[{"_1":2,"_99":-5,"_100":-5},"loaderData",{"_3":4,"_26":27},"root",{"_5":6,"_17":10,"_18":19,"_20":21,"_22":10,"_23":-5,"_24":-5,"_25":10},"user",{"_7":8,"_9":10,"_11":10,"_12":-5,"_13":-5,"_14":15,"_16":-5},"roles",[],"isAuthenticated",false,"isPremium","planName","subscriptionStatus","featureFlags",{},"insightsBudget","isDevelopmentHost","userPreferences",{},"recaptchaSiteKey","6LcvOJcUAAAAAHsB-gPGfGktcRlKpH7OTIU_dMTD","isImpersonating","impersonation","affiliateStatus","isFreedomPortal","routes/v2/article/layout",{"_28":29,"_30":31},"notFound",true,"relatedArticles",[32,75,87],{"_33":34,"_35":36,"_37":38,"_39":40,"_41":42,"_43":44,"_45":46,"_47":48,"_49":50,"_51":52,"_53":54,"_55":56,"_57":58,"_59":60,"_61":62,"_63":64,"_65":66,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},"mediaId",6682374,"mediaKeyId","2216017-65bb23c06efe2926b6549f22879820ec","parentId",2216017,"title","Charlotte staff outline mobility plan, say $55 million pilot ready and present long‑term 30‑year funding vision","audioSeconds",5188,"startMs",110000,"endMs",5298000,"viewUrl","/Search/View?dp=1&key=2216017-65bb23c06efe2926b6549f22879820ec&start=110&end=5298","thumbnailUrl","https://assets.pipeline.soar.com/2216017-65bb23c06efe2926b6549f22879820ec/thumbnail_110000.jpg","articleUrl","/articles/6682374/Charlotte/Mecklenburg-County/North-Carolina/Charlotte-staff-outline-mobility-plan-say-55-million-pilot-ready-and-present-longterm-30year-funding-vision","mediaUrl","https://secure.pipeline.soar.com/6682374-86535b7efde450906f4eaba31ba27313/orig.mp4?Expires=1770443028&Signature=V~aJvoMv9VbcQVHY6aCQ7vRvNaXHRoBZoTn2DoUF8ThUvg8GzBWs12m05DWgqaS-qFQ1w4bPfjV9RPdGnT-eRM140S2nloR9sm~RcHBA9Q4CmC-FOKBnvdKaHIJJAJ~AdxVb5D5GHjOtHS94b-pGb8zYpCv02x5428DagXLYJAYKgzN2sQbx6X83qSS-BrtEFz1e5Ke-2WOpK17Qm~HTGeQ~C3IXabgicWbiGIlO4zHeSu7JW-~OmG70x3mRPruzYumJcZynczi8W~oOWzLdAXMobTDU~S6q-sdp-bCNJzUIdlFlklcxw0945CnDfMHgWfXzmSrNYMKUT~dvVGmp0Q__&Key-Pair-Id=KUT5TJCACFTXG","author","Charlotte","date","2025-02-04T00:07:21.657Z","article","City transportation and general‑services staff told the Charlotte City Council at a retreat session that a new, place‑based approach to mobility is already producing measurable, short‑term results and can be scaled to a long‑range, 30‑year investment program if a regional sales‑tax proposal gains approval.

Ed McKinney, who led the staff presentation as the city manager’s office project lead, said the idea is to pair targeted street, sidewalk and transit‑stop investments with broader policy aims such as housing access and economic opportunity. “We want to prove to the council and the community what we can do with this money,” McKinney said, describing a team‑of‑teams approach that puts procurement, design, construction inspection and community engagement at the table early.

The staff described an initial, council‑funded $55 million bond that produced two test areas — Harrisburg Road and Arrowood — where the city has moved quickly on “tier 1” projects. McKinney highlighted a Harrisburg quick win: “We built 350 linear feet of sidewalk,” he said, and showed an internal sign marking the project as complete. Staff told the council they had already programmed roughly 60 percent of the $55 million in short‑ and mid‑term projects and expect many of the remaining items to enter design or construction within months.

Former Oklahoma City Mayor Mick Cornett, brought to the retreat as a peer speaker, framed the issue as part of a larger civic competitiveness argument: “We're creating a city where your kid and your grandkid are gonna choose to live,” Cornett said, urging elected officials to frame infrastructure investments as long‑term civic renewal. Cornett described Oklahoma City’s multi‑phase, voter‑backed infrastructure programs and emphasized the mix of public campaign work and private sector support he used to pass multi‑year sales‑tax initiatives.

