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From YouTube: FY2021 Budget Workshop - February 5, 2020
Description
Thanks for joining us for the first of a series of budget workshops with the Charlotte City Council to address the FY2021 budget. To learn more about the budget please visit: CharlotteNC.gov/budget
A
Council
budget-
this
is
our
process,
is
to
work
with
our
budget
and
effective
governance
committee
to
get
things
on
the
table,
but
to
act
as
the
budget
as
a
collective
committee
of
a
whole
so
that
when
we
go
as
we
go
forward,
we've
had
examination
and
review
by
a
smaller
group
on
our
committee,
but
at
the
same
time
everyone
is
aware
of
what's
going
to
be
coming
forward.
The
whole
idea
around
these
workshops
is
that
they're
no
surprises.
Now,
that's
not
to
say
things
don't
happen
that
are
surprising,
but
there
are
things
like
no
surprises.
A
Unless
the
legislature
does
something,
and
at
the
last
minute
that
we
have
to
react
to
so
our
goal
is
always
to
be
open
and
give
the
manager,
guidance
and
feedback
on
what
this
year's
budget
ought
to.
Look
like
I
would
say
that
we
all
know
that
a
budget
is
often
grows
incrementally
with
the
number
of
people
that
we
hire
I
think
what
are
we
at
eight
thousand
now
mr.
Jones
eight
thousand
two
hundred
people
that
serve
the
citizens
of
this
community.
We've
got
a
lot
to
to
look
at
in
terms
of
how
we
grow
that.
A
But
what
else
do
we
want
to
do
so?
Today's
agenda,
you
have
the
notebook
and
I'm
for
the
newer
councilmembers.
This
book
will
be
updated
for
every
one
of
these
workshops
that
you'll
get
you'll
get
an
additional
amount
of
information
from
the
staff,
and
the
staff
is
always
ready
to
help
us
understand
things
in
a
very
detail
way.
That
makes
it
easy
for
all
of
us
to
work
together.
So
mr.
Jones
is
gonna
start
us
off,
but
we've
got
a
couple
of
things:
Sharleen
urgency
management,
I'm
the
overview
of
our
art
support
on
this
one.
A
I
think
this
is
something
that
many
of
us
are
very
aware
of,
but
I
would
hope
that
today's
meeting
on
our
support
will
actually
give
you
give
us
a
sense
of
where
we
as
a
city
will
participate
and
what
principles
by
which
we
would
give
to
the
manager
to
do
that.
Our
financial
partners
at
applications
are
fairly
routine
at
this
point,
but
I
think
we've
got
enough.
Food
Council
members,
I'm
existing
capital,
project
updates
and
street
lighting
intriguing
agenda
item,
but
intriguing
agenda
list
today,
so
we've
got
I
know
I
just
saw
mr.
Bukhari.
C
B
One
of
the
things
that
I'd
like
to
add
it's,
the
workshops
are
very
important
of
to
us,
and
but
if
we
go
back
to
the
retreat
or
the
annual
strategy
meeting
for
the
most
part,
when
Ryan
gave
you
an
update,
he
basically
said
in
terms
of
providing
the
same
level
of
programs
and
services
in
FY
21,
as
we
did
in
FY
2012
arey
good
at
where
we
are
in
terms
of
the
budget.
Whatever
the
small
gap
was
at
that
time,
I
know,
small
is
relative.
We
believe
that
we
could
solve
that
within
our
existing
resources.
B
So
one
of
the
reasons
that
we
have
the
arts
support
pulled
out
today
and
typically,
we
have
financial
partners
as
one
of
the
last
presentations
during
the
series
of
budget
workshops,
but
we
do
have
a
large
request
from
the
Arts
and
Science
Council,
and
so
we
wanted
to
have
that
discussion
much
earlier
in
the
process.
Then
we
typically
do
so
what
that
said.
We
do
have
chief
Johnson,
who
will
start
off
to
talk
a
bit
about
Charlotte
Mecklenburg,
emergency
management
and
I
would
like
to
pray
on
this.
B
A
little
bit
and
council
member
Graham
had
asked
on
a
couple
of
occasions
about
how
the
city
is
prepared
in
terms
of
emergency
management
and
when
I
start
to
think
about
emergency
management.
While
we
have
the
office
of
the
Charlotte
Mecklenburg
emergency
management
office,
we
have
a
number
of
events
that
require
police
reform.
Fire
require
cidade,
and
so
we
work
very
good
as
a
team.
Today,
we're
going
to
specifically
talk
about
emergency
management
and
to
address
some
of
the
concerns
that
were
raised
during
the
retreat.
D
I'm
going
to
talk
a
little
bit
about
the
purpose
of
the
emergency
management
office.
We
are
here
to
assist
the
city,
the
county
and
the
towns
through
the
mitigation,
preparation
response
and
recovery
process,
that's
before
during
and
after
any
type
of
emergency,
whether
it's
a
natural
emergency
or
human-made
emergency,
and
that
varies
greatly
in
today's
society.
What
those
two
things
look
like!
D
D
I'm
gonna,
introduce
to
you
the
Deputy
Director
for
emergency
management,
which
is
a
chief
white
gram
and
I'll
use.
One
of
his
terms
before
he
gets
up
here
and
I'll
steal
it
from
him
early
is
that
everybody
should
be
considered
an
emergency
manager.
That's
why
we
talk
about
operating
as
a
group
and
just
coordinating
resources,
so
chief
Graham.
E
Castle
or
good
afternoon,
Council
I
must
steal
something
from
chief
Johnson,
so
chief
Johnson
always
says
that
emergency
management,
a
fourth
leg
of
the
public
safety
organization
here
in
the
City
of
Charlotte.
But
before
we
get
started,
it
is
important
to
remember
that
the
City
of
Charlotte
is
responsible
for
emergency
management
for
all
of
Mecklenburg
County.
So
in
addition
to
just
the
City
of
Charlotte,
we
have
eight
governments
that
we
report
to
you
also
municipalities
and
also
the
county
government.
E
E
Last
year
we
dealt
with
17
large
scale,
events
with
major
league
soccer
coming.
That
would
be
an
additional
16
I
believe,
and
then
they
also
with
the
concerts
planned
at
Bank
of
America
Stadium,
as
mr.
Tepper
has
indicated,
he
will
be
moving
forward
with
additional
concerts,
so
those
are
also
events
they'll,
be
working
with
our
web
Yosi
there's
two
web
yosi's.
Those
are
that's
how
we
keep
track
of
everything
in
not
only
our
county
with
the
ten
county
region.
It's
also
how
we
communicate
with
the
state
in
the
State
Emergency
Operations
Center
in
Raleigh.
E
There
are
over
800
users
on
its
system
and
served
over
100
organizations.
So
we
go
through.
This
is
important.
Remember
the
emergency
manager
talks
to
everybody
all
the
time,
and
so
our
phones
ring
non-stop
pretty
much
24
hours
a
day
is
we
have
our
partners
call
to
ask
questions
and
work
with
them
with
them
also
responsible
for
public
warning
and
mass
notification?
E
We
do
that
utilizing
our
every
bridge
system
and
also
sharma
clerks,
which
is
the
opt-in
portion
of
the
heavy
british
system,
and
you
may
know
it
as
I
pause,
which
is
the
integrated
public
alert
warning
system.
We
also
maintain
the
warning
point
for
the
county
at
fire
communications,
which
is
the
national
warning
system
for
mecklenburg
county.
E
This
is
a
good
indicator
of
the
different
municipalities
in
the
county
that
we
serve
response,
so
we're
responsible
for
coordinating,
not
we're,
not
charge
unless
it's
a
nuclear
incident,
but
we're
responsible
for
coordinating
all
of
our
resources
all
the
time.
So
we
make
sure
that
cmp
de
talks
to
the
fire
department
talks
to
medic
talks,
the
Red
Cross
talks
to
Duke
Energy
talks
to
the
National
Guard,
the
state
etc.
E
So
we're
always
on
the
phone
and
when
we
need
to
we
operate
me
up
in
the
Emergency
Operations
Center
from
the
Cobra
County
to
coordinate
those
resources.
We
monitor
a
number
of
things
if
there's
a
Verizon
outage
in
the
Charlotte
area
in
North,
Carolina
like
there
was
last
week
monitoring
it
to
see
if
that
leads
to
other
cyber
issues
within
the
state
or
if
that's
a
trend
today,
we're
also
monitoring
the
coronaviruses.
You
were
aware
of
in
the
news,
so
we're
talking
to
the
pel
through
the
Health
Department,
the
hospitals,
the
airports,
etc.
E
Large
planned
events.
So
when
are
we
involved
anytime,
there's
over
20,000
of
our
residents
in
one
location?
Emergency
management
is
involved
in
the
planning
coordination
of
the
event
along
with
our
partners
and
we're
also
on
scene.
If
you
watch
the
Panthers
this
year
and
you
saw
some
of
the
evacuations
that
went
on
that's
emergency
management
talking
to
our
our
contracted
meteorologists,
but
also
the
National
Weather
Service
and
then
coordinating
with
the
panther
staff
inside,
which
is
a
chief
retired,
deputy
chief
Eddie
Levin's
from
C
MPD.
E
We're
always
concerned,
in
addition
to
just
the
emergency
management
function,
you
may
call
it
Homeland
Security,
it's
really
the
same
thing:
high-profile
sporting
events,
large
festivals,
presidential
visits
and
candidate
visits
at
the
request,
the
US
Secret
Service,
our
federal
partners
that
we
routinely
interact
with
almost
on
a
daily
basis
include
scissor,
which
is
the
new
cybersecurity
in
infrastructure
agency,
DHS,
US,
Secret,
Service,
FBI,
etc.
So
we're
working
with
all
them.
E
So
this
is
kind
of
in
a
nutshell.
What
we
do
on
a
day
to
day
basis
and,
like
I,
said
we're
all,
there's
always
somebody
on
call,
but
we
work
a
lot
of
hours
on
our
phones
and
our
phones
ring
all
the
time,
coordination,
communications
and
then
connecting
the
resources
when
Mecklenburg
County
cannot
handle
something
internally.
E
That's
when
we
turn
to
the
emergency
order,
and
then
we
reach
into
our
Emergency
Operations
plan,
which
you
adopted
back
in
September,
the
resources
that
are
come
to
Metro
County
from
outside
the
county,
either
through
the
state
or
federally
or
at
the
request
of
Charlotte
Mecklenburg
emergency
management
through
the
web.
You
see
in
the
state
approves
it
and
they
send
those
resources
to
us
task
force's.
So
we
have
a
number
of
task
force's
that
meet
either
monthly
or
quarterly.
E
Those
include
are
sheltering
Task
Force,
which
use
a
council
or
evolved
with
our
homeless
sheltering
also
our
affordable
housing.
We
worry
about
those
types
of
things
in
emergency
management.
We
also
worry
about
financial
literacy
for
our
populace,
because
we
know
that
folks,
that
have
money
are
going
to
be
better
in
a
disaster
or
major
emergency.
We
also
know
that
if
you
have
a
higher
credit
score,
you
know
you're
going
to
recover
faster
for
a
major
emergency
or
disaster
in
Mecklenburg
County
our
act
of
violence
task
force.
E
This
is
a
group
that
we
just
started
in
Victoria,
Johnson
and
Angela.
Charles
were
part
of
that
task
force,
so
we're
looking
at
not
only
in
Charlotte
Mecklenburg
County,
all
our
other
towns
getting
a
group
of
folks
together.
So
we
have
one
message:
one
training
platform
and
we're
moving
forward
on
that.
So
you
take
the
UNC
Charlotte
shootings.
We
were
out
there
for
28
hours
following
the
actual
incident
involved
with
UNC
Charlotte
management.
E
The
governor,
the
state,
North,
Carolina,
etc
cybersecurity
task
force,
it's
very
important
part
of
its
a
new,
a
new
task
force,
emergency
management.
But
again
it's
getting
all
the
right
players
together
to
look
at
how
we
can
prevent
mitigate
respond
and
recover
from
a
cyber
attack
not
only
on
the
city
Charlotte,
but
our
small
and
medium
businesses,
Bank
of
America's,
part
of
the
task
force,
Wells,
Fargo's
pilot
task,
force,
Sousa,
etc.
So
we're
getting
all
the
right
people
together
and
then
getting
them
talking.
E
E
Major
products
as
you're
aware
the
emergency
operations
plan,
which
was
approved
last
year,
that
was
presented
to
all
eight
governments
and
I'm
very
happy
to
say
that
not
one
person
voted
against
it.
Others,
eight
governments
and
we
have
the
signatures
on
that
document
or
from
all
seven
mayors
and
the
chairmen
of
County
Commissioners.
It
makes
it
a
very
airtight
document
and
our
plan
for
Mecklenburg
County
continuity
of
operations
plans.
E
So
there's
two
types
here
in
the
cities,
you
may
or
may
not
know
one
they're
looking
at
the
high
NT
portion
of
it,
but
also
all
of
our
departments,
have
continuity
of
operations
plans
along
with
the
county
and
say,
if
you
think
about,
if
you
can't,
if
you
can't
come
to
this
building
tomorrow,
how
does
our
government
continue
to
run
Hazard
Mitigation?
We
were
talking
about
Hazard
Mitigation
earlier
we
are
one
of
the
top
counties
in
the
US
for
Hazard
Mitigation,
the
phins
process,
which
is
how
we
look
at
our
rain
gauges.
E
The
cameras
are
associated
with
that.
That
is
a
national
best
standard
and
was
adopted
by
State
North
Carolina.
They
call
it
filing.
We
recently
were
received
a
phone
call
from
Houston
and
they
wanted
to
know
what
we
were
doing
right
here.
I'm
looking
for
County,
we
had
a
very
good
conversation
with
them,
our
threatened
hazard,
identification
risk
analysis
is
done
every
three
years
for
FEMA
and
then
that
looks
at
what
are
we
gonna
do
with
grant
funds,
because
there's
number
of
grants
that
we
get
in
emergency
meetings.
E
But
how
can
we
better,
our
community
make
sure
we're
resilience?
Our
stakeholders
preparedness
report
is
done
every
year
for
the
City
of
Charlotte
Mecklenburg
County
uptown
evacuation
plan.
Have
you
driven
uptown?
You
know
we
have
a
lot
of
roads
closed
right,
so
in
2013
was
last
time
that
was
done
and
we're
gonna
update
it.
This
fall
dam
plans
and
then
nuclear
plans,
especially
programs,
are
all
hazard.
