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A
B
B
And
this
is
russell
hey,
I'm
trying
to
log
on
and
when
I
open,
my
prime
gov
take
some
goodness,
but
I
can't
seem
to
go
past
the
agenda.
What's
the
next
step,
please.
B
C
A
A
G
I
went
to
prime
gov
this
morning
and
clicked
and
and
it
came
up,
live
meeting
or
whatever
the
other
one
was,
and
I
thought
oh,
no,
I
don't
think
that's
right
had
to
go
back
to
the
instructions
to
look.
I
had
this
panic
like.
Oh
I'm
gonna
be
late
for
the
meeting,
but
everything's
okay.
D
Well,
so
it's
telling
me
to
to
resend
my
email
confirmation,
it's
acting
like
it
doesn't
like
me
anymore,.
C
H
H
D
Right
so
mark
do
we
want
to
go
ahead
and
let
me
run
the
meeting
and
let
me
get
signed
into
prime
gov.
I
hate
to
hold
everybody
up
because
I
know
we
have
a
full
agenda
today.
A
Yes,
we
can
do
roll
calls
and
for
votes
that
you
are
not
signed
in
at.
D
Right,
if
you
could
do
that
and
then
I
can
read
our
statement
and
we'll
get
our
meeting
moving
along.
D
D
So
francie,
if
you'll
roll
call,
please.
D
Yes,
okay,
I
apologize
okay,
so
thank
you
for
joining
us
today
for
the
maps
for
citizens
advisory
board
meeting
video
conference.
D
We
have
a
few
announcements
to
make
so
bear
with
me
if
the
video
conference
is
disconnected
at
any
time
during
the
meeting,
the
meeting
shall
be
stopped
and
reconvened
once
the
audio
video
connection
is
restored.
If
communications
are
unable
to
be
restored
within
15
minutes,
items
remaining
for
consideration
will
be
continued
at
11
30
a.m.
D
Later
the
today
september
3rd,
the
agenda
and
documents
are
located
on
okc.gov
to
speak
on
any
agenda
item.
Please
call
in
advance
or
call
right
now.
D
405.205.4195,
please
include
your
name,
the
agenda
item
that
you
want
to
speak
on
and
then
we'll
get
back
to
you.
Please
submit
your
request
prior
to
the
beginning
of
the
meeting,
so
right
now
to
avoid
receiving
your
request.
After
your
item
has
been
considered,
city
staff
will
attempt
to
submit
requests
received
during
the
meeting
to
process
them
to
me
for
your
time
to
speak
on
the
item,
please
speak
or
to
speak
under
comments
by
board
staff
and
citizens.
D
D
Okay,
great,
so
our
first
item
is
to
approve
minutes
of
our
august
sixth
board
meeting.
Do
we
hear
a
motion
so
moved.
C
D
D
Ms
rose
crook,
how
do
you
vote
affirmative.
J
Thank
you,
ms
chen.
Are
you
in
yet.
D
I
D
In
a
second
all,
those
in
favor,
please
vote.
D
The
next
item
on
our
agenda,
as
we
started
with
our
last
meeting
of
asking
former
mayors
and
leaders
of
maps
program
to
kind
of
give
us
a
little
bit
of
the
history
of
maps
from
their
perspective,
we've
asked,
or
I've
asked
mayor
kerr
humphreys
to
join
us
this
morning
and
share
with
us
kind
of
his
perspective
and
comments
about
the
history
of
maps
and
the
the
the
maps
four
program
kirk.
Thank
you.
B
E
E
That's
certainly
true
of
oklahoma
city
we've
always
been
a
city
with
a
lot
of
vision
for
most
of
our
history.
We
really
had
the
vision
and
no
way
to
realistically
deliver
on
that
vision,
but
ron
norrick
brought
together.
I
guess
27
years
ago
now
he
brought
together
the
need
and
the
vision
and
a
structure
of
integrity.
Now
I
don't
want
to
imply
that
previous
leaders
didn't
have
integrity,
that's
not
the
point,
no
one,
no
one
put
it
all
together,
quite
like
ron
did
in
1993,
and
our
city
was
desperate
at
the
time.
E
We
we
tried
to
buy
our
way
to
success
and
finally
ron
said:
why
don't
we
invest
in
ourselves
and
and
so
he
coupled
the
massive
needs
with
transformational
investments
and
he
put
into
place
something
that
I
don't
think
we'd
ever
had
before
in
our
city
is
citizen
oversight
of
that
process
and
that's
where
you
come
in
with
maps
and
and
I
believe
that
that's
really
a
structure
of
integrity
with
maps.
E
I,
the
thing
I
worry
about
with
maps
is
that
if
we
ever
fail
to
deliver
what
we
promise
we'll
lose
the
voter
trust
and
you're
the
guardians
of
that
you're,
the
ones
who
are
going
to
work
with
the
elected
officials
and
say
no.
We
can't
do
that
and
we
must
deliver
what
we
promised
when
the
voters,
so
it's
bringing
together,
need
and
vision
and
a
structure
of
integrity,
and
it
has
served
our
our
city
very
well
for
almost
three
decades
now,
and
I
just
encourage
you
to
be
good
watchdogs
of
that
process.
D
And
thank
you
so
much
mayor
dear
friend,
appreciate
all
the
the
roles
and
the
investment
of
your
time
and
effort
into
our
community
and
and
thank
you
for
helping
put
some
context
and
remind
us
of
what
what,
at
the
end
of
the
day.
Our
big
goal
is
so
you're,
valued
and
appreciated.
Very.
D
Thank
you
fantastic.
So
again,
kirk
you're
welcome
to
stay
we'd.
Love
to
you
know
if
you're
interested
in
hearing
about
these
projects
and
we've
got
some
interesting
ones
on
our
agenda
for
today,.
E
D
Great
so
so
appreciate
those
that
have
gone
before
us
and
kind
of
laid
the
groundwork
again.
So
moving
on
to
item
five
continuing
with
our
series
of
presentations
on
the
projects
that
are
included
in
maps
four
today
we
have
with
us
tim
o'toole
and
I'll.
Let
him
kind
of
introduce
himself
with
the
oklahoma
state
fairgrounds
and
he
is
going
to
present
the
information
regarding
the
coliseum,
which
is
included
in
as
a
maps
4
project.
So
tim
are
you
with
us
there.
I
see
you
you're.
D
L
No,
it's
it's
my
pleasure
and
I'd
like
to
echo
what
kirk
humphrey
said.
That's
I've
been
fortunate
enough
to
be
involved
in
the
maps
process
since
december
of
1997,
I
actually
was
engaged
with
the
completion
and
the
subsequent
opening
and
operation
of
the
bricktown
ballpark
for
six
and
a
half
years,
and
then,
of
course,
here
at
the
fairgrounds
and
the
citizens
oversight
and
and
how
how
that
works
has
been
one
of
the
keys
to
the
success.
L
So
you
all
are
to
be
congratulated
for
the
time
you're
choosing
to
dedicate
to
our
city.
L
It's
very
very
admirable
for
all
of
us
we're
going
to
talk
about
the
new
coliseum
here
at
the
at
the
fairgrounds
I'll,
we'll
we'll
just
go
through
this
presentation
and
then
obviously
I'll
be
happy
to
answer
any
questions
that
anyone
might
have
or
if
you
want
to
stop
me
at
any
one
point,
I'm
I'm
fine
to
do
that
too.
L
So,
are
we
ready
to
go
theresa?
Okay?
Here
we
go
this.
Is
it
maps
four?
It's
a
coliseum
proposal.
We
consider
it
an
investment
for
all
kerry
lisa.
Thank
you.
The
big
house,
many
people,
call
it
the
big
house,
it's
where
lifelong
memories
are
made,
particularly
in
high
school,
athletics
and
youth,
expo
events
that
have
taken
place
throughout
the
years.
L
The
fairgrounds
operation,
the
435
acres,
is
owned
by
the
city
of
oklahoma
city.
The
company
I
work
for
and
and
actually
kirk
is
a
is
a
member
of
our
board
of
directors.
Is
oklahoma,
state,
fair
inc
or
a
501
c
3
corporation,
probably
the
oldest
501
c
3
corporation
in
the
state
of
oklahoma,
because
there's
only
two
things
we
do,
we
operate
and
own
the
oklahoma
state
fair
in
the
fall.
L
We
also
then
operate
the
fairgrounds
on
behalf
of
the
city
of
oklahoma
city,
under
a
management
contract,
so
the
first
state
fair,
was
actually
in
1906
a
year
before
we
had
an
actual
state
so
that
that's
how
long
the
oklahoma
state
fair
inc
has
been
in
existence,
so
we're
governed
by
a
40-member
board
of
directors.
We
have
a
full-time
staff
that
we
office
here
at
the
fairgrounds
and
it's
our
job
to
manage
the
property
24
7..
We
pay
all
the
operating
costs
at
the
fairgrounds,
with
the
exception
of
the
water
and
waste
water
services.
L
L
The
gymnoric
arena
is
is
a
classic
building
that
has
done
well
for
the
city
of
oklahoma
city
has
served
its
purpose
as
well.
The
unfortunate
part
of
it
is
the
average
life
cycle
of
a
public
sport
event.
Arena
is
30
to
40
years.
L
This
arena
is
now
55
years
old
and
is
nearing
the
end
of
its
useful
life.
Alisa
is
showing
you
with
her
arrow
there.
If
you
see
the
concave
structure
there,
those
are
cement
walls
that
are
supported
by
those
lateral
wires.
It
was
a
very
unique,
efficient
form
of
ins
construction
at
the
time
it
was
built
55
years
ago.
L
A
L
L
As
I
mentioned,
our
role
is
economic
development.
Through
tourism,
you
can
see
there's
over
two
and
a
half.
2.1
million
visitors
come
through
the
fairgrounds
every
year.
53
of
those
people
are
our
neighbors
they're
from
central
oklahoma.
47
percent
of
of
the
people
that
come
through
the
fairgrounds
are
out
of
town
guests.
The
fairgrounds
accounts
for
over
170
000
annual
hotel
room
nights
each
year
into
the
oklahoma
city
economy.
L
Our
total
we
host
over
2000
event
days
an
event
day
is
when
when
one
building
is
occupied
for
one
day,
so
if
you
take
all
the
buildings
and
the
amount
of
days
that
they're
occupied
we
host
over
2
000
event
days
per
year,
the
direct
tax
revenue-
that's
estimated
off
of
the
fairgrounds-
is
in
excess
of
13
million
dollars
a
year.
That's
sales
tax
revenue
that
goes
direct
into
the
economy.
L
L
L
The
new
coliseum
is
estimated
to
be
approximately
about
4
000,
fixed
seats,
2
600,
retractable
seats
somewhere
between
7
300
and
7
500
total
seats,
depending
upon
the
configuration
of
the
events
that
are
going
on
at
that
time.
We'll
have
updated
first
class
patron
amenities
concessions,
restrooms,
we'll
have
a
modern,
wide
concourse
that
you
can
see
all
the
activity
going
on
in
on
the
floor
at
any
one
time.
L
L
Complete
revisions
to
original
plans
will
be
need
to
be
made
based
on
the
final
maps
for
funding
allocation,
which
we've
already
started
that
process
in
working
with
the
architect
consultants,
the
consultant
fees
to
date
have
been
paid
out
of
the
hotel
tax
bond
funds
city
of
oklahoma
city
money,
so
the
city
has
already
invested
in
their
plans
of
this
new
coliseum.
