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From YouTube: Oklahoma City City Council - Tuesday, May 9, 2017
Description
The Oklahoma City City Council on Tuesday, May 9, 2017, meeting as the Finance Committee to work on the 2017-2018 budget. Presentations include:
1:40 - Budget Overview
11:02 - Public Works
48:05 - Public Transportation & Parking
1:37:25 - Development Services
A
B
Please
pray
with
me,
dear
God.
Thank
you
for
today.
Thank
you
for
all
the
things
that
you've
given
us
I.
Thank
you
especially
for
putting
us
in
this
city
I.
Thank
you
for
all
the
staff
members
that
have
put
in
a
lot
of
hours,
putting
together
our
budget,
I
pray
that
you'd
give
everybody
wisdom
today
and
that
our
conversation
would
be
fruitful
and
glorify
you
in
Jesus,
name,
I,
pray,
amen,
I,.
E
It's
just
kind
of
a
little
recap
of
what
we
went
over
last
week.
Again
as
we
look
at
the
overall
proposed
budget,
we're
told
in
1
million
1
billion
three
hundred
and
seventy
seven
million
dollars
and
again
when
you
look
at
those
different
categories,
you
see
some
very
different
growth
rates.
General
fund
down
slightly
at
four
hundred
four
point:
five
million
dollars,
the
other
operating
funds
up
1.7
percent,
two
hundred
thirty
eight
million
dollars.
E
Then,
as
I
noted
last
week,
the
big
jump
that
we
saw
in
the
maps
three
sales
tax
fund
is
what's
driving,
that
non
operating
funds
increase
their
maps.
Three
sales
tax
fund
is
projected
to
the
other
budget
is
going
to
grow
by
over
100
million
dollars
and
again
that
fits
with
the
pattern
that
we've
had
of
cash
funding
our
projects
next
year.
There
are
a
number
of
big
projects
that
will
be
in
process
all
at
the
same
time.
E
One
of
the
things
that
I
noted
last
week
was
just
the
the
level
of
the
general
fund
budget
in
FY.
18
is
very
similar
to
what
we
had
in
FY,
14
and
I
just
wanted
to
put
a
little
graph
here,
just
to
kind
of
show
you
where
we've
been
over
the
last
several
years.
These
were
the
original
proposed
budgets
in
each
of
the
last
several
years.
You
can
see
we're
just
within
1%
of
where
we
were
in
FY
14,
for
this
proposed
budget
for
FY
18.
One
thing
I
wanted
to
note.
E
We
didn't
have
this
was
kind
of
a
last
minute
change,
that's
not
in
your
proposed
book,
but
we'll
be
bringing
this
to
you
when
we
bring
the
final
adopted
budget
back
before
you,
we've
got
to
change
that.
We're
proposed
that's
going
to
be
proposed
in
the
municipal
courts
operation
to
eliminate
the
Marshall's
office.
There
are
11
positions
within
courts
that
provide
that
service
police
is
going
to
take
over
that
function
and
they'll
be
adding
a
lieutenant
and
eight
officers
to
provide
court
enforcement
services.
E
E
Changing
cost
between
the
two
positions
there
in
courts
and
police
and
that
that
change,
because
we
we
now
lose
a
couple
of
positions
going
from
eleven
in
courts
to
nine
in
police.
You
can
see
that
changes.
Our
position
count
just
slightly
we're
now
down
18
positions,
0.4%
for
a
total
of
four
thousand
six
hundred
and
forty
two
positions
and
that's
down.
E
You
know
101
positions
from
where
we
were
a
couple
of
years
ago
and
in
addition,
we
have
the
sixty
nine
positions
that
are
frozen
in
police
and
fire
and
and
as
we
look
at
the
police,
this
that
graph
I
showed
you
last
week
changes
slightly
again
with
these
addition
of
nine
positions
for
courts.
We
now
have
an
offset
to
the
eight
positions
that
they
were
deleting
so
we're
now,
actually
a
plus
one
on
uniformed
positions
compared
to
what
we
are
in
the
current
year.
E
E
There,
the
sales
tax
and
taxes
taxes
it
generally
our
largest
recurring
revenue
source
and
they
total
five
hundred
eight
million
for
about
thirty
eight
percent
of
total,
and
of
that,
of
course,
sales
tax
is
the
biggest
at
four
hundred
and
eleven
million
dollars
of
the
total
taxes
in
this
category
also
includes
our
debt
service
fund
that
and
the
property
taxes
that
go
to
pay
off
of
our
general
obligation.
Bonds
I
won't
go
through
the
other
sources
there
as
well
again,
just
to
note
again,
the
maps
three
fund
balance
is
so
significant.
E
Other
taxes
include
use
tax
and,
as
I
noted
last
week,
amazon.com
that
their
remittances
will
come
to
us
under
use
tax
because
they're,
an
out-of-state
company
remitting
here
to
Oklahoma
we've
got
the
other
categories:
they're
franchise
fees
or
significant.
That's
the
fees
that
come
from
utility
companies
to
pay
us
for
their
use
of
our
right-of-ways.
E
That's
ten
point:
two
percent
fines
at
twenty
one
point:
nine
million
dollars
or
about
five
point:
four
percent
of
general
fund
revenue
fees
and
charges
such
as
building
permits
and
administrative
charges
and
such
make
up
about
18
percent
of
the
total,
and
then
our
other
revenue
is
relatively
insignificant
at
one
point:
six
percent,
as
our
interest
and
other
miscellaneous
revenue
sources,
so
again
just
kind
of
providing
a
recap
on
the
expenditure
budget
again
maps
three
is
the
the
biggest
piece
of
our
budget
next
year
and
and
really
changes.
The
way
this
graph
looks
normally.
E
Personal
services
is
the
largest
cost
within
the
city
operations,
but
again,
because
maps
three
is
growing.
Personal
services
becomes
a
slightly
smaller
piece
there
than
the
total.
But
as
we
look
at
the
general
fund
now
you
really
see
personal
services.
People
are
what
power
the
general
fund,
and
that
makes
up
seventy
three
point.
E
The
smallest
piece
there
are
the
second
smallest
fees
at
nine
point:
six
percent:
again,
that's
the
parks
and
recreation
and
operation
of
the
Cox
Convention
Center
and
Chesapeake
Energy
Arena.
So
again,
just
to
revisit
the
schedule
here.
We've
got
development
services,
public
works,
public
transportation
and
parking.
Today,
in
two
weeks,
we'll
have
IT
police
and
fire,
and
then
airports,
parks
and
utilities,
with
adoption
scheduled
in
for
June
13th
and
the
start
of
the
fiscal
year
and
during
each
of
these
meetings,
we'll
have
a
chance
for
public
comment
as
well.
F
C
F
C
F
On
in
the
past
that
we
would
that
million
dollars
would
have
gone
into
the
general
fund
as
sales
tax.
Yes,
but
it's,
but
it's
temporarily
residing
in
use
tax,
which
goes
to
the
general
fund,
and
then
it's
going
to
we're
going
to
be
able
to
transfer
that
my
question
is:
can
we
take
that
money
go
to
the
general
fund
and
use
it
as
a
general
fund
dollars,
just
like
every
other
sales
tax?
All
general.
E
F
G
E
They
have
if
a
third-party
REIT
is
reselling
through
the
Amazon
platform.
They
don't
have
to
remit
the
use
tax
unless
they
choose
to
so
only
the
products
that
Amazon
is
fulfilling
directly
will
they
be,
but
we
still
have
work
to
be
done.
Yeah.
The
estimates
are
that
that's
about
half
of
what
they
sell
on
Amazon
their
own
products,
about
half
our
third-party
resellers.
Thank
you.
C
We
won't
know
the
specific
amount
that
comes
in
from
Amazon,
because
it's
we
just
don't
get
an
individual
breakdowns
on
that.
But
I
can
tell
you
that
the
use
tax
in
May
was
up
about
half,
but
that
could
be
a
bit
I'm
sure
Amazon
is
part
of
it.
I
don't
know
that
it's
all,
because
actually
the
sales
tax.
H
Morning,
Thank
You
Marion
Council,
with
our
presentation,
so
as
I
kind
of
make
introductions.
Obviously
our
department
is
a
very
collaborative
and
with
us
today,
I've
got
Debbie
Miller,
our
assistant
public
works
director,
I've
got
Mike,
Miller
who's,
our
financial
specialist
and
one-
that's
really
assisted
in
getting
our
budget
together
this
year
and
a
lot
of
work
from
the
other
division
heads
and
then
we've
also
got
the
Shanon
Cox
with
us
who's,
helped
that
our
presentation
together
get
it
organized
so
that
we
could
present
to
you
this
morning.
H
So
my
appreciation
goes
out
to
our
department
getting
everything
ready.
We
look
at
the
2017-2018
proposed
budget.
You'll
find
these
beginning
on
your
page,
see
155.
Now
the
budget
book
this
year
has
two
sections
and
so
you'll
find
the
primary
budget
on
C
155
and
the
following
pages.
That
you'll
also
see
a
lot
of
the
LFR
measures
and
they
begin
on
G
131.
So
Public
Works
is
found
in
two
portions
of
your
book
this
year.
H
When
we
look
at
public
works
and
public
works
is
the
fourth
largest
department
in
the
city
and
as
we
look
at
our
mission
statement
to
provide
infrastructure,
construction
and
maintenance,
private
construction
review
and
inspection
emergency
first
response
services
to
the
public,
so
they
can
live
work
and
play
in
a
safe
and
functional
environment.
Public
works
primary
purposes
are
to
construct
roads,
bridges
and
drainage
facilities.
H
So
our
budget
is
predominantly
staffed
and
I.
Think,
following
up
on
what
you've
seen,
we've
got
forty
seven
point:
three
million
dollars
that
accounts
for
three
hundred
and
eighty
six
positions
in
Public
Works.
Now
the
budget,
if
you
look
on
the
page,
will
actually
be
eighty
nine
point:
nine
million
dollars,
so
that
also
includes
a
significant
amount
of
capital.
That's
also
included
in
our
budget
and
those
things
take
care
of
storm
water
utility
grants,
some
CIP
funds,
special
purpose
funds
and
then
also
the
new
impact
feeds,
and
so
we'll
be
administering
those.
H
We
look
at
our
major
major
budget
changes
for
this
year,
so
these
are
three
of
the
primary
areas.
Funding
for
Street
maintenance
materials
is
increased
by
two
hundred
and
fifty
thousand.
This,
of
course,
goes
towards
the
citizens
comments
in
the
survey
of
streets
being
a
number-one
priority
and
the
quality
of
city
streets.
So
we've
actually
seen
an
increase
in
that
one
area.
H
When
we
look
at
the
different
positions,
we've
actually
moved
six
positions
from
the
general
fund
to
the
drainage
utility,
so
there's
actually
no
net
change
in
Public,
Works
and
positions,
but
we
are
moving
away
from
the
general
fund
and
working
towards
other
funding
sources.
We've
also
added
funding
for
the
maintenance
of
repairs
at
the
household
hazardous
waste
facilities,
a
part
of
this
budget
this
year
we
break
down
our
budget.
This
is
what
it
looks
like.
So
the
forty
seven
point.
Three
and
again,
this
goes
towards
personal
services.
H
H
Seventy
thousand
traffic
control
signs
and
750
signalized
intersections,
and
so
this
really
is
what
keeps
the
department
very
busy
maintaining
a
lot
of
the
city's
infrastructure
as
we
move
into
the
engineering
division.
This
will
be
the
first
of
the
seven
divisions
that
I
present
the
budget
for
this
individual
division
is
1.7
million
dollars,
it's
18
positions
and
it
comprises
of
drainage,
engineering,
David,
paving
engineering
and
technical
review.
H
These
are
traditionally
our
engineers,
and
so
these
are
when
we're
addressing
drainage
projects
and
paving
or
technical
reviews
where
we
actually
review
a
lot
of
the
private
planned
developments.
Anything
that
occurs
in
the
right-of-way
may
not
necessarily
be
a
city
project,
but
something
that
occurs
within
the
street
right
away.
Driveways
utilities,
all
those
things
this
is
reviewed
by
this
division.
H
Project
management
is
our
second
division
that
I'm
presenting
budget
is
2.6
million
at
28
positions.
Project
management
is
probably
our
largest
staff
driven
division
with
infrastructure
project
management.
This
would
be
our
geo
bond
program,
facilities,
project
management,
contract,
administration
and
right-of-way.
H
When
we
talk
about
the
2007
bond
issue,
which
is
our
current
bond
issue,
with
over
760
million
total
497
million
of
that
end
streets,
we're
now
at
about
70
spent
seventy
percent
either
complete
or
under
construction
on
the
streets
portion
of
the
geo
bond
program.