Incident
management
team
is
a
new
program
created
three
years
ago.
It
involves
Charlotte,
Mecklenburg,
Police,
Department,
fire
department,
Charlotte
water.
E
We
just
brought
on
Parks
and
Rec
Huntersville
Police
Department,
and
we
have
some
of
our
Airport.
Emergency
management
is
also
on
that
team.
Regional
response,
hazmat
teams
not
only
to
respond
here
in
Charlotte
and
we
lose
them
locally,
but
they
respond
across
the
seven
region
of
several
region
or
several
County
region
in
North
Carolina.
It
can
be
called
anywhere
during
a
major
disaster.
E
Our
swift
water
rescue
teams,
if
you've
seen
them
down
at
the
Hurricanes
there
he
used
here
locally,
but
they're
also
used
across
the
state,
and
then
our
urban
search
and
rescue
team,
which
were
exceptionally
proud
of
that
routinely
assist
the
state
of
North
Carolina
and
is
also
used
locally
re
loquat
rescue
teams.
If
you
see
others
making
rescues
a
little
Gorge,
there's
a
really
good
chances
or
Charlotte
firefighters
are
dropping
down
those
helicopters
to
make
the
rescues
and
then
our
state
medical
assistance
teams.
E
So
the
field
of
Emergency
Management
is
evolving.
Ten
lakh
technological
hazards,
including
cyber
continued
to
become
an
issue
for
our
communities,
and
we
have
to
figure
out
how
to
to
deal
with
those
locally.
If
you
think
about
the
federal
government,
they
have
a
lot
of
resources,
they're
putting
out
a
lot
of
documents
or
saying
these
are
all
the
issues
that
we
identified.
The
states
are
beginning
to
address
those,
but
then
how
does
that
translate
to
the
local
level?
How
does
it
translate
to
Charlotte
Mecklenburg
County,
climate
related
events
and
emergency
management?
E
Climate
change
is
an
accepted,
an
accepted
thing,
so
we
don't
look
at
it
and
say:
oh,
the
climate
is
not
changing.
Nobody
changed
and
now
we
have
to
deal
with
it.
So
how
does
it
impact
our
citizens
of
Charlotte
act
of
violence,
of
course,
electronic
platforms?
So
we
have
a
number
of
programs
that
we
use,
including
GIS.
Looking
at
you
know,
data
mining.
E
Pandemics,
flus,
bad
you
didn't
get
your
flu
shot,
fire
chief
and
I
will
talk
to
you
after
this,
but
get
your
flu
shot,
but
we
also
worry
about
the
corona
virus
or
anything
else
related
to
these
things,
we're
always
tracking
all
that
every
day,
all
the
time
and
then
public
education
and
volunteer
organizations.
How
do
we
get
our
public
involved
in
the
emergency
management
process
and
how
do
we
make
sure
that
that
resource
is
tapped
for
what
we
need
is?
E
This
is
an
example
of
the
16
ESS,
with
a
call
emergency
support
functions.
There
are
32
core
capabilities
of
FEMA
identifies
that
we
need
to
address.
We
address
those
utilizing.
The
emergency
support
functions,
16
om
here
in
Mecklenburg,
County
I'm,
not
gonna,
go
through
all
of
them,
but
everybody
is
involved.
E
The
Emergency,
Operations
Center
think
about
the
EOC
as
a
consolidation
government,
and
so
everybody
in
this
room
makes
a
lot
of
phone
calls
text,
messages,
emails,
etc,
and
sometimes
you
say
we
just
need
to
meet
and
that's
what
we're
doing
here.
So
we
get
everybody
in
the
same
room.
So
you
can
turn
around.
E
So
we
talked
about
32
core
capabilities.
They
translate
to
the
emergency
support
functions
and
for
our
elected
officials
in
like
mr.
Jones
or
our
managers.
We
report
out
on
those
utilizing
the
community
lifelines
it's
a
new
process,
but
it's
also
very
easy
to
understand.
These
are
the
seven
community
lifelines
that
we
look
at?
They
can
be
green,
which
is
awesome.
They
can
be
yellow,
which
is
not
great.
E
They
can
be
red,
which
means
were
in
trouble
when
we
need
to
address
that
lifelong
or
they
can
be
great,
which
means
we're
not
sure
whether
they're
giving
a
lot.
So
if
you
get
a
briefing
from
us
during
a
major
emergency
or
disaster,
we're
going
to
be
talking
about
community
life
lines.
These
recent
emergency
operation
center
activations
include
hurricane
exercise
in
2018,
which
was
a
great
exercise.
Mr.
Jones
actually
ordered
it.
He
said:
look
you
got
to
do
this
and
I
hadn't
been
in
this
office.
E
F
E
Hurricane
Florence,
so
mr.
Jones
came
in
there
and
we
had
a
meeting.
They
said
we
need
to
open
our
EOC,
so
we
literally
walked
into
USC
and
said
this
is
activation
order.
We
are
now
actually
real-time
activated
and
we
activated
for
seven
days
prior
to
Hurricane
Florence
hurricane
Michael.
As
you
may
remember,
we
actually
had
more
damage
in
a
hurricane
Michael
as
a
community,
but
it
came
through
very
rapidly,
so
was
over.
In
four
hours
says:
woman
I
was
the
hit
like
11
o'clock,
I'm
warning
about
6
o'clock.
E
E
The
nuclear
exercises
are
very,
very
serious,
there's
a
lot
of
time
that
goes
into
making
sure
that
we're
ready
as
a
community
and
if
you'd
like
to
come
down
and
actually
see
how
one
goes.
It's
a
great
time.
I
get
to
FEMA
evaluators.
Follow
me
around
for
six
hours,
writing
down
every
single
thing,
I
say
so:
it's
a
wonderful
time
to
come
down
and
see
us
under
stress
as
we
go
through
that
winter
storm
Diego,
the
statewide
hurricane
exercise
last
year,
atop
a
river
flooding.
E
If
you
remember
June
2019,
we
had
101
homes
damaged
and
26
destroyed
that
Street.
This
couple
streets
are
still
recovering
today
and
we
were
out
there
yesterday
making
sure
that
they're,
okay
and
able
to
ride
out
the
next
couple
days
McGuire
nuclear
exercises
of
this
year,
and
then
our
integrated
emergency
management
course,
which
may
allows
actually
put
a
request
in
a
FEMA
back
in
2018.
They
did
that
last
week,
FEMA
came
down.
It
was
a
great
time
of
many
people
in
the
Train
participated
in
that
exercise.
E
A
G
Appreciate
the
presentation
and
I
think
the
community
will
be
happy
to
know
that
we
are.
We
have
this
level
of
readiness
for
all
of
these
things
that
most
people,
ordinarily,
don't
think
about
I
did
want
to
ask,
since
this
is
a
budget
meeting,
are
all
of
these
activities
consent
contained
within
the
cfd
or
cm
PD
budget?
So
do
we
have
a
separate
budget
item
specifically
allocated
to
these
emergency
operations
so.
D
And
chief
Graham
can
correct
me
if
I'm
wrong,
but
that
falls
within
the
Charlotte
Fire
Department
budget.
We
talked
about
you
all,
see,
I,
think
last
budget
or
last
business
meeting,
and
so
some
of
the
funding
does
come
from
some
of
the
grants
as
well.
But
we
do
have
grants
beyond
you
all
see,
but
there
is
fall
within
the
fire
department
budget.
So.
B
So
mr.
Drake's,
the
first
thing
I'd
like
to
say
that,
in
terms
of
some
of
the
line,
items
in
the
budget
as
relates
to
emergency
operations
and
I,
should
have
started
with
this.
While
we
don't
do,
let's
say
line
items
and
these
workshops,
we
have
realized
that
the
emergency
management
and
their
operations
you'll
actually
see
it
in
the
book
that
was
handed
out
when
we
start
to
view
the
number
of
personnel
versus
the
population.
B
G
A
H
You
very
much,
madam
mayor,
thank
you
very
very
much
mr.
Johnson
Mr
Graham
for
the
presentation,
I
think
it's
a
really
important
topic
that
we
ought
to
really
begin
to
kind
of
hone
on
on,
as
we
begin
to
move
forward
towards
the
concert
season
this
year.
The
RNC
is
certainly
2021
council
member
Drake's.
Thanks
to
my
question,
so
we're.
D
D
I
H
H
A
H
Second
question
is
through,
and
this
is
a
piggyback
on,
comes
memorize
question
and
in
case
god
forbid.
There's
some
urgency
is
there
at
a
disaster
relief
fund
in
place,
I
mean:
where
do
we
go?
If
something
happens,
we
have
to
pull
resources
for
a
an
emergency.
Is
that
from
reserves
for
the
city?
Are
it.
A
Would
be
a
reserve,
but
a
lot
of,
and
it
depends
on
where
they're
like
the
immediate
relief
is
with
the
American
Red
Cross.
If
it
was
something
that
were
longer
term,
we
have
stepped
up
and
I'm,
either
appropriated
from
reserves
or-
and
you
know,
I
think
basically
just
spent
the
money
and
seeing
if
we
have
to
come
back
and
do
more
but
I'm
assuming.
I
H
D
So
the
integrated
emergency
management
course
that
chief
Graham
talked
about
was
one
of
those
preparations.
We've
done
a
number
of
drills
within
the
fire
department,
as
well
as
with
CN
PD,
and
we
have
a
number
of
events
coming
up,
including
some
tabletops
and
some
exercises
over
the
summer
to
prepare
everyone
for
that.
Okay,.
H
And
lastly,
amount
of
mayor
and
mr.
manager,
just
I
can't
remember
the
drakes.
Hopefully,
as
we
get
deeper
into
the
budget
cycle,
we
can
actually
get
kind
of
talk
about
the
the
budgets
for
police
and
fire,
but
also
that
margin
for
emergency
management.
Preparedness
as
well.
I
just
want
to
make
sure
that
the
budget
is
keeping
up
with
the
growth
of
the
activities
of
the
city
and
the
departments
and
I.
H
Just
don't
want
to
get
that
lost
in
the
shuffle
in
terms
of
new
police
officers
and
equipment
that
we
don't
kind
of
really
kind
of
focus
on.
Oh
and
making
sure
that
we
have
the
margin
in
our
budget
that
takes
into
consideration
the
increased
activities
that
we'll
be
taking
over
the
next
year
and
a
half.
But.
B
A
J
J
There
were
a
number
of
churches
who
mentioned
that
they
would
like
to
participate
in
health,
and
it
was
sort
of
outside
of
the
overall
Emergency
Management
System,
and
so
a
group
came
together
and
I
think
it
was
with
rich
Grange
right
before
he
retired
when
he
was
in
charge
of
emergency
operations
and
they
they
came
together
to
form
sort
of
a
you
know,
a
network
to
be
able
to
have
these
churches
and
other
groups
jump
in,
therefore,
to
health.
What's
become
of
that
is
that
group
still
together
and
just
somebody
run
that.
A
I
This
probably
has
some
touch
points
to
emergency
operations,
but
probably
more
so,
to
just
broader
operations
and
budget
of
fire
on
several
ride-alongs
in
the
last
year,
with
fire,
I
noticed
a
disconnect
between
you
know
the
trade
that
was
made
many
years
ago
where
medic
went
to
the
county
and
fire
went
to
the
city
and
the
disconnect
kind
of
they
do.
A
lot
of
you
know:
emergency
health
response
calls
fire
and
medic
at
the
same
time,
and
they
get
there
different
times
and
I'm
just
curious.
I
Do
you
guys
either
manager
or
chief
kind
of
what
do
you
see
as
it
relates
to
from
a
budgetary
perspective,
because
they're
kind
of
like
making
decisions
on
is
medic
going
to
take
this
call
or
as
fire
going
to
continue
on
and
I
feel
like
at
least,
and
this
is
only
anecdotal
right,
because
I've
only
seen
it,
you
know
several
times,
not
not
hundreds
of
times.
I
feel
like.
I
There
is
budget
inefficiencies
because
they
roll
up
into
two
separate
entities
and
budgets,
and
maybe
they
have
protocols
in
place
making
decisions
based
on
what's
optimal
for
the
budgets
rather
than
what's
optimal
for
Charlotte
and
medic
and
emergency
response
holistically.
So
I
mean
any
comments
on
that.
So.
B
I
Yeah
I
think
that
will
probably
go
a
long
way
cuz.
It
was
the
holes
in
the
decision-making
I
guess
you
said
a
more
macro
level
as
we
think
about
our
touch
points
with
the
county
and
the
way
things
have
evolved
to
today.
Some
things
logically
something's
just
like
deal-making
and
the
way
things
worked
out.
Does
it
make
sense
for
fire
and
medic
to
not
be
under
the
same
budget.
A
D
Think
that's
a
key
point
there,
because
we
report
to
the
same
medical
director
and
so
that
when
the
medical
director
makes
decisions,
we
kind
of
fall
underneath
those
same
directives,
we
do
have
a
first
responder
contract
with
medic
and
two
mr.
Makar
ease
point.
There
is
room
for
discussion
there
and
I
know
that
Joe,
Penna
and
I
have
started
those
conversations
about
what
is
the
appropriate
funding
for
First
Responder
operations.
But
it's
a
broader
picture
than
just
what
Charlotte
Fire
Department
is
doing.
It's
actually
a
County
discussion.
It
needs
to
be
had.
K
Of
government
and
making
it
more
efficient
and
effective,
which
is
a
good
conversation,
I
think
we
should
have
in
general
I,
have
a
couple
of
questions
that
relate
to
which
current
events
in
the
news
right
now
was
mentioned
briefly
to
the
coronavirus.
How
are
we
preparing
for
this
emerging
threat
and
what
are
the
potential
budget
implications
for
these
preparations
in
the
upcoming
fiscal
year?
Budget?
Okay,.
D
I'll,
let
chief
Graham
address
what
emergency
management
has
worked
on
as
far
as
preparation
for
the
coronavirus.
I
did
verify
this
morning
that
mr.
Cagle
can
verify
this.
That
Charlotte
Douglas
Airport
is
not
one
of
the
airports
that
are
receiving
people
coming
from
the
designated
areas,
but
Sheikh
Ram.
If
you
want
to
kind
of
talk
about
what
emergency
management
has
coordinated
so
far,.
