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From YouTube: The Oklahoma City City Council on Tuesday, May 1, 2018
Description
The Oklahoma City City Council on Tuesday, May 1, 2018, meeting as the Finance Committee to work on the 2018-2019 budget. Presentations include:
5:45 - Budget Overview
28:46 - Public Works
55:49 - Public Transportation & Parking
1:31:23 - Development Services
A
B
Please
stand
father.
We
thank
you
for
this
opportunity
to
come
together
as
citizens
of
Oklahoma
City,
to
look
at
the
future
to
see
what
resources
will
have
provided
to
us.
What
services
our
people
need,
give
us
wisdom
as
we
make
these
decisions,
that
the
decisions
that
are
made
would
bring
glory
to
you
and
would
be
pertinent
to
the
lives
of
our
people
to
increase
their
quality
of
life.
Thank
you
for
our
new
mayor,
give
him
special
wisdom
in
this
first
budget
cycle
for
it's
in
Jesus
name.
We
pray,
amen.
A
D
E
So
I'm
pleased
to
be
here
this
morning
prevent
a
brief
overview
of
the
budget
before
you,
but
before
I
begin
I'd
like
to
thank
my
team
from
the
Office
of
Management
and
Budget
that
helped
prepare
the
budget,
and
so
if
y'all
would
stand
up,
I
have
a
specialist
Susan,
cruda,
Erica,
Vander,
siphon
Laurie
heard
and
Lindsey
Baird
and
an
analyst
Marcus
Johnson
Jacob
who's,
Dustin,
Henry
and
then
Mitchell
Massey
is
helping
me
here
with
the
computer.
Jimmy
just
talked
about
the
resolution,
the
resolution
and
then
we'll
talk
about
by.
A
E
In
other
said,
departments
on
June
5th
will
be
budget
adoption,
and
so
we
have
to
set
that
schedule
so
that
we
have
those
hearings
identified.
There
will
be
publication
in
newspaper
related
to
the
budget
so
that
we
follow
all
the
guidelines
of
the
municipal
budget
Act
in
terms
of
timing
of
when
things
have
to
be
noticed
and
voted
on.
That's
yeah.
D
And
so
basically,
we
do
this
over
four
different
meetings
to
get
this
all
that
out
in
a
minute,
Doug's
going
to
come
back
and
give
us
an
overview
of
the
budget
and
three
departments
today
and
we'll
do
three
or
four
departments
in
two
weeks
for
two
weeks
for
two
weeks
and
then
three
two
weeks
later
and
then
finally,
the
adoption
of
the
budget
the
first
week
of
June-
and
that
gives
us
a
little
bit
of
time.
If
something
happens,
and
we
want
to
make
some
changes
or
something
along
those
lines.
D
A
Okay,
well,
thank
you
and
that's
on
the
resolution.
Is
there
any
yet
we
had
a
motion
in
a
second.
Is
there
any
other
discussion?
If
not
we'll
cast
our
votes
resolution
is
adopted
unanimously.
We
also
have
item
four
be
entering
into
executive
session
to
discuss
collective
bargaining
negotiations
with
our
different
employee
groups.
Police,
fire
and
apps
me
we'll
need
a
vote
to
enter
in
the
executive
session.
A
We
have
a
motion
in
a
second
and
in
discussion.
Seeing
none
cast
your
votes
passes
unanimously.
We
will
do
that
at
the
conclusion
near
the
conclusion.
After
citizens
to
be
heard,
we
will
now
recess
our
council
meeting
and
convene
as
the
Finance
Committee
and
mr.
couch
I
will
kind
of
turn
it
over
to
you.
We're.
D
Pleased
to
present
the
budget
this
year,
the
economy
is
a
little
better.
We've
got
a
quarter
cent
sales
tax
that
we
didn't
have
in
the
past,
so
we've
got
some
opportunities.
Although
most
of
the
quarter
cent
sales
tax,
we
did
appropriate
mid-year
budget
with
the
and
dedicated
that
to
a
police
and
fire.
That's
gonna
give
us
an
overview
yeah,
so.
E
As
we
look
at
the
budget
here,
the
overall
budget
totals
one
billion
five
hundred
sixty
three
point:
nine
million
dollars
and
what
we
see
it
was
as
we
look
at
the
various
categories
is
some
very
different
growth
rates
you
can
see.
The
general
fund
is
up
over
ten
percent
to
four
hundred
and
sixty
million
dollars.
This
is
again,
as
mr.
E
couch
mentioned,
the
quarter
cent
sales
tax
increase
for
the
best
part
of
the
better
streets,
safer
city
initiative,
that'll
be
in
place
for
the
full
year
as
well
as
we've
had
better
than
expected
sales
tax
growth
in
this
year
that
we're
building
off
of
into
next
year.
Our
other
operating
funds
are
only
up
by
0.4
percent,
at
241
million,
there's
really
a
number
of
ups
and
downs,
and
as
the
different
departments
talk
about
their
budgets,
we'll
get
a
little
more
information
on
those.
So
I
won't
go
into
a
lot
of
detail
about
that
right.
E
Now,
our
non
operating
funds
are
up
significantly
and
again.
The
better
street,
safer
city
sales
and
use
tax
are
really
a
big
piece
of
that
change.
Together,
they
add
over
one
hundred
and
twenty
five
million
dollars
to
the
budget.
At
the
same
time,
the
budget
for
the
maps
three
fund
is
only
down
by
eleven
million
dollars
again
they've
been
storing
up
cash
as
we've
been
going
into
these
big
projects
over
the
next
couple
years.
E
They'll
be
spending
significant
amounts
of
that
down,
but
at
this
point
for
the
FY
19
budget,
there's
really
not
much
of
a
change
in
maps
three,
so
that's
still
up
high
and
now
we're
adding
on
the
better
streets,
safer
city.
It
takes
us
to
a
significantly
higher
budget
over
the
next
few
years.
You'll
see
that
change
dramatically.
That's
one
of
the
reasons
we
break
out
the
non
operating
funds
from
operating,
because,
as
we
build
up
that
cash
for
those
projects
that
can
kind
of
distort
the
budget
a
little
bit
so.
D
If
you
figure,
we've
got
all
this
money,
bang
from
apps
three
and
we
haven't
spayed
anything
on
the
convention
center,
yet
we've
only
spent
probably
less
than
after
the
park.
We
probably
spent
two
thirds
of
the
streetcar
at
this
point
in
time,
so
we've
got
all
that
cash
or
that
will
not
be
in
the
budget
next
year,
or
some
of
it
will
be
for
the
Convention
Center
Hotel.
E
We
look
at
some
of
the
significant
changes
in
the
budget.
Our
total
number
of
positions,
it's
4803,
that's
an
increase
of
36
from
our
amended
FY
18.
As
mr.
couch
mentioned,
we
amended
the
budget
halfway
through
the
year
to
take
into
account
that
extra
quarter,
cent
added
the
positions
for
police
and
fire,
as
well
as
some
for
Public
Works
there.
E
So
some
of
the
other
significant
changes
that
we've
got
in
for
FY
19
is
the
city's
currently
in
negotiations
with
the
Civic
Center
Foundation
have
them
operate,
Civic
Center,
Music
Hall
that
will
result
in
the
reduction
of
27
positions
in
Parks
and
Recreation
Public
Works
is
bringing
utility
cut,
repairs
in-house
rather
than
contracting
that
service
out.
That
adds
12
positions
for
that
responsibility,
as
well
as
five
positions
they're,
adding
to
support
the
better
streets,
safer
city
sales,
tax
and
bond
projects.
E
As
we
look
at
development
services,
they've
added
ten
new
positions
in
their
various
service
areas
through
the
increase
in
occupational
taxes
that
will
accompany
the
state
changes
in
liquor,
laws
that
will
be
taking
effect
later
this
year.
Airports
is
adding
seven
positions
in
various
areas.
Parks
and
Recreation
will
adding
a
couple
of
positions
for
trail,
maintenance
and
two
for
field
maintenance
at
Lightning,
Creek,
Wiley,
Post,
Stars
and
Stripes,
and
in
stars
and
stripes
apart,
some
other
significant
additions
that
again
will
be
addressed
today
by
some
of
the
department's
presenting
them.
E
Public
transportation
and
parking
will
begin
streak.
We've
got
funding
in
to
begin
streetcar
operations.
We've
got
Sunday
bus
service
added
in
as
well
as
an
enhancement
to
night
service,
with
the
addition
of
route
22
under
Parks
and
Recreation
through
a
transfer
to
the
Economic.
Development
trust
will
be
funding
the
beginning
of
the
scissortail
Park
operations
and,
as
we
mentioned,
police
and
fire
have
a
full
year
of
funding
for
the
hundred
and
eighty
nine
positions
that
were
funded
under
the
better
streets.
Safer
city
quarter
cent
sales
tax
in
the
general
fund.
E
So,
as
we
look
at
the
position
changes
over
the
last
several
years,
you
can
kind
of
see
our
ups
and
downs
that
have
happened
with
the
economy
and
I've
shown
on
here
where
we
started
a
year
ago.
At
this
point,
and
when
last
when
I
introduced
the
FY
18
budget
last
year,
we
were
looking
at
four
thousand
six
hundred
and
forty
two
positions.
But
again
with
that
quarter
cent
sales
tax
that
was
adopted
by
citizens.
E
We
were
able
to
add
in
a
hundred
and
twenty
positions
for
police
and
fire,
as
well
as
unfund
69
positions
that
had
been
frozen.
So
when
you
see
that
FY
18
number
with
the
asterisk
four
thousand
seven
hundred
sixty
seven,
that's
the
amended
total
for
FY
18.
Our
FY
19
budget
is
an
increase
of
36
from
that.
So
our
budget
process
is
just
one
of
the
key
pieces
of
our
strategic
planning
process.
I've
gone
through
this
diagram
in
years
past,
but
you
can
see
we
begin
with
the
citizens
survey.
E
That's
again
going
to
be
done
this
summer.
It
helps
inform
council
priorities
which
in
turn,
give
direction
to
departments
as
they
prepare
their
strategic
business
plan
and
then,
finally,
those
plans
guide
their
proposed
changes
to
the
budget
as
the
city
manager's
office
and
office
of
management
budget
work
together
to
put
together
the
proposed
budget
that
you
see
before
you.
Of
course,
as
we
go
through
the
year,
we
carry
out
the
activities
funded
in
the
budget,
we're
collecting
data
reporting
on
that
evaluating
our
progress,
making
decisions
that
what
we
need
to
do
going
forward.
E
So
with
that
in
mind,
I'd
like
to
kind
of
just
quickly
touch
on
the
seven
council
priorities
that
were
adopted
in
the
fall
of
2016
I'm,
not
going
to
read
through
all
of
those
but
again
you'll
notice.
In
the
budget
book,
we
use
those
little
icons
to
denote
the
areas
that
support
each
of
those
council
priorities.
So
as
we
look
at
our
revenue
now,
that's
really
the
driver
for
our
budget.
Again,
our
total
budget
overall
is
one
point:
five,
six
billion
dollars,
the
largest
recurring
revenue
source
is
taxes.
E
E
Forty
two
percent
is
taxes
and
when
we
look
at
the
total
budget
that
includes
property
taxes
in
the
debt
service
fund,
which
told
about
ninety
three
million
dollars
that
go
to
pay
off
our
general
obligation,
bonds
fees
and
charges
include
things
like
franchise
fees,
building
permits,
ambulance
membership
fees,
that's
fourteen
and
a
half
percent
transfers
income
from
the
trust
that
support
water,
wastewater,
solid
waste
and
airport
services
about
two
and
a
half
percent.
Other
revenue
includes
interest,
least
revenue
and
other
miscellaneous
sources
and
accounts
for
about
1.3
percent
of
our
revenue,
federal
grants.
E
Two
and
a
half
percent
of
our
total
budget
at
thirty
nine
point,
one
million
dollars
and
then
fund
balance
is
just
a
real,
significant
source.
This
year,
it's
a
it's
at
thirty
seven
point:
four
percent
of
the
total
five
hundred
eighty
three
million
dollars
and
again
because
Maps
three
is
so
significant.
We've
broken
that
out
separately
here
as
its
own
kind
of
slice
of
the
pie
at
twenty
eight
percent
or
four
hundred
thirty
seven
million
dollars.
Then
other
funds,
all
the
other
funds,
if
they're
fund
balance,
is
about
nine
point,
four
percent.
E
D
Just
out
for
a
second
and
again
operation,
rather,
the
operation
budget
is
basically
the
general
fund
with
the
public
safety
sales
tax
added
to
it
and
with
the
utilities
in
the
airports.
Those
are
all
operating
capital
operating
dollars,
but
not
part
of
the
general
fund.
So
it's
those
those
items
plus
the
general
fund,
it's
equal
to
seven
hundred
million.
That's.
E
Correct
in
taxes
are
the
primary
source
of
support
there
again
totaling
four
hundred
twenty
five
million
dollars
about
sixty
one
percent,
again:
sales
taxes,
I'm
Airi
driver
there
at
350,
four
million
dollars
fees
and
charges
account
for
about
26
percent
of
the
total
transfers.
