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From YouTube: The Oklahoma City City Council on Tuesday, May 29th, 2018, meeting as the Finance Committee.
Description
The Oklahoma City City Council on Tuesday, May 29, 2018, meeting as the Finance Committee to work on the 2018-2019 budget. Presentations include:
2:31 - Utilities
27:10 - Parks and Recreation
1:02:06 - Airport
B
Our
Heavenly
Father,
we
thank
you
for
this
day
and
the
many
blessings
you've
given
us.
We
pray
that
you
will
provide
us
with
wisdom
and
understanding
and
compassion
as
we
go
about
this
morning's
Finance
Committee.
Looking
at
the
upcoming
budget,
please
give
us
insight
from
your
perspective
and
help
us
make
the
right
decision.
We
ask
these
things
in
your
son's
name,
I
mean.
A
Thank
you,
gentlemen.
Well
I
call
this
meeting
of
the
City
Council
to
order,
and
there
are
nothing
there's
nothing
today
under
item
3,
the
office
of
the
mayor,
so
I
will
now
recess
this
council
meeting
and
convene.
Is
the
Finance
Committee,
a
group
of
people
who
happens
to
have
the
same
membership
with
the
City
Council,
and
we
have
two
items:
a
and
B
under
this
I
this
item
today
under
our
committee
agenda
and
I'll
turn
it
over
to
the
city
manager
to
lead
us
as
we
continue
to
discuss
the
proposed
fiscal
year,
2018
2019
budgets.
A
C
You
this
is
our
third
of
our
finance
committee
meetings
to
go
over
the
budget
we've
had.
This
will
be
finalized
our
10
budget,
our
10
departmental
budget
presentations.
This
morning.
It's
anticipated
that
we'll
have
the
budget
on
for
next
week
for
adoption.
We
have
three
departments
presented
this
morning:
utilities
parks
and
airports
and
will
start
this
morning
with
Chris
browning,
with
utilities.
D
To
align
with
city
council
priorities,
utilities
apartment
develop
core
business
initiatives.
We
are
committed
to
providing
quality
customer
service
and
meeting
expectations
for
effective
service
delivery.
We
are
responsible
for
providing
a
safe
work
environment
for
employees
and
the
public
securing
and
properly
managing
long
term.
Regional
water
supply
is
a
high
priority.
D
The
Aqua
no
seat
funding
sources
this
year
are
expected
to
be
approximately
six
hundred
and
twenty-one
million
dollars.
Three
hundred
and
twenty-one
million
for
water
wastewater
and
solid
waste
service
charges,
debt
construction
funds,
247
million
withdrawals
from
cash
reserves,
38
million
other
sources,
development
system,
development
charges,
interest
in
service
fees,
about
15
million.
D
This
year's
fund
uses
a
capital
program
will
be
about
three
hundred
and
eighty-four
million
City
utility
operations,
100
million
service
contracts,
50
million
we're
quit
17
million
with
the
water
or
excuse
me.
The
wastewater
operations
contract
o
seats,
33
million
with
fleet
maintenance,
waste
management,
contract
and
landfill
disposal
fees.
Our
debt
service
is
projected
to
be
49
million
dollars.
D
Trust
operations,
32
million,
where
aqua
is
27
million
for
fee
in
lieu
of
franchise
and
lease
payments,
billing
administrative
fees,
pavement
maintenance
for
utility
cuts
line,
maintenance,
supplemental
repair
parks,
mowing
services,
natural
gas
and
and
liquid
fuels,
and
the
Hefner
water
treatment
plant
residuals
disposal.
Oh
seat
is
five
million
for
professional
services
contracts
and
fee
in
lieu
of
franchise,
and
then
the
deposits
to
reserve
for
OC
four
million
dollars
where
two
million
goes
to
cash
reserves
and
two
million
for
storm
debris
reserves.
D
Also,
this
year
we
we
delivered
a
hundred
and
ninety
thousand
recycle
carts.
So
we
need
to
increase
our
cart
delivery
in
our
in
our
cart
repair
staff.
So
this
past
year
we
added
two
positions
in
overfill
and
we
would
like
to
make
them
permanent
and
then
we
need
two
additional
positions
for
the
recycle
program.
D
C
We
have
a
couple
of
cities
like
well
like
or
acres,
for
example,
where
we
provide
all
the
water,
but
they
provide
their
own
sanitary
sewer
service.
So
it's
nobody.
If
they
don't
pay
their
sewer,
there's
no
way
for
them
to
do
divorce
collections,
and
so
state
law
was
passed
that,
if
not
they
can,
they
can
tell
us
to
cut
off
the
water
on
a
delivers.
They
have
a
delinquent
sewer
bill.
Who
is
the
author
of
that
legislation?
It
may
be
somebody
to
source
you
no.
D
We
have
an
LF
our
goal
in
our
fleet
group,
where
we
turn
around
our
vehicles
that
are
brought
in
for
routine
preventive
maintenance
within
24
hours.
To
do
that,
we
would
like
to
outsource
specialized
repairs
or
big
back
trucks.
Those
types
of
equipment
will
we'll
need
to
add
to
positions
to
to
mechanics,
to
enable
us
to
service
our
vehicles
within
that
24
hour
period.
D
We'll
need
one
administrative
position
to
manage
support
for
functions
for
the
division
and
then
we'll
need
to
add
about
$400,000
in
parts
to
make
sure
that
we
maintain
our
fleet
properly
and
then.
Finally,
in
customer
service,
to
comply
with
the
city
records
retention
program,
we'll
need
two
positions,
one
to
manage
the
group
and
the
other
to
make
sure
that
we
provide
timely
responses
to
the
open
records
requests.
D
Financial
management,
the
10-year
CIP,
is
projected
to
be
about
2.5
billion
dollars,
so
in
order
to
ensure
proper
cash
flow
and
manage
the
day-to-day
expenses,
we've
split.
The
financial
management
group
into
two
sections
first,
is
financial
planning
where
we'll
focus
on
maintaining
cash.
Solvency
budget,
adherence
and
debt
service
coverage
so
we'll
need
a
financial
manager
to
oversee
that
group
and
then
secondly,
financial
operations,
where
they
take
care
of
the
day-to-day
and
they
focus
on
payroll
purchasing
debt
management
and
warehouse
management
and
we'll
need
one
position
there
to
help
manage
the
workload.
D
Regulatory
compliance.
We
have
a
couple
of
issues
this
year.
First
of
all,
piaj
was
developed,
piaj
is
the
pub
version
of
OSHA,
and
so
so
the
the
state
has
implemented
a
piaj
program
where
cities
and
other
governmental
organizations
must
comply.
Previously,
we
weren't
we
weren't
really
under
the
jurisdiction
of
OSHA,
but
we
are
under
the
jurisdiction
of
P
OSH
and
then
the
Oklahoma
Department
of
Environmental
Quality
has
some
some
rules
and
regulations
where
we
need
to
make
some
modifications.
So
we
fully
comply.
D
D
On
that
main,
we
have
about
7,000
of
those
in
our
system
and
right
now
we
only
have
four
or
flushers
on
our
staff,
so
we
need
to
increase
the
number
of
flushers
so
that
we
manage
that
regulatory
compliance
initiative
100%
of
the
time,
so
we're
going
to
reassign
some
of
our
staff
members
to
do
that
and
then
finally,
the
Oklahoma
underground
facilities,
damage
prevention
act
requires
us
to
locate
our
facilities
when
somebody
is
performing
underground
construction
activities.
So
we're
proposing
to
add
two
locator
positions
to
ensure
compliance.
D
So
I've
just
mentioned
a
number
of
positions
that
we'd
like
to
we'd
like
to
have
in
this
year's
budget,
but
in
the
budget
we
currently
have
seven
hundred
and
eighty
seven
positions
approved,
and
we
propose
that
we
do
not
increase
the
number
of
positions.
We
can
do
all
this
work
without
adding
a
single
position
in
the
utilities
department.
D
We
have
a
number
of
positions
throughout
the
year
that
are
vacant,
so
what
we
want
to
do
is
convert
those
vacant
positions,
use
the
funding
for
those
positions
to
pay
for
the
programs
and
fund
the
new
positions
that
we're
recommending
in
this
year's
budget.
So
with
the
2019
budget,
we
still
have
seven
hundred
and
eighty
seven
positions
approved
and
that's
the
first
time
since
2011
that
we
have
not
increased
our
headcount
in
the
utilities
department.
