[Music] [Music] e [Music] la [Music] the [Music] e [Music] [Music] [Music] e [Music] d [Music] [Music] [Music] [Music] for [Music] for [Music] e [Music] [Music] [Music] family but really between all the council MERS as well St thank you for being here ready to go and grah says do the work that's his favorite quote do the work so I want to but I did and the information I found and learned and I've been around a long time and I learned a lot from this book it was very well done and I want to express my appreciation I'm sure the council's appreciation for the team that put this together so thank you guys for doing that good job [Applause] I remember maybe this is for Miss Mayfield on the Housing section it said that we built 4,000 over 4,000 affordable housing places but we did 900 in rehab and I started thinking what if rehab what if we up rehab and we are able to do it faster better and not have to build so much so how you know things like that just came out of this book just preserve I know for versus new those are the kinds of things that this book make me think what do we talk about how do we talk about it and deliver it's also because I think it's important for us that we had the opportunity to think about um as we grow as colleagues and the number of people that we have when you look at the election most of us have been around for more than one ter I'm sorry thank you more than one term so we've got know each other pretty well but that doesn't necessarily we're doing all the work really well because I think that this is the opportunity to give all of us the ability to on the that we made when we were running elction that we continue to make over the time of our City's growth and what we're doing so you know we have to serve our residents we have to deliver the things that they expect but then I also think that we have to respect we have to respect working with each other and have some commitment to the idea what in the world is going on okay some commitment to each other some of the basics that we have I want to say you know having doing the work means you know showing up being attentive ready to think about and talk about what we need to do I can actually push a button Mark there we go all right but we also have a commitment that we should work in good faith with each other and I hope that that's something that this Retreat gives us the ability to think about how we work as a group and how do we get the things done and supporting each other's initiatives and charges that we have from our community and then finally I want to say thanks to the people that make this kind of work possible every employee that we have in our city and I think there are over 8,000 now um we owe them especially in this time a couple of weeks ago the rain the floods um we think about the kind of people that work every day out there I wasn't out there cleaning out storm drains and all of that but those folks were and the way that we treat our people makes a huge difference and the way that they see us treat them as a group as a collective is very important but they deliver every day for us and I just want to have a note of appreciation for them so this Retreat is all about getting ready for priority setting for goals and I think something even more important for metrics to know what we are doing to define success is important in this initiative this week this day or these few days that we have together so my hope is that when we think about the commitments that we make to each other the commitments that we make to our residents the commitments that we make to our employees if if we come out with understanding and being engaged in that way for all of us I think we would have had one of the most successful Retreats that we can recall or remember so now I want to um gavel this meeting has come to order and I'm going to hand the gavel over to di Alva who is now our facilitator and gives me a chance to sit and learn and work together with all of us and each other thank you very much thank you thank you mayor uh good morning good morning good morning it's very nice oh thank you uh it's very nice to be with you all again this year I'd like to introduce one of my colleagues Elise Holmes who are working with me in the room and over the next three days so thank you all for being here um as the governing body of the 15th largest city in the nation a $3 billion budget and one of the fastest growing areas in the nation I think one of the best um this time is about aligning on your vision and your priorities for the year together the next three days will be working sessions so we'll do a lot of group work we'll ask you to stand up and move around a little bit and actually do some work together um to set the vision for the next term the decisions that you make not only impact the residents of Charlotte but of the 2.9 Million people people in the region so your work is important and these three days are important so you will be providing the marching orders to cing manager and staff all of the 8,000 people over the next few days so if you think about the uh context in which you've been brought here today hopefully that will um help you commit to being pres in the room and doing the work I had the opportunity to interview most of you uh in preparation for the session and I asked you three questions one of the first questions I asked was what does a successful Retreat look like what does success look like for you in other words when we end on Wednesday if we have done what would what do would you what would make it successful and here's what you said if we'd identified and confirmed priorities for the year uh most of you mentioned advancing priorities that you care most about of course so I won't go through those right now because because they will come out in conversation we have lots of conversations scheduled around priorities um one of you said that if everyone left feeling like they were heard today or over the next 3 days that you agreed to work together as a team going forward um that you Foster some teamwork and Trust over the next 3 days have some fun start out on the right foot as a councel that you have clear mark ing orders for the city manager and staff that you have the opportunity to step back and look at the larger landscape the bigger picture that you confirm actually uh confirm in initiatives and we'll talk a little bit about priorities versus initiatives and objectives and goals and then uh one of you said that you get back to policy so that's a summation of what the retreat looks like think we can do all of those things all of them are possible it's going to require a few things from you and so as you guys know I'm pretty good for starting out with some working agreements so won't disappoint you today we're going to go to the board and talk about can you hear me okay okay so we're going to talk about some um working agreements and some guiding principles guide our conversation our time and our work together over the next few days I think they're great to adopt going forward as well that's that's you um the first is to be on time it's important we have a jamack schedule and the staff has done an amazing job to pull so much information together so it would be great if we could actually have the time to get through the through the um work and um right now I know that we'll be off off track a little bit in the morning but I know we can make up the time but it all depends on you getting back into the room for breaks on time starting on time in the morning Etc that you be present and engaged again a lot of information have has been sent to you hopefully you all had the opportunity to read through that so you be prepared for the discussions today but being pres is going to be very important to be able to affect the level of collaboration that's in the room only one person speaking at the time I had the G on purpose this year to control that a little bit um I Heard limit side conversations please I know there are always um needs to say something to your partner or your colleague beside you but no in depth conversation please that's for the floor listen to understand to be understood you may remember that from Ste C first listen to understand we all have different perspectives of thoughts we all come from a different place um the interesting thing about this council is that you think about even the work that we did last year we're all trying to get to the same place you're all trying to get to the same you're align on priorities often the conation comes on how you get there different approaches and so I'm really excited about the work that we do L to help you understand a little bit more but I'm going to ask you to listen first to understand then to be understood so that means probing questions are okay clarifying questions are okay assuming positive intent right not judgment appointing fingers practice both man thinking two things can be true it's not always either or it's not always and white most of us have to live in a great space so both and thinking right so it doesn't mean because we're not agreeing to this that we can't get to the goal we can't accomplish the goal or we do it this way we can't do it both ways both and thinking be aware of both the intent and the impact of your actions I'm going to ask you everybody to be responsible for themselves in the room right um focus on your ma and I have some math up here to give to you so be in your seat and be responsible for your actions be responsible for the words that you choose be responsible for the energy that you bring to the room be responsible for the um engagement with your colleagues uh commit to limited or no use of technology I know there are always exception cases but if you all could please detach um phones on Sil away and just be present in the room we talked about how important it is the work that you're doing over today and the last thing I'll ask you to do is just manage your emotions often times when we're in these settings and a lot of you are this is you're doing service work so you can't DET detach your heart from the work but that means is also there's an emotion TI to with their personal stories T you there's all kinds of things that make the work personal for you but I'm going to ask you to detach from the moot emotion this is not emotional emotional L work but I'm going to ask you to um feel the emotion but don't follow it does that make sense so this is not to be sing your seat and be a robot we all have emotions don't follow it please acknowledge it detach from it and be present in the room and responsible with your colleagues is there anything else I can add I'm ask to adopt those in just a second or change anything that you want to change or ask can we agree to all of these agre okay is there anything to add here and we can add them if anything comes up over thank you the next thing is that we're going to also manage parking lots responsibly um this year as well because obviously there will be some things that come up in the room that are worthy of discussion wory followup we won't be able to do that in the room we're going to have to stick to the agenda so we can meet our goals but we're going to manage the parking lot in two Tres here two segments one will be follow up from the manager's office so the be in for you so if something come up I'll ask you or you can recommend that it goes to a parking lot and they'll either go to the manager office or there in the parking lot for further Council discussion make sense all right let's begin so reflection and looking to the year head so it's often important to stop and step back and and uh acknowledge your successes successes the areas where there was opportunities we may have missed opportunities opport areas for improvement to acknowledge those but also to make sure that we're on the same page as we're looking ahead as well so mayor I'll ask you to start us off um um just in terms of thinking about reflection and looking ahead and for each of you to share but I'm going to ask you to share in so that we can get this discussion as well I'm going to ask you to share the four El's if you could think about top of Mind things your highest most important thing that you like that you learn that you like that and that you long for make sense so as you're sharing reflecting on this past year thinking about what you liked what you learned what you lacked and what you long for just to share with your colleagues where you are as morning starting your thinking okay and mayor called on your first if you have opening comments that's fine if not we can start with anyone else I actually don't have I I don't have opening comments but I do think that the team put together a video that might help us look and address the 4 L's so why don't we go ahead and rock the [Music] [Applause] [Music] video [Music] n [Music] e [Music] very nice yes thank you great so um I'm going to go ahead I'm going to start off with um um the life that I have and um is important because I think what I like is that we're beginning to share responsibilities as well as accountabilities and I'm going to use Lana if I can I'm going to is it okay if I if we use first names yeah okay so you know Lan and I are have been around a long time together sometimes and she's doing some amazing things and um I called her when she was in Atlanta and asked her to go and look at affordable housing in the faith-based community John celorn has asked me to do this work for a while and Lana dived in and so the first thing that I like is that I like the idea that we can share the things that we need to do and be responsible and accountable for this so Lana is doing this initiative with faith-based housing we're on the model from Atlanta and several other communities and what can be special for Charlotte so the the thing that I also learned is the value of our region as a whole um many of you know the Saga we've had with cats the things that we've had to do differently but um a year ago I started meeting with the Mayors we meet the all the Mayors in meinberg County come together we have lunch we rotate the lunch and that was something that I started because I think that we're only going to be better if we approach things as a region what's the next one lacked yes I I still think that we have the ability to work better together without being um worried about personality so much and I'm not I'm never I'm never one that's really good on the social stuff you know it's awkward for me but I work at it really hard but I'm still very awkward at it but I think that we can do more together um by being more informal in our conversations by being more present and and social time makes a difference so what I long for is a very simple thing I long for the ability for us to make a decision on how we're going to move people around this great City how are we going to deal with traffic and traffic safety how do we create a mass transit system for people people how do we do sustainability around Transportation I long for that to be something that we Undertake and begin to really allow for people to see that we can do something differently than what we've been doing now so thank you thank you mayor anyone to share next thank you push does that work yeah good morning everybody um I liked our aspiration so uh we have been I've been on for 10 years and never have so many big things been in the works all at the same time we're transitioning into the Udo we've got this huge Mobility plan uh we're tackling issues like safety so uh I really feel like this is a pivotal time for us this is more momentous I think than I can remember going back to the early years uh what I've learned is it's hard so uh we have embarked on these paths uh moving the mobility topic forward as the chair of Transportation uh is extremely difficult it involves the cooperation of a lot of other communities of the legislature it involves bringing many things together and I think frankly we're struggling to do that still uh we need to figure it out um what I think we lacked was um uh as a group team awareness so I feel that we're all working in a common cause in our own individual little pods and uh I don't know how you kind of further that but you watch those football games that's a team every time somebody has a win everyone else celebrates and we have a common cause we can do that uh even I at being in the political minority uh share a sense of a purpose with everybody on this Council and so we need to look for those wins and we need to celebrate them together and we need to help each other to achieve them and that probably involves more communication than we've had and it involves a uh uh a kind of I think some of the principles we talked about there it involves a better understanding of when other people are talking of what they're saying uh it's easy especially for personalities like these to kind of wait for your next turn to speak instead of really paying attention to what what is going on and I'm guilty so I'm not pointing a finger at anybody but let's uh uh I I feel that we didn't do as much as we could in that department and frankly I I I feel I'm on friendly terms with everybody here I don't see any barrier to that uh it's just something we ought to be able to do but it's an active thing you need to invest in that and finally what I long for candidly uh is maybe more balanced in our work so we are as a council compared to the mix of the city we're pretty one-sided I think socially politically and the result of that is that many of the announcements we make many of the big stories all relate to our efforts on behalf of a disadvantaged population the other people in Charlotte wonder what we're doing for them we need to pave the streets we need to attend to a lot of the issues that affect the normal citizens of Charlotte who don't need assistance from the City but they want us to deliver on the services they expect in return for their taxes so I hope we can maintain perspective in the course of our work continue to do what we're doing on behalf of people in need but but don't make everybody else the businesses and the rest of the community feel left out in the process so that's my speech thank you thank you for sharing who's next good morning everybody um I guess my like is yeah press yeah um I I think my like is that we continue to do what I call the blocking tackling really really well right um the housing affordable housing um our Outreach to Workforce Development and the change that we made there over the last year uh I'll support a small business um we do a lot of work work in that space it's it's not sexy it doesn't get covered on the news but we're really making I think significant progress towards what I call the blocking and tackling of government right those things that um whether they're a priority or not we got to do and I think we do it really really well um I I learned that how to get around Charlotte Douglas International Airport right and I I love going there and I travel a lot and and over the construction I would get turn turn around and uh I figured out how to maneuver around it um but I I I point to that um is that it's the airport is is is continues to be our economic generation for the region and uh the fact that we're upgrading there and and and that it continues to uh not only give the city a profile but um give the region a profile is amazing and the work that we're doing there uh helps everybody so um just getting around that place while I was conversing at first and parking those type of things I think it demonstrates the city's growing the region is growing and and the impact that we're making um I think what I what I what we're lacking is uh again more visible Regional cooperation that that you can see feel and touch right uh especially with the government in the same building that we are I just don't think that we are not making those connections um you know we're all say serve the same constituents um there's a lot of overlapping in terms of the work that we do uh from homelessness to housing to Economic Development uh and we simply don't seem to be on the same page from time to time we just seem to be in the same we just not there yet and I think that we can find a way to um come together uh within the region because our future uh is directly to tied to the Region's future right we can't we can't build a transit system without the region we can't uh do a whole lot of issues that we're facing without the on the County homelessness right um uh so how do we do that um and and I think that we lack the ability to create what I call Healthy tension um that you know we can't please everyone and and some things that we're going to have to do as a city you know we've already answered all the easy easy questions the multiple choice questions and now it's essay time we got to and it's and it's longer and it's harder and it's more complicated and we can't say that we can't do this because we might get in trouble with Raleigh or we can't do this because someone in the community might take offense to it I think we just got to create an environment where we can work um through Health detention um to get things done because all the questions that we have in front of us are hard and it's going to offend somebody but if we know if we want push the community forward we shouldn't Afra be afraid to um to do that and um we shouldn't be afraid to play it safe right and so I don't mind stretching the envelope going cross boundaries as we move forward asking tough questions and pting um asking the community tough questions as well right I think we got to do that uh and then lastly along forward uh I think the mayor mentioned it as well the just the informal communication we were talking at breakfast beforetime the Senate the government Senate can be a lonely place there a whole lot of people there uh and uh once upon a time pre-o I mean the informal conversations on the 15th floor the informal conversations in the lobby with constituents and residents who were there for one reason or another the informal conversations we're having with our our staff um uh and um Etc um I think really really helped us create good public policy great Community awareness uh Etc and so I don't know I mean those days are gone uh in terms of you know work from home um experience Etc but uh hopefully as a council we can find a way to to communicate with one another informally and so we can ask all the crazy questions and throw things against the wall and see what sticks and and um not um hold people accountable for what they say right I think sometimes you just got to think out loud and throw on the wall and see what sticks and I think that we're missing that from time to time we think every time we ask a question it has to be a perfect response right and that's just not reality I think sometimes we just going to have to think out loud and take a little bit what Malcolm said and take a little bit what Lana said and talk and then mix it all up and come up with something that makes sense thank you who's the next thank you can you guys oh yeah there it is um yeah I'll go next um you know uh what I liked about this past term is that we are in a position of growth and that's a privilege and um so many of us have been around other cities throughout the country that are in a position of growth and so while it's a privilege it has to be managed and we have to ensure that we are protecting that growth and um and we're creating a space where we can continue to grow so I like that about this past year I I of course it's going to continue over the next term but there may be a day where we don't have the level of growth that we have and so that's what I I want us to focus on is how do we sustain growth what I've learned is that I believe we don't tell our story story enough so there's so much that the council has accomplished that staff has accomplished that we have as a city has accomplished but we don't tell our positive stories we don't lead with good news and I think in some cases we do like corridors of opportunity I think we we have a great story there we've done phenomenal work and we tell that story quite well but in other spaces uh we don't tell our our story and so I'd like for us this year this term to not to use an athletic reference to not play flat-footed but be in an athletic stance on a couple of areas that we have done well we can tell our story and as we do that this year can tell our story out loud what I think we've lacked is um I think we've lacked the environment where we can disagree and agree but then walk away without holding personal attachment to that and that's where you get to that better answer is when you're able to disagree State your position and agree at times but it's not personal it's an issue and it's a challenge and um I I hope that we can build on that this year and work better towards that what I long for is I I I long for our ability to leverage the experience of this entire Council we have individually we have tremendous experience and skill sets and POS positionality that is incredibly meaningful but sometimes we don't Embrace that from everyone and I think we should but if as I look at Mal and dimple and Victoria and around the room there's so much talent and perspective that can help us be everyone in there's so much talent and perspective that can help us get to a better Charlotte and I want I long for that I want that uh more more in 24 is a mantra in Charlotte and cupo areas I like that more in 24 I think we can do more U by embracing we don't have to go out and get additional Talent we got we got it right here we have the the Superstar team here let's leverage the Superstar team that we have very good thank you who wants to share next don't I'll speak up at once Lana Victoria thank you I'm going just start with light this blank so she make me go well don't well let me come back to you then if you got to start that way no problem okay good morning everybody you got to complete this thank you for trying though um so what I liked last year is I felt like we didn't have to spend a lot of time figuring out the what in terms of priorities I think there was General consensus around what it is that we wanted to go after um I think that was very helpful because it allowed us to then focus on the how um what I learned just getting out into the community more broadly and coming out of Co and people getting back to some of the normal course of things uh or The New Normal I'll say it I learned a ton about what was going on um and what people cared about in different parts of the city and it was amazing really to think about how while there were differences it was strikingly similar um and I thought that was pretty awesome because we we often talk about our differences but when we look across the whole people who live here and move here for generally the same reasons and um I think people appreciate the University in our community what I think we lacked was as I was watching the video there were so many headlines that I had no idea um had even come out and so I would love to see us do a better job of and I I don't want to say when I say us I mean as Council see us do a better job of connecting in with the work that staff is doing the employer of choice for the city of Charlotte fantastic fantastic those are the kinds of things we often see um some of the opportunity what we need to do because that's who's coming to our public forums and things as they should to lift up areas where we've got gaps um but I think if we are able to really celebrate that message and help to get that message out to our constituents of who what who we are as a city um I just think that that would be helpful and I think it will speak to some of the folks who may feel like the things that we do pay attention to are not things that are necessarily going to impact them CU to uh as to uh previous comments you all do a ton of fantastic work um um and so to the extent that we can help carry that message as Council I'd love to see us do that more what I longed for was efficiency in our process uh Effectiveness and and efficiency in our process we were like I said pretty clear about the what I think we have a tremendous opportunity to impact the how so that we can get work done and part of it is understanding our identity and deciding who we want to be as council members um and how we're going to function we know that policy work is our work but that still requires work right there's a role for staff to play there's a role for this Council to play um and so I'd love to see us leverage our our legal dexterity if you will our Savvy management database decision- making so that we can put things in the hopper and get them down the shoot right um I think sometimes we tend to have conversations where everybody generally agrees to a certain extent but when it comes to how do we turn that inside into action we really are lacking the processes to be able to do that ahead of what we asked that have to go do very good thank you uh who wants to share next anyone we have a few remaining you got more okay let's see [Music] so go ahead oh thank you well there is a lot so I was hoping that I could condense it um in time but I guess I I ran out of time oh liked uh what I liked about what we have done over past several years is a balanced budget um I think our budget has reflected our priorities if you look at other 15 large cities we are one of very few cities that have balanced budget increased investments in our employees um increase investments in our community without raising property tax while I understand and recognize that's not sustainable but we' have been able to deliver that and I think we all deserve a round of applause for that um what I have learned uh is that we can do more as um council member Anderson said uh there are areas where we can uh certainly invest more um what we have lacked is the quality of life and you hear that from our residents um Street takeovers public defecation I mean the issues that you hear I think these are some very important issues uh that has really affected the quality of life for everyday residents and and I hope that in next two years we'll be able to tackle those and truly address the quality of life for all of our residents regardless of where they live in our