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From YouTube: Oklahoma City City Council Meeting - May 14, 2019
Description
The Oklahoma City City Council met on Tuesday, May 14, 2019 to work on the 2019-2020 budget.
Departmental presentations include:
04:14 - Information Technology
41:44 - Municipal Courts
1:11:13 - Development Center
1:34:59 - Public Works
A
All
right,
I
call
this
meeting
of
the
City
Council
to
order.
We
have
no
business
from
the
office
of
the
mayor
and
we
do
have.
Of
course,
this
is
generally
designed
to
be
a
budget
only
meeting
and
sort
of
the
off
weeks
in
between
our
regular
council
meetings,
but
we
did
have
an
item
that
demanded
to
be
heard
today
due
to
some
deadlines
that
are
pending,
and
this
is
found
under
4a
items
requiring
separate
votes.
This
is
item
a
ordinance
on
final
hearing
relating
to
drainage
and
flood
control.
A
A
A
A
A
C
A
We
got
a
motion
in
a
second
any
discussion
on
the
emergency
for
item
4a,
seeing
none
cast
your
votes
passes
unanimously
and
again,
with
the
required
number
of
votes
for
an
emergency
that
brings
us
to
4b,
okay,
so
I
know
this
can
seem
complicated
because
we
talked
about
the
budget
meeting
after
meeting
after
meeting,
but
this
is
the
official
legal
required
public
hearing
regarding
the
budget,
and
so
this
is
item
4b
public
hearing
regarding
proposed
annual
budget
for
fiscal
year
2020.
So
this
is
an
opportunity.
A
Obviously,
citizens
have
opportunities
to
come
to
these
meetings
over
the
next
several
weeks
to
hear
these
presentations
and
talk
about
the
budget,
but
for
legal
purposes.
This
is
the
official
public
hearing
for
the
budget
as
it
is
considered
in
the
process.
Is
there
anyone
here
who
wishes
to
speak
under
this
public
hearing
portion
of
the
2020
budget,
seeing
none
we'll
move
on
to
item
five
presentations
and
discussion
of
FY
twenty
per
posed
budget?
Mr.
city
manager?
Yes,.
E
F
Our
budget
begins
on
page
C
71.
If
you
care
to
look
at
that,
and
the
performance
supplement
is
on
page
G
60,
so
I'll
jump
in
so
the
department
mission,
the
mission
of
information
technology
departments
provide
business,
Solutions
and
technology
services
of
city
departments.
They
can
better
serve
the
Oklahoma
City
community,
so
see
that's
a
pictures
of
our
hope
and
data
portal.
It
so
available
on
OKC
gov
for
citizens
access
information.
F
F
We
work
with
budget
beginning
back
in
October
to
go
through
our
contracts
and
things
are
going
to
increase,
and
so
there's
one
point:
four
million
dollars
increased
on
things
that
were
already
in
place.
The
biggest
increases
was
Microsoft
licenses,
so
we
appreciate
council
and
city
management
purchasing
Microsoft
technologies
that
we
needed
for
increased
security
within
the
city.
F
The
other
big
one
that
we
added
was
the
nine
eleven
one.
Switching
call
processing
system
maintenance,
moving
down
some
new
projects
for
this
year.
The
operational
increases
for
new
systems
was
two
hundred.
Ninety
thousand
and
I'll
talk
about
these
coming
up
at
the
newsletter
and
email
text
subscription
software,
we
estimate
a
150,000
or
worked
with
p
IM
and
many
departments
on
that.
One
case,
management
for
miss
will
counselors
office
is
seventy
thousand
and
then
we're
already
in
process
on
LF
our
performance
management
software
and
that's
at
seventy
thousand
next
slide.
F
So
our
department
structure
we're
staying
this
year,
it'll
hundred
eleven
positions.
So
this
is
why
we're
structured
within
the
department
under
administration
there's
five
lines
of
business,
which
is
our
LF
our
lines
of
business
under
those
lines
of
business,
there's.
Actually,
fourteen
programs
within
the
parenthesis
there.
You
see
our
staffing
of
the
hundred
eleven
positions
with
each
within
each
one
of
those
programs,
so
we
we
always
say
as
far
as
the
IT
department
and
resources
we're
fairly
thin
for
the
amount
of
stuff
that
we're
managing
and
take
care
of.
F
So
we
rely
heavily
on
users
within
departments
to
help
us
keep
all
these
systems
running
I'd
like
to
take
this
opportunity
to
introduce
flea,
spawn
killer,
she's
over
administration
and
helps
put
together
this
whole
budget.
Every
year,
like
I,
said
we
start
in
October
with
all
this
and
we
start
before
departments
looking
at
stuff,
that's
going
to
go
up
for
next
year,
so
it
does
seem
like
sometimes
if
we
budget
year
round,
with
NIT
customer
support,
we're
currently
down
to
division
managers
which
were
in
the
process
of
hiring
right
now.
F
F
F
My
first
year
as
director
was
a
tough
year
that
was
FY
11
across
the
city
departments
were
asked
to
make
a
cut
and
we
actually
cut
12
positions
that
year
so
in
FY,
11
we're
actually
85
positions,
so
we've
grown
back
since
then,
which
we
definitely
appreciate
next
slide,
our
FY
2008,
so
we're
total
will
be
29
just
over
29
million
dollars.
This
gives
you
an
idea
of
by
line
of
business,
how
it
breaks
down
so
roughly
equal
to
positions,
but
also
for
the
amount
of
stuff
that
has
to
be
taken
care
of.
F
So
we
centralized
IT
within
the
city,
so
all
the
management
of
software/hardware
paying
contracts
and
all
that
is
all
centralized
with
NIT.
So
we
make
sure
all
that
happens
and
that's
why
you
see
the
numbers
there
next
slide,
so
I
believe
that
we're
the
only
internal
service
department,
they'll
do
a
presentation.
So,
as
I
said
in
our
mission,
our
job
is
to
serve
the
other
departments
that
they
can
serve
the
residents.
So
we
work
through
them
to
try
to
provide
quality
services
and
better
services
and
more
efficient
services
to
residents.
F
But
in
that
end
we
have
to
charge
back
all
of
our
costs
to
to
our
customer
department.
So
this
is
the
internal
city
departments,
and
this
is
what
it
would
look
like
if
you,
when
we
break
it
down
in
charge
back
to
the
apartment,
so
I
know
it
every
year.
If
you
look
police,
fire
and
courts
which
we
are
public
safety
departments
account
for
54%
of
our
charge
back
so
more
than
half
of
what
we
do
is
for
those
customer
departments,
the
next
going
around
clockwise
utilities,
transit
airports
and
zoo
our
trust
apartments.
F
They
can't
take
up
almost
get
us
to
the
next
three-quarters
of
the
budget.
So
beyond
that
as
the
general
fund
departments
and
supporting
those
guys
next
slide
so
strategic
issues.
This
comes
out
of
ala
far.
We
way
back
when,
when
we
did
ala
far
and
we
met
with
NIT
and
talked
about
our
strategic
issues,
I
think
we
had
five.
We
boiled
it
down
to
these
three.
These
have
been
fairly
static
for
the
last
couple
years,
but
these
are
the
biggies,
so
the
biggest
one
we
look
at
is
system
security
and
data
integrity.
F
I
mean
that's
a
primary
thing
we
do
I
talked
about.
We
have
a
security
line
of
business,
but
with
NIT
and
within
the
customer
departments,
I
mean
security.
Is
everybody's
job
I
mean
down
to
the
user
and
training
every
year.
So
our
measure
that
we
do
we
have
within
there
one
of
the
big
ones
that
we
report
up
is
that
95
percent
of
business
system
configurations
will
match
the
approve
niche
vehicle
configuration
standard.
F
We
continue
to
tighten
up
what
that
standard
is
so
we've
kept
it
at
95
and
we
continue
to
be
more
and
more
strict
about
what
that
standard
is,
and
departments
are
really
good
about.
Working
with
us
and
understanding
that
you
know,
we
have
to
have
things
a
certain
way
to
make
sure
everything's
secure
the
next
one
is
a
big
one.
Growing
demand
for
technology
and
I
showed
that
as
red,
because
this
is
one
of
our
biggest
areas.
F
Currently,
on
the
books,
I
look
just
yesterday,
we
have
484
projects
on
the
books
waiting
to
be
done.
It
staff
are
really
good
because
we
love
solving
problems
that
when
departments
comes
us,
I
mean
they.
They
love
the
jump
in
the
stuff
we
have
to
control.
Our
team
leads
to
make
sure
that
they,
don't
you
know,
department
whatever
wants
to
do
something.
F
Skillsets
and
I
show
that
as
green,
because
in
fy11,
when
we
had
the
big
or
not
FY
11,
but
in
FY
17,
we
had
another
cut
and
we
cut
our
training
budget,
which
actually
impacted
IT
pretty
heavily
because
we
cut
some
of
the
critical
training
we
needed
to
support
these
systems.
So
we
work
with
a
budget
actually
last
year
to
add
back
to
that
and
make
sure
that
with
NIT
that
we
have
the
training
dollars,
we
need
to
take
care
of
these
systems
effectively.
So
that's
actually
close
to
100
percent
right
now.
F
So
that's
really
good,
but
I
will
say
right
here.
We
talk
about
advanced
skill,
sets
in
our
measure.
That's
both
for
IT
and
for
the
users
and
there's
been
a
lot
of
changes
in
the
environment
the
last
year
with
pushing
out
windows,
10
and
multi-factor
authentication,
and
all
that.
So
we're
going
to
be
looking
at
ways
to
do
more
training
for
our
users
coming
up
in
the
next
year,
so
next
so
going
into
the
lines
of
business.
The
first
one
is
technology
infrastructure.
F
They
provide
security,
network
server,
telecommunications
and
client
configuration
services
of
city
departments,
so
I
say
each
year.
We
security
is
highly
important
to
us,
but
we
maintain
a
low
profile,
because
certainly
what
you
don't
want
to
do
is
brag
about
how
secure
you
are
and
invite
people
to
test
that
so
definitely
a
high
priority
with
NIT
and
we're.
Recently,
we've
gone
through
two
presentations:
the
Audit
Committee
just
focused
on
security
and
where
we're
at
which
I
know
councilman
green
well
and
McAfee,
been
there
giving
you
an
idea,
the
size
of
the
this
line
of
business.
F
There's
four
hundred
four
thousand
six
hundred:
seventy
seven
licensed
users
around
the
city,
that's
using
Microsoft
software
and
other
products
and
there's
forty
five
hundred
competing
devices
have
to
be
managed
and
that's
where
that
setting
a
configuration
standard
and
making
sure
all
those
devices
meet.
That
standard
is
critical.
There's
12,000
network
connections
over
a
hundred
sixty
sites
and
I,
don't
have
to
tell
you
that
Oklahoma
City,
when
you
compare
to
other
cities,
is
unique
because
we
have
620
square
miles.
So
services
are
out.
F
You
know
fairly
far
out
there
and
fire
stations
you
know
out
in
areas
that
is
hard
to
get
network
connections
to
them.
So
that's
a
tough
job
for
the
network
team,
there's
300
users
and
five
call
centers.
Last
year
they
received
2.1
million,
calls
you
talking
utility
customer
service,
Action,
Center,
quartz
and
those
guys.
So
we
maintain
the
call
centers
for
those
946
servers,
which
is
a
lot,
but
we
virtualized
those
servers.
F
So
we're
able
to
do
this
as
effectively
as
possible
with
minimal
hardware
or
so
89%,
virtualized
and
I'll
speak
to
that
work
and
server.
Here.
This
is
where
the
advanced
skill
sets
come
in,
because
to
be
able
to
manage
virtualization
on
that
level
and
network
across
that
many
connections
requires
advanced
skill
sets,
so
we've
able
to
continue
expand
this
without
asking
for
more
staff
of
those
946
servers,
637
or
production.
F
There's
three
point:
three:
a
3331
terabytes
or
as
I,
keep
trying
to
say:
3.3
petabytes
of
storage
within
the
city.
So
that's
a
lot
of
storage,
I,
think
two
years
ago
or
three
years
ago,
I'd
look
that
we
had
more
storage
within
the
city
than
Netflix
had
for
all
their
library,
so
lots
of
data
has
to
be
backed
up
and
managed
next
slide
before
I
jump
on
the
customer.
Sport
I
want
to
know
infrastructure
or
jump
right
past
them,
there's
a
whole
bunch
of
projects.
F
They
did
last
year
that,
for
you,
guys
and
non
technologists,
aren't
necessarily
that
interesting,
but
something
that
gets
underappreciated
as
a
lot
is.
These
guys
will
take
I
mean
they're
already
planning
for
upgrades
on
Memorial
weekend
and
stuff
like
that,
so
a
lot
of
stuff
happens
after
hours
and
they
get
a
three-day
weekend
and
they
use
that
to
do
work.
So
tremendous
commitment
from
that
staff,
so
customer
support.
F
F
They
provide
a
single
point
of
contact
for
customers,
technical
support
needs
and
rapid
restoration
of
normal
services,
so
estimating
this
year
at
the
pace,
we're
at
now,
they're
gonna
have
about
23,000
contacts
to
Service
Desk,
and
what
we've
done
is
the
problems
that
are
easier
to
solve
are
fairly
routine.
