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From YouTube: City Manager Presents FY2021 Proposed Budget
Description
City Manager Marcus Jones presents his proposed FY2021 Budget to City Council.
For more information please visit CharlotteNC.Gov/Budget
A
A
A
B
B
C
C
F
F
And
acute
shocks
were
hurricanes
or
tornadoes
that
emergency
man,
it
was
paths
years
ago
it
put
us
in
a
good
situation,
either
a
city
manager
or
a
budget
director
or
someone
in
finance
and
I'll.
Tell
you
the
first
time
that
I've
done
this
sitting
down
and
it
really
shows
what
we're
dealing
with
right
now,
something
French.
Then
many
of
us
have
ever
experienced
and
many
times
we
hear
concepts
like
the
new,
normal
or
the
new
abnormal,
but
as
a
team.
F
But
what
we
do
know
is
that
with
steady
leadership-
and
that
is
from
the
mayor
in
the
council-
in
steady
leadership
from
the
administration,
we
know
that
we
can
get
through
this,
maybe
better
than
any
other
city
our
size.
We
have
a
strong
foundation
that
we
call
team
Charlotte
and
it's
not
just
a
tagline
and
I
will
tell
you
over
the
course
of
the
last
couple
of
months.
F
F
Just
some
of
the
things
that
happened
over
the
last
four
years,
you've
been
able
to
attract
a
fortune.
100
company,
you
hosted
an
NBA
all-star
game.
You
got
the
private
sector
to
match
a
50
million
dollar
investment
in
portable
housing.
You
were
named
a
climate
challenge
winner.
He
hosted
the
PGA
Championship,
you
established
an
office
of
equity
mobility
and
immigrant
integration.
F
So,
despite
all
that
momentum
and
as
I
spoke
with
you
think
in
this
room
on
April,
the
13th
kovat
19
shifted
our
focus
from
that
momentum
to
really
an
emergency
management
in
public
safety
stance,
the
EOC
has
been
open
for
over
50
days
is
opened,
March
12,
and
during
that
time
we've
witnessed
so
many
things.
So
many
issues
at
the
state
at
the
national
and
local
level.
That
shows
that
this
is
just
not
unique
to
Charlotte.
F
So,
for
instance,
some
of
the
national
highlights,
so
unemployment
is
estimated
to
be
at
between
15
to
20
percent
compared
to
25
percent.
During
the
Great
Depression,
over
30
million
Americans
have
filed
for
unemployment
the
last
six
weeks,
the
u.s.
created
22
million
jobs
since
the
Great
Recession
issue.
So
a
decade's
worth
of
job
creation
was
eliminated
in
about
a
month,
just
not
unique.
At.
F
Level
unemployed
unemployment
has
increased
to
11
in
a
half
percent
at
the
local
level.
We're
seeing
similar
numbers,
but
one
thing
I
do
want
to
tell
you-
is
that
we're
starting
to
get
some
revenue
numbers
in
and
I
could
only
suggest.
These
are
shocking
so,
for
instance,
occupancy
tax
year-over-year
for
march
down
70%
food-and-beverage
year
or
a
year
for
march
down
56%
vehicle
rental
Dale
97%.
Do
you
drive
it
down?
98%
percent,
pending
home
sales
dropped
45
and
a
half
percent
new
residential
listings
fell
31%.
F
So
what
we're
seeing
is
the
impact
of
kovat
19,
and
that's
just
for
March,
so
what's
important
for
us
is,
is
what
do
we
have
in
place
as
a
city
so
that
we
can
rebound
and
also
we're
able
to
provide
core
services
to
our
residents,
so
I
just
want
to
go
back
to
a
slide.
That
I
showed
you
on
the
13th
of
April,
which
talked
a
bit
about
the
impact
of
some
of
these
taxes.
F
So
sales
tax
takes
a
hit
both
to
the
general
fund
and
our
general
capital,
and
that's
a
high
impact
and
the
same
thing
with
the
transit
fun.
On
the
hospitality
side,
we
have
occupancy
tax
and
food
and
beverage
tax,
which
also
has
a
very
high
hit.
So
as
we
go
through
this,
it's
not
just
the
general
fund
or
our
general
capital,
but
also
what's
happening
for
some
other
entities
that
are
heavily
dependent
on
some
of
these
tax
revenue.
F
F
So
it's
important
to
know
that
there
are
some
federal
funds
that
are
coming
in
that
have
an
impact
on
the
city,
there's
also
the
coronavirus
relief
fund,
which
has
a
hundred
and
fifty
five
million
dollars.
