►
From YouTube: City Council Action Review Meeting - December 9, 2019
Description
You're watching the Charlotte City Council Action Review Meeting - December 9, 2019 Thanks for joining us!
A
B
C
B
Okay,
okay,
well
with
that
we're
gonna
go
ahead
and
get
started.
Welcome
to
the
December
business
meeting
of
the
City
Council-
and
we
are
welcoming
three
new
council
members
this
evening.
So
that's
very
exciting
and
we're
gonna
go
ahead
and
start
with
our
consent
agenda
items.
I
know
we
have
one
item
that
has
been
pulled:
it
has
a
public
speaker
number
forty-three.
D
E
B
A
B
F
Thank
you,
as
you
have
before
you
use
the
written
out
from
if
everybody
wants
to
take
a
chance
to
look
over
what
they've
asked
and
what
their
fellow
council
members
have
asked
and
I've
had
a
chance
to
sit
down
with
most
of
you
to
go
over
the
questions
you
asked,
but
please
let
me
know
once
your
looking
over
this.
Do
you
have
any
additional
questions
or
need
any
more
clarifications.
B
F
G
You
Mayor
Pro
Tem
members
of
council,
so
tonight
we
have
but
two
items
and
both
are
really
follow-ups.
One
is
an
update
on
our
CDI
program
and
the
procurement
process.
As
you
may
remember,
there
was
a
supply
contract
that
was
pulled
and
you
asked
that
we
come
back
with
additional
information.
We
will
do
that
tonight
and
also
we
have
a
transit
operations
update
to
give
you
additional
information
about
some
of
the
neat
things
of
occurring
with
cats
and
an
opportunity
for
us
to
better
understand
some
of
the
ridership
patterns.
B
H
B
H
Time
I've
ever
introduced
myself
that
way,
and
so
today
it's
my
pleasure
to
introduce
to
you
Kay
Elmore
she's,
our
chief
procurement
officer.
She
has
been
doing
city
procurement
for
Charlotte
for
20
years
and
she's,
been
in
the
chief
role
for
13
and
she's,
going
to
bring
forward
an
update
about
our
city
procurement
practices
and
specifically
our
inclusion
efforts
around
city
contracting.
Of
course,
I'll
remind
you
that
on
October
28th
during
your
consideration
of
an
office
supplies
contract,
you
raise
some
questions
about
those
practices
and
our
inclusion
efforts
so
tonight
that
agenda.
H
I
So
I
think
it
is
incredibly
important
for
us
to
be
able
to
talk
about
the
number
of
connections
and
synergies
that
exists
between
procurement
and
inclusion.
Public
procurement,
which
is
statutorily
governed,
must
be
legal,
open
and
fair
and
inclusion
must
also
be
transparent
and
equitable.
The
two
are
inherently
tying
together,
because
inclusion
is
most
successful
where
equity
driven
procurement
is
the
standard.
The
city
is
committed
to
an
equal
playing
field
for
mws
fees,
and
we
do
this
through
a
number
of
collaborative
programs.
I
A
Charlotte
business
inclusion
program
leads
an
outreach
certification,
business
resources,
compliance
advocacy
and
a
number
of
their
of
initiatives,
including
capacity
building
for
in
entities
already
doing
business
with
the
city.
Our
collaborative
partners
in
the
office
of
equity
mobility
and
immigrant
integration
and
the
Department
of
Economic
Development
play
a
major
role
in
business
development
and
capacity
building.
I
These
two
approaches,
collaborative
partnering
together,
ensure
that
we
are
focused
on
M,
WS,
B
wins
so
over
the
past
year,
we
have
had
a
number
of
wins
that
I
think
are
important
to
highlight
we're
incredibly
excited
about
our
increases
in
new
certifications,
which
are
up
across
all
certification
types.
We
are
especially
excited
to
see
nearly
50%
growth
in
our
minority
business
enterprise,
certifications.
I
We've
been
able
to
successfully
reduce
our
business
certification
process
from
45
days
to
7
days
and
we've
had
thousands
of
staff
interactions
with
MW
SPS,
where
we
can
sit
down
and
work
together
with
them
on
outreach,
networking
and
helping
them
understand
how
to
do
business
with
the
city.
We've
also
provided
$450,000
in
financial
support
through
a
number
of
loans,
grants
and
scholarships,
and
finally,
we
have
increased
our
spending
with
prime
certified
businesses
by
8
plus
million
dollars.
We're
expecting
that
to
continue
to
grow.
So
you
might
ask
how
did
we
do
that?
I
So
we've
been
focused
on
continuous
improvement
over
the
past
year.
We
have
been
intentional
about
every
change
that
we're
making
we're
focused
on
optimizing
and
streamlining
certification.
We
are
proactively
seeking
recertification
we're
not
asking
for
them
we're
not
waiting
for
them
to
call
us
we're,
calling
them
we're
identifying
niche
and
capacity-building
opportunities,
the
office
of
pipe
contract.
They
will
talk
about
later
tonight.
I
That's
a
niche
opportunity,
we're
increasing
our
outreach
communication
and
education
to
mws
bees
and
within
early
inclusion
planning
and
mandatory
goal
setting
in
those
cases
where
we
start
projects
and
we
come
in
with
low
or
no
goals,
we're
going
to
have
a
mandatory
committee
who
sits
down
and
looks
at
those
to
make
a
decision
how
we
go
forward
so
that
we
don't
end
up
at
Council
with
questions
about
goal-setting,
we're
working
on
improving
ease-of-use
and
transparency
with
our
new
online
diversity
management
system.
Some
of
you
have
heard
that
called
b2g.
I
Now
that
is
also
known
as
inclusion.
Clt
we've
brought
online
an
online
certification
module
and
we
are
doing
robust
reporting
and
we're
working
through
compliance
and
then,
finally,
our
team
is
working
on
getting
really
creative
around
digital
forecasting
applications.
We
call
that
early
bird
that
gives
us
an
opportunity
to
talk
to
mws
bees
very
early
in
the
process
and
include
them
as
early
as
possible,
so
they
can
prepare
for
next
level
opportunities.
I
So
many
of
these
same
improvements
we
utilized
in
the
citywide
office
supply
strategy
that
was
a
multi-part
strategy
to
maximize
MWC
opportunities.
