169  CONCORD CITY COUNCIL ANNUAL PLANNING SESSION JANUARY 28 and JANUARY 29, 2021  A special meeting of the City Council for the City of Concord, North Carolina, was held on. January 28 and January29, 2021. The January 28th session began at 5:00p.m.and the January 29th session began at 8:00 a.m. Mayor William C. Dusch presided. Due to COVID-19 and the 61 footseparation requirement, the meetings were conducted  electronically via Zoom. Members Present:  Council members were present as follows:  Mayor Pro-Tem W. Brian King Council Member Andy Langford Council Member Ella Mae P. Small Council Member JC McKenzie Council Member Terry L. Crawford Council Member Jennifer H. Parsley Council Member John A. Sweat, Jr. City Manager, Lloyd Wm. Payne, Jr. City Attorney, Valerie Kolczynski City Clerk, Kim J. Deason  Others Present:  Mayor Dusch called the January 28th meeting to order and welcomed everyone. The  following was discussed:  Concord United Committee Discussion  The Council continued discussion regarding the establishment of the Concord United Itwas suggested to add educational training fort ther members to explain the City, County and State's jurisdiction and to also explain what the City and staff have already The terms were decided tol be 3-year terms instead of 2-year terms. The first appointed members willl have staggered terms so as not all the members will have the same term expiration date; for example, a group of members will begin with 1-year terms, another group of members will begin with 2-year terms, and thel last group of members will begin The City Manager stated that he had been discussing with the Human Resources Director about adding al Diversity, Equity and Inclusion position in the FY21-22 budget, but now feels that the position is needed int the current FY with the establishment oft the Committee. He stated this request would be included oni the February Council meeting Following the discussion, a motion was made by Council Member Crawford, seconded by Council Member Parsley, and duly carried, to recess the meeting to Friday, January  Committee. completed.  with 3-year terms.  agenda for Council's consideration if Council agrees. 29, 2021, at 8:00 a.m.-the vote: all aye.    170  On January 29, 2021 at 8:00 a.m., Mayor Dusch reconvened the virtual meeting.  Council members were present as follows: Members Present: Mayor Pro-Tem W. Brian King Council Member Andy Langford Council Member Ella Mae P. Small Council Member JC McKenzie Council Member Terry L. Crawford Council Member Jennifer H. Parsley Council Member John A. Sweat, Jr. City Manager, Lloyd Wm. Payne, Jr. City Attorney, Valerie Kolczynski Assistant City Manager, Josh Smith Assistant City Manager, LeDerick Blackburn Assistant City Manager, Pam Hinson City Clerk, Kim J. Deason Department Directors  Others Present:  Mayor Dusch presented a Proclamation recognizing February as Black History Month.  The following items were discussed:  Financial Analysis - Comprehensive Financial update for FY 20-21 and FY 21-22 The Interim Finance Director, Jessica. Jones, summarized the localeconomic conditions including unemploymentrate, new construction of singlet family homes, residential home sales, and average home sales price. The top ten taxpayers represent 10.77% of the  projections  City's revenues. General Fund  Operating revenues will continue to outpace operating expenditures in 2021. In 2021, total operating expenditures are estimated to increase 9% and operating revenues are estimated to increase 6%. Local option sales tax increased 1.4% in FY ending 2020. A3% growth is estimated for FYE 2021 and a 2% growth in 2022. The Interim Finance Director stated assessed values increased 15% duei tot the property Utility Sales Tax collection in FY21 is estimated at $4.7 million. In 2020, beer and wine distribution increased 1%. FY21 collections are estimated at $400,000. The Powell Bill collection for 2020 was $2.3 million. Development fees collected in FY20 was $300,000. FY21 estimates are stable at $318,000.  reevaluation. A growth of 2% is estimated for FY2022.  Fund Balance  The Interim Finance Director stated that the City is always very conservative and has always tried to keep adequate reserves. A City Council goal is to keep 30-35% in the    171  Unassigned Fund Balance, which has been achieved.  Debt Administration  New debt budgeted for FY21 includes Fire Station #12. Future debt issues for consideration include Recreation Master Plan Projects, Fire Stations, Public Safety Training Center, Solid Waste Services In-House Transition, Fleet Services Facility, and  Water/Wastewater System Improvements.  Upcoming Budget Issues  The Interim Finance Director stated upcoming budget issues include the possibility of the federal government withholding funding for HUD, transportation, and airport;  possible loss of Powell Bill funding; growth; and personnel requests.  Aviation - FY2020  Operations (takeoffs and landings) decreased 17%. Allegiant Enplanements decreased 12% and Allegiant passengers decreased 12%. Parking revenuei increased 4%. There  was a 32% decrease in the number of. Jet A1 fuel gallons sold.  