understanding,
please
don't
quote
me:
it
was
pretty
pandemic.
L
B
Will
be
12
like
the
the
two
items
operational
needs
and
then
fan
Infinity,
but
it
seems
like
a
lot
of
those
operational
needs,
of
course,
like
some
of
those
are
sort
of
fan.
B
Amenities
too
right,
like
like
a
new
scoreboard
or
I,
mean
there's
seating,
but
it
sounds
like
they
would
like
to
have
like
nicer,
newer
seating,
but
these
are
kind
of
fan
amenities,
too
right.
I.
Think
that's
very
HVAC
system
is,
like
you
know,
that's
that
is
too,
but
that's
sort
of
expected
right.
B
Yeah
have
a
working
system,
but
so
just
how
do
you
put
some
of
those
into
fan
amenities
and
others
in
the
operating
or
it's
just
same
ways
or
different
ways
to
think
about
some
similar
things
in
some
ways.
L
I
think
that's
fair.
It's
really
hard
to
bucketize
some
of
these
items
because
you
know
they're
kind
of
related
at
the
end
of
the
day,
I
think
the
key
one
of
the
keys
is
to
remember
that
there's
some
specific
items
in
Major,
League
Baseball
is
mandated
and
those
are
items
that
are
important
to
focus
on
first
and
then
after
that,
I
think
the
discussion
should
continue.
I.
B
Maybe
maybe
it
is
still
almost
charged
I
mean
because
part
of
it
is
like
I
mean
we'll,
have
some
discussion
and
kind
of
see
where
people
come
down
on
it,
but
I
mean
as
I
sort
of
understand
it.
These
Major,
League,
Baseball
mandates
are
are
essentially
like
required
to
continue
right
like
they
just
the
team
would
not
be
able
to
continue
to
operate
and
without
those
and
again
but
I,
guess
the
follow-up
question
for
me,
because
I
think
that
I
mean
I'm
supportive
of
doing
what
we
need
to
do
to
meet
the
requirements.
B
So
what
I
would
like
to
understand
in
more
detail
beyond
that
is
like
what
are
the
other
things?
That
truly
must
be
done
to
have
like
a
functioning
facility
versus
things
that
would
be
nice
to
add,
but
which
would
be
in
essence,
upgrades
to
the
facility
which,
at
that
point
we're
just
kind
of
talking
about
like.
Are
we
as
taxpayers,
willing
to
invest
in
those
upgrades
versus
you
know
many
other
things
that
we're
sitting
here
talking
about
today,
so
I'm,
my
starting
point
is
like
I
want
to
see
this
continue.
B
I
want
to
invest
in
the
things
that
are
required
or
which
are
essential
to
for
it
to
work
like
if
the
HBA
system
is
going
to
die,
then
yeah,
let's
have
a
new
one,
but
but
beyond
those
things
that
are
essential
or
kind
of
key
safety
items.
You
know
a
little
bit
more
clear
breakout
between
what
would
be
desirable,
but
not
essential
for
future
operations
of
McCormick.
L
B
Yeah
I
mean
when
I
go
to
games.
People
seem
like
they
love
them
right,
like
I,
don't
I
have
heard
like
we're
all
getting
like
a
million
emails
from
people
like
we
don't
want
baseball
to
go
away.
I've
had
very
few
people
say
you
know.
The
entrance
doesn't
really
be
so
much
better
if
we
had
a
bigger
input
right
or
I've
never
heard
anybody
complain
about
the
seat.
I
mean
the
scoreboard
right
so
to
me.
B
I
think
people
kind
of
wanted
to
continue,
but
you
know
probably
some
of
these
things
would
actually
not
rank
that
high
for
a
lot
of
I.
Think
our
constituents
compared
to
other
things
that
we're
going
to
be
considering
it's
just
I,
don't
know,
that's
my
personal
take
on
it,
but.
H
The
component
of
sponsorships
and
advertising
that
there
are
things
that
are
being
asked
for
that
can't
be
done
currently
that
if
the
scoreboard
existed
would
give
the
opportunity
to
increase
those
corporate
sponsorship
and
advertising
opportunities,
which
would
then
also
give
back
to
that
bottom
line
to
to
the
tourists
so
not
to
dig
in
too
deep
on
that.
But
that's
my
understanding
that
may
be
helpful
to
know
more
about
that
too
sure
is
that
an
Avenue
or
Revenue?
That's.
L
L
An
expanded
Concourse
around
the
back
provides
additional
Revenue
opportunities,
and
so
those
help
the
team,
as
well
as
the
city
kind
of
balance,
the
costs.
