[Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] w w w [Music] [Music] w [Music] [Music] [Music] w [Music] [Music] [Music] yeah [Music] [Music] [Music] [Music] [Music] yeah [Music] [Music] St Studio we ready to go live are we good thank you thank you everyone good afternoon it's on Monday um March 25th this is the first meeting for the city council this today there'll be several others I expect later on this evening so let's go ahead and get started with this meeting um which is the city council's budget Workshop where we try to work and understand where we stand for the development of the budget that we be presented later on this year this year but let's start with introductions and we'll start with our finance director hi Teresa Smith Chief Financial Officer Ryan Bergman budget director Lana mapo council member at large Malcolm gram District Marcus Jones city manager V LA mayor Dante Anderson mayor protim District one good afternoon dimple Air at large Victoria watlington at large Ariel Smith lead city clerk all right with those introductions we'll turn it over to our city manager thank you mayor members of council we have three items uh today in terms of the budget Workshop uh the second budget workshop and that is cat's budget Outlook we'll also discuss the 5-year CIP and the 2024 bond out Outlook as well as our financial partners we will have uh in the budget committee meeting uh our other Enterprise funds which there'll be a discussion with water and storm water and Aviation that has always been a part of the plan and we have um you know opportunities even that evening if there's any additional information that we have to share so we tried to uh fit this around these uh two workshops but also utilizing the um budget intergovernmental Relations Committee with that it mayor before I I turn it over to back to you um we uh need to make one adjustment and move the cat's uh budget Outlook to a third um and uh with that said May I'll turn it back over to you all right so we have one so we have one adjustment to the agenda and that is with the cat's portion so we will go into the CIP immediately and now I want to recognize council member azir for any comments as chair of the budget advisory committee well let's ready to rock and roll all right thank we like that Miss air that's very cool all right so um we'll go to Ryan thank you all right so uh the first thing we'll talk about today is our 5year CIP and our bond Outlook so when we when we propose and approve a budget we are only approving through Council the first year of our CIP but as part of the plan we also show the next four years so we can talk about capacity future projects as you know when we go through these uh CIP projects they take multiple years to uh plan and execute so I'm going to turn it over to our assistant director Hannah bromberger and Special Assistant for Mobility Ed McKinny who are going to uh run us through a bond Outlook but additionally some of our facility projects and uh the Outlook there thank you ran good afternoon mayor members of council so as Ryan said my name is Hannah bromberger I'm the assistant director for strategy and budget and with me is a very familiar face Ed mckenny Special Assistant to the city manager around strategic Mobility so you'll remember that uh in February at the February budget Workshop Jenifer Smith the city engineer and I were with you reviewing the funding status of all active capital projects so everything that we talked about then in February was related to ongoing previously appropriated projects today we're shifting gears and we're looking ahead to the existing plans for fiscal year 2025 and for the 2024 Bond as a reminder like Ryan said uh you adopt a 5-year capital investment plan annually as part of the budget process but the first year of that plan is the only one that is locked in place the remaining four outy years as we often refer to them um are simply a plan so they're adjusted annually as the budget is presented to you so the starting point for our conversation today are those four outy years for the current budget um and once we recap the plan we'd like your feedback on priorities as we head towards the proposed budget in May this graph Recaps what Teresa Smith uh the city's Chief Financial Officer officer excuse me shared with you in February around updated steady state capacity so the previous steady state included $210 million of General obligation bonds or goo bonds as we usually refer to them and as a reminder Geo bonds have three different Bond categories housing neighborhoods and transportation Teresa shared that the steady state has increased by 18 million so it's now at 228 million we'll talk more about the 2024 bonds later in the presentation uh but I want to mention cops really quickly so the stady state also includes about $26 million on average uh per year in certificates of participation which we usually call cops um and in reality because of the way that facility projects are funded as they move through conceptual planning land acquisition design and construction uh we know that the actual funding um tends to fluctuate away from that 26 million but we build those fluctuations into our debt model the updated study state that Teresa talked about at the February Workshop had no change in the cop's capacity so as we move to talk a little bit uh in more detail about cops projects just a reminder that cops traditionally fund facility construction or facility Renovations and cops funding in recent years has really focused on public safety and on maintaining our existing assets and improving operational efficiencies so you've programmed more than $120 million into the police station construction program that program funded construction of six permanent police stations um you've also programmed an additional $10 million to date to improve the animal care and control facility you've programmed more than 100 million in the fire station program which is ongoing we still have several more years of that program um and that program is intended to fund five new infill stations and Replacements you've funded nearly 20 million in sustainability program advancements um to to advance your strategic energy action plan and those uh projects have really been focused around Evart City own facilities this table shows the current planned out years of the cops schedule as you'll find it currently in today's FY 2024 budget book plus a little bit of a skeleton framework for a draft fifth year of the plan fy20 9 the plan continues to advance the fire facilities program like I mentioned earlier um we've appropriated nearly 50 million to date in that program with a little over 50 more million planned over the next few years the plan also continues uh several consistent programs around Ada Capital maintenance and building sustainability and you'll notice that bottom line reserved future capacity includes about 30 million in future years to address uh inflation increases on projects currently underway or for future projects coming out of the advanced planning program so while 30 million is certainly significant in the world of Building Construction it doesn't translate into all that much capacity in terms of facility projects especially as we dive deeper into the advanced planning program on the next slide so as we look ahead to the project Pipeline and potential uses of that future capacity uh this slide provides a summary and status update on Cops projects that are currently in the advanced planning program the first three projects the fire facilities Equity Renovations the solid waste Equity Renovations and the 911 call center expansion are all far enough along in design that they're ready to receive construction funding and as a reminder those projects have been in advanced planning for several years but both uh the equity Renovations for fire facilities and for solid waste expand female locker rooms at various facilities and the 911 call center expansion uh reconfigures a portion of cmpd headquarters to allow for 22 more 911 call taker consoles the next two projects on the list uh are ready for land acquisition in FY 2025 so that's the relocation of we call it the Ard CDC uh it's the asset recovery and Disposal and the commissioning and decommissioning facility it's a little bit of a mouthful so we just say R CDC um and then also the relocation of the cmpd helicopter hanger um so both of those facilities are on Airport property and we've been uh we've known about these the need for them to relocate for many years and the airport has been a great partner with us uh in refining those timelines uh the r CDC also has some Building Maintenance concerns and so we need to relocate that facility and the helicopter hanger is um in Airfield space that conflicts with the fourth parallel Runway so we need to relocate that facility as well the next project on the list animal care and control this is phase three we've already completed phase one and phase two with that 10 million that I mentioned earlier so this is phase three of animal care and control and it's currently undergoing feasibility and conceptual programming as you may have seen in the Q&A followup from the February 12th budget Workshop some phase three study work has already been completed and um it simply proved too costly uh at an estimated $200 million including $130 million of construction funding um which is significantly beyond our cops capacity so we're also exploring uh building a satellite shelter on the existing Tumi Avenue property or if that's not feasible maximizing kennel space at the existing bym Drive property both options are intended to optimize overall building operational efficiency and increase the kennel capacity but both are still in feasibility programming at this time we'd like to introduce another potential project uh the solid waste Transfer Station that might be suitable for the advanced planning program in fy2 25 if you're not familiar with the concept of a solid waste Transfer Station uh it's a it's a model that many cities use um where you individual trash collection trucks uh take trash to the transfer station site and discharge the waste there where it can be compacted and loaded onto larger Vehicles like semi- trucks and then the semi trucks dispose of the compacted waste more efficiently uh the Final Destination whether it be the landfill or recycling center uh this has huge operational impacts reduces windshield time uh and it also provides sustainability uh improvements and uh perhaps allows us to explore more widespread electric garbage truck usage so a couple key takeaways as we wrap up the cops Outlook portion of this presentation uh one we anticipate acquiring some land in FY 2025 in order to keep projects moving forward but we believe that the existing cops capacity is sufficient to accommodate these land purchases and two it's likely that we're going to need some additional cops capacity in future years uh once these Advanced planning projects get closer to construction so we're going to shift now away from our our cops program and focus a little bit more on our bond Outlook yes ma'am do you want to I had a cops question before we go to the next let's go and see if there are any questions about cops so Mr DRS going back to the animal care and control right it sounds like what you're saying is it would cost up to $200 million to do anything and therefore we're going to do nothing isn't there a uh a smaller Financial commitment that can significantly improve the current situation and doesn't involve diving in for a 9 figureure number M Mr dggs I'll take that uh what we did before is animal care and control was in advanced planning that led to some of the initial $10 million of work that we needed to do but we also looked at the same time at building a brand new shelter that's where you get into the high six figures number but that doesn't mean that we're going to do nothing it means that given the results of that we want to also look at our opportunities to expand one of the two sites we have with um almost like a satellite shelter but it's still in the feasibility stage so it's for for purposes of immediate funding the way we do things with Advanced planning uh it doesn't currently have a a design that we would be comfortable putting in front of city council it it does sound like a way of just not allocating any money because we're allocating money to other places this this is a bad situation over there right we keep hearing about it uh and as far as I'm concerned we're on a sort of Never Never track right here right right now when would you actually expect to see improvements operational based on the timeline we're on well I I think the timeline we'd be on would be to come up with a strategy in fy2 for either of the satellite options that are laid out in the q&as if there's Council desire to go towards the bigger number then we would talk about that but the way like any other CIP project would work is feasibility goes to actual planning which would then go to a number we would put in an immediate budget I I don't for a minute think that we should talk in terms of a nine figure number right uh but we've been hearing from them and uh I'm familiar with the situation and it just does sound like either we do nothing for a long time or we spend a couple hundred million and I don't think that's a choice we have to make I think there are things that could be done to improve the situation there uh with a much smaller investment 10 or 20 if you put 10 or 20 million into an expansion or of that facility uh I I have a hard time imagining how it could cost $170 million to create an animal care facility you know you can build a lot for that amount of money still so uh I would just love to see more action-oriented nearer term uh attention you and I have been discussing discussing this for a couple of years anyway and uh uh I think that uh given all the Investments we make in housing and some of the other priorities neglecting this particular one um is is just not it's a responsibility we have it's something that the city is supposed to be doing and from everything we're hearing from the people involved we're not kind of living up to that so I will just register that I don't know how much my colleagues how strongly they feel about it but uh I would certainly like to see something bigger and sooner than what we're talking about now thank you I want to recognize Mr Jones so thank you mayor um so counc rodrig don't disagree with you so the advanced planning fund did exactly what it was supposed to do we got something 30% design um we didn't think it was reasonable to put the $200 million figure in front of you but immediately Phil has gone back to the drawing board and we're going to take those two options get something like you just said that's less costly but we are not stopping I think what's important is that also this that's the capital side on the operational side there are some things that we will do in this budget to help with that so we won't be silent on the Animal Care control facility we just believe that big number amount is something we didn't want to bring for you for a decision I I would like to see a little more Balan in our budget and and this is an example that's why I'm talking about this it wasn't not not historically a personal priority urgent but I have been talking uh for a couple of years now based on some engagement I had uh about maybe this Improvement or