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From YouTube: Oklahoma City Council Meeting - May 30, 2023
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A
B
D
E
Will
you
join
me
in
prayer
father?
We
thank
you
for
this
day
God.
We
thank
you
for
the
opportunity
together,
father
I
pray
that
you
will
bless
our
city
leaders
give
them
wisdom
and
guidance.
Father
continue
to
bless
this
city
and
continue
to
grow
it
and
make
it
a
great
City
father
be
with
our
First
Responders
as
a
service
in
our
servicemen
and
women
across
this
nation
and
Beyond,
and
it's
in
your
name.
We
pray,
amen.
F
G
Thank
you
mayor
just
to
start
off
here,
as
an
opener
I'm
going
to
have
the
budget
office,
give
us
a
quick
summary
of
the
comments
that
were
provided
so
far
in
the
through
either
text
or
email
back
on
budget.
We
do
have
budget
comments
that
closed.
We
closed
those.
So
we
could
summarize
in
the
past
we've
had
times
where
we've
had
so
many
that
it
took
a
little
bit
of
time
to
get
those
summarized
I'm
on
electricians,
Leticia,
Thompson,
she's
assistant
budget,
director,
I'm
gonna.
G
H
You
good
morning
my
name
is
Leticia
Jackson
and
I
will
be
Tisha.
Thompson,
sorry
and
I
will
be
presenting
the
fy24
budget
comments
so
between
the
period
of
May
2nd
through
May
24th,
we
receive
nine
comments,
Fiverr
received
on
okc.gov
and
four
will
received
via
Facebook
on
May,
2nd
and
May
17.
The
public
information
and
marketing
office
made
posts
on
Facebook
inviting
residents
to
provide
comments
on
the
city's
proposed
budget
residents
can
continue
to
submit
comments
and
we
will
report
back
if
additional
comments
are
received.
H
G
So
you
want
to
talk
about
just
what
we'll
do
on
closing
the
comments
for
additional
comments
that
come
in
and
then
how
we'll
provide
those
right.
H
G
I
Thank
you,
Mr
manager,
here,
Klinger
Public,
Works,
director,
happy
to
present
this
morning
the
Department
of
Public
Works
budget
for
the
upcoming
year,
as
with
most
budgets,
there's
a
lot
of
effort
that
goes
into
a
lot
of
the
staff
participating.
Today.
We've
got
Debbie
Miller,
our
assistant
director
Billy
little,
our
business
manager,
Mike,
Miller,
Financial,
specialist
and
then
I've
also
got
Shannon.
That's
helping
us
with
the
PowerPoint
and
presentation.
Today.
We've
had
a
lot
of
division.
I
I
I
When
we
look
at
the
division
and
we
look
at
the
number
of
positions
this
next
year's
budget
is
about
400,
total
largest
division
is
our
streets
division
with
210
positions?
It
is
our
largest
division.
Our
smallest
division
is
our
Traffic
Division,
our
traffic
Engineering
Services
at
15,
but
you'll
see
the
totals
for
each
of
the
other
divisions
on
this
page.
I
Talking
about
Oklahoma,
City,
very
large
city
I
think
it's
probably
stated
at
every
budget
presentation
621
square
miles,
but
this
really
highlights
a
lot
of
those
infrastructure
totals
for
the
community.
So
more
than
3
800
Centerline
miles.
That's
more
than
8
000
Lane
miles
a
street
in
Oklahoma
City.
We
have
over
800
signalized
intersections
12
580
different
traffic
signals
covering
more
than
96
000
traffic
control
signs
again
large
city
large
infrastructure
need
a
lot
of
work
by
public
works
when
we
maintain
this
infrastructure.
I
This
is
our
organizational
line
of
business,
and
so
this
aligns
with
strategic
business
planning.
This
is
part
of
our
leading
for
results
measures,
but
you'll
see
that
we've
got
seven
divisions
that
are
listed
here:
Administration
engineering
field
services,
project
management,
stormwater,
Street,
traffic,
drainage
and
traffic
management.
I
So
if
you
turn
to
your
budget
book
on
page
c157,
this
is
really
the
the
summary
of
last
year
and
this
year's
budget
I'm
going
to
spend
just
a
few
minutes
on
this
slide.
Just
to
kind
of
acquaint
two
parts
to
the
budget.
We
have
an
operational
portion
which
is
all
the
staff
and
services
that
we
provide
as
a
department.
We've
got
also
the
non-operating
and
that's
going
to
be
again.
Construction
related
Services
things
that
are
not
directly
related
to
Personnel.
In
this
case.
I
A
lot
of
this
is
better
Street,
safer,
City
sales,
tax
funds
and
CIP
projects
that
are
assigned
to
the
Department.
Looking
at
the
first
two
columns
you're
going
to
see
those
were
previous
year
fiscal
year,
23
positions.
If
you
look
at
the
final
three
columns
and
it'll,
show
the
percent
change.
We've
got
the
FY
proposed
24
budget
you're,
going
to
see
a
significant
increase
in
the
administration.
We
are
proposing
four
new
positions
and
those
four
positions
are
in
that
Administration
line
of
business
you're.
I
When
we
made
that
switch
last
year,
we
did
have
to
support
the
contractual
service,
and
some
of
those
contract
dollars
were
in
last
year's
engineering
budget.
Those
have
since
been
completed,
they're
not
needed
this
year,
and
that's
why
that
looks
like
it's
a
reduction,
even
though
it's
not
a
reduction
in
service,
it's
a
contractual
reduction,
that's
contract
completed.
I
But
overall,
if
you
look
at
total
operating
expenditures,
just
slightly
what
is
a
two
percent
reduction,
but
it's
actually
a
net
gain
in
positions.
So
four
new
positions.
It's
again,
the
reason
for
the
biggest
change
is
because
the
contractual
service
needs
have
been
reduced.
You're
also
going
to
see,
there's
a
slight
reduction
in
the
non-capital
200
million
down
to
189
million,
we're
just
continuing
to
complete
the
better
Street,
safer,
City
sales
tax
program.
That's
a
program!
That's
budgeted
within
the
department!
Bond
programming
is
not,
but
that
is
the
reason
for
that
slight
decrease.
I
So
this
next
series
of
slides
I'm
going
to
highlight
the
different
divisions
in
the
different
components
that
are
related
to
each
of
those
divisions
and
what
they
do.
We're
also
going
to
talk
just
briefly
about
some
of
their
either
certain
survey
leading
for
Resort
leading
for
results,
performance
measures
that
this
Administration
section
is
the
section
budgeted
at
12.1
million
29
positions,
and
this
is
where
we're
actually
proposing
the
addition
of
four
new
positions.
Two
of
those
positions
are
to
enhance
our
HR
services
to
help
us
with
hiring
and
services
related
to
vacancies
and
positions.
I
One
of
those
positions
we're
actually
looking
for
agenda
management
and
again
with
a
number
of
agenda
items
and
that
need
to
be
addressed
for
City
Council
meetings
and
other
agendas,
including
the
traffic
commission,
Bond
advisory
Council.
We're
proposing
a
position
there.
The
fourth
and
final
Edition
is
actually
a
position.
That's
already
been
added
to
the
department.
I
When
we
look
at
the
gauge
for
those
that
have
not
seen
a
lot
of
this
as
a
part
of
our
Administration,
the
gauge
was
the
employee
surveys
that
were
completed
last
year.
In
our
Administration
section
and
I
mentioned
HR,
two
major
results
came
out
of
the
gauge
survey
when
we
surveyed
Public
Works
employees,
recognitions
and
communication,
and
so
one
of
the
things
that
we've
actually
come
out
this
year,
Shannon
Cox,
has
been
the
author
of
this.
Is
we
now
have
a
departmental
newsletter?
I
Looking
at
the
totals
and
Technical
review,
we
have
hit
a
record
now
with
a
number
of
permits
reviewed
at
7
330..
This
is
the
breakdown
of
those
permits
that
you're
going
to
find
on
this
page.
We
also
reviewed
757
plans
and
issued
over
135
work
orders,
our
technical
review
section
is
that
section
that
actually
reviews
a
lot
of
the
private
development
plans
in
Oklahoma,
City
and
we've
put
together
this
historical
graph
just
to
kind
of
show
the
increase
and
again
the
permits
are
in
purple.
The
plans
are
viewed
are
in
blue.
I
You
can
see
the
dramatic
increase
the
number
of
permits
reviewed
looking
at
previous
years.
A
lot
of
these
have
to
do
with
small
cell
towers.
A
lot
of
these
have
to
do
with
revocable
permits
for
things
in
the
right-of-way,
with
just
a
lot
of
increased
activity.
Citywide
you'll
see
the
actual
number
of
plans
typically
ranges
around
a
thousand
per
year,
we're
just
slightly
under
that
for
the
year
and
we'll
probably
end
just
under
a
thousand,
but
again
we're
holding
pretty
steady
with
a
lot
of
plans
reviewed
across
the
community.
I
One
of
the
biggest
items
that
we
were
tracking
with
our
leading
for
results
in
our
strategic
business
planning
was
the
turnaround
time
for
those
technical
plan,
reviews
that
were
occurring
this
past
year.
Just
a
couple
of
highlights
to
note
on
this
graph
in
June
of
last
year.
Our
return
time
was
approximately
nine
weeks.
We
were
having
some
staffing
difficulties
and
we've
made
some
adjustments.
I
When
we
look
at
the
fiscal
year,
end
estimates
this
is
where
we're
looking
at
nearly
9900
right-of-way
inspections
over
twenty
four
thousand
on
construction
projects,
with
a
work
value
of
about
562
million.
Now
these
aren't
just
City
projects.
These
are
going
to
be
also
private
projects
I'm
in
the
right-of-way,
but
all
inspected
by
Field
Services.
I
I
Looking
at
inspection
work,
orders
and
again
this
is
just
looking
at
those
Trends
from
year
to
year.
They
remain
fairly
consistent.
Obviously
we
had
some
Peak
years
in
fiscal
year,
1718
and
1819,
but
we
continue
to
hold
about
575
as
an
average
moving
forward
on
inspections
and
work
orders
moving
to
our
next
line
of
business
project
management.
This
is
our
division
that
mostly
delivers
the
bond
program,
the
better
Street,
safer,
City
sales
tax
program.
Also,
our
facilities
projects
budgeted
5.1
million
37
positions.
I
There's
a
lot
of
information
on
this
graphic,
but
to
kind
of
get
it
grounded
blue
is
the
bond
projects
and
the
history
of
the
bond
expenditures.
The
purple
is
the
sales
tax.
This
is
going
to
be
the
better
Street
safer,
City
sales
tax,
both
which
were
approved
in
2017..
So
that's
why
you
see,
in
calendar
year,
18
a
pretty
dramatic
increase
from
77
million
to
over
100
million
dollars
in
output.
What
we're
starting
to
see
is
that
decrease
in
that
purple
bar?
I
That's
simply
just
because
the
better
Street
sales
tax
program
is
winding
down,
but
you
will
see
that
we're
actually
starting
to
increase
the
bond
delivery
with
a
pretty
steady
average
just
by
the
bond
by
itself
at
about
110
million
dollars
a
year.
We
continue
to
hold
this
goal:
we're
actually
slightly
ahead
of
schedule
on
the
delivery
of
the
2017
Bond
planning
for
the
next
bond
issue,
and
the
initial
planning
is
actually
already
underway.
I
One
of
the
Strategic
business
plan
measures
that
we
look
at
is
the
bond
expenditures,
and
there
is
a
requirement
by
the
IRS
that
the
bond
funds
be
spent
within
three
years
of
their
sale.
The
green
line
represents
the
85
expenditure
rule
for
more
than
the
past
10
years.
