2017 City Council Candidate Guide

WHAT’S INSIDE: Page Candidate Letter ........................................................................................................ 2 Roles and Responsibilities .......................................................................................... 3 Code of Ethics ............................................................................................................ 4 Mayor and Council Compensation and Benefits ....................................................... 11 FMLA Leave for City Employees ................................................................................. 12 Use of Charlotte Logo ................................................................................................ 13 Code Enforcement ..................................................................................................... 14 Staff Supported Meetings .......................................................................................... 15 Government 101 ........................................................................................................ 16 FY18 Budget Highlights .............................................................................................. 20 Community Safety Focus Area Plan ........................................................................... 43 Economic Development Focus Area Plan .................................................................. 45 Environment Focus Area Plan .................................................................................... 47 Housing & Neighborhood Development Focus Area Plan ........................................ 49 Transportation & Planning Focus Area Plan .............................................................. 51

Charlotte Communications & Marketing Office of Constituent Services

August 15, 2017

Dear Candidate, Congratulations on your candidacy for local office with the City of Charlotte. On behalf of all professional staff of the city, we appreciate your interest in city government. Charlotte is a growing, diverse and innovative community, the winning city of tomorrow. As a candidate, you have the potential to help shape our continued growth so that our city remains a remarkable place to live, work, learn and play. As we enter election season, it is our responsibility to ensure that the city workforce is politically neutral and treats all candidates equally and with the utmost respect. With these goals in mind, I would like to take the opportunity to share with you processes in place during election season:

• Requests for information made by a candidate to city staff will be shared with all other candidates. These requests will be publically accessible at charlottenc.gov/candidates.

• When making a request for information please be as specific as possible and include your name and the date of your request using our charlottenc.gov/candidates website. Requests may be expedited by contacting our Office of Constituent Services email address ConstituentSrvOfc@charlottenc.gov. You should also use our online form rather than contacting individual departments or staff.

• To receive notices when there are updates to this site, simply sign up for email alerts by clicking the “Notify Me” icon.

• The candidate website also provides a wealth of educational material such as the responsibilities of mayor and council, crown logo guidelines, campaign signage placement and how to avoid violations, as well as other helpful documents.

• To learn about the latest city news and to view information by department please visit our website at charlottenc.gov.

• The city’s political activity policy prohibits staff from attending candidate meetings as representatives of the City of Charlotte.

Thank you for understanding the importance of impartiality and again, for your interest in public service.

Sincerely,

Rachel Wood Constituent Services Manager

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Roles and Responsibilities

Role of the Mayor and City Council

Residents elect the mayor and 11 city council members every two years.

• The mayor and four council members are elected at-large by a citywide vote. • Seven council members are elected from districts by voters who reside in each district.

City council adopts policy, approves the financing of all city operations and enacts ordinances, resolutions and orders. They also authorize contracts and rezone property. Council also appoints the city manager, city attorney, city clerk and members of various boards and commissions.

The mayor presides at city council meetings and officially represents the city at special ceremonies and events. The mayor pro tem, elected by a vote of the city council, assumes all duties of the office in the mayor's absence.

Role of the City Manager

The city manager administers the policy set by the mayor and city council and oversees the day-to-day operations of city government.

It is the city manager’s responsibility to ensure that all city services are delivered in a timely and cost-effective manner, and to provide vision and leadership to the city organization.

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Code of Ethics, Gift Policy, and Disclosure Requirements for the Mayor and City Council of the City of Charlotte, North Carolina

WHEREAS, the Constitution of North Carolina, Article I, Section 35, reminds us that a “frequent recurrence to fundamental principles is absolutely necessary to preserve the blessings of liberty,” and

WHEREAS, a spirit of honesty and forthrightness is reflected in North Carolina’s state motto, Esse quam videri, “To be rather than to seem,” and

WHEREAS, Section 160A-86 of the North Carolina General Statutes requires local governing boards to adopt a code of ethics, and

WHEREAS, as public officials we are charged with upholding the trust of the citizens of this City, and with obeying the law, and

NOW THEREFORE, in recognition of our blessings and obligations as citizens of the State of North Carolina and as public officials representing the citizens of the City of Charlotte,and acting pursuant to the requirements of Section 160A-86 of the North Carolina General Statutes, we the City Council do hereby adopt the following General Principles and Code of Ethics to guide the Mayor and City Council in their lawful decision-making.

GENERAL PRINCIPLES UNDERLYING THE CODE OF ETHICS

• The stability and proper operation of democratic representative government depend upon public confidence in the integrity of the government and upon responsible exercise of the trust conferred by the people upon their elected officials.

• Governmental decisions and policy must be made and implemented through proper channels and processes of the governmental structure.

• The Mayor and Council members must be able to act in a manner that maintains theirintegrity and independence, yet is responsive to the interests and needs of those they represent.

• The Mayor and Council members must always remain aware that at various times they play different roles:

- As advocates, who strive to advance the legitimate needs of their citizens- As legislators, who balance the public interest and private rights in considering and enacting ordinances, orders, and resolutions- As decision-makers, who arrive at fair and impartial determinations.

• The Mayor and Council members must know how to distinguish among these roles, to determine when each role is appropriate, and to act accordingly.

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• The Mayor and Council members must be aware of their obligation to conform their behavior to standards of ethical conduct that warrant the trust of their constituents. Each official must find within his or her own conscience the touchstone by which to determine what conduct is appropriate.

A. CODE OF ETHICS

The purpose of this Code of Ethics is to establish guidelines for ethical standards of conduct for the Mayor and Council members and to help determine what conduct is appropriate in particular cases. It should not be considered a substitute for the law or for an official’s best judgment.

Section 1.

The Mayor and Council members should obey all laws applicable to their official actions. The Mayor and Council members should be guided by the spirit as well as the letter of the law in whatever they do.

At the same time, the Mayor and Council members should feel free to assert policy positions and opinions without fear of reprisal from fellow board members or citizens. To declare that the Mayor or a Council member is behaving unethically because one disagrees with that official on a question of policy (and not because of the council member’s behavior) is unfair, dishonest, irresponsible, and itself unethical.

Section 2.

The Mayor and Council members should act with integrity and independence from improper influence as they exercise the duties of their offices. Characteristics and behaviors consistent with this standard include the following:

• Adhering firmly to a code of sound values

• Exhibiting trustworthiness

• Using their best independent judgment to pursue the common good as they see it,presenting their opinions to all in a reasonable, forthright, consistent manner

• Remaining incorruptible, self-governing, and unaffected by improper influence while atthe same time being able to consider the opinions and ideas of others

• Treating other council members and the public with respect and honoring the opinions ofothers even when the board members disagree with those opinions

• Showing respect for their offices and not behaving in ways that reflect badly on thoseoffices

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• Recognizing that they are part of a larger group and acting accordingly

• Recognizing that individual Council members are not generally allowed to act on behalfof the Council but may only do so if the Council specifically authorizes it, and that theCouncil must take official action as a body

Section 3.a.

The Mayor and Council members should avoid impropriety in the exercise of their official duties. Their official actions should be above reproach and they should not use their official position for personal gain. They should also not disclose confidential information, including the premature disclosure of what transpired in a closed session. Although opinions may vary about what behavior is inappropriate, this Council will consider impropriety in terms of whether a reasonable person who is aware of all of the relevant facts and circumstances surrounding the Council member’s action would conclude that the action was inappropriate.

Section 3.b.

If the Mayor or a Council member believes that his or her actions, while legal and ethical, may be misunderstood, the official should seek the advice of the City Attorney and should consider publicly disclosing the facts of the situation and the steps taken to resolve it (such as consulting with the attorney).

Section 4.

The Mayor and Council members should faithfully perform the duties of their offices. They should act as the especially responsible citizens whom others can trust and respect. They should set a good example for others in the community, keeping in mind that trust and respect must continually be earned.

The Mayor and Council members should faithfully attend and prepare for meetings. They should demand full accountability from those over whom the board has authority.

The Mayor and Council members should be willing to bear their fair share of the governing board’s workload. To the extent appropriate, they should be willing to put the City’s interests ahead of their own.

Section 5.

The Mayor and Council members should conduct the affairs of the board in an open and public manner. They should comply with all applicable laws governing open meetings and public records, recognizing that doing so is an important way to be worthy of the public’s trust. They should remember when they meet that they are conducting the public’s business. They should also remember that local government records belong to the public and not to them or Cityemployees.

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In order to ensure strict compliance with the laws concerning openness, the Mayor and Councilmembers should make clear that an environment of transparency and candor is to be maintained at all times in the governmental unit. They should prohibit unjustified delay in fulfilling public records requests. They should take deliberate steps to make certain that any closed sessions heldby the Council are lawfully conducted and that such sessions do not stray from the purposes for which they are called.

