[00:02:57]
WE'RE. LUCKY IF THAT'S YOUR SIDE. YEAH. TO SEE YOU THERE, SIR. THAT SEEMS OUT OF CONTEXT FOR JUST A MINUTE. OKAY. OKAY. YOU CAN. BACK IT UP. I DIDN'T SEE THIS TYPE OF THING.
ARE YOU. STILL ON METRO COUNCIL 30S OR METRO TV? 30S. SORRY. ABOUT. THAT. I'M SORRY. WELL, I
[00:05:26]
WAS GOING TO DO SOMETHING. OVER THE TOP HERE, BUT I. THANK YOU FOR. THAT. THANK. YOU KNOW THAT THERE'S SOMEBODY TALKING ABOUT THIS. DO YOU WANT TO TALK ABOUT IT?[Call to Order]
GOOD AFTERNOON. THIS IS OUR CALL TO ORDER THE REGULARLY SCHEDULED PUBLIC WORKS COMMITTEE MEETING.THIS MEETING IS BEING HELD PURSUANT TO KRS 61.826 AND COUNCIL RULE FIVE A. WE HAVE ONE ITEM THAT'S BEING HELD AT THE ADMINISTRATION'S REQUEST. ITEM NUMBER R, DASH 02425. THE ONLY
[Roll Call]
OTHER ITEM ON THE AGENDA IS A PRESENTATION BY THE EXECUTIVE DIRECTOR, KERN FROM PUBLIC WORKS. AND IN IN RECOGNITION, I WOULD LIKE TO WISH YOU A HAPPY ENGINEER'S WEEK. THANK YOU FOR ALL THE HARD WORK THAT YOUR ENGINEERING TEAM DOES. AND IN SENSITIVITY TO YOUR SCHEDULE, WHICH MUST BE INCREDIBLY BUSY RIGHT NOW WITH THE FLOODING AND THE SNOW COMING TONIGHT. I WANT TO ACKNOWLEDGE MY GRATITUDE FOR YOU COMING. AND WE'LL GET STARTED WITH WITH YOUR PRESENTATION ON THE DEPARTMENT OF TRANSPORTATION. I AM JOINED BY FELLOW COUNCILMAN HERNDON, FELLOW COUNCILMAN BRATCHER, AND FELLOW COUNCILMAN STUART BENSON. I THINK THAT'S ALL OF US. WE HAVE ANYBODY ONLINE. SO SONY'S ONLINE. ALL RIGHT. THE FLOOR IS YOURS. MA'AM. THANK YOU. THANK YOU FOR HAVING ME. SO I KNOW WE'VE GOT SOME NEW FACES HERE, SO WE WILL GIVE AN UPDATE FROM THE BEGINNING JUST TO GET EVERYBODY UP TO SPEED. SO WHY WOULD WE CREATE A DEPARTMENT OF TRANSPORTATION? AND I THINK THAT YOU MAY HAVE HEARD A LITTLE BIT OR MAYBE EXPERIENCED SOME OF THESE, BUT HAVING HAVING THINGS SEPARATE, SOMETIMES WE DON'T KNOW WHO TO CALL FOR WHAT. THAT CREATES INEFFICIENCIES EVEN WITHIN OUR OWN TEAM. IT'S UNCLEAR WHAT OUR PRIORITIES ARE.PRIORITIES ARE. THOSE PRIORITIES MAY BE CONFLICTING ACROSS DIVISIONS. WE'RE NOT MEASURING THINGS. WE'RE NOT OPERATING WITH ONE VISION AND THEN LIMITED RESOURCES, BUT ALSO NOT LEVERAGING THE RESOURCES THAT WE ALREADY HAVE AND LACK OF INTERNAL PROCESSES TO ENABLE EFFICIENT AND CONSISTENT PROJECT EXECUTION, WHICH REALLY JUST MEANS THAT WE HAVEN'T BEEN ABLE TO QUICKLY GET PROJECTS DONE IN A WAY THAT IS REPRESENTATIVE OF THE EXPERTISE THAT'S WITHIN OUR DEPARTMENT. SO WE'RE NOT ALONE IN THIS. THE NATIONAL ASSOCIATION OF CITY TRANSPORTATION OFFICIALS, OF WHICH WE ARE AN AFFILIATE CITY, REPORTS THAT A LOT OF CITIES FEEL THAT THEIR STRUCTURE ISN'T HELPFUL IN GUIDING THEIR OUTCOMES. SO TO THAT POINT, A LOT OF CITIES HAVE CREATED DEPARTMENTS OF TRANSPORTATION. SO WHEN YOU THINK OF DEPARTMENT OF TRANSPORTATION, YOU TYPICALLY THINK OF THE FEDERAL GOVERNMENT OR THE STATE GOVERNMENT, BUT MANY CITIES AND EVEN CITIES AROUND US, INCLUDING NASHVILLE, HAVE CREATED A DEPARTMENT OF TRANSPORTATION. SO WITH THAT IN MIND, WE RECEIVE FUNDING IN FISCAL YEAR 24 TO HAVE US ENGAGE A STUDY TO LOOK AT WHAT WOULD BE INVOLVED IF WE CREATED OUR OWN DEPARTMENT OF TRANSPORTATION. WE
[00:10:01]
ENGAGED A CONSULTANT CALLED CITYFI. THEY HAVE DONE THIS FOR OTHER CITIES. THE TEAM WAS LED BY PEOPLE WHO HAVE BEEN IN MY OWN POSITION, AND OTHER CITIES HAVE HAVE LITERALLY EXPERIENCED THE CHALLENGES THAT WE ARE HAVING. AND THEY HELD A LOT OF STAKEHOLDER MEETINGS. SO INTERNAL, EXTERNAL WITH OUR PARTNERS, HOW UNDERSTANDING HOW WE CAN DO BETTER, WHAT THE CHALLENGES WERE, WHAT THE NEEDS WERE. AND THEN THE THAT STUDY WAS RELEASED IN JULY OF LAST YEAR, AND WE RECEIVED FUNDING IN FISCAL YEAR 25 FOR THE IMPLEMENTATION OF A DEPARTMENT OF TRANSPORTATION. SO THAT'S WHERE WE ARE NOW IS ON THE IMPLEMENTATION PHASE. AND WE'LL GO THROUGH SOME OF THE ACTION THEMES. THE QR CODE AT THE TOP IS A LINK TO THE FULL REPORT.BUT GENERALLY THE THEMES WERE ORGANIZING YOUR FUNCTIONS, ESTABLISHING PROCESSES AND THEN ALIGNING YOUR VISION WITH YOUR GOALS. BUT WHAT DOES THAT MEAN? SO DIGGING DOWN THE CORE ACTIONS ARE HOUSING TRANSPORTATION FUNCTIONS IN THE DEPARTMENT OF TRANSPORTATION. AND WE'LL GET TO AN ORG CHART. RIGHT NOW SOME OF THOSE FUNCTIONS ARE FRAGMENTED. AND EVEN THE FUNCTIONS THAT ARE CURRENTLY WITHIN PUBLIC WORKS AREN'T AS INTEGRATED WITH PROCESSES AS THEY COULD BE. THEN STANDARDIZING PROCESSES AND MODERNIZING TRACKING. RIGHT NOW WE'RE NOT USING PROJECT MANAGEMENT SOFTWARE THAT'S EVEN READILY AVAILABLE THROUGH METRO TO TRACK OUR PROJECTS IN A WAY THAT'S CONSISTENT AND EASILY REPORTABLE. AND THEN PROCESSES, WE HAVE A LOT OF KNOWLEDGE. WE HAVE A LOT OF GREAT SUBJECT MATTER EXPERTS, BUT WE'RE NOT WRITING DOWN WHAT THOSE PROCESSES ARE. SO EVERY TIME SOMEBODY LEARNS ABOUT SOMETHING, THEY'RE THE ONLY ONE THAT KNOWS THAT. SO WE'VE GOT TO WRITE THINGS DOWN SO WE CAN ALL LEARN. MOVING TO A PROJECT SPONSOR MODEL. SO WE HAVE A LOT OF GREAT PLANNERS ON OUR TEAM. WE HAVE A LOT OF GREAT ENGINEERS, BUT HAVING THE EXPERTISE OF A PROJECT MANAGEMENT PROFESSIONAL. SO A PMP ON BOARD, SOMEBODY WHO IS MORE FAMILIAR WITH