city and what I long for is more informal casual conversations with my colleagues um and where we can be vulnerable um and I uh I remember when I had started back in 2017 I was appointed uh for to serve a district seat and and there were times where I was nervous and I I remember Lana had just picked up a call and said because uh there was an email that was sent out um that was um directed towards me targeted at me and and Lana picked up a call and sort of calmed me and said don't worry about it you'll see many of that um you'll see more of that just ignore it um and I I I miss those uh I miss that I think uh post Pandemic those casual friendly vulnerable conversations has sort of um are not happening um and I think I also see sort of more structured with everything there are more deadlines all the time I feel like I'm running I'm trying to meet and I I think we do need to work on our structure we do need to work on our um uh also how do we leverage our support our communication staff to help us uh be more um responsive while um while um so that we can take a little bit of more informal casual time away uh from just being structured all the time um so I hope that we can address that and I I really um hope in next two years uh we can work better together as a team and that's all I have thank you very good thank you I think we have uh Lana tar and um I think tar wanted to go next who who got who got these these mics who is responsible for that okay what was the question like like yeah like what have you like whatever lacked no got it all right just uh uh I'm excited to be here with everyone thank you for coming um uh I would say that I'll say what I said last night which I think is we can try to structure this Council any way we want like around the edges but we have to incentivize it to do the things we want and I think that incentive comes from everybody being staked in to something and having something to lose because there's a win they want to happen that we're all working on uh and I think that will naturally organically create an environment for us uh to feel more efficient and effective every day so uh the mayor tasked Dante and I with trying to come up with some Concepts that could Infuse into our operating procedures particularly on the first Mondays um we can talk more about that later but the punchline is we kind of have you know a a couple topics potentially that come out of a session like this and perhaps split into groups of Threes at any time with kind of an ad hoc focus of saying all right I this group will take this topic all the way till four major ones and it's the crafting of new policy the interacting in the hallways on Mondays that several of you have mentioned and um and working through that kind of Blue Sky creation while then our broader committees are uh a little lighter of a touch in what we're trying to look at and view through metrics um kind of making us individual contributors into the team rather than kind of being a one-way presentation for staff that also slows them down so my hope is that we can get through the next couple days and come up with that list and it's not in the form of these highlevel giant statements of like housing we no one's going to walk away as one of them four topics and solve housing but we could tactically figure out some things of this is the achievement statement that we're going to have and work towards and I think that can be really effective mine as we know and I think we several others will be added to do it how do we reduce crime like looking specifically at repeat offenders that's the one of the things I would love us to have a plan taken out here with but also homelessness and panhandling how do we end that how do we get to a roads first plan that can be funded that also includes things like the red line um I think that these are very specific things not all easy but things that we know at the Target is if we head out of here uh and focus on and then the fourth one I want to propose is that's the topic oh we're doing a Q&A no I was just wondering for those four be in what you long for or what you see we left long both long I'm taking B on what he's saying and making a match here so perfect is there is there anything that you want to speak to that you liked from uh last year that you accomplished the city accomplished together that you liked you're proud of the zoning days were my favorites agenda I mean that itself oh yeah the consent agenda too well we you we don't really have one so end of report is that good did I talk long enough thank you okay we have two left thank you and certainly if you don't want to share sure thank are you going Mar okay she's going I'm we're down to the last two if you're ready you're fine that's fine mine going to be real short okay okay so it took a long time to get to that light so this what I'm going with the support staff of our Council okay and their commitment to make us look good thank you because our staff are amazing considering they have 11 very distinct personalities with different calendars that they have to manage our staff are rock stars and I don't think we give them for me enough credit so that is the main thing that I've liked about coming back what I've learned Charlotte is still leading on a lot of fronts from housing to employment although on the ground it feels very different the the video is beautiful we have a lot of highlights but it doesn't necessarily feel and for most people it's how you make us feel that we remember so for residents on the ground that video and the beauty and growth of Charlotte isn't necessarily being felt from the top down also learn a couple of shortcuts between Brookshire and Uptown cuz that Brookshire is a beast for me the lack the field of community involvement and I'm saying specifically resident neighborhood not the people that live in Matthews that sign up to speak if it was me you going to be at the end of the list but that's not how we work for our everyday Community residents that still are not familiar with the resoning process and understanding and now because our language has created space for conventional resoning with no sight plan the impacts of to I feel that lack peace is when I'm out and about in community elders and those not as senior still have a lot of questions of how they feel like their voice isn't being heard that's concerning to me what I'm longing for is honestly a better understanding collectively that helps us as a council really guide the language and the Tod and the Udo as we're updating it so we have in writing a very clear commitment to anti-displacement and that is anti-displacement for me is both for those who have wealth and those who are achieving wealth the manager knows I share with him of a good friend when they purchased their home more than 20 something years ago was $100,000 that was a lot then but today that same home is value like 1 point just under 1.4 million they're on a fixed income where are they going to get a 14 get $115,000 to pay a tax bill so when I'm talking about anti-displacement I'm talking about the true understanding that it would be great if collectively we can come to some very specific agreements on how we can protect community and not step into that space of unintended consequences very good thank you thank you good morning colleagues um so um I missed the video and I didn't get to see all of the beautiful glamour but I'm listening to my colleagues and I hear the sentiment that there were great things shared and just with that premise I I guess it it makes me think of a few things but I I'll start with what I liked um over the past 15 months since we were sworn in 15 16 months 15 15 months since we were uh sworn in what I've liked is um the relationship between the council and the staff I have thoroughly enjoyed working with every staff member that I've gotten to know over the past 15 uh months and and I think you know it's underappreciated often the amount of work that's done on the back end of this process um since I've come in i' I've realized and actually from the outside because this isn't my first introduction to policy or even being around politics um the work is actually done on the back end uh the conversations are such a small piece of what it takes to actually enact a policy um and a lot of that is done in tandem with the with with the with the um the people who are actually doing the work every single day um alongside us and that's the staff so i' I've thoroughly enjoyed um that and also getting to know my colleagues close up right it's one thing to um see someone and not really have interaction with them and get to know them from a colleague work relationship perspective but you know I've gotten to know uh many of my colleagues on the surface level and and I've enjoyed many of the conversations that we've had um what I've learned is that you know the the one flaw that I've seen in a representative process is that you tend to only hear from the person who's having a problem you don't hear from the people who are happy and we represent them too and there's this dichotomous reality that there's only problem problems um when when you're only hearing about the problem very very often um if someone comes for help and they and they realize you know that there is a um or they get an answer to their problem then they're no longer looking for that help right so they go away but are they someone who we now don't pay attention to because they no longer have a problem of course we do so I think that um we um we uh I've learned especially during the process where we had uh eastand which was a very contentious process um I've learned that a lot of the narratives that we have are separated by economics economics in my opinion and it always has been before even taking this job is the name of the game um you can you know if you are representative of um certain and this could apply according to what you're talking to or talking about um economically we're more aligned than we are by any other context of humanity um and so that's you know something that I've learned um what we've lacked in my opinion um man um what we've lacked in my opinion I I feel like we're constantly chasing the the latest thing that that bubbles up right um and sometimes we're doing double the work um I I remember I I kept hearing council member Mayfield talk about this project that was started um when she was on Council before and um I I wonder is that basically just listening again from the inside now out which would have been outside looking in I wonder every time we come in it's kind of like we're Reinventing the process over and over and over in a different way again and again and again you know and and unlikely because I look I don't feel like that and and that's also another issue with a policy versus the sentiment of the public because the public continues to feel um the ones that reach out to us some of the issues that we discuss constantly there is no such thing as a policy that is going to resolve an issue permanently and so from a permanence perspective we'll always be mitigating risks always um and so to that end I do realize why we'll continue to create you know uh policies ideas initiatives that will continue to address an item but then what about the quantitative metrics what about the things that say we've made this much progress as a result of what we done 5 years ago or compared to what we're doing but again I I don't want to belabor a point by what sounds like I'm speaking in circles I'm not there's a point to this um I think we have to you know this is a chance in my opinion in these exercises to push pause see where we are see what we've done see what has worked see what hasn't really take a collective on you know snapshot Charlotte right now right now where's Charlotte right now now snap it freeze it in time and assure the public that we're working on what we see right now that's going to change tomorrow it's going to change next week it's going to change next year and we're going to continually be mitigating these risks and we're going to continue to you know put ideas towards them because that's what we've been elected to do so um I I'd like to see us I think someone else said I think that was uh um I'm looking at her uh uh it was one of our colleagues said that you know we we have to be more efficient right uh with with what we're doing it was you right I thought you said efficiency and and I completely agree with that I think there's a a we have to be very specific about what you know we'd like to see it from a efficiency perspective um what I've longed for man I hear all you talking about all of these great relationship times when people used to Hash it out and hang out and and stuff like that man I'd like to be a part of that i' I'd like to feel that and see what that's like you know see somebody and I'll come if it's worth it to come I'll come I'll come up here I'll hang out with y'all you know but I don't want to come hang out in an empty building cuz I could be doing something else I could be you know meeting with a constituent or you know know talking to somebody or you know at an event getting to know the 127,000 people I represent but if it's worth it to be in the building so that I can touch and feel my colleagues and staff I'll come I'll come I'll be here I'll be present you know I'm willing to up up yeah I'm with you with this mic thing uh I'm willing to have the conversations and and and just you know be a part of that relationship space because that sounds good that sounds like something that's that's you know that personalized environment that I know you can get things done in so I'll stop there thank you for sharing the great thing about what you all said I think you've heard some things there many of you are on the same page in terms of what you desire to have going forward and so what I want to do now is really talk about your vision going forward your your Collective vision and so you're at your tables we've got to exercise for you at your tables to work with your groups to talk about your highest Vision your highest vision for the city of Charlotte right so if you think on a 10 to 15 year Horizon what is your highest vision for the city think about uh a little bit further down the road talk about how your priorities and the things that you care about really make to um create a better shed Charlotte over the T next 10 to 15 years and then what we want you to do is to draw that picture to literally draw the picture we got some poster board and then share your story tell that story to your colleagues as we think about your priorities going forward and some of the work that we'll do in the afternoon priorities projects programs initiatives let's start with the bigger picture in terms of your vision many of you have uh some of you are charlatans you've seen the city grow you have have some thoughts and ideas on your hearts about what you want how you want to personally impact the city over the next decade let's talk about that at your table so let's bring the conversation up away from priorities away from programs away from initiatives we'll have lots of time for that but right right now let's Dream create your story together at your tables and then create um that Vision we have when you're ready we have some uh poster boards and you have markers on your tables so you certainly need to pick your best artist at your table and also choose your best Storyteller and create your Collective story for this vision of of the city okay we're going to take about 15 minutes to do that and there and there are no limitations right no limit less than 15 minutes each of you share quickly [Music] [Music] [Music] [Music] [Music] [Music] [Music] e [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] e [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] for [Music] [Music] [Music] [Music] for [Music] [Music] [Music] e [Music] [Music] [Music] [Music] [Music] [Music] for [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] e [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] for [Music] [Music] [Music] [Music] [Music] [Music] e [Music] la [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] for okay team let's get started thank you if you could rejoin your groups please if you could rejoin your groups we're going to uh start I think we have two groups if you could uh let us know who wants to start first okay well well well Dante was up so Dante is going first we're GNA save the the most enthusiastic group for sure for last thank you so Dante can you can you hold it up um okay very good let me see I think I'm good I don't think oh okay there we go this is wow I gotta hold it down yes so um advaned group back there we didn't do just one photo picture we did two so the first one is division for 20134 uh this is abstract art so you you have to think of Jackson Pollock the Kandinsky one of those great ones right uh this is what this is this is this is an abstract formation so the first piece you see here is the rainbow and the rainbow um uh the rainbow represents diversity diversity of Charlotte we want to protect that and in in our vision for Charlotte so there's a space for everyone um in the future you'll see this beautiful tree here that has a afro like canopy um that so the tree represents of course um sustainability and our green initiatives as you've heard over the last couple months we are doing exceptionally well we're being recognized at a national level for our sustainability so we want to protect that in the future and of course our lovely canopy that also is nationally known we want to protect that and then at the bottom here you see a a dollar sign and the dollar sign represents the economic Vitality of Charlotte um all across every economic strata we need to have representation here in Charlotte in the future so everyone can make enough money to live and Thrive and live in our city but in order to do that we have to have collaboration at a different level so not just the onus is not just on city council but also collaborating with our other M Municipal Partners like uh the the board of County Commissioners and the school board because we all know in order to attract companies and attract jobs here we have to have a strong uh vital public school system and so that's why we need to have cm Ms at the table and to create a Workforce who can actually work in these roles so that's the 10-year Vision now we also have um a vision for Charlotte in in 2075 Mr Mar Mr bikari was the artist here where they're floating warehouses delivering groceries uh AI plays a role and um we have lots of different housing types as well as Transportation but come up and you can pay attention to that at a closer level and he's happy to walk you through that later on [Applause] as you you know I love this welcome welcome council member Mitchell we're going by first names today so good to see you James just to catch you up as Lana was just telling you we were casting our vision for the next 10 15 and even outer years for the city of Charlotte what is it that we see what is it is that is our highest Vision that really ties into the work into our priorities why do we show up every day this picture represents what group two believes is the highest vision for Charlotte's future we are connected we are full of economic Mobility where someone can come and have Charlotte as a home you know like to have we've heard the saying I'm not here for a long time but I'm here for a good time we don't want that to be Charlotte we want to be Beyonce not doy cat we want folks to be able to move to Charlotte be born in Charlotte and grow through we want them to be able to have a wonderful home whether it's a condo with with floor level retail M Dodson or whether it is a single family home with an Adu with solar panels on top we want variety of housing for all you can see up in the top Corner we've got our rainbow we've got our pot of gold that represents inclusivity it represents diversity and it represents connectedness and support from our regional Partners you'll see if you look a little closer that out of that each bow of the rainbow has federal state county and even private dollars because we recognize that those Partnerships are absolutely necessary for a thriving Community you can see Mr Jones We've got your red line right here we got your red line and it's taking people from preschool to their jobs all the way up to University West all where inity from charlot need you to have your educ exactly but we know that they'll be educated in Winston Salem and then they'll come back to Charlotte you see we've got UPS right here right along this same commuter line right UPS we know is one of the leading logistics companies in the world why because that's one of our Target sectors and we want to make sure that we are providing those kinds of employment for the future in our city you can see we've got our AA branded airplane flying in not only for passenger service but also for Industrial Service as well so we're going to in we're don't be hating so we're going to invest we're going to invest in our regional airport that we know is a thriving economic engine we've got our trees our beautiful Treeline streets here because Charlotte has an incredible tree canopy that's known worldwide and we want to preserve it not just because of the beauty of the tree canopy but because that impacts our quality of life and we want folks to be healthy we've got people here of all colors and races we've even got some children we've got elderly but notice our elderly our elderly don't even have canes why because we are investing in health care in our community okay okay we've got multimodal Lanes here this is our stream we've got our bike Lanes our stream right here our bikes and our cars because we know that there are going to be many types of ways to get in and around Charlotte from near and far and we want to prepare for that including our Transit here so that said it's sunny skies in Charlotte from now Beyond thank you so much can be Charlotte can be whatever you need it to be we've gone to the Future forward to the future with all of the um Advanced Technologies serving the city and the people within the city and then we have a great deal of specificity here with uh pulling in all the priorities that you've talked about and just amazing job all around I've done this with several cities a few cities and you guys have done an amazing job so give yourselves a round of applause thank you there my question is what's missing is there anything that we've talked about is there anything that we've talked about or you've talked about anything in your heart that we haven't talked about one team sports oh teams okay we don't we don't have we don't have the sports Arenas uh Sports Arenas there some of the major projects safety we haven't talked about safety okay what else Sports safety yep we got to add Sports and safety what else we got community policing that's why you see them people walking together they are they are managing their own neighborhoods people right there that's Community neighborhood watch right that's our safy right tourism or Hospitality this this cover it so I think think I say this a small business and Y got small business here yeah ground floor retail very good very good everything else is covered in Your Vision your highest Vis of the city you guys did a very thorough job very good all right let's do some work so one of the things that I want you to talk about at your table now just kind of bringing this down to maybe something actionable one of the questions that I have for you is what's what's the highest opportunity for Charlotte right now what's the biggest opportunity or the greatest opportunity that you should be looking at and considering for the city right now we know Mobility is on the agenda we know safety is on the agenda let's just know that we're going to have those conversations what else anything you want to anything you want to share okay I didn't think so I just thought I'd ask if you could just take just take five minutes at your tables please and share and we'll ask somebody to do a report out what are the greatest opportunities I connectc John C Smith Central P Winston Salem the immediate school what's that school in Concord if it if I ra actually the we region came together and everybody put their money in can you imagine what that would do how that could change exactly what missing which we already said money from the state to release to release our money yes cuz look at what we're going through with cats right now with hunv they losing their mind we already got water Anthony live on the water Anthony live on the water that's water there a whole bunch of people let take another 3 minutes at least one no no Fox One EG not two EGS when that's why I always say One X to it and they both [Music] attorneys oh so that was community activities for so I'm going to do it and how do we in c local growth in our corridors because we have a lot of companies that have gone that's what Michael and I was talking about when yall were first join we have a lot of companies that benefited there amount of access to Capital that you need so it's clearly targeted who can go into corridors money gets money so for those who live there how are we creating these job hug for okay if you guys could get ready to wrap up your conversation to at your tables we'll do a report out on your discussion and what you had at your tables the question was what is the greatest opportunity for facing Charlotte today what did you thank you so it that's a loaded question in the sense of uh every priority we have is an opportunity and we are working in all these areas but what we isolated in terms of the the place where we can make the biggest difference this year is safety so uh this is a current issue it's on people's mind it's an area where we have scope for Action that we haven't taken so we will continue to work on all of our priorities but uh in the view of this table the place where we can make the biggest difference this year would be to improve safety very good your colleagues very good who's text three so we're going to stick with ours being Transportation because when we look at the corridors of opportunity dple had a really good suggestion regarding the job hubs when we look at how council member Graham States a lot that we need to embra Embrace growth and not be afraid of it well for me that's a direct tie of the and of support local talent so if we're going to tie in that job Hub in our corridors we don't need to spend money with a outside out of state company when we have local companies that's already doing the work but opposed to us working with our or creating a space to support homegrown Talent we partnered with an out ofate company for them to do work in our community that they didn't have to turn around to learn how to do the work in our community so when we look at that connectivity and through transportation for the people who live outside of Charlotte but work in Charlotte also for the individuals that live here and work outside and creating a job hubs and Corridor opportunity the job hubs and Corridor in our coros opportunity I think is a win that we can work on like almost immediately through Council support and through language what does that look like because of course the transportation piece we need the state we need the federal we need to start lobbying on the things that we all can agree upon and not just one or two things and that be our funding but for that again council member ashme the job hubs in our corridors of opportunity could be a really good win over this next turn job hub and do you use transportation and Mobility interchangeably I don't want to make assumptions around that like we do does that mean the same thing to everybody I think yes interchangeably does anybody agree disagree with that because I think we do yeah commed chair so there are the different modes right you've got the trains the buses public transportation but you also have bike paths sidewalks uh and uh and the roads so I think when we talk about Mobility we talk about every way in which people can move Transportation sounds more like it's intended to mean buses and trains I I think if there's a distinction that's it very good thank you and your point is about Transportation not Mobility the combination of both because our Mobility is connecting continuing to connect our sidewalks in partnership with Park and wck as well as the border of county commissioner continuing to connect our bike Lanes cuz we see see more and more people utilizing bicycle for transportation as they put their bicycles on the buses as well as the trains and having connected lanes for them to egress and regress from point A to B very good so so far greatest opportunities are safety mobility and I'm going to add the job hubs quarter opportun thank you next table we had the idea of yes Mike thank you I forgot to say this that um Renee Johnson is not here because she had a loss in her family and I should have said that early on my apologies for doing that but that's why she's not here which is why I think we ought to think about infrastructure and not just Mobility but in every way and I think what we are seeing in terms of how do we have clean air and sufficient water to grow like we have on the um visions that are for the future we have to figure out a way to get those things to operate in a collaborative way so that when we're talking about we're going to have you know the rail and the train and the um air space for for groceries being delivered down something downtown we have to start thinking about it's not just the airport anymore it's how thing goods and services are so I I use the term that Miss um Renee uses which is we have to keep up with our infrastructure MH so infrastructure and environmental sustainability well I generally I think that as a city we need to Define what infrastructure means and we need to have buckets so that we can make decisions about how to deliver it but I'm just using that as an example of we need to have clean clean water and that means a lot more treatment plants that means a lot more sewage plants where are these places going to be built you notice none of those kind of um like Wastewater plants are