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From YouTube: City Council - 5/2/2023
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C
E
Our
father
and
our
God,
we
come
before
you
this
morning,
thankful
Lord
for
this
beautiful
day
that
you
have
given
us
thankful
Lord
for
this
opportunity
to
to
gather
and
Lord.
We
pray
that
you
would
be
blessing
this
meeting
of
the
city
council
with
your
grace
and
wisdom,
Lord
we're
thankful
for
these
four
new
members
who
are
going
to
be
sworn
in
this
morning.
E
We
pray,
O
Lord,
that
your
blessing
would
go
with
them
that
Lord
you
would
be
guiding
them
and
leading
them
by
your
spirit
to
rule
rightly
Lord,
we're
thankful
Lord
for
the
mayor
and
the
city
council
members
who
have
been
laboring,
we're
thankful
Lord
for
their
service
over
the
city
and
Lord.
We
we
pray
that
you
would
be
guiding
them
in
your
word
and
spirit
father.
E
We
pray
to
you
because
you
are
the
one
who
sets
rulers
in
their
place
and
Lord
your
son,
the
Lord
Jesus
Christ
Reigns,
as
king
of
kings
and
Lord
of
lords
father.
We
pray
as
city
council
deliberates
regarding
the
the
budget
that
you
would
Grant
wisdom
and
and
using
the
resources
of
this
city.
Well,
Lord.
We
also
come
before
you
thanking
you
this
morning
for
this
city
for
the
blessing
it
is
to
live
here
and
and
for
the
peace
and
prosperity
that
we
have.
E
F
C
All
right,
I
call
this
meeting
of
the
city
council
to
order
It's
Always
A
celebratory
day
when
we
have
Oaths
of
office
and
for
various
reasons
we
actually
haven't.
Had
it
quite
like
this
in
four
years,
I
think
so
it's
fun
to
to
have
everybody
back
together
and
to
have
the
traditional
City
Hall
pigs
in
a
blanket
as
well.
C
I
hope
you
partook
and
so
we'll
begin
we're
going
to
do
the
Oaths
in
order
of
Ward
and
then,
as
each
person
takes
their
oath
and
and
then
of
course,
feel
free
to
cheer
and
applaud.
This
is
a
celebratory
event
and
as
soon
as
they
complete
their
oath,
then
they'll
come
up
here
and
take
their
seat.
We'll
do
that,
one
after
the
other
two
five,
six
and
eight
and
then
once
everybody
is
seated,
then
we'll
maybe
have
some
remarks
as
they
wish
from
the
the
newly
sworn
in
Council
Members.
C
H
C
I
M
I
and
state
your
name,
I'm
Mark,
K,
Stone
Cipher,
do
solemnly
swear.
Do
you
solemnly
swear
that
I
will
support
obey
and
defend
and
I
will
support,
obey
and
defend
the
Constitution
of
the
United
States,
the
Constitution
of
the
United
States
and
the
constitution
of
the
state
of
Oklahoma
and
the
constitution.
M
And
that
I
will
not
knowingly
receive
and
that
I
will
not
knowingly
receive
directly
or
indirectly,
directly
or
indirectly,
any
money
or
other
valuable
things,
any
money
or
other
valuable
thing
for
the
performance
or
non-performance
for
the
performance
or
non-performance
of
any
act
or
duty
of
any
act
or
Duty
pertaining
to
my
office
pertaining
to
my
office
other
than
the
compensation
Allowed
by
law.
Other.
M
M
C
All
right,
well
collectively,
the
four
of
you
represent
some
350
000
residents
and
all
of
us
are
grateful
for
your
willingness
to
serve.
We
would
love
to
open
up
the
floor
for
some
comments.
I.
We
all
of
you
have
supporters
and
friends
here
and
may
wish
to
at
least
at
the
very
least
greet
them,
and
we
could
take
it
in
order,
I
suppose,
starting
on
my
right,
councilman
Cooper.
G
Yes,
thank
you,
I'll
save
and
back
the
thank
yous
for
the
end,
and
there
are
several
I'd
like
to
do
and
in
fact
just
made
some
notes
on
them.
But
let
me
Begin
by
saying
that,
as
a
former
Middle
School
teacher
who
participated
in
our
state's
historic
2018
teacher,
walk
out,
I
made
sure
to
prioritize.
In
my
first
term,
our
children
and
our
neighborhoods
and
I
did
so
Guided
by
someone
who
means
a
whole
lot
to
me.
G
Who's
no
longer
here
in
1978,
a
Madman
took
the
life
of
San
Francisco
Mayor
Moscone
and
the
Board
of
Supervisors
member,
whose
name
is
Harvey
Milk.
He
was
the
equivalent
of
a
city
council,
member
and
barely
a
couple
years
into
office.
Someone
broke
into
the
city
hall
and
shot
Mayor
Moscone
and
shot
Harvey.
G
Harvey
is
one
of
our
country's
very
first
elected,
openly
lesbian,
gay,
bisexual
transgender
people
to
ever
serve
in
office.
He
was
one
of
the
first
at
a
time
when
it
was
literally
illegal
in
every
state
but
Illinois
to
be
openly
lesbian,
gay,
bisexual
or
transgender
illegal
in
Oklahoma
punishable
by
10
years
in
prison.
G
G
If
we
wish
to
rebuild
our
cities,
we
must
first
rebuild
our
neighborhoods,
and
to
do
that,
we
must
understand
that
the
quality
of
life
is
more
important
than
the
standard
of
living
to
sit
on
the
front
steps.
Whether
it's
a
veranda
in
a
small
town
or
a
concrete
stoop
in
a
big
city
and
to
talk
to
our
neighbors
is
infinitely
more
important
than
to
huddle
on
the
living
room,
lounger
and
watch
a
make-believe
world
and
not
quite
Living.
G
Color
I
am
here
to
continue
this
Legacy
and
this
work,
and
it
is
not
just
the
legacy
of
Harvey
Milk.
It
is
the
legacy
of
my
predecessor,
the
late
great
Sam
Bowman,
who
was
the
first
council
member,
the
very
first
council
member
since
World
War
II,
to
make
sure
we,
as
a
city
government,
invested
in
walkability
in
pedestrians
being
able
to
get
from
their
front
door
to
their
basic
needs.
Sam
made
sure
the
first
seven
million
dollars
for
sidewalks
found
their
way
into
our
neighborhoods
and
working
with
councilwoman
Hammond
and
with
our
planning
staff.
G
I
was
able
to
make
sure
that
we
built
on
that
Legacy
in
my
first
term,
with
96
million
dollars
worth
of
investments
in
sidewalks
bike,
Lanes
trails
and
street
lights,
and
that
will
be
the
Investments
That
Define,
the
next
nine
years
of
this
City's
future.
This
City's
future
right
now
means
we
are
as
you've
read
in
the
papers,
the
20th
largest
city
in
these
United
States
of
America
we're
the
20th
largest
city
in
America,
we're
the
sixth
fastest
growing
in
America
and
my
friends.
It's
time
we
act
like
it.
It's
time
we
act
like
it.
G
It's
time
that
we
honor
the
history
of
our
neighborhoods.
My
neighborhood
Paseo
is
about
to
celebrate
its
100
year
anniversary
and
I
am
thrilled.
It
is
the
first
commercial
District
built
outside
of
downtown
and
when
it
was
built
outside
of
downtown,
it
was
something
called
a
street
car
suburb,
not
my
language.
It
was
a
street
car
suburb.
The
idea
was
G.A.
Nichols
believed
that
when
you
walked
out
your
front
door,
wait
for
it
you're
going
to
hear
Echoes
of
Sam,
Bowman
and
Harvey
Milk.
G
Here
a
person
should
be
able
to
walk
from
their
front
door
to
their
basic
needs.
There
should
be
crosswalks
and
street
lights,
guiding
them
to
the
barber
shop,
the
places
of
worship,
the
schools,
the
parks
with
Recreation,
and
that's
what
I
got
to
make
sure
maps
for
does
and
will
do,
and
that
is
our
City's
Renaissance
story,
and
it's
coming
soon
to
a
city
near
you,
so
I
am
thrilled
about
that.
G
I
am
thrilled,
because
later
this
year,
work
will
begin
for
a
revitalization
project
in
Paseo
in
uptown,
along
Walker
from
23rd
to
36th,
we
will
make
it
more
pedestrian
friendly,
more
bike
friendly.
We
will
take
care
of
people
on
sidewalks
who
might
be
moving
around
in
a
wheelchair.
We
must
stop
thinking
about
moving
cars
as
quickly
as
we
can
around
our
city.
G
So
the
other
thing
that's
really
heavily
on
my
mind
right
now,
I
just
want
to
walk
you
through
this
from
1974.
Until
the
year
of
the
bombing,
this
city
did
not
pass
a
general
obligation
Bond.
G
We
are
20
years
behind
investing
in
our
street
resurfacing,
our
drainage
needs
our
sidewalk
needs
our
Park
needs,
and
that's
because
from
1974
until
1995
voters
didn't
approve
a
bond
and
too
many
of
us
gave
way
to
a
belief
in
less
government
and
not
honoring
the
words
on
both
sides
of
the
building.
That
say
this
building
is
dedicated
to
the
people
of
Oklahoma
City
for
the
perpetuation
of
good
government
good
government
every
10
years
on
the
sevens,
we
now
pass
a
bond
I
need
your
help
word
too.
What
are
your
needs
in
the
next
Bond?
G
How
can
we
continue
to
honor
the
legacy
of
Sam
Bowman?
How
can
we
continue
to
make
our
neighborhoods
more
walkable
more
bikeable?
How
can
we
make
sure
that
trees
line
our
streets?
How
can
we
make
sure
that
it's
the
bus,
Rapid
Transit
comes
online
later
this
year?
People
can
better
connect
to
it
from
their
front
doors,
and
that
is
the
work
I
will
be
doing
over
the
next
four
years.
On
a
final
note,
I
am
deeply
worried.
I
have
friends
right
now.
G
I
have
friends
right
now
who
are
moving
from
this
state
they're
moving
from
this
state
that,
even
with
the
imaginative
work
of
Mayor
norik
when
he
set
in
motion
Maps
and
the
revitalization
Renaissance
story
we
are
experiencing
right.
Now
we
have
children
who
are
afraid
to
live
in
this
state,
because
our
state
government
is
attacking
them
rather
than
investing
in
them.
We
have
children
who
are
afraid
for
their
very
lives.
Right
now,
I
have
friends
who
are
drag.
Performers
drag
performers,
artists,
who
are
afraid
to
live
in
Oklahoma.
G
We
cannot
go
back
to
the
time
when
it
was
illegal
to
be
who
you
are
and
so
help
me
God
as
long
as
I
am
in
this
seat.
As
our
first
teacher
on
Council,
our
first
openly
LGBT
council
member
I,
will
always
have
everyone's
back,
including
the
least
of
these,
including
the
least
of
these
I
took
the
oath.
Today,
on
our
declaration
and
Constitution
I
took
the
oath
today
on
our
city.
Charter
I
took
the
oath
today
on
the
oldest
book,
the
oldest
story.
Gilgamesh,
this
is
the
oldest
story.
G
Human
beings
ever
told
it
is
4
000
years
old.
It
is
from
present
day
Iraq.
It
precedes
the
Hebrew
Bible,
it
precedes
the
New
Testament,
it
precedes
The,
Iliad
and
the
Odyssey,
and
we
must
always
protect
all
our
stories,
not
ban
them,
and
that
is
what
a
civilized
city
does
it
honors
the
Arts,
it
honors
the
humanities,
and
it
makes
sure
that
people
are
connected
to
their
government
and
their
basic
needs,
and
it
is
an
honor
to
be
in
the
seat
once
more
to
do
this
work
alongside
you.
Thank
you.
G
Oh
I'm,
sorry
I'm!
So
sorry,
my
thank
you's
Mom
I
love!
You
thank
you!
So
much
Mary,
commissioner
Bloomer
chat
Pyle,
my
lovely
friend
my
best
friend
Charity
My,
Neighbor
Liz,
who
helped
me
take
care
of
an
arthritic
cat
now
and
thank
you
to
city
council
I,
look
forward
to
working
alongside
you
as
well
over
the
next
four
years.
J
Oklahoma
City
is
a
great
place
to
live,
work
and
play
and
I'm
very
honored
to
be
a
part
of
that
up
here.
Being
the
award
five
planning,
commissioner
for
the
last
six
years,
has
opened
my
eyes
to
what
a
great
City
we
have
and
I'm,
especially
fond
of
Ward
5
and
all
my
wonderful
Ward,
5
supporters
and
everybody
else
from
the
development
community
and
the
people
who
build
our
roads
and
the
churches
and
I
mean
I.
Just
can't.
J
Thank
you
guys
enough,
and
especially
my
family,
my
Tyler
media
family,
my
wife
and
family
and
all
my
friends
thanks
for
letting
me
in.
L
I
think
you'll
soon
learn.
None
of
us
can
follow
councilman,
Cooper,
well,
yeah,
first
I
just
want
to
start
off
by
saying,
as
I
was
thinking
about
today
and
thinking
about
what
I
might
comment
on
it.
L
You
know
I'm
always
a
bit
of
a
nostalgic
person,
so
thinking
back
to
four
years
and
getting
sworn
in
and
all
that
has
transpired
in
those
four
years,
I
think
we
can
all
recognize
that
it's
been
a
kind
of
tough
go,
but
one
of
those
lessons
I
think
that
I
hope
that
we
have
learned
is
that
the
health
and
well-being
of
ourselves
and
our
our
personal
well-being
is
inextricably
tied
to
that
of
our
neighbors
and
that's
our
neighbors
who,
across
all
you
know,
Creeds
religions,
socioeconomic
class,
ethnicity,
race.
L
L
You
know,
I
I
know
it's
not
typically
well
liked
in
this
space
to
to
recognize
politics,
but
I
think
we
all
can
recognize.
This
was
a
really
tough
campaign.
It
was
kind
of
nasty
and
I
think
a
lot
of
people
seem
to
willfully
want
to
misunderstand
what
I've
been
trying
to
do.
The
message
that
I've
been
trying
to
bring
to
this
space-
and
that
is
one
where
we
recognize
that
the
people
that
our
city
and
our
our
structures
marginalized
it
does
hurt
all
of
us.
L
It
does
hurt
all
of
our
neighborhoods,
regardless
of
what
corner
of
the
city
you're
in,
because
if
you
know
I
had
a
boss
once
that
said
that
she
got
into
social
work,
actually
for
very
selfish
reasons
that
having
people
not
have
a
place
to
go
when
they
were
seriously
mental
mentally
ill
made
her
life
kind
of
not
not
as
good.
She
wanted
to
figure
out
a
way
to
make
her
life
better,
and
that
meant
taking
care
of
her
neighbors
and
taking
care
of
people
that
were
vulnerable.
L
And
that's
all
my
mindset
and
my
philosophy
in
this
space
is,
is
about
how
do
we
create
those
structures
and
those
systems
to
to
make
sure
that
you
know
when
I
go
outside
I?
Don't
have
to
see
someone
experiencing
homelessness
because
we
do
have
really
robust,
affordable
housing
and
systems
that
help
people
when
they
do
fall
into
tough
times.
L
L
You
know
that
the
days
that
I
need
public
transit,
it's
there,
it's
robust!
It
gets
me
where
I
need
to
go,
but
knowing
that
the
days
I
don't
use
it,
there
are
lots
of
people
who
will
use
it
to
get
to
work
to
get
to
family
members
to
get
to
those
basic
needs.
Councilman
Cooper
mentioned
so
I.
L
I
really
want
to
thank
the
people
of
Ward
6
for
relecting
me
into
this
seat,
because
I
I
hope
that
I
can
honor
that
work,
that
we've
done
the
last
four
years
and
continue
it
and
I
want
to
thank
my
parents
for
getting
to
be
here,
my
friends
that
have
been
able
to
come
and
just
hope
that
yeah
over
the
next
four
years,
we'll
continue
making
a
city
that
really
truly
does
work
for
all
of
us.
Thank
you.
N
Councilman
Stone
Cipher.
Thank
you.
First
of
all,
I'd,
like
my
wife,
my
mother
and
my
son,
Matthew,
to
stand
and
give
them
a
big
round
of
applause.
They
put
up.
N
N
N
Third,
this
weekend,
while
I
was
cozying
up
to
the
2024
budget
report,
Debbie
Martin
and
I
exchanged
some
emails,
and,
if
you
don't
know,
this
Debbie
works
seven
days
a
week
always
and
she
sent
me
an
email.
That
kind
of
made
me
think
for
a
second
and
I'd
like
to
read
to
you
a
couple
of
things.
She
said
that
I
think
are
quite
important
for
this
day.
N
As
we
begin
this
new
chapter
in
our
history,
she
says
we
should
look
toward
to
the
opportunities
we
have
to
build
a
strong,
sustainable
and
vibrant
City,
in
other
words,
she's
telling
us
to
look
forward
for
the
opportunities
that
can
make
this
a
better
City.
Second,
she
also
said
it
is
also
time.
It
is
also
a
time
of
reflection.
We
stand
on
the
shoulders
of
past
council
members
who
made
difficult
decisions
to
create
the
city
we
experienced
today,
and
it's
that
reflection
that
I
think
is
kind
of
important
and
I
wanted
to
talk
about
it.
N
For
a
second,
you
know:
I
I've
been
here
since
2015.
when
I
first
came
on
the
city.
Council
I
was
one
of
the
youngest
members.
N
Some
would
say
today,
I'm
the
oldest
member
eight
years
later,
but
in
that
that
eight
year
period
you
can't
begin
to
imagine
all
the
change
that
has
occurred
on
this
Council.
Think
about
this
I
worked
with
James
Greiner,
but
I
also
worked
with
Gary,
Mars
and
and
Bradley
Carter
I
work
with
James
Cooper,
James
Cooper,
but
and
Sam
Bowman,
but
I
also
worked
with
Ed
shadeep.
Sometimes
Ed
and
I
didn't
get
along
on
everything
on
every
point.
N
Every
subject,
but
I
will
say
that
we
work
together
well
in
in
providing
some
transparency
to
city
government
and
I'm
very
proud
of
that.
I've
worked
closely
with
Todd
Stone
I
also
got
to
work
with
Pete
white
Pete
I
was
about
two
and
a
half
months
on
the
council
and
Pete
comes
to
me
one
day
and
he
says
Stone
Cipher,
I
didn't
think
I
was
going
to
like
you,
but
you're.
N
Okay,
so
Pete
taught
me
through
the
Judiciary
Committee,
very
important
principles
that
our
judges
and
that
our
administrators
have
been
forced
to
this
day
and
that's
why
I
think
we
run
such
a
a
great
Municipal
Court
program.
I've
also
got
to
work
with
two
tremendous
city
managers:
Jim
couch
and
Craig
Freeman,
two
unbelievable
Mayors
mayor
Cornett
and
mayor
Holt,
Francis,
Kersey
and
Amy
Simpson.
A
city
clerks
have
been
outstanding,
David
Greenwell.
He
has
been
kind
of
a
financial
mentor
to
me
and
Matt
I
look
forward
to
working
with
you.
N
He
David
told
me
one
time.
He
said
it
takes
almost
four
years
to
learn
this
job.
At
least
it
did
in
my
case.
It's
taken
me
a
little
longer,
but
the
point
is
I
think
that
you
will
have
a
great
learning
curve
because
of
all
your
work,
you've
done
the
Planning,
Commission
and
so
I
look
forward
to
working
with
you.
I
did
Skip
ward
3,
which
is
Barber's
Ward,
I'm.
N
Sorry
and
I've
worked
closely
with
Barbara,
especially
on
police
and
fire
issues,
but
I
also
got
to
work
with
Larry,
mcatee
and
Larry
was
a
mentor
to
me.
I
would
go
bounce
ideas
off
of
him
and
if
he
said
it
once,
he
said
it
a
hundred
times
have
you
thought
about
the
unintended
consequences.
Larry
made
me
think
he's
a
good
friend
I
miss
him.
N
I
also
have
worked
with
Meg
salyer,
who
was
Ward
six
I
Meg
loves
Oklahoma
City
I've
worked
with
JoBeth
and
Nikki
on
the
Judiciary
Committee
and
I'm,
proud
to
say
that
as
a
result
of
our
work,
the
three
of
us
and
with
David
Greenwell
have
closed
over
ten
thousand
warrant
cases,
and
we've
collected
1.2
million
dollars
for
the
city,
so
I've
enjoyed
that
work,
especially
with
Joe
Beth
and
Nikki.
N
I've
also
worked
with
John
Pettis
I've
also
worked
with
Willa
Johnson,
who
I
miss
dearly,
but
I
got
to
work
with
this
guy
by
the
name
of
Pat
Ryan
and
Pat
was
my
predecessor
and
Pat
is
the
one,
but
for
Pat
I
would
not
be
here
today.
I
would
not
be
here
today
and
I.
Remember
my
first
day
here,
I
came
to
get
an
agenda
for
city,
council
and
Pat
was
cleaning
out
his
office
and
I
said
Pat
I've
got
this
agenda.
N
What
I
do
with
it
and
I'm
hoping
he'd,
give
me
some
tips
on
how
to
get
through
it
and
understand
it
better
and
Pat
had
this
dry
sense
of
humor
and
he
kind
of
just
took
his
glasses
and
he
shook
them,
and
he
looked
at
me
and
he
said:
I
suggest
you
read
it.
That
was
the
tutorial.
That
was
my
introduction
from
Pat
I.
Think
you
know
the
other
thing
I
want
to
when
Debbie
said
reflection.
N
When
Ron
calls
I
answer
the
phone
and
I
listen
and
I
learn,
I
always
answer
that
phone,
because
he's
really
helpful
to
me
and
there's
two
of
my
favorite
things
that
Ron
has
told
me
over
the
year
number
one
we
were
at
a
groundbreaking
ceremony
or
something
for
maps.
Three
and
people
kept
coming
up
to
Ron
and
saying
man
maths,
one.
N
The
second
thing,
one
of
my
favorite
Maps,
it's
a
Maps
four
story
through
Ron
one
day.
You
know
there
are
some
people
that
are
just
grumpy
and
this
person
comes
up
to
Ron
and
says
it
starts
complaining
about
Maps
four
and
says
you
know
this,
isn't
like
your
Maps
one.
This
isn't
a
way
the
way
it
should
be.
It
should
be
like
Maps,
one
and
Ron
stopped
the
person.
He
said,
you
know
what
Maps
4
was
created
by
a
new
generation.
N
I
would
say
this
I
I
contacted
Joanna
mcspadden
to
ask
her
about
you
know
what
kind
of
projects
do
we
have
that
are
active
projects
and
in
the
works
and
and
I?
We
have
such
important
work
to
do
maps
four
we're
building
a
72-inch
pipeline
to
Southern
Oklahoma.
N
That
scares
me
a
little
right
now
with
the
cost
of
building
materials,
but
once
we
get
that
pipeline
built,
it
will
provide
water
for
our
kids
and
our
grandkids
through
2060.
I'm,
really
proud
of
the
work
we're
doing
at
Tinker,
Air
Force
Base
the
improvements,
the
expansion,
the
protection,
we're
providing
them,
but
I
want
to
run
through
this
list.
That
Joanna
gave
me
because
I
I
don't
think
everybody
gets
a
flavor
for
all
the
economic
development
and
active
projects.
N
We
have
going
on
right
now,
there's
Pratt
and
Whitney,
which
is
a
total
investment
of
255
million.
There's
the
B-21
bomber
base
expansion,
east
of
Douglas
there's
the
convergence,
which
is
135
million
dollar
project,
there's
OKC
577,
which
is
an
industrial
Business
Park,
which
is
an
80
million
dollar
project.
There's
the
the
Paige
Woodson
development,
which
is
about
to
enter
into
a
new
phase.
There's
Strawberry
Fields,
there's
Boulevard
place.
There's
the
citizen
there's
the
canoe
electric
automobiles,
which
is
a
total
investment
of
347
million
dollars.
There's
Ali's
end,
there's
the
boardwalk
and
there's
Harlow.
N
N
If
we
all
work
together,
if
we
work
hard
together,
I
truly
believe
that
the
best
is
yet
to
come
for
Oklahoma
City.
Thank
you.
Thank
you.
G
Oh,
it
is
on
brand
yeah,
yeah
yeah,
that's
what
the
kids
say.
I
just
saw
some
faces
out
there.
That
I
would
be
remiss
if
I
didn't
say.
Thank
you.
I
see
my
state
representative,
Marie
Turner
I
want
to
thank
them
for
their
attendance
this
morning,
Arturo
Alonso
I
want
to
thank
you
for
your
attendance
but
Chris
and
Niha
Cornell,
Carol,
Boyd
and
Debbie
Tim.
You
all
just
thank
you,
and
you
know
why
you
know
why
and
if
I
missed
you
I'm,
sorry
I'm
not
perfect,
but
you
know.
G
J
A
little
grace
too
sure
I'm
gonna
get
the
last
word.
I
have
a
really
great
story
to
tell
my
pen
that
I'm
wearing
isn't
like
your
pen,
even
though
I
got
one
like
yours.
My
opinion
belonged
to
the
ward,
5
City
councilor,
Jim
Scott
and
his
Grand.
Excuse
me
his
grandsons,
the
one
who
swore
me
in
thank
you.
C
E
B
B
C
All
right,
I
think
we're
going
to
get
started.
Chief
you're
closest
to
you,
Chief
Kelly,
oh,
never
mind
there.
He
goes
I'm,
just
gonna
make
sure
we
got
that
door
shut.
Thank
you.
C
All
right,
we
are
now
at
item
four
items
requiring
separate
votes,
so
obviously
this
is
going
to
be
the
precursor
for
the
budget
process
that
we're
about
to
Embark
upon
over
the
next
month
and
change,
and
we
always
pass
a
resolution
at
the
beginning
of
that.