D
D
Thirty
thousand
for
position,
modifications
and
classification
improvements,
we're
giving
a
credit
this
year
for
nine
hundred
and
sixty
thousand
dollars
in
the
city
budget.
Where
we're
transferring
the
fuel
over
to
the
aqua
budget,
that's
1.5
million
dollars.
We
already
have
fuel
budgeted
in
that
in
the
aqua
budget.
So
what
we're
asking
to
do?
This
year's
put
all
the
fuel
in
the
aqua
budget,
a
million
dollars
in
City
charge
backs
and
other
miscellaneous
fees
will
be
reduced
this
coming
year
and.
D
That
that's
for
City
charge,
backs
miscellaneous
fees,
IT
charge
back
reduction,
parking
position,
Corrections
and
Pio
rollovers,
and
so
the
total
increase
in
this
year's
budget
is
$600,000
approximately.
So
that's
a
point.
Five
percent
five
point:
five:
eight
percent
budget
increase
in
this
year's
budget
with
all
these
improvements
that
we're
requesting.
D
So
we
go
on
to
water
supply
and
system
resiliency
and
reliability.
The
the
FY
2019
capital
plan,
as
I
stated
earlier,
is
about
three
hundred
eighty
four
million
dollars.
Some
of
the
highlights
we
plan
to
start
in
the
Atoka
pipeline
this
year,
one
hundred
and
seventy
nine
million
dollars
for
that
project.
We
hope
to
award
at
least
one
maybe
two
projects
before
the
end
of
the
year.
The
construction
should
begin
late
fall,
Hefner
Draper
interconnect
is
on
track
to
two
where
we
can
connect
both
of
our
water
plants
within
the
next
two
years.
D
The
plan
is
to
install
a
pipeline
between
the
Draper
water
treatment
plant
and
the
Hefner
water
treatment,
water
treatment
plant,
it's
a
pretty
large
pipeline
and
average
about
42
inches
in
diameter,
and
that
will
enable
us
to
serve
the
whole
city
out
of
either
plant.
So
if
we
have
any
kind
of
a
weather
situation
or
if
we
lose
power
or
if
we
have
any
other
problem
that
that
causes
one
plant
to
go
out
of
service,
the
other
plant
can
serve
the
entire
city
right
now,
we
can't
do
that.
D
Heffner
serves
a
portion
of
the
city
and
Draper
serves
a
portion
of
the
city
as
we
move
through
time.
Draper
will
serve
about
two-thirds
of
the
water
to
the
city,
and
so
this
pipeline
will
also
enable
us
to
do
that.
The
the
reason
we
need
to
move
towards
Draper
serving
a
larger
portion
of
the
city
as
the
the
North
Canadian
River,
has
has
an
effective
yield
of
only
about
50,000
acre
feet,
which
is
significantly
lower
than
what
we've
been
allocated.
D
Our
80,000
acre
feet
that
we've
been
allocated,
and
so
we
need
to
plan
to
bring
our
our
full
water
supply
up
from
southeast
Oklahoma
and
provide
water
to
the
entire
city
through
those
two
facilities
with
about
two-thirds
of
it
coming
from
Draper.
The
plan
is
to
take
Overholser
out
of
service
when
this
interconnect
is
is
completed,
Overholser
is,
is
fairly
antiquated
and
it
and
it
cost
a
lot
of
money
to
operate
it.
So
we're
just
going
to
take
it
out
of
service
and
serve
the
entire
city
off
of
the
two
plants.
D
D
Yes,
sir,
thank
you.
There
was
a
study
several
years
ago
to
see
whether
or
not
we
should
just
transfer
the
raw
water
and
it's
more
economical
to
transferred
the
treated
water
and
and
supply
the
whole
city.
That
way,
the
neighborhood
water
and
sewer
improvement
program
is
about
15
million
a
year
where
we
replace
aging
infrastructure
and
then
the
facility
improvements
are
our
plan
to
be
about
92
million
dollars
this
year
and
that's
upgrading
some
of
the
processes
within
our
water
plants
and
our
wastewater
plants.
D
D
B
B
B
D
B
C
Is
we
use
commercial
paper
for
short-term
debt
right
and
the
commercial
paper
has
a
very
low
interest
rate
and
then
we
keep
continue
as
long
as
that
interest
rate
stays
down.
It's
a
great
plan
for
us
now.
If
you
get
upside
down
on
that,
then
it's
it's
not
a
great
plan
for
so
there
is
gryska
sociated
with
that
Craig.
You
want
to
talk
a
little
bit
about.
If
that
would
be
able
to
broaden
that
for
the
for
the
city.
F
There
are
limitations
for
us
and
our
ability
to
use
a
commercial
paper
program
to
with
geo
bond
with
with
the
geo
bond
program
particularly,
would
be
the
largest
area
that
we
look
at,
because
we
use
the
property
texe
to
repay
the
bonds.
There's
limitations
on
how
we
can
use
that
property
tax
and
using
it
to
pay
off
other
debt
is
not
an
allowance
and
then
so
I
think
there
are
some
flexibilities
that
there
are
some
things
that
you
can
do,
but
using
commercial
program
commercial
paper
program.
F
B
B
B
E
B
C
Right,
but
there
is
risk
involved
on
that
with
the
commercial
paper.
You
know,
that's
the
reason
you
you
have
fixed.
You
know
fixed
rates
because
then
you're
guaranteed
when
you
go
into
you
know
what
your
monthly
payment
is
going
to
be
toward
the
end
of
time
with
commercial
paper.
If
it
goes,
if
it
goes
the
other
way
you
could,
you
could
be.
F
And
I
would
say
to
that:
we
have
not
not
using
the
commercial
paper
program,
but
in
the
in
the
economic
development
program.
The
economic
development
trust
there's
been
a
long
term
where
different
times,
we've
used
lines
of
credit,
and
it
really
has
a
similar
effect
that
it's
all
due
at
the
end
of
the
year,
we've
been
able
to
renew
those
we've.
We've
now
narrowed
down
and
taken
a
lot
more
of
that
out
a
little
bit
longer.
F
B
So
I'm
familiar
with
what
happened
with
interest
rates
back
in
the
80s,
we
entered
into
a
contract
to
build
our
first
home
in
1980,
like
in
January
or
February,
and
within
the
time
to
build
that
home.
I
don't
know.
Seven.
Eight
months
we
saw
rates,
go
from
like
four
mortgages,
twelve
up
to
nineteen
percent
and
then
back
down
to
about
thirteen
percent
within
just
you
know.
So
you
are
subject
to
wide
swings
and
interest
rates
when
you
use
short
term
debt
and
I
couldn't
explain.
C
Term
savings
because
they
still
their
principle
debt
is,
is,
through
the
long
term,
fixed
net
yeah,
that's
still
there
their
majority,
so
they
use
the
commercial
paper
to
balance
that
and
so
they're
still
always
heavily
invested
in
the
fixed
long-term
debt.
Yeah
is
but
it
you're
right.
It's
it's
been
a
great
program
and
save
us
some
money,
councilman.
D
D
A
I'll
just
add,
you
know
you
have
continued
and
your
leadership
at
aqua,
your
team.
There
have
continued
the
long
tradition
we
have
and
in
making
sure
that
were
proactive
on
water
issues,
and
it's
kept
us
from
having
to
discuss
a
water
crisis
in
this
city.
Probably
since
that
dam
at
the
end
of
your
presentation
was
built.
So
I
commend
you
and
thank
you
so
much.
Thank.
B
C
D
G
Our
mission
statement
is
to
provide
parks
and
recreational
and
cultural
services
to
the
Oklahoma
City
residents
and
visitors,
as
they
have
improved
health
so
that
they
will
have
improved
health,
wellness
and
quality
of
life.
Our
vision
is
to
be
the
premier
Parks
and
Recreation
Department
in
the
state
of
Oklahoma,
and
set
the
health
and
wellness
and
recreational
standards
in
the
region.
G
We
also
try
to
look
at
what
the
national
trends
are
and
and
the
core
principles
of
our
national
organization
in
the
National
Recreation
and
Park
Association.
They
have
conservation,
which
we
think
we
do.
A
pretty
good
job
of
providing
conservation
for
our
park
lands
we're
even
helping
some
of
our
sister
departments,
the
water
utilities
in
the
police
department,
the
fire
department
take
care
of
their
resources,
we're
all
about
social
equity.
