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From YouTube: BOH Meet and Greet 2023 Part 2
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A
B
A
A
B
C
B
The
class
you
know
and
and
and
you
give
her
an
assignment-
she'd
knock
it
out
like
that,
and
it
would
be
twice
as
good
as
what
you
expected
and
you
just
do
that
over
and
over
and
over.
C
B
Well,
it's
hard
to
ignore
those
people.
If
you
don't
recognize
their
performance
they're
going
to
leave.
You
know
yeah,
but
it
doesn't
take
very
many
of
those
succumb.
Super
high
performers,
the
current
organization.
You
don't
have
to
have
very
many
internal
organization
around.
You
could
really
jump
up
to
a
level
or
two
with
if
you've
got
200
employees,
three
or
four
people,
it's
amazing,
but
what
they
can
do.
B
D
B
Well,
David,
the
recruiter
said
he
talked
about.
He
said
man,
they
like
you,
don't
they
I
said
well,
I
hope
so,
but
you
know
the
people
that
supervised
me
would
be.
My
four
chairs
you
know
in
the
past
and
then,
of
course,
the
at
the
University,
but
he
was
also
the
chair
of
my
Board
of
Health
too,
in
Oklahoma
City
for
a
few
years,
so
he
I
actually
recruited
him
in
there,
because
I
got
to
ask
the
mayor
to
appoint
him
and
he
did
a
fantastic
job.
B
He
he
left
that
job
when
he
became
Provost,
but
he's
not.
The
vice
president
he's
the
Provost
for
Health
Sciences,
and
so
he
would
I
think
he'd
described
me
as
his
forward-thinking
action-oriented
doing
some
things
that
made
a
significant
difference
in
the
community
built
a
great
Department
without
himself.
Of
course,
my
board
chair
in
Oklahoma
City.
B
Raskob
was
you
know
he
was
a
board
chair
for
three
four
years
and
probably
six
years
before
that
Dr
Cagle
Steve
Cagle
he's
one
of
my
references,
I'm
sure
David
talked
to
him
he's
a
retired
neurosurgeon
and
everybody
in
Oklahoma
City
and
that
surrounding
area
very
nosy
very
well
respected.
B
We
had
a
great
relationship
matter
of
fact:
I've
always
had
a
great
relationship
for
25
years,
the
board
and
so
I
think
he
would
say
you
know
you're.
You
know
it
wasn't
always
easy,
but
you
stood
tall
and
you
were
tough
and
you
moved
the
agency
in
the
direction
we
wanted
you
to
move
it
and
you
were
successful
at
it.
Folks
that
I
think
been
reported
to
me
that
it's
I
think
that
I
don't
think
they
would
say
that
you
know
we
had
a
good
time.
B
We
accomplished
some
really
significant
things
and
you
know
we
like
being
a
part
of
that
and
I
think
my
references
too,
was
the
deputy
director
I,
think
that
you
know
Oklahoma
City
there
and
he
was
a
former
Hospital
former
hospital
administrator,
and
then
he
was
my
deputy
director
there
for
10
years
and
so
I
think
talked
about
a
PNC,
yeah
I.
Think
we
like
we
had
a
good
10-year
run
and
continue
run.
A
B
E
B
Well,
as
I
mentioned,
that
I've
worked
for
a
board
and
with
a
board
for
25
years,
15
years
until
10
years
and
in
Oklahoma
City
I've
been
after
my
first
year
in
Tulsa,
the
board
has
been
happy
enough
with
my
performance
that
they
gave
me
five-year
contracts
and
so
I
had
five-year
contracts
in
Tulsa
and
I
was
recruited
in
Oklahoma
City
and
after
the
first
year
there
they
gave
me
two
five-year
contracts
and
they
evaluated
me
every
year.
They
gave
me
good
reviews
and
I.
B
Look
at
the
board
and
I
know
every
Health
director
doesn't
look
at
it.
This
way,
some
some
people
just
say:
keep
the
board
in
dark,
don't
tell
them
anything.
I
know
some
health
directors
that
do
that
I.
Don't
think
that's
the
way
to
do
it.
I
never
have
done
it
that
way.
It's
always
been
a
partnership.
B
It's
been
a
collaborative
effort
and
what
I
found
Board
of
Health
members
are
very,
very
valuable
because
they
have
a
I
mean
you
have
them
I'm
sure
here
they
have
a
rich
array
of
Community
Partnerships
and
relationships
already
existing,
some
of
which
I
could
never.
Probably,
if
I
were
here
10
years,
I
probably
couldn't
reach
the
level
of
some
of
the
relationships
that
you've
built.
So
you
bring
all
of
those
relationships
to
the
board
and
the
department.
That's
a
tremendous
strength
and
I.
Think
I
think
you
know
when
we
did
our
first
campus.
