City Council regular meeting — March 24, 2026

Budget and Performance Manager Lindsay Spangler said that this is the consideration of an ordinance adopting the Fiscal Year 2026-2027 Fees & Charges. Background:

• Staff reviews fees and charges as part of the budget process each year and brings forward recommendations for adjustments early in the process.
• In FY25-26 fees and charges represent 12% of General Fund revenues but make up the majority of revenue in Enterprise Funds (75%).
• Last year, departments were not asked to submit updates to fees and charges to limit the impact on the community after Helene. The only major adjustment was to continue with Year 2 of the 3-year water rate adjustment.
• Fee adjustments are being proposed in the following funds: general, capital, stormwater, water, transit, and Harrah’s Cherokee Center Asheville.
• Fees are primarily being recommended to be adjusted to help address operational and capital needs.
• More detailed and specific information regarding the fee adjustment for each service was provided to City Council and is attached to the ordinance.
• If approved, fee adjustments will become effective July 1, 2026.
• Proposed changes are based on impacts to revenues, customers, and service provision. Typical household impact of major fee changes proposed for FY 2026-27 is below: | Fee | Bi-Monthly Bill Increase | FY24 Annual Increase | | -------------------- | ------------------------ | -------------------- | | Solid Waste | $ 4.00 | $ 24.00 | | Stormwater (Tier 2) | $ 1.08 | $ 6.48 | | Water (6 CCFs/month) | $ 6.11 | $ 36.66 | | Total | $ 11.19 | $ 67.14 | Pro(s):
• Provides for cost recovery from those that directly utilize or benefit from the service where appropriate, reducing the financial burden of City services on taxpayers.
• Provides additional revenue to help balance the FY 2026-27 budget.
• Allows staff to begin communicating fee changes to citizens, customers, and stakeholders so they are aware of changes that will be implemented on July 1, 2026.
• Helps provide revenue needed to address significant maintenance and operational needs. Con(s):
• An increase in the cost of city services.

Fiscal Impact:

• Impacts for each recommended change are shown in Attachment A, which is attached to the ordinance. Budget & Performance Manager Lindsay Spangler provided Council with the fees & charges background (1) the fees & charges manual is a formal record of what the City charges for services: (2) Council adopts changes in the spring for the next Fiscal Year (FY), and those changes are used to project revenue impact; and (3) last year, departments were asked not to submit update to the fees and charges to limit the impact on the community after Helene
• the only major adjustment was to continue with Year 2 of the 3-year water rate adjustment. She then reviewed the FY 2025-26 General Fund revenues, along with the FY 25026 Enterprise Fund revenues. Ms. Spangler then reviewed the recommended fee changes for (1) Solid Waste
• $18.00 to $20.00 (recommended fee for increased disposal cost as a result of market changes due to Tropical Storm Helene; increase in disposal costs and tipping fees, particularly in yard waste since the storm; County is no longer providing solid waste rebate; and fee is below the average charged by municipalities across North Carolina, some of which also charge for additional services such as brush and bulky item collection; (2) WNC Nature Center admission fees
• City resident $2; non-City resident $3 (estimated annual revenue increase of approximately $213,355) and is consistent with history of raising rates approximately every 5 years, per industry standards; (2) Street closure fees
• fees to temporarily close right-of-way will be restructured to include differential rates for sidewalks, bike lanes, proximity to downtown etc
• new fees will incentivize shorter, less disruptive closures with approximately $40,000 additional revenue. Summary of General Fund revenue increases is $1,100,985. She reviewed a chart of recommended stormwater changes. This recommendation represents a 7.5% increase, to minimize costs to ratepayers. Previous rate studies have emphasized the need for annual increases to reflect inflation, operational needs, and capital projects. Regarding water cost of services study, (1) A Water Cost of Service Study was completed in late 2023 that determined the cost of service by functional area, assessed the rate structure, and made recommendations for multi-year rate adjustments
• Study found the residential class was subsidizing other customer classes; specifically commercial/manufacturing and wholesale; (2) Staff recommended a three-year phase-in approach to the proposed rate adjustments as the most efficient, effective and equitable approach for our customers since it will eliminate inequity among customer classes sooner, establish needed funding for the capital program, and preserve the City’s debt ratings; and (3) City Council has already adopted the first two years of the three-year rate adjustment plan. The importance of continued rate adjustments (1) Allows the system to keep up with rising costs to continue providing existing services; (2) Provides funding for critical maintenance of water capital infrastructure
• $250+ million in capital improvements expected over the next five years; (3) Ratings Agencies use metrics such as debt service coverage and reserves to determine ratings for future debt issuances; and (4) Additional rate increases will continue after FY27. She showed a rate comparison, along with a chart of typical customer bill impacts, and a chart of single family residential user impact. She said the typical residential household impact for solid waste, stormwater (tier 2) and water (6 CCFs/month) will be an annual increase of $67.14; or bi-monthly bill increase of $11.19. Regarding the parking fund, there are no Parking Fund changes as part of today’s vote. At the March 24 worksession, Parking staff presented various options for increasing parking fees and expanding services. If Council approves changes then, revenues and expenses can be adjusted as part of the budget adoption. Councilwoman Roney reminded the public that they can go to the public library and rent a zoom pass to get into the WNC Nature Center, along with other places, free of charge. In addition, City Council is working hard on making sure that everyone is paying their fair share for the water bills. When Mayor Manheimer asked for public comments, none were received.

