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COMMUNITY LETTER REPORTCHARLOTTE CITY COUNCIL

OCTOBER 2, 2017

cltoneyearlater.com

Charlotte is not unique in tackling the social and economic challenges of today’s times. Our city’s journey is no different than the one facing many of our nation’s largest cities.

What is different? How we seek to shape our story — to not allow it to stand as one of division and inequity.

It could be said that our first moment of truth came with the 2014 Harvard/UC Berkley study that ranked Charlotte last for one’s ability to move out of poverty, if they are born into it.

Our 50th out of 50 designation put a spotlight on the two sides of Charlotte. One is of a booming, growing city attracting big businesses, global residents, where prosperity is realized under a gleaming skyline and well-manicured tree lined streets. The

other side of Charlotte doesn’t make postcards or billboards. It’s the images of blighted homes, abandoned warehouses — where families who have lived in our city for generations find prosperity out of their reach.

Organizations in Charlotte responded by forming the Charlotte-Mecklenburg Opportunity Task Force in 2014 to research the conditions that create economic, educational, social, housing and racial inequities in our community and make recommendations for how we might address them.

Our second moment of truth came in September 2016 with the events surrounding the fatal officer-involved shooting of Keith Lamont Scott. During that time, many in our community expressed frustration with community issues they felt were long ignored.

Charlotte City Council responded by penning its Community Letter, a commitment to address issues related to policing, housing and good paying jobs.

The One Year Later report documents the progress made to date by the City of Charlotte, but is also an acknowledgment that government alone cannot solve the complex issues of economic disparity. Every segment of our community has a role to bring about positive change. While this report details the progress, the city understands there is still work to be done.

Visit CLTOneYearLater.com to see the commitments made by our community partners, read resident and employee stories and find additional resources.

CHARLOTTE,ONE YEAR LATER

Charlotte, One Year Later Government Report1

Contents 2 Safety, Trust & Accountability

10 Quality, Affordable Housing

14 Good Paying Jobs

18 Community Engagement

20 City Operations

Photo credit @UncleJut

cltoneyearlater.com2

Youth Diversion ProgramAddresses the community’s need to keep low-level youth offenders out of the juvenile justice system by providing an alternative to arrest while holding the participant accountable for their offense.

Key Accomplishments/Milestones

• CMPD Diversion Program has diverted an average of 700 youth per year.

• 90 percent of participants successfully completed the program and have not recidivated.

COPS CARE & CARE CurriculumCOPS CARE is designed to target eighth-grade students in Charlotte-Mecklenburg Schools (CMS) with the following message: make positive choices for positive outcomes because COPS CARE and youth are worth it. Key Accomplishments/Milestones

• During the CMS 2016-2017 school year, the COPS CARE curriculum reached six middle schools and approximately 900 students.

• In its inaugural year, COPS CARE was awarded Program of the Year by the N.C. Gang Investigators Association.

• For the upcoming 2017-2018 school year, CMPD will expand the program into 26 CMS middle schools, impacting approximately 5,200 eighth-grade students.

• The CARE curriculum will continue to be utilized as a follow-up to COPS and Kids.

COPS CARE Survey Results

• 84 percent (769 of 916) say they can resist the pressure to join a gang.

• 96 percent (877 of 916) are able to distinguish a gang from other groups.

• 96 percent (775 of 804) indicate a better understanding of their rights and responsibilities.

• 81 percent (653 of 804) know how to formally compliment or complain about an officer.

• Additionally, teachers from five of the six schools were surveyed and 91 percent (10 of 11) indicated that the presentation was “excellent”, 9 percent (1 of 11) indicated that the presentation was “good.”

POSITIVE YOUTH DEVELOPMENT

SAFETY, TRUST& ACCOUNTABILITY

Our commitment to strengthening relationships and trust between our residents and law

enforcement.

Key areas of focus related to Safety, Trust & Accountability

Positive Youth Development

Personal Responsibility for Officers and Residents

Relationship Building to Enhance Trust

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Focus Areas


Thanks to many

community partnerships,

we contributed to

economic mobility

by employing 190

teenagers, including 40

charged with a felony.

We supported hundreds

of at-risk youth through

at least a dozen

other CMPD-initiated

programs.” – Chief Kerr Putney

REACH OUTProgram REACH OUT is a collaborative effort of CMPD, Mecklenburg County Sheriff’s Office, and Division of Adult Correction and Juvenile Justice to provide the necessary services and resources to change the lives of youth offenders ages 16-21 post-arrest for non-violent felonies.