We've
achieved
that
85
percent
we're
actually
averaging
about
87
percent
by
the
deadline
each
year,
so
efficient
delivery
of
the
bond
dollars
as
they're
sold
and
Rapid
deployment
of
the
projects
looking
at
Miles
resurfaced.
Obviously
the
better
Street
saver
City
program.
I
One
of
the
primary
features
is
the
is
the
Reconstruction
of
city
streets
and
again,
as
we
look
at
this
resurfacing,
you'll
see
with
the
addition
of
the
sales
tax.
We
had
a
peak
here
in
fiscal
year,
1920
with
almost
140
miles
of
street
resurfaced,
but
we
actually
broke
that
goal
as
we
estimate
the
finish
of
this
year
with
148
Centerline
miles
resurfaced
this
past
year,
we're
going
to
be
strictly
on
the
bond
funds
going
forward,
but
we're
able
to
maintain
that
because
the
majority
of
the
bond
right
now
is
in
arterial
Street
resurfacing.
I
We
simply
did
not
overlap
the
sales
tax
and
the
bond
program
simultaneously
because
we
did
not
have
the
contractual
Workforce
to
do
that.
But
the
local
contractors
are
doing
well
and
again
at
about
90
million
dollars
a
year,
they're
able
to
do
more
than
100
miles
a
year
at
Street
resurfacing
in
Oklahoma
City,
moving
to
stormwater
quality
management.
This
is
our
Environmental
water
quality
household
hazardous
waste
facility
in
construction,
industrial
permitting
budgeted
at
4
million
32
positions.
I
This
graphic
actually
summarizes
this
past
year
with
a
household
Harris
waste
facility.
This
is
located
at
1621,
South
Portland.
It's
open
Tuesday
through
Saturday
to
Residents.
It's
also
open
to
city
employees
if
they'll
bring
their
ID
badge,
but
we
actually
collected
nearly
700
000
pounds
of
household
hazardous
waste
this
past
year,
which
kept
that
waste
out
of
landfills
and
out
of
streams
and
Creeks
being
dumped.
You
can
see
some
of
the
totals
for
the
different
things
here:
287
000
pounds
of
paint,
thirty
thousand
pounds
of
adhesives,
eighty
four
thousand
pounds
of
motor
oil.
I
So
again,
this
is
a
program
that
continues
to
thrive
and
be
very
successful.
We
actually
have
mousse
with
eight
different
cities
that
also
participate
in
our
HW
facility,
and
we
collected
nearly
80
000
pounds
of
waste
from
cities
like
Edmond
The,
Village,
Yukon,
Shawnee,
more
El,
Reno,
War,
acres
and
Bethany.
I
I
You'll
see,
743
pounds
of
ammunition,
400
pounds
of
prescription
medications
collected
over
600
participants
participating
in
that
event,
which
was
held
at
the
Oklahoma
City
Fairgrounds
stormwater
quality
also
has
a
large
public
Outreach
effort,
and
this
is
one
that
is
really
strong
with
Oklahoma
City,
Public
Schools.
So
this
past
year
we
nearly
reached
out
to
14
000
students
of
Oklahoma
City
on
the
photo
to
the
right.
I
These
are
just
some
of
the
crews
as
they're,
repairing
potholes
and
actually
laying
down
some
some
new
Street
throughout
Oklahoma
City.
We
look
at
the
condition
of
city
streets
and
again
this
comes
out
of
the
citizen
survey.
We
obviously
have
a
strong
focus
on
improving
city
streets.
You'll,
see
that
just
almost
10
years
ago
the
average
PCI
the
pavement
condition
index,
which
is
a
scale
of
0
to
100,
100
being
a
brand
new
Street
and
zero
being
the
worst
Street.
I
Our
average
was
in
the
60s
low
60s
about
10
years
ago,
but
with
better
Street,
safer
City,
the
2017
Bond
and
the
2017
sales
tax
and
a
lot
of
new
streets
being
laid
down.
We
are
actually
this
year
going
to
maintain
that
70
PCI
average,
which
has
been
a
goal
for
a
very
long
time,
so
we've
nearly
increased
to
that
goal,
we'll
probably
be
setting
new
goals
for
that
very
soon,
but
again,
without
the
better
Street
saver
City
program.
This
would
not
have
been
possible.
I
One
of
the
outcomes
of
better
streets
is
that,
with
the
worst
streets
also
being
fixed
we're
seeing
fewer
potholes
across
the
city.
It
wasn't
long
ago
that
we
averaged
about
80
000
pothole
repairs
a
year,
we're
now
in
the
60
000
average.
At
this
point.
So
as
we
continue
to
fix
those
City's
worst
streets,
we
hope
to
actually
see
this
number
continue
to
decline.
I
I
We
also
do
traffic
signal,
replacement
and
striping,
and
these
are
some
of
those
crews
in
public
works.
They're
hard
at
work
in
one
of
our
programs
that
we've
been
working
on
for
the
past
several
years
is
the
LED
conversion
of
signal
lights.
So
I
mentioned
we
have
over
806
total
signalized
intersections
we've
converted
just
over
half
of
those
intersections
to
LED
Technologies,
the
new
LED
bulbs
are
more
energy
efficient,
they
also
last
longer.
I
Since
that
program
was
relaunched
in
January,
we
actually
have
seven
applications
that
are
approved
and
many
others
that
are
under
reviews,
so
we're
moving
forward
with
this
program
and
look
to
have
some
results
later
this
year,
I
mentioned
at
the
beginning
of
the
PowerPoint.
We
had
some
position
changes,
but
we
also
have
an
organizational
change,
and
so
I
present
this
to
you
today
as
something
that
doesn't
change
the
budget
for
public
works,
but
something
organizationally
we're
actually
going
to
be
moving.
I
The
traffic
portion
of
all
services
to
traffic
engineering,
creating
a
new
division
of
traffic
services
that
combines
those
two
groups
into
one
that'll
mean
that
we
have
a
streets
and
drainage
division.
That
is
maintained
that
then
we'll
have
a
combined
traffic,
Services,
Division
and
really.
This
is
for
operational
efficiencies,
with
the
ability
to
have
the
engineers
working
directly
with
the
field
Crews
on
projects
like
the
LED
conversion
on
different
upgrades
Citywide,
it
really
streamlines
that
process
of
getting
that
information
into
the
field
and
back
out
of
the
field
and
into
the
office
much
quicker.
I
So
with
that,
this
will
be
my
final
slide.
Looking
at
fiscal
year,
2024
we're
looking
to
do
more
than
100
miles
of
Street
Improvement
60
000
potholes
about
21
Street
system
impact
fee
projects
to
be
awarded.
1200
infrastructure
plans
are
viewed,
seven
hundred
thousand
pounds
of
waste
likely
to
be
collected
at
the
household
hazardous
weight
facility,
hopefully
another
redistribution
of
about
600
rain
barrels
into
the
community
and
over
2
000
storm
water
permits
reviewed
with
that
I'd
be
happy
to
answer
any
questions
you
have
about
the
Public
Works
budget.
J
I
got
a
couple
of
questions
number
one
as
far
as
better
streets
is
concerned,
the
way
I
read
c158
is
that,
while
we're
getting
close
to
expiration,
we're
still
going
to
be
doing
a
lot
of
work
in
fy24
and
I.
Think
it's
to
the
tune
of
like
83
million
dollars
am
I.
Reading
that
correctly,
for.
J
I
J
And
then
a
question
about
the
economy.
When
we
look
at
the
field
services
division
performed
over
32,
000
construction
inspections
last
year,
and
then
we
had
7
330
permits,
reviewed
and
our
plans
stayed
right
at
around
a
thousand.
What
are
we
seeing
with
those
numbers?
What
are
they
telling
us
with
building
materials
more
difficult
to
obtain
and
costing
more
and
labor
shortage?
Are
we
seeing
a
decline
in
this
process,
or
is
it
about
the
same
or
is
it
growing.
I
So
I
think
just
from
the
trends
that
we've
witnessed,
at
least
as
part
of
the
department,
we
saw
a
slight
decline
at
the
beginning
of
this
calendar
year.
I
think
there
was
just
some
anticipation
just
based
on
some
of
the
economists
and
maybe
a
Slowdown
of
the
economy.
That
did
not
happen
in
Oklahoma
City.
I
We
do
think
that
we
saw
a
temporary
fewer
permits
being
received,
but
we're
definitely
picking
back
up.
There's
a
lot
of
construction.
That's
in
the
market
here
in
Oklahoma
City
we're
seeing
a
lot
of
projects
that
were
approved
and
not
permitted
now
seeking
their
permits.
If
they
were
permitted
in
the
last
year,
so
I
would
say,
the
level
of
work
in
the
community
is
is
really
high,
even
though
maybe
the
permits
is
slightly
less
yeah,
so
we
had
not
seen
a
dramatic
decrease.
No
okay.
Last.
J
I
know
you
and
Debbie
have
worked
really
hard
on
technical
reviews
and
your
staff
and
the
slide
that
shows
the
technical
reviews
down
to
three
weeks.
What
a
great
that's
great
news
I
want
to
commend.
You
I,
want
to.
Thank
you.
I
know
you
guys
worked
really
hard
on
that,
so
we
really
appreciate
it.
Thank.
I
K
Couple
more
things
and
to
Echo
council
member
Stone
cyber's
comments
on
the
technical
plan
review,
I,
know
myself
and
several
of
my
account
counterparts,
kind
of
beat
you
up
a
little
bit
over
it
last
year,
as
well
as
a
few
members
of
the
development
community,
so
excellent
job
getting
us
to
where
we
are
today
and
want
to
commend
the
staff
on
stepping
up
on
that
as
well.
I
know
it
kind
of
took
a
village.
K
So
thank
you
next
question,
and
this
is
a
problem
that
I
see
in
in
my
neighborhood
and
I
am
looking
to
see
if
maybe
Public
Works
is
already
doing
something
along
these
lines
or
if
you
can
help
me
and
I
was
I
thought
of
it
as
we
were
looking
at
Wayne
Drop
right,
so
we've
got
kids
playing
in
storm
sewers
and
the
concrete
ones
that
are
maintained
by
this
city
when
you're
speaking
to
the
students
in
those
schools.
Is
that
part
of
the
discussion
at
all?
Or
is
it
strictly
about
the
environmental
impacts?
I.
I
G
Yeah
I'm
with
you,
okay,
it's
definitely
something
that
we
continue
to
be
focused
on
and,
as
we
look
at,
you
know
towards
the
next
bond
issue,
definitely
something
that
we
have
to
include
in
our
conversation
there
and
if
we
talk
about
the
millage
level
and
all
that
that's
got
to
be
part
of
that
discussion.
K
L
On
that
note,
just
to
build
on
what
counselor
Peck
is
noting
about
the
public
comments
and
I'm
really
glad
you
brought
that
up.
I'm
reading
a
book
right
now
called
Copenhagen
eyes,
and
it
is
about
how
Copenhagen
Denmark
became
the
leading
City
on
planet
Earth
in
terms
of
bike
infrastructure,
so
I'm
just
40
pages
into
it,
but
I
think
I'm
better
starting
to
understand.
L
It
was
Republic's,
fear
and
engagement
occurred,
so
we'd
see
each
other
because
there's
a
juggler
right
and
we're
going
to
coffee
or
whatever,
and
then
the
automobile
industry
engaged
in
a
massive
marketing
campaign
to
get
people
off
the
streets
number
one
they
introduced
the
term
jaywalking
I
did
not
know
this.
