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From YouTube: FY 2021 Budget Workshop - March 4, 2020
Description
You are watching the Charlotte City Council FY2021 Budget Workshop from March 4, 2020. Thanks for joining us.
To learn more about the City's Budget and the overall process, please visit CharlotteNC.gov/Budget
A
We're
having
our
second
budget
workshop,
sorry
for
the
late
start,
we
are
going
to
have
I
think
mostly
presentations
today
with
questions
and
inquiries
about
how
we're
going
the
steps
forward
and
so
I
think
we'll
be
able
to
go
ahead
and
begin
and
hopefully
we'll
be
joined
by
more
of
our
colleagues.
It's
at
this
point.
So
mr.
Jones
I
have
two
sets
of
papers
and
you're
going
to
explain
what
we
have
and
where
we're
going.
Next,
yes,.
B
Thank
You
mayor
members
of
council
what
you
have
before
you
are
answers
to
the
questions
from
the
last
budget
workshop
and
I
believe
those
were
delivered
to
you
middle
of
the
week
last
week.
I
think
one
of
the
continuous
improvements
that
we
are
attempting
is
to
make
sure
you
don't
have
the
answers
to
the
question
questions
the
same
day
that
we're
going
into
the
workshop.
So
we
have
the
agenda
that's
set
for
today.
B
A
lot
of
these
items
have
been
discussed
at
the
budget
and
effectiveness
committee,
and
because
of
that,
we're
able
to
reduce
some
of
the
discussions
around
the
enterprise
funds.
I
would
like
to
remind
everyone
that
there
is
another
budget
workshop
which
is
April
to
aid,
and
we
have
some
of
our
more
challenging
issues
that
we
will
discuss
then,
and
that
are
those
would
be
the
corridors
of
opportunity.
B
We
remember
the
six
corridors
that
came
out
of
the
annual
strategy
meeting,
transit
transportation,
prioritizations
and
we'll
also
have
two
additional
enterprise
funds
that
would
be
cats
and
the
aviation
budget.
So
today
we
have
a
focus
more
so
on
Hera
compensation,
both
the
general
employees,
as
well
as
a
public
safety
pay
plan,
as
Ryan
discusses
that
with
you,
I
believe
we
have
both
chiefs
in
the
room
and
there
has
been
some
progress
related
to
the
public
safety
pay
plan
and
I
would
at
this
time,
have
a
plug
to
let
the
camera
mind
the
council.
B
There
is
a
public
safety
play,
a
plan
work
group,
that's
made
up
of
police
and
fire
and
as
we
go
through
these
iterations
of
the
plan,
we
bet
that
through
them-
and
we
had
a
meeting
last
Friday
with
the
group,
we
have
the
C
app
two
today
in
Sarajevo,
we'll
provide
you
an
update
with
that,
as
well
as
the
to
enterprise
funds
that
I
mentioned
earlier,
we'll
have
a
water
and
storm
order,
so
May.
If
there
aren't
any
questions,
I
would
turn
it
back
over
to
you
or
the
chair.
C
C
Today,
our
objective
for
human
resources
to
talk
about
our
benefits
and
our
compensation,
but
also
to
other
projects
that
we
have
undergoing
that
were
initiated
here
with
City
Council.
One
is
the
Charlotte
training
academy
they
were
very
proud
of,
and
the
other
is
to
give
you
some
insight
to
the
other
initiatives
that
we
have
embarked
upon
for
2020
and
2021.
C
C
Deductible
plans,
but
also
income
generators
for
future
use
that
employees
can
use
in
the
future
to
help
cover
healthcare
costs.
So
we
offer
two
PPO
plans
and
two
health
savings
account
plans.
The
vast
majority
of
our
employees
enroll
in
one
of
our
PPO
plans,
which
we
call
plan
D.
The
next
highest
rate,
is
in
one
of
the
HSA
plans,
the
HSA
plan,
which
is
a
and
then
we
have
another
plan
that
well
a
and
B
hard
together.
I
apologize
for
this,
both
HSA
plans
and
then
the
other
PPO
plan
in
terms
of
cost
share.
C
C
In
terms
of
the
spend
we
spent
in
2019,
our
spend
was
about
95
million.
The
knack
number
is
close
to
ninety
four
point.
Seven,
and
the
bulk
of
that
is,
you
might
already
have
guessed-
would
be
on
the
medical
side
of
that,
so
medical
and
prescription
costs
are
by
far
our
leading
cost
indicators
and
then
dental
and
vision.
Now
for
the
dental
plan,
the
employee
picks
up
part
of
that
and
for
the
Vision
Plan
that
is
100%
employee
paid,
but
the
City
of
Charlotte
is
contributing
a
great
deal
on
the
medical
and
a
prescription
plan.
C
The
other
piece
of
information
here
that
I
think
is
very
important
for
us
to
understand.
I
talked
about
the
employee,
only
tier
on
the
previous
slide,
and
our
employee
base
is
about
seven
thousand
six
hundred
folks
there
about
that.
Selecting
medical
coverage,
however,
because
of
our
dependents,
we
are
actually
covering
about
eighteen
thousand
different
lives.
So
when
we
talk
about
benefits
from
a
Human
Resources
perspective,
we're
talking
about
eighteen
thousand
people
and
not
just
the
employees
that
work
for
us.
C
Last
year,
one
of
the
initiatives
that
came
out
of
last
year
was
to
really
look
at
upward
mobility
in
reference
to
affordability
of
medical
care,
and
so
one
of
the
things
that
we
looked
at
was
our
plan
D
premium
coverage,
and
we
used
the
definition
of
affordability
that
is
under
the
Affordable
Care
Act.
So
the
standard
that
we
use
was
a
metric
of
9.5
percent
of
your
weekly
salary
should
not
anything
above
that
should
not
be
used
for
medical
cost.
C
C
We
then
had
to
do
another
test,
and
that
is
of
your
household
income,
and
the
result
of
that
yielded
about
71
of
our
employees
are
lower
paid
employees
received
a
refund,
the
total
amount
refunded
was
63,000
and
what
sixty-two
thousand
dollars
one
hundred
eighty
dollars
and
we
plan
to
continue
that
same
program
going
into
2020
the
2020
program
and
we've
identified
another
two
hundred
and
forty-six
they
may
meet
the
new
metric
and
the
new
metric
is
nine
point.
Seven.
Eight
percent
of
your
income.
C
C
We
run
out
of
the
human
resources
organization,
so
we
manage
about
25
benefit
programs
again
most
of
those
around
seventy
six
hundred
employees,
and
last
year
we
introduced
a
health
care
premium
relief
that
I
just
talked
about,
and
71
employees
actually
benefited
from
there
across
the
board.
We
had
no
medical
premium,
increases
for
all
tiers
of
employees
and
we
implemented
200
over
250
wellness
programs
and
then
in
2016
was
a
really
big
change
for
us.
We
embarked
upon
a
partnership
with
our
health,
our
health
clinic,
which
is
an
ear
sight
clinic
location.
C
The
goal
was
to
provide
easier
access
to
health
care
for
employees
and,
three
years
later,
we're
able
to
calculate
the
savings
on
that
and
that's
a
combined
savings
for
the
employee
and
the
organization
of
over
six
million
dollars.
So
that
has
been
a
really
successful
endeavor
for
us
last
year
for
dessert
deferred
compensation.
We
wanted
to
expand
that
and
we
are
introducing
a
new
457
plan.
C
Now,
moving
on
to
compensation,
the
City
of
Charlotte
operates
five
pay
plans.
We
generally
talk
about
two
main
put
pay
plans
in
this
meeting.
One
of
them
is
the
public
safety
pay
plan
and
Ryan
Bergman
will
cover
the
details
of
that
pay
plan
later
after
I
speak
and
we
also
operate
the
general
employees
pay
plan,
and
in
that
pay
plan
we
have
categories.
One
is
an
hourly
pay
plan,
the
other
one
is
a
salaried
pay
plan,
and
then
we
have
to
pay
plans
that
are
for
a
variable.
C
Workforce
in
terms
are
ill
net
pay
plan,
and
then
we
have
a
wonderful
program
of
apprentices
and
that's
really
a
progressive
wage
schedule
pay
plan.
So
you
can
see
on
this
slide
that
our
public
safety
makes
our
public
safety.
Employees
comprise
36%
of
our
pay
plans
and
then
our
hourly
workforce
is
the
next
largest
group
37%
and
that
pay
plan,
and
then
the
salary
folks
are
in
the
other
pay
plan
and
that's
25%
of
our
workforce.
So.
C
In
2019,
we
conducted
a
salary
survey
to
determine
how
do
we
compare
with
our
peers
and
overall,
we
have
found
that
we
have
a
better
turnover
rate,
which
usually
is
a
you
know
with.
Our
turnover
is
less
so,
in
this
case,
less
turnover
than
our
peers,
and
also
our
average
increase,
was
better
than
what
our
peers
experiences.
Our
average
increase
has
been
closer
to
three
to
four
and
a
half
percent
and
there's
as
close
to
2.3
percent.
C
C
If
3%
of
your
salary
was
less
than
two
thousand
eighty
dollars,
then
you
received
more
than
a
three
percent
increase,
so
you
can
see
on
this
slide.
We
have
silver
employees
that
received
a
four
a
five
and
a
six
percent
increase.
Those
employees
are
at
the
lower
tier
of
our
income
salaries,
and
so
it
was
a
great
benefit
to
our
employees
to
raise
them
up
again.
That
was
an
upward
mobility
initiative
to
have
a
dollar
increase
for
our
lower
paid
employees.
C
C
This
light
really
just
talks
about
how
many
changes
we've
made
over
time.
So
if
you
go
from
fiscal
year
2017
through
fiscal
year
2020,
you
can
see
that
there
are
several
incremental
changes
that
we
have
implemented
with
the
go
all
being
to
really
address
affordability
and
upward
mobility
within
our
own
workforce.
So
an
hourly
pay
plan
conversion
that
year
most
of
those
folks
are
received
an
average
increase
of
7%
in
FY
2018.
We
went
to
$15
an
hour
in
FY
2019.
C
We
did
an
assessment
to
look
at
some
employees
that
were
in
our
front
facing
position,
Charlotte,
water
and
cats,
and
we
made
equity
adjustments
in
those
areas,
primarily
because
some
of
our
folks
were
being
recruited
away
from
us
and
we
wanted
to
retain
them
and
then
in
FY
$20.00
increase
again
went
up
and
we
went
to
a
16
hour,
16
dollar,
an
hour
rate.
So
over
time
you
can
see
that
we're
making
incremental
changes
all
with
the
same
goal
to
increase
our
upward
mobility
of
our
workforce.
C
In
terms
of
where
we
looking
for
2021,
some
of
this
is
not
new
to
you.
It
was
covered
at
the
council
retreat
right
now
we're
looking
at
about
a
3%
increase
for
hourly
and
salary
employees
and
for
those
in
the
public
safety
step
plan.
