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From YouTube: Budget & Effectiveness Committee - February 18, 2020
Description
This is the Charlotte City Council Budget & Effectiveness Committee meeting for February 18, 2020. Thanks for joining us!
A
A
A
B
C
D
E
So,
as
you
mentioned,
we
have
four
items
today.
Our
CFO
will
talk
a
little
bit
about
the
steady-state
debt
model
and
the
affordability
we
have
next
year
for
general
capital.
Then
we
have
water
here
to
talk
a
little
bit
about
their
FY
21
budget
planning.
Stormwater
will
do
the
same
thing
and
then
finally,
we'll
end
with
Sheila.
Simpson
will
talk
a
little
bit
about
compensation
and
benefits
initiatives,
and
then,
after
that,
I'd
also
like
to
hold
a
minute
to
talk
a
little
bit
about
the
budget
workshop
on
March
4th.
So
with
that.
I
H
H
If
we
wanted
to
pay
for
everything
in
cash,
we'd
have
a
very
large
property
tax
bill
so
by
bond
financing,
we're
able
to
spread
the
debt
service
or
the
principal
interest
costs
over
the
life
of
the
asset,
and
it
allows
us
to
advance
your
strategic
initiatives
as
it
relates
to
general
capital.
The
city
relies
on
two
types
of
debt:
issuance
one
is
the
general
obligation
bonds,
that's
the
pledge
of
property
tax
that
supports
the
debt
and
then
we've
typically
used
them
for
three
different
purposes:
housing,
transportation
and
neighborhoods.
These
funds
require
voter
approval.
H
We
do
that
every
other
year
we
will
be
doing
that
in
the
2020
bond
referendum,
I
think
in
June,
and
you
will
see
your
first
piece
of
legislation
asking
for
approval
for
inclusion
on
the
ballot.
We
also
issue
certificates
of
participation.
That's
typically,
when
we're
funding
facilities,
police
fire,
we
collateralized
the
property,
which
means
if
for
some
reason,
we
were
unable
to
pay
bond
holders
would
have
access
to
the
property
and
they
do
not
require
bond
approval.
Both
Gon
cops
are
repaid
with
property
in
sales
tax
collections.
H
So
the
general
capital
model
is
not
unique
to
the
city
for
all
debt.
We
issue,
we
have
models
for
water,
stormwater
aviation,
each
one
has
different
metrics
Hospitality.
Of
course,
our
favorite
one.
All
of
them
have
models,
they
all
have
different
metrics
but
they're
all
extremely
dynamic,
and
this
one's
no
different.
H
The
steady-state
method
allows
for
consistent
project
funding
without
continuously
going
back
to
taxpayers
and
asking
for
tax
increase,
we've
modeled
a
ten-year
pro
forma
that
allows
us
to
maintain
the
existing
capital
borrowing
you
can
see
on
the
next
slide,
a
223
million
for
the
next
ten
years,
not
just
the
issuance
for
every
other
year
for
ten
years,
but
the
actual
repayment,
through
the
lifecycle
of
the
bonds,
which
is
typically
a
20-year
amortization
schedule,
and
this
allows
us
to
align
our
bond
issuance
to
cash
flow
needs.
You
remember,
we
created
the
planning
fund
last
year.
H
That's
a
nice
tool
to
use,
so
we
don't
go
out
to
the
market
and
borrow
pay
interest
cost
before
we
need
them
when
we're
looking
at
this
model
and
all
models,
we're
looking
at
maintaining
our
triple-a
credit
ratings,
maintaining
best
practices.
So
for
this
model,
that's
50%
of
next
year's
debt
service
will
always
be
held
in
reserves.
H
We
try
to
maintain
a
per
capita
debt
requirement
to
maintain
a
triple-a
rating
and
we
want
to
have
confidence
in
our
construction
estimates,
so
we've
been
working,
I
think
pretty
phenomenally
with
the
budget
office
as
well
as
engineering
in
the
case
of
aviation
with
aviation
with
everyone
on
managing
an
oversight
of
projects.
It's
not
just
here's.
The
money
go
for
it,
we're
all
involved
in
the
process.
H
So
there's
a
snapshot
of
a
portion
of
the
mutual,
a
debt
service
model
and
I
just
want
to
reiterate:
the
model
is
dynamic.
All
of
them
are.
There
are
variables
that
change
everyday,
so
the
projections
here
are
based
on
the
actual
2019
revenues
and
expenses,
and
I
mentioned.
We
look
for
a
ten-year
pro
forma,
so
you'll
see
a
fiscal
year
2021,
which
would
be
referendum
2020
we're
assuming
the
223
million
issuance
all
the
way
through
the
next
10-year
period,
and
then
through
the
repayment
period.
H
When
we're
looking
at
the
debt
model,
we
look
at
the
projected
spend
when
we're
looking
at
municipal
debt
service,
we're
right
on
track,
we're
on
target
to
spend
just
slightly
under
70
million
dollars
a
year,
which
is
what
the
model
assumes
so
there's
going
to
be:
no
change
in
assumption
there
for
debt
service
requirements.
Obviously
we
look
at
the
existing
debt,
but
we
also
have
to
put
a
lot
of
intellect
into
what
are
we
forecasting
the
future
interest
rates
to
be
right?
H
Now
we
have
kind
of
a
short-term
and
a
long-term
window,
so
we
look
at
the
20
21
22
issuances.
We
assume
a
lower
interest
rate
right
now,
we're
assuming
three
and
a
half
percent
and
then
we're
looking
at
the
longer
bonds.
We
go
out
a
little
wider,
so
we're
at
4%
in
those
buns
just
because
of
market
volatility.
We
don't
know
where
the
markets
going
to
be
I.
Think
the
three
and
a
half
I've
struggled
with
this.
It's
probably
still
a
little
too
wide.
F
I,
just
you,
that's
really
really
fast,
see
if
I
understand
so
so
you're,
assuming
that
the
debt
issuance
does
not
change
over
the
next
ten
years
correct
so
every
two
years.
Those
are
the
revenues,
total
revenue,
streams,
available,
property
tax
and
sales
tax,
so
mm-hmm
in
2021
you've
got
to
121
122
million
for
debt
repayment
essentially
well.
Those
are
your
revenues.
Sort
of
that
120
to
100
is
debt
service
for
existing
five
is
debt
service
for
new
debt.
G
H
F
H
B
F
E
That's
about
20
to
25
percent.
So
if
you
think
of
the
three
buckets
for
property
tax,
most
of
it
goes
to
operating
thing,
police,
fire
transportation
and
then
about
20
to
25
percent
will
go
towards
paying
our
debt
and
then
a
much
smaller
portion
will
then
go
to
pay.
