I'm now locked to call the meeting of the Arlington City Council to order and our first item of business is to move into executive session. And I have lost my sheet. Here it is. The City Council will now go into closed session at 133 PM on October the 17th, 2017, in accordance with the following sections of VTCA, Government Code Chapter 551.071, consultation with attorney, .072, deliberation regarding real property, and 0.087, deliberation regarding economic development negotiations. you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you Thank you. I'm going to have to call the work session to order and our first item of business is the brand update from J. Warren Marketing Communications Manager from the Office of Communications. Thank you. We're in council again, J. Warren with the Office of Communications. This is a follow up to inquiry that Mr. Glassby had at our last City Council meeting wanted to give you an update and maybe a few reflections on the brand implementation and how we've been going over the last three, three and a half years with this program. Just a little bit of history before we dive into it. This was again a city council priority that was established in 2012 under the name of Define and Identifiable Brand and we were really tasked with partnering for this project with the CVB which which is an unusual arrangement. And I will tell you one that I believe was very fruitful and that has strengthened the relationship between our two organizations in a great way. And it certainly provides us with the ability to have some messaging that is similar, which is very helpful and some cost savings as well. So the goal here was to establish a unifying brand to communicate with residents, businesses, and visitors. I give you a list here of different kind of sub-goals to that, but I would fundamentally, we were looking for a cohesive message that we could use across our platforms, one that was a consistent look across our platforms, one that enabled us to create a greater sense of community pride. And frankly, we wanted to be sure to define ourselves, but we're sure someone else defined us, which we thought was really very important. So we had a nine month development process for this. We collaborate with more than 100 stakeholders throughout the Arlington area. Lots of different meetings with lots of different people to get their input. We also created what we call the Align Committee. This was of our top brands. One of the things that was most struck during the process, and I think you've heard me say this before, but we got all of these different major entities in Arlington around one table, and someone looked up and said, this is the first time we've all been sitting around the same table. Which surprised me. I was fairly new to the city at the time. And this was very helpful to our process. And now we've transitioned this into, instead of a branding committee or an aligned committee, we are now a communicators group. We've expanded it to include other organizations like the Park Small and MISD, TCC to the group. And we have a communicators group now that meets once a month. So we're able to continue the dialogue about branding and other communications topics. We are able to continue the dialogue about branding and other communications topics. We are sharing each other's content. We know what each other is doing. We know the contact people for those groups. That has been a major benefit of this process that was unintended at the time but has certainly been very helpful. We launched the brand in 2014. Arlington the American Dream City. I would say a critical component of that is the American Dream City. And I'll touch on that a little later, but sometimes that can get one word of that can get dropped out, which gives the meaning very different. It's not the Dream City, but this is a place where people can live their American dream, where the opportunities exist, a can-do community where if you've got a goal and a dream, you can go out and achieve it in Arlington. And everyone's dream is different, which has helped us in the storytelling and the narrative of this brand, certainly throughout our implementation. It was based on a foundation of six pillars, diversity, reach, education, aspiration, metriplex and spirit. I think all of these are defining elements of Arlington. Certainly, our diversity is something that we celebrate and take great pride in not only in our city, but also at the University of Texas in Arlington is the fifth most diverse campus in the entire country. But you can see that can do spirit weaving into a lot of those. Education is certainly a critical component of what we do here. Not only at UTA, but with MISD, AISD, and the other school districts. And the Metroplex, certainly we can't overlook the fact that we are in the center of it all, and that has, I think, benefited us greatly in many respects. So we've started the promotion of this immediately right around July 4th, which was helpful, because the brand and July 4th and the holidays that we have here in Arlington, certainly we well together. We were able to weave this brand into our talking points, articles, social media, special events, marketing, and public presentations moving forward and definitely into our video programming. And one of the great things I like about the brand is you don't have to beat some one over the head with it. It can be subtle in some ways where you can subtly weave the word dream or American dream into stories into our videos. Some of these video series you'll see here are dedicated solely to the brand like Dream Builders, which is a monthly segment where we look at the youth in Arlington and showcase how Arlington's helping them to grow and achieve their American dream, either in college or then later in life. But others like Arlington needs may have a more subtle context to it. We're really focusing on the food scene in Arlington, but that can certainly be how someone is living their American dream in Arlington opening a restaurant or doing something of that nature. So the ability to get the brand into a lot of different places and different platforms has really been, I think, incredibly helpful to us. And the video programming just keeps growing. I wanted to give