Did
anyone
up
here
know
this
I
guess
yeah
a
couple
people
they
introduced
the
term
jaywalking,
which
really
struck
a
chord
with
me
as
someone
from
rural
Midwest
City,
because
what
it
was
communicating
to
people
was
the
term.
L
J
was
a
derogatory
term
for
like
a
country
bumpkin,
and
so
it
made
people
feel
like
if
you
were
at
all
walking
the
wrong
way
on
the
street.
You
were
a
Rube,
you
were
you,
were
you
were
stupid
right
I
mean
that's.
That
was
it,
so
it
was
a
whole
campaign
Unleashed
on
our
people
and
just
think
about
Oklahoma
City
as
like
how
this
part
of
the
city
used
to
just
be
bustling.
L
If
you
go
look
at
old,
postcards
of
Johnny
Brown
on
Main
Street
Etc,
our
movie
theaters,
but
the
automobile
industry
Unleashed
a
campaign
of
jaywalking
number
one
and
that
led
to
the
creation
of
crosswalks
like
there
were
not
crosswalks
until
really
that
moment
number
two:
a
lot
of
women.
Mothers
specifically
were
advocating
that
this
new
automobile,
the
nuisance
of
the
automobile,
was
responsible
for
the
death
of
their
children.
L
There
were
just
accidents
all
the
time
where
kids
were
being
hit
by
this
new
car.
That
was
on
the
road
where
people
were
so,
they
started
launching
a
campaign.
So
what
did
the
automobile
industry
do?
They
did
the
second
thing
they
said
playgrounds
we'll
have
playgrounds
for
your
children's.
Now,
your
pesky
kids
won't
be
on
the
city
street
and
that'd
be
fine.
L
So
and
then
you
combine
that
with
a
lack
of
civic
education
in
your
schools,
I
told
you
at
U.S
Grant
just
a
couple
weeks
ago,
I
asked
them
how
many
of
you
know
what
a
city
does
a
city
council
one
or
two
people
Rose
their
hands,
so
this
is
like
the
it.
This
is
tragic
is
what
this
is.
This
reminds
me
of
the
Middle
Ages,
like
in
the
1400s,
when
from
326
to
the
1400s,
the
people
actually
were
not
allowed
to
read
books.
L
It
reminds
me
of
how
there
was
this
Dome
that
was
unfinished
in
Florence
ildomo
and
it's
at
a
hundred
years
unfinished,
because
the
people
of
Florence
had
lost
the
recipe
for
cement,
even
though
they
had
built
the
Dome
themselves
and
that's
what
I
think's
happened
we
have
like
lost.
We
have
like
a
vague
memory
of
who
we
were,
but
it's
covered
under
a
hundred
years
worth
of
car
industry
propaganda.
L
L
We
have
got
to
truly
make
our
streets
reoriented
toward
a
balance
with
people
person
on
a
bike
and
the
vehicle,
because
right
now
we
have
prioritized
someone
in
a
vehicle
moving
as
quickly
as
they
can
on
streets
at
the
expense
of
the
person,
and
it's
led
to
people
mostly
retreating
into
their
homes
for
entertainment,
and
that's
now
we're
seeing
the
consequences
of
people
not
even
knowing
what
our
city
government
does
and
I'm
guessing,
because
I
have
now
spoke
at
length.
There
are
people
who
may
have
tuned
me
out
because
there
he
goes
again
but
y'all.
L
L
L
I
You
know
I
just
I
mean
I.
Think
my
comment
would
be.
Is
we
look
at
the
citizen
survey
very
closely
and
really
follow
that
as
we
look
at
the
nine
comments
that
have
come
in
I
mean
we're
going
to
focus
our
our
staff
and
our
crew
and
our
resources
towards
addressing
those
comments.
So
absolutely
I
see
comments
on
here
that
are
sidewalk.
Related
I,
see
comments
on
here
that
are
Paving,
related
and
I.
Think
we
can
do
both.
I
L
Secondly,
is
what
do
I
tell
a
middle
schooler
or
a
high
schooler,
or
these
people
who
are
on
Facebook,
who
are
always
saying,
fix
our
roads
even
literally
see
number
six
here
in
the
comments
I'm
guessing
this
is
the
same
person
who,
no
matter
what
the
city
of
OKC
posts
on
Facebook
it
could
be
about
Animal
Welfare,
there's,
like
Pixar
wrote,
you
know
what
do
you
say
to
someone
the
difference
between
what
does
the
city's
sales
tax
go
toward
like
the
sales
tax
revenue
we
collect?
L
How
does
Public
Works
expend
those
funds
when
it
comes
to
anything
related
to
streets
versus
the
bond
spending
like
explain
the
difference,
because
I
think
as
we
head
into
the
bond
I
think
there
are
a
lot
of
citizens
right
now
in
this
city
who
do
not
understand
not
because
they're
at
all
stupid,
not
at
all
I
think
they
do
not
understand
that
we
rely
on
the
Bond
as
our
infrastructure
Improvement
mechanism.
So
then
the
question
has
to
come
for
them.
I
I
mean
from
a
public
works
perspective.
I
mean
the
sales
tax
is
what
actually
funds
all
of
our
staff
and
crew
for
the
majority
of
that
in
our
street
workers
that
are
doing
those
repairs
that
are
doing
those
signal,
repairs
that
are
laying
down
lines
that
are
doing
the
potholes
that
are
laying
down
some
new
Street.
It
pays
those
individuals
which
was
nearly
200
of
just
in
that
division
related
to
streets.
We
have
another
200
in
public
works
that
are
paid
by
multiple
funding
sources.
I
We
could
pull
the
slide
back
up,
but
that
is
where
the
sales
taxes
go.
They
don't
go
as
into
the
hundreds
of
miles
of
resurfacing,
which
comes
out
of
the
bond
program,
but
the
day-to-day
maintenance
and
management
of
the
city
streets
not
just
including
the
streets,
but
the
Traffic
Systems,
safe
crosswalks.
All
of
those
different
features
are
funded
from
the
tax.
F
G
Really
it
it'll
pay
for
maintenance
costs,
but
the
vast
majority
of
our
capital
investment
if
it's
treats,
is
going
to
be
on
the
Geo
Bond
program.
Other
other
call
I
mean
other
activities
that
are
funded
by
the
sales
tax
are
really
more
the
day-to-day
activities
of
everything
else
else.
We
do
in
city
government,
so.
L
Like
the
pothole
patching
that
comes
from
the
sales
tax,
It's.
G
A
combination
of
revenues
because
we
also
have
the
street
now
what
used
to
be
the
street
and
Alley
fund,
so
it
was
Motor,
Vehicle,
Tax
fuel
tax
that
we
get
from
the
city
and
I,
don't
remember
what
those
numbers
are
anymore.
They
used
to
be
around
the
five
million
dollar
range
that
we
had
a
separate
fund.
We
rolled
that
into
the
general
fund
and
just
managed
all
that
maintenance
side
out
of
the
general
fund,
so
we
align
those
Revenue
sources
with
that
maintenance
and
then
sales
tax
supplements
any
other
costs
associated
with
that.
L
L
They
don't
know
the
difference
between
between
what
the
sales
tax
can
do,
what
the
bond
can
do.
They
don't
know
that
we're
restricted
in
terms
of
the
bond
being
that
we
can't
use
property
tax
to
fund
our
services,
so
they
think
they're
taxed
to
death.
If
you
go
ask
most
most
people,
especially
more
conservative,
leaning
people
in
the
city,
they'll
say
well,
aren't
I
already
taxed
enough
right,
and
so
that's
something
we
have
to
be
very
careful
and
it
is
explaining
the
difference
between
these
two
Revenue
sources.
L
So,
okay,
thank
you.
Eric
great
I
mean
good
good
work.
I
I
just
really
want
to
commend
you
you
as
the
lead
engineer
in
the
city,
stepping
into
a
history
that
precedes
you
where
we
just
really
went
in
the
really
really
wrong
direction
and
you're
stepping
in
to
ride
a
ship
and
I
think
you've
done
such
a
commendable
job
stewarding,
especially
better
Street,
safer
City.
So
thank
you.
Thank
you.
L
D
C
I
just
got
a
couple
of
questions
new
guy
on
the
Block,
the
nine
people
that
responded
to
that's
amazing
that
that
is
as
low
as
it
is,
would
seem
to
me
that
if
we
were
to
have
survey
brochures
at
the
hazardous
waste
pickup
at
least
we
get
650
people
that
would
have
a
copy
of
that
which
brings
me
to
the
bond.
You
said:
there's
going
to
be
a
survey
that
comes
out
on
where
the
bond
goes.
How
does
that
get
to
the
public.
I
So
if
we
follow
how
we
actually
went
and
outreached
on
the
2017
Bond
and
the
planning
is
just
beginning
on
this,
but
one
of
the
features
that
we
had
was-
we
actually
had
Community
meetings
that
you
could
go
to
in
person.
You
also
could
Outreach
and
submit
comments
via
the
website.
We
also
had
social
media,
and
then
we
had
paper
survey
as
well.
I
G
Is
when
we'll
do
the
public
Outreach?
Our
expectation
would
be
that
we
would
see
an
election
another
bond
election
in
2025
and
so
we're
in
the
early
stages
of
internal
planning
on
that
and
then
we'll
be
reaching
out
to
council
through
next
year.
So
we've
got
some
time
here
to
work
through
this,
but
we'll
be
working
on
what
that
public
Outreach
will
look
like.
I
M
I
had
a
couple
things:
I
would
also
like
a
copy
of
that
newsletter,
just
interested
in
the
accomplishments
of
of
our
folks
that
work
for
public
works
because,
in
my
opinion,
between
utilities
and
Public,
Works
they're,
the
most
visual.
As
far
as
who
we
see
every
day,
I
saw
utilities
worker
checking
our
water
line
right
when
I
was
leaving
the
house.
M
So
those
are
the
people
I
think
about
so
definitely
want
to
stay
engaged
or
at
least
know
put
faces
to
names
if
possible,
as
we
were,
I
was
listening
to
council
person,
Cooper
and
his
explanation
of
of
all
of
the
things
that
he
was
talking
about
as
far
as
traffic.
My
I
guess.
My
question
is:
how
integrated
are
we
with
our
planning
department,
with
these
types
of
conversations
and
as
I?
Look
at
even
our
administration
department
that
we
have
here?
M
Is
there
a
possibility
of
us
looking
at
how
we
integrate
planning
in
these
specific
asks?
You
know
from
other
council
members
and
even
from
our
community,
quite
frankly,
because
of
how
we
know
we're
all
planning
right,
we're
all
planning
for
the
future
with
our
Capital
Improvement
plan.
You
know
all
of
the
things
that
we
know
we
need
to
look
forward
to.
M
It
just
seems
like,
in
my
opinion,
not
to
say
there
is
a
disconnect,
but
there
could
be
a
better
connection
if
there
is
not
one
already
on
those
conversations,
so
I
mean
that's
just
what
I'm
I'm
thinking.
It's
just
a
comment.
You
know,
if
you
don't
have
to
respond.
If
you
don't
watch.
I
I'm
happy
to
actually
I
think
when
the
city
initiated
project
180.
That
was
probably
the
first
major
program
that
public
works
and
planning
came
together
to
design
a
better
Street.
When
we
started
looking
at
better
downtown
streets,
there
was
a
full
integration
of
the
two
departments
with
a
better
Street,
safer
City
sales
tax
and
bond
issue
in
17.
That
included
so
many
Street
enhancement
projects
that
integration
wasn't
just
for
p180
anymore.
I
It
was
for
everything
going
forward,
so
I
would
tell
you,
since
2017
the
directors
and
the
staffs
of
both
departments
have
worked
seamlessly
together
when
we're
working
on
Street
enhancement
projects.