But
the
fundamental
point,
I
think
is
accurate.
Chair,
which
is,
is
commissioned.
The
public
Community
willing
to
support
those
items.
L
L
There
are
some
breakouts
so,
for
example,
a
ten
dollar
ticket
approximately
say
eight
dollars
goes
to
the
team,
whereas
the
other
two
dollars
roughly
goes
to
State
and
local
taxes,
as
well
as
Major
League
Baseball
against
a
abortion,
but
the
majority
of
rent
Revenue
concessions.
Things
like
that
goes.
H
I
guess
that
might
be
a
subcategory
I'd
be
interested
in
in
which
of
these
proposed
improvements
are
actually
focused
on
Revenue
generation,
for
the
tourists
versus
preservation
of
the
facility
itself,
like
an
HVAC
system
preservation
facility,
a
scoreboard
that
enables
the
tourists
to
generate
more
revenue,
for
the
tourists
to
me
feels
like
a
different
category
of
expense.
L
Understood
and
as
we
there's
a
lot
to
discuss
on
this
and
again
I'll
underscore,
the
majority
of
these
conversations
are
happening
between
the
city
and
the
team,
the
two
primary
Partners
in
this
partnership.
L
The
team
has
signaled
that
they
will
increase
their
lease
payments
from
where
they're
currently
are,
which
I
think
everyone
knows
is
a
dollar
a
year
up
to
a
higher
number
and-
and
so
that's
another
variable
in
that
Revenue
discussion
as
well.
So.
L
B
This
is
essentially
sort
of
benchmarking.
The
public
Investments
that
other
communities
make
in
similar
facilities
is
that
kind
of
our
own
window
into
like?
Are
we
in
the
mainstream
here?
Are
we
an
outlier
because
yeah,
obviously
having
like
more
information,
would
be
useful,
but
it's
a
bit
Yeah.
Do
we
have
that
or
just
the
data
of
what
peer
communities.
L
Do
I
I'll
answer
this
to
say
we
have
benchmarks
and
those
have
been
shared
and
we
can
share
them
with
you
all
if
you
haven't
seen
them
a
similar
stadiums,
communities
and
so
that
can
definitely
be
explained.
L
I
would
say
if
it's
important
to
the
the
commission
that
there
is
more
visibility,
then
I
think
that's
a
question
that
we
should
specifically
ask
for
and
maybe
have
a
sit
down
to
discuss
that
I.
Think
that's
a.
L
H
L
That's
right
and
to
avril's
point:
nothing
has
been
shared
with
us
like
I've,
seen
statements
or
anything
of
that
culture,
but
I
think
that's
the
ask
that
we
can
make,
and
you
know
most
companies
aren't
offering
to
share
their
books
openly
and
we
know
that's
not
a
thing
yeah,
but
certainly
something
with
that
all
right.
So
that's
summary
of
the
project.
Again
number
is
shifting
a
little
bit,
but
that's
what
we
know
today
in
terms
of
how
this
thing
would
get
financed.
That's
really
important:
First
Step,
since
it's
a
city
of
Asheville
asset.
L
If
it's
going
to
be
debt,
Finance,
it's
going
to
be
debt
financed
by
the
city.
We
can't
go
out
for
debt
to
the
LGC
on
behalf
of
the
city,
because
it's
not
right,
though
it's
not
awesome
so
step
one,
the
LGC
for
those
that
are
unfamiliar
you
know.
That's
the
local
government
commission
approves
all
debt
financing.
You
can't
go
dead
without
it,
no
bond
referendum
required.
So
it's
not
one
of
those
types
of
debt
issues.
It's
just
to
be
clear.
L
However,
there
are
certain
types
of
documents
that
would
be
required
in
an
LGC
package,
and
these
again
are
the
responsibility
of
the
city
who's
going
out
for
the
debt.
An
example
would
be
a
lease
agreement
with
the
team
to
demonstrate
the
revenue
that
the
team
will
provide
to
help
Finance
the
debt,
but
additionally,
any
resolution
or
documented
support
from
other
partners
that
would
additionally
be
providing
Revenue
examples
of
other
partners.
L
Of
course,
our
County
Commission,
if
y'all
are
so
LED
Additionally
the
tourism
Development
Authority,
who
I
know
many
discussions
have
been
had
with
as
well.
So
we
would
expect
documentation
from
those
types
of
groups
a
key
point
in
this
and
we'll
see
how
this
evolves.
But
you
know,
debt
for
the
tourists
isn't
really
that
different
than
that
on
your
house
or
your
car
right.
