e e e e e e e e that's fine did con did uswhere good morning so we just ask for your patience uh we're waiting for one more so that we have a quorum thank you for your patience for e e e for we made it good morning before we get started this morning we'll um have an invocation led by Pastor Jack Terell wils from Lakeside United Methodist Church followed by the Pledge of Allegiance led by grace and Julia keg representing Girl Scout Troop 393 if you'll please stand join me in prayer gracious and holy one we thank you for your presence Among Us and guiding us may we listen to your counsel thank you for creating us and sustaining us this day and always thank you that you made us in your image to exist in community with your others in your creation we thank you for our city we thank you for our elected officials businessmen churches Civic leaders and families and individual ual that make our city the great place that it is and we thank you for the countless people that we don't know who without them our city would crumble they are our backbone we aspire to live by the words of the prophet Micah when he asked what does the Lord require of us the answer he received was to do justice and love kindness and to walk humbly with you oh God unfortunately we know that we F fail to live up to that objective the reality is that it's more convenient to hate our political Rivals than it is to seek common ground and work for the good of all people in our community let us be attentive to the cries of the poor let us share the burdens and come to their aid give us the courage to take on systems that hurt our most vulnerable citizens may we treat those in need Among Us with mutual respect fairness and love and let our love be hope to them and encouragement and freedom let us renew our commitment to direct our energies where they belong on repairing systems that do harm Oh Holy One give the mayor city leaders staff and city council the wisdom so that they can address challenging times the wisdom to distinguish between right and wrong so that they may usher in an age of Civility stability and Tranquility in our community here May the ordinances and laws of our city benefit all citizens regardless of who they are who they love the Hue of their skin their social economic status whether they're religious or not May the work of this Council serve to establish justice here in Oklahoma City that carries a message of equality for all who come and go from this great land give these that gather this day the insight and direction that they need to deliberate on the items before them we ask that you would give us strength and the tenacity to strive to do justice to love kindness and to walk humbly with you oh God for it's a in your Holy Name that we pray amen of Allegiance I pledge aliance to the flag of the United States of America and to the Republic for which it stands one nation under God indivisible with liberty and justice for all thank you Pastor and Julia and Grace all right we'll call to order this uh council meeting April 30th 2024 um Mr city manager if you would like to kick us off sure so the first item that we have is the resolution is just introducing the budget and what is doing is setting the public hearings technically have one today we'll hear the budget and a couple of departments but then May 14th May 28th will be our budget introduction and I mean our budget hearings and then on the 4th will be this is the schedule time for adoption and so we'll start this process it'll start our public process so this resolution is just approving setting the uh the hearings and then starting the process so I'll take a motion pass this unanimously so the next item that we have is the presentations of the budget and over the next few weeks every other meeting you know we'll have a regular council meeting when we have the in between meetings we'll have our budget hearings and have various departments will be presenting their budgets to the council Chris York our budget director is going to start us off this morning with just an overview of the budget give you an idea of what we've had in this budget I will tell you that as we start and Chris will cover some of this but as we start this budget year is a little bit of a challenge and really the challenge has been we're projecting still to have sales tax growth but if you look at the current year we're at about 1 and a half% growth for next year we're looking at about one and a half percent growth that's projected what happens with that is like that's about half of what our normal growth is in sales tax a little bit less than half and that what I the effect that has had is we've had growth in salaries growth in other costs due to inflation we had a lot of pressures on us that have pushed the budget upward that have increased our costs and revenue is just not keeping pace so when we talk about looking at budget cuts which you've heard this we talked about in the bu uh budget Workshop back in February it's really we take a same service level budget if we keep all the growth that we've got in there and then we have to start working back from where our revenues are projected to be and they're projected at a lower level than what our expenditures are so that's L to some of the adjustments that you'll see presented today there are additions in the budget and we'll cover those as we go through this but um it's really working some of it's funded with uh funding that we've already had in other areas that we had set aside previously to be able to carry us forward so it gives a little bit of an incomplete look also when we go into budgets like this and we're taking smaller levels of reduction many times there's places in services and supplies and materials other places where we can adjust our budget that doesn't directly affect Personnel typically when we take a more significant cut we have more impact on Personnel so just want to set that stage also want to recognize Chris and his team some of his budget staff is here um all the work that they do really this process starts in November of the previous year and so they start working on doing projections and estimates and begin working through the budget process and then I want to recognize also all of the Departments you won't hear from every Department as we present the budgets but every Department that's involved in this there are so many employees in each department that get engaged in this because we want this process and it's defined in our financial policies as a decentralized process that allows those departments that are on the front line to make their recommendations and decisions regarding the resources that they'll have going into next year that's whether we're increasing something or making decreases that they're engaged in this process so many people dozens and dozens of people have been involved in preparing the budget and I just want to recognize all the work that they' done and especially they have done and then especially Chris and his team I really appreciate the work that you all have done in your leadership in this process so I'm going to turn it over to Chris let him present us the budget overview uh thank you city manager appreciate the comments I would Echo those uh we did bring the budget office with us here today they are hidden behind our firefighters here and I would just like to acknowledge them and thank them for all their hard work during this process um it is a lot of hours and so I will just jump right into it starting with Excuse me the schedule here and so uh as the city manager indicated we're going to receive presentations over the next three meetings today we have fire and police following the budget office uh on May the 14th you'll have public transportation velopment services and Parks presenting May 28th we'll have uh we'll finish up our uh presentations with Public Works utilities and airports and then on June the 4th we'll ask for your consideration on adopting the budget which will start of course July the 1st so just as a primer for our residents uh we are in the upper left quadrant here of our chart under the budget development process but this is really a year round process um it starts off we're actually doing uh some finishing touches on the resident survey for this current year um but for last year we started that process and that feeds into our Council priorities which then informs our department strategic business plans which they update every couple of years and then we go right back into budget development based on the economic conditions that we're experiencing at the time and so here we have your Council priorities these have been in place since 2017 um I'm not going to go through all of them but I do want to highlight the icons for you these will again be in your budget book next to items that directly speak or respond to your Council priorities so look for those in the document and then we go to our headline slide here so for next year we do reach a new high Watermark at over $2 billion um this is the highest budget the city has ever had um but there's some Nuance to this um I want to reconcile this with what you were briefed back in uh February at the budget Workshop you'll note that we're showing 4% growth overall but it's a cut year as the city manager had indicated and so when we zoom into the rows general fund specifically um you can see it is Contracting over the next year we are down about 0.3% over what our current fiscal year budget is same story with our other operating funds at down to 302 million about a 4% reduction but then you see in our non-operating funds now these are going to be your Maps three your Maps four your better Street safer cities your Capital related funds they are growing by 8% and that is almost exclusively driven by our Maps 4 program spinning up their projects over the next year uh they plan on spending some money so when you balance that all out we end up at 4% uh but in reality our operating funds all took Cuts these are where we pay