I
think
you'll
find
that
even
at
the
council
level,
when
you
see
those
pulmonary
reports
coming
to
the
council,
you're
not
only
going
to
see
my
signatures.
The
city
engineer
on
there
you're
going
to
see
the
planning
director's
signature
right
next
to
it,
showing
joint
support
of
both
departments
on
the
proposed
Improvement.
G
And
that
also
extends
it's
a
really
good
comment,
because
it
also
extends
on
our
Geo
Bond
planning
that
the
planning
department
is
very
much
involved
as
we
go
through
that
process.
Even
we
look
at
the
community
outreach,
they
just
manage
so
much
community
outreach
in
their
planning
processes
and
then,
as
we're
doing,
our
planning
for
the
different
projects
we
put
in
so
they'll
definitely
be
integrated
in
that.
I
M
Okay,
I
appreciate
that
and
maybe
outwardly
there
could
be
some
type
of
better
communication
of
that.
If
that
makes
sense,
you
know,
as
far
as
how
our
community
views
that
relationship,
if
you
will
of
how
we
work
together
in
both
of
those
efforts
as
far
as
planning
and
with
traffic
and
all
of
the
other
things
that
Public
Works
does
together
another
question
I
had
as
we
look
at
our
potholes
I
did
see
just
the
increase
in
that.
How
are
reverses
our
actual
Street
repairs?
M
Are
we
paying
attention
to
how
many
times
we
go
out
for
the
same
streets
as
far
as
potholes
are
concerned,
and
are
we
using
that
as
a
way
to
add
those
same
streets,
maybe
to
a
list
that
we
can
move
up
the
list?
If
you
will,
because
of
the
increase
in
in
the
number
of
potholes
that
we've
been
seeing
so.
I
We
do
we
actually
keep
an
active.
It
changes
each
time
a
street
is
redone,
so
as
the
PCI
scoring
on
a
street
changes
as
its
average
traffic
changes.
So
if
traffic
increases
its
priority
increases,
but
the
number
of
work
orders
is
actually
one
of
those
weighted
factors
for
how
high
a
street
prioritize
on
a
list
that
prioritized
Street
list
is
actually
what's
going
to
be
used
for
the
planning
of
this
next
bond
issue.
So
those
streets
that
have
a
higher
account
of
work
orders
over
another
are
going
to
be
ranked
higher.
I
M
And
one
of
the
things
that
I
know
we
you
and
I
have
talked
through
this
quite
a
bit
is
even
for
our
PCI
numbers.
It's
really
harder
for
us
to
measure
our
more
rural
streets
because
of
the
condition,
and
maybe
they
are
less
travel.
If
you
will,
however,
the
neighborhood
is
saying
this
is
an
immediate
need.
We
need
this
street
repaired,
so
I'm
wondering
as
we
continue
to
work
through
even
this
process.
M
How
but
I
know
it'll
it'll
all
kind
of
pretty
much
come
out
as
we
go
through
the
bond
conversation,
but
how
we
can
continue
to
work
through
our
more
rural
streets
compared
to
our
more
urban
streets.
So
I
do
want
to
continue
to
keep
that
on
our
list,
especially
for
some
of
my
my
roads
that
you
and
I
continue
to
talk
through,
and
you
and
I'm
so
grateful
that
you've
been
able
to
help
me
counter
and
talk
through
that.
M
I
L
One
more
thing,
and
it's
after
something
councilman
Hinkle,
said
something
I
believe
Senator
K
Floyd
does
is
sent
out
a
letter
to
their
constituents,
some
just
as
we
go
into
the
next
Bond.
The
senator
sent
out
a
letter
to
their
constituents
on
the
front
that
gives
them
an
update
when
you
flip
it
over
on
the
back
are
I
think
maybe
the
senator
is
like
a
list
of
their
priorities,
but
then
it's
like
blank
spots.
L
L
Okay,
the
Senate
Majority
Leader
thinks
this,
and
then
she
just
sends
that
out
like
I've
received
that,
and
it
is
very,
very
helpful
and
then
relatedly
I
was
talking
to
Boyd
in
our
Council
Office
about
this
last
week,
relatedly,
where
I
live
in
the
Paseo
last
week,
I
received
on
my
door
just
a
simple,
boring,
No
Frills
letter
from
a
film
crew
that
was
filming
at
Flamingo,
Tiki
little
cool.
You
know,
Hawaiian
themed
thing:
they
some
comedy
thing
was
filming
there
and
all
they
did
was
just
put
a
letter
on
my
door.
L
Saying:
hey
we're
going
to
be
filming
for
x
amount
of
hours
today,
and
we
just
wanted
you
to
know
and
I
just
wonder
like
sometimes
even
I
get
ahead
of
myself
and
I'm
like
oh,
we
should
put
door
hangers,
but
that's
expensive
and
I
wonder
what,
whether
it's
the
water
bill
or
a
simple
letter
that
went
out
to
our
residence
as
we
start
heading
into
the
bond
over
the
next
year,
I
just
my
point
being
because
we've
emptied
out
our
streets.
The
way
that
we
have,
then
we
have
to
meet
people
where
they
are.
L
Where
are
they?
They
are
at
home
and
that's
how
I
won
my
election.
I
went
out
and
I
spoke
to
people
at
their
doors.
It's
how
many
of
you
won
your
election.
You
actually
engage
with
them.
There
I
think
something
as
simple
as
a
letter
that
asked
them
and
we
all
craft
it
y'all
have
done
this
before,
but.
D
James,
in
my
view,
on
your
first
thing
on
Senator
Floyd's
solicitation,
that's
what
we
that's!
What
the
citizen
survey
is.
L
I
I
had
a
feeling
you
might
say
that
it
is,
and
it
isn't
it
isn't
so
far
as
that
survey
is
asking
them
how
they
feel
about
those
Services.
What
I
am
asking
is
to
go
one
more
step,
and
maybe
we
need
to
find
Senator
Floyd's
letter,
because
the
way
the
senator
is
asking
that
question
it
is
truly
a.
What
would
you
like
to
see
you're
saying
it's
open-ended
yeah?
It's.
G
We
do
have
one
too
we
we
have
questions
also
that
do
priorities.
So
it's
not
just.
How
do
you
feel
about
this?
What
are
your
priorities
and
that
gets
rated?
And
then
we
look
at
like
your
ratings
compared
to
priorities
and
we
do
an
important
satisfaction
comparison.
So
all
those
things
actually
happen,
the
open-ended
when
you're
sending
those
out
it's
just
a
little
bit
more
difficult
to
analyze.
You
know
to
get
that
summarized
in
a
way
that
that's
useful.
L
Totally
interesting,
and
so
they
have
Labor
I
guess
what
I
am?
Yes,
that's
a
good
point
mayor
about.
That
is
the
survey.
What
I
am
asking
is
a
very
deliberate
we're
planning
our
City's
next
Bond
like
within
that
context.
What
would
you
like
to
see
us
prioritize
going
into
that
Bond
and
then
just
maybe
give
them
and
again
you
all
have
done
this
for
years,
but
give
them
maybe
the
whole
list
of
what
we
passed
on
the
last
one,
those
seven
one
like
cure:
the
needs
of
a
city.
What
do
you
got
and
we'll.
G
Get
feedback
when
we
go
out
like
Eric
talked
about
the
you
know
when
we
do
the
community
meetings
and
just
do
them
as
open
meetings
or
come
and
go
staff.
Is
there
and
we'll
have
a
lot
of
staff
there
to
answer
questions,
but
we'll
get
a
lot
of
feedback
on
specific
roads,
specific
repairs,
specific
Parks,
so
we'll
get
a
lot
of
individual
feedback.
But
again
it's
it's
difficult
to
reach
the
700
000
people.
So
you
just
try
to
take
that
information
and
assimilate
it.
L
Just
want
to
make
sure
what
I
guess
what
I
want
to
make
sure
is
folk
are
hearing
me
right
now
when
I
am
saying,
I
appreciate
those
sorts
of
on-site
meetings
like
you're
talking
about
what
I
am
suggesting
is
many
people
will
not
go
to
those
meetings,
not
out
of
spider
malice
but
because
maybe
they're
working,
two
or
three
jobs.
Maybe
you
got
soccer
practice
for
kids,
maybe
they
whatever
it
is,
but
they're
not
going,
but
that
doesn't
mean
they
don't
have
a
thought
about.
L
A
drainage
need
or
a
street
resurfacing
in
their
neighborhood,
and
so
we've
got
to
meet.
We
got
it,
it's
a
yes
and
we
do
these
in-person
meetings
and
we
send
something
out
that
engages
them
at
their
door
and
then
it's
on
them
like
at
some
point.
Like
you
know
that
metaphor,
you
lead
a
horse
to
water,
but
at
least
we
as
a
city
government
can
say
hey.
We
met
you
at
your
door
with
the
letter
we
had
this
meeting,
we
had
social
media,
we
missed
you
I'm.
Sorry,
thanks
for
hearing
me.
G
N
Thank
you,
Mr
Sir,
Mr
city
manager,
I'm
mostly
recovered
from
bronchitis
and
we'll
see
how
my
voice
holds
up
today.
I
have
coffee
just
in
case,
we'll
see
how
it
goes
before
we
get
started.
I'd
like
to
recognize
a
couple
of
folks
who
worked
really
hard
over
the
last
seven
months
to
put
this
budget
together
that
I'm
going
to
present
to
you
all
this
morning
for
consideration.
We
have
Vanessa
Aguilar
business
manager
in
her
her
team
Vanessa.
Well,
raise
your
hand
will
Huggins
is
our
Capital
program
manager.
N
You
know
this.
This
year
has
been
very
difficult.
A
lot
of
challenges,
unlike
we've
seen
in
in
the
recent
past
Capital
program
costs,
Capital
project
costs
have
increased
25
to
30
percent
across
the
board,
so
we've
had
to
make
a
lot
of
adjustments
in
our
Capital
program
that
has
been
presented
for
the
next
five
years.
N
Secondly,
energy
electricity,
10
million
dollar
increase
over
the
last
year
over
10
million
dollars.
Chemical
costs
some
as
much
as
500
percent
increase
this
past
year
and
then
Regulatory
Compliance
this
year.
Not
so
much.
We
have
one
one
piece
that
we
have
to
work
on:
we're
asking
to
add,
add
staff
for
that
one,
but
in
the
next
five
years
regulatory
challenges
are
going
to
be
significant
within
the
water
utilities.
N
N
These
are
the
funding
sources.
So,
first
of
all
debt
construction
funding,
we
get
those
from
a
couple
of
sources.
We
get
them
from
the
Oklahoma
Water
Resources
board
under
srf
funding.
We
use
cap
commercial
paper
to
fund
some,
and
then
we
roll
that
over.
That's
like
a
big
credit
card.
We
roll
that
over
into
long-term
debt,
and
then
we
have
our
service
charges.
N
N
We
expect
to
withdraw
46
million
from
cash
reserves
to
make
up
some
of
that
848
million
dollars
and
then
other
sources
of
22
million
dollars
include
interest
and
miscellaneous
revenues
about
nine
million
dollars.
Billing
service
fee
chargebacks.
N
So
we
sent
out
a
bill
every
month
and
on
the
bill,
our
our
other
fees
and
so
we
charge
for
for
those
fees
to
be
put
on
our
water
bills.
That's
about
four
million
dollars
system
development
charges
about
six
million
dollars
flow
fees,
flow
fees
are
paid
from
the
commercial
haulers,
the
non-residential
haulers
based
on
weight
at
the
landfill,
and
we
use
that
to
primarily
clean
our
streets,
two
million
dollars
and
then
non-rate
payer
is
primarily
permits
for
recreational
usage
and
then
oil
leases
is
about
a.
