mention both of our teams are are doing right now so okay um I think that's all I have Mr chair thank you Mr Graham I want to make sure I don't miss you if you have a question okay good uh online no so uh a couple of things and and we've talked about this uh I think it's hard for us to imagine right now the interaction of these components and and to visualize it all I'm taking a bit of a wait and see approach uh in terms of looking at what comes out of the the area planning process and how it informs the updates to the policy map um we are in a situation now as the vice chair pointed out where a lot of our resoning petitions are not consistent and are obviously deserving to be approved so I'm hoping that as we move forward the refinement is going to result in a higher percentage those coming in being consistent and being uh obviously uh and you know deserving of approval um in my mind it's still not clear uh if I take the 2040 plan and the Udo and now the area planning process um what the interaction is that results in a particular location being given a particular designation and um I'm also thinking that in past conversations we talked about this refinement living document concept and and uh but the idea was not to depart from the 2040 plan as it was adopted so you know could it happen that we sort of migrate and I think the biggest pressure there is if you look at the N1 Place type and we went through the conservation the Compact and uh and the cottage uh versions of that and based on the percentage of those that's being allocated as we saw in conservation you end up with something that's different from what we intended so so uh I guess all I'll say for the moment is uh for one I'm very impressed with the work you're doing and I appreciate it it's not something that we can do anything other than observe and critique uh and and try to do so fairly um but uh there's still I'm I'm just sort of as I say in a wait and see mode where I'm curious to see how these area plans come out and whether uh they have the effect of causing a situation here and here here that are otherwise kind of identical to get treated differently uh and and so are we going to have a kind of consistency of policy at the same time that we try to recognize the diversity of the various communities in Charlotte so anyway keep doing what you're doing uh good work and and appreciate it well there's a lot yet to come I guess Johnson Miss Johnson we can't hear you Miss Johnson oh thank you sorry about that thank you I want to piggy back off U Mr DG's question when we were reviewing the Udo if I recall correctly I remember thinking that the community area plans were the meat and potatoes or or the real um the the document or the plan that's going to have the most important impact on the residents so you mentioned the different phases which phase are we in right now phase three for both so I'm on so I'm on the website and I wanted to know if a user could find back up I wanted to know if the user when when when looking at the website can we see the outcomes or the output from phase one and two if we're beyond the the phases where there's the these documents or this information that was obtained where can we see the progress thus far for these plans you should be able to see the community reports and then under policy Map There's a tab that has policy map when you click there there should be a drop- down menu that gives you the adopted policy map the revised policy map which is directly what came out of phase two and then also the policy map manual okay I'll I'll get that information later I just want want to make sure that we are keeping the public up to dat with with current information and you also received I believe in your packet on the 29th your agenda packet a briefing book that describes all of the entire process from start to finish so from phase one through where we are now and then there's some additional pages in there that that are um for your district and how each of each of these things breaks out Place type wise in your District yeah so that summarizes some of that information that's online it's not necessarily different it just packages it in a way that's understandable right but our public doesn't have access to the information that we get so we want to make sure it's simple um that's one of the things we talked about with the Udo it needs to be simple and and and accessible to the public so I'm looking at the website and we want to make sure that it's clear on where this information is thank you and Miss Johnson I agree with you uh we need to achieve Clarity but this is complicated stuff you know and it's it's hard up after a certain point to simplify without leaving important things out so your challenge is to somehow message around what you're doing and uh achieve Clarity and also not leave anything out that's not easy yeah the people the online mapping tool is really something you can spend a long time with because you really people want to be able to get into the parcel detail of what's Happening next to me what's happening adjacent I just wanted to chime in too that the series of workshops that are kicking off now are really critical because it does go over very specifically I know we're saying projects and programs sounds like a a broad brush but that really does dive into specifics around Transportation projects potential tools communities might be able to use uh parks and Greenway you know there's a lot of specifics there that the partners Kathy was mentioning will have at those stations so encouraging participation in those is really critical because it's a way to Showcase all the different things that are under that bigger umbrella and do provide some more specificity and Clarity around what's happening so um Mr petton you're going to talk about agenda item three is that right okay yeah yeah and I'm just going to kick it off of before he starts real quick yeah yeah that's fine but I I I just wanted to say before we move on uh what are we doing to inform the full Council about these things so our plan is we will be at um next Monday for a community area planning full update at the dinner briefing so that will be the tool we use to inform full Council about community area planning and uh we'll be able to have a more robust conversation to around kind of where we are in the process and this specifics around it so if you don't want people to be surprised and go what you need to communicate and communicate you need to repeat yourselves you need to kind of make sure this message is uh front of mine for everybody on Council so with that uh I guess we can move on to our Udo update and I will refer once again to Miss Holmes sure um before Dave takes over and kind of gives more details um he'll do a brief overview about where we've been with the work that some of you all mentioned um but I also just want to project forward a little bit that what you're seeing is a continuation of the work that we started in the spring and summer and this will just help ground that uh I want to mention that in parallel to this we are also uh finishing up cleanup text amendments so we'll be working on those through the fall so uh you will see some of those come before full Council again kind of continuing that cleanup making sure we have refinements um addressing smaller issues so you'll see those running parallel to some of this work um and just know that that's happening we're a year a little over a year in and we're still learning things we heard from Raleigh it took them about two years to reach full stability so we feel like we're getting pretty close um so those cleanups will be coming in parallel the bulk of the the work that really um fine tunes housing tuneup kind of giving us that full residential development tools is what Dave will be speaking on today and I'll turn it over to him at this stage thank you all right good morning everybody uh so we can jump on to the next slide please so just to kind of set where we are uh we want to talk a little bit of course about where we've been so we had the conservation text amendment that was adopted back in May of 2024 uh and then we transitioned and and developed some compact uh residential standards uh that was what we were kind of calling phase two and that was adopted uh in June of 24 and when we went through those two processes we always talked about a a phase three and a continued effort to uh refine and right size some housing get some uh housing diversity tools put in place uh and add uh some some of those things from a locational criteria so we talked a little bit about that throughout those first two phases and that's where we are today and uh that's what we'll get into so uh next slide uh those prior two text amendments primarily dealt with those larger Green Field development projects new subdivisions uh also addressed uh some instructions from that Council referral we had that we worked through to uh get to those outcomes for Phase 1 and two uh but again those are primarily focused on those larger Green Field uh uh projects that were you know anywhere from 5 Acres or more uh so the current phase three efforts uh they're really intended to further refine some residential options and look primarily on infill and small scale development options so what we refer to often as missing middle housing uh we'll get into that term on the next slide here but also as Monica mentioned we want to kind of calibrate apply some lessons learned through one year of Udo implementation uh you know as planners we do a great job of setting you know Forward Thinking plans a lot of times we have to Pivot and be somewhat reactionary and adjust to what we see in market trends uh we've seen a very quick shift in some of that uh once the Udo went into effect started to kind of see that transition away from multif family into more small lot uh attached residential housing so those were things that you know we didn't necessarily foresee coming in the wave that they they did and so now we're you know trying to work through and adapt and make sure we've got things in place to uh accommodate that and get some successful outcomes so if we can jump to the next slide we'll talk a little bit about what missing middle housing is uh so missing middle housing this is just a general definition that's used throughout the planning profession is housing that includes duplexes triplexes fourplexes Courtyard Apartments uh Bungalow courts uh you know around common open space tow houses uh Multiplex units and live work units so those are all kind of the the you know housing types that we see when we talk about missing middle housing uh and we we put this graphic up here uh just to kind of show the differ scale and intensity but also you can see some of those missing middle uh units do actually integrate themselves well into neighborhoods and do provide some of that transition uh to some of those midrise and larger uh types of uh residential units so that's what missing middle housing is that's what we're going to continue to focus on through this uh Udo update uh so we can go into the next uh next slide so we'll give a little bit of an idea of what some of the market trends are uh for the missing middle in Charlotte this isn't uncommon for other cities and other major Metro areas you can see we've had a pretty large uh development of multif family that's that top kind of teal green color uh and then the dark blue color on the bottom is your single family detached and the light blue in the middle is your town homes uh you can see a pretty big skew uh from multif family to single family detached uh but in between all of those you know three major units you can see some small gray um slivers in there and those are our missing middle units so those are our duplexes through quad units um you know we've seen an increase over time uh from 62 down in 2018 up to 257 at at the high in uh well 297 in 2020 back down a little bit now we're only up to about 100 in 2023 and again this isn't an uncommon challenge for other cities uh just wanted to put up there to highlight why this is uh something that we're talking about and why we want to continue to see those numbers in that gray area increase a bit uh particularly as we're we anticipate seeing some of those multif family numbers uh come down just from a little bit of a Slowdown in the the multif family development realm so uh what can we do as as planners and as uh decision makers to kind of facilitate better outcomes for that missing middle uh that's exactly what we're going to be getting into in these conversations that we're just kicking off here today with y'all so we can go to the next uh next slide just to continue just to talk about the trends for missing middle in Charlotte uh this is since June 1st of 2023 so that's implementation day to the Udo uh in process and approved so we've had almost 100 adus which are the accessory dwelling units that you see most commonly in folks backyard sometimes referred to as mother-in-law suites or granny Flats uh duplexes you have 174 quads only seven and triplexes 26 and you can kind of see on the map that's set off to the side there where uh you know some of those are concentrated primarily up in that kind of Northwest uh portion we do see some down in in some of the Southern districts but it's primarily in that area around districts one two and three and that kind of Northwest wedge then pushing out a little bit further uh up uh to the Northwest than District Two and then uh some out there in District 4 uh as well but you can see there's there's a decent spread throughout the city but that concentration is uh mainly to that Northwest portion of us uh of where we are so if we can get into the next slide so when we talk through these uh residential tool changes and and changes that we continue to make to the Udo particular when we talk about housing and working through infill projects uh we really try to continue to focus on three kind of overarching goals from the comprehensive plan and that's goal one of our 10-minute neighborhoods goal two for neighborhood diversity and inclusion uh and then goal three housing access for all and all three of those really talk about you know some key pillar of location which is our you know creating timid in neighborhoods uh diversity inclusion does include just what we're talking about today how can we get some of those missing middle missing density type of housings uh to be developed in in areas throughout Charlotte and then housing access for all of course the more uh housing we can put on the ground and continue to preserve potentially naturally occurring affordable housing Workforce housing uh you know the more accessible it's going to be so those are our kind of overarching foundations that we you know continue to lean on when we go through this process process doesn't mean that the other seven goals out of the comp plant aren't important as we have these conversations but these are the three that we you know continually pull from and and stay focused on as we talk through these uh potential changes next slide so the things that we're considering now uh and again these are conversations we just started kicking off internally in the summer we still have a lot of conversations that we need to have but just kind of where we are as far as considerations uh that we've talked about and that we want to continue to have conversations on and develop some potential Tools around is do we consider town homes in additional Udo districts uh can we create some opportunities for cottage core developments to occur by right uh do we develop more flexible and efficient processes for hotel conversions uh explore some ways to encourage the Stacked quads those are our our traditional quad units that you see where you have two on the bottom floor two on the top floor uh can we revise any of our Adu standards to make them more uh clear make them easily accessible folks can understand them if they want to you know pursue that type of option in their own backyard how do we make sure that it makes sense for folks uh do we do some things like create pre-approved pattern books for missing middle housing types particularly those adus where folks could walk in and uh pull from a a set book uh that we have that are somewhat pre-approved and and select those to you know potentially pursue a project uh is there a missing middle zoning District that we can potentially explore and put together and then of course increase affordable housing tools and then explore options uh to potentially FastTrack some of our affordable housing projects and the slide there or the graphic there on the bottom is just something we've shared in the past it kind of shows where things are allowed in green uh where things are allowed uh if there's some conditions that are met and this is just pertaining to Neighborhood one and then of course in red you can see those are things that aren't allowed in those neighborhood one districts so we're going to go through all of our districts neighborhood one neighborhood 2 our centers and make sure that we do allow the most condu of outcomes to get uh Missing middle housing throughout some of those districts and if we have to make some tweaks and changes those are the exercises that we will continue to go through and you may see a graphic like this uh come up again in these conversations that has more districts just to show you know again where things are allowed and where we may kind of move some of those red and green boxes and and Yellow Boxes around to again create some more tools for us so uh next slide please so what's next for us uh you know we've got to go through and prioritize Poss POS Solutions uh there may be things that we can do quickly there may be things that we can address just through some quick text amendments whether those are adding new uses for uh some different missing middle and some districts where they don't exist currently uh could be things like dimensional standards that we can quick uh tweak quickly uh but there's also going to be some longer term changes that we need to explore you know particularly when you start adding some potential uses in districts are their Community engagement needs that we have to have you know to talk through those are their policy implications to that uh so we certainly anticipate Community engagement throughout this process as well uh we also want to collaborate with other City initiatives uh we had some conversations a few weeks ago in a a special call meeting on housing funding strategies I believe that's coming up today as well uh in one of the later committees uh and then of course our Strategic investment areas uh those are just two quick examples are there things that that other folks are working on where we can partner and say uh you know where they're looking to you know Implement some of the Strate iies that they've got in front of them are there ways that we can piggyback and leverage some of those Partnerships and relationships to uh say hey they may they may be maybe some locations for us to uh potentially make some changes and tweaks to housing to further facilitate some goals for those initiatives and then of course we're going to continue to work um through the fall uh we'll have some text amendments proposed uh in early 2025 uh that should give us enough time again to prioritize some of these Solutions uh come back to you guys and uh tpd and potentially Council as a whole to talk through uh what some of those changes may be and how uh how they'll be prioritized how they'll be packaged uh and what the outcomes are going to be and then of course if we have text amendments those will come through in packages they won't be in cleanups likely they may be their own specific text amendments just to these uh potential outcomes so we don't get them confused with other things if we see opportunities to do quick cleanups through other text Amendment processes that may relate to this we certainly will take advantage of those but uh when we talk particularly about these specifics we want to make sure that it's clear and what we're presenting to everybody is just you know topic specific to to what we need to focus on so that's you know again where we are we wanted to do a very kind of high level reset we know everybody's been on break for the last you know couple months uh We've continued to have these conversations and we felt this was a good time to kind of put this back on everyone's radar uh give you kind of a high level overview of where we are uh where we're going to be going and we certainly anticipate being back in front of yall uh pretty regularly throughout the next few months giving you updates on this uh working with our other partners and stakeholders uh as we continue to try to find some potential solutions to this missing middle uh question that we're all trying to work through so great thank you committee going once going twice don't all talk at the same time do you have questions I can actually I can inject um first of all I'm always so I'm I share the same sentiment as many of us you know thank you for your work we really appreciate that um I I'm I'm curious when I'm looking at the map and I don't want to try to surmise based on what I've seen any type of Rhyme or Reason as to where this missing middle is or what it corresponds to but my assumption would be that you know when we think of missing middle uh we kind of assume that it corresponds with some type of transportation that is available to the people that we represent is is that what that really I don't know if that would necessarily correspond there may be some correlation uh to it if if that were the case I think we'd maybe I think you see more intensity along our major Transit corridors particularly the blue line but this may be where you have maybe some better bus bus access uh could be along areas in the Gold line that we're starting to see maybe come online but those are things we want to look at as well or can we help to facilitate some of those outcomes to put that housing in places where we do have access to Transit and that's a big key component of this um you know we focused a lot on those other two text amendments on you know where they were and they were much great you know across the city a lot of them we did see in the etj areas uh certainly what we want to do with this is if we're going to be talking about infill and you know creating some missing middle options can we do it in areas where we've got you know Transit access in those areas around 10minute neighborhoods to get you know the best bank for our buck so to speak and put people in places where they can take advantage of it and create less strain on our our existing infrastructure by you know again putting that housing in the right places so yeah I saw that you actually highlighted Strategic investment area so um I see that you're having those conversations which is good it's you know yeah there's a lot of overlap I think between all of those partners and and the more we can collaborate and talk through it and come up with some solutions I think the better off you know we'll all be in making decisions on those so yeah I think and that's just like I said I was still in the chair I can inject but I in my opinion I think you know that's a win-win right when we think about the Strategic investment areas and the places where we're already planning for transportation to be available potentially you know even where we already have existing transportation of course we see that with the blue line um I don't know if there is opport I don't know if there's any additional opportunity along the Blue Line because it's booming everywhere you know along the blue line but ideally you know when you have that walk to a transit station as opposed to you know having to get in a car and go to a parking rod for an example you know if you're Transit dependent then that's not an option so I'm just I'm thinking through it you know and I know these will be ongoing conversations but in my mind that's where it's just you know it's it's just an easier flow when we think about you know those multi yeah and I think an example of the Blue Line I'll kind of give in in areas we can probably continue to refine some of our districts that fall maybe let's say within a mile of a a transit station they may be kind of tued in some neighborhoods a bit but they still may have a TOD or or Neighborhood Center zoning District all the housing types like duplexes and triplexes quads aren necessarily I think permitted uses in some of those but they may be better in some of those locations because they may be like I said in some neighborhood or on some neighborhood fringes so are those things that we need to add permitted uses to allow that missing middle to happen uh you know you do want to create the most density in those Transit districts but if they're a little bit further out and they're starting to get into that neighborhood Fringe do we have the right Tools in place to still get some good outcomes and get some you know infill outcomes uh without having to maybe go the extreme of you know a taller uh structure or you know multi-b buildings on a site so those are the things we'll continue to look at but that's a good example of where I think we're also kind of lacking some of those opportunities in that missing middle section so yeah well that's all I have all right um couple of things uh and I believe there's no one else okay thank you um for one I want to say Mr Pat and I really appreciate your involvement uh in this planning process because the zoning is where our activity and planning interacts with the outside world right so so that's the that's the real world kind of experience of our plan and for you to bring your knowledge of that to bear on the planning that we do instead of having us find out afterwards that oops you know that doesn't actually translate very well well uh so just wanted to emphasize I appreciate that I think it's important today in particular given the votes that we have planned later to emphasize how uh our transportation goals and process actually complement and interact with our planning process and in fact they're Inseparable because where you have mobility and access affects where you want to put what and it affects uh uh it affects all of those things economic development and so on but neither one functions entirely uh in the abstract and transportation plans that we make will affect where development is going to occur there's no point in US planning something different because we've seen it uh in in south end so uh maybe you could just explain a little bit how you are incorporating the prospect of an investment in transportation into this H this land use so I and I think part of that will probably be in Kathy and her team as well uh you know as we continue to get those Transit plans together whether they you know change a little bit or get further refin some of the ongoing conversations and we understand where those Investments may take place that may first lead to potential changes to the policy map do the place types correspond right with the level of investment that we're looking at do we have the right intensity around some of those areas uh and you know that may again lead to those changes on the policy map which then will inform us for uh you know potential rezonings it may inform us also on what's pending with alignment rezoning which will probably be back in front of yall in the coming months to talk about that initiative as well uh but it all starts really with that planning effort and that's what I think Kathy and our team are doing a great job of and are going to get involved in these area plans uh in this engagement over this next round particularly with those other partners uh but the more information we get from those Partners whether it also be Park and wreck and transportation and housing uh the better we can refine map to reflect the goals that we all share uh and then we can make sure that again the zoning districts are aligned correctly and they they have all the types of uses and outcomes you want to see in those Strategic investment areas and then you know do we have reasonings that are looking to you know develop in those areas and and we can get all that information together to present and make sure that yall as decision makers have everything you need for those but I think it all starts with that planning process uh and then we continue to kind of look at what are the needs and do we have the right tools in the Udo to meet those needs and if not where do we make and find those tweaks which is somewhat what we're doing here but that when we get into that in those particular Strategic investment areas I think that's going to be where uh we'll really start to kind of focus and there may be some different goals for different areas and some different needs some areas where the map may be in great shape and some areas where we might need to continue to make some tweaks but it'll be you know very much a hand-in-hand process for that because um our our goal right now is to start a Transportation Planning process if and when we get the approval from the legislature for a referendum so that we will have a plan we can show to the public in November when the time comes to vote and uh I don't think people fully appreciate the magnitude of what we're doing now and have been doing for the last couple years I mean we're looking 20 years and more down the road and really just charting a course for the city um and uh we will need to uh somehow solve the very complicated question of the interaction between these plans the Dynamics of the whole thing you know you put a rail line here then you better be planning for development there and uh I was asked when I was speaking recently at a rotary club uh so are