G
We
want
to
make
sure
that
all
of
our
residents,
no
matter
where
we're
in
the
city
they
live
or
what
socio-economic
background
they
have
have
equal
opportunities
to
access
parks
and
recreational
facilities.
But
one
of
the
ones
that
I
really
want
to
highlight
is
the
health
and
wellness
the
health
and
wellness
for
the
NRP.
A
is
this.
G
Is
the
same
pillar
that
the
City
Council
established
for
us
back
in
2014,
so
so
we're
right
in
line
totally
with
the
national
trends
and
and
what
the
national
organization
is
trying
to
create
across
across
the
United
States,
the
Oklahoma
City
Parks
Department
is
made
up
of
administration,
recreation,
natural
resource
and
grounds
management.
We
also
at
this
point
in
time
have
cultural
services
through
the
Civic
Center
and
we'll
get
into
a
little
bit
of
that
detail
as
we
go
forward
here
in
a
few
minutes.
G
Our
recreation
division
is
primarily
made
up
of
athletics
and
aquatics
and
general
recreation.
We
have
quite
a
bit
of
our
LFR
and
our
research
going
into
trying
to
make
sure
that
we
can
adhere
to
the
health
and
wellness
pillar
that
the
city
has
put
up.
Some
of
the
highlights,
I'd
like
to
point
out,
is
our
family
aquatic
center
centers.
In
2017
we
have
a
bit
of
a
drop
in
our
family
aquatic
centers.
We
only
served
60,
1,750
folks
and
our
family
Aquatic
Center
is
I.
Think
two
things
happened
in
in
that
year.
G
One
of
them
was
the
opening
of
the
family,
Aquatic
Center
and
more
took
some
of
our
clients
away
from
us
and,
of
course,
that
we
were
at
the
peak
of
our
economic
circumstances
and
I
think
some
of
our
folks
that
that
normally
went
to
our
Center
we're
holding
their
their
their
disposable
incomes
in
check
to
make
sure
that
they
could
live
on
it.
We
are
forecasting
that
we
will
be
back
up
above
our
2016
numbers
at
seventy
two
thousand
four
hundred
this
year.
We
think
that
our
facility
provides
a
little
bit
better
quality.
G
We
initiated
an
opportunity
with
the
school
district
to
bring
the
lunch
program
out
to
our
centers
as
well
as
since
most
of
our
kids
were
on
a
free
breakfast,
we
were
actually
able
to
secure
free
breakfast
'iz
at
our
rec
centers
as
well
for
the
children
that
participated
in
our
program.
Our
partner
group,
our
OKC
Dodgers,
stepped
up
and
helped
us
create
an
opportunity
for
our
rookie
league.
G
Little
known
fact.
We
tried
to
initiate
youth
baseball
last
year
and
it
was
a
dismal
failure.
We
had
nobody
sign
up
this
year,
we
had
over
200
kids
sign
up
in
our
rookie
league
and
again
it's
through
the
benefit
of
having
a
quality
organization
like
the
OKC
Dodgers
here
in
our
great
city
and
for
the
first
time
in
the
history
of
the
Oklahoma
City,
Parks
and
Recreation
Department,
actually,
first
time
in
the
United
States,
we
have
a
sanctioned
soccer
league
as
part
of
our
organization.
G
We
have
been,
we
have
been
sanctioned
by
the
Oklahoma
Soccer
Association,
so
now
we're
on
the
same
par
with
with
other
organizations
in
the
city.
We
can
actually
bid
on
soccer
tournaments
for
youth,
we're
not
planning
on
competing
with
our
partner
groups.
We
want
to
be
able
to
partner
with
them,
I
think,
with
the
the
number
of
facilities
that
we
now
have
available
to
our
residents.
G
G
We,
we
are
maintaining
160
parks,
but
we
also
are
maintaining
the
grounds
for
the
water
utilities
as
well
to
make
sure
that
quality
maintenance
is
done
throughout
the
city.
We
have
partner
groups
to
maintain
our
medians,
the
Oklahoma
River.
We
are
hazardous
response,
people
we
go
out
into
the
outer
remote
areas
where
the
farmlands
come
close
to
our
streets.
G
Our
proposed
budget
and
again
I'll
get
in
a
little
bit
more
detail,
but
but
we
were
successful
in
getting
a
donation
of
three
hundred
thousand
dollars
worth
of
improvements
to
our
Lightning
Creek
facility
to
provide
five
new
soccer
fields,
improve
soccer
fields
for
the
Southside.
That
donation
is
coming
in,
so
in
order
to
make
sure
that
we
can
maintain
it
at
a
quality.
We
are
requesting
that
two
people
be
added
to
our
grounds:
maintenance
organization
for
athletic
fields
and
our
walking
and
biking
trails.
G
As
you
know,
we
opened
up
the
Will
Rogers
Trail
this
year,
that
adding
to
it
and
and
of
course
the
on
vent
of
the
Stanley
Draper
trail
coming
on.
We
have
requested
that
in
our
proposed
budget
that
two
more
people
be
added
to
our
trails
maintenance
activity,
so
we
can
keep
our
80
miles.
Our
current
80
miles
of
trail
systems,
clean
and
free
of
debris
and
inspected
on
a
weekly
basis.
The
natural
resources
organization
is
the
primary
group
that
takes
care
of
our
highest
tourist
attraction
and
that's
the
canal,
the
Bricktown
canal.
G
That
I
think
the
biggest
thing
as
much
as
we
get
the
tourism
in
the
Bricktown
Martin
Park
is
our
highest
visited
Park
in
the
organization
we
get
around
450,000
people
visiting
Martin
Park
on
an
annual
basis.
It's
a
busy
little
park
and
the
programming
that
our
Naturalist
staff
provide
out
there.
The
day
camps,
the
week-long
camps
when
school
is
out
of
session,
gets
the
kids
back
engaged
with
with
the
neighborhood
we
for
the
canal.
G
Obviously,
it's
it's
a
high
impact
and
a
high
visible
area
our
proposed
budget
is,
is
requesting
1.3
million
in
capital
improvement
funding.
We
need
to
make
sure
that
we
go
back
in
there
and
keep
everything
up
to
standards.
The
Oklahoma
standards
when
I
make
sure
the
lights
are
working.
The
landscaping
is
in
good
shape,
irrigation
systems,
things
along
those
lines.
That's
part
of
the
Natural
Resources
budget
request,
the
the
secondary
one
is
$600,000
capital
improvements
for
Will
Rogers
Park.
Our
irrigation
system
out
there
at
our
premier,
gardens
and
Arboretum
is
over
50
years
old.
G
So
we
want
to
make
sure
we
get
it
rehabbed
and
functioning
properly
again
from
a
conservation
perspective.
We
want
to
put
water
rain
sensors
on
it,
wind
sensors
on
it,
so
we're
not
trying
to
irrigate
when
Mother
Nature
has
already
done
that
for
us
and
we're
not
wasting
our
valuable
resources,
and
probably
the
single
largest
increase
to
the
natural
resources
budget
that
we
have
proposed
is
approximately
1.3
million
dollars
going
to
the
scissortail
foundation
for
their
start-up
management
of
scissortail
Park.
G
The
whole
ball
diamond
is
covered
in
port
in
place.
Rubber
safety
surfacing
like
we're
putting
in
our
playgrounds,
but
the
whole
ball
diamond
outfield
infield
is
rubberized.
So
kid
in
a
wheelchair
kid
on
crutches,
can
get
up
to
bat
and
and
be
able
to
run
the
bases
safely,
and
we
hope
to
be
able
to
attract
the
veterans
groups
and
and
start
a
veteran's
league
baseball
league
out
there
at
route
66
park.
G
The
one
of
the
other
things
I
think
well,
one
of
the
proposed
additions
that
we
have
in
in
this
particular
section
of
our
budget
is
a
few
years
ago
we
reduced
our
administrative
staff.
We
eliminated
our
marking
in
position
and
a
couple
other
key
management
positions
within
our
organization
to
make
sure
that
we
kept
the
recreation
staff
in
place
and
our
grounds
maintenance,
people
and
staff.
But
our
ability
to
get
the
word
out
about
the
the
1,500
programs
that
our
rec
centers
put
out
and
our
naturalist
put
out.