that Improvement and it just looks like because of the one-sided commitment we have to certain priorities we don't have any money Street surfacing sidewalks this is another example and I would just like us to take care of the business of the city thank you all right Miss asmea thank you Madame mayor I would also like to lend support for animal care and control facility uh it's great to hear that there will be some funding on the operational side to alleviate uh some of the concerns that we have been hearing about from public speakers but I think let's not forget there is a sense of urgency here with the capital side which is the capacity um um What's happen happening at the animal shelter is certainly concerning um and we need to address capacity sooner rather than later I know at last year's budget discussion or the year before we've been talking about how we have been doing Advanced planning and that's the hope we have been given we have been giving to the community uh especially those who's been advocating for animal care and control facility expansion so I think if we don't do something in this year's budget we have failed them so I would like to see some sort of capital funding for that facility it may not be a new facility it may be the Improvement I'm not sure what that is but i' would like to see some sort of capital allocation towards it in this year's budget thank you thank you Miss Mayfield thank you madam mayor so as staff is looking at these numbers I recognize we've already committed 20 million we've gotten to a certain place we've identified that we have one facility on 9 Acres another one on 4 Acres when you're looking at the potential of the satellite that's the information that I will be interested in I will make it very clear that there is no version where I would support a $200 million ask for this particular project with all the needs that we have but I also don't want us to forget that we have been making Investments we have been making improvements as the city is growing there's a need that is is growing regarding the amount of animals that are not spaded or neutered and unfortunately when people face the position of being unhoused the impact that that is happening but I'm really interested in seeing what are we able to do on the land that we currently have access to between the two is that a consolidation on that N9 acres and possibly building out opposed to having two different satellites is it creat creating an additional satellite but being realistic and feasible and not give a misconception that we found access to that magical money tree that's out somewhere in the back that I haven't given been given access to in a decade so to be really feasible and realistic in what the expectations and the goals are and not overcommit I think in our package it showed the phasing of the operation and the construction with improvements both immediately this budget year as well as in capital but operations so if you take a chance to go back and take a look at it and then we can probably figure out what else needs to be done or what could are we satisfied with what the staff has pulled together all right Mr Jones so Ryan I'm I'm going to do a uh an audible but I think we have some friends here from Solway Services because on the previous Slide the transfer station may be something new to the council can we talk just a little bit about the importance of what a transfer station can do for us so uh what we are signaling with the transfer station is that we we think this is a really important operational priority to put into advanced planning uh basically FastTrack to the point where where maybe we be be able to buy land in the upcoming year so the way that it works now is uh garbage trucks collect the waste they bring it out to landfills um it's not the most efficient way of getting it there a lot of other cities operate with transfer stations where the garbage trucks can bring it to one transfer station they don't have to go through dirt or um any difficult terrain to get there ideally it's a little bit closer geographically and then from there you use 18 wheelers to make one trip to the landfill rather than 10 trips to the landfill or whatever the equivalent is so this is something we've talked about for a few years um we want to put it in advanced planning and kind of uh take the next step in this budget is really what we're signaling here okay Mr Graham just a quick question conceptually I get it I understand it you talked about buying land what's the specification for uh the the location of the land to to fit this need yeah we we don't currently have land identified um we we' put in advanced planning and then we would look for the land um I I don't want to get into the uh the land you certainly not my uh not my forte but we can get you the information on specifically what it would be looking for I know we've had some um some uh concerns with landfills and things like that uh at the planning level um so I I think I assume it would be uh industrial but it's also important to note that the way these facilities operate it's not a bunch of garbage sitting outside it's like a big concrete building where it brings it in and the garbage is inside but um we'll get you additional information on that education is key yep all right Miss Mayfield I see umney at the door he he's like I'm sorry Brian I'm Rodney actually knows what he's doing hey how y doing so help him out Rodney all right team um I think the question was uh the specifics of how much land you would need is that correct how much space no I was just wearing the criteria for where the land would be located to fit this particular need right um well it depends we love a industrial district but we're looking at at least 10 a minimum of 10 acres is required for a transfer so may Miss Mayfield was next and then we'll have Miss ashir thank you so on the same line thank you for joining us for stepping in so is have you all started a conversation with the airport since we do need it to be industrial land the airport has amassed and still currently amassing quite a bit of land when you look out in Steel Creek area where we have relocated entire neighborhoods with in that conversation of land amassing are we having those conversations so that we can keep this further away from residential yes they're included as well thank you all right Miss asir so for 10 acres does it have to be in the city of Charlotte or anywhere Vin like um there are places that have transfer stations outside of their jurisdiction yeah I just want is that is that something you're considering for efficiency purposes I would love for it to be in the city of Charlotte but it does not have to be okay thank Mr Jones R I think it would be good to explain to um the council how a transfer station works and how it's very different than a landfill and how some of considered very very clean and things of that nature I think it would be helpful yes it's a lot safer a lot cleaner so the transfer station is um pretty much a flat concrete surface a Landfield is craters heels dangerous slippery sliding today is a bad day being it rain a few days ago um but it's a smoother quicker transition of transporting or waste um the last thing we want our residents to even worry about is their waste collection and this would help us and it be very beneficial for us to actually move to mme if you can just provide us a picture of what would it look like right from other cities that would be helpful cuz none of I'm sure none of us have seen solid waste Transfer Station so it would be helpful oh yeah I would love to yeah and I'm sure no one wants it in our district so I think having a picture having a picture of recogniz that today you'll be surprised it's actually some that are in downtowns in some cities W yeah and the Municipal districts that's crazy let's see how that conversation okay Rodney I think what you you should leave while you're on top I think they could take this really to another level so thank you thank you okay okay uh I know nobody if you can go back to that slide let me just add one thing on the 911 call center because it's a positive story uh we were able to reconfigure space over the last year space planning and credit to uh Phil rer and general services staff for all the work uh to be able to expand the current 911 Center and add I think Hannah said 20 or 22 spots which is important because uh a year ago a little more than a year ago we were having those concerns I'm happy to say that out of 125 911 positions we only have two vacancies currently so we're uh We've caught up uh we're continuing to go and there's a plan that's uh potentially ready for construction in the next budget that uh uses what we already have in in a better way to expand those spots okay thank you okay so we're going to shift gears completely no more facility talk we're moving on to our bond schedule now um so this is the plan that's in place for our go bonds in 20124 2026 and 2028 compared to the most recent uh Bond you approved in 2022 so as a reminder uh these go bonds include three different three different categories affordable housing neighborhoods and transportation um and first the council has to adopt the CIP in June and then it's presented to the voters in November so November of this year 2024 is planned to be a bond referendum Year we're not going to spend a ton of time today on housing and on the housing Bond and the Housing Trust Fund but I do want to note that Rebecca Hefner the director of Housing and Neighborhood Services is going to be before you at an action review in two weeks on April 8th and so she's going to be discussing the Housing Trust Fund and recommendations on its uses um so as we prepare to talk more about the neighborhood and transportation bonds specifically you'll probably recognize this graphic Ryan showed it at your annual strategy meeting in January although now it's been up updated with the new capacity numbers that Teresa shared um and what you'll see is that our programmatic funding is constrained in this plan because of those large named projects as they approach construction so as a reminder here we have sort of in that teal blue block the named projects uh but as a reminder there are four of them there's the Eastway Shamrock intersection Bryant Farms Phase 2 Robinson Church Road and Ashley Freedom tuas intersection um and if you want to see the specific budget breakdowns for each of those projects they're in the budget book in the bond schedule it happens to be page 333 in case you're curious um so those named projects so those named projects um as they're approaching construction really start to squeeze those programs like sidewalks and vision zero uh aren't planned to receive as much funding as they did in the 2022 Bond but there is that additional $18 billion of net new capacity that Teresa presented on in February and I'm going to turn it over to Ed McKinny shortly uh to continue the conversation around the Strategic shift that he's been talking to you about for many months now um related to programmatic Dollars and transportation Bond dollars in general but I want to tee it up for him a little bit and just sort of uh remind everyone that even though names might be changing and we might be calling them Strategic investment areas we are accomplishing the same kinds of projects that are accomplished through our programmatic dollars but we're doing it in a far more strategic and focused and intentional way thanks so again OC with the uh City manager's office um now to talk a little bit more detail about the approach we've been having around Mobility investment the Strategic investment areas as Hannah described um we now want to put this into context of uh the budget and how we invest so we were we last we spoke with you was back at the annual strategy session to give you an update on the the approach and the work we've been doing we gave a brief update to the transportation and Planning Development Committee uh last month and we will continue to have that conversation with them moving forward uh including next week what we wanted to do today was just give you an update on what that process a little bit more detailed than what we've given you in the past and then again I think the reason I'm here within the budget uh conversation is to begin to connect this strategy this bigger conversation we've been having with how it will ultimately land and be part of the decisions you'll make around capital budget and investment uh moving forward so what you see on here is a is a graphic you've been asking for we've given you a couple of versions of this uh before and I'll walk through in more detail as well but this this describes those strategic areas there's 16 of them across the city this is sort of a diagram so this just begins to locate you and where these where these are specifically we've given them some names so you get sort of the sense of the context of those uh but as Hannah was describing a simple way to think about this in the context of the conversation today is all of these programmatic needs we've had we had have and we I think you've seen and we've shown you that blue book that we prepared last year which was the 2,000 or so of those needs what's different here with the shift that we're making is instead of just looking at those individually we started to layer those together so where are the overlaps of those needs what are the hotspots that those create uh and then let that be our focus with the suggestion that those needs are priorities for us as a city where they are concentrated where they are Rel are the places we probably should focus where we could potentially have the greatest uh short-term impact and and with a sort of holistic approach could have some uh to to really move the needle on those those needs and those conditions throughout our city I should also say it wasn't just those programmatic needs that drove this analysis we've talked about it before uh we looked at where where we're growing so we added activity centers from the the the 2040 policy map uh we looked at um uh where we have transportation disadvantaged population so some of the demographics of where households have less access to a car older or younger populations that have uh that need a different range of Mobility needs and so again it was a pretty in-depth analysis that got us to these hot spots and sort of represent diagrammatically what you see on this map I'll also say um you'll see on here is the corridors of opportunity so I want to put that in context as well and think about it this way that work uh is really the foundation for some of the things we're doing in this approach and you can almost think of our strategic areas as sort of the extended family of that approach with corridors of opportunity the idea is again going to places where we have needs looking at those concentrations and then developing a strategy around a holistic strategy around how you would approach uh investing in those needs in this case the Strategic areas are with a stronger Mobility Focus but the approach is the same and we believe the success we will have with this approach would be the same that we we're seeing with the corters of opportunity you see these kind of highlights on here to I want to emphasize this notion that there's a focus around this so the idea is we did this analysis focus in key areas the goal is again with this approach looking holistically as we would