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For years, self-driving vehicles have been touted as a potentially revolutionary transportation technology. For most of the general public, however, the concept of self-driving vehicles has either seemed impossible or possible in the far-distant future. Public and private sector agencies have already been investing resources into the development of “connected & autonomous vehicles”(CAV), and momentum around the emerging technology is building rapidly. Companies such as Google and Tesla have successfully tested millions of miles with autonomous vehicles, with most new vehicles having some degree of automation. As research continues and public embrace grows, communities must be prepared to adapt to the changing transportation ecosystem. Federal and state agencies are already in the works of crafting legislation to brace for potential impacts CAVs may have on local communities Through the established Connected and Autonomous Vehicles Task Force, Centralina Regional Council is bringing together stakeholders from across the region in order to best prepare for this wave of change in transportation.   

The Challenge

Connected and autonomous vehicles refer to two separate technologies: Connected Vehicles (CVs) and Autonomous Vehicles (AVs). Connected vehicles are “connected” to their environment and receive and send alerts. They can be connected to other vehicles, infrastructure, pedestrians or other devices. Autonomous vehicles are driverless or self-driving vehicles that are computer-driven and do not require a human to operate the vehicle. There are a range of automation levels, from Level 0 (No Driving Automation) to Level 5 (Full Driving Automation); most new cars have some level of automation (usually Level 1 or Level 2).  

CAVs have a range of possible benefits for safety, mobility, sustainability and cost-efficiency. However, it is unknown when, or if, vehicles in the U.S. will be fully transitioned to CAVs. Experts predict that there will be a mixed-fleet of CAVs and non-CAVs for many years. During this transition, communities might face negative impacts. For example, CAVs may require updated infrastructure, which would increase the need for transportation investments. While much is unknown of what the future of CAVs holds, successful adoption will require coordination with local communities. It is crucial that elected officials and planners are updated on CAVs and how they may impact their existing plans and policies.  

The Solution

A primary goal of Centralina Regional Council is to “lead regional engagement to prepare, plan and act on issues that respond to today’s needs and tomorrow’s opportunities”. In that spirit, Centralina developed a Connected & Autonomous Vehicles Task Force to provide a forum for member communities to discuss the current and future impacts of connected and autonomous vehicles within the Centralina region.  

The group was developed in 2017 after Centralina facilitated a “Connected & Autonomous Vehicles” workshop for stakeholders in the region. In 2018, Centralina developed the CA Roadmap document to help guide the direction and actions of the group, which was recently updated in summer 2023. Other than a brief halt during the COVID-19 pandemic, the group has been meeting consistently since its inception. Its membership represents a diverse array of stakeholders from across the region, including local governments officials, Metropolitan Planning Organizations (MPOs), the N.C Department of Transportation (NCDOT), Federal transportation planning agencies, private industry staff and university researchers.  

The Result

Through the CAV Task Force, members have benefitted from providing and receiving updates on the status of the CAV industry at the local, regional, state and national level. In addition, the group has been complementary to the implementation of regional transportation plans such as CONNECT Beyond and Beyond 77, both of which call for increased coordination around emerging technologies like connected and autonomous vehicles.  

A recent example of collaboration was the CAV Task Force’s participation in the CASSI program. The CASSI program was developed through a partnership with the N.C. Department of Transportation and the University of North Carolina at Charlotte. CASSI is a novel-designed, low-speed autonomous shuttle that operates in a mixed-traffic environment with bicyclists, pedestrians and motor vehicles, without the need of a human driver. Centralina coordinated with NCDOT to host a first-hand tour of CASSI for the CAV Task Force, where attendees were able to hear from NCDOT and UNC Charlotte staff about the impacts and lessons learned from the CASSI program and take a ride on the shuttle through a campus route. This experience was mutually beneficial, as participants were able to provide feedback on their shuttle experience and also learn about how similar technologies may impact their communities.  

Conclusion

While the exact future of connected and autonomous vehicles is uncertain, the impacts, both positive and negative, are already becoming a reality for communities. Leaders and planners must adapt their plans and policies to prepare for these future technologies, which requires coordination across a broad spectrum of stakeholders. Through the Connected and Autonomous Vehicles Task Force, Centralina is providing a space for stakeholders to share updates, learn new information, and develop best practices for CAV-readiness, best preparing our region for a connected and autonomous future. 

