►
Description
You are watching the Charlotte City Council Workforce & Business Development Committee Meeting from Tuesday, July 28th. Thanks for watching.
To learn more about this committee and more, please visit Charlottenc.gov/citycouncil/committees.
A
A
B
Good
morning,
everyone
welcome
to
the
virtual
workforce
and
business
development
committee
meeting.
Thank
you
all
so
much
for
joining
us.
For
this
meeting.
We
have
a
very
exciting
meeting
with
two
three
great
topics
for
us
today.
Before
we
get
started,
I
would
like
all
committee
members
to
introduce
themselves
and
then
we
will
go.
Let
those
here
in
siege
14
do
likewise
so
committee
members.
Can
you
please
introduce
yourselves.
B
B
Okay
and
anybody
else,
any
council
members,
so
I
know
mayor
pro
tem
is
trying
to
join
us,
so
she's
trying
to
get
in
as
soon
as
she
is
able.
I
will
recognize
her
as
well
for
the
guests
for
staff
that
are
here
in
siege
14.
I
will
start
off
with
miss
the
chief
of
staff
for
the
mayor.
Can
you
introduce
yourself
please.
B
Thanks
everyone,
this
first
topic
is
the
workforce
development
of
a
mobility
topic.
I
am
so
pleased
that
we
have
this
on
our
agenda.
I
know
this
company
has
been
working
extremely
hard
on
this
program
and
we
have
a
special
guest
also
from
cms
that
I
would
like
her
to
introduce
herself
later
on,
and
so
I
would
like
to
turn
it
over.
B
I
think
we
got
two
presenters
that
will
be
making
presentation
so
jr
maximum
will
hold
a
construction
and
benny
hutcherson
with
rj
lieber
construction,
but
before
we
get
started
I'll,
be
remiss
if
I
didn't
allow
mr
ron
lieber,
who
has
been
a
passion,
this
has
been
a
passion
for
his
for
so
many
years.
Workforce
development.
Mr
leeper,
can
you
open
us
up
with
some
opening
comments
or
anything?
That's
on
your
heart.
J
K
Thank
you,
councilman
mitchell.
You
know
I
just
want
to
be
brief.
This
is
something
that
not
only
is
important
to
me.
I
know
it's
important
to
you
and
and
the
council
and
many
others.
I
served
on
the
task
force,
opportunity
task
force
for
two
years
and
one
of
the
things
I
came
away
with
was
out
of
all
the
things
that
we
can
do
in
the
city.
If
we
can't
figure
out
how
to
get
people
gainfully
employed,
all
those
things
are
going
to
go
for
north.
K
So
I'm
excited
that
our
partnership
has
been
able
to
institute
a
workforce
development
program
that
we
hope
will
be
a
model
that
the
city
can
use
on
every
project
that
they
have
public
expenditures
on.
So
with
that
we're
going
to
turn
it
over
to
jrr
and
ben,
and
let
them
tell
you
what
we've
been
doing
with
two
of
your
very
important
projects:
the
convention
center
and
the
terminal
lobby.
Expansion
at
the
airport.
J
J
I
would
say
when
our
jv
was
established
over
five
years
ago.
Ron
is
really
the
motivator
and
the
inspirator
for
our
team
when
it
comes
to
workforce
development-
and
you
know-
and
basically,
as
you
said,
focused
on
getting
people
to
work
on
these
two
projects.
So
I'm
going
to
quickly
recap
the
two
projects
that
we're
doing
the
charlotte
convention
center,
which
I
think
most
everybody's,
very
familiar
with
the
project.
100
000
square
foot
addition
very
complicated
project
going
on
top
of
the
existing
convention
center.
J
With
the
light
rail
pedestrian
bridge
connecting
between
the
westin
and
the
convention
center
itself
and
we're
on
track
for
completion
in
september
of
next
year,
quick
couple
shots
of
that
project
very
complicated.
We
spent
a
lot
of
time
in
the
existing
convention
center
beefing
up
the
structure
and
it
come
out
of
the
ground
with
steel
going
over
the
existing
convention
center
to
beef.
It
up
to
prepare
it
for,
for
that
feel,
and
these
shots.
If
you've
been
uptown,
you'll
see
that
we've
been
very
active
on
stonewall
and.
A
J
A
big
milestone
a
couple
weeks
ago
setting
what
we
call
megatresses
right
next
to
the
light
rail,
so
very
difficult
project,
but
very
successful
project
and
and
continuing
on
with
that
project.
We
look
forward
to
it
terminal
lobby,
expansion
at
the
charlotte
airport,
we're
well
underway,
180,
000
square
foot,
expansion
and
renovation,
we're
essentially
doubling
the
size
of
the
existing
terminal
lobby.
On
the
land
side,
we've
got
150
000
square
foot,
canopy
with
two
pedestrian
bridges
and
a
central
energy
plant,
and
that
will
be
complete
five
years
from
now.
J
J
We
topped
off
that
steel
this
year
and
on
track
to
deliver
that
project
next
year
and
then
the
rig
to
the
left
or
to
the
right
is
the
auger
cast
piles
going
in
for
the
future
canopy
so
very
excited
about
both
these
projects
and
and
the
impact
it
can
have
from
a
workforce
development
standpoint.
For
now,
in
the
years
to
come,
I
did
want
to
spend
a
little
bit
of
time.
J
J
B
J
L
L
Can
you
hear
me
still
they
can't
you're
good
to
so.
Our
our
two
key
strategic
goals
are
to
collaborate
with
local
community
development
resource
partners
who
provide
basic
construction
skills
and
training
for
work
based
learning
opportunities.
We
just
did
not
randomly
select
our
resource
partners.
We
use
the
metric
system
that
each
resource
partner
had
to
score
at
least
100
points,
and
if
they
did
not
score
100
points,
we
did
not
consider
them
as
a
resource
partner.
We
still
consider
them,
however,
to
be
utilized
as
a
career
network
resource,
so
we
take
advantage.
D
A
L
L
A
D
L
Of
time
with
both
former
kevin
dick
and
emily
cantrell,
and
now
we
understand
that
that
will
become
renewed
and
we're
still
continuing
that
partnership,
we're
working
and
so
next
slide.
Please
the
trade
partners
that
we
have
on
our
projects
and
we're
calling
them
trade
partners
only
because
we
want
our
trade
partners
or
our
contractors
in
the
industry.
They're
referred
to
as
primary.
L
L
L
L
L
For
onboarding
of
all
pre-apprentice
candidates
next
slide,
please
we
will
hire
talent
from
we
have
our
long-term
success.
Metrics
is
to
hire
talent
from
disproportionately
underrepresented,
underserved
populations.
That
is
the
consistent
theme
throughout
our
workforce
development
plan.
We
have
work.
We
we
have
strategic
partners.
D
L
D
L
L
Hire
a
candidate
and
retain
them
for
one
year,
because
we
understand
the
complexity
of
construction.
We
know
that
construction
trades
may
be
on
a
job
for
a
period
of
time.
Let's
say
if
you
have
a
glazing
contractor,
he
may
come
out
for
six
months
to
do
framework
for
the
glass
and
then
go
off
site
and
come
back
with.
That
being
said,
we've
asked
our
trading
partners
to
hire
offsite
in
their
warehouse
in
their
fabrication
shops
and
in
their
office
as
long
as
they
retain
a
candidate
for
one
year
next
slide.
D
L
A
L
L
F
L
L
L
O
L
L
L
L
H
L
L
During
covid,
we
were
unable
to
do
that,
but
we
still
recognize
our
trading
partners
and
our
resource
partners
both
equally
every
month,
and
we
issue
a
certificate
to
the
trade
partner
who
hire
the
most
candidates.
We
issue
a
certificate
to
the
resource
partners
who
bring
the
most
candidates
to
our
projects.
L
A
L
We
are
to
workforce
development
and
how
our
team
goes
out
into
the
community
multiple
times
we
are
working
with
cms.
We
do
mock,
we
do
interviews
with
students
at
cms,
we
we
go
to
the
school
and
do
visitations.