B. GIFT POLICY

Definitions

“Gift” – Anything of monetary value given or received without valuable consideration. The following shall not be considered gifts:

(1) Anything for which fair market value, or face value if shown, is paid by the official.(2) Commercially available loans made on terms not more favorable than generally available

to the general public in the normal course of business.(3) Contractual arrangements or commercial relationships or arrangements made in the

normal course of business.(4) Academic or athletic scholarships based on the same criteria as applied to the public.(5) Anything of value properly reported as required under Article 22A of Chapter 163 of the

General Statutes (North Carolina Campaign Contributions Law). (6) Expressions of condolence related to a death of an individual, sent within a reasonable

time of the death, if the expression is one of the following:a. A sympathy card, letter, or note.b. Flowers.c. Food or beverages for immediate consumption.d. Donations to a religious organization, charity, the State or a political subdivision of

the State, not to exceed a total of two hundred dollars per death per donor.

“Extended family” – Spouse, lineal descendant, lineal ascendant, sibling, spouse's lineal descendant, spouse's lineal ascendant, spouse's sibling, and the spouse of any of these individuals.

“Official” – the Mayor or a member of the City Council.

Gift Ban

No official shall knowingly accept a gift unless the gift falls within one of the exceptions set forth below.

A prohibited gift shall be promptly declined, returned, paid for at fair market value, or donated to charity or the City.

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Exceptions

These prohibitions shall not apply to any of the following:

(1) Gifts from the official’s extended family, or a member of the same household.

(2) Gifts given or received as part of a business, civic, religious, fraternal, personal, or commercial relationship provided that the gift is made under circumstances that a reasonable person would conclude that the gift was not given to influence or attempt to influence official action.

(3) Nominal gifts having a value of less than $50.

(4) Anything generally made available or distributed to the general public without charge.

(5) A memento such as a commemorative shovel, plaque, figurine, trinket, or novelty item related to a civic occasion or event.

(6) Informational materials relevant to the duties of the official.

(7) Food and beverages for immediate consumption in connection with any of the following:a. A meeting of the City Council, provided that the meeting is properly noticed

under Article 33C of Chapter 143 of the General Statutes.b. Business meetings so long as the food and beverages are of incidental value.c. Neighborhood or community meetings.d. A gathering of ten or more individuals that is open to the general public, provided

that the official pays the same amount, if any, that the general public is charged to attend.

(8) Tickets or admittance to, and food and beverages for immediate consumption at, an event where the official is clearly representing the City and where the City has a legitimate purpose in being represented at the event. By way of illustration but not limitation, this would include events sponsored by the Charlotte Regional Visitors Authority, the Charlotte Chamber of Commerce, the Foundation for the Carolinas, Charlotte Center City Partners, the Regional Partnership, the United Way, the Arts & Science Council, colleges, universities, and other educational institutions, and similar organizations.

(9) Food and beverages for immediate consumption and related transportation provided all of the following conditions are met:a. The food, beverage, or transportation is provided during a conference, meeting, or

similar event and is available to all attendees of the same class as the recipient.b. The official is a director, officer, governing board member, employee, or

independent contractor of one of the following:1. The entity giving the food, beverage, or transportation.2. A third party that received the funds to purchase the food, beverages, or

transportation.

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(10) An expense appropriate for reimbursement by the City if it had been incurred by the official personally. Such a gift shall be considered a gift accepted by or donated to the City, provided that the gift and its value are reported in writing to the City Clerk within two weeks of receipt.

C. DISCLOSURE REQUIREMENTS

By February 1 of each year, the Mayor and Council members shall file with the city clerk a statement of economic interest using the form set forth in Exhibit A attached hereto. The statements required by this section are public records available for inspection and copying by any person during normal business hours.

D. COMPLAINTS, INVESTIGATIONS, AND SANCTIONS

1. Complaints

a. Any individual may file a complaint alleging a violation. Complaints shall be filed with the City Clerk on a form provided by the City Clerk. Complaints shall: (i) identify the complainant; (ii) state with specificity the facts that form the basis for the alleged violation; and (iii) cite the provision that has allegedly been violated.

b. Upon receiving a complaint, the City Clerk shall forward the complaint to the City Attorney for initial review.

c. The City Attorney shall review the complaint to determine whether it provides the information required in subsection a. If the City Attorney determines that the complaint fails to provide the information required by subsection (a), the complainant shall be so informed and afforded an opportunity to provide the required information. If the City Attorney determines that a complaint does provide the required information, the complaint shall be referred to an independent investigator selected by the City Attorney.

2. Investigations

a. The independent investigator shall review a complaint referred by the City Attorney. In the event that the independent investigator determines that the complaint is either: (i) frivolous; or (ii) does not state a claim of a violation even if the facts alleged are true, then the investigator shall communicate that conclusion in writing to the City Attorney who shall in turn communicate that conclusion to the complainant and the Mayor or, if the subject of the complaint is the Mayor, to the Mayor Pro Tempore.

b. If the independent investigator determines that the complaint is not frivolous and does state a claim of a violation if the facts alleged are true, the independent investigator shall investigate the allegations and make written findings as to the truthfulness of the factual allegations and conclusions as to whether a violation has occurred. The written findings and conclusions shall be provided to the City Attorney who shall in turn provide them to the complainant, the Mayor, and the City Council.

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3. Sanctions

Upon receipt of written findings and conclusions pursuant to Section 2.b., the City Council may sanction the official who was the subject of the investigation. Potential sanctions include the adoption of a Resolution of Censure and any other lawful sanction within the Council’s power.

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CERTIFICATION

I, Stephanie C. Kelly, City Clerk of the City of Charlotte, North Carolina, DO HEREBY CERTIFY that the foregoing is a true and exact copy of the General Principles and Code of Statutes for the Mayor and City Council of the City of Charlotte, North Carolina, adopted by the City Council of the City of Charlotte, North Carolina, in regular session convened on the 23rd day of February, 2015.

WITNESS my hand and the corporate seal of the City of Charlotte, North Carolina, the 23rdday of February, 2015.

_______________________________________Stephanie C. Kelly, MMC, NCCMC, City Clerk

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Mayor & Council Compensation and Benefits

The annual salary for the Mayor is $25,636 with an expense allowance of $10,000 and an auto allowance of $4,800.

The annual salary for Council members is $19,809 with an expense allowance of $5,800 and an auto allowance of $4,000.

The Mayor and Council members also receive a $3,100 technology allowance, which is paid in December. The Mayor and Council are paid the fourth Friday of each month, and included in each check is an equal portion of the expense allowance.

Direct deposit is available. Mayor and City Council are eligible for medical, dental, vision and life insurance at the same monthly rate as employees.

The City provides a $50,000 group term life insurance policy and a $50,000 accidental death and personal loss policy for each elected official. Supplemental term life insurance and dependent term life insurance are available for purchase at the City’s rate. Elected officials may sign up for Flexible Spending Accounts.

They are also eligible to participate in the City’s 457 deferred compensation plan. A copy of the Employee Benefits Handbook will be provided to Council members.

Please contact the City Council Assistant with any questions regarding compensation and benefits (The Employee Handbook is provided to assist with insurance information. Council members are not legally considered City employees). The City Council Assistant can be reached at 704-336-3184.

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FMLA Leave for City Employees

The City of Charlotte grants Family Medical Leave (FMLA) to eligible city employees which can be used to cover:

• an employee’s medical treatment related to pregnancy; • the birth, adoption or placement of a child, or; • a serious health condition of an employee or an employee’s covered family member.

Although FMLA grants up to 12 work weeks of unpaid leave, the City of Charlotte allows use of accrued paid leave to supplement time away from work to lessen the financial burden. At any time a need for FMLA arises, employees should contact the Human Resources staff person in their department or contact City Human Resources for assistance. FMLA applies to both mothers and fathers. In addition, the City of Charlotte grants Military-FMLA coverage for certain military events including activities associated with the active-duty deployment of a city employee’s family member serving in the military, and/or to enable employees the ability to provide care for service members or veterans injured In the line of duty.

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August 15, 2017 Dear Candidate,

In March 1983, the City of Charlotte established a design or logotype to represent City government and its services. The crown symbol with “Charlotte” is used according to graphic standards and is applied to equipment, signs, uniforms and printed pieces as shown at the top of this letter.

The logo was registered with the State of North Carolina Secretary of State as a service mark in June 1985. Under the North Carolina Trademark Registration Act, the City of Charlotte, a municipal corporation, is the sole custodian of the crown logo and its use. Therefore, any use or application of the registered crown symbol must be reviewed and approved by the City of Charlotte.

Over the years, we have received requests from candidates requesting the use of the City logo for campaign material (i.e. brochures, website and signage). Under current policy, the City prohibits the use of the service-marked logo on election material.

If you have any questions concerning this matter, please contact me at 704-336-2643. We appreciate your assistance in maintaining the integrity of our service mark.

