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B
Good
afternoon
Commissioners
Tom
Hardesty.
Thank
you
again
for
giving
us
the
opportunity
to
come
before
you
live
with
me
today.
Mike
Crum
Who
is
the
from
a
building
safety,
Rob
Seeley
who's,
the
chief
of
the
Emergency
Management
side,
Angie
Jans,
who
is
our
internal
Financial
Clerk
and
then
Juwan
from
fiscal
Services
fiscal
Services
rep
is
here
also
so
if
we
get
into
some
digital
things
that
we
don't
know
numbers
offhand,
they
can
assist
us
with
that.
So
I
did
want
to
take
a
moment.
C
B
Just
a
reminder
for
those
I
I
know
we
have
some
Commissioners
with
more
time.
Some
would
last
that,
a
couple
of
years
ago,
with
some
reorganization,
Building
Safety
was
moved
from
facilities
and
maintenance
into
a
department
that
is
now
emergency
management
and
Homeland
Security.
So
we
have
the
two
divisions
with
building
safety
and
Emergency
Management.
The
one
thing
you
might
find,
as
you
look
through
the
budget
is
financially
Building.
Safety
is
still
within
the
fmno
budget.
Fmno
is
an
Enterprise
Fund.
Emergency
management
is
under
the
general
fund.
B
B
It
causes
some
challenges,
but
fortunately
you
know
we
have
a
very
close
relationship
with
facilities,
so
we
we
work
through
it,
but
just
to
so
you
see
that
building
safety
responsible
for
our
on-campus
items,
such
as,
if
they
do
have
a
24,
7
dispatch.
I,
know
we
think
of
the
911
center
with
the
sheriffs.
B
But
safety
has
a
24
7
dispatch
as
well,
and
Michael
touch
on
some
of
the
details
of
that,
but
it's
handling
non
911
type,
incidents,
more
related
to
County
operations
and
the
answer
for
Water
Resources,
Rochester,
Hills,
DPW,
fmno
us
after
hours,
those
kind
of
things
there
maintaining
and
operating
more
than
3
000
cameras,
Access,
Control,
alarms
and
then
Emergency
Management,
as
we
said,
supports
both
County
operations
and
local
communities
during
emergencies
and
disasters
most
of
ours
we'll
get
into
some
of
our
our
kpis
most
of
our
fall
under
the
Strategic
goal
of
organizational
accidents.
B
The
reason
with
that
is
our
services
directly
to
the
public
are
somewhat
minimal
and
we'll
touch
on
those
today
most
of
our
services
get
into
supporting
cities
Villages
and
townships,
so
that
they
can
serve
their
communities
or
supporting
other
departments
within
the
county.
For
example,
during
the
pandemic,
Emergency
Management
is
not
putting
shots
and
arms.
They
are,
however,
finding
vaccine
sites.
Finding
of
you
know,
equipment
supplies
schedule.
B
You
know
a
lot
of
those
things
that
support
that
coordinating
with
other
departments
for
the
support
Lisa,
so
they're,
not
the
primary
one,
they're
the
one,
organizing
and
planning
for
that.
So
with
that
I'll
turn
it
over
to
Mike
to
touch
on
building
safety.
We'll
do
that.
First,
thank
you,
as
as
kirkah
Hardy
said,.
D
Mike
Krum
here
with
the
Building
Safety
Division
and
up
on
the
screen.
We
have
one
of
our
kpis
that
we're
working
and
I
do
believe.
I
came
to
this
this
body
earlier
this
year
and
talked
about
access
control
upgrade,
and
so
it's
both
a
kpi
and
then-
and
it's
important,
we'll
talk
today
during
our
budget
process,
the
the
funding
for
it
will
come
out
of
the
capital
Improvement
plan,
and
that
was
what
we
brought
to
you
earlier,
but
we
will,
if
we
will
upgrade
those
cards.
D
We
have
the
magnetic
strip
cards
that
have
the
black
line
on
the
back
that
we're
all
familiar
with
or
proximity
card
technology.
So
we
it's
contactless
that
we
can
utilize
it.
It
also
increases
our
security
through
the
the
enhanced
encryption
that
we'll
have
and
we'll
go
from
37-bit
to
48
bit
just
makes
it
a
little
bit
more
secure
for
all
of
us
here
on
complex
and
there's
some
some
future
things
we
can
do
with
it,
with
Bluetooth
technology
and
and
with
the
the
codes
that
we
can
put
in
there.
D
So
currently
we
have
26
percent
of
our
card.
Readers
on
complex
are
updated
to
approximity
system,
there's
approximately
1100
card
readers
on
complex
that
we
utilize
and
that's
not
counting
the
the
gate
that
we
came
in
earlier
today
to
get
in
the
parking
lot
and
some
of
the
other
areas
that
we
have
just
the
card
readers
on
the
doors
it's
about
1100,
and
so
we
we've
ordered
those
they're
on
the
way
here
and
we'll
start
to
increase
those
numbers
from
26
percent
throughout
the
next
few
months.
D
Group
of
people
is
that
how
you're
it's
a
great
question?
Yeah,
it's
a
great
question,
so
the
it
does
create
some
challenges
with.
We
have
to
update
your
card.
We
have
to
do
so.
We
started
with
some
of
the
outline
buildings
and
then
the
sheriff's
office,
so
that
they
had
to
have
access
to
all
of
the
different
buildings
on
complex.
Now
that
those
are
complete.
D
That's
our
26
we're
starting
to
go
with
the
buildings
on
complex
and
then
we've
come
up
with
a
plan,
so
we
can
get
you
a
new
card
and
then
use
the
buildings
up
to
the
least
impact
on
as
we
go
forward.
So,
for
example,
if
we
use
the
EOB
first,
the
executive
office
building.
First,
everybody
comes
to
that
building,
and
so,
if
you
didn't
have
the
new
card,
you
wouldn't
be
able
to
access
the
building,
because
that
may
be
one
of
the
last
buildings
we
do
because
of
all
the
traffic
that
comes
into
the
building.
D
D
Water
Resource
Commission
is
a
large,
is
our
largest
area
that
we
we
had,
and
so
in
the
daytime,
we're
handling
their
staff
and
as
they
are
doing,
maintenance
and
and
retracting
and
and
updating
what
they're
doing
after
hours.
It's
the
citizens
of
open
County
that
are
calling
if
there's
any
issues,
and
then
our
internal
staff
contacts
is
responsible
for
contacting
WRC
personnel
and
making
sure
they
can
handle
whatever
the
incident
is
for
the
residents
of
Oakland
County.
D
That's
it's
a
large
percentage
of
the
the
county
that
is
covered
by
WRC
and
so
that
we
do
handle
those
anything
at
4
pm
until
when
they
open
back
up
in
the
morning
the
fundamental
cause
behind
us.
That's
the
same.
It's
the
after
hours,
maintenance
cause.
So
if
there's
something
leaking
or
something
we'll
contact,
the
fmo
Personnel
have
them
come
in
and
take
care
of
whatever
the
topic
is
and
then
the
rest
of
them
are
the
different
areas.
D
D
B
D
Primarily
after
hours,
our
calls
will
be
Grinders.
So
are
you
familiar
with
grinder?
No
I
wasn't
either
when
I,
when
I
started
here
at
Oakland
County.
So
a
grinder
is
an
independent
system
that
some
of
the
homes
will
have
that
it's
it
goes
to
the
grinder
before
it
goes
into
sanitation
and
I,
don't
want
to
say
any
more
than
that.
If
that's
all
right,
we're
gonna
see
how
it
actually
works.
If
the
grinder
isn't
operating
properly,
it
will
backflow
into
the
home,
and
so
that
grinder
alarm
will
go
off.
That
Resident
will
call
our
staff.
D
Our
staff
calls
WRC
Personnel
to
come
out
and
make
sure
that
hap
before
it
does
any
damage
to
a
residents.
That's
one
example:
well,
okay,
we
would
we
would
go
for
any
anytime
the
waters
and
any
any
issues
they're
having
they'll
call
us
with
them
the
real
right
there,
the
ones
that
are
we
really
got
to
get
on
faster.
Are
these
Grinders
or
or
some
of
the
other
storms.
E
B
F
B
B
So
most
of
the
customers
know
if
WRC
is
their
primary
responder
or
you
know
I
used
to
work
for
Auburn
Hills.
They
had
their
own
water
department
and
City,
so
they
would
call
when
I
was
there.
Auburn
Hills
had
a
24
7
dispatch,
so
they
would
call
Auburn
Hills,
but
most
of
the
customers.
You
know
they
know
where
they
get
their
water
bill
from
that
number
is
you
know
when
they
call
that
number
after
hours
it's
going
from
WRC
game
routed
to
say
no,
then,
okay.
G
H
B
F
F
B
I
B
B
C
I
It's
going
to
be
anything
of
you
know
we
got
29
000
calls
or
something
I
can't
read
the
numbers
yeah
for
your
specific
department,
so
we're
going
to
charge
you
for
it.
It's
you're
setting
up
the
budget
for
that
department
to
provide
that
service.
Those
are
just
the
calls
that
come
in
related
to
what
the
constituency
is
calling
about
right.
F
And
so
then
I'm
begging.
The
question
is
that
something
to
look
into
or
think
about
as
a
considering
that
WRC
spend
most
of
their
money
comes
from
outside
the
county
and
right
there
like
a
pseudo,
County
and
they're,
definitely
a
county
partner
and
all
that
sort
of
thing
in
a
county
entity,
but
like
it's
different
than
the
health
department
right,
the
health
department
is
like
a
thousand
percent
county
unit
of
government,
but
WRC
gets
most
of
its.
You
know
it's
a
budget's
like
400
million
or
something
and
we
give
them
like
eight.
B
H
F
H
The
Enterprise
funds
do
have
an
expenditure
line,
item
called
indirect
cost
and
so
and
it's
the
services
that
we
provide
to
them.
So
so
then,
yes,
WRC,
would
pay
an
indirect
cost.
Okay,
basically
back
to
the
general
fund
for
the
services
that
we
provide,
whether
it
be
m
and
b
Homeland
Security.
D
And
so
the
last
slide
that
I
have
for
you
today
is
another
kpi,
but
it
is
as
well
moving
forward
is
our
alarm
systems
and
just
so
that
everyone
make
sure
that
we're
all
aware
of
the
future
projects
we're
working
on.
It's
also
something
we
requested
from
the
the
CIP,
the
capital
Improvement
plan,
and
we
want
to
convert
the
current
dialer
alarm
system
to
an
IP
based
system
and
so
the
the
dialer
system,
it's
it
was
installed
in
2001.
D
In
addition
to
just
being
that
we
can't
get
parts
for
the
the
current
system
is,
it
will
reduce
our
our
telecommunication
contracts
and
those
costs
are
going
up
quite
significantly
as
as
we're
as
we're
looking
in
the
future
they've
already.
Let
us
know
that
those
are
going
to
at
least
double
is
what
we've
been
told
and
it
would
allow
for
some
remote
troubles
troubleshooting.
It
would
increase
our
efficiency
so
right
now,
if
we
have
an
issue
with
an
alarm
say
at
Red
Red
Oaks
in
Madison
Heights.
D
We
would
have
to
send
Personnel
from
here
down
there
to
fix
it
and
come
back.
Something
could
fix
their
their
desk
for
in
five
minutes
and
so
we're
looking
forward
to
networking
that
increasing
our
efficiency
with
this
program.
But
it's
also
motivated
by
there's
no
longer
parts
that
we
can
get
we're
actually
taking
current
parts
to
make
it
work
with.
What's
still
here.
So
that's
something
that
we're
working
on
both
with
the
kpi
and
then
our
in
our
budget.
As
we
move
forward.
D
B
Thank
you
the
next
one
here,
yet
we
wanted
to
touch
on
an
initiative
this
year
that
that
will
have
a
small
piece
in
the
upcoming
budget.
So
we
rolled
out
a
few
months
ago,
the
behavioral
threat
assessment
and
management
team.
This
is
part
of
a
whole
workplace
safety
initiative.
You
will
hear
these
mentioned
a
lot
with
schools.
You
know
it's
a
big
thing.
B
Mike
and
I
were
both
involved
in
these
in
our
past
lives
with
schools,
but
we
we
brought
this
to
the
workplace,
it's
an
ever
expanding
topic
for
workplace
safety
across
the
country,
so
this
is
a
it's
a
systematic
process
and
it's
designed
to
focus
on
behaviors.
Unfortunately,
there
are
now
hundreds
of
cases
of
workplace
violence,
active
shooter.
Those
type
of
things
that
there's
data
from
now
and
the
data
tells
us
that,
in
more
than
half
of
the
workplace
cases
there
were
indicators
and
behaviors
ahead
of
time.
This
isn't
profiling.
This
isn't!
B
This
is
a
you
know.
Tv
show
a
28
year
old
white
male
who
lives
in
his
mother's
basement.
This
is
focusing
on
behaviors
and
what
these
people
have
done
in
the
past,
which
can
be
indicators.
It's
not
a
predictive
model
either
it's
not
going
to
tell
us.
Oh
this
person
will
be
a
shooter,
but
it
does
hope
to
give
us
places
and
people
because
of
behaviors
that
we
hopefully
can
intercede
on
before
something
happens,
and
it's
not
only
about
injuring
others.
B
It's
also
we
look
at
it
as
a
suicide
prevention,
but
the
fear
is
that
not
that
somebody's
going
to
hurt
somebody,
whether
it's
themself
or
someone
else,
so
we
have
a
diverse
team
that
has
gone
through
training
for
this
involving
Human
Resources,
Dei
risk
management,
Sheriff's,
Office,
psychologists
from
court
services,
as
well
as
safety
and
myself.
So,
like
I,
said,
we've
just
had
this
for
a
few
months,
there
are
I
think
around
thirty
thousand
dollars
that
HR
has
actually
within
their
budget
to
continue
training
and
conferences.
K
All
right,
so
the
we're
going
to
talk
about
three
kpis
really
quickly.
The
first
one
is
our
ocular
users,
the
number
of
vocaler
users
that
we
have
in
the
county.
We
currently
have
a
system
that
is
powered
by
a
code
red
that
is
called
Oak
alert
that
we
use
for
our
emergency
notification
of
citizens
in
Oakland
County
when
weather
strikes.
K
Currently
we
have
15
695
registered
users
when
we
switch
to
code
red
about
three
years
ago,
we
were
down
around
11
000
we've
increased
that
since
then,
so
last
year.
At
this
time,
we
had
about
14
276
and
we're
slowly,
while
working
through
different
measures
to
try
and
get
that
number
to
increase,
we're
advertising
not
only
on
our
website
and
through
Facebook
and
through
some
other
platforms,
but
we're
trying
to
get
possibly
some
Billboards
up
and
to
do
to
increase
some
advertising
on
on
how
people
can
do
that.
L
B
L
B
A
K
Because
we
did
send
out
a
clear
messages
on
the
air
quality
alerts.
We
did
okay,
great
all
right,
the
second
one
up
there
we
have
been
through
the
new
Administration.
We
have
been
making
sure
that
the
the
management
and
leadership
in
Oakland
county
is
trained
in
Oakland,
Emergency,
Operations,
Center
procedures
and
what
we
do
when
we
come
into
the
Emergency
Operations
Center.
That
has
been
a
kpi
and
we're
currently
in
the
process.
We're
going
to
move
that
back
into
the
background
a
little
bit
now.
K
We
now
have
66
out
of
70
identified
leaders
and
managers
in
Oakland
County
that
have
been
trained.
We
have
are
doing
one-on-one
training
with
leaders
and
managers
as
they
come
into
the
county
recently
with
the
new
new
it
CIO,
the
new
CIO
nit
was
trained
in
it.
So
we're
we're
now
maintaining
that
and
and
we're
gonna
move,
that
into
the
background
turnover.
K
Our
last
one
is
about
our
outdoor
warning
sirens.
Our
daily
uptime
on
our
outdoor
warning
sirens
is
an
excess
of
99.
Oakland
County
has
276
outdoor
warning
sirens
that
we
maintain
and
in
maintaining
those
276
Sirens.
We
also
do
installs
on
Sirens
of
communities
with
like
new
Sirens
installed
in
their
communities
at
a
75-25
cost
share.
