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From YouTube: City Council Meeting - May 16, 2023
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A
A
B
B
B
Well,
it
would
be
my
hope-
and
the
hope
of
others
gathered
here
today,
that
the
business
and
the
discussions
and
the
policies
that
are
attended
to
today
might
be
done
within
the
framework
of
your
kingdom
and
your
desires.
While
that
is
my
hope,
we
confess
that
our
actions
and
our
habits,
don't
always
speak
to
that.
B
B
B
B
B
The
spirit
of
God
grant
us
all
the
opportunity
to
humbly
receive
and
to
Faithfully
serve
this
city
that
by
our
Collective
life
together
we
might
know
a
foretaste
of
that
greater
communion.
Yet
to
come,
father
enlarge
our
hearts.
Spirit
expand
our
vision
and
Christ
establish
your
kingdom.
Among
Us
be
at
work
even
now,
O
Lord
and
may
your
will
in
and
through
us
be
accomplished.
We
pray
this
in
the
name
of
the
father,
son
and
holy
spirit,
amen.
C
A
D
Thank
you
mayor.
So
this
morning
to
start
off,
we
have
Melinda
McMillan
Miller
with
our
Parks
director
she'll.
Do
a
presentation
on
the
Parks
and
Recreation
Department
budget
Rick
wickenkamp.
Our
director
of
development
services
will
then
present
the
development
services
budget
named
Jeff
Butler
will
present
the
planning
budget
for
today.
We'll
have
one
more
hearing
we'll
discuss
that
at
the
end.
D
As
far
as
a
hearing
on
the
budget,
we'll
actually
have
two
more
hearings,
because
the
day
that
we
adopt
is
actually
formally
a
hearing
as
well,
but
I'll
turn
it
over
to
Melinda.
Let
her
present
the
budget.
E
Our
Parks
budget
begins
on
page
117
of
your
budget
book
and
I
just
wanted
to
take
the
opportunity
to
thank
our
marketing
and
promotions
team,
which
is
Robert,
Culver
house
Lindsey,
Bain,
Mark,
Nottingham
and
Jacob
Riggs
for
their
work
on
this
presentation
and
the
photography
videography,
you
name
it.
These
guys
are
creating
these
PowerPoints
for
us,
so
I
want
to
thank
them
specifically.
E
So
who
is
Parks
and
Recreation?
We
are
187
full-time
employees
in
about
100,
part-time
and
100
seasonal
employees.
So
we
have
over
170
Parks.
We
manage
over
about
9,
000
acres
of
land
and
194
landscape
meetings
in
rights
of
ways.
We
have
over
100
trails,
multi-purpose
trails
in
our
system
with
11
recreation,
centers,
two
family
aquatic
centers,
two
community
pools
and
17
spraygrounds.
We
have
our
five
golf
courses,
we
have
three
senior
centers.
We
have
a
municipal,
Fish
Hatchery.
E
A
council
priority
is
to
produce
enhanced
recreational
opportunities
in
community
wellness
and
we
do
this
by
providing
quality,
recreational
opportunities,
promoting
Healthy,
Living,
For,
overall
Community
well-being
and
providing
convenient,
attractive
and
well-maintained
Parks
and
Recreation
facilities.
Those
goals
are
achieved
with
the
talents
and
hard
work
of
our
department
team
members
in
order
to
provide
those
quality,
recreational
opportunities.
The
recreation
division
puts
together
a
multitude
of
activities,
camps,
programs
and
classes
all
across
our
community
from
swimming
lessons
to
our
405
Soccer
Club
and
new
adult
Performing
Arts
programs.
There
is
literally
something
for
everyone
to
participate.
E
One
of
our
leading
for
results
measures
accounts
for
the
number
of
participants
in
our
various
Sports
League
programs.
Our
participation
continues
to
climb
with
just
under
6
500
participants
this
year.
That
number
is
expected
to
climb
next
year
and
new
opportunities
are
on
the
horizon
on
our
adaptive
sports
for
both
Youth
and
adults,
including
a
new
senior
prom.
E
The
recreation
division
is
a
proposed
fy24
budget
of
5
million,
eight
hundred
seventy
six
thousand
three
hundred
thirty
eight
dollars
in
order
to
promote
healthy
living
for
Community
well-being.
Most
people
think
that
only
physical
activity
can
get
results.
However,
the
Natural
Resources
Division
also
contributes
greatly
to
this
goal.
Our
Horticulture
team
focuses
on
creating
well
manicured
Landscapes
and
our
specialized
Park
Properties
to
help
our
residents
feel
less
stress
and
depression.
E
Fishing
is
a
sport
that
has
proven
results
in
lowering
stress,
blood
pressure
and
anxiety
at
Martin,
Park,
Nature
Center,
our
naturalists,
promote
conservation,
land
stewardship
and
an
appreciation
of
nature
for
all,
helping
protect
the
environment
for
Generations
yet
to
be
born
and
for
Will
Rogers
Gardens.
The
focus
is
on
educating
our
residents
about
the
importance
of
water-wise
gardening
growing
plants
in
central
Oklahoma,
Landscapes,
Community
Gardens
for
growing
food
and
health
benefits
of
gardening.
E
E
E
The
park
maintenance
team
includes
the
regular
safety
inspections
of
over
100
playgrounds
and
they
care
for
the
over
100
miles
of
multi-purpose
trails.
They
also
just
completed
the
renovation
of
our
29th
Premier
Athletic
Field.
The
special
events
team
is
always
busy
with
calls
from
residents
that
are
calling
to
use
Park
Properties
in
our
amenities,
and
this
past
year
they
managed
429
Park
committee,
rentals
111
special
event
permits
46
revocable
permits
in
272,
Event
Center
rentals.
E
Our
Grounds
Maintenance
team
is
often
on
the
unsung
heroes
who
consistently
and
tirelessly
keep
the
parks
mode
and
looking
great
each
year
they
mow
over
9
000
Acres
of
publicly
owned
property
and
194
medians
in
rights
of
ways.
They
mowing
of
the
grass
pick
up
the
litter,
Edge,
the
sidewalks
and
driveways,
and
perform
their
duties
with
care
and
dedication,
and
the
urban
forestry
division
is
a
highly
trained
and
specialized
group
of
professionals
that
maintain
over
19
802
inventoried,
City
trees.
E
They
plant
they
water
and
they
prune
those
trees
in
our
parks
and
assist
in
the
overall
planning
for
future
tree
canopy
expansion
across
the
city
to
improve
our
air
quality
in
lower
Ambient,
Air,
Temperature
and
last,
but
certainly
not
least,
our
Hazard
abatement
Team
Works.
To
respond
to
calls
from
the
action
center
to
remove,
obstructed
sight
lines
of
our
city
streets
and
intersections
I'd
love
to
show
this
LFR
graph
because
it
really
exemplifies
how
variables
impact
our
operations
every
year.
E
The
coveted
pandemic
greatly
affected
our
ability
to
mower
Parks
every
three
weeks
that
was
from
a
budget
reduction
and
also
Staffing
and
just
work
productivity
dropped
post
pandemic.
We
can
already
start
seeing
the
effects
of
an
increased
budget
for
that
capacity
and
some
different
management
changes,
and
now
that
we
are
actually
able
to
mow
our
Parks
every
two
weeks
as
our
LFR
manager,
LFR
measure
dictates
and
we're
meeting
that
goal
this
year
and
projected
for
next
year
as
well.
E
The
grounds
management
division
proposed
budget
is
11
million.
Two
hundred
three
thousand
three
hundred
thirty
four
dollars
as
part
of
the
overall
Council
priority
to
enhance
recreational
opportunities.
We
partner
with
several
organizations
and
Foundations
to
assist
in
the
operations
and
maintenance
of
parks
and
public
facilities.
E
Private
businesses
work
with
Civic
organizations
to
beautify
our
street
medians
and
assist
with
organizing
communities
and
residents
to
participate
in
park
cleanup
days
and
plantings,
and
the
parks
department
also
works
closely
with
six
groups
to
provide
management,
operation,
support
of
specialized
parks
and
programs.
You
can
see
from
the
chart
that
the
participants
at
each
of
these
facilities
is
very
robust.
E
I
cannot
stress
enough.
The
important
role
that
volunteers
play
in
helping
our
helping
us
manage
our
department
volunteerism
continues
to
rise
post
pandemic
with
record-setting
numbers
from
our
partners.
This
year,
volunteers
assist
in
various
tasks
from
coaching
our
little
league
programs,
helping
with
our
camps
and
summer
programs
to
painting
Park
areas
and
litter,
pickup
and
planting.
E
In
2022,
we
had
10
664
volunteers
that
monetary
value
per
person
is
24.96
an
hour.
That
means
that
over
three
million
eight
hundred
forty
four
thousand
dollars
of
Sweat
Equity
was
contributed
towards
overall
departmental
operations
in
the
park
system.
But
the
Sweat
Equity
is
not
the
only
thing
they
contributed.
They
also
contribute
materials
and
supplies
that
donation
was
alone
was
5.5
million
dollars.
So
the
overall
impact
in
the
calendar
year
of
22
was
9
million
three
hundred
ninety
one
thousand
dollars,
which
is
a
massive
operational
budget
savings
for
the
general
fund
budget.
E
The
public-private
partnership
line
of
business
for
FY
24
is
15
million,
56
129
dollars
and
behind
the
scenes,
and
certainly
not
least,
is
the
department
operations
team
who
support
our
front
line
members.
The
marketing
team
works
at
catalog
all
Park
activities
and
create
communication
strategies
to
inform
our
residents
about
services
and
opportunities
that
the
department
provides.
E
The
Central
Business
Office
keeps
our
finances
in
order
and
administers
our
I.T
Support
Facility
management,
HR
management
and
the
all-important
payroll.
Our
Park
Planning
and
Development
Division
looks
into
the
future
to
forecast
Community
needs
for
new
park
amenities
and
enhancements
and
are
a
team
of
Landscape
Architects
in
a
new
GIS
analyst.
They
also
manage
the
parks,
development
projects
and
outside
of
the
divisional
support.
E
The
administration
fy24
blind
item
budget
is
7
million.
56
878,
with
the
addition
of
one
full-time
employee
so
for
the
major
budget
changes
you'll
see,
are
the
increase
to
the
Myriad,
Gardens
and
scissortail
park.
Foundation's
management
agreement
budget
support
for
the
first
Americans
Museum.
Now
that
the
foundation
has
completed
their
obligation,
we
also
see
support
for
the
riversport
foundation,
which
is
a
continuation
from
previous
years.
E
We
also
had
a
labor
rate
increase
the
Metro
alliance's
first
step
program
that
we
utilize
for
all
of
our
labor
and
assistance
in
our
maintenance
team
and
then
that
full-time
GIS
analyst
that
I
mentioned,
which
is
a
total
of
77
122
dollars
so
to
roll
up
our
proposed
operating
budget.