Sincerely,

Sandy D’Elosua Director, Charlotte Communications & Marketing City of Charlotte

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CITY OF CHARLOTTE HOUSING & NEIGHBORHOOD SERVICES

Housing Services

charlottenc.gov | 600 East Trade Street | Charlotte, NC 28202 | PH: 704.336.2165

August 15, 2017 Dear Candidate: During this election cycle, the City of Charlotte Code Enforcement Division wants you to be aware of the City's sign ordinances. For purposes of the election, City Health & Sanitation Code Section 10-212 and Zoning Ordinance Section 13-106(7) apply.

Section 10-212 prohibits signs being placed within the public rights of way and on public property, which is defined as within 11 feet of the edge of the pavement of any road, roadway, street, or alley, or within any public rights-of-way as defined in section 10-32, or upon any post, pole, tree, tree stake or guard, shrub, fire hydrant, or upon anything else within 11 feet of the edge of the public rights-of-way or upon any bridge or overpass within the City limits or upon other public property including, but not limited to, traffic medians. This section provides for escalating citation penalties per violation as follows:

1 - 5 sign(s) in violation is $100.00 per sign 6 -10 signs in violation is $500.00 per sign 11 or more signs in violation are $1000.00 per sign

Pursuant to Section 13.106(7) of the Zoning Ordinance campaign or election signs are permissible provided:

1) Individual signs shall not exceed 16 square feet in area; 2) Signs shall not be erected for more than 60 consecutive days, up to twice per calendar year; 3) Property owners shall be held responsible for violations; 4) Signs are not placed in the right-of-way. In the County, such signs must be placed behind

telephone poles or where telephone poles would be located. Within the City, code section 10- 212 defines the right-of-way as stated in the above paragraph.

Signs placed in the street right-of-way are subject to immediate removal and issuance of a citation

Our mutual purpose is to work together to carry out the requirements of our local sign ordinance. Please contact our office if we can be of assistance at 704-336-3380.

Sincerely,

Benjamin D. Krise Code Enforcement Division Manager

Staff Supported Meetings Staff supported public meetings (i.e. Town Halls), which are open to the general public, provide Council members the opportunity to discuss Council priorities and City issues and receive feedback from citizens. The meeting format allows for discussion of topics of citizen’s interest and concern. If a Council member would like to have a staff supported meeting, contact a member of the Office of Constituent Services Team for assistance. The Office of Constituent Services will provide the following services for up to four meetings per year for each Council member:

• Work with Council members to identify agenda topics • Reserve venue • Distribute invitations • Coordinate the building and equipment set-up • Coordinate refreshments if needed • Arrange staff presentations on agenda items • Provide Administrative support at the meeting event

During election years, staff supported meetings and events are suspended from July 1 through the day of the election.

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Government 101: An introduction to the City of Charlotte, Your Local Government

Charlotte’s government, with approximately 8,000 workers, strives to ensure that Charlotte is a winning city, a truly remarkable place to live work, learn and play, through the delivery of excellent public services.

Structure of Government In N.C., state government divides duties between the state, counties, cities and special districts. Since 1929, Charlotte has operated under a "council-manager" form of government that divides duties between elected officials and an appointed city manager. Council is the legislative body. The city manager is the chief executive officer.

Role of the Mayor and City Council Residents elect the mayor and 11 city council members every two years.

• The mayor and four council members are elected at-large by a citywide vote. • Seven council members are elected from districts by voters who reside in each district.

City council adopts policy, approves the financing of all city operations and enacts ordinances, resolutions and orders. They also authorize contracts and rezone property. Council appoints the city manager, city attorney, city clerk and members of various boards and commissions. The mayor presides at city council meetings and officially represents the city at special ceremonies and events. The mayor pro tem, elected by a vote of the city council, assumes all duties of the office in the mayor's absence.

Role of the City Manager

The city manager administers the policy set by the mayor and city council and oversees the day-to-day operations of city government, which includes making sure services are delivered in a timely and cost effective manner.

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City Services The services provided by city government include, but are not limited to: police, fire, public transit, signalized intersections, city streets, city sidewalks, drinking water treatment, waste water treatment, solid waste/ recycling collection, housing programs, neighborhood programs, code enforcement, airport services, animal care and control, youth employment, adult employment, economic development, business investment, planning, urban design, engineering, construction for city projects, environmental programs, permitting, inspections, zonings and rezonings.

City Focus Areas

City council has five strategic areas in which city government focuses its resources. Each focus area is supported by a city council committee and by various programs within city departments. Community Safety Keep everyone in our community safe as a top priority. Economic Development Promote equitable access to jobs, education, and opportunity for all residents and businesses. Environment Balance prosperity with protection of natural resources. Housing & Neighborhood Development Engage and empower residents in distinct, livable neighborhoods. Transportation & Planning Maintain streets, transit, trails, sidewalks, bridges, rail, and freeways to connect people and resources.

City Council’s Community Letter In Oct. 2016, city council issued a Community Letter outlining goals for policing, housing and jobs to address issues and concerns expressed following the Charlotte demonstrations. This letter pledged the council’s energy and effort in three areas: Safety, Trust & Accountability Quality Affordable Housing Good Paying Jobs The letter also offered council’s commitment to take in other opportunities as presented by the community.

The 10 Traits of Winning Cities of Tomorrow

City government seeks to model 10 traits of winning cities of tomorrow. The traits help Charlotte address the major demographic and cultural trends shaping our future.

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• Positive Buzz – Inspiring and scaling positive word of mouth • Shared Story – Advancing a seamless narrative; Why we’re unique • 15-Minute Livable Communities – Investing in diverse neighborhoods • Affordable Spaces – Meeting the rising demand for affordable housing • Workforce Dynamics – Advancing large-scale training and re-skilling • Millennial Magnet – Being a hot spot for young professionals • Beyond Borders – Advancing collaboration across and outside the region • Open Minds – Being creative, innovative and accepting of new ideas • Open Book – Being hyper-transparent and a proactive communicator • Big Tent – Being a welcoming and inclusive community

By the Numbers: Local government provides in Charlotte every day…

Public safety

• 256 firefighters on duty • 42 fire stations • +320 fire calls for service • 388 police field units • 1,000 resident calls for service • 600 officer-initiated calls for service

Transit, transportation, roads, streets

• 755 signalized intersections • +2,400 miles of city streets • +76,000 transit riders (incl. bus, rail special transport, van pool)

Drinking water and waste water

• 107,000,000 gallons of drinking water treated and delivered • 88,000,000 gallons of waste water collected and treated

Trash collection

• +43,000 curbside households receiving trash pickup

Customer Service

• 4,400 calls received by CharMeck 311

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Connecting to Local Government

You can stay connected with Charlotte’s government in several ways.

City Services Available Online http://311.charlottenc.gov Connect to 311 Ambassador Residents can call 3-1-1 or 704-336-7600 Charlotte’s Playlist For the latest city stories visit online at charlottenc.gov/playlist Citywide newsroom Be the first to know city news and updates at charlottenc.gov/newsroom CLTGov Connect to our social channels at http://social.charlottenc.gov Attend city council meetings First Mondays Council Workshops/Public Forum Second Mondays Council Business Meetings Third Mondays Zoning Meetings Fourth Mondays Council Business Meetings/Public Forum For more information about city council meetings visit charlottenc.gov/cityclerk Notify Me Sign up for city services and news updates from charlottenc.gov

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City of Charlotte FY 2018 Adopted Budget Highlights

The Fiscal Year 2018 (FY 2018) budget is structurally balanced, demonstrating the city’s sound fiscal leadership as Charlotte seeks to build the winning city of tomorrow.

It reflects comprehensive investment in neighborhoods, public safety and city employees to support City Council priorities outlined in the Community Letter, Focus Area Plans, and the 10 traits of Winning Cities.

The adopted FY 2018 General Fund budget is balanced at $668.8 million with no property tax rate increase for Charlotte residents.

The citywide budget (General Fund plus all other operating and capital investment funds) totals $2.4 billion.

A Renewed Focus on Neighborhoods

Neighborhoods knit together the fabric of our community. It is critical to continue strengthening our neighborhoods by promoting

comprehensive revitalization, fostering job growth and providing economic opportunities to all residents.

A total of $11.3 million will fund Community Investment Plan (CIP) FY 2018

infrastructure investments in neighborhoods, funding projects such as corridor studies and the neighborhood transportation program. Additional CIP investments include funding for code enforcement and Neighborhood Matching Grants.