not on anybody's list of the vision but they are essential to success so we have to start thinking about where are we going to do some of this and it's probably more than we need to do today because we have some priorities that I think are higher but we can't forget about overall infrastructure and what we need to get done to support the people that are doing all this great work in the city very good only thing I'd like to add we had some conversation about our overall our overall government structure when you look at the city of Charlotte we're the 14th largest city in the country uh we have a old structure I think it's been around since 1971 and so do we need to go to four-year terms do we need to have more District representation uh more large representation so I do think it's one of the greatest opportunity as we talking about what city we want to be in 20 2060 2075 a lot going to depend on our structure and how do we get there uh our policies are no longer just two years and you look at our major policy they stretch three and four years so government structur is a great opportunity for us very good thank you for adding could I just add to what the mayor says open for discussion form water uh is a topic that uh is also sort of in the background but certainly I'm hearing increasingly that the kind of development that's taking place now is taxing our storm water infrastructure as well so I think that's worth mentioning very good yeah we add a stor one anything else to add to this to the discussion here any thoughts about what your colleagues have said have shared okay so I'm G to ask you a question oh thank you just going to Echo what what council member Mitchell said about the structure and I think it goes beyond the the two or four year terms that you talked about you weren't here earlier in the session when when I made the comment about intergo intergovernmental collaboration and support especially around Economic Development opportunities and we lost one last year that we could have won but it was you know different Visions for economic development from the city council and the county perspective even going back to when we had the discussion about the Pearl with Atrium different vision from the city versus the county and as we move forward if we're going to plan um for major regional initiatives we got to find a way to get on the same page um from a governmental perspective whether City County uh State um even um with this crime thing right any conversation without the school system which house the students every day it's just an empty conversation very good thank you any any other points or questions or discussions about what's been put on the floor very good the next question I want to want you to think about and Ponder is as you think about these ISS and some of the own priorities that are in your head what are some of the greatest threats to accomplishing some of these right so how do you move forward and what are some of the barriers that you might anticipate in accomplishing some of these we talked about um needing infrastructure to support the growth so we'll put that as one of as one of the threats going forward uh Malcolm talked about making sure that we're on the same page with all levels of government that's a threat right so that's not done you're right if you can uh you will need the partnership of CMS to talk about what happens with juveniles during the day that might be committing crimes so what are other what are some other threats that need to be considered as you think about moving forward to accomplish some of these uh visions and priorities that you have um structure to support the growth of the city so infrastructure to support the growth of the city and then um partnership with other levels of government or all levels of government to accomplish or tackle the safety issue is what Malcolm mentioned and I was using CM CMS as an example if you could discuss again 5 minutes at your tables some of the greatest threats facing you today he what I got but I but I also think part of it is community engagement um and telling our story to the community so both of those I think [Music] if [Music] [Music] for [Music] [Music] [Music] n [Music] [Music] [Music] [Music] [Music] [Music] sharing okay James are you ready you guys have you guys need more time wait I think they need more [Music] time all right we're bonus round okay all right let's [Music] go all right Council Mitchell okay thank you so at our table that there was four key areas one was uh Revenue lack thereof is real uh threat uh secondly managing Community engagement um thirdly we talking about take visible actions now the mayor brought a good point if we can do something in 30 days let's be very transparent with the community and if it takes 3 years let's make sure we communicate communicate that with the community as well and more importantly I think for us Council we have to lead we need to be leaders of the city and so folks can look at us and be a confidence that we got a city council that's working together and leading our city so those are the four items great job very good thank you can you talk a little bit more about Community engagement what does it look like so councilman Brown brought a good point is one is informing the citizens so that understand what is our responsible city council what is County Commission responsibility and what's federal government and so there's a level of frustration out there the citizens say with city council not taking care of me and so we can in and how we can improve their lives or in trying to make things happen very good thank youel direct and very distinct that many programs that we have we're not in that same area of ability to know the details and to get it out to the public and we need to figure out what is best to do or the best way to do that and to get it done pretty quickly okay very good thank you any questions or anything to add any clarifying questions here okay very good thank you oh ready okay well I think Ed's next that group is next thank you um first of all we also uh talked about finance and basically the financial constraints under which we're operating we need to keep in mind uh $2.5 billion dollar of school bonds are going to have to be paid for that's going to be in the form of the County property tax um and we need a sales tax in order to achieve any progress on our Mobility um you guys know the Ed got to be the one to give that level of specificity to the budget you know conversation you know you yeah um so we also actually we talked about uh the vacancies in uptown that's something that we're going to definitely have to deal with and a need to be creative about that space and other spaces that are available um and and you know kind of piggybacking on what you guys said about Community engagement we have to find a way to make sure that we're being um realistic when we communicate to the public about our possibility what we can do what we're able to do what we are doing um and and also being demonstrating that we can move Beyond policy right because everything that we do for our community members it's not always related to policy we're going to do things well outside of the scope of policy and I think that's going to allow us as a body and as a a city to be more creative in you know what we come up with um as Solutions um and I think that pretty much sums it up did I miss anything I would just add uh Miss Anderson uh was talking about kind of macroeconomic things that could affect us so I believe that in our policymaking and in our pursuit of our goals we need to have also a risk mindset a a uh we talk about threats what we're saying here is maybe it doesn't progress that way we have those those vacancies right now those are kind of a leading indicator or one issue uh the the safety issue Uptown is is of concern so uh while we Aspire we also need to play defense very good thank you anything to add here any clarifying questions any other comments I I have a question thank you so just clarification so I know you all talked about office space and Uptown uh I know that's an issue Citywide uh in East Charlotte Valentine University especially in Research Park where I used to work so did you all talk about that and yes we we did um so what we discussed as eded mentioned you know there's some leading indicators that really inform the opportunity for growth to begin to slow so things like these vacancies right which the industry is calling the urban Doom Loop right uh because when you have those vacancies then uh that creates a safety a safety issue we already have a safety challenge so it can become compounded that you're losing the tax base from those vacancies which then in turn funds the things that Ed and the other table spoke about so that is a cyclical aspect of this that we have to at a macro level we can't control it all but we do have to as I mentioned play defense in some ways and be actively thinking about this but proactive around how we address it and we're not the only city going through this Dallas Chicago Chicago San Francisco New York City they're all experiencing this quote unquote Urban Doom Loop but can we partner with the board accounting commission so that we have indoor um Sports Fields like pickleball and uh yeah and cornhole and volleyball can they can they fill some of these floors school right can CMS leverag some of this space for some school programming and after School programming so the conversions is an opportunity but conversions are so expensive so the majority of the inventory will not be converted right so we have to think about how we can create leverage that space for other opportunities in our community to thrive and just a piggyback on what the mayor protim said that was where my comment came in around you know we are here in a policymaking position but you know we kind of need to move outside of the scope of being specific to policy we could be as creative as we'd like to be everyone in this room is a leader in their own right we all have great ideas we can move beyond the scope of policy and everything that we do it's not going to be policy related it could be you know working on these creative projects and and really being an organizer for an example or being whatever we need to be or whatever leadership hat we need to you know wear in order to you know achieve some of these outcomes very good thank you please you know noral threat is that because we're not collecting the taxes on on these buildings anymore Once Upon a Time the taxes that was raised in uptown Charlotte paid for the services in uptown Charlotte as well as elsewhere throughout the community and if that doesn't happen anymore instead of not raising taxes in five years it'll be like every year right and so it's something that we really really got to pay attention to very good and and I appreciate you know this this city alone Partners like um to help us with this uh because this is expensive conversions um are expensive so uh let's continue to think about how collaborating with other partners will help us address some of these vacancy issues throughout the city very good thank you all right team three thank you um again I think there's consensus in the room in terms that revenue is a driving factor and now financing is a driving Factor um meinberg Charlotte mechur continues to be a donor Community where we send more money to Raleigh than then we get back that's a problem and that will continue to be a problem um um for our community and so revenue is something that we all said it's a really big problem uh dple just said again in terms of the collaboration between city and county and other governments are can be a threat if we don't get it right I think the days of going in alone City going in alone County going alone are over from my perspective there has to be some Harmony some Synergy uh and if we don't accomplish that as a as a community uh it's going to derail how fast we can move for mobility and transportation is going to derail how fast we can move in terms of regional planning cooperation Etc uh and so we got to and it goes beyond just the county right is Huntersville it's Davidson it's menhill it's all those not even small towns anymore right independent thinkers that we got to find a way to get on the same page um we also talked about um voter participation Community engagement right somehow we got to get more than uh 20,000 people coming out caring about what city government is doing in a city that has over 900,000 folks right 20,000 people are the determining what we do and that's just not getting enough input from the community and so Community engagement for voter participation is extremely important as well uh and then lastly um the infrastructure again we go back to that um and is regional infrastructure getting from Charlotte to Canapolis getting from Charlotte to Lancaster South Carolina the roads the bridges the um um all those things are really really important because the jobs someone may live in um Canapolis but work in Charlotte and so that commute is really important to them has to be reliable and dependable especially if it's public transportation and so the infrastructure um uh is really really important as our city grow uh I I support growth I think we all do but there has to be a balanced growth a measured growth uh and the infrastructure has to be um I wouldn't even say keep up because that's impossible right has to be at least um a part of the decision-making process I we recognize that thank you I'm going to add balance and measured growth to the opportunity list over here that makes sense right very good thank you Ed uh we have been talking about cooperation with the other governments in meinberg county for years right question is you know what do we do about it okay and this is the school board too so I think particularly District people every time there's a resoning uh they hear from constituents about the situation at the schools I wonder what we're doing about it um we I did talk to Dennis lari about the need for more cooperation in the planning of the schools he came and gave a presentation in committee about how they go about it but it doesn't connect well enough with our land use decisions uh and so uh I'm just wondering whether we can get a little more tangible in terms of you know creating some intergovernmental committee with membership of the from the three bodies that meet on a regular basis or or a particular action I know a number of the Comm Commissioners there doesn't seem to be an occasion that often to talk where there's no organized mechanism for interaction among us and them uh and therefore they don't really know what we're doing we don't really know what they're doing so I I think there must be something you know an action we can take that would actually address that so um to that point those of us that have been around we do actually have a structure to do that it is um a structure that includes all of the um towns and the planning people the problem is that unless you have a a mandate from your colleagues to have these kinds of discussions otherwise it's just and I think every we remember just coming and making a presentation doesn't address so I think we have to take a little bit of of a deeper dive into we have a we could actually appoint a group a Planning Group right now but I think that what I found is that it's best to ask what do you see I think this goes to Dia's listening asking the question and listening what the how does that benefit your community with ours and so we if we're going to do this and be serious about it we need to um it might be one of our Monday night discussions with some choices and and some leadership from us to go and ask would this work for you we've heard that a couple times it sounds like that might be a good um parking lot item for Council discussion agree I think it is a good one thank you you have to Define what collaboration means and what benefits there are for it and then we can have strategies and talk about it but right now I think this is a good step to put it in the parking lot as a clarifying question for this parking lot wouldn't that be wouldn't that fall into BG since we're supposed to be intergovernmental relations and part of that is building those relationships so wouldn't a conversation are you thinking that it's parking lot for larger Council or committee I'm actually thinking that the larger Council even for us we have to decide what we want and then the committee can actualize put it all the put the you know words to it and all of that but I think in large part it should be Council that has a first our own commitment discussion it's kind of like we ought to ask ourselves that question but the committee would implement but you don't think that's something that we can have as a breakout before these three days are over so that we can have some type of understanding before we leave this space today you think that should wait until we get back I think that we well we going to be coming back and I think that we can have it and I think it's a great topic for uh I think it's a great whoa great topic for our first Monday uh night discussions and the one that's coming up in February we can we can structure that out we can have a dialogue around what that means collectively for the body and then as the mayor said send send it to the committee who will add the detail around it okay no no I I I Concur and and I concur as well as what the mayor said but it has to be intentional and I know we got to do all the academic stuff right I mean we got we got to we got to do that but it has to be intentional right and it has to trickle down to to the elected officials right right now there is staff may have a process for that but there's no me dialogue between any of the elected officials the people that actually make the decisions uh in terms of how the community how the region move moves forward there just this a silos right it's County it's city as school board as small towns and while there are meetings and conversations there's no clear direction as the mayor indicates that we have to illustrate and diagram and chart out I think one of the things you might need to is just some background around what exists today so you can have some inputs for that conversation also so actually I I think our input would be that we have a structure that we can make appointments but after that there's nothing that I I see as value add it it tells you who the towns are it does all of that but I I really think it's dated it's the world has changed people act differently it should be amended in the current state that we are now kind of where I am on it very good ed u this it's a council session first because it will require your leadership and if you everybody's looking around and saying well you know I like this idea but I don't have the time for it it would fail so I I think having the whole Council discussion is really important to start it and then the committee can take it and talk about the processes to expand it Beyond us it's almost like an invitation to dinner to the other communities very good that's fair thank you Ed a discussion for another time I just want to mention there will be a certain amount of skepticism on the part of the other bodies uh Charlotte comes out and says hey you know we need to work together more and they think why what do you want and and I mean really so so uh uh we need to be careful as we think about this to create a vision that we can sell and that offers real benefits to the other partners in the thing otherwise they'll think that we've run up against something and we need their help and we're calling this collaboration so so they're there at the takeoff and not the landing and and this is not some sort of temporary structure I think this is something that we see this for long term so not just for immediate benefit I think if we make that clear as we are putting together a vision uh that would help very good thank you great discussion any other thoughts around that okay awesome I think we I think Lunch is ready okay lunch is set up now okay do you guys need a break or you want to go to the next question okay very good so my last question for this particular exercise is a little bit more personal so this is some work you have to do at your in your seat first and then sharing with your um colleagues and I want you to think about what it is that let me find my question there it is given the wonderful conversations we've had this morning so first of all thank you for leaning in collaborating and doing the work this morning thank you for that um given that conversation think about what change will be required of you personally as a council member in order to be successful this year to ensure that you all are successful collectively so you can't expect different results during the same thing right nope you can't everybody's perfect we can get that later so so there has to be adjustments to make you're going to have new priorities we have new council members uh we have a new Council we have we have a new year and so this is a really intentional time for you to close the chapter of last year and begin a new chapter to turn the page and so as you do that we have it requires us to do different things sometimes think differently about things decide to approach things in collaboration differently it can require us to even change our language sometimes choose new words um building words time to connect rather than divide so as you think about working together accomplishing some of these things because certainly the seeds that you plant this year will certainly affect whatever they are will affect what happens in 10 years whether it's what's on this page or not right so all of the work that you do is important and it's far reaching so as you do that as you consider yourselves and uh your position on this Council your talents your skills your experience your knowhow your capabilities what do you do differently uh moving forward so have that conversation please at your tables and then um individually think about it for yourselves and then share at your tables please all right we'll take about five [Music] minutes [Music] spe [Music] e [Music] [Music] e [Music] [Music] feel [Music] [Music] know [Music] [Music] for [Music] [Music] that's [Music] e [Music] e [Music] [Music] e [Music] [Music] [Music] e [Music] [Music] e [Music] let's take two two minutes and then we'll wrap the conversation thank [Music] you [Music] spe [Music] something [Music] [Music] no [Music] e all right team let's come together uh for report outs how was the discussion good discussion all right very good very good very good if I can have the attention please of the of the council please thank you all right which group uh yes some people unfortunately have those things called real jobs so they might have window look like when I'm looking at this break down I see we're going to suppos been on break and we chose not to do break no we didn't choose not to debate we're working on break because they're still setting up lunch so we 15 minutes it was only 11:30 11:45 it wasn't lunch well we doing uh so if it let me let me ask a question then does it does anyone need a break right now we can take a we can we're happy to take a break if anyone needs to a break it's not a problem at all so just for planification when we're saying break are we talking about just 15 minutes or at this at this point we're going to break for lunch so the plan at this point is to finish this discussion we're going to take a group picture and then we're going to break for lunch we're giving them a little bit of time to set up finish break are was saying 15 minutes or 30 minutes no we're going to we're having a working lunch so we're going to get 15 minutes for people to go get their food and come back in when you come back in you'll have some things at your desk you'll have a document to read for probably another 10 minutes and we'll start again so if someone needs a break to handle something or an adjustment please let me know afterwards is that okay thank you all right if we can do a if we can do a a quick report out because I'm I think I'm here nobody needs a break right now is that right okay thank you thank you Dante so I want to say first I think it was the wrong question okay uh the right question would have been for each of us to talk about how one of the others can improve and I mean we could have had a good time that I didn't see that coming I didn't see that coming so everybody think about that I'm going to put it on for this afternoon um I'm always looking for ways to uh be more effective in my job and and to convey the point of view of the minority party not politically but I'm just saying a different point of view uh persuasively and in a way that's that's Harmon with uh what is going on in Council but what I would say my my goal is coming up we talked about teamwork I can do more so I can be the one making those phone calls and and I can proactively contribute by engaging more with my colleagues I'm as guilty as anybody of failing to do that very good thank you D Ed spoke to the consensus at the table okay we all of us sort of agree that we can have higher collaboration very good thank you thank you thank you all right who wants to be group two you lost your speaker okay so I think that what we talked about is how do we actually and I think we've I've heard this I think from other tables down how do we tell our story better as council members how could we work together to engage larger um audience es in our neighborhoods and so you know like the council members have four neighborhood meetings a year and maybe it's invite your at large people to come and join you but how do you get more people out and I I know that Renee asku is working on some of this for technology but also how do you not use technology in a way that oversteps the personal touch that some people need better than others or more often than others and um I think that we also talked about the Quorum at the council meeting um when people watch us on television and they send you letters or emails of um describing how they felt about the meeting sometimes they're not well most times they're not positive people tend to send the negative but we have to look at those emails and we ought to take them seriously so I think that looking at decor and I've said this could we start on time could we not interrupt people when they're talking could we stop texting at the same time we're having a conversation not to say that I know all of this is not consistent across all the time but when it's happening I think we could do a better job or I think this group thought we could do a better job very good thank you uh group three do you have a sports person no okay thank you well here is what we came up with this is what Lana can improve um but just having more uh conversations hallway conversations having informal conversations with your colleagues and just relationship building and Lana uh and Malcolm talked about times before pandemic how you'd run into your colleague in a hallway and talk about some of the issues and concerns that you were having and I think some of that is missing um so just I think It ultimately comes down to relationship ship building I think there are some of us on Council that have more responsibilities um at home or job or others there are some that uh have older kids but I think it all comes down to uh figuring out a way to even in brief moment that you have to build relationships with your colleagues very good awesome so I think it's just right along the lines of what uh Ed mentioned earlier MH very good definitely common theme around collaboration differently going forward engaging each other uh in informal settings not just in the meetings and that's always great to create a great strong foundation for teamwork and collaboration going forward yes margerie I just want to add um as as we were having that discussion I wanted to kind of highlight a few things that we done right as a council um over this time during Eastland during Bach we despite having very different opinions about what you know an end result may have looked like we work together and we built consensus in a way that I'm proud of um I have no greater example than the amount of support that I got from my colleagues the amount of conversations that I had with everybody from staff to my colleagues and so I I think that's kind of like a a baseline for us now right and we did that despite having regular conversations so I'm I'm only looking forward to what you know a commitment around regular conversations in addition to what I know we can do together as a Comm as a as a body um will look like right because I I just I wanted to highlight that because that was actually something that we discussed at the table and and it it was a great example for me awesome thank you so much for sharing so now I'd like for um if there are no other comments All Hearts and mind are clear very good so we'll ask everyone to come up front for a group picture and then we'll break for lunch thank you and so just for those of you why not why not I think he has a camera set up for here though um just so for those of you on the on the phone and um on the screen we're going to uh break for lunch in a second we'll reassemble in the room in about 15 minutes thank [Music] you [Music] [Music] [Music] e [Music] [Music] [Music] [Music] [Music] e [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] e [Music] [Music] e [Music] [Music] [Music] for [Music] [Music] for [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] for [Music] [Music] e [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] e [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] e [Music] [Music] [Music] [Music] [Music] [Music] [Music] for [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] e [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] good afternoon I hope everyone has enjoyed their lunch uh thank you for the council members for working through lunch uh we have had a CH change in the agenda we're going to move to the uh budget discussion and the priority priorities discussion and then we'll come back to the teamwork activity to end the day okay thank you and now we'll have Ryan