That
is
also
available
to
see
that,
as
we
talked
last
month
that
deals
with
cities
with
a
population
of
500,000
or
more
so
that's
a
small
segment
of
all
the
cities
in
the
country.
So,
in
other
words,
some
states
don't
have
cities
with
populations
of
500,000
or
more
and
therefore
could
not
access
access.
F
These
funds
I
will
tell
you
that
there
are
some
keys
around
these
funds.
One
is
that,
therefore,
costs
that
are
incurred
during
due
to
kovat
19?
They
cannot
be
used
for
anything
that
was
already
accounted
for
in
the
budget.
They
are
related
to
expenditures
over
the
period
of
March,
1st
2022,
December,
30th
2020
and
unlike
cats
in
aviation,
they
cannot
be
used
to
replace
revenue.
So
what
we're
doing
as
a
team
is
analyzing
how
we
can
utilize
those
funds
to
help
us,
especially
in
the
area
of
critical
operations
and
infrastructure.
F
It's
clear
in
the
guidance
that
these
buttons
can
be
used
for
medical,
Public,
Health,
payroll
or
Kovach
19
compliance,
but
they
also
can
be
used
for
investments
in
economic
support.
So
one
of
the
things
that
I
present
to
you
tonight
is
an
opportunity
for
us
over
the
course
of
the
next
30
days
to
see
what's
happening
across
the
country
for
these
37
or
so
cities
that
have
this
access
to
the
coronavirus
relief
fund
and
how
those
are
being
used.
F
One
to
help
with
delivery
of
critical
services,
so,
for
instance,
how
can
we
make
sure
that
our
buses
are
safe
for
people
to
ride
in
them?
How
can
we
make
sure
that
our
buildings
are
appropriate
for
the
general
public
to
come
back
into,
and
we
will
provide
you
with
additional
information
about
the
use
of
those
funds
and
how
they're
being
used
across
the
country
in
terms
of
our
two
big
enterprise
funds,
the
cats
and
aviation?
They
remain
financially
strong,
as
I
mentioned
earlier.
F
They
are
receiving
federal
assistance
that
can
be
used
to
help
with
revenue
loss
and
throughout
this
crisis
they
have
continued
to
maintain
a
level
of
service.
So
if
we
go
back
to
where
this
started
in
terms
of
the
impact
of
kovat
19
on
our
budget,
you
may
recall
that
for
FY
2010
revenue
challenge
sales
was
off.
Almost
9
million
in
all
in
revenue
was
off
about
14
million.
We
have
controls
in
place
and
possible
expenditure
offset.
F
So
it
is
not
our
intention
to
draw
on
fund
balance
to
close
the
books
for
FY
20,
a
rollover
into
FY
21.
At
the
annual
strategy
meeting
we
were
actually
17
and
a
half
million
dollars
to
the
good
in
terms
of
our
revenue
projections,
but
the
impact
of
kovat
19
has
reduced
that
to
just
1.5
million
as
I
mentioned
last
month.
F
There
are
some
ways
for
us
to
handle
some
of
our
issues
for
2020,
but
also
there
are
some
things
that
we
did
we're
doing
in
2020
that
we
will
roll
over
into
FY
2021
to
mitigate
the
impact
of
this
loss
of
revenue.
So
let's
talk
about
closing
the
gap.
So
if
we
go
back
to
April
13th,
we
had
projected
expenditures
of
752
million.
The
projected
revenue
with
that
decrease
is
729
million,
so
Eric
April
gap
was
almost
20
three
million
dollars.
F
We
always
based
it
on
the
retreat,
and
so
we
went
back
to
January
so
in
between
January
and
today
we
had
almost
three
million
dollars
of
additional
technical
expenditures,
expenditures
that
we
had
to
make
at
to
fulfill
contracts,
contractual
agreements,
and
so
that
added
to
our
gap,
but
also
because
some
of
our
revenue
are
passed
through
in
formula-driven
there's
an
offset
on
the
expenditures,
so
the
plus
and
the
minus.
Basically
got
us
back
to
where
we
started,
but
20
1.8
million
was
the
gap
to
solve.
F
One
of
the
things
that
we
said
early
on
is
that
we
would
not
attempt
to
pass
this
on
to
the
residents.
So
we
don't
have
this
on
the
screen
to
suggest
that
we
have
a
1.5
cents
tax
increase
to
close
the
gap.
It's
just
not
an
option
that
we
pursued.
We
decided
that
as
a
group
as
a
team,
that
we
would
use
innovation,
creativity
and
efficiencies
and,
more
importantly,
work
as
a
team
to
see
how
we
could
close
the
gap
and
I
would
like
to
talk
to
you
a
little
bit
about
how
we
closed
it.
