Immigrant Integration Task Force Meeting
September 23, 2014
The Belmont Center
700 Parkwood Ave, Charlotte, NC 28205
MINUTES
Attendance:
Task Force Members: Keri Carver, Gautam Desai, Owen Furuseth, Steven Garfinkel, Mo
Idlibby, Omar Jorge, Stefan Latorre, Thanh-Thu Luong, Marianne Lyall-Knusel, Victoria
Manning, Amy Michelone, Tin Nguyen, Jennifer Pearsall, Jennifer Roberts, Wil Russell,
Robert Shore, Sam Wazan, Curt White, Lacey Williams, Emily Zimmern
City Staff: Alexis Gordon, Krystal King, Nina Stahl
Absent: Diego Anselmo, Nancy Carter, Monica Colin, Mariana De Luca, Ellen Dubin, Daniel
Hernandez, Anika Khan, Kim Vazquez, Kristin Wade
1. Welcome and Approval of Minutes
Mr. Latorre (Chair) called the meeting to order at 3:07 p.m.
Mr. Latorre presented the August 28, 2014, meeting minutes to be voted on. Ms. Roberts
moved to approve the minutes. Mr. Jorge seconded the motion. All voted in favor. The
motion carried.
2. Mecklenburg Livable Communities Plan
Ms. Gordon introduced Heidi Pruess, Mecklenburg County’s Community Plan and
Sustainability Officer, who is working on Mecklenburg County’s Livable Communities Plan.
She invited Ms. Pruess to speak about the plan at today’s meeting because several parts of
the plan touch many aspects of what the Working Groups are working on. She urged the
Task Force to reach out to Ms. Pruess and others for more information on anything that is
relevant to their Working Groups.
Ms. Pruess explained that the Livable Communities Plan is the first of its kind for
Mecklenburg County. In 2012 there were several advisory groups in both the city and
county that were discussing the development of a community sustainability plan. A
feasibility study was conducted to determine whether or not there was a desire within the
community for yet another plan. They found that the community did support a
1
sustainability plan, but with the caveat that it should not just address sustainability in the
standard ways (i.e., linked to the environment). A sustainability plan should try to
understand livable communities and what residents want their communities to look like in
the future. Mecklenburg County now has a population of about one million people, and by
2050 this is expected to grow to 1.6 million people. For this reason, it is important that a
sustainability plan take into account the development of the community that will address
this population growth in a way that preserves the kind of community that we want to
have.
Since October 2013, Mecklenburg County has been working with several working groups
comprised of about 150 community residents and 90 stakeholders (businesses, nonprofit
organizations, agencies that might own an action as a result of the plan). These working
groups were tasked with reviewing the over 150 plans already in place in Mecklenburg
County to find overlaps, gaps, conflicts, opportunities, and priorities.
The first step of the process was to develop a vision and guiding principles. She directed
the Task Force to review the Mecklenburg Livable Communities Plan Draft Strategies
Matrix (see Appendix B), which outlines the vision and guiding principles that were
created. She explained that the plan uses the phrase “Greater Charlotte,” which is inclusive
of the six towns that sit within the county. There are seven guiding principles, which are
still in draft form, and each of these principles has a series of strategies attached to them.
They chose strategies that have some opportunity for action that can be measured well into
the future. She explained that the strategies were designed to address multiple guiding
principles. Below each strategy on the handout, there are icons that depict which guiding
principles each strategy addresses.
Ms. Pruess explained that such a comprehensive vision is difficult to achieve and this is
concept that is difficult for people to understand. When she learned about the Task Force,
she was excited to see that there is connection between the Mecklenburg Livable
Communities Plan and what the Task Force is doing.
Mr. Pruess then outlined the timeline for the plan (see Appendix C for her PowerPoint
presentation). In October, they will be reaching out to groups and organizations to review
and provide feedback on the plan, which is currently in the form of a draft 15-page
document (see Appendix D) that outlines the guiding principles and the strategies and
actions for each. The plan is to eventually make a website with a list of who is or what
agencies are working on each strategy, with progress updates. By the end of October, they
anticipate having the partners who will be implementing the plan’s actions identified and
then, in November, bringing this to the elected officials to weigh in. They hope to finalize
the plan in January or February 2015.
This initiative is being funded by the City of Charlotte, Mecklenburg County, Foundation
For The Carolinas, and the Knight Foundation. Additionally, the Managers of the towns in
the county are on the oversight committee and they are in discussion about how this plan
aligns with their towns’ strategic initiatives.
2
Mr. Furuseth pointed out the action item at the top of page five of the draft plan provided
(Appendix D) that states “Create opportunities to learn and share information about
immigrant cultures” and asked if there is any other reference to welcoming immigrants in
the document and how the Task Force can inform the plan developers on this issue. Ms.
Pruess responded that they want feedback on actions that organizations or groups think
are important.
Ms. Zimmern expressed a concern about timing. The Task Force’s Working Groups will not
report their draft recommendations, many of which will likely align with the Livable
Communities Plan, until November. Ms. Pruess responded that the initial launch will
include actions that will be taken in the first year, and that the plan is meant to be a living
document so the actions and success measures will constantly be updated. She also
suggested that anything the Task Force can somewhat confidently suggest, or knows they
will suggest, can be added in as a placeholder and updated in January or February before
the final version is released.
Ms. Roberts commented that in the very first paragraph of the document there is mention
of being welcoming to new cultures, yet the only instance immigrants are actually referred
to is in the one bullet point commented on by Mr. Furuseth. She suggested adding one or
two words to each strategy that would tie back to the initial vision of being inclusive of all
cultures. Ms. Zimmern agreed and added that one of the recommendations the Task Force
is working on is raising up immigrants and what role the government plays in supporting
immigrants. Ms. Pruess explained that she hears this sentiment from every group,
regardless of what community the group serves. She agreed that there is opportunity for
supplementation and encouraged the Task Force to provide feedback on additional
verbiage they think might make the document more inclusive.
Ms. Pruess reminded the Task Force that the Mecklenburg Livable Communities Plan is not
meant to be a “to do list” for local government. While there will be action items in the plan
owned or facilitated by a local government entity (whether city, county, or town), there will
also be actions that partners in the community (whether nonprofit organizations, the
private sector, academic institutions, etc.) will be asked to take ownership of.
Ms. Manning asked if there will be a group created to monitor the strategies and continue
the effort. Ms. Pruess responded that the county has agreed to facilitate this effort through
implementation. What that facilitation looks like will depend on the actions that are in the
final version of the plan.
Mr. Wazan asked if there is any effort taking place to find local high-tech and innovative
companies to support in addition to recruiting companies from elsewhere. Ms. Pruess said
they are discussing how to address both existing and future businesses’ needs and having
collaboration between the two. The question is what does the action look like and who
owns the action.
3. Where We Are Today
3
Ms. Gordon gave the Task Force members a brief overview of the survey results to date.
Individuals from 98 nations have taken the survey, including the United States. There have
been 1,068 responses; this does not include the 46 responses from those born in the US.
The survey has been released in ten languages, and the English, Spanish, and French
language versions have been taken the most. The French language survey has mostly been
taken by people from French-speaking African countries.
About 70% of the respondents agree that Charlotte is welcoming to immigrants. About
38% of respondents have said that they came to the US to seek a better quality of life, while
only 20% said they came because of a job. This has changed since the survey was first
released, which shows that the survey is reaching a wider range of respondents.
Ms. Gordon thanked the Task Force members who volunteered at the recent festivals to
hand out the survey flyers. Following the Indian Festival, 38 people of Indian descent took
the survey. Handing out the flyers has proven to be a useful way to get word out about the
survey. The QR code on the flyer works because 23% of all respondents access the internet
from their cell phones. For just the Spanish-language respondents, internet access via cell
phones increases to 30%.
Mr. Jorge voiced his concern about the 30% that do not feel welcomed in Charlotte. Ms.
Gordon explained that the 30% is divided among the remaining four responses to the
question, about 10% of which chose the “strongly agree” response.
Mr. Latorre asked if it would be possible to obtain a breakdown of all of the questions. Ms.
Gordon said she can send the Task Force a report of the survey for each language.
Mr. Jorge asked if the survey breaks down the income levels of respondents. Ms. Gordon
informed him that there is a question on income levels, but that many people choose to skip
this question since every question is optional. Mr. Jorge then asked if the income responses
match up with the census figures, to which Ms. Gordon responded that she has not yet
compared the data but plans to do so. She also said that the UNC Charlotte phone survey
will be used as a sort of control because it will be more scientific. Ms. Luong asked how
people are chosen for the UNC Charlotte phone survey. Mr. Furuseth responded that it will
be a statistically valid random sample from a geographic footprint.