you incorporating the growth of the city and the expected growth of the city in your transportation plan and I said then well yes we are we're expecting an increase in our population but we have to understand that uh that growth is going to be function of decisions we make about Transportation so really this does need to be integrated and that's not easy it really isn't because then now you've got this system where you change this and that changes and you change this and that changes so uh once again I think bottom line appreciation for the fact that you guys are doing this and it's not up to us yeah it's a it's an exciting time for sure we've got a lot of good opportunities in front of us and we're excited to work with youall on it so could we scroll up in the slides to the one with the organ pipes that one thank you um so I I think it's interesting to pause for a moment and look at that what you see there is multif family uh has tripled since the trough and single family has gone down right and then you've got some you've got an increase uh a substantial percentage increase in town but look at those uh multif family units it's tripled and uh what that says to me is we are operating in an Environ where most of the decisions about these things are made by the market right and that didn't happen because of Any policy of ours our ability to kind of uh change that mix has its limits so we can remove obstacles to the kind of development we want we can we can adopt policies that create incentives or we can offer Financial incentives we can FastTrack affordable housing development but at the end of the day uh how much does how much scope do we have when we make our policies when we spend our money to impact that kind of progress well I mean maybe this a question for Mr neld but I won't put you on the spot um so I mean you could which we have never the I mean you could say we're going to close the door I think there's a lot of negative impacts to doing that right and so we would not recommend saying oh we're just going to not approve rezonings that are asking for multi family and there are cities that have taken that or towns that have taken that route that is not um in my opinion where Charlotte has historically been nor where we necessarily want to be so really that's where that comes into really how do we focus growth in the areas we want to and do all the things you just mentioned to try to try as much as we can to focus our growth where we have infrastructure investment where we have the resources connectivity daily goods and services and that those two stay as linked as possible so that when the market does see a big boom in that they have a solid foundation of where to go and a direction of where that makes the most sense based on all of our policies so I I can tell you as a an economist and a business person if we adopt policies that depart by Too Much from where the people and the market want to go and these aren't decisions that are made by devel Vel opers or you know greedy people this is a reflection of what people want what the population wants right so if there's a huge demand for apartments then we can't just pass a rule that says we're not going to build apartments and I guess my bottom line is I would really encourage you to continue to work closely with the industry uh so that we have for example incentives for affordable housing that actually motivate people to make those Investments uh as you know we had this uh long long time we had a density bonus and nobody did it right because it just wasn't practical um and so I think we have an opportunity now through fast tracking things through tweaks to our ordinances and through financial incentives to kind of encourage the sort of development that we have in mind but when I look at that little sliver of of the and and see you know how few units there are in that space uh uh I I would just caution us not to base our plans on huge assumptions about an increase in those I will just mention that and I think that you can bundle that with the town homes too because I do think that home ownership and opportunities for home ownership it's really important to realize that we are seeing that big shift from Land cost Etc from single family to a more attached whether that's duplexes triplexes or townh houses as a entry way into Home Ownership that is more a affordable now granted there are town houses and duplexes that are very costly and expensive but if you look at averages across the board it's about $130,000 cost difference between a townhouse for sale and a single family house for sale so to your point it's that's a really opportunity for growth is getting missing middle and town houses for home ownership for once people are shifting out of Apartments into some they can buy so that's what a lot of this work is rooted in is how we can provide affordable home ownership opportunities and housing opportunities for that piece okay Miss watlington thank you Mr chair I just want to make sure that as we're having a conversation about this graph in particular that we don't extrapolate too far away from what the data is showing us on this slide I don't know that a massive increase in multif family is an indication that that's what the people want I think that people want a place to live um I think it might be an indication as to what's profitable for the industry but I I just want us to be very careful not to assume that because multif family is the option is that that is what people's preferred option is because I don't believe that that is what we're hearing from would be home buyers so I just I want to make sure that we're very careful about tying production to what it is that the community as a whole wants to see um I do think that policy does drive and should and is absolutely our function as policy makers to drive the market in ways that we desire um the outcomes to go so I want to be careful not to say that or and perhaps that's not what you're be what you're saying Mr chair but I want to make sure that for those viewing that it is not misinterpreted to this idea that regardless of what we do from a policy standpoint it doesn't make a difference it absolutely makes a difference and we've got to make sure that we're thought ful about that policy um for the for the industry and for the community at large so that we can get the results that we desire but I just want to make sure that we that we don't walk away from this discussion saying that hey what people want is multifam so we need to somehow adjust our policy to reflect what we already see in the market I think that we've got to be clear about Beyond just the the missing middle allowance that was added to the 2040 plan we got to think about what else in that policy might have driven um these these building Trends as well so just want to make sure that we that we um keep that in mind uh and Dr Wilding to emphasize doctor uh I I accept your comment I and I don't think there's a disagreement there it maybe it's a question of degree the only thing I'm saying is that in economics we have this theory of revealed preference and that says that what people want is is reflected by what they do uh I think there is a vision of the community that many of us have a lot of people in the community have which may be one thing and then there's the actual decisions that people with the money to buy apartments or units make and you couldn't sell all those apartments if there was a broad-based community sentiment that said we don't like that you know if the mood of the people who are actually buying the homes was that they wanted single family homes you wouldn't see that Decline and you wouldn't have seen the value of my house go down the way it did so uh uh I'm just saying there has to be a balance we need to recognize that as we seek to achieve the vision that we have for the city the kind of City we want to be uh we need to be careful not to stray too far from the actions of people in the market whose investment whose spending is uh is driving what actually gets built and there's some sort of Middle Ground there is my point so I understand what you said I agree with that I would be interested to that point to see what the vacancy rate is in multif family at this point in time so if staff not obviously we don't have it today and we don't need it today but if that is available I I think i''d be a valuable piece of data as well thank you uh Mr chair point taken so once again I'll give Mr nanel a break and not ask him to answer that question right now uh and do we have anything else yes so I have the most important question of all is one of those single family homes one of that Ryan Reynolds and BR lby boy I wish we had the answer just I'm just light in the mood I actually I appreciate it you know and and I love in a policy discussion where you know you got two really good perspectives right neither are wrong they just inject and they they cause us to really review the item a bit deeper so I you know I appreciated that exchange but dang I wish you had that answer I wish I did tooed all right if there's nothing else I'll entertain a motion to adjourn so moved and seconded by Mr Graham I'm sure I want to stay here he want stay thank you everybody thanks [Music] [Music] [Music] for [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] e e e e e e e e e e e e e [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] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] he [Music] [Music] [Music] [Music] [Music] e [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] uh [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] my [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] good afternoon everyone and welcome to the Tuesday Tuesday September 3rd 2024 jobs and Economic Development Council Comm meeting my name is malcol Graham I'm serving as committee chairman and I I take this opportunity to welcome the public and then begin to introduce everyone in the room starting with the far left side of the room Eric Charlotte V journ grego executive director Charlotte East GES Charlotte East the faran Dan Peterson planning Department anus city attorney's office D operation officeforce development H economic development for Ecom development robt Bolton Sports Complex Rond C Sports Complex and the D Julia Martin City manager's office Tod long Economic Development Tracy dadson City manager's office James Mitchell Vice chair Char parari Committee Member margorie Molina uh Committee Member Ed drgs Committee Member James Carter Economic Development Towanda Brown Economic Development and lastly anybody that may be visiting with us virtually I don't think there's anyone there so I think we all are here ready to go I'm going to turn the meeting over to uh Deputy city manager to introduce the agenda items and and we're off great M Mr chair I'm here I just wanted to make sure that I'm here Dante Anderson mayor protim district one welcome thank you uh thank you council member Graham we have two items today the first one um Julia will be talking to us about a referral that was made around arts and culture um governance structure and then the second one is we are finally ready to bring back eastn um hopefully for a really good discussion on that so with that I will turn it over to Julia great thank you um so as the slides get pulled up as Tracy said this was a referral that was recently made um to review the arts and culture governance structure that is um currently proposed so I have the referral on screen so I'll just wait for a second and we can just go right to slide two I'm going to let you guys read the referral I'm not going to read it to you that's why I'm waiting it's easier to see that way you want to just talk through it yeah sure um so the policy question um and committee members I think you have it in front of you um what role should the Charlotte City Council serve within the governance structure for arts and culture um and then the committee charge there's a couple of bullets there but really the one that we will be discussing today is to review the proposed arts and culture governance structure I'll say at the top um we are looking for a committee recommendation on this one um so just keep that in mind as I am going through this presentation um as we get to slide three again I'll just talk through it just as a reminder um in November Council accepted the Charlotte arts and culture plan this was the first of this type of plan that's ever been um adopted in our community and something that was um completed with a ton of community input there's eight priorities in the plan two of which are really important for the committee to keep in mind today um priority One says ensure sustainable and reliable funding for arts and culture um through public private planning collaboration and commitment so that is really about governance collaboration in the sector moving forward and then priority two um the public sector must partner with an ear active private sector to play a leadership role in building the arts and culture ecosystem so that is really about um sustainable funding from the from the public sector you can just go right to slide four perfect thank you um so just a reminder for everyone um FY 2025 was really a great year in terms of arts and culture funding across meinberg County in the city of Charlotte a combined $21 million which is the highest that's ever been seen in this community um you can see meinberg County's $10 million split out in the blue um and then the city of Charlotte's $1 million just a reminder um a large bulk of our funding $9 million is to support the annual operating or the organizations that received annual operating support that goes directly to the foundation for the Carolinas and gets distributed right to the groups um and then this year we have $2 million set aside um and that is for Grants and capacity building for individual artists organizations and collaboration across the sector we are currently working with Charlotte is creative um to develop what that program will look like um and you should be hearing more about that um later this fall into early winter next slide please I'll start um so in May um a memo was sent out to um from Kathy bassant at the foundation for the Carolinas to the city council meinberg County Commission and the arts and culture Advisory Board which if you recall was appointed half by the council half by the private sector to lead the development of the cultural plan um and really what the um just of this memo you can see couple of bullets on the screen um the the main takeaway is restructure the ASC board and staff to become a legally Affiliated organization of the the foundation for the Carolinas and so what this does is allow the ASC who really played a critical role in um the Arts ecosystem in terms of organization Grant making Etc to lean on that expertise while allowing the foundation who has um a great history of admin management um and type of the more back office business functions to really take over that role for the ASC um the new governance there was a new governance structure proposed in that memo and that included participation from the city county and cultural leaders across the ecosystem um in June 2024 the new supporting organization which this is a little tricky Arts science and cultural Council ascc um was incorporated under the foundation for the Carolinas so in terms of the um legal work that has to be done that is already that has already been completed um next slide please so here's a look at the governance structure um the ASC a 17 member governing board five appointees from the county five five appointees from the city three from the foundation two from the beberg county towns and then two from the ascc grants board um the ASC grants board is really made up of experts in the area to help um design Grant programs make recommendations in terms of funding to the governing board who would have the ultimate say next slide please so the role of the governing board um again just as the ASC played kind of the you know main convener role in the art sector um the ASC governing board seeks to play a similar role um and so General organization they will be responsible for Distributing funds specifically from meinberg County um that $10 million I'll go back to that in a second any private allocations and any additional corporate support they are responsible for Distributing those funds um importantly they'll be guiding implementation of the Charlotte arts and culture plan which includes you know specific things that the public sector um should be taking on but also includes a lot of work that will happen in the nonprofit space um in the art space that is for individual artists and organizations to take on and so how can we help facilitate them um to buy in and help move this plan forward and then a through line of the arts and culture plan was to ensure that the programs and funds were delivered in Equitable inclusive Manner and that is one of the main charges of this governing board next slide please so just a reminder about our allocations um you can see the the bottom with the dash around it $2 million um so this year we are having that distributed by Charlotte's creative the option moving forward um should Council uh participate in this governing board could be to have that go to the ascc and for them to distribute obviously just as the county has put their parameters on their Grant programs we would do something similar um but it would take us out of the business of deciding grants next slide please so again you can see um how this could look in the future um this year the ascc governing board will be Distributing meinberg County's $10 million um you can see a little bit about the programs that they have chosen there and then again the potential for um a future contribution from the city next slide please so um this is where I'll uh end and then hand it back off to Chairman Graham um so looking for a committee recommendation for the participation in this governance structure again doesn't change much this year but would would have um future implications moving forward and again just on the timing I believe the county um will start appointing people at the end of September early October should the committee recommend this approach we would look to have appointees um on this board in October again so they can get their work underway um with that I'll turn it back over to Chairman Graham thank you very much for the presentation I open it up for any questions from the committee um Vice chairman Mitchell thank you Mr chair uh jully thank for the presentation but let me kind of get up to speed I kind of relied on chairman Graham and uh Mr Ed dggs to kind of lead this whole conversation about ACS so let me go back uh into slide four it says city of Charlotte um and then our 9 million will cover the op yeah go back go back way I'm sorry the 9 million U annual operation support for organization do we know right now the list of those organization will be supporting yes okay can you email that certainly yeah out to us certainly um question uh two uh if we can go one slide please is the uh four I'm sorry sir we talking about the city uh Pointes five of them and are we going to use our regular um process with Kurt mcain and would fill out an application that's how we would select our five correct okay and then uh let me go to the slide City of Charlotte Arts allocation uh one more slide over please I think it has might be slide eight yeah slide eight so distributed by the city is creative how how do we select that organization to distributed $2 million in Grant sure so we had um through the infusion fund which just concluded in June worked with them to distribute um a little over a million dollars through what we call the opportunity fund and so it's Project based grants and so we had had a good experience with them and whereas the ASC would typically distribute those types of Grants obviously the organization was a bit in flux during this time period and so we just wanted to have a someone set that we know could um execute on what we were trying to do in the timeline that we were trying to do it so it was not an open procurement process open to everyone we [Music] just we just select correct provide grants we didn't feel comfortable I have nothing against that group I guess bigger question is the selection process U why did we just why didn't we create a normal procurement process and let people apply as opposed to select creative is Charlotte is created that that's my question sure I think that again going back to we had um I'll say so Tim Miner is one of the co-founders he was on the arts and culture Advisory board so these are people that are deeply embedded in the Arts community in Charlotte okay um and so when looking for someone who has expertise in the right way to tailor programs how to select um the best Grant applications you know I have experience with grants but I'm not an arts expert um and they are also doing some capacity building which is a bit different for artists and creative that creatives than say a a typical business um and so we just felt in the timeline that we wanted to get these grants out that they had the expertise we have um a good working relationship with them and so that would enable us to move faster and get these dollars out in the community earlier so what what is our time frame to distributive fund uh this winter um third quarter 2024 uh um yeah probably okay I just take for the record I I I I would prefer a normal procurement process but I I'll let other committee members weigh in if they have heartburn I think everything else is fine but I just caution us from so Soul sourcing when it could be other people in our in our community could provide the same service but in stand the connection that Tim and his relationship I I'm just that just doesn't sit as comfortable uh with me right now thank you Mr chair that was my last question thank you Mr Mitchell um M oh no let first okay thank you as the only lady no Mr chair that was messing around uh thank you Mr chairman so and and I know that Mr Driggs is definitely going to probably summarize this in a way that I can't give life to but my question is more around specifics right uh and it's it's making sure that for public consumption that we're absolutely clear in what this means right so I see that there's a county allocation of $10 million I see $1 million from the cities right is this like and and like I said from my understanding and City you know the Public's consumption is this something that we would uh commit to ongoing so is this $9 million is that to um is that for city-owned assets is that for like money that goes toward city-owned assets like museums and things or yes so it includes city-owned Assets in addition to other organizations so it's 33 organizations it includes the facilities that we own but it also includes smaller organizations that receive uh runs the gamut of arts and culture organizations okay so this then is something that is pre-allocated for an pre-allocated to those 33 organizations right so this is not with the anticipation that this governance structure would make decisions with regards to what that means correct okay um so let's say hypothetically and and in mind I'm thinking East Charlotte I'm thinking Charlotte Museum of History for an example right we we included $100,000 in the CIP for that particular organization if they were to go through that process for fiscal year 2025 would they then have to go through it through the um through this ascc process or would they would we go through a straw vote organizational you know decision making process in order to you know attempt to help them with allocated funds sure so for the $9 million for this year this was based off of a long-standing tradition in the community where the ASC would identify organizations to receive um annual operating support okay and so through the infusion fund the last three years we kept the list the same um and part of that reason was one of the charges of the arts and culture Advisory Board was um to stabilize the sector and so the um governing board at the time arts and culture Advisory Board didn't think that changing um the allocations would support stability in the sector so for fy2 the amounts and organizations are decided and those checks have gone out or will be going out relatively soon so potentially a new organization couldn't be injected into this proc process until potentially fiscal year 2026 correct now that's not to say for the County's $10 million they have special allocations for um education grants of which I believe the Museum of History that would fall into I don't know the parameters of these grants yet I don't think they're determined so that's not to say there are not other buckets of money that are available through the County's 10 million that could be applicable to the Charlotte Museum of History okay so this in in essence and and and I know that these two aren't tied but I'm just like I said trying to make sure that I understand um the assc governance structure has a decisionmaking ability over which or what process in other words they're going to be what the f the foundation is now so if you go to slide nine James today the ascc only has governance over meinberg County's 10 million okay nothing of our $1 million is in their purview okay so with our decision today then they then get the ability to make decisions over both potentially the 2 million we would keep our $99 million for annual operating support separate and we would just do that through the foundation and the foundation would cut checks essentially okay um secondly and thank you for that because that's great clarification so the ability for this governance like are what what I guess they're approving they have budget approval what what type of ability do they have specifically yeah so if you if the you look at the $10 million so let's say the 45 million um cultural gr grants to individual artists um they would have final say over here's the Slate of approved grants um they're also responsible for convening across the ecosystem Making Connections saying hey we're seeing this Gap should we consider this type of grant funding so they are a decision-making body um a convening body across the sector but for fy2 in terms of their financial purview it's just a $10 million from meinberg County okay from the private sector public sector sorry okay um so we would just be agreeing to this to join in with the $2 million as for the $2 million in 2026 in 2026 and and with your appointees final say on the $10 million as part of the board okay okay and and historically the organizations that we're talking about are Discovery Place uh the Gant Center the Beckler The Mint Museum those what I call the Blue Bloods that historically been receiving funding they're in that $9 million pool right those are the city-owned asset pool that's our our core funding model and and that's what I anticipated Mr chair like the so and I was wondering were we then relinquishing the ability to you know defer assets to the city-owned asset bundle and we're not no okay Mr Dres uh thank you Mr chair and I assume the 11 million does not include the historical Debt Service and other costs related to the facilities no right so I thought it'd be interesting just for a minute to look at how we got here we spent years on city council rolling over a $3.4 million Grant to the Arts and Science Council and uh we thought the whole time maybe we should be a little more intentional but then what happened was Private funding for the Arts and Science Council kind of dried up and therefore the pressure was on for public sector donors to step up Us in the county and uh in that context we thought okay we do need to step up but let's have a process so a working group was appointed and five of us including Mr bakari and myself and uh couple who aren't here anymore but we worked on uh a a sort of a framework and issued a memo and on the basis of that discussion started uh and the the different things in the discussion the the highlights of the discussion was we wanted to make sure that we for one that the city protected by fing operating funding for those Legacy organizations where we bear the cost of the uh the buildings and the facilities and which are considered kind of central to how we are perceived as a uh a big city uh at the same time though there was a lot of emphasis on funding for Grassroots Arts uh Equity funding making sure that we had uh resources available to small artists and minority artists and that we could create a vibrant scene like that which was also seen as being in the interest of the city uh for a number of reasons in terms of how we are pursued perceived and also U the the kind of value that that kind of Vibrant Community represents there were discussions about the Arts and Science Council and frankly some uh controversy about the role of the Arts and Science Council going forward a perception that the city was kind of defunding the Arts and Science Council and many supporters then objecting to that so uh there's a lot we could say uh you know more we could say but all all I want to get across is I think that we have arrived at a very good place because I think we're achieving just about all of the things that we set out to do we've got Grassroots funding we've got secure funding for the Legacy organizations uh we have a role for the new ASC within our new partner the foundation for the Carolinas the county is stepping up with significant fundings so uh I personally I'm very happy about this outcome uh I think we've answered a question that we probably needed to address years ago and that uh the outlook for the Arts and Char Charlotte is very good on the basis of this so um I'm hoping that the full Council will