• Program started July 2016 with 44 participants, 40 of whom are currently employed.

• 39 have completed the life skills and job training portion.

• Implemented conditional discharge for non-violent felony offenders through consultation with the District Attorney’s Office. This allows participants an opportunity to plead to a lesser charge, avoid deferred prosecution fees and the stigma of a felony record.

High School & REACH AcademiesThe High School Academy (HSA) is an opportunity for students interested in law enforcement careers to experience a week at the CMPD Training Academy.


• Students also learn other skills including team building, leadership and decision-making.

• HSA provided 183 participants an opportunity to learn more about the law enforcement profession through educational presentations, hands-on demonstrations and practical exercises.

• REACH Academy held one female (21 participants) and two male (18 participants) academies.

Youth Symposium Area youth from various communities and organizations were invited to attend this symposium which focused on exposing youth to the law enforcement profession and a wide variety of programs available throughout Charlotte-Mecklenburg.


• 300 youth participated in the program.

• Encompassed partners with several organizations including Colin Cole (former Carolina Panther), Matthew “Chewy” Torres (92.7 The Block), Dream Academy, City of Charlotte CRC, Good CPU Repair, American Legion, Triple Play Farm, Breaking Barriers, Wells Fargo, Girl Scouts, Hope4Humanity, D.A.S.H. Mentoring, Life Connections of the Carolinas, Promise Youth Development, Mecklenburg County Youth Coalition, Teen Health Connection and Future L.E.A.D.E.R.S.

Featured Storyteller

Greg JacksonHeal Charlotte“Let’s take a moment to recognize the good work that has been done all year and the great work that shall continue.”

Greg works with CMPD to help youth better understand the law enforcement profession.


Envision AcademyThe Youth Envision Academy is an eight-week immersion opportunity that exposes area high school youth to work experiences at various Charlotte area businesses, non-profits and government agencies. The academy aids them in making informed decisions about future career opportunities as they envision their futures and the future of Charlotte.


• 25 youth were provided a stipend for their successful participation in the program

• Eight themed weeks of internship style interaction between youth, organizations and police officers

• Exposure to arts, government, education, sports entertainment, history, the environment, health and

human services, media and CMPD.

• Private funders donated $45,000 to support this effort

• Partnerships in this effort include: Bank of America, Hugh McColl, City of Charlotte CRC, Carolinas Healthcare System, Charlotte Hornets, Carolina Panthers, Charlotte Chamber of Commerce, Shawn King, Harvey B Gantt Center, Second harvest Food Bank, Crisis Assistance Ministries, JCSU, UNCC, Queens Univ, CPCC, Beasley Radio, NASCAR, Sustain Charlotte, Charlotte B-Cycle, MCSO, Levine Museum of the New South, McGuire Nuclear Station, Latta Plantation Nature Center, Teen Health Connection

COPS and Kids Chief Putney initiated an open youth forum with high school students to bridge the gap between youth and police through meaningful, face-to-face discussions regarding citizen/police interaction.


• Chief Putney visited 10 high schools to talk candidly with students regarding officer and citizen encounters.

• One hour assembly of 100-300 students.

• Approximately 1,500 CMS students attended.

• Chief Putney will continue the COPS and Kids forums with a projection of 19 CMS high schools through the 2017-2018 school year.

TAKING ACTION

25 youth were provided a stipend for their successful participation in the Envision Academy program



I enjoyed meeting the officers and I’m glad I had the opportunity to see what law enforcement is like behind the scenes.”

– MYEP intern survey response

CMPD Partnership with Mayor’s Youth Employment Program (MYEP)MYEP was founded in 1986 to improve neighborhood quality of life through community engagement strategies that ensure children are safe, succeeding in school and supported by the community. CMPD hosts interns for this eight-week program which includes a unit assignment, a ride-along and an exit presentation.


• CMPD served as a host site for 39 MYEP students

• CMPD interns were divided into three groups of 13 and rotated three times during their internship. This afforded interns the opportunity to participate in the many different facets of policing. CMPD host sites included: 13 patrol divisions, Animal Care & Control, Public Information Office, Computer Technology Services, Electronic Monitoring, Real Time Crime Center, Police & Fire Academy, Crime Prevention, Youth Engagement, Records and Volunteer Unit.