Those
increases
were
ranged
between
one
point
26.5%,
so,
overall,
it
would
be
about
a
thirteen
million
dollar
addition
to
the
general
fund.
C
Now
we're
going
on
to
some
of
the
things
we're
really
proud
about
in
terms
of
broad
initiatives.
Last
year
we
implemented
a
Charlotte
training
academy,
so
we
took
some
of
our
existing
programs
and
made
them
better.
The
quest
was
to
go
out
into
our
community
and
hire
50
individuals
who
would
like
a
second
chance
or
50
individuals
who
needed
a
better
opportunity
and
we
spent
a
Saturday
all
over
this.
It
over
solid
waste
really
and
we
had
over
a
thousand
people
come
interview
with
us
and
we
interviewed
and
hired
folks
the
next
week.
C
So
we
hired
50
people
to
go
into
this
program
and
when
we
started
this
program
it
was
in
October.
They
were
started
off
at
$12
an
hour,
and
then
we
moved
them
up
to
1350
an
hour
in
December
in
February.
They
had
another
increase
to
1450
an
hour
and
I'm,
proud
to
say
that
come
April
88%
of
those
folks
are
still
with
us
and
they
were
moving
to
positions
within
this
organization
and
they
will
all
be
at
a
minimum
of
16
dollars
an
hour.
You
should
pat
yourself
on
the
back
for
that.
That's
good
news.
C
Now,
moving
into
next
year,
one
of
the
things
that
we
have
learned
over
the
last
three
years-
and
we
continue
to
learn-
and
that
is
financial
education-
is
paramount
and
it's
paramount
for
everyone
and
our
workforce,
and
so
HR
is
spending
a
lot
of
resources
to
make
sure
that
we
are
reaching
our
employees
where
they
need
to
be
reached.
So
a
lot
of
our
initiatives
will
be
around
enhancing
the
education
of
our
employees
around
their
personal
finances
and
their
benefit
finances.
C
So
two
things
I
wanted
to
just
highlight
here
are:
is
a
pile
that's
going
on
in
solid
waste
services
right
now.
We
in
partnership
with
Commonwealth
Bank,
and
the
goal
here,
is
to
help
some
of
our
employees,
who
have
a
difficult
time
having
a
financial
relationship
with
a
financial
institution
obtain
one.
So
we
are
doing
one-on-one
financial
counseling
and
to
help
folks
where
they
have
needs
housing.
C
Food
and
people
are
facing
difficult
issues
in
life
domestic
violence,
so
we
are
spending
time
to
work
and
identify
people
who
have
those
specific
needs
to
help
their
not
only
their
health
and
wellness
physical
wellness,
but
also
their
financial
wellness.
The
second
program
has
been
a
wonderful
program
as
well.
This
program
is
led
by
housing
and
neighborhood
services.
C
Hr
has
partnered
with
them
to
actually
do
some
education
and
provide
one
home
ownership,
one-on-one
classes
and
the
quests
there
is
to
identify
how
employees
who
work
for
us
can
participate
and
obtain
assistance
with
buying
a
home,
and
so
we
have
great
success
with
that,
and
you
can
tell
that
we
have
about
221
people
who
have
participated
and
88
of
those
have
been
identified
as
city
employees,
the
more
that
information
gets
out
and
our
workforce.
The
interest
continues
to
grow
and
is
wonderful
one
of
the
best
things
we
have
to
to
help.
D
First
highlight
the
outstanding
success
of
our
clinic
program,
the
our
clinic
program,
which
was
adopted
a
couple
of
years
ago
with
conservative
estimates
about
its
performance
and
has
far
exceeded
them,
exceeded
them,
and
the
benefit
of
that
in
in
the
current
numbers.
We're
seeing
is
being
shared
with
employees.
I
think
is
a
fair
statement
worth
noting.
I
do
have
a
question
about
slide.
10
I
think
it
is
yeah,
which
is
the
general
fund
compensation
outlook.
D
We
had
heard
earlier
a
rough
estimate
in
terms
of
like
a
surplus
and
then
a
change
in
the
in
the
state
sales
tax
distribution
because
of
the
county's
two
cents,
and
it
looked
as
if
with
these
increases,
we
were
still
in
a
position
of
a
small
deficit.
So
I
guess
my
question
is:
are
you
now
confident
that
we
can
close
that
best
deficit
in
the
pack
and
have
to
have
any
tax
conversations.
B
D
B
Yes,
yes,
or
no,
so
currently,
there's
nothing,
that's
taking
shape
as
a
matter
of
fact,
that
gap
is
shrinking
the
gap
that
we
explained
during
the
annual
strategy
meeting.
However,
if
something
happens
in
the
economy-
or
there
is
something
that's
outside
of
our
control
right
now,
we
can't
guarantee
you
that
we
wouldn't
have
to
address
that
accordingly,
I
wouldn't.
A
F
Thank
you
go
to
slide
number
three:
the
2020
medical
plan
destination
by
tier
stat,
that
the
graphic
that
jumped
out
to
me
is
the
one
on
the
left.
That
said,
53
percent
of
our
participants
are
employee.
Only
I'm
wondering
do
we
have
any
knowledge
or
data
as
to
whether
or
not
those
folks
would
like
to
have
family
coverage
you
know
do.
Are
we
saying
that
we
have
53
people,
53
percent
of
our
people
or
don't
have
families
that
they
would
like
to
cover,
or
they
just
they
find
different
options,
better
options
to
cover
their
families?
F
F
C
G
E
F
D
H
F
C
So
I
can
tell
you
that
you're
right-
and
that
was
a
very
sensitive
subject
for
some
of
our
employees,
and
they
do
come
to
us
some
of
them
do
and
when
they
do,
we
are
able
to
know
so
we
take
a
to
help,
reach
out
and
find
assistance
where
that's
available,
and
we
also
work
with
our
housing
partners
and
housing,
the
neighborhood
services
to
see
if
they
can
provide
assistance
as
well.
What
I
don't
have
an
answer
for
you?
I
can't
tell
you
how
many
I
can't
and.
F
I
think
in
something
the
the
backstory
or
what's
behind,
that
question
is
that
obviously
this
is
an
issue
that
faces
employees
throughout
our
city,
not
not
just
within
our
organization,
but
I
would
like
to
believe
that
we
have
certain
circumstances
that
might
allow
us
to
have
more
leverage
for
our
employees,
but
is
there
something
that
we
can
create?
That
can
be
repeated
a
model,
at
least
that
can
be
repeated
and
exported
to
different
employers
to
offer
their
employees
throughout
the
city.
F
D
Referring
to
slide
8
you've
got
73%
of
peer
cities
have
higher
turnover
rates
than
we
do.
Is
there
any
other
data
to
benchmark
our
compensation
levels
against
other
cities?
I
mean?
Is
there
any
way
that
we
can
actually
show
on
and
kind
of,
like
with--like
basis,
how
much
our
employees
in
certain
jobs
get
compared
to
what
they're
paid
elsewhere?
Yes,.
C
We
actually
conduct
compensation
studies
when
we
actually
do
our
analysis
to
to
to
derive
where
we
think
we
should
be.
In
addition
to
that,
we
may
have
some
data
we
can
provide
from
last
year
when
we
did
the
comprehensive
analysis.
So
last
year,
compensation
was
one
of
those
things
and
we
can
just
pull
that
data
back
out
and
we
provide
it
to
City
Council
members
so
that
you
can
look
at
the
pier
city's
data
and
our
data.
Thank.
D
G
C
C
A
You
I
have
one
question
and
I
don't
know
if
this
works,
but
given
the
unemployment
rate
that
we
have
inside
the
city
in
the
county
right
now,
I
guess
countywide.
When
we
look
at
it
are
there
areas
that
we
need
to
specifically
address
to
come,
maintain
the
kind
of
lack
of
turnover
that
we
have
to
retain
employees.
So
I
was
just
wondering,
as
as
the
market
has
changed,
is
there
any
classification
necessary
for
us
to
remain
competitive?
A
A
E
Good
afternoon,
mayor
and
council
and
Ryan
Bergman
I
am
the
strategy
and
budget
director
Sheila
talked
about
compensation
and
benefits
in
general,
but
I
wanted
to
more
specifically
talk
about
public
safety,
pay
plan,
employees
and
some
of
the
work
we've
done
with
them
collaboratively
over
the
last
couple
of
years.
So
today,
I
want
to
talk
about
how
they're
paid
I
want
to
talk
about
the
multi-year
approach
that
we
took
last
year.
E
I
want
to
talk
about
how
that
impacts,
FY,
21
budget
planning
and
then
based
on
some
of
the
questions
we
got
from
the
annual
strategy
session.
I
want
to
talk
about
some
very
early
results
of
what
the
impact
has
been
2018
versus
2019
and
I
also
want
to
talk
a
little
bit
about
the
ten-year
forecast
for
retirements
for
both
police
and
fire,
so
public
safety
pay
plan.
Employees
are
one
of
the
major
driving
forces
of
the
general
fund,
so
52%
of
our
personnel
costs
in
the
general
fund
are
for
these
public
safety
pay
plan.
E
Employees
so
you'll
see
what
the
positions
are
on
the
left
and
how
many
positions
we
have.
But
basically,
these
are
the
public
safety
sworn
officers
that
are
not
command,
so
this
wouldn't
include
your
Chiefs
or
your
deputy
Chiefs
lieutenants
captains
positions
such
as
that,
so
I
will
not
get
too
much
into
how
the
the
pay
plans
work.
There's
just
one
slide
on
it,
just
to
kind
of
set
set
an
example.
E
So
if
you
are
a
new
hire
without
any
experience,
you'll
start
at
step
one
and
then
each
year
with
positive
performance,
you'll
move
through
the
step
plan
until
you
reach
the
top.
So
in
this
case
for
police
officer,
that's
SPO
one.
The
other
important
things
to
understand
about
the
public
safety
pay
plan,
which
is
a
little
bit
different
than
our
other
plans.
Is
we
have
a
built
in
education
incentive
on
all
of
these?
E
So
if
you
have
a
bachelor's
degree-
and
you
are
a
firefighter
fire
engineer
or
police
officer,
you'll
get
a
10%
stipend,
so,
for
instance,
that
45
thousand
dollar
rate-
if
you
start
with
a
bachelor's
degree,
your
salary
would
actually
be
forty,
nine
thousand
five
hundred
if
you're
at
the
top-
and
you
have
a
bachelor's
degree,
your
salary
would
actually
be.
Eighty
thousand
eight
hundred,
just
like
you,
get
ten
percent
for
a
bachelor's
degree.
You
get
five
percent
for
a
two-year
degree.
E
I
do
want
to
be
clear,
though,
that
those
incentives
phase
out
as
you
get
up
to
the
fire
captain
and
the
police
sergeant
level.
