►
Description
This is the Charlotte City Council's Workforce & Development Committee meeting for February 10, 2020. Thanks for joining us!
A
So
that
really
changed
the
economic
development
ecosystem
and
Charlotte,
so
we
lead
business,
recruitment
retention
and
expansion
of
existing
businesses
in
our
city.
We
partner
very
closely
with
Mecklenburg
County
in
doing
this,
as
well
as
the
Alliance
University
City
partners,
Center
City
partners,
UNC
Charlotte,
Central
Piedmont
and
the
ATP
MC
are
other
educational
institutions
in
town
to
either
address
the
needs
of
the
businesses
that
are
here
today
to
make
sure
that
they're,
growing
and
thriving
or
to
bring
companies
here.
A
The
model
has
been
really
successful.
I
think
that
we
weren't
sure
how
this
would
turn
out
after
the
merger
and
when
this
came
into
the
city,
but
we've
brought
in
almost
7,000
jobs
and
2018.
We
ended
the
year
with
2700
new
jobs
with
Honeywell
Lending,
Tree
avid
cognizant,
and
then
in
2019
we
added
another
4800
plus
with
over
2900
of
those
coming
at
between
September
and
the
end
of
the
year.
A
A
lot
of
our
success,
as
you
can
see,
was
in
the
office
and
customer
service
room,
but
really
also
really
an
attack,
so,
whether
that's
FinTech,
core
tech,
retail
tech,
there's
all
types
of
tech.
Our
community
is
very
well
poised
for
those
jobs
and
has
the
educational
and
talent
pipeline
to
fill
those
jobs.
So
we've
been
really
successful
in
that
market.
We've
added
that.
B
I
mean
prior
to
frame
coming
into
her
role
in
this.
This
change.
The
city
in
the
county
really
only
got
involved
in
incentives.
The
chamber
would
run
everything
they
kind
of
were
the
guiding
force
that
worked
with
companies
growing
here
relocating
here
expanding
here
our
model
is
different.
Now
they
were
obviously
still
have
the
incentive
component
behind
it
about
that.
A
Of
break
it
down,
really
what
we
do
so
we
create
jobs
and
we
keep
jobs.
So
under
prospective
new
business,
we
create
jobs
and
grow
our
tax
base.
We
work
with
business
relocations
to
Charlotte
expansion
of
existing
businesses,
Community
Partnership
talent,
acquisition
strategies,
we've
got
business,
investment
grants
and
keeping
jobs.
We
try
and
remove
barriers
to
companies,
successes
we
give
them
assistance
with
real
estate
and
other
infrastructure
needs.
We
helped
them,
create
workforce
partnerships
and
really
connecting
them
to
resources
and
other
either
small
businesses
or
big
businesses
that
can
really
help
them
grow.
D
Quick
question
for
you:
I
see
you've
split
this
up
into
create
jobs
and
keep
jobs,
keep
I'd
be
interested
to
see
because,
as
I'm
reading
the
items
under
the
create
jobs,
if
we
look
at
the
ecosystem,
is
being
Charlotte,
they're
new
jobs
in
Charlotte,
but
they're,
not
necessarily
new
jobs
in
the
global
because
ecosystem
right.
So
where
do
we
talk
about
creating
jobs
by
growing
small
business
here?
So.
A
I
think
that
we
didn't
in
two
different
ways,
so
we
work
with
businesses
that
could
be
five
people
growing
to
ten
people.
We
work
with
businesses
adding
2,000
jobs
as
well.
I,
don't
know
that
we
necessarily
split
that
up.
I,
think
we
want
to
help
in
whichever
way
that
we
can.
We
have
incentive
tools
that
Emily
will
talk
about
one
of
these
later
that
it's
hard
for
a
small
business
to
grow.
It's
just
you
sum
the
parameters
of
the
tools
that
we
have
so
we're
trying
to
create
new,
but
I.
A
Think
a
lot
of
like
helping
the
small
businesses
grow
is
how
do
we?
How
do
we
learn
and
help
them
with
those
opportunities?
So
further
you'll
see
in
this
presentation.
We
talked
about
like
lead
generation.
So
how
do
we
find
the
companies
that
we
can
help
accelerate
their
growth?
A
lot
of
what
you'll
see
and
why
you
see
a
lot
of
big
business
is
because
that
is
what
we
see
coming
into
our
market
right.
C
Let
me
answer
that
slightly
different
way,
because
I
think
this
is
important.
This
is
primarily
in
the
past,
the
big
business
ascent
of
grants,
or
we
look
at
the
state
and
JE
dig
and
those
things
primarily
been
for
the
big
boys
right.
It's
been
for
the
honeywell's.
It's
been
for
the
lows
folks
like
that
in
some
elements
it
remains
that
way,
but
I
think
we've
made
a
lot
of
strides
over
the
last
year,
tries
of
last
year
being
creative,
and
this
pilot
we're
in
the
middle
of
saying
for
higher
growth.
C
Smaller
companies
that
were
either
recruiting
or
trying
to
retain
here
are
more
creative
ways
that
you
can
play
in
that
space
too,
but
at
the
end
of
the
day,
while
we'll
make
incremental
as
to
that,
really
it's
the
small
business
program
and
the
enhancements
to
those
capabilities
that
are
going
to
help
those
folks.
This
is
this
is
kind
of
a
kind
of
a
single.
You
know
game
that
is
played
for
a
very
specific
thing.
I
think
the
real
impact
will
make
with
them
is
the
unifying
of
the
small
business
resources
and
assets
and
really
get.
B
Proactive!
That's
if
you
remember
our
four
focus
areas
where
small
business,
entrepreneurial
business.
Innovation
is
another
one
of
them
all
of
our
four
areas
are
so
completely
intertwined,
but
a
lot
of
the
work
that
Holly
and
her
group
is
doing
is
specifically
targeted
around
that
small
business
growth,
whether
you
look
at
like
amp
up
in
programs
like
that
that
we
have
to
really
target
on
that,
but
they're
always
constantly
talking
to
business
investment
grants
just
to
remind
everybody
to
is
a
component.
C
C
So,
while
that's
the
the
case
today,
when
you
have
to
play
in
it,
I
think
it's
maximizing
the
business
case,
but
also
our
partners
in
the
county
and
the
state
level
with
the
J
Diggs
and
the
counties
own
business
investment
grant
are
crucial,
making
the
campaign
happen
because
they
collect
a
big
chunk
of
the
property
taxes.
We
collect
a
smaller
chunk.
That
is
our
only
tool
to
do
this.
E
Question
in
the
parking
lot,
because
I
want
to
get
back
to
that
as
well.
Okay,
because
if
we
can
incentivize
the
launch
businesses
to
come
and
make
a
difference,
small
community,
we
have
to
find
a
way
also
to
the
sin
of
eyes
and
for
most
small
business
as
well
and
smaller.
Guys
are
a
lot
more
folks
and.
E
B
I
will
say
that
in
upcoming
Holly
and
her
team,
we've
been
doing
a
lot
of
work
around
a
small
business
strategy
because
there's
a
lot
of
different
initiatives
that
are
out
there
and
how
are
we
communicating
what
we're
doing
within
the
city?
But
then
also
it's
happening.
Citywide
in
Chapter.
Two
really
really
give
that
organized
to
say
this
is
as
a
city
what
we're
doing
for
small
business,
and
so
we
want
to
be
able
to
bring
that
back
as
well,
and
the
noises
yeah.
E
One
of
my
frustrations
out
mr.
chairman,
if
I
said
well
your
chairman
for
the
day
again,
the
city
in
the
county,
we're
kind
of
playing
in
the
same
field,
but
we're
not
playing
together
and
we
would
play
together.
I
think
we
could
be
a
hell
of
a
lot
more
effective
and
efficient
County's
doing
nothing.