The
operating
budget
in
total
is
42
million.
E
Nine
hundred
thirteen
thousand
eight
hundred
fifty
Seven
dollars
so
to
move
on
to
our
capital
budget,
then
for
fy24
those
capital
budget
just
to
highlight
a
few,
the
Bricktown
Canal,
we
have
almost
finished
lighting
the
upper
canal
and
we
are
getting
ready
to
turn
our
Focus
to
lighting
the
lower
Bricktown
Canal.
Those
lighting
projects
together
combined,
is
about
three
million
dollars.
E
E
E
Rogers
Gardens
has
some
projects
that
we're
trying
to
renovate
some
of
the
old
historic
structures
and
work
on
some
new
bridges
that
are
desperately
needed
and
we're
also
excited
to
keep
adding
to
our
Trail
lighting
across
the
city's
facility
and
we're
adding
some
more
Trail
solar
lighting
on
the
West
River
Trail
North
and
South
River
trails
for
some
of
our
Geo
Bond
projects
that
are
currently
underway.
The
Civic
Center
Music
Hall,
The,
Little
Theater
and
the
main
lobby.
Renovations
are
just
about
complete
and
we're
planning
for
that.
E
Grand
reopening
on
June
14th,
hopefully
you've
gotten
your
calendar
invitations
from
Civic
Center,
Foundation,
wheeler
Park,
if
you've
noticed,
is
receiving
a
new
concession
restroom
facility,
along
with
additional
fencing
and
sidewalks
across
the
across
the
park
that
will
be
completed
later
this
summer.
The
Greenway
Trail
is
just
about
finished
I,
keep
saying
that
I
feel
like
I'm
a
broken
record,
but
it
really
is
just
about
finished
and
it
should
be
open
this
summer
as
well.
The
Deep
Fork
Trail
has
concrete
being
poured
everywhere.
E
So
if
you
haven't
seen
it
while
driving
on
I-44,
you
will
definitely
start
seeing
that
bright
gray
ribbon
snaking
through
the
Deep
Fork
Trail.
It
should
be
set
to
open
later
in
the
spring
of
24.,
at
Woodson
Park.
If
you've
driven
down
I-44
and
look
to
the
east,
Woodson
Park
is
all
torn
up
and
there
are
six
softball
fields
and
four
rectangular
athletic
fields
that
are
being
built
along
with
two
concession:
restroom
facilities,
additional
parking
and
fencing
lighting.
It's
a
very
exciting
expansion
of
the
sports
complex
there.
E
E
E
So
that
was
your
invitation.
June
July,
14th
VIP
experience
will
be
there
on
that
Friday.
So
please
put
on
your
calendars,
and
invitations,
of
course,
will
follow.
So
then,
to
summarize
our
full
budget
roll
up,
then
from
our
operating
budget
and
our
capital
budget,
the
full
Parks
and
Recreation
proposed
fy24
budget
is
72
million.
F
At
c118
of
your
report,
it
talks
about
the
total
budget,
which
you
just
mentioned,
was
72
million
and
that's
an
increase
of
almost
22
percent
of
that
budget,
which
I
want
to
thank
the
city
manager
for
allowing
that
to
occur.
If
you
look
at
page
c120
under
expenditures,
you
see
where
it
talks
about
Capital
expenditures
and
operating
expenditures,
the
capital
expenditures
have
increased
by
20
percent
and
the
operating
expenditures.
Non-Operating
expenditures
have
increased
by
43.
E
So
in
the
up,
non-operating
budget
is
one
of
the
one
of
the
covers
it's
multiple
year
budget:
it's
not
a
singular
year.
So
that's
why
we
call
it
non-operating,
because
it's
very
flexible,
it's
mostly
composed
of
where
we
have
oil
and
gas
revenues
from
our
leaseholds.
If
we
sell
Park
property,
we
use
that
same
fund
to
then
purchase
additional
Parkland
or
improve
the
park
land
right
next
to
it.
It
also
holds
our
trust.
E
Different
trust
accounts,
the
Hathaway
trust
and
others
that
we
receive
annual
endowment
funds
from
that's
where
the
ability
Johnson
fund
will
come
to
also
will
put
it
in
its
own
little
account
as
well
in
our
non-operating
budget
and
then
also
like
our
405
football
soccer
club.
E
It's
it's
its
operating
funds
come
into
that
same
non-operating
budget,
so
that
not
everybody
kind
of
has
a
different,
different
terms,
different
uses
and
different
needs,
whereas
the
capital
budget
is
just
that,
it's
really
is
building
up
all
those
big
capital
projects
and
some
of
our
capital
projects
are
also
multi-year.
E
Of
course,
the
general
obligation
Bond
doesn't
just
stick
within
one
year:
projects
take
longer
than
12
months
to
complete,
so
that
operating
budgets
or
sorry
the
capital
budget
will
maybe
be
one
two
or
three
years
long
in
funds
for
each
one
of
those
projects
are
sitting
within
that
yeah.
So
those
that's
why
the
capital
seems
so
much
larger,
because
it
is
that
multi-year
funds,
it's
lots
of
different
funding
coming
into
it
from
Impact
fees,
from
Bond
projects
to
donations
and
all
that
all
comes
together.
Okay,
along
with
arpa
programs
too,.
D
All
right
thanks,
Belinda,
thank
you.
So
next
up
we
have
Rick
wickenkamp
with
the
development
services
budget
is
Rick's
coming
up.
I
just
want
to
mention
again
I
do
appreciate
the
department
director
is
bringing
some
of
their
leadership
staff
with
them.
D
That,
honestly,
as
we
prepare
the
budget,
you
know,
and
the
policy
I've
mentioned
it
before
and
can't
say
it
enough-
that
we
do
have
a
decentralized
budget
process
so
that
it
allows
input
from
multiple
areas
of
the
of
the
city,
so
departments
work
on
their
own
budgets
and
have
input
from
multiple
different
employees
within
each
one
of
those
budgets,
and
it's
the
people
that
are
actually
out
there
doing
the
work
so
I
appreciate
their
recognition
of
their
staff,
but
it's
even
more
staff
than
what
come
to
the
meeting.
D
G
Okay,
good
morning,
mayor
and
city
council,
Rick
Wicken
cam,
director
of
development
services
department,
it's
my
pleasure
to
get
to
introduce
to
you
today
our
proposed
fiscal
year,
23
24
budget.
It's
on
Page
c33
in
the
proposed
budget
book
I
want
to
recognize
staff
that
helped
put
this
budget
together.
G
Chad
Davidson
is
the
superintendent
of
code
enforcement
and
John.
Gary
is
the
superintendent
of
animal
welfare
and
with
me
this
morning
of
staff
is
Crystal
miles
who's.
My
assistant
director
and
she's
also
the
acting
Development
Center
manager,
my
management,
specialist,
Carol
Reed.
Who
really
did
the
bulk
of
the
work,
putting
the
budget
together
and
then
Tony
Mitchell,
my
executive
assistant,
who
put
the
presentation
together,
and
we
got
a
little
bit
of
polish
from
assistant
city
manager,
Aubry
McDermott.
G
G
So
our
budget
for
fiscal
year
24,
actually
is
an
increase
of
about
6
6.4
percent
in
our
operating
fund.
That's
a
general
fund
and
in
our
non-operating
funds
about
14
percent,
with
an
overall
departmental
increase
of
about
seven
percent.
G
Our
major
budget
changes
we're
very
pleased
to
be
able
to
add
some
positions
to
our
budget
this
year,
so
in
the
development
center
we're
adding
a
plans
examiner
to
our
plan
review
program.
This
person
will
primarily
do
commercial,
new
construction
and
remodels,
but
we'll
also
be
able
to
assist
with
residential
we're,
adding
electrical
inspector
one
to
our
construction
inspections
program,
which
is
an
area
that
we
really
need.
Support
in
and
I'll
talk
about
a
little
bit
more
here
in
a
few
moments
and
then
a
senior
customer
service
rep.
G
We
had
an
agreement
with
the
Oklahoma
City
county
health
department
for
a
number
of
years,
where
they
did
some
licensing
support
for
us
and
and
that
agreement
ended
at
the
start
of
this
fiscal
year.
So
this
position
will
help
pick
up
some
of
those
services
that
were
previously
provided
and
code
enforcement,
we're
adding
a
code
inspector
one
that
will
help
with
the
overall
environmental
code
enforcement
in
the
city,
but
also
additional
resources.
G
As
the
as
we
get
our
new
signed
ordinance
and
also
as
the
city's
homelessness
program
progresses,
we
may
have
ways
to
help
with
that
and
then
in
Animal
Welfare.
We're
getting
hundred
thousand
dollars
for
a
community
spay
and
neuter
program,
which
is
really
important
and
I'll,
show
the
impacts
on
that
here
in
a
little
bit
and
also
an
animal
welfare
representative.
G
Who
will
help
with
the
overall
customer
support
in
our
current
shelter
and
as
a
step
in
helping
increase
our
staffing
for
what
we
believe
we'll
need
for
our
new
shelter
that
we
anticipate
will
come
online
in
the
mid-year
of
2026..
G
So
we
have
four
divisions
in
the
development
services
department.
In
addition,
Administration
we
have
the
development
center,
which
is
our
largest
division
with
86
employees,
Animal
Welfare
with
60
employees
and
code
enforcement
with
40..
Overall,
we
have
195
employees
and
our
staff
and
our
department
really
interacts
directly
with
the
public.
A
lot
providing
services.
G
So
again,
our
largest
division
is
the
development
center
currently
managed
by
our
assistant
director
Ms
miles,
and
they
do
a
lot
of
inspections,
usually
between
120
30
inspections
a
year.
Of
course,
they
do
the
the
plan
reviews
both
commercial
and
residential,
they
issue
permits
and
licenses,
and
because
of
the
nature
of
what
we
do,
we
get
a
lot
of
inquiries
for
information,
public
information
about
20
percent
of
the
Cities
overall,
and
we
also
do
a
lot
of
cash
sharing.
We
actually
bring
in
about
14
million
dollars
in
Revenue
each
year,
but
we
also
cash
here.
G
G
G
So
there
are
a
couple
of
factors
with
electrical:
that's
really
sort
of
given
us
a
challenge
and
one
is
attracting
and
being
able
to
hire
staff.
All
those
different
building
groups
have
had
challenges
in
that
area,
but
electrical's
been
really
the
most
impacted,
we'll
have
vacancies
and
we
won't
even
have
any
qualified
candidates
that
we
can
hire.
So
we
did
recently
fill
one
position,
so
that's
just
been
an
ongoing
thing
for
us
and
and
again
once
filled
recently.
We've
have
another
current
vacancy.
G
The
other
thing,
that's
really
impacted
us
has
just
been
the
demand,
so
after
medical
marijuana
passed
and
we
started
doing
inspections
for
those
businesses
that
really
increased
the
demand
on
electrical
and
more
recently,
the
solar
permits
have
really
skyrocketed
on
us.