If you are interested in learning more about the CAV Task Force, contact Luke Lowry, Regional Planner II, at llowry@centralina.org for more information.  

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This year marks the 55^th anniversary of the founding of Centralina Regional Council, formerly known as Centralina Council of Governments. Over the last five and a half decades, our organization has helped support the growth and prosperity of our region through various projects and initiatives. In honor of this historic year, we’re looking back at how our organization has evolved to where it is today.  

The Formation of Regional Councils 

In 1968, Congress began working to pass the Intergovernmental Cooperation Act, which called for closer cooperation between federal programs and state and local governments. The passage of that legislation precipitated the 1969 North Carolina legislation designed to create a system of multi-county regional planning districts to cover the entire state. By this time, the idea of Centralina was already in the works. In 1967, representatives from 28 local governments within the greater Charlotte region gathered to discuss the importance of working together to achieve regional prosperity and by 1968, the outlines of Central Piedmont Regional Council (later changed to Centralina Council of Governments in 1972) were solidified. Our charter was signed on September 18, 1968, and in early 1969, Centralina’s first executive director, Charles Turner, was appointed.  

The First Twenty Years 

“In the initial formation period of the organization, Centralina focused on issues of regional significance as identified by member governments. Former chairman of the board, Milton Short, gave an address in 1972 that stated Centralina would expand its focus to address housing, transportation, parks and recreation and the environment. We coordinated with the NC Energy Institute and the Western Piedmont Council of Governments to create the Resource Recovery Feasibility Study to map paths for governments to reduce their solid waste while also generating energy. Centralina’s portfolio evolved to include responsibilities delegated to it from federal and state agencies, including administering aging services and older adult programs. Highlights from this period include: 

• • Used the US Housing and Urban Development (HUD) 701 program in 1970 to support planning assistance  
  • Established the regional aging ombudsman program 
  • Created the first Centralina Area Agency on Aging three-year plan for the Region F Aging Advisory Committee that worked to address nutrition, employment and other aging-related services 
  • Formed the Centralina Certified Development Corporation, offering small business loans and assistance 
  • Formed Centralina Workforce Development Board (WDB) under the name Centralina Private Industry Council, the first multi-county, regional board in the state 

The 1990s 

With the region growing rapidly by the 1990s, it was evident that local governments needed to focus on collaboration to coordinate on growth and economic development in response to the continued decline of the region’s textile industry. For example, in 1994, a steering committee convened to develop the 18-county Our Region Tomorrow strategic plan, which included a focus on recreation, infrastructure and the environment. A lesser-known aspect of Centralina’s history was our role in the emergence of the 911 system. When this emergency phone number was being rolled out, Centralina helped secure funds for EMS programs, offered training and education courses, helped set up information systems, coordinated risk management studies and facilitated cardiac equipment group purchasing for our region’s fire stations. Other highlights include: 

• • Assisted member governments with newly passed Americans with Disabilities Act compliance via training, facility inspections and suggested modifications of job descriptions and personnel practices  
  • Began offering code enforcement, building inspection and other technical assistance services to local governments 
  • Charted our region’s first JobLink Career Center (now NCWorks Career Center)  
  • Began testing and implementation of geographic information systems (GIS)  
  • Cohosted the I-485 forum to discuss the outer belt’s likely regional impacts and proposed development at its 36 interchanges 

The Next Twenty Years 

With the dawn of the twenty-first century, our region faced new challenges which required the organization to adapt and grow. Centralina saw new leadership with Executive Director Al Sharp stewarding the organization from 2002-2010. Centralina established what would become the Centralina Community Economic Development department and the human resources department. In 2010, Centralina brought on Jim Prosser as Executive Director who served until 2018. During this period, the CONNECT Our Future initiative kicked off with the goal of creating a framework for guiding and investing in the region’s growth, which still serves us today as the foundation for other regional collaboration projects such as CONNECT Beyond. Jim emphasized community engagement to ensure these plans reflected the people living throughout our region. He also saw that there was a strong desire for Centralina to play a larger role in helping communities coordinate their efforts to gain funding for growth. 