G
We
want
to
add
a
marketing
position
back
into
our
organization,
one
of
the
biggest
changes
for
this
year
and
I'll
be
coming
to
you
very
shortly,
but
it's
in
our
proposed
budget
that
we
turn
over
the
operations
of
largest
performing
arts
venue,
the
Civic
Center
Music
Hall
over
to
the
Civic
Center
foundation
for
operations.
So
what
that
means
is
we
will
reduce
our
workforce
by
about
twenty
seven
positions
by
either
they
being
disseminated
into
this
into
our
organization,
earned
us
other
city
departments,
or
they
have
been
offered
positions
with
the
Civic
Center
foundation.
G
So
they
can
stay
right
with
the
building.
Continue
to
provide
the
quality
customer
service
that
we're
known
for
in
that
building
the
foundation
is
working
with
our
staff
to
find
to
offer
them
position.
Some
of
them
have
signed
up
to
go
to
work
for
the
foundation
July
one,
the
contract,
the
agreement,
the
mended
agreement
would
be
coming
before
you
all
here
in
the
next
two
weeks
to
make
sure
that
you're
in
agreement
with
what
we've
set
out
one.
G
E
E
G
Sir,
be
happy
to
the
three
million
dollars
is
what
is
budgeted
primarily
for
our
staff
to
operate
that
building?
Currently
the
Civic
Center
Foundation
is
plan
and
I'm
picking
up
all
of
those
those
expenses
off
of
their
shoulders,
not
on
our
taxpayers
shoulders.
So
so
that's
why
it's
a
three
million
dollar
reduction
in
it
and
as
in
most
city
departments,
its
personnel
is
the
highest
expense.
Obviously
we
also
have
a
revenue
stream
that
comes
in
from
those
those
efforts.
G
Those
revenue
streams
will
be
refocused
to
the
foundation,
so
if
they
can
reinvest
those
opportunities
back
into
the
city
facility
to
keep
it
the
quality
facility
that
it
is
today,
so
they
will
work
with
our
other
tenant
groups
to
make
sure
they
stay
whole
and
solvent
the
the
agreement
sets
you
as
the
determining
factor
for
everything
that
the
foundation
does
at
that
building.
So
your
oversight
and
your
policy
decisions
are
not
going
to
be
set
aside.
You
will
still
be
an
intricate
player
in
how
that
found
out
how
that
facility
is
operated.
C
But
they're
the
building's
always
had
a
net
city
subsidy
out
of
the
general
fund
and
that
will
continue
at
the
same
level,
and
so
that
won't
be
a
net
savings.
But
what
they
were
going
to
be
doing
is
is
running
it
in
a
manner
to
hopefully
bring
in
more
donations,
but
also
more
profitable
shows
that
will
come
in
and
then
those
dollars
will
be
used
primarily
for
improvements
at
the
Civic
Center
they've
got
it.
C
They
have
multiple
plans,
do
things
in
the
roof
and
change
out
the
concessions
and
do
other
improvements
over
there,
and
so
that
that's
the
overall
go
on
an
example
of
that
is
when
they,
when
they
changed
the
operator
for
the
Broadway
series
a
couple
of
years
ago
and
brought
more
money
into
the
back
to
the
city.
By
doing
so
with.
C
G
Again,
we
wouldn't
be
able
to
function
as
well
as
we
have
been
able
to
function
without
community
partnerships
and
and
this
year
our
analysis
showed
that
the
value
is
nearly
six
million
dollars
that
that
the
partner
groups
have
provided
to
us.
It's
a
hundred
and
fifty
nine
thousand
volunteer
hours
through
twenty
thousand
volunteers.
Our
volunteers
are
up
thirty
two
percent
this
year,
our
volunteer
hours
are
up
forty
four
percent
this
year.
Labor
and
material
costs
are
down
twelve
percent
from
last
year.
So
so
again,
it's
making
a
big
difference.
G
Having
these
partner
groups
helping
and
again
the
big
ones
are
the
OKC,
beautiful
and
people
along
those
lines.
The
Garden
Council
has
stepped
up
out
of
Will
Rogers
they're,
providing
more
people
working
in
the
gardens
that
are
also
offering
more
opportunities
for
classes
for
us
to
offer
at
Will
Rogers
facilities,
sixty
percent
of
our
partners
this
year
respondents.
So
we
still
have
forty
percent
that
aren't,
aren't
communicating
back
with
us
what
they
are
investing
on,
our
behalf
for
the
citizens.
G
Some
of
the
leisure
trends
that
were
faced
with
on
a
regular
basis
is
the
changing
in
our
demographics
in
our
community.
How
do
we
stay
out
ahead
of
of
the
changes
of
Ages
or
ethnicities
and
things
along
those
lines?
How
do
we
make
sure
that
we
are
on
the
cutting
edge
and
help
economic
development
provide
for
those
opportunities
forward?
We
want
to
make
sure
that
we
we
have
those
assets
in
place
and
some
of
our
strategies
in
the
supplemental
section
of
the
budget
are
on
G
81,
other
leisure
trends
that
we
look
at
we
want.
G
You
know
everybody
likes
to
compare
themselves
with
other
organizations
across
the
country,
I
mean
if
we
hadn't
compared.
If
somebody
hadn't
compared
us
and
discovered
that
we
were
the
most
obese
city
in
the
in
the
United
States
I,
don't
think
we
would
have
taken
the
efforts
to
create
the
the
walking
trails
and
the
programs
that
we
have
across
the
city
if
we
hadn't
been
compared
with
others.
G
One
of
the
big
ones
that
we
look
at
is
is
how
we
stack
up
acreage
wise
to
other
organizations
across
the
country
and
the
national
standard
is
10.1
acres
per
thousand
words.
Six
point:
seven
acres
per
thousand:
now
we're
going
to
get
a
grip
on
that,
because
the
2017
geo
bond,
the
voters
voted
for
land
acquisition
and
park
development.
So,
as
soon
as
we
can
get
started
with
those
opportunities,
we
can
create
new
parks
in
three
four
and
eight.
G
So
we
have
an
opportunity
to
close
that
gap
through
the
2017
geo
bond
and
and
again
the
the
7.9
full-time
equivalents
per
ten
thousand.
We're
at
four
point:
five:
four
per
10,000
again
we'll
be
able
to
get
a
little
bit
close
that
gap
a
little
bit
by
creating
these.
These
proposed
new
opportunities
that
are
in
the
the
budget
going
forward.
So
we
we
hope
to
to
make
sure
that
we
are
a
Tier
one
city.
We
want
to
make
sure
that
our
citizens
are
getting
provided,
Tier,
one
opportunities.
G
G
We
have,
we
have
a
pretty
good
success
rate.
72%
of
our
citizens
are
participating
in
Parks
and
Rec
activities,
whether
it's
on
their
own
or
through
our
programming.
Our
goal
is
80%,
so
we're
this
year,
we're
anticipating
to
be
at
78%
of
our
citizens
participating
in
something
park
related,
whether
we
provided
or
they're
doing
it
on
their
own.
G
Excuse
me,
hello,
jeez,
one
of
the
again
creating
new
service
areas.
You
know
we
want
to
make
sure
our
city
and
neighborhoods
are
more
attractive
places
to
live
and
work
and
an
increase
availability
of
parks,
recreation
spaces.
To
that
end,
this
year
we
planted
584
new
trees.
The
economic
impact
of
our
cultural
activities
is
54
million
dollars.
G
65%
of
our
citizens
live
live
within
1/2
mile.
That's
our
biggest
goal.
We
want
to
make
sure
our
citizens
are
living
within
a
half
mile
of
a
park
asset
and
again
parks
program
classes
offered
we're
at
20
380
miles
of
trails
that
we
now
have
with
the
addition
of
the
Will
Rogers
Trail
that
helps
us
get
get
a
higher
percentage.
G
We're
going
to
have
to
redo
our
maps
this
year
to
make
sure
that
we're
taking
in
Will
Rogers,
because
our
trail
system
is
part
of
the
park
system
and
therefore,
if
people
live
within
a
half
mile
of
the
trail
system,
they're
within
a
half
mile
of
our
parks.
So
we
want
to
make
sure
we
got
it
stay
on
top
of
those
numbers,
the
proposed
budget.
G
Again
it
lays
out
pretty
cleanly.
We
don't
have
that
big
of
a
a
change
per
se.
We
have
a
reduction
in
our
authorized
positions,
but
some
of
the
things
that
I
highlighted
earlier
are
having
an
impact.
The
largest
increase
to
our
operating
budget
at
this
point
in
time
is
in
our
natural
resources
organization.