So
this
same
period
of
time,
July
1st
through
March
31st
a
year
ago,
we
had
286
solar
permit
applications
and
this
year,
for
that
time,
same
frame,
we'll
have
almost
1200..
G
So
each
one
of
those
requires
two
inspections,
a
a
rough
inspection
and
a
final
inspection.
So
that's
impacted
is
pretty
hard
too
I
do
want
to
say
this,
so
we
know
we're
behind
electrical,
but
we
really
try
to
still
be
responsive
to
our
customers.
So
when
somebody's
got
a
house
closing
something
that
they
need
has
to
be
done,
we'll
do
it.
We'll
prioritize
and
we'll
we'll
take
care
of
that.
D
I
would
just
add
to
that
too,
and
I
appreciate
Rick
and
the
team
staying
on
top
of
this.
Let's,
like
we
get
regular
reports
on
it,
we'll
add
this
position.
We
have
in
the
past
also
added
just
overage
positions
during
the
year.
If
we
see
that
we
can
find
another
position
that
we
could
get
filled
or
find
another
person
that
we
could
fill
a
position
so
we're
just
going
to
keep
monitoring
this,
we
want
to
work
to
get
back
to
where
we've
been
and
I
know
the
other
one
is.
D
It
provides
a
lot
of
stress
on
the
current
staff
because
they're
working
overtime
and
extra
hours
to
try
to
make
up
what
they
can
and
cover
this.
So
it's
something
we're
staying
in
tune
with
and
I
appreciate
all
the
extra
effort
to
try
to
address
this
with
the
challenges
with
Staffing
and
the
issues
we've
had
there,
but
also
just
with
different
pressures
that
they've
had
is
what
what
Rick
has
described
so
appreciate
the
extra
effort.
G
And
staff
has
worked
very
diligently.
They've
they've
worked
a
lot
over
time
and
we
appreciate
that
and-
and
we
try
to
stay
a
little
bit
in
tune
about
those
demands
we
make
on
staff
too
so
operational
efficiencies
for
the
development
center.
I
really
want
to
start
on
the
right
hand
of
this
chart
and
I
want
to
talk
about
our
Electronic
Services
that
we
provide.
So
we
provide
like
electronic
plan
review,
which
prevents
people
from
having
to
print
and
handle
and
move
a
lot
of
big
rolls
of
paper
and
with
electronic
review.
G
We
can
overlay
different
submittals,
so
we
can
easily
identify
the
changes
and
then
we
also
have
interactive
voice
response
and
select
text
which
are
both
ways
for
contractors
to
request
inspections
and
also
get
an
update
on
their
inspections
without
having
to
actually
talk
to
a
person,
and
they
can
also
do
that
off
hours,
which
is
it
which
is
enhanced
service
there.
Our
analyst
inside
mapping
system
is
a
sort
of
a
pictorial
view
where
our
Chiefs
and
inspectors
too,
can
see
where
our
inspectors
are
what
inspections
they're
assigned.
G
So
they
can
easily
make
adjustments
throughout
the
day
and
we
also
continue
with
live
video
inspections.
So
the
thing
about
live
video
inspections
isn't
that
we're
going
to
completely
move
away
from
in-person
inspections,
because
not
all
inspections
really
work
well
with
the
video,
particularly
building
or
Plumbing,
where
they
you
have
to
have
a
depth
of
field.
It
doesn't
work
real
well,
but
we
want
this
a
tool
that
everybody
has
so
they're
out
doing
an
inspection
in
person
and
something
comes
up,
some
distance
away
that
they
can.
G
They
can
get
on
their
tablet
and
do
a
remote
inspection
as
well.
So
it
doesn't
completely
replace
in
person,
but
it's
enhancement
to
our
service
and
then
the
other
thing
we're
doing
which
we're
really
excited
about
is
within
the
development
center.
We're
cross-training
staff,
and
it
isn't
just
that
we're
cross-training
within
the
program
or
the
the
section
that
they
work,
but
we've
got
people
that
have
worked
in
multiple
sections,
so
we're
re-cross
training
so
that
we
can
support,
for
example,
plan
review
with
somebody
from
our
permits
or
permits
back
to
supporting
plan
review.
G
So,
code
enforcement
as
directed
by
superintendent,
Chad
Davidson,
and
they
also
do
a
lot
of
inspections
and
they
issue
a
lot
of
notices.
They
remove
a
lot
of
illegal
signs
and
inoperable
vehicles
and
a
lot
of
junk
and
debris
and
we're
just
coming
into
the
Tall
Grass
season.
If
you've
noticed
I
noticed
driving
to
work
this
morning,
some
yards
that
probably
need
to
be
measured
because
with
all
that
rain,
when
it
warms
up
a
little
bit,
the
grass
is
really
going
to
grow.
G
G
So
one
of
the
important
measures
for
us
for
code
enforcement
is
the
percent
of
first
complaint-based
inspections
completed
within
four
days,
because
when
someone
makes
a
complaint,
they
they
want
us
to
be
responsive
and
we
also
want
to
be
responsive.
So
we're
definitely
on
an
upward
Trend
here
and
that's
that's
positive
news.
They've
had
some
staffing
challenges
as
well,
but
they're
doing
really
well
currently
in
90
percent
and
then
the
other
measure.
That's
really
important
to
us
is
the
code
violations
resolve
voluntarily?
G
No
one
wants
to
see
us
mostly,
and
we
want
people
to
enjoy
their
property,
so
if
we
can,
if
people
will
Abate
their
their
code,
violation
voluntarily,
that
helps
all
of
us-
and
it
also
puts
puts
less
stress
on
us
and
on
on
the
property
owner.
So
we
appreciate
this
upward
trend,
so
they're
operational
efficiencies,
we've
got
technology
here,
but
it's
kind
of
interesting
there's,
always
a
sort
of
tension
between
technology
and
and
the
personal
contact
and
in
this
case,
we're
enhancing
our
technology
to
help
us
with
our
personal
contact.
G
So,
instead
of
just
having
complaints
that
we
have
in
our
software,
we've
added
our
meat
residence
request
where
we
just
go
out
and
take
time
to
communicate
and
talk
to
our
our
property
owner
or
the
resident.
There
who's
got
questions,
and
then
we've
also
enhanced
our
software
tracking,
where
we
can
make
more
notes,
more
information
for
follow-ups
about
that
property
and
so
on
that
carries
over
into
our
process
and
procedures.
G
We're
cross-training
our
staff
there
as
well
more
of
our
clerical
staff,
we're
trying
to
enhance
how
our
how
our
customer
or
resident
communicate
back
with
us.
We
found
some
some
gaps
in
that
process
this
year,
so
we're
including
the
the
inspector's
name
and
contact
information
on
their
notice.
Also,
an
office
number
we're
managing
our
phone
calls
differently.
No
call
now
rolls
over
to
voicemail.
If
it's
during
our
business
hours,
someone
will
answer
the
phone
and
we've
also
expanded.
G
Our
certified
mailings,
we've
historically
mailed
out
what
we're
legally
required
to
being
certified,
but
we've
expanded
that,
so
we
can
track
better
the
communications
we're
sending
out
and
then
we've
also
streamlined
our
housing
inspections
with
the
dilapidated
and
it's
secured
with
with
some
more
with
employees,
with
more
expertise
in
those
areas.
Kind
of
handling
those
details.
G
G
This
was
an
unsecured
property,
unsecured
and
it
was
declared
abandoned,
which
is
now
someone
living
there.
It's
in
great
shape.
This
property
too,
was
a
unsecured
property.
Quite
a
difference-
and
those
are
those
are
some
positive
impacts
and
then
just
to
junk
and
debris
clean
up.
It
happens
in
one
day,
I'm
always
kind
of
amazed.
You
know
I
go
on
to
my
garage
to
clean
it
up
and
I
get
overwhelmed
and
I
just
go
back
inside.
G
So
our
contractors
do
a
great
job
of
sorting
through
all
that
and
cleaning
it
up
really
quickly
and
then
finally,
Animal
Welfare,
it's
managed
by
superintendent
John
Gary.
We
have
on
our
on
our
left.
We
have
vet
assistant,
Catherine,
Jay,
who's,
who's,
filling
pill,
packs
for
our
recent
health
issues
out
there
and
then
the
the
next
picture.
Next
to
that,
are
our
field
staff
very
dedicated,
it's
good
to
see
a
picture
of
them
together,
so
Animal
Welfare.
G
We
get
a
lot
of
a
lot
of
traffic
out
there
about
15
000
visitors
a
month
and
our
staff
complete
a
lot
of
service
calls
in
the
field,
and
we
run
between
20
and
21
000
animals
a
year
through
there,
which
I'm
going
to
talk
about
a
little
bit
more
here
in
just
a
minute,
but
we
we
try
to
save
as
many
animals
as
we
can
and
we
have
a
lot
of
volunteers.
G
A
lot
of
volunteer
support,
a
lot
of
community
support
so
on
that
it
really
shows
with
our
presentative
dog
and
cat
live
releases
as
well.
G
So
you
know
I'm
running
I'm,
running
out
of
room
here
in
my
chart
when
the
department
started
in
in
2009
I
think
we
were,
we
were
around
30
percent
live
release
rate
2007
is
a
25
live
release
rate,
so
we've
really
been
on
a
pretty
good
incline
there:
fiscal
year,
20
years,
21
is
kind
of
a
coveted
year
where
we
hit
the
90,
which
is
our
Target
and
we're
down
a
little
bit
this
year.
G
The
flu
outbreak
will
probably
bring
drive
this
down
a
little
bit
more,
and
then
we
had
some
pan
leukopedia
Pina
in
our
cats
last
summer.
That
also
has
impacted
this,
but
overall
staff
does
a
great
job.
They've
also
had
some
staffing
issues.
They
were
very
dedicated.
G
We
get
a
lot
of
Community
Support,
a
lot
of
Transfer
Partners
central
Oklahoma,
Humane
Society
is
really
big.
They
found
Bella
Foundation
is
really
big.
The
patrons
of
OKC
Animal
Welfare
is
really
big
and
Sean.
Shawnee
Mills
continues
to
provide
food
for
us,
so
it's
really
a
all
hands
on
deck,
but
they
do
a
good
job
and
we
appreciate
the
support
and
then
one
of
the
big
things
to
us
and
we're
really
pleased
about
this-
is
the
number
of
public
spay
neuters
performed.
G
G
That's
a
big
thing.
Tess
I
mentioned
that
you
know
we
we're
running
between
20
and
21
000
animals
a
year,
but
the
population
of
Oklahoma
City
keeps
going
up
and
we're
kind
of
hoping
when
we
started
this
program,
probably
about
2010,
that
it
would
put
us
out
of
business,
but
it
has
made
a
substantial
impact
because,
as
our
population
goes
up,
this,
the
number
of
animals
should
really
be
going
up
as
well,
and
it's
not
so.
