►
Description
The Oklahoma City City Council met on Tuesday, May 28, 2019 to work on the 2019-2020 budget.
Departmental presentations include:
03:34 - Utilities
30:31 - Parks and Recreation
1:20:25 - Planning
1:49:51 - Airports
B
Father,
we
thank
you
for
this
opportunity
to
come
together,
as
your
servants
give
us
wisdom
as
we
plan
for
this
next
year.
May
the
programs
and
may
the
decisions
that
we
make
be
pleasing
at
your
sight,
may
be
they
be
beneficial
to
all
our
citizens.
We
thank
you
now
for
the
way
you've
provided
safety
force,
be
with
our
neighbors,
who
are
hurting,
encourage
them.
Thank
you
for
all
the
blessings
of
life
in
Jesus
name.
A
All
right,
I
call
this
meeting
of
the
City
Council
to
order.
We
have
no
items
from
office
of
the
mayor.
We
do
have
under
item
four
items
requiring
separate
votes.
This
isn't
actually
a
vote,
but
it
is
a
public
hearing.
It's
part
of
the
budget
process.
Of
course,
today's
meeting
is
entirely
devoted
to
presentations
on
the
budget,
but
as
part
of
our
formal
process,
we
have
a
series
of
public
hearings.
A
Of
course
anybody
can
come
here
and
talk
about
the
budget
in
the
next
few
weeks
ahead
under
citizens
to
be
heard
or
whenever
the
budget
appears
as
an
item
on
the
agenda.
But
here
is
sort
of
a
place
where
we
make
sure
that
everyone
has
for
sure
had
an
opportunity
to
talk
about
the
annual
budget
for
fiscal
year
2020.
A
C
D
D
To
align
with
city
council
priorities,
utility
department
developed
a
list
of
strategic
initiatives
and
I'll
go
through
them
and
explain
what
we
what
we
try
to
do
based
on
each
of
these
initiatives.
First
of
all,
is
safety,
we're
responsible
not
only
for
a
safe
work
environment
for
our
employees,
but
also
the
public
that
we
serve?
D
Secondly,
is
customer
service
we're
committed
to
providing
quality,
customer
service
and
meeting
expectations
for
effective
service
delivery,
water
supply,
securing
and
properly
managing
long
term
and
regional
water
supply
is
a
very
high
priority
for
the
Utilities
Department
and
for
aquaeden
system.
Reliability
and
resiliency
aqua
will
continue
to
maintain
and
upgrade
our
systems
to
minimize
the
likelihood
of
service
disruption.
D
Financial
management,
aqua,
no
seat
consistently
follow
strong
financial
management
principles
and
has
obtained
the
highest
available
credit
ratings
for
debt
issuances.
Both
both
aqua
and
OC
have
a
triple-a
rating
which
is
kind
of
odd
for
large
utilities,
particularly
solid
waste
management
utility,
getting
a
Triple
A
rating
a
recently
standard
and
poor's,
and
moody's
reaffirmed
Aquos
highest
possible
ratings
for
both
long-term
debt
and
for
our
commercial
paper
program.
D
They,
the
ratings,
have
a
few
different
considerations
today
than
they
did
in
the
past.
They
include
the
operations
of
the
utility,
the
reliability
of
our
system,
proper,
app
asset
management
practices,
strong
financial
management
and
strong
debt
service
coverage.
In
the
past
they
basically
just
looked
at
financial
stability
of
the
organization,
but
today
they
look
at
how
well
do
you
maintain
your
assets
and
also
with
climate
change.
They
want
to
know
how
resilient
you
are.
D
Many
of
our
investors
are
insurance
companies
and
those
insurance
companies
have
taken
a
pretty
good
hit
over
the
last
couple
of
years
with
all
the
big
storms
and
and
people
are
tying
that
back
to
climate
change
and
there's
some
validity
to
that.
So
what
they
want
to
know
is
how
resilient
are
you
in
relation
to
climate
change
before
they
decide
to
invest
and
awkward
when
we
get
through
with
our
capital
program
in
the
next
ten
years,
we'll
have
about
1.5
billion
in
debt,
and
so
we're
going
to
need
some
strong
financial
backing
for
that.
D
So
we
need
to
make
sure
that
that
our
investors
are
comfortable
with
investing
in
our
in
our
utility
in
our
city,
so
that
we
get
really
good
ratings,
really
good
ratings.
On
our
on
our
interest
that
we're
paying
SP
assign
dock
with
the
highest
score
for
both
operational
and
financial
management.
Today
they
they
score
from
1
to
6,
for
both
financial
and
for
your
operational
1
being
the
best,
and
we
scored
a
1
on
both
the
operations
and
on
the
financial
stability
of
the
organization.
D
So,
with
that
I'd
like
to
get
into
the
budget
itself,
we
we
are
predicting
a
revenue
stream
of
about
642
million
dollars
this
year.
Service
charges
for
water,
wastewater
and
trash
collection,
we're
predicting
336
million
our
debt
construction
funds,
239
million,
that's
207
million
for
water
and
32
million
for
wastewater
and
I'll.
D
Now
the
uses
for
those
funds-
the
642
million
dollars-
we're
projecting
about
390
million
dollars
for
capital
funds
this
year,
capital
funding
for
our
improvements,
water
will
be
263
million
dollars,
wastewater
will
be
124
million
dollars
and
solid
waste
will
be
about
3
million.
Our
city
utility
operations
this
year
is
projected
at
102
million.
Every
water
will
will
be
62
million
wastewater,
29
million,
solid
waste,
11
million,
and
then
our
debt
service
currently
is
about
55
million.
D
We
have
service
contracts
totaling
about
53
million
dollars
quit
as
a
contractor
who
operates
our
wastewater
treatment
facilities,
that's
infra,
Marc
their
contract
for
the
years
about
18
million
dollars
and
then
OSI
contracts
with
waste
management
in
front
of
the
collection
of
trash
outside
the
core
of
Oklahoma
City,
and
also
for
recycling
and
bulky.
They
do
all
the
recycle
and
then
they
do
the
bulky
in
their
in
their
service
area
as
well.
D
We
have
contracted
out
a
lot
of
our
non-core
business
services
like
landscaping,
concrete
repair,
roadway
repair,
those
sorts
of
things,
grass
cutting
lowing,
Parks
and
Rec
does
all
of
our
mowing
for
us
now.
So
that's
about
nine
point:
three
million
dollars
total
and
then
Oh
seat,
professional
service
contracts.
Four
point:
three
million
dollars
in
franchise
fees
of
of
one
point:
two
million
dollars.
D
In
addition,
we
plan
to
deposit
about
four
million
dollars
in
the
in
the
O
seat
reserve
fund.
That's
both
the
operating
and
and
the
storm
debris
fund
right
now.
The
storm
to
refund
is
about
twenty
million
dollars,
and
that
was
our
target,
so
we'll
be
depositing
about
four
million
dollars
both
in
in
the
in
the
operating
reserves.
So
that
gives
us
about
a
six
month
reserved
for
operations
and
then
about
twenty
million,
but
it
to
put
it
in
perspective.
One
large
storm
can
cost
at
least
twenty
million,
maybe
even
more
for
cleanup.
D
With
our
initiatives
this
year,
we
have
several
that
we
focused
on
one
is
customer
service.
We
want
to
enhance
the
call
center,
the
performance
of
the
call
center
we
get
about
500,000
calls
per
year
and
what
we'd
like
to
do
is
kind
of
stage
those
calls
in
in
in
different
different
groups.
So
most
of
the
calls
coming
in
are
pre
routine.
Our
LF.
Our
goal
is
to
get
the
calls
answered
within
about
thirty
seconds
of
the
first
ring.
D
So
if
we're
dealing
with
the
routine
call,
we
can
kind
of
quickly
get
through
that
one
and
get
to
the
next
call.
But
if
it's
a
more
complicated
call,
it
takes
a
little
while
our
customer
service
reps
can
get
kind
of
hung
up,
and
we
can't
answer
those
calls
within
within
30
seconds
of
the
first
ring.
D
What
we
want
to
do
is
get
them
more
training
so
that
when
they
go
out
in
the
field,
they're
not
just
looking
at
irrigation
or
they're,
not
just
looking
at
plumbing
or
they're,
not
just
looking
at
a
meter
trying
to
help
somebody
figure
out
why
their
bills
may
be
a
little
high.
They
can
do
all
those
things
so
we're
gonna
try
to
train
them
better
and
have
them
better
prepared
to
solve
the
problem,
rather
than
have
sent.
Somebody
else
out
there
to
take
a
look
to
see.
What's
going
on.
D
So
in
doing
that,
we
we
want
to
reclass
24
positions
to
feel
quality
representatives
and
then
to
the
plan
and
schedule
our
work
better.
We
created
a
planner
schedule
or
position
and
right
now,
they're
in
line
maintenance,
and
we
have
them
in
our
treatment
plants.
But
what
we'd
like
to
do
is
add
them
to
customer
service
group
as
well,
so
that
we
can
plan
and
schedule
our
works
more
effectively.
So
we're
going
to
try
to
add
to
planner
schedulers
to
the
fleet
services
division
and
also
to
water
waste,
water
quality
division.
D
D
So
we
did
have
some
citizen
survey
results
that
were
pretty
good
this
year
for
customer
service,
91%
satisfaction
with
residential
trash
collection
services.
The
national
average
is
71%,
so
we're
well
above
the
the
national
average
they're
on
water
services.
National
average
is
68%
we're
at
78%
satisfaction
and
on
waste
water
service.
National
average
is
63
and
we're
at
76%.
D
With
water
supply,
we
have
a
lot
of
facilities
down
in
southeast
Oklahoma.
We
have
McGee
Creek,
we
have
a
toka.
We
have
pumping
stations,
we're
going
to
expand
that
with
our
new
Sardis
permit
will
have
facilities
on
the
con
mucha
River.
So
what
I'd
like
to
do
is
create
a
superintendent
position
for
southeast
Oklahoma
to
better
manage
that
that
entire
area,
logistically
it's
a
little
difficult
to
manage
properly
from
100
miles
away.
So
what
we'd
like
to
do
is
enhance
the
supervision
down
there.
Right
now
we
have
a
superintendent
at
McGee
Creek.
D
So
what
we
like
to
do
is
add
five
shift
supervisors
for
both
Hefner
and
Draper
collectively,
combined
now
for
plan
operate
and
then-
and
these
these
enhancements
will
help
bring
us
within
compliance
with
a
DQ
+
&
P
OSH.
It's
not
only
just
an
operational
requirement,
but
it's
a
safety
requirement
as
well.
D
We
have
a
number
of
commercial
customers
within
the
city
about
three
thousand,
who
have
cooking
facilities,
restaurants
and
and
other
facilities
with
kitchens
in
them,
and
we
need
to
be
able
to
manage
the
quality
of
their
discharge
if
you
can
call
it
that
on
a
sewage
discharge,
there's
a
lot
of
fats,
oils
and
grease
coming
into
our
system
and
a
very
high
percentage
of
our
blockages
are
due
to
grease.
So
what
we're
trying
to
do
is
get
all
these
inspected
and
permitted
and
managed
properly,
and
so
we're
really
looking
hard
at
the
commercial
pretreatment
program.
D
D
That's
targets
specifically
on
supervision
and
management,
and
so
all
of
our
supervisors
are
required
to
complete
that
within
three
years
and
that's
from
crew
leader
and
above
in
our
organization
and
right
now
we're
on
track
to
do
that.
Some
of
them
are
ahead
of
schedule
and
some
of
them
are
on
schedule,
so
we're
using
Metro
tech
to
do
all
that
training
for
us,
and
it's
going
very
today.
D
We
have
people
performing
maintenance
on
the
meters
and
to
comply
with
OD
EQ.
Anyone
who
operates
maintains
or
repairs
anything
in
a
water
system
must
be
certified
and
right
now,
the
way
we're
structured.
Those
people
who
worked
on
meters
were
not
certified.
So
what
we
want
to
do
is
reclassify
28
positions,
those
those
positions
work
on
the
meters.
They
may
pull
out
a
meter
and
replace
that
meter,
or
they
may
fix
a
leak
on
that
meter
or
something
like
that.
So
it's
a
direct
impact
on
public
health.
D
D
So,
overall,
in
summary,
the
the
budget
this
year,
if
approved,
would
include
793
employees.
That's
an
addition
of
six
positions.
I
mentioned
quite
a
few
position
changes,
but
we
have
a
number
of
positions
that
are
generally
vacant
and
so
we're
going
to
delete
those
and
and
absorb
most
of
our
increases
through
through
those
positions
and
salary
savings
from
those
positions.
So
we're
adding
a
total
of
six.
D
D
Those
improvements
will
total
roughly
390
million
dollars.
We
have
just
bid
the
otoko
pipeline
river
crossing
section,
we've
been
designed
in
that
thing
and
talking
about
it
for
quite
some
time,
but
we're
gonna
actually
start
building
it
now.
So
we
we
got
our
bids
last
week
and
we're
in
the
process
of
evaluating
those
bids
and
will
will
come
before
you
all
in
the
trust
to
awarded
that
contract
shortly.
We
intend
to
build
bid
at
least
one
more
segment
this
year,
we're
having
a
little
trouble
with
permitting.
D
Unfortunately,
there's
a
prehistoric,
Indian
village
right
there
that
we're
having
to
work
through
so
we're
having
to
change
that
to
the
next
segment
up
and
we're
working
through
another
issue
with
our
with
our
beetle
friends
and
a
few
other
endangered
species.
But
we
expect
to
get
those
cleared
up
pretty
quickly
and
get
those
permits
issued
that
project.
The
estimation
for
that
project
this
year
is
159
million
dollars.
The
total
project
is
going
to
be
a
about
500
million
dollars
in
construction
and
about
200
million
for
the
pipeline.
D
So
a
total
of
about
700
million
dollars,
and
then
we
want
to
upgrade
our
our
South
Canadian
wastewater
treatment
plant
right
now.
It's
rated
for
6
million
gallons
a
day.
We
need
to
increase
the
capacity
to
9
million
gallons
per
day,
and
we
also
need
to
enhance
the
treatment
once
we
increase
that
plant
capacity,
so
the
project
cost
there
is
expected
to
be
a
about
80
million
dollars
and
then
every
year
we
replace
a
failing
water
and
sewer
lines.
So
we
have
16
million
dollars
set
aside
to
do
that.
D
This
year
we
have
an
asset
management
program.
Where
last
year
we
awarded
a
contract
to
inspect
all
of
our
sewer
throughout
the
entire
city,
about
3,000
miles
of
pipe
to
help
us
better
schedule,
our
capital
program
for
the
enhancements
and
the
repair
and
the
replacement
of
our
collection
system
in
our
waste
water
collection
system,
so
that
contract
this
year
is
about
eight
billion
dollars
and
then
we're
going
to
continue
to
work
on
the
Hefner
Draper
interconnect.
D
That's
where
we're
running
a
water
line
for
potable
water,
for
treated
water
between
Hefner
and
and
the
Draper
treatment
facilities,
so
that,
if
one
goes
down
either
facility
can
serve
the
city.
