►
Description
You're watching the City of Charlotte Workforce & Development Committee meeting for January 6, 2020. Thanks for joining us!
A
Thank
you
so
much
for
being
it
first
Oh
make
it
the
neighbor
workforce
in
Business,
Development,
Committee
meeting
and
so
glad
to
have
everyone.
The
goal
of
this
meeting
really
is
to
service
information,
as
I
committee
stopped
moving
toward
our
retreat,
which
is
scheduled
for
January
12
next
week,
12
13,
14
15.
A
A
A
B
You
give
everybody
an
understanding
of
where
we
are
knowing
that
the
retreat
is
coming
up
next
week.
We
thought
it
might
be
a
good
idea
to
give
you
an
overview
of
a
lot
of
what
our
team
has
going
on
some
of.
What's
in
here,
isn't
our
team,
its
other
partners,
that
we
have?
We
thought
again
throughout
you're
gonna
get
a
lot
coming
at
you
at
the
retreat
that
this,
because
this
your
committee
would
be
good
to
start
with
kind
of
a
basic
overview
of
where
we
are
right
now.
So.
B
One
of
the
things
I'm
gonna
start
for
some
of
you
guys
I'm
start
back
at
the
beginning,
I'll
make
it
fast,
but
a
year
and
a
half
ago
when
I
came
in
to
the
city,
we
did
a
lot
of
work
around.
What
is
economic
development
in
the
city
of
Charlotte?
We
knew
that
the
chamber
and
the
regional
partnership
was
going
to
change.
We
did
a
lot
of
surveying
of
our
department
and
found
out
that
we
were
very.
B
We
were
disorganized
and
reactive
were
the
two
big
things
that
disjointed
I
think
that
came
out,
and
so
we
spent
the
first
part
of
probably
half
of
a
year,
I'm
really
getting
organized
around
a
strategy
and
we're
organizing
these
four
areas.
These
four
work
areas,
but
all
of
this
is
under
the
purpose
of
talent,
and
it
is
building
a
great
city
that
attracts
and
retains
talent
having
those
business
opportunities
and
business
innovation.
B
So
that's
entrepreneurial,
isms
start
up
small
business,
making
sure
that
the
talent
pipeline
is
strong
and
healthy,
and
then
attracting
new
businesses
are
growing
existing
businesses.
Here,
we've
transitioned
this
a
little
bit
because
one
of
the
things
that
the
manager
tasked
me
with
early
on
was
that
we
were
gonna,
break
down
silos
and
that
looks
very
stylish.
So
we
changed
it
up
a
little
bit
for
you,
but
it's
internally
and
externally.
So
working
with
various
partners
within
the
city
and
other
departments.
We
all
don't
do
everything.
B
Economic
development,
Phil
and
General
Services
is
doing
certain
things
we
partner
with
the
Alliance
we
partner
with
now,
and
so,
how
do
we
formulate
new
partnerships
and
a
cohesive
story
to
really
move
Charlotte
forward?
So
this
is
how
we're
trying
to
show
it
now.
It
doesn't
have
quite
as
much
information
on
it,
but
it
is
all
about
our
people
and
everything
again
blends
blends
together
in
there's
four
areas.
So
that's
a
little
bit
of
a
new
graphic
that
you
will
start
seeing.
B
B
For
example,
we
left
a
lot
of
projects
off
of
here
because
you'll
see
projects
over
time,
but
they'll
come
more
to
the
folk
full
council
instead
of
to
committee,
and
so
you
need
to
see
that
today,
what
we
try
to
focus
on
are
what
are
some
of
the
initiatives
that
you
will
see
have
recently
come
through
committee,
or
that
you
will
see
in
committee.
Then
we
at
the
end.
We
can
have
a
conversation
about
what
might
be
missing.
C
Lilius
is
unfortunately
she's
at
home
right
now
with
a
sick
child,
but
the
successes
that
you
see
up
here.
We
talked
about
over
the
next
five
minutes,
or
so
it
really
comes
down
to
the
majority,
the
dedication
of
hard
work
from
them,
and
it's
been
fantastic
over
the
past
year
of
what
they've
been
able
to
accomplish
with
all
the
effort,
all
of
the
demands
on
our
time
and
the
market.
C
The
way
it's
been
going
and
just
some
of
the
activities
coming
out
of
our
communities
and
the
desires
and
demands
that
are
coming
out
of
communities,
it's
just
fantastic
to
see
what
they've
been
able
to
do,
and
hopefully
you'll
start
to
see
some
Tibbets
of
that
as
we
go
through
over
the
next
couple
of
minutes.
From
the
great
places
perspective,
we
focused
on
everything
from
the
neighborhood
and
micro
economy
level,
all
the
way
up
to
larger
projects,
corridors
looking
at
gateway
station.