actually have uh the ability to maximize impact in those areas it is scalable and that's been another thing we've talked with you about uh the intent isn't to create bigger projects right the intent is to create an approach that's focused that goes to areas of need but is and I'll show you a few examples that allows us to sort of have um to to focus and and Implement Things based on availability of funding based on just the the feasibility of work and the desire to get uh things on the ground and start moving in investment without having to kind of rely on larger um bigger capital investment projects they are measurable and again this is just a kn to the work that's ongoing with Council around performance measures and the discussion you had at the at the your strategy session the work we're doing here we'll start to make those ties as we talk about that more in our committees but the idea is we can measure the impacts particularly in those Geographic areas it actually allows us to measure them in a more meaningful way in terms of how it's going to affect Behavior change mode uh and and sort of move the the the needle on these specific areas and then we can collectively add them up right and start to see what that means from a Citywide perspective so again we believe uh this strategy gives us a way to sort of more um to to sort of meet your goals and making sure that the investment we're we're we're making has a has a measurable impact on our community and it's adaptable so the last thing I'll say there is because it's got sort of components to it uh it allows us to test things and be adaptable and certainly technology is one of those things but even the way we invest we may realize that the type of thing that we were investing in a different Focus would make more sense and this this again this approach gives us the ability to have that adaptability as we move forward so if you go to the next slide um so there's a risk in this what I'm about to show you as example um we had to pick an example I'm going to go through a specific Council District uh District Five show you a specific example within that District um there's more work what you see here is a represent representation of work that we're putting together so we'll have a holistic summary package of all this so you'll see that in context um Ryan and and Hannah only gave me a few slides so I couldn't I couldn't go through all the districts and certainly we don't have time but I just again the me the notion that there I want you to know what we're showing here the the application of this you know is a model for how it apply throughout the city so uh again this is District Five what you see here is you zoom in on a council District these circles represent those larger circles I showed you on the full map so here's your focusing in Council uh District 5 happens to hit in touch and uh five of those or excuse me four of those strategic areas so you begin to see the context of how this applies to each of the districts uh within those strategic areas and I'll talk about these bundles So within each of those areas I'm going to show you an example of one but these are broad areas and what we've been doing the work we've been doing is focusing in throughout those uh locations to identify multiple sort of project bundles so this is one example within one area but just again to know that there's more of those within each of these areas you might be able to see on this Slide the sort of a a dashboard there safety equity and growth and again back to the analysis that we did this gives you a sort of a quick snapshot of what the drivers are in each of those areas and the point I want to make there is they're all a little different and so the way we would invest would be different uh they're they're all important in those each of those areas you in some cases there's there's higher growth in certain areas than there's others some cases there's more uh you know safety issues that we've identified through our analysis The Point again there is that that that analysis and that kind of view of these areas given their context is is important for us as to how we drive the investment one size essentially doesn't fit all for each of those areas real quick then just to te up this notion of bundles and I'll walk through this in a little bit more details in the next slide um but the notion there is really where do we have concentrations of needs that have a logic around a focused amount of investment it might be a corridor it might be a location around an activity center or location around a neighborhood and the notion there is a package you know the example that Hannah described is some of our programmatic needs if you could combine those in specific areas do them and Implement them in sort of a phased scalable way you're actually having uh sort of a more holistic impact in specific locations so I'll demonstrate that with an example so if you go to the next slide again this is staying within District 5 now I focused in on one of those uh what we call Project bundles and again uh just one example and this is one I think we've talked a little bit about uh before because it for us it's been a a good examp example of some of the characteristics of this approach so this is the Harrisburg Road Corridor within uh District 5 I think ccil member certainly familiar with this this location and we've heard and had lots of conversations with the Far East neighborhood about the their needs and their expectations and the opportunities within an area like this in Charlotte it's not the other thing to mention here is this is there there are many locations just like this around the city so again it's a good example of an approach that's not just specific to this one District this one location but as you see here um it's a package of things and we've heard this from the community it's it's Street lighting right it's sidewalk gaps it's having safe pedestrian Crossings across to the neighborhoods between Parks uh there's this is a a line that has a bus Corridor around it so it's just having basic amenities around Transit and so all of those things are distinct pieces and from a programmatic approach they're all on our program list right but they all are uh prioritized at a city wide level right the sidewalk projects here are prioritized within the context of sidewalk needs across the city that's a good thing we continue to we will need to continue to do that Citywide but this begins to demonstrate that well what if you package that with other things we could fix and sort of um begin to build those gaps uh connect it to a pedestrian Crossing connect it to a bus stop add in the street lighting and all of a sudden within that combination of scalable pieces you could have real impact on that Corridor it doesn't require us to rebuild that street right the other part of the strategy is we're not we understand that with our limited resources we have to scale projects in a realistic way real sort of an implementable way so we're not again we're being thoughtful to not identify and look for big projects although some will will be but in in many cases like this we're looking for a quarter wide impact that we could have but with scalable pieces that could be implemented over time basic again on feasibility and funding those bundles um again the notion is the whole of this is greater than the sum of the parts if we do that in the right way the components are big and small they can be done over time uh again the notion that they're adaptable and flexible uh in some cases things can happen Fair quick like a pedestrian Crossing in some cases even a sidewalk project requires feasibility work design Etc so again the notion that uh it gives us some flexibility time funding uh and adaptability as we think about the investment in these these locations in a corridor like Harrisburg you go to the next slide now to to try to put all that back together and maybe frame it back up for Hannah in the budget uh from a budget standpoint this is just a a summary now the chart there is from the example I just described so I'm focusing in those on those project components you can see them listed out we started to put ranges of cost to them this is at a broad level so you can see each dollar side kind of represents a scale of investment some as I mentioned are small some are bigger uh and you also see on that chart uh the things that they're the the the the um the kind of focus needs that each of those components are trying to get to so it it touches all of them and so some cases projects are around vehicular capacity and safety some cases certainly they're around Transit uh and bike and ped and so the notion here is to demonstrate uh the work that we've been doing to make sure that these projects the identification of them is not singular in their focus that we're looking for again across uh across all modes across all needs in some cases each project component has a different mix but as you can see the goal here is to move the needle in a packaged way right you can see we would be moving the needle on all of our needs across the board again in a in a phase way and then the last part of that slide you see again a risk here but we want to demonst rate uh what this means from an approach standpoint I just put some numbers there if you take some of those components and say we do three of this or we do a mile of that and begin to just give you a sense of how you could package a set of investment at different scales so that package of of the things that are listed there you know plus or minus would represent about a 2020 million piece of investment that doesn't touch the whole Corridor uh it's it would be the sort of the notion that you're doing that in some specific locations but you can you get a sense there that then that package that we've laid out can be scalable we can do more or less based on feasibility based on funding based on uh the need and the focus in each area so the again emphasizing over and over the notion that this is a scalable an approach that hope hopefully I think gives us a way to think about as we move forward in the capital budget um for how it might get implemented over time so couple things I'll turn it back over to Hannah there's more lots more detail to this we'll be back in front of the transportation planning and development Community next uh next Monday so go into all of these things in more detail we're actually putting together sort of a packaged uh sort of document uh brochure that will have everything you just saw but through all the districts and all the areas sort of a an ability for you to have and see it completely it'll be a tool for us as we go out to the community uh in our engagement that will be tied to the community area planning process that will be going on later this year so we'll have a good sort of simple way to sort of describe this approach to to the community we also have hinted about this back at the your strategy session we're creating an online tool so you can dive in extreme details so we're still in the kind of final details of of uh developing that tool but we'll have that ready next week as well so we sort of demonstrate what that looks like and then obviously we'll have a lot of we'll have additional opportunity with the committee to kind of get into more questions and hopefully get some sort of final Direction on this Strat so that we can continue to move forward with the engagement and the conversation we want to have with the committee or excuse me with the community later this year with the engagement uh going on with the planning department well let's start that discussion right now Ed you don't get to like shift off um we've got a list of um several council members that want to have a comment so Mr Jones you want to kick off this all right right uh uh thank you mayor members of council so I I think Hannah you may be controlling the the screen so could we flip back to slide eight yeah okay and so okay yes you may so so two things that that I would say is this is the state the state that we're in right now and um every couple of years we have this conversation I would say when I first got here those name projects didn't exist exist so there's been a lot of advancement in be able be being able to do large projects if we flip to 12 uh slide 12 so I I know you know folks like Liz and Phil and Debbie and Allison uh are excited that we're able to do something totally different that's um data driven when it comes to projects I do want us to focus on that one little disclaimer at the bottom okay because I don't want us to go back to saying thank you so in that slide eight a lot of that stuff was before Advanced planning and you really didn't know how much things cost so we tried to get this uh discipline around having firm numbers before we come to you so Ed I'm doing this for you Ed mckenny Ed tried to give ranges there's been no Advanced planning we're not reverting back to a place where we just throw things against the wall and hope that we can you know make budgets with that said you've asked over and over and over again just an order of magnitude for these types of project so so there's not a way to come in and take you know the $2 signs and all the $3 signs and add them up and get to a number I'd ask you please let's not do that but it does tell you a little bit about how costly some of these projects could be so I know we're going to get a bunch of questions but I will tell you that it's almost been a rocket docket I'm amazed at how much has a occurred over the the last year uh in terms of just getting to this point but you'll be the judge and I'll I'll be quiet and we'll take questions all right um our first um request is from Miss azir followed by Miss Mayfield thank you Madame mayor so Mr Jones started it started us off really well can we go back to slide number eight um so if you look at sidewalks our resurfacing and our vision zero and implant capacity for 24 26 and 28 is truly concerning I would like us to prioritize those buckets we need to invest more in three of those buckets to ensure that we are responding to fatalities that we see in our communities this is not just about infrastructure it's about Public Safety um I've been asking for a list of vision zero projects especially the ones that are high injury networks and I know debie has a whole list um we need some sort of numbers next to that how much it's going to cost us to address those High injury networks and time is of the essence um the longer we defer some of this High injury networks we are seeing more lives being lost and I would like us to prioritize High injury networks in this year's budget um and figure out a way to address um all high injury networks between 24 to 28 Bond Cycles I don't know what that number is so I would really like us to uh uh staff to tell us what that number looks like um I'm sure there are more more than 10 20 High injury networks um a couple of years ago I did see a list of but you know that list is it's not static uh it's going to continue to evolve as our city grows at such a fast pace um so making those ke Investments are absolutely critical and um uh add heads off to you for highlighting uh District Five Far East in fact council member Molina myself commissioner jel uh we all live in Far East area and we have been getting requests about um gaps in infrastructure and you you summarized it pretty well in terms of street lights just the basic