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A
Welcome
to
the
october
27
2020
meeting
of
the
oklahoma
city,
economic
development
trust
before
I
call
the
meeting
formally
to
order
I'd
like
craig
freeman,
to
make
a
few
remarks
about
some
of
the
mechanics
of
that
we'll
be
using
in
the
conduct
of
this
meeting.
So
craig.
If
you
would
please,
sir.
B
Sure
so
trustee
secretary
municipal
council,
please
remain
unmuted
during
the
meeting.
Other
participants
and
staff
are
to
remain
on
mute
until
recognized
by
the
chairman
or
the
manager.
If
you're
calling
in
to
the
meeting
mute
and
unmute
using
your
phone
on
your
phone
using
star
six,
if
the
video
conference
is
disconnected
at
any
time
during
the
meeting,
the
meeting
should
be
stopped
and
reconvened
once
the
connection
is
restored.
B
B
A
Thank
you,
craig.
I'm
a
little
problem.
Finding
some
paperwork
here
in
the
car
so
bear
with
me
for
just
a.
A
A
Okay,
next
up
is
to
formally
call
the
meeting
to
order,
and
the
first
item
of
business
is
to
approve
the
minutes
of
the
september
28
2020,
oklahoma
city,
economic
development,
trust,
meeting
I'll
entertain.
Some.
D
A
I
won't
say
to
to
approve
thank
you.
E
Madam
secretary,
we
will
also
need
trustee
roth
the
voice
vote.
I
don't
show
him
logged
into
prime
gov.
A
Thank
you
all
very
much.
Next
on
the
agenda
is
to
ratify
the
ocedt.
D
F
A
A
B
Sure
I'm
going
to
turn
over
to
joanna
mcspad
and
let
her
introduce
our
speakers
that
will
introduce
this
project
and
what
the
goals
of
the
project
will
be
and
the
request
from
osed
for
support
for
the
project.
Joanna.
E
I'm
just
going
to
give
you
a
brief
overview
of
the
funding
associated
with
this
item
and
then
we'll
have
jd
baker
with
the
mayor's
office.
Evan
fay
with
the
chamber
and
mariana
adams
with
progress.
Okc
are
going
to
do
a
presentation
with
a
slideshow
to
kind
of
fill
you
in
on
exactly
what
kiva
is
so
very
briefly.
Kiva
is
kind
of
like
a
micro
lending
crowd
funding
program
and
it's
an
established
software
and
platform
that
we
would
be
entering
into
an
agreement
with
the
cost
that
you
have
on.
E
The
resolution
today
is
associated
with
one
year's
worth
of
support
for
this
program
and
to
break
down
that
cost.
We
have
a
hundred
thousand
dollars
as
what
would
be
used
as
a
revolving
loan
fund.
Out
of
the
out
of
the
trust
we
have
sixty
thousand
dollars,
that's
used
for
management
services
for
the
program.
This
is
cost
of
a
position
or
a
person
to
help
manage
the
the
loan
program
and
the
the
platform,
the
software
that's
associated.
With
the
keva
program.
E
We
have
seventy
five
hundred
dollars
for
marketing
services
associated
with
the
program
so
that
we
can
get
the
word
out
and
have
people
logging
in
to
the
platform
to
participate,
and
then
the
last
thousand
dollars
will
actually
be
combined
with
a
twenty
four
thousand
dollar
grant
for
a
total
of
twenty
five
thousand.
That's
the
cost
of
the
first
year
subscription
progress.
Okc
has
applied
for
a
grant
through
cdbg
for
24
000,
which
covers
just
about
that
full
subscription
service.
E
So
that's
that's
the
breakdown
of
the
168
500
that
you
see
for
the
the
project
and
the
la
there's
two
other
things
I
want
to
know.
One
thing
is
this:
funding
is
not
from
gold
or
tiff.
This
is
actually
kind
of
what
we
call
our
general
fund
for
economic
development,
and
so
it's
a
little
bit
less
restrictive,
and
the
second
thing
that
I
want
to
point
out
is
that
this
is
not
directly
linked
to
any
of
the
small
business
programs
that
we've
been
putting
forward
through
the
cares
act.
E
This
would
be
something
that
would
go
on
into
the
future
after
cares,
and
hopefully
we
have
a
a
a
vaccination
soon
and
all
of
that,
so
this
is
something
that
would
continue
further
and
then
I'll
hand
it
over
now
to
mariana
and
the
other
two
to
go
through
the
slideshow.
G
Good
afternoon
members
and
staff,
thank
you
for
this
opportunity
to
present
to
you
about
kiva
us,
which
is
a
501c3
nonprofit
organization.
As
joanna
pointed
out,
it
is
a
crowdfunding
platform
which
allows
small
businesses
and
aspiring
entrepreneurs
access
to
critical
funding
so
that
they
can
support
their
communities
through
job
creation
through
essential
amenities
and
services.
G
H
Thank
you
mariana.
I
believe
we
have
a
slideshow
if
we're
able
to
view
that,
I'm
not
sure
lacey
do
you
need
me
to
share
my
screen.
H
H
If
you
don't
mind
going
to
the
next
slide,
perfect
so
wanted
to
give
a
brief
background
about
kind
of
how
we
got
here
to
build
a
relationship
with
kiva
and
think
about
how
to
solve
the
issue
of
capital
access
for
small
businesses
across
the
city,
so
the
national.
H
Kind
of
social
issues
to
tackle
in
creating
an
environment
for
equitable
economic
development
and,
in
speaking
with
the
mayor's
office
and
the
alliance
for
economic
development
and
others
on
the
city
staff,
we
landed
on
a
micro
lending
platform
for
small
businesses
and
entrepreneurs,
and
so
once
our
one
year
program
with
the
national
league
of
cities
began,
we
were
paired
up
with
kiva
as
our
technical
assistance
provider
to
facilitate
the
micro
lining
platform.
H
Next
slide,
please
so
kiva
is
an
international
nonprofit.
That's
been
around
for
about
15
years,
they've
facilitated
over
a
billion
dollars
of
crowd,
sourced
and
traditionally
sourced
lending
for
micro
enterprises
and
entrepreneurs,
and
they
opened
up
their
u.s
operations
in
2013
and
have
been
responsible
for
about
40
million
dollars
of
lending
to
primarily
minority-owned
businesses,
first-generation
entrepreneurs
and
those
without
access
to
traditional
sources
of
capital.