Ensuring Safety, Trust and Accountability

As Charlotte grows, public safety remains a top priority for the city. This year’s budget not only invests additional public safety resources, but also addresses building trust and accountability by continuing to fund the Charlotte-Mecklenburg Police Department (CMPD) and the Charlotte Fire Department (CFD) and their community engagement efforts. The budget will add 62 sworn officers and 25 civilian positions to CMPD. For CFD, $0.9 million will go toward 18 firefighters for a second engine company at Fire Station 42, located in the Eastland Mall area. The CIP budget also includes funding for a new fire station at Clanton Road and Interstate 77. We continue to support these departments in order to prevent crime and foster safe neighborhoods.

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Fee Impact to Residents Thanks to the City’s sound fiscal leadership, the FY 2018 adopted budget maintains service levels with a minimal impact to Charlotte residents. The adopted FY 2018 budget has no property tax rate increase, maintaining the current rate of 47.87¢ per $100 assessed valuation. The FY 2018 adopted budget includes a 50¢ per month increase to the residential Solid Waste fee ($6 annual increase) due to increased tipping fees and contractual costs. The adopted budget also includes a $1.73 monthly increase to Charlotte Water customers. The total monthly fee impact to Charlotte residents is $2.23 per month.

Investing in Infrastructure through the Community Investment Plan

To meet today’s needs as well as invest in our future, the Community Investment Plan (CIP) is a five-year capital and infrastructure plan, which matches the city’s highest priority capital needs with a financing schedule. The plan totals $4.1 billion, and includes investments in neighborhoods, housing, storm water projects, roads, transit, sidewalks and bikeways, water and sewer projects, the airport, and public safety and maintenance facilities. The General Fund Community Investment Plan is $751.8 million.

Becoming an Employer of Choice Employees are the heartbeat of our organization, and without their input, ideas and recommendations, none of our work is possible. To become an employer of choice, the FY 2018 budget includes competitive pay to attract and retain qualified and skilled employees. The city is accelerating its plan to increase minimum pay to $15 per hour in FY 2018. Additionally, merit increases are adopted for all pay plans. The budget also adds six weeks of paid parental leave for city employees starting in January 2018. Employees will also have new benefit plan choices to fit different needs. To gain employee feedback and involve employees in the decision-making process, a new employee relations committee will be formed.

The FY 2018 budget represents the first of many steps toward creating the winning city of tomorrow. The budget focuses on strengthening our neighborhoods, community engagement, investing in employees and establishing Charlotte as a model for well-managed government.

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The Adopted FY 2018 Budget builds on past successes, addresses current

community needs, and poises Charlotte to become the winning city of the

future. When developing the Adopted FY 2018 Budget, City Council’s priorities;

the Letter to the Community; the five Focus Areas; and the 10 Traits of

Winning Cities; served as a guide to ensure investments are aligned with the

needs of our city. In support of those priorities, this budget reaffirms the

commitment to strengthening neighborhoods by promoting comprehensive

revitalization, fostering job growth, and providing economic opportunities.

Charlotte is a growing, diverse, and innovative city. As our city continues to

change, recognizing the importance of laying the foundation for sustainable

growth in the future will be critical for our success. This budget represents the

first of many steps towards creating the winning city of tomorrow. The process

will take time, but working together, this goal will become a reality.

Item Page Page Item

Leveraging Partnerships 11 2 Citywide Priorities

Building Trust 12 3 Budget Highlights

Commitment to Public Safety 13 4 Sound Fiscal Leadership

Upgrading our Infrastructure 14 5 Well-Managed Government

Investing in Neighborhoods 15 6 We Are Growing

Expanding Affordable Housing 16 7 Community Letter

Charlotte’s Workforce Pipeline 17 8 Funding City Services

Where does the Money Go? 9 Employer of Choice 18-19

Building Neighborhoods 10

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Citywide Priorities

The Adopted FY 2018 Budget connects the dots between three strategic

foundational elements outlined by City Council:

The Letter to the Community

Safety, Trust, and Accountability

Access to Safe, Quality, and Affordable Housing

Good Paying Jobs

The five Focus Areas

Community Safety

Economic Development

Environment

Housing and Neighborhood Development

Transportation and Planning

The 10 Traits of Winning Cities

15-minute livable communities

Positive Buzz

Shared Story

Affordable Spaces

Workforce Dynamics

Millennial Magnet

Beyond Borders

Open Minds

Open Book

Big Tent

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Adopted FY 2018 Budget Highlights

Highlights

Establishes the Department of Housing and Neighborhood Services to

enhance community engagement, build relationships, connect residents to

networks of opportunity, and ensure long-term neighborhood vitality

Creates the Department of Economic Development to strengthen the

relationship between our business community and economic opportunities

for our residents

Adds $6.0 million in Community Investment Plan (CIP) funds over five years

to use innovative strategies to expand affordable housing opportunities

Includes an additional $5.0 million in the FY 2018-2022 CIP for the Business

Corridor Revitalization Program to create vibrant, local business districts

Addresses the public safety needs of our growing city by including $12.5

million in the five-year CIP for a new Central Division Police Station and

$5.8 million for a new fire station at Clanton Road and Interstate 77

Completes the commitment to add 125 new police officers over two years

with the addition of 62 new police officers in FY 2018

Commits an additional $6.0 million in the FY 2018-2022 CIP to implement

transportation infrastructure projects to improve the safety of pedestrian,

bikeway, and transit access along: South Tryon, South Boulevard, West

Boulevard, and Parkwood/The Plaza

Raises the minimum pay for city employees to $15.00 per hour

Includes an increased market adjustment for Police and Fire from 1.5

percent to two percent and fully funds the Public Safety Pay Plan with two

percent or five percent step adjustments based on rank and current step

Provides a three percent merit increase in broadbanding, with a

corresponding merit and market adjustment for the Hourly Pay Plan

4

Sound Fiscal Leadership

By integrating new initiatives with past

successes, this budget provides strategic

community investments while

remaining structurally balanced. A

structurally balanced budget exists

when ongoing expenditures equal

projected ongoing revenues.

Adherence to the City Council’s 15

Finance and Budget Principles has

resulted in strong financial management

practices, which are evidenced by the

city’s 44 straight years with a AAA credit

rating on General Obligation debt.

This budget does not include any tax

increases.

There are two fee increases. Charlotte

Water fees will increase by $1.73 per month

largely to support debt payments for

existing infrastructure.

Solid Waste services fees will increase by $0.50 per month due to contractual

increases. The combined increase is an average of $2.23 per month.

In the coming months, we will analyze the sustainability of existing fees to

maximize efficiency and cost-effectiveness of services provided to residents.

All Funds (Net of Transfers)

Adopted FY 2018 Budget

5

Well-Managed Government

The guiding principle for the FY 2018 budget, and future budgets, is building

and maintaining a “well-managed government.” The Adopted FY 2018 Budget

is an important step in a process intended to enhance municipal operations in

the City of Charlotte.

As Charlotte continues to grow, so too

does the demand for limited resources.

Becoming a well-managed government

will involve establishing a unified, data

driven strategy for distributing resources.

Over the course of the next year, we will review internal services to find ways

to address the needs of our growing city in a thoughtful and fiscally responsible

manner by:

Evaluating decisions using the five-pronged approach to examine revenues,

reduce expenditures, identify efficiencies, grow the economy, and share

services

Revising the city’s current Balanced

Scorecard performance

management system to a more

outcome-oriented approach

Developing a consistent citywide

brand

6

We are Growing

The need to reexamine service delivery models

to maintain service levels and quality of life in

the community is critical as our city continues

to grow. Over the next several years,

Charlotte’s economy and population are

projected to grow. The city’s current

population of 835,000 residents is projected to

increase to 1.2 million residents by 2040.

Strong Local Economy

Charlotte’s economy weathered the Great Recession and has had a strong

recovery since the recession ended in 2011. Since that time, we have seen

growth in key sectors of our local economy. Sales

tax, the city’s second largest revenue source, is

projected to grow at 3.5 percent per year for the

next five years. Our strong local economy is the

primary driver behind increasing the tax base, and

a more robust tax base improves our ability to

maintain or improve service levels at a minimal

cost to residents.

Jobs are Trending Up

Strength in construction and revenue collection

enhances our capacity to absorb and support the

thousands of new residents who move to

Charlotte every year. The number of jobs in the

city and county have increased five percent over

the last year. The city’s unemployment rate, as of April 2017, is 4.9 percent,

which is the same as the national average.

7

Responding to the Community Letter

To address the needs of our rapidly growing and diversifying city, we have

aligned our investments with the three tenets of City Council’s Letter to the

Community. The Adopted FY 2018 Budget and FY 2018-2022 CIP include key

investments that support safety, trust, and accountability, quality and

affordable housing, and good paying jobs. The intent behind these investments

is to create a more inclusive community where all residents are able to benefit

from the city’s growth and economic prosperity.

Commitment to Constituent Services

In addition to the above commitments, the Adopted FY 2018 Budget adds

three staff positions for the Office of Constituent Services. This new team will

support City Council and enhance our ability to engage with residents, improve

relationships, and build trust between the community and city leadership.