for our services and our staff from primarily uh if the mayor Hol were here he might also call out that we tend to over budget on purpose um especially in our Capital funds what we do is we try to budget all of the money that they've accumulated over the years in these long multi-year projects our multi-year funds and then when we go to spend those we need to draw on that fund balance that's been accumulated so we try to give our project managers maximum flexibility to budget all the authority that they need to roll out these projects um but what that tends to do is overstate our Bud budget somewhat um relative to what we're actually spending I'll give you an example so for fiscal year 23 we brought to you a $1.9 billion budget we spent 1.3 so to put that in context for you we're probably going to spend less than this $2 billion number that you're seeing right here in terms of headcount for staff we are able to add nine positions this year despite the cuts but I need to add a little bit of context to this picture this might lead you to believe that we have slight growth um but that experience is um not Universal to our departments for most of your departments about eight of them out of the 19 or so we had decreases proposed only four added headcount this year and one of those is really sking the number here and it's a very important project that we're standing up um but it adds 20 positions by itself so if you take the net of this across the rest of the Departments we are basically cutting I would highlight for you also and we talk about it in the budget Workshop that our resident growth is about 7% our staff growth is a little under 4% so we're doing more with less um but we seem to be keeping up uh in terms of what our resident satisfaction levels are on the last survey we uh ranked pretty highly compared to our peers despite having less uh staff members per 10,00 uh residents okay so we'll start off with the uh Revenue overview um this really sets the tone for the budget it tells you uh your level of resources that you can provide services with so going back to that $2 billion number uh our largest recurring Revenue source is taxes of course at $878 million or roughly 47% of the budget excuse me 44% and then our second largest revenue Source when we're looking at the total budget is going to be our fund balance and again this is going to be your Maps three Maps four where they've accumulated funds over time um and now they're budgeting to spend that in this next year at 33% and then federal grants went down about 18 million from last year as we finish up arpa and cares act and and all those other funds uh but we're still accounting for over $90 million in the next year when we Zoom down to our operating Revenue taxes become uh even larger at 64% of our budget and uh again uh excuse me uh and then fees and charges uh end up at about 29% of our operating budget we talked about fees quite a bit during the last council meeting because we have a fee study um ordinance proposal on the table as well and then transfers other revenues and interest and fund balance account for about less than 3% respectively of the total and again that's because we've pulled out all of our nonoperating funds we're not seeing that fund balance number there anymore so zooming in again to our general fund Revenue sales and use tax comprises about 2third of the budget together um or 73% um of the total amount that we received so this is really the lifeblood of the city here other taxes are fairly small at about 2% these are going to be your alcoholic beverage tax your gasoline tax Commercial Vehicle Tax Franchise fees represented by about 9% of the total and those come from use of our rights of way um these are going to be taxes paid by companies like OMG OG&E and so on and then fines and court costs are pretty small at about 12 million bucks and uh represent about 2% of the general fund budget so again uh this 6615 Million number is uh just slightly less than what our general fund budget is in the current fiscal year so what happened well when we look at as the city manager mentioned our primary revenue sources is going to be sales and use tax in the current year we expect to end up at about 1.7% contrasting as he mentioned from a 3% historical average we're just not growing as fast then if we look at our supporting revenues um for example the uh franchise fees here those had been growing at double- digit growth over the last few years and in the current year they are just tapering off uh to put some numbers to that to you uh in the current year for franchise fees we were looking at $55 million budgeted we expect to end up at about $51 million so $4 million in the whole next year we're projecting some growth to get back to say 54 million but that's still less than the current Year's budget so the sales tax is growing weekly and then our supporting uh sales our supporting taxes or fees uh can't make up the slack in the next year so then skipping to the expenditure uh side of the budget so this first slide breaks up our expenses across the 2 billion by the municipal budget acts specified uh character classes or expense categories and so you'll see Personnel Services as our largest category at 32% or $636 million followed by Capital at 32% uh at 638 million and then other services uh which includes contracts utilities and chargebacks at 19% or 392 million and so on as we zoom in again to let me go back our operating expenditure so Personnel Services grows to 68% because this is where we pay all of our salaries out of and comprises about two-thirds of the budget at this point uh and Then followed by other services at $166 million supplies at $36 million and transfers at $83 million so as we focus on the general fund specifically Personnel Services looks pretty similar and really the whole construction looks pretty similar to our Opera in um expenditures um with Personnel Services at 66% other services at 27% uh and then uh supplies at a very small 2% transfers at 5% so as we break that up by function of course Public Safety comprises most of what we spend our money on that's about 60% um followed by uh public services at 19% and that's going to include areas like public or Works development services and planning uh culture and wre is comprised of our parks department and also uh the cost to run things like the paycom Center and the convention center at 12% or $71 million and then General General government is going to be more of our inward facing departments at $56 million or 9% and those are going to house your city manager's office HR it General services and so on so we talked about the sluggish Revenue growth let's talk about uh in contrast what happened on the expense side of the house as a city manager mentioned um our costs are increasing faster than our Revenue we've seen that um in our supplies and parts especially uh we just brought you a budget amendment specific for that uh during the last council meeting and then our Personnel costs from wage increases have gone up um significantly over the last couple years that was necessary to stay competitive with the job market but those increases range from four to 8% and we're telling you that sales tax is growing at 1.5% you can do the back of the envelope and tell you that we got to tighten uh the belt to keep up with the Balan budget here so now I'm going to go through the major highlights by function um for our departments um if council's agreeable what I'd like to do is if you're going to receive a specific presentation from these departments um I'd like to hit the fast forward button a little bit just so you're not covering the same ground twice but I will go over the highlights for you uh the fire department will be presenting today um and one of the major changes here and I referenced it a little bit earlier is they are standing up a new crisis response program this is adding 20 20 civilian uh staff members to the fire department that would respond to opioid calls as well as mental health calls it's intended to be split funded 70% is coming out of the general fund and this is out of uh our task force recommendation dollars that we've been able to reserve over the last couple of years um as well as 30% coming out of our opioid settlement funds that we are receiving on a recurring basis um for the next 10 plus years um and again when we take these 20 net out of the the total uh position count increase you'll note that this is one of the few departments that put on this type of head count the Department's also looking to add three fire dispatchers uh they've had trouble keeping up with an aggressive goal of dispatching 90% of their calls within 60 seconds um from the time that they receive it at fire dispatch um they've been trailing that for a number of years and they think adding the additional headcount will move them in the right direction um but again you'll see receive a presentation following mine from Chief Kelly in the police department we have a net reduction of three civilian support positions we also have a reduction of about $1.2 million in line items this decreas is primarily from the e911 subsidy uh there was a recent law change from the Hayden Fleming Memorial act uh from last year that changed the way the OTC the Oklahoma Tax Commission was handling this revenue and so it's expected to inre increase over the next year which allowed us to decrease the general fund subsidy uh Chief gorley is presenting after fire today and so I will skip ahead finishing up with our uh municipal court and our last Public Safety um related Department um the department is proposing to reduce a net of two position off um from a few of its divisions and some examples of those are on the slide for your reference okay turning to Public Services starting with Public Works they've proposed a net reduction in five positions those are listed there they are all vacant um and they're also reducing their asphalt material budget by about a half Mill excuse me A4 million