H
Kiva's
mission
is
to
increase
access
to
capital
for
small
businesses
that
that
just
may
not
otherwise
be
able
to
be
served
by
these
entities.
So
here
is
a
snapshot
of
kiva's
web
page,
and
so
this
is
what
an
entrepreneur's
crowdfunding
profile
looks
like.
So
this
is
mason
he's
in
los
angeles,
and
any
of
us
on.
This
call
could
lend
as
little
as
25
towards
mason's
video
production
business,
and
this
is
really
kind
of
the
power
of
kiva
in
a
snapshot.
H
So
you'll
see
that
there's
62
lenders
that
have
went
to
mason's
business
so
far,
and
this
is
a
match
that
is
made
with
the
kiva
loan
fund
and
we'll
get
into
that
in
a
little
bit.
H
But
loans
are
available
for
about
60
days
on
the
platform,
borrowers
have
60
days
to
complete
their
loan
and
then
the
capital
is
deployed.
They
have
about
three
years
to
repay
the
loan
and,
and
it
kind
of
starts
the
it
provides
just
a
startup
capital
for
a
lot
of
these
small
businesses.
So
a
variety
of
businesses
from
main
street
retail
businesses
to
even
startups
and
and
some
small
you
know,
services
and
goods
based
businesses.
Can
qualify
for
these
loans
next
slide,
please.
H
So
kiva
is
made
possible
not
only
by
people
like
you
and
I
who
can
lend,
but
by
community
banks,
economic
development
organizations,
municipal
governments
and
a
variety
of
different
financial
backers.
As
I
mentioned
earlier,
there's
about
1.8
million
active
lenders
and
some
statistics
about
the
businesses
that
are
being
linked
to
about
68
percent
are
women.
H
71
percent
of
minorities
66
are
classified
as
low
to
moderate
income
borrowers
and
about
60
percent
either
have
a
credit
score
below
650
or
don't
know
their
credit
score,
and
so
this
is
really
one
of
the
only
solutions
that
we've
seen
that
provides
access
to
capital
for
businesses
that
need
it.
The
most.
G
G
Please
so
kiva
provides
access
to
what
they
call
first
rung
of
the
capital
ladder
for
entrepreneurs
and
it's
the
most
risky,
but
given
their
model
and
their
success
of
a
97
percent
repayment
rate
across
their
markets,
they're
delivering
and
filling
a
a
gap
in
so
many
markets
across
the
united
states,
and
we're
excited
to
bring
that
here
so
in
comparison
to
cdfi's.
G
The
average
loan
size
on
a
kiva
loan
is
six
thousand
dollars
for
cdfi's.
That's
typically
around
twelve
thousand
dollars
and
cdfis
usually
charge
insurance
raising
ranging
from
six
to
twenty
five
percent,
which
makes
it
really
unaffordable
for
the
segment
of
the
population
that
we're
talking
about
today.
Few
offer
this
size
and
again
even
fewer
offer
this
rate,
because
it
is
expensive,
but
it's
necessary
to
fill
this
critical
gap.
So
we
can
make
our
communities
even
more
build
their
capacity,
create
that
pipeline
to
capital
and
make
our
city
even
more
competitive.
Next
slide.
G
So
joanna
had
pointed
out
that
there's
a
25
000
admin
fee
or
license
fee
each
year
or
65
000
across
three
years,
and
the
trade-off
with
that
is
that
we
are
able
to
receive
technical
assistance,
a
direct
technical
assistance
that
includes
their
underwriting
and
their
processing,
keep
us
underwriting
and
processing
their
training
and
onboarding
on
a
semi-annual
basis
where
they
give
us
a
playbook
and
help
us
with
marketing
materials
and
really
get
us
acclimated
to
their
their
tools.
G
G
So
we
can
make
sure
that
we're
on
track
and
really
achieving
the
outcomes
that
we
set
for
it.
So
we'll
have
a
access,
24,
7
to
their
market
dashboard
and
able
to
generate
reports
for
not
only
you
all.
If
approved,
but
other
stakeholders
too,
so
kiva
recognizes
that
every
community
is
unique,
so
we
think
about
at
the
macro
level,
at
the
community
level
level.
This
really
creates
shared
ownership
of
solving
income
inequality
because
it
becomes
a
small
piece
of
everyone's
problem
rather
than
an
unsolvable
challenge
given
to
just
governments.
G
We
all
have
stake
an
opportunity
to
participate
and
contribute.
So
this
really
is
an
empowering
your
neighbor
model,
where
we
bring
in
community
stakeholders
where
they
can
be
lending
to
their
neighbor
and
their
favorite
business.
But
we
also
have
a
trustee
network,
those
that
are
in
the
field
and
and
understand
what
it
takes
to
run
a
successful
business.
So
those
would
be
the
individuals
or
the
entities
that
would
give
us
referrals
and
also
again
kind
of
provide
those
wrap
around
services
to
businesses,
education,
mentorship,
etc.
G
Then,
again,
the
hub
would
serve
sort
of
like
the
quarterback
coordinating
all
the
different
pieces
and
walking
with
the
bar
step
by
step
through
the
process,
even
after
they
actually
repay
their
loan,
just
to
make
sure
that
they're
successful
and
then
funders.
Our
funders
are
definitely
a
big
part
of
this.
So
both
philanthropic
government,
etc
and
so
forth.
So
we
can
have
that
matching
loan
program
next
slide.
G
These
are
the
existing
hubs
across
the
u.s
here,
domestically
I
mean
again
we
would
we're
joining
a
cohort
from
st
louis
waco
new
orleans,
tacoma
fresno
memphis,
you
not
you
name
it,
but
those
are
some
other
markets
that
are
taking
this
on
as
a
result
of
covet
19
and
just
to
support
their
small
businesses
that
give
back
in
so
many
different
ways.
Next
slide:
here's
a
case
study,
rochester
new
york.
G
In
2016
they
raised
a
hundred
thousand
dollars
to
start
a
cuba
hub
to
launch
a
loan
matching
account
run
by
the
city
that
again
supports
some
of
their
impoverished
neighborhoods
and
underrepresented
founders,
and
as
a
result,
we
see
that
over
400
000
has
been
lit
with
the
82
repayment
rate
and
most
of
their
borrowers,
60
being
minorities
who
didn't
have
another
opportunity
to
access
again
that
critical
capital
next
slide.