then support it because there will be a vote is that right a council vote uh yes I believe I think we're going vote the committee committee first yeah and uh so good I just wanted to express my support for it and the fact that uh I appreciate the cooperation of all of people who are involved in this solution thank you Mr Drees Mr Bart yeah I I would say that this has been a long journey there's a couple things that um I think everyone can be proud of in the journey we're taking right now one is um we need a uh an organization a decision-making body with the with the skill set needed to do these kinds of things in an ongoing fashion I think we need to take the as much of the politics picks out of it as possible for us sitting and spending a couple hours a year kind of picking certain things in a straw pole vote is isn't effective way to do all of that um so I think on the the good news side we're investing a significant amount of money and the arrival of the foundation for the Carolinas in in a role pivotal at all this I think is very good I think the thing that still continues to give me heartburn and was what we tried in the beginning to overhaul is the most important part the governance model and I still I still don't feel like we're there again it's less about this year in this cycle where 9 million is kind of pre-allocated and there's 2 million that we have questions I think it's more about we're setting a precedent then for years to come as to who's going to be making these decisions and the same problem I have here is the same problem I have on Transportation in several ways which is when when politicians have the power to just kind of appoint people and and things like that we don't always get the exact kind of skill set and expertise we need on a board we have to structure that more from the beginning in the governance construct not necessarily just I mean you all know we take part in it almost once a month where we appoint people I mean it it cannot be especially with dollars like this and especially with the trajectory where the Arts funding in this community experien a cliff in the last 20 years that we we're still trying to come up with it may feel good to have these big numbers now it's not sustainable and we need people to view this as the incentive making for seeding something that becomes sustainable not a forever subsidy that people just keep coming back to because when that dries up then we've just kicked the can down the road so I I still feel very uncomfortable about the governance model I don't think we've solved it I think we've just kind of kicked the can a little bit on it I am happy that the the the foundation is is part of the equation now but I'm I'm not fully supportive just because I know if we kick the can and declare Victory now a couple years from now we're just giving this problem to another Council another County Board to to try to solve for because we didn't get the governance model right and what gets the governance model right is people who view it more as skin in the game and investing in making things Sustainable Seed funding the things that have legs to create their own revenue streams so that we can continue doing that um you know the seed investing on an ongoing basis thank you Mr barari um I tend to agree with all the speakers thus far um all the council me Members excuse me where we are and um barari and and Mitchell asked very good questions as well as uh Miss mileno so I am ready to ask for a motion to pass this out the committee to the F Council for consideration um I get a motion so moved I a second second proberbly moving to second all those in favor of advancing the arts and culture government structure to F Council for their consideration say I I those oppose uh eyes have it thank you okay thank you next agenda item will be the East M Redevelopment I turn it over to m doson all right um while this presentation is is getting pulled up um obviously this has been an ongoing conversation for quite some time um we're glad to be back today uh there is a lot of work that has gone on behind the scenes I want to thank Todd and the development teams I'm kind of really sticking with it and working through a lot of design work cost estimating collaboration in putting these two teams together as as one um Todd is going to walk you through kind of some of that work and then where we stand right now um and then let you decide on next steps to move this forward Mr Jackson before we do that can you give us just a maybe a a two-minute commercial on cron Southeast in terms of what's happening over there so we can kind of get the F picture that's that's a a perfect segue I appreciate you T that see the second slide okay cool I like commercial that's my new word so before we get into the specific conversation on the Eastern portion of the site I did want to take a few minutes just to talk about the progress that's being made every day it's associated with the cross and Southeast development yeah that so starting with go back go back one starting with the sort of plan North where you see the photo there we just sold about five to six acres to cross and Southeast 2 weeks ago and that is to Kickstart the first phase of the single family and town home development that s Burbank will be building uh so we're excited about that opportunity if you move directly south to there where you see the two buildings those are two mixed use buildings that will comprise 280 units of multif family rental and 16,000 ft of ground floor commercial space that property was sold to Crossland last year and they're well under construction doing that work what's interesting to note on this just as a reminder we are taking we the city are taking a commercial or Master Lease on the commercial space under that uh building to make sure that we can actually have sort of this idea of inclusive prosperity and target small local minority owned businesses from East Charlotte to participate in this development as we go forward so we're excited to see how that unfolds one of the things we frequently hear from small businesses who are struggling is that they're looking for a place or affordable place with brick and mortar space and this is one of our opportunities that we can help with that process and some of those challenges along the way directly across the street from that is the park the city council and board of County Commissioners have both approved a conveyance of land from the city to the county to build a 4 and2 acre Park the county is well underway on design of that Park and we anticipate the starting construction either December of 24 or January 25 so again excited to see the progress that's being made around that component too and then we get to the affordable housing development to the far left you see that's the building that's probably the most complete at this point in time uh that's 70 units of senior affordable housing we anticipate completion this year and we expect people to be living on the site and in that building by the end of this year and so stay tuned for additional information as we talk about ribbon cutting ceremonies and opportunities to celebrate the fact that we're we're getting to where we are with people actually living on the site and and development actually being completed on this on the site make sure that resonates with everybody people living on the site by the end of the year and they'll have the first residence out there important um for the community to know that things are happening out there uh on a day-to-day basis and we're making meaningful progress um on on the site um and as visible pro pro um progress you can see um when you drive by there every day absolutely and none of it would be possible without the infrastructure work that crosson Southeast is doing currently on the site throughout the entire 80 acres of that property their focus is on the western portion of the property but they're also doing some initial groundwork and sitework uh balancing the site and so forth on the Eastern 29 Acres which is what you see on the on the map here today and the the goal here is that once crossin wraps up their infrastructure work probably at the end of this year early say January February then the sports complex development team can kind of pick up a momentum so when Carlson is demobilizing the sports complex team is ready to mobilize and start construction so we're not really missing anything when it comes to construction opportunities and and construction of the infrastructure on the site okay uh just real quick on this slide this is just to remind you of the site plan uh they have the to the north you have the indoor facility and then just to the southwest of that is the FNB or restaurant pad and then the six fields of soccer multi-purpose Fields one thing that's not on this slide is there will also be an out building or a clubhouse that's associated with the outdoor facility that was intentionally in initially intended to go between uh Fields where the fields are kind of at at a triangle sorry I don't have a pointer with me today to show you but um now that building is going to be moved to Central which is I think is going to be kind of exciting you have more visit ability coming off alumor and Central it be a two-story building so you can actually see it from the street so we're excited about the progress that's being made and the evolution of how the site plan coming together as well next slide so just as a reminder of where we were last year and last October so after about 45 days of the teams getting to know each other and shaking hands introducing each other getting to know last names not just first names and Concepts and making sure that the concepts actually pair well together uh Council endorsed and authorized staff to move forward with the new team the merge team at the same time they approved up to $30 million for reimbursement of public infrastructure and tourism such as uh indoor outdoor amateur sports facilities and the allocation of that funding was laid out in the resolution that was adopted by Council on June 12th which was prior to the teams actually merging together so the allocation was 10 million of that would come from the CIP and 20 million would come from Hospitality uh funds of the uh Convention Center tax fund certificates of of participation something to note also it was always intended that we would be supporting infrastructure on the site something we're are currently doing with cross and Southeast um and we're also you know going back to the original proposal we also intended to have Hospitality funds and Incorporated and invested into this site um well before the current partner is at the table so this is a lot of a lot of this is consistent with what we have been talking about for years we did come back for an update in December where we discussed that after a further discussion in additional intervals of analysis the infrastructure dollars particularly would probably go up to be able to support this project to make it successful that's when we ask for some additional time to do further analysis and get um a little bit more confidence in what those numbers are what the scope looks like making sure we're properly coordinating with cross and Southeast what they're doing make sure we're not double counting anything um and so that's where we are today we've done all that work we tested it with our in-house Design Group we've tested it with a couple different General Contractors and now we're at a place that we feel confident we can move forward uh paper the deal and get construction underway and and start implementing the project next slide there a another brief reminder the four entities that are involved EDG Sports Global Bolton Ivory KY Charlotte Soccer Academy and Southern entertainment EDG Sports Global and Bolton Ivory KY will partner on the indoor sports facility uh Charlotte Soccer Academy and Southern entertainment will partner on the outdoor of the soccer facility through this process there will be a number of llc's that will be created to make sure that they are keeping themselves in check and having a strong partnership amongst the four of them uh for example there will be one umbrella LLC that's going to be created that's sort of uh keeping everything tied together from the different Partnerships along the way as well as u in agreements with the city in terms of what the overriding terms of the ultimate terms are of that agreement with that partnership between the four entities um there also be a couple llc's that are created one for the indoor facility and one for the outdoor facility and a lot of that again is just from the partnership side of them um making sure that amongst themselves everything is being protected their their individual risks are being protected as well as theyve all got scann in the game and they're all working well together as we continue to move forward next slide just a little bit further detail on the site plan as you see the number one here that's the indoor sports facility it's about 100,000 ft um number two is the food and beverage pad it's about 6 to 10,000 foot restaurant that's being anticipated for that space uh number three is the soccer fields four is that building I referenced in an earlier slide uh letters A and C those are the parking lots that are associated and supporting the two tourism facilities and then B is the new street that will be uh connecting holfield Drive which is under construction now and then we Lower Lake to the east that's surface marking right correct it's a bit of a deeper dive into the programming um indoor soccer facil I'm sorry the indoor sports facility 100,000 ft a multi-purpose courts which can be converted from 10 basketball courts to 16 volleyball courts to 30 pickle ball courts Turf Etc we'll have a limited amount of FNB think about concessions bar restaurant a fitness center has some leasable space with u we targeted more towards medical uh Sports uh Physical Therapy also have space for the nonprofit Rand um um Community Learning Center the difference here from when we think spoke about this in the fall of last year there was some discussion about including an ice rink that's been basically removed from phase one and will be pushed into phase two and become back at a later phase based on demand and so forth so now we instead of having 150,000 foot facility we've got a 100,000 foot facility the interesting piece on the ice is you know from a competitive perspective that would be waiting for another you know the next phase but on a Community perspective there are opportunities from the soccer fields and other places during the winter months to actually have an outdoor ice Rank and kind of bring back the reminiscence and the Nostalgia of when the ice rink was at the mall uh many years ago from the sports fields that program has relatively unchanged we have six multiport artificial turf fields which will support soccer flag football lacrosse field hockey again the P the FNB pad at 6 to 10,000 ft and just under 800 parking spaces to support all that the from a land transaction standpoint this is something that frequently comes up and um now what's consistent with a lot of these types of amateur sports facilities around the country is we are looking at a ground lease and be a 50-year ground lease at a $1 per year for both the indoor facility and the outdoor facility uh the indoor facility would take about eight and a half or sorry just over 8 acres and then the outdoor just uh just under 18 Acres the food and beverage pad would be sold market rate and that would we'd also be providing that that umbrella LLC that I mentioned they would have the first rer refusal to acquire that site at a market rate and there would be certain Milestones that will be included in that that option uh to make sure that that is uh transacted and built by a certain amount of time or else they uh no longer have that option to secure that [Music] site someone have a good [Laughter] day they they watching the tennis match that's frustration frustrations 19 double fults yeah so it's great to hear when you're speaking and heead I'm sorry talking about you or not um so the uh some of the findings from the additional analysis that Tracy mentioned and that we talked about uh over the last six to eight months uh again we we brought in a design consultant which thankfully is the same one that cross in southeast as which helps coordinate the activities helps confirm that we have the right scope that we're looking at this that we're not double counting we're not missing anything um and so that's something that was really helpful to do and we also started to explore what are the cost estimates with a couple different contractors just to make sure we are in the same ballpark what that looks like what are the needs with retaining walls what are the needs with asphalt and streetcape and Grading so a lot of different areas and one of the other things that doesn't always come up is just making sure they're in the right buckets when you're in the private sector after doing this you think of infrastructure you don't really think of public versus private you just think of site work infrastructure it is what it is here we've got to really think through okay what is the infrastructure component that is truly public that would fit under the CIP bucket and that way we can use to reimburse with CIP funds versus private infrastructure that might be fine grading something that's uh connecting to the utilities something like that that we can cover under a different bucket say the hospitality funds or it would actually be private funding so but it could not be CIP funding so that's where we had to really get into the detail of understanding what really is attributable to CIP or could be reimbursable from the CIP program some of the other things that we really take into consideration is like again the coordination with with Crossland Southeast for example Crossland is on the hook for doing some of the offsite improvements along Central and aboro wanted to make sure that the sports complex team isn't including that because that could make a difference of additional million dollars or $500,000 depending on what that is making sure that we actually are have the or we do have the right scope for the work that's going to be attributable to the sports complex in that area some of the other areas of soft cost design permitting price escalations which have been pretty volatile over the last several years uh and contingency again trying to account for some price volatility over the last several years just to dig a little deeper into some of the notable infrastructure improvements some of the challenges of really maximizing the site with the two programs really putting a lot of strain on on a site that's already kind of constrained by S size grade and shape uh retaining walls are incredibly important for this and unfortunately they're also incredibly expensive we're looking at walls one and two on the bottom part of the map that will actually support the public infrastructure of the roads and the streetcap work and we're looking at those to be reimbursed and be supported by our Capital dollars and our CIP walls three and four because there AR there is no public infrastructure directly tied to those walls they could not be covered by CIP so we would actually be putting those into the bucket of hospitality funding that we could actually reimburse through our Hospitality funds because they are supporting directly supporting the construction of the indoor facility and the soccer facility next slide then some other notable infrastructure improvements uh removing and replacing some of the storm pipes on the site some of these date Back to Before the mall or when the mall was constructed so you know one of the things we had to do for example the 54-in pipe that runs effective from the northwest towards the southeast part of the site um we had to wait and see what the the site plan looked like because you can't build a pipe under a building we had to can't don't want to build a pipe under a field that you're just going to have to tear up so we wanted to make sure we had the proper alignment before we actually start actually building constructing it and making sure that we've got everything aligned with whatever the site plan is actually going to end up being uh the installation of the water in sanitary SE that basically runs along the new Street connection from hollyfield to rer Lake as well as that new street that runs from field of world low Lake some other things you see on the slid talk about what percentage would be funded through CIP that was done through our analysis to determine what actually is a publicly or a CIP reimbursable expense that is directly Associated and tied to public infrastructure improvements next slide so what does this all mean and throughout all that analysis the numbers come back to a public infrastructure cost of about $18.99 for million so just under1 19 million again the primary component of this are site grading water sewer storm installation retaining walls a host of infrastructure improvements on the site the soccer complex comes to $15.5 million just under 15.5 million Charlotte Soccer Academy and Southern entertainment would come up with $8.5 million of that they would bring to the table 4 million in equity which equates to about 25% of the total cost of the soccer complex and they're seeking I'm sorry and they would also be uh getting 4 .5 million in debt financing to support the project and they are seeking $7 million from Hospitality funds to to support it the indoor sports facility has come to $32.6 million Edge Sports Global and Bolton Ivy County would be responsible for 17.3 million they are bringing 7 million to the table in equity and that would be 20 about 21% of the total cost and also um retaining financing for $10.4 million they are seeking $15.3 million from from the hospitality funds to support the project all in all the city investment is just around 47% of the cost total cost of the two complexes next SL just kind of bring us back to where we are today just to sum up um you know reminder where we are last winter where 30 million was approved for reimbursable expenses 10 million of that was from CIP 20 million from the convention center tax fund certificates of participation again in December we kind of saw the riding on the wall that this wasn't going to be enough to really cover the infrastructure cost based on where we are seeing it going so we needed some additional time to do that further analysis and dive a little deeper and get a little bit more confident and comfortable before we come back to council and seek additional funding next slide which brings us kind of the summary here where again 30 million approved in October of last year updated analysis indicates that the total cost for the hospit or total funds seeking from s from the hospitality funds comes to 22 3 million the CIP coming to 18.99 million which equates to an additional request of 11338 million which will be allocated with 8.9 coming from the CIP and 2.3 coming from Hospitality funds next slide so next steps we still have a lot of work to do we still have to get everything in paper continue working with the development team which uh is going really well and and um what we're asking today is for Council to make a recommendation refer this to full Council for approval and to authorize up to an additional .338 million to reverse for expenses associated with public infrastructure and the construction of the indoor and outdoor amateur sports facility allocated as follows as you see on the slide which is 8.99 four million for CIP and 2334 million from Hospitality funds and I turn it over for you for questions thank you um for the for the great presentation and and I'm I'm so excited uh about what I've seen and uh I know the the the work that's been F in by everybody involved over the last year uh certainly staff being in the middle being an honest broker of bringing everyone together and obviously the um improvements and enhancement and the uh the construction on the cross and Southeast side all of this is coming together um pretty pretty well so I'm very excited that we're here today um obviously there is a request for an additional funding uh to support um um infrastructure costs uh that was not foreseen um until further evaluation of both of the joint proposals so um I open up the um the committee for questions from members who may have any um and um and at the appropriate time time after questions I would uh entertain a motion to move it uh to council full full consideration uh m m thank you U Mr chair first of all Todd thank you um for the presentation you and Tracy um I've had a whole lot of intermittent conversations with you guys and I appreciate you keeping me a breast as we've continued through this process um my my first part is a statement really um and it's it's one of those statements it's kind of self-fulfilling in that you know I came to East Charlotte uh actually I moved to Charlotte in 2004 so I remember when Eastland was erected um and being from North Carolina you can't be from within a certain mile radius and not have experienced what Eastland is uh you know living here and experiencing it is one thing but like eastn was such a big deal that people took field trips to come to Eastland as I did um but uh moving to the east side experiencing it and then watching its decline has been something that has been um a challenge for everyone throughout our city you know residents and and ones that don't live on the east side alike um I for one am I remember the night uh that the idea to have a combined option came to be where it was born uh initially I had a conversation with uh council member watlington she and I talked and then we called council member Graham and we talk to him and then we split responsibility like let's talk to the council let's start calling around uh and I remember the first call I made was to Tar barari council member barari and you know he had a few questions and he was pretty puzzled like well H are you sure like you know okay you know and he was like well let me make some calls and let's see you know and we started I what I'm what I'm saying is is that I was I was I was completely heartened by the council in that intermittently it became a responsibility for us all we all took responsibility we all talked to our counterparts intermittently where you know the idea was pitched that hey is it a possibility that this can be a combined effort and it took a group effort for that to happen and then ultimately you know I remember calling Miss carinia and talking to her and finding out whether they were even interested in the proposal itself I mean it just it was it was something that is so what I estimate to be unheard of for two what were initially opposing parties to say hey we're going to work together for the benefit of a community and for the best interest and the outcome and and here we are right and and in that you know these two seemingly competing opportunities have done what I feel to be unheard of right um and and we have an additional amount to entertain as a council and for from my perspective it you know it's a no-brainer right it's but I I'm at the will of my my my colleagues to say will you join me in this effort we've come this far you know we can see the finish line and we can see this opportunity being realized and we've had two entities with no prior you know ability or or no prior experience of working together willing to come together willing to work together for the benefit of our community and our city and now are we willing to do our part to finish this and for me that's a hell yes um and it's a resounding hell yes um and I'm asking for the favor of you know this committee to refer the conversation to a full councel so that we can hold the discussion um and we can make the best informed decision because we informed to businesses and entities and you know we gave them a proposition we gave them a charge and they done it and so I you know ask for you guys to do what you've done for me until this point what we've done for us right because this is a win for all of us I remember uh before I was elected in 22 I came to the groundbreaking for craw and Southeast and I hadn't even taken my oath and I remember that almost every single one of the council members were there I mean it it is really an us opportunity it really is a Charlotte opportunity to really realize the Eastland Yards Project and so so I am thoroughly excited about the potential for this being a realized uh finishing part of this I I feel like that we all um impacted this I think we all had our parts to play and I'm you know I'm in complete and total gratitude to you guys the staff uh to the residents of East Charlotte who never stopped fighting for what they believed in and to my colleagues on the council so uh with that I'll offer the floor back to anybody else who'd like to make a comment hell yeah sounds like a motion okay uh we're going to go to Mr drgs and then to that's my hell yes motion by the way Mr chair you can leave that on the floor yeah we leave on the floor Mr DRS uh thank you Mr chair um the road to this point was bumpy and I just remind our colleagues the road is always bumpy right I mean think about the stadium deal think about the arena think about the Udo uh it's never smooth right and uh we all had to work hard to reconcile what we wanted to achieve and avoid things that we wanted to avoid uh I do have one question about uh past history so Eastland was already a topic when I joined Council in 2013 and the city spent money to acquire the site and then to uh improve the site in order to make it kind of accessible do you remember what those amounts were so I believe the