Knowing
that
it's
a
it's
a
long
drawn
out
process,
the
remainder
of
the
consultant
fees
will
be
paid
out
of
the
maps.
Three
excess
funds
which
have
already
been
offered
approved
by
the
city
council.
L
The
proposed
site
is
adjacent
to
the
existing
noreek
arena.
This
was
critical
in
our
studies
on
feasibility
and
where
to
locate
a
new
facility
and
that
where
we
will
be
able
to
build
the
new
coliseum
while
not
disrupting
our
existing
business
and
that
that's
very
critical,
it's
estimated
that,
during
construction
alone,
the
pro
the
construction
process
will
generate
around
230
million
dollars
in
direct
spending
into
the
oklahoma
city
economy.
L
This
is
an
outline
of
where
the
new
coliseum
will
go
and
if
you
see
the
red,
hopefully
you
can
see
the
red
outline
there
around
the
connector,
that
is
the
existing
norik
arena
site,
and
so
the
new
coliseum
will
be
built
just
to
what
I
call
the
south
and
the
east
of
the
existing
arena.
While
we're
using
the
old
nordic
arena-
okay,
next
lisa,
this
is
the
current
funding
of
where
we
are.
The
maps
for
allocation
was
63
million
dollars.
L
The
minimum
that
will
be
available
from
a
future
issuance
of
hotel
tax
bonds
will
be
25
million
dollars.
There
are
other
sources
of
funds
naming
rights
sponsorships
some
of
the
maps.
Three
excess
funds
that's
already
been
allocated
may
be
available.
We
estimate
that
all
those
sources
will
will
reach
7
million.
L
Our
competitors,
the
tourism
business,
the
particularly
the
horse,
show
business
that
we're
in
it's
a
competitive
business
fort
worth
just
opened
a
new
540
million
dollar
18
000
seat
arena
right
next
to
its
horse.
Show
operations
in
fort
worth
dallas
is
doing
a
master
plan
study
for
the
potential
of
150
to
200
million
dollar
renovation
of
their
state
for
dallas
tulsa
has
completed
a
90
million
fairgrounds
improvements
project
over
the
last
several
years.
In
addition
to
albuquerque,
denver
and
louisville
are
our
major
competitive
cities
that
we
particularly
compete
for
the
equine
business.
L
What
will
happen
without
a
new
coliseum
it?
It's
always
our
goal
to
have
long-term
contracts,
state,
fair
inc,
that's
one
of
the
things
we're
able
to
go
out
and
do
that
the
city
and
others
can't
do.
Is
we
make
long-term
contracts
and
guarantee
the
rates
for
events
to
come
to
oklahoma
city?
We
have
a
multitude
of
those
contracts.
Most
of
them
are
three
to
five.
Some
of
them.
Seven
years
out
with
our
major
horse
show
customers
that
guarantee
the
occupancy
of
our
hotel
room
nights.
L
Now
during
the
pandemic,
but
obviously
if
the
arena
were
to
close
under
its
terms
and
not
our
terms,
it
would
not
be
good
for
our
local
business
and
our
sales
tax
revenue
in
oklahoma
city.
D
Thank
you
so
much
tim,
so
I
would
open
it
up
to
any
member
who
has
a
question
of
tim,
tim.
B
K
K
L
L
The
nordic
arena
will
be
imploded.
That
site
will
then
be
removed.
We
will
have
created
a
temporary
connector
to
show
the
to
deal
with
traffic
out
of
the
barns
into
the
new
arena
and
that
site
will
become
a
connector
with
a
trade
show
exhibit
area
if
lisa.
If
you
wanted
to
go
back
to
the
to
that
one
slide
that
has
the
arena
on
there.
L
Yes
right
there,
you
can
see
that
area
that
says
connector
and
actually
that
tan
area,
just
above
that
is
actually
now
under
the
new
plan.
Once
the
maps
funding
was
allocated,
that
will
be
an
exhibit
area
there.
This
capacity
of
of
the
existing
nordic
arena
today
is
right
at
about
9
000.,
depending
upon
the
event.
L
It's
it's.
You
know
ada
and
a
lot
of
different
configurations
that
we've
had
to
make
through
the
years.
This
arena
will
be
a
little
bit
smaller
in
capacity,
but
it
handles
the
the
customer
that
we
service
here.
This
is
this
is
not
meant
to
be
a
coliseum
that
competes
with
the
chesapeake
arena,
that
this
is
a
a
building
that
is
built
for
the
type
of
events
that
the
fairgrounds
host.
D
Thank
you,
tim
bob
did
I
think
that
did.
Did
I
hear
you,
you
need
you
have
a
question
as
well.
J
Yeah
hi
tim,
I
was
just
wondering
I
know
the
proposal
said
it
was.
This
project
would
be
supported
by
25
million
in
hotel
taxes,
and
I
just
wondered
if
kovid
has
had
an
on
those
estimations.
L
It
has
had
an
impact
on
the
collections,
just
like
it
has
on
the
sales
tax
collections.
It
hasn't
changed
the
estimations
one
of
the
things
that
none
of
us
know
and
I've
we've
been
working
with
the
city.
Finance
people
is
how
soon
things
will
recover
and
when
that
will
be
available,
and
that
that's
a
question
that
we'll
all
have
to
deal
with
as
we
go
forward,
but
the
the
estimate
is,
is
there
the
capacity
will
be
there
when
it.
When
is
it?
There
will
be
determined
by
how
our
economy
grows.
M
Mark
actually
asked
my
exact
question,
so
no
I'm
good!
Thank
you.
N
Okay,
anyone
else
question.
Yes,
I
know
that
historically,
we
have
called
the
current
building
that
we
have
the
big
house,
but
have
we
considered
changing
that
or
getting
rid
of
that
name
because
of
the
historic
connotations
that
it
has.
L
As
the
answer
is
no
that
that's
really
a
name
that
we've
picked
up
based
on
the
users
have
are
actually
the
ones
who
coined
that
phrase.
The
oklahoma
secondary
schools,
activity
association
and
the
various
high
schools
that
that
participate
in
the
building.
O
C
D
P
Yes,
yes,
okay,
so
I
think
with
that
name,
it
was
kind
of
connected
to
the
older
building
and
as
we
move
forward
to
creating
a
new
building,
I
think
that
there
is
room
to
create
a
new
nickname
and
so
then,
like
the
culture,
there
will
decide
what
that
nickname
will
be.
I
don't
think
we're
necessarily
stuck
to
the
to
the
big
house.
I
think
that
there's
a
lot
of
right
now
there's
a
chance
to
move
forward
and
possibly
you
know,
curate
a
new
name
for
this
new
building.
P
So
I
don't
think,
there's
necessarily
like
a
need
to
stick
to
that.
I
think
it
will
happen
organically
and
then
we
should
trust
the
process,
because
I
mean
you
know
a
lot
of
different
citizens
or
residents
are
part
of
this
area
and
I
think
it'll
happen
organically.
Maybe
just
not
force
it
to
the
old
one
because,
as
you
know,
we're
getting
rid
of
that
building
for
this
new
one
and
change
is
coming
and
it
will
happen
organically.
N
Okay-
I
I
guess
I
just
want
to
make
note
that
I
don't
know
that
it
would
happen
organically
here
in
oklahoma,
so
that
would
be
something
that
I
would
want
to
definitely
see
taken
away
from
this
particular
project.
P
D
Yeah,
I
think
it's
one
of
those
things
that,
with
maybe
some
subtle,
messaging
and
kind
of
starting
to
refer
to
the
the
structure
with
a
different
title
that
yeah,
I
think
I
I
hear
what
you're
saying
monique
and
I'm
making
a
note
that
that's
something
that
we
want
to
try
to
influence.
G
Yeah,
I
was
surprised
when
I
saw
that
in
the
presentation
not
being
an
oklahoma
native,
I
mean
I
understand
it
culturally.
Having
that,
I
think
a
simple
solution
is
to
just
remove
that
from
the
slide
presentation,
any
any
public
things
that
that
we
do
from
this
point
forward,
it
that
doesn't
hurt
anything.
I
understand
the
connection
that
using
that
phrase
makes
with
many
people
in
the
oklahoma
area,
but
with
a
lot
of
people
moving
in
from
outside.
I
don't
know
who's
going
to
see
this
presentation.
G
I
just
suggest
dropping
that
that
phrase
from
that
slide
and
and
future
presentations-
and
I
don't,
I
think,
that'll-
be
a
good
step
to
removing
that
from
the
culture
of
the
coliseum.
Okay,.
F
Hey
theresa,
may
I
come
out.
I
share
daisy's
thoughts
about
that.
I
think
something
will
develop
just
like
with
the
the
chesapeake
arena.
We
refer
to
it
as
the
peak
it
adopts
its
own
nickname
for
the
building,
and
I
think
if
and
when
this
new
coliseum
is
given
a
formal
name
that
may
have
something
to
do
with
how
it's
referred.
I
don't
know
who
might
whose
name
might
be
used
if,
if
any
for
a
while,
but
that
will
have
some
influence,
certainly
on
how
it's
known,
colloquia
colloquially.
D
Hey
tim,
thank
you
so
much
for
your
time.
We
appreciate
you
making
this
presentation
and
look
forward
to
continue
working
with
you
as
we
move
forward
on
this
project.
D
F
D
So
our
next
presentation
is
carrie
bloomers,
commissioner
bloomer
on
the
mental
health
project,
which
includes
the
crisis
centers,
the
restoration
center
and
mental
health
housing.
Commissioner
bloomer
welcome
we're
so
glad
that
you
joined
us
today.
Thank.
Q
You
for
having
me,
can
everyone
hear
me?
Okay,
yes,
okay,
so
the
presentation
is
being
pulled
up
and
similar
to
mr
o'toole.
This
is
the
presentation
that
we
gave
about
a
year
ago
to
city
council,
and
I
am
really
glad
to
get
to
give
this
presentation
to
you
all
today
and
give
some
background
on
how
we
got
to
these
particular
projects.
So
you
can
go
ahead
and
go
to
the
next
slide.
Q
So
our
big
vision
for
any
funding
included
in
a
maps
4
related
to
mental
health
and
related
to
addiction
treatment,
is
a
community-based
behavioral
health
treatment
system
that
is
responsive
to
all
individuals
with
mental
health
and
substance
abuse
disorders,
especially
skilled
and
so
being
serving.
Those
who've
been
involved
with
our
justice
system
and
when
we
say
community
based
that
just
means
we
want
to
treat
people
and
get
them
help
before
they
need
to
actually
go
into
some
type
of
longer-term
care
facility.
Q
In
the
in
the
80s
and
90s,
there
was
a
big
movement
away
from
putting
people
in
longer
term
care
and
putting
them
back
at
home
and
providing
them
treatment
in
their
own
community.
And
we
want
to
keep
moving
in
that
direction
and
keep
providing
treatment
to
people
and
and
help
them
live
as
normal
of
a
life
as
possible
in
their
own
community.
Q
So
we
know
that
mental
health
is
it's
part
of
everyone's
health.
Both
mental
illness
and
addiction
are
real
medical
conditions,
just
like
diabetes,
cancer,
heart
disease.