Mr. Latorre asked how the newspaper surveys are going. Mr. Jorge responded that people
ask the Compare Foods store managers and cashiers about the box in the store, but that no
one has taken the survey. He suggested that someone sitting at a table at the store to
explain the survey would possibly help.
4. Working Group Updates
Ms. Zimmern informed the Task Force that Ms. Dubin is taking a medical leave and that Ms.
Wade would now be the Chair of the Healthcare/Social Services Working Group. Ms.
Zimmern also presented the updated Guiding Principles, which were changed based on the
suggestions made at the last meeting. She reminded them that social mobility had been
4
discussed as being added as a separate Guiding Principle, but due to there simply being
correlations and not clear causation when it comes to social mobility, she decided to
include it as part of the Well-Being of All principle.
She reminded the Task Force that the recommendations they develop should reflect or be
aligned with these Guiding Principles and should be SMART: Specific, Measurable,
Achievable, Resourced, and Time-bound. Mr. Wazan asked if the Guiding Principles are a
living document or if they are finalized. Ms. Zimmern responded that it is more important
at this time to work on developing recommendations, but that the Guiding Principles can be
revisited in the future if needed.
Ms. Zimmern informed the Task Force that Atlanta’s Task Force has released their
recommendations and she provided a copy of the Atlanta Mayor’s news release to each
Working Group (see Appendix E). She also provided a copy of a news release about
Nashville’s Mayor creating an Office of New Americans (see Appendix F).
Ms. Zimmern dismissed the Working Groups and asked that each group report back what
they want the entire Task Force to know about what they are working on and any
questions they have for or assistance they need from other groups.
5. Feedback and Closing
Mr. Russell of the Economic Development Working Group said that their plan is to look at
what other cities are doing and comparing it to their own ideas, as well as what Ms. Pruess
discussed today. There are two issues that they believe are better suited to be taken on by
other Working Groups. The first is the notario issue (notary vs. notary-at-law), which
seems better suited for the Public Safety group based on the research they have done thus
far. The second is the education equivalency and degree transference issues, which the
Education Working Group agreed to look into.
Ms. Zimmern of the Community Engagement Working Group discussed the need for a
liaison or office for new Charlotteans that is different from the Charlotte International
Cabinet. Ideally, there would be an actual staff person that immigrants can go to or be
directed to for information regarding the city, county, and school board. This person, in
conjunction with some sort of advisory committee, could also have proactive duties such as
promoting citizenship, voter awareness, and civic engagement.
Regarding immigrant integration, Ms. Zimmern also discussed the need for both “Big I and
Little i” integration initiatives. “Big I Integration” refers to government policies and
practices, while “Little i integration” refers to person-to-person interaction and
involvement of community organizations. Both are needed for immigrants to become full
participants in the economic, civic, and cultural life of the community.
Mr. Desai, also on the Community Engagement Working Group, explained that he and Ms.
Carter tried to navigate all the various resources and city and county departments to see if
they could find the information that immigrants might be looking for. This was very
5
complicated because the underlying relationships between departments are not
coordinated and some synergies need to be created.
Ms. Roberts spoke for the Transportation and Housing Working Group and shared their
belief that a “one-stop shop” is an outdated concept. Their idea is to develop a training
program in which people at organizations and locations that immigrants already go to can
be trained to disseminate information and materials. Instead of having a central location or
office, why not empower each community with a person who is specifically trained to help
newcomers. While Ms. Zimmern echoed this sentiment and sees the value in it, she pointed
out that there needs to be a person who can train the trainers and that there is no one that
can currently do this.
Ms. Roberts also shared the idea of creating a symbol, similar to the “Safe Place” symbol,
that can be placed on buildings to inform newcomers that immigrants are welcome at those
locations. With regard to housing, one idea is to have pre-occupancy inspections to ensure
that houses are not already in violation before people move in. She mentioned that the
county has a committee of citizen volunteers that inspect nursing homes and that perhaps
something similar could be done for residential inspections.
With regard to transportation, one idea the group had is based off a program that
International House has, in which a CATS bus comes to the organization and people are
taught how to buy a bus ticket, put a bicycle on the front of the bus, and more. Ms. Roberts
said the city should have more programs like this, in addition to supporting the already
existing biking and walking programs in the city.
Ms. Lyall-Knusel of the Education Working Group said that she liked the idea of the
welcoming symbol, and thought there could perhaps be an Arts and Science Council
competition to design such a symbol and raise awareness. She informed the Task Force
about a new office that was formed in Charlotte-Mecklenburg Schools (CMS) to serve as
community partner liaisons that are working in regions with the students where they are
and build new partnerships with other organizations.
Ms. Lyall-Knusel also stated that they are interested in the idea of a one-stop shop for
education purposes, for both kids and adults, where people can go to access information on
CMS, Central Piedmont Community College, UNC Charlotte, and other schools or education
resources all in one place.
Ms. Carver of the Healthcare/Social Services Working Group explained that they
extrapolated the needs and focus areas from the 2007 study and conducted a brief
literature review. From this they are developing action items for each focus area. They are
looking for opportunities to share information, and asked the other Working Groups to let
them know any time anything related to health and social services comes up during their
research. They are interested in partnering with the Education Working Group to discuss
educating people about health and social services, as that is a key factor in improving
access. They are also interested in partnering with the Transportation and Civic
Engagement groups, as well.
6
Before hearing from the final Working Group, Ms. Gordon updated the Task Force on the
statistics she had given earlier about how welcoming immigrants believe Charlotte is: 70%
agreed that Charlotte is welcoming, 15% strongly agreed, 12% disagreed, and 3% strongly
disagreed. Ms. Zimmern said it would also be important to know which countries the
respondents were from who felt more welcomed or not.
Mr. Latorre shared with the Task Force that he and Ms. Zimmern attended an immigration
conference in Chapel Hill on September 17, 2014. Various groups from around North
Carolina attended the conference, including from cities such as Greensboro, High Point, and
Greenville, among others. Greensboro had representatives from the Welcoming
Greensboro Initiative, which is a broad-based community effort to make Greensboro more
inclusive to all immigrants. This group held 16 community conversations, which were
similar to the Task Force’s Community Listening Sessions, and presented their
recommendations to their City Council in April 2014. Greensboro City Council adopted a
Welcoming Greensboro Resolution and started an international advisory committee in
June.
One of the common issues Mr. Latorre discerned from the different cities at the conference
is the need for an ID card for immigrants. In Greensboro, a nonprofit organization called
FaithAction International House established an agreement with the police department to
accept the organization’s ID cards. Other cities, including High Point, accept certain foreign
IDs, such as passports.
While the Public Safety Working Group is working on several issues, the municipal ID is
one that is critical and is something that would benefit not just immigrants, but everyone in
Charlotte, including the elderly, the homeless, and students. This would be a great
opportunity to streamline some city services, such as by linking a municipal ID to a library
card, public transportation, parking, and school IDs. This could reduce the cost of many
public agencies and improve public-private partnerships. Mr. Latorre explained that both
Mayor Clodfelter and Chief of Police Rodney Monroe have expressed support of a municipal
ID. The Public Safety Working Group needs assistance learning from other cities that are
implementing such a program what their costs have been and estimating a breakdown of
these costs. Ms. Gordon stated that an example of a good partnership opportunity is in New
York, where residents who receive an ID card get free access to certain museums and
cultural activities for one year. Mr. Latorre asked Ms. Gordon to call other cities with
municipal IDs and obtain their cost breakdowns for such IDs.
Some interim solutions Mr. Latorre’s group is discussing include the police department
accepting other forms of ID, such as the Mexican Matricular Consular, and a leading local
nonprofit organization issuing IDs to its members. The Raleigh Police Department accepts
the Matricular Consular, and according to Major Anselmo, who is a Task Force member,
Chief Monroe is considering accepting this card as a valid form of identification.
The Public Safety Working Group also discussing the problem CMS is having with
undocumented parents not being able to volunteer in schools. The issue is that CMS needs
7
to run a background check on all volunteers and they currently do this by using people’s
Social Security Numbers, which undocumented parents do not have. One possible solution,
which is being done in other cities, is to do a background check using people’s fingerprints.
It costs $18 to run an FBI fingerprint check, which the would-be volunteer could pay, and
CMS could create an office to do take the prints and send them to the FBI. It is actually more
secure to do a background check via fingerprinting than Social Security Numbers. Contrary
to popular belief, you do not need to do fingerprints at the Sherriff’s Office, which some
people would be reluctant to do.