We
do
mock
interviews
with
our
resource
partners.
We
do
job
fairs,
we're
currently
conducting.
D
L
L
C
B
J
B
B
And
and
seventh
street
agenda
item
two
last
monday
ago,
and
so
one
thing
is
a
very
important
to
this
committee
in
this
council
is:
how
do
we
address
the
50
under
50
or
50
out
of
50,
that
we've
been
tagged
for
so
long
in
our
community,
and
I
think
this
is
a
prime
example
of
how
to
address
that.
So
jr
says
ben
can't
hear
me:
can
you
talk
about
the
what
the
hourly
ways
that
you
provide
for
the
pre-apprentice
candidates.
J
J
We
know
we're
actually
reevaluating
that
towards
the
end
of
this
year
and
re-evaluating
that
if
that
should
be
increased
or
not,
but
the
average
wage
for
the
almost
50
people
that
we
already
have
under
the
program
for
both
projects
is
actually
closer
to
15.
I
think
it's
14
and
80
cents,
but
but
right
now
it's
established
in
the
program
at
13.,
but
we're
finding
that
the
majority
of
the
folks
are
hiring
our
partners
at
higher
levels.
J
That
is
correct,
yeah
that
at
the
end
of
the
day,
they're
being
hired
by
our
trade
partners.
I
think
ben
mentioned
this
earlier
they're,
going
through
the
same
employment
process,
employment
procedures,
employment
screenings,
as
as
they
would
be
hired
by
anybody
else
for
that
particular
company
and
the
work.
Obviously
continuing
ben
is
doing
a
great
job
tracking
each
one
of
those
associates
with
each
one
of
our
trade
partners.
Okay,.
B
B
E
E
And
when
we
talk
about
economic
mobility,
many
times,
that's
a
population,
that's
that's
forgotten
about,
and
and
that
has
difficulty
finding
a
job.
So
I
think
that
that's
a
niche
that
oftentimes
is
missed.
So
I
just
wanted
to
suggest
that
if,
if,
if
the
company
is
looking
for
additional
partnerships,.
E
B
N
N
We
work
with
the
mayor's
youth
employment
program
for
our
students
and
through
also
our
within
our
schools,
to
identify
students
to
participate.
This
summer
we
actually
have
students
in
spyderco,
but
we
do
have
students
on
the
job
working
through
the
emergency
fund
program,
our
office
itself.
We
also
have
two
interns
working
with
us
who
are
cms
students.
N
We
have
formed
our
advisory
committee,
which
includes
all
of
our
construction
manager,
representatives
for
our
architectural
firms,
to
do
our
quarterly
check-ins
to
see
exactly
how
we're
all
performing
and
we're
prepared
we're,
also
sharing
our
best
practices
as
we're
learning.
As
we
go
to
further
strengthening.
We
are
identifying
our
various
apprenticeship
partners.
Many
of
our
subcontractors
have
identified
their
apprenticeship
programs
we're
actually
using
our
goodwill
partners
as
well
as
our
urban
league
partners
in
charlotte
all
those
to
follow
them
through
to
make
them
aware
of
the
trend
that's
available.
N
N
No,
we
have
not
had
any
pushback
at
all.
It
was
actually
fully
embraced
not
only
by
our
board
of
education,
but
also
our
contracting
community,
because
they
all
recognize
the
need
that
we
have
an
aging
workforce
and
there's
a
need
to
strengthen
the
pipeline
of
engaging
our
students
to
be
aware
of
what
opportunities
that
are
there,
as
well
as
those
who
are
looking
for
jobs.
Currently
now.
P
C
N
Sure
going
through
our
resource
partners,
so
we
partner
heavily
with
goodwill
industries
on
the
train
as
well
as
cpcc
and
the
other
trade
partners
that
are
being
identified
on
the
screen.
We
go
through
them
as
far
as
them
getting
the
skills
that
need
to
be
ready
to
come
back
to
work.
For
us.
They
can
also
go
to
our
cms
website.
B
F
Just
comments
like
you
said
we
were
able
to
meet
and
I'm
very
excited
and
energized
about
the
work,
that's
going
on
around
workforce
development,
and
I
appreciate
being
mr
lee
versus
clinton
with
the
work
that
you've
done
to
lead
the
way
here.
I
am
absolutely
supportive
of
whatever
we
can
do
to
help
lift
up
and
create
this
similar
structure
with
the
city.
I
would
love
to
see
workforce
development
be
a
component
of
all
of
our
contracts
because
it
is
so
critically
reported.
F
I
definitely
want
to
continue
that
conversation.
I
guess
my
question
is
more
so
for
the
committee
is
how
we
think
about
where
we
want
to
house
this
or
what
we
think
about
as
a
potential
structure
and
stevia
the
right
place
for
this
to
sit
or
what
are
what
are
the
thoughts
about
how
we
can
start
to
make
this
systemic.
B
So
excellent
question,
so
I
would
like
to
get
either
a
support
or
motion
from
the
committee
members
to
direct
staff
to
bring
us
something
back
about.
The
city
have
a
new
work,
our
own
workforce
development
program.
I
think
ms
wellington
said
it
best
when
you
talk
about
our
city
projects
and
how
we
want
to
address
some
of
the
upward
mobility
challenges.
I
think
this
could
be
a
great
opportunity
for
us
and
to
have
one
of
our
government
entities
already
can
be
a
role
model
for
us
in
the
sheldon
american
river
school
system.
So.
B
Is
there
a
second
record?
Okay,
thank
you
been
emotionally
about
councilman
johnson,
second,
by
councilmember,
graham
a
regretful
question,
all
those
in
favor,
let
it
be
known
by
saying
aye
aye
any
opposed.
Okay,
thank
you
staff.
We
got
it,
we
got
it!
Okay,
thank
you
to
the
team
of
holder,
edison
and
leeper.
We
appreciate
your
time.
Miss
lord!
Thank
you
so
much
for
joining
us.
You
can't
stick
around.
We
got
a
nice
topic
next,
the
opportunity
corridors,
but
if
you'd
like
to
dismiss
yourself,
please
feel
free.
G
Thank
you
councilmember
mitchell,
so
so
this
one
is,
I
think,
near
and
dear,
to
a
lot
of
us
and
there's
been
a
lot
of
conversation
between
staff
and
council
members
over
the
past
six
months,
since
we
did
the
council
retreat
and
really
a
big
push
that
we
heard
from
you
all
was
around
our
corridors
of
opportunity
and
what
we
want
to
do
today
is
we
really
want
to
roll
out
for
you,
a
strategy
of
implementation,
and
it's
about
it's
not
about
new
work.
It's
about.
G
The
manager
made
it
very
clear
that
he
heard
you
in
january
and
dedicated
the
24.5
million
dollars
to
our
corridors
of
opportunity.
14.5
of
that
is
infrastructure.
5
million
of
it
is
economic
development
and
another
5
million
is
between
housing
transit,
place,
making
jump,
start
violence,
interrupters
community
engagement
and
really
what
we
want
to
do.
What,
from
a
staff
perspective,
what
I
am
trying
to
do
is
develop
a
strategy
that
gets
this
money
out.
G
The
door
but
is
also
going
to
see
these
results
that
we've
talked
about
so
that
next
year,
when
we
go
into
budget,
you
all
are
saying
wow
we're
spending
that
money
we're
having
real
impact.
Let's
do
it
again
and
if
we
follow
this
process,
we
will
have
another
list
of
projects
that
will
line
up
for
the
next
fiscal
year
and
potentially
future
other
fiscal
years
to
lead
to
the
same
type
of
impact.
G
So
in
starting
to
frame
it,
we
wanted
to
create
a
little
bit
of
a
different
way
of
putting
the
message
out.
There's
a
lot
of
great
work.
That's
been
done,
but
it's
almost
like
a
repackage.
We
laid
it
all
out
on
the
table
and
said:
how
do
we
rework
this?