So
that
way,
if
the
community
wants
to
put
new
sirens
in
their
Community,
we
can.
K
A
B
B
K
You
and
occasionally
we
have
them.
Last
year
we
had
a
siren
and
Commerce
Township
that
was
hit
and
destroyed.
We
had
to
replace
that
siren
and
that
was
a
cause,
the
same
cost
to
replace
that
siren.
So.
K
So
last
year
we
came
to
this
body
and
asked
for
150
000
a
year
for
three
years
to
improve
our
siren
system
in
Oakland
County.
A
lot
of
the
older
Sirens
had
steel
cabinets.
Those
steel
cabinets
are
failing
because
of
just
because
they
have
heavy
batteries
in
them
and
the
makeup
of
the
cabinets.
We
were
switching
those
over
now
upon
approval
of
that
amount.
We
were
switching
them
over
to
aluminum
cabinets
which
have
about
a
50-year
life
span.
K
We
were
lucky
to
get
the
company
that
we
deal
with
West
Shore,
auto
out
of
Almont
Michigan,
actually
has
a
contract
with
several
nuclear
power
plants.
They
were
able
to
go
to
a
nuclear
power
plant
that
they
were
just
decommissioning
in
North
Carolina
and
take
all
of
the
sirens
that
they
were
took
off
of
those
poles
and
we
had
purchased
those
at
a
at
a
big
savings
to
the
county.
K
They're
full
of
life
they're
almost
brand
new,
and
we
are
going
to
be
installing
those
the
companies
currently
doing
the
installations
on
those
in
the
first
year.
We
expect,
because
of
that
cost
savings
to
be
able
to
finish
the
project
about
a
year
to
a
year
and
a
half
early
at
a
savings
to
the
county
of
about
two
hundred
thousand
dollars.
Excuse.
H
N
Yeah,
that's
fine.
I
do
Echo
the
part
about
the
keypads,
because
we
were
just
at
a
door
that
we
couldn't
access
earlier
today
and
it's
supposed
to
be
like
our
Fallout
location.
You
can
get
to
it
so
that.
N
Nice,
if
that
was
a
keypad,
yes
it'd,
be
very
nice.
If
that
was
a
keypad
straight
away,
as
they
say.
My
question
was
about
professional
development.
I
was
trying
to
find
the
line
item
for
that,
because
I
feel
like
what
you
do
is
just
so
important
and
I
mean
security.
All
that
good
stuff
and
the
only
thing
I
saw
that
Likens
to
it
would
be
in
surface
training,
which
is
pretty
much
zeroed
out,
because
I'm
I'm
really
big
on
PD.
Oh.
B
We
are
fortunate,
particularly
for
two
reasons,
one
especially
on
the
Emergency
Management
side.
Nearly
every
FEMA,
all
of
those
development
classes
are
free
generally,
the
cost
is
attending
and
then
a
lot
of
our
homeland
security
that
type
of
training
we've
been
able
to
get
grants
for
so
that
will
come
out
of
Homeland
Security
grants.
B
So
we
haven't
had
to
budget
as
much
money.
There's
also
on
the
safety
side
has
been
able
to
take
advantage
of
there's
there's
money
in
our
budget,
but
there's
also
HR
training
funds,
so
we
have
twelve
thousand
dollars
in
Human
Resources.
So
it's
it's
kind
of
it's
a
bucket
for
us,
but
it's
in
there
their
line
item
it
takes
their
approval,
so
safety
takes
heavy
advantage
of
that.
We
use
some
of
it
on
the
EM
side,
but
because
a
lot
of
their
classes
are
free,
we're
using
it
more
on
there.
D
K
All
right
and
my
my
last
thing
is
in
this
budget
we're
asking
to
add
one
position:
that's
currently
being
paid
as
a
contractor.
He
has
been
working
for
the
county
for
three
years.
As
a
contractor
he's
been
running,
our
warehouse,
our
covid
warehouse,
which
has
been
changing
as
covet,
is
kind
of
waning
a
little
bit.
We
are
currently
working
to
maintain
a
stock
of
PPE
in
case
another
pandemic
were
to
hit
us
not
only
for
the
county,
but
also
for
the
city's
Villages
and
townships
in
the
county.
K
We
are
also
maintaining
vaccination
support
items
for
the
health
department
and
we
have
a
large
area.
That's
full
of
vaccination
support
items
not
only
for
for
things
that
put
shots
in
arms,
but
also
they
can
run
a
vaccination
clinic
so
tables
and
chairs
and
and
that
type
of
thing
those
items
we
are
currently
using
at
the
airport.
This
last
weekend
we
brought
all
of
the
tables
and
chairs
we
have
in
the
warehouse
out
there
to
allow
them
to
use
it.
K
K
We
currently
last
year
in
the
budget
we
took
over
the
incident
management
team
from
Mavis
3201
that
incident
management
team
has
six
vehicle
units
that
we
are
now
storing
in
the
warehouse
as
well,
including
a
large
instant
support
vehicle,
which
is
a
40
foot,
long
Kenworth,
basically
semi-truck
that
we're
storing
in
that
warehouse
space
now
as
well,
so
we're
using
for
different
things
other
than
covid
storage.
In
that
position,
we
were
changing
from
a
contracted
position
to
a
full-time,
Oakland
County
position
under
arpa
funding
for
a
year.
K
So
that
way
he
can
start
getting
benefits
and
it's
a
it's
not
at
a
cost
increase
the
benefits
over
overhang
for
the
for
the
contracted
service,
so
that
is
so
we're
switching
into
a
full-time.
B
B
A
B
It
is
okay,
oh
when,
at
the
end
of
2024
and
part
of
what
we're
doing
right
now,
I
met
with
health.
This
week
is
having
to
evaluate
going
forward.
What
is
what
is
our?
What
does
our
stockpile
need
to
look
like
you
know?
We
certainly
don't
want
to
be
where
we
were
when
the
pandemic
hit,
but
we
also
don't,
you
know,
need
to
store
two
years
worth
of
you
know.
B
What
is
what
should
that
look
like
and
we'll
be
going
forward
to
the
administration
with
recommendations
that
we
likely
would
next
year,
if
there's
some
changes
that
we
think
are
needed
would
come
through
there,
but
we'll
be
working
through
those
recommendations
to
the
administration
over
the
next
six
to
nine
months.
So,
right
now,
it's
sunseted.
It
will
end
the
end
of
24.
B
We
get
a
lot
of
support
with
it
and
it
only
goes.
You
know
everything
does
increase,
so
I'll
use
the
the
mention
of
the
access,
control
and
alarm
system
safety
was
set
up
before
any
of
us
were
here.
It
had
its
own
network,
which,
at
the
time
it
was
installed.
My
understanding
was
was
very
good
and
probably
ahead
of
I.T,
but
since
that
time
it
has
moved
well
beyond,
and
safety
is
still
on
a
network
from
2009..
B
So
what
we've
been
working
with
there's
a
lot
in
the
background
when
we
talk
about
making
making
these
alarms
so
that
we
can
see
what's
happening
in
the
court
there.
It's
an
integration
with
I.T
so
working
to
make
these
systems
not
just
within
safety's
network,
but
so
that
we're
working
with
I.T
and
working
together.
So
the
the
answer.
There
is
yes
that
it
certainly
involves
integration
with
I.T.
P
B
Of
that
well
so
every
I
won't
try
to
answer
their
their
question,
but
basically
they
look
at
projects
and
they
have
a
kind
of
a
finance
of
hours
and
projects
that
are
available,
and
then
we
have
board
groups
that
prioritize
those
projects.
So
you
know
right
now:
access
control
is
a
high
enough
priority
that
it
fits
within
those
hours
and
then
so
that's
how
and
that's
one
of
the
reasons
you
know
we
can't
do
all
of
these
at
once.
We
have
to
do
them
over.
P
Time
next
question
was
I
noticed
if
in
the
budget,
so
the
amended
plan
and
I
think
the
revenue
had
gone
up
from
what's
called
659
000
to
999
000.,
so
it's
gone
up
considerably,
which
is
largely
from
federal
operating
grants.
So
I
wanted
to
ask
about
that.
So
I
guess.
The
first
question
is,
you
know:
wouldn't
we
foresee
that
you
know
for
fiscal
year,
2024
and
Beyond,
and
whether
that's
tied
to
all
of
this
arpa
stuff
as
well,
could.
B
You
hit
the
next
slide,
it
well
kind
of
so
our
the
budget.
History
is
only
a
couple
years
old,
as
a
department
formed
in
2021
and
has
significant
impact
from
covid.
A
big
chunk
of
some
of
these
jumps
are
FEMA
related.
You
know
we
expend
money
and
then
we
get
reimbursement
from
FEMA
for
things
so
now
we're
starting
to
see
reimbursements
now,
so
this
I'll
touch
on
this
first
and
then
some
other
grants.
So
the
slide
you
have
in
front
of
you
shows
we
have
submissions
out
to
FEMA
for
over
12
million
dollars.
B
We've
actually
only
received
cash
in
hand
electronically,
a
little
over
1.7
million,
and
we
have
various
states
of
approval
depending
on
the
size
of
the
project.
It
could
go
from
the
state
to
FEMA
and
another
FEMA
into
the
state
and
back
or
it
might
just
go
to
FEMA
in
the
state,
but
we
have
10
over
10
million
in
various
states
of
approval,
with
FEMA
and
over
6
million
that
we
actually
have
signed
Grant
agreements
from
the
state
we're
waiting
for
them
to
finalize
and
transfer
a
payment.
B
So
it's
entirely
possible
that
this
next
year,
you'll
see
a
huge
jump
in
our
Revenue.
There
could
be
five
six
seven
million
dollars
that
comes
in
and
then
we
have
other
grants.
We
do
focus
on
a
lot
of
Grants
and
we
can
get
them.
We.
The
study
for
the
new
Public
Safety
EOC
storage
facility,
we've
received
a
450
000
Grant
to
help
pay
for
part
of
that
design
process.
B
So
so
it
our
budget
on
the
Emergency
Management
side.
Isn't
that
large?
It's
only
like
2.3
million,
so
500
000
will
show
great
jumps
in
our
Revenue,
so
it
can
be.
The
reality
is
the
more
disasters
we
have
the
more
you'll
see
from
us.
So.
P
The
load
up
there
has
already
been
spec.
Is
that
correct,
correct,
okay
and
similarly
for
contracted
Services?
It's
probably
the
corollary
to
what
you
just
mentioned
same
type
of
thing.
It
was
two
billion
dollars
spent
in
fiscal
year.
22
23
was
the
amended
budget.
You
know
it
was
500
000
for
23
within
nothing
for
24
and
Beyond.
Is
that
yeah.
Q
That
is
partially
from
the
FEMA
Grant
and
for
covet,
and
they
are
it's
money
that
we
were
supposed
to
be
receiving
for
all
of
the
vaccinations.
We
did
free
vaccination
sites
and
that's
the
cost
of
that
plus
the
warehouse
cost
so
that
money
will
be
moving
into
arva.
P
And
then
sorry,
one
last
question
as
Commissioners:
how
do
we
play
a
role
in
everything
you
just
talked
about
so
I'm
relatively
new
to
the
position.
I've
only
been
here
seven
months,
but
one
thing,
that's
always
been
in
the
back
of
my
mind,
is
God
forbid.
There's
a
disaster
tomorrow
or
some
emergency
heads
as
an
elected
official.
What
is
my
role,
my
responsibility,
my
interplay
with
your
department,
if
at
all
so.
B
We
are
going
to
communicate
directly
with
the
county
Executives
and
part
of
that
you
know
while
herzeg,
and
that
here
earlier
are
then
often
in
direct
communication
with
the
chair.
Whenever
emergencies
that
or
happen,
the
Commissioners
are
very
helpful
in
helping
us,
like
you,
said,
get
the
message
out
on
Oak
alert.
Getting
people
involved,
getting
people
aware
of
the
things
that
they
can
do
to
prepare
and
understand
one
of
the
sometimes
when,
when
there's
disasters,
how
that
process
works
so
we'll
when,
when
something
happens,
for
instance,
there
was
some
some
Urban
flooding.
B
You
know
an
expectation
that
people
are
going
to
get
money
to
fix
their
homes.
Oftentimes,
that's
a
very
high
bar
to
get
to
generally
it's.
If
a
government
has
a
significant
cost
or
understanding
that
there
are
things
like
insurance
that
have
to
go
for.
So
when
those
things
happen,
you
know,
there's
messaging,
that
we
can
get
out
that
we
would
certainly
love
to
to
have
you
help
us
get
to
your
constituents
generally.
Our
office
is
going
to
communicate
to
the
county
executive
and
then
they're
going
to
communicate
to
the
board.
K
One
of
the
ways
that
the
Commissioners
help
and
always
have
in
the
past
is
like
when
we
had
the
Oxford
shooting.
Commissioner
Spitz
has
been
very
instrumental
working
with
our
office
in
the
community,
helping
to
bring
leaders
together,
helping
to
bring
people
from
the
community
together
and
helping
the
community
to
recover
and
and
now
we're
in
long-term
recovery.
K
We
have
a
a
Recovery
Center,
that's
opened
up
in
Oxford
and
he's
been
instrumental
in
helping
that
to
run
and
helping
with
with
clear
Pathways
with
Congressional
leaders
and
with
local
leaders
to
to
help
that
recovery
to
happen.
So
it's
another
way
that
we'll
look
to
Commissioners
when
a
disaster.
That's.
P
B
That
was
the
last
one.
I
wanted
to
keep
you
updated.
You
know
FEMA
in
particular.
The
pandemic
has
technically
considered
over
the
reality.
Is
our
office
will
have
at
least
another
year
of
working
on
financials
and
paperwork?
You
know,
for
example,
you
know
PPE
that
we
bought
you
couldn't
buy
it
in
bulk.
We
were
literally
buying.
You
know,
20
masks
at
a
time.
Every
single
one
of
those
receipts
has
to
be
tracked
from
how
it
was
ordered
what
it
was
purchased
with.
How
is
it
paid
for?
B
Do
we
show
that
it
was
paid
for
the
bank?
You
know
it's
us,
it's
fiscal,
it's
a
treasurer's
office,
so
every
single
one
of
those.
So
it's
a
lot
of
time
and
effort
by
a
lot
of
people
to
to
get
to
this
point
for
the
reimbursement.
So
so
the
the
clinics
might
be
closed,
but
but
our
staff
will
be
ongoing.
Rob
mentioned
the
Oxford
incident.
B
A
Yeah,
we
really
appreciate
what
you
do,
we're
glad
you're
there,
and
you
know
you
made
your
presentation
very
easy
to
follow,
which
I
appreciate
thank.
B
You,
the
board,
has
always
been
very
supportive
of
us.
Obviously
we
can't
be
that
resource
for
the
communities
without
the
board's
support
without
the
administration's
support
both
of
them
have
given
us
and-
and
you
know
and
I,
get
to
sit
up
here
and
listen
to
you,
but
really
it's
the
staff
that
execute
these
things
and
get
them
all
done
and
are
working
with
all
these
people
and
it's
for
both
departments.
It's
a
total
of
48
people,
there's
not
a
great
number
of
people,
but
they
really
get
a
lot
done.
A
And
it's
really
important
the
point
that
you
made
about
the
details
because
we're
going
to
be
looked
at
very
closely
as
Oakland
County
and
having
244
million
dollars
of
arpa
money
where
it
went
how
we
spent
it
did
we
do
it
right
and
you
have
so
much
small
detail
that
you're
responsible
for
and
all
of
that,
the
you
know.
A
B
And
our
goal
is
to
get
as
much
as
we
can
from
FEMA
right
clearly,
with
12
million
and
tenant
approvals.
We
didn't
get
it
all.
So
then
we
in
conjunction
with
fiscals,
some
of
that
was
cares
act,
would
cover
or
arpa
covered,
but
our
goal
was
to
try
to
get
as
much
reimbursement
from
One
Source
or
another,
as
we
could.
M
A
M
M
D
A
Apartment
welcome.
R
R
All
right
so
I
guess
we'll
just
jump
right
into
the
presentation.
I
guess
just
a
quick
confession.