They
are
diseases
of
our
brain
that
can
be
appropriately
diagnosed
and
treated,
and
every
single
year,
researchers
and
physicians
are
learning
more
and
more
about
how
to
appropriately
treat
mental
illness
and
how
to
appropriately
treat
addiction.
Q
Q
Q
So
nearly
one
out
of
every
five
resident
in
oklahoma
county
is
actually
in
need
of
some
type
of
mental
health
treatment
and
then
on
the
next
slide
of
those
people
who
need
mental
health
treatment.
We
estimate
that
four
out
of
five
are
receiving
the
treatment
that
they
need
and
there's
all
different
reasons
for
that
it
might
be
not
having
insurance.
It
might
be
stigma,
there's
a
lot
of
reasons
why
people
aren't
seeking
the
care
that
they
need.
Q
And
then,
when
we
think
about
our
detention
center
or
commonly
referred
to
as
our
county
jail,
we
estimate
that
25
to
40
percent
of
people
inside
our
jail
need
some
type
of
mental
health
treatment
or
addiction
treatment,
and
I
actually
25
to
40
percent
is
a
pretty
conservative
estimate.
I
would
actually
think
it's
a
little
bit
higher
than
that.
Based
on
the
public
defenders,
I
speak
with,
and
the
staff
inside
the
jail
so
so
25
to
40
is
a
pretty
conservative
estimate,
so
oklahoma
ranks
40th
in
adult
mental
illness
and
substance
abuse.
Q
Obviously
we
don't
want
to
rank
near
the
bottom.
We
want
to
rank
near
the
top
in
in
how
we
are
treating
people
and
the
care
we're
getting
to
them.
So
we
have.
We
have
a
ways
to
go,
and
then
oklahoma
also
ranks
42nd
in
access
to
mental
health
care,
and
we
know
that
back
in
june,
oklahomans
approved
medicaid
expansion,
and
so
that
will
start
to
change
how
many
people
can
access
mental
health
care.
So
that's
a
really
really
good
thing.
Q
So
this
information
came
from
the
department
of
mental
health
and
substance
abuse
services
on
the
far
right.
You
can
see
the
highest
column,
that
is,
the
average
amount
that
it
costs
per
year
to
incarcerate
someone
with
severe
mental
illness.
So
this
would
be
someone
who
is
in
our
department
of
corrections
who
is
in
a
state
prison
who
might
have
schizophrenia
or
schizoaffective
disorder,
it's
very
expensive
to
appropriately
treat
someone
in
in
one
of
our
prisons.
Q
Q
They
are
relatively
inexpensive.
When
you
look
at
the
cost
of
sending
someone
to
prison,
we
know
that
mental
health,
court
and
drug
court
are
not
for
everyone,
but
for
the
people
who
can
work
that
program
and
stay
in
it,
they
are
typically
very
successful
and
then
on
the
far
left.
Two
thousand
dollars
is
the
average
cost
of
providing
community-based
treatment
to
someone
with
mental
illness.
That
is
a
round
number
of
someone
who
might
get
care
at
north
care
or
redrock
or
hope
one
of
our
community
mental
health
center.
Q
So
the
way
we
currently
are
paying
for
our
justice
system
and
our
mental
health
treatment.
We
are
we're
wasting
a
lot
of
taxpayer
dollars
because
we're
not
investing
up
front
in
people's
treatment.
So,
right
now,
individuals
with
untreated
mental
illness
are
being
incarcerated
at
alarming
rates.
This
not
only
strains
our
public
resources
for
our
law
enforcement
and
for
our
detention
center,
but
it
makes
recovery
a
lot
harder
for
the
individual.
Q
Once
you
spend
time
in
that
jail
or
you
spend
time
in
a
prison
it
that
can
be
a
traumatic
experience
and
it
it
hurts
your
ability
to
to
recover
faster
and
to
get
on
the
right
track
so,
rather
than
institutionalizing
those
with
mental
illness,
we
should
treat
their
disease
so
that
they
can
become
productive
citizens.
Q
So
samsa
is
the
federal
department
of
mental
health,
the
substance
abuse
and
mental
health
services
administration,
and
they
have
identified
three
spots
in
the
three
locations
in
the
justice
system,
where
you
can
intervene
on
behalf
of
someone's
mental
health
so
at
the
and
and
there's
even
I'm,
leaving
out
even
a
before
part
of
this
presentation,
where
you're
providing
mental
health
support
and
resiliency
support
to
young
children.
Q
So
I
I
haven't
included
that
in
this
slide,
but
the
the
first
box
is
pre-booking
gel
diversion
and
it's
to
keep
individuals
with
mental
illness
and
co-occurring
disorders,
which
co-occurring
just
means
you've
been
diagnosed
with
a
mental
illness
and
possibly
an
addiction
or
multiple
mental
illnesses.
Q
Q
And
then,
of
course,
we
have
re-entry
transition
and
that
is
to
link
people
with
treatment
when
they
go
back
into
the
community,
and
I
saw
miss
arnall
is
is
on
this.
Q
So,
just
some
advantages
of
community
treatment
that
I
talked
about
earlier.
It
helps
people
maintain
relationships
with
their
family
and
friends,
which
is
oftentimes
their
support
system
care
providers
out
in
the
community
are
more
likely
to
be
individual.
Q
I'm
sorry
care
providers
are
more
likely
to
be
familiar
with
that
individual's
personal
history
with
their
illness,
personal
history
and
their
community
discharge
planning,
whether
you're
coming
out
of
a
jail
or
you're
coming
out
of
a
treatment
center
is
done
by
a
person
that
is
familiar
in
their
community
and
knows
what
resources
are
available
around
that
individual.
Q
It
also
has
shown
less
time
in
protective
custody,
it's
less
trauma
to
the
consumer
or
the
patient,
and
it's
fewer
resources
used
by
our
law
enforcement.
So
these
are
just
some
advantages
to
providing
treatment
in
the
community
and
then
I'll
get
into
in
a
minute
I'll
get
into
how.
How
are
we
using
our
maps
facilities
to
provide
community-based
treatment,
so
this
map
there's
a
lot
going
on
on
this
map,
but
the
most
important
thing
in
the
center
of
the
map
are
two
green
plus
signs.
Q
So
if
someone
is
experiencing
a
mental
health
crisis
and
they
are
a
danger
to
themself-
or
they
are
a
danger
to
others-
or
they
are
in
some
type
of
psychosis,
they
really
have
no
understanding
of
current
reality
and
they
need
to
get
into
immediate
treatment
and
immediate
help.
Oftentimes
9-1-1
is
called,
and
officers
will
take
that
person
to
a
crisis
center
and
a
crisis
center
is
not
meant
to
be
long-term
care.
Q
It's
meant
to
get
that
person
stabilized,
get
them
in
front
of
a
doctor
or
psychiatrist
and
possibly
get
them
on
medication
and
and
help
them
stabilize.
So
we
only
have
two
crisis
centers
in
our
whole
county
and
because
of
federal
laws.
Those
crisis
centers
only
have
16
beds,
so
they
are
very
limited
in
how
many
people
they
can
serve.
Each
black
dot
on
the
map
represents
a
transport
by
law
enforcement
to
one
of
those
facilities,
so
it's
from
all
over
the
city
and
all
over
the
county.
Q
Q
And
there
are
two
crisis
centers
like
I
said
that
can
only
serve
16
people
at
a
time
and
oftentimes.
Those
beds
are
full,
actually
they're,
almost
always
full.
So
our
law
enforcement
is
having
to
drive
people
all
across
the
state
and
do
transports
that
are
three
to
four
hours.
One
way
three
to
four
hours
back
and
it
is
draining
resources
on
our
law
enforcement,
and
it
really
would
be
a
much
better
use
of
our
money
and
our
law
enforcement's
time
to
have
more
resources
in
oklahoma
city
and
in
our
community.
Q
So
this
this
is
a
year.
These
stats
are
a
year
old.
This
is
the
because,
because
I
gave
this
presentation
a
year
ago,
but
these
are
pretty
average
numbers
for
a
typical
month
in
oklahoma
city,
so
oklahoma
city
has
a
program
called
cit
crisis
intervention
trained
officers,
and
that
is
a
program
that
is
used
pretty
widely
throughout
the
united
states.
Almost
every
major
law
enforcement
agency
in
oklahoma
has
cit
officers
and
they
track
in
oklahoma
city.
Q
Our
cit
officers
track
how
many
residents
are
making
calls
related
to
mental
health
where
those
people
are
being
taken
and
what
is
the
result
of
that
call?
So,
in
june,
of
2019,
over
1600
calls
were
received
by
oklahoma
city
police
department
that
were
related
to
mental
health.
Some
type
of
mental
health
crisis
of
those
1600
calls
over
800
people
in
crisis
were
transported
somewhere
by
a
law
enforcement
officer.
They
might
have
been
taken
to
an
emergency
room.
They
might
have
been
taken
to
a
crisis
center
there.
Q
Q
They
have
a
restoration
center
and
we
actually
took
a
group
of
about
15
people
back
in
february
down
to
their
restoration
center
and
got
to
see
it
and
got
to
meet
their
staff
and
ask
lots
of
questions.
So
a
restoration
center
is
essentially
a
crisis
center
plus
detox,
a
focus
on
addiction
treatment.
So
a
restriction
center
is
a
blend
of
mental
health
treatment
and
addiction
treatment.
Q
We
hope
that
our
restoration
center
will
have
16
beds.
Detox
from
there
are
as
addiction
treatment
providers.
There
are
certain
rules
around
detox
for
methamphetamines
and
then
detox
for
other
types
of
substances.
Q
I
also
forgot
to
mention
that
in
oklahoma
county
we
actually
only
have
one
detox
site.
It
is
the
trc
the
recovery
center.
It's
at
25th
in
classen.
It
is
the
only
low-cost
detox
site
in
oklahoma
county
if
you
have
access
to
good
insurance.
If
you
have
the
funds
available,
you
can
go
through
detox
at
a
private
facility,
but
trc
is
currently
our
only
public
detox
facility
and
they
always
have
a
wait
list.
Q
So
the
restoration
center
will
hopefully
have
16
crisis
beds,
detox
medication,
assisted
treatment
for
opioid
addiction,
a
medical
clinic,
so
just
a
regular
medical
clinic.
Hopefully
we
we're
not
sure
if,
if
this
will
how
this
will
fit
in
yet,
but
we
would
love
to
have
a
mobile
crisis
outreach
team-
and
we
don't
know
if
this
is
going
to
be
law
enforcement
paired
with
a
social
worker
law
enforcement
paired
with
a
mental
health
provider.
We're
not
sure
yet
depends
on.
Q
If
we
can
find
the
funds
for
it,
it
will
hopefully
have
a
pharmacy
temporary,
supportive
housing,
and
I
will
go
into
that
in
detail
in
a
little
a
little
bit.
Q
A
public
inebriate
alternative,
which
we
already
have
one
here
in
oklahoma
city,
run
by
the
okc
metro
alliance,
and
that
is
just
a
safe
place
to
take
people
who
are
publicly
inebriated
and
it's
really
not
best
for
them
to
go
to
jail,
but
they
do
need
to
be
taken
off
the
street
and
then
wrap
around
services
in
case
management
and
a
lot
of
these
services
are
are
provided
at
places
like
north
care,
redrock,
the
wraparound
services
and
case
management
are
provided
at
red,
rock
and
north
carolin
hope,
and
but
red
redrock
and
and
north
care.