So
we
have
about
three
million
dollars
set
aside
for
that
this
year
and
we're
about
a
year
away
from
completion
on
that
project.
For
the
the
physical
connection,
some
of
the
outlying
extensions
will
be
about
five
years
out,
but
right
now
we'll
have
those
two
plants
connected
within
about
a
year,
and
then
we
have
a
few
other
facility
improvements
that
have
no
water
treatment.
D
Plant
27
million
dollars
is
projected
for
a
lime
system
and
carbon
dioxide
improvements.
That's
to
enhance
the
water
quality
from
Hefner.
We
get
the
water
down
the
North
Canadian
and
we
don't
have
a
lot
of
control
over
the
quality
of
that
water.
So
we
have
to
add
lime
and
we
have
to
add
carbon
dioxide
to
help
us
with
settling
and
help
us
with
taste
and
odor,
and
so
we're
going
to
replace
those
two
systems
they
have
exceeded
their
their
useful
life
and
then
at
Draper
we're
going
to
improve
the
chemical
treat
the
chemical
systems.
D
E
If
foreseeing
or
forecasting
you
know
in
10
20
years
what
you
think
that
we
as
a
city
should
be
doing
as
it
relates
to
water
resiliency
and
to
make
sure
that
we
do
have.
You
know
a
sustainable
water
system
going
forward.
If
there's
anything
that
we
as
residents
can
be
doing,
we
as
the
city
itself,
as
an
organization
to
just
ameliorate
and
adapt
to
climate
change
going
forward.
Well,.
D
There's
there's
two
things
we're
doing
number
one:
we
make
sure
that
we
have
adequate
water
supply
for
the
whole
region,
so
we're
a
regional
water
provider.
We
provide
to
19
other
cities
in
rural
water
districts
within
the
region,
so
we
have
enough
water
at
our
current
usage
rate
and
the
projected
population.
The
last
is
through
2060,
but
we
are
working
very
hard
every
day
to
reduce
that
water
consumption
per
capita.
We
have
actually
an
award-winning
water
conservation
program.
D
The
governor
gave
us
an
award
last
year
for
our
program
and
so
we're
very
deliberate
about
asking
our
people
to
use
less
water.
We
have
a
group
set
up
that
does
nothing
but
that
they
go
to
people's
home
and
they'll.
Do
an
irrigation
audit
they'll.
Do
a
plumbing
audit
they'll
do
those
kinds
of
things
all
of
the
member
cities
are
all
of
the
cities
who
we
provide.
D
Water
wholesale
have
adopted
our
conservation
program,
so
we're
very
assertive
in
that
regard,
and
we're
also
starting
to
look
at
future
supply
where's,
our
next
water
supply
going
to
come
from,
but
right
now
we're
good
through
2060
and
hopefully
beyond
that.
The
other
thing
we
treat
the
wastewater
to
a
very
high
level,
and
then
we
put
it
back
in
the
river
and
it
flows
to
Texas.
D
What
we're
going
to
try
to
do
is
use
more
of
that
for
the
those
things
that
don't
require
potable
water
and,
like
large
industrial
applications
chillers,
we
provide
OGE
water
for
their
power
plants
right
now
and
we're
we're
going
to
try
to
get
more
and
more
people
to
use
our
treated
wastewater
for
a
large
irrigation
for
industrial
for
chillers,
for
big
data
centers
things
like
that.
So
so
that
will
help
us
lower
our
our
water
footprint
even
further,
because
we
don't
have
to
put
that
water
back.
D
F
G
G
But
again
it
speaks
to
the
care
that
you
all
have
and
especially
I've
mentioned
again
a
Darrin,
because
he
is
very
knowledgeable
about
about
what
happens
with
the
water
and
and
I
know.
He
carries
that
with
all
of
the
other
folks
that
work
with
him
and
under
him
to
make
sure
that
they
are
just
as
passionate
about
what
they're
doing
and
also
mr.
Sam,
as
well
with
his
commitment
to
just
being
the
engineer
piece
of
understanding.
What's
going
on
so
with
that
it
I
think
me
and
Jo
Beth.
G
D
C
H
Thank
you,
Wow
Stacy
gets
us
set
up.
I
want
to
thank
the
city
manager
for
putting
me
behind
the
water
utilities
going
going
from
one
point:
seven
billion
dollars
down
to
32
million
dollars
a
kind
of
bring
your
thoughts
a
little
closer
to
home
as
we
go
through
this
we're
handing
out
hats
for
you.
This
has
got
our
new
icon
on
it
that
we
are
going
to
start
marketing
pretty
heavily
this.
This
year,
we've
got
a
campaign
getting
ready
to
kick
off
called
love
your
parks
and
you'll,
see
more
and
more
about
that.
H
H
The
the
mission
of
the
Oklahoma
City
parks
is
to
provide
cultural,
social
and
recreational
experiences
to
our
community
so
that
they
can
have
the
opportunity
to
cultivate
wellness
and
enjoy
a
healthy
lifestyle,
and
the
vision
for
that
is
OKC
parks
inspires
our
community
to
explore,
learn,
grow
and
play
the
core
principles
for
the
National,
Parks
and
Recreation.
Association
is
health
and
wellness
conservation
and
social
equity,
and
we
hold
these
these
three
facts
to
to
our
hearts.
H
Here
in
Oklahoma,
City
five
years
ago,
today,
I
stood
stood
before
you
and
announced
that
the
city
of
Oklahoma,
City,
Parks
and
Recreation
Department
well
I
stood
before
mr.
McAtee,
mr.
mr.
Greiner
and
and
mr.
green
well
five
years
ago
today,
expressing
that
the
city
of
Oklahoma,
City,
Parks
and
Recreation
Department
is
the
largest
health
care
provider
in
Oklahoma
City,
and
we
have
done
nothing
but
strive
to
increase
that
opportunity
to
our
citizens,
and
we
will
talk
about
some
of
those
here
in
a
little
bit.
Conservation
is
true
to
our
heart.
H
We
want
to
make
sure
that
we
are
protecting
the
natural
resources
that
we
have.
We
all
were
talking
about
global
warming
or
the
climate
change,
whatever
you
want
to
put
that
as
when
we
were
talking
with
the
water
Utilities
Director.
We
have
a
big
play
in
that
too.
We
want
to
make
sure
that
we're
establishing
quality
storm
water
management
practices
when
we're
designing
parks,
creating
rain,
gardens
things
along
those
lines
preserving
and
protecting,
and
we
took
one
step
to
that.
H
We
preserved
and
protected
another
mile
long
section
of
a
bluff
creek
with
the
acquisition
of
Lone
Oak
Park
on
the
north
side
of
town,
let
alone
preserving
and
protecting
what
could
be
a
200
year
old,
baroque
on
the
north
side
of
town
and
then
social
equity.
It's
all
about
that,
for
you
know,
public
parks
and
recreation
were
created
in
in
the
50s
just
for
that
purpose,
social
equity.
H
H
Okc
parks
has
four
levels,
are
four
business
centers
we
have
recreation
which
is
led
by
our
Chris
Hamilton.
The
division
manager
done
with
the
department
almost
30
years,
grew
up
in
the
recreation
division
and
leads
that
enterprise
grounds
management
is
headed
up
by
Todd
Reese.
He
is
a
licensed
Landscape
Architect.
He
has
been
a
consultant.
He
has
been
a
Parks
and
Rec
tour
Durer
across
the
nation
as
well
and
I.
H
H
The
first
one
that
I'd
like
to
expound
upon
is
the
recreation
division,
obviously
some
of
the
biggest
things
that
we
have
going
on,
and
that
is
the
aquatics,
the
athletics
and
general
recreation.
Our
aquatic
program.
Even
though
we
went
from
50
swimming
pools.
Maybe
15
years
ago,
down
to
five
swimming
pools
across
the
city.
Now
it's
a
robust
program.
We
still
have
free
swimming
pools
available
to
our
citizens
to
go
and
enjoy
when
it
gets
hot
down
at
Woodson
and
Northeast
rec
center
are
free
pools.
H
H
Obviously
we
want
to
make
sure
that
we
stand
the
cutting
edge
of
those
performances
and
and
even
though
the
city
of
Moore
opened
up
a
a
family,
Aquatic
Center
took
some
of
our
business
from
Earlywine
we're
still
holding
our
own
at
about
fifty
nine
thousand
visitors
and
our
family
aquatic
centers
across
the
city.
I.
Think
one
of
the
big
things
that
that
I
want
to
point
out
is
with
the
addition
of
the
two
new
open
maps,
senior
health
and
wellness
facilities.
H
We
are
now
approaching
twenty
thousand
seniors
that
were
helping
to
stay
healthy
and
well
at
the
two
maps,
senior
health
and
wellness
that
for
all
under
our
jurisdiction,
let
alone
the
two
senior
centers
that
we
operated
before
the
maps
ones
opened
up.
So
we
have
four
active
senior
centers
and
obviously,
as
you
know,
we've
got
two
more
that
are
on
the
drawing
pages,
we're
looking
forward
to
serving
more
seniors
as
we
go
forward.
H
One
of
the
big
changes
that
we
have
we're
kind
of
like
the
what
you
heard
from
the
water
trust
we're
trying
to
find
better
ways
to
perform
our
business.
One
of
the
big
changes
in
our
budget
is
in
recreation
and
and
we
are
going
to
be
deleting
eight
community
center
directors
so
that
we
can
add
12
more
program
coordinators
to
our
centers.
This
gives
us
an
opportunity
to
create
more
robust
programs.
H
We
will
have
12
people
to
get
out
into
the
community
around
our
existing
facilities
to
meet
with
the
neighborhoods
to
meet
with
the
children
to
meet
with
the
seniors
meet
with
the
with
the
housewives
that
live
in
those
areas
to
create
programs
specifically
for
it
to
meet
their
needs.
So
we're
looking
forward
to
having
that
opportunity
going
forward
having
these
12
new
program
coordinators
in
our
organization
and
the
other
big
thing
is
in
mr.
stones,
ward,
we
acquired
the
eight
field,
softball
complex
used
to
be
the
Boomer
softball
complex.
H
We
haven't
renamed
it
yet,
but
it's
close
currently
so
that
we
can
go
in
there
and
refurbish
it,
bring
it
up
to
city
standards.
We
will
be
back
playing
softball
and
we
think
youth
baseball
on
these
fields
next
year,
so
we're
looking
forward
to
as
well
the
grounds
management
division,
our
largest,
that
we
have.
They
are
taking
care
of
6,000
acres
of
park
lands
but
they're
also
taking
care
of
nearly
6,000
acres
of
water
Trust
property
through
that
through
that
organization.
H
I
think
one
of
the
big
things
that
has
come
online
this
past
year
is
we
are
providing
tree
clearance
maintenance
for
the
for
the
streetcar,
the
modern
streetcar,
we're
making
sure
we're
keeping
the
tree
limbs
out
of
those
those
cross
wires.
All
of
our
foresters
have
been
trained
and
certified
to
work
around
those
power
lines.
They
understand
the
importance
of
keeping
those
lines
clear,
so
I
think
that's
one
of
the
big
things
that
that
we
have
going
on.
We,
we
feel
very
strongly
about
making
sure
that
our
environment
is
properly
managed.
Mr.
H
Cooper
mentioned
to
me
some
concerns
that
the
citizens
have
about
a
sprained,
our
our
parks.
We
have
certified
applicators
that
are
on
staff.
We
will
look
into
the
claims
that
we
did
it
during
the
windy
days.
They
are
all
trained
to
make
sure
that
they
do
not
spray.
When
the
winds
get
to
a
certain
level.
I
think
one
of
the
things
that
we
are
really
important
from
grounds
maintenance
management
perspective
is
the
quality
of
the
product
that
we're
providing
our
neighborhoods
and
I.
H
Think
one
of
the
things
that
shows
that
is,
the
satisfaction
and
our
Alif.
Ours
have
gone
up,
we're
like
the
water
treatment
plant.
Water
utilities
is
maxing
out
the
national
average.
We
are
as
well
in
grounds
maintenance
and
again,
one
of
the
big
things
that
we're
adding
this
year
is
is
the
Sports
Complex.
They
will
be
managing
and
maintaining
the
Sports
Complex
going
forward.
H
We
have
improved
six
ball
fields,
diamonds,
three
up
it
Stars
and
Stripes
three
at
wheeler,
and
we
look
to
add
some
more
with
that.
Obviously,
we
hung
on
to
the
the
window
was
and
window
was
in
high
Whisenhunt
Sports
Complex
that
gave
us
custody
of
twelve
youth
soccer
fields,
so
we
are
providing
more
opportunities
for
our
youth
to
participate
in
sports
through
our
programming
and
not
necessarily
through
other
nonprofits
or
suburbia.
H
The
next
line
of
business
is
our
natural
resources.
Again,
as
I
mentioned,
we
do
the
canal,
the
brick
down
canal.
We
have
the
fisheries
management.
One
of
the
only
Municipal
Fisheries
in
the
country
is
here
in
Oklahoma
City
we're
providing
nearly
three-quarters
of
a
million
fish
into
our
close
to
home
waters,
as
well
as
our
reservoirs
annually.
Through
that
program,
we
have
taught
thousands
of
people
how
to
fish,
not
just
kids,
but
adults
as
well.
We
have
also
the
Will
Rogers
garden
has
been
completely
refreshed.
H
H
One
of
the
big
changes
for
natural
we'll
be
the
addition
of
the
Oklahoma
Boulevard.
We
will
be
accepting
that
when
it's
finished
and
completed
in
the
planting
this
year,
some
of
the
key
factors
that
those
medians
that
adds
another
20
acres
to
our
holdings
in
the
city.
It
adds
twenty
three
thousand
square
feet
of
high-end
Performing
beds.
If
you
owe
flowering,
shrubs
and
and
flowering
plants-
and
we
are-
we
will
be
adding
a
few
new
people
to
the
the
organization
to
take
that
on.
H
The
other
is
one
of
the
increases
in
our
budget
that
you
will
see
again.
If
you
do
the
mathematics,
we
are
increasing
the
management
fee,
it
for
the
the
twin
downtown
parks,
mirrored
guards
and
scissortail
that
that
accounts
for
about
a
five
hundred
and
forty
thousand
dollar
increase
in
to
the
natural
resources
budget.
Overall,
going
on
to
administration
again,
we
have
quite
a
few
partners
out
there
that
we
work
with,
but
in
within
our
organization,
our
planning
staff.
We
have
three
again
three
Landscape
Architects
working
in
the
planning
organization.
H
Right
now,
since
January
1,
we
have
67
active
geo
bond
projects
going
on
that
they're
helping
manage
they're
going
out
there
and
doing
site
visits
to
make
sure
that
that
they're,
the
contractors
are
doing
what
well
they're
supposed
to
be
done
and
they
participate
in
public
meetings
to
get
it
done.
I
want
to
point
out
that
we
have
a
famous
person
in
that
picture.
It's
mrs.
Stonecipher,
the
general
business
and
administration
division
headed
up
by
our
own
Mike
Smith.
H
His
staff
will
produce
about
forty
hundred
forty
eight
hundred
permits
to
rent
our
facilities
and
and
do
activities
to
the
citizens
of
our
organization.