Staff also tied the local work to the region’s proposed transportation funding package. In the presentation Ed McKinney and other staff repeatedly used the figure discussed earlier in the day — Charlotte’s projected share described in the meeting materials as “570,000,000,0.0” — which staff characterized in the retreat briefing as the city’s 40 percent share of the regional plan under discussion. McKinney said the city is aligning the strategic investment approach with the regional transit “Better Bus” proposal and with planned rail investments so surface infrastructure, bus stops and mobility hubs connect to higher‑frequency service where possible. McKinney noted the Better Bus plan calls for a 50 percent increase in bus service overall and highlighted the goal known in staff materials as “15 for 60” — 15‑minute or better service for roughly 60 percent of current riders.

On procurement and delivery, staff pressed the point that speed and teamwork matter. McKinney said the team favored “unbundling” larger projects into smaller, buildable pieces so work can advance quickly rather than waiting for lengthy single‑project procurement cycles. He also described a “center pendulum” design principle used internally to find the compromise between ideal designs and buildable scope.

Council members pressed staff about equity, local business participation, neighborhood impacts and whether the city can ensure projects benefit existing residents. Council members also raised homelessness, safety and workforce training as connected priorities; staff and outside speakers said the mobility investments were intended as one tool among many to support access to jobs and services. McKinney said the next steps are to complete programming for the $55 million pilot, expand community engagement in Arrowood and Harrisburg later this year, and to lay out a multi‑decade implementation framework if the county‑level tax measure moves forward.

What happened next: Staff will complete designs and begin additional contracts under the $55 million program; they said they are ready to scale the approach and will return to council with additional details for community engagement and project phasing.

Why this matters: Council members and staff framed mobility investments not primarily as transportation engineering, but as a lever for economic access, housing affordability and workforce opportunity. Quick, visible investments — sidewalks, lighting and bus shelters — were presented as the start of a longer, place‑based strategy.","mediaType","Video","parentTitle","2025 City Council Annual Strategy Meeting - January 28, 2025","oneSentenceSummary","City transportation and general‑services staff told the Charlotte City Council at a retreat session that a new, place‑based approach to mobility is already producing measurable, short‑term results and can be scaled to a long‑range, 30‑year investment program if a regional sales‑tax proposal gains approval.","taxTitle","Charlotte, Mecklenburg County, North Carolina","taxId",4848,"location","headline","","shortSummary",{"_33":76,"_35":36,"_37":38,"_39":77,"_41":78,"_43":79,"_45":80,"_47":81,"_49":82,"_51":83,"_53":84,"_55":56,"_57":58,"_59":85,"_61":62,"_63":64,"_65":86,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6682365,"Experts urge mentor‑protege programs, prompt payment and project‑level goals to grow minority and women‑owned suppliers",563,10298000,10861000,"/Search/View?dp=1&key=2216017-65bb23c06efe2926b6549f22879820ec&start=10298&end=10861","https://assets.pipeline.soar.com/2216017-65bb23c06efe2926b6549f22879820ec/thumbnail_10298000.jpg","/articles/6682365/Charlotte/Mecklenburg-County/North-Carolina/Experts-urge-mentorprotege-programs-prompt-payment-and-projectlevel-goals-to-grow-minority-and-womenowned-suppliers","https://secure.pipeline.soar.com/6682365-df868995522ea15231564a67582a8dde/orig.mp4?Expires=1770443028&Signature=JDpSK8EgiQmr8v4x-lDRfnDDgoD07rrpaZCVNJaDa4wazkAwznvfH6mJHnd8J2N2Tbq7pcT56ibUg1zD~aDj5JWElC1ShpEbzwwKJRSvyoZ9Ng1ceg0TLGLTC6Bct9jeYJLhZjihTv0HVe3D8fv2pvauFgKMtlRZKc1xO~wk4-awCbO3Xem-Bu6z8hfCDQxPUKrDaPajPcOLZ1Bzo2jv1u31eDFPxHe~W4J4VXLzFrFAl3tzIDz6Rxz6vWH0~RrutGcLAwD5bBMF7YsfA~BLxPRaP-mFt9CC49wSHmQkPdadBeRr8FsEW4Haa4ZyHWwFqaOWGVCpsFCH0IyVQ0--lw__&Key-Pair-Id=KUT5TJCACFTXG","Charlotte council members heard national and regional practitioners advise several practical reforms to expand minority‑ and women‑owned business participation on large public projects, including mentor‑protégé programs, prompt‑payment rules and project‑by‑project, commodity‑specific goals.