E
Yes,
sir,
so
we're
working
with
the
Health
Department
they're,
actually
the
lead
agency
for
Mecklenburg
County
on
on
this
issue,
but
we
have
a
number
of
coordinating
calls
I
think
are
occurring
every
three
days
and
we're
getting
daily
situational
updates
on
that
we're
in
the
very
early
stages
of
saying,
okay
right
now,
we're
just
monitoring
it,
but
there
are.
There
are
plans
in
place
at
the
state
level
should
we
have
an
actual
larger
issue
if
you
would
hear
Michael
riccati
so.
E
L
M
B
A
A
A
B
A
I
Purpose
of
the
presentation,
so
last
year,
at
this
time
as
I
was
the
deputy
director
I
sat
over
there
and
I
watched
Phil
do
a
great
job
and
I
thought.
That
is
a
lot
of
information,
I'm
very
glad.
I,
don't
have
to
do
it
and
Here
I
am
this
year,
but
I
mentioned
that
because
we
did
take
some
feedback
from
last
year
last
year.
At
this
time
are
a
couple
months
later
in
April
we
presented
the
financial
partners,
and
a
number
of
you
said
we
would
like
this
information
sooner.
I
You
give
it
to
us
an
April
there's
not
enough
time
to
get
the
information.
We
want
get
the
feedback
and
we
want
to
make
sure
that
we
provide
the
information
to
you
so
that
when
the
manager
turns
over
the
budget
to
you
in
May,
you
have
all
of
your
questions
answered
as
it
relates
to
financial
partners.
I
So
I
want
to
break
down
how
our
financial
partners
are
paid
for,
like
everything
I'm
presenting
to
you,
it
gets
a
little
bit
complicated
with
with
the
numbers
and
the
organization
and
I
apologize
for
that,
but
it
really
breaks
down
into
three
buckets.
You
have
the
ones
that
you'll,
typically
think
about
which
would
be
your
general
fund
and
near
pay
go
the
discretionary
ones
that
can
change
year
to
year.
I
These
were
due
in
December
and
we
did
work
with
them
throughout
January
to
make
sure
that
we
had
all
of
the
information
that
we
required
and
so
we're
able
to
present
it
to
you
a
little
bit
earlier,
leading
into
the
managers
recommended
budget
and
then
your
suggested
adjustments.
I
won't
spend
much
time
on
this
because
it
hasn't
changed
from
past,
but
the
application
requirements
we
do
collect
all
of
this
information,
so
I
do
want
to
verify
that
all
of
the
organizations
that
submitted
applications
did
turn
in
what
we
were
required
by
today.
I
So
before
I
talk
specifically
about
organizations,
I
wanted
to
put
this
out
there,
it's
kind
of
a
visual
tool
to
understand
the
total
scope
of
our
financial
partner
funding.
So
I.
Have
it
broken
down
into
these
buckets
I.
Don't
have
the
dedicated
revenues
in
here?
I
will
talk
about
them
later,
but
I
do
want
treat
them
differently,
but
this
is
our
general
fund,
our
Pago
and
our
CDBG
funding
for
FY.
I
22
general
fund
and
Pago
discretionary.
This
is
the
universe
here.
So
now
in
this
table
we
have
the
FY
25
21
funding,
request
of
the
organizations
that
we
funded
last
year.
Tree
Charlotte
was
the
only
one
that
did
not
submit
an
application.
We
did
contact
them
and
verify,
and
it's
because
they
had
current
year
program
funds
left
over,
and
so
they
decided
not
to
submit
an
application,
but
we
did
follow
up
with
them.
Everybody
else
did
submit
an
application,
as
the
manager
mentioned
because
of
the
uniqueness
of
Arts
and
Science
councils
request
this
year.
I
Science,
but
I
didn't
want
to
use
it
as
the
opportunity
to
one
of
the
other
feedback
items
we
got
from
last
year's
presentation
is
a
lot
of
the
questions
were
about
the
recent
history
of
funding,
what
they
were
asking
for
and
what
we
gave
them.
So
each
of
the
slides
will
have
that
the
actual
request,
and
then
the
approved
amount
that
year
so
moving
on
to
the
other
discretionary
ones.
The
first
one
is
the
Charlotte
regional,
Business,
Alliance
and
I
won't
go
through
these
reading.
I
The
mission
statement
or
anything
I'll
just
provide
a
little
extra
context.
This
is
this
has
been
a
partner
for
ten
years,
all
of
the
funds
that
the
city
provides
are
used
for
marketing
they're
used
for
marketing
throughout
the
world
and
their
requests
that
they're
asking
/,
FY
20
levels
is
only
a
per
capita
increase
because
that's
how
they
base
their
requests.
So
that's
just
based
on
population
growth.
I
Moving
on
to
the
community
building
initiative,
they
have
not
requested
additional
funding.
They've
been
a
I
should
rephrase
that
they
haven't
requested
any
funding
beyond
what
they
received
in
FY
2014
year.
Financial
partner
probably
shouldn't
do
this
because
it
seems
impartial,
but
I
am
a
member
of
one
of
their
programs
and
as
someone
who's
come
from
Michigan
and
is
learning
Charlotte
and
the
leaders
under
40
program.
It's
been
a
great
opportunity
for
me
to
learn
about
the
city
and
its
history.
I
I
Ymca,
my
brother's
keeper
has
been
a
partner
for
the
last
couple
of
years.
They're
requesting
a
hundred
thousand
dollars
this
year,
represented
from
the
office,
did
get
some
additional
context.
Speaking
to
the
the
director
yesterday,
they're
looking
for
funding
to
serve
additional
additional
boys,
the
money
is,
if
funded,
the
hundred
thousand
dollars
would
be
used
primarily
for
operating
with
some
for
personnel,
and
so
those
are
all
of
the
ones
that
were
existing
and
then
so.
The
next
few
are
new
requests,
so
the
first
one
is
the
farmers
market
management
services.
I
This
is
a
new
request
for
one
hundred
and
eighteen
thousand
dollar
they're,
looking
to
support
expansion
of
local
food
systems
and
the
farmers
market,
the
agency
that
was
established
in
2018,
so
it
is
fairly
new
and
the
city
funding,
would
be
about
75%
of
the
agency's
budget
in
FY
21.
So
it
is
an
agency.
That's
trying
it's
not
very
big.
Yet,
what's
trying
to
expand,
the
next
new
request
is
from
heel
Charlotte.
I
F
I
An
area
that's
specific
to
a
location
in
the
city
in
North
Charlotte,
so
it's
a
little
bit
different
and
then
finally
Samaritans
feet
for
their
requesting
$100,000.
So
this
is
primarily
to
give
shoes
and
socks
to
disadvantaged
children.
It's
currently
a
three
million
dollar
organization
and
they're
requesting
a
hundred
thousand
dollars
the
organization's
been
around
for
about
17
years
and
the
funds
would
primarily
be
used
for
as
you'd
expect.
The
operating
costs
such
as
shoes.
A
I
Think
as
we've
been
able
to
work
more
closely
with
Janet
and
the
new
kind
of
administration,
there
I
think
I
think
we
can
expect
big
things
from
them
and
it's
it's
an
exciting
partnership,
but
I
think
we
also
need
to
recognize
that
the
model
and
the
relationship
has
changed
so
I'm
wondering
if
you
guys
can
maybe
take
away
and
that's
why
I
think
it's
beneficial
going
through
the
partner
request
upfront.
So
then
we
have
time
to
kind
of
have
follow-ups
and
discussions
later.
Can
you
go
through
and
really
break
us
down
an
analysis
of
okay?
I
This
was
the
regional
partnerships
portion
of
the
old
money.
This
was
the
cities,
but
also
given
the
fact
that
now,
a
big
chunk
of
what
I'm,
imagining
we
used
to
pay
the
legacy
chamber
to
literally
be
just
Charlotte
and
Charlotte,
Alone's,
recruitment
and
and
kind
of
marketing
function
has
now
become
one
something
bigger
right.
So
we
are
less
of
the
focal
point
of
the
money
we
would
put
in
there
and
two.
I
If
memory
serves
correctly,
the
two
largest
investors
in
that
legacy
world
was
the
City
of
Charlotte
and
the
county,
which
both
I
think
gave
in
the
old
model
around
the
same
amount
of
money.
So
it
almost
then
in,
as
a
second
point
says,
is
the
City
of
Charlotte,
almost
double
paying
for
our
portion
of
the
coverage,
so
I'm
not
saying
that
that
relationship
isn't
valuable.
M
M
In
the
reserve,
sorry
I
missed
that
and
then
also
I
saw
mr.
warschauer
walking.
I
just
want
to
make
sure
I'm
excited
to
see
this
farmers
market
management
services
thing
in
here
is
this
something
that
was
borne
out
of
the
report,
that
and
if
you're
gonna
respond
more
than
just
say
yes
or
no,
you
have
to
call
it
to
the
mic,
but
was
this
one
of
the
recommendations
from
the
report
that
you
presented
to
us
last
year.
M
Well,
I
just
want
to
make
sure
I
mean
I.
Think
the
report
that
you
presented
to
us
last
year,
I
thought
was
very
compelling
and
I
want
us
to
find
ways.
I
know
the
county
recently
had
started
talking
not
the
first
time
ever,
but
has
really
started
talking
more
about
food
deserts
and
I.
Think
that
there's
a
place,
a
role
for
the
county
to
playing
a
role
for
the
city
to
play
in
addressing
food
deserts
I
think.
M
The
report
that
you
presented
to
us
was
compelling
in
certain
ways
that
the
city
could
make
an
impact
in
that
space
and
I
want
to
make
sure
that,
if
we're
funding,
something
here
is
one
of
our
funding
partners
that
we're
doing
it
in
a
way
that
aligns
with
all
of
the
research
that
that
you
helped
get
done
for
us.
So.
N
With
the
Charlotte
Housing
neighborhood
services,
these
were
people
that
were
involved
in
creating
that
study
or
some
of
the
consultants
that
were
involved
in
the
study
and
they've
been
very
interested
in
activating
one
of
the
recommendations
in
the
report
around
a
farmers
market
association.
So
they
have
applied
sort
of
trying
to
activate
wanting
to
activate
that
recommendation
in
the
report.
So.
J
N
N
A
Thank
you,
I
have
one
other
question:
I've
actually
had
a
visit
from
a
group
that
plans
on
locating
a
farmers
market
in
Center,
City
and
I.
Don't
think
they're
a
part
of
this
group
and
they
haven't.
They
didn't
make
a
request,
but
I
just
wondered
if
you
know
that
there's
more
there's
more
planning
for
farmers
market
in
Center.
N
City,
yes,
I
might
ought
with
Jan
some
length
when
she
was
first
beginning
her
journey
and
exploring
the
farmers
market
in
the
Center
City.
So
there
are
a
number
of
markets
that
are
getting
going
all
over
all
over
Charlotte
and
people
that
are
interested
in
markets.
What
this
organization
would
do
would
be
to
work
with
all
of
those,
because
hardly
none
of
them
really
have
any
money
for
marketing,
maybe
Jan
in
the
Uptown
farmers
market,
because
they're
related
to
this
could
connect
with
this
inner
city
and
have
marketing
money.
A
I
think
that
with
a
start-up,
we
need
more
of
an
idea
about
what
they
do
and
what
their
vision
is,
and
so
I
think
this.
This
mission
statement
is
great,
but
we
really
need
to
understand
this
request,
hood
and
who
it
works
with
what
it
would
do.
What
are
the
real
actionable
items
that
the
funding
would
go
toward
and
how
many
markets
have
actually
said?
We
want
to
be
a
part
of
it
right
so
that
we
just
need
some
information.
A
G
We
get
all
the
materials
that
we
consider
it
last
time
so
that
we
can
as
quickly
as
possible,
get
back
to
where
we
were
the
last
time
we
had
this
conversation.
There
was
a
PowerPoint
presentation.
There
was
some
discussion
and
I
just
wouldn't
want
for
us
to
repeat
the
entire
conversation.
If
we
can
help
it
so
any
notes
from
those
meetings,
the
discussions
that
took
place
the
PowerPoint,
if
we
could
just
get
that
out
to
everybody
and
we'll
be
better
prepared,
the
next
time
this
comes
up,
we
can
do
that.
M
G
A
G
Yeah
Alliance
right
and
so
so
I
guess.
My
comment
is
similar.
I
regard
that
as
a
rapidly
evolving
situation
and
I
would
like
to
see
some
evidence
of
what
other
localities
are
doing
to
fund
it
and
and
how
our
participation
in
that
is
evolving,
along
with
our
investment
and
economic
development
to
reflect
the
new
nature
of
our
relationship
with
them
and
again,
particularly
on
the
issue
of
how
it's
being
funded
and
what
contributions
are
coming
from.
The
other
communities.
I
didn't.
G
These
new
applications,
the
three
new
applications
they
have
all
been
vetted
in
terms
of
their
compliance
with
all
of
our
requirements
and
so
on.
So
these
are
eligible
beneficiaries
right,
correct,
but
the
staff
is
not
making
any
recommendations
one
way
or
another,
and
these
are
the
only
ones
who
receive
that
we're
eligible
that
we're
being
asked
to
consider.
G
J
One
additional
question
I
have
is
with
safe
Alliance.
The
increase
you
said
was
for
wasn't
what
I
thought
it
was
for
I'll.
Just
say:
I,
understood
that,
with
their
move
to
a
different
space,
just
sort
of
the
temporary
co-locating
space
that
we
were
going
to
be
asked
for
money
for
rent
for
cmp
d.
So
is
that
still
coming
or
is
that
under
a
different
bucket?
J
G
A
Want
to
say,
I've
heard
from
the
mayor
to
proton
lots
about
Justice,
Center
and
colocation,
and
all
that
I
was
wondering
who
else
isn't
aware
of
it
and
knows.
What's
going
on,
I
think
we
need
to
have
a
presentation
on
what's
being
requested
because
the
budget
is
one
part
of
it.
It's
actually.
How
do
you
actually
do
this
and
and
and
co-locating
was
not
the
goal?
I
thought
I
thought
the
goal
was
collaboration
yeah.
O
A
L
I
So
that
actually
came
from
our
pay-as-you-go
fund,
which
comes
from
property
tax
and
sales
tax.
So,
yes,
it
was
unrestricted.
The
only
difference
it
going
coming
from
hey
go
rather
than
the
general
fund
is
they
will
be
able
to
keep
the
money
even
if
they
don't
spend
it
all
where
in
the
general
fund,
it
drops
to
fund
balance
signup.
