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From YouTube: Oklahoma City City Council - Tuesday, April 30, 2019
Description
The Oklahoma City City Council met on Tuesday, April 30, 2019 to work on the 2019-2020 budget.
Departmental presentations include:
1:30 - Budget Overview
1:29:11 - Police
2:13:50 - Public Transportation and Parking
2:51:00 - Fire
also:
1:12:33 - Farewell remarks addressed to retiring Police Chief Bill Citty
B
Father,
we
thank
you
for
this
opportunity
to
come
together
as
members
of
the
team
for
Oklahoma
City,
give
us
wisdom
and
perception
as
we
look
to
next
year,
and
that
the
decisions
that
we
made
will
be
pleasing
in
your
sight,
not
only
benefit
our
citizens
but
benefit
those
their
people
around
us
from
other
cities.
They
look
to
us
for
leadership.
Thank
you
now
be
with
our
mayor
and
continue
to
bless
him
for
it's
in
Jesus
name.
We
pray
amen.
B
C
D
A
Well,
good
morning,
I
call
this
meeting
of
the
City
Council
to
order
we
are
I
should
mention.
We
are
joined
up
here
by
a
deputy,
er
assistant
assistant
clerk,
Mikki
Graham
and
deputy
municipal
councillor
Amanda
carpenter,
and
we
are
here
today
to
pretty
much
exclusively
talk
about
the
fiscal
year.
20
proposed
budget.
There
are
no
items
under
item
3
from
the
office
of
the
mayor,
so
we'll
go
right
to
item
4,
which
is
presentations
and
discussion
of
FY
20
/
posed
budget
in
our
system
of
government.
A
E
E
You
know
we
refer
to
it
as
a
decentralized
budget
process,
and
that's
really
so
that
those
that
are
out
in
the
departments
that
are
really
experts
in
their
fields
and
experts
in
the
services
that
were
provided
are
the
ones
that
make
the
proposals
to
us
and
help
us
and
guide
us
in
the
process,
and
so
I
really
appreciate
all
the
work,
not
just
the
department
directors,
but
all
the
staff
that
works
on
this.
That
brings
us
together
for
us
and
sets
us
for
with
our
financial
plan
for
the
next
year
and
so
just
start
off.
F
Good
morning,
glad
to
be
here
in
front
of
you
and
I'd
like
to
take
a
moment,
I
just
like
to
ask
the
staff
from
the
Budget
Office
to
stand
up
I'd
like
to
recognize
their
hard
work
and
dedication
that
helped
get
us
to
this
point.
I
really
appreciate
all
the
work
that
they've
put
in
what
they've
done
to
help
us
get
to
this
point.
So.
Thank
you
all
very
much,
sir.
Thank.
A
F
So
if
we
take
a
look
at
the
overall
budget
for
the
city,
it's
1
billion,
550,
4.2
million
dollars,
and
what
we
see
when
we
look
at
the
various
categories
is
some
very
different.
Growth
rates
between
them
in
the
general
fund
you'll
see
that's
up
4.4%
to
480
1.9
million
dollars.
This
is
primarily
due
to
growth
in
sales
and
use
tax.
F
Our
other
operating
funds
are
up
3.1
percent
at
two
hundred
forty
nine
point:
seven
and
there's
really
a
number
of
kind
of
ups
and
downs
within
the
operating
funds
and
a
number
of
those
are
related
to
a
specific
department.
So,
as
those
departments
present
their
budget
presentations
on
their
operations,
you'll
see
some
of
the
reasons
for
those
changes.
The
other
non
opera
are
non.
Operating
funds
are
down
significantly
you'll,
see
that
they're
down
about
fifty
million
dollars.
F
Five
point:
seven
percent
and
the
primary
reason
there
is
a
decline
of
a
hundred
and
thirty
two
million
dollars
in
the
maps.
Three
sales
tax
fund.
This
makes
sense
when
you
start
to
think
about.
We
saved
up
money
for
a
number
of
years
for
these
projects
and
now
we're
spending
it
down.
As
these
major
projects
are
underway,
and
so
that's
the
significant
decline
that
you'll
see
in
the
non
operating
funds
there,
we
do
have
an
increase
on
the
better
streets,
safer
city
and
the
sales
and
use
tax.
F
But
again
it's
not
as
high
as
the
decline
that
occurred
in
maps
three.
When
we
look
at
our
positions
in
the
budget
for
this
coming
year,
we
have
an
increase
of
sixty
five
positions.
That's
1.4
percent
gets
us
to
four
thousand
eight
hundred
and
sixty
nine
positions,
and
if
we
can't
to
put
that
in
context
each
year
doing
our
budget
workshop,
one
of
the
measures
that
we
track
is
employees
per
1000
citizens.
F
While
we
don't
have
an
updated
population
number
for
FY
20-week
plugged
in
that
proposed
a
number
of
positions
against
last
year's
population
and
gives
us
a
seven
point.
Two
seven
employees
per
1,000
citizens
that's
up
about
one
tenth
from
the
current
year,
but
you
can
see
that's
still
below
the
levels
that
we
were
at
in
1415
before
the
the
recession
hit
in
Oklahoma,
where
we
saw
a
significant
decline
in
our
revenues
and
likewise,
a
decline
in
the
number
of
employees.
F
They
really
had
a
number
of
changes
and
adds
and
deletes,
but
the
net
is
an
increase
of
six
they'll
talk
more
about
these,
but
the
changes
were
really
focused
on
improving
customer
service
restructuring
staff
at
the
water
treatment
plants
and
expanding
the
commercial
pre
treatment
program.
Fire
adds
five
positions
again.
Chief
Kelly
will
talk
about
those
and
the
other
changes
in
their
budget
development
services.
Add
added
five
animal
control
positions
to
extend
the
hours
of
service
and
improve
responsiveness
within
personnel.
F
F
Some
other
significant
changes
in
the
FY
2008
include
adding
Sunday
streetcar
service
year-round
as
well
as
holiday
service
on
fixed
route,
bus
routes,
the
contract
with
Mira
gardens
foundations
to
manage
and
operate.
The
sister
tail
park
is
increased
to
include
a
full
year
of
operations.
We've
also
included
funding
for
the
pre
opening
activities
for
the
maps.
3
Convention
Center,
we've
added
funding
for
the
criminal
justice
task
force.
F
The
last
couple
of
years
that's
been
paid
for
out
of
contingency,
what
we're
making
the
funding
for
that
permanent
and
finally,
who
also
made
permanent
the
contract
increase
with
the
homeless
Alliance.
It
will
be
funded
at
$300,000
next
year.
So,
as
we
look
at
plan
of
where
the
budget
fits
within
our
strategic
planning
process,
it
really
is
part
of
a
full-year
process.
F
With
that
in
mind,
these
are
the
seven
council
priorities
that
were
adopted
in
the
early
in
early
2017,
and
they
got
they
really
guide.
The
budget
process
I'm
not
going
to
go
through
those,
but
I
will
remind
you
as
you
go
through
the
budget
document.
You
will
see
these
indicators
in
areas
that
do
support
the
council
priorities
to
indicate
those
areas.
So,
as
we
take
a
look
now
at
what
really
drives
our
budget,
it's
our
revenues
so
again,
overall
we're
looking
at
one
point:
five:
five
billion
dollars
is
the
budget.
F
Of
course,
the
largest
recurring
revenue
source,
it's
taxes,
they
total
673
million
or
43%
of
our
budget
sales
tax
is
the
largest
category
and
it's
over
four
hundred
and
sixty
eight
million
dollars
in
total.
And
when
we
look
at
the
total
budget,
taxes
includes
property
taxes
in
the
debt
service
fund,
which
total
ninety
five
million
and
go
to
pay
off
our
general
obligation
bonds.
F
So
fees
and
charges
include
things
like
franchise
fees,
building
permits,
ambulance,
membership
fees,
stormwater
drainage
fees,
and
they
count
for
about
15%
of
the
total
transfers
and
come
from
public
trust
that
pay
for
the
operating
costs
for
water
or
wastewater,
solid
waste
and
airports
about
3%
of
the
total.
Our
other
revenue
includes
things
like
interest
lease
revenues
and
other
miscellaneous
sources
accounts
for
2%
of
our
revenue.
F
One
percent
and
then
fund
balance
accounts
for
the
remaining
three
percent.
As
we
look
specifically
at
the
general
fund,
our
largest
fund
you'll
see
the
distributed.
Distribution
is
somewhat
similar.
Taxes
make
up
about
seventy
percent
sales
tax
being
the
biggest
piece
of
that
54
percent,
262
million
use
tax
being
the
second
largest
area
of
taxes
had
about
13%
of
the
other
time.
In
that
other
taxes,
category
60,
3.5
million
dollars,
franchise
fees
are
9%
of
our
total.
F
They
come
from
utility
companies
that
pay
us
for
the
use
of
our
rights-of-way
fines,
total
eighteen
point:
eight
million
dollars
represent
4%
of
general
fund
fees
in
charges
such
as
building
permits,
admin,
charges,
wage
adjustment
from
police
and
fire
sales.
Tax
funds
make
up
15%
of
the
total
and
then
other
including
transfers.
Interest
and
some
other
miscellaneous
revenues
make
up
about
2%
of
the
total.
So
we'll
turn
now
quickly
to
the
expenditures
and
and
using
the
categories
that
are
outlined
in
the
municipal
budget
act.
F
You
can
see
that
again
overall
in
our
total
budget,
personal
services
is
the
largest
category
at
34%,
followed
by
other
services,
which
includes
contracts.
Utilities
chargebacks
at
26%.
Capital
outlay
is
the
third
largest
category
at
25
percent
and
again,
we've
kind
of
separated
out
maps
three
again
just
to
show
it's
significant
size
there,
when
we
kind
of
again
focus
in
a
little
bit
more
on
our
operating
expenses,
personnel
becomes
a
bigger
piece
of
this
70.6%
and
you
went
much
of
the
capital
gets
excluded
because
most
of
that's
in
our
operating
funds.
F
Capital
and
transfers
are
fairly
small
at
about
7%
and
I
would
like
to
point
out
there
that
we
do
make
a
contribution
for
capital
out
of
the
general
fund
for
about
6
million
dollars
of
capital,
but
it
doesn't
show
up
in
this
chart
as
capital
because
we
transfer
that
to
the
capital
improvement
projects
fund,
so
it
shows
up
as
a
transfer
when
we're
categorizing
it
based
on
these
categories
of
the
musical
budget
act.
As
we
look
at
the
general
fund
based
on
the
area
of
service,
you
can
see.
F
Public
Safety
makes
up
the
majority
at
64
percent.
That's
police,
fire
and
courts.
General
government
comes
in
at
8
percent.
That's
really
because
all
of
general
government
functions
are
within
the
general
fund.
We
don't
have
any
dedicated
funds
that
go
towards
general
government
public
services,
the
second
largest
category
8
pre,
18
percent,
that
includes
public
works,
development
services
and
planning,
and
finally,
culture
and
Recreation.
The
general
fund
is
made
up
of
the
parks,
recreation
department
and
the
cost
for
operating
the
Cox
Convention
Center
and
the
Chesapeake
Energy
Arena
that
totals
about
10%
there.
F
So
when
we
developed
the
budget
book,
of
course
we're
following
Oklahoma
state
law,
the
municipal
budget
Act,
but
we
also
use
the
government
finance
Officers,
Association,
best
practices
they
put
together
a
program.
That's
the
distinguished
budget
presentation
award
for
communities
that
follow
best
practices
and
they
review
books
and
make
sure
that
we're
following
that
and
again
this
year
we
received
their
distinguished
budget
presentation
award
and
only
three
other
municipalities
in
Oklahoma
received
that
award,
and
this
was
our
31st
year
to
receive
the
distinguished
budget
presentation
award
from
GF
away.
F
So
just
briefly
just
want
to
try
to
take
a
little
quick
minute
to
kind
of
walk
through.
What's
in
this,
because
it's
a
big
volume,
there's
lots
here.
The
introduction
section
provides
a
lot
of
good
information
on
the
city
and
our
budget
process.
Our
financial
summary
section
provides
an
overview
of
all
the
a
good
picture
of
our
revenues
and
expenses,
and
also
kind
of
what
we're
using
to
project
our
revenues
and
expenses.
F
If
you're
interested
in
looking
at
more
detail
there,
our
departmental
budgets
provided
a
section,
provides
information
on
funding
and
positions
in
each
department
and
our
second
volume.
That's
this
smaller
one!
That's
the
performance
data
gives
you
performance
data
on
every
department,
as
well
as
the
issues
that
they're
facing
and
the
strategies
and
results
that
they're
using
to
try
to
address
those
issues.
F
The
next
section
section
D,
is
the
funds
summary
section
where
we
outline
each
separate
fund
within
the
budget
within
the
city,
and
this
is
the
format
that's
required
by
state
law.
This
is
what
will
be
adopted.
Is
this
one
section
here
the
fund
summary
section
so
when
you
all
vote
in
June
to
adopt
the
budget,
this
is
basically
the
piece
that
you'll
be
voting
on,
but
we
feel
like
that.
F
Doesn't
give
you
enough
information
about
what's
really
going
on
within
departments
and
that's
why
we
include
these
other
sections
just
to
give
you
some
deeper
understanding
and
information
about.
What's
going
on
in
the
departments,
section
e
is
our
capital
budget
and
gives
an
overview
of
the
capital
projects
that
are
coming
up
in
the
current
year
and
then,
finally,
our
appendix
gives
some
nice
reference
materials
and
things
like
our
financial
policies
and
our
table
of
compliance.
F
That
shows
how
we're
doing
against
our
financial
policies
in
each
of
our
funds
and
as
well
as
a
glossary
that
helps
with
terms
and
things
that
may
be
unfamiliar
to
you.
So
today
we've
got
presentations
from
public
transportation
and
parking
fire
and
police
next
week.
There
will
actually
be
the
introduction
of
the
budget
that
will
authorize
advertising
of
the
budget
and
set
the
public
hearings,
and
then
we'll
have
presentations
again
on
May,
14th
and
28th
from
other
departments.
A
A
A
If
you
go
to
in
our
book
the
tab
be
financial
summaries
that
very
first
page,
be
one
well
I
would
draw
your
everyone's
attention
to
the
fact
that
in
FY
18
our
total
expenditures
were
we're
just
under
nine
hundred
million
dollars,
and
then
you
would
be
somewhat
confused
when
you
see
that
the
very
next
year
we
adopt
a
budget
that
is
six
hundred
million
dollars
more
than
what
we
spent
in
FY
18.
Well,
it
we
authorize.
This
is
a.
Is
this
essentially
an
authorization?
That's
what
the
reality
is.
A
A
But
I
think
it's
worth
noting,
because
I
go
around
just
like
everybody
else
and
I
say:
hey:
the
city's
budget
is
1.5
billion
dollars
because
that's
what
it
is
right,
but
we
actually
will
spend
at
the
end
of
the
day
and
we'll
go
and
you'll
go
back
and
you'll
turn
it
in
from
budget
to
actual
we'll
spend
hundreds
of
millions
of
dollars.
Less
than
that.
That's
correct!
It's
really
a
budget
authorization,
every
1.5
billion
yeah.
F
And
especially,
it's
something
like
the
maps,
three
projects
where
we've
got
these
significant
size
projects,
we
will
encumber
all
the
funds
say
for
the
Convention
Center
or
for
the
streetcar
that
sort
of
stuff
so
they're
reserved,
and
we
know
that
they're
going
to
be
available.
We
may
not
spend
all
of
that
in
one
year,
but
we
need
to
have
the
authorization
to
encumber
those
funds
to
be
prepared
in
case
so
that
we
have
the
reserve.
We
know.
E
A
Also
well
I'm,
still
in
the
big
picture.
Let
me
let
me
mention
your
process
that
you
laid
out.
I
want
to
make
sure
everyone
understands,
especially
our
new
members,
that
we
don't.
We
don't
have
every
department
come
and
make
a
presentation,
but,
of
course,
by
request
we
could
we
could
also
you
could
meet
with
them
individually.
It's
just
kind
of
the
kind
of
picked,
the
ones
that
are
the
biggest
and
and
and
that
people
have
shown
the
most
interest
in
in
the
past.
A
I
would
also
say
you,
you
laid
out
a
calendar
and
we
have
wiggle
room
there.
I
mean
this
has
been
this
process
here.
In
contrast
to
Mike,
the
state
has
been
so
well
managed
through
the
years
that
it
has
fallen
into
a
bit
of
a
routine
and
it
works
really
well,
and
we
don't
end
up
delaying
the
vote
to
the
next
meeting
or
whatever,
but
we
have
that
opportunity
and,
despite
it
being
presented,
you
know
the
way
it
is
a
sort
of
fait
accompli.
I
want
everybody
understanding
here.
A
This
is
our
budget
ultimately,
and
we
have
the
you
know
the
authority
to
to
modify
it
in
any
way
we
want-
and
it's
really
well
done
so
we
often
don't
make
dramatic
amendments
to
it,
but
I
think
it's
worth
reminding
everybody
on
the
the
elected
official
level
that
you
know
this
isn't
our
but
our
city's
budget
until
we
adopt
it.
If
I
could
also
draw
attention
to
you
talked
about
the
the
positions
you
don't
mention
because
they
really
were
already
added
in
past
years.
The
the
major
increase
in
our
Police
Department.
F
Correct
that
that
slide,
that
showed
the
positions
I
should
have
mentioned.
Fy
18
was
when
we
added
those
positions,
you'll
see
a
significant
jump
in
the
number
of
deficient
when
those
fire
and
police
positions
were
added
and,
like
you
say,
we're
continuing
to
fund
those
positions,
filling
those
positions
getting
folks
into
those
and
providing
the
service.
That's
expected.
A
Yeah,
so
if
anybody
looks
at
this
budget
and
says
well,
I
keep
hearing
the
mayor
and
the
council
talking
about
adding
police
officers,
but
I'm
not
seeing
it
well,
that's
because
it
was
already
done
for
budget
purposes
right,
I
want
to
also
there
was
a
great
slide.
It
had
three
really
exciting
developments
on
it
and
you
had
several
slides
about
personnel
additions,
but
there
was
one
slide
that
included
the
diversity
position.
A
The
chief
innovation
officer
and
a
new
Action
Center,
employee
and
city
manager
and
I
have
been
talking
about
the
diversity
position
since
literally
the
moment
went
on
behalf
of
the
council.
I
offered
him
this
job,
so
I'm
thrilled
that
that's
in
there
and
I
think
that
helps
us
can
recruit
and
also
give
opportunities
and
enrichment
to
people
within
the
organization
so
that
we
continue
to
have
diversity
at
all
levels,
all
the
way
up
to
the
senior
level,
and
we
also
join
a
conversation.
A
I
mean
this
is
something
that
large
corporations
and
entities
many
years
ago
and
and
and
there's
there's
best
practices
and
other
things
that
we
need
have
Sun.
We
need
to
have
somebody
waking
up
every
morning.
Thinking
about
that
and
being
a
part
of
that
of
that
conversation,
so
that's
exciting,
also
the
chief
innovation
officer,
so
there's
another
sort
of
municipal
level,
conversation
that
happens
every
day
in
this
country
about
new
things
and,
of
course
it's
our
job.
All
of
us
to
be
in
tune
with
that,
but
at
the
same
time
we
get.
A
We
do
get
a
little
busy
with
just
running
things,
the
way
they
have
been
run
and
we
need
somebody
also
I
think
who's
waking
up
every
morning.
Looking
at
those
new
innovations,
those
smart
City,
all
those
buzz
words
and
making
sure
that
picking
and
choosing
what
works
for
Oklahoma,
City
and
in
bringing
them
to
a
city
manager
in
the
departments
and
and
making
sure
that
we're
at
the
cutting
edge,
just
like
every
other
city,
yeah.
E
And
I
want
to
make
sure
too,
that
it's
not
to
add
that
position
isn't
to
say
that
that
isn't
something
that's
going
on
within
our
departments
every
single
day.
It's
to
say
that
we're
gonna
have
someone
else
to
be
there
to
focus
on
this
and
to
help
support
our
departments,
because
I
do
think
our
departments
work
very
hard
at
making
sure
we're
trying
to
stay
up
with
best
practices,
knowing
what's
going
on
to
the
industry.
But
now
you
have
someone
else
that
will
be
focused
on
that
to
be
a
support
for
our
departments,
yeah
and.
A
Then,
finally,
on
this
slide,
the
Action
Center
representative,
a
folks
interaction
Center,
do
an
amazing
job
and
that
they
could
always
use
more
bodies
down
there
to
take
those
calls
and
follow
up
so
I
think.
That's
one
thing
on
here
that
a
lot
of
citizens
will
will
see.
That's
certainly
a
frontline
position,
so
I
just
wanted
to
draw
attention
to
a
few
of
those
things
and
clarify
a
few
things
too,
if
you're
not
immersed
in
the
Oklahoma
City
budget
process.
C
D
C
F
Other
operating
funds
have
dedicated
sources
of
revenue,
but
they
support
operations
so,
for
example,
our
9-1-1
center.
You
there's
a
tax
that
comes
in
on
phone
bills
that
supports
enon
one.
Well,
we
can't
put
that
money
into
the
general
fund.
It
has
to
be
used
for
911.
Okay,
that's
an
example
of
an
operating
fund
that
has
a
separate
source
of
revenue.
Likewise,
the
trust
that
support
water,
waste
water,
solid
waste
operations,
those
revenues
are
dedicated
to
that
purpose.
Come
in
from
the
trust,
airports
is
another
one
stormwater
drainage.
C
F
And
and
what
I,
what
I
would
point
to
is
within
our
financial
summaries?
You
can
see
the
revenue
detail
and
you
can
kind
of
go
through
and
I
didn't
want
to
get
into
this
level
of
detail.
But
you
can
kind
of
see
in
detail
what
what
are
the
revenue
sources
that
we
show
growing
significantly
so,
for
example,
our
sales
tax.
We
have
growing
at
2%
as
our
base
rate
of
growth,
if
you
add
in
the
TIF
districts
for
first
national
and
the
Omni
Hotel,
it
grows
to
about
2.4
percent,
but
two
percents
are
basically
there.
F
Likewise
ansan
use
tax
that
one's
been
growing
significantly
faster
because
of
some
of
the
online
changes
that
are
coming
and
we
have
that
one
growing
at
5%.
So
that
is
an
area
that's
growing
faster
than
our
other
areas.
But
those
are
our
two
dollar-wise
biggest
areas
of
growth.
We've
got
some
other
revenue
sources.
We
can
kind
of
go
through
and
and
look
at
those
line
by
line.
Most
of
the
revenue
sources
are
not
growing
at
4%.
Is
that
use
tax
really
helps
pull
things
out
for
us
right.
C
E
C
No,
no
and
that's
what
I'm
leading
yes,
there
has
been
some
changes
over
the
years,
so
we
shouldn't
necessarily
continue
to
expect
growths
of
over
4%
in
our
budget
moving
forward
right.
This
is
somewhat
of
a
unique
year,
but
everyone,
not
just
the
members
of
the
council
employees
of
the
city,
but
everyone
in
Oklahoma
City,
should
recognize.
This
is
a
significant
increase
in
the
overall
operating
budget
of
the
city
at
a
size
that
I
doubt
that
you
would
see
very
many
other
cities
being
able
to
match.
So
thank
you.
G
A
E
You
Doug
so
that
will
have
Russell
Evans
councilman
green,
won't
ask
about
this.
If
we
couldn't
just
get
an
update
on
where
we
are
and
how
this
you
know
where
we
are
in
the
economy,
what
we
see
coming
towards
us,
a
lot
of
uncertainty
within
the
economy
nationally
and
and
within
the
state
and
so
Russell
just
helped
give
us
an
update
here.
They
haven't
done
their
mid-year
update
and
so
we'll
probably
have
him
back
again
towards
the
end
of
the
summer
when
they
do
their
mid-year
update
on
their
economic
forecast.