B
You
know
one
of
the
things
that
we
did
is
we
wanted
to
build
our
community
base
and
our
partnership
base,
and
so
we
had
a
nice
campus,
great
campus,
beautiful
buildings,
and
so
we
would
one
of
my
board
members
to
say:
I
I
know
this
person
is
the
head
of
a
philanthropy
or,
for
example,
the
fellow
that
owned
the
soccer
professional
soccer
team
there
he
said
I
want
you
to
meet
him.
You
know,
I
want
you
to
need
him,
so
we
invited
him
out
to
the
campus
and
we
developed
a
partnership
and
another
board.
B
Member
would
say
you
know
I'd
like
for
you
to
meet
with
with
the
head
of
the
Chamber
of
Commerce
and
so
we'd
meet
with
the
business
community,
and
so
I'd
say
we
had
literally
hundreds
of
those
meetings
over
the
course
of
time.
B
I
can't
think
of
one
instance
when,
when
we
sat
down,
we
described
what
we
were
doing
and
wanted
to
do
in
the
community,
and
they
talked
about
what
they
were
doing,
that
we
could
not
find
common
ground
and
work
together
in
some
way
and
that's
been
all
the
way
nationally
to
the
U.S
Chamber
of
Commerce
Foundation.
You
know
we
had.
We
did
quite
a
bit
of
work
with
them
with
the
bloom
Bloomberg
philanthropy
foundation
in
New,
York,
Mayor
Bloomberg.
B
You
know
board
members
are
a
tremendous
resource,
we've
always
had
a
positive
relationship
and
we
worked
well
together,
obviously
use
the
board
or
my
boss.
I
want
to
make
you
happy,
you
know,
and
but
it
was
always
mutually
rewarding
and
I
tried
to
work
with
the
board
and
projects
that
they
had
a
special
interest
in,
and
we
worked
with
the
board
of
strategic
plan
and
I
was
always
big
on
getting
staff
involvement
on
that
strategic
plan.
B
B
I
know
you're
working
on
the
plan
now
and
we
did
it
through
some
some
Retreats
and
board
Retreats,
which
I
think
maybe
you've
already
done,
and
you
know
you
you
want
to
input
from
the
board
and
inputs
in
the
community
and
we
did
Community
readings
you
know,
and
so
you
want
that
input
from
your
partners
as
well.
B
So
it's,
it
was
just
a
a
good,
positive,
productive
relationship
and
it
just
made
my
job
so
much
easier
because
they
they
could
keep
me
in
well.
They
could
open
some
doors
that
I
couldn't
get
in
yeah,
good
luck
with
philanthropies
and
when
I
was
a
one
of
our
Statewide
projects.
This
was
Statewide.
B
B
And
so
we
we
actually
got
about
20
of
the
philanthropies
across
the
state
and
Oklahoma
to
support
that
project
and
be
involved
in
it,
along
with
several
of
the
larger
businesses
in
the
state
as
well.
So
it
was.
The
stakeholders
was
a
broad
groupist,
very
influential
stakeholders
across
the
state
who
came
up
with
some
good
policy.
B
I,
don't
know
how
much
much
of
it's
going
to
be
implemented.
I
hope
a
lot
of
it,
but
you
just
never
know
about
those
things.
But,
and
there
again
the
board
was
actually
my
Gary
raskoff
is
the
Provost.
He
was
involved
in
that
effort
as
well,
and
it
was
one
of
my
board
members.
B
C
E
B
About
yeah,
okay
yeah,
so
it's
those
Departments
of
course
they're
a
little
larger
now
than
but
they're,
probably
around
300.
Both
of
them
are
in
300
a
budget
about
probably
now
probably
around
30
million.
Okay,
probably
exercise
yeah
they're,
pretty
comparable
yeah,
pretty
comparable
I.
C
Think
compared
to
your
project
sounds
so
interesting,
like
the
wellness,
centers
I.
Think,
though,
compared
to
those
projects,
this
public
health
department
doesn't
provide
that
many
Direct
Services.
What's
your
experience
been
in
working
with
the
community
health
centers
like
federally
funded
health
centers
in
those
because
here
those
Public
Health
Services
are
much
more
on
the
community
health
level
compared
to
the
public
health
department.
B
Well,
good
question:
will
we
work
with
them
closely?
We
work
with
them
on
grants
a
lot,
so
we
Linked
In
on
grants.
Matter
of
fact
they
were
involved
in
this
adolescent.
Health
Grant
did
I
mentioned
to
you
and
we
had
several
grants
that
we
work
with
them
on,
and
so
they
they
did
well,
you
know
what
fhcs
do
they
do
a
little
bit
of
everything,
and
so
we
we
worked
on
a
couple
of
other
projects
on
a
actually.