So
if
we
can
go
to
the
next
slide
and
play
a
video
for
you,
which
is
the
launch
of
kind
of
a
corridors
of
opportunity,
approach.
G
G
G
Thank
you
if
we
can
go
to
the
next
slide,
so
that
was
really
intended
to
be
a
teaser,
to
explain
to
people
what
we
are
trying
to
do,
and
it
is
really
it
said
it
in
the
video.
It's
really
about
preserve,
grow
and
prosper.
Our
corridors
of
opportunity-
and
this
is
to
this
again-
is
an
implementation
strategy.
It's
the
city's
role
to
magnify
and
enhance
the
work,
that's
been
done,
but
also
fill
the
gap,
fill
the
gaps
with
particular
around
infrastructure
and
other
services,
and
keep
this
ground
fertile.
G
There's
a
lot
of
work
in
some
of
these
corridors.
That's
gone
into
roads
and
infrastructure.
You
don't
see
it
yet.
How
do
we
get
to
the
real
impact
so
that
when
you
drive
these
corridors,
you
see
that
change,
but
it's
also
done
in
a
way
that
preserves
and
allows
for
growth
and
prosperity
in
the
corridors
that
exist.
So
another
component,
if
we
go
to
the
next
slide
of
this,
is
of
this
approach
is
the
ecosystem
of
revitalization.
G
But
we've
reorganized
a
little
bit
internally,
where
you
have
four,
let
me
take
off
my
acm
hat
for
a
second,
you
have
four
department
directors
that
are
sitting
down
on
a
regular
basis.
You
have
planning,
you
have
economic
development,
you
have
transportation
and
you
have
housing
and
neighborhood
services.
G
We
sit
down
on
a
weekly
or
bi-weekly
basis,
and
we
we
meet
also
with
cherry
grant,
who
has
come
onto
the
team
to
be
that
kind
of
one
person.
That
knows
everything
that's
going
on
in
corridors.
If
you
will
and
she's,
I
call
her
the
conductor
of
the
orchestra
in
a
sense,
and
so
she
lets
us
know
what's
going
on
in
the
community.
She
lets
us
know.
G
What's
going
on
with
all
of
you,
you
guys
and
city
council
members,
but
then
she
also
is
got
her
pulse
on
what
is
going
on
with
the
city
working
groups
in
the
various
corridors,
and
so
the
four
directors
again
are
really
trying
to
sit
down
and
strategize.
What
are
the
right
projects?
What
is
our
budget?
How
do
we
move
forward
move
quickly,
but
how
do
we
get
to
the
real
impact
that
we
are
trying
to
achieve
in
these
corridors?
G
So
I
want
to
walk
you
through
an
example
so
that
you
get
this
because
it's
a
little
bit
different
than
just
having
a
plan
for
a
corridor
and
saying
we're
going
to
take
that
book
and
we're
going
to
go
implement
it
it's
a
little
bit
of
a
different,
it
doesn't
throw
in
any
old
work.
I
just
want
to
be
really
clear
with
that,
because
we
very
much
value
the
work.
That's
already
been
done
today
and
the
work
that's
ongoing
right
now.
G
So
if
we
can
go
to
the
next
corridor
or
slide,
excuse
me,
I
want
to
start
with
the
beatty
sport
corridor
and
you
have
four
target
areas
that
we're
doing
and
the
idea
being.
If
we
target
a
location
and
we're
really
intentional
about
the
the
money
that
we
spend
and
the
various
areas
of
how
we
spend
it,
which
I'll
get
you
in
the
next
slide,
we
can
see
real
change
if
you
scatter
it
throughout
an
eight
mile
corridor.
It's
going
to
take
a
lot
longer
and
it's
not
going
to
create
the
momentum.
G
G
There's
going
to
be
things
that
come
up,
there's
going
to
be
issues
to
solve
in
the
corridor,
but
if
we're
very
intentional
about
three
or
four
areas,
depending
on
the
corridors,
I
think
we
can
see
some
significant
change
so,
for
example,
on
beta's
ford,
we
said
five
points
because
there's
already
a
lot
of
momentum
there.
You
never
want
to
turn
your
back.
G
All
of
the
things
that
we
can
offer
and
really
hyper
focus
into
an
intersection
or
a
target
area.
It
doesn't
have
to
be
an
intersection,
and
so
what
you
see
by
these
graphics
here
are
there.
I
have
listed
on
here
three
different
economic
development
opportunities,
we're
working
with
private
properties
on
commercial
redevelopments,
and
that
is
getting
creative.
That's
not
just.
We
have
a
facade
improvement
program
that
is
really
rolling
up.
Our
sleeves
and
how
do
we
work
with
these
property
owners?
G
There's
the
housing
icon,
that's
kind
of
towards
the
bottom
of
the
page
on
the
right
hand,
side,
that's
a
piece
of
property
that
the
city
already
owns
and
pam
has
said
very
clearly
that
you
know
we
can
go
out
for
an
rfp
with
that.
Well,
that's
great!
Because
right
next
door,
I'm
looking
at
an
economic
development
opportunity,
you
cobble
these
together
and
you
really
start
to
see
change.
G
G
This
is
just
more
of
a
hyper
concentration
with
our
city
dollars
to
really
get
to
the
change
that
we
want
and
then
maybe
it's
what
I
call
a
little
bit
of
adding
in
the
grout
the
things
that
aren't
necessarily
seen
weren't
necessarily
called
out
with
some
of
the
initiatives.
But
if
you
just
fill
in
a
crack
here
and
there,
you
really
start
to
piece
it
piece
it
together,
and
so
this
is
an
example
of
again
the
strategy
that
the
team
is
taking
to
try
to
lead
to
it.
G
But
there's
also
other
discussions
about
wraparound
services.
We
talked
about
code
enforcement.
We
talked
about
violence
interrupters.
All
of
that
it
doesn't
just
start
with
the
four
departments
that
I
mentioned.
The
directive
from
the
manager
was
that
he
wanted
the
four
departments,
but
then
we'll
pull
in
others,
we'll
talk
to
transit,
we'll
bring
in
cats
we'll
bring
in
cmpd.
We
have
all
of
the
resources,
but
if
the
four
of
us
aren't
in
a
rather
regular
rhythm,
it
it
kind
of
gets
lost,
and
so
this
is
again
the
approach.
G
Now
we
want
to
take
this
kind
of
approach
and
go
to
the
next
slide
and
apply
that
across
six
corridors
we
started
with
babies,
ford
and
roswell's
ferry
because
again,
there's
a
tremendous
amount
of
work.
Urban
maine
and
several
other
initiatives
that
have
gone
on
and-
and
we
know
that-
there's
a
tremendous
amount
with
some
of
these
others
as
well
of
community
pressure
to
see
some
real
change
out
there
and
the
importance
of
babies
forward
to
the
community
has
been
very
loud
and
clear.
G
24.5
million
dollars
is
going
to
go
really
fast
and
I'm
sure
councilmember
graham,
would
say
he
could
spend
it
all
on
babies,
ford
and
so
how
you
know
how
you
layer
this
in
not
just
this
year,
but
set
it
up
so
that
it
is
an
easy
layout
for
you
next
year
as
well
in
terms
of
a
budget
sugar
creek
in
85,
we're
really
starting
to
do
what
we
call
a
design,
sprint
there
and
develop.
What
is
that
playbook?
What
should
happen
there?
G
Central
and
albemarle
has
momentum
going
with
eastland
the
redevelopment
of
eastland,
which
we
hope
to
bring
back
to
you
in
the
next
60
days,
and
then
freedom
and
wilkinson
has
some
market
momentum.
Graham
street
north
triumph
has
some
market
momentum.
The
one
thing
that
I've
been
very
clear
about
is
no
two
corridors
are
the
same,
and
so
you
can't
necessarily
blanket
a
strategy
that
fits
all
so
we're
trying
to
take
again
this
high
level
framework
of
how
we
want
to
operate
within
the
corridors,
but
there
may
be
different
strategies
on
different
corridors.