Go
to
do
some
cash
things.
Okay,.
E
If
you
look,
maybe
like
four
rows
down
or
five
you'll
see
that
the
debt
service
is
actually
a
little
bit
bigger
than
that
year's
revenue,
and
so
it
all
works
together
in
one
model,
so
one
year
might
have
more
revenue
than
debt
payments,
but
four
years
later
might
have
more
payments
than
debt
model,
and
it
all
works
together.
Still.
H
G
B
H
B
When
you
notice
in
there,
if
you
look
at
existing
number,
is
going
down
because
the
old
dad
is
getting
paid
off
and
then
in
the
news,
yet
the
numbers
going
off
yeah,
so
so
this
is
also
represents
a
transition
in
our
overall
indebtedness
from
the
debt
that
we
have
today
to
the
new
debt
that
we're
incurring
on
this
schedule.
Okay,.
H
Property
spend
the
project
spend
raise
the
debt
service
requirements.
There's
no
changes
to
the
model,
as
I
did
mention
in
Ryan,
elaborated
on
for
property
and
sales
tax
revenues.
We
do
expect
them
to
be
a
little
bit
higher
than
we
originally
projected
which
wait
for
it.
We'll
get
you
an
extra
million
dollars
next
year
because
of
the
county's
revaluation.
Our
sales
tax
proportion
is
going
to
be
reduced,
so
what
would
have
been
likely?
A
three
million
dollar
increase.
H
H
E
We
wanted
to.
We
wanted
to
end
with
this,
and
I
showed
this
slide
at
the
retreat,
because
we
want
to
get
feedback
from
you
guys
on
the
expectations
in
this
budget
for
the
FY
22
bond,
so
we're
in
a
unique
situation,
at
least
over
the
last
few
years,
in
that
we
are
finalizing
the
Big
Idea
bond
this
year.
Every
project-
that's
in
the
2020
bond
right
now-
has
previously
received
funding.
E
So
when
we
propose
a
budget
to
you
guys,
what
is
your
expectation
for
how
deep
we
should
go
for
2022,
which
wouldn't
actually
be
formally
approved
by
you
guys
until
FY
23,
so
the
the
complicating
factor
there
other
than
ending
the
Big
Ideas?
Is
we
also
have
the
comprehensive
plan,
adoption
so
think
about
things
such
as
housing,
bonds,
think
of
things
such
as
cnips,
think
of
new
projects.
So
we
want
to
get
feedback
from
you
on
how
deep
do
you
want
to
go?
E
If,
if
we
put
something
in
there
at
your
request,
is
that
part
of
the
discussion
before
we
approve
the
budget?
Because
what
we
don't
want
is
we
don't
want
to
propose
something
and
have
you
guys
think
that
that
is
the
plan?
And
then
it
can't
be
changed
because
we
know
it
can
be
changed,
but
once
it's
in
a
document
it
does
tend
to
become
a
little
bit
more
concrete.
E
B
It's
that
issue
clear.
The
point
is
that
we're
actually
trying
to
kind
of
budget
these
bonds
before
the
time
at
which
we
make
council
decisions,
it
actually
commits
the
money,
so
what
we
would
be
doing
is
essentially
penciling
in
numbers
and
we
have
a
plan,
but
the
plan
is
not
something
that
is
adopted
as
a
commitment
to
the
public.
That
is
simply
a
working
environment
in
which
we
decide
on
capital
projects,
and
if
we
decide
to
do
this
project,
that
means
that
one
should
be
moved
back
but,
for
example,
on
housing
bonds.
B
A
B
My
personal
preference
is
that
I
put
as
much
information
as
we
have
about
the
projects
that
are
pending
and
when
we
want
to
tackle
them.
For
example,
the
Brian
farms
extension
part
Brian
farms
in
my
district,
it's
kind
of
necessary
in
order
to
make
the
investment
we've
already
made
in
part.
One
really
work
part
one
by
itself
doesn't
have
a
lot
of
value.
So.
B
H
F
B
B
We
could
then
go
to
the
full
council
and
say
how
do
we
resolve
this?
Do
you
want
to
now
try
to
create
this
for
this
planning
environment,
or
are
you
concerned
that
if
we
start
writing
numbers
down,
we're
gonna
appear
to
lock
ourselves
into
things
and
the
public
could
be
disappointed
later.
Therefore,
it's
better
not
to
do
that
so.
J
E
Really
it's
it's
for
us
to
get
feedback.
When
we
do
the
managers
proposed
budget
before
it
even
gets
to
you
guys
on
how
deep
we
should
be
trying
to
go
or
if
we're
out
ahead
of
you
guys
by
doing
that,
when
we
don't
have
a
comprehensive
plan
and
really
it's
just,
we
don't
want
to
limit
your
flexibility
either.
So
that's
why
we're
asking
the
question
to
you
guys
so.
B
You
can
be
again
it's
a
night.
The
idea
is
something
that
you
do
in
pencil
with.
A
lot
of
disclaimers
saying
here
is
our
thinking
as
opposed
to
no
thinking
here
are
the
things
that
we
know
that
we
can
plug
in
and
here's
our
thinking
about
how
it
could
work,
but
it's
not
a
formal
decision
yet
because
there
may
be
things
that
we
don't
know
until
later
or
the
time
to
make
the
formal
decision
doesn't
come
until
later.
The
alternative,
though,
is
you
fly
blind
in
my
mind,
and
you
have
you
know
no
concept.
B
The
big
advantage
of
this
model,
which
is
new,
is
that
now
we
have
an
outlook
for
our
resources
for
the
money
that
is
available
to
us
part
two
of
the
process
is
to
start
thinking
about.
Okay,
those
are
the
resources
we
have
here
are
the
needs
we've
identified
now.
How
do
we
kind
of
match
those
up
so.
G
E
I
mean
we
like,
if
you-
and
we
can
give
you
examples.
If
you
look
at
maybe
a
budget
from
a
couple
of
years
ago,
it'll
show
a
2020
number
and
will
entirely
be
finalized,
and
it's
not
it's
not
very
detailed,
because
it's
a
out,
ear
and
it'll
be
maybe
like
15
projects.
Some
of
them
will
be
very
broad,
such
as
Housing
Trust
Fund.
Some
of
them
will
be
sidewalk
program.
Things
like
that,
so
I
mean
as
far
as
options
we
could.
We
could
either
staff
could
try
to
populate
with
projects.
