[{"_1":2,"_96":-5,"_97":-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",[32,74,85],{"_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":56,"_73":56},"mediaId",6180075,"mediaKeyId","5121022-69cb0980806ffe3b297b4317108c5b9f","parentId",5121022,"title","Raleigh presents progress and delays on CARES alternative crisis response program","audioSeconds",1788,"startMs",1788000,"endMs",-1,"viewUrl","/Search/View?dp=1&key=5121022-69cb0980806ffe3b297b4317108c5b9f&start=1788&end=0","thumbnailUrl","https://assets.pipeline.soar.com/5121022-69cb0980806ffe3b297b4317108c5b9f/thumbnail_1788000.jpg","articleUrl","/articles/6180075/Raleigh/Wake-County/North-Carolina/Raleigh-presents-progress-and-delays-on-CARES-alternative-crisis-response-program","mediaUrl","https://secure.pipeline.soar.com/6180075-5943f31e0435072e16836e87f353d8f0/orig.mp4?Expires=1771194259&Signature=MEXrckdItGTt4yiJLn8U3TjEKbMj61TOiITfawK8~H03BDnNfe8SjQ5O2ELqPC9PjEHNzNm~CJXGkrpYpTfQwU9mJ0SpwNLDdC0k1fHpsxP7hj~CB0ruCpiTb79ckkJ7SM~MxnJLLaZqDGWqT052PjXhVEHeGtRM36H2CAS3cJJa8HGkQqQpVkQJsP1vwx1wy9myZQ6Ct8HAf2KSxmhKnnpt3QwsJYpOlZDE2DBcAy4u6v6MyYJwXJygUoHfEQWfSXYd1ijhqUYLnJLARQg2fCgDrcL13A2GJCfFZrlm1AmkIAVSjg7AGEDP7jAE2k-KM~RkdyevQF33yxXHfvgXkQ__&Key-Pair-Id=KUT5TJCACFTXG","author","","date","2025-07-02T00:23:21Z","article","Raleigh City Council received a multi‑department update on Raleigh CARES, the city’s multi‑component alternative crisis response initiative intended to expand non‑police responses to homelessness, behavioral health, and other non‑emergency social crises.

What was reported
- Program components: care navigation (case management and housing connections), Acorns (a police co‑response unit with social workers), a crisis call diversion line operated under contract with Alliance Health, and a proposed community response team (clinicians and peer supports).
- Care navigation: staff reported the care navigation team is fully staffed, conducted a soft launch in May, and has housed two individuals since May and helped five households access services. A technical vendor (Gelato) supports client tracking; full operations for care navigation were targeted for July once Gelato was live.
- Acorns: staff said the unit has handled about 1,600 unique referrals since inception, is fully staffed, is training with Alliance and NAMI partners, and launched a Gelato database to log encounters and outcomes.
- Crisis call diversion line: Alliance, the contracted vendor, has experienced hiring delays; city training for internal staff is planned to begin in August with an anticipated multi‑week internal training and an operational target in the September timeframe but subject to the vendor completing hiring and onboarding.
- Community response team/mobile crisis: the city is negotiating a pilot with Wake County and expects to design a 24‑hour Raleigh‑based unit to reduce long county response times; city staff are working on position descriptions, a comp study impact for hiring, and an evaluation framework.

Costs, staffing and milestones
- Funding sources cited include ARPA for database/Gelato procurement and city appropriations for added positions. Staff said the city authorized a position in the city manager’s office to coordinate the program once a comp study is complete.
- Staff emphasized partnerships with Alliance, Acorns, Wake County, the police department, Raleigh Fire and the housing department. Chief of Police said crisis intervention training (CIT) has been expanded and cited a county CIT award for an officer who began on the Acorns unit.

Concerns and next steps
- Councilors asked about vendor timing and whether the diversion line will be operational by mid‑September; staff gave a cautious timeline tied to the vendor completing hiring and to internal crisis intervention training (expected to take 6–8 weeks once started).
- Staff will continue to develop the community response team pilot with Wake County, finalize the Gelato dashboard rollout, and return with a timeline as vendor hiring and the comp study allow.

Speakers (meeting attributions)
- Michelle Millette (presenter, City Manager’s Office)
- Max Dempsey (Care Navigation Manager)
- Emily Sutton (Housing & Neighborhoods)
- Madeline Horner (Acorns operational lead)
- Chief Rico Boyce (Raleigh Police Department)
- Dominic Nutter (Emergency Communications Director)

Authorities and contracts referenced
- Contract with Alliance Health for crisis call diversion (city‑contracted vendor)
- ARPA funds used to procure Gelato database and to support initial systems

Discussion versus decision
- Discussion: Council received updates on progress, vendor delays, pilot design, and training schedules.
- Direction: Council asked staff to return with firm timelines; staff was directed to keep vendor timelines and public updates transparent.
- Formal action: None taken to change contracts or funding during the meeting.