We
sought
to
create
more
subcontracting
and
right-size
prime
opportunities.
We
actually
came
up
with
three
different
opportunities
to
award.
We
increased
awareness,
an
exposure
of
certified
firms
throughout
the
entire
process
we
connected
with
more
than
twenty-six
MDBs
bee
firms
and
talk
to
them
consistently
throughout
that
process,
and
then
we
worked
on
providing
education
and
support
to
increase
certified
firms,
growth
and
success.
I
So
utilizing
those
strategies
and
those
improvements
going
in
the
citywide
office
supplies
we
had
some
major
results.
We
set
a
citywide
I'm.
Sorry,
we
set
a
10%
subcontracting
goal
that
has
never
been
done
here
at
the
city,
not
in
20
years
that
I've
been
here.
We
were
never
able
to
actually
go
out
and
locate
a
firm
capable
of
doing
that,
but
our
team
hit
the
streets
running
to
go
out
and
find
businesses
who
could
actually
do
this?
I
I
What
we
think
is
really
impactful
about
this
story.
Is
that
one
of
the
firm's
SMB
computer
owned
by
Rena
powers
and
her
family?
She
is
a
2019
graduate
of
amp
up.
That
is
our
capacity
building
program.
We
were
able
to
actually
see
that
program
turn
into
an
action-oriented
plan
for
success,
for
then
at
this
MW
SP,
so
we
are
incredibly
excited
for
Rena
and
the
entire
team
at
SMD.
I
Those
are
the
types
of
initiatives
that
we're
trying
to
put
in
place
being
more
proactive
and
leading
with
these
excellent
opportunities
for
mws
des
so
I
want
to
make
sure
that
you
understand
our
commitment
to
MW
SP
growth
and
economic
mobility.
We
are
working
every
day,
shoulder-to-shoulder
with
a
number
of
people
across
the
city,
our
procurement
and
inclusion,
folks,
our
economic
development
folks,
all
coming
together
to
identify
areas
of
need
and
creating
niche
niche
opportunities
for
business
development.
I
We're
collaborating
with
community
partners
in
training
so
that
we
can
go
ahead
and
create
a
pipeline
of
qualified
end
WSB
firms
so
that,
when
an
opportunity
comes
available,
we
can
engage
them.
We're
also
creating
next
level
training
programs
like
anta
that
are
designed
the
fast-track
RM
WSP
firms
through
a
growth
and
development
phase,
so
that
they
can
be
more
successful
and
opportunities
here
at
the
city
and,
finally,
we're
also
working
to
connect
city
departments,
our
financial
partners
and
our
mentors
to
make
sure
that
mws
fees
have
a
robust
economic
habitat
to
learn
and
grow
in.
I
So
in
closing,
what
I
want
to
make
sure
that
I
share
with
you
is
the
commitment
that
this
team
has
to
economic
mobility
and
growth.
We
are
committed
to
capacity
building,
we're
committed
to
economic
mobility
and
next
level
level
growth
for
MWC
firms.
Our
focus
is
on
continuous
improvement.
We
want
to
meet
firms
where
they
are
and
we're
prioritizing
inclusion
and
equity
I'm
incredibly
proud
work
that
this
team
is
doing
and
we're
going
to
continue
to
push
the
envelope.
We're
not
gonna
stop
and
we
need
your
support
more
than
ever.
Thank
you.
B
Thank
you
very
much
miss
summer
for
all
that
the
hard
work
that
your
team
has
done
on
that
issue,
which
has
been
discussed
a
lot
in
councilmember
Mitchell's
committee,
and
it's
been
a
high
priority
for
the
council's.
So
with
that,
we
do
have
a
couple
questions
we'll
start
with
councilmember
Winston.
Thank.
D
You
for
this
very
informative
and
I
would
just
like
an
update
sort
of
I
would
like
an
update
not
today,
but
a
future
date
around
our
efforts
around
capacity
building
I
do
think
that
is
probably
our
greatest
opportunity
for
building
equity
testing
quality
but
equity,
where
it
doesn't
exist
within
how
we
do
business
and
I
know
it's
probably
been
about
18
months.
So
we,
since
we
started
down
this
road,
especially
with
the
new
council
as
we
go
into
our
retreat.
I'd
like
to
see
I
would
like
to
see
that
as
a
priority.
D
E
You
great
work
by
your
team.
Thank
you.
I
actually
had
received
feedback
on
MW
SPE
certification
process
that
they
were
able
to
get
the
certification
within
three
to
four
days.
I
know
as
folks
reach
out
to
me
as
they
are
starting
their
businesses
and
it's
just
great
to
hear
that
how
we
have
streamlined
the
process
from
multiple
days
to
within
five
seven
days.
I
think
that
is
historic,
so
I
applaud
your
work
on
that
and
I
know.
Eric
Nelson
has
been
very
supportive
of
reaching
out
to
community
and
helping
them
go
through
the
bidding
opportunities.
E
I
Thank
you
for
that
question.
We
are
actually
implementing
a
new
protocol
that,
at
the
point
where
mws
fees
come
into
our
system,
we
are
working
and
being
able
to
do
a
better
job
of
bringing
forward
that
date
of
exactly
what's
happening
and
bringing
that
good
news
back
to
you
more
regularly
than
we
have
in
the
past.
So
we
do
think
it's
important
to
not
only
certify
firms
and
not
only
important
to
just
get
them
to
the
table
and
get
through
a
process,
but
actually
help
them
win
contracts
that
are
meaningful.
I
E
E
What
is
the
timeline
in
terms
of
their
they're
getting
a
payment
from
the
city?
Is
it
monthly?
What
is
the
timeline
like?
Because
the
concerns
were
that
you
know
they
had
to
wait
for
I,
guess
longer
to
get
payment
and
then
they
had
to
pay
the
employees
on
their
payroll.
So
I
was
wondering
if
that
was
addressed
or
if
it's
already
been
addressed
in
the
new
process.
So.
I
That's
a
sort
of
it's
a
little
bit
of
a
tricky
question:
if
we're
talking
about
n
wsv
firms
who
are
Prime's
that
the
standard
payment
terms
for
the
city
is
30
days
and
I,
see
Kelly
Flannery
back
here,
chief
financial
officer
and
I'm
sure
she'd
be
happy
to
assist
me
with
this
answer.