Just
setting
the
public
hearing
dates
and
then
we'll
get
in
obviously
to
the
budget
presentation.
C
So
item
4A
is
a
resolution
setting
the
public
hearing,
dates
of
May,
16th
and
May
30th
for
Budget
related
presentations
and
public
comment
on
the
proposed
annual
budget
for
fiscal
year
2024
and
setting
June
6th
as
the
formal
city
council,
public
hearing
on
the
proposed
annual
budget
for
fiscal
year.
2024
Etc
and
we
could
take
a
motion
on
this
item.
C
C
C
So
we
don't
have
any
items
five
through
eight
today,
but
we're
going
to
skip
ahead.
I
guess
to
item
nine,
and
that
is
presentations
and
discussion
of
fy24
proposed
budget
and
I
have
to
step
away
for
a
funeral
and
I'm
going
to
turn
the
chairmanship
over
to
vice
mayor
Stone.
But
the
good
news
is
today
is
mostly
in
the
hands
of
the
city
manager.
O
Thank
you
thanks
mayor
I,
just
want
to
say,
as
we
get
started
here,
I
Chris,
Christian
York
is
our
budget
director
as
his
first
budget.
That
he's
going
through
he's
actually
worked
through
budgets
before
many
budgets
before,
but
first
as
the
budget
director
I
appreciate,
Chris
and
his
team
and
their
leadership
and
our
policy
and
our
financial
policies,
we
have
a
decentralized
budget
process,
which
means
that
we
make
sure
that
we
include
as
we're
preparing
it,
to
bring
it
to
council.
O
We
include
all
of
our
departments
and
all
of
our
departments
have
a
voice
in
preparing
the
budgets
they're,
the
ones
that
know
best
what's
needed
within
their
areas
of
operation.
The
issues
that
they're
facing
so
I
appreciate
so
much
all
the
work
of
so
many
people
that
have
gone
into
this.
The
many
of
the
staff
from
the
budget
office
are
here
today.
I
appreciate
their
leadership
and
work
on
this
and
Chris's
leadership.
O
We'll
go
through
several
meetings
that
we
have
coming
up
over
the
next
six
weeks
that
will
have
every
other
week
we'll
have
budget
meetings
and
hear
from
some
of
the
more
front-facing
departments
that
you
get
more
information
about
their
budgets,
but
just
really
want
to
say
how
much
I
appreciate
their
work
and
Christians
leadership
as
we
go
through
this
and
look
forward
to
the
discussions
that
we
have.
As
we
discuss
the
budgets
presented
today.
Chris
all.
D
Right
I
appreciate
those
comments:
city
manager,
while
I
have
the
mic.
I
would
like
to
acknowledge
the
team.
That's
here
with
me,
some
of
them
weren't
able
to
be
here
today,
but
we
have
Jessica
Looney,
Nicole,
Tower,
nigash,
Chopra
and
tiara
Taylor.
As
our
analyst
team.
Daniel
dorgan
is
our
only
senior
budget
analyst
and
then
we
have
our
budget
specialist,
Lori,
Hurd,
Leticia,
Jackson,
Ian,
Hutchison
and
Steve
Aikens
I
very
much
appreciate
all
the
hard
work
that
goes
into
this.
D
Alongside
of
our
partners
in
the
Departments,
so
I
will
just
jump
right
in
and
I
thought.
I
would
start
you
off
with
the
schedule.
So
you
know
what
presentations
you'll
be
receiving
in
the
next
month
or
so,
and
so
today,
you'll
hear
from
myself,
followed
by
public
transportation,
fire
and
police
on
May
16th,
we'll
have
presentation
from
Parks
development
services
and
planning
and
then
on
May
30th,
Public,
Works
utilities
and
airports
will
present
so
adoption
is
scheduled
for
June
6th
and
there
will
be
public
hearings
at
each
of
these
meetings.
D
So
maybe,
as
a
tutorial
for
our
residents,
really,
the
budget
development
process
is
just
the
last
step
in
an
ongoing
process
that
occurs
every
year,
starting
really
with
the
resident
survey.
The
survey
gives
an
opportunity
for
our
residents
to
weigh
in
on
what
their
priorities
are
and
grade
us
on
our
performance.
That,
in
turn
feeds
the
council
priorities,
which
the
Departments
then
use
to
build
their
strategic
business
plans
that
they
visit
at
least
every
other
year,
and
so
really
the
budget
development
is
just
a
one-year
implementation
of
the
Strategic
business
plan.
D
So
the
slide
we're
all
waiting
on
right
here
and
I
might
give
you
a
little
bit
of
an
orientation
on
this
slide.
It
always
messes
me
up
when
we
use
a
different
unit.
These
are
in
millions,
and
so
when
we're
looking
at
that
first
column
there
on
the
left,
the
general
fund
for
FY
23
was
570.4
million
and
so
on,
as
we
get
on
the
page,
we're
into
the
billions
at
the
bottom.
So
just
going
to
the
bottom
of
the
page,
the
total
budget
for
fy24
is
proposed
at
1.9
billion
dollars.
D
That's
a
1.8
percent
increase
over
the
amended
fiscal
year.
2023
budget,
the
general
fund
up
at
the
top,
is
going
up
about
5.9
percent
over
the
current
year
budget
at
604
million,
and
this
high
level
of
growth,
I
would
say,
is
attributable
to
the
strong
sales
tax
growth
that
we've
received
in
the
current
year.
But
it's
also
coupled
with
a
concern
over
next
year
that
there
might
be
an
economic
downturn,
so
we
expect
to
end
this
current
fiscal
year
at
about
seven
percent
sales
tax
growth.
D
I
do
have
an
asterisk
on
the
general
fund,
so
it
does
not
include
the
budget
amendment
that
you
receive
for
consideration
or
for
introduction
during
the
last
meeting
because
it
hasn't
been
approved.
Yet
we'll
bring
that
back
to
you
on
the
next
council
meeting
and
let
you
consider
that
one
in
our
operating
funds
we're
going
up
by
0.3
percent
or
200
at
299
million,
and
that's
going
to
include
other
operating
funds
like
the
airports,
utilities
and
stormwater
drainage
funds,
as
well
as
our
fire
and
police
sales.
Tax
funds
are
non-operating.
D
Funds
stayed
fairly
flat
at
0.5
percent
increase
I
mean
those
are
going
to
include
our
project
funds
like
Maps,
three
sales
tax,
the
maps
four
program
fund
and
the
Capital
Improvements
project
fund.
I
do
have
one
more
call
out
for
our
non-operating
funds
just
for
our
residents,
because
it
can
be
a
little
bit
confusing
so
by
state
law
and
our
purchasing
policy
in
our
non-operating
funds.
D
We
have
multi-year
projects
that
are
going
on
we're
building
buildings,
we're
building
roads,
and
so
we
have
to
encumber
those
funds
on
an
annual
basis
for
services
and
supplies
that
we
may
not
receive
during
that
year.
So
what
that
tends
to
do
is
inflate
our
budget
a
little
bit,
that's
just
to
comply
with
state
law.
If
I
had
to
give
you
an
example
of
it.
D
D
So,
as
we
look
at
position
count
for
the
city,
we
were
able
to
add
119
positions
this
year.
That
brings
us
to
a
new
high
water
Mark.
It's
the
highest
number
of
positions
we've
ever
had
as
a
city
I'll
give
you
a
couple
of
context
points
there,
though,
as
you'll
recall
from
the
Council
budget
Workshop.
D
When
we
look
at
that
compared
to
population
growth,
population
growth
has
been
about
71.1
percent
over
the
last
several
years
as
where
employee
growth
has
been
about
3.9
percent,
so
pleased
that
we're
able
to
add
additional
positions,
we
did
lose
a
little
bit
of
ground
in
terms
of
per
1000
residents.
We're
at
about
7.13
using
the
last
population
figure,
and
the
other
thing
I
would
call
out
is
that
only
28
of
these
positions
are
in
the
general
fund.
D
So
getting
into
the
budget
highlights
starting
with
Public
Safety
and
I'll
keep
this
at
a
fairly
high
level,
because
we
will
be
receiving
presentations
from
the
Chiefs
following
my
presentation
in
the
fire
department,
we're
adding
six
firefighters,
that's
intended
to
help
with
our
callback
overtime
expense
as
well
as
give
the
chief
some
additional
resources
to
make
sure
we
keep
apparatus
in
service
we're
adding
four
civilians
for
our
new
quartermaster
program.
These
individuals
will
be
trading
out
a
personal
protective
equipment
for
our
firefighters,
who've,
been
exposed
to
chemicals
on
scene.
D
They'll
have
fresh
equipment
to
to
use
until
their
equipment
can
be
washed
and
returned
to
them,
trying
to
get
that
exposure
level
down,
and
then
we
also
have
these
40
positions
that
I
highlighted
for
you
in
the
budget
amendment,
and
these
are
related
to
implementation
of
a
limited,
Medical
Transport
program
to
supplement
our
partners
at
emsa.
A
couple
of
notes
on
that.
D
These
are
proposed
to
be
funded
out
of
the
Medical
Services
Program
fund,
and
in
order
to
do
that,
we
would
need
an
updated
agreement
with
emsa
and
we
would
also
potentially
need
an
ordinance
change
to
access
those
funds,
and
so
this
is
contingent
upon
those
things
being
in
place
and
then
finally,
you
know
we
also.
We
often
don't
give
this
much
attention,
but
we
fully
funded
equipment
replacements
for
the
fire
department
at
29.5
million.
D
In
the
police
department
we're
adding
14
positions,
most
of
which
are
all
of
which
are
civilian.
We
have
a
civilian
Crisis,
Intervention
team
coordinator
that
will
be
replacing
a
swarm
position
in
that
role
and
help
develop
mental
health,
related
training
for
the
Department.
We
also
add
three
civilian
DNA
forensic
scientists,
two
civilian
computer,
forensic
investigative
Specialists
and
a
couple
of
administrative
positions
all
funded
by
the
public
safety
sales
tax.
D
You'll.
Note
the
language
change
in
the
next
two
flips
from
just
calling
out
the
positions
that
we're
adding
to
includes
that's
on
purpose.
So
the
two
civilian
community
relations
coordinators
there
was
were
providing
victim
services
and
the
two
civilian
digital
media
positions
were
previously
funded
by
a
grant,
and
so
this
that
is
Grants
were
about
to
expire.
This
is
adding
those
into
the
general
fund,
so
it's
not
an
enhancement
to
services,
but
it's
a
maintenance
of
something
we
were
able
to
put
on
through
grant
funding.
D
We
also
have
1.1
million
in
startup
costs
for
the
real-time
information
center,
and
this
is
going
to
be
split
pretty
evenly
between
500
000
of
recurring
costs
for
software
licensing
and
then
about
500
000.
In
one
time
costs
for
purchasing
of
equipment
such
as
camera
systems
and
as
we
noted
with
fire,
we
fully
funded
the
replacement
cost
of
the
vehicles
I'm
using
our
use
tax
funds
at
26.5
million
dollars.
D
Public
Works
has
a
net
ad
of
four
positions
and
they're,
including
an
administrative
specialist
for
agenda
management,
as
you
can
imagine,
Public
Works
generates
and
sees
probably
the
Lion's
Share
of
council
items
throughout
the
city.
They're.
Also
adding
three
administrative
Physicians
to
support
our
HR
function,
internal
to
the
department.
That
department
has
over
400
positions
and
it
has
some
of
our
most
difficult
to
recruit
and
retain
for
those
are
going
to
include
your
engineers
and
your
CDL
holders.
D
In
the
development
services
department,
we
put
on
an
electrical
inspector
one
to
improve
our
time
limits
with
conducting
those
inspections,
a
plans
examiner
to
the
development
center
to
improve
upon
customer
experience
and
increase
timeliness
of
plan
review,
we're
also
adding
an
animal
welfare
representative.
That's
a
seven
day
a
week,
operation
out
there
and
so
that'll
help
with
coverage.
A
senior
customer
service
representative
is
being
added
to
license
and
permits
to
reduce
their
call
response
times
and
then
a
code
inspector
is
being
added
in
Code
Enforcement.
D
All
right,
the
planning
department
is
adding
two
positions.
One
is
an
associate
planner,
that's
being
added
to
support
the
special
program
coordinator
that
we
already
hired
Lindsay
for
our
homelessness
initiatives.
The
second
position
is
an
assistant
planner,
that's
going
to
be
added
in
the
Arts
and
Cultural
Affairs
program
and
that
all
supports
both
the
Arts
office,
as
well
as
the
Urban
Design
division
on
historic
preservation
and
design
functions.
That
special
program
coordinator
that
I
just
referenced,
is
moving
from
the
planning
department
over
to
the
city,
manager's
office,
and
so
that's
reflected
here
and
then.
D
Public
transportation
and
parking
is
adding
16
cop
positions,
so
those
will
be
located
in
the
trust
and
their
primary
focus
is
going
to
be
on
maintenance
of
those
new
brt
vehicles.
It's
also
adding
three
utility
maintenance,
two
positions
and
a
system
analyst
to
support
maps
for
projects
and,
specifically
they're,
going
to
be
working
on
the
new
bus
shelters,
they'll,
be
putting
on
a
business
development
specialist
to
improve
utilization
across
Embark
Services
through
marketing
Community
Management,
our
engagement
rather
and
then
a
municipal
account.
D
Three
will
be
added
to
consolidate
the
grants,
reporting
function
in
the
department,
so
the
overall
increase
for
the
general
fund
for
Coppa
is
going
to
be
7.7
million
dollars.
Most
of
that
is
2
million
related
to
the
next
phase
of
brt
and
then
another
couple
million
related
to
restoring
the
general
fund
subsidy
that
was
able
to
be
reduced.
When
we
had
cares,
act
funding
to
support
busing
operations,
we've
needed
to
rebuild
that
back
in
the
general
fund
over
the
last
couple
of
years.
D
All
right
utilities
add
17
positions:
I
won't
go
through
all
those
with
you,
because
you
will
be
receiving
a
presentation
from
them
on
May
30th,
but
I
do
want
to
note
that
all
of
those
positions
will
be
funded
by
the
trust.
I
do
have
one
call
out
bullet
for
you
that
the
department
intends
to
move
17.3
million
of
its
operating
costs
for
electricity,
chemicals
and
Fleet
Services
over
to
the
trust,
and
that
just
gives
them
a
little
bit
more
timely
response.
D
The
airports
very
similarly
add
six
positions
and
you
will
receive
a
presentation
from
them
on
the
same
day,
a
couple
of
highlights
there
they're
adding
a
municipal,
an
assistant,
Municipal
counselor
in
the
nco's
office,
but
it
will
be
funded
through
the
airport's
trust,
three
positions
in
the
admin
line
of
business
and
airports,
operations
officer
and
an
engineering
assistant.
D
All
right,
Parks
and
Recreation
Department
adds
just
one
position,
a
GIS
analyst,
and
this
individual
will
provide
a
Parks
inventory
and
make
that
information
public.
So
our
residents
can
more
easily
access
our
Parks
amenities,
we're
also
adding
nearly
500
000
for
the
willady
Johnson
Recreation
Center
Staffing
for
this
facility
was
added
in
a
prior
budget
cycle.
D
This
Edition
is
going
to
be
for
part-time
Staffing
supplies
and
services
and
then
finally,
the
first
step
program
provides
contract
layer
for
labor
for
mowing
and
landscaping
services
at
city
parks,
and
this
increase
is
just
related
to
a
labor
rate
increase
on
that
contract.
It
doesn't
do
anything
to
change
the
current
Tempo
or
our
mowing
schedule.
That's
out
there,
it's
just
a
higher
cost
of
Labor
and
the
city
manager's
office.
We
added
one
position
to
the
print
shop
and
this
is
a
digital
Graphics
technician
to
provide
projects
for
throughout
the
city.
D
D
We
also
have
an
114
000
increase
in
the
Fleet
Services
internal
service
fund
and
that's
related
to
overtime
and
outsourced.
Repairs.
They've
had
a
difficult
time
in
keeping
their
heavy
Mechanics
for
that
division.
D
It
is
going
to
add
eight
positions
throughout
the
department
two
system
analysts
and
the
Enterprise
business
application
program.
We've
got
a
system
support,
specialist
and
system
support.
Specialists
are
two
and
three
and
the
network
program,
a
systems
analyst
in
the
departmental
systems
program
also
one
in
the
software
development
program
and
system
support,
specialist,
three
and
system
support
specialist
one
to
the
public
safety
communication
program,
and
we
also
included
an
800
000
placeholder
for
Microsoft
licensing.
D
Just
a
couple
of
small
ones.
For
our
inward
facing
departments,
the
finance
department
restores
a
management
specialists
in
treasury
that
was
lost
during
our
prior
cycle
and
then
the
human
resources
department
adds
a
human
resources
information
system
to
analyst
to
assist
us
with
our
upgrade.
That's
going
on
right
now
to
our
human
Capital
management
system,
transitioning
to
an
oracle
provided
program.
D
It
also
adds
a
benefits
coordinator.
That
was
an
overage
at
the
moment
to
assist
with
the
really
tens
of
thousands
employees
and
their
dependents
on
City
Health
Care
plans
in
the
municipal
counselor's
office.
We've
got
one
additional
attorney
in
civil
litigation.
An
attorney
in
land
use
an
attorney
in
criminal
justice,
and
we
also
added
the
assistant
Municipal
counselor.
We
discussed
in
airports.
D
All
right
and
just
couple
of
call
outs
from
the
budget
unrelated
to
any
particular
Department.
We
do
still
have
that
2.4
million
dollars
that
we
had
from
prior
year
in
non-departmental
general
fund
and
that's
going
to
be
for
our
task
force,
recommendations
and
so
that'll
be
shared
between
law
enforcement
and
homelessness,
efforts
that
might
be
implemented
or
started
during
the
next
year.
D
All
right
so
now
we'll
switch
to
the
driver
behind
the
budget
and
that's
our
revenues.
So,
once
again,
back
at
that,
1.91
billion
dollar
number,
the
largest
recurring
Revenue
source
is
taxes.
Of
course,
they
total
885
million
or
47
percent,
and
then
sales
tax
is
the
largest
source
in
that
category
and
represents
about
601
million
dollars
of
that
total.
D
Other
areas
of
note
are
fund
balance
and
our
largest
revenue.
Second,
our
largest
revenue
Source,
besides
sales
tax,
with
maps
four
and
Maps
three
and
better
streets
and
safer
cities,
accounting
for
more
than
half
of
that
list,
and
so
29
of
the
total
and
then
federal
grants
are
down
from
last
year,
but
still
account
for
about
108
million
for
next
year's
budget.
D
The
fees
and
charges
includes
things
like
franchise
fees,
building
permits,
ambulance,
membership
fees
and
storm
water,
drainage
fees
and
those
categories
account
for
15
of
the
total.
Finally,
we
have
transfers
in
which
consists
of
transfers
from
our
public
trust
for
operations
such
as
water,
Wastewater,
solid
waste
and
airport
services,
and
are
just
one
percent
of
the
total.
D
Zooming
in
once
again
to
the
general
fund
we're
at
604.3
million
in
the
proposed
budget,
and
we
can
see
that
again,
taxes
make
up
about
71
percent
of
the
total
sales
tax,
accounting
for
54.
Of
that
number
or
328
million
use
taxes
become
a
bigger
portion
as
more
purchasing
goes
online
and
that
represents
about
100
million
or
17
percent
of
the
total.
D
Other
taxes
are
fairly
small
at
two
percent
and
include
taxes
we
receive
from
the
state.
So
your
alcoholic
beverage
tax,
your
gasoline
tax
and
your
commercial
vehicle
tax
and
tobacco
tax
franchise
fees
represent
nine
percent,
and
this
comes
from
our
utility
companies
paying
us
for
use
of
our
right-of-way.
So
that's
going
to
include
your
OG,
E's,
ong's
and
so
on
fees
and
charges
such
as
building
permits,
admin
charges
and
wage
adjustment
from
fire
and
and
police
sales
tax
make
up.
D
So
now
we'll
look
at
the
other
side
of
the
equation
here,
with
our
expenditures
back
to
1.91
billion,
and
you
can
see
by
category
we
have
these
broken
up
by
how
the
municipal
budget
act
specifies
that
we
have
to,
and
so
those
are
going
to
include
personal
services
at
617
million
other
services
at
409
million.
These
are
going
to
be
contracts,
supplies
at
101
million
Capital
at
519
million
Debt
Service
at
160
million
and
transfers
at
97
million.
D
D
So
then,
zooming
in
again
to
the
general
fund,
Personnel
Services
stays
at
the
the
vast
majority
there
at
66
percent
other
services
at
27
and
those
are
going
to
include
things
like
utilities,
contracts
for
services
and
our
payments
to
Kappa
supplies,
capital
and
transfers
are
all
fairly
small
and
total
about.
Seven
percent
and
I
would
like
to
point
out
that
Capital
funding
doesn't
show
up
as
a
category
in
the
general
fund.
D
So
then,
when
we
look
at
the
general
fund
by
purpose,
you
can
really
see
what
we're
spending
our
general
fund
dollars
on
most
of
it
is
going
to
be
on
Public
Safety
at
61
percent.
Of
course,
that's
going
to
include
our
police
and
fire
public
service
is
going
to
be
the
second
largest
category
at
20
or
119
million,
and
that's
going
to
be
Public
Works
development
services,
planning,
culture
and
Rec
is
our
parks,
department
that
represents
12
or
69
million
and
then
general
service.
D
Our
general
government
comes
in
at
8
or
48
million,
and
that's
going
to
include
your
in-house
things
like
Finance
City,
manager's
office,
HR,
it
General
services
and
so
on
all
right.
So
that
concludes
the
highlights.
What
I
would
say
is
when
we're
putting
together
our
budget.
We
of
course
have
to
comply
with
admissible
budget
act,
but
in
addition
to
that,
we
always
try
to
achieve
the
government.
D
Finance
offices
Association
best
practices
award,
and
this
is
a
category
that
they
have
that's
where
we
submit
our
budget
and
our
peers
review
it
and
then
I'm
proud
to
say
that
you
know:
we've
won
this
thing
for
the
last
35
years,
and
only
six
other
municipalities
in
the
state
of
Oklahoma
received
it
last
year.
So
hopefully
this
budget
will
comply
with
that
and
we
will
earn
that
again
next
year.
D
So
I
might
give
you
a
quick
guide
to
the
budget
book
again
this
year.
We
have
it
in
two
volumes,
so
the
smaller
volume
is
our
performance
guide,
and
this
is
going
to
include
all
of
your
issues,
strategies
and
our
performance
measurements
on
how
we're
doing
it's
also
going
to
include
that
broken
out
by
each
single
department.
So
if
there's
any
metric
throughout
the
city
that
you
want
to
look
at,
this
is
where
you
would
go.
The
larger
volume
is
going
to
include
our
introduction,
which
has
the
city
manager's
message
I,
find
that
very
informative.
D
It's
going
to
have
a
lot
of
our
assumptions
and
thought
process
and
leading
up
to
the
budget.
It
also
include
some
demographic
information
for
the
city
largest
employers,
population,
size
and
so
on.
Then
we
have
our
financial
summaries.
This
is
where
I
go
when
I'm
looking
for
a
particular
fund,
I
want
to
know
how
much
Maps
four
is
expected
to
have
next
year,
then
we
have
our
departmental
budgets
where
we
break
out
our
budget
and
our
our
so
not
just
our
costs,
but
also
our
positions
by
line
of
business
and
programs.
D
So
you
can
see
exactly
where
we're
putting
our
funding
and
then
our
fun
summary
section
when
we
reference
the
miscible
budget
act.
This
is
what
we're
actually
asking
you
to
approve.
So
just
this
small
portion
of
the
budget
book
is
the
actual
official
budget
and
it
has
every
fund
broken
out
for
your
review
there.
D
Okay.
So
as
we
finish
up
here,
just
as
a
reminder,
we'll
still
have
the
same
public
comment
process
we
had
last
year
that
opens
up
today
and
will
run
20
days,
and
then
we
will
also
have
public
hearings
on
the
16th
and
the
30th,
as
well
as
the
June
6th
meeting.
So
residents
are
more
than
welcome
to
come
speak
at
any
of
those.
We
will
receive
the
summary
of
comments
on
May,
the
30th
or
excuse
me
we'll
receive
them
on
May.
The
22nd
will
be
the
end
of
it
and
then
on
May
the
30th.
D
We
will
provide
those
to
council,
and
so
if
our
residents
want
to
get
a
hold
of
us,
they
can
go
fill
out
a
form
on
okc.gov
budget.
That
link
will
be
up
today.
Following
this
meeting.
They
can
always
email
it
to
budget
comments
at
okc.gov
or
they
can
text
the
action
center
at
405-252-1053
or,
if
they're
feeling
nostalgic,
they
can
put
pen
to
paper
and
send
us
a
letter
to
the
city
clerk's
office
for
Budget
comments.
P
You
don't
mind:
I,
don't
want
to
I,
don't
really
have
a
question.
It's
more
of
a
comment,
one
of
the
things
that
I
enjoyed
as
far
as
the
budget
book
this
year
were
there
were
the
stock
photos
or
actual
City
engagement
photos,
and
that
is
a
beautiful
thing
to
see
so
I
just
want
to
commend
you
all
for
that.
I
know
a
lot
of
times
when
we
get
these
types
of
books.
P
O
O
So
next
up
we
have
our
public
transportation
and
parking
budget
presentation,
so
assistant
city
manager,
Jason
fairbrush,
with
his
team,
will
present
the
parking
Transportation
budget.
Q
All
right
so
good
morning,
mayor
and
Council,
again,
Jason
fairbrush
assistant
city
manager
and
director
of
the
public
transportation
and
Parking
Department.