infrastructure street lights uh sidewalks uh and I I would like to see being this being implemented I really like how you had highlighted collaboration with with cats especially with our Mobility Hub cuz we do have when you look at ridership some of the high ridership areas are in East Charlotte so having that collaboration is absolutely important as we roll out some of this um key strategic infrastructure Investments um I have some questions on that but I'll talk to you one on one um but with that I'm I'm I'm just really excited about this Strategic investment area that is focused and scalable where we are um measuring and we are tracking performance towards our policy goals especially our vision zero so with that that's all I have thank you thank you madam mayor thank you for the presentation if we can go one forward to nine I have a couple of questions and one of them is going to be a basic question just to help remind me why do we have Pinel Matthews identify it yeah it's a good we we uh great question we we have adapted those names a bit so it's it's hard to get the right naming around each of these areas and I think someone already mentioned pville mass is just referring to the root that Highway 51 so it's not we're not not in Pineville we're not in math Highway 51 since a lot of people don't necessarily recognize that that a good part of that still is actually within the city of Charlotte they think it is outside so that just if we can just add in and it that might be helpful so while we're looking at this current map where we've identified both potential corridors of opportunity what I want to make sure or what I want to understand understand is are we tracking looking at in real time to make the adjustments based on this map cuz a lot of these areas that were identified as corridors of our opportunity have had major growth major development in them the individuals that we were attempting to assist are no longer in these areas they have been displaced so I want to make sure that we are not in Mr manager this is also for you and we've discussed this that we're not just completely committed to this because the services that we were attempting to provide a good number of those individuals are not there in those particular area so what does that look like today so I would believe that you all are looking at it in real time but if so a update of what that looks like as we move in this conversation would be helpful have you all started looking at it uh I guess the way I would answer see if I'm answering your question I'll put it in the context of the work we've been doing and maybe uh the corridor team would be better answer that question but um I think to to what I think your question is around a little bit is the adaptability of the data right as things change over time sometimes it's a population sometimes it's conditions sometimes it's going to be safety for sure right we track the high Injury Network uh pretty closely so so again back to the approach here is uh because we founded all of this on data uh all of that data changes so we have the ability Year bye to continue to track the changes in that data to help us refocus and test the the investment we're making and back to the notion that it's adaptable we're not locked in on big you know just One Singular big investment we can use the data to help us uh again refocus or adapt uh based on changing conditions and that's what I would like to make sure that we're taking the opportunity to be adaptable knowing that just within the last 3 4 years we've seen a considerable shift also as we're having this conversation and we're looking at our sustainability goals and we're looking at where we're making the investments in pedestrian and bicycle somewhere in this conversation we need to actually get out of this building and drive through Community cuz a lot of our bike lanes are used for parking so as an example three days ago I was headed out to visit a facility off a Park Road but I came up the back way I was riding slowly behind a pedestrian on a bicycle because the entire bike lane was filled with vehicles even though individuals had open space in their driveways so while we're making these Investments and this connectivity we are not do we are missing an opportunity if we're not staying on top whether it's through code enforcement however is going to be done stay on staying on top of individuals not actually using our bike Lanes to park their vehicles so we had that conversation for a hot minute of zero parking at the end of the day we going to drive our cars you have the average household has 2 point however vehicles in it if we're not accommodating for this our bike Lanes if you go down Clinton if you go down Freedom Drive where we built multiple multif family on the side as you're riding through for those who ride bicycles and try to use our Public Access ways we are not making it safe for them based off of our language so if we're going to talk about identifying funding to expand our access ability for walkability and for bike Lanes we I would like to know that we are putting the necessary steps as well as funding in place to ensure that we've what we've currently invested in is actually being protected for the use that we created thank you madam mayor thank you Mr mckenny all right Mr thank you mayor uh Ed I appreciate the expertise you bring to this and I'm confident that we will allocate resources wisely based on your guidance so thank you for that um the the thing that concerns me is what people really want to know is what are they going to see and when uh and so if they hear all this members of the public uh they probably won't be able to relate and it doesn't scratch the itch uh I have a concern that the conversation that this conversation is disconnected from slide please so uh I want to clarify I think what we were told was that the unallocated capacity and the new capacity um that we have identified will be required to cover cost overruns do I remember that right Mr drgs uh just the unprogrammed capacity uh for existing projects would be needed for previous projects the new capacity is truly unprogrammed Okay so we've got $22 million in 2024 that will be needed and therefore not available for new projects correct um and as I go down the list there there are projects of some kind or another uh named projects uh the sidewalks uh I guess uh Miss azmira beat me to the punch on sidewalks and repaving so thanks uh Miss Aira um but uh what I'm looking at is is all of the ceptual stuff you've said and then I'm asking myself when is that how how are we going to do that right um the truth is that with a new Revenue Source we would have significant capacity starting maybe in 2026 uh assuming we get that so we need to recognize that our ability to really do meaningful work in this area does kind of depend on that because the existing capacity that we're looking at is pretty much spoken for and not just in 2024 but if you go out to the 2026 and 2028 you'll see that things like Briant Farm's Road and other things have already absorbed uh so we don't have room in our current framework uh to act on what it is that we're being told and my concern is that the public hears Ed speak and making such great sense and thinks oh good you know uh my priori is obviously going to be high because I have an urgent need um and maybe that means that I'll see something happen soon um so I'm just concerned that we're completely straight in terms of aligning our our resources and capacity with uh uh the plans that we are making and the way we are approaching this topic because at the end of the day we have uh now $20 million uh going down to 17 for the sidewalks and I I like to talk about sidewalks not in isolation but as a uh a symbol I think of uh infrastructure and basic obligations of the city the 20 million buys us what four or five miles of sidewalk and how many miles are in our 2040 that booklet the mobility booklet of thoroughfares and things 260 or something I mean we we just need to kind of you know be honest and upfront about the relationship between the kind of resources that we're able to deploy and the needs that we've identified so uh that sounds very gloomy and I'm sorry if it does but uh I I think that we are also getting into a point with our uh housing and Corridor commitments where we are really going to need more Revenue if we want to keep doing those things and not get into a deeper and deeper hole here I'm not an advocate for more Revenue but I'm just saying I don't see how we can continue to commit almost a quarter of our uh of our Capital capacity to the housing priority and do as little as we're doing in those other areas and not find ourselves at some point in the future in a deep hole so I hope we can be realistic about that and uh uh I would join I think M Air's comment about um how how how do we accomplish that right so this is where we are right now and we know what the name projects and the projects that are at Advanced stages will will do for us what is our estimate of the unmet needs in the future based on this plan you know let Let's Line this up with the needs that we know about and the progress that we're making towards meeting them and and get more realistic thank you thank you I've got a few questions um the first couple are more self- processed questions it um I just want to make sure just very explicitly what is different about this approach this bundled project approach versus previous the the basic difference is uh maybe recognizing something that we've just been talking about today which is um the vastness of the needs and the limited resources and so what we've been trying to do with this this approach is to say that means we need to go where uh sort of the concentration highest needs are not necessarily in one bucket right not necessarily just from a sidewalk perspective a congestion perspective and so what we did is we took an analysis across the city looked for those hot spots and made sure that we were using kind of a a datadriven approach to focus where we think the limited resources the focus resources we have will have the greatest impact on the community so using all the same information we've had before but but looking at it sort of with a more holistic view trying to concentrate where the greatest needs are so rather than one large project you're bundling a bunch of smaller ones that you think will have a larger impact yeah correct and that's that's actually another part of it right is let's go where the needs are but then let's let's push ourselves to find an approach that's scalable uh that could be implemented you know based on the resources we have quicker um but you again I don't want to say we won't still have big projects there's still big projects out there but we want to we want to balance so that we can hopefully deliver based on the scale of funding no matter what funding we have uh we can deliver in a quick way uh but just not as not as expansive depending upon the the amount of funding that we have available okay and then just so I'm clear the previous project list these the projects that you're selecting from or bundling together are coming from that full project list that you gave correct I mean the the biggest summary of that was that that blue book with the 2000 and that that again was all data we already had that's represent representative of our sidewalk gaps of our street lighting gaps of our high Injury Network Etc so uh not in any additional new information but also as I mentioned we used other data to test that right where are where are areas of growth like our activity centers um you know some of the de demographic information I mentioned so also used a little bit of other data to sort of test again where we think we'll have the greatest impact thanks and then my next question I want to validate something that I just heard because my question was more around like size of the issue if $20 million is for four miles and there's 260 miles identified this is a $ 1.3 billion problem just if you were just to do the basic math of of sidewalks I think that's uh that is the basic math when you're talk about a mile of sidewalk being somewhere between 5 and $8 million a mile and that's just sidewalks not even the actual roads correct oh yeah okay um I'm sorry Mr Jones wants to comment on sidewalk cost um and Liz and Ed will help me I don't think we've ever contemplated that every sidewalk would be built by public dollars there are relationships with developers that go with this so that's one of the reasons why we don't do that mathematical calculation because it would assume it's all on us did I get that right ships piece here that already accounts for all of the leverag dollars the these other colors the side walks resurfacing Vision zero congestion mitigation that's separate and apart from what we think is going to be um we've set aside dollars for what we think we can leverage against and then we've still got these other dollars or how are we thinking about that yeah so the the public private partnership is uh the the bigger uh economic development jobs type deals that we've done like Valentine reimagined um The Innovation district with Atrium um some of the uh items that were approved out at the River District so so much of that 34.7 for 24 has essentially already been approved and this is just um executing it as you get further out they haven't been uh totally uh allocated yet but but that was just in the plan set aside for those types of big projects okay so then my question is for the other uh buckets as it relates to infrastructure and safety Etc is where in the factors are you capturing opportunity or ability to leverage for private dollars I saw SA safety I saw Equity I saw growth how are we considering where we can invest that will drive a private investment that will scale maybe an example or two based on what we already do now uh and then how that might apply to this approach um one of the programs you have is congestion mitigation right that we've started the last several years we've been using those dollars exactly the way you're describing which is those are areas where we we know growing we we are uh involved in those development projects and then we're looking for as those projects come and the Investments they're making for their impact their private impact we're connecting that to where we think we can add to that uh and take take advantage of the leverage that they're doing in terms of the investment they're having quickly but have those dollars available to partner with them in a very adaptable quick way uh that approach could be certainly be part of this adaptable approach we have around the Strategic areas so having the flexibility to Pivot uh to when we when we capture and identify those OP you know those uh Partnerships with private development uh we can we can execute on those in a quick way with this this notion of the Strategic EV um investment areas and their sort of flexible adaptable approach to solving problems okay I think too it will be great for us to be even proactive on that where we see these project bundles if that's an opportunity to go find a willing partner I think that that could help us to accelerate some of the ones that we know rather than there's there's a place for pivoting when something comes up but certainly if we know there are places we can get great bang for our buck how do we connect with those that are nearby in the