As
I
pointed
out,
our
subsidy
excuse
me
are
providing
an
opportunity
to
our
partner
group,
the
the
scissortail
foundation,
to
have
start
up
for
the
scissortail
park
there.
G
G
Major
changes
in
the
budget,
as
I
pointed
out
or
deleting
27
positions
from
the
Civic
Center,
but
we're
asking
to
add
five
positions
back
into
the
organization.
So
that's
a
net
position,
change
of
22,
full-time
equivalents,
outsourced
in
the
Civic
Center,
some
of
the
add-ins
are
the
capital
funding
for
bricktown,
Canal,
Will,
Rogers
garden
and
increasing
the
subsidy
for
the
scissortail
park.
G
We've
had
quite
a
year
of
improvements
across
the
city,
starting
with
Will
Rogers
trail.
Everybody
knows
that
one.
It's
it's
the
closer
in
town
connection
between
Hefner
and
the
river.
We
have
already
had
one
out
on
the
West
River
Trail
you
can
get
to
Hefner
to
Lake
over
hoser
and
then
down
the
West
River
Trail
into
downtown.
But
obviously
the
Will
Rogers
trail
is
is
more
of
a
close
in
opportunity,
and
we
think
this
is
a
dynamic
area
not
only
for
our
alternative
transportation
activities
for
people
that
want
to
ride
their
bike
to
work.
G
This
gives
them
a
quality
opportunity,
but
we're
hitting
neighborhoods
that
don't
have
walking
paths
yet
and
now
they
can
get
out
and
use
this
trail
as
their
opportunity
to
get
exercise.
So
we
think
we
think
this
is
a
great
clothes.
In
addition
to
our
trail
system,
Pat
Murphy
Park
is
getting
an
overhaul.
G
The
older
kids
have
had
a
great
opportunity
up
there
on
north
of
Lake
Hefner
de
to
play
we're
putting
in
a
tot
lot
in
there,
so
that
the
two
and
three
and
four
year
olds,
the
parents,
don't
have
to
be
quite
as
controlling
if
you
will
keep
them
off.
The
bigger
slides
and
bigger
climbing
apparatuses,
we'll
be
putting
in
a
smaller
scale
play
system
there,
Martin
Park
visitors
center.
Again,
as
I
mentioned,
it's
our
heavily
visited
Park.
G
Let's
face
it.
The
building
wasn't
that
attractive
and
welcoming
it
was
a
1970s
vintage
building.
It
looked
like
a
cement
block
facility.
We
opened
it
up.
We
put
the
entry
doors
facing
the
parking
lot
so
as
you're
coming
down,
if
you're
a
first-time
visitor
and
you're
trying
to
figure
out.
Where
do
we
go
from
here?
Well,
we've
got
a
great
front
door
now
for
them
to
welcome
our
visitors
to
the
park
and
with
the
work
that
our
wilderness
matters
partners
put
in
with
the
elevated
boardwalk
that
is
now
adjacent
to
this
handicap.
G
G
This
is
one
of
those
trivial
things
that
I
debated
on
whether
we
put
in
or
take
out
but
statewide
this.
These
are
statewide
numbers.
The
economic
activity
for
statewide,
Parks
and
Recreation
is
1.2
billion
dollars.
We
have
an
impact
on
on
the
state
as
a
whole.
The
economic
activity
generated
per
person
is
three
hundred
and
twelve
dollars.
We
think
that's
a
quality
number
people
are
coming
in
and
spending
their
money
here
in
our
state,
and
a
lot
of
them
are
coming
to
Oklahoma
City
to
spend
those
dollars.
We
provide
almost
9,500
jobs
statewide.
G
Finally,
as
I
close
I
stood
before
you
four
years
ago,
the
organization
that
I
came
into
had
two
Parks
and
Rec
certified
Parks
and
Rec
professionals.
I
made
it
three.
Today
we
have
over
a
dozen
certified
parks
and
recreation
professionals
in
the
Parks
and
Rec
Department
here
in
the
oklahoma
city,
and
we
have
one
even
higher.
We
have
one
certified
Parks
and
Rec
executive
in
the
organization,
so
we
know
we
know
how
to
operate
Parks
and
Recreation.
We
know
how
to
make
activate
spaces.
G
B
Doug
I'm,
a
so
I
think
having
a
park
within
a
half
mile
of
every
resident
is
it's
very
commendable
I
think
the
role
of
the
regional
park,
though,
is
just
as
important
and
perhaps
in
some
respects
more
important.
So
let
me
see
if
I've
got
some
of
these
regional
parks
down
I
know
early
wine
and
South
Lakes
would
be
a
regional
park.
Woodson.
Is
that
considered
a
reserve
and
then
Will
Rogers
is
a
regional,
sir
and
I'm,
not
too
sure
about
any
other
regional
park.
The.
G
Original
Grand
Boulevard
corridor
has
the
four
primary
regional
parts
you
have
Will,
Rogers,
Lincoln
prosper
and
then
Woodson.
That's
that
the
r45
there
saw
the
the
need
for
those
early
wine
and
South
lakes
are
to
the
biggest
regional
parks
on
the
south
side
of
town.
North
side
is
Bluff.
Creek
is
one
of
our
biggest
regional
parks
on
the
north
side
of
town
and
I'm
having
a
senior
moment,
but
we
route
66
is
a
Regional
Park,
okay,
usually
regional
parks
or
100
acres
or
more
okay
and
I.
B
We
used
to
have
some
really
intense
games
there,
as
well
as
municipal
and
some
of
the
other
gyms
in
in
in
the
city
now
compare
Woodson
say
with
early
wine.
Early
wine
doesn't
have
a
a
rec
center
per
se,
but
it
does
have
a
YMCA
facility
that
I
think
works
extremely
well,
I
think
people
who
are
members
of
that.
Why
think
of
themselves,
as
members
of
the
Earlywine
Park
group,
you
know
and
they'll
spend
20
hours
a
week
there,
combining
the
Y
and
times
in
the
park,
which
is
great
I?
B
Think
how
would
you
feel
if,
for
example,
like
we
partnered
with
the
YMCA
for
Woodson
Park
to
add
some
other
facilities
beyond
the
basketball
gymnasium,
you
know
such
as
exercise,
equipment
and
similar
type
activities.
We
could
either
Lee
the
gym
to
the
Y
and
they
build
compatible
or
related
facilities,
or
we
could
build
them
and
try
to
take
on
a
similar
role
to
what
the
Y
does
at
Earlywine,
their
it
Woodsen.
It's
an
area
that
I
think
really
could
use
some
additional
facilities
for
the
local
residents.
I.
G
G
We'd
be
happy
to
talk
to
other
we've.
We
originally
talked
to
the
City
County
Health
Department,
about
the
the
facility
that
it
was
going
in
that
is
going
in
that's
almost
completed
Southern
Oaks.
We
talked
to
them
about
possibly
doing
that
location
at
Woodson
rather
than
at
Southern
Oaks,
but
the
dynamics
of
the
zip
codes
in
that
area.
Around
Southern
Oaks
was
a
higher
hotspot
than
the
Woodson
area,
but
we
agree
with
you
100%
that
that
that
neighborhood
could
use
a
new
full
full
service
recreational
facility.
There
I'd.
G
H
Very
good
I
want
to
credit
Josh
Ryan
on
my
staff,
who
put
that
video
together
in
house,
he
still
camera
and
some
desktop
applications
and
completely
edited.
They
did
an
absolute
fantastic
job
before
I
get
into
the
departmental
issues
and
our
performance
indicators.
I
do
want
to
give
you
a
brief
overview
of
the
airport
trust
budget.
Looking
at
our
total
Airport
charges
to
our
tenants
and
users
of
61
million
five
hundred
and
forty
seven
thousand
dollars.
These
are
the
major
categories
of
those
funds
received.
H
Building
rents
is
comprised
of
rentals
for
the
terminal
building,
as
well
as
other
buildings
and
hangars
that
the
airport
trust
owns.
We
have
landing
fees
which
is
charged
to
our
passengers
and
freight
carriers,
and
this
is
at
a
calculated
rate
per
1,000
pounds
of
landed
weight.
We
also
have
parking
revenues
derived
from
our
public
parking
operation,
and
this
is,
we
have
seven
thousand
two
hundred
plus
parking
spaces
in
our
garages
and
our
surface.
