drivers policies have changed over the years and you have a lot of drivers who've been in in in the organization for a long time who are not in depth with the new policies so as regarding safety strong culture yes we want to bring bring in a culture of accountability responsibility ensuring that um people um are valued respected for what they do um and also um we're trying to also see how we can streamline responsibilities make the organization be more effective we believe if if the organization is effective that is the only way we can better deliver on our responsibilities in terms of achieving our ontime performance um reducing the number of breakdowns of the buses and provide better service delivery um communication is also one area which we said we'll be focusing on um and when I say communication it's both from top to bottom and across um it is important that those at the lower level of the organization are aware of of the policy um of the initiatives of the company um they need to be aware of how well the company is doing and if we're doing badly as well they need to be aware so that we can all work together in terms of um making the company a better place and for National express our philosophy is is to engage educate and Empower staff so we try and educate when we're making decisions we have responsibility to make sure we have a responsibility in ensuring that our St understand why we're making those decisions and we need to also to empower them in terms of rewards and recognition and then we also need to um last one so basically U that's what we stand for as an organization and we I was say in closing that we really happy to be here we believe um it's um it's a privilege is an opportunity to be part of Shallot shallot being one of the fastest growing cities in the US it is always a pleasure to be part of something that is prospering and that is growing so thank you very much and um I'm happy to take any questions you might have thank you thank you uh committee any questions so I have a question uh what's your assessment of the fleet right now of the bus fleet we do we have the right technology where where do we need to be going in terms of uh the makeup of the fleet so um currently I know the three most three types diesel hybrid and electric buses in the fleet so there's that mix yes um the old world because of um issues of global warming and environmental sustainability there's a strong push towards more sustainable M to transportation of which electric is coming to the front but I I can tell you from experience um the technology around um batteries is still something that still needs to be improved um I see now that the the city council is leaning more towards hybrid electric buses which I think it's a safer um option until such the time um The Battery Technology improved so I I I believe the the city council is is on the right path in terms of decision is making in um replacing his his assets well uh welcome it's nice to meet you uh you may know that uh yes um we have we did have some operating issues with with the bus service so we look forward to your management and I want to recognize Miss Johnson I'll take one y Miss Johnson thank you Mr I'm here thank you Mr and thank you for the report um thank you for the report I just have two questions in regards to the status of the bridge inspection the the bridge inspections and also the repairs um to the to the rail to the um the issues that we were having in the past are the bridge inspections currently up to dat yes with the exception of the six that remain to be Miss Johnson we just had a pretty extensive report about the bridge inspections and and Mr Kagel said they were about five I think remaining five to six so they've all been completed except for the last five it's taking time because you have to coordinate with the uh with the railroad in order to gain access to the bridges but he did just give us a pretty good uh report on that I'm not sure if you were able to join I was I was paying attention to that just wasn't very clear to me so thank you for allowing me to ask questions go ahead um so all except for the six and then Mr Kagel what percentage of the I think it was the bearings or what was that uh the equipment that needed to be sent to California and it was the huge project what percentage has been completed uh so so you are correct the journal bearing or the truck overhaul is is required uh it's not just to California it's to California and Florida that was part of the um the new I guess process improvements that we implemented with seens right now uh I believe that we have received five or six Vehicles back by but I can get a specific answer from our operations group um and also it's it's important to remember that the fleet is divided into really two halves the 100 and 200 series and the 300 series of which only the 300 series which are the newer vehicles are being utilized for Revenue Service the 100 and 200 series which are the older or original Light Rail Vehicles about half of the fleet will only return to Revenue Service as the uh truck overhaul or the the bearing work is uh completed so what's the status of that though I mean I think the question was how far are we along in terms of I will get you a specific answer I believe that there are uh five or six sets already returned with others in process both going out and coming back but let me let me get you a specific the entire committee as specific answer on status you expect it to be complete okay yeah sorry yeah and not just for the thank you and not just for the committee for the for the public like it's five or six out of how many so we just like a status update of of what that percentage is and what the estimated completion is and just to give the public an update on where we are yeah so a note on this the 300 series which is roughly half the Fleet were not overdue for the 600,000 mile overhaul which is what the 100 and 200 were overdue for the reason though we contracted for everything is by the time we're completed doing the 100 and 200s or half the fleet you have a need to do the 300 series right so rather than do multiple contracts we were more efficient and did one contract to cover the whole Fleet but but rest assured the 300 series vehicles are not overdue for the 600,000 M maintenance the 100 and2 200s generally speaking are and they are not being used for Revenue Service until after they have had the work done I can get you specific numbers though how many of them are there it's roughly half 42 total Fleet it's roughly half the fleet split between 100 and 200s and 300s so and I'll get you exact numbers but it's roughly I believe it's 20 vehicles are in the 10200 series and 22 are in the 300 series but let me get you exact numbers both on fleet mix and on status of the repairs but but bear in mind the 100 and2 200s were overdue for the 600,000 maintenance and they are not being used today and they will not be used until the vehicles have been serviced by Seamans okay so it sounds like in in layman's turn about a quarter of the ones that were passed due have been completed and so if we can just have a an estimate of when those will be completed that would be great because we are receiving questions from the the public on on this issue thank you absolutely U Mr Graham I want to recognize the manager from go ahead thank you Mr chair I think Brent explained it well I raised my hand a little bit earlier I think Brent the other thing is that service hasn't changed at all taking the 100 and2 200 series out you've been able with the 300 series to maintain the level of service you had before the last I guess ncdot paper came to you if I got that correct at no point during any of this process over the last year and a half service has we have always service has remained unchanged the service continues as stated and scheduled and the schedule has not changed even with the operating restrictions that we have we are maintaining service a as we were before these this occurred Mr Graham thank you Mr chairman want to take this opportunity to welcome you to the city uh and hopefully your four-week stay has been amazing uh thus far um quick question for you and maybe it's a a question for brand as well in terms of uh your assessment of the routes uh in terms of um getting on the bus at one location and getting to your destination sometimes can be two hours or more uh have you had an initial assessment of of the route system and any observation I know it's still early in the process but I'm just curious so do you want to I'll follow up but I definitely have an opinion on it so um like I said um we've been here four weeks and we've read in on quite a lot of routes um as far as the planning of the routes goes um that is um responsibility of the city council we obviously we are the operators haven't said that um we we will always share what our views are in terms of how it could be done done better um I think as we go look any observation we have we will obviously pass it on to to the city council I know there been a lot of changes been made to the rout postco and I know the uh planning team are also constantly looking at all those routs looking at the ridership data on how they can better optimize the use of um the buses that we have and keep right um service levels to some sort of reasonable level that is um um appealing to to commuters so but we as we move along we would share ideas and observations that we find um on the buses yeah so so from a higher view on routes there's two ways to look at this one is the Hub and spoke system that we currently have um and as we progress and and are able to implement better bus or Envision my ride that will start to create Mobility hubs that help to to some degree decentralize a hub and spoke system to create a better point point to-point system and that helps to reduce trips especially when um transfers are required and our our network is designed it it's transfer heavy the other way to look at routes is just the length of the route and we are engaging um a third party to do what's called a runtime analysis we have certain routes that quite frankly they they their ontime performance is fairly low and it's not not because the operator is doing anything wrong it's because the route it may be we have one route that basically spans South Trion all the way from the center uh the transit center to about the Palisades that is a really long route through some pretty heavily congested areas of Charlotte it is difficult to make on Time Performance very high on that route so we need to do what's called a running time analysis and start re evaluating routes that are challenging to meet uh the ontime performance requirements yeah I I continue to hear from constituents in terms of the the um the inefficiency of the routes in terms of them being able to get back and forth to work uh at a timely fashion this is a conversation we had going back to former mayor protim ISO uh who was very passionate about this and I know it's a budgetary issue as well and as we begin to do a deep dive in this year's budget I mean at some point we we got to figure figure it out and we've been kind of kicking the the ball down the road for a year two or three C certainly there are things we can do to make the routes more effective um just from looking at running time The Other Side to that is there are some things with better bus or Envision my ride that we need to invest in like signal prioritization and dedicated lanes and all of those things that actually as we have more efficient routing then you also need technology help right and all of that starts to create a price tag that comes along with Envision my ride or or better bus I I I hope we can have some conversations during the budget um um negotiations um are in reference to this I just think it's we got to kind of open that door so Brent I thank you Mr chair I think it's important that you explain to the committee how the route process is determined and who determines that in the role of the council and the role of the MTC because I don't want I I have a concern that that's not on our agenda and we're running behind our schedule so I would like to schedule that more in depth uh for a future meeting if that's okay Mr Graham um I think we need to schedule it at a future meeting as well as a budget um conversation as well yeah um and I'm getting ready ask another question that's not on the agenda uh so so bear with me um because it's it's on another agenda later today and and Brandon reference to an update on the transit station Uptown um the temporary facility what's happening with that not withstanding the conversation we're going to have two hours from now it would be so I wonder again uh I'm really concerned because we have a lot to talk about today and the the the cat thing was meant to be a brief update and introduction so can we just plan to it's a major topic for the council I know it is I know it is but that that's my point I don't want to do that in a minute I'd like to just sort of put it on the agenda and and have it explained properly it's on the agenda will you be at the 12:00 meeting it sounds like I will be thank you all right do it okay um so key takeaway that for one uh National Express is not the one designing the roots uh I wanted to welcome uh Vice chair Molina to uh who joined the call after the introductions so good morning Marjorie and I want to recognize Miss watlington uh good morning thank you chair I just had a question it's really more General um uh to the gentleman who just joined us forgive me um I don't have your name in front of me um um but I just wanted to know given your experience in most recently Dubai and other or other cities what do you what have you seen has been most impactful in terms of enabling more Riders ship because what we tend to see here in Charlotte is that our transit system is kind of the um mode of blast Resort um which is very very different than what we see in other cities across the world so um if you had any insight on what were some of the top things that cities that have done very well in converting drivers into Riders what those top things were um certainly were appreciate your inside thank you very much uh that's a good question so what have Ci's done I think dub as an example it's all about investment um there's the popular saying in transport um industry which says build it and they will come um as if you know the history of Dubai Dubai's um embarked on a significant transport infrastructure investment in the last I think 15 15 years and that is still ongoing so you have to provide the infrastructure you have to provide level of service which is appealing to to commuters and so that is on the supply side on the demand side um which some things I will say it's it's not you also have to have policies that also makes people to leave their car so for example in Dubai the cost of of parking is really quite expensive that's that's just an example so it's it's a mix and it's a car stick situation um simply just providing infrastructure without providing um some sort of policies that we would encourage people to leave their cars alone is not going to do the trick so but unfortunately what happens in most cities is um people are very reluctant to um implement the the carot side of of the policy and people talk about London for example in in terms of having one of the best public transport system um public transportation system but if you go into London you you can't even drive into Central Central London it's quite you would even try doing that because apart from the congestion charging the cost of parking itself is is enormous so that is what big cities have done Charlotte is not as big as London in terms of so yes some of those policies might not be Charlotte might not be at that point in time but what I can say is and what I've read and seen have been for for example last MTC meetings talk um there were discussions about the future of public transportation in Charlotte and some of the investment Charlotte is like looking to make yes that's a good starting point and I think if those Investments are made yes also that also has an impact on land use planning you have Concepts like Transit oriented development which you have a lot here around the Blue Line a lot of developments around around the real Corridor so some of those things yes begin to create a critical mass around the transportation system which because fundamentally what you're trying to do is to reduce the need to travel minimize the need for people to travel build your put um have development around your public transport systems and that would encourage public transport use thank you very much I hope I've answered your question thank you I look forward to continued discussion Miss Johnson thank you Mr chair I'll keep it brief for future discussion when we talk about routes I just want to lift up um the Equitable framework we talked about policies looking at policies through an equitable lens and I think this is one one area we want to make sure we're looking at transportation and bus routes through an equitable lens are there certain specific locations or um types of industries that we or areas that we want to make sure we have the correct routes thank you okay and Miss bson I hope you've noted a couple of things that uh we need to follow up on based on these questions because we really just don't have time now sir well this I gon't be a bug all day today I'm just in that type of mve um wait wait till I get to your meeting you can talk as long as you want trust me I've already seen your spreadsheet um and and and again it's for Brett and the manager I mean it would be nice to get an an update on the MTC as well as the FTA report in terms of where we are with those things I mean me me that's why you're here right and so it would be nice to have a a permanent item on the agenda even if it's five or 10 minutes where you kind of tell the council where we are I know the report is almost done uh and certainly there's a lot of conversation around the the um MTC and I think the appropriate place to have those conversations right here we already have an agenda for our next meeting this is great I believe you're right and just to um make everyone aware I think we're having some technical issues I believe the council members that are online can still hear us but we may have lost connection outside studio is on their way okay so uh does that mean that the stream like the to to everybody else is down too yes is there audio at least for Watton and Johnson can you hear us yes okay yes I think I think we've lost the connection external so the public is not going to be able to see this portion um it's actually not good studio is on their way here now to try to reconnect I I don't control that part so sorry all right we'll have to uh try to just recap when people are able to see us again but uh we're still on FYI we're still on Facebook okay all right than thank you m Johnson thank you for that so if anybody can hear us but can't see us I'm told that there's video on Facebook um and uh again we'll try to just fill in to the extent that anybody wasn't able to hear everything that was said here we're live everywhere else okay we're live on YouTube live on Facebook but go channel is down okay okay so uh let's move now we're only 20 minutes late so Alison you can make that up right we will we our next item is a planning update Miss Craig all right uh thank you um uh committee chair and vice chair and um rest of your committee we've got two topics to cover for planning today we want to give you an update on um the community area planning process as well as some text amendments that we have um coming later this month um I just wanted to mention that at your retreat um there were some questions about you know how's community area planning going where are you headed and so this presid presentation is really to kind of give you a um a summary of of what we heard uh last year from the community and tea up what's going to happen um next so with that I'll turn it over to Alisia thank you thank you Allison um I also want to mention um thank you all for the opportunity to share about the community area planning process I also want to mention our um project team is Katherine Mahoney she's also on our team and as well as Kathy cornette behind me um and so with that I'll just go right dive right into the presentation since we are pressed for time next slide please um with the adoption of the comprehensive plan the Strategic Mobility plan and the Udo um thank you Council for your leadership and making these significant progress and modernizing our toolbox for growth and development we know that there's still work to do planning is an iterative process that requires multiple layers of guidance and various tools so the next iteration of our work and it's relationship to uh reded uh other adopted um plans are shown on this slide um essentially how we grow how we connect and how we build and for the purposes of this presentation I will focus on the community area planning process and also note that um these previous efforts are all building upon each other they are all connected and a community area plan is being done in Co coordination with our partners with the Strategic investment areas as well as alignment resoning next slide um I mentioned that planning is an iter process iterative process and it has multiple layers and this slide kind of illustrates the relationship between all of the planning that the city does um the comprehensive plan is in fact in indeed our blueprint for growth um and the second layer um there are other strategic plans that are more Citywide in nature like our strategic Mobility plan and our strategic energy action plan that's in kind of car um Category 2 and in category four which is more specific and tactical is where kind of our corridors of opportunity lie so this this is how all of our planning efforts across the city um kind of relate to each other um next slide please so the community area planning process is the third tier of guidance needed to implement our our vision these plans will provide more detailed development guidance than the comprehensive plan for 14 plan areas excluding Uptown which recently has an up an adopted plan that they adopted within a year ago they will also demonstrate how the Citywide vision and goals um play out in a unique context for each geography hence the reason for the 14 different ones we're developing the 14 plans concurrently over 2 years we're one year in to deliver this needed guidance as soon as possible as well as ensure that no part of the city is left waiting for guidance so that's the uh reason for the expedited 2-year process so we can meet some of our immediate needs as far as guidance as well as do all of these plans at the same time so no one area is Left Behind the expected outcome of this multi-year effort will be 14 planned documents that are intended to be used for decision making to inform processes such as um resoning Capital Investments as well as as a revised or refined policy map um I'll talk more about the contents of the 14 plans a little bit later in the Pres presentation next slide please so in communicating um the out next slide communicating expecting outcomes of the plan is just as important as talking about what's in the plan um the area plans are the third tier policy guidance first they will provide recommendations for future development but they will not create new rules or regulations the rules for development and regulations are with within the unified development ordinance um the community area plans will identify needed Investments but will not um provide or promise funding needed to build those improvements that's done through our budget process um the plans may recommend a zoning change but will not rezone a property that's a separate process um it requires a separate process such as our alignment resoning and and through other way other zoning processes and finally the plans are intended to guide more appropriate development but will not stop uh future development next slide so here's an overview of the next of the components within the process the timelines and the key outcomes of each phase So the plan process in five phases we are in phase three the first stage was setting the stage for the community identifying the community's greatest needs in terms of access to housing jobs um daily goods and reducing environmental impacts this work was summarized in community reports that are available on our website as well as available to the community um at the community workshops and our engagement processes phase two was about about um creating great places where we um reviewed the place type designations within the policy map to ensure that future development addresses the greatest needs of our community as we continue to grow this work is captured in the revised policy map which is scheduled to be released on March 12th so that's in next week um I'll talk more about that deliverable later in the presentation in phase three which is the next phase um um we're talking about supporting that Vision that we talked about in the first uh two phases with our departmental partners to identify planned and needed projects and supportive programs to support the overall Vision so it looks at what types of programs and projects will we need to U make that Vision real the fourth phase will develop an implementation strategy for putting recommendations into action over the next 5 10 to 15 years next slide um our team um is comprised of um these elements on the slide our executive team leadership um our core team is the management project management team and our in departmental internal Partners across the both City and County Partners um departments or organizations are involved in the process we also have um coordinate with external Partners such as the central line our regional Partners Municipal service districts such as South Park partners and um Center City as well as the University City partners and also the Kataba lands conservancy and our technical collaborators with as a part of this work we're sharing this information as we go through the process and asking for feedback along the way with our executive leadership and our elected and appointed officials so what does engagement look like next slide um we organize our engagement to be Equitable and inclusive and and range those ideas within three major buckets which are constant coordinated and collaborative um the goal of the engagement effort is to be Equitable to date we have over 10 130 interactions with the community and that spans across both inperson and virtual options for engagement um you might see on the slide the number of in our digital or virtual engagement is much higher that's the preference since Co for our community and that's the preference across the country it's just more convenient for people to be able to hop on a call um but we also still provide those inperson opportunities as well next slide um the other question I think Council had also at the Strate iic at your strategy meeting um in January is how are we engaging the public but also what are how are we using the input that they provide us so across these um workshops we had 42 workshops and 42 Focus areas So within each geography there were two Focus areas as part of the conversation and those areas were chosen based on um the Equitable growth framework I think council member Johnson me mention that as we talk about how we grow and how we connect that make sure we're doing it in an equitable way a large part of our conversations in these geographies were based on the Equitable growth framework that has metrics around access to goods and services housing opportunities jobs and environmental justice and so those areas were chosen where those scores were either um not where the community wanted them to be and we talked about strategies to improve those schools and so some of those Community Driven revisions are aligned into three major buckets around balancing priorities that that essentially talks about or the discussion with that Community around that topic was when there are competing goals within the comprehensive plan um for example um neighborhoods supporting jobs and housing but does not create an healthy environment how do we balance those um two priorities within the community and ask some really tough questions about um how to make that happen the other bucket was confirming the vision was a discussion around supporting some of the community's greatest needs um an example would be old manufacturing and Logistics recommended for uh manufacturing um Innovative ma manufacturing how do we continue to have access and jobs but also um how do you balance having um housing near those that type of investment how does that happen and some of the recommendations were around increasing possibly buffers or providing more environmental U solutions to to mitigate that impact the last bucket of information or question that we asked the community was around enhancing our activity centers a lot of what um um you heard the transit um professional talk about expert talk about is making sure that our activity centers are vibrant that we can connect to those and how does that happen in some of our key areas and do we expand to to provide more goods and services to our community so that's a conversation that we had with the community where is that expansion appropriate and then our next phase of work will talk about how do we make improve those connections to those um other um goods and services so what that resulted in for that part of the external engagement was about 1,400 Acres of U re revisions to the policy map which is used for resoning and investment decisions which is uh roughly a 1% change in the map but it was significant um enough information that we received from the community to make those types of revisions the next bucket of Engagement was with our internal partners and that's to make sure that we are making technical revisions around Corrections that the um some of our internal Partners needed to see how do we refine the edges around some activity centers and providing that transition and then just making um um essential data updates as we receive new data around um in our community how does that translate to revising the map so we making we're making sure that we have alignment with current information and then just improving overall accuracy and so essentially those changes that were