As
I
also
mentioned,
we
staffed
six
different,
Commission's
and
trust
marketing.
Even
though
we
we
eliminated
I
eliminated
our
pio
marketing
position
three
years
ago
during
budget
cuts,
we
added
a
new
Pio
with
a
strong
emphasis
on
marketing.
H
Even
if
it's
a
free
product,
we
want
to
know
that
we
want
the
citizens
to
know
that
we
have
these
of
these
facilities
available
to
them
that
they
can
capitalize
on
anything
we
we
are
offering
English
as
a
second
language
classes.
We
are
offering
bookkeeping
classes
besides
the
normal
aerobics
and
Jazzercise
and
things
along
those
lines.
So
so
we
are
a
complete
neighborhood
service
center
in
our
opinion,
and
we
want
to
make
sure
that
the
citizens
learn
about
all
that
we
have
available
through
that.
H
Our
our
summer
guide
last
year
had
twelve
hundred
and
fifty
programs
that
we
offered
across
Natural
Resources
and
Recreation.
So
so
we
we
try
to
get
it
out
there
for
the
people
to
participate
in
community
partnerships.
We
could
we
we
couldn't
survive
without
partnerships
this
year,
even
though
we
had
sixty
percent
of
our
partners
respond.
We
had
some
really
weird
numbers
that
that
showed
up
volunteers
where
actual
volunteers
were
down
25
percent,
even
though
this
is
the
first
time
we've
hit.
60
percent
of
our
partners,
responding
usually
were
around
30
percent.
H
60
percent
of
them
responded.
We
were
down
25
percent,
but
our
volunteer
hours
went
up
49
percent,
so
we
had
fewer
people,
but
they
were
doing
more
work.
So
we
are
just
flabbergasted
in
in
in
awe
of
our
volunteers
across
the
system
and
our
our
volunteer
labor
of
materials
was
up
35
percent
as
well.
So
we
went
from
a
six
million
dollar
budget
saving
last
year
at
this
time
to
an
eight
million
dollars.
We
would
have
hadn't
have
an
eight
million
dollar
infusion
to
our
general
fund
budget.
H
To
do
all
that
was
done
by
our
volunteers.
So
we're
extremely
excited
about,
and
it's
all
driven
by
the
staff,
the
local,
the
The
Naturalist
at
Martin
Park.
They
cultivate
those
those
people,
the
the
the
program
coordinators,
The,
Naturalist,
that
Will
Rogers.
They
cultivate
those
folks
and
we're
getting
people
into
our
rec
centers
and
helping
with
with
programming
there
as
well.
Some
of
the
things
the
leading
for
results
again.
Council
priority
enhance
recreation
opportunities
and
community
wellness.
As
you
all
know,
we
we
first
came
on
the
scene
in
this
in
2014.
H
The
City
Council
reaffirmed
the
importance
of
this.
This
leading
for
result
this
priority
in
2017,
and
we
have
not
let
you
down.
We
are
trying
to
exceed
your
expectations
for
getting
people
out
and
participating
in
your
Parks
and
Recreation,
some
of
the
leisure
trends
that
we
are
all
faced
with
across
the
country.
But
it
is
pretty
strong
here
in
Oklahoma
City
and
that's
you
know
the
changing
of
the
demographics.
Every
neighborhood
every
year
changes
its
demographics.
We
have
less
children,
maybe
in
one
neighborhood,
then
all
of
a
sudden
another
neighborhood
explodes
with
youth.
H
So
we
have
to
be
out
there
watching
and
making
sure
that
if
we
don't
have
adequate
playgrounds
or
we
have
a
park
that
was
mostly
passive
because
it
used
to
be
mostly
older
adults
living
there.
We
got
to
be
ready
to
be
able
to
spring
forward
and
get
a
playground
or
something
in
there
to
bring
the
kids
out
to
the
parks.
H
Some
of
the
other
numbers
that
we
pay
close
attention
and
Parks
and
Recreation
is,
is
the
the
national
trends
and
we've
we've
all
seen
the
the
I
guess.
The
best
the
an
acumen
is
our
grade
card.
You
know,
most
cities
are
running
about.
One
part
per
two
thousand
citizens
were
run
in
one
park
for
four
thousand.
H
Now
that
we
have
to
look
at
that
with
the
eye
that
we
have
here
in
Oklahoma
City,
you
can
go
anyplace
inside
the
city
limits
and
find
hundreds
of
acres
of
open
land
that
we
don't
necessarily
need
to
own
people
can
get
their
groove
on
on
their
own
properties
around
the
city.
So
I
have
this
trust
me
for
nearly
forty
two
years.
I've
had
this
conversation
with
the
national
organizations,
whether
it's
trust
Republican
or
in
the
National
Parks
and
Recreation
Association,
you
got
it.
H
You
got
to
understand
that
the
marketplace
is
such
for
Chicago
or
Boston,
or
New
York
City,
where
land
is
important.
When
you
get
in
between
the
Mississippi
and
the
Rocky
Mountains,
we
got
a
lot
of
wide
open
spaces.
So
it's
something
we
still
want
to
be
related
to.
We
want
to
understand
the
impact
of
that.
The
other
one
is
the
number
of
full-time
employees.
H
You
know
national
average
is
running
8.3
full-time
equivalents
to
ten
thousand
we're
running
about
4.4,
so
I
think
we're
doing
quite
a
good
job
with
what
we
have.
If
you
look
at
our
survey,
results
and
see
the
how
many
people
like
the
work
that
we're
doing
how
many
are
joining
the
fact
that
we
are
producing
this
this
again,
we
get
this
out
of
our
national
trends.
We
get
this
in
our
own
surveys
that
we
do
our
own
studies.
H
These
are
based
on
our
peer
cities,
which
is
obviously
the
Metroplex
just
south
of
us
down
through
to
San
Antonio,
but
other
places
like
Kansas
City,
Missouri,
Fort,
Lauderdale,
Florida
Miami,
our
our
peer
cities,
as
it
relates
to
body,
counts
and
I,
think
we
have
a
good
showing
as
it
relates
to
that
on
our
outdoor
athletic
facilities.
I
think
that
also
transcends
into
quality
of
recreation
programs
and
facilities.
H
H
Our
port
staff
planted
625
trees.
But
some
of
you
know
that
we
have
community
partners
that
plant
trees
to
the
community
foundation
for
their
50th
anniversary,
just
planted
eight
hundred
more
trees
on
the
river,
we'll
have
probably
a
thousand
new
trees
on
the
boulevard.
So
just
our
staff
alone
planted
625
trees,
we're
trying
to
up
that
game,
and,
of
course,
this
year,
we're
offering
eighteen
hundred
and
seventy
programs.
H
H
The
850,000
you
see
there
is
their
management
fee
to
make
sure
that
they
bring
quality
programs
and
take
care
of
the
other
partners
there.
And,
of
course
you
can
see
the
other
budget
so
we'll
be
authorized
for
178
full-time
positions,
major
budget
changes
as
I
talked
about.
We
deleted
the
eight
Center
supervisors
to
create
the
twelve
new
rec
programmers,
we're
adding
eight
new
positions
for
the
the
change
in
240
sports
complex.
H
H
This
one's
real
important
to
us
I
think
this
is
a
hundred
percent
handicap-accessible
baseball
diamond
over
route
66
park.
We're
going
to
be
able
to
teach
wheelchair-bound
children
how
to
play
baseball.
We're
gonna
be
able
to
to
program
this
site
for,
for
the
physically
challenged
to
learn
the
sport
of
baseball,
we're
already
in
contact
with
some
of
the
wounded
warrior
groups
to
see.
If
we
can't
get
a
wounded
warriors
baseball
league
going
out
here,
it
is
real
close
to
being
finished.
We
will
have
a
dedication
of
it
as
soon
as
it's
done.
H
Obviously,
a
wet
winter
has
slowed
us
down,
but
we're
real
excited
about
being
able
have
this
facility
to
offer
our
citizens
in
Oklahoma
City.
This
is
one
of
our
new
health
and
wellness.
I
want
to
show
you,
the
quick
video,
the
gentlemen
closest
to
us
in
the
red
shirt.
If
you
don't
know
it,
that's
chief
Kelly
on
the
other
side
across
from
competing
is
Paco
the
most
recent
deputy
chief
in
the
police
department.
This
was
a
police
versus
fire
competition
at
our
new
fitness
court
in
The,
Boathouse
District.
H
I
H
South
to
north
we
have
one
down
at
Woodson
Park.
We
won't
have
one
on
another
one
on
the
river
it
Manuel
Manuel
pérez,
but
Wiley
Post
Park,
and
we
have
one
in
the
center
section
in
Nicky's
district
over
at
Douglass
park
and
then
the
one
up
it
stars
and
stripes
and
of
course
this
one
is
in
The
Boathouse
District.
H
So
we're
excited
about
this
new
health
and
wellness
opportunity
we'll
go
on
to
the
next
one,
big
thing
that
we
opened
up
this
year.
We
have
another
short
video
gentleman
in
the
center
screen
that
just
did
a
jump
that
broke
his
skateboard
is
the
famous
Tony
Hawk
came
in
for
our
dedication.
It
was
a
real
treat.
We
had.
We
had
ten
of
the
top
skateboarders
in
the
United
States
at
the
dedication
that
Stars
and
Stripes.
H
In
the
background,
on
the
left
hand
side
you
can
see
the
Stars
and
Stripes
fitness
court
there,
we
completely
renovated
the
Bob
Hope
pavilion
out
there.
So
Stars
and
Stripes
has
got
a
whole
fresh
appearance
for
this
this
spring
and
summer.
So
we're
really
excited
about
all
the
new
activities
out
there.
Some
of
the
the
67
projects
we
got
going
on
Pitts
rec
centers,
getting
a
facelift,
a
new
basketball
court.
New
wall
coverings
were
real
happy
to
be
able
to
provide
that.
H
For
that
neighborhood,
then,
working
with
the
planning
department
and
the
sni
group,
we
were
able
to
refurbish
John
F
Kennedy
Park
at
16th
and
basically
16th
and
MLK.
We
had
somewhere
around
300,000
and
2007
geo
money,
all
told
with
the
federal
dollars
that
we
invested
1.2
million
dollars
in
that
park
to
make
it
a
a
new
hotspot,
neighborhood
one
of
the
things
that
were
proudest
for
last
year.
For
the
first
time
ever,
the
National
Recreation
Park
Association
actually
considered
bringing
a
national
forum
to
Oklahoma
City.
H
Most
of
the
people
I've
worked
with
for
40
years,
had
never
set
foot
in
Oklahoma
City,
they
came,
they
saw
and
they
brought
50
of
the
top
Parks
and
Rec
professionals
in
the
United
States
in
to
learn
about
Maps
and
what
it's
done
from
an
economic
boom
for
our
city.
So
we
were
happy
to
be
able
to
host
that.
H
We
know
that
parks
and
recreation
is
usually
in
the
top
three,
when
the
CVB
or
the
Chamber
of
Commerce
is
trying
to
sell
us
to
new
businesses.
This
is
a
quote
from
Amazon
I
know
we
didn't
get
their
world
headquarters,
but
you
know
they
want
to
invest
in
a
community
where
our
employees
will
enjoy
living
recreational
opportunities,
educational
opportunities
and
an
overall
quality
of
life.
Tell
us
what
is
unique
about
your
community.
I
Congratulations
on
five
years!
Thank
you.
You
mentioned
this
sports
field
study.
That's
going
to
be
coming
to
us
soon
and
I.
Look
at
you
know.
We
have
an
additional
12
feels
at
Whisenhunt.
We
have
additional
five
fields
at
Lightning
Creek.
We
have
the
softball
fields
in
Ward
4
when
I
also
look
at
other
cities
like
Overland,
Park
and
Frisco
and
Wichita
we're
a
little
behind
as
far
as
field
development
is
concerned.
Can
you
tell
us
what
we
hope
to
glean
from
this
study
and
what
you
already
know
well,.
H
A
lot
of
cities
are
really
investing
heavily
in
in
those
types
of
things
and
they'll
have
a
dozen
all-weather
so
that
if
they
have
a
tournament
come
to
town,
if
we
had
had
a
tournament
come
to
town
last
weekend,
they
wouldn't
have
been
able
to
play
much
so
I
think
that's
what
we're
going
to
glean
from
it
and
and
how
we
manage
those
and
how
they,
how
they
are
rented
or
how
their
program
will
be
part
of
that
study
as
well.
Other
questions.
J
Thank
you
for
your
presentation.
When
Councilwoman,
Hammond
and
I
met
with
your
department
during
our
orientation,
we
sat
across
the
room
from
each
other
as
she
and
I
and
I
think
we
just.
We
were
glowing
listening
to
you.
All's
just
your
your
understanding
of
public
parks
as
public
health.
I
can't
stress
this
enough.
J
Two
things:
one
I
met
with
a
friend
yesterday
at
a
coffee,
shop
and
I,
was
a
little
disappointed
when
I
talked
with
this
person
about
the
importance
of
parks
really
did
not
seem
to
understand
this.
Could
you
just
for
a
moment,
explain
the
public
health
outcomes
that
we
see
when
a
city
invest
in
its
public
parks
they?
What?
How
would
you
sum
that
up
like,
especially
in
this
moment
where
health
care
is
on
everyone's
line?
Well,.
H
I
think
the
important
factor
to
remember
is
not
only
the
physical
activities
that
we
provide,
for
you
know
the
obvious
sports
that
we
talked
about
the
fitness
courts.
We
just
put
in
there
just
the
walking
and
jogging
trails
that
we've
added
on
almost
every
Park
in
the
city.
It's
the
green
space.
It's
the
open
space.
If
you've
ever
read
the
book,
No
Child,
Left
indoors,
you
will
find
out
that
our
those
that
may
need
chemical
to
get
them
through
the
day.
They
don't
need
those
those
pills,
those
drugs.
H
If
they
spend
30
to
45
minutes
outdoors,
they
are
more
attentive
in
classrooms.
We
all
know
that
that
if
we
get
outdoors
after
a
bad
stressful
day,
it
goes
away.
We
we
walk
amongst
the
grasses
and
trees,
so
we
have
it
from
A
to
Z.
We
provide
not
only
for
your
physical
well-being
being
in
those
activities
that
we
provide
the
programs
we
offer,
but
we
have
the
mental
side
of
things
covered
as
well.
We
are
less
likely
to
be
aggressive.
H
J
It's
it's
everything.
It
is
everything
that
we
need
to
have
our
attention
focused
on
right
now,
for
these
kids
is
what
you
just
described
in
their
families
in
the
neighborhoods.
The
second
thing
is
I.
Had
the
honor
of
touring
Boys
and
Girls
Club
in
Ward
2
at
36,
then
in
western
and
for
those
of
you
haven't
been
yet.
Please
go
anyone
watching
anyone
up
here,
it's
incredible
because
it
complements
what
you're
talking
about
you
know.
That
facility
is
located
there
in
that
Park
right,
and
so
the
kids
can
be
outside
they've
done.