Clarifying details
- Gelato database: went live for Acorns; the care navigation soft launch occurred in May; city target for full care navigation launch in July once vendor integration completed.
- Referrals: Acorns reported ~1,600 unique referrals to date (staff figure).
- Care outcomes reported anecdotally: care navigation reported two people housed since May and five households with increased service access.

Searchable tags: Raleigh CARES, Acorns, care navigation, crisis diversion line, Alliance, Gelato

Ending
Staff emphasized that the project is multi‑agency and that the timeline for full operation of the diversion line depends on the contracted vendor’s hiring and on internal training. Councilors asked for regular progress updates and for staff to share an operational timeline when vendor staffing is confirmed.","mediaType","Video","parentTitle","Raleigh City Council Afternoon Meeting - July 1, 2025","oneSentenceSummary","City staff reported on progress — and vendor delays — for Raleigh CARES, the city’s four‑component alternative response program combining care navigation, an Acorns co‑response unit, a contracted crisis call diversion line and a planned community mobile crisis team.","taxTitle","Raleigh, Wake County, North Carolina","taxId",4736,"location","headline","shortSummary",{"_33":75,"_35":36,"_37":38,"_39":76,"_41":77,"_43":78,"_45":46,"_47":79,"_49":80,"_51":81,"_53":82,"_55":56,"_57":58,"_59":83,"_61":62,"_63":64,"_65":84,"_67":68,"_69":70,"_71":68,"_72":56,"_73":56},6180080,"Raleigh council redirects 6 Forks Road funds to safety projects, multi‑modal bridge and wetlanded priorities",3075,3075000,"/Search/View?dp=1&key=5121022-69cb0980806ffe3b297b4317108c5b9f&start=3075&end=0","https://assets.pipeline.soar.com/5121022-69cb0980806ffe3b297b4317108c5b9f/thumbnail_3075000.jpg","/articles/6180080/Raleigh/Wake-County/North-Carolina/Raleigh-council-redirects-6-Forks-Road-funds-to-safety-projects-multimodal-bridge-and-wetlanded-priorities","https://secure.pipeline.soar.com/6180080-964129e6d33c209ee0f33c5d1e3d4e52/orig.mp4?Expires=1771194259&Signature=oiOwPhAyK~Gp7vQK1n3NJCg2hlG82BGOvZmwTZnKEPEPQt1uSj6AJOoVP7dn9cFFXng~3wYiZokuTblHEVIOriAup6gXxRHov09OezXSppDLvcYhp-aQoK~D1uaxnICkisAYIqUp96GW3h3BYP0q~dur46MyJgH~AazlxWOYLntZqQVlgRxkqzzE5r2il8I~YChDTwyBNo6wzNxRwr~oCDScQXdi61CTNUiXEaSscE2vnvydSKRGFADnYq4GBQWcM3RgXDh5r-BzUK-I5p64HQwGEoQtdxStB4dxLuRWBtaQHXo59qTdMB4xAg~FGf5E5ML1JTeMXnbRT9~fbWH6IA__&Key-Pair-Id=KUT5TJCACFTXG","Raleigh City Council voted to move away from the original 6 Forks Road corridor widening after staff said market forces pushed the project far above earlier estimates and threatened the city’s ability to deliver the project as envisioned.

The council adopted staff’s recommendation to perform a scaled set of improvements — filling sidewalk gaps, adding signalized pedestrian crossings and intersection safety upgrades — and to reallocate residual local funds toward nearby projects, with priority given to a multimodal bridge design and completing two roadway projects already under construction.

Why it matters: The 6 Forks Road corridor was designed as a six‑lane, median‑divided boulevard with separated bike and pedestrian facilities. Staff told council that the original project scope and right‑of‑way needs, combined with sharp increases in land and utility relocation costs, made the project infeasible at the previously approved scale. Federal funding awarded to the project is contingent on improving travel times; that creates an additional constraint if the city changes scope.