Mr. Latorre and Ms. Zimmern asked for a report from each Working Group Chair in bullet
form so that they can remain informed about what the groups are working on.
Mr. Latorre closed the meeting at 5:18.
8
Appendix A:
September 23, 2014, Immigrant Integration Task Force Meeting PowerPoint Presentation
9
Immigrant Integration Task Force Update
September 23, 2014
Immigrant Integration Task Force
Heidi Pruess
Community Plan and Sustainability Officer
Mecklenburg County
Immigrant Integration Task Force
Survey
Feel Welcomed
• 70% Agree that Charlotte is
welcoming to people born in
other countries
97 Nations
1068
Responses
Entrepreneurs
• 12% Own their own business
• 51% asked a friend for help
starting their business
Released Online in 10 Languages
• English, Spanish, German, French,
Russian, Hindi, Gujarati, Arabic
Vietnamese, & Chinese
What Brought Them to Charlotte
• 38% Seeking Better Quality of Life
20%
6%
5%
Each Honduras,
El Salvador,
& India
Immigrant Integration Task Force
Survey
What is your highest level of education?
5%
Less than high school
3%
21%
High School Diploma or equivalent
13%
Vocational Degree
2 year (Associate's) Degree
College (Bachelor's) Degree
22%
25%
Master's Degree
Professional Degree
7%
4%
Doctorate Degree
Immigrant Integration Task Force
Survey
1%
Where do you usually access the internet?
3% 2%
From a computer at home
From my own computer using public wi-fi (café,
restaurant, bookstore, etc.)
23%
From a computer at a friend or neighbor’s house
From a computer at a library or community center
From my phone, anywhere
From my phone, using public wi-fi
2%
1%
64%
4%
I cannot access the internet
I do not want to access the internet
Immigrant Integration Task Force
Survey
Published Survey
•
Posted on Task Force webpage
•
www.CharlotteInternational.org
Action needed
•
Share links
•
Recruit organizations to help
administer survey
Immigrant Integration Task Force
Working
Groups
Economic Development
• Chair – Wil Russell
Public Safety
• Chair – Stefan Latorre
Transportation/Housing
• Chair – Jennifer Roberts
Education
• Chair – Marianne Lyall-Knusel
Health Care/Social Services
• Chair – Kristen Wade
Civic Engagement/Receiving Communities
• Chair – Emily Zimmern
Immigrant Integration Task Force
Proposed
Guiding
Principles
•
EQUITABLE ACCESS:
Ensure availability of economic, civic, cultural and educational
opportunities and government services for all residents.
•
INCLUSION:
Embrace diversity as a strength, create a sense of belonging,
safety and community for all residents, and promote cross-cultural
competence to build mutual respect and trust.
•
CONNECTION:
Promote social connection among diverse groups, digital
connection to government information and resources and physical
connectivity among neighborhoods and encourage interfaith
interaction and dialogue among people of different religions and
spiritual practice.
•
ECONOMIC GROWTH:
Promote economic development through business start ups,
workforce development/skills training, access to financial services
and regeneration of declining and vacant areas, leverage
technology, and position Charlotte as globally competitive.
•
WELL-BEING OF ALL:
Support policies and practices that benefit the entire community,
improve social mobility and promote the physical and mental
health and safety of all residents of all ages and backgrounds.
Immigrant Integration Task Force
Closing
Next Meeting
•
Tuesday, October 28,
3:00-5:00 p.m.
The Belmont Center
700 Parkwood Ave.
More Information
•
www.CharlotteInternational.org
Appendix B:
Mecklenburg Livable Communities Plan Draft Strategies
17
Mecklenburg Livable Communities Plan Draft Strategies
Greater Charlotte – Big city opportunities, small town feel
Greater Charlotte is home.
VISION
Home to generations of families and cultures from all over the world.
Home to neighborhoods that blend thriving businesses with natural landscapes.
Home to endless opportunities for all, where good people make great things happen.
GUIDING
PRINCIPLES:
We are…
DESCRIPTORS:
Our focus is on…
DRAFT
STRATEGIES:
We will…
___________
Note: Each strategy
addresses multiple
Guiding Principles.
Icons are shown
under each strategy
to indicate linkages.
INNOVATIVE
Jobs
Entrepreneurship
Commerce
Make it easier for new
businesses to succeed. [A]
Raise public awareness
about the global nature
of the local economy and
related implications for
education and training
needs. [B]
Promote the
redevelopment of
declining and vacant
areas. [C]
WELCOMING
CONNECTED
INCLUSIVE
PREPARED
HEALTHY
Community
Skilled Workforce
Participation
Quality Education
Character
Entertainment
Opportunity
Engaged Residents
Transportation
Choices
Safe Neighborhoods
Celebrate and integrate
historic culture and
buildings. [E]
Increase access to
cultural opportunities. [F]
Continue to be a
hospitable destination for
new residents, visitors, and
businesses. [G]
Expand capacity and
increase use of sidewalks,
bikeways, bus routes, and
rail. [I]
Build stronger connections
across diverse population
groups. [J]
Balance housing options
available in
neighborhoods. [K]
Coordinate the work of
organizations addressing
the needs of at-risk
residents. [L]
Expand the availability
and awareness of careerreadiness training options
[N]
Enhance partnerships
between workforce
development initiatives
and employers. [O]
Physical Activity
Healthy Foods
Clean Environment
Create a culture of
health. [P]
Coordinate plans for
protection and restoration
of watersheds, wetlands,
and air quality. [Q]
Coordinate open space,
greenways/pathways,
and parks planning with
neighborhood
accessibility. [R]
Expand the availability of
affordable public
recreation and cultural
services programs. [M]
Create additional
partnerships to promote
public safety. [H]
RESILIENT
Future Well-being
Collaboration
Manage zoning and
development to preserve
community character. [S]
Be good stewards of
natural resources. [T]
Implement water
conservation and re-use
practices. [U]
Develop community and
neighborhood leaders for
the future. [V]
Leverage technology. [D]
Common Theme Associated with all Strategies: Engage the Community – Inform, Convene, Collaborate, and Empower
DRAFT
DRAFT
DRAFT
DRAFT
9/12/14
Appendix C:
Presentation on the Mecklenburg Livable Communities Plan by Heidi Pruess
19
Mecklenburg Livable Communities Plan
Immigrant Integration Task Force
September 23, 2014
Mecklenburg Livable Communities Plan
Our First Ever
Community Livability Vision and Plan
M e c k l e n b u r g C o u n t y N C . g o v
2
Citizen Workgroups and Stakeholders
• ~150 residents + ~90
stakeholders
• Discussions across focus areas to
discover:
• Overlaps
• Gaps
• Conflicts
• Opportunities
• Across more than 150 local plans
M e c k l e n b u r g C o u n t y N C . g o v
BUILT
ENVIRONMENT
ECONOMY &
JOBS
COMMUNITY
LIFE
HEALTHY
LIVING
LIVABILTY
FORUM
3
Phase I
Develop
a Vision
and
Guiding
Principles
M e c k l e n b u r g C o u n t y N C . g o v
4
Phase II
Strategies, Actions, Success Indicators
M e c k l e n b u r g C o u n t y N C . g o v
5
Your Voice Can Be Heard!
Heidi Pruess
Community Plan and Sustainability Officer
heidi.pruess@mecklenburgcountync.gov
http://charmeck.org/LivableCommunities
Schedule
• October
– Public Listening Sessions
– MeckConnector
• November
– BOCC Draft Plan Presentation
• December – February
– Elected Official one-on-one and Final Approval
M e c k l e n b u r g C o u n t y N C . g o v
8
Appendix D:
Mecklenburg Livable Communities Draft Plan
26
Introduction
Mecklenburg County is a remarkable and unique place, poised on the threshold of a remarkable and
unique set of circumstances. A transition is underway that has moved the Charlotte area from being
a crossroads regional destination to a national economic center with increasing global ties. Charlotte
itself is now projected to be the fastest growing large U.S. city between now and 2030. We want to
preserve our character, embrace innovation, welcome new cultures, and move with vitality into the
future.
There are numerous communities in Mecklenburg County, organized around eight governmental
jurisdictions: Mecklenburg County, the City of Charlotte, and the Towns of Cornelius, Davidson,
Huntersville, Matthews, Mint Hill, and Pineville. These eight jurisdictions have come together to create
the Mecklenburg Livable Communities Plan. There are currently over 150 individual plans, programs,
and policies in place, created by each of these jurisdictions, that assess current conditions and look to
the future. There are many issues facing us, and many new challenges and opportunities immediately
before us.