We've
been
able
to
hold
that
pretty
consistently
for
a
number
of
years
around
that
20
to
21
000.
G
So
we're
really
pleased
about
that
operation
efficiencies
so
that
additional
funding
has
enabled
us
to
go
from
from
four
days
of
surgeries
for
Community,
spay
and
neuters
a
month
to
12.
and
again
our
sterilization
sterilizations
are
way
up
and
then
Animal
Welfare
just
has
a
really
big
presence
on
social
media.
They
try
to
be
very
transparent,
they've
got
multiple
Facebook
pages,
they've
got
an
Instagram
account
I,
think
they've
got
76,
000
followers
on
Facebook
and
last
fall.
They
started
a
tick
tock
account,
so
they
really.
G
They
really
try
to
get
word
out
and
they
also
use
that
to
communicate
with
foster
parents
and
with
volunteers
and
then
on.
The
right
here
are
veterinarians
and
I.
Think
we
it's
pretty
important
to
recognize
them.
April
29th
was
World,
Veterinary,
Day
and
so
staff
prepared
them
breakfast
and
they
revealed
their
new
offices
to
them.
Wasn't
a
new
office,
but
they
painted
them
and
got
them
new
desks,
and
we
really
appreciate
what
they
do.
G
These
veterinarians
are
really
competent
and
really
committed,
and
we
see
that
through
the
canine
flu
outbreak
that
we
had,
you
know
we
had
a
disease
spreading
rapidly
through
the
shelter.
We
really
didn't
know
what
it
was
initially
until
we
got
testing
back
and
we
lost
five
dogs
initially,
but
over
the
47
days
we
were
closed.
We
that's
all
we
lost,
we
didn't
lose
any
more
dogs,
so
they
they
worked
really
hard.
G
All
the
staff
out
there
worked
really
hard
and
we
reopened
to
the
public
over
this
weekend
for
Mother's
Day
and
we
adopted
out
153
dogs,
so
we
we
were
close
to
the
public
for
the
first
time
that
we're
aware
of
and
then
with
the
adoptions.
This
weekend
we
were
under
capacity
on
dogs
for
the
first
time,
but
anybody
could
remember
so
coming
off
of
this
kind
of
dark
period
of
of
the
canine
flu.
G
G
G
So
we
can
help
people
get
their
pets
back
if
they
get
lost.
The
pet
food
bank
is
really
to
help
people
keep
an
animal
in
their
home
if
they,
if
they
get
stressed
financially,
we
give
out
about
12
000
pounds
of
free
pet
food
a
year,
and
then
we
do
low-cost
vaccine
and
microchips
clinics
with
okay
Humane
and
the
Bella
foundation
and
the
patrons
of
Oklahoma
City
animal
welfare
and
animal
fair.
G
G
The
Staffing
increases
I
think
really
address
some
of
our
our
key
issues
that
that
we
have
that
need
addressing
and
so
we're
looking
forward
to
the
positive
impacts
that
those
added
positions
will
will
do
so
and
again,
I
appreciate
our
staff
Citywide
very
dedicated,
hard-working
once
again
interconnect
with
the
community
on
a
daily
basis.
So
if
you
have
any
questions,
I'll.
F
I
know
you're
working
really
hard
on
improving
electrical
inspections
and
I.
Thank
you
for
that,
and
you
mentioned
the
challenges
of
finding
inspectors
and
then
the
pressures
with
the
solar
energy
inspections
and
then
the
medical
marijuana
inspections
as
to
the
medical
marijuana.
Is
that
increasing
those
inspections
or
is
it
on
the
decline?
No.
G
It's
on
the
decline,
okay
and
in
fact
the
law
changed.
So
initially
we
had
to
inspect
every
marijuana
business
every
year,
and
so
now
we
only
have
to
inspect
the
the
new
ones
that
do
for
initial
inspection.
So
well
that
was
tapering
off.
We
were
looking
forward
to
that
and
then
the
solar,
the
solar
head
and
they're
going
door-to-door
selling
solar
at
a
person
at
my
door
over
the
weekend.
So
good.
H
Thanks
well
thanks
for
asking
that
question:
councilman,
that's
very
helpful.
H
Okay,
so
I'm
really
happy
to
hear
about
this
additional
hundred
thousand
dollars
for
the
spay
and
neuter
Boyd
and
I
have
been
talking
when
I
was
knocking
doors
in
the
new
part
of
the
of
word
two,
and
this
was
something
I
think
we've
already
Maybe
reached
out,
or
you
know,
or
we
were
going
to
and
then
the
flu
hit,
and
so
we
were
like,
let's
not
I,
point
being
it's
time
to
bring
this
up
in
public
to
kind
of
get
your
opinion
and
your
help
when
I
was
knocking
doors
right
off
of
23rd
and
Meridian
behind
Windsor
Lanes
bowling
alley.
H
There
is
this:
like
horseshoe
of
a
street
over
there
called
Harlow,
you
blink
and
you
miss
it.
But
there
was
an
older
gentleman.
H
There
lived
there
his
whole
life,
his
family
used
to
have
furniture
stores
in
Winter
back
in
the
50s
and
stuff,
but
when
I
walked
and
met
him,
the
cats
cats
I
am
telling
you
I,
don't
know
that
I've
seen
as
many
cats
there
and
very
friendly
and
I
talked
to
Jack,
the
resident
and
I
was
like
what
are
all
these
cats
doing
here,
and
his
theory
of
the
case
is
that
there's
an
apartment,
complex
right
off
of
23rd
and
people
will
get
cats
and
then
not
be
able
to
take
care
of
them
because
of
financial
hardships,
and
so
now
these
cats
end
up
behind
the
apartment,
complex
and
they're,
just
all
living
there
along
Harlow
and
I'm,
telling
you
I
I,
would
easily
say
two
dozen
cats
easily
and
again
the
most
friendly
cats
I
have
met,
except
for,
of
course,
my
cat
Marion.
H
But
that's
just
that's
that's
personal
bias
and
facts.
What
can
we
do
about
this?
Like
specifically
that
area
but
I
already
saw
you
know
councilman
Hinkle
nodding
his
head,
which
means
I'm
guessing
there
are
probably
other
places
across
the
city
when
I
first
brought
this
up
to
Boyd.
He
said
well,
but
we
just
don't,
have
the
capacity
to
be
able
to
go
out
and
do
that
sort
of
work,
but
we've
got
to
think
of
something
I
mean
this
has
been
going
on,
I
mean
Harlow.
H
When
you
see
it
on
a
map
is
just
like
again.
This
super
small
street
that
had
I
not
been
out
there
knocking
doors
I,
don't
think
you
know
and
I
don't
think
Jack
who's
such
a
good
guy
would
have
even
thought
to
reach
out
to
us
about
it.
So
what's
possible,
there
I'm
happy
to
talk
offline
more
about
it
but
I'm.
Guessing
again,
this
is
a
bit
more
of
a
city-wide
thing
and
I'm
wondering.
Is
it
going
to
take
private
Partnerships
to
help
us.
G
H
That's
wonderful
because
we
were
really
successful
in
Paseo
there
10
years
ago
there
had
been
just
this
one
cat,
he
sure
did
love
all
the
other
cats
and
it
was
just
like
generation
after
generation,
and
you
know,
unfortunately,
as
you
very
well
know,
from
this
work,
so
many
of
those
litters
of
kittens
would
pass
away
because
they
just
didn't
have
the
kind
of
support
that
they
needed,
but
eventually
we
were
able
to
through
the
capture
and
release
program.
H
H
I
think
my
other
question
for
you
all.
All
three
departments
are
the
following
one:
what
can
we
do?
I
know
when
we
had?
It
was
some
zoning
case
that
came
to
council
a
couple
months
ago.
H
Oh,
it
was
about
the
oak.
There
was
some
extra
stuff
about
the
oak
development
one
do
we
have
any
updates
yet
on
those
site?
Maps
I
believe
we
call
them
in
terms
of
their
I
think
we
talked
about
briefly
putting
additional
language
on
there
in
terms
of
language
like
different
languages
that
could
go
on
there.
So
that's
my
first
question.
D
I'll
I'll
check
with
Jeff
and
see
if
we've
got
anything
more
on
that
I,
don't
know
if
I
don't
have
an
update
on
it
right
now.
Okay,.
H
And
then,
secondly,
I'd
like
to
see
and
I
know
we
just
hired
this
Chief
Innovation
officer,
so
I
don't
have
the
answer
here,
but
I'm
thinking
between
the
three
various
departments.
H
Well,
I,
guess
it's
more
development
services
and
planning
here,
I'd
like
to
figure
out,
for
instance,
like
a
zoning
education,
video
I
know
that
when
public
information
made
one
for
streets
and
that
funding
in
the
system
of
government
I
shared
that
and
on
social
media
and
people
loved,
it
like
they
were
like
I,
had
no
idea
what
a
pavement
condition
index
was
until
that
moment,
I
mean
it.
They
were
very
thankful
and
I
suspect
something
similar
would
happen
if
we
were
able
to
create
some
sort
of
video,
but
I'm
also
open
to
other
things.
H
G
I
I'm,
if
I
may
I
think
to
the
point
of
what
you're
saying
for
code
enforcement
I
think
a
video
would
be
very
appropriate.
J
I
People
to
understand,
if
your
grass
is
this
high,
this
is
why
we're
coming
to
see
you
if
your
gas,
you
know
just
showing
people
the
differences
and
I
I'm.
Sorry
to
take
your
time,
but
I
want
to
thank
you
all
for
going
back
to
the
drawing
board
and
looking
at
how
we
make
these
notices
and
our
connections
to
those
residents,
because
there
has
been
a
disconnect
and
some
miscommunication
and
and
I
appreciate
you
all
taking
responsibility
for
that
and
saying.
I
For
you
all,
as
far
as
that
connection
to
the
resident
that
we're
creating
a
space
to
explain
what
this
looks
like
for
those
residents
as
well,
because
you
all
are
the
the
interaction
to
our
communities
and
to
our
neighborhoods
first,
especially
with
those
code
enforcement
inspectors
that
come
whether
we
see
them
or
not,
because
a
lot
of
them
are
like
Batman
and
Robin,
they
just
drop
it
and
they're
gone
because
I've
seen
it
myself.
It's
like.
Where
did
they
come
from?
I
still,
don't
know,
I
didn't
see
them.
I
So
if
we
are
able-
and
even
if
there's
a
way
of
communication
for
people
to
just
know,
not
to
know
exactly
their
name,
but
maybe
just
a
picture
or
vision
of
who
they
are,
you
know
what
they
do.
What
Their
day
looks
like,
because
that's
also
a
concern
for
I
know
the
folks
that
I
represent
that
I
always
get
concerns
about
code
enforcement
and
what
they're
doing
and
how
they're
coming
into
communities.