F
F
So,
let's
start
off
with
some
efficiencies
that
we
identified
in
operations.
8.5
million
and
I
will
tell
you
that
a
lot
of
that
had
to
do
with
department
heads
doing
a
couple
of
things:
it's
not
just
the
elimination
of
vacant
positions,
but
the
department
heads
were
able
to
work
more
efficiently.
In
other
words,
it's
not
as
if
we're
not
taking
on
more
responsibilities.
We
are
we're
absorbing
it
into
their
day-to-day
operations.
F
F
Let's
see
how
we
can
perform
our
services
with
the
resources
that
we
have,
so
that's
eight
and
a
half
million
dollars,
so
another
eleven
million
dollars
came
and
a
a
different
manner
and
we
decided
to
protect
our
core
services,
not
really
raise
taxes,
but
we
also
wanted
to
relieve
the
stress
on
the
general
fund
so
outside
of
aviation
and
cats
and
water
and
stormwater.
The
bulk
of
our
employees
are
funded
through
the
general
fund.
So
it
was
important
for
us
to
boost
the
general
fund
up
as
much
as
we
possibly
could.
So.
F
Some
of
these
are
just
shifts
in
the
way
that
we
have
allocated
funds
so
in
other
words,
one
of
the
first
things
that
we
did
is
that
we
shifted
the
allocation
of
sales
tax
from
Pago
to
the
general
fund.
So
there's
one
portion
of
sales
tax
that
was
formula
driven
and
what
we
decided
to
do
is
split
it.
A
quarter.
Cent
to
pay
go
a
quarter
of
a
cent
to
the
general
fund
and
that
new
change
that
changed
allowed
to
provide
five
more
than
five
million
dollars
of
relief
to
the
general
fund.
F
We
capture
a
b
c
revenue
in
the
fun.
Typically
75%
of
the
revenue
goes
to
the
general
fund
and
25%
of
that
revenue
goes
to
the
debt
service
fund.
We
surveyed
the
largest
cities
in
North
Carolina,
and
the
vast
majority
of
them
had
100%
of
the
ABC
revenue
going
to
the
general
fund.
So
we
are
doing
the
same:
that's
a
1.7
million,
and
then
we
used
our
capital
capacity.
The
transfer
and
expand
street
resurfacing.
F
Typically
street
resurfacing
is
done
out
of
the
general
fund.
What
we're
doing
is
moving
it
over
into
the
capital
fund
as
well
as
Pago,
and
the
end
result
is
that
we'll
have
a
million
dollars
more
for
street
resurfacing,
but
we
also
have
4.3
million
dollars.
They
can
go
to
the
general
fund.
So
in
this
budget
balancing
exercise
you
can
see
where
we
have
the
department
adjustments,
the
shifting
revenue
to
the
general
fund
to
protect
operations.
We
talked
about
the
street
maintenance,
then.
F
Lastly,
we
have
3.5
million
dollars
in
additional
revenue,
that's
related
to
solid
waste,
the
increases
in
solid
waste,
what
we
pay,
the
county
to
dump
and
some
of
the
other
fees,
the
charts
the
city
came
up
to
3.5
million
and
an
80
cents
a
month.
Increase
in
solid
waste
covers
that
additional
cost
that
we
have.
The
reality
is
that
doesn't
cover
what
we
have
to
do
in
terms
of
purchasing
vehicles.
So
it's
not
even
getting
that
to
be
a
wash
when
we
handle
those.
F
We
basically
have
1.3
million
dollars
in
additional
resources
and
we
plug
those
into
management
investments
in
emergency
management,
for
obvious
reasons.
So
let's
see
what
this
2021
budget
looks
like.
So
the
general
fund
is
718
point
8
million,
which
is
a
1.2
percent
decline
from
2020.
Our
proposed
positions
in
the
general
fund
are
down
20
from
my
20/20
and
in
all
funds
we
meant
out
to
be
down
about
sixteen
positions:
all
funds
from
2020
to
2021
how
the
key
is
that
the
budget
has
remained
structurally
balanced,
I
think
it's
four
years
running
that
I've.
F
Given
you
the
slide
and
that's
a
key
slide
that
we
want
to
always
give
you
we're
not
using
any
of
the
operating
reserves
to
balance
the
2021
budget.
All
in
this
budget
is
about
three
percent.
The
two
point:
five
five
billion
compared
to
two
point:
six
two
billion
in
FY
20s
budget
is
about
three
percent
less
than
the
FY
2008.
F
We
have
to
make
sure
the
residents
feel
safe,
that
water
runs
traffic
signals
work
trash
is
collective.