G
H
Thank
you
tracy,
so,
just
to
kind
of
pick
up
on
some
of
the
things
that
tracey
had
said.
So
we've
seen
a
lot
of
success
with
the
open
for
business
logo
and
creating
a
a
a
a
look
and
a
feel
that
represented
that
that
very
large
project,
so
we
wanted
to
have
something
similar,
create
a
visual
mark
that
brings
the
work
together.
Brings
people
together,
conveys
meaning
and
as
this
work
continues
to
go,
when
people
see
it,
people
get
excited
when
they
see
this
logo.
H
H
So
this
is
our
first
design.
It
is
similar
to
a
lot
of
the
other
design
work
that
we've
done.
It's
very
strong
brings
in
some
of
the
similar
colors
that
that
is
familiar
to
charlotte.
It's
inspired
by
some
of
the
wall,
art
that
has
been
seen
out
in
the
community,
so
it
kind
of
has
that
tie
back
to
it.
You
know
some
of
the
the
similar
to
open
for
business
in
terms
of
having
some
of
the
script
with
the
block.
H
Obviously,
there's
a
strong
focus
on
on
opportunity
here,
really
bringing
that
concept
forward
and
then
the
other
thing
that
we
want
to
do
with
this
is
having
a
look
and
a
feel
that
recognizes
this
entire
effort,
but
also
recognizing
that
each
corridor
is
different
and
so
creating
the
technical
term
is
a
lock-up.
So
you'd
have
the
logo
and
we've
reversed
it
out.
So
you
can
kind
of
see
maybe
some
different
approaches,
but
each
corridor
would
have
its
own
logo
lockup.
H
H
There's
a
lot
going
on
with
this,
and
this
is
a
really
really
strong
design.
The
team
did
a
great
job
with
this.
So
a
couple
of
things
to
highlight
one:
this
is
the
c.
This
is
a
city
of
charlotte
program,
city
of
charlotte
initiatives.
We're
proud
of
that.
Let's
talk
about
it,
so
we've
got
that
crown
front
and
center.
That's
our
crown!
H
The
city's
design,
that
is
a
hero
placement,
there's
no
mistaking
who's
doing
this.
The
other
thing
that
we
wanted
to
convey
was
the
interconnectivity
on
a
couple
different
levels
right,
so
we
have
the
city
working
with
the
community
and
we
have
all
these
different
city
departments
working
together.
So,
as
you
see
the
c
and
the
o
they're
intertwined
there
they're
interconnected
they're
they're
together,
so
we
wanted
to
represent
that
approach.
H
The
other
thing
that
we
kind
of
wanted
to
bring
out
a
little
bit
is
quarters
of
opportunity
is
a
mouthful
and,
as
we
start
thinking
about
some
of
the
marketing
and
digital
marketing
of
this,
what's
a
good
way,
maybe
shorten
that
a
little
bit
cfo
is
was
one
thing
that
we
were.
We
were
looking
at,
it's
not
certificate
of
occupancy.
I
know
there's
some
planning
folks
that
are
probably
looking
at
that
and
thinking
through
that,
but
I
think
this
is
really
something
that
we
can
can
own.
H
H
I
think
this
has
the
opportunity
to
be
very,
very
distinctive
and
very
very
recognizable
and
then
similar
there's
a
couple
of
different
ways
to
lock
this
one
up.
I
particularly
like
the
one
at
the
bottom,
where
we've
got
really
strong
the
cfo
quarters
opportunity
and
then
the
specific
corridor
beneath
it.
Another
horizontal
treatment
above
that,
but
a
strong,
a
strong
design
here
very
excited
about
this
one,
so
we'll
jump
to
the
last
design,
similar
approach,
very
similar
approach.
The
only
difference
here
is
swapping
out
the
yellow
with
the
green.
H
So
this
is
another
way
to
go.
Some
of
the
benefits
of
this
again
same
benefits
of
the
other
one,
the
crowns
front
and
center.
We're
communicating
that
interconnectivity
with
how
the
c
and
you
are
working
together
with
each
other.
We
can
do
some
of
the
different
lock
ups
with
it
there's
a
variation
of
using
a
green
sea
with
with
a
black
o.
H
The
other
thing
that
has
a
positive
with
this
is
green
is
our
color.
Green
is
the
city's
color,
and
so
you
know
it
ties
this
back
to
other
city
efforts
open
for
business
and
everything
else,
not
necessarily
with
script
or
fonts,
but
just
staying
in
that
green
family,
and
it
gives
us
and
the
green
and
the
black
work
really
really
well
together
in
terms
of
dominant
colors.
H
So
this
also,
I
think,
would
work
really
really
well
in
the
various
uses
we
would
want
to
go
with.
So
those
are
the
the
three
approaches,
the
two
very
very
similar
I
think,
they're
all
strong.
I
think
the
last
two
are
are
the
strongest
and
that's
that's
the
direction
we
want
to
go
to
be
honest,
the
green
one
kind
of
popped
up
recently,
because
we
were
kind
of
playing
around
some
things.
H
So
we
want
to
kind
of
take
a
look
at
that,
but
I
think
either
way
if
we
go
with
the
yellow
and
the
black
or
the
green
and
the
black
we're
going
to
have
a
very
strong
design
treatment.
That
will
will
really
work
well
with
everything
that
we
do,
and
I
think
I'm
excited
to
see
this
on
t-shirts
masks,
signage,
a
whole
bunch
of
different
stuff.
I
think
I
think,
there's
a
lot
of
possibilities
with
this.
F
Yes,
love
love,
love
these.
I
especially
like
the
third
one
I
could
get
with
the
fourth
one
too.
It's
pretty
much
the
same
thing
just
different
color.
I
just
wanted
to
offer
up
a
suggestion
and
kind
of
hear.
Maybe
what
if
y'all
already
discussed
this
thought
about
what?
If
we
say
for
the
third
one,
we
called
it
co-op
right
because
it's
corridors
of
opportunity
and
it
conveys
that
idea
of
community
ownership.
Charlotte,
is
a
co-op.
Everybody's
got
a
piece
of
ownership
and
we're
all
coming
to
the
it's
benefiting.
H
Now
I
think
that
that's
a
good
idea
and
we
could
actually
a
couple
of
visuals
just
popped
into
my
head
in
terms
of
how
we
could
play
with
that.
So
if
we
didn't
honestly
go
with
the
cfo
co-op
also
plays
off
that
night.
So
there's
a
lot
of
animation
that
we
could
have
some
fun
with
that.
So
that's
a
good
idea
that
we
can.
We
can
definitely
look
into.
Q
Mr
chairman,
first
conceptually
in
terms
of
how
we
bundle
all
the
efforts
together
to
create
synergy
for
the
porters,
I
think
it's
the
way
to
go
so
I
applied
tracy
and
the
team
for
collaborating
across
functional
lines
to
achieve
the
type
of
results
that
we're
looking
for,
because
it's
just
not
building
a
building
or
revitalizing.
A
building
is
really
building
a
community
from
a
ground
up:
public
safety,
code
enforcement,
economic
infusion,
infrastructure
improvement
and
community
support
that
may
be
around
wrap-around
service
regarding
homelessness
issues,
substance
abuse,
mental
ill,
illness
et
cetera.
Q
So
the
whole
approach
of
government
is
needed
for
these
corridors
and
I
think
the
approach
of
inter
governmental
teams
is
the
way
to
go.
So
I
applaud
the
efforts.
I've
come
to
the
realization.
I
know
we
got
24
million
dollars
but
doing
some
forward
thinking
for
next
budget
cycle.
That's
not
enough
and
that's
something
I
guess
we
can
talk
about
as
we
get
closer
to
the
2021
budget,
because
I
think
all
the
quarters
really
need
a
large
inclusion
of
of
intense
strategic
capital.
Q
But,
lastly,
I
think
the
branding
also
is
well
needed.
I,
like
all
the
concepts,
as
I
said
earlier
before
this
meeting
mr
chairman,
and
voiced
my
my
my
preference,
but
I
think
they're
all
located,
I
think
tying
all
the
quarters
together
is
great
because
it's
just
not
one
right.