We,
the
teams,
have
given
them
the
information
and
kind
of
a
cookbook
of
how
to
go
solve
those
problems
for
user
or
so
user
can
call
there
and
hopefully
get
their
part.
Their
problem
solve
the
bigger
issues.
F
Of
course,
I
have
to
go
to
the
team
level.
They
themselves
did
6700
work,
requests,
they're,
actually
managing
cute
and
competing
devices,
so
desktops
and
laptops,
and
they
manage
30
3640
competing
devices
and
then
cellular
data
management.
This
is
something
that
we
centralized
with
NIT.
We
try
to
make
sure
for
all
these
cellular
devices
that
we
get
the
most
effective
plans.
When
we
talk
about
cellular
data,
modems
I
talked
about
620
square
miles,
so
a
lot
of
stuff
has
to
be
connected
by
cellular
networks
and
so
we're
doing
that
as
effectively
as
possible.
F
By
pulling
those
data
plans
across
all
departments
so
rather
than
apartment
and
maybe
buying
ten
and
getting
a
pooled
plan,
we
try
to
pull
all
this
together,
so
some
examples
of
what
that
is,
because
that
looks
really
high.
If
you're
talking
data
modems
with
the
with
the
bond
issue,
there
was
a
plan
to
to
work
on
some
corridors
for
improved
traffic
synchronization.
So
we
worked
the
public
works
years
ago.
F
We're
able
to
put
all
of
our
traffic
signals
on
the
cellular
network
so,
rather
than
doing
just
some
corridors,
all
700
plus
traffic
signals
are
on
there
and
I
know.
Public
Works
is
putting
the
school
flashers
on
this
summer,
so
they'll
be
managed
through
that
system.
But
this
is
interesting
because
I
mean
we
talk
about
innovation,
all
that
when
we
took
this
to
the
traffic
management
company,
they
had
never
done
this
anywhere
and
in
fact
their
software
wasn't
capable
doing
that.
F
So
it
was
Oklahoma
City
that
worked
with
these
guys
on
change
in
their
programming
and
how
their
networking
works.
So
this
could
happen.
So
we
were
the
first
one
to
do
that
and
now
that's
that's
something
they
use.
You
know
across
the
nation
for
their
customers
next
slide
customer
support.
If
we
look
at
LFR
results-
and
these
results
right
here
say
customer
support,
but
they
report
for
the
entire
department.
So
these
measures
right
here
are
Department
wide
for
the
entire
IT
department.
So
whenever
we
finish
a
work
request
for
a
customer,
they
get
a
feedback.
F
I
looked
and
there
were
eleven
hundred
and
fifty
responses.
Those
feedback
surveys
and
our
target
is
to
do
95
percent
satisfaction
of
work,
96
percent-
so
that's
really
good
another
one
we
look
at
is
how
many
incidents
and
the
incident
is
when
something's
broken
a
users
not
able
to
do
something
or
something's
not
working
like
it's
supposed
to.
So
that's
an
incident
and
we
want
those
done
in
four
operational
hours.
I'll
note.
The
four
operational
hours
is
something
we've
discussed
with
NLF
our
four
years,
but
that
actually
matches
a
response.
F
F
F
We
manage
the
public
safety
communication
center,
so
the
center
over
there
we
manage
the
desks,
I
mean
we
have
budgets
to
replace
the
chairs
and
monitors
and
everything
and
when
they
AC
goes
out,
of
course,
we'll
contact
general
services,
but
we
have
response
responsibilities
for
that.
So
we
manage
that
Center.
F
We
have
two
staff
over
there
that
provide
dedicated
support
so
they're
stationed
over
there.
For
anything
they
need,
whether
it's
help
with
the
system
or
or
anything
with
the
facility.
There's
a
hundred
eighty
two
outdoor
warning
sirens.
So
that's
what
it
takes
to
cover
six
hundred
twenty
square
miles:
there's
nine
hundred
one
vehicle
amount
and
mobile
data
computers,
that's
in
for
Public
Safety
vehicles,
so
they
have
basically
desktop
access
within
the
police
vehicles.
F
There's
five
thousand
two
hundred
eighty
one
user
radios,
which
you'd
say
well.
That
seems
like
a
lot
for
the
staff.
We
have
the
reason.
There's
five
thousand
two
hundred
eighty
was
because
over
the
years
with
the
quality
of
our
radio
system,
other
cities
have
contacted
us
and
wanted
to
join
in,
of
course,
with
our
coverage.
We
there's
some
island
jurisdictions
and
some
that
we
can
cover.
F
So
currently,
the
city
of
Bethany,
Bethany,
Mustang
war,
acres,
Yukon,
Oklahoma,
City,
Community
College
is
on
Oklahoma
City
Housing
Authority,
Putnam
city
school
security,
Oklahoma,
City,
University,
recently
came
on
and
then
just
this
time
last
year
the
Oklahoma
County
Sheriff
came
on
so
they're
all
on
our
radio
system.
Of
course
they
have
their
own
talk.
Groups
with
this
helps.
This
is
a
benefit
to
Oklahoma
City,
because
now
our
public
safety
personnel
are
able
to
talk
to
them
within
our
radio
system.
F
We're
getting
inquiries
since
Oklahoma,
County
Sheriff
came
on
there's
the
potential
that
they
will
turn
off
their
radio
system
soon,
which
could
out
in
eastern
Oklahoma
County,
could
mean
that
those
jurisdictions
out
the
switch
so
there's
light
contacts
from
Luther,
Jones,
Forest
Park
and
the
other
thing
we're
actually
talking
right
now
to
Oklahoma
City
Public
Schools
they're.
Looking
at
funding
for
potentially
bringing
some
of
their
stuff
on
so
I
think
they're
trying
to
see
what
funds
they
have
available
on,
how
much
they
will
implement
within
Oklahoma
City
Public
Schools
to
be
on
a
radio
system.
F
I'll
know
also
working
with
the
fire
department.
We
implemented
mutual
aid
with
UConn
that
was
patterned
after
setting
up
mutual
aid
with
Mustang
and
that's
where,
if
there's
a
big
fire
whatever,
then
we
can,
we
and
Mustang
can
call
on
each
other
to
respond
to
a
fire.
So
I
know
when
we
were
setting
up
UConn
that
the
fire
chief
reported
within
the
first
hour
of
setting
up
the
test
that
we
actually
had
that
work.
F
Okay.
Next,
oh,
can
you
go
back
for
a
quick
I
want
to
know
too.
When
you
look
at
the
size
of
the
public
safety
team
out
there
fifteenth
and
Portland,
we
actually
do
all
the
outfit
you
can
see
in
the
lower
left-hand
corner
a
picture
there.
We
outfit
the
police
at
fire
vehicles.
So
it's
not
just
technology
because
of
the
quality
of
work
that
some
external
vendors
they
were
have
and
we
actually
put
in
two
cages
and
everything
within
those.
F
So
Public
Safety
sport
highlights
we're
going
through
a
p25
radio
system
upgrade
which
really
just
means
that's
a
new
federal
standard.
It's
an
open
standard,
so
we're
switching
from
our
current
e
tax
system,
which
is
proprietary
to
a
p25
system.
So
hopefully,
buddy
into
this
calendar
year
were
switched
over,
but
police
and
fire
and
Public
Safety
be
first,
so
in
the
fall
time
frame,
we'll
be
moving
them
over.
F
Another
thing
that
came
up
and
reviewing
the
current
radio
system
was
that
we
need
improved
coverage
out
in
eastern
Oklahoma
City,
which
product
of
that
will
help
the
jurisdictions
may
want
to
come
on
in
Oklahoma
County,
but
that
definitely
wasn't
the
driver
for
this.
But
the
recommendation
from
the
consultant
we
hired
was
that
we
add
a
new
power
with
fire
station
for
being
out
there.
That's
a
perfect
location
for
it,
so
we're
adding
a
new
tower
fire
station
floor.
We
went,
live
with
police
records
management
system,
so
I
want
to
thank
chief
city.
F
We
were
able
to
get
that
done
with
his
support
and
assigning
staff
to
help
that
and
I
know
during
his
presentation.
He
talked
about
the
divers
reporting
and
you
know
for
FBI
and
some
of
the
requirements
of
that
which
you
know
at
the
federal
level.
They
keep
giving
jurisdictions
more
time
to
do,
but
that
was
something
we
made
sure
happen
when
we
went
live
with
this
so
pushing
that
vendor.
To
make
that
happen,
you
can
see
in
the
lower
left-hand
corner
there.
F
That's
a
screenshot
of
the
data
entry
from
the
field,
so
those
officers
are
actually
doing
their
data
entry
from
the
field
which
increases
efficiency
and
does
those
nieghbors
checks
from
the
field.
So
that's
a
huge
improvement
with
that
system.
Like
I
said,
185
Public
Safety
vehicles
will
be
outfitted,
we're
getting
close
on
text.
The
9-1-1
I
know
Council
has
asked
about
this
for
a
couple
years,
so
we
worked
with.
F
We
worked
with
911
Jamie
O'leary
and
the
police
and
fire
department
to
get
that
in
place,
we're
in
the
last
stages
of
testing
with
carriers.
They
have
to
do
all
their
certification
and
testing
and
then
ACOG
is
going
through
the
same
thing
because
they
support
a
non
Oklahoma,
City
Hall
taker.
So
we're
close
on
that.
Hopefully,
within
the
next
couple
months,
they'll
be
a
go,
live
RFP
for
fire
records
management
system
is
about
to
be
pushed
out.
So
we've
just
finished
police
records
management
now
we're
jumping
in
the
replacement
of
fire
records
management
next
slide.
F
The
next
line
of
business
is
technology,
application
support
they
provide
enterprise
application
support
services,
including
patches
upgrades
enhancements,
customizations,
training,
troubleshooting
and
vendor
management.
Vendor
management
is
a
lot
of
work
sometimes.
So,
when
you
talk
about
this
group,
there's
primarily
two
teams
under
it,
but
we
talk
about
critical
city
systems
that
have
to
be
up
and
working
for
the
city
of
business.
F
If
you
hear
about
that,
something
we
put
in
about
this
time
last
year,
replace
the
other
system
supporting
utilities
with
sa
p
ee
bidding,
that's
bid
sink,
so
we
can
do
all
of
our
bidding
online,
which
is
huge
improvement
because
of
the
process
that
we
used
to
use
in
the
past
is
a
lot
of
these
vendors
are
already
registered
with
that
and
receive
notifications
from
anything
we
send
out
service
and
work
order
systems.
Would
you
may
hear
the
product
city
works
is
used
in
several
departments
around
the
city
service
or
request
code
enforcement
and
permits?
F
That's
a
cèlle,
that's
used
in
action
center
and
over
in
development
services
and
and
within
public
works.
Also,
animal
welfare
is
a
product
called
kabillion
that
helps
their
response,
fleet
and
fuel
management,
m5
agenda
management,
which
we're
switching
the
prime
gov
you've
heard
of
sire,
which
is
what
we're
on
right
now
when
I
say
vendor
management
we
get
caught.
Sometimes
you
know
us
in
the
departments
when
vendors
buy
out
companies
and
so
I.
F
You
know
it's
kind
of
what
happened
with
sire,
they
got
bought
out
and
it
wasn't
necessarily
clear
what
they
want
to
do,
but
we're
going
through
the
process
right
now
switch
that
over.
You
may
hear
from
your
constituents
because
this
causes
issues
with
browser,
support
and
even
within
the
city,
we're
still
having
to
run
some
users
on
old,
build
Windows
7,
just
a
support
sire,
so
we're
definitely
pushing
to
get
that
that
done
and
that'll
have
improvements,
for
you
know
going
through
the
agendas
and
doing
your
own
annotation
on
your
iPad
and
things
like
that.
F
So
we're
definitely
looking
for
big
improvements
with
prime
gov
document
management,
venue
and
event
management
is
hunger,
balk
with
Parks
Department
and,
of
course,
GIS
systems
hey
next.
So
looking
at
LFR
results
within
the
application
support
group,
so
the
two
top
ones
I
highlighted
there
are
the
same
thing
whenever
they
finish
the
work
request.
The
survey
goes
out
and
those
two
teams
you
can
see
the
feedback.
F
Our
target
is
95%
on
the
far
right
and
they're
at
99
and
98
percent,
so
our
users
are
definitely
getting
support
from
the
application
groups
that
they're
expecting
and
then
the
same
thing.
Incidents
resolved
in
four
operational
hours
for
both
enterprise
applications,
departmental
systems
they're
way
above
the
75%
at
96
and
94%,
which
is
really
good.
We
set
the
75%
target
across
the
board.
That's
something
we
look
at
every
year.
F
Ok,
next
project
highlights
from
applications
support,
so
we've
kind
of
reached
a
little
bit
of
a
saturation
on
field
computing
users
or
used
to
be
lots
of
requests
from
departments
to
do
more
and
more
stuff
in
the
field.
Like
I
said.
That's
where
you
see
the
cellular
modem,
you
know
counts
way
up
to
get
users
of
the
field
that
are
running.
You
know
seems
like
sometimes
halfway
between
here
and
Tulsa.
Is
you
get?
You
know,
definitely
out
there
East
to
get
them
connected
they're
on
LTE.