E
We
could
leave
a
lot
of
has
to
be
open
or
we
could
try
to
do
something
a
little
bit
kind
of
emerge
of
the
to
where
we're
setting
aside
money
for
transportation,
road
project
intersection
project
without
trying
to
populate
all
of
the
actual
names,
so
I
mean
I.
Guess
those
are
the
options,
it's
all
nothing
or
some
type
of
in-between,
but
it
really
depends
on
how
you
guys
would
like
to
what.
J
I'm
thinking
it's
just
really
general
now
I'm
not
very
specific
and
I
kind
of
made
it
like
housing
right.
We
know
we're
going
to
do
something
analogy,
but
we
know
we're
going
to
do
something
in
transportation,
neighborhood
and
corridor
development,
even
if
it's
project
base
discovery
place
and
that
type
of
arch
development,
which
is
kicking
itself,
our
even
amateur
sports.
If
we
wanted
to
go
in
that
direction,
so
so
I'm
I
am
I
thinking
the
way
we
want
us
to
kind
of
go
into
with
global.
F
So
if
we
were
to
really
look
at
doing
something
with
our
bus
system,
which
I
don't
know
that
the
council
wants
to
yet
but
where
we
say
you
know,
we
want
cats
to
get
down
to
that
30,
minute
headway,
and
so
we've
got
to
invest
30
another
32
million
in
the
budget
operating.
But
then
you
know
50
60,
70
million
for
buses,
which
can't
come
out
of
gas
I
mean
they
can't
do
that.
B
Think
maybe,
where
we're
going
is,
if
you
could
show
us
a
couple
of
examples,
different
versions
of
what
this
might
look
like,
so
we've
got
something
a
bit
more
tangible
to
talk
about.
But
again
the
thought
is
say
you
plug
in
stuff
that
we
know
about,
and
you're
gonna
have
an
amount
of
money.
That
is
unallocated,
because
you
know
I
hope
that
the
things
we
know
about
don't
consume
all
of
our
capacity
and
that's
the
money
that
we
have
available
to
consider
these
other
possibilities.
B
I
would
just
like
to
sort
of
not
be
in
such
an
entire
vacuum
when
it
comes
to
our
view
of
the
future,
and
so
maybe,
if
you
could
do
that,
you
know
just
create
a
little
bit
exhibits
sure
we
look
at
it.
You
know
we
see
whether
we
like
one
of
them
and
it's
kind
of
to
your
point.
I
was
about
to
say
the
same
thing
and
that
will
help
us
I
think
identify
the
kind
of
concerns
we
might
have
about
doing
this
for
doing
that.
Just.
E
Just
a
level
set
a
little
bit,
I
won't
be
able
to,
because
we
wouldn't
be
there
yet
before
the
budget
to
take
the
22
projects
and
try
to
do
it
ahead
of
time.
What
I
could
do
is
go
back
to
2018
and
think
if
we
did
this
exercise,
how
would
2020
have
looks
from
the
different
ways
that
we
do
it,
whereas
we're
being
very
vague,
we're
being
very
specific,
we're
not
holding
capacity
I
just
to
do
2022
ahead
of
the
proposed
budget?
I,
don't
think
we'd
be
in
a
position
to
do
that's.
E
B
C
C
We
provide
service
to
more
than
a
million
people
24
hours
a
day
and
that's
throughout
the
city
of
Charlotte
Mecklenburg
County
and
the
six
towns
that
are
within
the
county
partnerships
with
nearly
all
of
the
adjoining
counties
and
their
municipalities,
including
Gaston,
Cabarrus,
Union,
York
and
Lancaster
counties,
and
we
have
over
a
thousand
employees
nearly
a
thousand
employees
at
15
locations
that
provide
maintenance
and
operation
of
our
five
wastewater
plants.
Three
water
treatment
facilities
and
over
8,600
miles
of
pipeline.
C
C
Briefly,
and
that's
a
lot
of
the
additional
information,
that's
included
on
the
on
the
handout,
the
GI.
So
to
start
with
financial
stability
is
extremely
important
for
our
organization
and
I'm,
going
to
copy
a
little
bit
of
what
kelly
mentioned
with
the
city's
overall
financial
plan
and
say
that
that's
a
lot
like
the
one
that
Charlotte
Water
has.
C
We
recognize
the
importance
of
a
high-performing
workforce
and
during
this
past
year,
through
our
Charlotte
pipeline
Academy
and
the
apprenticeship
and
workforce
development
programs,
we've
offered
about
two
dozen
opportunities
to
folks
in
the
community
for
full-time
employment
with
Charlotte
water
that
would
otherwise
have
had
some
kind
of
barrier
to
employment.
So
that's
been
successful.
We
will
continue
to
do
that.
C
Environmental
stewardship
is
at
the
very
core
of
what
we
do
at
Charlotte
water
and
it
dovetails
well
with
the
city's
focus
and
the
sustainable
energy
action
plan,
our
mcalpine
treatment
facility.
We
have
a
combined
heat
and
power
project,
we
harvest
the
excess
methane
gas
from
the
treatment
process
and
we
turn
it
into
energy.
That's
put
back
on
the
grid.
C
We
just
embarked
on
a
public-private
partnership
that
will
harvest
phosphorus
from
the
waste
stream
at
that
same
facility,
and
it
will
take
that
waste
stream
that
we
do
not
want
discharged
out
and
see
the
receiving
waters
and
it
will
harvest
it
and
beneficially.
Reuse,
it
in
probably
in
the
form
of
fertilizer
and
then
we've
also
started
a
pilot
with
one
of
our
field.
Operations
owns
to
utilize
biodiesel
fuel
in
our
fleet
vehicles.
C
Community
engagement
is
ever
more
important,
particularly
as
our
capital
program
has
increased
and
continues
to
do
so.
And
so
we
have
made
efforts
to
increase
our
project
communications,
both
in-person
meetings
and
then
also
on
our
website,
and
provide
better
and
more
frequent
updates
to
our
capital
projects.
C
But
we
recognize
the
importance
of
partnering
with
and
recognizing
the
small
businesses
in
our
community,
and
so
we
have
had
two
vendor
fairs
in
the
past
year
that
we,
where
we
brought
in
our
large
contractors,
that
regularly
do
our
capital
projects,
as
well
as
a
number
of
small
businesses
and
mws
B
businesses,
and
try
to
create
some
opportunities
for
partnerships
there.
And
then
we
also
contracted
with
a
person.
C
That's
basically
a
part-time
employee,
who
is
a
small
business
engagement,
specialist
mouthful
and
her
role
is
to
go
out
in
the
community
and
identify
small
businesses
and
look
for
potential
matches
that
can
help
us
with
our
capital
projects
and
encourage
and
help
them
get
registered.