Monica Allen (assistant city manager) introduced a panel that included Franklin Lee (legal advisor with long experience in disparity studies), Eulace Cleckley (infrastructure and urban projects), and Marcus Kirkman (business inclusion manager, Asheville). The experts emphasized that legal constraints exist, but local leaders can still adopt a mix of tools that increase participation while reducing legal risk.

Key recommendations and examples from the panel:

- Project‑level goals and objective scoring: Experts urged councils to set participation goals that are specific to each contract and informed by availability analyses. Franklin Lee recommended evaluating waiver requests concurrently and using an objective scoring rubric so bidders are treated consistently.

- Mentor‑protégé and joint‑venture arrangements: Panelists described mentor‑protégé relationships and joint ventures as reliable ways to increase capacity. Eulace Cleckley noted that several firms that began as protégés later became prime contractors on large projects; he urged structured support from primes, including back‑office assistance, technical mentoring and shared staff.

- Prompt payment and cash flow: Panelists argued that speed of payment is a competitive advantage for small firms. Franklin Lee and others cited a public program that cut invoice payment to 48 hours for construction managers on public school projects — an administrative change that reduced financing costs and lowered overall program expenses.

- Equitable distribution and rotation lists for professional services: The panel described how cities can create pools for architectural/engineering and other professional services and allocate task orders through an equitable rotation so prequalified firms receive repeated opportunities to build track records.

- Capacity building and outreach: Cities should invest in training, outreach and pre‑bid engagement. Marcus Kirkman highlighted Asheville’s “Inspire” list and one‑on‑one pre‑bid meetings that connect project managers to minority vendors before bids are issued. The panel also described how targeted summits and meet‑the‑prime events reduce the excuse that “we couldn’t find qualified vendors.”

Legal context and risk: Franklin Lee reviewed national trends in litigation and said cities should follow narrowly‑tailored, evidence‑based approaches that rely on disparity studies and economic impact analysis. He cautioned about emerging national litigation against equity‑based programs and recommended thorough documentation, transparent scoring and defensible procurement procedures.

Council and staff reaction: Council members pressed for concrete next steps: improved pre‑bid outreach, faster invoice payment pilots (staff highlighted a 15‑day quick‑pay pilot), mentor‑protégé pilots on a subset of projects, and clear, district‑level maps of investments to support business outreach. Staff said they will fold the panel’s recommendations into a three‑year roadmap and return with proposals for pilot rules and tracking systems.

Why this matters: Charlotte expects to scale capital work significantly over the next decades; experts said that without deliberate capacity building and cash‑flow changes, small minority firms may not be able to compete for or benefit from the resulting work. The panel’s unanimous message: set reasonable, transparent goals, pay quickly and invest in capacity.

Next steps: Staff committed to a formal MWSBE strategic plan and a three‑year roadmap; staff will present draft pilot procedures for prompt pay, mentor‑protégé programs and project‑by‑project goal setting to council committees.","A national panel at the Charlotte retreat recommended project‑level participation goals, mentor‑protégé programs and prompt‑payment pilots to expand minority‑ and women‑owned business participation on upcoming infrastructure work.",{"_33":88,"_35":36,"_37":38,"_39":89,"_41":90,"_43":91,"_45":92,"_47":93,"_49":94,"_51":95,"_53":96,"_55":56,"_57":58,"_59":97,"_61":62,"_63":64,"_65":98,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6682369,"Panelists at Charlotte retreat urge earn‑and‑learn, childcare and employer‑led pipelines to fill mobility era jobs",1652,8057000,9709000,"/Search/View?dp=1&key=2216017-65bb23c06efe2926b6549f22879820ec&start=8057&end=9709","https://assets.pipeline.soar.com/2216017-65bb23c06efe2926b6549f22879820ec/thumbnail_8057000.jpg","/articles/6682369/Charlotte/Mecklenburg-County/North-Carolina/Panelists-at-Charlotte-retreat-urge-earnandlearn-childcare-and-employerled-pipelines-to-fill-mobility-era-jobs","https://secure.pipeline.soar.com/6682369-1c86a2b44ad608509e9e09d56f5d946d/orig.mp4?Expires=1770443028&Signature=DI7o63I6awslcsgeHZ7hdMty02am1IsyzHmX4rkRXBxfpbNSMvFYKZuVwCCKSxNgcNfLlSU9kson3c~iWNKmll2epQxAWAC4dhjEc37jy8xcKtMqviKEj0iDMIX5KYuof~Z-4LGXjuhg1sZM~5lXBbPMNAWVo6xNL-mocjTQhrvg12fvXQ2yD0VGGIgloTlQD~ipVA~hN~jAj7qGGeS6oiqLmx8C5sli1Qs0Qi6PFmScQXb4miu1IPgTJboXRgJ4IlI5IaH7RX05ybfk6B98U8P9OWJaInPbwf4bQ6nXOV-4grUFBurI7NwD15KX-KO12VP68aor-9PRL5pT381~Xg__&Key-Pair-Id=KUT5TJCACFTXG","Charlotte’s workforce development discussion at the council retreat brought national and regional practitioners to the table and underscored a recurring message: investments in mobility and infrastructure will only deliver promised economic opportunity if the city builds coordinated, employer‑focused training pathways, reliable supports and ways to scale proven programs.