The purpose of this Mecklenburg Livable Communities Plan is to take a comprehensive look at our
circumstances, trends, and prospects, and construct a Vision that gives voice to our commonly-held
aspirations. The Plan will be organized around a consensus set of Guiding Principles, and identify
strategies and actions that will build upon initiatives already underway. The Plan will also identify
things that are not underway but should be, to create a framework that will help achieve that vision.
This document offers a draft set of Strategies and Actions, designed to promote collaboration and
cooperation in working toward the Vision. Also included here are suggested Success Measures for
each strategy, to help us monitor over time the implementation and effectiveness of these ideas.
These Strategies, Actions, and Success Measures are being circulated for public review and comment,
to invite feedback and suggestions. Following this public review and accompanying revisions, the
next steps will be: (1) Identifying specific implementation responsibilities - entities, jurisdictions, and
organizations that are best positioned and able to take on leadership responsibilities for getting the
actions underway; and (2) Setting timelines and priorities for implementation. A final step will be to
establish communication, monitoring, and reporting mechanisms to keep the momentum going. The
intent is to be clear in describing what results we collectively want to achieve: to target attention
towards promising opportunities and compelling challenges, build on what we’ve accomplished and
what we’re already doing, and suggest new initiatives not currently being pursued. The intent is to
underscore the value of informed, collaborative empowerment.
Beginning on the next page is a list of 22 strategies, organized around a set of Guiding Principles,
with specific recommended actions and related success measures. These strategies, actions, and
recommended success measures have been developed with the participation and contributions of
hundreds of Mecklenburg County residents. The next revision of this material, to be accompanied by
a specific implementation plan, will help move us toward achieving our vision for the future.
9/25/14 DRAFT
Strategies
We are . . . Innovative
Our focus is on: Jobs, Entrepreneurship, Commerce
A Make it easier for new businesses to succeed
Actions:
●●
●●
●●
●●
●●
●●
Work with educational institutions and business
recruitment organizations to focus more effort and public
SUCCESS MEASURE:
awareness on the economic benefits of supporting an
●● Charlotte Entrepreneur Growth Index: A
entrepreneurial community.
compilation of 13 measures on job growth in the
Expand efforts to recruit high tech/high innovation
high-tech sectors. 2
companies that create jobs and stimulate interest in this
community.
Provide a venue and forum for entrepreneurs, academia,
and corporations to meet virtually and in-person.
Coordinate and help accredited investors to participate in early-stage investing.
Encourage towns to undertake review of development procedures similar to what the City and County are
doing to make the system more user-friendly.
Provide additional support to companies creating green jobs.
B Raise public awareness about the global nature of the local economy
and related implications for education and training needs
Actions:
●●
●●
●●
●●
●●
Collaborate among local jurisdictions to craft a common,
SUCCESS MEASURE:
unified message about the global nature of Mecklenburg
●● Public awareness about local/global economic
for use in branding, promotions, and public education.
interconnections. 3
Work with business recruitment organizations to prepare
and distribute information about education and training
needs related to global business opportunities.
Encourage more high-level events that publicize the global nature of the local economy, such as
conducting a trade mission to expose start-ups to other markets.
Leverage international business partners to highlight Mecklenburg’s Quality of Life.
Advise youth about local and global work opportunities.
Mecklenburg Livable Communities Plan
1
C Promote the redevelopment of declining and vacant areas
Actions:
●●
●●
●●
●●
●●
●●
●●
●●
●●
●●
●●
Promote, coordinate, and create incentives to repurpose
and reuse existing retail and employment centers.
SUCCESS MEASURE:
Emphasize the importance of the history of Mecklenburg
●● Infill/Redevelopment Activity: Number of residenCounty.
tial and commercial building permits in targeted
reinvestment areas in the County. 4
Incorporate more flexibility into local regulations.
Create a countywide map for areas where infill and
redevelopment are being encouraged.
Create a tlist of things local governments could consider to promote infill and redevelopment.
Create and promote revolving loan funds and other incentives for use in targeted areas.
Compile information about the benefits of investing in underutilized assets – financial benefits to
communities and to investors.
Assist developers with learning about and using local land use plans.
Identify opportunities to repurpose older structures for community use.
Establish a land trust.
Conduct an audit of local jurisdictions regulations and policies through the filter of encouraging infill (each
local government would do this).
D Leverage technology
Actions:
●●
●●
●●
●●
●●
●●
●●
2
Identify and reduce barriers to entry in the fiber optics
industry to encourage competition.
SUCCESS MEASURES:
Encourage private investment in fiber optic networks to
●● High-speed broadband coverage: Percent of
promote and brand the city as an early adopter and
County covered (geographic area or households
and businesses). 6
innovator.
●● Percentage of Charlotte Mecklenburg Schools
Expand availability of internet access to underserved
(CMS) academic and business demands for serareas and households.
vice supported by technology infrastructure. 7
Identify and promote possibilities for additional
●● Median Broadband Speed by User Type (in megaapplications of technology to health care, public safety
bits per second for homes, schools/libraries, small
services, and energy efficiency.
businesses, medium businesses).8
Expand student and staff access to, and use of,
technology-based educational services.
Create more energy distribution testing facilities and make existing facilities more accessible.
Encourage the jurisdictions in Mecklenburg County to become Smart Cities and embed digital technology
across all city functions.5
Mecklenburg Livable Communities Plan
Strategies
We are . . . Welcoming
Our focus is on: Character, Entertainment, Opportunity, Safe
Neighborhoods
E Celebrate and integrate historic culture and buildings
Actions:
●●
●●
●●
●●
●●
●●
Encourage public/private partnerships to increase the
SUCCESS MEASURES:
number of structures and areas of historical significance
that are permanently preserved.
●● Total area of national/state/local historic district
coverage. 9
Continue to discuss the creation of a community land
●● Awareness of and engagement with local history
bank to help maintain neighborhoods.
and culture. 10
Provide public education about the history of the area,
highlighting preservation opportunities and examples of
older buildings that have been retrofitted for re-use.
Encourage Charlotte Mecklenburg Schools (CMS) to include local history in curriculum, teaching children
about their neighborhoods and the community.
Engage the faith community in Mecklenburg County to discuss local history with candor.
Commission artists to tell the story of the communities in Mecklenburg County in a contemporary way that
serves as a discussion point.
F Increase access to cultural opportunities
Actions:
●●
●●
●●
●●
●●
●●
●●
Identify and promote opportunities for cultural arts to
become part of community programs and services.
SUCCESS MEASURES:
Support the joint goal of CMS and the Arts and Science
●● Arts/culture participation: Total number of particiCouncil to “improve the quality of and access to all
pants/donations in cultural activities. 11
community–based arts, science, and history education
●● Contributions per Capita to Arts, Culture, and Huofferings.”
manities Public Charities. 12
Provide additional information to the public about the
positive impacts of arts and culture on other components
of community life.
Seek private and foundation funding to help replace cuts in resources for arts.
Ensure there are stable resources to support CMS trips to art venues for schoolchildren.
Integrate art into planning for public buildings and parks.
Work with CMS and local colleges and universities to expand lifelong learning opportunities.
Mecklenburg Livable Communities Plan
3
G Continue to be a hospitable destination for new residents, visitors, and
businesses
Actions:
●●
●●
●●
●●
●●
●●
●●
Make access to arts, culture, and recreation facilities free
to all, across jurisdictions.
SUCCESS MEASURES:
Support and promote “Charlotte’s Got A Lot” branding.
●● Resident “Welcoming” rating cross-tabulated with
Develop safe and artistic bus shelters.
length of time in region. 13
Continue to pursue the extension of the light rail to UNCC
●● Visitor experience. 14
and the airport.
●● Total Attendance to Arts and Culture Events. 15
Develop on-street visitor kiosks.
Create opportunities to learn and share information about
immigrant cultures.
Develop questions to place on periodic surveys that cover all of the jurisdictions in Mecklenburg County,
including regular Quality of Life surveys, to ask if residents/visitors feel welcome.
H Create additional partnerships to promote public safety
Actions:
●●
●●
●●
●●
●●
●●
4
Encourage residents and business owners/occupants
SUCCESS MEASURES:
to establish or engage in neighborhood public safety
●● Resident perceptions of safety. 16
programs.
●● Crime Index Rate by Neighborhood Area. 17
Support ongoing collaboration and communication
●● Police Department Proactive Community Service
between law enforcement and neighborhood
Hours. 18
organizations.
Promote Safe Sidewalks initiatives.
Work with parent groups, children, and school staff to
encourage students to walk and bike to and from schools.
Support Safe Routes to School by focusing on education, infrastructure improvements, and enforcement to
support safe walking and biking.