This
comprises
about
136
locations,
but
we
also
are
doing
projects
with
drainage,
traffic,
bridges,
parks,
police,
fire
I'm
there
about
60%
complete
in
those
areas
in
the
final
sale
for
the
2007
is
still
projected
in
2019.
G
H
One
of
the
advantages
that
we
have
with
project
management
is
this:
we
do
additional
geo
bond
projects,
we're
able
to
use
the
geo
funds
to
actually
provide
for
project
management.
So,
as
we
increase
the
number
of
geo
projects,
we
will
increase
the
number
of
project
managers
as
we
anticipate
these
increases
in
this
next
year.
H
This
is
example
of
Street
widening
projects
which
we've
done
several
in
Oklahoma
City.
This
happens
to
be
Western
Avenue
from
164th
278.
This
is
a
7.2
million
dollar
project
that
was
completed
last
year
and
again
as
we
look
at
the
2007,
the
2007
included
sidewalks
to
be
included
on
at
least
one
side
of
the
street.
This
project
also
included
a
bridge
and
some
other
infrastructure
components
as
well.
We
have
a
lot
of
residential
resurfacing,
that's
in
the
2007
and
we're
actually
increasing
the
number
of
resurfacing
projects.
H
H
This
is
an
additional
arterial
resurfacing
on
Klassen
from
Northwest
16th
to
Northwest
23rd
that
had
some
existing
sidewalks,
and
so
we
actually
did
a
lot
of
sidewalk
repairs
and
a
DA
enhancements,
so
in
some
cases
were
able
to
take
advantage
of
the
existing
infrastructure,
but
again
as
we
work
towards
resurfacing
and
improving
those
Street
conditions,
citywide,
and
then
we
also
move
into
streetscape
project.
So
this
is
a
portion
of
the
streetscape
on
Northwest
20
west
of
Interstate
44
that
was
completed.
This
is
near
Utah
part
of
phase
one.
H
H
So,
in
addition
to
project
management,
we
talked
about
the
infrastructure
projects.
We
have
a
number
of
facilities,
projects
that
are
also
part
of
our
project
management
team
and
the
intermodal
hub.
That's
currently
under
construction
at
a
cost
of
28
million
dollars
is
one
of
those
typical
projects
where
we're
looking
at
facility
renovations,
but
in
this
case
we're
actually
coordinated
with
project
180.
There's
grant
funds
that
are
involved,
there's
bond
funds
that
are
involved,
there's
Maps.
H
Three
funds
that
are
involved,
and
so
when
it
comes
to
project
management,
its
organizing
all
of
those
details
and
having
these
projects
seen
through
completion
on
in
the
update
for
the
intermodal
transit
hub
work,
has
proceeded
very
quickly.
It's
expected
to
finish
up
the
majority
of
the
improvements
this
summer
on
the
right-hand
side
of
this
frame.
I've
shown
the
pedestrian
connection,
which
will
be
a
tunnel
through
the
railroad
tracks.
H
It's
not
yet
completed,
we're
still
working
with
a
railroad
and
hoping
to
start
that
construction
later
this
year,
but
that
will
connect
brick
down
to
downtown
once
the
project
is
complete.
There
are
other
projects
like
the
middle
courts,
which
is
currently
under
construction.
This
contract
was
awarded
in
the
summer
of
2015
at
an
estimated
cost
of
22
million
dollars,
considerable
works
and
done
in
its
aim
anticipated
to
be
completed
this
summer,
and
then
another
project
would
be
Capitol
Hill
library,
so
not
all
of
the
projects
are
really
large.
H
This
is
a
significant
project,
though,
with
a
large
remodel
in
addition
began
in
July
of
2016.
It's
anticipated
to
be
completed
next
summer
in
summer
of
2018,
at
a
cost
of
4.2
million
dollars,
and
then
lastly,
we
talked
about
project
180
and
we're
in
the
final
phases
of
project
one-eighty
again
we,
this
is
a
combination
of
infrastructure
and
facilities.
There's
been
a
lot
of
park,
work,
there's
been
a
lot
of
road
work,
pedestrian
enhancements,
taking
care
of
landscaping
and
a
lot
of
downtown
furniture
package.
H
So
when
we
look
at
the
LFR
measures
that
I
mentioned,
the
budget
book
does
have
two
sections.
You
know
we
do
track
performance
very
closely,
and
so
this
is
the
dollar
value
of
bond
projects
awarded,
and
we
set
annual
goals
every
year
on
the
amount
of
expenditure
that
we're
looking
to
see.
We've
averaged
over
the
past
several
years
about
seventy
million
in
in
construction
and
so
we're
on
target
to
complete
that
again
this
year.
But
one
of
the
things
that's
quickly
changing
the
availability
to
de
sel.
H
Additional
bond
funds
is
going
to
increase
and
so
beginning
this
year,
ninety
million
dollars
was
sold
and
well
actually
start
increasing
our
LF
our
goals
to
put
more
in
place
very
quickly.
So
we
will
be
raising
that
goal
from
70
to
75
million
this
year
and
as
the
bond
sales
increase
by
approximately
five
million
dollars
each
year.
H
We're
also
going
to
be
increasing
about
five
million
dollars
in
output
each
year,
which
then
goes
back
towards
the
increase
in
project
managers
in
staffing
to
make
sure
that
those
projects
are
seen
through
again,
we
refocus
on
the
2007.
The
final
sale
for
the
2007
is
anticipated
in
2019,
but
at
which
time
we
do
hope
that
the
2017
will
be
successful
later.
This
fall
and
will
simply
be
merging
and
blending
those
funds
and
moving
forward
with
finishing
this
2007,
but
then
starting
to
2017.
D
H
Generally
speaking,
yes,
the
city
is
growing
and
we're
seeing
increased
net
assessed
values,
so
the
millage
has
been
maintained
the
same.
We
have
not
increased
taxes,
but
simply
the
the
growth
of
the
city
is
allowed
for
higher
net
assessed
values
and
and
more
money
to
be
so
we're
going
to
move
on
to
our
third
division,
which
is
the
river
and
I
think
you
know,
the
river
is
one
of
those
that
is
increasing,
also
and
needs.
It
includes
the
dams,
the
SCADA
system,
which
is
the
super
vizor
II
control
and
data
acquisition.
H
It's
the
communications
of
the
river
that
make
everything
work
and
then
river
maintenance.
The
budget
is
1.7
million
dollars
in
their
seven
positions
for
our
River,
and
this
is
just
a
typical
photo
that
we
see
on
a
on
a
good
weather
day
of
the
Eastern
Avenue
Dam.
We
see
a
lot
of
recreation,
a
lot
of
activity
trails,
the
boathouse
district.
Oh
you
rowing
in
the
western
basin.
H
We
see
a
lot
of
service
by
embark
and
the
river
cruisers,
and
so
most
of
what
Public
Works
does
is
support
all
of
the
functions
and
making
sure
that
the
river
stays
full
with
the
three
low
water
dams,
making
sure
that
we
are
completing
activities
with
maintenance
and
then,
of
course,
after
storms,
like
we
saw
two
weeks
ago,
begin
cleaning
the
debris
and
making
sure
that
it's
accessible
for
all
the
recreational
instant
area.
We
have
begun
construction
and
we'll
hope
we
finish
this
summer.
H
A
new
river
maintenance
facility,
that's
located
at
the
exchange
landing,
and
this
is
a
rendering
of
what
that
new
building
will
look
like
on
the
left.
It
will
store
a
lot
of
the
replacement
parts
for
the
dam
systems.
It
will
also
house
some
of
the
boats
that
we
used
to
access
the
river
on.
The
right
is
one
of
the
barges
that
we
use
to
actually
clean
the
debris
from
the
river.
H
It
has
a
rotating
scoop
on
the
front
with
a
conveyor
belt,
and
it
picks
that
trash
up
out
of
the
river
allows
us
to
then
offload
it
at
one
of
the
ramps.
To
then
have
it
lanced
filled,
but
we're
obviously
busy
with
those
activities
right
now
moving
for
our
fourth
division
field
services-
and
this
is
our
construction
inspection
quality
assurance
program.
H
It's
also
our
surveying,
crew,
it's
4.2
million
at
49
positions
and
these
individuals
go
out
daily
and
are
the
ones
that
are
doing
all
the
inspections
for
any
of
the
work
that
you
see
in
the
right-of-way.
So
whether
it's
new
water
lines,
sewer
lines,
driveway
approaches,
they
also
do
facilities
inspections
as
well,
they're
ensuring
a
DA
compliance
from
sidewalks,
they're,
very
busy,
and
some
of
the
programs
that
we
look
at.
They
are
responsible
for
the
utility
cut
repairs
that
we
sometimes
find
after
a
water
line
breaks
in
the
street.
H
So
they
manage
that
process
very
closely.
You'll
see
a
number
of
the
measures
that
are
here.
Our
goal
is
that
eighty
percent
completed
utility
cuts
are
completed
within
30
days.
You'll,
see
that
we're
currently
tracking
about
61%.
We
have
seen
a
number
of
water
line
breaks
this
year.
We've
actually
changed
our
repair
method,
a
little
bit
where
it
used
to
be
a
two-step
method.
H
Moving
on
to
our
next
division,
our
fifth
division,
which
is
stormwater
quality.
This
is
our
environmental,
water
quality,
our
household
hazardous
waste,
our
construction,
industrial,
permitting
and
also
public
outreach,
3.2
million
dollars
at
28
positions.
This
is
our
household
hazardous
waste
facility,
I
think
it's
probably
a
hopefully
not
a
secret
anymore.
It's
a
fantastic
facility
is
located
at
1621,
South
Portland,
it's
open
to
the
public.
We
do
invite
those
to
please
use
this.
H
It's
only
closed
on
Sunday
and
Monday,
but
it's
an
opportunity
to
keep
a
lot
of
household
hazardous
waste
out
of
the
waste
stream
and
going
into
the
landfill
in
2016.
We
actually
held
two
special
collections
in
addition
to
this
facility.
I'm
collected
over
60,000
pounds
of
waste
with
over
324
participants
at
the
two
special
collections
at
the
facility
we
had
nearly
10,000
participants.
They
collected
over
700,000
pounds
of
waste
last
year.
H
H
This
is
our
special
collection
event.
We
actually
were
scheduled
to
have
this
two
weeks
ago,
when
we
had
the
severe
storms
at
the
fairgrounds
that
do
these
are
the
we
have
rescheduled
this
event
for
June
24th
and
so
there'll
be
some
announcements
that
this
is
where
we
actually
do
special
collection,
where
we
can
actually
take
waste
that
we
don't
take
it.
H
We
have
a
significant
amount
of
public
outreach,
is
a
part
of
our
stormwater
quality
program
and
I.
Think
I've
introduced
Wayne
drop,
that's
our
character!
That's
in
this
photo
that
you
see
he
actually
visits
a
number
of
Oklahoma
City
public
schools
and
we
actually
try
to
get
to
the
youth
very
quickly
and
soon
teach
them
about
not
dumping
and
doing
things
with
the
sewers
and
creeks
management,
but
you'll
see
on
the
right
hand,
side
the
storm
water
quality
outreach
program.
H
We
held
a
number
of
workshops:
we've
had
over
2,000
attendees
at
workshops,
we've
actually
already
addressed
over
2300
students
in
school
site
visits.
We
have
22
subscribers
2200
subscribers
to
our
newsletter
and
we're
out
on
social
media
with
almost
300,000
views,
and
then
I
mentioned
our
household
hazardous
waste
event
where
we
had
over
300
participants
moving
onto
our
sixth
division,
which
is
our
largest
our
streets,
traffic
and
drainage
division.
H
This
is
a
23
point,
seven
million
dollars
in
two
hundred
and
twenty
two
positions,
so
our
streets
division
makes
up
about
half
of
the
entire
department
they're
responsible
for
streets,
drainage,
traffic
operations
in
graffiti
removal
and
one
of
the
factors
that
we
track.
Again.
We
go
back
to
the
citizen
survey
and
we
understand
that
the
quality
of
city
streets
is
the
number
one
priority.
We
monitor
this
very
closely
and
we've
actually
declined
yet
another
year
in
citizen
satisfaction.
H
You
know
we're
alarmed
by
this
and
it's
something
that
we're
working
to
address
and
as
we
increase
the
number
of
street
projects
and
I
mentioned
in
the
bond
program,
we're
actually
moving
towards
more
resurfacing
projects
than
we
have
historically,
both
residential
and
arterial.
We
know
that
we're
making
a
difference
in
the
streets
I
would
suggest
that,
and
it's
really
the
comment
that
I
made
last
year,
because
we
have
a
lot
of
construction
underway
and
it's
inconvenient
that
some
of
the
survey
results
may
be
based
on
just
inconvenience
due
to
driving
construction.