L
B
L
L
L
F
L
P
F
I
L
L
I
L
Q
L
I
There's
metrics
in
place
that
they
submit
so
they
submit
a
last
year,
actuals
on
their
metrics
that
they
track
and
a
mid-year.
So
we
do
need
to
spend
some
time
as
an
office
really
getting
into
that
since
we
brought
the
financial
partners
to
you
a
little
bit
earlier
this
year.
We
do
need
time
to
analyze
that
the.
L
Garden
start
I.
Guess
we
have
the
actual
of
what
was
approved
last
year.
I
would
like
to
see
based
on
what
was
approved,
the
metrics
of
the
work
that's
been
done
by
each
one
of
this
organization,
not
just
what
was
approved
and
is
there
do
we
have
any
policy
in
place
as
to
what
percentage
of
funding
can
be
our
funding
versus
what
they
had
to
go
out
and
raise
or
get
from
other
sources.
L
So
I
think
that
sort
of
you
had
to
think
about
this
very.
If
there
are
organizations
that
are
getting
or
requesting
hundred
percent
of
their
funding
from
the
city,
maybe
eighty
to
seven
seventy
percent,
it
may
not
be
sustainable
in
the
long
run,
so
I
know
we
have
that
policy
for
out
of
school
partners,
but
I
think
we
also
need
to
have
some
sort
of
policy
in
place.
That
council
agrees
on
when
it
comes
to
what
percentage
could
be
City
funding
to
ensure
that
we
have?
R
Along
those
lines
of
the
policy
piece,
my
question
is
regarding
the
applications
that
we
received,
that
maybe
the
people
did
not
meet
eligibility
because
we
had
a
discussion
about
safety
partners
yesterday
and
what
some
of
the
barriers
may
be
to
get
funding
from
the
city.
So
I
just
want
to
understand.
If
you
were
able
to
tell
me
briefly
what
were
the
highest
grade
items
for
reasons?
Why
partners
potential
partners
didn't
make
it
past
that
point
so.
I
As
has
been
done
in
the
past,
we
had
a
deadline
and
then
there
was
some
things
that
organisations
had
not
submitted.
We
did
work
with
them
throughout
the
month
of
January
to
make
sure
that
all
of
the
materials
they
wanted
were
provided
to
us.
So
we
could
say
that
we're
not
excluding
anybody
based
on
them,
not
providing
us
the
information
that
we
need.
So
that
answers
your
question.
There's
nobody
that
we
don't
have
the
information
from
okay.
B
I
I
Here's
here
are
the
organizations
that
were
funded
in
FY
2008
21
I
will
tell
you
that
there
was
one
organization.
After
submitting
that
decided,
they
did
not
want
the
funding.
We
have
the
letter.
It
was.
It
wasn't
a
specific
reason.
They
just
said
that
they
decided
not
to
do
it
so
for
FY
21,
that
funding
wouldn't
be
there.
So
I
just
wanted
to
explain
the
difference
between
FY
20,
&,
FY
21
for
out-of-school
time
partners.
I
B
I
would
like
to
to
add
and
I
think
you
brought
this
up
last
year.
So
this
is
your
CDBG
15
percent
set
aside
that
you
have
a
great
deal
of
flexibility
of
how
you'd
like
to
spin
this.
So
my
ask
of
the
mayor
council
is
before
another
two-year
cycle
comes
about.
Is
out-of-school
time
partners
your
priority
to
spend
this
money,
because
you
have
a
great
deal
of
flexibility
of
how
you
can
spend
this
50
percent
set
aside
I.
A
It's
the
most
flexible
money
we
get
from
the
federal
government
and,
as
you
can
see,
the
totals
of
it
are
pretty
I
mean
it
doesn't
make
equate
to
a
really
good,
healthy
amount
of
money
and
I
think
that
we
really
ought
to
look
and
have
a
policy
around
that,
because
the
policy
has
been
in
place
since
2010,
maybe
even
before
then
I
know
when
I
came
on
council
that
was
in
place
already,
and
so
what
we
do
and
I
think
it's
time
to
take
a
look
at
that.
Mr.
Bukhari
can.
I
A
I
Because
the
main
takeaway
that
we
gave
staff
on
this
topic
from
the
retreat
was
step
one
big
step,
one
hyper
urgency
because
of
the
budget
period,
go
and
inventory
everything
that's
happening
in
the
community
around
workforce,
any
area
that
touches
it
and
then
overlay
where
we
have
financial
partner
relationships.
So,
for
example,
I
know
the
greater
enrichment
program
very
well
served
on
the
board
of
that
for
a
couple
years
like
that
is
a
perfect
item
for
us
to
know,
map
and
understand.
I
How
does
that
fit
into
my
app
slash
piece:
2.0
next
generation
so
I
when
I
mentioned
on
Monday
the
urgency
we
have
in
the
window?
That's
going
to
close
this,
in
my
mind,
is
the
first
step
in
that
I
know
that
Chase
has
us
working
on
the
the
next
agenda,
which
I
hope
for
business,
development
and
workforce
will
be
this
topic
specifically
around
workforce
I.
Just
think
that
would
be
a
logical
place
for
us
to
start,
and
then
we
would
need
to
toss
it
over
to
budget
and
effectiveness.
A
I
A
I
And
then
moving
on
these
are
out
of
school
time
partners,
but
they
are
financial
partners.
They're
treated
a
little
bit
differently,
because
these
are
through
the
home,
grant
it's
from
through
CDBG,
but
not
the
public
service
portion.
It's
also
through
our
innovative
housing
in
the
case
of
crisis
assistance
ministry,
so
they
do
submit
us
submit
the
same
application
materials,
but
it's
just
handled
a
little
bit
differently
through
our
housing
programs.
L
I
They're
I
mean
like,
for
instance,
crisis
assistance
is
funded
through
our
housing
funds
in
innovative
housing.
So
that's
of
course,
used
for
housing
because
that's
what
we
asked
as
for
the
and
the
CDBG
grants
were
serving
a
specific
purpose
of
what
CDBG
wants,
which
in
this
case
is
housing
and
if
you're
asking
could
that
be
used
for
something
else.
I
think
we'd
have
to
do
some
research
on
that,
but
that's
that's
more
in
housing,
shop.
A
Q
Good
afternoon,
council,
mayor
and
council
Pamela
Wyden
with
the
city's
housing
and
neighborhood
services
department.
As
far
as
your
CDBG,
it
has
to
be
used
for
low
to
moderate
households,
households
earning
80%
in
below
you.
It
has
to
be
used
for
housing
services
and
it
can
be
used
for
public
services
activities
like
out-of-school
time
partners.
So
you
are
currently
using
it
as
it
is
prescribed
for
your
hopeless,
that's
housing
for
persons
with
AIDS
and
HIV.
It
has
to
be
used
for
housing
activities
for
for
that
those
populations
and
then
your
home
funding
again.
Q
Q
K
Wonder
specifically
around
the
funds
around
the
Housing
Partnership
I
know
this
is
what
kind
of
conditions
are
we
able
to
put
under
these
relationships,
for
instance,
specifically,
are
we
able
to
say
hey
we'll
give
you
this
money?
If
you
take
well,
you
can't
have
it.
We
have.
We
have
to
remove
application
fees
for
when,
when
people
applying
to
affordable
housing,
we're
able
to
kind
of
dial
in
that
acutely
with
these
funds.
Q
So
mr.
Winston,
your
your
CDBG
funds
are
generally
used
for
in
for
housing.
They
are
used
for
rehab
rehabilitation
of
existing
housing
units
and
they
are
also
used
for
new
construction
and
so
I.
Don't
want
you
to
confuse
the
housing
partnerships
or
any
other.
Affordable
developers
need
to
do
an
application
fee
with
those
I.
Don't
think
you
can
put
those
restrictions
on
them
just
because
they
receive
CDBG
dollars.
B
B
L
Q
L
I
And
these
there's
four
of
them:
they
all
have
a
funding
source
that
is
restricted
to
our
municipal
service
districts
and
the
other
is
the
Charlotte
regional,
Visitors
Authority,
and
then
a
subset
of
that
is
the
film
portion
of
the
Charlotte
regional
Visitors
Authority.
The
requests
that
you'll
see
in
all
cases
that
have
increased,
is
based
on
anticipated
growth
in
their
revenue
source.
So,
like
the
case
with
Charlotte
city
partners,
they
have
a
request
amount
which
is
just
a
projection
by
them.
What
they
actually
get
is
the
actual
tax
dollars
as
finalized
crba.
I
It's
it's
a
similar
setup
with
occupancy
tax,
and
there
is
a
portion
of
this
that
is
required
to
be
used
on
marketing,
restricted
for
marketing
and,
of
course
they
they
restrict
it.
For
that
purpose,
the
film
portion
has
not
changed
the
request,
one
hundred
and
fifty
thousand
dollars
trying
to
go
a
little
faster.
These
and
then
University
City
partners
is
similar
to
Center
City
partners.
Well,
it's
the
same
thing.
It's
a
minute
MSD
and
the
money
that
they
get
is
based
on
the
actual
tax
value
of
the
USD.
K
Thank
you
well,
I
guess.
The
question
is
for
the
manager
of
the
mayor.
What
would
be
the
appropriate
time
to
have
a
discussion
around
crba
and
and
the
funding
model
and
how
you
know
we
interact
with
that
with
that
group.
I
know
that
this
is
has
come
up
not
just
from
myself
or
from
other
council
members,
and
it
was
seen
that
before
we
make
decisions
on
on
that,
if
there
was
any
kind
of
to
be
balancing
that
we
might
want
to
consider
be
at
the
time
to
do
it
before
we
vote
on
appropriating
the
money.
B
Sure
councilmember
Winston,
typically
we
do
bring
in
CRV
a
and
Center
City
partners
as
a
part
of
the
budget.
Development
process
and
I
believe
that
the
mayor
and
the
mayor
pro-tem
are
working
on
some
mapping
system
as
it
relates
to
the
boards
and
commissions
having
a
relationship
with
the
committee's
I.
F
A
A
A
A
If
you
think
that
there's
something
you
have
more
of
a
question
around
their
mission
or
how
they
do
their
work
and
those
come
back
to
the
council
and
our
next
report,
I
know
if
I
said
that
to
the
newly
new
council
members,
there
will
be
q
and
A's
that
will
be
done
sequentially
so
that
you
will
see
each
workshop.
The
follow
up
as
a
result
of
the
questions
asked
by
counsel
all
right,
mr.
Jones.
What's
next
so.
B
O
B
I
do
want
to
recognize
that
chief
Bryant
is
in
the
room
today,
and
we've
had
some
conversations
about
what
the
ASC
is
trying
to
do.
I
think
in
terms
of
level
setting
I'm,
not
sure
that
this
council
has
ever
had
a
presentation
from
me
or
the
team
related
to
the
arts
and
science
other
than
an
annual
increase
of
a
couple
hundred
thousand
dollars.
So
we'd
like
a
little
bit
of
grace
starting
off,
because
I
believe
this
is
something
new
in
terms
of
having
such
a
large
request
related
to
the
arts
of
Science
Council.
B
The
last
thing
I'll
say
before
I
turn
it
over
to
dr.
Ryan.
Is
there
have
been
a
series
of
studies?
There
was
a
2014
study
as
well
as
a
2018
study
or
2018
workgroup,
in
which
staff
Sarah
hazel
was
a
part
of
that
which
talked
a
lot
about
what
is
the
what's
happening
right
now
in
terms
of
the
arts
and
culture
in
our
community,
as
well
as
what
are
some
options
of
moving
forward.
So
as
we
talk
about
this
I
guess
for
the
first
time
at
this
this
level.
A
I
Green,
instead
of
yellow
for
what
it's
worth
the
purpose
of
the
presentation,
so
we
wanted
to
talk
a
little
bit
about
all
of
the
city
of
Charlotte's
support
for
arts
in
FY,
29,
science,
council
and
their
requests,
but
we
also
wanted
to
talk
about
the
financial
partner
request,
since
it
represents
such
a
large
percentage
of
the
financial
partners
and
the
increase
this
year.
We
also
asked
her
a
little
bit
of
grace
here
since
the
budget
and
effectiveness
committee.
The
Mayor
Pro
Tem
asked
some
more
specific
questions
about
what
are
some
other
places
doing.
I
I
2014
science,
council,
we
also
have
a
public
art
program
and
I
won't
talk
much
about
this
after
this.
But
it
is
a
1%
of
construction
cost
that
we
send
to
the
Arts
and
Science
Council,
and
then
they
it's
basically
act
as
a
pass-through
to
artists.
I
will
tell
you
that
Pier
City.
This
is
very
common
and
we
are
in
line.
So
that's
not
anything
elaborate
or
unusual.
It
also
does
not
include
arts
and
transit
in
the
number,
and
the
reason
for
that
is
because
that
is
a
federally
required
program.
I
So
these
are
the
seven
cultural
facilities
and
they're
organized
by
that.
For
a
reason,
we
actually
contract
with
five
organizations,
so
we
contract
with
the
Mint
Museum,
for
instance,
who
runs
two
of
the
orbiters
that
are
two
of
the
facilities
we
contract
with
Blumenthal,
who
also
runs
night
theatre.
We
we
charge
them
a
dollar
a
year
to
these
five
organizations,
so
on
top
of
us
leasing
it
to
them
for
effectively
free.
We
also
take
on
the
maintenance
responsibilities
for
these
facilities.
I
And
related
to
that,
if
you
take
the
ten
biggest
program,
revenue
generating
organizations
in
Charlotte
biggest
arts
organizations,
so
these
would
be
the
ones
that
are
getting
revenue
from
actual
services
from
plays
or
admission
in
Discovery
places
case.
You'll
see
that
the
city
is
actually
connected
to
eight
of
them
through
these
facilities.
So
we
have
the
five
that
we
own
the
facilities
for
and
then
we
also
have
three
others
that
actually
typically
perform
in
the
facilities
that
we
own.
I
So
moving
on
to
the
just
it's
just
a
couple
of
slides
on
some
of
the
NAP
shop
benchmark
analysis.
Don't
read
into
the
number
twelve
that
is
just.
We
have
12
analysts.
We
assigned
one
each
to
contact
to
research
to
get
all
the
information
they
possibly
could
from
each.
So
we
have
the
12
biggest
if
needed,
we
could
certainly
expand
to
the
smaller
eight
peer
cities,
but
then
we
also
did
the
big
five
cities
in
North
Carolina
to
try
to
understand
a
couple
of
things
about
how
we
support
the
arts
compared
to
them.