dollar uh their overall budget is decreasing by about $ 1.9 million in the next year they will present to you on May the 28th development services cutting three vacant positions across its code inspection Development Center and permits program and they will brief you on May the 14th so Imark proposed a net reduction of One Cop position and one city position there's also an ad there on the screen for an administrative specialist for RTA they're already doing this work for the Regional Transit Authority this just allows them to put on a position dedicated to that and charge back the rtaa for some of those Services um they did increase their overall budget in the general fund by $3.4 million uh in support and they are scheduled to present to you on May the 14th utilities only added one position it's the scada systems analy um it was funded by the Tinker Air Force Base uh contract um and is a requirement of that contract um in addition to that they moved about $1.9 million of their City operating funds over to the trust and they're just looking to consolidate some of the expenditures that they pay there um things like communication Services uh and so forth you will receive a presentation for them on May the 28th okay Switching to culture and recreation our only Department here is Parks and so for our culture and Recreations function parks department is proposing to add three positions now these were funded by other Cuts they made in the Department um uh and this is needed to uh add maintenance positions for our Woodson Park East sports complex which is opening up um shortly um they are also proposing to remove weekend cleaning services at our reservable Pavilions for a cost Savings of 61,000 and then they are requesting to repurpose Min Lake View Center and repurpose the Shilling center with Community organizations um for a net savings as well they will present to you a complete Budget on May the 14th General Services cut one vacant trades uh skilled worker uh to achieve its budget cut they also reduce their fuel budget because fuel is projected to remain low over the next year um and it does include this $ 6.76 million in CIP funding this is a routine transfer that we make every year to fund Building Maintenance um and our Fleet purchases it is routine but in tough years we haven't always been able to fund this so we do like to include it when we are able to fund it the IT department does add a position uh a system support specialist to to help uh support airports it operations but despite the ad they still end up with a net one reduction um the department is also reducing um some of its line item budgets related to sell Year services we had a chargeback process where the Departments paid it it then paid the bill we're cutting out the middleman departments are paying the bill now and so we're able to reduce this budget from their uh uh from their line items uh and then they were able to add about 645,000 for contractual increases these are things like our Microsoft licensing so to keep up with our multi-year contracts in the finance department that they've proposed a reduction of a net two position to achieve its budget Target uh Municipal counselor is adding one existing overage um to be permanent and that's going to be funded from utilities to help support their operations and then my last call out not related to departments is so we still have $1.2 million reserved for task force recommendations on policing and homelessness you might recall last year that was $2.4 Million half of that is now being directed towards the the new program that fire is standing up the crisis response uh program the maps four program budget is increasing 142 million as it's really starting to ramp up and then finally we've got $42 million in the grants management fund for continued implementation implementation of arpa and the emergency rental assistance 2 program all right so of course every year we comply with state law that's the municipal budget act in our case um and we always try to meet the best practices recommended by the government Finance Officers Association gfoa um we've won this award for decades uh but I have to put an Asis here we do not win it for fy2 24 yet they're running a little bit behind I'm going to stay hopeful that we we are uh running an unbroken string and we still will get the award but I do want to call that out that I've got FY 23s up there there um and not fy2 24 as we normally would have I might give you a quick tour of the budget book here so there's two volumes as usual this year so there is your performance piece and this is going to have your issues your strategies and your metrics and targets for next year um across all of the Departments and so I encourage you to take a look to see how we're performing and what the uh departments are forecasting for next year in the budget book we've got the introduction which has the city manager's message a lot along with a lot of good demographics for you in the financial summaries this is the quick location to get to any fund you might be thinking about and wondering how much we're spending where then we have the Department's budgets and those break down the Department's budgets uh and positions across all of their programs and then finally we have the fund summary which is our actual legal document this is what we're actually turning into the state auditor and what we're required to produce every year the capital budget section uh gives you a sense of our capital projects over the next year and then in the pendic we have a number of things we have a glossery we have our financial policies a copy of the missible budget act and so on I do want to highlight that uh this year we do have highlights for you in our policy section um there are just a couple of administrative policies we're looking to update in the budget office they pertain to purchase holder rollover and transfer signatures I can tell you that they are administrative in nature and have virtually no effect on what council would see in terms of uh reporting or anything else else uh again they're just a process change for the budget office but they are actually highlighted there if you'd like to look at those and you have any questions please reach out we're happy to go over those okay so let's talk about public comments um this year will look a little bit different and we'll talk about that a little bit I'm excited to announce some minor changes here um and so of course from the formal process we'll still have uh today's meeting um we will open up our comment period we've typically extended that and I'm uh H open to doing that this year as well but I think our process will change so maybe that won't be necessary we have the 14th 20th uh the 14th with presentations 20th we typically end our public comment period so that we can present them on the 28th but um let me also talk about a new tool that we have um so uh it's a little bit light I apologize that's hard to see but uh the public information and marketing office has stood up a new system for us called vision.
Okc.gov the full link is/ budget feedback but you can just go to vision. okc.gov we will still take um all Resident feedback in the old ways in terms of uh an email or you can even text comments to the action center um or you can write us a letter to the city clerk's office if you so choose but what I'm excited to present to you here is some work that Zack Nash and the team at Pim have been putting together for us some of the challenges that we've had with resident engagement have been um one as councilwoman nice has pointed out before the 20-day comment period is very short it's hard to have a dialogue with our residents and then turn that into actionable information for our departments um and so this uh system looks to change that and what it does is it allows us to have yearr round feedback not just on the budget on really anything that you want to comment on for the city and so in theory what we could be doing here is reviewing this before we go into the budget cycle passing this information to our department heads and then they can consider that as part of next year's budget it's it's a difficult lift at this stage in the budget to take all that feedback in and then make major changes um and so anyways I think this will accomplish that the other thing um that has been a challenge for us is it's very difficult to get actionable information off of Just one-way communication if someone sends me an email and says hey you should add a park that's a great point we will look at that the question though is that what are you willing to give up or what are the what are you wanting to prioritize over that so there needs to be a dialogue and U I'll give you a very silly example of this I um receive all feedback as soon as people know that I work for the city and usually I have to explain that no that's the state or that's the school system but uh my barber had mentioned one time he said hey you need to take care of group XYZ employees they have a hard job and you should pay them more and I said well that's not my Lane but I'm happy to hear that concern um let me ask you a question what do you think we pay those folks now and he listed off a number and I said oh well it's actually double that and he said oh well never mind and so point being is that when you start to have these dialogues they they're you almost need a primer in municipal government budgeting before you truly understand all the things and so what we're looking to do is to provide that to our residents so what you'll see out here is an overview of the budget there's a video there that I won't play for you today you'll see the schedule the timeline for the entire budget process you'll see every presentation that we're providing you today including the Departments you'll see the proposed budget book out there and then it also allows to have long form communication so think uh web Forum or some type of uh it's not really chat based it's more like you