city acquired it for 12 or 13 million and put another 2 million in to demolish the mall about my recollection so I just want to be clear there there is a history of our investment there uh and I believe the terms of our deal with crosland are such that we will recover some of that investment by selling land to them is that right that is correct so we have a our agreement with Carlson is we are selling them at an agree to point price point and then if they were to turn around and sell it to a third party we do share and the revenue proceeds from that right so if there's there's there's not a benefit of of being able to kind of flip the property so we are taking advantage and we are receiving Revenue that we're looking to reinvest into and with the Master Lease as well so I I bring that up just because I want to highlight the fact uh I know that East Charlotte has suffered from under investment and it's I'm reminded of that even today uh but but let's focus on this right so so it took a long time no question and again the road was bumpy but we've arrived at a point now where all kinds of things are happening at the old Eastland site and that is on the basis of a willingness of the city to invest substantial amounts and I will support this investment and I just hope that as we have continuing conversations about mobility and other subjects that East Charlotte recognizes that it is important to us that we do the right thing um I also wanted to recognize uh council member Molina who uh when I talk about a bumpy ride was in the middle of a lot of what went on and fought valiantly to defend the interests of her constituents and at the same time deal with the environment that we were in on Council in terms of uh the availability of funds ensuring that we had fun available and uh ultimately helping us to get to where we are now which is a solution that incorporates the best of two competing outcomes uh and uh I think that's a good thing and as to the 30 million uh we were a little surprised when we first heard about a cost estimate that was more than that uh but my own view is we had put the 30 million out there as an assurance to East Charlotte that we would not commit funds elsewhere and then end up not having money it wasn't necessarily that we would not spend more than 30 million it was just uh because of other proposals that were being considered we wanted to make sure that uh there would be funds for some solution because it took a long time to get there so you know I think this is a good answer uh and I think it's worth the extra investment that's indicated not surprising that the infrastructure cost has gone up because everything has and therefore long story short I do intend to join my colleague and support this and appreciate your work okay a hand clap may be a second Miss Anderson thank you Mr chair and uh thank you staff for the presentation and all of the work that's been done um on this initiative um can we just I want to like make sure for the the dollar amounts that we were talking about there were two buckets I don't know if we can go back to that slide but I I want to ask staff about their confidence level of of this project getting past the Finish Line right um coming to based on the conversations and the approach we've taken over the last several months uh we have done a significant amount of due diligence we've tested it with our own in-house staff so we are pretty conf confident pretty highly confident in the numbers that are here now if something happens tomorrow don't hold me accountable that you know if something changes dramatically but based on what we have today we're really highly confident that once we actually uh get the documents ready to go the team is ready to go in fact some of the team members are were Rich itching to get going you know six months ago on everything so everybody is really chomping at the bit to get going and so once we get through this this piece then we paper it and then everybody's ready to move forward once Carlson basically wraps up every the work so everything should be the timing and the schedule should actually work out really well and and if I may I just want also want to take an opportunity to thank Mr B and Mr KY who are here as well as some of the other teammates who are listening online the partnership that they have demonstrated over the last 8 to 12 months has been really fantastic it's been really helpful for us and it's really would not have been here where we are today without that partnership so it's just want also want to kind of comment on that as well thank thank you um for the the statement and the uh high confidence level I to support an investment in Eastland uh but just wanted to make sure that we see these two dollar amounts here the 30 million and then the additional 11 million is a total of 41 million um dollars that we're investing in East in East Charlotte in this Eastland property and and I agree with Mr DRS this has been an area that's under invested um for many many years and the onus is on us to ensure that we are uh investing so Economic Development can occur in this area so thank you thank you Mr chair thank you um Mr Bari Mr Mitchell no yes yes uh first kudos to sta first kudos to staff um Tracy and Todd and particular Todd for you doing a lot of heavy lifting on this project of taking two two separate projects combining into one U thank you to uh Bolton and ivory and KY uh for being patient and for hanging there uh with us as we go through our due diligence to make sure we can have a project we can put in front of this committee and counsel to move forward and to the citizens of the east side I got to say say thank you uh thank you for your attendance at these meetings uh thank you for living us and keep pushing us and making sure we was going to do the right thing uh I'll say my other comments later on um and I'm hoping Todd the motion would be we will vote on this Monday September the 9th correct okay yeah yeah okay so so I I didn't hear that problem I want to make sure I see my East Side folks saying yes so I hope the motion that Miss Miss Molina said hell yes to me September the 9th and uh thank you staff and look forward to it well thank you Mr MIT you're absolutely right I was going to caveat that that there's only one business meeting uh this month and we want to go ahead and and check it as being done uh and then allow the staff to really begin the the intrusive work of of building the facility right I think we're ready to build something and uh I don't think you guys know but I actually met my wife um at e mall on the bus going home as I was working at Wilson's men player player selling yeah selling clothes approve 2 million more just things uh so so so it's the Eastern conversation and the transit conversation all at once all right no train though no train it needs to be a train um all right so there's a motion on the floor to move forward uh the Eastern Redevelopment um am I know yes Mr uh yes uh to refer there was a hell yes to refer to the fil Council and recommend approval to authorize up to an additional 11338 million for reimbursement of expenses associated with public infrastructure improvements and the indoor outdoor amateur sports facility uh that we take this vote on September 9th which is our next um business meeting uh there was a a motion to approve there was a second all those in favor I I all those oppos I think we're going to build a a sports facility there you go thank you Sam thank you appreciate yeah and with that um we can adjourn all right got 30 minutes back before we get started [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] e e e e e e 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] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] e e [Music] [Music] [Music] he [Music] [Music] he [Music] [Music] [Music] [Music] [Music] [Music] he a [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] uh oh [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] again [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] oh [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] yes ma'am weekend we're waiting for staff to let us know when we can go live studio we're ready to go live please we're live Miss chair thank you a good afternoon everyone I'm Temple Aira welcome to the budget governance and intergovernmental Relations Committee today September 3rd and I'm the committee chair let's start with introductions with my vice chair is Mr has Mr bukari joined he's attempting to sign in Madam chair okay so let's start with introductions with committee members in the room Lana Mayfield Committee Member council member at large James Mell Committee Member council member large and can we miss mayfel can you please help me with going around the room with introductions yes Madam chair we'll start on the back wall if you can just please say your J strategy and budget John Long General Services Ethan Smith strategy and budget Tina Adams internal audit Craig Terrell internal audit Marcy Mars General Services Sadia Khan General Services Penny hels General Services Ashley price General Mary Ramy the Charlotte Observer carollyn Millan planning commissioner Sean Heath City manager's office Bri Harris strategy and budget that's everyone Madam chair thank you Miss mayfel looks like we have all the departments represented here and can we go with can we start with introduction also virtually I see mayor proam Anderson has joined good afternoon everyone uh Dante Anderson mayor protin District 1 and Miss [Music] Lou J Budget all right well thank you all uh looks like we do have a quorum here and um I do have to step out in about 20 minutes and Council woman mayfel will help me chair the meeting uh but we do have packed agenda today with first item where we do have an action at the end of the presentation it's the item that we have been reviewing it's our financial partner process and then second item we have that councilwoman May Phil and Councilman Mitchell are very passionate about it's our procurement process so let's start with our financial partners process and get an update on that and then uh councilman Mayfield will share the conversation on the procurement process Miss Heath uh did I miss anything that covers it are we ready I think Marie that's your green light thank you and good afternoon and again as Miss air mentioned this is a followup from your work in the previous couple of months and quickly we'll go through just a review because it's been a while since you've discussed it but as a reminder the committee had a referral to look at our financial partner process look through it and see is what criteria did we use did you need to strengthen any of the processes or the criteria to make you feel um more comfortable with the process in general and make it flow better and at the May and June meetings y'all reviewed the current process had a lot of discussion and gave us a lot of feedback and we developed process enhancements based on that and also um a potential policy for your consideration and first just to touch on the housing related Partnerships currently now starting with this year anything that's federally funded they're going to H hold a specific RFP around those specifications in that process Miss Brown just joined us as well hey good afternoon yes I have I right here on so we'll have a specific RFP for federally funded but any other housing related applications that aren't through the federally funded process will go through this process as well and just as a reminder you've already given us a lot of feedback and we've already planned to implement process enhancements based on your feedback and one of the M main ones is currently right now in previous years we took the information from the financial partners and compiled in packets for you to review now we're going to add to that by um bringing together a team of internal expertise like Workforce Development Community engagement different folks from around the organization that touch different expertise levels and they're going to review and rank those for you so I mean that's just another tool you have instead of just getting the information straight from the partners you also have staff's assessment and along with that also um currently they have performance measures they have equity measures midyear measures that are performance-based but right now what we do is we take those and try to make sure they're complete but then we give them straight to you but now going forward if there's a partner that's a current partner and they're applying again you'll have stas assessment of are they really moving forward with what we're funding them for from the previous year so that's a new process enhancement and you had mentioned about wanting 30% or less and in the process we're going to note that but we'll talk about the policy in a minute if y'all want to formalize that into a policy but now in the packet regardless if a policy moves forward we're going to show you that breakdown so you'll be familiar with that and you'll have the rank order and like I mentioned staff assessment of their performance goals it doesn't mean they're getting a 100 because they have to do all of them but at least they're making traction towards those goals and then the next part is more a policy so if y'all want to formalize some of the things the feedback you've given us and we're like I said we're already making the process changes but there's two important ones we wouldn't make unless y'all told us this is the policy y'all want going forward one of them is 30% you mentioned I think you mentioned originally 20% but we felt like maybe 20 30% would be better and I think you're rationale B and you definitely tell me but B based on your feedback previously you didn't want them to be fully Reliant you wanted us to give them enough so they could get up and running and give them a boost but not fully riant on us and I remember Mr Mitchell you mentioned U not like rent or something or even if we were funding a staff person we're just funding it temporarily for this program so we didn't want to put somebody out on the street because all the sudden they're not getting city funding anymore and uh so that that's one piece the 30% and also y'all discuss a term limit so like five years and if it's still something we feel like we need to f um fund after five years should it really be a a contract with one of our departments is it like part of our core Services you know otherwise it we're trying to get them up and running and on their own legs and then create room and capacity for someone else to come in yes and Marie can we go back to the previous slide yes ma'am thank you first let me congratulate you on your promotion um uh we are looking forward to working with you and thank you for incorporating committee members feedback in this uh policy that's being suggested here and especially the criteria that will be used moving forward into terms of active nonprofit organizations I I don't remember discussing that is that I I don't believe that's our current requirement is that correct yes it it does so that's just putting in the process into the policy what we always already do so any partner that applies has to be a nonprofit organization and be have a active and I forgot the the form they have to be but they have to be active so this is one item that I I do want to share concerns about because I've heard from some Grassroots organizations that are working to get their nonprofit status will not be able to be Financial Partners uh and I want to make sure um if they're meeting other criteria and they're really helping us further our City's goals and priorities uh we should look at uh um this nonprofit requirement because uh it we all know it takes time to get that nonprofit certifications I've heard from organizations that take weeks and months where they also have to engage professionals to get that certification done and a lot of uh organizations are great at doing the work but uh they are uh they need help from professionals whether it be a CPA or accountant to go through that process and that requires um that requires um expertise so I would like to hear from committee members if they would be if they would be willing to consider partners that are working towards it they may not necessarily have secured a nonprofit status yet what do you all think especially organizations that are Grassroots level that are just really uh working to stabilize uh that fire 1c3 status no ma'am um also Madam chair I wanted to acknowledge that council member Brown is an attendance so she will be um introducing herself as well these and Marie correct me if I'm wrong what you are bringing forward to us is giving us the opportunity to codify and language what we have already been doing the bare minimum you need to be a 501 C3 the average 501c3 application is around 30 45 days only time it takes more than that is if paperwor is not submitted correctly or if there's challenges for us to ensure that we are protecting the community and if we're using tax dollars at the bare minimum that organization needs to be a licensed 501c3 and they are I believe it's a $10.99 or 10913 no no no the actual um the $199 that they have to uh fill out for tax purposes so at the bare minimum they need to be a licensed 501c3 but Miss Harris I just wanted to confirm if that's what we were talking about can I say something so m brown go ahead I see your hand raising especially it's as someone who actually runs a nonprofit organization I'd love to hear your perspective Mar is going to give me a response to the question oh thank you and yes that's correct and to your point for taxpayer accountability how we're using funds and divvying out those funds that that currently is a bare minimum the only two things that we're not doing now that would be in this policy are the 30% in the 5 years so thank you councilwoman Tiana Brown uh District 3 I'm here present at the meeting so I hear my colleague clear um and I saw um also Mr Mitchell council member Mitchell in agree I I agree with ashir um only because I know um I hear you taking a deep breath um I know how hard it is to get some people off the ground so can we look at a fiscal sponsor coming in that has all of their credentials that can stand in for them because that means that the money will funnel down through their fysical sponsor and these folks that are really doing the work are learning the process it does not take long but if you don't know you don't know there was a time when I did not know there's a time when some folks out there that really wants to get involved that don't know and so I also want to ask about I'm just asking that's just from a perspective of someone that started off of a passion and wanted to do something to give back on my life experience and didn't know what I was doing from a can of paint when I first started so you get a mentor they guide you they take you through the process checks and B we're not skipping anything this is taxpayers money we want to be good stewards over that but we also want to be different and inclusive so that's my stand on that I while I do respect and understand what my colleagues are saying grassroot organization they're just not there and so I know uh foundation of the Carol they do something like that and they allow them to get a mentor and walk them through the process and just do not shut the door on them so that's my stand thank you Miss Brown I I completely agree with you 100% uh I love this idea of having a fiscal partner in the process so that we are not closing doors on any organizations while ensuring that there is accountability and there is fiscal responsibility because at the end of the day we want to open the doors for organizations that have not worked with the city in the past uh and not always go with the status quo so this really creates Equitable access for all organizations so uh I would really like us to consider that but that's all I have um Mr Mitchell I know you haven't spoken on that brown wasn't done oh Council on Brown sorry I you know it's very difficult uh Council on Mayfield if you want to sort of help me share the discussion because I cannot see everyone in the room because I'm looking at the PowerPoint that would be very helpful okay all right and so I just wanted to go I thought we was going to take questions at the end but I'll just interject this funding for organization can up to 5 years so yeah by that time they should be grounded their Foundation should be set they should be able to sustain whether it's private dollars corporate dollars grants funding 5 years will put them on a clear path to be able to sustain their organization however there's one thing I want to ask what is that five consecutive years the person come go how how are we going to I I just wanted the fiveyear piece is if I apply this year but I don't apply next year then I come back is it just five times five years that's I I want to close that Gap right there so that's a good question it's however because this is new this is something based on feedback so however y y'all perform okay no problem I just wanted to know if you got staff head with bes behind the scenes and maybe discuss okay that's cool thank you I'm I'm done council member Mitchell than thank you um so uh let me first start off saying I I totally agree with council member May F on having active nonprofit organizations but I hear the passion of uh council member Brown and you madam chair so uh you know let me kind of throw out a solution uh so to me it depends on when we are applying um when we release a financial partner information maybe we have a Grace perod for those organization who do not have a 501c3 we provide systems for them to get established and what I mean we got a legal department of 30 attorneys we got we got assistance and Neighborhood Services and so to me it is we want to you like No And so I'm sorry Rebecca come on come blame you and and and so I do think we want to be inclusive but I want us to be very clear and and be very sensitive that uh a 501c3 process is crucial when we talking about dealing with f with City dollars and federal dollars so what I think we need to provide a solution if James Mitchell wants to apply for city of Charlotte the applications due is February the 1st hopefully we would notify him in December that application is coming out and we have Item B if you're not a 501c3 and would like aister for C Charlotte please contact us a we can give you a mentor or B we can provide legal services to help you get established because some people would charge up to $250 for your 51 C3 so I agree with council member Brown we need to be sensitive to the market but my goal is to get everybody who wants to apply to be 50 and C3 that mean we we provide some Services I think we should be able to do that yes sir I I agree however let's not cancel out the fiscal sponsor they're going through the process that could be a mentor right so as we're having this conversation um we have some staff that are in the room of course as a committee we will have to vote on that type of a recommendation and if that's going to be in the form of a actual recommendation here's the challenge that I have it is not our responsibility to without having a conversation with staff to think about what that potential impact could be we already have a number of programs that are in place and when the rfps go out it does give the Baseline of what the minimum requirements are also we don't really like to have the conversation all the time but everybody does not need to run a 50 need to run a nonprofit that's true we have an there is a small slice of the totality of that pie in which we F fund our financial partners some of these organizations really could partner with a current organization that's already doing the work versus the fact that they have a passion for a particular area there might be three groups that we're already funding that's doing that work that they've never done the first Google search on to even find out if that's there so before moving down the road to try to say to create another job expectation for staff I think it would be helpful to hear from staff if that is something that one are we already doing it two if that's something that can be considered to add to their workload Marie and thank you no we're not already doing it but if you'll remember we call a couple months back when Cherry Smith who's over this process and that was something new so not just for 501 c3s but for anybody that applies and doesn't get funding she's going to follow up with them and Link them to resources she's already started getting some training set up and things so that was already something new based on your feedback that we're implementing now not specific to file but it would apply to that as well and I thank you for that clarification cuz I do remember us having a conversation because we have partners and that reduces the liability of staff and then if staff were to receive an extremely heavy workload in a particular month and this doesn't get done then we have Community complaining about staff not doing their job so thank you for that clarification that there is a level where if you are not approved we are then directing you to a partner to help you through the process but staff is not being the individuals that are having to walk someone through that process correct I think council member CH Brown thank you so much counc a member of May I think that staff definitely would I I I agree with you on staff I think that would put red tape raise flags and different things of that nature from community on the perspective of staff negating that process so I like the process that you just introduced to us that if a person does not get it the first time they will be able to come back and see what uh they were the areas of opportunities were and they can move with trying to grow and get that cuz I mean now I kind of like become a nonprofit Guru because of all the flaws it's the truth and so some of them just really need to go through the process to see what it is to get it done let me just thank council member Mitchell so let me make sure I'm I'm I'm standing on the same page committee and staff I thought there was two things we were talking about one is you have to be 50163 to apply correct right mhm and but what Marie just laid out in the event that you did not get selected then there's a there's a way that we engage you and making sure uh that you know Lessons Learned correct but I think Madame chair is trying to address the first part she is saying let's don't have a nonprofit requirement and so anybody can apply for the funds and and I thought that's was a conversation we was having do we want anyone to apply be able to apply for the funds or just the one that has active nonprofit councilman Mitchel you are correct that is what Madam chair asir introduced it wasn't introduced in the form of a motion but she did ask for us to have that discussion I personally am not in favor of US changing our current rules I don't know what the impact will be since we have had loan standing the minimum requirements being the 50163 right and what we have done additionally is to add on to our plate connecting a organization if they need assistance I don't think that you should not have the minimum requirement I agree I agree but that is up for discussion it's up for discussion so um if I hear my colleagues correctly you want solidly for them to be 5 1c3 not even filling out the app request I know the minimum request for proposal but then that will eliminate what um council member asir our stating I would have to stick to the fact that I don't think they should have to be 501 C3 to to to come and and to apply if they have a request for proposal and they're doing the work already um I I I'll Stand My Ground with that one so um Sorry Miss Brown just a follow up on that then we would need to definitely and I'm not saying either way definitely carve out saying you're pursuing that because otherwise you'll get for profits trying to to apply as well well no we're not saying for profits but that's the CH if you don't have to be nonprofit that opens the door so we would just need to say if if you go with what you're you're proposing so so my words are a person that is pursuing their nonprofits okay pursuing it yeah I'm not saying for profit this is work that grad organizations do that need funding to help them build their Foundation to organize to be able to move forward so I'm saying yes they need to be pursuing nonprofit with a if I say fiscal sponsor then that that automatically is nonprofit their paperwork is in or they're showing us that they're going to submit that paperwork to the IRS and secretary estate that's what I'm saying that's me I'm not saying for profits come in because that's different funding for people that have businesses in for profit I'm speaking specifically for nonprofit organizations and I can also counter back off for what council member Mayfield said that some of them don't need to be in that category and then they're the wheel is already invented so they can tie to some of the organizations that are already doing the problem with that is the islands you know the work the sil the islands people doing work and I don't want you over here in my territory but there's enough work for everybody to do it and so what if if council member MIT and I have organizations and we're doing the work and we're in applying not as council members but as regular people in the community I need to say that for the record you know if we're regular folks in the community not standing council members that want to do it we're doing similar work if Mr Mitchell wants to work on his side of the town and I want to work on my side of town we should be able to do that if we're bringing