We
do
that
so
that
we
can
create
this
environment
where
people
want
to
live
and
where
people
can
thrive.
So
I
don't
want
to
ever
discount
how
important
some
of
the
things
that
we
take
for
granted
each
day
like
cutting
on
water
or
flushing.
F
Most
of
that
is
being
discussed
throughout
the
state
throughout
the
country.
We
have
a
team,
that's
in
place.
That's
also
discussing
that.
A
lot
of
this
will
come
from
our
council
committees,
as
well
as
the
three
council
task
force
that
are
there,
but
for
us,
innovation
in
great
neighborhoods
and
mobility,
safe
communities,
workforce
and
business
development
will
always
continue.
F
It
may
be
is
that
it's
just
in
a
different
way
and
our
combination
of
resources
will
get
us
to
a
place
where
we
will
cover
I
want
to
talk
to
you
just
a
little
bit
about
what
it's
been
going
on
the
last
50-plus
days.
We
we
don't
really
talk
about
this
in
terms
of
reopening,
because
we
never
closed
and
I
just
need
to
have
a
shout
out
to
the
folks.
Who've
been
working
so
hard
here
are
some
of
the
things
that
have
occurred
since
March
26
see
MPD
has
responded
to
almost
28,000
calls
for
service.
F
Solid
waste
has
picked
up
almost
20,000
tons
of
residential
waste
and
fought
for
almost
5,000
tons
of
recycling,
CDI,
clean
2400
catch
basins
and
filled
sixty-four,
potholes,
Charlotte
water
completed
almost
1400
water
and
sewer
work,
orders
for
repairs,
planning
and
CDOT
approved
63
plants
and
plans
in
139
land
development
permits.
Katz
continues
to
operate,
seventy
plus
buses
a
day
and
housing
and
neighborhood
services
has
contacted
200
neighborhoods
just
to
check
in
on
them
to
see
how
they're
doing,
because
that's
that's
that's
what
we
do
so
again.
F
We
don't
like
to
say
that
we're
reopening
and
we
have
a
team
together.
That's
looking
at
this
over
several
periods.
One
is
that
we're
following
the
governor's
order,
and
what
does
it
mean
as
the
county
opens
back
up?
What
will
be
the
demand
for
services
from
the
city,
but
we
also
have
a
six
month
view,
which
is
the
last
quarter
of
FY
20
in
the
first
quarter
of
FY
21
I'm
committed
to
coming
back
to
you
at
the
beginning
of
October,
to
give
you
an
update
of
where
we
are
with
revenue
and
expenditures.
F
So
we
also
said,
as
a
priority,
is
to
protect
our
existing
employees.
As
I
mentioned,
they
continue
to
deliver
exceptional
services
even
in
this
crisis.
So
what
we
have
done
is
we
have
safety
as
a
priority
and
we
continue
to
strive
to
be
an
employee
of
choice.
One
of
the
things
that
we
don't
say
enough
is
that
we
want
to
attract
the
best
talent
to
work
for
the
City
of
Charlotte,
just
like
any
fortune.
100
company
does
in
order
to
do
that,
we
have
to
create
an
environment
where
people
want
to
be
on
this
team.
F
So
everything
starts
with
our
employees.
We
are
going
to
have
a
three
percent
merit
increase
for
a
salaried
general
employees
and
a
three
percent
combined
market
in
merit
increase
for
our
hourly
employees,
and
that's
that's
important
and
we've
always
looked
at
this
as
total
compensation,
so
to
have
a
salary
increase
and
then
just
take
it
away
with
the
increase
in
the
insurance
premium
nets
that
out
so
for
the
third
consecutive
year.
F
We
will
not
have
an
increase
in
our
health
insurance
premiums
in
the
plans
will
stay
very
much
the
same
and
we
will
continue
our
all
access,
transit
pass
and
I
just
believe
that
this
$33
a
year
for
our
city
employees
to
ride
any
form
of
public
transit
when
that
would
cause
something
close
to
the
1,400
dollars
annually.
It's
just
a
great
incentive
to
be
a
part
of
team
Charlotte
and
our
whole
goal
is
to
get
more
organizations
to
sign
on
to
having
this
type
of
path,
access.
F
We're
also
going
to
complete
the
two-year
police
pay
plan
and
for
anybody
who
didn't
think
that
Kerr
Putney
smiles,
the
guy
in
the
pictures,
curt,
Putney
and
I
told
him
that
I
was
going
to
do
a
product
placement
of
him,
because
I
may
not
have
a
chance
to
do
this
next
year.
So
it's
the
what
how
much
we
admire
would
air
guys
and
Public
Safety?