F
So
definitely
where
people
staff
would
come
in
print
out
their
day's
work
and
then
leave
and
then
come
back
and
maybe
call
residents
and
all
that
now
it's
all
happening
during
the
day
during
their
regular
business
prime
gov
implementation,
replace
sire
is
ongoing
data
analytics
web
app,
which
working
with
development
services
we're
that's
funded.
We're
gonna
push
that
out.
That's
a
product
it'll.
Let
citizens
basically
do
their
own
somewhat
open
record
requests
against
a
permit
system.
So
it's
GIS
base.
F
This
is
a
change
used
to
be
these
vendors
like
Oracle,
that
owns
PeopleSoft.
Would
you
know,
plan
a
major
upgrade
every
two
years
now
because
they
do
more
stuff
services
and
all
that
they
pretty
much
are
doing
it
continuously.
So
these
teams
have
switched
from
you
know,
planning
a
multi-million
dollar
every
other
year
upgrade
to
now.
This
stuff
is
just
happening
all
the
time
and,
and
that
involves
user
testing
and
all
that
so
definitely
impact
on
IT
and
impact
on
our
users
within
departments
and
then
911
CAD,
the
chameleon
interface.
F
This
is
something
we
completed
so
used
to
be.
The
animal
welfare
officers
would
have
to
work
in
chameleon
and
then
calls
that
came
in
through
nine
with
one
would
go
into
the
CAD
system,
so
they
were
jumping
between
two
systems
within
their
vehicles.
There
you
can
see
the
lower
right-hand
right.
So
what
we
did
is
we
interface
those
systems.
This
happened.
We
did
this
with
NIT
so
that
those
calls
could
come
in.
They
could
just
work
within
chameleons
which
are
most
comfortable
with
next
technology
enhancements
line
of
business.
F
They
provide
technology,
identification,
business
analysis,
custom,
application,
development,
data
management,
project
management,
implementation,
services
of
city
departments,
so
a
huge
function
here-
and
this
is
one
of
our
lowest
staffed
line
of
business,
our
development
team,
they
currently
main
tour
maintained,
43,
custom
applications
and
interfaces.
This
is
where
a
department
wants
something
that
we
can't
find
out
there
and
nobody
offers
that
product
or
we
want
to
tie
two
systems
together.
So
some
examples-
I
talked
about
data
OKC
dog
of
police
activity.
Tracker
is
a
special
function
that
they
wanted
courts.
Online
payment
is
developed
by
us.
F
The
whole
budget
management
app
that
all
departments
use
to
compile
their
budgets
and
submit
the
finance
was
developed.
Internal
and
the
big
one
we
did
a
couple
years
ago
was
Otomo
to
attacks
which
were
enhancing
right
now,
so
that
they
can
prepay.
Some
of
that.
So
that's
something
that
improves
that
whole
process
with
enhancements
is
our
data
management
group,
which
we've
talked
about
for
years
within
LFR,
is
a
little
bit
of
a
strange
place
for
them
at
land.
F
They
maintain
the
production
databases,
but
there
are
enhancements
because
when
you
talk
about
sharepoint
and
document
management,
things
like
that
those
are
things
that
the
departments
need
it's
kind
of
a
development
type
thing,
but
there
are
406
production.
Databases
have
to
be
managed
around
the
city
and
then
within
this,
when
the
department
has
a
need,
we
document
that
need
record
it.
We
have
a
process
where
we
go
through.
We
work
with
the
department.
F
Do
a
business
analysis,
the
figure
that
is
what
they
want
to
do
gather
requirements
and
then
we
and
IT
will
run
the
whole
RFP
process
for
them.
So
that's
to
make
sure
that
these
technology
projects
are
done
as
successful
as
possible.
We
make
sure
the
department
gets
exactly
what
it
is
they're
looking
for,
and
we
tell
people
be
careful
when
you
go
to
conferences
and
you
see
a
software,
we
try
not
to
do
it.
The
back
way
where
we
see
a
software
and
then
realize
that
there's
a
need.
F
We
don't
want
to
buy
software
ahead
of
actually
doing
this
process.
So
I
think
departments
are
really
good
about
understanding
because
it
takes
time
to
go
through
that,
but
that
definitely
makes
sure
that
successful
as
possible,
but
they
follow
project
management,
it's
Institute
standards
and
processes
to
do
that.
So
next.
F
Project
highlights
within
enhancements,
of
course,
we're
taught
we're
doing
the
agenda
management
system
implementation
right
now,
with
the
primarily
City
Clerk's
office
and
I.
Think
that's
going
well
we're
pushing
they
get
it
done
as
quickly
as
possible.
Electronic
plan
review
is
in
process
right
now
we
got
the
RFP
drafted,
so
that's
going
out
to
review.
We
built
in
all
the
work
flow
and
osela
for
for
plan
review.
F
Now
it's
making
the
electronic
lease-
and
this
is
where
plans
can
be
cinéma
submitted
electronically
they'll
all
be
done
electronically
within
the
city,
so
that
right
now,
where
it's
a
paper
process
and
things
might
happen
in
series
which
could
go
slow
now,
different
processes
can
happen
in
parallel.
So
once
we
can't
really
give
a
timeframe
till
we
get
proposals
and
those
vendors
give
us
their
time
frames,
but
that's
definitely
something
we
look
to
have
going
this
year.
F
This
fiscal
year
Alif
our
performance
management
software
were
just
about
gathering
requirements,
so
you
saw
that
was
funded
with
the
70,000
that
some
were
looking
at
getting
implemented,
improve
reporting
to
residents
and
getting
things
out
on
O'casey
and
then
improving
reporting
within
the
city.
I
know
it's
a
little
a
little
bit
of
an
issue
sometimes
trying
to
manage.
You
know,
what's
put
in
and
making
sure
it's
accurate
and
and
complete
and
everything
within
the
city.
So
this
software
will
help
us
do
that,
a
big
one
working
with
p
IM.
F
This
is
something
we
actually
submitted
last
year,
newsletter
email
and
text
subscription
software.
It
came
up
late
and
I
would
admit.
Maybe
we
had
formulated
exactly
what
it
was.
We
wanted
to
do,
working
with
p
IM,
but
now
it
didn't
get
funded.
So
what
we
realized
was
lots
of
departments
around
the
city,
we're
looking
at
doing
something
similar.
So
we
didn't
want
this
splintering
off
and
having
dept
start
to
do
their
own
thing
and
then
residents
are
getting.
F
You
won't
ask
for
budget
cost,
so
our
budget
estimates
on
this
are
still
just
based
on
what
the
state
contract
would
have,
but
that's
not
necessarily
the
software
we'll
end
up
with
so
we're
going
right
now
on
this,
the
RFPs
expect
to
be
released
at
the
end
of
quarter
1
FY
20.
So
this
will
be
huge
if
you're
wondering
what
departments
we're
involved
in
this
animal
welfare
embark,
finance,
fire
municipal
or
mayor
council
offices,
municipal
court,
Parks
and
Rec
personnel.
F
Of
course,
P
I
am
was
involved,
planning,
police,
Public,
Works
utilities,
and
then
the
airports
all
had
needs
to
use
some
function
of
this.
So
the
goal
is,
of
course,
residents
receive
one
communication
from
the
city
and
the
I
am
I.
Tell
you
that
the
other
goal
of
this
as
a
resident
can
register
for
different
things.
So
they
can
only
get
communications
that
they're
interested
in
hopefully
well
620
square
miles,
I'm
sure
it's
a
challenge
for
we've
heard
from
residents,
saying
it's
hard
for
me
to
tell
what's
happening
in
my
area.
F
So
hopefully
with
this,
it
won't
just
be
you
just
get
everything
you
can
say.
I
want
to
only
know
stuff,
that's
happening
around
me
or
within
my
ward
or
whatever,
so
definitely
an
improvement
to
help
you
guys
communicate
to
the
permits
data
analytics
web
app
is
funded,
so
we're
actually
trying
to
kick
that
off.
So
we
can
get
that
going
as
quick
as
possible
after
July
4
from
the
fundings
in
place.
So,
like
I,
said
that'll,
let
citizens
or
residents
go
in
and
actually
query
the
permit
system
that
they
may
be.
Making
open
record
requests.
F
F
F
We've
talked
about
this
with
departments
for
years,
I
mean
many
many
years,
and
you
know
technology
evolves
and
things
like
that
and
and
we've
been
on
a
cèlle,
and
so
we
knew
we've
been
on
cell
for
a
long
time.
So
we
knew
we
wanted
something
that
integrated
with
that.
Well
tell
you
that,
even
with
the
sella,
you
know
there
was
a
period
of
time
where
they
were
partnering
with
a
vendor
and
they
switched
and
they
were
gonna
develop
their
own.
F
So
it's
kind
of
an
excuse
to
say
there
wasn't
stability
within
how
this
was
gonna
be
done.
We
knew
the
backend
system
had
to
be
Acela.
The
other
side
is,
you
know,
just
users
within
the
city,
you
know
are
so
used
to
working
on
paper
and
things
like
that
and
couldn't
imagine
trying
to
review.
You
know,
plans
this
big.
How
am
I
gonna
do
that
on
a
computer
screen,
and
so
you
know
we
weren't
we're
still
working
with
them
with
the
environment,
I'd
say
last
fall.
F
We
met
with
Public
Works,
we
do
strategic
alignments,
it
was
yes,
let's
go
and
then
utilities
almost
in
parallel
is
looking
at
the
processes
and
they
have
a
whole
project
going
on
the
review
this.
So
you
know
kind
of
the
stars,
aligned
and
said
now
is
the
time
to
do
it,
but
I
will
tell
you,
we
NIT
work
of
departments
to
get
those
processes
workflows
in
a
cell
us
and
now
it's
just
putting
that
electronic
plan
review
piece
on
top
and
I
know
within
development
services.
F
At
the
last
to
sell
a
conference,
there
was
new
software
out.
There
was
like
yeah.
This
is
you
know.
This
is
basically
awesome.
This
will
work
so
everything's
there.
So
now
it's
a
yeah.
Let's
go,
and
we
didn't
pick
that
piece
of
software
there's
two
or
three
vendors
capable
of
doing
this,
but
you
know
it.
This
will
be
big
and
we've
worked
with
those
departments
to
make
sure
they
request
in
their
budget.
The
funding
for
the
hardware
that
they're
going
to
need
to
make
it.
You
know
the
people
actually
do
and
review.
F
A
C
F
I
hope
it
wouldn't
be
more
than
a
year,
but
we
a
lot
of
time
to
get
bogged
down
and
it's
hard
to
say
when
you
get
in
the
contracting
and
things
like
that.
We're
gonna
push
this
as
much
as
we
can
because
I
know
public
works
utilities.
Development
services
are
all
anxious
to
get
going
on.
This
yeah
we're
the
RFP
is
basically
drafted.
F
G
Good
morning,
mayor
council,
LaShawn
thompson
court
administrator
for
a
municipal
court
today,
I'm
here
to
present
the
FY
20.per
paz
budget
for
a
municipal
court,
but
first
I'd
like
to
introduce
some
of
my
staff
that
I
bought
with
me
today.
I
have
Galen
Keaton
business
manager,
I
have
Jon
Lemieux
the
finance
service
manager,
Melissa
Meredith,
the
court
service
manager
and
Tanya
cubit
Warmack,
our
chief
probation
officer
and
they're,
a
great
team,
and
they
contribute
to
the
department's
success.
G
Our
mission,
our
motto
in
Municipal
Court,
is
that
we
believe
that
it's
justice
for
all
I'd
like
to
restate
our
mission
statement.
The
mission
of
Oakland
is
the
mission
of
Municipal
Court
is
to
ensure
procedural
justice
to
our
court
patrons
affected
by
a
violation
of
oklahoma
city
ordinances.
So
they
can
be
assured
of
fairness,
transparency,
impartiality
in
the
timely
disposition
of
all
cases.
Procedural
justice
speaks
to
ensure
that
the
justice
system
treats
everybody
with
dignity
and
respect.
G
Our
department,
we
have
67
67
employees
in
the
department
for
those
employees
are
our
municipal
judges
that
are
appointed
by
Council.
We
have
five
lines
of
business
in
municipal
court
in
FY
19,
the
department
was
responsible
for
processing
a
little
over
a
hundred
and
thirty
seven
thousand
citations.
We
also
host
seventy
court
sessions
weekly
in
our
court.
G
G
Currently,
this
slide
represents
our
jail
population
inmate
population
in
the
county
jail
as
you
can
see,
we've
had
a
high
of
64
and
we've
had
some
lows
of
37
and
I'd
like
to
continue
to
work
on
this.
The
inmate
daily
population
is
monitored
in
our
community
outreach
program.
It's
monitored
daily
to
ensure
that
inmates
are
moving
through
the
process.
G
Releases
are
being
done
in
a
timely
manner.
We
have
made
some
significant
changes
in
this
area.
The
department
now
has
a
data
dedicated
community
relations
coordinator
that
monitors
the
daily
bookings
and
releases
releases
to
ensure
that
our
inmates
are
processed
and
released
in
a
timely
manner.
This
average
could
be
reduced
even
more
if
we
could
focus
on
some
of
our
high-risk
offenders
in
the
jail
that
continue
to
reaffirm
to
court
after
being
granted
an
orb
on
this.
