Name as it appears on the ballot: 

Mary Black-Branch

Age: 30

Party affiliation: Democrat

Campaign website: mary4districta.com

Occupation & employer: Climate Justice organizer and Raleigh City Council Member 

Years lived in Raleigh: 19

  1. Given the direction of Raleigh government, would you say things are on the right course? If not, what specific changes will you advocate for if elected?

I believe that while Raleigh has made strides in addressing some critical issues, the current direction does not adequately meet the needs of all residents, particularly those facing housing insecurity and environmental challenges. The lack of affordable housing, the rising rates of homelessness, and insufficient responses to climate change indicate a need for significant changes in policy and approach.

1. Affordable Housing Initiatives:

Raleigh’s rapid growth has created a housing affordability crisis that disproportionately impacts low-income residents and marginalized communities. To address this, my housing policy will focus on several fronts to ensure equitable development and access to housing:

Community Land Trust (CLT) Model: I strongly advocate for using publicly owned land for affordable housing through the Community Land Trust model. This approach allows the community to retain ownership of the land while leasing it to homeowners at affordable rates, ensuring that housing remains affordable in perpetuity. This model is essential to mitigating gentrification, which displaces long-standing communities, particularly communities of color.

Cooperative Housing: Another innovative solution is promoting housing cooperatives, which offer residents collective ownership and decision-making power. Cooperative housing fosters community building while maintaining affordability and ensuring that residents have a stake in their living conditions and financial stability.

Publicly Owned and Administered Social Housing: I support publicly owned social housing initiatives that are government administered. This allows the city to maintain control over the affordability and quality of housing while ensuring that units are available for those most in need. Social housing programs can be integrated with supportive services to assist residents who face barriers to maintaining stable housing.

Workforce Housing for City Employees: Raleigh’s city employees often face the same affordability challenges as other residents. I will push for specific housing programs that target city employees, ensuring that those who work for our community can also afford to live here. This will include developing affordable rental and homeownership options for municipal workers, reducing the financial strain on those who make our city function.

By pursuing a holistic approach that incorporates these models, Raleigh can provide diverse, sustainable housing options that meet the needs of all residents, from low-income families to city employees. This will create a more inclusive, economically stable, and equitable housing landscape.

2. Comprehensive Homelessness Strategy:

Addressing homelessness requires bold, compassionate action that goes beyond temporary fixes. I believe in a Housing First approach, which prioritizes providing stable housing as a precursor to addressing the other complex challenges that people experiencing homelessness face. This model has been successful in reducing homelessness in cities across the country and can be equally effective in Raleigh.

Permanent Supportive Housing: I will advocate for increased funding for permanent supportive housing that pairs affordable, permanent housing with essential services such as mental health care, substance use treatment, and employment support. This approach helps ensure that individuals can maintain stable housing while receiving the care they need to thrive.

Eviction Prevention and Rapid Re-Housing Programs: To prevent homelessness before it begins, I will prioritize expanding eviction prevention programs that provide emergency financial assistance to families facing eviction. Additionally, rapid re-housing programs will help those who have already become homeless quickly secure permanent housing.

Expanding Shelters and Services: While long-term solutions are crucial, Raleigh also needs to improve its emergency shelter system. I will work to expand shelter capacity, ensuring that no one has to sleep on the streets due to a lack of available beds. These shelters will be integrated with job training programs and case management services, helping individuals transition out of homelessness and into stable employment and housing.

Through these comprehensive initiatives, I aim to ensure that homelessness is rare, brief, and non-recurring in Raleigh, and that everyone has the dignity of a safe and secure place to call home.

3. Environmental Justice:

Raleigh’s development trajectory has often pitted affordable housing against environmental protection, particularly when it comes to locating affordable housing in environmentally sensitive areas. This has led to the continued exposure of low-income communities and communities of color to environmental hazards, such as flooding, poor water quality, and the urban heat island effect.

Stopping the Practice of Siting Affordable Housing in Environmental Risk Areas: We have seen proposals to place affordable housing developments in flood-prone areas, which disproportionately affects low-income residents. This is unacceptable, and as a city, we need to halt these practices. I will advocate for stricter zoning and land-use regulations that ensure affordable housing is not located in areas at risk of flooding, pollution, or other environmental hazards.

Protecting Our Watershed and Drinking Water: Recent development has encroached on Raleigh’s watersheds, which could threaten our drinking water supply. I will work to strengthen protections around our watershed areas and improve stormwater management systems, particularly in communities that have historically been neglected, like Southeast Raleigh. We need long-term, sustainable water management strategies that prioritize public health and safety over private development interests.

Expanding the Tree Ordinance and Combating the Urban Heat Island Effect: Raleigh is known as the “City of Oaks,” but we are losing our tree coverage at an alarming rate due to unchecked development. This loss of tree coverage exacerbates the urban heat island effect, particularly in low-income neighborhoods that already suffer from underinvestment. I will push for an expansion of our tree ordinance to protect more of Raleigh’s existing tree canopy and plant new trees in underserved areas, helping to mitigate the effects of climate change and improve the quality of life for residents.