H
Sometimes
it
takes
longer
than
anticipated
and
just
delays
that
we're
actually
just
getting
just
action
from
the
public.
So
we
are
continuing
to
focus
on
this,
and
this
is
a
measure
that
we're
going
to
track
very
closely
until
we
see
improvement
on
the
residential
streets,
we
also
are
seeing
the
same,
but
we
have
a
higher
level
of
approval
from
the
citizens,
but
it
is
again
on
a
decline,
we're
hoping
to
improve
this,
the
same
and
again
we're
going
to
start
doing
a
lot
more
resurfacing
with
residential
beginning
this
year.
H
So
we
talk
about
payment
condition
indexes,
and
this
is
a
PCI
number
and
I
know
the
council's
very
familiar.
We've
actually
increased
the
PCI
generally
one
point
every
year
and
that's
evidence
from
the
construction.
So
five
years
ago
we
were
down
near
a
62,
we're
up
to
a
65
we've
set
a
short
term
goal
to
get
that
to
a
70
and
with
more
construction.
We
simply
are
going
to
continue
to
increase
this
number.
However,
we
still
have
streets
that
are
in
the
30s.
H
The
other
portion
of
our
streets
program
is
the
maintenance
of
city
streets,
not
just
the
new
construction,
so
we
do
lots
of
repairs.
We
actually
do
some
in-house
resurfacing,
this
thin
layer,
beginning
to
contract
this
as
well
pothole
patching
and
roll
road
maintenance.
This
is
an
example
of
a
lot
of
those
projects
that
are
underway
daily
by
the
streets.
Cruising
so
you'll
see
a
lot
of
resurfacing.
Those
are
in
the
photos,
you'll
see
a
lot
of
our
pothole
patching,
which
we're
actually
starting
to
do
advanced
repairs
on
a
lot
of
the
patches.
H
If
we're
in
emergency
mode,
we
do
quickly
fill
a
pothole
just
to
make
sure
that
it's
not
a
hazard
when
we
fill
a
pothole
after
a
recent
rain.
It
probably
won't
last
very
long,
but
crews
like
you'll,
see
on
the
lower
left-hand
photo
they'll,
actually
be
able
to
get
back
out
once
it's
in
drier
weather
and
make
a
more
permanent
patch.
And
that's
what
you
see.
We
also
do
a
lot
of
real
road
maintenance
in
Oklahoma
City.
So
not
all
streets
are
paved.
H
We
do
have
a
lot
of
chip
seal
and
there
are
see
a
few
gravel
roads
still
in
Oklahoma
City
in
our
rural
areas.
Now
one
of
the
things
as
we
speak
to
a
lot
of
the
maintenance-
and
we
talk
about
the
bond
issue-
something
that
I
might
note.
There
is
also
a
potential
sales
tax
proposal
and
it's
being
considered
by
the
City
Council.
It's
something
that
I
know.
H
If
it
were
a
1
cent
sales
tax
proposal
at
240
million,
as
we've
talked
about,
and
if
a
3
quarter
portion
of
that
went
towards
a
streets
program,
it
would
account
for
about
180
million
dollars
of
new
work.
Now
that
wouldn't
just
be
Street,
so
it
also
includes
sidewalks
trails,
bike
lanes
and
street
enhancements.
If
we
were
to
focus
approximately
70%
of
that
fund
at
126
million
towards
resurfacing,
we
could
actually
go
about
another
420
miles
of
street
resurfacing
in
Oklahoma
City.
H
So
again,
as
we
talk
about
sales
taxes
and
not
just
general
fund
and
bond
issues,
there's
a
tremendous
opportunity.
I
believe
that
we
can
actually
advance
a
lot
of
the
streets
discussion
with
repairs
resurfacing
and
Street
enhancements
through
the
sales
tax.
Should
that
be
something
the
council
wish
to
consider
later?
It's
not.
H
We
also
look
to
complete
our
puddle
repairs,
80
percent
pothole
repair
within
three
working
days
and
that
number
has
steadily
increased.
So
we've
actually
had
a
lot
of
crews
available
to
do
this
they're
about
13
crews
that
go
out
daily
to
do
pothole
repairs.
Now,
one
of
the
things
that's
been
helpful.
Is
we've
not
had
the
big
rains
this
year
that
we've
had
in
previous
years,
and
so
actually
the
total
number
of
potholes
is
down
slightly.
So
that's
good
or
severe
winners.
H
Exactly
so
so
things
have
been
good,
but
we're
actually
completing
our
repairs
very
quickly
right
now
and
we're
very
close
to
our
80
percent
goal
and
then
traffic
operations
as
part
of
our
streets
program.
They
provide
a
lot
of
the
signal
maintenance,
so
this
would
be
just
restoring
burnt-out
bulbs
constructing
new
signal
lights.
This
is
also
the
restriping
of
a
lot
of
our
city
streets,
then
moving
into
traffic
management,
which
is
our
seventh
division.
This
is
again
a
administrative
division.
That's
that
reviews,
plans
and
traffic
studies.
H
They
also
oversee
the
traffic
Commission,
but
they
provide
speed
studies,
activity
and
work
zone
permits
throughout
the
city,
the
budgets,
1.4
million
dollars
with
14
positions,
we've
completed
the
intelligent
traffic
transportation
system
and
we've
talked
about
the
I
TS
a
number
of
times,
and
this
is
just
a
map
I'm
putting
up
to
just
kind
of
the
expanse
of
that
system.
So
this
is
with
every
red
triangle
that
you
see
on
that.
H
Drawing
is
one
of
the
750
signalized
intersections
we're
actually
beginning
to
work
on
the
original
18
corridors,
which
will
I
see
with
the
different
lines
that
are
shown
here.
We've
talked
about
class
and
Boulevard
a
lot,
but
we're
actually
working
on
additional
coordination
with
these
new
controllers,
citywide
and
so
we're
reaching
out
with
the
availability
of
the
software
and
the
hardware
to
help
improve
a
lot
of
the
commute
times
and
the
drivability
of
a
lot
of
our
major
city
streets.
H
So
the
system's
really
gone
into
use
and
replaced
a
lot
of
aging
hardware
and
software,
but
we're
actually
using
it
to
our
benefit.
It's
actually.
What's
going
to
be
instrumental
in
making
sure
that
the
streetcar
and
bus
system
in
Oklahoma
City
receives
certain
levels
of
prioritization
as
they
come
in
to
signals
and
into
heavy
traffic?
H
So
this
is
my
final
slide
as
a
part
of
our
presentation
and
we
very
much
look
at
our
year
past
and
things
that
we
can
do
to
improve
our
year
going
forward,
but
some
of
the
things
that
are
projected
and
things
that
we
can
count
on
in
this
next
year's.
We
could
have
as
many
as
80,000
potholes
repaired
in
this
upcoming
year,
just
based
on
our
average
from
last
year,
hoping
that
numbers
a
little
bit
lower
and
again,
if
the,
if
the
weather
is
cooperative,
we
might
see
a
lower
number
86
miles.
H
The
street
resurfacing
is
anticipated
this
upcoming
year
20
miles
of
new
residential
sidewalk.
We
still
are
seeing
growth
in
Oklahoma
City
when
we
talk
about
private
development,
so
we
are
expecting
about
400
infrastructure
plans
reviewed,
and
these
would
be
a
lot
of
the
private
projects
that
we
see.
75
million
goal
is
our
goal
for
the
2007
bond
issue.
52
million
in
facilities
will
probably
complete
around
35
thousand
inspections
this
year
from
a
right
away
perspective,
and
that
is
going
to
be
at
a
value
of
about
300
million
dollars.
H
D
H
If
the
one
penny
tax
had
a
three
quarter
apportionment
towards
projects
that
would
generate
approximately
180
million
dollars,
projecting
if
70%
of
based
on
27
months,
based
on
27
months,
if,
if
70%
were
allocated
directly
to
streets,
it
would
receive
approximately
126
million,
which
would
allow
us
to
do
about
420
miles.
Every
servicing.
H
G
H
Wonder
whether
I
should
put
that
up,
there
I
think
one
of
the
things
that
we
talked
about
doing
a
lot
of
inspections
every
year.
I,
don't
know
that
it's
always
understood
what
the
value
of
those
inspections
are.
So
when
we're
inspecting
things
like
private
work,
whether
it's
new
7/11
and
new
brahms,
it
might
be
a
new
residential,
it
may
be
a
new
hotel
type
development,
so
we're
expecting
on
the
value
of
private
inspections
that
we'll
do
in
the
300
million
range
was.
H
I
H
I
J
H
We've
we've
already
started
the
conversation
with
our
local
contracted
communities,
our
paving
contractors,
primarily
knowing
that
it
is
a
significant
amount
of
work.
They
they
understand
that
it's
there
I
think
one
of
the
examples
that
I'll
share.
We
recently
just
did
a
project
that
came
to
this
council
about
a
week
ago,
we
started
increasing
the
value
of
our
construction,
higher
higher
number
of
contract
dollars.
H
We
had
a
four
point:
three
million
dollar
project-
that
we
did
that
came
in
under
budget,
the
things
that
were
positives,
we're
typically
averaging
three
to
four
bidders
for
a
typical
street
project.
This
last
Tuesday
there
were
nine
bidders,
seven
of
them
were
under
the
budget,
and
so
what
we've
seen
with
kind
of
repackaging
these
projects
is
a
new
interest
in
a
lot
of
the
contractors.
H
We
think
we
have
the
opportunity
to
develop
projects
that
are
for
our
smaller
contractors
or
mid-sized
contractors,
but
clearly,
a
lot
of
the
larger
contractors
are
ready
to
bid
to
work
as
well.
So
my
confidence
is
high
in
the
conversations
that
we
started
and
I
think.
It's
also
evidenced
by
the
recent
bids
that
they're
they're
ready
to
take
on
additional
work.
I.
D
Think
Todd
brings
up
a
critical
point
and
I
think
it.
It
goes
to
some
of
our
concern
about
using
all
of
the
3/4
of
a
penny
for
streets.
That
means
nothing
for
public
transit,
nothing
for
park,
amenities,
nothing
or
anything
else,
putting
all
of
it
in
the
streets
as
opposed
to
half
a
penny.
Instead
of
a
three-quarters
of
a
penny.
D
If
you
did
half
a
penny
and
you
did
your
same
70%
calculation,
that
would
be
84
million
in
resurfacing
on
top
of
the
650
million
dollars
we
have
would
have
in
the
pipeline
from
the
Geo
bond
in
27
months
and
I'm
wondering
if,
if
we
really
in
that
27
months,
could
would
there
be
a
difference
between
84
million
for
resurfacing
and
126
million
in
that
27
months?
Because
then,
at
the
end
of
the
27
months,
you'd
have
another
maps
and
you
could
you
could
do
this
again.
D
H
As
we
also
are
playing
the
2017
bond
issue,
the
2017
includes
all
components
to
city
infrastructure,
including
parks,
including
transit,
including
all
the
other
needs
of
the
city,
so
I
think
from
my
perspective
and
actually
wrapping
up
some
of
the
planning
documents.
There's
a
lot
of
work
in
the
2017.
That's
planned,
not
just
in
streets,
but
also
those
other
areas
about
50%
of
the
2017
bond
issue
streets.
H
The
other
50%
is
all
the
other
categories,
from
a
sales
tax
perspective
and
just
speaking
just
through
some
general
numbers,
we're
just
looking
at
the
citizens,
comments
the
citizens
survey
and
saying
that
streets
and
the
quality
of
city
streets
is
their
number
one
priority.
So
the
numbers
I
present
today
are
just
for
informational,
really
and
as
an
as
maybe
just
a
tool
to
show
how
far
we
could
get
with
streets.
D
The
survey
that
we
did,
that
was
four
thousand
four
hundred
people.
Parks
was
basically
right.
There
with
streets
is
second-highest,
I
mean
it
was.
It
was
basically
right
at
the
same
level,
but
again
to
this
point
of,
would
there
be
a
difference
between
84
million
approved
through
the
sales
tax
and
126
million
in
that
27
months?
Can
contractors
do
that
much
more
in
that
27
months?
You.
H
Know
I'm
projecting
I,
don't
know
for
sure,
but
I
speculate
based
on
our
conversations,
the
answer's.
Yes,
they
can
do.
The
work
I
believe
they're
ready
to
bring
in
crews,
but
they
need
the
dollars
and
they
need
the
contracts
before
they're
going
to
relocate
the
crews
they're
not
going
to
bring
the
crews
and
wait
for
the
contracts
they're
going
to
bring
the
crews
when
the
contracts
are
available,
but
I
believe
the
answer
is
yes:
they're
ready
to
ramp
up
every.