the requests forward and we get selected in the process and say oh you know you got all this good work you have your letters a recommendation whatever we require they have all of that and it's like I don't have a 501c3 I never thought about it I funded my organization all these years what do you do for a person like that I know it has to be nonprofit but I I guess we can figure it out but I just don't want to close the door on people and it's not going to be that many people so council member Brown for clarification because I think what I'm also hearing is we got to get the language right okay so for what you're saying and in line with Mar saying in pursuit of the language if we're making a recommendation would be for cuz we also got to put a window around it okay that you're in pursuit of your 501c3 and or the language can say that you are anticipation of receiving your 501c3 within the next 45 days or 60 days because you have to put a limit on it I would say 90 IRS is so and I hear what you're saying days is not a long time and IRS sometimes don't come back in 90 days I hear what you're saying here's some of the possible challenges that we have to think about so we have a number of organizations that are actively doing the work and have their 501c3 status M you have another organization that is new to the community that just started providing whatever services that they provided they've been doing this work for under 6 months they don't have the tracking as far as tracking the numbers they weren't aware of it but then they come and present because they see the open RFP but what they're asking for in that RFP is for us to basically backfill funding for what they've already paid we've already had that conversation once well we had an organization that was doing great work they then submitted a request to counsel later for backfield we don't have the legal ability to do that by law by State Statute we can't do that so when we think about who will have access to this and all of the organizations that are already there the example you gave if the both of you were to go out and you submit it to the RFP that stronger RFP is going to be the one that has the 501c3 and has a track record of a per of a window versus that new one where here's an idea of where I think I can be able to serve and now I'm asking for you to help fund we just need to make sure that we are giving staff the right direction on the language of whether it's 90 days since you're familiar we going through the process at this point you say it can take about 90 days I would say after that 90 days is when you need to be applying not before but if we're going to open the door I just think it will be helpful for staff if we can give them Direction on you are working to obtain your 501c3 cuz what happens if they don't receive that 501 that's in with any Grant okay so we got got just have to make sure because we need to make sure once we award there are very few times that you don't receive that award and adding a contingency of your reward if you are selected that your award is not released until after you show proof of this that's fine that let me finish that can create an additional level of red tape that we've never talked about before I don't know what the red tape is but let's talk about it because for me in my sense in the community I'm going to still fight for those people that that are doing the work on very very entry level that needs an opportunity so that's what I'm fighting for but they still can have a I'm talk so I just want us to be I get what you're saying but I don't want it to be it it's more it's becoming more difficult than what it should because in any process that I've went through with all due respect you could be applying for your 501c3 and there's thousands of companies that will allow you to apply for Grants correct if you show proof that you the city of charotte is and that's you're absolutely right and there is a space for those companies but there's also the space that the city has so we have to remember that we have to stay within our lane and not create a lane that's so wide that it could possibly create challenges that's why we're having a discussion so Marie has some additional information so I'm just trying to figure out what is our Lang we make the policy we have we're discussing right now what can can I get it but what was the so let's go back for a minute I want to know what was the process because the process that I saw there wasn't a process to as's point when we looked at the applications and you went and we said the folks that were asking for the astronomical amount of money maybe there's a limit when somebody comes in entry level what they can apply for cuz that's normally what happens you're Capp at $25,000 maybe there's something else that we can do to show so I'm sorry I'm sorry interrupt your conversation but just I think this may help it so it's it's definitely up to yall when I say what the committee wants to recommend to full councel to implement but if it's your will we could say um pursu pursuing it and then to miss Mayfield's point you don't get actually in the contract you not getting funded until you have it in place so if you you sorry I didn't mean to cut you off but usually we open the application process in October and you know so you wouldn't get funding till July July so yeah you know know yeah it takes some time for so that would I think get maybe at what both of you are saying then you could still apply and if Council does choose to award it when y'all vote we still have to go through a count a Contracting process where we could make that as a criteria to actually get an executed contract you would need that so just to be clear they would just apply for the 501c3 we're going out the door with the mentor and the fiscal sponsor I just want to know we did not clarify on the fiscal sponsor okay but we can so if they apply anybody that applies and do get funded previously you had to be a 501c3 to apply we open it up to anybody could apply then anybody that doesn't get funding yes we're going to follow up with them we're going to link them to resources like I'm not as familiar with the foundations program but any programs like that and there's some trainings that they offer that we can buy a license to and open up to other people to participate so Cherry's already looking at that so then that would cover that piece as well so I'm okay with if we if we are saying that our previous policy was you had to be 501c3 yes so I want to implement I'm okay with that but I want to implement a person that wants to apply is going through the process because intentionality and good intentions if you're doing the work you're going to have to have that anyway that's right if they do not get past that they don't get funding I'm okay with that but it still allow a person hey I need to get my ducks in a row the process is open I don't have my paperwork complete but I'm going to get with someone to help me get it completed I can apply if I'm selected if my work shows that you know whatever we decide then I I'm okay with that we still have three more slides Marie oh I think that one was just yes ma'am thank you and then performance Mo monitoring this we already do this the only part that we don't do that we're planning to start doing is this may and the point in word is May payments may be delayed until all reporting requirements are met payments may be delayed until progress towards performance deliverables is confirmed and that's not saying oh you're a month late you're not getting paid but um what how the process is set up now once you've got your contract every quarter you get a payment regard you know regardless if the reporting's moving forward or not so that's just and that's just a May that's not saying that we would but then that be um and if you have this in your policy that will also help explain to if you get peppered with calls from your favorite nonprofit about why I'm not getting paid you can say well we have this process have you sh you know turned in your reports and have you shown this you know and we and we don't just say okay it's due they didn't turn it in we we're actively always engaged with them ongoing there's a date there a projected date that they need to right and we continue to follow up with them beyond that date as well yes ma'am okay so any questions on this part do we want to let Marie get through these last few slides sorry and this is one y'all talked about as well before we we asked them to submit a financial audit and I believe Miss ashir and some of you as well said okay well if it's a um if we're giving them less than 100,000 we'll go with a two-year comparative financial statement in L and that's kind of like you said removing a barrier because a financial right audit could take more money if we're only giving you 10,000 okay and this is next steps and So based on your feedback today there's a draft policy in front of you but I will go back and incorporate what You' have talked about today okay and then hopefully we can look at it again quickly I don't I know we've got a lot on your plate but quickly at the beginning of the meeting or sometime between now and um sorry I'm talking Sean I know you've got a lot the plate but I think they've updated some so we can do it by email too as well maybe just touch Bas on it at your next U meeting and then we what if you decide to vote something out then we would present it um to full Council for consideration perfect thank you council member Mitchell uh thank you Council mayfir I I just want to ask schedule wise because I like where we going though uh we we can have more conversation vot on that first meeting in October Sean if if if I may I I think the preference in order to stay ahead of the calendar for the FY 26 Financial partner process is to have the committee conversation today if you vote this out of committee then schedule permitting we would bring it into an action review conversation next Monday night because then you don't have another council meeting until another business meeting until October 14th don't we have a committee meeting the first week in October yes yeah yes can we yeah that's what I'm saying late well the the the challenge there is the committee meeting first week of October then then an October 14th action review you then the vote later in October starts to bump up against the FY 26 Financial partner schedule is that right Marie yes sir but we could do it either way and then potentially and and I don't know how BEP that October 3rd meeting but maybe we can spend some time with Council on the October 30 okay okay I I want to stay on schedule but I'm Shan I was just making sure I like the action review cuz then the full Council knowing what we doing they might have suggest then to come back October 7th F tune it we vote it out then it could appear on the October 14th uh council meeting and if I may I'll definitely go ahead and update this document and highlight for you in the um body of the email what we discussed so you can already have that and be reviewing it and then you can decide unless you want to go ahead and vote it out based on your input and if you want to vote something out today we can vote it out saying they have to be pursuing to 501 I think that's the main so here's the question does that need to be in the form of an actual motion on that before we add any to add that additional sent not to add that but based on this feedback and then when it goes forward to full Council it'll include that council member you had another question no uh I'm just listening to you so at this point the question for item number one on our annual Financial Partners is if we can entertain a motion and support with adding the clarifying language for potential partners that either have a 501c3 which is our current process and those that may be attempting it and having some clarifying language around a window of when that will be completed MH yeah I'm I'm with that but to the window thing because what would we say cuz if they don't come through with it okay that's fine because they don't come through with it they don't get it anyway that's a motion yes second back second we have a motion at a second all in favor clarify I think we clarified yes yes you are absolutely correct thank you today and I'll send a thank you for your and we have we're good on time the next meeting is not till 4:00 but we definitely need to jump into our mwsb participation and capital projects with that we're bringing field to the table um I'm council member Mitchell and I do have a question because Steve Coker is supposed to be presenting us but he is on vacation but I do know we have our next in charge is in attendance from our CBI program but Phil I'm going to turn it over to you okay Council Mitchell to follow so Sean we not getting a presentation from CBI mean we've incorpor we've had a lot of discussions with CBI and we've Incorporated some of the materials all of this work is being done in collaboration with Steve and his team it just so happens that he's not here today yeah but by and large this content is what we had promised that we would bring back after the summer recess and this was always expected to be a three or four uh committee touch Point kind of a policy referral so I don't feel like we're losing ground today that's what I'm trying to say so uh counc M mwsb relies in the CBI so thank you so much do you have yours yeah I'm field is General Services correct me Phi and so the mwsb is kind of housing the CBI database and department so I'm a little uncomfortable having a conversation with J Services when the 1300 CBI firms are in the CBI database which they they monitor and they support so Steve needs to be the one doing yeah uh well or his or his vice his Deputy Deputy I I I just want to make sure is that you okay she like yeah we're we're more than happy to have CBI join us at the table um I think the component pieces today will advance the discussion and as I said we've been working very closely with Steve and his team building up towards today all right come on y'all we still yeah all right okay I I just so so let me let me let me make sure use my words carefully I don't think we'll have another group talk about housing and not have Rebecca at the table so I feel like we talking about CBI we don't have the voice in leadership at the table to give the presentation on W SB participation which they are responsible for who we hold accountable if you remember our last conversation city council meeting we rais a lot of question about Soul sourcing and and why informal go so nothing against J Services they do a good job but I like the folks who I know day-to-day are responsible with CBI to hear their perspective so council member Mitchell your request at this point is is that we have our representative from CBI join us since what we have noted on our agenda well but then I I want to be very fair to her because if she was told she's not presenting I would hate to bring her to the table okay and have her present so that's that's that's not fair to her in the CBI so so Mr he can I ask a quick question so moving forward cuz we've had a number of es within ACM staff will CBI moving forward who would they be re reporting to cuz they were number initially under General Services there was a lot of work to move them out of General services are they back under General Services no no there have been no organizational changes and Steve's working very closely with the city manager and Julia Martin in this intern period And if if there's discomfort with this topic today let's just put this on November uh Steve will be back and that can be an option if that's the will of the committee put it back on were we moving so did I skip a month yeah you did so did we have all we were doing today were to review the progress on the proposed plan looking at the calendar because now we just pushed two things to October 7th and I'm not sure what was already on the calendar proposed for October 7th cuz we definitely wanted to have an agenda that's not to jam-packed so that we can get to it in 2 hours based on what what you see Mr Heath do we have space to move this to October 7th just so that we can have CBI be able to present so if we have any additional questions they'll be able to answer them we can find a way to make it work we you know coming out of the recess we've got pent up demand for a lot of topics for sure but we can solve for that okay and I we do apologize for having staff sit in through the first conversation if we're going to move this but I think we're going as a committee we're agreeing to move this till October 7th so that we can have CVI representation second okay thank you very much on that Mr Heath we're going to jump down to the internal audit plan and again we apologize for you all waiting Miss Tina Adams have to advance [Music] my yay Tina good afternoon everyone u m uh Marie's going to pull up our uh PowerPoint presentation and we can jump right into it thank you so much for the opportunity to present our our audit plan we we look forward to this every year um um to come before you and talk about what we've done the status of where we are um and then tell you what we plan to do in the next two-year audit plan next slide please thank you so in the inter audit Department our our primary goal is to provide reasonable assurance that we have an effective system of internal controls um we also assist management with EV evaluating City operations and we do that primarily by conducting what we call Performance audits as defined by the GAO um and that requires us to take a look at internal controls it requires us to consider fraud and also um Equity they've added um an equity component um to the requirements occasionally we we conduct what we call agreed upon procedures where we we talk with departments um and come up with a really defined scope of of what it is that they want us to look at and there's some requirements around that um as defined by the GAO and occasionally we'll have an investigation um that we need to to conduct um why we do it is primarily to promote transparency and to build confidence in City operations we also um make Rec make recommendations provide independent feedback recognize achievements and identify opportunities for improvement so in FY 2024 as of June 30th we had issued nine audit reports um there were 11 in progress at that point since June 30th we've issued an additional uh four or completed an additional four um the it cyber security uh assessment because of the nature of the information in that report it's not issued um but it it has been completed um and then so we have some remaining audits that are in various stages of completion that was on our uh 23 2425 plan um there are about three of those that are really close uh to being uh ready for issuance um that's the aviation concession um review the Charlotte water design build followup and the cmpd CR criminal investigations Communications next slide so um each year in August we complete our two-year uh audit plan and we do that by conducting meetings with all the Departments um throughout the city and complete a risk assessment based on um their business any concerns issues they may have we also take into consideration Council uh strategic priorities that have been identified in that in that Year's budget um and based on that we we come up with a list of audits that we plan to conduct over the next two years it is a 2-year plan so all of these audits will not be completed in phisical year 2025 um but over the two years it it's pretty much a rolling plan so we should be able to complete those within that time frame this year's plan we we were really careful to try and focus on departments that were not um critical to the new Erp implementation because they are they're already have a lot of on their plate so we wanted to to um look at making sure that the Departments that were most involved in the in the implementation of of the Erp plan workday um that we give them the space that they need to do that so we're looking um in areas and departments that aren't as critical to that process next slide in addition uh annually we complete um Vice fund reimbursements um periodically throughout the year cmpd will request um that we come out and take a look at their records so that they can replenish their funds that they use for their Vice operations so we go out several times throughout the year and then at the end of the year we summarize what we what we noted um over the previous year and if there are any opportunities for improvement we identify those as far as follow-up audits that are planned um I know CBI was on the agenda today um we issued a a CBI audit report last year and so we're planning to do a followup of that report as well as the vision zero audit report that was issued I believe in July um of this year and we'll time those to coincide with the implementation dates that the Departments indicated that they would have um the recommendations implemented and the audits under consideration um when we talk to departments we have to we we get a lot of ideas um and there are a lot of things that some you know they they want to prioritize and so to make sure we keep those on our radar um we always have a section where we talk about or we list out a few uh audits that if priorities shift um or time becomes available then we can go ahead and initiate those audits as well next slide um um other commitments um our employee hotline we we initiated that in 2014 it is an employee only hotline um we've talked about opening it up to vendors um exploring the cost of that yes and and and the implications to staff time so it's a lot to consider um but there are some Municipal organizations that have an open hotline where they allow it's it's publicized and open um to the public but right now ours is just employee only and will be probably for the forese foreseeable future um in FY 24 we received 29 calls 55% of those were referred to Human Resources um and then the remainder of those we worked with the Departments to to satisfy um the request Erp and workday uh just like all the other departments uh within the city we are engaged in prepping for that um we are looking at ways that we can engage the functionality of workday to allow us to do more continuous auditing and monitoring so we're that's something that we're pursuing this year as well and then our recommendation status report um that we track the implementation of our recommendations we work with departments to get updates um they've given us implementation dates by which they say they will have those recommendations implemented and so we manage to those dates um this year um you'll see this is a snapshot of um the the current recommendation status we have two items that are overdue 16 that are in progress and nine that have been actioned and so in the actioned section that means that departments have completed what they said they were going to do but internal audit has not gone back to verify it um and then the others are in various stages of implementation next slide um on our internal audit website you can find uh current and previous audit plans um previous audit reports as well as an annual report which is included in your packet the recommendation status dashboard is on our CNET site but it is not on the external site um but I believe you all have access to CNET so you can get to that and with that I will open it up for questions thank you so much coun Brown Mitchell Miss Mitchell you have questions yes I'll give to Miss Brown first she okay yeah so I wanted to um thank you so much Shea you did an excellent job presenting and going through the slides effectively and efficiently I was looking at the um I wrote down notes if you could go back to the FY it's on page I think it's page looks like page two FY 2024 Audits and um the nine reports issued 11 audits in progress is there a process on how you determine you're going to do your audits um as far as how we select the topics select the topics it's primarily based on meetings that we have with departments okay and based on the information that we we receive from them we prepare a risk assessment where we go by and we've identified they've helped us identify risks that they have in their Department any controls that are in place and a mitigating controls that may detect or prevent issues and once we've gone through that and looked at our risk assessment we prioritize um the audits that we think need to be and we also take into consideration Council uh the council strategic priorities as well okay awesome thank you so that gave me some information on that I took some notes here and so with cmpd is that the replenish funds oh tell me a little bit about that okay so the vice division of cmpd they maintain a cash fund to make confidence buys drug buys pay informance um and they they're only allowed to maintain a certain dollar amount when they've spent that money down before finance will replenish those funds we are required to go out and look at their documentation to make sure that they've accounted for the money that they spent it's like a check and balance right correct so do you know the amount or I'm just asking $50,000 okay thank you I just want to know okay and so once they get low or once they completely once they get low okay so they don't run completely out exct once they get low because they still need to continue to operate corre okay all right and so one more Vision zero I'm concerned about how you um incorporate Vision zero in your audit process so again just talking with the Departments and looking at Council priorities that was um a program that we had been implemented I believe in 2019 um Council had adopted that program or the vision zero program that was a national program Council had adopted that as the framework if you will for for the city's Vision zero program and had identified some some Focus areas and steps and you know things they were going to do to reach Zero fatalities got by 2030 um and so we just looked at the vision zero program we wanted to look at the control framework to make sure that there that the environment was set up in a way that would ensure achievement of those goals or help at least get closer to that goal that's amazing thank you for helping me with that and then to sum it up how do we know I know you said it's rolling two years so for the ones that I question you about have those completed with the data available or they're still rolling into well the vision zero audit was issued in July and so if you go back to which slide was that go back right here so um in the uh annual report that was I have in front of okay um the nine reports that were issued in FY 2024 are listed in that audit in that um report and then um since June 30th we've we've issued four additional audit reports um and then we have some that are in various stages of execution so some are very close to reporting um some we just announced um and some are you know in various stages of field work it shows the percentage on the last page is that what it is the question I just asked you for 2024 23 the years the last page might be the close audit recommendations now what that shows is remember I talked about the recommendation status dashboard um we track the implementation of recommendations and so when departments have implemented their recommendations and we verified that they've been implemented we move those recommendations to a closed status and so for 2021 departments have issued uh have implemented 98% of the recommendations that we made and quent years obviously 2024 just ended so it's it's low but we would anticipate that percentage to be higher next year okay all right well thank you so much I really appreciate it like I said again great job and gave me some insight on how the audits work so thank you you're welcome Council thank you Council Mayfield um great job just just a couple questions the arst under consideration slide number six and the PowerPoint and and you list construction M and can can you expound what are we auding on construction we auditing uh the payment we auditing CBI participation when you say construction under audit so primarily when we look at those it depends on if it's a design build or okay or a semr there are certain requirements with those we we do look at payments okay um you know it just depends on the type of construction project that it is okay that's the criteria we would use to audit against and so go to thank you my last question Council may u go to her ni's uh the audit report and I'm on page four um it has inter AIT yes I think it's the annual report you're referring to yes ma'am I'm not sure you had do you have that pulled up there the annual report cuz it has a nice um graph graph in there that's the AIT plan that's it Bingo right there so that page right there page four so what would it take because I know I'm going pick on my counsel Mayfield cuz she been around longer 10 plus years like I have but one thing we have raised a question about doing a a audit by Department by CBI goals M and so I'm wondering you have that one box that Workforce Development Business Development you had CBI M what would it take internal yes just on our internal Department Department by Department um I guess we would have to really figure out what data is available first you know I know we've worked with BG now when we did the CBI audit um so yeah I would have to do some investigating around what's actually available to do the audit to actually do the audit so so here's my vision this is something we've been we've been trying to get for quite some time Fire Department fire department cmpd Economic Development General Services what is the mwbe participation for that year and that number should really tie into when Steve