Environmental justice is about ensuring that all residents, regardless of income or race, have access to clean air, water, and safe living environments. By addressing these issues head-on, we can protect both our natural resources and our most vulnerable populations.

4. Workers’ Bill of Rights:

Raleigh’s workers are the backbone of our city, yet too many are struggling to make ends meet on wages that don’t reflect the rising cost of living. The average salary for city workers is just over $50,000, but research shows that a single individual in Raleigh needs to earn at least $102,000 to live comfortably. This disparity highlights the need for bold action to improve working conditions and ensure fair compensation.

Living Wage and Salary Increases: One of my top priorities is advocating for a significant wage increase for city employees, ensuring that all workers earn a living wage that reflects the cost of living in Raleigh. This includes not only direct salary increases but also tying pay to the cost of living so that wages keep pace with inflation and rising housing costs.

Separation Pay for Firefighters: I have worked closely with the firefighters’ union to advocate for separation pay, which will provide financial security for firefighters who face unique risks in their line of work. This benefit will be a cornerstone of my broader efforts to improve working conditions for all city employees.

Regular “Meet and Confer” Sessions: In addition to wage increases, I will push for regular “meet and confer” sessions between city management and worker representatives. This will ensure that workers have a direct line of communication with decision-makers and can advocate for better working conditions, safety standards, and benefits.

A strong Workers’ Bill of Rights is not just about fair compensation—it’s about treating workers with the dignity and respect they deserve. By ensuring that city workers can afford to live in the communities they serve, we create a more just and equitable Raleigh.

These are the changes I will fight for if elected to the Raleigh City Council, ensuring that our government works for everyone—not just the wealthy or the well-connected.

5. Community Engagement:

Community engagement must go beyond superficial input; it must be rooted in genuine power-sharing and accessibility, especially for historically marginalized communities. Raleigh has made strides in fostering civic participation, but there’s more work to be done to ensure that our governance is fully transparent, inclusive, and responsive to all residents.

Participatory Budgeting and Open Data Initiatives: I will advocate for the expansion of participatory budgeting, where community members have direct control over how certain portions of the city budget are spent. This model of direct democracy allows residents to propose and vote on local projects that will address the specific needs of their neighborhoods. By giving residents a say in how city funds are used, we can ensure that public resources are directed to where they are most needed, particularly in historically disinvested communities.

Open Data and Modernized Communication: Transparency and accountability are essential for building trust between residents and city government. I will push for more open-source data initiatives, where the city makes its financial and operational data easily accessible and understandable to the public. Additionally, we need to modernize the city’s website and communication practices, especially around rezoning cases and development projects. These updates would ensure that residents are notified in real-time about decisions that affect their neighborhoods and are given ample opportunity to weigh in. Simplifying access to city services, data, and records will make government more accessible to all, particularly those who may not be able to attend meetings in person.

Expanding the Role of Citizen Advisory Councils (CACs): While Raleigh’s Citizen Advisory Councils (CACs) have historically been a tool for community input, they must be expanded and reimagined to better reach historically dispossessed and marginalized communities. I will work to reinvigorate CACs by providing them with more resources and direct connections to decision-making processes, ensuring that voices from Southeast Raleigh, communities of color, low-income neighborhoods, and immigrant communities are heard. Expanding language access and creating childcare services for these meetings will be crucial in removing barriers to participation.

Office of Youth Engagement: I also believe it is important to establish an Office of Youth Engagement, which would provide a formal space for young people to participate in local government. This office would work to ensure that youth have a say in policies affecting their future, including education, climate action, and job opportunities. By integrating youth voices into the fabric of decision-making, we foster a new generation of engaged, informed citizens who will continue to fight for justice and equity in Raleigh.

Through participatory budgeting, open-source data, and revamped CACs, we can ensure that Raleigh’s government is truly of, by, and for the people—particularly those who have historically been left out of the process.

6. Expanding an Alternative Response Program Separate from Police:

Our current public safety model over-relies on law enforcement to respond to a wide range of issues, from mental health crises to homelessness, which are often better addressed by trained professionals in those fields. I support expanding Raleigh’s alternative response programs to provide a more effective, compassionate, and community-based approach to public safety.

Non-Police Crisis Intervention Teams: Following the successful model of Durham’s HEART program, I will work to establish a dedicated, non-police crisis intervention team that is dispatched to situations involving mental health crises, substance abuse, homelessness, and domestic disputes. This team would consist of social workers, mental health professionals, and paramedics trained to de-escalate situations and connect individuals with the services they need. Such an approach reduces the potential for unnecessary escalation and harm that can result from police interventions, particularly in communities of color and low-income neighborhoods.