If
you
make
upfront
payments
or
prepayments
on
the
principal
of
that
debt,
you
will
decrease
the
cost
of
the
debt
over
over
time
and
so
I
think.
L
A
key
point
that
everyone
needs
to
be
thinking
about
is
how
we
can
front
load
debt
payments
prepayments
down
payments,
whatever
you
want
to
call
it
to
reduce
the
total
cost
of
the
project,
because
that
interest
over
a
20-year
period
will
likely
double
the
size
of
the
project.
So
we
want
to
make
sure
that
City
everyone
involved
is
minimizing
the
cost
to.
B
The
TDA
can
contribute
up
to
50
percent
of
the
funds
under
the
state
legislation.
Is
that
right,
that's
correct
in
a
big,
and
so,
let's
just
say
hypothetically,
they
did
50
percent,
but
a
lot
of
the
other
partners
were
putting
more
of
the
funds
in
over
time,
but
they
were.
You
know.
True
commitments
of
you
know
whatever
the
number
is
that
adds
up
to
the
other
50
percent.
B
Do
you
know
what
the
TDA
could
front
load
their
payments
so
that
in
the
early
years,
like
more
than
50
of
their
funds
going
in
might
be
from
TDA,
even
though
for
the
product
itself,
it's
still
50
or
less?
Would
that
be
an
option?
You
know
yep.
L
And
you
know:
I
don't
work
for
the
TDA,
but
I'm
familiar
with
the
recent
changes
to
legislation,
and
so
TDA
has
a
traditional
model
providing
grant
funding
cash
grants,
but
they
also
have
the
option
to
do
debt
Finance,
which
is
kind
of
a
newer
option
they
haven't
done
before
and
so
I
think
they're
interested
in
looking
at
both
models.
I
think
that
the
cash
Grant
model
really
aligns
well
with
what
you
described
and
as
a
model
that
they've
used
on
other
projects
in
the
past,
I
think
they're
open
to
those
discussions.
L
All
right,
so
that's
our
financing
details
in
terms
of
next
steps.
You
know
the
question
before
commission
from
me
today.
Is
you
know
what
additional
information
do
you
need
you've,
given
some
examples
already,
if
you'd
like
for
staff
to
continue
the
conversation,
would
love
to
know
that
if
you
have
an
interest
in
being
a
financial
partner
with
the
City
of
Ash
bond
list
would
like
to
know
that
really
just
looking
for
direction
from
the
all
along.
What
do
you
like
us
to.
A
N
A
L
Do
have
okay,
yeah,
okay
and
just
to
provide
a
little
more
context
on
that
Major
League
Baseball
basically
has
a
scoring
sheet,
and
so
they
go
to
Every
facility
and
they
score
you.
Bigger
numbers
are
bad,
so
you
want
to
have
a
small
number
I
think
to
be
a
standard
baseball
stadium
approved.
It's
like
you
have
to
be
under
20
points
and
we're
at
like
100
points
so
we're
pretty
far,
but.
A
H
I!
Think
that's
a
great
Point!
Those
emails
I
want
to
just
say,
have
been
really
heartfelt.
They
are
not
a
cut
and
paste
inside
your
name.
Kind
of
email,
but
I
mean
I.
Think
about
our
goals.
As
a
commission
I
mean
we're
increasing
the
housing
stock
for
affordable
housing,
we're
working
to
increase,
Early
Childhood
slots
I
mean
we're
doing
things
to
make
Buncombe
County.
You
know
a
place
where
families
can't
afford
to
live.
They
can
afford
to
educate
their
children,
and
yet
what
do
we
offer
across
this
County
for
families
to
do
that?
H
You
know
that
aren't
affordable
as
if
this
is
able
to
stay,
affordable,
I
think
that's
a
key
component
as
we
think
about
the
quality
of
life
that
we
provide
to
folks
who
live
here
and
in
surrounding
counties.
I
mean
we've
also
heard
from
a
lot
of
folks.
You
know
regionally
who
come
to
the
tour
Stadium.
K
H
G
It's
one
of
the
things
I,
maybe
I've
missed
it,
but
what's
the
average
attendance
you
know
they
ask
you
for
30
million
dollars
here.
Is
it
for
a
thousand
people,
a
game?
You
know
what
is
the
actual
attendance
like
over
five
year
period?
It's.
G
D
K
H
Gets
to
some
things,
I'd
love,
some
more
information
on
which
is
the
overall
usage
of
the
facility.
My
understanding
of
the
to
our
season
runs
from
about
April
to
September
ish.