C
As
we
talk
about
potential
policy
upgrades
as
what
do
we
need
to
do
with
that
geography?
Do
we
need
to
expand
it
in
certain
places
and
do
we
need
to
contract
it
in
other
places
where
it's
actually
worked,
and
maybe
it's
not
necessary
to
have
that
area
within
that
geography
anymore?
Some
of
the
other
things
we
might
want
to
consider
looking
into
are
just
ways
of
being
able
to
get
the
money
deployed
a
little
more
easily
to
the
small
business
owners,
whether
it's
for
updated
internal
improvements
or
other
initiatives
that
might
be
undertaken.
C
We've
also
made
significant
projects
I
like
accomplishments,
on
projects
like
Gateway
station,
which
would
be
we've
already
had
an
RFQ
and
have
an
RFP
which
would
be
due
later
this
year
and
have
a
hopefully
have
a
selection
by
late
spring
exam
and
then
looking
at
projects
and
partnership
with
other
agencies
like
the
county
at
7th
and
North
Tryon.
We
also
have
the
CTC,
and
so
we've
got
a
large
number
of
projects,
including
Valentine,
that
are
coming
down.
C
The
way
that
we're
looking
forward
to
that,
all
in
all,
from
Freedom
Drive
to
University
of
City
area
to
Midtown
to
the
babies
forward
corridor,
basically
running
the
gamut
of
around
the
entire
city.
We've
got
a
significant
potential
for
leveraging
over
3
billion
dollars
of
private
investment.
So
it's
really
part
of
that.
Demand
is
really
getting
this
acetate
at
us
to
look
at
our
staffing
and
that
we
are
going
to
be
we're.
C
Actually,
the
process
of
hiring
a
fourth
person,
core
team,
which
would
be
underway,
hopefully
get
that
person
secured
within
the
next
month
or
two
and
they'll,
be
focusing
primarily
on
the
corridors
and
revitalization
because,
as
I
get
into
that,
there's
a
couple
of
different
avenues
of
our
corridor.
Revitalization
efforts
that
we
like
to
expand
upon
for
best
practices
from
recent
activities
and
leverage
that
into
other
areas
as
well
so
of
the
three
areas
we
have
primarily
our
corridor.
Revitalization,
Opportunity
Zones,
wish
from
a
geographic
perspective,
is
very
similar
to
the
corridor.
C
Revitalization,
we
the
opportunity
zones.
Boundaries
are
very
similar
to
the
corridor
boundaries
and
we
also
have
public-private
partnerships,
public/private
partnerships
when
we
think
about
the
mission,
it's
about
leveraging
private
investment
to
help,
help
facilitate
private
sector
opportunities
for
growth
and
create
opportunities
for
them
to
help
achieve
our
goals.
C
In
many
cases
this
is
a
reimbursement
of
infrastructure
where
we
have
a
plan
or
a
design
on
building
a
street
or
road
connection
somewhere,
and
then
just
so
happens
that
a
developer
is
coming
to
the
table
with
an
adjacent
development
and
they're
able
to
do
it
for
us
and
we're
able
to
reimburse
them
for
doing
something.
For
us
who
can
usually
do
it
faster,
quicker
and
cheaper
than
we
can
do
it
other
ways
of
doing
it.
C
For
example,
from
several
years
ago,
with
the
Metropolitan
was
through
gap
financing,
so
there
was
a
project
that
we
saw
that
we
think
would
really
solve
the
community's
benefits.
Where
a
community's
goals
were,
we
had
some
affordable
housing
goals.
We
had
a
green
waiting
development.
We
had
a
lot
of
other
community
features
and
that
was
through
gap,
financing
and
used
a
tool
called
tax
increment
grants.
C
Now,
if
you're
unfamiliar
with
what
a
tax
increment
grant
is
it
effectively
is
a
performance-based
tool
that
leverages
the
new
property
taxes
that
are
generated
by
a
project
to
reimburse
the
developer
for
the
work
that
they
do,
the
public
and
private
investment
they
put
in.
So,
for
example,
if
a
project
is
currently
a
property,
it's
currently
paying
a
dollar
in
taxes.
C
Now,
after
that
project
is
built,
nine,
it's
actually
gonna
be
paying
ten
dollars
in
taxes
that
that
$9.00
is
some
portion
of
that
could
go
to
reimburse
them
for
the
infrastructure
or
other
things
that
they
put
in
to
help
the
shades
of
community
goals.
So
we've
had
also
on
our
p3
perspective,
we
have
CIP
reimbursements,
which
is
something
we've
done
with
Camp
North,
End
and
River
District.
It's
been
quite
successful.
We
haven't
done
a
lot
of
it
and
then,
prior
to
three
years
ago,
we're
starting
to
look
more
at
that
now.