H
I'm
grateful
to
take
a
few
minutes,
so
Doug
sent
over
late
last
week
at
three
questions.
So
the
broadly
speaking,
the
three
questions
had
to
do
with
household
savings
rates
in
Oklahoma
City,
access
to
benefits
in
the
labor
market
in
Oklahoma,
City
and
sort
of
some
context
for
Oklahoma
City's
population
and
economic
growth
relative
to
some
other
regional
cities.
And
so
what
we
did
is
we
try
to
collect
some
information
on
this,
whose
are
kind
of
very
interesting
questions.
H
The
source
of
the
exact
source
of
this
I'm,
not
I'm,
not
sure
of
but
I
suspect.
It's.
The
Federal
Reserve's
survey
on
household
economics
and
decision
making
I
think
is
what
shed
stands
for.
So
the
Federal
Reserve
Board
conducts
a
survey
every
November
in
December,
and
then
it
releases
the
results
of
that.
Every
May
and
they
ask
a
household
questions
on
their
personal
economics
and
decision
making
it.
So
we
would
expect
an
update
to
this
particular
survey
here
in
just
a
few
weeks.
H
I
think
it
usually
comes
out
in
mid
May
and
that
question
one
of
the
questions
in
that
survey
is
is:
could
you
easily
cover
a
for
an
unexpected
expense
of
four
hundred
dollars?
Using
cash
or
cash
equivalent
cash
equivalent
would
be
the
cash
would
be
cash
on
hand.
Cash
equivalent
would
be
something
in
my
checking
or
savings
account.
Cash
equivalent
would
also
be,
could
I
pay
it
off
on
a
credit
card
and
then
make
my
credit
card
payment
the
following
month
and
so
the
way
the
Federal
Reserve
Board
frames.
H
This
question
is:
could
you
cover
$400
easily
in
the
last
survey?
A
60%
of
the
respondents
said
yes
and
40%
said
no.
I
could
not
cover
a
$400,
unexpected
expense
easily.
This
survey
is
about
20,000
individuals.
It's
an
online
survey,
I'm,
sorry
12,000
individuals
in
an
online
survey
and
valuable
information,
but
the
question
of,
could
you
easily
covers
a
bit
of
a
tricky
question?
Is
there
some
subjectivity
there
as
people
decide
for
themselves
what
constitutes
easily,
and
so
we
think
about
that.
You
know
that
question.
That's
an
improvement.
I
think
we
know
they.
H
First
did
the
survey
four
or
five
years
ago.
It
was
right
at
50,
50,
50
percents
that
I
could
easily
cover
it
finished
and
said
no
and
so
to
get
the
60%.
Yes,
40%
no
is
kind
of
an
improving
trend,
but
still
obviously
a
challenge
for
many
households.
I
think
what
the
information
I
brought
comes
from
a
difference,
a
similar
survey
but
different.
H
It's
from
the
FDIC
national
survey
on
unbanked
and
underbanked
households.
This
survey
goes
out.
Every
Jew
excuse
me
every
other
June
every
odd
year
June
and
it's
a
supplement
to
the
Bureau
of
Labor
Statistics
and
the
censuses
current
population
statistic
survey,
that's
used
to
calculate
unemployment
rates,
and
so
we
get
the
unemployment
rates
calculated
monthly,
there's
typically
about
60
or
61
thousand
households
involved
in
that
survey.
H
In
any
given
month
about
51
or
52
thousand
of
the
61,000
respond,
then
we
use
that
to
report
on
unemployment
rates
in
last,
June
2017
about
thirty-eight
thousand
households
participated
in
this
FDIC
survey
and
so
I
think
this
is
a
survey
that
makes
it
a
little
easier
to
make
city-to-city
comparison.
So
I'll
show
you
some
of
the
responses
from
that
survey
and
kind
of
work.
How
Oklahoma
City
stands
relative
to
some
other
regional
cities.
So
the
first
question
that
would
stand
out
is
unbanked
under
banked
and
not
banked
or
fully
banked.
H
I
guess
under
banked
is
the
important
one
here
under
Bank
are
households
that
have
an
a
checking
or
savings
account,
but
they're
still
using
some
alternative
financial
service
and
so
we'll
look
a
little
closer.
Those
alternative
financial
services,
but
you
see
Oklahoma
City,
has
a
fairly
high
rank
of
underbanked
households.
So
in
comparison
to
these
other
subjectively
selected
cities,
Oklahoma
City
is
pretty
high
at
about
25
percent
of
households
using
some
formal
alternative
financial
services.
H
These
alternative
financial
services
can
be
transactions
or
credit
services
transaction
services
or
when
I'm,
using
a
non-bank
to
get
a
money
order.
Cash.
A
check
provided
international
remittance
I
think
the
more
important
one
for
a
conversation
if
you're
really
interested
in
sort
of
household
savings
and
and
how
well-positioned
our
Oklahoma
City
households
is
the
alternative
financial
services
credit
use.
H
Another
question
that
gets
asked
in
this
survey
to
get
directly
at
savings
is:
did
you
set
money
aside
anytime
in
the
last
12
months,
to
be
used
for
an
unexpected
expense
or
an
emergency?
Even
if
that
fund
was
later
spent?
And
so
the
question
is
not,
do
you
have
money
set
aside?
The
question
is:
did
you
set
aside
money
even
if
you
spent
that
money
on
an
unexpected
expense?
And
it's
not
there
anymore?
H
Credit
was
that
was
use
of
mortgages,
and
this
would
include
home
equity
loans
and
home
equity
lines
of
credit,
and
so
on.
Oklahoma
City.
It's
estimated
it's
almost
45%
of
Oklahoma
City
households
that
are
making
use
of
a
primary
mortgage
or
a
home
equity
loan
or
hummock
line
of
credit,
which
is
a
much
higher
rate
than
kind
of
those
comparison.
Cities
that
you
see
again
I
would
love
it.
H
If
I
had
commentary
and
interpretation
of
this
data,
but
I
don't
I'm
just
just
providing
some
of
the
information
that
that
was
asked,
and
then
this
last
one
here
was
sort
of,
did
you
apply
for
credit
or
personal
loan
in
the
last
12
months?
Again,
you
can
see.
Oklahoma
City
is
fairly
high
on
applications
for
credit
in
the
last
12
months.
This
is
again.
This
information
is
based
on
the
June
2017
survey.
H
This
will
go
back
out
in
June
19,
so
the
survey
will
be
readmitted
stirred
here
in
just
a
few
months,
but
the
most
recent
observation
is
from
June.
2017
might
have
something
to
do
with
economic
conditions
that
that
we
were
facing
in
Oklahoma
at
that
time,
and
then
you
can
see
kind
of
fell,
discouraged
or
denied
credit
and
again
the
one
that
stands
out
here
for
Oklahoma
City
is
that
last
column
is
not
falling
behind
on
bills.
H
Local
OMA
City
has
the
highest
rate,
except
for
Wichita
of
those
other
cities
in
terms
of
individuals
reporting
that
they
fell
behind
on
their
bills
in
the
last
12
months.
So
again,
these
are
June.
2017
answers
are
June,
2017
questions.
This
survey
will
go
out
again
in
June
2019
when
we
estimate
national
and
regional
unemployment
rates.
This
will
go
out
as
a
supplement
to
that
survey
will
ask
people
about
their
banking
use,
their
savings
activities,
their
ability
to
handle
unexpected
expenses.
H
So
the
second
broad
question
that
came
up
was
access
to
benefits
in
Oklahoma
City.
Now
on
this
one,
we
sort
of
ran
out
of
time
as
we
as
we
worked
over
the
weekend
and
and
by
work.
I
mean
attended
my
daughter
soccer
tournaments,
so
we've
got
as
much
done
as
we
could
over
the
weekend,
but
here's
what
I'll?
Just
you
know
we.
This
is
something
that
we
can
look
at
in
our
mid-year
update
that
what
I
think
is
a
very
interesting
question.
So
these
are
national
numbers
at
the
u.s.
level.
H
This
reports
access
to
some
of
these
benefits
for
private
companies
based
on
the
size
of
the
company,
and
so
what
you
would
expect
to
see
is
that
for
your
small
companies
that
have
1
to
99
employees,
for
example,
they
report
that
55
percent
of
small
private
businesses
1
to
99
employees,
offer
medical
benefits.
83
percent
of
medium-sized
companies,
114
499
employees,
88
percent
of
large
500
or
more
employees,
offer
access
to
medical
care,
and
then
you
can
see
that
same.
H
You
know
that
same
sort
of
rate
for
paid
sick
leave
paid
vacation
paid
holidays,
so
a
back-of-the-envelope
calculation.
That
again
we
just
didn't
have
time
to
do,
would
be
to
go
into
Oklahoma
City
and
pull
the
Oklahoma
City
establishments
and
look
at
how
many
of
our
employees
are
working
at
an
establishment
of
1
to
99
individuals,
how
from
140
to
499
how
many
500
or
more?
H
So
here's
the
question
that,
for
me
is
kind
of
the
most
interesting,
my
last
few
slides
kind
of
putting
Oklahoma
City's
population
in
economic
growth
in
context,
I
love
the
screen
shot,
because
this
is
something
that
we've
been
saying
now
for
six
or
seven
or
eight
years
that
people
in
economic
activity
moving
from
northeast
Southwest,
and
so
when
I
saw
this
just
the
other
day
on
the
census
website.
This
new
report
that
counties
in
the
south
and
west
lead
the
nation
in
population
growth
right.
This
was
this
was
affirming
this
is
the
convert.
H
This
is
a
conversation
we've
been
having
in
Oklahoma
City
for
some
time
when
you
look
at
Oklahoma
City.
What
we've
been
talking
about
in
our
shop
for
again
for
years
is
this
I
35
corridor,
and
so
this
is
2010
to
2018.
You
might
have
seen
a
very
similar
graphic
in
the
newspaper
recently
looking
at
the
fastest
and
slowest
growing
counties
by
population
growth
in
Oklahoma
and
not
surprisingly,
the
fastest
growing
counties
are
along
this
like
35
corridor.
The
fastest
ones
are
really
like
I.
Think
it's
the
Canadian,
McClain
and
Logan
are
right
up
there.
H
Some
of
the
fastest
growing
counties
in
terms
of
population
growth
rates,
oklahoma,
county
cleveland,
county,
very
strong
I
think
that's
Marshall,
Love
and
Brian
along
the
Texas
border
there
and
this
other
part
of
the
state,
and
then
you
have
Tulsa
County
and
then,
depending
on
how
you
calculate
the
the
graphic
in
the
newspaper
had
Wagner
County
is
number
ten
I
think
we
have
Payne
County
number
ten
using
a
slightly
slightly
different
baseline
year
for
comparison,
but
the
pattern
is
still
the
same
in
Oklahoma
right
now
and
across
the
nation.
Urbanization
is
happening.
H
It's
happening
slowly,
but
persistently
Oklahoma
is
less
urbanized
than
the
nation,
and
so
Oklahoma
is
catching
up
in
terms
of
urbanization
and
those
as
we
were
nice.
The
population
growth
rates
are
strongest
in
a
long
to
site
35
corridor.
As
we
said
in
the
budget
workshop
and
as
we've
been
telling
our
audiences
here
in
the
last
several
months.
As
you
look
I
know,
you're
looking
a
few
months
down
the
road
right
now,
as
you
think
about
a
fiscal
year,
2020
budget,
but
as
you
look
10
or
12
or
15
years
down
the
road.
H
What
this
means
is
that
Oklahoma
15
20
years
now
is
likely
more
urbanized
than
we
are
right
now
it
means
Oklahoma.
City
is
a
much
larger
City
than
Tulsa,
and
so
where
those
two
MSAs
are
split
by
about
three
or
four
hundred
thousand
individuals.
Right
now,
by
time
you
get
10
or
12
years
down
the
road
that
splits
going
to
holster,
800
or
900
thousand
individuals,
and
so
we
expect
that
pattern
of
urbanization
to
create
a
sort
of
a
three-tier
system.
H
In
Oklahoma,
memory
of
Oklahoma
City,
a
city
of
one
size,
Tulsa,
a
city
of
a
smaller
size
and
then
the
rest
of
the
the
rest
of
the
state
I
didn't
bring
it.
But
I
found
an
interesting
publication
from
20
years
ago
trying
to
forecast
County
population
growth
from
2000
to
2020,
out
of
the
University
of
Pennsylvania,
a
Wharton
School
and
the
pump
the
forecast
for
Oklahoma
City
MSA
for
that
2020,
and
that
forecast
was
just
to
write
out
1.2
million
people
and
weird
about
1.4
a
little
over
1.4
right
now.
H
And
so,
if
you
went
back
20
years
ago,
when
you
looked
at
forecasting,
Oklahoma
City
population,
Oklahoma,
City,
MSA
population,
you
really
would
have
under
forecasted
that
population
growth,
because
those
trends
of
moving
to
the
north
from
the
Northeast
to
the
southwest,
we're
sort
of
just
materializing
and
exactly
how
strong
they
we're
I
think
we're
under
appreciate
at
the
time.
Let
me
put
this
in
context
a
little
bit
here.
I
think
one
of
the
things
that's
interesting
to
think
about
MSA
MSA
population.
So
these
are
people
moving
from
urban
areas
to
urban
areas.
H
When
you
look
at
fastest-growing
urban
areas,
top
50,
like
the
50
biggest
metropolitan
areas,
the
United
States,
the
the
in
absolute
terms,
the
greatest
met
in
migration-
you
see
Phoenix
there
at
number
one
you
see
at
five
Orlando
and
eight
Tampa
again.
This
is
the
conversation
that
we've
been
having
with
the
City
Council
for
six
or
seven
years
about
these
movements
to
the
south
and
the
West
and
the
population
gains
number
one
in
Florida
number
two
in
Arizona
number
three
only
I-35
corridor,
and
so
this
is
the
conversation.
We've
been
having.
H
You
still
see
this
in
the
MSA
MSA
mic
net
migration
sort
of
2012
to
2016,
and
so
what
we
do
is
we
track
people
moving
to
geography,
a
from
an
outside
MSA
geography
for
reference
there
you
can
see.
Oklahoma
City
would
be
number
20
on
that
list,
and
so
it
would
be
number
20
out
of
the
50
in
terms
of
its
a
net
gainer
with
eight
thousand
two
hundred
seventy
eight
and
of
that
of
that
8270.
Almost
all
of
that
is
MSA
MSA
in
migration
at
Oklahoma
City.
H
So
it's
a
net
gainer
in
terms
of
people
migrating
from
urban
area
to
urban
area.
So
we
look
in
terms
of
absolute
scale
or
in
terms
of
relative
scale.
This
would
be
relative
to
your
2012
population.
So
what
was
your
MSA
in
migration
relative
to
your
2012
population?
Again,
Austin
is
number
one
on
that
list,
so
MSA
MSA
in
migration
over
those
four
years
was
equal
to
one
point:
six
percent
of
their
starting
2012,
a
population
San
Antonio,
there's
number
ten,
and
so
and
you
look
at
like
a
35
corridor.
H
Oklahoma
City
would
be
12
Houston
15
in
Dallas
20,
and
so
this
I
this
movement
towards
the
I-35
corridor.
You
can
see
reflected
in
this
data
of
moving
from
metro
area
to
metro
area,
metro
areas
that
are
losing
to
other
metro
areas.
Again,
you
see
the
you
know
the
bottom:
there
New
York
Chicago
Detroit,
Cleveland
st.
Louis
again
this
this
broad
conversation
of
movement,
slow,
but
persistent
movements
from
northeast
to
southwest
is
still
true
and
we're
seeing
that
in
the
data
and
maybe
I'll
just
on
the
population
I'll
just
you
know,
sort
of
make.
H
I'll
save
population
comments.
Yes,
they're
needed,
but
so
this
is.
This
is
just
a
simple
economic
performance
index,
and
so
here
we
take
employment,
wages,
business
formation
and
the
size
of
your
labor
force,
and
we
take
these
four
characteristics
of
your
economy
and
we
drop
them
into
a
single
single
index.
We
give
less
way
to
more
volatile
series
more
way
to
less
volatile
series,
but
so
you
take
these
peer
cities,
we've
dropped
them
and
you
can
see
the
significant
differences
in
economic
performance
over
these
17
years
and
they
really
divide
into
two
groups.
H
Here's
your
slow
growing
group,
your
slow
growing
group
is
gonna,
be
Albuquerque
Amarillo,
Fort,
Smith,
Kansas
City
Tulsa,
in
which
it's
all
that's
Fort
Smith
on
the
bottom
there,
and
so,
if
you
take
away
the
influence
of
geography,
so
you
no
longer
have
this
South
and
West
geographical
influence
you're,
not
on
the
I-35
corridor.
If
you
take
away
all
of
those
factors,
you
take
away
access
to
like
a
strong,
defining
industry
like
the
energy
industry
and
Fort
Smith.
H
If
you
look
at
their
employment
wages,
labor
force
number
of
businesses
they're,
basically
where
they
were
at
in
2001.
Okay.
So
not
a
lot
of
change
in
the
last
17
years
and
you
can
see
not
only
there's,
not
a
lot
of
change,
but
you
can
see
how
impacted
they
were
by
fluctuating
national
conditions.
So,
as
you
go
into
the
recession,
2008,
9
and
10,
you
can
see
these
cities
are
really
response
to
those
conditions.
The
top
of
this
list
is
Amarillo
them
just
below.
H
Amarillo
is
Kansas,
Citians
wholesome,
so
Kansas,
City
and
Tulsa
are
kind
of
right
there
and
that
top
about
20
percent
higher
in
terms
of
their
overall
economic
performance
relative
to
where
they
were
at
2001.
Again
last
time,
employment,
wages,
number
number
of
business
establishments
and
the
size
for
labor
force.
You're
fast
growth
cities
are
Austin,
Dallas,
Oklahoma
City
in
San,
Antonio
and
Oklahoma.
H
City
is
at
the
bottom
of
that
fast
growth
list,
and
so
again,
several
years
ago
we
made
a
comment
in
a
budget
workshop
that
you
know
that
with
it,
my
colleague
is
taking
call
in
Oklahoma
City,
the
slowest
growing
city
in
Texas
yeah.
So
this
is
like
that
this
is
what
we're
talking
about
right.
So
when
you
look
at
where
Oklahoma
City,
what
their
economic
trajectory
looks
at
compared
to
other
I-35
cities,
Oklahoma
City
looks
like
the
slowest
growing
member
of
the
fast
group,
rather
than
the
fastest
growing
member
of
the
slow
burg.
H
That's
turnouts
Hulse
in
Kansas
City,
look
like
they're
the
fastest
of
that
slow
group,
Oklahoma
City.
That
looks
like
it's
the
slowest
of
this
top
group
and
you
can
see
it's
sort
of
tracking
it
out.
Well,
you
can
also
see
is
just
in
the
last
few
years,
we're
not
as
we're
not
big
enough
in
absolute
terms
relative
to
Austin
Dallas,
to
San
Antonio,
to
absorb
something
like
a
collapse
into
energy
prices
and
energy
price
weakness.
H
And
so,
if
you
look
closely
those
last
two
observations
going
back
to
2015,
you
can
see
Oklahoma
City
there
that
was
training
a
little
above
in
terms
of
its
growth
rates
to
Dallas
right
Oklahoma
City
takes
that
little
turn
there
in
2016
and
17
the
rest
of
the
year
data
series
kind
of
kind
of
March
on
up.
You
can
also
see
that
these
cities
are
a
little
less
influenced
by
national
conditions.
Geography
is
a
little
bit
of
a
barrier
right,
it's
not
they're.
Still
the
turns
they're
right
it
doesn't.
H
It
doesn't
say
that
you're
immune
to
US
recessions.
It
just
says
your
geography
helps
you
withstand
it,
a
little
better
if
you're
in
Austin
or
in
Oklahoma
City
or
a
Dallas
or
San
Antonio
than
if
you're,
a
Wichita
or
a
Fort,
Smith
or
an
Albuquerque,
and
so
you
can
sorta.
Kinda
puts
Oklahoma
City
in
context.
I
will
emphasize
again
the
nature
of
compound
growth,
and
so
the
same
thing.
That's
true.
We
say
well,
Oklahoma
City
grows
at
1.3
percent
a
year
and
Tulsa
at
0.8
percent
a
year.
H
That
sounds
the
same,
but
it's
really
not
because
the
nature
of
compound
growth
is
Oklahoma.
City
is
growing
faster
off
of
a
larger
base,
and
so
the
gap
is
widening.
The
same
is
gonna
be
true
of
Dallas
in
Oklahoma
City,
and
so
it
looks
like
very
similar
trajectories,
but
where
Dallas
is
able
to
sustain
slightly
higher
population
growth
rates
into
the
metro
area
than
Oklahoma
City?
That
means
the
gap
between
a
Dallas
and
Oklahoma.
City
is
also
widening
so
again
for
what
it's
worth.
H
As
you
look
20
years
down
the
road,
this
is
what
we
would
expect
to
see.
We
would.
We
would
expect
to
see
widening
gaps
between
some
of
these
MSA
areas
and
widening
gaps
between
MSA
areas
and
rural
areas.
So
let
me
just
my
last
slide,
so
all
of
that
was
to
address
the
three
specific
questions
that
that
came
from
Council,
we'll
keep
working
on
that
that
access
to
benefits,
question
and
see
if
we
can
provide
a
better
answer
going
forward.
Let
me
make
just
a
few
comments
on
the
very
short
run
outlook
snow.
H
You
know
if
you
cut
through
everything
that
that
I
said
at
the
budget
workshop
about
the
outlook
for
the
economy
and
your
sales
tax
outlook,
it
would
basically
come
down
to
an
answer
of
I.
Don't
know
and
I
can
report
to
you.
Then,
in
the
last
few
months
we
progressed
from
I.
Don't
know
to
your
guess
is
as
good
as
mine
and
Doug
points
out.
These
are
very
subtle
economic
differences
right.
H
So
it's
important
the
appreciate
the
difference
between
I
don't
know,
and
your
guess
is
as
good
as
mine,
but
the
data
is
still
very
confusing.
So
it's
not
quite
that
bad,
but
just
as
a
couple
of
examples-
and
we
think
about
the
to
us
lovers-
and
we
talk-
we
always
talk
about
right,
so
I
say
well.
If
I
knew
what
was
happening,
the
US
economy
and
I
knew
I
was
happy
with
the
only
gas
industry.
H
I
could
make
a
pretty
good
prediction
on
what's
happening
in
Oklahoma
City,
so
I've
guy
kind
of
established
those
two
lovers.
First,
u.s.
economic
strength
and
energy
in
the
strength
of
the
two
I
would
bet
that
sustaining
higher
than
expected
oil
prices
deeper
into
2019
is
more
likely
than
sustaining
stronger
than
expected
u.s.
economic
growth.
So
if
I
was
if
I
was
making
a
prediction
right
now,
I
would
say
the
the
surprising
strength
we've
seen
in
oil
prices
is
more
likely
to
continue.
Then
the
surprising
strength
we've
seen
in
u.s.
H
economic
conditions
when
you
look
at
the
first
quarter,
u.s.
growth
number
of
3.2
percent
about
half
of
that
is
an
unexpected,
shrinking
oversized
shrinking
of
the
trade
deficit
and
the
other
half
of
that
is
an
unexpected
accumulation
of
inventory,
and
so,
when
businesses
manufacture
products
that
they
don't
sell,
our
GDP
accounting
forces
them
to
purchase
their
own
production,
and
so
everything
that
I
produce
gets
sold
into
the
economy
at
the
moment
that
it's
produced.
H
So
if
I
make
a
car
but
don't
sell,
a
car,
GDP
accounting
makes
me
buy
that
car
and
it
goes
into
my
inventory
and
gets
registered
at
the
point
of
production.