post something and then someone can respond to it and the nice thing is we staff will be able to respond to these questions provide information and resources and then other residents who are also interested in that same thing can see that conversation and weigh in or maybe they come to a different conclusion and so they'll be able to provide those things and so we'll be incorporating that this year again we can still use um the the old methods but we're trying to push all of our resident uh engagement into this platform uh and again this is out of the public information marketing office uh Zack Nash is here if there's questions particular to this uh uh software um but we're excited about it and with that that is the last slide that I have for you but I'm happy to answer any questions that you might have thanks Chris I appreciate that and I I really appreciate the acknowledgement of Zach and the team and the work that they're trying to do with with this uh platform I think also this is a similar platform we're going to incorporate when we're doing our budget I mean our planning for the uh Geo Bond so I think it really allows for better engagement so I appreciate all that work and again I just want to note how much I appreciate Chris and his leadership and the team and all their work and then all those folks have been involved with this and I know we're going to start doing our budget presentations and walk through these but I really do want to recognize that and appreciate the work that you all have done than sir I had a question um when will this go online as far as the last slide that you just showed today today excellent um are we doing like a newsletter or some type of push to get that out to our residents to know that this is live and active Zach mentioned a social media broadcast um I don't know if there's anything else Pim would like to add to that okay but that's what I'm aware of and I know that there's also a news release that we typically do in terms of the budget office excellent yeah just like chrisen said Zach Nash with public information um we will P push out on soci show front page of the website as well as sending out a newsletter all of our communication tools we will let people know about uh about the budget feedback opportunities thank you and I I just want to note as we're looking at the timeline and one of the things that I was also paying attention to for this for this as we prepare for our budget every year is the importance of of getting these conversations kicked off sooner than later and and what I mean by that is I know our fiscal year starts July 1 um however you the different departments are already working on the next budget so uh how can and keep thinking through this how can we ensure like by the time November comes because that's really when we start putting these things together if you will that our residents truly understand here we are and not February when the budget Workshop happens that that they need to truly be engaged around that time frame of November to get us to February to understand those things and and how we continue to look at that LFR and all of the other things that are Incorporated within uh the budget uh or the different departments to get you all to the next fisal year yeah I think that's a really good point and what I'm hopeful with this product is that what we'll be able to do is build in a yearr round schedule so that we can make these pushes to solicit feedback from our residents in different stages throughout the year so that way for example in November Zach and team can push out a request to start feeding that information and then we can also the other piece of this is that we're going to have to compile these conversations that have occurred throughout the year as well and we will make those available as uh we receive them so one one more thing Council councilwoman it um meaningful engagement and how we we don't want to engage fatigue right we're we're asking constantly for for feedback so one of the things Chris and I have talked about is in other departments is how can we overlap our engagement efforts and pull data pull feedback that is relevant to these projects so it's not just like tell us what you think about the budget it's well we're going to go out for bond issue engagement or we're asking for a bike walk OKC how can we pull this in uh and three months ago we launched a Invision site uh kind of tell us about what you want to see for Oklahoma City and we're using that data to to in this budget process so that we're trying to be very strategic and how we use this how we ask for feedback and how we act on it because meaningful engagement and and letting people know that we're listening and and matching the needs of our community with the services is important thank you for that and I I just one last thing um as we're looking at the timeline and I I appreciate you Mr York for for saying that I'd say it's too short of a time frame for the budget process as far as our public hearing is concerned I still think um the 20th cutting it off at the on the 20th and then being having a presentation about it on the 28th to me you could still have if you had 48 hours to compile those things to get to council that still gives you um at least three four or five more days in order for people to have a response so I would hope that we could still look into how we can still stretch that time frame for people to get really engaged because it sounds to me now that this is going to be a new process so we're going to have to really try to see how that works with that public engagement public hearing and how people respond and or send letters or just go to the website um and and even call and and to the point of what you were saying too Zach with the fatigue um I know for for yesterday there was something that we put out the city put on on Facebook about um DW additional dwelling units and I reposted it but people are replying to me giving me their answer instead of going to the website so it's also those types of things that we have to work on how we educate our community and and engage with them as well because when we share those things um clearly they're going to respond to us and how are we going to make sure you all get that information so just some other things to think about as we think through this thank you very good um just one thing I'm going to sound like a broken record uh first thanks for the presentation thanks for what both you and Zach and your respective uh staff are up to right now I think it's good work I was just honing in on B4 and B5 which is not a bingo reference that is a reference to her budget I think that the different the different Revenue sources right the sales tax the general fund and then the use tax and excise and these sorts of things I think and I've said it previously I'm going to say it for till the end of my time on this uh horseshoe I think that's where a lot of the your Barber story kind of speaks to it in some respects I think that's where a lot of the disconnect is with the public I suspect that if you looked at the number of people who show up to vote for any of the council members so like for instance word two total vote it's around like 4500 people but there's like nearly 50,000 people in word two who are eligible to vote like over the age of 18 right and what is it like 85,000 people per each of our WS so w two is like a high turnout Ward but 4500 right you know and I I know that a good number of those people just using word 2 as an example know these different Revenue sources but just last night when I on an Instagram story uh put a graphic about the budget process beginning today I have a developer Who had who I have engaged many times and has engaged with me many times and has literally even asked about like conditions and to Heights with their streets or the drainage conditions right um and when I posted we're going to have a budget uh Presentation tomorrow and his immediate reply was Crown height streets and drainage and I thank God for Zach and your team because you all had created these budget videos right uh you also created a house city government works video uh and a streets how we fund streets video and so I just immediately shared that with him I was like hey remember we've talked about this before but I just think that that convers I think that conversation about how we fund operations versus how we fund you know about every 10 years the infrastructure needs of the city I think that information is very lost on an overwhelming number of people like of that 4500 that turn out to vote in word two I don't think that even a majority of them have that understanding right and these are not dumb people and then I think now think of that gap between 4500 and the 880,000 right who ultimately live in just word two and I think a lot of this is that it I was just looking at OK cps's website as you were talking about websites like we do not nowhere in K through2 as I have said multiple times nowhere in K through 12 are we teaching our students and their families how this level of government works how it works and if they don't know that then how can they provide any meaningful feedback to us combined with that the fact that okcps is majority in terms of its students as many of us know are Spanish uh they're Hispanic or they're Latino or Latina that is the majority of the student body and many of their parents do not speak English and we can be mad about that or we can recognize the reality and so I was glad when I was looking at the website you all created there's multiple languages there I think that's wonderful but I guess what I'm saying is there has got to be a very deliberate conversation with the largest school district in the city about how this local government works so that these parents and their grandparents can actually give us meaningful feedback about conditions in their neighborhoods so it's not just my crown height folk who I love uh but it's the residents and neighborhoods