MYEP CMPD Intern Survey Results

• 100 percent would recommend this program to a friend

• 100 percent rated their experience as “excellent” (six) or “ very good” (10)

• 88 percent felt the working atmosphere was “openly supportive” of their placement

• 81 percent believed the internship provided a “better understanding” of their career goals

• 81 percent learned “a lot”


PERSONAL RESPONSIBILITY FOR OFFICERS & RESIDENTS Body-Worn Cameras (BWC) CMPD implemented the use of Body-Worn Cameras (BWC) in April 2015 with rollout in September 2015 to as-sist in monitoring emergencies, iden-tifying training and policy deficiencies, and to promote trust, transparency and accountability. CMPD considered best practice policies from other law enforcement agencies and input from the American Civil Liberties Union and Police Executive Research Forum in the development of a BWC policy.


• In addition to BWC worn by officers assigned to patrol duties, the CMPD issued BWC to officers for off-duty employment, tactical officers (SWAT and VCAT) and expanded the issuance to all sworn employees below the rank of deputy chief in June 2017. To

maintain the confidentiality of minors, school resource officers will not wear a BWC, and to maintain the integrity of operations and to avoid jeopardizing the safety of officers, covert undercover officers will not wear a BWC.

President’s Task Force on 21st Century Policing/ Response to Activists’ DemandsOn Dec 18, 2014, President Barack Obama signed an Executive Order es-tablishing the President’s Task Force on 21st Century Policing to make rec-ommendations on the delivery of polic-ing services. The report, issued on May 18, 2015, consists of 59 recommenda-tions organized around six pillars.


• After the September 2016 officer-involved shooting, various activist groups provided CMPD with a list of demands to enhance police-community relations. CMPD incorporated many of those demands into the recommendations made by the President’s Task Force on 21st Century Policing under the associated pillars to include action items where needed.



Police Foundation draft of the critical incident reviewIn 2016, the City of Charlotte invited the Police Foundation, a nonprofit, non-partisan and non-membership driven organization, to facilitate community dialogue and to review its policies, pro-cedures and response to civil disorder incidents.


• The assessment included on-site data collection, resource material review and off-site data collection and research.

• CMPD continues to work diligently to improve safety, trust and accountability.

• The Police Foundation’s assessment team found that during the demonstrations, CMPD acted appropriately and in line with its policies and procedures.

• CMPD displayed professionalism and restraint as it endeavored to

balance First Amendment rights of the protesters against the safety of the community and its officers, according to the Police Foundation’s findings.

• The Police Foundation also identified areas in which CMPD could improve its policies, practices and operations to strengthen the department’s relationship with the community it serves through 35 recommendations.

TAKING ACTION

In addition to BWC worn by officers assigned to patrol duties, the CMPD issued BWC to officers for off-duty employment, tactical officers and expanded issuance to all sworn employees below the rank of Deputy Chief in June 2017.

After the September 2016 officer-involved shooting, various activist groups provided CMPD with a list of demands. CMPD incorporated many of those demands into the recommendations made by the President’s Task Force on 21st Century Policing.


Community Safety Forums/Town Hall MeetingsCommunity Safety Forums provide face time between the Chief Putney and community members.


• Chief Putney hosted a community safety forum in each of the 13 patrol divisions in 2016 and continued the forums in 2017. During these events, CMPD shared crime information and embraced difficult conversations.

Cops and ClergyThis is part of an ongoing series of discussions to foster an open, honest and meaningful dialogue on race rela-tions and community engagement be-tween the police and members of our faith-based community.


• Chief Putney hosted the inaugural “Clergy Conversation with the Chief” in 2017.

• CMPD seeks to unite multiple faith houses in a collaborative effort around youth engagement initiatives.


RELATIONSHIP BUILDING TO ENHANCE TRUST

We know how to use the unrest to move toward change. We’re moving in the right direction, but we still aren’t where we need to be.”

– Jamal TateExternal Advisory Council Member

Jamal has taken an active role in improving police-community relations in his own service and partnership involvement within various CMPD programs. He works with the CMPD Reach Out Program and serves on Chief Putney’s External Advisory Board.


• CMPD seeks to encourage faith houses to share the programing they offer to inform the youth of available opportunities.

• CMPD seeks to strengthen the communication between police and the faith community so that they are able to push factual information to their networks.