Do
we
wanted
to
make
sure
that
we
held
firm
with
our
commitment
to
them?
F
So,
as
you
will
recall,
we
have
a
public
safety
paid
plan
and
it's
a
two-year
plan
for
police
in
a
three
year
plan
for
fire.
This
would
get
us
to
fully
fund
the
two-year
plan
for
police
and
the
two
thirds
of
the
way
for
the
plan
for
fire,
and
the
key
with
with
the
plan
is
to
improve
officer
attraction,
increase,
Officer
top
pay
and
for
officers
to
reach
top
pay
sooner,
and
we've
also
established
a
senior
police
program
for
police
in
terms
of
fire
same
concept.
F
F
One
thing
that's
very
important
is
that
we
learned
a
lot
from
other
recessions
and
other
crises,
and
one
of
the
things
that
we
learned
with
police
and
fire
as
those
those
years
after
2008
where
they
went
without
step
increases.
This
plan
has
now
for
police
gotten
every
step
back
to
5%
and
the
when
we
meet
with
the
pay
plan
committee.
We
were
almost
bored
together.
I
know,
there's
a
next
step
after
this,
but
it's
good
to
make
sure
that
we
stay
committed
to
this
plan
and
the
results
are
great.
F
When
we
look
at
the
results,
we
see
that
police
voluntary
resignations
are
down,
so
is
fire
and
new
recruit
applications
are
up,
so
we
believe
we're
doing
something
right
in
there's.
Nobody
who
can
be
a
better
mark,
can
market
the
police
and
fire
better
than
police
officers
and
firefighters
we're
going
to
remain
disciplined
in
FY
2021.
Our
core
services
will
continue.
We,
but
the
delivery
of
these
services
will
change
and
expenditure
plans
may
change
based
on
actual
revenue,
as
I
mentioned
earlier.
F
You
know
it's
very
likely
that
we'll
still
be
working
through
this
kovat
19
related
challenges
well
into
2021.
That's
why
it's
very
important
how
we
use
any
federal
dollars
to
offset
these
costs,
but
it's
also
important
that
we
come
back
to
you
in
early
fall
to
reassess
where
we
are
so
there's
resilience
also
in
our
capital
plan.
So
it's
important
as
we
start
to
think
about
why
we
were
able
to
be
in
the
position
that
we
are
in
both
an
operating
capital.
F
F
This
is
the
last
installment
of
our
big
ideas.
If
you
will
recall
that
there
were
four
bond
cycles,
2020
2018,
2016
and
2014,
that
did
a
lot
of
great
things.
Throughout
the
city
there
were
seen:
apps,
there's,
affordable
housing,
there's
support
to
enhance
F,
Street
network,
pedestrian,
bicycle
safety
and
economic
development
strategies.
F
As
we
evaluated
our
capital
accounts,
we
realized
that
almost
the
37
million
dollars
of
funding
we
were
able
to
adjust.
So
in
other
words,
some
of
the
projects
were
deferred
because
they
weren't
ready
to
go
into
any
type
of
construction.
Some
of
the
projects
may
have
been
viable
at
one
point:
what
we're
no
longer
viable,
so
we
would
not
hold
capacity
for
projects
that
were
no
longer
viable,
but
it
allowed
us
to
do
more
with
some
of
the
priorities,
especially
those
that
you
have
presented
to
us
over
the
last
two
years.
F
For
example,
this
proposal
that
I
have
for
you
tonight
will
add
four
million
dollars
to
Charlotte's
bike
program,
two
million
dollars
to
vision,
zero
million
dollars
to
implement
ABA
improvements,
and
then
7.6
million
dollars
for
congestion
mitigation
and
traffic
flow
enhancements,
and
I
would
like
to
talk
a
little
bit
more
about
that
conject,
the
congestion
mitigation
and
traffic
flow
enhancements.
As
we
go
back
and
review
those
last
four
bond
cycles.
F
Many
times
you
would
save
a
good
deal
of
money
in
order
to
build
a
road
and
that
would
take
years,
and
so
what
we've
learned
would
see.
What
CDOT
has
learned
is
that
there's
a
great
opportunity
to
do
smaller
projects
which
help
with
congestion,
mitigation
and
traffic
flow.
So
the
seven
point,
six
million
dollars
identifying
the
CIP
as
well
as
six
point.
Seven
million
dollars
it's
available
in
Pago-
gives
us
over
fourteen
million
dollars
to
provide
congestion
mitigation
in
areas
that
need
it
most.
The
steel
Creek
area,
South
Charlotte
and
University
City.