G
The
intensive
daily
monitoring
of
the
jail
bookings
has
assisted
us
with
identifying
the
inmates
that
continue
to
drain
our
resources
due
to
untreated
mental
health
issues
and
substance
abuse
issues
I'm
proposing
to
implement
a
day
reporting
program
for
inmates
that
are
not
eligible
for
a
mandatory
ten
or
twenty
four
hour
or
hour
by
the
program.
Requests
of
$50,000
would
be
used
to
fund
a
day
reporting
program
which
is
similar
to
what's
being
used
in
Oklahoma
County
court
right
now,
currently,
Oklahoma
County
uses
contracted
vendors
to
provide
our
daily
reporting
services
for
their
County
inmates.
G
The
agency
providing
the
service
is
responsible
for
completing
an
assessment
to
determine
the
inmates,
eligibility
and
the
program.
The
inmates
are
then
released
on
a
conditional
bond
and
a
court
order
to
participate
in
treatment
services,
as
recommended
by
the
agency.
The
agency
is
responsible
for
notifying
the
court
of
the
defendants.
Compliance
in
the
program
and
this
program
will
be
managed.
Underneath
the
community
outreach
program,
the
day
reporting
program
will
be
responsible
for
providing
treatment
services,
while
the
defendant
remains
in
the
community
instead
of
being
incarcerated.
Our
goal
is
for
the
defendant
to
receive
treatment
services.
G
Why
successively
obtaining
skills
resources
and
the
tools
need
needed
to
live
a
productive
lifestyle,
hopefully
deterrent
other
activity
in
our
court?
It
takes
about
typically
three
to
six
months
to
dispose
of
a
case
and
why
the
defendants
are
enrolled
in
the
day
reporting
program,
they
would
be
participating
in
services,
whether
in
the
community.
G
This
set
this
next
slide
looks
at
treatment
services
versus
incarceration
services,
the
bar
on
the
left.
It
shows
that
an
according
to
the
department
of
mental
health
and
substance
abuse
services-
this
is
their
data.
It
costs
two
thousand
dollars
a
year
to
treat
a
person
in
outpatient
services.
If
you
look
at
the
second
red
bar,
it
shows
that
it
costs
nineteen
thousand
dollars
to
treat
a
person
that's
in
prison
and
then
that
amount
increases
to
twenty
three
thousand
if
the
person
is
severe
severely
mentally
ill.
G
Currently,
right
now
we
pay
Oklahoma
County
forty
three
dollars
and
seventy
eight
cents
to
house
our
inmates
in
Oklahoma
County
Jail.
By
proposing
this
day
reporting
program,
we
could
the
program
would
approximately
cost
about
twenty
dollars
a
day
to
treat
this
to
treat
the
inmate
while
they're
in
the
community,
even
though
it's
a
cost
savings
to
the
jail
contract,
the
reward
to
provide
providing
services
treatment
services
to
this
population
is
moving
the
needle
in
the
right
direction.
G
According
to
the
department
of
mental
health
and
substance
abuse
services,
no
I'm,
sorry,
according
to
the
United
States
Department
of
Justice
24%
of
all
jail
inmates
report,
symptoms
that
meet
the
criteria
of
a
psychotic
disorder.
According
to
the
National
Alliance
of
mental
illness,
one
out
of
every
three
Oklahomans
suffer
from
a
mental
health
issue,
even
though
we're
looking
at
a
small
population
of
inmates,
if
left
untreated,
those
same
individuals
pose
a
high
probability
to
continue
to
drain
our
resources
and
other
resources
in
the
state
as
well.
G
G
Procedural
justice
issue
number
one
delivering
fair
justice
courts
across
America
are
being
tasked
with
the
importance
to
carry
out
procedural
justice
and
fairness
in
the
process
of
the
court.
Research
has
shown
that
if
courts
are
respectful,
neutral,
easy
to
understand
and
give
people
involved
in
the
case
of
voice,
they
can
build
trusting
in
the
law.
It
is
the
trust
which
causes
people
to
comply
with
court
orders
to
cooperate
with
the
police
and
ultimately
obey
the
law.
G
We
have
contracted
with
the
center
of
court
intervention,
we're
in
a
court
innovation
to
train
all
of
our
Municipal
Court
employees
over
the
concept
of
procedural
justice,
and
now
this
training
will
be
required
for
all
of
our
staff
for
all
new
employees
issue
two
skilled
workforce.
The
court
remains
committed
to
informing
citizens
of
their
options
for
handling
their
case
in
court.
We
provide
our
core
staff
with
continuous
training
on
customer
service
and
providing
accurate
legal
information.
It's
important
that
our
court
patients
are
able
to
make
an
informed
decision
when
handling
their
case
in
our
court.
G
In
order
to
maintain
this
high
level
of
customer
service,
we
have
enhanced
our
website
and
our
brochures,
majority
of
all
of
our
forms
are
now
available
in
Spanish
we
contract
for
certified
court
interpreters
and
other
services
for
the
hearing-impaired.
All
of
our
inbound
calls
are
monitored
daily
and
10%
of
those
calls
are
reviewed
daily
for
quality
assurance,
training,
mentoring
and
coaching.
We
utilize
Metro,
Tech's
downtown
campus
to
assist
our
training,
needs,
employee
development
and
customer
service
training.
Continuous
training
is
provided
on
criminal
justice
reform
initiatives.
G
Our
next
slide
is
our
customer
satisfaction
survey
slide,
and
this
is
something
that
I'm
really
proud
of.
We
implemented
this
survey
in
January
of
2017,
and
this
graph
represents
our
progress
that
we've
made
in
the
air
of
customer
service.
We
know
that
people
when
they
come
to
municipal
courts.
Sometimes
they
are
not
pleased
but
coming
to
Municipal
Court.
So
we
try
to
make
this
a
win-win
situation.
When
our
customers
come
into
our
building
this
year,
84
percent
of
our
people
who
have
completed
our
survey
have
rated
their
experience
has
been
satisfied.
G
G
We
have
comment
cards
throughout
the
building
and
then
also
you
can
find
our
survey
available
online
and
we
use
our
survey
results
to
improve
and
training
and
then
also
our
employees
are
recognized
for
their
outstanding
customer
service
as
well
issue
3
technology
services
in
this
age
of
technology.
There
is
a
demand
for
more
and
more
of
our
services
to
be
available
online.
We
now
offer
our
Court
dockets
online.
You
know
long
gonna
have
to
call
to
find
out
one
is
your
court
date
or
an
attorney.
They
can
pour
their
dockets
and
the
dockets
are
available.
G
You
can
search
records
online.
Now
we
have
wayfinding
kiosks
in
our
buildings
and
outside
of
each
one
of
our
courtrooms.
We
have
portent
displays
so
just
in
case
you
happen
to
lose
your
paperwork
or
you're,
not
sure
what
courtroom
you're
supposed
to
be
in.
You
can
look
for
your
name
on
the
display
and
you
know
exactly
which
courtroom
that
you're
supposed
to
be
in
in
our
new
system.
Our
new
court
system
has
offered
us
the
opportunity
to
expand
in
our
technology.
G
We
have
identified
a
number
of
processes
that
we
would
like
to
offer
online,
and
this
grant
I
mean
this
graph
represents
30%.
36%
of
those
functions
are
now
available.
It's
our
goal
to
be
able
to
offer
services
for
requests
for
driving-school,
request
for
trial
insurance
and
driver's
license
verification,
efile
services,
submission
of
forms,
secure
portal.
So
we're
constantly
identifying
things
that
we
can
do
to
improve
the
services
that
we
offer
online
issue
number
for
our
Juvenile
Services
resource.
Our
juvenile
court
was
established
in
1997.
G
It
was
designed
for
our
first-time
offenders
to
give
some
relief
off
of
Oklahoma
County,
and
we
deal
with
juveniles
that
are
torturing
misdemeanor
offenses
in
our
court.
Juveniles
are
typically
court-ordered
to
participate
in
a
6-month,
supervised
probation
plan.
We
partner
with
the
Oklahoma
City
Police
Department,
the
school
districts
that
are
in
our
areas,
and
so
some
of
the
probation
informants
include
counseling
substance,
abuse
treatment,
random
drug
testing,
community
service
conflict
resolution
program,
referrals
to
the
juvenile
intervention
program
underneath
Oklahoma
City,
Police,
Department
and
mandatory
school
attendance
and
and
compliance.
G
This
graph
represents
the
success
rate
in
this
program,
we're
currently
at
96%
a
sixth
success
rate
in
the
program
here
today,
1409
juveniles
have
been
played.
We
found
one
thousand
four
hundred
and
nine
hundred
cases
in
juvenile
court
and
of
those
cases
928
juveniles
were
placed
on
probation
7
year
to
date,
790
of
those
790
of
those
cases
have
completed
their
probation
successfully
and
that's
what
this
chart
represents.
G
Programs
next
I
would
like
to
highlight
our
programs.
One
of
our
success
stories
is
our
community
outreach
program.
This
program
was
launched
in
community
launched
in
July
of
2020
18.
We
added
another
position
to
this
program
and
it's
just
been
really
instrumental
in
assisting
our
defenders
that
are
in
their
court.
G
Their
offices
are
housed
on
the
first
floor,
the
building
when
you
come
into
Municipal
Court
you're,
able
to
ask
questions
before
you're
going
to
court,
so
you're
able
to
ask
all
those
questions
prior
to
entering
into
a
courtroom,
and
you
get
the
most
informed
information
about
your
case.
If
you
want
to
call,
you
can
call
and
speak
with
them
another
thing
they
do:
they
partner
with
the
homeless,
Alliance
North,
Karen,
a
City
rescue
mission
team,
the
Department
of
Corrections,
the
Federal
Bureau
of
prison
prisons
and
other
district
court
houses.
G
When
inmates
are
in
custody
and
are
in
different
programs
or
different
facilities,
they
cannot
maneuver
in
throughout
the
system
if
they
have
some
outstanding
obligations
in
a
different
court.
This
program
is
designed
to
help
them
with
that,
so
they
can
write
in
to
this
program.
The
program
will
work
with
the
judges,
the
municipal
counselors
office,
to
ensure
that
the
we
can
get
these
cases
disposed.
G
Also,
it
works
with
reentry
programs
to
get
people
licensed,
who
have
been
suspended
or
replicated
get
those
driver's
license
back
and
then
also,
if
you
voluntarily
come
into
court,
you
know
you
won't
go
to
jail
a
Municipal
Court.
This
next
slide
represents
the
number
of
municipal
cases
that
have
been
disposed
of
as
a
result
of
a
written
correspondence
in
FY
18,
like
I
said
when
we
launched
a
program,
nine
hundred
and
sixty-five
cases,
we
add
in
one
more
position.
We
have
doubled
this
program
by
1893
cases
being
disposed
now.
G
This
is
just
written
correspondence
by
written
correspondence.
We
still
have
a
lot
of
foot
traffic
that
comes
in
the
building
that
that
is
not
depicted
on
this
graph
and
then
also
this
program
completed,
has
completed
thirteen
community
outreach
events
by
going
into
the
community
and
letting
people
know
hey.
If
you
have
these
outstanding
issues
in
municipal
court,
this
is
what
you
need
to
do
to
go
to
to
handle
it.
G
So
we
have
partnered
with
the
Latino
agency,
just
different
just
different
agencies
in
the
community
to
help
get
the
word
out
come
in
take
care
of
your
obligations.
You
won't
go
to
jail.
If
you
voluntarily
come
in
and
address
those
issues,
court
enforcement
and
investigation
program,
we
have
the
Oklahoma
City
Police
Department
court
detail
unit,
they
provide
the
security
and
then
also
the
issuance
of
the
warrants
from
our
court,
and
then
we
have
our
court
officers
which
are
responsible
for
providing
them
with
all
the
information
for
a
pickup
order
to
to
serve
those
those
warrants.
G
You
know
we
do
have
people
no
matter
what
we
do.
You
still
have
to
issue
a
warrant.
After
all,
the
things
that
we
do.
This
is
ultimately
what
ends
up
happening
when
someone
doesn't
comply
with
the
with
the
things
that
we
have
in
place.
This
program
manages
the
post
court
reminder
program.
In
the
event.
Let's
say
you
forget
to
pay
your
traffic
ticket.
You
have
a
15
day,
grace
period.
In
that
15
day,
grace
period,
you're
sent
a
reminder
notification.
G
A
phone
call
is
made,
hey,
come
in
and
take
care
of
this
matter
in
the
15
days.
The
case
does
not
increase
to
the
penalty
rate
and
no
Warner's
issue,
so
you're
not
penalized
in
the
event
that
there
was
some
oversight
that
you
forgot
to
handle
your
your
court
business
and
we
do
send
out
the
reminders.
We
believe
that
the
reminder
program
has
a
50
percent
compliance
rate.
This
next
slide
is
the
total
number
of
warrants
issued
and
cleared.
We've
made
several
changes
in
our
court
processes,
which
requires
a
defendant.
G
They
get
more
time
now
in
our
court
to
pay
their
fines
and
costs.
Like
I
said,
we've
implemented
the
15
day
grace
period
and
then
defenders
are
no
longer
jail
because
they
don't
have
the
ability
to
pay
if
your
jail,
your
jail,
because
you
missed
a
court
hearing
not
because
you
didn't
have
the
money.