N
N
Then
we
have
the
City
utility
operations
I'll
go
into
that
more
detail
in
a
few
minutes,
but
that's
102
million
dollars.
Our
trust
operations
is
81
million,
primarily
for
franchise
fees,
at
least
payments
to
the
city,
Professional
Services,
like
banking,
legal,
the
trust
engineer,
financial
advisors,
so
on
and
so
forth,
and
then
other
Support
Services,
pavement
and
Landscape
repair.
N
When
we
make
repairs
in
our
water
or
sewer
system
mowing
services,
we
we
have
a
contract
with
the
parks
and
rec
to
mow
around
our
our
water
plants
and
our
tank
sites,
those
kinds
of
things,
software
licensing
and
support,
and
then
we
have
the
operational
services
and
supplies
with
the
electricity,
chemicals
and
inventory.
N
N
We
have
Solid
Waste
service
contracts,
the
city
staff
picks
up
about
40
percent
of
the
city
and
then
Waste
Management
collects
outer
60
percent
and
they
take
care
of
growth.
That
contract
is
currently
at
33
million,
our
landfill
fees
about
7
million,
and
then
we
have
street
sweeping
and
and
Solid
Waste
Management
Fleet
Maintenance,
that
totals
about
47
million
dollars
in
solid
waste
service
contracts,
and
then
we
have
a
water,
our
Waste
Water
treatment
facility
contract,
which
is
about
22
million
dollars
where
we
use
them.
N
Contract
operator
operate
and
maintain
our
Wastewater,
our
four
wastewater
treatment
facilities
and
then
other
uses
total
about
10
million
dollars
of
this.
Most
of
that
is
a
McGee
Creek
is
about
eight
million
dollars
and
then
we're
we
plan
to
put
a
million
dollars
in
our
storm
debris
Reserves
and
then
that
million
dollars
that
we're
going
to
collect
for
non-rate
payer
we're
going
to
spend
that
million.
N
N
Our
annual
salary
and
benefit
adjustment-
that's
primarily
the
Merit
increases
for
our
employees-
is
2.2
million
salary
reserves,
2.1
million.
As
for
the
anticipated
cola,
this
year,
Department
services
and
supply
improvements
about
1.7
million
Department
transfers
to
Aqua
Mountain
this
one,
the
17.2
million,
is
primarily
energy.
N
N
N
It
didn't
make
sense
for
us
to
have
them
located
in
in
both
budgets,
so
we're
gonna,
we're
gonna,
put
them
all
in
the
trust
budget
this
year.
So
that's
why
you
see
that
17.2
million
dollar
transition
into
the
trust
budget
and
out
of
the
city
budget
and
then
City,
chargebacks,
2.9,
Million,
Dollars
and,
and
that
totals
about
6.9
million
dollars.
Roughly
seven
million
dollars
decrease
in
this
year's
budget.
So
the
big
decreases,
because
we're
transferring
the
17
million
dollars
over
to
the
trust
budget.
N
So
we
also
rely
heavily
on
the
citizen
survey
results
to
drive
what
we
do
each
and
every
day
and,
as
you
can
see
here,
we're
saying
The
Benchmark
across
the
board.
Everything
we
do.
Our
LFR
goal
is
10
percent
above
the
national
average,
and
you
can
see
that
we're
well
above
that
Ella
Fargo
and
so
we're
according
to
our
our
customers,
that
we
serve
we're
doing
a
pretty
good
job
in
all
categories.
N
So
this
slide
summarizes
system
growth
compared
to
Staffing
and,
as
you
can
see,
we're
not
we're
not
really
tracking,
very
well.
Our
line.
Our
line,
miles
Water
and
Wastewater
pipeline
miles
have
increased
over
the
last
11
years
by
1100
and
that's
18
growth.
N
So,
in
the
area
of
customer
service,
we
would
like
to
add
two
supervisors
to
help
us
Implement
our
automated
meter
reading
program,
so
we're
automating
all
of
our
meters,
so
that
we
can
drive
by
and
collect
the
reads,
rather
than
have
a
whole
team
of
meter
readers
out
reading
meters
every
day
that
does
a
couple
of
things
for
us.
One
iterating
is
very
difficult.
N
It's
it's
hard
to
train
and
retain
meter
readers,
and
so,
if
we
automate
that
challenge
goes
away
now,
we
still
have
to
maintain
those
meters,
so
we're
retraining
meter
readers
to
be
meter
service
tax.
Secondly,
in
inclement
weather,
we
can't
read
meters
well
if
we,
if
we
read
them
through
an
automated
device
that
that
piece
goes
away
as
well.
So
we
have
a
program
where
we
have
put
in
a
pilot
to
kind
of
debug
the
process
and
over
the
next
eight
years,
we'll
be
replacing
nearly
thirty
thousand
meters
per
year
to
fully
automate
our
system.
N
Residential
plan
review
right
now
our
Engineers
are
doing
quite
a
bit
of
the
administrative
work,
so
we
want
to
add
in
a
mystery,
a
person
to
take
care
of
that
work
so
that
the
engineers
can
be
more
focused
on
reviewing
plans
and
getting
them
back
to
the
engineers
and
the
Developers
our
Capital
Improvement
program.
N
Again,
our
Engineers
are
doing
a
lot
of
the
administrative
work.
So
what
we
want
to
do
is
is
add
an
admin
position
there
so
that
they
can
take
care
of
adding
things
into
bitsync
and
coordinating
quite
a
bit
of
the
work.
So
the
engineers
can
focus
on
the
projects
that
they're
managing
and
then
at
Tinker,
Air
Force,
Base,
that
that
Capital
program
is
about
100
million
dollars.
We
want
to
add
a
civil
engineer
there
to
help
manage
and
coordinate
that
Capital
program.
N
That
position
will
be
fully
funded
by
the
federal
government,
so
the
performance
measures
for
customer
service
is
99
accuracy
on
meter:
reads:
95
percent
of
the
bills
issued
within
two
business
days,
95
percent
of
our
plan
reviews
for
residential
now
residential
plans
are
a
little
more
difficult
than
non-residential
plans
to
review.
So
we've
we've
given
that
Target
of
15
days
and
then
on
the
non-residential
10
days,
so
we
want
to
turn
them
around
in
15
in
10
days
respectively.
N
So,
as
you
can
see
from
this
chart,
the
meter
accuracy
is
is
pretty
high.
It's
approaching
a
hundred
percent,
but
to
be
honest
with
you,
some
of
these
were
estimates
because
of
bad
weather
and
because
of
Staffing
challenges.
We've
had
with
our
meter
readers
next
slide
and
then
on
the
residential
plan
review
15
business
days
at
Target.
As
you
can
see
like
Eric
said
a
few
minutes
ago.
N
The
economy
is
very
strong
in
Oklahoma
City
we're
getting
a
lot
of
plans
in
so
we're
able
to
review
them
in
in
you
know
a
fair
amount
of
time
relative
to
the
expectations
of
our
customers,
but
we're
not
quite
there
yet
so
adding
additional
staff
there
to
do
some
of
the
admin
work
will
help
us
quite
a
bit
and
so
we're
hoping
to
reach
that
15-day
turnaround
time
consistently
on
the
non-residential
we're
closer.
The
average
turnaround.
Time
is
12.1
days.
We
want
10
days,
and
so
that's
our
Our
Hope
for
this
next
year.
N
N
To
the
program
so
that
we
can
better
manage
the
amount
of
permits
that
we
have
to
handle
each
each
day
and
each
month
and
each
year
right
now,
our
contract
operator
for
our
wastewater
treatment
plant
is
providing
sampling
services.
N
We
need
them
to
operate
the
treatment
plants
they're,
not
operating
24
7,
and
we
need
them
to
transition
some
of
their
people
to
operate
the
plants
24
7.,
so
we're
going
to
take
on
those
sampling
requirements,
and
so
adding
those
texts
will
help
us
in
that
regard,
as
well
for
the
plant
operators
at
the
water
plants,
we
need
to
be
more
consistent
with
managing
all
shifts,
so
we're
asking
to
add
three
plant
operator,
three,
three
positions
that
will
enable
us
to
run
both
water
plants,
three
shifts
with
an
operator
three
at
the
plant,
and
then
we
do
have
a
lot
change
for
our
utility
locates.
N
N
N
Our
utility
locates
also
we're
we're
highly
compliant
they're
97
percent.
Our
Target
is
a
hundred
and,
as
you
can
see,
we
have
quite
a
few
permits
that
we
have
to
manage
each
and
every
year.
N
The
labor
market
is
extremely
challenging,
and
so
what
we're
trying
to
do
is
not
just
attract
but
retain
employees
and-
and
that
seems
to
be
a
challenge
nowadays.
What
we
do
is
very
difficult,
but
we
have
dozens
and
dozens
of
career
opportunities,
and
so
what
we
want
to
do
is
we
want
to
when
we
get
folks
here,
we
want
to
make
sure
that
they
stay
here
and
that
they
know
that
we
have
many
many
career
opportunities
available
to
them.
N
We've
developed
utilities
University
to
help
them
develop
their
careers
through
140,
classroom
hours
of
training
that
helps
folks
not
just
have
a
job
here,
but
a
career
here
and
advance
in
their
careers.
So
the
utilities
university
has
two
tracks.
One
is
career
development
that
the
other
is
is
supervisory
and
management.
So,
if
folks
want
to
advance
their
careers,
we
provide
that
opportunity.
N
We
are
one
of
the
most
regulated
Industries
in
the
nation,
so
we
have
requirements
for
professional
certifications,
not
just
for
our
engineers
and
our
in
our
accountants,
but
also
for
our
operators.
Anyone
who
operates
maintains
or
repairs
a
water
or
a
sewer
system
has
to
be
certified
by
the
state,
and
so
we
have
opportunities
for
folks
to
get
those
certifications
and
to
manage
those
certifications
through
Career,
Development
and
pdqs
that
are
available
on
an
annual
basis.
N
N
We
have
folks
who
drive
big
trucks,
operate
big
machinery.
We
have
so
so
many
opportunities
out
there
that
if,
if
people
come
on
board
and
they
don't
like
their
job
well,
okay,
we
have
a
lot
of
other
choices,
so
take
advantage
of
those
choices.
So
we
take
them
around
for
two
days
and
we
show
them
exactly
what
we
do
and
how
we
do
it,
and
so
far
we've
had
four
of
those
events
and
we've
received
quite
a
few
very
positive
comments
from
employees,
so
we're
hoping
that
this
helps
us
retain
those
employees.
N
We
brought
in
the
the
technology
we
implemented
rolled
it
out
and
we
trained
all
of
our
people,
so
we
train
almost
22
000
hours
a
year
collectively
throughout
our
organization,
and
so
so
this
learning
management
system
helps
us
track.
The
training
helps
the
employees
track,
their
training
helps
them
schedule,
their
training
helps
them
get
additional
training,
they
can
go
online
and
they
can
take
classes
online.
They
can
take
courses
online,
get
certifications
online.
N
So
we
need
a.
We
need
to
add
an
administrator
for
that
program,
so
we're
asking
for
a
system
analyst
there.
Our
HR
Group
has
taken
over
some
of
the
hiring
processes
from
City
HR
for
management
employees.
So
we
need
to
add
a
an
admin
coordinator
in
that
regard
to
help
schedule
interviews,
schedule
the
screening,
those
sorts
of
things
so
we're
asking
for
an
admin
coordinator
there
and
then
our
customer
service
group.
N
So
the
performance
measure
goals
in
relation
to
to
the
career
enhancement
is
75.