you a statistic that I just added up from our last quarter. And this is just the last quarter. So July, August and September, we had 397,000 views on YouTube, which are equated to 738 minutes viewed of Arlington programming. And every one of those has the logo, the brand, some component of this is attached to it and some capacity that people are seeing. So I think those are really good numbers for us. Speaking of good numbers, one of the things we've been able to do is tell individual stories about the American dream and how it's happening here in Arlington. Initially, we started with 10 videos and they could be everyone from big names like Marin Morris and Charlotte Jones Anderson, Pudge Rodriguez, so some big names that people can identify with here in Arlington. But we've also been able to tell individual stories from people like an engineer, a first generation college graduate of the University of Texas at Arlington who is working at GM. Those are really cool stories to be able to go out there and highlight as well. We are now up to 56 of those videos that we have shot and produced and have aired. And we have had 500,000 views of those videos on YouTube so far. We've got another 10 that we've already shot that would be in the editing process. And we continue to get more and more ideas. And this is really building on itself in ways that has surprised me even. We're averaging 15 to 20,000 views now per video. So it's a great storytelling method for us with the brand. We've been doing a lot of this also on social media as you've seen and it has helped our numbers tremendously. So since 2013, up till 2017, we have had a 664% increase on Facebook, 810% increase in followers on Twitter and 400% increase on Instagram. And the brand is woven into almost everything you see on those posts, whether it's the logo or in a more demonstrable way with our videos and other programming. So we really are seeing that this is helping us in our storytelling. We launched the website at the exact same time we launched the brand, which was a daunting task, what we got all done at the same time, it was helpful, frankly, to be able to do that, to be able to showcase the brand also on the website and have that new skin out there for people to see. And we were able to include in that a webpage that was dedicated to the brand that included all of our video programming, included the pillars and really the rationale behind the brand. But we also included a wall on the, we call it the dream wall on the website that allowed people to go in and draft and it could be a simple note, it could be a longer note, but they could go in and write what their American dream was and how they're achieving it here in Arlington. So it allowed people to get more engagement with the brand. We're seeing that the logo is being replaced. We had a promise to City Council when we launched this brand and when we changed the logo that we would only replace the logo in places where it was either worn out or used up. So this is a slow process and some cases has been fast in other cases. Water towers would be an example of a very prominent use of the logo but also one where we've had a slower process. Frankly, because our coatings of these, I just looked up the statistics again, I usually last between 15 to 20 years. They're routinely inspected and also maintained. So we've already had one water tower in the last three years that has gotten a new logo on it. Over the next two years, two more water tanks or elevated storage tanks will have the new logo, the one on New York Avenue, the new tank, and then a repaint on the Mayfield Road and Pleasant Valley Lane water tank will be revised. So in the next, or the roughly 18 months, we should have three water tanks that will have the logo and again those are being continually inspected and as they're inspected we'll be able to if there's a need for it to be painted we'll have that Taking care of with the new brand, but you're seeing in other places as well. We put it on traffic signal boxes on Vehicles as new vehicles come online. You'll see the logo attached there on flags and on our banner polls all throughout the entertainment district as well as in downtown Arlington of course. And I think probably the most prominent and what is the most special I think to a lot of us use of the logo has been out on I-30 with the monument marker that's gotten rave reviews from our residents, stakeholders and for many of you. It really is a nice symbol that the Parks and Rec Department worked that's a great way to get to the point where we have a great view of the park and the park and the park and the park and the park and the park and the park and the park and the park and the park and the park and the park and the park and the park and the park and the park and the park and the park and the park and the park and the park and the park and the park and the park and the park and the park few reflections, as I mentioned at the beginning of this, you know, and train I've talked about this as we were creating the brand, it's almost like naming a child, you have to think about what best represents your community or yourself in a way, and you have to think about how people, other people are going to use the brand that you're creating. And that was a thought process that we had as we went through this. We have had some people use as the dream city. I think sometimes they're using it negatively. And I think sometimes it's our friends and our supporters that just are misusing it, not knowing that it's really the difference between saying the American dream city and the dream city. So it's something we will continue to work with. But the flip side of that coin is people are using it, which indicates a level of awareness is happening out in the community. So as they say, publicity, all that you get out there is still good publicity, whether it's bad or good. And in this case, I would still say we're getting awareness out there, which is helpful. And one of the ways we're seeing awareness is we look at the reflections of this is how we can push the brand all day long. And we do, clearly. But real success happens when other people are joining in in the process that are adopting it themselves, that are wanting to use it and