F
So
this
is
something
that
we're
proud
of
that
we're
able
to
address
some
of
the
traffic
flow
issues
even
before
the
next
major
road
project
is
in
the
CIP
and
it's
important
to
make
sustainable
investments.
As
you
know,
this
fiscal
year
was
the
first
year
eris
a
strategic
energy
action
plan
where
we
did
a
good
deal
of
assessments,
and
what
we
found
is
that
we
could
make
investments
both
in
our
buildings,
but
also
in
charging
stations
and
electric
vehicles.
F
So
it's
one
of
those
cases
where
we've
discussed
that
in
order
to
electrify
the
fleet,
one
of
the
things
that
we
had
to
do
first
is
provide
for
charging
infrastructure
and
we
will
look
for
opportunities
to
also
partner
with
the
private
sector.
There
we're
keeping
the
momentum
in
the
portable
housing
this
fawned
cycle.
We
have
fifty
million
dollars
again
for
affordable
housing,
so
that
would
be
a
hundred
million
dollars.
Over
two
years
it
took
16
years
to
get
to
the
first
hundred
million
dollars.
F
So
it
shows
the
commitment
that
this
council
has
to
address
affordable
housing.
So
we're
excited
that
we
have
the
capacity
to
have
another
50
million
bond
and
just
maybe
there's
somebody
out
there
who
may
want
to
match
that
to
the
proposed
bond
allocation.
As
I
mentioned
earlier,
197
million
102
million
for
transportation.
We
mentioned
the
affordable
housing
I
want
to
talk
a
little
bit
about
neighborhoods
because,
as
we
analyze
those
projects
we
created
some
additional
capacity.
So
always
in
the
CIP
was
thirty
million
dollars
to
compete
to
complete
our
Big
Ideas
cnips.
F
So
that
would
be
the
last
installment
there.
But
this
will
be
the
first
time
that
we
place
forty
and
a
half
million
dollars
to
support
corridor
development.
During
the
annual
strategy
meeting,
the
council
spent
a
great
deal
of
time
discussing
corridor
development
and
matter
of
fact,
I
believe
Tracy
in
Tiwa
talked
about
some
key
areas
that
we
should
have
an
emphasis
on.
F
This
is
more
collaborative
in
what
we've
come
to
find
is
that
everybody
was
doing
good
work,
but
they
were
doing
it
as
a
department
and
not
necessarily
as
a
team,
so
I'm
excited
that
Tracy,
Dodson
and
Taiwo
and
Liz
vamps
and
Pam
Whiteman
are
taking
the
lead
on
having
a
comprehensive
view
on
the
front
end
of
how
to
have
better
outcomes
in
our
corridors
of
opportunity.
In
that
twenty
five
million
dollars
is
our
beginning.
It's
a
tailored
approach
to
not
only
build
capacity
but
also
capitalize
on
the
momentum.
We
call
them
playbooks.
F
F
F
We
continue
to
manage
water
resources,
a
storm
water
which,
with
an
operating
budget
of
a
little
over
15
million,
has
no
rate
increase
and
in
water
with
an
operating
budget
of
172
million,
has
a
1.9
percent
rate,
increases
the
lowest
rate
increase
in
more
than
10
years,
and
we
had
this
in
mind
with
what's
going
on
with
the
general
public.
Today,
our
goal
was
to
minimize
rate
increases
as
we
get
through
this
crisis,
so
as
I
wind
it
down
mayor
members
of
council,
I,
hope.
F
We've
made
the
case
that
we
have
a
stable
organization
or
a
resilient
organization,
but
maybe,
more
importantly,
an
adaptable
organization.
We
preserve
core
services
in
this
budget.
We
are
not
laying
off
employees,
we
do
not
have
a
tax
increase.
We
preserve
a
long-term
financial
health
by
not
using
one-time
revenues
and
the
general
fund,
as
air
as
we
continue,
will
continue
to
update
you.
F
But
what's
most
important
here
is
just
the
team
that
we
have,
and
not
only
at
this
time
of
the
budget,
I
think
the
budget
team,
which
I
will
and
Ryan
Bergman,
has
done
an
awesome
job
and
Kelly
Flannery.
Our
CFO
has
done
an
awesome
job
too,
and
the
and
the
budget
team
had
to
put
together
a
budget
book
virtually
and
I'll
tell
you.
F
We
can't
do
this
without
you
and
we
very
much
appreciate
all
that
you
do
and
so
we'll
get
through
it
we'll
get
through
it
together.
The
next
steps
is
the
budget.
Public
hearing
is
May
11th.