made um from our internal Partners were approximately 9,99 900 Acres of refinement um which is roughly a 5% change in the policy map if you guys remember during the policy map adoption the first iteration was we knew that we needed to make some changes one from the community to achieve greater alignment with their vision and goals and then some technical revisions that we also wanted to make sure that we um are making um another thing to also mention is that we're working with our um partners with the c with Central Lina Council of government to make sure that our policy map meets our allocated growth um that's planned for the community as well so we're in alignment with that so our infrastructure keeps Pace with our growth so in terms of next steps next slide please there's a lot coming um two buckets um the first bucket is I want to make sure we put these dates and time frames and the process for how the revised map will be socialized or engaged um with the community as well as our internal uh Partners um we have three iterations coming out so the first one is um in the spring of this year I mentioned March 12th and we have a 90day comp comment period what will accomp accompany the map is also a manual that says how to use the map how the map can be changed in the future and basically talks about the the components of the map what's included it's an easy guide for both staff to use and for the community to understand what this map means the second iteration after we've had another round of Engagement with our community in the spring and over the summer um we'll have a second draft to to reflect the comments um that we hear from the first iteration of the map and it we have another comment period and then as we release the map um for the third time during our workshops in the fall um we want to make sure that we're aligning and making sure we hear we hear from the community uh a not a final time but another time as they're engaging around the the the the area planning process the next bucket of community engagement this spring we will leverage um workshops as part of the alignment resoning process as well as some Community popup events where we go out to the community and meet them where they are we also have a youth um Community planning day that will help our younger population understand the work that we're doing why planning is important and how they can be engaged engag in these processes over the summer we're partnering with um UNCC Charlotte the geography and Community planning um professors to help us convene focus groups um they've been a great partner throughout this work and we want to make sure that we continue that partnership and allow them to convene folks um special groups within the community to have this conversation so our cons stakeholders feel free to speak and then we will have um workshops with City staff um I think a lot of times we forget that um our staff members and the people that work for the city are also residents and and our constituents as well and we want to make sure that they understand what this work is and how their work supports it but also get their feedback as community members as well and then in the fall we'll have um eight workshops um for the 14 geographies using northsouth East and West as our cardinal Organization for for how we do those eight workshops and then we want to release um Draft plans um the Draft plans in in the later in the fall early 2025 next slide so um here's what the bottom line is um we and the document designed all these 14 plans what they will look like each plan will have an overview that essentially talks about what the process is how we engage the community and some key terminology there will be 14 individual plans that will be roughly um up to 50 pages no more than that highly illustrative not a whole lot of text it would include a community area profile for each area what are the goals and priorities for each area um what are the changes or anticipated changes to the policy map so people can can see for their geography what the vision is and how the map supports that vision and then a list of projects and programs to uh make that Vision real and an implementation strategy that will not be adopted for each one that provides um some Focus area shetes and key action items to um support the work over the next um 5 10 to 15 years what um next slide what I would like to just leave with is that these 14 plans are different for each geography but they all support the broader vision and goals within the comprehensive plan and that they connect to all the other strategic planning um initiatives that we have like our Strategic investment areas that our Mobility partners are working on like our corridors of opportunity work that um our neighborhood and business services team and our economic development team is working on so they all connect to each other to support the plan with that I will answer any questions that you might have thank you thank you do we have questions Miss Johnson Miss Johnson thank thank you for the presentation thank you for the presentation can you you guys see me okay uh yes you should be able to there you are okay well thank you so I just have a question question will I have a few questions will Council will you go over the plans with Council before March 12 um the 14 plans are not complete um the policy map we plan to um engage for Council um sometime this month or next month that's our um goal um to provide an update on the entire process and will also include and talk about the policy map recommendations in this committee okay will you talk about the policy map in this committee before you do with the full Council we can I think you should yeah right sorry Mr okay and and then no and then secondly um thank you for the Outreach plan I know with the 2040 plan it was so much Outreach and I think maybe because it was during the covid restrictions that maybe folks um didn't engage like they might have because I I think now people are seeing how the udio plan affects them so maybe we'll have more engagement this time um but I wanted to know if we can make recommendations to certain groups that we would like those presentations to we were able to do that last time so if we can recommend that different coalitions um see the presentation and and if we can make and different groups if we can make those recommendations is that something we're going to be able to do with this part of the plan yes you can always um just send aliceon our an email um of a specific group that you would like us to do a presentation too that door is always open okay good okay and then another thing that we talked about for outreach the last time was using government television is can we incorporate that in our plan also because we really really want to make sure that the public is engaged this community area plan I mean this is really the refinement and how it's going to affect each each neighborhood so I'd like to see as much engagement as possible so we can just try different things that you know the government television and and and a more simplified version we kept saying that the last time so if we could utilize that I think that would be great as well yeah thank we have Incorporated that into our strategy on the go Channel we have videos we also have cartoon videos we have a little bit of everything so we'll make sure we push that more but thank you for your suggestion okay and cartoons are cute um but people are people are intelligent they understand it's just that we really need to present it in ways that that adults can receive it um so I just think that we want to con consider that thank you Miss watlington thank you mine's real quick I just want to know if I can have a hard copy of this presentation today yes thank you we'll get that for you go ahead thank you Mr chairman uh first I want to say thank you uh Miss Osborne for um this presentation and your work I see um I'm I'm actually pretty excited um about you know the area planning process I think we're going to get oh my bad I think we're going to get um a lot of great feedback I love that a lot of this is inextricable from the entire nature of what we do from a city governance perspective um as I I think I was discussing with the chairman I I think what we're going to run up against as we continue to you know um go through this process is the you know the differences in the different areas right and I specifically as a district rep um the humans that I represent are going to come to me and say how are you you know elevating our voices in this process and I know that every District rep is going to go through that right um and so understanding the variance on what we're going to be able to achieve I think that's going to probably be our biggest obstacle we'll be monitoring controlling that I feel like for the entirety of this process in my opinion um but again I'm I'm really excited about the work I think this draft plan is is where we should be um I Love Actually it's something that I wrote down um and it's on slide 11 when you were talking about um the process and the map you know you got the map and then you got the changes in the future I think that's really important for like you know it's we're going to have a proposed map you know our community members are going to learn about how you can actually make these changes in the future so this isn't a permanent process right this isn't something that we're going to put our stamp on and we're going to be done at any point in this process I think the expectation is that we're going to continue to work on it you know in perpetuity so I I just actually want to lift that up for anyone watching and tell you guys that actually I think that's really important um and I appreciate you listing that out including the guide because kind of going on what uh council member Johnson said right we have these variations of understanding um and I come from a place of thought where if I can expl explain it to a third grader and they get it then I've done a good job right and it's nothing that says that I believe that the human that I'm talking to is ignorant I just want to make sure that I can simplify it on the simplest terms whatever that means and so I think visuals are good because you can meet every human with a visual right and I I love that you are incorporating that as well so um great job Allison Miss Osborne thank you um and I'm looking forward to continued updates so uh I wanted to comment on uh Miss Johnson's point the difficulty for me in a lot of this is that uh the large majority of the public is not paying attention uh and is is reluctant to involve themselves in a lot of the policy considerations and then it lands on their doorstep and they go what uh so we have to deal with that we have to uh recognize that um as we are seeing with the Udo there are situations where people suddenly go well how could you allow that how could that be allowed to happen next to me what kind of a plan is this anyway but but in general recruiting a large number of people from the population to join with us in these conceptual phase is hard um so there's a responsibility on us to anticipate uh and and to think for district people people to think for our constituents and recognize that the Outreach process touches a very small percentage of the population and those people are usually the most active and motivated uh I've heard though on my current difficult resoning through a petition from 18,000 of my constituents and what they're struggling with right now is what they're being told Could Happen by right if the petition doesn't isn't approved and you know what does that comparison look like so I will just mention that I I did have a question on I think page 10 if we go back to that so 6% of the policy map refined is that the the percentage of changes in this policy map that you're just about to introduce yes so that's not what you expect from the uh community area planning process they are connected so I we're talking to the community about the vision and the goals for the area the feedback that we are getting from them is helping us to under to make those types of revisions to align um what their expectations are about growth and development and then the goals in in development um within the comprehensive plan so some of their feedback is used to help make those revisions so would you describe this as an early adoption of some of the changes that are are resulting from the community area planning process an early review of of where we are with affirming the vision yes because you mentioned some of it was um also just things that staff had recognized that we need to work on some more right as well um so I'm I'm really interested in that I want to make sure that that map gets a proper airing I'd like to see it here in committee and uh and understand exactly what's in there uh because that 6% doesn't sound like a lot but depending on where it is it could trigger a reaction um the other thing that I'm still I guess wrestling with and in in connection with what I just said I I don't know that everything we've heard so far prepares people for what they're actually going to see so uh what I'm wondering is how can we project an impression again to miss Molina's point you know in simple terms so this is what's going to happen you know never mind all the thought process that went into it but what will you see what's going to happen uh and so if we can kind of bear that in mind and recognize we may be sending out a message to a large community that doesn't go to the trouble of responding but at least put in front of them make sure everybody has seen something so that we can say when something does actually happen yeah we told you you know that's that's what it means right you're going to have a lot of density around Transportation you're going to see apartment buildings uh or whatever and if we can put it in language like that uh while we're working on it I think that would be really helpful um and I guess my other question was we have 14 area plans what would be typically uh all all kind of subordinated to the Udo right so what we're really saying is this is how we will interpret the existing provisions of the Udo in the context text of a setting but what will the differences look like like the Udo spells out a lot of General goals walkability and and the the mobility goals and so on but if I compare district 7 with District 5 for example uh what will be the differences between those two community area plans so we have um for each of the 14 geographies we have a community report that provides the specific information for that geography and it has metrics based on the goals and the vision within um the comprehensive plan so you're able to put two areas side by side and compare how does this area um say your dist say Southwest Middle compared to East Outer in terms of access to jobs goods and services you can see those numbers or those metrics and see where our greatest needs are as well as the areas that need um probably more access in terms of transportation we have metrics and you can make those comparisons so those reports are online and as we went through different parts of like dis the East Side they are very different geographies as you go in all the way out past 485 so what helped with the conversation is to have those Community reports where you can compare and have actual data to demonstrate here's where we need more Transportation hence our Strategic investment areas here's where you need to think about um um expanding an activity center because they need greater access to jobs or goods and services so we're able to make those comparisons and have that discussion with the community through this process so um I guess what I'm thinking is you've got the document and you have a description of one of the 14 districts at some point the rubber meets the road in terms of place type assignments and rezonings right the policies for resoning Place type there's only so much that we can drive towards our goal with our actions uh and and we don't want to kind of contradict the market or the the local culture right so I I'm just uh I appreciate today's presentation and I did ask you know for us to learn more uh but I I'm just saying uh the the earlier we can talk in Practical terms I mean another issue that occurred to me was you've got 14 of these districts there are seven district reps on city council and those geographies don't align necessarily right you didn't constrain yourselves to putting each of the 14 within a district so uh the earlier we can get involved and and help you to kind of preview you the kind of reaction that you're likely to get from our constituents based on our knowledge uh I think the more helpful that would be and uh that's also why um when do you want this map that you're going to I guess you mentioned what was it a March 12th date or that's the first iteration of the map and and and the challenge with the timing of it we want to make sure that the community sees what their imp put thus far how we've used it so it's not just the map that comes out on the 12th it's also staff responses um to the comments that we heard during the Workshops the emails all the feedback that that they've given us what's happening to what they they so it keeps momentum in the process so they know what they say matters so that's what we landed with the March um date just to get um get people some response to where their feedback is going and so that doesn't mean that they don't have another they have another 90 days to comment on the map and then there'll be two more iterations when you say iterations though when will the first change be made that's actually effective like at what time will changes to the policy map go into effect based on this process so the final map is anticipated to be adopted with the area plans and that's early 2025 there won't be any changes to the policy map before no effective changes like no no actual binding changes to the map before then is that right yes so all we're going to see is your ongoing thought process as you move toward the map that gets adopted with the area plant and yes and the think and and the rationale for that is that um we want to make sure that our thinking about how we grow and what shows up in the map aligns with the discussion around infrastructure right right um so we didn't want to get ahead of of that conversation this year and and it's really important for the community to understand that how we grow um and where we grow should be connected to um how we connect to that growth and the infrastructures that's needed and the programs needed to support it so that conversation happens this year but what you're describing is basically the alignment that we knew was going to happen right this is the process through which we achieve the alignment of the policy map uh after the initial translation and okay good uh just want to make sure there isn't confusion about that because it's I think we're at a pretty critical juncture here and uh the more we can do to kind of get the the common sense as as you say the sort of Common Sense implications of this out to people the better so great thank you anybody else we good all right so our next topic then I think is uh also miss Craig great thank you if you could pull up the udio presentation and I I will go through this quickly um and recognize that that I am going to come back before full Council on March the 25th so there will be um additional opportunities for discussion um can go to the next slide so what I wanted to let the commit that the end of the um presentation but the um the one that I wanted to spend a few minutes on today would be the conservation development text Amendment and so I wanted to recognize that this is not exactly the referral um but it's related because this the conservation development is for residential developments that are two plus acres of in size and so there is some overlap between the proposed changes for this and the referral next slide so um the next two slides are slides from your last committee meeting so from um February tpd so we talked about how we're seeing entire development of duplexes and triplexes that are all one housing type and what I have circled here is we talked about quantity quality and location of developments and so um what I want to really focus on with the conservation development is the quality of the of the developments next slide so what I mentioned last month is that um when we were talking about quality of development what we're really talking about is modifying some development standards um to increase open space uh buffers between developments and other standards that impact walkability and livability so that's really what the focus of the conversation is today next slide so what is a conservation development um so this is a development option in the Udo um this is a planning concept that has been around for quite some time it's used all over the US and probably in other areas um you might have even heard of a cluster development is another name for it so and what the Udo allows for is a 50% reduction in lot size in exchange for additional open space what we are finding is that about 90% of what we're seeing um is being sub subed using the conservation development um standards which is really um not what we intended and we were intending for people to use the base standards not um the conservation development standards um and you can kind of see this over in the the site plan to the right so you can see you've got side setbacks of duplexes that are um right on the the lot lines of an existing subdivision you've got some really small areas of uh common open space you've got lots on um alleys upon alleys and so what we are proposing is that um we increase the quality and the quantity of the open space requirement increase Transitions and public um Street requirements um next slide so I want to go into this in a little bit more detail uh again this is not the referral but as you start to increase the the standards um increase tree save things like that what it will do it will have an impact on the overall lot yield and lot density so in terms of quality and quantity U one of the things we're thinking about and we and I'm going to talk about the udio advisory committee in a moment is require some additional um tree save it's called Green area in the ordinance but I think you all know of it as tree save so that we're really reaching a 40% total again if we're going to reduce the lot sizes um for the development we think that the standards for the tradeoff in terms of um quality green area and open space should be higher um we we're finding that people are putting some of the open space on individual Lots um the minimum dimensions are really not um what we're what we wanted to see and we were uh also wanting to talk about um standards for open space and making sure that it's not just open space or green area it's really high quality and then secondly wanting to increase the Transitions and public Street requirements so um as you saw in that uh site plan earlier you had s setback of the structure right on the rear um lot line of the existing subdivision so increase the um perimeter buffer or what we call in the ordinance of the landscape yard and make sure that um the lots are fronting public streets or open space right now what we're getting that wasn't clear in the ordinance and we're getting um lots that are um on private streets or alleys and we really start to get into some concerns about servicing those from EMS and fire Etc and um and certainly service from um Solid Waste next slide so um we had two UAC meetings um Theo advisory committee meetings um in February we've got two planned for March um and we talked about this we talked about the referral um in a little bit more detail to get some initial feedback because again that's what that group is for is to get some initial feedback before we engage councel and the public on um any uh recommended changes and have that discussion with you and so the comments that we got were mixed um we sent out a survey to the group uh we got the results back on Friday um and just wanted to read a couple real quick um it's difficult for me to Advocate support or opposition without seeing actual language I'm for good development I'm also for making housing affordable and attainable for those seeking it um another comment increased setback buffers in tree save areas should be integrated to improve transitions between densities and housing types and then lastly to change open space requirements and transition areas will increase costs and reduce density that will impair the fundamental charge of the 20 240 comp plan which was to create equity and housing by making affordable attainable housing more abundant next slide so we're here today um uh before you all just to let you know that staff um is recommending changes for this particular provision again this was an option and the the regulations it was not intended to be um how most projects were coming through and again this is really about if we're reducing lot sizes and allowing people to do that we really think that the the trade-off for open space and Tre save really needs to be higher um so we're here um before you today we've got two additional uh UAC meetings this month as I mentioned we'll file uh this month as well and then we'll be back in front of you um on March the 25th for Action review so um April and looking forward we plan on beginning the public hearing process um continue to keep the committee up to date um and then again I wanted to recognize that um we are still considering the comments um and the feedback we've received from Council um and the community about the referral we we're talking through that with udio advisory committee and we're actually testing sites with a consultant just to see how some of the um feedback suest sus that staff has how that would actually impact a site and then lastly next slide um just wanted to let you know quickly that there is a third cleanup text Amendment um again this is not um major policy items this is really just cleaning up texts and a good example of that was there was a house bill that got passed this past summer it m changes to the building code which then makes us uh need to change some additional standards in the ordinance to meet um what was changed um at the state level there's also some clarifications with adus um some other um language just to help um code enforcement feel like they have um the teeth to be able to do what they do so just another cleanup text Amendment uh being filed uh today and hearing and decision in May and June I'll be happy to answer any questions I went through that Brickly questions I have a couple um the uh when you say file the text Amendment um does that make it available to the public yes the exact language will be available to council and to the public and happy to share that the details with you when we file that but that means that we don't see it before the public sees it um so I've given you a highlight of really the major changes that we're talking about so the actual text itself um will then be much more more detailed in terms of the you know actual ordinance language that's being proposed but what um what I proposed on slide six is really the meat of what we propose changing um when exactly you going to file it um I believe March the 25th um which is also the same day that I'm coming for Action review and so um we can have some additional conversations there about it see I think this could engender uh a certain amount of debate and you indicated that on the slide uh this is a a higher density than we actually intended in the Udo in in relation to the the quality of the open space that's being created but it's higher density so when we introduce something that limits density how big a difference do you think it makes like if if people use this conservation uh provision are they getting 20% more units or that's the testing that we're doing right now so I don't have the answer um for that so but it's an additional 15% for the site so it really will vary of course how big the site is and this applies to lots of all sizes right uh conservation developments are um two acres or more developments that are two yeah two smaller than the five you were talking about for the referral right um is anybody else kind of concerned about so I mean I think so what I what I wanted to um mention again is that um this is a development option in the Udo this is not our base standards for development this is an option that people are utilizing and finding that about 90% of what we're seeing are using these Provisions tells you that the tradeoffs of of lower lot sizes to open space are probably not calibrated correctly and that some of the um in terms of uh we're seeing lots of alleys and private streets which is also what was not intended so that language isn't clear and so people are utilizing that which then creates some concerns for our service providers and actually accessing the units for solid waste or for um emergency services so we have a tension here between due process and the need to do something quickly to stop the flood of uh uh development that we think does not actually align with what we intended I get that uh uh I think we need to just um we we we need to not be locked into a certain timeline so the council sort of feels that we're scrambling before we got really comfortable about this Miss Molina um thank you Mr chairman actually that's exactly what I was going to um the the fact you know um so let me preface my statement um and first of all um I'd like to say thank you Miss Craig thank you for the information I know you guys are working hard but what happens for us as the body of oversight is that we service this conduit this direct conduit right so you propose a change that changes based on your specific research and then we have to translate that to the people who are calling us emailing us texting us having things pop up next door and try to really make sense of what's going on I have um in particular um an example that I'm thinking of right now something that is a byright development right um I have my first issue with reference to you know the Udo and someone being able to complete a byright development and you know it doesn't fit the character of the neighborhood according to the residents it's they're looking for a character overlay and they're calling me and they're like we want you to make an