G
They
to
date
have
raised
so
much
money
and
have
lent
over
1
million
for
to
expand
access
again
to
underrepresented
founders,
in
this
case
women
with
a
repayment
rate
of
78
and
63,
being
minorities
next
slide
and
then
right
up
the
turnpike,
our
friends
in
tulsa,
lobeck
taylor,
family
foundation,
took
this
on
as
both
a
trustee
a
funder
and
a
hub
overachievers,
but
they
started
this
around
three
years
ago
and
within
their
first
year
they
had
42
loans.
G
Just
in
the
first
year
to
date,
they've
had
nearly
90
borrowers
with
16
new
borrowers
between
april
and
august
of
this
year.
Their
repayment
rate
is
near
90
percent
and
again
creating
a
a
pipeline
and
a
continuum
for
those
businesses
that
either
had
poor
credit
or
not
established
credit
or
had
been
historically
denied
traditional
loans
or
financing
that
we're
used
to
so
they
have
been.
We've
had
many
conversations
with
them.
They
have
already
provided
us
some
technical
assistance
and
they're
doing
great
things
there
and
we're
so
excited
to
bring
that
to
oklahoma
city.
J
Thank
you
so
much
marion.
I
appreciate
it.
So
what?
What
are
we
asking
for
here?
Basically,
as
evan
mariana
has
said,
this
is
something
that
really
comes
from
national
league
cities
and
from
the
mayor's
office
and
everything,
and
so
we
do
really
find
that
the
to
be
able
to
fund
this
really
kind
of
get
this
started
off
the
ground.
We
need
the
support
of
the
economic
development
trust,
so
the
100th
out
we're
asking
for
a
hundred
thousand
dollars
for
the
loan
fund.
J
J
We
can
match
that,
so
they
have
their
ten
thousand
dollar
loan
and
so
we're
hoping
to
get
half
a
million
in
total.
So
this
will
be
the
seed
money
for
that
total
loan
fund
and
when
you
really
think
about
it,
we're
matching
a
dollar
for
dollar.
J
That's
a
million
dollars
total
that
will
be
refueled
back
into
our
economy,
giving
back
to
the
lenders
and
once
again
be
able
to
use
again
for
more
businesses,
so
it
this
is
really
a
gift
that
keeps
on
giving,
but
the
sixty
one
thousand
dollars
they'll
be
able
to
use
for
professional
services
that
includes
the
capital
access
manager,
so
the
salary
and
benefits
for
the
individual
to
be
a
employee
of
progress,
okc,
also
additional
one
thousand
dollars
in
there.
That
will
be
added
to
the
twenty-five
thousand
dollar
kiva
fee.
J
To
supplement
some
of
the
deficit
from
the
cdbg
funds
used
towards
the
to
cover
that
fee
for
the
first
year
and
the
7
500
for
marketing,
and
the
reason
why
marketing
is
so
important
is
first
and
foremost,
we
got
to
get
borrowers.
So
we
have
to
get
the
word
out
to
all
these
businesses
in
oklahoma
city,
these
entrepreneurs
that
are
trying
to
take
their
first
step
or
that
next
step
in
our
city.
J
Fifty
dollars,
five
hundred
dollars
to
these
businesses
to
help
them
get
started
and
be
able
to
get
to
their
certain
amount
that
they
need
for
their
loan,
and
so
so
that
7
500
will
be
really
important
in
marketing,
but
also
telling
the
story
so
even
the
long
term
telling
the
story
of
the
impact
of
these
individuals,
and
maybe
some
of
the
help
and
services
that
they
may
need
and
also
making
sure
that
they
receive
technical
assistance.
J
Wherever
else
they
may
support
it
beyond
just
the
kiva
program
in
the
loan
providing
them
the
loans
next
slide,
please.
So
what
are
our
next
steps?
Our
next
steps?
So
currently
we
are
finalizing
our
sources
of
funding
from
numerous
different
sources
as
well,
including
the
economic
development
trust,
but
also
some
philanthropic
sources
across
the
community,
engaging
our
trustee
network.
So
trustee
network,
so
we're
going
to
work
with
the
oklahoma
city,
black
chamber,
the
oklahoma
city,
hispanic
chamber,
the
south
oklahoma
city,
chamber
of
commerce,
the
greater
chamber
of
commerce.
J
J
The
next
month,
the
hub
will
participate
in
the
training
through
the
cam
or
mario
mariana
adams
will
participate
in
the
training
and
then
hopefully,
we'll
launch
by
december,
be
able
to
really
start
the
marketing
and
really
try
and
engage
and
find
those
businesses
and
work
with
them
and
those
those
looking
to
take
that
first
or
next
step
and
we'll
also
be
partnering
with
community
organizations
to
spread
awareness,
but
also
really
like
trying
to
find
the
technical
assistance
to
be
able
to
help
these
businesses
beyond
just
the
lending
portion
of
this
program.
J
And
then
by
may,
we
have
made
a
commitment
with
the
national
league
cities
to
have
10
fully
funded
loans.
By
may.
We
really
feel
that
is
a
very
attainable
goal,
especially
looking
at
what
other
cities
have
done
and
what
tulsa
did
in
this
first
year.
I
believe
it
was,
you
know,
42
loans
within
this
first
year,
and
they
even
did
16
loans
between
april
and
august
of
this
year
because
of
culinary
team.
So
we
really
do
feel
that
that's
attainable
goal
through
the
national
league
of
cities
next
slide.
A
A
Let's
take
questions
from
the
members.
Go
ahead.
I
This
is
todd
I
I
just
have
a
couple
of
questions.
Credit
reporting
is
kiva
or
progress.
Okc
gonna
do
the
credit
reporting
on
this
I
mean
I
just
see.
That
is
a
huge
benefit
for
somebody.
H
Evo
will
facilitate
the
credit
reporting,
and
so
it's
like
you
know,
paying
your
utility
bills
on
time
these
this
these
borrowers,
when
they're
repaying
the
loan
over
up
to
three
years,
it'll
positively
impact
their
credit
and
as
part
of
the
kind
of
social
forgiveness
of
the
kiva
platform.
H
H
So
it
certainly
can
be.
That
is
one
of
the
to
me
kind
of
the
most
unique
pieces
of
the
kiva
platform.