Thank
you
for
the
opportunity
this
morning
to
be
able
to
present
the
fy24
proposed
budget
for
our
department.
Q
Q
That
vision
statement,
We
Believe
also
aligns,
with
council's
priority,
to
develop
a
transportation
system
that
works
for
all
residents
and
it's
through
our
mission,
our
mission
to
be
a
self-sustaining
Transportation
Network
that
removes
barriers
of
location
and
socio-economic
status,
while
elevating
the
status
and
use
of
public
transportation,
so
all
of
Central
Oklahoma
can
safely
and
quickly
reach
their
destination.
It's
that
mission
that
we
hope
will
help
us
not
only
support
that
Council
priority
moving
forward,
but
eventually
reach
that
aspirational
goal
that
we
have
to
be
world-class
transportation.
Q
So,
in
keeping
with
our
vision
to
be
world-class
Transportation,
one
of
the
things
that
we've
been
focusing
on
over
the
last
couple
of
years
and
have
continued
to
refine
is
our
employee,
driven
transformation
plan
or
the
road
map
the
road
map?
Again,
it's
an
employee,
driven
transformation
plan,
lots
of
input
and
contribution
from
our
front
line
staff
and
what
we've
developed
and
you
can
see
it
in
the
top
left
portion
of
the
slide.
Q
Here
is
basically
a
one-page
document
front
and
back
where
we
are
able
to
highlight
our
mission
statement,
we're
able
to
display
our
vision.
We
reference
our
core
values
of
being
safe,
being
there
being
open,
being
kind,
you'll
notice,
the
employee
pledge
is
included
within
our
roadmap
transformation
plan
that
that
employee
pledge
was
developed
and
voted
on
by
our
employees.
Q
We
also
have
our
three
primary
initiatives
that
we
reference,
creating
a
great
place
to
work,
elevating
the
status
and
use
of
our
services
and,
of
course,
preserving
the
confidence
of
our
board
and
this
city
council
under
each
of
those
initiatives,
you'll
see
various
projects
and
tasks
where,
if
we
successfully
execute
those
projects
and
tasks,
it
will
support
those
initiatives
that
we've
developed
and
then
finally,
the
road
map
that
transformation
plan
is
also
about
employee
recognition
and
you'll
see
a
reference
to
a
couple
of
recognition
programs.
Q
We
have
are
Embark
Legends
and
our
Stoke
storytellers
and
so
I
share
that
with
you
to
let
you
know
that
that
is
a
continued
work
in
progress.
However,
we
were
recently
honored
by
the
American
public
transit
Association,
receiving
the
2023
adwheel
award
for
the
best
marketing
and
Communications
piece
for
Workforce
Development,
some
of
the
other
notable
achievements.
If
you
will
that
we've
been
able
to
accomplishes
a
department
through
this
last
fiscal
year,
was
also
a
2022
ad
will
award
for
our
best
marketing
and
Communications
for
the
save
the
seat
campaign.
I
think
you're.
Q
Familiar
with
that
video.
We
had
the
2022
best
project
award
for
the
Convention
Center
Garage,
recognized
by
the
International
parking
Institute,
an
innovation
award
for
our
climber
right
program.
As
you
know,
our
climberide
program
is
that
specialty
transportation
that
we
provide
working
with
DHS
and
parents
that
are
enrolled
if
you
will
in
the
foster
care
program.
So
we
provide
that
transportation
to
support
that
unification,
and
then
we
surpassed
one
million
passenger
trips
on
the
streetcar
in
2022..
Q
So
thinking
of
again
world-class
Transportation,
Workforce
Development
is
one
of
those
items
that
is
very
important
to
us
for
two
reasons
and
we
think
of
Workforce
Development.
It's
creating
a
great
place
to
work
as
I
mentioned,
but
part
of
that,
of
course,
is
recruiting
and
retaining
employees
and
I
thought
I'd
share
this
graph
with
you.
I,
don't
know
that
Council
has
seen
this
before,
but
we
have
been
basically
as
a
public
transportation
and
Parking
Department.
You
know
recognizing
council's
investment
in
public
transportation.
Q
Of
course,
over
the
same
time
period
we've
been
in
a
constant
state
of
growth.
Really,
if
you
will,
since
FY
14.,
so
about
the
last
10
years,
we
have
grown
as
a
department
and,
as
you
know,
our
services
have
increased
right.
We've
increased
frequency,
we've
added
night
service,
we've
added
weekend
service,
we're
preparing
for
the
bus,
Rapid
Transit,
and
so
what
you
see
is
in
FY
14.
We
actually
had
222
positions.
Q
The
fy24
proposed
budget
includes
384
positions,
that's
a
73
percent
growth
over
that
10-year
period
in
budgeted
positions
and,
of
course,
as
you
know,
as
a
city
Department,
it's
really
the
people
that
that
get
the
work
done,
and
so
it's
really
indicative
I.
Think
of
the
trajectory
that
we're
on
and
and
the
growth
that
we've
seen
in
transit.
Q
The
other
reason
the
Workforce
Development
piece
is
important
to
us
is
because
it
aligns
to
a
couple
of
strategic
results
that
we
have
in
our
leading
for
results:
business
plan,
our
budget
director
referenced
that
leading
for
results,
concept,
I
believe
in
his
presentation.
I
know
that
most
of
you
are
familiar
with
that,
but
one
of
our
strategic
results
is
to
maintain
a
vacancy
rate
of
about
eight
percent
and
I'm
pleased
to
report
that
all
of
that
number
does
fluctuate
from
week
to
week.
Q
We
are
in
the
neighborhood
of
that
eight
percent
vacancy
rate,
at
least
at
this
time,
and
we
know
that
it's
a
very
competitive
hiring
market
right
now.
The
other
reason
the
Workforce
Development
ties
to
our
strategic
business
plan
is,
we
have
a
strategic
result,
a
commitment
to
this
Council
to
our
residents
to
finish
the
construction
of
the
bus,
Rapid
Transit
and
stand
up
those
operations
by
the
end
of
basically
this
calendar
year
and
so
again,
hiring
recruit,
hiring
and
training
and
retaining
those
employees.
So
we
can
add
that
service
is
significant
for
us.
Q
So
on
the
slide
here,
you
can
see
over
on
the
right
some
of
the
printed
materials
we
use
for
our
recruiting.
We
do
aggressively,
recruit
positions
for
our
organization,
have
a
dedicated
recruiter
and
then
once
we
recruit
those
employees,
we
have
just
an
incredible
training
team.
You
can
see
in
the
photo
in
the
bottom
left
there.
Our
primary
trainer
Byron
there
leading
a
class
of
new
hires.
He
does
just
a
tremendous
job.
Q
The
next
slide
here
is:
you
know,
thinking
about
that
growth.
What
that
growth
has
allowed
us
to
do
is
not
only
add
services,
but
it's
really
allowed
us
to
spend
more
time
engaging
in
our
community
developing
those
Partnerships
with
Community
organizations
attending
events
that
you
can
see
pictured
in
this
slide,
but.
Q
One
of
the
things
that
you'll
see
in
the
proposed
budget,
when
we
get
to
make
a
summary
of
major
changes
is
the
proposed
budget
includes
an
additional
position
for
business
development,
and
so
just
like,
we've
fostered
those
relationships
over
the
last
few
years
with
Community
organizations
and
non-profits.
Q
We
really
want
to
add
a
business
development
position
to
help
us
continue
that
robust
Community
engagement,
but
also
be
able
to
concentrate
on
visiting
with
some
of
our
major
employers
and
positioning
Transit
as
a
as
an
alternative
to
getting
to
and
from
work
for
their
employees,
and
so
that's
part
of
what
the
business
development
manager
will
help
us
with
whether
it's
vanpool
program
fixture
out
bus
streetcar
within
the
core.
Basically,
it's
getting
out
there
in
the
corporate
Community
if
you
will
and
promoting
our
services,
something
very
common
in
a
lot
of
other
Transit
markets.
Q
So
as
we
continue
to
bring
new
services
to
the
community
and
I
know,
I've
mentioned
a
lot
of
them
and
we've
experienced
this
exponential
growth.
If
you
will,
maintaining
our
customer
satisfaction
is
very
important
to
us.
We
want
to
grow
in
a
way
that
our
customers
certainly
still
appreciate
our
business,
and
so
what
I
have
here
is
just
the
results
of
our
most
recent
customer
survey
and
you
can
see
that
78
percent
of
our
customers
rated
overall
satisfaction
with
our
services
as
being
satisfied
or
or
very
satisfied
so
with
that
78
satisfaction
rating.
Q
Q
The
national
average
for
overall
satisfactions
with
satisfaction
within
the
transit
industry
is
about
50,
eight
percent,
and
that
comes
from
our
consultant
that
you're
familiar
with
Etc
Institute
out
of
Olathe
Kansas.
They
do
a
lot
of
Transit
surveys.
So,
although
we
have
some
room
to
grow
and
Achieve
our
goal,
we're
doing
we
believe:
okay
compared
to
the
market,
all
right
so
shifting
from
Workforce,
Development
and
customer
satisfaction.
I
want
to
share
a
little
bit
of
ridership
data
with
you.
Q
Obviously,
the
resources
that
go
to
our
budget
Prime
primarily
support
that
ridership
and
those
passenger
trips
that
we're
able
to
provide
so
the
first
slide
we'll
look
at,
and
it's
one
you've
probably
seen
before.
But
this
is
just
a
look
at
our
total
bus.
Ridership,
no
surprise
that
we
experienced
a
decline
in
ridership
over
the
last
five
years,
but,
as
you
can
see,
we
have
some
positive
momentum
in
FY,
22
and
FY
23,
where
we're
actually
projecting
to
finish
this
year.
Q
This
fiscal
year
with
about
2.6
million
trips
on
our
bus
system,
now
I'm
going
to
go
through
some
other
slides
in
the
presentation
where
we'll
look
at
streetcar
ridership,
we'll
look
at
Mobility
management
ridership.
If
you
start
adding
all
those
ridership
numbers
together,
we're
actually
estimating
we'll
finish
the
year
at
about
3
million
trips
system
wide
and
so
again.
Why
is
that
that
important?
Q
Well,
obviously,
we
we
do
like
to
inform
Council
about
our
ridership,
but
it
also
ties
again
to
another
one
of
our
strategic
results
within
our
business
plan
and
that
is
to
achieve
an
average
ridership
System
Light
of
about
13
000
passenger
trips
per
day.
Now
that
is
a
stretch
goal
that
was
based
on
some
numbers
that
we
were
generating
pre-pandemic
we're
going
to
finish
closer
to
about
8
200
trips,
this
fiscal
year.
Q
But
again
it's
a
stretch,
goal
that
we
continue
to
strive
for
and
if
it's
a
goal
that
we
achieve,
it
will
be
one
that
really
we
have
we've
never
hit
that
before
so
certainly
a
stretch
goal
Knight
ridership.
We
want
to
talk
a
little
bit
about
night
ride,
ship
and
weekend
ridership,
because
these
are
two
new
Services,
relatively
new
Services
I
should
say:
the
council
has
invested
in
to
grow
public
transportation
within
our
community
a
night
ridership
again.
The
trend
line
in
terms
of
overall
ridership
is
similar.
What
you
saw
with
total
bus
ridership.
Q
We
estimate
finishing
FY
23
with
about
96
000
total
trips.
Now
our
night
service
really
is
only
five
routes,
so
keep
in
mind,
we
don't
run
full
service
at
nights,
it's
five
routes
and
it
really
captures
that
window
of
time
from
about
7,
30
or
8
to
midnight.
So
it's
a
very
short
period
of
our
service
span
and
it
only
includes
five
routes,
but
we
are
encouraged
and
continue
to
see
growth
on
our
Knight
ridership
and
then
looking
at
weekend,
ridership
again
similar
trend
line
or
direction.
Q
Just
to
give
you
a
sense
of
how
our
change
in
ridership
within
the
Oklahoma
City
Market,
compares
to
changes
in
ridership
across
the
country.
So
we've
got
some
some
other
Transit
Agency
displayed
here.
This
data
comes
from
the
American
public,
transit
Association
and
basically,
what
I
would
direct
your
attention
to
is
the
far
right
hand
side
of
the
slide.
Q
Q
We
saw
our
increase
in
ridership
of
about
16
percent,
so
some
agencies
grew
faster
than
we
did
or
rebounded
their
ridership
faster
than
we
did,
and
then
the
numbers
I
just
shared
with
you
on
total
bus
ridership,
showed
420
000,
more
passenger
trips,
estimated
in
this
fiscal
year
than
previous.
So
that's
about
a
18
percent
increase.
So
so,
overall,
you
know
the
story
here
is
on
our
bus
ridership.
Q
We
continue
to
build
that
back
coming
off
of
the
FY
20
fiscal
year
and
we
have
really
no
reason
to
believe
that
growth
won't
continue
into
the
next
next
slide
looks
at
streetcar
ridership,
it's
a
little
bit
different
than
fixed
route
ridership.
We
know
that
the
primary
users
of
our
fixed
route
system
use
our
system
to
get
to
and
from
work.
They
use
that
system
to
get
to
and
from
medical
appointments,
streetcar
ridership.
Q
On
the
other
hand,
we
we
do
have
a
base
that
uses
it
to
commute
to
work,
but
most
of
our
ridership
is
related
to
events,
and
it's
related
to
individuals
that
are
visiting
downtown.
So
the
ridership
trend
is
a
little
bit
different
than
what
we
see
on
bus.
Nonetheless,
we
do
expect
FY
23
to
finish
the
year
at
about
218
000
passenger
trips,
and
you
know
that
can
fluctuate,
depending
on
the
events
and
activities
that
are
programmed
for
downtown
you'll
notice,
that
FY
23
we're
estimating
to
finish
a
little
bit
less
than
FY
22.
Q
But
again,
a
few
weekends
of
large
events
and
the
ridership
projection
could
change.
In
fact,
this
last
weekend
we
did
over
2
000
trips
on
Saturday
over
a
thousand
trips
on
Sunday,
obviously
the
Arts
Festival
and
the
marathon
events
like
that
have
a
big
impact
on
our
ridership,
all
right
and
so
now,
looking
at
Ada
and
Senior
Transportation,
the
top
left
portion
of
this
slide
just
shows
our
ridership
for
our
ADA
Paratransit
ridership.
Q
This
is
the
ridership
that
we
provide
through
our
Embark
plus
service
and
again,
just
as
a
reminder.
Embark
plus,
is
a
curb
to
curb.
If
you
will,
service
is
the
way
we
describe
it.
Customers
qualify
for
the
service,
they
qualify
because
for
specific
reasons,
they're
unable
to
use
the
fixed
route
service,
and
so
they
will
schedule
a
trip
in
advance.
We
will
pick
them
up
at
their
point
of
origin,
take
them
directly
to
their
destination
and
oftentimes
provide
a
a
trip
back
to
where
they
they
started.
And
then
in
the
bottom
right.
Q
You
can
see
our
mobility
and
Senior
Services
ridership,
and
so
these
are
specialized
Transportation
trips
that
we
provide,
ranging
all
the
way
from
non-emergency
medical,
their
trips
for
seniors
to
the
grocery
store
their
trips
for
some
of
our
unique
Partnerships,
like
the
partnership
that
we
have
with
Palomar,
where
we
provide
transportation
for
their
clients.
So
there's
a
a
plethora
of
different
specialized
trip
that
trips
that
make
up
these
categories,
but
you
can
see
in
FY,
23.
Q
We've
really
had
some
significant
trip
generation,
estimating
153
000
of
these
mobility
and
Senior
Services
trips
by
the
end
of
the
fiscal
year
and
then
kind
of
rounding
out
our
our
ridership
we'll
take
a
quick,
quick
look
at
our
Smokies
Bike
Share
ridership.
You
can
see
that
in
the
top
right
of
the
slide
and
we
are
estimating
to
finish
the
year
at
about
5
900,
Bike,
Share,
Trips
Again.
Just
as
a
reminder,
we
did
introduce
the
e-bikes
to
the
marketplace
within
this
last
year
and
you'll
see
a
decline
in
that
ridership.
Q
We
do
attribute
that
to
the
fact
that
in
FY,
18
and
FY
19
spokees
was
really
the
the
only
game
in
town,
if
you
will
for
Bike
Share
and
now.
Obviously
we
have
lime
and
some
other
competitors
in
that
in
that
Marketplace
and
then
finally,
Oklahoma
River,
Cruise
ridership
again
FY
18
was
a
significantly
strong
year.
Since
then
you
know
our
ridership
has
hovered
between
five
to
six
thousand
trips.
We
estimate
finishing
this
year
at
about
6
200
and
again,
just
as
a
reminder
finder
to
council.
Q
Q
This
slide
that
you
see
here
has
some
images
that
one
wanted
to
convey
our
partnership,
our
partnership
with
the
FTA.
They
were
present
for
our
groundbreaking
that
we
had
last
summer.
You
can
see
the
picture
there.
We
have
the
FDA
administrator
from
region
six,
along
with
the
mayor,
our
trustee
and
councilman
Cooper.
So
it's
a
great
groundbreaking
ceremony.
But
again
the
FTA
is
a
huge
partner,
but
also
the
planning
department
and
Public
Works
they've
contributed
an
incredible
amount
to
this
project
and
it's
truly
a
great
example.
Q
Q
The
image
that
you
see
there
is
them
actually
practicing
out
on
our
grid.
If
you
will
our
big
paved
parking
lot
at
our
South
May
operations
center
and
we
have
mocked
up
a
platform
that
yellow
structure
that
you
see
there
on
the
pavement
is
a
mock
platform
that
we
can
move
around
on
the
grid
and
practice
those
approaches
before
we
get
out
in
the
field
and,
of
course,
you've
seen
some
of
the
rapid
buses
out
in
the
field.
Q
Now,
as
we're
training
on
some
of
the
streetcar
stops
that
share
really
that
same
elevation
that
elevated
platform
and
then
also
wanted
to
just
remind
Council
that
we
try
to
be
very
proactive
in
communicating
the
impacts
of
construction.
We
have
a
project
manager,
dedicated
dedicated
to
briefing
or
visiting
with
the
businesses
along
the
Route
anytime.
Q
We
have
construction
that
might
impact
them
in
addition
to
that,
every
Friday,
a
construction
update,
goes
out
to
those
that
have
signed
up
to
receive
them,
and
so
we
continue
to
make
efforts
to
engage
the
community
and
share
what's
going
on
with
the
rapid
brt
all
right.
One
of
the
other
significant
projects
we
have
underway
is
the
OKC
moves.
Q
Bus
study,
I
think
I've,
spoke
to
council
about
this
before,
but
this
ties
to
the
budget
in
that
in
this
next
fiscal
year,
included
within
the
budget,
is
the
resources
that
will
allow
us
to
implement
the
first
phase.
If
you
will
of
the
OKC
moves.
Bus
study,
OKC
moves
is
very
similar
to
the
bus
study.
Q
We
did
back
in
FY
13
that
we
ended
up
beginning
implementation
in
FY
14,
and
so
we
we
conducted
the
OKC
move
study
because
our
we
understand
that
our
community,
our
employers
or
where
people
live
where
people
want
to
go
all
that
has
changed
over
the
last.
You
know
nine
or
ten
years.
We
want
to
make
sure
that
our
bus
system,
the
backbone
of
our
transit
system,
is
modern.
It's
still
relevant.
Q
It
gets
people
where
they
need
to
go,
and
so
we
finished
that
study
and
again
we're
implementing
that
first
phase
within
the
upcoming
budget
year.
The
graphic
here
will
show
you
and
give
you
an
idea
of
the
type
of
community
engagement
that
was
involved
in
the
OKC
moves
study.
We
had
several
thousand
individual
engagements
a
lot
of
pop-up
events,
public
hearings,
the
goal
of
the
study,
of
course,
not
only
to
modernize
our
system
but
but
also
make
sure
we're
maintaining
appropriate
frequencies.
We
have
direct
routes,
we're
able
to
serve
new
destinations
and
so
forth.
Q
Current
projects
that
may
not
necessarily
be
in
the
operating
budget
but
are
non-operating
or
capital
in
nature,
include
Transit
Center
improvements.
You
can
see
an
image
in
the
top
left
here
of
a
lighting
project
that
we're
that
we've
concluded
at
the
transit
center,
a
pretty
dramatic
difference
in
terms
of
Safety
and
Security
with
lighting
at
that
facility,
and
we
also
continue
to
work
with
O'connor
and
the
first
American
Museum
for
developing
a
landing
to
serve
those
facilities
along
the
Oklahoma
River
and
then
again
at
the
bottom
of
the
slide.
Q
And
although
the
the
future
bus,
Rapid
Transit
lines
serving
Northeast,
Oklahoma,
City
and
South
Oklahoma
City
are
certainly
you
know,
the
largest
or
certainly
the
projects
that
create
the
largest
operational
demands
on
the
department.
We
do
have
some
of
the
maps
for
projects
that
will
be
seen
in
this
in
this
next
fiscal
year,
specifically
some
additional
bus,
shelters
that
are
funded
with
maps
for
and
the
transit
signal,
priority
project,
and
so
as
you'll
see
on
the
summary
of
major
changes
that
we'll
get
to
here.
Q
That's
also
a
system
that
Public
Safety,
whether
it
be
fire,
emsa
or
police,
can
use
too
to
improve
and
help
with
response
times
and
then
my
last
slide
before
we
get
into
the
the
budget
book
data
is
just
a
a
brief
mention
of
the
Regional
Transportation
authority
or
RTA
Embark
in
the
city
continue
to
work
alongside
the
RTA,
the
RTA,
of
course,
being
a
separate
government
entity.
The
RTA
is
really
focusing
on
developing
high-capacity
Transit
lines.
Q
Those
high
capacity
lines
are
pictured
here
on
the
slide
in
the
bold
red
there's
an
East-West
connection,
a
north-south
connection,
an
airport
connection,
all
of
those
are
currently
underway
in
terms
of
being
studied,
locally,
preferred,
Alternatives,
being
developed
and
trying
to
set
those
corridors
up
for
future
Federal
funding.
Of
course,
I
think
the
council
is
aware
that
the
one
that
is
furthest
along
is
the
north-south
connection
between
Edmond
Oklahoma,
City
and
Norman,
sharing
the
BNSF
railroad
right-of-way.
Q
That
would
bring
commuter
rail
to
our
region
if
we
are
one
accepted
by
the
FTA
and
receive
some
federal
funds
and
two
able
to
move
forward
in
the
future
on
a
dedicated
tax
to
support
that
Transit.
So
I
mentioned
the
RTA,
because
the
RTA
right
now
is
funded
through
local
contributions
from
the
member
cities,
and
so
in
this
budget
and
you'll
see
it
on
a
summary
of
major
budget
changes.
Q
Okay,
so
getting
into
some
of
the
budget
numbers
you
can
find
the
public
transportation
and
Parking
Department
Budget
on
pages
c147
through
c156,
and
this
is
an
appropriate
time
to
remind
Council
that
the
budget
numbers
that
I
will
share
with
you
on
the
slides
are
different
than
the
budget
numbers
that
are
included
in
your
budget
book
and
the
reason
for
that
is,
the
slides
will
have
the
entire
cut
trust
budget.
So
that's
the
total
resources
that
are
required
to
provide
public
transportation
and
parking
services
within
our
community.
Q
A
big
portion
of
those
resources
comes
from
the
city,
the
city's
general
fund,
but
we
also
have
other
funding
sources
such
as
a
parking
fees.
Fair
Revenue
Federal
grant
Revenue
that
really
make
up
that
overall,
copper
budget.
So,
to
give
you
a
better
picture
of
the
total
resources
for
parking
and
transit
services,
we
generally
always
focus
on
the
katpa
budget,
and
so
the
copper
budget,
which
will
be
going
to
the
Kappa
board
in
June,
is
a
total
of
61.5
million,
and
you
can
see
the
different
lines
of
business
or
family
of
services.
Q
If
you
will
broke
out
on
the
pie
graph,
probably
no
surprise
that
our
bus
transit
makes
up
the
biggest
portion
of
our
budget
at
43.6
million.
That
does
include
a
total
of
about
4
million
for
the
rapid
brt,
and
so
that
is
included
in
fy24
two
other
things
that
I
want
to
point
out
here
on.
This
slide
is
you'll,
see
3.7
million
roughly
for
Norman
bus
operations,
and
so
you
may
wonder
why
is
Norma
bus
operations
included
in
the
cup
of
budget?
Q
Just
as
a
reminder,
we
as
a
trust,
do
provide
bus
service
for
the
city
of
Norman.
That
service
is
provided
on
a
full
cost
recovery,
so
there's
no
City
general
fund
dollars
that
go
into
providing
that
service.
So,
although
we
budget
3.7
million
for
those
operational
costs
when
we
get
to
the
revenues,
you'll
see
a
revenue
Source
from
the
city
of
Norman,
where
they
basically
pay
for
all
of
that
Service
Plus,
a
slight
Market,
basically
just
to
to
cover
the
the
overhead
costs.
Q
Q
The
revenues
that
Parkers
pay
to
the
system
support
the
expenses
and
also
allow
for
funding
to
be
put
into
Capital
Reserves,
all
right.
So
in
terms
of
funding
sources.
Where's
the
revenue
come
from
to
support
those
expenses
that
I
just
shared
for
off
street
parking.
You
can
see
that
almost
half
of
our
revenues
come
from
our
monthly
contract
Parker,
so
these
are
individuals
that
basically
lease
parking
spaces
from
us
in
a
garage
on
a
monthly
basis.
Generally,
it's
for
employers,
people
that
work
downtown,
but
you
can
see
event
revenue
and
daily
transient.
Q
Revenue
are
also
big
portions
of
the
revenue
stream
at
22
percent
of
our
Revenue
derived
from
events
and
27
percent
derived
from
daily
Parkers
and
then.