update to the Udo not understanding that you know an update would be something that would be applicable to the entire city as a opposed to it just being this one development but then there's that that losing it in Translation right and so I feel like the most important people to be Adept at what's happening here even when you see something is us because we are the conduit to the public we are the oversight body for the public and so I don't know where and how and at what rate we you know facilitate that but when I'm caught on a dime and then I'm having to access you guys to research it when you've researched it so I'm like now asking you to double research it but it it's simply for the purpose of that transparency it's simply for the purpose of you know dealing with the humans that we represent on a daily basis and serving you know again it's that conduit so I I Mr chair I don't know if that's something that we would start here with in committee or you know kind of what that process is but we have to be Adept to this right and right now I don't even feel like I am I feel like you know even based on your explanation I'm still trying to you know make it real because although I'm pretty intelligent I can't really make this tangible in my mind as to how I disseminate this information in the public do you do you get what I'm saying yes and I think today was really intended to be a notice before we filed to committee and then to go back before um full Council on the 25th and then this it that the filing of the text Amendment it just starts the process and so then um we you know have a public hearing we'll um update you all next month at your committee meeting um it'll go to the Planning Commission before it goes to decision and we'll have a number of public engagement opportunities which we probably should have added a slide I was just trying to get through quickly I know we're running out of time but there will be a whole public engagement part of this but because of what we're seeing in the the site that you're talking about is a conservation you know exactly what I'm talking about it's a conservation development by Miss watlington has to leave on if you yeah that's fine maybe not okay I guess she did have okay thank you mayor pm thank you Mr chair and um Alison thank you for the presentation and information I do agree that you know we we need to be deliberate about the implications of this but I will say I appreciate you bringing this up and addressing it in a somewhat expeditious manner because I'm having a couple of challenges with this very um that is district one and it's not very clear to the residents that will be impacted um by this particular you know policy um pocket if you will and so um you've actually saved me a call to you because I've had some conversations over the last couple of weeks around this so I I'm looking forward to seeing how this will will materialize and I'm happy to give you some Dimensions about what's going on thank you want if that will help yeah that would be great thank you okay I think we're good that is a huge amount of work really appreciate appreciate it and uh we will try to keep up with you how about that um try we have one more item in four more minutes how we doing yes sir um we can run over up to about 10 minutes after um 113 we good for that and so would love to welcome um Julia and Andrew to present to us on the Performance Management framework okay all right I'll get started while they're transitioning since we are uh running short on time um Julia Martin Special Assistant to the city manager joined by Andrew Bowen from it um to talk to you today about where we are with performance measures um just a quick reminder you'll be seeing we have seven slides today you'll be seeing six of the same slides in each committee so don't worry if we zip through this first part you'll be seeing it again sometime today um we just want to seek your feedback today on performance measures we are not asking for any Vote or anything formal um next slide please just a reminder for everyone about where we've been and where we're going um this started with the work that council did in January at the annual strategy meeting um selecting their policy goals and objectives that aligned with the Strategic priorities came back in February to affirm those and that kind of set staff Off to the Races in terms terms of matching performance measures with the selected um policy goals and objectives um that Council chose in January we're here in March to talk to you about where we are with that get your feedback um and then we will be working full seam ahead um through May and June to develop something for the budget book um that is a holistic Performance Management that includes all the policy goals and objectives across all committees um importantly today we do not have targets we will be working on that in the next two months so we want to get your feedback first on some of the measures and then we'll be working to um what is a target for each of these goals and objectives in the future working towards um something public so whether it's a live to dat dashboard um a static report that updates once a month we heard loud and clear that it's important to have these easily accessible to the public easy to understand um and a tool that Council can use for decision- making next slide please so just a quick um hit about our approach to identifying performance measures obviously we want to leverage existing measures where possible so a number of um the committee selected policy goals from the comprehensive plan which already have measures associated with them um some of the information is already being tracked by departments so in safe communities they selected some measures around crime and we obviously already track um crime rates one thing we took some time to do is differentiate between what is a city measure and what's a community measure so you see two examples there on the slide the real differentiating factor is um what data we can measure on a CommunityWide basis and how much influence we as the city have over how that measure flows um as we saw across all the Committees how the policy goals and objectives aligned we understood there's some opportunity to roll up some policy goals and objectives into other committees so we didn't lose them um we just think they fit maybe better in a different spot so Andrew will talk a bit about that um and then obviously some um identify any gaps or areas for refinement as we continue to iterate on this uh moving forward to May so I think next slide and I'll turn it over to Andrew morning thank you um Andrew bow Innovation and Technology I'm joined by Jackie tinan our data analytics manager um just to talk about our favorite part of this is the numbers so um just to go over what you were're working through while you were on a retreat um the selected policy goals that you worked through as you were whiteboarding the session you also selected 29 policy objectives that rolled up into those different goals and through all of those different objectives some of them were very unique and you could have one measure and some of them were very flexible so to speak that we could have had multiple measures so where we've landed so far is we've got 37 measures that will cover all the way up through your 18 policy goals that you had identified it's a very squishy number because some things can be again calculated very discreetly and others um kind of in depth and one example we wanted to share um is about the number of stakeholders engagement because we saw engage the community throughout all of the objectives and up into the policy goals across all of the um objectives so what we wanted to do is make sure that we track it only in one place but indicate to you all that it does relate to all of you your different policy uh or strategic objectives so as an example um number of stakeholders engaged in our across multiple methods relates to meaningfully engaged residents which is really born in the equity and governance framework and if you want to look at specific to tpd the objectives and the associated policy goals you have the handout in front of you and then all of the proposed measures which are on the next slide please um the three main policy goals were really comp plan five and the Strategic Mobility plan and again going through all those things using your objectives that you selected as kind of the guard rails is how we identify the measures and as Julia mentioned some of these are City measures that we have a a city operation has a direct impact on and there are some that are Community measures where it's less direct but what we intend to do with some of the information we provide back as part of the handout or a dashboard is to really indicate for any given measure the um policy levers you may have available to you to affect any of the changes so next steps and then we can probably go back and get um some of your feedback I'll say you'll see we are in process in this so we are we were working up to the minute of today and we'll keep working right after so um just as an example how we engage our community I think we saw in Alia's presentation about workshops and office hours and we know that's something that council is very interested in but how do we measure how we are meaningfully engaging that's going to be something we're really going to have to work on over the next couple of months to understand what does what does a number mean is 130,000 great but what if you have 25 wonderful conversations that are three hours long so that's going to be something that we're going to have to work on what that really means um obviously we're working to identify Target measures um there's going to have to be um obviously backend processes to get these this information automated whether it is some of these will get on a monthly basis some will be less frequent um and then build a Republic public reporting infrastructure that you can use as a tool to engage your community support decision- making that you all do so that's it I think we did a seven minutes all right comments I okay go ahead thank you Mr Vice chair first of all Andrew thank you guys for being here um actually I had Andrew at um one of my town halls and he you know uh pulled out the quality of life Explorer and made it my best friend in the whole wide world I am the biggest believer ever uh in that tool and and many of the information and Technology tools that we have at you know at our disposal so thank you guys for kind of you know putting this out here and actually your statement is magnetic you know engagement because we keep saying that word right we keep saying engagement and I think of almost like engagement exhaustion right and so is it better for us to have a room full of people or is it better for us to have a room full of stakeholders that are engaged in this specific conversation that can give us quality feedback I think that's what we battle with all the time that's a that's a really important um point I believe in in our work to isolate like you know as we continue to look at that Target and I think it's more qualitative than it is quantitative right to say the quality of the human being we're getting information from for our quantitative purposes how engaged how Adept are they at the material that we're actually discussing at that moment so that that's to be continued I'd actually like to talk to you a little bit more about my thoughts on that offline um but as far as uh qualitative and quantitative metrics um with reference to this discussion can you give me a little bit because well two things one I have read so many times when we talk about safe and Equitable Mobility uh we've been getting hammered for one word uh that was in the news um and and I I want to if you would allow me Mr chair just to take two seconds to clear that up actually I'm going to clear that up because I was the one that I know I know but I take care of it okay yeah cuz I I seconded that motion but it it was in no way to like um say that it wasn't important right or anything like that I think you know some of the stakeholders that came to actually speak are some very important stakeholders that are completely and totally engaged around some of these you know items that you discussed for policy and our goals and our objectives so um I just wanted to take a parenthesis and highlight that too because again it lends itself to that kind of quality conversation right in the stakeholders that we need at the table to engage to make sure that we're you know being properly you know um informed from a community based perspective but again thank you for your work I'd like to talk to you offline and that's all I have Mr chair all right I would like to clarify this on on Vision zero somehow after our last conversation the idea went out there that we were retreating from Vision zero uh and nothing could be further from the truth uh our commitment is uh exactly as it was and in fact what we were talking about was reinforcing that commitment by having an accountable way to demonstrate how effective what we're doing is is if the only goal you have out there is zero and given that we can't completely control these things and therefore realistically in a large city you're not likely to get to zero then how do we know whether we've done well or not so the idea here was to Simply take data since we've got this as process and have a way of knowing whether our performance in this area has been good or bad yeah and for that we need to have a Target so I mean kind of a a timeline or or reference you can't just sort of come out and say we didn't get to zero we failed um so that's all that was about there is no change in our commitment to Vision zero and our aspiration to achieve zero but in the meantime we do have to have accountable Target so that we know if we're doing well or not that's what that was about um and is there anything else yes Miss Johnson uh thank you Mr chair I just wanted to comment on what um council member Molina said you asked the question is it the way I understood it you asked the question is it more important to have more people in the room or the most engaged folks in the room and I would just add that I think we want a diverse uh amount of people I think the qu the quantity of folks is important and the diversity of their understanding uh there was a point when we were talking about the Udo and there were comments already based upon our our our request that to to look at the changes and we're hearing from people that have been involved in the Udo process all along and that supported so you're hearing you know mirror mirror on the wall you are the fairest of them all we don't need to hear from from Yes Yes Men or or or folks that we know feel a certain way we need to have a broader um engagement and broader perspectives from our public these are tax dollars so we want to hear from a diverse group of people so I would just comment to what you said Miss Molina I I think it's important that we that because we're a city of almost a million people we need to hear from as many people as possible on all of the issues that we're that we are considering thank you thank you Miss Johnson Miss Molina um thank you Mr chair and U Miss Johnson I actually in in my statement I I want to make sure that I'm clear that was in no way intended to isolate or say that everyone didn't need to be at the table I think you know what she was lifting up more or less because to me in every conversation we're saying engagement and what inevitably we're seeing and I think we could even make that quantitative right um what we're continuing to see inevitably despite our efforts is the same people at the table right and so I think the idea of that conversation is how do we encourage more people to come to to the table um and and that's a moving Target that's always a moving Target no matter what the subject matter is I I would aspirationally say I'd love collectively to fill a stadium you know especially considering that each district is at least 125,000 people but from an engagement perspective from everything from the meetings we hold to public engagement to voting unfortunately we haven't cracked that model and so you know using qualitative information and quantitative information at our disposal we can work towards what that goal would look like but I I completely agree in that you know the the the position of broadening who is at the table and I am probably the biggest proponent of that that you're ever going to meet especially particularly in who I represent because you know I I've noticed there's some in congruency with who's at the table and what the actual data States and so trying to marry those to and and you know create better outcomes as far as voices and the diversity of voices at the table and representation um I I think that's something that we can through quantitative tools that are at our disposal try to increase that um and specifically you know um I I think everyone that you hear from is not unfortunately an expert they're just people who exhaustively show up right so that even doesn't lend itself from saying that the person who shows up all the time is the most Adept at the the talking point uh or or subject matter in said detailed you know conversation that they're the most Adept at the conversation either so um who shows up and who's Adept at the conversation I think they're two different Lanes they're kind of swim Lanes in the in the in the same project but you know the the outcome and the intention I believe um in in my personal statement was to you know make sure that we we're trying our best to be intentional and and hopefully increase that and so that's why I lended myself to talk to her offline because I have a lot of specific thoughts related to my personal work about it and how I'm even going to work on in my opinion and something I'm really working hard at um working on that specifically for the people that I represent so stay tuned for that as well all right um I think we need to vacate the room so I hope we're all done here uh I'll entertain a motion to adjourn so moved second all in favor stand up and leave yes probably the bonent of that every me especially particularly who I represent because you [Music] know [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] youone uh my name is Malcolm Graham chairman of the city of Charlotte jobs and economic development committee uh I want to welcome you to the Monday March 4th meeting um here at the government center and to ensure that we recognize everyone in the room let's take this opportunity to introduce ourselves starting with the back row with the gentleman in the back and then we'll go around out the room and then we'll come to the table c crba econom devel h Economic Development Mohamed jenan hospitality and tourism Alliance theate hotel which three hotels and also the current chair of the crb Donna Julian Hornet sports and entertainment James Jordan Hornet sports and entertainment CEO cats Hunter cats cak CS Jak D whing turn contractor Eric spanberg Business Journal Austin baller story program management Matt HED City Finance Teresa Smith CFO Finance Anna SCH city attorney's office Adam Jones city attorney's office services Jennifer Smith Steven Coker Charlotte business inclusion Daniel Fraser City manager's office Patrick Baker City attorney Tracy Dodson City manager's office marger Molina U District Five James Mitchell Vice chair Ed Driggs Committee Member D Mar Community member Natasha Smith Charlotte business inclusion toand Brown Economic Development and and for those who are visiting us um virtually would you please introduce yourselves David you're mute um this is David Abrams from Inner Circle Sports Mr chairman I Steve Patterson Pro Sports Consulting Dante Anderson mayor protim District well thank you everybody uh thank to General Public for being with us today uh we have a pretty load of agenda um three items Hornet sports and entertainment Workforce Development update in the performance measurement framework uh we're going to flip the agenda to allow Workforce Development update Danielle Frasier to go first uh and then we're going to Pivot to Hornet sports and entertainment and then the Performance Management framework so we're going to deviate a little bit from the agenda um and um uh I turn it over to um Tracy dson from the city manager's office for any opening comments and then we'll pivot to M I do not have any I'll go ahead and give your time to Miss Frasier Miss Fraser the FL is your thank you chairman Graham and to the council committee um thank you for for putting me first IA probably wouldn't had much of an audience if I if I went second so excited to be here with you all today um I am here to provide you with two updates one will be a current projects update for the projects that are currently happening under the higher Charlotte initiative as well as taking a look ahead to what our Workforce Development uh strategic planning strategy will look like next slide please please so if uh you all recall Council approved $9.1 Million last year in Workforce Development funding that was allocated to support the framework under the higher Charlotte uh initiatives and so just a reminder of what this funding is supporting it's uh supporting things around career pathway navigation short-term occupational skills training on the job training upskilling reskilling as well as essential skills training and job placement next slide please so here is a summary of those arpa funed projects that uh consist of that 9.1 million this chart outlines the project description the amount allocated the project status as well as the contract start date and where we are uh to Target with these projects I am pleased to say that we have made progress since the last update that you all received last September as well as in your nice glossy that you all received in your annual strategy uh session I won't read this entire slide uh but what I will share is a few highlights highlights as you can see we are on target with three of the six uh projects that are in green this means that these projects are beginning the contract development stage or they are being prepared as an RCA for Council to approve in the coming weeks these areas that are in yellow um represent uh projects that we are currently Gathering more information and doing more research uh for potential partners and vendors that can provide these respective services the contract start date that you'll see for these areas in yellow um they they may extend beyond what you see for a start date because we are we want to make sure we're doing our due diligence in researching partners that can provide these services but we're confident that we should be able to start these contracts in summer of this year uh and we'll continue to keep you updated on these projects um as well as the the progress and the impact that they are making next slide please and speaking of impact um these are the impact measures that we will be tracking through these projects this list is not it's may not be comprehensive as you see some of those areas in yellow they will transition to green and so more uh measures may be added to this list um but for now we are uh We've identified metrics to the people served the industry recognized credentials obtained job placement and in demand occupations job retention up to a year as well as uh wage growth so again we wanted to let you know that there are impact measures that are being tracked uh so that you that are built into these projects uh to track uh our commitment and our investments in these Focus areas next slide please so a look um to the future of our Workforce Development strategic planning uh as you all know Council has approved a number of plans uh whether it was under Capa or CBI um housing Mobility Etc and we want to follow in that same protocol and establishing a Workforce Development strategic plan with this slide I simply wanted to tell you all I heard you um this was some of the feedback that was gathered at the annual strategy session that you all provided when asked the question um what's important to you in Workforce Development and so some of those Focus areas were on ensuring that we have the skilled Talent credential attainment good jobs uh diversity of talent strong viable Workforce as well as scalability I want thank you all again for the feedback that you've provided because this is going to be really critical as we begin the strategic planning uh process and we'll continue to solicit your feedback along the way next slide um so what this process looks like uh we have engaged a a strategic planning consultant organization called sherco some of you may be familiar they are a national consulting firm but they are Charlotte based uh they focus on strategic planning as well as implementation Services we have partnered with sherco uh at the city of Charlotte for a number of projects uh through our renew training program as well as um with our corridors of opportunity projects with our opportunity hubs sherco has done a number um worked with a number of organizations in the community and so we're we're confident that this will be a good partner with us to help us with our strategic planning from the work that they know with the city as well as with the ecosystem um in our community um excuse me ultimately with other plans the idea is that once a a plan is completed we would have identified strategic goals objectives measures and metrics to implement uh below you'll see the phases of the strategic planning well as deliverables along the way to track uh the progress and and keep Council the rest of that a couple of things that we're keeping uh top of Mind among a lot of things in this process are one we want to make sure that we're intentionally connecting the Workforce Development uh dots to other efforts that are happening across the organization whether that's Mobility whether that is um digital Equity um Economic Development and housing Etc to ensure we're aligning Workforce Development where we can and where it makes sense um the other thing that we're thinking of again among many others is how we will leverage and accelerate uh the Workforce Development ecosystem in our community to achieve what desired outcomes we will come to to impact both our talent and our businesses and so uh we will continue again to engage Council throughout this time to get feedback and to keep you a breast of of updates and ultimately I think initial success is to ensure that we have a strategic plan that you all will be able to approve by late summer or early fall and with that I will pause and answer any questions thank you Mr Frasier for your presentation and um I think they're working to minimize the box so we can see your slides um uh and we'll pivot to council member direct for the opening questions floor is yours thank you Mr chair um so on slide uh four I think it is you've got the breakdown of funds and there's I think $3 million $3.7 million for apprenticeships upskilling and reskilling uh uh as you know this is apprenticeships is a kind of favorite topic of mine because I think it's such a great model um can you talk in a little more detail about how those funds are allocated are we for example are we subsidizing appren ship programs where employers maybe aren't motivated to create one just for economic reasons or uh who exactly are our partners in that process yes that that's a great question so a little bit of where we are with that project status we did put this uh this whole Workforce Development Services 4.94 million out on the street for an RFP uh we received 10 proposals so I think we've um shortlisted that that group to about five um organizations that we will then provide provide funding to to provide these services with the apprenticeship piece that will be through our partners whoever will be selected um for the services and they will then work with businesses as well as other Community Partners to identify if an apprenticeship is the right route for the individual that will be going through the program so it'll really be individual based based on their Career Training path how apprenticeships are typically funded are through what's called an onth job training which is subsidizing of wages or through the classroom training portion of the apprenticeship but are we doing things to encourage employers to initiate apprenticeship programs yeah so I think apprenticeship awareness is something that across the community we are always trying to um uh increase and make awareness of um again that there will be a business engagement portion that is a part of these um a part of these services and so from a at large um intentional blast of awareness of apprenticeships probably not through this particular project but it will be an OP option if it is a career path that an individual should go down versus another and uh Mr chair if I may one another question um could you describe uh the sort of target audience like what will the mix be of people participating in these programs who's going to see the benefit from it uh I mean early on we were looking at a kind of a web portal thing and we were concerned that the Outreach to the community wasn't personal and immediate enough but um there are there are different cohorts I think of people uh who have barriers to progress who want to move ahead and who would benefit from this but people who have been in the system or uh people who dropped out of school and find that they have no place to go so is there anything you can say to characterize who we expect will actually benefit from this sure uh so it's it is it is a bit of a wide range of individuals that will receive um fund or receive supports do these uh training opportunities it's the underemployed it's the unemployed we want to make sure there's intentionality around um supporting the corridors work so that there's individuals that are in the corridors but then also those individuals that may be employed and we're working with employers to help upskill and reskilled so in order for them to uh Advance within the organization or to get a credential they could potentially partner with one of these providers to provide training while they're actually employed to move them along so it's it's the spectrum of of job Seeker uh unemployed underemployed individuals so I guess my only comment would be there are many more people who fit those descriptions than we're going to be able to serve and