Key facts reported by staff
- The corridor plan was adopted in 2018 and rescoping work began in 2023–2024 as cost estimates and market conditions changed.
- Staff said prior scope escalated toward about $119 million; a more recent cost estimate for the current scope rose to roughly $93.5 million (a ~67% increase over earlier estimates).
- Funding committed so far totals approximately $60.1 million (bonds plus later additions), and expenditures to date are about $9.3 million, of which roughly $4.3 million was for land acquisition.
- Staff offered two near‑term options: (1) treat the effort as a corridor of spot safety and infrastructure improvements — estimated additional cost about $7 million — producing a package of continuous sidewalks, Millbrook intersection improvements and several high‑visibility pedestrian crossings (total project expenditures approaching $16–17 million once combined with prior spending); or (2) cancel the remainder of the corridor project and limit the city’s sunk cost to the $9.3 million already spent.

Council direction and next steps
Council approved the staff recommendation to pursue the targeted safety and connectivity improvements and to prioritize remaining funds for a set of projects staff listed: first the multimodal bridge design, then funding to complete the Lake Wheeler and Barwell Road projects as originally planned, and finally Old Wake Forest/Dixie Forest if funding remains. Staff will return with implementation steps and budget adjustments.

Context and caveats
- Staff cautioned that any decision that removes road‑widening elements may make the project ineligible for some federal funds from the Capital Area Metropolitan Planning Organization (CAMPO); those funds were awarded on the basis that the project would improve travel times.
- Council members repeatedly emphasized the need to better align public engagement and project schedules to avoid long design periods that can increase costs and uncertainty.

Speakers (meeting attributions)
- Kenneth Ritchie, Director, Transportation (presenter)
- Councilor Lambert (spoke in favor of safety-first reallocations)
- Councilor Silver (asked about state ownership and paving schedules)
- Councilor Patton (asked about project history and funding alternatives)
- Mayor Pro Tem Ford (questions about finding additional funding)

Authorities
- 2018 6 Forks Road Corridor Plan (adopted local plan) — referenced by staff as the original project scope
- Funding references: 2013 & 2017 bond funds; FY23 capital additions; Capital Area Metropolitan Planning Organization federal funds allocation

Actions (formal)
- Action: Approve staff recommendation to pause full corridor widening and fund targeted safety/connectivity work; reallocate residual funds to prioritized projects (multimodal bridge design, Lake Wheeler, Barwell, Old Wake Forest).
- Mover: not specified in meeting transcript
- Second: not specified in meeting transcript
- Outcome: approved (council vote recorded as aye)
- Notes: Staff warned that federal funding tied to travel‑time improvements could need to be returned if the project scope removes roadway improvements.

Clarifying details
- Estimated current scope cost (staff): ~ $93.5 million (escalated from earlier budgets).
- Expenditures to date: ~$9.3 million (including ~$4.3 million in property acquisitions).
- Spot safety alternative estimated incremental cost: ~ $7 million; raises total committed/anticipated spending to ~$16–17 million including prior work.

Searchable tags: 6 Forks Road, corridor, transportation, capital projects, CAMPO, multimodal bridge, sidewalks

Ending
Councilors said they wanted to keep funds local to deliver the promised improvements in Midtown while preserving the city’s ability to secure federal competitive funding for other projects. Staff will return with detailed design and financing plans aligned to the council priorities and the federal funding constraints.","Raleigh City Council voted to stop pursuing the original six‑lane vision for 6 Forks Road and instead approved targeted safety and connectivity upgrades, then directed staff to reallocate any residual funding toward a multimodal bridge design and nearby roadway projects.",{"_33":86,"_35":36,"_37":38,"_39":87,"_41":88,"_43":89,"_45":89,"_47":90,"_49":91,"_51":92,"_53":93,"_55":56,"_57":58,"_59":94,"_61":62,"_63":64,"_65":95,"_67":68,"_69":70,"_71":68,"_72":56,"_73":56},6180068,"New fire master plan recommends 4 new stations, relocations and staffing increases to meet Raleigh’s growth",0,8295000,"/Search/View?dp=1&key=5121022-69cb0980806ffe3b297b4317108c5b9f&start=8295&end=8295","https://assets.pipeline.soar.com/5121022-69cb0980806ffe3b297b4317108c5b9f/thumbnail_8295000.jpg","/articles/6180068/Raleigh/Wake-County/North-Carolina/New-fire-master-plan-recommends-4-new-stations-relocations-and-staffing-increases-to-meet-Raleighs-growth","https://secure.pipeline.soar.com/6180068-3d2a061205a44f45bb5906e256f7db18/orig.mp4?Expires=1771194259&Signature=FdB9L3pQq0MYBP9J3inZSBSNUpkcGNl7D2DRfgEfNCPgU2ufjVzz8mSdznzAXOXoiyEoYbFDFq6Y48An3TfFK3KVcC-yDFzYF1TBqQz0Gg9PQIyvAoeOgVash-u-uTGSG3awPUAngoO5rQ~IkOUcafQ0dsL3LVxB8tJ3Ya2BHb1V5WGTg1Azy13xZszLhrwz4lmCTVmuywNqoZHGdoPr2jD~3l5QMA1i4laZPz4vlkMnHD5313-oOxOMvg3hfZtdXRkXoLyZQgxj5JhmOL-3Q7xTAAh9Sa6fsR~TssVe~QT214-YWKJY17TLFhfPgWvLHkIuFgA6GFBH2rrmE1QI3w__&Key-Pair-Id=KUT5TJCACFTXG","Raleigh’s fire department received a data‑driven master plan recommending a phased program of station relocations, additional apparatus and higher daily staffing to maintain service as the city grows.