Homeless Outreach and Service Engagement: In addition to crisis intervention, I propose expanding the city’s homeless outreach efforts by integrating trained social workers and service providers into response teams. These professionals can build relationships with people experiencing homelessness, provide direct services, and help connect individuals to housing, mental health care, and job training programs.

Recruitment, Training, and Pay for Emergency Responders: For these programs to succeed, we must ensure that those providing alternative crisis responses are adequately trained and compensated. I will prioritize the recruitment and retention of skilled staff by offering competitive wages, continuous training, and opportunities for professional growth. By valuing the work of these responders, we can build a resilient system that provides safe and effective alternatives to traditional law enforcement responses.

By investing in these alternative response models, we reduce the burden on our police force, address root causes of crises, and promote safety and well-being in our communities without criminalization.

  1. If you are a candidate for a district seat, please identify your priorities for your district. If you are an at-large or mayoral candidate, please identify the three most pressing issues the city faces.

As the District A City Council candidate, I am dedicated to prioritizing the needs of our community through my R.I.S.E. platform. This platform stands for Rights for all Workers, Inclusive Community Safety, Smart and Equitable Housing Solutions, and Environmental Justice and Equity. Each of these areas reflects a comprehensive vision of a more just, sustainable, and inclusive future for all District A residents.

R: Rights for All Workers

The economic reality for many workers in District A is untenable. The average worker in Raleigh makes just over $50,000, while it takes an estimated $102,000 for a single person to live comfortably in our city. This growing disparity is unacceptable. I am committed to fighting for a Workers’ Bill of Rights, which would ensure fair wages, better benefits, and protections against workplace exploitation. A key part of this initiative is to push for living wages for all city employees, alongside annual wage increases that keep pace with the cost of living. Additionally, I’ll advocate for policies that offer affordable housing programs specifically tailored to city workers, ensuring that those who work for Raleigh can afford to live here. Through better worker protections and wages, we’ll create a thriving workforce that fuels our community’s prosperity.

I: Inclusive Community Safety

Public safety is more than policing—it requires investing in community-driven solutions that address the root causes of crime and instability. In District A, this means expanding alternative response programs separate from traditional police services. I support the creation of a community-led response model, inspired by Durham’s HEART program, which sends social workers, counselors, and medics to handle nonviolent emergencies, such as mental health crises and homelessness, instead of relying on police intervention. Additionally, I am committed to implementing participatory budgeting initiatives, where community members directly decide how to allocate city funds, particularly around public safety and emergency response. This inclusive approach will empower residents to have a say in shaping the policies that directly affect their safety.

S: Smart and Equitable Housing Solutions

Housing is a fundamental right, and District A faces immense pressure from gentrification and skyrocketing rents. My housing plan is grounded in Smart and Equitable Housing Solutions, which prioritize affordability, accessibility, and sustainability. I will advocate for Single Room Occupancy (SRO) units, which provide affordable housing options for low-income individuals and can serve as a tool for combating homelessness. I also support Community Land Trusts (CLTs) and housing co-ops as ways to prevent displacement and ensure long-term affordability. Tackling homelessness is another priority, and I plan to champion programs for permanent supportive housing, which pairs affordable housing with critical services like mental health and addiction recovery support. We must also rethink how and where we develop affordable housing, rejecting the long history of placing these developments in environmentally hazardous or flood-prone areas. Housing developments should be safe, equitable, and environmentally sustainable, and this will be a cornerstone of my efforts on the council.

E: Environmental Justice and Equity

District A, like much of Raleigh, faces significant environmental challenges. Climate change, flooding, and urban heat islands disproportionately affect low-income communities, particularly communities of color. I am committed to advocating for policies that address these inequities head-on. Stormwater management, the preservation of green spaces, and the expansion of the tree ordinance are critical steps toward protecting our district from environmental harm. We must also stop the practice of approving development projects—especially affordable housing—that are placed in flood-prone or environmentally sensitive areas. I will work to ensure that all new developments are designed with environmental protections in mind, preserving our watershed and protecting our drinking water from contamination. Additionally, Raleigh is losing its vital tree coverage, especially in areas experiencing rapid development. We must expand protections to maintain our reputation as the City of Oaks, while also addressing urban heat islands through strategic planting and green space preservation.

  1. What in your record as a public official or other experience demonstrates your ability to be effective as a member of the city council and as an advocate for the issues that you believe are important?

My record as a public official, along with my broader advocacy work, demonstrates a deep commitment to community empowerment and long-term movement building. A cornerstone of my effectiveness is my ability to create and sustain coalitions across diverse communities through a trauma-informed and participatory approach.

One significant achievement was my leadership in championing a restorative justice resolution, where I worked closely with community stakeholders to gather their insights and input on how the city could effectively implement this initiative. This collaborative effort was instrumental in establishing the African American Affairs Board in partnership with the Human Relations Commission. By centering community voices, we developed solutions that directly address systemic inequities and foster a more inclusive city.