Q
Q
So
we
added
this
slide
in
during
our
presentation
for
city
council
on
because
there
were
some
questions
about
what
is
the
difference
between
the
restoration
center
and
palomar
and
the
diversion
hub
so
you'll
get.
I
think,
you'll
get
to
hear
in
a
little
bit
more
about
the
diversion
hub
and-
and
I
I
don't
want
to
speak
incorrectly,
but
the
diversion
hub
is
meant
to
serve
people
who
are
coming
out
of
our
jail
to
get
them
connected
to
resources.
Q
Palomar
is
to
serve
people
who
are
victims
of
violence.
Sexual
violence,
intimate
partner
violence
really
connecting
them
with
the
right
resources
and
keeping
those
clients
safe.
The
restoration
center
is
meant
to
be
immediate
mental
health
and
addiction
treatment.
Getting
people
stabilized
who
would
otherwise
might
be
taken
to
jail
or
to
an
emergency
room,
so
the
restoration
center
will
mostly
be
staffed
with
nurses,
doctors
licensed
alcohol
and
drug
counselors
more
more
on
the
clinical
side
of
things.
Q
And
then
also
included
in
our
maps
proposal
is
two
standalone
crisis
centers.
So
we
have
the
restoration
center,
which
includes
crisis
beds,
but
there
was
there
is
such
a
need
for
these
crisis
centers
that
we
felt
it
was
appropriate
to
include
two
standalone
crisis.
Centers
and
crisis
centers
provide
assessment,
detox,
de-escalation,
oftentimes
people
who
are
in
crisis
and
who
are
interacting
with
law
enforcement,
and
the
situation
can
escalate
pretty
quickly
counseling
medications
and
adequate
sleep
so
that
people
can
like.
Q
I
said
it's
that
immediate
stabilization
to
get
someone
kind
of
back
to
a
normal
level
and
then
our
third
big
piece
of
our
proposal
was
single
site,
supportive
housing
and
what
we
heard
repeatedly
from
the
jail
and
from
the
crisis
centers
was
that
when
people
are
discharged
and
if
they
have
nowhere,
they
have
no
home
to
go
to
when
they're
discharged.
Q
It
is
very
hard
for
that
person
to
stay
on
their
medication
to
stay
on
any
type
of
treatment
plan.
It's
very
hard.
Tulsa
does
a
really
good
job
at
this.
The
mental
health
association
in
tulsa
already
has
a
site
like
this,
where
they
serve
people
who
are
transitioning
out
of
jail
out
of
a
crisis
center
out
of
a
hospital
who
have
some
type
of
mental
illness.
Q
So
our
plan
is
to
have
30
units
of
transitional
housing
for
homeless,
individ
individuals
who
are
being
discharged
from
crisis
centers.
This
site
would
include
24,
wraparound,
24-hour
wrap-around
services
to
help
individuals
who
do
have
severe
mental
illness,
hopefully
transition
to
permanent
housing.
So
this
will
not
be
a
permanent
housing
site.
It
will
be
more
transitional,
so
our
hope
is
to
save
taxpayer
dollars
with
all
of
these
projects.
Each
of
these
proposed
facilities
will
save
residents
tax
dollars,
crisis
centers,
prevent
individuals
from
being
incarcerated.
Q
Those
long-term
wrap-around
services
will
prevent
them
from
ending
up
in
emergency
rooms,
and
supportive
housing
will
help
them
keep
them
from
experiencing
homelessness.
So
this
was
the
funding
package
that
got
included
in
maps.
It's
going
to
cost
approximately
11
million
dollars
for
those
two
crisis
centers-
and
this
is
all
of
these
numbers.
We
worked
in
consultation
with
department
of
mental
health,
mental
health
association
law
enforcement
and,
I
think,
there's
a
side
in
a
minute
that
talks
about
all
the
partners
we
worked
with.
Q
We
estimate
that
the
restoration
center
will
cost
22
million
to
build,
and
then
the
mental
health
housing
will
cost
around
7
million
to
build.
So
our
total
funding
was
40
million
dollars
for
mental
health,
and
then
these
are
projected
annual
operating
expenses
again.
This
was
we
came
up
with
these
numbers
in
consultation
with
a
lot
of
different
groups.
These
are
all
estimates,
but
based
on
the
current
crisis
centers
and
their
annual
costs,
we
estimate
that
two
new
crisis,
centers
will
be
about
five
million
dollars
to
operate.
Q
Million
housing
is
a
little
under
1
million
a
year
to
operate.
So
the
big
question
with
this
proposal
is:
where
is
this
money
going
to
come
from,
and
I
have
started
having
conversations
with
private
donors
and
private
foundations.
I
don't
feel
comfortable
sharing
any
of
their
names
yet
because
we're
so
very
early
on
in
the
process.
Q
This
pie
chart
is
based
on
bear
county
based
on
their
restoration
center
61
of
funding
for
their
center
comes
from
state
dollars.
13
is
local
funding.
10
percent
is
private
billing
to
private
insurance
that
patients
may
have,
and
then
only
16
of
their
center
comes
from
federal
dollars.
Texas,
the
way,
texas
funds,
a
lot
of
their
health
centers
is
a
little
bit
different
than
oklahoma.
So
that's
why
they
have
such
a
big
portion
funded
by
the
state.
Q
So
these
are
all
the
partners
that
we
were
able
to
work
with
when
we
put
together
this
presentation
and
put
together
this
proposal-
and
it
was
really
cool
to
get
to
hear
everyone's
input,
because
almost
almost
everyone
had
the
same
kind
of
ideas
and
and
no
one
had
really
talked
to
each
other
yet
about
it.
So
we
this
this
proposal
really
came
from
all
of
these
partners.
Q
R
This
is
laura
mcdevitt
in
the
city
attorney's
office,
and
this
is
a
little
bit
awkward.
But
if
we
wouldn't
mind
doing
a
quick
roll
call,
I
just
want
to
make
sure
that
we
still
have
which
board
members
are
in
the
meeting,
and
I
think
some
might
have
their
their
cameras
off
and
just
so,
we
have
a
maintain
a
quorum.
P
J
B
F
D
F
I
I
did,
commissioner,
this
spot
neon.
Traditionally
maps
has
been
more
brick
and
mortar
and
we've
partnered
with
various
operating
partners
to
handle
the
projects
we've
done.
Maps
for
may
be
a
little
bit
different.
I
think
there
may
be
funds
for
ongoing
operating
expenses,
but,
as
these
centers
are
constructed,
who
will
actually
be
the
operator
responsible
for
the
day-to-day
operation
and
oversight
of
the
facility.
Q
That's
a
really
good
question.
A
lot
of
the
partners
listed
on
that
second
to
last
slide
are
very
interested
in
being
the
operating
partners.
Q
I
I
believe
this
would
be
up
to
you
all
as
a
citizen
board,
to
decide
if,
if
you
do
an
rfp
process
and
accept
bids,
but
several
of
redrock
north
care,
mental
health
association
hope
a
lot
of
these
agencies
that
are
already
in
the
mental
health
treatment
space
are
really
interested
in
in
being
the
operating
partners.
Q
D
This
is
one
of
the
projects
and
I'm
lumping
it
all
together,
but
this
is
one
of
the
projects
that
when
city
council
approved
it,
it
included
a
requirement
that
operating
agreement
in
place
prior
to
december
30th
2026.
I
believe,
before
the
project
moves
forward.
So
there's
there's
a
few
of
these
projects
that
we
have,
but,
as
commissioner
bloomer
describes,
that's
something
that
that
will
be
part
of
our
process
and
part
of
our
decision-making
moving
forward.
J
Jay,
actually
I
I
don't
have
a
question,
but
I
wanted
to
thank
carrie
for
expanding
a
little
bit
on
how
this
project
compares
to
the
diversion
hub
and
and
palomar.
I
have
been
I've
been
here
three
years,
and
so
this
is
all
kind
of
new
to
me,
and
I've
been
trying
to
figure
out
how
some
of
these
projects
might
work
together
or
overlap,
or
whether
there
are
any
opportunities
for
collaboration
and-
and
so
I
found
that
very
helpful.
Thank
you.
B
J
Might
have
to
depend
on
my
fellow
board
members
to
tell
me
a
little
bit
more
in
general
about
whether
or
not
these
projects
overlap
like
the
homelessness
one.
All
of
these
issues
can
be
so
intertwined,
and
so
I'm
trying
to
understand
them
so
to
make
a
long
story
short.
Thank
you
so
much
for
giving
me
more
information.
F
Just
to
echo
what
shea
said
so
many
of
the
projects
on
the
social
side
are
interconnected
and
I
think
that's
going
to
be
one
of
the
challenges
we
have
like
in
maps.
Three
most
of
the
projects
were
pretty
much
stand
alone
and
each
subcommittee
that
was
charged
with
that
project
was
able
to
deal
with
it
not
entirely
in
isolation.
Obviously,
things
came
back
to
the
advisory
board,
but
those
subcommittees
work
pretty
independently
with
the
respective
projects
they
have.
F
I
think
it's
going
to
be
a
real
challenge
for
us
to
make
sure
that,
as
these
various
subcommittees
deal
with
these
projects,
that
we
communicate
with
one
another
and
do
so
at
the
subcommittee
level,
rather
than
coming
back
to
the
advisory
board
and
are
having
to
look
at
and
say,
wait
a
minute.
That's
inconsistent
with
what
this
other
subcommittee
is
doing.
That
needs
to
be
done
at
the
very
ground
level
before
it
gets
to
the
advisory
board
level.
D
Absolutely-
and
I
think
that
that
is
part
of
and
I'll
give
I'll
give
a
little
shout
out
to
councilman
stonecipher
and
his
city
council
peers,
along
with
the
mayor
of
in
this
pro
in
maps
for
clustering,
those
projects
that
stand
next
to
each
other,
but
require
a
different
kind
of
expertise
within
the
same
subcommittee.
D
So
shea,
I
think
you're
exactly
right
and
to
bob's
point
having
those
having
the
subcommittee
be
able
to
get
in
a
little
more
granularly
and
and
understand
as
we're
moving
forward
with
the
unique
projects
how
they
interact
and
will
lean
in
on
each
other.
I
think,
is
critical
to
fulfilling
our
problems
to
the
public,
but
also
being
efficient
with
their
dollars
and
and
also
one
oh,
go
ahead
shay
yeah
all
right
shea.
D
I
would
also
encourage
you
and
carrie
if
you
would
please
if
we
don't
already
have
the
video
of
the
san
antonio
center.
I
think
that
so
I
from
my
previous
role
was
able
to
visit
the
san
antonio
center
about
10
years
ago.
D
It
is
really
remarkable
and
so
short
of
us
jumping
on
a
bus
together
and
going
down
there,
which
I'm
you
know
not
saying
we
won't
get
to
do
it
sometime
in
the
future,
but
I
think
taking
a
look
at
that
video
will
help
help
you
put
the
concept
together
of
what
the
restoration
piece
looks
like,
and
you
know,
because
san
antonio
really
has
done
a
phenomenal
job
of
putting
putting
these
pieces
together.
So
if
you
wouldn't
mind
sharing
that
video,
I
would
ask
to
send
it
out
to
everyone.
Q
And
their
their
center
in
bexar
county
was
a
building
previously
used
for
something
else,
and
they
had
to
retrofit
the
building
for
their
needs.