Okay,
and
even
though
fewer
warrants
are
being
issued,
our
compliance
rate
has
remained
the
same
and
remain
consistent
as
FY
1616.
G
G
G
G
The
next
program
is
our
court
case
support
program.
They
are
responsible,
I
refer
to
them
as
the
brains
of
the
Municipal
Court,
because
they're
the
ones
that
are
scheduled
in
our
70
dockets
a
week,
they're
assisting
with
our
33
indigence
II
hearings
that
we
have
monthly
they
handle
about
650
telephone
calls
daily.
Our
open
requests,
our
docket
counter
parking
program
and
they
provide
the
court
clerk
services.
So
they
keep
the
keep
the
shop
moving
in
Municipal
Court.
G
This
graph
represents
our
performance
in
a
court
case
program
court
case
support
program.
It's
important
that
cases
are
updated
in
a
timely
manner
to
ensure
that
warrants
are
not
being
issued
in
error,
and
this
shows
our
accuracy
rate.
We
audit
20%
of
our
cases
daily
to
ensure
that
our
court
clerk's
are
updating
the
cases
like
they're
supposed
to
and
currently
right
now
we're
at
a
99%
accuracy
rate.
G
Our
successful
outcomes,
we
have
a
lot
of
things
to
be
proud
of.
In
Municipal
Court,
we
have
just
currently
deployed
25
additional
East
citation
devices
to
the
Oklahoma
City
Police
Department,
our
Eastside
devices.
A
citation
devices
are
allowing
us
to
move
from
paper
citations
to
electronic
citations.
If
you're
issued
a
paper
citation,
it
takes
anywhere
from
three
to
five
days
to
get
the
ticket
on
the
computer.
When
you
issue
it
from
an
e
citation
device,
the
ticket
immediately
goes
into
Municipal
Court
and
we
can
sort
the
processing
of
the
citation.
G
We've
done
some
amazing
work
in
the
area
of
criminal
justice
reform
and,
however,
none
of
this
would
be
possible
without
the
support
of
mayor
and
council.
We
continue
to
remain
on
the
cutting
edge
and
we
have
been
nationally
recognized
by
the
very
Institute
and
many
other
agencies
for
our
reform
efforts
with
the
guidance
and
assistance
from
our
presiding
judge,
Phillipa
James,
deputy
municipal
councillor,
Cindy,
Richard
and
retired
Chief,
Police,
Chief,
Bill
city
and
his
staff.
G
G
C
G
Now
we
are
in
this
first
year
of
that
second
position
and
with
the
launching
of
the
day
reporting
program,
it
would
be
safe
to
say,
let's
look
at
it
for
a
year
and
just
see
if
the
day-to-day
reporting
program
will
increase
those
numbers
and
increase
the
activity.
But
yes,
right
now
to
liaisons
are
plenty
right
now.
H
First
I'd
like
to
applaud
you
all
for
the
work
that
you
all
are
putting
in
place
right
now
and
moving
forward.
It's
so
critical
before
I
say
what
I
want
to
say.
I
would
like
to
ask:
what
would
you
say
are
our
biggest
opportunities
here
to
continue
to
lower
the
incarceration
rate
here
in
the
metro
area,
but
where
our
opportunity
like,
if
you
could
say,
maybe
it's
one,
two
three
I
don't
know.
But
what
are
the
main
things
we
can
be
doing.
G
H
G
Would
say
a
big
population
is
individuals
with
mental
health
issues
and
substance
abuse
issues,
and
and
if
we
could
get
those
individuals
to
treatment
that
they
need,
then
maybe
we
could
get
them
to
comply
with.
With
with
the
court
order
and
returning
to
come
back
to
court.
You
know,
not
only
are
there
draining
our
resources
but
they're
draining
OCP
and
the
other.
You
know,
services
that
we
have
in
the
area
as
well.
So
I
just
think
that
if
we
could
give
them
the
service
that
they
need
and.
H
Then
I
was
really
devastated.
Hearing
you
say
one
in
three
Oklahoma
mental
health
concern
and
I
was
just
looking
up.
You
know
a
few
years
ago
we
were
number
two
in
the
nation
health
and
one
of
the
things
that
they
said.
Terry
White
here
was
that
I
think
a
lot
of
people
forget
that
the
brain
in
quoting
now
the
brain
is
simply
another
organ
in
the
body
when
you're
in
a
very
unhealthy
state,
when
your
population
is
unhealthy
and
has
high
rates
of
diseases,
we're
of
course
going
to
have
high
rates
of
brain
disease
and.
H
Along
the
way,
we
forgot
that
and
I
even
forgot,
I,
don't
know
this
will
briefly,
as
you
were
talking
about
I
think.
Sometimes
people
label
certain
types
of
people
as
bad
or
certain
parts
of
area
as
bad
and
criminals,
and
that
there
can
be
no
restoration
in
this
way,
but
the
movie
scream
has
been
in
my
head.
H
Listening
to
you
just
real
quick
on
this,
just
real
quick
in
that
film
The
Killers
say
that
they
are
well
I
won't
spoil
who,
it
is
rose,
be
haven't
seen
it's
a
mystery,
it's
mystery,
but
the
killers
say
that
their
stated
reason
for
why
they're
doing
what
they're
doing
they
live
in
the
suburbs.
They
don't
live
in
the
city.
They
live
in
the
nice
farm,
sprawling
suburbs
of
this
city
and
the
killers
say
overdoing
it
because
the
movies
taught
us
how
to
be
killers.
The
Exorcist
and
stuff
like
that.
H
H
All
of
a
sudden,
we
find
that
this
is
going
on,
and
you
know
every
one
of
these
mass
shootings,
almost
every
single
one
of
them
tend
to
be
in
these
idyllic
setting
where
people
are
like
we're
shocked
that
it's
happening
out
here.
I'm,
not
when
I
hear
statistics
like
one
out
of
every
three
Oklahomans,
not
Oklahoma,
City
ins,
Oklahomans
and
I-
think
we
would
do
better.
H
You
keep
putting
these
news
to
these
statistics
in
our
head
and
whatever
I
can
do
as
a
council
person
to
help
you
all
with
the
court
and
with
the
rest
of
the
city
to
address
mental
health
and
not
just
for
the
gel,
but
our
kids
I,
one
of
the
other
things
that
Terry
White
says
is
if
we
can
do
screenings
in
our
schools,
which
I
think
is
something
we're
starting
to
move
toward.
But
these
ace
scores
these
essays
education
like
adverse
childhood.
What's
going
on
like
what's
going
on
in
their
neighborhoods?
H
What
happens
when
a
kid
is
hearing
constantly
gunshots?
What
happens
when
a
kid
is
hearing
mom
and
dad
fight
all
the
time?
What
happens
when
the
kid
is
facing
bullying
or
being
LGBT
or
having
a
disability
or
the
color
of
their
skin
or
their
religion
or
whatever
it
is,
and
what
does
that
do
to
their
brain
and
how
does
it
shape
them
as
an
adult
and
the
choices
they
and
we've
got
us?
Are
talking
more
like
this,
but
I'm
guessing.
H
There
are
people
who
were
shaped
by
their
environment
and
by
chemicals
in
their
brains
and
I'm,
really
really
tired
of
not
addressing
this
and
being
a
middle
school
teacher
on
the
south
side,
where
for
years,
I
heard,
sometimes
even
other
teachers
call
my
students,
discipline
problems
or
it
must
just
be
their
culture
right,
that's
not
cool,
it's
not
their
cultures,
it's
their
brains
and
it's
the
environments.
We've
shaped
for
them
and
I
just
see
this
wonderful
opportunity
to
reshape
their
environments.
For
them
words,
I
really
appreciate
the
data
you
provided
here
and
I'm
gonna.
H
I
Just
want
to
echo
that
as
well
in
I
want
to
thank
you
all
for
being
community
minded
when
it
comes
to
the
procedural
justice
that
you
offer
for
the
city
of
Oklahoma,
City
and
I
know
councilman
stone
and
myself
have
been
a
part
of
the
juvenile
intervention
program
into
that
success.
You
know
these
are
obviously
great
ways
to
prevent
recidivism
for
our
young
people.
It
gives
them
that
that's
that
second
chain,
it's
a
brand-new
start
and
I
just
want
to
commend
you
all
for
those
efforts
and
I
know
we're
talking
budget,
but
the
just.
I
Those
types
of
things
are
even
part
of
the
budget,
because
you
don't
we
don't
want
that
recidivism.
We
don't
want
those
return,
fines
or
fees
or
or
just
incarceration
in
itself.
So
I
also
want
to
commend
you
all
for
the
great
work
that
you're
doing
when
it
comes
to
the
community
and
keeping
the
community
in
mind
when
it
comes
to
procedural
justice,
because
it
can
be
very
intimidating
when
you
get
a
ticket
or
just
any
kind
of
warrant
or-
and
you
all
are
able
to
walk
people
through
that
process
to
make
it
less
intimidating.
E
J
Good
morning,
I'm
gonna
do
a
brief
run-through
on
the
development
services
department's
budget
proposed
budget
I'll
introduce
Rick,
quick
and
camp
he's.
The
assistant
director
put
this
together.
So
if
you
have
questions,
I'll
refer
to
him,
no,
it's
and
Cindy
Lake
and
UC
air
are
every
Tues
DC's
with
the
zoning,
so
division
I
want
to
read
the
mission
statement.
The
mission
of
the
Department
of
the
development
services
department
is
to
provide
animal
welfare
code
enforcement,
construction
permitting
and
inspections,
licensing
and
development
application
review
services
to
the
development
community
at
general
public.
J
So
they
can
receive
timely
development
decisions
and
live
in
a
clean,
safe
and
stable
City.
We
have
five
lines
of
business.
These
are
the
the
four
main
development
center.
That's
our
building
permit
area,
code
enforcement,
so
division
and
zoning
and
animal
welfare
this
year
we're
adding
five
new
positions
at
animal
welfare.
Total
number
of
staff
will
be
197
in
this
budget.
J
The
total
operating
budget
for
the
department
is
just
under
19
million
nineteen
point:
nine
million
dollars,
that's
up
three
point:
four:
three
percent:
from
last
year,
our
major
budget
changes
and
I
really
point
out
the
the
middle
one.
There
we're
adding
we've
added
for
animal
welfare
officers
and
a
supervisor
what
this
is
done
for
us.
It
gives
us
the
ability
to
we'll
have
nine
field
officers
and
909
field
officers.
J
Currently
we
are
filled.
Officers
are
in
the
field
till
five
o'clock.
With
this.
This
addition
that
will
extend
our
time
to
nine
o'clock
and
it
will
overlap
during
our
peak
times,
which
is
between
3:00
and
5:00
in
the
afternoon
truly
when
the
kids
are
getting
from
home
from
school
and
the
parents
are
getting
home
from
work
so
we'll
have
hopefully
better
coverage
there
and
then
anything
after
9:00
o'clock.
J
We
have
one
call
officers
that
you
know
if
there's
an
issue
with
the
police
department
or
something
they
can
call
them
in
I'm,
going
to
talk
a
little
bit
about
the
development
center.
This
is
our
largest
division.
We
have
85
employees
and
the
year
in
FY,
eight
in
the
physical
year
18.
We
had
we
completed
over
a
hundred
and
five
inspections
issued.
J
J
This
is
about
a
5.6
percent
projected
increase
over
last
year.
It's
something
that's
kind
of
interesting
to
me
is
73%
of
our
new
construction
in
Oklahoma,
City's,
residential
and
75%
of
this
hundred
and
ten
thousand
inspections
are
residential
inspections.
So
clearly
our
residential
development
is
is
going
well.
This
next
slide.
This
talks
about
our
this
is
one
of
our
goals
to
do
our
constructions
of
those
110,000
inspections.
To
try
to
do
those
inspections
in
one
day
completed
within
one
day
92%
of
the
time,
and
this
is
a
result
of
a
2013
audit.
J
They
did
about
our
ability
to
doing
construction
inspections.
I.
Think
it's
important
to
note
here
that
you
know
every
department
goes
through.
People
are
out
vacant
retirements.
Those
types
of
things
we've
been
able
to
maintain
right
around
90
percent
on
these
on
these
inspections
and
I
know
that
the
contractors
and
the
developers
appreciate
it
because
that
helps
them
get
their
their
work
done.
Timely
and
I
really
need
to
adhere
to
that
one
of
the
one
of
the
things
the
staff
does.
Is
we
meet
with
the
trade
groups,
our
development
center
manager
and
our
Chiefs?
J
They
be.
They
meet
twice
a
year
with
the
the
electrical
contractors,
the
building
contractors
we
meet
annually
with
the
home
builders,
which
do
most
of
our
residential
buildings,
and
that
allows
us
to
do.
You
know
to
interact
with
them
and
talk
about
changes
and
inspections
or
changes
in
the
code
and
just
recently,
councilman
Stonecipher
and
stone
facilitated
a
meeting
with
the
associated
building
and
building
contractors
association.
We
I
think
we
have
a
meeting
scheduled
with
them
in
June
and
that's
just
another
opportunity
for
us
to
meet
talk
about
answer
questions
if
they
have
concerns
about.
J
J
Let's
talk
about
code
enforcement
briefly,
we
have
45
staff
members
in
this
division.