It's
just
not
westville.
Our
i85
is
a
baseball
role.
I
think
we
all
have
the
same
unique
needs
and
challenges
and
opportunities
as
well.
Q
G
So
tracy
councilmember,
graham,
I
just
want
to
there's
a
couple
things
that
you
said
that
that
triggered
for
me,
and
I
recognized
that
in
your
roles
out
in
the
community,
it's
very
difficult.
You
know
you
you
fight
for
an
infrastructure
or
an
intersection
project.
Then
you
have
to
fight
violence
interrupters
and
deal
with
that,
and
it's
almost
like
a
whack-a-mole
situation,
and
so
this
kind
of
strategy
allows
you
to
be
able
to
put
something
out
there
in
the
community.
G
That
keeps
a
constant
reminder
that
says
all
of
these
things
are
connected
and
all
of
these
things
together
are
moving
our
community
forward
and
it
really
gets
into
that
wrap
around
service.
So
it's
something
that
if
we
use
it
correctly,
we
really
can
send
that
message,
not
just
in
one
corridor
but
in
all
of
the
corridors.
To
say
that
the
city
is
is
fighting
for
a
real
impact
here
and
being
very
strategic
about
the
impact
to
get
you
where
the
community
wants
to
go.
Q
I
think
you're
absolutely
correct
and
it's
being
very
intentional
about
what
we
are
trying
to
do,
and
it
also
calls
for
again
collaboration
internally
across
functional
lines
that
I
believe
is
necessary
to
be
effective,
and
it
also
can
cause
for
again
everyone
to
the
thing
broadly
and
not
narrowly
in
terms
of
what's
in
their
lanes.
And
so
I
I
get
the
concept
and
I
certainly
support
it.
G
The
the
last
thing,
I'll
just
say
really
quickly.
I'm
sorry
is
if
we
build
this
out
correctly,
which
will
be
the
next
step,
I'm
jumping
around
a
little
bit,
but
it'll
be
the
next
step
of
what
we
bring
to
you.
If
we
build
this
out
correctly,
you
should
have
a
very
clear
road
map
from
a
budgeting
standpoint
at
any
given
time.
So
we've
only
got
a
certain
amount
of
money
this
year,
but
we
should
be
able
to
kind
of
align
some
projects
to
say.
Okay.
G
This
is
what
2022
2023
can
look
like
and
again
continue
to
build
on
that
intentional
momentum
that
we're
creating
things
are
going
to
pop
up.
Things
are
going
to
fall
off,
but
that
was
it's
packaged
in
a
way
from
a
budget
standpoint
that
it's
a
sheet,
you
can
just
keep
in
a
notebook
and
we
can
constantly
update-
and
it's
always
top
of
mind
not
just
in
budget
season.
Q
I
receive
a
number
of
calls
in
reference
to
from
our
corporate
partners
in
terms
of
how
can
they
invest
on
our
corridors,
and
I
think
that
we
could
quietly
begin
to
have
those
conversations.
I
know
I've
spoken
with
the
mayor
about
them
as
well
that
we
can
leverage
the
the
24
million
dollars
and
try
to
try
to
get
those
guys
to
match.
Some
of
that
I
mean
so.
We
can
continue
to
do
work
on
a
number
of
fronts,
also,
the
other
quarters
as
well.
E
I'm
very
excited
about
this.
Thank
you,
tracy.
Thank
you,
jason.
One
of
the
things
when
I,
when
I
was
running
is,
I
know
that
at
least
districts,
two
three
and
four,
our
residents
face
the
same
challenge,
gentrification
crime,
and
so
I
I
I
I
like
the
collaborative
approach
because
they
all
face
the
same
issues,
one
of
the
things
that
I
that
I
used
to
say
on
the
campaign
trail,
and
even
when
I
was
first
in
office,
we
need
some
type
of
protect
our
village
initiative.
E
So
I
think
this
is
a
very
intentional.
I
think
that
it
also
shows
the
residents
of
the
city,
the
ones
who
are
screaming
about
systemic
barriers,
that
we
hear
them.
That
is
more
than
just
a
mural
on
trying
on
tryon
street.
This
is
a
response.
This
is
a
response
to
the
the
issues
in
the
community,
so
I'm
excited
about
it.
E
I
I
would
like
to
as
far
as
the
colors
I
like
the
green,
but
I
think
we
should
just
my
opinion
kind
of
consider
that
that
that
message
of
who
we
are
targeting
in
in
the
color
scheme.
So
I
I
like
the
the
green
and
black,
but
it's
it's
just
something
to
think
about
representation
in
the
colors.
That's
just
my
opinion,
because
we
know
who
who
the
residents
of
the
the
corridors
are,
and
so
I
I
like
it.
O
Thank
you,
mr
chair.
I
also
think
this
is
really
exciting
and,
as
I
listen
to
tracy's
presentation,
it's
the
first
time
that
I've
seen
where
our
departments
are
really
coming
together
to
create
a
a
collaborative
vision
that
has
intersections
between
all
of
our
different
focus
areas,
and
so
which
is
really
the
way
to
go
right.
You
can
build
us,
you
can
run
a
bus
route
down
a
road,
but
if
there's
no
sidewalks
and
a
nice
bus,
stop
then
that
bus
stop.
You
know
that
bus
route
might
not
be
really
utilized.
O
So,
as
chair
of
transportation
and
planning,
I
know
that
the
this
is
one
of
the
topics
that
is
on
our
agenda.
Is
that
how
we
can
make
sure
our
transit
plans
complement
and
work
into
the
plan
for
the
opportunity
corridors
and
so
that
the
visions
align?
So
I
commit
to
that?
I'm
really
excited
about
that,
because
transit
is
about
equitable
opportunities
as
well,
and
I
look
forward
to
this
all
coming
together.
C
Great
job,
tracy
and
staff
for
bringing
this
forward
this.
This
is
truly
going
to
help
not
only
district
2,
3
and
4,
but
also
5
with
central
and
albemarle.
So
certainly,
this
is
very
exciting
and,
as
we
look
at
this
from
collaboration,
transportation
is
crucial
and
planning
is
crucial.
But
let's
not
also
forget
that
we
also
need
to
work
with
safety
committee,
because
we
have
to
make
sure
that
businesses
businesses
feel
safe
when
they
are
investing
in
these
corridors.
C
B
An
excellent
point,
so
let
me
just
make
a
few
comments
and
I'm
gonna
go
to
councilmember,
graham
I'mma
echo.
What
mayor
pro
tim
said
about
the
collaboration
tracy
and
I
know
about
two
years
ago,
when
we
we
first
started
talking
about
her
joining
the
the
team,
and
I
calling
her
miss
c,
because
I
told
her
I
want
her
to
be
collaborator.
B
Then
she
told
me
no
you're
leaving
out
of
I.
I
want
to
be
a
collaborator
and
an
implementer.
So
thank
you,
though,
for
bringing
all
the
teams
together
playing
in
community
housing,
neighborhood
services,
transportation,
economic
development.
I
do
agree
with
ms
ashmere
about
the
public
safety,
though
I
think,
is
very
vital
to
the
conversation,
because
councilman
graham
will
tell
you
and
ms
watkinson
and
we
can
keep
the
corridor
safe.
P
B
B
N
H
Yeah,
I
think
we
can
incorporate
yeah.
I
think
we
can.
We
can
play
around
with
that,
not
maybe
not
necessarily
in
the
design,
because
I
think
one
of
the
things
that's
great
about
this
is
it's
very
clean
and
it
stands
out,
and
so
one
of
the
things
I
want
to
be
careful
with.
Is
we
don't
we
don't
over
love
this
too
much?
A
G
We
didn't
the
one
piece
we
didn't
get
to
was
the
community
outreach
and
kind
of
starting
to
roll
think
about
how
we
roll
this
out
to
the
community
and
some
of
the
engagement,
and
so
that's
a
great
place
to
council
member
white
lantern
suggestion
that's
where
it
belongs.