Nobody,
business
up,
small
business
operate
doing
it
and
which
is
like
you
know.
We
can
be
a
help,
a
lot
more
effective,
but
I
digress.
So.
A
Right
so
again,
we're
really
about
jobs
and
investment
in
Charlotte
and
how
we
can
increase
the
jobs
and
increase
the
investment,
so
we
are
trying
to
hone
in
on
what
we're
good
at
so
we
know
we're
good
at
than
in
tech
and
syntek
logistics,
distribution
and
manufacturing.
It's
like
steel,
they're
things,
companies
like
that
corporate
headquarters
and
back-office
support,
so
that
could
be
something
like
a
Honeywell.
A
It's
mark.wilson
and
chime
solutions,
financial
services
like
better
calm
and
then
international
companies,
again
like
in
the
ufg
and
trying
to
increase
our
international
presence,
like
we
just
did
on
when
we
went
and
join
the
Hornets,
but
really
it's
about
diversifying
our
workforce
so
that
we're
poised
for
success.
Whichever
way
the
economy
goes.
A
So
how
do
we
do
this?
So
it
really
comes
down
to
lead
generation
in
Victoria.
This
is
where
I
was.
You
know,
thinking
about
your
comment
earlier.
How
do
we
get
engaged
with
companies?
So
it's
really
working
with
our
prospect
generator
so
like
the
site,
selection,
community
ideas
like
the
Charlotte
regional
Business
Alliance
and
our
break
Ridge
community
that
gets
the
views,
looks
first,
it's
referrals
through
our
partners
like
Carolina
and
tech
cup,
S&S
and
companies,
our
education
partners
who
have
said
talk
to
companies.
A
No
companies
want
to
expand
how
we
can
help
them
and
then
just
community
awareness,
whether
it's
through
the
media
or
just
our
cut
our
team
being
more
community
facing
it,
really
helps
us
with
art
with
the
companies
that
we
talk
to.
Just
this
week
we
had
a
meeting
with
ups
who
or
last
week,
did
an
is
expanding
their
facility
in
Charlotte.
A
We
didn't
recruit
them
for
their
expansion
they
reached
out
to
us
because
they
were
having
some
challenges
with
their
infrastructure
needs
and
they're
also
hiring
a
significant
amount
of
workers
that
get
full-time
benefits
for
part-time
jobs
and
they
get
a
great
career
path
at
ups.
So
it's
having
conversations
like
that
in
the
community
and
that
awareness
it
like
helps
us
do
our
job
better.
A
So
really
working
with
our
partner
agencies
to
figure
out
who
in
our
marketplace,
is
looking
to
expand
or
looking
to
move
here
so
from
then
I
call
it
the
trifecta.
We
have
to
figure
out
like
what
is
most
important
to
people.
The
three
buckets
that
we
really
focus
in
on
are
real
estate,
talent
and
incentives
between
those
three
things
is
what
we
think
really
drives
that
job
creation
and
investment
in
our
market,
so
I'm
gonna
walk
through
each
of
these.
A
F
A
A
We
don't
have
a
lot
of
vacancy
in
our
market
and
in
some
places
where
we
want
to
see
job
growth,
we
don't
have
product,
and
so
it's
really
looking
at
council
priorities,
it's
looking
at
knowing
what
we're
good
at
what
sectors
that
we
think
that
we
could
see
job
growth
and
where
those
opportunities
are
and
working
in
our
market
to
find
them.
You
know
the
Lowe's
tower
that
you
see
here
in
South,
End
with
another
product
that
our
team
worked
on
with
that
during
that
site
selection
to
find
the
most
optimal
site
for
them.
A
In
addition
to
that,
we
assist
existing
companies
with
retention
and
expansive
expansion
needs.
There
are
some
companies
that
either
the
rents
are
raising
and
they
can't
afford
to
be
there
anymore.
Maybe
it's
a
mini
fire
shirring
company,
that's
located
in
an
area
of
growth
and
they
know
they
need
to
move,
or
maybe
they
picked
the
place.
But
it's
really
not
matching
the
needs
of
their
workforce,
and
so
how
do
we
work
with
those
companies
to
make
sure
that
they're
in
the
best
fit
for
success
in
Charlotte?
A
A
So
an
example
of
that
again
is
like
when
we
met
with
the
PS
last
week,
and
they
have
some
concerns
about
the
lack
of
a
traffic
signal
and
a
large
amount
of
trucks
leaving
and
a
large
amount
of
employees
coming
at
peak
hours.
And
so
how
do
we
proactively
address
their
concerns
again
to
make
sure
that
their
company
is
thriving
and
their
workers
are
thriving.
A
Talent,
so
this
talent
wins
the
war.
You
can
have
the
best
real
estate.
You
can
throw
lots
of
incentive
dollars
at
a
company,
but
if
they
can't
fill
their
jobs,
then
they're
not
going
to
be
successful
in
our
market,
and
so
Emily
has
really
taken
a
new
approach
to
talent
for
us
and
developing
customized
talent,
acquisition
strategies
and
collaboration
with
our
education
and
workforce
partners.
A
We
went
to
their
camp
council,
we
talked
about
how
they
could
be
successful
in
Charlotte.
You
know
when
a
new
company
comes
here.
They
have
who
to
reach
out
to,
and
so
it
really
helps
them
understand.
How
they're
gonna
create
this
pipeline
and
I
think
it
really
sets
us
apart
from
our
competition,
because
we
care
and
we
want
companies
to
hire
people
in
Charlotte
and
UPS,
kill
people
and
develop
that
pipeline
for
them
to
be
successful.
A
The
other
thing
that
we
do
is
we
assist
existing
companies
of
finding
local
talent
so
again,
Emily
meets
with
companies
quite
a
bit
and,
and
let's
just
say,
they're
a
call
center
and
they're
not
able
to
staff
up
the
way
that
they
hope
to.
How
can
we
create
those
partnerships
in
the
community
to
get
them
the
talent
that
they
need
put
another
image
on
a
screen,
and
that
is
we
talked
about
lead
generation,
and
so
when
companies
come
in
and
they
want
to
consider
Charlotte.
A
The
first
thing
that
we're
gonna
do
is
a
part
of
that
step
is
fill
out,
essentially
a
request
for
information
where
we're
gonna
break
down,
why
they
should
come
to
Charlotte,
why
they
should
look
at
Charlotte
and
so
Alyssa
who's.
Not
here
today
on
our
team
and
Emily,
they
do
very
detailed
reviews
of
our
labor
and
our
workforce
and
really
taking
data
to
tell
a
story
about
why
a
company
should
choose
Charlotte,
so,
whether
it's
in
technology
or
for
this
was
transportation
and
warehousing.
A
You
know,
I
think
wow,
I,
like
transportation
warehousing
as
well,
is
like
this
hourly
wage
is
below
I.
Think
what
a
lot
of
times
we
like
to
consider
that
$15
mark
in
Charlotte,
and
so
one
of
the
things
when
we
pull
these
kind
of
data,
this
kind
of
data
is
we
start
to
look
at
how
this
company
can
be
a
part
of
our
Charlotte
priorities
in
our
Charlotte
landscape
and
so
really
talking
to
them
about.
This
is
an
average
wage
for
the
MSA,
but
these
are
what
what
we're
seeking
in
Charlotte
right.
A
These
are
the
kind
of
jobs
that
we
want
to
bring.
So
how
can
we
up
the
game
from
this
benchmark
and
those
are
conversations
that
a
lot
of
companies
are
really
willing
to
have,
because
they
also
recognize
that
they've
got
to
hire
people.
So
they
want
that
honest
feedback
and
it's
a
way
for
us
to
really
engage
with
a
company.
A
So
I
touched
on
this
last
month,
but
we
embarked
on
a
pilot
program
in
October
that
will
allow
us
some
flex
additional
flexibility
too,
on
how
we
give
incentives,
but
at
its
core
it's
a
reimbursement
of
net
new
property
taxes
generated
by
a
company's
investment.