Utility Funds  Water- - Consumption and rate revenues were flat. Wastewater - Consumption and rate revenues were flat. bes spent as described in the NC General Statutes.  System Development Fees - The next rate study is due July 1, 2023. Current Development Fee project reserves projections include $7.3 million allocated to water projects and $5.2 million unreserved for sewer projects. These fees must Electric - Usage billed and rate revenue has decreased 6%. Usage billed decreased 7% and demand billed decreased 4%. There has been no rate increase in 5 years. There is not a rate increase planned for 2022. Electric Capital Project reserves is $28 million. The rate stabilization reservei is currently $9 million. Ther new electric power purchase contract withl NTE began January1,  Stormwater Revenues are flat.  2019. FY2020 was first fully year with NTE  Other Funds  Transit- - Fixed route ridership decreased 34.09% for calendar year 2020. ADA Paratransit ridership decreased 0.70%1 for calendar year 2020. The total budget  is $4.9 million.  Bond packages for future years and Limited Obligation Bonds.  The Interim Finance Director explained there are three primary financing structures available tof fund capital needs. These are Revenue Bonds, General Obligation Bonds, She explained General Obligation (GO) Bonds are used for typical projects such as streets, greenways, parks, city halls, publics safety, municipal buildings, etc. GOI Bonds require al bondi referendum, a public! hearing during the! bond referendum and alsol LGC approval during the bond referendum. She further explained the timing and steps involved in the issuance process differ depending on the financing structure chosen. Regardless of financing type, the general policy of thel Local Government Commission (LGC)i is tol havet ther majority (over 70%) of bids andi major permits in hand priort toLGC She presented an overview of GO Bonds. GOI Bonds are considered the safest type of  approval and selling oft the bonds.  bond byi investors and rating agencies. No collateral is required.    172  The referendum can only be held on a date when all precincts in the City are open (primaries or general elections). The referendum process typically starts 5-6 months prior to election day. She outlined the steps that would need to be taken. She then explained, once a referendum passes, the City has seven years plus an The costs associated with GO Bonds include staff time to implement the referendum process. Ifthe referendum passes, the City could ex9e4515000-5175.00: perb bond issuance, costs to cover bond counsel, financial advisor, LGC, rating agencies, and posting of offering document. Interest rates on GO Bonds tend to be 0.20%- 0.25%  optional three year extension to issue the bonds.  lower than LOBS.  Transportation - MPO Restructuring  Transportation Director, Phillip Graham, stated the Cabarrus-Rowan Metropolitan Planning Organization (CRMPO) is responsible for the development of transportation plans and programs for all transportation modes within the urbanized area. As the Lead Planning Agency(LPA)fort the CRMPO, Concord manages a contract with at third-party consultant, Mobility Solutions, to administer these planning efforts. The current contract He stated of the 19 MPO's recognized in North Carolina, the CRMPO is the only one that is independently contracted. The adopted Unified Plan' Work Program (UPWP)f for the 2020-2021 fiscal year allots $348,820f for MPO planning purposes, and an additional $95,751 in Transit 5303 funding. The City's portion of the local match for planning According to national statistics, an MPO can be expected to have an average of one employee per 50,567 people. Based on this metric, the CRMPO, which has a population of 347,516 (2010 Census), should have at least seven staff members. The CRMPO is significantly understaffed compared to other MPOS of its size in the State. The CRMPO currently has only two contracted staff members; an Administrator and MPO Manager. Due to being under staffed, and lack of specialized personnel, additional services and support are rendered by City of Concord employees without The need for additional staffi is exacerbated byt the probable impacts of the 2020 Census results, which will affect population numbers and available funding, and could also increase the total area oft the urbanized MPO region. The CRMPO region is showntobe growing faster than most, with Cabarrus County being ranked 7th highest growth county inl North Carolina accordingi tot thel NC Office of State Budget and Management (2017).It is apparent that additional staff are needed to adequately serve the growing CRMPO.  amount is $275,000.  currently equates to $16,188 annually.  compensation.  Itv was the consensus of the Council to:  Approve the final extension year with Mobility Solutions ending July 1, 2022. Reassess contract needs for CRMPO consultant with input from member Send outa al Request for Proposals (RFQ) foraconsultant firm with a minimum of Include member jurisdictions, NCDOT and FHWA in the selection process. Potential Implications include - potential higher overall cost, separation of jurisdictions and MPO ensures objectivity, Concord will continue to oversee  jurisdictions and TCCITAC approval. four dedicated employees to run the MPO.  contracted services.  