give his report of the CBI utilization but it has it helps council member to kind of get a feel who's kind of committed to minority participation and right now we don't we don't have that data I would tell you I like um the city stor water department um Angel Chara done a great job she can't get on the participation side she Tred to get on the Workforce Development side right but I think as policy makers if we can see that type of data then it helps us and you know I I'll be honest I think some of us asked markers can he put that type in a performance evaluation so he look at departments how they performing making sure everyone's committed to our CBI goals and what we trying to accomplish okay yeah it's good question I just don't know what data we have that could answer that question but I can certainly see what's available okay cuz I would think the b2g shows all payments right to small businesses and that b2g data does it have kind of by department or has by project I did not do the okay day-to-day work in B tog now so I would have to just get back okay I get that information for you is that okay Sean the the request is just to see how much work will be involved though number one would take to break it down by Department do a audit by department on mwbe goals by department so you're thinking of policy audit policy adherence yes depart okay recognizing that different departments based on the nature their spend may have more or less CBI opportunity you're exactly right and and I think sometime it can inform us right so we can't say 30% cross the board if the water department says capacity wise we only get 5% so it could serve as a tool to inform us as well we did in our CBI audit report make a recommendation around BG now and improvements that could be made to help get to that okay but you know that I think we issued that report like right at the end of the fiscal year so okay um and I can't recall what the implementation date was around that thank you thank you Council Mayfield thank you Councilman Mitchell and you're right we are on the we have asked some shape form of fashion because if we are going out into community and asking our business partners to respond to councel policy we want to make sure internally the Departments within the city of Charlotte are also adhering to the ideals around our policy I see you um if we go back to slide seven back in the presentation just a little clarification with our other commitments where we have the employee hotline and you were mentioning the possibility of adding vendors what you're looking into that cost isn't that something that could possibly be utilized through our CLT Plus versus that being added into to keep the separation of employees having their Anonymous hotline but also having the opportunity for our vendors and others are you looking into the CLT Plus app as well we had that's a great point we had not looked at that this this was something that came up when I was talking to some colleagues around the country about what they're doing with their hotlines um and and there is a separation between you know the employees and the vendor segment um but it requires you know marketing and um staff to have the ability to respond you'd hate for people to be calling and then they're not getting any any responses um so there's a lot of work and thought that goes into what that could look like and so that is we're really really in the initial stages of just thinking about it so here's the great thing since we're at the beginning stages we have the opportunity to look into CLT plus cuz one one it took 3 years plus for us to get that implemented yet it is immediate response it is a less than 24h hour cuz it goes directly to that department we are still underutilizing CLT plus but that is a great way to get it out to the community at large as well as our vendors so when you're looking at additional cost but then you going to turn around and ask Council to approve another budget line item amount let's just see if there is opportunity to incorporate it into what we already have and just make a more robust program that we utilize council member Anderson also had a question thank you Miss Mayfield and thank you for thee presentation I was listening online uh I have a question about those departments that are as you said a part of the heavy lift of the Erp uh implementation what is your plan to ensure that you were able to touch them you know in a regular Cadence because the Erp implementation is a multi-year multifaceted process so what is your plan to ensure that you touch those uh departments on a regular Cadence while this is going on going on um we've talked about and on the plan uh one of the things we talked about was doing because the human Capital Management component is the first piece to go live okay we talked about um you know doing a payroll review just to make sure that what's happening in workday is putting out acate information that's capturing everything correctly they're doing parallels right now and we're we're part of the groups that are meeting we have a liaison in our department who's on this the um workday committee she attends all the meetings she comes back she briefs us and so we keep track of what's Happening that way as well um HR has engaged us U we have uh one of our Auditors um sitting in and listening in on the equity piece that they're they're working on and so we're engaged with with the implement mation um but we don't want to initiate a finance audit when they're in the middle of implementing such a huge system but they've uh to that point Finance has created the internal controls Division and that division we we're in contact with them regularly around what they're looking at and what they're seeing so we're engaged um regularly with them okay that's good the the reason that I asked that question is um is because all of the business processes that this the Erp team is now putting together to actually activate in the system it would be of good measure that as an through throughout this process that the audit team is there to ensure that we're not standing up business processes in the system that will then have to go back and rework right right um because then that's additional money of course an additional resources so making sure that these business processes are the right ones and they go through the right protocols I think your team should probably be involved in that yeah we um a lot of people don't like to hear about the independence requirement of our department so it's really we have to really walk a fine line between being a part of the implementation because then we the potential is that we would be auditing our own work m I see and so we have to really you know like I said walk that fine line between being a part of the implementation and or just offering advice um but not to the extent that we are creating policy understood because then we could run the risk of of auditing our own work understood thank you any additional questions from committee and thankfully thank you as was already said by council member Brown Tina this was informational for us so I think the two takeaways were to find out if we can look at implementing throughout all Department yes to make sure we're meeting and exceeding our NW SB participation and also looking into if there's an opportunity to utilize cot plus a little more and with that because we did not go into the mwsb participation and capital projects Sean I want to give you a moment is there anything that you would like to add since we just added additional things to our October 7th meeting I believe obviously you've covered everything for today so in October we'll bring back the mwsb topic with General services and CBI side by side we'll also have Dana Fenton come in it's this is the part of the year when he comes in to talk about the legislative agenda for the upcoming year and then we have the new policy referral the chair asir made reference to the review of Revenue sources that we'll want to try to find a little bit of time to at least set the table on that work a bit in October and then time permitting the Charlotte Equitable development commission is sunsetting so we'd like to provide um an opportunity for that team to share an update on their final report so to speak so we've got a lot to do but we'll find a way to make it work thank you so much may I have a motion move to ajour council mayi second that's been motion and second it we're going to say that is unanimous thank you everyone for attending our meeting [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] for [Music] [Music] [Music] [Music] [Music] [Music] okay [Music] [Music] [Music] oh [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] for [Music] [Music] is a [Music] h um good afternoon and welcome to the housing safety and Community Committee I am your chair Victoria watlington we will begin with introductions Lana Mayfield Vice chair council member at large Tiana Brown Charlotte City Council District 3 and I believe we got some committee members online if you don't Rene Johnson Rene Johnson Committee Member thank you so much uh do we have any other council members that are joining us online as your line all right we'll give her a chance to get situated and with that then we will start with our staff introductions Sean Heath City manager's office Rebecca hner housing Neighborhood Services Ward hon housing and Neighborhood Services Janine Simmons housing and Neighborhood Services Harold Thompson housing and Neighborhood Services G wicom housing and Neighborhood Services thank you so much and it looks like we are also joined by an additional council member uh Ed dggs district 7 great to see you all thank you so much and I believe we've got a couple more that will be joining us soon so we'll introduce them for the record when they arrive we've got a full agenda today with three items the first up being our affordable housing funding policy referral this one is uh part two of the discussion that we had uh last go around as you all know we are are preparing to Lobby the public for a $100 million bond this November um and as a part of that work we want to make sure that the community is aware and align to how we choose to direct those funds so we're going to talk a little bit more about that today but coming out of last time I know there were a couple of things that council members and committee members found to be particularly important in the way of how we spend the money and where in particular from a location perspective so I know that uh director Hefner and team have made some updates to that so I look forward to hearing that so um we will start off with that item and I will kick it right over to director hner all right y'all let's do this item one of three this afternoon and a busy day so um next slide please today we are going to um revisit the policy referral and talk through some um proposed revisions to the housing funding policy recommendation that you reviewed uh in our last meeting um which you should have in front of you also this document and um and then we'll share a little bit about the community input that we have started collecting and talk through next steps next slide please again your uh policy referral on the table is looking for opportunities to balance your multiple priorities around affordable housing activities and Investments and ensure that they are MO the most strategically aligned um as possible to community needs and available City resources next slide so we heard a great robust conversation uh from Council in the initial uh presentation and recommendation and captured just a few of the key points that were discussed here and the uh adjustments and proposed revisions to the policy itself are built around these um uh insights from you all last time so the first is the idea of framing the allocation amounts as goals and not as rigid dollar amounts or limits so you were really uh clear that you want to retain flexibility to revisit the bond programming as the market responds so those those have been reframed as goals just to clarify that you do have that flexib ability and it can be Revisited a second component was to clarify the Innovation pilot fund because the idea here was to really reserve some of the funding for new ideas that we hadn't considered yet or things that might be emerging there hadn't been a lot of um parameters put around this piece uh but what we heard from you all is that this should be an opportunity to test ideas but ideas that might be repeatable and scalable so not just any new idea but something that could really be tested and then become a part of your process not in the existing structure now but it could be in the future the third the third point that we heard loud and clear was around economic Mobility so being intentional about Workforce Development and training is really critical and we also have to recognize that there are some jobs that are really important but lower paid so we want to make sure that we are both supporting lower wage workers in those jobs and providing uh Workforce Development where appropriate and finally there was a lot of robust discussion about the location priorities and the trade-offs that are inherent in those location priorities so two of the things that we heard from you all were and ensure that residents have choices to live throughout the city and then to incentivize development outside of those qualified census tracks so we talked a little bit about the qualified census tracks and the relationship to the um uh housing tax credits um those areas are already incentivized because that's where where you're most likely to be able to use tax credits so what we heard from you is create those incentives that actually go outside the qualified sensus tracks so next slide nothing has changed about the goals um what we we heard from you all is that those seem to be uh about the right goals so we're we are sticking with the framework around residential stability neighborhood affordability and then building towards economic Mobility next slide and that's next next slide again thank you uh and then the draft Bond investment priorities so these are the the same five that you discussed last time but we've made a few tweaks that are reflective of your um conversation so in particular uh you'll see two places where just the summary here is italicized under location priorities we have added increases housing choice so incentivized locations for investment increases housing choice and creates the greatest impact and then in under Innovation activate bold ideas with potential to scale so those are the tweaks we've made to the uh summary language and of course the uh language itself is updated in the policy document in more detail so I'm going to go through these two places where we've made specific changes one location priorities and then Innovation next slide please so again location priorities is a is is a real inherent tension often the locations with the greatest access to amenities and Transit and opportunity uh also have the highest land values so so we know that there's a balance that has to be achieved so the the ways that we have addressed your uh insights from the last meeting are twofold uh one we removed the the qualified census tracks it's all that is already prioritized and instead are are emphasizing the um H High housing location scores and that's done um by including a statement and this is for your consideration that the high location scores would be prioritized over financial leverage and so what happens now in your current RFP um is that a uh development if it has a high land cost and it's in a high opportunity area ends up with a higher per unit um uh subsidy need in general um and and then often is uh not as attractive of an investment because it's not getting the strength of the financial leverage so what this statement says is that in future rfps if this is the way you choose to adopt the policy that a high location score would actually take priority over the financial leverage priority so when you think about how to balance priorities that would be the ranking so those are the those are the proposed adjustments to location and then next slide so then again the proposed adjustment around Innovation is really the idea of having potential to scale so we've added a statement in here on focus on new ideas that may be repeatable and scalable and then included and serve to advance other City priorities so one of the things that comes to mind as an example here is that often when we think about some of the Partnerships that we have done in the through the Strategic energy action plan for example and um have been able to install um electric vehicle chargers at apartment communities um so that that is something within housing that serves to advance other City priorities as an example so that's really the the major change there under Innovation next slide and so this is this is U no change es under the actual investment categories other than uh framing it up as an allocation goal um rather than a dollar amount and next slide and then the other thing we've done is pull together the estimated uh other local and federal um investment that is made in each of these categories so there was a a conversation that you all had about uh what other dollars are being invested for each of these priorities so we've attempted to pull that together here uh note that these are estimates the um the bond is two years and some of the other funding is one year so we've we've we've made an estimate here that really takes a look at um including includes your federal allocations from cdbg home hwa and ESG um as it relates to unit production and Rental subsidies uh and then also your Innovative housing pgo dollars um but it doesn't include one-time Investments like Artu so when you take a look at where other local and federal investment is occurring you have um additional investment even beyond what would be coming from the housing bond in home ownership in Supportive Housing and shelter capacity and in housing rehab and emergency repair and then a little bit around site acquisition and administration and evaluation uh under site acquisition to note that $1.7 million is the balance right now in your to fee in Li uh bucket so there are there are other commitments that have been made upwards of 15 or 16 million dollar have have been committed but those do not get paid out until building permits are pulled so right now you've got a $ 1.7 million balance there next slide so we heard uh uh from you about how important it is to get community voice in into this process and so um we have launched a housing priority survey that allows residents and the public to uh share with you all what their priorities are and what they believe would would be um most important to invest in for the community so this is on public input um the address there and I did just test it cuz I know Miss Mayfield's going to type it in while we're talking um so public input. comom housing priority you can go there and take the survey it is very short it really takes your um priorities and your categories and the potential uh services and asks residents to rank them so we'll give you some idea about the priority of uh residents and partners so those those rankings will will be available uh we're working now on getting the survey out um it's it's up on the website it's uh been blasted out on email um and across social we've shared it with our partners and asked them to share it with their networks because that is that's really our best place to um to reach people that are engaged in housing and then through our neighborhood networks as well but we also really need your help in getting it out to your constituents and your networks to make sure it's not going the side is okay so um so please do um send that out and ask for feedback so we will we will um start compiling that to date we have a little over a hundred um survey responses which is um you know good because it hasn't been out too long but not nearly the the number we'd like um and we have uh you know already starting to see um those responses come in as you would expect as you've been hearing uh home ownership is a top priority Workforce Development is a top priority um and so uh at least so far it the uh rankings and priorities coming in from the community are consistent with what you have been um putting forward next slide all right so here we are the budget was passed in uh in June that included the $100 million housing Bond um it is now September 3rd and uh tonight will be the second committee discussion and then then later tonight at committee report outs um we we will present this same information to full Council uh and then um The Next Step would be a council vote on the funding policy which could be as early as September 9th depending on how these steps play out and while that seems quick you're also coming up quick on the November Bond referendum and so this process is designed to get as much uh information and and Clarity out to the public about your priorities for the housing Bond um before you ask uh voters to go to the polls and that's that's it for um presentation number two and I look forward to your questions thank you um before we open up disc discussion just wanted to recognize our um council members that have joined us Oh Renee Johnson Committee Member Dante Anderson mayor protim district one and then also because we're having a discussion that is about housing but we understand the housing is broader I just wanted to recognize that we do have additional staff in the room so we'll just go real quick starting with Danielle around the room so folks can introduce themselves and as we have discussion if it's an item that is relevant to you please feel free to join us at the table good afternoon Daniel Fraser with the office of Workforce Development Risha Stewart housing and Neighborhood Services Tanya Arrington cmpd hello everyone Jacqueline Hy cmpd Mary Ramsey the Charlotte Observer Lura beler habitat Charlotte Faith Triggs habitat Charlotte City Attorney's Office Tracy Campbell public health Stephanie esar Spectrum news good afternoon Nan Peterson planning you are recognized thank you madam chair one I want to take a moment to thank Miss Daniel Frasier who is our director of Workforce housing because we've been having a lot of conversations in our committee regarding our Workforce component as well as um how we kind connect all the dots so I appreciate her being in the room to help guide us I did have a question on slide number nine and our Innovation so as we're pulling that one up you mentioned Miss Hefner when you gave the example of models that may include Innovative models of which you know previous previously I've said I'm trying to picture how electric vehicle charging stations is a win because a lot of our Workforce that is an expense for you to be able to afford an electric vehicle so and I believe our development Partners will bring us some different innovative ways whether it's the electric bikes the scooters things like that but I hope that when the time comes we're looking at that True Value ad when we're thinking about the Target of our Workforce and having an electric vehicle is also telling me that however many stations there are say there are people who are higher income since we want truly diverse housing that's going to be a benefit to them how does that really help the collective if we are having a conversation with community and I believe if we state in that conversation in a truly mixed income this will also be a win for those individuals that will help with the conversation to a certain extent yet I would like for developers not to get the impression that if they have that in then that's going to be that piece that bumps them to the top when a lot of our Workforce may have older vehicles or they might be utilizing public transportation because they don't want a vehicle or not in a position necessarily to have all the maintenance go that goes along with the vehicle so how do we create those amenities that are truly working towards that creating space Gathering spaces things like that but I want to tell you thank you because you captured what small group committee myself Madame chair as well as council member drgs that we over the summer that we worked on and you heard the comments that came from this committee so to the amazing work that you all have done thank you thank you Vice chair Johnson thank you madam chair I also want to to thank you and just say kudos to the the work that you all do and the responsiveness um it looks like this presentation is in response to some of the questions we asked last month specifically for me the location priorities so can you go over that again just so I'm so that I and the public are clear on the changes please on it thank you yes so one of the discussion points that you all had uh shared last time uh was in particular around the qualified census tracks so when uh when um developers are utilizing low-income housing tax credits the qualified census tracks I'll let Warren go over how they apply sure they what they do is they add a bonus to what the developers can get for their credit so I think it's a 1.3 bonus so the reasons that developers Target those census tracks is because it reduces the amount of Leverage that they have to bring to the table to make that they they end up having to ask you for less money when they when they target those qualified census tracks but at the same time it's why you see developers going back to some of the same locations over and over again because that's where the Confluence of this is where we can buy land and get those extra credits are so uh we thought that it was appropriate to actually remove that and say no you know we're what council isn't looking for you to do is look for other highquality areas um that will benefit the residents and um you know not ignore but not necessarily Place everything in those qcts so essentially the way that we had originally written it we were doubling down in those same areas and we heard loud and clear from all of you that uh you want to see a policy that incentivizes uh development outside of those qualified census tracks there there's already an incentive via the tax credit to place them in those same locations and so we've removed that so now this policy is reflective of incentivizing outside of those locations instead of doubling down inside them so thank you for that ex uh explanation because that's that's major right that's a major change and that's really viewing this through an equitable lens and not continuing to um to place low-income housing in the same area but it really is our attempt to balance the needs so I appreciate that change also we talked about the Adu pilot last month right the Adu pilot and I received your information regarding Lo the locations and I want to thank you for that also I see that um and I don't know if that's public information or or can be shared but the uh there's two of them that are and I think four of seven I think are homeowners I have it in front of me but homeowners and then two of them are low-income seniors so that opened up the opportunities I was worried that it was going to be primarily investors and it's not so that's such an important Focus that that we are doing as a city so I want to thank you for that work thank you thanks great job and just for the for the viewers I'll just share a quick summary of what was shared in response to your question about the adus so there are seven sites under consideration two of them are lwi income senior homeowners two of them are local investor owners and three of them are city-owned land sites that will U be developed as um House Charlotte low income home buyer and a um Adu rental Council V oh yeah thank you so much um so council member Brown here just looking over the packet so definitely I want to say thank you cuz it is definitely a wellp put together presentation I know that I was absent um I think the last housing meeting that uh the committee got together but just looking over all of the information that's been drafted and the things that stick out to me I'm big on home ownership rental prices are just skyrocketing and they just get people oppressed and um not allowing them to move forward with u Financial freedom and being able to pass that generational wealth down to family members when you think of home ownership whether it's a condominium um where we use our Community Partners that sitting back there faith and whoever else is representing um Laur who is it Laur Laura thank you I'm sorry I didn't know your name I apologize but I compliment you on your hair right I remember that yes but um I would really like us you know to dive deep into home ownership and financial literacy making sure that when a person comes out of renting that they can own their property and that is going to be the piece that's going to stick out with you know the most for me um dealing with um and I know it it takes time but just starting where a person might think they cannot be a homeowner owner but become a homeowner and that is just golden you know so I love the presentation that you put together I see here under if we can go to page 10 the draft Bond investment categories can I just ask about that piece please you on there the rental housing production can you explain cuz that has like the top dollar 35 million is it based off data um how do we get to giving 35 million over to rental versus home ownership sure yeah um council member Brown thank you for the question so we did a lot of work with a small working group this summer really talking through the priorities um that the council has and balancing it with some of the historical information and Norms that we see coming through the program so what you