Transparency WorkshopsCMPD Transparency workshops are designed to provide the public with a behind-the-scenes look at the police department to help them better under-stand CMPD processes, policies and practices.


• CMPD Training Academy has held six transparency workshops from January to September 2017.

COPS and Kids Learn SpanishCOPS & Kids Learn Spanish builds stronger relationships and better com-munication between Latino youth, their families and participating officers as Spanish-speaking youth teach officers to speak Spanish. The program is host-ed by area congregations and averages 25-30 youth and 15 officers.


• Youth led initiative teaches the youth leadership and public speaking skills

• Connecting law enforcement with individuals who may be fearful of the police or deportation

• 118 participants

• One-third of the CMPD Youth Symposium participants on June 3 were youth from this program

• Three youths from the program are now CMPD Explorers


QUALITYAFFORDABLEHOUSING

Our commitment to providing open access

to safe, quality and affordable housing to Charlotte residents.

Key areas of focus related to Quality, Affordable Housing

Creation of affordable housing units on

accelerated timeline

Collaboration with partners to support

affordable housing efforts

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2

FocusAreas Total Number of

Affordable Housing UnitsKey Accomplishments/Milestones

• The city reorganized a department to focus specifically on the creation of affordable housing and revitalizing and maintaining neighborhoods – Housing & Neighborhood Services Department.

• On Sept. 25, the city announced it achieved close to 60 percent of city council’s goal to create 5,000 affordable housing units in three years. Between January 2016 and September 2017, approximately 3,000 affordable housing units were completed and/or committed.

House CharlotteThe House Charlotte program provides 5-, 10-, or 15-year, deferred, forgivable loans to qualified applicants. Funds can be used to cover downpayment, closing costs and interest rate buy down.


• Since January 2016, city government has funded 343 down payment assistance loans. This year was the largest expansion of program offerings, which includes a special program for public service employees and greater support for buyers in high-cost areas.

• The city continues to market its down payment assistance programs to lenders, realtors and homebuyers. This information is scheduled to be shared with city employees in an effort to increase homeownership among the city workforce.

Single-Family New Construction and RehabilitationHousing & Neighborhood Services also contributed to the new construction and re-habilitation of single family homes through focused efforts in specific neighborhoods.

CREATION OF 5,000 WORK-FORCE AND AFFORDABLE HOUSING UNITSHousing & Neighborhood Services (HNS) is working toward council’s goal to create 5,000 units within three years through a combination of new and existing housing programs.



• In September 2016, the city piloted a Targeted Rehabilitation Program to revitalize single-family homes in targeted neighborhoods, including Camp Greene and Lincoln Heights.

• Partners include Habitat for Humanity, Goodwill, Blue Ridge Community Action, Rebuilding Together and private contractors.

• Work continues on the pilot for the Targeted Rehabilitation Program. If successful, this strategy could be expanded into additional neighborhoods.

Multifamily New Construction and RehabilitationThe city has increased its investment in renovations and new construction for multifamily developments.


• Since 2016, this investment has resulted in the construction or financing of 1,213 units.

• Five new projects were approved by city council on Sept. 25, 2017. These developments will produce 769 affordable housing units.

• City staff and community partners are exploring new funding possibilities for affordable housing development. Staff from Housing & Neighborhood Services, Charlotte-Mecklenburg Planning and Mecklenburg County are working on processes to streamline affordable housing permitting.


LindaMendezLinda lives in the Alexander at Brightwalk. She shares how the partnership between the city and Charlotte Mecklenburg Housing Partnership allowed her to find affordable housing in Charlotte.

Affordable housing relieves the stress of how you’re going to make ends meet. You’re not stressing about how you’re going to make rent or your utility bills. It frees you up to think about your next steps.”

- Linda Mendez


Collaboration with PartnersThe city has realized additional afford-able housing units through land trans-fers and voluntary restrictions provided by the development community.


• To date, 363 units have been committed through this effort.

• The city is completing its review of surplus properties and plans to offer these parcels to developers for future affordable housing development.


Elizabeth LamyAs city employee, Elizabeth guides the work of the targeted rehabilitation efforts on behalf of the city.