H
If
we
were
to
go
back
to
the
bid
from
last
Tuesday,
if
every
one
of
those
contractors
and
their
numbers
were
very
very
good,
we
only
had
one
contract
and
there
were
nine
bidders.
The
contract
ended
up
being
about
a
four
million
dollar
contract,
so
that's
30
million
in
work
that
was
ready
for
contracting.
Had
we
had
nine
contracts
ready
to
go
so
I,
just
as
an
example
we're
starting
to
see
them
already
increasing
their
interest
and
I
think
that
they're
probably
ready
to
do
the
work.
If
we
had
the
contracting
ready
as
well,
the.
B
C
K
B
H
The
other
thing
that
we
also
see
is
a
benefit.
Should
the
tax
be
used
for
portion
of
streets
is
not
every
street
under
the
tax
also
gets
a
sidewalk.
It
really
is
just
the
street
even
on
our
resurfacing
projects
in
the
O
seven,
one
of
our
biggest
challenges
is
installing
the
sidewalk
through
a
neighborhood,
as
opposed
to
just
resurfacing
the
sidewalk
or
resurfacing
the
street
in
the
neighborhood
will
be
a
lot
more
efficient
if
it's
just
the
street
and
not
the
sidewalk
as
well,
I
think.
G
H
L
Think
it
is
promising
that
we're
able
to
potentially
get
some
of
this
work
done
faster
because
I
have
several
general
obligation
projects
in
Ward.
Seven,
for
example,
that
we
awarded
the
contract
sometime
last
year
and
the
work
has
not
started
yet.
So
there's
a
big
concern
for
as
Ward
7
and
making
sure
that
we
get
these
projects
done
and
a
more
faster
pace
than
before.
So.
H
One
of
the
strategies
that
I
would
share
with
you
is
we
get
asked
you
know.
How
would
you
implement
such
projects
in
one
option
that
we're
considering
and
it's
working
on
our
thin
layer
resurfacing
right
now
is
that,
instead
of
bidding
a
project
by
project
basis,
we
can
actually
bid
what
we'll
call
a
unit
price
for
an
annual
contract,
possibly
with
multiple
contractors.
What
it
allows
us
to
do
then,
instead
of
doing
individual
bids,
we
actually
just
simply
writing
work
orders.
We
simply
need
a
street
done.
We
write
the
contract
to
work
order.
H
He
completes
that
work
as
long
as
we
stay
within
the
total
value
of
the
contract,
there's
a
lot
of
efficiencies
that
we've
not
experimented
with,
but
this
is
one
contract
that
we
entered
into
the
spring.
That's
working
really
well,
and
so
we
would
anticipate
maybe
doing
more
of
those
with
either
the
upcoming
bond
or
possibly
the
sales
tax
it
would.
It
would
speed
up
the
process
much
more
just
the
unit
price
contracting,
as
opposed
to
lump
sum
or
contracting
by
project
and.
M
So
good
morning,
mayor
and
council
pleased
to
be
here
this
morning
to
present
the
FY
2018
proposed
budget
for
the
public
transportation
and
parking
department
would
like
to
introduce
a
few
staff
there
with
us.
This
morning
we
have
Michael
Scroggins,
the
manager
of
marketing,
customer
relations
and
technology,
he's
helping
with
the
presentation
and
then
over
on
this
side.
Three
rows
back.
We
have
Jesse
rush,
our
streetcar
operations,
manager
and
four
rows
back.
We
have
melissa
rousey,
our
financial
services
manager.
M
M
So
in
FY
18
we
would
expect
a
year
similar
to
FY
17
and
that
we
do
not
have
plans
for
any
expanded
service
in
the
FY
18
proposed
budget,
and
we
will
take
a
similar
approach
to
the
one
we
had
in
FY
17.
But
that
does
not
mean
we
will
not
continue
to
emphasize
and
make
incremental
improvements
in
our
service
delivery.
M
We
also,
as
you
know,
receive
some
recognition
from
our
association.
In
this
last
year
we
expanded
our
Hall
Pass
program
and
recently,
we've
been
very
busy
and
community
engagement,
conducting
some
focus
groups
and
some
listening
sessions
that
we'll
get
into
a
little
bit
later
in
the
presentation.
So
again,
if
you're,
following
along
in
your
budget
book,
our
budget
documents
start
on
page
c
c
145
our
performance
information,
which
includes
some
of
our
performance
measures,
strategic
results
and
strategies
begins
on
page
g,
118
and
so
with
the
presentation
this
morning.
M
What
we
hope
to
do
is
we're
going
to
share
just
a
little
bit
of
survey,
information
we're
going
to
talk
a
little
bit
about
some
of
the
components
of
our
strategic
business
plan
and
that's
really
in
the
interest
of
kind
of
laying
the
foundation
or
the
context
for
what
we
have
in
our
proposed
budget.
So,
looking
at
our
first
slide
on
survey
information,
this
is
a
slide
that
you're
pretty
familiar
with.
This
is
a
results
of
our
most
recent
citizen
survey.
M
You
can
continue
that
or
you
can
see
that
public
transportation
continues
to
be
one
of
those
city
services.
That
residents
indicate
need
the
most
emphasis
in
the
coming
years.
In
fact,
you
can
see
in
our
latest
survey.
Public
transportation
actually
gained
about
three
percentage
points
and
then
looking
at
the
next
slide.
This
is
some
survey.
We
survey
work.
We
do
with
our
customers,
and
these
are.
Our
latest
survey
results
from
our
customer
survey
conducted
in
November
I'm.
M
Looking
over
to
the
right-hand
side
of
the
slide,
I
thought
you
might
find
this
information
interesting
when
respondents
were
asked
how
long
they've
been
using
transit
service,
you
can
see
that
we
continue
to
garner
new
riders.
In
fact,
if
you
look
at
the
two
categories
to
the
left
of
that
graph,
you'll
notice
about
31%
of
the
respondents
have
used
the
bus
service
for
one
year
or
less
so
we're
very
encouraged
by
new
people
using
the
bus
system
and
then
in
the
bottom
right.
This
is
a
graph
here
that
really
shows
I.
M
Think
some
of
the
impact
of
the
emphasis
we've
been
placing
recently
on
improving
our
bus
stops.
We
know
we
have
an
extremely
a
large
amount
of
work
still
to
do
in
improving
our
bus
stops,
but
with
the
increased
number
of
shelters,
the
sidewalks
and
the
concrete
pads
for
the
bus
benches
that
really
have
come
in
large
parts.
With
due
to
partnerships
with
Public
Works
in
the
Maps
office,
you
can
see
we're
starting
to
see
some
better
results
there
from
our
customers
when
they're
asked,
if
their
bus
stop,
has
a
bench,
shelter
or
sidewalks.
M
As
far
as
what
we
do,
you
can
see
that
we
are
a
multimodal
transit
service.
We
also
play
a
major
role
in
satisfying
downtown
parking
needs,
and
our
mission
in
part
is
to
provide
public
transportation
and
downtown
parking
services
to
the
residents
and
visitors
of
Greater
Oklahoma
City
area,
so
they
can
experience
friendly,
convenient,
safe
and
affordable
public
transportation
and
parking
services.
M
So,
as
we
move
into
the
strategic
business
planning
section
of
our
presentation
this
morning
as
you're
aware
one
of
the
things
we
do
in
our
strategic
business
planning
process
is
we
try
to
identify?
You
know
those
big
challenges
that
our
department
is
facing
in
the
coming
years.
In
this
case,
you
can
see
we
have
four
major
challenges
or
issues
identified
and
we'll
get
into
each
one
of
those
as
we
go
through
the
presentation,
but
our
goal
is
to
identify
those
issues
develop
strategies
to
address
those
issues
as
a
result
of
success.
M
So
the
first
issue
that
we're
going
to
look
at
this
morning
is
state
of
good
repair.
You
can
see
at
the
top
of
the
slide
here.
We've
stated
the
trend
or
the
issue,
including
the
need
to
replace
buses
and
modernize
equipment
at
the
bottom
of
the
slide.
We've
identified
some
of
the
consequences
that
could
occur
if
this
issue
is
not
addressed,
and
again,
that's
not
to
say
that
you
know
all
of
these
negative
things
will
come
to
fruition.
M
It's
just
an
exercise
of
identifying
really
the
significance
of
this
challenge
and
why
it's
so
important
to
address
it.
So
each
one
of
these
issue,
slides
that
you'll
see
this
morning
are
set
up
in
this
similar
fashion.
When
we
look
at
state
of
good
repair,
we
definitely
have
to
talk
about
it,
the
condition
of
our
bus
fleet.
We've
we've
done
this
over
the
last
few
years,
keeping
council
advised
of
the
status
of
our
fleet.
M
At
one
time
we
were
operating
our
bus
service
with
30%
of
our
fleet
being
past
its
useful
life,
and
the
significance
of
that
is
when
a
fixed
route
bus
gets
passed,
its
useful
life.
That
means
it's
12
years
old
or
older
and
has
generally
at
least
a
half-a-million
oftentimes
600,000
miles
on
it.
So
the
vehicles
are
certainly
ready
for
replacement
when
they
reach
the
end
of
their
useful
life.
M
With
that
said,
I
am
pleased
to
report
that
we
have
11
new
40-foot
CNG
buses
on
order
when
you
take
those
11
buses
that
are
on
order
that
we
expect
to
be
delivered.
This
fall
add
the
7
buses
that
we
have
already
replaced
this
fiscal
year.
We
have
successfully
addressed
that
immediate
need
for
bus
replacement.
With
that
said,
we
don't
have
to
look
too
far
into
the
future.
However,
to
see
another
significant
need
coming
in
2021,
we
will
have
15
buses
that
will
reach
the
end
of
their
useful
life.
M
Looking
at
our
current
federal
funding,
we
will
not
reach
that
goal
based
on
current
federal
funding
levels
and
that's
why,
in
our
geo
bond
program
list,
we
actually
ranked
and
requested
that
bus
replacement,
be
our
department's
number
one
need
in
the
proposed
geo
bottom
list
that
will
move
forward
to
to
the
voters.
So
that
is
our
solution
for
addressing
that
need
in
2021.
M
This
next
slide
here
will
show
you
a
rendering
of
the
new
vehicles
or
purchasing,
hopefully,
you've
seen
some
of
them
providing
service
on
the
city
streets.
In
addition
to
these
new
flier
excelsior
model
buses
being
replacements
for
an
aging
fleet,
they're
also
a
little
bit
of
an
upgrade
to
what
they're
they're
they
are
replacing.
First
of
all,
you'll
notice.
They
have
a
little
bit
more
of
a
modern
look.
They
actually
operate
much
quieter,
because
they're
CNG,
whether
you're
riding
the
bus
or
you
happen
to
be
a
pedestrian
on
the
sidewalk.
M
As
the
bus
passes,
you
you'll
notice,
they're
they're
much
quieter
than
the
diesel
buses
they're.
Replacing
all
of
these
buses
are
also
equipped
with
onboard
mobile
device
chargers,
which
of
course
comes
in
very
handy
with
the
customers
that
we
serve
today
in
the
fact
that
all
of
our
buses
are
equipped
with
free
Wi-Fi.
M
Lastly,
I'll
mention
that
each
one
of
these
CNG
buses
displays
our
smart
move
brand,
and
this
is
a
really
kind
of
a
subset
of
our
embark
brand.
It's
really
a
platform
that
we're
going
to
use
to
communicate
the
benefits
of
public
transportation
to
our
community,
so
whether
a
person
takes
a
bus,
because
it's
a
CNG
clean-burning
fuel
bus
that
improves
the
environment.
You
know
that
could
be
considered
a
smart
move.
M
We
also
did
some
work
on
our
ferry
boats
that
provide
transit
service
along
the
Oklahoma
River.
Although
our
ferry
vessels
have
a
50-year
life,
there
are
times
when
we
need
to
pull
the
boats
out
of
the
water
and
do
some
significant
rehabilitation,
and
this
was
the
year
that
we
pulled
the
Devon
pioneer
out
of
the
water.
During
the
off-season
we
sandblasted
repainted
the
whole
repainted,
actually,
the
entire
vessel.
You
can
see
in
some
pictures
there,
where
we
did
some
work
on
the
rudders,
the
props,
the
prop
shafts.
M
What
I
wanted
to
mention
it
with
regards
to
this
slide
is
that
when
we
finished
the
rehabilitation
process,
we
had
a
marine
surveyor,
come
out
and
basically
grade
the
condition
of
the
vessel
and
the
vessel
scored
very
high.