therefore uh I'm interested to know uh and this is just an observation but uh if we had some sort of targeting or we got a little more specific about where we are looking for people to benefit from these programs uh to align with our priorities uh because again I think you you could take a a large number of people who are one way or another fit the descriptions you just gave us and who are we really going after but that's for a future conversation thank you Mr chair thank you m meleno um thank you Mr chairman and actually I'm I'm going to add on to what Mr trig said uh first of all thank you um I if you've been around me for more than a day you know that Workforce Development is very very important to me um I think everything starts there you know so as we continue to um look for you know the alignment in work for development with our other deliverables I feel like there is some um inextricable you know um uh work in this particular Lane when it comes to some of our other things that we're trying to um I guess impact but I I want to specifically highlight and actually you know just adding on to what I believe uh would be a great place to start we have a ton of quantitative information to guide us about our highest impact at community members um by by way of what they're earning based on you know and I um our quality of life uh tool the tools that you know give us the ability to query data um would let us know where we could make the greatest impact in my opinion um the earnings of the community members that we serve across the city um we have extreme deficits uh when it comes to districts I mean I I can think of the district that I serve in particular and I mean I don't want to be on a soap box here but it's it's it's the lowest of the seven right as far as the average earning potential of the human being that lives in the 28 precincts and 125,000 people that I was elected to serve the average income is the lowest in the city of Charlotte right and so that that's why this conversation is specifically very important to me because then not only do we need to Target you know training a human being but we need to Target how do we um align the the businesses that provide those jobs with the training right so I don't I personally don't feel like we need to be training a whole bunch of humans for jobs that we don't have in the city right we actually we attract based on six different markets on a regular basis we got a whole Collective of of of um of businesses and leaders that you know attract work to attract from a regional perspective six particular types of jobs right and I'm not saying we need to stick there but maybe when I think through the alliance and the work that the alliance is doing and how they actually in conjunction with our Economic Development Department they go out and they seek the type of businesses that are going to come to Charlotte and do business so how do we align the humans that we represent with those types of jobs so that they can be best served by hey if I train you to do this you can get a job here because this is where we're working to attract you know the businesses that provide those jobs and so what I'd like to see is something specific that says you know yes we're doing doing this and yes we're got we you know we got the money and all of this stuff but the target industry training to me is probably in my opinion you know and I know I got the body of the council to to to work with on this but the target industry to me is it's it's in a lane all by itself right and we have the metrics we have the data I don't think we have to in my opinion rehash that data I think we have clear and concise information where it comes you know with reference to the humans that we represent and how we're trying to align them with a way that they can pay their bills because everybody want to feed their family and pay their bills and they don't want to struggle to have to do those basic things and so I feel like what you're going to do for us is some of the most important work that we have because again in my mind everything start there how much I earn determines where I can live what my kids can do what kind of car I can drive you know what kind of house I can afford whether I can buy a house or not I mean in my opinion it's kind of one of those founding principles so um I'd like to talk to you offline cuz I you know how passionate I am about this but I I feel like we have a a plethora of data right and I love that you said that you're going you know what you you started with what success looks like and I think you know beginning with the end in mind when we talk about what success looks like you're saying you want to start with a strategic plan and a plan meaning something that we can actually take and add knowledge to based on what those outcomes are based on what we believe to be something that we can Target and and have and be malleable enough to say we want to add to it over time so um I I love that you started with what you think success looks like and I think we can start there and I have no problem with that but I am excited to add value to it and use the information and tools that we have at our disposal to best serve the community members that we represent okay any more questions I had the opportunity to meet with Miss Frasier for about an hour I guess about a week and a half ago and I'm very exced excited about the direction in which we're going looking forward to the Strategic plan um a lot of topics come before this committee that's a lot more sexy like Panthers or Hornets um but this is really the blocking and tackling um maybe I should use another analogy this is the slam the slam dunk of of of Economic Development I mean really the the the basics of what we do right um that makes our economy go making sure that people have access access to jobs and opportunities so we appreciate the work um we appreciate um um your commitment to it and we look forward to you coming back before the committee um mayor proam thank you Mr chair and thank you Danielle for the presentation um I too appreciate the fact that you're starting with a strategic plan and you're going to take time to U develop the the appropriate plan but can you give us a couple of of dot points around what you're focusing on in the interim so be between now and when the Strategic plan is ready to be approved by Council and and ready to be activated what are some of the short-term interum um focal areas that you're working on now thank you mayor proam for that question um so so one of the the major things that we're working on is um if this is still on your screen the arper projects that you're seeing here and I and if I can I have to say kudos to the team um James Carter Kathy Willis and and U Matt duor who have been helping to get these projects over the Finish Line a lot of communication and coordination happened in getting these projects going we're using these projects as well as a baseline right to help us in identifying what works uh possibly for implementation with our strategic planning so in the interim this is a lot of our heavy lift in what we're working on to get these projects over the Finish Line I think if I I give a little preview to some of what we were wanting our our um our consultant to help us work on and maybe some of those Milestones um in the interim are one of the things that we want to do is to uh expand our inventory of our training providers across our community uh I know that there's been some organizations that have done some kind of just on Surface but we really want to do a whole inventory of what training programs we have across our community based on our Industries in demand so that we understand who providing what training in our community and at what level uh so that we know when there's investment opportunities or where we can help businesses to understand where the talent is coming from we can help to direct them in that space uh so those will be some of the milestones and the deliverables that we will be working on and working closely with our consultant firm and helping to feed them some of the existing a lot of the existing data and information that we have uh to help them develop the plan okay uh Mr car last question yeah I was just going to just comment one thing I don't see but I think is probably the most important thing on this um is the outcome in measure of sustainability um these are one-time funds uh I think just you know knowing the space very well there there won't be a limit of people coming and with the ability to spend the funds it will be what lives on once these funds are gone is this a seed essentially that kickstarts off something that exists um you know sustainably after that or is it a one-time thing where then we kind of look I would view if it's a one-time thing where we look at dozens to hundreds of people that went through it and then it's over that would be a failure it it needs to be something that lives on beyond that okay well I think you've um heard the marching orders uh the questions I think there'll be a couple other meetings um with you on one onone with committee members um but we thank you for for the work and um look forward to um getting you back in front of the committee relatively soon thank you thank you uh M dson harness sports and entertainment um floor is yours for any opening comments um one one I will make and and it's one based on conversation with a number of committee members and council members uh as a whole uh which is just just to continue to encourage the utilization of committee process for large scale projects this is more a internal process than anything to do with um the um the Hornets but again a number of council members continue to express um their concerns uh about the committee process not being utilized to its fullest potential I've had a conversation with the city manager uh to that um Point as well uh privately and I think it's worth noting publicly as well um but that aside um I turn the floor over to you um Miss doson great thank you council member Graham um and we're excited to be here today on Spectrum Center kind of in the committee to have the real meat of the discussion and building off of what we presented just last week um to really again come here and have the meat of the discussion so what we want to do today is kind of remind you of The Proposal that was brought forward last week regarding the practice facility or as we call it the PEC which is the last piece of what council voted on in 2022 which was to um a lease extension for the Hornets from 2030 to 2045 which had two pieces to it it had the arena agreement which is where the bulk of the work was going as well as um the PEC discussion so we'll do a quick overview from last week um I want to remind everybody of what the city team is um and how the teams are working together which will give you the opportunity to hear from some other people um and then we'll dive into some questions that we heard last week and then let the remainder of the time before the committee discussion next slide so as we presented um last week the shift in the PEC proposal represents a couple of things one this is new ownership coming in with a larger Vision a larger PEC but it also now includes a medical facility and includes a vision to develop the full block really in the idea of creating a worldclass facility that helps attract Talent um for the MBA this is also more private investment all of this is also in an effort to deliver the practice facility sooner than we had originally contemplated another piece of this proposal is Shifting money that was obligated from the city Side from the PEC over to the arena um for new work in the arena again trying to do more um but there's also some trade-offs in this that we'll discuss a little bit later next slide so I included this image this is totally conceptual but I wanted you all to be able to start to have an idea of how the full block might come into fruition so what you see here again completely conceptual this is not intended to represent what's going to be built it's just more of trying to illustrate how it could be built um is the PEC above medical office which is the light blue and the red could be retail or medical office and the PC would sit on the back of calwell and Fifth Street leaving the front half of the block where you see the yellow to be something that is a complimentary use and really activates Trade Street like something like a hotel um so again this is just an illustrative that you could see of how it might come to fruition as we talk about this full block development to give you some visuals and ideas next slide okay so this image looks a little bit confusing um but I feel like it's really important for everybody to understand how everybody is working together on both sides The Hornet side as well as the city Side so I'm going to start you in the bottom right with our internal City team we have General Services legal Finance CBI the manager Office there's a group of us that work together regularly in fact there was a group of us on a call at 11:00 with some of the Hornets team this morning um working through many of the ideas and issues as we kind of go through the proposal we also work hand inand daily with Inner Circle Sports and pro sports Consulting these are the real professionals that do this all over the country and give us guidance along the way both of those groups reporting back up to you all then on the Hornets side you have the Hornets ownership and the Hornets leadership team they work with CIA icon as their consultant um CA icon Inner Circle and pro sports they talk every day then at the bottom in the middle you will see the crva and they kind of overlap into both both sides of the Hornets as well as the city Side in the sense that crva runs the back of the house in the arena but the crva is also a partner with us in discussions about how we might want to invest our hospitality and tourism dollars and so again it's a little bit of a unique um or chart here but I wanted to remind you all how we are all working together to kind of try to come up with the best proposal possible I also wanted to use this as an opportunity for you all to be able to hear from Inner Circle Sports and pro sports so I'm going to ask um Steve and David if they want to jump in here and make any comments kind of about where we are at this point in time and then we'll have them on throughout the whole conversation so you can ask some questions at the end Steve you can go if you want first sure um SP the screen so we can see them sure council members and Tracy uh and and the rest of the community you know I'm just uh enjoyed working on this project for the last three years we're finally getting down to the tail end we've got work that's starting on the arena to upgrade it for all of the community I think if we close out this last bit on the gravel lot and the practice PEC um it'll help us grow Economic Development downtown and ensure that we have the Hornets here through 2045 in a building that everybody in the community can be proud of we've had trade-offs back and forth over the last couple three years but I think we're in a place that's uh fair for all sides and can get us uh what we want as a community and as the team and as the uh people that engage in the in the building yeah and I would Echo what Steve said who Steve's been in basketball his entire career and you know knows what it takes to get uh people to the to the table to um to come to agreement on something that's beneficial to everybody I have worked in the sports facility space for most of my career and have probably worked on 50 Public private Partnerships across all the major leagues um here in the United in North America um it's never simple process right it's always iterative it's always time consuming there's always wrinkles that come in but we have been working diligently with uh the Hornets uh um consultants and hornets management team as well as with the city's uh um leadership team on coming together to a project which we think really um is beneficial to both sides not only to build something but for the long term and that's the hard part right is to get something that everybody can agree upon um and are proud of but not only in the first year but in the fifth year the 10th year and the 15th year down down the road and that's really where we where we've uh focus on is making sure it's a long-term sustainable business agreement and I think we have the framework for that and not only do I think I know we do for that so appreciate you having us uh um to be able to address you um today thanks thanks guys um I'm GNA ask them to chime in on a couple other pieces and then like I said at the end we can come we can come back to them if you have questions for them or others going to the next slide so here are the couple of the questions that we heard last week um and we we could have missed some but as everybody took notes we heard um questions around the corporate sponsorship and naming rights the city use of the Arena the mwsb participation Workforce training as well as the comparison between the 2022 agreement and 2024 agreement um spoiler alert Mr drgs I told your your spreadsheet and kind of Incorporated that in here I see that so if we can go to the next slide and we'll start to talk about the corporate sponsorship so I I pulled this slide from 2022 because really what I wanted you to see here is is we're we're not saying that corporate sponsorship is off the table and branding and things is off the table but we need to rethink it if you go back to 22 is what you see here is how we thought this would this would evolve with phase one phase 2 phase 1B phase future phases if you and the yellow star represents kind of where we saw the nucleus of this District kind of evolving if you look now where the red stars are that's more about these things are coming these pieces that are coming online that were part of different phases and so what we really need to do is go back and kind of relook at this about the timing of corporate sponsorship and the opportunity of it I think one of the things that's promising is we have more projects that are coming online to create this District but I just wanted you to be able to illustrate when we say it might be delayed or it might come on in a little bit of a different timing is to start to understand what that is um and why that is the other piece on corporate sponsorship um that was a question was that part of the proposal and you'll see it in the comparison was that we were were going to share in um PEC naming rights Revenue when it was at the CTC site or in the 2022 agreement that was because we were going to own it too so there's a part ownership there which made sense to share if the Hornets are going to own their facility that is something that they want the ability um to hold that revenue for so again just a reason for that um I will say though is where we're tracking we still have the desire to do District naming rights and kind of evolve to this District because it is a community Gathering Place no different than what we're seeing um what we've seen with the Milwaukee Bucks what we've seen in Dallas With Victory Park or in Phoenix or even in San Francisco with Thrive City so David Steve I don't know if you want to just take it two seconds and talk about kind of that perspective as you see it in other parts of the country yeah I mean if you look around the Usos Canada Europe there's 20 of these type of districts out there some in different phases um under construction like in Nashville or just awarded the ipg360 to uh manage Anaheim today was in the news um they've been successful in helping develop uh in Kansas City and Milwaukee and other you know uh certainly in Phoenix if you come out here and visit you'll see it downtown you'll see it out in Glendale so this is a growing type of Industry support for public and private Finance of these developments and uh given that we've sort of changed up some of the timing of some of the different elements here in this area we're moving a little faster with the PC potentially a little slower with the CTC it gives us this gives us time to reorient how we do that going forward yeah the the the the business of sports facilities has has evolved so much and accelerated by Co in the last uh couple of years to where um you're trying to establish a a a a a basis of people to attend and to be there prior to games after games um enjoy the entertainment of the urban core in a way that um is both you know it it's attractive to the folks that come from out of the community and attractive to the folks that live in the community so the live work play kind of environment which is uh is really what we're seeing much much more of and it we find that sports facilities on their own just built in even in the urban core you know sometimes don't generally bu get buil get development to to uh establish around them by virtue of the fact of just having a very popular sports facility or sports team and so you know giving it a little bit of a of a of a push forward with creating these um these districts or creating planned development around them has really been a a a a centerpiece in the way Sports has has evolved in the last uh say handful of years and there's been some some really great examples um of of projects that um and Steve mentioned what's going on in Anaheim which is the pictures are just are phenomenal but great um examples of how this has revitalized a lot of U of of urban centers and so we're we're seeing much much more of that um when you've got a facility that's you know a decade or more old and now you going to revitalize around it you know doing what we're planning on doing here and what the Hornets are planning on doing and what the city is Master planning is really the direction that should be should be addressed and this tends to link um uh parts of the community that would take you know probably a decade or more to for that to happen so I think this is the absolute best way to to move forward thank you um so again we just wanted you all to know that we haven't lost sight of that especially as we talked about Uptown activation and things like that in in previous committee meetings if we can go to the next slide I wanted to hit on council member Mayfield's question last week about the city use of the arena and I pulled just some Snippets of sections out of the executed Arena use and operating agreement so this part this is part of council action that actually has already been executed and it states that the city day the city days that the city has 12 days um another section indicates though that we have to give priority to the NBA home games and NBA rules and regulations so we always have to keep that in the Forefront and then it also goes on um to acknowledge that the operator I.E the Hornets um will work with the city to bring significant Regional national International importance events such as NCAA AC CIAA or high-profile sports and entertainment events and so and I can say in conversations um with the Hornets and crva and others um there is a united front on that effort as these opportunities are rise next slide let's put a pen on that we W come back to that okay um next slide is the um mwsb and Workforce training and you know we're early in the PEC process and so I thought because again the arena agreements and the PC are all really connected to one larger you know one larger agreement I thought it would be good opportunity to look at where we are with the arena specifically and that work and we have an mwsp partip IP ation um goal that's set as well as uh General Contractors that are selected that can talk a little bit about Workforce training and so I wanted the opportunity to turn it over to Steve and Danielle and let them um reflect a little bit on where we are with that work thank you Holly uh good afternoon chairman uh committee members uh so far so good we've had some solid conversation with uh the Turner da ever team uh We've uh kind of married them to our bonding program to let them know that this is available uh some of the folks who have either bided on the project meaning the M wsv or will bid on future projects are aware that they could attach uh this tool to uh what they're looking to do depending on the size and scope of work uh the only difference uh that's significant that you should probably uh understand when this came out when we set a goal it was the 16 and 14 M and S uh post disparity study We Now setting goals with our wbees so we've added them to the mix uh of the SBE goal and made it a combined goal and that'll be a lot more impact for our program um again Turner has uh kind of locked arms with us as far as any Outreach engagement uh so we feel very comfortable with them uh they've participated in our bidding Academy knowing that that will be a helpful tool for those firms who will bid on this project specifically uh with the early packages uh we're pleased to say that we've uh in our tracking and compliance at this point uh have uh met 25.49% MBE goal uh of course there's so many more packages to be let in the future and and so we're going to continue to work with uh the contractors moving forward Daniel yeah and happy to share a little bit about um the Workforce Development uh that Turner provides had previous sorry had previous experience with uh with Turner in in my past life um years and years ago when they were wanting to um come into our community and really expand relationships through Workforce Development with Community Partners their culture is one of development and and diversity of their Workforce in in the construction industry through training uh upskilling reskilling and career opportunities as you can see they have great uh Community Partnerships with a few that are mentioned here she built the city Goodwill Industries as well as the CMS CTE Pathways um rock uh construction program and so they're they're extremely intentional about their Workforce Development efforts and have a robust uh program and helping to develop and train the talent that they're employing great next slide all right so this is council member D's favorite slide um and and this is a little bit of a a comparison that I created he created and we've kind of here I've kind of combined them and what you'll see in the top four lines is how we're looking at between 2022 and 2024 the shift in the overall dollars so originally in 2022 we were looking at 215 million into the arena remember 17 73 of that was obligated under previous lease agreement contracts the ask now is to shift 30 million from the PEC to the arena for new work so that would total 245 million into the arena under the 2022 agreement we had 60 million in the PEC that was going to be city-owned now we're looking at 30 million into the PEC which would be um Hornets owned so you can see that the total investment numbers that we're looking at here is still the same it's just a shifting of of the sources and where they go under the funding naming rights um we had 60 million from 2022 we're not counting that from into the 2024 but again as we mentioned earlier we still want to pursue this as an opportunity we just have to do more refinement on the timing of when we think that we can actually pursue that so from Hospitality then and this this line I want to be really clear on is was 2115 from Hospitality now we're seeing 275 from Hospitality so 30 from Hospitality that would go into the arena we have now capacity for and Teresa Smith is here in case we have questions around our capacity but we have new capacity if you remember when we were in front of you in 2022 we were coming out of covid and we were still a little bit unsure of the timing of our recovery so the 30 million that's going to go to the ARA under the 24 proposal um is new capacity that we have the remaining 30 um we're looking at different sources such as new revenue from the rent under the 2022 agreement or the arena agreement I should say um that would start coming in and we're looking at the different funding sources as it relates to that we we're considering that under Hospitality because that rent would have gone back into the hospitality fund so that's kind of why it's it's equated that way um moving down into some of the tradeoffs if you will um under the 2022 agreement if we owned the practice facility we we were responsible for providing the parking specifically 100 spaces for players that had a value of about 3.5 million 250 spaces for shared events so we took half of the cost of that because it would be shared with another use if we were looking at it with CTC um we were looking at it with like an office user that it would it would share so that had a value of 4.38 million under the 2024 proposal we're now talking about the Hornet side providing 250 spaces that actually replaces what's on the gravel lot today um and that could be split up between the two proposals of phase one and phase excuse me not two proposals under the two phases um phase one and phase two and so right now we're laser focused on the 125 spaces within phase phase one but again that has an $8.8 million value for the $250 spaces other requirements include things like if we owned the PE we were going to be responsible for maintenance and repairs that had a value over the course of the lease extension of about $5 million which we don't have now if we don't own the PE the shared naming rights I mentioned earlier um has a loss of about 5 million over the course of the 15-year extension um that we are giving up as a tradeoff and then the risk of penalty um we took about 50% of that under the 2022 agreement there were triggers if we were going to own the PEC we were we were responsible for delivering the PEC and there was time commitments to that um and so that had about a value we took that down the middle of about $4.5 million moving to the gravel lot um the Hornets have asked for instead of 50% which we were obligated to under the 2022 agreement if we went to the gravel lot they have asked for 60% for the practice facility and I forgot to mention an earlier slide um where there was a big block over the gravel lot that was the Orlando Magic facility which you can start to see the size of facilities and how they how they fit so there's a request to go from 50% to 60% the value of that is about 3.2 million 3.29 million they have also asked for the remaining 40% of the block which would be have a value of 13.16 million and it's important to acknowledge