Additionally, I actively collaborated with local unions to develop a Workers Bill of Rights for the city, enhancing workplace protections and fair wages for all workers. I specifically championed efforts with the firefighters’ union to advocate for separation pay, recognizing the sacrifices made by first responders and the necessity of supporting their financial stability.

Furthermore, I led initiatives to create an alternative community-led response unit that operates independently of traditional police services. I was the key person who brought together community stakeholders to work collaboratively with the city, facilitating the creation of a task force for community engagement. This unit is designed to provide compassionate and effective responses to individuals experiencing mental health crises or homelessness, prioritizing our community’s safety and well-being through care and understanding rather than punitive measures.

  1. In 2021, the Raleigh City Council enacted a missing middle policy to allow for the construction of new, diverse types of housing across the city. More than 2,000 newly-allowed units have been added to the city’s housing stock under the policy, yet there has been pushback from residents, including lawsuits. Do you support Raleigh’s missing middle housing policy as is, or do you think it needs amending? If you feel it needs to be changed, please explain. 

While I acknowledge that Raleigh’s missing middle housing policy was enacted with good intentions to diversify our housing options and address the affordability crisis, I have significant concerns about its implementation and the unintended consequences that have arisen.

Infill Development Standards: One major issue is the need for stronger infill development standards. As we allow for increased density in existing neighborhoods, we must ensure that new developments adhere to guidelines that prioritize the character of our communities. This includes respecting existing building styles, density, and overall neighborhood aesthetics to foster a sense of cohesion and belonging among residents.

Environmental Protections and Tree Coverage: The environmental impact of this policy is another critical concern. As we expand our housing stock, we must implement stringent protections for our tree canopy and natural resources. Trees provide essential benefits, including stormwater management, air quality improvement, and habitat for wildlife. Policies must ensure that developers are held accountable for preserving significant trees and green spaces, as well as enhancing our community’s resilience to climate change.

Community Response and Legal Challenges: The pushback from residents, including various lawsuits, highlights a divide in how the community views this policy. It is essential to understand the specific concerns that have led to this legal action. Many residents fear that increased density could lead to overcrowding, strain on local services, and diminished quality of life. We must engage in open dialogue to address these fears, fostering a collaborative environment where community concerns are heard and integrated into future iterations of the policy.

Comprehensive Homelessness Strategies: To align with a holistic approach to housing, the missing middle policy must be part of a broader strategy to address homelessness. While expanding our housing supply is essential, innovative solutions like single-room occupancy units can offer affordable living options for vulnerable populations.

Strengthening Community Engagement: Robust community engagement practices are vital to ensure that the policy benefits all residents. Expanding participatory budgeting and utilizing open-source data initiatives will empower historically marginalized communities to have a voice in decisions affecting their neighborhoods.

Infrastructure Development: As we increase our housing stock, it is equally important to enhance the infrastructure needed to support a growing population. Investments in public transportation, schools, and healthcare services must accompany new housing developments to maintain a high quality of life for all residents.

Diverse Housing Models: Finally, exploring alternative housing models such as community land trusts or cooperative hou

  1. Raleigh has many funds, programs, and partnerships in place aimed at addressing affordable housing, but still has a deficit of some 23,000 affordable units. What more can the city do to secure affordable housing, and what more can it do to ensure that low-income residents don’t face displacement?

Raleigh has experienced a significant increase in growth, which has placed pressure on housing development. However, much of the new housing developed has disproportionately catered to higher incomes, exacerbating the affordable housing crisis. Currently, over 6,000 individuals in Raleigh and Wake County seek homelessness support services, with 4,700 children in the Wake County school system experiencing homelessness. Approximately 916 individuals face literal homelessness on any given night, with 463 living unsheltered—representing a staggering 200% increase since 2020. Despite the city having various funds, programs, and partnerships aimed at addressing affordable housing, there remains a deficit of approximately 23,000 affordable housing units.

To effectively tackle this deficit and safeguard low-income residents from displacement, Raleigh must adopt a multi-faceted approach. Here are several strategies that could enhance the city’s efforts:

  1. Strengthen Tenant Protections:
    If re-elected, I will strengthen tenant protections and fight for tenant justice against predatory landlords. This will involve advocating for just-cause eviction protections to ensure landlords cannot evict tenants without valid reasons. I will also push for legislation that reinforces tenant rights against arbitrary rent increases, improves lease terms, and safeguards against retaliation. Upholding strict enforcement of existing housing regulations is essential to maintain safety and habitability standards in rental properties. Additionally, I will support rental housing inspection programs to monitor landlord compliance and allocate resources for legal aid services, empowering tenants facing eviction. Promoting tenant education about their rights and responsibilities will also be a priority. To enhance transparency, I will implement grievance mechanisms for tenants to report issues and advocate for laws requiring landlords to provide clear explanations and adequate notice for rent increases. Collaboration with tenant unions, community organizations, and advocacy groups will be crucial in addressing systemic housing challenges and amplifying tenant voices. Finally, I will strengthen fair housing laws to prohibit discrimination based on source of income and expand initiatives that incentivize landlords to accept tenants with housing vouchers, increasing access to affordable housing options.
  2. Expanding the Powers of the Fair Housing and Hearing Board: To effectively combat housing discrimination and promote equity in Raleigh, it is crucial to expand the powers of the Fair Housing and Hearing Board. Over the years, its funding and investigative authority have been continuously reduced, undermining its capacity to address housing inequities. By increasing the board’s budget, enhancing its investigative authority, and providing comprehensive training and resources, the board can more effectively fulfill its mission. Additionally, implementing outreach programs to educate the community about fair housing rights and fostering partnerships with local advocacy organizations can empower residents to report discrimination. Strengthening enforcement mechanisms for fair housing violations will ensure timely support and resolution for affected individuals. By taking these steps, Raleigh can create a more equitable housing environment that protects low-income residents from displacement and ensures access to safe, affordable housing for all.
  1. Enhanced Landlord Incentives and Housing Location Assistance:
    Encourage landlords to participate in affordable housing programs by offering incentives. Additionally, provide assistance in locating suitable housing for those in need, ensuring that low-income residents have access to viable options.
  2. Move-In Assistance:
    Offer essential support such as furniture, transition assistance, and household goods to help individuals settle into their new homes. This support can alleviate some of the burdens associated with moving and establishing a stable living environment.
  3. Targeted Permanent Housing Placement Efforts:
    Focus on placing individuals living unsheltered into permanent housing, directly addressing the increasing issue of unsheltered homelessness in our community. Prioritizing these efforts can create long-term solutions for those in need
  4. Increase Access to Market Rate Units:
    Implement flexible rent assistance programs and facilitate rapid exits from homelessness to provide immediate housing solutions. This can help individuals transition into stable living situations while addressing the urgent need for affordable options.
  5. Year-Round Low-Barrier Drop-In Shelters:
    Establish shelters that operate year-round with minimal barriers to entry. This ensures that more people have access to safe accommodation, regardless of their circumstances.
  6. Coordinated Street Outreach and Support:
    Increase support and coordination for street outreach programs to connect unsheltered individuals with necessary resources. Proactively reaching out to those in need allows us to better address their immediate needs and link them to housing solutions.
  7. Enhanced Coordinated Entry System:
    Improve the system that prioritizes and assigns housing resources to ensure efficiency and effectiveness. This enhancement will streamline the process for individuals seeking assistance and ensure that those most in need receive timely support.
  8. Increased Prevention and Diversion Efforts:
    Focus on preventing homelessness and diverting individuals from entering the homelessness system. This could include mediation services for at-risk tenants and support for those facing financial difficulties.
  9. Case Management Services:
    Provide comprehensive case management to support individuals in maintaining stable housing. Since this service is not covered by Medicaid, it is crucial to ensure that residents have access to ongoing support.
  10. Connections to Primary Care:
    Ensure individuals have access to primary healthcare services to address any medical needs that could impact their housing stability. Access to healthcare is essential for long-term stability.
  11. Flexible Rent Assistance:
    There is a pressing need for flexible rent assistance to directly address affordability issues, allowing people to access units that would otherwise be unavailable. Currently, only about 25% of people eligible for federally funded housing vouchers receive them, and only 60-70% of those with vouchers can use them. Expanding these programs can help bridge the gap in housing availability.
  12. Displacement Preference Policy:
    Implementing a displacement preference policy can offer stability for low-income tenants displaced from housing along rapid transit corridors due to no-fault eviction, expiring affordability restrictions, or rent increases due to neighborhood changes. This policy would also give priority to people experiencing unsheltered homelessness, directly addressing the rise in encampments and stress on shelters.
  13. Increased Investment in Affordable Housing Development:
    Allocate more city funds specifically for the development and preservation of affordable housing. This could include creating a dedicated affordable housing trust fund to support new projects and renovations of existing units. Additionally, foster partnerships with non-profits, developers, and community organizations to leverage additional funding and resources.
  14. Expand and Improve Incentives for Developers:
    Implement or strengthen inclusionary zoning policies that require a percentage of new developments to be designated as affordable housing. Provide tax incentives or grants to developers who commit to building or rehabilitating affordable housing, helping offset costs and encouraging participation.
  1. Support for Community Land Trusts and Cooperatives:
    Promote the establishment of Community Land Trusts (CLTs) that can purchase and manage land for affordable housing, ensuring long-term affordability and community control over housing decisions. Encourage cooperative housing arrangements that allow residents to collectively own and manage their homes, providing an alternative to traditional rental models.
  2. Investment in Infrastructure:
    Ensure that affordable housing developments are accompanied by investments in public transportation, healthcare, and education services, making them more attractive and accessible for low-income residents.
  3. Monitor and Evaluate Housing Policies:
    Continuously monitor and evaluate the effectiveness of housing policies and programs. This data-driven approach will help identify gaps, assess impacts, and refine strategies to meet the evolving needs of the community.
  1. The recent resignation of GoTriangle’s CEO raises questions about the future of the county and regional transit strategy. How do you see the future of transit in Raleigh when it comes to Bus Rapid Transit, microtransit, and commuter and regional rail projects?