H
What
how
the
facility
can
be
used
for
other
purposes,
both
during
the
season
and
then
in
the
off
season.
H
I
guess
that's
one
set
of
questions
and
then
I
I
too
have
been
struck
by
the
emails
we're
getting,
and
it's
obvious.
You
know,
the
tourists
are
beloved
local
Institution,
my
family
loves
going
to
see
them,
and
we
also
face
a
lot
of
tough
choices
about
some
of
the
highest
questions
of
public
dollars,
so
I'm
very
interested
in
seeing
a
scenario
where
what
it
might
look
like
if
we're
looking
at
just
the
MLB
requirements
to
keep
the
tourists
here,
13
million
dollars
scenario
where
PDA
comes
in
with
half
so
6.5.
H
H
That
I
think
is
stretching
local
public
dollars
in
the
way
that
we
do
for
very
few
other
types
of
projects,
so
I
just
want
to
kind
of
lift
up,
like
those
strike
me
as
two
very,
very
different
scenarios
to
be
discussing
and
and
and
not
inconsistent
with
conversations
we've
been
having
throughout
this
question
of
sort
of
what
are
public
facilities
being
used
for
it's
hard.
You
know
if,
if
the
question
on
the
table
is
how
does
Cosmo
Cormac
Stadium
become
a
vital,
heavily
utilized
heavily
trafficked
community
resource?
H
That's
used
for
all
kinds
of
things,
including
an
amazing
minor
league
team.
That's
really
one
exciting
conversation
and
what
I
think
if
the
question
is,
how
does
it
sit
empty?
The
vast
majority
of
the
year
that
to
me
is
a
is
a
less
compelling
conversation,
so
I
look
forward
to
a
lot
more
information.
As
we
move
forward.
I
know,
there's
a
lot
of
pieces
in
the
puzzle.
L
It's
great
and
you
know
we
broach
the
conversation
on
public
purpose,
Community
use,
and
so
the
team
has
provided
some
examples
of
what
they
currently
do.
But
we've
asked
them
to
think
about
what
what
you
will
do
into
the
future.
I
think
local
high
schools,
a
great
example
of
other
types
of
events,
Boys
and
Girls
Scouts
things
like
that
for
sure.
Just.
H
L
So
the
majority,
what
I
would
say
is
under
the
current
construct:
I,
don't
have
all
the
details
on
how
frequently
the
current
discussions
on
lease
include
carve
outs
for
City,
County,
public
use
and
that
could
be
in
the
form
of
comp
tickets
or
other
events.
I
think
there's
discussion
there.
That's
that's
a
negotiation
point,
but
it's
definitely.
O
B
L
One
of
the
the
big
questions
that's
come
up
and
that
needs
a
lot
of
discussion.
I
think
would
be
assurances
to
the
community
related
to
the
team
and
and
things
of
that
nature
and
so
I
think
that's
something
we'll
continue
to
hear
more
clarity
on
what
I
can
offer
at
this
point
just
to
share
the
current
Assurance
from
the
team
to
the
Major
League
Baseball
is
there's
a
license.
L
and
just
wanted
to
share
that
with
y'all.
Because
that's
something
that's
come
up
in
the
past.
The
potential
lease
agreement
between
the
city
and
the
team
would
be
a
22-year
lease
through
2045
with
some
Financial
requirements
in
it
obligations
to
pay
that
lease
so
I'm.
Just
sharing
that
it's
just
some
assurances
information
shared
with
me
a
long
way
to
go.
B
The
earliest,
too,
is
like
I
mean
I,
definitely
want
us
to
get
all
the
information
that
people
are
asking
about.
Have
you
know
think
these
things
through
carefully
and
take
the
time
we
need
to
to
discern
where
we
want
to
come
in
on
this.
You
know,
if
possible,
it'd
be
great.
If
we
don't
we've
done
the
last
minute,
I
mean
I
think
in
some
ways
we're
not
the
you
know
the
biggest
entity.
B
B
So,
if
we
can,
if
we
can
make
a
decision
on
it,
I
think
that
would
be
beneficial
for
the
other
folks
to
then
figure
out
what
they
need
to
do
so
I,
don't
think
we
still
need
to
wait
till
the
end.
Even
if
we
are
the
last
money
that
goes
in,
if
we
can
do
stuff
in
you
know,
January
February
I'd
be
that'd,
be
great
for.
D
B
J
B
B
B
B
L
V
All
right,
so
we
get
to
go
into
well,
I
think
it's
the
funnest
part,
maybe
in
part
because
I'm
the
one
facilitating
this
park.