So
it's,
I
think
the
nice
thing
about
oklahoma
city
is
that
we
will
get
to
design
the
restoration
center
based
on
what
we've
learned
from
bear
county
and
what
we
need
in
oklahoma
city.
D
P
Commissioner,
you
say
that
there's
a
law
that
only
permits
16
beds
can
you
elaborate.
Q
Yes,
it's
a
it's
a
federal
law
that-
and
I
haven't
spoken
to
this
in
a
couple
months,
so
I
hope
I
can
remember
all
of
this.
It's
a
federal
law
that
has
many
members
of
congress
have
proposed
bills
to
change
it
that
if
you
are
billing,
medicaid
medicare
for
mental
health
treatment,
you
cannot
have
more
than
16
beds
and
I
think
the
the
thought
process
behind
that
bill
was
to
move
away
from
large-scale
institutions
where
you
are
housing.
So
many
people
in
the
80s
we
closed
nationally.
Q
We
closed
a
lot
of
those
facilities
because
it
just
they
weren't
being
run
very
humanely
and
so
from
a
federal
standpoint.
They
wanted
to
make
facilities
small
to
encourage
communities
to
treat
people
in
their
community
rather
than
put
them
in
a
facility.
So
that's
where
I
think
that
came
from,
but
it
really
from
a
crisis
standpoint.
It
really
limits
how
many
people
you
can
get
help
to
immediately.
C
D
D
Okay,
so
moving
on
to
item
seven
on
our
agenda
is
the
presentation
of
the
housing
for
homeless
project
and
I
believe
we
have
ian
colgan
and
you're
going
to
be
our
primary
presenters.
I
understand,
but
always
have
don
dan
strawn
good
friend.
That's
here
at
dan.
Are
you
presenting
as
well
or
is
ian
taking
the
lead.
T
I
think
I'm
to
start
and
ends
to
bring
it
home.
D
I
T
Okay,
perfect,
I
assume
everyone
can
see
the
map's
homelessness.
Great.
Thank
you
so
much
for
having
us
here
today.
T
It's
been
a
pleasure
listening
to
the
other
presentations
and
I'm
I'm
gonna
kind
of
run
through
the
community
need
for
maps
for
homelessness
and
workforce
housing
and
then,
in
with
the
oklahoma
city
housing
authority,
we'll
talk
really
more
in
detail
about
the
project
itself,
so
in
terms
of
need
for
housing
in
oklahoma
city.
T
Some
of
you
may
know
that
the
homeless
lines
in
the
city
of
oklahoma
city
conduct
a
point
in
time
count
a
one-night
census
of
all
the
homeless
in
the
city
every
january,
so
the
2020
census
was
january
23rd.
On
that
day,
we
counted
1
573
men,
women
and
children
that
were
literally
homeless
in
oklahoma
city.
T
So
those
are
people
that
are
in
homeless,
shelters
or
in
places
not
meant
for
human
habitation
under
a
bridge
in
a
tent
on
a
park
bench
that
was
an
increase
from
the
previous
year
and
we
also
most
of
the
increase,
was
a
result
of
an
increase
in
the
number
of
unsheltered
homeless.
So
you
can
see
that
went
up
almost
250
from
307
to
557
over
the
past
five
years,
so
we've
really
had
kind
of
an
explosion
on
sheltered
homeless.
And
it's
it's
a
it's
it's
it's.
O
T
Presentation
just
a
few
minutes
ago,
25
self-report,
severe
mental
illness
and
six
percent
were
unaccompanied
minors.
We
go
to
the
next
slide.
Please
thank
you
of
the
adults
that
we
interviewed
for
the
point
in
time.
Count
two
thirds
two
out
of
every
three
say
trauma
contributed
to
their
homelessness,
41
report
being
attacked
or
being
beaten
up
since
they
became
homeless.
T
Seventeen
percent
almost
one
in
five
report,
that
a
learning
disability
contributed
to
their
homelessness
and
44.
Nearly
half
have
a
chronic
health
issue
and
obviously
I
don't
need
to
to.
E
V
T
So
what's
working
in
oklahoma
city
and
it's
interesting
that
miss
morris
and
mr
neil
brought
this
up
this
issue
of
collaboration,
there's
really
a
strong
collaborative
network
in
terms
of
care
for
people
experiencing
homelessness
in
our
community
and
and
it
kind
of
extends
beyond
so
here
at
the
west
town
resource
center.
You
know
we
have
professional
staff
from
25
different
government,
faith-based
and
non-profit
agencies
all
co-located
on
on
our
campus
and
then
and
then
now
we're
getting
into
almost
a
meta
collaboration.
T
So
palomar
is
a
multi-agency
resource
center,
like
west
town
is,
but
it's
it's
particularly
for
folks
who
are
survivors
of
domestic
violence
issues
and
the
homeless
alliance
and
other
homeless
providers
have
outplaced
staff
at
palomar
the
diversion
home
some
of
the
clients
that
the
diversion
hub
serves
the
justice
involved.
Clients
have
issues
with
housing,
and
so
the
homeless
alliance
and
other
agencies,
city
care
and
others
have
outplaced
their
staff
at
the
diversion
hub.
So
that
level
of
almost
meta
collaboration
between.
B
B
T
And
as
these
things
like,
the
mental
health
hub
come
along
and
carry
a
commissioner
bloomer
mentioned
that
north
carolina,
hope
and
redrock
would
all
be
potential
operators
of
that
mental
health
hub
no
north
caro,
hope
and
red
rock
have
staff
here
at
west
town
and
they
had
staff
at
palomar.
So
so
there
really
is
man.
If
oklahoma
city
does
anything
well,
we
do
collaboration.
Well,
and
it's
you
know
it's
the
one
bright,
it's
the
one
silver
lining
to
be
a
community,
that's
kind
of
a
little
bit
prone
to
disasters
between
bombings
and
tornadoes.
T
At
it,
what
else
is
working
in
oklahoma
city?
We
have
a
shared
I.t
infrastructure
information
technology
infrastructure
that
allows
agencies
serving
the
homeless
to
share
data
on
shared
clients.
So
we
know
what
each
other
is
doing
to
help
a
client
who
has
multiple
barriers
and
is
working,
maybe
with
multiple
agencies
we
settled
several
years
ago
on
a
single
intake
and
assessment
tool-
that's
used
by
most
of
the
providers
in
the
community.
So
if,
if
you.
V
T
Into
to
west
town
or
go
to
north
care
or
city
care
or
city
rescue
mission
or
jesus
house
or
grace,
you
get
the
same
assessment
and
that's
put
into
the
information
technology
infrastructure
so
that
we
can
ensure
that
people
experiencing
homelessness
get
to
the
agencies
that
can
are
most
likely
to
be
able
to
help
them.
It
also
enables
us,
as
a
community,
to
prioritize
people
for
services.
T
Our
assessment
tool
provides
us
with
a
numeric
score
that
determines
folks
acuity
and
you
think
of
acuity.
It's
just.
How
likely
are
you
to
die
on
the
streets
if
we
don't
get
you
into
housing?
T
And
then
so
we
prioritize
those
folks
to
move
first
into
housing
and
having
that
close
collaboration
enables
these
teams
of
non-profit,
faith-based
and
government
agencies
to
pool
our
resources
to
address
clients
with
multiple
barriers.
We.
T
This
picture
of
tabitha
and
her
child,
partly
because
we
know
that
everybody
has
a
a
stereotype
of
who
the
homeless
are
in
our
community
and
it's
it's
not
what
you
think:
it's
not
that
50
year
old
old
testament
prophet
looking
guy
who's
standing
on
a
street
corner,
muttering
to
himself.
It
is
people
like
tabitha
it.
It
is
our
neighbors,
our
friends,
our
sons
and
daughters.
T
N
T
Your
chance
of
success
is
vanishingly
small.
On
the
other
hand,
if
you
can
go
to
that
guy
and
say
I
can
get
you
into
housing
and
provide
you,
the
supportive
services
you
need
to
address
your
mental
illness
chances
are
success
are
exponentially
greater.
So
that's
what
housing
first
is.
We
don't
require
sobriety
to
get
into
housing.
We
don't
require
stable
mental
health
to
get
into
housing.
You
don't
require
a
job
to
get
into
housing.
We
get
you
into
housing,
and
then
we
work
together
on
all
those
things.
T
T
So.
We've
done
a
study
of
the
cost
of
homelessness,
with
particular
emphasis
on
the
use
of
emergency
services.
So
during
a
six-month
window
we
looked
at
912
adults
experiencing
homelessness
and
found
that
they
averaged
nearly
ten
thousand
dollars
in
emergency
services.
Utilization.
That's
police,
fire,
emsa,
emergency
department
and
crisis
centers,
and
it
doesn't
count
any
of
the
costs
incurred
for
just
just
regular
shelter
services,
but.
H
O
H
T
Eight
and
a
half
million
of
just
those
912
adults,
we
looked
at
a
similar
cohort,
but
people
housed
for
the
same
period
and
saw
a
total
cost
total
cost,
including.
T
Services
of
5
500.,
so
it
it
costs
the
community
about
half
to
keep
someone
in
housing
than
it
does
to
leave
them
homeless.
I
don't
know
that.
It's
always
it's
all
that
common
to
for
the
smart
way
to
do
the
right.
U
T
I
T
T
T
We
have
one
of
the
most
affordable
housing
markets
in
the
country
here
in
oklahoma
city
and
it's
it's
the
definition
of
affordable
where
we
get
crossed
up.
So
when
hud
talks
about
affordable
housing,
they're
talking
about
housing
that
is
affordable
to
people
that
are
making
80
to
120
of
ami
ami
in
oklahoma
city
is
a
little
over
50
000.
T
E
U
K
T
V
T
T
So
in
with
the
oklahoma
city,
housing
authority,
it's
going
to
take
it
from
here
I'll
stay
for
questions
when
he
gets
done.
S
The
first
area
is
a
major
expansion
in
the
supply
of
permanent
supportive
housing.
Supportive
housing
is
an
intervention
that
combines
affordable
housing
assistance
with
voluntary
support
services
to
address
the
needs
of
chronically
homeless
people.
These
services
are
designed
to
build
independent
living
and
tenancy
skills
and
connect
people
with
community-based
health
care
treatment
and
employment
services.
S
The
second
area
is
public
housing
preservation.
The
city's
stock
of
3
000
public
housing
units
plays
a
crucial
role
in
addressing
homelessness.
Hundreds
of
people
formerly
experiencing
homelessness,
already
live
in
public
housing
and
provides
a
crucial
safety
net
that
prevents
extremely
low
income
households
from
falling
further
into
poverty
and
homelessness.
S
Unfortunately,
federal
funding
to
operate
and
maintain
public
housing
has
dropped
sharply
over
the
past
decade
and
there
even
have
been
proposals
to
cancel
it
all
together
without
substantial
renovation
or
replacement.
Those
housing
units
may
start
to
become
uninhabitable
within
a
decade
once
lost.
It
is
virtually
impossible
to
replace
this
housing.
S
Addition,
in
addition
to
these
two
categories,
given
the
amount
of
land
already
owned
by
the
housing
authority,
we
believe
there's
an
opportunity
to
create
at
least
500
more
affordable
housing
units
within
this
program,
so
for
a
total
of
approximately
4
000
renovated
or
new
housing
units
serving
extremely
low
or
very
low
income.
Households
next
slide.