J
Kennedy
Gardens,
but
everything
of
the
last
four
years
of
me
being
at
Jefferson
middle
school,
just
crystallized
in
that
tour.
For
me,
at
Boys
and
Girls
Club
like
for
those
kids,
have
a
place
to
play
basketball
food
after
school
and
for
many
of
them
their
parents
are
working,
two
three
jobs,
so
there's
no
one
home
to
make
sure
they're
doing
homework,
there's
no
one
home
to
make
sure
they're
even
eating
dinner,
and
that's
not
because
the
parents
are
terrible.
It's
because
the
parents
are
working
every
last
bit
of
themselves
to
even
provide
what
they're
doing.
J
That's
the
story
I
heard
time
and
time
and
time
again
from
those
kids
and
their
family,
so
to
see.
Boys
and
Girls
Club
provide
basketball
courts
a
place
to
eat
a
library,
a
room
for
the
kids
to
play.
Video
games
like
they're
playing
for
tonight
on
PlayStation,
a
game
I
still
haven't
played,
but
those
kids
talked
about
for
tonight.
More
than
I
talk
about
movies
up
here
on
council.
J
It's
a
thing
is
it
possible,
I
didn't
know,
but
they
they'll
play
for
tonight,
and
then
they
go
play
basketball
and
then
they
go
out
into
the
park
and
then
they
guard
it.
It's
the
holistic
approach
to
the
individual
and
I
want
my
time
here
on
this
council
to
be
spent
having
conversations
about
getting
our
kids
away
from
the
screens,
but
not
entirely
taking
those
screens
into
their
parks.
J
One
of
the
things
I
saw
from
your
quote:
that's
been
on
my
mind
throughout
the
entire
city
council
election
and
now
that
I've
have
honor
of
serving
up
here.
There's
this
deep
into
cabbage
town
in
Atlanta,
Georgia,
the
walls,
the
walls
when
you
walk
around
that
neighborhood
murals
art
advertisements
for
punk
bands.
Coming
in
town,
we
need
that
we
need
that
everywhere.
J
What
makes
us
unique
from
Dallas
I
get
so
tired
of
people
being
like
Oklahoma's
North
Dallas,
whatever
like
we
should
when
we
are
attracting
tourists
here,
we
should
be
attracting
them
here
because
of
Paseo
because
of
Military
Park
because
of
the
neighborhoods,
not
because
of
these
big
fancy.
They're
not
gonna,
be
dismantled
and
I.
Just
really
hope
that
that's
the
mentality
going
forward,
I
sensed
a
little
bit
of
sadness
in
your
voice
with
the
budget
that
you
all
haven't.
There's.
J
H
Just
so
you
know
you
take
that
boys
and
girls
club
and
multiply
it
by
13
and
that's
what
you
have
available
right
now
in
your
Recreation
Division
in
the
rest
of
the
city.
We
have
313
facilities,
just
like
they're,
not
as
as
big
and
as
elaborate
as
the
Boys
and
Girls
Club
has
grown
to
be
in
Memorial
Park,
but
you
have
13
of
our
older
assets.
H
Mostly
most
of
them
are
in
your
ward
and
miss
nicest
ward
and
and
miss
Hammonds
wards,
but
we
have
13
of
those
functioning
right
now
and
they
do
almost
the
exact
same
thing
and
we're
happy
that
Boys
and
Girls
Club
is
one
of
our
partners.
We're
happy
that
pal
is
one
of
our
providers.
They
take
up
pal
takes
up
another
one
of
our
locations,
in
fact,
has
two
more
so
so,
but
the
the
recreation
division
has
13
facilities
that
were
programming
and
operating.
That
way.
J
I
want
to
thank
Hart,
Veronica,
Danielle,
Melinda
or
sitting
with
my
Jefferson
middle
school
students.
During
that
build
trip.
They
asked
the
parks
department
asked
the
kids.
What
do
you
want
in
Taylor
park
behind
Jefferson
middle
school
for
recreation
like
this
I?
You
all
made
their
day,
you
you
made
their
day
well.
H
G
H
Politically
correctness,
I
think
I
think
what
has
transpired
at
foster
is
when
the
YMCA
wore
it
out.
They
turned
it
over
to
the
city
and
we've
managed
to
keep
it
functioning
for
that
section
of
the
city.
All
these
years
it
was
used
up.
That's
why
they
left
it
I
think
the
Aquatics
staff,
keeping
that
pool
and
the
boilers
going
for
the
indoor
pool.
H
H
When
we
created
the
2017
geo
bond,
we
looked
at
parks
from
a
holistic
perspective
to
go
in
and
do
it
new
completely,
whereas
predecessors
had
planted
seeds.
If
you
will
done
a
little
bit
here,
a
little
bit
here
a
little
bit
here
a
little
bit
here
and
they
they
didn't
see
it
as
a
need
to
be.
Let's
get
rid
of
the
old
and
get
brand
new
and
I.
H
Think
one
of
those
you'll
see
that
in
the
Douglas
rec
center,
as
it
comes
online
as
we
design
and
build
that
new
facility
that'll
be
the
first
full-service
rec
center.
The
city
has
had
other
than
the
maps,
senior
health
and
wellness
facilities
that
are
only
for
50
and
older,
so
I
think
I
think
that's
the
reality.
I
think
it's
a
different
look
at
what
the
system
needs
and
trying
to
go
at
it.
H
From
that
perspective,
to
provide
that
the
when
the
city
went
twenty
years,
the
department
went
twenty
years
without
funds
and
all
from
the
voters,
they
voted
no
on
to
ten-year
propositions.
I
think
you
saw
the
decline
of
the
rec
centers
in
Oklahoma
City,
and
instead
of
closing
them
and
demolishing
them,
they
handed
them
off
to
nonprofits
to
try
to
operate
and
made
it
their
responsibility
to
maintain
them
going
forward
and
again
they
were
probably
wore
out
when
they
were
turned
over
to
those
nonprofits
and
they
have
been
able.
H
Us
to
any
neighborhood
meeting
that
you
attend.
We've
got
very
knowledgeable
staff
that
we
can
make
multiple
meetings
on
any
given
night.
We
love
to
talk
Parks
and
Recreation.
We
love
to
make
make
it
happen
for
the
neighbors
that
are
going
to
use
the
facility
if
they're
not
coming
there.
Now,
why
aren't
they?
What
do
we
need
to
do
to
make
the
changes
to
bring
them
to
the
parks,
whatever
the
those
changes
may
be,
programming
wiser
or
activity
wise?
But
we
we
want
to
talk
to
the
neighborhood's.
H
We
want
to
get
out
and
understand
what
it
is
again.
That's
why
we've
created
these
twelve
program
coordinators
positions
so
that
we
will
have
even
more
people
that
will
be
in
tune
with
with
the
community
and
can
get
out
and
talk
to
them
on
a
regular
basis
to
see
how
we're
doing
get
our
own
report
card
going.
You
know
when
we
look
at
the
LFR
and
we
see
that
we're
58
or
62
percent
citizens
happy
with
us.
H
But
then
we
want
when
we
survey
participants
actually
doing
things
at
our
part,
we're
at
90
98
%
happiness
for
what
they
participated
in.
So
so
there's
a
bit
of
a
disconnect
there.
But
but
we
want
to
make
sure
that
we
are
hitting
the
community
and
we'd
be
happy
to
to
go
out
to
any
neighborhood
meeting
any
HOA
or
Neighborhood
Association
meeting
or
just
a
coffee
clutch.
G
I'm
just
my
last
comment
and
I'll
be
done
as
far
as
I
know
during
our
Black
History
Month,
when
we
we
were
doing
some
posts
about
different
people
within
our
parks
and
who
they're
named
after.
It
will
be
really
great
to
see
more
of
that
as
far
as
just
the
highlight
of
who
these
parks
are
named
after,
and
why
it's
so
important
for
us
to
obviously
understand
why
these
parks
are
placed
in
some
places
that
they
are
to
also
encourage
more
participation
in
some
of
those
parks
as
well.
I've.
H
A
A
A
K
Washington
2,900
North,
East,
18th
Street,
sir
very,
very
admirable
job
I
see
your
department
obviously
is
doing
here
in
Oklahoma
City.
However,
there
is
a
few
glitches
that
brought
me
here
today,
for
instance,
you're
charging
by
young
black
kids
$10
to
enter
the
douglas
center.
This
son,
when
we
know
that
poor
families
in
and
of
themselves
do
not
have
the
money.
K
Sir,
are
you
kidding
me
you're
gonna
charge
my
young
people
who,
for
all
these
years,
have
been
going
into
their
douglas
center
for
free
and
now
you
want
to
charge
them
ten
dollars
that
we
don't
have
I'm.
A
working
kind
of
this
hurts
me
to
give
ten
dollars
up
with
something
that
I
should
have
an
entitlement
to
since
it's
a
park
in
my
community
and
I'm,
not
ripping
it
out.
K
Should
it
be
accessible
to
me,
then,
especially
in
the
summer,
when
my
kids
out
of
school
and
have
nothing
else
to
do
and
rely
upon
that
Senator
Dole
swimming
or
play
basketball
or
whatever
the
cases
are
y'all
really
kidding
me
or
are
we
preparing
ourselves
for
the
gentrification
process?
That's
already
taking
place
very,
very
important.
It
is
indeed
yes,
you
have
also
spoken
about
the
the
improvement
of
Kennedy
Park.
Great
deal
great
great
great.
K
However,
once
again,
when
you're
talking
about
closing
down
the
Douglas
Park
in
furtherance
of
this
Golf
Course
thing
that
you
have
now
it's
such
a
dilapidated
building,
but
we
know,
is
gonna,
be
renovated
for
them
people
playing
golf.
All
that
don't
we
now.
Why
would
you
want
to
move
me
out
of
a
structure
that
has
a
historical
significance,
even
though
you
build
something
new
with
a
new
name?
Douglass
center?
That's
not
the
same
thing.
I
mean
again,
we
don't
even
know
the
same
name.
Gonna
recent
may
remain
the
same.
Interesting!
Isn't
it
now?
K
Not
only
that
you
came
with
you
last
year,
1,250
programs
offered
interesting.
Now
you
increase
it
to
1870
right,
okay,
that's
good
impressive,
but
once
again,
you're
not
doing
anything
good
for
the
african-american
community
other
than
like
I
just
stated,
the
Kennedy
Park
now
you're
doing
something
to
Pitt's
Park.
Now
we
talk
about
all
these
world
as
soon
as
in
various
things
going
up,
which
is
admirable.
I
love
that
6-2
years
on
pretty
good
shape
myself.
K
However,
I
have
a
problem
with
this:
you
disregarding
again
I
Eastside
here
this
has
been
going
on
too
long
and
I'm,
not
calling
you,
sir
erases
God
I,
don't
believe
it's
the
policies
in
the
system
in
which
you
come
in
so
I'm
giving
their
own.
It's
not.
You
I
believe
that
this
racist
system
here
in
Oklahoma
needs
to
be
greatly
improved
and
I.
Believe
myself,
as
an
outsider,
I
can
come
in
with
this
Park
and
Recreation.
Why?
K
Because
our
games
being
a
political
activist
and
community
activist
for
the
North
East
Side,
nothing
gets
by
Michael
watch
it
you'll
know
why?
Because
if
people
said
mister,
why
should
go
to
any
talkies?
No
Michael
Watson
does
just
what
he
does
today
and
I'm
saying
y'all.
We
need
to
be
treated
fairly
equally
and
accessible.
Like
every
other
ethnic
group.
K
That
is
being
placed
for
my
keep,
my
kids
now,
if
we
don't
change
it
in
closing
sir,
without
biting
my
tongue,
so
we
will
be
filing
a
lawsuit
like
watch
this
famous
for
them,
and
we
will
also
be
having
a
news
media
that
and
you're
going
to
explain
to
more
than
just
a
few
people.
So
again,
we
could
probably
prevent
that
by
sitting
down
to
the
table
and
talking
like
Washington
again
thank
y'all
very
much
for
allowing
me
this
opportunity
to
speak
before
you.
Thank
you.
Thank.
L
Morning,
mayor
and
council,
aubrey
McDermid
I
apologize,
our
interim
director,
jeff
butler,
was
really
excited
about
getting
this
opportunity
to
do
this
and
then
was
disappointed
when
he
found
out
he'd
be
on
vacation
today.
So
I'm
actually
excited
to
get
to
do
this
myself,
because
I
won't
be
able
to
do
this
much
longer
anyway.
Thank
you
for
the
opportunity
to
do
this.
L
I
wanted
to
say
that
I
also
shared
Doug
Cooper's
budget,
envy
of
the
utilities
department
getting
ready
to
present
a
twenty
nine
million
dollar
budget
to
you
for
the
planning
department
as
well.
You
can
find
our
budget
on
page
C
127
of
the
budget
book
I'm,
trying
to
follow
suit
with
Doug.
He
was
very
entertaining
with
his
I
failed
to
put
any
pictures
of
councilmembers
family
or
any
videos
of
staff
exercising
or
famous
people,
so
I
hope
I
can
get
through.
This
I'll
have
to
step
up
the
game
next
year
anyway.
L
I
wanted
to
say
I'm
so
proud
of
our
city's
budgeting
process.
I'm
so
proud
of
the
fact
that
our
city
uses
a
system
like
leading
for
results,
a
strategic
business
planning
process
and
my
tenure
with
the
city
we
used
to.
We
didn't
used
to
do
it
this
way
and
I,
don't
think
that
it
surprises
anybody
here
to
see
a
planner
standing
in
front
of
you
saying
that
I
believe
in
the
benefit
of
good
planning
and
that
this
system
that
we
use
includes
understanding
what
our
goals
are
for
the
for
the
council
priorities
for
our
community.
L
So
the
mission
of
the
planning
department
is
kind
of
the
root
of
the
philosophy
of
the
planning
profession
and
that
we
would
like
to
guide
the
growth
and
development
of
our
city
over
the
long
term.
We
want
to
have
a
vibrant
city.
We
want
to
grow
in
a
sustainable
way
and
we
want
to
ensure
that
our
current
and
future
residents
and
businesses
can
thrive
in
Oklahoma
City.
The
planning
department
has
47
positions.
We
work
in
four
different
divisions
in
the
planning
department.
L
The
administration
division
of
the
planning
department
also
houses
the
office
of
Arts
and
Cultural
Affairs,
and
the
Office
of
Sustainability
and
the
current
planning
division
works
with
development
codes.
It
manages
the
special
design
districts
in
the
city
like
brick,
town,
historic
preservation,
districts,
downtown
urban
design,
districts
that
include
areas
like
the
Asian
district
or
say
Oh
uptown,
and
then
the
planned
development
and
implementation
division
is
the
division
that
develops
our
long-range
plans
like
plan
OKC
or
bike,
walk
OKC
or
the
Downtown
Development
framework.
This
division
also
manages
neighborhood
and
commercial
district
revitalization
program.
L
That's
a
recent
change
that
we've
made
in
the
last
couple
of
years.
This
is
brought
together
planners
that
are
working
in
the
same
work
section
under
the
same
work
section
who
worked
with
programs
that
have
a
lot
of
strong
overlap.