So
if
from
me,
that
would
be
the
helpful
piece
that
I
would
ask
for.
H
So
glad
you
said
that,
because
that
was
I
agree
and
to
councilman
Stone
ciphers
earlier
comments
on
the
electrical
part
when
I
talk
to
developers,
particularly
in
the
urban
core,
that
electrical
work.
That
is
like
the
number
one
thing
they
bring
up
to
me
so
I
think
anything
we
can
do
like
the
way
you
all
have
that
in
that
graph
right
there
I
think
it
would
probably
be
helpful
to
educate
folk
on
that
process,
maybe
even
be
able
to
educate
them
on
the
whys.
H
In
terms
of
why
we're
behind,
because
on
the
streets,
video
that
we
made,
we
didn't
just
make
some
glossy
thing.
That
said
like
look,
this
is
the
streets
process
and
isn't
it
great,
it
actually
explained
in
there
the
kind
of
whys
in
terms
of
why
we're
behind
and
again
people
really
appreciated
that,
but
I
think
additionally,
in
terms
of
like
kind
of
walking
people
through
that
process
of
You
Know
What,
To,
Expect,
When,
You're,
Going,
Through,
the
the
construction
process
and
that
sort
of
thing
I
think.
H
Additionally,
we
need
to
be
anticipating,
with
like
the
Henrietta
B
Foster
Center,
coming
online,
the
existing
Kiva
program,
that's
starting
to
connect
people
to
entrepreneur,
kind
of
entrepreneurial
dreams.
I
think
we
need
to
anticipate
that
over
the
next
decade
or
two
we're
going
to
have
more
residents
becoming
these
sort
of
small
business
owners,
and
this
is
our
opportunity
to
go
ahead
and
kind
of
lay
out
that
process
of
here's.
H
D
K
So
with
that,
we'll
I'll
walk
you
through
our
proposed
budget,
starting
with
our
our
mission
to
guide
growth
and
development
of
our
vibrant
City
in
a
sustainable
way
to
ensure
that
our
current
and
future
residents
and
businesses
can
thrive.
K
So,
as
you
can
see,
the
general
fund
is
a
is
a
relatively
small
portion
of
our
budget
about
10
percent.
The
bulk
of
the
Department's
budget
comes
from
that
54
million
in
federal
grants,
and
that
supports
the
program's
centered
in
the
Housing
and
Community
Development
Division,
and
that
this
amount
fluctuates
from
year
to
year,
as
we
try
to
maximize
the
amount
of
Grant
dollars
and
support
programs
by
being
as
efficient
as
possible
with
administrative
costs,
the
number
is
a
little
higher
than
usual.
K
We've
been
spending
about
about
three
three
and
a
half
million
per
year
on
covid
additional
funds
that
we've
been
receiving
for
the
past
three
years
or
so
so,
just
one
more
thing
to
point
out
here:
the
grants
management
fund
is
the
total
available.
So
it's
not
something
that
that
we
spend
in
a
given
year.
K
These
These
are
multi-year
funds
that
will
spend
out
anywhere
from
one
to
seven
years
over
time,
but
this
is
kind
of
a
snapshot
of
what's
what
is
currently
available,
that
we'll
be
spending
out
over
time
so
and
speaking
of
Brands,
we'll
just
wanted
to
give
you
kind
of
an
overview
of
So
within
the
grand
Slide
line
line
item
this
pie.
Chart
shows
you
the
major
categories
there.
As
you
can
see,
the
Community
Development
block
grant
is
29.
K
That
makes
up
the
bulk
of
our
our
grant
funds
and
those
are
those
funds-
are
there's
a
lot
of
flexibility
there
we
can
use.
Then
we
have
the
home
funds,
22
percent
Continuum
of
Care,
which
supports
our
homelessness
programs.
K
Brownfields,
coveted
related,
Awards
youth,
homelessness,
demonstration
project,
we're
excited
about
that's
a
new.
We
have
an
infusion
of
funds
available
for
that
housing
opportunities
for
person
with
AIDS,
and
finally,
we
have
some
other
grants
that
that
are
available
as
well,
so
Department
structure.
K
Last
year
we
added
the
subdivision
and
Zoning
division
that
transferred
over
from
development
services
and
so
right
now
we
as
proposed
the
planning
department
budget,
will
have
61
employees
working
in
five
divisions.
K
The
subdivision
and
Zoning
division
led
by
Sarah
Welch
processes,
development
applications
for
the
Planning
Commission
Board
of
adjustment,
and
it
provides
consultation,
developers,
applicants
and
residents
the
plan,
development
and
implementation
division
led
by
Kim
cooperhart,
develops
plans
and
studies
like
plan
OKC
bike,
walk,
OKC,
affordable
housing
study,
the
Downtown
Development
framework
and
others.
K
This
division
also
houses
the
neighborhood
and
Commercial
District
revitalization
program
and
the
city's
Transportation
Planning
program.
And
finally,
we've
mentioned
the
Housing
and
Community
Development
Division,
led
by
Chris
Barca
who's
here
today,
and
this
is
our
largest
division.
As
I
said,
manages
federally
funded
Grant
programs.
K
So
to
highlight
our
budget
changes
and
some
of
our
our
ongoing
programs,
the
special
program
coordinator,
overseeing
homelessness.
This
is
a
change
that
actually
has
been
made
want
to
formalize
in
the
Budget
moving
this
position
to
the
city
manager's
office,
which
has
been
taking
point
on
homelessness
issues.
We
have
several
homelessness
homelessness
staff
that
remain
in
the
planning
department
and
we'd
like
to
add
an
associate
planner
to
the
homeless
program,
and
this
will
be
housed
on
that
second
bullet
there.
That
will
be
housed
in
the
planning
department.
K
So
the
position,
the
new
position
will
work
with
Lindsey
Cates,
who
is
the
special
program
coordinator
to
work
on
the
homeless,
Street
outreach
program,
some
of
our
encampment
rehousing
programs
and
so
and
so
on.
A
lot
of
things
to
work
on
a
lot
of
good
work
to
be
done.
There
I
mentioned
so
transitioning
to
this.
The
key
to
home
is
what
we're
calling
the
encampment
rehousing
initiative
and
this
budget.
K
The
largest
request
in
this
budget,
is
for
that
two
million
dollars
that
you
see
there
in
front
of
you
and
that's
where
the
key
to
home
and
Cam
and
rehousing
initiative,
and
that
was
discussed
at
the
recent
Council.
Oh
sorry,
the
recent
Council
workshop
on
April
4th
and
at
that
Workshop,
a
plan
was
presented
for
this
initiative,
which
aims
to
reduce
chronic
unsheltered
homelessness
by
75
percent
in
two
years.
K
So
this
represents
a
portion
of
the
funding
needed
for
that
initiative.
Other
Federal
sources,
such
as
home
ARP
era,
will
be
leveraged
as
as
well
as
private
sources
and
the
second
bullet
there.
We
we
proposed
increased
funding
for
the
commercial
District.
Revitalization
program
of
thirty
thousand:
this
program
has
been
around
for
more
than
a
decade
and
it's
important
to
the
growth
of
the
city,
because
it
encourages
investment
in
these
older
commercial
districts
that
are
important
to
keep
thriving
and
the
number
of
districts.
In
this
program.
K
K
K
K
K
So
we
try
to
align
our
budget
with,
of
course,
Council
priorities
and
the
community's
vision
and
goals,
as
expressed
in
the
plans
I
mentioned
earlier,
and
so
we
use
our
our
strategic
business
plan
to
set
the
path
and
help
us
accomplish
those
goals.
K
The
first
issue-
Community
Development
our
business
plan,
calls
out
specific
things
that
contribute
to
declining
Community
vitality
that
can
impact
our
City's
ability
to
provide
services
and
attract
Economic
Development.
So
these
issues
include
crime,
poverty,
homelessness,
public
health,
education,
insufficient
quality,
affordable
housing,
the
Community,
Development
and
Social.
Services
programs
help
us
combat
these
issues
and
can
impede
further
Decline
and
deterioration
of
our
neighborhoods
and
business
districts.
K
K
So
here's
one
of
our
measures
that
we
look
at,
and
this
is
an
important
one-
we've
talked
a
lot
about
Supportive
Housing
recently
in
the
context,
in
the
context
of
homelessness.
K
So
this
particular
measure
the
percent
of
people
who
were
who
were
formerly
homeless,
who
remain
in
permanent
housing
for
more
than
six
months.
So
we
we
follow
these
individuals
that
have
been
housed.
We
want
to
make
sure
that
that
takes
that.
That
is
permanent,
that
they're
not
just
back
out
on
the
street,
and
we
do
pretty
well
here.
We
we
do
quite
a
bit
better
than
than
the
national
average,
which
is
around
75
percent.
So
we're
happy
with
that.
We
want
to.
K
K
So
this
means
moving
clients
into
permanent
housing
and
providing
for
these
Supportive
Services,
and
that's
of
course,
as
you
all
know,
our
approach
which
we've
had
for
about
a
decade
or
so
of
housing.
First,
so,
rather
than
having
kind
of
barriers
that
people
need
to
meet
in
order
to
get
into
housing,
we
get
them
housed,
and
then
we
provide
services
and
try
and
stabilize
help
them
stabilize
their
lives
and
remain
in
housing.
K
So
we're
happy
to
see
that
this
this
measure
is
doing
well
and
we
hope
to
see
it
get
even
better.
K
K
However,
that's
something
that
we
have
our
eye
on,
because
it
has
declined
a
little
bit
over
the
past
in
recent
years,
and
you
know
there
could
be
any
number
of
reasons
for
that,
but
we
we
hope
that,
over
over
the
long
term,
through
our
community
revitalization
efforts
that
we
can
see
that
go
up
and
then
the
next
one,
the
percent
of
residents,
satisfied
with
the
appearance,
appearance
of
the
city.
Again,
we've
seen
a
little
bit
of
a
slide
back
there.
So
we
have
our
eye
on
that.
K
We're
working
the
appearance
of
the
city
could
be
any
number
of
things
that
people
have
in
mind
probably
includes
the
concern
that
that
our
public
has
expressed
lately
with
homeless
camps
and
and
litter,
which
is
something
that
we
have
been
putting
a
lot
of
effort
into
in
recent
months
and
over
the
past
year
or
two.
So
the
the
hope
is
that
those
efforts
will
bear
fruit
and
those
numbers
will
be
able
to
go
back
up
in
the
near
future.
K
K
A
growing
city.
A
city
is
in
constant
need
of
of
maintaining
its
Vitality,
improving
these
older
neighborhoods,
making
sure
that
that
they
they
don't
stay
down,
that
the
the
cycle
continues
and
and
and
we
have
improvements,
so
we
try
to
avoid
Urban
Decay
Urban
decline.
It
is
inevitable
to
some
degree,
but
you
want
to
you,
want
to
have
that
cycle.