So
again
back
to
small
businesses.
One
of
the
challenges
we
have
the
small
business
in
this
defined
program,
so
our
business
investment
grant
we
call
them
bigs-
is
that
the
capital
investment
threshold
is
three
million
dollars
and
the
written.
This
is
a
program
that
should
join
the
administered
with
the
county.
A
So
we
have
generally
the
same
guidelines,
we're
doing
the
pilot
right
now.
Peter
and
the
county
are
in
the
standard
format
that
we
have
had,
but
it
still
remains
the
same
and
that
you'd
have
to
have
three
million
dollars
of
capital
investment,
create
20
jobs
and
either
pay
the
average
annual
wage
for
the
MSA,
which
is
around
51
thousand
dollars
or
the
standard
occupation
code.
A
And
so
that
is
where,
when
we
start
to
talk
about
smaller
businesses
is
that
this
program
doesn't
necessarily
address
that
off
the
back,
because
three
million
dollars
is
a
lot
of
money
to
be
spent,
but
that
three
million
dollars
is
not
just
can
be
spent
on
a
landlord
on
their
behalf.
It
could
be
in
like
desks
and
office
furniture
and
things
like
that,
but
it
has
to
generate
new
taxes
whatever
it
is,
so
we
can
reimburse
you
is
really
the
crutch
of
the
business
investment
Bram's.
A
The
wet
tart
was
rich
referencing
earlier,
was
the
emerging
target
industry
grant
and
what
that
is,
if
that's
for
companies
that
come
in
and
they're
not
ready
to
invest
that
three
million
dollars
today.
But
it's
been
a
competitive
site
selection
process,
they're
gonna
create
a
large
amount
of
jobs
that
pay
a
great
wage
and
then,
when
they're
ready
to
invest
so,
let's
say
they're
in
a
co-working
space
Malecha
we
work
when
they're
ready
to
invest
in
their
real
estate.
C
C
We
were
sitting
there
over
a
year
ago,
saying
we
can
only
play
with
the
big
boys
with
with
the
business
investment,
correct,
cuz,
even
there's,
even
a
small,
high-growth
company
in
one
of
these
great
target
industries
when
they
come
to
town
they're,
not
thinking
about
three
four:
five:
ten
million
dollars
of
capital
right
away,
they're
thinking,
I
gotta
hire
people
as
quickly
as
possible
and
I'll
hire
20
people
right,
but
they're,
just
not
quite
at
that
point,
and
we
had
nothing,
no
love
to
give
them
nothing
flex.
Sorry,
we
just
don't
play
in
the
space.
C
This
was
a
really
elegant
solution
to
that
which
was
we're
committing
really
not
a
lot
if
anything
up
front
but
we're
showing
them.
You
hire
the
folks
today.
If
you
get
yourself
into
a
position
where
that
growth
then
is,
is
going
well
and
you're
ready
to
invest
the
capital.
You've
got
this
kind
of
letter
of
intent
with
us,
where
we
can
count
kind
of
some
of
those
things
along
the
path.
Some
of
those
jobs,
you've
hired
along
paths
to
allow
you
to
benefit
from
that
later
and
we're
gonna
give
that
it
to
you
upfront.
C
So
you
kind
of
put
that
in
your
mind,
as
like
Charlotte's
showing
me
some
love
and
no
one
else
has
a
tool
to
give
us
that
so
I
think
it's
a
really
unique
capability.
That's
helped
us
in
the
past,
but
as
you
think
that
I
think
that's
where
your
transition
of
these
considerations,
like
we
have
other
objectives
we'd
like
to
accomplish.
Wouldn't
it
be
great
with
all
of
these
upward
mobility.
C
You
know
tech
type,
workforce
programs
that
are
popping
up
around
town
people
are
doing
our
own
workforce
focus
if
there
was
some
way
to
incentivize
these
businesses
to
say,
yeah
come
here.
Here's
a
note,
here's
another
incentive,
but
we
need
you
to
commit
to
hiring
out
of
these
upward
mobility
programs
so
that
now
it's
not
just
you
know
we
brought
a
new
company
with
jobs
to
town
and
oh
there's,
six-figure
jobs
like
how's
that
gonna
help
anybody
they've
made
a
commitment
directly
to
impact
poor
mobility
in
our
own
backyard.
C
A
But
to
come
summer,
car
support
point
considerations.
This
investment
green
is
not
a
given.
You
don't
just
come
in
here
and
say:
hey
I,
checked
up
boxes
and
our
team
is
gonna.
Miss
magically
appear
to
you
and
ask
you
to
vote
on
it.
We
have
to
go
through
and
we
learn
a
lot
about
the
companies
and
we
make
sure
that
they're
really
good
fit
for
Charlotte
and
that
their
priorities
are
your
priorities
and
our
priorities,
and
so
we
go
through
a
really
heavy
bedding.
The
other
really
great
thing
about
these
grants
is.
A
A
You
know
one
of
the
things
that
I
really
wanted
to
talk
about
is
community
impact.
You
know
so
in
a
20-18
albemarle,
which
moved
its
corporate
headquarters
here
in
2015,
they
made
their
largest
donation
in
corporate
history
and
donated
ten
million
dollars
to
economic
mobility
in
Charlotte.
Just
for
reference
like
we
gave
them
a
business
investment
grant.
That
was
worth
$75,000
right.
A
This
is
just
a
quick
post.
Lowe's.
Just
last
week
opened
a
new
2d
lab
at
Olympic
high
school
Honeywell
donated
$500,000
for
the
new
men's
shelter
in
Charlotte.
Microsoft
came
in
with
their
smart
cities
initiative
with
the
City
of
Charlotte
and
did
a
three-year
deal
focusing
on
workforce
development.
I
of
T
and
innovation,
then
I'll
end
up
with
Honeywell
one
last
time,
because
their
commitment
in
our
community
I
mean
I
have
a
list
year
of
everything
that
they've
done
from
summer
partnerships
with
Druid
Hills
Academy
to
sponsoring
the
future
lab
at
Discovery
Place.
A
They
gave
$100,000
to
the
seat,
C
MPD
foundation,
they're
investing
in
the
new
veteran's
home
I
think
that
when
we
pull
these
companies
and
they
really
give
back
to
Charlotte-
and
that
brings
me
to
chime
solutions
which
I
think
a
mark
for
being
here
today.
Chime
Solutions
was
a
company
that
we
worked
with
last
summer.
We
partnered
with
chime.
G
G
Today,
I
believe,
there's
a
fundamental
miss
this
happening,
the
thicknesses,
if
there's
so
much
talent,
that's
resident
in
a
lot
of
communities
around
the
country
that
historically
been
overlooked,
they
started
talking
with
the
intention
of
tapping
into
that
talent
pool
and
bring
it
to
the
forefront
so
that
everybody
could
get
benefit
of
it.
That
means
companies
get
better
because
we're
serving
them
because
we're
giving
these
folks
a
chance
to
be
all
that
they
can
be.
G
You
know,
communities
get
better
because
the
jobs
are
there
and
folks
are
feeling
good
about
the
work
that
they're
doing
families
get
stronger.
This
is
what
time
is
all
about.
Time
is
a
premier
provider
of
business
process,
outsourcing
services,
and
we
do
that
on
behalf
of
a
number
of
fortune
500
company.
One
of
the
primary
focuses
of
this
model
within
China
is
to
address
the
issue
with
economic
mobility
by
creating
opportunities
in
under-resourced
communities.
We
leverage
the
talents
that
have
traditionally
been
left
behind.
G
So
what
we've
seen
as
an
industry
lately,
the
barriers
are
the
differences
between
doing
work,
domestically
the
difference
between
dad
and
what
happens
offshore.
The
gap
is
shrinking.