So
who
knows
what
we're
gonna
do
is
like
I
said
earlier,
we
look
back,
and
then
we
talked
about
some
current
things
this
year
that
impact
decision
making
and
organization
now
we'll
start
looking
forward
we're
going
to
take
one
quick,
look
back
before
we
look
forward,
so
you
recall.
V
Last
year
we
asked
you
all
to
rank
the
focus
areas,
the
Community
Focus
areas
by
priority
highest
to
lowest
priority,
and
you
chose
residential
being
as
the
top
priority
followed
by
a
skin,
capable
vibrant
economy
and
environmental
energy
stewardship
which
happens
to
align
with
the
breakdown
of
the
budget
talked
about
earlier.
So
what
we're
going
to
do
next
is
in
your
email
you
have
received
in
the
last
five
or
so
minutes
an
email
from
Matt
Baker.
That's
got
a
link
to
a
Microsoft
teams,
form
that's
going
to
ask
you
to
rank
them
again.
V
If
you
do
not
have
readable
access
to
an
email,
we
will
get.
You
figured
out
so
Matt.
If
you
could
help
chairman
Newman.
J
J
A
V
No
there'll
be
stickers,
don't
worry!
So
what
we're
gonna
do
the
highlight
and
foreshadow
is
we're
going
to
first
prioritize
the
focus
areas
to
get
some
clarity
up.
What
are
the
broad
areas
that
this
board
wants
to
focus
on
for
fi
24,
then
from
there
we'll
start
getting
we'll
get
a
little
more
specific
and
that's
where
the
stickies
come
in?
V
Our
cyber
security
guys,
they
added
more
logins
and
sign-ons
yeah
yeah.
D
H
A
J
H
J
A
J
A
B
H
H
A
And
yeah.
V
V
So
it
looks
a
little
different
this
year
slightly
different
right.
We
start
with
educating
capable
and
resonant
being
so
we
soft
left
there
and
then
probably
an
economy,
a
third
environmental,
energy
and
fourth,
so
the
third
fourth
stay
the
same,
and
we
saw
flip
with
one
and
two
so
before
we
go
into
the
specifics
of
kind
of
talking
on
more
specific
items,
I
want
you
to
take
a
moment
to
stop
here
and
say
any
reaction.
Any
feedback
here.
V
All
right
so
we'll
we'll
go
back
to
the
slide
deck
then
we'll
go
to
the
slide
with
the
list
of
projects
and
what
we're
going
to
do
now
is
he's.
J
Helped:
okay.
V
V
So
if
we
think
about
kind
of
what
has
been
prioritized
in
the
past
and
what
are
some
ongoing
priorities
are
being
invested
in,
we
look
at
affordable
housing,
especially
with
an
affordable
housing.
Bond
approved
early
childhood
education,
Broadband
access,
expansion
of
christianship
ships,
which
you
heard
about
earlier
today,
Equity
work,
Economic
Development
and
climate
environment
Solutions.
V
V
You
also
have
a
dark,
colored
markers,
so
I
would
ask,
for
you
to
do,
is
to
take
maybe
five
minutes
and
think
through
that
question.
What
is
missing
from
what
we've
talked
about
today
and
put
on
each
large
sticky?
One
large
sticky
equals
one
item
that
you
believe
is
missing:
that
we
need
to
have
a
conversation
around
we'll
put
them
up,
we'll
kind
of
see
where
we
are
and
then
we'll
do
some
prioritization.
A
V
A
A
E
J
A
A
J
J
F
A
A
A
J
J
A
V
U
V
So,
let's
talk
a
little
bit
about
this
and
let's
kind
of
see
where
we
are
so
we'll
start
we'll
start
on
the
left.
So
I
can
move
my
way
right.
So
for
energy,
environmental
entry
stewardship,
we
got
provide
startup
funding
to
create
a
green
Bank
in
Buncombe
County
and
as
we
move
into
the
other
Focus
areas.
V
What
I'm
going
to
ask
you
to
think
about
is:
are
there
projects
you're
hearing
that
maybe
could
be
combined
things
that
really
we
could
kind
of
combine
into
one,
so
there's
less
items
to
vote
on,
so
you
can
make
more
do
just
this
use
of
your
stickies
later
so
with
vibrant
economy.
We
already
combined
some
gear,
but
we
have
a
Christian
sips.
We
have
broadband,
we
have
Workforce
housing,
we
have
expanded,
landsc,
land
use,
planning
and
thinking
about
the
future
funding
effects.