B
It
was
called
the
Route
66
project,
and
that
was
a
that
was
working
with
our
state
hie
health
information
Exchange,
and
this
was
maybe
three
four
years
ago,
and
so
part
of
that
was
clinical,
and
so,
if
we
had
something
that
was
clinical,
we
worked
with
fqhcs
or
we
worked
with
where
we
worked
with
the
OU
College
of
Medicine,
and
so
that
was
about
services,
but
it
was
about
it
was
about
linking
the
the
Medicaid
population
services,
so
they
were
involved
in
a
lot
of
things
along
along
that
way,
and
we
never
I
didn't
ever
view
this
competitive
situation,
I
viewed
it
as
something
where
we
just
all
worked
together
every
this
is
the
way
I
always
described
it.
B
The
problems
are
too
large
to
be
competitive.
There's
too
much
need
for
folks
to
worry
about
Turf,
because
you
can't
meet
the
need,
if,
if
you
duplicated
everything
it
used
to,
you
couldn't
make
the
mean,
but
they're
they're
important
in
the
community
and
and
a
good
partner.
D
I
I
think
that's
it
for
the
questions
from
our
side,
but
I
want
to
make
sure
we
leave
the
last
five
minutes
here.
Gary.
If
you
have
questions
for
it's
great,
okay,.
B
B
I
guess
my
questions
are.
You
may
not
want
to
go
into
this
at
this
point
in
time,
but
as
far
as
your
the
morale
and
things
of
that
nature,
what
do
you
see?
Is
that
a
couple
of
two
or
three
of
the
big
challenges
over
the
next
that
you
want
the
director
to
focus
on
on
the
next
six
months
four
years
I
mean
what
I
mean
it's
another
way
of
asking
I
want
to
be
successful.
What
does
a
success?
B
E
So
finding
a
way
to
make
Staff
feel
comfortable
and
heard
and
like
the
the
executive
director,
is
trying
to
build
some
sort
of
relationship
with
staff.
I
think
that's
what
we
see
and
have
found
in
our
feedback
from
staff,
mostly
and
then
personally,
from
the
from
my
board
perspective,
is
the
Strategic
plan.
So
looking
at
a
strong
interactive
development
of
the
Strategic
plan
between
us
and
Community,
Partners
I
think
ever.
B
C
Yeah
I
would
Echo
that
I
think
that
it's
a
difficult
role
because
there's
a
lot
that
needs
to
be
built
on
the
inside.
But
then
it's
it's
largely
an
outward
facing
role,
and
so
you
need
to
somehow
navigate
ex
representing
the
staff.
Well,
while
you
build
these
Community
relationships,
but
you
can't
build
the
community
relationships
without
stuff,
you
can't
have
that
engagement,
yeah,
right,
I,
think
that's
a
good.
A
Yeah
I
think
another
thing
the
and
we've
talked
about
this
quite
a
bit
as
a
board.
Recently
we
we've
been
through
a
lot
of
transition
as
a
board
and
we
are
also
getting
our
footing.
It's
a
unique
relationship
because
we
were
appointed
by
the
Commissioners,
but
we
are
a
management
board
and
the
history
here
has
been.
There
was
a
legacy
executive
director
that
was
in
seat
for
so
long.
A
That
I
think
there's
just
sort
of
this
model
that
worked
for
that
period
of
time,
or
you
know
it
wasn't
sort
of
brought
into
question
and
and
we're
I
think
as
a
new
board
in
this
new
era
kind
of
questioning.
What
is
our
management
role,
strengthening
kind
of
our
understanding
of
that
together
as
a
board
agreeing
on
that
and
then
our
relationship
to
the
executive
director
and
the
staff
and
the
Commissioners
right?
So
there's
a
lot
sort
of
in
flight.
A
We
have
I
think
really
strong
ideas
about
where
we're
headed,
but
we
need
to
better
Define
that
relationship
I,
think
collectively
so
I'd
say
that
that
relationship
with
the
executive
director
and
the
board
is
also
going
to
be
very
critical
in
this
time
period
and
really
defining
what
that
looks
like
like,
for
instance,
just
as
an
example,
you
know
I'm,
it's
very
difficult.
We
have
full-time
jobs
and
it's
very
difficult
to
be
a
management
board,
but
not
sitting
side
by
side
or
I
can
understand,
what's
really
going
on
inside.
A
B
D
Yeah
and
I
think
that's
all
of
that,
and
the
only
other
thing
I'd
add
is
is
really
thinking,
and
this
is
aligned
with
the
idea
about
the
Strategic
plan.
You
know
what
is
the
future
of
Public
Health
look
like,
and
that
is
very
different
than
it
was
five
years
ago
and
particularly
for
this
community
I
think
we've
talked
about
this
in
your
prior.