Before
we
start
I
took
two
quick
confessions,
but
one
of
them,
so
we
got
the
template.
I
had
a
little
bit
of
challenge
with
the
with
the
template,
because
I
was
trying
to
find
a
perspective
for
the
presentation.
So
a
lot
of
the
work
of
I.T
really
is
through
other
departments
and
I.
R
R
We
can
talk
about
the
other
things,
but
the
the
focus
of
the
slides
is
mostly
kind
of
the
back
office
I.T
stuff.
So
I
guess
apologies
in
advance
for
that.
If
that's
not
what
you're
looking
for
so
I
think
Hillary
may
have
mentioned
previously
that
we've,
you
know,
we've
got
this
initiative
in
the
county
executive's
office
for
kpis.
So
these
are
the
five
that
we've
we
have
for
it.
Some
of
these
are
new
I've
tweeted.
R
Some
of
these
I
think
to
try
to
to
give
maybe
a
different
slant
on
things,
but
customers
customer
sat
so
we're
going
to
send
out
a
survey
to
to
kind
of
measure.
The
customer
satisfaction
I've
had
some
informal
feedback.
That's
you
know.
We
have
some
amount
of
improvement
that
we
need
to
make
there
so
I've
got
that
at
the
top
of
my
list,
since
you
know,
with
the
I,
gave
kind
of
a
presentation
with
the
staff
a
couple
months
ago
about
objective
go
to
perception
of
good
and
both
of
those
things
are
important.
R
So
you
know
it
there's
a
piece
of
it.
That
is
a
customer
service
organization,
so
I
want
to
make
sure
we're
doing
what
we
can
to
get
better
there
on
the
next
two
are
cyber
security
metrics,
so
average
technical
security
risk
per
device.
So
we
have
some
software
that
gives
us
a
score.
The
score,
mostly,
is
a
measure
of
you
know.
R
How
old
is
the
thing
and
are
we
keeping
it
up
to
date
with
security
patches
and
then
is
it
an
externally
face
or
internally
facing,
and
so
that
gives
us
kind
of
a
ballpark
measure
of
how
much
risk
are
we
carrying
internally
into
the
technical
stack
and
the
cyber
security
training?
So
many
folks
I
think
have
probably
seen
blank
in
the
training
that
we
do
that
we
send
out
every
month.
So
we
we
have
a
measure
of
that.
We
also
do
periodic
fishing
tests
and
see
if
people
are
clicking
on
the
lake.
R
The
past
several
I
think
have
been
have
been
pretty
good,
not
a
lot
of
clicking
the
last
two
or
more
project
Focus,
so
percent
of
I.T
activity
on
Innovation
versus
run.
Is
we
kind
of
look
at
the
the
I
guess
the
volume
of
work
that
the
IT
department
is
doing
a
lot
of
it
is
support.
A
lot
of
it
is,
is
you
know
great
fix?
A
lot
of
it
is
I'm
upgrading
versus
the
software
there's
relatively
fewer
percentage
of
our
time.
R
That's
spent
on
doing
new
systems
and
I
think
that,
from
a
end
user
perspective,
that's
really
where
the
value
of
it
is
is
doing
new
stuff.
So
we
want
to
see
if
there's
a
way
that
we
could
try
to
to
shift
so
that
we
get
more
bandwidth
opened
up
in
terms
of
our
work
hours
to
do
more
new
projects
and
then
the
The
Benchmark
of
the
Project's
in
green
status,
so
that
that
is
another
area
that
has
been
highlighted
is
something
that
we
we
need
to
improve
on.
R
I've
looked
at
some
of
the
numbers
that
I
I
would
agree
that
I
think
our
duration
to
deliver
is
is
longer
than
the
the
actual
effort
to
get
the
projects
out
the
door.
So
I've
got
a
few
ideas
about,
maybe
how
we
can
change
the
way
that
we
do
our
application,
support
and
development
that
hopefully,
won't
have
positive
impact
on
that.
So
so
those
are
some
of
the
top
five
apis
and,
of
course
this.
R
R
So
again,
this
is
from
a
kind
of
a
narrow,
I.T
perspective
about
the
key
project.
So
covid
was
the
the
start
of
this
to
support
boat
work.
We
continue
to
to
maintain
the
vpns
and
continue
to
maintain
our
web
presence
with
office.
365.
R
we've
undertaken,
workstation
upgrades
and
Replacements
to
some
of
the
laptops
and
desktops
are
going
to
go
along
and
do
their
performance
was
slow,
so
we've
we've
been
operating
on
the
hardware
I
think
we're
about
80
complete
with
that,
so
that
people
can
have
a
more
performant
workstation
and
improve
their
productivity
conference
term.
Av
upgrades
this
ties
into
the
remote
work.
I
think
there
are
some
arpa
funds
that
were
given
for
this
to
do
the
conference
room
upgrades
to
enable
kind
of
that
hybrid
work
environment
that
people
seem
to
enjoy
Columbus
infrastructure
improvements.
R
So
we've
got
a
fairly
large
project
that
we're
you
know
in
the
finalist
stages
of
to
upgrade
the
Police
radios
and
the
the
911
Center
Software
and
the
phone
system
replacement.
So
that
is
that
is
now
complete.
I
think
that
was
a
multi-year
effort
to
get
the
back
end
and
some
of
the
the
infrastructure
to
support
the
voice
over
IP
phones
exactly.
A
R
Would
say
I
would
say
no
so
yeah,
there's
there's
so
part
of
this
upgrade
is
to
we're
moving
the
radios
to
the
state
system,
so
the
mpscs,
so
we're
we're
getting
off
of
kind
of
that
Oprah
County
at
that
infrastructure
into
something
that's
more
of
a
shared
system
with
the
state
it'll
allow
I
think
better
compatibility
as
they.
You
know
the
police
could
talk
to
one
another
for
states
of
emergency.
R
Very
recently,
as
we
get
requests
for
different
counties
to
come
on
to
Columbus,
we
have
changed
the
way
that
we
kind
of
calculate
the
total
cost
so
that
there
were
three
counties,
kind
of
traversidious
area,
I.
Think
some
Sheboygan
there's
a
couple,
others
that
we're
doing
at
RFP.
We
gave
them
what
would
be
I,
think
a
more
accurate
representation
of
mordecost,
a
sustainable
cost
and
that
I
believe
they
haven't
burned
back
officially
but
they've.
You
know,
I,
don't
think.
S
Break
even
I
can
add
just
a
little
bit:
okay
I'm
Sean
Phelps
from
fiscal
Services.
There
are
definitely
different
rates
for
internal
Oakland
County
agencies
compared
to
outside
of
Oakland
County.
They
pay
a
lot
more
than
what
our
agencies
do.
S
No
not
completely,
but
it's
our
way
of
kind
of
helping
out,
probably
as
in
the
past,
so
I'm
not
quite
sure
what
the
entire
history
is
behind
it.
But.
A
Bit
more
there,
you
know
to
me:
it
just
seems
like
a
kind
of
a
black
hole
of
I
agree.
We
should
be
supporting
the
locals
and
I
like
the
idea
that
we're
going
with
more
of
a
state
situation
but
I
think
we
should
get
paid
for
what
we
do,
all
the
costs
of
it
I
do
it's,
there's
no
reason
we
should
be
subsidizing
our
locals.
They
have
taxes
too,
commissioner,.
F
Cavell
yeah
I
was
actually
it's
that,
because
to
my
understanding,
we're
using
18
more
of
the
fund
balance
to
further
subsidize
clemus
this
upcoming
year,
we're
planning
to
spend
4.5
million.
So
I
was
going
to
ask
about
that
too,
because
there
is,
it
is
not
a
even
funding
and
it
sounds
like
it's
way:
uneven
and
I
get
what
you're
saying
Sean
about
you
know
we're.
You
know
Mutual
Aid
we're
helping
each
other
out,
but
we
don't
do
that
like
that
with
a
lot
of
other
things
right
so
I.
R
R
Yeah
and
so
the
department
of
reorganization
says
there's
a
few
weeks
ago
we
talked
about.
We
talked
about
that
the
elimination
of
some
of
the
positions,
the
creations
of
the
new
ones,
so
we're
getting
ready
to
ask
for
hr's
assistance
to
post
those
and
see
if
we
could
get
those
filled.
So
that's
moving
forward.
R
So
the
major
function
is
an
adjustments,
so
this
is.
This
is
basically
again
from
kind
of
an
arrow
I.T
perspective.
Software
license
increases
from
some
of
our
large
software
vendors,
so
Microsoft
Word
day,
OCTA
Adobe
and
then
we've
we've
got
some
maintenance
increases
for
vendor
support.
This
is
this
is
more
specifically
in
the
network
area.
R
So
we've
we've
been
rolling
out
some
newer,
Network
Technologies,
that's
a
little
more
complex
we've
had
some
big
compatibilities,
and
so
we've
had
to
we've
had
to
rely
a
little
bit
more
on
vendor
support
to
try
to
get
that
get
that
completed
and
get
stabilized
our
new
Investments.
R
So
continued
investment
in
the
infrastructure,
security
and
identity
and
access
management
with
the
Cyber
Security's
got
a
project
for
something
called
Pam.
So
it's
privileged
account
management.
So
it's
a
way
to
try
to
reduce
and
then
keep
track
of,
people
that
have
kind
of
the
super
access
to
the
systems,
and
this
is
more
of
an
insurance
against
you
know
internal
threat,
kind
of
stuff,
and
also
you
know,
access
gets
compromised
externally.
It's
it's
another
layer
of
defense
against
that,
so
for
Replacements.
R
So
we've
got
this
I.T
infrastructure,
monetization
project,
so
we're
bringing
in
some
a
little
more
state
of
the
art
disk
storage.
More
virtualization,
newer
servers
that
we
can.
We
can,
let's
have
a
better
performance,
a
better
stability
in
our
infrastructure.
We
also
have
this
two
and
a
half
billion
dollar
funding.
That's
been
allocated
for
software
for
departments,
so
I
think
one
of
the
structural
challenges
of
I.T
that
I've
seen
in
a
few
months
that
I've
been
here,
is
that
we
do
a
pretty
thorough
job
of
taking.
R
You
know
the
block
of
hours
that
we
have
to
do
it
work
and
allocating
that
out
over
a
couple
years,
spam,
which
is
which
is
good
for
I,
guess
you
know
making
sure
we're
getting
full
utilization
of
the
resources,
but
the
the
counterbalance
to
that
is
that
you
know
the
department
sometimes
have
good
ideas
and
and
we
we
have
trouble
accommodating
them,
because
their
slate
is
full.
So
this
two
and
a
half
million
funding
I
think
will
help
us
to
be
a
little
more
responsive
to
that.
R
So
we
can,
you
know
we
can
contract
down
some
of
this
work
if
necessary,
and
then
I
have
some
I
have
some
ideas
moving
forward
about
how
maybe
we
could
get
a
little
more
flexibility
to
increase
our
agility
to
take
take
out
some
of
these
emergent
work
in
the
Departments,
because,
again
I
think
that
the
the
new
stuff
tends
to
create
more
value
than
you
know,
keep
them
keeping
the
lights
on,
although
we
cannot
keep
the
lights
up
right,
so
I,
guess
philosophically
for
me
and
I
don't
want
to
get
too
much
on
rant
about
I.T,
but
the
the
whole
leadership
of
I.T
is
trying
to
maintain
a
dynamic
balance
across
all
these
forces
right,
so
we've
got,
you
know
the
vendor.
R
R
In
terms
of
you
know,
maintaining
a
current
infrastructure
and
I'm
you've
got
to
try
to
keep
all
that
in
balance,
and
sometimes
you
know
I
make
mistakes,
so
it
won't
always
be
perfect,
but
that's
you
know,
that's
that's
kind
of
where
I'm,
where
I'm
trying
to
aim
24
initiatives,
so
Windows
11
is,
is
out
we're
gonna,
we're
gonna,
see
about
getting
the
Windows
10
upgraded
in
Windows
11
on
the
desktops
and
laptops
RIT
infrastructure.
R
Modernization
was
that
kind
of
touched
on
this
before
so
that's
more
of
a
storage
and
compute
program,
the
p25
radio
project
is
the
climbus
movement
to
the
state
system.
So
we're
we're
in
the
thoroughs
of
that
as
we
speak,
some
security
improvements
so
we're
looking
at
a
new
replacing
our
antivirus
was
something
that's
a
little
more
state-of-the-art.
We're
also
looking
at
doing
a
an
internal
external
pen
test
with
a
third
party
just
to
identify
where
there
might
be
vulnerabilities
that
we're
not
aware
of
so
we've
got.
R
We've
got
those
in
the
near
term
anticipated
projects,
so
we
always
have
new
requests
that
come
in
from
the
Department
that
we
will
do
our
best
to
accommodate
I'm
told
that
fiscal
has
got
a
raid
study.
That's
in
the
cards
for
us
I
also
have
started
a
third-party.
It
cost
Benchmark.
So
we're
we're
probably
about
halfway
through
they've,
been
Gathering.
The
data
they've
got
a
database
of
other
I.T
organizations
that
are
about
our
size,
some
of
them
government.
R
Some
of
them
are
not
and
I'd
like
to
get
an
idea
about
where,
where
our
total
spend
is
and
kind
of
the
percent
of
it
to
see.
You
know
if
we're,
if
we're
kind
of
in
the
ballpark
of
where
we
should
be,
and
then
the
I.T
service
management.
Our
help
desk
system
is,
is
a
little
old
and
it's
difficult
to
use,
and
so
I'd
like
to
see
if
we
could
get
that
replaced.
I
think
we
get
kind
of
a
double
benefit
from
that,
so
it
will.
R
It
will
help
us
to
I
guess
be
a
little
more
efficient
and
effective
in
terms
of
responding
to
the
request
for
the
users
and
it'll
also
be
a
little
easier
for
people
to
do
self-service.
So
I'll
have
hopefully
a
balanced
management
piece
of
this,
and
you
know
people
won't
always
have
to
call
to
request
help.
So
we've
got
that
on
a
tap
major
contracts.
I
guess,
like
I,
said
the
antivirus
and
security
monitoring.
We've
got
that
coming
up
and
Telecom
expense
management.
R
R
P
I'm
sure
I
appreciate
the
presentation.
It
obviously
does
a
lot
of
good
work
and
it's
hard
to
kind
of
digest.
All
of
it,
I
think
for
me
as
I'm
looking
through
this
budget,
it's
even
more
confusing
only
because
there's
so
many
different
buckets
right
of
what's
coming
in,
what's
going
out
trying
to
wrap
my
head
around,
all
of
it
is
pretty
tough
and
especially
if
you
feel
your
pain
as
a
new
commissioner.
P
P
Ultimately,
the
cost
not
to
me
individually,
but
maybe
to
the
department,
is
multiple
acts
of
that
800
tablet
right
or
whatever
the
case
is
so
given
that
I'm
curious,
what
steps
are
in
place
right
now
to
kind
of
reevaluate
that
that
internal
rate,
if
you
will
the
restructure
to
ensure
that
that
cost
is
representative
of
maybe
but
more
of
a
true
market
value?
You
know,
knowing
that
we
have
to
pay
a
little
bit
for
premium
for
your
your
services,
your
time,
your
experience,
all
of
that,
but
to
keep
at
least
reasonable
yeah.
R
So
I
I'll
give
you
I'll,
give
you
a
two-part
answer,
so
one
of
them
I'll
try
to
answer
the
question.
The
other
one
I'll
just
give
you
my
thoughts.
So
the
answer
to
your
question
is:
it
goes
back
to
the
raid
study
that
the
finance
wants
to
do
so.
There's
a
you
know,
I've
seen
this.
You
know
before
with
these
chargeback
mechanisms
and
I,
don't
I
don't
want
to
blend
it.
So
the
rate
study
will
help
to
to
save
the
laptop's,
not
800.
It
will
be
something
less.
R
The
reason
that
the
laptop's
800
is
that
they
we
need
a
way
to
try
to
take
the
bucket
of
all
of
the
I.T
costs
and
kind
of
spread
it
around
the
Departments
and
get
it
back
right
so
that
the
whole
chargeback
they
can
keep
it
solid.