So
just
imagine
the
thousand
seeds
of
work
that
you
have
in
a
community
office
or
even
and
the
impact
that
your
company
could
have.
If
you
put
those
thousand
dollars
in
a
community
here
in
the
US
and.
H
G
H
G
From
the
same
economic
basis
of
similar
economic
basis
and
they
outsource
it
across
the
globe,
our
goal
is
to
create
10,000
jobs
by
the
end
of
2020
and
by
leveraging
the
multiplier
effect.
When
time
hires
one
person
that
higher
results
in
two
and
a
half
jobs
in
the
community,
if
we're
to
create
10,000
jobs,
two
and
a
half
to
three
times
that
would
be
25,000
thousand
jobs.
A
So
we're
very
lucky
but
I
think
that
chime
is
in
our
community.
But
chime
is
a
great
example
of
he
took
me
to
lunch
one
day
and
we
were
in
this
recruitment
process
and
he
challenged
me
on
the
fact
that
I
could
not
incentive
as
his
company
to
come
here
that
I
had
an
incentive
program
that
didn't
address
a
company
like
his
and
the
reason
for
that
is
the
investment
number
and
the
salaries,
because
at
the
time,
the
way
our
incentive
program
was
structured.
A
It
was
around
that
fifty
one
thousand
one
hundred
fifty
dollar
figure
and
then
also
with
the
senior
occupation
codes
and
how
his
jobs
panned
out,
and
so
we
couldn't
give
him
anything.
But
he
came
to
have
anyways,
thankfully,
and
I
wanted
to
invite
them
to
share
some
remarks,
and
this
will
really
transition
into
the
program
next
that
we
kind
of
developed
in
response
to
Mark
and
his
company.
So
with
that.
G
C
G
A
G
They
they
couldn't
really
necessarily
do
what
we,
what
could
have
been
helpful
to
us
to
move
here.
The
challenge
still
remains
here
around
economic
mobility
in
the
City
of
Charlotte,
and
we
as
a
company
is
to
have
full
intention
and
trying
to
address
that
across
the
country,
so
it
didn't
deter
us
from
making
the
decision
to
come
here.
But
you
know,
I
was
just
noticed
in
the
conversation
that
you
were
just
having
about.
G
You
know
helping
smaller
businesses
like
ours
and
how
that
that
that's,
not
necessarily
something
that's
easy
for
the
economic
development
folks
to
do,
and
it's
largely
because
you
know
the
focus
has
to
do-
is
not
even
necessarily
the
three
million
dollars
well
that
that
could
be
a
barrier
for
some
that
wasn't
really
the
barrier
for
us
is
this
that
we're
paying
livable
wage
jobs?
You
know
fully
$14
an
hour
which
would
be
a
decent
job
by
most
standards,
particularly
for
folks
who
do
not
have
work.
G
G
You,
don't
you
don't
give
yourself
a
chance
that
those
companies
that
would
bring
bring
those
those
jobs
here
that
I
think
would
be
important
to
development
or
right
here
so
I.
You
know,
that's
my
soapbox
about
it.
It's
aside
from
that.
The
support
that
I've
gotten
since
we've
been
here
has
been
tremendous.
You
know,
Fran
and
her
team
have
been
a
tremendous
resource
to
us
as
we've
learned
about
the
Charlotte
community,
and
you
know
how
we
can
leverage
other
things.
A
Say
yeah
I
think
that
it's
just
good
for
especially
our
newer
counts
on
them,
as
we
start
to
bring
forward
what
Emily
and
I
have
been
working
on
around
the
opportunity
hire
ingredient.
How
we
haven't
you
know,
one
of
the
things
that
mark
has
and
wants
to
do
is
partner
with
JC
su
final
location,
particular
like
somewhere
in
that
area,
location
for
your
company
and
things
like
that.
I
think
it's
just
important
for
everyone
to
know
and
experience
you
some
of
the
challenges
that
we're
trying
to
overcome.
You
know
an
accurate
economic
development
team.
A
Yes,
it's
all
about.
You
know
lots
of
big
logos,
but
there's
also
other
things
that
you
know
we're
working
on
and
I
think
just
to
you
to
be
here
and
segue
into
the
next
grant
that
we're
gonna
talk
about
I
think
is
really
important
and
we
had
lunch
today.
Even
then
mark
was
talking
about
a
new
opportunity
right.
F
G
The
final
thing
is
that
you
know
when
you,
when
you
incentivize
are
you're
looking
about
it
and
I
did
hear
the
comment
about
not
really
liking.
The
fact
that
you
have
to
be
competitive
with
incentives.
I
understand
that
you
know
you
would
just
want
people
to
come
here,
but
that
is
you
know
the
landscape.
G
That's
out
there
right
now
in
that
these
other
cities,
I,
was
able
to
in
the
conversation
I
have
with
friend
to
reference
we
just
opened
in
Dallas
and
well
as
well
as
at
the
same
time
we
were
looking
to
expand
here
and
you
know
their
approach
to.
It
was
fresh
and
in
you
know,
recent,
when
I
was
having
a
conversation
with
training
team
about
it
and
how
their
approach
to
it
is.
G
You
know
really
focused
on
that
segment
of
the
community
jobs
that
are
being
created
in
that
second
segment
of
the
community
that
his
historic
had
been
left
out,
and
you
know-
and
so
I
would
argue
that
if
you
are
going
to
provide
incentives,
they
may
should
be
targeted
at
the
ones
at
the
segment
of
the
population
that
has
the
most
need
and
where
you
can
actually
make
a
difference
in
the
framework
of
your
city
by
investing
in
those
folks.
You
know
so
that
make
it
make.
G
It
mean
something
other
than
a
few
hundred
or
two
hundred
three
hundred
higher
paying
jobs,
not
arguing
against
that
I
think
that's
good,
but
more
targeted
further,
where
the
Masters
can
be
impacted.
I
think
is,
you
know,
maybe
a
smarter
way
to
look
at
it
and
some
other
and
and
that
can
make
you
more
competitive
compared
to
some
other
cities.
I
think.
C
That's
well
said:
I
mean
and
I
think
that's,
hopefully
that
transition
and
I'll
pause
for
anyone
else
who
has
questions
for
mark,
particularly
but,
from
my
perspective,
I
think,
that's
exactly
right.
We,
whether
it's,
what
I
said
before,
and
that
these
folks
are
bringing
jobs,
and
we
know
they
can
hire
folks
that
can
have
the
skills
developed
that
will
catapult
them
out
of
the
bottom
quintile.
Poverty.
C
There's
also
an
angle
to
be
said
when
some
of
these
jobs
in
our
own
backyard
are
going
away,
whether
they're
you
know
teller,
jobs
or
call
center
jobs
or
whatever
you
know,
and
the
BPO
is
different
right.
So
how
would
they
have
to
if
our
companies
decide
to
go
away
and
outsource
to
someone
like
you
in
our
own
backyard?
That
means
people
are
being
rehired
centrally,
so
I
think
that's
very
interesting.
Did
anyone
else
have
questions
I
couldn't
say
it.
G
Really
happy
for
that
too
free
to
ask
that
question,
because
it's
the
the
second
part
of
what
we're
trying
to
do
is
not
only
create
the
job
but
create
us
some
rapper.
What
we're
calling
wraparound
services
that
have
to
do
with
the
full
life
of
a
person
that
works
for
us,
so
that
has
the
challenges
that
most
folks
have
a
stable
housing,
transportation,
childcare
or
the
main
main
ones,
and
so
we're
trying
to
do
what
we
can
to
impact
that
you
know
so.
I'm
careful
to
not
have
us
be
like
just
a
social
like
we're.