get on the bandwagon. And that was one of the goals that we had kind of going into this. And we're seeing that, as you see here, the Fourth of July parade has used it multiple times, and it is a great fit for them. But we're seeing other entities use it, Taste of Arlington, with the theater has used it. The Arlington Museum of Art and Downtown Arlington, partnering with the city started the star campaign, where we've seen these stars position all throughout Arlington. And they showcase the artist's interpretation of living the American dream in Arlington. The dream builders is what we're doing is a video project AISD has a similar program that's highlighting people who are helping build dreams in the AISD system which is great. Obviously the major art sculpture in downtown Arlington. Some of this has been kind of luck. I think they were already in the process of getting that sculpture when we came up with the American dream. I'm okay with luck as well. We'll take whatever we can get that helps the process along. The chambers helped us greatly and certainly with the state of the city addresses and incorporating the logo and some of the branding into that and in a lot of our collateral and advertising materials we've been able to weave it in as well. So overall I think we've been very pleased with how it's been received. I'd not say that there isn't a lot more awareness that we can build. One of the great things about the brand and the American Dream is everyone's story's different. So there's lots of stories to go out there and tell. It gives us great flexibility in how we position this. We're not pigeonholed in a way and it can fit into a lot of different environments. And so we're excited to continue to grow the brand as we move forward. Couple more examples of how other groups are using it and I'll be happy to take any questions you have. Ms. K. Bart. Thank you Mayor. Jay, if you'll go back to one of the first slides where it's said all of the logos of the various entities. And my question is, and I think at the time that was created, the convention center was called Experience Arlington. But it isn't anymore, and that logo is still on there? Yeah, this was just the slide from the initial group. I changed our logo out, because I'm low to see the old logo anymore. So but this was a slide from the initial group so yeah, they're no longer experiencing. Okay, so any other reason to see? No, no. Thank you, Chair. Great presentation. Thank you. Good work. I appreciate it. Thank you. Mr. Glass, thank you. Thank you, Madam. Just a general personal comment. I remember I was fairly new to the council. Thank you. Mr. Glass-Pink. Thank you, Madam. Just a general personal comment. I remember I was fairly new to the council. And so to present it to us, that we were going through rebranding and my initial reaction, you got to be kidding. You're going to spend money on this. And after going through the process, it's incredible the way it turned out. And I had a, what was the cultural statement? Jeff Moraleon. Yeah, he, we sat down and he asked me to take a look at the brand we had at that time and what did I see? You know, what was the problem with it? I said, I hate to hear a problem. I like it the way it is. And he said, do you notice that the Wing 8 actually traps your star versus freeing it? And I said, no. But now it does make sense. And it's just a risk of a reaction to that. Now, was really pleased with the way it turned out. And that was really pleased with the way it turned out. Any other questions, comments? Ms. Walman. Yes. Well, I love it, of course, because I remember when we started and we chopped the wings a little bit, and we were trying, but we didn't, you know, it was kind of like we shot at it and missed, but this was really good. And I'm trying to incorporate more when I talk to anybody to talk about the American Dream City. Because I think recently I was talking to somebody and I was telling Jay about it and he said, you missed the dream. You're right. So I'm really working on that. But yeah, you've just done wonders in branding our city and people notice it. And of course, this brand has gone further than I were expected with all the people that come here from all over the world. So thank you for doing that. Thank you. Mr. Warren, thank you for all the hard work of you and your department. There you all set a very high standard. And the challenge is for all of us to share all the good work that you're doing in consummate there. We're going to have to encourage our citizens to not just like but to share the information because you can go to the City of Arlington website and find out a whole lot of information and a lot of inspirational stories about things that are going on here in our community. And so thank you encouraging our friends and citizens to go to the website but also to share when we see it on Facebook, Twitter, Instagram is really a key thing. You were about to say something, Mr. Warren. No, no, just agreeing with you and 100%. Yeah, 100%. So I think that's our challenge here is to get it there. Just so many ways people are getting their news now and so forth. And then, too, it's nice to have some factual information that's out there, too, because that's another challenge is what is really the truth and what's not there along the way. But thank you for a great job. And then two, I think it is, you know, our tagline is a challenge to all of us too, to help continue to allow for our, and to accommodate and encourage our citizens to achieve their American dream right here. Thank you very much. Next we moved to Public Works and Transportation Innovation and Technology, Ms. Mindy Carmichael, Director of Public Works and Transportation Department. Good afternoon Mayor, Council, Mindy Carmichael, Director of Public Works and Transportation. Today I'd like to talk to you about some challenges that we've faced over the past year or two, and some ideas that we've come up with to improve or enhance our ability to deliver course services. As you know, public works is a very diverse group, but there's one thing that we're consistent with, and that's our innovation. We're constantly striving to improve processes and procedures, and today I'm going to show you a few of those