In
again,
those
are
from
those
trusts
like
aqua.
The
airport
trust
totals
26
such
as
interest
is
just
a
minuscule
0.8%
of
total
fund
balance
accounts
for
the
remaining
two
point:
four
percent,
so
700
1
million
dollars,
is
the
total
for
operations.
E
If
we
focus
in
on
just
a
general
fund,
it's
four
hundred
and
sixty
million
dollars
and
again
it's
a
fairly
similar
makeup,
again,
sales
tax,
the
biggest
piece
at
fifty
five
and
a
half
percent,
and
then
other
taxes.
Thirteen
point
nine,
with
the
primary
one
they're
being
used
taxed,
we
have
franchise
fees
that
are
nine
point.
E
One
percent
of
total
come
from
utility
companies
that
pay
us
for
the
use
of
our
rights
of
way
fines,
total
twenty
point:
four
million
dollars
represent
four
point:
four
percent
of
the
general
fund
fees
and
charges
such
as
building
permits
administrative
charges,
those
sorts
of
things
make
up.
15.6
percent
of
total
and
then
other
revenue
again,
a
small
piece
at
one
point:
five
percent,
as
we
look
at
the
expenditures,
if
you
again,
we
look
at
all
the
the
total
one
point:
five,
six
billion
dollars
and
using
the
categories
defined
in
the
municipal
budget
act.
E
Normally
personal
services
is
our
largest
category
in
our
people,
but
again
because
of
the
balance,
that's
in
the
maps
three
budget,
we've
split
that
out,
but
capital
when
you
combine
Maps
three
and
other
capital
is
over
forty
one
percent
and
is
our
largest
piece
of
the
budget
and
in
total.
Now,
if
we
look
at
those
operating
funds
that
really
drive
what
citizens
see
is
the
services
they
see
every
day,
personal
services
becomes
the
vast
majority
of
that
at
70.5%
it
just
it
takes
people
to
provide
operations.
E
They're
zeroing
in
on
the
general
fund,
again
by
category
personal
services,
become
just
a
little
bit
bigger
at
seventy
two
percent.
You
can
see
the
other
categories
there.
I
would
note
that
you
won't
see
capital
listed
as
a
general
fund
expenditure.
We
do
fund
five
point:
seven:
five
million
dollars
as
a
transfer
to
the
capital
improvement
projects
fund
that
we'll
use
for
building
and
fleet
replacement
in
the
general
fund,
but
that's
as
a
transfer.
So
that's
in
our
transfers.
Category
again,
five
point:
seven:
five
million
dollars
to
support
capital
maintenance
of
our
facilities.
E
As
we
look
at
the
general
fund
by
service
area.
In
broad
terms,
you
can
see
where
our
general
fund
dollars
get
spent
general
public
safety,
64
percent
general
government
comes
in
at
8.2
percent
and
that's
because
all
general
government
for
the
City
of
Oakland
city
is
funded
through
the
general
fund.
It
has
no
other
source,
no
personnel,
finance
city,
manager's
office.
Those
kinds
of
things
are
funded
in
the
general
fund.
E
Public
services
is
the
second
largest
category
to
18.4%,
includes
Public
Works
development
services
and
planning,
and
finally,
culture
and
recreation
that
general
fund
is
made
up
of
Parks
and
Recreation
Department
and
the
cost
for
operating
a
Cox,
Convention,
Center
and
Chesapeake
Energy
Arena.
So
when
we
developed
the
budget
each
year,
we
there
are
standards
and
best
practices
we
follow.
We
follow
the
oklahoma
state
law,
the
municipal
budget
act
and
no,
as
I
go
through
the
budget
book
I'll
show
you
the
sections
that
specifically
address
the
the
requirements
in
the
municipal
budget
act.
E
The
government
finance,
Officers
Association
operates
the
distinguished
budget
presentation
award
that
recognizes
governments
that
follow
the
guidelines
established
by
the
National
Advisory
Council
on
state
and
local
budgeting
and
G
fos
best
practices
on
budgeting.
In
each
year.
We
submit
our
budget
to
be
reviewed
by
GFO
a
and
peer
reviewers
to
make
sure
we
meet
those
practices
and
I'm
pleased
to
tell
you
that
again.
E
Last
year
we
received
that
award
for
the
32nd
or
31st
year
in
for
FY
18
and
I
would
note
that
last
year,
only
for
other
jurisdictions
in
Oklahoma
received
the
distinguished
budget
presentation
award.
So
we're
trying
to
make
sure
that
we're
following
best
practices
when
we
develop
the
book
so
just
to
kind
of
take
a
just
a
moment
to
kind
of
walk
through
the
book
that
you
have
before
you.
E
Section
B
is
our
financial
summaries,
which
kind
of
gives
a
nice
some
nice
detail
on
our
revenue
and
expenditure
overviews
and
some
information
there,
as
well
as
an
excerpt
from
our
five-year
forecast
that
was
presented
back
in
February,
section
c,
departmental
budgets
is
what
the
department's
will
be
really
talking
about
again.
This
is
the
the
the
funds
that
are
available
to
them,
the
that
they
have
to
provide
services
to
our
citizens.
E
Section
D
is
our
fun
summary
section:
that's
what
really
is
going
to
be
adopted
at
the
end
of
this
process
in
June
you'll
see
on
each
of
these
funds.
We
show
the
the
revenue
expected
to
be
received,
the
expenditures
by
department,
as
well
as
those
categories
that
the
municipal
budget
Act
spells
out
of
personal
services,
other
services
and
charges
supplies
capital
and
transfers,
and
then
we
have
a
little
information
about
each
fund
here.
E
In
the
budget
book,
section
e
provides
an
overview
of
our
capital
that
we
have
in
each
of
the
different
funds
and
what
projects
are
expected
to
be
worked
on
and
completed
next
year
and
then,
finally,
our
appendix
in
this,
this
first
volume
is
provides
our
policies
and
appendix
and
our
statement
of
compliance
with
our
policies
as
well.
And
this
is
the
second
year
in
a
row
that
we've
done
a
second
volume.
This
smaller
one
that
looks
at
performance,
and
so
this
is
again
department
by
department.
E
Looking
at
the
issues
that
they've
identified,
as
well
as
the
performance
measures
that
they're
tracking
to
make
sure
they're
delivering
citizens
that
to
the
citizens,
the
services
they
expect
and
in
a
good
way,
and
so
any
way
that
if
you
have
questions
about
how
the
budget
book
is
arranged
or
the
details
that
are
in
there
be
happy
to
talk
about
that.
As
we
mentioned,
we
have
presentations
today.
The
development
services,
public
works,
public
transportation
and
parking
will
be
going
in
two
weeks:
police,
fire,
IT
and
courts,
and
then,
in
four
weeks,
airports,
parks
and
utilities.
E
E
We've
been
working
with
our
public
information
office,
we
have
that
they
have
the
documents
we'll
have
those
out
later
at
OKC,
gov,
that's
correct
right
and
we've
got
them
in
smaller
chunks,
so
you
don't
have
to
download
the
600
pages
at
once.
You
can
kind
of
pick
your
department
or
that
sort
of
thing
we
used
to
have
it
as
one
document
it'd.
Take
you
about
three
or
four
minutes
for
it
to
download
so
police.
Here.
A
To
get
to
you
know
I've
recently
come
from
the
capital
and
I
just
have
to
say.
The
contrast
in
you
know,
preparation
just
in
the
first
ten
minutes
of
your
prep
of
your
presentation
is
pretty
jarring
from
what
we
receive
at
state
capital
in
a
good
way.
Your
this
is
fantastic.
I
appreciate
that
I
think.
F
F
E
F
That
just
seems
surprising
to
me:
that's
so
little
I
mean
I
know.
20
million
is
a
large
amount
of
money,
but
so
that
means
because
we
pay
our
various
contractors
on
a
percentage
of
completion
basis
as
they
complete
certain
tasks
of
the
projects,
so
we're
anticipating
only
20
million
dollars
worth
of
projects
to
become
the.
E
Only
other
thing
that
could
that
could
be
going
on
there.
Yes,
this
was
our
original
budget
for
sales.
Tax
sales
tax
came
in
better
than
expected,
so
we
would
have
had
higher
revenue
than
what
was
point.
This
was
our
budget.
This
was
our
expectation
for
budget
of
453
million
dollars.
Mm-Hmm,
so
I'd
have
to
go
back
and
look
and
see
what
we
actually
ended
up
with.
We
may
have
ended
up
with
higher
revenue
than
that
which
would
allow
for
a
higher
level
of
expenses
than
that
20
million
dollars.
Okay,
so.
F
E
Let
me
make
sure
so
I'm,
not
an
accountant,
so
let
me
make
sure
I'm
understanding
you
correctly
when
we,
when
we
buy
capital
like
you're,
talk
about
a
fixed
asset
like
let's
say
the
Convention
Center
yes
completed,
that
will
be
purchased
in
the
Maps
3
sales
tax
fund
as
my
understanding
and
will
be
an
asset
of
that
fund.
Yeah.
F
E
H
It's
an
asset
as
the
cash
when
we
have
that
Bravo,
even
within
the
Maps
fund.
It's
not
when
we
have
the
Maps
for
kids.
That
was
a
trust
as
a
separate
trust.
Probably
we'd
have
to
move
assets
there
with
this,
it's
all
within
the
city,
so
as
cash
in
the
Maps
fund,
it's
an
asset
as
once
we
make
the
purchase
and
we
own
the
asset.
It's
still
just
a
city
asset,
so
in
both
cases
or
city
assets,
correct.
F
E
If
I
could
have
you
turn
to
page
d,
39
uh-huh
d
39
is
where
we
do
each
section
D
is
each
fund
okay,
and
we
do
the
revenues
and
expenses
as
well
as
use
of
fund
balance.
Okay
fund.
That
D
is
in
dog,
yes,
d
39.
So
this
is
the
maps
three
sales
tax
and
what
you
can
see
is
even
though
the
budget,
the
budget
for
fund
balance
for
FY
18,
was
three
hundred
and
eighty
three
million
dollars.
We
actually
ended
up
with
a
whole
larger
fund
balance
than
we
expected.
E
You
can
see
down
at
the
bottom
of
that
middle
column.
Four
hundred
and
thirty-four
million
246
one.
Eighty
seven
was
the
actual
balance
at
the
beginning
of
the
year,
so
we
actually
had
a
higher
balance
at
the
beginning
of
the
year
than
what
we
budgeted
for,
and
you
can
see
that
during
the
course
of
the
year
we
actually
added
three
million
dollars
to
budget
is
there
to
the
fund.
Balance
is
the
expectation
which
means
if
we
brought
in
sixty
six
million
dollars
worth
of
sales
tax
and
three
million
dollars
worth
of
interest.
E
F
E
And
what
we've
done
is
we've
given
them
budget
so
that
they
can
encumber
or
obligate
all
the
money
that's
available,
whether
they
end
up
doing
that
or
not
will
depend
on
the
you
know,
schedule
for
awarding
the
various
contracts,
but
from
our
perspective,
when
it's
encumbered
when
we
enter
into
in
a
contract
like
say
for
the
Convention
Center,
well,
that's
awarded
those
200
million
dollars
or
so
will
be
in
essence,
spoken
for
and
no
longer
available
to
spend.
Yes,.
I
D
J
E
F
E
Yep
here
we
go
on
page
F
14,
so
the
primary
focus
for
our
investment
when
we
invest
is
safety,
so
safety
is
the
most
important
rule.
Second,
is
liquidity
that's
available
to
pay
bills
and
then
return
on
investment
is
the
final
priority
in
terms
of
trying
to
get
a
good
return
on
our
investment.
So
it's
primarily
in
government
securities,
I'm
sure
this
city,
treasurer
Bob,
pond
killer,
could
talk
more
about
it,
but
they're
very
safe
investments
against
safety
being
the
priority.
F
E
Yeah
and
the
Downs,
especially
things
in
like
the
maps
where
the
money's
available
its
invested
for
longer
terms,
so
that
may
have
been
invested
a
year
or
more
ago
where,
where
it
may
have
been
at
a
lower
interest
rate
at
that
time,
and
generally
we
buy
and
hold
our
investments.
We
don't
normally
try
to
sell
in
time
the
market
or
that
sort
of
thing,
so
that
may
be
entering
into
that
also.
K
Thank
You
Marion
Council,
as
we
get
started,
I
think,
is
one
of
the
things
that
you'll
see
probably
from
each
to
the
departments.
Is
it
takes
quite
a
few
staff
to
assemble
a
budget,
and
so
my
procession
goes
out
to
a
lot
of
the
Public
Works
staff.
We
had
involvement
through
all
of
our
divisions,
our
division
heads
Debbie
Miller,
who
is
our
assistant
director,
obviously
coordinated
a
lot
of
that
work
and
also
Johanna
McSpadden.
K
Our
business
manager
facilitated
a
lot
of
the
the
financial
work
and
then
Shannon
Cox
he's
not
here
with
us
today,
but
she
assembled
a
lot
of
the
presentation
materials.
So
again,
the
department
was
included
as
a
whole,
so
I
take
credit
for
the
department
that
just
realized
that
over
400
staff
you
know
had
some
sort
of
input
at
one
point
or
another.