Finally,
the
next
slide
here
gives
you
a
sense
of
the
funding
sources
that
go
into
supporting
all
of
our
public
transit
operations,
and
so
again,
I
mentioned
that
the
city
was
a
city's
general
fund.
I
should
say
is
a
significant
contributor
to
the
funding
of
public
transportation.
You
can
see
the
total
City
contribution
at
36.7
million
federal
grants
are
the
next
biggest
portion
of
the
pie.
Q
If
you
will
at
about
8.6
Our
Fair
Revenue
are
fares
that
we
charge
generate
about
two
and
a
half
million
dollars
we
do
receive,
or
we
have
programmed
in
our
operating
budget
about
a
million
dollars
from
the
state
and
then
there's
that
Norman
Revenue
that
I
mentioned,
where
they
basically
pay
cop
for
Kappa
for
the
services.
Provided.
Q
Here's
a
look
at
our
budget
thinking
of
comparing
FY
23
to
fy24.
You
can
see
that
our
total
budget
is
increased
by
about
13
percent.
I
won't
go
through
all
of
the
categories
there
with
you,
but
you
can.
You
can
take
a
quick
look
and
again
probably
no
surprise
that
the
largest
increase
is
in
our
bus
transit
service,
and
that
is
due.
Q
You
know
primarily
to
the
four
million
dollars
or
four
million
dollars
in
total
2
million,
that
we
added
again
this
year
to
complete
standing
up
the
operations
of
bus,
Rapid,
Transit
and
then
the
general
fund
contribution
is
highlighted
there
at
the
bottom,
just
as
an
information
item
from
Council
it
did
increase
by
27
percent
and
on
the
summary
of
major
changes.
You'll
get
a
sense
of
where
some
of
those
increases
came
from
I
believe
that
takes
us
to
our
to
our
next
slide.
Q
So
as
far
as
major
budget
changes
go,
there
is
an
additional
2
million
proposed
for
fy24
for
standing
up
the
rapid
brt
service.
This
includes
16,
copper
employees,
we're
also
proposing
an
additional
1.9
million
as
a
restoration
for
cares,
act
Revenue
again,
I
won't
get
into
all
the
details,
but
when
copper
received
cares
money
back
during
the
pandemic,
we
reduced
the
general
fund
subsidy
and
we've
slowly
incrementally
been
building
the
or
restoring
I
should
say
that
temporary
funding.
You
know
that
was
a
temporary
funding
strategy.
We've
now
exhausted.
Q
All
of
that
cares
act
revenue,
and
so
this
additional
1.9
basically
makes
a
cop
a
whole.
If
you
will,
as
far
as
general
fund
Revenue
increased
streetcar
operating
costs
of
about
a
half
a
million,
our
fuel
costs
no
surprise
have
increased
by
about
450
000.
There's
the
additional
funding
I
had
mentioned
related
to
the
RTA
of
400
000
I
had
shared
with
you
momentarily
ago.
What
we're
doing
in
terms
of
enhancing
bus,
stop
cleaning
and
traffic
signal
priorities.
So
that's
366,
000.
Q
the
business
development
position
that
I
mentioned
and
an
additional
Municipal
accountant
three
to
help
us
with
financial
management,
242
000
and
then
some
increases
in
river
cruise
operations
and
an
additional
meter
technician
to
help
us
not
only
with
the
parking
meters
but
the
ticket
vending
machines
along
the
streetcar
route
and
the
bus,
rapid
transit
route,
and
so
with
that
I'd
like
to
close
out
with
a
with
a
video
and
I
believe
it
was
back
in
March
city
council
recognized,
Transit
professional
appreciation
day,
and
so
we
have
a
video
that
we
wanted
to
share
with
you
that
we
as
an
executive
team,
a
management
team
shared
with
all
of
our
employees.
Q
Quick
soon
after
the
the
day
of
recognition
here
at
council
chambers,
we
kicked
off
our
series
of
coordinates
meetings.
So
this
is
like
a
all
hands
on
deck
meeting,
a
format
where
we
meet
with
all
employees
bring
them
in
kind
of
tell
them
what's
going
on
with
the
organization,
and
so
we
shared
this
video
with
them.
So
I
thought
you
might
appreciate
that
as
we
wrap
up
the
presentation,
we.
C
Q
In
this
way-
and
you
know,
speaking
of
recognition,
each
one
of
the
transit
professionals
that
has
joined
us
today
have
been
nominated
by
their
supervisor
and
their
peers
for
representing
embark's
core
values,
those
those
core
values
to
be
safe,
be
there
be
open
and
be
kind,
and
although
we
have
a
small
collection
of
our
Transit
professionals
here
today,
just
it
should
be
noted
that
we
have
you
know
hundreds
of
Transit
professionals
each
day
answering
the
phone
scheduling
trips,
maintaining
our
buses
operating
our
buses
and
it's
truly
our
entire
organization.
Q
R
Q
All
right,
so
thank
you
for
that
happy
to
answer
any
questions
and
before
I
forget
I
wanted
to
recognize
Ty
Holly
here
the
great
work
that
you
see
on
this
presentation
and
really
just
about
anything
you
see
from
Embark
that
looks
like
it's
been
professionally
done.
It's
a
Ty
Holly
that
does
that
work
so
happy
to
answer
any
questions.
N
Couple
of
questions,
first
of
all,
I
love,
The
Branding
on
the
brt,
the
rapid.
What
a
great
name!
Second
I
want
to
congratulate
you
on
a
78
percent
service.
Satisfaction
rating
I.
Think
that's
outstanding.
That's
really
good!
The
one
thing
that
kind
of
jumped
out
at
me.
If
you
look
at
page
c148,
it
states
that
the
public
transportation
and
parking
departments
total
budget
increased
by
39.49.
N
You
compare
that
with
fire
at
11,
total
budget
increase
in
police
at
2.64
percentage
increase
of
their
total
budget.
I'm,
not
sure
I
completely
understand
the
cause
of
that.
Is
it
because
of
some
one-time
expenditures,
for
example
the
brt
and
then
what
is
the
source
of
funding
for
this
increase?
Yeah.
Q
So
the
the
the
budget
book
document
is
the
is
the
city
funds.
If
you
will
so,
the
percentage
increase
is
a
little
bit
different
than
what
I
just
mentioned,
but
but
to
get
to
your
question
one
is
we
added
a
two
million
dollars
for
I
mean
think
about
it.
The
general
fund
subsidy
alone
went
up
approximately
8
million
I
think,
and
so
we
had
like
2
million
of
that
for
bus
rapid
transit.
Q
Again
we
added
almost
2
million,
really
kind
of
as
a
one-time
ad-back
to
restore
that
cares
funding.
You
know
we
had
I
think
actually
reduced
the
general
fund
subsidy
several
years
ago
by
about
9
million
and
we've
kind
of
been
building
that
back
up.
So
that's
kind
of
a
one-time
thing
and
then
really
the
the
list
of
the
summary
budget
change.
Summary
of
major
budget
changes
that
I
went
to
went
through
where
we
have
like
400
000
for
the
RTA
about
450
000
in
fuel.
Q
Those
I
mean
those
are
those
make
up
that
additional
8
million,
if
you
will
of
general
fund
subsidy
and
then
I
think
the
other
piece
that
we
didn't
talk
about,
because
it's
really
not
in
the
operating
budget,
if
you
will.
But
if
you
look
at
the
section
that
lists
out
a
summary
of
expenditure
by
funding
source,
this
is
on
page
c150.
Q
You
can
see
about
2.2
million
in
CIP
and
so
between
the
things
that
I
shared
with
and
the
summary
of
major
changes
and
then
2.2
million
in
CIP
I
mean
all
of
a
sudden
you're
at
you
know
over
10
million
dollars
and
that's
how
you
get
to
that
that
39,
it's
a
significant
amount.
No,
no.
Q
N
It's
the
base,
it's
not
going
to
decrease
in
the
future
right,
okay,
all
right
and
then,
as
far
as
the
RTA,
the
four
hundred
thousand
dollars
payment
that
we
made.
What
about
our
partners?
Are
they
contributing
also
yeah.
Q
They
they
are,
and
and
actually,
if
there's,
if
there's
one
item,
look
back
up
to
your
other.
If
there's
one
item
that
might
fluctuate,
may
go
may
go
down.
Is
that
RTA
funding,
because
this
is
kind
of
we've
been
on
a
four-year
plan
with
the
RTA,
and
this
is
kind
of
the
the
culmination
that
fourth
year,
where
all
of
the
plans
are
being
completed?
Q
So
it's
kind
of
our
most
expensive
year,
but
to
your
point
about
other
cities,
contributing
yeah,
it's
under
proportionate
share,
though
so
the
way
those
local
contributions
are
determined
is
basically
based
on
population,
so
their
their
amounts
all
increase
significantly
also,
but
between
the
other
two
participating
cities,
it
was
probably
around
400
000
between
the
two
I.
N
Q
Yeah,
so
I'll
speak
very
generally,
because
it
will
be
a
policy
decision.
There's
two
there's
two
points:
if
you
will,
that
will
have
to
have
policy
decision
on
what
I
can
tell.
You,
though,
is
the
the
work
that
the
RTA
is
doing
by
approximately
this
time
next
year.
You
know,
looking
at
the
start
of
fiscal
year
25.,
the
RTA
will
be
in
a
position
to
submit
an
application
to
the
FTA
requesting
funding
for
commuter
rail.
Q
Now,
the
caveat
to
that
is
we'll
also
have
to
have
a
plan
in
place
to
come
up
with
the
local
share.
The
local
share
of
that
project,
which
means
we'd,
have
to
have
a
dedicated
funding
source
for
Transit.
So
that's
where
the
policy
decision
comes
in,
so
so
work
will
be
complete
and
the
RTA
will
basically
have
done
as
much
as
it
can
do
until
that
a
dedicated
tax
is
is
approved
by
about
this
time
next
year.
All
right,
thank
you.
G
One
yes
Council:
here's
where
I
need
your
help,
so
I
just
make
sure
visually
you're.
Looking
at
that
Northwest
Expressway
class
and
Corridor
earlier
in
my
opening
remarks,
I
mentioned
kind
of
the
how
the
Paseo
developed
originally
and
I
called
it
A
Streetcar
suburb,
so
where
I'm
going
to
need
help
in
the
next
Bond
is
with
some
continuing
infrastructure,
Investments,
but
also
housing
and
here's.
Why
so
I'm
reading
from
governing.com,
which
is
as
clear-cut
like
policy
minded
as
you
can
imagine,
but
what
they
call
it?
A
streetcar
suburb
they
mentioned
here.
G
They
weren't
dominated
by
single-family
homes,
as
many
American
suburbs
are
today.
Instead,
these
neighborhoods
typically
had
mixed-use
layouts,
incorporating
a
combination
of
commercial
properties,
multi-family
buildings
and
single-family
houses
developers,
Place
commercial
properties
at
streetcar,
intersections
residents
could
easily
run
errands
at
their
local
grocery
stores,
Banks
cleaners
and
drugstores
on
their
way
to
or
from
the
city
most
homes
were
only
a
five
to
ten
minute.
Walk
from
one
of
these
streetcar
intersections
developers
typically
built
a
combination
of
multi-unit
and
single-family
homes,
making
the
streetcar
suburb
accessible
to
families
with
a
variety
of
incomes.
G
Streetcar
suburbs,
like
Somerville
outside
of
Boston,
became
well
known
for
their
Triple
Decker
Homes,
the
facade
of
a
Tripper
Decker,
it's
hard
to
say.
Triple
Decker
looks
similar
to
a
single
family
home,
but
each
building
had
three
family
units
Within.
These
structures
allowed
lower
middle
class
families
to
more
easily
purchase
a
slice
of
Suburbia.
G
When
I
look
at
this
route,
where
the
brt
is
going,
it
is
along
our
old
street
car
route,
always
remember
that,
like
the
street
car
went
right
up,
shirtel
Classen
23rd
up
to
present-day
Northwest
Expressway,
so
that
means
neighborhoods
like
Paseo
Military,
Park,
Central,
Park,
Putnam
Heights,
a
Helm
Farm.
These
neighborhoods
were
built
designed
by
developers
the
way
I
just
described.
They
were
always
in
Forever
meant
to
be
connected
by
public
transportation,
and
so,
when
you
all
have
heard
me
for
the
last
four
years
advocate
for
public
transportation,
it's
because
that
is
our
words
history.
G
It's
just
that
easy
and
that's
why
residents,
even
if
they're
younger,
they
know
it
in
their
bones
that
this
is
what
this
area
is
supposed
to
be
well
connected
with
everything
I
just
described:
sidewalks
bike
Lanes
trees,
so
that
when
you're
walking
to
the
public
transportation,
there's
shade
covering
you,
this
is
vital.
Jeremy
just
came
in
the
room
and
he
is
a
major
advocate
for
exactly
what
I
am
talking
about
and
I'm
sure.
G
The
23rd
and
Classen,
for
instance,
is
a
shame
to
me
because
you
have
these
wide
open
parking
lots
for
Classen
and
CVS.
Why
that
should
be,
as
it
was
once
upon
a
time
what
the
streetcar
intersection
was,
where
residents
could
easily
run
errands
at
grocery
stores,
Banks
cleaners
and
drugstores.
That
whole
corner
should
be
that
31st
and
Classen,
where
the
next
brt
station
we're
across
the
street
from
red
cup,
there's
a
whole
wide
open
property
right
there.
It
should
be
this
Expressway
and
black
welder
should
be
this.
G
Every
one
of
those
upcoming
brt
stations
has
the
potential
for
Transit
oriented
development
for
infill,
that
is
mix
use,
layout
and
a
combination
of
commercial
properties,
multi-family
buildings
and
single-family
housing
and
that's
been
missing.
The
private
sector
has
not
met
the
supply
and
demand
that
it
needs
to.
We
have
a
demand
for
housing
and
it
hasn't
met
it,
and
so
I
am
ready
over
the
next
two
years
as
we
craft
the
bond.
G
What
economic
tools
do
we
need
to
put
in
place
to
make
this
a
reality,
because
my
people
are
asking
for
it:
they're
really
worried
about
Rising
rent
to
not
enough
homes
where
they
can
live.
So
that's
the
when
I
look
at
this
I
just
really
wanted
to
bring
home
Jason's
presentation
to
word
two
and
to
the
council.
This
is
why
you
hear
me
advocating
for
housing
and
mixed
use.
Development
I!
Don't
have
all
the
answers
on
how
we
can
get
there,
but
I
need
your
help.
G
Doing
it
and
I
think
city
government
has
a
role
to
play
here,
because
when
you
read
this
governing
article,
the
reason
why
the
streetcars
failed
is
because
city
government
didn't
fund
them
and
that's
the
problem.
So
when
I
hear
counselor
stonecipher,
when
you
talk
about
the
increase
in
the
budget,
this
is
getting
us
to
where
we
should
have
always
been.
We
should
have
always
meant
funding
services
at
this
level
when
it
comes
to
public
transportation
and
we
could
be
doing
even
more
and
so
we're
decades
behind.
O
O
U
Vice
mayor
of
city,
council,
Mr
city
manager,
thank
you
for
the
opportunity
to
be
here.
I'm
Richard
Kelly.
The
fire
chief,
really
appreciate
this
opportunity
to
present
the
fy24
budget
for
the
fire
department.
The
final
product
that
we're
going
to
present
here
today
is
obviously
an
incredible
team
effort.
I
really
appreciate
the
Office
of
Management
and
budget,
specifically
Tara
Taylor,
and
her
help
with
the
fire
departments,
not
easy
working.
A
bunch
of
firefighters
and
I
appreciate
that
also
like
to
thank
Clint
regier.
U
Our
business
manager,
who
does
outstanding
work
every
day,
dealing
with
budget
items
but
also
you'll,
see
the
great
work
that
he
did
today
on
the
presentation
as
we
come
forward.
I
would
also
like
to
encourage
you
if
you
want
to
follow
along
in
the
budget
book,
we're
going
to
start
on
page
c53
for
the
fire
department
budget
before
I
get
started.
U
I
would
definitely
like
to
introduce
the
command
staff
and
Leadership
of
the
Oklahoma
City
Fire
Department
they're,
the
individuals
that
work
tirelessly
every
day
to
make
sure
our
residents
are
served
protected
and
accounted
for
every
day
as
I
introduce
you.
Please
stand
up
deputy
chief
Harold
Thompson
is
our
fire
marshal
deputy
chief
Mike
Walker
is
the
chief
of
operations,
deputy
chief
Shane
Smiley?
Is
our
Support
Services
Deputy,
battalion
chief
Trent
Williams,
our
health
and
safety
officer
and
then
battalion
chief
Scott
Douglas?
Is
our
public
relations
and
marketing?
U
Our
mission
statement
is
respond
quickly,
safely,
courteously
meet
the
need
you'll
see
today
through
the
goal
of
the
fire
department,
is
to
ensure
a
city
council.
Priority
of
safe,
secure
and
thriving
neighborhoods
is
accomplished,
and
we
really
believe
this
year,
you'll
see
a
focus
in
our
budget
allocation
and
additional
requests
for
programs
and
services
where
we
really
strive
to
accomplish
that.
U
This
kind
of
gives
you
just
a
generalized
overview
of
the
fire
department.
We
do
have
three
major
divisions
within
the
fire
department
and
that's
our
operational
services,
our
support
services
and
our
Fire
Prevention
Services.
You
can
see
underneath
that
the
deputy
Chiefs
are
in
charge
of
those
divisions,
and
then
we
have
our
administrative
Services,
where
our
executive
leadership
and
we'll
get
more
detail
in
the
budget
process.
As
we
go
along
about
each
of
the
divisions.
U
This
right
here
gives
you
a
map,
and
this
is
a
map
by
Ward,
but
it
gives
you
a
layout
of
the
coverage
of
the
Oklahoma
City
Fire
Department
I
would
like
to
note
fire
station
number
38
out,
Southwest
we're
very
close
to
opening
that
station.
Hopefully,
this
sometime
this
summer
we'll
have
that
open.
We
do
have
the
engine
company
that
is
in
service
at
station
33,
and
you
can
see
it
is
in
that
General
vicinity
and
responding
to
calls
in
that
area.
U
We
want
to
get
that
engine
company
in
service,
so
they
could
actually
start
learning
the
area
start
seeing
the
needs
of
that
community
and
really
starting
to
address
that
location
in
the
city.
You'll
note
that
we
do
serve
our
community
with
39
engine
companies
we
do
have
one
of
our
fire
stations
is
double
staff
and
that's
our
fire
station
one
downtown
13
ladder,
trucks,
16
brush
Pumpers
and
that's
what
we
respond
to
on
our
Wildland
Urban
interface
fires.
Like
we've
seen
a
couple
weeks
ago.
U
That's
really
makes
a
big
difference
in
our
being
able
to
get
off-road
and
be
able
to
attack
those
fires.
We
serve
out
of
six
battalions
and
we
have
six
tankers.
As
you
all
are
fully
aware.
We
have
the
large
portion
of
our
city
that
does
not
have
hydrogen,
and
so
therefore,
those
three
thousand
gallon
tankers
are
extremely
important
in
providing
that
service.
We
have
two
light
rescues
that
we
basically
run
our
water
rescue
capabilities
out
of
the
Hazmat,
a
heavy
rescue,
the
water
rescue
unit
and
a
utility
unit.
U
U
We
went
from
161
positions
in
our
budget
from
last
year
to
our
proposed
budget
this
year
of
111
111
positions,
that's
an
increase
of
11.91
percent
and
I'll
go
over
how
you'll
be
able
to
see
those
increases
on
the
left
here,
our
general
fund
positions
that
we
have
are
850
positions
and
that
of
that
fund
is
125
million,
and
then
our
fire
sales
tax
fund,
which
is
our
Public
Safety
sales
tax
fund,
is
221
positions
at
56
million.
Then
our
Maps
four
use
tax
fund
is
28.5
million,
and
that
is
what
we
do.
U
Our
vehicle
replacement
with
and
and
what
were
the
challenges
that
we're
seeing
and
and
every
type
of
industry
is
the
supply
and
demand.
We
actually
have
multiple
units
that
are
on
on
purchase,
orders
right
now
that
we're
waiting
to
receive
kind
of
give
you
a
couple
examples.
We
have
seven
engines
on
order
that
we
won't
receive.
That's
our
primary
Frontline
engine
companies
we
won't
receive
until
2025,
and
we
have
three
ladder
companies
on
order
that
we
won't
receive
until
2024.
So
a
lot
of
these
funds
aren't
cumbered
for
multi-years.
U
So
that's
why
that
is
such
a
significant
increase
in
that
area,
and
then
we
have
4.2
million
dollars
in
our
Medical
Services
fund
for
40
positions.
I'll
get
a
little
bit
more
in
detail
in
that
here
in
a
minute,
and
that
is
our
supplemental
EMS
service
transport
that
we'll
talk
about,
and
then
we
have
our
Capital
Improvement
fund,
which
are
is
not
any
positions,
but
that's
our
CIP
funds
that
we
have
2.4
million
dollars
for
fire
station
31.
That's
our
project
at
800,
North
Rockwell
that
will
be
rebuilding
a
new
station.
U
There
it's
a
rebuild,
and
then
we
have
1.3
million
for
individual
sleeping
quarters
and
remodels
to
try
to
really
make
those
more
up
to
date
and
what
we're
trying
to
do
in
our
in
our
services
to
the
public
kind
of
get
into
the
major
budget
changes
that
we
have
this
year.
The
first
one
you'll
see
is
the
4.5
million,
which
is
4.49,
which
is
general
fund
and
fire
sales
tax,
and
this
is
really
just
same
level
service.
The
increases
we
have
without
adding
any
additional
staff,
so
this
accounts
for
our
Personnel
costs.
Salaries.
U
Merit
increases
retirement
health
insurance,
so
that
is
just
a
normal
doing
business,
the
same
business
that
we
provided
last
year
and
then
we
have
our
40
positions
that
we're
adding
for
equipment
supplies
to
implement
our
supplemental
Medical
Transport
within
the
fire
department
and
that's
4.2
million
in
the
medical
services
fund
and
I'm
gonna.
The
next
slide
I'll
get
a
little
bit
more
detailed
in
that
area,
but
the
key
in
that
component
is
supplemental
and
I'm
going
to
talk
about
that
as
we
move
to
the
next
slide.
U
When
we
were
working
with
MSA,
we
wanted
to
work
in
collaboration.
So
this
is
a
partnership,
not
not
a
competition,
so
we're
really
focused
on
how
do
we
serve
our
residents
of
the
community?
Make
sure
that
we
have
a
backup
service
plan
to
provide
EMS
services,
but
we
sat
down
and
had
discussions.
Deputy
chief
Walker
was
working
with
their
leadership
team.
The
focus
was
where
how
can
we
help
them?
U
But
we
came
upon
these
four
different
stations
that
we
felt
was
important
to
provide
24-hour
service
at
these
fire
stations,
and
one
is
fire
station
nine,
which
is
Southwest
1400,
Southwest
89th
Fire,
Station
21,
which
is
right
off
I-44
on
29th
Street
Southwest,
Side,
Fire,
Station
22,
which
is
333
Northwest,
92nd
and
fire
station
34
is
8617.
North
Council
recognized
that
these
may
be
in
different
local
locations
within
the
city.
But
the
priority
in
that
again
is
to
supplement
services
to
emsa
and
and
really
effectively
provide
those
services
in
tough
to
reach
areas.
U
So
that's
our
goal
in
working
conglomeration
together
can
get
that
out.
Sorry
about
that.
But
if
you
look
at
way
the
the
program's
laid
out,
we
actually
will
have
16
EMT
Basics.
Those
are
basically
the
the
drivers
of
the
vehicles
they'll
actually
be
able
to.
They
have
the
medical
training,
and
then
we
have
17
paramedics
who
will
provide
Advanced
life,
support,
training,
trained
Personnel
on
those
ambulances
and
then
we'll
have
four
EMS
supervisors
and
then
we'll
have
also
increasing
our
community
advocacy
program.
U
I've
talked
a
little
about
that
before,
but
these
Personnel
deal
with
high
volume,
users
and
they're
also
their
goal
is
to
really
work
with
the
under
underserved
populations,
and
our
goal
is
to
connect
them
to
services
and
resources,
because
many
times
what
we
find
is
the
only
resource
they
have
is
to
call
9-1-1.
You
know
that's
their
medical
research
resource
that
they
have
and
and
these
cap
Personnel
really
want
to
focus
on
connecting
them
with
the
right
services,
so
really
excited
about
being
able
to
add
those
type
of
services
back
in
the
program.
U
U
And
then
we
have
additional
major
budget
changes
and
this
are
areas
to
add
new
protective
or
additional
personal
protective
equipment,
firefighting
tools
and
equipment
and
replace
our
self-contained
breathing
apparatus.
We're
coming
on
our
10-year
life
of
our
self-contained
breathing
apparatus.
So
we're
going
to
add
two
million
dollars
in
that
which
we
already
have
two
million
dollars
in
the
budget.
U
So
it's
about
a
total
of
a
four
million
dollar
project
to
replace
those
scbas
and
hopefully
we'll
be
able
to
replace
those
by
the
end
of
this
calendar
year
and
then
we're
adding
additional
funds
for
construction
of
our
new
facilities.
Improvement
and
existing
facilities.
We've
been
fortunate
to
have
a
great
relationship
with
General
Services.
They
have
a
fire,
as
we
got
last
year
in
the
budget,
was
able
to
add
a
fire
station
renovation
team.
So
our
goal
is
really
just
to
stay
up
to
date
on
our
fire
stations.
U
Make
sure
that
we
have
good
resources
available
to
our
Personnel
that
work
there.