So
you
know,
let's
say:
council
person
stone,
you're,
a
you're,
a
trustee.
So
if
you
kind
of
put
your
stamp
of
approval
on
borrowers
over
time-
and
you
sign
on
as
the
trustee
that
kind
of
means
a
little
bit
more
to
the
cuba
community,
if
your
name
is
behind
that
and
you
have
endorsed
borrowers
that
repeatedly
repay
their
loans
in
full.
F
H
We
are
working
with
the
small
business
development
centers
of
oklahoma
to
provide
some
back
end
technical
assistance
with
kiva
borrowers,
and
we
kind
of
we
plan
to
build
that
partnership
in
as
well
as
other
mentor-driven
and
business
planning
partnerships
throughout
the
city
with
existing.
You
know
kind
of
technical
assistance
providers
to
ensure
that
all
the
needs
of
the
businesses
are
met
instead
of
you
know
exclusively
looking
at
capital
really,
you
know.
H
The
goal
is
for
these
businesses
to
not
just
sustain
but
to
grow
and
scale
and
employ
and
create
wealth
for
for
their
founding
group
and
for
their
employees.
K
To
add
to
todd's
question
I
mean
the
first
run
on
the
ladder
is
very
critical,
but
the
sustainability
and
having
mentorship
and
guidance.
That
is
where
a
lot
of
companies
go
and
so
having
that
help
and
connections
are
very
critical
to
the
success
and
we
want
to
be
the
most
effective
and
highest
performing
of
all
the
kiva
hubs.
So
no
pressure
jd
mariana
evan,
but
you
have
your
your
objectives
to
fill.
J
So
this
is
basically
creating
also
a
pipeline
for
that
program
as
well,
so
that
those
those
businesses
and
so
it
you
know,
we
don't
know
when
that
will
be
built
and
everything
we'll
leave
that
for
the
master
committee
to
decide.
But
I
definitely
see
this
as
a
pipeline
of
businesses
that
we
can
continue
to
expand
our
entrepreneurs.
I
One
more
I'm
sorry
press
okc.
When
we
talk
a
little
bit
more,
I
don't
know
if
anyone's
on
the
call
that's
representing
progress
okc,
but
as
little
wanted
to
hear
a
little
bit
more
about
what
they
thought.
Their
role
was
in
this.
G
Absolutely
so
progress
okc
our
mission
is
to
strengthen
the
social
and
economic
fabric
of
underserved
communities
and
we've
traditionally
done
that
through
affordable
housing
and
some
workforce
initiatives
and
found
within
the
communities
that
we
were
serving
that
there
were
so
many
business
owners
that
were
needing,
as
you
all
have
pointed
out,
mentorship
technical
assistance
or
additional
capital
to
scale
to
grow
and
in
this
environment
to
sustain,
and
so
we
have
been
in
existence
for
five
years
or
no
more
than
that.
G
Actually,
six
years,
our
board
leadership
president
is
kathy
o'connor
and
then
our
board
chairs
chris
turner
and
one
of
the
latest
initiatives
that
we
were
part
of
was
the
minority
enterprise
development
week
where
we
were
actually
able
to
engage
over
80
minority
businesses,
some
of
which
were
also
women
owned
or
veteran-owned.
G
I'm
around
this
very
topic
on
how
to
sustain
and
grow
and
utilize
the
existing
resources
that
we
have
in
the
city
to
better
connect
them
with
the
chambers
with
other
resources.
But
again,
capital
was
one
of
the
things
that
we
just
weren't
able
to
offer
at
that
time.
So
we're
excited
to
bring
that
in
the
market
through
kiva,
which
is
reputable
at
a
global
level,
has
been
recognized
by
time
magazine
and
the
economists
and
so
many
different
sources.
We're
excited
to
bring
that
here
and
we
will
serve
as
the
hub.
G
F
F
Mr
chairman,
just
an
additional
question:
thank
you
for
the
initiative.
I've
you
know
recently
been
spent
a
lot
of
time.
Reading
about
the
de-aggregation
of
the
economy,
people
have
lost
their
jobs.
What
do
they
do
right?
The
whole
idea,
if
you
can't
find
a
job,
create
a
job.
So
I
love
that
this
is
a
ladder
up
that
first
step
as
you
described
it.
So
thank
you
for
the
city's
willingness
to
serve.
G
I
would
start
something
that
I
thought
was
really
interesting
out
of
tulsa.
That's
the
one
group
that
we
had
the
most
conversations
with
outside
of
kiva
us
was
again
to
what
jd
had
pointed
out,
the
relationship
that
they
had
with
community
banks
and
they're,
making
a
point
that
it's
not
a
competition
that
we
can
actually
create
a
pipeline
for
borrowers
that
once
they
need
50
000
or
maybe
even
more,
that
they
establish
that
relationship
with
you
all
through
us,
and
so
I
thought
that
was
really
interesting.
G
J
I
think
it
was
another
thing
was
like
some
of
the
trustees
were
also
in
tulsa
were
different.
Different
partners,
including
churches,
churches,
was
actually
played
a
dynamic
role
in
cuba,
tulsa's
success,
but
I
think
one
thing
as
well
is
you
know:
any
city
can
create
a
hub
have
a
hub
in
their
city,
but
one
thing:
this
is
also
being
we're
kind
of
being
escorted
in
this
with
national
league
of
cities.
J
So
national
league
of
cities
has
also
given
us
a
lot
of
connections
and
resources,
so
we
have
monthly
calls
with
different
folks
and
stuff.
So
I
have
even
connected
with
the
director
of
community
wealth
building
rochester,
which
they
that
office
is
a
branch
of
the
mayor's
office
and
they
basically
launched
the
the
the
keeper
program
in
rochester,
which
we
saw
on
their
slide.
J
So
we
also
have
different,
basically
a
network
of
folks
that
we
can
also
rely
on
and
utilizing
their
network
of
resources
and
stuff,
and
so
that
individual
gave
me
a
plethora
of
stuff
of
resources.
I
know
I
passed
it
on
to
mariana
just
a
few
weeks
ago.
A
A
Thank
you.
Let's
move
on
to
the
next
item,
craig,
if
you
would
the
obligation
from
the
general
obligation
tax
bonds
dealing
with
the
purchase
of
some
property.