But
that
is
30
days.
Is
the
city
standard
payment
terms
now,
in
those
instances
where
projects
are
performed
over
a
longer
period
of
time
and
you're,
moving
away
from
a
prime
payment
to
a
subcontractor
payment?
I
There
is
additional
time
that
is
normally
added
into
that
process.
Now
we've
had
a
number
of
instances.
I
just
recently
did
this
with
mr.
Mitchell
and
others
where,
when
we
know
something
is
not
working
and
it's
and
it's
broken
down
somewhere,
we
are
happy
to
bring
our
teams
our
finance
team,
our
procurement
team,
our
inclusion
teams
and
the
departments
together
to
try
and
make
sure
that
we
can
work
through
that
payment
process,
because
we
do
understand
that
M
WS,
B's
particulars
are
getting
started.
I
They
may
have
issues
with
capital
and
make
payroll
other
things
like
that,
and
so
we'll
continue
to
work
on
that.
I
think
this
last
instance
that
we
had
on
a
vendor
with
mr.
Mitchell.
We
talked
about
getting
back
around
the
table
to
try
and
understand
how
to
approach
that
more
effectively,
so
that
we
believe
it's
an
opportunity
for
us
right.
E
I
think
if
we
can
look
at
the
timeline,
so
if
let's
say
if
employees
are
getting
paid,
that
subcontractor
or
the
prime
contractor
has
hired
if
they're
getting
paid
every
two
weeks,
however,
it's
a
call
if
the
prime
is
not
getting
paid
from
the
city
for
almost
a
month.
I
think
that
creates
a
challenge.
So
if
you
can
look
at
that
process
and
if
you
just
get
feedback
from
the
ones
that
are
participating,
whether
it's
prime
or
subcontracting,
that
could
be
a
process
improvement
for
us.
So.
I
I
What
we
actually
do
is
we
give
them
an
opportunity
to
be
able
to
see
exactly
what
they're
owed
and
get
into
that
system
and
tell
us
whether
or
not
that's
accurate
or
not,
so
that
we
can
work
through
any
payment
issues
that
they
might
be
having
so
payment
performance
related
to
subs
is
is
something
that
is
absolutely
on
in
front
of
us
and
something
we're
gonna
we're
going
to
be
working
on.
Thank.
J
J
There
you
go
so
city
manager,
here's
here's
the
problem,
I
have
with
staff
when
they
do
good
work,
they
don't
announce
it
enough
and
I
know
they
kind
of
reflected
demeanor.
We
just
work.
We
don't
want
to
break,
but
that
second
bullet
point
is
very
important.
Certified
businesses
from
38
from
45
days
down
to
seven.
That
was
one
knock
about
the
program.
We
were
not
certifying
people
quick
enough,
it's
okay
into
your
department!
Thank
you!
That
alone
right.
There
has
built
a
lot
of
confidence
among
the
minority
small
business
community
in
the
staples.
J
The
CBI
is
very
important
to
a
lot
of
small
business
folks
out
there
practicing
you're
right
about
18
months
ago.
We
saw
talking
about
capacity
building
because
we
very
here
in
order
to
raise
the
participation
go.
We
need
to
see
where
there's
gaps
and
I
will
apologize,
that
I'm
meeting
November
we
was
gonna
have
that
topic
and
someone
got
sick
and
had
the
flu
and
I
want
to
spread
the
germs.
Everyone
so
I'll
make
sure
that
at
our
first
meeting
in
January
we
talked
to
that
issue
of
capacity
building.
Okay,
I'm
apologize,
I.
J
I
Well,
thank
you,
I
will
say,
I
do
sort
of
take
this
personally.
I
think
that
we
should
all
take
it
personally,
but
I'll
tell
you
that
we
have
an
amazing
team
of
folks
for
working
together
and
the
CBI
team.
They
were
there
very
small,
ten
folks,
but
now
through
their
efforts
to
bring
them
into
city
procurement.
We've
got
70
people
strong
and
we're
reaching
out
and
tethering
across
the
city.
So
every
one
of
those
resources,
as
well
as
during
economic
development
and
other
offices,
we'll
be
bringing
this
work
to
bear.
I
I
mean
this
is
this.
Is
some
amazing
work?
That's
happening,
we're
not
gonna,
get
it
right
all
the
time,
but
this
team
is
working
harder
than
they've
ever
weren't
they're
working,
shoulder-to-shoulder,
I
mean
you
know
when
you
go
out
and
tell
people
that
I
can
certify
in
an
hour.
That
really
makes
us
move
a
little
bit
faster.
You
know,
because
we
want
to
be
able
to
do
that,
but
you
know
something
like
being
able
to
see
the
impact
with
S&B
like
being
able
to
get
them
in
quickly.
Get
them
certified.
K
B
L
Me
Rex
my
question
of
reference
to
the
processing
of
processing
of
invoices,
and
certainly
that's
something
I'll
be
kind
of
taking
a
look
at
as
well
making
sure
that
not
only
the
prime
but
the
subcontractors.
Those
are
the
guys
who
are
waiting,
45
and
60
days
to
get
paid,
and
so,
if
we
can
somehow
work
without
prime
contractors
to
ensure
that
when
they
get
their
check
and
they're,
mindful
about
training
those
payments
around
to
their
to
that,
prime
contractors.
L
I
M
Good
evening,
mayor
pro-tem
members
of
council,
I'm
John
Lewis
executive
director
of
the
Charlotte
area
transit
system,
I'm
pleased
to
be
here
with
you
this
evening
to
give
you
an
update
on
our
bus
network
plan.
This
is
a
plan
that
we've
been
working
on
for
several
years
and,
while,
over
the
last
several
months
and
years,
you've
heard
quite
a
bit
about
our
rail
improvement
plan
and
how
we're
moving
that
forward.
M
I
want
to
remind
everyone
that,
while
a
rail
program
has
done
an
incredible
job
of
providing
support
for
this
community,
both
from
a
mobility
standpoint,
but
also
supporting
the
economic
development
goals
of
this
community,
our
bus
network
is
what
is
the
real
workhorse
from
a
mobility
standpoint.