Affordable housing doesn’t have to be something undesirable. It’s all about what the community is willing to put into it. It’s for the good of everyone and the entire community. When you fix up five homes on the same street, it does something for the entire neighborhood.” - Elizabeth Lamy


Lee Cochran Developer – Laurel Street Residential

We’re a Charlotte-based company with deep roots in this community. We believe in affordable and mixed-income communities. We seek to provide affordable housing in neighborhoods without it and to preserving existing affordable housing in other areas. We believe in the power of mixed-income communities and our great partnerships with city government and neighborhoods allow us to help them realize their visions and accomplish their plans.”

Laurel Street Residential plans and develops high quality, mixed-income communities in Charlotte and throughout the East Coast for working families and seniors that are affordable to households of a variety of incomes.

- Lee Conchran


Top: Charlotte residents participating in a Neighborhood Board RetreatBottom: Take 10 Ambassador having a conversation with Charlotte resident, National Night Out 2017


Project P.I.E.C.E. The city developed a workforce devel-opment program that provides skills and training as well as supportive services to help people obtain and keep jobs. Areas of training included residential and commer-cial construction, highway construction, and broadband and fiber-optic cabling.


• To date, the program has had 102 enrollments (goal of 90), with an 80 percent graduation rate (goal of 80 percent); 75 percent job placement rate to date (goal of 70 percent)

• The program engaged approximately 40 employers

Corporate Advisory CouncilsThe city formed and convened three Cor-porate Advisory Councils – one for each Project P.I.E.C.E. training area in Residen-tial and Commercial Construction, High-way Construction and Broadband and Fi-ber Optic Cabling.


• The partnership extends connections with agencies including Goodwill Industries of the Southern Piedmont,

Urban League of the Central Carolinas, Exodus Foundation and International House.

• Councils span 40 employers including Rodgers Construction, One Path, Lane Construction, RJ Leeper Construction, Messer Construction, Charlotte Water, Charlotte Douglas International Airport and the Charlotte Department of Transportation.

OFFER TRAINING AND REMOVE BARRIERS TO EMPLOYMENT

GOOD PAYINGJOBS

Our commitment to connecting

workers of all ages to high demand occupations and assisting those with barriers to employment.

Key areas of focus related to Good Paying Jobs.

Offer training and career coaching in high growth industries and remove barriers to employment

Connect youth employment, mentoring

and other services with similar activities

for adults

Promote equitable economic development

through community engagement efforts that

link residents, businesses and other agencies

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Focus Areas


Jonathan CountsProject P.I.E.C.E. graduate

I heard about the Urban League and their cutting edge programs and attended an 8-week training program in Fiber Optics. The professors were very knowledgeable and experts in their fields. They made the courses interesting and mentored each student. I am now a proud recipient of a National Fiber Optic/Broadband Certificate which led me to a position at AT&T/Direct TV. This tremendous opportunity has afforded me opportunities to advance in a short period. I will always owe a great deal of gratitude to the Urban League."


Expansion of Mayor’s Youth Employment Program (MYEP)MYEP was founded in 1986 to improve neighborhood quality of life through community engagement strategies that ensure children are safe, succeeding in school and supported by the commu-nity. Housing & Neighborhood Services expanded the program in 2017.


• City government offered 411 paid internships (completed as of June 30) with 378 of those internships being part of MYEP

• 2,231 students and 102 vendors participated in the 2017 Charlotte Career Discovery Day

• 1,006 youth received job and career readiness training

• 70 MYEP host employers

The Mayor’s Mentoring Alliance (MMA) MMA convened more than 50 local mentoring and youth serving agencies to learn from one another and to share best practices for mentoring children and youth.


• 204 attendees including 68 Charlotte-Mecklenburg police officers participated in MMA ‘Mentor 101’ and other workshops to learn how to become the best mentors possible.

• Based on agency responses, more than 15,000 children have been exposed to mentoring opportunities through agency participation in MMA workshops.

• MMA partnered with the West Boulevard Neighborhood Coalition, Double Oaks, Hidden Valley and Grier Heights for National Night Out (NNO) celebrations in August 2017. Staff representing 20 community mentoring agencies connected with neighborhood residents to become mentors.

Youth Job FairsHousing & Neighborhood Services of-fered youth job fairs to connect young residents with job opportunities.


• In total, youth job fairs have resulted in creating job and career related touchpoints with 649 residents, with 349 attending job fair events hosted by Housing & Neighborhood Services.

• At least 23 of the job fair attendees were in a new job opportunity within the first three months of attending a fair.

• Two youth job fairs targeted 16-24 year olds to connect them directly with employers that were actively hiring since April 2017.