Increase the number of, and participation in, leadership programs in neighborhoods.
Mecklenburg Livable Communities Plan
Strategies
We are . . . Connected
Our focus is on: Engaged Residents, Transportation Choices
I
Expand capacity and increase use of sidewalks, bikeways, trails, bus
routes, and rail
Actions:
●●
●●
●●
●●
●●
●●
●●
●●
●●
●●
Identify transportation and mobility connectivity gaps.
SUCCESS MEASURES:
Initiate review of bus routes to consider feasibility of more
●● Transportation Mode by Type. 19
cross-connector routes.
●● Vehicle Miles per Capita. 20
Begin referring to greenways as pathways, and connect
●● Streets with Sidewalks. 21
them to destinations.
●● Bicycle Friendliness Index. 22
Increase sidewalk connectivity to public transportation
routes and facilities.
Increase bicycle friendliness by targeted street and
pathway improvements.
Support efforts to construct sidewalks and crosswalks for improved pedestrian connectivity.
Assign priority to lower-income neighborhoods for connecting infrastructure improvements.
Pursue funding mechanisms to secure targeted support for reduced cost transit use.
Continue to promote Safe Routes to School partnerships.
Expand availability of bicycle education services.
J Build stronger connections across diverse population groups
Actions:
●●
●●
●●
●●
●●
●●
●●
Identify examples of where the community is successfully
SUCCESS MEASURES:
bringing diverse populations together and build on this
success.
●● Openness and Acceptance of the Community
Provide programming in public spaces that supports
toward People of Diverse Backgrounds. 23
●● Sense of Community. 24
diverse, welcoming, and inclusive activities.
Promote cultural festivals that bring together different
cultures.
Create a social capital or equity scorecard and encourage local governments and foundations in
Mecklenburg County to use it as part of their evaluation for funding projects.
Expand cultural experiences like the Community Building Initiative bus tours.
Use the arts to bridge communities.
Develop appropriate strategies to address the need for better communication that connects diverse
groups.
Mecklenburg Livable Communities Plan
5
We are . . . Inclusive
Our focus is on: Safe Community, Participation
K Balance housing options available in neighborhoods
Actions:
●●
●●
●●
●●
●●
●●
●●
●●
Develop mixed-income housing opportunities.
SUCCESS MEASURES:
Support mixed-use development with housing integrated
with other uses.
●● Housing diversity by neighborhood area map. 25
Encourage the incorporation of Universal Design features
●● Housing costs as a percentage of household
for older adults and persons with disabilities.
income: % of families spending 30% or more on
housing costs.26
Incorporate into zoning considerations of a range of
housing options such as accessory dwellings, small lots/
homes, and live-work units.
Promote education regarding housing that is affordable – who needs it and the economic benefits it
provides to communities in Mecklenburg County.
Support the work of the Charlotte Housing Authority and other affordable housing providers.
Develop anti-displacement strategies that encourage housing rehabilitation and enable residents to
remain in neighborhoods.
Identify special housing districts to encourage live-work-create environments.
L Coordinate the work of organizations addressing the needs of
at-risk residents
Actions:
●●
●●
●●
●●
●●
●●
●●
6
Support the implementation of County recommendations
SUCCESS MEASURE:
on poverty and economic mobility.
Use the United Way survey and other resources to map
●● Opportunity for Upward Social Mobility: the
the assets and needs of the community, so that the
difference in the expected economic outcomes
faith community, non-profits, and other organizations
between children from high-income and low-income families.27
understand where the biggest needs exist, and on which
at-risk groups to focus coordinated efforts.
Analyze which assets are missing from Charlotte
neighborhoods that provide pathways out of poverty.
Analyze data and communicate what is currently working and what is not currently working to serve high
poverty, at-risk neighborhoods so that successful programs may be replicated.
Develop Memorandums of Understanding between organizations to connect missions.
Coordinate placement of social workers within the County and CMS.
Communicate volunteer opportunities to serve at-risk residents.
Mecklenburg Livable Communities Plan
Strategies
M Expand the availability of affordable public recreation and cultural
services programs
Actions:
●●
●●
●●
●●
●●
Identify additional opportunities for use of schools during
non-school hours.
Identify opportunities for schools to function as
neighborhood centers.
Increase access to and availability of swim lessons through
shared use of facilities.
Expand scholarships/reduced fees for participation in
recreation programs.
Expand accessibility to swimming facilities (pools and lakes).
Mecklenburg Livable Communities Plan
SUCCESS MEASURES:
●●
●●
Recreation Program Participation. 28
Resident rating of the availability and affordability
of public recreation and cultural programs. 29
7
We are . . . Prepared
Our focus is on: A Skilled Workforce, Quality Education
N Expand availability and awareness of career-readiness training options
Actions:
●●
●●
●●
●●
●●
●●
●●
●●
Clarify and communicate the roles of various
SUCCESS MEASURES:
organizations working on career-readiness.
Coordinate workforce readiness initiatives and services:
●● Students Proficient in End of Course Tests. 30
serve as a hub, develop common goals, identify where
●● Percent of Adults with High School Diploma. 31
interests overlap, evaluate curriculum, and encourage
●● Charlotte benchmark for post-secondary attainbusinesses to help mold the educational system to create
ment. 32
●● Percent of High School Graduates Pursuing Higher
workforce opportunities.
Education. 33
Identify/categorize services to different demographics
(i.e. youth as well as adults) regarding what’s available for
educational and training opportunities.
Develop a strategy to provide specific and coordinated job-training to residents in their 20s.
Support Pre-K and K-12 education curricula with expanded capacity for schools to partner with families
and expanded use of volunteers as partners in the educational process.
Move soft skills training into the schools.
Raise the profile of career readiness certificates.
Standardize what the communities in Mecklenburg County mean by career readiness.
O Enhance partnerships between workforce development initiatives and
employers
Actions:
●●
●●
●●
●●
●●
●●
●●
8
Expand school curricula to meet employers’ needs.
SUCCESS MEASURES:
Focus attention on high school preparedness and the
●● Number of Businesses Receiving Workforce Develtransition to ninth-grade.
opment Services. 34
Provide students with additional internship and
●● Percentages of Job-Seekers Trained/Employed. 35
apprenticeship work-based learning opportunities
(emulating the German model).
Encourage employers to be more inclusive – with race and gender, but also when conducting background
checks, and inquiring about available transportation options.
Hold facilitated discussions to stay ahead of what career pathways need to be in the future.
Raise the status of post-secondary training with parents by launching a campaign to communicate the
importance and different types of post-secondary education, and what the data show.
Expose parents to different types of careers.
Mecklenburg Livable Communities Plan
Strategies
We are . . . Healthy
Our focus is on: Physical Activity, Healthy Foods, Clean Environment
P Create a culture of health
Actions:
●●
●●
●●
●●
●●
●●
●●
●●
●●
●●
●●
●●
●●
●●
●●
●●
●●
Devote more resources to preventive programs designed
SUCCESS MEASURES:
to meet the growing demand for more extensive treatment
programs and promote healthy tdecisions.
●● Clinic/Medicaid Access. 37
Expand the availability of free and low-cost health services.
●● American Fitness Index Ranking. 38
Support various community-based efforts that are in
●● USDA Food Access Research Atlas (Food Desert
support of the Chronic Disease Plan and increased use of
Map). 39
●● Count of Farmers Markets and Community Suppreventive services.
ported Agriculture Programs/Farms in Region. 40
Provide worksite wellness information to businesses.
Work with the Charlotte Chamber Healthy Charlotte
Council to increase the national reputation of Charlotte as
a healthcare hub.
Increase physical activity options by providing education about sidewalks, crosswalks, and transit use.
Provide information to employers about the benefits of healthy choices by employees.
Assure that free health clinics are open and accessible every day.
Provide more resources to address language barriers in the provision of health services.
Support development of private and public community gardens / urban agriculture.
Encourage local governments to coordinate work to review local zoning regulations to remove barriers to
healthy food initiatives and to establish policies in support of the local food system.
Encourage mobile farmers markets with healthy food products to expand in low food-access areas.
Enhance accessibility to farmers markets.
Support reevaluation of food deserts through a community assessment.
Support a K-12 healthy choices campaign.
Encourage entrepreneurship for small grocers.
Placeholder: action to curb tobacco use being prepared by Healthy Charlotte Council.
Mecklenburg Livable Communities Plan
9
Q Coordinate plans for protection and restoration of watersheds,
wetlands, and air quality
Actions:
●●
●●
●●
●●
●●
●●
●●
●●
Achieve consistency among local regulations for the
SUCCESS MEASURES:
protection of the environment.