This
is
the
yeah
kind
of
how
you
message.
It.
H
B
Great
job
staff-
well,
I
I
told
tracy,
I
said
we
need
to
do
something,
so
I
can
have
a
new
t-shirt
and
so
tracy
and
jason
really
got
creative,
and
I
think
this
is
something
cuz.
I
would
tell
you.
Opal
for
business
has
been
successful
because
it
is
a
new
brand.
It
has
created
new
excitement
and
I
think
our
corridors.
I
want
the
citizens
to
have
the
same
feeling.
This
is
something
new.
B
H
How
can
we
share
information
which
our
constituents
let
them
know
what
we're
doing
so
go
going
to
jump
to
that
next
slide.
So
one
of
the
things
we're
working
on
now
and
now
that
we've
got
the
direction
from
a
logo
standpoint
we
can
start
building
this
out
is
to
create
a
landing
page
right,
so
it'll
be
charlottenc.gov,
slash,
co-op
and
so
we'll
it'll
be
a
corridor's
landing
page.
The
way
we'll
look
thinking
of
building
it
out
is
sectioned
out
rows.
H
It'll
be
a
vertical
scroll,
a
little
bit
overview
at
the
top,
maybe
some
video
and
then
some
highlights
and
then
quickly
getting
into
the
the
different
corridors
and
we're
building
this
vertically,
so
it'll
be
enhanced
for
mobile,
so
people
on
their
phones,
ipads,
etc.
It'll
be
mobile,
optimized
for
them.
H
It'll
help
having
one
place
will
help
us
streamline
the
message,
reduce
confusion,
increase
understanding
and
share
updates.
We
can
share
stories.
Add
additional
information
like
I
said:
each
corridor
will
have
its
own
page.
So
you
come
to
this
this
page.
You
can
see
the
the
2x3
grid
each
one
of
those
photos
is
a
different
corridor,
so
you
click
on
one
go
to
the
next
slide
and
then
you'll
land.
This
is
the
like
a
mock-up
for
for
babies,
ford
road,
so
each
quarter
will
have
its
own
page
with
specific
information.
H
It'll
also
be
a
place
where
we
can
house
specific
resources
so
like
on
the
west
boulevard,
for
example,
the
playbook
could
be
housed
there,
so
people
are
looking
to
find
that
they
know
where
to
go,
and
we
can
point
people
to
to
one
place
for
information
as
opposed
to
right
now.
It
lives
in
a
lot
of
different
places
depending
on
the
department.
So
the
the
the
landing
page
and
website
reflects
the
overall
strategy
of
bringing
things
together
under
the
initiative,
rather
than
sitting
out
the
various
departments.
H
All
right
so
we'll
jump
to
the
you.
Can
next
slide?
Let's
get
past
that
and
then
the
last
piece
I
want
to
talk
about
is
really.
How
do
we
share
the
story
through
community
outreach?
So
go
ahead
next
slide,
so
we
want
the
public
to
know
that
city
has
been
listening
and
actively
involved
in
developing
these
corridors.
H
H
I
already
talked
about
the
digital
digital
media.
In
terms
of
of
the
landing
page,
the
storytelling
certainly
leveraging
social
media.
I
think
you
know
talking
with
the
team.
Grassroots
outreach,
I
think,
is
going
to
be
incredible.
It's
always
incredibly
important,
I
think,
even
more
so
as
we
do
this
work,
and
so
this
will
be
something
we'll
working
closely
with
you
know:
willie
and
pam,
and
their
teams
and
everyone
across
the
entire
city,
as
we
think
through.
H
So
if
someone
is
in
bayes
ford
road-
and
they
see
this
sign
next
to
a
a
a
charlotte
water
project,
for
example-
and
then,
if
they're
over
in
the
west
west,
the
boulevard
quarter-
and
they
see
the
sign
next
to
you-
know
an
economic
development
project.
They
begin
to
tie
all
the
stuff
together
and
we
can
use
that
visual
cues
to
show
that
this
is
a
a
spread
out.
Integrated
approach,
next
jump
to
the
next
slide,
and
that's
it
all
right.
G
B
M
B
B
From
last
night
so
committee,
the
the
last
item
on
the
agenda
and
we're
going
to
be
very
sensitive,
because
I
know
it's
six
minutes
to
one
was
a
referral
from
last
night
from
council
about
a
win
program,
and
so
what
I
sent
to
everyone-
and
I
apologize-
I
said
it
earlier
this
morning-
you
should
have
a
copy
of
some
potential
partners
as
well
as
the
rfp
that
I
received
from
shreveport
louisiana.
I
tried
to
email
that
around
10
to
10
30,
just
to
kind
of
give
us
some
foundation,
foundations
and
guidance.
G
So
so
what
I
will
say-
and
I
had
not
had
a
chance
to
see
your
rfp
example
councilmember
mitchell,
but
I
guess
what
I
will
say
is
very
clearly:
we
make
a
recommendation
last
night
that
one
there's
a
desire
to
go
a
different
direction.
That's
totally
fine!
I
think
the
direction
that
we
need
from
council
is,
I
go
back
to
may.
There
was
urgency
about
getting
dollars
out
the
door
and
assistance
to
the
community,
and
so
what
I
think
I
want
to
hear
is:
is
there
either
a
desire?
We
have?
K
B
G
G
So
but
but
I
think,
the
direction
that
we
need
is
you
if
you
guys
want
to
go
to
the
rfp
process?
That's
a
that's
a
different
process.
That's
going
to
take
that's
going
to
take
some
time,
so
I
think
we
have
to
recognize
that
we
have
to
get
some
answers
on
the
coveted
money
the
manager
referenced
last
night
as
to
whether
money
can
be
spent
after
december
or
not.
G
G
I
B
So,
committee
input-
I
will
start
off
by
saying
I'm
more
of
a
fan
of
the
rfp
process.
Just
just
based
on
some
of
the
discussion
we
had
last
night.
I
won't
be
sensitive
though
emily
and
make
sure
we
can
stay
close
to
the
original
schedule
that
was
proposed
to
kick
off
something
in
september,
so
we
can't
do
it
the
first
week,
maybe
the
last
week
in
september.
I
don't.
B
I
don't
want
to
get
too
far
away,
because
I
think
you
heard
loud
and
clear
council
really
believes
that
developing
90
people
is
a
plus
for
us,
and
so,
if
so
let
me
get
other
input.
Other
committee
members
weigh
in
on
the
rfp
process
or
other
option
that
staff
could
bring
back
to
us
on
august
10th,
councilmember
johnson.
E
Yes,
thank
you.
I
I
also
want
to
be
sensitive,
so
I
have
some
questions
mop
that
we
were
looking
at
it
officially.
We
were
all
very
excited
by
that
model,
so
I
think
we're
looking
for
something
like
that
that
public
private
partnership
and
I
also
look
at
our
procurement,
the
nc
procurement
manual
today
I
just
skimmed
it.
That
was
my
first
glance
at
that.
G
I
E
I'm
sorry
I
read,
I
read
15
days
in
the
procurement
manual,
so
is
there
a
process
due
to
the
the
pressing
need
or
that
there
be
an
rfp
issue
for
a
shorter
amount
of
time?
So
I
guess
my
question
is
since
we
do
want
this
to
be
transparent
to
the
community,
and
we
definitely
want
to
make
that
clear.
If,
if
someone
from
the
staff
can
research,
is
there
a
way
to
issue
an
rfp
more
exponentially
than
than
the
typical
process,
because
we
know
the
model
that
we
that
we're
looking
for?
E
G
C
C
G
I
don't
know,
that's
possible
if
we
don't
know
who
the
provider
is
or
what
the
program
is,
or
even
how
many
candidates
we're
asking
for
I
mean
I
think
it's
cost
and
capacity
yeah
I
mean
we
there
there
would
be
if
we
don't
know
who
the
partner
is.
I
think
there's
too
many
unknowns
to
cost
to
capacity
to
schedule
all
that
kind
of
stuff.