THE DASHBOARDING AND THE REPORTING AND THE TRACKING OF THINGS TO REALLY GUIDE ALL OF THE PROJECTS. ONE OF THE PROBLEMS THAT WE HAVE EXPERIENCED WITH GETTING PROJECTS DONE EFFECTIVELY IS THAT THEY MOVE FROM ONE PERSON TO THE NEXT PERSON. SO MOVING FROM PLANNING TO ENGINEERING, IT'S CHANGING HANDS. AND SOMETIMES THAT LEADS TO REWORK OR A MISUNDERSTANDING OF THE HISTORY OF A PROJECT, OR JUST NOT FULLY UNDERSTANDING EFFICIENCIES THAT WE COULD HAVE OR COST SAVINGS THAT WE COULD GAIN. SO THE PROJECT SPONSOR MODEL PROPOSED IS THAT WE WOULD BRING IN PROJECT NPS PROJECT SPONSORS, WHO WOULD HOLD THE PROJECT FROM BEGINNING TO END. SO IT WOULD STAY WITH ONE PERSON. THAT PERSON WOULD THEN MOVE THE PROJECT ACROSS THE SUBJECT MATTER EXPERTS. THEY WOULD BUILD IN THINGS THAT WERE MISSING. SO THE COMMUNICATION PIECE THAT PERSON WOULD LOOP IN, A COMMUNICATION PERSON WOULD LOOP IN OUR UTILITY PERSON. WHEN THOSE EXPERTISE IS NEEDED ACROSS A PROJECT SPECTRUM, AND HAVING ONE PERSON WHO WHO CAN LEAD THE PROJECT IN THAT WAY. AND THEN CREATING A MULTIYEAR PLAN FOR PROJECTS. WE HAVE A LOT OF GREAT PROJECTS ON THE BOARD. I DON'T KNOW HISTORICALLY HOW WE GOT TO THOSE PROJECTS, BUT UNDERSTANDING OUR VISION, OUR VALUES, WHAT'S IMPORTANT TO THIS CITY, CREATING A PROJECT RUBRIC TO UNDERSTAND HOW WE RANK PROJECTS. SO IF YOU HAVE A LIST OF PROPOSED PROJECTS YOU COULD DO, WHICH ONE IS THE MOST IMPORTANT AND HOW DO HOW DO WE RANK THOSE? HOW DO WE DECIDE THAT AS A COMMUNITY? AND THEN UNDERSTANDING WHAT OUR KEY PERFORMANCE INDICATORS ARE. SO HOW DO YOU DETERMINE THE SUCCESS OF A PROJECT. IS IT THAT REDEVELOPMENT OCCURS ALONG A CORRIDOR? IS IT THAT THERE ARE FEWER CRASHES? HOW HOW DO YOU TELL IF A PROJECT WORKED IN THE WAY THAT YOU WANTED IT TO? AND THEN COMMUNICATING. SO THIS IS INTERNALLY. EXTERNALLY WITH OUR PARTNERS, WITH THE COMMUNITY AND BUILDING THAT TRUST IN THE COLLABORATION. BEING ABLE TO REPORT TRANSPARENTLY ABOUT PROJECTS WHAT'S GOING ON. SO PEOPLE ARE AWARE AND CAN BE REALLY PROUD OF THE PROJECTS THAT WE'RE DOING. THE AN ISSUE WE HAD WITH PROJECTS TAKING SO LONG IS THAT WE WOULD START A PROJECT WITH ONE GROUP OF STAKEHOLDERS, AND THEN WHEN WE CAME BACK YEARS LATER, IT'S A COMPLETELY DIFFERENT GROUP OF PEOPLE. SO LOSING TOUCH AND NOT BEING ABLE TO HAVE THOSE TOUCH POINTS ALONG THE WAY. AND MAKING SURE THAT WE WERE CHECKING IN WITH THE RIGHT PEOPLE, AT THE RIGHT TIMES ALONG A PROJECT IS SOMETHING THAT'S VERY IMPORTANT. SO TO GUIDE THE IMPLEMENTATION, WE ASSEMBLED A LEADERSHIP TEAM.
[00:15:05]
AND ONE OF THE FIRST STEPS WAS TO FINALIZE OUR VISION MISSION, OUR EQUITY STATEMENT, AND THEN OUR VALUES AND GOALS. AND THESE ARE PRESENTED HERE THE VISION AND THE MISSION AND EQUITY STATEMENT CREATED BY THAT LEADERSHIP TEAM. WE HAVE BEEN MEETING MONTHLY SINCE AUGUST WITH THAT TEAM. AND. REPORTING UP TO THEM. WE HAVE THE NEXT GROUP SUBCOMMITTEE TEAMS. SO THE DOT ISN'T JUST MY IDEA. IT'S AN IDEA FOR MY WHOLE DEPARTMENT AND THE PEOPLE JOINING US AND GETTING INPUT AND FEEDBACK FROM THOSE GROUPS WAS IMPORTANT. SO WE HAD SOME VOLUNTEERS FROM WITHIN PUBLIC WORKS AND THEN FROM OTHER DEPARTMENTS AS WELL, WHO LED THESE SUBCOMMITTEES WITH KIND OF THE PRIMARY LOGISTICAL THINGS THAT WE NEEDED TO GET DONE. SO REORGANIZATION NEEDS LIKE AIR. PEOPLE COMING OVER FROM OTHER DEPARTMENTS. WE QUICKLY REALIZED WE HAD DIFFERENT JOB TITLES AND DIFFERENT PAY GRADES AND THINGS WEREN'T QUITE ALIGNED IN THE WAY THAT THEY SHOULD. SO REORGANIZATION NEEDS IDENTIFYING MAJOR PROCESSES IN EACH DIVISION AND THEN WRITING THOSE DOWN AND UNDERSTANDING WHAT WE NEED TO DO TO CODIFY THOSE PROCESSES SO THAT WE CAN IMPROVE UPON THEM. COMMUNICATION AND PUBLIC ENGAGEMENT. SO UNDERSTANDING HOW WE CURRENTLY COMMUNICATE AND THEN UNDERSTANDING HOW WE SHOULD COMMUNICATE OPPORTUNITIES TO MAYBE ALIGN COMMUNICATION WITH WHAT OTHER DEPARTMENTS ARE ALREADY DOING, SAY PLANNING AND DESIGN SERVICES, HOW THEY GET NOTICES OUT. BUT OTHER OPPORTUNITIES LIKE THAT THAT WE AREN'T TAKING ADVANTAGE OF. AND THEN A BRAND STRATEGY. SO WHAT IS THE ACTUAL TITLE? WILL THE TITLE OF PUBLIC WORKS CHANGE TO ELEVATE TRANSPORTATION IN THAT TITLE? A LOGO AND THEN A ROLLOUT FOR BRANDING AND THEN PHYSICAL SPACE AND TECHNOLOGY? OUR WE'RE CURRENTLY PRIMARILY HOUSED ON THE FOURTH FLOOR OF THE METRO DEVELOPMENT CENTER, AND THAT FLOOR HAS NOT BEEN REMODELED IN A VERY, VERY LONG TIME. OUR LAYOUT FOR THE FLOOR ISN'T AS EFFICIENT OR AS INVITING AS IT COULD BE. AND THEN ALSO THERE ARE SOME DATA UPDATES AS FAR AS WIRING AND TECHNOLOGY. AND THEN ALSO YOU KNOW WHO OWNS WHAT AS WE HAVE GROUPS MOVING IN. SOMEBODY'S GOT A WEBSITE. WE HAVE A WEBSITE. WE ALL HAVE DIFFERENT FILES EVERYWHERE. SO THESE ARE SOME OF THE ITEMS THAT WE'VE BEEN TACKLING WITHIN THOSE SUBCOMMITTEE TEAMS. SO THE RECOMMENDATIONS OUT OF THE STUDY. ONE OF THE QUESTIONS, PROBABLY THE BIGGEST QUESTION I GET IS WHY WOULDN'T THE DEPARTMENT OF TRANSPORTATION BE A COMPLETELY DIFFERENT DEPARTMENT OUTSIDE OF PUBLIC WORKS? AND SOME CITIES DO THAT. WE HAVE A LOT OF EXPERTISE THAT SHOULD BE CAPTURED AND