H
Lots
concession
revenues
are
dried
from
our
food
and
beverage,
and
retail
and
rental
car
commission
revenues,
and
then
we
have
fuel
cells,
which
is
a
price
per
gallon
that
we
charge
for
any
fuel
that
is
either
retailed
on
the
airport
or
through
those
leases
that
have
self
feeling
privileges.
We
have
the
customer
facility
charges
which
is
related
to
the
user
fee.
H
We
also
have
other
revenue
sources
as
well.
Looking
at
18
excuse
me
18
million
one
hundred
and
six
thousand
dollars.
We
have
some
oil
and
gas
revenues
that
still
we
receive
periodically.
We
use
this
for
our
matching
grants
for
federal
grants.
We
have
interest
that
we
receive
from
a
money
market
account
passenger
Facility
Charges,
which
is
the
user
fee,
that's
ports
our
capital
program,
and
then
each
year
we
get
a
variety
of
federal
and
state
participation,
primarily
from
the
Federal
Aviation
Administration.
H
This
is
mainly
funds
from
our
project
fund
and
also
includes
the
Mike
Monroe
nee,
aeronautical
escrow
account
and
then
22
million
two
hundred
twenty
four
thousand
dollars
in
revenue
bond
proceeds,
and
these
are
intended
to
be
used
on
construction
this
next
year,
so
total
sources
of
funds,
a
hundred
and
thirty
two
million
fifty
nine
thousand
dollars
and
I'll
want
to
point
out
also
that
the
airport
trust
does
not
receive
any
general
fund
support.
The
airport
trust
is
an
Enterprise
Fund
and
the
and
is
self-sufficient
on
its
own
rates
fees
and
charges.
H
When
you
look
at
the
uses
of
the
funds,
we
have
operating
expenditures,
thirteen
million
seven
hundred
and
ninety
six
thousand
dollars.
This
is
where
our
major
contracts
come
from,
with
our
parking
management,
contract
or
janitorial
aircraft,
rescue
and
firefighting
contract
and
our
security
contract,
who
have
also
commodities,
which
is
various
services
and
supplies
debt
service
requirements.
This
is
from
prior
financing
of
projects
such
as
the
last
terminal
expansion.
H
That
was
completed
in
2006
and
most
recent
parking
garage
that
was
constructed
in
the
rail
and
car
center,
and
then
we
had
the
department
operating
account
of
eighteen
million,
eight
hundred
eighty-five
thousand
dollars
or
a
total
operating
expenditures.
Forty
five
million
four
hundred
thirty-five
thousand
dollars.
We
are
anticipating
reserves
of
two
million
eight
hundred
and
ten
thousand
dollars.
These
are
funds
estimated
to
receive
in
2019
to
be
used
on
future
capital
and
a
significant
capital
outlay.
This
next
year
planned
at
eighty
three
million
eight
hundred
and
fourteen
thousand
dollars
that
balances
the
budget.
H
I
want
to
bring
your
attention
to
a
few
of
the
projects
that
we've
completed,
that
highlight
our
strategy
to
improve
infrastructure
and
the
environment
for
the
traveling
public.
We
completed
recently
the
parking
revenue
and
control
system.
This
is
a
new
system
that
replaced
the
outdated
and
old
system
that
we
we
replaced.
Although
the
infrastructure,
this
is
all
network
based
connected
to
our
facilities,
parking
garages
and
surface
Lots,
and
it
also
pays
for
certain
amenities,
such
as
pay
on
foot
chaos,
space
by
space
counts
in
garage
B,
and
it
also
renovated
the
toll
plaza.
H
We
also
completed
a
apron
project.
The
apron
is
quite
large.
We
had
one
section
we
needed
to
repair.
This
is
at
the
intersection
of
taxiway
K
and
we
also
completed
the
taxiway
G
extension.
Taxiway
G
is
the
taxiway
that
is
the
longest
east-west
taxiway,
that
is
at
Will
Rogers
World
Airport.
And
if
you
look
on
the
map,
you
can
see
that
we
extended
this
1,500
feet.
This
is
significant
because
it
now
extends
into
Lariat
Landing,
and
that
makes
about
a
hundred
and
sixty
acres
available
for
aeronautical
development
that
we
did
not
have
before.
H
We
also
completed
some
wiley
post
projects.
One
of
them
is
the
airfield
improvements
Phase
three
project.
This
is,
we
did
some
renovations
to
a
couple
of
major
taxiways
on
taxiway
alpha.
We
did
some
pavement
reconstruction
repaired
to
the
mayor
field
lights
and
signs,
and
also
did
lights
and
signage
on
taxiway,
B
and
then
Mike.
Maroney,
aeronautical
center
is
a
major
line
of
business
for
us
and
we
completed
over
fourteen
million
seven
hundred
thousand
dollars
in
projects
as
the
landlord
for
Mike
Maroney
for
the
airport
trust
owned
buildings,
which
there
are
over
thirty.
H
We
maintain
the
exterior
structure,
roofs,
pavements,
mechanical
systems
inside
many
of
these
buildings,
as
well
as
various
other
infrastructure.
So
now
I'd
like
to
discuss
our
department
issues
and
some
of
our
performance
indicators.
Our
first
issue
relates
to
factors
that
impact
resources
for
funding
operations
in
capital.
The
nature
of
the
airline
industry
can
be
very
volatile
and
its
activity
can
be
fluctuating
and
the
number
of
operations
and
passengers
at
the
airport
can
affect
various
revenue
categories,
such
as
our
parking
concessions
and
even
our
passenger
facility
charges.
H
One
of
the
measures
for
this
is
the
tracking
of
our
food
beverage
and
retail
revenue
to
maintain
a
growth
of
at
least
2%
a
year,
and
you
can
see
in
the
last
few
years
we've
had
quite
a
few
fluctuations
in
fiscal
year,
13
and
14.
Actually
that
was
the
last
time
we
had
a
calendar
year
record
of
a
passenger
boarding
employments
at
1.9
million
in
FY,
14
and
15.
H
You
can
see
that
we
were
below
our
2%
target,
and
this
is
because
the
lounge
that
was
in
the
security
area
was
closed
and
then
you
can
see
it
rebounded,
the
very
next
year
with
the
opening
of
cross
grains
brewery,
which
has
been
a
very
big
success.
In
the
last
two
years,
we've
met
our
target
flat
at
2%.
Another
strategic
measure
is
to
maintain
our
parking
revenue
Perkin
per
transaction
growth
at
2%
a
year.
This
again
you
see
fluctuations
over
the
past
year
and
FY
13
and
15.
H
H
H
Our
second
issue
relates
to
factors
that
we
have
to
react
to
effectively.
If
we
don't,
they
could
impact
Airport,
staffing,
workload,
funding
requirements
and
long-term
planning,
so
there
can
be
fluctuations
other
than
the
airline
industry
and
the
aviation
industry.
General
aviation
also
gets
hit
quite
hard,
sometimes
with
that
so
goes.
The
economy
so
goes
general
aviation
and
we
can
also
be
subjected
to
safety,
security
and
environmental
requirements,
which
often
result
in
unfunded
mandates
that
the
airport
has
to
address.
H
So
our
strategy
is
to
improve
the
airport
environment
for
travelers
and
tenants
through
long
term
planning
and
infrastructure
improvements
and
we'll
talk
about
a
couple
of
those
projects
in
a
minute.
I
want
to
talk
about
a
couple
of
line
of
business
or
in
the
commercial
line
of
business.
A
couple
of
measures
that
we
have
one
is
the
percentage
of
certification
work
orders
that
we
complete
within
three
business
days
of
identifying
deficiency.
So
what's
a
certification
work
order?
H
Every
year
the
Federal
Aviation
Administration
inspects
commercial
service,
airports
such
as
Will
Rogers,
and
there
are
dozens
and
dozens
of
areas
that
we
get
inspected
on.
This
is
primarily
for
the
airfield
and
we
have
to
to
pass
that
inspection
in
order
for
Airlines
to
continue
to
fly
into
Will
Rogers.
So
we
typically
always
do
very,
very
good,
and
we
did
great
this
last
year.
We
also
tracked
the
percentage
of
days
with
sterile
security
incidents.
There
are
over
3,300
people
that
we
batch
at
the
airport,
so
they
can
do
their
job
at
Will,
Rogers,
World,
Airport,.