With
the
city
and
to
be
able
to
participate
in
our
projects,
none
of
that
would
be
possible
if
we
didn't
have
reliable
infrastructure.
That's
one
of
the
very
core
things
that
that
we
do.
C
Everything
that
you
see
in
the
community
above
ground
is
reliant
upon
us,
maintaining
that
system
of
bikes
below
ground
and
so
to
that
end,
we've
completed
a
holistic
master
plan
of
our
water
distribution
system.
We've
been
a
strong
partner
with
the
city's
2040
comprehensive
plans,
so
we
know
where
the
growth
is
expected
to
occur.
C
Next
all
hits
on
our
proposed
budget
at
a
high
level,
but
feel
free
to
ask
some
questions
if
you
like
we're
proposing
an
annual
budget
for
the
next
year
of
four
hundred
and
seventy
five
million
dollars
and
the
largest
portion
of
that
about
300
million
covers
our
capital
infrastructure
plan
and
that
is
split
about
half
one
hundred
and
fifty
million
towards
pay-as-you-go
funding.
And
the
other
half
supports
our
revenue
bond
funded
projects
as
service,
and
this
has
been
an
intentional
move
on
our
part
to
try
to
get
that
mix
closer
to
5050.
C
A
B
Just
offered
my
explanation:
Pago
is
basically
capital
type
projects
that
are
funded
currently,
as
opposed
to
which
for
which
we
bark
borrow
money.
That
represents
this
year's
outlays
for
projects
that
might
have
been
funded
with
debt.
But
then
we
are
funding
currently.
So
there
was
a
reference
before
by
Kelly
to
the
fact
that
we
don't
pay
for
everything
currently,
because
it
really
isn't
Putin
practice,
but
we
are
conservative
and
that
we
pay
for
a
lot
of
our
capital
expenditures
in
our
current
budget,
fair
assessment,
exactly
okay,
it's
called
pay-as-you-go.
C
The
other
175
million
is
split
between
our
personal
services
and
our
operating,
so
this
is
paying
for
things
like
the
salaries
and
benefits
for
our
nearly
1,000
employees.
It
pays
for
the
chemicals
that
we
use
at
our
treatment
facilities
to
treat
the
water
and
wastewater
and
it
pays
for
the
power
that
we
consume,
that
our
facilities,
along
with
a
number
of
other
things
and
personal.
B
C
All
right,
so
this
is
where
I'm
gonna
copy
a
bit
more
from
from
Kelly
and
reference
back
to
our
long-term
financial
plan
that
we
have,
and
that
takes
about
a
10-year
look
ahead
and
horison.
So
we
do
our
best
to
anticipate
our
expenditures,
both
on
the
operating
and
personnel
sides,
as
well
as
our
capital
budgeting,
and
then,
in
that,
what
we
have
tried
to
do
is
is
to
smooth
out
any
spikes.
I
think
Kelly
use
the
phrase
steady-state.
C
Ours
is
not
exactly
steady-state,
but
we
have
worked
to
try
to
get
it
to
be
fairly
smooth
so
that
we
don't
see
drastic
changes
year
to
year
and
as
part
of
that
financial
plan,
it
includes
annual
modest
rate
increases,
and
this
year
we
are
looking
at
a
rate
increase.
We
expect
it
to
be
between
three
point,
two
and
three
point
six
percent,
and
that
would
be
speaking
in
terms
of
our
average
residential
customer
and
that's
very
in
line
with
where
we
projected
that
we
would
be
last
year
so
we're
coming
in
on
target.
B
C
C
Last
year
we
had
a
five
years
and
at
one
point,
six
billion
dollars
this
year,
we're
looking
at
a
300
million
dollar
increase
that
pushes
that
up
to
about
1.9
billion
dollars,
and
we
have
over
a
hundred
well
over
100
projects
lined
out
in
our
in
our
CIP
plan,
but
the
biggest
area
where
we've
seen
the
biggest
increases
in
what
we
call
the
capacity
for
growth.
We
divide
our
capital
project
plan
up
into
five
financial
categories,
and
the
capacity
for
growth
is
very
much
as
it
sounds.
C
These
are
the
projects
that
are
necessary
to
keep
pace
with
the
growth
in
the
community,
and
so
that's
where
a
lot
of
that
increase
is
coming
from
and
of
note
and
something
that
I'm
proud
of
is
that
we
have
started
on
our
newest
wastewater
treatment
facility,
the
Joe's
Stowe
water
reclamation
facility,
that's
out
very
close
to
the
u.s.
national
White
Water
Center
and
that's
been
before
you
all
on
a
number
of
RCA's.
C
But
it's
a
300
million
dollar
will
be
a
state-of-the-art
treatment
facility
for
us,
but,
more
importantly
than
that,
I
think
is
that
it
represented
an
opportunity
to
partner
with
the
towns
of
Mount,
Holly
and
Belmont
in
Gaston,
County
and
they're
paying
for
their
share
of
that
and
that's
the
way
of
the
future
of
our
industry
is,
as
the
expectations
and
regulations
start
to
tighten
down.
Economies
of
scale
are
important,
so
we're
excited
to
embark
on
that.
C
The
next
biggest
category
at
about
500
million,
is
our
reinvestment
into
our
system.
A
lot
of
our
system
was
put
in
in
the
60s
70s
and
80s
and
depending
on
a
lot
of
conditions
that
youth
conditions,
you
expect
to
get
around
50
years
out
of
out
of
pipes
plus
or
minus,
and
so
it's
time
that
we
start
reinvesting
in
that,
and-
and
this
puts
us
on
track
to
make
sure
that
that
infrastructure
remains
in
good
use
for
service.
For
us.
C
F
C
Thank
you,
I
expand
our
our
folks
that
are
in
the
field.
They
understand
the
importance
of
that
and
say
they
take
it
seriously
and
it
seems
to
for
some
reason
it
always
happens
on
the
worst
of
days
at
night
yeah,
it
seems
to
free,
but
they
do
a
wonderful
job.
Thank
you
for
recognizing
that
our
regulatory
requirements,
these
are,
were
a
heavily
governed
operation
and
the
state
and
federal
agencies
both
have
a
hand
in
saying
how
and
how
much
we
treat
water
and
wastewater.
C
C
C
Out
at
all
bility,
so
on
any
given
day
in
terms
of
the
number
of
folks,
it
takes
to
operate
that
a
lot
of
it
is
automated.