We
will
move
today
about
85,000
people
throughout
our
system
and
more
than
60,000
and
will
get
from
their
origin
and
destination
on
board
a
bus
today.
M
While
we
Charlotte
area
transit
system,
work
was
ranked
pretty
high
in
terms
of
accessibility.
Citizens
of
this
community
can
get
almost
anywhere
within
Mecklenburg
County
utilizing
catch
service.
One
area
which
was
highlighted
in
the
study,
which
absolutely
brought
attention
to
a
growing
problem,
was
that
if
you
needed
to
take
more
than
one
bus
to
get
from
your
origin
to
your
destination,
the
average
trip
was
90
minutes,
and
so
imagining
your
average
trip
being
90
minutes
and
your
morning
commute
and
90
minutes,
and
your
evening
commute.
M
Many
of
us
would
either
find
a
new
place
to
live
or
a
new
place
to
work,
and
so
many
of
our
customers
don't
have
that
option
and
spending
three
to
four
hours.
Just
in
transferred
transport
from
your
home
to
your
job,
or
wherever
else
you
were
going,
was
unacceptable
from
our
standpoint
and
our
board
of
directors.
M
Metropolitan
Transit
Commission
agreed
with
that
and
asked
us
to
take
a
look
at
launch
this
envision,
my
riot
initiative,
and
so
what
we
were
doing
in
that
we
found
that
structurally,
our
bus
system
was
not
meeting
the
needs
of
our
community.
We
were
operating
over
the
last
several
decades,
an
inefficient
and
ineffective
hub-and-spoke
system
that
was
better
utilized
when
people
lived
in
the
suburbs
and
worked
in
the
city
and
to
many
of
our
passengers
were
having
to
get
off
get
on.
M
One
bus
come
into
the
Uptown
generally
at
the
Transit
Center
get
off
one
bus
cross
the
center
get
onto
another
bus
and
head
right
back
out
of
town,
and
so
what
we
wanted
to
do
was
restructure
our
bus
systems
so
that
we
didn't
require
people
to
come
into
Uptown.
So,
in
essence,
move
from
the
hub
and
spoke
to
a
grid
system.
We
started
this
in
2016.
M
There
was
quite
a
bit
of
work
that
staff
did
in
redesigning
this
system.
It
was
an
awful
lot
of
outreach
coming
up
with
alternatives
to
routes,
different
options
for
the
citizens
and
our
riders
to
evaluate
we
had
several
iterations
of
design
going
back
out
to
the
public.
What
do
you
think
of
this?
We
heard
from
our
customers
and
came
back
with
a
new
redesign
of
our
system
and
in
essence,
we
came
up
with
a
three-pronged
approach
to
this
number.
M
One
was
getting
the
structure
of
our
system
right
so
again,
moving
from
that
hub
and
spoke
to
a
more
of
a
grid
system
that
allowed
more
direct
connects
without
coming
into
Uptown
to
the
second
phase
of
that
was
dealing
with
the
frequency
issue,
which
is
a
major
impediment
to
effective
transportation.
To
this
day,
more
than
half
of
our
routes
have
head
waves
of
45
minutes
or
greater,
and
what
I've
used
to
term
headways?
That
means
bus
number,
one
comes
to
a
location,
leaves
it's
45
minutes
or
greater
before
that.
M
Second
bus
comes,
and
so,
if
you're,
standing
on
that
bus
corner
and
have
the
misfortune
of
missing
that
bus
and
have
to
stand
at
that
bus,
stop
for
45
minutes
or
an
hour.
You
probably
have
a
different
thought
about
the
effectiveness
of
our
system,
so
the
second
phase
of
that
plan
was
to
address
the
frequency
challenges
that
we
have
in
our
system
and
then
third
was
the
is:
how
do
we
improve
reliability?
M
So
on
phase
one
was
implemented
in
march
18th
of
2018,
with
the
opening
of
the
Blue
Line
extension
22
routes
were
adjusted
to
better
serve
and
the
enhancements
that
were
brought
about
by
the
extension
of
the
Blue
Line
and
nine
new
routes
were
established
and
for
crosstown
routes
again
starting
to
build
on
that
grid
system.
Rather
than
the
hub-and-spoke
model
phase.
Two
I'm
sorry,
there's
a
typo.
There
was
implement
an
opto
BER
ii
of
2018,
where
we
redesigned
the
rest
of
our
system.
Over
24
additional
routes
were
adjusted
again.
M
The
goal
was
to
minimize
the
requirement
for
routes
and
passengers
to
come
into
uptown
to
our
Transit
Center
to
then
leave
uptown
once
again,
and
so
we
implemented
that
and
over
a
year's
worth
of
information
that
we've
received
we've
increased.
The
next
phase,
as
I
mentioned,
was
focusing
on
frequency,
and
so
a
number
of
our
routes
will
be.
M
It
has
been
invested
in
added
an
additional
million
dollars
to
our
budget
this
year,
so
that
we
can
start
to
address
the
frequency
issue
and
then,
finally,
we
will
move
forward
with
the
bus
priorities
study
next
year,
which
will
look
for
additional
corridors
for
us
to
make
enhancements
in
frequency
and
also
service
priority
and
then
continue
to
invest
in
additional
frequency
of
our
service.
So
after
a
year
of
that
implementation,
just
a
couple
of
anecdotal
evidence
on
what
has
happened
as
a
result
of
that,
and
so
our
number
two,
the
Ashleigh
Road
route.
M
We
saw
an
8%
increase
in
ridership
again
after
making
those
structural
adjustments
that
allow
direct
cross
county
access
rather
than
coming
into
uptown.
So
8%
resulted
in
a
pre
envision
my
ride,
ridership
of
sixteen
thousand
five
hundred
riders
per
month
that
increased
to
almost
eighteen
thousand
riders
per
month.
The
three
Plaza
Road
saw
a
five
percent
increase
in
ridership.
What
does
that
mean?
Monthly
went
from
thirty-eight
thousand
riders
to
over
40,000
riders,
those
that
we
improved
travel
time
where
we
made
adjustments
so
that
we
straightened
out
routes
made
them
more
direct.