private sector and and drive a a solution um and then my last question is kind of along those lines as we're talking about looking at these buckets knowing that there is some level of overlap between the buckets I'm wondering if there is a way to restructure how we're looking at this bonds piece because as I think about even though and I want to be clear corridors after 2024 goes away so I don't want I just want to make sure that we're very clear about this idea that we're leveraging or we're balancing corridors against Transportation improvements two completely separate things two totally different orders of magnitude of what we need so I don't ever want us to be in a conversation where we think that we're having to choose between making Corridor Investments and making Transportation Investments they're not they're not the same um but anyway I think it would it there may be a opportunity to recategorize and restructure how we're looking at this because it feels like several of these categories could overlap and I just don't want to give folks the impression uh to council member edme's point that we're only spending $4 million on Vision zero when the reality of it is is if there are components that help Vision zero and some of these other buckets those are dollars that we don't see getting allocated to those places um thank you all right Miss Anderson mayor protim thank you madam mayor um to the so just to the last Point Miss watlington made about the budget versus uh impact right and I think that's the view that might be helpful is if this is what we're budgeting this is what we're we're planning but there are some um there are some um derivative impact to budget in other areas that are adjacent to some of these buckets so there might be a way to have a demonstrative picture of impact to put beside this right that might be helpful for everyone to absorb but I wanted to say a couple points one is I think the last time we had this discussion and we were looking at this chart I I made the same statement around corridors and the investment that we've made in corridors has unlocked the opportunity to tap into federal dollars in a significant way right so it's been a multiplier effect to the 10 million that we have invested as in our budget I would like to see some dollars allocated to corridors um you know out on a go for it basis after 2024 because it will bring more more dollars there is a multiplier effect to these underserved areas that haven't been invested in in decades so I I don't want to see our our skin in the game if you will go away from that because it would have a trip a Rippling effect the other uh question I wanted to ask is on slide 12 um Mr mckenny I I like the the I like the framework here and and effectively the you know the T-shirt size of cost on the far left side um you mentioned that you haven't gone through the full exercise of completing the bundles for you know the balance of the map that you have on the previous slide is there a projected date well where you might have a a um you know an encyclopedia of these project Bund for the entire city sure um and I know that's the question we continue to get asked which is the which is the right question the lots of work we've been doing behind the scenes to get there so there'll be anver a version of the encyclopedia uh as early as next week I've I've hinted around this online tool that we've created so we'll have uh we've been in work on that now for a few months to have a way for the community and for you and others to be able to navigate so it'll have an interactive map where you can zoom in each of those are is you'll begin to see the way we've been identifying bundles and as I mentioned there's more than one you know within each strategic area uh they won't all have you know the level of definition that even some of the things I showed today and part of that is because there's a lot of work to do uh part of that is we need to and want to have more Community engagement so we're thinking about that as how it will happen uh and it's really ideally coordinated with the community area plan process and then the other part of that is back to the datadriven adaptability is this is going to be a living thing so uh we will have this we have this database now in the analysis to help us continue to inform the thinking uh adapt so some of those bundles are going to change they might move in terms of the focus so there's a sort of a it's it's never going to be a static thing I guess is but but absolutely we'll have a a pretty comprehensive a tool um to share that will give you and the community ability to go into a lot more detail see across the city okay great and then I I I am aware of the manager's comment about uh the note at the bottom being that you know this is a reflection of current market uh rates however on in the far right here when you have the plusus 20 million can you just be add some clarity to that is that really and truly like a standard deviation swing of plus or minus 20 million can you get more clarity on that one yeah again so what we what we showed here was uh simply a quick very simple math right to just demonstrate how you might bundle something and get to a general cost all the caveats we just talked about um again what you see on there is some basic basic numbers that said okay if we had three of this or a mile of that we generally use those those ranges and as the manager just described that's those are pretty broad planning purposes uh so generally with that uh the point there is to say that we could take that Harrisburg Corridor the the range of investment and sort of calibrate and tailor uh a different set of different scales of investment based on the number of things you do which would really be calibrated to the investment uh the amount of of of investment available for us so the I don't want you get too fixated on the 20 million just the example was if you were to kind of collect pieces of that bundle in this case the numbers that we've described and we did a sort of simple math that said you're probably within a $20 million plus or minus you know of maybe 15 to 25 something something of a range given the scale of what we're talking about but again the point is uh the bundling proc the bundling strategy gives us a way to calibrate really focused on the availability of needs that we have um and last thing again to say around the the feasibility work all of this even the level of detail that we're going to we've we've prepared and we'll be showing you next week we'll have to have this ongoing feasibility work that as as bundles become more defined and it makes sense to move those forward in terms of priority uh they will have to kind of move their way into kind of the advanced planning process to give us um you know the level of detail and understanding of feasibility and cost so that those numbers will constantly be refined and updated based on you know our own feasibility work changes in the market Etc okay thank you that was helpful it it's um that's also sort of outside of the note that we have below there right so you know in our estimation of this um standard deviation swing of of plus or minus 20 million then you also com compound it to that would have Market swings as well as it relates to cost which at times could be beneficial um but quite often we're seeing the opposite projects I think we need to just Echo Mr dr's comment I was eight is of a variety of these um bars Revenue source projecting in these bundles in a timely fashion thank you Madame mayor to address some of the questions that you or statements Miss body would like for us to do so what I see is even to uh Dr wallington's point I see something different in 2024 in terms of that stack that's not reflective of what we see today and it starts to build what 26 and 28 real um some of the instead of having that that disclaimer on slide 12 what we get in the 2024 bond is the ability to take some of these bundles and actually begin to cost them out so while it seems that it's really a two-step process I guess it is a two-step process first we have to do is change this in a way that's measurable in 24 but with new source slide 12 just doesn't happen at all and that's kind of what we need from the community yeah and that's why it's important to read the disclaimers wrap this up wait I I think I think the mayor Pro just did what said you're right right you have Miss Molina you got to read to find print Miss Molina first and then Mr gram thank present really want to see that slide um first I'd like to before I say anything else um thank you Mr McKenna uh because I know how hard you've worked on this subject matter are to the entire uh City of Charlotte and the residents and listening to their concerns and making sure that those concerns are lifted up to the council so that we can make decisions as a result um I I love a data driven perspective I think data should drive our decision-making um including the quantitative portion that involves how we're going to pay for it right so I'm under No Illusion that we can just say to the people of the Harrisburg Road Corridor or anybody that's within that range that hey we're just going to do this and there's some magic number um that we could associate with being successful and then being able to scale this to the rest of the city however I'm really excited actually I remember in the retreat you spoke about the public and private partnership opportunities um and that being a target for for some of these opportunities and so I'm really excited to have that conversation and see how it evolves and I am most heartened by the success of the corridors project understanding that by way of federal um dollars that we were able to access and money that we were able to put into the CIP the private sector actually matched that to the tune of $170 million there's an appetite from our priv the things across the city that we need I think we all know that you know our need right now um is is much greater than what our financial capacity entails um and so with that being said specifically I want to raise up and I think this was where to start with that needin the only proximity to a major highway or thorough Affair that is even attracting um development in all of East Charlotte you know that and I know that too right there's only one little Slither of a 28 Precinct area that I represent that is even attracting development we have 55 um hearings and of them belong to East Charlotte just one and so with that being said we have you know this mismatch in Development coming to an area where this would make this a great example to start with right so we're talking about um an area not only of need but an area of high need to even meet it where it would actually be comparable to basic areas that are already developed around the city I think this was genius to sit this up here and to say how do we use this as a catalyst this is how we take something and I and I'm encouraged by the appetite for risk to say okay we got planed projects we have this very extreme area where you know if you if you just turn on harrisb road you try to walk down that street and this car is flying by you on both ways right you got all of this development out there that's popping up left and right and you can't even walk down the street without taking a risk of being hit right and you can't even catch a bus cuz the bus stops aren't out there right so I mean I I I don't want to conversation and I know this is realistic I want to absolutely make sure that I personally as um the representative of of this example and and knowing personally because I don't live in the Far East I actually live in the Middle East I say Middle East I mean the middle portion of the Eastern area of Charlotte I need to make sure that I'm very clear in saying that uh and give some some some clarity to what I'm trying to explain here but who give her full-time and part-time capacity to lift up the people who live in the finco um stretch I she's jumping somewhere looking at this and doing amazing human beings that we have who have been really tied into this conversation and lifting some of this up and we do happen to have our County Commissioner who works there or I'm sorry who lives there we do happen to have one of our at large Representatives who lives in the finco stretch and a number of other leaders uh that that actually live out here and know exactly what this means so um I I think um you know like I said I I as a person who personally and professionally understands with a background in banking where I did you know a lot of the same uh quantitative analysis I know that we can't make this pie in the sky but I would really like to see whether especially in that meeting I I am eager to get my hands on what you're considering to be an encyclopedia so that I can delve deeper and see if this is something that we can present where it makes sense for the whole of council to say maybe you know as far as plan capacity is concerned as far as Partnerships with our Private Industry how can we make some things like this take place and I know that this in particular is not the the only place I I don't want to tell any of my colleagues that I'm saying that you know District 5 should take any type of precedent over any other area but I can personally tell you based on my own quantitative analysis based on my own digging into what mecklinburg county has published as far as land use and what we actually determine based on our land use you know um decision making and and past area plans how areas like this across our city have been left out and know they're not corridor but these are areas that have been completely left out of what development has looked like because most of it was unan nexed right so how do we bring them into the fold how do we give them the services that they pay taxes for and they trust us the decision so I mean I won't to belabor that point but I I just want to make sure that I accentuate uh this strategic area because I know it personally right I represent and lift up the people who I know are working on this day in and day out and I think it's important to look at every possible way even understanding what our capacity is and I know as far as a municipal bond in any budget I mean making this plane for the people that we represent we know how much we're going to make a year right and based on what we know we're going to make a year we decide where we're going to live we decide what kind of car we're going to drive we go to the grocery store we do everything else with that budget and if we intend to do something else we have to move something from somewhere else right I mean it's the same thing for us on this larger scale so I I understand that I understand what we're working with but we have been successful corridors is I am proud of corridors it is one of the proudest things that I think that I go outside of our city over and over and talk about the fact that we have this unique public and private sector opportunity in the city of Charlotte where our business sector will will partner with us for the priorities of the taxpayers that we represent in this city so I know there's capacity for this like I said we could you know talk about risk assessment we could talk about you know quantitative analysis we could talk about whatever we need to but I would love to see what this would look like if we actually planned it out what does it look like how do we you know