G
It
translates
into
good
service
for
our
clients,
so
we're
partnering
in
the
other
cities
and
trying
to
do
that
here
in
Charlotte,
now
partnering
with
businesses,
we're
partnering
in
Atlanta
with
a
day
care
provider,
so
we
can
have
on-site
daycare
and
because
we're
creating
so
many
jobs
and
therefore
so
many
kids
we're
actually
that
in
a
position
to
have
this
company,
have
you
know
a
thriving
business
just
on
our
own
I
was
segment
of
kids.
We
can
give
them.
You
know
300
kids,
to
go
into
this
one
daycare,
and
then
we
have.
G
We
have
something
called
China
University,
which
is
centered
around
facilitating
folks
buying
their
own
home,
and
so
we've
had
a
lot
of
success
with
that.
We
had
one
young
lady
who
was
a
single
parent,
three
kids
and
she's,
trying
to
buy
a
house,
and
she
didn't
understand
the
whole
credit
process
and
about
real
estate
and
the
bank
and
all
so
I
helped
it
I
personally
helped
her
with
with
that.
G
G
You
know,
structure
that
we
have
where
folks
can
come
in
on
the
weekend
and
learn,
and
we
set
a
goal
for
the
company
to
create
50
homeowners.
You
know,
but
we
just
did
this
last
year,
we're
in
the
middle
of
it.
Now
we
have
a
thick
like
23
24
homeowners,
that
mostly
single
women
with
children
that
have
been
able
to
you
know
put
themselves
in
the
position
to
buy
their
own
home
by
virtue
of
us
just
providing
the
framework
for
learn
about
how
to
do
that.
G
It's
time
University,
so
it's
our
company
universe
that
we're
just
calling
it
University.
But
you
know
I
didn't
finish
this.
We
are
partnering
with
HBCUs
and
Johnson
C
Smith
here,
where
we're
trying
to
get
the
students
and
at
the
college
to
be
able
to
be
dedicated
to
certain
of
our
clients
and
create
a
pipeline
for
them
to
you
know
to
go
forth
and
and
work
for
them
after
working
for
us
know,.
G
H
H
H
C
So
your
points
taken
I
think
my
opinion
on
that.
Just
haven't
been
in
this
space
for
a
couple
years
now
is
that
there's
no
kind
of
grant
from
the
government
that's
gonna
solve
that.
But,
however,
if
the
14
or
50
it
did
it's
the
difference
between
giving
someone
a
job
and
an
entrance
into
their
new
career
if
their
new
career
starts
for
a
year
of
training
at
a
livable
wage
of
fourteen
fifteen.
C
Sixteen
dollars
an
hour
while
the
training
they're
getting
is
to
take
them
to
the
next
level
and
home
ownership
becomes
a
realistic
goal
that
can
be
achieved
at
some
point.
But
if
and
I
think
this
goes
back
to
when
we
incentivize
people.
If
we
find
a
model
to
incentivize
folks
to
hire
out
of
our
programs,
that
model
has
to
be
not
I'm.
Gonna
hire
$14
an
hour
career
people
to
be
in
this
job.
This
is
the
entry
point
and
here's
how
those
programs
are
going
to
help
them
evolve
and
I.
Think
that's
the
most.
G
Efficient
to
be
clear
that
that
is
our
goal,
our
full
intention
is
not
to
have
our
folks
come
in
and
that
be
the
job
that
they
that
they
aspire
to
ultimately
give.
What
we
were
talking
about
at
lunch
today
is
I,
have
an
opportunity
today,
where
the
client
actually
needs
licensed.
You
know,
folks,
for
property
casualty
and
for
life
and
health
insurance,
but
that's
a
higher
wage
job
in
the
next
level
of
job.
F
J
I
think
you
know
I
think
the
challenge
is
in
between
council
member
Johnson.
Councilman
Cory
are
saying
because
he
and
we
have
to
get
to
that
livable
wage
right,
and
we
know
that
some
people
are
disincentivize
from
getting
into
that
middle
ground
of
those
1400
our
jobs
because
they
actually
end
up
losing
because
of
that
benefits,
cliff
and
and
and
no
amount
of
training
is,
is
going
to
or
access
to
school
is
going
to
replace
those
benefits
that
get
lost
can
eat.
J
J
G
I
know
for
us,
and
you
know
we're
trying
to
just
stay
right
where
first
of
all
we
can
afford
to
pay
it,
and-
and
we
really
are
on
the
top
end
of
that
cuz.
Our
goal
is
to
try
to
make
sure
that
we're
making
a
difference
but
14
$15
an
hour
I
think
that's
what
everybody's
kind
of
saying
around
the
country
is
that
number,
but
it
does
different.
G
A
G
Know
you
guys
have
great
great
leadership
and
economic
development
I'm
saying
that
sincerely
they've
been
you
know,
even
with
their
hands
tied
they've,
been
very
helpful,
I
consider
friend
and
her
team
really
friends
of
our
company
personally,
so
you
guys
are
fortunate
to
have
their
leadership.
Excellent
I.
B
Think
that
too
you
see
those
you
heard
me
say
it:
it's
every
company
is
not
the
same.
We
spend
a
lot
of
time
getting
to
know
the
companies
that
are
right
for
right
for
community
and
when
we're
convinced
that
we're
all
in
to
make
sure
that
that
you're
gonna
see
the
success.
So
it's
again
different
model,
mom
I.
Think
then
how
it's
been
done
in
the
past,
but
one
that
wanted
you
all
to
be
able
to
see
kind
of
first
firsthand
or
not
with
the
pilot
yep
transition.
A
Into
the
color
so
again
the
pilot
is
the
idea
came
to
our
team
following
lunch
with
mark
in
July.
What
he
didn't
tell
you
is
the
city
of
Dallas
gave
them
two
million
dollars
of
incentives
to
come
they're
in
a
training
grant
and
the
mentality
of
Dallas
is
that
they
train
and
they
invest
in
the
people
of
Dallas.
A
So
Marc
besides,
you
don't
like
Dallas
he's
too
good
comedian,
which
means
Atlanta
and
Dallas,
and
he
says
I'm
outta
Dallas
the
skills
that
are
learned
and
there
and
the
resume
built
by
the
people
of
Dallas
stay
in
Dallas,
and
that
is
the
mentality
behind
their
training
grant
at
least
that's
my
understanding
of
it,
and
so
came
back
and
circled
up
with
our
team,
and
we
really
started
digging
into
how
do
we
come
up
with
some
kind
of
incentive?
That's
not
tied
to
property
taxes,
because
people
don't
that
doesn't
link
those
don't
connect.
A
That
gives
us
some
flexibility,
some
nimbleness,
to
work
with
companies
who
are
going
to
invest
in
our
people,
and
so
that
is
where
this
idea
came
to
be
and
again
just
like
the
pilot
for
the
business
investment
grant
and
we
haven't
ironed
it
all
out.
But
it's
something
that
we
want
to
try
and
pilot
it
and
see
where
it
goes
well.
B
D
B
C
Know,
I
might
just
add,
as
we
get
anxious
to
see
the
details,
obviously,
but
I
think
it's
really
important
in
Mari.
I'll
say
this
while
you're
still
here,
because
this
may
not
sound
great
to
hear,
but
at
the
end
of
the
day
they
mentioned
something
about
competitive
and
the
nature
of
it
before
we
need
the
tools
where
maybe
sometimes
when
you're
already
gonna
come
to
Charlotte.
C
You
know
what
I
mean
like
we
don't
necessarily
need
grants
to
make
that
happen
versus
the
scenario
where
you're
legitimately
gonna
go
somewhere
else,
and
that
would
be
the
only
tool
we
had
to
do
that.
So
I
think
the
balance
is
important
because
we
want
you're
a
you're,
a
unique
example
that
came
here
anyway
without
it
and
I.
Think
that's
a
part
of
this
that
the
community
needs
to
definitely
understand
which
is
not.
Everyone
is
going
to
require
these.
These
need
to
be
competitive.
Deal.