WOULD BE PART OF THAT DEPARTMENT. I THINK THAT IT WOULD BE DETRIMENTAL TO MOVE. SO THE RECOMMENDATION WAS THAT DEPARTMENT OF PUBLIC WORKS BE HOUSED WITHIN PUBLIC WORKS. THERE ARE SO, SO ESSENTIALLY WITHIN PUBLIC WORKS, YOU WOULD HAVE OUR HOST OF PROFESSIONAL SERVICES THAT SERVE THE ENTIRE DEPARTMENT. OUR SOLID WASTE SERVICES AND OUR DEPARTMENT OF TRANSPORTATION. AND A LOT OF THAT HAS TO DO WITH THE OVERLAP AND THE SHARING. A LOT OF THINGS IMPLEMENTED ON THE ROADWAY ARE THEN ALSO PART OF MAINTENANCE WITH OUR SOLID WASTE TEAMS AND UNDERSTANDING WHAT WE'RE BUILDING. THEY ALSO NEED TO UNDERSTAND THERE'S ALSO A LOT OF OVERLAP ON THINGS LIKE SAY, SNOW OR EMERGENCY DEBRIS MANAGEMENT. THERE'S A LOT OF PARTNERSHIP BETWEEN OUR ROADS AND WITH OUR SOLID WASTE DIVISION THAT WE WOULD NOT WANT TO SEPARATE THOSE. SO THAT IS THAT WAS THE THOUGHT BEHIND HAVING THE DEPARTMENT WITHIN PUBLIC WORKS. SO THE DEPARTMENT OF PUBLIC WORKS HERE, THE DOT. THE IDEA IS THAT IT WOULD CAPTURE THE LIFE CYCLE OF A PROJECT. SO GOING FROM PLANNING TO ENGINEERING TO OPERATIONS AND HAVING THOSE TOGETHER. SO THIS IS THE GENERAL OUTLINE AND A MORE DETAILED LEVEL AS FAR AS FUNCTIONS. SO STARTING WITH TRANSPORTATION PLANNING AND PROGRAMING, ALL OF OUR PLANNING TEAM THERE. WITH VISION ZERO, COMPLETE STREETS BIKE LOUISVILLE, THAT IS THE AREA OF THE DOT WITH THE BIGGEST CHANGE. HISTORICALLY, WE HAVEN'T ELEVATED PLANNING WITHIN WHAT WE DO. PLANNING WAS BURIED REALLY IN PROJECT DELIVERY, SO SOMETIMES WE WOULD. WE WOULDN'T PLAN FOR THINGS AS EFFECTIVELY OR HAVE THAT ROBUST PLANNING AT[00:20:05]
THE OUTSET THAT WE SHOULD HAVE HAD. SO ELEVATING PLANNING WITHIN THE DOT WAS ONE OF THE BIG RECOMMENDATIONS FROM THE STUDY. AND THEN WITHIN THE PLANNING TEAMS, THERE ARE TWO GROUPS THAT ARE MOVING INTO THE DOT AND PUBLIC WORKS FROM OTHER DEPARTMENTS. SO THE FIRST BEING ADVANCE PLANNING AND THEY WILL BE COMING. THEY'LL BE COMING TO JOIN US. AND THEN THE TRANSPORTATION PLANNING GROUP FROM PLANNING AND DESIGN SERVICES. CURRENTLY THEY REVIEW DEVELOPMENT PLANS. SO AGAIN, HISTORICALLY WITH BOTH OF THOSE GROUPS, THEY'VE WORKED ON PROJECTS THAT ARE VERY SIMILAR TO PROJECTS WE DO, BUT DIFFERENT. SO WHEN PEOPLE CALL TO ASK QUESTIONS, DO YOU HAVE A QUESTION? I SHOULD HAVE ASKED YOU THIS AT THE BEGINNING. WOULD YOU PREFER TO TAKE QUESTIONS AT THE END OR AS YOU GO ALONG? WE CAN TAKE THEM AS WE GO ALONG. IF YOU IF YOU DO HAVE A QUESTION. OKAY. I HAVE ONE, BUT I'LL TOSS IT UP FOR. THE. COUNCILMAN BRATCHER. I'LL HAVE TO WAIT FOR 30 TO ISSUE THAT. CAN YOU. IS THERE A DEFINITION OF A PROJECT WITH A CERTAIN AMOUNT OF ONE? HIS MICROPHONE IS NOT ON. SORRY. IS THERE A. I'M SORRY. IS A PROJECT DEFINED? YOU KNOW, I KNOW THAT'S PROBABLY I MEAN, IS IT. SO THAT IS ONE THING WE'D LIKE TO GET TO. A PROJECT IS PRETTY GENERAL, BUT WE WOULD LIKE TO, FOR OUR OWN PURPOSES, AT LEAST CLARIFY WHAT? WHAT THAT MEANS. WE HAVE RIGHT NOW WHAT WE'RE LOOKING AT PRIMARILY ARE OUR LARGER PROJECTS, WHICH TEND TO BE GRANT GRANT FUNDED. SO FEDERAL FUNDS, STATE FUNDS THAT WE WOULD RECEIVE FOR PROJECTS, AND THEY COULD BE ANYWHERE FROM A COUPLE MILLION DOLLARS TO 10 OR $20 MILLION. AND THEN WE ALSO HAVE LOCALLY FUNDED PROJECTS. SO THAT COULD BE ANYTHING FROM, SAY, A SPEED HUMP TO A LIGHTING PROJECT OR A SIDEWALK PROJECT THAT WOULD BE IN THE FISCAL YEAR BUDGET. SO. SO THAT'S THAT'S A GOOD QUESTION. IF WE COULD JUMP OVER TO THE STAFF CHANGES, HAVING PROJECT SPONSORS WAS A RECOMMENDATION THAT I THINK IS INTEGRAL TO ALL OF THIS WORKING.WE'VE CURRENTLY HIRED TWO PROJECT MANAGERS. ONE IS SPECIFIC TO THOSE LARGER GRANT FUNDED PROJECTS. THE SECOND ONE THAT'S BEEN BROUGHT ON BOARD IS SPECIFIC TO LOUISVILLE LOOP PROJECTS, WHICH ARE A HIGH DOLLAR. WE HAVE QUITE A FEW LOUISVILLE LOOP PROJECTS CURRENTLY GOING ON. WE JUST WRAPPED UP INTERVIEWS THIS WEEK FOR SOMEONE WHO WOULD BE A LOCAL PROJECTS PROJECT MANAGER. SO ANYTHING THAT WOULD BE IN THE FISCAL YEAR BUDGET, LOCALLY FUNDED LIGHTING REQUESTS FROM METRO COUNCIL. HISTORICALLY, I KNOW WE HAVEN'T TRACKED THOSE AS WELL AS WE COULD. AND THEN ALSO ANY OTHER REPORTING ITEMS THAT ARE WITHIN OUR CAPITAL BUDGET THAT I WOULD LIKE TO SEE. DASHBOARD. YOU KNOW, WHAT IS THIS BEEN DONE ON PAVING. THAT'S A QUESTION WE GET ALL THE TIME. THAT'S SOMETHING THAT SHOULD BE ACCESSIBLE AND EASY TO GET. SO THAT'S SOMETHING THAT WE'RE WORKING TOWARDS. SO WE'VE HIRED TWO PROJECT SPONSORS. WE'LL BE HIRING A THIRD. AND THEN WE HAVE ANOTHER ONE AVAILABLE TO HIRE. BUT WE'RE TRYING TO GET THINGS SORTED WITH THE FIRST COUPLE TO START. THANK YOU. OKAY. YES. ALL RIGHT. I'M NEW TO BEING A VICE CHAIR, BUT I DO WANT TO SAY THANK YOU FOR YOUR PRESENTATION. AND I LIKE WHAT YOU TALKED ABOUT. DASHBOARD. AND I THINK MORE THINGS NEED TO BE AVAILABLE FOR US, FOR EVERYONE TO SEE, BUT ALSO TO THE TRANSPARENCY THAT HAS BEEN NEEDED. ONE OF THE AREAS WHERE IS THE DEPARTMENT THAT HANDLES THE ENCAMPMENT? CLEARINGS. WHAT WHAT DOES THAT FALL UNDER? BECAUSE I'VE BEEN ASKING FOR A DETAILED ACCOUNTING OF HOW MUCH THAT COST. TRANSPORTATION WISE. OFFICERS.