A few other highlights from this time: 

• • In 2005, the elected officials of our region began developing the CONNECT Regional Vision that was adopted shortly afterwards in 2008 
  • Centralina Regional Planning completed the 14-county Greater Charlotte Regional Freight Mobility Plan 
  • Centralina Clean Fuels Coalition was officially designated in the US Department of Energy Clean Cities program 
  • Centralina established the Centralina Economic Development Commission, later changing to the Centralina Economic Development District  
  • Competitive Workforce Alliance formed to encourage regional cooperation among the Centralina, Charlotte-Mecklenburg and Gaston workforce development boards and the Charlotte Regional Partnership, later expanding to include South Carolina and four more workforce boards 
  • Centralina WDB launched the NC Manufacturing Institute in partnership with Rowan-Cabarrus Community College, Cabarrus Regional Chamber of Commerce, Cabarrus Economic Development, Rowan Chamber of Commerce and RowanWorks 

The Next Chapter: 2019 to Present  

Geraldine Gardner became the next Executive Director of Centralina in January of 2019. After fifty years of service to the region, Centralina rebranded to Centralina Regional Council. The new name, logo and website was an effort to increase the visibility and positioning of the organization in the region. Another key change was the creation of the Government Affairs & Member Engagement (GAME) department to focus on intergovernmental affairs, member engagement and support services. Our technical assistance work also tripled during her short tenure. “Our experts and departments do excellent award-winning work, so my focus has really been on three main areas: external relationships within and outside of the region, our long-term fiscal health and expanding our internal capacity to support a growing organization,” states Geraldine.  

In 2020, we launched a multi-department effort to aid local governments, businesses and older adults during the COVID-19 pandemic response and recovery, including American Rescue Plan Act implementation. In 2021 we launched the Regional Resilience Collaborative to address disaster recovery planning needs. That same year, we also adopted the 12-county CONNECT Beyond regional mobility plan. Centralina is currently implementing our first three-year strategic plan, adopted in 2022, that sets the foundation for improving our fiscal health and building our organizational capacity.  

In Closing 

Centralina has seen a multitude of changes over the last 55 years. Executive directors have changed, and our organization has shifted our focus and service offerings to meet the shifting needs of our region. As we’ve grown and adapted over the decades, Centralina has remained dedicated to serving its communities and working to build a stronger, united region that can face the challenges of today and tomorrow. We look forward to continuing to lead regional collaboration and spark local action for 55 more years.  

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For 55 years, Centralina Regional Council has focused on addressing the needs of member communities in our nine-county area and worked collaboratively on issues that impact our region. We examine national, state and local trends impacting our member governments and identify their potential impacts to determine best practices for meeting needs and addressing challenges. This brief dives into current regional trends and how they are currently being addressed by Centralina, as well as how they will continue to be addressed in upcoming years. The top trends identified include 1) the region’s increase in older adult population; 2) diversifying economic sectors and related employment, education patterns; 3) changing mobility patterns and behaviors; 4) escalating unaffordability in the region; and 5) widening gaps in health and prosperity. These data trends and their impacts were considered in the development of the Centralina FY2023-2024 workplan. 

Population  

The total population of the Centralia region increased by 19% between 2010 and 2021.¹  This growth, however, is not evenly distributed across age groups. Regionally, the largest population growth occurred in the older adult population, with a 44% population increase among the 55+ age cohort¹. In comparison, there was an 8% population increase among the 0-19 age cohort and a 14% increase among the 20-54 age cohort¹. Similar rates of growth were seen across all nine counties, showing that this growth rate is happening in each corner of our region.  

The population increase in older adults is reported to be caused by aging baby boomers, low fertility rates, increased longevity and migration. North Carolina Department of Health and Human Services Division of Aging and Adult Services forecasts that our region’s 65+ population will increase by 54% by 2041, indicating that the region’s population of older adults will more than double in less than two decades. This growth is regionally impactful because there will be an increased need for local and regional services for older adults.  

How We Will Help:

Centralina will need to be more responsive, more creative and innovative in how we meet the need for increased services across the region for older adults. At the local level, our Centralina Area Aging on Aging (AAA) staff will work together with member governments to plan for age- and dementia-friendly communities, as recently directed by the May 2023 Executive Order 280, and ensure that our region’s local government services are accessible to all (workplan goal 2, strategy 2, action item 6). Additionally, Centralina will host six events for local governments, Centralina AAA volunteers and communities to inform and educate audiences about pressing aging and older adult issues (workplan goal 2, strategy 3, action Item 4). 