I
So
this
is
the
other
peer
cities
that
we
looked
at
and
it's
kind
of
a
mixed
bag.
We
tried
to
figure
out:
are
they
primarily
supporting
arts
through
their
general
fund,
or
are
they
primarily
supporting
arts
through
a
dedicated
revenue
source?
So
there
are
it's
it's
the
same
as
far
as
the
dedicated
revenue
source
you'll
see,
one
has
a
dedicated
sales
tax,
which
is
Denver,
which
is
similar
to
what
was
recently
attempted.
I
There's
two
that
have
an
admissions
tax
that
would
be
Columbus
in
Seattle,
and
so
their
arts
revenue
is
from
the
sale
of
tickets
and
then
there's
three
that
use
some
kind
of
occupancy
tax
and
then
also
there
is
one
uniquely,
which
is
Portland,
which
has
an
arts
tax
which
is
on
the
property
tax
bill,
as
they
block
them
out
as
far
as
the
general
fund.
Once
we
we
compare
our
contribution
to
them
and
as
far
as
the
pier
cities,
we
were
three
out
of
the
five.
I
K
No
question
about
these
peer
cities.
You
tell
me
that
we
haven't
really
qualified
in
terms
of
do.
We
think
they
were
doing
it
right.
Are
they
being
successful
in
terms
of
how
they're
supporting
their
arch
with
public
funds
are
used
to
saying
it?
We
just
chose
these
cities
because
of
size.
So
we
are.
We.
F
K
I
I
We're
trying
to
get
answer
your
first
question.
We
use
the
twenty
peer
cities
which
we
came
up
with
last
year,
based
on
a
series
of
quantitative
data
that
we
had
metrics
that
we
could
use
in.
Our
economists
came
up
with
the
20
that
clustered
together
based
on
a
number
of
variables,
and
we
could
provide
you
that
information.
It
was
actually
in
the
back
of
the
report
from
Monday
to
on
tethering.
It's
the
same
pier
cities.
J
Q
A
I
This
is
the
primary
source
that
we
use
to
fund
arts,
so
we
have
and
it's
it's
from
2006.
We
have
sales
tax
money,
that's
transferred
to
tourism,
which
then
supports
our
facilities.
So
it's
kind
of
a
convoluted
process,
but
I
did
not
include
that
in
this.
This
is
just
the
general
fund
portion
of
that,
and
it's
just.
This
is
just
trying
to
show
how
the
how
these
cities
are
mainly
funding.
Arts.
B
Mayor
members
of
council
before
Ryan
goes
much
further
than
this.
This
is
just
the
first
wave.
So
if
Ryan,
if
the
team
has
done
a
survey
of
20
of
our
peer
cities
and
found
that
19
were
doing
something,
then
there
could
be
a
trend
that
we
should
consider.
So
again,
this
is
the
beginning
of
the
discussion.
There
can
be
additional
questions
and
data
that's
collected,
I
hope
we
all
agree
that
our
peer
cities
or
peer
cities-
and
that's
our
starting
point
when
we
do
an
analysis.
A
I
I
was
just
gonna,
say:
I
I,
get
where
you're
coming
from
I
totally
agree.
I
think
they're
trying
to
help
us
with
this
and
it's
a
starting
point,
but
I
think
no
one
should
draw
any
conclusion
off
of
this.
It's
merely
meant
to
kind
of
point
us
in
a
rough
direction.
It
all
that
tells
us
is
the
peer
cities.
Are
the
right
peer
cities
I
have
confidence
in
that,
but
it
doesn't
tell
us
anything
so
I
put
that
aside,
I
think
mayor
Pro
tems
earlier
point
weeks
ago.
I
A
couple
is
really
valid,
which
is
having
this
in
a
real
study.
There
are
is
value
for
that
in
a
benchmark,
so
we
know
what
to
do,
but
I
think
that
that's
a
longer
term,
maybe
a
midterm
question
that
we
have
to
have
answered
I.
Think
right
now
the
questions
that
we
need
to
answer
over
the
next
couple
weeks.
The
benchmark
is
cool,
but
honestly,
I.
I
Don't
think
that
matters
that
much
to
me
what
I
care
about
is
we
have
a
problem
on
our
hands
that
that
needs
to
be
addressed,
and
we
know
that
there
are
various
parties
in
town
that
are
that
our
position
potentially
do
that
the
county
is
one.
The
city
is
one,
the
private
sector
is
one.
We
don't
know
much
beyond
that.
I
So
the
I
think
that
should
be
headline
number
one
for
those
of
us
coming
in
here
who
have
been
asking
for
that
number
for
a
while
and
I
think
plunk
like
take
away
number
two
then
beyond.
That
is
if
we're
gonna
benchmark
somewhere.
So
we
can
make
a
decision
in
the
next
month
or
two
in
our
budget
where
we
might
play
and
what
that
might
look
like.
The
question
is
in
some
of
these
benchmark
cities.
I
Are
they
also
spending
eight
and
plus
million
dollars
on
maintenance
and
debt
service
on
the
buildings,
or
is
that
part
of
those
budgets
that
were
benchmarking?
It's
for
other
arts
organizations
in
those
in
those
cities?
Things
like
that,
because,
at
the
end
of
the
day,
I
feel
like
there's
a
big
opportunity
for
us
right
now
in
these
next
couple
weeks
to
partner
with
all
these
groups
and
put
together,
maybe
a
new
look
at
a
plan
that
that
could
be
a
new
way
of
doing
this.
I
But
it's
the
benchmark
starting
place
is
we
spent
13
plus
million
dollars
a
year
and
I?
Don't
think
a
lot
of
people
realized
how
heavily
invested
we
already
are.
I
mean
that
is
literally,
you
know
less
than
half
of
what
the
previous
quarter
cent
sales
tax
was
going
to
generate.
So
awareness
is
one
and
then
I
think
what
does
that
tell
us
and
how
we
can
move
forward.
So
that's
just
my
my
hot
take
on
seeing
this
number
literally
for
the
first
time
today
and.
A
The
other
heartache
of
it
a
lot
of
it.
It
goes
towards
SS
that
we
have
dead
on
that.
We
cannot
stop
spending
this
money
or
move
it
around
and
then
the
other
part
of
it
I
think,
is
that
we
have
to
ask
ourselves
the
question:
what
information
do
you
need
to
have
to
make
a
decision
around
any
effort
that
we're
gonna
collaborate
on
in
decision-making
or
make
a
decision
for
you
personally
or
as
a
council
member?
What
do
you
need
what
information,
because
this
is
just
the
first
wait
gate
opening?
So
what
information?
A
After
all
of
this
has
been
presented?
It's
really
important
for
you
to
think
about
to
consider
participation
or
not
and
and
I've
had
this
conversation
with
the
mayor
pro-tem
about
well,
we
can
do
a
study,
but
if
people
aren't
committed
to
a
study's
results,
then
it
doesn't
make
any
difference
about
doing
the
study.
So
we
have
to
figure
this
out.
What
are
we
willing
to
do
and
what
is
what
is
the
council
going
to
support
so
that
we
can
get
into
this
and
I
know?
A
There's
a
short-term
crisis,
but
long-term
structural
change
is
necessary
for
this.
To
work
longer,
I
mean
we've
had
a
great
run,
I'm,
not
gonna,
say
when
we've
had
a
great
run
since
the
mid
70s
on
getting
this
and
building
the
city.
I
see
our
arts
organizations
as
part
of
what
we
do
with
economic
development
companies
come
here
because
there's
a
symphony,
there's
an
Performing
Arts
Center.
So
the
question
made
for
me:
I,
don't
know
where
it's
not
about.
A
F
G
And
the
thing
is,
we
have
had
the
same
three
million
dollars
for
ten
years
or,
however
long
we
have
not
actually
kind
of
worked
out
a
policy,
so
I
would
like
us
to
get
through
this
sort
of
preliminary
cuts
to
just
kind
of
rough
cut,
the
the
dimensions
of
the
thing
you
know,
if
somebody's
putting
a
hundred
million
dollars
in
and
we're
putting
in
thirteen
million
dollars.
That
would
be
something
to
think
about.
G
We
are
progressing
from
being
a
medium-sized
city
to
being
a
more
urban
environment
and
I
think
that
might
cause
us
to
think
harder
about
whether
we're
keeping
up
with
pure
cities
in
terms
of
the
kind
of
cultural
attractions
that
we
offer,
which
is
related
also
to
visiting
I,
think
it
is
worth
noting
that
this
conversation
takes
place
in
the
context
of
sensitivity
about
the
other
needs
of
the
city.
Our
social
needs
and
any
diversion
of
funds
to
the
arts
will
be
seen
by
some
people
as
being
creating
entertainment
for
rich
people
and
so
on.
G
So
I
hope
that
what
comes
out
of
this
one
is
a
consensus
among
council
as
to
where
our
interest
is
how
it
aligns
with
our
main
priorities
and
what
kind
of
investment
goes
with
that
and
in
my
mind
there
is
actually
a
substantial
overlap
there
because
of
the
educational
and
the
other
community
benefits
from
the
arts.
So
if
we
just
kind
of
approach
it
from
that
very
general
standpoint,
it's
going
to
take
a
couple
of
sort
of
iterations
I.
Think
to
get
us
to
the
point
where
we
can
tangibly
talk
about.
G
L
So
the
first
slide
that
shows
thirteen
million
dollars
in
2020
support
gives
us
a
comprehensive,
comprehensive
view
on
how
much
city's
spending
in
supporting
arts
what
I'm
looking
for
is
more
of
a
macro
level
funding
Forest.
What
is
a
city
spend,
which
is
thirteen
million?
Something
for
is
the
county,
caring
spending
and
what
is
the
private
sector
or
nonprofit?
You
know
what
is
the
total
spend
that
current
he
takes
to
support
our
arts
and
cultural
community,
and
what
percentage
of
that
is
City.
N
L
A
A
I
Quickly
skip
to
the
Arts
and
Science
Council,
so
this
is
specific
to
the
financial
partner
request
for
FY
21.
So
here's
the
same
slide
from
earlier
and
you'll
show
the
the
requests
over
the
last
five
years,
ranging
from
three
to
four.
Our
funding
level
was
2.9.
It
was
bumped
up
in
FY
18
to
3.2,
and
that's
where
it's
been
as
of
FY
22,
the
submission
that
they
did
a
little
bit
just
to
provide
context,
FY
20,
but
versus
what
they
project
their
21
budget
would
be
with
support.
I
It
shows
that
it's
not
changing
a
lot,
even
with
the
support,
as
they've
been
very
clear
about
its
it's,
because
this
is
primarily
to
replace
revenue.
I
do
have
the
use
of
city
funds
as
submitted
by
them,
so
the
city
support
would
primarily
go
to
programs
and
grant
Awards
based
on
their
submission,
so
the
revenue
that
they
submitted-
and
this
is
what
I'm
referencing
their
FY
20.
I
But
this
is
the
revenue
excluding
Charlotte
and
Mecklenburg
County,
and
they
are
projecting
a
2.2
million
dollar
loss
in
revenue,
and
then
this
is
from
their
financial
statements
they're,
showing
the
five-year
trend
that
has
led
to
the
additional
funding
which
would
be
the
loss
of
individuals,
workplace,
non
workplace
and
then
corporate
and
foundation
funding
of
2.6
million
dollars
over
a
five
year
period,
and
so
with
that
I
left
some
key
questions
for
City
Council.
That
would
help
staff
and
the
last
slide
would
be
questions
so
I
can
leave
it
on
this
I.
F
M
A
I
Sure
so,
as
part
of
our
financial
partners
process,
they
submit
this
to
us
a
budget
and
expenditure
budget
and
a
revenue
budget
on
the
revenue
side.
We
also
ask
them
to
show
their
revenues
excluding
the
City
of
Charlotte
and
Mecklenburg
County,
so
it
wouldn't
include
public
art
or
the
contributions
that
we
make,
and
this
is
what
they've
submitted.
They
had
a
2020
budget
of
6.4
million
and
they
have
a
next
year
projection
of
4.2
million.
So
this
is
money
they
would
get
in
outside
of
us.
C
Okay,
so
if
I
could
piggyback
off
this
edge
mirror's
if
we
can
have
like
a
pie
graph
that
showed
all
their
total
funding,
if
we
could
just
really
look
at
to
see
what
they're
getting
and
also
in
projections,
is
there
a
way
to
project
what
their
funding
would
be
if
they
used
other
alternatives
as
an
admissions
tax
or
a
tax
on
each
ticket
or
some
of
those
other
options
that
our
peer
cities
are
using?
Could
we
see
with
that
how
that
would
project
in
their
budget?
We.
I
I
So
again,
this
is
the
same
thing
where
we
have.
We
have
money
that
comes
from
pay,
go
to
tourism,
and
then
it
goes
to
the
facilities
because
of
a
2006
action.
So
it's
for
those
facilities
itself
that
money
is
coming
from
pay,
go
and
kind
of
a
roundabout
Bay.
It's
not
roundabout
way.
It's
not
coming
from
occupancy
tax.
L
Okay,
I'm
not
sure
if
I
follow
that
so
I
guess
what
I'm
trying
to
understand
how
much
of
this
thirteen
million
dollar
spend-
and
you
don't
have
to
answer
that
right
now,
maybe
in
a
follow-up
materials,
how
much
of
that
is
coming
from
tourism,
regardless
of
irrespective
of
funneling
I
mean
not
whatever
the
transfer
is
in
an
out
of
balance
or
different
funds.
I
just
need
to
know
what
is
the
amount
we
are
getting
from
tourism
bucket.
L
L
L
H
I
H
H
And
this
Ryan,
this
is
not
a
question
for
you
and
it's
probably
a
question
for
the
Arts
and
Science
Council
and
before
I.
Even
talk
about
numbers,
Armand
talk
about
administration
and
understand
the
value
proposition
of
the
Arts
and
Science
Council
in
2020
2021
who's
going
to
administer
the
money
house.
They
helped
me
understand
the
infrastructure
of
the
organization
and
the
management
of
the
organization,
the
model.
As
the
mayor
indicated,
it
worked
in
the
past,
they
kind
of
served
as
a
quote.
H
Unquote,
you
know
that
way
collected
the
funds
for
the
organization,
it's
kind
of
divvy
marketing
and
programmatic
activity,
that
models
dying.
What's
the
new
model,
looking
like
with
the
board
the
management
I'm
going
to
understand
that
before
I
talk
about
dollars.