The following timeline was proposed by staff:  2021  Spring Meet with NCDOT and FHWA to assess legalities of MPO contract in regards to the responsibilities of the consultant, and internal staff time compensation; Summer Meet with other CRMPO member jurisdictions in order to ascertain current    173  needs, and to assign fair RFQ scoring criteria;  Fall Wrap up contract document with legal, and review conformity with NCDOT and  FHWA 2022  January Advertise CRMPO Request for Qualifications February Receive submittals and review with selection committee. Solid Waste - Transition to In-House Services  March- Conduct interviews with NCDOT and FHWAI present. Make finalf firm selection The Solid Waste Director, Robin Barham, stated current contracted services include:  Garbage Weekly Recycling - Every other week Household bulky waste -Every other week  Small business garbage and recycling (subscription service) - Weekly Corrugated cardboard collection (subscription service frombushnesses)-Wely Dumpster service for Cityf facilities and a small group of condos - Weekly. Yard waste (bagged grass clippings /leaves and limbs /brush piles) - Weekly Seasonal loose leaf - 3 cycles between November and February Dead animal collection and disposal - As requested Cartmanagement: services (repairs, delivery, assetr management). - As requested She stated Concord is thel largest NC City to contract outt the majority ofi its solid waste Staff recently compared costs in the new contract addendum with estimated costs to provide thes same services inhouse. Staff determined that the Cityi is now ablet to provide The current contract term ends in June 2022, with the option of two one-year extensions. Staff feels that bulky services, including collection of construction debris, tires, carpet, appliances ande electronics, canl beb broughti inhouse in. July 2022 as they do not require necessary changes for Fleet Services and shed space. She stated, under the current contract addendum terms, the City is in a position to negotiate a one-year extension of the current contract for garbage and recycling services in. July 2022 while She explained the staff needs anticipated for in-house services and the proposed fee. There would not be a rate increase associated with bringing the services in-house  Current inhouse services provided include:  School recycling program - Weekly  services.  the same services at or below the current contracted costs.  City facilities are being constructed.  Itwas the consensus of the Council to:  Provide bulky waste collection services in-house beginning July 1, 2022, as the initial contract term expires and utilize the one-year extension with WastePro to continue garbage and recycling service untilt the City could provide those services  inJuly 2023.  Administrative, Financial and General Policy Issues Ms. Imo discussed the following 2021 Federal priorities:  Federal Legislative Agenda Presentation from Jennifer Imo, The Ferguson Group  Concord Regional Airport - Ensure projects that are included on FAA's Work Planr maintain priority andf funding; secure discretionaryfunding: for development projects on the north and south ends oft the airport; support fulli funding for the contract tower program inl FY2022 budget and appropriations; support contract tower staffing/annuity bill to address growing shortage in qualified air traffic    174  controllers at federal contract towers; ensure FAA's AIP funds can be used for remote tower operations; highlight the need to prioritize non-hub airports, which dor not collect passenger facility charges; work with TSA tol become an approved gateway airport and participating Fixed Base Operatori int the TSA's DCAAccess Standard Security Program into Washington Reagan National Airport. Rider Transit Support increased funding for FTA programs and efforts to secure discretionary funding for system needs; assess and support transit options around the light rail, Concord Mills, the Speedway, and the airport; maintain special operations cap (100 bus rule) in FAST Act reauthorization; pursue change to federal policy that does not allow FTA funds to be used to Transportation- Supportcontinued funding for DOT's Congestion Mitigation and Air Quality (CMAQ) Program; explore opportunities to address sidewalk gaps using federal Transportation Alternatives Program (TAP) and Safe Routes to Water Infrastructure - Monitor federal funding opportunities for improvements at Brownfields = Review potential brownfield locations and monitor EPA funding Concord Police Department -Monitor funding opportunities for law enforcement technology; twol K-9's and related training; training for de-escalation, simunition, Concord Fire Department - Pursue federal assistance for department needs, including thel FEMA Assistance to Firefighters Grant program and FEMA SAFER Grant; support firefighter cancer registry and other health and wellness Housing-Pursue federal assistance for department needs; HUDI FSS Services Coordinator Grant, Resident Opportunity and Self Sufficiency Program, Emergency Safety and Security Grant, Lead-Based Paint Capital Fund