Assistant Transportation Director Jessica Morriss said that this is the consideration of a resolution authorizing the City Manager to execute a four-year contract with RATP Dev for operations and maintenance of the Asheville Rides Transit fixed-route transit system. Background:

• The City of Asheville contracts the operations and maintenance of the Asheville Rides Transit (ART) fixed-route transit system.
• In 2025, the City of Asheville issued a request for proposals (RFP) for the operations and maintenance of ART for four years with two renewal options of two years each.
• The RFP evaluation committee was composed of seven people, including one external evaluator, a representative from the French Broad River MPO, and representatives from the City’s Finance Department, the City Attorney’s Office, and the City’s Transportation Department.
• The City received four proposals in response to the RFP.
• The following table provides the evaluation scores and total proposal costs for each offeror: | Offerors | Evaluation Score | Proposed Cost | | -------- | ---------------- | ------------- | | Vendor 1 | 74 | $120,317,255 | | Vendor 2 | 67 | $134,579,138 | | Vendor 3 | 49 | $124,706,170 | | Vendor 4 | 49 | $113,111,200 |
• After review of the proposals, the evaluation committee came to a consensus in awarding the RFP to the offeror with the highest evaluation score, following a process standardized by the City’s Purchasing Division and explained in the RFP document.
• RATP Dev has been selected as the contractor to provide operations and maintenance services for ART and will begin operating under the new contract on July 1, 2026.
• There are several new key features of the contract, including the following:
• Addition of new, full-time key personnel that will be instrumental to improving operations and customer service, including the following:
• Crisis Counselor
• Customer Service Manager
• Human Resources Manager/Recruiter
• New software and technology for reporting, service development, and contract compliance/oversight
• New and strengthened performance measures
• Higher goals for on-time performance
• New liquidated damages to mitigate instances of buses departing earlier than scheduled times
• New liquidated damages for customer complaints not responded to within 24 hours
• New liquidated damages to reduce instances of supervisors operating routes due to driver shortages
• Increase in liquidated damages for improper appearance and cleanliness of ART facilities and bus stops

Vendor Outreach Efforts:

• N/A, this is a federally funded contract Committee(s):
• PEDE Committee presentation, 3/17/2026
• Motion was made to forward contract to Council; however, the motion failed due to lack of a second. Two members of the Committee were present. Pro(s): Approval of the contract will ensure uninterrupted service. Con(s): The cost of the annual contract will increase. This increase has been incorporated into the budget.

Fiscal Impact:

• The total four-year contract amount is $54,899,942. If both two-year options are exercised, the total contract amount would be $120,317,255. Total contract amount:

Base Contract:

• Year 1: $12,671,301
• Year 2: $13,309,046
• Year 3: $14,102,049
• Year 4: $14,817,546
• Option 1:
• Year 1: $15,370,405
• Year 2: $15,948,574
• Option 2:
• Year 3: $16,657,664
• Year 4: $17,440,670
• Funding for this contract will be budgeted in the Transit Fund beginning in FY 2026-27 (Year 1). Ms. Morriss provided the following key takeaways from her presentation: (1) The current Asheville Rides Transit (ART) fixed-route Operations and Maintenance contract ends June 30, 2026; (2( An Request for Proposals (RFP) process to select a vendor for the next contract was conducted and a vendor has been selected (a) There were 4 proposals received; (b) A selection committee comprised of 7 individuals evaluated the proposals; and (c) The selected vendor is RATPDev; and (3) The new contract term begins July 1, 2026. The Asheville Rides Transit (ART) is operated under a turn-key Operations and Maintenance Contract. The current contract, which began in 2017, was awarded to RATPDev. The current contract term is (1) Contract length originally set at four base years and two 2-year option years for a total of eight years; (2) Contract was extended to a ninth year in FY 2026 due to staffing resources and impacts from Helene; and (3) Contract term ends on June 30, 2026. Regarding the ART Operations & Maintenance (O&M) contract, (1) In October 2024, the Transportation Department contracted with Kimley-Horn and Associates (KHA) to support staff with the procurement process for the next ART Operations and Maintenance Contract; (2) KHA assisted with developing the Request for Proposals, reviewing adjustments to contractual requirements, and facilitating the vendor selection process; (3) A 7-member RFP Evaluation Committee was formed, comprised of: One external evaluator (outside transit expert); A representative from the French Broad River MPO; and Representatives from the Finance Department, the City Attorney’s Office, and the Transportation Department; (4) Transit staff incorporated new requirements and standards into the RFP (that are also included in the contract) which are meant to: Address current and/or ongoing issues that have not been remedied under the current contract; Provide clarity or definition around responsibilities of the contractor vs. the City; Improve and/or strengthen accountability and reporting by the contractor to the City; and Increase corporate support for local needs, including project management of special projects to aid City staff, shared use of software, etc.; (5) New and strengthened contract performance measures include: (a) Higher goals for monthly on-time performance (80%, was 72%); (b) New Liquidated Damages: For early departures (in addition to missed trips); If supervisors/dispatchers are used to operate routes due to driver shortages; and If a customer complaint is not responded to within 24 hours; and (c) Increase in Liquidated Damages for improper appearance and cleanliness of all ART facilities and bus stops; (6) New full-time staffing positions: (a) Crisis Counselor
• will primarily work at Transit Center; work with the customer service manager and team, as well as security team to assist riders and de-escalate situations; and connect riders in need with resources in the community; (b) Customer Service Manager
• oversees the customer service team; and (c) Human Resources Manager/Recruiter
• on-site recruiter to ensure a steady flow of applicants for all ART positions; and collaborate and engage with the community; and (7) New software and technology for reporting and contract compliance and oversight, including (a) allowing City use of a route scheduling and service planning software called Optibus; (b) allowing City use of service performance and project management software; and (c) new onboard safety tracking technology and camera system. Proposals received a rating between 0
• 5 for each item falling under the following categories: Key Personnel and Organizational Structure; Management of Operations; Safety; Asset Management; Customer Service and Marketing; Transition Plan; and Qualifications and Experience. She then reviewed the ART RFP evaluation process. Regarding vendor selection, (1) Received 4 proposals by the December 31 deadline; (2) Only 1 offeror received a technical proposal rating above the 70 point threshold required to advance to Phase 2 of the evaluation process; (3)

Offeror Scores:

• Vendor 1: 74 points Proposed Cost: $120,317,257
• Vendor 2: 67 points Proposed Cost: $134,579,138
• Vendor 3: 49 points Proposed Cost: $124,706,170
• Vendor 4: 49 points Proposed Cost: $113,111,200; and (4) After review of the proposals, the evaluation committee came to a consensus in inviting the vendor with the highest evaluation score to interview. The evaluation committee conducted oral interviews with the qualified offeror(s) to discuss contractual obligations and address committee questions related to the proposal. Staff then entered into negotiations with the selected offeror to finalize the contract details. Regarding the new contract, (1) The selected vendor is RATP Dev; (2) Total four-year contract amount is $54,899,942. If both two-year options are executed, the total contract amount would be $120,317,255; and (3) Annual contract amount: Year 1: $12,671,301; Year 2: $13,309,046; Year 3: $14,102,049; Year 4: $14,817,546; Option Year 1: $15,370,405; Option Year 2: $15,948,574; Option Year 3: $16,657,664; and Option Year 4: $17,440,670. Next steps include (1) Tonight
• March 24: City Council considers authorizing City Manager to execute contract with RATPDev to operate and maintain the ART system; (2) By March 27: Staff issues Notice of Award; (3) By April 6: Execute Contract; (4) Begin “Transition”
• includes hiring and onboarding of new positions as needed, implementation of new software programs, submission of new required compliance deliverables, etc.; and (5) July 1: Contract goes into effect. In response to Councilwoman Roney, City Attorney Branham said that his staff always negotiates, to the extent we are able, a termination provision. We also always include a nonappropriation clause, so if Council doesn’t include funding for the contract in the annual budget, then the contract will terminate. Councilwoman Roney felt that the new full-time staffing positions are needed and they should improve everyday lives. Two individuals spoke in opposition to this contract, one asked that we focus on how we can work with Buncombe County over the next four years and have a consistent revenue source for transit. In response to Mayor Manheimer, City Attorney Branham explained that bus drivers and mechanics are part of the unions and the City of Asheville does not have the legal authority to negotiate with them. Therefore, we must engage a third party contractor to employ them. Councilwoman Turner and Councilwoman Ullman hoped that in the next four years, we can figure out how to handle our transit better. Upon inquiry of Councilwoman Roney, City Attorney Branham said that staff will negotiate into the new contract regular reporting back on performance.