R
The
laptop
is
is
something
that
many
people
have,
so
you
get
network
charges
and
stuff
that
are
locked
into
the
laptop.
So
it's
not
just
the
laptop
there's
other
it
overheads
that
are
rolled
into
it
and
I
think
that
they
pick
that,
because
it's
kind
of
a
common
thing,
the
rate
study
I,
think
will
will
make
it
more
accurate
to
say:
okay.
Well,
the
laptop
is
less,
but
now
there'll
be
charges
for
the
phone.
There
might
be.
You
know
a
wireless
charge
so
so
that
I
think
is
kind
of
the
official
answer
to
that
now.
R
This
is
sort
of
my
personal
opinion,
and
you
know
Finance
may
be
mad
at
me
for
saying
this,
but
I
I
I
feel
like
so
I'm
gonna.
Do
this
third
party
cost
study
for
it
and
we'll
give
an
answer
back
from
them
and
it'll
either
be
pay.
The
cost
for
your
I.T
Department
are
on
par
or
they're,
not
and
they're
going
to
be
able
to
say
you're
heavy
here,
you're
light
here
whatever.
R
But,
let's
assume
that
we're
kind
of
middle
of
the
bell
curve
on
that
having
these
charges
back
to
the
Departments
puts
us
in
a
bad
situation,
because
people
psychologically
and
emotionally
feel
like
it's
like
we're
taking
their
money,
but
we're
not
really
taking
their
money.
You
know
so
other
departments
also,
you
know
HR
and
I'm,
assuming
that
these
other
things
have
have
some.
You
know
it
takes.
It
takes
money
to
run
a
department
and
we
end
up
having
these
I'll
call
them
dysfunctional
conversations
about.
Well.
What,
if
I
give
you
back
three
laptops?
R
Can
you
give
me
twenty
four
hundred
dollars
and
I?
Can't
it's
not
my
job
yeah
well,
and
even
if
I
could
I
can't,
because
there's
Distortion
to
the
number,
and
so
it's
selfishly
from
an
I.T
perspective,
it
would
be
great
if
I
could
just
take
the
lump
of
money
and
say
you
know
if
we
can
figure
out
a
way
to
fairly
distribute
this,
so
that
it's
not
tied
into
these
discrete
things,
and
then
we
could
maybe
move
the
conversation
to.
R
How
can
I
T
maybe
be
more
helpful
to
you
to
try
to
to
you
know
I
mean
at
its
best
right.
It's
a
is
a
force
multiplier
right.
It's
an
amplifier,
well
I'd,
rather
not
spend
so
much
time
time
with
people
and
it's
on
both
both
sides
right
we
send
the
bill
and
then
people
look
at
the
bill
and
then
I
get
feedback
about.
Well,
there's
there's
errors
in
the
bill
which
there
are
errors
in
the
bill.
R
So
then
I've
got
to
have
our
budget
folks
say:
oh
oops,
we
typed
the
thing
in
the
wrong
line
or
we
triple
charge
you
for
this.
It's
just
a
lot
of
it's
just
a
lot
of
craftiness
now
I
get
in
because
you
know:
there's
chargeback
mechanisms
that
there's
probably
laws
I'm
assuming
these
laws.
There's
things
I'm
trying
to
build
a
bridge
back
to
finance,
there's
probably
reasons.
You
know,
good
reasons.
Why
we're
doing
this
and,
like
I
said
with
the
five
funds?
R
I'm
sure
there's
reasons
for
all
that,
but
I'm
I'm
with
you,
because
it
as
I'm
looking
at
our
you
know,
multi-page,
you
know
budget
deck,
it's
difficult
for
me
to
follow.
Honestly
as
well,
there's
a
lot
of
ins
and
outs,
and
a
lot
of
this
I
feel
is,
is
I,
don't
want
to
say
it's
abstract,
but
I
mean
it's
not
actual
entire
dollars
right
so
so,
but
to
take
us
to
go
back
to
your
point.
It's
it's
really
not
800
for
the
tablet.
R
P
Are
we
hoping
once
this
rate
studies
done
and
all
the
dust
is
settled?
It's
gonna
be
a
cleaner
way
to
report.
This.
Is
that,
ultimately,
where
we're
heading
or
because
I
appreciate
what
you're
saying,
but
at
the
end
of
the
day,
it
won't
help
me
even
next
year,
when
we're
sitting
here
and
I'm
still
going
to
be
a
deer
in
the
headlights
trying
to
digest
I.T.
R
Yeah,
so
so
some
of
the
complexity
I
agree
with
you
probably
won't
go
away
just
because
of
the
nature
of
it
right
I
mean
in
the
way
that
we,
you
know
the
way
that
we're
billing
in
the
50-minute
increments
and
everything
it's
almost
like.
It's
a
law,
firm
and,
and
that
also
discourages
you
know
constructive
engagement
right,
because
if
someone
says
hey,
I
have
a
question:
well,
okay,
you
know
technically
I
need
to
get
a
ticket
and
all
that
and
there's
reasons
for
all
this
right.
R
I
mean
it's
developed
over
time,
but
but
if
we,
if
we
think
about
you,
know,
Reinventing
and
transforming
I.T
I
think
that
this
is
some
things
that
we
could
consider
as
trying
to
streamline
some
of
this.
So
the
rate
study
should
make
the
distribution
of
the
costs
more
representative
of
the
actual
costs,
but
in
a
way,
it'll
make
the
problem
worse.
I
think
because
now
there'll
be
more
things
that
get
charged.
R
So
unless
we
go
to
some
sort
of
a
model-
and
this
is
where
I'm
completely
out
of
my
depth-
because
I'm
a
technology
guy-
but
if
we
say
all
right
number
of
people
per
department
or
we
come
up
with
some
sort
of
a
index
of
I.T
intensity
or
something
some
way
to
take
the
bucket
of
money-
that
it
takes
to
run
I.T
and
fairly
distribute
that
across
the
Departments
I
think
that
would
be
easier
right.
But
the
fact
remains:
we've
got
a
lot
of
projects.
We've
got
a
lot
of
contractors.
R
We've
got
a
lot
of
external
suppliers,
we've
got
software
Hardware,
so
just
the
nature
of
it.
There's
a
lot
of
moving
pieces
to
it
and
we,
you
know
we're
going
to
be
stuck
with
that
I
think,
but
trying
to
kind
of
rock.
How
does
how
you
know
the
puts
of
the
takes?
You
know,
that's
I
think
it
could
be
cleaner,
but
it
might
not
be
simpler.
R
A
Say
I
would
draw
oh
okay,
commissioner.
Cabell
thanks.
F
Right
because
I've
wondered
that
as
well
about
right
if
HR
build
the
same
way,
it
does
then
like
every
Department
would
have,
however
much
more
money.
But
then
it
would
just
feel
nonsensical
and
kind
of
ask
the
knife
but
you're
the
ones
that
do
it.
So
a
lot
of
us
get
frustrated
with
your
department,
because
it's
confusing,
but.
F
Like
yeah,
like
you're
taking,
or
that
it's
a
good
way
to
hide
money,
not
that
you're
doing
anything
nefarious,
but
it's
like
what
is
the
true
cost
of
your
department.
So
I
appreciate
you
lifting
that
up.
F
Is
there
and
forgive
my
ignorance,
because
again
understanding
how
the
money
flows
for
finance
or
for
facilities
right,
they
have
a
CIP
right,
a
capital,
Improvement
plan
and
a
fund
for
that.
We
put
x
amount
of
dollars
in
it.
So
then
we
know
okay.
This
is
coming
from
that
fund
and
it's
been
planned
out,
so
it's
very
procedural,
so
I
mean
I
think
we
would
let
them
get
away
with
spending
all
sorts
of
crazy
money.
F
As
long
as
it
was
not
a
budget
amendment
that
added
to
you
know
because
we're
like
oh
yeah,
we
already
talked
about
this
I
mean.
Do
you
do
that
because
it
doesn't
feel
like
it
and
then
we
get
super
pissed
and
if
you
just
had
like
more
truth
in
how
much
computer
stuff
costs
like
a
CIP
for
it,
do
you
have
that
so.
R
So,
between
these
five
funds,
I
suppose
we
have
buckets
of
money
where
I
take.
Is
the
money
right
but
like
in
terms
of
what
is
it
cost
I
mean:
we've
we've
got
the
total
bill,
so
you
know
it's
it's.
Basically
it's
staff
hours,
it's
your
Hardware
software
and
then
you
know
these
contractors
and
then
some
cloud
services
right.
So
we've
got
Professional
Services
in
the
contract.
Services
Professional
Services
is
people
mostly
and
major
projects,
and
then
the
The
Contract
Services
is
more
workday
Office
365
at
Cloud
stuff.
R
So
we've
got
big
buckets
that
and
you
know
a
lot
of
this.
We
get
invoices
for
or
we
track
it
very
granularly.
So
I've
got
a
number
and
that's
that's
really.
This
third-party
cost
Benchmark
that
I'm
doing
with
infotech
we're
giving
them
all
of
this
and
they're
trying
to
map
it
and
compare
it
to
other
organizations
because
I
I,
don't
you
know
I
mean
it
seems
brightish
to
me.
R
But
I
would
like
some
extra
validation
to
say
yeah
the
spend
seems
good,
but
the
the
project,
so
the
the
project
work
I
think
is
where
we
get
variability
because
and
I
don't
I.
Don't
want
to
make
excuses
for
it,
but
the
projects
can
be
complex
and
we
have,
because
of
unforeseen
incompatibilities
and
all
the
different
layers
of
the
stack
there's
problems
that
need
to
be
worked
out,
and
so
sometimes
you
need
experts
to
come
in
and
say
well.
R
This
thing
should
be
working,
but
it's
not,
and
so
there's
some
unpredictability
there,
but
but
in
general
I
think
you're
right
I
mean
we.
We
could
say
you
know
here's
here's,
what
I
T
costs
and
we're
going
to
do.
You
know
like
to
keep
the
lights
on
money
and
then
we
can
build
back
for
projects.
Maybe
I
mean
there's
different
ways
that
we
can
think
about
trying
to
work
this
but
I.
R
You
know
at
the
end
of
the
day,
if,
if
the
costs
come
back,
that
they're
they're,
reasonable
and
I
want
to
be
fiscally
responsible,
I,
don't
want
to
say
okay
well,
you
can
always
do
better
with
the
cause,
but
it
sort
of
caused
what
it
costs
to
have
a
department.
And,
however,
we
want
to
recover
those
costs.
I
guess
we
need
to
figure
out
like
how
to
do
that
and
stay
within
the
claw.
But
there's
a
lot
of
to
me.
R
You
know
this
is
where
I'm
out
of
my
depth
a
little
bit,
because
I
got
a
long
technology
kind
of
a
finance
guy,
but
but
I
I
think
we
share
the
pain
of
this
right,
yeah,
so
I'm
trying
to
explain
it
and
it's
you
know
again:
I've
got
a
huge
pack
of
stuff
and
I've
sat
with
the
staff
and
got
some
notes,
but
it's
it's
very.
F
Complex
understood,
okay!
Well,
thank
you
for
that.
You
mentioned
something
that
made
me
go
because
you
said
you
prefer
to
rebid
stuff
versus
renew
it
yeah.
Can
you
just
kind
of
pontificate
on
that
for
us,
so.
R
There
are
well
I'll
start
with
the
reasons
why
we
renew
right.
So
there
are
I,
don't
know
a
couple
couple
dozen
maybe
suffer
software
and
Hardware
products
that
we
have
that
we
probably
are
going
to
keep
in
the
long
term,
so
like
Microsoft,
is
always
a
good
example
for
this,
because
they
have
a
lot
of
Market
presence
and
the
alternatives
to
it
aren't
great.
We
could
go
with
the
Google
Suite
G
Suite.
We
could
go
with
like
a
LibreOffice,
open
source
thing.
R
The
challenge
with
those
is
you
know,
so
the
open,
Office
stuff
is
free,
but
there's
huge
retraining
for
the
end
user,
there's
always
compatibilities
with
the
documents
formats,
and
so
you
get
a
lot
of
operational
drag
trying
to
do
something
like
that.
The
G,
Suite
I
think
is
more
competitive,
but
if
you
know
you
know,
if
you
are
working
with
other
external
entities,
you're
still
going
to
get
some
compatibility
stuff.
So
so
we've
got
Microsoft,
The,
Office,
365
and
the
cloud
I
think
is
good.
People
can
access
it
remotely.
It's
web-based
right.
R
We
get
the
terabyte
of
storage
with
OneDrive,
so
there's
things
to
like
about
it,
but
Microsoft
like
any
large
companies,
sort
of
capitalizes
on
the
market.
Dominance
right
and
I
think
that
this
would
be
true
of
any
cloud
provider.
If
we,
you
know,
went
heavy
into
Amazon,
there's
a
lot
of
lock-in,
so
you
know
I,
guess
getting
back
to
this
dynamic
balance
thing
with
it.
R
Some
of
the
stuff
I
feel
like
we
don't
have
a
whole
lot
of
choice.
That's
the
stuff
where
we
do
I
try
to
kind
of
keep
a
balance
between
I'm
private
and
the
cloud
I
would
prefer
to
get
the
stuff
into
the
cloud
that
makes
sense,
but
I
always
wanted
a
skatepatch
to
say.
Well,
if
all
of
a
sudden
someone
wants
to
crank
up
the
rates,
we
at
least
need
to
be
able
to
have
credible
threat
back
and
say
well,
I'll,
just
pull
it
back
up
for
him.
R
So
there's
it's
a
bit
of
a
a
bit
of
a
juggling
and
kind
of
a
judgment,
call
to
say
how
much
of
what
you
know
of
that.
R
So
that's
kind
of
the
case
to
say:
well,
let's
not
do
them,
but
the
case
for
doing
it,
though,
is
that
we
could
uncover
competitors
in
the
space.
So
I'm,
not
I'm,
not
watching
every
space
of
I.T,
like
a
hawk
I,
mean
I,
will
know
if
there's
Microsoft
competitor,
but
if
it's,
if
it's
something
like
more
of
a
niche
product
where
maybe
there's
a
startup,
that's
doing
a
great
job
and
we
would
benefit
cheaper,
better
service
or
whatever
doing
health.com.
R
So
it's
just
again,
it's
a
balance
of
the
organization
to
say:
okay,
we're
going
to
put
together
an
RFP.
We
have
to
figure
out
what
scoring
criteria
is.
You
know
it
takes
a
while
and
if
the
staff
is
working
on
that
they're
not
working
in
projects,
so
you
know
I
I've
started
to
go
down
a
path
of.
Is
there
a
way
we
can
do
kind
of
more
of
a
skinny
art?
R
Yeah
I
still
want
to
have
competitive
bidding
and
I
I,
don't
want
to
end
up
in
Nora's
jumpsuit,
but
is
there
a
way
that
we
could
kind
of
say?
Okay,
let's
narrow
the
products
down
to
like
the
top
five
or
whatever?
We
could
get
that
from
one
of
our.
You
know
other
sources
or
maybe
we
could
look
at
other
counties
and
then,
with
this
kind
of
skinny
version,
it
would
help
us
do
it
quicker
and
we
would
it
would
be
less
burden
so
for
us
to
fit
it.
F
But
oh
yeah,
yeah,
okay,
I,
noticed
just
two
more
questions.
If
you
don't
mind:
okay,
in
your
from
fiscal
year,
23
to
fiscal
year,
26
your
budget,
seven
million
dollars
right
now
so
which
I
understand
is
you
know
one
percent
change
from
25
to
26
4
from
25
24
to
25.
But
one
I
say
that,
because
earlier
today
we
spent
an
hour
arguing
over
700k.
E
A
R
The
contracted
Services,
that's
mostly
the
the
software
as
a
service
piece
of
the
cloud
stuff.
So
it's
the
workday,
it's
the
Microsoft
Office,
there's,
there's,
there's
I!
Think
Paul
tricks
is
in
there
for
like
half
a
million
I,
think
that
was
our
phone
that
was
coming
back
into
into
it.
R
R
I,
don't
know
I,
don't
want
to
say
it's
the
nature
of
I.T,
but
but
it's
costly
across
the
board
right
salaries
are
high.