And
so,
as
you
can
imagine,
as
inventories
accumulate,
we
would
expect
in
the
future
that
production
would
slow
down
as
firms
sell
those
sell
that
inventory
that
they've
accumulated.
And
so
you
look
at
the
last
couple
of
quarters
of
inventory
accumulation.
You
look
at
the
trade
deficit
and
we
would
expect
us
conditions
to
soften
a
little
bit
as
we
go
through
2019.
H
But
then,
at
the
same
time
you
might
have
seen
President
Trump,
proposing
to
end
sanctions
on
him
courts
of
Iranian
oil,
and
so
this
will
discourage
countries
from
importing
and
supporting
Iranian
crude
oil
production
should
take
some
Iranian
crude
oil
off
the
market.
You're
aware
of
the
struggles
in
Venezuela
Libya
as
well
struggling
to
consistently
produce
crude
oil
and
then
right
now,
OPEC
and
Russia
are
holding
to
their
conversations
about
supply,
cuts
and
and
and
moderating
production,
and
so
you
take
all
of
this
in
and
you
might
expect
it
in
2019,
it's
a
chance.
H
H
We
say
well,
you
know
see
your
sales
tax
collections
seem
to
have
some
correlation
to
airport
activity
and
rig
activity
and
employment
and
earnings,
and
we
can
sort
of
use
that
correlations
to
make
some
predictions,
but
right
now
those
those
things
aren't
even
correlated
with
each
other
anymore,
and
so
it's
really
kind
of
a
confusing
time.
At
the
budget
workshop,
we
presented
a
range
of
1.3
to
3.1
percent
growth,
which
again
wide
confidence
interval.
H
Is
the
economists
way
of
saying
I
don't
know
so
the
wide
confidence
interval
and
I'm
still
fairly
concerned
or
pessimistic,
so
my
interpretation
of
current
data
is
compelling
to
still
stay
away
from
that
upper
range.
I
think
Doug
talked
about
staying
away
from
that
upper
range
and
trying
to
establish
baseline
growth
of
2%
for
this
budget,
which
would
they
I
think
is
prudent.
Guy
would
stay
away
from
that
upper
range
as
well
and
I
do
expect.
H
As
we
get
into
later
this
summer
to
early
fall,
we
will
see
economic
conditions
moderate
just
a
little
bit,
and
so
what
we'll
be
watching
for
is
do
those
rating
conditions,
what
an
impact
they
have
on
your
your
sales
tax
use
tax
performance
versus.
If
oil
prices
can
stay
higher
move
unexpectedly
higher.
Do
we
get
some
resurgence
in
drilling
activity
and
production
activity
in
the
second
half
of
the
year?
H
I
H
So
what
we're
still
seeing
is
is
sort
of
expedited
trade
activity.
That's
trying
to
get
in
before
the
full
weight
and
effect
of
trade
or
tariff
barriers
or
trade
restrictions
take
effect,
and
so
we've
seen
this
for
several
quarters
now,
where
you
have
companies
that
are
looking
ahead
and
saying
well,
activity
that
might
normally
do
later
in
the
year
or
early
2020
I
want
to
get
that
done
right
now,
because
it
might
be
harder
to
do
and
not
easier
to
do,
and
so
you're
actually
seeing
the
trade
deficit
shrink
a
little
bit.
H
J
I
cannot
thank
you
enough.
You're
writing.
Data.
I
was
one
of
the
ones
who
asked
about
the
savings.
I
had
a
feeling
that
it
was
the
numbers
you
just
know,
but
before
I
go
into
that,
could
you
last
week,
city
manager,
you
mentioned
the
possibility
of
recession,
just
basic
basics.
You
need
water
by
the
way.
No.
J
H
I
I
think
when
you
look
at
like
the
National
Association
for
Business
Economics
blue-chip
consensus
forecast,
you
look
at
Moody's
Analytics.
You
look
at
all
these
shops
that
forecast
us
economic
activity
and
I.
Think
the
consensus
right
now
is
that
economic
activity
in
2019
won't
be
as
strong
as
it
was
in
2018,
even
though
we
got
such
a
good
first
quarter
number
so
I
think
everybody's
kind
of
expecting
us
economic
conditions
to
slow
down
just
a
bit,
but
increasingly
the
the
probability
of
a
2019
recession
is
going
down.
H
But
there
is
still,
if
you
look
at
these
professional
forecasters,
they're
still
saying
they
think
there's
an
elevated
risk
of
a
u.s.
recession
sometime
before
the
middle
of
2021,
and
so,
if
you
sort
of
you,
ask
them
over
the
next
eight
quarters
or
ten
quarters
or
so
what
do
you?
You
know?
What's
your?
What's
your
assessment
of
a
recessionary
risk
and
so
I
think
the
recessionary
risks
in
the
short-term
have
come
down,
but
I
think
they're
still,
there's
you
look
as
you
look
a
little
farther
out
in
time.
I
will
forward
this
article
on
I'll.
H
Make
a
note
for
this
on
to
Doug,
but
Deutsche
Bank
chief
economist,
just
released
report
yesterday
or
day
before
talking
about
what
he
viewed
as
the
five
things
that
would
most
likely
trigger
the
next
recession
and
you
know,
tops
on
that
list
would
be
you
know,
collapse
and
consumer
confidence,
and
so
it
sort
of
becomes
in
macroeconomics
it
did.
You
know.
Consumer
confidence
is
a
bit
self-fulfilling.
H
So
if
I
believe
that
the
economy
is
moving
into
a
weak
patch
and
I
start
behaving
ahead
of
time
for
that
weak
patch,
I
start
saving
more
spending,
less
I'm
less
likely
to
invest
in
my
company,
I'm
less
likely
to
hire
new
workers
because
I
think
weakness
is
coming.
Then
my
behavior
makes
the
very
thing
that
I
think
coming
come
to
pass.
It's
it
becomes
self-fulfilling
and
so
I
think
you
know
topping.
H
That
list
would
be
a
fallen
consumer
confidence
number
two
on
that
list
would
be
a
misstep
at
the
Federal
Reserve,
and
so,
as
we
watch
monetary
policy,
Federal
Reserve
has
gone
from
in
just
a
few
months.
They've
gone
from
talking
about
trying
to
actively
slow
the
economy,
to
try
to
be
neutral,
to
trying
to
put
everything
on
pause
to
conversations
about
trying
to
put
some
acceleration
back
into
the
economy.
President
Trump's
economic
adviser,
Larry
Kudlow,
is
still
calling
on
the
third
Reserve
to
cut
interest
rates.
H
We're
looking
very
closely
at
how
a
change
in
the
Federal
Reserve
Board
of
Governors
affects
policy.
So
there's
seven
members
on
that
Board
of
Governors
and
they're
supposed
to
serve
staggered,
14-year
terms,
but
they
never
do,
and
so
the
idea
is
I
have
seven
seven
members
on
my
Board
of
Governors
and
anyone
president
over
two
terms
could
only
appoint
as
many
as
four
but
in
this
case,
President
Trump
could
have
point
as
many
as
five
in
his
first
term.
Just
because
there's
vacancies
and
retirements
and
people
moving
on,
and
so
we're
not
really
sure.
H
It's
that's
not
a
commentary
on
the
administration.
It's
just
a
commentary
on
we're.
Just
not
sure
what
the
philosophy
of
the
monetary
policy
setting
committee
will
be,
because
there's
there's
a
fair
amount
of
new
influences,
new
voices
and
potential
for
more
new
voices
on
that.
On
that
committee,
so
those
are
probably
the
top
two
but
afford
the
article
on
to
share
I
had
there
was
a
kind
of
a
nice
little
commentary
on
these
five
things
that
could
be
the
next
recessionary
trigger.
J
J
You
know
the
high
student
loan
debt
that
we're
facing
you
know
I
mentioned
Stillwater
earlier
well,
the
recession
hit
when
I
was
in
graduate
school
and
it
really
changed
fundamentally
for
me
and
my
peers.
What
our
options
are.
You
know:
I
have
student
loan
debt
over
$100,000
and
that
was
with
Pell
grants
that
was
with
working
full-time,
that
was
with
going
to
school
full-time,
and
that
was
most
of
my
friends
in
school.
J
And
then
you
put
the
student
loans
on
top
of
that
and
then
all
of
a
sudden,
these
other
numbers
start
making
a
lot
more
sense
to
me
to
the
people
who
don't
have
banking
accounts
and
then
have
to
turn
to
payday
loans
or
to
credit
cards.
And
then,
when
we
don't
have
a
reliable
public
transportation
system
and
we've
been
working
with
embark
is
doing
wonderful
works,
squeezing
the
last
drop
of
blood
from
the
onion
to
get
what
we've
got.
J
But
when
the
city
is
a
spread
out
as
it
is
and
you
got
to
get
to
employment,
you
have
to
have
a
car
and
that's
this
high
37.1%
I'm,
looking
at
with
this
and
then
you're,
not
just
talking
about
getting
in
the
home
or
the
car
loan
you're.
Also,
then
talking
about
the
gas
and
the
maintenance
of
that
car,
so
I
think
the
voters
all
that
to
say
when
they
put
people
who
were
under
the
age
of
40
on
this
council
to
join
the
wisdom
and
experience
that's
already
here.
J
We
did
everything
that
people
asked
us
to
do.
Work
hard,
go
to
school,
go
to
college,
and
now
we
have
all
this
debt
and
it's
an
anxiety
that
I
can
barely
put
into
words
I'm,
even
having
trouble
putting
into
words
right
now.
So
I
cannot
thank
you
enough
for
giving
me
the
words
to
help
articulate
the
experience
of
the
millennial
generation
right
now
and
that's
what
I
would
like
us
to
think
about
as
we
go
into
this
budget
and
as
we
go
in
for
maps.
Thank
you
thank.
C
H
So
again,
you
know:
we've
been
on
this
conversation
for
I
was
talking
to
my
colleague,
Kyle
Dean,
just
just
the
other
day,
and
this
came
out
of
a
we
were
contracted
by
the
city
of
Fort
Worth,
to
look
at
the
economic
relationship
in
Fort
Worth
in
Oklahoma
City
in
2008
or
9,
and
we
kind
of
stumbled
on
this
I
35
corridors.
We
were
doing
that
research
and-
and
it
sort
of
been
part
of
our
conversation,
sense
I.
H
Think
Kyle
was
probably
the
first
one
to
to
really
kind
of
bring
this
to
a
local
conversation
as
we've
followed
it.
Since
then,
I
think
you
know
I'm
a
pretty
big
believer
in
the
forces
of
economic
geography
and
so
the
way
I
always
explain
it.
Is
you
have
these
short-run
forces
which
are
your
industry
and
what's
happening
in
the
economy,
and
you
have
the
long-run
forces,
which
is
geography
and
if
you
can
marry
short-run
strength
and
long-run
strength?
That's
when
you
get
these
like
avec
boom
periods
right
so
for
Oklahoma
City.
H
If
we
marry
like
strong
energy
sector
activity
with
this
I
35
corridor,
that's
when
we
get
these
really
strong
economic
years
and
then,
when
we
have
these
years,
where
the
energy
is
not
there,
we
sort
of
just
get
the
influence
of
just
oh
I'm
I'm,
a
believer
that
geography
is
important,
but
there's
no
doubt
in
place
like
San
Antonio,
that
it
would
be.
The
combination
of
geography
is
providing
some
consistent
long-run
right,
tailwind
to
help
your
economy,
but
then
you're,
you
know
you
do
have
a
strong
financial
services
sector.
H
You
have
a
strong
military
sector
or
military
support
sector,
and
so
you
have
some
industry
sectors
there
that
are
stable,
that
don't
fluctuate
as
significantly
with
the
economic
conditions.
It's
other
industries
do
they're,
not
commodity
driven
the
way
an
energy
or
an
Ag
industry
is,
and
so
I
would
think,
would
have
to
be
a
combination
of
those
two
both
of
those
influences,
but.
C
On
the
other
hand,
Kansas
City
is
also
along
the
I-35
corridor.
Is
it
a
matter?
The
further
north
is
further
away.
You
get
from
the
south
and
southwest
area.
That's
exactly
right!
Well,
okay,
father
question,
then,
on
this
particular
issue:
is
there
a
distinction
between
being
in
the
state
of
Texas
and
being
in
the
state
of
Oklahoma
in
terms
of
economic
growth,
yeah.
H
So
we
have
we
have
this
question.
Just
came
up
again
in
our
internal
conversations
around
our
faculty
in
our
shop,
just
in
the
last
few
months.
Thinking
about
now,
could
you
really
tease
out
so
so
we
have
tried
to
tease
this
out
in
the
past,
trying
to
look
at
border
counties
in
Oklahoma.
There's
some
research
out
of
Oklahoma
State
University,
an
economist
named
Dan
Rickman,
looked
at
this
four
or
five
years
ago,
trying
to
tease
out
the
influence
of
your
like
the
states
which
you
belong
right.
H
How
important
is
that
to
really
try
to
get
at
the
question,
then,
of
if
the
state
in
which
you
belong
is
important.
Is
that
because
of
fiscal
considerations,
and
because
of
your
tax,
your
tax
differences
or
your
policies
or
your
and
so
I,
don't
know
that
I
have
a
great
answer
for
that.
I
do
know
that
if
you
were,
you
know
we're
we're.
We
wouldn't
joke
and
say:
Oklahoma
City
is
the
slowest
growing
city
in
Texas
Texas
wanted
to
acknowledge
the
I-35
corridor
at
all.
H
Right
so
I
still
say:
Texas
would
just
talk
about
the
Texas
triangle.
They
would
just
say.
Well,
it's
just
Houston
Austin,
San,
Antonio
and
Dallas,
where
the
Texas-
this
is
the
growth
right
and
they
want
to
acknowledge.
Oklahoma
City
as
belonging
to
the
corridor,
certainly
want
to
acknowledge
Wichita
or
Kansas
City.
That's
belonging
to
the
same
geographic
region.
I
think
we're
trying
to
make
the
argument
that
Oklahoma
City
does
belong
this
distinct
geographic
region,
but
but
the
question
of
how?
How
important
is
your
local
fiscal
policy
mix
and
your
state?
C
C
Final
point:
you
know
your
survey
that
was
taken
in
the
summer
of
seventeen.
That's
the
FDIC
service,
yes,
I
suspect
you'll
have
a
difference,
a
higher,
more
confidence
type
of
results
in
the
summer
of
nineteen
given
if
it's
especially,
if
we
limited
to
the
state
of
Oklahoma
in
terms
of
confidence,
the
future
things
like
that,
it's
we
were
still
pulling
ourselves
out
of
a
significant
slowdown.
Yeah.
H
And
I
think
that
so
will
that
survey
will
be
conducted
in
June
I,
think
it
gets
released
in
like
November.
So
there's
there's
a
few
months
like
so
way
the
end
of
this
year,
but
we
can
look
at
those
numbers
and
then
I
didn't
include,
but
the
they
started
conducting
that
survey
in
2013.
So
this
was
the
third
of
three
surveys
and
I
didn't
really
look
all
that
closely
at
at
how
Oklahomans
responded
in
2013
and
2015,
no
but
again,
I'll
make
that
day
to
dump
the
dog
if
you're
interested
yeah.
C
H
We
have
I,
don't
know
that
I,
don't
know
that
that
answer
relative
to
other
I
think
you're.
Talking
about
you
know
this
idea
that
45
percent
of
respondents
indicated
they
did
have
either
a
mortgage
or
a
mortgage
or
a
home
equity
loan
or
rahama
clan,
of
course,
about
45
percent
indicated
that
they
that
they
did
have
one
of
those
credit
vehicles.
I
will
say
you
know
to
councilman's
commerce.
Just
a
second
ago
we
talked
in
the
budget
workshop
about
Oklahoma
City,
having
one
of
the
highest
rates
of
non-owner
occupied
mortgage
mortgage
rates
in
the
nation.
H
This
idea
of
looking
to
talk
about
rental
rates
right
and
rental,
housing,
developing
Oklahoma,
City,
upward
pressure
on
rental
rates,
and
we
do
see
in
the
Oklahoma
City
housing
market
right
now
that
there's
a
tremendous
amount
of
activity
at
the
lower
end
of
the
housing
market
right
right,
and
so,
if
you
look
at
hundred
one
hundred
and
seventy-five
thousand
type
houses
right
now,
it's
multiple
offers.
It's
one
or
two-day
sells.
It's
readily
active
right
now,
lower
internet
market,
so
I,
don't
know
how
much
of
I
don't
know.
J
J
Secondly,
the
when
we
looked
at
that
triangle
there
in
Texas
and
the
the
economic
diversity
in
the
jobs,
do
you
feel
like
we're
still
moving
in
the
right
direction
and
what
field
would
you
identify
where
we're
you
know
diversifying
our
economy
outside
of
the
energy
sector,
where
we
should
continue
to
focus
our
efforts
and
okay?
So
that's
that
question
sure
and
then.
Thirdly,
it's
more
of
a
statement,
like
all
of
my
concerns
that
I
have
I,
would
point
out
that
my
friends
and
the
people
I
know
we
are
so
excited
about
Oklahoma
City.
J
H
Diversification
please,
so
let
me
let
me
make
just
one
one
comment
on
is
sort
of
it's
kind
of
a
broad
topics,
kind
of
circled.
A
few
of
your
comments
is
there
is
in
the
field
of
economics
right
now,
a
very
open
debate
about
the
nature
of
cities
and
solving
social
problems,
and
so
there's
sort
of
one
camp
that
says,
as
this
urbanization
continues,
you
get
you
get
these
rising
rental
rates.
You
get
income
inequality,
you
create
these
social
challenges
and
you
get
another
side
of
this
camp.
H
You
know
what
I've
been
saying
for
a
couple
of
years:
I
think
it's
still
true
and
we'll
try
to
include
some
our
summer
update.
Is
it
to
understand
economic
diversification
even
to
look
not
at
the
industry
that
has
the
job
but
the
occupation
within
the
industry,
and
so,
if
I
look
at
the
oil
and
gas
industry
20
years
ago,
it's
a
bunch
of
geologists
engineers.
Skillsets,
aren't
that
portable.
My
father
was
in
that
industry.
When
it
crashed
in
the
80s
it
was
either
leave
the
industry.
D
A
A
This
is
chief
city's
final
week,
the
end
of
a
remarkable
tenure
as
police
chief,
and
there
are
some
other
retirement
festivities
this
week.
But
this
was
our
opportunity
in
public
and
for
the
council
to
say
a
few
words
about
you
and
and
obviously
marked
by
you
know
addition
to
new
police
officers,
the
new
police
headquarters,
but
really
just
remarkable
engagement
with
the
community
remarkable
professionalism.
Through
all
these
years.
A
L
J
Thank
you
for
inviting
us
to
attend
your
prayer
breakfast
last
week.
It
was
an
honor
to
be
up
that
early
answer
no
and
to
be
there
and
to
hear
you
speak
meeting.
You
has
given
me
such
faith
in
our
police
force
as
an
institution
I
truly
but
and
I
don't
want
these
words
to
sound
hollow
at
all,
so
I'm
going
to
choose
them
very
carefully.
I
your
guidance
as
our
country
went
through
some
of
the
most
mulches
moments
from
Ferguson
to
Baltimore
all
across
this
country
over
the
last
several
years.
J
Don't
think
anyone
wishes
to
be
born
into
such
times
to
quote
Gandalf
important
of
the
Rings,
but
I
I
would
hope
that
your
predecessors
is
taking
notes
on
what
you've
done
and,
on
a
final
note,
as
a
student
of
history,
as
I've
watched
you
over
the
last
few
years,
you
remind
me
of
the
work
that
I
do.
Purser
and
Clara
Luper
did
together
and
keeping
those
tensions
back
in
the
60s
and
70s
from
going
into
a
much
much
worse
place.
That's
what
you've
done!
B
It's
been
a
privilege
to
serve
alongside
you
these
last
few
years
like
to
congratulate
you
in
your
career,
I
like
to
congratulate
you
and
accomplishments
of
you
and
your
staff
and
the
officers
during
these
challenging
times.
I'd
like
to
congratulate
also
your
lovely
wife,
who's
sitting
back
here,
who
your
accomplishments
would
not
be
possible
without
her,
oh,
but
the
Christian
character
that
you
explore,
exploited
and
shown
in
every
area
of
your
life
has
been
a
tremendous
beacon
of
hope.
For
all
of
us.
May
God
bless
you
and
may
you
have
a
fruitful
and
productive
retirement.
G
K
Chief
I
know
that
I
speak
for
our
entire
legal
office.
To
say
thank
you
for
your
honesty,
for
your
leadership,
but
every
time
we've
worked
with
you,
no
matter
who
the
attorney
is
or
what
the
item
is
that
we
can.
We
know
what
to
expect.
We
know
that
we're
going
to
get
great
leadership
amongst
you
and
all
of
your
staff
and
that
we're
always
going
to
get
the
truth,
because
that's
the
number
one
thing
that
we
always
tell
you
in
any
lawsuit
tell
the
truth,
and
we
always
know
we're
getting
that
for
you.
Thank
You,.
E
Chief
I'm
grateful
for
the
opportunity
we've
had
to
work
together.
All
these
years,
the
chief
said
he's
been
a
police
officer
for
41
years,
he's
been
our
police
chief
for
15
years,
he's,
never
stopped
being
a
police
officer
and
that's
have
been
in
his
heart,
the
whole
time
and
we've
been
friends
or
coworkers
for
a
long
time.
I'm
grateful
for
your
leadership,
both
within
the
organization
and
within
the
community.
E
You
leave
a
hole
when
you
leave,
but
you
also
leave
a
legacy
because
you've
passed
that
down
through
the
organization
and
something
I
appreciate
about
the
chief
is
he's
constantly
focused
on
service,
but
he's
constantly
reflecting
the
credit
to
someone
else
and
I
really
appreciate
that
appreciate
your
leadership
and
you
will
be
missed.
David.
M
Knowing
that
the
interactions
that
your
force
has
with
people
experiencing
homelessness
has
been
again
that
there's
a
story
there,
it's
not
just
punitive
that
that
we
need
to
be
doing
more
proactive
things
has
been
I,
think
transformative
for
this
city
and
I.
Just
thank
you.
So
much
and
I'll
echo
councilman
Cooper's
hopes
that
we
can
find
someone
to
fill
your
shoes
in
the
same
way.
So
thank
you.
N
Well,
chief
city
I'll
say
thank
you
for
your
service
and
I'm,
not
sure
if
I
mentioned
this
before,
but
one
of
our
first
encounters
was
talking
on
the
radio
about
some
things
that
were
going
on
in
the
community
and
I.
Thank
you
for
being
responsive.
You
took
questions
from
some
folks
that
called
in
and
they
were
not
easy
questions
to
answer,
but
you
answered
them.
You
took
you
took
in
phone
numbers
from
some
who
left
their
phone
number
and
you
returned
those
calls
so
I.
N
Thank
you
for
that
and
last
week
we
were
at
a
meeting
in
in
those
members
of
that
community
action
with
policing.
They
also
commended
you
for
being
proactive
about
things
that
were
happening
when
they
had
a
particular
incident
and
they
just
said
can
you
come
and
you
did
so
that's
what
it
means
to
be
in
the
community,
especially
those
communities
that
we
know
it's
not
easy
to
have
community
policing
when
those
are
not
reflective
of
maybe
the
community
that
they're
serving.
So
thank
you
for
doing
that,
and
also
thank
you
for
being
responsive.
N
When
it
came
to
an
internal
incident
with
the
community
and
an
officer,
you
were
very
responsive
and
you
made
sure
that
the
community
knew
what
was
going
on.
You
were
very
immediate
in
action,
and
the
community
was
very
aware
and
also
informed
of
the
step-by-step
process
afterwards.
So
that's
what
it
means
to
be
in
the
community
and
also
as
you
a
Councilwoman
him
and
was
talking
about
those
social
services,
I,
think
of
Palomar
and
the
families
that
are
now
able
to
receive
all
of
those
wraparound
services.