In
this
sense,
though,
instead
of
anyone
here
from
the
Arts
and
Science
Council,
that
contentment
give
a
brief
commercial
about.
Where
are
you
going.
A
H
That
would
be.
That
would
be
my
starting
point
into
for
for
me
and
then
my
last
question
is
knowing
do
I
like
to
understand
the
the
artists
1%,
but
also
any
other
initiative
that
they
council
may
be.
Considering
that
impacts
us
all
touch
the
Arts
and
Science
in
terms
of
projects
moving
forward.
I
think
we
ought
to
also
take
that
in
consideration.
A
J
J
But
I
don't
know
when
we
ever
get
to
have
that
conversation,
because
that's
not
really
what
the
ASC
does
right
now
per
se
unless
I'm
wrong,
but
funds
the
school
system
so
that
they
can
have
arts
classes,
band
music.
That
kind
of
thing
and
I
just
don't
know
how
we
get
to
the
point
of
having
that
conversation,
because
that's
not
really
the
model
that
we're
dealing
with
right
now.
J
A
K
I
think
for
my
questions
or
comments
of
piggyback
off
those
council,
members,
Graham
and
ISIL,
on
top
of
placemaking
I,
would
like
to
think
about
our
open
streets
program
as
well
and
also
I.
Think,
overall,
you
know,
arts
and
culture.
Cultures
is
important
part
of
it.
So
where
else
do
we
have
room
in
our
budgets
like
I'm,
just
thinking
of
things
like
block
parties,
and
things
like
this,
because
arts
and
culture
doesn't
begin
and
end
with
the
institutions
all
right?
K
The
whole
big
part
about
this
is
how
do
we
create
an
ecosystem
within
our
neighborhoods
within
the
into
the
space
of
individual
artists
and
and
folks
that
contribute
to
the
cultural
spaces?
So
how
do
we
use
our
money
to
best
cultivate
those
folks
and
not
just
institutions
in
this?
So
as
we
kind
of
form
this
policy,
which
I
agree
with
mr.
K
Driggs
that
we
you
know
we
should,
we
should
think
about
guidance
for
all
of
when,
whenever
City
Council
is
whoever
is
on
city
council
and
whoever's
running
the
city
to
operate
from
that
we're
thinking
of
those
things,
for
instance,
open
streets
might
be
a
platform
right,
just
like
a
stage
might
be
a
platform
for
other
artists
and
cultural
contributors
to
hone
their
craft
and
and
and
to
take
steps.
I
would
have
questions
about
the
ASCs
slide,
11.
K
I
see
increases
in
the
personnel
costs
and
the
operating
costs,
despite
the
well-publicized
downsizing
of
staff
and
the
need
the
the
the
need
to
to
look
at
the
way.
Asc
operates.
I
just
I'm
not
connecting
the
logical
increase
in
personnel
needs
when
we're
decreasing
the
number
of
people
that
on
payroll,
so
I
would
just
like
to
square
that
up.
Look
it's
Nita
conversations.
G
You
mayor
first
I
wanted
to
recognize
and
welcome
County
Commissioner
Susan
Hardin.
Thank
you
for
joining
us
today.
You
could
take
our
message
back
to
your
colleagues
on
the
hospitality
tax
question
and
this
is
a
little
bit
further
to
this
edge.
Ramirez
point:
do
the
terms
of
the
permission
that
we
have
now
to
levy
hospitality
taxes
in
the
buckets
allow
for
arts
funding.
So
if
we
look
at
exactly
how
those
are
described,
they
have
general
description,
Convention,
Center
and
stadium
and
then
there's
a
little
bit
of
language.
G
That's
sort
of
a
catch-all
that
says
other
things
to
promote
tourism.
Would
that
permit
without
any
special
special
dispensation
from
the
state
that
we
look
at
Hospitality
funding
and
I.
Don't
want
to
give
Tom
Murray
a
heart
attack
here,
but
I'm
just
trying
to
establish
as
we
consider
our
options
or
would
it
take
a
special
application
to
the
state
to
look
at
those
funds
so.
B
G
A
G
G
G
L
L
B
L
I
L
F
A
A
When
we
look
at
this,
it's
not
just
the
money
when
you
go
back
and
look
at
the
institutions
that
we're
funding
and
how
many
of
them
are
operated
in
city
facilities,
how
many
used
city-owned
facilities
and
how
much
we
all
have
invests
in
these
well.
I
think
it's
not
and
then
look
at
what
we
want
to
do.
I
really
believe
at
some
point.
We
have
to
start
looking
at.
How
do
we
create
artists
in
across
the
city?
One
of
our
one
of
our
issues
is
that
we
look
at
these
big
facilities
and
we've
got
them.
A
We
support
them
financially
from
maintenance
and
and
debt
service,
and
we
have
an
operating
contribution,
but
at
some
point
even
even
cities
are
changing
their
philosophy
around
arts
and
culture,
and
that's
why
I
think
when
we
start
thinking
about
are
we
supporting
the
artists
that
are
coming
to
our
city
to
live
that
contribute
to
the
creativity
that
contribute
to
our
technology
and
all
of
those
kinds
of
things?
Maybe
we're
looking
at
it.
A
It's
like
what
the
current
state
is
instead
of
what
is
the
future
state
and
I
really
am
concerned
that
we
are
not
looking
that
we're
talking
about
the
money
and
I
just
I
just
challenge
us
to
look.
Yes,
we've
got
some
obligations
that
we
have
to
fulfill,
but
at
the
same
time,
what
kind
of
city
do
we
want
to
be
to
support
arts
and
culture?
And
when
we
talk
about
what
those
long-term
goals
are
we
going
to
support
individual
artists?
A
A
Think
that
requires
us
to
have
an
agreement
with
not
just
the
county,
but
it
has
to
be
an
agreement
that
these
organizations
are
willing
to
sign
on,
to
there's
no
point
in
us
doing
something
for
someone
if
they
don't
buy
into
the
philosophy
and
mission
of
what
we're
doing
so,
I
I
believe
in
our
arts
group
and
our
work
in
this
area.
I
I'm,
not
about
saying
we
shouldn't,
do
something,
but
something
needs
to
be
built
upon
sustainability
and
it
ought
to
examine
every
aspect
of
what
we
do.
A
We
talked
about
the
administration,
that's
all
well
and
good,
but
talking
about
what
is
our
opera?
What
is
our
Symphony?
Where
what
do
they
do?
And
you
know
even
the
grants
that
the
county
does
their
money
is
restricted
to
neighborhoods
its
block
grants
for
neighborhoods?
Well?
Is
that
the
best
way
for
us
to
do
it
and
that's
a
conversation
we
have
to
have
so
we're
talking
about
money
but
I?
Tell
you
I
think
that
the
long
term
goal
is
to
have
a
sustainable
arts
community
for
a
growing
city
like
ours?
A
A
K
A
G
A
Know
I
agree
that
we
have
to
do
that,
but
again
I,
don't
think
we
should
throw
money
without
an
agreement
between
organizations
they're
willing
to
participate
just
to
continue
to
fund
something.
When
you
know
the
next
year
we
have
to
work
together.
Then,
if
everybody's
not
on
the
same
page
of
working
together,
I,
don't
see
how
it
makes
a
difference
in
the
long
term.
G
A
Know
we
have
to
attract
businesses
here
on
the
dime
we
get
less
than
45
days
to
say
this
is
what
we're
gonna
do
and
how
we're
gonna
build
something,
and
so
we
don't
have
that
sense
of
urgency
around
this.
Then,
to
me
that
says
it
says
it's
a
signal
that
I
don't
think
we
should
be,
or
we
have
to
pay
attention
to
the
signal,
but
that
sense
I
concur.
H
With
that
and
that's
why
I
was
talking
about
the
value
proposition
and
the
structure
of
how
we're
going
to
build
this
thing
moving
forward,
I
do
believe
that
we
can
move
swiftly.
This
is
not
something
we
just
started
our
thinking
about
yesterday.
Quite
frankly,
they
should
have
been
a
plan
B
in
November,
but
that's
that's
hindsight.
H
So
I
think
we
can
move
swiftly
steadily
and
and
and
kind
of
really
have
that
broader
question
with
the
Arts
and
Science
Council
in
terms
of
actually
a
very
simple
question:
where
do
we
go
from
here
and
how
do
we
get
there?
How
we
can
play
a
role
in
and
getting
there
with
all
the
institutions?
Because
there
are
a
number
of
you
know
we
lose
the
the
system
that
we
have
I'm,
not
sure
we
want
$13
to
organization
approaching
us
for
funding
that
would
that
would
be
a
disaster.
I
I
I
fully
agree
with
Graham
on
that.
I
think
that
if
we
approach
these
next
two
months
and
to
that
point,
I
think
a
lot
of
folks
mayor
proton,
many
others
have
been
working
hard
behind
the
scenes
already
to
get
a
better
understanding
of
the
parts
and
pieces
here.
So
we're
not
starting
from
scratch,
but
I
think
if
we
separate
this
whole
this
this
whole
initiative
into
two
buckets
in
the
second
bucket,
which
I
agree
I.
Think
mr.
I
Driggs
point
spot-on
is
the
longer-term
bucket
of
we
want
to
be
for
lack
of
a
better
term
world-class,
effective
and
efficient,
and
that
takes
the
benchmarking
that
takes
that
takes
all
the
things
that
that
you
can't
do
overnight
right,
but
I
think
there's
a
way
if
we
focus
in
the
short-term
now.
The
worst
thing
we
could
do
is
all
say:
here's
a
round
number
from
three
different
parties:
let's
throw
it
in
a
big
bucket
and
kind
of
hope.
It
all
works
in
the
end
right.
I
That
is
the
wrong,
though
even
putting
contractual
strings
to
it
at
a
high
level.
That's
the
kind
of
thing
that
really
lacked
the
accountability
during
the
referendum
that
really
caused
the
challenge,
so
I
think
the
short-term
goal
isn't
to
figure
out
and
say
we're
going
to
have
it
all
perfect
on
those
long-term
benchmarks
and
things
that
are
needed
for
effectiveness
and
efficiency.
I
I
think
the
short-term
thing
is:
if
we're
the
city
and
the
counties
of
the
county
and
the
private
there
that
we
say
these
things
are
in
our
wheelhouse
and
we
will
make
sure
that
we
understand
the
cost
model.
The
growth
needs
the
challenges
inside
their
990s,
all
of
those
things
and
we'll
make
sure
that
this
next
year
is
a
pilot
where
we're
going
to
be
accountable
for
those
things
and
the
county
is
going
to
be
accountable
for
looking
at
those
it's
the
individual
accountability
in
the
approach.
I
A
I
think
that
that's
so
important
we're
building
a
new
library,
a
library,
is
no
longer
a
place
that
I
go
and
check
out
a
book
and
get
a
card,
and
do
all
of
that,
and
here
we
are
talking
about
well,
what
does
that
mean
for
arts
and
culture?
We
really
have
to
begin
to
think,
and
we
know
that
there
is
a
need
to
replace
Discovery
place.
A
You
know
a
library,
lecture
and
and
and
performances
and
all
of
those
things
are
going
to
be
coming
up
soon
as
well.
It's
just
so
much
going
on
that
not
having
the
conversation
with
everyone
in
this
community
that
influenced
it
and
has
the
ability
to
contribute
to
it
is
we
all
have
specific
ideas
that
we
probably
approach
this
I'm
gonna
get
miss
Watlington
to
draw
some
project
management
schedule
and
get
that
done.
Have
mr.
Winston.
First,
what's.
K
It
a
ten
and
without
going
too
far
down,
there's
potential
rabbit
hole
not
just
with
this
topic,
but
this
whole
discussion
over
this
past
two
and
a
half
hours
it
seems
like
you
know.
There
are
certain
buckets
and
in
terms
of
our
council
priorities
where
a
lot
of
these
topics
fall,
we
we
need
to
have
a
lot
of
discussion
to
get
bring
back
some
recommendations.
The
entire
council,
for
instance,
we're
talking
about
the
arts
from
an
economic
development
standpoint,
but
we
also
need
to
get
it.
It's
a
governmental
understanding
of
how
we're
approaching
this.
K
This
would
be
the
wisdom
in
the
short,
medium
and
long
term
and
kind
of
deal
with
that
in
that
perspective,
so
just
a
different
outlook
on
the
literal
work
flow.
So
we
can
get
some
of
these
questions
answer,
but
we
can
also
have
it
on
a
on
a
council
level
discussion
at
the
same
time.
At
the
same
time,.
B
Funny
you
asked
I
was
asking
about
to
ask
you
that
mayor
so
I
am
we're
ready
to
tackle
everything
that
is
in
front
of
us
just
level
setting
for
us.
The
expectation
is,
we
will
continue
to
monitor
our
pure
cities
will
get
some
additional
information.
We
don't
have
at
this
point.
A
a
follow-up
planned.
Is
this
something
that
a
the
next
strategy
session?
That
counsel
would
like
us
to
come
back
to
so
just
it
doesn't
be
now,
but
we
would
like
to
know
what
the
expectation
is
in
this
60-day
time
frame.
A
What
I
heard
there
a
number
of
just
factual
questions?
How
much
is
this?
Where
are
we
going
with
that?
Can
you
do
this,
or
can
you
do
that
so
I
think
all
of
you
have
captured
that
the
question
that
I
have
around
this
is
that
we
are
one
part
of
this
pie
of
funding
and
I.
Don't
know
that
we
I
think
a
conversation
with
our
partners.
A
If
everybody's
made
up
their
mind,
what
it's
going
to
be?
That's
one
question:
if
people
are
flexible
around
discussion
and
fluid
on
what
their
decisions
might
be,
that's
another,
so
that
would
be
my
suggestion.
Is
anybody
concerned
about
that?
We
can
summarize
that
in
a
meeting
our
note
that
goes
out
with
the
budget
information
as
well,
and
then
we
can
also
talk
about
if
it's
helping
to
move
the
ball
in
any
direction
and
feel
free
to
always
come
into
the
office
and
talk
about
it.
It's
always
a
good.
A
O
A
O
B
S
S
We'll
see
all
right
I'm
just
trying
to
figure
out
how
fast
to
talk
so
again,
I
apologize,
I'll
be
thorough,
but
I
can
I
can
talk
fast
as
well.
So
thank
you
for
having
us
today.
We,
it
has
been
some
time
since
we've
been
before
you
all
to
present
on
street
lighting,
so
we've
got
a
lot
of
good
information
and
hopefully
some
updates
that
are
somewhat
positive.