As a city council member, I advocate for the equitable development of Bus Rapid Transit (BRT), particularly in light of my concerns regarding the New Bern BRT project. While the city has engaged in this initiative for several years, many affected community members are only now becoming actively involved and raising questions. It is essential that we center residents in this process, providing them with the opportunity to understand the project’s implications and contribute valuable feedback. Rushing forward risks alienating those who should benefit most from this development.

Research indicates that cities implementing BRT often see benefits accruing primarily to white and wealthier populations, while corridor residents—who are predominantly low-income and non-white—may not experience the same advantages. To address these inequities, I support policies that prioritize affordable housing, mitigate displacement due to rising costs, and provide robust support for community and small businesses. However, these tools need to be established now—they must be planned, funded, piloted, and measured—before any construction begins. Waiting until BRT development is underway will likely exacerbate displacement.

Furthermore, we must develop a comprehensive metrics plan to assess the true impact of the New Bern BRT project. This plan should include data on naturally occurring affordable housing (NOAH) destruction, evictions and their causes, and rental price trends, particularly focusing on the demographic in this corridor that is at greater risk due to zoning changes. Monitoring this data will be vital to ensuring we achieve equitable progress.

We stand at a critical crossroads. By slowing down the process, amplifying the voices of affected community members, implementing tools and policies to prioritize affordability and mitigate displacement, and establishing a robust metrics plan, we can position the New Bern BRT project as a model of equitable development that truly serves all residents.

Additionally, I envision a future for transit in Raleigh that incorporates innovative solutions to create a comprehensive, equitable, and accessible transportation network. This vision includes the integration of microtransit, commuter rail projects, and the enhancement of paratransit services to meet the diverse needs of our community.

Microtransit can significantly enhance our public transit system by addressing the challenges faced by residents in low-density areas and those with dispersed trip patterns. To achieve this, we can implement on-demand microtransit solutions that provide timely and efficient services, ensuring residents have access to essential destinations. For example, replacing underperforming fixed-route bus services with reliable and cost-effective microtransit options will allow for greater flexibility and responsiveness to community needs. High-frequency connections will close the gap between fixed-route transit and trip origins and destinations, improving the first/last-mile experience for riders. This includes utilizing user-friendly apps for trip reservations and management to ensure a seamless rider experience, along with in-vehicle applications for tracking, communication, and dispatching.

Commuter Rail and the S-Line: A key component of our transit future is the S-Line Raleigh to Richmond (R2R) project, which involves developing and operating passenger rail service along the Southeast Corridor. This project will connect Raleigh to Richmond, Virginia, providing high-performance rail service recognized by the Federal Railroad Administration as essential for enhancing rail connectivity in the U.S. Through collaboration between the North Carolina Department of Transportation and the Virginia Rail Passenger Authority, we are revitalizing the S-Line, originally a freight corridor, to serve passenger needs. This initiative will reduce reliance on single-occupancy vehicles, alleviate congestion, and promote sustainable transit options.

Enhanced Paratransit Services: To ensure inclusivity in our transit system, I support upgrading paratransit services to be more timely, efficient, and on-demand. This enhancement is critical for residents with mobility challenges, as it can provide essential connections to fixed-route transit. Additionally, we must improve long-distance commuting options to minimize the need for multiple transfers and reduce in-transit times, making commutes more efficient for employees and residents alike. By implementing flex fleets, we can scale resources for paratransit and microtransit services to effectively meet demand.

In conclusion, the future of transit in Raleigh should prioritize equity, accessibility, and community input. By focusing on innovative microtransit solutions, advancing commuter rail projects like the S-Line, and enhancing paratransit services, we can create a robust transportation network that serves all residents, fosters economic development, and supports environmental sustainability. Through data insights and AI-powered tools, we can streamline operations and improve service monitoring, ensuring a seamless transit experience for everyone in our community.

  1. A common complaint from residents is that the city council doesn’t do enough public engagement, with the plan to relocate Red Hat Amphitheater being one recent example. Do you agree with this assessment? If so, what more should the city government and council do to engage residents with city business?

I agree that the city council must improve public engagement, as evidenced by recent complaints regarding projects like the relocation of the Red Hat Amphitheater. We can enhance our community engagement efforts by utilizing our Community Engagement Department and board as best practices for involving residents in city projects and developments. This department can play a pivotal role in facilitating dialogue and ensuring that diverse voices are represented throughout the planning process.