Program, Mainstream Voucher Program, Family Unification Program through the Housing Choice Voucher Program, Project Safe Neighborhood, and Good Neighbor Next Door; support HUD VASH Program and continued efforts to secure VASH Future Park Sites - Pursue federal assistance tos secure land fori future park site. Open Space and Connectivity Plan - Pursue federal assistance to implement Greenways - Pursue federal assistance for greenway system; work with NC Division of Parks and Recreation to secure funds through Recreational Trails Program and with the Cabarrus-Rowan MPO to secure transportation COVID-19 Legislation - Support direct and flexible funding to all units of government when, orif, Congress considers another COVID-19 bill; monitor and Opportunity Zones - Monitor and report on federal guidance related to the Financing- Supporttax-exempt municipal bonds and advance refunding bonds. Infrastructure Package - TFG will monitor and report on Administration's State Legislative Agenda Presentationf from Rose Vaughn' Williams, Associate Executive Ms. Williams discussed the State Legislative Agenda and legislative issues that are The City Council received the information as presented and will consider adopting the  purchase buses from the General Services Administration.  School funds. opportunities.  Hillgrove and Coddlecreek WTP's.  co-responders; monitor and report on police reform initiatives.  legislation.  vouchers working with the VA hospital in Salisbury. parts of the City's Open Space and Connectivity Plan.  enhancement funds.  report on employer/employee benefits in future legislation. Department of Treasury's Opportunity Zones. infrastructure package and resulting legislation.  Director of Public & Government Affairs. NC League of Municipalities  being discussed or proposed for discussion. 2021 State goals at at future Council meeting. Fleet- Construction of new Fleet Facility  The Fleet Director, Daniel Nuckolls, stated one of the areas identified as being    175  problematic in the 2008 Brown Operations Center (BOC) space needs study was the Fleet building. The location of the building near the west edge of the BOC property  negated any expansions in that direction.  He stated the current facility was constructed in 1998 and has:  5 light duty bays 2heavy duty bays 1fire apparatus bay 1small engine bay 945 sq. ft. parts area 7fuel pumps at BOC and 4 at FS9  Currentt fleet-1,065 vehicular assets and approximately 250: small engine assets  The study revealed a larger facility is needed to address the following:  20 year fleet expansion In-house solid waste and recycling Vehicle staging areas New fuel facility Increased parking at BOC  Itwas the consensus oft the Council to move forward with the construction of a new fleet facility on the 33-acre parcel located the BOC beginning in FY22, provided solid waste Concord-Padgett Regional Airport - Commercial Airline Expansion  services are brought in-house  The Aviation Director, Dirk' Vanderleest, stated Allegiant Travel announced onl March4, 2020 plans to establish al base of operations at Concord-Padgett Regional Airport. They plan to invest $50 million to establish a new base, which will create approximately 66 high wage jobs and will house two Airbus aircraft. Due to COVID-19, this project was Since that time, airport staff has received several inquiries concerning new commercial airline service. One airline has expressed interest in establishing a base of three He stated the economic benefits to community from the airline service would be substantial (over $800 million and 4,500 jobs) and would result in additional direct Based on usage projections, the current airline terminal building, parking deck, and airline apron cannot accommodate five aircraft at the same time without some type of significant restrictions. The existing was designedi fore expansion for future demands, but prior to that, the Federal Aviation Administration (FAA) requires an Environmental Due to the EA1 taking approximately, 18 months to complete, staff is recommending the EA be scheduled fori the current FY budget. The costi is estimated between $300,000- $350,000; however, the project would be eligible for federal reimbursement at 90% It was the consensus of the Council to prioritize expansion of the air carrier ramp, authorize the EA and request federal funds from the FAA for the EA, and to begin the Parks and Recreation - Future Expansion Efforts-S South, Central,and Northwest The Deputy Parks and Recreation Director, Sheila Lowry, stated the south area has experienced a substantial amount of residential growth over the past several years.  placed on hold. aircraft.  revenue and taxes to the City.  Assessment (EA) to be completed.  making the estimated cost to the City less than $35,000.  