H
In
the
general
aviation
line
of
business,
I
want
to
mention
the
percentage
of
itinerant,
takeoffs
and
landings
from
wiley
post
airport,
with
an
actual
of
70
percent,
and
a
target
of
74
74
percent
I'm
really
struck
I've
managed
a
lot
of
general
aviation
airports
in
my
career
and
to
have
this
much
itinerant
traffic
itinerant,
meaning
a
landing
and
takeoff
from
an
aircraft
that
is
not
based
at
the
airport.
That
means
a
lot
of
Commerce
is
happening
in
the
city.
In
my
opinion,
and
and
this
has
been
historically
high
at
wiley
post
Airport.
H
We
also
tracked
the
percentage
of
days
that
the
airport
has
a
runaway
closed.
This
is
a
barometer
for
us
because
we
have
a
lot
of
construction
on
our
runways
from
time
to
time.
Wiley
Post
has
had
a
complete
overhaul
of
the
airfield
over
the
last
few
years
and
has
had
both
its
parallel
runways
closed
for
significant
significant
amount
of
time.
H
Our
third
issue
and
want
to
want
to
spend
a
little
bit
of
time
on
this
morning
deals
with
air
service.
We've
done
a
really
good
job
of
tracking
air
service,
and
we've
done
an
equally
good
job
of
sustaining
that
air
service
air
service
can
affect
the
economic
development
of
the
city
and
the
region,
tourism
and
the
convention
business,
and
we
know
that
Oklahoma,
City's
population
and
business
activity
is
just
going
to
result
in
an
increased
request
and
demand
for
air
service,
and
we
want
to
continue
to
attract
as
good
a
air
service
as
we
can.
H
So
when
we
look
at
our
in
plane
passengers,
we
try
to
meet
a
target
of
two
percent
a
year.
That's
pretty
assertive!
When
you
look
at
our
comprehensive
annual
financial
report
over
each
year
we
go
back
10
years
and
ours.
Our
historical
growth
is
1.6
percent,
and
you
can
see
over
the
last
few
years
it's
been
fairly
stable
this
year
for
FY
18,
ending
June
30,
we're
anticipating
to
be
just
below
two
million
boarding
passengers
and
for
next
year
we're
anticipating
to
be
above
two
million.
H
Another
measure
that
we
use
is
to
keep
track
of
our
cost
per
and
plane
passenger
to
no
more
than
5%
a
year.
This
is
a
huge
measure
and
comes
up
every
year
in
our
discussions
with
our
Airlines
we're
regarded
and
have
been
historically
as
a
low-cost
Airport
for
the
airlines
to
operate
out
of.
When
you
look
at
a
small
hub
median
median
Airport
like
Oklahoma
City,
you
can
see
that
the
typical
cost
per
in
plane
passenger
is
now
well
above
eight
dollars
and
our
last
one
is
six
dollars
and
44
cents.
H
We've
had
a
lot
of
recent
accomplishments.
This
last
year,
Frontier
Airlines
came
back
into
the
market
serving
Denver
and
Orlando,
which
was
a
new
city
for
them.
American
Airlines
April.
The
third
started
to
Phoenix
to
compete
with
Southwest
Airlines,
so
our
citizens
have
more
choices.
Frontier
also
started
nonstop
to
San
Diego
April,
the
9th
Austin
flying
a
smaller
aircraft
by
via
Airlines
four
times
a
week,
and
then
next
week,
American
Airlines
is
starting
service
to
Philadelphia
again
I
mentioned
a
few
weeks
ago.
H
This
is
huge
for
us
because
opens
dozens
of
connecting
opportunities
out
of
Oklahoma
City,
and
there
will
be
two
flights
in
the
morning
on
American,
so
that
works
really
well
for
their
transatlantic
departures.
In
the
afternoon,
frontier
also
recently
announced
they'll
be
serving
San.
Antonio
non-stop
Southwest
will
be
doing
weekly
service,
starting
in
October
to
Nashville,
so
on
new
airlines
I
mentioned
frontier
and
via
coming
into
the
market
and
new
enhancements.
H
We
do
have
ongoing
efforts
that
we
have
been
marketing
very
heavily
Ronald
Reagan,
Washington
National
Airport
is
a
priority
for
us
as
well
as
New
York
LaGuardia,
and
the
Miami
South
Florida
area
is
important
for
us
and
this
list
that
our
target
list
used
to
be
bigger
than
this
Philadelphia
was
on
it
at
some
time.
So
it
is
shrinking.
So
that's
good
and
then
two
new
airlines
that
we
are
in
regular
conversations
with
is
spirit
and
JetBlue.
H
There
remind
you
issues
that
can't
impact
air
service,
the
economy,
the
the
recession
that
we
had
in
the
mid
to
mid-2000s,
certainly
constrained
capacity
and
networks
across
the
country.
Operational
strategies
of
airlines
such
as
mergers
can
also
affect
air
service.
The
fuel
price
crisis
that
we
also
had
in
the
2000s
that
significantly
impacted
carriers
that
were
flying
50-seat
regional
jets.
H
Our
final
issue
is
the
amount
of
land
that
we
have
for
development,
increasing
maintenance
demands
on
vacant
facilities
and
the
growing
cost
of
the
80-100
acres
at
Will
Rogers,
and
also
the
1,300
acres
at
Wiley,
Post
and
thousand
acres
that
at
page
Airport
we
have
existing
infrastructure
that
we
have
to
maintain.
We
want
to
continue
our
land
development
plan
and
find
ways
to
improve
that
infrastructure.
H
Not
doing
so
could
prevent
the
airport
trust
from
receiving
a
self-sustained
revenue
source
for
the
long
term
and
also
it
can
prevent
the
city
from
the
creation
of
more
jobs
and
increasing
the
sales
tax
base
in
the
construction
program
in
the
property
management
line
of
business.
One
of
the
measures
that
we've
done
really
good
at
the
last
few
years
is
tracking
our
project
cost
with
contracts
for
construction
and
engineering
amendment
costs.
So
we
try
to
not
have
any
more
than
a
5
percent
increase
in
those
a
year,
and
you
can
see
the
last
few
years.
H
We've
done
really
well
in
that
area,
in
the
maintenance
line
of
business,
a
couple
of
measures
percentage
of
operating
hours,
where
mechanical
systems
are
functioning,
we're
doing
well
we're
meeting
our
target
just
to
let
you
know
these
are
creature
comforts
for
our
tenants
and
for
the
passengers,
and
they
affect
things
such
as
passenger
boarding,
bridges
and
our
baggage
system,
which,
if
it
goes
out,
we
certainly
hear
from
everybody
about
that
and
also
our
mechanical
systems
heating
air.
We
also
track
the
percentage
of
vehicles
and
equipment
available
for
use.
H
The
airport
has
over
400
pieces
of
equipment,
everything
from
a
weed
eater
to
a
road,
grader
and-
and
some
of
these
are
very,
very
critical,
such
as
our
parking,
shuttles
or
parking
operation.
We
have
licensed
no
equipment
that
we
need
to
maintain.
They
have
to
be
ready
when
we
need
them,
and
also
we
maintain
the
airport's
aircraft,
rescue
and
firefighting
equipment
and
vehicles.
I
want
to
show
a
few
projects
that
show
our
continued
infrastructure
improvements.
H
In
the
last
half
of
this
next
fiscal
year.
Coming
up,
we
will
be
doing
a
garage,
wayfinding
project.
This
is
where
we
will
be
adding
new
signage
to
both
of
the
five
story
garages
and
at
each
entrance
to
the
garage
we're
going
to
have
a
component
that
will
provide
real-time
updates
as
to
the
spaces
that
are
available
per
level.
H
So
garage'
waterproofing
a
year
or
so
ago,
I
came
to
you
and
told
you
about
our
premium
parking
product,
and
we
were
under
way
with
an
engineering
effort
to
do
a
joint
sealing
project
on
garage.
A
this
is
the
two-story
where
we
have
the
upper
level
short-term
parking
and
I
just
wanted
to
show.
This
is
what
we've
been
dealing
with
and
struggling
with
this
last
year.
H
So
what
we
ended
up
having
to
do,
and
instead
of
a
joint
ceiling
project,
was
a
much
more
extensive
project
to
prevent
the
water
from
protruding
protruding
through
actually
the
expansion
joints
and
the
control
joints.
So
it
ended
up
being
a
bigger
fix
than
what
we
anticipated
I
will
tell
you
that
project
is
out
to
bid
and
bids
come
in
on
that
project
tomorrow,
we're
hoping
that
it
will
be
four
or
five
months
by
the
end
of
this
year.