S
S
S
However,
there
are
numerous
resources
already
in
existence
to
build
affordable
housing,
including
the
low
income
housing
tax
credit,
which
has
been,
which
has
been
used
to
build
the
majority
of
affordable
units
across
the
country.
Since
its
inception
in
1986.,
the
difficulty
in
creating
housing
to
serve
people
experiencing
homelessness
and
extremely
low
income
is
that
these
existing
resources
don't
extend
far
enough
creating
a
gap
in
funding
that
is
difficult
to
fill
with
maps
funds.
However,
this
gap
will
be
removed
and
will,
with
a
proposed
allocation
of
50
million
dollars.
S
S
Like
others
that
have
done
their
research
and
advantage
to
this
program
is
that
we
will
not
be
trotting
new
ground.
This
program
is
designed
around
results
that
we
know
are
achievable
because
there
are
many
previous
examples
right
here
in
the
community.
The
first
example
is
the
altamonte,
which
is
in
tulsa.
This
is
a
former
former
hotel.
S
The
building
was
converted
to
permanent
supportive
housing
in
2019
for
a
cost
of
2.7
million,
a
combination
of
city
and
state
funds,
and
now
serves
39,
formerly
chronically
homeless,
individuals
with
disabilities
next
slide
for
public
housing.
The
renovation
of
soonerhaven
apartments
on
the
northeast
side
is
currently
underway
and
represents
the
first
comprehensive
construction
or
renovation
of
public
housing
in
the
city.
S
Since
1979.,
the
housing
authority
invested
two
million
dollars
to
leverage
another
25
million
dollars
in
outside
sources,
so
that
could
substantially
renovate
the
property's
150
units,
giving
it
another
30
to
40
years
about
operational
life
span
next
slide
pivot.
A
turning
point
for
youth
is
currently
building
a
tiny
home
community
for
teens
who
are
homeless,
as
well
as
those
youths
aging
at
foster
care.
These
are,
these
shows
the
first
three
homes
that
were
built
and
are
being
occupied.
I
believe
now
and
they're
being
expanded
upon
with
various
sources
right
now.
Next
slide.
S
Another
example
is
in
2018
the
community
enhancement
corporation,
which
is
an
instrumentality
of
the
housing
authority,
purchased
mount
vernon
apartments
with
the
intent
of
renovating
and
stabilizing
the
apartment
community
for
workforce
housing,
but
also
to
include
rental
assistance
for
low-income
families.
S
This
is
an
apartment
building
that
otherwise
would
have
been
sold
to
a
market
rate
investor
and
rents
increased
by
as
much
as
two
to
three
hundred
dollars
a
month,
but
we
acquired
it,
renovated
it
and
and
kept
the
rents
at
a
an
affordable
rate,
so
that
we
could
increase
the
supply
of
affordable
housing
in
the
community
next
slide.
S
And
finally,
creston
park
is
a
multi-phase
initiative
by
the
housing
authority
set
to
start
construction
later
this
year.
It
it
includes
159
public
housing
units
that
will
be
removed
and
replaced
with
500,
affordable
units
for
varying
ages
and
and
housing
types.
It's
a
great
example
of
how
we
can
take
existing
land
an
opportunity
and
expand,
affordable
housing
with
this
program,
rather
than
just
focus
on
replacement
housing.
This
is
a
good
example
of
how
we
can
create
additional
units,
perhaps
even
above
and
beyond.
S
So
another
aspect
of
the
program
that
relates
to
not
only
just
relates
to
homelessness
and
housing
is
workforce,
housing
up
and
looking
a
little
bit
more
globally.
You
know
that
this
program
talks
about
so
the
so-called
bricks
and
mortar
related
to
housing,
and
we
all
know
that
housing
is
produced
by
the
private
sector
every
day
of
the
year,
whether
it
be
single-family
homes
or
apartments
or
whatnot.
So
how
does
this
program
relate
to
a
land
use
type
that
is
built
by
the
private
sector
every
day?
S
Well,
we
we
look
at
that
and
we
look
at
the
types
of
housing
along
an
income
spectrum
that
are
built
very
easily
by
the
private
sector
and
those
that
are
not
built
easily
by
the
private
sector.
So
if
we
look
at
this
generalized
spectrum,
we
look
at
market
rate
or
luxury
housing
or
our
middle
market
housing,
typically,
the
resale
of
of
existing
homes
in
existing
neighborhoods
or
even
low
income,
affordable
housing
around
60
percent
plus,
or
around
60,
plus
of
a
very
median
income.
S
All
those
areas
are
can
achieve
what
we
call
efficient
market
delivery.
There's
tools
out
there
in
the
community
that
developers
can
use
either
just
from
their
own.
You
know
construction
and
income
or
government
programs
like
the
low-income
housing
tax
credit
that
allow
for
the
construction
of
these
types
of
homes.
S
What
isn't
as
available
are
one
extremely
low
income
housing
so
when
we
take
the
rents
that
are
needed
to
meet
people
experiencing
homelessness
or
people,
a
threat
threatening
to
experiencing
homelessness
that
financial
gap
opens-
and
that
is,
that
is
a
level
of
income
that
the
private
sector
simply
cannot
efficiently
produce
without
substantial
government
assistance
from
other
sources.
S
So
that's
we're
talking
60
to
80
percent
of
ami,
but
in
places
like
downtown
oklahoma
city
or
some
of
the
neighborhoods
nearby
that
are
experiencing
high
real
estate
growth,
it
is
getting
is
increasingly
difficult
to
provide
housing
at
a
certain
income
running
certain
income
level
because
the
costs
are
increasing
and
increasing,
and
this
is
a
trend
we
see
all
across
the
country
where
people
are
simply
priced
out
out
of
opportunity
areas.
Oklahoma
city
has
invested
quite
a
bit
of
money
to
realize
real
estate
growth
within
these
areas,
particularly
downtown.
S
Quickly,
this
is
just
a
brief
example
of
census
tracts
across
the
city
where
housing
costs
are
increasing
faster
than
the
city
average.
So
you
know
looking
at
areas
where
you
know,
housing
costs
may
quickly
outstrip
people's
ability
to
live
there
and
access
it
and
and
will
have
to
move
out
or
may
even
become
at
risk
of
homelessness.
S
So,
overall,
the
results
of
this
program
will
be
a
transformative
platform
designed
to
reduce
barriers
to
homelessness,
provide
self-sufficiency,
avoid
millions
of
dollars
of
additional
public
sector
costs.
That
will
go
in
to
treat
people
who
do
not
have
a
successful
housing
first
program,
as
well
as
creating
rental
and
homeownership
opportunities,
affordable
to
working
families,
so
that
everyone
can
access
the
city's
most
desirable.
Neighborhoods
next
slide.
S
This
initiative
is
a
collaborative
among
several
agencies.
We
have
a
housing
authority
and
homeless
alliance
represented
today,
but
there's
also
the
alliance
pivot
and
mental
health
association,
as
we
propose
to
target
persons
experiencing
chronic
homelessness,
youths
experiencing
homelessness
and
aging
out
of
foster
care
veterans
housing,
as
well
as
people
experiencing
barriers
to
mental
health
as
our
particularly
focus
on
the
permanent
supportive
housing
side,
and
with
that,
we
both
are
available
for
any
questions
you
might
have.
D
Thank
you,
dan
and
ian
so
much
for
that
presentation,
and
so
I
would
open
it
up
to.
V
S
There's
a
balance,
so
they're
are
obviously
existing
public
housing
sites
that
have
existing
assets
that
we
would
look
at
as
opportunities
not
only
to
improve
the
housing,
but
potentially
even
as
catalysts
for
economic
development
within
the
area.
S
Revitalization,
that's
an
opportunity,
there's
an
opportunity
to
take
housing
located
in
areas
where
it
doesn't
really
work
where,
because
housing
public
housing
traditionally
has
been
put
in
places
where
people
don't
really
want
it
and
there's
opportunities
to
find
locations
where
there
are
better
access
to
amenities
and
and
jobs
and
aspects
for
residents,
and
the
same
goes
true
of
the
permanent
support
of
housing,
and
I
think
overall,
there's
a
balance
between
proximity
to
services,
particularly
for
the
permanent
support
of
housing
and
balance
and
and
ensuring
that
you
know
they're
in
neighborhoods,
with
good
access
to
things
that
allow
people
to
succeed.
S
S
I
think
the
discussion
we've
had
discussions
with
pivot
on
their
up
program,
there's
a
possibility
of
expanding
the
tiny
home
community
or
all
possibly,
building
programs
that
actually
are
the
next
step
in
housing
for
those
youths,
whereas
the
tiny
homes
offer
an
opportunity
as
that
entry
level
access
to
housing,
but
there
might
be
a
higher
level
of
services
or
other
type
of
housing
that
youths
benefit
from
at
a
different
level.
Some
of
it
relates
to
the
operating
subsidy.
S
We
can
bear
to
the
properties
which
relies
very
heavily
on
federally
federal,
project-based
rental
assistance
with
which
has
its
own
rules
and
regulations
for
how
it's
applied.
So
we
haven't
designed
the
pivot
or
the
youth
program
just
yet,
but
those
are
the
various
options
we've
looked
at.
Thank
you.
D
All
right,
thank
you
any
other
questions
of
dan
or
ian
fantastic.
Gentlemen.
Thank
you
so
much.
This
is
a
project
that
I
think
is
is
timely,
if
not
past,
due
and
critically
important
for
our
community.
So
thank
you
so
much
for
your
time.
D
So
our
final
presentation
item
eight
for
today
is
the
presentation
of
the
diversion
hub,
and
today
we
have
with
us
suanne,
arnault
and
megan
taylor,
who
is
the
director
of
programs
for
the
arnold
family
foundation.
So,
ladies,
I
will
let
y'all
take
it
away.
U
There
you
go,
I
apologize
on
that.
I'm
gonna
go
ahead
and
share
my
screen.
If
that's
okay,
so
I
can
go
ahead
and
control
kind
of
the
presentation.
Yeah
perfect.
M
U
Thank
you
so
much
ms
arnault
again,
my
name
is
megan
taylor.
I'm
the
director
of
programs
here
at
the
oklahoma
city,
diversion
hub.
I
want
to
start
off
by
giving
kind
of
a
formal
what
is
the
diversion
hub
and
who
are
the
who's?
A
part
of
the
leadership
that
we
have
currently
so
the
diversion
hub
is
a
comprehensive
one-stop
network
dedicated
to
assisting
justice
involved
individuals
in
oklahoma
city
by
harnessing
the
power
of
multiple
support
agencies
through
combined
and
collaborative
services.
U
It's
my
understanding
that
the
volume
was
too
low,
and
so
most
of
you
all
probably
didn't
hear
that
I
actually
had
it
maxed
out
on
our
end,
so
I
know
you
guys
are
going
to
have
a
copy
of
this
presentation,
so
hopefully
the
volume
will
be
a
bit
better
on
that.
U
So
why
the
diversion
hub?
Why
are
we
here
and
and
why
do
we
need
that?
So
what
we
first
started
looking
at
looking
at
are
really
what
are
the
needs
of
our
oklahoma
city
neighbors
that
have
been
impacted
and
affected
by
the
criminal
justice
system.
U
As
we
started.
Looking
at
what
the
top
five
arrests
were,
we
started
realizing
that
there
were
a
lot
of
gaps
that
we
would
be
able
to
fill
and
assist
those
individuals
and
thereby
reduce
their
encounters
with
the
criminal
justice
system.