There
will
be
some
good
news
to
share.
S
We're
gonna
talk
about
our
process
for
how
we
install
streetlights,
because
that's
important,
we'll
talk
a
little
bit
about
our
current
inventory,
but
specifically
focusing
on
the
LED
upgrades
that
have
been
underway
and
then
we'll
talk
about
a
new
initiative
around
safe
neighborhoods
and
conclude
with
some
budget
information,
because
this
is
a
budget
workshop
and
then
we'll
talk
about
the
Billy
Graham
Parkway,
which
is
an
upcoming
project.
That's
on
your
council
agenda
for
Monday
night.
S
So
it's
important
to
understand
this.
So
we're
gonna
come
at
this
from
a
real
high
level
who
lights
our
streets.
Well,
NCDOT
lights,
interstates,
interstates!
Only
and
I'll
show
you
in
a
moment
what
that
looks
like
on
a
map
in
partnership
with
Duke
Energy.
The
City
of
Charlotte
is
then
responsible
for
lighting
the
rest
of
the
streets
within
this,
and
so
here's
what
that
looks
like
on
a
map
again:
NCDOT
lights,
the
streets
shown
in
blue
things,
kind
of
delayed.
S
And
so
just
as
a
reminder,
we
do
have
some
council
policy
around
our
street
lighting
efforts
and
that's
really
about
making
our
streets
safer
for
all
of
our
transportation
users
and
then
just
to
give
you
a
few
numbers.
So
you
have
some
perspective
on
the
size
of
that
system.
We've
got
over
76,000
streetlights
and
we've
got
18,500
pedestrian
lights
and
it's
important
to
make
these
pedestrian
lights
are
typically
on
local
streets
or
in
activity
centers,
where
we
have
high
volumes
of
pedestrians.
S
And
so
also
again,
we've
got
lots
of
street
lights
out
there
and
there
are
a
number
of
different
ways
that
those
street
lights
are
installed.
We
do
them
through
capital
investment
that
the
city
undertakes.
So,
for
example,
if
we're
building
a
new
street
or
widening
a
road
project,
then
we'll
go
ahead
and
include
those
installations
of
those
streetlights
as
part
of
that
project.
Also,
as
development
occurs
throughout
the
city,
we
work
very
closely
with
the
development
projects
to
evaluate
the
current
lighting.
S
We
look
for
opportunities
to
either
install
new
or
upgrade
existing
and
then
finally
consistent
with
our
vision,
zero
program.
We
are
looking
at
our
high
injury,
Network
and
making
sure
that
we
are
targeting
areas
where
we're
concerned
about
safety,
and
so
we
really
have
to
processes
by
which
we
install
streetlights
throughout
the
city,
that's
both
on
thoroughfares
and
on
residential
streets
and
each
one
is
a
little
different
than
the
other,
and
so
I
want
to
share
these
processes
with
you
real
quickly.
So
thoroughfares
or
things
like
the
examples
shown
on
the
screen.
S
We
have
600
miles
of
thoroughfares
within
the
city
and
80%
of
those
are
currently
with
streetlights,
leaving
about
a
hundred
and
twenty
miles
of
thoroughfares
that
have
no
lighting,
and
so
here's
what
that
looks
like
on.
Yes,
there
were
600
miles
of
thoroughfares
80%
of
those
have
lighting
and
120
miles
or
20%
does
not,
and
so
here's
what
that
looks
like
on
a
map
and
so
again
what
you
see
in
green
are
the
streets
that
do
not
currently
have
street
lighting
and.
S
So
what
I'd
like
to
point
out
about
those
as
many
of
those
are
sort
of
on
the
fringes
of
the
city,
and
they
are
areas
that
have
been
annexed
over
time
and
again,
consistent
with
the
state
policy
that
the
state
doesn't
light
streets
that
aren't
interstates.
So
we've
inherited
over
the
years
a
lot
of
streets
in
the
edges
of
our
city
limits
that
do
not
currently
have
streetlights.
S
And
so,
let's
spend
a
little
bit
of
time
talking
about
residential
streets
because
we
actually
have
more
residential
streets
in
our
system
than
thoroughfares.
These
are,
as
you
might
imagine,
low
volume,
low
speed
and
they
provide
connections
into
and
through
neighborhoods
I.
Think
in
a
majority
of
our
streets
and
our
system
fall
into
this
classification.
S
And
so
the
process
for
that
is
a
little
bit
different
because
I
have
said
before.
Streetlights
are
a
little
bit
like
speed,
humps
and
people
like
them,
or
they
don't
and
there's
not
much
in
the
middle.
And
so
we
make
sure
that
we
have
a
thoughtful
process
on
our
residential
streets,
about
working
with
the
residents
that
live
on
those
streets
to
go
about
installing
streetlights
and
so
again
we
will.
We
can
get
those
requests,
a
number
of
ways.
Residents
can
call
in
two
three
one
one
they
can
go
online.
S
S
All
of
the
property
owners,
and
then
they
have
three
days
to
appeal
if
they
have
any
concerns
or
questions,
and
we
work
very
hard
during
this
time
to
really
make
adjustments
that
we're
able
to
do
through
the
design
design
so
that
we
can
satisfy
all
the
concerns
that
come
from
the
residents,
and
this
is
important
and
we're
pretty
proud
of
this
because,
as
you
see
of
the
97
residential
street
lighting
projects,
currently
on
that
list,
we
typically
only
have
one
to
two
appeals
per
year.
So
we're
pretty
proud
of
that
record.
S
Well,
I'm
happy
to
say
that
Duke,
through
some
negotiations
with
the
city,
has
reallocated
resources,
and
we
are
now
down
to
six
months
turnaround
once
those
requests
come
in
and
so
shown
here
in
green
are
all
of
the
residential
streets
that
do
not
have
street
lighting
on
them
and
again
consider
the
way
in
which
we
go
about
installing
street
lights
on
residential
streets.
It's
really
initiated
by
the
resident
and
so
you'll
also
see
violent
crime.
S
These
are
the
four
different
classifications
of
street
lighting
that
we
have
in
our
system,
starting
from
the
upper-left,
that's
the
oldest
and
going
down
through
this
LEDs
or
the
newest,
and
so
just
to
give
you
some
visual
perspective
perspective
of
how
LEDs
look
compared
to
our
most
recent
version,
which
is
high-pressure
sodium.
It's
not
only
our
LEDs,
more
environmentally
friendly
and
now
only
recently
come
at
a
lower
cost
than
other
options
to
us
through
the
rate
structure
with
Duke
Energy.
S
It
also
just
provides
a
better
lighting
and
more
natural
light
and
so
again
similar
to
the
way
we
install
new
streetlights
upgrades
happen
through
Duke
maintenance
activities
and
those
are
ones
that
they
do
at
their
expense.
So
I'll
talk
a
little
bit
more
about
that
in
a
moment,
and
then
we
do
them
upgrades
through
development
projects
and
CIP
projects
as
well,
and
so
here's
what
our
lighting
inventory
looks
like
right
now,
we
do
still
have
a
significant
portion
of
our
system.
S
S
And
so
the
upgrade
effort
has
been
fairly
new
for
us,
because
Dukes
rate
structure
is
approved
and
set
from
the
North
Carolina
Utilities
Commission,
and
really
only
in
the
last
two
years
has
that
rate
structure
been
recalibrated
to
a
point
where
those
LEDs
start
to
make
sense
financially
for
the
city
to
work
with
do
to
make
that
LED
upgrade
happen.
So
what
you
can
see
is
the
work.
S
That's
been
done
over
the
last
three
years,
so
we're
now
at
about
15%
of
our
system
is
LEDs,
and
let
me
show
you
what
that
looks
like
on
a
map.
So
what's
shown
here
in
blue,
is
existing
street
lights
and
then,
what's
shown
in
green,
are
the
completed
projects
that
we've
done
over
the
last
three
years.
S
These
are
the
projects
that
we
have
underway
in
the
next
year
and
this
represents
6,000
new
LED
upgrades,
which
will
bring
our
system
to
22
percent
LEDs
by
the
time
we're
finished,
and
so
that's
what
all
of
that
a
little
bit
busy,
and
so
let's
go
back
to
the
crime
hotspots,
because
that's
been
another
area
of
focus
and
so
I'm
happy
to
report
that
three
of
the
four
crime
hotspots
actually
have
LED
upgrade
projects
in
them.
So
the
first
two
babies,
Ford
and
shared
amedy,
are
shown
in
yellow.
S
Our
staff
has
worked
really
hard
to
create
some
technology
solutions
to
help
accelerate
our
ability
to
really
do
the
inventory
and
report
those
outages
to
Duke,
and
so
literally,
just
in
the
last
two
years
we
went
from
doing
about
5%
of
the
system.
To
now
we
are
tracking
at
25%
of
the
system
this
year,
which
means
every
four
years
we'll
be
able
to
go
out
and
ride
the
city
streets
and
look
for
those
outages,
that's
important
for
two
reasons.
S
Obviously,
it's
important
for
ensuring
the
safety
of
the
users
of
our
transportation
system,
but
the
way
the
Duke
rate
structure
works.
We
pay
for
those
lights,
whether
they're
operational
or
not,
and
so
we're
really
excited
about
the
outage
rate
that
has
come
down
quite
a
bit.
Duke
is
now
turning
around
within
72
hours.
If
it's
a
pretty
standard,
straightforward,
straightforward
repair,
they're
able
to
turn
that
around
within
three
days
as
soon
as
we
report
it,
and
then
this
is
just
a
screenshot
from
Dukes
system.
S
I
always
like
to
put
a
plug
in
for
this,
because
again
we
pay
for
those
street
lights,
whether
they
are
operational
or
not,
and
so
there's
lots
of
ways
that
you
and
the
community
can
report
those
outages.
The
fastest
way
is
to
go
straight
to
do
you
can
do
that
by
phone
or
online
and
then
there's
lots
of
other
options
calling
in
to
the
department
directly.
You
can
go
online
and
use
our
ce,
le
ciel
t,
plus
mobile
app
or
call
3-1-1,
and
so,
as
we
conclude,
let's
talk
a
little
bit
about
budget.
S
S
This
cost
goes
to
pay
that
electricity
bill
and
we
budget
for
new
streetlights
that
come
online
throughout
the
year.
And
so
what
has
happened
is
we
are
now
gonna.
We
are
now
seeing
an
eight
hundred
and
fifty
thousand
dollar
savings,
that's
resulting
from
two
key
things.
A
couple
of
those
projects
have
not
come
online
as
planned,
so
they
will
come
online
next
year
and
will
budget
for
that,
not
anything
that
we
did
to
impact
the
schedule.
S
It's
just
the
way
the
development
occurs
and
then
also
a
as
the
North
Carolina
Utilities
Commission
restructured
the
rate
structure
for
Duke.
That
costs
just
come
down
for
LEDs,
and
so
we
are
seeing
a
little
bit
of
savings
in
our
street
lighting
budget,
and
so
what
we
are
proposing
is
to
take
that
savings
and
do
what
we
are
calling
our
highest
priority
street
lighting
project,
which
is
on
Billy
Graham
Parkway.
We're
pretty
excited
about
this,
because
this
is
an
expensive
project.
S
It's
on
our
high
injury,
Network,
it's
the
oldest
thoroughfare
that
does
not
currently
have
streetlights
pretty
high
volumes
and
obviously
it's
access
to
the
International
Douglas
International
Airport
is
important
and
this
will
be
a
five
and
a
half
mile
stretch
and
it's
gonna
cost
1.8
million
dollars.
This
is
more
expensive
than
a
typical
project,
because
this
is
an
expressway
type
facility
and
requires
certain
types
of
poles
that
are
what
we
call
metal
poles
with
underground
utilities.
S
All
of
that
is
pretty
major
construction,
and
so
it's
pretty
expensive-
and
you
will
have
this
on
your
council
agenda-
February
10th
for
approval
again.
The
bulk
of
that
cost
is
coming
from
the
current
budget
and
street
lighting
savings,
as
well
as
our
visions,
vision,
zero
capital
funding
and
with
that
I
am
finished.
If
anyone
has
any
questions.
M
A
G
S
F
G
S
If
you
had
the
location,
that
would
be
great
and
we
could
check
the
system
and
follow
up
in
that
way,
but
just
in
general
there,
if
it's,
if
it's
nothing
more
than
replacing
a
light,
they
can
respond
to
that
within
72
hours.
We've
seen
them
do
it
because
we're
constantly
auditing
the
work,
because,
as
you
saw,
we
pay
a
lot
of
money
for
this
program.
The
other
piece
is
sometimes
it's
more
complicated
than
that
and
requires
additional
wiring,
because
maybe
some
of
the
electricity
has
been
disrupted.
G
S
G
S
K
Got
a
couple
questions
comments
today
and
I
think
slide:
24
the
reporting
streetlight
outages.
This
is
all
this
is
too
much
for
citizens
to
figure
out.
They
look
to
the
city
to
provide
answers.
I
think
we
have
to
figure
out
how
to
make
the
fastest
and
best
way
to
report
streetlight
outages
to
be
for
them
to
download.
K
This
is
talk
about
simplifying
government
and
better
connecting
what
we
do
inside
here
to
the
folks
that
are
that
are
using
it.
I
think
that
should
be
a
goal
of
ours
to
make
3-1-1
the
best
happy
end
or
the
app
that
we
that
we
now
have.
We
should
be
the
conduits
to
get
that
done
so
slide
before
that
slide
23
in
in
relation
to
us,
looking
at
street
lighting
as
a
way
to
improve
neighborhoods,
especially
those
as
we
try
to
impact
the
occurrence
of
violent
crimes.
K
I
think
we
should
maybe
look
at
a
subjective
analysis,
maybe
of
how
we
get
stuff
attended
to,
because
we
might
you
know
they
might.
We
might
have
a
series
of
lights
out
in
a
certain
neighborhood
that
we,
it
would
make
empirical
sense
to
get
to
those
first
before
we
we
do
do
something
in
a
different
part
of
town
I
think
we
should
consider
figuring
out
how
to
make
that
work
slide,
16
in
terms
of
the
evolution
of
lighting
technology.
It's
a
question.
I
asked
in
the
last
consent
agenda
item
I,
find.
F
K
Hard
to
believe
that
technology
has
not
created
a
solar
streetlight
and
if,
if
it's
out
there,
and
as
as
we
are
a
huge
customer
for
these
things,
we
need
to
push
the
demand
for
this,
especially
as
it
relates
to
our
SIA.
