[{"_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",6668930,"mediaKeyId","2216018-81fdeced3945980daae714be5b4c877e","parentId",2216018,"title","Charlotte manager previews $4.2 billion budget: no property‑tax increase planned, public safety dominates general fund","audioSeconds",2805,"startMs",11963000,"endMs",14768000,"viewUrl","/Search/View?dp=1&key=2216018-81fdeced3945980daae714be5b4c877e&start=11963&end=14768","thumbnailUrl","https://assets.pipeline.soar.com/2216018-81fdeced3945980daae714be5b4c877e/thumbnail_11963000.jpg","articleUrl","/articles/6668930/Charlotte/Mecklenburg-County/North-Carolina/Charlotte-manager-previews-42-billion-budget-no-propertytax-increase-planned-public-safety-dominates-general-fund","mediaUrl","https://secure.pipeline.soar.com/6668930-4ed6e6eb6614178a9ba1355955752780/orig.mp4?Expires=1770437932&Signature=GpnIbPGKo5ZOf25SG9GbWibiZIC4gj-8F4wIjUCv21nPQCeiHt4gABXN7aDTQKn5B7agp04GrYZ3gxLFLCRVYjVYdwKpT8HFpX77ndTsrzFXfvK8pZzR~lZgdUuEpbNnaax0~NEZohLFQBnp3fGs4PN8dQCVTFO3ZK2OCaZeZdX6wM2FpyS779QSYJdirp4R~i5CzI4DWazLzJ5lOCZ5hBcAWK6XslbVwzoSVvcLn6km2y9ByWzBZHZuSKHhOsPuw7AkZ0VMEDHsqlPr9n-4zS0~MLEaZGa2jgKauvIqF5iUc3vIQKS6UxcLgSaTZBEmP0A1nBGu8kmdM4l5-lSAYw__&Key-Pair-Id=KUT5TJCACFTXG","author","Charlotte","date","2025-02-04T00:07:22.443Z","article","City Manager Marcus Jones and budget staff presented an early preview of the city’s next budget at the Charlotte City Council retreat, describing a $4.2 billion overall spending plan in which the general fund accounts for roughly $828 million and personnel costs consume most discretionary resources.

Key numbers and context

• Total budget and general fund: Jones described the city’s total budget as about $4.2 billion and said the general fund is approximately $828 million. Budget staff told the council about the distribution of revenues and internal service and enterprise funds used for utilities, transit and stormwater.

• Personnel costs dominate: Budget staff said about 73% of general‑fund spending is for personnel and that public safety accounts for the largest share of those positions. Ethan (strategy and budget) noted that roughly three‑quarters of dollars in the general fund go to existing staff and that ongoing revenue must back ongoing personnel commitments.

• No property‑tax increase planned: Staff said the manager’s proposed FY2026 budget will not include a planned property‑tax rate increase. Hannah (budget staff) presented the mechanics of revaluation and the “revenue neutral rate” that typically lowers the tax rate at revaluation unless the council takes additional action.

• Sales tax trends and uncertainty: Presenters cautioned that sales tax — the second‑largest revenue for the general fund — slowed after unusually high growth in recent years and is reported to the city with a quarter lag. Staff showed scenarios for sales tax and property tax growth and said projections are sensitive to national economic trends.

• Triple‑A bond rating and fiscal discipline: Marcus Jones and budget staff pointed to the city’s triple‑A rating as a product of disciplined fiscal practice, balanced budgets and reserve policies. Staff reiterated budget principles that avoid using one‑time revenue for ongoing expenses.

• Pay and unavoidable growth: Staff identified about $30.4 million in unavoidable FY2026 cost growth (contractual inflation, benefits and annualizing previously approved actions). The manager and budget team said they would present a proposed pay plan and options for covering unavoidable costs in the manager’s May proposal.