Percent
of
our
supervisors
are
on
track
to
complete
their
utility
University
mandatory
training
within
three
years
and
that
we
also
are
able
to
meet
75
percent
of
our
key
measures
first
and
the
Strategic
results
achieved
for
for
our
learning
for
LFR
goals.
N
N
N
We
have
nine
segments
identified
within
the
pipeline.
Four
of
those
are
currently
under
construction,
we're
going
to
bid
the
fifth
one
next
month
and
right
after
the
first
of
the
year,
we'll
bid
another
segment
so
we're
on
track
to
have
that
project
completed
by
the
end
of
2028.
This.
This
year's
estimate
for
that
project
is
159
million
dollars.
N
We've
had
to
redesign
several
several
times
for
one
portion
of
the
pipeline
to
help
the
landowner
agree
to
an
easement,
and
so
hopefully
we'll
have
those
three
segments
awarded
this
year.
That
will
complete
the
project
and
it's
it's
expected
to
be
about
45
million
dollars
this
year,
the
neighborhood
small
line
replacement
projects
where
we
replace
small
water
and
sewer
lines
throughout
the
city.
We
have
many
miles
of
age
by
over
50
years
old,
so
we
systematically
replaced
that
pipeline.
N
We've
dedicated
39
million
dollars
to
that
project
this
year,
and
then
we
have
various
facility
improvements
that
we
plan
to
execute
this
year.
Some
of
our
facilities
are
most
of
our
facilities,
are
over
50
years
old
and
require
improvements
because
the
machinery
and
equipment
is
has
reached
the
end
of
its
useful
life.
So
so
we're
anticipating
it.
We'll
spend
147
million
dollars
on
facility
improvements
and
then
General
improvements
throughout
the
city
include
100
are
total
about
136
million
dollars.
125
of
that
is
for
reliability
and
resiliency.
N
So
we
we
replace
our
our
Rolling
Stock,
systematically
we're
replacing
the
meters
over
an
eight-year
program,
and
then
we
have
some
work
to
do
on
the
overholster
dam
this
year.
There's
two
phases.
The
first
phase
is
about
24
million
dollars,
it's
under
design
right
now.
The
second
phase
will
be
about
25
million
dollars
and
then
the
dam
will
be
structurally
sound,
going
forward
it's
over
100
years
old,
so
it
just
needs
a
facelift
and
then
we're
we're
upgrading
our
scada
system
and
some
of
our
other
Technologies
and
then
for
solid
waste.
N
J
You
know
I,
don't
know
if
everybody
appreciates
how
difficult
this
budget
has
been.
You
look
at
system
growth,
that's
been
unprecedented.
You
look
at
adding
a
hundred
thousand
new
customers.
You
look
at
chemical
costs,
going
up
in
some
instances
over
500
percent
10
million
dollars
in
electric
annually
and
and
so
my
hat's
off
to
you
and
Vanessa,
and
will
nobody
knows
how
hard
this
budget
has
been,
and
you
had
to
make
some
really
tough
decisions
to
defer
some
things
so
I
just
say.
Thank
you
for
that.
J
The
other
thing
I
know
what
you
do
in
your
day
job,
but
you
also
project
with
tanker
and
the
72-inch
pipeline,
which
is
kind
of
an
additional
work.
Can
you
give
us
kind
of
timelines
on
those
two
things
and
and
where
you
think
they're
headed?
Yes,
so.
N
We
are
in
the
process
of
relocating
a
60
60
inch
water
main
that
is
parallel
to
Douglas
Boulevard.
The
Air
Force
is
closing
Douglas
Boulevard
in
from
74th
to
44th,
and
so
we're
rerouting
that
pipeline.
It
is
under
design
right
now
and
is
expected
to
be
relocated
and
back
in
service
within
the
next
couple
of
years.
It's
arpa
funded,
and
so
we
have
to
have
everything
completed
by
the
end
of
2026..
Now
the
big
challenge
is,
we
have
to
connect
the
60
inch
pipeline
without
turning
off
the
old
one.
N
J
O
Yeah
I
do
have
question
about
the
electricity
costs
increase
what
so
you
said
that
was
kind
of
out
of
the
norm.
What
is
the
normal
like
year
to
year
that
we
typically
will
budget
for
for
that
increase.
L
N
N
Ma'am
OG
e
has
had
five
rate
increases
this
year.
That's
what
I
thought
a.
G
N
So
you
know
we
have
a
very
comprehensive
energy
evaluation
program
where
we
have
consultant
on
on
board
who
regularly
evaluates
our
rates
and
and
what
we
might
want
to
do
to
cut
some
of
those
costs.
We
have
generators
at
Draper
that
we
can
shed
some
of
the
power
and
lower
those
costs.
So
if,
if
they
call
us
and
say
hey,
we
need
you
to.
We
need
you
to
shed
power
for
this
period
of
time
because
of
their
Peak
demand.
N
O
I
appreciate
you
all
doing
like
you
can
just
sort
of
manage
those
costs,
especially
given
that
yeah
we
had
some-
maybe
other
regulatory
failures
above
us
to
to
spread
those
costs
out
to
through
different
sources,
because
I
I
know
I.
It
piqued
my
interest
because,
as
I've
talked
to
people,
especially
older
folks,
on
pretty
fixed
incomes
that
they're,
not
you
know,
going
to
get
huge
bumps
in
their
Social
Security
checks,
but
they're,
seeing
that
reflected
in
their
own
utility
bills.
That
I
just
was
curious.
N
One
other
thing
I'd
like
to
also
mention
significant
costs
for
chlorine.
That
was
the
one
that
went
up
500
this
year,
we're
we're
transitioning
from
chlorine,
gas
to
liquid
chlorine
that
will
generate
on
site
at
all
of
our
treatment
facilities
and
so
over
the
next
few
years,
we'll
be
transitioning.
That
does
a
couple
of
things
number
one
we're
not
hauling
tanker
loads
of
chlorine
gas
through
the
city,
and
we
don't
have
these
large
containers
of
chlorine
gas
in
the
city.
N
Secondly,
it
alleviates
the
the
total
dependence
on
on
chlorine
for
water
and
wastewater
treatment,
so
we're
heading
that
direction.
N
J
N
So
we
have
we've
had
a
number
of
career
fairs
through
HR
they've
done
a
really
good
job
advertising
the
career
fairs.
But,
to
be
honest
with
you,
when
I
started,
I
started
as
a
labor
in
in
a
Wastewater,
Plant
and
I
knew
that's
not
what
I
want
to
do.
The
rest
of
my
life
right
so
I
had
a
choice.
I
could
either
go
somewhere
else
or
I
can
figure
out
on
my
own.
You
know
what
what
else
do
I
want
to
do?
That's
available
here?
N
N
You
know
so
so
it's
a
huge
benefit.
It's
just
a
well-kept
secret,
so
we
want
to
help
people
understand
that
they
don't
have
to
go
somewhere
else
to
do
something
else.
They
can
stay
right
here
and
they
can
not
just
utilities,
but
the
whole
city
offers
so
many
opportunities,
so
we're
trying
to
help
folks,
it's
so
hard
to
hire
people
nowadays
that
we
want
to
keep
them.
So
we're
focused
on
that
this
year.
G
Thanks
Chris,
thank
you.
So
next
up
we
have
Jeff
Mulder.
Our
Airport's
director
and
Jeff
will
give
us
presentation
on
the
airport's
budget.
I
just
want
to
mention
on
both
the
water
utilities
or
the
utilities
budget,
as
well
as
the
airport's
budget.
We
get
the
presentation
and
it
will
include
both
the
trust
budget
as
well
as
the
city
budget,
so
they
combine
because
you
get
the
full
impact
of
the
operations
of
airports
or
utilities.
P
Morning,
everybody
I
also
have
Melissa
here
from
finance
and
Tara
and
Scott
here
support
me
this
morning.
So
in
the
budget
book
the
airports
are
on
page
C3,
as
Craig
indicated
I'm
going
to
talk
about
the
overall
trust
budget
first
and
then
later
in
the
presentation
I'll
get
in
the
detail
on
the
city
portion
of
that
budget.
So
our
mission
here
is
provide
management
operations
of
our
three
airports
and
a
safe,
efficient
transportation
system
next
slide.
So
this
is
how
we
are
organized
Administration
is
pretty
self-explanatory.
P
Commercial
Aviation
is
essentially
our
Airline
operation.
General
aviation
includes
our
two
airports:
maintenance,
of
course
I
mean
is
maintains
all
of
our
activity
and
then
property
management
and
development
is
maintaining
all
of
our
leases,
generating
revenue
and
then
all
of
our
construction
activity
slide.
So
the
story
for
us
this
year
on
the
revenue
side
is
a
rather
dramatic
increase,
and
you
know
that's
that's
reflective
in
our
recovery
here
as
a
market
and
the
and
the
activity
that
we
have
at
the
airport.
P
We
expect
continue
to
see
increases
in
revenue
from
parking
and
concessions
and
Landing
fees
and
other
things
as
the
activity
continues
to
return.
One
of
the
items
there
on
the
line
that
says
tenant
at
12
million
dollars.
That's
a
little
unique
for
this
year
that
actually
comes
from
one
of
our
tenants,
we're
going
to
be
building
an
aircraft
Hangar
for
them
for
AAR
and
they're
contributing
a
portion
of
the
cost
for
that
project.
P
There
are
some
other
funds
coming
from
the
state
of
Oklahoma,
but
that's
what
that
represents,
but
so
the
revenues
are
122
million,
and
then
we
have
carryover
of
19
million
from
Project
funds
and
Senior
lien
is
our
Mike
Monroe,
our
nautical
Center
activity
that
we
manage
so
next
slide
and
then
on
the
cost
side.
P
We
I'll
get
into
this
a
little
more
detail
in
the
city
portion.
But
what
we're
seeing
is
an
increase
in
expenses,
a
lot
of
our
service
contracts.
P
We
have
undertaken
a
new
contract
for
janitorial
for
some
of
the
security
services
we
provide
for
our
parking
activity
and
and
our
firefighting,
so
those
are
all
service
contracts
and
what
we're
seeing
from
all
those
service
providers
are
increased
costs
for
personnel
both
to
attract
and
retain
people.
It's
the
same
story
that
many
organizations
are
dealing
with
and
we're
dealing
with
it
also,
so
it's
driving
increased
costs
for
us
as
an
organization,
so
next
slide
and
so
our
Capital
program.
This
is
the
way
it
breaks
down
for
fiscal
year.
24.
P
50
million
dollars
for
Will
Rogers
I'll
have
some
specific
projects
to
talk
about
there.
While
we
post
airport
includes
19
million
there's
a
rather
large
project
that
we're
undertaking
there
Mike
monroney
31
million
in
projects
that
we
have
slated
for
this
next
fiscal
year.
Clarence
Page
has
a
project,
and
that
comes
to
a
total
of
102
million.
This
is
a
rather
significant
increase.
Typically
this
fiscal
year
we're
about
60
to
70
million,
but
a
lot
of
what
is
driving
this
Capital
Improvement
is
the
opportunity
there
with
additional
federal
funds
from
the
FAA.
P
That's
make
that's
providing
us
opportunities
to
pursue
grants
and
pursue
additional
projects
next
slide,
and
these
are
the
funding
sources.
25
million
from
the
airport
trust
33
from
the
grants,
31
million
from
tenants,
the
tenant
that
12
million
specifically
is
with
AAR,
and
that
gives
us
our
102
million.
P
P
The
boarding
bridge
is
never
really
were
eligible
items
for
federal
fund
for
fa
funding.