and how we have implemented those in the field. So today we're going to talk about enhanced productivity, customer service, and advanced mobility, and how we've improved on those. So the first one deals with productivity enhancements, and basically this was through the purchase of a concrete truck previously when we would work on sidewalk repairs or pavement repairs or a carbon gutter. We had to wait on a third party vendor to supply us with concrete. Sometimes they were unreliable and scheduling was an issue. We would be on the job site waiting for them to show and we experienced a lot of delay there. And so, you know, we found that we had a lot of lost man hours and our productivity was really low. We found that we had a lot of lost man hours and our productivity was really low. So the solution was that we analyzed our data from cartograph from our work orders and we found that maybe if we purchased the concrete truck, we might could improve those numbers. And so that's what we did in early February 26th. Council graciously approved the purchase of a concrete truck. And since that time, we have trained our staff on the means and methods of concrete placement. And we've increased that from 352 cubic yards per year to 1339 cubic yards per year. This is a direct result to our citizens, because you can see on the top left, this is where we had a gap in the sidewalk, so we replaced that. The bottom is where we've replaced a trip hazard, and this one on the right is a carbon gutter replacement where there was ponding water previously. So we're able to do more of that and serve the citizens more efficiently. The second one was sort of the same issue with water utilities. They also waited on vendor to supply concrete. And from the point they requested the repair after water utility maintenance, it was about 45 days average that there was a lane closure sitting there waiting for just a concrete supply to show up. So again, citizens were experiencing 45 days of a lane closure with no work being performed. So when we got our truck and we got ourselves trained, we approached what are utilities and said, hey, you know, maybe we can help you with that. Let us replace the concrete and see if this improves the process. It did. The two departments got together. We came up with policies and procedures and we've decreased that number from 45 days to 3.8. Our goal is to replace pavement within five days on our minor collectors and residential and on our major arterials like Cooper, Mayfield, Matlock. Those are one day turnaround. So we've improved on that significantly. The last one is our incident management pilot project. I'm sure like me, the rest of you just despise sitting in traffic, especially when there's an accident on the freeway that backs up for miles and takes forever to unwind. And like me, I bail out and jump onto the front of the road. But what that does is it will quickly overwhelm the existing signal timing. And so we have partnered with CAHL, Council of Governments, to come up with a pilot program on State Highway 360 from Brown to Mayfield. And what that will do is we've developed some incident management signal timing that's specific to accidents on the freeway. So those will be employed on the frontage roads. In November, we'll be installing some enhanced traffic monitoring devices. And what those will do is they will automatically analyze the traffic on the frontage road. It will compare it to a predetermined threshold and once that threshold is met it will automatically notify staff through email. Now staff of course we can get our email on our phone so we will always have notification that this is happening because a lot of times we're busy doing things and we don't know that this is happening out there. So this will be an automatic notification so that we can turn around and immediately implement this predetermined signal timing that's already installed and hopefully unwind those snarls faster than we do today. So this was just a few things that we've done over the past year, year and a half to improve our innovative ideas and implement and upgrade our core services. I'll be glad to take any questions that you have. Ms. Carmichael, I think this is very innovative here and what a difference between going from 45 days to 3.8. I was hoping that was 3.8. I was listening and it wasn't 38. It was on the line, you know there. But that's an incredible reduction and thank you to your staff for coming up with that. And then thank you to the city manager for being willing to bring it to us to pay for it there too because that's paying for itself and want a great use of money. I do want to ask about one of your other innovation projects is going on and that is your signal project on MatLog. How's it coming and where we at on that process? That's come along very well. We've monitored that for about six months now, and it's been pretty reliable. We locked away the reaction that we're getting from it. We've actually put it across 100% of our signals. So all of our signals have been programmed into the vendor software. But right now we're waiting on them to upgrade their app that they're working on so that we can roll it out to the citizens. So once that app is updated, which is expected to be this fall, so it should be November, December timeframe, then we'll be rolling it out to the public. But all of our signals are programmed in ready to go. Okay, can you, for our TV audience, can you explain exactly what's happening there in case they haven't seen it in the past. Yes, that is a software that will predict signal timing. So we put all of our signal timing into the vendor software and as you approach a signal it will tell you when the light is going to turn green or when it's going to turn red. So if you're approaching and it tells you it's going to turn red, you can take your foot off the gas and say gas and air pollution and so on and so forth. If you're sitting at the light and the light is red, it will tell you that it's going to turn green so that you can pay attention, put your phone down, and be ready to go when the light turns green. It's very important. That's very important. This is road rage. Trade. And it makes our signals more efficient because you're ready to go and then waste