K
So
I
mean
we
really
are
key
into
this,
and
so
all
the
things
that
we
do
on
a
daily
basis,
whether
it's
roads,
bridges,
drainage,
whether
it's
emergency
response
services,
I,
think
you're
going
to
find
all
of
those
things
really
at
the
core
of
the
budget.
This
year,
when
we
break
down
the
department
by
personnel,
we
are
made
up
of
seven
divisions.
K
What
you
saw
in
the
in
the
budget
previews
that
we
have
18
new
positions
and
I'll
outline
those
here
in
just
a
moment,
but
we
are
growing
from
391
to
I
proposed
409
positions.
Our
largest
is
our
streets
division
with
241.
Our
smallest
is
our
traffic
engineering
division
at
15.
But
again
we
service
all
those
different
areas
that
I've
already
described.
K
When
we
look
at
the
city
as
a
whole,
we
always
talk
about
how
big
the
city
is.
We
talk
about
the
620
square
miles
of
area,
but
this
slide
really
helps
outline
a
lot
of
those
other
features
of
the
city
that
sometimes
just
go
unnoticed
but
again
talked
about
the
size
when
we
talk
about
50
miles
of
drainage
channel,
when
we
talk
about
3,500,
almost
3,600
miles
of
streets
and
I
mentioned
that
you've
heard
me
discuss.
K
In
the
past,
we
had
over
8,000
Lane
miles
of
street
in
Oklahoma
City,
as
we
continue
forward
with
better
Street,
safer
city
and,
as
we
get
out
to
a
residence,
sometimes
there's
confusion.
What
a
lane
mile
is
versus
just
a
mile,
and
so
we
are
actually
starting
to
talk
about
miles
of
resurfacing,
whether
it's
a
two-lane
road
or
a
four-lane
road.
We're
actually
just
talking
about
those
linear
miles
now,
but
still
substantial
mileage
in
the
city.
Just
when
you
look
at
it
from
point
A
to
point
B,
we
have
over
12,000
traffic
signals
in
service.
K
We
have
over
765
signalized
intersections
and
over
50,000
traffic
control
signs.
So
these
would
just
be
street
markers.
Stop
signs
yield
signs
just
throughout
our
community.
This
is
the
seven
divisions
that
that
we're
going
to
go
through
today.
The
admin
engineering
field,
services,
project
management,
storm
water
quality
streets
and
also
our
traffic
management
needs
align
also
with
our
lines
of
businesses
that
are
in
the
strategic
business
plan.
K
Also
a
part
of
that
performance
monitoring
that
Doug
mentioned
just
earlier
there's
a
lot
of
information
on
this
slide,
but
this
really
is
at
the
core,
comparing
our
budget
last
year
to
the
proposed
budget
that
you're
receiving
this
year
for
consideration,
there
are
18
net
new
positions
that
are
included
so
in
the
very
first
column
this
was
last
year's
fiscal
year.
18
budget
you'll
see
the
total
positions
in
that
second
column.
K
That
third
and
fourth
column
are
the
proposed,
and
so
I'll
highlight
just
a
couple
of
these
changes,
as
we
kind
of
look
across
from
the
administration
at
the
top
there's,
actually
a
net
reduction
of
one
position
in
engineering,
we're
adding
for
this.
Four
positions
in
engineering
are
going
to
help
support
better
streets,
saver
City
and
the
project
management
needs
there
and
field
services
we're
adding
an
inspector.
This
is
going
to
help
make
sure
that
we're
doing
adequate
inspections
in
the
field
and
we're
actually
moving
the
Oklahoma
River
section
to
our
streets.
K
You'll
notice
that
there's
7
to
0.
We
are
not
eliminating
the
Oklahoma
River
program,
we're
simply
moving
those
positions
to
our
streets,
maintenance
division,
where
those
staff
were
already
residing.
When
we
look
at
project
management,
we're
adding
a
project
manager
for
the
bond
and
the
recently
passed
2017
bond
and
we're
not
proposing
any
changes
in
storm
water
quality
and
streets,
we
actually
have
a
significant
increase.
This
is
where
you've
noted
the
11
positions,
there's
actually
18
total
for
the
department,
but
the
streets
is
where
we're
growing.
K
The
largest
and
I'll
explain
that
in
just
a
moment
it
has
to
do
with
our
utility
cut
repair
change
that
we're
making
for
this
year.
So
we're
going
from
a
budget
of
nearly
130
million
to
245
million
I'm,
going
to
explain
the
difference.
The
thing
that
you're
going
to
see
the
biggest
jump
is
in
the
non
operating
or
capital
side
of
the
program,
and
that's
because
better
streets,
safer
city
is
now
part
of
the
departmental
budget.
K
So
bringing
those
new
revenues
into
the
department
are
showing
up
in
this
budget
this
year
for
a
total
of
two
hundred
and
forty
five
million,
we
do
have
some
major
budget
changes
and
so
I've
mentioned
just
a
few
of
those,
but
to
be
a
little
more
specific,
and
this
is
going
to
be
found
on
page
C,
157
it'll
summarize
those
our
departmental
budget
actually
begins
on
page
C
155,
but
on
C
157.
This
is
a
summary.
K
When
we
look
at
this
in
in
a
breakdown
that
you'll
find
here,
this
is
the
total
departmental
budget,
245
million
you'll
notice,
the
large
green
area
and
that'd
course
includes
all
of
the
non
operating
or
that
capital
portion
of
the
program
that
192
million
it's
about
80
percent
of
our
total,
but
it
kind
of
skews
because
again
when
we
look
at
the
operating
in
the
operating
is
about
53
million.
Those
are
the
other
colors
that
you
see
here
at
the
right
side
of
the
drawing
so
I'm
going
to
jump
to
this
next
slide.
K
This
is
just
the
operating
portion.
So,
if
you
take
away
the
better
streets,
a
for
city
portion,
you
take
away
the
other
capital
and
you
look
at
just
operations
and
personnel.
This
is
what
our
budget
looks
like
at
53
million
dollars
streets
you'll
see
at
again
it's
about
half
about
50%
of
the
total
departmental
budget
that
they
also
have
about
half
of
our
employees,
and
so
that
aligns
very
well
but
you'll
see
we're
now
covered
in
the
other
divisions.
It
ministration
is
about
16%
engineering
at
8%
field
services
at
8%.
K
C
K
K
We
do
have
some
vacancies
that
we're
working
on
we're
having
to
work
a
lot
closer
with
personnel,
making
sure
that
the
advertisements
that
are
going
out
to
generate
that
interest
that
we're
getting
candidates
that
are
qualified
but
I
expect
that
we're
not
going
to
have
oh,
hopefully,
too
much
trouble
this
year
is
we
have
a
lot
of
needs
in
the
department
this
year,
but
we're
working
closely
the
personnel
to
make
that
happen.
Thank.
C
K
This
next
series
of
slides
we're
going
to
go
through
the
seven
divisions,
and
this
will
help
break
down
what
each
of
those
divisions
do
and
how
much
that
we
have
resources
for
each
engineering
engineering
is
is
the
division
that
is
responsible
for
the
drainage,
the
technical
review
and
the
paving
engineering.
When
we
talk
about
technical
review,
this
isn't
just
our
city
projects.
This
is
also
all
the
private
work
that
occurs
in
the
city
in
the
right-of-way.
K
So
every
time
you
see
a
site
going
up
whether
it's
a
a
new
sprouts
neighborhood
market,
whether
it's
7/11
or
a
Walmart,
and
we're
looking
at
those
plans
and
the
staff.
That's
included
here
at
four
point.
Four
million
in
24
positions
is
part
of
that
delivery.
We
are,
we
had
already
increased
in
the
mid-year,
so
you
meant
you
have
heard
Doug
mentioned.
We
actually
did
a
mid-year
budget.
We
increased
two
positions
in
the
mid-year
for
project
management,
there's
three
additional
positions
and
also
two
million
added
for
base
repair
contracts.
K
Those
are
the
street
repair
contracts
that
we
have
to
service
the
city
as
a
part
of
this
division
that
we've
managed
in
fiscal
year.
19,
when
we
look
at
field
services
feel
services,
primary
responsibilities
are
the
inspections
in
the
right-of-way,
so
when
the
work
is
actually
taking
place,
not
just
that
planner
of
you
are
making
sure
that
things
are
meeting
city,
ordinances
and
codes,
but
making
sure
that
the
contractors
are
meeting
specific
city
standards.
This
is
the
division
of
50
funded
at
4.4
million
dollars
to
do
just
that.
Work.
K
We're
adding
an
inspector
to
this
division
this
year,
just
to
help
maintain
and
keep
up
with
the
existing
workload
project
management,
budget
of
3.6
million
31
positions.
This
is
the
this
is
the
group
that
manages
the
building
and
all
the
infrastructure
type
projects
that
are
out
of
the
Public
Works
Department.
It
also
includes
AE
contract
negotiations
contractor
pre-qualifications,
insuring
that
the
contractor
is
also
working
for
the
city
or
qualified
we're
adding
two
positions
for
fiscal
year
19.
K
K
So
you're
gonna
start
to
see
that
dark
blue
portion
of
this
graph,
as
we
start
to
track
this
progress,
increasing
you're,
also
going
to
start
seeing
that
sales
tax,
the
lighter
blue
starting
the
stack
on
top
of
those
and
again
this
is
in
support
of
the
need
for
additional
project
management.
Also,
the
additional
need
for
inspectors
in
the
city
is
we
increase
that
workload,
most
of
which
is
going
to
be
on
our
city
streets?
K
So
bond
is
more
than
just
streets,
it's
obviously
the
parks
and
all
of
the
other
improvements
that
we
do
with
with
with
the
bond,
but
in
the
better
street
saver
city
is
predominantly
streets.
Sidewalks
trails,
bike
lanes
and
Street
scapes
moving
to
stormwater
quality
I
think
this
is
a
program
that
provides
a
tremendous
amount
of
service
to
Oklahoma
City
and
a
lot
of
things.
We
don't.
Probably
some
problems
just
realize
that
are
there
so
I'll
explain
those.
This
is
a
budget
of
3.3
million
28
positions.
Yes,
they
do
a
lot
of
environmental
characterizations.
K
This
is
our
special
collection
event
that
we
just
held
on
April
7th.
Of
course
this
was
our
final
snow
day
of
the
year,
so
our
turnout
was
a
little
bit
lower.
I
think
temperatures
were
were
hovering
around
25
degrees.
We
still
had
229
participants.
What
makes
the
special
collection
special
is
that
it?
K
This
is
our
household
hazardous
waste
facility
at
1621,
South,
Portland,
and
so,
if
you've
not
visited
this
facility-
and
it
is
open
Tuesday
through
Saturday-
and
it
does
have
a
drive
through
operations
so
that
you
never
have
to
leave
your
vehicle.
So
if
you
place
household
hazardous
waste
items
in
it's
a
very
quick
pickup,
which
you
see
here
on
the
right
side
of
this
photo,
it
is
free
for
Oklahoma
City
residents,
and
so
we
ask
that
they
just
bring
their
water.
Your
utility
bill
and
all
of
the
disposal
is
free.
K
Once
the
disposal
is
complete,
what
you
see
on
the
left-hand
side
there's
actually
a
storefront
to
our
facility
and
those
recyclables
that
were
say
unopened,
containers
of
paint,
pool
chemicals,
pesticides
and
things
you
can
actually
go
in
and
for
free,
take
a
number
of
items
if
you'll
simply
make
that
deposit,
when
you
are
doing
that
recycling
so
with
you've,
just
got
some
motor
oil.
After
changing
the
car,
you
want
to
walk
into
the
front
of
the
story.
K
I
mean
you
might
find
some
of
those
commonly
used
things
in
your
household
that
you
can
take
from
those
shelves
at
no
cost.
We
also
participate
with
8
other
cities,
Edmond
Village,
UConn,
Shawnee,
Moore,
El,
Reno,
war,
acres
and
Bethany.
That
also
participate
in
this
we're
keeping
a
lot
of
waste
out
of
the
metropolitan
area.
K
Last
year
we
collected
six
hundred
and
eighty
four
thousand
pounds
of
waste
just
in
household
hazardous
waste
in
Oklahoma,
City,
so
large
numbers
the
facility
is
very
active
and
obviously
a
part
of
our
stormwater
quality
program
and
then
to
round
out
stormwater
quality.
This
is
our
public
outreach
program.
I
think
I've
introduced
Wayne
drop
to
many
of
you
before,
but
Wayne
goes
into
our
our
Oklahoma
City
Public
Schools.
K
It's
obviously
a
big
part
of
our
program,
you'll
notice
here
on
the
on
the
side,
there's
a
number
of
workshops
that
are
also
held
there's
a
newsletter
that
goes
out
we're
also
active
on
social
media,
and
then
I
mentioned
the
household
hazardous
waste
event
as
well,
moving
to
streets,
traffic
and
drainage.
This
is
the
largest
of
the
divisions
in
Public
Works.
It's
also
the
one
with
the
most
changed
this
year:
streets,
drainage
and
traffic
operations.