N
I
Think
back
to
your
leadership
dating
back
to
the
Murrah
bombing,
the
present,
it's
incredible.
What
you've
done
as
far
as
being
one
of
the
greatest
leaders
in
Oklahoma,
City
and
echoing
on
other
comments,
we're
having
problems
in
Baltimore
and
Ferguson
and
the
unspeakable
that
occurred
in
Dallas.
You
were
the
glue
you
kept
this
city
together
and
I.
Don't
think
people
appreciate
that
enough
and
so
I?
Thank
you
very
very
much
for
that.
As
you
know,
I
love
your
wife
Susan.
I
Many
of
you
don't
know
this,
but
last
summer
I
got
to
go
fishing
with
chief
citty
and
he
caught
the
biggest
fish,
of
course,
so
I'm
looking
forward
to
more
fishing
I'm,
looking
more
forward
to
spending
more
time
with
you
and
Susan,
but,
most
importantly,
I'm.
Looking
forward
to
the
next
chapter,
you're
gonna
write
your
book
alive
because
I
know
it's
going
to
be
a
great
story
and
I
think
the
best
is
yet
to
come
and
once
again
thank
you
from
the
bottom
of
my
heart
for
everything
you've
done
for
Oklahoma
City,
sir.
Thank
you.
I
A
A
testament
to
a
life
well-lived
that
nine
people
can
speak
and
really
all
say
different
things
I
mean
there's
so
many
things
that
we,
probably
even
between
the
nine
of
us,
forgot
one
or
two
really
amazing
things
that
you've
done
in
your
career.
So
on
behalf
of
the
people
of
Oklahoma
City.
Thank
you
so
much
to
you.
O
O
Excuse
me,
I've,
developed
some
wonderful
relationships
with
counsel.
Consider
a
lot
of
you,
my
friends,
you
care
about
this
community,
you
care
about
the
people
and
you
care
about
the
police
officers
and
I
have
to
thank
you
so
much
for
all
the
times
and
all
the
struggles
and
conflicts,
is--that's
police
departments
in
the
business
of
that
we're
in
the
conflict
business
and
for
you
to
have
the
patience
and
the
trust
in
me
and
our
Police
Department
to
help
work
through
those
there's
no
way
I
could
have
been
chief
for
15.
O
Back
from
the
very
beginning
and
the
leadership,
this
council
and
our
political
leaders
and
I
think
that's
what
I
really
learned,
how
important
our
political
leaders
are
to
this
community
was
when
the
bombing
occurred
and
how
much
that
people
depend
on
you
as
their
leaders
and
the
message
that
you
send
and
the
confidence
you
have
in
the
police
department,
and
you
shown
that
we
have
gone
through
some
tough
times
tough
times.
We
talked
about
with
Ferguson
everything,
body-worn
cameras,
and
you
know
what
we
wouldn't
have
accomplished.
O
What
we've
got
today,
if
it
hadn't
been
for
the
strength
of
the
council,
the
trust
and
the
council
to
work
through
those
issues.
Is
there
were
so
many
to
work
through
and
that's
happened
over
the
years
and
I
just
I
just
want
to
thank
all
of
you
and
I
want
to
thank
past
council
members,
because
we've
had
some
great
council
members
and
mayors.
O
The
best
in
the
country
I
mean
Chiefs,
have
usually
fall
a
lot
quicker
within
three
to
five
years,
and
it's
usually
because
of
a
dysfunctional
government
is
usually
what
it
is
and
they're
good
Chiefs.
But
it's
a
lot
of
it
is
the
politics
and
they
get.
We
just
don't
have
that
here,
everybody
works
well
together.
We
all
get
through
issues
and
you've
helped
me
get
through
my
issues.
I
could
not
have
done
it
without
the
council,
so
I
have
a
really
strong
warm
place
in
my
heart.
For
for
this
city.
O
For
this
council,
all
of
you
I
mean
I
got
excited
the
other
when
we
got
the
new
members.
So
there's
a
lot
of
diversity
and
there's
a
lot
of
a
lot
of
you
so
much
to
get
excited
about
so
I.
Thank
you
for
allowing
me
to
do
this
job
as
long
as
I
have
I.
Think
one
of
the
greatest
things
that
came
out
of
this
job
is
I
met.
Wife
and
I
want
to
thank
Council,
because
she
was
a
city
auditor
and
they
could
have
said.
No,
you
all
cannot
see
each
other,
that's
a
conflict.
O
You
worked
with
us
and
you
likely
you
liked
my
wife
better
so,
which
is
okay.
I
mean
I,
have
lots
of
threats
if
I
messed
it
up,
I
was
history.
I
would
not
have
been
chief
for
15
years.
If
I
had
messed
that
up
but
bless
her
heart,
she
is
she's
taught
me
a
lot.
I
mean
one
thing:
I
had
that
I
didn't
have
a
real
good,
strong
knowledge.
I
was
finance
and
obviously
Mary.
Marrying
the
auditor
helped
me
a
lot
with
that
and
she
kept
me.
O
She
kept
me
in
doing
things
the
right
way,
so
great
staff
I
have
staff
members
here.
I
had
I
think
maybe
chief
Tony
Hadley,
but
three
deputy
Chiefs
Mike
Streep.
Our
business
manager
has
been
tremendous
help
and
then
the
new
Phyllis
coffee
it
was
mine.
Who
was
my
assistant
for
years
now
at
my
assistants,
it's
sergeant,
Josh
met
her
so
remembers
and
I
am
get
his
number
it.
O
If
you
need
stuff
from
chief's
office,
call
him
he's
gonna
start
he's
gonna
start
taking
care
of
those
things
now
he
might
be
there
a
little
bit
more
because
he
doesn't
shop
as
much
as
Phyllis
did
at
lunch
time.
So
anyway,
you
know
it's
just
it's
it's
a
great
staff
and
it's
just
a
great
community.
So,
thank
you
all
very
much
for
the
kind
words
I've
never
taken
any
of
your
trust
or
any
of
those
things
for
granted
over
the
years
and
and
for
you
to
say
those
things
are
very
meaningful
to
me.
O
Okay,
so
I
do
want
to
first
thank
Doug
and
his
staff
I
mean
always
such
a
great
working
relationship
and
working
through
issues
and
things,
and
they
do
such
a
great
work.
We.
We
really
appreciate
that.
Okay,
our
first
our
mission
statement
remains
the
same.
It's
the
mission
of
the
police
department
is
to
provide
public
safety
services
and
promote
a
safe
environment
and
less
than
the
fear
of
crime
to
the
to
the
Oakland
City
community.
O
O
And
so
you
break
it.
Excuse
me,
you
break
that
down
and
you
can
see
where
the
majority
of
our
our
funding
comes
from
general
fund
sales
tax.
The
majority
of
that
is
salaries.
We
have
police
sales
tax,
which
is
a
dedicated
sales
tax,
was
passed
back
in
the
80s
late
80s,
so
we
have
a
police
sales
tax.
It's
dedicated
to
police
and
I
know
Fire.
Has
that
also,
then
you
have
our
nine
one
communication
system
and
some
smaller
categories.
O
So
we've
added
two
just
to
help
manage
that
we've
added
two
police
dispatch
ones
to
address
increased
workload.
Our
crime
information
unit
is
our
unit
that
takes
calls
on
warrants
and
things
like
that
and
that's
increasing
and
so
we're
expanding
that
unit.
We're
also
we've
added
a
firearms
examiner
to
investigations.
O
Farms
really
qualified
firearms
examiner's
are
few
and
far
between
it's
very
hard
to
fill
those
positions.
We've
had
a
backlog
of
our
firearms,
we're
we
get
more
and
more
firearms
every
year,
more
and
more,
and
we
try
to
examine
as
many
of
those
as
we
can,
because
we
can
at
many
times
we
can
clear
crimes
just
by
examining
those
firearms
actually
shooting
them
and
getting
ballistics
off
of
them,
and
we
can
clear
crimes,
even
though
we
make
we
know
the
guns
used
and
at
some
point
we
can
figure
out
who
it
is
it's
evidence.
O
So
it's
really
essential
that
we
do
that
with
the
number
of
fires,
we're
getting
we're,
adding
a
quality
assurance
specialist
to
our
911
I've
been
wanting
to
do
this
for
years,
so
I'm
glad
to
be
able
to
do
it
on
my
last
year
on
my
way
out.
So
this
really
adds
that
somebody,
the
checks,
are
actually
hoping
to
make
it
more
efficient
because
they
actually
are
proactive
and
looking
at
calls
that
come
in
to
911,
see
if
our
dispatchers
are
handling
them
appropriately.
O
We're
hoping
it'll
cut
down
on
complaints,
we're
hoping
that'll,
be
just
a
better
checks
and
balance.
It's
basically
an
ongoing
audit
of
our
dispatchers
to
make
sure
they're,
giving
the
right
information
and
handling
handling
calls
appropriately.
So
we're
going
to
add
a
three
computer
forensics
specialist
to
conduct
examinations
of
digital
electronic
media
devices.
We
actually
used
to
have
sworn
person
people
in
that
position
that
did
those
investigations
and
work
it's
harder
to
keep
them
in
there
with
promotions,
and
things
like
that.
O
So
we
actually
are
converting
those
over
to
two
non-sworn
positions,
so
we're
so
we're
adding
those
ads
to
crime
scene
investigators
to
conduct
an
issue.
Initial
Criminal
Investigations
on
non-emergency
calls.
Those
are
the
the
CIS
positions
that
we
hire:
we're
hiring
people
out
of
college
with
college
degrees
we
used
to
have
police
officers
in
those
positions.
We
found
that
those
persons
that
want
to
make
a
career
that
are
much
more
efficient.
They
really
provide
better
reports,
they're
more
excited
about
doing
that.
Work.
O
Officers
at
some
point
get
tired
of
doing
that
type
of
work,
and
so
we
really
feel
like
it's.
It's
been
a
great
program,
so
we're
adding
that
we,
that
is
also
were
sworn
positions
and
we're
actually
converting
those
to
non-sworn
and
we're
doing
that
through
attrition
that
we
agreed
on
quite
a
few
years
back
with
the
after
order
police.
So
we
add
to
police
service
technicians
and
to
police
dispatchers,
provide
coverage
at
Will,
Rogers,
World,
Airport,
they're,
really
wanting
to
improve
the
flow
of
traffic.
O
If
you've
been
down
on
the
bottom
low
traffic,
when
flights
come
in,
they
want
to
add
additional
personnel
to
that.
The
trust
is
actually
funding
that
so,
as
you
can
see,
here's
our
budget
and-
and
you
can
see
and
I-
think
I-
think
the
city
manager
had
referenced
it
earlier.
You
can
see
between
2018
or
our
think.
Maybe
Doug
did
2018
to
2019.
You
can
see
a
really
spike
in
our
budget.
That's
because
of
the
hundred
and
twenty
nine
positions
that
you
had
added
and
again
those
those
positions
aren't
all
filled.
O
Currently
we
currently
just
to
give
you
an
idea.
We
have
a
thousand
seventy
five
officers
right
now
we
had
it.
We
had
about
a
thousand
forty-four
when
you
added
129
positions.
I
didn't
keep
in
mind.
We
have
to
fill
positions
through
attrition
if
somebody
retires
so
we're
or
we
try
to
fill
those
positions
that
also
fill
those
at
it.
Those
new
positions
that
you
added
it
does
take
some
time,
but
we're
hoping
to
have
all
those
filled
by
at
the
end
of
2020.
O
That
means
we'll
have
all
of
our
vacancies
and
then
all
the
129
that
you've
added
to
the
department.
Currently
we
we
have
authorized
twelve
hundred
and
thirty-five
again
we
have
a
thousand
seventy-five.
Currently
we
have
77
in
a
recruit
class.
So
if
you
had
those
77,
the
total
number
of
officers
we
have
right
now
is
going
to
be
1152
so,
and
so
that
put
that
puts
you
but
70
something
or
80
something
short
of
of
what
we
added
and
so
again
we're
having.
We
have
the
largest
class
we've
ever
had.
O
We
have
63
in
a
class
right
now
we
did
a
lateral.
This
we
had
14.
We
don't
think
that's
going
to
work
out
that
well,
so
we
probably
won't
do
that
again,
but
at
least
for
right
now,
we'll
have
another
big
class,
we're
really
shooting
for
75.
In
the
next
class-
and
we
will
probably
start
doing
some
overlap
so
trying
to
get
those
positions
filled
and
I
think
recruiting
and
training
you're
doing
a
pretty
good
job
of
that,
so
the
distribution
of
personnel,
as
you
can
see,
you've
got
a
slide
up
there.
O
O
Okay,
one
of
our
results,
one
of
our
issues
and
our
results
for
our
issues:
greater
need
for
police
presence
and
services.
Of
course,
we've
had
that
for
quite
some
time,
because
we
we
have,
we
had,
we
have
had
a
need
for
added
personnel
and
the
goal
is
by
2020.
Police
presence
and
services
will
adequately
increase
while
maintaining
the
level
of
core
services
citywide,
and
we
kind
of
gauge
that
by
well.
We
don't
kind
of
we
gauge
that
through
the
survey
that
the
city
does
one
of
the
questions
on
the
surveys
feel
safe
citywide.
O
You
can
see
in
2017
the
survey
showed
53
percent.
Our
benchmark
has
been
55
percent
since
2000
and
2005.
When
the
survey
started,
we
used
that
as
a
benchmark
when
we
started
the
surveys
back
in
2005.
Well,
we
didn't
start
surveys.
There
we
started
LFR
back,
then
it
was
55
percent,
so
you
can
see
in
1753
percent.
We
fell
off
in
2018
to
50
percent
and
again
our
target
is
55
and
it's
going
to
go
up
and
down.
O
Some
we'll
see
what
the
next
survey
shows
and
hopefully,
with
the
added
positions
and
more
people
on
the
street.
It
will
help
that.
That's
that's!
Theoretically,
that's
the
hope,
satisfied
or
very
satisfied
with
the
quality
of
police
service
has
pretty
much
maintained
the
same.
It
was
70
with
72
percent
when
we
set
the
target
years
ago-
and
it's
been-
it's
been
71
percent
in
17
and
18.
O
So
greater
need
for
police
presence.
Another
part
of
the
results
is
a
percentage
of
priority.
One
calls
responded
to
within
nine
minutes
and
thirty
seconds
when
to
the
staffing
study,
when
we
did
the
staffing
study
for
the
need
for
police
officers
future
and
present,
we
said
part
of
that
was
how
fast
we
respond
to
priority
calls.
These
are
the
calls
for
service
where
human
life
may
be
in
danger
or
other
things
that
require
us
to
respond
quickly,
so
that
percentage
in
fiscal
year
18
was
fiscal
year.
O
18
was
73
percent
for
19,
as
as
of
march
19th.
It
is
73
percent.
Our
goal
is
80
percent,
so
80
percent
is
a
pretty
lofty
goal.
I
think
it's
it's
something
we
can
accomplish.
As
we
add
more
personnel
to
our
to
our
ranks,
so
part
of
that
also
is
measuring
investigation
clearance
rates,
and
we
can
we
can
play,
compare
that
to
our
national
average
of
other
cities.
So
if
you
look
at
2017
national,
you
see
our
average
four
person.
Client
crimes
is
46
percent
in
2018.
O
Ours
is
45
percent,
so
we're
right
there
on
target
with
the
net
with
the
national.
Now,
if,
if
you
look
at
compare
to
little
cities
for
that-
and
it's
Ritz
only
better
to
compare
ours
to
city
our
size,
because
your
clearance
rates
going
to
be
a
little
bit
less,
it's
about
43
percent,
about
43
and
a
half
and
worse
and
we're
at
45
percent,
so
we're
doing
a
little
bit
better
than
the
cities
that
that
looked
like
s
anyway.
O
Property
crimes
were
not
doing
quite
as
well
of
in
the
average
national
UCR
and
then
also
in
the
comparative
cities
our
size,
because
that
is
17
and
a
half
percent.
So
we're
still
below
that
and
we've
kind
of
slipped
we've
kind
of
slipped.
Some
we've
prioritized
other
areas.
We've
prioritized
domestic
violence,
we've
priorities
as
some
other
person
crimes.
When
you
do
that,
you
move
personnel
out
of
some
of
the
lower.
You
know
you
know,
like
property
crimes
that
it's
not
as
high
priority,
not
that
it's
not
important.
O
O
We
need
them
in
the
field
and
responding
to
calls,
but
we
also
have
a
really
critical
need
of
putting
more
individuals
in
the
investigations
unit,
and
so
there
is
a
plan
to
do
some
of
that,
as
well
as
some
other
areas
and
we
are
adding.
Actually
we
talked
about
family
justice
there
just
a
little
bit
briefly
we're
adding
a
couple
more
detectives
to
the
Domestic
Violence
Unit,
which
is
needed.
They
have
a
pretty
heavy
caseload
strategies
for
four
for
this
issue
of
violent
crime.
O
You
can
see
here
that
if
we
want
to
improve
community
engagement
and
police
presence
in
strategic
areas
using
our
safe
grants,
we've
had
safe
grants
through
the
attorney
general's
office
for
several
years
overall
they've
been
pretty
successful.
We
want
to
continue
our
efforts
to
reduce
crime
through
community-based
programs
to
social
outreach.
That's
proactive
programs!
That's
that's!
Working
with
inner-city
youth,
that's
working
with
inner-city
issues,
our
cadet
program,
our
fact
program,
our
truancy
program,
which
has
been
very
successful
working
with
the
Oklahoma
City
Public
Schools.
We
have
our
new.
We
have
a
new.
O
You
know
leadership
program
working
with
the
courts,
the
our
programs
with
the
courts
right
now
and
trying
to
get
low-level
juveniles
that
have
been
involved
in
crime,
first-time
offenders
into
some
of
our
programs.
The
the
JIP
program
or
juvenile
intervention
program
has
worked
really
great.
It's
provided
a
service
to
our
municipal
courts
and
really
really
try
to
get
at
kids
before
they.
They
they
get
into
more
trouble
and
it's
been
very,
very
successful.
O
O
Since
the
beginning
of
it,
I
mean
I.
Think
it's
what
lat
three
or
four
years
we've
had
it.
We've
received
funds
every
year.
Our
proposals
have
been
well
received
by
the
attorney
general's
office.
This
one
is
the
South
Oklahoma
City
grant
and
it
encompasses
an
area
southwest
29th
at
southwest
16th
and
South
May
Avenue
to
the
South
Walker,
and
really
you
can
see
here
as
a
result
of
some
of
our
efforts.
It's
a
combination
of
multitude
of
efforts.
O
We
do
have
some
Patrol
some
overtime
programs
than
that,
but
we
also
do
some
proactive
things:
door-to-door
talking
to
the
citizens
finding
out
what
their
concerns
are.
Not
only
does
it
help
with
community
relations,
but
it
also
identifies
what
their
concerns
are.
Sometimes
the
biggest
sometimes
their
biggest.
Prime
concern
is
that,
as
the
tall
weeds
across
the
street
and
they're
worried
about
people
hiding
in
the
weeds.
Well,
we
can.
We
can
help
that
by
working
with
the
city
to
get
those
cut
that
might
be
their
concern
or
it
may
be
speeding.
O
It
may
not
be
the
gang
member
two
doors
down,
but
it
may
be
that
also,
and
why
doing
what
we're
doing
getting
out
of
the
car
and
talking
to
everybody
in
the
neighborhood?
It
empowers
them
to
talk
to
us
and
makes
them
more
at
ease
to
talk
to
us
because
they're
not
calling
us
and
getting
identified
by
anybody
else.
The
neighborhood
is
the
one
that
may
have
what
they
miss
them
off.
So
we
talked
to
everybody
than
everybody.
O
They
can
blame
everybody,
and
so
I
mean
it
kind
of
empowers
them
does
wonders
for
us
for
community
relations
and
all
and
for
the
officers
it
you
know
it
reaches
out,
especially
the
minority
communities.
It
helps
the
officers
realize
that
they
really
do
like
us,
and
they
really
do
want
our
help
and
they
find
that
out
pretty
quickly.
So
you
can
see
here.
O
It
really
has
been
a
benefit
in
those
areas
in
reducing
some
of
the
crime,
and
these
are
our
how
they're
identified
as
high
violent
crime
areas.
That's
what
the
target
is
and
that's
what
the
purpose
is
of
these
grants.
So
we
think
it's
been
very
successful
and-
and
hopefully
we
can
continue
that,
hopefully
those
grants
will
keep
coming
through
the
state
we
will
keep.
We
will
keep
it.
You
know
like
we
will.
O
We
will
continue
to
give
our
applications
to
the
state
in
hopes
of
getting
that
we'll
stop
doing
that
as
long
as
they're
giving
out
the
money
we
evaluate
our
program
through
you,
co.
U
co
school
of
Criminal
Justice
Center.
There
we
contract
with
them,
because
we
have.
We
have
an
independent
evaluation.
This
isn't
us
evaluating
our
own
program.
This
is
you
co
evaluating
us
as
an
independent
that
they
provide
us
with
a
report
on
how
we're
doing
so
any
report
we
do
on
this
is
not.
Is
it
self-serving?
It's?
Actually.
It's
done
independently.
O
So
violent
crime
reduction
here
you
can
see
across
the
city
and
the
different
divisions
where
the,
where
some
of
the
they
crisscross
some
of
our
violent
crime
we
use
viper
zones.
Viper's
owns
our.
We
use
those
overtime,
pay
overtime
officers
to
put
more
officers
into
those
areas
where
there's
a
violent
crime.
The
overtime
overtime
that's
used
is
funding
they
from
the
new
positions
that
you
have
authorized.
So
you've
authorized
129
positions,
we've
obviously
filled
about,
say
50
of
them.
O
Up
to
this
point,
the
remainder
of
that
we
have
that
money
in
our
budget
and
the
city
manager
has
given
us
authority
to
use
that
money
to
pay
overtime,
to
add
more
officers
in
the
field
until
we
can
get
those
positions
filled,
so
that
money
is
still
being
used
for
police
officers
in
those
areas.
So,
even
though
we
haven't
filled
the
position
now,
once
we
get
those
positions
filled,
the
viper
programs
technically
would
go
away
because
the
because
we
wouldn't
have
the
funding
to
do
that.
O
O
Santa
Fe
is
basically
southeast
and
runs
up
runs
north
up
to
the
Northeast
unit
after
Viper
zone
is
14%
overall
increase.
It's
the
only
area
where
we
actually
had
an
increase,
but
the
number
is
so
small.
The
number
is
like
I
think
we
had
21
additional
crimes
out
of
172,
so
the
small
number
percentage
isn't
is
meaningful.
So
that's
the
only
area
that
you
have
the
increase,
but
the
numbers
are
very
small:
16%
decrease
in
property
crime
so
everywhere,
except
except
that
the
Hefner,
but
after
does
have
the
fewer
of
violent
crimes.
O
The
results
also
for
issue
violent
crime.
It's
by
2020,
the
police
depart,
will
address
the
rise
in
violent
crime
and
gang
violence
by
reducing
the
number
of
aggravated
assaults
citywide
by
five
percent,
and
then
the
number
of
gang-related
deadly
weapon
assaults
by
20
percent.
Now
we,
the
the
5%
this
is
this
is
the
this
is
probably
the
most
negative
thing
about.
O
This
report
is
going
to
be
in
reference
to
aggravated
assaults
and
we're
going
to
show
you
a
chart
and
probably
were
if
I
have
any
concern
over
anything
as
far
as
crime
goes,
it's
going
to
be
in
this
category.
So
when
we
we
started
this,
we
we
picked
5%
and
it
was
the
numbers.
The
numbers
were
fairly.
You
know
they
weren't
too
bad
when
we
started
this,
but
we
still
want
to
continue
to
reduce
it
by
5%
and
I'll.