time on that cycle. So that's what that does. Awesome. Mr. Glass-P. Thank you, Mayor. So the Seatman truck, you said, what was it? I almost a full-fo increase in productivity. It was just like 90%. Well, and not only did you use it for what you bought or for intentional, but I would say that you took a look and discovered the other things you can do with it. Correct. Great job. Thank you. Great job. Appreciate that. And then our pothole crews get to them still going, right? Every day. All right? Everyday. Alright, awesome. Well, saying no other question comments, please pass along to your department. How much we appreciate what you're doing there too. And I understand there are 94 lane miles there are being been reconstructed this year. So we're gonna be approaching a hundred million again this year in street reconstruction repairs. That's pretty phenomenal. That means a lot of work has been accomplished by your department and I appreciate that, yes, that a doubt. Thank you very much. Appreciate Ms. Carmichael. Next we move into our issue session and discussion of informal staff reports and the first one is Bloomberg, Megger's Challenge Grant Application and I'll call upon Jennifer Whitman Director of Management Resources Department. Thank you, Jennifer. Director of Management Resources, the informal staff report you have summarizes a grant application that we're prepared to submit this Friday. It's an opportunity from the Bloomberg philanthropies for cities, it's a focus on cities to really tackle a particular challenge in an innovative way. And so the challenge that the city staff has decided to look at is the digital divide broadly and specifically how we would try to tackle that would be in a very innovative way. We haven't found another example of this being done, but to bring public Wi-Fi to a neighborhood area. We've chosen an area in East Arlington that would be a good place to focus this, partnering with the school district to bring some technology devices to particular grades to the fourth grade every year of this three year grant, and then additionally work with some AmeriCorps VISTA volunteers to organize neighborhood groups, and then bring additional programming to the families and to others and families of the fourth graders, but also others that live in the area for ESL work, GED, job training, other connections that could be helpful to folks who are living out in that area which tends to have a lower income level, some higher crime and some other concerns at their lower education level. We would also work with the police department. There would be a smart street light element to this where the neighbors would be able to be involved in selecting location for some smart street lights and the smart street lights would have one level of light, but then as more people gathered, they would brighten. And so when we were talking with folks in that area, the public safety and lighting was a big concern that we heard about. So, have you taken any questions that the council may have? There's a lot more information I could share about the grant, but I don't wanna take too much of your time. Mr. Glassby, just wanted to ask a general question. So, each city who's gonna submit this makes a decision on what project they want to look at and then define how probably about a submitted versus some guidelines being given. Yes, sir. It's a very open process. They encourage cities to really dig deep and find a particular problem which they can tackle. And then there's a lot of questions we have to answer around that question as to how we would tackle it. Problems we would anticipate. It's an interesting two-step grant. So it gets submitted in October and January. They choose 35 cities that have a small grant of about $100,000 to test the idea. And so there's about a six-month testing period. After that's finished, cities resubmit the grant. That would be in August of 2018 for those group of 35 cities. And then in October, those cities are notifies as to whether they've won a 1 million or a $5 million grant. There will be $4 million grants and $1 5 million grant. Ms. K. Fart. Thank you Mayor. Jennifer, how large is the area that you're targeting in East Arlington? It's a three census tract. Three census tract? Yes. OK. And is it north or south of 20? It is north of 20. It's in the, I don't know if you remember, the East Arlington Promise Zone district. So it's sort of from Abram and three census tracks south of there. So 360 in Abram, think of that south, west corner there and three census. It's about 12,000 people the population's about 12,000 people. And I know that there are a lot of apartments over there as well. And so many of those people really don't have access to internet connection oftentimes. So I think it's a really great idea. It solves several problems. Mayor, I predict we'll be one of the five. I love that thank you, Ms. K. Parton. Isn't it great the partners they've involved too? I think that was very creative there of staff to involve the partners you have. Any other questions or comments? Thank you, Ms Whitman, and we'll move into yours as the next one too here in the 2018 City Council priority put technology to work. Yes, Mayor. And it was nice to have many Carmackle leading off with all the good work that Public Works and Transportation is doing because this has somewhat of a transportation theme. Two of the articles that we've focused on with the city putting technology to work are street condition tracking and also the Milo it's interesting to see that the street condition tracking is actually a program that began in the mid 1990s so the smart technology put technology to work it's really something we've been working on for a while here at the city. So we wanted to make sure we highlighted that. Mile obviously with the autonomous vehicle riding is very cutting edge, very new. The city being the first to offer that to the public on demand service or autonomous vehicle shuttle service to the public. Two of our private sector partners, or stakeholders who are featured here, are Medical City Arlington, which are putting cameras in the NICU, and then also the UTA Fab Lab, which is an exciting place for entrepreneurs and students to sort of get some ideas and business of perhaps