that you know I mean by the way if Crown Heights is behind in its Street uh conditions right a historic preservation neighborhood what what about the neighborhoods who have not had that tender love and care right so I'm going to keep beating this drum because it is it's necessary that our people have the understanding of how this level of government works so that they can advocate for these needs so the school district the school district the school district the school district I it has to happen there and there has to be an intentionality about the language barrier that exists there as well so otherwise I think you're on the right track I think this is good I'm just saying like that's that's going to be a huge problem particularly as you're heading into this Bond thanks thank you thanks Chris so next up we have Chief Kelly presenting the fire department budget good morning vice mayor councel Mr city manager Richard Kelly fire chief thank you for the opportunity to be here today we're really excited to go through our budget and give you an overview of where we are this year I know it's a challenging year in the budget process but uh as was said by Chris um really excited for the opportunity that we're going to have I believe to serve our residents at a higher level um before I get started I would like to thank my team obviously um Clint regar who's our business manager Lena Croy who works for Clint uh doing an outstanding job in that area building the presentation working through the challenging areas but also like to introduce my Command Staff uh this is our team that really works hard every day to really uh see things through bring things to fruition uh first I'd like to introduce he's not here today but I'm going to say his name because deputy chief Harold Thompson's our fire marshal has been in that position for many years he's retiring in June um so he told me you can't make me come today and I I said okay no he had another uh event going on but uh I really want to thank Harold for his leadership and what he's done for our city but I am excited to announce in waiting we have a battalion chief currently Dominic Brown who's going to be stepping into his role in the excited to have domic on the Command Staff um we have our Deputy Chief of operations who you all know very well many of you worked with before Mike Walker we have our Deputy Chief of Support Services who uh I don't know how he does it every day when I walk in his office he looks at me funny because I'm giving him another project but he works hard Shane Smiley and we have our uh deputy chief uh Battalion battalion chief of administration which is a new position that we created it's kind of the catchall that does a lot of different areas unfortunately Works directly for me and that's Derek kill and and really excited to have him on board but thank you for the opportunity to be here today um if you want to follow along in that budget book that's nice and small um you can turn to page c-53 that's where we're going to be the fire department uh budget lines out moving on to obviously the most important thing for us is is the mission statement and it's to provide emergency response fire prevention and public education uh services to the Oklahoma City Community so they can have their lives and property protected our mission statement is quite frankly respond quickly safely courteously meet the need and everything we do is about meeting the de and I really feel excited today about the budget process and what we are going to be able to meet the need of our community this here gives you just a quick overview of our organization um you can see from the top there fire chief and then we have our four divisions that we have our main divisions is operational Services Support Services fire prevention Serv service ad admin services and I introduce the deputies that are over those and I'm really going to break those down in more detail so I won't spend a lot of time here you can see our total staff that we have is 1,133 positions an increase of 22 positions I'm going to give you a detail of that increase today as always we like to show uh the services that we do provide that we're fortunate having the support of our community every day our residents but also as well as our city leadership ship to be able to provide these services this is our fire stations and apparatus you just seen this last month and we gave an overview of our of our EMS services but um talking about the contract with imsa you can see in blue just so I highlight that again those are actual fire stations but that's where we'll have our four EMS transports units in service very close to bringing that to fruition and excited for that a as as you all know throughout the city we have 38 stations 39 engines is one of our stations downtown provides two engines station one of those every fire station we have is Advanced life support so we have a paramedic on every engine company in the field 13 ladders 17 brush Pumpers six battalions so we served that out of six different battalions six heavy tankers that provides that water supply in those non- hydrant areas 3,000 gallons four light rescues a Hazmat unit a heavy Rescue Unit and a water Rescue Unit getting into our budget changes sorry about the slides it looks like we moved it over of Microsoft that it messed everything up so apologize for that um real quick the overview we're going to have and I'll read it to you on this you'll be able to see it in detail in the next slides we had the 5.1 million uh in Personnel this is just the rollup cost that we have and that's what it the changes in Personnel cost are related to different salaries Merit retirement this is just same service that we provided last year of that $5.1 million increase so um that that as we was talking about Chris gave that update of the challenges that we have just to provide same service every year that shows you that just in the fire department we're also are going to talk more detail I have individual slides about 1.8 million for the mobile Integrated Health Program $800,000 in our Public Safety sales tax increase 271,000 in our dispatch and we're also deleting a fire Lieutenant position from it this gives you an overview of our uh major budget change that Christian was talking about this is the largest change that we have within our organization when we talk about mobile Integrated Health there's there's several different areas that we we have within that we have a community advocacy program that's already in place and running and that's to deal with our high volume utilizers in the field but now we're excited to roll out a new one uh we've had our overdose response team that I'll be giving an overview but what we're talking about today is our crisis response team and our call diversion program that we're putting in place and this will add 20 positions I'll get more detailed into it but this the 1.2 million the 1.8 million total comes from the Task Force Reserves that was uh mentioned earlier from Christian and then we have 58,000 that's coming from the opio settlement for the special purpose fund uh if you look at this program is designed to provide support to uh the police department the fire department MSA and to provide the appropriate response to behavior health in overdose incidents so that's what we're looking at is to be able to meet the needs of our community exactly where they're at the program was developed in concert with the Oklahoma City Police Department so we're really excited that we are able to work with them to assure the needs of our clients in the field and our ocpd partners Chief gy and I have worked together on this we fully support the program you going to see if you can change that to sorry about that we'll try to make it where you can see it yeah reopen it reopen in a different no it didn't go ahead and go that's okay go to slide six again we was talking about the uh so I'm going to get more detail on each one but go back on the slide please the crisis response team again we look at there's two different teams the crisis response team the crisis call diversion they will operate from 9:00 a.m.
To 11:00 p.m. 7 days a week um we'll have two teams that operate each day um and the goal of this is our crisis response teams will respond to high Acuity and medium Acuity calls when actual 911 calls come in so we'll be able to respond to that the crisis call diversion program will be in our Dispatch Center where we'll have Specialists there that can take 911 calls when we average about 18,000 calls a year that come through for Behavior Health calls we'll be able to immediately connect them with someone in crisis called diversion program that will be able to get the right and appropriate response to them and if we if we have those where we need law enforcement fire response M we will still respond but that team will also respond with them and the goal of this when we show up is obviously to deescalate those situations to be able to take that over over and get law enforcement back in service to get the fire department MSA back in service and to be able to operate in that manner the nice thing about the crisis called diversion program we also be dispatching so if the alternative Response Team program comes online and that's what we're looking at for contracted services for low Acy calls we'll actually do dispatching in that area so we'll dispatch that team work with that team be oversight for that team the nice thing about that if we we'll also be able to connect with 9988 so we'll have that relationship there so an overflow in those situ ations so we really believe this is a a totality of the program that provides the best service to our community the next slide really gives you a breakdown so you can see those 20 positions obviously we'll need a program manager in that program managing the program and this is someone that has experience in that it'll be someone that has three years related experience with community and social services