check some of these boxes and and make this you know possible and then we you know lean on some of those Partnerships that we have and those you know private sector opportunities that we have to and look I don't want to sound like I'm I hate pandering as a resident I hate it to see somebody Pand I don't Pander to people so I don't want to tell people stuff that we can't do right you're never going to catch me doing that crap but I would like to dig in and find out what we can do and then be specific about what we can and what we can and find out what capacity we can dig in to make what we can happen happen and what we can't we can we just say we can't and then look for a way to do what we can do right so that's all I got to say thank you very much well said Mr Graham well I I hate to follow that up and be Scrooge but but you know saw a TV show back in the day I guess I'm telling my age it was called fantasy Allen right and the guy was said the plane the plane right and it's the money the money and that's why we need to Pivot from 12 to 8 again right be because all of that is good work but if we don't solve the resource issue all of it is just fantasy right and and we started this whole budget um conversation in January um facing the fact that we had more more needs than resources as we move forward right and we hadn't even talked about housing we're going to talk about that in two weeks but there we talk there's some members that want to increase that $200 million right which throws everything out of whack and there may be a legitimate reason to do that right um but the other question is how do spend it but if you can't spend it and get a return on it then just having $100 million is just having $100 million but so my my point is this um I think we have to have a realistic conversation sooner than later uh about how we're going to spend our resources and how we're going to raise additional resources uh we need to have a a growingup conversation about basic infrastructure uh like s sidewalks and resurfacing that we get phone calls every day about just got one this weekend about basic government type of deliverables we have to have a grown-up conversation about housing right uh and I can I can give Mr Ed's U speech as well as barari speech about how they feel about it I think right in reference to other priorities the truth is in the middle right um and so and and I agree with M protm that we are to um find a way to continue moving quarters along the way for a wide variety of reasons and so um the issue is resources uh and how we prioritize um notwithstanding districts the city right in terms of putting the resources where where the impact is right I think that was just an illustration right um in terms of you know could happen if we would bundle and but I think the issue in terms of the limited resources that we have even with an increase we still have to be very strategic about placing those resources where the greatest impact for the entire Community uh not from a a a segment of the community and I am District rep and I'll take anything coming to District Two I can get right but the land except the landfill no it's not called a land Phil is called transfer station right we we got enough industrial on too but but even even with that touche right you you have to think about the city as a whole and where those things are properly located and those are delicate conversations ad doubt conversations for a growing city so uh Mr MRI it's resources and how those things are color charted and um the number asside them at this point from my perspective is kind of meaningless right other than the the the cat other than the name project which is already accounted for the others are like you know everything on the table yes all right thank you Mr Graham Miss watlington thank you uh Mr Graham hit on a couple of the things that I I wanted to point out um because that is one thing that is we think about housing and going forward what we do because there is conversation about increasing the housing B we're we're absolutely going to have to talk about what does that really mean um and one thing that I know that Council Mayfield and I have said um on occasion is that we've got to understand what the community needs are and I think that as we're having this conversation we know that infrastructure is a big one right so there's got to be a discussion um and a strategy around housing itself as it relates to Transportation because housing is a transportation problem right and so we've got got to think about how do we properly incentivize and where we properly incentivize development such that we can leverage that investment to deliver better infrastructure which ultimately will make particular housing areas more um more attractive and so I I absolutely we need housing I think we've built in partnership with the private sector quite a bit of it um which we'll see a little bit more uh later on tonight as we talk about what's been built since the Udo and what's been permanent those kinds of things I do think that we've got a particular glut in a type of housing particularly multif family um that happens to be the type of housing that is traditionally incentivized through our Housing Trust Fund and our housing Bond dollars we've got to have a conversation about how do we use those dollars to drop the overall big picture uh that we're trying to get to so as we're having discussions about housing Bond whether it stays whether it increases it it has to go part and part so with Transportation the two have to have to help each other um so I look forward to continuing to have that conversation how we move away from this just investing in construction of housing to how do we ensure that what we're what we're creating are are better neighborhoods which of which transportation is a part and then other thing I wanted to corridors included let me say that we want to I also just want to add my add my support into the idea of continuing to invest in corridors um the second thing and this is more question for uh our finance resources and certainly we're going to have to talk about this offline but I just want to lift it up I have a perennial question that the manager knows and fundamentally what I'd like to understand is how when we make these Investments and we talk about economic impact and we talk about generating additional revenue and all these things it doesn't feel like it is trickling down to the residents in the sense that we've made Investments such that now we've got more capacity so that we're able to afford our growth I still am not connecting the dots because it feels like as much as we're investing in particular things and we're hoping to generate revenue from it it's still not a net benefit when it comes to having capacity to invest for the people that we that we're seeing move into the area every day um so it's it's that cost of growth piece and I still don't I still don't feel that we've got our arms wrapped around it quite enough does does that make sense yeah and we we'll uh we'll provide some information in the Q&A a lot of the the reason is that our main Revenue Source property taxes doesn't grow with inflation um and so a a cost of a labor hour or a capital project has been going up substantially 5 to 10% but property taxes were really only getting growth from anything new um and so that's going up a couple of percent a year and that mismatch there does cause a lot of strains thank you okay this has been a great discussion um um I think all of us recognize at this point that the idea of these boxes that we've ordinarily have used are not going to take us far enough into a discussion that will allow you to make a decision as a group as you vote on this for the council it will have to be a number of meetings that have scenarios and outcomes and and all of that but at the end of the day I would hope that the council would establish a principal statement that the community would understand and understand why we are making the decisions that we are making I've already gotten phone calls from several groups on the housing we're going to do $100 million well you look at this program today and you think we can but should we how do we what is possible what is feasible so those kinds of discussions are going to be really important and and I think Mr Jones we have a budget committee that may be able to develop those scenarios for us um with the help of the team that you guys have done a terrific job and then also as we combine maybe there's a joint meeting with um development and the budget committee to say okay here's what we've got presented if we really want to address infrastructure and then how does that work with our numbers so I hope that there'll be a conversation that the council members will have about the choice that you want to make on how to to process this and we cannot forget that this is almost um April not much longer right next week next week next week so let's mul this over but let's put some ideas on the table and get them to the manager to say this is how the process might work and I know that Ryan and his team can tell us whether or not how it works and how it fits and then um I hope that the finance director will figure out some way to cave out a few more million but at the same time I think that this is really truly the test for this Council right now so with that I think this is the end of it we have another section of what we're going to talk about today in this meeting what time is it now um it's 4 o'l almost 4 Financial Partners you want to do Financial Partners let's go for it right now everybody pull out their financial partners document I thought it was interesting as I read these um how much and how many more we are getting for request in terms of new applications as well as the opportunity to request more than the prior years so just like we are looking at the numbers the nonprofits that we have cons served people that think that we should be able to serve of them um are increasing both in terms of operations and costs so with that I'm do I turn it over to you Ryan yeah I'll I'll introduce uh Marie Harris our deputy director who on top of this presentation is also handling a Q&A for the business meeting tonight so she's pulling a double and triple Duty thank you and good afternoon and uh as uh mayor said you have your packets in front of you that have a lot of details on every partner but I'm just going to go through some of the highlights of the process sorry is there somebody does have a packet I'm sorry you ready okay sorry thanks so first off just as a reminder um the council and particularly to the public Financial Partners are agencies with which we partner with to move forward council's strategic priorities and we part with them on specific initiatives or programs specifically designed to help support and Advance Council strategic priorities and it gives us another basically a set of boots on the ground for a lot of them that so we have more um Partners out there helping us move these forward and just an overview of the process so this year the application process opened in November and closed for and this is for people people apping to be new or renewed partners for FY 25 and it closed in January but I want to highlight um the fact Cherry Smith's here and she's done a lot of work making sure everybody knows about it it's not just posted somewhere in a website it is definitely posted on multiple places on websites but she's also worked with the housing and neighborhood development teams with community relations and a lot of our partners to get the word out and definitely um anybody that's um contacted her throughout the year and our current process I mean our current Partners sorry get notification hey the applications up and running we like to you know anybody that's interested please apply and so that process is going but at the same time if you look across the bottom there's a parallel process for our existing Financial Partners so this year Financial Partners are also some of them are reapplying many of them reapplied but they're also doing midyear performance reports and Equity reports so so for everybody that you fund they also do and I say everybody except for some of the housing Partners have different Federal requirements but they do midyear performance and Equity reports they also work with our CBI office to do quarterly reporting on their um CBI participation as well any questions on the timeline okay and then again this is going a little bit more into depth about the performance so we have established performance measures so when they submit their application to us they have performance measures they're proposing and they talk about how they will align with council's strategic priorities and specifically basically what they plan to do with the city's investment CBI office works with them on having utilization goals and those are updated quarterly and we also have Equity measures that they work on and and they report on the performance measures and the equity measures at mid year and year end and that's written into their contract as well and then when we look at Financial Partnerships we typically look at them in the three categories of funding the main one um that you have the most discussion around is the discretionary revenue and that's um allocations from the general fund or pgo dollars and so that's the one that um you have more flexibility of what types of programs and um Partnerships to fund we have dedicated Revenue that's Partnerships that are typically renewed annually such as MSD Partnerships or ones that are funded through occupancy tax and food and beverage taxes and then we have our H our housing Financial Partners and those are typically funded by federal grants and for the discretionary um funded for the request this year if if you call we had roughly 100 I mean sorry 100 1.3 million funded from our um general fund of pgo and then we added additional 250,000 in arpa funding and it's important to note there's actually we had um 480 in arpa but one of the partners didn't repply so we didn't show them in the equation we have that was what's currently funded for new agencies and this is um in part due to Cherry's efforts and the rest of the city teams and Communications and the neighborhood and housing folks that she worked with we got 2.4 million and that's really substantial because that's you know a million more than we funded last year through the general fund and increased agency requests also so the increased agency bubble is current partners that reapplied and asked for M more money this year so let me make sure that I can say this so it was up from 2.4 but was that for only the me members that we currently have no man that's new agencies 2.4 is totally new agencies okay so if you and I'm sorry I say that but there's one that got arpa funding through a different program but for the most part those are those are totally new through the financial partners process I I I understand I I think that that we want to make sure that we have that information across like you know general fund arpa cares and this that's correct so this is the light green bubble is the arpa from last year that's that's in here so but really block love Charlotte did not reapply so last year for arpa we funded uh 480 in arpa funds and that was one time arpa funds right and the general funding that we typically do was one .3 million okay any other questions on that