Show
you
a
chart
next,
and
probably
it's
better.
O
If
I
show
you
that,
but
you
can
see
aggravated
assaults
in
2018,
actuals
was
36
97
in
fiscal
year
2009
today,
at
7
months,
it's
24
76.
At
that
rate,
we're
looking
at
estimate
2019
42
45.
That
number
should
be
concerning
to
everybody
and
and
primarily
because
it's
it's
been
going
up
the
last
four
years,
so
it
is,
it
is
becoming
a
trend
as
a
result
of
that
many
years
and
4245
is,
is
too
many
we're
going
in
the
wrong
direction?
O
Our
target,
as
you
can
see,
there
is
actually
35
12
if
we
based
it
on
a
5%
reduction
over
where
we
started
this
actually
tracking
this
now
the
number
of
gang-related
deadly
weapon
assaults
by
20%
is
to
reduce
it.
So
we've
been
doing,
we've
been
doing.
Okay
with
that,
because
we
just
haven't
had
that
many
I
mean
everybody
thinks
it's
a
lot
of
stuffs
gang-related.
There
are
a
lot
of
gang-related
shootings
but
actual
assaults
where
they
actually
shoot
somebody
and
hit
somebody
or
a
lot
fewer.
So
you
can
see
in
18
we
had
19.
O
We
just
start
tracking
this
a
couple
years
ago
and
created
this
measurement,
so
in
in
2019
for
the
first
nine
months
we
had
14
so
we're
on
track
to
have
the
same
numbers
we
had
last
year.
Our
talk
target
is
actually
15.
So
if
you
look
at
drive-bys
I'll
just
give
you
comparison
now,
a
lot
of
drive-bys
are
related
to
gang-related
shootings
or
they
don't
hit
anybody.
O
So
they're
not
going
to
be
caught
up
in
this
category,
where
they're
actually
an
assault
two
for
it
to
be
assault,
they
have
to
actually
hurt
somebody
and
they
do
do
a
lot
of
shooting,
but
they
don't
always
hit
anybody
which
is
still
dangerous.
Obviously,
but
our
pekin
was
in
2012.
We
had
192
drive-bys
in
2012,
so
last
year
we
had
78.
So
over
the
years
we've
reduced
those
drive-bys
considerably
so
and
we're
kind
of
right
now.
O
Are
the
numbers
look
like
we're
on
track
to
have
about
84,
so
it
would
be
a
slight
increase
over
last
year.
But
again,
if
the
gang-related
shootings
are
there's
not
a
big
number
there,
but
the
number
is
it's
worth
counting
because
we
do
work
our
gang
activity
quite
a
bit.
We
do
want
to
keep
track
of
that.
O
So
our
aggravated
assaults
total
here's.
Here's
the
concerning
here's,
the
concerning
part,
and
it's
really
based
on
the
numbers
that
I
should
that
I
that
I
talked
about
previously,
but
you
know
in
2019,
were
arrested,
we're
going
to
estimate,
so
you
can
see
an
18
we
had
3987,
which
is
a
significant
when
you're
looking
at
500.
More
assaults
aggravated
assaults.
That
is
that's
huge.
O
As
significant
and
I
tell
people
you
know
the
front
page
of
the
paper
would,
at
the
end
of
every
year,
for
the
year
will
be
how
many
homicides
we
have
it's
either
up
or
down.
Everybody
wants
to
gauge
it
by
that,
but
it's
we
shouldn't
be
gauging
about
homicides,
because
that
ebbs
and
flows
that
goes
up
and
down
and
I
can't
I
can't
tell
you
what,
if
it's
going
to
go
down
or
go
up
from
year
to
year
like
because
all
homicide
is
a
is
a
serious
assault
with
the
worst
outcome.
O
All
these
are
all
these
are
potential
homicides
and
so,
and
these
have
been
going
up,
aggravated
assaults
have
been
going
up,
I
think
I.
Think
across
the
country
you'll
see
a
for
awhile
for
the
last
several
years.
They've
had
a
trend
of
them
going
down,
you're
starting
you're,
starting
to
see
them
creep
back
up.
Ours
has
been
creeping
up,
even
while
others
were
going
down
over
several
years
ago.
O
But
it's
it's
it's
something
we
really
have
to
focus
on,
because
this
is
not.
This
is
not
a
good
trend
so
and
and
I'll
you
know,
I
was
sometimes
I,
get
myself
into
trouble
and
cause
large
discussions
that
I
try
not
to
do
it
too
much.
It's
not
as
much
as
I
used
to,
but
firearms.
We
have
a
lot
of
farms
in
this
community
and
the
more
firearms
you
have.
The
more
access
to
the
more
you're
gonna
have
and
there's
studies
out
now
that
actually
show
that
it's
not
anecdotal.
O
It's
not
me
sitting
up
here
telling
you
that
that's
what
I
think,
because,
because
the
gun,
laws
and
more
relaxed
gun
laws
are
more
prevalent
now,
all
across
the
country,
so
there's
actually
long-term.
Better
data
research
they've
had
time
to
research,
those
things
and
the
most
recent
CDC.
The
most
recent
research
really
shows
that
those
those
communities
that
that
that
have
restrictive
access
to
firearms,
that
doesn't
mean
people
don't
have
access.
O
It
just
means
they
make
sure
good
people
have
firearms
I'm,
a
supporter
of
that
of
having
your
being
able
to
own
your
firearm,
but
there's
things
we
can
do,
and
we
should
do
as
far
as
restricting
that,
but
the
communities
that
have
that
have
a
lower
level
have
less
suicides.
They
have
less
de
salts
with
involving
firearms.
It's
just
becoming
a
fact.
Now,
it's
not
so
much
anecdotal,
so
I
feel
more
comfortable,
saying
it
and
people
don't
ask
for
your
jobs
when
I
say
it,
they
don't
ask
for
mine,
I.
O
Think
when
I
used
to
do
that
when
I
first
came
on
I
felt
so
bad
I
felt
so
bad
for
the
cows
one,
because
people
were
wanting
the
councilman
fired
for
something
I
said
so
I've
made
a
lot
of
phone
calls
back
in
the
early
day
saying
it's
not
the
councilman
saying,
and
it's
me
that
council
may
not
even
believe
believe
you
know
agree
with
me
so
I
kind
of
backed
off,
because
I
felt
I
felt
bad
about
that
all
right.
Let's,
so,
let's
look
at
the
jail
population.
O
Now
you
know
you
know
you've
seen
this.
This
is
a.
This
is
a
great.
This
is
just
a.
This
is
great
stuff.
This
is
good.
This
is
just
a
great
trend
because
you're
what
you're
saying
is
you're
saying
both
police
and
courts
working
together.
This
is
judicial
reform.
This
is
it's
about
reducing
the
number
of
people
in
our
jails
and
it's
just
been
a
tremendous
success.
Police
Department,
you
know
we
can.
We
can
take
credit
for
some
of
it,
but
you
have
to
give
just
as
much
credit
to
the
courts.
O
They've
worked
very
very
hard
in
putting
putting
things
like
you
know.
They
have
at
least
eight
II
didn't
see
here:
energy
hearings
per
week
where
they
didn't
I,
don't
know
how
many
they
had,
but
they
had,
maybe
one
or
if
any
at
times,
they've
done
a
great
job
because
we're
putting
less
people
in
they
can't
afford
to
pay,
because
they'll
never
be
able
to
afford
to
pay
and
they're,
not
serious
criminals.
So
you
know
we've
eliminated
arrest
for
failure
to
pay
warrants.
So
if
they
just
fail
to
pay
their
warrant,
we
don't
make
arrests.
O
So-
and
you
know,
that's
there's
a
lot
of
people
like
that
that
can't
afford
to
they're
doing
a
better
job
of
courts
and
it
you
know,
payouts
and
and
really
cutting
down
the
the
actual
fine
for
people
that
can't
pay
if
they
can
pay
a
percentage
of
what
they,
what
they
probably
can't
afford.
We
increase
usage
of
our
PIAA,
which
we've
been
doing
that
for
several
years,
but
we've
also
we've
also
really,
we've
identified
a
lot
of
things
that
we
don't
put
people
in
jail
for
I
mean
we've
had
them.
O
We've
had
them
for
several
years
last
year,
the
council
agreed
to
allow
us
to
reduce
the
penalties
for
just
simple
possession
of
marijuana
which
I
think's.
You
know
it's
what
we
should
be
doing.
We
shouldn't
be
booking
people
in
for
just
minor
possession,
so
that
was
put
in
last
year
that
in
paraphernalia,
which
also
helps
so
you
can
see
the
number
of
people
incarcerated
for
mr.
municipal
charges.
Since
this
fiscal
year
15
is
49
percent,
that's
at
that's
huge
and
the
percent
of
average
are
incarcerated
for
municipal
charges.
O
Per
person
is
down
33
percent,
again
I,
just
like
kudos
to
courts
and
for
the
work
that
they've
they've
done
also
and
working
with
us
and
my
staff
and
coming
up
with
a
lot
of
these
things,
where
we
really
don't
need
to
be
putting
people
in
jail.
For
that
doesn't
mean
we
don't
hold
them
accountable.
I,
don't
believe
in
that
I
believe
that
as
a
judicial
reform,
if
I
just
editorialize
a
little
bit,
judicial
reform
is
about
fairness.
It's
not
about
not
that
making
people
be
responsible.
O
We
have
laws
in
place
because
people
need
to
abide
by
those
laws
so
just
letting
them
off
the
hook
and
not
putting
you
in
jail.
Isn't
we
just
need
to
find
other
ways
to
hold
them
accountable?
That's
more
fair
and
I'm.
A
firm
believer
in
that.
So
a
couple
of
new
things
that
active
shooter
rescue
teams.
Do
we
video.
O
So
what
you
see
here
is
what
you
don't
see
in
a
lot
of
a
lot
of
cities
now
you're
seeing
more
of
it,
but
you
don't
see
it
as
much.
You
see
a
bunch
of
cops
taking
care
of
a
bunch
of
firefighters
and
firefighters.
There
are
there
to
go
in
and
and
render
aid
to
victims
in
mass
shootings.
So
if
we
have
a
mass
shooting,
you'll
have
had
some.
If
a
Richard
can
correct
me
right,
because
we
have
such
a
great
working
relationship
with
the
fire
department
here
and
we
trained
together.
O
This
isn't
the
only
thing
we
trained
on,
but
a
lot
of
firefighters
and
other
communities
and
major
cities
will
not
do
this.
They
won't
do
it
and
you
know
I,
think
they're
starting
to
come
around
some,
but
you
know:
we've
got
firefighters
that
have
trained
with
us
off
and
on
for
different
different
things
on
the
tactical
unit,
an
act,
but
this
active
shooter.
This
is
this
is
incredible,
because
they're
going
in
unarmed,
trusting
us
to
protect
them,
while
we
drop
them
off
if
somebody's
been
shot,
it
is
hurt
and
needs
needs
our
aid.
O
We're
not
waiting
we're
not
waiting
for
everybody
to
have
a
medical
service
go
away
and
the
fire
department's
going
in
to
render
that
now
we'll
go
in
and
render
it
safe,
because
the
suspect
is
that
we
have
to
go
in
and
we
have
to
make
sure
that
suspect
is
contained.
But
once
we
do
that,
we're
not
hanging
around
waiting
for
people
to
suffer
we're.
Bringing
those
firefighters
in
you
know
protected
to
make
sure
that
that
they
can
they
get
medical
help
more
quickly
than
they
used
to
on
these
actor
active
shooter
situations.
O
We
also
start
a
new
system
in
our
active
shooter,
which
is
recon
that
actually
goes
in
before
this
and
actually
goes
in
and
identify
where,
where
victims
may
be,
so
that
they
can
more
quickly
get
to
those
persons.
So
and
those
are
police
they
go
in.
So
the
training
for
our
active
shooter
is
tremendous.
I
have
a
full
confidence
and
I
hope.
We
never
hope.
We
never
need
it,
but
you
know
chances
are.
We
will
and
I
think
we're
as
as
prepared
as
anybody
in
the
country
to
respond
to
that
quickly.
O
Our
patrol
officers
are
the
ones
that
go
out
in
response.
We
don't
want
to
just
stand
around
there,
they're
taught
to
go
in
police
at
Letta,
CLE,
okay
for
Police
Athletic
League.
Again,
it's
probably
I.
Think.
If
you
talk
to
other
cities,
it's
probably
one
of
the
best
in
the
country,
I
mean
we
have
more.
We
have
more
activities
and
more
more
kids
and
stuff
involved
in
it.
You
can
see
in
2019
school
year,
forty-eight
Elementary
School's
thirty-two
hundred
students
participating
in
seven
PAL
sports
programs.
O
Pal
programs
now
include
football
basketball.
You
can
see
all
the
all
the
different
sports
500
teachers,
police
officers,
committee,
volunteers
serving
this
year.
Those
are
volunteers,
those
are
unpaid,
those
are
unpaid
persons,
including
our
own
council
member
Todd,
stone
who's,
just
probably
one
the
best
soccer
coaches
that
ever
lived
I,
I.
G
O
Be
back
you'll
be
back
no,
but
he's
done
that
for
years,
and
we
thank
you
for
doing
that.
But
those
volunteers
are
unpaid,
I
mean,
if
you
think,
of
the
dollars
to
the
city
for
for
going
out
and
working
with
our
inner-city
kids,
we
calculate
the
dollars
one
time.
I
know
Craig
and
I
sat
down
and
went
through
the
dollars.
Years
ago
we
were
over
pal
and
it's
tremendous.
The
dollar
amount
that
the
volunteers
provide
is
just
tremendous,
so
the
schools
are
changing
pathways,
the
the
pathways
to
greatness
plan.
O
It's
going
to
change
some
things
because
you're,
the
fifth,
the
fifth
and
sixth
graduates,
the
ones
that
we
targeted
are
now
no
longer
going
to
be
an
elementary
school
they're
going
to
be
a
middle
school.
So
the
PAL
program
is
moving
to
the
middle
school.
So
when
they're
there
they're
still
going
to
get
the
program
they're
getting
some
of
the
same
programs.
The
program
model
will
not
change
football.
O
Volleyball
basketball,
cheerleading
soccer
will
still
be
available
to
fifth
and
sixth
graders
the
plan
to
offer
up
to
four
teams
per
sport
to
each
of
our
schools,
to
accommodate
the
number
of
students
currently
assessing
PAL
accessing
PAL
program.
This.
This
shift
will
increase
program,
efficiency
between
our
programs
and
the
Oklahoma
City
public,
school
athletics
and
valued
partners
like
field
and
futures,
so
we're
working
with
fields
and
futures
which
is
redoing
all
the
fields.
The
public
school
system
has
been
tremendous
in
having
us
in
there
working
with
us
to
create
these
programs
along
with
the
sports.
O
We
also,
we
also
our
pal
officers,
teach
programs,
you
know
for
character,
building
and
things
like
that,
and
so
it's
not
just
about
playing
sports.
But
it's
about
playing
together
as
a
team
in
sports
and
so
and
I
know
that
the
I
know
Sam
Presti
himself
donated
a
significant
amount
of
money
to
bring
in
the
piece
players
which
he
had
been
involved
in
for
years,
international
group
they
came
in
and
he
he
is
spending
the
money
to
teach
our
coaches,
how
to
interact
and
be
better
coaches
for
those
for
these
programs.
O
So,
and
he's
he's
done
that
personally,
this
is
not
a
thunder.
This
is
you
know.
This
is
a
large
large
donation
by
Sam
Presti
themselves.
I
think
you
did
I.
Do
that
a
cut.
He
did
that
he's
been
doing
that
for
a
couple
of
years
now,
so
we
have
just
so
much
community
support
and
in
that
program
and
again
it's
it's
it's
it's
thriving
Family,
Justice,
Center,
I,
think
y'all
know
how
close
I
am
to
this.
O
So
in
2018
thirty,
two
hundred
sixty
six
adults
served
of
Family,
Justice,
Center
I,
think
overall,
it
was
probably
closer
to
four
thousand,
but
you
also
look
at
this.
Doesn't
this
doesn't
that
three
thousand
does
include
the
thirteen
hundred
children
I?
Think
overall,
now
it's
up
over
six
thousand,
including
including
the
children,
because
most
most
victims
of
violence,
most
women
and
victims
of
violence
have
one
two
or
three
children
and
the
children
are
also
victims
of
violence
also
and
they
need.
They
also
need
our
assistance.
So
we
have
twelve
detectives
and
two
lieutenants
at
Palomar.
O
We
have
two
safety
advocates
there,
but
we're
getting
ready
to
increase
our
detectives.
Caseload
is
tremendously
high.
It's
been
such
a
success,
working
with
all
the
other
agencies,
legal
aid,
partner,
human
services,
mental
health
addiction
like
chance
to
change
it's
there,
there's
so
many
there's
about
28
different
agencies
in
that
in
that
building
right
now,
working
together
to
support
our
families
of
domestic
violence.
Our
hope,
our
Camp
Hope,
is
tremendous.
If
you
ever
get
a
chance
to
go
out
and
see
what
goes
on
there,
I
never
thought
in
a
week's
time.
O
You
could
change
a
kid's
life,
that's
so
damaged
to
somebody.
That's
been
involved
in
domestic
violence.
I
have
seen
it
with
my
own
eyes,
they've
change
in
a
week
and
that
we
provide
that
palomar
provides
ongoing
meetings
access
to
these
kids
of
domestic
violence,
so
that
we
just
don't
leave.
We
don't
have
a
camp
and
we
never
save
again.
They
come
together.
They
also
have
access
to
counselors,
have
access
to
counselors
to
provide
to
those
kids
the
transitions.
Some
of
those
kids
have
gone
from.
First
kid,
I
met.
O
When
I
went
out
there,
the
first
camp
he
was,
he
was
wanting
to
kill
everybody.
We
want
to
stab
everybody
and
he
was
very.
It
was
abuse
child
and,
by
the
end
of
that
week,
I
saw
him.
He
was
serving
everybody
in
the
food
line.
All
he
wanted
to
do
was
serve
and
help
every
kid
in
that
food
line
and
he's
been
to
every
camp
since
and
you
the
change
the
second
year,
I
got
there
because
he
was
hard
to
adopt
because
he
was
out
cutting
out.
He
was
always
from
foster
family
foster.
O
O
So
tremendous
tremendous
program,
crisis,
intervention
team,
our
see
our
CIT
team,
you
know
we've
been
in
existence.
Mt
berry
started
this
when
I
was
the
deputy
chief
and
we've
just
carried
on
his
legacy,
and
it
has
been
a
tremendous
tremendous
program
and
she's
still
surprised
as
it
surprised
me
after
several
years
ago,
whenever
we
had
Ferguson,
we
had
all
the
problems.
The
mental
health
talk
that
major
cities
didn't
have
this
and
we'd
had
it
since
2002
and
we've
improved
upon
that
we've
increased
our
numbers
we
have
now
have.
O
We
do
have
a
second
year
agreement
with
bilkul
acquire
mental
health,
but
to
add,
we
have
one
full-time
police
officer
that
actually
works
with
service
providers
and
they
go
out
with
a
service
provider.
They
knock
on
a
door
because,
if
somebody
hasn't
shown
up
for
their
medication
and
like
they're
supposed
to
they
haven't
made
their
counseling,
our
officer
goes
to
the
door
with
a
service
provider
knocks
on
the
door.
That
says:
where
have
you
been
you
haven't?
You
haven't
picked
up
your
medication.
O
Can
we
take
you
to
get
your
that
we
will
transport
them
to
get
their
medication,
and
these
are
people
we've
identified
that
are
chronic
and
that
call
our
officers
are
taking
a
call
after
call
after
call,
this
has
reduced
our
calls
for
service.
One
house
can
numerous
calls
in
a
month
has
reduced
that
one
person
that
used
to
come
here-
quite
often
I,
don't
say
his
last
name.
His
first
name
is
Roy,
who
used
to
come
here.
Quite
often
I
think
you
know
him
is
in
this
program.
He
hasn't
been
to
council
has
it.
O
He
has
not
been
here
and
I
was
wondering
where
I
was
and
I
didn't,
even
know
this,
but
he's
in
this
program
and
I
and
and
talked
to
him
on
the
phone,
and
he
is
he's
a
success
story
in
this
program.
We're
also
we're
doing
a
the
department.
Mental
health
has
a
they
had.
They
had
some
projects
in
other
counties
and
I've
talked
to
Terry
White,
because
it
was
a
really
neat
idea
and
she
got
a
grant.
O
So
we're
gonna
provide
158
iPads
to
all
of
our
CIT
officers
so
that
they
can
do
they
can
actually
do
services
on
the
spot.
With
the
iPad
and
the
service
provider
we
may
not
have
to
transport,
they
can
make
a
decision
whether
this
person
needs
to
be
admitted
whether
they
would
take
this
person
or
whether
this
person
needs
to
be
taken
to
the
hospital.
So
in
many
way,
in
many
cases,
this
person
we
will
be
able
to
they'll
be
able
to
evaluate
this
person
while
we're
standing
there
on
this
iPad.
O
So
we're
going
to
have
connection
to
the
service
providers
via
the
iPad
so
and
they're
funding.
All
that,
it's
a
grant.
We
don't
have
them
in
place
yet,
but
grants
been
funded
and
we
will
we
will
be
able
to
and
every
one
of
our
every
one
of
them
will
have
access
to
that.
As
I
said,
it's
expected
to
decrease
on
call
time
for
initial
crisis
assessments,
so
our
new
record
management
system-
again
it's
I
mentioned
it.
Briefly.
It's
been
the
years
of
the
making
our
staff
IT
I'm,
telling
you
it's
from
you.
O
Last
Wednesday
we
we
went
live
with
our
new
LMS
system
because
our
old
ones
been
existence
for
30
years,
or
so
we
thought
it
would
crash
25
years
ago,
but
it's
the
new
this
new
rms
system,
the
company
that
came
in,
have
had
people
here
for
when
we
turned
it
on
we
kind
of
had
a
war
room
to
kind
of
to
kind
of
you
know
his
problems
were
happening.
We
would
fix
that
they
have
they.
They
commented
about
our
group
of
individuals
with
this
city.
O
They
said
you
have
got
the
best
people
in
IT
of
any
city
they've
ever
seen
than
the
way
we've
done
this.
The
way
we
put
this
together,
it
has
been
the
smoothest
transition
with
the
fewer
problems
than
any
place.
They've
ever
been.
In
fact,
they
said
from
now
on
they're
going
to
recommend
the
way
we
do
it
to
other
cities
that
were
going
to
implement
that
same
thing.
So
your
IT
IT
people
officers
that
I
have
an
IT
have
been
working
on.
It
had
one
captain
he
was
he
was.
O
He
was
temporarily
assigned
seven
years
ago
and
he's
still,
but
he
he's
it's
finally
coming
to
fruition.
So
just
just
tremendous
job,
they've
done,
you
should
be
very
proud
of
the
city
staff.
So
now
the
RMS
system,
the
one
thing
he's
going
to
do,
it's
going
to
it's
going
to
count
Prime's
differently,
so,
for
instance,
for
instance,
if
you
get
if
you
get
a
break-in,
so
if
you
have
a
if
you
have
a
right
now,
if
you
were
to
have
a
burglary
and
there's
two
crimes
have
been
committed.
O
If
you
have
a
burglary
and
then
you
also
have
an
assault,
then
then
the
greater
the
greater
crime
would
be
captured
and
we
were
report
that
which
would
be
the
Olivia
if
it's
a
serious
assault
would
be
a
serious
assault
that
would
be
captured.
You'd,
never
see
the
burglary
in
the
crime
stats.
Now
you're
going
to
see
every
single
crime,
you're
gonna,
see
burglary,
you're,
going
to
see
serious
assault.
O
You
may
see
the
burglary
or
a
rape,
the
rape,
the
rape
used
to
be
counted
and
the
burglary
wouldn't
you're
gonna
see
all
of
them,
so
don't
be
shocked.