EQUIPMENT, ANYTHING THAT PERTAINS TO THAT. AND THANK YOU. DEPUTY MAYOR GEORGE, BEFORE YOU GET STARTED, I NEED TO RECOGNIZE THAT WE'VE BEEN JOINED IN CHAMBERS BY COUNCILWOMAN SHAMIKA PARISH. RIGHT. AND ONLINE BY COUNCILWOMAN CHAPEL. THE FLOOR IS YOURS. THANK YOU. THANK YOU.
CAN YOU HEAR ME? YES. NICOLE GEORGE, DEPUTY MAYOR OF PUBLIC HEALTH. PUBLIC SERVICES.
ENCAMPMENT RELOCATIONS FALL UNDER OUR HOMELESS SERVICES DIVISION. AND WHO WOULD I TALK TO GET A DETAILED ACCOUNTING OF? BECAUSE THERE IS A PUBLIC WORKS PART OF THAT WHERE PUBLIC WORKS EQUIPMENT, PEOPLE COME OUT TO HELP CLEAR UP AND CLEAN UP THINGS. I JUST WANT TO CLEAR ACCOUNTING, JUST LOOKING AT THIS IN THE NEXT PIECE OF LEGISLATION AROUND THE LIGHTING AND THINGS
[00:25:02]
LIKE THAT, IT'S ALL CONNECTED. AND I DO THINK IT RELATES TO THIS DASHBOARD. HOW COULD THE EVERYDAY LAYPERSON FIND OUT THIS INFORMATION? I THINK ANY CONCERNS OR ANY QUESTIONS ABOUT SOLID WASTE AND CLEANING OF OUR STREETS COULD BE COULD BE RESPONDED TO BY THEM. THANK YOU.COUNCILWOMAN CHAPEL. THANK YOU. THESE ARE MY QUESTIONS AS WE'RE GOING ALONG. FIRST ONE WOULD BE HOW MANY EMPLOYEES ARE COMING OVER FROM EACH OF THE DEPARTMENTS THAT YOU HAD MENTIONED PREVIOUSLY? ADVANCED PLANNING AND THEN PLANNING AND DESIGN OR TRANSPORTATION PLAN REVIEW. SO FOR ADVANCED PLANNING, IT'S THREE STAFF MEMBERS. AND THEN TRANSPORTATION PLAN REVIEW IS FIVE. THANK YOU SO MUCH. AND THEN THE NEW FULL TIME POSITIONS THAT YOU'VE IDENTIFIED. DOES YOUR CURRENT BUDGET COVER THESE POSITIONS OR ARE THESE GOING TO BE POSITIONS THAT YOU'RE GOING TO BE ASKING FOR AND FACTORING INTO YOUR FISCAL YEAR 26 BUDGET? SO THERE WAS IN THE FISCAL YEAR 25 BUDGET, THERE WAS $500,000 THAT WAS ALLOCATED. THAT WOULD BE TO ABSORB COSTS FOR STAFF, THAT WOULD BE BRINGING THAT WOULD BE BROUGHT ON BOARD IN FISCAL YEAR 25. BUT THEN ALSO FOR SOME CAPITAL NEEDS LIKE THE OFFICE RENOVATION AND THINGS LIKE THAT, THE ADDITIONAL POSITIONS. YES, THEY WOULD BE PART OF THE BUDGET MOVING FORWARD FOR FISCAL YEAR 26. SO TO UNDERSTAND IT, IT LOOKS LIKE THERE'S 210 FULL TIME POSITIONS THAT ARE GOING TO BE NEW. AND THEN YOU'RE BRINGING ON EIGHT NEW POSITIONS THAT IS GOING TO BE COVERED BY YOUR BUDGET. SO 18 PEOPLE AND THAT $500,000, YOU KNOW, LOUISVILLE METRO DOESN'T PAY THAT GREAT.
BUT, YOU KNOW, THAT'S KIND OF THAT $500,000 ISN'T GOING TO COVER ALL THOSE EMPLOYEES. SO I DON'T I THINK I HAVE A DIFFERENT NUMBER FOR NEW POSITIONS IF WE COULD JUST GO THROUGH THOSE. SO THOSE SO WE'VE GOT THE RELOCATED TEAMS THAT WOULD BE COMING OVER AND THEIR BUDGETS WOULD COME OVER WITH THEM. AS FAR AS NEW FULL TIME POSITIONS, WE HAVE THE DDOT DIRECTOR, AND THEN IT WAS RECOMMENDED TO HAVE A SPECIFIC TECHNOLOGY SERVICES MANAGER. AS WE'RE STARTING TO WORK WITH THINGS LIKE ASSET MANAGEMENT SOFTWARE AND ALL OF OUR PROJECT MANAGEMENT SOFTWARE, TO HAVE SOMEONE IN THAT CAPACITY POLICY ANALYST FOR PUBLIC WORKS. WE DON'T CURRENTLY HAVE SOMEONE WHO WHO REVIEWS AND RESEARCHES POLICIES FOR US, AND THEN A UTILITY COORDINATOR. THAT JOB IS ONE THAT WE'RE INTERVIEWING FOR THIS WEEK. AND GENERALLY THAT POSITION IS TO ORGANIZE REQUESTS THAT WE PUT IN WITH OUR PARTNERS IN THE UTILITIES. RIGHT NOW, OUR PROJECT MANAGERS HAVE TO WE'RE EMAILING ONE OFF REQUESTS. SO ONE PERSON AT G AND E MIGHT GET REQUESTS FROM FIVE DIFFERENT PEOPLE IN OUR DEPARTMENT. THAT IS NOT EFFECTIVE. AND THAT DOES NOT HELP THEM. THAT DOES NOT HELP US HELP THEM PRIORITIZE OUR REQUESTS. SO WE NEED TO BE MAKING REQUESTS TO OUR PARTNERS WITH ONE VOICE. SO A UTILITY COORDINATOR WOULD BE THE POINT PERSON WHO WOULD HELP US UNDERSTAND, AS WE NEED TO SUBMIT A PRIORITIZED LIST TO PEOPLE LIKE L, G, AND E, AND THEN A RESEARCH AND GRANT WRITING ANALYST. THIS WAS RECOMMENDED THAT WE HAVE A GRANT WRITER AND THEN ALSO A GRANT COMPLIANCE PERSON. GIVEN THE CURRENT STATE OF THINGS, WE HAVE CONSOLIDATED THAT, GIVEN THAT WE HAVE A VAST NUMBER OF GRANTS AND WE MAY HAVE LIMITED OPPORTUNITIES IN THE NEAR FUTURE TO WRITE GRANTS OR APPLY FOR THOSE. SO CONSOLIDATING THOSE. SO WE HAVE THAT EXPERTISE AS WE NEED IT. AND THEN PROJECT SPONSORS WERE RECOMMENDED TO BE GRANT FUNDED.