Background:

• The City of Asheville released an RFP soliciting proposals from licensed behavioral service providers to offer embedded and individual counseling services to City employees and their eligible family members.
• RSS, the City’s current provider of these services, was again selected as the most qualified pursuant to City contracting and RFP policies.
• The City’s current contract for these services with RSS expires 3/31/2026.
• The new contract would begin 4/1/2026 and remain in place through 3/31/2027, with two (2) one-year optional renewal periods, for a total of 3 years of service, if exercised.
• The initial term is priced at $339,440. The amount for the first renewal term, if exercised, is capped at $397,144, and the second renewal term, if exercised, is capped at $464,658, bringing the contract total to an amount not to exceed $1,201,242 for all 3 years.

Background:

• The State of North Carolina has allocated funding to the Parks and Recreation Trust Fund for eligible uses for local governments.
• The North Carolina Parks and Recreation Trust Fund (PARTF) provides matching grants to local governments to assist with public park and recreation projects, pursuant to G.S. 143B-135.56.
• The Parks and Recreation Trust Fund (PARTF) awards will be selected by the NC Parks & Recreation Authority in August 2026.
• Prioritization will be given to applicants from qualifying counties designated by the US Dept. of Housing & Urban Development as most impacted and distressed counties from Hurricane Helene. Buncombe County is a qualifying county.
• The application deadline is May 1, 2026.
• A 1:1 match is required for awarded projects, with a $500,000 maximum request requirement. FEMA or other grant funds may be used for the match.
• The Walton Street Park project is budgeted in the Capital Improvement Plan (CIP) and funded by the City of Asheville 2024 General Obligation Bond program. If awarded, the PARTF grant will allow the City to recoup a portion of these funds.
• The anticipated project period is November 1, 2026 to October 31, 2029.
• If awarded, Council will approve all applicable procurements.
• It is the intent to apply for funding to support improvements to Walton Street Park.

Background:

• The City originally entered into a three-year contract with a not to exceed amount of $134,024 with Envisio Solutions, Inc., on March 12, 2024.
• The original contract included only limited capabilities as a pilot to support the Organizational Work Plan, and the City moved to expand capabilities in October 2025 to support additional strategy and performance reporting and departmental work plan management.
• The expanded service increased total three-year contract costs by $13,344, resulting in a new three-year cost of $147,368.
• This requested action would provide the additional contract authority to cover the full three-year cost, and funding is available within the Finance Department’s existing FY 2026 budget.

Community & Regional Entertainment Facilities Director Chris Corl said that this is the consideration of a resolution reserving City owned real property “Parkside” which is bounded by Marjorie Street to the north, Spruce Street to the west, Eagle street to the south and Davidson Drive to the east for up to two years for the purpose of exploring the development of an Arts & Entertainment facility within the reserved area to conduct, as part of this process, meaningful and robust partnership with the surrounding communities, including but not limited to the Block and East End, and to reserve any final decisions on the use of this property until the City Council has received sufficient information and feedback. Background:

• The City of Asheville acquired multiple parcels of land in the area known as ‘Parkside’ beside City Hall to create a single, contiguous City block under a single owner, with the goal of attracting and securing multi-use development on the site.
• The site comprises approximately 2.43 acres.
• While the site is directly adjacent to city owned properties that were acquired in the past by Urban Renewal, the parcels that comprise the city-owned property known as ‘Parkside’-one parcel acquired in 1929, four in the 1980s, one in 2003 and the final acquired in 2010- were not acquired as part of Urban Renewal.
• The site has long been used as a city parking lot for staff.
• In 2006, the City Council adopted Resolution 06-217 approving, in part, the continued evaluation of the feasibility of locating a new performing arts hall within a mixed-use development at Parkside.
• In 2007, the City Council adopted Resolution 07-215, approving, in part and in principle, the design of a facility that includes the key components and quality outlines in concept, either through adaptive reuse or a stand-alone performing arts facility.
• In 2008, the City Council adopted Resolution 08-179, approving in part, to commit to reserve space for a performance center within the ‘Parkside’ area, expecting at the time that construction would begin within five years.
• Led by the non-profit organization, Asheville Area Center for the Performing Arts, the project did not come to fruition at that time.
• From 2009-2020, City staff continued to pursue opportunities to renovate or replace the Thomas Wolfe Auditorium with a more modern, flexible facility.
• In 2020, a conceptual design was completed and released, with a proposed funding strategy for a renovation of the Thomas Wolfe Auditorium.
• The COVID-19 pandemic began a month later, pausing the project indefinitely.
• In the summer of 2023, the Thomas Wolfe Auditorium experienced a catastrophic HVAC failure, shutting the venue down for 9 months for repairs.
• As a result, Arts AVL convened a Thomas Wolfe Task Force to determine the best course of action for the facility and assess the feasibility of renovating or replacing it, while accounting for funding constraints.
• City Council directed staff to investigate multiple renovation options for the Thomas Wolfe Auditorium, with estimated costs ranging from $105 to $150 Million.
• In January 2024, City staff engaged with ATG Entertainment to discuss public-private partnership development, which had previously been discussed in 2019 to 2020.
• In February 2024, after review and input from multiple consultants, the Task Force determined that the investment required to renovate the Thomas Wolfe Auditorium to accommodate Broadway shows did not provide a sufficient return on investment, and a new facility should be investigated.
• In August 2024, staff drafted a Letter of Intent for a development partnership with ATG Entertainment, with a two-year target timeline to assess whether a public-private partnership is financially feasible in Asheville to develop a large-scale arts and entertainment facility.
• September 27, 2024: Tropical Storm Helene hits WNC, and the project is shifted to a ‘hold’ status.
• In March 2025, City staff rekindled their relationship with ATG Entertainment.
• In June 2025, the City entered into a Memorandum of Understanding with ATG Entertainment for predevelopment work towards a potential project to develop a large-scale arts and entertainment facility in downtown Asheville. City's financial commitment towards the initial phase of predevelopment work is capped at $80,000.
• In October 2025, the City Council approved Resolution 25-217 authorizing the City Manager to submit a grant application for a potential arts and entertainment facility to the Economic Development Administration (EDA).
• As support for the EDA Grant, and to continue moving forward through the pre-development process with ATG Entertainment, staff is requesting the City Council commit to hold the land known as ‘Parkside’ for up to two years while staff and ATG Entertainment determine if a multi-use development on the site, including a large scale arts and entertainment facility is financially feasible.
• This resolution is not binding, but rather an expression of the Council’s intent to work with ATG Entertainment fully developing the concept of a large-scale arts and entertainment facility within the area. This is not a contract, but an expression of intent.
• During this reservation period, staff and its partners would conduct engagement with the surrounding communities such as the Block and East End, to provide information to the City Council prior to making any final commitments on project development. Council Vision 2036 Focus Area(s):
• Thriving Local Economy
• Well Planned & Livable City
• Equitable & Diverse Community
• Neighborhood Resilience Council Priority Recovery Area(s):
• Economy
• Infrastructure Committee(s):
• None Pro(s):
• Allows the City to continue work towards a public-private development, which can assist with Economic Recovery
• Showcases to ATG Entertainment and EDA a true intent to develop this project
• Preserves the possibility of development utilizing this unique grant, while providing ample time and opportunity for more community engagement Con(s):
• Significant staff time across multiple departments will be required as this project progresses.