They
basically
live
there
for
24
hours,
so
we're
increasing
some
of
the
funding
in
that
area
and
then
we're
also
increasing
some
of
our
funding
for
our
wellness
program
and
I'll.
Talk
about
that
as
I
get
into
one
of
the
positions
we're
adding
to
our
wellness
program
and
then
it
was
talked
about
earlier.
We
are
adding
six
uniform
firefighter
positions
to
reduce
callback
overtime.
U
That's
one
area
that
we
focus
every
year
to
minimize
our
callback
overtime
and
also
assure
that
we
maintain
our
apparatus
and
service
and
provide
the
best
services
to
our
to
our
community.
So
that's
one
area
that
we're
focused
on
and
we'll
continue
to
focus
on
that
every
year
and
then
we're
adding
this
kind
of
Builds
on
that
as
well.
U
We're
adding
funds
for
our
recruit
overage
program
to
have
fully
trained
Personnel
in
place,
so
they
can
fill
those
vacant
firefighter
positions
and
we're
actually
higher
above
our
but
a
lot
of
budget
numbers,
and
we
utilize
that
fire
sales
tax.
To
do
that.
Therefore,
we
we
can
manage
our
overtime
and
we
can
also
assure
those
apparatus
stay
in
service
and
we're
adding
an
additional
five
hundred
thousand
dollars
of
that.
We
already
have
1.5
million
dollars
in
that
and
fire
sales
tax,
so
we're
adding
500
a
thousand
additional
dollars.
U
The
next
one
we're
adding
four
fire
Logistics
to
address
our
increased
workload
and
also
to
support
our
gear
cleaning
program.
One
area
is
we're
focusing
on
is
our
contamination,
Reduction
Program,
and
so,
for
example,
when
we
make
a
structure
fire.
Currently
we
we
Decon
at
the
scene
that
the
Personnel
leave
in
the
same
structural
firefighting
gear
they
have,
and
you
have
those
carcinogens
that
does
absorb
to
the
Gear.
What
we're
going
to
be
able
to
do
in
this
situation
on
all
structure.
U
Fires
will
respond
out
and
we
have
Personnel
that
are
contaminated,
we'll
be
able
to
actually
give
them
a
clean
set
of
gear
on
scene.
We'll
take
that
back
that
gear
and
it'll
be
clean
within
24
to
48
hours
and
return
that
back
to
them.
So
the
goal
of
this
is
obvi,
obviously
to
have
a
healthier
Workforce
and
reduce
those
carcinogen
exposures
to
our
Personnel.
U
U
We're
also
increasing
information
and
Technology
our
I.T
budget
we're
all.
Even
sometimes
you
wonder,
fire
and
water
and
computers
may
not
mix
too
well,
but
we're
you
know
very
involved
in
the
technology
side
of
what
we
do
every
day.
So
we're
really
adding
some
dollars
there
to
increase
what
we're
doing
and
providing
Services
through
that
door
and
that'll
be
out
of
the
fire
sales
tax
and
then
we're
adding
a
hundred
and
fifty
thousand
dollars
to
our
maintenance
costs,
and
that's
just
our
vehicle
maintenance
that
we
have
everything.
U
That's
a
general
fund
item
that
we're
adding
and
then
the
challenges
that
we
all
have
is
funding
for.
Fuel
cost
increases
we're
adding
105
out
of
the
general
fund,
and
this
is
something
I'm
really
excited
about
we're,
adding
a
battalion
chief
of
administration
and
we're
adding
a
wellness
coordinator
and
what
we
actually
are
doing.
Some
changes
in
our
budget.
U
We're
actually
deleting
two
positions:
we're
deleting
a
sergeant
lieutenant
that
was
a
wellness
coordinator
and
adding
back
and
a
a
civilian
athletic
trainer
and
I'll
talk
about
that
real,
quick
and
then
we're
also
adding
a
battalion
chief
Administration,
we're
deleting
an
office
specialist
that
we'll
have
and
that
in
that
way,
what
we're
I'm,
sorry
an
office
assistant,
but
the
goal
of
that
battalion
chief
Administration,
will
kind
of
be
my
assistant.
U
That
will
be
helping
out
on
a
lot
of
things
that
go
on
every
day
within
the
fire
department
that
have
an
understanding
of
our
everyday
operations
and
that
institutional
knowledge
and
then
they'll
also
be
managing
some
new
programs
that
we
put
in
place.
That
are,
you
know,
you
know
we're
really
starting
to
grow
the
wellness
program,
but
they'll
be
over
our
peer
support
programs
and
also
our
licensed
professional
counselor
that
we
added
last
year
and
they'll
also
be
over
professional
qualification
Specialists,
and
that
specialist
provides
our
investigations
anytime.
U
We
have
an
internal
investigations,
they
also
do
our
promotional
testing
and-
and
they
also
are
looking
at
our
future
of
accreditation
for
the
fire
department
and
then
we're
adding
an
athletic
trainer
which
actually
is
a
health
care
professional
who
works
with
the
physician
to
be
able
to
provide
the
best
services
to
our
firefighters.
As
we
look
at
it,
our
firefighters
are
industrial
athletes
and
we
need
to
make
sure
they're
in
Peak
Performance.
U
So
you
can
see
what
we're
able
to
accomplish
every
day
with
our
budgets
that
we
have.
We
take
this
very
serious.
One
of
the
areas
we
really
look
at
is
our
response
time.
You
know
the
community
looks
at
how
quick
do
we
get
Services
when
we
call
9-1-1
we
track
this
every
year.
This
is
our
seven
minute
response
time.
We
look
at
seven
minutes
or
less
70
percent
of
the
time
and
that's
the
time
from
911's
picked
up
till
we
arrive
on
scene.
U
We
did
see
that
in
FY
22
we
were
the
first
time
we
ever
got
to
70
percent.
We
had
a
little
bit
dip.
What's
going
to
look
like
this
year,
but
next
year
we'll
be
focused
on
a
stretch
goal
to
try
to
move
us
in
the
in
a
positive
direction,
try
to
reach
that
out
higher
than
that
70
percent.
Now
some
of
the
challenges
that
we
have
is
obviously
we
look
at
the
size
of
our
city.
The
traffic
management
flow
that
we
have
to
look
at
nowadays,
but
we're
going
to
look
at
every
way.
U
We
can
to
address
this,
and
you
can
also
see
this
curve
we're
having
seeing
that
increase
in
call
volume.
What
we're
averaging
over
the
last
10
years,
five
years-
I'm.
Sorry
it's
about
five
percent
increase
every
year.
So
that's
what
we're
seeing
and
that
increase
in
call
volume
on
the
average
is
about
five
percent.
We
actually
make
more
incident
responses
than
this.
U
The
next
one
is
one
that
we
always
focus
on
and
that's
the
Safety
and
Security
of
our
residents.
Obviously,
the
first
thing
we
look
at
is
fire
fatalities.
We
would
love
for
this
number
to
be
zero
and
that's
our
Focus
every
year
that
we
look
at
is
to
be
zero.
Unfortunately,
we
know
when
we're
dealing
with
the
challenges
we
have
in
the
world.
We
live
in,
that
that
is
sometimes
hard
to
accomplish,
but
we
still
want
to
make
sure
that
we're
below
the
national
average.
U
So
what
we
do
is
we
NFPA
every
year
puts
out
the
number
of
fatalities
we
have
in
the
U.S
and
we're
able
to
calculate
that
formula,
and
it
comes
out
to
basically
this
year
it
was
1.15
per
100
000
population.
That
was
what
the
average
was
in
the
U.S.
We
want
to
be
below
that,
so
our
go
every
year
is
to
be
below
that
number
this
year,
we're
on
account
to
be
below
that
we're
at
five.
Unfortunately,
you
see
last
year.
We
was
above
that
at
10,
but
our
goal
is
to
always
be
below
that.
U
So
we
really
focus
in
that
area,
and
you
can
also
see
last
year
was
the
first
year
we
started
accounting
for
our
rescues.
This
is
something
that
I'm
extremely
proud
of
our
Personnel.
Have
this
focus
when
we
arrive
on
structure
fires
to
really
go
in
and
rescue
people,
and
that
obviously,
is
our
job,
that
they
really
maintain.
This
focus
and
it's
something
we
train
hard
and
we
and
we
account
and
we
actually
track
those-
not
very
many
departments,
track
these
and
we're
really
proud
that
we
do.
U
Last
year
we
had
29
and
we're
on
Pace
this
year
to
have
14,
and
you
know
sometimes.
We
would
obviously
like
that
number
to
be
low
with
the
fire
fatalities,
because
that
means
we're
not
having
fires
where
we
have
to
rescue
people,
but
we
still
take
that
very
seriously
and
we
don't
attract
that
and
show
the
great
work
our
men
and
women
are
doing
every
day
when
we
get
into
our
fire
lines
of
business.
We're
going
to
talk
about
the
major
areas
of
the
fire
department
and
the
first
one
we're
getting
into
his
administration.
U
You
see
Administration,
we
have
42
positions
at
17.7
million.
The
first
one
I'd
like
to
highlight
there
is
our
executive
leadership,
and
this
is
our
highly
trained
administrative
staff
that
we
have.
These
are
human
resource
professionals,
fire
I.T
personnel,
as
well
as
the
departmental
leadership,
so
that
that
accounts
for
38
positions
at
17.2
million,
and
then
we
have
our
public
relations
and
marketing
and
they
do
an
outstanding
job
there.
The
face
of
the
fire
department,
they're
they're,
the
ones
that
work
hard
to
build.
U
Our
brand
is
what
we
say
every
day
to
see
the
positive
work
that
the
men
and
women
are
doing
with
fire
department,
also
our
involvement
in
the
community
and
how
we,
how
we
work
well
with
the
community
and
we're
right
now
we
have
about
115,
000
social
media
followers
and
it's
growing
every
day
and
they're
working
hard
to
do
that.
So
we
were
getting
our
message
out
and
there's
a
lot
of
different
accounts:
I'm,
not
a
social
media
person,
so
I
don't
want
to
go
down
a
road
that
you
would
ask
me.
Questions
about.
U
I
talked
about
this
earlier,
but
I
wanted
to
bring
this
up
as
a
highlight.
This
is
Administrative
highlight:
we've
had
a
lot
of
staff
and
a
lot
of
personnel
working
in
this
area,
and
the
focus
in
this
as
a
highlight
is
really
the
collaborative
effort.
Our
focus
in
this
is
to
make
sure
that
we're
assisting
MSA
to
provide
the
highest
level
of
service
to
our
community.
That's
all
this
is
about.
We
work
together
in
that
to
kind
of
let
you
know
how
this
will
operate.
U
We
will
work
on
imsa's
dispatch,
what
they
call
the
computer-aided
dispatch,
so
all
of
our
ambulances
will
be
dispatched
through
MSA
and
the
focus
on
that
is.
We
won't
want
some
competition
when
you
call
9-1-1,
we
want
the
closest
unit
to
come
and
provide
services
so
working
within
their
CAD,
you
will
still
get
the
the
residents
of
our
community
will
still
get
the
closest
ambulance
to
respond
on
these
calls.
So
there's
no
competition
there,
it's
a
collaborative
effort
working
together,
so
you
always
get
the
closest
Advanced
life
support.
U
Ems
transport
Union,
responding
patient
care
will
continue
to
be
at
the
highest
level,
is
already
mandated
mandated
by
our
medical
director,
Dr
goodlow,
the
medical
control
board,
and
obviously
that's
the
expectation
of
our
residents
as
well
as
you
all
as
city
council.
So
we
understand
that
how
important
that
is,
we're
maintaining
that
high
level
and
then
the
goal
of
this
again
is
the
supplemental.
Ems
program
will
also
ensure
that
we
have
a
safety
net
in
any
time
that
we
might
need
something.
U
So
that's
important
in
that
collaborative
effort
of
working
together
next
I'd
like
to
highlight
the
operational
services
and
that's
under
deputy
chief
Mike
Walker,
and
this
is
the
largest
division
of
our
fire
department
at
985
positions.
The
first
one
I'd
like
to
highlight
there
is
our
Emergency
Medical
Services,
and
you
can
see
how
it's
broken
down
in
the
budget
of
the
95
million
compared
to
that
fire
suppression
operations.
Basically,
it's
accounted
for
under
emergency
service.
U
This
is
what
we
do
every
day:
the
bread
and
butter,
bread
and
butter
that
we
respond
to
on
these
medical
emergencies
where
we're
First
Response
with
EMS
services.
This
will
not
change
the
focus.
Adding
EMS
transport
will
not
change
the
focus
of
what
we
do
every
day,
but
this
accounts
for
about
70
percent
of
our
call
volume.
So
if
you
can
see
that
70
percent
of
the
general
fund
budget
comes
out
of
that
at
95
million
at
653
positions,
that's
how
it's
broken
down
and
then
your
fire
suppression
area,
which
accounts
for
about
30
percent.
U
Now
that
also
includes
structure,
fires,
car
fires,
grass
and
trash
fires,
hazardous
materials,
incidents,
water
rescues
and
other
incidents.
That's
about
30
percent
of
our
calls,
so
that
accounts
for
42.7
million
at
292
positions
and
and
then,
as
we
talked
about
a
little
bit
earlier
again,
adding
the
medical
services.
These
will
be
civilian
positions
that
will
be
under
the
fire
department.
U
These
40
positions,
as
I
said
earlier,
at
4.23
million,
4.2
million
will
be
underneath
the
fire
department
as
civilian
personnel-
and
this
is
something
I'm
extremely
proud
of-
is
one
of
the
operational
service
highlights.
We
are
actually
as
a
fire
department
working
again
in
collaboration
with
emsa,
we're
providing
a
whole
blood
program
which
there's
only
one
of
five
in
the
U.S.
That's
actually
doing
this,
and
so
we
actually
carry
whole
blood
on
two
of
our
units,
our
battalion
chief
of
EMS
and
our
medical
officer
who
responds
out
of
station
one.
U
They
actually
carry
whole
blood
and
that
allows
us
to
be
able
to
give
these
properties
in
the
field
that
make
a
difference
in
life
and
life
or
death
in
traumatic
incidents.
This
is
something
that,
unfortunately,
war
is
a
tough
area,
but
we've
learned
through
War
how
to
how
to
treat
people
and
how
to
treat
traumatic
injuries
and
what
the
military's
learn
is.
This
works,
and
we
model
this
after
San
Antonio
fire
who
this
year
gave
their
thousandth
unit
in
the
field.
U
So
they've
been
doing
this
and
very
successful
at
it
and
obviously,
if
you
know
much
about
San
Antonio,
there's
five
bases
around
the
San
Antonio
area,
so
they
have
a
great
working
relationship
with
the
military
and
that
that's
something
we
take
took
from
them
and
we're
really
excited
that
we
have
that
here
to
date,
we've
had
15
incidents
where
we
actually
administered
in
the
field
with
16
units.
So
we're
really
excited
to
see
that
take
place
in
our
community.
U
Imsa
also
carries
one
unit
of
blood
on
their
supervisor
unit,
so
there's
three
units
of
blood
carried
around
the
city
full
time,
24
7.
also
operational,
highlight
just
you
know.
We
really
appreciate
the
support,
but
you
know
when
we
had
the
tornadic
event.
A
couple
weeks
ago,
we
actually
sent
our
oktf-1
to
the
recent
tornado
event
and
Shawnee,
and
that
was
an
area
again
of
operational
that
you
all
support
every
year
and
we
appreciate
the
opportunity
to
provide
services
outside
our
community.
U
Then
our
Support
Services,
Under,
deputy
chief
Shane
smiley
and
we'll
first
highlight
we'll
have,
is
our
dispatch,
our
fire
dispatch.
These
individuals
are
extremely
dedicated,
I'm
really
excited
to
see.
What's
happened
in
our
dispatch
work
section
we
have
15
dispatchers,
one
Public
Safety
Communications
liaison
they
work
very
hard
matter
of
fact.
Over
the
last
several
years,
we've
been
recognized
many
times
nationally,
because
they've
taken
a
very
proactive
approach
in
our
structure.
Fire
incidents
and
they've
actually
been
played
a
very
significant
role
in
rescuing
some
trapped
individuals
inside
structure
fires.
U
So
we
appreciate
the
great
work
they
ever
do.
Every
year
we
have
14
again
0.65
positions
in
that
at
2.2
million
dollars
and
then
our
Logistics
and
Facilities
maintenance.
Again,
we
have,
if
you
look
at
our
facilities
and
our
our
Fleet,
that
we
have.
We
have
probably
one
of
the
best
fleets
in
the
U.S
and
that's
again
the
support
that
we
get
from
you
all
every
year.
Thank
you
for
that,
but
we
have
great
people
that
are
dedicated.
U
We
have
seven
full-time
mechanics,
a
lot
of
individuals
that
are
also
important
in
our
areas
of
Tool
and
Equipment
distribution.
Again,
as
we
talked
a
little
bit
about
gear
cleaning
earlier,
we
have
our
own
gear
in-house
gear,
Cleaning
and
Repair.
So
we
do
all
repairs,
Advanced
inspections
and
cleaning
of
all
our
gear.
So
that's
very
proud
of
the
work
they
do
and
then
we
also
have
a
facilities
manager
who
works
very
well
with
General
Services.
U
We
work
in
collaboration
there
again
internally
and
we
have
38
fire
stations
and
42
total
work
sites
that
we
have
to
take
care
of,
and
they
do
great
work
in
making
sure
our
fire
stations
are
ready
to
go
to
serve
our
community
every
day.
One
of
the
highlights
I
would
like
to
have
here
is
our
show:
here's
our
tethered
drones.
This
is
really
neat
to
be
able
to
take
technology
and
utilize
that
to
assist
us
and
you
know,
be
able
to
get
real-time
feedback
on
a
scene.
The
nice
thing
about
these
tethered
drones.
U
They
meet
FAA
certifications,
so
you
don't
have
to
actually
have
a
pilot
with
them
being
tethered.
You
can
just
push
a
button.
The
drones
go
up
then
go
up
to
150
feet.
They're
base
off
the
wind.
So
if
you
got
too
much
wind,
you
know,
as
we
do
in
Oklahoma.
They'll
actually
come
down
a
little
bit
until
they
can
get
an
area
they
can
operate
in.
U
They
also
have
a
camera,
as
well
as
an
infrared
thermal
imaging
camera
on
that,
and
you
can
actually,
we
can
also
simulcast
that,
so
they
can
send
it
to
Command
Staff
if
they're
back
at
the
command
posts
or
to
our
Command
posts,
instant
commanders
on
scene.
So
it's
really
great
technology
that
we
have
so
really
great
to
have
that
in
service.
U
The
next
thing
I'd
like
to
get
into
is
our
Fire
Prevention
Services
Under,
deputy
chief
Harold
Thompson.
They
do
great
work
in
our
Fire
Marshal's
office,
and
this
is
one
area
that
we
look
at
is
really
that
proactive
response.
You
know
their
goal
is
to
try
to
keep
our
fire
apparatus
from
rolling
out
the
door
every
day
and
they
work
very
hard
in
that
one
area
is
Code
Compliance
and
currently
we
have
16
personnel
and
Code
Compliance.
U
We
have
six
District
inspectors,
four
new
construction
inspectors,
three
apartment
inspectors,
one
hotel
inspector,
one
high-rise
inspector
and
one
special
events
and
there's
a
lot
of
different
areas.
U
If
you
look
at
those
last
ones,
I
brought
up,
those
are
what
we
call
a
high
risk
commercial
properties
and
that's
where
we
have
a
lot
of
potential
for
Life
loss
and
they
really
focus
on
that
and
they
do
a
great
job
of
making
sure
we
do
those
inspections
and
everyone's
operating
a
safe
manner,
and
we
have
19
positions
in
there
for
three
million
dollars
in
the
budget.
And
then
we
have
our
fire
investigators
who
they
do
great
work,
they're
really
dedicated
to
what
they
do.
U
We
operate
four
different
shifts:
12
total
three
on
each
shift
and
they're
doing
a
great
job
of
trying
to
identify
when
we
have
some
type
of
you
know
event
where
we
have
an
arson
and
they
can
be
able
to
do
great
work
in
doing
the
investigation
in
that
area,
and
then
we
have
our
public
safety
education,
we're
really
kind
of
reframing
that
and
reforming.
They
formatting
that
formatting
that
calling
it
Community
risk
reduction,
crr
and
these
individuals
are
dedicated
to
make
sure
that
our
community
is
educated
and
it's
not
just
fire
safety
anymore.
U
So,
overall,
that
kind
of
gives
you
an
overview
of
our
FY
24
budget.
We
do
have
some
goals
and
objectives
we'd
like
to
accomplish
this
year.
One
is
to
develop
a
20-year
master
plan
for
fire
department,
deployment
and
support
programs.
We
recognize
the
cities
growing
at
a
rapid
pace
and
we
want
to
make
sure
as
a
fire
department,
we
have
a
plan
in
place
to
grow
with
that
and
make
sure
that
we
provide
the
effective
services
that
we
can
every
day
and
that's
our
goal
and
that
we
will
develop
a
20-year
master
plan
for
that.
U
We
want
to
implement
our
EMS
supplemental
program
that
I
talked
about
again.
It's
it's
work
with
MSA
and
Leadership
of
MSO.
We
still
have
some
things
that
we'll
have
to
work
through
in
that
area:
contract
with
them
and
then
an
operational
plan.
They'll
have
to
be
approved
in
that
you
know
we're
working
hard
in
that
area.
We
believe
we're
very
close
to
that
and
then
we're
going
to
improve
our
work
processes,
and
this
is
a
lot
about
what
we
learned
from
the
gauge
is
really.
U
How
do
we
communicate
with
our
customers
internally,
and
this
is
a
focus
we
want
to
have
as
work
processes
dashboards,
so
they
can
see
the
great
work
they're
doing
or
maybe
even
show
a
area
that
they
can
improve,
and
it's
right
there
in
front
of
them.
So
we
want
to
create
dashboard
opportunities
for
that
and
also
an
opportunity
to
create
department-wide
communication.
As
I
said
earlier,
we
have
38
different
fire
stations,
42
different
work
sites.
U
Communication
com
sometimes
can
be
a
challenge
and
we
want
to
make
sure
that
we're
communicating
effectively
from
the
top
from
the
bottom
up.
So
we
we
want
to
increase
that
and
we're
looking
at
that
through
the
development
of
the
outward
facing
fire
web
platform
when
I
say
outward
facing
it's
really
internal,
but
it's
outward
facing
where
employees
can
get
on
at
any
time
anywhere
the
challenges.
Now
they
have
to
be
inside.
U
The
network
we
want
to
make
this
where
it's
you
know
across
those
boundaries
where
they
can
get
on
it
anytime
anywhere
and
be
able
to
get
real-time
access,
and
then
we
want
to
complete
a
review
to
determine
the
roadmap
for
our
cpse,
which
is
our
Center
for
Public
Safety,
Excellence
accreditation.
That's
one
thing:
we're
working
towards
we're
doing
a
lot
of
steps
in
that
direction,
but
we
want
to
review
that
see
what
does
it
really
take
the
road
map
to
get
there?
And
then
we
want
to
award
our
contract
for
fire
station
31.
U
That's
a
bigger
we
want
to
do,
want
to
rebuild
and
begin
construction
of
that
and
purchase
land
for
fire
station
10
and
fire
station
31
and
those
are
all
2017
Geo
Bond
projects
that
we
want
to
get
moving
in.
That
area
with
that,
I
want
to
thank
you
again
for
your
support
of
Public
Safety
and
what
you
do
every
year
to
support
us
and
I'll
entertain
any
questions.
N
I
just
wanted
to
commend
you
on
a
seven
minute
response
time
with
a
70
rating,
that's
outstanding
and
then
also
I
want
to
compliment
you
on
being
105
in
the
United
States
with
the
San
Antonio
blood
program.
That's
Cutting,
Edge,
it's
on
the
front
edge
and
and
that's
good
to
see.
The
question
I
had
was
a
page
c-55
number
two
under
the
major
budget
changes.
N
You
with
me
yes,
sir:
okay,
the
40
positions,
yes,.
B
N
U
Sir,
as
I
was
going
through,
the
fire
stations
that
we're
going
to
respond
out
of
they
were
actually
housing.
Those
fire
stations,
okay,
that
station
nine,
which
is
on
89th
Street
Station
21
on
29th
Street
22,
which
is
up
north
off
Britton,
Road
and
34,
which
is
off
Council
they'll,
actually
run
out
of
those
fire
stations,
so
they'll
actually
house
their
work
there.
The
ambulance
that'll,
be
their
base
of
operations.
I'll.
U
Tell
you
what
the
challenge
we
know
in
the
call
volume
and
where
they'll
be
they'll,
probably
be
there
very
little
of
the
time,
but
that
will
be
where
they
actually
House
of
we'll
have
four
supervisors
that
will
actually
house
out
of
our
headquarters.
That
way,
they
can
work
with
our
shift
commanders
and
make
sure
that
everything's
staffed
every
day
and
make
sure
that
we
have
we'll
have
a
lot
of
challenges
that
we'll
have
to
look
at.
N
U
Yes,
sir,
basically
it's
an
ambulance,
that's
designed
to
work
within
fire
to
transport
patients,
just
like
emsa
does.
If
you
look
at
it,
we
won't
do
anything
different
than
what
Ms
is
providing
we'll
just
be
four
additional
units
to
supplement
the
program
they
have.
You
know
so
if
they
have
30
units
on
the
street,
we'll
have
four
that'll
make
34
units
and
the
whole
goal
of
that
is
to
assist
with
challenges
that
we're
seeing
Nationwide
with
recruitment
retention
and
EMS
programs.
U
S
You
Chief
thanks
for
your
presentation,
a
couple
of
things,
glad
to
hear
that
13s
is
going
to
be
rebuilt
over
the
Earth
I've.
Been
there
a
few
times.