M
The
16
South
Tryon,
for
example,
ridership
increased
from
forty
three
thousand
riders
to
fifty
two
thousand
riders,
a
19%
increase
the
21
Statesville
again
in
terms
of
improved
travel
time.
We
saw
a
significant
ridership
increase
on
this.
Eighty
percent
increase
in
ridership
that
went
from
a
monthly
ridership
of
nineteen
thousand
riders
to
over
38,000
and
then,
as
we
mentioned,
the
third
phase
is
moving
into
in
enhanced
frequencies.
One
of
the
examples
of
that
that
have
already
been
implemented.
The
19
park
roads
on
22
and
%
increase
in
ridership.
M
That's
a
moving
from
28
thousand
riders
a
month
to
34,000.
Now,
that's
just
in
what
we've
resulted
over
the
last
year.
Since
this
plan
was
implemented,
we
still
have
a
good
ways
to
go.
We've
had
conversations
with
council
about
what
it
would
take
to
move
our
entire
system
to
no
greater
than
15-minute
frequencies.
That's
probably
a
thirty
two
million
dollar
there's
no
operating
investment
and
fifty
to
sixty
million
dollars
in
capital,
as
we
continue
to
acquire
buses,
but
the
next
phase.
The
third
phase
of
that
plan,
as
I
mentioned
again.
M
First
phase
in
terms
of
structure
second
phase
in
terms
of
frequency
third
phase
is
about
reliability.
Now,
even
if
we
finish
phase
one
and
Phase
two,
the
structure
of
our
routes,
right,
we
have
more
frequency,
it
is
the
reliability.
That
is
also
a
key
achievement
for
us
and
we
have
to
get
creative
in
that,
and
so
one
of
the
areas
that
we're
working
on
is
identifying
quarters
where
we
can
have
bus
priority
lanes
bus
only
lanes.
M
We
were
pleased
to
announce
with
our
partners
at
CDOT
that
beginning
next
Monday,
we
will
be
moving
forward
with
our
first
bus.
Only
laying
pilot
that
pilot
will
take
place
on
4th
Street
between
McDowell
and
the
Transit
Center.
It's
just
over
a
half
a
mile,
but
for
the
first
time
in
our
community
we
will
have
bus
only
lanes
that
will
allow
that
bus
to
have
more
reliable
service,
because
we
will
not
be
impacted
by
the
vagaries
of
traffic,
as
everyone
else
will
now.
Once
we
implement
this
pilot,
we
will
have
interaction
with
the
community.
M
Come
back
to
Council,
with
the
results
of
that,
what
that
does
in
terms
of
cost
of
time
savings
and
reliability
for
those
routes
that
we'll
be
using
that
and
then
begin
to
apply
that,
as
we
study
other
corridors,
that
we
can
implement
this
kind
of
service
enhancement
in
the
future.
So
we
could
imagine
corridors
like
Central,
Avenue
or
Providence
Road
or
South
Boulevard.
M
The
far
light
right
lane
will
be
striped
and
will
be
marked
as
a
bike
and
bus
only
lane
again
that
will
begin
on
this
coming
Monday
and,
as
I
mentioned,
we
will
be
evaluating
the
impact
of
that
service
in
terms
of
ridership
frequency
and
reliability
and
then
begin
to
apply
that
information
to
other
corridors
over
the
next
year's.
We
continue
to
look
at
enhancements
to
our
system
with
that
mayor
pro-tem.
If
there
are
any
questions,
thank
you
for
the
time
this
evening,
I'd
be
happy
to
engage
any
questions
or
comments.
Thank
you.
B
N
7,
where
you've
got
the
increases
I
a
couple
of
questions
on
this
slide
one
did
we
see
other
how
many
routes
did
we
what
you
said
how
many
routes
we
we
had
modified?
Were
there
some
where
there
was
no
increase
or
there's
some,
where
there
was
a
decrease
in
what
have
we
done
a
kind
of
total
compilation
of
with
this
wholesale
new
look
at
our
system.
What
the
total
impact
was
sure.
M
So
over
the
last
three
years
and
and
it's
been
well
covered-
and
we
have
seen
on
three
plus
years
of
declining
bus
ridership.
As
a
matter
of
fact,
we
reached
our
highest
point
in
2017,
where
bus
ridership
was
down
17%
over
the
prior
year.
Previous
years,
decreased
ridership
I
will
say
just
wanted
to
highlight
some
of
the
winners
in
this.
In
some
areas
where
we
have
certainly
seen
a
better
service,
and
that
has
resulted
in
increased
ridership
across
the
board,
we
have
not.
M
We
have
certainly
send
tied
of
the
ridership
decreases
in
the
last
month,
we
were
down
by
two
percent
still
not
above
water,
but
we're
no
longer
seeing
the
double
digit
in
decreases
in
ridership.
So
across
the
board,
I
would
say:
we've
gotten
a
structure
right
in
areas
where
we've
added
an
enhanced
service.
We've
seen
the
resulting
ridership
increases,
but
we
still
have
a
long
way
to
go
as
I
mentioned
earlier
to
do
it
across
the
system.
That
would
be
a
thirty-two
million
dollar
operating
investment.
We.
N
Determine
what
what
sort
of
performance
outputs
we
need
to
balance
the
cost
inputs
I
mean
obviously
there's
if
we're
increasing
frequency,
there's
an
increased
operating
cost
to
that.
Where
do
we
know
where
the
break-even
point
is
where
we
can
and
again
I
know
that
our
transit
system
is
not
set
up
to
be
a
big
moneymaker
for
the
city.
We
want
to
move
people
around
the
city,
but
in
terms
of
a
return
on
investment
case
for
us
to
make
to
the
public.
N
M
You,
when
you
say
break-even
point,
are
you
saying
where
we're
no
longer
subsidizing?
I,
don't
know,
I
know
we
don't
get
there
right
right.
We
are
our
fare
box
recovery.
That
is
the
the
amount
of
money
that
we
get
from
patrons
putting
paying
for
their
fares,
we're
pretty
high
from
a
transit
standpoint.
We're
about
that
26.
It
fluctuates
between
26
and
28
percent.