8

How are Services Funded?

Funds are accounting groups the city uses to keep track of specific sources of

funding and spending for particular uses. The city has four main types of funds

it uses to manage resources to support city operations and address long term

infrastructure needs.

Fund Type and Use

Paying for Infrastructure

The construction of buildings, acquisition of property and repairs and

improvement of property are costly and often cannot be fully paid upfront. To

finance these long-term investments, the city uses methods such as cash (Pay

As You Go—PAYGO), grants, and the issuance of bonds.

General government debt is typically repaid over a 20-year period and

enterprise debt is normally repaid over a 30-year period, as a result, the city is

paying off the principal and the interest on bonds issued for a specific project

long after physical construction is complete. In Charlotte, our AAA credit rating

allows us to borrow money at competitive interest rates.

9

Where does the Money Go?

Adopted FY 2018 General Fund $668.8 million

Adopted FY 2018 Budget

General Fund $668,833,661

Transfers to Other Funds ($87,450,378)

Subtotal General Fund $581,383,283

Enterprise Funds

Aviation $625,943,450

Charlotte Area Transit System $328,174,436

Charlotte Water $419,270,895

Storm Water $103,080,673

Subtotal Enterprise Funds $1,476,469,454

Capital Investment $238,834,847

Special Revenue $93,756,456

Grand Total All Funds $2,390,444,040

10

Building Community through

Strong Neighborhoods

Establishing the Department of Housing and Neighborhood Services

Neighborhoods weave together the fabric of our

community and are where our residents invest a

significant amount of their time and money. The

Adopted FY 2018 Budget reaffirms our commitment

to promoting safe, healthy, inclusive, and

prosperous neighborhoods through the creation of

the Department of Housing and Neighborhood

Services.

The department's philosophy is rooted in enhancing community engagement

to build relationships, connecting residents to networks of opportunity, and

building long-term neighborhood vitality. With the addition of 12 staff

positions, Housing and Neighborhood Services is better equipped to work

alongside residents to build on existing neighborhood strengths.

Developing our Youth

A key strategy in promoting economic

opportunity is providing youth education

enrichment and career awareness

programming. Included in the additional 12

positions for Housing and Neighborhood

Services, are two positions dedicated to

connect area youth to career preparedness programs.

The city reaches over 35,000 youth annually through city sponsored programs

such as:

Camp Ignite

Mayor’s Youth Employment Program

Mayor’s Mentoring Alliance

11

Leveraging Partnerships

We are a Diverse Community

As part of an ongoing effort to enhance

community participation, in FY 2018, the

International Affairs division will receive one of the

12 additional positions included for Housing and

Neighborhood Services. This three person office

will provide a renewed focus on implementing the

recommendations of the Immigration Integration

Taskforce. By approaching community

engagement in a more inclusive manner, we can

empower residents to be catalysts for positive change.

Collaborating with our Community

Charlotte’s success is bolstered through community partnerships with non-

profit organizations, higher education institutions, faith based institutions, and

other key community stakeholders.

The Adopted FY 2018 Budget continues to work with our partners to maximize

collective impact. Across multiple funding sources, $34.5 million is dedicated

for our outside partners. The programs supported through these partnerships

address the diverse needs

of residents, ranging from

home ownership

counseling services and job

skills training; to after

school enrichment and

support for the arts.

Support for Community Partners

12

Building Trust Through Engagement

Just as we collaborate with outside partners, we must also work together as an

organization to improve collective outcomes. City departments will continue

the collaborative effort to engage residents, families, and youth to promote

mutual understanding.

As we adapt to the changes that lie ahead, we remain committed to our

principles of protecting communities through a combination of community

engagement and providing the Charlotte-Mecklenburg Police Department and

Charlotte Fire Department with the resources needed to carry out that

mission.

Police Community Engagement Initiatives

Community Corners informal gatherings

of community members and police

officers at community parks and athletic

fields

Coffee with Cops informal conversation

sessions held at coffee houses and

restaurants

Respect Engage Accountability

Character Honesty (REACH) Academy

helps to build positive relationships

between youth and police officers

through leadership opportunities and

career readiness training

Project “Unplugged” facilitates informal forums at churches that allow

polices officers to engage with congregations and community members

from surrounding neighborhoods

13

Commitment to Public Safety

In our growing and increasingly dynamic society, is critical to equip our first

responders with appropriate personnel, technology, and strategically located

facilities. The Adopted FY 2018 Budget includes the following additions to

ensure public safety as our city becomes more urban and densely populated:

Charlotte-Mecklenburg Police Department Additions

Adds 62 additional sworn

police officers to complete City

Council’s commitment to add

125 sworn officers over two

years

Additional $1.3 million to

purchase and equip 31 new

Police vehicles and one crime

scene vehicle

Includes $12.5 million in the FY 2018-2022 CIP for a new Central Division

Station

Charlotte Fire Department Additions

Adds $1.5 million in operating and capital

equipment funds to support a new engine

company and 18 additional firefighters in the

Eastland area

Provides $5.8 million for a new fire station at

Clanton Road and Interstate 77 in the five-year

CIP

14

Upgrading Our Infrastructure

The FY 2018-2022 Community Investment Plan (CIP) addresses the city’s

highest priority needs with a well-planned financing schedule. The General

Fund CIP allows the city to keep pace with an expanding population, replace

aging infrastructure, and improve quality of life in our neighborhoods. The five-

year CIP totals $4.1 billion and the General Fund CIP is $751.8 million.

Building Community through Strong Neighborhoods

$6.0 million for Neighborhood Transportation Corridors

$3.0 million for Neighborhood Transportation Program

Creating Vibrant Local Business Districts

$5.0 million for Business Corridor Revitalization

Additional $3.0 million to complete the North Tryon Revitalization Program

Building Affordable Housing through Investment and Collaboration

$6.0 million for development of affordable and workforce housing

Preparing for Future Growth

Providing alternative transit options through a five-year investment of

$307.1 million to connect the Town of Pineville to Uptown Charlotte and the

University area with the Blue Line Extension

Preserving and expanding existing water and sewer infrastructure by

investing $944.0 million invested over five years

15

Investing in Neighborhoods

Investing in neighborhood infrastructure improves resident safety and

connectivity, creates vibrant and unique neighborhoods, and helps attract

business and residents. The Adopted FY 2018-2022 CIP includes an additional

$11.3 million to enhance the physical traits and character of our

neighborhoods.

16

Expanding Affordable Housing Opportunities

Through the five-year CIP, we

have also added funds to

expand Charlotte’s affordable

housing options. By investing in

mixed income developments that

incorporate affordable, workforce, and

market-rate units, we have a unique

opportunity to thoughtfully plan and

integrate our communities.

We are committed to striking a right

balance between revitalizing and

investing in our underserved

neighborhoods so residents can thrive.

City Council pledged to create and preserve 5,000 affordable and workforce

housing units in three years. Affordable housing options can look like any

single family home, townhome, or apartment development.

Using Bold Strategies

The Adopted FY 2018 Budget

uses bold strategies to expand

affordable housing with an

additional $6.0 million in the

FY 2018-2022 CIP.

Reaching the Goal of 5,000

Affordable Housing Units

As of June, 2017.

17

Creating Charlotte’s Workforce Pipeline

We have made targeted infrastructure investments into our neighborhoods to

ensure safety, build trust and accountability, and expand affordable housing.

The final pillar of City Council’s Letter to the Community is to create good

paying jobs.

Connecting residents to economic opportunity through creating a workforce

pipeline is fundamental to sustaining Charlotte’s recent growth. There is no

one-size fits all approach, we must be deliberate in our workforce planning to

establish career pathways for all skill levels.

Encouraging Workforce Planning

The Adopted FY 2018 Budget initiates the

relationship between the city and the Aviation

Institute of Maintenance (AIM), the world’s largest Federal Aviation

Administration certified aviation maintenance technician trainer.

In early 2018, AIM will open its 12th campus in Charlotte and will teach

Airframe and Powerplant (A&P) certification courses to an estimated 500

students. In the spirit of partnership, AIM will provide scholarships for two

Charlotte residents, a value of almost $100,000 over a two year period.

Creating the Apprenticeship Program

Our new citywide Apprenticeship Program will initially partner experienced

city staff in Charlotte Water and Aviation with apprentices to receive

traditional classroom and on-the-job training.

To coordinate the program, this budget

adopts two new positions within the

Department of Human Resources. Investing

in apprenticeships is a long-term strategy to

build a skilled workforce while providing a pathway for residents to obtain and

maintain good paying jobs.

18

Employer of Choice

City employees are the foundation of

Team Charlotte. Attracting, retaining,

and retraining capable and dedicated

employees is essential to our ongoing

success as an organization.