Consultants
are
expensive,
although
the
hardware
you
know
with
with
Moore's
Law
right,
you
get,
you
get
more
bangs
on
the
buck,
but
it's
not
necessarily
cheaper,
because
you
know
you're
still
paying
a
lot,
but
you
can
get
more
for
it
and
you
know,
is
it?
Is
it
fair,
probably
not
but
I
think
it's
it's
unfair
in
the
same
way
that
a
lot
of
stuff
is
unfair.
R
You
know,
I
mean
I,
don't
know
and
could
we
could?
You
know
because
I.T
to
me
is
a
lot
of
it
is
dynamic
balance
plus
optimization
problem
right.
So
if
we
say
hey,
I
really
want
to
drive
the
cost
down.
Well,
there's
there's
strategies
you
can
use
to
drive
the
cost
out,
but
then
it's
going
to
be
at
what
at
what
other
costs.
So
it's
either
going
to
be
it's
harder
to
use
it's
less
secure.
We've
got
training
issues,
you
know.
Maybe
we
will
have
more
smaller
products,
and
so
then
you
get
higher
support.
R
From
my
perspective,
there's
really
no
Silver.
Bullet
to
I.T
it's
just
you
know:
how
can
you
make
it
less
bad
and
where?
Where
do
you
want?
Where
do
you
want
the
good
to
be?
There
are
companies
that
and
I
don't
know
about
government
so
much,
but
you
know
you
could
say
all
right,
I'm,
a
marketing,
firm
and
so
I
want
IIT
to
do
like
digital
brand
stuff,
okay.
Well,
you
can
tune
an
I.T
organization
to
do
that.
R
What's
difficult
and
I
think
it's
a
special
challenge
of
of
government
I.T
is,
you
know,
we've
got
to
be
Walmart
and
even
markets.
At
the
same
time,
there
are
people
that
say:
Hey
I
want
iotit
to
be.
You
know,
commodity
products
that
are
as
cheap
as
I
can
because
I
want
to
take
money
and
do
other
stuff
with
it,
which
is
valid.
There
are
other
organizations
that
say
Hey
you
know
my
stuff
is,
is
unique
and
so
I
want
a
lot
of
custom
and
I
want
a
lot
of
Consulting
and
I.
R
Want
you
guys
to
help
us
to
figure
stuff
out,
and
you
know
typically
that
would
be
two
different
Consulting
companies
right,
but
instead
we're
under
a
single
umbrella.
Where
it's
doing
our
best
to
try
to
serve
the
different,
the
different
needs
of
all
the
different
departments-
and
you
know
I,
guess
I
guess
like
any
organization
that
tries
to
be
everything
everyone.
Sometimes
we
fall
short
on
all
on
all
marks.
F
Okay,
my
last
question
was
about
some
Professional
Services
you,
you
have
a
lot
of
them,
but
there
was
one
well
there's
two
quick
questions
which
one
was
about
clock.
So
this
is
in
there
it's
it's
for
like
ten
dollars
or
something
okay,
so
I
just
don't
know
what
that's
about
block
yeah,
because
it's
a
license
plate
camera
technology
and
actually
Inferno.
We
just
had
a
big
contentious
thing
about
this,
because
do
we
want
to
have
at
the
entrance
we
bought
a.
F
Can
take
pictures
of
everyone's
license
plate
and
then
track
people
with
their
license
plate
and
so
I?
Don't
know
why
you
just
spent
ten
dollars.
I
heard
you
know
your
predecessors
spent
ten
dollars
on
a
license
plate
camera
system
that
Ferndale
paid
like
two
million
dollars
for
so
I.
Don't
know
what
that
is,
and.
R
Then
the
other
one
is
I,
don't
know,
I
see
it
on
the
peg
license
plate
cameras.
R
Yep,
so
if
your
storage,
that
for
sure
is
not
going
to
be
a
dollar
so
sure
that
must
be
a
placeholder
or
something
Pure
Storage
is
is
kind
of
our
next
version
of
the
storage
of
the
data
center.
So
it's
like
solid
state
disk
stuff,
flash
flash
drive,
so
it's
yeah,
so
that's
part
of
the
it
research
monetization,
okay,
so
yeah
I,
don't
I,
don't
know
why
that's
a
dollar!
It's
probably
going
to
be.
F
R
Windstream
has
a
strange
story,
so
I
think
they
actually
went
out
of
business
and
were
bought
by
another
company.
So
they
they
do
our
fiber
optic
network
maintenance
stuff
and
we
also
use
them
for
one
of
our
data.
Centers
called
Data
Center.
R
M
M
C
Know
so
I
think
it's
probably
a
combination
of
you
know,
purchasing
in
the
department.
You
can
see,
there's
several
contracts
and
we
have
several
yeah
contracts,
so
I.
F
R
And
it
may
be
I,
don't
like
I,
don't
I,
guess:
I,
don't
know
the
backstory
that
one
lineup
she
probably
is
in
there
in
some
other
level
right
but
but
yeah,
because
I
can't
imagine
that
we
would
have
missed
the
three
stores.
But
but
I
guess
to
the
point
of
you
know
the
Professional
Services
thing
I
think
it's
a
point
of
the
past.
They
did
a.
They
did
an
RFP
for
I.T
contractors
and
I
think
it
was
awarded
to
many
I.
Think.
R
We've
got
about
60
contractors
that
are
here
but
I
think
we've
got
a
lot
of
companies
that
can
provide
folks
with
different
skill
sets
and
different
rate
cards,
and
so
I
think.
That's
why
there's
so
much
Professional
Services
is.
If
we
need
a
business
analyst,
we
would
go
out
to
the
pre-qualified
vendors.
They
would
send
the
stuff
in
and
we
would
pick
one
so
we
might
have
one
from
the
company
but
they're
on
the
list,
because
they're,
a
potential
provider
so
I
think
that
that
adds
some
magnitude
that
maybe
isn't
necessarily
there.
Okay,
thank
you.
N
N
So
I'll
lay
that
up
for
someone
to
respond
to
at
some
point.
If
you
know
now,
that'd
be
cool,
but
it
says
the
planned
use
of
the
fund
balance
to
equal
approximately
42
million
over
the
next
three
years.
Is
there
enough,
in
that
fund
balance
to
cover
this
growing
shortfall,
foreign.
N
R
Well,
so
our
applications
team
has
people
that
support
information
systems
right.
We
have
database
analysts
that
they're
administrators
that
do
that
sort
of
thing,
I
think
that's
I,
think
actually
a
lot
of
the
work
that
it
does
is
really
around
information
systems
and
processing
right
but
and
I
guess-
and
this
goes
back
to
my
trying
to
find
a
perspective
for
the
presentation.
So
a
lot
of
the
stuff
I
talk
about
is
more,
you
know,
speeds
and
feeds,
but
from
an
end
user
perspective,
I
think
the
experience
I.T
through
applications
great.
N
And
are
you
you
coordinating
with
for
here
because
it
sounds
like
we
spend
so
much
information
coming
along
to
us
over
the
last
couple
of
days,
but
if
I
remember
correctly,
the
board
will
have
a
way
to
make
sure
that
our
our
resolutions
that
we
voted
on
in
our
minutes
of
things
like
that
are
on
the
web
relatively
quickly.
Maybe
three
weeks
past
the
time
that
we
voted
on
it
is
that
coordinated
with
you
all?
Do
you
have
someone
who
writes
code
here
or
they
it's
outsourced.
R
Well,
so
we
do
have
application
developers
that
are
you
know,
on
our
staff.
We
also
have
you
know,
providers
that
host
things
in
the
web
I
think
the
external
website's
hosted
by
a
third
party,
a
part
of
the
the
our
one
called
the
real
org
with
our
business
relationship
managers,
the
board
I
think
so
Tammy
Shepherd
is
now
the
brn
for
the
board.
I
think
she
has
recently
met
with
Patty
to
talk
about
what
you
know
specific
needs.
R
Does
the
board
have
and
then
how
we
can
kind
of
get
that
get
that
in
our
pipeline?
So
if,
obviously,
if
there's
things
where
there's
too
much
delay
or
you,
you
know,
we
could
improve
a
process
totally
open
for
that.
N
Last
question:
we
just
had
an
election
yesterday.
Obviously
people
were
looking
at
the
web
and
it
it
redirects
you
to
an
external
site,
who's
that
site
and
who's
responsible
for.
R
It
so
that's
a
good
question:
I,
don't
exactly
know,
I
was
so
we
had
a
team
of
I.T
folks
that
were
in
teach
chat.
Last
night
we
were
watching
the
election
just
to
make
sure
everything
was
going.
Okay
and
you
know,
I
saw
that
I
think
Berkeley
preciate
five
seemed
like
it
was.
R
It
was
the
last
the
last
one
in,
but
I
also
noticed
that,
yes,
it
seems
like
there's
even
a
third
website,
so
I've
got
a
request
into
one
of
my
folks
to
give
me
some
whiteboard
chalk
talk
around
what
the
flow
of
that
is
because
I
don't
know.
R
N
R
Yeah
and
I
I
guess
I
I
guess
I
would
like
to
figure
out
like
why.
Why
is
that?
The
URLs
are
quick
right.
Maybe
we
can
change
URL
in
a
minute
or
two,
but
I
I
would
need
the
backstory
about
what
what's
the
architecture.
Why
is
it?
R
You
know
like
what's
the
story
beyond
the
story,
so
you
know
since
I'm,
you
know
before
I
do
I
I've
told
some
of
my
folks
that
I
feel
like
we're
at
the
most
dangerous
time,
because
I've
I've
been
here
about
three
months
and
I'm
like
a
teenager
that
thinks
he
has
all
the
answers
now.
I'm,
like
you
know
what
we
need
to
do
is
this,
but
there's
reasons
why
things
are
the
way
they
are
and
so
I
want
to
kind
of
take
a
step
back
and
say:
okay
well
before
I
go.
N
A
You
okay,
we're
running
a
little
bit
over,
but
commissioner,
okay.
A
A
C
A
A
I
mean
I
think
your
position
is
intended
to
be
a
fresh
set
of
eyes
of
eyes
and
I'm
glad
to
see
that
that's
how
you're
in
a
you
know,
your
the
people
in
your
department
are
awesome.
We've
all
had
lots
of
support
from
it
over
the
years
in
lots
of
different
ways,
but
I
think
it's
kind
of
universally
I,
don't
think
I'm
speaking
out
of
school
to
say
we
all
kind
of
think
it's
a
little
hard
to
follow
and
more
cumbersome
than
it
needs
to
be
so
I'm
glad
that
you
know
you're.
R
Yeah
I
would
agree,
I
mean
it's
hard
to
follow
by
its
nature.
The
cumbersomeness
I
think
we
should
maybe
do
better
ones
and
I
agree
with
you.
I
think
you
know
so
far.
The
folks
are
well
intentions.
I
think
that
sometimes
you
know
some
of
the
process
is
overburden
them,
but
but
I
you
know,
I
I
think
we're
I
think
we
can
make
the
turn.
R
P
E
B
N
R
Sure
yeah
yeah
I'm,
the
first
to
admit
I'm,
not
a
science
but
I
mean
I'd,
be
happy
to
you
know
we
could
set
up
I,
don't
know
how
this
works.
If
we're
allowed
to
set
up
offline
meetings
or
whatever
I'm
happy
to
bring
the
budget
folks,
and
we
can
try
to
go
deep
dive
into
some
of
the
some
of
the
numbers
we
can
drag
Finance
into
it.
A
I'm
wondering
if
maybe
you
know,
we
have
a
separate
discussion
of
this
in
a
finance
committee
meeting
in
a
month
or
two.
You
know
after
we're
through
the
budget
process
and
all
that
stuff,
but
you
have
so
much
going
that
you're
trying
to
make
happen
that
we
would
like
to
understand
and
be
part
of
I
think.
The
finance
committee
is
a
good
place
to
to
review
that
or
Economic
Development
either
one
just
to
come
and
make
a
presentation
of
where
you're
at.
But
let's
give
you
enough
time
to
okay.
O
M
T
F
A
P
U
M
U
I'm
trying
not
to
eat
for
a
while
I
do
pick
fasting
periodically.
So
you
know
we'll
answer
a
lot
of
questions.
I'll
try
to
be
brief,
but
in
terms
of
the
overall
just
a
quick
look,
there's
three
new
general
fund
positions,
which
are
actually
to
replace
three
positions
that
are
currently
funded
under
a
body
worn
camera
brand.
So
obviously
we
want
that
program
to
continue
the
remaining
position.
Changes
are
budget
neutral,
so
that's
kind
of
where
we
are
on
that.
U
We
do
have
some
specific
things.
If
you
want
to
get
into
the
Marine
Patrol
budget,
we
have
about
a
hundred
thousand
left
from
additional
Marine
Patrol
assignment
in
FY
22
and
we'd,
like
to
kind
of
break
it
up
and
allot
it
to
the
two
forthcoming
years.
To
continue
to
enhance
that
kind
of
Patrol
is.
T
U
And
ask
for
more
money:
it's
just
how
we
allocate
what
you've
already
set
aside.
Okay,
yes,
maybe
I
guess
to
skip
to
the
our
top
three
goals:
still
building
a
state-of-the-art
training
center
and
Dispatch
Center.
U
Obviously,
the
cost
of
this
is
going
to
go
up
dramatically,
given
what's
happened
with
inflation
and
materials
and
everything
else
I
think
we're
going
to
get
a
bit
of
sticker
Shack
and
we
might
have
to
kind
of
reposition
what's
critical
and
what's
desired,
but
the
actual
physical
training
center
and
Dispatch
Center
We
Believe
are
critical,
what's
in
them,
ultimately,
where
I
have
figure
out
based
on
price
points,
but
you
know:
we've
never
had
a
dedicated
purposefully
built
training
center
in
this
County
and
for
me,
the
best
way
to
have
better
police
outcomes
is
better
hiring
and
better
training
and
amazing
job.
U
U
Some
corrections
can
train
in
there
and
an
actual
mock-up
of
a
courtroom,
so
our
Court
deputies
could
train
for
an
emergency
in
a
similar
scaled
room
and
react
and
if
something
horrific
happened,
because
you
know
obviously
in
our
business
as
I
said
this
a
lot
hope
and
prayer
is
part
of
what
we
do.
But
that's
not
a
strategy
preparation
is
so
training
allows
us
to
be
prepared
for
things
that
we
might
face.
We
hope
and
pray
it
never
happens,
but
we
have
to
be
running
in
case.
U
It
does,
and
obviously
we
were
touched
by
such
a
tragedy
right
here
in
Oakland
County,
not
that
long
ago.
That
still
affects
us
all
to
this
day,
so
Training
Center
still
at
the
top
of
our
list,
yeah
taser
replacement.
We've
been
talking
different
folks
about
that,
and
one
of
it
may
deal
with
language
on
how
long
you
can
lease
versus
some
of
the
programs
that's
available
from
vendors
and
I
think
we
have
a
three-year
cap
on
the
lease
programmatically
from
the
county.
Some
language
like
that,
but
anyways
we're
trying
to
work
through.
U
How
do
we
get
the
newest
tasers
because
they
give
a
lot
more
distance
flexibility
and
capability
for
less
and
lethal
situations
that
we
think
are
important
for
us
to
have
to
stand
back
at
a
farther
distance
to
give
people
a
chance
to
kind
of
work
through
that
crisis
before
they
have
to
get
into
that
dangerous
situation,
and
these
allow
both
farther
distance
stand
back,
but
also
multiple
capacity.
It's
a
much
improved
version.
U
For
all
the
different
funding
things
we
didn't
get
any,
we
included
it
in
our
request
to
the
county
executive
that
wasn't
included
so
we're
trying
to
work
through
a
process
that
ultimately
will
obviously
be
in
close
communication
with
all
of
you
and
maybe
how
we
move
forward
with
this,
because
we
think
it's
real
important.
Our
a
lot
of
our
tasers
are
end
of
life
and
they're
they're,
not
being
serviced
or
warranted.
Obviously,
at
this
point.
U
Ongoing
Staffing
and
recruiting
you
know,
we
have
I
think
at
this
point
somewhere
around
26
28
positions
that
are
open
and
critical
positions,
but
that
doesn't
take
into
account
that
a
lot
of
the
people
we
have
hired
still
aren't
their
own
operations
operationally.