It's
hard
to
find
candidates
in
that,
and
one
of
the
other
things
that
not
just
with
the
rfp.
I
think
that
would
be
good
to
hear
from
everybody
is.
G
B
B
When
I
talk
to
other
people
earlier
this
morning,
the
the
win
is
a
model
that,
throughout
the
nation
people
are
using.
That's
why
I
was
able
to
talk
to
someone
in
shreveport
louisiana.
This
is
this
is
their
rfp.
So
I
would
like
the
staff
to
do
any
committee
members.
Let's
read
this
I'll,
try
to
develop
a
timeline,
see
what's
applicable
to
us,
but
the
good
thing
we
don't
have
to
reinvent
the
wheel.
B
C
Yes,
I
I'm
fine
with
it.
However,
let
me
just
make
one
more
point:
here:
we've
been
getting
many
emails
from
folks
who
are
interested
in
getting
training,
regardless
of
who
the
provider
is.
They
just
want
to
be
able
to
start
the
training
and
who
have
been
affected
or
displaced
by
kobe
19,
so
so
there
is
already
some
interest
out
there,
but
if
staff
feels
comfortable
doing
it
after
this
provider,
I'm
okay-
I
I
just
I
wanted
to
make
this
point
because
we've
been
getting
emails
about
this
program
and
folks
are
interested
in
applying
already.
G
So
let
me
just
address
that
really
quickly.
I
think
we
can
always
start
to
create
a
database
of
interest.
I
mean
we
can.
We
can
keep
that
we
can
keep
that
list.
I
think
it's
just
more
of
until
we
know
what
the
program
is.
We
don't
know
what
we're
trying
to
fit
people
into
or
what
might
work
for
different
individuals.
G
Can
I
ask
one
more
question:
you
mentioned
the
90
candidates
the
september
october
time
frame
is
what
is
the
I
mean.
The
job
component
of
this
was
another
important
opponent
that
we
had
discussed.
Are
we
just
going
to
focus
on
the
training,
or
is
it
critical
that
there
be
a
job
at
the
end
of
this
as
we
as
we
look
at
these
different
providers.
E
Well,
my
understanding
tracy
is:
we
are
implementing
the
same
model
that
was
proposed
by
park's
organization
when
and
and
I'm
and
I'm
this
is,
you
know
a
little
awkward,
but
when
mr
picari
presented
that
to
city
manager,
that
was
the
city
council
presenting
the
model
that
the
city
wishes
to
implement
the
model
that
we're
looking
at.
I
would
hope
it
would
be
seamless
to
the
participants
if
there
were
already
90
participants
selected.
I
think
it's
fair
that
they
have
first
opportunities
to
participate,
so
we
are
looking
at
that
exact
same
model.
It's
my
understanding.
E
G
G
They
were
working
on
the
jobs
component
of
it.
I
think
that
the
jobs
piece
of
it,
my
understanding
from
the
conversations
with
the
ceoc,
was
that
they
had
identified
when,
as
a
workforce
training
provider
that
they
were
comfortable
with,
which
then
allowed
the
jobs
to
follow.
I
mean
emily,
I'm
looking
at
you
if
I
misspoke
on
something.
B
B
G
G
But
hold
on,
but
that
was
with
the.
If
we
don't
now
have
the
private
investment
or
do
we
have
to
go,
raise
the
private
investment.
What
how
do
we?
I
mean?
There's
a
balancing
after
that,
so
we
either
need
to
say
that
we
want
to
run
a
6.5
million
dollar
program
and
if
we're
going
to
put
that
money
towards
it
or
we're
only
putting
1.5
million
to
a
program
and
see
how
it's
spread
out.
O
Thank
you,
mr
chair,
so
well
tracy
you
started
discussing,
I
guess
what
concerns
me
and
I
tried
to
spend
a
lot
of
time
unpacking
this
deal.
Regardless
of
the
concerns
we
all
had
about
a
conflict
of
interest,
and
I
spoke
to
employers,
part
of
the
celc
who
are
making
commitments
to
hire
people
and,
while
they're
not
making
a
contractual
agreement
to
hire
those
people
they're
making
a
commitment
because
of
the
structure
of
the
training
program.
O
So
you
know
miss
johnson
you're
the
pie
chart
the
difference
with
this
is
that
four
or
five
million
goes
away
now
it
starts
from
scratch.
We
can
say
that
we
would
compete
the
com
that
we
would
commit
the
training
portion
of
it,
the
1.5,
but
the
risk
now
of
starting
over
with
rfps
as
you're,
also
starting.
O
It
seems
to
me
and
confirm
that
tracy,
if
I'm
I'm
wrong
about
it,
but
there's
no
obligation
for
those
employers
now
to
say
that
they
will
continue
to
try
to
commit
to
those
jobs
and
that's
what
that
four
or
five
million
was.
It
was
misleading
because
it
was
not
here's
four
or
five
million
dollars.
It
was
saying
we
will
commit
to
80
or
90
jobs
that
have
an
annualized
salary
and
that's
what
that
four
or
five
million
dollars
really
means.
O
So
I
think
that's
a
really
important
part
of
this
is
that
that
karezak
money
may
be
paying
for
training,
but
there's
no
back
end
investment.
That's
now
a
commitment.
Is
that
not
correct?
I
mean
that's
the
key
with
the
rfp
is:
how
quickly
are
you
going
to
put
together
sponsors
for
those
jobs
who
will
commit
to
a
certain
salary
for
a
certain
number
of
people.
F
I
outside
looking
in,
I
think
that
it
would
stand
to
reason
that
if
these
particular
sponsors
have
jobs
and
they
have
open-
and
they
are
willing
to
hire
people
with
a
certain
skill
set,
that
we
can
simply
go
talk
to
the
people
on
the
ceo
and
verify
that
they
still
have
jobs,
and
they
still
have
a
need
that
I
I
recognize
that
that
requires
a
step,
but
I
don't
think
that
we're
starting
from
scratch.
I
think
we
still
have
the
opportunity.
It
just
sounds
like
we
need
to
have
a
couple
conversations.
F
I
also
think
that
part
of
that
conversation
can
simply
be
asked.
What
are
the
skill
sets
that
you're
looking
for
and
we
can
roll
that
into
the
rfp
and
then
recognizing
that
the
the
companies
or
the
organizations
we
expect
to
respond
already
have
a
skill
set
in
this
area
and
considering
the
list
that
mr
chair
sends
out
sounds
like
they're,
already
operating
in
nine
or
ten
cities
options.
F
F
B
I
O
I
Sorry,
my
apologies,
so
the
the
win
program
is
focused
on
training
individuals
in
software
development
and
coding.
There
are
other
aspects
of
technology
such
as
data
analytics
cyber
security,
and
I
would
ask
the
council:
are
we
trying
to
focus
still
on
the
software
development,
technical
skills
and
abilities
in
for
our
residents?
C
C
C
So
what
I
would
like
to
what
I
would
like
us
to
see
at
least
have
someone
reach
out
to
celc.
I
know
malcolm
crowley
served
on
our
small
business
task
force
and
he
is
the
celc
member,
so
it
would
be
great
for
us
to
reach
out
to
him.
I
feel
reached
out
to
him
if
there
are
other
folks
that
on
the
committee
that
know
folks
in
celc,
I
know
mayor
paul,
mayor
porter
has
a
great
relationship
with
some
celc
members.
C
G
D
Yes,
thank
you,
mr
chair.
I
was
just
going
to
chime
in
because
I've
had
a
lot
of
conversations,
as
you
can
imagine
in
the
last
12
hours.
I
I
think
it's
important
to
remember
just
to
save
time,
because
we're
going
to
be
asking
staff
to
do
an
awful
lot
to
pull
this
this
rabbit
out
of
the
hat,
but
I'm
committed
to
figuring
out
another
option
with
us
all.
It's
important
to
remember
that
the
90
jobs
that
we
brought
together
while
we
partnered
with
the
celc
to
do
that.