The
other
point
I
wanted
to
make
about
this
slide
is,
if
you
reach
the
top
step,
the
only
increase
that
you
would
typically
get
unless
we
make
adjustments
would
be
what's
called
the
annual
market
adjustment,
so
it
varies
anywhere
from
one
to
two
percent
in
a
given
year.
E
E
Fire
was
adjusted
a
couple
of
times,
so
it
ended
up
happening
is
if
somebody
had
reached
the
top
step
in
one
of
these
plans
for
about
potentially
up
to
10
to
15
years,
they
would
have
only
gotten
that
one
or
two
percent
increase
each
year
so
to
focus
on
that
top
step.
Specifically,
we
came
up
with
a
three
year
plan
for
fire
and
we
came
up
with
a
two
year
plan
for
police
based
on
benchmarking
nationally,
and
you
can
see
here
what
the
plan
was
in.
E
Fy
21
in
the
past
was
in
the
FY
20-page
plans.
We
actually
built
the
FY
21
step
increases
into
it
as
well,
so
it
effectively
became
part
of
our
plan
last
year
and
you
can
see
that
with
fire
or
to
the
point
now,
where
this
year,
other
than
the
market
adjustment
firefighter
twos
will
get
an
extra
two
and
a
half
percent,
if
approved.
Of
course,
fire
engineers
would
get
an
extra
five
percent.
Fire
captain's
would
get
an
extra
3.75
percent.
E
So,
moving
on
to
see
MPD
with
C
MPD
to
address
address
some
recruitment
issues.
Among
other
things,
we
had
a
two
year
plan
for
police,
so
our
two
year
plan
for
police
was
the
SPO
senior
police
officer
program
in
FY,
21,
cluded
5%
for
sergeants
as
well,
and
then
in
FY
21.
The
plan
was
for
December
to
have
another
5%
SPO
two
step
and
then
another
5%
sergeant
step.
E
E
E
So
when
we
look
at
FY
21,
we
still
have
to
fund
that
nine
point:
seven
million
dollars
which
has
already
built
and
that's
to
take
care
of
the
last
couple
of
years
and
then
additionally,
the
actions
that
I
just
had
on
the
screen
add
about
another
3.8
million
in
costs.
So
that
represents
a
thirteen
point.
Five
million
dollar
investment
the
last
few
years
in
enhancing
top
pay
for
our
public
safety,
and
then
this
this
might
be
one
of
the
most
impactful
slides
as
far
as
what
has
happened.
So
this
shows
a
couple
of
things.
E
This
includes
a
10%
bachelor's
degree
and
the
reason
I
use
the
four-year
degrees.
The
example
is
that
the
majority
of
public
safety
pay
plan
actually
have
a
bachelor's
degree,
so
it
is
the
most
common.
So
this
shows
what
someone
with
a
four-year
degree
in
FY
2018,
would
have
made,
and
if
we
do
the
planned,
FY
21
actions.
This
shows
the
change.
So
this
also
does
have
the
regular
market
adjustment
in
there,
which
I
said,
is
one
to
two
percent
a
year.
E
So
another
way
of
looking
at
this
is,
if
we
didn't
take
any
actions
to
address
top
hey
all
of
the
numbers
on
the
right
of
the
screen
and
blue
would
all
be
5%
so
rather
than
5%.
We
have
these
numbers
here
over
the
last
three
years,
so
now
I'm
going
to
go
back
to
that
same
slide
except
adding
the
last
three
years,
and
it
does
give
you
kind
of
an
idea
that
this
has
been
a
focus
of
the
City
Council
over
the
last
few
years.
Addressing
the
top
pay
concerns
jossie
in
both
police
and
fire.
E
So
these
numbers
are
calendar
year,
2018
to
calendar
year
2019,
and
so
let
me
preface
some
this,
so
it's
not
taking
out
of
context.
These
are
raw
applications
that
went
up,
which
is
a
good
sign,
but
that
does
not
mean
that
the
number
of
good
qualified
candidates
went
up
a
lot.
More
information
would
have
to
be
done
on
that,
but
it's
always
a
good
sign.
When
we're
getting
more
applications,
it
does
tend
to
point
to
some
of
the
things
we're
doing
are
working.
As
for
the
voluntary
resignation
rate,
it's
gone
down
in
police,
25
percent.
E
It's
not
a
big
enough
data
set
that
you
can
definitively
point
to.
This
is
the
reason,
but
it's
certainly
a
good
sign
and
it'll
take
a
couple
of
years
for
us
to
understand
if
we've
really
had
that
impact
for
fire,
there's
a
reason
that
I
have
a
note
on
there.
It's
not
really
fair
to
look
at
fire
the
same
way,
because
our
Charlotte
firefighters
are
the
only
individuals
in
the
state
that
are
in
their
own
retirement
plan.
So
that
means
that
a
law
enforcement
officer
can
leave
Charlotte
employment
and
go
work
for
another
city.
E
In
the
state
and
maintain
their
retirement,
our
firefighters
can
so,
if
they're
going
to
be
a
firefighter
and
they're
five
or
six
years
in
they're,
almost
always
going
to
stay
here.
So
while
it's
good
that
resignations
went
down,
it's
only
six
to
three.
So
only
three
people
left
voluntarily.
So
it's
a
good
sign,
but
it's
also
not
as
big
of
a
concern
for
them
because
of
the
retirement
system.
E
So
one
of
the
questions
that
councilmember
Egleston
had
asked
at
the
strategy
session
was
projecting
retirement
in
both
fire
and
police.
So
you
can
get
kind
of
an
idea
on
succession
planning.
So
we
got
this.
Data
from
human
resources
and
I
should
have
mentioned
this
earlier.
D'alene
Honeycutt,
who
is
the
compensation
manager
for
the
city,
is
who
works
with
me
on
all
of
this
and
the
Public
Safety
paid
plan.
So
we're
really
partners
in
this
effort,
but
working
with
them.
E
We
can
see
that
in
fire
we
have
a
pretty
pretty
stable,
39
average
18
and
19
worked
terribly
differ,
and
you
can
also
see
that,
as
we
look
at
the
ten
year
forecast,
we
can't
guarantee
when
these
people
will
retire.
But
what
this
does
show
is
we
don't
have
any
giant
outliers
coming
on
the
horizon,
to
plan
for
before
I
turn
to
police.
It
doesn't
perfectly
fit
with
compensation,
but
this
is
a
good
opportunity
to
mention
the
Charlotte
firefighters,
Retirement
System.
E
So
I
talked
about
this
a
little
bit
at
the
retreat
and
mentioned
that
it's
possible
that
they
may
ask
for
more
funding,
so
the
city
has
had
the
same
employer
rate,
employer
contribution
rate
since
1990
in
the
Charlotte
firefighters
retirement
system
the
city
manager
has
worked
within
the
last
couple
of
years.
We
have
membership
on
the
board
and
really
we
tried
to
work
collaborative
with
them.
E
B
Brian
mayor
members
of
council
so
Kelly's
on
the
board,
and
so
is
Sheila
and
Brian
attends
meetings
regularly
and
I.
Think
it's
very
important
that
this
has
been
a
collaborative
approach
and
I
do
intend
to
meet
that
request
in
the
budget
that
is
proposed
to
you,
because
this
hasn't
increased
since
1990.
E
So,
moving
on
to
police
you'll
see
their
retirement
over
the
last
seven
years
tells
a
little
bit
different
story
than
fire.
You'll
see
that
the
amount
of
retirements
has
jumped
over
the
last
four
years.
So
that's
really
about
age
of
force.
The
availability
of
separation
allowance
things
such
as
that
more
than
anything,
we're
necessarily
doing
different,
but
this
also
shows
that
that's
kind
of
going
to
be
the
new
normal
for
us.
So
you
see
the
forecast
here.
E
The
force
has
grown
to
a
point
that,
while
we
may
see
a
slight
dip
in
FY,
21,
possibly
you'll
see
that
the
out-years
beyond
that
they
are
going
to
very
likely
stick
at
that
70
to
80
level
60s
to
80s
you'll
see
these
numbers
are
a
little
bit
higher
than
what
I
presented
at
the
retreat
and
the
difference
is.
This
actually
has
all
the
command
in
it
as
well.
So
this
is
all
law
enforcement
officers,
which
also
goes
to
the
importance
of
the
lateral
police
officer,
recruitment
efforts
that
see
MPD
has
undergone.
E
So
what
that
means
is
that
lateral
officers
with
law
enforcement
experience
elsewhere
can
enter
up
to
step
eight
and
they
would
get
credit
for
the
years.
They've
been
a
police
officer,
so
you
can
see
that
to
help
compensate
for
some
of
the
extra
retirements
over
the
last
few
years,
we've
seen
in
the
number
of
lateral
police
officers
really
increase
over
the
last
two
years.
E
D
E
D
But
we
were
looking
at
200
last
year
right,
so
there
is
some
improvement
in
that
on
the
retirement
system.
I
just
wanted
to
comment.
There
has
been
no
increase
in
the
percentage
contribution.
There's
no
presumption
that
there
should
be
I
mean
as
incomes
go
up.
The
contributions
are
going
up.
So
the
question
is
why
the
ratio
of
the
contributions
to
income
needs
to
change,
so
I'll
just
look
forward
to
hearing
more
of
your
thoughts
about
that
at
the
appropriate
time.
D
The
other
thing
I
wanted
to
mention
was
Algiers
has
gone
through
a
rather
painful
process
of
trying
to
right-size
its
funding
situation.
Are
there
parallels
to
the
in
the
charlotte
system
to
that,
because
there
they
were
looking
at
what
kind
of
increases
would
be
required
to
get
them
back
where
they
think
they
need
to
be,
and
there
was
a
lot
of
talk
about
over
what
period
of
time
those
increases
should
take
place
so.
E
Algiers,
which
covers
our
general
employees-
and
they
also
covers
our
law
enforcement
officers
up
until
two
years
ago,
had
increased
at
about
0.25
percent
per
year.
The
contribution
rate
FY
24
the
first
time
that
increased
by
1.2
percent,
and
it
looks
like
well
that
looks
like
in
FY
21.
It's
also
going
to
increase
by
1.2
percent,
so
they
are
starting
to
increase
the
employer
contribution
as
well,
so
there's
certainly
parallels
there
and
some
of
it
while
there's
always
a
lot
of
different
factors
in
play.
Some
of
it
is
just
investment
performance
as
well.
Okay,.
E
What
I'm
saying
is
that
there's
a
targeted
rate
and
from
year
to
year,
if
they're
targeting
7.2
percent,
for
instance,
they
might
only
hit
six
or
five
some
years
they
might
hit
eight
or
nine,
so
it
changes
each
year
and
the
state
basically
determined
that
they
need
to
increase
the
employer
rate
to
kind
of
work
on
that
volatility.
Do.