Everything
from
signal
lights
to
Street
maintenance,
budget
of
twenty
six
point,
seven
million
and
two
hundred
and
forty
one
positions.
K
Now
we
are
adding
about
six
positions
this
year
and
that's
moving
those
River
crews
from,
but
basically
a
Public
Works
engineering
function
to
streets,
so
they're,
really
not
a
net
gain
of
positions,
but
that's
a
part
of
the
increase.
The
other
is
we're,
adding
a
position,
an
admin
to
assist
in
some
management
work,
and
this
would
be
a
management
specialist
position.
Eleven
positions
are
being
added
for
the
employees
that
are
gonna,
be
responsible
for
utility,
cut,
repair,
maintenance
and
I'm
going
to
elaborate
on
that
in
just
a
moment
and
then
one
additional
data
technician.
K
But
this
is
the
largest
growth
area
in
Public
Works
and
again,
we're
really
focused
on
streets,
better
streets,
safer
City,
the
customer
surveys
that
are
going
out
to
the
residents
and
finding
again
that
streets
becomes
and
maintains
a
number
one
priority.
So
we're
trying
to
address
that
the
best
we
can
this
next
year.
This
is
the
condition
of
city
streets,
and
this
is
that
PCI
index
that
we've
talked
about
the
pavement
condition
index,
and
so
we
are
increasing
the
PCI
and
have
been
for
a
number
of
years.
K
We
think
that
this
graph
is
going
to
dramatically
improve
this
and
next
year,
with
the
implementation
of
better
Street,
safer
City,
strictly
focusing
on
a
lot
of
street
resurfacing,
less
focus
on
Street,
widening
x',
but
again
we're
very
looking
to
make
this
a
dramatic
improvement
with
those
new
resources
being
made
available.
Our
current
average
of
all
city
streets
is
about
a
65
66.
Today,
Eric.
F
F
Well,
I'd
go
out
there
and
drive
it,
and
it's
really
not
that
bad.
There
might
be.
You
know
one
or
two
areas.
It
could
certainly
have
a
little
bit
of
improvement,
but
overall
the
cities,
the
streets,
pretty
nice
I,
was
thinking
if
we
could
somehow
create
a
video
that
would
indicate
the
different
types
of
streets
so
that
one
that
fell
into
a
category
of
a
site
below
sixty
PCI
could
be
shown.
F
You
know
in
this
video
one
that
might
be
in
the
seventy
PCI
category
and
one
in
the
eighty
percent
and
above
category
just
to
help
our
citizens
understand
that
we're
trying
to
prioritize
our
efforts
with
with
both
the
safer
streets,
as
well
as
our
bond
money
and
help
them
gain
a
better
understanding
that,
while
they
think
their
Street
may
be
in
this
repair
and
really
in
bad
shape,
comparatively
speaking,
it
may
not
be
that
bad
at
all.
So,
just
a
thought
that
if
your
group
could
somehow.
L
K
So
to
answer
both
questions,
I
think
yes,
I,
mean
I
think
we
can
work
on
a
document
that
we
could
get
available
to
our
residents
and
make
it
available
online.
That
will
help
better
understand
what
the
PCI
looks,
like
I
think
a
a
101
on
PCI,
something
like
that
right
earth.
But
yes,
we
we
have
the
data
available
and
we
can
look
to
see
how
how
well
we
can
make
that
available
online
at
data
OKC
gov
is
actually
a
number
of
GIS
based
information
layers
that
are
available
to
the
public
today.
K
So
anybody
that
goes
to
data
okay,
see
that
gov
I
need
to
double
check
to
see
if
the
PCI
is
one
of
those
layers
that's
available.
But
there
is
a
lot
of
information,
that's
there
and
we
can
absolutely
look
and
see
if
we
can
make
the
PCI
information
available
as
well,
where
you
could
look
at
your
own
individual
Street,
not
just
an
arterial,
Street
or
an
area.
You.
F
Might
even,
for
example,
you
know
how
the
police
vehicles
now
have
in
dash
cameras
have
a
vehicle
that
would
demonstrate
you
know.
As
the
cars
going
down
I
mean,
there's
certain
streets
that
really
fall
pretty
low,
like
Southwest
29th
parts
of
South,
West
59th
parts
of
I
240
service
road.
You
know
they
would
meet
one
criteria
but
really
in
many
of
our
residential
areas.
They're,
not
that
bad
and
when
I
try
to
explain
that
you
know.
Sometimes
it's
it
just
doesn't
seem
like
I'm,
very
convincing.
C
K
One
of
the
technological
advances
that
we're
actually
able
to
make
in
the
last
year
is
Public.
Works
did
procure
instrumentation,
that
is
on
one
of
our
city
vehicles
that
is
able
to
drive
city
streets
every
year
now,
and
that
includes
every
residential
street
and
every
arterial.
Previously
we're
only
able
to
do
arterioles
yearly
and
Residential's
every
other
year.
So
we
have
better
and
better
data.
Now
last
year
was
the
first
time
that
we're
actually
able
to
get
that
done.
So,
when
you
asked
the
question
about,
is
the
data
available?
K
So
again,
our
goal
is
to
increase
PCI's.
If
it's
been
happening
slowly
with
the
resources
available,
but
I
think
the
message
I
want
to
send
it's
with
better
Street
saver
city
and
the
support
of
our
citizens,
knowing
that
it's
also
a
number-one
priority
to
improve
city
streets,
we're
hoping
to
be
able
to
show
multi
point
gains
in
the
next
few
years.
K
K
A
67
is
going
to
be
a
street
that
that
has
probably
a
lot
of
cracking.
It
could
even
have
some
very
wide
cracking.
It
could
have
a
number
of
pothole
repairs
that
have
been
made
to
it,
but
what
you're
not
gonna
find
is
that
the
edges
are
all
broken
apart.
You're
not
gonna,
find
that
there's
deep
ruts
that
are
in
there
I'm
you're
gonna
find
a
drive,
that's
fairly
smooth,
except
for
the
occasional
bump.
But
it's
also
street
that
you
can
do
a
mill
and
an
overlay
on
very
quickly.
K
So
we
can
mill
off
two
or
three
inches
and
put
on
a
new
surface
streets
higher
than
that
we
can
use
a
product
called
micro
resurfacing,
which
is
a
much
thinner
overlay
and
sometimes
doesn't
require
milling
at
all,
because
the
cracks
are
very
tight
and
there's
very
few
repairs
as
we
get
to
numbers
under
50.
That
just
depends
on
the
street.
Sometimes
they
lead
to
complete
reconstruction,
meaning
the
entire
Street
almost
has
to
come
out,
and
the
entire
street
has
to
be
replaced.
K
There's
not
enough
material
there
to
save,
but
we
can
help
with
the
with
the
information.
I
think
that
we
were
just
discussing-
and
maybe
let
that
be
available
to
our
residents
as
well-
the
differences
in
each
and
it's
obviously
more
expensive
towards
reconstruction
and
less
expensive
toward
that
thin
layer
that
micro
resurfacing
as
well
Thanks
yeah.
So
the
department
also
does
utility
cut
repairs
and
I've
mentioned
this
just
earlier
in
the
presentation,
pothole
patching
and
rural
road
maintenance.
So
let
me
focus
just
a
little
bit
on
utility
cut
repair.
K
So
often
one
of
the
biggest
complaints
that
I
think
that
we
find-
and
this
is
something
that
utilities
and
Public
Works
strive
to
complete
more
more
quickly.
Is
that
repair
after
a
water
line
breaks
and
puts
a
hole
in
a
street
or
a
hole
in
a
yard
and
us
being
able
to
respond.
Traditionally
in
the
past,
we've
had
a
number
of
contractors
assisting
us
with
this,
but
one
of
the
advantages
that
we've
found
with
Public
Works
and
utilities
this
year
is
that
we
actually
share
the
same
work
order
system.
K
So
the
day
before,
when
utilities
has
made
a
number
of
line,
breaks,
repairs
and
they're
ready
now
for
street
resurfacing.
We
traditionally
have
temporarily
patched
those
streets
and
it
might
be
a
number
of
weeks.
Our
goal
is
to
actually
complete
those
80%
of
the
time
within
30
days
to
have
that
contractor,
make
those
repairs,
but
there's
a
lot
of
information,
that's
coming
out
of
a
city
system
and
then
going
into
contracting
with
the
ability
for
Public
Works
to
share
the
same
work
order
system.
K
We
can
actually
get
noticed
that
very
next
day
that
a
water
repair
had
been
made
and
we're
now
starting
to
set
some
new
targets
and
we're
hoping
to
be
well
under
that
30-day
current
target,
where
city
crews
are
out
making
that
repair
of
that
city
street
almost
immediately
I.
Don't
think
it's
something
that
we're
gonna
be
able
to
do
in
two
or
three
days,
but
we'd
like
to
see
that
go
well
under
four
weeks
into
maybe
like
two
or
three
weeks,
which
we
think
was
going
to
do
a
dramatic
improvement.
K
We
hope
that
it's
going
to
also
be
favored
on
the
citizens
survey
that
we're
actually
able
to
complete
these
repairs
more
timely.
We
can
eliminate
some
of
those
confusions
where
we
actually
get
that
temporary
pair.
It's
not
a
permanent
repair
and
it's
a
very
rough
spot
in
the
street,
eliminating
that,
because
we're
going
straight
to
the
permanent
repair
as
well
and
again,
this
is
going
to
be
supported
by
those
11
positions
in
Public,
Works
being
able
to
do
that
not
just
part
of
pothole
but
a
part
of
what
we're
gonna
call
utility
repair
cap
program.
K
This
is
some
pictures
of
the
pothole
repair,
I
think
which
we're
most
familiar
with.
We
do
average
about
80,000
potholes
a
year.
We've
not
had
a
lot
of
rain
this
year,
so
our
numbers
are
a
little
bit
down
we're
currently
sitting
around
43,000
I
know
the
years
not
over,
but
we
look
to
be
having
a
lesser
than
average
here,
which
is
always
good
news
when
it
comes
to
pothole
repair
and
again
on
the
right
side,
we
do
a
lot
of
rural
road
maintenance
and
so
in
Oklahoma
City.
K
Not
every
street
is
a
is
a
asphalt
street.
Not
every
street
is
a
concrete
Street,
and
so
we
do
maintain
a
number
of
miles
of
rural
roads
throughout
the
area.
This
is
the
80%
pothole
repairs
within
three
working
days
of
the
complaint.
This
is
just
the
the
tracking
of
that
average.
Again
as
we
talk
about
performance
monitoring,
we
look
at
this
number
very
closely
again
we're
a
little
bit
low
for
right
now.
K
We're
sitting
about
60%
within
three
days
about
our
target
is
80
we'll
make
adjustment,
but
again,
as
we
look
at
these
reports,
no
less
than
monthly.
This
is
where
we're
able
to
adjust
cruise
crew
sizes
and
things
to
make
sure
that
we're
providing
a
good
product
to
the
residents
of
Oklahoma,
City
traffic
signal
replacement
and
striping.
Again,
when
we
mentioned
all
the
750
signalized
intersections,
and
when
we
look
at
lane
striping
that
is
starting
to
be
missing
on
certain
streets,
we
do
have
the
equipment
operations.
K
Part
of
the
budget
does
include
the
cost
to
continually
upgrade
the
signals
and
also
additional
striping.
So
again,
these
are
just
some
of
the
services
provided
by
our
streets,
maintenance,
division
and
then
our
final
division
that
I'm
going
to
report
on
this
morning's
traffic
management.
It
is
our
small
list,
but
they
do
quite
a
bit
of
work
regarding
the
traffic
Commission.
The
approvals.
This
is
where
all
the
engineering
review
takes
place:
a
budget
of
1.6
million
and
15
positions.
K
So
when
we
look
at
fiscal
year,
19
we've
got
a
lot
of
work
ahead
for
Public
Works
and
we're
gonna
estimate
again
that
we're
going
to
complete
approximately
80,000
Popper
repairs.
We
have
about
77
miles
of
street
resurfacing.
There
are
a
few
widened
streets
as
well.
You
can
be
looking
at
about
20
new
miles
of
residential
sidewalk.
K
We
talked
about
those
plan
reviews
we're
expecting
about
500
plans
that
are
going
to
be
coming
in
for
technical
review
to
look
at
those
there's
a
lot
of
activity
and
a
lot
of
development
throughout
the
city,
I'm
keeping
our
office
very
busy,
there's
about
90
million
in
Geo
bonds
that
will
be
delivered
about
52
million
in
facilities.
One
of
those
projects
would
be
like
the
aasa'
Hall
of
Fame.
That's
currently
out
to
bid
in
preparing
for
construction.
K
This
summer
will
do
about
thirty-five
thousand
inspections
this
year
and
the
value
of
those
inspections
will
total
somewhere
around
300
million
dollars.
So
with
that
I'm
going
to
wrap
up
our
public
works
presentation
this
morning,
I
appreciate
opportunity
to
present
and
I
can
answer
any
questions
that
you
might
have.