• In May 2017, a partnership was established with retailers at the Charlotte Premium Outlets, as well as Goodwill Industries of the Southern Piedmont, Charlotte Works and the YMCA of Greater Charlotte, providing additional wrap-around services, which reduce barriers to entry for 18-24 year olds.

• In total, 158 individuals from the target group attended the event, along with 11 participating employers and four community partner organizations.

GOOD PAYINGJOBS

CONNECT YOUTH EMPLOYMENT & MENTORING


• Of the 33 open positions represented at the event, 19 people have received job offers to date.

• Housing & Neighborhood Services’ Youth Programs partnered with the CMPD in August 2017 to host a Youth Job Fair that provided an opportunity for Charlotte’s young residents, 16-24, who may have a pending criminal charge, prior arrest or prior conviction on their record to meet and interview with employers that hire from within this population.

• In total, 24 employers participated, representing dozens of open positions in locations across Charlotte. A total of 175 job applicants participated in the event.

• Youth Programs partnered with CMS in July 2017 to help recruit for open positions in the CMS system.

• 16 people attended these information sessions. Four candidates have secured job offers to date.

Tech CharlotteTech Charlotte provides 16-24 year old residents with technology experi-ences, industry education and applica-tion and career pathways.

Key Milestones/Accomplishments

• Tech Charlotte launched in April 2017 with an initial commitment of $50,000 from Microsoft at the Charlotte Chamber of Commerce.

• Recruited from the Charlotte-Mecklenburg Schools MYEP eligible list with all candidates either attending a Title I school or residing in a Charlotte Housing Authority property.

• Aug. 11, 2017 Tech Charlotte Youth Celebration and Showcase at the Foundation for the Carolinas.


Mary MangHauCing

Student at Central Piedmont Community College and MYEP

Participant.


Abraham HowellCoach/Charlotte Premium Outlets employee and youth Job Fair participant.

“It was truly a dream come true to be in the program. It showed me that sometimes we just need to have confidence and to believe in ourselves.”

- Mary MangHauCing

I hope this job helps my future by allowing me to gain the proper skill set for my future career in business psychology.”


Economic Development Department AlignmentCity government created a new Eco-nomic Development department to focus on enhancing and creating eco-nomic opportunities for a range of peo-ple and utilizing the lens of equitable economic development.

Charlotte Business Resources and Small Business/Entrepreneurial SupportCharlotte Business Resources aims to connect residents with the information needed to start and run a successful business. The web portal offers a com-munity-wide collaborative effort to save business owners time and money. The city’s Entrepreneurship and Small Busi-ness Development team advocates

for the needs of small businesses and entrepreneurs, provides networking op-portunities and connects resources.


• CharlotteBusinessResources.com web portal has seen over 20 percent increase in usage from last year.

• Economic Development recorded eight podcasts to feature information on how to start and grow a business as well as highlighted local entrepreneurs sharing their success stories.

• Economic Development partnered with Mecklenburg County on a survey of local small businesses that assessed needs, challenges and opportunities doing business in Charlotte-Mecklenburg.

• Living Cities Accelerator team wrote a successful proposal focused on increasing procurement with minority-owned businesses both within city procurement and by local corporations and anchor institutions.


Amy Tynan Chirico

Aerial CLT Founder and user of Charlotte Business Resources and

other small business support efforts

GOOD PAYINGJOBS

PROMOTE EQUITABLE ECONOMIC DEVELOPMENT

There is such a long laundry list of stuff to know when starting a business. It’s overwhelming, scary and potentially full of penalties that usually new businesses can’t afford. Having this information all in one spot on CharlotteBusinessResources.com has been tremendously helpful to us. Most government websites are difficult to navigate and leave you with more questions than answers. CBR is well-organized and informative, a breath of fresh air!”


Community Forums & ConversationsConversations led by the Charlotte-Meck-lenburg Community Relations Committee (CRC) and the Community Building Initia-tive allowed the community to have open and honest dialogue about events that oc-curred in Charlotte and across the county in a safe space.


• CRC also facilitated 146 different types of engagement opportunities that span city departments and employees, council district meetings and town halls, community organization meetings, faith organization meetings, university meetings, advisory council meetings, neighborhood association meetings, conferences, expungement clinics, panel discussions, task force meetings, radio and news conferences, public schools events and training opportunities.