●● Air Quality Index: Number of days of unhealthy air
Support the Catawba Basin Water Supply Master Plan.
quality for sensitive groups. 41
Convene an environmental education roundtable.
●● Percent of Land Area Treating Stormwater Runoff. 42
Integrate environmental education into the 2030
●● Percent of Land Area Covered by Tree Canopy. 43
Transportation Plan.
Create targeted public education at desired behavior
changes to protect resources, explaining the “why” behind
the rationale, and making it easy.
Encourage the local governments in Mecklenburg County to become a Certified Community Wildlife
Habitat.
Encourage more resident interactions with greenways, parks, and waterways.
Support the “Get Outside” campaign.
R Coordinate open space, greenways/pathways, and parks planning
with neighborhood accessibility
Actions:
●●
●●
●●
●●
●●
●●
10
Work to create a green infrastructure network in
SUCCESS MEASURE:
Mecklenburg County: a network of hubs and corridors that
●● Public Outdoor Recreation Area Access. 41
can meet multiple policy objectives, such as protection of
rural community character, protection of tree canopy and
air quality, and adding to the region’s parks and recreation
infrastructure.
Emphasize use of greenways/pathways as transportation facilities.
Purchase additional land for open space, greenway and parks purposes.
Encourage use of stream corridors within communities for greenways/pathways.
Create mechanism for distribution and exchange of information across jurisdictions regarding location of
parks and trails proximate to neighborhoods.
Consider developing a County tree ordinance.
Mecklenburg Livable Communities Plan
Strategies
We are . . . Resilient
Our focus is on: Future Well-being, Collaboration
S Manage zoning and development to preserve community character
Actions:
●●
●●
●●
●●
●●
●●
●●
Incorporate into zoning considerations of infrastructure
availability, density, and timing to best align new
SUCCESS MEASURES:
development patterns with essential services.
●● Street Connectivity Index. 45
Develop connected street networks.
●● Ratio of new residential permits to new residential
Compile and distribute model regulations regarding
septic system permits. 46
stormwater management, tree protection, energy
●● Green Built North Carolina, LEED Certified, and/or
efficiency, and water conservation strategies.
Energy Star Certified buildings. 47
Develop and adopt green infrastructure goals or
guidelines for public improvement projects.
Coordinate across jurisdictions to provide information on green building during the plan review/permitting
processes.
Establish mechanisms to assist developers with energy efficiency and green building certifications.
Establish retrofit incentive programs.
T Be good stewards of natural resources
Actions:
●●
●●
●●
●●
●●
●●
●●
●●
●●
●●
●●
Encourage jurisdictions to coordinate with the CharlotteSUCCESS MEASURES:
Mecklenburg Utility Department Advisory Committee
to provide public education to residents and builders
●● Average monthly residential/business electricity
throughout Mecklenburg County as new development
consumption. 48
and redevelopment occurs.
●● Average monthly residential/business natural gas
Encourage the installation and use of solar energy
consumption. 49
●● Solid waste per household. 50
generation systems.
Conduct further investigation into biomass technologies.
Create incentives for using clean energy alternatives.
Create a more competitive energy market.
Implement a community engagement/education campaign on energy use and avoided costs.
Coordinate with jurisdictions to prepare an updated Mecklenburg County Energy Management Plan with
all Mecklenburg local governments as partners.
Implement programs or policies that encourage landlords and tenants to use energy resources wisely.
Reduce sources of light pollution.
Increase the residential recycling rate.
Encourage use of renewable energy sources.
Mecklenburg Livable Communities Plan
11
U Implement water conservation and re-use practices
Actions:
●●
●●
●●
●●
●●
Encourage Charlotte-Mecklenburg Utility Department
SUCCESS MEASURES:
Advisory Committee to coordinate with the Mecklenburg
●● Single-Family Water Consumption. 51
County local governments to provide public education to
●● Non-residential (commercial/industrial) water
residents and builders throughout Mecklenburg County as
consumption. 52
new development and redevelopment occurs.
Encourage the installation of water re-use systems for
residential, business, and industrial purposes.
Conduct water audits and other analysis to prevent water leaks.
Encourage the conversion of turf to surfaces that use less water, i.e. xeriscaping, low-turf, etc.
Expand buffers on creeks.
V Develop community and neighborhood leaders for the future
Actions:
●●
●●
●●
●●
●●
●●
●●
●●
●●
●●
●●
●●
●●
12
Create a crowd-sourced asset map of current and
SUCCESS MEASURES:
potential neighborhood leaders, reaching out to
traditional and non-traditional sources (i.e. meet-up
●● Total Leadership Charlotte and ENCOUNTER Chargroups, leadership program alumni, etc.).
lotte Participation. 53
●● Total volunteer hours. 54
Create intentional interactions between emerging and
established leaders.
Engage neighborhood leaders to develop better
messaging about what it means to be a leader.
Actively engage next generation initiatives to participate in targeted civic activities, serve on municipal
boards and commissions, and in other leadership roles.
Develop leadership capacities in coordination with emerging skill sets.
Develop a leadership self-discovery program aimed at grassroots volunteers.
Expand training programs for residents that want to serve on non-profit boards.
Encourage businesses to allow employees to have and use a community engagement allowance.
Coordinate with neighborhood leaders for communicating information and gathering input.
Leverage schools as opportunities to develop leaders (both students and parents).
Encourage community involvement in Pre-K and K-12 schools to help support quality education.
Continue discussions considering the development of a Community ID Program to track attendance at
events, participation in programs, etc.
Use Code for America to connect newcomers to the community.
Mecklenburg Livable Communities Plan
Notes
1
23
Source: National Citizens Survey. http://charmeck.org/city/charlotte/citymanager/Documents/Citizen%20Survey%20-%20Technical%20Appendices-Final.pdf
24
Source: National Citizens Survey. http://charmeck.org/city/charlotte/citymanager/Documents/Citizen%20Survey%20-%20Technical%20Appendices-Final.pdf
25
Source: QOL Dashboard, using % single-family and/or size of unit. American
Community Survey or County Tax Parcel/GIS data. This success measure
identifies the distribution and range of housing units.
26
Source: American Community Survey. Percent of households spending
30% or more of income on monthly housing costs. This success measure
helps identify how many households are cost-burdened by housing costs,
spending 30% or more of their income on housing costs.
27
Source: The Equality of Opportunity Project. This website tracks opportunities for social mobility based on family income and location. The Equality
of Opportunity Project. http://www.equality-of-opportunity.org
28
Source: Mecklenburg County Park and Recreation Annual Report. Total
participation in recreation programs. Mecklenburg County Park and Recreation Annual Report. This success measure tracks overall participation in
public recreation programs to illustrate demand.
29
Source: New question on annual community survey.
30
Source: Quality of Life Dashboard. CMS 9-12 Graders proficient in End of
Course tests.
Source: To be developed by UNCC. Annual total number of households
donating/participating in art/culture activities. Quality of Life Dashboard
(in development in coordination with the Arts & Science Council). This
success measure will help gauge overall participation and interest in arts
and cultural activities.
31
Source: UNCC Urban Institute http://ui.uncc.edu/data/topic/education
32
Source: In development, UNCC Urban Institute and Charlotte Works.
33
Source: UNCC Urban Institute http://ui.uncc.edu/data/topic/education
34
Source: Charlotte Works Annual Report.
Source: UNCC Urban Institute http://ui.uncc.edu/data/topic/
arts-recreation-culture
35
Source: Charlotte Works Annual Report.
36
Measures will need to be revisited once Healthy Charlotte metrics are in final
form.
37
Source: Quality of Life Dashboard. Percentage of population living within ½
mile of a Medicaid health care provider of free clinic. This success measure
helps illustrate how accessible health care services are to lower income
residents.
38
Source: American Fitness Index. http://americanfitnessindex.org/?city=charlotte-nc. This metric aligns with the Healthy Charlotte Council goal of
moving up on the index.
39
Source: USDA Food Access Research Atlas: Food Desert locations. http://
www.ers.usda.gov/data-products/food-access-research-atlas/go-to-theatlas.aspx
40
Sources: USDA Farmers Market Directory and Local Harvest CSA Directory.
http://search.ams.usda.gov/farmersmarkets/Default.aspx and http://www.
localharvest.org/search.jsp?jmp&scale=8&lat=35.22851&lon=-80.844925
&ty=6
41
Source: US EPA Air Quality System. Number of days of unhealthy air quality
for sensitive groups. Data Mart http://www.epa.gov/airdata/. This success
measure tracks the amount of days of unhealthy air quality in order to
illustrate need for or effectiveness in air quality protection strategies.