B
So
this
is
a
request:
there's
a
joint
resolution
for
allocation
of
gold
funds
of
13
million
dollars
and
it's
a
request
to
allocate
these
funds
to
be
transferred
to
the
oklahoma
industries
authority
for
the
purpose
of
acquiring
property
east
of
on
the
east
part
of
the
city
out
on
I-240
between
south
east,
between
eastern
and
south
bryant,
and
the
goal
is
to
have
this
developable
land
as
properties
have
developed.
B
L
L
Okay,
I
start
my
video
okay,
so
to
tie
into
craig's
comments.
What
we're
looking
at
here
and
I
can
share
a
presentation
if,
if
I'm
able.
L
So
what
we're
looking
at
is
an
acquisition
as
a
part
through
a
partnership
between
the
industry's
authority
and
the
trust
of
577
acres
located
at
the
intersection
of
I-240
and
eastern
between
I-240,
eastern
and
I-240
and
bryant
property
is
currently
owned
by
the
commission
of
land
office
and
has
been
held
by
the
state,
basically
in
perpetuity,
since
the
creation
process
neatly
adjacent
to
40
corridor
and
also
immediately
adjacent
to
the
bnsf
oklahoma
city
logistics
center,
which
is
the
bnsf
rail
yard.
L
That
they've
also
been
expanding
for
rail
capacities
to
bring
product
into
and
out
of
oklahoma
city
conversation
around.
The
need
for
this
property
has
been
a
long
time
in
the
making,
as
many
of
you,
as
of
you
know,
we'll
try
to
figure
out
the
role
of
public
public
process
and
land
development
for
for
many
many
many
years
and
try
to
figure
out
how
to
influence
the
development
of
more
acreage
to
help
us
have
more
inventory
for
industrial
and
commercial
projects.
L
Just
a
couple,
quick
slides
that
kind
of
show
the
need.
We
did
an
inventory
sort
of
assessment
at
the
end
of
2019
to
understand
kind
of
what
the
current
pipeline
projects
look
like
for
both
industrial
for
industrial
projects
from
both
the
building
and
the
land
side
overall,
and
this
is
again
at
the
end
of
2019
kind
of
right
before
covid
hit
51
of
our
industrial
projects.
L
We
had
in
our
pipeline
we're
looking
for
buildings
of
a
hundred
thousand
square
foot
or
larger,
and
twenty
three
thousand
twenty
three
percent
were
looking
at
buildings,
a
hundred
two
hundred
fifty
thousand
square
feet
or
larger
on
the
land
side.
Sixty
eight
percent
of
those
users
were
looking
at
properties,
twenty
acres
or
larger
in
almost
half
at
we're.
Looking
at
sites,
50,
acres
or
larger,
the
bad
news
is:
there's
really
not
that
much
property
to
meet
those
needs
available
in
the
marketplace
to
complement
the
current
pipeline.
L
So
I
think
this
middle
bullet
is
the
most
acute
where
we
on
average,
for
for
projects
we
had
lost
average
size
of
the
user
was
a
little
over
50
acres
and
a
little
less
than
73
acres
and
of
projects
that
we
had
lost.
23
specifically
stated
that
you
know
lack
of
land
and
building
sites
in
the
market
were
the
major
contributor
to
their
their
reasoning
for
not
locating
in
the
market,
so
ask
for
some
specific
examples.
We
had
three
examples
of
recent
projects
that
really
wanted
to
be
in
oklahoma
city.
That
couldn't
be.
L
The
first
is
a
project
we
worked
actually
during
covid
project
augustus.
It's
a
food
manufacturing
project
that
was
looking
at
placing
135
new
jobs
about
40
million
dollars
of
capital
in
the
market,
but
struggled
to
find
a
land
and
building
site
that
met
their
needs
have
chosen
to
pursue
other
markets,
milo's
ice
t
or
milo's
iced.
L
Tea
was
a
project
that
looked
hard
at
oklahoma
city
and
in
tulsa,
eventually,
because
of
a
building
site
that
they
could
find
in
tulsa
versus
oklahoma
city
chose
to
put
110
new
jobs
and
60
million
in
capital
investment
in
in
owasso.
Instead
of
here
and
then
project
rodeo,
which
was
a
project
that
was
looking
at
100
acre
sites
fit
with
50
contiguous
acres.
They
came
to
us
in
the
fall
of
2018,
worked
really
hard
on
a
site
at
29th
and
council
couldn't
make
it
work
and
ended
up
going
to
a
different
market.
L
So
you
can
just
kind
of
see
overall,
we've
just
struggled
to
put
together
large,
contiguous
acres
of
property
that
could
be
developed
over
a
long
period
of
time
and
give
us
some
some
long-standing
inventory,
and
so
that's,
ultimately,
what
we're
trying
to
achieve
with
this
property,
so
the
process
would
be
for
us
would
be
allocation
of
13
million
dollars.
That
oia
would
use
to
acquire
the
property
through
a
land
swap
with
the
clo
from
there.
L
L
The
major
benefit
of
this
particular
structure
would
also
be
that
as
property
was
sold
or
leased
by
the
oia
in
agreement
with
the
trust
that
the
benefits,
the
financial
benefits
of
those
purchases
or
leases
would
flow
back
to
the
trust
to
repatriate
the
dollars
used
in
this
initial
expense
expense
to
purchase
the
property.
B
Yeah-
and
I
think
the
you
know,
the
questions
you
run
into
with
this
is
allocations,
allocating
such
a
large
portion
of
our
gold
funds
to
one
project
and
ultimately,
it's
gonna
be
more
than
one
project.
That's
what
it's
intended
to
be,
but
with
that
goal
that
that
the
dollars
generally
will
come
back
into
the
the
economic
development
trust
that
the
exception
might
be,
where
you
know,
sometimes
as
a
part
of
an
economic
development
deal,
there
may
be
some
discount
on
the
property.
B
So
it's
not
a
guarantee
that
we
get
all
the
money
back,
but
our
goal
would
be
that
through
the
transactions
to
get
these
businesses
on
these
properties,
that
the
funding
would
come
back
into
the
economic
development
development
trust.
Ultimately
it
would
be
over
a
period
of
time,
so
it
does
tie
up
some
of
those
funds
for
a
period
of
time,
but
I
know
there's
some
active
projects
where
there's
potential
for
businesses
to
go
out
into
these
areas,
so
that
that's
what
the
recommendation
is
coming
back
to
the
council
on
off
to
the
trust.