I BELIEVE THAT THOSE POSITIONS ARE SO INTEGRAL TO WHAT WE WANT TO DO, THAT WE WERE ABLE TO CONVERT SOME VACANT POSITIONS WITHIN PUBLIC WORKS. SO THOSE POSITIONS WILL BE FUNDED BY EXISTING POSITIONS THAT WERE THAT HAD BEEN VACANT FOR A SUBSTANTIAL AMOUNT OF TIME. ONE THING THAT IS NEW FROM THE RECOMMENDATIONS. DEPUTY MAYOR GEORGE AND I WENT AROUND AND MET WITH ALL OF OUR DIVISIONS, ROADS, ALL OF OUR ROADS, DISTRICTS, OUR ENGINEERING TEAM, PLANNING TEAMS, TEAMS THAT ARE COMING OVER, AND ONE OF THE ONE OF THE TAKEAWAYS AS FAR AS POSITIONS WAS THAT WE NEEDED TO HAVE A SPECIFIC COMMUNICATION COORDINATOR. SO SOMEONE EMBEDDED WHO COULD REALLY WORK WITHIN THE PROJECT AND WITH OUR PROGRAM LEADS. SO FOR INSTANCE, WE WERE
[00:30:03]
TALKING ABOUT VISION ZERO LAST WEEK. THERE ARE SOME REALLY COOL COMMUNICATION THINGS THAT ARE GOING ON IN OTHER CITIES. WE'D LIKE TO TRY THOSE. SUBJECT MATTER EXPERTS AREN'T NECESSARILY COMMUNICATION EXPERTS, SO HAVING SOMEBODY WHO COULD BE EMBEDDED IN THAT WAY, THAT THEY UNDERSTAND THE MATERIAL AND ARE ABLE TO HELP US COMMUNICATE THAT OUT TO THE PUBLIC. SO THAT WAS THE ONLY POSITION THAT WAS ADDED. SO I BELIEVE. THREE, FOUR, FIVE. IT SHOULD ONLY BE FIVE THAT WERE RECOMMENDED LAST YEAR, PLUS ONE ADDITIONAL WITH THIS FISCAL YEAR BUDGET THAT WE WOULD BE REQUESTING. SO SIX TOTAL NEW POSITIONS AND I CAN DOUBLE CHECK THAT AND GET GET AN UPDATE ON THAT. OKAY. YEAH. IT LOOKS HERE IF WE JUST SAY ONE PROJECT SPONSOR, THAT'S SEVEN POSITIONS RIGHT THERE THAT YOU HAVE OUTLINED. AND THEN IF YOU ADD IN THE THREE ADDITIONAL PROJECT SPONSORS THAT'S TEN. SO BUT THAT'S MY THAT'S THE END OF MY QUESTIONS FOR NOW. THANK YOU COUNCILWOMAN CHANNEL. ALL RIGHT. HER HER COMMENTS KIND OF DOVETAIL INTO TO MINE. AND I'M GOING TO PREFACE MINE WITH I'M SUPPORTIVE OF THE NEW DEPARTMENT OF TRANSPORTATION. IT IT SPEAKS TO ME IN LANGUAGE THAT I UNDERSTAND AS FAR AS ORGANIZATIONAL BEHAVIOR IS CONCERNED. ALONG THAT LINES, TH, THE, THE BEGINNING OF YOUR PRESENTATION TALKED ABOUT THE EFFICIENCIES THAT WERE BEING DRIVEN INTO IT. AND I LOVE THAT.I JUST THINK IT WOULD BE HELPFUL FOR A LOT OF PEOPLE TO UNDERSTAND WHEN YOU GET TO THINGS LIKE THIS, WHERE YOU'RE ADDING COST TO THE SIDE OF THE EQUATION, HOW THE EFFICIENCIES ARE OFFSETTING THOSE COSTS GOING FORWARD. SO I THINK THAT'S WHERE COUNCILWOMAN CHAPPLE WAS COMING FROM. I'M CERTAIN THAT THAT'S WHERE I'M COMING FROM. BUT AGAIN, SUPPORTIVE OF IT, HAVING HAVING THAT EXPLANATION FOR THE ADDITIONAL COSTS BEING OFFSET BY EFFICIENCIES WOULD BE HELPFUL.
THANK YOU. SO AND I DON'T HAVE THE EXACT MATH AROUND IT, BUT JUST LOOKING AT SOME OF THE SIZE OF THE PROJECTS THAT WE'RE WORKING ON, SAY FOR INSTANCE, COOPER CHAPEL OR EAST MARKET THAT'S UNDER CONSTRUCTION. NOW, WHEN YOU LOOK AT WHAT THE ORIGINAL COST ESTIMATES WERE, HAD WE CONSTRUCTED THOSE IN THE YEAR THEY SHOULD HAVE BEEN CONSTRUCTED, WE COULD HAVE SAVED MILLIONS OF DOLLARS. SO TO YOUR POINT, I THINK THE EFFICIENCIES BUILDING PROJECTS WHEN YOU'RE SCHEDULED TO BUILD THEM, BECAUSE THEY WILL ONLY GET MORE EXPENSIVE IN THE FUTURE. SO IF YOU'RE OFF SCHEDULE, YOU'RE ALWAYS ADDING COST. ONE LAST THING. WHAT IS THE PROJECT SPONSOR MODEL? WILL YOU DEFINE THAT LATER OR WHAT THAT LOOKS LIKE. SO AND WE KIND OF TOUCHED ON THAT AT THE BEGINNING. BUT SO RIGHT NOW OR BEFORE A COUPLE OF MONTHS AGO, THE WAY THAT PROJECTS WORKED, WE HAD A PROJECT WOULD START. WE WOULD IT WOULD BE SOMETHING SUGGESTED OR PUT IN THE LOCAL BUDGET. IT WOULD GO TO PLANNING. IT MIGHT GO. MIGHT HAVE A PLANNING PHASE.