V
Apparently
I'm
supposed
to
be
over
here
infrastructure,
unincorporated
areas
and
key
growing
areas
such
as
downtown
we've
got
kind
of
two
of
them:
public
transportation,
public
findings
for
infrastructure,
looking
at
storm
water,
sewer
and
stream,
restoration
and
down
payment
assistant
grants
for
African
Americans.
So
that's
what
we
got
for
vibrant
economy.
V
We
go
to
resident
well-being,
we
got
Public
Safety
mental
health,
homelessness,
continue
to
modernize
and
expand
EMS
services,
including
expanding
Community
paramedics,
homelessness,
continuity
of
care
and
playgrounds
can
I
combine.
Any
of
these
can
I
combine,
continue
to
modernize
and
expand
Ems
for
Public
Safety.
Are
those
really
two
separate
discussions.
H
B
J
V
V
All
right,
so
our
last
Focus
area,
educating,
educating
capable
we
got
early
childhood
education,
kind
of
Workforce
Development
early
childhood
education,
Workforce
Hub
and
a
hub
there
to
study
consolidation
of
the
school
systems
ramp
up,
Pre-K
expansion
by
county
building,
centers
and
hubs.
The
new
Pre-K
facilities,
so
is.
A
V
V
D
V
So
we're
gonna
take
four
of
those
little
stickies
and
we're
gonna
vote
and
the
way
we're
gonna
do
the
vote.
We're
not
gonna
do
any
ranked
Choice
voting
or
anything
we're
just
gonna.
Do
this
the
more
votes,
the
higher
the
priority?
The
project
is,
you
have
four
votes
if
you
want
to
spend
all
four
votes
on,
one
project
spend
all
four
votes
on
one
project.
If
you
want
to
do
one
on
four
different
projects,
you
want
to
do
three
on
one
and
one
on
another.
You
got
four
stickies
use
them.
V
However,
you
want
we're
going
to
look
at
the
raw
number
at
the
end
of
this.
V
J
J
J
J
H
M
V
Has
put
out
there
specifically,
but
Public
Safety
includes
the
Sheriff's
Office
Emergency
Medical
Services,
Fire,
Marshal,
Emergency,
Management
and
911
public
Communications,
and
then
we
have
early
childhood.
Education
really
sounds
like
a
focus
I
saw
on.
These
was
around
early
childhood
education
Workforce,
as
well
as
early
childhood
education
facilities,
hubs,
centers
and
then
from
there.
We
got
infrastructure
and
unincorporated
and
growing
key
growing
areas.
J
V
As
downtown
yep
right
there,
we
got
homelessness.
V
The
study
of
the
consolidation
of
the
school
systems,
funding
for
a
green
Bank
startup
in
Buncombe
County
playgrounds
with
two
broadband
and
Public
Funding
for
infrastructure
and
sewers
and
Matt.
It's
got
this
results
up
there
and
kind
of
ranked
order.
H
H
Yes,
so
keeping
that
as
a
top
tier
top
priority
is
about
how
we
deploy
the
funding
we've
already
allocated
but
currently
allocated,
whereas
some
of
these,
for
instance,
homelessness,
Continuum
of
Care
related
issues.
We
know
we're
about
to
receive
a
set
of
recommendations
in
this
joining
process
with
a
city
and
Dogwood
yeah.
We
do
not
currently
have
dedicated
funding
streams
attached
to
that
so
I
just
kind
of
delineating
a
little
bit
that
within
within
even
these
priorities,
there's
sort
of
different
different.
B
Hardly
just
say
this
not
misinterpreted
exactly
incorporating
areas
and
growth
areas,
including
downtown,
so
the
including
downtown
part
I
would
say
because
in
other
words,
I
feel
like
the
county,
the
cost
we
have
our
land
use
jurisdictions
only
in
unincorporated
areas.
We
end
up
thinking
about,
like
that's
our
job.
B
Our
job
is
to
think
about
growth
in
unincorporated
areas,
and
certainly
it
is
part
of
our
job
but,
like
you
know,
we're
elected
by
all
the
people
of
Buncombe
County
and
a
lot
of
the
growth
is
happening
in
the
municipal
areas,
and
you
know,
and
a
lot
of
us
ran
for
office,
saying
like
we
wanted
to
work.
Smart
growth,
not
sprawl
right,
which
basically
means
encouraging
growth.
B
We
want
the
municipal
areas
and
these
key
corridors
to
really
capture
as
much
of
the
growth
as
possible,
but
but
the
costs
we
don't
control
the
land
use
regulations
there.
We
kind
of
I
think
we
kind
of
start
thinking
like
that's,
not
our
job.