Now
I
would
we
have
a
small
staff
out
there,
probably
about
four
to
six
people
during
the
day,
but
it's
staff
24/7
around
the
clock,
so
nighttime
the
the
crews
could
drop
down
to
having
just
a
handful
of
people.
There.
J
C
Commitments
of
public
projects
is
where
we
invest
in
our
infrastructure,
that
is
in
partnership
that
you
owe
with
cities
or
example.
If
that
would
be
the
independence
Boulevard
widening
and
we
went
in
and
relocated
and
upsized
some
of
our
infrastructure
there
in
association
with
and
at
the
same
time
as
the
binding
was
taking
place
and
then
the
last
category
at
148
million
dollars
is
our
facilities
and
technology.
There's
a
lot
of
large
technology
systems
and
a
huge
number
of
facilities
that
are
behind
our
organization
and
we
have
to
sure
there.
C
Those
stay
running
I
would
like
to
point
out
one
project
there
that
we
have
been
working
on
and
we
will
be
breaking
ground
very
soon,
and
that
is
our
one
of
our
field
operations
zone
zone
4,
which
is
down
off
West
teabolo
road,
is
a
dated
and
under
sized
facility
for
the
crews
that
we
run
out
of
there,
and
so
we're
gonna
be
building
a
new
facility
down
there.
That
will
help
them
out,
but
excitingly
we've
been
able
to
partner
with
our
folks
in
stormwater
services
and
before
the
possibility
of
co-locating
down
there.
C
C
So
that
brings
me
to
the
end
and
before
I
ask
for
questions.
I
would
like
to
offer
a
thanks
to
all
of
our
996
employees,
as
well
as
those
folks
here
that
showed
up
today
that
have
been
working
hard
on
developing
this
budget.
I'd
also
like
to
say
thanks
to
Ryan
and
his
folks
for
being
there
and
supportive
and
helping
us
get
to
this
point,
and
then
thank
you
to
council
work
before
you.
Often
with
requests
for
approval
and
you've
always
had
our
back.
B
So
I
just
want
to
echo
what
mayor
pro-tem
said:
Charlotte
water
has
an
outstanding
history
of
good
water,
good
performance,
financial
responsibility,
and
we
are
really
fortunate
I
appreciate
that
and
also
want
to
mention,
if
you
need
an
increase
in
your
allocation
for
rescuing
puppies
counseling.
Everything
to
that
so.
A
C
That's
a
question
that
has
has
come
up
many
many
times
over
the
years.
One
of
the
unique
qualities
about
that
treatment
facility
is
that
it's
actually
on
the
Historic
Register
of
Deeds
it
is,
it
is
so
open.
So
that's
somewhat
limits
are
opportunities
there
to
wrap
it
though
we
would
have
to.
We
would
have
to
look
into
that
things
themselves
on
certain
tanks
that
we've
explored
some
of
these
options
before
and
depending
the
surface,
looks
really
smooth
from
a
thousand
feet
away
and
you
get
up
there.
That's
very
porous
uneven
I
shouldn't
say
always.
B
C
That's
that's
a
that's
a
good
question
and
the
question
that
I
have
asked
that
sounded
are
McAlpine
plan.
It's
basically
just
a
huge
generator
set
and
it
takes
that
methane
gas
and
it
returns.
It
is
huge
that
energy
goes
back
out
onto
the
grid
and
when
we
put
that
in
we
recognize
the
potential
and
we
kind
of
set
the
stage
some
foundations
and
things
for
future
generator
sets
we're
harvesting,
I,
think
it's
around
30
or
40
percent
down
there.
C
It
comes
back
to
the
ROI
for
and
when
we
did
this
a
few
years
ago,
the
the
situation
with
Duke
Energy
and
their
purchase
price
was
more
favorable
than
it
is
today.
So
we're
trying
to
get
a
little
bit
farther
down
the
road
and
make
sure
we
understand
well
the
maintenance
and
upkeep
costs
so
that
we
can
factor
that
in
to
figure
out
if
the
ROI
pays.
B
I
I
I
You
can
really
think
about
what
we
do
is
broken
into
two
very
different,
but
ultimately
related
things,
I'm
sort
of
dealing
with
water,
quantity
and
water
quality,
and
the
first
is
really
about
infrastructure
in
the
second,
you
can
kind
of
think
of
as
an
environmental
component
to
the
program.
But
fundamentally
what
we're
doing
is
taking
rain,
that's
fallen
from
the
sky
and
we're
trying
to
move
it
safely
to
streams
and
creeks,
and
when
that
water
gets
there,
we
want
it
to
be
as
clean
as
it
possibly
can
be.
I
So
that's
that's
what
the
program
has
been
doing
for
little
over
25
years,
and
this
is
sort
of
an
overview
of
some
of
the
key
service
aspects
and
I'll
start
out
by
saying
that
we
operate
as
a
joint
utility
with
the
county
and
that's
a
partnership
that
was
created
when
the
program
was
first
started.
The
the
responsibilities
do
not
overlap.
All
the
responsibilities
are
uniquely
allocated,
but
we
work
in
a
great
partnership
every
day.
I
Thinking
back
to
the
origins
of
how
storm
water
began.
Part
of
its
origin
story
is
that
it
is
rooted
in
Clean,
Water
Act.
We
do
things
both
because
they
are
good
things
environmentally,
but
also
because
the
federal
government
requires
that
we
do
them.
Asset
Management
is
something
you'll
hear
me
talk
about
a
couple
slides
from
now
and
so
I'll
kind
of
explain
why
that's
a
big
deal
going
forward
resident
response
I
just
always
find
this
an
interesting
stat.
We
we
deal
with
anywhere
from
three
to
four
thousand
resident
contacts
to
us
in
a
given
year.
I
And
lastly,
I'll
just
say:
hurricane
response
or
severe
storms
is
increasingly
become
a
part
of
our
business
in
terms
of
how
we
can
support
citywide
operations
and
emergency
response,
and
so
then
just
a
few
kind
of
infographics
to
kind
of
just
give
a
sense
of
the
scale.
So
this
is
looking
at
the
completed
FY
2019
year,
which
included
600
projects
managed
219
of
which
were
completed
in
that
year.
I
In
the
completed
year
of
FY
2019,
we
invested
69
million
dollars
in
capital
improvement
projects
and
feel
like
we
were
able
to
do
that
efficiently,
measure
in
terms
of
86
cents
per
dollar
collected,
put
into
capital
and
and
also
proud
that
we
were
able
to
sustain
triple
a
bond
ratings,
while
we're
doing
that
so
I
mentioned
kind
of
this
is
being
an
important
year
in
terms
of
some
new
initiatives
underway.