Go
back
up
in
a
given
neighborhood
and
have
reinvestment,
so
people
can
remain
in
a
vibrant,
City,
live
close
to
their
jobs,
live
close
to
good
quality
city
services,
Parks
amenities
and
so
forth.
K
So
with
that
here
are
some
LFR
measures
that
we
track.
This
particular
one
is
the
changes,
the
percent
of
participating
commercial
District,
revitalization
program,
districts
that
will
maintain
or
increase
total
property
value.
So
what
this
is
telling
you
is
13
out
of
our
14
districts.
Right
now
are
maintaining
or
increasing
their
overall
property
value
so
that
that's
an
indicator
of
success
for
us
tells
us
that,
as
you
can
see
over
time,
that
number
has
been
increasing.
So
our
goal
is
100
and
we're
getting
close
to
being
there.
K
Another
LFR
measure
that
we
track
related
to
this
is
the
percent
of
residents
satisfied
with
their
neighborhood's
attributes,
and
this
is
again
from
the
community.
The
citizen
survey
that
we
do
our
goal
for
all
these
measures
is
65.
You
can
see
represented
by
that
red
line
there
and
we're
we're
doing
we're
exceeding
our
goal
in
seminaries
and
not
so
much
in
others.
So
we
have.
K
We
have
work
to
do
for
amenities
and
sense
of
community
and
and
Property
Maintenance,
so
that
that's
something
that
we
track
over
time
and
we've
actually
increased
our
Target
used
to
be
a
little
lower.
So
we
do
see
some
improvement
over
time.
K
Finally,
the
third
issue
we
have
is
sustainable
growth.
So,
as
we
Implement
our
comprehensive
plan
which
covers
all
of
this
ground
that
we've
discussed
today
and
Implement
those
strategies,
we
we
hope
to
see
Improvement.
K
K
So
it's
the
older
areas
of
the
City
generally
speaking,
and
if,
if
we
can
see
some
continued
investment
in
that
area,
then
I
think
we're
doing
we're
doing
well,
and
you
can
see
again,
you
know
the
usual
fluctuation
these
days
with
covid
and
some
of
the
numbers
you've
seen
it's.
You
know
it's
sometimes
a
little
tricky
to
to
tease
out
a
trend,
but,
generally
speaking,
we're
doing
well.
K
Our
Target
is
is
about
has
been
around
20
in
the
20
range,
and
our
trend
has
been
just
a
little
bit
below
that.
So
we
we
want
to
continue
to
see
this.
Of
course,
if
not
go
up
stay
stay
the
same
as
our
city
grows.
That's
important
to
us.
We,
we
have
an
ever
increasing
urban
area,
and
so
it
will
naturally
be
more
difficult
to
maintain
this
number.
But
the
fact
that
we
have
so
much
development
happening
in
the
core
is
is
definitely
a
good
thing
for
our
city.
K
The
last
I
think
this
is
the
last
measure.
Yes,
it
is
that
that
will
cover.
This
is
the
increase,
the
percent
of
commute
trips
made
by
walking
bicycling
or
public
transportation.
K
So
it
fluctuates
around
two
percent,
which
is
a
low
number.
If
we
look
at
comparisons,
for
example,
Tulsa
is
at
2.1
Nashville.
The
same
Indianapolis
is
four
percent,
so
that's
double.
What
we
have
Albuquerque
is
also
roughly
double
4.6
in
Kansas
City,
at
4.6,
San,
Antonio
4.7,
and
for
reference
Chicago.
A
major
older
city
is
like
33
34
Nationwide,
it's
7.7,
so
we're
definitely
on
the
low
end,
and
we
have
we
have
work
to
do.
K
The
good
news
is,
of
course,
you're
all
aware
that
we
have
brt
lines
going
in
funded
by
maps
for
a
planning
process.
We
have
the
Regional,
Transit
Authority,
doing
good
work,
and
so
there's
a
lot
to
be
excited
about.
We
have
a
new
brt
line
going
in
on
Classen.
We
have
a
lot
of
new
bike
Lanes
coming
to
kind
of
after
a
long,
Planning
and
Development
process
you're,
seeing
a
lot
of
green
paint
these
days
being
put
down.
K
So
this
kind
of
measure
is
something
that
takes
a
while
to
to
see
notable
improvements
in,
but
we
expect,
as
these
things
come
online
and
people
get
more
comfortable
biking,
walking,
riding
brt
that
we'll
see
us
get
closer
to
some
of
these
other
peer
cities
that
I
mentioned
so
that
we're
excited
to
see
what
what
can
happen
there
and
we'll
be
tracking
this
number
to
to
see
what
happens
in
in
years
to
come.
K
K
H
So
does
that
mean
okay,
maybe
I'm
glad
you're?
H
Well,
thanks
for
your
report,
I'm
glad
that,
on
your
report,
you
all
mentioned
Kim
the
appearance,
Community
appearance,
because
that
was
what
I
was
wanting
to
bring
up
earlier
when
development
services
were
speaking,
have
we
looked
into
I,
know
in
maps,
for
we
have
the
beautification
dollars
and
and
there's
an
operating
component
of
that
like
small
I,
think
it's
like
you
know
five
million,
but
have
we
looked
into
what
it
would
eventually
cost
the
city
to
increase
our
budget
when
it
comes
to
the
ongoing
landscaping
and
maintenance
of
at
least
I
would
settle
for
arterials
I
I
wanted
in
neighborhoods,
but
I
I'd
settle
for
arterials
being
able
to
do
you
know,
for
instance,
the
sidewalks
right
someone
mentioned
to
me
the
other
day,
while
they
were
happy
to
see
the
sidewalk
that
were
that
we
put
in
on
Northwest
Expressway
connecting
the
brt
station
at
Penn
to
connecting
a
pedestrian
to
Belle
Isle
Library
they
mentioned
like
they
were
disappointed
that
we
didn't
put
any
trees
or
Landscaping
along
the
sidewalk
and
I
said
well
good
news,
we're
heading
that
direction.
H
That's
something
Embark
and
I
are
very
much
working
on.
We
did
a
whole
study
on
where
utilities
are
and
so
that
that
calmed
them
down
there,
but
then
that
got
me
thinking
that
there
are
so
many
places
where
we
have
installed
better
Street,
safer
city
sidewalks,
we're
about
to
do
more
of
the
same
when
it
comes
to
Maps,
four
but
I.
Think
a
missing
component
with
those
sidewalks
has
been
Landscaping
alongside
them.
That
guides
The
Pedestrian
through
an
aesthetically
pleasing
psychologically
enhancing
experience.
H
Have
we
started
to
look
into
what
sort
of
cost
it
would
be
to
do
I'm
talking
shrubbery
by
the
way,
I'm
also
talking
native
plants
and
trees,
things
that
would
reduce
the
city's
need
to
do
the
the
watering
and
the
maintenance
but
I
just
think
we.
We
really
need
to
look
at
landscaping
and
maintenance
as
part
of
that
beautification,
and
have
we
yet
and
can
we.
K
Yes,
we
so
for
for,
for
that
sort
of
thing,
Landscaping,
the
addition
of
trees.
There
are,
of
course,
a
lot
of
ways
that
the
city
tries
to
accomplish
that
through
Street
enhancements
of
varying
funding
sources,
and,
of
course,
you
mentioned
that
before
we
and
tree
cover
is
important,
for
so
many
reasons
not
just
for
beautification,
but
to
provide
shade
and
comfort
for
pedestrians
to
encourage
pedestrian
activity.
K
Also,
I
wanted
to
just
plug
we're
doing
a
I
mentioned
T.O
Bowman
in
the
office
of
sustainability.
Earlier
they'll
be
working
on
a
study
with
ou
this
summer
to
to
measure
the
the
the
temperatures
as
as
it
gets
really
hot
here,
and
it
gets
extra
hot
because
of
lack
of
tree
cover
and
the
increased
pavement
that
we
have.
So
that's
something
that
we
were
interested
to
see
the
results,
because
we
want
we
feel
like.
K
We
know
that
the
urban
heat
island
is
a
thing
to
the
extent
that
we
can
plant
additional
trees
and
additional
Landscaping
to
offset
all
the
additional
pavement
that
we
that
just
comes
with
being
a
city.
That's
going
to
be
a
good
thing.
It's
always
a
challenge
to
to
come
up
with
a
way
to
maintain
those
because,
as
as
we
see
just
in
downtown
with
project
180
trees
have
trees
die
for
various
reasons
they
don't
and
so.
There's
there's
replacement
costs.
K
There's
watering
costs,
there's
there's
it
is
a
costly
I
know
that
you
know
that's
a
concern
that
we
always
have,
and
so
we
try,
when
we
do
a
street
enhancement
project
to
partner
with
business,
Improvement
districts
or
organizations
that
can
maintain
that,
because
it
is
so
it's
costly
and
it
just
requires
a
lot
of
Manpower.
So,
but
having
said
that,
it
is
something
that
we
that
we
want
to
focus
on.
K
The
planning
department
has
more
in
mind,
I,
think
now
and
making
sure
that
that's
part
of
Street
enhancement
efforts
that
we
do
and
costing
those
appropriately
it's
it's
difficult
because
Street
enhancement,
you
know
you
want
to
get
as
much
sidewalk
as
possible,
and
so
it
comes
down
to
well.
Do
we
put
in
more
sidewalk
or
do
we
do
we
plant
trees
and
Landscaping?
Instead,
that
means
we
can
get
less
sidewalk.
So
it's
it's
tough
to
make
those
calls
so,
and
you
know,
there's
there's
no
there's
no
easy
answer.
There.
K
I
think
it
just
comes
down
to
the
the
corridor
that
you're
working
on
at
the
moment,
the
need
for
sidewalk
versus
Landscaping.
So
that's
it's
something
that
we
need
only
to
keep
in
mind
the
playing
Department
everybody
who's,
making
those
decisions,
whether
it
be
maps
for
funding
or
Bond
funding.
How
do
we
prioritize
appropriately
the
the
landscaping
and
the
trees?
K
For
you
know
human
health,
shade
and
and
the
appearance
that
people
want
to
have
yeah
and
I
agree.
D
With
what
Jeff
is
saying,
I
think
when
we
look
at
it.
Probably
what
we're
more
likely
to
see
is
on
Gateway
areas
like
what
we're
doing
with
the
beautification
projects
and
corridors
as
opposed
to
like
everywhere,
I
think
really,
when
we
look
at
it
right
now,
the
priority
is
to
get
more
sidewalks
available,
and
that's
really
where
we
put
more
of
our
Capital
funding.
In
addition
to
that
would
be
that
long,
ongoing
Capital
maintenance
or
the
maintenance
that's
required
on
Landscaping,
so
I
think
we'd
have
to
be
careful
exactly
how
we
do
that.