The
adjustments
of
the
20th
and
Miss
draw
votes
of
the
27th
and
the
fiscal
year
begins
July
1st,
so
mayor
members
of
council
I
am
turning
this
budget
over
to
you
together,
we
serve
this
resilient
Charlotte
and
it's
a
pleasure
being
your
manager
and
it's
a
pleasure
having
the
team
around
me
so
mayor
and
council,
it's
your
budget
all.
B
Right,
thank
you,
city
manager.
First
of
all,
I
want
to
say
thanks.
We
have
a
great
professional
team
that
lives
and
serves
our
city
and
that's
a
very
important
part
of
it.
I
think
the
manager
has
represented
them
well
tonight,
but
I
want
to
thank
every
employee,
all
of
our
8,000
employees,
for
participating
in
this
budget
process
and
understanding
how
difficult
the
times
are
and
stepping
up
to
resolve
one
to
serve
the
community
without
imposing
additional
tax
burdens
on
them.
The
manager.
B
B
So
those
that,
like
to
highlight
everything
counselor
dispel
our
budget
to
take
a
look
at
to
study
and
examine
question
comment
and
look
at
it
in
the
context
of
our
strategic
planning
efforts,
as
well
as
building
what
I
think
the
manager
recognized
as
a
resilient
workforce.
After
our
public
hearing,
we
should
be
able
to
sit
down
and
begin
to
talk
about
changes
that
we
would
suggest
as
a
whole
to
the
managers
recommended
budget.
B
C
D
Thank
you,
madam
mayor
I,
think
you
do
not
Thank
You
mr.
manager
for
this
budget
presentation.
I
had
two
questions
that
that
I
was
hoping.
I
could
be
addressed.
The
first
one
is
going
back
to
the
coronavirus,
Relief
Fund,
they
154
point
five
million
dollar
I
I
think
we
all
recognize
that
there
is
a
tremendous
need
in
our
energy
we're
looking
at
a
housing
bubble
that
has
been
created
as
we
continue
to
grow,
leading
up
to
when
the
stay
at
home
order
is
lifted.
D
Also,
a
lot
of
need
for
small
business
in
the
community
and
I
know
mr.
manager
that
you
had
mentioned
that
that
I
I
believe
you
focused
a
lot
on
operational
expenses
for
that
particular
fund.
You've
also
mentioned
that
they
can
be
available
for
public
health
expenses.
I
believe
that
things
like
PPE
may
be
hazard,
pay
over
time
for
city
employees.
D
I
I've
read
the
US
Department
of
Treasury's
guidance,
so
there
is
a
document
that
they
released
back
on
April
22nd
pertaining
to
this
particular
fund
and
I
was
just
hoping
to
get
a
little
more
clarification
regarding
economics
and
for
a
portion
of
that
in
that
document.
From
the
Department
of
the
Treasury,
it
specifically
mentions
that
that
that
money
could
be
used
for
grants
to
small
business.
It's
also
my
understanding
that
that
money
would
need
to
be
refunded
if
it's
not
used.
D
It's
a
big
pot
there
and
I'm
just
wondering
you
know,
as
all
that,
being
taking
into
consideration.
You
had
mentioned
that
we
would
be
receiving
recommendations
on
this
in
about
30
days.
I
personally,
don't
know,
given
conversations
I've
had
with
numerous
small
business
owners
here
in
Charlotte
if
they
have
that
kind
of
time
and
I'm
wondering
it
has
all
that
been
considered.
Is
that
included
in
our
budget
here
on
what
plans
do
we
have
thus
far
to
make
sure
that
we
get
that
need
out
to
the
community?
F
F
What
we'd
like
to
do
is
see
what's
happening
with
some
of
the
other
cities.
Also,
could
you
do
some
type
of
relief
fund
for
small
business?
Absolutely,
could
we
retrofit
buses
absolutely
and
that's
what
we're
trying
to
do
is
give
you
an
opportunity
to
be
thoughtful
about
how
to
utilize
these
funds.
One
of
the
things
that
I
believe
is
important
is
that
we
should
leverage.
F
If,
while
we
have
to
use
these
funds
between
the
period
of
March,
1st
and
December
30th
I
would
ask
that
you
think
about
how
could
you
leverage
these
funds
to
bring
more
funds
to
folks
who
are
in
need?
So,
yes,
we
did
send
that
guidance
out
to
you
and
all
the
council,
members
I
think
was
five
o'clock
on
Friday
and
I
did
say
that
tonight,
I
would
talk
a
bit
about
it
which
I
have,
and
we
believe
that
it
should
be
a
thoughtful
process
and
I.
B
Know
if
mr.