So
let
me
kind
of
touch
on
what
those
things
are
so,
starting
with
a
shift
to
an
asset
management
approach.
I
What
that
really
means
is
we
we
aspire
to
be
a
program
that
operates
based
on
an
awareness
and
knowledge
of
what
our
system
needs
from
us
in
terms
of
resource
investment,
knowing
where
things
are
doing
preventive
maintenance
and
trying
to
intervene
before
something
fails
and
becomes
a
worse
problem.
That's
sort
at
the
heart
of
asset
management.
We've
also
made
a
big
shift
in
terms
of
focusing
our
work
on
city
maintain
drainage
system.
I
That
is
a
major
transformation
in
the
program
and,
lastly,
that
we
have
taken
the
work
that
has
been
on
our
plate
and
reprioritize
that
work
in
order
to
address
higher
risk
projects.
First,
in
all
cases,
I
think
people
are
aware
when
something
was
very
bad
that
happened
in
the
street.
That
was
always
our
highest
priority.
Some
of
you
may
remember.
B
I
Let
me
start
with
just
a
quick
explanation
about
what
makes
stormwater
an
unusual
thing
for
people
there's
kind
of
this
common
misconception.
That
stormwater
is
something
that
the
city
creates
and
ends
up
on
people's
property,
but,
as
I
said
early,
it
falls
from
the
sky
and
it
crosses
a
bunch
of
different
property
owners
property,
including
some
that's
city,
streets
and
property
and
then
on
its
way,
ultimately
to
the
ocean.
It's
crossing
private
property.
I
This
program
has
a
history
of
going
on
to
private
property
as
an
assistance
program
to
help
people
with
private
drainage
issues,
and-
and
some
of
you
were
involved,
an
extensive
committee
work
a
couple
years
ago.
What
we're
really
trying
to
tackle
was
a
growing
backlog
of
work
that
was
rooted
in
trying
to
assist
people
with
what
is
ultimately
a
private
property
issue.
I
So
this
city
maintained
drainage
is
focusing
that
work
doesn't
mean
we
no
longer
work
on
private
property,
but
what
it
means
is
we're
focusing
our
efforts
on
the
public
system
for
which
we
are
liable
and
for
which
we
have
significant
responsibilities
to,
and
our
work
on.
Private
property
will
generally
be
done
only
to
the
extent
that
it
serves
the
public
interest,
not
a
private
interest
alone.
B
And
I
would
just
add
to
that.
A
couple
of
years
ago
the
backlog
of
service
requests.
We
had
translated
to
almost
a
billion
dollars
worth
expense
had
been
fulfilled
them
all.
So
I
think
it's
impressive
that
we're
getting
that
under
control
and
not
letting
those
wait
times
get
even
longer,
because
some
people
have
been
on
waiting
lists
for
10
years
or
more,
and
there
was
still
no
prospect
of
actually
getting
the
service
that
they
thought.
They'd
been
promised.
B
B
Pilot
project
was
something
where
we
told
the
lower
priority.
People
have
been
waiting
a
long
time
if
you
were
prepared
to
pay
15%
of
the
cost
of
dealing
with
the
issue,
a
new
property.
We
will
pay
85%
and
it
was
an
experiment.
We
limited
it
to
five
million
dollars.
I
think
it's
correct
in
order
to
just
test
the
waters
and
find
out
whether
there
was
a
huge
population
out
there
really
waiting
for
service
and,
as
you
say
in
fact,
those
people
I
think
we're
not
waiting.
Yeah.
I
B
F
A
F
You've
got
open
fields
and
it
rains
a
certain
amount,
gets
absorbed
into
the
land
rights
right
moves
into
the
water
table,
I
guess,
if
you're
building
subdivisions
and
now
you've
got
in
previous
spaces,
you're
putting
water
drainage,
stormwater
systems
in
place
that
is
directing
it
somewhere
onto
private
land.
That
didn't
exist
before
that
that
that
flow
didn't
exist
before
so.
I
struggle
to
say
that
this
is
not
something
that
we're
creating
and.
I
F
I
I
So
it's
not
perfect,
but
yes,
we
see
our
role
in
stormwater
as
trying
to
deal
with
some
of
those
conditions,
but
ultimately
water
that
moves
from
one
property
to
another
is
sort
of
a
property
rights
thing
and
every
property
owner
has
the
responsibility
to
receive
what
their
up
hill
neighbor
sent
to
them.
And
so
it's
something
I
think
the
city
has
considered
as
a
policy
position
for
a
long
time
is
how
much
do
we
want
to
get
involved
to
help
people
on
those
properties?
Well,.
F
I
mean
I,
understand
that
in
that
in
it,
and
it
shouldn't
be
all
your
job
to
fix
it,
I
mean
I
think
that
that's
we've
got
to
think
about
that
from
a
planning
standpoint.
You
know,
because
it's
it's
expensive,
I
I,
don't
I
I,
do
struggle
as
a
property
owner
I
struggle
with
being
told
that
we've
built
this
subdivision,
and
now
it's
your
problem
that
that
water
is
collecting
in
your
backyard,
causing
the
sinkhole
causing
the
foundation
of
your
house
to
drop.
Yes,.
I
So
if
what
we're
learning
after
25
years,
is
it
wasn't
sustainable
with
the
level
of
resources
we
were
willing
to
put
into
it
to
take
care
of
everyone's
pipe
that
they
didn't
know
about.
We
see
ourselves
as
having
a
responsibility
to
begin
to
think
about
what
those
regulations
need
to
be
and
test
whether
or
not
we
need
different
types
of
requirements
so
that
people
aren't
surprised
by
those
things.
The.
B
I
I
So
this
slide
was
really
to
suggest
that,
as
we
make
a
major
transformation
in
the
program,
it
was
important
to
everyone
involved
to
not
abandon
those
who
were
waiting
on
our
services.
So
we
can
put
a
rope
around
that
and
say
we
know
where
these
1,700
commitments
are.
We
have
an
idea
what
they
cost
and
in
order
to
resolve
them
in
five
years,
which
was
the
timeframe
we
gave
ourselves.
I
What
we
had
assumed
last
year
was
in
the
model,
was
three
point
six
and
those
future
years.
We
think
will
be
lower
than
that,
and
so
our
final
recommendation
would
come
forward
as
part
of
the
manager's
budget
and
between
now
and
then
we'll
be
continuing
to
work
with
finance
and
budget
on
what
we
think
that
that
scenario
should
be
so.