MIGHT GET INPUT FROM OTHER DIVISIONS, SAY TRAFFIC. IT WOULD GO OVER TO AN ENGINEER WHO WOULD MANAGE IT. IT MIGHT GO TO A DIFFERENT ENGINEER FOR CONSTRUCTION. IT MIGHT GO TO A FIELD TEAM FOR CONSTRUCTION. SO PROJECTS HISTORICALLY HAVE KIND OF BOUNCED AROUND. AND THE PROJECT SPONSOR MODEL IS HAVING HAVING AN EXPERTISE OF A PROJECT MANAGEMENT PROFESSIONAL. SO A PMP, SOMEBODY WITH A TRUE PROJECT MANAGEMENT BACKGROUND, MAYBE NOT EVEN NECESSARILY AN ENGINEERING BACKGROUND, BUT SOMEONE WHO UNDERSTANDS AND CAN KEEP TRACK OF THINGS. BECAUSE RIGHT NOW WE HAVE A LOT OF PEOPLE WHO ARE VERY, VERY SMART ABOUT THINGS. BUT MANAGINA PARTICULAR PROJECT ISN'T NECESSARILY THE CORE OF THEIR BUTIE AND THAT'WHERE WE'RE GETTING OFF TRACK. SO HAVING SOMEBODY WHO THEIR ONLY FUNCON IO MAKE SURTHAT PRECREIN FWA TH'SODEL WE WANT TO GET . ALL RIGHT. ANY OTHER QUESTIONS ABOUT POSITIONS? OKAY. HAPPY ENGINEER'S WEEK. ONE OF THE OTHER THINGS THAT WE'RE TRYING TO DO WITH WITH THE DOT IS TO USE IT FOR RECRUITING. I THINK THAT WE ARE ON THE VERGE OF DOING SOME REALLY, REALLY COOL THINGS, AND HOPEFULLY DOING THEM MUCH MORE QUICKLY THAN WE HAVE HISTORICALLY. SO WE DO HAVE SOME VACANCIES WITHIN ENGINEERING, AND WE ARE LOOKING AT DIFFERENT WAYS TO RECRUIT AND TO GET SOME EXCITEMENT AROUND THOSE TEAMS. SO ANTICIPATED BENEFITS. I THINK WE'VE ALREADY TOUCHED ON SOME OF THESE, BUT LEADING, LEADING WITH PLANNING SO THAT WE'RE NOT HAVING TO DO REWORK. STREAMLINING HOW WE DELIVER PROJECTS BY MOVING TO A
[00:35:04]
DIFFERENT MODEL OF HOW WE MANAGE THOSE. IMPROVING INTERNAL COORDINATION AND OVERSIGHT AND THEN ENHANCING EFFICIENCIES. AND REALLY THE POSITIONS THAT WE'RE RECOMMENDED TO ADD. WHAT THEY DO IS THEY FILL IN GAPS FOR THE SUPPORT THAT OUR EXISTING TEAM NEEDED, AND IT ALLOWS IT'S SETTING THE BASE FOR SOMETHING THAT CAN SCALE, SOMETHING THAT CAN GROW AND WE CAN GROW AS WE NEED TO AND AS WE'RE COMFORTABLE WITH. SO WHAT DOES THIS ACTUALLY MEAN AS FAR AS RESULTS? HOW ARE THINGS GOING TO BE DIFFERENT. SO REMOVING SILOS WITHIN PROCESSES. SOME I KNOW PROCESSES CAN BE VERY BORING. I'M A PROCESS NERD. SO THIS IS VERY EXCITING FOR ME. BUT UNDERSTANDING WHO NEEDS TO TALK TO WHO AND WHEN DOES THAT NEED TO HAPPEN? SO ONE OF THE EXAMPLES WOULD BE MAKING SURE THAT OUR PLANNING TEAMS KNOW OUR PAVING SCHEDULE, BECAUSE IF THEY HAVE A PLAN TO RESTRIPE A ROAD AND YOU RESTRIPE IT WHEN YOU'RE REPAVING IT, YOU'VE ESSENTIALLY RESTRIPED IT WITH THE NEW STRIPING PLAN AT ZERO COST. THAT'S LEVERAGING EFFICIENCY. THAT'S REMOVING SILOS. ANOTHER THING THAT CAME UP DURING OUR DOT ROADSHOW, TALKING WITH THE DIFFERENT DIVISIONS, WAS NEIGHBORHOOD PLANNING EFFORTS AND MAKING SURE THAT WE'RE CAPTURING ALL OF THE PREVIOUS PLANS, WHETHER THAT'S A BIKE PLAN OR A NEIGHBORHOOD PLAN. BUT UNDERSTANDING WHAT DID THE COMMUNITY WANT TO DO AS FAR AS IMPROVEMENTS AND MAKING SURE THAT THOSE ARE ON OUR LIST AND WE HAVE THOSE SOMEWHERE THAT SOMEBODY IS AWARE AND CAN CAPTURE THOSE AS WE'RE GOING THROUGH AND DOING OTHER PROJECTS. NEXT THING LEADING WITH DATA. ONE OF THE REALLY INTERESTING PIECES OF DATA THAT WE'VE ALREADY FOUND IS LOOKING AT OUR ELECTRICAL MAINTENANCE.THEY GO OUT, TRAFFIC SIGNALS GET KNOCKED DOWN, THEY PICK THEM UP. WHAT WE'RE REALIZING IS THAT WE SPEND HUNDREDS OF THOUSANDS OF DOLLARS PICKING UP TRAFFIC SIGNALS EVERY YEAR, AND THOSE TEND TO BE ON THE HIGH INJURY NETWORK. SO WHEN WE'RE GOING OUT AND WE'RE MAKING SAFETY IMPROVEMENTS, THERE'S A REAL CORRELATION IN NOT HAVING TO DO THAT MAINTENANCE OVER AND OVER AGAIN. SO THESE THESE ARE REAL THINGS THAT ON ON A LONG TIMELINE WILL SAVE LIVES. THEY WILL ALSO SAVE BUDGET THAT ALLOWS US TO GO AND DO OTHER PROJECTS ELSEWHERE. AND THEN PROJECT DELIVERY, WHICH WE'VE ALREADY TALKED ABOUT. HAVING HAVING PROJECT SPONSORS IN A WAY THAT THEY ARE, THEY'RE SOLELY PUSHING PROJECTS FORWARD AND THEN ALSO WORKING TOWARDS HAVING DASHBOARDS. SO I'M REALLY PROUD OF MY STAFF. THEY WORK VERY, VERY HARD AND WE'RE DOING INCREDIBLE THI US ARE INTROVERTS, AND WE DON'T DO THE BEST JOB OF TELLING PEOPLE ABOUT ALL OF THE AMAZING WORK THAT WE'RE DOING, AND THAT IS THE GAP THAT WE NEED TO FILL AND MAKING THE CITY VERY, VERY PROUD OF ALL THE WORK THAT WE'RE DOING. LET ME ASK YOU, WILL THERE BE A POSITION OR A FUNCTION WITHIN THE DEPARTMENT FOR RESEARCH AND DEVELOPMENT ON FUTURE PROJECTS? AS AN EXAMPLE? ASPHALT, AS BASIC AS THAT SEEMS, THERE'S TECHNOLOGY OUT THERE THAT EMBEDS. TEFLON. YOU CAN'T USE THE WORD TEFLON, BUT TEFLON FIBERS INTO THE ASPHALT THAT DOUBLES OR TRIPLES THE LIFE EXPECTANCY OF THAT ASPHALT. AND THE PAYBACK IS TREMENDOUS. IF YOU CAN DO THAT, NOT HAVING TO FIX POTHOLES, YOU'RE NOT HAVING TO REPAVE, ARE THERE IS THERE A POSITION IN YOUR DEPARTMENT THAT YOU ARE PUTTING TOGETHER THAT WOULD LOOK AT THINGS LIKE THAT, THAT YOU COULD INVEST IN AND NOT DO NOT DO THE THINGS THE WAY WE'VE ALWAYS DONE THEM IN, IN A WAY THAT COULD PAY OFF IN THE LONG TERM. DOES THAT MAKE SENSE? SO NOT SPECIFICALLY, BUT I THINK THAT BUILDING IN THAT SUPPORT THAT THAT'S A GREAT IDEA. AND BUILDING IN THE SUPPORT THAT PEOPLE LIKE OUR PAVING TEAM WOULD NEED TO HAVE THE CAPACITY TO DO THAT. SO BEING ABLE TO SAY TO OUR POLICY PERSON, HEY, CAN YOU RESEARCH THIS, WHAT OTHER PLACES ARE DOING THIS? TALK TO OUR GRANTS PERSON AND SAY, HEY, IS ANYBODY FUNDING THIS TYPE OF TH IS IT SOMETHING THAT WE COULD SAFELY AND RESPONSIBLY DO A PILOT FOR? SO BUILDING IN SUPPORT IN A WAY THAT ALL OF THESE THINGS WE WANT TO DO ACTUALLY HAVE SOMEBODY WHO CAN LEAD THAT EFFORT. ALL RIGHT.