Savers
well.
F
F
Workforce
is
one
of
the
most
expensive
aspects:
I
have
a
company,
so
are
we
ready
to
transition
yep?
So
what
we're
gonna
present
to
you
today
is
our
approach
to
developing
a
tool
to
help
companies
like
chime,
commit
to
economic
opportunity
and
just
a
couple
things
to
keep
in
mind.
This
is
still
under
the
business
recruitment
program,
so
we
it
would
be
offered
to
companies
as
an
incentive,
and
it
is
a
hiring
grant
and
that's
different
from
a
training
grant
and
we'll
explain
to
you
kind
of
what
that
looks
like
as
we
get
into
it.
F
F
So
it
is
our
hope
that
these
opportunity,
hiring
grants
will
increase
equity
and
opportunity
in
our
economic
development
and
business
recruitment
process
by
incenting
companies
to
partner
with
our
community
training
providers,
who
may
be
considering
alternative
alternative
pathways
to
filling
their
jobs
and
creating
a
pipeline
in
our
community
for
our
Charlotte
residents.
Sam
in
turn
increases
the
number
of
Charlotte
residents
who
are
able
to
take
advantage
of
these
job
opportunities.
We're
making
investments
stay
with
the
employee,
as
Fran
had
mentioned,
and
we're
also
filling
a
gap
in
our
incentive
portfolio.
F
So
what
we're
proposing
is
up
to
$2,500
cash
grant
to
a
perspective
or
expanding
company
for
each
new
full-time
employee
hired
from
one
of
our
certified
talent,
development
partners,
we're
saying
up
to
2,500,
because
we
do
want
this
to
be
flexible.
We
want
to
understand,
should
we
should
we
tie
the
incentive
amount
to
salaries?
Should
you
know,
would
every
company
be
eligible
for
the
same
amount?
F
We
really
want
to
kind
of
look
at
the
companies
that
come
to
the
table
for
this
opportunity
and
be
able
to
incent
them
with
what
we
think
is
the
best
tool
to
bring
their
commitment
to
providing
these
opportunities
for
our
Charlotte
residents.
So,
right
now
we're
saying
not
to
exceed
50
positions
and
again
this
is
a
this
is
a
pilot
so
we're
going
to
see
kind
of
how
these
numbers
play
out,
but
with
within
kind
of
our
funding
constraints.
F
We
feel
like
this
is
a
fair
place
to
start
for
this
pilot
and
in
order
to
be
eligible
for
the
grant,
the
company
must
demonstrate
that
they
have
made
the
hire
and
they
must
provide
us
position,
benefit
and
wage
data.
So
again,
these
are
full-time
jobs
that
we
would
be
in
sensing.
Their
new
hire
to
see
the
company
and
again
the
company
is
competitive
in
our
market
through
either
looking
to
relocate
here
or
expand
here.
F
And
with
each
grant
right
we're
going
to
set
deliverables
tied
around
these,
these
objectives,
we're
looking
for
companies
who
are
going
to
be
responsive
to
our
workforce
challenges.
These
are
also
results
driven
right.
So
we
want
to
see
number
of
placements
salaries
that
these
individuals
have
obtained
looking
to
see.
Have
we
actually
increased
opportunities
for
individuals
in
Charlotte
to
get
these
jobs?
F
How
are
we
bolstering
utilization
of
our
existing
talent,
development
partners?
And
the
thing?
That's
really
the
most
important
to
me
through
this
tool
is
to
increase
connections
and
relationships
with
our
companies
and
our
talent,
development
providers
right
the
the
organizations
in
our
community
who
are
working
on
creating
career
and
job
readiness
for
our
Charlotte
residents
and
working
to
get
them
to
a
place
where
they
can
take
advantage
of
a
livable
wage
job
and
potentially
start
down
a
career
path
or
even
transition
their
career
paths.
F
A
lot
of
individuals
served
by
our
talent,
development
partners
are
trying
to
upskill
themselves
in
a
way
that
they
get
into
a
market
that
is
more
competitive,
so
driving
those
connections
between
our
industry
and
our
talent.
Development
partners
develops
the
relationships
that
we
that
we
pride
our
team
in,
creating
to
really
hold
up
awareness
for
companies
and
lead
them
to
opportunities.
Our
community
for
our
residents.
F
So,
in
order
for
a
company
to
be
eligible
right
now,
what
we're
considering
is
they
still
need
to
meet
the
wage
parameters
of
our
business
investment
policy.
So,
within
the
pilot
we
require
that
the
wages
come
at
either
the
average
for
the
MSA,
which
is
fifty
one
thousand
one,
fifty
or
a
hundred
to
one
hundred
and
twenty
five
percent
of
the
standard
occupational
classification
code,
which
is
lower
for
certain
industries
in
our
market
than
the
50
150
right.
F
If
this
was
an
e-commerce
facility,
those
wages
are
going
to
look
more
like
36
thousand
in
our
market.
In
order
to
be
eligible
for
this
incentive,
it
needs
to
be
aligned
with
our
targeted
industries
for
the
business
recruitment
program.
The
company
must
essentially
offer
be
offering
full-time
jobs
that
are
competitive
in
our
market
and
do
offer
transferable
skills
to
their
employees
and
again
their
incentive
to
hire
from
our
certified
talent
development
partners
in
our
community.
F
So
they
have
to
make
the
hire
from
from
one
of
our
partners
in
order
to
be
eligible
for
the
rain,
as
Mark
mentioned
in
this,
our
team
already
knows.
One
of
the
reasons
that
we're
adding
this
tool
to
our
portfolio
is
to
help
keep
us
competitive
with
our
other
peer
cities
and
states
who
have
added
grant
programs
that
are
tied
to
economic
opportunity
and
upward
mobility
for
their
residents.
F
Getting
more
into
the
finances
again,
what
we're
proposing
right
now
is
a
$2,500
cash
grant
not
to
exceed
50
employees
for
each
new
employee
hired.
The
company
will
have
a
defined
period
of
time
to
make
these
hires
understanding
that,
if
you're
hiring
a
hundred
people,
all
of
them
come
within
the
first
week.
Sometimes
that
happens
over
over
a
couple
of
years,
we're
hoping
that
the
grant
money
can
be
used
to
offset
the
tangible
and
intangible
costs
of
hiring.
We
know,
for
instance,
hiring
in
our
market
right
now.
F
F
Even
referral
fees,
employee
referral
fees
right
now
in
our
market
companies
are
spending,
at
least
on
average,
about
$4,000
for
hire,
and
that
is
that
goes
up
as
you
look
at
professional
service,
jobs
and
technology
jobs.
So
we're
hoping
to
offset
some
of
those
costs
of
hire
in
order
to
incent
these
companies
to
consider
talent
that
is
available
through
our
talent,
development
partners
and
then,
ideally,
if
this
grant
money
can
be
used
to
leverage
additional
funds
in
our
community
that
are
available
through
our
state
community
college
system
or
our
Workforce
Development
Board.
F
F
Feedback
will
obviously
be
an
important
tool
for
the
success
of
this
program.
What
we're
asking
for
from
companies
would
just
be
a
quarterly
update,
showing
us
of
the
of
the
jobs
come
created
through
this
grant
program.
How
many
eligible
candidates
presented
through
our
talent
development
partners?
How
many
were
hired
and
then
feedback
on
whether
or
not
that
person
is
still
employed
and
how
much
they're
making
ideally
into
the
first
year
of
that
individuals.
Employment
with
the
company.
F
Our
talent,
development
partners
we're
working
on
a
process
right
now
that
would
sort
of
be
an
application
into
the
program.
We're
looking
to
include
things
like
continuing
education
programs
at
our
four-year
and
two-year
educational
institutions,
technology
training,
programs,
skilled
trades
programs,
such
as
goodwill,
skilled
trade
center
professional
service
training
programs,
and
what
we
would
require
right
now
is
that
the
training
provider
is
a
not-for-profit
and
located
within
the
city
limits.