M
If
that
bus
is
stuck
in
the
same
traffic
that
everyone
else
is
we're
still
going
to
have
the
same
issues,
and
so
this
bus
only
laying
pilot,
isn't
it
is
a
huge
step
forward
for
us
in
terms
of
reliability.
While
I've
been
focusing
on
the
bus
network,
we
have
over
the
last
couple
of
years.
We
have
continued
to
see
growth
in
our
rail
ridership
last
month
was
seven
percent
over
last
year's
increase.
Why
is
because
the
reliability?
Your
trip
on
board
the
blue
line
is
the
same
last
week
as
it
will
be
tomorrow?
N
New
apartments
aren't
hurting
either
along
the
blue
line,
but
I
am
glad
to
see
the
bike
line.
The
bike
lane
pilot
and
that's
the
last
thing
I
was
going
to
comment
on
I'm
glad
to
see
that
we're
I
want
to
see
us
piloting
more
stuff
like
this
to
see
what
works,
to
have
some
data
to
justify
it
to
the
public.
M
I,
if
I
could
have
waved
my
magic
wand,
we
have
done
a
lot
more,
but
I
think
we're
gonna
crawl
before
we
walk
in
this
and
I.
Think
as
we
continue
to
evaluate
with
real
data
and
come
back
and
give
you
the
results
of
that,
we
will
be
continued
to
evaluate
other
quarters
for
the
next
phase
of
this.
Hopefully,
thank
you.
M
O
You
when
you
look
at
this,
there
are
three
hundred
square
miles
in
Charlotte,
we're
a
pretty
extensive
City,
which
means
that
creating
the
kind
of
density,
a
lot
of
people
would
like
to
see
and
the
frequency
starts
to
get
kind
of
unreasonable
to
expect.
But
have
you
analyzed
how
many
people
live
within
a
half
a
mile
of
a
bus?
Stop.
M
K
Good
evening
they
are
pretty
my
cancer
emissary,
my
I'm
sneezing
a
little
bit.
Typically,
we
associate
transit-oriented
development
with
permanent
fixture,
so
just
light
rail.
We
typically
don't
do
that
for
both
services,
but
that's
not
to
say
that
we
will
not
do
it
again,
because
when
people
live
around
bus
stations,
the
likelihood
is
that
they
will
move,
but
when
they
invest
around
transit
stations,
they,
like
the
rail
transit
stations
likelihood,
is
that
they
would
stay
there
for
the
foreseeable
future.
K
O
Guys
I
think
what
I'm
getting
at
is.
You
mentioned
the
32
million
dollar
number.
That's
a
single
data
point.
If
we
were
going
to
try
and
be
as
productive
as
possible
in
terms
of
improving
bus
service,
we
might
benefit
from
a
more
analytical
framework
in
terms
of
how
many
people
would
actually
consider
of
us.
So
you
probably
your
target
population,
is
probably
within
a
certain
radius
of
a
bus
stop
and
then
you
have
the
other
issues
erased
about
what
their
experience
is.
O
M
A
fair
comment,
well
I,
think
again,
I'm
piggy
back
in
what
I
would
say.
We
can
certainly
work
with
our
partners,
the
city,
to
find
what
are
the
corridors
that
have
the
highest
densities
and
the
highest
potential
for
ridership,
but
I
think
there
are
other
things
not
just
in
terms
of
residential
densities,
but
there's
also
destination
points,
and
so
you
know
major
employers
as
an
example.
So
we
can,
we
have
done
a
prioritization
of
what
corridors
would
be
the
most
likely
candidates
for
higher
frequency
service
based
on
a
range
of
things.
M
O
P
Thank
you
Mary
program.
Much
of
what
councilman
Driggs
already
mentioned,
I
was
where
I
was
going
with
it
as
I
think
about
steel,
Creek
and
I.
Think
about
yourself.
Tryon
route
I'd
be
very
interested
to
understand
how
increased
ridership
correlates
to
travel
time
and
I'd
also
be
interested
in
I
know
that
the
city
manager
and
I
have
had
a
little
bit
of
discussion
in
regards
to
this
I
also
be
interested
in.
How
do
you
get
folks
to
want
to
ride
the
bus
who's
your
target
market
right
now?
P
M
M
Er
ship
expectations
is
because
of
the
reliability
of
that,
and
so
we
want
to
bring
that
reliability
to
our
bus
system
by
piloting
some
of
these
innovative
methods
and
methods
that
will
then
provide
better
service
for
our
transit
dependent
population,
but
also
provide
the
levels
of
reliability
that
we
can
compete
with.
A
single
occupant
vehicle.
P
When
you
think
about
again
still
Creek
and
even
to
a
lesser
extent,
the
airport,
because
I
know
there's
some
work
there,
that
we'd
like
to
do
to
enable
people
to
be
able
to
get
to
the
airport
in
off-peak
hours
so
that
they
can
work
there.
I
know
that
that's
a
gateway
to
economic
mobility,
but,
as
you
think
about
our
commuters
coming
in
from
South
Carolina,
particularly
along
South
Tryon.
Can
you
talk
a
little
bit
about
what
that
partnership
looks
like,
because
we
understand
that
much
of
the
travel
on
that
road
is
from
out
of
state.
M
If
you
look
at
our
I
44
85
Park
&
Ride
lot,
it
is
full
by
probably
7:30
in
the
morning
and
so
a
large
number
of
those
license
plates
just
any
go.
If
you
look
at
our
South
Carolina
residents,
and
so
what
is
happening
is
they
continue
to
move
further
and
further
down
south
trying
to
find
a
parking
spot
that
they
can
get
in
and
get
onto
the
train,
and
so
we're
seeing
that
challenge?
M
We
are
parking
challenge,
so
that's
a
good
problem
to
have
because
our
trains
are
full,
but
at
some
point
it
starts
to
deter
ridership
growth
and
so
we're
looking
at
those
issues,
as
we
consider
our
extension
of
the
Blue
Line
to
Pineville
and
to
Valentine
how
that
investment
may
change
the
travel
patterns.
But
beyond
that
in
terms
of
partnership,
you
know
it
is
a
challenge.
D
M
Thanks
this
is
a
three-stage
plan
that
continues
ago.