N
N
You
can
see
the
weeknight
service
and
Sunday
service
service,
both
scored
very
high
in
the
minds
of
our
customers,
in
terms
of
what's
important
to
them
and
I'm
pleased
to
report
that
the
budget
that
is
proposed
this
morning
includes
both
a
incremental
enhancement
to
weeknight
service,
as
well
as
the
establishment
of
Sunday
service
and
we'll
get
into
a
little
bit
more
detail
on
that.
Of
course,
more
bus,
shelters
and
more
routes
also
scored
well
with
customer
priorities.
So
the
next
slide
here
is
a
picture
of
what
we
do.
N
We
are
very
optimistic
about
our
planning
efforts
for
bus,
rapid
transit
and
look
forward
to
keeping
council
updated
as
we
work
down
that
path
towards
our
Northwest
multimodal
corridor
plan
so
beginning
with
our
strategic
business
planning.
As
a
city
department,
we
go
through
the
the
city's
strategic
business
planning
process.
It's
a
very
structured
approach,
I'm
one
of
the
advantages
to
the
process.
Is
it
really
gets
departments
to
thinking
about
the
future
and
what
are
those
challenges?
N
N
Planning
efforts
so
with
state
of
good
repair,
state
of
good
repair,
really
is
maintaining
our
fleet
and
our
transit
assets,
as
well
as
our
parking
structures
as
it
as
it
says,
in
a
state
of
good
repair
and
in
this
particular
priority
we
typically
talk
about
the
condition
of
our
fixed
route
bus
fleet,
and
you
know
it's
really.
Only
two
years
ago
we
were
looking
at
the
the
fixed
route
bus
fleet,
and
we
had
you
know
thirty
percent
of
our
fleet,
that
was
past
useful
life.
N
We
were
writing
service
with
a
really
aged
fleet,
as,
as
you
know,
that
impacts
reliability,
that
impacts
maintenance
costs
and
so
I'm
pleased
to
report
that
today
we
have
no
buses
and
our
fixed
route
bus
fleet
that
are
passed
their
useful
life.
They
are
all
current
and
we
don't
have
planned
replacements
until
2021,
so
we're
really
in
good
shape
in
terms
of
our
fixed
route.
N
Bus
fleet,
hopefully,
you've
been
able
to
see
some
of
those
2016
and
2017
models
on
the
street
providing
service,
and
then
I'll
also
mention
that,
as
we've
replaced
those
buses,
we've
kept
with
the
Kotka
Board
of
Trustees
directive
to
transition
to
alternative
fuels.
So
we
have
a
newer
fleet
and
we
now
have
36%
of
our
fleet,
that
is
powered
by
alternative
fuels,
primarily
CNG
and
then
again.
N
Looking
ahead
looking
into
the
future,
our
next
bus
replacement
will
be
around
2021
and
that's
where
we'll
have
15
2009
model
buses
that
we'll
need
to
replace
and
again
I'm
pleased
to
report.
We
do
have
a
funding
plan
for
that
replacement.
Thanks
to
the
voter,
approved,
2017
Geo
bond
transit
proposition.
N
On
the
next
slide.
Here
is
a
couple
of
projects
we
have
on
the
parking
side
of
our
operations.
We
have
two
projects
that
we're
managing.
Now
one
is
just
about
to
wrap
up.
This
is
the
sensory
center
roof
replacement,
the
hella
Kline
section
of
the
garage.
Basically,
the
spiral
ramp
used
to
access
the
different
parking
decks,
the
roofs
on
both
of
those
hella
Cline's
we're
in
bad
shape,
needed
full
replacement.
You
look
at
the
top
left.
You
can
see
kind
of
underside
of
some
of
that
new
roof
decking
and
then
on
the
bottom
left.
N
You
can
see
an
aerial
view
of
that
new
roofing
material
is
installed
over
the
century,
Center
roof
there
on
the
right.
This
is
our
shared
and
Walker
parking
garage
improvement
project
and,
with
these
projects
on
the
sheraton,
walker
garage
you'll
be
able
to
notice
them
from
the
inside
and
from
the
outside,
and
so
the
types
of
things
that
we're
doing
to
that
garage
is
we're.
Repainting
most
of
the
painted
surfaces.
N
We
are
remodeling
the
elevator
cabs,
we're
restriping
the
garage,
we're
replacing
all
of
the
high
pressure
sodium
lights
with
LED
lighting,
we're
installing
some
canopies
on
the
outside
of
the
garage,
so
I
think
you're
really
going
to
be
pleased
with
that
project.
When
it's
complete
got
a
couple
of
photos
here,
just
to
show
you
kind
of
where
we're
at
in
terms
of
the
parking
deck
in
the
top
right.
This
is
one
of
the
completed
parking
decks.
N
You'll
notice,
the
newly
painted
surfaces,
the
striping
and
the
LED
lighting
same
thing
with
the
photo
of
the
stairwell
new
paint
lighting.
What
it
really
does
is
it
really
creates
with
the
LED
lighting
and
the
fresh
paint.
It
really
creates
a
better
feeling
of
safety
kind
of
a
better
feeling
of
openness
and
cleanliness
and
we're
optimistic
about
how
the
garage
the
project
is
going
to
turn
out
when
it's
completed
in
the
summer.
Jason.
N
The
project
should
be
wrapped
up
around
midsummer
and
that's
where
you'll
see
for
the
exterior
in
particular.
That's
where
you'll
see
the
canopies
on
both
the
North
and
South
elevator
towers,
kind
of
those
corners
you'll
notice.
We
opened
up
the
South
elevator
tower
there
with
a
additional
glass
partition
and
one
of
the
other
things
that
we're
doing
is
we're
installing
a
rather
large
lighted
public
parking
sign
and
really
that's
you
know,
that's
to
help
our
downtown
Parker's.
N
We're
surprised
by
how
often
people
don't
realize
that
the
parking
garages
that
are
available
they
can
park
in
right.
If
they're
not
used
to
coming
downtown
they're,
not
sure
about
parking
in
a
garage
we
want
to
make
sure
they
know.
We
have
plenty
of
public
parking,
so
midsummer
all
right.
Looking
at
our
next
department
issue,
this
is
the
issue
of
workforce
development.
N
Workforce
development
is
challenging
in
many
organizations,
specifically
attracting
and
retain
meaning
employees.
I
think
you
know,
Eric
mentioned
it
in
his
presentation
and
we
see
that
on
the
transit
side
and
that's
just
recruiting
folks
for
the
open
positions
that
we
have.
It's
particularly
difficult
in
the
bus
operator
category
because
of
the
different
shifts
that
bus
operators
work
and
some
of
the
demands
that
are
placed
on
their
schedule.
N
We
recently
worked
with
the
Transportation
Safety
Institute
and
hosted
a
course
for
transit
trainers,
and
so
we
had
several
of
our
staff
attend
that
we
also
had
some
people
in
from
California
Nevada
Texas
Missouri
Louisiana,
that
was
kind
of
a
common
theme,
was
just
the
difficulty
in
recruiting
and
retaining
bus
operators.
So
with
that
challenge
of
recruiting
individuals
to
our
workforce,
we
simply
are
we.
We
definitely
want
to
make
sure
once
we
have
recruited
them
that
we
retain
them,
and
so
how
are
we
doing
that?
N
Throughout
this
last
year,
we
conducted
five
different
employee
focus
groups
just
to
understand
what
our
employees
liked
and
appreciated
about
their
job?
What
are
some
challenges
that
they're
having
and
primarily
we
wanted
to
get
their
feedback
on
our
core
values.
As
a
management
team,
we've
developed
a
set
of
core
values
on
a
preliminary
basis.
We
wanted
to
make
sure
they
resonated
with
our
frontline
staff
and
that
any
suggestions
our
frontline
staff
had
for
our
core
values.
N
Those
were
incorporated
into
them
as
well,
so
the
focus
groups
were
one
thing
we
did:
we've
also
expanded
the
way
we
recruit.
We've
been
attending
some
job
fairs
and
in
terms
of
developing
our
employees,
we
conducted
over
71
training
classes
last
year
for
all
levels
of
staff,
but
primarily
bus
operators
and
mechanics.
One
of
the
things
I
would
like
to
mention.
Is
we
try
to
continue
to
diversify
our
training?
N
We
had
a
great
partnership
opportunity
this
year
with
the
Oklahoma
City
Police
Department,
where
they
came
out
and
actually
led
accident
investigation,
training
classes
for
us,
and
so
we
just
want
to
thank
them
for
their
efforts.
It
wasn't
that
they
just
came
out
once
and
did
a
class,
and
they
were
done.
They
made
multiple
trips
out
to
our
location,
to
make
sure
they
could
catch
all
the
people
that
needed
to
be,
as
the
different
shifts,
we're
changing
so
on
the
next
issue.
N
You
know
in
FY
15,
when
we
launched
that
night
service,
we
started
with
two
routes,
as
you'll
recall,
and
many
of
us
thought
you
know
how:
how
successful
is
this
going
to
be
with
just
two
routes
out
at
night?
Is
anybody
gonna
use
it
there's,
not
a
lot
of
connections?
Well,
what
we
saw
was
the
community
quickly
embraced
those
routes
we
added
two
more
again,
our
community
quickly
embraced
using
those
night
routes,
and
so
it's
actually,
you
know
one
of
our
fastest
growing
areas
of
ridership.
N
So
that's
what
we
mean
by
sustainable
growth
and
service
development
in
thinking
of
new
modes
there's,
obviously,
none
more
prevalent
than
Oklahoma
City
streetcar
and
as
the
operator
of
the
streetcar
we've
been
working
diligently
to
set
up
operations
and
I
have
some
images
on
the
slide
here
that
and
really
what
this
captures
is.
Although
we've
been
working
for
years
now
to
set
up
operations
visually,
you
can
tell
just
by
driving
the
route
that
it's
getting
closer
and
closer.
We've
had
the
delivery
of
the
first
vehicle.
Hopefully,
you've
seen
some
of
the
construction
of
the
shelters.
N
Some
of
the
information
pylons
are
are
being
installed,
and
so
the
probe
the
project
is
really
coming
together
and
we're
certainly
looking
forward
to
the
service
in
terms
of
major
milestones.
I
know,
I
did
a
presentation
on
this
to
council
and
details,
so
I
won't
spend
a
lot
of
time
on
this.
But
just
as
a
recap,
we
do
expect
to
begin
testing
on
the
B
Line
in
at
the
end
of
May.
N
So
if
you
get
questions
about,
when
are
we
actually
going
to
see
a
vehicle
on
the
track
and
being
tested
that
could
be
later
on
into
June,
but
some
of
those
clearances
with
the
route
or
are
very
tight?
They're
designed
to
be
so?
And
so
we
want
to
do
a
clearance
test
before
we
even
put
a
vehicle
out
there
and
then
just
in
case
you're
curious
about
the
picture.
N
C
Jason
talking
about
simulating
passengers,
thank
you
and
I.
Maybe
have
talked
about
this,
but
I've
had
some
citizens
say
when
we
begin
this
testing.
Let's
make
sure
that
people
either
know
that
we're
testing
or
figure
out
a
fun
way
to
make
it
look
like
they're
people
in
them
because
they're
you
know
there
is
a
group
of
people
that
are
likely
to
say
we
told
you.
Nobody
would
ever
ride
those
things
when
we're
driving
them
around
yeah.
N
N
N
Okay,
then
looking
at
sustainable
growth
and
service
development,
also,
as
I
mentioned,
I'm
pleased
to
report
that
the
proposed
budget
includes
bus
system
improvements.
Although
we
are
obviously
prioritizing
Oklahoma
City
streetcar
service,
we
don't
want
to
lose
sight
of
the
incremental
bus
system,
improvements
that
we
can
make
those
improvements
that
were
outlined
in
the
transit
system,
analysis
that
was
conducted
in
2013,
so
the
messages
we
continue
to
work
that
plan
in
the
addition
of
Route
22
to
our
night
service
lineup
is
evidence
of
that.
N
N
This
is
the
downtown
discovery
route
and
we're
going
to
route
through
areas
deep
deuce
area
along
up
north
along
Oklahoma
and
6th
Street,
and
the
idea
there
is
to
provide
some
transit
options
for
all
that
residential
development
that
we
see
in
that
area
of
downtown,
which
would
provide
a
direct
connection
to
the
streetcar
line.
So
we're
looking
forward
to
the
realignment
of
route
50
and
then
the
other
thing
that
we
don't
mention.
A
lot
is
with
the
addition,
particularly
of
route
22
at
night.
N
That
also
opens
up
paratransit
service
for
individuals
within
three-quarters
of
a
mile
of
that
route.
22
so
night
offerings
for
paratransit
will
also
be
expanded
and
then
probably
the
most
exciting
news
we
have
for
our
bus
system.
Improvements
is
the
addition
of
Sunday
service
and
again,
the
proposed
budget
includes
931
thousand
dollars
of
funding
to
establish
Sunday
service.
We'll
now
have
with
the
approval
of
the
budget
transit
service.
N
Seven
days
a
week
in
Oklahoma,
City
and
I'm,
proud
to
report
that
the
Sunday
service
that
we
are
looking
to
establish
is
consistent
with
what
we're
already
doing
on
Saturday.