It is widely understood that highly

qualified and skilled employees have a

variety of employment options. We

recognize that competitive pay practices contribute to attracting and retaining

top talent.

Adopted FY 2018 Compensation Highlights

Three percent merit-based raise in broadbanding, with corresponding

merit and market adjustments for hourly employees

Two percent market adjustment for Police and Fire

Raising the minimum pay to $15.00 per hour, meeting a council priority

two years ahead of schedule

19

Employer of Choice

We must look beyond the standard compensation increases to become an

employer of choice. The Adopted FY 2018 Budget includes a number of

initiatives designed to increase benefit offerings and improve employee

engagement.

Dynamic Benefit Options

The Adopted FY 2018 Budget

implements paid parental leave for

city employees. Eligible employees will receive six weeks of leave for all new

births, when a child is placed for adoption, foster care or guardianship.

Additionally, this budget expands the city’s benefit options to reflect the

needs of our multigenerational workforce. By providing a variety of

healthcare plans, employees will now have options to select the right

amount of coverage based on individual

need.

Empowering our Employees

This budget establishes an employee

relations committee to provide

employees an opportunity to develop

and present innovate solutions to

challenging issues. This committee will

allow employees to directly participate

in the decision making process to shape the future of our city.

In addition to compensation increases, expanded benefit options, and

establishment of an employee relations committee, this budget also

includes:

Providing an employer-sponsored eight-hour volunteer day

Providing skill-based rewards, such as certification incentives

Competitive market rates set at the, job-specific, actual median salary

20

Mayor Jennifer W. Roberts

Mayor Pro Tem Vi Lyles

Council Member Dimple Ajmera, District 5

Council Member Al Austin, District 2

Council Member Ed Driggs, District 7

Council Member Julie Eiselt, At Large

Council Member Claire Fallon, At Large

Council Member Patsy Kinsey, District 1

Council Member LaWana Mayfield, District 3

Council Member James Mitchell, At Large

Council Member Greg Phipps, District 4

Council Member Kenny Smith, District 6

City Manager Marcus D. Jones

Council Budget Public Hearing May 8, 2017, 5:30 p.m.

Council Budget Adjustments May 10, 2017, 1:00 p.m.

Council Straw Votes May 24, 2017, 12:00 p.m.

Council Budget Adoption June 12, 2017, 7:00 p.m.

This Budget in Brief includes the highlights of the Adopted FY 2018

Budget. For additional details, please visit the city’s website

www.charlottenc.gov to view information about the budget

or to read the Adopted budget document.

FY 2018 Budget Calendar

“Charlotte will be one of America’s safest communities.” One of the highest priorities for the City of Charlotte is to create a community where residents and visitors feel safe and citizens are actively engaged in promoting safety and addressing public safety threats. The City of Charlotte will invest in personnel, practices, and training that foster trust in public safety, reduce crime, and minimize community risks with the highest standards of integrity and professionalism.

*Included in the Strategic Priorities Matrix

Objectives WHAT?

Strategies HOW?

Minimize loss of life, property damage, and injury

Continue to refine community policing and crime fighting practices to protect potential victims of crime

Improve response times for emergency calls

Reduce risks to commuter safety on and around city streets, sidewalks, greenways, and transit modes

Improve investigation clearance rate for arson, robbery, burglary, and larceny from vehicle cases

Increase code inspections and other proactive risk mitigation programs in the community

Improve perception of safety and level of trust in Community Safety*

Improve and protect quality of life in Charlotte neighborhoods and corridors

Implement recommendations from the President’s Task Force on 21st Century Policing and Police Foundation Independent Assessment Expand Juvenile and Young Adult Diversion efforts and support for youth and young adult programs

Develop effective planning tools for significant community events

Implement and support community education programs in schools, neighborhoods, and during community events

Develop an inclusive, representative, and highly trained workforce

Enhance efforts to attract and develop a public safety workforce that is more representative of the community it serves

Increase education and training to include: implicit bias, cultural awareness, crisis intervention, and conflict de-escalation

Enhance operational effectiveness and customer service by using technology and collaborating with other agencies

Enhance emergency preparedness

Conduct annual disaster preparedness public education activities

Maintain and continue to refine a comprehensive emergency operations plan

Foster economic success for everyone in the community

Collaborate between agencies to engage and strengthen relationships in vulnerable areas of the community

Community Safety FY2018 & FY2019 Strategic Focus Area Plan

43

Performance

*Included in the Strategic Priorities Matrix

Objective and Strategy Measure/Target FY2016 Actual Objective: Minimize loss of life, property damage, and injury Strategy: Continue to refine community policing and crime fighting practices to protect potential victims of crime

≥3% reduction in reported Part One UCR crime rates per 100,000 population 12.2% increase

Strategy: Improve response times for emergency calls

≤7 minute CMPD response to a Priority 1 (emergency) call for service 6.5 minute response time Percent of Fire calls where first company is on scene in ≤6 minutes (90% of time goal) 84.59% arrival time

Strategy: Reduce risks to commuter safety on and around city streets, sidewalks, greenways, and transit modes

Complete ≥15 pedestrian safety and crossing projects per year 42 projects completed Build 10 miles of new sidewalks and bikeways per year to enhance safety, provide transportation choices, and better connect residents to employment opportunities and services

13.02 miles of sidewalk and 2.96 miles of bikeways

Objective: Improve perception of safety and level of trust in Community Safety*

Strategy: Improve and protect quality of life in Charlotte neighborhoods and corridors

Keep 95% of streetlights operational city-wide 95.4% of streetlights operational

Achieve pavement rating of 90.0 or above 82.0 pavement rating Strategy: Expand Juvenile Diversion and support for youth programs

Increase the completion rate of first time youthful offenders referred to the Juvenile Diversion Program by ≥10% 28.7% increase

Strategy: Implement and support community education programs in schools, neighborhoods, and during community events

Enhance the Community Response model by conducting community safety forums to disseminate crime information and obtain community input on areas to focus resources

9 community safety forums conducted

Percent of CMS 3rd grade classrooms that receive fire education programs

100% of CMS 3rd grade classrooms reached

Objective: Develop an inclusive, representative, and highly trained workforce Strategy: Enhance efforts to attract and develop a public safety workforce that is more representative of the community it serves

Percent of women and minorities in police officer and firefighter applicant pool

64.8% Police 35.0% Fire

Objective: Enhance emergency preparedness

Strategy: Conduct annual disaster preparedness public education activities Number of Annual Disaster and Incident Action Plans developed 37 plans developed Objective: Foster economic success for everyone in the community Strategy: Collaborate between agencies to engage and strengthen relationships in vulnerable areas of the community

Implement Performance Strategic Plan with other City and County Departments New measure in FY2018

Community Safety

FY2018 & FY2019 Strategic Focus Area Plan

44

“Charlotte will thrive with diverse businesses and economic opportunity for all.”

The vision will be accomplished through the success of people, places, and businesses.

*Included in the Strategic Priorities Matrix

Objectives WHAT?

Strategies HOW?

Provide access to job training and employment opportunities for youth and adults

Implement Workforce Development Project serving individuals with multiple barriers to employment* Increase number of work experiences and internships through City programs* Connect individuals to jobs, apprenticeships, and other on- the-job training opportunities available through the private sector, educational institutions, and not-for-profit entities*

Promote the holistic development of targeted business districts and neighborhoods

Increase Amateur Sports-related tourism through enhancing and expanding amateur sports facilities*

Implement the Global Logistics Strategy for the area surrounding the Airport*

Invest in Airport facility improvements to meet domestic and international demand* Stimulate private investment in targeted areas and within areas identified by the Community Investment Plan and Business Corridor Revitalization Plan. Examples include Smart Districts, Applied Innovation Corridor, the Northwest Corridor, the Eastland/Central Avenue Area, the West Boulevard area, Southpark Area, and the Freedom Drive Area*

Foster economic success for everyone in the community

Increase contracting opportunities for Minority, Women, Small Business Enterprise (MWSBE) firms through the Charlotte Business INClusion Policy*

Simplify and clarify regulatory processes for real estate development and businesses* Provide and connect small businesses, including immigrant-owned and international businesses, to networking and learning opportunities in order to grow and operate more effectively* Complete enhancements to the City’s web portal (CharlotteBusinessResources.com) to meet the needs and increase usage of portal by emerging international and growing small businesses*

Update economic development grant programs to better align with business needs and community goals*

Economic Development FY2018 & FY2019 Strategic Focus Area Plan

45

*Included in the Strategic Priorities Matrix

Objective and Strategy Measure/Target FY2016 Actual Objective: Provide access to job training and employment opportunities for youth and adults

Strategy: Implement Workforce Development Program serving individuals with multiple barriers to employment*

Train 90 participants in highway construction, residential and commercial construction and broadband and fiber optic cabling through community and corporate partnerships New measure in FY2018 Graduate at least 72 participants from the Program by June 2018 New measure in FY2018 Place 51 individuals from the Program in employment opportunities by June 2018 New measure in FY2018