The
first
stage
was
the
structure,
revamping
our
bus
structure
from
that
hub
and
spoke
to
more
of
a
grid
system
that
happened
October
of
18
now
we're
in
the
second
phase
of
adding
additional
frequency.
The
MTC
has
added
incremental.
We
took
some
of
the
savings
from
the
initial
envision.
My
ride,
changes
and
invested
in
that
some
additional
frequency.
M
D
Asked
that,
because
envision,
my
ride
has
been
something
tangible:
I
get
a
lot
of
feedback
and
questions
from
constituents
about
our
bus
system
and
changing
it
and
how
it
doesn't
work
for
them.
So
I
I
used
to
send
them
toward
you
had
a
website
and
everything
that
that
was
something
very
tangible
that
they
could.
Is
that
a
place
that
I
should
be
continuing
to
push
people
to
get
involved
with
I.
Think.
M
D
M
D
What
can
you
tell
me
about
bus,
rapid
transit
I
feel
like
we
sat
down
and
had
a
conversation
about
envision
my
ride
and
connecting
east
and
west
about
two
years
ago?
Honestly,
I
came
out
here,
hoping
I,
guess
hoping
perhaps-
and
you
know
at
this
point
in
time
we
would
be
discussing
you
know-
an
option
towards
bus
rapid
train
at
this
point
in
time.
So.
M
Bus,
rapid
transit
is
the
the
next
phase
of
this
the,
but
you
can't
have
bus
a
rapid
transit
unless
you
have
bus
only
lanes.
The
only
way
to
get
the
rapid
portion
of
it
is
to
have
buses
in
their
own
right
of
way
and
so
I
think
this
pilot
is
the
first
stage
of
that,
as
we
will
continue
to
take
the
information
from
the
pilot
to
inform
the
next
level
of
study.
What
are
those
corridors
that
we
could
implement
on
utilizing
as
bus
only
lanes,
but
that
is
really
bus,
rapid
transit?
We
were
going.
M
That
those
toll
lanes
are
open.
Now
we
are,
our
express
buses
are
utilizing
those
lanes
today
we
in
our
february
service
change,
we
will
change
our
routes
and
so
right
now
we
have
Express
service
that
serves
multiple
Park
and
Ride
lots
along
the
corridor
and
then
utilize.
The
77
toll
lanes,
beginning
in
February,
each
Park
and
Ride
lot
will
have
its
own
route,
and
so
there
won't
be
the
multiple
stops.
That's
where
we
get
the
real
benefit
of
the
77
toll
lanes
that
will
go
into
effect
in
February,
so.
D
M
D
D
M
All
I
think
it
they
go
hand
in
hand,
and
our
departments
have
been
working
very
closely
together
over
the
last
year
to
make
sure
that
we
are
in
alignment
with
that,
not
only
in
the
service
we
provide,
but
also
in
the
structure
of
the
Tod,
to
make
sure
that
the
densities
and
other
aspects
of
the
rezoning
complement
our
mobility
plans
and
vice
versa.
I.
D
Guess
what
I'm
asking
to
hear
tie
was
input
on
this,
but
when
we
started
envision
my
ride
and
started
looking
chain
really
systemically
changing
our
bus
routes,
we
did
not
have
this
zoning
in
place.
We
did
not
have
this
land-use.
We
did
not
have
this
kind
of
prescribed
potential
development
and
where
we
want
our
resident
census.
Is
that
vet
another?
But
this
does
exist
now
being
that
that's
a
reality
did
did
cat,
so
did
you
or,
as
the
process
was
kind
of
carrying
on,
did
you
say?
K
Again,
every
ordinance
that
you
have
follows
and
adopted
policy.
So
the
reason
we
had
the
transit
oriented
development
ordinance
for
the
blue
line
was
because
there
was
already
an
existing
Blue
Line
transit,
supportive
policy,
while
the
principles
behind
those
apply
strictly
to
the
blue
line.
Those
same
principles
could
apply
to
pretty
much
any
rail
corridor
and
again
it
Tod
is
specific
to
rail,
transit
rec.
But.
D
K
We
make
sure
that
in
that
comprehensive
plan,
we
develop
policies
that
also
transit
supportive,
so
that,
eventually,
when
the
unified
development
ordinance
comes
before
you
in
the
future,
it
will
also
pace
everything
based
on
density
around
whether
they
be
light
rail
or
Gold,
Line
or
bus,
rapid
transit,
whatever
mode
of
transit
that
you
will
have
in
the
future.
We
also
worked
with
cards
to
determine
what
I
would
look
like
even
for
the
redline,
even
though
we
don't
know
whether
I
will
be
a
commuter
rail
service,
so
it
would
be
a
bus,
rapid
transit
service.
D
Thank
you,
I
have
one
more
one
more
question
at
the
Miss
Watlington
and
to
a
point
mr.
Driggs
was
was
kind
of
talking
kind
of
around
it.
You
mentioned
reliability
in
terms
of
increase
ridership,
but
to
really
increase
our
ridership.
We
have
to
take
the
stigma
away
from
riding
the
bus
people
in
Charlotte.
They
see
if
you
have
to
take
a
bus.
It's
an
equity
issue
right,
sir.
If
you
make
a
certain
amount
of
money
or
live
in
a
certain
neighborhood,
you
wouldn't
take
a
bus.
D
If
you
know
they
literally
stopped
at
your
doorstep
and
dropped
you
off
at
work
simply
because
of
the
kind
of
classes
that
associate
associated
with
it.
How
we
approach
in
this,
how
we,
how
we
working
to
take
away
that
stigma
that
that
bus
is,
is,
is
in
a
reliable
and
appropriate
mode
of
transportation
for
regardless,
if
you
work
in
a
C
suite
or
if
you.
M
Were
I
did
again,
I
I,
think,
and
thank
you
for
that
question.
That
really
is
a
issue
that
bus
transit
agencies
are
having
nationwide
I.
Think
the
number
one
issue
we
can
do
to
take
away
the
stigma
of
rotting.
The
stigma
I
believe
comes
from
the
unreliability
and
the
fact
that
it
is
a
secondary
choice.
It
is
because
it
takes
so
long
because
it's
not
reliable,
it
is
something
that
only
people
who
don't
have
other
alternatives
would
utilize
I
think
the
number
one
thing
we
can
do
to
change.