42
Source: To be developed by UNCC or using GIS analysis.
43
Source: Quality of Life Dashboard.
44
Source: Quality of Life Dashboard. Percentage of population living within ½
mile of a public outdoor recreation area. Quality of Life Dashboard. This
success measure helps illustrate how accessible public outdoor recreation
areas are to neighborhoods.
Source: United Nations, Department of Economic and Social Affairs, Population Division (2014). World Urbanization Prospects: The 2014 Revision.
- See more at: http://ui.uncc.edu/story/charlotte-and-raleigh-are-fastestgrowing-large-cities-un-projections#sthash.cuVacd4b.dpuf
2
paths, and street connectivity. Quality of Life Dashboard. This success
measure will help assess the degree to which the transportation system
incorporates and addresses the needs of cyclists.
Source: To be developed by the UNCC Urban Institute.
3
Source: New question on annual community survey.
4
Source: To be developed, based on permit data and land use maps.
5
http://smartcitiescouncil.com/smart-cities-information-center/
definitions-and-overviews.
6
Source: New metric.
7
Source: CMS Strategic Plan 2014 http://www.cms.k12.nc.us/mediaroom/
aboutus/Documents/Strategic%20Plan%202014.pdf
8
Source: broadbandmap.gov analysis on a countywide basis.
9
Source: To be developed based on GIS analysis. Total acreage of neighborhoods or area designated as local, state or national historic districts
National Register of Historic Places, NC State Historic Preservation Office,
Historic District Commission. This success measure helps indicate the
breadth of historic district designation and the total size of areas that are
contributing to the region’s historic and cultural character.
10
11
12
Source: New question on annual community survey. Follow-up to survey
that was conducted. Many residents main cultural interaction is through
faith-based organizations.
13
Source: New questions on annual community survey.
14
Sources: State or regional visitor surveys. The North Carolina Department
of Commerce produces various reports on visitors. Future research might
include questions around whether or not residents feel welcome.
15
Source: Strategic objective and measure stated in Arts & Science Council
2008-2013 strategic plan and 2012 Arts & Economic Prosperity IV http://
www.artsandscience.org/cultural-data-a-publications
16
17
Source: CMPD citizen survey. http://charmeck.org/city/charlotte/citymanager/CommunicationstoCouncil/Memo%20attachments/2013%20
CMPD%20Citizen%20Survey%20Report.pdf
Source: Police Department Crime Index Reports. Percent increase or reduction in total crime rate.
18
Source: Police Department. Annual total hours spent by the Police Department on proactive community programs and coordination with neighborhoods, businesses, and homeowners associations.
19
Source: American Community Survey or regional transportation model data.
20
Source: Regional transportation data.
21
Source: QOL Dashboard. Total percentage of paved streets that have sidewalks on at least one side. Quality of Life Dashboard. This success measure
helps assess the degree to which the street system addresses mobility for
pedestrians.
22
Source: QOL Dashboard. Aggregated indictor of ability to comfortably support cycling activities as determined by existing low speed local streets,
availability of bicycle specific facilities, designate greenways/multi-use
Mecklenburg Livable Communities Plan
13
45
Source: Quality of Life Dashboard.
46
Source: To be developed from residential and septic system permit data. A
ratio of how many new residential permits are issued compared to the
number of new residential septic system permits helps illustrate whether
or not development is coordinated with other zoning/utility requirements
or if it is happening in a more unplanned/uncoordinated manner.
47
Source: Green Built North Carolina, US Green Building Council and Energy
Star websites. http://www.wncgbc.org/programs/green-built/current-participants, http://www.usgbc.org/projects and http://www.energystar.gov/
index.cfm?fuseaction=labeled_buildings.locator.
48
Source: Quality of Life Dashboard, plus nonresidential data to be provided
by Duke Energy (if possible). Average monthly electricity consumption in
KWh. This success measure will help track how much energy households
and businesses use over time.
49
Source: Quality of Life Dashboard, plus nonresidential data to be provided
by Piedmont Natural Gas (if possible). Average monthly natural gas
consumption. This success measure will help track how much energy
households use over time.
50
Source: To be added by UNCC to the Quality of Life Dashboard. http://maps.
co.mecklenburg.nc.us/qoldashboard/?npa=&variable=w10
51
Source: Quality of Life Dashboard. Average single-family water consumption. Quality of Life Dashboard. This success measure will help track how
much water households use over time.
52
Source: To be collected, CMUD.
53
Source: Leadership Charlotte.
54
Source: Hands On Charlotte, City, County data.
14
Mecklenburg Livable Communities Plan
Appendix E:
Media Advisory: Mayor Kasim Reed Announces Results of Welcoming Atlanta Working Group
42
Media Advisories
Mayor Kasim Reed Announces Results of Welcoming Atlanta Working
Group
Posted Date:
9/17/2014 3:00 PM
Mayor’s Office of Communications
55 Trinity Avenue, Suite 2500 • Atlanta, Georgia 30303
Anne Torres, Director Melissa Mullinax, Deputy Director
404-330-6423, office
404-330-6756,office
404-904-2618, cell
404-825-2430, cell
amtorres@atlantaga.gov
mjmullinax@atlantaga.gov
FOR IMMEDIATE RELEASE: 09/17/2014
News Release
Mayor Kasim Reed Announces Results of Welcoming Atlanta Working Group
Mayor Reed announces city’s commitment to recommendations provided by the Working Group to
ensure that Atlanta’s newly arrived communities are integrated and supported
ATLANTA – Mayor Kasim Reed and members of the Welcoming Atlanta Group announced today the
recommendations being implemented to foster a welcoming environment in the City of Atlanta for all
individuals regardless of race, ethnicity, or place of origin. The 20 recommendations will focus on
community engagement, developing and harnessing talent, and public safety. The announcement was
made during National Welcoming Week which highlights the contributions of immigrants from across
the globe and their instrumental impact on the day to day lives of all Americans. Metro Atlanta boosts
the second fastest growing foreign-born population in the country, second only to Baltimore.
“As Atlanta positions itself to be a global leader, attracting and retaining talent is imperative,” said
Mayor Reed. “The Welcoming Atlanta initiative builds upon the existing priorities for the city – public
safety, welfare, economic development, civic engagement and education – and in so doing, will not only
create an environment that is welcoming to new arrivals, but a stronger community for all Atlantans.”
Earlier this year, Mayor Reed announced the creation of the Welcoming Atlanta Working Group. The
20-member group was tasked with developing recommendations to ensure that Atlanta’s newly arrived
communities are being integrated and supported. Over the course of the summer, Welcoming Group cochairs Jeffrey Tapia, executive director of the Latin American Association, and Charles Kuck, managing
partner of Kuck Immigration Partners, met regularly with subcommittees to discuss key areas of
immigrant integration including: ensuring equitable access to services; expanding educational
opportunities; facilitating economic empowerment; enhancing public safety and fostering a connected
community; and building immigrant civic engagement and leadership.
“We are thrilled to be a part of Mayor Reed’s historic commitment to the immigrant and refugee
communities,” said Co-Chair Charles Kuck. “It’s been an honor to be entrusted with the responsibility to
advise our city’s leader on the issues that we work on day in and day out and we are confident that the
lives of all Atlantans will be enriched as we welcome America’s newest communities.”
In August, the Welcoming Atlanta Working Group presented recommendations to Mayor Reed. The City
of Atlanta now commits to implementing the following recommendations proposed by the Welcoming
Atlanta Working Group:
Community Engagement Recommendations
Goal: To reduce barriers to full civic participation while fostering positive relationships between the
receiving community and new arrivals. To achieve the City of Atlanta will:
1. Create an Office of Multicultural Affairs with a Director who is part of the Mayor’s executive team.
2. Establish a Welcoming Atlanta Advisory Committee.
3. Create a website dedicated to the Welcoming Atlanta initiative.
4. Establish a citywide inclusive certification program.
5. Organize city dialogues with immigrant and refugee communities and groups in receiving
communities.
6. Establish a My City Academy educational program.
7. Partner with Invest Atlanta and the Atlanta Beltline to expand pre-public notification of affordable
housing options to include immigrant and refugee communities.
8. Partner with U.S. Citizenship and Immigration Services (USCIS) to establish citizenship corners in
Atlanta-Fulton public libraries.
9. Enlist well-known celebrities within the foreign-born communities to promote Welcoming Atlanta
with an emphasis on the benefits of citizenship and community engagement.
10. Provide free booths for partner nonprofits to conduct voter registration and outreach at City of
Atlanta festivals.
11. Assess current use of cultural competency training for all city employees and partner with nonprofits
that specialize in cultural competency to develop a resource list and develop and implement curriculum.