In
fact,
it
received
the
highest
score.
A
vessel
can
receive
without
being
brand
new,
so
we're
very
pleased
with
the
way
the
rehabilitation
went,
but,
more
importantly,
I
think
it
speaks
to
really
the
attention
to
detail
that
our
contractor
HMS
global
they're,
the
ones
that
provide
help
us
provide
the
service
and
maintenance
along
the
Oklahoma.
M
River
they've
really
done
a
good
job.
Maintaining
our
equipment
and
then
state
of
good
repair,
of
course,
also
impacts
our
off-street
parking
operations
with
the
various
garages
that
we
are
charged
with
maintaining
one
of
the
projects
we
have
on
the
way.
In
fact,
it's
out
for
bid
right
now
and
we've
partnered,
with
the
utilities
department
working
with
their
project
managers
and
their
architect
is
additional
improvements
to
the
Sheraton
Walker
parking
garage.
M
Some
of
the
things
we
have
planned
for
the
garage
will
be
replacing
the
lighting
on
the
parking
decks
with
LED
lighting,
so
that
the
lighting
will
be
very
similar
to
what
you
see
in
the
Arts
District
garage
we're
putting
a
canopies
on
each
of
the
northeast
and
southeast
corners,
where
the
elevator
towers.
Are
we
plan
to
open
up
the
southeast
corner
of
the
facility
to
make
it
more
accessible
for
pedestrians?
M
You
can
see
a
rendering
of
that
in
the
bottom
right-hand
portion
of
the
slide
and
then
we're
also
going
to
do
some
significant
work
on
the
elevator
lobbies,
the
stairwells
and
actually
even
renovate
the
interior
of
the
elevator
cab.
So,
as
you
can
imagine,
looking
at
the
rendering
there
in
the
top
right
of
the
slide,
those
elevator
lobbies
will
be
repainted,
there'll,
be
new
floors
and
and
so
forth.
I
M
Forward
to
it,
so
our
next
issue
here
is
workforce
development.
This
is
a
challenge.
I
know
many
organizations
face
and
we
have
identified
that
as
one
of
our
challenges
and
it's
basically
the
idea
of
retaining
you
know
employees.
It
continues
to
be
a
challenge.
Last
year,
when
we
discussed
the
budget,
I
was
able
to
report
that
we
had
some
successes
in
recruiting
and
promoting
minorities
and
women.
M
I
think
I
touched
on
the
amount
of
training
that
we
did
on
an
annual
basis
for
new
hires,
which
is
about
1,400
hours
annually,
and
so
I
wanted
to
kind
of
continue
that
discussion
and
make
sure
council
was
aware
that
we
are
continuing
to
emphasize
our
internal
service
to
our
internal
service
delivery.
So
what
do
I
mean
by
that
there's
a
couple
of
projects
we
have
in
the
works
that
are
helping
us
with
our
workforce
development.
One
is
developing
a
employee
recognition
program.
M
That
program
is
actually
being
put
together
by
a
committee
of
managers
and
frontline
employees.
We're
also
reinventing
our
onboarding
process,
so
looking
at
new
ways
to
basically
bring
new
employees
into
the
organization
and
make
sure
they're
trained
and
they
understand
how
the
organization
works,
and
then
one
of
the
activities
I
think
is
going
to
serve
us
very
well
in
the
years
to
come,
and
you
can
see
on
the
bottom
of
the
slide
here.
A
couple
of
images
where
the
executive
management
team
met
to
develop
core
values
for
our
organization.
So
we
had
several
retreats.
M
M
So
our
next
issue
excuse
me.
Our
next
issue
looks
at
sustainable
growth
and
service
development
as
we've
added
service
over
the
last
few
years,
and
we
continue
to
look
at
alternative
transportation
modes.
One
of
the
things
that
definitely
becomes
a
challenge
is
be
able
to
being
able
to
sustain
that
growth
without
dedicated
funding.
So
one
of
the
ways
for
us
to
look
and
evaluate
are
we
sustaining?
The
growth
is
to
look
at
our
ridership
on
a
transit
system,
so
our
fixed
route
ridership
for
FY
2016,
and
that's
our
first
I'm.
M
Sorry,
that's
our
most
recent
full
fiscal
year
of
data.
You
can
see
we
provided
over
3.2
million
passenger
trips
with
our
fixed
route,
bus
service
and
over
ninety
percent
of
those
trips
was
our
regular
Monday
through
Friday
weekday
service.
Looking
at
our
ridership
a
little
bit
more
of
a
historical
perspective.
To
give
you
a
sense
of
how
it's
changed
over
the
last
few
years,
we
have
a
graph
here
that
will
show
you
the
average
daily
ridership.
So
you
can
see
an
FY
17.
M
We
are
on
pace
to
finish
the
year,
providing
about
11,000
300
trips
per
day
on
our
weekday
fixed
route
service.
Now
that's
really
flat,
but
it's
coming
off
of
about
two
years
of
significant
growth
from
FY
14,
which
I
would
ask
you
to
consider.
Fy
14,
basically,
is
our
baseline,
because
that
was
the
year
prior
to
us
implementing
our
service
enhancements.
You
can
see
rather
remarkable
growth
in
FY,
15
and
16,
and
now
our
fixed
route
service
has
basically
kind
of
leveled
out
since
last
year.
M
Now
with
that
said,
we
do
continue
to
see
some
some
good
growth
on
our
night
service.
So
this
graph
here
will
give
you
a
sense
of
the
total
number
of
trips
provided
using
embark
night
service.
Since
the
service
began
in
January,
15
I'm,
sorry
in
January
of
2015,
so
you
can.
As
you
remember,
in
January
2015,
we
launched
the
service
with
two
routes.
You
can
see
the
ridership
grew.
We
added
two
additional
routes
and
Jan
you,
weary
of
2016.
M
You
can
see
continued
growth
and
then
that
gray
bar
on
the
graph
that
represents
kind
of
the
beginning
of
the
first
full
fiscal
year
of
all
four
of
the
night
routes
providing
service,
and
you
can
see
in
March
of
17.
We
actually
had
our
highest
number
of
riders
on
our
evening
service
since
we've
launched
night
service.
So
this
is
really
where
we're
seeing
still
seeing
some
pretty
good
growth
in
our
ridership
Jason.
M
M
M
Then
the
next
slide
is
a
look
at
some
ridership
on
some
of
our
alternative
transportation
modes
top
left.
This
is
the
ridership
for
our
Oklahoma
River
cruise
operation
and
I
wanted
to
point
out
that
in
2016
we
actually
had
our
best
year.
Yet
in
terms
of
ridership
on
the
Oklahoma
River
we
provided
over
16,000
trips
to
and
from
the
various
landings
along
the
Oklahoma
River,
the
blue
line
graph
that
you
see
in
that
same
chart.
That
represents
the
number
of
charters.
M
We
also
do
offer
private
charters
on
the
Oklahoma
River
Cruises,
and
our
charters
were
up
in
2016
as
well
moving
down
to
the
bottom
left
of
the
slide.
This
will
give
you
a
sense
of
the
type
of
ridership
we
see
on
our
spoky
system
about
8300
trips
on
an
annual
basis
and
we're
hoping
to
continue
to
grow
that
as
people
get
used
to
our
new
bike
share
equipment
and
then
over
on
the
right
hand,
side
of
the
slide.
M
This
is
an
update
on
our
ride
share
program
that
I
talked
a
little
bit
about
in
the
winter.
As
we
were
just
launching
the
program,
we
began,
the
rideshare
program
with
one
group
of
employees
participating
out
at
Boeing.
We've
now
grown
that
to
two
different
groups
of
employees
at
Boeing
that
are
participating
in
ride
share
and
we
continue
to
make
contacts
with
business
around
the
community.
So
we
have
12
participants
in
total
in
the
rideshare
program,
and
so
what
that
means
is
through
this
rideshare
program.
M
We
have
basically
removed
ten
single
occupancy
vehicles
from
the
morning
and
afternoon
commute
times
by
implementing
this
program,
then
the
next
slide
here
will
give
you
just
a
sense
of
what
we're
preparing
for
in
terms
of
standing
up
streetcar
operations.
I
understand
that
council
gets
regular
updates
from
the
Maps
office
regarding
the
status
of
the
project.
Here's
a
few
things
that
we're
doing
to
prepare
for
operations.
We
plan
to
award
a
contract
to
herzog
transit
services
in
June
of
2017,
so
next
month
we've
been
busy
in
negotiations
over
the
past
several
months.
M
We
do
expect
to
begin
receiving
streetcars
and
having
the
maintenance
facility
completed.
This
fall,
which
means
we'll
be
needing
to
equip
that
facility
and
get
some
personnel
in
there.
Our
contractor
and
November
will
be
helping
us
review
some
of
the
safety
plans.
We've
already
drafted,
they'll,
be
developing
standard
operating
procedures
and
then
in
August
of
2018.
M
G
M
The
will
the
communication
is
really
led
by
the
Maps
office,
but
now
we
do
work
closely
with
the
Maps
office.
I
know
that
they
have
a
dedicated
person
that
routinely
visits
with
all
not
only
business
owners
but
property
owners
along
the
streetcar
route.
You
can
many
folks
have
signed
up
for
the
weekly
construction
updates,
I'm
sure
most
of
you
receive
those
and
so
I.
Think
at
this
point
the
communication
is
is
going
really
well.
In
fact,
I
believe
the
Maps
office
received
some
comments
about
from
the
contractor.
M
Okay
and
then
our
last
issue
this
morning
is
that
one
related
to
community
relations
and
just
like
any
city
department,
you
know
we
continue
to
strive
to
meet
our
community's
expectations,
whether
it
be
you
know,
additional
night
service
weekend
service,
maybe
it's
new
technology,
and
so
I
wanted
to
share
a
couple
of
projects
that
we
have
in
process
as
we
attempt
to
meet
those
community
expectation
needs.
One
of
them
is
a
partnership
with
the
University
of
Central
Oklahoma.
M
They
currently
have
a
small
amount
of
space
that
they
leased
from
us
on
the
first
floor
of
the
Santa
Fe
parking
garage,
they
have
and
we
actually
have
some
vacant
tenant
space
at
the
SantaFe
garage
they
have
indicated.
They
would
like
to
take
all
of
our
remaining
tenant
space
space,
which
is
in
excess
of
15,000
square
feet,
and
really
use
that
space
to
grow
their
small
business
incubator
and
some
of
the
other
services
that
they
provide.
So
this
project
is
currently
in
design
phase.
M
We
expect
to
begin
work
on
it
in
the
coming
fiscal
year
and
the
slide
here
just
shows
some
renderings,
some
early
renderings,
of
what
the
architect
put
together
for
you,
CEO
in
terms
of
what
that
improved
tenant
space
might
look
like,
but
I
think
it's
a
great
project
for
activating
that
Santa
Fe
Plaza
and
really
given
a
purpose
for
some
people
to
visit
that
facility
on
our
next
slide.
Here
again
in
the
looking
at
community
expectations.
M
One
of
the
basic
community
expectations
for
public
transit,
of
course,
is
comfortable
bus
stops
with
lots
of
information
about
how
to
use
the
system
right.
So
we
continue
to
increase
the
amount
of
information
that
we
have
at
our
bus
stops
as
you'll
recall
the
signs
that
we
now
have
include
route
information
signs
that
indicate
which
routes
serve
that
stop.
M
We
also
have
unique
stop
IDs,
so
the
customers
can
use
their
their
mobile
phone
to
receive
text
alerts
of
when
the
next
bus
will
arrive,
and
so
our
next
phase
of
adding
information
to
that
signage
suite
is
installing
these
customer
information
panels.
So
what
are
the
customer
information
panels
bring
to
the
to
the
transit?
Stops
first
of
all,
just
kind
of
looking
at
the
sign
here,
starting
at
the
top,
you
can
see
the
unique
stop
ID
moving
down
towards
the
middle
of
the
sign.
M
M
One
beam
be
sure
to
have
your
fare
ready,
which
can
significantly
impact
the
on-time
performance
of
buses
if
the
fare
is
not
ready
and
then
also
to
make
sure
you
signal
the
driver,
if
you're
wanting
to
board
the
bus,
so
we're
looking
forward
to
getting
those
signs
out
on
each
one
of
our
bus
stops,
whether
it's
a
shelter,
a
bench
or
simply
a
sign,
and
then
community
engagement
wrapping
up
our
community
relations
discussion.
We
always
try
to
take
advantage
of
different
public
outreach
opportunities
and
here's
some
images
of
three
recent
outreach
activities
in
the
top-left.
M
This
is
a
listening
session.