What council sought and staff follow-up

Council members asked for more detail on how compensation, recruitment and retention pressures — particularly in CMPD and fire staffing — would be accounted for in the proposed plan. Several members asked for continuing budget workshops and for staff to return with scenarios for tradeoffs and priorities. Staff said they would provide materials and continue the two‑year budget dialogue during committee meetings.

Ending note

Budget staff framed the retreat preview as an informational step in a longer process: the manager will return in May with a formal proposed budget and the council will hold public hearings and workshops before adoption. Council signaled interest in using the retreat guidance to shape priorities before the formal proposal is released.","mediaType","Video","parentTitle","2025 City Council Annual Strategy Meeting - January 27, 2025","oneSentenceSummary","City staff told the Charlotte City Council retreat the city plans to present a FY2026 budget proposal without a property‑tax rate increase; staff emphasized that the general fund is heavily concentrated in personnel, particularly public safety.","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},6668934,"Leading on Opportunity briefs council: Charlotte rose from 50 to 38 in Chetty mobility rankings; advocates outline policy steps",681,9039000,9720000,"/Search/View?dp=1&key=2216018-81fdeced3945980daae714be5b4c877e&start=9039&end=9720","https://assets.pipeline.soar.com/2216018-81fdeced3945980daae714be5b4c877e/thumbnail_9039000.jpg","/articles/6668934/Charlotte/Mecklenburg-County/North-Carolina/Leading-on-Opportunity-briefs-council-Charlotte-rose-from-50-to-38-in-Chetty-mobility-rankings-advocates-outline-policy-steps","https://secure.pipeline.soar.com/6668934-e225ed8635add98c7c50d971262adf7e/orig.mp4?Expires=1770437932&Signature=d2wrkFW72kOeod5thCGWipbnyD-nRHHKlYGYmhy6g-WKZkWZUiY0V1ySPdqJuN6NGgY558kxraFJTtwptMzpSVYyrGvIS-C17lt4HeDBvlpsIpe-NxucoTfXVSsB5mxmLfOM8s9cktdYP0yZPPcnJs-26Q84WiKJFhmwrb8UGFmsNoSteYbwn1oxDiuVoxIBgZO3l6GrrPx0hzBkQ29GUiJUgVg-yb6Cp~G0YFkMBf6mZSdhY5eSsx-N6mPN~gFOiuPPyYKaHjeo2ZO8F-L5qVxmh6mqRs7bB7c8~aokdJeJ9H78OS7VgWlFy3wqkGAVBIDWYII~4yDiFsMsqIILNg__&Key-Pair-Id=KUT5TJCACFTXG","Leading on Opportunity executives updated Charlotte City Council members on economic mobility findings and policy recommendations drawn from Raj Chetty’s research and local data compiled in the group’s Opportunity Compass.

Sherry Chisholm, executive director of Leading on Opportunity, told the council the county’s rank improved to 38 from 50 in Chetty’s national study of intergenerational mobility. Chisholm and Tanya Jamieson, the group’s policy lead, attributed that progress to sustained public‑private partnership, regional economic expansion and a strong nonprofit ecosystem that helps residents access services and navigation support.

Why it matters: The Chetty data and Leading on Opportunity’s local analysis are used by city and county leaders to shape long-term investments in housing, transit, education and workforce strategies. The group presented a set of “proven” policy tactics that it said are linked in research to improved mobility outcomes.

Key findings and recommendations

• Place-based, two-generation focus: Chisholm said Chetty’s latest work emphasizes improving entire neighborhoods and the social environments children are raised in, in addition to individual interventions. Jamieson recommended policies that “start in childhood” and improve parents’ economic stability because early exposure to stronger environments shows measurable gains in later life outcomes.

• Policy buckets with local examples: Leading on Opportunity mapped 150 evidence‑based tactics to the council’s committee structure and confirmed the city already implements many (marked “true/false” in the Compass). The presenters highlighted several specific opportunities for municipal or county partnership, including:

- Tenant legal representation: Jamieson cited a Mecklenburg County pilot that reached $1 million in funding in FY 2024. Research cited by the presenters shows legal representation for low‑income tenants in eviction proceedings produces net public savings in reduced safety-net costs; the city was urged to explore predictable, long‑term funding.