E
F
I
I
A
J
Seen
as
how
we're
only
accepting
up
to
step
eight
is
that
adequately
and
granted
more
people
right
so
I
mean
we're
looking
at
three
times
as
many
lateral
officer
hires,
but
is
that
sufficient
to
I
guess
my
concern
is:
can
we
foresee
the
retirements
continuing
at
that
higher
seventy
three
average?
And
that
being
the
case,
if
we're
only
going
up
to
step
eight?
I
From
within
is
the
only
way
to
get
promoted-
yes,
sir,
but
also
anything
beyond
eight
years,
if
you're
getting
to
15
and
20
years
of
service.
Here,
that's
less
time
that
they're
going
to
be
here
in
Charlotte,
so
that
what
the
goal
is
to
have
them
have
more
time
here
than
they've
had
at
other
agencies.
That's
why
we
capita
date,
because,
if
not
to
your
point,
if
we're
bringing
you
in
at
20
and
25
years,
we
have
a
lot
less
time
here
and
the
impact
on
retirement
contains
to
be
high.
So.
J
I
Sir,
and
also
when
we
were
coming
on
back
in
the
early
90s,
there
was
a
hiring
incentive
through
the
cop's
office
federal
government,
so
they
they
supplemented
the
cost
of
more
officers.
So
there
was
a
huge
wave
of
officers
coming
on
well
over
100
and
now
many
of
us
are
retiring
at
the
same
time,
because
of
that
wave
of
hiring
back,
then
those.
J
J
A
D
Just
wanted
to
comment
that
these
are
big
increases
that
we
have
made
and
are
making,
and
it
reflects
our
appreciation
about
public
safety
workers.
Chiefs
I
hope
you'll.
Make
sure
that
your
and
please
understand
that
it's
also
a
part
of
our
response
to
the
crime
situation
in
Charlotte.
So
we
are
investing
in
police
as
well
as
advancing
programs
that
are
evidence-based
and
are
non-judicial
to
try
and
get
our
arms
around
those
issues.
So.
A
I'd
like
to
ask
if
you
could
do
a
projection
of
slide
number
three,
where
we
talk
about
our
personnel
cost
with
the
proposed
in
it
and
take
it
out,
give
us
a
reasonable
number
of
years.
I
just
like
to
see
how
we
look
in
terms
of
the
cost
differential
between
general
fund
and
purse
and
Public
Safety,
and
is
there
a
question
or
concern
there
as
we're
doing
this?
I
just
don't
know
the
answer
to
that.
Okay,.
K
A
F
Would
like
to
know
as
well.
We
mentioned
you
did
with
the
ashtray
in
terms
of
the
increased
applications
versus
the
quality
of
the
applications.
I
would
like
to
know
what
the
correlation
is
from
C
MPD.
Are
we
getting
better
applicants
or
we
just
get
in
more
folks
that
we'd
rather
not
have
but
have
to
take,
because
it
was
a
numbers
game?
Yes,
sir.
B
And
council
I
think
it's
slide.
Aid
I
would
just
like
to
reiterate
something
that
Ryan
said
earlier,
so
that
it
wasn't
lost
with
a
lot
of
discussion.
There
was
a
two-year
plan
for
police.
There
was
a
three-year
plan
for
fire
within
the
two
year
plan
for
police.
In
order
to
make
it
a
two
year
plan
that
5%
I
guess
spo2
was
always
planned
to
be
in
December.
A
N
So
those
are
energy
generation,
buildings,
Workforce,
Development
and
equity
transportation
and
engagement.
So
I'm
gonna
walk
through
some
examples
of
our
work
and
investments
in
all
of
those
areas,
but
before
I
do
that
I
do
want
to
take
a
step
back
just
to
run
through
some
of
the
ways
that
we've
been
thinking
about
approaching
our
work
around
the
C
app
and
some
key
kind
of
principles
that
you'll
see
reflected
in
the
rest
of
this
presentation.
N
So
the
first
and
foremost
we're
looking
to
spend
existing
existing
resources
wisely
and
in
a
strategic
way
to
achieve
our
goals
and,
where
possible,
we're
looking
to
make
long-term
investments
and
use
a
total
cost
of
ownership
model.
So
what
that
means
is
we
might
see
some
costs
upfront
that
would
need
to
make,
for
example,
to
move
to
an
electric
vehicle,
but
we're
always
looking
at
calculating.
N
So
I'll
start
with
energy
generation,
so
I'm
not
going
to
spend
too
much
time
on
the
Duke
green
source
advantage
program.
But
you
all
passed
this
the
last
business
meeting
and
I
think
that's
very
exciting,
so
participating
in
this
program
allows
us
to
get
about
a
quarter
of
the
way
towards
our
goal
towards
buildings
and
becoming
a
low-carbon
city.
So
I
want
to
just
highlight
that
as
a
really
big
component
of
how
we
are
going
to
hit
our
goals.
That
has
happened
in
this
first
year,
where
we
were
focused
mostly
on
preparation
and
data
collection.
N
But
this
is
an
example
of
a
great
opportunity
that
came
up
that
we
were
able
to
take
advantage
of
them
with
your
leadership
but
at
the
same
time,
we're
not
just
looking
at
this
partnership,
we're
also
exploring
more
opportunities
for
on-site,
solar
and
community
solar.
This
work
builds
on
the
work
that
we've
done
over
years.
We
currently
have
seven
facilities
with
solar
roofs.
N
And
so
just
to
dive
into
the
green
source
Advantage
program
and
as
you
can
see
in
the
first
five
years,
we
will
be
making
an
investment
of
about
three
hundred
and
fifty
thousand
dollars
a
year
on
top
of
our
annual
electricity
spend,
which
ends
up
being
around
thirty-five
million.
But
as
we
modeled
this
out
over
time,
we
believe
we'll
see
a
return
on
that
investment
of
two
million
or
a
net
present
value
of
four
hundred
and
fifteen
thousand.
So
while
there's
a
premium
upfront,
we
believe
that
we'll
see
a
return.
N
So
not
only
is
this
good
for
greening
the
grid
supporting
our
CF
goals,
our
health,
but
we
hope
to
see
that
that
investment
as
well
returned
and
just
one
final
shout
out.
We
got
a
lot
of
really
great
great
press
around
this
leadership
that
that
you
all
took,
and
we
really
believe
that
other
cities
in
North
Carolina
are
going
to
be
looking
to
us
to
figure
out
how
they
can
model.
What
we've
been
able
to
do
so
now
move
on
to
Workforce,
Development
and
equity,
which
is
another
pillar
of
the
strategic
energy
action
plan.
N
So
we
are
making
an
investment
of
$300,000
in
training,
including
work
based
learning,
opportunities
and
jobs
that
include
clean
energy
and
also
energy
efficiency.
You
can
see
some
of
those
occupations
listed
they,
but
we
will
be
putting
an
RFP
out
shortly
and
we
know
that
the
green
economy
is
growing.
There's
projected
25%
increase
in
jobs
and
energy
efficiency
in
North
Carolina,
and
so
we
believe
this
is
an
opportunity
to
help
meet
that
need.
N
So
moving
on
to
buildings,
we
have
been
doing
work
around
energy
efficient
buildings.
You
know
for
a
very
very
long
time,
and
so
our
goal
is
to
always
look
at
investments
that
can
make
all
of
our
buildings
run
more
efficiently.
So
that's
everything
from
LED
lighting
to
upgrades
with
our
HVAC
systems
and
our
roofs
when
we
design
new
buildings,
we're
always
designing
them
to
LEED
standards,
but
where
we're
really
putting
our
focus
here
is
on
making
sure
that
our
buildings
are
solar
ready
so
either
installing
solar
now
or
having
the
capacity
to
install
solar.
N
When
we
have
the
resources
to
do
just
that,
so
five
new
police
stations
this
year,
two
that
will
have
solar
on
them.
Three
that
are
solar,
ready
and
one
solar
ready
fire
station
that
is
capable
of
achieving
net
zero
energy
usage.
So
that's
just
I
think
a
broad
look
at
how
we're
approaching
our
buildings,
but
we
are
always
looking
for
those
opportunities
when
we're
building
new
buildings,
but
also
retrofits
on
our
existing
buildings,
using
some
of
the
audits
that
we've
been
able
to
do
around
how
we're
currently
expending
energy
and
then
prioritizing
those
investments.
N
So
transportation
we
know
transportation
and
buildings.
Those
are
the
two
places
where
we
are
emitting
the
most
carbon.
So
transportation
is
a
really
big
focus
of
the
C
app
and
a
really
big
focus
of
our
work.
This
year
and
so
I
want
to
highlight
the
fleet
team
I
know
we
have
some
folks
from
the
fleet
team,
Chris,
troll
and
others
Nick
I,
see
who
are
here
today,
but
they
have
been
working
to
advance
to
policies
which
will
really
support
this
effort
to
move
towards
a
more
sustainable
fleet.
N
So
the
two
policies
are
an
automatic
vehicle,
locator
policy
and
a
BL
policy,
and
the
other
is
a
sustainable
and
resilient
fleet
policy.
So
ABL
is
like
a
GPS
system
believe
we
touched
on
this
a
while
back,
but
this
is
basically
allowing
us
to
see
how
we're
using
our
vehicles,
where
they're
going
and
this
data
will
help
drive
just
smart
operations,
but
beyond
that
it
will
help
us
identify
which
are
our
vehicles
that
are
good
candidates
to
electrify.
First,
where
might
we
put
electric
vehicle
infrastructure?
Do
we
need
all
of
our
vehicles?
N
Can
we
write
sides?
Can
we
use
those
resources
to
invest
in
electric
vehicles
or
more
sustainable
fleet,
and
can
we
look
at
idle
reduction?
Chris
has
a
good
example
of
using
this
data
and
understanding
where
people
are
just
leaving
the
car
on,
and
you
can
use
that
to
make
a
quick
behavior
modification
and
doing
that
in
a
large
scale
can
make
a
really
big
difference
on
our
air
quality.
N
So
I
touched
a
little
bit
on
the
benefits
of
ADL's,
but
we
did
do
a
pilot
where
we
put
automatic
vehicle
locators
on
ten
vehicles
and
through
that
pilot
and
some
data
analysis
with
a
partner.
We
were
able
to
understand
that
all
10
of
those
vehicles
would
be
good
candidates
for
becoming
electric
vehicles,
so
I'm,
that's
just
an
example
of
how
this
data
we
know
this
data
can
be
used
so
just
to
highlight
installations.
To
date.
You
know
we
have
over
800
AVL's
now
currently
installed.
N
So
now
kind
of
moving
on
to
electric
vehicle
investments.
We
have
15
electric
vehicles
in
our
fleet
right
now
we
have
an
infrastructure
that
is
beyond
that
to
support
awesome
public
charging
stations,
but
I
want
to
talk
a
little
bit
about
our
strategy
around
this,
so
to
get
back
to
some
of
our
guiding
principles,
we're
always
looking
at
where
technology
meets
our
goals.