It's
just
pretty
rough,
any
update
on
the
new
training
facility.
Yes,.
U
Sir
Eric
Winger
I
don't
want
to
speak
for
Eric,
but
he's
been
working
with
us
very
hard
he's
working
on
some
things
through
the
property
and
the
land,
and
all
of
that
getting
you
know
we're
trying
to
finalize
the
footprint
of
what
it
looks
like
there,
but
I
believe
it's
come
along.
It's
we're
obviously
has
a
few
hurdles
working
through,
but
it
is
starting
to
move
excellent.
Thank
you,
sir.
A
V
While
Sergeant
Carter's
loading
this
up
I'll
just
have
you
referred
to
your
budget
book
or
presentation.
Our
budget
starts
on
c137
and
again,
while
she's
loading
that
up
too
I'll
introduce
my
staff.
That's
here
with
me
today.
My
Deputy
Chiefs
first
off
is
Deputy
Chief
Sheena
Butler
she's
over
operations.
North
also
has
police
community
relations
and
our
campus
resources
school
resource
officers.
V
Deputy
chief
Jason
Clifton,
is
over
investigations
and
the
lab
my
investigator
or
my
executive
officer,
Sergeant
Jordan
Crump,
my
financial
manager,
Mike
Stroup
and
deputy
chief
Robert
Tompkins,
is
over
the
administrative
Bureau.
He
has
training
and
all
the
support
services
of
the
police
department
and
Deputy
Chief
Ron
basey
is
over
operation
South.
He
also
has
the
911
Center
as
well
as
Santa,
Fe
and
Southwest
divisions,
and
then
deputy
chief
Brian
Jennings
is
over
our
Special
Operations
Division.
He
or
a
bureau
he
had
to
step
out.
V
E
V
Mission
statement
is
the
Oklahoma
City
Police
of
the
Oklahoma
City
Police
Department's,
deliver
exceptional
police
services
to
our
community
with
Integrity,
compassion,
accountability,
respect
and
equity,
which
those
are
our
core
values.
They
spell
out
eye
care,
it's
an
acronym
and
they
guide
what
we
do
as
a
police
department
every
day.
Our
vision
is
to
be
for
the
police
department
is
to
ensure
that
Oklahoma
City
is
one
of
the
safest
cities
in
the
country
through
strong
Community
relationships,
Innovative
strategies
and
healthy,
well-trained
officers.
V
I'll
also
point
out,
as
we
go
through
the
slides
when
you
see
numbers
that
are
in
a
slide,
especially
for
this
fiscal
year.
Since
we
haven't
completed
that
fiscal
year,
you'll
see
asterisks
beside
those
numbers,
and
that
means
that
we
are
estimating
out
what
the
rest
of
the
year
will
be.
So
that's
what
those
asterisks
means
in
the
presentations,
so
just
our
operating
expended
expenditures
in
general
by
purpose.
The
majority
of
our
funding
is
operations
which
you'll
see
as
we
go
through.
V
V
So
some
things
that
we're
proposing
changing
this
year,
one
of
the
things
that
I've
tried
to
do
as
police
chief.
It
takes
so
long
to
get
a
police
officer
from
the
day
that
they
walk
in
the
door
to
fill
in
an
application
to
being
a
fully
trained,
functioning
police
officer
out
on
out
on
their
own
you're
looking
at
over
a
year.
For
that
to
happen,
it's
about
a
year
in
training
and
then
usually
anywhere
from
four
to
six
months
in
the
application
process.
V
So
in
order
for
us
to
maintain
Staffing
levels
put
people
where
we
need
them
make
sure
we
have
officers
responding
to
those
emergency
calls
we've
been
adding
to
our
civilian
positions
as
much
as
we
can
and
that's
what
you'll
see
as
we
go
through.
The
presentation
is
that
we're
continuing
to
do
that,
trying
to
put
our
swarm
Personnel
where
they
need
to
be
out
on
patrol
answering
calls
investigating
crimes
and
those
areas
where
we
can
have
a
non-sworn
professional
staff
member.
That's
what
we're
trying
to
do
so.
V
The
additional
funding
will
help
fund
we're
going
to
now
run
three
academies
a
year
instead
of
two.
So
there'll
be
some
additional
funding
that
goes
with
that,
and
we
just
think
that
helps
keep
the
process
going.
It
helps
ease
the
waiting
time
for
a
lot
of
these
people
that
are
looking
for
jobs
and
they
want
to
start.
You
know
as
soon
as
possible,
they're
coming
out
of
the
military
or
they're
leaving
other
jobs,
and
they
want
to
be
police
officers
or
they're
getting
out
of
college.
V
It
allows
them
to
plan
a
little
bit
too,
and
it's
better
for
us
too,
to
run
these
academies
as
much
as
we
can.
So
we
can
help
build
up
our
personnel
and
our
staffing
supplies
equipment.
Contingency,
you
guys
know,
I
mean
everything's
going
up
the
cost
of
inflation,
just
the
cost
of
doing
business
in
general
in
our
organization.
This
is
where
you
know
we're
going
to
see
some
rises
in
our
costs
in
this
budget
year
and
then
our
real-time
information
center.
V
That
I'll
talk
more
about
it
later
on
in
the
presentation
and
what
our
implementation
plan
is
with
that.
But
we've
talked
about
that
before
before
Council
as
we've
come
before
you
to
get
items
funded
and
and
start
the
process
to
implement
this,
so
changes
to
our
positions
again
in
line
with
getting
our
police
officers
where
they
need
to
be
non-sworn,
Personnel
handling
more
of
those
duties
that
don't
require
a
police
officer.
So
we're
going
to
add
nine
new
professional
staff
positions.
V
These
are
going
to
be
three
DNA
forensic
Specialists,
One,
Financial
Manager,
two
level:
one
senior
buyer,
two
computer
forensic
Specialists,
one
GIS
position
for
emergency
management
and
one
CIT
coordinator
with
a
social
work
or
a
counselor
background.
This
position
has
normally
been
a
sworn
police
officer.
It
was
recently
vacated
and
we
felt
as
a
staff
that
it's
very
important
that
that
we
put
someone
in
that
position
more
in
line
with
the
mental
health
field
and
also
too.
V
This
is
more
in
line
with
our
21cp
recommendations
of
getting
that
non-police
related
response
when
possible
to
mental
health
calls.
So
that's
one
of
those
positions
as
well:
the
overages,
the
seven
profession,
professional
staff,
overage
positions
that
were
making
permanent
those
will
include
two
community
relations
coordinators
and
victim
Services.
These
were
previously
funded
with
Avoca
grant.
That
Grant
has
dwindled
to
the
point.
V
It's
pretty
much
non-existent
for
us
anymore,
but
those
staff
positions
that
we'll
talk
about
more
later
in
the
presentation
are
very
important
to
our
organization
and
to
our
community
in
those
victim
Services
those
folks
that
have
been
a
victim
of
a
crime.
It's
very
important
that
they
have
the
services
they
need.
So
that's
two
of
those
overages
that
will
become
permanent,
two
digital
media,
Specialists
positions
that
are
in
the
public
information
office.
V
They
were
previously
funded
with
the
with
the
Jag
Grant
and
then
two
Administration
administrator
Specialists
for
planning
and
research,
and
these
were
previously
positions
that
were
sworn
officers.
Those
positions
have
vacated
through
attrition
and
then
we
had
to
make
some
moves
with
some
transfers
and
other
things
with
one
of
the
supervisors.
That
was
in
there
to
another
position,
and
so
that
will
allow
us
to
continue
the
the
service
in
that
area,
but
again
not
using
sworn
police
officers
and
then
an
office
coordinator
in
the
executive
leadership
program.
V
So
our
budget,
by
source,
as
you
can
see,
our
total
budget,
268
million
365
566,
but
the
majority
of
that
61
percent
comes
from
the
general
fund.
Some
things
that
are
funded
in
this
in
the
general
fund
in
that
area
are
a
primarily
pays
for
personnel
expenditures,
some
services
and
equipment,
and
then
you
have
the
police
sales
tax
fund.
That
is
mostly
Personnel
expenditures
and
then
the
maps
for
use
tax
fund,
Fleet
replacement,
which
covers
Fleet
replacement,
Emergency
Management
fund,
which
again
is
our
911
communications
center.
V
When
you
look
at
the
category
there
of
other,
it's
our
asset
forfeiture
fund,
our
better
streets,
safer,
City
use,
tax
funds,
there's
still
some
money
there
that
we're
we're
working
on
the
items
that
we've
we're
purchasing.
Along
with
that
City
and
schools,
the
capital
use
tax
fund,
the
court
administration
and
training
fund,
the
maps,
three
use
tax,
police
and
fire
equipment
sales,
tax
funding,
and
so
that's
some
of
the
areas
that
the
that
you
see
in
other.
We
do
have
grant
funding
that
pays
for
some
things.
V
For
example,
the
justice
justice
assistant
grants
often
referred
to
as
Jag
or
they're,
also
called
the
burn
Grant.
They
currently
pay
for
four
crime,
analyst
positions
which
are
civilian
positions
and
also
for
a
DNA
backlog
program.
If
we
start
to
get
behind
on
any
of
our
DNA
evidence,
we
have
an
overtime
program
to
recover
that
and
just
supplies
equipment
training
in
operating
the
lab.
Our
lab
has
really
come
a
long
way
in
the
last
several
years.
V
They're
really
doing
some
great
and
Innovative
things
over
there,
so
we
have
to
find
creative
ways
a
lot
of
times
to
fund
those,
and
there
are
a
lot
of
Grants
out
there.
Fortunately,
that
allow
us
to
do
that.
The
safe
Oklahoma
Grant
we've
done
for
many
years
through
the
State
Attorney
General's
office.
That's
a
crime
reduction,
neighborhood,
policing,
Grant,
that's
been
very
successful
and
part
of
that.
Grant
too,
is
not
just
enforcement.
V
It's
officers
actually
going
out
knocking
doors
in
the
community
and
talking
to
folks
in
those
neighborhoods
to
identify
what
their
issues
are
and
and
what
they
want
to
see
out
of
their
police
department
and
out
of
enforcement
to
help
help
solve
the
crimes
in
their
neighborhoods
and
then
the
last
in
that
Oklahoma
highway
safety
grants
these
these
pay
for
overtime
programs
for
Traffic,
Safety
things
such
as
seat
belt.
You
know
awareness
and
overtime
programs
and
then
also
too,
our
Alcohol
Safety
awareness
program.
Those
are
just
some
things
that
are
covered
by
that
by
that
Grant.
V
So
the
first
area
that
we'll
talk
about
is
operations.
It
is
our
most
heavy
area
as
far
as
our
budget,
and
that
is
where
Patrol
is
that's,
where
the
majority
of
our
people
are
that's
where
the
majority
of
our
services
are
demanded
from
us.
That's
9-1-1
response
response
to
emergency
calls.
So,
as
you
can
see,
within
operations
via
Patrol,
as
the
largest
budget
item
there
and
then
9-1-1
Communications
Youth,
Services
crime,
prevention
and
awareness.
V
So
the
number
of
calls
that
we've
serviced
as
you
can
see
you
know
it
continues
to
rise.
You'll
see
a
really
big
jump
from
fiscal
year,
21
20
20
22
to
the
current
year,
and
the
reason
is,
is
we
were
not
counting
in
dispatch
prior
to
this
year,
the
outgoing
calls
that
they
made,
which
is
something
we
should
have
been
counting
there.
There
are
a
lot
of
times,
they're
having
to
transfer
calls
they're
having
to
make
calls
back
on
a
911,
hangout
and
just
a
lot
of
times.
V
And
just
another
thing
too,
in
this
we've
actually
looked
at
the
amount
of
calls
that
we're
taking
and
and
what
we
found
is
not
just
in
our
community
but
all
across
the
country.
People
are
calling
9-1-1
for
everything
and
for
a
lot
of
things
that
they
don't
need
to
be
calling
for.
So
not
only
do
we
work
to
try
and
educate
the
public
in
that,
but
we've
also
too
had
to
look
at
how
our
911
operators
answer
these
calls
and-
and
if
you
think
about
it,
that's
what
the
community
wants
too.
V
They
don't
want
police
officers
responding
to
everything.
We
don't
want
a
parent
calling
the
police
department
because
their
child
won't
get
up
and
get
ready
for
school
and
believe
it
or
not.
That
does
happen,
and
so
we
have
done
a
lot
of
training
this
past
year
with
our
with
our
911
dispatchers,
to
help
them
recognize
what
is
a
civil
versus
a
criminal
matter
and
when
we
can
tell
our
residents
that
that
is
not
something
that
the
police
can
respond
to.
V
V
Also,
as
part
of
this
training
we've
trained
our
Dispatchers
in
how
to
more
appropriately
route
calls
to
things
such
as
988
to
those
alternative
responses
and
then
also
to
to
just
you
know,
homelessness
and
other
resources
instead
of
sending
police
officers
out
to
those.
So
that's
been
a
heavy
part
of
the
dispatcher
training
that
we're
doing
it's
a
work
in
progress.
They've
got
to
get
comfortable
with
that
too,
and
think
about
it.
V
There's
a
lot
of
responsibility
when
you're
on
that
phone
and
you're
answering
that
call
they're
under
a
lot
of
pressure,
and
they
don't
know
really
all
the
time
what's
going
on
in
the
other
end
of
it.
So
we
want
to
make
sure
that
again
we're
not
putting
too
much
on
them
at
the
same
time
that
they're
able
to
comfortably
transfer
a
lot
of
those
calls
when
they
need
to,
and
people
are
also
starting
to
pick
up.
That
9-1-1
is
not
the
answer
to
everything.
V
More
calls
are
being
made
to
988,
so
we're
hopeful
that
that
will
you
know
get
us
where
we
need
to
be
in
this
upcoming
fiscal
year.
Also
keep
in
mind
that
this
dispatch
of
train,
this
dispatcher
training
aligns
with
21
CP
recommendation
22,
which
is
alternative
responses,
crisis,
training
and
de-escalation,
and
all
of
our
dispatchers
have
now
now
I.
Think
all
of
them
have
completed
the
crisis.
Intervention
team,
training.
V
So
Priority
One
calls
these
are
calls
where
there's
an
immediate
danger
to
a
person's
life
or
safety.
A
crime
is
in
progress
in
which
a
person's
life
or
safety
may
be
in
danger,
or
there
is
a
possibility
of
extreme
or
major
property
loss,
and
you
can
see
where
these
calls
have
increased
too,
and
these
are
calls
that
we
can't
transfer
out.
V
We
have
to
respond
to
these
Priority
One
calls
are
the
calls
that
we
have
to
get
to
as
quickly
as
possible
and
officers
can
be
on
another
lower
priority
call,
or
you
know,
responding
to
something
lower
priority.
If
one
of
these
calls
come
comes
out,
those
officers
will
be
pulled
or
can
be
pulled
to
go
to
these
higher
priority
calls.
So
this
is
the
highest
priority.
V
Calls
that
we
have-
and
in
the
next
slide
you'll
see,
which
is
a
concern,
is
that
our
percentage
of
Priority
One
calls
that
are
responded
to
within
nine
minutes
and
30
seconds
has
dropped,
and
that
is
where
our
standard
is,
where
we've
set,
that
we
want
from
the
time
that
the
caller
gets
on
the
phone
with
a
9-1-1
dispatcher
until
an
officer
is
on
scene.
Ideally,
should
be
9
minutes
and
30
seconds.
So
you
can.
V
Time
is
pretty
difficult
too,
but
you
know
we're
still
going
to
make
that
our
goal
and
then
also
you
know
not
just
the
Staffing
struggles
but
like
I,
said
before
think
about
when
someone
calls
9-1-1
and
it
is
a
critical
emergency
and
it
may
not
even
be
police,
it
may
be.
You
know
someone
having
medical
episode,
that
is
a
critical
emergency
and
someone's
on
the
phone,
because
their
neighbor's
dog
is
barking,
or
you
know
something
to
that
effect.
That
is
not
a
critical
call
that
delays
that
response
and
some
of
those
other
things.
V
V
Next,
we'll
talk
about
our
Fleet
new
equipment,
the
costs
with
those
increased
Supply
costs
and
then
some
things
we're
doing
to
expand
our
take-home
program,
which
I
think
will
help
us
with
our
responses.
So
Nationwide
Chief
Kelly
talked
about
it
and
how
long
it
takes
to
get
vehicles,
equipment
parts
that
we
need
to
keep
our
vehicles
on
the
road.
We
saw
a
24
percent
increase
in
replacement
costs
for
our
marked
vehicles
in
this
last
year.
V
So
what
that
means
is
a
patrol
vehicle,
our
Ford
Interceptor
SUVs
that
you
see
that
are
the
majority
of
what
we
order.
Now
for
our
Patrol
related
functions.
We
saw
a
nine
thousand
dollar
price
increase
in
those,
and
it's
not
just
those,
because
we
looked
around
at
other
options
and
all
of
them
have
gone
up.
So
that
was
significant
and
was
something
that
you
know.
V
We
didn't
really
factor
into
and
I'll
talk
more
about
that
in
just
a
minute,
but
maintenance
also
think
about
parts
that
are
needed
to
keep
these
vehicles
operate
and
up
and
going
not
only
are
they
more
costly,
but
it's
taking
longer
to
get
those
and
things
that
used
to
be
really
simple
to
get
sometimes
now
can
be,
can
be
difficult
things
even
as
simple
as
an
oil
filter
or
brake
pads.
So
we
work
constantly
to
try
to
keep
up
with
that.
Fleet
Services
has
done
an
outstanding
job.
They
have
an
overtime
program.
V
That's
helping
us
keep
our
Fleet
back
on
the
road.
Prior
to
this
program,
we
were
averaging
our
vehicles,
15
to
20
percent
of
our
vehicles
in
our
Fleet,
were
down
at
any
given
time
and
since
we've
started
this
program,
I
haven't
run
those
numbers
again
to
see
if
it's
helping
us,
but
that's
that's
what
we
were
looking
at
just
as
as
soon
as
about
two
months
ago,
so
we
do
make
improvements
in
our
vehicle
safety
and
sometimes
there's
costs
associated
with
that,
but
there's
nothing
more
important
than
that.
V
V
So
we
plan
to
order
158
Vehicles
last
year
as
part
of
that
cost,
we
were
only
able
to
order
130.,
and
this
is
because
normally
we
account
for
a
five
percent
budget
increase.
Nobody
saw
24
coming
so
hopefully
in
this
next
year,
we'll
be
able
to
add
the
amount
of
Mark
vehicles
that
we
need.
This
did
not
keep
us
from
responding
to
calls
or
didn't
put
us
in
a
real
bad
position,
because
we
are
short
staffed.
V
Next,
we'll
talk
about
yeast
Services
again
with
within
operations.
First
thing
we'll
talk
about
is
the
youth
Enrichment
Services
or
yes.
This
was
formerly
known
as
the
truancy
unit,
but,
as
I've
said
before,
our
officers
quickly
realized
that
truancy
is
not
about
kids,
not
wanting
to
go
to
school.
It's
about
their
ability
to
be
there
and
what's
keeping
them
from
that,
it
could
be
technology,
one
of
the
things
that
was
the
most
prevalent,
that
our
officers
Learned
was
head
lice
and
these
kids
not
having
access
to
lice
kits
so
through
a
partnership
with
pivot.
V
This
program
has
served
a
lot
of
kids
last
year
alone.
They
served
11,
354,
Youth
and
pivot
has
been
wonderful
in
just
providing
clothing.
Some
of
these
lice
kits
I
mean
just
all
that
they
do
I'm
sure
you're
familiar
with
pivot,
they're,
a
great
organization
and
our
officers
through
yes,
do
a
lot
with
them
to
help
these
kids
and
try
to
get
them
back
in
school.
These
interventions
can
include
a
letter
phone
call
visit
to
the
school
School
a
home
visit,
so
they
very
rarely
have
ever
issue
any
citations
anymore.
V
V
These
officers
that
were
in
the
truancy
unit
said
hey
here's
what
we
need
to
be
doing,
here's
what
we're
seeing
they
stepped
up,
made
a
change
and
recognized
it,
and
that's
what
makes
our
organization
so
great,
so
our
school
resource
officers
and
they're
in
15
schools,
the
amount
of
crimes
that
are
reported
are
about
just
a
little
under
four
per
one
thousand
students
so
far
this
year.
So
that's
a
big
part
of
what
they
do.
There
is
not
only
enforcement,
but
also
just
being
a
part
of
these
kids
lives
and
learning.
V
What's
going
on
trying
to
prevent
things
from
happening
and
just
being
in
the
schools,
the
Police
Athletic
League,
probably
one
of
our
most
successful
programs.
It's
it's
one
of
our
largest.
It
just
continues
to
grow
or
over
35
000,
kids
in
youth,
in
sports,
Police,
Athletic,
League
programs,
this
year
alone
and
there's
estimated
that
there'll
be
over
ten
thousand.
More
by
the
end
of
the
year
that
will
be
served
by
this.
It's
a
great
program.
V
We
all
know
that
kids
who
are
involved
in
sports
are
very
much
more
likely
to
stay
in
school
and
much
more
likely
to
be
successful,
and
we
see
that
these
kids
are
soccer
has
become
one
of
our
biggest
Sports.
It's
just
it's
just
phenomenal.
How
much
it's
taken
off
and,
of
course,
every
time
I
look
around
I
see
councilman
stone
at
one
of
our
events
or
one
of
our
fundraisers
and
I
appreciate
your
partnership
and
your
help
in
that
as
well.
But
but
the
Police
Athletic
League
is
is
just
a
wonderful
program.
V
These
aren't
more
serious
offenses,
but
these
kids,
it's
wonderful,
to
come
to
those
events
and
see
them
when
they
graduate
see
the
smiles
in
their
faces
and
the
sense
of
accomplishment.
It's
a
great
program,
another
one
too,
that
we
just
had
a
graduation
program
for
last
week,
the
youth
leadership
academy.
This
is
also
run
through
fact.
There
are
currently
just
or
just
completed
32
participants
and
what's
really
neat
about
this,
is
they
get
involved
in
something
in
the
community?
That's
important
to
them.
This
year
it
was
positive.
V
Tomorrows
was
their
their
group
or
organization
that
they
wanted
to
raise
money
for
here's,
the
really
cool
part
they
raised.
42,
000
and
105
dollars
for
positive
tomorrows
I
mean,
and
this
this
is
32
High,
School,
age,
kids
and
that
have
come
together
and
accomplished.
Something
like
this
imagine
what
they
can
do
now,
and
it
just
shows
them
that
you
know
when
you
get
involved
and
you
become
part
of
something
in
your
community,
you
can
make
a
huge
difference
and
a
huge
impact.
Our
officers
love
this
program.
We
love
it.
We
love
to
attend.
V
The
graduations
I
had
the
honor
to
get
to
speak
at
their
graduation,
and
it's
just
amazing
to
see
those
kids,
those
parents,
you
know
those
Guardians,
those
folks
that
are
their
family
members
to
support
them.
It's
an
amazing
program
this
also,
this
entire
Area
Youth
Services
aligns
with
21cp
recommendation
25
and
that's
to
ensure
youth.
Outreach
programs
remain
a
priority
and
are
funded.
V
So
just
another
slide
here
again
to
illustrate
the
growth
of
the
Police,
Athletic,
League
and
I.
I
can't
stress
enough.
This
is
not
the
police
department
that
makes
this
successful.
It's
the
community.
Our
partnership
is
just
providing
those
officers
to
be
coaches
and
mentors,
but
there
are
so
many
members
of
the
community
that
make
this
successful
and
put
a
lot
and
invest
a
lot
of
money
in
these
kids.
V
In
these
fields
and
in
equipment,
it's
I
mean,
like
I,
said
it
just
continues
to
grow,
I
just
see
it
only
getting
bigger,
and
it's
not
just
you
know
the
sports
we
think
of
like
soccer,
and
you
know
football
basketball.
You
know
they.
They
do
a
lot
of
things
too,
with
the
online
gaming.
That's
becoming
really
big,
and
we
realize
too,
that
that's
an
area
that
you
know
if
we
want
to
keep
these
kids
engaged.
We
have
to
be
advancing
and
moving
forward
in
that
as
well.
V
So
so
again,
it's
a
it's
just
a
wonderful
program
and
a
huge
partnership
with
the
community.
V
So
when
talking
about
school
safety,
that's
been
a
high
priority
in
the
not
only
in
our
Police
Department
in
our
community,
but
all
around
the
country,
one
of
the
things
I
talked
about
earlier
in
expanding
our
take
home
program.
This
is
one
of
the
reasons
behind
that.
If
we
have
more
officers
that
have
their
equipment
with
them,
that
they
need
on
a
daily
basis
and
they're
available,
even
when
they're
off
duty,
they
may
be
at
an
extra
job,
they
may
be
at
home
and
it
may
be
a
school
near
them.
V
It
may
be
their
kids
school
that
they
need
to
respond
to.
So
we
want
to
do
as
much
as
we
can
to
help
in
that
school
safety
and
making
sure
we
have
a
response
of
not
only
our
on
duty
staff
but
our
off-duty
staff
as
well.
So
one
of
the
things
too,
that
kind
of
guided
Us
in
this
this
current
year
is
the
governor's
executive
order
that
basically
stated
to
all
law
enforcement
in
the
state
that
we
would
be
on
the
same
page
when
it
came
to
responding
to
these
type
of
calls.
V
We
we
all
trained
for
active
shooter,
but
we
all
trained
in
our
own
ways
in
our
own
methods,
and
what
we
have
now
figured
out
is
if
something
happens,
especially
in
Oklahoma
City
at
one
of
our
schools,
we've
got
schools
that
border
I
mean
pick
a
city,
you
know
more
Norman,
Edmond,
Bethany,
War,
acres
and
and
we'll
have
officers
from
all
different
agencies.