K
L
Think
the
good
news
is,
we
already
have
outside
developers
that
are
really
interested
in
a
partnership
with
us
to
develop
part
portions
of
this
site.
You
know,
honestly,
I
would
say
I
leave
this
as
more
of
a
medium-term
development
partially
because
we
want
to
remain
flexible
with
our
overall
development
needs
moving
forward
and
try
to
retain
at
least
probably
a
couple
hundred
acres
of
this
site,
some
flexibility
for
some
of
these
larger
projects.
We
haven't
been
able
to
land
in
the
city,
but
I
don't
know
craig
your
thoughts.
I
would
say
medium
term
yeah,.
F
A
Much
thank
you
all
great
presentation,
guys
and
gals
all
right.
Let's
move
forward
amendment
number
one
to
the
economic
development
agreement
dealing
with
the
a
new
grocery
store
at
lincoln
and.
B
You're
right
is
it
lincoln?
This
item
is
just
an
amendment
to
the
economic
development
agreement
to
add
a
party,
that's
related
to
the
new
marcus
tax
credits
and
I'll.
Let
wiley
williams
just
kind
of
give
us
a
rundown
on
the
need
for
this
amendment.
M
This
is
adding
an
additional
party
to
the
homeland
project,
which
is
required
by
the
new
market
tax
credit
structure,
and
it
actually,
I
see
it
as
a
benefit
because
it
gives
us
another
party
to
work
with
as
we
go
through
the
process.
F
D
B
Yes,
this
item
is
back
in
july
the
trust
approved
an
agreement
with
mary
gardens
foundation
for
the
operations
of
mary
gardens,
and
this
is
an
amendment
to
that
agreement
for
some
facility
maintenance
costs
that
are
tied
into
the
contract.
I'm
going
to
let
doug
dowler
assistant
finance
director
give
us
a
summary
of
the
proposed
projects
with
this
maintenance
fund.
C
C
In
the
past,
the
city
has
provided
these
sorts
of
maintenance
items,
but
these
are
a
little
bit
smaller
than
we've
done
in
the
past.
We're
still
continuing
to
provide
maintenance
for
significant
improvements
such
as
they
they're
we're
replacing
some
of
their
air
handling
units
each
year,
and
so
we're
still
maintaining
that.
But
these
projects,
pardon
me,
are
ones
that
are
a
little
bit
smaller
and
we
thought
it
was
a
little
simpler
for
them
to
handle
those,
and
we
would
do
those
on
a
reimbursement
basis.
C
So
again,
there's
five
projects,
water,
loop,
closed
water,
loop
system
and
then
also
the
water
to
the
air
handling
units,
the
reverse,
osmosis
and
fog
equipment.
At
the
thunder
fountain,
the
the
surface
that
aggregate
surface
that's
kind
of
a
specialized
surface
there
with
underneath
the
thunder
fountain
and
then
the
children's
garden
play
resurfacing
replacements.
So
we're
doing
this
with
money
that
came
from
the
general
fund.
C
D
F
D
D
N
There
we
go
good
afternoon,
it's
a
pleasure
to
visit
with
you
all
today,
I
joined
the
chamber
a
year
ago
in
the
first
week
of
november,
and
what
a
year
it
has
been.
It's
a
pleasure
to
bring
to
you
kind
of
a
description
of
our
activity
over
the
last
fiscal
year,
and
so
I've
been
entitled
this
presentation
from
reactivity
to
opportunity
to
really
kind
of
walk
us
through
really
what
is
a
tale
of
two
years.
So,
if
you'll
advance
to
the
next
slide,
please
really
2019.
2020
really
was
two
realities.
N
So
when
we
were
at
the
beginning
of
the
last
fiscal
year,
we
were
really
talking
about
how
do
we
meet
demand
curves
in
terms
of
talent,
with
a
plethora
of
unfilled
jobs
and
sort
of
figuring
out
how
to
make
those
connections,
and
so
really
within
this
year,
as
you
can
see
there
in
april
of
2020,
just
the
massive
drop
in
employment
really
sort
of
illustrates
the
challenge
that
we
now
face,
which
we've
gone
from.
Thinking
about
demand
curves
to
focusing
on
flattening
the
curve
in
terms
of
a
pandemic.
So
really
it's
just.
N
How
do
we
respond,
and
so
we've
made
some
pivots
and
some
changes
in
how
we
do
our
work
as
well
as
being
able
to
think
differently
about
how
we
move
forward.
So
next
slide,
please.
So
we
really
made
a
pretty
massive
shift
in
our
methodology
really
to
more
of
a
a
high
response:
high
touch
volume,
sort
of
approach
to
reaching
out
to
our
regional
employers,
and
so
overall
this
year
we
engaged
435
different
companies.
N
What
pain
points
are
you
experiencing,
whether
that's
in
terms
of
thinking
about
your
future,
whether
it's
about
talent
etc,
and
so,
certainly
in
this
year,
the
pandemic?
We
got
lots
of
great
feedback,
one
of
the
things.
I
would
like
to
point
out
from
that
number
of
engagements
that
nearly
40
percent
of
that
total
number
of
engagements
we
ramped
up
and
executed
between
mid-march
and
the
end
of
june.
So
a
lot
of
heavy
lifting
was
done
by
our
team
during
that
period
of
time.
N
This
next
slide
sort
of
represents
a
bit
more
of
that
methodology.
So
during
that
time
we
were
looking
for
opportunities
to
connect
businesses
with
either
answers
to
the
questions
they
had
or
resources
that
they
were
needing
to
resolve
critical
issues
at
the
time.
So,
over
the
course
of
this
last
fiscal
year,
our
team
was
able
to
assist
170
companies
with
needs
that
they
had
in
some
cases,
multiple
needs.
Whether
that
was
a
connection
when
manufacturers
were
pivoting
to
ppe
and
needed,
maybe
a
critical
piece
in
the
supply
chain.
N
We
were
able
to
make
some
of
those
connections.
Some
of
it
was
connecting
employers
that
were
laying
off
talent
to
employers
that
we
knew
were
hiring,
and
so
we've
been
able
to
make
a
variety
of
those
assists
just
standing
in
the
gap
and
making
those
connections
on
behalf
of
the
chamber
between
employers
and
information
or
resources
that
they
needed.