As
you
can
tell
on
here,
we've
got
failure
to
appears
for
felonies
leading
the
book
ins
in
oklahoma,
county
jail
in
2020,
public
drunkenness,
failure
to
appear
on
misdemeanors,
no
state
driver's
license
and
larceny
of
merchandise.
U
U
U
So
how
we
got
here,
we
launched
our
pilot
programs
with
the
public
defenders
and
district
attorneys,
as
well
as
the
judiciary
in
oklahoma
county.
The
four
areas
that
we
tackled
were
that
of
failure
to
appears
probation
compliance,
cost
warrants
and
then
providing
justice
navigation
to
those
that
the
court
has
determined
to
be
no
risk
to
public
safety,
but
needed
a
little
bit
of
assistance
with
navigating
their
criminal
case.
U
So
we
launched
these
pilot
programs
fall
of
2018
and
we
learned
a
ton.
We're
still
learning
a
ton,
but
I
think
the
most
important
part
of
us,
starting
the
development
of
the
diversion
hub,
was
learning
from
the
key
stakeholders
in
the
community
in
the
criminal
justice
system
and
those
impacted
and
affected
the
most.
U
U
I
think
an
important
thing
during
these
focus
groups
that
we
we
learned
quickly
is
that
we
spoke
with
individuals
with
lived
experience,
law
enforcement,
bail
bonds,
community
leaders,
criminal
justice
leaders,
law
enforcement
and
in
collaboration
hearing
what
those
needs
are
from
those
communities
that
are
in
the
trenches
every
day
with
criminal
justice.
U
This
is
the
advisory
council
that
helped
us
develop
the
diversion
hub.
I
am
incredibly
honored
to
have
had
such
an
incredible
group
of
community
and
criminal
justice
leaders.
These
leaders
in
the
community
dedicated
a
significant
portion
of
their
time
over
the
course
of
about
a
year
to
help
us
develop
this
unique,
innovative
model
that
the
diversion
hub
is
and
continues
to
grow
into
with
the
assistance
of
your
help.
U
U
Funding
the
diversion
hub
will
rely
on
a
public-private
partnership
for
funding,
with
the
generous
funding
donations
from
the
arnold
family
foundation
and
the
kirkpatrick
foundation
of
roughly
27
million.
This
has
been
how
we've
been
able
to
open
and
start
to
start
tackling
the
need
in
our
in
our
community
and
then
the
17
million
for
infrastructure
from
maps
4..
U
We
will
continue
to
to
seek
out
federal
grant
opportunities
because
we
do
believe,
based
on
evidence
and
time,
developing
the
diversion
hub
that
there
are
a
lot
of
federal
dollars
that
are
not
being
allocated
here
to
oklahoma
city.
U
Timeline,
so
I
wanted
to
go
through
this
briefly,
because
we
are
a
bit
of
a
unique
position
with
us
having
worked
in
this
world
for
two
years
with
our
pilot
program.
So
in
november
2018
we
launched
our
criminal
justice
initiatives
out
of
the
public
defender's
office
as
we
started,
developing
the
diversion
hub
and
what
it
was
going
to
do
in
the
community
and
who
it
was
going
to
serve
in
2019.
We
started
our
focus
groups.
We
developed
our
advisory
committee.
U
We
met
with
them
over
the
course
of
a
year
we
developed
our
strategic
plan
and
evaluation
model
and
again
still
working
on
the
evaluation
model.
As
we
learn
more
in
february
of
2020,
we
leased
a
space
and
we
started
bringing
in
new
staff
and
remodeling
that
to
be
conducive
for
the
work
we
were
going
to
be
doing.
U
We
anticipated
an
april
2020
open
date.
However,
the
global
pandemic
postponed
that
to
june
of
2020..
U
I
want
to
add
on
this
that,
throughout
the
entire
tendency
of
the
development
of
the
diversion
hub
up
until
we
opened
our
doors
in
our
new
location,
we
were
on
the
ground
working
and
serving
the
community
at
large,
the
individ,
the
indigent
individuals
that
the
public
defenders
office
has
have
served.
For
so
long.
We
were
able
to
provide
them
an
additional
layer
of
support,
and
so,
when
we
opened
in
in
june
of
2020,
we
actually
were
serving
a
roughly
600
clients.
U
We
were
serving
600
clients
in
a
capacity
of
justice,
navigation
and
case
management
in
february
in
march
april,
when
kovid
started
really
becoming
something
that
the
city
was
starting
to
take
an
initiative
on
on
tackling.
U
We
were
on
the
ground,
collaborating
with
the
public
defender's
office
to
get
folks
out
of
the
oklahoma
county
jail
that
did
not
risk
did
not
pose
a
risk
to
public
safety
and
got
them
connected
to
to
resources
out
in
the
community
so
that
they
would
be
safe,
as
well
as
as
the
facility,
the
oklahoma
county
jail,
how
it
works.
So
a
lot
of.
C
U
And
a
lot
of
content
on
there,
so
I'm
just
going
to
kind
of
briefly
talk
about
what
it
would
look
like
for
a
client
to
come
through
the
first
time
a
client
comes
through
our
doors
and
meets
with
an
intake
specialist
at
that
first,
interaction
that
intake
specialist
is
actually
a
case
manager
that
conducts
intakes
one
day
a
week.
U
All
of
the
clients
that
that
case
manager
conducts
the
intake
on
will
roll
into
that
case,
manager's
caseload.
So
we
were
strategic
and
methodical
about
that.
We
wanted
to
have
that
increased
quality
continuum
of
care
and
we
didn't
want.
We
wanted
to
be
focused
on
not
re-traumatizing
our
clients
over
and
over
again,
so
at
that
first
interaction,
the
case
manager,
a
justice,
navigator
and
the
client
conduct
an
emergency
needs
assessment.
U
U
Everybody
that
comes
through
our
doors
has
justice
involvement
of
some
of
some
form
to
be
qualified,
and
so
that
individual
has
two
teammates
on
their
side.
They've
got
the
case
manager,
but
they've
also
got
the
justice
navigator
to
assist
them
with
being
in
compliance
with
whatever
the
court
has
put
forward.
U
The
client
and
the
case
manager
regularly
meet
we're
looking
at
roughly
either
once
a
week
or
every
other
week,
depending
on
the
level
of
need
of
the
client,
and
then
the
case
manager
will
refer
out
to
service
providers
that
are
either
in-house
at
the
diversion
hub
or
out.
In
the
community,
as
you
can
see
on
this
slide,
we've
got
some
of
the
service
providers,
mental
health,
justice,
navigation,
employment,
housing
benefit,
navigation,
probation
and
again.
Some
of
those
are
in-house
and
some
of
those
are
out
in
the
community.
U
So
our
current
on-site
partners
are
listed
here.
So
I,
the
model
of
the
diversion
hub
is
that
collaboration
is
essential
and
is
everything
and
not
duplicating
the
services
that
are
being
done
by
great
agencies
in
the
community
already.
So
that
was
key,
and
that
was
a
fundamental
thing
as
we
were
developing
the
diversion
hub.
U
So
what
we
do
is
we
bring
in
those
experts
opposed
to
trying
to
make
our
staff
experts
in
a
wide
range
of
services
and
resources
that
benefit
our
clients,
and
so
we
bring
those
experts
in-house
and
we
empower
them
with
high-level
connection
and
collaboration
all
with
the
benefit
for
for
our
clients
that
we're
serving
we've
got
city
care
and
homeless
alliance
that
are
full-time
on
site
for
housing.
We've
got
work,
ready,
team
and
urban
league
assisting
us
with
employment
needs.
We've
got
north
care
for
substance,
abuse
and
mental
health.
U
U
And
so
the
the
front,
porch
initiative
is
an
incredible
benefit
to
the
clients
that
come
through
the
diversion
hub.
We
knew
from
our
experience
in
the
pilot
programs
over
the
past
two
years,
that
being
a
expert
in
benefits
is
very,
very
difficult.
U
It
could
actually
I
mean
that
is
something
that
can
take
your
entire
life
to
become
experts
in,
and
so
we
knew
we
weren't
going
to
effectively
be
able
to
to
provide
that
assistance
without
bringing
in
experts
the
oklahoma
front.
Porch
initiative
is
a
program
through
the
the
governor
governor
stitt
and
run
through
mr
bates
and
secretary
bud.
U
The
intent
of
the
program
is
to
increase
our
efficiency
and
effectiveness,
with
with
benefits,
improving
the
interaction
between
the
agencies
and
the
customers,
and
what
we've
learned
is
that
there
are
a
lot
of
benefits
that
our
clients
would
be
eligible
for
that
by
getting
them
connected
to
those
benefits,
we're
in
we're
there
by
removing
those
barriers
for
a
lot
of
them
organically.
The
way
that
we
started
benefiting
our
clients
started
benefiting
through
the
front
porch
initiative
is
getting
connected
with
with
food
stamps
with
snap.
U
So
who
do
we
serve?
We
are
low
barrier
entry,
but
we
had
to
put
parameters
to
be
successful
so
who
we
serve.
We
serve
justice
involved
individuals
in
oklahoma,
county
district
court
who
are
at
risk
of
being
revoked
on
probation
or
accelerated
to
a
convicted
status
and
or
those
individuals
in
the
pretrial
phase
of
their
case.
U
The
shuttle-
I
hope
some
of
you
have
seen
our
diversion
hub
shuttle
driving
around
downtown
it
is.
It
has
been
a
huge
benefit
for
our
clients
in
the
community
within
the
criminal
justice
system.
In
2018,
when
we
started
these
pilot
programs
out
of
the
public
defender's
office,
we
identified
lack
of
transportation
as
being
one
of
the
leading
barriers
for
our
clients.
U
We
got
creative
for
two
years,
but
we
knew
that
we
needed
to
remove
that
barrier
for
our
clients,
so
we
decided
that
we
were
going
to
get
a
shuttle
for
the
benefit
of
our
clients
that
would
go
within
the
oklahoma
city
downtown
area.
So
this
shuttle
bus
runs
monday
through
friday
all
day
and
we
do
a
fixed
route
between
the
oklahoma
county
jail,
the
diversion
hub,
the
oklahoma
county
courthouse
and
the
oklahoma
city
municipal
courthouse.
U
We've
expanded
the
route
for
the
the
shuttle
to
service
related
appointments
again
removing
those
barriers.
So
our
clients
can
be.
U
Sorry
guys
I'm
having
a
little
difficulty
getting
to
the
next
slide.
Oh
there,
we
go.
Okay,
sorry
about
that.
So
what
is
the
community
impact
that
that
we
are
having
and
seek
to
continue
to
have
safer
communities,
reduced
jail
population?
U
U
U
Appearances,
so
what
are?
What
are
we?
What
are
the
measurables
and
and
what
are
we
looking
at
for
outcomes,
short-term
outcomes
reduce
failure
to
appears
for
those
engaging
with
diversion
hub.
There
are
a
lot
of
trickle-down
effects
with
someone
being
booked
in
oklahoma
county
jail
on
failure
to
appears
when
someone
fails
to
appear
a
failure
to
appear
warrants
issued
that
individual
is
picked
up
booked
into
oklahoma,
county
jail
and
their
bond
is
actually
denied
until
they
get
seen
before
the
judge
that
they
failed
to
appear
on.
