The Robinson Center for Civic Leadership's collective alliance with generous donors and committed partners makes a transformative impact on our community.
Some of our current and past programs and initiatives include:
In 2013, the Charlotte City Council entrusted us with ownership of the 36,000-square-foot historic Carolina Theatre. We are renovating the long-vacant theatre into a unique civic gathering space that will serve as a venue for lectures, town hall meetings and other forms of community engagement.
To oversee the project, FFTC has formed an advisory committee, chaired by Crescent Communities CEO Todd Mansfield. Construction is currently underway.
Past initiative: When a major social capital survey ranked Charlotte 39th out of 40 communities in the nation in levels of interracial trust, we engaged the community in a large-scale initiative to improve access, equity and inclusion in the region. Crossroads Charlotte, launched in 2004, was a collaborative civic project to remove barriers of mistrust and shape a positive future for tomorrow.
Crossroads Charlotte engaged corporate and civic leaders to examine four plausible scenarios of our city’s future, and craft deliberate steps that would steer the community toward better outcomes. In 2007, 15 participating organizations introduced specific civic projects to advance inclusion and equality.
We partnered with the City of Charlotte to make Charlotte a more entrepreneur-friendly city. In 2013, we underwrote a groundbreaking study to map the entrepreneurial ecosystem in the region and develop recommendations to make the community more risk-tolerant and attractive to entrepreneurs. Our partnership continues with the City, which has established a $500,000 fund to advance entrepreneurship in Charlotte.
The plan is a joint initiative sponsored by the City of Charlotte, Mecklenburg County and us to enhance our quality of life by improving how residents live, work and play. The International City/County Management Association serves as the lead consultant for the project, which began in late 2013.
Citizen working groups were formed to provide input on specific areas, such as the community atmosphere, healthy living, the economy and community life. We have played a direct role in the Livable Communities Oversight Committee, which has provided guidance to the consultants in developing a draft plan that incorporates community input. The final plan was presented to elected officials and the community in 2015.
We joined with Charlotte Center City Partners and more than 20 stakeholder groups in a public-private partnership to lead development of the North Tryon Vision Plan, which established a cohesive strategy to catalyze and guide revitalization of the North Tryon area of Uptown Charlotte. The plan aims to sustain growth and development of this prime location by attracting innovative businesses, drawing creative crowds, and offering education and diverse housing opportunities. The plan was formally adopted by the Mecklenburg Board of County Commissioners in 2016.
Recent studies pinpoint low economic mobility for children in our region. The causes are highly complex but correlate strongly to racial and economic segregation in the community, family structure, social capital and K-12 school quality.
FFTC, the City of Charlotte and Mecklenburg County launched the Charlotte-Mecklenburg Opportunity Task Force to address the issues around economic opportunity in our region.
The Task Force developed a set of recommendations to broaden access to economic opportunity for all residents of Charlotte-Mecklenburg, which it released in March of 2017. We will continue to support the critically important work of the Task Force, now known as Leading on Opportunity.
In parallel, we will use economic opportunity as a lens through which we evaluate community needs in our competitive grantmaking programs.
Past initiative: We convened a Citizens’ Task Force in March 2005 to develop a strategy to improve the educational experience in the Charlotte-Mecklenburg Schools system and to address rapid growth expected over a 10-year period. The Task Force brought together civic and corporate leaders to make recommendations regarding management and governance structures for CMS. In December 2005, the Task Force released a report containing 21 specific recommendations, many of which were subsequently implemented.
In 2006, the Task Force completed its initial work and established an ongoing civic commission to support the continual improvement of CMS. MeckEd continues to serves as an advocate and a catalyst for quality and accountability in public school education.
We partnered with government, corporate and nonprofit partners to study root causes for underperformance in some of Charlotte’s most impoverished public schools. The result of that research, Project L.I.F.T., is focused on West Charlotte High School and its feeder schools, setting a goal of increasing the West Charlotte graduation rate from 56% to 90% over five years. The graduation rate had risen to 86% by 2016.