So
the
commercial
district
revitalization
program
and
the
strong
neighborhoods
initiative
program
do
similar
functions,
one
for
commercial
districts
and
one
for
neighborhoods
and
now
they're,
working
together
under
one
umbrella.
We
also
have
the
city's
transportation
planning
program
housed
in
this
division
and
last
the
Community
Development
the
Housing
and
Community
Development
Division,
it's
our
largest
division.
L
It
manages
the
federally
funded
grant
programs
that
serve
our
primarily
low
to
moderate
income
residents,
and
this
division
works
on
stabilizing
neighborhoods,
rehabilitating
housing,
providing
new,
affordable
housing,
redeveloping
brownfields
and
addressing
homelessness
and
I
like
to
describe
this
diverse
work
across
the
city's
planning
department
is
going
from
the
10,000
foot
view
with
the
long-range
plans
down
to
the
boots
on
the
ground,
really
helping
people
where
they
live.
So,
although
this,
the
purpose
of
this
presentation
today
is
to
talk
to
you
about
our
budget,
our
budget
was
really
incredibly
simple
this
year.
It's
not
really.
L
The
focus
of
what
I'd
like
to
share
would
like
to
talk
about
some
things
more
in
depth
with
the
planning
department.
Overall,
though,
this
year's
budget
in
the
planning
department
maintained
the
same
general
fund
portion
as
we
did
last
year.
There
were
no
real
significant
changes
and
I
think
the
planning
department
is
so
incredibly
much
with
what
I
think
is
a
very
modest
budget
of
29
million
dollars.
The
general
fund
portion
of
our
budget
is
four
million
dollars,
and
that
supports
all
the
programs
and
employees
except
those
in
the
Housing
and
Community
Development
Division.
L
The
bulk
of
the
department's
budget
comes
from
approximately
twenty
five
million
dollars
in
our
federal
HUD
grants
the
office
of
Housing
and
Urban
Development,
and
that
supports
the
staff
and
programs,
mostly
in
that
Housing
and
Community
Development
Division,
and
that
amount
fluctuates
from
year
to
year.
Depending
on
how
much
is
appropriated
from
HUD
to
the
city.
L
We
try
to
maximize
the
amount
of
grant
dollars
that
support
the
programs
and
we
try
to
be
as
efficient
as
possible
with
how
we
administer
the
administrative
costs
that
we
get
from
those
grants,
and
so
this
year
we
had
a
few
planners
that
receive
promotions,
and
we
took
advantage
of
that
minor
reorg
that
I
talked
about
to
create
some
salary
savings
and
that
reduced
our
administrative
costs
and
those
federally
funded
positions.
By
about
sixty
thousand
dollars.
It
was
a
great
benefit
to
us.
L
So
the
big
takeaway
from
this
presentation
today
for
you
is
to
show
you
how
the
alignment
and
the
continuity
and
the
reinforcement
of
the
City
Council's
priorities
and
then
the
community's
vision
and
goals
through
our
comprehensive
plan
and
the
planning
department.
Strategic
business
plan
overlap
with
each
other
and
they
set
us
toward
that
path
of
implementing
our
shared
goals.
L
So,
as
you
know,
the
City
Council
establishes
priorities
updates
them
every
two
years.
These
guide
the
work
of
our
organization
and
these
priorities
directs
staff.
How
we
need
to
focus
our
efforts
and
I
want
to
just
highlight
two
of
the
city
council
priorities
today,
as
I
talk
about
the
planning
departments,
work
I
want
to
talk
about
promoting
safe,
secure
and
thriving
neighborhoods,
and
also
developing
a
transportation
system
that
supports
everyone.
L
So
the
city's
comprehensive
plan
plan
OKC
was
adopted
in
2015
and
the
Planning
Department
uses
this
plan
that
guide
our
work
plan
and
you'll
see
this
reflected
in
our
strategic
business
plan.
In
a
moment,
the
development
of
the
plan
took
seven
years.
It
had
extensive
community
engagement,
and
this
plan
expresses
the
vision
and
the
goals
of
the
community,
as
expressed
by
seven
overarching,
big
ideas
that
you
see
on
your
slide.
All
of
these
big
ideas
do
relate
to
council
priorities,
but
you
can
see
that
the
five
that
are
checked
on
this
next
slide.
Sorry
Aubrey.
L
We
have
two
Aubrey's
working
for
you
today.
This
next
slide
shows
how
the
overlap
of
the
big
ideas
and
plan
OKC
are
shown
in
council
priorities.
So
five
of
these
seven
overlap
there
you
go
all
right.
So
let's
go
there,
you
go
right
there.
The
comprehensive
plan
breaks
down
elements
and
components
that
comprise
our
city
into
these
chapters
that
you
see
and,
as
you
know,
cities
are
comprised
of
so
many
interconnected
things.
L
We
have
social,
physical
natural
systems
and
the
physical
and
built
environment
which
made
of
our
buildings
and
open
spaces
and
the
transportation
network
and
socially
we're
connected
through
neighborhoods,
and
we
are
enriched
through
the
cultural
and
recreational
opportunities
like
mr.
Cooper
talked
about,
and
the
systems
that
keep
the
Machine
of
our
city
running
include
our
efficient
public
services
and
a
strong
economy.
So
you
can
see
those
are
reflected
in
these
element.
Chapters
of
the
conference,
a
plan
and
several
of
those
chapters
are
put
to
use
to
support
those
two
council
priorities.
L
I
want
to
talk
about
today,
promoting
safe,
secure
and
thriving
neighborhoods
is
supported
by
the
live
OKC.
Your
neighborhoods
element
play
OKC,
which
is
parks
and
recreation
and
enrich
OKC,
which
is
preservation,
community
appearance
and
culture,
and
our
transportation
system
is
supported
primarily
by
connect
OKC.
So
the
first
council
priority
I'd
like
to
highlight,
is
thriving
neighborhoods.
This
emphasizes
the
revitalization
and
neighborhood
quality,
appearance
and
safety
within
our
city's
neighborhoods.
When
we
were
doing
plan
OKC,
we
did
several
studies
to
help
us
understand
what
we
had
and
where
we
were
going.
L
One
of
those
studies
that
relates
to
the
thriving
neighborhoods
priority
is
the
housing
market
and
preference
and
demand
study
of
2013.
This
study
considered
how
we
support
neighborhoods
in
our
city.
We
need
to
know
what
we
have,
what
we
need
and
how
to
prioritize
their
limited
resources.
We
wondered
where
people
lived,
what
mattered
to
our
residents
where
people
wanted
to
move
and
what
factors
influenced
where
people
chose
to
go
so
the
housing
market,
preference
and
demand
study
concluded
that
people
cared
more
about
the
characteristics
of
their
neighborhood
rather
than
the
house.
L
They
lived
in
them
itself.
Residents
wanted
quality,
they
wanted
to
feel
like
they
were
part
of
a
community.
They
wanted
to
feel
safe
in
their
neighborhoods.
They
wanted
to
walk
and
ride
bicycles
to
where
they
wanted
to
go.
They
wanted
to
have
parks
within
walking,
distance
and
work
within
walking,
distance
shopping
and
entertainment
nearby
and,
above
all,
the
number
one
rated
priority
for
our
citizens
was
safety.
L
The
housing
market
and
demand
study
also
came
about
with
several
recommendations.
Instead
of
reading
these
recommendations,
I
just
want
to
show
you
that
these
are
the
basis
for
the
recommendations,
policies
in
the
comprehensive
plan,
we're
actively
implementing
every
single
one
of
these
recommendations,
and
this
is
a
page
from
the
Elif,
our
strategic
business
plan,
where
we
start
to
define
our
issues
and
how
they
tie
back
to
council
priorities
and
we've
developed
strategies
to
try
to
achieve
our
goals.
L
I
have
three
of
these
issues
of
the
planning
department,
strategic
business
plan
that
that
tie
back
to
the
thriving
neighborhoods
council
priority.
The
first
is
urban
revitalization
and
we
know
that
urban
decay
or
urban
decline
is
really
it's
inevitable.
It's
an
inevitable
part
of
a
city's
growth,
and
we
know
that
if
we
don't
address
it,
older
districts
and
neighborhoods
are
vulnerable.
They'll
continue
to
decline.
We
need
to
maintain
an
appropriate
quantity
and
quality
of
homes
that
are
affordable
to
the
majority
of
our
workforce,
so
that
people
can
live
near
where
they
work.
L
They
can
enjoy
the
full
spectrum
of
city
services.
They
can
enjoy
retail
and
entertainment
nearby
and
take
advantage
of
public
transportation
and
other
active
transportation
options
like
why
walking
and
cycling
so.
The
department
strategies
to
spur
urban
revitalization
include
focusing
our
resources
in
areas
that
are
experiencing
decline
to
help
strengthen
them.
Our
CDBG
grants
and
the
CDR
P
program,
commercial
district,
revitalization
program
and
the
strong
neighborhoods
initiative
program
are
the
primary
tools
that
we
use
to
support
urban
revitalization.
L
The
next
issue
we
identified
is
community
development.
We
call
out
specific
things
that
contribute
to
declining
community
vitality
that
can
impact
the
city's
ability
to
provide
services
and
attract
economic
development.
These
are
issues
like
crime
or
poverty,
homelessness,
public
health
issues,
education,
community
involvement
in
neighborhood
schools
and
a
lack
of
affordable
housing,
our
community
development
and
social
services
program
to
help
us
combat
these
issues,
and
we
can
impede
further
decline
and
deterioration
of
our
neighborhoods
and
business
districts.
L
We're
strategically
using
our
community
development
resources
in
those
targeted
revitalization
areas
and
we're
working
to
improve
community
appearance
and
working
hand-in-hand
with
our
many
partners
to
assist
the
needs
of
our
city's
most
vulnerable
residents,
and
the
third
issue
is
sustainable
growth.
It's
our
responsibility
to
guide
the
city's
growth
in
a
way
that
promotes
quality
of
life,
efficient
service
provision
and
our
human,
environmental
and
economic
health
and
comprehensive
plans.
L
Help
guide
many
different
types
of
decisions,
understanding
that
each
action
that
we
take
contributes
to
the
cumulative
effects
of
growing
and
changing
in
our
environment
that
can
affect
things
like
the
cost
and
the
quality
of
our
public
services.
Our
infrastructure
and
maintenance
costs,
the
stability
and
strength
of
our
neighborhoods
environmental
and
Public
Health,
and
the
functionality
of
our
multimodal
transportation
system
and
our
capacity
to
support
it.
L
So
the
same
strategies
that
we
just
talked
about
that
we
apply
for
urban
revitalization
and
Community
Development,
also
support
growing
in
a
more
sustainable
way
and
in
addition,
we
really
want
to
improve
our
transportation
system.
So
we
can
offer
more
options
and
modes
of
transportation
to
people
and
last
we
want
to
be
able
to
improve
the
tools
that
regulate
how
development
is
done
in
our
city
and
we're
in
the
beginning
of
a
multi-year
process
to
update
our
development
codes.
L
So,
as
I
mentioned
a
moment
ago,
the
city
receives
approximately
twenty
five
million
dollars
in
federal
grants,
both
through
the
annual
allocations
from
HUD
and
our
competitive
grants.
The
planning
departments,
Housing
and
Community
Development
Division
offers
these
funds
to
multiple
partner
agencies
and
nonprofits
each
year
and
they
assist
with
various
services
from
providing
assistance
for
rehabilitation
of
existing
homes,
to
building
new,
affordable
homes,
to
providing
shelter
and
housing
for
people
who
are
homeless.
L
Okay
and
a
few
of
those
programs
that
influence
neighborhood,
revitalization
support,
homeownership,
infill
development
and
those
programs
are
the
down
payment
assistance
program,
the
home,
affordable
housing
program
and
the
strong
neighborhoods
initiative
and
I
wanted
to
talk
a
little
bit
about
some
of
the
accomplishments
that
we
had.
Last
year
last
year,
the
Community
Action
Agency
and
Neighborhood
Housing
Services,
which
are
the
city's
downpayment
assistance.
Professional
service
providers
assisted
47,
low
to
moderate
income
families
with
downpayment
assistance
to
purchase
new
homes,
the
DPA
program
leveraged
about
$6
for
each
dollar
of
program
funding.
L
Within
that
time,
also,
our
Chodos,
which
are
the
community
community
housing
development
organizations
built
and
sold
in
nine
houses
and
two
others,
were
completed
and
sold
by
our
partner.
The
urban
renewal
authority
in
one
of
our
strong
neighborhoods
initiative,
neighborhoods
culbertson's
East
Highland,
the
strong
neighborhoods
initiative
program.
It's
a
limited
capacity,
neighborhood
revitalization
program
that
provides
funding
and
assistance
to
certain
selected
neighborhoods
provides
that
assistance
over
a
period
of
several
years.
Until
we
can
see
once
declining
neighborhoods
start
tipping
toward
long-term
sustainability.
L
The
program
began
in
2013
and
we've
worked
in
five
different
neighborhoods,
providing
rigorous
community
engagement,
holistic
planning
strategies
and
thoughtful
public
and
private
investments.
We're
currently
working
in
Capitol,
View,
Capitol,
Hill,
culbertson's,
East
Highland,
and
some
of
our
original
sni
neighborhoods
included
class
and
ten
pan
and
class.
Since
North
Highland
parked
each
neighborhood
identifies
their
own
priorities
and
needs,
and
you
can
see
here.
The
range
of
improvements
that
have
been
funded
to
build
and
rehabilitate
homes
provide
infrastructure
and
amenities
to
those
neighborhoods
and
even
provide
after-school
programs
to
our
residents.
L
Housing
assistance
doesn't
just
provide
housing
quality
in
neighborhoods.
It
also
has
a
spin-off
effect
and
that
it
affects
community
appearance
and
the
overall
quality
of
life
for
our
residents.
Our
housing
rehabilitation
program
provides
financial
assistance
to
the
qualifying
low
to
moderate
income
homeowners
in
the
inner
core
of
Oklahoma
City
in
an
area
to
find
it's
a
neighborhood
revitalization
strategy
area.
The
home,
exterior
maintenance
program
provides
grants
to
homeowners
to
repair
existing
homes
and
the
Community
Development
Block.
Grant
funds
are
used
for
emergency
repairs
caused
by
things
that
are
emergent.
L
Health
and
safety
issues
home
funds
are
used
to
provide
loans
for
rehabilitating
the
whole
house
up
to
the
minimum
property
standards.
This
last
year
we
completed
61
exterior
maintenance,
rehabilitation
projects
and
19
whole
house
rehabilitations,
CDBG
and
home
funded
the
construction
of
65,
affordable
units
through
several
of
our
partners
and
one
of
our
partners.
The
Community
Action
Agency
helped
provide
emergency
plumbing,
roofing
heating,
air
and
other
urgent
repairs
to
74
homes.
Last
and
although
we
have
more
need
than
funding
to
assist,
everyone
I
think
we're
making
a
difference.
L
How
do
we
know
we're
making
a
difference
while
the
leading
for
result,
strategic
business
planning
process,
uses
performance
measures
to
track
our
progress?