If
you
see
well,
we
got
more
crimes
this
year,
we're
counting
more
now
what
they
do.
Is
they
convert
that?
Because
UCR
is
a
national
crime
statistics
which
the
di
does
what
what
what
the
state
does
when
we
report
that
as
they
convert
all
that
back
into
you
see
our
report
to
the
state,
because
you
comparisons
are
made
across
the
across
the
United
States
by
UCR.
O
Not
everybody
has
neighbors
not
this
is
I,
mean
the
standard
everybody
supposed
to
go
to
the
standard.
I
keep
bumping
it
up
like
2022.
We
already
have
it
with
our
new
system,
some
major
cities
have
it
a
lot
of
cities.
Don't
smaller
cities
can't
afford
it?
They
never
have
it.
So
the
comparison
has
to
still
be
converted.
Ucr
for
right
now,
but
you're
going
to
swear,
go
still
be
reporting
data
with
with,
under
the
cyber
sits
a
you
know,
standard
system
that
we
reported
I
mean
you're
gonna,
get
a
lot
more.
O
Your
see,
statistics
a
little
different.
So
in
five
years
we
will
really
be
able
to
C
be
able
to
compare
those
same
numbers,
but
it's
going
to
take
a
while
to
get
there.
So
people
might
be
saying
crimes
going
up
in
this
area
significantly
when
actually
it
wasn't
counted
correctly
in
the
first
place,
so
it's
going
to
take
a
while
to
get
there.
Our
blue
team
and
I've
been
here
up
here.
O
Long
blue
team
and
I
Pro
blue
team
was
just
a
a
software
system
that
really
helps
our
managers
actually
track
tasks
and
do
tasks
and
inter
stuff
into
those
that
you
can
see
our
blue
team,
the
data,
the
entry,
administrative
investigations.
So
if
we
get
a
complaint,
we
do
administrative
investigation.
It
traps
all
that
one
of
the
issues
that
I
always
had
is
I
can't
I,
couldn't
just
go
in
there
and
see
how
many
complaints
we've
had
in
all
the
other
divisions.
You
know
because
it's
we
just
it
was
too
much
information
this
now.
O
It's
all
entered
they
traffic
citizens,
complaints,
use
of
force
incidents
when
our
attorney,
when
Rick,
Smith
or
Amanda,
says
I,
need
the
stats
of
how
many
you've
had
this
year
within
the
last
three
years.
Boom
will
hit
a
button
and
you'll
get
it
much
more
quickly.
So
this
this
system
is
going
to
be
tremendous
and
our
use
of
force
attracts
our
use
of
forces.
Better
de-escalation
reviews
our
vehicle
pursuits.
We
track
all
those.
Now
we
do
a
lot
of
it
by
hand.
O
Now
we
do
enter,
though
the
data,
but
all
of
it
now
will
be
entered
by
supervisors
and
it'll,
be
real-time,
so
we'll
have
that
information
more
quickly
and
then
officer-involved
collisions,
so
the
blue
team's.
It's
if
there's
a
lot
of
other
things
we
can
use
it
for
and
on
that
that
it'll
it's
going
to
be
it's
going
to
be
evaluated.
For
that
thanks.
Thank
you,
that's
alts
left
appreciate
it.
Thank
you
for
all
the
comments.
Thank
you
for
the
privilege
of
being
chief.
O
E
P
So
good
morning,
vice
mayor
council,
please
it
free
opportunity
this
morning
to
present
the
FY
2008
for
the
public
transportation
and
parking
department,
we'd
like
to
take
a
minute
just
to
recognize
a
couple
of
staff
that
were
very
helpful
in
preparing
the
budget
presentation
and
the
overall
budget
document.
We
have
Melissa
Rousey
here,
she's
our
financial
services
manager,
as
well
as
Michael
Scroggins,
here,
who's
working
the
technology
and
also
we'd
like
to
thank
the
Budget
Office
for
all
their
help.
Getting
at
getting
us
to
this
point.
P
So
our
mission
is
to
provide
public
transportation
and
downtown
parking
services
to
the
residents
and
visitors
of
the
greater
Oklahoma
City
area,
so
they
can
experience
friendly,
convenient,
safe
and
affordable
transit
and
parking
services
and,
in
addition
to
managing
downtown
parking,
we
are
a
multimodal
transit
agency
and
extremely
pleased
with
the
ability
to
add
an
additional
mode
of
transportation.
This
year
with
the
launch
of
the
Oklahoma
City
streetcar.
P
Looking
back
at
what
we've
done
this
year
with
the
resources
provided
by
Council
in
our
budget,
we've
had
a
very
busy
year.
We
started
our
fiscal
year
with
the
addition
of
an
additional
night
route
route
22,
which
serves
Martin,
Luther,
King,
all
the
way
up
to
63rd
Street,
connecting
Metro
tech,
the
zoo,
Remington,
Park,
Oklahoma,
City,
County,
Health
Campus,
that's
up
there,
and
so
we
continue
that
incremental
improvement
on
night
service.
P
We
finished
a
big
capital
improvement
project
with
the
Sheraton
Walker
parking
garage,
I'm,
sure,
you've
driven
by
the
location
you've
seen
the
mural
on
the
outside
of
the
building.
We're
really
pleased
with
how
the
mural
turned
out,
but
the
capital
project
was
much
more
involved
in
that
we
ended
up.
P
We
had
a
great
opening
weekend
again,
just
as
a
reminder
that
February
or
I'm
sorry
that
Friday
Saturday
and
Sunday,
we
provided
over
20,000
passenger
trips
during
our
opening
weekend
and
then
in
January
another
huge
day
for
us,
January
27th,
the
launch
of
Sunday
bus
service
in
Oklahoma
City.
You
can
see
a
familiar
face
down
there
on
the
bottom
right
and
we
appreciate
all
the
support
from
Council
and
the
Board
of
Trustees
and
helping
bring
that
Sunday
service
to
fruition.
So
what
are
people
saying?
P
We
got
a
couple
of
survey
results
to
share
with
you,
and
this
is
the
this
is
data
from
the
important
the
importance
satisfaction
index
that
is
shared
with
Council
by
the
consultant
that
does
the
resident
survey
each
year.
So
you'll
probably
be
familiar
with
this
information,
but
just
as
a
reminder,
you
know
when,
when
residents
are
asked,
you
know
what's
important
to
them
and
what
their
satisfaction
levels
are.
We
all
know
the
condition
of
city
streets
is
by
far
the
most
important
thing
that
comes
to
light
in
that
resident
survey.
P
It's
also
one
of
the
areas
where
there's
the
least
amount
of
satisfaction,
and
so
that
translates
to
that
important
satisfaction.
Ranking
of
that
being,
you
know
first,
so
how
does
that
translate?
Or
how
does
that
work
for
public
transit
when
you
follow
that
same
methodology
down
to
public
transportation
in
terms
of
important
satisfying
satisfaction
rating,
we're
number
three
on
the
list,
so
twenty
four
percent,
almost
a
quarter
of
the
respondents,
believe
the
public
transportation
is
important.
P
Only
twenty
percent,
or
about
one
in
five
are
satisfied
with
where
it's
at
so
again,
I
think
the
incremental
improvements
and
the
resources
that
have
been
provided
to
public
transit
are
certainly
in
line
with
resident
expectations.
We
also
do
a
customer
survey
each
year
to
find
out
how
we're
performing
with
our
customer
base
those
that
actually
use
our
system
and
over
here
on
the
left,
you
can
see
survey
results
from
February
of
2019.
We
just
wrapped
this
survey
up.
P
We
received
a
70
per--
70%
of
the
respondents
indicated
they
were
either
very
satisfied
or
satisfied
with
the
embarked
bus
service
and
one
of
the
things
we're
really
pleased
with
this
year,
especially,
is
the
very
satisfied
category
there.
Where
we
have
36
percent
of
the
respondents,
saying
they're
very
satisfied,
that's
the
highest
percentage
of
very
satisfied
responses,
we've
received.
In
fact,
you
have
to
go
all
the
way
back
to
2015.
When
we
had
just
launched
our
our
system
realignment
to
even
come.
You
know
to
come
close
to
that,
and
even
then
it
was
30
percent.
P
So
we're
really
pleased
with
the
results
there.
We
also
always
ask
our
customers
what
kind?
What
kind
of
improvements
would
you
like
to
see
in
the
transit
service-
and
you
can
see
here
by
looking
at
the
the
numbers
and
the
the
bar
graph
on
your
right-
that
more
weeknight
buses
running
until
midnight,
so
more
night
service
and
more
more
frequent
service
on
the
weekends
are
really
the
top
two
things
that
that
our
customers
are
looking
for,
but
really
followed
very,
very
closely.
I'd
say
a
close.
P
P
We
update
that
on
a
regular
basis
and
one
of
the
most
helpful
things
I
think
for
us
as
a
department
through
that
strategic
business
planning
process
is
identifying
our
issues
and
the
issues
are
really
the
major
challenges
that
are
facing
the
department
in
the
coming
years,
and
so
we
get
an
opportunity
as
a
planning
team,
to
recognize
those
and
figure
out.
How
are
we
going
to
deal
with
them
before
they
become
unmanageable
issues,
and
so
for
us,
we've
really
narrowed
it
to
four
areas
of
focus
or
four
issues.
P
The
first
one
really
speaks
to
the
the
health
of
our
assets
and
equipment
or
our
state
of
good
repair.
The
wellness
or
well-being
of
our
employees
ties
directly
to
our
ability
to
develop
our
workforce.
We
want
to
grow
in
a
manner,
but
we
want
to
grow.
We
want
to
grow
in
such
a
way
that
it's
sustainable
and
then
really
any
attempt
to
deliver
to
successfully
deliver
parking
or
transportation
services
has
to
be
built
on
the
relationships
that
we
have
within
the
community,
so
that
rounds
out
our
fourth
area
of
focus.
P
So
we'll
look
at
each
one
of
these
in
a
little
bit
of
a
detail
again
to
give
council
some
context
on
two
and
two
what
we
hope
to
accomplish
and
plan
with
the
proposed
budget.
So
the
first
one
here
that
we'll
look
at
is
our
state
of
good
repair
and
just
wanted
to
take
a
minute
to
recognize
our
employees
that
maintain
our
fleet
and
our
facilities
we've
done
and
with
our
staff
we've.
In
my
opinion,
we've
done
a
remarkable
job
in
being
able
to
bring
a
lot
of
the
repairs,
particularly
for
our
bus
fleet
in-house.
P
We
very
rarely
have
to
send
anything
off-site
to
have
repaired
anymore,
and
so
again
that
speaks
to
I,
think
the
quality
of
our
staff
and
the
expertise
of
our
mechanics
and
keeping
in
mind
too
that
most
of
these
individuals
work
during
the
middle
of
the
night
in
order
to
have
buses
ready
to
go
by
4:00
and
5:00
o'clock
in
the
morning.
So
you
guys
are
obviously
welcome
to
come
tour
the
facility
at
any
time,
but
I
will
tell
you.
P
The
maintenance
facility
during
the
day
is
a
little
empty
because
everybody
works
in
the
middle
of
the
night.
So
looking
at
some
specific
items
related
to
the
state
of
good
repair,
I
am
a
police
report
that
the
age
of
our
fleet,
our
fixed
route,
bus
fleet
average
age,
is
now
six
point
six
years.
So
that
means
we
have
no
buses
that
are
operating
past
their
useful
life
and
it's
really
a
tremendous
improvement
from
where
we
were
just
a
few
years
ago.
P
In
fact,
when
I
presented
the
budget
in
FY
16,
we
were
actually
looking
at
18
buses
or
31%
of
our
fleet.
That
was
passed.
It's
useful
life
and
useful
life
on
a
heavy-duty
transit
bus
as
12
years,
and
so
you
can
imagine
the
condition
of
a
bus
after
12
years
and
then,
if
you're
running
it
past
those
12
years.
P
It's
certainly
not
the
best
experience
for
the
customer,
and
eventually
your
maintenance
costs
start
catching
up
with
you
so
again,
through
some
competitive
grant
programs,
the
support
of
the
council,
the
support
of
the
coppa
board
of
trustees
with
our
capital
plan.
We've
really
been
able
to
make
a
dent
in
improving
the
condition
of
our
fleet.
I
also
want
to
mention,
shelters
and
stop
improvements,
and
this
is
a
big
issue
for
us.
It's
a
priority.
P
We
work
on
it
to
the
extent
that
resources
and
and
staff
expertise
allow
within
this
last
fiscal
year,
we've
actually
improved,
38
different
stop
locations
and
we've
installed
22
new
shelters
and
when
I
say
a
stop
improvement,
that's
basically
a
concrete
pad
some
type
of
connecting
sidewalk
and
in
a
lot
of
cases,
maybe
an
ad
a
curb
cut,
and
this
is
really
an
opportunity
to
thank
the
Maps
office
and
Public
Works
for
all
they
do
to
support
our
bus
stop
improvement
program.
As
you
know,
Maps
has
built
a
lot
of
sidewalks
public
works.
P
We
coordinate
with
their
project
managers
and
we
work
through
these
lists
of
shelter
and
bus,
stop
improvement
locations
and
we
just
really
couldn't
couldn't
do
it
without
them.
In
fact,
we
have,
in
addition
to
what
you
see
on
the
slide.
We
have
18
more
locations
in
process
for
improvement
with
another
23
shelters
that
we'll
be
installing,
and
so
that
will
round
out
this
current
phase
of
bus,
stop
improvements
that
we're
working
on
and
then
moving
into
next
year.
P
Our
plan
is
to
be
at
least
that
aggressive
or
more
and
continuing
to
add,
shelters
and
improve,
stops
and
then
just
quickly,
I'll
mention
a
signage
project
that
we
have
on
the
off
street
parking
side
of
our
operations.
This
is
a
rendering
of
what
a
public
parking
sign
would
look
like
attached
to
the
Arts
District
Garage.
It's
the
same
type
sign
that
we
have
currently
attached
to
the
Sheridan
Walker
garage
and
we're
doing
this
for
mainly
to
create
awareness
of
the
amount
of
public
parking
that
is
in
the
downtown
area.
P
I'll
speak
later
about
a
parking
study
that
we
have
begun
and
in
talking
with
some
of
the
stakeholders,
as
we
started
that
parking
study,
you
know
we
shared
this
concept
of
publicizing
the
the
public
parking
and
we
received
a
lot
of
support
for
that
because
business
owners
still
here,
you
know
when
people
come
downtown
that
you
know
folks,
don't
think.
There's
enough
parking-
or
they
don't
know
where
to
park
in
a
lot
of
cases,
they
may
not
know
they
can
even
park
in
one
of
our
public
parking
garages.
P
So
we
really
think
this
will
help
alleviate
that
myth.
That
I
think
exists
that
there's
no
parking
downtown
so
on
the
next
slide
here.
This
is
moving
into
our
area,
focus,
wellness
or
workforce
development
and
I
love
the
picture
here.
This
is
a
three
of
our
operations.
Staff
members
and
two
of
those
individuals
just
recently
have
been
promoted
to
supervisor
positions.
P
So
in
terms
of
developing
our
workforce,
young
lady
on
the
left
there
and
the
gentleman
on
the
right
are
both
now
route
supervisors
having
started
with
us
as
bus
operators,
but
our
real
focus
this
year
with
workforce
development
was
hiring
and
retaining
employees
with
the
addition
of
Sunday
bus
service.
We
had
two:
we
had
new
additional
bus
operator
positions
to
fill.
We
had
some
mechanic
positions
to
fill.
P
We
had
service
worker
positions
to
fill,
because
now
that
we're
a
7
day
operation,
we
actually
had
to
add
a
shift
and
we
had
to
fill
additional
bus
operator
positions.
So,
in
order
to
do
that,
we
had
to
be
pretty
aggressive
and
pretty
strategic
on
our
hiring
since
December
we
actually
hired
38
new
employees
and
our
current
vacancy
rate
for
bus
operators
is
two
and
a
half
percent.
P
So
that's
pretty
remarkable
for
us
in
terms
of
being
able
to
fill
bus
operator
positions
and,
if
ever,
but
if
anybody's
ever
had
to
recruit
operators
or
drivers,
particularly
ones
with
commercial
driver's
license.
You'll
know
how
how
hard
that
you
know
that
segment
of
the
workforce
is
to
to
attract.
One
of
the
things
I
want
to
mention
is
an
innovative
approach.
P
We
took
this
year
to
trying
to
fill
particularly
those
bus
operator
positions,
and
this
was
an
idea
that
really
originated
within
our
safety
and
training
department,
and
that
was
providing
free,
CDL
classes
to
the
community
on
Saturdays.
So
what
we
would
do
is
we
would
publicize
through
Michael
and
his
team
social
media
and
some
paid
advertisements
that
we're
doing
these
free
CDL
classes.
We
would
help
an
individual
get
their
permit,
so
that's
preparing
for
the
test
getting
their
permit.
That's
the
first
step
of
the
CDL
process.
This
was
really
beneficial.
P
Two-Fold
is
one:
it
got
people
in
the
door
where
we
could
talk
to
them
about
our
organization
and
it
also
kind
of
helped
us
be
able
to
pre-screen
some
people
right
before
they
really
got
into
the
the
whole
application
of
an
interview
process.
So
through
those
CDL
classes,
that
was
really
a
key
in
filling
our
positions.
I'm.
Looking
at
the
next
area
focus,
this
is
our
growth
area
focus
and
again
we
can
look
at
growth
in
a
lot
of
different
ways.
P
All
the
way
from
service
span
to
revenue
miles,
but
we
do
like
to
focus
on
ridership
and
so
we'll
take
a
look
at
several
different
ridership
slides
the
first
one.
Here
is
our
night
bus
service
and
you
can
see
looking
at
the
bar
chart.
This
is
our
cumulative
ridership
for
each
one
of
the
years.
The
line
graph
that
you
see
is
our
riders
per
service
hour
recall.
We
started
our
night
service
in
FY
15
with
two
routes.
We
now
have
six
routes
in
operation
through
FY
19.
P
P
The
only
thing
I
might
share
with
you
on
this
is
you
know,
FY
16
was
definitely
our
peak
for
riders
average
riders
per
day
we've
seen
the
decline
even
from
FY
18
to
FY
19
we're
looking
at
about
a
three
percent
decline.
This
is
consistent
with
what
we're
seeing
across
the
country
with
bus,
ridership,
there's
lots
of
theories
and
and
opinions
out
there
on.
Why
we're
seeing
that.
P
But
what
we
did
is
we
went
back
and
we
looked
and
we
compared
to
our
compare
we
compared
to
our
peer
cities
to
kind
of
get
a
sense
of
well.
What's
the
what's
the
ridership
doing
there,
when
you
look
at
our
peer
cities,
the
overall
average
decline
is
about
five
and
a
half
percent.
So
again,
just
to
give
you
some
context,
we
have
tapered
off
a
bit,
but
not
to
the
extent
that
we're
seeing
in
some
of
our
peer
cities.
P
Let
us
know
that
a
good
rule
of
thumb
is
about
half
the
ridership
use,
you'll,
see
about
half
the
ridership,
be
on
Sunday,
that
you'll
experience
on
a
Saturday
and
so
again,
I
think
it
just
speaks
to
the
fact
that
we
put
the
new
service
out
there.
Our
community
embraces
it
very
quickly
and
you'll
notice
that
spike
in
March
we
actually
had
five
Sundays
in
March,
so
it's
really
pretty
consistent
around
2,500
trips
on
a
Sunday
and
then
looking
at
streetcar
ridership.
We
talked
a
little
bit
about
opening
weekend,
get
to
the
slide
here.
P
Okay,
there
we
go
streetcar
ridership,
so
we
talked
a
little
bit
about
opening
weekend.
We
can
also
see
that
we
we
had
strong,
ridership
extremely
strong
ridership
through
the
first
two
to
the
service
December
in
January,
so
we
won't
go
into
all
the
numbers,
but
you
can
see
there.
The
dark
green
is
cumulative
weekday
ridership
per
month.
The
light
green
is
our
cumulative
weekend
and
then
the
orange
is
our
total
overall
ridership.
P
For
that
much
month,
December
was
our
largest
month,
of
course,
with
over
73,000
passenger
trips,
followed
by
just
over
48,000
in
January,
and
then
we
do
see
a
little
bit.
We
do
see
a
dip
in
ridership
in
February.
We
have
a
few
things
go
in
there
one
is
we
start
charging
a
fare
in
February,
I.
Think
we'd
all
probably
agree
that
kind
of
the
newness
of
the
service
had
wore
off
by
the
time
February
arrived
and
then,
in
addition,
that
was
when
the
cold
weather
kind
of
hits.
So
we
saw
a
drop
in
February.
P
P
We
did
60
over
6,800
trips,
just
this
last
weekend
of
the
Arts
Festival
in
the
memorial
marathon,
so
Friday
Saturday
and
Sunday
over
6,800
trips,
we're
very
pleased
with
our
ridership
for
April
as
well.
Anticipate
that
to
to
be
you
know
those
numbers
to
be
continued
on.
Hopefully,
throughout
the
summers
we
have
nice
weather
and
additional
events.
So
looking
at
some
of
our
alternative
transportation,
I'll
just
mention
quickly,
you
know
we
do
provide
transit
service
along
the
Oklahoma
River
up
in
the
top
left.
P
Looking
at
our
spoke
EES
bike
share,
ridership
again,
FY
19
were
expected
to
finish
it
just
under
11,000
trips
down
slightly
from
the
previous
year,
and
we
attribute
that
decline
mainly
to
the
competition
that
we
now
have
from
the
scooters
that
we
see
downtown
so
looking
forward
to
some
growth
items.
We'll
talk
a
little
bit
about
our
bus,
rapid
transit.
First,
as
you
know,
we
were
awarded
a
build
grant
in
2018.
I
am
pleased
to
report
that
that
project
continues
to
progress.
P
We
have
satisfied
the
first
step
of
the
environmental
process
and
submitted
our
basically
our
categorical
exclusion
documents
to
the
FTA
for
review
or
in
the
process
of
selecting
an
engineering
firm
to
help
us
with
final
design
and
then
again
as
we
continue
with
the
project.
Construction
will
begin
in
21
with
service
anticipated
for
2023
and
again,
that's
a
that's.
P
A
coordinated
effort
between
not
only
us,
but
the
planning
department
and
Public
Works
as
well,
and
trying
to
bring
that
bring
that
service
on
line
include
included
in
the
proposed
budget
is
additional
funding
for
holiday
bus
service.
There
are
six
holidays
that,
with
the
approval
of
the
budget,
will
now
be
able
to
provide
bus
service.
P
The
bus
services
we're
going
to
offer
on
holidays
is
going
to
be
the
equivalent
of
the
frequency
and
service
span
that
we
now
offer
on
Saturdays
and
so
will
now
have
buses
operating
on
New
Year's,
Day,
Memorial,
Day,
Independence,
Day,
Labor,
Day,
Thanksgiving
Day
at
Christmas
and
I.
Think
this
really
just
goes
to
support
councils
priority
to
develop
a
transportation
system
that
works
for
all
residents,
because
we
know
that
a
lot
of
our
customers.
They
rely
on
public
transportation
to
get
to
where
they
need
to
go.
P
They
have
activities
and
events
they
want
to
attend
on
the
holidays,
not
to
mention
the
fact
that
a
lot
of
our
customer
base
they
have
you
know
they
have
to
work
on
the
holiday.
So
we
want
to
be
able
to
make
sure
we
have
that
transportation
to
get
them
there.
So
talking
a
little
bit
about
parking,
I
mentioned
a
downtown
parking
study.
We
have
engaged
Kim,
Lee
horn
and
associates
to
help
us
with
a
parking
study
of
the
Central
City
area.