Project L.I.F.T. leveraged more than $55 million in private investments to close the digital divide, provide substantial investments toward in-school and out-of- school time learning, to attract and retain the most talented teachers, and to intervene on other destabilizing issues that adversely impacted attendance and performance.
Grade-level reading proficiency is a key indicator of academic success, with correlated long-term impacts in many other areas of critical importance. Children who are not reading at an age- appropriate level by third-grade also underperform in other academic areas and are four times more likely to ultimately drop out of school than their peers (six times more likely for poor children).
Read Charlotte is a collaborative, community-wide movement to double the percentage of third-grade students reading at grade level from the current 40% to 80% in 2025. It brings together local schools, the city, the county, corporate donors and individuals committed to addressing the root causes from birth forward, working together and investing only in programs that work.
Read Charlotte supports programs that develop language-rich and literature-rich environments that provide high-quality pre-school and kindergarten instruction to prepare students to succeed in school.
Through Read Charlotte, we are unequivocally committed to addressing the issue of child literacy and its acute impacts on both individuals and the community at large. This type of persistent problem, which crosses socio-economic and cultural boundaries, is the type of program where our convening influence has most impact.
A regional trail network that reaches 15 counties and more than 2.3 million people, the Carolina Thread Trail currently has more than 250 miles of trails and 100 miles of blueway open to the public. The Thread Trail emerged from a 2005 study to identify the region’s most pressing environmental requirements. More than $3 million in grants have been awarded to date, with 76 local governments collaborating. The trail strengthens the region and promotes economic development, education, better health and land conservation by connecting people, businesses and communities of diverse backgrounds and interests.
TreesCharlotte seeks to increase the tree canopy coverage ratio in Charlotte to 50% by 2050. Achieving this goal calls for planting 500,000 trees over the coming decades. More than 19,500 trees have been planted and more than 9,000 residents and volunteers participated.
This program is expanding the Charlotte tree canopy, one tree and one community at a time. Trees provide many benefits to a city – delivering oxygen and removing greenhouse gases, cooling streets and the city, conserving energy, reducing runoff and soil erosion, and adding beauty to the city. They create spaces where diverse groups of people gather, and provide a canopy and habitat for wildlife.
This $20 million endowment is a public-private initiative addressing family homelessness in our community. Rather than investing the funds into brick and mortar, A Way Home provides much-needed housing subsidies and supportive services for homeless and at-risk families.
Through a competitive process, AWH selects agencies to work with families for up to two years. The program uses a scattered-site approach to place families in areas where affordable housing is more limited. This will also build social networks to increase the probability of long-term economic independence within 24 months – a key objective of the endowment.
The City of Charlotte has committed $10 million toward the endowment, and we are close to our goal of raising $10 million from the private sector. While the AWH endowment ramps up to housing 100 new families every year starting in 2021, FFTC joined with several faith-based partners and created a pilot to house 114 families with successful results.
Affordable housing is a critical component for fostering upward mobility and creating vibrant communities. Yet, Mecklenburg County currently faces a deficit of 34,000 affordable housing units, and nearly half of its residents are cost-burdened, which means housing costs exceed 30 percent of income.
In response to this housing crisis, the Housing Opportunity Fund was created and seeded with a $5 million program-related investment from FFTC’s governing board. The goal is to eventually grow the fund to $50 million and help mitigate the growing affordability gap to develop housing that serves residents in a range of incomes.. The fund will be managed by Local Initiatives Support Corporation.
The privately financed mechanism to help build more affordable housing works in tandem with the City of Charlotte’s Housing Trust Fund, which is publicly financed.
A 2014 study ranked Charlotte last in economic mobility among America’s 50 largest cities. In response, the 2017 Leading On Opportunity Report was released as a roadmap to increased economic opportunity. It detailed determinants for mobility and made specific recommendations for addressing the issue. A key recommendation in the report was increased access to affordable housing.