that they have a five-year option to develop that if not it reverts back to us so in total the oblig obligations under the 2022 agreement total about 17.38% of new revenues there again that's over the 15-year period so the net additional cost and the savings if under the 2022 agreement can be anywhere between 16 17 million upwards of 22 million to go with the 2022 agreement I know council member Driggs is gonna have a lot to say I see him I feel him you feel it um that was a lot to cover right there um we can stop here because the next slides if you want actually let's go to the next slide I'll I will go on that um the St recommendation is to pursue the new proposal because it decreases this city investment in PE and increases the city money in the city-owned asset under the 2022 proposal we had a risk for penalties and a risk of exposure for inflation cost um that was what I just mentioned then the value of the Hornets give exceeds the value of the gravel lot so again those tradeoffs it expedites development to um the gravel lot and future um potential tax revenue Force off of the gravel lot and there's more development that contribute to the overall District vitality and vision last slide so we're here today for discussion and potentially a recommendation um back to the full Council as the manager mentioned last Monday night um for a potential vote as early as March 25th and with that I will stop um and allow the committee to discuss and ask any questions thank you miss m dson um before uh we take any questions let me make a couple observations and and comments and then I'll facilitate the meeting and I'll make some comments towards the end first we want to welcome the new ownership to town they they've been here for a number of months now um and we look forward to a productive working relationship with them we clearly understand uh what the Charlotte Hornets means to not only the city of Charlotte but to the region and the the economic impact that they um they have for our community so we we Embrace that uh we also embrace our contractual obligations um uh to the Hornets um by way of the contract uh we know we have to do something right and so we're not going to run away from that at all and we re-embrace that the question is how and what we do not if we're going to do anything at all um I I'll be quite honest with you I I I've been skeptical about the district concept before and I'm I'm more skeptical about it now um it it it represented $60 million in the first uh go around and now it's kind of zeroed out uh and and and that's concerning um there are a number of things while they're different from um uh the transit and transportation was a part of the initial um proposal and now that has gone dark from my perspective in terms of the um the upgrading of the transit center the temporary facilities where where where that's at and I think Brenda's here to kind of say you know where we're at with that right that's kind of gone dark and we hadn't heard a whole lot about that uh would love to have more conversation around the the the city days or the um availability of days obviously I clearly understand there's only a set amount of days in a year uh and that the Hornets are our major tenant on um there but it is a city-owned facility and we have a number and wide variety of other potential Economic Development opportunities that will help benefit travel and tourism that we should consider and hopefully that we have a willing partner that language is pretty Stern in terms of what we can and what we can't do right is pretty set I think we need a little bit more flexibility there so hopefully we can have at the appropriate time a conversation about that as well uh and um yeah so those are my initial thoughts just by hearing the the present the presentation um um and so now I would open it up for discussions about those topics or anything that you heard obviously there was a a presentation on last week we received information our packages uh I gave the Preamble earlier about um we literally probably could have made this decision last week if we had started earlier uh in terms of having these discussions but here we are today so floor is open for questions Mr chairman uh Mr Dr I I'll give it to you I just wanted to did you want will you asking Brenton Brent yeah let's let's start there so we can get that out of the way where are we all with the transer uh and the the temporary facility and the impact of that on the district yes so let me um without sort of jumping too far into the impact on the district the CTC project continues moving forward uh we are working with the developer so thinking about uh back in the beginning of this project right it's always been a project to replace the CTC and have private development overbuild on the same parcel All of That Remains the Same that that has not changed um we continue working with the developer um in fact you should see expect to see uh a rezoning process coming soon um actually starting within the next few weeks um city council should also expect to see uh final agreement for obligating the raise Grant so there's we the FTA awarded a raise grant the final step in it is to obligate the Grant and that will be coming over the next 30 to 60 days uh before city council so the project continues to move forward and we are working with the developer as they start to really narrow down on 30% design they go into that process and they start to think about what the um what their overbuild looks like as part of that Des design process which will also design and Define the CTC um on the same site okay I I think that's really important just for public consumption because we talked a lot about that uh last year uh and it just kind of went away what about the temporary facility so the temporary facility Remains the Same we are still looking at what we would anticipate doing is same as the original plan when construction begins on the exist in site uh White Point Partners owns half of the block next door and we would utilize that during construction as a temporary facility there may be some ability to expand that to a little bit larger area on that same block uh because the other half of the block is owned by ncrr and so we're we're talking about that but the basic plan for the temporary facility Remains the Same during construction it would be on the Block next door uh um through construction and then we would move into permanent CTC and last question time frame yeah so as I said the rezoning process uh the public meetings for rezoning are anticipated in the next couple of weeks the paper Grant agreement or final approval for Grant obligation is in the next 60 days and we would expect design to go from the level it's at today to about 30% over roughly the next eight or so months um once that's done then we'll need to lock in um full funding we'll have more information on funding and the pro uh project would progress from there okay all right so we kind of clear that from the table so there's an update on on on that portion of the old deal and then again there will be some more conversations I would imagine about sponsorships that was a part of the old Arrangement that's not really a part of the new one Mr Dres thank you Mr chair uh I'd like to Echo the chair's expression of appreciation to the team and to the investment the new owners are making in Charlotte especially the additional investment in The Practice Facility of $ 7200 million uh really thrilled to see you look forward to improved results from the team you know I'm sure you're going to get that done um we need to uh I'm available for uh the council needs to uh try to assess this transaction in the public interest so you hear us scrutinizing and questioning things uh it it is not an expression uh of you know questioning the team it's a it's a question of uh our being responsible and needing needing to be able to account for what it is we approve uh in my mind there are two levels that we have to look at this one of them is quantitative and the other one is qualitative so we need to look at the numbers and we've seen them uh and then we need to think about the other things we've been told in terms of the impact uh uh of a of a in a nature that is more difficult to put into numbers but is beneficial to the city and um so on the quantitative side again we saw the slide maybe we can put it back up there uh the number slide and um so I'm just going to say briefly the way I look at this under if we did just go with the 22 agre agement and did not agree to these changes uh we would be on the hook for costs uh and it's unfortunate I guess that when we approved the 275 we didn't fully appreciate that there were going to be obligations that we were going to have to contend with and that are out there right now and you can see on this list what they are they relate to uh parking and so on I was actually curious Miss Dodson don't we didn't we have an obligation under option b of the 22 agreement to provide the gravel lot yes we did and that's why the difference between I think your slide and my slide is I took that out because that was in both cases I know but it was worth noting that uh among the obligations that we had already in addition to the 275 because if you compared option A and B in the 22 agreement it said 275 in both cases but B was also going to include the gravel lot which was worth another 16 so it's worth recognizing that that commitment did go away and instead we have the solution for the lot that's in here U but without going through it line by line just on a numbers basis what you end up with is an outcome where it's pretty close to a wash in terms of benefits we get or obligations from which we are relieved and by the way the risk of the penalty in here is valued at 50% I would say that's more like an 80 or 90% number based on where we stand right now and therefore if anything that is more valuable that is in here so um my bottom line on the numbers is that uh uh we are in at least a wash situation and in fact uh given the income uh from tax receipts that we can expect under the proposed development uh we are probably ahead on the other hand it has to be acknowledged we are actually gifting $30 million uh for the practice facility to the team because the team will now own that uh a portion of that gift comes back to us in terms of the team's commitment to make certain space available for parking so all that parking arithmetic is a little confusing but we were going to have a cost related to parking before now we're not uh and instead the team will give a portion of the practice facility that they will now own back to us uh in terms of parking rights so um I I would note also that uh I'm disappointed as is the chair about the fact that the naming rights that were a basis for our agreement to do the 2022 deal are really just not available um and that is disappointing I will comment though it's not relevant to the terms of this deal I.E uh the issue of whether we have naming rights proceeds does not turn on whether or not we decide to go ahead with 2024 so I'm kind of putting that aside as just something that I find disappointing but not especially relevant I skeptical frankly back then about the naming rights thing and I didn't like the fact that we were trying to escape recognizing the full commitment of hospitality funds nonetheless we now are on the hook uh in terms of where we stand notwithstanding the potential for uh these naming rights but um we are now on the hook for the full amount from Hospitality sources the good news is that our current assessment of the hospitality Outlook is such that we can afford that um in my mind uh one critical Dimension to all of this is the position of the hospitality industry and the crva because from the standpoint this is a business transaction they are basically agreeing to submit to a tax in order to achieve a benefit for their industry and my impression and Guys shake your heads if I'm wrong but I'm hearing encouragement uh from that quarter uh so I believe that the business people uh in the hospitality industry when they look at this see for themselves a benefit uh and they're willing to incur the cost of these taxes on their customer base in order to allow this transaction to proceed um my my other feeling is we are about as far as we're going to get right now with this we've heard about it a couple of times we've looked at these numbers so I actually don't see a benefit in uh delaying any further um what I would say is my recommendation would be to go with this what the staff proposes but with the understanding that there is going to be a checkin with Council as more information about the deal particulars come to light so we can't just sort of take ourselves out of this conversation uh I'm going to want to hear what our City attorney says for example uh and get the advice from our own City attorney our councel on uh the documents that are being drafted and the specifics of the deal that's being proposed um and and and we to have one more opportunity to see exactly what it is but I think we've come as far as we're going to at this level and uh that it is in our interest to uh to give a nod to the staff to pursue the new proposal as suggested and I would be willing to make a motion to that effect but I'd like to hear what everybody else says first thank you council member drgs any additional questions I that maror oh I I can go first Mr Vice chairman I'll um I actually I'll be brief um and I'll Echo the sentiments of um the body and saying you know uh we're you know appreciative to the ordinance organization I do uh see we have Mr Jordan in the room glad you're here with us today um as we you know discuss this and and you know the fiduciary responsibility that we hold is something that as you're aware we have to be transparent in you know what we do to the humans that we serve so um we we are very appreciative of you know you guys being here and I don't have any specific questions with relevance to um the data that's in front of us I actually only got two things the first thing is clarification because the the people that we're representing don't understand the acronym PEC can you tell people what that means performance enhancement Center okay and that is training so it it it PEC I want to make sure that I'm clear in that for anybody who may be watching you know we said PEC a few times uh performance enhancement Center and that is just the word that we're referring to and we're saying practice facility so just to be clear about thatti yeah right Mr J was like yeah you know what we could have just called it practice facility I don't disagree with that um but I I wanted to you know make sure that I lift up all so you know we have a a wealth of um Talent here and and in trusting the Acumen of my colleague Mr Driggs and his assessment um of the numbers I know that he specifically cited some things that I feel like we'd be better suited I'm going to ask about offline as far as the naming rights and things of that nature but Tracy can you kind of trace for me like what it means what what are we losing or gaining or with naming rights like what are what are we losing there as so so in this particular instance when in 2022 um we had agreed uh to share in the naming rights Revenue specific to the pr practice facility okay we estimated that over the 15-year period that shared Revenue would be about $5 million okay so specific to that that we are just losing that potential Revenue giving now the naming rights of the practice facility to the Hornets okay we still have the ability to to um pursue sponsorship naming rights as as it relates to a district and really the creation of a of a district that we've talked about has happened in other other cities okay but we gained that somewhere else those 5 million you gain that 5 million in some of the things that we're relieved of so for example um as we talked about the risk of penalty that was $4.5 Million Council M Madrick said he estimated that number to actually be higher so you can start to see where we lose 5 million but would gain 5 million in the sense of a risk of penalty okay okay and I think it's worthwhile just because you're concerned about nomenclatures that it wasn't a single naming rights contract this was a multitude of sponsorships along the district where the CTC was going to be built so um it was not one one solid one so for those folks that are listening and that may get in the in the Press is that you know we weren't anticipating some very large outsides naming rights contract for just the The Practice Facility it was going to be a number of different um sponsorship contracts that's a good good point it was layered that we the way we had looked at it okay and and just you know just sitting there lifting that point up um when and understanding what you're saying because again they can't see I think that's on slide seven you guys were talking about um the corporate sponsorship and naming rights so that would actually cover all of the phases that we're looking at right here yeah so the so the way that we had thought about the district take the practice facility out of it for a second the way that we would thought about the district in terms of naming rights is you would have phase one opportunities to create this kind of nucleus of a district if you will okay and then as other pieces of development came along you had the ability to grow that district and so we really were thinking about it in the way of like Bard and trade became this community Gathering Place if you look at Victory Park or um the uh Thrive City in San Francisco Victory parks in Dallas and or the deer District in Milwaukee they really have created these kind of community gathering places in the public realm and that's where kind of these layers of District naming rights can come from so I don't want us to get down this rabbit hole but it's still something that we aspire to as we think about unique ways to activate our Uptown and bring people in you don't necessarily no no offense you don't necessarily have to have a ticket to the arena right to go in to be able enjoy what's happening in and around there and feel like that's a that's a unique part of our Center City okay okay no that's good to know um so that's actually really good to know now one other piece just for someone who may be listening our Hospitality funds we have someone here from our finance department our Hospitality funds are not something that we use for everything that we do and I'm and I'm talking about this from just again this is transparency here right this is making sure that we inform the public on what we're decisioning and what that is and I I just I like to frame my work like that so when we speak about Hospitality funds what are they and what can we use them for it's a great it's a great note and Teresa does it best so I will let her chime in here hi good afternoon Teresa Smith um so as well as a rental car tax and as we've said the statutes dictate how we can use those funds so for this particular occupancy Tas tax we can use it on things like Arenas coliseums cultural events kind that's kind of the high level summary um and then the rental car tax has uh it's a much smaller uh portion of the funds that are there but these funds are restricted so we can't just use them for general city services so you are correct on that okay and and I like to clarify that because the discussion that we're having it's it's specifically related to hospitality funds and although you know it has a specific Lane we have a fiduciary responsibility to it but we can only use it for the list of things you mentioned right that's correct okay I just wanted to clarify that okay so I'm done with that I just like I said for people listening making sure that our community members are understanding what we're talking about and we're being as transparent as possible I'll digress thank you Mr chairman thank you uh Mr Mitchell thank you Mr Mr chair uh I'm going to start off by echoing what other council member said to Donna and James thank you all for being here we're excited uh the direction of hornet is going uh particular after the allstar break putting more WIS in the column and so uh uh that is a great news so Tracy let me thank you and staff I think this has been since I've been here a very uh complex deal from the sense uh we had a previous deal in 2022 and now we have a new deal in 2020 four and Stephen and uh Danielle to have opportunity to have Workforce Development in mwb participation I think is important to the chair poter mwbe participation is important to the city in particular Workforce Development Stephen you mentioned that we at 20 make sure I get the number right 25.9 with the early packages on MBE okay great now Tracy walk walk me through just a little bit I'm not going to take long I know we got another item but let me go to to the slide the new ownership new approach I think it's the one that's colorcoded red blue and T te green and then then yellow thank you thank you uh Tracy so the red represent all the retail opportunities correct again I want to be really careful this is just conceptual got it got it but if you think about the way that this could activate whether it's retail whether it's hotel lobby and people coming in and out and things like that um you think about that ground floor activation and then the various uses above it so with the practice facility You've Got The Practice Facility operations you've got office for the medical office component to it so that activation at Fifth and Caldwell and then think about the phase two activation with something like a hotel in that ground floor piece of it similar to how you know the activation happens across the street um um with the hotel directly across the street and and tracing all this is on the the 60% of the gravelot pH one corre what you see there is the entire gravel lot what is the practice facility on the back half represents 60% thank you so this the pce got you PEC I'm sorry PEC 60% okay and Dave and Steve um I think what's important for us is we try to we we try to understand what's in the market and what what are you all sitting in the market when it relates to a a sports entity that's uh TR building a facility as well as do Economic Development and I think Dave you mentioned Anaheim Phoenix and Nashville so uh what's in the market when you look at this type of model I mean I think Steve mentioned those but uh I'll let him off the hook for a second so um you know the modern sort of uh construction project is really all of the components are sort of laid out not necessarily all at once but you know are all laid out in front of you so there's the facility the infrastructure around it potential practice facilities and other entertainment assets you know could be um could be multif family housing could be office could be entertainment you know restaurants and and shops and so the streets are laid out as that so very a a modern city planning uh uh project when you're dealing with something that is you know coming after the fact that you've built an arena Orlando is a great example where there's private investment in a in a practice facility that's you know at or close to the existing facility um here to for a lot of sports teams you know that play in arenas had their practice facilities either in their in their building AJ in their building using a really valuable space Brooklyn's a good example of that Orlando OB Orlando was that example um your your facility is that example where you've got this very valuable um space in a in a building that's being used you know passingly for practice facilities I say passingly but I mean it's not really for its intended purpose for all the public to be able to use that and to maximize profit potential you know and then so you saw a lot of Team sort of moving their practice facilities away from their buildings into this you know miles away which is not really convenient for the players really not convenient for the for the team and by the way it doesn't really contribute to the fact that by joining them together you create this you know this 1 plus 1 equals two both from a you know good for the teams uh operations good for the community and then there's this concept of of District sponsorship which I'll admit you know and council member Driggs is you know right on point that it is it was still very much TBD you know in 2022 because we didn't know the exact timing of the of the CTC but these kinds of projects sort of working together um tend to be much more economically stimulating to the community um you know not look not everybody goes to the arena for a basketball game they go to the arena for lots of other events there's concerts and family shows there's community events that's what you're trying to create here um so that's the process of of doing something like this um I would say here's I think one way to look at this if we would have said three years ago when we started this that we would get the amount of Redevelopment of the Arena on the timeline that we're getting it and we would get the gravel lot redeveloped with a deadline of they got to get something done started in five years they're going to build a much larger than anticipated at earlier uh practice PEC practice facility they're going to bring a medical facility there we're going to have several hundred parking spaces we all would have said great let's do this um and so yes I I get it's been a fairly tortured Road at points in time but I think we've gotten to where we wanted to get to and David is right whether you look at Indianapolis or Phoenix or now Charlotte or Milwaukee people have moved their practice uh areas out of the building because they need that space to be more competitive against all the other Arenas out there to get the kind of major events that we want to get here whether it's the NCAA or All-Star games or what have you larger concerts all those kinds of things so it's not all that uh uh often that you see the team and their Partners willing to commit another 70 to100 million dollar you know into a one block away from the arena to help make all this happen on a short for shortened timeline than we originally thought when you take that and you couple it with the city's reduction in costs ongoing for the corn shell the reduction in having a built parking the O overrun risk um that's what we think makes it a great deal okay thank thank you Dave and uh thank you Steve the the only comment I make uh and and I support the motion that council member J say he put on the table is is the construction aspect of this the fact that now uh we do not assume that risk of constructing the PEC I think is very crucial to us when you think of the construction market right now there so many uh uh competition fors G and buildings like this and so for us to had to adhere to a construction uh schedule I think would be difficult for the city of Charlotte but now our new owners is going to assume that responsibility and so uh a big a big relief um thank you Mr chair I think that's all the questions I have uh mayor Porton thank you Mr chair um I also like my colleagues want to thank the new ownership for being here and excited to see um how you shape the team on a go forward basis um the arena is in spe is in district one and I'm your district one rep so you can always come out to me reach out to me if you need anything um I agree with a lot of points that have been said I believe this area having been a um having been a um season ticket holder for the Hornets for many many years and through the rough years I'll add as well so you know I the storm with you guys um but this I think this is a great way to activate and engage this part of the city core um that we really haven't seen in a long time really since the epicenter was sort of very active and vibrant and so as as ticket holders come down and they want to go to the game but then they want to create an entire evening out of it and quite often an entire day if coming from across state lines and other spaces and so I think the activation will be key it will increase um hospitality and tourism dollars which I know our friends in HTA will be uh excited about and create a stickiness for that space the other piece about the PE that I I agree um with what uh Mr Mitchell just said you know we won't own it which means we won't have to manage it which also means we don't have to program it right and that's a different aspect of it as well that's sort of taken off of our hands yet we benefit from it being in the proper location and proximate to the stadium I I would like to um just encourage you all as you think about how you're going to program the PE to think about a community engagement aspect so earlier you had the conversation around the days within the arena that the public could use in having to navigate around the NBA schedules home game Etc but this is a this will be another asset that is has the NBA thumb print in The Branding um that could actually be a great extension for um Community engagement for for youth um in the city of Charlotte for um AA teams other and and and many other spaces I think this will be a great opportunity to have this type of um asset very proximate to the arena that has the NBA brand associated with it um and so I I support this this project um I think the having this building come online as a tax asset as well is something that you know in perpetuity hopefully you know we will see a cash benefit from that's even uh larger than what um Miss doson had highlighted on on slide 10 so I'm not a voting member of the committee but I I support this I I think it's a good deal and I'm excited to see what the new ownership uh brings to this area thank you Mr chair thank you m Mr bukari any final thoughts from you uh just quickly I'd say uh mimic the sentiments to the ownership team appreciate you guys uh the commitment you're making coming in off the bat I think this city is at a turning point in a pivotal moment as a sports town where people are starving for uh playoff and championship teams and this is what it takes to to start that so we're appreciative um there's the economic front and then there's the just the entire kind of vibe of our city and the culture of winning that I know people are looking forward to and um that that culture of winning is from the front to back office so um I love what I've seen so far and the messaging from you guys I'm hopeful that that's the start of something where we're going deep into