and health agencies two years prior of supervisory experience a master's degree in social work marriage and family therapy iCal psychology Counseling psychology or clinical mental health counseling so we're really looking at someone that has a background in that area to be able to lead that team and then the crisis response team will be made up of three clins that gives oversight in that area so they really are able to work with that team and and make sure that we're providing the appropriate services and if you look at that oversight those CL clinicians they'll have two years of experience in Social and healthc care agencies a master's degree in social work just like the the program manager so they'll that be a high level uh experience in that level and then we'll have our teams in the field that will be made up of a paramedic A mobile integrated Healthcare paramedic and a behavior health Navigator and the paramedic has to have two years of experience you want someone that has that experience in the field of working with people the biggest thing on that is the reason we have a paramedic is many times on top of having you know some type of behavioral health issue they have medical issues and we want to make sure that we're taking care of the needs on both sides our long-term goal in this is that can provide that medical clearance because of the experience level we have that we can get people those individuals into Services more quickly and connect them in that area and then that mobile integrated that that there be a two team the paramedic and the uh Navigator and they will have two years experience uh that Navigator um will be required to have um two years experience in that and and they and the long-term goal of that is they'll have that case manager two level to be able to provide that experience in the field so it's important that we have that in the field and then moving over the crisis called diversion many of the same level of experience but they'll be in the Dispatch Center and we'll make that where we can probably do a rotation so some can have the field rotation then be able to rotate in the The Dispatch Center so they'll have the same level of understanding but we'll have two Behavioral Health clinicians and then four and that's to alternate the team so we have those we'll have a clinician in there with the Navigator as well as well the Navigator being in there uh every day um you also see that funds there for the medical director's office with this increased load that we're seeing in our mobile Integrated Health uh there was a request to provide additional funding for the medical director's office so they could have a dedicated uh physician to oversee this type program especially as we're expanding and moving different Services another major budget change we have is adding funding to the fire sales tax fund this is to to address our emergency medical technician training we're increasing our Paramedic program of that training and we're paying for that for our firefighters currently we have 41 firefighters in The Paramedic program significant cost of the department so we needed to increase that area and we're also excited to partner with law enforcement uh with with our law enforcement Partners to really roll out a robust U uh UAV program to provide that first response in the field to get Intel back to us as responders to be able to mitigate these situ situations we're dealing with in the field and that'll be able to provide that services to fire law enforcement Emergency Management emsa anybody in that to provide that UA UAV capability our long-term goal on that is to provide that Network throughout the city to have those services available for anyone responding to an incident the next one is our uh fire senior dispatchers we're adding three fire senior dispatchers there and in fy1 17 we cut three out of the budget we had eight 18 at one time went back to 15 uh our goal is to go back to that 18 and the reason is we've had a significant increase in our call volume and also with these technology pieces that we're adding and the challenges we have the goal is that to be able to provide some higher level services and dispatch so to the call volume uh the challenges of getting those calls dispatched in a timely man manner as Chris mentioned our whole goal of this is to provide more effective services to our community and then we had one major budget deduction was an IT lieutenant um that was in I the position that moved over in the radio shop when the uh the radio shop took over from fire we had an IT person that was over there were deleting that position a lot of different funds you know it seems like we're continuing to expand this um just as said earlier you know it looks like a significant increase in our budget this year from 221 to 236 but I'm going to talk about some of this as rollover that we see um if you look at the first one General Services fund that's 131 million for 863 positions and then we have our better streets and sa City use tax that's 7 71,000 that's actually for a um storage building that we're building to be able to provide additional services with the growth that we have our Capital Improvement fund of 3.7 that's actual $2.4 million that we have in there for fire station 31 and then we have 1.3 million for our Renovations in our bedrooms at our fire stations our two company houses that we have in there and then the next one you'll see is our fire sales tax fund obviously budgeting for 224 positions our medical service fund that we started last year for our EMS response for 40 positions our transport program and then you'll see our special purposes fund at 7 51,000 that's actually paying for six positions in the mobile Integrated Health program that we're starting up so that's why you have that fund and then you have our maps for a use tax of $3 33.8 million seems like a significant number but 21 million of that is actually carryover for apparatus that we've already encumbered the challenge that we're seeing a delivery time that we're just rolling that over year every year it's taken sometimes almost up to four years to get an apparatus so that's why you see some of that row over when you look at our beautiful pictures here and our lines of business that we have we have four different levels Administration operations Support Services Fire Prevention Services I'll get more in detail on that in each one the next one you'll look at our Administration this is our Administration services that we have we have $19.2 million in there 39 positions the majority of that goes to Executive leadership of 36 positions and then we have our public relations and marketing team which is our Pio again the goal of that is to provide information to the public but more importantly to build our brand and to make sure that we're keeping a positive image of the City of Oklahoma City and the City of Oklahoma City Fire Department and that's our goal every day to do that we have some admin highlights and we're really excited this is a a lot of information right here but we've been very working very hard to get our data into programs that really give us a lot of information we know number one it's verifiable but we're able to see every day the work that our Personnel are doing this is uh involved in our LFR program we're moving to these bi platforms and this is something that the business manager and his team especially Clint's been working on with an outside vendor and we're really taking it that next step in be able to provide effec Ive data and we'll be able to detail this and be able to look at what's inward facing for our firefighters to help improve services but also outward facing to the public to show the great work that our men and women are doing every day this is a small example here this is a smoke alarm that we do and we have an app that's been built where our firefighters have it all their phones our lap laptops we have it on our iPads every day that they can do input so this is one of those small areas you can see it shows the date if we want to look at that and then when you scroll down it show show the actual total of alarms that's been installed that smoke alarm has been installed in that time frame the next one shows it by shift so you can see a breakdown by shift you go to a more definitive detail by district and then you can actually go down to where there's a lot of information on the leftand side there but really gives it by station so you can see all three shifts what we've learned in the past firefighters are are very competitive so sometimes if we just throw this out there and say they let them look at it and go hey where do we compare to the shift that we're working next to usually that helps bring up everyone involved so we're really excited for that opportunity and also shows the great work they're doing every day next one again a lot of detail here but this is one that shows you by our rig by each individual rig the data analysis in that it shows you you start off up there this is actually the fiscal year showing year-to date you look at our turnout time that's how we fast we get out of the station our goal is 60 seconds or less 90% of the time super excited that we're meeting that you can see that there um this also shows our total unique incidents that's number of apparatus we we made 66,000 incidents where we responded to and arrived on scene but you can see out of those it was 108,000 different in rigs that were responded to and then the next one you can see we talked about turnout time how important that is you can see the 10,000 108,000 incidents how many times we met that Target and then the next one you'll see this is our travel time this is important for our residents to know that any travel time from point of travel from a fire station to their incident we can our goal is six minute travel time 90% of the time you can see we're at 80% of the time and working on areas to try to improve that and you see on structure fire that's at 90% a lot