Yet
so,
for
example,
we
may
have
like
we
have
18
deputies
still
in
fto.
U
So
while
we
have
those
positions
filled
they're
not
out
on
their
own
doing
the
job,
we
have
12
still
in
Corrections
training,
we
have
10
dispatchers
still
in
training.
So
if
you
add
that
up,
obviously
that's
40
that
are
hired
but
they're
not
operational
on
the
Standalone,
so
that
still
requires
other
people
with
them
or
other
peace
positions
to
be
covered
on
overtime,
so
work
in
progress.
We
appreciate
the
board
support
and
trying
to
get
four
people
in
the
door.
U
Our
HR
has
done
an
amazing
job
to
bring
a
lot
of
people
in
because
it's
it's
been
a
challenge
on
lots
of
levels,
because
you
know
the
analogy
that
I
use
is
that
if
you're
in
a
restaurant-
and
you
can't
fill
your
positions
or
you
have
vacancies,
you
can
close
a
section
and
hurt
your
bottom
line,
but
and
slows
your
service.
But
you
can
do
that.
We
can't
do
that.
We
can
say
we
can't
say
part
of
the
city
is
closed
tonight
or
part
of
the
jail
take
care
of
yourself.
U
A
U
A
balance,
the
good
the
good
thing
is,
we
do
a
more
Deep
dive
than
most
agencies
do
on
backgrounds,
and
you
know
the
probationary
period
allows
us
to
continue
to
Monitor
and
make
a
decision
more.
You
know
not
afraid
to
use
that,
because,
if
you're
not
cutting
the
mustard
as
they
say
in
the
first
six
months,
things
probably
aren't
going
to
change
much
right.
U
Okay,
Aviation
and
OverWatch
requests
have
gone
up
dramatically
and
obviously
that's
a
challenge
and
we're
going
to
be
communicating
more
how
we
replace
those
into
life
aircraft,
but
post
Parade,
shooting
Highland,
Park
Illinois,
where
a
rooftop
shooter
at
a
parade,
obviously
open
fire.
More
and
more
police
agencies
are
asking
for
helicopter
OverWatch
on
their
events,
to
anticipate
that
Potential
Threat,
and
so
you
know
just
what
we
have
coming
up
kind
of
a
repeat
of
what
we
had
last
year,
just
in
July
from
July
forward.
U
We
had
Wixom
OverWatch
at
a
at
a
barbecue
event.
We
have
Royal
Oak
at
the
parade.
Pride
Parade,
the
Dream
Cruise,
runs
from
Ferndale
all
the
way
up.
The
State
Fair
in
Novi
Hearts
beats
and
eats
in
Royal
Oak
Franklin
Village
has
a
parade.
Ferndale
has
an
art,
fair,
Royal
Oak
has
a
bartoberfest.
Ferndale
has
a
pig
and
whiskey
event
and
Royal
Oak
has
a
Spooktacular,
so
all
of
those
events
were
covered
with
OverWatch
and
it's
not
just
the
aviation
that
goes
with
that.
U
It
comes
with
our
reacting
that
if
they
spot
something
now,
what
do
you
do
so
you
have
to
be
able
to
deal
with
it.
So
that's
where
our
Aviation
unit
is
unique,
but
it
also
increasingly
is
getting
requests
and
from
local
agencies
to
give
them
better
coverage
at
large-scale
Gatherings.
So.
A
U
Been
in
Texas
for
well
over
a
year,
oh
okay,
for
repair
issues
because
and
the
other
one
was
down
for
eight
weeks
for
repair
issues.
So
what
we're
trying
to
do
is
get
back
to
operational
status,
where
we
have
two,
because
what
happens
is
when
one
goes
down
for
maintenance.
You
want
to
have
the
other
one
and
for
a
Dream
Cruise
we
like
to
have
them
both
so
one's
up
and
one's
taking
a
rest
getting
fuel,
and
then
we
constantly
have
coverage
at
the
Dream
Cruise
the
whole
day.
U
So
that's
our
goal
is
to
get
back
to
two
functional
aircraft,
and
we
haven't
been
at
that
for
two
years
plus.
Are.
U
New
yeah
well
we're
actually
in
the
process
of
getting
some
updated
prices.
There's
two
major
suppliers
for
police,
Aviation
Bell
and
it
used
to
be
Eurocopter,
but
it's
Airbus.
So
those
two
are
the
ones
that
Supply
the
most
I
would
say.
You
know
one's
more
expensive
than
the
other.
U
Green
is
I'm,
just
throwing
a
three
million
green
means
without
all
this
accessory
equipment
without
the
FLIR,
which
is
forward-looking,
infrared
the
night
sun
which
illuminates
the
all
of
the
mobile
mappings
and
all
the
kinds
of
things
that
go
into
the
helicopter
to
make
it.
U
Well,
what
we're
trying
to
do
is
see
how
much
of
our
current
equipment
we
can
move
over
and
at
every
time
we
get
to
a
point
where
something's
got
to
be
updated
or
fixed.
I
keep
asking
the
question:
can
we
transfer
it
or,
let's
not
put
any
more
money
into
it?
So,
ultimately,
that
will
be
a
kind
of
a
game
day,
but
a
close
to
decision.
What
is
still
currently
viable
equipment
and
can
be
moved
over?
What's
it
into
life
and
it
doesn't
make
sense,
but
it's
it's
usually.
P
P
L
U
T
Yeah,
so
we
submitted
a
comprehensive
proposal
to
the
county,
exec
team,
basically
as
an
informational
package
to
say,
here's
the
history,
because
obviously
there's
a
lot
of
new
people
at
the
county
and
in
administration,
since
the
aircraft
were
first
purchased.
So
it
gave
all
the
historical
resolutions
all
of
the
enhancements
that
have
been
made
and
where
we
are
today
and
basically
asking
them
to
for
an
assessment
of
a
purchase
versus
lease
option
in
one
word
for
Central
County.
So
we
just
wanted
to
open
the
conversation.
A
T
Maintenance
yeah
and
then
the
the
one
in
Texas
is,
is
primarily
insurance,
so
we're
working
every
time
they
come
up
with
something
or
they
open
a
new
thing.
They
look
and
then
we
we
have
to
contact
the
insurance
company
to
say:
hey
was
this
part
of
the
insurance
or
not
so
much
we're
working
with
that?
So
we
hit
a
deductible
on
that
and
then
once
we
met
that,
then
everything
else
should
be
covered
by
insurance.
But
it's
you
know
it's
camera,
it's
video!
It's
it's
downlink!
T
T
J
A
A
Questions
sure,
okay,
let
me
see
if
anybody
punched
the
button.
U
That
was
a
brief
period.
We
had
one
that
has
pretty
much
been
handling
the
workload
but
because
of
it,
it
burned
through
its
regular
hours
and
hidden
its
maintenance,
Gap.
Okay,
and
then
we
got
a
number
of
requests
from
local
communities
that
we
couldn't
provide
crude
aircraft
support
for,
but
we
covered
it
with
drones,
but
the
problem
with
drones
is
you
can't
react
to
the
situation.
You
can
only
see
it
yeah,
okay
and
that's
a
huge
tactical
void
for
us.
F
U
U
Now
they
weren't
for
a
while
they
went
through
bankruptcy,
but
now
I
think
they
are,
and
the
state
police
assigned
one
of
their
chop
hers
pretty
much
to
that
area.
So
they
basically
are
running
two
helicopters
and
then
the
state
has
them
around
other
parts
of
the
state.
U
Okay,
which
makes
sense
because
Detroit
is
the
largest
local
police
agency
and
we're
second
imagine
the
whole
state.
When.
F
U
U
Our
point
of
view,
most
of
the
agencies
in
Oakland
are
too
tiny
to
have
expensive
equipment
and
we're
their
fallback.
We
work
closely
with
everybody,
so
you
know
they
call
us
for
SWAT.
They
call
us
for
helicopters,
they
call
us,
for
you
know
Marine
Division.
They
call
us
for
search
and
rescue.
It's
just
too
cost
intensive
for
each
agency
to
have
their
own.
Frankly,
it
doesn't
make
good
sense
for
the
taxpayers.
You.
A
F
So
then
I
was
wondering
also
so
Ferndale
just
created
a
police,
Advisory,
Board
and
I.
Think
they
make
recommendations.
Do
you
do
that
in
some
sort
of
fish
I
know
you
have
the
special
investigations
unit
to
handle
special
issues,
but
that's
all
internal.
Do
you
have
like.
U
That
external,
the
difference
between
yeah
I
mean
I,
do
have
a
sheriff's
relation
team
and
you
make
sure
that
you
get
feedback
from
the
community
and
it's
a
conduit
for
information
to
come
to
us
that
may
they
they
may
not
feel
comfortable
direct
to
us.
But
the
fundamental
difference
is:
there's
a
police
department
and
there's
a
sheriff's
office.
U
So
police
departments
are
a
component
that
are
underneath
someone
else
they're
under
the
mayor
or
the
city
council,
and
they
create
their
own
process.
The
sheriff's
office
I'm,
independently
elected
and
part
of
the
Constitution,
so
trust
me,
I
get
a
ton
of
feedback
everywhere,
I
go
and
you
know
we
engage
people.
We
have
that
Sheriff's
relation
team
I
have
the
sheriff's
advisory
committee.
I
have
a
bunch
of
avenues
for
it
that
are
there,
but
that's
the
fundamental
difference.
That's
why
we're
at
the
Sheriff's
Office
versus
the
Sheriff's
Department
many.
U
U
Well
again,
we
have
the
sheriff's
relation
team.
We
have
the
sheriff's
advisory,
so
we
already
have
a
number
of
mechanisms
to
seek
and
bring
in
more
information
and
more
feedback
and
I.
Think
it's
pretty
robust
and
on
top
of
that,
I
do
coffee,
with
the
sheriff
all
over
the
county
at
least
once
a
month
and
I
stand
outside
of
a
Kroger
or
Costco
for
two
to
three
hours
and
there's
no
shyness.
F
F
T
Right
this
is
the
training
training
yeah,
but
are
you
talking
about
specific
unit.
F
F
V
F
T
One
from
Southeast
Michigan,
that's
probably
in
a
special
Revenue
fund-
I,
don't
know
it's
not
in
our
general.
F
Okay,
so
then
maybe
training
is
like,
maybe
like
all
in
if
we
could
consider
okay
you're,
not
considering
that
stream
right,
that's
Community,
stuff,
okay,
all
right
and
then
my
last
question
was,
as
it
relates
to
training
so
6
million
and
then
right
we're
the
finance
committee.
So
we
were
kind
of
talking
about
this
today.
There's
a
lot
of
litigation
that
comes
to
us.
Well,
not
a
lot,
but
we
get
a
lot
of
litigation
and
then
we
have
to
pay
it
out.
F
Has
there
been
an
analysis
of
like
that
cost
benefit
or
the
relation
or
interplay?
There
is
there's
a
huge
connection
there.
That's
why
I.
U
U
You
know,
and
so
everything
you
wouldn't
think
of
that
intuitively
handcuffs.
Well,
that
was
a
huge
wave
of
litigation
all
across
the
country,
so
each
one
of
those
components
have
to
be
not
just
you
know,
thought
about,
but
trained
and
blacksmith
training
so
that
it
becomes
routine
and
when,
as
soon
as
you
hook,
somebody
up
you
know
how
you
put
them
in
how
you
double
lock,
how
you
all
of
that
is
all
part
of
it
and
that
helps
prevent
litigation,
and
it
also
helps
to
mitigate
litigation
when
it
comes
forward.
U
It's
because
we
can
then
turn
around
and
say
this
is
our
policy.
This
is
our
process.
This
was
done.
The
fact
that
matters
we
get
sued
all
the
time,
lots
of
stuff
that
you're
like
shaking
your
head.
You
know
we
got
sued
because
the
guy
was
being
woke
up
because
the
train
was
going
by
and
he
didn't
like
to
get
woke
up
in
jail.
So
I
mean
anybody
with
50.
Bucks
can
sue
us,
but
having
the
training
records
and
all
the
things
that
go
with
it.
Lots
of
times
lead
to
a
better
outcome.
U
E
Million
dollars
and
because
I've
tried
in
some
of
these
committees
with
finance
and
for
some
of
you
know,
I'm
not
always
supportive,
but
sometimes
we
have
to
settle
and
because
it's
better
to
settle
than
to
take
it
to
court.
But
there's
some
of
them
were
honestly
I
sit
there
thinking.
We
should
fight
it,
but
the
recommendation.
The
business
decision,
I
guess,
is
to
sell
so
some
of
those
dollars
yeah
may
not
have
been
paid.
Have
you
fought
it
in
mind?
Sometimes.
U
It's
more
expensive
to
fight
something,
even
if
you
believe
you're
in
the
right,
and
so
it
becomes
a
business
decision
which
we
hang
because
it
it
can
be
a
self
feeding
process
where
they
see
your
remark,
so
we've
tried,
as
best
we
can
to
strike
the
balance
on
what
gets
settled
and
what
we
fight.
Because
in
a
lot
of
these
you
know
we
don't
think,
there's
any
wrongdoing,
but
it
becomes
a
business
question.
Well,.
F
U
U
F
T
Support
group
is
so
we
we're
deleting
one
of
the
part-time
non-eligible
deletions
is
in
training
and
then
they're
asking
for
it
full-time
they're,
implementing
a
new
software
system
right
now,
and
so
they
thought
that
it
would
require
very
full
time
sure
person
to
officially
take
that
on
and
take
out
those
Duties.
F
J
I
can
help
you
a
little
bit
so
Sheriff
set
up
a
that's
our
the
sheriff
relations
team,
the
least
one
we
have
in
city
of
Pontiac
was:
he
did
an
odd
call
to
call
out
local
leaders
activists,
whatever
we
formulated
it
though,
but
we
meet
with
him
currently
at
the
at
his
office,
and
we
debrief-
and
you
know
stuff
like
that,
so
we
mean
quarterly
in
the
commissioner
runs
it
just
so
you
know
that
that
was
one
that
we
still
took
the
initiative
to
push
it,
even
though
you
know
he
requested,
and
we
put
it
together
and
we've
been
moving
since
he
became
the
sheriff
and
it
was
also
implemented
to
transition
because
we
went
from
Pontiac
police
to
sheriff
department,
so
but
the
city
created
now
to
also
support
what
he
just
said.
J
As
far
as
like
he
don't
report
to
a
mayor,
or
you
know,
the
mayor
himself
then
created
our
anti-violence.
So
that's
probably
what
Ferndale
kind
of
did
they
demand?
You
know
they
created
their
own
thing
and
anytime.
We
ask
which
our
Sheriff
well
our
major
Ewing.
J
He
serves
on
our
antibiotics,
so
we
have
a
sheriff
there
or
he'll
send
someone
so
they're
always
involved,
though
so
that
you
can
take
that
back
for
any
of
your
communities
and
they
can
partner,
but
sheriff's
office
has
always
been
willing
to
partner
with
us
and
creating
and
being
present
during
them,
Community
meetings
and
stuff,
like
that
they're
awesome.
So
just
to
let
you
know
with
that
now.
My
question
for
you
is
for
the
Woodward
Dream
Cruise.
J
What
is
the
backup
plan
since
we
got
the
helicopter
issue
and
just
to
let
you
all
know
too
I
was
able
to
use
our
drones
Pontiac
paid
for
them
the
service,
but
we
used
it
for
our
Juneteenth
event
and
they
they
work
phenomenal.
So
thank
you
to
Sheriff
Richard
his
son.
He
runs
the
department,
so
he
did
a
phenomenal
job,
so
our
drone
action
is
real.
Good
action
for
us,
so
I
wanted
to
know,
was
backup
plan
for
that
and
then
oh
and
then
this
is
say.
J
The
current
issue
is
that
delivering
effective
and
Innovative
programming
for
those
individuals
with
the
mental
health
substance
and
issues
remains
a
priority
for
the
jail.
So
I
wanted
to
hear
like
what,
where
do
you
need
help
with
that
like
for
us,
because
I
know
we're
trying
to
get
the
the
the
the
the
Specialists
that
go
out
with
our
shares?