We
held
at
the
cotter
tower
for
transit
users
and
downtown
Parkers,
and
this
study
was
led
by
our
staff
and
our
fair
study
consultant
and
again,
we
wanted
to
hear
from
the
public
on
what
they
would
like
to
see
in
terms
of
a
fare
system
for
embark,
so
specifically
a
fare
that
would
work
between
multiple
modes
and
then
also
have
some
discussions
on
whether
we
can
design
a
fare
that
would
work
between
transit
and
parking
in
the
top
right
of
the
screen.
M
You
see
our
participation
at
one
of
the
Geo
bond
community
workshops
and
then
the
photo
at
the
bottom
of
the
screen
is
a
focus
group
we
held
actually
just
last
week,
where
we
brought
in
non
writers
to
learn
more
about
why
they
don't
use
transit
or
what
are
some
things
we
could
do.
That
would,
you
know
basically
make
them
more
comfortable
using
transit.
So
the
survey
information
is
very
helpful
and
giving
us
the
raw
numbers.
The
focus
groups
really
help
us
understand
our
community
and
what
we
can
do
to
improve
transit
and
get
more
riders.
M
M
We'll
begin
by
taking
a
look
at
the
FY
18
budget,
one
more
slide
there
you
go
so
one
thing
I
want
to
mention
is:
if
you're,
following
along
in
the
city
budget
book
you're,
going
to
see
the
city
budget
of
about
nineteen
point,
six
million
dollars
and
about
thirty
two
positions.
So
what
I
have
on
the
slide,
however,
is
the
entire
budget
for
the
Central
Oklahoma
transportation
and
parking
Authority,
which,
as
you
know,
receives
a
considerable
amount?
M
Actually
about
57
percent
of
the
funding
for
bus
operations
from
the
city's
general
fund,
so
I
just
wanted
to
point
that
out
and
make
sure
you're
aware
the
budget
that
you
have
before
you
is
actually
the
entire
budget,
that's
required
to
provide
the
transit
and
parking
services
that
I've
described
so
total
budget
is
about
thirty
six
point:
eight
million
dollars
you
can
see.
26.4
of
that
is
for
bus
service
or
about
seventy
two
percent
of
the
budget.
M
Eight
point
four
of
that
is
allocated
to
off
street
parking
or
about
twenty
three
percent
of
the
budget
900,000
for
ferry
service,
eight,
forty,
eight
hundred
forty
thousand
for
streetcar.
This
is
phase
one
of
the
streetcar
startup
and
then
about
200
for
bike
share.
Now,
as
we're
looking
at
the
parking
budget
piece
of
the
pie
there,
it's
important
to
note
that
our
parking
system
is
completely
self-sufficient,
so
the
operations,
the
debt
service,
the
capital
maintenance,
all
of
that
is
funded
by
fees
generated
from
those
that
use
the
system.
M
M
1.1
of
that
would
come
from
daily
transient
parking
five
point.
One
of
that
would
come
from
monthly
Parker's,
as
certainly
the
largest
share
of
our
revenue,
1.8
million
for
event
and
then
other
of
about
two
hundred
and
forty
four
thousand
and
then
looking
at
our
transit
funding
sources.
Again,
as
I
mentioned,
the
major
revenue
source
is
the
city
of
oklahoma
city's
general
fund
at
just
over
16
million
dollars.
Now
this
is
for
bus
service,
bike-share,
River
and
streetcar,
but
again
with
the
enhancements
that
we've
made
to
the
bus
system
over
the
last
few
years.
M
All
of
that
has
been
really
based
on
additional
general
fund
general
fund
support
provided
by
the
City
Council.
Our
federal
revenue
is
about
7
million
or
25%
of
our
budget.
Fares
are
at
about
3.3
or
12
percent
of
our
budgets.
Our
fare
box
recovery
is
estimated
to
be
about
12%
next
year,
state
just
under
a
million
and
then
other
revenue
sources
of
just
under
a
million
dollars.
M
As
far
as
major
budget
changes
go,
I
did
want
to
mention
that
the
public
transportation
and
parking
department,
like
other
city
departments,
were
required
to
make
a
4%
budget
cuts.
So
we
had
to
look
at
reducing
our
general
fund
subsidy
by
that
amount
and
I'm
pleased
to
report
that
we
were
able
to
make
our
budget
reduction
without
having
to
negatively
impact
any
services,
so
we're
not
eliminating
any
service
in
the
proposed
budget.
That's
before
you.
So
how
do
we
make
that
cut
without
eliminating
service?
Here's
a
few
of
the
major
changes.
M
First
of
all,
we're
able
to
reduce
our
budget
for
bus
parts
by
about
$125,000.
So
that's
another
advantage
of
having
newer
buses
and
buses
that
are
within
their
life
cycle.
We
also
consolidated
our
transit
planning
division,
eliminating
two
positions
for
a
savings
of
about
a
hundred
and
eighty
five
thousand
dollars.
Now.
With
that
in
mind,
we
reached
out
to
the
planning
department
and
although
we
reduced
to
positions
from
our
planning
staff,
we
are
partnering
with
the
planning
department
to
partially
fund
a
planner
in
planning.
We
do
a
lot
of
work
with
the
planning
department.
M
So,
in
addition
to
the
budget
reductions,
when
you
go
to
balance
the
budget,
obviously
it's
not
just
about
cutting
expenses.
We
also
try
to
look
for
ways
to
enhance
revenue
with
our
customer
base.
We
try
to
be
very,
very
sensitive
to
increase
revenues
because
that
usually
means
increased
fares.
We
do
have
two
revenue
enhancements
that
we
have
proposed.
One
is
implementing
a
fare
on
the
downtown
Discovery.
As
you
know,
the
downtown
Discovery
is
currently
free.
We
would
like
to
recommend-
or
we
are
recommending
implementing
a
50
cent
fare
for
downtown
discovery
service.
M
M
We
are
required
by
the
FTA
to
provide
paratransit
service
within
three-quarters
of
a
mile
of
a
fixed
route
bus
route
that
is
zone
1.
That
is
our
required
mandated
area.
We
have
to
do
that.
If
we're
going
to
provide
fixed
route
service
as
a
city,
we
have
chosen
to
actually
provide
that
paratransit
service
to
the
full
620
square
miles.
So
there's
lots
of
I
mean
there's
paratransit
service
provided
in
areas
where
there's
not
a
bus
route
near
the
location.
So
obviously
that
is
again
some
of
our
most
expensive
trips.
M
As
far
as
program
increases
go,
the
budget
was
increased
by
eight
hundred
and
forty
thousand
dollars
for
the
Oklahoma
City
streetcar
startup.
Again,
that
is
phase
one,
that's
the
first,
that
is,
for
the
first
12
months,
carbon,
sorry,
that
is
for
the
next
twelve
months
and
eight
hundred
and
forty
thousand
is
for
the
entire
FY
eighteen
fiscal
year
and
then
the
last
program
increase
is
a
hundred
and
sixty
thousand
dollar
addition
to
really
continue
to
modernize
our
on
street
parking
system
and
we're
converting
or
recommending
converting
to
a
pay
by
plate
system.
M
So
what
does
that
mean
again?
This
is
in
the
interest
really
of
just
keeping
up
with
some
of
the
technology
that
is
out
there.
So
there's
really
two
benefits.
We
see
to
this
pay
by
plate
technology.
One
is
that
it's
more
convenient
for
parking
customers.
So,
as
the
system
works
now
with
the
electronic
meters,
you
park
your
car,
you
get
out,
you
find
a
meter,
you
pay,
you
wait
for
the
sticker
to
print.
M
You
go
back
to
your
car,
put
it
on
the
windshield,
lock
your
car
up
and
then
go
on
about
your
business
with
the
pay
by
plate
technology.
Basically,
a
customer
can
park
anywhere
that
there's
designated
on
street
parking
find
any
meter.
Perhaps
you
know
walking
on
the
way
to
their
appointment,
pay
using
their
license
plate
information
and
continue
on.
So
it
really
takes
that
whole
process
of
paying
coming
back
and
then
going
to
your
appointment
out
of
the
equation.
So
we
think
it's
a
big
convenience
factor.
M
The
other
thing
we
think
the
pay
by
plate
technology
is
going
to
do
for
us.
Is
it's
going
to
really
allow
us
to
modernize
our
existing
coin-operated
meters?
And
so
how
do
we
do
that?
Well,
because
the
pay
by
plate
allows
people
basically
to
pay
from
any
meter
and
they
don't
have
to
find
one
close
to
them
and
go
back.
We
can
take
our
existing
inventory
of
on
street
parking
meters
and
more
evenly
distribute
them
throughout
the
downtown
area.
M
So,
whereas
we
have
multiple
electronic
meters
now
per
block
face,
we
may
have
one
per
block
face
or
two
in
the
instance
of
a
super
block
that
will
basically
be
able
to
spread
those
out
and
replace
most.
In
fact,
if
not
all
of
the
meet
the
coin-operated
meters
are
in
the
downtown
area.
So
as
we
implement,
this
program
will
be
seeing
the
electronic
meters
in
Bricktown
in
other
areas.
M
C
M
On
the
parking
meter
replacement,
we
are
targeting
the
first
quarter
of
the
next
fiscal
year.
Now
we
don't
know
exactly
how
long
it
will
take
us
to
reposition
all
the
meters,
but
in
terms
of
influence
you
know,
equipping
our
existing
electronic
meters
with
the
new
hardware
and
getting
the
software
updated.
All
of
that
we
hope
to
accomplish
within
the
first
quarter
of
the
coming
fiscal
year,
I'd.
M
M
You
know
it,
it
really
depends
on
what
type
of
Sunday
service
you
want.
I
mean
we've.
You
know,
we've
we've
looked
at
some
very
limited,
Sunday
service
been
at
least
a
year
since
we
took
a
look
at
it,
but
you
know
again
you're
looking
at
about
a
million
two
million
one,
but
again
that's
a
very
limited
servant,
service,
even
less
service
and
what
we
have
on
a
Saturday
now,
but
the
service
that
we
believe
you
know
could
be
a
viable
start.
Just
like
we
did
with
the
night
service,
starting
just
with
two
routes,
is.
D
M
D
This
is
in
a
city
where
23%,
as
of
2015
in
the
greater
metropolitan
area,
are
living
at
the
poverty
level
or
below
23%.
So,
basically,
one
out
of
four
Oklahoma
City
owns
the
average
cost
to
own
maintain
and
operate.
An
automobile
is
ten
thousand
dollars
a
year.
The
poverty
levels
$12,000
a
year
$16,000
a
year
for
a
couple.
D
Twenty
thousand
dollars
a
year
for
a
couple
and
a
child
just
doesn't
seem
like
those
one
out
of
four
people
living
at
the
poverty
level
or
below
could
afford
to
operate
a
vehicle,
and
so
when
you're,
the
largest
city
in
America,
without
public
bus
service
on
Sundays
and
almost
not
in
the
evenings,
you're
cutting
your
budget
by
six
hundred
thousand
dollars
and
we're
considering
a
sales
tax
initiative.
I
think
I'm,
just
I'm
just
asking
for
consideration
to
be
given.
D
Instead
of
spending
all
three
quarters
of
a
penny
on
streets
which
we
may
or
may
not
be
able
to
actually
do
that
with
some
consideration
be
given
to
other
departments
like
transit,
like
parks
who
are
obviously
running
below
the
national
standard.
If
you
will
and
I
understand
we're,
we
have
an
anemic
state
budget.
What's
what's
given
to
us
by
the
state.
Legislature
is
ridiculous,
but
I
would
hope
that
some
consideration
by
this
body
would
be
given
to
that.
I
would
like
to
work
with
you
over
the
next
couple
of
years
on
electric
vehicles.
D
Electric
vehicles
are
being
used
throughout
Europe.
If
European
cities
can
do
it,
we
can
do
it.
I
appreciate
this
investment
in
CNG
I
do
think
clean
natural
gas
is
still
a
bit
of
an
oxymoron
I
think
that
it's
not
a
long
term
solution.
It's
a
it's.
A
placeholder
is
a
transition
step
to
make
large-scale
investments
in
CNG.
It's
just
not
energy
efficient
with
the
amount
of
energy
it
takes
to
pressurize
the
natural
gas
to
keep
it
in
that
liquid
state.
D
M
We
would
certainly
look
forward
to
that
and
is
you
might
recall,
the
last
low
or
no
emission
grant
that
the
FTA
announced
we
did
actually
put
in
application
for
a
couple
of
electric
buses.
So
it
is
something
that
we're
interested
in
pursuing
and
would
look
forward
to
working
with
you
on
that.
Thank
you.