of that is because the core of our structure fires happen within the core of the Metro so we actually have a quicker response time in that area and then you can see our our out of shoot time here it also shows it by different incidents we can focus on that that if we see an area that looks like it's low we can really dive into that if you'll notice the structure fire is a little bit lower and that's actually because we have to get dress fully dress before we go out and we have actually if you look at the National Standard in that it's actually 80 Seconds turnout time we felt we wanted to compete at a higher level and that's why we kept our focus at 60 seconds next one is the operations line line of business 149 million obviously the largest area of our organization and you can see the diversity we have within that now currently with the mobile Integrated Health Care program that we're starting up with 20 employees you can see the Emergency Medical Services Program and and this is not be confused with our transport program this is the how much percentage of time our firefighters spend on medical calls so that's how that's budgeted you can see we're we're almost 70% of our time is on medical calls so that's how that is budgeted there 90 99.7 million for 654 employees our Medical Transport program that's actual the transport program 40 employees at 4.6 and then you'll see the suppression side of that and that's fire and other activities that we're involved in 44 million at 293 employees really excited I forgot that brought today overdose kit you know this is something that extremely important we talk about our community relations community services and what we provide the Highlight here we have of operations are is our mobile Integrated Health Care Program again falling under that is our overdose response team that is something that we started last July and you can see what we've been able to make a difference that major lance Jones we have a partnership with Hope Community Foundation obviously we're still working hard with North Care Red Rock we have relationships with themus but this was a program that we were excited to roll out that just told us we're moving in the right direction but we knew we need to expand that that's what we're seeing with CRT crisis response team and our CCD you can see since last year we had 698 responses uh overdose kits that we have here today uh this provided from the state 108 of those has been disseminated uh and we have seen that those have made a difference we've arrived on scenes where these have been utilized before we got there so we know it is making a difference in the lives of our residents we have 421 residents who have been offered Services we know that 28 have accepted this is a challenging area that we're really trying to grow as we expand this program but being able to get that data appropriate data where we can see that because a lot of times we don't have that that data relationship with some of our providers and we're looking at some uh platforms that will help us in that area and and sometimes it's it's difficult as you see the continuation of of the contemplation of how people are in that cycle of on the left there that shows you where they may be in their in their life cycle of process of seeking Services you know there's a it's a large challenge to know exactly where people are that seeing the type of treatment they're getting and that's the area that we're going to continue to grow as we build this program to make sure that we have accurate data in that when you look at uh up top our goal is to prevent harm this is you know we've always responded and and provide the services there but we have to look at the prevention measures on this and really grow and improve what we're doing so prevention that harm reduction treatment and then long-term cor uh recovery I'm really excited that we're seeing that process because many times we show up we provide care we turn them over and we never we you know if you say bless and release uh you know I'm excited to see this that we can go back and really focus on seeing that continuation of care all the way through and connecting our residents that are having difficult times challenging times down on their luck and make sure that we're connecting them Services what we've seen this in this program as well uh unfortunate that we have had fatalities in our overdose response we're also connecting those family members because it's important many times they're Left Behind not know where to turn so we're actually focusing that area too not are we providing services to those clients but we're able to provide servic those family members are going through an extremely difficult time support services this is a what makes everything go the logistical side of that so we have Logistics and Facilities maintenance 43 maintenance sites that we have to take care of you know and over a 100 apparatus that we deal with all the time so takes a lot of work to make it happen 16.2 2 million 24 employees there um you can see we have 43 employees providing that um to keep those 38 fire stations over a, firefighters operational and providing Services every day and then our fire dispatch just includes the three positions if approved would show a 2.7 million for the 19 employees in fire dispatch super excited for this one fire station 38 that opened I had this uh Clint uh did tell me that Chief you've had this on there for your highlight for like two years three years well we work on it very hard for several years but when something comes to fruition you want to sh highlight that and we're super excited for that fire station being service was actually driving yesterday and heard them respond on a call so we know we're out providing effective services to that part of the community Fire Prevention Services again talking about preventive side this is where we're at here this is the preventive side of the fire department where we're trying to mitigate and reduce the risk of our of our community and making sure that we're not responding on these incidents but we have three work sections in there 44 employees 7.2 million we have our community risk reduction it used to be called public education and that's important but really we're looking at a more finite detail of community risk reduction how do we do it at all levels you know they're involved they'll be involved in some of these kits and how we do those things and how we provide services and training you know that it's it's a lot more than fire education it's that Total Community risk reduction then we have our fire investigations they're working sideb side with the police department to go out we provide the Investigation Services on a fire but we work together with them hand inand we have 12 employees in there and then our Code Compliance section that's just making sure our buildings that we go into every day that it's safe and effective if you look outside the door here you have a fire marshal stamp tells you how many people can have in here and we always make sure that we apply that so their highlight here this is two canvasing programs that we did uh around the city this is a group effort of our public education staff our fire operations personel our uh residential fire academy Alumni Association our fire Explorer program but they went out and canvas these areas and you can see the areas we did South pin to Rancho South Grand to Southwest 44th uh North pin Blackwater to Northwest 10 to Northwest 12th Street uh number of homes we did 324 smoke alarms on the first one 69 uh number I'm sorry homes entered 69 number of smoke alarms was 214 if you look at that number why it's off we usually go into a home when they allow us to go in their home and we put it to code so many times to code is one in every bedroom and outside the bedroom so you're going to see more than one put in a residence and you can see the numbers that we did in the in the area in the in the bottom you can see that same area the the largest goal or the biggest challenge we have is allowing people to break the threshold of their home to allow them in their home so we really try to work hard in there and sometimes it takes that reapplying that effort uh one strategic result or was we show you a bi report again that gives you the the response that we look at but annually the residents of Oklahoma City even anticipating growth in outlying areas will receive emergency responses within 7 minutes or less 70% of the time in order to protect the lives and assess and treat emergency medical emergencies and limit damage to property then we here's the report that we have if you look at this again a lot of data here this is actual our response data report you'll see up in the upper right hand corner is the physical year you'll see the number of incidents dispatched and then that's why you see the earlier number that 66,000 that's how many we actually arrived on scene that's how many's been dispatch so not confusing the data there the next one you'll see is that 70 minutes or less 70% of the time you see how many we arrived on scene the target so we're at 70% the next one you'll see our structure fire this is actually a National Standard that we uh this is a travel time to a structure fire from dispatch to arrial on scene 5 minutes and 20 seconds is that is the national standard in that were're at 76% in that and then the other fires were at 68% so you can see a lot of data we're really excited about these reports we believe it's going to make a huge difference in the future this one also shows our EMS data that we shows you our current year again the total number of incidents that we were responding to out of those we always want to look at how many we provide a response of advanced life support our goal is 95% we're at 92% so we always continually evaluate that you can see how many were dispatched and how many responded with an ALS that would be our engine companies and then you can see our overall an EMS response is 5 