going. And then you'll see on the back of the newsletter, there's a summary of the FY18 budget and the different things that are devoted to putting technology to work in that. And then finally, there's a snippet on the, at the bottom, with the open data policy, which you all have a chance to make a decision on this evening, it's item 821, and that we talked about last week, and that's the open data policy that relates to the what works cities effort and guidance for how the city is going to be open and sharing and more transparent with its data. Dr. Myers. Thank you. Just one question. How is the Milo doing in terms of ridership and also I know we had some ability for our citizens to go online and schedule rides. Have we seen folks taking advantage of that opportunity? I actually don't have the information that I believe Mr. Parishandas all had him answer that. Councillor Mournayour, we've had, I think it's at least half a dozen sign up rides and we've had over a hundred riders we've done surveys on those that'd be happy to share with you overall have been very positive people tend to embrace the technology they're not afraid of it they think it's pretty cool they'd like it to go a little faster I think that's one of the criticisms of it. But we've had a lot of those events. We've had a good deal of publicity. So I'll be able to share that with you if you'd like. But we've done over, it's at least a half a dozen of the sign-up rides. During the events, we're getting a steady stream of patrons that are parking going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to be going to and some senior citizens that perhaps have some mobility challenges, but it's been very successful thus far in terms of exposing the public to the testing of that and we'll continue to do that. Mr. Parasjana, if we had any mechanical or difficulties or anything here. Yeah, with the technology technology we have said some challenges with that. The technology does work off of satellite and GPS. And with that sometimes the technology will disconnect because of a storm. Could be almost anything. We've had some of those that we've had to restart. People are typically pretty good with understanding it's a new technology. So we have had some of that as well as occasionally some of the, because these are new vehicles that are autonomous. Some of the technology in the vehicle is not quite what you would see in a normal GM vehicle where it comes off the line. So there's some bugs there, particularly it relates to the air conditioning. So there's kind of the two areas. But we've been working through those pretty well and they're running well. That I understand we get experts from around the world that are viewing what's happening here in Arlington and learning from it with us being the only one running a AV, an autonomous vehicle in the United States. We are the only city in the United States that's actually running on autonomous shuttle service through a city. There are some that are running in business parks on private property and things like that, but we are as a city where they first and only one right now is doing that. I think Las Vegas is catching up to us, but they're not. We're ahead of them. One of the interesting things is the industry and the technology partners. We are getting, I know Alicia Winkle-Black, who is she and her staff have done an amazing job pulling this together with their responsibilities and they get consistent phone calls and connections across the country and even the world about how are we doing this technology? How's it working? Pros and cons of it. What are some of the lessons learned things like that? And you know with Council Member Walmonds assistance, the federal government and their agencies are now very interested in our experiences so we'll be sharing that in the near future as well. So it's very interesting. Arlington is a major, major player in autonomous vehicle technology. We are the city that is actually doing it, not planning it. And I'd say that's a lot of lessons learned. Any other questions or comments? Mr. Glassby. Thank you, Matt. This is a problem before Ms. Carmichael. About Ms. Woodland. Ms. Woodland, Jennifer, our backstab. Oh, Ms. Carmichael. All right. All its own roads. I noticed that we were going back to that and we took the worst first approach that now we've reduced quite a bit in the way of real bad, what, 320 to 28278. And also, we seem to take a look and feel sort of approach to defining what the problem is. And I guess the question I wanted to ask is that 278 is that reflective of just a direct reduction or a Includes additional roads we may have come across that needed The two seventy eight is the reduction in lane miles that are attributed to rehabilitation or maintenance. So when you take a red street and you rebuild it, that number is going to drop because it has now changed from red to green. If you go out and perform panel replacements or some major maintenance in a section of a road, that portion of the lane mile will also decrease. So that number 278 is a direct result of major maintenance or rebuilds. I guess the question I'm asking though is, I assume we are continuing to look at the conditions of our road. Oh, absolutely road and have we discovered others that may have not been in that initial 320 list so this I guess what I'm trying to say we've probably reduced much more than it appears between the 3 320 and 278 yes that number is a living number so every day streets are falling into the red and streets are turning into the green. So every day that number will change. Well, we'll steal a bigger product. Absolutely. And if I could just add a little bit more, which is kind of part of the story here, is that not only every day does it change based on conditions, but we reassess our database once every three years. A third of the city gets re-e very, very, very valuable. And so, the rest of the city, the rest of the city, the rest of the city, the rest of the city, the rest of the city, the rest of the city, the rest of the city, the rest of the city, the rest of the city, the rest of the city, the rest of the city, the rest of the city, the rest of the city, the number of of reds that are red. Yes sir. It's not a it wasn't a stagnant list