before I move forward okay thank you block love Charlotte was a direct appropriation from the council not a um a budgetary item it was a direct appropriation through arpa to ARA yeah so it was yeah captured in the budget there's several that um and here let me go ahead and move to next so the ones that are funded through the arpa funds that you're mentioning are in parentheses right here I so that was a um a budget amendment you made to the manager's recommended budget and chose to fund those through ARA at some point it might be good to show totals all the way across arpa cares General whatever and then the requests and I think it's helpful to see the total amount um Miss asir I had a question or yes I'll okay and then so to your point here's the total that is funded in in 2024 was the 1.5 million and then the new funding is 2.2 and that's for the current Partners though MH and then the so the current Partners increase the request by 78 mhm th000 okay but then in the next page we couldn't fit it all in one page for all the partners so we broke it out by new and existing so these are agencies that were not Financial Partners in 2024 and so we got 2.4 million in new requests before I move on to Dedicated Revenue any we're going to let her finish and just to that though it sounds like you're saying there's 3.1 million in total requests uh versus the prior the prior amount back up the slide that's right I'm just wondering what what capacity are we working with what what assumption are we making about our capacity to meet any of those increases like how much money do we have for financial part I think we're going to have to have that conversation we still got a few more to go with that do I understand that you've got 1.56 is the last year and we now have 3.1 million in additional incremental requests compared to that yeah over over 2.1 million yes so we will there will be a conversation I expect yeah so roughly 5 million total yeah and this would be general fund and last year we paid out of the general fund 1.3 million okay okay so yeah there'll be some tough decisions but that's a good problem to have that you've got a lot of Partners want to step up and help with the thank you Marie for the most positive way to put that optimism okay all right let's go let's keep going so I came in the right time yeah you did let's see did you bring your checkbook though where checkbook 34 million okay I'm sorry Marie oh good thanks that's good questions so for the dedicated Revenue again this is ones that we already have contracts with and um Charlotte Center City Partners the visit Regional visitors Authority South Park Community Partners and University City Partners so most of its made up are M Municipal service districts and it's important to note that the center cities Partners four different districts and of course each district has their own um rate and let me make sure this is outlined in the um creation of these districts and the materials that that this these are tax dollars so they it's just how we collect them and send them out right then it's linked to specific Parcels it's not not a decision making as much as once one decide how much the tax rate or we approve the tax rate that they have right if they request an increase then you would look at that yes okay is there any general fund money in any of these are they all funded from their own respective sources oh yeah I was just going to say there is 150,00 um the film commission M um otherwise these are uh dedicated sources and Mr Bergman isn't that the occupancy tax funding source for that $150,000 ask I'm going to actually look at Teresa and Matt CU I because I I think we run it was reviewing the just that one 150,000 it is it is actually in one of the hospitality funds so it is occupancy tax okay okay so none off it is from general fund to answer Mr Drake's question right yeah correct none of it okay um I'm going Marie we're going to let Marie try to finish okay and then this and then we'll come back around and I see thank you Johnson and then for the federal grants and again this is um mostly our housing partners and this is just the overview of their current year funding and their funding requests for next year and this is based like you see um hopea this is based on projections of the money we uh believe we're getting from the federal government not necessarily there anybody's request went down okay and that's it okay so I had Miss Johnson first up Miss Johnson thank you madam mayor I have a question U regarding the MSDS yes ma'am and I just wanted to know how that was calculated can you explain that please the difference between Charlotte City partners and University City Partners how is is it equal you know respectively so when each one is proposed to be developed like you know you just went through South Park a few years ago they propos what services and what um tax rate but the reason there's a difference like those two you brought up is a good point because um university cities has one area of parcels um Center City manages four different areas of parcels for us so as far as this like the square footage or the the M Bas on Parcels number of parcels and the value of the parcels okay so this but I mean this the size is it four time is Charlotte City Partners four times precisely but it's much larger yes ma'am it's just based on the assessed value that the county does but I think it's important when they were started or chosen they chose a size and each one of them had to be approved so you would have to go and say well if you want University City Partners to expand beyond that would be an entire process like annexation almost and then that would be how they would get dedicated revenues but I think that the that's the difference but the formed in legal documents to have a special district and I I will ask the attorney after that the millage rates aren't the same the tax rates are not the same for each right those are agreed on the creation and adjusted from time to time with the approval of the community within the the that District so there will be a difference in the tax rate for Center City Partners compared to University it might be good to send something out Patrick on how the districts are formed and and the process that they have to go through so everybody's up to the same place thank you and Mr DS can you repeat what you just said it's based on the community input what what was that last thing you said at the creation and Patrick probably I'm just saying my understanding is when this thing is created certain C Service deliveries are agreed upon and a tax rate is agreed upon within that particular service District so that the tax rates are not the same and then occasionally we have a conversation about an adjustment to that millage rate but that has to be done in consultation with the people paying the tax in the district right so a few years ago back in the budget committee we approved a process for what you need to do if you would like to request of city council to increase that that rate and it involves a lot of Outreach with the business owners to kind of come to a consensus and then it would then go in front of city council for a change in rate but we don't have any of that at this point and and just for reference um Madam Johnson the the university rate is 0262 and then um there's different rates in the center city Partners some are less and some are more than that like the the largest one in C city um District 3 is 0332 Cent so they they M that'd be the multiplier base on the value of the parcel okay so maybe that's something we look at for next year because that area is one of the fastest growing areas in the city um the the district four that whole area so I mean I know 28269 was one of the top selling areas so I'd like to really take a look at that um we have more litter we've got a lot more needs so I'd like to just maybe talk about that next year and then SE uh next question is if we look at the housing Financial Partners do do we have any money in the budget for rental assistance because I get emails and yes ma'am and I I for get off the top of my head but definitely Cris crisis assistance Ministry is one of the partners they provide a lot but that's one of the ones they provide I know last year I advocated for more because I know if I'm helping someone crisis is who I call so 550,000 um I just want to make sure we that we and I know that I think sometimes they can help up to $400 and maybe there's special circumstances but I would say we need more for rental assistance that would just be what I would advocate for somewhere um and then my so I don't know I know so wherever that goes we I'd like to advocate for more money for rental assistance it's a challenge in this city I know that I get emails and there have been times you know I know that process is closed there's just not a lot we can do so I I think that um if we want to avoid homelessness and there's just a crisis in the city so I think we need to keep that in mind and then where in this budget is heel Charlotte where's that money from is that arpa okay last year okay I was just okay okay Miss there's nothing oh I'm sorry I didn't know if you were done I'm sorry go ahead so there's okay so the the or organizations that were funded through arpa we know that money is going to run out is there anything we have anything in the budget that I guess it would be discretionary funds or if these organizations need additional funding not necessarily Hill Charlotte but organ or projects that have been funded through arpa do we have a transition fund do we have anything where we're going to be able to assist these organizations that might need additional assistance Marcus Mr Jones uh uh Miss council member Johnson so a bunch of uh organizations were funded through arpa and through car's funds and so for the topic today if I have this right heel Charlotte did not apply as a financial partners that correct right they're not on there right okay okay so for that for the most part what we have our entities whether they have been in the budget for a long time or received uh arpa funding the vast majority of them applied again for other organizations like Hill Charlotte or some of the um various chambers that were funded the Assumption had always been it's onetime funding so if other questions come up during the budget process and maybe we can we have 101 tomorrow morning we can talk a bit about what were the I guess Rules of Engagement for funds whether they were ARA or car's funds when people applied or received them okay thank you that's all I have thank you all right Miss watlington thank you on one of my questions Mr ruse so helpfully answered for me I was hoping that we had a little bit of capacity but we don't understood um the other thing I will just say just as an overall General comment thank you for your work um absolutely would like to talk with several of y'all about some of these I did have an opportunity to go through and read in depth these um applications and to the extent that we can make sure that we are um we are funding organizations that are doing unique and different work versus things that we're already supporting in other places I think our dollars will go um further thank you all right Miss hasira thank you madam mayor so couple of questions uh Miss Harris thank you so much and uh budget team thank you so much for putting this very comprehensive document together uh that goes over pretty much all our financial partners what they bring to the table in terms of our dedicated Revenue Source has there been any request for an increase from any of these Partners increase in terms of property tax from the municipal service districts um which are the ones that get property taxes no okay um I know at some point we get um a deck from them that goes over their budget how are they going to spend it is that part of our budget committee or is that I'm trying to remember yeah I we we typically have our Municipal service districts come in uh once a year year it's usually in April May or June so I anticipate we'll do the same um we've done it a number of different ways full Council committee um so I think it will just be at your guys discretion okay um other question so I I think this is um Maurice said this really well that you know when we have increased applications in number of Financial Partners it's a good problem to have because there are more organizations that want to partner with the city and help us tackle our Focus areas whether that's housing whether that's Public Safety Workforce Development but um as we go through this budget process I also want us to be very mindful about being fair and transparent throughout this process we have a very um comprehensive process that that Marie had highlighted on slide number three um if we can during the budget discussion if we can stick to this process uh that would be very helpful because as we add Financial Partners that have not gone through this that have not gone through this process and if we are adding it at the budget adjustment it's not fair to these organizations that have followed the process we have limited amount of funding every organization out there deserves the funding but I think council member Mayfield said it really well we don't have money tree um and we and she she serves on the budget committee so um for those of us who's been around for a while like council member Mitchell and Mayfield Mr DRS and others um and and council member Graham I I think you didn't want to be in that group I want to be with the young folks I all those folks were great yes I I just want us to remind ourselves that lot let's not have any surprises during budget adjustment I think it's that would be for transparency fairness perspective but then also out of respect for each other um you know we have limited amount of time during our budget Workshop so if you're going to have any disc discussion on Financial Partners let's have discussion on those who have followed the process and have put in the time and effort to submit this package this takes a lot of time y'all so um I just ask all of you please stick to our financial partners that have appli that's all I have thank you all right um Miss Mayfield thank you madam mayor I respect the fact that it took time to fill out these applications yet I also would like for us to get a little bit more information some of our current funding partners that we have those actual organizations have gone through multiple leadership changes executive leadership changes questioning by community of funding support and where that funding has gone a couple of these [Music] Partners we may need to reconsider especially those that are asking for a substantial increase in previous funding if you have not been able to complete the expectation during this fiscal year I know we have at the front of the sheet a couple of applic applications that we said are incomplete when I went through all of these applications we had quite a few that have na for the overall budget that's not really helping me to understand exactly what you're doing we have and I let me back up what is our expectation as far as if you are getting funding from US Government dollars is that funding to cover programming that meets our City's goal because a lot of the applications I saw was for salaries for bonuses for merits for other things that your other funding in my idea should be covering because we are but for seem