Danielle Frazier, director of Charlotte’s Office of Workforce Development, opened the panel by describing the city’s work to finalize a strategic workforce plan and to use employer partnerships to shape training and hiring. “Successful workforce development programs are important when you have employer leaders at the table driving the efforts,” she said, and introduced leaders from Phoenix, Austin, Philadelphia, Boston and Atrium Health to describe on‑the‑ground programs.

Examples shared at the retreat:

- Austin: Yael Lawson described the Infrastructure Academy, a public‑private partnership created to meet multiple simultaneous projects (light rail expansion, highway work, airport expansion, corporate investments). The Academy brings recruitment, training, childcare and employer connecters under a single “hub” so trainees can enroll quickly and employers can access a vetted workforce. Austin plans a public launch event and said the program links training vouchers to on‑the‑spot employer placements.

- Phoenix: Lucetta Hogans told council that her office used discretionary ARPA and other funds to stand up mobile workforce outreach and to fund training and small‑business supports. Phoenix has used a mix of city, county and private funds to create more accessible entry points for people who otherwise do not reach conventional workforce centers.

- Philadelphia: Patrick Clancy described the city’s summer‑jobs and career‑connected learning model that seeks to engage people as young as 12 and to offer a continuum of summer and year‑round work and internships. He told council the city runs a 7,000‑slot summer program and that demand far exceeds available placements (he cited roughly 15,000 applicants), and he said the city uses grants and municipal funds to expand capacity.

- Boston: Trinh Nguyen outlined mayoral priorities to place residents without four‑year degrees into good‑paying jobs through targeted sector programs (health care, child care, clean energy) and by pairing employers and training providers. Boston’s investments include subsidies, tax‑credit outreach and city‑operated career services.

- Atrium Health: Cynthia Bailey described employer‑operated programs including youth internships, a “rise to success” program that allows high‑school seniors to work while they begin community college, and a “fair chance” hiring program for people with criminal records. She said hospitals are creating tiered, employer‑sponsored pathways where front‑line hires can pursue credentialed career progression inside the health system.

Panelists stressed common themes: the importance of employer buy‑in; the need for childcare, transportation and rapid credentialing to prevent trainees from dropping out; and the value of “earn‑and‑learn” or apprenticeship models that reduce the upfront cost barrier for workers. Several speakers also noted the value of taxpayer dollars used to leverage private business support — for example, Phoenix’s employer partners helped underwrite rapid outreach campaigns.

Council members used the session to press staff on near‑term moves the city can take to connect existing residents to airport and health‑sector jobs, to scale apprenticeships and to create payment or benefit designs (transit passes, tuition assistance) that remove barriers to participation. Staff answered that the workforce plan will reflect local priorities and will be accompanied by implementation steps and metrics to report back to council.

Why this matters: Mobility and infrastructure investments expand the number and type of local jobs. But panelists argued that infrastructure alone will not increase residents’ economic mobility unless cities: (a) build employer‑driven training and apprenticeship pipelines; (b) fund the supports — childcare, transportation passes, rapid credentialing — that let trainees keep working while they train; and (c) set measurable outcomes tied to wages and job retention.

Next steps: Staff said they will incorporate council feedback into a draft workforce plan, present detailed implementation steps to the Jobs & Economic Development committee and continue engagement with employer partners and training providers.","Charlotte’s workforce development session at the council retreat featured national and regional practitioners urging employer‑led training, apprenticeships and wraparound supports to connect residents to jobs that mobility and infrastructure investment will create.","actionData","errors"]

Article not found

Charlotte staff outline mobility plan, say $55 million pilot ready and present long‑term 30‑year funding vision

Experts urge mentor‑protege programs, prompt payment and project‑level goals to grow minority and women‑owned suppliers

Panelists at Charlotte retreat urge earn‑and‑learn, childcare and employer‑led pipelines to fill mobility era jobs