lost Ryan he'll be he'll be in just a second oh there he is that's on so Ryan I I'll buy you some time so uh mayor members of council we'll begin with uh the budget Outlook which Ryan will give you and uh hopefully we we have uh paid attention to you in terms of how you would like to have these next couple of days so um we don't have presentations what we have are just a couple of um you know slides that sometimes we just put up there if it's too small in the book um and many times what you'll see is just questions that'll be asked um to prompt you to give us advice about where we are maybe where we should head so with that said I'll turn it over to Ryan thank you Mr manager uh Ryan Bergman I'm the uh strategy and budget director uh for the last five years uh as the manager said I'll just uh show two slides today um a little bit about the general fund operating and then a little bit about the capital plan as we know this is a bond year having a little trouble okay so when we talk about the uh the general fund we are uh LED primarily by property tax and sales tax uh property tax is our biggest Revenue by far uh we've seen a really strong consistent growth over the Last 5 Years averaging close to 3% uh we everything that we've seen leads us to believe that that is going to continue for at least another year when you talk about um building permits and growth of the city so that's primarily growth-based when you get into sales tax uh there's quite a bit more volatility so when you talk about sales tax it's really based on what people in mecklinburg County are spending uh over the last uh two years we've had really good growth there uh the first four months of data that we have for this year uh shows that it's a little bit stagnant compared to what it was um if we had our Economist here he would talk about uh people spending down their savings and the fact that uh over the last couple of years spending has really uh outpaced income growth nationally so that leads to some uh some Revenue issues excuse me so last year we also had our Eon Economist come up and talk a little bit about a recession and he used uh well Fargo who had a projection last year that the likelihood of a recession was about 50% in the coming year uh fortunate news on that that is down so the same data set that they used last year shows now that's down closer to about 40% uh as a reminder we do not project recessions in our revenue forecast we plan for recessions we react to recessions We are uh traditionally built on Revenue principles as a city that are uh fairly conservative by nature which allows us to uh uh put together small 1 to 2% surpluses per year as you see in the budget Outlook um on the expenditure side you'll see that we are at about 3.9% expenditure growth before we talk about any kind of service enhancements or any new compensation so that means that doesn't mean a typical compensation that means we are about even before we talk about any compensation so a couple of the uh expenditure things that I'd like to point out here uh retirement and health care not something we talk about a lot but they are significant uh drivers kind of hidden unavoidable costs that we have so just a couple numbers over the last five years our property tax revenue in the general fund is up about $60 million so that's good but just our retirement over that same time period is up about $33 million so you talk about the property tax growth from the growth that we have in the city going up a certain amount more than half of it essentially goes to the retirement system to pay pay for the services that we already have so primarily other than firefighters that's controlled by the state and we are essentially along for the ride it is a good system with a good funded status though on the healthcare side this is has really been our labor strategy for the last four or five years where we have tried to make sure you know somebody earlier mentioned employer of choice we have had a strategy to really take care of some of those explosive Health Care increases we've had through covid past covid as we talk about inflation so what that's meant is that employees for the most part are paying a similar amount or even less in some cases than they paid 5 years ago in our plans us meanwhile we are paying about 40% more so what does that mean an easy numbers it means that four or five years ago we paid about 70% of costs on average and now we're paying about 80% of costs on average so that's really been part of our labor strategy which gets us to talk about compensation so it's not on the screen but that next step would be what we want next year's compensation to look like uh a typical plan which is like a 3% for everybody type plan is about $15 million uh doing something similar to what we did last year is about $25 million I I do want to point out that some of the uh some of the things that we've done over the last couple of years primarily has led to some successes uh I should have referenced this uh the budget Outlook so if you notice uh if you try to open this to any page other than the budget Outlook The Binding will will not let you so you need to uh you need to read the entire budget outlook before you can talk about CA or anything else um but if you look on that second page there you can look at our vacancies by employee type and some of the successes that some of the decisions that Council has made over the last couple of years on what you've prioritized H has really led to some uh good results so happy to say that this is just a point in time comparison every year but right now our hourly vacancy rate is at the same level as it was pre pandemic whereas a couple of years ago it was starting to be a significant problem for us so that's a big deal when we talk about maintaining our service levels and it's really uh primarily about some of those adjustments that city council has made at the bottom of the pay scale with some of our lowest paid hourly employees which we're in January now uh our lowest paid full-time employed now is about $46,000 which is significantly more than it was a couple of years ago you talk about mechanics and solid waste drivers and 911 communicators uh these are jobs that have had significant successes over the last year as far as uh trying to maintain Staffing and then uh something that we've talked about for quite a bit longer is our police Staffing and so traditionally we've struggled to have enough new recruits to account for retirements and resignations uh so we've traditionally averaged about 90 graduates each year for the recruit academy uh happy to say that right now we have a recruit academy one recruit Academy with 83 people in it now they may not all graduate but this is just one of the three that they're trying to do so uh the chief may talk to talk about it later but we're hopeful that some of the work that Council has done done so last couple of years for instance the starting pay has gone up about 23% for a starting police officer that's really starting to yield results and pay off so then switching to our Capital plan uh the steady state was created about five or six years ago now which was designed to allow the revenue to maintain some level of capital affordability into into the future so a couple years ago the last time we had a bond we had a $226 million Bond uh what the numbers are telling Finance now is that we can support over the next three bonds at these current Revenue levels about 212 million so that's gone down it hasn't gone down because we've missed Revenue targets or anything else it it's primarily gone down because the cost of borrowing has just gone up so any debt we take on is a little bit more expensive one to one and a half% more expensive than it was a couple years ago so the story of this as we're talking about a budget year with the bond is as some of those named projects come online that we did a couple of years ago uh we've been planning uh two roads to intersections you can kind of see that I'm horrible with colors so I can't do that but you can see the named projects up there I think it's blue um you can see that compared to 2022 that gets bigger and bigger each year as we pull those on online the unprogrammed capacity that you see at the very top that was intentionally left in one to two years ago and and the reason that was left in was because we knew that we were dealing with backto back 20% increases in construction bid prices and so we knew that those named projects and even some of the projects that um we may have approved a couple years ago that we're now ready to build are going to be a little bit more expensive so we're comfortable that we'll be able to get through a bond cycle utilizing that but that's not going to be funds that are available to uh to to go to other Bond types if we're going to maintain the the commitments that we've uh that we've already made and so when you look at this we're planning and there's going to be uh multiple budget workshops budget committees so I know we're not going to plan today but at these levels it's really a zero sum game where anything we do has to come from somewhere else else when you talk about how the bond works so don't have a slide on it but uh if you uh look at that same budget Outlook I'll just reference a couple other things um we did have when we're talking about FY 23 performance we did have a solid year again financially um the last five years we've been lucky enough to uh because of conservative Revenue principles from Finance from our Economist we we've typically averaged like 1 to 2% Surplus and what that what those funds are able to do is they go into the next budget year which we've uh used to invest in city council priorities uh that's the main way that over the last few years we've had uh $25 million of corridors funding cash that that's not even the bond funding that uh we've been able to do and then we also uh in that budget Outlook provide you with uh some benchmarking of the value of government service Services where we compare every city over 75,000 in North Carolina and and and what you'll see from that is uh fairly striking uh we have really good value to local government taxpayers in Charlotte so we have the lowest city tax rate by a fairly significant margin and then we also have if you bring in city taxes County taxes water um sales tax uh anything you'd pay on local government Services we're still the lowest of that peer Group which is every city of North Carolina over 75,000 so just a just a quick look um I think it's in two weeks uh I I will present to the budget committee uh uh chairperson asir on suggestions for committee and workshop topics that uh I'm sure they'll adjust and then from that the next week we do have our first uh budget Workshop where uh Pres presumably we'll dig deeper into either bonds or operating and we'll have a lot more information than two slides but we'll try to keep it uh we'll try to keep it down to a minimum so with that I will uh open it up for questions Mr gr just for clar just to make sure so on the steady state of affordability if we were to increase any line item we would have to take it away from something else for for the bonds absent new Revenue cor absent all raise taxes so if we wanted to uh uh increase housing for an example we would have to identify new funding or take it from another category correct and at the same time other categories like sidewalks probably needs to be increased from my perspective as well okay just just making sure I'm right so um great job Ryan I I just a few things I'd like to put this in the I guess the right context um so Ryan uh is doing to you what he does to me he's like holding back some of the money and he's going to be very uh conservative in the way that uh he speaks but I do want to give you Kudos if you go back to the you know the the budget Outlook you know that's a 15 almost $16 million surplus for the previous fiscal year a great job team that's after you have to put money in to make sure you have your 16% reserve and as Ryan was saying earlier typically some of the things that um have been very important to you like corridors of opportunity what we do with um small and minority owned businesses things like that we put in this account called Pago and we're able to to do some of things that are important so by no means is someone saying there's $15 million to go ahead and spend but there there is a positive result from the previous fiscal year and we're on track in the current fiscal year and as Ryan was saying that typically we give you a two-ear budget even though you're only improving one in the oute we try to make sure outside of a policy decision for compensation that both years are structurally balanced so I would just start off with the framework that Miss accomplished on all of those and we're tracting towards that the other thing that Ryan said um but I want to do a little deeper dive into this um property tax I haven't been raised in five years but as the comparison with um the cities that have more than 75,000 people I think we're 8 cents less and then for those cities that are 250,000 people or more uh were're 17 cents less that that's a big big difference and then lastly and Ryan I don't know what the actual numbers are I'm going to say that when you do this total cost of government it looks like we're a th000 bucks less than the closest city if I have that right about 500 than the closest city but about over a th for the uh closest uh large city large city so again there's Great Value in the services that the city is providing no one's starting off by saying let's raise taxes okay um Julia is Julia in here can you flip up one slide and then I'll be quiet so at the last um budget presentation and it was something that Mr DRS alluded to earlier today um and and that is we're doing okay but there's this trajectory and either we're going to continue to do enough or maybe we um have some bit of a decline because we're not doing enough but if we're trying to do something more than what we've been doing um it's going to take a additional Revenue source that there are no drastic cuts that could get us to to a place where we could have some of the conversations that were that you had this morning okay that we're going to have over the course of the next day and a half um so I just want to it's it's good value we're in good shape we're steady but there are many bold things that you want that the revenue and the expenditures don't match don't worry about it Julia okay Mr Mitchell uh thank you city thank you city manager thank you Ron so we we got an email from the NES commission uh really supporting a100 million affordable housing Bond and I know some of us excuse let me rephrase that I know me in particular are interested how would that look if we could do a100 million affordable hous and bond so is that can you give us the high level picture or should I wait until you make the presentation to the BG yeah yeah yeah so I mean I think any scenarios that we would answer through workshops um will uh will come but the base answer is anything you increase here will come from something else or additional Revenue th those are the two options what what so so counc I don't like talk in codes so when you talk about additional revenues uh what are our options if we had a menu what would be the options we could select or entertain so let me just stay at the high level so uh fairness to Ryan let me take that one okay all right so um tomorrow um let's stick with today today you talked a lot about Mobility and you've talked about it uh across the entire Spectrum roads Greenways bike paths sidewalks lighting even painting uh as well as trains and buses and there'll be some other cool stuff that you talk about also uh Mobility hubs so over the course of the last few years it seems like decades there's been a lot of discussion about the revenue Side sales tax or property tax and on the sales sales tax side uh the concept has been you will get a percentage of individuals who don't live in Charlotte meinberg that pay into that pot that provides you for those roads and sidewalks and things that nature property taxes all your residents and also you don't collect as much from what you could get from let's say 1 cent so if I'm ask asking answering your question Mr Mitchell there been two things that we really have talked about and that's been the sales tax as well as the property tax I know in the past we had talked about how once and sales tax could relieve some of the capacity here to address uh to James Point housing or it can re it can provide additional relief for corers of opportunities uh I mean anything that's not infrastructure related we could Advance further uh if sales tax if we have that Authority from the state so yeah I'm going to say it a little differently so the the way that's been yes the way it's been discussed has been uh the sales tax would be used for both Transit when you think about Transit think about buses and rail or transportation and when you think about transportation is everything else roads sidewalks and bike pass Greenways so everything that has been contemplated up to this point has some percentage of it going to the transit piece and some percentage of it going for the transportation piece so let's just assume that the transportation piece if it goes into your CIP and it's for the city of Charlotte you would have those transport a related items like your sidewalks things like Vision zero roads um intersections but that would also relieve Capac free of capacity for you to do some other things that are not Transportation related like affordable housing or your public private Partnerships so I just up to this point that I don't that once in sales tax has been discussed for transportation and Transit and and not affordable housing or private Public Partnerships but it does free up capacity to do some other things within the CIP yeah I remember the number that was in our budget book that was going to relieve capacity of almost 100 million um I don't remember exactly what the number was but it was pretty high number um it was just from our last budget discussion I think that was a question that mayor had asked I don't remember what it what the number was either so I think you have some other question yeah yeah thank you um just a a quick question about corridors here I see that programmatically it is it look it appears like it's falling off of the budget after this year and I I know that we were able to um take advantage of uh a lot of federal funding we had a lot of Federal uh funding success as it says in his lovely glossy um to subsidize what we were putting in but program programmatically what's happening to cor corridors after 24 yeah so this upcoming budget in the CIP plan still includes one more round of corridors at that same level as prior but in the 5year Outlook uh that's one of those programs that kind of gets squeezed out by all the resources needed for those named projects and their construction schedules so a a actual decision on that is isn't for three years um but to make it all work in a 5year CIP right now that's the way it looks anyone else testing hi um the one one thing we've been missing for every year that I've been in this budget process I've asked for it a bunch we haven't got there is the context by which we can understand what the problem is that we're trying to solve particularly for those things that are considered um blocking and tackling infrastructure so what I think we all really need and what I really really want is an understanding of what is the backlog of sidewalks resurfacing congestion mitigation the basics so that as we come into this it's like setting a budget without for your family without knowing what you need um understanding what that holistically looks like as well as what comes du you know when things need to be resurfaced is the real thing where we decide if these buckets are proper or if we're ignoring things purposely we what we shouldn't do is ignore them accidentally Mr DRS so uh couple of comments um we did see during covid that the general fund is pretty resilient and that's because property tax is not immediately affected by a downturn like that we did see a decline in sales taxes so you know I just want to point out I feel pretty good about that the Enterprise funds then have different issues to contend with they got a lot of help from the feds uh under those circumstances um I think what concerns me is uh I'm trying to make all pieces fit so I see a conversation about this and a conversation about that and I don't see a basis I mean somewhat along the lines of what Mr barari alluded to um if we don't get the sales tax problem I'm pushing but it's not uh okay yeah I'll move a little closer um so trying to make the pieces fit and what I'm missing uh in addition to what Mr barari already said is what are the pieces so let's say we get this sales tax thing some of that we've just been told spills over and provides relief on some of these items um but right now we have a percentage of our total receipts that we put into The Debt Service fund and that is what defines our capacity so is that percentage negotiable do we have any Mobility between operating and debt because we have requirements in the debt Arena that are not being met um and then when the time comes if we have a sales tax what would be the process for putting that across but what I see and what we were told last year is we have a situation taking shape where we're going to have a really hard time doing what we want to do at the current tax rate and and I'm the last guy to Advocate but I don't think we should hide from the topic and the difficulty about the topic is that t tax hits the people that we're trying to take care of the hardest and that's our dilemma I mean whether you're a a small government guy or whether you're concerned about the the people in the community who are the hardest hit that tax impacts them which is why we need to be very restrained and responsible about kind of doing things that imply more Revenue but let's not have one conversation that can't come true unless we have a lot more revenue and then a different conversation about the revenue so we need to kind of connect the pain with the gain and be realistic and and I don't see it yet uh I mean a housing 100 million uh Mr Mitchell right now look up that list you can soak up the capacity at the top and then you're going to have to knock out several of those other things in the current situation uh we could get a benefit but how much benefit from the sales tax so I think these are our policy questions uh but I think we need more data uh like a better defined framework to say if you do this then you're going to get this much money that you can apply there and so on um and it's not a uh you know I'm a little bit of a numers geek I know Miss is too and a number of us are but um we don't have to get down in the weeds in order to be talking seriously about what our Revenue sources are and and what they buy us what we can accomplish with them so this is something that I've always wondered I um I know that we have this generalized overall breakdown of of you know the intended purposes and and budgets right but I wonder how this breaks down across the city so in other words what I mean is and and I don't know if this is a possibility but you know it seems like this would work in tandem with maybe another department but how much do we spend per person per District like allocate it do you understand what I'm saying so like let's say for an example we have sidewalks I'm just going to use that as a you know an example of you know $50 million um and we're allocating that based on what right like you know I know we have needs across the city how do we prioritize that so are we saying that we are let's say we have we have seven districts right so are we spending the same amount of money per person per District across the board and so I have I have I have some assumptions right again and I just want to spit out the assumptions you guys can tell me where we are because this is how my mind worked when I look at this and it's since I walked in the door right and I have a few assumptions about what I think an outcome could be based on this information um the the assumption that I have we're going to find out in my opinion one thing or another that we're spending more on our higher needs and still not getting outcomes or we're spending more possibly in our more affluent areas and not our highest needs and and I think then we can actually start to isolate in my opinion how much we're spending per area on what and and kind of Monitor and control that if that makes any type of sense yeah so to to answer your question about some of the programs like sidewalks for instance Transportation will have a prioritize list based on a number of factors um I I I can tell you that two years ago before we did the bond at the workshop we we did provide extensive maps on for instance what would be coming up in sidewalks throughout the city so you can kind of get a feel for each of these programs and where some of the investments will be made and we'll be sure to do that again okay yeah I'd be interested in that because that's also something that I think helps us better inform especially from a district perspective our public right so if we're spending 50 million on sidewalks and that's being allocated evenly across all seven districts right prioritizing the highest needs for an example in each district right so that is is that kind of how we're doing it or is what is the rationale no it's prioritized throughout the city okay um at least last 50 million was fairly well spread out throughout the city just the way it happened to be but it's not to the district level then prioritized it's prioritized off the top okay the corridors however do represent a prior allocation and frankly as a district 7 person I see that as a designation of money that's not going to be spent in district 7 um so there is some geographical sensitivity but if anything it goes towards giving precedence to Corridor projects yeah and I don't even disagree with a precedent right because we I think we realize that you know our highest need community members are going to need more emphasis right but but making that quantitative painting the picture you know and I think corridors is a specific example of you know being intentional about that so that's what I'm saying so being able to take these numbers and then isolate it so that we can properly paint a picture to the public as to why we've made these decisions based on it corridors is a is a great example right these are traditionally underserved you know communities and we have quantitative information that supports this decision right um and so that's what I mean and that's what I'm really getting that so we can go you know deeper offline to kind of an idea or two that I've been circulating in my mind about possibility and and how we are really demonstrative and you know our spending in relationship to how we are designated as a governing body so um if I could a McKinny where are you okay so you're going to see his handsome face uh tomorrow at the um end of the day to um I guess wrap try to wrap up some of the questions that happened at the table so um the quarters of opportunity have been talked about a lot as a success story and I really believe it is one of the reasons why um there's not funding in the CIP for the quarters of opportunity after the next Bond was because it was really a an experiment if you will and that experiment has really gone well in terms of the private sector the philanthropic Community coming in as well as pulling down a bunch of federal funds and I don't see any scenario where in the out years the city is going to abandon um the corridors of opportunity but what I will say is as we start start to talk about the transportation of the mobility pieces one of the things that Ed will talk discuss with you tomorrow is 2ou over 2,000 projects that are sidewalks um Greenways bike paths roads that we've been working on over the past year much like building the corridor's opportunity there will be 16 Strategic investment areas okay so think about the six corridors that we've had heavily invested in tomorrow there are going to be 16 additional Strategic investment areas throughout the city that would have the roads and the bike paths and the sidewalks and it's a very different way of approaching Investments I think it's the first time in the history of Charlotte where we have this um approach that we're able to I guess cut the switch on and start making Investments so we won't have to wait 10 15 years to plan something it's a very very different approach to getting projects done throughout the city so I think it'll be a great discussion it will answer some of the questions about what are the projects and where are the projects and even even in the past we were all the sidewalks projects some of this PO other projects and programs so there is a list but I I believe that that list continues to get updated if there is a high traffic Injury Network right based on that so I expect that list to be updated we'll probably get a new list so I want to apologize to those of you who are on the budget committee this year because it's going to be a little bit harder um I as I look through this and I I've heard a lot of information information around what we want to achieve I guess the question that I would have as we review this um Marcus you talked about the districts or the areas of um Strategic investment areas I would hope that we're also doing something on Innovation as well there's got to be some way to look at what we have what we're doing and pull out some ways that we can do some things differently so I don't know if innovation has been a test that we would take it it would be like this is where we're spending money this is where we can see some change in what we're doing and how we're doing it the other um thing is I think at some point we're going to have to have some forc choices it's going it's it's almost impossible to think about the idea that we can do it all the manager and the team have done a great job on Advanced planning so that in itself saved us a lot of money and helped us create more