the playoffs because we have uh we have uh the the ownership top to bottom the commitment everything it's going to take to get there uh and then just from what we saw today all the details exactly line up with what I learned over a month ago so I I'm still in the same position that I've articulated multiple times let's move forward thank you um Mr bakari um my part parting thoughts are are the following and and and they're in line with basically many of the comments that you've heard already before um Mr drgs and I certainly agree on the numbers um You can call it net neutral depending on how how you do the math right and what you what you give and take but I think it comes out to be almost a wash um I I agree with council member uh Anderson as my notes uh that I hope that we could utilize to practice facility for some type of community engagement and and I hope we can put it in writing uh so we can formalize that it's a $30 million commitment that we're making uh and I think it shouldn't be just imp passing but hopefully um Mr attorney M doson that we can um formalize that in s such a way that um uh that we can count on that once we're all gone from here right that it's there to to um going forward uh the support strong support from the hospitality community and and RVA uh I I hope that over the next 30 days between now and when it comes uh to the city for a final vote that there could be a lot more conversations that I can be engaged in in reference to the city days um how those days are being utilized now uh and the language is currently um on the paper today Mr attorney um that you know and and again I get it um only certain number of days in the year concerts and all the other stuff that goes into the arena uh ACC games they made a commitment obviously WTA CIAA CIA um um and I'm almost certain the uh the ACC will not be playing in Bojangles for first second round I I I'm just saying right and so we have to figure a way to make this work for everybody as we begin the program for 25 26 27 28 and so I think a a conversation between now and uh when we vote and the end of March needs to be had so there's a a meaning of the minds uh and that we kind of formalize that in writing as well I mean um and and hopefully it won't be a hard conversation it's just be a how do we kind of put this puzzle together that benefits all of us uh as we go go for a wide variety of potential um Economic Development opportunities at the arena uh that will provide greater um revenue for travel and tourism in uptown Charlotte right and so how do we get that done uh I'm willing to work with the attorney de Madson over the next 30 days with the Hornets to kind of see what that looks like on on two fronts um the devils and the details Mr Dres is right about that so hopefully the City attorney is dotting eyes and Crossing tees and protecting the council's interest with all due respect to our our Consultants uh you're our guy and so hopefully this comes back before us so we can make sure that it it passes the um the strict scrutiny test right of what we want to do uh and then lastly but more importantly I think council member Mitch um Mitchell mentioned it it's the whole mwb participation making sure Workforce Development that these high-profile projects uh have to have a greater level of accountability uh and visibility in terms of those two aspects so um I think I heard a motion from Mr drgs and a second by Mr Mitchell that we forward uh a favorable recommendation to the charlott city council for his consideration um Mr chair could I just uh State my motion yes sir all right um I I just want to say I think it's pretty clear that we do not have a majority of council thinks we shouldn't proceed and I believe it would be useful to send a message to the team and clarify our position and therefore I would like to make a motion that we adopt the staff recommendation with the provision that there won't be any material changes to what we've seen that that do not result in uh coming back to us um that uh the City attorney will review it um and that we will see a term sheet uh and have another opportunity to check in as the details of the deal uh take shape second as long as you don't consider a material change um language in reference to City days and language in reference to um Community engagement with the practice facility would that be considered a material change I my thought was uh that I mean if it's two days you know or something uh I we could go down in the weeds and Define what it means I think this is one of those things where you when you see it okay we have the outline the the broad uh I don't want to authorize 30 million and then get told 45 right so what I'm saying is you you you you must adhere to what it is that we're looking at now on that basis we encourage you to proceed we want to hear from the attorney and we want to see the term sheet in more details as they become available that's my point so can I just clarify one just going to councel we're not deciding it now well the the committee would then make that determination like a recommend to full Council that this is our position I just suggest we not over complicate I think they've heard loud and clear we want more details and all that stuff for those who feel they haven't gotten them I mean committee stuff is really not all that binding so I think we keep it simple because one person's materiality is not in other that's why I asked that question um M doson then we then we'll vote well all I was going to say was that um one of the things that we have been working towards um as the team is to make sure that again we tried to be very intentional about the information we gave you before this came out last Monday night and also that we have a council action that captures everything so that when you do go to vote you have some certainty on a lot of the specifics that we've mentioned and we've discussed here um and so now we're working with both sides both teams to make sure that we can hammer out anything that's that's left to be hammered out before the council votes and we'll we will capture everything in a council action as well as um try to give you any updates to a term sheet so Mr chair if it uh if it suits you I would be willing to withdraw the motion suggest that this committee does uh support what we've seen uh it will come up next month and maybe we'll vote on it then based on what's available then I certainly don't want to vote it out of committee right now so perhaps that's a better path forward but I I just want the team to get the message that uh we are definitely in favor of moving ahead with this well I'll make a motion then I move that um one um chairman has the floor um Mr barar yeah I would just make the motion that we approve what staff has recommended to the full Council and that's the end of the motion knowing that there's no way they're going to change anything with what we've put them through now and leading up to this without talking to everybody so there second to the motion said that about the 30 million too well is there a second to the motion Mr chair if I can ask a clarify that's a substitute motion at it's just let's keep it simple ladies and Gentlemen even simple Miss Meo thank you Mr chairman and just uh for clarification um the attorney's office would still need to look at this has looked at this is there something that you would need to add before we can move forward is there a contingency from your office before we can move forward I I think I've heard L clear what you're looking for and we continue to work with the staff um to Define I mean just exciting project but the devil that's okay just make sure okay just making sure I asked you that motion stands Mr chair uh Mr Anderson yes uh thank you Mr chair I I just want us to um first and foremost I think this has been a substantive conversation and we have a level of clarity and information that many many committee members and other council members have have looked for over the last uh several weeks and in that in the spirit of that and the clear understanding that we've had um in this discourse today I would not want us to over rotate um by somehow keeping it this this topic in committee um due to something that we that something that doesn't exist right so I I would you I can't motion or or second any motion but I would based on the conversations that we've had and the information that we've been given you know I would strongly suggest that the committee um vote this out of committee here so it can be elevated to the larger Council discussion so that's the motion all right so you you've heard um the motion I don't think there's a substitute uh you went your motion was this but just with with those qualifications for clarity but that that was my motion you you will so I'll make a substitute motion I guess I don't know let's let's see if Mr D withraw this motion U you okay I I will do I'll second The Substitute motion withraw mine all right cool all right so we got a substitute motion uh by Mr marari seconded by Mr Dr all those in favor say I I I all those opposed uh sub motion carried um we uh that goes to the F Council for consideration and I look forward to working with you over the next 30 days all right that was fun uh Performance Management framework um is agenda item number three uh move it to April uh yeah we can do we have time um it is a seven minute presentation I don't know if Julia wants to um and the team want to want to give it today I'm trying to see if they're here we don't have to take this all right so we'll just defer this item number three until um um this is what March April okay gracious so April y um uh can I get a motion for adjournment so move all right all those in favor get [Music] up right so we'll just this number [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] e [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] for [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] e [Music] [Music] for [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] for [Music] [Music] e [Music] for [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] for [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] la [Music] [Music] [Music] e [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] e [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] e [Music] [Music] for [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] for [Music] [Music] [Music] [Music] [Music] [Music] [Music] e [Music] [Music] e [Music] [Music] [Music] e [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] e [Music] [Music] [Music] [Music] [Music] good afternoon welcome to the housing safety and Community committee meeting I am your chair Victoria watlington serving at large we've got some interesting items today on our agenda some that are pretty exciting actually as you think about how we're going to go forward so I can't wait to jump into them but first we'll start with a round of introductions I'll begin with my vice chair to my left okay so thank you madam chair as your Vice chair hey everybody Lana Mayfield council member at large thank you so much I see we've got a Committee Member online good afternoon Renee Johnson District 4 Committee Member thank you and then we are flanked on both sides by incredible staff we'll begin with ACM Renee asku uh assistant city manager Renee asku Sean Heath assistant city manager Warren Wen housing and Neighborhood Services Gail whitcom housing and Neighborhood Services Harold Thompson housing and Neighborhood Services Janine Simmons housing and Neighborhood Services thank you so much and then we also have um several members or several guests here with us today who um as we go through the presentations I'm sure will call up and um they'll introduce themselves when it's time so with that our first item on the agenda is our faith-based development initiative I will hand it over to my vice chair who is leading this Initiative for the city thank you thank you very much Madame chair of which I'm going to be handing this over to our amazing staff to kick it off and that is going to start with either M with Mr Warren wooden to give us an update but just want to say thank you to the mayor for this opportunity and also I've recently learned the mayor shared a little booklet with me NRA which is the National Association of real estate brokers the Reales actually started this conversation with mayor LA and several other Mayors back in September of last year so I'm excited to see Charlotte's role in this much larger commentation Mr Wooton great thank you Miss man field yeah uh I I think that uh again my name is Warren Wen and I am a staff resource to Miss Mayfield on this uh on this project um the mayor uh is really trying to to go Broad and deep in Charlotte um and is recognizing through the faith-based development initiative just the amazing resource that we have in the faith community um we have hundreds of church churches that are uh have have reached out to Miss Mayfield and other council members um and want to participate in forwarding the mission of affordable housing for um for Char charlatans um so this initiative is really um a way that the city can recognize um the depth of resource that we have in our faith community and can can stand beside them as a partner a convenor and a resource provider to help them do work of uh establishing new affordable housing units and community services that really lift up the mission um that city council uh has of increasing affordable housing in the city um so this this was established by the mayor uh in January um and is going to be several um activities around um getting information from this community developing convenings and providing resources to the faith community to afford affordable housing uh can go to the next slide um so this isn't a new idea or New Concept in the country or even here in Charlotte uh part of this is to recognize the amazing partnership that uh that our faith community has already been to affordable housing there are a number of projects that are either currently underway being conceived or have already been constructed in Charlotte um up to to 700 units of affordable housing have already been either created or funded uh through the faith community so go ahead and go to the next slide so so so where are we at now and where are we headed um Miss Mayfield and the team have met several times developing uh sort of a um uh a description and some goals for where we're trying to head the the next is we're convening a a small group of thought leaders and professionals who've already uh been involved in this work here in the city uh we we want to be very careful and sensitive that there are great faith-based Community leaders that are doing this work and we really want to hear from them how the city can best support them what types of act activities and convenience would be especially useful to them in partnering with us in the work so that's going to take place in the next two weeks where we're pulling that group together and then uh once we get feedback from that group uh we will be planning a larger uh spring engagement where a larger body of Faith communities can come get together talk about what their goals are around this and where we can really hear both our elected officials and our staff and the practitioners that are doing this work here in Charlotte already we can hear from them about how we can best assist them moving forward projects that they're passionate about and I think with that I will turn it back over to you Miss Mayfield thank you very much Mr and for Madam chair and my Council colleagues and those that are watching or will be watching this we want to hear from you from our religious institutions and our faith-based community this is not a on denomination conversation this is really looking at the diversity of our city and the opportunities not every Faith institution has access to land some when you look at our Partnerships that have already happened on the ground we've had opportunities to rehab some space within some religious institutions so the conversation is very Broad and how we can be effective in supporting the needs of the community so for those who are leaders within their congregation and within their faith institutions please reach out to myself at lwana La wa. Mayfield charlot nc.gov all of Staff it is the same first name. last name at charlot nc.gov or you can also reach out to Mr Warren won wot TN or Mr miles Bond m i l s. b as and Victor a u g hn we are going to have a committee that committee is not going to be a large committee it's not going to be a committee of 50 plus members but we are very strategic and how we move forward and I'm really excited with Partnerships that have already made themselves available at the very beginning of this conversation as well as making sure that the community knows that yes we do have Financial Partners that have come to the table and there is an actual line item within the city to ensure that we're able to do the trainings and The Works to make this accessible because they always say follow the budget if there if it is an initiative if it there's a commitment where's the dollar amount to it we have that and I am truly thankful for that opportunity thank you madam thank you um do we have any questions online okay fabulous we look forward to that when coming back to committee with an update and thank you for your leadership council member Mayfield next up we've got community safe the framework referral so this is going to be an exciting update I'll turn it over to ACM Sean he thank you chair wat lingon could I ask all of the presenters to join me up at the table just so as we're transitioning from one to the next that we can do that fairly efficiently that would be wonderful thank you so much look how close you want me so once again I'm Sean Heath from the city manager's office just quickly to catch us up to today so of course in January at council's annual strategy Retreat there was a discussion with police chief Jennings around Public Safety and in that conversation there was energy in the room around the idea of focusing in on juvenile crime as an area of opportunity for Charlotte with our partners in the community to continue to find ways to lean into it in February mayor Lyles released a referral to the committee and then in March in the I'm sorry in the first week of um February we had an opportunity to introduce this referral at a 30,000 foot level we didn't get very very far into it but wanted to acknowledge that the referral was received and give you a sense we kind of where we're headed so today today's presentation will be a team effort you can see we've got a number of folks wrapped around the table I'll start off with a real short discussion around intended scope and objectives um as I'd mentioned last month it's really important for us at the staff level to make sure we're on the same page with the committee and what your expectations are in terms of how we're scoping the work then we'll turn it over to Andrew and team from int to share some Data Insights we'll uh we have Tracy Campbell from meinberg County Office of violence prevention here and we made reference to the great work that she's leading on a Charlotte meinberg Community violence strategic plan so she'll provide uh some perspective on that in particular areas that overlap and I mean that in a positive way with this particular referral our very own Risha Stewart will provide some perspective uh on the external engagement approach that we're taking for the work and then I'll wrap things up with some what I would call Early themes and observations we want to be careful not to get ahead of the headlights because there's more work to be done for sure at the same time we know you have a sense of urgency and your your anxious just to know what are we hearing what are we learning what are we thinking so that's how we're going to to structure the conversation before we officially move to the next slide just as a tone Setter I wanted to start with the mission statement for the North Carolina I I think it really sets the tone so here it is reduce and prevent juvenile delinquency by effectively intervening educating and treating youth in order to strengthen families and increase Public Safety so to me you know we're going to talk a lot about statistics uh you know we're going to be sharing terms like repeat offenders and that sort of thing but ultimately what we're talking about our children and our community and what are things that we can do with our partners to help children many of which have faced great trauma in their lives many of which are facing tremendous impediments and the idea of supporting youth strengthening families and increasing Public Safety those to me are kind of like the Olympic rings three of the four Olympic rings um those are great guiding principles for this work so I just wanted to start with that as a tone setter okay jumping into the first slide or the next slide on the the objective for so the policy referral really just makes broad reference to juvenile crime um this just takes it one small step in the direction of what what are we talking about as as far as our objective goes so you can see here recommend strategies to support meaningful reductions and juvenile crime rates as as measured by cmpd over a 5-year period there isn't any magic to the 5 year period maybe it should be 3 to 5 maybe should be three um we know that you don't want us to spend 3 to 5 years doing a PL in exercise we understand there's an expectation that we identify opportunities to move the needle in the near term but somewhere in there we also want to acknowledge that moving the needle in juvenile crime requires a community response it's not something the city of Charlotte can solve by itself and if there's low hanging fruit out there to be found I don't know if we've seen it yet so the these things will take time for sure in terms of scope just to hit a few key points here the target age range we've thought about this we've talked about this a lot um our recommendation to the committee is the focus be on age 17 and below the reason we believe that's the right place to be is because it it aligns very well with the ecosystem so if you look at the North Carolina division of Juvenile Justice they're really the juvenile jur jurisdiction is really that age 10 to 17 age group if you think about raise the age the law that was passed in 2017 and enacted in 2019 that of course is focused on 16 and 17 year olds if you think about the way that cmpd measures juvenile crime it's focused on age 17 and below and then of course with CMS of asked majority of our public school students are are age 17 and below so it's not to say that that we don't understand the importance of that age 18 to 24 category as well but as we're trying to do a scope of work that we feel is manageable within a 30 to 60-day period recognizing there's a whole ecosystem that is really focused on this Juvenile ag7 and Below area we just think that's the right place to be in terms of crime categories here it makes reference to to property and violent maybe a better way to word it would have just been that at this point we don't think that carving out a particular crime category is necessary no ultimately we're interested in preventions and interventions and diversion programs that have the opportunity to prevent both violent and non-violent crime uh Target populations I I think this is where we left off last month is a recognition that if you think of the Continuum on the front end or kind of Upstream you're thinking about individuals in the community that are not justce involved but are posing a risk of heading in that direction what are things that can be done from a prevention perspective we believe there's Great Value in in focusing on those youth uh firsttime offenders or or maybe first couple time offenders that would be maybe an opportunity for the diversion programming for example and then at the other end of the Continuum you get into those scenarios with repeat offenders uh Chief Jennings has shared some fairly extreme examples of individuals that have had literally dozens of offenses within a relatively short period of time and what does that graduated accountability look like for individuals that are at that far end of the spectrum uh recommendation types I would just say everything is still on the table at this point right it could be programming Investments policy State local level implementation accountability just underscoring here that ultimately the recommendations could be a mix of things some of which the city of Charlotte has direct control over some of which we'd be looking to Community Partners to to support with us and then the last thing here which is a bit of a segue into the next slide is just a recognition that your existing strategic priorities affordable housing quarters of opportunity Workforce Development for example they are front and center as it relates to social determinant and this will be kind of my my starting point here and then at the very end of the presentation my ending point you know you can make I think a very credible case that because the city of Charlotte has policies and strategies and dedicated funding streams and teams of people focused on your existing priority areas that in the long term this is in fact possibly the area where the city of Charlotte can have the greatest impact so in no way am I suggesting that that we're trying to distance ourselves from the other things but I just want to kind of start off with an acknowledgement that this is really where you are leaning into these things in a big way if you go all the way back to the leading on opportunity study and all the things that are necessary as a community um you're doing a lot of that work and it's hard work but but you're leaning into it okay so that's it for the intro here we'll segue into social determinance and Andrew I believe that's you all right thanks good afternoon hi everybody my name is Andrew Bowen Innovation and data officer in Innovation and Technology I'm joined by Jackie tinan our data analytics manager U we're going to talk a little bit today about some of the the framework that we've used as we've worked through some of these things and some of the spefic specific numbers that we couldn't um have had without the help of deputy chief Arrington and the crime analysis division from cmpd um so first really talking about the social determinance of Health it's one way to frame individual outcomes um specifically including crime um experiencing crime and committing crime and they're really just the conditions of where people are are born where they're educated where they live and work um and it shapes their health how they function and ultimately like I said their outcomes um and some of the examples of them are safe housing Transportation neighborhoods uh quality education and job opportunities access to nutritious food um and physical activity opportunities specifically clean air and water and also language and literacy skills um where social determinants of Health can be grouped into these domains they are not unique they are inter interdependent um and individuals work through each of these at their own um or interact with each of these determinant so we're investing in strong social structures and Workforce Development um all of these things um ultimately can help to reduce violent crime and property crime for individuals and in communities and like Sean mentioned uh your city council priorities and Investments have a direct impact on the social determinance of health and outcomes for the community uh next slide please um there are also many factors that increase or decrease the likelihood of and so these are factors known as risk factors and on the other side there are protective factors that are things that may lessen the chance of experiencing violence there is a combination of influence on risk and protective factors of the individual family and Community uh levels that can affect the likelihood of Any Given person being involved in violence either as a victim um or as someone committing a violent act for council members here in 2019 you have seen this graphic before where we shared it as part of the violence prevention work then um the current referral Builds on that work even though that work was not focused at all specifically on uh youth under 18 so to re reiterate uh Council endorsed violence as a public health issue U analyze systemic issues and root causes and evaluated evidence-based practices and that help ultimately led to the implementation of alternatives to violence the hospital based violence Intervention Program and other uh recommendations and after convers ation with the UNCC Charlotte violence prevention center they emphasize the importance of the ecological model which is seen here and the multi multidisciplinary approach that is needed and of course uh we can't have this discussion without the impact of the pandemic um youth experienced these stresses at every level um during covid-19 and the isolation they experien exacerbated many of their risks and this model underscores the complexity of prevention and intervention and the importance of the work that the city does through your strategic priorities uh to create conditions where Youth and families can Thrive uh next slide please um so social determinance of Health uh play out differently and the distribution of crime across the community and what you're seeing here is how some neighbors may have a higher exposure to violence um and crime and the locations of to be very clear here the locations of of violence violent crime and property crimes um are not necessarily perpetrated by the folks who live in those neighborhoods this is just where those um are experienced and this screenshots you're seeing here are from the Charlotte meinberg quality of life Explorer um which is our neighborhood indicators project that is a um partnership between the city of Charlotte meinberg County and the urban Institute at UNCC Charlotte um so at a very high level and I'm going to start getting into the nitty-gritty numbers and percentages very soon um crime has increased from 2021 to 2023 and where auto theft has made up a large portion of this increase uh even though violent crime trended down since 2021 and stayed pretty flat compared to 2022 uh so next slide please and specific to this referral um this is a a more highle visual um of arrests by age um where total cmpd