critical path plan. Areas SouthA Area    176  Future park considerations at WW Flowe and additional properties should also be considered for public park amenities outside of athletic fields that are lacking in this area, such as additional playgrounds, a dog park, splash pad, reservable shelters, disc golf, tennis and sports courts, plus additional trails and connectivity. In addition, staffv will explore opportunities in this area for a new recreation center, therefore, a Recreation Center Feasibility Analysis (RCFA) would be considered as part of the design of any park site, including the possibility of including said facility as partofwwFlowe Phase II. The study will determine the adequate size for indoor facilities, including gymnasium space, community rooms, classrooms, meeting rooms, fitness facilities, and other spaces. Staff will also continue exploring additional partnerships in this area for shared Ther need to create andi improve connectivity for pedestrians and bicyclists is also al high priority to the City with the adoption of the Open Space Connectivity Analysis in May 2019. The Parks and Recreation Department is focused on implementation of this plan over the next several years in a strategic fashion, in coordination with other The south area focus is also on connectivity, greenways, and park development. This wouldi include expanding greenways alongt thel Rocky River Corridor, such as extending the existing Mills at Rocky River trail from where it currently dead ends to Flowe Store Road, expand Irish Buffalo Creek Greenway in this area, including tributaries of Irish Buffalo that connect from WW Flowe Park to the main creek system thereby also connecting to several neighborhoods in this area, and providing connectivity for pedestrians and cyclists on many roads within this area from surrounding neighborhoods to WW Flowe Park, Central Cabarrus High School, other area  gymnasium and community space should it become available.  departments, and as part of future developments.  destinations, and to each other. Staff's recommendation is to:  Complete a master plan for WWE Flowe Park, including the existing park site, and the undeveloped property across the street. The master plan should include a robust public input process and athletic and programming coordination to determine what facilities and amenities to include. The master plan and recreation studys should evaluate cost options, revenue potential, opportunities for collaboration and partnerships, programming and athletic recommendations both outdoor and indoor, and connectivity. This analysis will be both data driven, and Upon Council adoption of the Park Master Plan, and Conceptual Design, the Parks and Recreation Departmentrequests approval to fund the development of The Parks and Recreation Department requests approval to advance the acquisition, design and construction of greenway and connectivity projects ini the south region, including sections of Hector Henry Greenway (Rocky River), and Irish Buffalo Creek Greenway in addition to on road connections.  driven by public input and feedback from City Council.  the park.  Central Area  Park Planner, Jason Pauling, stated the Central region, based on thei increased number of youth sports registrations, the Department has a need for a centralized recreation, and additional athletic fields. This will include additional baseballsoftball diamonds, and multi-purpose fields. The neighborhood park site should be between 10 and 20 acres in size, and should! be int the area that stretches from 1-85 ati the north end, to George Liles Parkway att the west end, tol Highway 29 at the south end, to Concord Parkway and Irish The City has had success partnering with public and charter schools in Cabarrus County in recent years, but those opportunities are limited and not long term. An analysis with public input should also include the feasibility of an aquatic component in the central region of Concord. The need to create and improve connectivity for pedestrians and  Buffalo Creek at the east end.  bicyclists is also a high priority to the City.    177  In the central area, connectivity includes the continued development of Coddle Creek and Irish Buffalo Creek Greenway, as well as on road connections in this area, which mayf feature sidewalks, bike lanes and multi-use paths. This willa alsoi include many State road corridors such as Poplar Tent Road, Highway 73 and George Liles Parkway. Although the plan for greenways provides the spine for connectivity, the central area alsol has the unique opportunity to provide an east-west connection between the Rocky River, Coddle Creek and Irish Buffalo Creek systems. Through the Planning Department's small area planning efforts, parts of this corridor, as well as additional The Parks and Recreation Department request funding for acquisition and master plans for the central region of the City. An RFQ will be released once properties are acquired for additional park sites in this area. The park design for the Central area will include community input as part of the master plan process addressing programming, athletic needs and connectivity. The Parks and Recreation Department requests to advance the acquisition, design and construction of the Irish Buffalo Creek Greenway, Coddie Creek Greenway and extend the George Liles The Park Planner stated the Northwest region is mostly north and west ofl I-85 stretching from the County line near Concord Mills, to Highway 73 on the north end, and to Lake Howell and Coddle Creek on the east side. The acquisition of the first park site on Cox Mill road was a