Two
of
the
measures
that
we
use
to
gauge
progress
toward
our
goal
of
thriving
neighborhoods
are
taken
from
our
annual
citizens
survey
and
we
want
Oklahoma
City
to
be
above
the
national
average
for
people
who
think
that
the
appearance
of
our
city
is
satisfactory
or
above
satisfactory
and
those
who
feels
safe
in
their
neighborhoods.
L
We
also
are
tracking
how
we
measure
or
we're,
measuring
and
tracking
how
many
people
who
are
previously
homeless
that
remain
in
permanent
housing
for
more
than
six
months.
Here's
how
we're
doing
this
graph
shows
the
past
five
years
of
responses
from
the
citizens
survey.
They
were
asked
to
rate
several
factors
that
measure
the
quality
of
their
neighborhood.
The
red
bar
on
the
top
is
the
2018
results
and
all
of
our
results
from
2018
increased
from
the
previous
years,
except
for
sense
of
community.
L
L
Where
do
we
need
to
focus
our
efforts
and
how
we
know
what
we're
doing
is
working
and,
as
I
mentioned
a
minute
ago,
that
the
housing
study
confirmed
that
safety
is
the
most
important
factor
for
people
in
their
neighborhoods,
and
this
measure
measure
which
is
at
the
bottom
of
this
graph,
shows
how
people
rate
safety
in
their
neighborhoods
we've
consistently
met
and
exceeded
our
target
of
65
percent.
We
take
this
very
seriously.
L
We
know
how
important
it
is
and
we're
going
to
be
striving
to
do
a
better
and
better
job
every
year,
and
then
we
measure
the
strength
of
our
community
and
neighborhoods
by
monitoring
progress
in
addressing
homelessness
each
year,
hundreds
of
volunteers
conduct
a
snapshot
count
and
observe
and
survey
people
who
are
homeless.
It's
called
a
point
and
I'm
count.
L
L
L
But
one
finding
of
note
is,
although
the
total
homeless
count
in
2018
was
the
lowest
since
2010,
the
number
of
people
who
are
unsheltered
or
living
on
the
streets
was
the
highest
since
2008,
and
we're
currently
working
on
helping
this
group
by
increasing
the
number
of
low-barrier
shelter
beds.
The
local
nonprofit
City
care
is
on
track
to
open
an
all
population,
low
barrier
shelter
with
approximately
200
beds.
We
hope
that
will
really
impact
next
year's
count
of
the
street
homeless.
L
We're
also
focusing
on
homeless
youth
through
new
youth
assistance
programs
being
offered
by
HUD
in
2019,
a
local
provider
organization,
Sisu,
youth
opened
youth
shelters
and
drop-in
centers
pivot,
which
was
formerly
formerly
youth
services
of
oklahoma
county,
has
also
began
the
construction
of
a
tiny
home
development
for
youth.
It
will
eventually
number
85
units,
so
hopefully
we'll
be
assisting
with
that
population
as
well,
and
ultimately,
we
want
to
find-
and
we
want
people
to
find
and
remain
in
permanent
housing,
and
we
measure
the
number
of
people
being
housed
through
the
continuum
of
care
program.
L
In
2013
we
began
using
the
housing
first
approach
and
all
of
our
permanent
housing
grams.
This
means
moving
people
directly
from
the
street
or
shelters
in
the
housing
without
preconditions
such
as
sobriety
case
managers
work
with
these
clients
to
try
to
address
the
causes
that
led
to
homelessness
in
the
first
place,
and
this
approach
has
been
shown
to
have
higher
success
rates
in
keeping
people
housed,
as
well
as
being
more
cost
effective.
L
The
continuum
of
care,
permanent
housing
programs
regularly
maintain
an
eighty
to
ninety
five
percent
retention
rate
and,
although
2018
saw
a
slight
drop
from
2017
or
2017,
saw
a
slight
drop
from
2018
to
new
permanent
housing
projects
applied
for
assistance
in
our
2018
continuum
of
care,
competition
in
September,
and
we
hope
to
increase
retention
rates
in
the
coming
years
to
ultimately
achieve
a
hundred
percent
and
I'm
excited
to
talk
about
taking
further
steps.
This
year
in
April,
the
mayor
instituted
a
task
force
to
oversee
the
development
of
a
homelessness
strategy
for
Oklahoma
City.
L
The
planning
departments,
transportation
planning
program
focuses
on
increasing
mobility
options
and
opportunities
for
people
to
get
where
they
need
to
go
via
public
transportation
or
by
walking
or
cycling.
The
City
Council
adopted
our
city's
first
comprehensive
pedestrian
bicycle
and
trail
master
plan
last
year.
This
plan
is
already
being
put
to
great
use
to
divide
our
priorities
and
investments
through
our
capital
improvements
program
and
funding
for
grant
applications.
So
you
might
recognize
better
streets,
safer
city
program,
which
is
the
combination
of
the
2017
Geo
bond
and
our
temporary
penny
sales
tax
program.
L
This
is
a
great
example
of
how
bike
walk.
Okay
identified
our
highest
priority
projects
and
they
were
taken
into
these
two
funding
programs
to
help
fill
gaps
in
our
sidewalk
network
and
build
bicycle
infrastructure
that
connects
people
to
places.
They
need
to
go
between
these
two
programs,
we're
investing
three
hundred
and
fifty
million
dollars,
and
two
hundred
and
forty
million
dollars
on
street
resurfacing
street
enhancements,
sidewalks
trails
and
bicycle
facilities.
L
L
Don't
have
those
numbers
for
you
today,
but
in
the
next
presentation
to
you,
we
hope
to
be
showing
how
these
investments
are
going
to
be
increasing
people's
use
of
alternative
transportation
modes,
and
this
is
just
a
series
of
maps
showing
you
how
far
we've
come
to
give
you
some
perspective
of
what
we
have
today
and
what
we
have
funded
and
will
be
built
soon.
So
this
first
map
is
showing
our
existed,
existing
and
funded
trails.
L
The
yellow
is
the
existing
trail
system
and
you
can
see
how,
through
the
2007
bond,
2017
bond
mounts
three
and
the
better
streets,
safer
city
sales
tax
program
were
starting
to
build
out
our
trail
network.
According
to
our
long
term
trails
master
plan,
the
next
group
of
maps
is
the
existing
bicycle
facilities
that
we
have.
This
map
shows
those
facilities
that
are
striped
on
streets
with
either
sharrows
or
some
share
of
symbols
or
signage
for
bike
routes,
and
the
dark
brown
is
our
dedicated
lanes
that
are
on
the
ground
today.
L
This
map
shows
the
bike
facilities
of
all
types
that
are
reflected
in
the
bike:
walk
OKC
plan,
those
were
not
built,
yet
some
may
be
funded
and
I'm
going
to
show
you
that
in
the
next
slide,
these
are
the
bicycle
facilities
funded
in
the
2017
bond
and
the
next
slide,
our
facilities
that
are
funded
in
the
better
streets,
safer
city
sales,
tax
program
and
the
next
slide
layers
on
the
bicycle
facilities
funded
through
grants,
the
planning
department
actively
pursues
federal
grants.
The
Transportation
Alternatives
program
has
funded
demonstration
corridors
in
Oklahoma
City.
L
These
are
bicycle
facilities
that
will
be
protected
bike
lanes.
These
are
shown
in
red.
These
protected
bike
lanes
will
go
around
our
downtown
and
have
Spurs
that
branch
off
to
our
most
populated
neighborhood
and
employment
centers.
And
so,
when
we
look
at
everything
together,
we
look
at
our
existing
and
funded
bicycle
facilities
with
all
the
different
sources
of
funding.
L
We
can
start
to
see
how
these
capital
improvements
will
help
connect
people
via
bicycle
infrastructure
to
many
different
destinations,
and
then
we
layer
back
on
those
that
are
unfunded
from
bike
walk
OKC,
so
we
still
have
more
infrastructure
to
build
out
and
we
we
will
be
pursuing
ways
to
do
that,
and
last
is
the
sidewalk
network.
This
map
shows
the
existing
sidewalk
network
in
yellow
this
next
map
shows
identified.
Sidewalk
needs.
These
are
areas
in
Oklahoma
City,
that
bike
walk.
Okc
has
highlighted
as
connecting
the
gaps
on
the
sidewalk
system.
L
We
also
receive
requests
from
city
council
and
the
community
all
the
time
that
we
add
to
our
cities
database
that
goes
into
this
map
for
for
sidewalk
needs.
I
want
to
show
you
that
what
we've
done
in
2007
we
start
city
started
building
and
constructing
sidewalks,
which
typically
wasn't
a
city
requirement.
Sidewalks
traditionally
have
been
built
by
developers
as
development
has
occurred
in
Oklahoma
City
in
2007,
as
we
were,
funding
street
resurfacing
and
Street
widening
projects.
L
We
were
building
sidewalks
on
those
arterial
streets,
so
you
can
see
that
as
the
street
network
was
being
improved,
sidewalks
were
going
in
mostly
along
those
section
line
roads.
The
2017
bond
was
different
in
that
we
began
filling
in
from
those
arterial
streets
back
into
neighborhoods,
to
employment,
centers
and
to
places
of
education.
L
We
also
funded
through
the
general
fund
and
CIP
some
additional
sidewalks
and
layering.
On
top
of
that
is
the
better
street
or
the
maps
three
sidewalks
continuing
to
build
inward
towards
our
population
center
and
then,
lastly,
the
better
streets
safer,
a
sales
tax.
So
when
we
go
to
the
last
map,
we
can
see
where
the
existing
sidewalks
are
in
yellow
and
we
can
start
to
see
how
we're
really
filling
in
and
funding
the
construction
of
sidewalks
where
they
didn't
exist
before
and
without
I,
have
planning
staff.
My
planning
colleagues
and
Eric
is
here
too.
L
I
L
Well,
we
don't
really
get
into
propriate
annually,
but
each
year
we
do
apply
for
the
available
grants
that
are
offered
through
ACOG
for
those
treadle
federal
transportation
dollars
and
I.
Don't
have
the
number
that
we
received
last
year,
it's
a
competitive
process,
and
so
we
typically
use
the
bike
walk
okay
seat.
Well,
we
not.
Typically,
we
are
now
using
bike,
walk
OKC
to
help
us
identify
priority
projects
that
qualify
the
transportation
alternative
program
has
a
kind
of
a
priority
area
and
that
they're
trying
to
fund
bicycle
infrastructure
that
connects
to
transit,
employment,
centers
and
populations.
L
Sidewalks
that
connect
to
transit.
It's
trying
to
bring
all
the
elements
of
a
whole
transportation
network
together.
So
since
bike
walk,
OKC
has
identified
some
of
those
priority
areas.
We
can
very
competitively
apply
for
those
grants.
It
also
requires
a
match
and
fortunately,
the
city's,
investing
through
the
sales
tax
program
and
the
Geo
bond.
So
we
can
take
those
dollars
and
leverage
them
to
receive
more
federal
funds
and
if
you'd,
like
some
specific
numbers
on
what
we've
received
last
year,
I
can
pull
those
for
you.
F
Good
morning,
Marc
Rotenberg
airport's
director
and
pleasure
to
be
with
you
this
morning
to
have
Karen
Kearney
assisting
me,
who
is
the
public
information
and
marketing
coordinator
and
Tara
Summerlin,
who
is
my
business
manager?
You
can
find
the
airport's
budget
on
page
c3
in
your
budget
book
to
remind
you
that
we
operate
three
airports
for
the
city
of
Oklahoma,
City,
Will,
Rogers,
World,
Airport,
Wiley,
Post,
Airport
and
Clarence
epage
Airport.
F
The
airport's
mission
is
to
provide
for
the
operations
and
management
and
development
of
the
city's
three
airports
for
our
tenants,
our
users
and
the
general
public,
so
that
they
can
have
a
safe
and
efficient
transportation
system
before
getting
into
the
department's
issues
and
some
of
our
performance
indicators.
I
would
like
to
give
you
a
brief
overview
of
the
airport
trust
budget.
If
you
look
at
the
total
Airport
charges
we're
anticipating
a
little
over
sixty
three
point:
six
million
dollars.
These
are
major
revenue
categories.
F
We
have
each
year
at
the
airport
and
they
are
mainly
comprised
of
building
rents,
which
is
from
lease
payments
for
hangars
and
buildings
that
the
trust
owns.
We
also
have
landing
fees,
which
is
a
calculated
rate
per
1,000
pounds
of
landed
weight
for
passengers
and
freight
carriers.
Parking
revenues
is
generated
from
our
public
parking
operation
for
our
parking
garages
and
service
Lots.
F
We
also
have
concessions,
so
we
get
a
gross
percentage
of
concessions
of
the
food
and
beverage
and
retail
concessions
in
the
terminal
building,
as
well
as
a
rental
car
concessions
for
the
rental
car
center.
We
have
fuel
cells,
which
is
a
rate
per
gallon
for
all
aviation
fuel
that
is
retailed
on
our
airports
or
from
those
tenants
that
have
self
feeling
privileges
the
customer
facility
charges.
F
These
are
the
four
dollar
and
fifty
cent
per
transaction
day
at
the
rental
car
center
that
a
rental
car
customer
is
assessed
in
this
pace
for
the
debt
service
for
the
facility,
the
operations
and
maintenance
of
the
facility,
as
well
as
the
buses.
We
have
a
variety
of
other
airport
charges,
which
is
mainly
lease
components
that
are
maintenance,
reimbursement,
apron
fees
and
ground
rentals.
F
Well,
we
also
have
other
sources
of
revenue
as
well
a
little
over
thirteen
point,
eight
million
that
we're
projecting
oil
and
gas
revenue.
We
still
get
some
on
the
airport
and
we
use
this
mainly
for
our
matching
sponsor
match
funds
for
the
grants
that
we
receive
from
the
Federal
Aviation
Administration
for
air
flow
improvements.
We
have
some
interest
on
our
money
market
account
the
passenger
Facility
Charges.
F
This
is
the
four
dollars
and
fifty
cents
that
you
see
on
an
airplane
ticket,
and
this
supports
our
capital
program
and
each
year
we
get
certain
federal
and
state
participation
from
the
Federal
Aviation
Administration
and
the
Oklahoma
Aeronautics
Commission,
and
this
comes
in
the
form
of
grants
for
eligible
airfield
projects
or
to
purchase
certain
types
of
equipment.
We
also
have
carryover,
which
we're
anticipating
thirty
five
point:
five
million
dollars.
This
is
mainly
carryover
from
our
project
fund,
which
is
used
for
our
capital
program.
F
It
also
includes
the
escrow
account
we
use
to
maintain
several
facilities
at
the
Mike
Maroney
aeronautical
center,
and
then
we
have
revenue
bond
proceeds
which
are
the
portion
of
bond
proceeds
that
we
intend
to
use
on
construction
for
next
year,
so
the
total
revenues
of
77
million
four
hundred
and
four
thousand
the
carryover
and
the
reserve.
Excuse
me,
the
revenue
bond
proceeds
comprised
the
trust
budget
of
one
hundred
and
forty-one
million
three
hundred
and
forty
thousand
dollars.