arrests have trended up in the last couple of years after bottoming out in 2022 um you'll notice that juvenile arrests have increased in number and in proportion at a significantly higher rate um than other age groups and just to be very clear here the um the Kia and Hyundai thefts um went from 8% of total thefts to 67% of vehicle thefts and if you want this as a number of Total Property crime I think it will show its impact that Kia and Hyundai thefts were by themselves 14% of Total Property crimes wow so next slide please um getting ready to throw some more numbers at you um I just want to call attention to the orange boxes um the first one on the left where it's visualizing that the top 10% of Arrested youth account for just over 3,000 arrests from 2021 through 2023 and each of those individuals had four or more arrests in that time period and that is 385 of our youth um I'm sorry did you say 385 [Music] people 3,000 arrests say that again 300 yes 385 youth are the top 10% of arrestes out of the correct so that be your repeat offenders yes and those are all repeat offenders yeah over those threeyear period and that smaller box is the 38 are the top 1% that account for 859 y um so just at a very high level going down a couple of a couple other um data points the number of property crimes cleared by a juvenile arrest specifically more than doubled from 2021 to 2023 and regarding auto theft specifically of the 933 vehicle thefts cleared by arrest 70% of those were cleared by a juvenile arrest and and 50% of those arrests were repeat offenders um violent crimes that were cleared by a juvenile arrest are gradually increasing um they they're up 24% from 21 to 23 and there have been at least one firearm tied to 321 juvenile arrests in 20123 which is a 45% increase over the same time period and uh the last one is 1700 there are have been 1,700 repeat juvenile offender offenders in 2023 which is up 62% and next slide please uh the short version of this slide is is again Co happened to our youth too um data from the youth risk behavior survey conducted by Charlotte meinberg Schools every two years um and reports from NC child a nonprofit that looks at Trends in data um Statewide it indicates essentially all of this is saying an increase of exposure to violence for a youth easier or easy and easier access to firearms and mental health challenges and of course Trauma from childhood exposure to violence physical violence is a known precursor to poor outcomes um such as poor physical and mental health poor school performance engagement in criminal Behavior Uh and we're waiting for the 2023 stats to be able to Trend some of this information from the youth risk behavior survey next slide please and so what we are doing about it is looking at this from a multi-stem um perspective and one of the things that was created in 2020 is the violence prevention data collaborative which is a group of of 16 very passionate members of 14 organization and we function uh we see ourselves as an extension of the office of violence prevention with Tracy and I'll let I'll let her explain a little bit more about that of course um but the early output of this group was the community violence data dashboard uh which used Public Health as a frame for the um for framing up uh violent crime and essentially that dashboard it's open it's available on the city's open data portal and is a neighborhood level monthly snapshot of violent crime across the city that incor incorporates the demographics of the victims and the offenders um also we have our first multidisciplinary project um co- investigated by UNCC faculty and um actually Jackie tinan in collaboration with UNCC I said faculty already the Sheriff's Office and the Department of Social Services um and this is utilizing data that lives within our integrated data store the charlot Regional Data Trust uh at the UNCC Urban Institute uh what this is going to look at is firearm related violence and youth's interaction with school system disciplinary action such as suspensions uh Youth and Family Services investigations and arrests or bookings with the Sheriff's Office all specific to Youth and what this is intended to do is to identify connections and pinpoint early multi-disciplinary intervention possibilities uh next slide please and as I mentioned the U violence prevention data collaborative this is this is really a visual map of the 16 very excited uh people to get together and talk about data in a in a different way um and we have representation across the city across the county and um the community uh as well as um educational institutions now that is the end of my session I believe I'm sending this over to Tracy now good afternoon I'm Tracy Campbell I'm the senior health manager for the office of violence prevention with meinberg County Public Health and you can go to the next slide please so I was here before um I guess about a month ago to talk about the way forward and just want to just reiterate that this is the plan that the county the city and all of our stakeholders have agreed upon to move forward as we work to reduce homicides and gun related assaults by 10% each over the course of 5 years so the way forward is coined that because we believe the way forward is together that we cannot as one entity one body do this work without collaboration it is going to take Collective impact for us to see reductions in homicides and gun related assaults and youth violence overall so next slide please so one of the things that we focus on is a public health approach to addressing violence which includes different levels of prevention so as you go through the plan and you talk about the work that the City and the county and other stakeholders are involved in you'll see that there is levels of prevention that takes place so we're looking at primary prevention we're talking about very much Upstream initiatives things that are going to involve youth um and families before they actually need the services so we really want to start thinking about how do we prevent people and young people from having the need to be involved in systems that um impact them as they become um members of the the criminal justice system which we don't want to see we look at secondary prevention this is looking at some of the things like our alternatives to violence program which is our um Community violence Intervention Program that works with Street interventions again that is taking place on the B for corridor West Boulevard Corridor and expanded as well to the nation's Ford Corridor and so those are some things along with our hospital-based intervention programs which now we have one at um in Atrium as well as one in novine that are operating and then tertiary prevention these are ways that we are looking at how do we engage with young people and families once they've been involved in um the criminal justice system how do we make sure that we wrap services around them so that they don't recidivate and have the same um Services being needed over and over again so again within the plan you'll see all three of these levels of prevention addressed next slide please so within the plan the plan is including five areas of focus and you'll see here the first area being Community engagement and Partnerships we want to make that we have public and private stakeholders at the table as equal partners that we're making decisions together that we're planning um and implementing policies programs and practices that are going to impact our community as a whole the second area of focus is support for Youth and families and that's where this conversation lies in and so we had heard overwhelmingly from community members that in meinberg County we did a really good job of working with um children or Youth and a really good job of working with adults but we did a poor job of working with the entire entire family so we really want to focus on how do we provide supports for Youth and families um we know that if you work with one child and you send them home and you do nothing in the household then your all your work is null and void so we're lot focusing a lot on how we wrap around the entire family here Economic Opportunity kind of goes without saying if people cannot support themselves in their families they will do whatever is necessary to make sure that that happens we want to really focus on how we develop upward economic Mobility for people people um and their families so that they can afford to live and work in meinberg County intergovernmental collaboration again um this is an prime example this meeting is a prime example of intergovernmental collaboration we want to make sure that our elected bodies in particular are working together um and working toward the same goal so the fact that we agree upon this being the plan and this being the strategies that we're all working toward is a step in the right direction as we look at intergovernmental collaboration and the last area focus is safer and healthy your neighborhoods again we want to make sure that people in meinberg County can live learn work play and worship in a place that feels very safe and comfortable for them and their families despite what ZIP code they live in that should not matter when we talk about sa safer and healthier neighborhoods next slide please so here is where we really want to focus um there are three strategies here listed in support for Youth and families um and I'm going to talk about them broadly but I want to give you some examples of how we're already working in um to address some of these strategies and so we're looking at Universal screening and referral processes we really want to think about in the life of a family in the life of a child we are um they're engaging with a lot of different systems and so if all of the systems were working together and they would offer the same type of referral processes to a family or to a child they're more likely to engage in those processes if it is repeated over and over again so if the school system is offering you something if law enforcement is offering something if social services or the um local law enforcement is offering you something you're more likely to say well maybe I need this service and so we really want to work on expanding that additionally um it goes without saying that we definitely know that we have a problem across the country not just in meinberg county or the city of Charlotte with behavioral health and mental health services and access to those services but we want to be specific about individuals that are exposed to violence in those communities that they have access to those services and that are really readily available to them and the last strategy here is expanding um community- based Youth mentorship and parenting education initiatives we know we want to do that and some examples of how we've been able to do that we have some strategic Partnerships that we've developed through the office of violence prevention working with mcor YMCA um with shining Hope Farms and with our daily bread um those uh Partnerships will will allow um young people to have access to uh memberships with MCC YMCA um not only for the Youth but for their siblings and for their parents so again we're wrapping around um families in that respect uh with The Shining Hope Farms it's opportunity for mental health behavioral health services for those youth that are at risk or high risk um particularly some of those that are already working with our alternatives to violence program and then we have um our daily bread which is an opportunity for again more mental health behavioral health services Workforce Development um in learning how to bake bread um and and do that in Partnership and learning um skills with trauma informed skills so um I'll say also we have also started the 100 youth advisory Council and so I think I've talked about that before but just really briefly this is an opportunity for us to engage youth get youth voice into the table back to the table and make recommendations that we can bring back to committees like this to say this is what our young people are asking for and think about how we address um or make changes to policies and practices and programs that serve Youth and families so we have um started that with our 18 to 24 year old Branch with the relatives own ramp and we'll be working with Community Based organizations to implement that program with middle school and high school students um this month or first of next month and the last thing I'll mention is peacekeepers Academy peacekeepers Academy is an opportunity for us to support community-based organizations that are boots on the ground that have been doing this work for years um some of which just need a little bit more support they haven't received as much support that they need to scale up services um and so we provided them with eight sessions of training technical assistance um with experts that come in and provide them with skills that they can use particularly as they work to address um Community violence many of those are working with adults and and families and youth um and they have an opportunity to receive up to $155,000 worth of funds to scale up the work that they're doing so we just recently graduated a cohort of 10 and we'll be um having two additional cohorts um in the coming months I think that is all for me next slide good afternoon rakaa Stewart um engagement manager with housing and neighborhood services so Tracy did a great transition because she talked about the youth in their voice and I believe when we talked last excuse me last month we talked about the importance of engaging with our youth so that we can kind of help to identify some of the challenges some of the needs and some of the barriers so what you'll see on the slide in front of you is what our approach is going to be looking at our stakeholders our high level stakeholders for example uh the police department and the sheriff department looking at our youth engagement targeting um as Sean mentioned in the recommendation 17 and Below as far as age definitely looking at our youth serving agencies and looking at input from parents and caregivers so when you think about what our approach is we are wanting to do a holistic engagement approach as Tracy mentioned we have to look at serving the family we want to make sure that we're providing them with the services um the recommendations that they want and that they need and not that we're assuming will work for them um when we think about the parents and the caregivers I think about unidentified needs as Tracy and I are out within the corridors with the ATV program that we co-manage we find that a lot of Youth are being raised by I call it a skip generation so by grandparents and things of that nature so we need to determine and think about what are their needs for the parents and the caregivers because that could potentially be what some of the challenge is next slide so just giving a quick overview of some of our what some of our who some of our partners are we're talking about various departments within the city of Charlotte as well as within the county of mecklinburg um the district court and DA's office are Juvenile Justice uh we work really well and closely with CMS on both sides of the house city and county um our community based organizations and again our youth serving organizations next slide so I just want to share a little bit next about what the engagement plan is so one thing we want to do so we're getting ready to do everything that we can so I'm going to go through a variety of options because sometimes you learn you have to meet people where they are and you have to determine what's the best way for them so we're looking at a short Anonymous survey that's going to be designed with and piloted by youth uh focus on protective factors and broad-based Outreach through partners and social media we want to hear their voices uh we want them to not be afraid to share what they need what they want what some of the challenges are uh we're focused on doing some youth Le focus groups VI Corridor um we'll be working with organizations such as Urban League Mech Ed said um do greater Charlotte and generation Nation we think it's very important to make sure that the youth are comfortable so sometimes you have to have someone in front of you that either looks like you or that you can relate to so that's going to be important that we leverage those youth L focus groups uh we again have a great relationship with CMS so we'll be going to some schools uh leveraging some of the clubs that they have in place to do school-based Outreach and then focus on Outreach strategies for system involved in documented and opportunity use and again that's where we'll be able to leverage our partners such as cmpd and the Sheriff's Office back to Sean thank you Risha okay we're rounding third base here just two more slides we can okay so this is one of those scenarios where we just want to share some early observations as I mentioned before a lot of work to be done um we're driving the car and trying to do a diagnostic all at the same time so going down this list quickly on the need for additional State funding if you think about raise the age so North Carolina was the last state to pass its version of raise the age you know increasing the the cap to include 16 and 17 year olds in juvenile jurisdiction went into place in late 2019 not a single person that I've spoken to has suggested that was a bad pocy policy choice just the opposite right there are tremendous benefits to the youth and to the community associated with that but still many questions around have we adequately funded the system so to speak and I'm not a data Wiz but I did find one interesting data point which is if you so in the juvenile sector they refer to complaints as basically an allegation of delinquency if you look on a Statewide basis in calendar year 2018 the the last full calendar year before rais the age went into effect and you compare it to calendar year 2022 which is the last year where I could find data for the full year there was a 50% increase in complaints or allegations and as you can imagine that puts tremendous strain on the system both across the division of Juvenile Justice district attorney offices the courts Etc so here the real emphasis is on where are those opportunities for the state to continue building on what has already been done because in all fairness the state has of course invested tens of millions of dollars in operating and capital costs over the last four years in respons to raise the age but this has certainly been a theme that we've heard from from number of folks that we've spoken with so as far as the next step here uh we are working with the North Carolina Department of Public Safety and the division of Juvenile Justice to get a better sense for what their uh upcoming budgetary ask looks like um so we can have a conversation at the next committee meeting around where if where if anywhere might the committee want or might Council might you want to recommend the council that you engage as it relates to that particular point on the juvenile detention center so of course the ultimate objective is to reduce the number of Youth that are entering the juvenile justice system and of course for the Youth that are in the Juvenile Justice System the ultimate objective is to reduce the number of those that ever end up in a juvenile detention center or a Youth Development Center but in those instances where it's necessary um as we've had conversations around the community we sense there's a tremendous amount of support and a real consensus that having a Juvenile Detention Center here in mberg County would be beneficial for the community uh Chief Jennings has been very vocal about this in recent months once again this is not a detention first strategy by any means but if you think about the value proposition for having a Detention Center locally the proximity to family and resources and the local public school system the transportation and Logistics challenges there's no community that will invest in and care for these these children more than this community right now the closest Detention Center is in cabis County they have a capacity of somewhere between 60 to 65 beds uh given the size of meinberg County um you can imagine that as we've had since our Detention Center closed in late 2022 any children in detention going to other centers that creates a great strain on the system so once again bottom line here is a view that it would be beneficial to have a Detention Center back here in the county the the one that closed was due Staffing and and funding funding related challenges but the chief has been clear about this the North Carolina Department of Public Safety Division of Juvenile Justice have all been clear they believe there's a benefit to having Jail North reopened the sheriff's office has expressed the willingness to be part of a community conversation around what could a path forward look like in order to bring that to fruition so a lot more work would have to be done there but that appears to be certainly an area of focus as it relates to programming I think that U my myself included uh whenever you're faced with a scenario like this there can often be kind of a knee-jerk reaction to wonder I wonder what kind of new program we could create um that may not be the answer here um you know we'll be testing and evaluating things over the next 30 days or so but there there are a lot of programs in place today across the community there are a lot of partners that are doing great work so I I think the most logical starting point will be are there opportunities to help scale things that are in place and or to help maybe further ref find some existing programming and that wouldn't just be things that the city of Charlotte would do with its own resources but as I was looking through the list of of organizations for the struggle it's doing interesting work Life Connections My Brother's Keeper Of course cmpd has an evidence-based youth diversion programming that has delivered some Real Results over the last few years so as we're taking a closer look at this I wouldn't suggest this is an exhaustive list but a few things on our mind um this reference ref to atrisk youth within atrisk geographies that's really just trying to get at the idea of how could you microt target some of this prevention programming where you can get the best return on investment I think you know Andrew's highlighted some interesting things that you know the data can tell us through collaborations with with other Community Partners um we're a big Community uh you know all El equal we'd like to Target that prevention programing in the areas where we think it can make the most difference youth mental health has truly been a Common Thread and a recurring theme in a lot of conversations we've had with folks there was a sample done of juveniles in detention centers in the state of North Carolina in calendar year 2022 99% of the individuals in the sample had at least one mental health diagnosis um there's definitely a need for more resources in this area it could be school-based it could be intensive home treatment and it could even be uh residential treatment facilities and then Family Focus programming I think that um Tracy you know made a number of points here the whole idea a healthy nurturing household with involved parents is really really so important here Beyond just the programming devoted to the individual child um chronic youth offenders this is another area where Chief Jennings I believe has been very vocal once again if you're at the far end of the Continuum and you think about some of the data that Andrew shared you look at that you know the the top 10% was it you know 385 juveniles were responsible for such a disproportionate share of the criminal activity what are things can be done in in those scenarios where it's you know it's the most chronic most egregious scenarios to have a greater degree of consistency and predictability related to things like secure custody orders and then also disposition orders and then last I would I would just finish once again with the reference to the city of Charlotte is not sitting on its hands there are many things that you've been doing for a number of years now to lean into social determinance so those early observations and themes and then on the very last slide I I'll just cut to the funch line here that we would expect to be back to Committee in April uh to provide additional information and then back in May with something that kind of refin some of the things on the previous slide into some actual recommendations which I I think is consistent with the kind of timeline that was laid out when we last discussed this a month ago so with all that we'll stop and if I could invite deputy chief Arrington to join us up here thank you for for representing cmpd we'd be happy to answer any questions thank you so much I've got a quick one and then I'll open it up to the floor um and it's actually for deputy chief I'm curious given this well I have two questions first one maybe it's for Andrew in regards to the juvenile crime being at what 20% of the or juvenile arrest being at 20% of of of all arrests is this disproportionate to their population uh I'll have to get the the percentage of the population to be able to answer that question appropriately okay thank you I'll look forward to that and then um deputy chief I'm just curious for these 385 folks right you ask any Community officer they can pretty much tell you who their frequent flyers are absolutely what is what's going on there as far as how are we trying to address that what is the da saying in regards to these 385 folks it's more about U Department of jual Justice and um to Andrew's Point talking about secure custody orders and there being some type of consistency with those and some of that probably falls back on beds being available so we can take them somewhere when they're out there committing these crimes right now there's no consistency so um a lot of our youth just thinks think it's a game we release them back to the parents and then they're right back out that same week committing the same crimes if not kind of escalating those crimes because they feel like nothing's going to happen to them and I don't want to get ahead of the work that we're going to do in terms of investigating the causes and things like that but what you said here is I mean it's kind of it's pretty concerning when you think about it because what in my mind I'm thinking what do we need to do from a reism standpoint what do we need to do to rehabilitate folks diversion programs and all those kind of things but it sounds like right now either the punishment if you will is not too so severe that somebody would look to be diverted um and that just makes makes me wonder about their interest in doing better which is a different conversation yeah no I think to your point you know we have both ends of the stick right those that are out here committing a disproportionate amount of crime versus those that we really feel like we can touch and we can impact bring those wraparound Services I know council member Mayfield and I did a lot of work with the youth along West full of our Corridor and you could see that change when they saw hope and you know had some type of Direction and people people feeding into them kind of to your point with u some of those wraparound Services especially with their um male mentors and getting them involved because you know disproportionately uh we're talking about um male youth being involved in this so we as a police department know we can't arrest arrest our way out of a problem so that's not what we're bringing to the table but we do have to hit both ends and recognize 20% or committing 80% of the crime doesn't matter whether you're adult or juveniles if we can Target that top 10 20% we will see a reduction at the same time providing those wound services for the rest of our youth thank you um I believe council member Johnson you said has questions so okay council member Johnson thank you madam chair I'm turning on my video now I'm sorry this is a great presentation um it's exciting I I appreciate the the intergovernmental approach um and I and I just have have a couple questions so thank you all for the presentation and the work that you're doing someone I think it was Sean mentioned that 99% of the individuals um have some history of at least one mental health condition you all know I'm an advocate for brain injury and there's a huge correlation between brain injury and criminal justice um involvement um some statistics would say 95% of individuals who were studied um had history of a head injury so my question is if we know this if we know this then shouldn't the emphasis be on addressing that root cause yes we need all of these and and so I'm not saying we don't need to emphasize these areas also but pushing to open the jail North is one approach but pushing to open a mental health hospital or or more emphasis on the treating the root cost and and breaking these Cycles because you're not going to arrest your way into changing uh or addressing mental health it's it's it's it's not they're not always doing it intentionally if they're not getting the help that they need so on that so are are we looking at also the the um the same approach or the same emphasis or intentionality regarding the mental health treatment thank you my chair thank you madam chair thank you all for this really good information I have a couple of um council member Johnson you weren't done it was a question oh my apologies thank you that was a question hi council member Johnson it's Sean I mean you ra a fair point and we're not at a point today where we're recommending that we only look at prevention or only look at access to Mental Health Resources or you know only look at potentially reopening the juvenile detention center so in a way it's non- answer but I I'm acknowledging your point that ultimately there are some fundamental areas of focus related to root cause that could make a tremendous difference in the long run while I say that I would also at the same time reinforce that having Jail North reopened could provide great benefit to this community so uh it's both hand right so we're not suggesting today we're presenting you with Alternatives and ultimately we'll have to as we get closer to the recommendations make some hard choices even in the recommendations we put in front