Modernizing and Simplifying Our Website: A significant step forward would be to modernize and simplify our website. An accessible, user-friendly platform can serve as a vital resource for residents to find information on ongoing projects, upcoming meetings, and ways to engage with city initiatives. By streamlining the website, we can enhance communication and make it easier for residents to stay informed and involved.

Partnerships with Local Organizations: Building partnerships with local organizations is another effective strategy for increasing community engagement. Collaborating with grassroots groups and nonprofits can help us reach underrepresented populations and foster trust within the community. These partnerships can also create opportunities for joint events, workshops, and forums that encourage open dialogue between residents and city officials.

Adopting a Minimally Viable Product Approach: I also believe we should adopt a minimally viable product (MVP) approach for presenting project concepts to the public. Too often, the city only showcases fully developed plans, which can lead to erosion of public trust when decisions are made quickly without sufficient community input. Residents want to see ideas and concepts earlier in the process, whether it’s for the Red Hat Amphitheater, rezonings, or other developments. Engaging the public with early-stage ideas allows for more meaningful conversations and helps us incorporate community feedback into our planning efforts.

  1. Downtown Raleigh has had a rough five years following the COVID pandemic with the transition to working from home and business owners reporting an increase in crime and other issues. Many see keeping Red Hat Amphitheater downtown as a positive step; what else does the city need to do to help downtown with its recovery and plan for its future?

Enhance Public Safety Measures

To foster a safe environment in Downtown Raleigh, it’s crucial to implement community policing initiatives that strengthen relationships between law enforcement and residents. By encouraging proactive engagement, the community can feel more secure and supported. Additionally, enhancing public safety through improved lighting and surveillance in key areas can deter crime and elevate the overall perception of safety, encouraging more visitors to the downtown area.

Revitalize Public Spaces

Revitalizing public spaces is another key strategy for downtown recovery. Investing in parks, public art, and community gathering areas can create inviting spaces that encourage foot traffic and foster a sense of community. Furthermore, redesigning streets to be more pedestrian-friendly—through wider sidewalks, bike lanes, and outdoor dining options—will promote exploration and activity, making downtown a more vibrant place to visit and enjoy.

Support Local Businesses

Supporting local businesses is essential for economic revitalization. Offering financial assistance through grants and tax incentives can help small businesses and minority- and women-owned business enterprises (MWBEs) thrive in the changing landscape. Establishing Business Improvement Districts (BIDs) can also enhance downtown by funding improvements and marketing efforts that draw more customers to local shops and restaurants.

Diverse Programming and Events

Implementing diverse programming and hosting community events can further enrich the downtown experience. Regular cultural and community events, such as farmers’ markets, festivals, and art walks, will attract visitors and encourage community engagement. Collaborating with local organizations to create programs that reflect the interests of the downtown population can also enhance the sense of belonging and excitement in the area.

Adapt to New Work Patterns

To effectively adapt to the shifts in work patterns brought about by the pandemic, Downtown Raleigh can support hybrid work models by creating flexible workspaces and collaborative environments. This adaptability can make downtown a desirable location for remote workers. Additionally, promoting residential development and emphasizing the benefits of living in downtown—such as accessibility to amenities, entertainment, and workspaces—will attract more residents.

Strategic Marketing and Branding

A strong marketing and branding strategy is vital for promoting Downtown Raleigh’s unique identity. Highlighting the area’s culture, history, and innovations can draw visitors and new residents alike. Utilizing social media and digital platforms effectively will help promote events and local businesses, showcasing downtown as a vibrant destination for entertainment and community.

Foster Collaboration Between Stakeholders

Finally, fostering collaboration among stakeholders will be key to a successful downtown recovery. Establishing ongoing forums or town hall meetings can provide a platform for residents and business owners to share their needs and aspirations. Encouraging public-private partnerships will facilitate cooperation between the city, local businesses, and community organizations, enabling them to address common challenges and develop shared goals for the revitalization of downtown.

By implementing these strategies, Raleigh can navigate its post-pandemic recovery effectively, creating a downtown that not only meets the current needs of its residents and visitors but also positions itself for a vibrant and thriving future.

  1. Since 2012, the City of Raleigh has paid more than $4 million in settlements to 47 individuals, families, and estates related to RPD officer’s use of excessive force and other unconstitutional interactions. What are your thoughts on the current culture at RPD? For what changes would you advocate to improve the culture of policing in Raleigh, if any?

The current state of policing in Raleigh, particularly in light of the substantial taxpayer burden resulting from excessive force lawsuits, demands a radical reevaluation of our approach to law enforcement. The fact that the city has allocated over $4 million in settlements while also facing high insurance premiums due to misconduct claims underscores the urgent need for transformative change. It is time to stop accepting the status quo and instead advocate for a revolutionary framework for policing that prioritizes accountability, community engagement, and the deconstruction of oppressive practices.