like our funding and if it doesn't clearly state that in the language that's a different conversation we need to have but I'm trying to get a better understanding of exactly what is what am I applying for if I am a partner that's coming to the city requesting money because when you look at that breakdown of percentage what percentage of your overall budget is this city requesting we had 100% 80% 60% of which manager you know I said this many years ago we shouldn't be more than 20 somewhere in that window so help me understand exactly what is the expectation as a applicant when I'm submitting a proposal to City for funding so to your point currently there's none of those types of C criteria you have to be a nonprofit and you have to show um what measures and how you're going to promote the city uh council's strategic priorities but um to your point that would be great and helpful if if we had more parameters that we could provide based on your expectations so we did talk about that many years ago I guess life happened and never got implemented would like to think that as a council we get to a place to have a real clear expectation for our partners cuz as was mentioned earlier some of the funders and the manager and I had this conversation during our 10one some of our funders that we fund fund other organizations so in essence we may have a handful or so of organizations that's receiving our dollars from several different Avenues are you really addressing the need do you have the financial wherewithal through your fundraising through your Bo board through other resources for you to be successful in what is is you're attempting to do and are we being respectful of tax dollars with trying to address the need that we have because again we should have some very clear metrics that are stronger metrics than you filling out this form because on ground in community there are several organizations that have received funding that could not do the work that they said that they were doing we have had times over the years where we have had to get funding back from organizations because they weren't able to do what they said on paper mainly because that really was not the word they wrote a grant B based on where the dollars were so if we have the opportunity to really look at through these applications to see what you've actually done but also look at what has the actual impact been in community because if you've had major leadership turnover that is a challenge that we need to take into consideration and rewarding you with double or triple A previous Financial requests I don't think that is we're sending the right message to our community partners that are doing the work consistently so I would like for us to look at down the road not now cuz we're in the budget cycle but we need to put some very clear metrics and expectations in place and just like we said we repeatedly said during arpa this is one-time funds I know I requested for support of an organization that I also threw on the table right then I'm not asking this for one time FS I feel like they need to be in included so I put my disclaimer out in the beginning yet at the same time we have some that we have been funding for 20 years is that still the right investment for our community are there other organizations doing similar work or doing identical work that we're funding can we help to streamline the process and that was really for the manager Marie thank you for always being accessible when I have question specific questions I have a lot but I'll get with budget cuz I made notes on every last one of these so I'll get with budget but I just wanted to put that out to for us to hopefully think about a different conversation as far as what are our expectations for potential Partners I I think that was an excellent presentation I was reading through this and one of the um programs that we decided not to fund about eight years ago has applied for funding today in this packet and I was like we decided or made a decision that we should phase you out and they're they have a new name though yes so um it was interesting to see that but I think a lot of you have expressed this idea um Miss azir no surprises um I also think the idea Miss Johnson when you look at crisis assistance and what they do for their fundraising and how much work they do they probably have way more opportunities because they are really deep in this community from faith-based groups and and people that they rely upon and have a and we shouldn't be punishing them that for that but I also think that there's a lot of to be said about some type of process that actually provides and that if I recall the process at the past was what were the council's priorities that you know we didn't do education I'd add another one how how do we compare with the county are these same organizations asking for the same amount across the county are some of these other organizations and so it it is time we we're we're grown-ups now we're big business and we are grown-ups and we need to figure this out so I had Miss ashir next and then we'll just go around the room yes um a council member Mayfield raised a very good item which is the policy and I think the budget committee needs to dive deeper into some of those very basic criteria um how long does our funding last how much should it be should it be part of operations I think all of those we don't have a policy around that right so if mayor if you could refer that item to our committee we could certainly dive deeper and um send a referral back to the council but I I I think we do need some formal policy around that which we don't have currently and it's certainly it's out there I mean people do this all the time and they we can have some ideas about what we want to do um Mr Mitchell uh thank you Madame mayor uh Marie great job one thing would be helpful and mayor touched on it um is to group these organization by our strategic priorities because I think it's hard for us just to look at a list but we need to see those that relate to affordable housing minority businesses uh Public Safety and I think that allows to make a more informed decision based on our priorities and that'll take away how we feel about some of the organizations very dear to us so if we can have that breakdown by our priorities I think it'd be very helpful I think and that would be great I just want to make one disclaimer it's self- selected so we'll put what they reported okay part of the application process they link so we won't have to make that judgment call we'll report to you what they proposed perfect thank you thankk you ma'am Miss Molina thank you mam mayor actually what he said uh want okay literally eight n think alike yeah this the amen cor yeah amen we got amen but I actually um thank you Marie I'm always sensitive to the fact that you guys before you come to us you've done an extensive amount of work so um I appreciate that um and actually before you know our Elder stateswoman over there uh councilwoman Mayfield spoke that's literally what was going through my head as I was looking through this information I was like well what's the rationale right like what would be the rationale behind making what we consider to be tough decisions uh I don't know when we do that colleagues but I think we have to do that right we have to have something that says across the board why are we doing this how you know how does it compare I mean I think I hear a lot of great ideas are people getting money from the county too right is this kind of double you know I mean I think we need to be able to answer those questions when we make those decisions so um thank you for your work I look forward to seeing what that rebuttal looks like and thank you madam mayor Miss Johnson thank you madam mayor um as the I think I'm the only one on the council with a nonprofit organization so I I would agree that there do need to there does need to be requirements um and so when we talk about um out outcomes versus outputs I think that outcome is very very important um and I also want to say just a piggyback off of a council member Mayfield I I agree with those requirements but we also need to be willing to lead by example when you talk about a change in leadership that's not necessarily uh I mean we can ask the questions but we have agencies or departments here that have had major changes in leadership so and are maybe asking for an increase in the budget so I think that we we want to be careful in penalizing organizations that are operating with just a a fraction a small fraction of what we operate on and um and and know that this work is being done these are the organizations that are boots on the ground these are small organizations and again I'm going to um just advocate for crisis I know they're the ones that help with rental assistance financial assistance clothing they are really really working with our most vulnerable population so um I I would just again the rental assistance I think that's important and when we talk about surprises in the budget I can look at this list and uh see organizations that were surprises last year um so I I think that we need to be open that and recognize the needs of the community and be willing to um be flexible in our budget planning thank you I really was interested in join the Amen Corner am amen and amen my questions are on every last one of these but I think once those are in in buckets then we can start digging into all right who do we think is really going to give us the biggest bang for our buck if you will so I look forward to that conversation I do think that there's going to have to be an extensive amount of that conversation that was not necessarily going to happen here so I appreciate the transparency piece um I do think it's going to require some offline discussions though so let's try to stay connected as much as possible that's true all right Mr Graham I I was going to Echo that as well and I clearly understand uh the sentiment that the budget director made but hopefully there's a sense of flexibility and all these agencies chose us right and and maybe we should be looking at choosing them as well and there may be some individuals that didn't apply at all based on what we're experiencing the city in reference to um youth um crimes and and youth issues issues relating to homelessness and so hopefully that we kind of when we prioritize where our dollars are understanding our dollars are limited that we we do try to be somewhat flexible uh in our decision making Mr dggs I will join my fellow parishioners in the Amen Corner uh quick question um are these restricted or unrestricted grants so that we make a contract with them and the contract includes those performance measures but we don't say well you didn't meet you only me half of them so you only get half your funding so in that regard um they're not penalized but they're not recorded on the books of those entities as restricted that's a very clear accounting term okay sorry Ryan no it's it's unrestricted okay thank you so uh to Miss Mayfield Point looking at things like expense ratios would protect us uh I can think of a famous example um against what you talked about but we should be prepared to sort of support the activity um I remember going back that the old understanding was that we were providing these grants to sort of help entities kind of build up get to the point where they could support themselves it was always meant to be for a limited and people to miss wlson Point who are adding an ex and people uh to miss wlson Point who are adding an extra Dimension to our engagement on behalf of the community so uh I would like to see us as we articulate the strategy remember that and take it into account thank you thank you okay that was a great discussion just like the one prior on the blocks and all of that I think we have a lot of work to do we'll get this into I the question I have is um could we have some simple rules to come out for this year before they go further be and then more intensive work in the next year I think we want to be fair and Equitable this year but at the same time next year we want to have something that's a little bit more process oriented so we'll do something and get that to you as the budget chair Mr Jones you got any ideas for us any thoughts plenty I I I think that I I think anything you can say this meeting yeah I I I think uh mayor and Council if there is going to be if there will be changes to the uh Financial Partners significant changes maybe not this budget year but next budget year we should signal to them with whatever we do in this upcoming budget that things could change so that at least they would be aware I agree yes agree with that yeah yeah we did that so not not this year next year well I I guess there are some small things like this year to you know when when does the council have the time to say this we're not going to surprise each other I can't remember who said no surprises said that yeah so that's what I'm saying that kind of idea we should write that down because if you don't write it down to write that down yes yes because often times we don't remember what we say and we don't have a record of it and so it' be better if people actually knew well we have a record but then I don't they it's a long time anyway all right quickly we do have a record because we actually had this long conversation in Committee in 2017 when Ed was the budget director and we did actually clarify and put it in writing and it made made it to full Council and we actually voted and agreed upon it the question became somewhere after that it wasn't adhered to but we actually have the language in place it just sto being imported well it was intentionally not done the way that it was that policy expired in terms of interest and commitment by the council so that's a big change there okay so the next thing is that we have a council meeting and it's time to eat dinner yeah and then we will go ahead we do have if you've seen the speakers list we do have some folks from um guysa and the Palestinian people so I will be reading the script that we have for that so may just um we don't think we have ample time to have the cast discussion so the question becomes would you like for that to be a part of the um action briefing because we only get one item on the action briefing we do have a closed session we do have a closed session or is this something that you'd like to do at the end of the a um the first Monday in April meeting we always Reserve that six o'clock time SP spot so we have a little bit of time as we eat to think about how you'd like to treat cats K do I mean where is dinner here out here do you want I know it's probably the question is we could eat dinner how long is the cat budget Out book yeah I would i' say mayor do the other things I would just say look if the council breaks for dinner um and then the meeting will start at 5: and by that time you can decide whether or not you'd like to have a cast discussion as a part of the action we would have to have that without Mr Kel is that right we believe he will be here by then ah he's going to get here okay yes so if he's here and we can do I think we ought to try it if the action briefing is available we ought to go ahead and try to get him okay yes we should be doing this as quickly as we can okay okay so dinner and here and then we'll add this um cat's budget to the agenda okay everybody squared away thank [Music] you