of you or at least provide you a sense with well if you want to go down this path this is what it might take um because some of these things are outside of our control we don't necessarily have a funding stream that's uh you know we don't have a phase three of arpa that's around the corner and available to support a lot of new work necessarily so we'll have to uh we'll have to have those tough conversations in upcoming committee meetings and I appreciate that and that's why the intergovernmental approach is is good because some of that those programming could land on the county side so I'm I'm saying that as a whole but I I you've acknowledged 99% have a mental health issue we know that this is a pro a problem or a root cause so I think that we should what is it it's easier to to to help the children than it is to repair broken men or something I don't have the phrase exactly or the quote exactly however we if we know that's a problem I think that it would be very effective if we could address the root cause thank you thank you council member Johnson I'll turn it over to Vice chair thank you madam chair and thank you council member Johnson because one of your questions was in line with one of my questions and on the same line of what we're talking about regarding the potential reopening we also know that Council I believe we approved it met last year the Redevelopment through stared which will have the first Juvenile facility for individuals that may have some additional issues because the closest facility for mental health related for young people I believe was state so that will be our first one here that I would like for us to consider on the front end building that relationship Mr Heath I wanted to find out if and for all of you if the conversation that was presented a while ago regarding the social Norm that the CDC had identified with with their programming the title being responding to emergencies one Behavior at a time so there were I believe there were conversations that maybe Mr Dawkins and action NC had presented and I just did a quick Google search for the CDC the social Norm but that was a conversation that was at some point shared over the last year or so so I just wanted to know if if there's been any conversation regarding that recommendation that actually came from Community I can start and then I'm as it Rel to CDC there might be something you could mention as it relates to the overall plan so I did speak with Mr Dawkins a few weeks ago and and he talked about this idea of the importance of kind of like breaking those social norms and um and he actually pointed Us in the direction of a program in Louisville in fact which is on my list of things for us to evaluate so I'm not really in a position today to like speak about that in any detail but we are in conversation with him did you want to I'll just add I'm not sure of I'm not familiar with the recommendation that came forth from Mr Dawkins but I will say that thinking about um a multi-leveled approach um that addresses all of the things that are impacting our youth is really important for us to make sure and I think that that's why this conversation is important because we're looking at things from a multi-tier perspective and not thinking about just addressing one particular issue and what for me with thinking about how to reduce staff having to reinvent a will where the multiple approaches the CDC has done has some re research has some backing behind a couple of opportunities they've been ident been able to identify so I at least wanted to make sure that we had it in this space and in this room also when we look at the slide seven going back to the insights from the data and looking at that 3,700 73 Unique Individuals is has anyone done any research to see if these are current residents or their new residents meaning we have seen a lot of growth in the city just the last decade I would say Charlotte was put on a map in 2012 once we hosted the DNC we've seen an influx since that time some of us grew up with the old adage that when you when young people would get in trouble we sending you to your Grandma's down south so I was just wondering are we tracking everybody's back right most people know that addage so I'm just wondering are we tracking if these are recent residents to the community where we're seeing this High increase or if these are current or long-term residents are these natives because we know the piece regarding housing jobs other things areas that we've identified as corridors of opportunity we've done Investments but we've also seen a lot of displacement in those areas I was also doing a quick search today 2024 for you to find a 1700 3bedroom 2 and a half bath which very well could be a household for a family of five I saw one home that was $250,000 and that house has been completely gutted so you got to come in to be able to do to add everything that's needed most of them are over 34 so I was just wondering if we are tracking at I'm not sure that we're tracking it I can find out for you but I know like historically um you know we talk about breaking the cycles and cycle of incarceration and I've seen names of family members that I dealt with back when I was an officer 25 years ago wow so and those are a lot of our repeat offenders so I can't give you um pure numbers but I can say that um some of them are natives cuz I remember the the names when I was working as an officer so that goes back to a longer conversation where maybe we can partner with UNC to help with doing the actual research even back then so when we had community policing we saw a difference with where we saw a break in over a period of years where we didn't see as much crime but we've had some programs that have been a part of this community for 50 years if these in any of these individuals actually were connected to these programs at some point where did that disconnect happen to where you're you and our leadership that have grown up through the ranks are seeing individuals because we've been trying to break the cycle for 20 plus years that's not something I'm asking staff to take on but that might be an opportunity whether it's through UNC Johnson C Smith our partners in the community our educational partners that love the numbers that they might can look into so that we can do a better job when we're looking at these longstanding programs that we have funded and we're looking at your success rate and we're looking at the numbers you're presenting are those numbers that you're presenting to us aligning with the interactions that cmpd is seeing if that makes sense no I totally I think sense talk about financial Partnerships yeah and what the outcome of that is cuz I know Dr Wallington loves the numbers so when we see how it tracks that might be something be another opportunity for us to look at how are we actually implementing what is needed on the ground and for the 100 youth advisory Council can you just tell me quickly how does that differ from generation Nation so we are looking specifically at youth that might be disconnected we might be looking at youth that are higher risk those that are particularly coming from communities that are experiencing a lot of um violence where they have witnessed violence they have had those traumatic um instances and so we are not um looking for what I would say is a student that is on track that maybe has a lot of supports in their household that knows where they're going they have a plan for After High School those are not necessarily the youth that we're looking to participate in 100 youth advisory Council because we really want to hear from youth that are living in areas where experience in violence I would love to make a suggestion for consideration okay that as some point we connect them to generation Nation so that they have peers that they see are doing something different because sometimes for a lot of us it's what we see and when we see it so they see these young people versus it being with those people in generation Nation by having that relationship being built so one of the things I did previously when I was on Council is between I would have a town hall quarterly one of my town halls was always dedicated to the youth because we say you're the future but we weren't having you at the table to tell us what you want I think there may be a opportunity to have some of those youth from generation nation building some type of project Community event something to build relationship with the 100 youth advisory CU we very well could be trans transitioning some of them into the mayor Youth Employment Program or generation Nation because they just don't necessarily realize the opportunities that are there I I I agree um and I I just want to make a point to say that um these are the same Youth and they don't have all the same opportunities yes and so um we want to make sure that on top of getting recommendations from them that we are providing them with opportuni so that they can accept and they can see things outside of what they have done but these are youth that certainly have voice to lend to this conversation and we don't always ask those youth and so that's why we're being intentional but certainly linking them back to other programs and on our end hold us accountable through generation Nation to make sure that there if there is support that is needed to help our additional youth that the expectation is for them to do that because we cannot keep this conversation that we've had for decades of two Charlottes it's those two Charlottes start with how you walk into one school the resources that they may have versus others and when you go into certain neighborhoods the resources that may be there and not knowing that you might have more resources than what you realize I believe Madam chair those were the main points that I had thank you so very much absolutely thank you I appreciate that I will interject this one item as well and I know that it's going to come up eventually because I saw it here as we were looking at the multi- uh level risk factors the tie to economic mobility and how we think about how we connect youth in our schools to job opportunities and our employers I know that's one that's been floating around for a while um and I know I know it's baked in here but I just want to make sure that we lift that piece up um as well um we are going to shift to the next topic after um after we hear from Miss Anderson thank you um thank you Miss chair and uh thank you for the presentation and and the information this is actually quite insightful what we've reviewed today just a couple questions about the data first question is um this data that you have up now on slide 7 do we have any um mapping data that that we can look at that states where these arrests are occurring um or you know and or you know where these individuals reside because I'm trying to understand to the point around economic Mobility I'm trying to understand if these arrests are happening in specific areas like in our corridors of opportunity or within a specific District but any underlying information that we can glean from the location of these arrests so that's my first question um oh you want go ahead go ahead I was just going to defer to you okay I love that wee we'll pleas um I do think that's something that we can get um historically um most of our crime is U being committed in our hotspots which are our corridors of opportunity um so I'd go out on a limb saying that probably a lot of these are occurring in there but that's something that we can vet and work with our analyst to get some mapping for that so I think that visual would be great for everybody to see yep I think that would be insightful because it also can form how we allocate uh existing resources or as we go into the budget season you know what some of the things we might want to highlight there as well the other the other question that I have is around the mental health uh correlation that Miss Johnson um was was double clicking on earlier I know we have a very very similar correlation um with our unhoused population and as we're looking at Solutions around addressing the unhoused um residents of Charlotte that there other cities that are doing that have the same issue that are doing some unique things I I know that in Portland for example they're doing um directive mental health assistance in the field rather than TR trying to um Drive individuals to locations facilities treatment centers Etc um but it it might be again after we get that data it may be interesting and Sean I don't know if you if in in your work in the space if you know of any existing cities that are have been dealing with the mental health challenge with youth and some of the unique some potentially unique ways that they're going that they're trying to deal with it because while I I understand having a youth detention center bringing it back online might have some pros I also feel like there is you know there's some challenges with that as well but to the whole point of meeting the youth where they're at and actually providing Services where they're they're at in community I'm I'm interested Sean have you heard of any other cities that are doing sort of like directive mental health care in the field for youth I have not I'm kind of looking around I don't know if there's anybody else on the team that has any perspective to share and if not it's something we can jot down as a homework assignment I was just going to say maybe as a side note when we're talking about our diversion program when we bring our kids in um they do uh during the intake process they do assessments and so with that part of that assessment does include mental health either of the kid and or people at the house so I could see I don't know that if we track that or if we have the capability to track that but I can definitely go back to our diversion program and see if we can get some raw numbers which um may give us some insight okay okay that'd be helpful you know I know that at the county level um you know the the mental health services is really strapped right now both from a a resource perspective and the and the capacity perspective but if we can with this information with this underlying data we think of some unique ways perhaps to to partner with individuals like stared and other uh potentially some of our hospital um um partners with in the community as well to think about some unique ways to address this so I just feel like this topic is one that's addressable these aren't large numbers we have a spotlight on this top 10% um that's really less than five 00 individuals I believe we can come up with some innovative ideas to begin to address this if we uh Target the underlying issues thank you thank you um we look forward to the next month's uh a little bit de deeper dig into the information this is a great start thank you for pulling this together in such a short period of time I'm happy to hear about all of the different cross functional um entities that are working on this and that's what it's going to take right uh because it is definitely a public health issue for the community um so we look forward to your work and thank you for your leadership on it um we will wrap up with one last item and that item is uh related to our Performance Management framework and how we're going to make sure that we're measuring our results from all of this activity so I will turn it over to Miss Julia Martin from the city manager's office yay more paper all right oh the transition happened all right I'll do a little Preamble while we're waiting for the uh slides to get pulled up um we um did this presentation this morning at Transportation Planning and Development um we didn't get to it at jobs and Ed and then BG we didn't have a quorum so the intent obviously was to do this all in every committee else um this is probably fresh that's all that was all Preamble before this pres before the slides were pulled up does that mean I can sign did tried yeah sure I I got it here in front of me um I'll just say we're not going to ask um for any um formal action from the committee today it is much more feedback discussion we want your input on the direction that we are going uh you can go to the next slide please whenever you're ready um all right we can skip ahead to one more um so um again just a reminder for everyone about where we have been and where we are headed um so in January um Council selected their policy goals and objectives per um that aligned with the Strategic priorities but these Loosely rolled up into the Committees February you all affirmed um the selected policy goals and objectives and we were Off to the Races in terms of matching these up with performance measures um we're here today to get some of your feedback on where we are with the performance measures I'll say um I think that committee meeting was February 5th and we're here on March 4th so we had we're we are going rapid speed on this so um we are really in process seeking your feedback on how we are doing with tracking progress on the things that you all identified are important important to note this is not everything that the city tracks this is not everything the city does this is just a subset of things um that Council has highlighted and wants to uh put more of an emphasis on in the coming year in May we'll put together something that looks U that incorporates all the committee's work and then looks you know like a real Performance Management framework and then striving towards future public reporting we know that it's important to council so whether that is a live toate dashboard or something that updates on a monthly basis we want this to be a valuable tool for you when you are talking with your residents when you are making decisions so the ultimate goal is to make sure that we are accomplishing the things that you have said are important um and that we can understand how policy impacts might sway some of these things next slide please just a quick overview about um our approach to identifying um performance measures so I'll start with the top um a number of the policy goals and objectives were from the comprehensive plan which already includes performance measures so wherever we had existing measures that aligned we obviously started there same thing with um information that's already tracked by the department the conversation today was great um and so violent crime rates is obviously something that cmpd already looks at um one thing we took some time to do was differentiate between what is a city measure and what is a community measure so we have two examples up there on the slide for you um I'll just note today in the um jobs and Ed committee Daniel Fraser was talking about a Workforce Development strategic plan obviously that will come with policy goals and objectives and so that's something that we can incorporate um going forward right now we're looking at um how we do as an employer in terms of U Middle scale jobs um we obviously have about 9,000 employees so we do play a significant role um in in that ecosystem um understanding Andrew will talk a little bit about how um the measures relate to the policy goals it's not always a one for one once we saw the whole gamut of what every committee selected we realized there were some opportun unities for um alignment that better fit um what other committees are striving to do and then obviously this is a work in progress so um looking for where we can refine and continue to iterate on this to make make it the most meaningful thing to you and Council and I failed to introduce Andrew Bowen and Jackie tinan but you already know them so they're here to help me out all right Andrew I'll turn it over to you yeah thanks Julia and just to throw another curveball since you already had to hear me speak I'm going to let Jackie discuss this piece since she's been the real muscle behind this effort on our team so Jackie all right thank you next slide please so as we went through all of these we looked at all of the different um strategic priorities and the policy goals that were selected and across all of them we found 18 unique policy goals 29 unique policy objectives and then 37 measures so you might remember as you went through this process you might say hey we came up with 12 the Committees only came up with six no that's what Julia was talking about we kind of aligned them and said okay these are existing across different strategic priorities so one of the examples is equity equity and governance framework actually showed up in all five of the Strategic priorities and so we've removed it from all of the Committees except for the well-managed government engagement and Equity um group and so it'll it shows up there but we've highlighted in our own documentation it actually shows up across all five of the Strategic priorities um and in the handouts that you have there's an appendix and that's where we kind of call those unique ones that are showing up over and over again so that you can see we've removed it from your list but it is still in the measures it's still an objective that we're looking at next slide please um so we'll start with the great neighborhoods um there were five Pol five unique policy goals that we identified that we'll select measures for and came up with one two three seven eight um measures that will roll up into those each one depending on on what the measure is access to data um some of them will be very discreet where we measure at one time one thing some of them will be able to kind of um expand upon and show different levels of measurement for each individual um measure depending on what it is and the the availability of the data um and if you look at the handout the policy objectives that those measures are tied to are there so it was too much for this slide but you have it in front of you in the handout if you um are curious to see how everything panned out next slide and then we did the same thing for Save communities where we ended up with three policy goals and six proposed measures again some of them we can get into a little bit more deeply whereas others it's going to be one number and that's it and that is what we have for the policy goals and objectives let me do a quick wrap up and then we'll turn it back last slide please here um so obviously we'll get your input today um what staff will do over the next couple months is look at Targets so you'll see there were no Targets on here today um obviously that is you know we're going to take a look at what the historical data tells us what the policy goals tell us and what we think we can achieve um we'll need to work on some of the backend processes for automation where that's possible collecting information from a variety of departments um and then I'll say you know kind of ask for your um Grace and some of this and I think the one we had a good conversation around this morning was around um number of how we engage our residents so that's critically important to council but we're going to need we're going to need some Brain Trust something to figure out how do we really measure that is it the number of people in a room is it the level of in-depth conversation is it the level of awareness that a resident has when you're speaking to them and so we know that's really important we want to get it right um but that's going to take a little bit of time for us probably looking at other cities figuring out what is the best way that we can report on that so Council feels um that the that the residents are being meaningfully engaged in a way that um helps support decision making so with that I'll turn it back over to J wton thank you so much um does anybody have any questions from the floor okay just a couple were you going to say that all right this the first thing for me as I look and forgive me I'm digesting um I'm interested in the conversation around the city metrics versus the community metrics um it certainly makes sense the watch out for me is that we we miss an opportunity to develop output metrics because I think we absolutely need the inprocess metrics in terms of how much are we spending and those kinds of things how what kind of Investments are we making um I just want to make sure that that we also include is it effective right we may be very efficient in our spending but are we effective in the outcome um because I think about um programs where we maybe have low utilization and so we we've done our part on the end process side of really focusing on it but is it translating um are there people who are able to actually use the programs um and if not why not and I think those kinds of things show up in the output metric because if you're in process metric is green and your output is red there's a gap there that that we need to look at so I just want to make sure that that part compliments what we have um here but certainly just as a over overall um look it it C it makes sense I see how it follows from where we started at the annual process um and I'm sure I'll have a little more comments later on thank you uh VI chair thank you madam chair so still looking at the handout that you all presented to us for great neighborhoods When I Look to the back and I look at the appendix and I go down to the last Workforce and business development is the Strategic priority the original policy goal was housing Charlotte framework the original policy objective was to offer tax relief to longtime Property Owners how we measure that included in great neighborhoods housing program Investments Housing Trust Fund rehab and Etc and low access to Housing Opportunity areas I would like for us to make sure that we are giving ourselves the opportunity to stay current with what's going on in the community cuz again this language goes back to what I shared earlier and what I've shared multiple times our Housing Opportunity areas have shifted across across this entire city so if this is really a goal the manager and I had conversations I had conversations with assistant city manager ask you and others so we think about the funding that we put in support with the county for the upcoming tax bill well that breakdown when I followed up with the manager it was a very small if one you had access only up to $650 but we saw tax increases is that exceeded 200% in some cases and in some areas of the city the average individual when they broke down the numbers did not receive that 650 most the average was around 300 there's still a gap the idea of well we need to make sure that we have funded over four years the individuals who currently own those homes aren't going to be there next year potentially the way the county is set up up is you need to be owner occupied a minimum of 3 years to qualify for the services so if we don't figure out how to help you now because that community that you moved into where you purchased your home for under $100,000 that has now seen tremendous opportunity and growth so you now have homes that have sold for over $700,000 in your neighborhood you're now our Target so when we're looking at initially the policy objective being to offer tax release to longtime Property Owners with changing the measure yet what I don't see is how do we address the initial objective I don't want us to change the measure and create this vacuum for where the initial objective was not met and how do we marry the two so I think that goes back to uh chairman Wilton's conversation about the outcomes right because the input could be the tax relief or Housing Trust Fund dollars but what was the output and was it really effective so I think it goes back to that conversation as well and I'll just add we have the you know measures as a bulleted list on this screen but there will certainly be things underneath that so in that example Housing Services that enable or support home ownership there's a number of different ways that we can do that and so we'll make sure to break that down so you can understand and in that too look at the effectiveness of our programs there'll be there'll be a narrative component that will be very helpful cuz my comments would definitely in line with Dr wallington's as far as what are those measurables I just don't I just want to make sure that we don't create a new measure that creates a potential vacuum for what the original measure because that is what we told the the community that our goal and our Focus was so were we able to achieve that on some level before we said well now here's the measure we're identifying thank you thank you and just a quick followup because I know we've got a couple of minutes left just taking an even closer look in that vein as I look at jobs housing ratio and areas vulnerable to displacement um I believe that that one matches up to this comprehensive plan goal number nine where we talk about improving job skills match in areas where residents may be vulnerable to displac um how do we tie that to the skill right because if there are jobs there but they jobs that the people are not upskilled for we may not see the connection um and then I also wonder how do we leverage like other governmental metrics like employment by census track for instance for that one um and how do we leverage maybe private partner metrics so I think about this solar projects piece and I don't know there's some completely make me up but could like Duke Energy have something that tells us how much energy is coming off the grid for our locality right so there may be other folks that are tracking data that is helpful to us and that's all um any comments from the awesome well thank you so much um well actually I'll give you an opportunity to respond to that before we close out solar projects is a community measure okay so in talking with Sarah Hazel that's something that we can look at on a CommunityWide basis so that will be one where can get information about what's happening across the community in addition to what we do as a municipality investing in our own facilities yep and as it relates to the job skills um or I'm sorry the jobs housing ratio the census does actually have a very robust data set that we use so we have um home location and work location and it's broken out by um wage so it doesn't exactly get to the skill of the job but it does have a a Pay Band that we we'd be able to massage a little bit fantastic fantastic thank you so much I will entertain a motion motion to a j second unanimous see y'all next time wage so it doesn't exactly get to the skill of the job but it does have a a payb we'd be able to massage