Economy  

Pre-pandemic, the region saw a 15.1% regional employment growth, compared to an 8.4% employment growth across the U.S. The top five industry clusters² in our region continue to grow to varying degrees across all counties. Our top industry clusters in the region include: 

1. Advanced Manufacturing 
2. Financial Services 
3. Health 
4. Information Technology 
5. Logistics and Distribution 

These high growth industries are present in all nine counties and feature jobs across a range of skill levels. The figure below shows the growth in employment from 2014-2019 in these industry clusters. It is evident that logistics and distribution grew the most and our largest employment sector, health or healthcare, grew by 13%. Total job growth accounts for 40% of all jobs created in the region during this time and contributed to our region’s ranking as the fourth fastest growing metro in the US pre-pandemic.  

Looking at our higher education trends between 2010-2021, there was an overall decrease in enrollment, but not a corresponding decrease in graduation rates, which is a positive indicator. There is, however, a growing mismatch in terms of the types of degrees and fields graduates are interested in. Looking at the amount of science, technology, engineering and math degrees (STEM), the Centralina region is ranked last compared to the major metros that were benchmarked against. Places like Austin, Nashville, Denver and Raleigh are outpacing us with STEM degrees that lead to higher paying jobs that are less at risk for automation.  

How We Will Help

These data points indicate the need for continued support for  local economic development policy and projects that add to the region’s economic diversity. One of our strategies under goal one of our workplan is focused on workforce development initiatives and includes a seven-part action item plan. Our Centralina Economic Development District and Centralina Workforce Development Board staff will work with education partners to looks for opportunities to reskill and upskill workers and proactively engage businesses to help them plan for AI and automation transitions. This includes utilizing our Centralina Career Pivot data portal to identify new career pathways for those seeking more stable employment. We will also support efforts to increase STEM degree graduation rates to build a workforce pipeline for high-wage, high skill jobs in our region. Finally, we will host regional best practices roundtables to exchange information and establish a talent working group to facilitate collaboration across the region’s workforce boards, community colleges and economic development organizations.  

Mobility  

Commuting patterns are changing across our region. Residents are increasingly working where they live and commuting less in favor of working from home. In fact, since 2010, 15% more workers are working remotely or at home full-time. From 2020-2021, remote work among NC residents grew over 20%, indicating that “work from home” is here to stay even past mandated pandemic safety guidelines. This trend underscores the importance of local placemaking and mobility connections for non-commute trips.  

Our workforce also continues to live and work in different counties with 49% of residents commuting to jobs outside of the county they live in. This trend signals a continued importance in investing in transportation at the regional level. At the local level, encouraging a mixture of housing and commercial development in communities will allow residents to live closer to where they work, which will have the added benefit of cutting down on commuter congestion. 

Additionally, the figure below indicates that there are fewer people driving alone to work compared to 2010 (11% decrease). According to regional vehicle registrations from 2019 – 2022, there has also been a 5% growth in non-vehicle households and a 75% growth in hybrid and electric vehicles (EV). These changes in commuter behavior are a positive sign for our region.  

How We Will Help

The data shows the increasing importance of Centralina’s work to expand to mobility choices and commuter connections so communities can support “live where you work” development. Centralina will continue planning and implementation efforts to expand mobility options as outlined in the CONNECT Beyond regional mobility plan and listed in strategy one under goal one of our workplan. This includes the development of a TDM (transportation demand management) program and other high-priority CONNECT Beyond items like the Seamless CONNECTIONS initiative and increasing cross-system coordination among human services transit providers. Centralina will also work with Centralina Clean Fuels Coalition to expand and coordinate local and regional charging networks to accommodate the growing rate of EV ownership. 

Cost of Living  

Affordable housing is defined as a household where the occupants plan to spend no more than 30% of their income on housing. Recent data shows that housing unaffordability is escalating in our region. Median home prices and rents have increased much faster than median household incomes. Over the last two years, median home prices increased by 54% and median apartment rents increased by 26%. Based on annual household income metrics, it’s estimated that 90% of homes for sale in our region are unaffordable for half of our region’s households as visualized in the graphic below.⁵ The disparity between median home and rent prices and median household incomes is especially prevalent for older adult homeowners in our region.   