B
I
There's
two
things
going
on,
so
we
are
tightening
the
scope
of
what
we're
trying
to
solve
for
over
a
long
period
of
time
and
we're
increasing
the
rate
at
which
we're
seeking
to
resolve
what
we
already
have
on
our
plate.
And
so,
when
you
take
that
and
the
financial
assumptions
all
put
together
and
a
cash
we
had
on
hand.
That's
where
it
levels
out
to
around
that.
I
H
I
G
I
The
responsibility
that
the
properties,
the
property
that
you
own,
would
be
to
receive
water
from
your
up
hill
neighbor
and
if
you
were
built
as
part
of
a
subdivision,
the
requirements
in
terms
of
the
pipes
that
people
installed
the
detention
systems
that
were
put
in
place
are
sized
in
a
way
that
anticipate
growth
and
so
yeah
I.
Think.
The
answer
to
your
question
is
you
are
responsible
for
how
those
conditions,
unfold
and
I
think
what
the
debate
is
table
as
to
what
extent
is
that
all
working
the
way
it
should
but
yeah?
B
Clarify
do
we
do
have
a
stormwater
ordinance
and
the
intention
of
that
stormwater
ordinance
is
to
require
that
any
new
impervious
service
that's
created
through
development,
the
accompanied
by
measures
such
that
the
runoff
from
the
site
is
intended
to
be
heard.
It
would
have
been
before
right
on
a
street.
So
that's
the
concept.
The
problem
is
that
it's
not
necessarily
working
well,
but
the
way
that
is
fulfilled
is
to
have
those
detention
ponds
and
other
solutions.
B
G
I
Okay,
we'd
be
happy
to
sort
of
look
at
that
one
directly.
What
I'd
say
generally
is
different
properties
treat
this
differently.
In
some
cases,
commercial
properties
I've
seen
where
they
put
fencing
around
it.
In
other
cases,
they're
amenities
because
done
well.
These
are
basically
ponds
and
with
walking
trails
around
them.
So
it's
a
lot
of
it's
about
design
ever
been
conditions,
they're
actually
put
underground.
Okay,.
B
Bottom
line
three
percent
three
and
a
half
percent
increase
as
far
as
budget
is
concerned.
Any
other
questions,
thank
you.
Yeah
good
job
I
think
we're
much
better
off
than
we
were
four
years
ago.
I
didn't
have
one
person
that
Kruti
knows
about
Jamie
Dean,
whose
yard
floods,
but
the
house
isn't
in
danger
and
we've
been
taking
the
position
that
we
can't
do
anything
about
it,
and
that
is
the
situation
that
has
worsened
over
the
years
over
the
last
few
years,
leading
to
the
belief
that
it
was
because
of
work
that
was
done
elsewhere.
D
Good
afternoon
I've
been
told
by
Ryan
that
you
already
have
the
presentation,
so
thank
you
today
what
we'd
like
to
talk
about
for
Human
Resources.
We
want
to
focus
on
benefits
in
compensation
and
normally
in
human
resources.
We
have
five
divisions.
Just
so
you'll
know
we
have
benefits
compensation.
We
also
have
employer
relations
and
compliance
organization,
development
and
learning
and
talent
acquisition
management.
But
today's
focus
is
benefits
and
conversation.
D
In
our
benefits
for
I
thought
we
just
start
with
how
our
employees
enrolled
in
benefits
we
offer
for
medical
plans,
and
these
charts
are
here
to
demonstrate
how
people
select
to
enroll
the
first
chart
on
the
left
is
what
tier
our
employees
elected,
and
you
will
see
that
the
master
the
half
of
our
workforce
are
in
a
family
tier
of
coverage.
In
our
benefit
plans,
the
next
largest
tier
is
I'm.
D
Sorry,
employee
only
coverage
is
the
largest
and
the
next
largest
tier,
his
family
tier
coverage,
employee
children
follow
that
and
then
employee
and
spouse
is
the
smallest
tier.
We
have
four
plans
of
the
four
plants.
Two
of
them
are
a
PPO
plan,
which
is
preferred
provider
organization,
and
you
will
find
that
our
workforce
consider
those
our
traditional
plans
and
then
we
have
two
plants.
There
are
health
savings
account
plans.
We
introduced
health
savings
account
plans.
D
D
D
Next
lie
is
to
tell
you:
where
is
the
money
going
so
once
the
spin
on
benefits
annually,
we
spend
about
95
million
dollars
in
benefits
and
and
when
I
would
say
benefits.
Is
there
really
the
big
four
that
people
think
of
as
benefits
medical
cost,
which
is
healthcare,
prescriptions
costs,
dental
and
vision?
I
would
like
to
point
out,
though,
when
you're
the
employee,
the
employee
is
paying
most
of
the
dental
and
100
percent
of
the
vision
cost.
D
The
city
of
Charlotte
is
picking
up
most
of
the
cost
and
the
medical
and
the
prescriptions
okay,
but
you
can
tell
here
where
our
medical
spend
is
our
medical
spends
around
seventy
two
point:
seven
million
dollars
and
our
prescriptions
is
next
and
also
we
have
different
tiers
of
prescriptions
that
people
are
on.
The
information
I
like
to
point
out
on
this
slide
is
the
information
on
the
right.
D
This
is
an
update
from
last
year.
Mr.
Driggs,
you
may
recall
that
we
put
in
a
program
for
premium
relief
to
help
our
lowest
paid
employees
and
the
criteria
that
we
used.
There
was
to
look
at
the
Affordable
Health
Care
Act
and
use
their
definition
of
what
affordability
is
in
that
year.
That
definition
was
9.5
percent
of
a
weekly
salary.
If
your
premium
cost
was
more
than
that,
it
was
considered
to
be
not
as
affordable.
D
D
Our
benefits
team
manages
over
25
different
benefit
programs
for
seven
hundred,
seven
thousand
six
hundred
employees
again
I
just
said
we
have
71
employees
who
received
a
premium,
healthcare
relief,
premium
relief,
and
in
the
past
two
years
we
had
no
increase
in
premiums
for
all
and
Road
city
employees
for
health
care,
250
wellness
programs
were
implemented
and
the
clinic
that
we
operate,
which
is
called
our
health
and
we
branded.
As
my
clinic
our
health.
A
lot
of
people
get
confused
on.
D
D
D
It's
coming
from
claims
lower
claims
and
for
the
employee,
their
out-of-pocket
costs.
So
if
you
are
on
our
plan
and
I,
go
to
the
clinic
you're,
not
paying
a
copay
right,
you're,
not
paying
an
out-of-pocket
cost
to
go
in.
So
that's
where
the
savings
for
our
employees
are
coming
from
they're,
not
paying
those
up
fun.