see when you're looking at U $25 million in trust fund for home ownership is a historically high amount of of home ownership dollars while the the goal was to not um not stop any of the good work that was going on in other categories so your your rental housing production that's your house Charlotte uh that's your housing trust fund your Gap financing on on these deals it's also going to include the work around the the adus and moving forward mixed income and missing middle so it's it is a it's not a reduction in what you've funded in the past um but it's not a huge increase because it was what we heard loud and clear from the working group and from this committee is really prioritizing home ownership so it allows all of that work to proceed while also funding your major priorities oh yeah I so thank you so much for the explanation I greatly appreciate that and then I want to go down to you know I can appreciate the rental housing preservation anti-displacement because we speak highly of that um coming out of this committee but I think that's all I heard I have in terms of the presentation it was clearcut I understood it and follow it pretty well but I would definitely like to see more of a partnership I went out to um Habitat for Humanity and spent some time out there the program is amazing where you know I watched the video where people thought they could not become homeowners just with the income that they have and of course there's some education there's a gap there where you have to um teach people have to be willing to learn and adapt to what they need to uh become to become homeowners but it definitely is possible and I would like to see more of that but this presentation that you put together is amazing but my focus is definitely on home ownership because that allows them to do the generational we and acquire something that they can hold on to for family after family after family generation after generation that's all have thank you brown I do want to add while we're on this school goal sheet um as we think about this being a 2-year cycle and these being goals um because we want to remain flexible I do think that we need to consider what the process will be for adjusting those goals just so that we know and understand um how that's going to work and that the market can be ready for what that will look like uh so that it's not something that just turns on a dime um but also is something that does um inste of folks to actually make changes to what they're doing now so as we think about these allocations definitely would like to spend a little bit of time understanding how we will go about making those adjustments and what will drive that and I can address one piece of that which is that there this if if the bum programming moves forward um with these categories it will work a little bit different than what you're accustom to because some of these dollars are programmatic dollars and some of them are than development dollarss and so the the development dollars will still come through the RFP process so you'll still you know the next step after the bond approval would be your winter RFP which you would see in the spring and you'll get a sense then of what kind of responses you're getting and then there would be a second RFP next year but in the meantime there would also be rolling um uh rfps for the um Noah acquisition as well as the acquisition rehab resale program so those would be rolling and then housing rehab and down payment assistance they flow out the door at a program level as applications come in and are processed so it will be a little bit more fluid than what you're accustomed to seeing with the you know two uh RFP Cycles a year and so it will be important to revisit periodically for you all to see how the spend down is going thank oh I'm sorry before M JS were you nodding at me earlier that you wanted to say something was nodding at yes okay um do you mind if he goes go ahead okay all right so it'll be Driggs then Mayfield then Brown okay and may protm is a oh I'm sorry y got you so DRS and you can go to m Pro mhm so uh for one I I want to mention I think I made clear during our budget process that I had some concerns uh one of them was the large diversion of resources to the single priority of housing possibly in my mind at the expense of some of our other priorities so if I may put a plugin here by voting yes tonight you create a prospect of uh freeing up CIP money okay just saying all right um and uh but the other concern I had was uh that I didn't feel that we were uh yeah I'm being perfectly clear I absolutely uh that that the I wasn't sure we were being clear enough about exactly what the uses were what the effectiveness was of the Investments we were making so I just want to say I had a great time working with the chair and the vice chair I appreciate you two and what we're seeing here is the tip of an iceberg I mean the stuff that we went through and the things staff that you brought to us to look at and think about the data and the considerations so I hope everybody appreciates this is the outcome of a very robust process that interfered with my summer over and over again um and well wor so um it it also does tackle something that we have never really solved and that is location policy so you heard a reference here to the fact that there is an inherent tension between the cost of land and the places we want to be and we used to have a policy that said there were permissible and impermissible locations and it turned out all of the development opportunities were the in the impermissible locations so we kept making assumptions exceptions and then we developed another score card sort of scheme and uh I think this is the best approach to trying to reconcile those things that we've had uh and I I I so I'm I'm very excited about what we're doing here it makes me uneasy I guess I'll call it um and I did want to respond to Miss Brown um one of the reasons that we preserve investment in rentals is because we have the advantage of federal subsidies right it leverages our money so we don't want to leave any we want to get that 9% money we want to use the 4% things um and the other thing that we talked about was there is not necessarily unlimited capacity for ownership projects so we wanted to make sure that we had ample funding available in order to realize whatever might be possible but uh we were just mindful of the fact that based on past experience for us to put $50 million in there was probably unrealistic so I think we're all agreed on the importance of ownership and the extra benefits from it um but we're just working in an environment where we won't necessarily have the ability to do everything we'd like uh in any case uh I'm not voting right here cuz I'm not a member but uh I will support support this in full Council and I really appreciate the work everybody's done thank you that's awesome drop the mic right there we got yeah exactly right the feeling was Mutual council member JS we enjoyed you too go ahead May right thank you madam chair and uh thank you for this information very concise and um I can tell that youve put a lot of effort into it so thank you to the chair and the vice chair Mr Driggs for really working on this throughout the summer for this slide here that we're on Just for context um it it would be interesting to see what our past allocation goals have been in these areas where we focused I know that there's some new areas up there that will be you know new intended focused there so we won't have a baseline but it it would be great for example to see what what our allocation goals or alloc since its past tents have actually been for Housing Home Ownership for example right um I know last year we were talking about doubling our investment and certainly this $25 million is a significant investment towards home ownership so I would love to keep track of what the historical has been at least for the last cycle would you like that now oh I love it yes so in in the last cycle um across all funding sources so not specific to just the housing Bond but if you go to the next slide um across all funding sources you were at um a little over 39 million in multif Family new construction which was 58% of the total investment home ownership was just under 10 million 14% Noah's around 10 million 15% and then home repair and Rehabilitation was 9% and Supportive Housing 4% so in the um since you January 2023 to this summer approximately um across all funding sources that's where you were just under $10 million in home ownership whereas in this programming you are looking at 25 million from the housing Bond and 115 million in other local and federal Investments so it's a significant jump right so it's a 150 close because it'll keep us rooted in not only how far we've come but how intentional we're being thank you madam chair thank you and we will wrap this one up with the next couple of comments yeah um just because I know we' got two more items so just to give everybody your heads up we're going to wrap this one up at 4:45 so um go ahead VI chair thank you madam chair thank you council member Anderson for your questions because we actually had a lot of conversation in the small group where we actually looked at the previous numbers when we were looking at how we're going to allocate I also want to again acknowledge even around the rental housing preservation and even with new projects I had the opportunity last Tuesday to attend the Charlotte construction and development conference and where say three years ago per unit was around 30,000 it's now 90 to 120,000 wow some cases even more than that per unit when you're looking at a town home say It's a Small Town Home unit of under 15 well then that HOA monthly is 260 the more units the better chance of that HOA being down so when we're looking at those opportunities there is going to be and I'm trying to wrap my mind around it cuz I know how I am about our money as if it was my money but when we look at what the some of the requests that are going to be coming before us those numbers are going to be a lot higher because of the cost so I'm also excited because of the faith and housing and getting opportunities to working with religious institutions with that land that's not saying all costs are eliminated but that should reduce the cost considerably but when we're looking at how much our partners are having to get finan we are looking at a greater increase and honestly I think that is reflected in the recommendations that came out of small group when we looked at how funding was allocated previously it wasn't a question of okay we're going to get $50 million more so we're just going to double down on what we previously done we had some real conversations around how does this really tie into our parties and with down payment assistance okay that's great but hous us today are 310,000 up whereas before when they were around 300 we had a little bit more right flexibility flexibility we lost some of that so trying to be as aggressive as well as Nimble enough to address the needs that's why I appreciate what Madame chair brought to the discussion regarding how are we actually tracking these goals and what are our goals the goals isn't always the dollar the goal is impact intent and impact so our intentions were always good the impact on the ground had didn't necessarily reflected at the levels we wanted to and I believe that what is being presented to committee today for us to get out to full council is a true reflection of that intent align Alig aligning with the impact and we have but we also got to recognize costs are a lot more different today they are 30 to some cases 60% more than what they were and we're going to have to figure out how we can account for that thank you madam chair thank you Vice chair council member Brown so thank you madam chair I enjoy the conversation and listening to um all of the experts um at the diets that sit beside me I just wanted to um Circle back real fast because I want to understand I heard you um Rebecca say there's two processes that will be rolling um one was no and what was the other one so the Noah which is the naturally occurring affordable housing acquisition and Rehab that's a rolling RFP and then the other one which is La launching later this month is the acquisition rehab and resale revolving Loan program that's a long name is there any acronyms we we call it ARR so this is this is one of the sheets that we sent out we're trying to trying to help with some um easy to digest information courtesy of Harold over here um we we have we've got fancy names for some of them but this one we just call rr so it's a revolving Loan program to purchase homes uh renovate them and then um sell them to low-income home home I love it okay that's the piece that I want and I just wanted to say thank you to our chair and our Madam chair and our vice chair for all the hard work and Mr D cuz if you look at this for viewers this is is amazing amazing work and staff I'm putting the icing on the cake so I'm I'm very pleased with it and I look to see what we do with it and how we can be effective in the community thank you council member Brown council member Johnson thank you so what does a a a RR acquisition rehab and resale yeah so oh yeah so it it's actually describing all of the steps in the process right first first you buy it then you rehab it then you resell it to a low-income homeowner ask so I noticed all of this these dollars is there any money in here or is that from a different fund uh for rental assistance and anti-displacement does that come from another fund so that comes from another fund okay the uh the state statute with that you know let lets you all know what you can and cannot do with housing bonds U is fairly Broad and it has one specific very specific uh exception which is no bond proceeds may be used for rental subsidies so it's one of the few things that's very explicit in there that is a something you cannot do uh and so out of this particular um Bond investment um there there are no rental subsidies included included in this however you do use local dollars um for rental subsidies um and other emergency assistance like your financial partner process um you fund rent and utility assistance with crisis assistance um the emergency rental assistance program from the federal dollars so there are other sources where you fund um uh emergency assistance and Rental subsidies so when you said programmatic what would be defined as programmatic yeah so things like uh down payment assistance your house Charlotte program um we think of ARR as a program although it's really a revolving fund but it but it's you know something that's applied for and then completed programmatically and then also the housing rehab and the emergency repair program are also uh programmatic Investments where where uh residents are actually applying to a program you we're vetting against criteria and feasibility uh rather than it being an actual development proposal that comes before Council okay thank you thank you um and with that I do believe we've got a uh a request for an action on the table so uh we will wrap this up with um move to approve the committee recommendation so second I don't know y'all move fast third fourth it's been moved and probably seconded is there any discussion on this particular motion all right well with that all in favor is asir on the line any opposed all right it is unanimous we look forward to having this discussion in full councel um with that we will move to the next item on our agenda and while we do that while folks are um adjusting for this community safety framework referral which we are eagerly waiting to hear an update because I know there's been a ton of work that's been done since the beginning of the year when we last spoke about this in committee um you know we put it home I'm also going to ask Danielle will you please join us because I know that you are here in the in the capacity of Economic Development economic Mobility but I I would love your Workforce Development excuse me I would love to hear your all right folks we're going to go ahead and uh start again so uh Miss Frasier the reason I'm asking you to join us is because I know that we don't get a chance to hear from you much in this particular committee but I know that you are closely tied to the work and how Housing and Community and safety as it relates to Workforce Development because our people live in these neighborhoods so please I definitely want to hear your perspective of how these things tie in or what are some things that we need to be thinking about as we form this policy okay you're welcome all right so who am I queuing up for an uh Community safety framework I'm going at it again take us you're going to be so tired of hearing from me by the end I adore you and you know it so I never get tired of hearing from you all right but I also have with me uh deputy director raka Stewart and deputy chief Arrington from cmpd so I'm just saying this squad right here something serious look out all right so again we have a follow-up conversation about a policy referral tonight we are revisiting the youth crime um conversation uh next slide please so we will uh cast our minds back to I think it was March April May where we had uh this initial discussion and talk a little bit about that the overview of the policy referral uh we'll share some update on the recommendations that were discussed at the May committee meeting uh offer uh some proposed investment priorities for your consideration and then talk through next steps next slide please this policy referral was shared in uh February of this year and the primary objective of the mayor's referral was for this committee to consider and recommend strategies to support meaningful reduction in juvenile crime over a 5-year period and you may recall that we had a very robust uh set of conversations um the we had a a deep dive into National Best Practices that was shared from the UNCC Charlotte Center for violence prevention you heard about local data in terms of juvenile crime Trends both property crime and violent crime uh at risk youth firsttime offenders and especially some of the challenges with repeat offenders uh you heard from Tracy Campbell who is uh joining us again today from the office of violence prevention at mackenberg County about the county CommunityWide uh violence prevention strategic plan uh we had a number of conversations with a broad range of stakeholders that we brought to you and then we also shared with you insights from direct engagement with our youth uh we heard from you how important it was to directly engage with youth on on this issue and we brought to you what we were hearing from them uh in may we recommended some preliminary strategies to to support meaningful reductions in crime rates and then in June you adopted the FY 2025 budget that included $4.5 million for an investment in um these strategies next slide please so there was initially a wide range of recommended strategies the ones that seem to really get the most interest and traction um were around expanding inclusion of at risk and Justice involved youth in our City's Workforce and employment programs um scaling up the youth mentoring and diversion pilot programs as well as uh current programs in cmpd expanding our investment in community organizations that are that are um delivering uh impactful evidence-based programs for violence prevention uh scaling our pilot efforts and Partnerships in the Cor of opportunity so this was both our uh uh Youth Employment Program partnership within the corridors but also Workforce uh career exposure and also Civic engagement work that that uh rkus team and the corridor folks are doing of course supporting the ktie blessing center youth Behavioral Health Care Facility establishing clear goals and measurable outcomes anybody sensing a pattern with me uh my my favorite thing to put into all the recommendations and then of course aligning your Investments with other City strategic priorities to maximize impact so we reviewed this range of strategies and there was a lot of uh enthusiasm from committee back in May about these U various opportunities uh the one component of this that was Advanced at that time was the investment in the Katie blessing Center next slide please so in in May at committee and then later June full Council uh approved a $2.5 million investment in the Katie blessing Center uh which when it is constructed will be the largest pediatric Behavioral Health Care Facility in the State uh providing a full continuity of services all on one campus so again this is in the central albam Maro Road Corridor um proposed services include impatient beds and acute psychiatric stabilization Residential Treatment Outpatient Center um even tele Health and Family intervention support uh so a a really important uh facility for our community and uh um exciting opportunity for Council to really invest in both pre uh prevention but also this is the kind of treatment that will help uh youth who are already Justice involved and who may need Behavioral Health Care Services and have not had access to that in the past and so the staff is currently working with Katie blessing Center uh to advance that contract um that was approved earlier this summer next slide please so simple math there was $4.5 million and you've already allocated $2.5 million which means $2 million left in that FY 2025 pgo allocation and one of the things that you discussed in the May committee meeting is the importance of being able to maximize the impact so rather than spreading uh the remaining dollars across all of those priorities how might we craft a uh um select set of recommendations that really creates a meaning full impact over 3 years and so uh we we uh took that homework assignment we went back and we sharpened our pencils and we talked with uh our partners in the community with cmpd and the community relations committee and so we're back here today with kind of a three-pronged um in suggested investment priority so we think what that could look like with the $2 million is essenti uh investing in um communitybased Partnerships uh the city's Workforce and employment programming and then advancing cmpd's mentoring and diversion Pilots as well as expanding some of their existing programs so we went through quite a bit of this uh in detail in May but I'm going to revisit um for uh um some some of the details within each of those bullet points so um the community- based Partnerships the idea here is that we would have an opportunity I'm trying to find my notes clearly um there we go have an opportunity to really expand our community partner investments in evidence-based programs for violence prevention and intervention so some of the things that that that you know could look like would um for example we discussed the youth Le social norms campaign and the youth fellows program so having Youth actually design and Lead uh violence prevention and social norms campaign out in the community um and that's a that's an evidence-based practice from the Centers for Disease Control and uh we talked a little bit about the program that's currently implemented in West Louisville as an example uh another another option under community- based Partnerships could be uh mentoring and specifically recruiting and training and incentivizing mentors and mentees uh with Justice involved or atrisk Youth and we know that there is there is a great need for uh additional funding for uh mentoring in the community and the other piece of uh of investing in Community Partnerships and what works might be related to mental health awareness and skill building so especially for our partners that we're working with every day and also with our staff the importance of of having a lens that's trauma informed to have mental health first aid training to know what are the signs and symptoms and referral sources uh is really critical in early intervention so the idea around the community based Partnerships is that we would put out we would go through a procurement process process either an RFP or a grants process think along the lines of the safe Charlotte grants uh where we would be specifically asking for proposals from our partners to implement specific uh programming in the community that we know has evidence of impact so that's one leg of the stool if you will the second piece is to expand inclusion of at risk and uh justice involved youth in the city's Workforce and employment programs so there was a lot of discussion about this and a lot of excitement about this and rakisha and her team have already started um moving this forward uh last year uh we had many more youth from schools and corridors of opportunity than we ever had a lot more participation in the job and career Readiness training but there's much more that can be done to ensure that in particular Justice involved youth can participate in and and be successful in um for example the marage Youth Employment Program so uh we think that there's uh a real opportunity here um to expand that programming some wraparound Services some case management uh to recruit new t uh new employer Partnerships um and as well as making sure that we have a really good system um for referral and warm handoff between our city programs so whether that's the uh CMP youth diversion program or the uh um mediation programs in community relations committee how are we making sure that we're helping youth connect to um The Internship opportunities and the Youth Employment Program and then the last piece uh of of this is to scale some of the pilot programs that have um started in cmpd for mentoring and diversion and then also expand some of the existing uh impactful programs so you've probably heard Chief Jennings uh share about um programs like Fifth Element and Jade uh where uh officers are engaging with uh uh youth um uh juvenile offenders and I think we're ages 13 through 17 or so connecting them with Community Partnerships doing life skills occupational Training and then um jade uh um juvenile accountability diversion and empowerment am I close um is is a pilot program that cmpd is looking to scale up and it's been really uh successful because it includes also uh Outreach and um connecting families with critical Services uh which is something that's especially need needed for uh justice involved youth is helping um connect them and their families to services that are needed and so that would be scaling up those pilots in addition to providing some uh additional support for um programs that are already successfully engaging youth in Workforce like reach and envision uh and cmpd serves um so that's the three-legged stool um next slide please so if if uh if we've gotten this close and you all decide tonight that um uh it's ready for action then uh uh tonight you can um discuss it here at committee um and then the next step would be if you if you take action a report out to city council and then we would just get rolling um you know from the um uh uh midyear crime statistics that it's not getting better um and so there's a real urgency to um moving and taking action uh in ways where we can really get in and start supporting youth um right away um so we would not not only uh be able to move quickly given that the funding has already been improved in in the budget we'd be able to move quickly on the programming that the city provides but also then um uh initiate the procurement process for those community- Based Services and like uh and anything we do we would also build in implementation monitoring and Reporting uh we we think that this can be packaged with the uh General updates that you receive around safe Charlotte for example uh because these these Investments are really designed to align to your current Investments around safe Charlotte grants the alternatives to violence program the hospital-based violence intervention the um cmpd's diversion program all the things that are already in place these would complement and augment um so the last piece I I'll I'll mention is that again it's not just strategies around investment although that's where we've focused because the um there's a there are dollars on the table um but you also as part of the referral talked about the need for advocacy and continued intergovernmental collaboration so I would note that that there is also you know advocating for increased funding for Juvenile Justice to address uh demand for intensive programming this is part of the U discussions that we had earlier in the referral um engaging in stakeholder discussions to identify short and long-term solutions to address um the void created by the closure of the local Juvenile Detention Center which is ongoing conversations that are taking place and then finally a continued collaboration with mecklinburg county in particular but other partners and stakeholders to advance the community violence strategic plan so it all fits together as part of a puzzle today we're focused very specifically in on this $2 million but just to to remember um it is one piece of the puzzle so I will stop there and be happy to um Pitch to my colleagues for questions Dr St did you have anything okay Danielle Sean anything I love [Laughter] this go Ahad thank you madam chair so a couple of questions we're talking about the 2 million but what I didn't see in this is do we know what the current Financial commitment are to the current groups and if there's potentially going to be an increase cuz I want to get an idea of how much of this 2 million are be are we potentially being asked to commit since we do need to let that stretch out until we can get some interest and make some more money yes so the proposal is that these three investment priorities would would uh use the full 2 million over three years