How We Will Help

 Centralina will advise communities on how to support a diversity of housing types and augment the overall housing supply in our region to increase affordability. By seeking grant dollars to support projects ranging from housing preservation to housing innovation, Centralina is committing to bolstering affordable housing in our region for all. Moreover, Centralina will continue to support the facilitation of important community conversations and forums concerning community economic development and affordable housing through Centralina Learns and other community forums. Cost of living issues can further be addressed by increasing high wage jobs that boost household income and encouraging the development of affordable housing close to job centers. 

Environment & Health 

We see similar geographic patterns when it comes to our ability to bounce back from disasters and disruption. The red map below visualizes the Center for Disease Control’s social vulnerability index. The more intense the red color indicates communities that are vulnerable to disaster and may need support before, during or after events. The blue map below shows the Census Bureau’s community resilience estimates, which tracks the level of risk by measuring community capacity to respond and recover from external stresses imposed during a disaster. Generally, communities that experience less prosperity and worse health outcomes also rank as being more vulnerable and less resilient. The geographic distribution of wealth (and lack thereof) across our region has tangible impacts on a community’s ability – and the entire region’s ability – to respond to unforeseen challenges. This emphasizes the importance of proactive regional collaboration to improve resiliency and ensure we can recover from unexpected events and disruptions.  

How We Will Help

There are opportunities for regional collaboration in support of local goals to improve health outcomes and resiliency indicators. These goals are supported by the Centralina Regional Resilience Collaborative, an initiative that examines the viability and resiliency of local emergency management disaster recovery plans and economic resilience needs to ensure the region benefits from greater efficiency in recovery. We also plan to strengthen regional partnerships and foster collaboration on resilience, recovery and environmental stewardship initiatives in other ways, as noted in strategy two under goal one of our workplan. For example, the Centralina team will develop Digital Inclusion Plans in all nine counties to bolster broadband access across the region. Regional long-term recovery and digital inclusion planning will sustain resilient communities who will be prepared to respond to current and future natural and man-made disasters and economic shocks. Additionally, all 16 councils of governments received state funding to support their local units in successfully navigating financial reporting and compliance requirements of disaster recovery funds. Through these projects, Centralina is committed to supporting local governments in effectively managing and building capacity for local and regional disaster recovery, mitigation and resiliency efforts. 

Conclusion 

These data points exhibit a glimpse into some of the important regional trends that shape Centralina’s work. Through regular data analysis of issues pertaining to our region, Centralina aims to identify current issues, as well as trends on the horizon. This allows Centralina to forecast and prepare the region and our communities for imminent and future matters. To learn more about our forementioned goals and priorities in the coming year, view our FY2023-2024 workplan.  

Source Material 

1. 2010-2021 ACS 5-Year Estimates 
2. Comprehensive Economic Development Strategy 2023-2028 
3. MyFutureNC 
4. Census Housing and Transportation Data by CBS

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Megan Upchurch attended a workshop in D.C. through the DOE’s Clean Cities Equity and Environmental Justice Initiative. CCFC is one of 17 Clean Cities Coalitions participating from across the United States in these equity and environmental justice-focused training. This second session of the six-session workshop focused on best practices for developing a community transportation needs assessment. Information from these workshops will help inform the work the future Community Engagement Liaison will be leading here at Centralina Regional Council, including developing a community transportation needs assessment in our region. 

Our Clean Cities Intern, Melissa Jamison, attended a local town hall where DOE Energy Secretary Jennifer Granholm spoke about the impact of switching from gasoline to battery-powered vehicles to align to the United States long-term goals of lowering heat-trapping pollution levels. Melissa had the opportunity to ask Secretary Granholm about the role the Clean Cities Coalitions can play in building trust with underserved communities and ensuring environmental justice can meet the needs of clean transportation. Secretary Granholm expanded on how the DOE’s grant reviewal process includes in-depth reviews on communities workforce plans and community benefits agreements to determine allocation of funds. She also detailed the tax credits solar developers earn for working in disadvantaged communities (up to 60%), along with the allocation of 40% of federal investments funding through Biden’s Jusitce40 Executive Order. Granholm’s appearance in our region was one of her stops on her “People Powered Summer Road Trip”, which is one of a series of trips made by members of the Biden Administration to discuss his economic agenda.

Visit the CCFC website to learn more about their work and ongoing projects. You can also learn more about the Clean Cities Program through their page on the DOE’s website.

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