D
It
wasn't
the
fintech
hub
that
convinced
them
that
hey,
you
know,
give
us
the
jobs
and
we'll
be
your
vendor.
Those
companies
are
the
fintech
hub
right.
It's
a
joint
non-profit
venture
of
them
all,
so
they
have
all
come
together
and
helped
build
this
program
with
me
over
the
last
three
years
and
that's
what
gave
them
the
comfort
to
be
able
to
to
be
involved
and
sign
up
for
in
the
first
year,
30
jobs.
Now
we
have
50
jobs
and
they
were
going
to
move
to
90..
So
just
so,
we
save
time
the
private
sector.
D
Several
of
the
major
players
have
gotten
together
this
morning
and
we're
going
to
move
forward
with
the
win
program
for
90
people,
not
using
any
public
sector
dollars.
We're
just
gonna
find
and
we've
gotten
some
initial
indications
that
there
are
other
private
sector
folks
that
will
step
up
and
pay
the
salary.
So
we
don't
have
to
let
these
90
folks
suffer.
However,
I
believe
that
if
a
great
proposition
a
perfect
proposition
of
here's,
how
we'll
train
here's,
how
we'll
spend
and
raise
money
for
stipends
for
educational
programs
or
whatever
it
is-
can
be
brought
together.
D
Groups
like
the
celc
and
myself
as
well
I'll
help
find
other
placements,
but
the
challenge
is
going
to
be
the
placements,
because
if
we
only
have
time
for
a
one
or
two
month
program
that
we
don't
know
the
provider,
yet
the
big
challenge
is
going
to
be
the
kind
of
jobs
and
placements
those
90
are
at
55
000
a
year
starting
salary
that
that
isn't.
I
mean
it's
intensive
six
five
to
six
month
process
for
this
side.
D
So
I
think
we
probably
need
to
reevaluate,
and
when
we
say
win
is
a
standard
procedure
and
a
best
practice
in
the
industry.
It's
actually
not
it's
one
of
a
kind.
It's
the
only
one
like
it
because
we
built
it
because
it
didn't
exist
three
years
ago,
so
there's
no
win
to
be
recreated.
When
is
something
that
is
very
custom
for
this
group
of
institutions
that
came
together
to
do
it.
D
D
We
just
are
now
going
to
have
to
figure
out,
as
we
kind
of
go
back
to
the
drawing
board
board,
exactly
what
we
can
achieve
in
an
rfp
and
the
difference
is
if
we
rfp
it
we're
looking
for
a
vendor
and
there's
a
lot
of
good
vendors
that
do
this,
but
you
pay
a
vendor
to
achieve
a
certain
outcome.
So
I
think
we
need
to
if
we're
going,
the
rfp
route
come
up
with
a
new
vision
of
here's.
D
E
I
wanted
to
clarify
the
funding
model
because
council
member
island
asked
the
accent,
asked
a
question
face
answer,
so
the
5
million
dollars.
Well,
let
me
ask
this:
how
was
the
administration
and
the
salaries
and
the
curriculum
going
to
be
paid
for
in
the
win
model
that
was
donations
from
the
private
sector?
Isn't
that.
B
I
E
G
Because
we
I
mean
we
don't
have
now
that
private
sector
investment,
if
councilman
johnson,
what
you're
suggesting
is
that
we
do
an
rfe.
We
find
a
provider,
but
we
also
go
find
the
private
sector
investment.
Just
everybody
be
clear,
we're
adding
in
another
layer
or
another
step.
I
should
say
in
there
and
again
that's
another
piece
that
takes
that
takes
time.
E
No,
what
we're
saying
in
an
rfp
is
provider
bring
employers
to
the
table,
bring
this.
This
is
a
model
and
it's
not
exclusive
to
win.
It's
not
it's
not
proprietary
and
it
may
have
been
before
the
council
senator
city
manager,
but
once
it
was
presented
to
the
city
manager,
this
is
a
city
project
and
so
we're
saying
look.
My
pie
chart
again
bring
this
model
to
the
table.
That
includes
employers
and
we'll
cover
the
participants.
B
It's
two
components
and
I
think
that's
what
council
we're
excited
about
training
and
placement,
so
staff
just
bring
back
various
options
on
the
10th
of
august
at
our
next
meeting
and
and
so
then
we
can
have
more
kind
of
discussion,
and
I
like
what
you
said
and
maybe
it's
a
trade-off.
If
you
can't
do
90,
then
you
you
drop
back
to
50
or
if
you
do
90,
then
there's
an
increase
in
the
budget.
So
thank
you
for
sharing
ways
that
we
can
get
there.
B
M
Just
wanted
to
okay
and
I've
been
listening
to
this
I
mean
it's
some
some
good
comments,
but
just
from
a
private
sector
perspective,
you
know
finding
a
a
group,
that's
going
to
be
able
to
bring
that
administrative
skills
needed
and
the
training
skills
needed
to
train
these
people
in
what
do
we
have
five
months
to
to
get
the
program
put
together,
rfp'd
out
and
back?
Is
it's
gonna?
Be
a
tough
tough
lift?
M
I
mean
we've
got
to
keep
keep
in
mind
that
you've
got
not
not
a
whole
lot
of
time
and
a
lot
of
work,
and
I
just
want
to
make
sure
that
that
as
council
everybody
puts
that
together
first
and-
and
I
would
assume
that
the
reason
the
cdlc
is
is
doing.
It
is
because
they
believe
in
the
training
and
the
individuals
that
are
coming
out
on
the
back
end,
so
they're
committed
to
hiring
them
so
to
find
that
that
that
partner-
it's
gonna
be
interesting.
You
know
it
just.
B
F
B
D
D
I
am
back
at
the
table
back
of
the
drawing
board
to
help
to
help
the
people
who
need
to
help
us
all
craft,
something
new
if
we
send
staff
away
trying
to
duplicate
what
literally
my
group
has
been
doing
for
three
years
now,
and
we
spent
three
months
getting
to
this
point
and
we
asked
them
to
do
it
in
like
a
week
and
figure
it
all
out
from
scratch.
The
exact
same
we're
sending
them
on
a
fool's
errand.
D
Here,
the
I
think
victoria's
right,
the
the
private
sector
thing
is
looking
very
promising
that
it'll
move
forward.
Let's
do
something
else
in
workforce
that
is
achievable.
I
think
it's
going
to
have
to
be
lower
on
the
spectrum
of
of
it
of
of
kind
of
advanced
either
it
can
be
in
technology.
Maybe
it
doesn't
have
to
be,
but
I
think
it's
we've
got
to
think
about
something.
D
That
is
what
can
be
trained
in
one
or
two
months,
and
where
can
maybe
people
earn
25
or
30
or
35
000
a
year
in,
and
we
have
to
look
at
the
job
data
if
we
set
staff
up
with
that
problem
statement
and
bring
us
back
something
like
that,
rather
than
trying
to
do
what
was
already
done
just
to
prove
that
see,
anyone
can
do
it.
I
I
really
truly
in
my
heart,
believe
we're
setting
them
up
for
failure
and
will
end
up
doing
nothing
and
wasting
their
time
in
the
process.
B
G
So
I
think
what
I
would
what
I
would
recommend
and-
and
this
is
one
area
that
I've
I've
been
struggling
with
because
of
the
discussions
over
the
past
couple
weeks
is
around
transparency.
We,
when
we
did
the
open
for
business
strategy,
there's
a
lot
of
initiatives
in
there
and
we've
been
chipping
away
with
them.
Access
to
capital
was
the
first
one.
The
partner
grants
we've
been
slowly
chipping
away
at
these,
but
in
the
last
task
force
meeting
we
presented
the
thrive
component
of
it.
G
What
I
would
like
to
do
on
the
10th
is
bring
back
again
much
more
detail
on
all
the
thrive
initiatives,
the
steps
and
where
we
are
in
implementing
them
and
what
pivots
we
may
take
based
on
last
night's
discussion
or
just
simply
changes
in
the
world
that
we're
living
in
and
that
way.
If
something
needs
to
go
to
council,
it
can
go
on.