Key findings
- Current performance: consultants reported Raleigh’s first‑unit arrival standard is met about 54% of the time; the effective response force (ERF) — the assembled team size needed for many fire incidents — is reached about 48% of the time. Performance varies across the city (Station 1 area performed better; outlying stations showed larger gaps).
- Growth impact: projected population and call‑volume growth over the next 25 years means demand for fire/EMS services will continue to rise and exacerbate reliability gaps unless resources grow with demand.

Major recommendations
- Stations: recommended relocations of Station 23, Station 9 and Station 8 to improve coverage; rebuilds at Stations 10 and 17 on or near existing sites; and four new stations to address gaps emerging as annexations and development expand the service area. Staff recommended a phased timeline across roughly 25 years with priority work in the first decade.
- Apparatus and staffing: add four frontline units over time (including ladder companies), consider quick‑response vehicles for EMS demand peaks, and push toward four firefighters on each engine. Consultants recommended an immediate increase of six firefighters per shift (three shifts = total 18 additional firefighters) as a near‑term adjustment to improve reliability.
- Operations: set a target to reduce call‑processing time (dispatch and call handling) by 30 seconds, expand traffic signal preemption, complete a critical‑task analysis for crews, expand automatic aid agreements and pursue a standards‑based “standard of cover” and accreditation process.

Why it matters
The plan is intended to create a financially paced, risk‑informed roadmap for allocating capital and staffing to sustain service levels as Raleigh grows rapidly. Consultants emphasized continuous monitoring: the city received an analytical toolkit that staff can use to track performance and update plans on an ongoing basis.

Council reaction and next steps
Councilors asked about station siting, the potential for adding second engines at some locations and timetables for re‑evaluating the plan. Staff said recommended work would be phased and that the city should secure potential parcels for future stations as opportunities arise. Consultants suggested a formal reassessment at least every five years, with ongoing monitoring after major milestones (new station openings, annexations, program changes).

Speakers
- Chief Herbert Griffin, Raleigh Fire Department (presenter)
- Greg Grayson, NC Fire Chiefs Consulting (consultant)
- Representatives from Dark Horse Emergency and NC Fire Chiefs Consulting (presenters)

Authorities cited
- National Fire Protection Association (NFPA) 1710 — industry standard cited for four‑person engine staffing and response metrics

Actions and decisions
- Discussion only at the council meeting; staff and consultants presented the final plan and will return with funding and implementation options for council consideration.

Clarifying details
- Current first‑unit arrival target attainment: ~54% citywide (staff/consultant figure).
- ERF attainment: ~48% citywide.
- Short‑term staffing recommendation: add 6 firefighters per shift (total 18) to improve reliability; medium‑term recommendation to pursue four‑person apparatus staffing over six years.
- Estimated station/phasing horizon: 25‑year program with initial phase concentrated in next 10 years.

Searchable tags: Fire master plan, NFPA 1710, station siting, staffing

Ending
Council asked staff to provide financial scenarios and an implementation timeline so that the recommendations can be phased into future budgets and capital planning cycles. Consultants left the city with analytical tools for ongoing performance monitoring.","Consultants told the city that current response metrics fall short of industry targets: first‑unit arrival met city targets about 54% of the time and full effective response (ERF) about 48%. The plan recommends relocating several stations, adding four new stations over 25 years, hiring 18 firefighters immediately, moving to four‑person apparatus","actionData","errors"]

Article not found

Raleigh presents progress and delays on CARES alternative crisis response program

Raleigh council redirects 6 Forks Road funds to safety projects, multi‑modal bridge and wetlanded priorities

New fire master plan recommends 4 new stations, relocations and staffing increases to meet Raleigh’s growth