Two
years
ago,
with
the
the
by
partisan
infrastructure
law
that
was
passed,
the
fa
expanded
eligibility
for
for
projects
in
the
terminal
area,
so
we're
taking
advantage
of
that
and
we're
currently
out
to
bid
for
six
new
Bridges.
So
we
plan
to
over
the
next
couple
years
take
five
to
six
Bridges
a
year
and
replace
them
next
slide.
P
This
is
a
project,
a
federal
inspection
station.
So
when
the
new
addition
was
built,
which
includes
the
four
Gates
on
the
east
side
of
the
airport
on
the
lower
level,
is
the
photo
on
the
bottom,
which
is
an
open
space?
It's
about
thirty
thousand
square
feet
we
are
going
to.
We
are
in
design
right
now
to
develop
that
into
what's
called
an
FIS.
That
is
where
Customs
and
Border
Protection
would
station
themselves
and
ultimately
then
be
able
to
clear
international
flights
into
Oklahoma
City
Airline
aircraft.
P
So
we
will
be
we're
in
design
now
we
expect
to
do
construction
next
year
and
our
Target
is
to
have
that
open
and
have
international
flights
starting
the
first
part
of
2025.
P
next
slide.
This
is
a
project
I
mentioned
for
Wally
post
airport.
If
you
look
at
the
photo,
there's
there's
two
north-south
runways.
The
one
on
the
left
is
a
project
to
widen,
Runway
17
right.
What
that
will
allow
is
better
utility
at
the
airport.
It
will
allow
more
aircraft
to
use
that
runway
in
its
wider
condition
and
improve
efficiency,
traffic
flow
and
even
interaction
with
the
airspace
here
in
Oklahoma
City.
P
So
a
couple
things
I
wanted
to
talk
about.
As
far
as
leading
for
results,
parking
is
something
that
is,
it's
really
one
of
our
one
of
our
higher
revenue
streams
for
the
airport
and
what
you?
What
that,
what
that
slide
represents
there
is
we
had
a
serious
parking
capacity
issue
in
fiscal
19,
of
course,
when
you
combine
fiscal,
20
and
21-22,
a
lot
of
that
was
coveted
impact
and
we
certainly
are
coming
back.
The
estimate
that
we
have
for
fiscal
23
is
only
through
March.
P
P
That
did
an
analysis
for
where
we
need
to
add
parking
and
capacity,
and
we
know
we
need
to
do
that
and
I
think
right
before
coven.
Their
momentum
was
there
to
move
forward,
and
so
we
are.
We
are
reviewing
that
study
and
expect
that
we'll
begin
the
design
effort
for
additional
parking
here
in
the
near
term.
P
It
takes
a
number
of
years
to
build
a
parking
garage,
but
we
expect,
as
the
traffic
continues
to
return,
it's
an
important
service
we
provide
and
we
want
to
make
sure
we're
meeting
the
needs
of
the
customer
next
slide.
This
is
for
our
revenue
from
our
concessions,
our
restaurants
and
gift
shops
in
the
airport.
P
This
also
tells
the
tale
of
covid.
You
can
see,
of
course,
fiscal
2021
really
no
activity
at
all,
but
what
also
happened
in
fiscal
20
is
the
the
airport.
The
program
at
the
airport
changed
hands.
The
contract
expired
from
the
operator
for
restaurants
and
gift
shops,
and
a
new
operator
was
brought
on,
and
so
over
the
last
couple
years
they've
been
rebuilding
the
new
the
spaces
out
with
new
restaurants
and
shops,
and
that's
reflected
in
the
numbers
we're
seeing,
and
we
continue
to
see
that
growth
over
the
next
couple
years.
P
We
last
fiscal
year.
We
were
about
1.2
million
in
in
revenue
from
that
activity
and
we're
going
to
be
almost
2
million
dollars,
probably
by
the
end
of
this
fiscal
year.
P
So
we
continue
to
see
that
growth
as
the
traffic
comes
back
and,
as
we
add
new
amenities
next
slide,
and
that
shows
you
some
of
the
things
that
have
just
opened
up
at
the
airport
here
in
the
last
couple
months,
Osteria
opened
up
on
the
west
Concourse,
which
is
a
local
restaurant
and
then
the
ice
store
is
a
technology
store
and
News
9
Oklahoma,
Zone,
News
9
is
a
is
a
travel
store,
and
so
those
are
just
a
couple
things
that
are
examples
we
have
starting.
This
fall.
P
The
OKC
Grill
will
be
remodeled
into
Hatch,
which
is
another
local
restaurant
here
in
Oklahoma
City,
so
they've
all
been
very
well
received,
and
it's
a
nice
reflection
on
the
local
community
and
provide
some
great
amenities
for
our
Travelers.
A
couple
of
the
things
I
wanted
to
mention
of
new
programs
that
have
started
at
the
airport.
P
The
dogs
are
coming
back,
they'll,
be
here,
starting
here
in
the
next
week
or
two
and
what
the
canines
are
used
for
is
for
screening
of
passengers
and
baggage
and
which,
of
course,
is
helpful
in
having
passengers
move
through
security
lines.
It's
also
helpful
for
screening
bags
when
we
run
into
capacity
issues.
So
that's
a
positive
for
us
with
our
growth
coming
back
and
having
the
canines
here.
P
Another
program
that
was
implemented
by
our
staff
was
the
blue
Lightning
initiative.
The
blue
Lightning
initiative
is
Department
of
Homeland
Security
program
for
human
trafficking
that
helps
people
that
work
at
airports
and
in
the
industry
to
identify
human
trafficking,
provide
some
assistance,
provide
information.
P
You
can
see
the
drop
we
had
last
year
we
had
a
nice
recovery
and
we
we
expect
this
year
based
on
our
Trends.
Our
first
quarter
for
passengers
this
year
was
a
record
exceeded
the
the
number
of
passengers
we
had
in
the
first
quarter
of
calendar
19..
So
we
expect
that
we
will
exceed
be
close
to
or
exceed
4.4
million
passengers
for
this
calendar
year
next
slide.
So
this
shows
you
a
map
of
where
things
stand
today
with
our
air
service
and,
first
of
all,
you
know,
I
would
I'd
say
to
anybody.
P
How
is
our
air
service
in
Oklahoma,
City
I
think
the
map
does
represent
pretty
well.
We
do
cover
the
four
corners
of
the
continent,
which
is
great
A
lot
of
markets
would
strive
to
do
that
and
are
obviously
we're
very
essentially
located,
as
you
can
see
that,
but
the
the
dashed
lines
represent
seasonal
service.
So
that's
not
daily
service
and
the
solid
lines
are
daily
service
and
as
far
as
recovery
goes,
we
are.
P
We
are
missing
some
routes
that
we've
had
pre-covered
Detroit
was
a
Non-Stop
San
Francisco
was
a
Non-Stop,
Philadelphia
and
Newark.
Some
of
those
are
related
to
the
business
activity.
Detroit,
especially
a
business
Market
hasn't
come
back
because
the
recovery
has
been
more
leisurely,
focused
San
Francisco,
that's
a
Gateway
for
Asia
and
and
Asia
has
had
slower
recovery,
more
coveted
impact.
Some
of
that's
an
explanation,
but
really
the
biggest
factor
that
we're
seeing
in
the
industry
is
the
airlines
do
not
have
enough
Pilots
what
happened
was
in
early
2020.
P
There
was
early
retirements
offered
to
pilots
and
Airline
employees,
because
the
airlines
didn't
expect
they
were
going
to
be
operating
in
six
months.
A
lot
of
them
took
advantage
of
that.
They
created
a
very
large
gap,
then
in
the
in
the
workflow.
In
the
in
the
workspace
and
travel
recovered
pretty
rapidly,
and
so
there's
been
lagging
of
enough
Pilots,
so
the
air
there
are
airplanes
available
to
fly
those
routes.
They
just
don't
have
the
flight
Crews.
P
It
takes
a
number
of
years
for
a
pilot
to
do
training
and
get
the
experience
required.
So
it's
a
matter
of.
We
expect
a
matter
of
time
that
we'll
get
these
other
markets
back,
but
there
are
some
challenges
to
becoming
an
airline
pilot.
One
of
them
I
wanted
to
mention
to
you
that
I
think
is
a
positive
development.
Is
it's
very
expensive
for
Flight
Training?
P
Fortunately,
in
currently
in
Congress
there's
a
bill
that's
been
introduced
that
would
help
make
Flight
Training
eligible
for
federal
student
loans,
that
is
they're
not
eligible
federal
student
loans.
Today
and
airline
pilots
are
paid
very
well,
so
there
certainly
is
propensity
to
pay
back
the
loan.
So
that's
one
area
that
we
think
could
help
reintroduce
and
invigorate
the
pipeline
for
Pilots,
but
so
those
are
some
of
the
things
that
we're
dealing
with,
but
even
despite
that
with
less
flights
that
we
had
in
2019
we're
seeing
the
same
number.
So
that
means
airplanes
are
full.
P
P
So
this
is
the
portion
of
the
city,
City
Airport
operations,
budget,
25
million
dollars,
and
you
can
see
it's
broken
down
into
those
five
areas.
A
lot
of
that
is
Personnel
costs
and
other
and
other
related
costs
associated
with
the
city
portion
next
slide
Melissa.
So
we
are
in
this
proposed
budget.
We
are
adding
six
more
positions
and
our
focus
is
on
improved
process,
efficiency
and
workload.
P
One
of
the
challenges
that
we
have
and
will
continue
to
have
is
we
have
a
large
capital
budget,
but
we
have
a
lot
of
work
to
do
and
we
are
not
expending
our
Capital
program.
We
get
about
50
percent
of
our
projects
done
on
an
annual
basis
that
does
end
up
being
a
problem.
Ultimately
we're
trying
to
keep
up
with
growth
and
to
meet
the
needs
of
our
tenants.
P
Also,
as
as
the
other
presenters
talked
about
this
morning,
we've
upgraded
several
positions
in
order
to
try
to
attract
talent
to
the
airport,
a
lot
of
them
in
technical
trades
to
try
to
compete.
So
those
are
some
of
the
other
moves
that
we've
made
in
this
budget.
P
Just
a
couple
of
our
I
want
to
highlight
our
various
departments.
These
photos
were
taken
in
the
last
probably
two
years
and
it
shows
our
Airfield
operations.
Some
of
these
are
interesting
locations.
P
You,
don't
people
don't
get
their
pictures
taken
very
often,
but
that's
an
actual
airplane
in
the
background
is
not
self-imposed
there,
but
so
those
folks
take
care
of
our
Airfield
safety
at
Will
Rogers
and
those
are
our
grounds
and
maintenance,
people
that
take
care
of
a
lot
of
the
the
land
side
and
a
lot
of
the
the
public
facing
space
that
we
have
at
the
airports.
P
We
have
our
own
fuel
Farm.
You
can
see
the
fuel
tanks
in
the
background
and
that's
our
fuel
team
and
I.
The
airport
trust
board
was
made
aware.
We
had
an
issue
last
week
where
the
field
pipeline
from
Phillips
the
pump
failed
and
we
weren't
getting
fuel
at
the
pipe
at
the
fuel
farm,
and
so
we
had
to
truck
it
in,
and
our
fuel
team
did
a
great
job
of
keeping
the
airplanes
flying
and
keeping
the
fuel
flowing
next
slide
equipment
maintenance.
P
This
is
another
interesting
shot.
You
can
tell
that's
on
the
airfield
on
the
runway
and
these
guys
take
care
of
everything,
pavement
and
lighting
and
everything
else
that
is
important,
Fairfield
safety
and
our
building
maintenance,
our
main
terminal.
Obviously
we
see
a
lot
of
people
go
through
the
airport
every
day
and
they
make
sure
things
are
working.