M
If
we
can
do
the
same
for
bus
when
you
look
at
some
of
the
legacy
cities,
New,
York,
Chicago's,
San,
Franciscans
and
others,
why
you
see
people
with
lunch,
pails
and
briefcases
are
on
board
or
because
they're
doing
the
things
that
we
are
trying
to
implement
here.
Plus
Rapid
Transit
bus
only
lane,
because
people
want
to
have
reliable
options
for
mobility.
If
we
can
get
that
I
believe
we
will
take
away
the
stigma
that
so
many
people
believe
in.
M
D
Do
I
do
agree
with
you,
I
would
say
to
the
manager
perhaps
that
this
that
stigma
is
not
something
simply
that
I,
don't
think.
Just
timing
will
affect
that.
But
perhaps
it's
something
that
corporate
communications
might
have
to
look
into,
because
mr.
Lewis
might
be
right.
He
needs
to
focus
on
getting
that
to
those
times
now,
but
I
think
there
needs
to
be
a
proactive
approach
to
changing
that
stigma,
because
I
firmly
believe
that
we
can
get
that
timing
down.
D
B
I
think
that's
exactly
right.
Mr.
Winston
I'm,
hoping
that
we're
gonna
see
a
lot
more
of
John
Lewis
in
our
tap
meetings.
This
next
year
hope
that
2020
will
be
the
year
of
the
bus.
So
we've
got
two
more
speakers
and
then
we
do
have
a
closed
session
tonight.
So
Miss
Mary,
you
have
a
question
and
Miss
Johnson.
So
if
we
can
kind
of
keep
those
to
a
minimum,
we
can
also
have
these
discussions
in
tap
as
well.
Nitesh
Mira,
Thank.
E
E
M
Because
routes
changed
their
structure,
and
so,
if
we're
some
of
these
routes
is
exactly
when
we're
no
longer
bringing
routes
directly
into
uptown
and
taking
them
straightening
them
out,
making
direct
making
the
routes
more
direct
we're.
Now
there
are
places
where
you
know
before
we
implemented
the
change.
A
bus
would
go
through
a
neighborhood
or
through
a
community
after
the
change
were
sticking
more
towards
the
main
thoroughfares,
so
those
bus
bus
stops
may
have
gone
away,
but
we
wanted.
M
E
I
know,
then,
there
were
some
changes
that
were
made
in
2018
after
opening
of
the
Blue
Line
council
had
received
several
emails.
I
know
I
did
about
the
bus,
stops
that
didn't
get
service
over
the
weekends
that
they
used
to
have
especially
connecting
light
rail
to
the
to
the
bus
stop
near
where
they
live,
setting
having
some
sort
of
what
is
the
average
walk
time
here,
looking
at
so
I
think
that's
along
the
line
of
what
mr.
Driggs
had
asked.
E
Are
we
asking
folks
to
walk
20
minutes
or
10
minutes
or
15
minutes?
What
is
that
average
walk
time
so
that
we
have
an
idea
or
what
do
we
aspire
to?
I?
Think
that
that's
an
important
question
because,
let's
say
if
someone
has
to
walk
20
minutes
or
30
minutes
that
might
affect
your
ridership.
So
having
that
as
one
of
the
goals
would
be
important.
E
C
E
If
it's
been,
if
if
the
bus
has
been
cancelled
for
whatever
reasons,
because
I
know
there
were
I
had
seen
well,
we
I
received
a
call
about
how
they
work
twice.
The
bus
was
delayed,
but
they
were
just
waiting
there
and
they.
As
a
result,
the
rider
couldn't
get
to
work.
So
is
there
a
tool
in
place?
Yes,.
M
We
currently
have
an
app
that
allows
you
to
go
in
and
find
when
your
buses,
the
current
app,
is
not
meeting
customer
needs
because
it's
based
on
scheduled
time,
not
the
actual
location
of
the
bus.
We
are
enhancing
that
app.
We
will
have
that
done
before
the
end
of
this
spring.
That
will
give
us
real-time
information
to
our
customers
based
on
the
GPS
location
of
the
actual
bus,
rather
than
the
scheduled
time.
So
we've
heard
that
I've
heard
that
very
clear
and
we're
on
the
path
to
that
council.
E
Q
You
so
I
know
that
the
city
has
a
focus
on
diversity
and
inclusion,
so
one
opportunity
that
might
be
a
thought
for
increased
ridership
would
be
to
look
at
the
special
transportation
services
because
the
special
transportation
services,
according
to
my
understanding
the
bus,
stop.
They
only
serve
individuals
who
have
a
bus
stop
in
their
area.
So
if
it's
a
rider
who
wishes
to
to
ride
the
bus
and
there's
no
bus,
stop
this
service?
Is
their
area
they're
not
eligible
for
the
specials
train.
M
The
aspect
that
you
are
referring
to,
as
that
service
is
only
mandated
in
areas
that
are
within
a
quarter
mile
of
a
bus
route,
and
so
there
are
some
areas
in
our
communities
in
our
service
area
that
aren't
served
by
a
bus
route.
So
therefore
they're
not
eligible
for
service
on
a
four-hour
special
transportation
service
that
has
been
an
item
that
has
been
discussed
back
and
forth
with
the
Metropolitan
Transit
committee.
We
have
put
that
on
the
agenda
to
just
we
could
make
all
of
Mecklenburg
County
eligible
for
that.
M
Q
And
if
we're
looking
at
taking
a
look
at
the
that
aren't
serviced
by
buses,
you
know
once
we
increase
the
bus
or
you
know
the
writer
or
the
the
distance
or
those
individuals
who
will
have
access
to
those
buses,
then
that
would
increase
the
individuals
eligible
to
ride
the
STS
right
right.
Okay,
thanks
thank.
B
You
thank
you
minute
and
with
that
that
wraps
up
our
dinner
portion
of
the
meeting
and
we
are
going
to
go
into
closed
sessions.
So
any
emotion
pursuant
to
GS
143
3
18
2011
a
3-2
consult
with
the
city
attorney
in
order
to
preserve
the
attorney-client
privilege
between
the
attorney
in
the
city
counsel
in
the
matters
so.