F
F
Is
that
in
partnering
with
our
talent,
development
organizations
in
the
community,
these
individuals
have
access
to
supportive
services
right,
so
they're,
working
with
case
managers
oftentimes
when
they
come
in
to
something
like
a
goodwill,
Opportunity
Center,
there's
kind
of
a
full-on
assessment
right,
there's
interest
and
aptitude
assessment,
but
there's
also
an
assessment
of.
Do
you
have
housing?
Do
you
have
childcare?
F
In
order
for
that
person
to
have
continued
success
in
your
organization
and
not
hit
that
first
hurdle
and
say
I,
don't
know
if
I
can
make
it
here
right.
This
might
not
be
for
me
so
so
that
onboarding
education,
that
relationship
with
the
companies
is
really
important
in
working
with
our
team
and
the
talent,
development,
private
provider
and
the
company
to
ensure
success
for
these
candidates.
F
So
what
does
success?
Look
like
I
mean
I
think
this
help.
This
could
be
a
tool
that
helps
us
achieve
our
mission
of
continuing
to
be
a
top
market
for
business
recruitment,
but
one
that's
also
built
around
the
framework
of
opportunity.
We
talk
a
lot
about
the
difference
of
talent
attraction
in
to
our
market
in
building
our
pipeline
from
within.
This
is
a
program
that
is
specifically
focused
on
building
our
Charlotte
pipeline
for
the
jobs
that
are
available
in
Charlotte
today.
F
It
again
better
utilizes
our
talent,
development
partners
and
increases
placements
and
industry
based
employment
opportunities
and
again
offers
an
incentive
for
companies.
You
may
not
mean
our
capital
investment
threshold,
but
we
can
still
incent
them
and
in
a
way
to
come
to
to
Charlotte
and
to
work
with
our
team,
so
I'll
stop
there
I
think
what
were
we
asking
for
today
would
just
be
your
feedback
and
if
the
yep
and
if
the
committee
was
comfortable
a
recommendation
to
proceed
with
this
pilot
Cosman.
C
J
Have
there's
three
questions
the
lawyer
back
there
in
this
manner?
Are
we
able
to
acquire
with
the
program
like
this
that
those
hires
be
from
Charlotte?
If
so,
are
we
able
to
incentivize
specific
zip
codes
for
where
those
hires
come
from?
If
not
in
terms
of
directly
requiring
individual
hires?
Are
we
able
to
choose
those
Charlotte,
recruiters
or
trainers
that
will
only
work
with
people
from
Charlotte
I.
C
I
H
C
F
At
the
landscape
of
our
partners
and
our
communities,
who
good
will
Charlotte
works,
each
of
them
serves
a
slightly
different
population
in
terms
of
where
they
come
from
in
our
community.
So
Charlotte
works
right.
Is
the
workforce
development
provider
from
Mecklenburg
County
so
most,
if
not
all,
of
the
individuals
that
go
through
Charlotte
works
reside.
We.
J
Just
know
that
equity
gaps
as
we're
trying
to
lessen
equity
gaps,
they
are
specific
to
area
codes
and
and
weird,
if
we're
not
helping
specific
people
coming
from
specific
area
codes,
we're
not
actually
going
to
achieve
the
things.
After
that
we
want.
We
don't
have
the
ability,
in
other
procurement
situations
to
require,
for
instance,
that
we
are
are
using
Charlotte
based
businesses.
So
that's
why
my
question
what
I
would
like
to
know?
Are
we
able
to
target
through
a
program
like
this
is
different?
This
is
this
is
different.
K
C
All
that
putting
that
aside,
then
there's
the
programs,
I
I,
imagine
long
term
the
primary
program
that
drives
this
this
project
piece
2.0
when
we
redesign
all
that
that
to
me
seems
like
the
no-brainer
project,
because
then
you
can
go
out
and
is
a
program.
Execution
element
point
out
different,
specific
zip
codes.
You
want
to
target
target
different
pipelines
in
and
that
becomes
a
preferred
model
for
then
doing
it.
So
you
don't
have
to
put
that
on
the
company.
C
J
We
want
the
folks
we
want
to
deal
with
less
than
in
the
equity
gaps
of
people
in
Charlotte.
We
know,
for
instance,
in
our
own
organization,
plenty
of
the
good
paying
jobs
that
people
have.
They
go
home.
The
Union
County
look
at
our
police.
Look
at
our
fire,
we're
not
helping
lessen
the
equity
gaps
here
in
Charlotte
by
employing
those
people
they're
taking
those
wages
and
go
on
living
in
unique
County.
We're
not
doing
anything
when
we
deal
with
it
for
the
folks
that
we
are
are
trying
to
target
so
I
think
it'll
be
important.
G
J
There
was
four
three:
are
we
able
to
target
in
Charlotte?
If
so,
are
we
able
to
target
specific
zip
codes
if
we're
unable
to
do
that?
Are
we
able
to
identify
those
providers
that
specifically
hire
from
within
shot?
So
those
are
three,
those
are
three
different
questions
and
with
two
different
perfectly
strategy.
D
As
we
look
at
the
national
trends-
and
it
sounds
like
obviously,
Dallas
has
been
a
leader
in
this
and
a
couple
other
places
based
on
this
slide-
I
challenge
us
to
anticipate
from
what
they
would
be
doing
next,
based
on
their
learnings,
so
has
been
looking
to
this
pilot.
Have
we
been
able
to
understand
not
just
what
they're
doing,
but
what
their
outcomes
have
been
and
what
the
potential
gaps
may
have
been,
because
if
we
can
roll
that
into
our
pilot
on
the
front,
end
I
think
that'd
be
great.
F
So
intangible
cost
would
also
be
perception
of
talent
in
the
market
right.
So
when
we
work
with
companies
out
the
gate,
they
want
the
the
four-year
degree,
the
five
to
seven
years
of
experience
right
when
a
company
needs
to
get
to
speed
to
market
quickly
and
when
they
feel
like
they
have
a
talent
model
that
worked
in
their
community.
It's
often
hard
for
them
to
shift
perceptions
on
talent
that
may
be
available,
but
needs
a
little
extra
training
or
assistance
to
get
to
that
point
and
part
of
our
job
in
developing
talent.
F
Acquisition
strategies
for
companies
is
to
really
hold
up
alternative
options
rather
than
what
is
honestly
the
most
expensive
talent
in
our
market
today,
and
so
the
intangible
is
kind
of
the
cost
of
perception
right.
It's
I
know
that
taking
a
chance
on
an
individual
that
may
not
have
the
degree
may
not
have
the
years
of
experience
that
I'm
looking
for
is
going
to
cost
me
as
a
company
in
some
way
right
and
so
helping
to
fill
that
gap
monetarily
by
offsetting.
F
D
F
I
F
D
A
G
I
needed
to
go,
thank
you
wanna
say
thank
you,
guys,
I
appreciate
being
here
and
being
able
to
share,
and
you
do
need
to
the
MSA
requirement.
It
still
would
exclude
a
lot
of
folks
I
still
$50,000
$50,000,
so
I,
don't
think
I
would
even
we
would
even
qualify
still
in
this
state.
So
I
think
we
should
go
more
liveable
wage,
just
my
two
cents.
If.
H
D
G
F
H
I'm
not
sure
where
the
money's
coming
from
either,
but
we
know
that
I
think
that
thunders
usually
define
the
parameters
funding.
So
if
we're
offering
an
employee
employer,
potentially
five,
you
know
twenty
five
hundred
or
five
thousand
dollars
per
employer
II
that
they
will
be
able
to
use
on
top
of
other
grants,
such
as
the
Work,
Opportunity,
Tax,
Credit
or
any
ojp
dollars.