Strategy: Increase number of work experiences and internships through City programs*

Graduate at least 50% of enrolled participants from the Pre-Apprenticeship program for Transit Management by August 2019 New measure in FY2018

Create proposal for City Council consideration to increase youth employment and internship opportunities to 1,000 by June 2019

Mayor’s Youth Employment Program: 357 internships

Strategy: Connect individuals to jobs, apprenticeships, and other on-the-job training opportunities available through the private sector, educational institutions, and not-for-profit entities*

Create Corporate Advisory Councils for workforce development program by December 31, 2017 New measure in FY2018

Objective: Promote the holistic development of targeted business districts and neighborhoods Strategy: Stimulate private investment in targeted areas and within areas identified by the Community Investment Plan and Business Corridor Revitalization Plan. Examples include Smart Districts, Applied Innovation Corridor, the Northwest Corridor, the Eastland/Central Avenue Area, the West Boulevard area, Southpark Area, and the Freedom Drive Area*

Complete a North End Smart District public-private partnership agreement with developers by December 31, 2017 New measure in FY2018 Revise economic development grant programs for City Council consideration by July 1, 2017 New measure in FY2018 Complete a redevelopment framework strategy for Eastland Mall site by July 1, 2017 New measure in FY2018

Strategy: Invest in Airport facility improvements to meet domestic and international demand*

Continue to implement the Destination CLT program and Airport Area Strategic Development Plan 25% plan completion

Objective: Foster economic success for everyone in the community

Strategy: Increase contracting opportunities for Minority, Women, Small Business Enterprise (MWSBE) firms through the Charlotte Business INClusion Policy*

FY2018 Target: 14% utilization FY2019 Target: 16% utilization

FY2016 year-end spend is currently being reconciled. Based on preliminary data, the City is on track to meet the target for 12% MWSBE Citywide Direct Spend

Strategy: Simplify and clarify regulatory processes for real estate developers and businesses*

Use technology to make processes simpler for staff and customers New measure in FY2018

Strategy: Provide and connect small businesses, including immigrant-owned and international businesses, to networking and learning opportunities in order to grow and operate more effectively*

300 small business survey respondents and focus group participants (in conjunction with Mecklenburg County) and outreach to 100 immigrant-owned and international businesses by December 31, 2017 New measure in FY2018

Strategy: Update economic development grant programs to better align with business needs and community goals*

Create and adopt new and improved policy guidelines for Business Investment Grant Program by December 31, 2017 New measure in FY2018

Economic Development FY2018 & FY2019 Strategic Focus Area Plan

Performance

46

“Charlotte will become a global leader in environmental sustainability, balancing economic growth with preserving our natural resources.”

The City of Charlotte recognizes that protecting our natural resources, promoting conservation, and improving the environment is fundamentally important to quality of life and essential to maintaining a vibrant economy. Charlotte will become a global leader in environmental sustainability by:

• Becoming a model environmental community in how it manages solid waste, energy, water and air;

• Leading by example by practicing environmental stewardship in City operations and facilities as guided through the Internal Environmental Operations Plan;

• Seeking and supporting collaborative and regional solutions to environmental problems; • Analyzing data and applying technologies to reach our environmental goals.

*Included in the Strategic Priorities Matrix

Objectives WHAT?

Strategies HOW?

Practice Environmental Stewardship in City Operations and Facilities

Increase use of alternative fuel vehicles in City fleet*

Decrease waste in City facilities Increase the use of recycled and environmentally friendly products Reduce energy usage in City facilities* Increase renewable energy usage

Reduce water usage in City facilities

Protect Water Quality as a Resource to the Community

Rehabilitate streams to improve water quality* Encourage residents to conserve water through education and awareness

Protect Air Quality Encourage the use of environmentally friendly transportation options Increase public alternative fueling stations

Reduce, Reuse and Recycle Waste Divert waste from the landfill Increase composting

Promote waste options*

Maintain/Protect Urban Forest as a Community Resource

Assess aging tree canopy

Plant more trees* Improve Sustainability through the Use of Data and Technology

Develop a pilot research and design district for the City to test Smart systems and sensor data

Foster Economic Success for Everyone in the Community

Promote education and job training in the field of sustainability Develop affordable transit options that enhance connectivity within the Charlotte region

Environment

FY2018 & FY2019 Strategic Focus Area Plan

47

Performance

*Included in the Strategic Priorities Matrix

Objective and Strategy Measure/Target FY2016 Actual Objective: Practice Environmental Stewardship in City Operations and Facilities

Strategy: Increase use of alternative fuel vehicles in City fleet* Increase alternative fuel vehicles in City fleet by 50 vehicles over two years 65 alternative fuel; 3,012 total

Strategy: Decrease waste in City facilities Maintain a 15% minimum recycling rate in police stations Obtained data for only 1 of the 13 divisions (Providence)

Strategy: Increase the use of recycled and environmentally friendly products Increase Green purchasing New measure in FY2018

Strategy: Reduce energy usage in City facilities* Use 15% less energy as compared to facilities across the Southeastern US Currently tracking

Strategy: Increase renewable energy usage Assess 5 City assets for renewable technology opportunities New measure in FY2018 Strategy: Reduce water usage in City facilities Install three technologies to reduce consumption New measure in FY2018 Objective: Protect Water Quality as a Resource to the Community

Strategy: Rehabilitate streams to improve water quality*

Improve at least 5,000 feet of impaired stream per year New measure in FY2018 Treat 100 acres of impervious area runoff prior to entering streams

216 acres of impervious area treated

Strategy: Encourage residents to conserve water through education and awareness

Increase number of smart irrigation devices installed by 5% 283 devices installed Increase number of individuals reached through public events and conservation education efforts by 10% 27,605 individuals reached

Objective: Protect Air Quality Strategy: Encourage the use of environmentally friendly transportation options

Increase the percent of residents who walk, bicycle or take transit to work New measure in FY2018

Strategy: Increase public alternative fueling stations (e.g. Electric charging stations, compressed natural gas fueling stations)

Increase the number of alternative fueling stations available to the public by 25% 66 fueling stations available

Objective: Reduce, Reuse and Recycle Waste

Strategy: Divert waste from the landfill Reduce pounds landfilled per curbside residential unit compared to the prior fiscal year

1,719.9 pounds landfilled per curbside unit

Strategy: Increase composting Establish a baseline number of outreach events New measure in FY2018

Strategy: Promote waste options* Increase education on residential recycling for lowest recycling neighborhood profile areas 24 events

Objective: Maintain/Protect Urban Forest as a Community Resource

Strategy: Assess aging tree canopy Assess 4,400 large trees per year to inform proper stewardship or removal strategies 3,400 trees assessed

Strategy: Plant more trees*

Establish a tree canopy neutrality goal for public projects New measure in FY2018 Plant 15,000 trees per year through public planting and private partnerships

10,571 (plus 5,800 seedlings given away)

Objective: Improve Sustainability through the Use of Data and Technology Strategy: Develop a pilot research and design district for the City to test Smart systems and sensor data Test three different Smart technologies New measure in FY2018 Objective: Foster Economic Success for Everyone in the Community Strategy: Promote education and job training in the field of sustainability Create five apprenticeship opportunities in sustainability New measure in FY2018 Strategy: Develop affordable transit options that enhance connectivity within the Charlotte region Implement the Envision My Ride program New measure in FY2018

Environment FY2018 & FY2019 Strategic Focus Area Plan

48

“The City of Charlotte will sustain and create distinct and diverse neighborhoods for all its residents”

The City’s long-term health and vitality are dependent on a built environment offering diverse housing options, vibrant neighborhoods and commercial corridors, and safe access to public amenities. The City’s housing and neighborhood strategy focuses on preserving and creating neighborhoods and amenities that allow people to reach their full potential by creating places where:

• Families have access to quality affordable housing, quality education, and equitable economic opportunity and services,

• People and businesses are safe, and • Civic infrastructure supports neighborhood quality of life.

*Included in the Strategic Priorities Matrix

Objectives WHAT?

Strategies HOW?