They
complete
over
a
hundred
thousand
inspections
a
year.
They
do
unsecured
and
dilapidated.
That's
what
you
guys
see
every
Tuesday.
They
do
junk
and
debris
high
grass
and
leaves
we're
gonna.
Have
we're
gonna,
have
a
big
high
grass
and
weed
season
this
year,
because
all
the
rain
we
do
property
maintenance
and
that
last
bullet
there
we've
we've
removed
over
62,000
illegal
signs
last
year
and
in
with
that's
just
one
of
the
things
that
we
really
need
to
try
to
address.
A
H
J
That
was
actually
the
sixth
choice,
so
took
us
a
while
to
get
there,
but
we
found
it
and
we
had
to
back
out
from
the
picture
a
little
bit,
but
we
managed
to
pull
that
off.
This
is
our
r1,
our
promoting
safe
and
secure
neighbor
and
thriving
neighborhood,
slaw
and
I
didn't
get
to
make
that
presentation
this
year,
but
this
is
an
I
mean.
This
is
a
good
reflection
of
our
code
enforcement.
J
We
try
to
work
with
property
owners
to
make
sure
that
they
can
comply
on
their
own,
so
we
don't
have
to
go
through
the
process
of
either
abating
or
writing
a
citation.
The
trend
is
up
or
up
just
we're
up
to
81
percent
or
projected
to
hit
81
percent
this
year,
I
mean
and
in
our
mind
it's
important
if
the
if
the
neighbors
will
do
will
invest
in
their
properties
and
fix
those.
So
we
don't
you
know
we
don't
have
to
do
it.
These
next
slides
I'm,
going
to
show
you
some
before
and
afters.
J
These
are
property
maintenance
issues
that
we
work
with
the
property
owners
and
and
they've
been
able
to.
You
know
change
it
from
you,
know
and
I
know
a
neighbor.
You
know
the
neighbor
to
the
right.
There
much
prefers
this
than
what
was
there
before,
and
this
is
one
that
they,
a
property
owner,
started
construction
and
then
stopped,
and
we
were
receiving
complaints
because
it's
really
an
attractive
nuisance
for
people.
So
we
worked
with
them
and
and
they've
almost
completed
the
new
structure,
which
it
looks,
are
not
new
but
really
breaking.
J
The
structure
looks
a
lot
better
and
this
next
one
that
entire
front
porch
was
dilapidated
and
needed
to
be.
We
were
going
to
have
to
remove
it
because
it
wasn't
safe,
but
working
with
the
property
owner.
They
were
able
to
tear
that
down
and
and
do
some
sought,
new
siding
and
there
they're
still
waiting
to
do
a
new
front
porch
there.
But
that
looks
a
lot
better
than
you
know.
What
was
there
before
so
I
think
that
I
mean
that's
a
program.
J
J
J
So
this
next
slide
we
do
a
couple
of
different
measurements
for
the
for
this
division.
Over
the
last
three
years,
we've
been
able
to
get
an
applicant,
a
Planning,
Committee,
plat
decision
within
60
days,
preliminary
plants,
the
first
development
layout
of
a
new
subdivision,
and
what
we've
thought
about
since
we
we've
hit
this
target
three
years
in
a
row
now
that
maybe
we'll
look
to
condense
that
maybe
to
45
days
to
see,
if
you
know
we
can
make
it
more
efficient.
J
J
As
you
know,
you
probably
know
we
get
over
eight
thousand
visitors
a
year
to
the
shelter
which,
if
you
add
that
up
it's
almost
a
hundred
thousand
people
go
through
our
facility
every
year
and
I
know
that
the
new
council
they're
going
to
go
visit
on
in
June
I,
think
you'll
be
you'll,
be
happy
and
then
you'll
be
sad.
When
you
see
the
animals
so
it'll
be
a
it'll
be
interesting
for
you.
We
complete
over
thirteen
hundred
thirteen
thousand
calls
a
year.
J
We
did
not
over
just
over
9,500
sterilisation,
spays
and
neuters.
We
have
a
community
Spade
program
where,
if
you're
a
citizen
of
Oklahoma
City,
you
can
get
your
animal
spayed
or
neutered
for
free,
you
just
have
to
sign
up
I
mean
that's
been
a
very
I
think
it's
been
a
very
big
part
of
how
we
this
next
slide
I'm
going
to
talk
about
our
live
release
rate
I.
Think
that's.
That
community
program
has
really
helped
us
make
this
goal.
J
J
You
know
it's,
you
know.
Without
the
council's
support
and
the
manager's
office
support,
we
would
never
been
able
to
do
this.
We
work
with
the
central
Cokely
Oklahoma
Humane,
Society
they're,
one
of
our
partners.
We
have
several
national
partners
that
that
provide
training
to
our
staff.
I
just
want
to
give
you
some
statistics
on
the
animals
that
come
through
our
facility.
J
Thirteen
percent
of
the
animals
that
come
into
our
facility
are
returned
to
the
owner.
43
percent
of
the
animals
that
come
through
are
adopted
out
by
the
facility
and
then
the
remaining
44
percent
are
processed
through
our
partners
where
they
go
out:
okay,
humane
and
they
adopt
them
out,
or
we
do
some
other
transfer
out.
So
we're
working
hard
to
you
know,
get
it
get
it
to
90%.
J
So
this
next
slide,
I
need
to
talk
about
real
quick
is
our
date
dangerous
animal
caseload.
We
do
like
I
said
we
do
over
13,000
we'd
receive
over
13,000
calls
a
year
about,
and
we
average
about
90
a
year
of
dangerous
calls.
Dangerous
dog
calls
and
a
dangerous
dog.
A
dangerous
animal
is
an
unprovoked
animal
that
attacks
or
attempts
to
attack
person
a
person
or
another
animal.
So
we
think
that
our
additional
build
officers
will
give
us
a
better
response
time.
With
some
of
these
calls.
J
In
the
summer
17
we,
the
council,
adopted
a
menacing
dog
ordinance
that
allows
us
to
spade
and
neuter
any
animal
that
comes
in.
That's
not
a
registered
purebred,
and
it
also
allows
us
to
chip
the
animal
that
gives
us
the
built
of
the
ability
to
track.
You
know
if
we
have
an
animal
and
and
we
we
have
released
it
back
to
the
owner.
We
know
where
it
is,
and
so,
if
there's
a
pattern
we
can,
we
can
respond.
I
mean
I
think
that
there's
been
studies
that
show
that
an
animal
that's
been
spayed
or
neutered.
J
And
this
next
slide,
these
are
some
of
the
things
we're
looking
to
do
in
the
future.
This
next
year,
we're
going
to
improve,
increase
our
online,
permitting
we've
done
residential
will
see
there.
We
do
the
residential,
mechanical
and
plumbing
permits,
where
you
can
do
that
online
without
having
to
call
or
come
down
we're
going
to
add
insulation
inspections.
J
J
Think
I
won't
talk
much
about
the
electronic
plan
review
because
they
talked
about
that,
but
that's
something
we're
really
looking
forward
to,
because
we,
if
you
I
know
when
Craig,
went
on
the
tour
of
the
Development
Center,
there's
large
rolls
of
plans
everywhere.
If
we
can
figure
out
a
way
to
get
get
rid
of
those
paper
plans
and
get
it
all
electronically,
it
really
improve
our
abilities
to
process
it
and
these
last
three.
These
are.
These
are
issues
that
were
alive
in
the
405.
J
That's
a
partnership
with
the
Oklahoma
Humane
that
we're
trying
to
get
the
word
out
to
try
to
hit
the
90
percent
on
our
live
release
rate
best
friends
network.
That's
one
of
the
national
networks
that
they
provide
training
and
best
practices
in
the
industry
that
helps
us
try
to
achieve
that.
90
percent.
J
We
do
clear
the
shelter
events
when
we
try
to
take
every
adoptable
animal
and
and
adopt
it
out
in
one
day
we've
had
four
or
five
of
those,
and
those
are
some
of
the
things
that
we've
learned
from
other
shelters
and
then
the
watershed
fund.
This
is
a
five
hundred
thousand
dollar
grant.
It
came
through
council
a
couple
weeks
ago.
It's
going
to
allow
us
to
hire
three
part-time
employees.
J
What
we
found
is
that
the
animals
in
the
shelter,
the
large
medium
to
large
sized
dogs,
that's
the
only
group
that
that
the
live
release
rate
is
lower
than
ninety
percent,
and
so
these
new
employees
a
lot
of
large
dog
people,
people
get
in
and
they
get
concerned
because
they'll
jump
or
the
Barker.
So
what
the
program
will
do,
it
will
spend
more
time
with
those
animals
will
walk
them
on
a
leash,
try
to
make
them
more
comfortable.
Hopefully
that
will
help
us
improve
our
live
release
rate
in
that
category.
B
B
Is
that
going
down
because
I
know
whenever
we
talked
about
the
community
cats
program,
this
was
kind
of
the
main
goal,
but
I
know
that
a
another
goal
was
that
that
it's
a
little
bit
counterintuitive,
at
least
in
my
head,
that
taking
cats
back
out
to
the
community
is
going
to
reduce
the
amount
of
cats
that
are
brought
into
the
shelter
and
so
do
we
see
any
evidence
of
that
happening.
I.
J
Really
need
to
give
you
the
exact
numbers.
I'll
have
to
talk
to
John,
but
yeah
I
mean
when
we
bring
them
when
we
get
them
in
there.
Spayed
neutered
by
the
community
or
neutered
by
the
community,
Oklahoma
Humane
and
then
put
back
out
in
the
field
and
and
the
program
is
that
if
there's
a
an
altered
cat
in
that
program,
then
another
one
won't
come
in.
So
the
it
reduces
the
number
of
letters
yet.
But
I'll
talk
to
I'll
talk
to
John,
we'll
get
you
in
over
on
that
okay,
cool
thanks.
H
Well,
we
have
what?
What
do
you
see
is
our
needs
going
for
and
I'm
really
excited
about
these
new
workers
being
brought
on
to
work
with
you.
All
I
can
just
say
that
when
I
was
meeting
in
Neighborhood
Association
settings
very
frequently,
I
would
hear
concerns
about
loose
dogs
or
the
stray
cats,
but
mostly
the
loose
dogs.
H
In
terms
of
you
know,
just
people
trying
to
go
on
walks
either
by
themselves
or
with
their
kids
they're
worried
about,
is
you
know
the
dangerous
animal
in
this
sort
of
way,
so
I'm
wondering
what
can
what
going
forward?
What
would
you
say?
Our
priority
should
be
in
addition
to
what
you've
already
set
in
motion
well,.
J
I
think
our
biggest
key
here
is
to
educate
the
owners,
I
mean
because
the
animals
aren't
in
our
cell.
Most
of
the
animals
aren't
in
the
shelter
because
of
their
own
issues.
It's
because
the
owner
didn't
take
care
to
keep
them
confined,
and
we
need
and
John
does
a
lot
of
outreach
to
the
neighborhoods
and
he
goes
to
the
schools
but
I
think
probably
an
enhanced
outreach
to
the
neighborhoods
to
to
teach
people
how
to
own
a
dog
and
how
to
take
care
of
a
dog.
And
not
you
know
not
let
it
get
loose.
J
H
Glad
you
mentioned
this
education
component
I'm
sure
it
might
make
some
people
uncomfortable
what
I'm
about
to
say,
but
forgive
me
some
of
those
some
of
our
across
the
whole
country.
If
someone
has
been
raised
to
believe
that
an
animal
is
truly
less
than
and
doesn't
experience,
life
in
any
way
shape
or
form
the
way
that
we
humans
do,
then
it's
easier
to
treat
them
as
an
object
when
they're
an
object,
it's
easier
to
do
harm
to
them.
H
In
fact,
when
we
see
psychopaths
in
research,
but
is
the
very
first
thing
that
they
harm
before
they
harm
a
human
being,
but
an
animal,
it's
a
stepping
stone
and
so
I
think
an
education
outreach
would
be
I,
don't
know
exactly
what
it
would
look
like.
I
think
you're
right,
it
starts
in
the
neighborhoods
and
but
if
we
could
figure
out
a
way
to
talk
to
people
and
help
them
understand
that
that
creatures
experiencing
life,
it
might
not
be
at
the
same.
H
You
know
brain
capacity
is
we
humans
are,
but
they
are
walking
through
this
world
and
experiencing
it
and
thusly
also
experience
pain
and
also
experience
trauma
and
when
they
experience
trauma,
I
have
learned.
That
is
what
creates
the
quote
bad
dog
right.
The
dog
that
acts
out
so
I
mean
I.
Think
this
is
like
I,
said:
I
think
it
might
make
people
uncomfortable
because
now,
all
of
a
sudden,
we
have
to
rethink.
H
J
H
J
Last
year
in
the
budget
we
added
a
line
of
business
for
community
outreach,
so
we
do
have
a
program
in
the
in
the
shelter
that
does
that
we
do
adoption.
Events
will
go
to
schools
on
request
and
I
mean
that's,
probably
an
area
we
need
to
strengthen
it.
We've
just
really
been
doing
it
for
a
year
now,
but
yeah.
We
do
have
a
program
now
that
that
reaches
out
to
volunteers
and
I
didn't
say
that
on
that
one
slide,
we
had
470
volunteers.