opportunities for other places but that's not going to be there forever and if we are really going to go to mobility and if we're going to get that one cense sales tax freeing it freeing up that one sense to serve specifically to what we go to the legislature and say that we're going to do is be more import is going to be more important for the commitment of what we're asking for then how we can use or move money around for it now that's great that we can but at the same time I think that this is a much deeper conversation because in some respects we have to own the idea that if we go to the state I mean if we don't make the short session this time we we won't get there for another year so I as I said all of you that are on the budget committee I think we have to really pay attention to how we strategize over the next opportunities of what do we Bond and do debt with for major projects at our table here um we talked about the idea that our city residents are looking for a way to have better streets and sidewalks now not when we decide that we need a penny from the legislature to get it done and if we don't start taking some action actionable items around the things that are most important to our residents we may not even be able to get the bond passed so let's let's really be thoughtful about this and think about it in the way that this is the long run this is really truly the generational change that we want but that generational change comes with some tradeoffs perhaps that we have today right now so mayor you brought up a topic on Innovation sry you're talking about more of public private partnership um I was in if you can just elaborate on that exactly as to what type of innovation are you thinking is it more intergovernmental I would say that the thing that I'm looking at is what is the Innovation that we can do and I'll use the example I used this morning should we invest in new construction for affordable housing or preservation which one is the higher need which one produces the best outcome so those are the kinds of things that I think we have to ask ourselves before we start talking about the budget comparison I I have to say I don't remember all the name projects but we ought to go back and test it is it really delivering what we decided that was necessary so that's the best examples that I can give you now mayfil mayor followup but it's actually for the manager and it's something that we talked about previously along the line of the comment you just made regarding rehab versus supporting new one of the challenges where we've identified goals in here in our top priority of great neighborhoods and other things how do we support local community unfortunately what we have seen more often than not when we made this Investments a number of the individuals that get access to these new Investments are not Charlotte homegrown Charlotte natives we have these multiple organizations have their own weight list so it will also be helpful because we can easily get the numbers the numbers are already out there through our partners to see who are the residents because it's great for us to say we've identified 4,000 new units but if our residents are not getting access to it but we're telling them we're looking at an additional sales tax we're additional property tax and they don't see the benefits that's where we're going to have a challenge when we're selling this to the community so when we get that breakdown manager Jones it will be helpful to get an idea so that we can tell the community this is how we are directly impacting you positively your neighbors your relatives this is how you're benefiting from the contributions that you're making to your city okay any other Happ yeah Mr Mitchell so I I think this conversation is always uh tough for this Council right uh because I think thank you sir I I think none of us want to pick winners or losers and we trying to look from a holistic how can we make a better Charlotte but it is requiring us to what what are really our priorities how can we manage expectations and what can we really deliver on and so Ryan I think we going to be helpful for all of us though as the mayor touched on I can't even remember one project in the name projects right that $ 28.3 million so I do think it'd be helpful for us to really get much as detail I never get Council MC gram favorite phrase is devil in the details right and and and I do think in this particular case he's exactly right and the more details we can have the more the council madri's Point what are we what city are we trying to create then can help us make some make some decisions and and city manager you're right I mean we got two different options for Revenue but I just want the council to keep in mind as we think about the 2034 or 25th or 260 it has to start this time we have and I'm going to say it I know we got media here we don't like the word increasing propit taxes right city manager warn us though if you don't increase profit tax the last cycle you're going to have tough decisions to make in the future Council this is the future now in 2024 and we're going have to make some tough decisions but we can do it from a standpoint of what Vision we trying to create I think we all can get there uh so Mr Mitchell I'll add to what you just said so and and I'm sorry for doing a little bit of your presentation from tomorrow okay so there are some things that this Council can do and there are some things this Council Cann not do without um the help of your the county and the towns and the legislature IE the sales tax can't happen without that type of collaboration um and a lot of that has to do with uh let's say connect Beyond advancing the pl some of the things that are happening around um cats and this 2030 plan but in terms of of the CIP um that's something that you can do on your own with property tax and and I'm going to be wrong so I'll ask you Ryan a penny is worth about how much on the property tax for the typical homeowner no no I mean total one penny is worth about 21 million a year and you can Bond about how much off of one penny so if you look at the bottom of page 24 uh we actually put in there what one penny would do to the CIP so it's it's it it would if you took it out forever it would add about 40 million per Bond and um if you use all of the value just in the 5year CIP uh it' be between 200 and 400 million which would depend on bond type and timing and things like that 21.5 million is the actual Revenue we would get from one cent which then could be bonded in many different ways Ryan as you prepare for the upcoming budget have the department been asked to do anything different as they kind of report out what their needs are in reference to to programs that are working and are effective and efficient or programs that they're carrying on the books that you know we we can cut are not fun now obviously that's not going to run up to a whole lot of money right but but I just want to make sure that we're as we go through this budget cycle that we're being effective and efficient and and managing every penny um so that when we get to the May or June and we make a decision that we've really went through line item by line item program by program project by project to ensure that we're getting the best value yeah so I think the way I'd answer that is um I've been here five years uh we've been fortunate for a lot of different reasons that have nothing to do with me that we haven't had to raise property taxes and one of the reasons for that is I I think if you saw some of the conversations that department heads have with the manager with acms I think you'd be blown away at some of the things they've done over the last four or five years to do the same service level with a little bit of less of an investment and sometimes you don't see it in the budget because it's avoided costs rather than reductions but we've also had quite a bit of reductions um over the last four years to try to get to that efficient level but talking specifically about the general fund we are very heavy in public safety 24-hour operations almost all that money is Personnel Staffing um we're such a uh salary and benefit heavy organization that um it it does become a little bit of diminishing returns on um where you can find some of the money but we do that every budget process I got a whole team that's their that's their job to do it and uh this year will be no different but I can tell you that at least since I've been here each year has gotten much tougher Mr J I don't know if this mic there we go good um typically what we have done is we have taken our general fund proceeds and allocated a portion to the death service fund correct so we need to be clear if we stuck with that ratio then what would be the impact is I mean what is the percentage right now that goes into debt service so about 20% of our property tax goes to Debt Service and payo almost all that's Debt Service and then there's also a smaller sales tax article that goes to uh Debt Service as well so that means that in order to achieve these numbers you would have to change that ratio no no or you would have to dedicate the increment 100% which would effectively change that ratio yeah so so the way that we do it is we do our Outlook based on the currently approved split between operating and capital and so everything assumes the same split if you were to take an extra 5% of that and say this isn't going to the general fund this is now going to Capital those numbers would go up but we would have a significant issue on our hands on the general fund side I I think that's my point though and under normal circumstances if we had an increase as a result of a tax increase about a fifth of that would actually go to CIP yeah if you did it the same way it's currently if we did right but I'm just saying there's a big assumption in your numbers here because that would be unusual for us to take that portion of Revenue and allocate all of it to CIP we have operating needs as well uh so just want to be a little careful about that you know it's uh if we need uh more revenue for operations then that would be an addition to this penny for CIP or it would imply that we had to increase tax rates by 5 cents in order to realize ize a 1-cent increment in the CIP yeah correct so the the number you see at the bottom of 24 uh says if dedicated entirely to the CIP yeah yep so a couple of years ago when we did this future Bond affordability and that's something new we didn't have that before I think that was um Ed when I was on your committee back then uh we we had worked on this remind me if we had a policy on the percentage that would go to The Debt Service or or we never had that we we had a uh a working we have discretion right so so the city government does have latitude to make a decision but uh that was a thing that uh was uh it's a tough choice right so you make that decision very carefully because you need to maintain your operations right and and what we had arrived at and I don't know how many times we've changed it at one point I think there was a discussion about a half-cent change and and you know what that meant on this side and on that side but we need to keep advancing on all fronts was my point because what I hear from the council there are certainly lot of capital needs so obviously I think what we had done previously that 20% may not work to address all the needs on the infrastructure especially sidewalks uh corridors affordable housing and I'm sure the list goes on probably be more so certainly I think what we have done previously I think that ratio would have to change this year uh and I think that could be a discussion further at the committee level um but you know you and I can talk more on in that about that and M I'll provide a little context you are correct in The Last 5 Years we have slightly shifted from Pago to the general fund to help some things we've fortunately not um taken any property tax from The Debt Service fund um but yeah we've made a couple Minor Adjustments in the last few years what what was the range between 20 25% no no no the it was less than that um cumulatively uh it's probably about $6 million in Revenue per year that moved from pgo to operating over the last uh four or five years Miss Miss Mayfield on the first slide that we started on when we break down the 3.99% growth and we might it might go into this more tomorrow if he does manager let me know cuz what I'm looking at is where you noted earlier our we've increased the pay for our lowest paid workers and we have our we've identified 2.3 million additional weekday now what historically has happened is around May or so is when the individual departments receive their notification that we need to do some Cuts manager you and I have had a conversation for the last six plus months regarding specifically fire and some of what we don't talk about and what I'm hoping that's going to be presented is a true understanding when we approve a budget there's some there are a large percentage of that budget is allocated right off the bat that cannot be touched how that translate on the ground is again looking at at our hourly workers they may have a training that they're going to they're attending these trainings unpaid that's how to pocket for them there's costs that they need at the different firehouses that aren't coming for the city some basic needs that they're coming out of pocket our insurance health care costs have increased for some employees that's resulted in a reduction for other employees that out of pocket has increased and is causing some challenges so um my question really is when we get this breakdown can we get a true picture so that Council knows that what we approving is actually addressing the needs and if there is a shortfall since we've already identified the increases in additional weekday pay other benefits things like that the daily operating costs of the different departments so when we approve a overall budget how much of that of that budget is already identified as hard cost where there's no negotiations so say we approve $170 million budget but 75 million of that is actually hard cost out of that 100 is that covering what's needed that will be helpful so so um we approve budgets at the fund level and we try to give you as much information as possible in the budget book where we'll show the Departments and then any changes everything is um kind of line item set up for you uh when you get into the Departments the question you're asking we can certainly um get you additional information reports on that uh spend for instance I I do want to clarify one thing though um that 2.3 million additional week day that's that's just a um year-to-year change in how many weekdays are in the fiscal year and the next fiscal year has an day so we have to plan for it that's not like giving them an extra vacation day or anything it's just a um a timing thing I didn't consider it as an additional one way in the leap year so that throws everything off a little bit I was just using that line item as an example just to make sure that we get a better understanding because until for me personally so now I think about for the beginning learned what I learned was that Council approv roves a budget but that isn't necessarily how it plays out in departments as far as what those operational those daily operational costs are and it's different in each department making sure that we are giving all the information so that when we raise our hand to say yes we can then speak to what we thought we were saying yes to and what we thought we were seeing yes to is in actuality what the anticipation and expectation was thank you s Mr manager you said the the handsome Ed mckin is presenting tomorrow any anything you want to say about me before I'm done here thank you thank you round of applause Ryan the magic man I hey good afternoon hey hey and as you know I'm Marie Harris and I'm here today to talk more a little bit about priority setting and defining success before you get delve into your afternoon session oh I was gonna say Ryan's right is not working he was pointing at the slide though am I pointing at you ktie or this thing yeah okay there you go so Marie as you mess with that I'll uh try to open it up a little bit okay thank you so yes there should be one at your desk so uh for uh at least a year maybe or two there's been a number of discussions amongst the council about how do we make sure the Investments that you're making are giving you the outcomes that you desire and we've heard uh terms like um goals objectives performance measures things that nature and I I and Marie I promise I won't go into much detail but I do need to set this up um but it's also best practices and so while we do measure performance while we do have goals while we do have um objectives and and priorities uh there are other cities that have zeroed in on a couple of dozen of goals objectives priorities that they measure and that they show the world in terms of how they are making progress towards the goals and objectives of the of the municipality so this conversation is born out of a lot of discussions between me and the council about how do um as Mr Graham says what gets measured gets done and how do we go about making sure that we have the right measures to get the right outcomes of some of the priorities that you have so thank you thank you and before we move into the future again we just like to review with you briefly um the deliverable from part of the deliverable from your last year's strategy Retreat and as the manager mentioned you have pre-read on this and you'll delve into some of your initiatives tomorrow but before we get started we'd like to really make sure and Cal calibrate that we're really still have the main focus areas that are important to you and they really encapsulate everything that you would like for as we move forward in the future fiscal years so again we' be focusing on on the Strategic priority section and first we'll just go briefly over each one I'm not going to read them to you but we'll just touch on well-managed and as y'all recall this one's the one you most recently updated in 2022 with the Triple E committee you felt like um we as a city were working towards Equity engagement in the environment but we didn't really have uh verbatim and specific um focus for our community and to staff to let them know that was a priority so we added that to the well-managed government and the well-managed government portion as you'll recall is the basis for everything we do you know previously we focused on accountability and transparency and efficiency but we thought it was even more important in 2022 to focus on okay yes those but plus Equity plus reaching out and engaging our um community in different ways and plus being an environmental steward and then the next ones we have great neighborhoods safe communities and transportation and planning and in within the great neighborhoods that's where your affordable housing initiatives fall under safe communities a lot of the corridors work and plans you've been working on or within that and your safe Charlotte plan Transportation addressing growth is what a lot of what you've been talking about and that one's captured in there as well as mobility and connection and then the last one we'd like to talk to you a little bit more about is Workforce and business development and this is where High Charlotte small and minority Women Business Development job growth things like the job Hub you mentioned today would be um under this umbrella but if you look at the part in blue and digital inclusion we as staff are proposing based on your feedback from last year's Retreat and your ongoing feedback if you would like to add that blue l language text to encapsulate that that's an ongoing priority as well any feedback around that or any other things with this one or any of the other ones Mr Mitchell can you go back to the web can you go back to the web manage government Focus so a question for all of us uh how how do we measure Equity so we have so that that's a good point and that's going to be your afternoon but I'll touch on it a little bit we you've approved different plans like the um CBI you've approved the equity framework so but that's what um DEA is going to get you up and running and doing we want to make sure the overall priorities are right and then to your point we're going to get how are we showing you we advancing that how are we showing the community we're advancing that thank you yes thank you any other feedback yes Miss mayfel cling question on the Strategic priorities when we go to the next slide when we look at Great neighborhoods it will be great if we can find some time to have a real conversation of defining affordable housing so I've asked that question uh multiple developers in conversation for them to just Define affordable housing to me and there's a range of what is considered now we know we say Federal numbers yet the reality of our Charlotte today and what the market has created for exess Charlotte is Affordable for some people so the level of affordability is different so I think we have a opportunity to Define for Charlotte what does initiatives designed to create affordable housing looks like because we've allowed that those two words to be hijacked into something other than manager I don't know if it's built into this or if that's going to be a parking lot discussion but we really need to figure out a way for us at least to be in alignment or even in the same book if not the same sentence of what is affordable housing because that's a very subjective title when we're trying to address certain issues and when we have down payment assistance and other programs but we've set a cap and that cap is in correlating with what's happening in the market today so again I'm not sure if that's a parking lot or if that's something that when we get the presentation over the next day and a half where it could be addressed but I think that would be helpful it would be helpful for me I'm not going to sweep for all my colleagues I I agree with you Marie can you go back to the uh second slide I think um or the second visual the uh that yeah so I think to your uh Point Miss Mayfield let's wait until tomorrow to see whether or not it's in the parking lot because today what you're doing is you're working on those Council strategic priorities great neighborhoods safe communities Workforce know what's in the gray and that's in your budget book and we have performance measures related to the Departments that are in the budget book and let's call that um delas helped me that is the what okay those are strategic initiatives so those are no not not the Strategic in the gr those are the council priorities okay level so we're not talking about programs initiatives and projects right now simply for this term what are the Strategic inheres for the counil so if we don't do anything else here the things that we do so the question on the table is are these five still current and relevant to be all encompassing not project not program not initiative not what the staff is working on but collectively as a council is this what we can commit to for the next year and so I I'll add to that so tomorrow affordable housing will be one of the Strategic initiatives that we discuss in in the morning I I will say that with these best practices and it's something to um what Councilman Mitchell said today normally when you have these strategic priorities there are five years 10 years and to do it from year to year is just not a best practice okay so as we start to think about this at a minimum these strategic priorities should live through the ter we shouldn't even talk about them next year and in a perfect world they 5 years but the initiatives the key initiatives that we're talking about tomorrow some of them you may say it's been accomplished and let's move on or you may add some but that would be the how to get to some of the things that you have as your strategic priorities I was just going to offer that point of clarification in this moment we're talking about what we're going to do not how you're going to do it but what the council is committed to okay so Mr Jones if you can so I do see safe communities as one of our strategic priorities at the top but under key initiatives uh I don't see this public safety so as that's a good point and we we'll focus on that so first of all we want to make sure you all have consensus on the gray boxes are these ones and these um definitions so there's safe communities does that encapsulate and then from that you're going to work on it this afternoon to say okay we're saying our strategic um priority is safe communities how is Staff showing us this is being Advanced to your point so I think if you go back back to that slide I think that is misleading I think you should have just had four things on there great neighborhoods safe communities Workforce and business development and transportation and planning cuz the housing will fall under great neighborhoods yes ma'am and then we were just want to show you from last year's Retreat before you built on this one but that's a good point yes thank you any anybody else any clarifications before we move forward or any angst on keeping these and and and sorry also that addition of an digital inclusion so I believe digital inclusion effort that we LED because of the federal funding that we received um we have suddenly moved the needle in the right direction and I I believe we have certainly checked the walks I I don't see us um doing any more policy work on that in terms of the digital inclusion is that correct Mr Jones so I believe I am tracking what you're saying when in the second part of the slides that are behind which is not a presentation uh she's going to bring up that you have a number of policies um goals objectives around a bunch of these areas because three were elevated last year in strategic initiatives not priorities digal inclusion small minority and women owned business and um Workforce Development we don't have Council approved plans around those because they're brand new and so there strategies around those as we speak so we want to make sure that at least as we are going into those new strategic initiatives that we understand what success looks like to the council in terms of some of the goals and objective so we've pulled some out from other uh jurisdictions that have best practices as well as what we've identified in some of our other programs but those are basically new initiatives so what I anticipate is that once we work on the key initiatives and once we meet our goals and our objectives we would see those key initiatives um pretty much not there anymore because once we meet our goals so is that the goal I mean I would say the first step would be to measure progress and so once you have the goals and objectives and we have the performance measures it's almost like having a red yellow and green report and when we're green we're good we don't want to be red okay so you'll continue to track them okay so we would continue to get progress on all of this thank than you any other feedback I think the question for the council is do we have too many or do we have the right amount so it's not that everything up here has value we know that but if you were at the end of the day and you were doing your re self-report card which ones would you want to make certain that you had the best foot forward the a in the category if and how do we do that so I think it's really up to the council to say well all of this works and that means that we would have five or six is it five or five initiatives that are big at the end but they would be fiveyear plans and you wouldn't have a question about well this is what we're going to continue to do until it got to be uh you know Green Light it's all done so it could drop things off but but for example when you look at Workforce talent and business climate we' still got to Define some of that now we don't have that Define digital inclusion might be a little bit easier because we've got initiatives around that but I think that it's I I think every one of these is an aspirational goal and I think every one of them makes the city better but I think the council has to decide which ones are going to be there because the metrics will be by initiatives that follow the headlines yes sir Mr Mitchell remember thank you so Council the one that I get a lot of feedback from the community and and I failed to deliver is on the corridor's opportunity we have safe Charlotte and so the question people would say don't you want the entire city to be safe instead of the corridor's opportunity and so me personally uh and then we got the big heading of safe communities at the top so there is a disconnect on my on my part safe communities but then we say safe Charlotte on the opportuni of corridors yeah help help me sure I I was going to say that and and that was and you're talking about this slide so and that was the Focus because the original focus on corridors and that's part of the alternative of violence and a big piece of that but moving forward to your point that might roll out and be more under Workforce and Business Development depending on what you decide is the success measures where we can get some federal money to do some initiatives you probably couldn't have if it were just all the city and and I'll add to that tomorrow when there's a discussion about initiatives you may have a very different key initiative tomorrow and it may be something that's specific about juveniles and crime so again the how we make sure we have safe communities okay oh sorry Mr DRS uh I just wanted to say one of the difficulties with this is as we prioritize the things we put at the top we we look like we're demoting the rest and and I I don't know if we have to do that in the sense that we can pursue all of these right I I wouldn't want to give the impression that we have decided that two or three are you know the number one and therefore what are we doing about everybody else so uh this list is the list of the things that we think are critical all of them um and whether or not we want to choose among our children uh is something I'm not sure of what do we have to I I think you're