THANK YOU. OKAY. ALL RIGHT. WELL, THANK YOU ALL FOR HAVING ME. THAT. OH,
[00:40:09]
SORRY. I'M. THAT'S NOT THE THAT'S NOT THE END OF IT. SORRY. SO HERE'S JUST A BRIEF LIST OF ACCOMPLISHMENTS IN SUMMARY. SO THE FINAL REPORT WAS RELEASED LAST SUMMER. WE'VE BEEN HOLDING IMPLEMENTATION TEAM MEETINGS, AND THE IMPLEMENTATION TEAM IS LEADING THE DIRECTION THAT WE WANT TO GO WITH THOSE RECOMMENDATIONS. CREATED A FINAL ORGANIZATIONAL CHART. FORMALIZED MISSION. VISION. GOALS. WE'RE STILL WORKING ON PROCESSES AND UNDERSTANDING COMMUNICATION OPPORTUNITIES TO BUILD INTO THOSE PROCESSES. AND WE WILL HAVE WE'VE POSTED AND ADVERTISED MANY SEVERAL NEW POSITIONS HAVE BEEN FILLED. THEY'RE POSTED. WE HAVE GOTTEN A NUMBER OF VERY QUALIFIED APPLICANTS. SO THAT IS EXCITING TO SEE. WHAT'S REMAINING IS THE FORMAL ROLLOUT AND ANNOUNCEMENT. ONCE WE DO HAVE A DIRECTOR LINED UP AND BRANDING ANNOUNCEMENT, OUR THE COMPANY WHO'S PREPARING OUR BRANDING INFORMATION WILL DO A PRESENTATION IN MARCH TO THE LEADERSHIP TEAM. AND FROM THERE, WE'LL GET AN IDEA ON WHAT THAT ROLLOUT WOULD LOOK LIKE. WE'RE WORKING ON OUR OFFICE REMODEL FACILITIES. FINALIZE THAT LAYOUT EARLIER THIS WEEK. SO WE'RE WORKING ON GETTING THAT MOVING, AND THEN WE'RE WORKING WITH MTS ON PROJECT TRACKING IN SMARTSHEET. AND THEN WE WILL CONTINUE TO POST NEW POSITIONS AND AGAIN RECRUIT TO FILL VACANCIES. ON COUNCILWOMAN CHAPEL. I'LL SEE YOU IN THE QUEUE. THANK YOU. JUST TALKING ABOUT NEXT STEPS. OBVIOUSLY YOU'RE STILL TRYING TO PUT TOGETHER THE DEPARTMENT OF TRANSPORTATION, AND I APPRECIATE ALL OF THE INFORMATION TODAY AND ALSO ALL OF THE CORRESPONDENCE THAT YOU'VE HAD WITH COUNCIL MEMBERS THUS FAR. AND THERE WAS A RECENT EMAIL IN WHICH YOU HAD SENT OUT THE PUBLIC WORKS. DIRECTORY, WHICH I THINK IS REALLY HELPFUL. BUT I ALSO RECALL AN EMAIL, AN EMAIL PRIOR TO THAT WHERE IT WAS SAYING ALL REQUESTS SHOULD GO TO, I THINK LIKE DOT AT LOUISVILLE GOV. AND SO COULD YOU JUST KIND OF HELP US UNDERSTAND WHEN WE TALK ABOUT TIMELINES, WHAT DOES THAT LOOK LIKE? AND THIS GETTING UP AND OPERATIONAL. WHAT ARE THE PROJECTS THAT YOU THAT THE DOT WILL BE TACKLING FIRST AND THEN HOW SHOULD METRO COUNCIL MEMBERS ELEVATE THEIR CONCERNS? WELL SORRY I KNOW THAT WAS A LOT. OH NO THAT'S OKAY. FIRST, YOU'RE ALWAYS WELCOME. IF YOU HAVE A CONCERN YOU FEEL IS AN EMERGENCY, IF THERE IS AN EMERGENCY, PLEASE CONTACT ME RIGHT AWAY. DO NOT HESITATE. IF THERE THE DIRECTORY IS. I KNOW A LOT OF TIMES PEOPLE WILL EMAIL ME, BUT I DON'T ALWAYS GET TO CHECK MY EMAIL UNTIL MUCH LATER IN THE DAY. SO I JUST WANT TO MAKE SURE THAT IF THERE IS SOMETHING THAT CAN GO AHEAD AND GET MOVING, THAT ISN'T IS NOT AN EMERGENCY, THAT YOU HAVE DIRECT ACCESS TO PEOPLE THAT CAN MAKE THAT HAPPEN. THERE IS ALSO THE DOT EMAIL THAT WE HAVE SHARED. THAT EMAIL INBOX IS MONITORED.SO IF YOU HAVE A QUESTION OR YOU DON'T QUITE KNOW WHERE TO SEND IT OR WHERE TO START, YOU'RE ALWAYS WELCOME TO SEND IT THERE. IF IT'S SOMETHING THAT'S THAT'S NOT AN EMERGENCY, BUT IT MIGHT BE ABLE TO GET SOMEBODY'S EYES ON IT FASTER. WHO COULD DIRECT IT OUT? AS FAR AS THE PROJECTS THAT WE'RE TACKLING, WE HAVE A LOT OF PROJECTS ON OUR BOOKS RIGHT NOW. SO THE FIRST STEP WITH OUR PROJECT SPONSORS THAT HAVE BEEN BROUGHT ON BOARD ARE GETTING THEIR ARMS AROUND WHERE WE ARE WITH ALL OF OUR PROJECTS. SO I KNOW THAT THERE ARE A LOT OF QUESTIONS AROUND LIGHTING REQUESTS TO LGA. THAT'S ONE THAT I'M TRYING TO GET SOME BETTER TRACKING AROUND SO THAT WE CAN WE CAN WORK ON A PROCESS WITH THEM TO GET FASTER RESPONSES. SO RIGHT NOW WE'RE WE'RE JUST GETTING OUR ARMS AROUND WHERE WE ARE AND THEN SPEEDING UP EVERYTHING THAT'S ALREADY IN QUEUE. AS FAR AS OTHER PROJECTS, PROBABLY WE MET TODAY ACTUALLY ON ON A PROJECT THAT WAS A COLLABORATION AND TRYING TRYING THINGS NEW. BUT LOOKING AT MAYBE A PEDESTRIAN AND BIKE WALKWAY ON STREET AND COLLABORATING WITH PARKS TO TRY ONE OF THOSE OUT. SO THAT'S NOT SOMETHING THAT WE HAVE IN OTHER PLACES, BUT WORKING COLLABORATIVELY AND GETTING GETTING THE RIGHT PEOPLE INVOLVED, GETTING CROSS-FUNCTIONAL TEAMS REALLY IS WHAT WE'RE CREATING, GETTING EVERYBODY'S INPUT AT THE FRONT AND MOVING FORWARD WITH PROJECTS THAT HOPEFULLY WE CAN BUILD QUICKLY. THANK YOU. I JUST WANT TO SAY I'M VERY SUPPORTIVE OF THE DOT. IT WAS SOMETHING THAT
[00:45:07]