okay so that that clarification helped so over a 3-year period what we're allocating is 2 million cuz I would say I'm a little and I'm going to own it I'm a little confused on what the actual action if I was to put this into a motion is the motion to approve the community based partnership City's Workforce and Employment Program cmpd mentoring diversion program with an allocation of up to $2 million for three over a threeyear period or 4 $2 million over a 3 million per over a threeyear period so the there is $2 million available and so um trying to spend all of it but okay exactly so so knowing you I think up to might be where you're headed but it is it is your call so that then for committee for us to discuss after clarification for full transparency I am a fan of up to 2 million because just because if we say 2 million then all 2 million is going to be spent but there might be some additional things that might come up that be beneficial so I don't want us to allocate the 42 million personally but I do recognize that I am open to my colleagues ideas then how would we is the idea that each time it's time to spend they would come back to us is that the thought so so there's a couple of of U pieces here the funding itself has already been approved as part of the FY 2025 budget so the only approval that's needed right now now is uh the investment priorities themselves however uh there are there are situations where we would need to come back for Council action depending on the procurement process so if if uh if any individual contract or um activity required Council approval that would come back to you and then the other pieces of it would be reported on uh periodically as we report on the rest of our investment so Madam chair if I can ask a clarifying so right now we give the city manager's office up to 100,000 so are we saying somewhere between 100 and 500 so are we saying that if it is over $100,000 then it will come back to council just so that we can make sure that when it's all said and done between these three that one particular organization hasn't been allocated 60% of the funds so the the um authorization currently is $500,000 so following that framework and and it's a cumulative spend so if it's um $500,000 even if it's multiple contracts if it goes above the 500 that has to come forward for city council approval so I would like Madam chair for us to have a conversation around there because again 2 mlion seems like a lot it isn't once with all the priorities but I really want to ensure that we are being as judicious as possible between these categories so that we don't end up in 3 years or a year and a half two years and see that a bulk of the funds have gone to one or two partners and others that are actually doing seeing really good progress not receive the support that they need gotta so and you could certainly set a cap uh if if that's I mean it's it's $2 million and it's three years it's not going to go far we're going to have to be very uh selective and um specific about how that is invested um so there there's not an opportunity within this to go too far to one or the other but if uh but you could certainly choose to set a cap on one or the other priority or say a cap on the amount that might go to a community partner uh in order to ensure that it's spread around in a way that um meets your intents okay real quick my I had two quick ones and then we'll uh we'll move Anderson I had two quick questions um what did make the list in terms of priorities this is why I keep my notebook from every conversation that we've had so mostly what we did was scale back um the Grand Vision of each category so for example when we initially put together uh the request um I think each one of these might have been a $2 million request initially and so we've tried to be very selective about which uh well not a request budget you know when when we dream big over 3 years come on so um so mostly it's selecting parts and pieces out of here um the other thing that has shifted is initially when we were talking about the activities in the cars of opportunity um those have actually been funded with pgo funding specific to the cers of opportunity so think about this is $2 million that you're prioritizing there's another million in the corridors of opportunity budget that's advancing these same um youth priorities specifically in corridors so you know today you you've got 2 million but really you're investing three million in uh um youth crime prevention and intervention because we have that additional buck and in car of opportunity gotcha thank you and then my second question um what happened to some time ago we had some conversations about um program evaluation resources to really go through the cmpd programs and figure out what what the results were of each one I I feel like that is extremely important to this conversation because then it tells us which ones are giving us the biggest bank for our book do we have that data so that's one of the things I she me was here we had so many programs that we actually scaled it back to okay let's let's do 10 to 15 really well versus uh 25 and you know we're just kind of you know half button it right um so one of our ask is actually a youth program coordinator so like our diversion program we' love to be able to track those youth that touch our youth diversion program for maybe up to that 3 five year period you know in our conversations that 3 to 5e period are we making an impact and what type of an impact so we really need a coordinator to be able to do that and track everything that we have I can add to that so there's a couple of parts and pieces one is that in this in this recommendation the EV valuation pieces built in to all three so instead of being a standalone investment uh we've had a number of conversations uh with staff about how we can better track uh program data across all of the things that we do at the city so our uh our programs in housing and Neighborhood Services um uh CC CRC help me relations Community Relations Committee thank you Sean my acronyms are not doing it today and then of course um cmpd and so how how how do we leverage the resources that we already have our data team in it um cmpd action one of the things that came out of the program evaluation conversation that you're referencing is that cmpd hired uh an a program evaluation specialist um within um their team and we also have uh been as a city adding that skill set in our data and analytics team in it uh so so um we have started doing more of that and that's built in here uh we also know that we will need some support probably from external um resources as well on the evaluation side uh but that's that's how we're thinking about it in this uh situation and of course some of the programs that cmpd uh operates have been rigorously evaluated the youth diversion program for example um has has great outcomes and a lot of data to support uh to support that um and then uh we we have been uh working towards that same level of rigor to evaluate all of our youth programs and we think that with this partnership uh we'll be able to get there we' we've already had conversations about launching a youth community of practice internally to get staff better aligned uh and and so we think that's where we're going to start getting not just the outcomes but also the process improvements that come from evaluation cmpd programs that are existing are a result of the previous program evaluation that was put in place or that was conducted by the resource that was hired a couple of years ago yeah so and and what was conducted was an evaluability assessment um which is a really nerdy way of saying he are the programs in good enough shape to actually evaluate and um and uh W Chief correct me if I'm hearing this um wrong but I believe that one of the decisions that was made based on that evaluability assessment was to reduce the total number of programs because some of them really weren't robust enough to evaluate and so some of the resources were then put into existing programs that had more structure yeah so what we're really looking at doing is focus on community engagement uh team that uh serves the entire city not necessarily what division is doing on like some one-offs and stuff so looking at collectively what we're doing and how we're impacting the city with these core programs so like our diversion program it's robust and we're able to track our kids and we can tell you you know if they um if they're a repeat offender did they recidiviz you know I think that percentage I don't know what it's at now but you know at one time it was less than 10% recidivism rate where most of the time we're seeing 70 to 80% recidivism rate right so that that's a huge impact that's a huge win if we can break that cycle right and get them back on the right track and get them involved in some um wraparound services and some positive programming so we'd like to be able to track those um same like data points with our kids from our summer uh internship programming as well as you know Jade um is probably the biggest one right now and then we also kind of coordinate any um I think we interview over a 100 kids now for our summer internship program and anybody that doesn't make it we refer them to myet so you know we work hand in hand with the city and the program and making sure that we're trying to work jointly and uh with with our youth and not in solos so then I know I'm I know we have 15 minutes left so I'll try to wrap so is the idea that when we raise our hand for this we're raising our hand for admin resources to track or this is for programs I would say both in our case um so we would look look at the ability right now we're having to go out to businesses and ask them to support this programming because we don't have the funding um so in the past we would start something and a business would help us fund it get it off the ground we're seeing success in it right so like some of our youth programming that we have in the summer you know soft skills interview skills taking them around to the city allowing them to see what the city has to offer and a lot of our kids were like I had no idea Charlotte had so much to offer so we take them to government of course you know we're always recruiting that cmpd right take them to the Health Care Media Sports and they energized I I would invite y'all to come out whenever they do their um end of uh summer uh where they had to get up on stage and talk about what they learned and how it impacted them and how uh they built relationship ship with police officers it's lifechanging for these kids I can tell you that I've sat in there for two to four hours listening to these kids talk about how it's change and impacted their lives and then the idea with the investment is be this is pgo funding it's onetime funding so we're always careful in these situations to not invest in anything that's an ongoing cost so we're only investing in onetime funds with onetime dollars and we in terms of how we're tracking um we actually believe that we have enough resources across the city to get that started so uh we our our staff in the Youth Employment Program for example they're also talking to businesses so part of the idea of the community of practice is how are we leveraging all the staff we have collectively and then determine you know all there are there then resource gaps after we have have done that work together so between cmpd our staff and hns our staff in it our whole data team across the city the the data team and the evaluation resources and cmpd right we we have enough to get started and then to see if there are resource gaps after that and we want to make sure we pull Tracy in I know we still have a meeting um really looking at you know are we DCA efforts are there ways kind of talk about that process are the ways for us to work together and capitalize on the resources that we have gotcha thank you um I've got okay I'mma go with brown just because we got a action and then I'm going come straight to you oh you going with me yes all right thank you madam chair so the I I love you know what I'm hearing um I also would like to be intentional since um this area is very sensitive to me I know the program you're talking about my little cousin just went through the program this summer it's an amazing program um and and he needed that program so um I can vouch for that and have dropped them off a few times and met a couple of of the officers in the program I don't want to lose sight though um with the work that's been put in and how um much work has been put in that we stay connected with people that can identify with them um bringing Community nonprofit organizations in possibly um we we try to do that some of the program okay all right that's going to be key and important I I I appreciate building that bridge abolutely and connecting those dots with those young folks but a lot of them are just terrified of a badge or police officers to be honest and um um I like what you're doing and I think that it's going to open up a broader Spectrum where we could just continue to move forward I want to um also acknowledge the fact that the wording in here the language that you're working on and I know from a um institutional standpoint offender is what we use all the time across the board I crunch every time I hear that and I know it's something that's got to be worked on but in my presence I'm just asking if we could not use that word when I'm in the room room um it's highly offensive and it's ret traumatizing but I overall I'm very excited with the work that we're doing but I do have to stand unapologetically in my truth I'm hearing that word over and over and over again I know that we said J is inv boled and um I spoke about words that we could use and I know cmpd that's what they use in cmpd but inside of the jail they don't use that word and so I go in um I just wanted to put that out there but I do like what we're doing and how we're getting there but I want to make sure that we have to make sure that when we're talking about young black women and young black men or children that are involved in the justice system that they they have to be able to identify with people that have been through what they've been through and there are a lot of great people in this community that are doing amazing things like myself there are a lot of men in this community that run nonprofit organizations that are hitting glass that we could just bring in and let them be a part of that I I think we we could win we could score high so that's all I have Madam chair can I just ask a clarifying question I'mma hold you one second because I know that you've been waiting thank thank you and I'll I'll be brief um I just Del what is our confence but these are the three right areas for investment right because you know we were out over the summer on break but there are a couple of things that came out over the summer and our midyear Public Safety update came out and the results were not were not good at all uh with a significant emphasis on juvenile crime across the board having at times double digit increases so I just want to make sure that we are being strategic and have a laser focus approach on addressing root cause that's driving these numbers up in a community that and the Jade program absolutely is having wonderful uh results um which is fantastic and I could see that that would be an area of investment but I just want to make sure I want to assess what is your confidence level that that these are the right three areas that will drive these our crime numbers down I just I just want to say I mean there's a lot of factors that play into these numbers right so one of the things that we talked about I think it was last week uh Chief Robinson was talking about that they uh locked up three juveniles they were actually able to get secure custody orders on these juveniles that were wreaking havoc and the University City Division I think I mentioned this in our meeting and in those specific crimes mostly lman from autos auto theft they saw a significant reduction now can we say for sure it was those three causing all that maybe there's a good chance that those three were causing the majority of that crime just three individuals and we've we've talked about that in our meetings back in May where you know you see somebody that's linked to 76 Auto the and stuff like that so I think it's key I mean it it it's a large approach can we get our ring leaders get them you know maybe maybe they need to uh spend some time at uh a juvenile detention center right give them some wraparound resources try to break that cycle right of incarceration and while we're doing that the followers maybe the ones that aren't quite engaged in the criminal activity they'll do it if their friends are doing it but they're not sold on it like that's not their lifestyle those are the ones that we're really targeting for this program our goal is get these kids here before they hurt themselves or somebody else right get them those resources and the rest of them we're going to hit them hard as as far as like getting them into programming getting those wraparound Services has got to be a multi-prong approach uh like you said we we have to get nonprofits we have to get faith-based it's not going to be these core little few things that's going to make a difference it'll make a difference in these kids lives that could have generational impact right but it it's going to take an entire city commitment that that's right that's right and and so I just add that while there some time has passed since our initial conversations the development of these recommendations came out of uh analysis of social determinance of Health the public health perspective on violence prevention um best practices and policing uh program evaluation of the whole range of programs that are available um we we talked about the model of multi-level risk factors um and and um you the ecological systems that youth are exposed to and how it creates conditions for uh um either being victims of or um participating in criminal activity and So based on the expertise from our partners at UNCC Charlotte and uh all of the analysis that's gone into our uh work to date um I've I will say for me I'm highly confident that these are the right areas for investment especially when you consider it's really a fairly small amount of money so you need a place where you can invest where you can have have a impact with a fairly small amount of money so we think of it as you know the youth Behavioral Health Center absolutely a number one priority um and then in terms of the programing Investments we want to invest both from the city's programs and the community programs in what we know works and um and then also pair that with the city's priority around Workforce Development and use Civic engagement so we think this is a pretty good package I would say from my perspective uh I'm still fully confident based on what you all discussed in earlier in the year that the these are the um best uh places to have the most meaningful impact thank you final comment Council M Johnson I know we're running out of time so we can talk about this offline but I would like to talk about the RFP process and the uh consideration of Grassroots organizations um I've advocated for them for a long time so if we could take a look and be very intentional about those re-entry organizations and even work with the there's another program in the city where we're helping to strengthen nonprofit organizations so if we're looking at those nonprofit organizations and just be very intentional so I'd love to talk about that offline thank you happy to have that followup conversation it's one motion to approve second all right it's been moved and properly second to align our investment priorities with the fiscal year 2025 budget to Community Based Partnerships City Workforce and employment programming and cmpd mentoring and diversion programming any discussion all those in favor any opposed thank you so much the motion carries uh two- minute look ahead yeah can you do it I can do it he can do it in one I mean if y'all want to give Warr five minutes I'm fine with that I say five War all right you got five whole it's just one yeah thank you director Hector knows that I'm longwinded and so when she has me present she gives me one page to um present off of uh we just wanted to you know we do a lot of talking about the programming going on in the city and we just want to check back in with you and go this is all moving forward uh just because you haven't maybe heard us talk about it and I hope that you've received maybe some periodic email updates on all of these programs so uh your next round of House Charlotte plus is on the street they're actively receiving appc applications um it is it is open to to all qualifying households but there are priorities for um local government workers and CMS employees that are in that package and um I saw a report just yesterday that several loans have already been spoken for so this program is up and running if you don't remember this program this is a $50,000 ad on to your regular $30,000 House Charlotte program prog program giving them an $80,000 down payment assistance um loan that can then be added to other loans that are available in communities and has been very successful with making people that are just on that line to get into Home Ownership ownership who's eligible if you're listenting today and you say I need $80,000 so so households uh at are below below 80% Ami for a family of that's about $60,000 but don't quote me and again there's priorities for CMS employees and city employees are also eligible for those prioritized categories um next uh the launch um Miss Hefner already gave you a great overview of the acquisition rehab and resale revolving Loan Fund um if you recall this comes out of a pilot that you authorized in 2020 asking us to to do more directly in neighborhoods um to help with home ownership uh in this program um our partners look for uh vacant properties that are being used as rental single family rentals they purchase those properties off of the market renovate them and resell them in the 2020 pilot you asked us to do about 12 of those units with about $1.2 million and we came back and we did 27 of those units for you so we're looking to expand this uh into into an ongoing offering that is revolving meaning we'll make the loans they'll sell the homes that money will come back and we'll loan that money back out to participating nonprofit Partners to do this work to create more home ownership inventory that is also protected with a de restriction to make sure that that unit cannot be used as a rental for the next 30 years it's got a stay home ownership your city-owned land RFP we're going through a vetting process we have um land Parcels selected for your consideration um we were hoping to have this out we we're taking this a little bit slower we are getting phase ones on these properties we're getting phase 2os we're taking a very deep dive into these properties to make sure that they are good properties that your developers won't have any problems with developing so you're going to see um this coming out uh in the fall another round of the city owned land um man Miss Mayfield and I have been um very active this summer working on the mayor's faith and Housing Initiative we are currently writing a technical assistance RFP to provide direct technical support to uh faith-based communities that want to do uh uh affordable housing work um we are writing this RFP we are then going to share it with a group of our faith community members to make sure that we've got it right we will then once they give us their feedback release release it uh to the community uh get those res resources in and then start providing those programs uh the RFP process will take place from the fall into the winter and I hope to be offering those Services through uh the work that Miss Mayfield's doing by early 2025 so that's the update on the the faith and housing work um we're also doing other things with faith and housing we had a brown bag uh last month we're going to have another one this month we're going to have another one in October and uh so we're constantly providing opportunities to continue to engage with the faith community around this work and they are very excited about doing this work uh I don't think I go a week with a developer not telling me that some church has reached out to them they've gotten really excited about this work so we're making sure that we can we can take those resources to the table to help them go further farther with this Mission and finally the choice the choice neighborhoods um planning work uh the choice neighborhoods Grant is a HUD Grant that's connected directly with the Redevelopment of a public housing site so the city uh has been partnering with en livian around the Delah court site um to do uh an application to this Choice neighborhoods program if successful it would be a neighborhood re uh a neighborhood wide Redevelopment including the DEA uh court site but thank you uh and the surrounding area uh and uh if we're successful in getting that Grant from HUD but it's a $50 million Grant creating CommunityWide revitalization uh we just had an internal design charette where we got all of your really smart planners and urban designers who've put together some really interesting ideas for the area um we had a a public meeting um uh in in August and we're going to continue to meet and you'll hear more about uh this work as we design this program so that is uh that's Choice neighborhoods and I will stop right there with 2 minutes remaining thank you waren your um yes Miss Mayfield you have something thank you madam chair thank you for this very quick update Mr woodon I would like to ask based on a previous conversation you and I had that we do slow down on a city on land RFP remember I had asked if we could do a overlay map for our faith and housing because the city has like a bunch of little slivers of land and what I'm learning from speaking to some religious institutions the city might have a lot that is directly connected to some land that a faith institution owns right next to it so there might be an opportunity to expand that conversation versus selling off a piece and then the church that extra little bit would have been what they needed to create a more robust development so if we can look at that overlay sure it's a really uh refined list but what we'll do is we'll do that analysis just on the ones that we're bringing forward and if there's any if there's any results we'll have an offline that would be helpful because I know there was a conversation two weeks ago with St Lou Missionary Baptist for disclosure that's my home church but they spoke with a developer regarding a project and it was identified that a piece of land right off of Statesville is City owned land that's connected to the land that the church was possibly looking at for development I also appreciate and for my colleagues to know when Mr wooden speaks to the Brown Bag first we had the Housing Trust Fund 101 in person such a great response bless you that we had to do it virtual now we're getting ready to do two one that's going to be actually helping the religious institution the gap navigating these conversations with potential developers and partners as well as a discussion with planning and how to understand our zoning with the land so the work that you all got about 3,000 units got about 3,000 units home single family homes that they say we might want to get those back in the community and I say we might want to get them into our community so we can follow up with that but the ultimate piece for committee to know there is a lot lot of positive response in the community we've had institutions one come up and say we got 90 acres of land what can we do I'm like you got 90 what come here Warren I need you to speak to this person or miles this person needs to talk to you so we we are having really robust interest yes around it so and that is strictly because of the leadership of Rebecca waren and miles we have gone in as a team doing this so I want to to thank you all publicly awesome thank you mad thank you I think C Brown had some did I know that um thank you madam chair first acknowledge you and um I know that um councilman Mayfield has been pouring a hard into this work and so Faith B organizations need to do more for the recer so I think this a great opportunity for them to step up and see if they're intentional about serving the community as they say they want to collaborate with the city so this will be interesting to see I know there's a lot of great conversation but showing is proven so the jury still out on that thank you Miss Brown Miss Johnson thank you madam chair how does a church yes ma' get more information or reach out to the city and when I've had churches reach out to me I can refer them to council member Mayfield but is there a website is there faith in Charlotte or some is there a website that they can get more information and contact the record thank you it's like I planted that question you can you can you can Google Charlotte faith and housing and our faith and housing web page will come right up the city's web page and on there there is a public input sign up where they can go sign up to get all of our news blasts around faith and housing and we've been putting regular stuff out to that community so that they can get connected so thank you for asking what you tell me to say saying churches on tomorrow thank you so much for everyone that has joined us today thank you for staff you're doing an excellent job as usual um I do believe that is it for us we thank you for joining us and we'll see you next time [Music]