That's
this
Asheville
city,
council
or
Black,
Mountain
Town
councils
job,
but
but
where
we
make
decisions
about
putting
infrastructure
could
have
a
huge
role
in
where
growth
does
happen.
B
You
know-
and
we've
been
talking
about-
you
know
sewer
lines
and
stuff
and
like
I'm
in
unincorporated
areas,
I,
don't
you
know,
there's
some
good
argument.
We
can
make
around
some
of
that
I'm
open
to
it,
but
if
we
really
want
to
have
Smart
growth
instead
of
sprawl
like
in
a
lot
of
ways,
we
actually
need
to
invest
more
in
the
infrastructure
in
the
urbanized
areas
of
Buncombe,
County
and
I.
B
Think
the
county
has
a
role
to
plan,
that
and,
and
and
and
making
those
investment
decisions,
absolutely
will
influence
how
much
those
areas
can
accommodate
versus
kind
of,
like
you
know,
the
sprawl
pattern
of
development
that
we're
trying
to
change
so
anyway.
B
That's
part
of
the
reason
I
wanted
to
say
make
sure
we
note
the
the
growth
areas
like
downtown
and
not
just
think
about
the
you
know
the
legitimate
infrastructure
improvements
that
we
often
might
want
to
make
in
the
uninterated
areas,
but
slightly
based
on
that
I'm
excited
to
see
this
being
the
November.
What
the
public
safety
discussion
looks
like,
because
there
really
are
some
of
the
things
that
fall
under
that
banner
and
even
as
we're
putting
our
stickers
up
there.
J
R
Physically
and
you
just
highlighted-
typically,
we
will
go
to
the
top
four
or
five
and
say
that's
where
we
give
a
target
for
this
year.
We
have
several
number
fours.
So
if
you
look
at
number
four,
that's
stopping
at
four.
You
give
us
our
top
five
I
want
to
make
sure
that
feels
okay
for
the
Commissioners.
That
let
me
look
at
her.
R
Would
not
be
a
funding,
but
it
would
be
a
conversation
that
we
would
start
right.
I
take
this
as
our
to-do
list
for
the
year.
We
would
actually
reach
out
to
the
schools
as
a
priority
for
our
board.
Where
was
that
look
like
now?
In
my
mind,
the
consolidation
or
school
system?
The
first
step
needs
to
be
a
study
right.
So
in
my
mind,
the
funding
of
that
study
could
be
this
problem
because.
H
B
I
think
the
Green
Day,
so
the
green
Bank
idea
is
like
this
is
a
new,
pretty
New
Concept
that
a
lot
of
it's
sort
of
being
made
much
more
feasible
by
the
passage
of
this
inflation
reduction
act
legislation
this
fall,
but
it's
a
pretty
new
idea.
There's
a
state
level
initiative
around
it.
We're
talking
we're
talking
about
it
at
the
energy
Department
committee.
It's
still,
it's
still
very
conceptual.
At
this
point,
it's
it's
kind
of
a
it's
potentially
like
a
really
big
idea.
B
Right
whereby
you
know
the
idea
is
like
we
can't
really
in
terms
of
kind
of
transitioning
to
clean
energy
and
all
the
different
Renewables
and
Energy
Efficiency
stuff.
You
know
we
make
some
small
grants
and
stuff
to
help
support
low-income
weatherization
and
things
like
that.
But
ultimately
this
is
a
big
enough.
This
is
this.
Is
such
a
big
initiative.
B
You
can't
just
make
grants
to
solve
this
problem
right,
like
I.
Just
can't
there's
just
not
enough
money
in
the
world
to
do
that,
so
it's
kind
of
like
creating
a
financing
bottle
to
not
give
grants
but
help
make
it
more
financially
feasible
for
homeowners
and
businesses
to
do
these
things.
You
know
electric
vehicles
all
these
different
technology
options
that
are
coming
available.
I
think
this
year
is
probably
a
lot
around
kind
of
exploring
what
that
would
look
like,
and
maybe
maybe
some
you
know,
relatively
modest
funding-
to
help
kind
of
assess
different
ideas.
B
But
it's
going
to
take
some
planning
time
to
kind
of,
like
figure
out,
take
the
concept
and
figure
out
what
do
we
really
want
to
do
in
Oakland
County?
What
would
we
do
you
know?
Maybe
next
year
there
might
be
more
actual,
like
actionable
budget
initiatives
available
kind
of
my
sense,
but
there
is
definitely
some
planning
and
some
early
support
that
we
could
I
think.