You
know
we
couldn't
do
our
job
without
volunteers.
J
The
I
think
our
numbers
were
over
a
hundred
thousand
volunteer
hours
last
year,
and
so
you
know
that
program
reaching
out
to
people
that
are
willing
to
volunteer
and
finding
ways
to
get
the
message
out.
Those
are
both
important
and
we
do
John.
Does
we
do
an
article
in
the
paper
once
a
week?
We
do
radio
shows
and
a
television
show
occasionally
to
try
to
get
the
message
out,
but
there's
there's
bound
to
be
more
thing,
more
outreach
that
we
can
do
to
get
the
word
out.
I.
E
Think
it's
really
impressive
to
to
see
that
improvement.
I
tell
the
story
anytime.
We
talk
about
performance
management
and
improvements
that
can
be
made
is
that
the
improvements
were
made
in
the
shelter
and
going
to
the
live
exit
rate.
We
have
now
has
really
been
done
primarily
with
the
creative
use
of
resources
for
their
staff,
their
outreach
with
their
partners
getting
volunteers,
community
education,
outreach,
they've
really
done
this
without
significant
increases
in
resources
within
the
shelter
itself,
and
it's
really
an
impressive
change.
Yudish
within
the
culture
of
the
community.
K
Well,
thank
you.
Mary
council,
as
I
get
ready
to
present
just
a
lot
of
appreciation.
I
think,
as
you
knows,
there's
a
lot
of
players
in
the
department
that
helped
us
put
together.
These
budgets
and
assistant
director
Debbie
Miller
is
here
today.
Joanna
McSpadden
is
also
very
instrumental
as
our
business
manager
in
assembling
our
PowerPoint
and
Shanon
Cox.
He
does
our
public
outreach
who's
here.
Our
division
has
are
very
involved.
We
have
several
changes
that
I'll
present
to
you
today
and
some
things
that
were
going
to
enhance
services
throughout
the
Public
Works
Department.
K
So
as
we
proceed,
this
is
the
public
works
department,
mission,
I'm,
providing
infrastructure,
construction
and
maintenance,
private
construction
review
and
inspection
and
emergency
first
response
services
to
live,
work
and
play
in
a
safe
environment
for
Oklahoma
City's
so
similar
to
other
department
missions.
You
know
it
is
for
our
residents
and
so
as
we
proceed.
K
We've
got
a
number
of
staff
that
assist
in
this,
and
this
is
an
infographic
that
really
breaks
down
our
department
by
our
numbers
and
so
we're
the
fourth
largest
department
in
the
city
of
Oklahoma,
City
you'll
see
that
our
largest
division
is
in
our
streets,
division
with
242
staff.
So
as
we
continue
to
prioritize
on
our
city,
streets
and
City,
Street
drainage
and
traffic
maintenance,
that
is
our
largest
division.
Our
smallest
division
is
our
Traffic
Division
with
15,
but
you'll
see
the
numbers
for
our
other
staff
as
well.
K
This
next
graphic
is
really
just
that
reminder
of
the
level
of
service
that
we
provide
out
into
the
community
and
I.
Think
it's
just
a
friendly
reminder
that
we've
got
a
lot
of
infrastructure.
That's
in
our
over
600
square
miles
of
Oklahoma
City,
there's
over
70,000
traffic
control
signs,
there's
over
12,000
405
traffic
signals
that
are
at
733
signalized
intersections.
K
We
actually
treat
about
1500
of
those
miles
as
a
part
of
our
snow
routes
regularly
every
winter
we're
broken
into
seven
divisions,
you'll
see
those
here,
beginning
with
administration,
engineering
field,
services,
project
management,
stormwater
streets
and
traffic
management,
and
then
this
is
what
our
budget
looks
like
this
year
proposed
in
a
format
that
compares
us
to
last
year's.
So
if
you
look
at
the
first
two
columns,
you're
gonna
find
that
this
is
the
current
or
this
last
disappear
fiscal
year.
K
Just
on
information,
and
so
we're
looking
to
enhance
that
as
well
as
a
reporting
and
response,
the
total
budget
is
307
million.
You'll
find
that
here
on
this
chart
and
I
think
the
point
that
we're
making
here
is
that
if
you
look
at
the
largest
percentage,
the
public
works
budget
is
in
the
streets,
traffic
and
drainage
maintenance
at
ninety
percent.
Of
that
total,
so
234
million
of
the
budget
is
primarily
geared
to
streets.
K
Two
hundred
and
seven
of
that
specifically,
is
for
better
streets,
safer
city,
21
million
is
for
impact
fees
and
then
there's
27
million
that
portion,
that
is
in
drainage.
The
remaining
you
see
on
that
total
also
include
the
stormwater
quality,
the
project
management
field,
services,
engineering
and
the
other
divisions
of
Public
Works.
But
this
is
just
that
emphasis
that
ninety
percent
of
the
Public
Works
budget
is
in
fact
going
towards
the
streets
component
of
Oklahoma
City.
K
We
look
at
the
operating
budget
and
this
will
go
towards
more
of
the
staffing
levels.
You're
going
to
again
see
that
the
streets,
traffic
and
drainage
maintenance
makes
up
the
majority
of
the
department's
expenses,
and
so
this
will
be
those
employees
on
the
staffing
levels
at
fifty
percent
or
twenty
six
point.
Five
million
of
that
fifty
three
million
dollar
operating
budget
and
again
you'll
see
the
other
divisions
also
included
at
their
rates,
including
the
stormwater
project
management
field
service.
In
remaining
divisions.
K
These
next
series
of
slides
is
really
just
to
bring
up
to
speed
on
each
of
the
divisions.
What's
included
in
those
divisions
and
some
of
those
divisional
changes.
The
first
one
is
going
to
be
engineering
we
find
in
the
engineering
division
I'm.
Is
it
staffed
by
27
positions
at
a
budget
of
4.4
million
dollars
that
predominantly
do
drainage,
engineering,
technical
review
and
paving?
K
We
are
increasing
some
of
the
staffing
with
a
spill
engineer:
five,
that's
being
added
to
increase
the
service
level
of
the
additional
projects
for
project
management,
technical
reviews
for
private
plan
reviews
and
the
assistance
that
we
provide
both
the
public
and
private
construction
in
drainage
engineering.
We're
adding
an
additional
engineer
just
to
enhance
the
drainage
program
further
to
be
more
responsive
to
drainage
complaints
and
a
lot
of
the
drainage
reviews
that
NIR
needed
citywide
in
technical
review,
whereas
we're
predominantly
a
lot
of
our
plan
reviews
occur,
we're
also
increasing
staff
in
that
level.
K
This
has
to
do
with
a
lot
of
new
applications
that
are
coming
into
public
works
regarding
fiber
optics,
small
cell
and
even
a
lot
of
additional
event
permits
that
we're
just
starting
to
see
citywide
that
require
a
level
review.
Increasing
those
services
as
well
Services
is
our
next
division.
50
positions,
a
budget
of
4.5
million
dollars,
is
proposed.
Predominantly
this
group
is
those
that
are
doing
those
inspections
in
the
right-of-way.
K
Project
management
is
next
largest
division
and,
of
course
this
is
the
group
I'm
thirty
two
positions,
3.8
million
dollars
that
helps
oversee,
not
only
better
streets,
that
I've
mentioned,
but
also
our
bonding
program.
So,
looking
at
project
management,
we
are
looking
to
add
an
additional
senior
project
manager,
and
this
is
again
to
address
the
number
of
increasing
projects
and
to
increase
that
service
level
that
we
are
putting
out
there
to
make
sure
that
we
have
effective
project
management.
I
have
a
slide
in
just
a
moment.
K
I'll
show
you
that
we're
starting
to
increase
the
number
of
construction
projects,
and
so
the
additional
resources
are
necessary
to
make
sure
that
we
maintain
our
levels
of
service.
Better
streets
also
continues
to
grow
and
develop.
This
will
be
that
second
full
year
of
the
better
streets
program,
and
so
the
number
of
construction
projects
is
ever
increasing,
but
again
we're
ready
to
staff
and
support
those
needs.
This
is
the
output
I'm
part
of
our
strategic
business
plan
for
the
value
of
projects
awarded
and
you'll,
see
some
of
the
previous
year's
history.
K
Looking
back
to
2016
2017
those
four
years
without
our
better
street
saver.
City
program,
predominantly
our
bond
program
and
we'll
generally
average
between
ninety
and
a
hundred
million
dollars
of
year
of
output,
but
you'll
see
that
the
bar
is
now
stacked,
beginning
in
2018,
so
you'll
see
two
different
colors
you'll
see
a
purple
bar
stacked
on
top
of
the
blue.
That
is
the
addition
of
the
better
streets
program
which
started
a
little
bit
a
year
and
a
half
ago,
so
we're
in
full
stride
this
year
in
calendar
year,
19
with
an
additional
65
million.
K
In
addition
to
the
bond
issue,
so
significant
gains
again
reminder
the
bond
issues,
nearly
a
billion
dollars
at
nine
hundred
and
sixty-seven
million
dollars
worth
of
projects.
The
sales
tax
for
the
better
streets
program
is
at
two
hundred,
and
forty
million
I
mean
this
is
just
really
a
representation
of
the
amount
of
work
that's
coming
out
of
Oklahoma,
City
and
supported
by
the
department
looking
at
storm
water
quality.
This
is
environmental,
water,
quality,
household,
hazardous
waste,
public
outreach
in
industrial,
permitting,
there's
twenty
nine
positions,
three
point:
five
million
dollars
and
again
this.
K
This
is
a
number
of
services
that
include
watershed,
inspections
and
reviews,
making
sure
that
we
keep
our
streams
and
our
River
clean,
but
there's
also
a
public
outreach
program
that
I'll
address
here
in
just
the
next
few
slides.
One
of
the
things
that's
important,
as
obviously
as
we
mitigate
waste
in
illegal
dumping,
is
the
use
of
the
household
hazardous
waste
facility.
This
is
the
special
collection
event
that
we
actually
just
had
here
on
April
6
than
just
a
report.
K
We
had
over
402
participants,
it's
not
the
best
of
weather
days,
but
I
would
say
that
that
was
a
great
turnout.
We
collected
nearly
a
thousand
pounds
of
ammunition,
300
pounds
of
non
used,
medication,
11,000
pounds
of
computers
and
computer
parts
in
over
a
hundred
and
sixty-eight
thousand
pounds
of
tires,
and
these
are
things
that
did
not
have
to
go
to
the
landfill
that
we're
able
to
collect
and
help
recycle.
K
This
is
the
household
hazardous
waste
facility
and
for
those
that
may
not
be
as
familiar
it's
at
1621
South
Portland,
it's
open
to
the
public
Tuesday
through
Saturday,
so
we
do
have
a
weekend
day
that
it's
open,
but
this
is
where
you
can
take
a
lot
of
those
household
hazardous
wastes
like
oil
unused
household
chemicals,
anything
that
they
can
again
stay
out
of
the
the
waste
stream
of
going
directly
to
the
landfill
and
you'll.
See
that
this
is
here.
We
have
staff,
you
simply
drive
your
vehicle
into
the
facility.
K
They
completely
unload
it
for
you,
you
can
take
your
utility
bill
city.
Employees
can
also
take
a
city
ID
and
can
do
deposits
there,
but
we
also
have
partnering
with
other
cities
and
they'll
use
with
Edmund
the
village
Yukon
Shawnee
Moore,
El,
Reno
or
acres
and
Bethany
that
also
participate
with
our
facility.
Last
year
we
collected
over
six
hundred
and
fifty-seven
thousand
pounds
of
waste
just
through
the
facility
and
kept
that
the
landfills-
and
this
is
Wayne
drop.
K
Wayne
drop
is
our
part
of
our
community
outreach
for
our
pre-k
through
sixth
grade
we
reach
out
to
about
3,000
students
each
year
and
again
it's
protecting
our
water
resources.
So
it's
an
environmental
program
that
our
division
puts
on
I
mean
again,
we
are
in
schools,
actually
wrapping
those
up
this
spring,
as
schools
nearing
an
end,
but
we
continue
to
do
workshops.
K
We
also
do
the
school
site
visits,
we
publish
a
newsletter
and
then
we're
very
active
on
social
media,
promoting
a
green
environment
for
Oklahoma,
City,
moving
to
streets,
traffic,
drainage
maintenance
and,
as
I
mentioned,
this
is
the
largest
of
the
divisions
in
Public,
Works,
242
positions,
budget
of
twenty
six
and
a
half
million
dollars.
And
again
it's
focused
on
drainage,
streets
and
traffic
maintenance.
K
The
condition
of
city
streets
continues
to
be
something
of
a
focus
for
us,
as
we
also
address
the
citizens
surveys
each
year,
which
have
targeted
and
the
reason,
of
course,
for
our
bond
issues
in
our
better
streets
program,
but
I'm
happy
to
report
that
our
pavement
condition
ratings
continue
to
increase
this
year,
we're
currently
at
a
sixty-seven.
This
is
up
from
1213
from
a
62,
so
the
bond
issues
done
quite
a
bit
in
getting
that
increased.