- Anti‑displacement and housing stability: The presenters said the city’s Home for All framework contains the elements researchers find needed to reduce chronic homelessness and displacement, but they urged clearer stakeholder buy‑in and dedicated implementation supports.

- Traffic safety and Vision Zero tools: Jamieson identified automated speed‑enforcement cameras and other vision‑zero investments as proven strategies to reduce serious injuries and fatalities. She noted North Carolina law allows some camera programs and that different cities use fixed or mobile deployments depending on need.

- Child care and workforce supports: The presentation recommended local work to support child care providers (zoning and code changes to expand capacity) and ongoing advocacy for compensation support at the state level.

- Wealth‑building and jobs: The presenters recommended scaling microloan programs, summer youth employment, and considering federally studied “Paycheck Plus” refundable tax credits for low‑income adults as tools to strengthen employment and reduce severe poverty.

What the council asked for or signaled

Council members asked for follow‑up detail on how to implement legal support for tenants locally and how state statutes affect municipal options such as camera enforcement and zoning changes to support child care. Leading on Opportunity said it will provide more granular policy materials and a countywide update of the Opportunity Compass later in the year.

Ending note

Leading on Opportunity framed Charlotte’s progress as a community achievement and encouraged continued cross‑sector collaboration. The nonprofit said the city had improved more than many peer places, but urged sustained investment and better alignment of local policy levers — including municipal, county and state coordination — to keep that momentum going.","Leading on Opportunity told Charlotte City Council that the city’s economic mobility ranking improved to 38 (from 50) in Raj Chetty’s national data and recommended evidence‑based tactics to build on that progress.",{"_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},6668939,"Charlotte council retreats to governance questions after tense debate over roles, closed sessions and trust",13471,1000,13472000,"/Search/View?dp=1&key=2216018-81fdeced3945980daae714be5b4c877e&start=1&end=13472","https://assets.pipeline.soar.com/2216018-81fdeced3945980daae714be5b4c877e/thumbnail_1000.jpg","/articles/6668939/Charlotte/Mecklenburg-County/North-Carolina/Charlotte-council-retreats-to-governance-questions-after-tense-debate-over-roles-closed-sessions-and-trust","https://secure.pipeline.soar.com/6668939-fffb42a6f4ad7232fa3003305e56728a/orig.mp4?Expires=1770437932&Signature=cOi3CIZLXh6EgjbMXF3g70U1mnnTz-YDQd4TAJG2DFM2JvucHIybcC7w-f7GmgLF8E73gO6N3Ygm43fjlGIfl6c~H9LSW1KmYQHq184dYWDmpISCpOykEE4b3rlF2SUBG14Dlip5feuSzneUXLXBUxj8QnjDG7H6IM~o0mPF0R9zOwFkBVNLS~FTAF~bjBcaKXFO7SdHGOfuKOetvSeoWWj~tO4-tu0NhC6ot9LFzUy3r7V5LmeQeYmZxiZF14jGtFSsdbJsPfglEClaigMGBQ~EoEBx7cDqzngP2yKpI9iwW1HmumOnWgQqs3g6X8Df0cfAaUzxSQWGrM16CtVKrg__&Key-Pair-Id=KUT5TJCACFTXG","Charlotte City Council members spent the retreat’s morning and afternoon sessions focused on governance, the council–manager relationship and internal conduct after a series of exchanges about who may direct staff and what belongs in closed session.

Mayor Vi Lyles opened the meeting and framed the day as a chance to “work together” and produce outcomes the city could be proud of. Facilitator De Alba Arnold (D Wilson Agency) led exercises intended to define a team operating agreement. City Attorney Anthony Fox delivered a detailed review of the council–manager form of government and the council’s rules of procedure; Marcus Jones, the city manager, and budget staff gave a budget preview that followed the governance discussion.