that we're just working down as we're working down others are coming on. Yep. Any other questions for any any of them on the putting technology to work. Anything to add Miss Whitman. Thank you. Thank you. Appreciate that. Next we move into discussion of committee Anything to add, Ms. Whitman? Thank you. All right. Thank you. Appreciate that. Next, we move into discussion of committee meetings. I am alternative municipal policy, Mr. Glanspik. Thank you, Mayor. The municipal policy committee met this morning. An agreement and I focus was on a couple of things. There were a couple of two parks we have that there have been some concerns about activity in a lot of hours of the evening and possibly bringing those, reducing how long, particularly Richardson Simpson Park and Stovall Park. We normally close it in midnight and because of and Rich Simpson there were a number of potential ordinance violations that they were dealing with such as drinking, speeding, illegal swimming, and neighborhoods around were concerned. So it along with Stovall, in which it was moving nuisance problems they were having with these extra hours. So the recommendation is being to reduce it from midnight closure to 10 o'clock closure with a target of January of 2018. And also putting together an education program to let people know what's about to happen and why we're doing it. Any questions on that particular? Okay. The only thing I was looking to see if I could find it about being open 24-7 for fishing and boating. Is that still on? I was looking for it again. I read it earlier, but. I, yeah, I think that's that they were looking primarily at just the activity that was going on in the call. OK. I think that I don't know how we determine, you know, that can be a little bit confusing, I think, to some people. But I think we can do it with, I guess, with enforcement. I think there's a gate that's going to go down. Is that correct? Yes. Randolph, do you have anything to add to that or clarify? Well, he's coming. Well, he's coming. Well, he was coming. I think we really discovered that it's important that putting together an education campaign to let people know exactly what's going on while we're doing it. Let me round off director of Parks and Recreation. As it relates to the gate as part of the new construction, there will be a gate to the parking lot. You can choose to allow fishing 24 hours or not. That's certainly your choice currently. The ordinance suggests the closure at 11 o'clock however fishing is allowed 24 hours so when you contemplate changing the ordinance you certainly would have the option of either keeping 24 hour fishing or or not. Okay I guess my question is because I know a lot of fish I mean I don't know a lot of fish but I know that fishermen go out out in the night, in the dark, in the weather. Is there a certain time that they kind of target a figure of fishermen so they can help me with that? Or is it just random all night long? I mean, it seems like you could, in some way, currently the, please. Or there's a way they could get in. Maybe they had a permit and they say okay I can get in at this time or I don't know with with the gate that's going to be part of the new construction if they You know they access the parking lot before 10 they could certainly Leave the parking area after 10 however they arrived after 10 they would not be able to access the parking, unless that was directed by Council. But as far as the current use, we have fishermen that go out and went in the morning, five in the morning and all hours in between. It does vary. Okay, well I guess we can just see about that. Thank you. Okay, in the second item we talked about with short term loans and we looked again at potential options for how it could be addressed and how other people were looking at it. And we, our final conclusion and assuming that the Council is an agreement with this is that one of the things that we really wanted to do is sort of prioritize what the objectives are, what we're really trying to accomplish. We felt one of the best ways to do that is maybe through town halls and get input from our citizens as well as putting together possibly a focus group of stakeholders after that to look even close at it to come up with potentially final recommendations of how we want to help it. Okay. Any questions from Mr. Glanspe? Comments. Okay, thank you, Mr. Glanspe. Community and neighborhood development, Ms. Wolf. Thank you, Mr. Mayor. You'll probably remember last spring. I'm sorry, I'll do not touch it. Last spring when we went through the process of tax credit review and recommendations for the 4% 9% tax credits. Following the conclusion of that, the committee asked that staff come back and really help us with the process and clarify some of our issues. So what we saw today was application process update and remind you that TDHCA is the state department that allocates all those tax credits. So it's through the state, it's their program. And it is a funding program, it's a development program for developers. So now that we have Mindy Cochran has come back to the city, she will be leading this up and she did a great job today where we understand that TDHCA has completed all their revisions because every year they look at rules and regs, how can they make the process better. So we went over that a little bit, some changes. That will go to the governor this November, following November when that's all final then we have already staff has already been approached by over a dozen developers looking for to review projects. They're probably working with about five seriously right now but ultimately the council will make that decision of either a support or no objection and that will come to us in 2018 February. So what we really focused on today was what staff tried to clean up some of the language. There was difficulty on defining redevelopment. What does that mean? Take it to the dirt or just cosmetics. Redevelopment, redefine that. Make their project be consistent with the comprehensive plan and land use. Look at, we wanted to clarify where we required local experience we needed to find what does that mean local experience and all of that so basically what we came up with and what we will be looking at is a revised