R
J
R
R
Say
the
one
that
was
missing
that
I've
heard
you
guys
talked
about
quite
a
bit:
was
water
quality
right
and
what
would
that
look
like
going
forward?
So
as
the
environmental
subcommittee
digs
into
that?
Maybe
we
can
get
some
recommendations
coming
forward
from
that
committee
on.
How
do
we
start
to
attack
water
quality,
especially
water,
that
we
use
for
recreation
in
our
community.
R
B
Can
we
stay
on
the
school
item
for
a
minute
so
so
take
a
second,
it's
like
Terry
said:
I
didn't
when
I
heard
this,
it
wasn't
clear
to
me
like.
Is
there
a
funding
thing
here
or
is
this
more
about
like
us,
you
know
fostering
a
conversation
with
the
school
Partners
around.
Is
this
something
that.
B
A
real
interest
in
exploring
so
I
wasn't
kind
of
I,
don't
know
if
there's
other
people
want
to
comment
on
like
or
is
like.
No,
let's
go
paper
study
right
now,
because
maybe
a
study
would
be
needed,
but
it
would
be
sort
of
contingent
on
there
being
the
agreements.
N
R
R
B
E
B
Be
mine
crystal
ball
crystal
ball
yeah.
H
Guess
the
last
thing
I'd
like
to
just
raise
the
flag
around
is
the
playground
one
I
know
it's
got
two
votes
but
and
I
know
we're
embarking
on
this
master
planning
process.
R
H
R
Don't
improving
that
I
believe
that
Lynn
is
left
but
I
believe
in
the
springtime
he
will
bring
the
actual
master
plan
back
to
you
guys
to
see
what
would
happen,
then
you
can
prioritize
where
we
go.
We.
R
I,
don't
think
the
timing
lines
up,
I,
don't
think
the
timing
lines
up
from
the
master
plan
being
completed,
and
they
both
told
me
no.
That
would
not
be
completed
and
not
in
time
to
start
okay,
this
budget,
but
you
will,
we
will
bring
those
results
from
the
committee
on
whatever
consultant.
Does
that
master
plan,
and
then
you
can
prioritize,
do
we
start
at
like
Julian,
first
or
and
how
did
we
start
to
build
out.
A
R
R
H
J
J
H
Around
that
the
back
to
the
school's
budget
and
everything
and
clearly
you
know-
we've
got
to
be
looking
at
that.
So
not
the
consolidation
part,
but
back
to
this
one
thing
I've
heard
from
community
members.
Is
they
really
love
transparency
around
that
budget?
You
know
how
we
have
we're
very
transparent.
R
H
H
A
B
It
yeah
one
one
thought
on
that
would
be
you
know
it's
a
big,
it's
a
big
topic
every
year
and
of
course
one
other
thought
would
be.
You
know
we
had
this
huge
ask
of
us.
Last
year
we
did
I
think
the
more
greater
funding
increase
that
I
can
remember,
even
though
it
was
you
know
not
everything.
By
far
that
was
asked
the
I
guess.
Maybe
it's
it's
one
question
would
be
is
like.
B
Is
there
an
opportunity
to
talk
with
schools
about
you
know
their
requests
and
and
some
of
the
key
issues
there
around
compensation
and
think
about
that
over?
You
know
the
next
several
years.
You
know
because
there's
only
so
much
you
can
ever
do
in
any
way
here.
But
if
you
say
like
here's
where
we
are,
here's
where
we
want
to
get
to
I
mean
a
lot
of
these
big
issues.
B
B
Just
so,
it's
not
just
just
an
annual
process,
but
more
of
like
a
multi-year
plan
for
like
for
future
pay
and
from
the
other
key
issues
we
want
to
see
the
schools
get
to
and
and
if
we
had
a
plan
that
we
kind
of
because
at
this
point
I
mean
I
would
say
you
know,
Avril
I,
don't
think
we
did
yeah.
B
B
So
just
I
mean
it
was
a
while
ago
that
they
did
that
teacher
compensation
study
and
brought
the
recommendations
to
the
commission
spot
seven
or
eight
years
ago.
At
this
point-
and
we
did-
and
we
said
we-
we
voted
to
approve
it,
but
it
took
us
several
years
to
implement
it.
So
maybe
you've
got
to
the
idea
that
can
be
looked
at
again.
B
All
right
well,
thank
you
everybody
for
being
with
us
today,
and
then
we
went
a
little
bit
every
time,
but
not
too
much
so
thanks
for
pulling
this
together
and
we
look
forward
to
working
with
everybody
in
the
new
year
to
follow
up
on
all
this
super
yeah.