Why it matters: The retreat centered on duties and limits that affect how the council makes decisions, how staff implements them and how the public sees the body exercise authority. Legal clarifications about recusal, closed sessions and the statutory role of the city manager came up repeatedly as council members urged clearer, more consistent processes and sought ways to rebuild trust.

Discussion highlights

• Council–manager form: City Attorney Anthony Fox told the council this form of government is a statutory requirement in North Carolina and explained its practical meaning: “neither the mayor, the council, nor any member shall direct the conduct or activities of any city employee directly or indirectly, except through the city manager,” Fox said. He described the manager as the city’s chief operating officer and the council’s role as a policy-making board that appoints only three direct employees— the city manager, the city attorney and the city clerk.

• Contacts with staff and committees: Council members pressed for clearer, routine channels for directing or requesting staff work. Marcus Jones described customary use of assistant city managers and committee structures to develop policy and said the manager’s office is ready to work with council members but urged that “net new directives” be handled through the manager rather than by asking staff to take on unbudgeted work directly.

• Rules of procedure and meeting management: Fox reviewed the council’s adopted rules (RDA Rules of Procedure, adopted Oct. 10, 2022) and emphasized the mayor’s authority as presiding officer under Rule 6 to apply parliamentary rules, call recesses and rule motions in or out of order. Several council members called for more assertive meeting management to keep debate focused and to limit repetitive or theatrical remarks that lengthen meetings.

• Closed sessions and confidentiality: Fox explained the statutory grounds that permit closed (executive) sessions, including economic development negotiations and certain personnel matters. He warned council members about disclosing confidential material from closed sessions, saying that such disclosures can be a violation of law and of the fiduciary duties associated with the council’s office.

• Recusal and duty to vote: Fox told the council the state statute requires members to abstain from voting only when a financial conflict of interest exists; other requests to be excused remain at the council’s discretion. He recommended consulting the city attorney when in doubt and said his office would provide advisory opinions.

• Trust, respect and internal culture: The facilitator’s round-robin work and a council survey highlighted trust and respect as the retreat’s dominant concerns. Council members repeatedly returned to the same themes: members said they wanted clearer processes for placing items on agendas, better pre-meeting communications among colleagues, more reliable committee follow-through, and a culturally different way of raising and resolving disputes so personal friction did not stall city business.

What was not decided

The retreat did not produce binding changes to the council’s rules or charter. Fox explained that changes to chartered duties would require General Assembly action; amendments to the council’s internal rules could be done by the council if it chose to do so. Council members asked staff to bring back additional materials—the charter text and the full rules of procedure—for further review in committee and future meetings.

Outlook and next steps

Council members asked for clearer processes for non‑agenda items, for options to make agenda requests more visible to fellow members, and for a practical plan to improve information flow among members between meetings. The staff committed to follow up with materials (charter and rules), to provide written guidance on the difference between council direction and manager authority, and to identify a path to resume committee work on any rule changes council wants to consider. Members also signaled an interest in trust‑building steps and smaller-group conversations beyond the formal agenda.

Ending note

The retreat made governance the central issue: Fox’s legal guidance and the council’s discussions set a framework for subsequent committee work and for the manager’s budget process. Council members left the governance sessions with the same practical questions repeated throughout the day—how to balance district advocacy with citywide policymaking, how to ensure staff receives clear direction through the manager, and how to rebuild trust and civility so the council can operate more efficiently.","Charlotte City Council members spent the retreat’s sessions focused on governance, the council–manager relationship and internal conduct after exchanges about who may direct staff and what belongs in closed session.","actionData","errors"]

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Charlotte manager previews $4.2 billion budget: no property‑tax increase planned, public safety dominates general fund

Leading on Opportunity briefs council: Charlotte rose from 50 to 38 in Chetty mobility rankings; advocates outline policy steps

Charlotte council retreats to governance questions after tense debate over roles, closed sessions and trust