F
If
you
look
at
our
uses
of
funds,
the
total
operating
expenditures
were
planning
in
a
little
over
fifty
one
point:
nine
million
dollars.
This
involves
other
services
and
fees,
and
this
is
where
we
mainly
have
our
major
contracts,
such
as
our
parking
management
contract,
our
aircraft,
rescue
and
firefighting
contract,
the
janitorial
contract
for
all
of
our
facilities
with
including
the
terminal
building,
and
also
the
supplemental
security
contract.
We
have
commodities
which
are
just
various
services
and
supplies.
F
We
have
debt
requirements,
which
is
the
prior
financing
we've
done
on
the
such
as
the
relic,
our
center
of
the
most
recent
five-story
parking
garage
that
was
constructed
in
the
terminal
expansion
and
then
the
transfer
to
the
airport's
cash
fund.
This
is
the
actual
of
the
department
operating
account.
We
have
reserves
which
are
funds
that
are
estimated
to
be
received
in
fiscal
year.
Twenty
there
are
intended
to
be
used
on
construction
and
a
significant
amount
of
capital
outlay.
You
see
almost
87
million
dollars,
and
a
lot
of
that,
of
course,
is
with
the
terminal.
F
Building
of
the
terminal.
Expansion
project
want
to
bring
your
attention
to
just
a
few
of
the
completed
projects.
We've
done,
we've
sort
of
rolled
in
the
aggregate
for
Will,
Rogers,
World,
Airport
and
Wiley
Post
airport,
and
we
carve
out
Mike
Maroni
aeronautical
center,
a
couple
of
noteworthy
projects
for
Will
Rogers.
We
completed
the
hangar,
1
and
1c
expansion
where
we
enlarged
those
hangars
so
that
larger
aircraft
could
be
worked
on.
That
increases
the
capability
of
an
MRO
at
Will,
Rogers,
World
Airport.
We
also
completed
the
two-story.
F
Finally,
the
garage,
a
waterproofing
project
and
we
completed
the
wayfinding
garage
project
at
Lodi
post.
We
completed
the
general
aviation
maintenance
facility
and
did
several
airfield
improvements
involving
runways,
taxiways,
they're,
full
signage
and
also
lighting,
and
then
at
Mike
Maroney.
We
have
a
variety
of
building
improvements
that
we
completed
for
our
support
of
that
of
the
FAA.
Now
I'd
like
to
go
into
some
of
the
department
issues
and
some
of
our
performance
indicators.
Our
first
issue
relates
to
factors
that
impact
resources
for
funding
operations
and
capital.
F
The
nature
of
the
airline
industry
and
its
activity
can
be
very
volatile
and
the
number
of
air
carrier
operations
and
passengers
can
dramatically
affect
several
revenue
categories,
such
as
parking
concessions
and
passenger
Facility
Charges.
So
our
strategy
is
to
increase
and
stabilize
airport
revenue.
F
One
of
the
measures
we
have
for
this
issue
is
to
maintain
a
food
and
beverage
and
retail
concession
growth
of
at
least
2%
a
year,
and
you
can
see
that
we're
meeting
that
target
at
2%
I
will
note
in
FY,
15
and
16.
You
see
that
it
jumped
up
pretty
significantly
that's
when
the
new
cross
greens
brewery
was
opened
up
and
it's
been
very
successful.
You
can
see
in
FY,
14
and
15.
It
was
down
because
it
took
about
a
year
to
construct
that
venue.
F
We
also
have
another
strategic
measure
and
this
is
to
maintain
our
Airport
parking
revenue.
This
is
per
transaction
growth.
We
want
at
least
a
2%
increase
in
our
growth,
and
this
is
an
interesting
slide
because
you
see
our
transaction
have
actually
decreased.
Over
the
last
few
years,
we
had
a
little
bit
up
in
FY,
17
and
18,
and
you
might
think
well.
Why
is
that
happening
when
you
are
having
record
employments?
And
the
answer
is
because
the
transportation
network
companies
have
that
activity
has
also
increased.
Now
we
did
have
an
FY
16
and
17.
F
There
was
an
increase
there
and
that
was
related
to
a
parking
rate
increase,
and
you
also
see
some
increases
in
FY,
17
and
FY,
18
and
19,
and
mainly
we
can
attribute
these
that
we
believe
that
people
are
staying
in
parking
longer,
in
other
words,
longer
stays
or
they're
transitioning
from
a
lower
priced
parking
product
to
our
higher
priced
parking
product.
Our
second
issue
relates
to
factors
that
we
have
to
react
to
effectively.
If
we
don't,
it
could
have
an
impact
on
staffing
workload
or
funding
requirements.
F
With
this
line
of
business,
we
track
the
percentage
of
airport
certification
work,
orders
that
are
completed
within
three
business
days.
I
will
tell
you,
in
order
for
us
to
continue
to
be
able
to
have
Airlines
operate
at
Will
Rogers
there's
a
three
day
annual
inspection,
the
FA
puts
us
through
dozens
and
dozens
and
dozens
of
compliance
criteria.
We
always
have
a
very
high
target
on
this.
Last
year,
or
this
year
we
received
a
99
percent
rating.
Our
target
is
96.
F
We
inspect
inspect
ourselves
daily
on
these
same
categories,
well
subtract
the
percentage
of
days
that
we
have
zero
security
incidents
and
biosecurity
incident.
I'm
talking
about
the
3,400
people
that
are
badged
at
Will
Rogers
that
have
ax
different
levels
of
access
for
different
areas
if
they
leave
a
door
unlocked
or
a
passenger
loading
bridge
unlocked,
and
we
can
we
consider
that
a
security
incident,
although
it's
not
a
serious
breach,
so
I,
don't
want
to
over
be
dramatic
with
it.
But
we
do
track
all
of
that
very
very
carefully.
F
In
the
general
aviation
line
of
business,
one
of
the
things
and
I've
been
associated
with
a
lot
of
general
aviation
airports
through
my
career
is
the
percentage
of
itinerant,
takeoffs
and
landings
that
wahby
post
I
tenor
it
being
someone
that's
not
based
at
the
airport.
We
have
about
350
aircraft
based
at
wiley
post.
So
when
I
see
transient
aircraft
coming
in
landing
and
taking
off,
that
indicates
there's
a
lot
of
business
activity
occurring
at
the
airport
and
in
our
city,
which
is
good.
F
You
see
that
we're
bumping
up
our
target
for
the
percentage
of
days
that
the
airport
has
a
runway
closed
at
Wiley,
Post,
41
percent,
and
that's
because
of
the
runway
project
that
we
have
planned
for
this
year.
We'll
have
one
of
our
two
parallel
runways
that
will
be
closed
for
an
extended
period
of
time.
F
Our
third
issue
deals
with
air
service
and
I
think
you
know
that
we've
been
doing
a
very
good
job,
attracting
air
service.
We
know
that
Oklahoma
City's
population
and
business
activity
is
just
going
to
continue
to
demand
more
air
service,
and
so
we
want
to
continue
to
do
our
best
to
attract
that.
One
of
the
measures
is
to
track
the
growth
of
passenger
employments
for
at
least
two
percent
a
year.
Historically,
if
you
look
at
our
comprehensive
annual
financial
report,
you'll
see
every
year
when
we
go
back
ten
years,
we're
about
a
1.6
percent
increase.
F
Now
we've
had
some
dramatic
passenger
employments
the
last
couple
of
years,
and
that
is
a
bit
out
of
the
ordinary
I
will
report
to
you
that
through
January
through
April
of
this
year,
we
had
3.3
percent
more
growth
than
the
January
through
April
of
last
year,
and
remember
that
comes
off
of
the
heels
of
to
record
calendar
years
17
and
18
passenger
growth.
Another
measure
that
we
use
is
to
track
our
cost
per
and
plane
passenger
to
no
more
than
5%
a
year.
F
And
if
you
look
at
this
over
the
last
five
years,
you
see
that
our
what
we
call
a
CPE.
This
is
a
very
important
statistic
for
the
airlines
because
it
tells
them
how
expensive
is
it
to
operate
it
Will
Rogers
and
when
you
take
a
small/medium
hub
airport
such
as
us,
you
can
see
the
CPA
on
average
is
much
higher
than
what
ours
typically
is.
So
the
airline's
they
love
us
for
that
fact,
I've
showed
the
route
map
to
you
several
times.
Obviously
we
have
fantastic
air
service.
F
Now
to
the
east
and
west
coast,
28
non-stop
destinations
and
since
I
last
visited
with
you
on
the
robust
economy,
presentation
American,
Airlines
recently
announced
nonstop
service
to
Miami,
starting
on
December,
the
18th
I
believe
tickets
are
on
sale.
Now
we
can
also
have
several
new
markets
and
enhancements
that
can
benefit
air
service.
The
four
ways,
mainly
we
get
enhancements.
As
a
new
carrier
comes
to
town.
You
may
have
a
carrier
that
decides
to
throw
in
a
new
destination
or
a
new
non-stop.
F
Ongoing
efforts
mentioned
this
before
also
New
York
LaGuardia
were
working
on
also
still
trying
to
attract
JetBlue
and
spirit.
Karen
will
be
attending
an
air
service
conference
in
the
next
few
weeks
and
and
talking
to
several
airlines
about
our
air
service.
Both
incumbent
air
service
and
also
new
air
service
I
mentioned
that
there
are
several
issues
that
can
impact
air
service.
F
The
economy
certainly
I
discussed
the
financial
recession
when
I
last
visited
with
you,
airlines
routinely
will
adjust
their
network
capacity,
so
any
kind
of
constraints
on
that
will
affect
air
service
and
operational
strategies
such
as
mergers,
obviously
can
affect
air
service.
Fuel
prices
dramatically
affect
our
service.
It
can
actually
make
some
aircraft
not
economical
to
operate
national
and
world
events
are
always
important
and
I
just
want
to
point
out
that
Real
ID
is
still
a
very
important
issue
for
us
here
in
Oklahoma
City.
F
Our
last
extension
only
goes
till
October,
10th
and
Oklahoma
is
still
a
non-compliant
state.
Our
last
issue
deals
with
the
amount
of
land
that
we
have
we're
very
fortunate.
We
have
eighty
one
on
eighty
one
hundred
acres
at
Will,
Rogers
Airport,
we've
been
very
successful.
This
past
year
facilitating
the
FedEx
sorting
and
distribution
facility,
the
Skywest
airlines
maintenance
hangar
in
the
Amazon
Fulfillment
Center.
So
we
want
to
continue
our
plans
for
Lariat
landing
not
doing.
F
One
measure
in
the
construction
line
of
business
just
want
to
talk
about
is
our
project
costs
as
a
results
to
change
orders
and
amendments
really
proud
of
the
staff.
On
this
we
try
to
limit
our
costs
to
no
more
than
5%
a
year
or
per
project,
and,
as
you
can
see,
we've
been
very,
very
low
on
that
so
happy
to
see
that
continue
in
the
maintenance
line
of
business.
We
track
the
percentage
of
operating
hours
where
our
major
mechanical
systems
are
functioning.
F
You
may
not
think
that's
important,
but
if
the
passenger
loading
bridge
isn't
working
or
your
baggage
system
isn't
working
or
the
HVAC
is
not
working.
We
hear
that
because
these
things
are
very
important
to
our
tenants
and
the
public.
We
also
track
the
percentage
of
vehicles
and
equipment
available
for
use.
This
is
for
critical
operations
such
as
ice
and
snow
removal
equipment,
our
parking
shuttle
buses
and
our
fire
trucks
very
quickly
go
through
some
of
the
projects
that
we
have
ongoing.
We've
talked
about
the
terminal
expansion
remind
you.
F
This
is
the
new
four
gates
that
we're
expanding
to
start
the
East
concourse,
the
new
eight
lane
checkpoint,
meeters
and
greeters
lobbies,
increasing
public
public
circulation
and
new
concessions
when
they
haven't
talked
to
you
about
is
Terminal
Drive.
The
airport
maintains
terminal
Drive,
both
inbound
and
outbound,
and
so
we
will
be
doing
the
first
phase
of
that
very
soon,
which
we
will
be
doing.
F
Reconstruction
for
the
majority
of
terminal
drive
from
54th
Street
to
the
terminal
building,
and
some
of
that
will
actually
go
down
to
one
lane
terminal
Drive,
wayfinding
project
this.
If
you
look
in
the
lower
right,
you
see
our
existing
signage.
We
finally
wanted
to
wait
for
a
couple
of
bigger
projects
to
get
finished
before
we
rolled
out
this
project.
So
you
see
the
new
signage
that
will.
F
Sure
we
didn't
have
any
impacts
when
we
started
the
terminal
expansion
project
was
the
station
to
rehabilitation
project
the
escalators
and
elevators
that
you
come
to
out
of
the
terminal
building.
When
you
go
into
the
pedestrian
tunnel.
That
first
station
is
station.
2
and
excuse
me
we're
going
to
be
taking
the
escalators
out,
which
are
very
narrow
for
today's
bags
and
installing
two
new
elevators
and
renovating
the
existing
two
elevators.
So
we'll
have
four
fast
moving
two
working
elevator.
F
Another
project
out
to
bid
is
the
resurfacing
of
lot
one,
which
is
our
economy
lot,
we'll
be
constructing
that
in
two
phases
and
we're
gonna
relocate
the
cellphone
lot
to
a
better
location.
We
think
this
is
the
location
that's
going
to
be,
but
what
we're
striving
for?
That's
for
location,
that's
kind
of
like
a
rest,
stop
on
a
highway
where
you
pull
off.
You
take
care
of
your
business
and
you
pull
right
back
on.
We
think
it'll
be
very
intuitive
for
the
public.
If
you
look
at
parking
lot
number
four.
F
This
is
the
one
that
I
told
you
that
we
would
be
constructing
in
the
next
couple
of
years.
It's
under
design
now
it'll
have
the
800
spaces,
it'll
be
all
brand
new,
concrete
and
every
spot
will
be
canopy,
which
is
a
benefit
for
people
that
want
their
cars
covered
and
it
will
have
dedicated
shuttle
service
to
the
terminal.
Building
it's
right
across
from
the
lot
number
three
or
the
control
tower
and
whitie
posts
were
continuing
our
improvements
to
maintain
the
airfield.
This
is
the
last
project
that
we
will
be
doing.
F
The
entire
airfield
at
Wiley
Post
has
been
completely
overhauled,
all
runways,
taxiways,
signage
and
lighting,
and
then
various
building
improvements
we
do
at
Mike,
Maronna
aeronautical
center
are
our
responsibilities
for
over
30
buildings
over
there
are
to
do
structural,
exterior
repairs,
roofs
and
pavements,
and
we
have
also
infrastructure
improvements,
and
this
is
mainly
where
we
do
a
lot
of
work.
We're
responsible
for
the
entire
electrical
grid
on
the
count
on
the
campus,
which
is
a
thousand
acres
as
well
as
the
natural
gas
distribution
system.
I
mentioned
the
Department
operating
account.
F
We
do
have
a
few
changes
to
last
year's
budget.
There's
a
slight
increase
in
insurance
benefits
and
salaries.
380
mm
a
little
bit
higher
increase
in
City
provided
services.