I'VE BEEN ADVOCATING FOR QUITE SOME TIME NOW. BUT IT'S ALSO INTERESTING AND APPRECIATED THAT YOU ACKNOWLEDGE THAT PLANNING HAS KIND OF BEEN AN AFTERTHOUGHT WHEN IT COMES TO A LOT OF THE THINGS THAT WE'RE DOING HERE IN LOUISVILLE. AND, YOU KNOW, YOU'RE TALKING ABOUT THE LACK OF COORDINATION BETWEEN DEPARTMENTS. BUT AND YOU MIGHT HAVE ADDRESSED THIS EARLIER. BUT ONE PARTNER THAT I THINK IS REALLY LARGE THAT I DID NOT HEAR MENTION DURING THE PRESENTATION WAS KYTC. AND WHEN WE'RE TALKING ABOUT PROJECTS BEING DELAYED, I CAN THINK OF QUITE A FEW PROJECTS THAT ARE IN MY DISTRICT AND ELSEWHERE THAT AREN'T MOVING FORWARD AT ALL, OR AT THE SPEED AT WHICH WE WOULD LIKE IT TO BE. SO CAN YOU TALK ABOUT HOW THE DOT RELATIONSHIP WITH KEY WILL BE, AND THEN HOW WE'RE GOING TO CONTINUE TO MASSAGE THAT RELATIONSHIP? I WOULD LOVE TO.WE ACTUALLY MET EARLIER TODAY. WE DO MULTIPLE MEETINGS EVERY MONTH ON PROJECTS THAT WE'RE COORDINATING WITH WITH KYTC. SOME OF THOSE SOME OF THOSE OUTCOMES LOOK A LITTLE DIFFERENT NOW THAT WE HAVE THE PROJECT SPONSOR MODEL IN PLACE. SO THE OUTCOME OF THOSE MEETINGS, THEY USED TO JUST KIND OF FUNCTION AS CHECK IN MEETINGS LIKE UPDATES FOR PROJECTS. AND NOW THEY ARE MUCH MORE DELIVERABLE FOCUSED. SO SOMEONE SAID THEY WERE GOING TO DO THIS. WHEN WILL YOU HAVE THAT. DID YOU DELIVER THIS? IF YOU DID NOT, WHAT IS THE PAIN POINT? WHAT DO YOU NEED TO DELIVER THAT? SO BEING MUCH MORE DIRECT AND AGGRESSIVE ABOUT PROJECT OUTCOMES IS, I WOULD SAY, THE FIRST STEP IN, IN A LOT OF THAT ISN'T TO DO WITH THE TEAM THAT WORKS WITH US ON OUR LP PROJECTS. THERE IS INCREDIBLY SUPPORTIVE, BUT PROJECTS ARE ARE THEY'RE LARGE AND THEY'RE COMPLICATED AND THERE ARE A LOT OF MOVING PARTS. SO AGAIN, BUILDING IN THAT SUPPORT OF THAT PROJECT SPONSOR MODEL, I THINK WILL BE VERY, VERY EFFECTIVE FOR GETTING PROJECTS MOVING. SO IS THERE AN EMPLOYEE THAT'S GOING TO BE NEW OR THAT IS EXISTING. THAT WILL BE THE POINT OF CONTACT FOR. I THINK THAT WOULD BE TOPIC SPECIFIC. SO FOR PROJECTS, FOR SPECIFIC PROJECTS WE WOULD HAVE SPECIFIC PROJECT SPONSORS, PROJECT MANAGERS WHO WOULD BE MANAGING PROJECTS WITH KYTC THAT THAT ARE BEING OVERSEEN BY KYTC. IF YOU ARE SPEAKING TO MAINTENANCE, THAT WOULD BE THAT WOULD BE DIFFERENT. THAT WOULD BE MORE WITH OUR ROADS AND OPERATIONS TEAM. SO I GUESS JUST SOMEBODY TO KEEP TRACK OF WHAT PROJECTS ARE IN QUEUE, WHICH ARE IN PROGRESS, AND THEN ALSO HOW IT ALL KIND OF FITS TOGETHER. OUR ROADS BEING MAINTAINED, OUR OVERPASSES BEING MAINTAINED. IS TRASH BEING PICKED UP. IS THERE A LIGHTING ISSUE? SO I THINK AS WE'RE TALKING ABOUT COLLABORATIVE EFFORTS AND MAKING SURE THAT LIKE EVERYTHING IS UNDER ONE UMBRELLA, I THINK THAT THIS IS A REALLY BIG AND IMPORTANT PIECE OF THAT CONVERSATION. BECAUSE A LOT OF TIMES IT MIGHT BE A LIGHTING ISSUE THAT YOU ELEVATE TO THAT ONE PERSON, AND THEN THEY ELEVATE IT TO THE PERSON WITHIN KYTC. BUT, YOU KNOW, I THINK IT'S REALLY IMPORTANT FOR SOMEONE TO TAKE A STEP BACK AND SAY, WOW, WE'VE BEEN HAVING THIS REOCCURRING ISSUE OR, YOU KNOW, WE HAVE THIS MANY OUTSTANDING PROJECTS THIS YEAR. LAST YEAR WE HAD THAT MANY. AND YOU KNOW, I UNDERSTAND THAT'S KIND OF LIKE EBBS AND FLOWS AND PROJECT SPECIFIC. BUT I THINK IT'S REALLY IMPORTANT TO UNDERSTANDING, LIKE YOU WERE SAYING, IDENTIFYING THOSE PAIN POINTS. SO REGARDING MAINTENANCE WE DO MEET. WE MEET MONTHLY.
METRO PUBLIC WORKS HAS A MOA WITH KYTC FOR DISTRICT FIVE FOR MAINTENANCE OF SURFACE STREETS.
NOT FOR INTERSTATES OR RAMPS. BUT WE DO MEET MONTHLY WITH THEM ON MAINTENANCE AND TRACKING. AND THEN WE ALSO ARE MEETING QUARTERLY ON INTERSTATE RELATED ITEMS AND THEN QUARTERLY WITH STATE LEADERSHIP. IS TO YOUR POINT ABOUT ITEMS THAT HAVE BEEN ONGOING AND HAVE NOT BEEN RESOLVED. SO THOSE ARE THOSE ARE RELATIONSHIPS WE'RE ACTIVELY WORKING ON AS FAR AS TRACKING THOSE SPECIFICALLY. I KNOW THAT WITH RESPECT TO PROJECTS, ONE OF ONE OF THE ISSUES THAT WE HAD EARLY ON WITH PROJECT MANAGEMENT IS THAT EVERYTHING THAT WE DO IS A PLACE, AND UNDERSTANDING ALL OF THOSE PLACES SIMULTANEOUSLY IS INCREDIBLY POWERFUL INFORMATION. SO HAVING LOOKING AT PROJECT MANAGEMENT SOFTWARE THAT CAN ACTUALLY LOOP INTO A MAP, LIKE IF YOU COULD CLICK ON A MAP AND IT GAVE YOU AN UPDATE ABOUT A PROJECT, THAT'S HOW MOST PEOPLE SEE THINGS IN THE WORLD.
[00:50:05]
THEY DON'T SEE THEM IN A SPREADSHEET. SO HAVING THAT, I KNOW THAT KYTC HAS EXPRESSED THAT THEY ALSO ARE INTERESTED IN DOING SOMETHING SIMILAR. SO THAT IS SOMETHING THAT WE WOULD LIKE TO CONTINUE TO WORK TOWARD IS UNDERSTANDING, YOU KNOW, NOT JUST WHERE OUR PROJECTS, WHERE OUR PLAN MAINTENANCE HAPPENS, BUT ALSO WHERE DOES THAT OVERLAP WITH KYTC. AND AGAIN, WHERE ARE THERE OPPORTUNITIES WE CAN LEVERAGE WITH THE DOLLARS THAT WE DO HAVE? SURE. JUST PATIENTLY AWAITING THESE ONE WAY STREET CONVERSIONS, YOU KNOW. SO ARE YOUR QUESTIONS, COUNCILWOMAN.YES. ALL RIGHT. THANK YOU. SEEING NO ONE ELSE IN THE QUEUE. EXECUTIVE DIRECTOR KERN, THANK YOU FOR THIS INFORMATIVE PRESENTATION, I APPRECIATE IT. I'M EXCITED FOR THE NEW DEPARTMENT OF TRANSPORTATION. LOOK FORWARD TO HELPING YOU WITH IT. AND WITH THE RECENT FLOODING AND THE PREDICTED WEATHER THAT WE'RE SCHEDULED TO HAVE FOR THE NEXT 12 HOURS, I KNOW THAT A TIRED CREW IS FACING A LONG NIGHT AND JUST PASS ALONG THE COUNCIL'S DESIRE THAT THEY BE SAFE, KEEPING US SAFE, AND THANK THANK THEM AND EXPRESS OUR GRATITUDE TO THEM. THANK YOU. I CERTAINLY WILL. AND PLEASE STAY SAFE OUT THERE. DON'T DRIVE IF YOU DON'T HAVE TO. RIGHT. WITH
[Adjournment Note: Agendas are followed at the discretion of the Chair. While an item may be listed, it does not mean all items will be heard and/or acted upon by the Committee.]
THAT OBJECTION, WE STAND ADJOURNED. THANK YOU.* This transcript was compiled from uncorrected Closed Captioning.