Newton,
if
I
could
just
add
to
that
I,
do
think
that
that
is
an
important
consideration
for
us
going
forward
and
I
particularly
look
to
the
word
we
really
want
use.
I
would
like
to
say
mr.
Newton's,
the
first
question
the
budget
book
where
we
will
write
your
question
down,
identify
the
council
member
but
asked
it
and
give
you
a
written
reply.
B
The
manager
has
gone
through
I
think
about
45
minutes
of
presentation
and
he
will
give
the
opportunity
for
the
entire
organization
away
in
on
those
kinds
of
questions.
But
I
think
that
question
is
in
really
important
for
the
Charlotte
recovery
task
force,
effort
with
the
small
businesses
so
I
know
that's
mismatched
Mira
mr.
Mitchell,
miss
ISIL
and
mr.
Bukhari,
as
well
as
seven
other
citizens
across
our
community
that
are
weighing
in
on
that.
So
look
forward
to
that.
B
So
I'm
going
to
go.
You
have
another
question.
Mr.
Newton
mr.
Driggs
and
I'd
like
to
limit
it
to
say
something:
I
think
that
our
practice
has
been
that
we
asked
the
questions
that
we
would
have
to
send
those
and
to
the
manager,
and
then
that
way
we
would
get
a
response.
That's
written
and
shared
with
everyone.
So
we
keep
everyone
with
shared
information,
then
the
ability
to
have
shared
decision-making.
So
mr.
Newton
has
question
number
one:
if
you'll
state
your
question
number
two,
mr.
Newton
for.
D
The
I
have
to
die,
I
would
agree
with
you.
Mr.
manager,
I
mean
our
scope
for
operational
expenses
is
limited
because
it's
only
between
March
and
December,
but
I
do
think
that
we
need
to
operate
with
the
search,
a
sense
of
urgency
here
to
make
sure
that,
as
we
appropriate
money
that
that
we're
doing
it
before
it's
too
late
for
some
of
the
needs
that
we
know
exist
in
the
community.
The
second
question
is
this:
so,
with
the
reserve
fund,
I
I'll
have
to
wrap
my
head
around
the
shifting
around
of
some
of
them.
D
The
the
the
fund
that
we
have
here
and
I'll
look
into
the
the
budget
more
thoroughly.
I
know
that
we
talked
a
lot
about
Keiko
funds
being
shifted
in
you
know.
There
was
talk
about
congestion,
mitigation
and
traffic
flow
enhancement,
corredor
investments
that
those
funds
are
used
for,
but
I
just
wondered.
You
know
we're
looking
away
from
the
reserve
funds.
It's
at
16%
I
know
that
the
state's
reserve
fund
it's
just
below
6%
and
their
perfect
bond
rating
is
still
intact.
At
what
point
in
time,
would
we
look
at
that
reserve
on
to
say:
hey?
D
F
B
That
would
be
question
number
two
I
like
to
say
that
that
kind
of
question
is
a
policy
of
financial
policy
that
impacts
every
part
of
our
community,
and
that
would
be
a
council
debate
that
if
we
decided
to
change
that
financial
policy,
because
the
16%
of
something
that's
included
in
the
foundation
for
our
budget
making
is
has
certainly
been
tested
this
time.
So
mr.
Driggs,
do
you
have
a
question.
E
Just
want
to
quickly
congratulate
the
manager
and
the
staff
for
coming
up
to
the
budget
that
does
not
have
a
tax
increase,
maintains
essential
services
and
is
even
aspirational
in
places
and
otherwise,
madam
mayor,
in
the
spirit
of
what
you
just
said,
I'll
save
my
questions
for
later.
Thank
you
very
much.
B
Yeah
and
again
for
the
council,
if
you
can
get
the
budget
and
look
through
it
and
make
sure
that
you
get
your
questions
to
the
manager,
we'll
be
ahead
of
the
game
in
terms
of
where
we
have
common
ground
around
questions
and
issues
and
things
that
we'd
like
to
do
I
think
it's
going
to
be
a
tough
year
for
all
of
us
and
we've
still
got
to
have
our
city
protect
our
employees.
Remember
those
that
are
impacted
most
by
this
virus
and
hope
that
we
get
to
phase
one
with
the
governor's
emergency
declaration.
B
We
had
a
motion
and
a
second
for
adjournment
all
in
favor,
please
say
aye
any
opposed.
Thank
you,
everyone
for
being
here
this
evening.
Thank
you
to
the
team.
I
think
that
we
really
appreciate
the
wisdom
and
guidance
that
you've
given
us,
and
now
it
belongs
to
the
community
in
this
council.
Thank
you.
Everyone
good
night.