right Ed so thank you and I'll go ahead and fast forward through because y'all are jumping to the punchline but real quick I did want to mention this I don't know if any of you were around when we had management by objectives the city had over 900 objectives and it was great because we were measuring and we were showing that we were accountable and giving out data but we were just giving out data too much data and it didn't really link to council's priorities specifically and then we were the first know no doctor of the balance scorecard and that was great because then it had strategic um focus areas from Council it had perspectives and it had initiatives objectives measures but if you listen to what I just said it was kind of confusing to the public because it was so many steps it was great because it showed linkage but it was just so many steps and even some staff you know it's hard to say what's the difference in a perspective and a objective versus initiative so over the past few years we've been taking your strategic priorities and coming up with objectives specific to those that link directly and then measures and targets and that's what's you get encapsulated on your budget book but for this and going forward for the new framework and you've touched on a lot of it so here's our strategic priorities that you've come up with here's uh all the a list of plans that you've developed and done a lot of hard work on over the past five years years and each one of these plans has goals so and they have goals and objectives so and there's lots of staff and there's a lots of energy and a lot of Partners working on each of those plans but we're we're proposing to more more streamline the connection and not just streamline just make it so okay you see how moving forward the Strategic Mobility plan or safe Charlotte how it links to advancing your priorities and so we're accountable to you to show our progress but also to the community like you've mentioned sometimes the community is wondering okay what are you doing for this or why are you doing this we want to more directly link the plans that you're approving and the policies you're moving forward and the framework for how it's advancing the Strategic priorities any questions around that Maria I just have a comment in yes uh diao I'm sorry I'm way out of line but I think I'm right with this yeah I'm looking at the Strategic priorities and they actually look like the pictures that you drew you know in terms of the environment Equity Transportation work so I don't think and safy I don't think the council's really off in its priorities right now yeah I will say that uh doing my interviews also preparing for the retreat one of the questions was what are your top two priorities and they're also reflected here okay great great yeah and then so so so now some even more the hard work that the mayor kind of mentioned okay we're we're definitely and I think some of you also mentioned we're oh Mr DS yes we're moving these all forward you know you don't adopt a plan and we say oh thank we we're actively trying to implement it um move it forward but then we sometimes inate you as well as the public with data that isn't necessarily packaged correctly in a meaningful way so what we're proposing today is your work right there so we have sorry I should look my thing the Strategic priorities and y'all came to agreement on that again to verify those we have Council goals that you've already adopted and there's a listing in your pre-reading also in the previous slide and then within those and Thea is going to work with you on okay now we're going to look at the objectives under each of these policies that you've already previously approved and get you to say okay yes I know staff working all these but what to me is the most important to show my constituents the community at large or me personally you know that we're making track in progress so and we're proposing to pull out some of those highlight so in within each your Comm with the council committees on those areas you can say okay I'm I'm keeping up with specifically what's going on in these objectives and I'm able to be a Advocate and Champion for it and ask the right questions if I'm thinking we're not to your point doing um Investments that are I believe you're mentioning earlier let's look at the Investments to make sure they're really making an impact and so you can feel comfortable engaging that as well um but I'll go ahead and be quiet and let di will come up and talk about the exercise and the next steps thank you they'll give you dots thank you thank you thank you can put okay so we're going to get some exercise in let's take a break we're going to give you five minutes first just to digest thank you give yourselves a round of applause for proving or agreeing on your priorities for the next year it's a big deal so great work we'll take equipment quick break thank you [Music] [Music] no [Music] [Music] [Music] [Music] [Music] [Music] [Music] e [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] e [Music] [Music] [Music] [Music] hey guys hello hello let's get let's get going thank you so first first important note is that the mics are fixed Round of Applause please yeah so you only need to click the button and the you don't have to hold the button anymore to speak okay yes so thank you team for doing that yes that's good now we're going to thank you for testing we appreciate that hello and thank you so what we're going to do now again congratulations on selecting your priorities your strategic imperatives for 2024 the next year and we'll get to the next five years how about that fiveyear term fivey year goals right long-term strategic plan that was the what now we're going to talk a little bit not necessarily the how but if you look here if kind of a standard approach to strategic planning right so you might have a strategic priority things that if we do nothing else we're going to do these five things and that's what you just selected then obviously as a governing body you have to evaluate where the what is the policy that's necessary to make these things happen so you have policy goals and then you have policy objectives they're yours what what are the objectives that we want to um accomplished so today what we're going to do is we're going to select objectives to support the priorities that we've agreed on today you did receive this in your pre-work um was a a lot of information a lot of detail it is here on the walls for you as well in order to move through this quickly and um not require you to read everything on the walls we're going to do a little group work quickly so just to give you a headset what we're going to do is um pair you up and assign a priority for you to review with your partner so you are going to see um a color sticker in between you and your partner and then we have one table with three okay that's you yeah best the best table sounds good that sounds like a challenge so what you're going to do is is we're going to assign you a priority you're going to go to your priority on the wall with your partner or Partners in in the case of this table and review the objectives so on the wall you will see he's going to get me in a second thank you you're going to see your goals and objectives here that support your priority does that make sense so your five priorities that we've agreed on the supporting goals and objectives are here so you'll see at the top here that you have your priorities okay in the black your goals current goals to support each of these priorities are in the gray all right so meaning great neighborhoods One goal of great neighborhoods is a 10minute neighborhoods another goal for great great neighborhoods is neighborhood diversity okay so then when you have these goals the question becomes okay how do we get this done what are we doing to accomplish these goals one objectiv of a 10minute neighborhood is fresh healthy food opportunities right these in your book we've agreed on these so hopefully they're not foreign of course council member Brown these are new to you these are these are your objectives right and so what we're asking your partner to do with your assigned priority is to review not these but review the objectives are these On Target are they on point are they still accurate applicable relevant are there missing gaps okay so what you're going to do is to we want to select five here let me tell you why this is important because the next step is that the staff is going to take these and now get to measurable outcomes okay because these aren't measurements so we say we want fresh healthy food opportunities let's say we select that one then they're going to walk away and say okay what's the best way to measure that how we can Ure that we've been successful with that so I want you to obviously take everything seriously so I want to say this please take it seriously because this is going to live and breathe for a while and there are a lot of people who are going to be very active actively working on these things so this is not something you come back to and change next week so if you don't like what's here you should say that now if there gaps that are here you should say that now right and if there things you say this is spot on this is what we want to keep then you put you're going to put your color Star by that make sense I'm sorry one more okay one more color star y so each of you have uh a DOT yep so that's where you're in dimple you guys what color are you Green Green Team the Green Team the Green Team okay so you're going to only vote on here if you see something you like put a star if you don't see something you like don't put a St because if there's not I'm sorry a DOT if there's no dot it won't live anyway does that make sense we're asking you to choose your top five if you need to push and say I we can't live without this one either do that but please be judicious and try to select your top five of these five five for your group I'm going to sign your groups in a minute okay because let me let me also say one thing so when you do that we want you to present it to your group because it needs to be a council selection so we're just going to you're going to do some editing first and make a recommendation to the council about what it is but there should be some discussion so this is a collective Council decision not a group two-person group decision about the objective does that make sense but just a way to get through the work a little bit more quickly yes yeah you just need five well you because you're going to get two priorities yeah yeah some of you may get two priorities and some group will one okay di Alva I was hoping that um th this will this will also be generated for the committee work so it's not we'll be doing this today but at the same time it should be on the next Monday's agenda for the committee so um I think it would be good instead of doing random that the committee chair picks a partner and works with the well-managed government or each committee chair that that's in charge of these things ought to probably good idea really be focused on it so that they you're prepared for the discussion do we have duplication I don't think any duplication do we okay that's great yeah shortly all right just one question we have Workforce Development sample yeah should that be tied to Workforce Development why we have sample over here and it's not under Workforce devel sure so um and Julia just came up to remind me okay so um the reason that we're saying five or so is because that is a best practice and in your packet I think you had Dallas and fort laale with um dashboards and things of that nature um and everyone of these um goals and objectives you have already approved with three exceptions so these are plans so you shouldn't undo something you've already approved unless you send it back to a committee and have a discussion about it now digital divide there is no council approved policy goals objectives around that Workforce Development there are no council approved and so you'll see other cities in there us say I didn't approve an Austin example or San Diego and the same thing is true for small and minority business because you have not as a body approved a policy around that much like all the other ones you have so that's the the little bit of the the Nuance with why that's rolled up that way so just a quick clarifying questions these these aren't necessarily recommendations either they're good examples examples these are good examples that's right and it's interesting because tomorrow you will hear Daniel Frasier talk about having a strategic plan around Workforce Development and so we're in a strange place because we don't want it to don't do a double negative we need to do something understanding that over the course of the next six months there will be a strategic plan around Workforce Development coming back to the council part good idea Danielle do you mind coming up and being able to answer questions for those that are working on that topic because I think we will there need you that's where I was going okay you're you're pretty far along I think so okay yeah very good thank you and so now we want the uh committee chairs committee chairs choose your partner and let's go I'm not sure May It came it seem a little confusing when you added that piece where to the committee chairs uh choosen a partner based on what Vice chair no it doesn't just a person I was just saying the committee chair is more important because you're going to have a conversation and Lead that conversation but you could choose anybody on the council to and also for diversity of thought you may want to consider choosing someone who's not on your committee right but if you choose on your you already are building consens so yes that's not a bad idea not the only conversation either so you're your call but this is the first conversation of many just to get to the point of that and just to confirm we're going to go with the with a recommendation of five here the same committee now are you going to tell us what our cuz you said you're going to tell us our part cuz we have this got real confusing so the mayor's recommendation is that the chair there's a chair that aligns with each each of these priorities the committee chair that the committee chair selects a person to work with and youed should be working on your committee alignment the committee chair the person that they choose does not have to be a committee person be any person or you can choose it if just get two people up there may have the committee chairs please thank you to come up to we have we have one question please oh my so how many uh how many one person just one for for every single one of these though right so you need one for a digital divide and small and minority business or so we're going to have two people on uh M there's one group that will need three people that was I'm kind of lost on the numbers now but four commit okay okay so let me do this can can I just have the committee chairs come up let I can fix this really quickly you got two here yeah me thank you these okay these are four commit committee chairs dots I don't have well I got so no problem don't worry like dots I ran out how very good who else okay is two Dante there you go you have who do you want to work with Okay um can I have someone to work with Victoria on safety please sa so on the you got SM and tia but you don't you don't have to get a a committee person person commun let do great neighborhoods okay and then let's not new yet you want more you want to [Music] [Music] [Music] [Music] e [Music] for [Music] [Music] [Music] e [Music] okay [Music] [Music] [Music] [Music] [Music] for [Music] [Music] [Music] [Music] [Music] for [Music] [Music] [Music] e [Music] [Music] [Music] e [Music] [Music] you [Music] [Music] [Music] [Music] [Music] e [Music] [Music] [Music] that's [Music] [Music] [Music] [Music] e [Music] [Music] [Music] [Music] for [Music] for [Music] [Music] [Music] [Music] e [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] that's really oh goodness and then when it comes back to the committee I think it'll have to go down to five because every [Music] [Music] [Music] e [Music] [Music] [Music] for [Music] you begin [Music] seat okay Malcolm and James I'm going to ask you guys to go first with your presentation time is up here I come here I come I'm just trying to finish up I want to make sure I follow the well they did two sections very good I know we put some over behind you but I forgot to tell you you got them we put them on the table oh be careful this is missing okay team first of all let me say thank you so much for going through the exercise that was a lot of work right do you feel more informed though right so you had the pre-work you had opportunity to revisit the goals and objectives and you can see all of the great work that the staff has been working on because they have been working on programs initiatives tasks Etc to align with these objectives so now as we go forward turning the page new chapter moving forward we have your priorities established high level now we're going to talk about some metrics I'm sorry o no no no not metrics no objectives that the team will take back and create some metrics against so these are the things that you're recommending would be the objectives that we work on as it relates to this goal going forward okay and so what the ask has been that each group makes a recommendation for their priority and open the floor for discussion and that that be adopted if they are ready if there's agreement okay and so now we're starting with Workforce and Business Development thank you thank you um Workforce um James chairman Vice chairman Economic Development This falls under our portfolio work Workforce and Business Development um as you see the plan goals and res ecomic opportun oh here here we are thank you strategic Mobility which is qu really not us but we went ahead and did the work housing charer framework and arts and culture and so we're going to tag team and run through the uh what we identified as our top fives in each category and then we'll narrow it down to the top um five so let's start with uh our first one here we got grow the number of minority women small business Enterprise and corporately owned business operating in the city a second one was increased job training opportunities that allow residents to obtain hard and soft skills needed to qualify for jobs within the city's Target Industries our third one in this group is maintain or increase the number of middle skill Jobs quote jobs that require education Beyond high school but not for a 4-year degree next inclusion charotte business inclusion policy what we identify is the increasing the utilization of minority on uh enterprise women-owned Enterprise and small business Enterprise and City contracts uh promoting small business startup development and growth and monit training evaluating and Reporting on participation of any minority own business Enterprise Women Business Enterprise and small business Enterprise really important as we begin to collect data for the disparity study um moving forward and then lastly monitoring evaluating reporting on compliance with the provisions of the Charlotte business inclusion program which is under again the Charlotte business inclusion policy then our next group was our Mobility plan and so our Five Points top one was plan and design for people manage the right away expand collaborative Partnerships invest in our mobile future and prioritize Mobility investment again outside our scope of work but we went ahead and did the work which is to um because that's what we do right uh we are offer tax relief to longtime Property Owners under the the Charlotte um housing framework now here's the tough one then the principal said we had a narrow down to our five oh I'm sorry we got arts and culture and a greater greater access of exposure to arts and culture enhanced quality of life robust Workforce Development and the retention and cultivation of future artists and supporters Mr chair you want to go over the five I just want to add to this one right here we've been kicking this down the road for a while which is the arts and culture and we just need to get it done right I it's not yeah thank you um and then we narrow it down to five which is really really really hard I'll do the first two and then James you can wrap it up with the the last three uh one is again uh we believe it's really important to grow the number of minority women in small business Enterprise uh and um comp purly owned business operate within the city right we want to buy local as much as we can understanding that the geography is really Statewide 100 counties for the program but there needs to be a special emphasis on those business that are operating within the city limits uh maintain um or increase the number of middle skill jobs jobs that require education Beyond high school but not a 4-year degree a lot of certificate kit programs as we begin to think about the Pearl and the number of jobs that's going to be available to individuals who don't need a 4-year degree but need some type of certificate program I think that needs to really be a great focus and with Danielle I think we can accomplish that and our last two Council and staff I mean last three is uh invest in our Mobility future and hopefully tomorrow we can talk about how do we accomplish that and then under the housing framework we say offer tax relief to long-term Property Owners which we're hearing loud and clear from my citizens so okay and then I'm sorry then we forgot our uh one of our uh bullet points was monitoring evaluating reporting on the compliance with the provision of the shot business inclusion program those are our five questions so the dier only for you right no so so um and you know these on I don't these are in the book on page 16 in your book page 16 16 your book right so thank you and again this is these are recommendations for Council uh alignment so therefore if there are things here that you feel strongly should be included that they did not mention their five this is a time to discuss it does that make sense thank you 10 10th bullet report on the first page 10th bullet report on the first first page grow the number minorities women last bullet point on the first page maintain increase the number of middle skill job third bullet point on the second page monitoring evaluating reporting eight eth bullet point down invest invest mity last off tax okay thank you so the question is as you think about Workforce and bu business development that priority are these the objectives that you want to follow closely to ensure success with Workforce and Business Development any feedback from the floor anything that you wish any feedback from the floor anything that you wish uh was recommended that that was not I think I think that arts and culture is an initiative that we undertook in of one of our public private Partnerships and so I think that we can do that through that initiative review process because we're going to have to do it with the collaboration County as well as private sector I mean we already have an obligation when it comes to public art institutions um so our responsibility it's still going to be there especially the Public Funding piece of it for our facilities yeah so that's not going away so we do need to measure of our funding for those yeah agreed I mean we'll know how much we're spending and it'll come through the budget process wouldn't it yeah so um but how do we measure the success I guess that's what ultimate goal is right of this exercise I I thought that the Arts that you were talking about the maintenance of our facilities that we still owe the debt on but so I think that so A Metric around that so I'll give it a shot so if you roll back up to the goal okay so the goal forever and forever is is going to be diverse and resilient Economic opport Opportunity it talks about charlines will have the opportunity for Upward Mobility during access to diverse mix of jobs careers so so that is always going to be the goal and then there are objectives that are under that goal and to the mayor's point tomorrow we'll talk about a number of strategic initiatives and to Mr Graham's Point hopefully we'll get to a point with arts and culture that Council can give staff a direction to go forward but even after that because there's a plan an arts and culture plan there'll always be measures to go along with that they just won't roll up to the 30 that you are monitoring and sharing with the public but they will always exist and be measured but not the 30 or so so here is what I struggle with because this what we select today from this we um Ed committee chair and vice chair selected five bullet points and that will be used as part of the dashboard that will go out to public so public can see here is the progress on each one of these five bullet points and because arts and because arts and culture is very public facing we have invested significant amount of money I think we do need to report progress if it's not through dashboard somehow but we do need to report that progress out to public yeah and I'll use one example safe Charlotte so you've had that since 2020 maybe 2021 and there are annual reports about the progress with safe Charlotte so if safe Charlotte doesn't make it to one of these it doesn't mean that it's not getting reported Dante I have a just a quick question for you guys you guys did a great job um but it's to the point that uh Marie brought up earlier which is having a language around digital inclusion and as a part of Workforce Development now I don't know if it goes here in your in in your Workforce Development objectives or if it lives in the digital divide digital inclusion objectives we had something similar in our group and we decided that it should live in the digital divide but I think we need to and maybe as we go through this because we don't actually have a plan for digital divide or small and minority business uh or maybe we kind of call out some of these other objectives that we believe belong in this plan but I think you have to have some some some uh presence of digital inclusion because many of these certificate programs you're talking about require high-speed internet and technology devices is that then a could that been that then be a tactic or program that supports one of these objectives so you can still accomplish the objective or are you saying thank you I think we have the expert here I I want to comment on that and I I agree that uh digital divide needs to be incorporated um if I had a preference it would be to include it as part of the initiative where it can be grounded so digital inclusion grounding it in Workforce Development if that's a component because you think about the skills necessary to do almost every job today requires digital skills and so if as a stand alone I think that uh this body might struggle with okay what does that actually mean but if you put it in the initiative where it's appropriate where you can see the fruit of digital inclusion I think it will have a greater uh greater presence so uh to your point mayor proam if you included a component of did you include it in Workforce Development that would be really good if it's a requirement of as we build new housing developments to include connectivity in those facilities I think that's another component where you can embed Workforce Development I just think that as a standalone uh I don't want it to get lost because it needs to be tied to what we're really trying to do yeah that was that was my answer yes really what she said h okay very good thank you thank you so I think we have our five there thank you uh who's next great J Victoria Lana I think oh no she said no little bit more I got safe communities all that okay yeah um one thing about it this community cares about safe communities and great neighborhoods many of our strategic priorities flow into work into plans that show up here um we've got a robust list we did our best to highlight the particular priorities uh in each item not priority in terms of this is what we care about necessarily but priority in terms of this is what we think is a meaningful place that we play that we can actually um measure so as it relates to to we do not have yeah we did not um but frankly if you look at um the level of attention PL to some of these we might be able to sus it out but oh but essentially um when we look at 10minute neighborhoods when we look at Mobility it's really about how do we enable fresh healthy foods how do we enable connectivity um and amenities in our neighborhoods and really really truly and to some degree this connects with the um economic development side of things how do we invest in this housing access such that we are promoting affordable housing not only for rental but also for ownership because we know that with that ownership comes Mobility right uh so that is really the lens that we took a look at a lot of these um and discussed whether it was increasing the number of adus which then becomes a means of helping homeowners stay in their homes and offer also affordable housing to us others um or it was in regards to increasing the number of Workforce units targeted at 80% Ami um or less within mixed use development so I won't go through each one unless you'd like for me to I'm going to point to staff and say do you need your five in this very moment or can this be I think the ones added additional language will probably be the ones that need to be highlighted okay fabulous I think that's a great idea thank all right so a couple of the ones that we wanted to add a little bit of context for I'll just highlight those really quickly when it came to improve perceptions of Public Safety and measure perception um there were two items there this is under uh comprehensive plan goal number six healthy safe and active communities okay we've got two bullet points towards the end that was really focused on improving perceptions of Public Safety um and measuring perception through Community surveys what's really important to us is let's improve Public Safety right and thereby improve perception yes there's opportunity to improve um uh Pro to improve