N
We
also
were
able
to
support
the
aviation
aerospace
industry
by
engaging
25
different
companies
with
58
different
engagements,
and
so
this
is
a
variety
of
check-ins
and
touch
bases.
Some
of
them
were
really
deep,
dives
being
done
about
talent
needs
and
those
kinds
of
things,
but
we're
able
to
execute
that.
I'm
super
proud
of
that
effort.
Also
just
between
the
the
period
of
mid-march
to
the
end
of
june,
we
had
really
significant
conversations
with
277
primary
employers,
so
of
that
total
number
of
companies
engaged
about
277
of
our
premier.
N
Employers
really
got
multiple
touches
with
really
deeper
conversations
to
be
able
to
know
what
they're,
seeing
and
hearing
and
feeling
to
be
able
to
help
us
know
how
to
move
forward.
So
next
slide,
please.
N
N
Information
became
just
a
super
important
function
of
our
team
and,
ultimately,
what
we
were
doing
was
actively
listening
to
input
from
employers,
hr
professionals,
as
well
as
having
conversations
with
educational
providers,
providers.
Workforce
providers
really
sort
of
trying
to
take
the
temperature
of
what
was
happening
economically
on
our
region,
as
well
as
from
employers
and
so
forth,
and
so
super
proud
of
those
efforts
and
those
engagements
that
our
team
must
be
able
to
put
together.
N
In
terms
of
the
the
regional
response,
we
did
see
a
lot
of
reactivity.
The
truth
is
that
there
were
a
lot
of
local
manufacturers
that
were
able
to
keep
busy,
or
at
least
made
pivots
in
what
they
were
doing.
So
some
of
them
met
that
meant
that
they
shifted
what
they
were
doing
in
producing
prior
to
coba,
to
producing
ppe
or
adding
that
as
an
additional
line
and
what
they
were
doing.
N
Some
of
them
had
to
make
changes
in
terms
of
how
they
were
producing
and
when
they
were
producing,
but
were
able
to,
for
the
most
part,
stay
busy.
During
that
time,
it
did
shine
a
light
on
the
needs
for
technology
and
sort
of
the
opportunity
for
improvement
in
that
in
terms
of
automation
or
some
of
those
things
in
the
future,
but
also
there
is
a
reticence
as
they
begin
to
think
about
the
future.
N
Obviously
many
many
employers
had
to
navigate
layoffs
and
downsizing,
and
so
we
worked
directly
with
some
of
those
companies,
as
as
we
saw
those
war
notices
or
notices
of
large
layoffs.
When
possible,
we
tried
to
figure
out
which
companies
were
offering
or
hiring,
maybe
in
a
similar
talent
profile,
and
so
we
were
able
to
make
some
connections
there.
N
Even
though
that
there
was
a
significant
number
of
companies
that
were
experiencing
those
layoffs,
a
quote
that
I've
included
here
for
you
came
from
from
someone
here
in
oklahoma
city,
who
said
you
know
we
went
from
not
being
able
to
hire
enough
people
fast
enough
to
not
being
able
to
lay
people
off
fast
enough,
and
so
within
one
fiscal
year
to
see
that
shift
was
really
a
dramatic
thing
for
many
of
our
employers.
N
One
of
the
things
that
was
interesting,
though,
was
that
many
employers
had
to
react
to
their
employees
needs,
and
so
there
was.
There
was
a
noticeable
uptick
in
questions
around
resourcing
regarding
employee
well-being,
lots
of
companies
asking
for
resources
or
strategies
to
support
the
physical
or
mental
health
of
their
employees.
N
Because
of
for
a
variety
of
reasons
and
ongoing
uncertainty
have
just
said,
we
we
need
to
put
our
plans
possibly
on
hold,
whether
that's
for
short
term
or
long
term
remains
to
be
seen
in
many
cases,
but
but
certainly
with
the
shift
in
terms
of
how
many
people
are
employed
and
versus
unemployed.
Now
there
is
many
companies
are
some
are
somewhat
waiting
and
reticent
to
continue
to
to
onboard
the
one
exception
would
be
companies
that
are
continuing
to
onboard.
N
They
have
shifted
to
primarily
backfilling
critical
positions
that
are
necessary,
but
they're
being
very
they're
being
very
cautious
as
they
kind
of
move
forward.
One
of
the
things
that
we
did
notice
is
that
many
employers
deployed
new
technology
and
strategies.
N
There
were
many
companies
that
did
not
have
permanent
work
from
home
arrangements
or
platforms
that
that,
out
of
necessity,
were
able
to
successfully
execute
that
transition
very
quickly,
and
many
of
them
have
indicated
that
they
they
will
likely
continue
to
incorporate
some
of
that
platform
and
those
change
strategies
going
forward,
and
so
there's
some
interesting
implications
for
that.
N
Certainly,
we've
seen
some
companies
that
were
instituting
new
schedules,
really
sort
of
disrupting
their
traditional
work
structures
and
models,
and
even
spacing
in
terms
of
how
they
think
about
physical
spacing
at
the
work
site.
So
there
will
be
some
interesting
disruptions
coming
out
of
all
of
this.
The
truth
is
that
there
is
still,
though,
a
fair
amount
of
disruption,
we're
really
off
the
map,
so
to
speak
in
terms
of
how
to
move
forward.
N
The
uncertainty
around
employees
that
have
school-aged
children
and
the
kind
of
ongoing
changes
in
terms
of
education
schedules
and
platforms
really
has
caused
a
lot
of
companies
to
have
kind
of
a
weekly
sort
of
renegotiation
of
where
they
are
with
some
of
their
employees,
and
so
I
think
one
of
the
interesting
things
and
I'll
allude
to
this
later
is
the
opportunity
to
begin
to
reimagine
some
opportunities
for
innovation
coming
out
of
all
of
these
reactions
that
we've
had
to
make
so
next
slide.
N
N
And
as
I
mentioned,
remote
learning
and
remote
working
continue
to
create
some
interesting
variables
for
our
employers,
and
many
employers
are
simply
just
proceeding
with
caution.
So
that's
uncertain
time
frames
for
large-scale
plans
for
expansion.
Again,
as
I
mentioned,
primarily
backfilling
critical
positions
is
kind
of
a
current
trend
that
we
see
in
talent.