That's
a
great
incentive,
so
I
think
it
would
be
practical
if
the
money's
coming
from
the
city
that
we
could
require
a
B
that
in
employees
live
in
the
city.
H
And
because
you
know
they
probably
when
you
have
the
OJT
or
other
dollars
a
family
estimate
under
a
certain
amount
of
money,
so
there
are
requirements
that
we
could
attach
to
those
dollars
and
I
think
that
visit
yeah
the
zip
code
could
be
one
of
them.
If
the
city
is
the
funder,
so
I
would
I
mean
I'm
happy
to
proceed
with
you
guys
pursuing
this
I.
Think
it's
a
wonderful
thing.
H
E
K
Mr.
Cory's
comments
actually
were
well
advised
with
respect
to
the
program.
I
think
if
you
can
condition
eligibility
in
the
talent
development
program,
pool
that
we're
using,
we
can
avoid
that
issue
all
together.
It
is,
it
can
be
treacherous
and
you
have
to
be
careful
yeah
and
you
dealt
with
this
before.
E
E
So
that's
that's
not
a
backdoor
way,
but
certainly
a
way
of
identifying
the
pool
of
people
that
we
really
want
to
help
because
have
already
been
engaged
in
these
organizations
and
these
agencies
for
that
type
of
employment
and
I
would
suspect
90%
of
them
right
here
in
Charlotte.
Poussin,
your
supper,
so
other
money
derail
the
program
by
trying
to
be
so
narrowly
tailored
that
we
kind
of
throw
the
baby
away
with
the
bathwater.
But
certainly
it's
a
good
program.
It
gets
to
where
we
want
to
go
and
it's
a
pilot.
C
So
far,
is
you
know
when
you
think
about
bigs
and
the
J
Diggs
and
all
those
things
it
has
one
big
different
premise
than
this,
which
is
it's
a
rebate
like
it's
like
it's
absolutely
almost
entirely
risk-free
because
they
have
to
do
everything
and
their
dollars
have
to
come
in
the
door,
whether
it's
you
know,
property
tax
for
the
big
or
its
income
tax
for
the
J
dig,
and
then
they
get
to
apply
for
that
grant.
If
they
don't
even
apply
for
it,
they
don't
get
it
right.
This
is
almost
the
exact
opposite.
C
So
my
first
question
is
aside
from
the
day
off,
just
the
obvious
risk
that
brings
like
what's
the
source
of
money
you
guys
are
targeting
I
know
we're
only
talking
about
at
a
maximum
for
any
one
deal
125
K,
but
is
I
mean?
Are
you
earmarking,
like
the
general
fund
for
that,
like?
What
are
you
thinking?
That's
gonna
come
from.
We.
B
C
And
I
think
that
the
the
thing
I
remember
here
again
I
work
alongside
you
guys
so
I
get
to
witness
what
it's
like
on
the
ground
floor.
Sometimes
these
conversations
and
for
everyone
else
who
doesn't
have
that
experience
will
talk
to
companies
honestly
I
view
something
like
this
is
literally
like
a
small
dollar
way
to
show
some
love
when
no
one
else
does
because
think
about
it.
We
were
going
up
against
New
York
City
at
times
and
they're
like
well
New,
York
City
is
offering
us
a
rebate
at
the
municipal
level
on
our
income
taxes.
C
Why
don't
you
guys?
Do
that
and
we
say:
well,
we
don't
take
income
taxes,
so
the
so
there's
a
rebate
right
there,
but
but
it's
a
point
of
like
they
feel
like
that's
love
and
we
have
to
like
justify
things
so
I
think
that'll
be
important
to
kind
of
max
out
like
the
beauty
is
you
can
go
down
this
pilot
path
and
not
a
dollar
gets
allocated
to
anything
unless
in
closed
session
you
bring
it
to
us
and
we
agree,
and
then
we
go
into
open
session
and
justify
it
eventually.
C
So
I
feel
good
about
that
part
of
it,
but
I
really
do
believe
that
the
the
power-
and
this
is
going
to
be
too
when
you
cut
a
check
up
front
like
how
do
we
not
get
ourselves
in
a
situation
where
we're
all
the
sudden
in
some?
You
know
Eric's
Bamberg's,
writing
about
this
thing
because
they
took
the
money
and
now
they're
bail
in
town
in
the
city,
so
Dom
a.
F
What
Fran
alluded
to
earlier
is
entering
into
these
incentive.
Conversations
with
our
team
is
to
start
up
a
relationship
right
and
I
had
to
get
this,
and
it's
also
a
lever.
So
it's
an
opportunity
to
through
showing
a
little
bit
of
investment
on
our
end
into
a
community
to
to
bring
them
into
a
broader
relationship
with
our
community,
and
that
I
think
is,
is
a
value
to
the
incentive
process
that
isn't
often
calculated
and
and
certainly
can
be
in
ways
that
Rand
has
shown.
These
companies
continue
to
investments
in
our
community.
C
F
F
A
C
B
B
I
C
H
I
I'm
Jeremy
and
in
your
packet,
you
have
amp
up
informational,
we're
having
an
open
house,
this
upcoming
Thursday
from
8:30
to
10:00,
and
if
you
don't
know
what
amp
up
is,
it
is
a
7
month
program
where
we
have
small
business
owners,
ethnic
minority
business
owners.
They
work
for
seven
months
to
learn
how
to
scale
their
business
and
a
lot
of
different
tracks
that
we
have
so
I
just
wanted
to
share
that
information
with
you.
Do
you
know
of
any
ethnic
minority
business
owners
that
would
like
to
apply
to
the
program?
B
I
H
E
E
I
C
Yeah
we
all
like
the
e-file.
Maybe
just
circulate
the
e-file.
However,
you
guys
do
that
they'll
be
great
on
a
thumb
drive
perhaps
I,
don't
know
so
I
guess
I'd
end
this
with
as
our
fearless
leader
and
chairman
smudge
is
out.
I
would
just
mention.
We've
had
this
conversation,
I've
had
it
with
a
couple
of
you
I
think
one
going
forward
in
these
committees.
What
would
be
really
helpful
for
us
is
to
I
think
we
had
some
healthy
policy
conversation
here.
I
think
that
was
good.
C
I
think
we
need
to
get
more
towards
that
less
in
presentations
of
how
things
work
more
into
real
policy
meet
and
I
know
that
there
are
some
things
that
are.
We've
talked
about
that
are
time
sensitive
right
now,
if
we
are
not
within
the
next
month,
knee-deep
in
what
project,
piece
and
workforce
development
of
the
future
looks
like
we'll
have
missed
the
window
and
it
will
be
next
year
while
talking
about
it.
So
that's
one
I
think
two
is
when
we
talk
about.
E
I
B
I
C
Been
on
my
mind,
lately,
sorry,
instead
of
talking
about
an
update
on
CBI
right,
I
would
rather
be
us
here
in
and
up
date
on,
the
progress
you've
made,
consolidating
and
enhancing
small
business
resources
and
how
that
has
amped
up
CBI's
capabilities.
In
doing
so,
you
know
what
I
mean,
because
hearing
updates
it's
just
like
we're
beyond
that.
Our
new
council
colleagues
are
now
ramped
up
like
it
is
now
time
for
us
to
to
be
making
use
of
this
time.
C
So
whether
it's
that,
whether
it's
making
sure
you
have
the
resources
necessary
for
the
strategic
work
on
corridors,
not
another
random
update,
like
those
are
the
things
that
we've
really
got
to
switch
gears,
because
these
windows
are
closing
on
us,
so
workforce
small
business
related
to
CBI
but
other
things,
but
more
holistically.
And
if
we're
going
to
talk
about
quarters,
make
sure
you
guys
have
the
bandwidth
to
put
the
vision
around.
All
of
that
and
then
now
you've
got
some
approval
to
do
some
pilot
exploration.