So,
instead
of
an
incremental
approach
like
we
used
for
night
service,
sunday
will
basically
be
the
same
service.
We
have
on
Saturdays
over
17
of
our
bus
routes,
offering
one
hour
frequency
with
a
service
span
of
about
11
and
a
half
hours
per
day,
Jason.
C
Been
working
on
this
for
years
to
try
to
figure
out
how
to
accomplish
this
and
I
know
your
team
has
been-
and
you
know
when
you,
when
you
talk
about
going
back
to
15
already
that
we
were
beginning
to
add
night
service.
You
know
this
change
has
been
incremental,
but
every
time
you've
made
change,
it's
made
a
difference
and
we've
been
able
to
increase
ridership
and
do
all
the
things
we
wanted
to.
Larry
Larry's
been
talking
about
this
forever
and
former
councilman
Pete
White
working
on
it
as
well
and
I.
N
So
we're
looking
we're
looking
to
start
the
service,
basically
in
the
winter
of
the
of
this
fiscal
year,
so
you
know
looking
at
January
to
February
of
2019,
that's
typical
with
how
we
launch
new
service,
like
this.
It's
going
to
particularly
with
this
Sunday,
because
it's
going
to
be
a
big
challenge,
recruiting
those
additional
operators
to
provide
that
service
in
terms
of
publicity.
You
know
I'm
just
absolutely
confident
on
our
marketing
team's
ability
to
do
that.
They've
done
that
time
and
time
again,
it's
a
combination,
it's
social
media.
Sometimes
it's
radio
advertising!
N
A
Just
echo
what
what
Councilwoman
Salyer
said,
you
know
one
thing:
I've
noticed
in
the
kind
of
10
years
between
my
two
times
here.
My
two
stints
here
at
City
Hall
was
the
greatly
expanded
advocacy
for
bus
service
here
in
Oklahoma
City
and
that's
clearly
reflected
as
well
on
the
council
and
I
know
everybody's
very,
very
excited
about
this.
Congratulations
thank.
G
C
N
O
One
additional
comment:
can
we
go
back
to
that
slide?
Thank
you
for
making
sure
that
we
covered
different
portions
of
Oklahoma
City
this
looking.
We
definitely
cover
far-eastern
the
the
far
eastern
part
of
Oklahoma
City,
so
thank
you
so
23rd
northeast,
23rd
and
Coltrane
is
on
there
then
seeing
Martin,
Luther
King
going
there.
So
I
just
want
to
say
thank
you
for
making
sure
that
we
spray
at
this
7-day
service
across
the
city.
Thank.
N
You,
okay,
then
the
next
slide
here
is
just
to
look
at
our
ridership.
You
know
one
of
the
best
ways
to
gauge
whether
we're
growing
in
a
sustainable
fashion
is
our
ridership.
This
is
a
graph
of
our
riders
per
service
hour
indicated
by
the
line
graph
and
then
our
average
passengers
per
day
on
our
Monday
through
Friday
weekday
only
service
represented
by
the
bar
chart.
You
can
see
for
FY
18
or
at
about
ten
thousand
three
hundred
trips
per
day
on
average,
with
our
Monday
through
Friday
bus
service.
N
That
is
down
from
our
high
kind
of
our
record
high,
basically
in
FY
16,
but
still
ahead
of
what
our
ridership
was
in
FY
14
prior
to
really
launching
our
system
enhancements
on
the
next
slide
is
a
look
at
ridership
for
both
the
ferry
and
the
bike
share
transportation
services.
You
can
see
in
the
top
left
our
ridership
for
our
ferry
service.
With
our
most
recent
completed
fiscal
year
fy17
we
had
over
16,000
trips
on
the
ferry
service.
N
N
One
of
the
things
we
try
to
do
in
terms
of
community
relations
is
let
the
community
know
what
it
is
that
we're
doing.
Why
we're
making
decisions
really
just
trying
to
have
that
dialogue,
and
so
here's
some
examples
of
some
things
that
we
did
last
year
in
the
areas
of
public
engagement
over
on
the
left,
you
can
see
a
streetcar
can
unity
luncheon
that
we
attended.
N
We
were
invited
by
a
member
of
the
media
to
just
sit
down
at
a
restaurant
along
the
Oklahoma
City
streetcar
route
provides
some
some
answers
to
some
questions
that
some
various
stakeholders
had
and
really
just
an
educational
opportunity.
I'm
the
middle
picture
is
one
of
the
focus
groups
that
we
held
this
year
with
the
community.
N
As
part
of
our
fair
study,
we
basically
had
multiple
focus
groups
were
invited
different
people
from
the
community
to
really
help
us
understand
our
fare
structure
and
find
out
what
our
community
wanted
in
terms
of
a
streetcar
fare
and
transit
fares
and
then
on
the
bottom
or
I'm.
Sorry,
then,
on
the
right-hand
side
of
the
slide,
this
is
a
recent
round
of
community
meetings.
We
just
completed
where
the
service
changes
I've
mentioned,
such
as
route
22,
the
changes
throughout
50
establishing
the
streetcar
fare
and
the
Universal
transit
pass.
N
We
actually
had
five
community
meetings
throughout
the
city,
in
addition
to
a
formal
public
hearing
here
during
one
of
our
come
cut.
The
board
meetings
to
really
just
talk
to
the
community
about
those
changes
again.
So
there's
no
surprises
also
with
public
engagement.
Probably
our
most
highly
attended
public
engagement
event
was
the
streetcar
vehicle,
open
house.
I'm,
you
can
see
photos
there.
I
know
many
of
you
attended
that
event.
It
was
very,
very
exciting
to
see
the
community
come
out
and
in
those
kinds
of
numbers
really
just
to
look
at
the
vehicle.
N
So
we
can
imagine
what
opening
day
will
be
like
expect
it
to
be
much
more
than
that
and
we're
looking
forward
to
it.
Bus
shelter,
improvements,
I
know
is
a
priority
to
council.
It's
a
priority
to
the
cup,
a
Board
of
Trustees,
and
we
continue
to
address
improving
our
bus
stops.
It
doesn't
take
long
driving
one
of
our
bus
routes
to
notice
that
there
are
many
stop
locations
that
need
improvement.
N
N
In
addition
to
that,
we've
identified
40
eight
additional
locations
for
covered,
shelters,
24
of
those
locations
have
all
of
the
concrete
work
done,
whether
it
be
the
concrete
pad
the
sidewalk
extension,
the
curb
cut
whatever
is
required
to
make
a
media
accessible
that
that
work
is
done.
We
have
24
other
locations
where
that
work
is
in
progress
and
then
we're
optimistic
that
by
the
end
of
this
summer,
we'll
have
the
shelter's
installed
at
each
of
those
48
locations.
N
We
also
have
at
least
another
24
locations
that
we've
identified
once
we
get
these
48
done
so
we'll
just
continue
to
work
through
and
add
those
shelters,
as
we
can.
One
thing
again,
I
want
to
mention,
is
just
a
partnership
with
Public
Works.
They
have
been
just
a
tremendous
help
for
us
on
this
project.
In
fact,
they're
able
to
leverage
some
geo
bond
funds
to
help
with
some
of
the
concrete
work
cought
was
able
to
purchase
the
shelter,
and
so
obviously
that
that
makes
the
resources
go
a
lot
further
and
their
project
management
team.
N
Managing
the
construction
for
us
has
just
been
extremely
helpful.
Alright,
so
that
wraps
up
our
discussion
of
the
issues
and
kind
of
what
we're
doing
to
try
to
address
those
issues,
I
would
direct
you
to
our
budget
and
you
can
find
it
on
pages
C
145
in
the
budget
book
and
what
I'm
going
to
spend
just
on
the
next
three
slides
or
so.
This
is
our
overall
kapa
trust
budget
that
I'm
going
to
share
with
you.
N
So
it
varies
a
little
bit
from
what
you
see
in
the
budget
book,
because
that
is
the
city
portion
of
the
budget.
But
when
you
look
at
the
total
budget
required
for
parking
and
transit
services,
it's
just
over
forty
three
million
dollars
I'm.
You
can
see
that
the
bus
transit
makes
up
the
largest
portion
of
that
at
just
over
29
million
the
parking
budget.
N
Twenty
percent
of
the
overall
at
eight
point-
seven
million
the
streetcar
budget,
which
the
budget
does
include
the
completion
of
phase
two
of
streetcar
operations,
as
well
as
revenue
service
for
the
second
half
of
the
year
at
nine
percent
of
the
budget
or
four
million
dollars.
Our
Oklahoma
river
cruises
represent
two
percent
of
the
budget
at
just
under
a
mil
then
bike-share
at
223,000.
So
that's
our
as
a
expenditures.
That's
what's
required
to
provide
those
services
in
terms
of
funding
sources,
the
revenue
side
of
the
equation.
N
This
is
our
off
street
parking
revenue
and
it's
important
to
note
that,
as
you
know,
our
parking
system
is
completely
self-sufficient,
so
there's
no
general
fund
money
that
supports
the
parking
system.
In
fact,
you
can
see
there
that
1.2
million
of
the
revenue
comes
from
our
daily
Parker's
at
14%,
our
monthly
revenue
from
those
that
park
in
our
garages
on
you
know
how
to
have
a
monthly
contract.
They
parked
there
every
day,
that's
a
just
under
5.3
million
or
61%
of
our
revenue.
N
Our
event
revenue
comes
in
at
just
under
1.9
or
22
percent
of
our
revenue
budget
and
then
other
is
about
300,000
and
then
looking
at
the
funding
sources
for
transit
operations.
As
you'll
note-
and
it's
no
surprise-
it's
really
the
city's
general
fund
contribution
that
makes
up
the
lion's
share
of
the
funding
sources
for
public
transportation
services
at
just
under
22
million.
Our
federal
grant
revenue
that
we
can
use
to
offset
some
of
the
operating
costs
through
capital
maintenance
reimbursement
is
just
under
7.5
million
or
21%
of
the
revenue
sources.
N
N
Least,
on
up
I'm
thinking
since
at
least
2005
well
before
my
time
in
public
transit,
yep,
so
major
changes,
we've
talked
about
most
of
these
night
service
on
route,
22,
Sunday
bus
service
and
streetcar
operations.
Funding
and
with
that
I'll,
be
glad
to
answer
any
questions
regarding
our
2019
proposed
by.
F
F
Okay,
well,
thank
you.
Okay,
so
if
you
fall,
I
would
make
this
general
comment.
Jason
I
would
compare
our
public
transportation
system
the
strategic
layout
with
any
major
metropolitan
area
in
the
country,
because,
if
you
look
at,
for
example,
on
page
a
28
identifying
the
40
largest
roughly
40
I
think
there's
38
or
37
employers
in
Oklahoma
City.
Our
bus
routes
cover
most
of
those
employers
and
despite
the
fact
that
we
don't
have
large
centers
of
employment,
excluding
the
state,
employees
and
and
they're
spread
out.
F
You
know,
but
we've
got
two
routes
that
go
right
by
the
capital,
east
and
west
on
23rd,
north
and
south.
And
then
you
look
at
the
fact
that
we
covered
just
about
every
high
school,
most
major
hospitals
in
the
see
many
many
shopping,
centers
and
grocery
stores,
you
name
it
our
bus
routes
pretty
well
covered.
F
Then
you
know,
given
the
limitations
or
the
challenges
that
622
miles
create
as
far
as
total
coverage
again
I,
don't
think,
there's
a
more
strategically
laid
out
bus
system
than
what
we
have
here
in
Oklahoma
City,
and
it
covers
just
about
every
aspect
that
you
would
hope.
Public
transportation
would
cover,
and
then
I
know
it's
not
in
your
budget,
but
at
some
point
not
in
the
too
distant
future,
we're
going
to
have
introduced
a
rapid
bus
route,
and
that
will
just
continue
to
enhance
this.
F
The
public
transportation
here
in
Oklahoma
City
in
the
almost
eight
years
that
I've
been
a
part
of
the
council,
I,
don't
know
of
any
other
municipality
in
the
country.
Who's
made
such
I'd
say
tremendous
improvements
in
their
overall
public
transportation
and
I
just
commend
you
and
your
staff
for
a
very
great
effort.
Thank
you.
I
totally.
C
Concur
with
David
we've
seen
in
the
10
years,
I've
been
here,
we've
seen
every
year,
growth
and
progress
in
delivering
better
service
to
our
riders
and
I.
Just
can't
understate
how
important
I
think
today
is
in
presenting
this
budget
and
making
these
additions
being
able
to
absorb
streetcar
operations
and
being
able
to
offer
Sunday
service
and
expanded
night
service
are
all
critical
pieces
to
making
this
work
better,
and
we
just
appreciate
your
leadership.
C
N
Appreciate
the
support
and
yeah,
this
is
just
a
tremendously
a
tremendous,
exciting
budget
year
for
us
when
you
think
about
being
able
to
continue
to
work
our
plan
on
the
bus
system,
side
and
the
Sunday
service,
and
then,
of
course,
like
you,
say,
the
Oklahoma,
City,
streetcar
and
and
you're
right,
the
the
system
we
have
it
is
it's
laid
out
to
where
we
hit
up
most
of
the
major
areas.