Fiscal Impact:

• No additional fiscal impact at this time. Mr. Corl provided the following key takeaways from his presentation: (1) Staff has identified the City-owned “Parkside” property as a potential site for a mixed-use development anchored by an Arts & Entertainment facility; (2) “Parkside” property has been identified for mixed-use development dating to the 1980’s with the final assemblage of the land complete with the intent to assist with development of a performing arts center; (3) A Communication and Engagement plan is being developed to ensure community concerns and aspirations are incorporated throughout the process; (4) Early community input will help shape the right partnerships through a request for qualifications. These partnerships should ensure the project fits the site and respects nearby historic and cultural areas like The Block and East End/Valley Street; (5) Meaningful and robust partnership with the surrounding communities is required; and (6) Securing an additional financial partner will be critical to the project’s viability. Giving a brief history, Mr. Corl said (1) Community interest in replacing or modernizing the Thomas Wolfe Auditorium (TWA) dates back to the 1980s; (2) Multiple efforts to renovate or replace TWA over the past 20+ years have been unsuccessful; (3) Analysis indicates that the level of restoration required for TWA is less cost-effective long term than constructing a new facility; (4) The City has signed a Memorandum of Understanding with ATG Entertainment with the intent ‘explore the feasibility of developing a new 2,500+/- seat arts and entertainment facility in downtown; (5) ATG Entertainment an internationally known private operator of entertainment venues managing operations across 72 venues worldwide; (6) Post-Helene Economic Development Administration (EDA) grant opportunities may create additional funding streams for this potential project; and (7) The City-owned “Parkside” site has been considered for mixed-use development multiple times since the 1980s. Regarding the site, it is a total of seven parcels, totalling approximately 2.43 acres. The properties are not Urban Renewal parcels; however, they are directly adjacent to urban renewal property and located in an area impacted by urban renewal. The potential space use (site massing) is 300+ space parking garage; space for a public safety station (fire); ~2,500 seat main performance hall; rehearsal / education center spaces; and workforce development workshop and footprint. He then showed draft site massings of Concept 1A from the spring of 2024. Potential space use (site massing) is an opportunity with additional developers for retail; gallery; restaurant; museum; educational; community; and other. Mr. Corl then went through the next steps of why now. It (1) allows process with ATG to move expeditiously; (2) will strengthen EDA grant application; and (2) if awarded, funds will support pre-construction work
• site survey; geo-tech; utility relocation; and initial conceptual design and construction documents. Regarding next steps, (1) update information and FAQs posted to project page
• encourage those interested in this project to sign up for updates on the project page; 92) incorporate community feedback to inform a Request for Qualifications (RFQ) for additional development partner(s); and (3) Communication & Engagement Plan overview presented to Economy Recovery Board
• feedback received and will be integrated into plan. Initial identified stakeholder groups include: Arts AVL; Asheville Downtown Association / ADID; Asheville Independent Restaurants; Asheville Symphony; The Block Collaborative; Chamber of Commerce / Economic Development Coalition; Eagle Market Street Development Corp.; East End / Valley Street neighborhood; Explore Asheville; LEAF; Legacy Neighborhood Coalition; Local Performing Arts orgs (Wortham, ACT, etc.); Mt Zion Church; People's Place AVL; and YMI. The Communication & Engagement Plan Phase 1 objectives (stakeholders) are (1)         Project status update
• Where we are and what we are requesting input on at this time; (2) Identify concerns and excitements (a) Top items these groups like/love about the site; and (b) Top priorities and concerns these groups have about the site; (3) Feedback will be utilized to create parameters; and (4) Utilize identified feedback from stakeholders to inform content of RFQ to be issued to solicit additional development partner(s) in the project. In response to Vice-Mayor Mosley, City Attorney Branham said that staff has continued to receive information to edit the original resolution up until the meeting. We have changed the word “engagement” to “partnership” in order to hopefully capture what the Council and the Block and East End/Valley Street have requested. Partnerships will include, not only The Block and East End/Valley Street, but all the initial identified stakeholder groups. Mr. Corl responded to Councilwoman Turner when she asked if he had looked at other sites and if the site massing for the potential uses are too much. As a performing arts professional, Councilwoman Roney wants our community to have nice things, but was concerned about the lack of enthusiastic support from the community. By revising the resolution wording to partnerships seems like there will be more equity at the table
• that decisions will be made together. She hoped that in the next two years, relationships will deepen and more trust built. Vice-Mayor Mosley, who grew up in the East End area noted that urban renewal is a lived experience for her. She recognizes that change is inevitable and has deep gratitude for people who carry that history and refuse to give up hope. She hoped the community would trust her enough to speak on their behalf at the table as well.