These
are
our
charge
backs
to
the
airports
Department,
mainly
because
we've
asked
for
the
airport.
Excuse
me,
the
police
department
to
add
two
new
dispatchers
and
police
service
technicians
to
support
ground
transportation
at
the
airport
outside
baggage,
claim
we're
adding
three
positions
and
maintenance.
Electrician.
We
have
two:
we
haven't
added
one
in
30
years
with
all
our
facilities.
We
think
it's
about
time.
F
The
federal
planning
specialists
we're
adding
one
of
those
because
of
our
compliance
requirements
with
the
FAA
and
then
a
lot
of
departments
that
are
larger.
We
have
125
assigned,
have
training
and
safety
and
specialists
we've
never
had
one
before
we
want
to
reduce
our
loss,
injury
and
also
reduce
our
workers.
Comp
claims
with
that
I'll
be
happy
to
answer
any
questions
that
you
have
on
me
of
the
airport,
trust
budget
or
anything
else.
Thank
you.
Thank.
C
A
Sounds
like
a
plan
anything
else.
Anyone
wants
to
say
about
the
budget
today,
if
not
we'll
we'll
move
on
items
from
Council
I
might
start
us
off
not
to
not
to
color
what
you
might
want
to
say
today,
but
I
would
have
to
bring
attention
to
the
fact
that
this
is
Mt
Barry's
last
week
on
the
job.
After
how
many
years,
mr.
city
manager,
almost
49
49
years
as
a
city,
employee
and
following
heart
upon
his
roots,
is
his
wife,
Diana
Barry
who's
been
a
longtime
personnel
director.
A
In
fact
so
long
she
was
the
only
department
head
to
Jim
catch
didn't
hire.
Came
she
predated
him?
So
it's
a
remarkable
record
of
service
between
the
two
of
them
and
you
know
they.
They
leave
an
incredible
legacy
here
and
we
just
couldn't
do
the
things
we
do
as
a
community
without
people
like
the
berries
and
I
certainly
wanted
to
mention
that
and
pay
homage
to
them
today.
C
I,
don't
a
party
later,
that's
right,
I,
appreciate
that
we
will
have
recognition
this
later
later
this
week
and
have
a
retirement
party,
both
Diana
and
Mt,
have
just
they
made
such
a
difference
in
the
city
throughout
their
careers.
For
so
long
you
know
MT
starting
the
70s
difficult
time
for
african-americans.
You
know
really
establishing
himself
and
he
became
a
leader
very
quickly
and
has
some
some
incredible
stories
of
just
in
his
career
and
for
both
of
them.
C
A
J
I
would
say:
congratulations
to
MTA
annum
for
their
years
of
service
and
hopefully,
I'll
have
an
opportunity
to
speak
with
them
outside
of
their
official
capacity
to
learn
some
more
about
what
the
70s
and
80s
and
90s
we're
like,
and
what
pitfalls
we
need
to
avoid
going
forward
as
a
city
and
I
also
just
wanted
to
thank
Debbie
Martin
and
everyone
who
worked
with
my
Jefferson
middle
school,
Statesman,
Councilwoman,
nice,
that's
a
woman,
Hammond
I
believe
councilman
Stonecipher.
If
you're
just
consummate
McAtee,
did
you
get
to
say
a
couple
words
to
him
as
well?
J
M
Would
just
like
to
echo
the
comments
about
Mt
and
Diana
Barry.
They
certainly
deserve
a
few
years
of
non-stress
hearts
in
their
lives.
They
both
handled
very
important
aspects
of
the
city's
operations,
did
terrific
jobs,
each
of
them
and
they'll
certainly
be
missed
and
again
I'm
glad
to
hear
they'll
continue
in
some
capacity
in
terms
of
involvement
with
the
city,
because
they
both
have
tremendous
amount
of
skills
and
experience.
Thank
you.
I.
G
Also
wanted
to
commend
and
thank
mr.
mrs.
berry
for
their
many
years
of
service
for
the
city
of
Oklahoma
City
and
obviously
that
is
going
to
be
a
great
Boyd
when
it
comes
to
just
the
overall
looks
of
our
upper
management
and
I'm.
Also
for
a
lot
of
folks,
don't
know,
miss
berry.
She
was
my
coal
facilitator
for
loyal
class
1
and
that's
actually
how
I
met
her
and
who,
what
she
did
and
her
commitment
to
the
city,
as
well
as
to
young
people
like
myself.
G
To
make
sure
we
understand
the
civic
portion
of
how
Oklahoma
City
operates
so
I
thank
her
for
that,
and
also
to
mr.
Barry
for
his
commitment
to
not
only
just
being
a
part
of
Oklahoma
City,
Police
Department,
but
also
his
commitment
to
Oklahoma
City,
as
well
as
the
structure
of
Oklahoma
City
I
wanted
to
make
mention.
G
We
are
in
the
middle
of
Ramadan
iftar
and
last
week,
I
had
the
pleasure
of
meeting
the
ward,
7,
councilmember
or
Cleveland
Ohio
Beshear
Jones,
and
just
our
conversations
that
we
were
able
to
exchange
about
our
different
communities
at
different
cities.
He
says
they
have
17
council
members
in
Cleveland
and
I
won't
even
tell
you
how
much
they
get
paid
for
that
I'll.
F
G
G
7
I
never
knew
that
this
Hindu
temple
existed
where
it
is
located,
so
I
would
encourage
all
of
us
to
accept,
and
also
to
rediscover
our
cities
and
our
communities
and
also
our
interfaith
communities
when
it
comes
to
being
inclusive,
and
it
was
just
a
joy
to
be
there
and
to
celebrate
their
25th
year
anniversary
and
I
promise
you.
If,
when
you
have
driven
into
that
area
where
their
temple
is
located,
you
do
not
feel
like
you're
in
Oklahoma
City.
Just
because
of
the
way
that
building
looks,
it
is
amazing
to
see
so.
G
I
took
my
mom
with
me
in
in
her
being
born
and
raised
in
Oklahoma
and
coming
to
Oklahoma
City
from
Watonga.
She
was
just
as
shocked
and
then
as
I
was
so
that
just
tells
you
even
you
know
when
we
have
some
of
our
other
family
members
are
just
different
people
in
the
community.
They
also
get
to
discover
parts
of
the
city
that
we
never
knew
existed.
So
I
know
we'll
be
having
continuous
relationships
with
them
and
I
remembered.
They
did
have
a
program
last
where
they
had
young.
G
Ladies
dancing
and
young
young
men
and
women,
dancing
and
I
said.
Were
you
all
performing
at
the
Christmas?
They
were
there
for
our
Christmas
celebration
in
Bricktown,
yeah
and
I
said
I
remembered
I
just
remembered
the
movements,
so
they
said
yes,
we
enjoyed
that
so
much
so
just
you
know
just
the
recognition
of
them
and
in
understanding
again
that
25th
anniversary
and
then
being
intentional
about
deciding
to
locate
in
Oklahoma
City
those
many
many
years
ago
when
they
brought
those
families.
G
Here
I
was
very
intentional
and
I
believe
this
is
the
only
Hindu
temple
in
Oklahoma,
if
I'm
not
mistaken,
and
they
are
residing
in
Oklahoma
City
in
Ward.
Seven.
So
just
wanted
to
make
mention
of
that,
and
just
just
how
in
awe
that
I
am
that
we
get
to
rediscover
in
our
positions
and
see
different
parts
of
Oklahoma
City
every
day,
I.
I
Wanted
to
thank
Mt
and
Diana
I
learned
so
much
from
them,
especially
the
way
in
which
they
carried
out
their
jobs,
a
very
calm,
great
demeanor,
very
kind,
and
so
I
owe
them
a
lot.
I
learned
a
lot
from
them
and
I
wish
them
great
times
in
retirement
and
I
appreciate
them
being
my
friend
thanks.
Indeed,.
A
A
N
My
name
is
Maya
Shadid
I
live
at
5900,
Mosteller
Drive
apartment
171.
Today,
I
wanted
to
speak
today
about
a
our
park
system.
My
hope
is
that,
as
the
council
considers
both
this
year's
budget
as
well
as
future
allocations
that
we
all
think
of
the
parks
first
and
foremost
as
one
of
the
most
important
tools
we
have
to
improve
our
community's
public
health.
If
you
were
to
google
the
words
park
and
public
health,
you
would
be
able
to
spend
the
entire
day.
N
Reading
studies
and
articles
about
the
waste
parts
improve
our
physical,
mental
and
spiritual
health
parks
improve
our
public
health
in
three
principal
ways.
First
parks
improve
our
physical
health
despite
all
the
fitness
facilities
and
home
exercise
equipment.
A
2013,
RAND
Corporation
study
estimates
that
14%
of
moderate
exercise
and
15%
or
half
of
all
vigorous
heart.
Healthy
exercise
takes
place
in
nearby
neighborhood
parks.
It's
not
an
exaggeration
to
say
that
sitting
is
literally
the
new
smoking
sitting
throughout
the
day
is
living
to
chronic
disease
and
pretty
much
killing
us.
N
According
to
the
CDC,
only
25
percent
of
American
adults
engage
in
recommended
levels
of
physical
activity
and
nearly
30%
do
not
engage
in
leisure
time.
Physical
activity
at
all.
This
is
why
the
CDC
has
advocated
for
more
neighborhood
parks.
The
studies
have
clearly
shown
that
when
people
have
access
to
parks,
they
exercise
more.
A
study
by
the
RAND
Corporation
found
that
adolescent
girls
who
live
close
to
parks
engaging
much
greater
physical
activity
than
those
who
live
far
away
there
for
a
while
downtown
parks
are
amazing.
N
It
is
our
neighborhood
parks
which
are
likely
to
provide
the
greatest
public
health
benefits.
Study
after
study
shows
that
when
people
can't
reach
parks,
they
often
go
without
exercise,
and
this
is
particularly
true
in
low-income
communities.
Second
parks
contribute
to
our
psychological
health.
There
are
many
studies
that
establish
the
sustained
improvements
in
mental
health
as
a
result
of
proximity
to
green
space.
These
benefits
include
lower
levels
of
stress
and
decreased
symptoms
from
both
depression
and
anxiety.
N
Research
is
showing
that
for
children,
interacting
with
nature,
leads
to
reduce
levels
of
attention,
deficit,
improved
cognitive
ability
and
reduced
aggressive
behavior.
Unfortunately,
the
opposite
is
also
true.
If
someone
in
OKC
does
not
have
nearby
access
to
neighborhood
park
and
they
spend
most
of
their
time
indoors,
they
were
likely
to
realize
an
decrease
in
their
mental
health
and
overall
happiness.
Third,
investing
in
parks
can
help
advance
health
equity.
N
There
is
a
direct
correlation
between
the
fact
that
low-income
communities
and
people
our
color,
are
more
likely
to
suffer
from
chronic
diseases
such
as
diabetes,
asthma
and
heart
disease,
and
that
they
are
least
likely
users
of
green
space
and
the
most
likely
to
benefit
from
parks.
One
of
the
largest
barriers
children
playing
is
the
lack
of
safe
space,
particularly
in
low-income
communities.
Staying
inside
leads
to
a
disconnection
and
social
isolation.
N
Conversely,
if
children
are
able
to
interact
with
other
children
and
play
they
develop
higher
order,
cognitive
skills
and
interaction
with
caring
adults
leads
to
improve
social
and
emotional
health.
Neighborhood
parks
help
establish
a
sense
of
community
and
shared
identity.
Research
says
that
the
residents
of
neighborhoods,
with
greenery
and
common
spaces
enjoy
stronger
social
ties.
N
The
Trust
for
Public
Land
has
long
advocated
that
we
make
a
difference
in
the
physical
health
of
our
communities
by
establishing
fitness
zone
areas
which
are
less
than
1,000
square
feet
with
outdoor
fitness
equipment,
because
higher
income
communities
have
much
greater
access
to
gyms.
The
Trust
for
Public
Land
believes
that
the
public
health
impact
can
be
greatest
by
focusing
on
these
micro
parks
almost
exclusively
in
lower-income
neighborhoods.
Today,
I've
only
scratched
the
surface
and
I
really
hope
that
you
guys
will
continue
to
explore
ways
in
which
we
utilize
our
city
parks
to
improve
public
health.
O
My
name
is
Dalia
Shadid
and
I
live
at
5900
Mosteller
dry
of
apartment
171.
Today.
I
would
also
like
to
speak
about
our
park
system,
but
I
would
like
to
emphasize
that
the
mere
presence
of
parks
does
not
guarantee
public
health
benefits
in
order
to
capture
the
mental
and
physical
benefits
from
parks.
They
must
be
well
used
by
the
public
recently
a
comprehensive
study
of
175
neighborhood
parks
in
a
20
in
25
major
American
cities
by
the
combined
resources
of
the
Trust
for
Public
Land,
the
RAND
Corporation
and
the
city
parks.
O
Many
parks
do
not
have
enough
resources,
enough
choices
and
opportunities
to
appeal
to
different
ages
and
interests,
and
so
a
mixture
of
facilities
are
necessary.
Sidewalks
are
walking.
Trails
around
the
perimeter
of
the
park
are
very
effective
at
increasing
use
of
parks
by
seniors,
while
yoga
classes
might
be
more
effective
for
younger
people.
Of
course,
one
amenity
that
is
very
common
to
everyone
is
the
need
for
restroom
facilities
and
the
fact
that
only
1%
of
Oklahoma
City
parks
have
restrooms
is
almost
certainly
decreasing.
O
The
use
of
our
parks
and
the
public
health
benefit
that
would,
we
would
otherwise
realize
other
amenities.
Besides
restroom
facilities
that
are
strongly
correlated
with
park.
Utilization
include
adequate
lighting,
access
to
drinking
water
and
maintenance
of
neighborhood
parks.
According
to
the
study
targeted
programming
is
the
key
to
increasing
utilization
of
parks.
Parks
need
to
provide
staff
to
organize
programming
locally.
That
serves
the
need
of
that
particular
neighborhood.
Super
to
supervise
activities
such
as
dog
training,
for
example,
has
been
shown
to
increase
park
use
by
48
percent.
O
The
third
critical
factor
identified
by
the
study
was
for
cities
to
invest
in
marketing,
because
most
people
don't
know
what
is
available
in
their
parks.
According
to
the
study,
materials
and
signs
advertising
park,
activities
to
more
than
60%
increases,
and
both
the
number
of
park
users
and
the
number
of
hours
those
users
exercised
the
primary
problem
in
trying
to
capture
the
public
health
benefits
of
Oklahoma
City
parks
is
so
much
of
what
increases
utilization
of
parks
is
related
to
programming
operations
and
maintenance
of
our
parks.
O
While
it
is
helpful
that
the
2017
general
obligation
bond
included,
130
million
in
capital,
improvements
for
parks
and
that
the
and
that
consideration
is
being
given
to
include
additional
and
capital
improvements
in
maps
for
unless
there's
an
increase
in
funding
for
operations
and
maintenance
of
our
parks,
we
are
unlikely
to
realize
significant
public
health
benefits.
Thank
you
for
your
consideration.
Thank
you.