P
The
boundaries
of
the
parking
study
are
basically
classing
on
the
west
I
235
on
the
east,
so
it
will
include
brick
town,
the
northern
boundary
is
13th
and
then
all
the
way
south
to
the
Oklahoma
City
Boulevard.
Again,
although
you
know
we're
more
or
less
kind
of
taking
the
lead
on
the
project
we
are
coordinating
and
within
our
a
team
we
have
planning
the
Alliance
for
economic
development
and
the
city's
city
manager's
office,
all
contributing
to
this
study.
P
So
what
the
consultant
is
really
going
to
do
is
do
an
inventory
of
the
the
parking
system
downtown.
Both
public
and
private
help
us
get
a
sense
of
where
parking
if
any
additional
parking
needs
to
go,
help
us
get
some
recommendations
on
our
on
street
parking
management
process
and
so
we're
working
through
that
process.
Right
now,
we
plan
to
have
some
preliminary
recommendations
towards
the
end
of
the
summer,
and
really
this
will
kind
of
be
the
framework
or
the
map
that
we
use
in
making
parking
decisions
moving
forward.
P
Just
like
we
use
the
Cordish
or
parking
study
study
to
help
us
determine
the
size
of
the
Convention,
Center
parking
garage
and
speaking
of
the
Convention
Center
parking
garage.
Here's
a
quick
timeline
of
where
we're
at
with
that
we
are
in
the
process
of
completing
the
design.
As
you
know,
the
garage
is
being
located
on
a
site
that
was
owned
by
OG&E,
so
we
expect
that
the
demo
and
the
cleanup
of
that
site
to
be
complete
in
June
we'll
be
bidding
the
project
and
beginning
construction.
P
P
Here's,
a
great
picture
of
some
embark
staff,
probably
an
open
streets
event,
we're
looking
forward
to
the
one
OKC
event
coming
up,
I
believe
on
May
18th,
we'll
be
participating
in
that,
and
so
we
did
have
lots
of
opportunities
to
listen
to
the
community,
particularly
with
the
launch
of
the
streetcar
service.
You
know
we
participated
in
a
lot
of
the
what
we
call
the
track
meet
events
we
took
the
streetcar
vehicles,
introduce
them
to
the
community
through
events
like
the
brick
or
treat
the
Midtown
walk
about
the
lights
on
Broadway.
P
We
had
some
more
formalized
listening
sessions,
whether
it
be
the
BRT
public
meeting
or
some
of
the
engagement
we
did
with
the
ad
a
community
on
familiarizing
them
with
the
streetcar.
We
also
had
opportunities
to
engage
the
community
again
were
a
regular
participant
in
open
streets.
We
continue
to
love
the
loops
campaign
for
businesses
along
the
Oklahoma
City
streetcar
route.
That's
where
businesses
can
sign
up
free
to
become
part
of
the
love
of
the
loops
partner
program,
and
then
we
do
some
cooperative.
P
You
know
publicity
there
promoting
both
the
streetcar
and
the
businesses
and
the
neighborhoods,
and
then,
of
course,
we've
mentioned
the
Sunday
service
and
streetcar
launch.
We
had
some
partnering
opportunities
this
year,
as
we
always
do,
but
I
wanted
to
mention
a
few
of
them.
We're
very
pleased
with
you
know
our
work
with
the
homeless
Alliance
and
an
ability
to
serve
that
facility
better
by
rerouting
one
of
our
bus
routes.
The
curbside
Chronicle
played
an
important
role
in
the
launch
of
the
streetcar.
P
The
coppa
Board
of
Trustees
has
provided
some
additional
bus
passes
to
the
OKC
drug
court
program
to
help
those
individuals
that
need
transportation
be
able
to
complete
that
program
in
a
in
a
more
timely
manner.
The
Hall
Pass
program
we
haven't
talked
about
that
in
a
while,
but
that
is
the
free
bus
pass
for
any
student
that
is
enrolled
in
an
Oklahoma,
City
public
school
high
school.
P
We
continue
to
see
some
pretty
good
usage
of
the
Hall
Pass
program
through
this
year,
we've
actually
provided
over
30,000
trips
for
high
school
students
last
year,
we're
at
about
34,000,
so
we're
on
pace
to
see
that
see
about
those
numbers
again
this
year
by
the
time
it's
wrapped
up
and
then
Road
scholars.
This
is
our
field
trip
program
again:
free
transfer,
free
public
transportation
for
particularly
school
groups,
but
other
nonprofits
we've
actually
provided
25
road
Scholar
trips
this
year,
four
hundred
and
seventy-five
participants
in
those
programs.
P
We
have
another
12
that
are
scheduled
through
the
end
of
the
year
and
that
number
will
probably
grow
and
then
we've
also
partnered
this
year,
providing
additional
bus
passes
to
the
United
Way
for
some
of
the
agencies
that
they
work
with
okay.
So
as
we
wrap
up
and
look
at
our
budget,
we
certainly
love
the
budget
book
cover
this
year.
We
think
that's,
probably
the
best
budget
book
cover
we've
we've
seen,
but
looking
at
our
overall
cockpit
budget.
P
I
want
to
just
make
a
note
here
when
you're
looking
in
your
budget
document,
and
you
can
find
our
budget
again
on
page
C
145
of
the
budget
book.
When
you
look
at
that
budget
document.
What
you're
going
to
see
is
the
city's
portion
of
funding
that
supports
public
transportation.
But,
as
you
know,
the
public
transportation
is
really
overseen
by
the
Central
Oklahoma
Transportation
parking
authorities,
so
the
city
funding,
along
with
some
federal
funding
state
funding
that
all
goes.
You
know
into
one
one
budget
to
support
the
total
amount
of
services.
P
So
what
I
have
here
that
I'm,
showing
you
is
the
total
budget
for
all
parking
and
transportation
services
for
our
community?
And
this
is
the
cockpit
proposed
budget,
forty
two
million
seven
hundred
sixteen
thousand
five
hundred
and
fifty
two
dollars.
So
you
can
look
at
the
the
pie
chart
here
and
you
can
see
clearly
that
most
of
that
funding
goes
to
the
providing
bus
transit
service.
That's
seventy
one
percent
of
our
budget
or
over
thirty
million
dollars.
P
Our
parking
budget
is
fourteen
percent
of
our
overall
combined
budget
at
just
under
six
million,
and
keep
in
mind
too
that,
with
our
off-street
parking
program
there
there
is
no
general
fund
money.
There
is
no
tax
dollars
that
go
into
supporting
the
municipal
parking
garages,
folks
that
customers,
I
should
say
that
use
our
service,
whether
their
monthly
contract,
Parker's
or
event
Parker's.
That
revenue
is
what
pays
for
the
expenses
of
the
system.
Our
streetcar
makes
up
12%
of
our
budget
or
just
over
five
million
dollars.
P
Our
ferry
service
that
I
mentioned
earlier
is
just
under
a
million
at
two
percent
of
our
budget,
and
then
our
bike
share
is
one
at
two
hundred
and
twenty
six
thousand
dollars.
So
those
are
that's
our
combined
budget
for
expenses,
and
then
we
have
various
funding
sources
that
support
both
the
transit
operations
and
then
funding
sources
that
support
parking
operations.
P
So
the
funding
sources
that
support
parking
are
here
on
this
graph
and
you
can
see
that
most
of
our
revenue
comes
from
that
monthly
contract,
parker
46%
or
just
about
2.7
million
dollars
come
from
come
from
those
people
that
parking
our
garages
day
in
and
day
out
have
a
monthly
parking
contract
event.
Parking
is
just
over
two
million
dollars
that
makes
up
34%
of
our
funding
sources,
our
daily
or
transient
revenues
about
13%
of
our
revenue
just
over
700,000,
and
then
we
do
have
other
revenues
around
400,000
that
go
to
support
the
parking
system.
P
Then,
when
we
look
at
funding
sources
for
transit
again,
our
total
transit
budget
is
just
over
36
million,
with
23
million
or
63
percent
of
that
budget
being
supported
by
the
city
by
the
city's
general
fund.
And
so
that's
what
you
should
see
in
your
budget
document.
We
do
have
federal
funding
that
supports
transit
in
Oklahoma
City.
We
have
right
around
7.7
million
or
21%
of
our
revenue
comes
from
federal
grants.
Fare
revenue
makes
up
3.2
million
or
right
around
9
percent
of
our
overall
funding
sources.
P
State
revenue,
which
has
been
flat
for
as
long
as
I,
can
remember
it
just
about
a
million,
makes
up
3
percent
of
our
budget,
and
then
we
have
other
revenue
sources
of
about
1.7
million
or
4
percent
of
our
budget.
So
that's
how
the
the
transportation
budget
is
supported
within
our
community.
So
as
far
as
major
changes
go
and-
and
this
is
the
last
slide
I
have
for
you
this
morning-
but
we'll
finish
with
our
major
changes-
we've
already
mentioned
holiday
bus
service.
That
was,
in
addition
of
184,000
Sunday
streetcar
service.
P
It's
really
a
continuation
of
the
level
of
service
that
we're
providing
now,
but
we'll
continue
that
throughout
the
next
fiscal
year
that
was
an
addition
of
two
hundred
and
fifteen
thousand
and
then
one
of
the
things
we
didn't
really
talk
about,
but
I
can
just
mention
briefly.
Is
we
really
retooled
our
safety
and
training
department?
P
We've
added
a
chief
Safety
Officer,
as
well
as
some
support
staff
for
our
safety
and
training
department,
and
this
is
going
to
have
us
position
to
meet
some
or
should
say
some
coming
FTA
requirements
in
terms
of
implementing
safety
management
systems,
developing
a
public
transportation
agency
safety
plan.
One
of
the
one
of
the
things
that
has
impacted
us
is
because
we
operate
a
rail
system
or
a
fixed
guideway
system
that
puts
us
in
a
category
with
the
FTA,
that's
consistent
with
a
lot
of
the
larger
transit
agencies.
So
obviously
you
heard
in
our
mission
statement.
P
M
Thank
you
so
much
for
this.
This
is
really
helpful.
I
had
a
few
questions,
just
sort
of
I
guess:
I
have
technical
questions
about
some
of
the
numbers,
so
there
was
a
slide
with
your
customer
survey
from
February
of
this
year.
Is
that
just
bus
or
are
you
doing
that
survey
on
Shekar
ferry
service,
yep.
M
Then,
on
the
streetcar,
looking
at
ridership,
I'm
curious
how
that
ridership
is
measured
because
I
know
like
I
get
on
the
bus
and
like
show
my
pass
or
put
my
pass
in
the
fare
box
and
the
operator
pushes
a
button
and
I
assume
that's
getting
tallied
up
somehow,
but
I
was
curious.
Cuz
when
I've
been
on
the
streetcar
I'm,
just
just
walk
on
and
I've.
Never
had
anyone
checked
my
pass
so
I'm
just
curious
how
that
ridership
gets
my
favorite
yeah
no.
P
That's
that's
a
great
question.
We
measure
ridership
consistent
with
how
ridership
is
measured
within
the
industry,
and
that
is
by
using
automated
passenger
counters,
so
they're,
basically
sensors
above
the
doors
that
can
detect
when
people
board
and
a
light.
So
the
thing
I
mentioned
about
that
as
part
of
our
systems.
Integrated
testing,
of
course,
is
testing
the
accuracy
of
those
automated
passenger
counters.
And
ultimately,
we
will
use
that
ridership
to
report
to
NTD
the
national
transit
database,
which.
M
Question
thank
you
for
asking
and
then
yeah
I
just
wanted
to
say.
I
really
appreciate
all
of
the
work
that
embarq
has
done
to
invest
in
our
bus
service,
particularly
seeing
that
the
Sunday
service
ridership
is
like,
like
oh
I,
can
go
places
on
Sundays,
yeah
and
lots
of
other
people,
like
you
said
with
holiday
service
I,
think,
will
be
huge
for
people
with
accessing
employment
and
having
that
reliable
source
of
so
thank
you
and.
J
Then
I
just
want
to
echo
councilwoman
hammond
and
then
just
looking
at
this
photo
I
took
of
the
data
you
provided
I
just
want
to
make
sure.
I
am
understanding
this
correctly,
that
when
we
did
a
citizen
survey
asking
what
improvements
the
residents
would
like
to
see
to
our
transit
system,
they
said
more
frequent
service
on
weekends
weekdays
and
running
later.
I
am
reading
that
correctly.
That.
J
P
P
We
we
asked
several
questions
about
their
inclinations,
to
use
the
system
and
what
would
make
the
system
more
attractive
to
them?
I
can't
recall
all
the
questions,
but
we
do
ask
them
about.
For
example,
you
know
the
availability
of
covered
stops,
the
frequency
of
the
bus.
You
know
things
like
that
and
then
in
it.
So
then
they
will
respond.
You
know,
yes,
this
particular
factor
or
would
or
would
not.
P
P
Yes
of
frequencies,
basically
how
often
a
bus
comes
by
you
know,
you're
your
stop,
so
you
know
right
now
we're
at
about
30,
30,
minute
frequency
on
almost
all
routes,
and
thanks
to
the
to
the
council
and
the
capo
board
of
trustees,
we've
worked
really
hard
to
get
to
that
that
level
of
frequency
in
some
more
robust
transit
systems,
you'll
see
frequency
in
the
neighborhood
of
15
minutes
I
mean
obviously
the
more
frequent
it
becomes.
The
more
convenient
it
is,
the
more
predictable
it
is
right.
I
mean
you,
don't
have
to
worry
about
a
schedule.
P
J
Q
Good
morning
vice
mayor
council,
mr.
city
manager,
thank
you
for
the
opportunity
today
to
review
the
proposed
FY
25
department
budget
before
I
get
started.
I
would
like
to
introduce
my
command
staff.
There
they're
definitely
very
supportive
of
me
and
are
very
instrumental
in
making
us
be
successful
and
taking
care
of
our
residents.
I
like
to
first
introduce
chief
Harold
Thompson.
Q
He
is
our
fire
marshal
deputy
chief
Harold
Thompson
he's
our
fire
marshal
Deputy
Chief
Mike
Walker
he's
our
operations
chief,
deputy
chief
Tony
Davis,
was
unable
to
be
here,
he's
our
support
services
chief
and
then
Clint
Regehr
is
our
business
manager.
So
we
have
a
great
team
that
worked
together
very
cohesively
to
support
and
make
sure
we
protect
our
citizens.
If
you
want
to
follow
along
along
on
page
C
53
in
the
budget
book,
you'll
be
able
to
find
the
fire
department
budget.
Q
The
fire
department
mission
is
the
mission
of
the
fire
departments
to
provide
emergency
service
response,
fire
prevention,
public
education
services
to
the
Oklahoma
City
community,
so
they
can
have
their
lives
and
property
protected.
Our
overall
mission
is
to
respond
quickly
safely.
Curtis
Lee
meet
the
need
and
that's
our
focus
every
day
to
meet
the
needs
of
our
residents,
and
we
feel
that
our
people
that
are
out
there
doing
that
every
day
they
provide
that
service
very
effectively
before
we
get
into
the
budget.
Q
I
would
like
to
just
do
a
quick
overview
of
what
the
fire
department
actually
looks
like,
so
you
can
kind
of
get
an
idea
when
we
talk
about
the
budget
and
where
we're
going
and
what
that,
what
it
looks
like
and
how
we
actually
divide
these
services
up
our
budget
for
this
year.
Fy
20
per
pose
is
for
a
thousand
34
positions
of
those
995
999
of
those
are
uniformed
positions.
35
are
civilian
positions
and
that
will
be
operating
out
of
36
fire
stations
with
six
districts
and
I'll
talk
about
that
a
little
bit.
Q
We
have
two
fire
stations
that
are
currently
ones
under
construction
and
ones
about
to
begin
construction,
just
an
overview
of
our
responses.
Last
year
we
responded
to
seventy
four
thousand
two
hundred
teen
incidents,
two
hundred
to
two
thousand
eight
hundred
and
seventy
seven
of
those
were
fire
responses.
Now,
fire
responses,
maybe
a
structure,
fire
car
fire
grass
fire
trash
fire,
any
type
of
fire
response.
As
you
can
see,
the
majority
of
our
calls
are
emergency
medical
responses.
Q
Twenty
to
forty,
nine
thousand
nine
hundred
sixty
two
of
those
were
medical
responses,
and
then
twenty
one
thousand
three
hundred
seventy
five
or
others,
and
that
would
be
automatic
alarms-
would
have
alarm
that
goes
off
at
a
structure.
Car
wrecks,
elevator
rescues
any
type
of
rescue
that
will
respond
to
other
than
fire
or
EMS.
Q
To
give
you
an
overview
of
the
department
we're
predominantly
male,
we
have
nine
hundred
and
fifty
three
males
and
twenty-one
females
and
that's
one
area
that
we
have
instituted
where
we
have
some
recruitment
officers
where
we
focus
on
that
area
and
try
to
bring
diversity
in
the
department.
So
that's
one
area
that
we're
really
focusing
on.
We
have
a
hundred
sixty
eight
minorities
and
just
to
give
you
an
overview.
That
again,
is
that's
something
that's
very
important
for
us.
Q
We
want
to
reflect
the
community
and
that's
some
areas
that
we're
really
focusing
on
and
making
sure
that
reaching
out
in
those
areas.
If
you
break
down
of
our
department,
you
can
see
we
have
a
hundred
and
five
employees
with
25
plus
years
of
service.
The
reason
I
tell
you
that's
a
big
milestone
for
us
when
they
reach
25
years
of
service
plus
their
age,
that's
usually
an
area,
they
start
looking
at
retirement,
so
we
want
to
make
sure
we're
ahead
of
the
curve.
Q
So
that's
areas
that
we
look
at
and
we
pay
attention
to,
so
we
can
make
sure
that
we're
ready
and
and
have
a
class
prepared
to
go
and
for
hiring.
We
have
332
employees
in
their
40s.
That's
also
very
important
because,
usually
as
we
get
over
that
50,
a
the
age
50
mark
is
when
we
start
seeing
coupled
with
their
years
of
service
when
we
start
seeing
people
start
to
transition
out
of
the
fire
department,
and
then
we
have
a
hundred
and
seventy-eight
employees
that
are
also
in
their
50s.
Q
Just
to
give
you
a
overview,
our
average
age
of
serve
years
on
the
department
is
40.82
and
our
average
years
of
service
is
thirteen
point
two
six
years
of
service
I
want
to
give
you
a
full
overview
of
the
department
and
what
it
looks
like
serving
the
community.
You
can
see
here
a
map
of
city,
the
620
square,
miles
that
we
do
service.
There
are
if
you'll
note
on
here.
There
are
38
stations
you'll
see
in
the
lower
right
hand,
corner
in
councilman
stones
area
of
service
in
Ward.
Q
4
is
station
29
that
is
under
construction
and
is
slated
to
be
open
this
summer
in
2019
and
then
on
this
on
the
west
side,
councilman
maca
tees
area
in
Ward
3
is
station.
38,
that's
on
59th
in
Richland.
Richland
I'll
talk
more
about
that
in
our
presentation.
Here
but
those
are
two
stations:
once
we
get
those
stations
open
will
be
at
38
stations.
Q
We
currently
serve
the
community
right
now
with
39
engine
companies,
13
ladder
companies,
17
brush,
pumpers,
6,
battalion
Chiefs,
and
that's
over
the
6
districts
that
I
talked
about
earlier
six
heavy
tankers
and
those
heavy
tankers
actually
carry
3,000
gallons
of
water,
because
there
is
a
large
portion
of
the
city
that
is
unhydrated
that
we
do
not
have
hydrants
in.
So
we
provide
that
water,
so
we
can
provide
an
effective
firefighting
service
to
the
community.
Q
We
have
four
light
rescues:
one
hazmat
unit,
one
heavy
rescue
and
one
water
rescue,
so
you
can
have
an
overview
now
we
want
to
get
into
the
major
budget
changes
that
we
have
for
the
fire
department
of
this
year.
The
4.8
million
are
just
changes.
The
row
up
in
personnel
related
costs
in
collective
bargaining
through
the
salaries,
merit
retirement
insurance
and
other
benefits.
Q
Q
So
that's
anywhere
where
we
have
large
gatherings,
and
we
want
to
make
sure
that
we're
addressing
those
areas
to
make
sure
when
our
residents
are
shopping
or
doing
things
in
our
community,
that
they're,
safe
and
in
the
areas
that
we're
looking
at
for
our
high-risk
commercial
businesses
that
we
look
at
our
apartments,
hotels,
motels,
educational
facilities,
daycares
hospitals,
grow
or
producer
facilities,
restaurants
and
bars.
So
those
two
code
enforcement
compliance
officers
will
help
us
and
make
sure
that
we
get
out
and
we're
inspecting
those
high-risk
commercial
businesses.
Q
We're
also
adding
a
major
in
our
dispatch,
and
that
will
be
a
dispatch
liaison
that
actually
works
at
the
public
safety,
communication
building
and
9-1-1.
And
their
focus
is
to
make
sure
our
dispatchers
are
trained
to
make
sure
that
we
have
a
good
relationship
with
the
Public
Safety
officers
that
are
working
in
the
9-1-1
center.
Q
You
can
also
see
here
that
we
have
two
million
dollars
that
is
additional
from
the
fire
sales
tax
fund
to
cover
our
personal
protective
equipment
program.
That's
our
PPE
program,
that's
our
bunker
gear
that
our
firefighters
wear
to
protect
themselves
when
they're
doing
their
job
and
the
reason
we're
doing
that.
Q
We
have
about
500
sets
of
gear
that
is
actually
going
out
of
date,
NFPA,
which
is
a
National
Fire,
Protection
Association,
actually
has
proqol
standards
that
they
set,
and
basically
those
standards
state
that
the
gear
should
be
good
for
ten
years
from
the
date
is
put
in
service.
We
have
about
five
hundred
sets
of
gear,
that's
coming
on
that
10-year
mark,
and
we
want
to
make
sure
that
our
firefighters
are
in
the
very
best
gear,
up-to-date
and
safe,
and
so
we're
replacing
about
five
hundred
sets.
Q
So
that's
part
of
that
two
million
and
we're
also
focusing
very
much
on
the
contamination
reduction
and
that's
two
cancer-causing
agents.
So
one
of
the
areas
we're
also
looking
as
what
we
call
dual
certified
gear
and
that's
an
extra
set
of
gear
that
they
could
wear.
That's
a
lighter
weight
gear
that
they,
basically
we
have
them
right
now,
it's
for
wildland,
but
the
new
gear
we're
looking
at
is
a
little
bit.
It's
a
more
technology
is
increase
the
safety
in
that
gear.
Q
So
it's
a
two-piece
garment
that
we're
going
to
that
they
can
wear
not
only
for
wildland
but
for
vehicle
extrication
car
wrecks
other
types
of
incidents,
besides
a
structure
fire
and
what
that
allows
them
to
do
is
not
have
to
put
the
structural
gear
on
so
that
way
we're
reducing
their
contamination,
the
potential
to
be
exposed
to
carcinogens.
So
that's
the
other
area
that
we're
using
that
two
million
dollars
for
we're,
also
adding
a
system
Support
Specialists
to,
and
that
is
our
fire
information
technology
area.
Q
We
all
know
that
we're
having
increased
demands
on
IT
and
technology-based
services
and
that's
something
in
the
fire
service.
We're
also
challenged
with
we
want
to
stay
ahead
of
the
curve
and
not
play
catch-up
so
we're
adding
a
system
Support
Specialists
that
will
give
us
four
fire
information
technology
personnel
to
be
able
to
address
the
needs
within
the
fire
department
will
also
have
300,000
that
we're
increasing
our
fire
information
technology
budget
and
that's
so.
Q
Q
Four
hundred
thirty
one
thousand
five
hundred
ninety
five,
and
when
you
break
that
down
in
the
general
fund,
you
can
see
the
94
million
dollars
in
the
general
fund,
which
is
58
percent
of
the
budget,
and
then
our
three-quarter
cent
dedicated
sales
tax
is
the
forty
eight
point,
eight
million,
which
accounts
for
two
hundred
and
eight
positions
and
then
the
maps
three
use
tax
fund
which
we
use
to
replace
apparatus.