N
So
we
know
that
there
is
technology
around
sedans
that
will
allow
for
the
types
of
work
that
that
we
do
want
on
a
daily
basis
to
match
the
technology
around
electric
vehicles,
so
we're
going
to
focus
on
sedans
first,
as
we
wait
for
technology
to
improve
and
some
of
our
larger
vehicles
that
the
evie
technology
is
either
not
quite
there
yet
or
the
costs
are
a
little
bit
prohibitive.
So
we're
gonna,
evaluate
and
align
those
purchases
for
vehicles
with
the
infrastructure
that
we
already
have
and
look
to
make
strategic
new
investments.
N
We're
also
going
to
use
all
of
that
data
that
we
just
talked
about
around
our
automatic
vehicle
locators
and
then,
in
the
meantime,
were
there
bridge
opportunities
like
propane
conversion
kits
for
some
of
our
our
vehicles
that
are
some
of
our
dirtiest
vehicles.
We
will
consistently
look
to
do
that
at
the
same
time.
N
So
here's
just
an
example
of
of
a
sedan,
so
chefs
Chevy,
Equinox
versus
a
bolt,
so
that's
an
electric
vehicle,
and
so
there
is
a
premium,
obviously
to
to
buy
an
electric
vehicle
cost
more
than
a
regular
sedan.
But
when
we
look
at
the
total
cost
of
ownership
over
time-
and
we
look
at
the
length
of
time
that
we
have
a
vehicle,
we
look
at
the
cost
of
gasoline
versus
cost
of
charging
an
electric
vehicle.
N
We
see
that
in
the
end,
it
is
very
close,
close
to
the
same
amount
to
have
this
vehicle
for
10
years.
In
fact,
the
electric
vehicle
ends
up
being
about
900
dollars
cheaper,
but
that
doesn't
even
put
into
the
equation
what
the
benefits
are
related
to
the
environmental
impacts,
and
that
is
the
whole
reason
that
we're
having
this
conversation
as
well.
N
So
that's
just
one
example
of
how
I
know
we're
thinking
about
this
approach,
but
I
can't
talk
about
fleet
without
talking
about
buses,
and
so
I
wanted
to
just
highlight
a
little
bit
about
some
work.
The
cats
is
doing
and
I
know.
John
will
have
an
opportunity
to
spend
more
time
with
you
and
have
a
more
in-depth
discussion,
but
cats
hired
a
consultant
to
look
at
the
path
to
electrification
and
that
consultant
recommended
a
pilot,
and
so
cats
is
looking
at
how
to
use
grant
funding.
N
And
so,
as
we
move
forward
with
that,
the
office
of
sustainability
is
working
with
cats.
To
look
at
those
opportunities,
but
cats
is
not
the
only
the
only
department
that
runs
buses,
so
aviation
also
has
a
bus
fleet
and
they
are
transitioning
their
fleet
to
all-electric
within
10
years,
and
so
five
vehicles
purchased
this
year
and
based
on
their
operations.
N
They
really
see
the
return
on
investment
that
that
works
for
the
way
in
which
they're
running
their
vehicles,
and
so
I
just
wanted
to
highlight
that,
and
also
highlight
over
all
that
there's
a
lot
of
really
good
work
going
on
in
our
enterprise
departments,
around
sustainability
that
aligns
up
to
the
C
app
that
quite
often
we
don't
get
a
chance
to
really
discuss
and
I.
Think.
Finally,
I
think
this
is
one
other
example
of
that.
N
Our
aviation
department
is
currently
finalizing
their
own
sustainability
plan,
but
they're
not
doing
it
in
a
vacuum
and
I
think
that's
the
benefit
of
the
strategic
energy
action
plan
being
this
umbrella
plan,
so
that
plan
will
align
to
the
C
app
and
we'll
also
have
components
that
are
very
specific
to
their
business,
including
pursuing
the
airports.
Council
councils
internationals
carbon
accreditation
program,
which
is
specifically
for
airports
who
want
to
lower
their
carbon
footprint.
N
And
all
of
this,
while
very
important
as
we
look
at
our
internal
city
operations
and
our
investments,
we
know
that
one
big
part
of
this
goal
is
not
just
about
us.
It's
about
our
community
becoming
a
low-carbon
city
as
a
whole,
and
it's
really
going
to
take
the
efforts
of
organizations
companies,
individuals
across
our
community
to
make
an
impact
on
that
goal,
and
so
to
that
end,
we've
been
doing
a
lot
of
community
engagement,
we're
looking
to
do
more.
M
Thank
you,
madam
mayor.
Thank
you.
Miss
hazel
channel
the
Mayor
Pro
Tem
in
her
absence
today
and
I
know,
along
with
others,
but
she
probably
most
loudly
and
consistently
has
been
beating
the
drum
that
we've
got
to
push
ourselves
harder
to
more
quickly,
adopt
electric
bus
opportunities
and
so
I'm
glad
to
see
that
it
looks
like
we're
because
again,
we
know
we're
not
going
to
change
our
fleet
overnight.
M
We
know
it's
a
decade,
long
process
to
change
our
fleet,
and,
coincidentally,
a
decade
from
now
is
when
we
have
the
timeline
for
some
of
the
goals
that
we're
trying
to
reach
and
so
for
us
to
meet
those
goals.
We
we
can't
wait
too
much
longer
to
start
on
some
of
those
adoptions
of
new
technology,
and
we
know
that
maybe
the
technology
is
not
there
today
for
some
of
our
longer
routes,
but
we
don't
necessarily
have
to
put
the
electric
buses
on
our
longer
routes.
M
Thank
you
for
the
update
on
that
and
then
just
general
kudos
to
you
and
your
team
and
all
the
departments
that
you're
working
with,
because
while
these
are
policies
and
goals
that
the
council
has
to
vote
on
and
adopt,
the
more
important
part
is
the
people
that
are
working
with
you
behind
the
scenes.
Actly
actually
accomplish
it
and
based
on
this
overview
and
the
things
that
we
already
knew,
you
guys
are
kicking
ass.
M
J
J
It's
great
that
and
so
Larkin
had
just
pointed
out
that
you
know
our
Airport
bus
fleet
will
be
converted
over
by
2030,
but
do
we
feel
comfortable
that
we
can
do
it
with
our
our
cats
bus
fleet
and
then
the
other
thing
too
was
on
slide
13
from
the
standpoint
of
drafting
a
sustainable
and
resilient
fleet
policy.
I
I
know
if
the
language
was
lowest
emitting
vehicle.
J
N
But
understanding
that
you
know
we
aren't
at
20:30
yet
and
we
don't
know
what
technology
will
emerge
and
we
will
have
to
make
some
decisions
now.
That
will
impact
whether
we
will
actually
get
to
that
100%.
But
we
need
to
do
that
in
the
way.
That
is
very
much
in
line
with
the
spirit
of
what
we're
trying
to
do
here
and
that's
what
and
I
think
that
is
really
what
this
policy
gets
at
question
about:
cows,
bus
bus,
Lee,
I
think
it's
actually
a
very
similar
answer.
N
I
won't
speak,
you
know
for
for
cats,
and-
and
so
you
know-
maybe
this
is
a
conversation
that
we
can
either
revisit
at
the
next
workshop
or
John
can
can
speak
too,
but
I
think
that's
the
same
approach
which
is
do
get
started,
do
what
we
can
now
and
make
sure
that
we're
just
making
really
thoughtful
and
strategic
moves
towards
these
goals.
Understanding
that
we
need
to
have
the
availability,
technology
and
budget
to
do
it
so.
A
I
I
wanted
to
follow
up
to
that.
Mr.
Newton
I
want
to
sin,
and
I
can
send
out
to
everyone
the
minutes
of
the
MTC
meeting,
where
we
have
a
consultant
working
with
us
in,
in
addition
to
the
lowest
emitting
vehicle,
we
have
a
market
issue
and
that
there
are
only
a
few
manufacturers
and
if
you
can
get
LA
who's
willing
to
order
a
hundred
electric
buses
and
we're
gonna
order.
Twenty
they're
gonna
go
to
where
the
market
drives
their
work,
so
we've
got
market
conditions.
A
We've
also
got
issues
around
batteries
for
the
longer
route.
So
I
think
that
mr.
Larkins
reference
to
shorter
routes
going
first
and
then
hopefully
having
this
technology
improved
for
the
batteries
and
then
having
more
manufacturers.
There
I
think
two
manufacturers
right
now
and
one
of
them
is
proven
and
the
other
one
has
just
gotten
into
it.
So
we
got
market.
You
know,
we've
got
battery
issues
and
I
think
we
are
also
trying
to
figure
out
the
way
to
do
this.
A
I-
and
this
has
been
a
really
tough
one,
because
we
have
I
think
about
10
or
12
diesel
vehicles
that
we
shouldn't
be
having
on
our
street
right
now.
So
how
do
we
deal
with
the
immediate
when
we
can't
get
an
order
in
for
an
electric?
It's
really.
It's
I
wish
it
were
a
lot
more
simple,
but
I
will
send
out
the
minutes
of
that
meeting
so
that
you
can
see
the
discussion
around
the
that
we
face
with
electric
buses
and.
J
I
think
just
to
piggyback
on
that
too
I
think
we
always
understood
coming
out
of
Environmental
Committee
and
then
at
the
diets
that
our
goals
are
very
aspirational.
Right,
we've
set
them
very,
very
high,
and
so
for
me
you
know
I'd
love
to
see
us
meet
those
goals.
At
the
same
time,
you
know,
I
still
think
we
need
to
shoot
for
the
stars.
You
know,
even
if
it
means
we're
hate
in
there,
does
that
make
sense.
N
One
thing
I'll
note
that
I
think
is
exciting
about
the
airport's
work
around
electric
buses
is
they're,
getting
experience
with
how
to
maintain
buses
with
how
to
drive
the
buses.
We
can
leverage
that
experience
cat-scan.
You
know
when
we
think
about
pilots
and
talk
about
a
cat's
pilot.
We
have.
We
have
another
city
department
that
is
going
to
have
this
experience
very
shortly,
and
so
how
do
we
leverage
that
to
make
that
transition,
as
it
is
just
a
matter
of
time
as
to
when
that
transition
will
be
made?
F
Kind
of
carrying
on
what
mayor
just
just
mentioned
but
come
think
of
it
in
a
little
different
way.
I
hope,
maybe,
as
we
go
forward
in
our
thinking,
let's
think
about
it
from
a
market
perspective
and
not
simply
from
our
individual
lives
and
and
what
I
mean
by
that
is
that
I?
Don't
think
what
we
have
at
this
point
in
time
is
as
aspirational
as
as
we
think
it's
going
to
be.
F
If
you
look
at
the
economics
that
are
happening,
electrification
is
happening
now,
so
we
need
to
understand
how
our
procurement
processes
might
be
lagging
behind,
where
the
market
is
actually
going
to
take
us.