significant step toward meeting the needs in this area. The Comprehensive Plan alsoi identifies the need for a new recreation center ini this area to The City has had success partnering with public and charter schools in the County in recent years, but those opportunities are limited and not long term. Staff continues to analyze park sites for active, passive, indoor and outdoor amenities andi facilities, which includes an extensive public inputp process. Additional parks are needed int this area, and the City will continue to explore acquisition opportunities for park sites, or continue to establish) joint-use parnershpslagleements for land and/or development and operation to achieve these needs, along with additional funding for design and construction. Finding additional park sites thath have direct, walkable access to future segments ofthe Hector Henry Greenway, Clarke Creek Greenway, and schools ini the area such as Cox Mill Elementary and High School, Odell Elementary School, Harris Road Middle School, and the Carolina International School is ideal. Residential growth in this area at such a rapid pace has had a tremendous impact on available land, and the price of land. The need to create andi improve connectivity for pedestrians and bicyclists is also al high priority to the City. Int the Northwest, the connectivity needs include development of the Cox Milll Loop and Hector Henry Greenways, as well as the development of sidewalks, multi-use paths, andi multi-use corridors. This mayi include State road corridors such as The Parks and Recreation Department requests the City Council to adoptt thel Northwest Park Master Plan. Fund the construction based on community input, programming and athletic needs of the Department and the City, and which provides connectivity. Staff will continue searching for land and partnerships in the northwest to expand parks and programming opportunities. Staff requests authorization to advance the acquisition, design and construction of the Cox Mill Loop, Clarke Creek Greenway, HH Greenway  open space and potential neighborhood parks is an achievable goal.  Greenway. Northwest Area  meet the growing needs of athletic and programming activities.  Poplar Tent, Cox Mill, Derita, Harris, and Odell School Road.  and the connectivity within the Northwest/Cox Mill area of the City.  2020-2023 Strategic Plan update  The City Manager provided updates on the ongoing 2020-2023 Strategic Plan Goals &  Objectives.  The following Goals & Objectives were complete or almost complete:    178  Public Safety Public Works  Complete the Weddington Road communication tower relocation. Explore options for implementing a solid waste fee Secure property for Electric Delivery #4 and budget for construction  The following Goals & Objectives are ongoing:  General Government  Continue to adhere to approved financial management policies that maintain the City's financial strength and integrity including continuation of conservative Invest in coworker compensation and benefits to ensure the recruitment and Continue to enhance partnership among management, directors, and Customer Service Advancement Team to serve our employees and citizens, apply best practices to enhance satisfaction levels, and focus on continuous improvement. Implement recommendations from employee surveyt to ensure employee voicei is Support the recognized neighborhood program and seek opportunities to enhance the quality of relationships, strengthen communications, and build Explore additional resources to provide enhanced communications. and outreach int the form of more original content and improved social media engagement. Redesign City website to make it more user and mobile friendly. Continue to establish and cultivate relationships at the local, State, and Federal levels to facilitate collaborative projects for Concord. Support the projected Public Safety facility, equipment, and personnel needs to Secure property for Fire Station #12 and budget for construction. Actively look for property to construct al Fire/Police training facility.  revenue estimates that reflect economiç conditions. retention of talent to deliver community services.  a priority throughout our organization. capacity of neighborhood leaders.  Public Safety  meet service demands.  Public Works  Fund recommendations to fully implement Water, Sewer, and Storm Water Continue emphasis on improving community appearance through regular street sweeping, litter pick-up and removal of signs that violate City ordinance. Focus on litter through enforcement, communication, and City-led roadside activities. Strengthen the City's fiber infrastructure and ensure all City facilities have fiber Continue to pursue strategies to promote water conservation, water re-use, and investigate alternatives to reducing individual water use. Examine ways to better educate the public on importance of recycling. Support the connectivity of City parks, neighborhoods, and community centers through the enhancement of greenways, sidewalks, and multi-use paths. Continue to explore options to acquire property in the northwest area of Concord Workv with internal City departments toi identify projects that offer opportunities for Consider enhancing the City's support of public art installations with process and funding models recommended by the Public Art Advisory Committee. Address the deteriorating health of downtown street trees and communicate with stakeholders and the community in general about how street trees and lighting relate to the Downtown Master Plan's streetscape and beautification goals.  