The
trade-off
is
always
coverage
versus
frequency
and
that's
something
we
struggle
with.
You
know
just
on
it
on
a
daily
on
a
daily
basis.
F
I
would
put
this
challenge
out
to
the
citizens
of
Oklahoma
City.
If
they
want
more
frequency,
they
need
to
start
utilizing
the
system
we
have
in
place
now
at
a
higher
level,
it's
entirely
up
to
them,
I'm
not
going
to
apologize
for
the
current
frequency
until
we
see
citizens
take
advantage
of
what
we're
offering
at
this
point
in
time.
Thank
you.
P
P
He
really
put
this
presentation
together:
Carol
Reed's
management
specialist.
She
worked
on
a
budget
for
us,
David,
Adcox,
Development,
Center
manager,
charles
locks,
the
code
enforcement
superintendent
and
then
on
this
side.
John
john
gary
is
our
animal
welfare
superintendent,
JJ
Chambliss
at
a
conflict
he's
not
here
he's
zoning
subdivision
and
my
only
request
is
no
accounting
questions
during
my
presentation.
P
P
Our
major
budget
changes
we
have
ten.
As
I
said,
we
have
ten
proposed
changes,
we're
asking
to
restore
to
code
inspection
officers
this
year,
we're
asking
to
have
three
positions
in
animal
welfare,
animal
welfare
officer
ones
or
the
that
work
in
the
with
the
animals
in
the
shelter
take
care
of
the
daily
maintenance
officer
two's
there.
Those
are
the
field
officers.
This
addition
will
give
us
14
total
field
officers,
animal
welfare
and
the
supervisor
is
going
to
be
over
the
customer
counter
and
facilities
maintenance.
P
Those
are
restorations
from
previous
reductions.
Development
center,
we're
adding
five
new
positions.
The
plans
examiner
and
one
of
the
office
coordinators
are
our
are
covering
with
previous
reductions.
Plans
examiner
will
help
us
with
plan
review.
The
permits
the
office
coordinator
will
work
with
our
admin
staff
they'll
work
on
our
oil
and
gas
program.
The
records
control
technician.
One
of
them
will
be
to
manage
our
documents.
P
The
Development
Center
receives
about
eighteen
thousand
submittals
a
year,
so
it's
really
important
that
we
can
scan
those
documents
and
keep
them
orderly,
where
other
other
departments
can
access
them.
The
second
records
control
technician
is
going
to
be
used
to
deal
with
our
records.
Your
open
records,
request
and
I'll
talk
about
a
little
more
detail
about
that
in
a
minute
and
the
development
liaison.
That's
a
new
position
that
we're
proposing
to
try
to
help
us
with
our
development
review
process
and
that's
a
position
that
will
answer
to
the
development
center
manager.
That.
C
P
We're
really
excited
about
it
and
and
I'll
talk
a
little
bit
more
about
that
in
a
minute
I'm
going
to
talk
about
Development,
Center,
they're,
responsible
for
enforcement
of
construction
building
codes,
review
of
building
permits
issuing
the
permits
and
business
licenses,
you
can
see
there
and
we
did
over
116,000
inspections.
Last
year
we
have
40
inspectors
in
the
field.
P
P
As
I
just
said,
we
have
over
one
hundred
sixteen
thousand
inspections
and
prior
to
FY
13.
We
were
having
trouble
getting
those
inspections
done
in
a
timely
matter.
The
auditor's
office
did
a
performance
audit
and
they
identified
some
different
issues
that
we
needed
to
address.
Really
one
of
the
main
things
was.
Our
inspectors
seemed
to
be
in
the
office
too
much
weren't
out
in
the
field
doing
those
inspections,
but
before
the
audit,
our
goal
was
we
needed
it.
We
wanted
our
inspections
done
within
two
days.
P
70%
of
the
time,
and
to
my
knowledge
we
never
made
that
so
once
we
got
those
audits
and
one
of
the
main
recommendations,
like
I
said,
was
the
time
in
the
office.
So
what
we've
done
now
with
our
inspectors?
Is
they
now
dispatch
out
of
their
homes,
so
we
send
on
their
inspections
each
day
on
their
computer?
And
you
know
just
that
factor
said
we
get
two
or
three
additional
inspections
a
day
out
of
each
inspector,
so
that
really
helped
us
turn
this
around.
P
You
could
note
there
on
FY
17.
We
had
we
kind
of
dropped
down
under
our
90%
target,
but
that's
we
had
a
reduction
in
a
building
permit
inspector
and
electrical
inspector
and
we
had
multiple
other
vacancies
at
the
time,
and
so
it
really
impacted
our
ability
to
to
get
those
inspections
done
timely.
But
now
those
issues
are
behind
us,
excuse
me
or
behind
us
and
were
estimated
to
make
it
at
92%
this
year.
P
This
next
slide
one
of
the
things
that
we
identified
when
we
went
to
more
inspections.
We
were
concerned
about
the
quality
of
the
inspections.
You
know,
timeliness
is
good,
but
if
you
lose
your
quality
of
inspection
than
that
hurt,
us
could
hurt
us.
So
what
we
do
is
our
inspector
twos.
Sometimes
our
Chiefs
will
follow
up
randomly
on
an
inspection
just
to
check
verify
that
the
inspection
was
done
accurately.
P
I
know
this
slide
is
kind
of
up
and
down,
as
we
had
a
lot
of
transition
in
our
chief.
Actually,
we've
got
a
new
construction,
inspection,
superintendent
and
four
new
Chiefs
since
the
audit.
So
this
year
we've
we've
emphasized
training
and
doing
as
many
of
these
quality
control
inspections
as
we
can
and
our
numbers
are
up.
But
you
know
you
need
to
balance
timeliness
with
quality
of
inspections,
so
we're
working
very
hard
on
that.
P
I'll
talk
a
little
bit
about
their
second
records
control,
technician,
Oklahoma
City
gets
about
4,000,
open
records
requests
a
year
and
the
development
center
gets
about
a
thousand
of
those.
So
currently
we
have.
We
have
to
pull
a
customer
service,
wrap
off
of
our
permit
counter
licensing
and
permit
counter
to
respond
to
those
open
records
requests.
So
this
technician,
sometimes
we've
even
had
to
pull
plan
reviewers
over
to
help.
So
this
records,
Technic
control
technician
will
take
over
that.
P
Duty
will
allow
us
to
put
that
position
back
on
the
counter
which
will
improve
our
customer
service
there.
So
we
feel
like
this
is
a
good
opportunity
to
improve
our
service
on
the
counter,
but
also
you
know,
be
able
to
manage
those
those
requests,
and
then
the
development
liaison
talked
about
a
little
bit.
I
mean
our
our
goal
here
is
to
help
developers,
especially
new
developers,
work
through
the
process.
P
The
Development
Center
takes
the
application,
but
those
applications
are
reviewed
by
Public,
Works
and
utilities
and
Fire.
If
you
do
a
development,
downtown,
there's
design,
review
meetings
and
so
we're
hoping
that
this
position
can
help
developers
understand
the
process,
help
them
identify.
You
know
whether
their
permit
is
in
the
process
and
we're
also
looking
forward
this.
This
position
to
identify
holdups
in
our
process
that
we
can
a
deal
that
we
can
deal
with
so
we're
excited
about
it,
not
sure
how
it's
going
to
work.
P
P
I
mean
that's,
that's
what
we're
hoping
for,
and
this
this
position
should
also
help
us
with
our
occupancy
permit.
At
the
end,
once
you
go
through
all
your
permit
review
and
get
your
inspections,
there
always
seems
to
be
issues
with
getting
that
final
occupancy,
and
this
position
we'll
be
able
to
help
staff
get
that
get
the
the
department
so
we're
looking
forward
to
how
this
works,
and
hopefully
it
it'll
work
good
for
us
now.
I'll
talk
about
code
enforcement.
P
This
division
has
51
employees,
25
of
those
or
office
filled
field
officers.
They
do
different
all
kinds
of
different
inspections.
They
do
the
unsecured,
dilapidated
structures
that
the
council
sees
each
Tuesday.
They
also
do
high
grass
and
weeds
junk
and
debris
and
operable
vehicles
illegal
signs.
As
you
can
see
there,
we
did
over
85,000
inspections
last
year
and
we
have
25
officers.
C
O
P
At
one
time
that
was
part
of
the
ordinance
said,
we
would
store
the
signs
and
you
could
buy
them
back.
A
candidate
could
buy
them
back,
but
the
council
and
I
can't
remember
how
many
years
ago
they
changed
that
ordinance
and
now
they're
just
considered
trash
and
we
dispose
of
them
all.
So
you
you
can't
really
get
them
back
all
right.
So
thank
you.
That
was
just
the
decision
we
made
a
trying.
I
mean
it
got
where
it
was
hard
to
manage
that
kind
of
a
program.
All
right.
Thank
you
as
part
of
their
inspections.
P
P
P
In
this
one,
this
is
a
really
kind
of
a
bright
spot.
For
us.
We
asked
our
inspectors
when
they
give
someone
notice
and
they're
the
property
owner
to
work
with
those
property
owners
to
try
to
get
them
to
comply,
get
them
to
eliminate
the
violation.
So
we
don't
have
to
write
a
citation
or
hire
a
contract
or
use
one
of
our
contractors
to
abate
the
problem.
P
You
know
we
were
trending
down
the
last
three
years
and
it
really
kind
of
depends
on
the
property
owner.
If
you
get
a
lot
of
absentee
owners
that
aren't
on
the
property,
it's
harder
to
work
with
them
to
get
get
resolution,
but
you
know
we're
here:
we're
looking
at
three
out
of
four
of
our
inspections
are
resolved
before
we
have
to
do
any
additional
follow-up
through
the
municipal
corridor
with
a
contractor.
So
this
is,
you
know,
we're
hoping
this
trend
continues
here.
P
I
just
want
to
give
you
some
examples
and
what
the
inspectors
see
in
the
field,
I
kind
of
before-and-after.
You
know
this
house
has
several
boarded
up
windows
open
stairs
this
country.
This
property
owner
came
back
and
did
some
brick
accents.
You
know
redid
the
railing
on
the
porch,
a
new
roof,
so
you
know
I'm
sure
a
neighbor
would
much
rather
see
that
then
you
know
what
was
before
there
this
next
one's
another.
Similar
situation
had
old
asbestos
shingles
on
it.
P
You
know
some
plywood
in
the
back,
and
this
business
property
owner
was
able
to
completely
redo
the
property
re,
brick
it
and
reroute
that
and
I'm
sure.
You
know
if
you're
a
neighbor
that
you'd
much
rather
see
the
one
on
the
right
and
then
next
picture.
This
is
councilman
grinders,
favorite
property.
P
We
just
wanted
to
show
it's
called
Hartford,
a
tenth
now
I
think
I
understand
they
have
like
25
percent
occupancy.
We
spent
a
lot
of
man-hours
and
a
lot
of
money
and
I
know
the
police
department.
The
fire
department
did
on
this
prop
this
property,
but
you
know
they've,
really
they've
made
some
some
good
strides
here
and
so
we're
hoping
it
works
out.
P
Now,
let's
talk
about
subdivision
and
Zoning:
this
is
our
smallest
division.
We
have
seven
employees,
they
do
over
650
zoning
subdivision
applications
a
year,
really
this
their
primary
duties
to
sport,
the
Planning
Commission,
the
Board
of
Adjustment.
They
also
prepare
the
staff
reports
and
memos
that
you
see
each
Tuesday
another
key
part
of
what
they
do
is
a.
They
interpret
the
code
if
there's
a
developer
or
a
home
builder
or
citizen.
That
needs
has
a
question
about
where
they
can
put
their
storage
building
or
the
staff
they're.
P
Really
the
experts
on
the
zoning
code
and
just
about
every
development
that
new
development
we
get
in
Oklahoma
City
comes
through
this
part,
this
division
at
some
point
and
here's
a
our
measure.
We
try
to
receive
a
rezoning
decision
within
120
days
of
submission
95%
of
the
time,
as
you
can
see
here,
they've
done
pretty
good
job
I.
P
Think
we
really
what
really
helps
there
is
this
staff
tries
to
make
sure
applicants
have
a
completed
application
when
they
submit
the
things
that
delay
these
processes
are
when
they
have
to
wait
on
an
ownership
list
or
a
site
plan.
What
we
try
to
do
when
we
take
the
application
is
as
complete
as
possible
and
that
helps
Planning,
Commission
and
council.
When
you
see
it
and
they
also
they,
they
support
the
Planning
Commission.
So
they've
identified
things
that
that
are
hot
buttons,
with
the
Planning
Commission
and
council,
like
signs
and
sidewalks
building
materials.
P
So
they
can.
They
can
work
with
the
applicants
prior
to
the
the
meeting,
try
to
work
a
lot
of
those
things
out
and
the
more
of
those
things
they
will
get
worked
out.
You
know
the
last
negotiation
that
has
to
go
on
at
the
Planning
Commission
at
Council.
You
know
they
can't
control
protesters
and
those
types
of
things,
but
this
is,
you
know,
really
pretty
successful.