N
I'll
point
you
to
that
statistic:
the
chamber
had
a
number
of
responses
from
partners,
probably
over
300
respondents
in
a
survey
done
in
mid-april
and
at
that
time,
49
of
those
companies
stated
that
their
greatest
fear,
the
greatest
challenge
that
they
were
facing
for
reopening,
was
their
employees,
fear
and
anxiety.
N
And
I
think
that
continues
to
hold
true
that
companies
are
indicating
that
there's
such
a
unique
and
complex
mixture
of
challenges
right
now
facing
their
employees
that,
while
they're
certainly
concerned
about
bottom
lines
and
all
of
those
other
things
that
taking
care
of
their
employees
and
helping
them
through
these
really
difficult
times.
It
continues
to
be
of
high
priority
and
a
high
pain
point
for
many
of
our
employers.
N
Next
slide,
please,
but
I
want
to
leave
on
a
positive
note.
We
from
what
we
have
observed
over
many
many
interactions
this
year.
We
think
that
there
are
three
sort
of
opportunities
or
themes
of
opportunity
for
us
that
I
believe
to
be
bright
spots
for
business
retention
and
expansion
here
in
oklahoma
city.
N
The
first
is,
as
we
talk
with
so
many
employers
across
so
many
industries,
that
there
really
is
abundant
entry-level
talent
for
many
of
our
employers,
with
the
notable
exception
of
engineers
to
fulfill
some
of
those
mro
responsibilities
at
tinker.
For
the
most
part,
many
of
our
industries
are
finding
abundant
entry
level.
Talent,
and
the
good
news
about
that
is
is
that
they
already
have
a
high
affinity
for
oklahoma
city.
N
So
the
work
that
and
the
investment
that
the
city
has
made
in
terms
of
positioning
oklahoma
city
is
a
great
place
to
live
work
and
play
is
positively
impacting
our
many
of
our
regional
employers,
particularly
at
the
entry-level
talent
area,
and
so
we
we
feel
like
that.
That
is
a
positive
thing
that
we
need
to
continue
to
capitalize
on.
N
N
The
good
news
is
that
any
time
that
those
folks
are
sourcing
that
mid
to
upper
level
talent
outside
of
oklahoma
city
and
they
can
convince
that
the
person
that
they
are
recruiting
to
come
visit,
oklahoma
city,
that
the
vast
majority
of
companies
indicate
that
they
are
able
to
then
make
offers
and
and
successfully
hire
that
recruit
and
that
the
opportunity
for
us
lies
in
sort
of
continuing
to
overcome
any
of
those
preconceived
notions
about
the
city
that
may
exist
outside
of
oklahoma
city
companies
indicate
when
the
talent
comes,
and
they
see
what
oklahoma
city
has
to
offer.
N
They
see
the
wide
range
of
opportunities
for
education
for
their
children,
for
employment,
for
their
spouses
and
all
of
those
kinds
of
things.
The
variety
of
arts
and
entertainment
and
sort
of
all
those
enrichment
opportunities
that
they
really
have
a
great
opportunity
to
land
that
talent.
So
the
challenge
for
us
really
is
just
how
do
we
continue
to
tell
the
oklahoma
city
story
in
such
a
way
that
we
can
continue
to
resource
those
companies
to
sell
oklahoma
city
to
that
mid
to
upper
level
talent
and
then?
N
Lastly,
all
of
this
disruption,
we
believe
is
creating
some
space
for
innovation
and
technology.
Talent.
Development
is
going
to
be
the
key
really
beginning
to
look
at
companies.
Thinking
about
maybe
some
non-traditional
ways
to
source
and
develop
talent
rapidly
to
meet
their
emerging
needs
for
technology,
for
user
interface,
support
in
terms
of
software
development
and
those
kinds
of
things,
and
so
increasingly
we're
there
are
conversations
taking
place
about.
How
can
we
continue
to
quick
to
quickly
reskill
or
upskill,
existing
talent
here?
N
That's
already
here
regionally
to
begin
to
meet
those
needs,
and
so
we
really
see
all
of
this
disruption
as
an
opportunity
for
us
to
be
able
to
to
to
explore
those
avenues,
and
I
think
additionally,
companies
continue
to
look
to
oklahoma
city
as
a
place
for
abundant
talent
to
support
these
kinds
of
of
operations
for
their
companies.
So
call
centers
help
centers
those
kinds
of
things
back
office
operations
have
really
there.
We
continue
to
see
a
steady
if
not
an
uptick
interest
in
oklahoma
city,
and
so
we're
really
pleased
about
that.
Next
slide.
N
Lastly,
just
our
our
scope
of
work
for
this
year
will
continue
really
to
be
around
that
high
touch
high
volume,
engagement
with
our
regional
employers
and
building
those
relationships,
understanding
what's
happening
behind
the
walls
and
really
being
able
to
have
real-time
understanding
of
the
decisions
that
they're,
making
the
pain,
points
that
they're
feeling
and
then
really
connecting
them,
with
value
so
being
able
to
assist
them
with
connecting
with
resources,
doing
a
better
job
of
communicating
the
vast
number
of
workforce
partners
that
exist
with
those
that
are
helping
people
connect
talent
to
open
positions
and
being
able
to
be
a
connector
and
being
able
to
to
do
that
successfully.
N
We
think
adds
value
to
those
partners
and
then,
lastly,
I
brought
up
connecting
but
specifically
continuing
the
work
of
connecting
our
educational
providers,
whether
that's
career
tech
or
higher
education
directly
with
those
hiring
partners
that
are
looking
and
being
able
to
help
increase.
Those
efficiencies
and
those
their
relationships,
so
that's
the
scope
of
our
work
this
year.
We
look
forward
to
it
and
if
we
can
survive
thus
far,
we
feel
like
we
can
continue
to
move
ahead.
So
that's
my
report.
A
A
B
D
A
A
Unanimous,
thank
you
francis,
and
thank
you
all
for
being
there.
You
have
your
general
manager
reports.
A
You
heard
some
great
information
by
our
presenters,
appreciate
them
and
you
taking
your
time
to
come
on
this
rather
hazardous
day
of
falling
limbs
and
falling
ice
to
participate
in
what
things
future
looks,
challenging
but
looks
doable
for
the
future
for
oklahoma
city.
God
bless
you
thank
you
for
coming.
We
are
adjourned.