master plans.  capability.  Recreation and Culture  for the development of passive and active recreation. greenway, park, and connectivity development.    179  Actively look for opportunities to open space/greenspace in Downtown Concord. Work with Planning Department with a goal of having ordinances in place by 2020 to require dedication and potential construction of greenways and connectivity. Supporting language exists ini the Parks and Recreation section of Pursue funding for acquisition and construction consistent with the Parks & Recreation Open Space Connectivity Analysis and Comprehensive Master Plan. Evaluate ways to enhance the City's role in maintaining and building affordable housing, including exploring the pros and cons of investing in a General Fund allocation, creation of an affordable housing non-profit entity, and/or establishing Implement the 2030 Land Use Plan, including prioritization of follow-up corridor Continue strategic implementation of the Downtown Master Plan, according to Continue to regulate the design criteria for commercial development in accordance with the Concord Development Ordinance (CDO), with emphasis on Continue to work closely with economic development partners in Cabarrus County to present a complete coordinated recruitment and retention effort. Work with public and private partners to redevelop and revitalize abandoned and Continue, ata a minimum, appropriating existing revenue amounts using 2-cents of the Ad' Valorem tax and $5.00 of the Vehicle tax for the Transportation Fund. Continue to routinely monitor projects and consider participation in additional projects to assure Transportation Fund revenues are being used toi fund highest priorities and funds are available for local matches to leverage additional projects Continue efforts to secure funding for Congestion Mitigation Air Quality ChAO,Fcalangetaion Community, and System Preservation Program (TCSP), Economic Enhancement, Highway Safety Improvement (HSIP), and small construction projects from the federal government and/or the NCDOTand continue to coordinate associated local activities with NCDOT Division 10. Develop a viability analysis process to support privately and/or publicly-owned corporate/genera aviation hangars at Concord Regional Airport. Work with CATS, Cabarrus County, and the City of Kannapolis on the extension of the light rail into Concord/Cabarrus: County. Work with Cabarrus County and the City of Kannapolis to implement recommendations from the Public Transit Master Plan. Open Discussion by Mayor & Council on other issues  the draft 2030 Land Use Plan.  Economic Development  formal designation as a Housing Authority. the plan's existing implementation matrix.  and area plans.  lowi impact development. blighted properties.  Transportation  with at focus on City infrastructure.  Broadcast City Council meetings they conduct their meetings.  Council Member Langford suggested exploring the possibility of broadcasting City Council meetings to allow citizens to view the meetings more broadly. He askedi ifthe Public Affairs and Projects Manager, Lindsay Manson, could review other cities and towns to see how if, and how, It was the consensus of the Council to explore the possibility to record the meetings to allow  viewing of the meetings after they are held.  Gateways into Downtown (Church St, Cabarrus Ave. and Corban Ave)  Council Member Langford stated, in his opinion, this area needs some attention to make the  entrance to downtown more attractive.    180  Discussion was held andI Mayor Pro-Tem King suggestedt thel Public Arts Committee could review Council Member Crawford stated the litter issue in Concord has gotten worse. He stated he knows there is not an easy solution to the problem, and with COVID requirements the annual litter sweep has not been held, but asked if something could be done to keep the community The City! Manager stated thatt there are not dedicated City staff forj just picking up litter, buts stek arel being taken to help keep the streets andi roadways cleaner. Hes stated as time allows during Council Member McKenzie stated he would like to have a 2nd Work Session just for the Mayor and Council tor meet and discuss items. This meeting could bel heldi int the afternoon during lunch to allow for those Council Members that work to attend. City Department Heads would not be  ways to enhance that area without spending City funds to do sO.  Litter clean.  the work week crews are used to assist with collecting litter.  General discussion required to attend.  With there being noi further business to discuss, ar motion was madel by Council Member Crawford, seconded by! Mayor Pro-Tem King, and duly carried, to adjourn the meeting-  the vote: all aye.  William C.  Let  Dusch, Mayor  Deason/City Clerk  bdlue  De