awareness around the community of what's going on but people know what's going on on their own street right so we just want to make sure that we're focused on the outcome metric just as much as we are the in process when it comes to preserve the affordability and pres preserve or improve the quality of existing rental housing stock again not just rental housing stock we want to include single famili and single family and small and individual owners as well excuse me when we talk about existing rental stock here we don't mean just large big box rentals we're also talking about the onz 2z small uh local um landlords as well and which one was that Victoria I'm sorry um this is under housing Charlotte framework preserve the affordability um and improve the quality of existing housing rental stock okay um here where we talk about under violence reduction framework and violence Interruption uh there is a connection here we believe that needs to to be highlighted when we talk about interrupting violence before it begins is really bringing in parks and wreck as we talk about the connection between violent crime and youth violence and what used to be at parks and uh parks and W which we know is through the county we just wanted to make sure that that connection there is highlighted um when it comes to Safe Charlotte we've got provide an independent analysis of police civil interactions and there were a few in this bucket that really felt like Goos right we going to evaluate so is did we complete the evaluation or not not but then what were the outcomes of the evaluation so there's really two sets of metrics there does that make sense not only are we executing the evaluation but what are we finding in the evaluations and how are we responding to that to improve the quality of the programming when it comes to Neighborhood diversity this one was interesting because it was pulled right from our comprehensive plan goal number two um one of the things that we felt really needed to be highlighted here was that it is not just about increasing the number I liked what was written here as it related to being very specific to so we're increasing it's directional and it's it's specific about what we're trying to change but one thing that Lana pointed out that I absolutely agree with is it's not just about increasing this all across the board right because we're trying to balance this between some of our other priorities including uh retaining our identity and charm but it's also about identifying the right location for the right project versus an overall increase right so there's got to be some intentionality there when we talk about growth make sense okay when it comes to Transit and Trail oriented development as it relates to Great neighborhoods it's really about increasing the share of households that are near to connectivity to enable job growth um and access to amenities so we chose several of these one thing one thing that I want to call out here and maybe Lana can speak to it a little bit um we've got approach maximum allowable density under the to Zoning for development within 10-minute walk or bike trail access points and high performance Transit stations this one creates uh some some concern for the simple fact that where we are planning these lines are also directly in the middle of these areas that are vulnerable to displacement are quarters of opportunity and what that means then is quite possibly displacement if you're talking about taking what is smaller more naturally occurring affordable housing stock usually smaller Lots smaller homes uh lower price points in terms of entry and replacing it with very very densely packed to well we've seen this before right so when we talk about that is the goal really to put as much as we can in these places and if so we got to be honest about what that means for the existing neighborhoods along places like Wilkerson Boulevard um when it comes to safety and equit safe and Equitable Mobility we are talking about integrate and Implement emerging transportation services Technologies and programs that align with Community goals only if the rider community ities are engaged on the front end and that's a theme throughout this we've got a few plans in different places that have spoken to community engagement um it's very very important that when we talk about Community engagement number one it's not just specific to whatever that topic is at that time it really needs to be an overall Community engagement strategy so people know where to go even if they don't specifically know what they're looking for they know that if they show up here or if they subscribe to this channel they're going to get ongoing uh Community engagement so that they can give input before plans are made strategic Mobility uh plant one of the things we had here just overall expanding our datadriven decision-making culture and obviously this exercise speaks to that um I'm trying to see if there's anything else that is worth calling out yeah I think for the most part the rest of these comments we've circled the ones that jumped out us um I think we just got to take that next step and really understand what it is we're trying to drive for some of these that say increase X number of so and so yep we can figure out how to put a metric to that some of these others that are a little bit softer support mixed income development or collaborate across governmental agencies those are going to take a little bit more needling if you will to figure out exactly what that means and what we're trying to get at um Okay so lots of discussion thank you for doing the work because you guys had a lot you had a lot of uh objectives to work through so thank you for doing that my question is what are reactions to the ones that they were that Victoria highlighted it's a lot it's a lot yeah lots of energy around 10-minute neighborhoods lots of energy around Vision zero lots of energy around housing access for all transit oriented Transit and Trail oriented development housing Charlotte framework Dio can you repeat your question sorry what was under Transit oriented development um well we've got a number of ones that are captured here under Transit oriented development uh the point that I was hitting on here was how do we balance this goal with some of these goals in terms of housing access neighborhood diversity and retaining our charm so we just got to make sure that there is um Synergy across those metrics so the goal of increasing allowing maximum density with the diversity of the neighborhood is that okay and that and to be clear this was comment no we we selected others above that one so I don't want to create any confusion so approach matchable maximum allowable density was not one that you recommended correct well you don't recommend it no correct the reason I called it out is because it really speaks to how do we make sure that these linkages make sense forgive me me um okay yeah so that was the only one you didn't allow it's not the only one but the main reason was because what this specifically says is approach maximum allowable density under the to zoning we still have a lot of work that we need to do around to we just saw that last Tuesday when there was a proposal for something that's not even funded yet and the purchasing of land that's how we got to that no but also you see so many dots from us because our last conversation was what doesn't get highlighted is what fall off so you see these dots because these are the things that's directly connected that we didn't want falling off in this conversation cuz that's the conversation when we were going through that we heard what you don't say is a priority or important this is getting ready to be condensed so some of these things are going to be falling off so we wanted to make sure that these connectors didn't fall off in the conversation when we're looking at and we added extra language like we have question marks what does this actually mean it's great it's a great sentence but what exactly is the how are we going to track it what does that mean so for Transit and Trail oriented development we have we got the second bullet increase the sh so what what's on here is increase the share of households and jobs with safe access to high performance Transit stations what I what I did was add a line to increase the share of Workforce households cuz you can say you can increase the household but if we're not being targeted that's where how we got there very good let me let me offer this any any questions about what they what was just stated any of this to before you move uh colleagues I just like to clarify I see red and I see yellow we just ran out of dots okay okay so and and just to make sure just just to make sure I understand the red is what you would like to prioritize it am anything consider the Red is yellow we just ran out of yellow dots we grab the red Sharpie to make sure that we set it so all of these when this gets condensed down right everything that we have a DOT a circle or a DOT on we're saying don't let this fall off the radar let let me let me offer this really quick because we we do this is a lot of information a lot of work the great thing is that you had it in your pread so it shouldn't be new information right so there should be some familiarity with what's already here so my question for the floor is they're making a recommendation but it's ultimately a council decision well the the question is around what exactly they're recommending and and how they're prioritizing it is what I'm trying to understand so we don't have I I I get it I was trying to get we're in agreement we're in agreement because they had a lot they did these two by themselves so they didn't get to the second phase of editing down to the five okay and so that's what we're trying to just work through now I guess my question for uh council member both of you for both of these are there five for safe communities and great neighborhoods that you feel strongly about to elevate as your recommendation understanding that there's some that you don't want to get lost and we can handle that in another setting right to say that but are there five that you want to say here here the five that we recommend so what I'd like to do is let's we'll finish this piece if y'all can move on to the next thank you that's great sounds good and here for clarification let's understand we got three sets in great neighborhoods alone you're not going to get just five out of here so just let's you go ahead and be honest about that it's going to be more than five well uh just just to make sure actually I I like the I like the rationale behind what you done right because I we kind of noticed that in our group as well there was there was a lot to kind of really try to isolate in such a small amount of time um and and so you know the rationale behind kind of isolating and making sure that some pieces of it don't fall through the cracks I actually think that's not that's good yeah absolutely and goes without saying that there will be more discussion about all of these right so there we're just truncating now just to move the process along but this is a process so this is not a one andone but there is important to have agreement here among Council about which objectives to move forward with and that's it you will definitely see this again and have the opportunity to edit language or whatever you want to do in other settings okay make sense all right Ed and Team Ed do you need help I'm Ed's pretty he I mean thank you if you want me to play Vana White I can actually what I was going to say was um we were kind of overwhelmed by this so we decided instead of doing this that we would work out a vocal arrangement of dancing in the street I'm I'm going to sing lead and the ladies are going to do backup ready know right calling out all around the world are you ready for a brand new be Summer's here and the time is right for Dancing in the Street I've been dancing in chicag Dancing in the Street awesome yes I would like please calm down calm down all right I love it yeah SMY beat you too uh so uh one thing I'll point out is I think the process um I I'm not confident about the reliability of what we were able to come up with in that short span of time looking at this these huge lists right I mean I read it ahead of time wasn't able to absorb it all and now we come back we have 60 points here I know there are more over there so but we did we went through true we identified five for most of them and we did come up with h five now when we did that some of them we thought clearly belonged in other committees right so they were important but they weren't ours we were trying to think in terms of transportation and planning um and the other thing was are they measurable so again the point was made before some of these are softer and uh therefore elevating them and then not knowing how to quantify whether or not we achieve that having said that we did have five uh the first was fresh healthy food opportunities um so we thought that the planning process could include an emphasis and probably more in the basis of incentives rather than obligations but an emphasis on avoiding food deserts and making sure that there is availability and that's in the context of 10-minute neighborhoods um we also emphasized a high performance Transit corridor clearly that's right in the heart of the committee's mission and it's a big piece of our overall plan for Mobility from safe and Equitable Mobility uh we chose prioritize Transportation Investments that promote economic uh we stuck a sticker over the word vibrancy by managing congestion connecting our Workforce with opportunities and advancing so this is something within the committee that that is big right that actually extends across uh many of our priorities in the other areas it's something that this committee can do and the fourth one is um support Regional connectivity and investment so once again uh that's huge because that's the entire Mobility plan that's our connect Beyond and and our cooperation with other communities but we had to highlight that one now interestingly our fifth one wasn't on here it wasn't right and so we got finished looking through and there's nothing in here that actually acknowledges the advancing the uh uh ongoing Udo process right where we're doing the area planning and area planning is critical right because we're sort of Midway through the implementation of the Udo and uh we need to be focused on for example the timeline you know when are we going to achieve the area planning what are going to be the outcomes of area planning so we thought that even though it was hard to find a place in there that was something that we needed to point to in particular and so it's written on the paper so I wrote it down yeah yeah very good got it okay very good okay you're not going leave leing song Awesome thank you thank you thank you I think we have one more any any questions or comments though on that one any followup there okay very good all right Marcus follow maybe something to think about um the area planning process could be a strategic initiative tomorrow that can have a laser focus on it but just food for thought connect the very good thank youle simple Mike excuse s you want to sing I'm not a sing I'm a dance girl you dance okay here here Tia is going to start her perform well we almost got we got close to five have eight we have eight because Tia gets extra three because she's new yesk so budget as you can expect first number one is having a balanced budget you can't have if you don't have balanced budget we can't do anything else so we highlighted the city will have a structurally balanced budget ongoing cost will be funded with recurring exp recurring revenues onetime money such as federal grants will be used for one-time expenses new and significant expenses brought forward outside the budget process should be avoided when visible so uh second item on our budget is just making sure that the city will engage in a continual evaluation of the most effective most coste effective means for providing city services just um making the best use of um public investment and ensuring that we are doing our fiduciary duty and um under the budget last item we had is to evaluate the total tax and fee burden because when we look at our city services we not only look at property tax we are calculating the overall tax burden it has and the impact it has on its residents so this measure will help us evaluate the total burden on our on our residents not just the property tax rate uh that residents pay in exchange for government services so those are the three items but I think these other items are we we do that regardless but I think this three will really give us um as we put that on our dashboard it will give us an overall picture for public to see and um I okay and then a strategic energy action plan obviously that's near and dear to my heart it wasn't really part of our um it's not part of our budget governance committee but it wasn't covered anywhere else so we did uh we just just want to make sure we continue to make progress on our CF that we adopted unanimously in back in 2018 so we highlighted that and just being uh fiscally responsible so I know we often get questions about what are we doing to make infrastructure Investments especially when we approve zonings so we highlighted the fact that we would like to see increased infrastructure investments in existing urbanized areas plan for significant new development that are constrained by infrastructure capacity and I know that um council member Brown her District gets lot of new resoning petitions so this was very important to her very um and then you want to talk about those two yeah I'd be more than happy to talk about them so we went to um the Charlotte business inclusion policy and increasing the utilization of minority owned businesses Enterprises women owned businesses Enterprises and small business enterprises in the city without contracts so making sure that we do that inclusive of that um going back up into equity and our governments um Council woman ashir did share with me that a lot of this was covered under housing but meaningful engagement to our residents and making sure that we include them on what's going on with that and we pretty much got everything covered I think um under the Strategic energy action plan city fleet and Facilities will be fueled by 100% zero carbon sources by 2030 and I think that came along before I got here but that's something that we discussed as well so we have eight we got to work through all of them anyway it takes 5 plus one regardless so we can elaborate all day but we got to come to a conclusion and work together to make this this happen very good very so out of eight actually one James and Malcolm had already covered so we can take that out so it will still be seven yeah cuz you already got minority yeah they they had already checked that so okay so you can take that so we got seven yeah very good thank you any questions or recommendation or follow up on their recommendation manager Jones can you give us set an expectation in terms of next steps there's still some reconcile to do here I think for all of them is that in committee or is it what do you think yeah I I think that uh you know maybe it's a opportunity for a a first Monday night discussion also but for us um once our commitment to the council is the the team will come up what we think are the best performance measures bring those back to you so that you can see those before we establish the dashboard but Ely the the concept is being able to um make sure the Investments that we're making provide the outcomes that the council have been asking for and many of you have been talking about this for a while I'm just appreciative that you didn't run out of the room this is tough yes and uh it's it's it's a start so we're good very good okay watlington may feel an inell thank you um I look forward to the overall list I do want to make sure that I'm clear about what to expect as far as the dashboard goes um certainly this work is going to happen uh regardless of which ones we choose to prioritize in terms of like ongoing management at the council level I'm curious as to how we're thinking about this as it relates to things that are like ongoing like crime for instance we're going to track those metrics regardless does that mean they show up on this dashboard in particular or or is this dashboard specific to council policy items versus ongoing what I would call operations of the city right trash pickups uh yeah great I I would uh let's address it two ways one is it we have annual reports all the time and maybe we don't do a good enough job making sure that the annual reports come come back to you so the the in your budget book there are a number of performance measures that are generated by the department so Rodney Jameson has a um metric that deals with how efficient he is with collecting a Solid Waste Services so we'll always have that our goal today with of lifting these up and whether they're 25 or 30 or we just didn't want 200 we've been there before um so I don't want anybody to think that just because it doesn't make it to the dashboard that it's not going to be reported back to you it it will be but the dashboard really is becomes a Northstar and we're trying to make sure that those things are the things that if we make the investments in we should have better outcomes okay that makes sense so the in my mind I'm thinking the things that end up in the budget book or just really your daily run to Target operations piece that's internal to the functioning the operations of the city in this dashboard we should think about what is this specific to what the community would see yes okay thanks very good thank you Lana so Mr manager for just for me for clarification cuz when we look at Great neighborhoods that's 25 breakouts just under that is Staff going to help because a number of these will be addressed in the other committees so which we've done previous years are they going to help with seeing how the thing how it's been identified and Workforce it's already been identified and Safe Community some of the same things that are over here or do Dr Walling myself need to still go in and get this down to five or eight just for those 25 not even including Safe Community communities we would adore you if you could get it down to your five or eight or eight okay okay all right out of 25 I think that's the chairwoman said or 10K you I mean we got 25 there's 25 right here sir thank you James uh uh thank you I guess when we look at this uh there's a a dose of reality I think we should really pause and think about great neighborhoods has one two three sheets themselves 25 25 then we have safe communities that we all know now has become a tremendous priority for the city M so how do we uh mayor and city manager and our current schedule how do we incorporate having conversation about safe communities almost on the monthly basis because if we don't create a safe Community a safe Charlotte we won't do transportation we wanton do great neighborhoods and I think it has what has transpired has made all of us be more of aware of I ain't going to say we didn't think it was important but it has really now become a initi uh a item that the community is talking about more and more and I think this Council need to make sure we engage more and more about safe communities because I I think the world of Dr won and but to think that they can take just great neighborhoods from 25 to 8 and then you still have safe communities right there and H H how can we continue to have that discussion on those bullets on Safe Community on an ongoing basis we I don't think corly would do the trick definitely not semi you know every six months but we we got to incorporate moving the need on safe communities more I I would uh Dr J I was so um I would say that safy has been in the for at the Forefront for a while and just being candid a few years ago it was more about police and you came up with the safe Charlotte strategy went through every committee so it talked about from a phys environment perspective a Workforce all that and so you have something that lives and breathes and a lot of good things have come from from that I would say that everything on the board with the exception of the examples from other cities or policies you've already approved and sometimes they get lost because there's so many of them they'll continue to be tracked these will be elevated but specifically to your question about um safety think about three years ago um we knew that there was a bunch of things going on with giving corporate giving as it relat to arts and culture so what you did is you elevated something you said we're going to be targeted on this thing for three years and at the end of this we're going to have some stability in the arts and culture um environment that's why I believe initiatives are so important you have safe safe communities it's very very clear that that's a priority for the city it's been a priority since I've been here tomorrow when you start to talk about strategic initiatives that are the how clearly we're going to walk out with something different about safety than we walked in with because it's so important so that's that's what I mean so so it's it's built in your priorities but it's also it's going to be built in what comes out of this um annual strategy meeting this week just one more follow if I may so on the Workforce Development sample small business minority business sample what's next for those initiatives so you will have uh all three or well two and a half I'll talk to Renee and make sure I'm tell them tell them the truth I know that we're going to have a a strategic plan related to Workforce Development I believe we're working on the Strategic plan that's related to um small small business and we're going to figure out what we're doing digital V again still in this infancy got raised up to a strategic initiative we just want to do it the right way much like you did the housing framework than very good thank you thank you Ed uh one thing is as we go and uh progress towards metrics um the numbers are just numbers okay the question is what is the story around the numbers so for one we need to have uh goals that we establish against which we measure our progress and that's difficult because we need to be responsible about that if we keep talking about 50% by 50 in this growing environment I think we're not being completely Fair um and the other thing is if these numbers as happens from time to time just come to us like in our packet or they whatever uh I think as we move forward with these things there should be occasions as Mr Mitchell suggested but even more broad where um the update on our progress with the metrics is brought to us uh along with a narrative so uh I mean I used to do financial analysis right you could put spreadsheets out there and tons of numbers and you could say the EPS did this but then but then the narrative says uh it was a bad quarter for the company uh because this happened in that market and this happened and so on so uh for example cmpd has focused on violent crime and property crime has shot up right so then we can think about whether that shift in emphasis um was appropriate was it was the right shift so I would just like to be able to talk about these things uh informed by the numbers but in a structured way supported by a narrative thank you thank you any other comments questions okay very good okay yes just real quick as I'm I'm chewing I'm listening I'm thinking about this conversation around what does a community really want to see how do we cuz ultimately that's who we're accountable to right um whatever we do on the inside of the organization to deliver that sits with you oh I'm talking to the manager sits with s with the city manager um I think it's okay as I'm looking at our strategic priorities and then a lot of these policies and Frameworks and plans that we've already approved just because we approved it however many years ago doesn't mean that it's too late to say you know we can pair this back I see some things that are duplic duplicative or all of those kinds of things so I just want us to fundamentally remember that this isn't necessarily about finding metrics to match the plans that we have but really getting back to what is it that the community cares about um and how do we take the meat and leave the bones so I'm just saying that subtraction is also addition very good thank you any final words okay very good so do you guys need a break can we move forward do you need five minutes okay five minutes please please come back in five we can we can get it done end on time thank [Music] you [Music] [Music] for [Music] [Music] [Music] [Music] [Music] e [Music] [Music] [Music] the [Music] for [Music] [Music] [Music] for [Music] for [Music] [Music] [Music] [Music] thank you auto desk doesn't help with that yeah I can't never get no good help from a I'm like I have to find somebody to know see my baby out school one one class I'm doing rabbit the other class I'm doing n at the same time I'm not sure bring us a van is what I heard we just got to press zero and come pick us up yeah oh yeah shut back is dinner back in yeah back the man at the M where you check there okay team I think seven seven okay you're good you're good you're good so um we're going to pull your packet out first okay now we're back okay I'm really excited to do this with you guys really really excited in 10 minutes yes really excited to introduce this tool to you all I covered a lot of it with you earlier yeah but there there are a couple things that I want to to point out okay let me do this [Music] this so how many of you have done a disc before anybody a couple okay very good few of you have done very good so the disk is a behavioral assessment that helps you understand your management style in certain settings so there are a number of different discs that you can take you can take a relationship disc a career disc this is a leadership dis in a workplace setting that's the assessment that you received okay it's an indication of your preferred style of working and collaborating with others so you ran to be a