D
Just
you
know:
we've
had
a
number
of
emergencies
that
we've
responded
to
outside
of
covid
and
how
does
a
department
that
still
has
a
number
of
mandated
things
that
public
health
has
to
do
those
things
with
competency
on
top
of
increasingly
responding
to
emergencies
and
then
addressing
how
Community
needs
that
changing.
So
it's
an
exciting
time
to
be
in
public
health
and
and
then
having
a
budget
that
is
able
to
support
that
is
right,
really
challenging.
B
Yeah
well
good,
yeah
and
I
I.
Think
yeah
I
mean
I
think
we
have
to
keep
an
eye
on
why
we're
here
I
mean
we're
here
to
protect
the
community,
to
promote
good
health
and
improve
health
in
the
community,
and
so
I
think
we
have
to
keep
our
eye
on
the
on
the
goal
of
why
public
health
is
here
in
the
first
place
and
and
that
could
be
our
main
focus
because
that's
called
Public
Health
and
and
still
do
all
those
things
in
the
emergency,
preparedness
and
protection
of
health.
B
It's
a
balancing
act,
but
hopefully
generating
new
revenue
streams
and
balancing
the
revenue
stream
that
you
currently
have
to
really
fine
tune
it
through
some
creative
management
would
free
up
some
money
to
do
some
new
initiatives.
I
would
hope
that
we
could
do
some
new
initiatives
in
the
community.
That
would
be
impactful.
B
I
mean
I
talked
about
opportunity.
Cardiovascular
disease
I
mean
that's
something
I
didn't
say
that,
but
you
know
we
did
that
little
CBD
project
in
those
zip
codes
that
were
really
in
bad
shape,
and
then
we
followed
up
three
years
later
and
we
would
do
stroke
rates
by
14
in
that
three-month
three-year
period
of
time
and
and
cardio.
You
know
visits
to
the
Ed,
for
you
know
heart
heart
attack
type
visits.
You
know
reduce
that
by
five
about
five
percent.
B
Now
did
we
do
all
of
that
and
no,
we
didn't
do
all
of
it,
but
we
let
a
lot
of
it
and
we
did
some
of
it
and
we
got
the
community
around
it
and
in
my
mind,
what
we
would
want
to
do
is
to
have
enough
resources
to
look
at
your
data
and
look
where
the
problems
are
and
I'll
bet
you
money,
I,
just
bet
you
money.
If
you
do
zip
code
by
ZIP
code,
you
may
already
have
it.
B
To
me,
that's
where
you
got
to
go
first
I
mean
you
have
to
go
or
you're
going
to
make
your
biggest
impact,
and
you
know
the
data
will
tell
you,
but
you
have
to
go
there
first
and
you
want
to
you,
want
to
put
your
first
dollar
in
those
communities
and
they're
going
to
be
usually
your
communities
of
color.
You
know,
but
you
know,
I
haven't
seen
the
ZIP
code
data
here,
but
and
that's
where
you
want
to
put
your
emphasis,
that's
where
you
want
to
put
in.
Why
do
reasons
number
one?
B
It's
the
right
thing
to
do
and
number
two:
that's
where
you're
going
to
get
your
big
gains
in
health,
so
we're
all
about
Community,
Health
assessment
about
improving
Health.
How
are
you
going
to
do
that?
You
start
there
then
you'll
see
your
community
health.
That's
gonna!
Just
going
to
really
tick
up
in
a
positive
way
now
the
other
comments
and
I
appreciate
all
your
comments
about
the
board
and
board
relationship
and
I
know
you're
going
through
a
transition
here,
but
I
would
hope
that
we
do.
B
We
would
develop
a
relationship
and
with
our
management
team
and
with
myself
as
director.
I
would
hope
that
we
could
develop
the
trust
in
the
in
the
relationship
and
I
know.
This
takes
a
little
time
that
that
you'd
say:
okay,
here's
our
strategic
plan,
we're
comfortable
with
that
plan.
Here's
the
management
team,
here's
the
executive
director
comfortable
with
that
we're
trusting
of
those
relationships
and
I
would
hope.
The
board
at
some
point
in
time
would
take
the
traditional
board
role.
B
This
is
the
board
role
that
I've
had
for
25
years
with
boards,
and
it's
worked
out
very
well.
If
that
is
the
board
supervisors
and
oversees
the
director,
it's
in
policy
since
policy
and
approves
the
plan,
the
Strategic
plan
and
the
budget
and
the
details
of
the
oversight
of
the
staff
falls
to
the
executive
director.
You
believe
me,
you
don't
want
to
be
in
that
role.
B
So
you
want
to
be
able
to
trust
your
executive
director
and
your
leadership
team
and
get
that
get
that
relationship
so
and
it
doesn't
take
long
to
do
that.
I
mean
I've,
never
had
a
problem
with
that
and
they
say
yeah
and.