• CRC helps lead important diversity outreach efforts such as outreach with Charlotte Uprising, Heal Charlotte, Latin American Coalition, Nuevo Dia Cultural Connectors, Refugee Support Services, Soy Latino Como Tu, Be the Change/Marcando la Diferencia.

• CRC also facilitated important community conversations regarding protest activity on Latrobe Drive and discussed the change in the Extraordinary Events ordinance for public input.

Other Community Relations Committee Efforts• CRC hired CMPD Community

Coordinators to provide specialized services responding to families of crime victims in conjunction with CMPD’s homicide support teams, individuals and groups, support for activities of CMPD, maintaining contact with special interest and community groups, identifying community needs and resources to meet those needs, and resolution of citizen’s complaints of inadequate services or unfair treatment by police.

• CRC processed 1,756 referrals for mediation; mediated 1,173 cases with a 83 percent success rate; saved the local criminal justice system $234,600 and 2,346 hours of court time.

• CRC provided Habitat for Humanity Conflict Resolution Training to future homeowners and family members.

• CRC offered city services training in Spanish with NBS and Latin American Coalition.

• CRC developed and produced Fair Housing brochures in multiple languages; Hmong, Vietnamese, French, and Arabic.

• CRC worked with CMS Community Partnerships to host a Latino Youth Education Summit with 175 High School Students.

COMMUNITYENGAGEMENT

Our commitment to providing

opportunities for the community to engage and

provide feedback on actions outlined in the Community Letter, as well as to offer ideas for future work and

partnerships.

Key areas of focus related to Community Engagement.

Offer community forums co-hosted with other city departments and Community Building

Initiative

Equip city employees and resident ambassadors to discuss Community

Letter initiative with others in the community

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Focus Areas


Patricia AlbrittonChair, Charlotte-Mecklenburg Community Relations Committee


Equip residents and employees to discuss Community LetterThrough city government’s Take 10 Part 2 Initiative, a group of city em-ployees and residents had conver-sations with community members about the Community Letter and how to make Charlotte a better communi-ty. With a goal of 10,000 one-on-one conversations, the city sought to better understand what the items outlined in the Community Letter really mean to people, how they touch them personal-ly and what other ideas the public has to make Charlotte a better place for all.


Civic Leadership Academy (CLA) Training on Community Letter• 250+ applicants; 35 accepted, 34 participants graduated.

• 94 percent of graduates indicated confidence in understanding and utilizing city government.

• 97 percent of graduates indicated that the program equipped them to take action on an issue they consider important.

Take 10, Part 2• Ambassadors received the

Community Letter and information in order to have conversations with residents about the letter.

• 7,865 conversations have been conducted, which includes:

- 5,685 phone conversations conducted with residents who called into 311 with service requests.

- 1,806 face-to-face conversations conducted by employees from across the city.

- 34 civic leaders from diverse communities attended training and held 282 face to face conversations with friends, family and people outside of participants’ social circles.

- High school Students conducted 92 conversations and counting!

Pop Up Events • Take 10 Part 2 ambassadors

from the Youth Council, Civic Leadership Academy and city staff popped up at meetings including, the Eastland Rising event, Rotary Clubs, Cotswold Farmers Markets, Tuesday Morning Breakfast Club, Community Investment Plan public meetings.

• Ambassadors also visited transit stations, the Gov Porch in front of the Charlotte Mecklenburg Government Center, alongside CIP public meetings, at the Eastland Rising event, among others.

CRC SURVEY RESPONSE


Taryn Rimland

Civic Leadership Academy participant who took the idea of

conversations back to Girl Scouts Hornets Nest Council, where she

works.

“In our girls, I see so much of myself – having lived a relatively sheltered life. Girl Scouts is at the core making them leaders and global citizens. We were doing them a disservice by not exposing them to all parts of our community. These conversations are helping them open their eyes, explore new topics and ask hard questions.”

We have been intentional in bringing partner groups together; building a single focus to reach a greater number of people. Our committee members are strategically involved in their neighborhoods and organizations to share that we exist as another way to understand their opportunities while connecting to resources and information.”

– Patricia Albritton

Joining city leaders, police and the community in small group discussions allowed individuals to air their grievances and support, ask questions, and build connections.”

– Community Forum Attendee


Internal Opportunity Team/Model EmployerThe city’s Internal Opportunity team works to align employment practices and service delivery with the broader community efforts around economic opportunity. The first phase of the work focused on city employment practices and culture.