So
where
we
might
be
thinking
hey
in
ten
years,
we
might
really
be
where
we
need
to
start
thinking
about
having
a
full
electrical
fleet.
We
know
that
this
fall
Amazon
had
put
in
an
order
for
a
hundred
thousand
all-electric
vehicles
to
be
added
to
their
fleet
by
by
2030,
and
we
know
that
that
that
they're
gonna
have
a
massive
infrastructure
investment.
F
That's
gonna
have
to
support
that.
You
know
it's
gonna
follow
that
UPS
is
gonna,
follow
that
FedEx
is
gonna.
Follow
that
these
are
this?
Isn't
hypothetical
like
this
is
happening
now?
We
no
one
would
know
that
we're
gonna
need
this
buy-in
from
the
private
sector
to
attain
our
community
goals
right.
So
how
can
we
engage
with
them
to
see
that
hey
are
those?
Are
those
vehicles
when
they've,
cuz,
they're
gonna
start
rolling
out
in
2021?
Are
they
gonna
be
rolling
out
on
our
streets
first?
If
not,
how
do
we
get
them
there,
but
also?
F
How
can
we
especially
for
the
entities
that
we've
given
public
dollars
for
to
bring
these
operations
here?
How
can
we
continue
to
partner
to
say,
hey?
Is
there
a
public-private
investment
here
that
we're
not
thinking
about
in
terms
of
like
we're,
seeing
whether
the
battery
technology
or
charging
infrastructure?
Where
are
the
places
that
we're
not
thinking
about
that,
could
provide
just
not
just
the
community
benefit,
but
you
know
the
specific
investment
for
what
we're
looking
at
operationally.
I
really
haven't.
Seen
us
talk
about
it
like
that.
F
A
B
Mayor
members
of
council,
when
I
saw
this
presentation
the
first
time
there
were
about
six
slides
dealing
with
electric
buses
and
I
asked,
could
they
reduce
it
to
one
to
maybe
not
have
the
electric
buses
from
cats
overshadow
to
see?
You
have
a
conversation?
What
I
will
say
is
as
a
team,
we
are
committed
to
electrifying
electrifying,
the
fleet
and
cats.
Here's
so
that's
the
takeaway.
B
We
are
working
with
the
private
sector
to
see
if
we
could
have
a
public-private
partnership
at
very
low
costs
to
the
city
so
that
we
can
test
this
with
the
short
routes.
With
all
of
the
issues
that
we
have
been
talking
about
over
the
course
of
last
year,
but
the
one
thing
I
will
say:
I,
don't
want
to
speak
for
John
he's
he's
right
over
there,
but
I
think,
and
this
is
consistent
with
what
John
would
say
right
now.
B
The
cost
of
an
electric
bus
is
more
than
the
cost
of
some
of
the
other
buses
that
he
could
purchase
and
with
some
of
the
questions
around
the
viability
or
how
they
would
be
utilized.
If
he
just
did
that
today,
the
frequencies
which
the
council
has
been
working
on
there
would
be
almost
a
step
back
we're
trying
to
address
the
frequencies,
because
you
would
use
more
of
your
money
to
purchase
more
expensive
buses.
B
That's
just
March,
which
today
the
whole
okay,
and
that
doesn't
mean
that
we're
not
working
very
very
hard
to
try
to
reach
the
2030
goal
because,
as
technology
improves,
there
may
be
opportunities
two
years
from
now
or
three
years
from
now
that
we
don't
have
today
so
I.
Just
don't
want
the
council
to
believe
that
we
are
just
stonewalling.
B
F
So
I
hear
that
and
I
hear
the
cost
and
I
know
that
if
we
buy
this
bus
now
and
we
won't
be
able
to
you
know,
we
have
to
make
decisions
but
again
think
of
it
from
a
market
perspective.
Okay,
we
buy
a
bus.
Now
we
have
to
keep
it
for
12
years.
What
does
it
look
like
to
maintain
that
bus
in
seven
years?
Right
because
again,
no
one
about
how
vehicles
work
this
a
lot
lower,
theoretically
and
and
and
actually
a
breakdown?
You
know
a
lot
less
parts
to
fix,
so
we
buy
these
buses.
F
D
B
H
H
And
first
I'm
going
to
talk
at
a
very
high
level
and
overview
of
Charlotte
water.
Charlotte
water
is
one
of
the
largest
water
and
sewer
providers
in
the
southeast.
We
provide
service
to
more
than
1
million
people
around
the
clock
in
the
City
of
Charlotte
Mecklenburg
County,
the
six
towns
contained
within,
and
we
also
have
partnerships
where
we,
where
we
share
services
with
the
majority
of
the
adjoining
counties,
including
Cabarrus,
Union,
Lancaster,
York
and
most
recently,
Gaston
County.
H
Next
I'm
going
to
talk
quickly
about
some
of
the
ongoing
initiatives
in
Charlotte
water
and
some
of
these
I
can
count
as
accomplishments
that
kind
of
underpin
our
FY
21
budget
request.
A
little
bit
of
what
you'll
hear
me
say
has
been
previously
covered,
both
by
Sheila
as
it
with
regards
to
employees
and
Sarah
as
well
as
it
relates
to
the
sustainable
energy
action
plan.
H
H
First,
starting
at
the
top.
We
have
financial
stability,
it's
very
important
to
our
organization
and
to
accomplish
that
we
maintain
a
long-term
financial
plan.
This
is
a
multi-year
look
out
at
our
anticipated
water
sales
revenues
and
expenditures
for
operating
in
capital.
This
allows
us
to
try
to
maintain
a
somewhat
steady-state
financial
plan
and
then
that
also
helps
us
maintain
the
highest
bond
rating
with
all
three
bond
rating
agencies.
H
We
very
much
recognize
the
need
for
a
high-performing
workforce
and,
as
Sheila
talked
about
earlier,
the
importance
of
the
Workforce
Development
and
over
the
past
year.
Charlotte
Water
has
two
different
programs.
We
have
a
workforce
development,
we
have
an
apprenticeship
program
and
that
has
allowed
us
to
bring
in
two
dozen
folks
from
in
the
community
that
might
otherwise
have
some
sort
of
impediment
to
employment
and
put
them
through
these
programs
and
they're.
Most
of
those
folks
made
it
all
the
way
through
or
are
now
employed
with
Charlotte
water
in
full-time
positions.
H
We're
very
proud
of
that,
and
we
will
continue
to
utilize
that
program
and
advance
it
in
the
coming
year.
Of
course,
we
need
to
be
responsive
to
our
customers,
but
not
just
in
the
traditional
way
of
picking
up
the
phone
and
calling
3-1-1
and
over
the
past
year,
we
partnered
with
a
private
company
named
home,
serve
to
provide
for
a
warranty
of
the
private
water
and
sewer
lines.
H
Additionally,
to
that
we're
also
partnering
with
housing
and
neighborhood
services,
and
looking
for
some
grant
funded
opportunities
for
any
folks
that
would
wish
to
join
to
Charlotte
water
system
and
to
pay
those
capacity
and
connection
fees.
This
would
be
for
people
at
a
at
a
lower
percentage
of
the
ami
in
the
area.
H
Environmental
stewardship
is
at
the
very
very
core
of
what
we
do.
We
recognize
the
importance
of
that
and
and
additionally,
how
it
fits
with
the
city's,
larger
and
broader
goals
with
the
sustainable
energy
action
plan.
Charlotte
water
has
been
doing
these
things
for
years,
but
notably,
we
have
our.
We
call
it
a
CHP
combined
heat
and
power
project
at
our
MacAlpine
wastewater
plant
and
this
harvests.
What
would
otherwise
be
a
waste
product
of
methane
gas
and
it
puts
it
through
a
generator
which
converts
it
to
electricity,
which
is
put
back
on
the
grid.
H
We've
also
begun
a
pilot
of
using
biodiesel
in
some
of
our
fleet
vehicles
and
we've
been
a
partner
in
that
abl,
the
city's
automated
vehicle
locator
program,
and
we
have
nearly
all
of
our
fleet
up
and
running
with
those.
At
the
moment
we
understand
the
need
for
community
engagement
as
our
capital
investment
program
grows,
and
we
have
more
projects
out
in
the
community.
H
We've
done
two
things
on
that
front:
to
engage
with
folks,
we
have,
we
have
had
more
in-person
meetings,
trying
to
meet
the
people
out
in
the
community
and
talk
to
them
about
the
project,
the
need
and
what
they
can
expect.
We
have
also
updated
our
website,
so
we
have
more
of
a
web
presence
if
somebody
wants
to
find
that
information
that
way,
and
also
with
our
growing
capital
program,
there's
additional
opportunity
for
vendors
within
the
community.
Typically,
our
projects
are
quite
large.
H
Identify
small
businesses,
get
them
engaged
with
the
city
through
this
city's
small
vendor
program
and
find
them
opportunities
to
participate
in
some
of
these
large
projects
that
we
have
it's
been
very
successful.
It's
helped
us
achieve
the
CBI
goals
with
our
projects,
but
all
of
that
is
predicated
on
us
having
reliable
infrastructure
everything
that
you
see
above
ground
in
Charlotte
all
of
the
development.
H
All
of
the
growth
is
reliant
upon
sound
infrastructure
below
ground,
and
we
have
to
maintain
that,
and
we
have
to
plan
for
that
and
to
that
end,
we've
recently
completed
a
system-wide
master
plan
of
our
water
system.
That
will
tell
us
where
we
need
to
go
and
what
we
need
to
do
and
when
we
need
to
do
that,
and
we
have
been
strong
partners
with
the
city's
2040
comprehensive
plan.
H
Talk
a
little
bit
about
our
annual
budget
and
we
have
a
proposed
budget
this
year
of
about
four
hundred
and
seventy
five
million
dollars
the
largest
piece
of
that
by
far
300
million
will
go
towards
our
capital
program
about
half
of
that
will
be
used
as
Pago
financing,
basically,
cash
for
projects.
The
other
half
goes
for
debt
service
for
those
projects
that
are
funded
through
long-term
water
and
sewer
revenue
bonds.
That's
been
an
intentional
move
on
our
part.
H
In
years
prior,
we
were
more
heavily
weighted
towards
the
bond
funding
and
we've
wanted
to
bring
that
back
to
the
where
it's
about
equal,
and
so
we
are
at
that
point
now,
and
we
will
continue
to
try
to
keep
that
mix.
The
other
hundred
and
seventy
five
million
dollars
is
split
between
our
personnel
and
our
operating
expenses.
This
is
the
money
that
goes
to
pay
our
nearly
1,000
employees
and
their
benefits.
H
It
pays
for
the
power
at
our
facilities,
the
chemicals,
the
repair
and
maintenance
of
our
system
and
I
mentioned
earlier-
that
one
of
our
our
key
things
that
we
have
is
a
long-term
financial
plan
that
long-term
financial
plan
does
include
expected
annual
rate
increases.