Current Culture at RPD

The current culture within the Raleigh Police Department (RPD) faces significant challenges, marked by issues of accountability and instances of misconduct that have affected individuals and the overall trust within our community. To foster a more positive environment, it’s essential to address these concerns and work toward rebuilding a culture that prioritizes justice and equity. The use of taxpayer funds to settle misconduct lawsuits highlights the need for a reassessment of our policing model, signaling an opportunity for meaningful change and improvement in how we serve our community.

Advocacy for Radical Change

Expand Alternative Response Programs: We must double down on expanding alternative response models to handle non-violent incidents, such as mental health crises, homelessness, and substance abuse. By investing in community-based response teams made up of social workers, mental health professionals, and trained community members, we can reduce the need for police involvement in situations that do not require a law enforcement response. This will not only lessen the burden on RPD but also create a safer, more compassionate response to community needs.

Empower the Police Advisory Board: While we have a Police Advisory Board, its lack of subpoena power limits its effectiveness. We must find ways to enhance this board’s authority and ensure it functions as a robust oversight mechanism rather than merely a ceremonial entity. The board should be empowered to investigate complaints, hold officers accountable, and recommend disciplinary actions. Even if the General Assembly has denied subpoena power, we can explore creative solutions to elevate the board’s influence and ensure meaningful community oversight.

Implement Personal Liability Insurance for Officers: To ensure accountability, officers should be required to carry their own personal liability insurance. This would shift the financial responsibility from taxpayers to the officers themselves when misconduct occurs. By holding officers financially accountable for their actions, we create a powerful incentive for ethical behavior and discourage the use of excessive force. This system could radically transform the culture within RPD by making officers aware that their actions carry personal financial consequences.

Equitable Pay and Community Residency: It is crucial to address the issue of officer residency within the communities they serve. We should advocate for equitable pay that allows officers to afford to live in the neighborhoods they patrol. This would not only foster stronger relationships between officers and community members but also ensure that those enforcing the law have a vested interest in the well-being of their neighborhoods. Officers living within the community can better understand its dynamics and challenges, leading to more effective and compassionate policing.

Radical Reallocation of Resources: We must reassess the funding and resources allocated to RPD. A portion of the budget currently designated for policing could be redirected towards community-led initiatives, mental health services, and public safety programs that prioritize well-being over punishment. This reallocation would signal a commitment to addressing the root causes of crime rather than merely responding to its symptoms, ultimately fostering a more just and equitable society.

Community-Led Accountability: In addition to strengthening the Police Advisory Board, we should establish community-led accountability initiatives that empower residents to hold law enforcement accountable. These could include regular community forums, citizen review panels, and outreach efforts to ensure that the voices of marginalized groups are heard and valued in policing discussions.

  1.  Some municipalities, such as Durham, have seen success with crisis response units that deploy trained workers to respond to non-violent behavioral health and quality of life calls for service. Should Raleigh consider such a crisis response program that’s NOT housed in the police department? 

Absolutely, Raleigh should consider implementing a crisis response program that operates independently from the police department. I have championed this model and continue to advocate for its development in collaboration with community nonprofits. Programs like those in Durham have shown that trained crisis workers can effectively manage non-violent behavioral health and quality-of-life calls. These specialized teams are equipped to address mental health issues and other non-criminal situations with compassion and expertise, reducing the likelihood of escalation and improving outcomes for individuals in crisis.

By establishing a standalone crisis response unit, Raleigh can create a system prioritizing the well-being of its residents, ensuring those in need receive the appropriate care and support without the immediate involvement of law enforcement. This approach not only alleviates the burden on police resources but also fosters greater community trust and safety. Furthermore, it provides an opportunity to strengthen partnerships with local mental health organizations and service providers, enhancing the overall effectiveness of our community’s crisis response. This initiative aligns with our shared goal of creating a more just and equitable city for everyone.

  1.  The next city council will transition from two-year to four-year terms with staggered elections. What other changes, if any, should the city council make to how voters elect its members? Should any additional changes be put to voters in a referendum or should the council make those decisions?

I agree that transitioning the city council to four-year terms is a positive step, but I believe this change should have involved a decision from the voters themselves. As elected officials, it is our responsibility to engage with the community and demonstrate how this move can enhance effective governance.

Additionally, I propose that the city council should operate on a full-time basis. This change would enable working-class candidates, like myself, to participate more fully in governance. Currently, balancing a part-time role with job commitments makes it difficult for individuals from diverse backgrounds to engage in public service.

Furthermore, I advocate for expanding the number of council seats from eight to eleven. This increase would allow for a broader representation of our community’s voices, ensuring that more perspectives are included in our decision-making processes. By implementing these changes, we can create a more inclusive and effective governing body that truly reflects the needs and aspirations of our residents.