I
know
we're
trying
to
beat
them.
J
Thank
you.
We're
trying
to
increase
that
so
I
know
that's
one
element,
but
I
wanted
to
ask
that
question,
because
that
was
one
of
the
current
issues
that
we're
facing
so
that
and
then
the
backup
plan
for
the
movie
Dream,
Cruise
and
anything
else.
You
want
to
say
with
me
explaining
your
groups
so
excuse.
U
U
So
I
already
directed
The
Division
Commander
to
come
up
with
a
schedule
to
have
Pilots
standing
by
and
additional
assets
that
go
in
the
aircraft
so
that
when
the
proper
lands,
a
different
crew
gets
in
and
goes
right
back
up
to
keep
it
up
in
the
air
as
much
as
possible
throughout
the
cruise
and
to
augment
it
with
any
kind
of
a
drone
support
as
necessary.
But
again
drones
don't
give
us
response
capability
to
just
give
us
an
alert.
U
U
Your
question
about
mental
health
stone
very
much
on
our
priority
list.
We
have
the
three
that
are
now
through
a
grant
sergeant
and
two
deputies
that
are,
you,
know,
responding
and
tracking
and
doing
random
visits
to
people
that
have
overdosed
and
have
mental
health
issues.
They
actually
did
a
random
spot
check
on
an
individual
and
found
he
was
in
that
active
process
of
overdosing
and
dying
and
saved
his
life,
so
that
has
already
born
fruit
that
response
team
that
we
got
through
a
grant.
U
Our
co-responder
now
has
been
kind
of
augmented
and
updated,
so
we
have
a
crisis
intervention
trained
deputy
and
the
co-responder
that
go
on
patrol
and
we're
trying
to
keep
them
out
of
calls
as
much
as
possible.
So
they
focus
on
mental
health
related
calls.
So
we've
got
those
two
really
focused
efforts
out
in
the
outside
world
inside
it's
still
a
challenge
because
you've
got
you
know
we're
kovitz
kind
of
passed
in
lots
of
ways,
but
we
were
just
back
up
to
what
19
like
last
week.
U
I,
don't
know
where
we
are
today,
but
19
active
covet
cases
and
that
begins
to
again
affect
movement
and
how
we
can
do
classes
and
how
we
can
move
people
in
the
facility.
We've
got
to
go
back
to
isolation
and
and
all
that,
so
it's
been
a
challenge
for
us
to
do
a
lot
of
the
programming
that
we
would
like
to
do
when
you
still
have
some
of
those
Health
restrictions.
U
But
again
you
know
my
push
on
both
the
state
and
the
national
level
is,
there
needs
to
be
more
Mental
Health
Resources
period,
I
mean
we
would
like
to
have
more
mental
health
responders
assigned
to
police
agencies
as
co-responders.
You
know
we
have
some,
but
a
lot
of
agencies.
Don't
we'd
like
to
have
more
because
it
not
only
excuse
me
helps
us
in
individual
situations.
It
helps
inform
our
training
and
our
protocols,
and
we
kind
of
synergistically
look
at
how
we
deal
with
different
situations
by
having
them
embedded
with
us
and
if
they
get
siled.
U
You
miss
key
things
like
the
tragedy
that
we
had.
Some
folks
knew
she
was
having
a
mental
health
breakdown.
We
didn't,
and
you
know
if
that
information
is
co-located
and
shared.
It
then
triggers
different
actions
and
responses
to
certain
people
or
events
that
you
know
our
mental
health
driven.
So
you
know
we
we're
doing
everything
we
can
but
again,
I.
Think
the
state
and
federal
government
have
walked
away
when
I
became
and
I.
Think
I've
told
you
this
before.
U
When
I
became
the
sheriff,
eight
percent
of
our
population
was
on
psychotropic
meds,
meaning
they
were
medicated.
They
had
such
mental
health
challenges
pre-covered.
We
were
in
the
40s,
the
largest
mental
health
provider
in
America's,
Los,
Angeles,
County
Jail,
that's
a
crime
in
my
opinion,
and
that's
not
our
wheelhouse.
We
do
the
best
we
can,
but
there
needs
to
be
more
state
and
federal
resources
devoted
to
mental
health.
That's
a
crisis
in
England.
F
J
So
I
I
have
two
more
questions.
My
other
question,
for
you
is
me,
and
Marsha
met
with
a
group
of
shares.
Captains,
leaders
in
police
departments
from
Pontiac
all
the
way
to
I
think
it
was
Ferndale.
We
had
a
meeting
with
them
just
to
kind
of
discuss
like
I.
Don't
always
want
to
bring
this
up
because
it's
involved
in
World
War
Dream
Cruise
we
met
with
them.
We
heard
their
concerns.
I
know.
J
You
are
well
aware
of
this
meeting,
but
I
just
wanted
to
hear
from
you,
because
I
have
a
lot
of
faith
in
you
share
for
sure
and
I
know
that
what
they
were
suggesting
when
we
left
that's
something
you
did
not
agree
with
and
I
just
wanted
to
unders
and
I'm.
Okay
with
that,
because
you
all
are
the
experts,
but
you
did
tell
me
and
Marsha
that
you
were
gonna,
take
that
over
and
figure
it
out.
U
So
I
think
there
was
some
discussion
about
an
mou
and
that's
the
part
that
I
didn't
think
was
necessary
because
we
already
worked
handing
love
with
every
agency
and
we
already
have
mutual
Aid
Provisions
under
state
law
and
all
those
in
place.
So
a
specific
mou
I,
that's
the
part,
I
didn't
agree
with
we're
going
to
gather
100
and
after
you
had
your
meeting.
I
had
all
the
Chiefs
to
my
office
and
we
went
through
the
different
ticking
points.
It
wasn't
just
a
dream
cruise.
It
was,
as
you
know,
driving.
U
And
that's
the
the
drag
racing.
You
know
the
I
want
to
be
fast
and
furious
crowd
moves
around.
So
you
know
some
of
this.
We've
seen
stolen
cars
from
other
states,
and
then
they
had
this
kind
of
pop-up
drag
race
spot,
and
this
one
terrible
one
was
over
Senator
Parkway
area
and
we
ended
up
having
a
fatality
and
lots
of
times.
We
don't
know
when
it
pops
up
so
or
where
so.
You
may
be
extra
Patrol
in
this
spot,
but
now
they
put
out
it's
going
to
be
over
here.
U
So
we
all
have
said
anything
starts
to
develop
like
that,
we'll
send
each
other
as
much
resources
as
possible,
but
here's
the
other-
and
this
goes
back
to
Aviation.
Almost
none
of
us
are
chasing
for
traffic
because
of
the
liability
and
the
danger.
So
as
soon
as
I
can't
tell
you
how
many
times
we
turn
on
our
lights
and
the
car
rabbits
we're
not
chasing
them
for
just
traffic.
If
it's
a
felony
or
some
dangerous
situation
other
than
traffic,
you
know,
then
we
weigh
it.
U
We
have
a
duty,
a
command
desk
that
makes
a
decision
to
order.
The
termination
of
the
chase,
or
to
allow
it
to
continue
based
on
all
the
factors
in
our
very
robust
policy,
the
aviation
can
there's
never
been
a
fatality
in
a
police
chase
where
Aviation
took
control,
because
what
you
do
is
you
have
the
cars
drop
back
turn
off
your
lights.
Leave
it
alone.
We
had
a
case
where
a
guy
was
driving
a
motorcycle
well
in
excess
of
130
miles
an
hour.
Our
cars
shut
off
the
lights.
The
helicopter
followed
the
guy.
U
He
parked
it.
Behind
a
bar
in
Auburn
Hills
got
out
and
went
in
probably
was
high-fiving.
Everybody
in
the
bar,
the
helicopter
was
in
an
orbit.
Cars
came
in
snatched
him
out
of
the
bar
and
towed
his
motorcycle.
Nobody
got
injured,
we
didn't
have
to
have
a
Chase
over,
so
the
helicopter
allows
us
to
do
things
when
it
deals
with
those
kind
of
pop-up
races
we
can
without
chasing
somebody
follow
to
a
spot
where
we
can
grab
the
car
grab
the
participants
and
hold
them
accountable.
U
Okay
and
the
other
final
thing
on
that
was
there's
a
lot
of
noise
complaints
on
Woodward
and
pretty
much.
The
conclusion
was,
there
needs
to
be
a
change
in
state
law,
because
it's
a
very
impossible
to
enforce
decibel
read
and
you
have
to
be
next
to
the
car
and
it
has
to
be
decibels.
And
so
you
just
can't
really.
You
know
because
you'll
hear
down
Woodward
and
you
get
you
know,
the
law
is
very
specific
about
how
you
can
write
it
too
loud
or
decibel
violation,
and
so
that
has
to
be
a
state
law
thing.
J
Right,
okay,
my
last
question
is:
how
is
things
going
with
the
I
know?
You
always
wanted
to
try
to
put
a
curriculum
and
then
help
with
the
recruitment
process
of
us
getting
officers,
maybe
straight
out
of
high
school.
How
is
that
conversation
going?
Is
it
still
going
good
with
the
Pontiac,
School,
District
or
any
other
district,
and,
if
not,
you
know
we
can
talk
off,
but
it's
still
in
discussion.
U
Phases
both
with
Pontiac
and
I,
think
Oxford
had
talked
about
a
curriculum
program
too.
You
know
we
already
have
a
Cadet
program
that
goes
like
from
14
to
19
and
we're
trying.
We
obviously
have
lowered
our
age
and
things
to
try
to
bring
people
into
the
corrections
division
sooner
than
later
and
we've
been
doing
intensive,
recruiting
and
financing
elsewhere.
U
So
it's
an
ongoing
thing.
I
would
love
to
have
a
curriculum
that,
even
if
people
ultimately
don't
want
to
go
into
law
enforcement,
to
get
an
opportunity
to
see
it
Pace
it
feel
it
and
go
a
light.
Bulb
may
go
off,
I
mean
I,
never
intended
to
be
a
cop.
I
was
going
to
be
a
doctor,
but
you
know,
working
with
abused.
Kids
drew
me
in
because
I
wanted
to
work
with
kids
that
were
in
trouble
on
being
abused.
J
Oh
and
the
last
thing
is
I
wanted
to
say:
there
is
some
fees
that
we
do
have
to
pay
with.
Our
Sheriff's
Department
I
serve
on
the
Woodward
Dream
Cruise
committee,
and
they
take
care
of
whatever
fees
is
with
any
of
the
police
departments
that
Woodward
Dream
Cruise
that
whole
event
they
they
worked
that
out.
So
it
is
some
fees,
but
it
is
still
a
little
worth
looking
into
and
then,
when
we
did
the
Juneteenth
parade,
we
did
have
some
fees
to
cover
for
police
and,
of
course,
the
drones
that
was
there.
J
P
Thank
you.
I
want
to
go
back
to
Aviation
for
a
quick
minute
here,
so
whether
it's
three
and
a
half
million,
whether
it's
seven
million.
Clearly
it's
a
lot
of
money
and
it
sounds
like
it's
probably
not
happening
tomorrow.
No,
my
my
question
for
you
is
you'd
mentioned.
Msp
has
multiple
units
and
I'm
presuming
they're,
all
in
some
level
of
use
or
whatever
they
do
with
them?
Is
there
any
opportunity
for
us
to
work
in
conjunction
with
them?
P
I
guess
would
be
option
A
right
if
they
have
the
vehicle
or
the
Personnel
or
something
that
they
could
potentially
spare,
and
maybe
we
we
subsidize
a
cost
or,
however,
that
would
work,
because
that
would
give
us
a
more
immediate
result.
Instead
of
having
to
wait,
you
know
it
sounds
like
there's
a
lot
of
events
and
a
lot
of
need.
So
if
we
needed
something
next
month,
I
don't
know
if
that's
already
a
ready
option
that
we
go
to
yeah.
U
I
mean
we
would
call
them
if
we
don't
have
an
Airship
available
absolutely
a
lot
of
times.
It
comes
from
a
different
part
of
the
state,
and
so
the
impact
you
know,
even
if
our
people
are
off
duty
and
they
get
called
in
from
home
it's
an
hour
for
their
operational
by
the
time
they
drive
there
do
their
pre-flight
and
get
up
and
make
an
impact.
U
So
you
know
having
them
in
the
air
on
patrol
is
where
the
difference
happens
and
they
don't
have
the
aircraft
to
be
able
to
do
that
other
than
they've
assigned
one
to
the
city
of
Detroit
and
Detroit
has
theirs.
So
that's
kind
of
the
other
ones
are
more
I.
Think
special
needs
special
purpose-based,
okay,.
P
And
the
other
part
of
that
is:
do
they
reach
a
certain
point
in
time
where
they
decide
hey
we're
going
to
sell
it
off
so
maybe,
instead
of
us
having
to
buy
a
brand
new
one
for
three
to
seven
million.
If
we
get
something,
that's
outfitted
from
maybe
half
the
cost
or
whatever
they
go
for
I.
Have
no
idea
is
there
kind
of
a
process
in
place
for
them
to
sort
of
sell
off
their
old
ones,
and
we
can
maybe
get
in
and
purchase?
One
I
don't
know.
U
Well,
I
mean
obviously
there's
kind
of
a
diminishing
in
a
so
think
about
new
ones
is
they've,
got
a
reduced
operating
cost
the
cost
to
operate
an
older
aircraft
is
like
operating
a
20
year
old
car.
You
know,
you've
got
to
take
it
in
because
this
you
just
lost
your
ball
joints
and
then
all
of
a
sudden
you're.
U
You
know
one
thing
after
another
same
thing:
with
a
helicopter,
a
brand
new
one
for
years
you
don't
have
those
expenses,
it
costs
more
to
buy
costs
less
to
operate,
and
so
that's
part
of
our
balance
and
if
you've
got
to
use,
if
we
bought
a
used
one,
we
don't
know
you
know.
If
some
of
those
things
are
all
of
a
sudden,
we've
got
an
unexpected.
U
U
And
there's
very
expensive
things
at
each
Benchmark
too,
like
a
I,
don't
know
like
the
10-year
overhaul
was
like
800,
000
or
something
I
mean
it's
expensive
when
you
get
into
years
into
an
Airship
when
they're
brand
new,
it's
like
a
brand
new
car
right
right
check,
the
oil
fill
the
gas
all
of
a
sudden
in
10
years.
It's
like
okay,
you
gotta
replace
the
front
end,
and
now
your
ball
is
doing
so
now
your
brakes,
and
now
your
rotors
and
now
you're
same
thing
with
an
aviation
got.
It.
P
U
Inside
the
jail
we
we
contract,
obviously
for
mental
health
and
health
care
services.
So
that's
in
their
wheelhouse
outside
we
have
one
co-responder,
that's
a
full-timer,
and
then
we
have
you
know.
As
I
said,
multiple
deputies
are
focused
on
that,
but
they're,
not
Health,
Care
Professionals,
correct
correct,
but
at
least
once
I
said
we'd
love
to
have
a
state.
You
know
I'm
the
head
of
government
Affairs
for
major
County
Sheriffs
of
America
we've
been
telling
Lansing
in
in
Washington.
U
P
U
N
Smith
Charles,
yes,
thank
you,
chair,
always
good
to
see
you
all,
and
my
question
was
regarding
I.
Had
three
but
they'll,
be
quick
in
terms
of
what
I
have
to
say
was
the
line
item
for
the
dogs.
It
looks
like
canine
program
is
probably
what
I
was
thinking
but
I'm,
just
curious
about,
like
like
officer
Cali
and
all
of
her
cool
King
Charles
I
had
to
go
Google.
What
kind
of
dog
she
was
types
are
hard
to
find.
You
know
and
kind
of
costly
and
I.
N
Think
they're,
adorable
and
I
would
love
one,
but
but
I'm
just
curious.
How
does
that
fall
into
the
budget?
Just
the
cares
for
them.
U
I'll
back
up
a
little
bit
and
give
you
how
we
got
to
the
breed.
We
have
okay,
so
I
actually
talked
to
a
professor
of
analytics
and
statistics
and
he
put
a
kind
of
an
analytical
approach
to
what's
the
best
dog
breed
based
on
aggression
based
on
dander,
based
on
all
these
different
things
and
came
up
with
this
breed
and
then
the
final
one
as
I
was
looking
at.