Those
are
we
work
very
hard
to
manage
those
and
keep
them
modest,
and
this
year
we
do
expect
that
there
there
will
be
a
rate
increase.
H
It
is
still
fairly
early
for
our
staff
and
the
work
that
they're
doing,
but
we
expect
that
that
rate
increase
for
the
average
customer
will
be
between
3.2
and
3.6
percent
and
that
will
yield
a
monthly
increase
on
their
bill
of
about
$2.
This
is
very
much
in
line
with
where
we
anticipated.
We
would
be
last
year
at
this
time
and
so
we're
happy
that
we're
keeping
on
track
and
we're
able
to
afford
all
of
the
things,
particularly
our
capital
program,
that
we
need
to
support
the
community
with
that
nominal
or
modest
rate
increase.
H
So
the
largest
part
of
our
budget,
by
far,
is
that
that
goes
to
fund
our
infrastructure,
investments
and
so
I
want
to
take
a
minute
and
talk
about
that.
We
roughly
categorize
these
projects
into
five
different
groupings.
Overall,
we
have
well
over
a
hundred
projects
in
our
community
investment
plan
and-
and
that
is
proposed
to
increase
this
year
about
300
million
dollars
over
where
it
was
last
year
from
about
1.6
billion
up
this
year
to
a
proposal
of
1.9
billion
dollars.
H
The
largest
of
that
right
at
a
billion
dollars
is
in
the
category
that
we
call
the
capacity
for
growth,
and
so,
as
you
look
around
and
all
of
the
development
that
you
see
throughout
the
county,
the
city,
the
towns,
we
have
to
make
sure
that
our
infrastructure
is,
is
there
in
time
to
support
it
and
it's
the
right
size,
that's
big
enough
to
provide
the
water
and
carry
the
wastewater,
and
so
we
we
are
endeavoring
to
do
that.
That
is
seen
a
lot
of
growth.
In
the
past
several
years,
we've
known
these
projects
were
coming.
H
We
had
predicted
them
in
our
master
plans.
The
growth
has
ticked
up
a
little
bit
beyond
what
we
expected
that
it
would
have
and
that
three
hundred
million
dollar
increase,
a
significant
portion
of
that
I'm
excited
to
say,
is
for
our
newest,
our
soon-to-be
newest
wastewater
treatment,
plant
known
as
the
the
Josie
Stowe
Regional
Water
Reclamation
facility,
and
it
will
be
located
out
near
the
national
White
Water
Center.
We
currently
own
that
site.
H
This
is
particularly
exciting
for
us.
It
is
formed
in
part
out
of
a
partnership
with
a
couple
of
towns
over
in
Gaston
County,
as
we've
recognized
the
need
to
be
more
regional,
you
get
economies
of
scale
and
it
makes
more
sense
from
from
running
a
utility.
So
we've
partnered
with
the
towns
of
Belmont
and
Mount
Holly
in
a
long-term
agreement
to
take
their
dated
facilities
offline,
we
will
accept
their
wastewater
and
it
will
be
treated
at
this
new
facility.
H
What
that
helped
us
do
was
to
be
able
to
negotiate
with
the
state
to
obtain
the
permit
to
build
this,
but
ultimately
it
provides
for
the
the
long-term
capacity
to
treat
the
the
growth
that
will
happen
in
in
Charlotte
and
the
community.
Of
course,
we
can't
ignore
the
infrastructure
that
we
have
in
the
ground.
A
lot
of
it
was
built
in
the
50s
60s
and
70s,
and
it's
nearing
the
end
of
its
useful
life.
H
Out
of
that
pipe
line,
154
million
will
go
to
regulatory
driven
projects,
we're
heavily
regulated
by
both
the
federal
and
state
level,
and
so
often
you'll
see
changes
that
are
prescribed
in
the
way
that
we
operate
or
treat
water
or
wastewater,
and
these
projects
are
a
result
of
that
and
then
our
commitment
to
public
projects.
This
is
where
we
make
infrastructure
investments
that
are
somewhat
in
in
partnership
with
other
city
or
community
projects,
or
investments
and
I'll.
Give
you
an
example:
there
is
an
independence
Boulevard
when
that
project
was
being
done
in
the
widening.
H
We
recognized
that
it
was
smart
to
go
in
and
replace
and
upsize
those
water
and
sewer
pipe
lines,
while
we
had
that
opportunity
so
that
we
weren't
coming
back
later
to
do
that
work
and
then
our
facilities
in
technology.
These
are
some
of
the
things
behind
the
scenes
that
keep
our
organization
running.
Well,
everything
from
from
buildings
to
upgrades
to
our
billing
system-
and
one
of
these
that
is
exciting
for
us-
is
the
new
field
operation.
We
have
four
of
those
zones.
H
This
is
zone,
four,
that's
being
replaced
down
off
of
West
tavola
Road,
it's
a
very
outdated
facility
that
is
really
undersized
for
the
operation
we're
running
there,
but
when
we,
when
we
saw
that
opportunity,
we
thought
we
should
reach
out
to
her
sister
Department
stormwater
services
and
right
now
it
actually
looks
like
we're
going
to
be
building
a
facility
there.
That
will
be
large
enough
to
allow
for
the
colocation
of
their
staff
and
so
that's
an
exciting
opportunity,
as
we
look
for
some
synergies
with,
and
so
that
brings
me
to
the
end
of
the
presentation.
D
So,
first
of
all,
thank
you
for
what
you're
doing
anybody
who
remembers
Flint
Michigan
knows
what
bad
water
is
and
we
are
fortunate
to
be
able
to
take
the
water
we
have
for
granted.
I
wonder
if
you
could
comment
on
the
page
that
is:
has
the
dollar
bill
broken
up
on
it?
Did
you
have
a
slide
for
that?
I.
D
H
D
D
A
M
H
M
M
H
The
works
it
is,
it
is
in
the
works,
it
is
a
very.
It
has
multiple
parts,
so
the
first
part
which
is
bringing
the
pipes
actually
underneath
the
Catawba
River
that
has
already
started,
along
with
the
ability
to
receive
that
flow
on
the
Mecklenburg
County
side.
That
work
has
started.
Meanwhile,
on
the
treatment
facility
itself,
we
just
selected
the
design-build
team
that
we'll
be
constructing
that,
and
so
they
will
be
getting
to
work
very
soon
and.
H
So
this
would
be,
for
whomever
is,
is
doing
that
initial
connection
to
our
system.
Usually
it's
a
builder
or
a
developer
that
is
paying
both
of
those
fees
and
and
if
I
may,
the
the
reason
the
connection
fee
goes
down
is
because
we
look
at
our
actual
cost
to
perform
that
work
over
the
last
year,
and
we
had
we
utilize
contractors
for
that
service.
We
had
some
favorable
bids
come
in,
and
that
means
that
our
cost
has
reduced
on
that
we
just
passed
along
actual
cost.
H
Okay,
but
SDF
is,
is
what
that
is:
that's
based
on
a
very,
very
deep
calculation
that
looks
at
kind
of
the
value
of
that
existing
system,
treatment
facilities,
pipelines
and
and
for
every
customer
kind
of
buys
into
their
own
fair
share
of
that
value.
In
other
words,
we
didn't
want
the
existing
customers
within
the
county
to
have
paid
for
the
creation
of
that,
but
for
new
customers
to
come
along
and
not
likewise
have
to
invest
a
little
bit
into
that
I.
Just
you
know,
for
when.
F
J
F
H
J
H
E
H
J
A
A
O
You
yeah
good
afternoon
America,
you
all
saw
me
in
a
different
capacity.
Monday
night
could
be
with
you
again,
and
so
this
is
tonight
obviously
talk
about
our
budget
for
storm
water
services,
so
I've
really
got
three
things:
I
plan
to
tell
you
with
eight
slides
and
that's
basically
who
we
are,
what
we've
been
doing
in
FY
2020
and
what
we
intend
to
do
in
FY
2021.
O
So
this
slide
is
one
that
probably
doesn't
need
to
change
year
every
year.
It's
just
a
quick
reminder
of
what
we
do
as
an
outfit
and
it's
basically
to
take
water
that
begins
as
rain
water
and
make
sure
it
arrives
safely
to
our
streams
in
the
cleanest
way
that
we
can
get
it
there.
So
we
do
in
flooding
and
we
deal
in
water
quality.
O
This
slide
is
really
just
meant
to
give
you
sort
of
a
sampling
of
the
variety
of
work
that
goes
on
in
this
program.
I
won't
mention
all
of
it,
but
just
sort
of
point
out
a
few
things
we
operate
as
a
joint
utility
with
the
county.
It's
been
a
successful
venture
with
the
county
that
we've
enjoyed
phool
over
25
years.
O
Much
of
what
we
do,
and
in
fact
part
of
how
we
were
created
was
to
make
sure
we're
complying
as
a
community
with
the
requirements
of
the
Clean
Water
Act,
which
is
was
related
to
what
you
saw
Monday
night.
An
asset
management
is
something
you're.
Gonna
see
me
touch
on
in
a
couple.
Slides,
that's
increasingly
become
an
important
part
of
our
business.
The
last
couple
things
I'll
mention
about
on
this
slide
is
just
sort
of
a
reminder
that
we,
like,
like
many
departments,
are
a
high-touch
outfit
as
it
relates
to
community
engagement.
O
We
get
anywhere
from
three
to
four
thousand
contacts
initiated
to
us
in
a
given
year,
and
on
top
of
that,
we
we
try
to
proactively,
do
outreach
and
education
and
you'll
it's
common
to
see
us
out
engaged
in
the
community
and
we're
also
big
into
engineering
and
construction,
large
project
management,
outfit
and
increasingly
we're
refining.
We
have
a
home
and
a
role
in
severe
weather
response.
O
Excuse
me,
this
slide
is
really
just
to
give
you
a
sampling
of
the
volume
of
work
that
we
do.
I
won't
read
it
to
you,
but
you
can
keep
that
in
your
materials.
I
will
point
out
all
that
work
gets
done
through
a
group
of
folks,
that's
around
170
people,
plus
apprentices
and
and
more
force
trainees
that
were
happy
to
have
to
be
part
of
the
team.
O
This
is
the
slide.
That
is
just
to
kind
of
remind
you
that
we've
got
a
good
history
of
investing
with
efficiency,
so
we're
proud
that
most
of
our
revenue
collected
ends
up
in
direct
capital
investment
and
been
able
to
sustain
a
triple-a
bond
rating
as
we
go.
So
it's
kind
of
who
we
are
FY
20
is
where
I
want
to
spend.
O
The
second
part
is
that
we
are
shifting
our
focus
of
our
work
to
really
deal
with
city
maintain
drainage
system,
as
our
top
priority
we've
all
and
the
last
is
to
reprioritize
all
of
our
work
to
make
sure
we're
dealing
with
the
very
highest
risk
work.