We
hope
it
will
be
open,
also
the
terminal
expansion.
H
We
have
finished
the
design
and
we're
out
for
our
final
construction
estimate
at
this
point
to
remind
you,
the
goals
of
the
terminal
expansion.
This
is
the
beginning
of
an
East
concourse,
we'll
be
constructing
four
gates.
Three
that
will
be
leased
to
the
airlines
in
one
Airport
operated
gate
will
be
also
adding
concessions.
Increased
public
circulation
will
be
adding
an
eight
Lane
security
checkpoint
which
will
replace
the
two
checkpoints
we
have
today.
Those
will
be
turned
into
larger
meter.
Greeter
lobbies.
H
Rome
was
finished
with
the
maintenance
facility
that
is
being
built
at
Wiley,
Post
Airport.
This
will
be
new
offices
and
maintenance
base
for
that
group.
We
also
have
a
project
that,
while
he
posed
a
small
one
but
nevertheless
significant
$500,000
to
continue
and
almost
finish
up
our
airfield
improvements
that
Wiley
Post
with
taxiway
a5
and
taxiway
a8
we're
also
doing
a
master
plan
at
a
Wiley
Post
Airport.
This
is
an
FAA
requirement
it.
H
H
In
summary,
looking
at
the
department
operate
in
the
count,
18
million
eight
hundred
and
eighty-five
thousand
dollars-
and
this
is
broken
out
by
the
line
of
business-
we
do
have
some
budget
changes
for
this
next
year,
we're
projecting
an
increase
in
insurance,
benefits
and
salaries.
Four
hundred
and
sixty
two
thousand
dollars
a
slight
increase
in
City
provided
services,
we're
adding
a
civil
engineer
to
to
meet
up
with
the
demand.
H
This
was
actually
at
the
request
of
Mike
Maroney
because
of
all
the
HVAC
and
mechanical
system,
projects
that
are
in
the
variety
of
buildings
that
we're
doing
now
and
is
planned
for
the
next
few
years,
we're
adding
a
revenue
auditor.
This
the
airport
receives
about
eighty
million
dollars
a
year
in
revenue
from
our
400
to
500,
plus
leases.
H
50%
of
all
of
these
leases
have
self
reporting
requirements
with
revenue
and
other
compliance
reporting
that
they
report
to
the
airport
staff
and
the
revenue
auditor
will
help
us
oversee
the
compliance
with
all
of
that.
This
position
will
also
help
save
forty
five
thousand
dollars
from
using
a
separate
consultant
each
year.
That
really
just
identifies
a
couple
of
specialty
areas
and
then,
finally,
with
regard
to
the
revenue
auditor,
the
Government
Accounting
Standards
Board,
recently
made
a
huge
decision
that
affects
airports.
H
All
of
our
leases
now
have
to
be
booked
as
receivables,
which
means
it's
a
tremendous
amount
of
time
and
paperwork.
When
you
have
to
book
a
receivable
for
the
length
of
time,
our
leases
are
some
of
them
five
years,
some
20-some
as
long
as
40.
So
it's
going
to
be
a
very
monumental
staff
that
were
in
taking
by
the
staff
we're
also
adding
a
system
Support
Specialist
to
position.
This
is
related
to
the
parking
and
revenue
control
system
that
we
are
bringing
in-house.
H
It's
all
network
connected
now
that
that's
on
board
also
the
500
plus
CCTV
cameras
that
we
have
at
the
airport,
our
contractor.
That
was
doing
the
installation
and
maintenance
on
that
is
expiring,
we're
bringing
all
of
that
in-house
as
well
a
unit
operation
supervisor
for
Wiley
Post
Airport.
This
is
for
the
maintenance
section.
We've
not
had
one
up
there,
it's
badly
needed,
and
this
is
simply
a
position
that
does
the
same
thing:
that
the
magnet
sections
and
similar
components
do.
H
It
will
Rogers
World
Airport
and
then
finally,
at
Will,
Rogers
we're
asking
for
the
horticultural
worker
two
and
two
grounds:
maintenance
operators
in
the
last
two
years
and
our
leading
four
results
program
we're
only
showing
that
we're
meeting
50%
of
all
the
landscaping
irrigation
and
mowing
that
we
need
to
do.
We've
had
two
huge
areas
of
impact
to
us
in
that
department.
The
40
acre
rental
car
center
has
constant
maintenance,
day-to-day
and
probably
someday.
We'll
probably
need
more
people
for
that
as
well.
H
We
want
that
to
continue
to
look
good
to
the
public
and
then
Portland
Avenue,
which
was
opened
up
a
year
or
so
ago.
Now
we're
maintaining
all
of
that
landscaping
mowing
the
irrigation
all
the
way
from
54th
Street
South
to
a
hundred
and
fourth
Street,
and
there
will
be
other
common
areas
of
maintenance
that
we'll
need
to
do
in
Lariat
Landing,
so
that
we
continue
to
attract
development
and
maintain
that
area
for
the
public,
I.
E
A
E
E
To
talk
a
little
bit
about
that
here
today,
she's
the
director
of
our
courts
and
it's
gonna
be
very
brief,
but
the
point
of
it.
It
is
the
reason
we
want
to
do.
That
is,
we
want
to
add
to
this
budget
an
additional
Community
Relations
Coordinator,
which
is
a
big
help
over
at
the
courthouse
operating
not
only
efficiently
but
kindly
and
taking
care
of
people
that
sometimes
are
very
intimidated
and
scared
of
the
system.
Okay,
good.
E
I
Lashawn
Thompson,
director
of
municipal
courts,
as
we
previously
discussed,
this
position
is
responsible
for
serving
as
a
lead
liaison
in
our
court.
This
individual
is
housed
on
the
first
floor
of
our
building
when
our
court
patrons
come
in
and
out
of
the
building
they're
able
to
visit
with
someone
in
regards
to
their
case,
and
the
liaison
is
responsible
for
assisting
them
with
making
informed
decisions
about
their
case
breaking
down
the
barriers
when
they
come
out
of
court.
I
If
they,
if
they
don't
understand
what
actually
happened
in
their
case,
they're
able
to
visit
with
someone
outside
of
the
building,
the
liaison
is
also
responsible
for
any
other
agencies.
Whether
or
not
someone
is
in
a
penal
institution
are
there
in
District
Court,
they
have
a
direct
contact
to
the
community
service.
I
mean
the
community
relations
coordinator,
they're
able
to
resolve
cases.
I
Often
people
are
at
a
stopping
point
when
they're
in
when
they're
incarcerated,
they're
not
able
to
go
to
a
lower
level
of
care.
So
the
community
relations
coordinator
is
responsible
for
coordinating
those
efforts
with
the
municipal
councillors
office
also
as
well.
That
position
does
community
outreach
in
our
community
breaking
down
those
barriers,
so
people
can
come
in
and
resolve
their
cases
that
they
have
with
Municipal
Court.
Also,
you
know
not
putting
a
burden
on
that
jail
contract
also
as
well,
so
helping
people
make
informed
decisions
about
their
cases.
Thank.
A
J
We
do
have
a
contingency
in
the
general
fund.
Our
contingency
levels,
about
1.6
5%
is
what
we've
got
in
the
general
fund
of
our
total
general
fund
budget.
Our
goal
is
to
have
that
at
2%,
so
we're
below
our
expected
level,
but
we
could
reduce
that
contingency
to
fund
this
position
if
we
needed
to
so.
A
I
C
C
K
I
mean
it
seems,
is
it
a
fair
contention
that
if
you
help
people
with
the
language
barrier,
if
you
help
them
be
comfortable
in
the
system,
they're
less
likely
to
leave
you're
more
able
to
work
out
payment
plans
or
keep
them
in
the
system
and
actually
get
them
to
pay
their
fine.
So
there
could
be
some
offset
of
the
cost
by
increasing
I
mean
not
by
increasing
revenue
generating
generation.
It's
about
customer
service,
but
a
consequence
is
going
to
be.
K
E
A
E
A
To
enter
a
new
executive
session,
we
would
require
a
motion
and
a
vote
move.
This
item
into
executive
session
got
a
motion
and
a
second
seeing
any
no
discussion
will
cast
their
votes
passes
unanimously.
We
will
handle
that
at
the
end
of
the
other
business
we
now
have
items
from
Council,
councilman,
Greiner.