That
will
respond
to
that.
V
So
it's
very
important
that
we
are
on
the
same
page,
so
our
active
threat
protocols
and
our
department-wide
training
has
been
in
line
with
what's
called
laser,
and
this
is
a
program
out
of
Louisiana
State
University
and
it
stands
for
law
enforcement,
active
shooter,
emergency
response,
so
all
of
our
officers
have
been
through
this
training
unless
they've
had
you
know
an
injury
or
on
some
type
of
leave
military
leave,
something
like
that,
but
it
was
very
well
received.
I
can
tell
you
we.
We
went
through
it
recently,
it's
rigorous
training,
but
it
works.
V
What
you
saw
in
Nashville
the
response
there
that
you've
seen
a
lot
of
different
video
footage
from
that's,
that's
straight
textbook,
out
of
what
we're
all
being
trained
in
and
also
too
in
that
instance,
there
were
officers
from
multiple
agencies
that
responded
to
that,
but
they
all
knew
what
to
do
and
how
how
to
respond.
Because
of
that.
So
we're
very
excited
about
this
training
and
what
it's
done
for
us.
Our
Tactical
Unit
really
jumped
on
board
with
this
and
and
not
only
got
certified
in
it,
but
we're
our
trainers.
V
They
got
National
recognition
from
not
only
Louisiana
State
University,
but
they
came
here
we're
very
impressed
about
what
we
are
doing
as
an
organization
how
we
trained
the
attitude
and
mentality
of
our
officers
and
the
culture
we
have
in
a
police
department,
and
it's
also
garnered
attention
from
federal
organizations
as
well
that
you
know
what
we're
doing
here
is
is
becoming
the
National
Standard
for
what
should
be
done
all
around
the
country.
So
we're
very
excited
about
that
when
you
talk
about
resources,
equipment
and
resources.
V
Nowadays,
all
of
these
not
only
school
shootings
but
workplace
shootings
that
occur.
The
big
thing
you
know
number
one
thing
is
hide:
get
yourself
in
a
location,
barricade
yourself,
so
our
officers
need
to
get
into
those
locations,
and
so
we've
we've
been
able
to
purchase
breaching
tools.
There's
a
big
delay
around
the
country
and
getting
those
we
want
to
get
them
in
the
hands
of
every
officer.
We're
working
on
that.
But
right
now
all
of
our
school
resource
officers
have
breaching
tools
and
are
able
to
use
those.
V
If
any
emergency
happens
within
the
school
those
are
actually
stored
in
the
school.
Our
goal
going
forward
will
be
each
time
we
equip
a
new
vehicle
for
patrol
use,
there'll
be
breaching
tools
inside
of
it,
so
that
these
officers
will
be
able
to
get
into
these
areas
safely
and
be
able
to
save
lives.
Also,
some
other
equipment
for
our
sros.
They
they
now
have
rifles
and
shotguns,
and
we
were
able
to
work
with
the
schools
on
how
we
implemented
that,
and
we
have
lock
boxes
in
the
schools
that
you
know
only.
V
We
have
access
to
so
that
those
weapons
can
be
stored
safely,
but
the
reason
and
I
communicated
with
with
school
staff
in
this
and
they
were
on
board
100-
is,
if
you
look,
the
majority
of
these
School
shooters
now
are
wearing
body
armor,
and
they
are
also
themselves
easily
armed
with
long
guns
as
well.
So
we
have
to
be
able
to
combat
that.
So
that's
part
of
the
equipment,
along
with
the
brief
breaching
tools
all
of
our
sros
now
have
body-worn
cameras.
V
We
were
able
to
work
out
an
agreement
with
the
schools
to
get
those
cameras
in
place,
so
we
now
have
have
those
as
well
and
if
you
also
talk
about
the
training
that
our
sros
have,
they
receive
National
Association
of
SRO
training
and
the
Oklahoma
Association
of
SRO
training,
so
they're
certified
in
in
their
jobs
as
sros.
We
have
18
sros
in
15,
different
middle
and
high
schools,
and
all
our
sros
are
now
cits
trained.
Some
of
them
are
CIT
officers,
but
all
of
them
are
CIT
trained
and
then
also.
V
This
is
part
of
our
threat
assessment
management,
and
when
you
talk
about
yes
in
fact,
and
some
of
the
things
that
they
do,
there
are
times
where
we
get
word
of
a
kid
that
may
be
making
threatening
comments
and
other
things.
So
yes,
in
fact,
are
now
able
to
go
out
and
meet
with
these
kids
and
determine.
Is
this
a
significant
issue?
Is
this
something
that
requires
further
attention?
V
Or
was
this
kid
just
you
know
letting
off
steam
thought
they
were
being
funny
whatever
the
case
may
be,
so
it's
a
multi-prong
process
that
not
only
includes
our
intelligence
that
we
have
within
the
organization,
but
also
our
sros
and
our
yes
and
fact
officers.
They
have
a
big
role
in
this
too,
because
these
kids
trust
them
they'll
come
up
to
them.
V
So
mental
health
calls.
This
is
an
interesting
slide
because
our
our
numbers
are
starting
to
go
down.
So
what
we're
starting
to
see
is
we're
benefiting
from
alternative
response,
988
and
then,
most
importantly,
state
laws
that
have
been
passed
to
reduce
our
footprint
in
transporting
persons
that
are
mentally
ill
to
mental
health
facilities.
V
So,
initially,
if
we
come
into
contact
with
someone
we
we
may
have
to
transport
them
to
a
local
service
provider
or
hospital,
but
after
that,
if
they
need
to
go
somewhere
else
or
if
it's
30
miles
or
more
from
our
police
headquarters,
I
think
I
accidentally
did
that
if
it's
30
miles
or
more
from
our
Police
Headquarters,
then
Department
of
Mental
Health
takes
over
that
transport
for
us
and
that's
really
helped.
These
calls
go
down,
and
my
hope
is
that
we'll
only
see
this
continue
to
to
fall.
V
Now
that
we're
going
to
have
more
resources
in
place.
Something
that's
interesting
in
this
is
only
198
or
one
percent
of
our
mental
health
calls
were
disposed
with
the
rest,
so
71
of
those
are
36
percent
were
for
warrants.
40
of
those
are
20
percent
were
for
assault,
24
or
12
percent
were
for
trespassing,
21
were
or
about,
10
percent
were
for
drunkenness,
and
there
were
an
additional
34
that
were
taken
to
detox,
which
is
not
an
arrest.
There's,
there's
no
crime,
that's
associated
with
going
there.
V
The
biggest
thing
you
know
again
is
the
more
opportunities
we
have
for
alternative
resources
to
encounter
these
folks,
then
the
less
likely
we
already
end
up
in
in
any
negative
outcomes
and
that's
our
goal.
We
know
police
are
never
going
to
be
out
of
the
mental
health
business
altogether,
but
we
know
that
you
know
the
more.
We
can
do
to
lessen
those
interactions,
the
better
off
we're
going
to
be
as
a
community.
V
Also
too,
as
I
mentioned
before,
we
had
183
CIT
positions
in
our
previous
budget,
and
that
was
increased
and
we
now
have
200-
and
this
is
part
of
a
21
CP
recommendation-
number
nine,
which
was
to
increase
the
budget
for
CIT
and
also
to
keep
in
mind,
even
though
we
may
not
have
all
of
our
officers
be
CIT
actually
on
the
CIT
or
on
the
team.
On
the
crisis.
Intervention
team
they're
all
getting
the
training
and
it
starts
in
the
academy,
our
Academy.
V
Now
when
those
officers
go
through,
they
get
the
the
full
Crisis
Intervention
team
training.
So
our
next
item
are
areas.
Investigations
and
investigations
includes
persons,
crimes,
property
crimes,
victim
services,
our
videos,
Specialists,
limited
English
proficiency,
Services
lab
support
services,
crime
scene
investigations,
property
crime,
Specialists
and
our
property
management
unit.
V
So
our
number
of
Investigations
conducted
has
continued
to
to
rise.
We
saw
some
drop
in
that
in
you
know,
because
of
covet
and
people
not
reporting
as
many
things,
especially
when
you
talk
about
a
person's
crimes
like
domestic
violence,
child
abuse,
when
people
were
staying
home,
we
saw
those
things
go
down
as
we're
coming
out.
V
You
can
see
you
know
the
the
increases
in
that
and
and
I
think
you
know
when
you
talk
about
the
number
of
Investigations
conducted,
it
kind
of
goes
in
line
with
the
amount
of
calls
and
things
that
we're
responding
to
as
those
go
up
and
those
officers
in
the
field.
Those
Patrol
officers
have
more
contact
more
likelihood,
for
you
know,
crimes
to
be
reported
or
rest
to
be
made
you're
going
to
see
more
investigations
that
follow
that
up.
V
Violent
crime
in
Oklahoma
City.
We
continue
to
mostly
Trend
down
in
that
category.
We
did
see
a
slight
increase
last
year,
but
it
was
in
aggravated
assaults.
As
you
can
see,
the
majority
of
other
crimes
decreased
property
crimes.
You
know
it.
You
can
look
at
some
of
those
and
see
some
big
decreases,
but
I
also
think
that
a
lot
of
people
don't
report
those
as
much
as
they
do
the
violent
crime.
V
I
just
want
to
talk
about
too
real
quickly.
Our
our
homicide
solve
rates
in
2021.
We
solved
81
percent
of
our
homicides
in
2022.
We
solved
82
percent
I.
V
Think
we're
around
88
percent
right
now
we're
starting
to
increase
that
more
because
we're
not
as
heavily
dependent
on
Witnesses
at
the
scene
we're
using
technology
to
help
us
solve
a
lot
of
these
crimes,
and
our
community
likes
that
too,
because
they're
often
fearful
to
come
forward,
especially
on
these
more
violent
crimes,
so
we're
starting
to
see
I
believe
an
increase
in
that
that
I
hope
will
continue
lab
support
services.
This
again
our
lab.
It's
amazing
what
they
get
done
over
there.
It's
all
about
the
people
and-
and
you
know
we
have
good
equipment.
V
Our
facility
is
old
and
out
of
date,
but
we're
working
on
that
as
part
of
some
long-range
planning
and
future
Bond
issues,
but
they
do
a
wonderful
job
and
you
can
just
see
so
far.
This
year,
they've
conducted
almost
27,
almost
27
000
crime
lab
tests.
They've
responded
to
952
crime
scenes
2,
346
Firearms
have
been
entered
into
niben,
which
is
the
national
integrated
ballistic
Information
Network.
V
We
attained
a
gold
standard
rating
in
the
fall
of
22
with
knob
in
because
it's
the
highest
level
you
can
have,
because
we
perform
our
Acquisitions
and
we
get
our
evidence
on
shell,
casings
and
Firearms
into
the
system
within
two
business
days.
We
also
we
have
no
backlog
in
doing
this,
and
it's
also
helped
our
officers
now,
even
when
they
respond
to
a
shooting
call
where
no
one
has
been
struck.
They
still
collect
those
casings,
because
we
know
that
firearm
is
going
to
be
tied
to
other
shootings
and
possibly
homicides
as
well.
V
So
it's
a
it's
a
great
program
that
you
know
is
helping
us
solve
crimes
and
helping
keep
our
communities
safer.
It
also
helps
us
narrow
down
so
that
we
can
often
identify
usually
one
firearm
and
one
shooter
is
responsible
for
multiple
crimes,
so
in
our
next
slide
victim
Services
Program
during
2022,
they
had
2971
individuals
that
they
helped
388
were
referred
to
other
resources
and
programs,
17
assisted
with
relocating
emergency
housing,
those
kind
of
things
from
those
folks
that
were
in
crisis
and
needed
help
and
120
VPO
hearings
and
keep
in
mind.
V
This
is
outside
of
what
Palomar
crimes
against
children,
what
what
they're
doing
as
well.
These
These
are
separate
victim
services
that
we
have
within
our
organization,
so
some
of
the
folks
that
they
help
are
the
the
deaf
hard
of
hearing
homeless,
immigrants,
disabled
veterans,
just
any
folks
that,
because
of
the
crime,
it's
put
them
in
a
position
where
they
need
help,
and
these,
as
a
reminder,
were
two
of
the
positions
that
were
overages
formally
funded
by
Voca
that
are
now
in
our
budget.
V
And
when
you
talk
about
non-uniform
police
response,
this
is
this
is
one
of
those.
This
is
a
civilian
response,
alternative
to
low
priority
calls
and
non-injury
accidents,
and
these
are
our
property
crime
Specialists.
So
far
this
year,
they've
responded
to
over
6
000
calls
for
service
4611
reports
that
they've
made,
that
are,
you,
know,
lower
priority
property
crimes
and
they
just
started
recently.
Working
non-injury
accidents
and
they've
already
worked
and
completed
168
Collision
reports.
V
So
again,
this
allows
our
officers
to
respond
to
more
priority
calls,
but
also
too
allows
the
community
to
get
a
non-law
enforcement
response
when
it
doesn't
necessarily
require
a
police
officer.
They
also
work
as
a
backup
to
our
CSI
and
they've
processed
945
crime
scenes
during
this
time
frame.
So
they
are
a
great
resource
and
it's
an
area
that
we've
grown
in
our
last
budget.
We
started
out
in
2020.
We
had
seven
PCS,
that's
not
when
the
program
started,
but
just
to
give
you
an
idea
in
2020
we
had
seven.
Today
we
have
13.
V
V
Just
talk
a
little
bit
about
traffic
safety
and
enforcement
traffic
collisions
it's
a
large
part
of
what
they
do.
Du
IRS
we
recently
partnered
with
OHP
and
we've
done
a
couple
of
checkpoints
around
the
city
to
help
get
intoxicated
drivers
and
impaired
drivers
off
the
roadway
and
just
some
other
things
too.
These
are
some
of
the
overtime
programs
that
we
mentioned:
the
Alcohol
Safety
awareness
program,
our
accident
and
aggressive
driver,
Reduction
Program.
You
can
see
there.
V
You
know
where
they've
issued
a
lot
of
citations
as
well
to
try
and
reduce
accidents,
fatality
accidents
after
covid
really
started.
We
saw
a
spike
around
the
country,
and
a
lot
of
that
was
just
because
there
weren't,
as
many
drivers
on
the
road
and
people's
driving
got,
got
pretty
aggressive,
and
you
see
now
on
social
media,
not
only
our
department
but
OHP.
It's
not
uncommon
to
post
traffic
stops
being
made
for
speeds
in
excess
of
100
miles
an
hour.
V
So
in
this
next
slide
you
know,
fentanyl
is
devastating
not
only
in
our
community,
but
all
around
the
country
it
is,
it
is
wiping
out
a
large
portion
of
our
society
and,
and
a
large
portion
of
that
is
our
youth,
it's
devastating
not
only
to
them
but
to
their
families.
V
V
So
one
of
the
things
that
we're
doing
is
we
have
a
specialized
team
or
Street
narcotics
unit
that
responds
to
overdose
deaths,
and
these
deaths
are
occurring
at
much
higher
levels
than
they
were
just
a
few
years
ago,
and
so
by
sending
these
officers
out
and
starting
an
investigation
as
early
as
we
can,
we
want
to
get
at
the
dealers.
We
don't
want.
You
know
the
people
that
are
using
the
drugs
and
and
to
be
honest,
the
majority
of
these
folks
that
are
passing
away
in
these
overdoses.
V
Have
no
idea
what
they're
taking
they
have?
No
idea
that
their
cocaine
is
less
is
laced
with
fentanyl
or
the
pills
that
they
bought
for
pain,
but
they
bought
off
the
street.
They
have
no
idea
that
fentanyl
is
in
there,
and
so
it's
it's
very
important
that
we
get
at
those
dealers
so
that
we
can
save
lives
and
stop
what's
coming
into
our
community.
As
you
can
see,
they
went
out
on
116
overdose.
Investigations
last
year
resulted
in
235,
felony,
arrests,
three
murder
cases,
and
actually
it's
more
than
that.
V
We've
had
some
recently
that
have
been
filed
and
these
take
a
while
to
come
to
fruition.
So
to
speak,
because
the
medical
examiner
has
to
rule
it
as
an
overdose,
and
it
can
take
six
to
eight
months
for
them
to
get
the
toxology
or
the
talk
screen
back
to
determine.
If
this
was
an
overdose
death,
death,
they've
seized,
54
pounds
of
Fentanyl
and
156
firearms,
and
so,
if
you
look
at
our
Narcan
deployments
and
how
they
continue
to
go
up,
all
of
our
officers
are
equipped
with
Narcan.
V
You
know
using
narcotics,
because
again
they
have
no
idea
when
this
is
going
to
be
in
their
in
their
drug
that
they're
taking
and
so
the
more
of
these
deployments.
We
can
do
the
more
lives
we
can
save
and
just
having
it
out
there
and
our
officers
respond
to
a
lot
of
these
overdose
calls
so
Administration.
V
This
is
the
area
that
it's
it's
most
of
our
leadership
areas
and
our
support
areas.
Things
such
as
data
services,
risk
management,
office
of
the
chief
office
of
Finance
planning
and
research,
Legal,
Services,
logistical
support,
building
management,
Fleet
Management
in
our
supply
room,
and
when
you
talk
about
executive
leadership
and
one
of
the
reasons
that
that
area
has
such
a
high
number
there,
the
over
22
million,
it
also
includes
RIT
chargeback
and
our
risk
management
charge
today,
we're
very
heavily
I.T,
dependent
and
Technology
dependent.
So
that's
a
large
part
of
that.
V
We
now
have
the
ability
for
residents
in
the
community
to
upload
video
evidence
from
their
cameras,
their
businesses
cell
phone
video
we've
we've
had
that
before,
where
they've
picked
up
a
crime
on
their
cell
phones,
they
can
now
upload
that
evidence
directly
into
our
axon
evidence.
It's
called
evidence.com
body
cameras.
All
of
our
officers
are
now
equipped
with
new
body
cameras
through
the
axon
program
and
all
of
our
vehicles
now
have
dash
cams
and
rear
seat
cameras
too.
All
of
our
Patrol
related
Vehicles,
so
that's
been
a
big
increase
in
in
our
technology.
V
We've
had
fewer
camera
malfunctions
because
of
that,
but
also
as
part
of
this
partnership
with
axon,
it's
allowed
us
to
have
the
flock
automated
license
plate
readers.
We
had
those
on
a
free
trial
from
March
of
22
to
March
of
23.
We
had
23
cameras
and
during
that
first
year
we
we
solve
crimes
related
to
89,
stolen
vehicles,
eight
homicides,
13,
other
violence,
felonies
to
include
aggravated
ADW,
kidnapping
and
robbery.
V
Also
too,
the
the
drones
we
are
being
we've
been
nationally
recognized
with
how
we've
deployed
our
drone
programs
because
of
our
Sops
and
making
sure
all
of
our
operators
are
following
SAA
FAA
guidelines
and
we're
also
following
our
certificate
of
authority
through
the
FAA
as
a
city
and
how
we
deploy
those,
and
so
we've.
We've
done
a
really
good
job
in
getting
those
out
there
and
deploying
them
legally
and
they've,
also
assisted
as
part
of
de-escalation
in
not
putting
our
officers
in
situations
that
they
don't
need
to
be
in.
V
V
It
will
be
manned
and
staffed
by
analysts,
civilian
crime,
analysts
and
they'll
be
the
ones
that
will
be
monitoring
and
working.
The
information
and
getting
that
out
to
our
officers
talking
about
Crime
Stoppers
through
our
office
of
media
relations
during
the
previous
year,
they
had
4
307
tips
that
led
to
256
arrests,
82
weapons
recovered
narcotics,
valued
at
almost
two
million
dollars
in
over
368
thousand
dollars
in
cash,
seized
our
accreditation
program.
We
continue
to
be
accredited.
V
We've
we've
used
an
organization
called
Kalia
in
the
past
and
it
required
some
full-time
Staffing
and
other
things
that
we
just
couldn't
provide
anymore
in
doing
that,
so
the
Oklahoma
law
enforcement
accreditation
program.
We
did
research
on
this.
It's
the
same
standards,
the
same
things
that
Kalia
looks
at,
but
it
also
one
of
the
things
that's
really
good.
For
us.
V
It
also
looks
at
are
state
laws,
cleat
cleat
requirements
for
our
officers
and
other
things
to
make
sure
that
not
only
does
our
accreditation
meet
national
standards,
but
it
meets
state
standards
as
well,
so
we're
in
the
process
of
going
through
that
and
switching
over
and
I
think
it'll
be
good
for
our
organization,
so
Public
Safety
support.
This
includes
again
a
lot
of
our
Support
Services
records,
Management
training,
inmate
processing,
permit
Services,
Court
enforcement,
Courthouse
security
and
transport
I
think
this
slide's
really
important.
V
When
you
talk
about
you
know
when
you
go
back
several
years
and
look
at
the
Vera
report
and
people
that
we
were
putting
in
jail
and
our
number
of
people
incarcerated
for
municipal
charges
continues
to
go
down,
that's
a
large
credit
to
judge
James
and
how
she
processes
them
out
on
their
own
recognizance
bonds.
But
we
don't
want
to
keep
anybody
in
jail
on
Municipal
charges
any
longer
than
we
have
to
and
it
it
continues
to
go
down
and
again,
almost
all
of
these
are
out
in
10
hours
or
less
in.
V
Recruiting
and
retention
big
thing
right
now
we
got
the
hiring
bonus
of
ten
thousand
and
the
salary
increase.
Recently,
our
starting
pay
is
now
among
the
highest
in
the
state.
It
did
significantly
significantly
when
these
changes
went
into
place.
We
saw
increases
in
our
applications.
For
example,
in
January
of
2022,
we
received
133
applicants
in
January
of
this
year.
We
received
292
and
we're
on
Pace
as
we
go
each
month
we
have
a
higher
amount
of
applications
than
we
did
this
time
last
year.
V
So
those
officers
are
now
reaching
retirement
and
we're
seeing
that
and
they're.
You
know
the
retirement
system
has
been
very
lucrative
in
the
last
few
years
because
of
the
stock
market
and
other
things.
So
these
are
folks
that
are
just
retiring,
their
normal
retirements.
We
currently
have
213
vacancies,
but
we
have
83
recruits
in
training,
so
we're
at
a
net
down
of
130.
Of
course
we
don't
count
those
recruits
until
they
get
out
on
the
streets,
but
but
we're
getting
there.
V
But
we
did
a
retention
survey
and
asked
that
question
and
the
responses
we
got
showed
that
225
were
planning
to
retire
in
the
next
five
years,
so
retirement
eligible
means
they're
at
20
years.
That
doesn't
mean
they'll
retire.
It's
not
really
financially
possible
for
you
to
retire
at
20
and
not
have
to
get
other
employment,
and
do
that
so
most
of
the
time
they
go
beyond
that.
So
if
those
225-
let's
say
that's
accurate
and
they
did
leave
that's
more
in
line
with
about
our
average
of
what
we
see.
V
Just
as
a
reminder
in
our
recent,
our
most
recent
Resident
survey,
91
percent
of
folks
that
had
had
interactions
with
an
Oklahoma
City
police
officer
reported
they
had
fair
treatment
and
a
satisfactory
response
time.
So,
even
with
all
the
things
that
we
deal
with
the
challenges
that
we
deal
with
as
an
organization,
the
public
still
supports
us.
We
wouldn't
be
here
if
they
didn't,
when
that's
that's,
what
makes
Oklahoma
City
what
it
is
and
I
wouldn't
be
police
chief
in
any
other
community
and
I
know.
V
G
Yes
and
I'll
appreciate
everyone's
patience,
because
I
I
have
a
little
bit
here.
Thanks
for
your
presentation,
chief
I
appreciate
that
I
think
I
need
help
from
Andrea
as
the
work
you're
doing
with
21cp
Chief
you
as
well
fop
and
Council
city
manager,
especially
I
I'm,
hearing
this
budget
presentation
and
while
I
strongly
applaud
the
21cp
work.
That's
coming
I
applaud
intricacies
at
which
you
all
are
addressing
your
budget.
G
I
think
it
needs
to
be
flipped
and
I
know
that
my
to
some
of
you
be
like
what
is
this
guy
talking
about,
but
this
is
where
I'm
going
to
need
some
patience
with
you
here
and
by
the
way
this
is
an
Open
Door
conversation
I
really
mean
I
I'm,
ready
whatever
we
need
to
do
to
walk
through,
where
our
disagreements
are
on
this.
It's
way
past
time,
it's
way
past
time.
G
G
I
may
not
be
law
enforcement,
but
this
has
been
my
absolute
passion
that
gets
me
out
of
bed
in
the
morning
I'm
going
to
send
all
of
you
who
I
just
named
a
Politico
article
that
came
out
fairly
recently,
it's
titled,
two
professors
found
what
creates
a
mass
shooter.
G
Will
politicians
us
up
here?
Pay
attention
and
my
thesis
for
law
enforcement
is
I
want
to
make
sure
you
all
go
home
safely
same
that
the
residents
do
I'm,
not
convinced
that
this
budget
is
going
to
to
really
get
at
the
root.
That's
going
to
ensure
that
that
happens,
I
think
you're
doing
fine,
but
I
think
there's
some
things
here.
G
Their
peer-reviewed
research
is
quote
a
failure
to
gain
a
more
meaningful
and
evidence-based
understanding
of
why
Mass
Shooters
do
what
they
do
seemed
a
lost
opportunity
for
us
to
stop
the
next
shooting
from
happening.
So
let
me
just
pause
here
when
I
heard
the
part
from
your
presentation,
Chief
or
you
described
the
really
good
laser
work
right,
the
training
I
think
that's
I'm,
glad
I
I
commend
you
all
and
I'm
glad
people
are
looking
at
us
for
it.
My
worry
about
it
and
as
I
keep
going
into
this
research
here
is
I.