D
So
I
think
trying
to
balance
that
to
hit
those
primary
those
key
areas
that
are
more
visible,
that
we
would
try
to
focus
in
those
first,
but
I
think
it's
balancing
that
with
how
much
we're
investing
in
capital
get
more
sidewalks
and
then
what
that
maintenance
cost
is
in
our
ability
to
be
able
to
manage
that.
So
I
think
it's
something
that
we
have
to
look
at
as
we
move
along
within
the
programs.
This.
H
Is
something
then
heading
into
the
next
one
I
hear
all
that
I
do
as
I
hear
it,
though
I'm
look
in
my
mind
at
May
Avenue
from
Northwest
Expressway
to
Wilshire
right.
We
just
put
in
really
nice
new
sidewalks
from
63rd
to
Wilshire
on
both
sides
of
the
road,
but
the
problem
with
those
sidewalks
is
and
I'm
talking,
like
use
your
imagination,
be
very
specific
in
your
mind.
H
Right
now,
look
at
over
there
where
I
think
it's
natural
grocers
and
then
we're
Vintage
Stock
that
sort
of
area
those
sidewalks
are
so
they're
right
up
against
a
four-lane,
May
Avenue
right
up
against
it,
and
so,
when
you
look
at
a
2.1
or
whatever
percent
a
pedestrian
people
who
are
using
pedestrian
means
to
move
around,
it's
they're
not
doing
it,
and
it's
kind
of
a
national
problem
too.
H
But
I
I
can't
focus
on
the
rest
of
the
country,
they're,
not
using
them
as
much
because
when
to
your
point
Jeff
when
we
don't
have
the
the
trees
and
the
Landscaping
alongside
those
sidewalks.
But,
very
importantly-
and
this
is
some
constructive
criticism
about
the
ones
on
May
when
they're
not
in
between
the
road
and
the
sidewalk,
a
pedestrian
does
not
feel
safe
and
so
I
hear
the
Gateway
and
I'm
glad
we
I
know
we
got
to
start
somewhere,
I
guess
what
I'm
asking
is.
H
D
But
if
we
had
a
billion
dollars
that
could
go
in
there
we're
going
to
have
two
billion
dollars
in
projects
or
a
billion
and
a
half
dollars
in
projects
when
we
start
narrowing
it
down
those
mean
two
things
that
we'll
look
at
is
one:
how
do
we
maximize
our
Capital
dollars
and
then
to
minimize
ongoing
operating
costs
or
manage
ongoing
operating
costs?
Both
of
those
will
come
together
to
make
it
difficult
to
do
this
broadly
I
mean
just
realistically
so
I
think
you
know.
D
H
Then
I
can't
let
this
go
quite
yet
because
again,
when
I
think
of
May
Avenue
I'm
also
think
thinking
of
a
neighborhood
like
Lakehurst,
who
has
gone
out
of
their
way.
They
do
landscaping
along
May
Avenue
out
of
their
own
funds,
and
I
was
just
talking
to
one
of
their
residents
about
this
the
other
day
is
it,
then
that
could
we,
the
sidewalks
and
bike
Lanes
we've
installed
so
far
with
better
streets
and
in
anticipation
of
the
maps
forward?
H
Can
we
review
what
we
the
work,
we've
already
done
and
then
ask
ourselves,
and
you
mentioned
I-
think
we
have
a
landscape
architect.
For
instance,
can
they
go
look
at
those
places
to
see
what
enhancements
could
be
and
even,
if
I
hear
what
you're
saying
city
manager,
even
if
it's
not
entirely
that
we're
able
to
put
a
whole
bunch
of
money
in
the
next
Bond?
H
Can
we
at
least
articulate
these
needs
and
then
do
these
private
Public
Partnerships,
where
we
can
reach
out
to
the
different
non-profits
to
be
able
to
say,
hey,
here's
where
the
city
we've
gotten
us
this
far,
but
we're
really
going
to
need
your
help.
Private
sector,
non-profit
sector,
because
I
don't
know
that
we've
really
engaged
them
at
that
level
to
to
articulate
our
needs
along
these,
these
Investments
do.
D
You
follow
what
I'm
saying
I
mean
it.
It
really
becomes
kind
of
a
partnership
where
a
lot
of
times
it
maybe
works
the
other
direction,
we'll
have
a
neighborhood
or
a
group
reach
out
to
us
and
say
hey.
We
would
like
to
do
more.
Landscape
have
more
Landscaping
here,
we're
willing
to
maintain
that
and
when
we
can
work
in
those
Partnerships
that
helps
us
to
do
that.
D
I
just
still
think
we
are
so
spread
out,
have
so
much
land
that
it's
it's
probably
going
to
be
more
for
us,
it's
going
to
be
better
rather
than
trying
to
look
at
everywhere.
We
could
do
this.
Try
to
focus
in
like
what
we've
got
with
the
beautification
projects,
with
maps
on
those
Corridor
areas
on
those
Gateway
areas.
First,
I
just
think
it's
going
to
be
more
realistic
to
do
that,
but
I
think
there
are
opportunities
for
Partnerships
and
we'll
continue
to.
You
know
look
at
that
as
we
as
we
see
the
opportunities
being
there.
D
H
Well,
I'll
continue
my
advocacy
on
this
because
I'll
also
note,
as
I
was
hearing
these
presentations,
it's
not
just
drainage.
It's
not
just
cleaner
air.
The
landscaping
and
Trees
lead
to
significant
reductions
in
crime,
and
so
when
you
see
these
results
that
you're
showing
us
where
residents
are
saying
to
us
that
they
have
concerns
about
safety
and
they
have
concerns
about
parents.
They
are
tied
together
and
that's
why
I
can't
drop
this,
because
when
I
hear
people
talk
about,
we
got
to
do
something
about
crime
and
let's
have
more
police
officers.
It
turns
out.
H
It
really
is
about
investing
in
the
appearance.
Those
things
go
that
extra
mile.
So
that's
that's
why
I
can't
drop
it
so
I'll
I'll
I'll
just
put
that
there
and
I'll
look
forward
to
working
with
planning
to
see
what
we
can
do,
at
least
in
word
two
and
targeting
some
specific
areas
to
address
that.
Welcome
that
all
right,
good
to
you
not
great.
L
You
Jeff
I
have
a
couple
of
questions.
Thanks
for
your
presentation
about
six
or
seven
slides
back
one
of
the
metrics
was
we
have
50
percent
of
the
people
here
who
think
who
feel
safe?
So
was
the
question
on
the
survey
50
50
I
mean:
do
we
have
50
percent
of
our
people
here
that
don't
feel
safe?
Do
we
have
43
percent
of
the
people
here
who
think
the
appearance
of
the
city
is
bad
or
was
it
a
step
down
of
don't
really
care,
don't
have
an
opinion
yeah,
it's
okay
hate.
It.
K
Yeah
there
there
are
some
it's
a
graded
thing,
but
but
but
yeah
essentially
half
the
city
doesn't
feel
super
safe,
so
and
they're
different
I,
don't
recall,
unfortunately,
the
exact
wording,
but
they
either
just
flat
out,
don't
feel
safe
or
they're,
just
kind
of
neutral
or
yeah,
just
varying
degrees
and.
D
I,
don't
recall
in
this
one
one
of
the
things
we
also
do
is
we'll
compare
this
to
other
large
cities
so
that
you
get
kind
of
a
benchmark
that
you
know
what
you're
looking
at
I
mean.
There's
sometimes
you'll
see
one
of
these
and
it
looks
like
it's
extremely
low.
But
when
you
look
at
it,
it's
like
10
points
above
other
cities,
our
size,
I
think
that's
another
comparison
that
we
look
at
and
I
know.
D
L
A
Our
most
recent
citizen
survey,
2022
perception
of
the
city
feeling
of
safety
in
the
city.
Seven
percent
are
very
satisfied,
43
are
satisfied,
20
are
dissatisfied,
six
percent
are
very
dissatisfied
and
24
are
neutral.
A
I
Foreign
as
we
look
at
first,
the
commercial
District
revitalization
program,
I'm
curious.
Why
we
only
ask
for
30
000,
especially
for
our
businesses,
in
considering
that,
in
my
opinion,
as
we
look
at
the
needs
for
all
of
we
have
14
districts
now,
that's
not
a
lot
of
money,
so
I'm
curious.
Why
we
only
asked
for
30
percent
for
that
so
I'll,
that's
question.
One
sure.
K
You
know
we
we
of
course,
would
love
to
have
more.
We
did
ask
for
more,
but
you
know
it's
it's
it's
something
that,
as
the
city
goes
through
the
budget
process,
it's
a
matter
of
prioritization.
So
there
are
just
a
lot
of
needs
out
there.
Okay.
I
K
That
that's
just
that's
just
the
same
budget
yeah
exactly
so
it's
not
an
increase.
It's
just
highlighting
that
that
we're
still
funding
that
program.
I
Okay,
I
know,
from
the
last,
at
least
from
the
last
year's
budget
conversation.
I
There
were
numerous
asks
that
this
number
would
increase
as
far
as
this
program
is
concerned,
and
clearly
we're
still
not
prioritizing
this
program
for
our
residents
that
are
experiencing
homelessness,
as
well
as
understanding
the
benefits
of
what
A
Better
Way
can
do
for
the
folks
that
have
been
a
part
of
this
program.
So
I
see
we're
still
in
the
same
position
as
last
year
for
those.
So
my
third
question,
as
we
look
at
the
planning
department
and
looking
at
all
of
the
different
department
pieces
for
the
folks
that
we
have.
I
What
are
we
looking
forward
to
as
far
as
some
type
of
internship
program,
to
bring
in
more
planners
and
I
asked
that,
due
to
the
lack
of
diversity
that
we
have
in
our
planning
department
because
of
the
certain
issues
and
concerns,
as
we
look
at
planning
in
perspective
for
our
city
in
respectively,
certain
areas
of
our
communities
within
our
city
that
need
these
type
of
representation
or
conversations
that
can
speak
to
their
concerns
or
needs
respectively.
As
far
as
how
we
build
how
we
plan
and
how
we
Revitalize
parts
of
our
city.
K
K
We
have
staff
senior
staff
that
participates
with
ou,
and
we
have
three
I
believe
interns
right
now
with
the
two
new
interns
and
it's
just
a
matter
of,
we
love
those
interns.
They
do
good
work
and
in
fact
we
like
to,
we
often
will
hire
our
entry-level
positions
from
those
internships,
and
so
it's
it's
a
good
opportunity
for
us
and
it
does
looking
back
provide
some
some
diversity
in
our
department.
K
K
We
it
has
been
in
our
five-year
forecast
that
we
would
like
to
add
additional
funds
to
both
that
and,
of
course,
the
cdrp
program,
and
as
we
discussed,
we,
we
are
able
to
add
some
to
the
cdrp
Sni
in
order
to
add
a
another
neighborhood,
it
would
be
about
a
half
a
million
dollars
of
general
fund,
and
we
would
need
to
support
that
with
an
additional
staff
member,
so
it
had
the
additional
FTE
cost
to
that.