P
General
aviation
for
our
two
airports
will
Wiley
Post
and
Clarence
Page
airports,
and
this
is
our
crew
that
takes
care
of
those
airports,
an
Administration,
the
people
that
make
sure
everything
keeps
moving
together
and
that
was
a
photo
taken.
You
can
tell
that's
in
the
new
expanded
space.
This
was
about
two
years
ago
right
before
the
checkpoint
went
in,
but
that's
some
of
the
the
view
from
the
mezzanine
level.
So
that
concludes
my
presentation.
I'd
be
happy
to
take
any
questions.
L
Yes,
could
you
clarify
for
me
so
we
have
21
of
the
terminal,
the
boarding
Bridges
yep.
P
H
E
P
So
we
four
new
were
added
with
the
terminal
Edition
that
was
completed
in
2021,
so
then
there's
17,
older
ones
that
are
25
plus
years
old.
So
this
this
fiscal
year
we've
received
some
funding
from
the
FAA
which
we're
adding
some
of
our
own
to
replace
six
of
those
bridges.
P
So
then
our
plan
would
be
then
the
following
fiscal
year
to
do
five
or
six
more
and
then
until
we
are
able
to
replace
all
of
them
and
it
becomes
a
challenge.
Of
course,
it's
critical
to
connect
the
passenger
in
the
building
to
the
airplane
and
that's
their
primary
function,
but
a
lot
of
mechanical
activity
and
and
systems
on
those
bridges
and
they're
very
labor
intensive,
and
they
need
to
be
replaced
so
it
it
definitely
will
improve
the
customer
experience
during
boarding
and
deep
planning
what.
P
The
the
FIS
Federal
inspection
station
is
on
the
the
space
would
be
on
the
lower
level
of
the
newer
addition
to
the
terminal,
and
there
are
customs
in
Border
Protection,
there's
an
office
here
in
Oklahoma
City
today,
and
they
do
clear
aircraft
that
come
into
Oklahoma
City,
but
only
private
aircraft.
P
P
Our
Target
is
really
Central,
America
Caribbean
Mexico,
and
we
we
feel,
there's
a
strong
there's
already
a
strong
Market
that
exists
there.
Today.
When
we
look
at
the
number
of
passengers
today
from
Central
Oklahoma
that
go
to
that
region,
there's
about
150
000
people
a
year
that
travel
via
air
there,
most
of
them
drive
to
Dallas
and
depart
via
Dallas
or
Houston,
and
but
we
just
we,
we
so
that
operation
that
activity
that
we're
able
to
build
at
the
terminal
will
then
allow
us
to
have
non-stop
flights.
L
So
we'll
be
at
World
Airport
in
action,
indeed
in
Acts
and
then
just
something
else,
I
just
saw
Matt
goads,
art
floating
around
Instagram.
It's
a
Ward,
2,
Resident
and
I
just
saw
that
over
the
last
couple
days
and
I
just
really
want
to
commend
anyone
involved
in
the
implementation
of
that
work.
If
y'all
have
not
seen
it
yet
they're
along
the
airport
floor
I,
it's
just
it
is
remarkable.
L
M
I
just
wanted
to
go
back
to
our
concession
and
programs
and
I
know.
One
of
one
of
the
focuses
I've
had
in
the
past
is
on
the
diversity
of
our
local
businesses
and
I
heard
you
speak
to
some
of
those
local
businesses,
but
I'm
still
curious.
M
As
far
as
the
that
diversity
piece
I
I
didn't
see
any
so
I'm
just
curious
where
we
are
and
what
we're
doing
to
Target
to
ensure
that
we
have
that
representation
in
the
airport
system
and
I
say
this
as
an
example
of
one
of
our
local
businesses
that
is
housed
in
Penn,
Square
Mall
good
girl.
Chocolate
is
now
at
Tulsa
Airport.
So
for
me,
it's
like
uh-uh
we're
not
going
to.
Let
them
outdo
us.
How
can
we
ensure
that
we
get
something
or
a
business
like
that
in
our
local
Airport.
P
P
I
I
don't
have
the
details,
but
I'd
be
happy
to
share
them
with
you.
We
have
this
program
operated
by
parodies.
Laguardier
is
the
company
that
operates
the
program.
They
have
a
number
of
vendors
where
they
have
local
DB
participation
in
partnership
with,
and
so
that's
that's
part
of
every
Airport's
program,
but
I'll
get
you
the
detail
of
that
and
let
you
know-
and
we
are
also
always
looking
for
new
participation.
P
New
participants
and
I'll
certainly
will
reach
out
to
that
local
operators
see
if
there's
some
interest
the
decision
making
is,
you
know,
Finding
location
in
space
and
proximity,
but
we're
always-
and
our
operator
is
always
looking
for
local
opportunities
to
try
to
integrate
them
into
the
airport.
So
I'll.
M
D
A
A
A
A
The
strategy
that
will
be
funded
by
this
budget,
bringing
private
and
public
dollars
together,
is
how
we
will
get
the
community
behind
the
effort,
especially
the
key
to
home
Partnership.
If
successful,
this
partnership
will
put
in
place
strategies
that
will
Target
the
most
chronically
homeless
and
find
a
way
to
get
them
housed.
A
What
we
have
learned
housing
is
the
key.
If
we
can
get
them
housed,
we
can
help
them
start
anew
a
life
that
will
get
them
back
to
a
place
where
they
can
make
choices
that
will
improve
their
quality
of
life
and
engage
with
us,
as
we
all
continue
to
make
Oklahoma
City
a
great
place
to
live
and
work.
Thank
you.
Q
I
am
the
managing
broker
for
jpar
Edge
in
Norman,
Oklahoma
I'm.
Also
the
vice
chair
for
policy
committee
for
oakmar,
when
we
responded
to
the
survey
to
address
homelessness.
I
was
one
of
several
that
benefited
from
a
tour
of
the
homeless
Alliance
in
Oklahoma
City
still
during
the
pandemic,
and
it
was
through
that
tour
that
I
got
to
meet
Peter.
If
you
are
around
the
homeless,
Alliance
or
the
homeless.
Q
Efforts
in
Oklahoma
City
at
all,
you'll
know
who
Peter
is
and
the
reason
he
was
so
impactful
and
then
in
turn,
put
as
a
chair
for
our
homeless.
Committee
in
oakmar
was
because
he
spent
about
30
minutes
making
a
human
out
of
a
homeless
person,
which
is
something
that
is
taking
considerable
care
and
effort
and
is
not
terribly
common.
Q
So
one
of
the
main
causes
for
homelessness
in
listening
to
not
only
Peter,
but
the
actual
owner
and
operator
of
the
homeless
Alliance
was
that
the
housing
crisis
is
largely
to
blame
for
the
homeless
populace.
There
is
a
difference
between
unhoused
and
homeless
that
people
that
are
couch
surfing
and
what
have
you,
and
maybe
they
have
a
roof
over
their
head.
But
it
isn't
theirs
and
you
know,
there's
a
lot
to
be
said
for
the
weight
of
that
in
looking
at
the
budget
proposal
for
this
coming
year.
Q
The
efforts
that
are
being
made
I
don't
know
if
you're
terribly
familiar
with
what
they
are
in
the
past,
but
they
are
quadrupled
and
they
will
provide
a
large
incentive
to
culminate
both
private
and
public
funds
and
the
reason
that
is
important
is
because
putting
them
in
place
for
landlords
and
actually
towards
deposits
and
rents,
and
things
like
that
is
not
allowed
on
one
side
or
the
other.
So
it's
a
culmination
of
the
two
in
order
to
provide
guide
a
better
opportunity
to
house
some
of
the
currently
homeless.
Q
That
said
in
the
22
year
in
performance
report,
the
of
course
we
had
the
provision
of
federal
restriction
to
evict
based
on
a
non-ability
to
pay
in
2020
and
2021.
During
those
terms,
83
and
85
percent
of
previously
homeless
stayed
in
permanent.
Q
Six
months
in
2022
that
decreased
to
23
percent
and
the
moratorium
was
a
large
difference
in
those
two
years.
What
is
being
proposed
in
the
budget
is
actually
a
pretty
exciting
thing
to
us
to
incorporate
a
better
opportunity
for
this,
but
I
would
like
to
highlight,
and
maybe
just
put
in
a
brainstorm
to
address,
with
Planning
and
Zoning
the
ability
to
re
utilize,
existing
structures
that
went
away
and
the
pandemic
as
useful,
such
as
anything
zoned
commercial.
Q
Maybe
it
was
a
big
office
building
and
people
are
working
from
home
now,
sometimes
more
effectively
to
be
able
to
utilize
an
in
a
municipal
design
so
that
we
can
house
previously
homeless.
That
went
away
with
that.
There's
also,
we've
learned
in
different
surveys:
1900
in
a
deficit
for
homes
that
would
accommodate
maybe
a
one
or
two
bedroom
household.
A
large
problem
is
that
we
are
asking
our
consumers
of
my
industry
to
buy
or
rent
too
much
house.
Q
So
I
would
like
all
of
those
things
to
at
least
be
kept
in
mind,
but
we
are
very
excited
to
work
in
a
partnership
in
conjunction
with
all
of
these
things
and
certainly
excited
for
the
raise
in
funds
and
application
to
the
budget,
and
I,
of
course,
would
encourage
that
to
be
increased
threefold,
to
allow
more
than
two
teams
to
be
doing
this,
as
it
is
a
very
large
city
and
that's
only
six
people.
So
if
there's
no
questions
for
me,
I'm
done.
R
I'm
Gary
Jones
I'm,
the
government
Affairs
director
for
oakmar,
which
is
the
Oklahoma
City
metropolitan
Association
of
Realtors.
You
may
be
asking
today
why
are
realtors
here?
The
reason
we're
here
is
that
councilman
Cooper
I
think
you
started
a
great
conversation
that
we
already
had
if
you
were
doing
something
wrong
or
if
you
were
going
in
the
wrong
direction
on
an
issue
or
a
policy,
this
room
would
be
loaded
up
when
you're
going
in
the
right
direction
and
people
think
you're
doing
the
right
thing.
R
Nobody
feels
they
need
to
say
anything
because
they
feel
you've
got
it.
We
decided
that
we
wanted
to
be
here
to
say
thank
you
for
doing
what
we
think
is
going
in
the
right
direction
on
homeless
policy
and
strategy
in
Oklahoma
City,
and
we
just
wanted
to
make
sure
we
took
the
time
so
you're
aware
of
that,
so
that
when
you're
sitting
there
discussing
the
budget-
and
you
vote
on
it
in
the
next
couple
of
weeks-
and
you
say
hey,
are
we
getting
this
right?
We
want
you
to
know.
R
R
We
could
have
put
this
on
Facebook,
but
we
sat
through
the
whole
meeting
so
that
when
you
get
to
that
budget-
and
you
start
looking
at
those
items-
you
say
there
was
a
group
of
people
realtors
that
came
and
told
us
that
we're
going
in
the
right
direction
on
this
homeless
stuff.
So
maybe
we
need
to
make
this
a
priority
and
we
continue
to
move
forward.
R
That's
the
bottom
line,
that's
why
we
hear
and,
as
Glenn
pointed
out,
64
percent
of
our
membership
would
represents
about
2
400
people
said
this
was
the
most
important
issue
for
them.
It
wasn't
selling
a
house,
it
wasn't
trying
to
find
somebody
to
buy
a
house.
It
was
this
policy
issue
and
want
you
to
hear
it
loud
and
clear,
we're
about
more
than
Selling
Houses
we're
about
our
community
and
for
our
membership.
Helping
the
homeless
is
where
we
want
to
begin.
Thank
you.