Our
apparatus
replacement
is
eight
point,
one
three
million,
and
that
is
at
five
percent
of
the
budget
and
they
go
back
to
the
sales
taxes.
Q
Thirty
percent
of
that
budget,
as
well
I'm,
sorry
I,
didn't
say
that
earlier
and
then
we
have
our
better
streets.
Safer
city
use
tax
fund.
That
is
also
to
replace
vehicle
apparatus,
and
you
can
see
that
is
seven
percent
of
budget
as
at
11
million.
And
then
we
have
a
grants
management
fund
for
our
safer
grant.
That
we've
utilized
to
hire
39
firefighters
from
the
federal
government.
It's
a
fund
that
pays
a
portion
of
their
butt
of
their
salaries,
and
that
is
one
percent
of
our
budget.
There
and
that's
18
positions
at
1.6
million.
Q
This
is
a
sometimes
sometimes
it's
very
hard
to
see
this,
but
this
is
an
overview,
gives
you
a
good
view
of
the
department's
organizational
chart
and
you
can
see
from
the
top
to
bottom
of
what
we
look
like
organizationally
again.
As
we
said
earlier,
we
have
999
uniformed
positions,
35
civilian
positions
for
a
total
of
1,300
1034
positions.
You
can
see
that
underneath
the
fire
chief
there,
we
have
a
business
manager,
an
administrative
assistant,
and
we
also
have
two
people
that
are
focused
primarily
on
safety
of
our
firefighters.
Q
We
have
a
Safety
Officer
dedicated
person
to
that,
and
then
we
have
a
public
relations
and
marketing.
We
basically
are
known
in
the
path
of
a
Pio
to
inform
the
public
of,
what's
going
on,
to
also
sell
the
brand
of
the
fire
department,
so
we
can
educate
what
we
do
is
a
fire
department,
how
we
provide
service
to
our
citizens
and
how
we
keep
them
abreast
and
what
we're
doing
for
them
every
day
and
that's
broken
down
into
three
divisions:
the
fire
prevention
division.
Q
That
has
three
work
sections
underneath
that,
and
that
is
fire
investigations,
our
education
and
also
our
fire
code,
compliance
and
in
the
middle
you
have
the
support
services
division.
That's
anything
that
supports
the
fire
department,
that'd,
be
our
human
resource
staff,
our
dispatchers,
our
maintenance
division,
our
facilities,
division,
our
HR
and
fire
information
technology
and
then
to
the
right.
You
have
our
operational
staff
and
that's
our
operations.
That's
the
boots
on
the
ground
at
the
fire
station.
Q
Q
The
first
one
we'll
look
at
is
the
lack
of
awareness
and
application
of
personal
safety
and
health
measures
by
residents
will
result
in
fire
fatalities,
injuries
and
property
loss.
In
order
to
address
that,
we
have
two
main
key
results:
we're
looking
at
and
the
first
one
is
a
hundred
percent
of
our
elementary
schools
in
Oklahoma.
City
Limits
will
receive
fire
and
life
safety
presentations
each
year.
Previously,
we
only
focus
on
the
second
graders.
We
felt
if
we
could
get
out
to
all
the
second
graders.
Q
We
could
get
that
culture
developed
young,
but
we
were
within
the
within
our
community,
but
we
realize
we
need
to
need
to
expand
that.
So
what
we're
now
focusing
on
is
the
full
elementary
K
through
sixth
grade,
so
we're
working
with
you,
Co
and
other
agencies
within
the
city
and
we've
created
what
we
call
okay
child
and
that
is
actually
a
curriculum
that
they
can
utilize.
The
teachers
can
actually
use
to
teach
not
only
fire
safety
but
Indy
type
of
injury
prevention
to
our
kids
and
within
the
Oklahoma
City
Limits
schools.
Q
It's
not
just
Oklahoma
City,
it's
any
schools
within
Oklahoma,
City,
Limits,
and
so
we're
really
broaden
our
broadening
our
approach
to
that.
We
feel
that
it's
more
important
to
create
a
culture
of
that
every
year,
because
it's
surprising
how
often
it
is
it's,
the
children
that
are
teaching
the
adults
about
fire
safety.
So
we
really
believe
that's
an
important
focus
for
us
of
partnering
again
with
you
co
to
create
that
curriculum
of
ok
child.
That
can
be
utilizing
the
great
thing
about
it.
Q
It's
not
only
a
you
can
be
utilized
in
Oklahoma
City,
it
can
be
utilized
statewide
because
they
can
get
on
download
it
utilizes.
So
we're
really
excited
about
that
and
then
the
other
part
of
is
40,000
community
risk
reduction
activities
involved
in
the
community
of
Oklahoma
City.
That's
our
focus
anytime,
a
fire
truck
or
fire
personnel
are
out
making
contact
with
our
citizens
or
residents.
Our
focus
is
we
want
to
relay
a
fire
safety
message
so
that
we
track
those.
Q
We
have
a
database
that
we
put
those
in,
and
that
would
be
anything
of
talking
to
them
about
calling
9-1-1
making
sure
they
have
a
working
smoke
alarm
talking
to
them
about
exit
drills
in
the
home,
anything
that
you
can
think
stop
drop
and
roll.
We
track
those
because
we
we
want
to
focus
on
fire
prevention
in
injury
prevention
and
that's
the
ways
we've
that
we
focus
every
day.
Q
The
result
that
we
look
at-
and
this
is
the
things
that
we've
been
struggling
with
the
last
couple
years-
you
can
see
the
ebb
and
flow
throughout
the
years
of,
and
this
is
the
annual
fire
fatality
rate
in
Oklahoma
City
and
the
goal
of
that
is,
it
will
be
below
the
national
average.
The
national
average
is
actually
1.05
for
a
hundred
thousand
population,
as
you
can
see
this
year,
we're
actually
at
one
point
nine
seven,
so
we're
above
the
national
average.
Q
So
we're
we're
continually
looking
at
ways
that
we
can
deal
with
that
measure
to
bring
that
down
and
I'm
going
to
talk
about
some
of
those
in
in
different
areas.
But
if
you
look
at
I'm
gonna
focus
on
the
last
two
years
in
2018,
we
had
21
fatalities
in
the
2019
we're
currently
at
13.
The
primary
focus
that
we
have
in
those
areas
is
a
working
smoke
alarm
both
years
that
we've
looked
at
every
structure,
fire
fatality
that
we've
had
except
one
both
years
is
because
they
did
not
have
a
working
smoke
alarm.
Q
So
those
are
areas
that
we
continually
address
and
we're
going
to
we're
going
to
stay.
After
that,
until
we
eradicate
this,
so
it's
one
of
those
areas
we
have
to
focus
and
continually
focus
in
those
areas.
Another
thing
that
we
did
notice
this
year
that
we
ran
into
is
exit
drills
in
the
home.
Some
of
the
things
that
we
ran
into
is
actually
six
of
our
fatalities.
This
year,
they
were
actually
notified
and
had
some
type
of
early
warning,
but
they
were
unable
to
get
out
of
their
house
and
we're
creatures
of
habit.
Q
What
we
find
many
times
if
they
can't
go
out
the
front
door,
if
they
don't
have
a
plan,
then
there's
and
then
they
can
panic
or
have
other
issues.
So
we
always
focus
on
extra
drills
of
the
home
of
having
a
secondary
means
of
egress.
So
that's
some
of
the
areas
we're
also
focusing
on
with
that
smoke
alarm.
The
other
issue
we
have
is
the
growing
demand
on
Fire
Department
services
and
resources
caused
by
our
population
growth,
and
that
is
we're
seeing
this
population
growth.
Q
We
have
to
stay
ahead
of
that
curb
and
make
sure
that
we're
providing
the
best
service
we
can
to
our
residents.
So
we're
looking
at
that
of
that
population,
growth,
development
and
changing
demographics,
coupled
with
an
increasing
role
in
EMS
delivery,
if
not
addressed.
If
we
don't
stay
on
top
of
this,
it
could
increase
response
times,
leading
to
property
loss.
Q
When
we
have
structure
fires,
deterioration
of
patient
conditions
when
we
have
an
emergency
medical
call
or
increasing
delays
in
delivering
of
other
services,
so
we
want
to
continue
to
focus
in
those
areas
and
our
goal,
and
that
is
annually
the
residents
of
Oklahoma
City.
Even
anticipating
these
growths
growth
in
outlying
areas
will
receive
emergency
response
within
seven
minutes
or
less
seventy
percent
of
time.
So
that
is
our
goal
in
that,
as
you
can
see,
here
is
our
response.
Q
We've
tracked
for
FY
13
through
FY
19,
and
you
can
see
there
has
been
an
increase
in
that
we're
continually
striving
for
that
70%
goal.
Over
the
last
since
FY
16,
we
have
seen
that
we've
seen
a
jump
from
FY
15
to
16
of
about
5%.
We
stayed
there
pretty
consistently
and
what
we
did
that
year
when
we
seen
that
growth
in
that
in
the
in
that
response,
was
we
started
focusing
on
getting
out
of
the
fire
station
an
effective
manner.
Q
Our
goal
was
one
minute
or
less
90%
of
time
and
they
and
we
felt
and
we
meet,
that
we
continually
meet
that
go
and
we
stay
on
top
of
that
goal.
We
also
make
sure
that
our
dispatchers
can
adequately
response
and
get
a
the
companies
responding
within
one
minute
or
less
sixty
percent
ninety
percent
of
time.
So
those
two
areas
we
really
focus
on,
because
everything
else
is
travel
time
and
some
of
those
who
can't
control
because
of
traffic
in
other
areas.
Q
So
we
have
to
focus
on
that
now
we
are
building
the
two
new
fire
stations
to
the
2007
geo
bonds,
the
29
and
38.
So
that
will
help
in
some
areas,
but
we're
seeing
the
majority
of
our
responses
are
in
the
core
of
the
city,
so
we
still
have
to
focus
on.
You
know
making
sure
that
we
have
traffic
ways
that
we
can
improve
that
and
look
at
all
other
areas
that
we
can
improve
that
response
within
the
city.
Q
The
third
issue
I'm
going
to
talk
about
is
the
lack
of
capital
funding
for
fire
department
facilities
and
fleet
replacement,
we're
very
grateful
and
what
we
have
currently
where
we
actually
have
the
use
tax
fund
that
we
replace
all
of
our
apparatus.
You
can
go
to
any
fire
department
of
nation
I
guarantee.
We
have
the
best
apparatus
of
anybody
that
you'll
look
at
and
we're
very
pleased
with
that,
and
we're
very
appreciative
of
what
the
council
supports
that.
But
the
thing
we
want
to
look
at
is
for
a
long-term
sustainment
in
this.
Q
Q
This
is
just
an
overview,
see
what
we're
working
with
and
what
we're
maintaining.
We
have
44
facilities
to
maintain.
Currently
when
we
built
when
we
complete
the
two
new
fire
stations
that
will
go
to
46
facilities
that
we
have
to
maintain,
we'll
also
have
94
frontline
fire
apparatus
that
replace
that
we
have
to
maintain
31
reserve
apparatus
and
118
support
units.
We
do
allocate
funding
for
that.
Q
Every
year
we
have
400
75,000
and
the
general
fund
for
our
facility
needs
to
take
care
of
repairs
and
maintenance
around
the
fire
facilities,
and
then
we
also
have
a
thousand
million
dollars
that's
allocated,
and
then
sales
tax
for
facility
needs
to
also
address
any
other
areas,
and
then
we
have
two
million
that
we
put
in
there
for
our
building
of
new
fire
facilities
that
we
can
utilize
for.
Our
new
fire
stations
are
large
remodels
that
we
do
in
a
fire
station.
So
we
are
doing
everything
we
can
within
our
budget
to
do
that.
Q
Our
fire
prevention
services
is
as
again,
I
was
under
the
direction
of
deputy
chief
Harold
Thompson.
The
purpose
of
the
fire
prevention
services
is
to
provide
education
enforcement
investigation
services
to
the
residents
business
community
and
visitors
of
Oklahoma
City,
so
they
can
benefit
from
a
reduced
risk
of
loss
of
life
from
fire
and
other
hazards.
So
this
is
our
proactive
phase
at
the
fire
department.
We
want
to
make
sure
that
we
can
eliminate
our
hazards
before
they
become
some
type
of
an
event
so
that
we
want
to
focus
in
those
areas.
Q
When
you
look
at
the
positions
we
have
under
fire
investigations,
we
have
14
positions
and
we
have
fire
prevention,
inspection
and
code
compliance.
We
have
19
positions
and
then
our
public
safety
education
services.
We
have
10.
So
you
see
a
total
of
44
positions,
they're
at
six
point:
three
million
dollars
in
the
budget
for
under
the
fire
prevention
services.
Q
We
look
at
our
performance
measurement
and
this
is
one
that
I'm
very
proud
of
it's
an
unfortunate
event
that
we've
seen
the
repercussion
of
the
fires
within
the
city
and
the
large
loss
of
life
that
we
talked
about
earlier.
But
identifying
our
issues,
we've
really
focused
in
this
area,
and
you
can
see
this
and
you
look
at
this-
is
our
smoke
alarm
installation
and
you
can
look
for
2008
all
the
way
up
to
2018
and
it's
pretty
obvious.
Q
You
can
see
what
took
place
in
2018,
we
went
from
3600
in
2017
smoke,
alarm
installations
to
13,000
566
in
2018,
I'm,
sorry
in
2017
3,600
in
2018
13,000,
and
that
was
just
us.
Maintaining
a
focus
in
that
area.
Us,
as
the
fire
department
maintained
a
focus
in
that
area.
We
actually
put
them
up
free
to
any
resident
within
the
city
they
have
on
their
home.
We
put
them
up
free
they
and
we
also
established
some
simple
ways
for
them
to
contact
us.
Q
We
have
a
one
call
number
three
one:
six
beep,
that
they
call
it's
an
English
or
Spanish
and
will
within
24
hours,
we'll
put
a
working
smoke
alarm
up
and
we
don't
just
put
a
working
smoke
alarm
up.
We
put
it
up
to
code,
some
means
they
get
one
outside
of
their
bedroom
and
one
in
every
bedroom
in
the
house.
So
we
want
to
make
sure
that
we
focus
in
that
area.
We
also
put
it
online
so
online
in
English
and
Spanish
saying
for
that.
Q
We
have
a
24
hour
turnaround
on
that,
so
that
is
a
primary
focus
to
address
our
issue
that
we're
seeing
in
those
lost
large
loss
of
lives
in
other
areas
that
we
look
at
and
our
fire
prevention
services
are
performances.
Our
percentage
of
fire
protection
system
plan,
reviews
completed
within
seven
business
days
of
request
and
we're
at
99
percent
right
now.
Our
goal
is
a
hundred
in
seven
days.
Q
As
you
can
see,
there
are
a
percentage
of
high-risk
commercial
businesses
inspected
annually,
it's
a
new
measure,
so
we
don't
have
any
results
of
that.
We're
still
working
on
that
and
that's
again
what
one
of
those
those
two
and
code
and
fire
code
and
compliance
officers
that
we're
adding
to
the
budget
will
help
assist
in
that
area.
This
is
something
we
added
to
our
LFR
measures.
Q
We
believe
that
much
in
it,
we
believe
we
need
to
address
our
high-risk
commercial
businesses
to
ensure
that
our
residents,
when
they're
out
in
the
community,
they
can
go
into
these
businesses
and
they
will
be
safe
and
we
want
to
make
sure
we
assure
that
they
have
that
from
the
fire
department
as
we
check
those
out
and
then
we
have.
Our
percentage
of
cases
referred
to
a
district
attorney
for
prosecution
of
arson,
so
we're
currently
at
12%.
Q
Our
goal
was
35%,
so
we
have
some
areas
that
we
want
to
continue
to
focus
on
that
there's
a
lot
of
different
things
that
go
into
that.
We
have
to
look
make
sure
we
have
witnesses.
We
have
to
have
the
evidence
there,
so
we
continually
strive
to
improve
that
measure
and
we're
going
to
continually
do
that.
Q
As
you
can
see,
we
have
635
positions
under
the
emergency
medical
services
at
eighty
four
point:
nine
million
dollars
in
the
budget
and
then
our
fire
suppression
operations
at
285
positions
at
thirty-eight
point
two
million
dollars
in
the
budget
for
a
total
budget
of
the
Operations
Division
of
123
million,
and
just
to
let
you
know,
we
don't
have
a
division
of
firefighters
that
only
does
EMS
or
fire
suppression.
They
collectively
all
do
that
work.
We
just
separate
that,
based
on
the
allocation
on
what
they
act
on
our
responses.
Q
We
look
at
our
programs,
positions
and
budget
in
that
the
percentage
of
fire
incident
responses
in
five
minutes
or
less.
Our
goal
is
70%
we're
currently
at
61%,
and
then
our
percentage
of
EMS
incident
responses
in
five
minutes
or
less.
Is
it
61%
a
goal?
There
is
also
at
70.
If
you'll
notice,
there
was
two
different
numbers
earlier.
I
talked
about
70
percent,
seven
minutes
or
less
70%
of
time,
and
this
is
five
minutes.
Q
The
only
difference
is
the
five
minute
response
is
actually
when
we
received
the
call
at
the
fire
station,
so
they
arrived
on-scene.
The
full
seven
minutes
is
when
you
actually
add
the
dispatch
when
we
received
the
911
one
call.
So
this
right
here
is
just
tracking
from
the
time
we
get
the
call
at
the
fire
station
till
we
get
on
scene.
So
that's
the
difference
in
those
two
measures.
Q
When
you
see
that
and
then
our
goal
is
the
percentage
to
make
sure
that
we
protect
our
occupants
and
businesses
and
residents
our
percentage
of
structure
fires
contained
to
the
room
of
origin,
that's
getting
there
quickly,
putting
the
fire
out
and
making
sure
it
doesn't
spread.
Our
goal
is
65%
we're
currently
at
69%
this,
so
that
may
be
something
we
see
that
we
try
to
move
up
a
little
bit
in
the
LFR
when
we
evaluate
that
going
forward
and
then
the
percentage
of
Fire
Department
emergency
response
is
provided
with
advanced
life.
Support.
Q
Q
Our
goal
of
that
is
90%
were
at
87%.
We've
seen
marked
increases
in
that
over
the
last
three
years.
We
actually
look
at
every
individual
dispatcher
and
we
look
at
their
time.
So
we
try
to
find
ways
to
improve
that
want
to
work
with
them
in
a
positive
way
to
reinforce
what
they're
doing
well,
but
also
find
ways
that
they
can
improve
that
so
we're
focused
on
that
area,
and
then
we
look
at
the
percentage
of
9-1-1
telephone
calls
answered
in
15
seconds
or
less
we're
at
97
percent.
Q
Our
goal
is
90
percent
and
then
on
the
maintenance
side,
we
look
at
our
percentage
of
total
maintenance
hours
that
are
scheduled
we're
currently
at
94%.
Our
goal
was
60.
That
tells
us.
We
have
a
well
maintained
Philippe,
that
we
don't
have
a
lot
of
services
that
just
drop
on
us,
a
apparatus
that
go
out
of
service
they're
all
scheduled.
So
that's
a
very
we're
very
fortunate
in
that
area,
and
then
we
look
at
our
percentage
of
out
repairs
that
are
out
sourced
we're
at
4%.
Q
Our
goal
is
to
be
15%
or
less
so
we're
staying
in
a
good
area
on
that.
So
we
want
to
make
sure
that
we
are
able
to
do
those
services
inside
the
fire
department.
Saves
money
in
our
budget
just
want
to
show
you
the
fire
stations
under
construction,
that
new
station
29
is
located
8400
southeast
160.
Fourth,
this
was
funded
through
the
2000
general
obligation
bond
program.
We
should
be
completing
this
project
in
the
summer
and
then
we'll
open
that
up
for
business,
we'll
actually
have
an
engine
company
and
a
brush
pumper
there.
Q
So
we're
really
excited
about
that
and
I
know.
Councilman
stone
is
right
down
the
road
from
his
house,
so
we're
looking
forward
to
that.
You
can
see
the
progress
we're
doing
here.
We're
really
excited
about
these
projects,
because
we
we've
already
opened
two
fire
stations
that
are
identical
in
the
architectural
design
at
station
21,
which
is
off
of
Southwest
29th
and
I-44,
and
station
23,
which
is
off
29th
and
Eastern.
Q
We
would
be
identical
in
design
and
I
think
we
got
a
lot
of
bang
for
our
buck
in
that
when
we
actually
utilized
the
same
architectural
design
and
drawing
that
up-
and
you
can
see
the
next
one-
is
our
architects
rendition
of
station
twenty-nine
completed.
So
we're
really
excited
about
that
and
appreciate
the
support
in
that.
C
Ice
mayor
just
a
comment
chief,
you
gave
us
a
lot
of
great
information
and
I
know
your
staff
do
a
tremendous
job,
but
one
that
really
stuck
out
to
me
is
there's
only
one
minute
in
between
the
time
you
get
a
call
and
your
vehicle
leaves
the
facility.
It's
really
remarkable,
so
I
congratulate
you,
your
staff
for
accomplishing
that.
That's
it's
hard
to
believe,
really
that
you
can
get
your
vehicle
moving.
Q
Q
Tell
you
that
way:
we
did
that
we
actually
when
we
first
started.
Looking
at
the
measure,
we
actually
just
asked
everyone.
How
do
you
think
you're
doing
and,
of
course,
everyone
feels
or
I'm
sure
your
family
feels
the
same
way
they're
doing
a
good
job
at
it,
but
we
actually
started
putting
the
numbers
in
front
of
them.
Looking
at
the
data,
we
could
actually
see
where
it's
at
and
they
actually
report
that
every
month
on
their
monthly
goals.
G
You
chief,
just
one
comment:
okay,
that's
all
right!
I
just
wanted
to
say
thank
you
for
you
and
your
staff
on
all
of
those
smoke.
Alarms
getting
installed.
I
mean
that's
a
huge
undertaking.
That's
that's
just
got
to
be.
You
know.
A
ton
of
lives
say
that
we'll
never
hear
about
other
than
hey
there.
Here's
their
melted
smoke,
alarm
right,
but
just
great
work
in
that
area.
I
hope
you
guys
can
continue
that
Thanks.
Thank
you,
sir
appreciate
it.
I.
N
Wanted
to
say
something
as
well:
it's
a
mimic
that
just
to
be
intentional,
when
you
have
a
fatality
to
go
into
the
neighborhood
and
knock
on
the
doors
to
make
sure
it
doesn't
happen
again
in
that
neighborhood.
It
definitely
means
something,
and
it
also
means
community
at
the
end
of
the
day
and
I
also
want
to
thank
you
all
for
being
intentional
about
making
sure
you
have
diversity
within
the
department
and
just
being
in
the
community.
N
B
N
Sorry,
if
I
got
something
I
want
to
just
talk
about
I
know
we
were
talking
about
some
things
that
were
happening
earlier
in
the
beginning
about
our
budget
overview
and
economic
outlook
update
so
I
wanted
to
mention.
I
was
looking
at
the
possibility
and
opportunity
for
the
the
chief
diversity
officer
and
I
just
hope.
N
We
are
being
very
intentional
in
that
and
the
reason
I
say
that
is
because,
if
we
are
being
as
intentional
with
our
boards
trusts
and
commissions,
it
also
starts
within
the
realm
of
the
city
employees
as
well
and
with
us
losing
our
only
african-american
assistant
city
manager,
I
hope
we
are
being
very
intentional
again
and
making
sure
we
have
more
diversity
within
that
upper
management
system.
In
order
for
those
to
be
self
promoted
into
those
opportunities
that
are
within
the
city
of
Oklahoma
City.
It's.