First,
we
always
dealt
with
the
most
severe
things.
First,
that
was
not
new,
but
I.
O
Think
we
also
recognized
there
were
things
that
were
sort
of
hovering
in
that
middle
tier
that
required
that
we
rethink
how
we
tackle
our
priorities
and
we've
done
that,
and
so,
as
we
think
about
transitioning
to
a
program
of
work.
That's
really
focusing
on
Public,
Liability,
I.
Think
every
one
staff
and
council
had
recognized
that
we
had
developed
a
commitment
that
we
needed
to
honor
that
dealt
with
private
property
locations
where
people
were
expecting
services
from
us,
and
so
we
know
where
these
are.
O
So
another
way
to
talk
about
that
is
that
we
will
need
to
open
up
the
project
pipeline,
so
that
has
meant
bringing
some
innovation
to
our
work.
We
always
work
with
designers
who
are
consultants,
but
we've
chosen
to
enter
into
an
arrangement
where
they're
co-locating
with
us,
alongside
the
work
that
we
do
to
try
to
streamline
how
the
design
work
gets
done
and
you've
probably
you've,
probably
also
noticed
a
barrage
of
council
actions
that
your
business
meetings
to
try
to
create
more
capacity.
O
We
entered
into
FY
2020,
and
let
you
see
how
again
year
by
year
trying
to
increase
that
productivity
part
of
the
way
that
we've
accomplished
that
in
this
Wynand,
our
FY
20
work
was
to
work
in
a
closer
way
with
the
finance
and
budget
offices
together
to
really
think
about
with
this
increased
commitment,
what
does
it
take
from
a
resource
perspective,
but
also
what
what
are
the
best
practices
from
a
financial
perspective?
So
it
was
a
comprehensive
review
that
was
done
last
March,
we're
doing
it
again.
O
This
year
is
the
best
practice
and
are
grateful
for
budget
and
finance
the
support
of
that
effort,
and
so
where
that
leaves
us
is
last
year.
We
had
believed
that
the
financial
model
that
we
had
had
brought
forward
was
one
that
we
might
expect
could
be
something
in
the
realm
of
3.6%
in
a
given
year
or
say
over
a
five-year
outlook,
and
so
where
we
are
today
is
we
think,
we'll
be
able
to
come
in
below
that.
D
D
D
O
We
found
was
what
we
thought
we
might
find,
which
is
that,
just
as
it
was
our
very
lowest
priority,
so
too
was
a
very
low
priority
to
the
typical
homeowner,
so
that
the
folks
that
we
sampled
it
was
something
in
the
realm
of
one
to
two
percent
interest
represented
a
very
low
overall
utilization
of
that
fund.
So.
D
K
F
Seeing
that
the
mission
of
Charlotte
stormwater
is
to
provide
infrastructure
around
impervious
runoff
and
you
know
to
reduce
water
quantities
wherever
possible,
that
is
running
off,
I
would
like
for
stormwater
to
really
get
into
this
kind
of
see
app
development
space
and
start
finding
options
for
developments
to
do
things
to
capture,
to
reduce
impervious
stormwater
runoff
options.
Like
you
know,
how
can
we
look
at
vertical
gardens,
greening
roofs
and
other
things
that
we
might
not?
You
know
what
we
most
might
be
thinking
about
drains
and
pipes.
O
F
O
O
But
again,
our
program
really
grew
out
of
an
interest
in
providing
clean,
surface
water
quality,
and
so
what
we've
really
seen-
and
this
is
really
true
across
the
country-
is
a
transformation
and
a
belief
that
the
most
important
thing
to
do
with
stormwater
was
to
rapidly
get
it
out
of
your
city
and
as
fast
as
you
could
into
creeks,
and
what
that
meant
was
a
lot
of
environmental
damage
done
and
so
a
big
part
of
what
we're
doing
in
our
programs.
It's
a
it's
a
suite
of
things.
It
includes
direct
capital
investment.
O
We've
got
some
projects
that
I
know
some
council
members
had
a
chance
to
come
out
to
be
a
part
of
some
ribbon
ribbon
cuttings
at
time.
When
we
kick
off
environmental
investments,
we
also
do
things
through
regulation.
I
think
you
saw
some
of
that
Monday
night
on
the
development
front.
We
benefit
today
from
some
regulations
that
have
really
only
been
introduced
in
a
modern
era,
probably
the
last
ten
years
or
so
where,
when
you
see
these
detention
ponds
that
are
built
on
site,
they
have
this
dual
benefit
of
slowing
down.
F
I
guess
just
to
go
kind
of
tape,
push
it
a
little
further
I'm
thinking
less.
You
know
less
of
the
multifamily
ponds
and
things
like
that
as
we
get
denser
and
higher
up
it's
great
when
the
community,
you
know,
is
experimenting
on
their
own,
but
maybe
is
there
something
that
we
can
find.
You
know
that
we
can
offer.
K
F
Especially
as
we're
looking
in
a
277
Loop
south-
and
you
know,
is
there
a
different
option
now
we
could
say
hey.
You
should
consider
this
because
we've
vetted
it,
and
this
is
something
that
we
want
in
in
our
community
and
it
works
within
our
overall
infrastructure.
Our
complements
our
overall
traditional
traditional
stormwater
infrastructure,
I
wholeheartedly.
O
O
So
I
think
that
the
total
spend
on
that
is
under
a
hundred
thousand
in
terms
of
what
our
commitments
represent.
So
we
we
still
have
funds
that
could
be
available,
so
that
program
officially
still
exists.
So
if
anybody
today
felt
like
it
was
important
enough
that
they
dealt
with
at
a
fifteen
percent
investment
on
their
end
to
have
the
city
help
them
with
that,
we
would
still
provide
that,
but
that
one
to
two
percent
participation
rate
was
really
speaking
to
the
number
of
people
we
talked
to.
O
O
So
what
councilmember
Drake's
may
have
mentioned
this,
but
two
and
a
half
million
in
the
first
year,
two
and
a
half
was
intended
in
a
second,
so
the
total
five
years,
a
five
million
dollar
commitment,
and
so
again
the
program
still
is
available,
and
we
would
point
that
out
to
anybody
that
would
would
take
an
interest
in
those
one.
Other
quick
reminder
about
X's
been
a
while,
since
we
talked
that
we
had
not
qualified
that
work
since
2015
and
so
for
a
lot
of
folks,
people
have
moved.
O
J
Can
there
be
a
case
made
and
I
really
appreciate
you
taking
the
time
you
and
others
taking
the
time
to
meet
with
me
the
other
day
and
explain
kind
of
this
process
and
how
leaky
it
can
be
to
to
evaluate
a
stormwater
problem,
go
through
design
and
planning,
and
then
implementation
or
I
guess
the
construction
of
it
and
how
that
process
could
take
up
words,
I
think
from
what
you
were
telling
me
upwards
of
seven
years.
Maybe
more!
O
J
A
case
be
made
that
if
we
were
to
put
more
into
maybe
some
of
these
seventeen
hundred
here
today,
so
ones
that
maybe
aren't
higher
in
that
priority.
Alright,
that
could
otherwise
expand
or
extend
else
five,
seven
years
beyond
what
our
your
our
aspirations
or
our
hopes
are
that
we
could
actually
be
saving
money
and.
O
Theoretically,
maybe,
but
what
I
would
point
out
as
a
practical
matter
is
when
we
made
the
commitment
to
do
the
seventeen
hundred
and
five
years.
What
we
need
to
be
able
do
is
create
what
we
thought
was
a
realist
plan
to
accomplish
that
work,
and
so
part
of
that
is
to
develop
the
capacity
to
produce
that
work.
We
didn't
want
to
kid
ourselves
that,
just
because
we
put
more
money
into
it
in
the
near
term
that
we
could
just
crank
out
projects
that
fast.
O
So
that's
why
you
see
an
s,
not
just
an
escalation
in
our
productivity,
but
an
escalating
productivity
year
by
year.
So
we
want
to
learn
in
this
year
and
be
able
to
do
that
much
plus
more
the
following
year.
So
we
really
think
we
are
pushing
in
terms
of
adding
resources
growing
the
capacity
not
just
in
our
group,
but
in
real
estate
contracts
utilities
across
the
board.
We
have
to
grow
that
capacity
at.
J
What
point
in
time
or
are
we
satisfied
that
we
have
done
all
we
can
to
to
extend
this
pilot?
It
was
the
Class
C
focus.
So
what
point
in
time
do
we
say
you
know,
we've
done
all
we
can,
and
maybe
we
can
look
at
other
ways
or
other
options
to
to
kind
of
address
some
of
our
other
stromal.
Our
concerns
with
the
pilot
program,
funds.
B
So
mayor
members
of
council
I
understand
what
you're
seeing
mr.
Newton.
What
I'd
like
to
do
is
reframe
this.
If
we
can,
prior
to
last
year,
we
had
comments
whether
they
were
true
or
not.
That
suggested
that
we
didn't
know
when
we
would
ever
do
a
project,
it
could
be
five
years.
It
could
be
18
years
it
could
be
20
years.
So
what
Mike
did
in
last
I
guess
the
budget.
B
Now
I
thought
that
we
had
moved
beyond
the
pilot
because
the
the
pilot
was
dealing
with
an
old
system
of
A's,
B's
and
C's
okay,
and
so
what
Mike
tried
to
do
then
was
to
find
a
way
to
address
those
seasons.
Last
time
I'm
ever
going
to
use
a
A's,
B's
and
C's
because
they
had
been
with
us
for
so
long.
So
that
pilot
we
had
such
a
low
response
rate.
You
could
have
just
pulled
the
plug
on
it
and
used
the
remaining
four
point:
nine
million
dollars
for
something
else,
but
what
he
suggested
is.
B
If
there's
somebody
still
out
there
and
people
have
moved,
we
have
to
validate
verify
the
address
list,
whatever
that
number
was
in
2018
is
dramatically
lower
because
those
weren't
the
individuals
who
actually
registered
the
complaint.
So
if
we
could
just
separate
the
two
there,
there
is
the
old
system
in
which
there
was
a
pilot
to
address
what
I
would
call
our
lowest
priority
projects,
and
now
we
move
forward
to
something
that's
more
definitive,
measurable
and
we're
starting
to
make
a
lot
of
progress.
Many.
J
J
Okay,
so
these
are
all
not
our
highest.
These
were
sort
of
hovering
in
the
middle,
but
and
at
some
point,
so
so
with
the
pilot
program,
if
no
one
takes
advantage
of
it,
I
mean
at
what
point.
Well,
we
do
need
to
start
looking
at
that
right
and
saying:
okay
now
this
should
be
allocated
somewhere
right
at
some
point.
I,
don't
disagree
with
you
at
all,
okay!
Well,
we
just
need
to
figure
out
what
that
point
is
yes,.