12. Evaluate the city’s capacity to effectively serve immigrants and refugees by contracting a third party
to conduct an internal and external needs assessment of public safety and customer service-oriented
agencies, including a customer service assessment component.
Developing and Harnessing Talent Recommendations
Goal: To better harness the talents of, and provide opportunities for, today’s willing and able workers
and develop a strong multicultural workforce for tomorrow. To achieve the City of Atlanta will:
13. Partner with non-traditional facilities to fund and expand opportunities for adult English language
learning in the communities where immigrants and refugees live.
14. Use the Atlanta Workforce Development Agency (AWDA) to create targeted programming that
recruits, trains and connects foreign-born workers to fill jobs critical to Atlanta’s economic
competitiveness.
15. Assess and increase minority participation in the Small Business Enterprise Program.
16. Create a web-based one-stop shop for all entrepreneurs that clearly outlines the process, steps and
requirements for starting a business in the city in multiple languages.
17. Address food deserts through immigrant entrepreneurship by providing incentives and assistance to
grocers to open markets in food deserts.
18. Augment the findings of the disparity study with a survey of best practices to strengthen Atlanta’s
Equal Business Opportunity Program.
Public Safety Recommendations
Goal: To foster a community of trust between Atlanta’s foreign-born population and the officers
entrusted with protecting our streets. To achieve the City of Atlanta will:
19. Launch an initiative within APD and the City Prosecutor’s office to investigate and prosecute
individuals who prey on immigrants (e.g., tax, credit card and other scams).
20. Create a Multicultural Liaison Unit in APD through scaling and expanding the existing Hispanic
Liaison Unit.
In October 2013, the City of Atlanta joined the Welcoming Cities and Counties, an initiative of
Welcoming America – a national, grassroots-driven collaborative that works to promote mutual respect
and cooperation between foreign-born and native-born Americas. As one of 41 U.S. cities participating
in the initiative, Atlanta has access to new tools and resources to help advance welcoming resolutions,
initiatives and strategies, receive support for efforts to foster more vibrant, inclusive, and welcoming
communities and participate in national and translantic learning exchanges that highlight best practices
from globally competitive cities. Americas Society/Council of the Americas (AS/COA), an international
business and policy organization working in new immigrant gateway cities around the country, is also
serving as a strategic partner for the Welcoming Atlanta initiative as is the Partnership for a New
American Economy, an organization that brings together leaders from all sectors to make the case for
sensible immigration reform as a way to boost economic growth and create jobs for Americans.
On Thursday, as part of National Welcoming Week, Mayor Reed will join Welcoming America and
officials from Detroit, MI and Dayton, OH on a national press call to further discuss Atlanta’s
commitment to achieving global competitiveness by being welcoming.
Members of the Welcoming Atlanta Working Group include:
• Co-Chair: Jeffrey Tapia, Executive Director, The Latin American Association
• Co-Chair: Charles Kuck, Managing Partner, Kuck Immigration Partners
• Rudy Beserra, Vice President of Latin Affairs, The Coca-Cola Company
• Alejandro Coss, President, Latin American Chamber of Commerce
• Walter Dukes, Metro Atlanta Region Senior Vice President, Georgia Power
• Jason Esteves, Board Member, Atlanta Public School Board of Education
• Jerry Gonzalez, Executive Director, Georgia Association of Latino Elected Officials
• Helen Kim Ho, Executive Director, Asian American Legal Advocacy Center
• Eloisa Klementich, Managing Director Business Development, Invest Atlanta
• Stefanie Jehlitschka, Vice President, German American Chamber of Commerce
• Pedro Marin, Representative, House District 96
• Z. Ileana Martinez, Partner, Thompson Hine
• Chuck Meadows, Vice President of Public Policy, Metro Atlanta Chamber of Commerce
• Kathy Palumbo, Director of Community Partnerships, The Community Foundation for Greater Atlanta
• Emily Pelton, Chair, Coalition of Refugee Serving Agencies
• Hon. Ricardo Cámara Sánchez, Consul General, Consulate General of Mexico, Atlanta
• Liz Sanford, Manager of Community Engagement, Atlanta Regional Commission
• Ivan Shammas, General Manager, Telemundo
• Tisha Tallman, President & CEO, Georgia Hispanic Chamber of Commerce
• Ambassador Geoffrey Teneilabe, Consul General, Consulate General of Nigeria, Atlanta
Strategic Partners
Richard Andre, Americas Society/Council of the Americas
Kate Brick, Americas Society/Council of the Americas
David Lubell, Welcoming America
Rachel Peric, Welcoming America
Dan Wallace, Partnership for a New American Economy
###
Appendix F:
Nashville.gov: Mayor Launches Office of New Americans
47
Mayor Launches Office of New Americans
9/22/2014
New Metro Government Office to Kick Off with Panel Discussion on Oct. 2
NASHVILLE, Tenn. - Mayor Karl Dean today signed an executive order to create the Mayor's Office of New Americans (MONA), a new Metro
Government office focused on engaging and empowering immigrants living in the Nashville community.
"Nashville is a vibrant community that is home to people from all over the world, and embracing our growing diversity only makes our city
stronger," Mayor Dean said. "The new Mayor's Office of New Americans demonstrates that Metro Government is committed to making it
easier for immigrants to adapt to living in our community and to be successful here in Nashville."
Existing Mayor's Office staff will lead the Office of New Americans, and the Mayor's New Americans Advisory Council will serve as advisers.
The office will focus on four primary objectives: engaging and empowering immigrants to participate in their local government and in their
communities; fostering a knowledgeable, safe, and connected community; expanding economic and educational opportunities for New
Americans to the benefit of all Nashvillians; and working with community organizations and other Metro departments to empower and
support New Americans.
Next week, the Office of New Americans will host its first event, a lunchtime panel discussion to invite thoughtful discussion and community
input on how to make the new office successful in engaging and supporting Nashville's growing immigrant population. The event will be at
noon on Thursday, Oct. 2 at the Sonny West Conference Center. It is free and open to the public.
Panelists will include Ralph Schulz, president of the Nashville Area Chamber of Commerce; Renata Soto, executive director of Conexion
Americas; Stephanie Teatro, co-director of the Tennessee Immigrant and Refugee Rights Coalition; Mohamed-Shukri Hassan, member of the
Mayor's New Americans Advisory Council; and Shanna Hughey, director of the Mayor's Office of New Americans.
"This new office is a great thing, not just for our city's growing New American population, but for Nashvillians whose families have been here
for generations," said Hughey, who also serves as senior advisor in the Mayor's Office. "When we engage and empower our newest
residents, we make our city stronger as a whole."
The number of foreign-born residents in Nashville has more than doubled over the past decade, and, in 2012, Nashville had the fastestgrowing immigrant population of any American city. Today, 12 percent of Nashville's population was born outside of the United States, and
nearly half of those people are recent immigrants who entered the country since 2000.
One of the main focuses of the Office of New Americans will be the expansion of several successful programs already in place:
Under Mayor Dean's leadership, Metro this year partnered with U.S. Citizenship and Immigration Services to create Pathway for New
Americans, a program that supports immigrants in Nashville who aspire to become U.S. citizens. Through this partnership, which is
the third of its kind in the nation, New Americans Corners are located in five Nashville libraries and four community centers. They
are stocked with resources to help would-be citizens prepare for the naturalization interview and test.
In 2009, Mayor Dean created the New Americans Advisory Council (MNAAC) to help foster a link between Nashville's New
Americans and Metro. Comprised of leaders from Nashville's refugee and immigrant communities, MNAAC has opened up a twoway line of communication and collaboration between Metro government and its newest citizens.
With the help of the New Americans Advisory Council, Mayor Dean in 2012 launched a program called MyCity Academy. The first of
its kind in the nation, MyCity empowers New Americans to understand and participate in Nashville's government. More than twenty
countries have been represented so far among MyCity participants. Over the course of seven months, MyCity participants meet with
leaders from Metro departments and tour Metro facilities. In doing so, they gain a better understanding of how their government
works and learn how to resolve issues and obtain information.
Earlier this month, Mayor Dean joined with Metro Schools to announce a new Parent Ambassadors program and introduced 20
parents who will serve as ambassadors this school year. As ambassadors, they are paired with New American families new to
Nashville schools who are from their same home country and/or speak their same language. As part of the free program, the
ambassadors provide information and guidance on navigating the school system. They also serve as advisers to Metro Schools,
assisting school leaders on policies and practices that ease the transition into schools for new families and their students.
For more information, visit newamericans.nashville.gov or follow @MONA_Nashville on Twitter.