We
need
to
push
our
vendor
or
vendors,
but
and
tell
them
that
this
is
what
we
want.
I
feel
like
this
is
a
prime
opportunity
to
take
things
off
of
the
traditional
energy
grid,
and
we
can
push
that.
K
We
can
push
that
if,
if
we
so
desire,
so
I
hope
we
can
will
consider
figuring
out
if
there
was
a
policy
or
language
there
that
we
can
employ
that.
That
says:
hey
future
Street
like
and
projects
we
desire
to
take
them
off
of
the
energy
grid
and
I.
Think
a
solar
streetlight
is
perfect.
I
mean
we
can
almost
put
them
in
a
sense
where
they
need
to
be
as
high
as
they
need
to
be
to
take
full
advantage
of
that
solar
energy
output.
K
Slide
number
12
I
would
ask
us,
as
we
continue
to
look
at
equity
issues
in
this
city,
as
we
understand
that
certain
neighborhoods
have
more
influence
on
our
better
under
BETT,
better
or
best
understand
how
to
use
government
as
a
tool
to
get
the
things
that
that
they
need
or
want,
and
others
have
other
structural
or
systemic
barriers
to
getting
those
things
done.
I
would
question
why
we
don't
have
our
own
City
plan
for
for
lighting
being
the
entire
the
entire
map
of
our
residential
streets.
K
If
the
first
step
is
residents
submitting
their
own
requests
again,
we
know
that
there
are
equity
issues.
Yes,
there
so
I
would
question
why
we
don't
have
this
plan
and
I
would
encourage
us
to
do
that,
especially
thinking
about
how
that
might
be
implemented
year
to
year
from
the
tool
of
the
budget
to
get
those
things
done.
K
K
S
So
the
way
we
currently
approach,
this
is
again
I
showed
you,
the
850
thousand
dollars
this
year
that
we
have
in
budget
savings,
which
is
much
higher
than
normal.
So
I
don't
want
to
misrepresent
that
we
can
do
big
projects
every
year,
but
we
within
that
budget
are
constantly
looking
at
projected
savings,
and
then
we
will
install
streetlights
where
we
can.
In
addition,
with
the
new
vision,
zero
funding
that
we
had
approved
through
the
2018
CIP,
we
are
targeting
street
lighting
as
well.
K
It
sounds
like
we're
doing
this
as
as
an
as
can
basis,
and
so
what
I'm
suggesting
is
you
know
if,
in
a
perfect
world,
if
we
can
do
this
in
five
years,
you
know
do
we
have?
Even
if
that
plan
is
aspirational,
you
know
if
we
had
the
perfect
budgetary
allotment,
see
it
a
year.
How
will
we
get
all
of
these
thoroughfares,
the
20%
that
don't
have
lighting
if
we
think
that
this
is
about?
If
we
think
that
this
is
a
priority,
assuming
that
we
do
cause?
B
Councilmember
Winston
that
it's
interesting,
that
you
say
that,
as
we
were
preparing
for
this
and
that's
I,
believe
where
lives
was
pivoting
to
starting
off
in
the
the
gaps
that
we
have
in
some
of
our
crime
spots.
If
we
did
business
as
usual,
you
would
wait
for
somebody
to
ask
submit
a
request
so
we're
doing
the
exact
opposite
somewhat,
with
this
equity
lens
going
in
and
basically
seeing
making
sure
that
people
understand
what
the
process
is
and
the
same
thing
with
the
high
injury
crash
network.
F
K
My
last
couple
questions
are
about
slice
three
and
four
I
would
like
to
know
the
data.
What
is
the
state's
budget,
the
NCDOT
budget?
What
what
does
that?
Look
like
you're
a
year
for
lighting
the
interstates
that
fall
within
the
city
limits
of
Charlotte
I,
don't
know
how,
if
it
breaks
down
to
that,
but
if
it
does
I
like
to
extrapolate
those
numbers
and
then
on
slide
four,
you
show
the
state
maintained
that
the
city
likes,
which
is
within
our
responsibility.
K
So
my
question
there
is
how
do
kind
of
we
reconcile
that
tax
burden
if,
if
they
are
state
maintain
roads,
so
I
would
imagine
that
is
obviously
it's
tax
dollars
that
are
going
to
fund
this.
But
if
the
burden
isn't
on
the
state,
those
are
our
city's
tax
dollars.
How
does
that
kind
of
transfer
the
responsibility
of
tax
dollars?
How
does
that
work?
B
M
Refill
along
the
same
line
as
mr.
Winsett
on
a
couple
of
smart
streetlight
technologies,
I
agree
if
there's
opportunities.
If
solar
lights
exist,
which
I
presume
they
do
might
be
limited
in
certain
areas
with
dense
tree
canopy
coverage,
but
there
would
certainly
be
other
areas
where
they
would
work
in
that
same
vein
and
I
think
this
is
before
most
of
us
wrong
Council,
but
didn't
we
put
in
kind
of
a
test
pilot,
smart
streetlight
thing
into
the
north
end,
smart
district
at
some
point.
S
M
M
A
K
Have
a
comment
on
that?
Obviously
I
understand
why
it
makes
sense.
It
seems
like
a
good
thing.
I
would
just
point
out
that
this
is
a
very
Auto
centric
car-centric
improvement.
There
are
not
a
lot
of
pedestrians
that
are
going
to
be
walking
across
a
long
Billy
Graham
Parkway
again
as
we
as
we
try
to
build
neighborhoods
that
a
more
pedestrian
centric
and
pedestrian
friendly.
You
know
my
question
would
be:
is
this
the
highest
and
best
use
of
improving
the
walkability
of
places?
K
Is
there
not
another
thoroughfare
I
understand
the
fatalities
and
the
airport,
but
again
it's
going
to
come
off
that
hey.
This
is
for
people
that
are
coming
and
going
to
the
airport,
and
not
necessarily
for
for
folks
that
have
to
our
force
to
walk
to
work
to
the
bus.
Stop
to
you
know
to
child
care
to
and
from
school,
just
like
to
keep
that.
A
B
P
P
So,
on
this
sheet
on
this
handout,
there
are
a
hundred
and
seventy-eight
projects
listed,
and
those
projects
represent
the
projects
that
are
currently
and
actively
being
managed,
that's
sort
of
the
world.
This
is
the
universe
of
projects
of
those
178
projects.
Eight
of
them
are
highlighted
in
yellow
and
they're
highlighted
in
yellow,
because
we've
classified
them
as
having
some
budget
risk,
and
so
what
does
that
mean?
T
So
first
I'm
ended
numbers,
2
and
I
just
have
to
repeat:
there's
178
projects
with
a
total
value
of
over
1.1
billion
dollars.
Eight
of
those
have
the
budget
risk
and
over
the
next
month
or
two
we'll
be
narrowing
that
down
to
determine
exactly
what
that
note,
what
that
number
is
or
what
that
really
means.
There's
19
projects
that
were
completed
since
the
last
update,
we'll
be
looking
at
those
19
projects
to
see
what
sort
of
savings
we've
had
from
those
that
can
then
be
used
to
fund
any
overages.
T
T
So
we'll
know
whether
or
not
all
that
fundings
available
or
not
so
this
is
one
of
those
that
Phil
says
may
come
off
the
list,
we're
just
waiting
for
timing
on
this
one
to
see
if
we
have
that
additional
funding
coming
through
the
second
project,
with
some
budget
risks
that
was
also
on
last
year's
is
the
Northwest
Police
Division.
The
reason
why
this
is
on
as
yellow
is
that
I
didn't
have
land
last
year.
I
still
don't
have
the
land
acquired.
Yet
this
year
we
do,
we
have
identified
it.
T
We've
been
negotiating
with
the
two
parcel
owners.
The
larger
of
the
two
parcels
will
probably
come
for
your
approval
of
that
acquisition
in
March
and
the
smaller
parcel
were
still
in
negotiations
with
so
as
soon
as
we
have
that
land
I'm
able
to
do
some
planning
for
that
new
station,
we'll
be
able
to
determine
if
that
budget
that
we
have
set
aside
is
good
enough.
We're
thinking
it
is,
but
again
until
we
have
the
land
can
really
do
that
analysis.
I
just
am
out
of
caution,
keeping
it
yellow
to
let
you
know
that
the.
A
Third
prefer,
before
you
go
on
I
I'd
like
to
ask
some
questions
and
updates
on
the
police
station
work
I.
This
was
brought
up
at
one
of
Tyros
or
2040
presentations
by
a
group
of
people,
and
it
was
around.
We
often
build
space
in
there
for
community
rooms
and
that
that
space
doesn't
get
used
for
community
rooms,
because
the
communities
don't
want
to
meet
in
a
police
station,
and
even
though
we
want
to
encourage
it.
If
it's
not
working,
I
just
wondered
overall.
T
T
The
it's
really
is
just
the
sheer
magnitude
of
this
project,
150
million
dollar
project
and
we're
continuing
to
monitor
it.
We're
getting
close
to
the
end
of
construction.
We're
gonna
have
to
put
it
online
to
start
running
and
doing
the
testing
on
it
and
then
we'll
continue
to
work
with
the
contractor
and
the
FTA
and
the
closeout
process.
A
T
A
And
I
tell
you
the
street
the
landscaping
the
trees
are
just
not
there.
I
am
I,
find
it
really
just
desert
like
and
I.
Don't
know
what's
going
on
with
the
landscaping,
but
my
sense
of
what
we
were
trying
to
do
is
create
a
place
where
there
seemed
to
be
like
a
Boulevard
and
that's
why
all
of
this
extra
time
that
we
spent
with
the
guys
and
the
funeral
home
and
on
and
on
but
I
I
know
that
this
isn't
in
the
budget.
But
I
I
wondered
if
you
could
talk
a
think
about
this.
T
T
This
next
one
has
some
budget
risk.
This
is
the
building
that
we
purchased
at
5516
Central
Avenue,
as
we've
looked
into
the
renovations
of
this
building,
there's
significant
deficiencies
in
some
of
the
mechanical
electrical
and
fire
alarm
systems.
So
we're
still
evaluating
this
and
looking
at
other
options,
possibly
for
the
use
of
this
building,
but
that's
one
that
we're
evaluating
the
other.
M
On
that
one
we
we
did
purchase
this
building
right,
so
those
strike
me
is
things
that
would
be
part
of
the
due
diligence
and
purchase
building
and
not
it's
not
like
digging
up
and
finding
bad
soil
or
doesn't
in
my
mind
it
doesn't
seem
like
digging
and
finding
bad
soil
and
clearly
we
can't
test
every
every
ounce
of
soil
on
a
project.
But
if
we're
finding
things
that
are
mechanical
inside
the
building,
that
seems
like
part
of
the
due
diligence
that
would
have
done
in
the
purchasing
of
the
building.
T
Yeah
I
agree:
I
think
we
did
find
some
things,
but
as
we
were
going
in
and
looking
at
some
of
the
building
code
requirements,
we
had
to
take
some
of
the
the
walls
down
after
we
had
purchased.
We
had
to
take
some
of
the
ceiling
down
to
look
at
the
HVAC
and
we
found
that
the
the
HVAC
system-
that's
in
there,
that
we
that's
that's
typically
in
other
buildings,
is
not
typical
in
this
building.
It
has
the
insulation
inside
the
HVAC
unit,
it
got
wet,
and
now
we
have
issues
with
the
insulation
being
wet.
T
T
So
the
next
project
is
a
CNET
project.
It's
in
the
sunset,
ladies
forward
comprehensive
neighborhood,
Improvement
Program.
This
project
is
pedestrian
improvements
along
Beatty's,
Ford
and
sunset.
There's
two
two
improvements
along
sunset:
Road
and
along
beatty's
Ford,
and
some
recent
conversations
with
NCDOT.
They
have
shared
with
us
that
they
want
us
to
extend
and
possibly
increase
the
size
of
a
Pike
crossing
that
is
underneath
baby's
Ford
Road
near
hornet's,
nest,
Park
and
so
we're
in
conversations
with
NCDOT
about
this.
A
There
was
also
some
development
options
that
were
coming
along.
That
portion
we
had
some
rezoning
or
something
I.
Remember
I,
wonder
if
this
is
really
something
that
we
could
wait.
A
little
bit
have
a
little
bit
of
time
on
as
development
occurs
in
that
Trinity
Road
and
if
there's
a
pipe
that
the
hornet's
nest
part
I'm
just
looking
at
that
differently,
and
maybe
it
goes
through
the
development
process
or
get
some
help
from
the
development
process.
T
This
last
project
is
the
Montford
drive
to
a
bee
place
Street
connection.
This
is
one
that
has
some
budget
risk
due
to
some
real
estate
or
land
acquisition
costs.
We
have
made
an
offer
to
the
property
owner.
If
all
that
works
out,
this
one
will
come
off
the
list,
but
again
I
wanted
to
show,
because
some
of
the
initial
conversations
they
were
throwing
out
some
numbers
that
were
higher
than
what
we
were
thinking
so.
A
Not
everything
all
the
time
and
I
think
it's
to
be
a
place
where
we're
spending
so
much
money
on
the
right
away.
We
just
have
to
wonder
you
know
like
just
more
signalization
or
more
street
signs
or
danger
or
whatever
I,
just
wonder
if
how
much
and
it's
one
and
a
half
million
two
and
A
two
and
a
half
million
and
they're
doing
additional
million.
This
is
where
a
B
is
yes
and.
T
That's
why
we
I
think
this
one
may
come
off.
We
have
an
appraisal,
we're
pretty
comfortable
with
our
appraisal
and
if
it
comes
in
with
our
appraisal,
we'll
be
within
the
budget,
and
it
would
come
off
that,
but
that
is
one
of
the
options
that,
if,
if
the
cost
to
acquire
this
land
is
so
expensive
or
as
much
as
the
actual
construction
of
the
project,
it
might
not
make
sense
to
do
it.
A
G
You
have
a
hundred
and
seventy
eight
projects,
1.1
billion
dollars.
19
are
complete
you're,
hoping
to
get
some
funds
that
you
could
apply
towards.
These
eight
situations
looks
to
me,
like
the
eight
situations
could
amount
to
something
like
15
million.
Are
we
going
to
have
the
ability,
as
other
projects
complete
to
basically
digest
this
15
million
or
is
going
to
have
to
be
a
conversation
topic
as
we
come
up
with?
I
did
further
capital
planning.