M
Well,
you
know
right
now
we're
still
working
within
the
rules
of
the
fast
act,
legislation
which
was
signed
into
law,
blooms,
December
of
2015,
and
so
that
was
a
big
win
for
transit,
in
that
it
was
a
five-year,
long
term
solution
which
we
hadn't
had
for
quite
a
while
for
us
locally.
We
didn't
see
a
lot
of
benefit
in
that
shouldn't
say
well,
our
formula
amounts
did
not
change
drastically,
so
our
typical
you
know
allocations
they
pretty
much
consistent.
What
the
program
really
did
do
for
bus
and
bus
facilities.
M
Is
it
added
about
two
hundred
and
sixty
eight
million
dollars
annually
in
a
competitive
grant
program,
so
the
FTA
the
legislation
late
legislators,
they
recognized
that
need
for
bus
and
bus
replacement,
and
rather
than
allocating
it
out
and
formula
based
funding.
It
was
more
of
a
competitive
program.
Now,
with
that
said,
we
were
successful
in
the
first
round
of
those
competitive
grant
programs
we
were
successful,
it
was
a.
M
It
was
a
highly
competitive
if
not
one
of
the
most
competitive
grant
programs
the
FTA
has
administered,
and
that's
one
of
the
reasons
why
we're
able
to
order
11
new
buses.
So
we've
benefited
from
that
competitive
nature
of
the
funding,
but
we're
not
going
to
see
anything
really
moving
ahead,
that's
going
to
affect
our
just
our
normal
formula
amount.
A
Just
a
couple
more
questions,
the
you
know
as
we
as
you
discussed
all
you
know,
changing
the
way
we
pay
for
on
street
parking
any
thoughts
as
to
alternative
ways
to
pay
for
fares
on
bus
other
than
you
know,
having
a
pass
or
using
cash,
especially
in
light
of
trying
to
attract
riders,
who
don't
necessarily
have
to
use
public
transportation,
which
would
include
either
credit
cards
or
smartphones.
Things
like
that.
Yes,.
M
Absolutely
in
fact,
the
listening
session
that
I
mentioned,
where
our
fair
study
consultants
were
in
town,
our
consultant
for
nine
technologies.
They
are
helping
us
with
that.
We
want
to
adapt
our
fare
collection
methods.
We
want
to
make
them
more
modern,
so
whether
it
be
being
able
to
pay
from
a
mobile
device
or
a
reloadable
card.
We're
really
in
the
process
of
kind
of
evaluating
all
of
those
options.
A
M
A
You
know
the
focus
right
now
is
on
streetcars,
but
you're
still
looking
at
bus,
rapid
transit-
and
you
know
some
of
the
studies
we've
we
brought
to
the
city
indicate
that
that's
a
great
vehicle
not
on
the
same
scale
as
a
streetcar,
but
we
still
see
signs
of
commercial
development.
Following
that
bus,
rapid
transit
route
and
and
I
think
the
class
into
Northwest
highways
is
probably
the
first
one
we'll
we'll
look
at
and
and
that's
something
I
think
we
should
all
be.
You
know
excited
about
at
one
point.
M
And
that
that
corridor,
that
you
mentioned
the
class
in
the
northwest
expressway
that
was
recommended
as
a
BRT
route
in
the
2005
fixed
guideway
study,
which
is
also
the
study
we're
using
as
a
recommendation
for
the
streetcar
downtown
circulator.
So
it's
just
kind
of
consistently,
even
though
that
plans
a
little
dated
we're
consistently
working
that
plan
and
so
as
a
quick
update.
We
we
are
actually
in
the
process
of
conducting
a
benefits,
cost
analysis
for
that
BRT
route.
So
still
evaluating
and.
A
I
M
Have
not
took
that
off
the
table
in
fact
and
where
we
have
asked
our
consultants
to
make
a
recommendation
on
simply
eight
a
transit
pass
that
works
on
all
modes.
Maybe
maybe
even
bike
share,
but
it's
just
trying
to
get
all
those
different
systems
to
communicate
with
each
other,
but
yeah.
Certainly
we're
trying
to
do
that.
I
mean.
I
We're
kind
of
in
it
we're
an
outlier
on
bus
service,
but
we're
probably
one
of
the
only
cities
that
also
has
boats
available
for
public
transit.
You
know
we
ought
to
be
talking
about
that
so
and
encouraging
people
to
really
use
it
more
than
they
do
so.
Maybe
that's
an
idea,
and
the
second
thing
is:
could
you
talk
a
little
bit
about
the
outreach
you're
doing
with
communication
in
the
Hispanic
community?
Oh
sure,.
M
We
are
in
the
process
of
conducting
a
survey
and
some
pho,
because
groups
again
specifically
for
the
Hispanic
community.
We
know
from
some
of
our
own
standard
customer
surveys.
That's
that
that's
a
market
that
is
really
underserved.
We
underserve
that
population
with
our
bus
service
and
there's
really
no
reason
we
shouldn't.
K
Good
morning,
I'd
like
I'm,
going
to
walk
you
through
the
development
services
departments.
Budget
I'd
like
to
introduce
a
couple
of
people.
First
Rick
Rick,
Rick
wicking
camp
was,
is
the
assistant
director.
He
was
responsible
for
most
of
his
presentation.
Carol
Reed
is
the
management
specialist
she
put.
The
budget
together.
Cindy
Lake
in
here
is
going
to
help
me
through
the
presentation.
Hope
I
don't
mess
it
up.
Your
budget
starts
on
page
C,
33.
K
K
Our
major
budget
changes,
we
primarily
met
our
reduction
through
the
elimination
of
nine
positions.
We
had
five
in
code
enforcement.
Three
of
those
are
code
inspector
ones,
a
to
an
animal
welfare
one
and
subdivision
zoning,
and
one
and
Development
Center
with
the
development
center
I
need
to
mention
that
we've
been
in
discussions
with
the
development
community,
about
implementing
a
insulation,
inspection
on
residential
homes
and
we're
proposing
to
add
two
building
inspector
ones
and
a
fund,
a
system,
animal
analyst
to
and
ite,
and
we're
going
to
implement
insulation
inspections.
K
K
They
complete
over
a
hundred
thousand
inspections
a
year,
primarily
they
do
dilapidated,
unsecured
properties,
junk
and
debris,
high
grass
and
weeds
illegal
signs.
Property
maintenance
is
another
another
big
part
of
this,
and
what
this
spring
would
have
a
lot
of
rain.
So
we're
we're
anticipating
that
grass
and
weed
complaints
will
really
go
up
and
they're
primarily,
are
our
number
one
reactive
complaint.
K
This
shows
NJ
in
July
of
2014.
We
started
counting
our
proactive
inspections
versus
our
reactive
inspections,
reactive
inspection
or
ones
that
are
complaints
that
we
received
through
the
Action
Center
or
the
manager's
office,
and,
right
now,
we're
averaging
over
50%
of
our
inspections
are
proactive
and
proactive
means.
We
have
inspectors
in
the
neighborhoods
talking
to
property
owners
of
it
when
we've
identified
problems,
and
this
this
graph
reflects
the
high
grass
and
weed
complaints
in
the
spring
summer
and
early
fall.
K
We
have
to
respond
to
those
high
grass
and
weeds
complaints,
so
our
proactive
did
so
we
do
that.
One
thing
I'll
add
here
is
that
we
are
currently
negotiating
with
another
contractor
to
add
a
contractor
to
bate.
We
can
grass,
we
currently
have
two
we're
going
to
add
a
third,
hopefully
that'll,
make
us
more,
are
more
responsive
and
get
get
those
weeds
cut,
timely
er,
so
it's
the
first
time
we've
really
had
been
able
to
do
three
contractors.
K
This
is
the
graph
that
shows
our
current
code
violations
resolved
voluntarily
right
now,
it's
at
54%
the
more
complaints
that
we
can
get
a
property
owner
to
resolve,
cuts
down
on
the
paperwork
for
the
inspector
and
eliminates,
and
you
need
four
citations.
So
this
this
numbers
continue
to
go
up
and
our
inspectors
always
any
time.
We
find
a
violation.
You
get
30
days
to
comply
and
our
inspectors
will
work
with
you
if
you
know
you're
showing
progress
so
we're.
K
Hopefully,
this
trend
will
continue,
I'm
going
to
walk
you
through
just
a
couple
of
pictures
of
some
of
the
things
that
our
inspectors
see
in
the
field.
This
one
is
one
that
had
some
siding
issues.
We
gave
them
notice
and
they've
completely
recited
the
building
and
worked
on
the
eaves
and
painted
this
next
one.
K
K
System
I'm
going
to
talk
about
Development
Center.
This
is
our
largest
division.
They
do
over
one
hundred
twenty
two
thousand
inspections
a
year,
they're
primarily
responsible
for
construction
inspections
permitting
and
plan
review.
They
do
53,000
permits
a
year,
which
average
is
about
200
permits
a
little
over
200
permits
a
day
they
in
this
last
last
blow
up
there.
That's
the
insulation
inspections.
I
talked
about
earlier
we're
going
to
add
3600
new
inspections
to
this
group.
K
K
This
is
our
percent
of
construction
related
inspections
completed
within
today.
Staff
are
our
field
guys,
and
our
managers
have
worked
really
hard
on
this.
It
wasn't
too
long
ago
that
we
were
out
five
six
days
before
you
get
an
inspection.
Last
year
we
peaked
at
97%,
which
is
almost
same
day,
inspection
for
your.
If
you're
a
contractor,
we're
right
at
91%
projecting
91
percent,
which
is
still
1%
over
what
we
targeted
I
will
add
here
that
over
the
last
year,
our
construction
inspection
superintendent,
our
chief
mechanical
and
our
chief
building
inspectors,
all
retired.
K
So
we
had
to
bring
staff
in
and
make
some
changes
to
cover
the
work.
So
I
anticipate
those
positions
are
all
filled
now
and
I
anticipate
we'll
get
back
in
the
mid-90s
and
next
time
you
see
this
report.
But
this
is
a
report
that
I
send
to
the
manager's
office
every
week
and
it's
been,
it's
been
pretty
strong,
really.
K
K
Really
this
is,
it
goes
out
in
June
saw
repairing
to
do
next
year's
next
month,
but
last
year
we
were
at
74%
our
targets,
seventy-five
percent
and,
as
you
saw
in
that
earlier
graphic,
there's
a
lot
of
people
coming
and
going
a
lot
of
moving
parts,
and
so
we're
pretty
happy
with
that.
74%,
hopefully,
will
continue
to
increase
now
I'm
going
to
talk
about
animal
welfare.
They
have
over
seventy
five
hundred
visitors
a
day,
they're
open
7
days
a
week
we
complete
over
20,000
customer
service
calls
we
do.
K
K
4,000
of
those
are
part
of
our
community
spade
and
neuter
program
which
any
citizen
in
Oklahoma
City
can
get
it
their
pet,
spayed
or
neutered
free.
They
just
have
to
call
and
make
an
appointment,
and
you
know
that's
one
of
the
things
that
we
feel
like
it's
going
to
help.
Our
lot
continue
to
help
our
live
release
rate
and
also
reduce
the
number
of
animals
in
the
community.
But
we
have
a
lot.
We
can't
do
this
alone.
We
have
a
lot
of
active
partners,
the
ASPCA,
the
central,
ok,
Humane
Society,
the
Bella
Foundation
wild
care.
K
Those
are
all
important
groups
that
we
work
with
and
we
also
we
have
over
a
hundred
foster
parents
that
take
animals
by
you
know
that
maybe
aren't
quite
ready
to
be
adopted,
and
we
also
have
over
300
volunteers
a
year
that
come
out
at
bottom
picture.
That's
an
army
reserve
unit
that
came
out
and
spent
a
day
there,
and
we
can
always
find
something
for
them
to
do.
K
K
It
helps
that
it
helps
their
health
and
so
we're
really
we're
really
lucky
to
get
that
opportunity
to
feed
them
that
that
same
type
of
food.
We
also
have
the
patrons
of
the
shelter
there,
they're
nonprofit
group
that
raise
money
for
us,
so
we
can
buy.
We
bought
some
I
think
we
bought
a
microscope
for
the
lab
and
we
buy
different
things
for
money
that
they
generate.
So
you
know,
and
plus
the
council
support
the
manager's
office
support
yeah.
That's
the
only
way
we
can
really
be
efficient
out
at
the
shelter.
K
This
is
our
wagon
wagon
kristy
yager
named
that
for
us,
so
I'm
not
sure
what
I
would
have
called
it.
But
basically
this
is
a
mobile
adoption
unit.
The
council
approved
a
grant
a
couple
years
ago
from
the
Stanton
foundation
for
$150,000
and
we
were
able
to
design
it.
It
holds
up
to
28
animals
and
we
can
take
it
on
the
road.