C
How
do
we
leverage
our
own
community
and
capital
dollars
and
then
one
of
the
things
we
started
last
year?
Is
this
major
project
development
support?
It's
been
hugely
successful
and
helping
developers
walk
through
the
public
process
and
it
may
not
seem
this
issue
from
the
outside.
Looking
in
this
is
necessary,
but
thieves
working
with
planning
engineering,
stormwater,
Charlotte
water
CDOT.
C
In
this,
it's
a
lot
of
different
departments
that
are
developed
from
us
kind
of
coordinating,
facilitate
the
conversations
with,
and
sometimes
some
communication
gets
lost
in
translation,
and
so
what
this
effort
is
trying
to
do
is
making
sure
we
have
some
consistency
along
the
way
and
that
we
don't
delay
projects.
We
don't
delay
our
deployment
of
our
funds
and
we
are
able
to
bring
projects
to
delivery
stage
much
quicker
than
we
normally
would
have.
C
Now,
there's
not
a
formal
process;
now
it
is
staff
resource
dependent.
So
if
we've
only
have
one
or
two
people
that
are
really
available
to
work
on
some
of
these
projects,
it's
gonna
be
primarily
for
the
larger
transformative
projects
they
think
of
a
river
district
to
Ballentine
gateway
station,
possibly
I
think
is
to
the
process,
I
think
some
of
the
larger
ones
that
really
requires
additional
hand-holding
throughout
the
process.
That's
where
it
comes
into
play,
follow.
D
You,
mr.
chairman,
just
to
follow
up
on
my
colleague
mr.
Arlington
said.
So
there
is
no
formal
process.
It's
really
based
on
whoever
reaches
out
to
our
staff.
Having
looked
at
what
other
cities
are
doing
in
terms
of
the
process,
or
has
this
being
discussed
mr.
chairman
in
the
past,
about
having
some
sort
of
process
for
for
this?
D
A
I'm
gonna
get
to
have
a
break
that
dances,
but
now
I
think
we've
been
very
sensitive
to
the
staff
staff
flow
and
the
resources,
and
so
what
Tracy
and
I
have
trying
to
duck?
Let's
try
to
try
to
accomplish
it,
make
sure
we
prioritize
they
asked
to
the
staff
they
make
sure
we
just
not
send
him
in
a
lot
of
projects
and.
C
I'll
also
say
that
even
if
we
get
into
taxing
can
the
grants
and
some
of
the
projects
who
normally
would
not
have
done
something
like
this
one.
We
need
to
do
it
now
because
of
the
the
things
that
we
learned
from
some
of
the
mistakes
I've
made
on
some
of
those
projects
and
I
would
say
that
a
one
staff
person
could
probably
handle
two
projects
so
think
about
that.
As
we
talk,
it's
just
really
time
consuming.
C
B
Me
there
are
there's
kind
of
it:
there's
not
a
process,
but
I
think
there
is
kind
of
a
given
and
in
Todd
said
it
it's
a
normal
project
should
be
able
to
run
the
normal
process.
These
are
projects
that
get
that
are
unique
in
their
nature,
whether
it
be
through
other
public
funding.
So
now
we're
working
through
departments
while
they're
doing
a
rezoning,
that's
similar
to
a
Ballentine
conversation.
B
You
know
my
experience
with
River
District
was
at
one
point
in
time.
I
think
I
was
working
with
three
different
City
Attorney's
and
it
was
very
difficult,
but
that's
a
very
unusual
project.
Camp
northen
had
a
rezoning
had
ACIP
reimbursement,
so
it
it
doesn't,
have
a
it's
kind
of
this
unsaid.
You
check
these
boxes
kind
of
projects,
it's
not
by
size,
but
it's
usually
by
the
complicated
nature
of
them
that
they're
doing
multiple
steps.
At
the
same
time
involving
multiple
departments
and.
C
From
your
question
about
other
cities,
there
aren't
too
many
other
cities
that
are
doing
this,
at
least
from
what
we've
gathered.
There
might
be
a
development
services
department
to
handle
some
of
this,
but
that
may
be
more
on
the
side
of
permitting,
but
not
necessarily
more
all-inclusive,
of
some
of
the
other
avenues
or
different,
departmental
touches
that
each
developer,
the
project
owner,
has
to
go
through.
D
Understand
this
is
something
very
unique
and
requires
a
situation
where
it's
pretty
complicated,
where
it
requires
multiple,
touchpoints
and
so
on.
But
you
know
the
question:
does
it
arise,
that
does
it
really
create
additional
barriers
for
someone
who
has
never
been
through
this
process
right?
What
does
it
mean
when
it
comes
to
new
players
in
the
market
that
may
not
have
those
connections?
So
I
think
this
is
something
me
as
a
community
garden.
Look
at
should
be.
Is
this
something
we
should
look
at
as
a
process
or
dancer?