K
So
it's
a
substantial
amount
of
funds
that
would
have
to
come
from
the
general
fund.
We
can't
really
use
any
any
more
federal
funds,
so
we're
kind
of
maxed
out
in
terms
of
the
amount
of
federal
funds
we
can
use
for
Sni
right
now.
K
It's
it's
fully
supported
by
federal
funds
and
we've
been
fortunate
to
have
some
some
coveted
funds
that
have
been
able
enabled
us
to
do
things
like,
for
example,
the
plaza
a
fully
fund,
the
Plaza
on
in
Capitol
Hill,
so
because
we
don't
have
that
ability
to
to
get
additional
federal
funds
for
that
program.
It
really
has
to
come
out
of
the
general
fund,
but
it's
it's
a
substantial
number
to
do
another
neighborhood,
and
so
it
is
kind
of
a
it's,
not
something
we
can
increase
gradually.
K
That
next
step
would
have
to
be
a
big
jump
and
it's
just
again:
it's
a
lot
of
resources
and
it's
just
a
prioritization
process.
Okay,.
I
That
is,
that
is
a
need
for
our
planning
department,
as
well
as
specific
programs
that
we
use
within
our
planning
department
to
ensure
that
we
have
the
the
proper
representation
conversations
and,
most
importantly,
outcomes
for
those
neighborhoods,
because
I
know
for
sure,
in
speaking
to
at
least
a
couple
of
those
neighborhoods
that
the
outcomes
while,
yes,
you
can
visually
see
some
things,
they're
not
going.
Some
of
those
neighbors
are
not
going
to
tell
you
how
they
really
feel
due
to
who
they
may
be
talking
to
and
having
those
conversations
with.
I
I
Is
that
a
part
of
our
general
fund,
especially
for
staff
reports,
when
we
have
to
have
and
look
at
pieces
of
our
comprehensive
plan,
they
may
have
some
difficulties
in
as
far
as
interpretation,
where
we
may
need
some
consultation
to
give
us
a
proper
approval
or
opinion
or
lacka
or
disapproval
of
whatever
we're
looking
at.
As
far
as
that
application,
and
that
staff
report
is
concerned,
where
would
that
part
of
the
budget
come
from.
K
For
the
for
multilingual
services
that
you're
asking
about.
I
I
K
If
so,
yes,
there
is
a
limited
amount
of
Professional
Services,
the
planning
department
could
call
upon,
or
city
manager,
contingency
if
needed.
So
the
city
council
can
request
for
a
PUD.
If
there
is
additional
information
that
is
needed,
study
that's
needed,
they
can
request
that
and
the
funds,
those
those
types
of
things-
could
be
funded,
they're,
often
funded
by
the
developer
as
a
requirement
and
again
that's
part
of
the
Pud
process
that
is
custom
zoning.
It's
negotiated
zoning.
K
So
in
that
particular
case
for
years
and
years,
the
Planning
Commission
would
request
a
developer-funded
traffic
studies.
The
planning
commissioner
city
council
could
do
that
as
well
for
other
studies
that
might
be
needed
in
their
judgment.
So
depending
on
on
on
the
need-
and
if
it's
for
a
specific
case,
then
that
could
be
done.
If
it's
something
that
an
improvement
that
needs
to
be
made
in
a
city
plan,
then
we
we
would
come
up
with,
depending
on
the
the
level
of
service
needed.
K
We
could
come
up
with
a
funding
source
for
that
so,
for
example,
the
affordable
housing
implementation
plan
that
will
be
coming
to
you
for
a
final
for
contract
approval.
K
Coming
up
soon,
those
that's
funded
through
city
manager,
contingency
funds
and
the
reason
for
that
is
because
these
these
these
plans-
oftentimes,
we
we
don't
know
precisely
how
much
those
are
going
to
be
and
so
putting
them
into
our
annual
budget
can
be
a
little
a
little
difficult
for
the
larger
plans
of
studies.
So
we
often
will
rely
on
that
contingency
funds,
but
for
smaller
studies
there
are
other
ways
to
accomplish
that.
I
Okay,
a
couple
more
as
we
look
at
our
office
of
sustainability,
a
couple
things
that
came
out,
especially
from
our
previous
presentations
I,
would
like
for
us
to
look
at
how
we
communicate
with
our
development
services,
for
maybe
that
solar
programming
and
also
with
medical
marijuana
I,
know
at
OU.
They
do
in
their
planning
department.
They
do
have
a
course
that
talks
about
medical
marijuana
and
dispensaries
so
I'm,
assuming
that
that
could
be
a
part
of
planning
and
a
part
of
development
services
as
well,
and
as
we
look
at
the
office
of
sustainability.
I
Another
thing
that
has
also
piqued
my
interest
due
to
some
concerns
from
our
some
of
my
business
owners,
are
our
special
permits
included
in
our
PUD
process
that
we
maintain
in
order
to
allow
for
people
to
have
those
extra
uses
within
that
PUD.
So
I
I
would
like
for
us
to
figure
out
a
more
defined
way
of
of
how
we
categorize
how
we
also
hold
that
business
or
that
PUD
accountable
in
that
use
unit,
and
also
how
we
can
continue
to
track.
I
As
we
look
at
composting
conservation
solar.
All
of
these
things
that
are
starting
to
find
their
way
in
our
adapt
OKC
plan.
There
are
ways
that
I
would
like
for
us
to
look
at
how
we
Implement
that
plan,
how
we
hold
ourselves
accountable
to
that
plan
and
how
we
bring
in
more
thought
to
that
plan
again
in
partnership
with
DEQ
and
also
again
finding
our
own
ways
of
ensuring
that
we're
working
through
that
process
and
I'm
glad
you
brought
up
affordable
housing.
I
And
this
is
my
last
observation,
because
I
had
I
have
a
really
difficult.
I
And
I
won't
say
understanding,
but
just
processing
the
thought
and
that's
why
I
speak
to
the
lack
of
diversity.
Piece
of
us
saying
yes
to
a
couple
of
of
the
folks
that
we
said
yes
to
affordable
housing,
especially
within
the
the
neighborhoods
and
communities
I
serve
in
one
I,
will
just
call
out
the
DiMera
development.
I
We
said
no
to
so
I
I
have
grave
concerns
with
the
way
we
are
using,
affordable
housing
predatorily
for
our
residents
in
certain
areas
and
aspects,
instead
of
us
being
able
to
have
these
really
unique.
Intentional
conversations
and
I
know
that
came
from
our
planning
departments,
which,
again
to
me,
speaks
to
that
lack
of
diversity
of
us
being
able
to
have
these
conversations
so
I'm
hoping
will
be
able
to
look
at
how
we
prioritize
the
things
that
I've
said
that
clearly,
we
have
not
been
able
to
prioritize
for
this
budget.
D
Thanks
Jeff
I
appreciate
the
great
work
that
you
all
do
in
in
leading
the
organization
and
planning
and
all
the
development
everything
there's
just
so
many
challenges
that
you
all
face
and
the
way
that
you
lead
with
with
limited
resources,
acknowledging
limited
resources
and
then
maximize
the
resources
we
do
have
with
the
grants.
I
appreciate
your
leadership.
Thank.
D
A
All
right
so
that
concludes
our
presentations
on
the
budget
for
the
day,
which
brings
us
to
item
four
citizens
to
be
heard,
and
we
have
two
who
signed
up
to
speak.
Ronnie
Kirk
will
be
followed
by
Joy
Reardon.
M
M
M
M
The
temp
service,
when
you
get
rid
of
that
amount
in
30
days,
they'll
come
pick
them
up.
All
I
know
simple:
temp
service
they'll
come
out
and
get
these
kids
everybody's
yelling
at
me
as
a
kid
so
give
them
thing.
They
should
have
why
they
ain't
custody,
get
the
ID
form,
give
them
a
bus
pass.
So
when
they
let
out
of
jail,
so
they
I
don't
know
what
time
they're
left
they
used
to.
Let
us
out
I've
been
in
jail
before
three
or
four
o'clock
in
the
morning.
M
M
J
J
That's
already
in
a
lot
of
them
will
have
like
a
two
inch
inch
and
a
half
two
inches
of
were
they're
been
moved
and
stuff
by
like
true
roots
and
stuff,
like
that,
at
one
time,
when
I
was
pretty
young,
they
went
back
and
in
some
of
these
neighborhoods
and
redid
a
lot
of
the
sidewalks
I
wish.
We
would
have
a
program
to
where,
instead
of
relying
on
these
businesses
to
do
the
sidewalks,
it's
it's
a
city
project,
Mr
Freeman,
specifically
since
you're
the
city
manager.
J
If
we
could
look
into
that,
I
would
appreciate
it
because
every
time
I
call
the
action
center
about
a
sidewalk.
Oh
it
slipped
up
to
the
business,
and
you
know
the
businesses,
ain't,
gonna,
ain't,
gonna,
repair,
the
sidewalk.
You
already
know
that
the
other
thing
I
had
was
because
I
had
a
doctor's
appointment.
I
couldn't
be
here
last
week
and
I
didn't
know
that
oh
she
was
having
their
their
lying
session
instead
of
an
On
Cue.
How
about
a
Brahms?
J
Because
oncue
is
not
going
to
put
in
fresh
fruits
and
vegetables
and
you
know
Brahms
will
why
not
look
at
something
like
that
and
Oak
Grove's
had
multiple
through
the
years
have
mult
had
multiple
improvements
to
their
their
thing,
fencing
at
one
time
they
had
metal
things
around
the
sidewalks.
J
They
just
got
done
with
a
major
upgrade
to
the
where
they
put
in
geothermal
within
I,
think
within
the
last
10
years
and
you're
right,
Miss
nice
about
the
the
I,
can't
remember
exactly
what
you
said
about
last
week,
but
it's
going
to
end
up
30
seconds.
Please
it's
going
to
end
up
just
like
up
there,
20
24th
and
MLK,
exactly
just
like
24th
and
MLK
and
they're
phase
two.
What
are
they
going
to
do
with
all
the
residents
that
are
actually
living
there.
J
Most
of
the
people
that
live
there
are
Hispanic,
African-Americans
and
stuff
like
that.
Let's
look
at
let's
look
harder
at
what
they're
proposing.
A
J
It's
the
scooters
they're
getting
worse,
please
I'm,
begging
you
and
I.
Don't
beg
y'all
for
much.
Let's
do
something
about
the
scooters
because
I'm
having
to
move
at
least
50
of
them
a
day
away
from
hydrants
away
from
the
push
buttons
and
stuff
like
that.
J
If
y'all
could
do
something
city
ordinance
whatever
please,
because
someone's
going
to
in
the
Ada
Community
is
going
to
get
seriously
injured
or
killed
with
them.
Thank
you.
Y'all
have
a
good
day.