K
But
we
feel
very
confident
that
in
this
next
year
that
this
target
of
70
is
very
possible
and
as
we
continue
to
dis,
resurface,
streets
citywide-
and
this
is
residential
and
arterial-
and
we
are
also
looking
to
do
a
number
of
some
additional
items
for
the
condition
of
streets.
Next
line
with
utility
cut
repairs,
pothole,
patching
and
roll
road
maintenance,
and
so,
in
addition
to
the
resurfacing
projects
on
these
project
search,
glimmery,
important
utility
cut,
repairs,
I
might
remind
is
something
that
we've
actually
made
a
change
in
this
last
year.
K
We
work
very
closely
with
the
Utilities
Department
when
a
water
line
takes
out
of
section
of
City
Street.
We
used
to
contract
that
work
and
it
could
take
as
many
as
30
to
45
days
to
make
those
repairs.
We
found
that
as
a
concern,
obviously
closing
traffic
and
not
being
able
to
get
those
repairs
completed
as
timely
as
we
like
that
has
moved
Public,
Works
and
under
the
utility
cut
repair
program,
we're
actually
able
to
effect
and
have
cut
that
time
in
about
half
on
the
time
that
the
street
is
shut
down.
K
So
that
was
one
positive
change
for
improving
city
streets
on
a
much
more
quick
and
rapid
basis,
this
pothole
repair
and
roll
road
maintenance.
These
are
just
examples
of
those
slides.
Unfortunately,
we
still
fill
on
average
around
eighty
thousand
potholes
a
year
were
on
the
mark
this
year
for
about
sixty
thousand
that's
completely
dependent
upon
the
rain.
Obviously,
with
the
increased
rains,
we've
had
a
lot
of
increased
number
of
potholes
the
past.
Several
weeks
of
crews
remain
extremely
busy,
but
we
do
a
lot
of
roll
road
maintenance
as
well.
K
So
not
every
street
is
a
paved
street.
Not
every
street
has
drainage
structures
that
are
underground,
and
so
our
crews
work
very
diligently
to
make
sure
that
we're
keeping
the
streets
safe,
I
just
remind
those
that
have
a
pothole
concern.
Obviously,
with
a
lot
of
the
weather,
please
contact
our
city's
Action
Center
United,
seven,
two
five,
three:
five
that
helps
us
get
those
reports
directly
to
our
crews
and
gets
them
out
as
quickly
as
possible.
K
Our
goal
is
to
have
those
filled
within
three
days,
but
we
appreciate
the
extra
patience,
which
is
the
huge
numbers
that
have
come
in
in
just
the
last
couple
of
weeks.
So
our
strategic
result-
and
we
are
struggling-
is
to
complete
eighty
percent
of
powder
repairs
within
three
days
and
you'll
see
that
we've
really
had
a
ride
on
this
number.
K
It's
gone
up
and
down,
and
we've
made
changes
one
of
the
strategic
changes
that
we're
looking
at
this
year
and
there
is
an
increase
in
number
of
positions
as
we're
looking
to
go
to
quadrant
based
reporting
and
quadrant
based
pothole
repairs.
So
what
happens
now
is,
as
those
reports
come
in
through
the
Action
Center,
we're
really
filling
those
potholes,
as
they're
received
with
a
quadrant
based
system.
It's
going
to
allow
our
crews
to
stay
focused
in
specific
areas,
not
only
just
to
receive
those
reports,
but
also
do
some
proactive,
pothole
fillings.
K
K
We
also
do
signal
replacement
and
striping.
This
is
just
an
example
of
some
of
those
machines,
equipment
and
some
of
the
staff
that
do
those-
and
this
includes
a
lot
of
the
signage
maintenance,
a
signal
maintenance-
and
this
is
just
an
example
of
the
long
line,
striping
machine,
there's
a
number
of
projects.
Public
works,
crews
do
resurfacing
on,
but
we
also
do
our
own
striping
on
those
who
are
predominantly
located
in
most
of
the
rural
areas
where
our
construction
contracting
groups
are
actually
more
in
our
urbanized
areas.
K
Final
division
I'm
an
update
this
morning
is
our
traffic
management
division,
15
positions.
It
is
our
smallest
at
1.6
million
dollars,
and
this
is
traffic
engineering,
and
some
of
their
primary
services
include,
of
course,
the
traffic
and
Transportation
Commission.
They
also
look
at
a
lot
of
plan
reviews.
They
also
oversee
the
intelligent
traffic
control
system
and
they've
also
been
very
busy
this
past
year
with
the
integration
of
the
streetcar
project
into
the
downtown
traffic
system.
So
a
number
of
projects
underway,
they
also
oversee
work
zones.
K
So
as
we
look
at
the
outlook-
and
this
is
my
final
slide
for
you
this
morning-
we're
on
a
target
this
year
to
have
at
least
60,000
potholes
repaired,
and
if
it
continues
to
rain,
that
number
will
likely
increase
and
we're
gonna
resurface
about
77
miles
of
streets.
This
year,
a
thousand
infrastructure
plans
reviewed
over
a
hundred
million
in
bond
45
million
in
facilities,
will
complete
over
30,000
inspections.
The
dollar
value
about
four
hundred
million
dollar
in
annual
inspections.
K
In
the
previous
two
departments,
we're
also
on
board
for
the
implementation
of
electronic
plan
review,
which
is
going
to
be
a
multi
department,
but
obviously,
as
we
work
towards
that,
this
is
going
to
hopefully
make
a
lot
of
things
more
efficient
for
not
only
public
but
private
plans
as
well,
hopefully
by
the
end
of
the
calendar
year
without
them
happy
to
answer
any
questions
you
might
have
about.
The
public
works
budget
for
fiscal
year.
B
K
Right
now
we're
just
looking
at
simple
geographies,
so
I
mean
I.
Think
if
we
just
break
the
city
into
four
generally
equal
quadrants,
but
the
idea
would
be
if
we
do
get
an
overload
of
potholes
in
a
particular
area.
It
not
all
crews
will
be
based
in
that
form
the
the
staffing
is
being
arranged
so
that
we
have
a
supervisor
that
would
be
over
each
of
those
quadrants.
K
B
Definitely
like
the
proactive
idea,
also
you
this
just
came
up
with
my
wife
and
I
just
driving
around
on
down
on
Reno
and
on
Rockwell.
We
noticed
how
many
traffic
signs
there
are.
That
seemed
to
be
completely
unneeded.
You
know
in
you
know
you,
the
the
number
was
70,000
traffic
control
signs
up,
I
would
say
in
that
area.
Just
looking
around
like
is
that
sign
do
so?
Do
we
have
any?
K
You
know
most
most,
if
not
all
the
signs
that
are
placed
I
would
say
have
been
placed
over
a
period
of
time.
I
mean
most
of
the
signs
are
placed
either
through.
If
we
talk
about,
stop
signs,
yield
signs,
identification,
signs
and
neighborhoods
those
are
placed
by
private
developers
as
those
neighborhoods
are
constructed.
K
You
simply
maintain
those
when
we
get
into
arterial
streets
and
there
are
some
guides
that
Public
Works
uses
on
the
distance
say
between
and
how
many
speed
limit
signs
there
are,
or,
of
course,
you've
got
warning
signs
for
school
districts
and
school
zones
and
things
that
follow
certain
guides.
There
probably
are
a
lot
of
no
parking
signs
that
are
also
in
the
right
away.
K
Some
may,
which
not
be
valid
any
longer,
that
we
could
do
a
review,
but
most
of
the
regulatory
signs,
speed
limit,
stop
yield
school
zone
they're,
really
following
a
practice
and
a
principle
that's
identified
either
by
the
mu,
T
C
D,
the
uniform
traffic
control
devices
or
some
other
of
the
policies
that
we
may
have
to
follow,
whether
it's
a
state
highway
or
some
other
type
of
Road
loka.
So
we
do
not
have
a
proactive,
but
it's
something
we
could
look
at.
If
there's
some
complaint
areas,
we
can
investigate
those
areas.
Well,.
B
It's
almost
signs
that
you
don't
even
notice,
I
mean
on
Reno.
You
know
it's
split,
and
so
there's
this
sign
in
the
median.
Basically
telling
you
there's
a
median,
it's
kind
of
I,
don't
know
if
that's
required
or
I
mean
it
just
it
doesn't
seem
to
be
it
and
then
the
do
not
enter
signs
because
you
it's
one,
there's
a
one
way
and
a
inner
sign,
because
it's
split
because
of
the
split
road
and
so.
K
A
lot
of
times
we'll
find
that
some
of
those
additional
signs
that
could
be
placed
that
do
not
enters
are
the
median
signs
come
either
following
a
concern
with
maybe
a
safety
or
a
traffic
accident
that
could
have
occurred
in
the
area
I'm
just
to
help
clarify
for
drivers,
but
absolutely
I,
guess
my
commitment
would
be.
We
can
reproduce
those
areas
if
we
need
to
you
know,
have
you
work
with.
B
I
K
E
H
Yes,
so
two
things
I'd
like
to
say
one
with
Councilwoman
him.
In
last
week,
I
had
the
honor
of
riding
along
class
in
from
Stone
Cloud
brewery
to
Northwest,
16th,
Street
and
Classen,
where
the
young
man
was,
as
we
know
in
the
media,
reported
that
he
was
hitting
a
car
in
a
hit
and
run.
He
was
biking
from
downtown
home,
and
so
many
of
my
friends
knew
him.
I
did
not,
but
I
felt
compelled
as
someone
who
rides
a
bike
to
join
in
that
ride
and
as
I
was
in
that
ride.
H
I
was
thinking
a
whole
lot
about
the
history,
I've
been
researching
in
the
city
and
I,
look
at
class
and
I
guess
I
kind
of
want
everyone
to
rethink
class.
In
with
me
when
it
was
designed.
Originally
I
learned.
You
know
everyone
lived
on
here
downtown
by
the
river
made
sense.
It
was
where
we
brought
in
the
goods
right
through
the
railroad
or
the
river
itself
and
then,
as
we
expanded
out
to
where
I
live.
The
Paseo
were
once
that
was
farm
and
Country
land
and
even
Heritage
Hills
at
13th
Street.
H
So
when
I
was
on
class
and
then
last
week
with
over
a
hundred
people
riding
our
bikes
on
six
different
traffic
lanes,
all
I
could
imagine
was
what
once
upon
a
time
that
median
would
have
looked
like
when
it
was
the
street
cart
and
I
see
an
opportunity
here
as
we're
about
to
bring
on
line
bus,
rapid
transit
that
you
know
six
lanes.
Well,
what
happened
to
went
on
each
side
of
the
road
we
were
to
have
a
dedicated
bus,
rapid
transit
like
the
way
they
do
in
other
cities
with
bus,
rapid
transit.
H
They
already
have
that
median
there,
so
you
have
this
beautification
opportunity
right.
So
you
have
that
you'd
have
two
traffic
lanes
on
either
side.
You
would
have
a
dedicated
BRT
Lane
and
then
we
could
create
a
protected
bike
lane.
You
know:
bike
walk,
okay,
see,
I've
learned
was
really
thoughtful
in.
It
involved
a
lot
of
outreach
to
the
community,
especially
the
cycling
community
and
in
bike
walk.
They
have
bike
lanes
on
chart
L
and
on
Western,
but
that
was
because
people
said
they
didn't
feel
safe
on
Classen
and
I.
H
Don't
think
when
we
asked
those
people
at
the
time
I
don't
think
we
asked
them
to
imagine
the
possibility
of
bus
rapid-transit
being
there
too
and
I
think
if
you
were
to
ask
them
again
right
now:
the
biking
community
and
the
cycling
community,
where
they
would
want
to
protect
it
bike
lane
and
they're,
telling
me
I'm
sure,
Councilwoman
Hammond
tearing
it
too.
They
are
telling
me
passionately
and
unequivocally
they
want
a
protected
bike
lane
on
Classen,
Boulevard
and
I.
Think
with
bus
rapid-transit
coming.
H
J
D
Yeah
I
do
have
a
few
things,
echoing
councilman
Cooper's
discussion
of
the
bike
ride
last
week.
I
also
want
to
make
sure
people
know
that
Bike
to
Work
Day
is
this
Friday
and
there'll
be
rides
across
the
city
into
downtown,
specifically
to
married
Gardens
before
dispersing
to
wherever
folks
work.
So
I
want
to
invite
anyone
from
council
to
join
us.
D
I
D
I
Want
to
make
mention
this
Saturday
one
OKC
is
happening
on
northeast
23rd
Street.
So
whenever
I,
all
everyone
here
and
watching
and
listening
to
come
and
experience
the
Renaissance
of
what's
happening
on
northeast
23rd
from
Rhode,
Island,
I,
believe
hood,
Street
and
also
the
artist
boot
camp.
That's
happening
on
Sunday,
May
19th,
so
we've
kind
of
heard
about
it
last
week,
but
if
you're
gonna
find
out
more
I'm
sure
you
can
do
that
on
our
website.
I
Okc
gov,
but
it's
very
it's
great
information
for
those
who
want
to
be
a
part
of
the
artist
pool
process
and
I
just
want
to
encourage
those
artists
out
there
to
be
a
part
of
the
artists
bootcamp
for
future
in
I
was
gonna,
make
mention
about
an
article
that
was
published
yesterday,
but
I'm
gonna
wait
till
next
week
to
explore
that
a
little
further.
So
we'll
talk
about
it.