U
We
know
that
that
can
be
within
24
hours
or
it
can
be
within
three
to
four
days
depending
on
when
that
individual
is
booked
in
a
county
jail.
But
what
we
also
know
is
that
we're
destabilizing
that
individual,
even
more
than
we
were
before,
so
what
we
were,
what
we
were
learning
from
those
individuals
is
that
they
were
failing
to
appear
for
a
slew
of
reasons,
not
that
of
criminogenic
behaviors,
so
we're
looking
at
lack
of
transportation.
U
We
serve
a
massive
population,
that's
experiencing
homelessness
and
so
being
able
to
keep
track
of
these
court
dates
that
are
spread
out
sometimes
over
the
course
of
of
three
months
is
difficult
for
these
individuals,
and
so
there
were
a
lot
of
these
barriers
that
we
knew
we
could
remove
and
effectively
began
removing
and
thereby
decreased.
The
number
of
failure
to
appear
warrants
that
were
going
out.
U
Second
number
of
successful
probation
completions.
One
of
the
initiatives
we
ran
and
are
still
running
is
helping
individuals
be
compliant
on
probation.
We
know
that
evidence
shows
that
that's
a
direct
pipeline
to
an
individual
being
accelerated
to
a
convicted
status
and
or
worse
off,
being
revoked
and
sentenced
to
prison.
U
At
a
time,
client
successes
every
day
we're
connecting
clients
to
employment,
that's
different
for
every
client,
sometimes
temporary
employment,
while
they're
working
on
job
training
is
necessary.
U
Whatever
is
necessary
for
our
clients,
we
look
at
an
individualized
basis
to
get
them
successful
and
self-sufficient,
so
we're
looking
at
employment,
we're
looking
at
housing
every
day
and
working
with
our
great
partners
from
the
homeless
alliance
and
city
care.
We're
looking
at
substance,
abuse
we're
looking
at
mental
health,
benefit
navigation
assistance
with
the
financial
component
with
the
criminal
justice
system.
That
is
a
a
big
issue,
so
we're
helping
with
modifications
and
waivers
of
fees
when
individuals
are
indigent
and
can't
keep
up
with
those
long-term
goals.
U
Reduced
number
of
individuals
detained
pre-trial,
so
someone's
detained,
pre-trial
they
get
arrested
and
a
bond
is
set.
These
individuals
that
we
serve
cannot
get
out
of
jail,
they're
indigent,
and
so
we
see
them
sitting
in
jail,
pre-trial
meaning
before
they're
convicted
for
a
increasingly
long
period
of
time
and
again,
studies
show
there
are
trickle
effects
with
the
trickle-down
effects
of
someone
being
detained,
pre-trial.
U
Lowering
recidivism
for
individuals
engaged
with
the
diversion
hub
we're
constantly
measuring
if
our
clients
are
getting
connected
with
the
right
life,
stabilizing
resources
and
services
if
they
are
effectively
reducing
their
interactions
with
the
criminal
justice
system,
and
so
that
is
something
that
we
will
constantly
measure
and
we
will
measure
on
different
variances
and
then
lowering
prison
admissions.
U
We've
been
collaborating
with
key
stakeholders
in
the
criminal
justice
system
to
stem
the
flow
of
individuals
going
from
pre-trial
to
prison,
and
we
know
that
we
can
lower
that
with
the
collaborative
model
that
we
have
in
place,
just
for
a
little
bit
of
numbers
and
they're,
not
included
on
here
in
2019,
roughly
about
nine
months
of
us,
working
at
arraignment,
with
the
public
defenders
office
on
getting
individuals
out
that
the
judge
has
determined
not
to
be
a
risk
to
public
safety,
we've
been
providing
justice
navigation.
U
But
again
in
2019,
again
roughly
about
nine
to
ten
months,
we
saw
358
bench
ors,
so
those
individuals
released
on
their
own
recognizance
that
otherwise
wouldn't
have
been
released,
based
on
their
high
level
of
need.
So
we're
looking
at
a
homeless
population
sitting
in
custody,
because
the
court
measures
the
risk
and
determines
that
they
don't
have
anything
to
help
them
be
successful
when
they
get
out,
and
so
what
we
did
was
we
stepped
in,
and
we
said
we
can
provide
a
navigation
for
these
individuals.
U
83
of
the
individuals
that
we
worked
with
over
the
course
of
the
nine
months
out
of
the
public
defender's
office
showed
up
to
court.
That's
a
really
great
number
again.
I
I
my
I
worked
in
the
criminal
justice
system
as
a
district
attorney.
First
and
failure
to
appear
is
an
issue
every
day
for
every
docket
and
so
83
of
our
individuals
that
are
high
need,
showing
up
to
court.
Getting
their
cases
disposed
of
and
having
a
fighting
chance
is
really
what
we're
seeking
to
do
on
that.
U
So
where
are
we
now?
We
are
now
serving
roughly
500
clients
in
a
case
management
and
justice,
navigation
capacity,
collaborating
daily
with
our
on-site
partners
and
then
the
great
community
partners
we
have
out
in
the
community.
U
We
are
currently
working
out
of
a
10
000
square
foot
location
that
we
remodeled
and
tailored
to
our
needs.
In
midtown
we
are
bursting
from
the
seams.
We
have
filled
every
single
area
of
our
office
with
staff
with
partners
all
in
the
benefit
of
our
clients.
We
are
looking
to
expand
and
grow
about
5000
square
feet.
U
So
roughly
we
in
a
couple
months,
we
will
be
expanding
to
15
000
square
feet
again
we're
finding
closets
crevices
places
for
our
staff
to
to
work
and
to
meet
clients
where
they're
at
and
so
the
need
to
expand
to
a
roughly
30
000
square
square.
Foot
facility
is
based
on
our
on
the
ground,
work
and
us
having
to
get
creative
with
our
location
here,
and
I
think
it's
really
important
to
know
again.
We
opened
our
doors
serving
500
to
600
clients.
U
That
is
a
lot
of
clients
to
be
serving
during
a
global
pandemic,
and
so
when
we
opened
our
doors,
the
need
and
the
volume
was
absolutely.
U
Our
clients
are
or
why
we're
doing
the
work,
we're
doing
they're
neighbors
in
oklahoma
city,
and
these
are
individuals
that
needed
hope
to
be
restored,
needed
connection
to
life,
stabilizing
resources
and
services
and
have
been
successful
in
self-sufficiency
and
stability.
Just
a
little
bit
of
stories
quickly.
U
U
Since
we
started
working
with
lottie,
she
has
had
her
probation
case
dismissed.
She
has
been
permanently
housed
with
the
help
of
homeless
alliance
and
her
case
manager,
summer
kaiser,
and
we
have
consistently
worked
on
increasing
her
stability
with
employment.
This
is
huge.
This
is
success.
This
is
a
neighbor
in
oklahoma
city
that
was
lost
and
really
felt
that
she
didn't
have
any
hope
to
keep
fighting
devonte
an
incredible
client
we've
been
working
with
for
the
past
two
and
a
half
years
again.
Devonte
came
to
us
on
a
probation
violation.
U
He
wasn't
able
to
keep
up
with
the
financial
component.
He
had
experienced
a
lot
of
hurdles
in
his
life
that
had
derailed
him
and
had
him
to
a
point
of
giving
up.
We've
worked
with
him.
The
district
attorney
gave
us
some
time
on
the
probation
case
so
that
we
could
get
him
successful.
U
Devonte
is
working
every
day
on
his
ged.
He
is
working
on
job
training.
He
is
winning
he's
working.
While
he's
working
on
job
training
he's
working
on
housing.
He
is
at
our
office
every
day,
utilizing
our
resources
to
better
himself
and
again.
This
is
this
is
what
self-sufficiency
and
success
looks
like
tracy,
another
incredible
client
that
we've
been
able
to
help
and
restore
some
hope
so
that
she
has
a
fighting
chance.
U
Juan
is
one
of
another
incredible
client
that
has
a
unique
perspective
of
how
we
have
been
able
to
assist
him.
Juan
was
someone
that
I
worked
with
the
public
defender's
office
to
get
out
during
coped,
we're
still
in
covid,
but
really
when
it
was
ramping
up
when
we
were
trying
to
collectively
identify
how
we
were
going
to
assist
those
in
custody.
U
Juan
lost
his
wife
two
years
prior
to
this,
he
had
a
stable
life
and
that
derailed
him
completely.
That
was
the
catalyst
for
for
homelessness
for
him
and
he
was
lost.
I
was
able
we
were
able
to
get
him
out
of
jail
based
on
the
fact
that
he
was
only
in
on
failing
to
comply
with
some
financial
components
of
a
probation
case.
This
was
a
2013
case.
We
got
him
out.
We
got
him
connected
to
emergency
housing.
We
got
him
engaged
with
job
training.
U
We
got
him
engaged
with
benefits
that
he
hadn't
been
utilizing.
We
got
his
application
dismissed
by
the
court.
Now
he
is
working
seven
days
a
week
at
cattlemen,
so
if
you
guys
ever
run
into
him,
say
hi,
because
he
is
ecstatic
to
be
there
and
to
be
working
and
to
have
control
over
his
life.
Finally
and
again,
this
is
another
individual
we've
been
able
to
permanently
house
in
collaboration
with
our
in-house
partners,
city
care
and
homeless
alliance.
U
B
U
And
these
again,
these
are
clients
that
that
we
have
been
working
with
for
a
good
chunk
of
time
and
have
seen
true
self-sufficiency
and
success
with
them.
C
G
U
M
Leaving
with
their
cases
closed
some
of
the
easier
ones
and
then
some
of
the
ones
they've
been
working
with
for
a
long
time,
we've
had
up
that
one
day.
I
think
we
had
70
people
walk
through
the
door,
but
typically
it's
about
new
people
new
and
existing.
Typically,
it's
10
to
20
people
coming
in
and
the
clients
we're
getting.
M
K
Okay
mark
yes,
please,
the
shuttle
system.
Can
you
go
a
little
more
in
depth
about
how
that
works?
I
mean,
does
it
go
to
the?
Does
it
go
to
certain
bus
stops?
How
does
it
get
the
clients
to
the
courthouse
and
other
parts
of
downtown
oklahoma
city.
M
U
Are
our
shuttle
is
the
diversion
hub
shuttle
with
a
diversion
hub
staff
member
that
operates
it
and
we
go
basically
eight
to
five
monday
through
friday,
when
we
first
opened,
it
was
on
the
fixed
route
between
oklahoma,
county
jail,
municipal
court
district
court
and
the
diversion
hub
we've
since
expanded
it
a
bit
to
address
the
need
of
our
clients
to
remove
transportation
barriers
for
service
related
appointments.
U
So
if
a
client
needs
to
go
to
north
care
or
red
rock
we're
able
to
transport
them
there,
we
also
utilize
a
private
lift
account
if
it
is
something
that
we
need
to
get
our
client
to
somewhere
else,
but
we
can't
utilize
the
shuttle.
So
if
the
barrier
is
transportation,
we
collaborate
to
make
sure
that
we
remove
that.
So
our
client
can
be
successful
and.
M
M
C
O
D
O
And
unless
there's
any
other
comments
or.
W
O
You
I
think
that
our
next
meeting
is
thursday
october
1st.
D
You
don't
feel
pressed
and
if
there
aren't
any
other
questions
or
comments,
I
would
adjourn
our
meeting.