• Increased minimum pay for city employees to $15 per hour, two years ahead of schedule

• New health plan option for city employees

• Non-exempt pay plan/public safety pay plan market adjustments

• Paid parental leave

• City-wide apprenticeship program

• Eight-hour employer-sponsored volunteer day

Review of city policies through economic and racial equity lensCity employees analyze policies and prac-tices from an economic and racial equity perspective and communicate about race in responding to the Leading on Opportunity Report.

Key Accomplishments/Milestones • Partnership with Government Alliance on

Race and Equity on projects. This work on specific projects is ongoing but will look at current processes and practices through a racial equity lens to ensure processes are fair and accessible to all people throughout the city.

• Programs and policies to be assessed include: tree canopy maintenance and tree replacement planting, resident-initiated bus stop location decisions, North End Smart District programming and various investments, waterline rehab location decisions, private water line replacement loans, litter picking/street sweeping requests and services, pedestrian/car collisions locations and infrastructure investment, community engagement and the rezoning process.

Additional efforts to include: • Adding housing education courses for

city employees.

• Increasing down payment assistance available to employees.

• Examining the recommendations from the Leading on Opportunity Report and looking to offer new resources to employees to remove barriers in the three key areas; early care and education, family and child stability and college and career readiness.

CITY OPERATIONS

Our commitment to removing barriers for economic

opportunity by looking at existing

city services, programs and

policies.

Key areas of focus related to City Operations.

Creation of internal opportunity team,

review of city employee benefits and creation of apprenticeship program

for city jobs

Review of city policies and services through a

lens of economic mobility and racial equity

City government budget adjustments to align

with Community Letter objectives and economic

mobility lens

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Focus Areas

TAKING ACTION

City governmentIncreased minimum pay for city employees to $15 per hour, two years ahead of schedule.


Budget adjustments to align with Community Letter The Adopted FY 2018 Budget and FY 2018-2022 Community Invest-ment Plan (CIP) include key invest-ments that support safety, trust and accountability; quality, affordable housing; and good-paying jobs. These investments are designed to create a more inclusive community where all residents can benefit from the city’s growth and economic pros-perity.


General Fund BudgetSafety, Trust and Accountability

• Swore in 62 additional police officers.

• Approved additional funding to hire full-time crime scene/crime lab technicians, analysts, administrators and specialists.

• Additional airport law enforcement officers.

Quality, Affordable Housing

• Allocated almost $1 million in funding to provide additional staff to support the affordable housing program , code enforcement, capacity building and neighborhood problem solving.

Good Paying Jobs

• Created a new apprentice program in Charlotte Water and the Aviation Department through a $200,000 allocation.

Community Investment PlanThe Community Investment Plan (CIP) is a long-range capital investment program designed to meet the cur-rent and future needs of our growing community. Safety, Trust and Accountability

• Provided $12.5 million in additional funding for the CMPD Central Division Station.

• Allocated $4.1 million to replace critical police operations equipment.

• $5.8 million funded for one new infill fire station in the Clanton Road and I-77 area. New station to house one engine company, requiring an additional 18 firefighters.

• $600,000 toward completing the renovations of Fire Station 27.

Quality, Affordable Housing

• Investing $6 million over the next five years in the Affordable Housing Program to provide additional support and increase housing.

• Allocated $105,000 per year to preserve the city’s existing housing stock or eliminate deteriorated housing.

• Added $75,000 a year to expand the Neighborhood Matching Grants program, established to support neighborhood organizations.

Good Paying Jobs

• Provided $3 million to complete the North Tryon Streetscape Redevelopment project and revitalize the corridor between Dalton Avenue and 30th Street.

• $1 million to invest in the business corridors of North Tryon, Beatties Ford Road, Rozzelles Ferry Road and Wilkinson Boulevard/Morehead/Freedom.


Larry Mackey

Charlotte Water employee & member of the Internal

Opportunity Team

It was a great opportunity to work with other employees outside of those in my department. We all share the same concerns. It was an honor to be part of this team because it’s one-of-a-kind. The leadership of this city is listening to the people who work here and live here to make Charlotte a better place.”

-Larry Mackey


Our love, passion and pride for our city demand action. To move forward requires everyone’s help. When our

community comes together, great things happen. This is our spirit. This is our culture. This is our city.

We will lead. We will act. We will do this together.

Charlotte City Council

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