U
U
She
kept
watching
one
of
our
dogs
getting
pet
by
all
the
other
kids
and
she
kept
moving
a
little
closer,
a
little
closer
and
finally,
she
kind
of
reached
out
and
did
a
quick
pet
of
the
head,
and
then
she
got
a
little
more
comfortable
and
the
dad
came
over
and
said:
she's,
definitely
afraid
of
dogs.
That's
the
first
time
in
her
life,
she's
pet,
a
dog
and
I,
attribute
that
to
the
size
and
the
disarming
I
love,
you
come
to
see
me
kind
of
character
of
them.
U
U
The
purchase
of
the
dog
and
the
startup
equipment.
I
get
donated.
I
have
a
charity
that
we
have
it
donated
to,
and
then
we
donate
that
back
to
the
county,
once
they're
already
acquired
so
100
of
the
cost
to
acquire
these
dogs
would
paid
for
by
private
citizens
and
that's
where
the
names
come
from.
They
you
know
pick
a
name
based
on
or
they
offer
a
name
based
on
like
Sadie,
which
I
think
is
Pontiac.
Sadie
is
the
is
the
mother's
name
of
the
donor?
U
Okay
max
the
gentleman
that
donated
for
him
is
a
Max
work,
realtor
zotter
car
dealerships.
So
you
know
anybody
kind
of
you
know:
different
names
come
from
our
donors
and
they
they
pick
up
not
only
the
acquisition
cost
of
the
dog,
but
also
the
startup,
the
equipment
and
things
like
that
and
for
us
you
know.
Sometimes
people
say
why,
don't
you
go
to
a
shelter?
U
It's
just
like
our
other.
Our
big
snarly
dogs
there's
a
very
specific
task
that
we
have
and
if
we
get
one
of
them
that
bites
somebody
now
you're
back
to
your
liability
so
from
the
particular
breeder
we've
used
for
this
program.
They
watch
them
as
puppies
this
one's
a
little
too
crazy.
This
one's
a
little
too
reserved
it
doesn't
this
one
we
think
would
be
a
good
dog,
they
keep
watching
them
and
they
know
their
mission.
U
They
got
to
be
able
to
be
trained,
smart,
not
too
reserved,
but
not
crazy
and
it's
kind
of
a
sweet
spot,
and
so
we
get
a
lot
of
that
pre
intelligence.
If
you
will
from
the
breeder
it
says
we
got
three,
but
only
one
is
really
ready,
I
think
to
go
into
the
mission
of
being
this
dog,
and
then
we
put
them
into
training.
U
Almost
did
no
one
can
yell
at
me
when
I
have
one
no.
N
She
could
get
right
here,
restorative
practices
in
overtime.
You
can
take
them
in
order
that
you
prefer,
but
I
did
ask
yesterday
about
overtime.
It
seems
to
still
be
a
concern
yeah.
The
plan
of
attack
for
that.
U
I
forgot
the
money,
ultimately
that
we
needed
in
overtime,
and
they
would
always
true
us
up
towards
the
end
of
the
fiscal
year,
and
this
the
same
is
true.
It's
it's
difficult
to
run
within
some
of
the
numbers,
but
I
can
tell
you
yeah.
U
One
sheet
here-
oh
yeah,
so
you
know
so
some
of
this
stuff.
We
can't
predict
or
know
so
Hospital
watches.
For
example,
if
you
have
a
local
police
department
that
arrests,
somebody
and
they're
injured
in
that
arrest
or
fleeing
or
whatever
and
they're
sent
to
the
hospital,
they
become
our
charge
once
they're
arraigned
there
are
as
we
own
them,
and
so
already
year
to
date
in
fiscal
23,
we
have
almost
19
500
hours
of
Hospital
watch,
which
aren't
overtime
because
those
aren't
budgeted
positions.
U
We
don't
know
exactly
how
many
Hospital
whites
we
get
and
some
of
that
varies
too
I
mean
we've
had
a
lot
of
respectful
but
disagreements
with
some
judges
that
maybe
won't
allow
someone
to
come
off
a
sentence
that
is
really
undergoing
some
huge
health
challenges
that
we
don't
think
is
a
danger
to
the
public
and
but
they
have
very
costly
medical
and
hospital-watch.
It
requires
two
deputies,
three
ships
a
day,
and
so
you
know
those
are
things
we
can't
predict
or
staff
for
Children's
Village,
Hospital,
watches
parental
leave,
STD
LTD
workers,
comp.
U
So
far,
all
of
those
things
combined
have
in
2022
it
was
53
000
hours,
which
would
be
the
equivalent
of
25
ftes
so
and
the
hospital
watches
would
be
the
equivalent
of
nine
ftes.
We
did
ask
for
a
staffing
study
pre-covered.
We
asked
for
it
in
this
budget.
It
wasn't
recommended
by
the
executive,
but
we
at
least
on
the
correction
side.
U
We
think
we've
got
the
Department
of
Correction
state
of
Michigan
are
willing
to
do
a
staffing
study
for
us
to
tell
us
what
might
be
the
most
cost
efficient
way,
because
if
it's
nine
full-time
positions
versus
ton
of
overtime
and
burning
people
out,
that
may
be
a
better
way,
both
in
terms
of
retention
of
employees
and
of
cost
point.
So
that's
where
a
big
chunk
of
our
budget
is
it's
non-predictable
and
it
usually
has
to
get
screwed
up
and
it's
always
been
underfunded.
Going
back
since
I've
been
the
sheriff.
A
Yes,
what
I
would
call
a
structural
problem,
because,
okay,
this
year,
you
have
so
far
20
000
hours,
you're
not
going
to
be
zero
next
year,
100
they
weren't
zero.
Last
year,
I
mean
there's
some
sort
of
chart.
You
can
make.
That
tells
us
what
the
trend
is,
and
it
seems
to
me
that
it
should
be
budgeted
to
some
level
I.
Don't
think
that
we
should.
A
Happen
and
then
we
throw
a
bazillion
overtime
hours
in
we
I
think
you're
correct.
We
do
need
to
budget
for
it
that
will
take.
You
know,
data
and
so
on
I
mean
the
animal
control
came
to
us
today
for
a
similar
situation,
which
I
know
you're,
aware
of
because
it's
the
trustees
and
all
of
that,
and
we
are
going
to
figure
out
how
to
pay.
E
A
That
ongoing
out
of
our
budget
and
not
take
our
dollars
and
I
mean
there's
other
grants
and
things
we
can
look
for
and
so
on
in
the
normal
way
of
how
we
go
about
our
business.
But
to
hear
you
say
we
have
20
nearly
20
000
hours
of
Hospital
Patrol
or
you
know
just
standing
there
outside
the
hospital
door.
U
U
U
Some
over
time
will
be
very
much
watch
and
try
to
you
know
we
just
had
discussions
under
sheriff
with
substation
commanders,
and
you
need
to
crimp
this
and
tighten
that
and
where
we
can,
but
we
can't
say
no
we're
going
to
leave
that
prisoner
for
homicide
in
in
the
hospital
unwatched
right.
You
know
if
you
look
back
historically
that's
danger
to
the
hospital
and
end
of
the
into
the
whole
situation.
There,
a
Pontiac
police
officer
was
killed
on
a
hospital
watch.
N
Was
that
it
I'll
drop
it
at
that?
Maybe
there's
another
time
where
it's
very
important
to
sort
of
practice
this,
but
others
might
be
asking
about
it,
but
I
do
want
to
be
mindful
of
the
time.
So
thank
you,
chair.
G
U
We're
actively
out
in
the
community,
you
know
even
coffee,
with
a
sheriff
we're
setting
up
or
hey.
You
know
think
about
this
as
a
career.
You
know
Eric
I
go
into
every
Community
everywhere
and
talk
to
people
and
when
we
have
new
hires
a
lot
of
times,
I'll
say
to
the
parents,
you
got
any
more
at
home,
you
know
so
we're
constantly
working
at
trying
to
get
more
people
interested
in
more
diverse
pool
interest
in
we
go
to
different
events.
We've
done
recruiting
events
in
Ferndale
at
festivals
and
a
variety
of
things.
U
So
you
know
we're
casting
in
that
wider.
We're
trying
to
be
quicker
on.
You
know,
provisional
job
offer
I.
Think
a
lot
of
people
want
to
come
here
because
we
try
to
be
that
Beacon
of
best
practices
and
best
training-
and
you
know
most
professional
I
mean
Oakland.
County's
got
a
lot
of
great
agencies
and
we
try.
You
know
we
try
to
be
one
of
those
agencies
where
people
want
to
come.
C
A
U
U
U
Sure
you
lose
people
yeah
we're
not
the
top
of
pay
and
we
don't
obviously
have
the
top
of
benefits,
but
we
try
to
offset
it
with
opportunities
and
with
with
the
appreciation,
you
know
that
they
feel
the
love
and
the
appreciation
of
being
here.
You
know
some
agencies,
I
remember
when
I
was
in
the
police
academy,
they
listed
the
top
three
stressors
of
a
police
officer
and
I've.
Never
I
never
forgot,
it
first
was
the
courts.
The
second
was
their
command
and
third
was
the
danger
of
the
job.
G
O
O
U
A
A
Had
the
gun,
buyback
program
we
collected,
say
300
roughly
weapons
and
I'm
told
that
the
reason
that
we
can't
do
any
more
gun
buybacks
is
because
we
can't
process
the
guns.
So
what
do
we
have
to
do
to
fix
that?
Do
we
need
to
hire
a
forensic
scientist
out
of
Michigan
State
with
one
of
your
positions
or
do
we?
Are
there
other
ways
that
you
know
we,
as
the
commission
want
to
do
more
gun
buybacks,
and
we
have
police
departments
that
are
waiting
for
us
to
be
ready
to
do
that.
U
I'll
start
a
couple:
things
in
the
ownership
wants
to
step
in
the
two
biggest
challenges.
There
are
storage,
space
and
scientific
examiners,
so
obviously
the
first
storage
space
that
becomes
a
challenge
for
the
local
police
department
of
Southfield
call
me
and
they're
out
of
space.
They
you
know
when
they
ask
do
we
have
space
well,
we
don't
have
space
to
start
taking
guns
that
are
non-criminal
from
a
lot
of
local
police
agencies.
That
goes
to
your
subsidization
question.
U
We
we
can't
start
storing
things
that
have
nothing
to
do
with
this
and
nothing
to
do
with
criminality
the
timeline
to
get
them
tested.
Obviously,
they
fall
very
much
into
the
back
of
the
line
because
we're
running
a
priority
on
guns
used
in
crimes,
so
those
are
the
two
biggest
components.
If
we
had
you
know
more
examiners,
we
obviously
could
do
more
examinations,
the
storage
space
from
local
communities,
that's
going
to
be
up
to
them,
go
ahead.
E
And
that
was
part
of
what
I
was
going
to
say,
but
also,
when
I
heard
about
the
desire
to
do
another,
one
I
got
a
call
from
the
Southfield
Chief
inquiring
and
I
sent
out
an
email
shortly
after
talking
to
them,
our
lab
did
tell
us
that
they
had
processed
all
the
guns
from
the
gun
buybacks,
and
it
was
only
the
ones
that
they
had
received.
E
So
I
sent
an
email
out
to
the
all
the
Chiefs
that
participated
said:
okay,
we've
processed
all
the
guns
that
you
brought
to
us.
If
you
have
more
start
bringing
them
in
I've,
only
heard
back
from
Southfield
so
far,
so
I
believe
they're
starting
to
bring
some,
but
all
the
other
Chiefs.
That
replied
said
they
were
all
set
so,
but
that
does
lead
to
the
storage
problem.
Yeah.
A
U
A
E
U
For
them
you
know
to
pay
them
to
get
out
of
their
house,
but
if
they
truly
I,
don't
want
this
in
my
house,
my
dad
used
to
have
it
or
my
grandpa
I,
don't
want
this
in
my
house.
They
could
bring
it
to
their
local
police
or
us
today
and
it
could
be
included
in
the
destruction
off
to
the
state
police.
Now.
A
Was
taking
my
kids
and
there's
this
big
old
rifle
in
the
basement
and
I
tried
to
turn
it
into
the
Pontiac
police
and
I
got
a
ration
of
grief
about
it
and
I
just
kept
trying
I,
don't
remember
where
what
we
ended
up
doing
with
it.
We
got
rid
of
it,
but
I
I
think
we
need
to
communicate.
Make
that
process
more
available,
because
people
do
see
it
as
a
potential
piece
of
the
solution
of
gun,
violence.
A
They
want
to
weigh
an
easy
way
to
know
where
to
put
it,
and
we
want
to
be
sure
that
if
somebody
turns
in
a
gun
it
is
destroyed
not
back
in
the
market
and
so
on.
So
I
recognize.
We
don't
have
a
good
process,
yet
we
tried
it
once
we
saw
some
issues
with
it.
A
I'd
like
to
see
us
work
together
to
try
and
institutionalize
it
better,
because
I
think
it
is
important
to
a
big
part
of
the
public
to
try
and
get
guns
that
should
don't
need
to
be
out
there
off
the
streets.
So,
commissioner,
Cavell
yeah,
well
just
that
we
are
over
our
time.
So,
okay,
well
I,
just
I'm
curious.
What's.
F
The
difference
between
one
person,
turning
in
like
five
guns
from
their
basement
and
a
gun
buyback
program,
turning
in
five
guns
a
week
or
something
like
what
what
you
said,
there's
plenty
of
you
said
you
can
always
come
to
a
substation.
You
can
always
come
to
us.
You
can
always
turn
in
a
gun.
What,
fundamentally,
from
your
perspectives,
turning
in
a
gun
from
a
gun,
buyback
versus
someone
walking.
U
They're
being
compensated
for
a
weapon
that
we
don't
know
whether
it's
been
used
in
a
crime
or
not
so
there's
a
little
bit
of
Investigation
where
this
come
from.
Was
this
registered?
Who
owned
it?
A
lot
of
in
gun
buybacks
a
lot
of
that's
anonymous,
but
if
you
come
in
and
say
this
is
registered
to
my
grandpa
and
now
I'm,
the
successor,
I,
don't
want
this
in
my
house.
U
We
can
check
the
registration
you're,
the
legal
owner,
it
can
be
destroyed
if
you
come
in
and
drop
it
on
the
desk
and
say
I
want
this
out
of
my
house
and
I'm,
not
telling
you
who
I
am
and
we
find
out
that
gun's
stolen.
You
know
we
have
and
it
was
used
in
a
homicide
yeah,
you
know.
So
that's
the
biggest
difference
is
we
can
do
a
little
bit
of,
but
our
buyback.
U
But
what
I'm
saying
is
is
you're
still
taking
in
weapons
in
the
thymax.
They
may
not
be
the
registered
owner
of
and
other
kinds
of
things
that
make
it
simpler
for
us
to
do
on
a
daily
basis
because
they
come
in
and
they
are
the
legal
owner
of
a
weapon
and
a
lot
of
a
lot
of
the
BuyBacks
they're,
not
the
legal
ones.
U
A
P
Questions
yeah
I
was
just
gonna.
Ask
you
quickly,
you
mentioned
you,
do
the
outreaches
in
the
different
communities?
Is
there
a
way
for
us
to
know
when
and
where
those
are,
because
I'd
love,
if
you're
in
Commerce
I'm
sure
everybody
in
their
own
respective
areas
like
I,
cover
Commerce
Township,
which
I
know
the
Sheriff's
Office
covers?
So
if
you're
in
that.
U
Area
and
I
go
to
areas
that
aren't
covered
by
us.
Oh
okay,
I
go
up
the
whole
kind
of
like
because
I
represent
the
whole
account,
oh
yeah,
sure
sure
so.
I
was
in
a
park,
I
think
last
and
Royal
Oak
before
that.
So
I'm
all
over
the
place,
because
I
I
want
to
hear
from
everybody,
because
even
if,
if
we're
not
your
primary
police
agency,
we're
a
support
agency
right
right
and
you
pay
County
taxes
and
I'm
you're,
a
boy
I.