part of a team so now that you're in the team there is I don't think you can do enough teamwork right to um and I think it's something that you should consider revisiting more often just teamwork and collaboration and team building activities we heard the theme of working together be better going forward we heard that a few times today and so tools like this and just revisiting around structured activities is always a great way to get to know each other better personally but also just to understand each other and how to work more effectively together this tool does that um very effectively we use it um pretty heavily in a lot of the coaching and leadership development work that we do organizational development work etc so for those of you who have had the dis before you know that there is no right or wrong disc right and the whole premise of it is to understand your preferred style and and how you approach work and so you'll see to and so I'll remind you obviously that you all did this anonymously and so you all have your code so if you hopefully remember what you put in is your code name because that's how you're going to identify yourself on this on the dis and so with the instrument it also is able to tell you what the culture of your council is and explain a lot of the Dynamics that play out among you individually and also collectively as a counsil it also is going to tell you how you're perceived by others uh as a council because you all are looking at your group report not the individual report you have the group report before you so I've grounded most of you I think um on this initially but let me start over and just page two yes no that's okay okay page two is a quick look at the different dis Styles dominance influence steadiness and conscientiousness for the purposes of our conversation we're going to look at your adapted style so these are the adaptions that you make and it happens very naturally very and subconsciously right because you are all mature you're all professional you've had uh uh lives and experiences in which you understand how you need to navigate to work effectively with others that is going to be presented that's how you present as your adapted style your natural style as I said is all those instinctive Behavior behaviors if you look on page three you can see how you all fall as a council the other thing I want to call your attention to now is the wheel you have a second document with you there are two more reports that we ran for you on the group but we're going to keep it a high level this these two for now because the other ones are pretty detailed if you look on page two at your adapted style this is a an indicator of how you perform as a councel how you relate as a council how you interact as in counil what are the observations there what pops out immediately no you have no so you have no one who took the assessment I do want it so we have nine of the 12 represented here there were 11 people invited to participate because obviously C counc member Johnson was offer bement we certainly didn't want not want to yes I'm sorry I had a death in the family too I didn't share it with the coun but okay that's okay that's okay I'm sorry to hear that yesterday I'm sorry to hear that very sorry to hear that and so this on page two your adapted Style on the wheel this is these these are the ad adjectives that reflect your brand and your culture as a councel so if everyone is assertive or assertive and persuasive what does that feel like as you're working with your colleagues tension a ball full of tension constant pressure constant tension everybody's the boss everybody's directive because there's one thing about de de's are Big Picture People most de's are Big Picture People most de don't do a lot of the detail they do Vision right very strategic very Visionary type leaders so we have that we have a number of people on this Council who can paint a picture of uh the city of Charlotte and can sell it right because we have eyes eyes are typically your front of the house people so I would always say if you if you're if you have a restaurant you want eyes to be the front of the house right you want se's in the kitchen se's are typically your quality control people more about process and policy more about dotting the eyes and crossing the tees and making sure that everything's done in order and the appropriate way that's your quality insurance team you have one loan person on your Council who's a see so what does that feel like to your staff members who are trying to get things done follow policies that are set by the by the council that may not feel good to them you have one person on just one person as a c and I want you to understand so on your on your assessment you have two two different uh numbers so if you let me Orient this to you because this is important point so Al on the bigger PCT on the bigger page document please flip to page four and find your pseudonym so you have some of you have one letter in parentheses some of you have two some of you have two capital letters some of you have one capital letter one small letter what does that mean so that is the range because on your on your graph that I'll show you you can see where you actually ranked okay and we'll show you that in a second I don't want to give you too much information while we set this up okay so for example just starting with the c pumpkin is a c d that means there primary where they scored on the graph was a high C but only in their adapted style yep we're only doing adapted yes so later you should definitely go back and see look at adapted versus natural right but for the purposes of the conversation we're going to focus on adaptive because that's your the workplace setting and this is how you adapt as you're doing your work together okay the s means that you scored there but it was a smaller number and you'll see that show up up on your uh graph when you see your own individual graph okay so one thing I want to call out is that you have um on the adapted style you have one person that's an S and one person that's a c on your adaptive style and I think if I'm not mistaken that I just ran these uh last night so yeah so if you look at s on the natural on the previous page no one is naturally an S who took the assessment let's lift up good thoughts and great energy that somebody who may take the test later on this Council has some s cuz the best team is going to be the balance team right in life you shouldn't have the extremes of anything you want to have a balance right so there's no right or wrong but what it feels like and how you operate and how you communicate with each other other if everybody is on the extreme of anything that's a really difficult place to navigate and so the beauty of a tool like this is that it actually gives you strategies also the whole premise of just working together and we do this in coaching all the time is that you have to Be an Effective leader of yourself you cannot control other people and so as you desire to work more effectively with other people you have to take a step back and say what can I do differently H the question earlier today what can I do differently to affect change here what can I navigate well this tool actually has strategies on how to commun communicate with people who are styles that are different than your own okay and so as you look at the adapted wheel here and seeing that assertive and persuasive is the majority on your adapted that means that each of you on any given day and likely often when um communicating collaborating influencing others on the council as well as your staff may need to pull into some skill sets and some communication uh approaches that are different than what is natural to you and even different than what you've adapted to how you've adapted to operating at work work statistically these reports say that most people are s's that the majority of people's dis style is an S selection bi selection bias you don't get here by being s's are leaders too that's that is a that is a but let me tell you about s the the majority I can't nothing's an absolute right and so you have levels and everything so even though those of you who scored high and other things some of well this case none of you have asses so I can't even say thatone of it's it's it's in plain it's in there are a couple there are a couple with some s but seriously when you look at your chart and and at least let's get the I don't some of you I think Flatline and a couple of them but you will see that there is some measure of the other styles in your approach and in your scores in some way but this is how you're this is how you're leading and this is how you're perceived right and perception is reality and so if you look at page 18 if the majority of you are D's here's what it looks like from a d concerned with being number one think logically want facts and highlights strive for results like personal choices likes changes prefer to delegate want others to notice your accomplishments need to be in charge and have a tendency towards conflict I have to say I have to always clarify that point about conflict most D's and I don't want to speak for D's in the room most D's don't see conflict like other people see conflict most D's see conflict as resolution D's aren't afraid to have tough conversations because you're they're trying to drive for results and and uh solution so they can move on to the next next big idea mix big um project that they have the the next Vision not the details right so but what that comes across as other people is being conf conflict difficult to direct whereas in your mind you're just moving the needle to get to the result does that make sense I don't want to speak for any Deeds does that sound familiar to anyone I don't put any any any words in anyone's mouth here and then for eyes you're concerned with approval and appearances seek enthusiastic people in situations think emotionally want to know the general expectations need involvement in people contact like changes and Innovations want others to notice them often need to help getting organized look for action and stimulation surround themselves with optimism and want feedback that they look good again eyes are very relational people so eyes would be kind of that that those people who might you might say um energy is fed by other people they like other people they need to be around other people those kinds of things these typically need to be around results and what where we going with the with the action so let's let's let's read about your loone C likes aggressive approaches and I just told you that Deeds can come across as aggressive right think logically seek data data D's typically and again I don't want to speak for D's a lot of D's like to know that the data is there that it's available they want you to give the you want to hear the cliff notes not necessarily all the details whereas C's are pretty much going to start with the detail and then work their way back up the chain these need give me the cliff notes and let me ask some probing questions if I need more information right but C's love data they want you to know that the data is there they want you to see the data and and also reward them from having the data uh C's need to know the process C's are good at winging it sees you utilize caution prefer to do things themselves want others to notice their accuracy gravitate towards quality control C's avoid conflict and I just told you D's like conflict C's need to be right and C's like to contemplate so can you imagine what the experience of your loan C whoever that person is is on this board that person you need to check on that person early and often are you okay ad so and let's let's look at what you're missing let's look at what you're missing with the S concerned with stability isn't that synonymous with government marus Marcus didn't take it but that's his job you don't need to do oh no okay uh think logically want documentation of facts like personal involvement need to know step-by-step sequence want others to notice their patient perseverance avoid risks and changes dislike conflict accommodate others values calm and peace enjoy teamwork want sincere feedback that they're that they are appreciated because um s's are some of the most loyal people you will ever meet s's are very loyal they're known for their loyalty the s's will be be the people that say okay let's make sure we heard from everybody in the room let's get everybody's voice in the room before we make a decision those are your esses so do you see the kind of interaction feedback approach and energy that you're missing on this Council now you have long s's you have some small s's here unfortunately your Lan C is also an S so that person is completely different than every single person on this Council every single person on this Council so again hug that person often you're like I'm sorry okay so now Alisa can you pass out the the um the the the graph chart this one do you have this one yes that's it perfect no you can send uh just the top one first yeah well you can give them both you can get them both yeah no we're going to play a game again is that share no I made that up it is it is completely your call that whether you share or not we did it anonymously because obviously we're in HD HD hsj we knew that already things about de is were proud proud of our days you own it everybody's a d so you can look at this you can look at this report and actually see you is who where you are in terms of your scores one she's giving out now yes this one okay so in the beginning we couldn't see it you could but it it's in the chart it's in the SEL in the beginning and it's in the in the percentages in the beginning you can have two two of those is fine yep so if if you can look up here please I'm going to call your attention to the wheel the graph because your individual chart is here so you don't have the benefit of having your individual report so you there's a 42 Page report that has all the stuff here again we we keeping them Anonymous so you don't have that um so if you can look at these you can visually see just on the chart where you are ideally you want to have some big wheels who is that the person can identify [Laughter] okay so again you're going to look at graph one because that is your graph one is your adapted style right that's your natural style right so that's when you put your for when you're in your most relaxed that this is at the bottom oh okay y so go to your your individual one and that's your so you can see there's some there's some C I'm sorry there's some s represented is just not top two I'm sorry one more time the first graph is natural the the second graph is adapted the first graph is adapted okay that makes a lot more sense and the second graph is yes the one is a graph is adapted two is natural okay so I'm going to give you guys a second to look through these through that oh it says it right here I'm sorry adapted to me adapted is adapt is is maybe how you've been socialized right so these are the adjustments that you make in the workplace that you have you have learned to make these adjustments to be successful okay does that make sense I like line is bar adjusted at all same same some here are you where are you are you this yeah yeah yeah yeah so the um the second one AP 789 whoever that is that that person has a s and adapt it the Green Oh s is green that's me right here I see who else has abc23 has a second s and adapted I hope that's exciteful to you high I second s adapted I get worse no no this is adap the star interesting thing about AP 789 the alone C is they bring that s up so they're trying to fill that SN for the team that's lacking I see what you're saying big wheels s comes up na na s's that s comes up pumpkins s comes up but still relatively low scores in s random characters their s comes up but because of that distinction because the disparity between the highest number and the next highest number that person just scored as an I that the S didn't register does that make sense because of the actual number yes it's situational it depends on so so the the if you can take one thing away from this is that each of you are likely going to need to make some adjustments to effectively communicate and navigate and collaborate with the other everybody can't be a d because somebody has to actually worry about the detail somebody has to worry about the approach and the communication to other people right these are not known for being people people in the workplace people these aren't always known for regarding people in the workplace because they're they're known for getting things done but sometimes at the expense of people that's the way it feels to other people because they're marching these are Marching to results and again I don't want to put words in your mouth so if I'm speaking out of turn stop me now but these are Visionaries they've got it in their head is locked they know what to do and it's not true that de's don't like process like C's do they do they like process but de's like to know process there they don't want to do the process they like they like the Milestones they like the scorecards they like the check-ins they make sure everything things on track but de's want to get to the next big rock the next big picture the other Vision in their head make sense am I misspeaking am I misspeaking again I don't want to speak for anyone else so you have to you have to be careful about that because you may be pushing your staff too much CU your staff is your step is literally people are working on all these things on the board like we talking about it's taking too long to go through the can you imagine the people who actually working daily on some of these things right and so some of those some of those people are S's and C's that you're working with and they have run the report and they want your attention to hear what's on the report the work that they've done and and and se's are the thing you have to know about C's also is that se's are Steve se's can get stuck in analysis paralysis so Ste want things to be perfect so they're going to hold on so when you get something from a se you better believe it is right to the best of their ability they have given every effort that they can make sense okay I'd like to hang out with pumpkin away from work like to know what that that person's like that's good don't give it away that's good that's good that's good okay let me pause for question questions before we get into the the uh last thing I want to show you questions and reactions so I have a question yes um well first this the observation that um HDH dhsj looks like they're like off the chart for their natural be was that where it was or was it was it even higher than that yeah it could be it that would be considered off the chart okay yeah it can't get any harder than that but that's if it's at 100 we consider that off the charts like that that's all you basically going to see or feel or that's the only way that they're going to engage and they're that way naturally they're that way naturally okay exactly that's the natural style for that council member also off the chart so they did bring it down a little little bit they tone their eye down a little bit and brought their C up a little bit but not even to 50 so for the case of I just like for the case of council X for example like in the natural one it looks like the D and the I are are they the exact same but yet they're on the graph as a as a d yeah like on on page three there in in the D box but it looks like they're like V and I is that right am I reading that right or let me see are you looking at the right uh I was looking at this handout right here mhm and then and then the the big one right yeah Council X they're on they're D and I okay and they're natural on page three yeah if you look at and you look at page two the second box natural and natural okay make sense so they're equal on there okay all right all right thank you you're welcome so the next thing I want to draw your attention to so here's the actual data for the for the Council on the next chart on the things that they were measured look at all of these things that are characteristics I'm sorry that are critical this this document sorry this the fourth document here critical for councel capabilities competencies really important for your role people interaction team support accommodation rules versus results directiveness persistence Precision sociable self-determination individ individualistic vitality and self assured okay so here your here your actual numbers 100 mhm so the red is where you've got high intensity orange is high moderate so you think about some of those characteristics and again if you look look on the second page again that's your adapted the first page there is natural the SE second is adapted so that will correlate with the conversation we've had so far and the scores that I've asked you to watch that's good so all you sees and eyes remember all these lessons as we enter our next uh conversation no de that is not it we forget about this immediately so thank you tar that's that's a great segue into what do we now what do we do with this now thank you it is not that it's not that okay so if I go back if we go back to page six in the larger document now here's some more detail on a different read about each one strengths limitations and words and phrases they typically hear use often okay so so just look at um on page nine again I want to call to you where your gaps are because remember the most effective team the highest performing teams are those that are balanced right and the same is for each of you so those those areas where you are low you have to be cognizant of because as you're interacting people with people who are a different style in the vein of being responsible for our own outcomes then we therefore have to make the adjustment so sometimes D's you just need to slow down slow down slow down a little bit so that people can grasp and understand all these amazing things going on in your head because these often are visionar so you see the bigger picture sometimes before other do but people can't execute against what's in your head because you're on to the next thing you have to slow down work through on a process on a process help people with u their questions and provide detail that you may not otherwise want to provide okay so if you look at on page nine you can see where your gaps are analytical and assertive very analytical zero for adapted I'm on page nine in the big document oh you in the oh this is it this is it yeah that's it zero oh I'm misinterpreting how this this is the whole team yeah you don't have your individual reports okay you don't have your individual reports you just have a team report so look at what's missing here critical this you there's no one represented on this team that's very analytical so the strength of a person that's very analytical is critical thinking very accurate and precise disciplined demands High SP standards of self- direct reports right way of proceeding is motivating to them they use facts and data for support and opinions and problem solving based primarily on facts and data that's what we're missing yes yes and even with two at analytical and assertive not as much of a gap but somewhat of a gap okay so if you study this report I'm going to I'm going to open it up for for discussion but if you look at page 13 I think there's some great Co coaching questions included there and questions to consider and then throughout you can see it starts to you understand so basically anybody on the opposite side of the wheel is your opposite so I don't think we have to say that it's well documented that there are some Personnel issues on the team there's been some infighting that's very well documented the reason why I love this tool because it it elevates the conversation some of your issues are not even personal it's just about how you go about your work which is different does that make sense all of it's not personal some of you just talking past each other and that's why I'm going to ask you to study this because it's really important to understand where those gaps are what needs to happen the last thing I'm going to call your your attention to is page 18 again which just is a a great summation of that let me also just do this really quickly page 16 of the big one the right side of that page is basically the perception of the council and your culture it is the way you're being perceived by others and is also what you're feeling as you're working together on page 16 the wheel this right side that's where everybody is that's your culture side the right look at the circles on that wheel you see all the circles inside the wheel everybody's to the right that person that poor that poor PO on island yeah um okay so assertive results focused rapid decisions will seek challenges will seek Challen Alles can be aggressive and impatient desires to lead you can't lead we have you have to lead you're co-leaders you're not leaders you're co-leaders we have one mayor but you're elected to a council a team of council members both assertive and persu and persuasive likely to embrace new Concepts often a mover and a Shaker can be very outgoing with high energy and engaging effort I very outgoing and persuasive very very people oriented quiet optimistic Outlook strong communication skills likes to have Variety in their day so that's the I that's an I but there's two letters she gave us yes because you have your highest number your second highest number okay so that capital capital means that you've got a pretty high number on your chart you can go back to yeah I saw that that means you're no you're is represented enough to capture but it's pretty low it's lower mhm and you can you should see that Cor on the chart yeah okay mhm got it all right so let's look at um page 18 then again if you want to just have a quick synopsis I would we should print 18 and 19 out because that's kind of your cheat sheet for who you're interacting with and who you're engaging with but also um some areas of focus that you should have individually as she move forward that was a really really quick review this is a day session a full day to work through everything and all the activities to reinforce this but it is a snapshot and you have the you have the reports there which is a lot of detail I I do feel very strongly that it's something that you should spend some time with as you um work to begin this new ch chapter as a council together there's a lot that's happened good there are a lot of things that have happened that cause consternation and whatever is happening but each of you have a choice we all have choices we get to decide how we respond how we choose we get to choose our thoughts we get to choose the words that we use we get to choose the decisions that we make and so as you do that moving forward as a council it's really important that you begin to do that in more collaborative Spirit more engaging spirit I love the dialogue that we've had today that you all initiated around engaging each other more oneon-one uh working together more closely as a council but it will take the strength of each of you indiv individually to make that happen as a council okay any questions about the tool or anything else that we we covered today yes Ed uh two things for one all this is self-reported is there any research to indicate how much the the way people report themselves aligns with how they're seen by others oh it's it's a direct align it is a it's an incredible self-awareness tool because it's more about often it's more reflective of the perception of others than it is a perception of ourselves because this is who we are how we live is very natural to us so often it's not we're not even aware that's how we're being perceived by other people so smudgies for example gave an accurate account of himself on his right yes the other thing is are you surprised that everybody's on the right no in this group I the people who decide to run for office they're not a random cross-section or or you know members of a uh an employment organization right it's a pretty unusual group just because we all decided to run and but but leaders and effective leaders it's it's a it's a myth it's not true that all leaders are D's D's think that because um D's are the ones who are pushing they're more aggressive sty it's up and down on the right not not just these yes but my point I was just making that point because it is a lot of people think that but you have D's that are S's and I mean leaders who are S's and C's and I's as well right but a lot of people think because de's and eyes are the more outgoing and not afraid to speak up their leaders that's not not true at all you have leaders across the board and every single thing they just lead differently they lead differently um but because again this is a perception that you uh that others have of you right and so it's a really uh important self-awareness tool so it's important that you read through some of those components so you can understand how you're being perceived by others and make some adjustments there all right thank you for the question any other questions any other parting comments we'll do a um I was going to say a one word thank you can I just make one comment yes I just wanted to say that you know I was thinking about the way today is gone compared to last last uh year when we did our Retreat and I think today has gone really really well and I just want to thank everyone for being engaged and sticking with it cuz I think was very beneficial the conversation was at a high level and uh I think we're going to come out of here with some real traction so absolutely thank you for your attention thank you thank you any other parting comments I'm not so it's now coule hours um if you would like to have to join fre to thank you thank you I do I do want to commend you guys for the work that you did today and for being pres in the room but you did a lot of work today we got through a lot of things and I think really I know that we accomplished what we set out for this day and it's because you were here and you did the work so you deserve a break enjoy your evening thank you thank you [Music]