process summary developers will attend a pre-development meeting this will all be handled by Mindy and her staff. Applications may be submitted after the start date. Questions are directed to a single point of contact. That would either be, you know, Jensy or Mindy, and have very limited contact with council members. Developers are given an opportunity to cure any deficiencies that staff comes upon. They will need to complete applications, are reviewed and ranked by staff. That's consistent with what we did. Then the C&D Committee will review those applications and developers may be present at our committee meeting to respond to questions or to make their own presentations. Then City Council will make that final decision about resolutions of support or no objection and again I'll remind you that will be in February of 2018 and then it's the staff that takes those into considerations and state will notify, our staff will notify those directors. It kind of takes us out of that loop where we were taken on long trips to go look at projects and review and clarification, so I think this will be very clearly defined. I think also we were told that added to this region. They've added Plano and Plano in Garland have been added to compete with our area, so it'll still be highly, highly competitive. But we will, we must follow TDHCA's revisions and then we came up with our own process. So as we get closer after that, that November we will have staff come back once the government, governor has signed off on everything. And again, we're only talking about the 9% issue. So. Okay, Dr. Marsh. Just to add to Ms. Wolf's thorough report, the committee also discussed having a briefing for this council just on the general highlights of the process itself, as well as there was some confusion last time as we were going through it about what's a letter of what's no objection, what's a letter of support, what's financial. So I think we felt that there might be an opportunity for us prior to the February process when we're needype again in the process, sometime in December or January to kind of staff come back and provide a high level. This is the process and this is what we're going to be asking to do and this is what each of those mean so that there's more clarity when those projects are brought forward. Okay. But we do need to wait till after the Governor signs so we see those four processes and then when it goes to C&D but yeah I think everybody will welcome the opportunity for clarification. Okay any questions or comments for Ms. Wolfe? Okay economic development Mr. Sheppard. Thank you Mayor. Ed today all members were present and all the matters we discussed were in executive session. Okay. We'll move to appointments to boards and commissions, Mr. Pino. Mayor, we'll have one appointment this evening, although Fritz to the CVB Board of Directors. Okay. Evening agenda items. Okay. Issues relative to city and text. projects. future agenda items. civil service implementation update. Mr. Yeilverton. have anything? No sir. I think we've just we've done a couple of clean-ups on the ordinances that you said for clarity sake regarding chapters and sections. It's all very consistent with what we talked about last time, but there were some few tweaks there. But materially, they're all similar and we'd be looking to take your final action on that and see if you had any other direction you wanted to give us. But feel like we're ready to go if you all are. Any questions or anything on civil service? Ms. Wong? Yeah, which- It text dot our agenda, future agenda items. The 287-I-2820 corridor is really being highlighted. We've heard a good bit about it. It may be premature right now, but at some point maybe in the near future, maybe just have a briefing on where that's going and when it's going to start and the impact that it's going to because we're impacted by it. I think that'd be a great time because it's grown. Yeah, they're going down the 820 and very far down to 87. So I think that's a great agenda item to get an update on where we sit on that right now would be. Okay. Okay, does anybody Mr. Yeoverson? Yeah, Council just a couple of quick items that are of a general nature. But as I told you all a week or two ago, we're making some staff changes based on some realignments. And so we have two people with us today that this will be our last council meeting that they will be with us. And so Mr. Dugan, who has been with us the last little over a year needs to relocate to California. And so based on some family needs. So we appreciate his service for what he's kind of given us a little bit of a fresh look in the department in Wilson Well and his role in California. But also Dr. Bowman, who after 34 years of service to the City of Arlington will be retiring here at the end of the month to also address some kind of family needs as well as kind of his future personal stuff and we'll have an appropriate celebration for him down the road but I couldn't let today go by with us without just letting both these gentlemen in particular Dr. Bowman for his multiple years of service and kind of wise counsel for everything that he's done for this community for a long, long time and we thank you and appreciate you and we'll celebrate some more later on. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Just to add to that, you know, Mr. Dugan, thank you for the professionalism you brought to the office there and for the journey that you took us on with thousands of permits and projects and so forth that came in in your time and thank you for that and we wish you the best. And then truly Dr. Bowman is one of our heroes here in the community who has accomplished so much on so many levels and has an incredibly accomplished career and we wish you the best there with it and we're going to miss you and so we appreciate all you've done here and Then we hope you're not going anywhere Because we certainly need you here in our community even if it's not serving as a deputy city manager here And thank you very much dr. Bowman for all that you have done and we look forward to working with you in another capacity in many other ways. Thank you very much. With that, seeing no other business, we'll stand adjourned until 6.30 p.m. tonight. Thank you.