G
Don't
want
us
to
have
to
be
in
that
position
that
is
at
the
symptom
and
I
want
to
get
to
the
root
causes.
To
prevent
those
those
mass
shootings
from
happening
and
the
mass
shooting
is
not
too
far
removed
in
my
mind,
from
a
Timothy
McVeigh
and
a
domestic
terrorist
attack,
I
think
they
are
two
peas
in
a
pod.
In
fact,
that's
what
the
research
tells
us.
So
let
me
tell
you
about
this.
G
Research
I
wish
David
Greenwell
was
still
here
because
he
loved
that
database
stuff,
but
I
suspect
his
successor
will
too
so
here's
what
they
did.
They
constructed
a
database
of
every
Mass
shooter
since
1966
who
shot
and
killed
four
or
more
people
in
a
public
place
and
every
shooting
incident
at
schools,
workplace
and
places
of
worship
since
1999..
G
Moreover,
they
detailed
life
Histories
on
180
shooters
speaking
with
their
spouses,
parents,
siblings,
childhood
friends,
work
colleagues
and
teachers
most
the
gunmen
don't
survive,
as
you
know,
but
five
of
them
did
talk
to
Peterson,
Peterson
and
densely
okay.
I
just
want
to
skip
a
little
bit
ahead
here
to
I
think
the
kind
of
main
stuff
I'm
worried
about,
and
it
will
be
old
hat
for
those
of
you,
who've
served
on
council
with
me
in
the
last
four
years.
Here's
what
Peterson
has
to
say
this
was
in
response
to
political
asking.
G
This
is
Peterson's
response.
There's
this
really
consistent
pathway,
Early
Childhood
trauma.
How
many
times
from
this
Council
have
I
said
that
how
many
times
have
I
cited
that
Oklahoma
is
number
one
in
childhood
adverse
experiences.
Some
of
you
might
be
tired
of
hearing
it.
Well,
I've
been
tired
of
studying
it,
but
it's
been
my
life's
work.
It's
why
I'm
here
on
this
horseshoe
is
I'm
here
to
interrupt
these
cycles
of
crime
and
I
need
Partnerships
to
do
it
and
I
think
21cps.
Getting
us
close,
but
I
think
there's
some
more
work
here.
G
So
here
we
go.
Early
childhood
trauma
seems
to
be
the
foundation
whether
it's
violent
in
the
home
sexual
assault,
parental
suicides,
extreme
bullying.
Then
you
see
the
build
toward
hopelessness,
despair,
isolation,
self-loathing,
oftentimes,
rejection
from
peers.
That
then
turns
into
a
really
identifiable
crisis
point
where
they're
acting
differently.
Sometimes
they
have
previous
suicide
attempts
and
what's
different
from
traditional
suicide,
is
that
the
self-hate
turns
against
a
group
think
Timothy
McVeigh.
G
They
start
asking
themselves
who's
at
fault
for
this,
is
it
a
racial
group
or
women
or
a
religious
group,
or
is
it
my
classmates
and
that
that
hate
they're
experiencing
turns
outward,
and
it's
also
a
quest
for
fame
and
notoriety?
Most
people
don't
understand
that
these
are
suicides
in
addition
to
homicides,
Mass
Shooters
designed
these
to
be
their
final
acts,
and
when
you
realize
this,
it
completely
flips
the
idea
that
someone
with
a
gun
on
the
scene
is
going
to
deter
this
act.
If
anything,
that's
an
incentive
for
these
individuals,
that's
their
whole
plan.
G
G
G
G
This
is
hard
for
people
to
relate
to,
because
these
individuals
have
done
horrific
monstrous
things,
but
just
three
days
earlier
that
school
shooter
was
somebody's
son,
grandson,
neighbor
colleague
or
classmate,
and
excuse
me
classmate,
and
we
have
to
recognize
them
as
the
troubled
human
being
earlier.
If
we
want
to
intervene
before
they
become
the
monster,
and
so
here
are
the
solutions,
and
this
is
where
I
need
the
help.
This
is
where
I
need
the
help.
G
G
So
what
are
the
solutions?
We
really
need
resources
at
institutions
like
schools.
We
need
to
build
teams
to
investigate,
as
you
actually
heard
Chief.
You
mentioned
right
where
you're
seeing
some
of
these
intervention
moments
happen
with
yes,
for
instance,
you're
heading
in
the
right
direction.
That's
why
I
applaud
you
I,
just
I
think
we
can
go
further.
We
need
to
build
teams
to
investigate
when
kids
are
in
crisis
and
then
link
those
kids
to
Mental
Health
Services.
G
The
problem
is
that
in
a
lot
of
places,
those
services
are
not
there,
there's
no
Community
Mental
Health
and
no
school-based
mental
health.
Schools
are
the
ideal
sitting
because
it
doesn't
require
a
parent
to
take
you
there.
A
lot
of
perpetrators
are
from
families
where
the
parents
are
not
particularly
proactive
about
Mental,
Health
appointments
and
in
conclusion,
then
their
research
says
that
in
an
Ideal
World
500
000
psychologists
would
be
employed
in
schools
around
the
country.
G
So
if
you
assumed
a
modest
salary
of
seventy
thousand
a
year,
that
amounts
to
35
billion
in
funding
that
really
only
the
federal
government
can
do
just
so
we're
very
clear
that
would
really
we
can't
run
a
debt
like
that
at
the
city
level.
We
know
that
right.
Our
whole
budget
is
not
even
two
billion
dollars,
so
I
understand
the
limitations.
I
hear
that,
but
my
challenge
back
and
you
all
can
tell
me
the
timeline
to
start
hearing
some
exploration
of
what
I
have
just
shared
with
you.
G
How
I
promise
you
not
a
lot
of
our
kids
and
their
families
know
about
these
incredible
services
that
are
already
available.
So
that's
one
organization
number
two:
what
about
Casa?
What
about
bringing
them
even
more
into
this
fold
in
terms
of
the
foster
kids,
who
are
going
to
be
disproportionately
at
risk
for
homelessness
as
those
Support
Services
Fall
Away
by
age,
18,
and
if
they
are
disproportionately
disconnected
from
Services,
they
are
more
likely
to
end
up
committing
these
violent
acts
and
putting
your
officers
at
risk.
G
Neighborhood,
Services
organization
and
their
resources.
I
just
went
to
a
meeting
last
week
or
event,
a
lunch,
Community,
Action,
Agency,
pivot,
positive,
tomorrow's
sisu.
These
fentanyl
numbers
that
you
all
are
seeing.
You
can
get
all
the
drugs
you
want
in
terms
of
getting
them.
Oh
we
got
them.
We
got
some
drugs.
We
we
were
able
to
get
this.
G
V
So,
just
a
couple
things
to
respond
when
you,
when
you
talked
about
the
amount
that's
spent
on
patrol
it's
it's
people,
that's
why
I
pulled
that
I
back
up
it's!
That
is
where
the
majority
of
our
staff
is
they're
assigned
to
patrol,
because
they're
responding
to
the
911
calls.
So
I
agree
with
everything
that
you're
saying.
There's
nothing.
I
disagree
with
I
think
where
the
the
fault
lies
is
when
you
look
at
the
slides
that
show
how
many
times
9-1-1
gets
gets
called.
That's
it.
V
We
Society
in
general,
has
tried
to
make
us
the
solution
for
all
the
problems
and
we're
not
that's
right.
So
that's
why
we
have
to
have
a
very
well
trained
response
to
an
active
shooter,
because
we
know
the
likelihood
of
it
happening
is
happening
all
over
the
country.
So
we
want
to
be
able.
We
don't
want
to
evolve
it
here,
so
we
have
to
be
prepared
for
that.
V
What
Oklahoma
City
has
really
become
successful
at
is
look
what
we've
done
with
homelessness.
Look
at
the
difference
in
the
response
and
what
we're
doing
now
as
compared
to
two
or
three
years
ago,
and
and
that
is
now
not
police-
are
not
the
primary
response
to
homelessness,
we're
the
criminal
response
when
something
happens
criminal
out
of
that,
but
we
have
other
avenues
now
and
the
city's
done
a
great
job
at
that.
Our
partnership
with
pivot
through
yes,
pivot
is
a
wonderful
organization.
V
That's
helping
youth
all
over
in
a
lot
of
the
areas
that
you're
talking
about
that,
because
we
know
the
police
department
can't
solve
those
problems,
but
we're
that's.
Our
goal
is
to
partner
with
those
that
can
I'm
drawing
a
blank
when
the
children
are
in
a
traumatic
deal
and
we
call
the
school
Handle
With
Care.
Thank
you.
Handle
With
Care
is
another
program
because
you
talk
about
trauma
and
how
and
you're
absolutely
right.
Aces
scores
are
a
very
high
predicted
of
future,
not
only
criminal
Behavior
but
violent
Behavior
domestic
violence.
V
All
of
those
things
that
go
along
with
it.
So
that's
what
we
try
to
do
is
we
have
to
stay
within
our
lane
of
what
the
police
department
can
do
and
that's
what,
when
it
does
get
to
a
point
where
a
drug
dealer
is
out
there
settling
selling
fentanyl,
that
is
killing
people.
We
got
to
stop
that
drug
dealer
because
we
got
to
stop
that
from
going
out
there
is
that
going
to
fix
the
fentanyl
problem?
No,
those
things
that
you
just
mentioned.
They
have
to
occur.
V
V
Everything
really
got
dumped
on
us
back
then
so
I
don't
disagree
with
anything
you're
saying
I
just
wanted
to
point
that
out
that
the
reason
Patrol
looks
like
it
does
is
because
that's
the
majority
we
have
to
have
our
people
there,
because
they're
responding
to
9-1-1
calls
and
that's
the
majority
of
what
you
see
in
that
budget
item.
What.
G
What
a
moment
you
heard
all
this
agreement,
I
just
want
to
make
sure
that's
clear
for
the
record.
What
I'm
asking
them
I
guess
from
the
city
manager,
is
an
assistant
city
manager
and
Andrea
I'd,
like
a
narrative
kind
of
cohered
for
us
right
in
terms
of
what
the
chief
is
talking
about,
so
that,
as
we
start
implementing
the
21cp
recommendations,
remember
one
of
the
major
ones
was
youth
services.
G
It
will
not,
but
the
more
we
do
that,
the
more
the
less
you
all
will
be
so
worried
about
having
to
fill
vacancies.
Because-
and
that
is
my
theory
of
the
case,
because
then
you
won't
need
as
many
to
do
that
sort
of
of
work.
That's
that's!
Where
I'm
going
right
now,
so
I'm
happy
to
sit
with
anybody
who
wants
to
talk
about
it.
O
You
all
right,
so
that's
all
the
presentations
that
we've
got
for
today
again
as
Chris
went
through
earlier,
we've
got
presentations
coming
on
the
2nd,
the
16th
and
the
30th.
Those
will
be
the
off
Council
weeks
and
then,
ultimately,
the
plan
is
to
have
the
adoption
on
June
the
6th
and
so
we'll
continue
our
work
and
again
answering
questions
along
the
way.
We
will
collect
that
information
from
residents
when
we
get
that
and
have
that
summarized
for
you
and
be
able
to
present
that
on
the
30th.
O
O
S
W
W
My
life
and
my
children's
lives
were
changed
by
the
loss
of
my
son.
Our
day
started
out
just
like
everyone
else's
school
work,
food,
family,
cooking
and
all
of
those
kind
of
things.
That
evening
we
sat
in
the
living
room.
We
talked
about
the
plans
that
we
have
for
Thanksgiving
what
we
were
going
to
do
with
our
family
and
things
of
that
nature.
W
That
evening
I
went
up.
I
went
to
give
my
grandbaby
a
bath
and
I
heard
a
thud
I
heard
a
loud
thud
and
I
have
a
two
I
had
a
two-story
house
at
the
time
and
my
daughter,
she's
17..
She
began
to
scream
a
scream
that
no
parent
would
ever
want
to
hear
and
I
ran
upstairs
and
I
know
it
for
a
fact.
I
probably
skipped
every
step
on
that
stair
to
get
upstairs
to
see
what
was
going
on
when
I
got
in
the
room.
W
You
know,
Ramon
I
know
for
a
fact
now
in
hindsight
22
when
I
look
back
at
the
events
of
that
night,
my
son
was
already
dead
that
then,
when
I
went
upstairs,
but
I
began
to
scream
his
name
out,
I
told
my
daughter
to
call
9-1-1
when
I
got
on
the
phone
with
9-1-1
I'm
military
I
have
a
background
in
Military
and
I
know
how
to
do
CPR,
but
that
night
I
couldn't
remember
so
I'm
asking
I'm
asking
the
9-1-1
operator
to
help
me
give
my
son
CPR
and
those
kind
of
things
I
beg
God.
W
To
give
me
the
breath
to
give
to
my
son
that
night,
because
I
didn't
want
him
to
leave
me
and
unfortunately
they
came
when
they
came.
They
worked
on
my
son
and
I
thanked
them
I.
Thank
you
all
for
listening,
I,
think
the
detectives
I
think
Sergeant
McCullough
I
thank
the
police
chief
for
giving
me
this
opportunity.
I
do
not
want
another
family
to
go
through
what
we
went
through
that
night.
Never
in
a
million
years,
we
always
think
when
we
have
our
children,
that
society
says
the
order
of
services
we
leave.
W
W
I
said
God
I
serve
you,
my
son,
served
you
why
my
son
I've
read
the
stories
of
other
families
dealing
with
fentanyl
I've,
seen
it
on
the
news:
I
even
shared
with
them
one
evening
about
how
it
was
being
sold
to
the
kids
in
the
form
of
candy
and
never
in
a
million
years
that
I
think
on
October
the
19th
that
fentanyl
was
gonna
knock
at
my
door.
I
say
to
you
all:
whatever
the
police
department
needs
to
get
these
drug
dealers
off
of
the
street.
Please
help
them
in
that.
My
son's
life
mattered.
W
Other
families
life
mattered.
This
should
not
be
something
that
we
have
to
deal
with
to
to
to
to
my
daughter.
This
is
her
senior
year.
She
was
robbed
of
joy
of
her
senior
year.
She's
depressed
I'm,
depressed,
but
I
have
to
push
through
because
I'm
the
mom-
and
you
know
we-
we
have
to
put
that
other
title
on
our
shoulder
to
be
strong,
but
I,
say
to
you
and
I
beg
whatever
they
need
to
give
it
to
them.
W
This
is
a
this
is
a
journey
and
when
you
I'm
I'm
a
Christian,
so
I
serve
the
Lord
and
I
always
say
God.
What
is
my
purpose?
I'm
48
years
old,
I
thought
I
knew
my
purpose.
My
purpose
now
is
to
help
other
families.
I
don't
want
another
family
to
have
to
endure
this
nightmare.
This
is
a
nightmare
when
I
say
a
nightmare
I.
Think
of
my
son
daily
and
then
there's
times
when
I
feel
like
I
lay
down
and
be
like.
W
Oh
I
didn't
think
of
my
fun
today,
so
I
look
at
his
pictures,
I'll,
listen
to
videos,
so
I
can
hear
his
voice.
Sometimes
when
I
go
on
face
Facebook.
My
breath
is
taken
away
because
his
friends
have
posted
how
much
they
miss
their
friend
the
day
of
my
son's
funeral
I,
don't
say
funeral
because
it
was
a
celebration
of
life.
Although
my
son
was
24
years
old,
he
did
exactly
what
God
wanted
him
to
do
in
the
amount
of
time
that
he
was
here
at
his
at
his
celebration
of
life.
W
Over
25
young
people
gave
their
life
to
Christ,
and
so
for
that
I
give
God
the
glory
in
that
my
son's
life
is
able
to
save
others
so
that
they
can
get
into
the
kingdom,
but
I'm
not
going
to
go
into
preaching
here
today,
but
I
just
want
you
guys
to
know
that
fentanyl
I'm
not
I'm,
not
literate
in
everything
in
fentanyl,
but
now
I'm
learning
I
have
to
learn,
because
this
wasn't
a
cancer.
This
wasn't
a
car
accident.
This
wasn't,
he
just
died
of
natural
causes.
W
It
was
a
nightmare
to
see
my
son
laying
on
that
floor.
It
was
a
nightmare
I
know
to
see
his
face
blue
and
his
eyes
barely
open
and
I'm
screaming
Ramon.
Please
don't
leave
me
that
I
don't
want
another
family.
Excuse
me:
I
do
not
want
another
family
to
endure
that
so
again,
I.
Thank
you
for
allowing
me
to
get
before
you
I.
W
Don't
know
if
you've
heard
any
of
these
other
stories,
but
my
matters
and
every
other
story
I
pray
that
we
can
nip
this
in
the
blood
or
try
to
get
as
much
help
out
here
as
we
can.
My
son
was
a
good
boy,
a
good
son.
He
worked.
He
was
in
college.
He
was
in
church
all
of
those
things
and
now
in
his
death,
I
have
to
deal
with
okay,
my
son,
somewhere
along
the
way
decided
to
make
this
decision.
W
You
know
to
get
to
go
and
get
these
pills,
although
I
know
for
a
fact,
he
wouldn't
have
been
like.
Oh
just
give
me
fentanyl,
you
know
what
I'm
saying
I
know
that
he
thought
he
was
getting
something
else.
Unfortunately,
this
is
our
story
right
now
and
so
again,
I.
Thank
you
guys
and
I
pray
that
for
the
rest
of
this
year,
that
God
will
keep
you
guys
and
cover
you.
S
X
Good
morning,
Mark
Nelson
with
the
fop
1624
South
Agnew
I,
want
to
take
an
opportunity
before
we
as
the
fop,
get
deep
into
our
contract
negotiation
season
with
the
city
and
some
things
that
we've
been
learning
trying
to
educate
ourselves
on
I'll
start
by
acknowledging
and
thanking
Council
for
the
steps
that
were
made
in
the
contract
last
year.
X
I
think,
hopefully,
they'll
have
long-term
positive
effects
for
the
recruiting
and
retention
crisis.
That's
what
I'll
call
it
I've
never
done
this
before
for
this
issue.
I
debated
doing
it,
but
we've
I
feel
like
we
and
I
have
learned
too
much
over
the
last
12
months
about
what
our
role
is
and
what
our
role
can
be
as
bargaining
agents
in
addressing
and
recruiting
and
retention
crisis.
X
That's
not
grandstanding.
It's
not
conjecture.
It's
honestly
an
Earnest
effort
just
to
let
you
know
that
or
I
shouldn't
say
that,
but
where
we're
at
on
our
side
of
the
table,
you'll
you'll
probably
see
proposals
from
us
this
year
that
will
address
this
they'll
focus
on
recruiting
and
retention
as
an
organization,
we've
invested
unprecedented
resources
and
again
educating
ourselves
as
to
what
we
can
do
what's
happening
in
other
major
cities.
What's
working?
X
What's
not
working,
we've
been
to
Philadelphia,
we've
been
to
Washington
DC,
we've
met
with
the
Department
of
Justice
other
various
groups
and
organizations
and
to
see
what
will
work
and
I
think
the
analogy
that
Mrs
simples
for
me
to
understand
I
think
his
home
is.
We
cannot
continue
to
pour
water
into
the
top
of
a
cup
while
that
same
cup
has
a
gaping
hole
in
the
bottom
and
hope
to
make
progress
and-
and
that's
what
we're
seeing
right
now,
it's
not
just
here,
it's
all
across
country.
X
So
it's
not
some
anomaly
that
we're
trying
to
address
or
take
advantage
of
I,
don't
think
the
specific
numbers
were
got
were
gotten
into
I
I,
don't
remember,
but
we're
anywhere
from
125
to
150
short
staffing
from
what
were
approved
and
anywhere
from
175
to
200,
depending
on
how
you
look
at
it
of
officers
on
the
streets
as
we
call
them
or
police
officers
who
are
doing
the
work
right
now,
not
ones
who
are
in
the
academy.
X
And
that's
it's
it's
a
crisis,
it's
devastating
as
it
relates
to
our
ability
to
do
the
work
and
the
men
and
women
that
I
represent,
who
go
out
there
every
day
and
do
this
so
so
I'm,
not
blaming
anybody.
There's
multiple
things
that
we
can
look
at
to
hopefully
resolve
this,
but
we
still
have
to
address
it.
I
believe
a
reduction
down
to
almost
60
percent
of
party,
one
calls
answered
in
nine
minutes
and
30
seconds
compared
to
the
the
goal
of
80..
X
We've
got
some
work
to
do.
We've
had
multiple
conversations,
I
have
with
the
Department
I
have
no
doubt.
We've
worked
with
them.
We've
signed
mousse
to
help
move
resources
where
they
can
be
used
best
and
where
we
can
utilize
citizens
30
seconds.
Please
thank
you
and
we
don't
need
to
look
any
further
than
last
Thursday
morning.
I
won't
disrespect
the
violent
assault
that
happened
by
using
it
right
here
today,
but
I
will
also
respect
and
mention.
X
We
don't
have
to
look
any
further
than
what
happened
last
Thursday
morning
as
to
what
our
officers
sacrifice
every
single
day
and
every
single
night
when
they
go
out
and
go
to
work.
So
I'm
asking
you
to
work
with
us
diligently
as
we
strive
to
negotiate
a
contract
that,
as
a
result,
keeps
officers
here.
While
we
wait
to
see
what
will
work
in
the
recruiting
Arena
the
fiscal
impact
attached
to
some
of
our
proposals,
it
may
be
a
bit
Stark
I
promise
you
nothing
is
going
to
be
permanent.
X
It
would
be
a
temporary
solution
to
a
problem
until
we
together
can
fix
the
issue.
We've
discussed
ideas
that
broadly
vary,
as
we
see
how
we
can
be
a
partner
in
the
recruiting,
Arena
and
collectively
I
would
offer.
We
can't
afford
to
get
it
wrong
and
we
cannot
let
this
damn
break.
I'm
begging
you
literally
to
work
with
us
this
year
to
try
to
find
some
solutions
to
that
and
I
appreciate
your
your
efforts,
your
time
and,
of
course,
always
and
available
for
questions
or
any
conversation
that
is
necessary.
Thank
you.
Mr
Mayor.
Y
When
I
got
here
this
morning,
well,
it
was
this
morning
good
afternoon.
Everyone
I
just
wanted
to
comment.
First
off
welcome,
councilman
Hinkle,
we're
glad
to
have
you
representing
Ward
five
councilman
Cooper
councilman
Hammond
councilman
Stone
Cipher.
Welcome
back.
Congratulations
just
wanted
to
comment.
James
mentioned
it
during
the
public
transportation
portion
of
the
meeting.
Y
You
know
we
need
to
be
transfer
focused
and
to
go
with
that
sidewalks,
and
this
actually
happens
to
be
relevant
for
me
recently
there
was
a
utilities
project,
South,
100th
and
or
South
107th
and
Western.
They
were
working
on
some
pipes,
I
I,
don't
know
if
it
was
water
gas.
What,
but
they
had
to
take
account,
take
out
a
portion
of
the
sidewalk
well
when
they
did
that.
Y
Y
Y
This
is
dangerous
to
the
pedestrians
people
like
myself
with
wheelchairs.
This
is
dangerous
to
the
traveling
public.
What
are
we
doing?
Why
are
we
not
addressing
this
as
quickly
as
we
can
so,
please?
You
know-
and
this
is
this-
is
a
problem
all
over
the
city.
It's
not
just
Ward
five,
it's
all
over
the
place.
Y
G
Thank
you
me
I'm
on
that
note.
Counselor
Hammond
and
I
asked
a
couple
years
ago
and
I
appreciate
what
you
brought
up,
but
we
asked
Public
Works
and
the
assistant
City
manager's
office,
that
not
on
like
utilities,
but
when
it's
a
development
right
and
they're
having
to
close
the
sidewalk
temporarily
and
we
were
told
well,
you
don't
have
to
pass
an
ordinance
to
make
the
developer
do
it.
We
can
do
this.
G
While
the
developer
does
their
work
and
I'd
like
some
follow-up
on
that
please,
and
why
that's
not
happening,
and
then
I'd
like
to
better
understand
someone
report
back
to
this
Council.
What
is
our
timeline
when
something
like
a
utilities
repair
which
I
totally
understand
needs
to
happen,
of
course?
But
what
kind
of
timeline?
And
what
are
we
doing
to
communicate?
G
Two?
The
people
using
that
sidewalk
when
we
put
up
the
cones
and
we
put
up
the
stuff?
Is
there
any
sort
of
communication
on
there?
That
says
like
give
us
48
hours
and
we'll
have
you
back
to
where
you
need
to
go
like
I
know,
this
sort
of
stuff
sounds
maybe
insignificant
to
those
of
us
who
are
walking
or
drive
everywhere,
but
this
is
I
mean.
What
are
we
talking
about
y'all,
like
I,
just
think
this
is
this
is
what
this
is.
Y
T
T
T
T
You
have
to
bring
up
some
noise
to
talk
about
and
get
things
you
know
get
them
started
back
up.
He
said
if
you
don't
make
no
noise,
you
look
around
and
the
bill
is
passed
so
I'm
down
here
to
do
it
to
make
some
noise
to
get
these
Senators.
Who
trying
to
put
these
small
business
30
seconds
out
of
business.
T
G
One
more
thing
you
knew
it
was
coming,
though
I
needed
to
say
a
very
important.
Thank
you
to
the
person
Aaron
Wilder,
who
couldn't
be
here
today
and
that's
why
I
missed
him
he's
not
feeling
well,
but
he's
the
guy
who
helped
me
get
out
there
and
talk
to
voters
and
I'm
guessing
he's
not
feeling
well
because
he's
kind
of
been
overworking
himself
at
CSU,
Youth
Services,
which
I
invite
every
single
one
of
you
to
come
tour
with
me
and
see
some
of
the
work
they're
doing
to
address
homelessness.