Preserve and create neighborhoods that offer affordable housing options

Expand the supply of newly constructed affordable and workforce housing geographically dispersed throughout the City* Preserve existing affordable housing options by using current and new housing strategies in all areas of the City* Explore additional housing programs and strategies to increase the supply of affordable housing*

Preserve and create neighborhoods that are attractive and environmentally sustainable

Emphasize identifying problems with buildings (residential and non-residential) complying with code before they become neighborhood issues Expand and enhance active participation in volunteer street and stream adoption and cleaning

Improve cleanliness of City streets and neighborhoods

Preserve and create neighborhoods that are connected and vibrant

Implement the projects and programs identified in the Community Investment Plan to enhance safety, livability, transportation choices, and job growth* Promote digital connectedness Improve access to healthy foods throughout the City* Work with partners to ensure adequate lighting on City streets

Connect community leaders, residents, elected officials and staff

Preserve and create neighborhoods that are engaged and welcoming

Support volunteer engagement and neighborhood improvement through neighborhood matching grants* Provide community with training and perspective to accomplish goals and create deeper engagement across diverse communities

Foster economic success for everyone in the community

Connect children to high-quality out of school time (OST) programs* Directly and through partner organizations provide youth with internships, pre-apprenticeships, and other work experiences*

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Performance

*Included in the Strategic Priorities Matrix †Precise targets will be determined at the completion of the Strategic Affordable Housing Plan

Objective and Strategy Measure/Target FY2016 Actual Objective: Preserve and create neighborhoods that offer affordable housing options

Strategy: Expand the supply of newly constructed affordable and workforce housing geographically dispersed throughout the City*

Number of new affordable and workforce housing units annually† 286+ units added

Strategy: Preserve existing affordable housing options by using current and new housing strategies in all areas of the City*

Number of affordable housing units redeveloped or rehabilitated annually† 354 units redeveloped

Objective: Preserve and create neighborhoods that are attractive and environmentally sustainable

Strategy: Emphasize identifying problems with buildings (residential and non-residential) before they become neighborhood issues

55% of all nuisance cases originate from inspection and only the remaining 45% require citizen complaints

65.64% originated from field observations 34.36% originated from complaints

Strategy: Expand and enhance active participation in volunteer street and stream adoption and cleaning*

250 active Keep Charlotte Beautiful Adopt-a-City Street participant organizations New measure in FY2018 80 miles of streams cleaned within the City of Charlotte as part of the Adopt-a-Stream program

83.24 miles of streams cleaned

Objective: Preserve and create neighborhoods that are connected and vibrant Strategy: Work with partners to ensure adequate lighting on City streets Keep 95% of streetlights operational city-wide

95.4% of streetlights operational

Strategy: Promote digital connectedness Increase % of subsidized housing units with internet New measure in FY2018 Strategy: Improve access to healthy foods throughout the City* Complete Farmers Market study New measure in FY2018

Strategy: Implement the projects and programs identified in the Community Investment Plan to enhance safety, livability, transportation choices, and job growth*

Build 10 miles of new sidewalks and bikeways per year to enhance safety, provide transportation choices, and better connect residents to employment opportunities and services

13.02 miles of sidewalks and 2.96 miles of bikeways

Strategy: Connect community leaders, residents, elected officials and staff

30 organizations attending neighborhood board retreats 31 organizations 30 goals accomplished in the current fiscal year by all previous board retreat attendees 36 goals accomplished

Objective: Preserve and create neighborhoods that are engaged and welcoming Strategy: Support volunteer engagement and neighborhood improvement through neighborhood matching grants*

8,000 volunteer hours served as a result of grants awarded New measure in FY2018 60 Neighborhood Matching Grants awarded 60 grants awarded

Strategy: Provide community with training and perspective to accomplish goals and create deeper engagement across diverse communities

800 people participating in City sponsored training New measure in FY2018

80 neighborhoods represented in City sponsored training New measure in FY2018 Objective: Foster economic success for everyone in the community Strategy: Connect children to high-quality quality out of school time (OST) programs* 816 children served through City OST grant contracts 776 children served

Strategy: Directly and through partner organizations provide youth with internships, pre-apprenticeships, and other work experiences*

200 private-sector businesses and non-profits providing youth internships, pre-apprenticeships, job shadowing, and other work experiences

151 private-sector businesses and non-profits

5,000 MYEP internships and youth participating in career readiness training and other work experiences

4,158 internships and youth

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“Charlotte will be a vibrant, livable city where residents of all income levels have convenient transportation access to employment, services, and

housing choices.” Effective planning and continued transportation investments will enable Charlotte to accommodate growth, enhance quality of life and ensure the continuation of a vibrant, growing economy. The City will continue to integrate land use, urban design, and transportation decisions that maintain mobility to create more places and neighborhoods throughout Charlotte that are walkable, transit-oriented, and bicycle-friendly.

*Included in the Strategic Priorities Matrix

Objectives WHAT?

Strategies HOW?

Accommodate and Support Growth

Implement the Centers, Corridors, and Wedges Growth Framework, the 2030 Transit System Plan and the Transportation Action Plan Prepare and adopt 1) Charlotte Place Type Policies, which further define the Centers, Corridors, and Wedges growth framework; and 2) a Unified Development Ordinance, a tool to implement the City’s land use, urban design, and transportation policies* Coordinate with partners to advance multimodal transportation projects (streets, transit, bikeways, sidewalks, freeways, arterials, and high-occupancy toll lanes) In conjunction with regional partners, review the regional growth framework to link development patterns with transportation investments*

Support a Vibrant and Growing Economy

Develop the Charlotte Gateway Station project that serves regional public transit and rail services Continue to position Charlotte as a global freight and logistics hub by investing appropriate rail and roadway projects*

Maintain and Support Charlotte’s Transportation Assets

Maintain Charlotte’s transportation infrastructure by planning and investing current and future resources into the City’s transportation network Maintain a twelve-year resurfacing cycle

Foster Economic Success for Everyone in the Community

Clarify policy guidance used in evaluating rezoning requests* Improve Charlotte’s mobility and accessibility by enhancing walkability and bicycle friendliness* Implement the projects and programs identified in the Community Investment Plan to enhance safety, livability, transportation choices, and job growth* Implement the recommendations of the CATS bus system comprehensive review to increase access to transit and effectively deploy transit resources

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Performance

*Included in the Strategic Priorities Matrix

Objective and Strategy Measure/Target FY2016 Actual

Objective: Accommodate and Support Growth

Strategy: Implement the Centers, Corridors, and Wedges Growth Framework, the 2030 Transit System Plan and the Transportation Action Plan

Four major arterial road projects completed per year Three major projects completed

Two major intersection projects completed per year No major projects completed

Complete construction of the Blue Line Extension and CityLynx Gold Line Phase II New measure in FY2018 Conduct appropriate planning and design studies of the Silver Line (East), rapid transit alignment through Uptown Charlotte to the Airport (West), and Enhanced Bus (North) and future phases of the CityLynx Gold Line New measure in FY2018

Strategy: Prepare and adopt 1) Charlotte Place Type Policies, which further define the Centers, Corridors, and Wedges growth framework; and 2) a Unified Development Ordinance, a tool to implement the City’s land use, urban design, and transportation polices*

Complete initial draft of the Unified Development Ordinance New measure in FY2018

Complete Charlotte Place Type Policy Manual New measure in FY2018

In accordance with the Gartner Study recommendations, use the Accela land development management system to complete the automation of rezoning activities to increase efficiency and improve customer service New measure in FY2018

Objective: Support a Vibrant and Growing Economy Strategy: Continue to position Charlotte as a global freight and logistics hub by implementing appropriate infrastructure projects*

Fund transportation improvements through approved CIP projects

Advance preliminary planning report for Airport/West Corridor completed August 2015

Implement Area Plans New measure in FY2018 Strategy: Develop the Charlotte Gateway Station project that serves regional public transit and rail services

Begin construction of Phase I track improvement New measure in FY2018

Pursue funding for Phase II improvements New measure in FY2018

Objective: Maintain and Support Charlotte’s Transportation Assets Strategy: Maintain Charlotte’s transportation infrastructure by planning and investing current and future resources into the City’s transportation network

Begin developing a long-term funding strategy for the Transportation Action Plan New measure in FY2018

Perform preventative maintenance on 100% of traffic signals every two years

Preventative maintenance performed on 100% of traffic signals over two year period

Strategy: Maintain a twelve-year resurfacing cycle Achieve pavement rating of 90.0 or above 82.0 pavement rating

Objective: Foster Economic Success for Everyone in the Community

Strategy: Implement the projects and programs identified in the Community Investment Plan to enhance safety, livability, transportation choices, and job growth*

Build 15 or more pedestrian safety and crossing projects per year to enhance safety, provide transportation choices, and better connect residents to employment opportunities and services

42 pedestrian safety projects installed

Build 10 miles of new sidewalks and bikeways per year to enhance safety, provide transportation choices, and better connect residents to employment opportunities and services

13.02 miles of sidewalk and 2.96 miles of bikeways

Conduct pedestrian safety awareness campaign to enhance safety, provide transportation, choices, and better connect residents to employment opportunities and services

Participated in the NC Watch for Me campaign

Strategy: Implement the recommendations of the CATS bus system comprehensive review to increase access to transit and effectively deploy transit resources

Conduct and complete a comprehensive analysis of CATS bus route structure to connect more people to jobs, employment centers, and services New measure in FY2018

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