We
can
basically
take
our
show
on
the
road
to
people
and
go
to
schools
events
and
if
you
haven't
seen
it,
you
can
walk
through
and
see
the
view
the
animals
it's
air-conditioned.
K
Then
I
want
to
show
the
live,
release
rate
right
now,
we're
sitting
or
projecting
at
71%
our
target
right
now,
70%,
ultimately,
we'd
like
to
get
75,
but
staff
tells
me
that
they'll
probably
make
73
percent
before
the
end
of
the
year,
but
right
now
we're
looking
at
71
percent,
but
that's
really
a
good
number.
You
know
when
I
think
it
was
2009.
We
were
at
25%,
so
this
next
slide.
This
is
a
number
of
animal
live
animals.
Sheltered.
K
This
next
slide
shows
some
of
those
programs
that
we've
committed
to
that
will
help
help.
Somebody
understand
how
important
it
is
to
take
care
of
their
animals.
We've
got
a
pet
food
bank
that
one
slide
on
the
top
looks
like
an
elementary
group
and
then
another
guy,
that's
actually
eNOS
Kantor.
He
came
out
and
volunteered
at
the
shelter
for
daddy
and
he's
a
little
taller
than
those
guys,
and
this
one
I
want
to
point
out
in
on
April
30th,
the
Oklahoman
carried
a
article
about
one
of
our
employees,
Dell
Lightner.
K
She
she
goes
to
the
shelter
twice
a
week
for
the
last
has
been
going
for
the
last
19
years
and
she
walks
dogs
and
one
thing
that
you
might
notice.
She
takes
the
pictures
that
go
out
on
the
on
the
our
website,
so
I
mean
they're,
professional-looking
pictures,
but
the
put
the
animals
in
their
best
light,
and
we
get
a
lot
of
adoptions
people
just
looking
through
our
website.
Then,
if
you're
missing
a
dog
you,
you
know,
you
can
go
there
and
find
it,
but
I
mean
she's.
I
Before
we
get
off
animal
welfare,
I
just
want
to
say
you
know
you
referenced
in
2009,
we
were
only
at
25%
live
release
and
you
know
I've
been
on
the
council,
since
Oh
8,
late,
Oh,
8
and
the
improvement
that's
been
made
in
animal
welfare
is
so
heartwarming
to
see
I.
Just
it's
we've
come
so
so
far
and
your
leadership
has
been
fabulous.
Your
teams
can
be
seen
great.
The
community
volunteers
have
all
been
good,
but
it's
just
been
a
really
great,
steady
progression
in
positive
results.
So
thank
you
so
much
for
your.
K
I
appreciate
that
the
staff
out
there,
like
I,
said
really
they
really
work
hard
at
that
and
they're.
They
take
a
lot
of
pride
in
that
number,
going
up
we're
going
to
help
them
as
much
as
we
can.
This
is
the
Sun
vision
is
owning.
This
is
our
smallest
division.
They
process
over
500
applications
a
year.
K
K
What
we've
decided
is,
if
we
can,
when
an
application
is
submitted,
if
we
can
work
with
a
developer
or
applicant
up
front
and
get
all
the
information
that's
needed
for
the
Planning
Commission
or
the
council
to
make
a
good
decision
that
helps
them
get
their
applications
through
faster.
So
this
is
the
rezoning
applications
within
120
days,
the
other
ones,
preliminary
plats.
K
You
know
the
hundred
percents,
probably
too
much,
because
there
are
some
things
that
we
can't
control,
but
you
know
there's
no
reason
that
we
can't
keep
those
numbers
in
the
90
percent
and
you
know
the
better,
an
application,
the
better
shape
an
application
is
when
it
comes
to
you
guys
quicker.
It
is
for
you
guys
to
make
appropriate
decision.
My
last
slide,
I
just
want
to
talk
briefly
about
some
things
that
we
want
to
talk.
We
want
to
do
currently
in
the
Development
Center.
K
If
you
want
to
purchase
a
building
permit,
you
have
two
options
or
really
three
but
I:
don't
want
to
the
other
ones,
a
fax
machine,
but
that
would
really
encounter
either
have
to
come
in
or
you
have
to
call,
and
so
our
cell,
a
building
permit
process,
has
the
ability
to
do
online
permitting
and
so
with
a
support
from
IT
we're
going
to
try
to
implement
as
many
permits
be
purchased
online
and
every
for
every
every
online
permit.
That's
purchased
that
takes
away
a
walk-in
or
a
phone
call,
and
so
it
should
just
help
us.
K
You
know
whatever
you
all
asked
all
facets
of
that
that
application
process,
like
I,
said
we
do
205
permits
or
over
two
hundred
a
day,
so
any
help
we
can
get
taking
the
stress
off
the
custom.
You
know
the
staff,
that's
there,
the
better.
Their
response
would
be
the
second
one.
We
want
to
automate
code
enforcement
services.
K
Currently
code
enforcement
is
pretty
much
all
done
on
paper.
You
know
that
notice
on
each
property.
It
comes
back
to
the
office
and
the
office
staff
shuffles
it
around,
and
then
we
take
pictures
and
we
print
them-
we're
looking
to
put
computers
in
the
cars
and
allow
the
inspectors
to
do
it.
Paperless
you'll
be
able
to
enter
also
be
able
to
receive
their
inspections
each
day
should
improve
efficiency,
livability
and
so
we're
looking
at
trying
to
make
it
the
whole
process.
J
K
Efficient
so
I
t's
working
with
that
working
with
us
on
that
process,
we're
just
kinda
in
the
early
stages
of
doing
that,
and
then
the
last
one
improve
our
ability
to
manage
animal
control
responses.
We
have
a
system
out
there
that
allows
us
to
tractor
track
our
calls
and
keep
track
of
our
animals
we're
working
with
IP
to
try
to
improve
that
process.
K
G
One
comment
from
contractors:
developers,
builders,
I'm
hearing
a
lot
of
good
things
about
respond,
time
and
inspector
response
time
and
I
want
to
thank
you
for
implementing
those
procedures
that,
more
importantly,
I,
want
to
thank
the
inspectors
for
their
hard
work
and
tell
them.
We
are
very
appreciative
and
we
support
their
hard
work.
I'll.
A
N
N
Can
anybody
find
just
briefly
what
that
means
public
works,
that
is
that
like
cleaning
up
streets
and
then
potholes
and
stuff
like
that,
okay?
Well,
we
need
a
lot
of
work
done
on
a
northeast
side,
Oklahoma,
City,
I'm,
sure
now,
city
counselor
knows
about
this,
but
I'm
trying
to
stick
well.
Let
me
take
that
back
here.
It's
kind
of
half
we're
doing
something
on
36th
Street,
this
recent
catastrophe
that
we
had
on
36
and
Kelly,
it's
a
deep
storm,
so
he
did
do
some
on
them
down
public
transportation.
N
I
do
not
agree
a
whole
lot
with
what
the
gentleman
spoke
about
earlier,
because
this
streetcar
I
believe
it's
useless
waste
of
taxpayers
dollars
and
designed
to
keep
the
money
in
the
wealthy
people
downtown
Oklahoma
City.
Every
time
you
turn
around,
there's
always
some
wealthy
developer.
Who
wants
to
have
his
foot
into
the
stronghold
of
what
Oklahoma
City
downtown
urban
development
is
all
about
that
money
could
be
reach
Allen
redirected
toward
a
more
lenient,
more
categorized
involvement
with
community
development
programs.
N
Let's
take,
for
example,
education,
not
necessarily
funding
education,
but
if
we
had
that
money
geared
toward
bringing
in
educating
students
from
these
classrooms
and
letting
them
see
what
this
government
is
all
about
and
put
it
into
other
social
programs
to
keep
them
all
good
in
of
gangs
out
of
violence,
truancy,
impoverished
communities
that
kind
of
money,
if
we
had
more
of
a
collective
effort,
would
be
more
great
for
everybody,
but
every
time
you
spend
a
streetcar
now.
What
is
that
going
to
do?
N
I
mean,
as
the
gentleman
said
on
Sunday
he's
going
to
have
it
running
for
special
occasions
for
events
like
the
Thunder
games,
or
maybe
the
Dodgers
games
or
whatever
the
case
may
be,
I
mean
come
on
now
come
on
I'll
be
seriously
interest.
We
really
believe
in
that
I
mean
not
saying
he's
not
now
I'm,
not
questioning
its
judgment,
but
I'm
saying
it's
unnecessary.
N
Okay,
then
we
talked
about
this.
The
normal
three
cars
excuse
me
is
public
transportation
that
has
not
even
run
for
people
who
don't
have
funds
who
are
indigent
and
who
can't
get
the
translation
they
need
like
on
Sunday.
Somebody
may
need
to
go
to
church.
We
don't
have
running.
Why
will
we
have
something
running
for
this?
That
he's
talking
about
the
streetcar?
Why?
Because
it
develops
money,
but
those
people
coming
downtown
mostly,
but
you
know
for
folks,
don't
come
down.
I
was
in
the
fact
that
those
already
fall
on
the
street
homeless.
N
They
live
down
there.
Okay,
but
somehow,
like
myself,
man
I
have
a
car,
and
this
may
not
matter
of
fact.
Is
it
gonna
cost
to
ride
the
trolley
down
the
street?
Anybody
mention
it
they're
gonna
cost
to
ride
the
streetcar.
You
see
them
getting
it.
That's
what
I'm
trying
to
figure
out.
Nothing
was
mentioned,
then,
unless
I
walked
in
later
so
I
asked
a
question
now
this
gentleman
spoke
about
development
service
department
running
here
briefly,
I
am
very
interested
in
this
dog
program
that
you
talked
about.
N
It
is
very
important,
like
I,
said
dogs,
and
you
know
if
dogs
had
the
kind
of
shelter
and
loving
tender
and
care
and
adoption
that
I
see
a
lot
of
stuff
going
on
here.
It
would
make
the
community
much
more
better
and
more
sound,
because
dogs
for
the
most
part
can
be
actually
means
friend,
okay,
and
if
we
realize
that
fact,
like
I,
said
what
this
gentleman
don't
I
support
that
great
little
now.
I
do
have
a
question,
though,
about
the
houses
and
saying
that
you
straightened
up
now.
N
What
about
the
areas
of
the
houses
that
have
not
been?
You
shows
two
slides
or
two
houses
that
were
corrected
based
upon
a
law
and
code
enforcement,
that's
great,
but
now
what
about
the
ones
on
the
northeast
side,
which
need
to
be
redeveloped
and
is
most
for
the
most
part?
Mr.
councilman,
it's
a
good
thing,
ready,
close
gentleman.
Thank
you
and,
ladies
thank
you
for
your
indulgence.
One
thing:
mr.
N
N
Now
that
brings
down
the
northeast
side
will
consider
special
Monument
a
historical
land
development
as
it
is,
it
seems
like
to
me.
There
should
be
some
of
these
monies
this.
We
can
do
something
with
to
bring
this
up
to
Paul
a
Youth
Center,
as
we
talked
about
here
on
the
Main
Street
of
Northeast,
and
an
N
double
ACP
facility
I
mean
especially
you're
almost
walk
by
and
board
with
your
breath,
not
seeing
you
but
I
mean
anybody
I'm.
N
Just
metaphorically
speaking,
if
you
tell
me
that
we
don't
need
some
of
these
building
straight
up
on
the
northeast
side,
then
I
tell
you,
ladies
and
gentlemen.
Something's
wrong
surgery
today
and
I
will
be
bringing
this
this
committee
or
this
council
a
possible
resolution
which
I
know
you
have
authority
to
take
and
make
based
upon
historical
perspectives
like
we
do.
Every
other
thing
in
Northeast
downtown,
make
historical
reservations
and
whatever
and
I
will
be
bringing
to
my
city
councilman's.
Thank
you
all
very
much
for
indulging
me
and
hopefully
you
have
most
wonderful
pleasant,
concurrence
database.
A
G
Just
after
listing
this
today
just
reminds
me
to
keep
emphasizing
for
our
citizens
to
please:
please
buy
local,
local
political,
vendors
and
local
retailers
and
then
the
other
thing
that
I
found
of
interesting,
the
Oklahoma
City
in
the
news
Oklahoma
sees
the
number
one
most
dramatic
city
in
the
nation.
You
see
that
thank.
B
They
are
actually
working
on
the
complex,
and
so
it
seems
like
all
of
the
many
steps
that
we've
taken
to
get
there
has
is
going
in
the
right
direction.
So
I'm
optimistic
that
all
the
demolition
and
everything
that
we
that
we've
done
a
couple
years
ago
well
it'll
have
a
good
result.
So
I
just
wanted
to
look
for
that.
Thank.