B
D
Add
to
what
mr.
drapes
are
saying,
which
is
not
on
a
slide,
so
it's
hard
to
measure,
but
he's
directly
pointing
to
why
we
put
the
clinic
in.
We
know
that
some
of
our
workforce
do
not
seek
care
and
we
had
to
figure
out.
Why
are
they
not
seeking
care?
So
one
reason
was
affordability.
The
second
reason
was
access,
so
we
wanted
to
have
clinics.
There
was
near
their
homes
or
near
their
work
sites,
because
now,
as
you
may
know,
we
can
solve
waste
as
an
example.
D
We
have
employees
that
are
on
a
crew
and
they
can
take
the
entire
crew
to
the
clinic
and
they're
in
and
out
the
clinic
in
about
15
minutes.
So
by
providing
this
type
of
service,
we
are
now
treating
our
employees
with
chronic
conditions
and
they
were
going
untreated
before
so.
That's
where
the
true
benefit
is
coming
in
and
that's
hard
to
put
a
metric
to
did
that
benefit.
F
D
D
So
the
next
subject
is
defer
conversation.
This
is
a
well.
Let
me
back
up
and
give
you
a
little
bit
of
history.
Here.
Last
year
the
council
asked
that
we
look
at
putting
in
a
deferred
comp
plan
for
to
a
deferred
comp
plan
for
our
firefighters,
so
1%
of
their
salaries
into
a
deferred
comp
plan.
Okay,
in
addition
to
that,
the
city
had
already
started
an
initiative
to
submit
a
request
for
proposal
to
quote
a
deferred
comp
457
plan
that
we
would
be
the
plan
sponsor
for
now.
D
D
We
then
decided
that,
if
we're
going
to
put
in
the
retiree
health
savings
account
which
City
Council
established
to
put
in
$20
a
week
for
employees
in
the
public
safety
area
who
were
hired
after
2009,
we
would
use
the
new
457
plan
as
the
vehicle
to
apply
the
$20.
A
week
did
I
how
you
still
with
me,
try
to
spook
it.
D
So
this
is
the
plan
that
we
bid.
It
is
a
new
plan
and
it
does
allow
for
employer
contributions.
When
we
started
this
initiative,
we
were
thinking
that
the
1%
would
go
into
what
all
city
employees
has,
which
is
a
401
k
plan,
and
you
have
it
no
you're,
not
you
don't
have
it.
We
have
it
because
you
know
retirement
eligible
and
we
ran
into
a
bump
in
the
road
and
the
bump
in
the
road
is
that,
yes,
all
of
our
employees
have
a
401
k,
k
plan.
D
E
If
I
can
piggyback
on
that
a
little
bit,
so
we
thought
that
the
state
supplement,
Retirement
Board
would
let
us
treat
firefighters
differently
than
general
employees.
They
came
back
and
said.
We
can't
do
that
because
we
were
trying
to
match
firefighters
up
with
police
officers.
They
said
we
can't
do
that,
because
we
don't
want
to
open
the
door
to
treat
employee
groups
separately,
and
our
appeals
stated
that
our
firefighters
are
the
only
group
in
the
state
that
has
their
own
retirement
zone,
so
they
are
already
treated
very
separately.
E
D
B
D
B
D
D
Okay,
so
we'll
be
operational.
Okay,
moving
on
to
compensation,
the
City
of
Charlotte
operates
five
pay
plants.
Public
Safety
is
the
big
one
that
you
all
are
very
familiar
with,
and
then
in
the
general
quote,
employee
population.
We
have
an
hourly
pay
plan,
a
salary
to
pay
plan,
a
pay
plan
for
interns
and
a
progressive
wage
scale
for
apprenticeships.
D
So
in
2019
let
me
start
the
bottom
of
this
life
for
FY
2020.
The
actions
that
has
been
completed
is
that
we
went
to
a
dollar
an
hour
and
an
ad
on
our
increase
for
those
that
were
earning
under
69
thousand
three
hundred
thirty
three
dollars
and
sixty
eight
percent
of
our
non
Public
Safety
employees
received
that
dollar
an
hour
increase.
D
At
the
top
there
you
know
we
benchmarking
us
against
other
responding
peer
cities.
Our
turnover
rate
is
less
than
our
peer
cities
and
our
three-year
average
increase
is
higher
than
our
peer
cities
they're
at
2.3
percent,
and
we
are
averages
four
point
five.
So
we're
always
looking
at
where
we
compete
with
our
peers.
E
Say
I
just
wanted
to
make
it
clear
when
we
did
the
budget
forecast
at
the
retreat.
We
included
a
base
case
into
that
model.
So
what
that
means
is
3%
for
hourly
and
salary
importance
and
then
the
normal
seller
increase
and
a
step
plus
the
additional
public
safety
compensation
that
we
had
talked
about
last
year
as
part
of
a
two
and
three
year
plan,
so
just
wanted
to
make
it
clear
there
and
then
at
the
bottom.
There
you
do
see.
D
Okay,
Lester
slides
our
other
great
things
happening
with
our
workforce.
The
Charlotte
training
Career
Academy,
this
Academy
began
in
October
and
it
was
a
plan
to
bring
in
50
people
in
our
community
who
may
be
facing
barriers
to
employment
and
the
concept
is
we
find
them?
We
bring
them,
we
teach
them,
we
train
them
and
if
they
stay
with
us,
we
employ
them,
and
so
we
have
50
employees
that
we
brought
in
actually
was
51.
D
D
B
The
part
that
we
still
need
to
talk
about
that
we
will
not
still
need
to
talk
about
is
how
the
proposed
increase
in
compensation
ties
in
to
our
overall
budget
picture
and
whether
we
create
a
gap
that
we're
able
to
close
by
other
means
or
how
that
will
work.
But
I
think
we
know
that
that's
not
going
to
comment
or
later
the
manager
will
keep
to
working
on
that
and
I
think
this.
E
Budget
workshop,
it
will
encompass
Sheila's
presentation,
water
and
storm
water
will
go
again
and
then,
additionally,
we'll
have
a
public
safety
enhanced
compensation
where
we'll
talk
specifically
about
them,
where
we'll
also
have
both
Chiefs
available
to
answer
questions
and
also
talk,
maybe
a
little
bit
about
the
qualitative
effects
of
some
of
the
increases
and
then
finally,
the
last
item
would
be
the
strategic
energy
action
plan.
We'll
talk
specifically
about
some
of
the
budget
impacts,
you
have
a
draft,
a
draft
for
the
agenda
in
front
of
you,
okay,.