M
P
P
P
They
there's
51
employees
they're
open
seven
days
a
week,
as
you
can
see
there.
We
have
over
8,000
visitors
a
month,
so
this
is
a
John
and
his
staff
work
very
hard
to
provide
humane
care
for
the
animals
and
not
get
overwhelmed,
and
we've
had
a
lot
of
support
from
the
manager's
office
in
the
council,
and
we
appreciate
that
and
we've
also
had
a
lot
of.
We
have
a
lot
of
partners.
P
P
The
I
want
to
mention
Shawnee
milling
company.
They
provided
three
years
of
pet
food.
You
know
one
thing:
we've
learned:
quality
pet
food
for
those
animals
in
the
shelter
helps
them
not
get
sick,
not
be
stressed,
and
so
that's
been.
That's
really
something
that
has
worked
out
well
for
us,
the
patrons
of
the
shelter
they're,
a
nonprofit
organization
that
raised
money
and
donate
it
to
the
shelter.
So
we
can
deal
you
know
ever
occasionally
we'll
get
some
special
situation
where
we
need
to
use
donated
money
and
they
provide
that
another
piece
of
it.
P
We
have
a
lot
of
foster
parents
or
families.
You
know
when
we
get
an
animal
in
the
shelter,
that's
adoptable,
but
it's
injured
or
sick
or
or
maybe
it's
too
young.
These
foster
families
will
take
them
and
treat.
People
are
that
our
vet
will
treat
them,
but
then
they
keep
them
and
then
come
back
and
we
can
adopt
them
out.
We
save
a
lot
of
animals
that
way
by
having
people
that
are
willing
to
to
do
that,
and
then
there
are
the
last
thing.
I'll
say
is
the
470
volunteers.
P
I
mean
we
probably
couldn't
provide
the
care.
If
we
didn't
have
volunteers
out
there
every
day
they
do.
You
know
they
wash
blankets,
they
clean
the
grounds
up.
They
walk
the
animals
and
you
know
we'll
take
any
volunteer
just
about
willing
to
come
out
there
and
we've
been
very,
very
lucky
with
the
community
helping
us
in
those
programs
in
another
area
that
we
stretched.
It
stresses
community
outreach.
P
We
try
to
provide
education
to
pet
owners.
You
know
it's
really
important,
that
there
wouldn't
be
any
animals
in
the
shelter
a
very
few
of
the
some
pet
owner
hadn't,
let
the
dog
loose
or
so
it's
important
for
us
to
to
educate
pet
owners
to
help
us
with
our
live
release
rate,
but
with
the
number
of
animals
in
the
shelter,
and
we
last
year
we
created
a
program
dedicated
to
the
community
outreach
piece
of
what
we
do
and
I
forgot
to
mention
this
in
the
last
slide.
P
But
we
do
a
community
spade
and
neuter
program
as
well.
We
do
over
5,000
free,
spay
and
neuters
for
the
community.
If
you're,
a
citizen
of
Oklahoma,
City
and
you'll
want
to
get
your
animals
spayed
or
neutered
and
just
call
make
an
appointment
and
we
provide
that
service
and
I
think
that's
that's
really
important,
and
this
next
slide
here
is
probably
my
favorite.
P
You
know
we're
projected
now
to
get
hit.
75
percent
in
a
live,
eat,
excerpt,
live
release
rate
this
year,
that's
the
highest
in
history.
You
know
wasn't
that
long
ago
that
we
were
releasing
under
50%
of
the
animals,
we're
leaving
the
shelter
alive
so
Don
his
staff
I
mean
I've
really
worked
hard
to
achieve
this,
and
you
know
I
think
a
lot
of
it.
Is
that
spade
and
neuter
program
that's
available
now,
as
well
as
the
community
outreach
to
showing
people
how
important
it
is
to
take
care
of
your
animal.
This
next
slide.
A
P
This
next
slide
this.
This
is
important.
This
is
a
number
of
animals
that
are
sheltered
and
that's
a
positive
trend
and
I
think
that's
a
result
of
our
spade
new
to
programs
and
our
and
our
community
outreach-
and
the
other
thing
I
want
to
note
here-
is
that
you
know,
as
this
numbers
gone
down,
Oklahoma
City's
population
has
gone
up
and,
as
it
goes
up,
that
means
there's
more
pets
in
the
community.
P
These
are
some
things
that
we've
identified
that
we
need
to
work
on
our
customer
service
and
Development
Center.
You
know
they,
as
you
saw
from
the
the
inspections
and
the
permit
requests.
We
have
a
lot
of
calls
a
lot
of
walk
in,
so
we
need
to
do
everything
we
can
and
we're
really
looking
at
online,
permitting
whatever
benefits
technology
can
do
for
us
here
to
improve
our
customer
service.
That's
where
we're
going
here.
P
I've
already
talked
about
the
liaison
that
may
help
the
records
technicians
that
we're
adding
would
help
and
then
being
able
to
move
that
customer
service
rep
under
the
permit
counter
back
onto
the
permit
counter.
All
those
things
should
help
our
customer
service
and
then
the
take
home
vehicles.
I
talked
about
that
a
little
bit
with
the
construction
inspections,
but
we're
going
to
move
our
code
enforcement
officers
to
take
home
vehicles
get
approved
their
efficiency
as
well.
P
The
inspections
are
different
so
that
you
may
not
get
two
or
three
days,
but
you
should
get
one
or
two
inspections.
You
know
where
it
will
get
better.
So
that's
what
we're
looking
to
do
them
we'll
probably
do
that
in
June
or
July,
and
then
the
target
zero
up
an
implementation
target.
Zero
is
a
national
organization
that
tries
to
help
municipal
shelters,
improve
their
live
release
rate.
They
came
in
January
and
did
an
assessment
of
the
things
we're
doing
and
their
goal
is
90%
or
higher
for
animals.
P
What
we
found
out
is
we
were
already
doing
a
lot
of
the
things
that
they
recommended
her
at
some
form
of
it,
but
we
started
a
managed
intake
program
where,
if
you
want
to
bring
your
animal
in,
you
know
we
want
you
to
make
an
appointment.
So
we
can
talk
through
the
reasons
you're,
bringing
that
animal
to
us
so
and
target
zeros
mine,
90%
library,
late
release
could
be
a
possibility
and
I
know.
A
A
Other
on
this
particular
topic,
any
discussion
from
the
council
this
morning
we're
ready
to
turn
finance
committee.
All
right,
well,
join
Finance
Committee
will
reconvert
reconvene
as
the
City
Council
and
we'll
move
on
item
5
items
from
Council
and
I.
Think
I'm
going
to
try
to
keep
this
routine
will
go
now
down
toward
one.
C
Well,
I'm
gonna
have
to
have
to
say
something
about
this
absolutely
incredible
weekend
in
Oklahoma,
City
and
so
I
just
wanted
to
express
some
particularly
congratulations.
The
Arts
Council,
a
really
successful
festival
Tuesday
through
Sunday,
couldn't
have
asked
for
more
beautiful
weather
other
than
my
day,
which
was
Wednesday
and
even
a
little
bit
of
rain.
Didn't
keep
people
from
attending
I.
Think
the
food
vendors
and
the
artist
soldiers
had
a
great
experience,
and
there
were
certainly
a
lot
of
folks
down
there.
We
also
had
the
18th
running
of
national
memorial
marathon
on
Sunday.
C
There
were
just
under
25,000
participants
in
the
race
18
there
so
18th
year
we
represented
in
13
foreign
countries
and
I
heard
from
Kari
Watkins
yesterday
that
there
were
a
couple
of
representatives
from
different
cities
shadowing
her
to
see
how
we
were
done
in
their
comments
work
that
they
they
don't
even
begin
to
approach
the
relationship
that
their
race
organization
has
with
the
city
I.
Just
it
was
a
really
big
compliment
to
all
of
our
staff
to
work
so
closely
with
them
and
I
guess
that's.
C
The
third
thing
I
wanted
to
say
is
that
the
streetcar
contractor
our
friends
from
Hertzog
did
an
incredible
job,
getting
not
just
Broadway,
but
all
of
the
streetcar
construction
sites,
cleaned
up
and
safe
and
at
least
temporary
patches
made
and
the
runners
were
really
complimentary
about
the
way,
to
course
looked,
and
that
was
something
that
not
many
of
us
believed
would
happen.
So
hats
off
to
everybody
involved
in
that
as
well.
Thank.
A
L
I
just
want
to
echo
makes
comments.
Saturday
and
Sunday
Debbie
and
I
came
downtown.
The
downtown
was
electric,
it
was
really
fun
and
it
wasn't
just
downtown.
We
went
to
the
plaza
for
lunch
on
Sunday.
There
were
people
there,
we
drove
by
Chisholm
Creek.
There
were
people
there
in
large
numbers
and
there
was
just
a
great
turnout
beautiful
weekend.
The
city
should
be
very
proud
of
what
it
accomplished.
L
A
Right,
well,
we
will
move
on
I,
don't
believe
there
are
any
city
manager
reports.
No,
sir,
we'll
move
on
to
citizens
to
be
heard.
Taylor
dough
signed
up
to
speak
Taylor.
If
you
just
come
to
the
microphone
and
state
your
name
and
address
and
we'd
ask
you
to
keep
your
remarks
to
three
minutes.
Yes,
sir,
my.
Q
So
what
I
see
a
lot
with
some
of
my
family
members?
Is
they
get
a
job
and
then
because
of
lack
of
consistent
transportation,
our
start
getting
cut
and
you
lose
your
job,
and
you
start
the
cycle
over
and
over
again
and
so
I
see
that
close
correlation
between
public
transit
and
employment
in
our
city
and
I'm
about
people
making
money
and
social
mobility
and
different
things
like
that,
and
so
what
we've
done
with
route
22
is
extending
those
hours
and
allowing
people
from
the
east
side
to
get
into
different
areas
of
work.
Q
After
that
7:00
o'clock,
our
people,
picking
up
another
shift,
trying
to
get
some
more
hours,
make
more
money
for
their
family.
So
I
wanted
a
voice
of
that
support,
as
well
as
just
something
for
the
city
to
think
about
is
looking
at
our
ridership,
our
non-choice
first
choice,
riders
and,
where
they're
trying
to
get
to
in
regards
to
work
so
I,
know
I'm,
I'm
very
excited
about
what
embark
is
doing
with
their
layout,
but
I've
also
been
talking
with
employment
agencies
and
different
families.
Q
That
I
talked
with
on
where
they're
trying
to
get
warehouse
districts,
people
who
are
hiring
low
wage
workers,
which
is
a
high
percentage
of
our
ridership,
because
they're
non-choice,
they
don't
have
a
choice,
to
take
a
car
or
do
different
things
like
that,
so
just
to
keep
that
in
mind
of
as
we're
looking
at
routes
and
different
things
like
that
of
the
importance
of
employment
and
that
consistent
transit.
Thank
you
thank.
A
R
A
R
Thank
you
well,
first
of
all,
so
I
think
you
were
president
doing
a
recent
community
gathering
with
this
incompetent
joke
for
councilman
over
here.
Let
me
tell
you,
sir
I
have
a
great
great
illustrious
disrespect
for
this
guy,
who
I
feel
is
trash
I'm
using
my
First
Amendment
right
to
discuss
what
I
feel
as
a
citizen
on
the
northeast
side
of
Oklahoma
City
every
time
that
is
no
good,
incompetent
excuse
of
a
city
councilman
decides
to
hold
a
public
meeting
in
an
open
forum
and
where
I
mean
attend.
R
He
has
the
audacity
with
your
spa
incompetent
self
to
try
and
make
sure
that
I'm
not
available
to
discuss
any
contradiction
that
this
idiot
here
thinks
that
he
wants
to
present
to
the
public.
Well,
sir,
let
me
tell
you
one
thing:
you
want
to
run
for
City
Council,
whatever
steps
you
think,
you're
gonna
take
buddy
I'm
gonna,
be
there
and
I'm
gonna
speak
myself,
express
myself
whether
you
anybody,
you
know
like
it
or
not.
I
want
you
to
understand
that
you
will
not
become
County
Commissioner
for
our
outside.
R
You
can
better
believe
that
we're
gonna
make
sure
that
a
campaign
starts.
Two
days
guy,
you
are
ultimate
disrespect
behind
the
world.
Can
you
talk
about?
You
represent
people
here
on
a
northeast
side,
but
you
single
one
of
us
out.
Are
you
kidding
me
dude?
Are
you
not
learning
where
you
come
from
dude?
R
A
R
I'm
not
talking
political
campaign
I'm
talking
about
the
man
I'm,
not
talking
about
you
didn't
even
say
anything
about
what
he's
done.
I
say
it
per
se
me
regarding
me:
I'm.
Not
what
he's
done
in
that
I
said
me
again:
you
incompetent
no-good,
sorry
excuse
of
a
councilman
now
I'm
stopping
short
of
calling
you
an
incompetent,
no-good
human
being
I
cost
God.
Won't.
Allow
me
to
do
that.
Okay,
so
I'll
excuse
that
part
of
it,
but
other
than
that.
I
have
no
respect
for
you,
man.
You
understand
me
I'm
the
world.