minutes on that and you can see we're at 55% because that covers the entirety of the city then we have three goals that we want to accomplish this year one of the areas we always wanting to reduce our firefighter injur injuries that's a big one we added a athletic trainer last year due to your support and that's been been going over very well but what we're also is really wanting to drill down deeper than that and what we're trying to look at here is how do we reduce our oji out of service time and so we really want to drill down in that data of how long till we get an injury to initial treatment followup with the physician appointments definitive care surgical intervention till they return to work uh the challenge that we have now is overtime and Staffing our apparatus we really want to look at this at a finite level and say is there areas in this process that we can improve is there ways we can improve that process when they're injured to make sure we get them back to work there's also an extreme Challenge of firefighters when they're injured because they want to provide services when they're disconnected from that you know you got to you know it does put a a stressor on firefighters police officers Public Safety providers because they want to be back at work that's what they do so we want to make sure that we're following that through the process the other is focusing on our fire facility updates we have a lot of facilities we're uh rebuilding fire station 31's currently underway super excited on that one we're identifying land for fire station 13 which is is at 74 and air DEA to rebuild that fire station fire station 10 uh looking at rebuilding that one which is downtown 16th and pen and then a full remodel in Station 15 which is 122nd may we have a lot of those projects going on so that's going to be a real big Focus this year and we want to utilize our improved data set as I showed you some of that example today obviously we're showing work cycles and what we're currently doing but we want to leverage those platforms to be able to create more predictability models how can we look in the future and say this is what happened in the past look at the future of that and be able to provide effective service response programs those type can be ahead of the curve and be more re uh proactive than versus reactive so we believe data is going to tell us a future you know and that we'll use every opportunity we have to leverage AI platforms if that works into that we really want to be that focus on the data to be able to provide those services and with that I'll entertain any questions but I really appreciate the support we always receive in the fire department Public Safety and uh thank you for everything you do any questions yes I have a few questions but first I just want to say thank you for all your work and for um W Chief Walker for overseeing this um and I love the name the Integrated Health because I think that is such a good point that um yeah so often if someone's having a Behavioral Health crisis or sometimes if you people are just having a Health crisis sometimes it's going to those things are going to overlap for various reasons so um I and I also just want to point out and I think it kind of you sort of pointed it out with the community risk reduction that I've always sort of thought like the sort of harm reduction work seems to dovetail so well with what you do because you're already sort of doing it but for other types of injury like you pointed out illness and and fire and you know just that that sort of uh Continuum of doing prevention work around education and um and and those sorts of things but then also fire alarms are an example of a har or D or risk reduction right that um uh the same way that maybe using Naran is is that it doesn't prevent the fire from happening but it makes sure that you all know and can respond to it and um as quickly as possible in the same way that Naran can help people keep people alive until the the professionals get there so um I just think that's a really good pairing and excited to see what you all um will kind of come of that um I am curious to know what is the sort of with these 20 new positions kind of what is that capacity of coverage CU that doesn't sound like it's going to be like a 247 um capacity so I'm curious to help PE know myself but also have people kind of know what that coverage will look like the goal starting out is 9:00 a.m.
to 11:00 p.m. and we'll obviously with two on duty um I think Chief Walker forgive me is it with 18,000 calls a year we average looked at about two an hour so about two we all know it never works out perfect you're going to have 6 one hour and one hour you don't have any but with those numbers um you know we're going to evaluate it um I think in the future um you know as we come back and hopefully we show some some good use it may be some uh areas that we want to expand and we can move the uh when I say in the future we may look at that is 9 to 11 the perfect timing our long-term goal would be 24-hour a day service um you know we'll just have to look at that obviously in the challenging Year we're at in budget and the things that we're doing and we're we've applied for some grants and we really want to get very active in that area um so we're going to do everything we can to fund that at a higher level um but we'll start off with two a day and also working with the art program if that comes on and when I use that CRT crisis response is more focused on the 911 High Acuity calls art would be more those low acut that maybe don't need law enforcement don't need fire response kind of the 98 if you will um and then we'll also have the 988 backup in that so it's not just you know the the crisis response teams we have some other avenues that be working together to mult have that Force multiplication and making sure we're knowing how it's working together um but that's the goal starting out and that would be for the crisis called diversion program as well we'd be online the same time frame um again as we evaluate these programs and see where they go uh leverage grants and things that are out there which that's an area that's new for us because most of ours is related to fire specifically so I think this gives us one that we've worked already and turned in a grant so hopefully we can become successful in that we're going to continue to leverage that hope that answered your question in that area yeah and chief I just want to mention too I really appreciate the effort on this this really is a joint effort with the police department and the Fire Department chief started mentioning that earlier that's like he's worked with Chief gley on this it was really in part at least this goes beyond but in part it was part of the recommendations from the task force of what we're doing with alternative response and this I mean I think it takes it even a level further and engages these together I think the decision early on was recommendation of the task force but with the police department as well is it makes sense to have this housed in the fire department or at least housed in another area and the focus isn't law enforcement but it's going to engage and work hand inhand with law enforcement on calls and when we're when they're out there and work as quickly as they can to hand those calls off or sometimes even to divert where it doesn't have to be a law enforcement call so I think it's really a combination of all public safety engaged in this and I really appreciate the Chiefs working together and their teams working together and chief Kelly and his team have done a significant amount of work getting out to find out what other communities have done and been successful with and I really appreciate that deep dive to make sure they identify where other communities have been successful what they've learned from it and tried to structure this around Lessons Learned in other communities as well so great great job on on putting that together and for the budget as a whole I will say I'm more of the mouthpiece in that area as said Chief Walker has worked extremely hard in this area U thankful for his knowledge his work on that um but it it it is an opportunity I appreciate the support we got from the city we went to multiple cities we went down to Houston ACM Fair brush went with us on that uh the police department went with us it was a great opportunity to see their call diversion program uh we looked at Austin we've worked with them Tulsa uh We've looked at Albuquerque um cares program and and uh in Colorado uh with with a lot of different programs there so we've we've really tried to um really look at a lot of different programs Austin and bring what we believe best serves our community together and I think that's what we have before you today and I think the me what you mentioned before too I'm sorry what you mentioned before about it working with 988 this doesn't replace 988 this works with 988 and I think all of those things all those systems working together are really what's going to serve our community best well that's what I was kind of getting ready to to say as well you know it's the it's the interaction between everything that's going on right now it's really public facing finally it's been going on in the background for a very long time but police fire keyah home now the crisis response teams in all the Departments and just that whole interaction it's really becoming cohesive more so than ever before having been a dispatcher in the called diversion you know I was originally a naysayer um with a lot of that when it was first presented to council but but I have I'm I'm a Believer uh today and I can see the difference that it's making for our residents and for our staff and for our firefighters and police officers as well to be able to focus on the on the things that need the most Focus that need to be prioritized while still helping our residents so thank you for that thank you for a great presentation um really excited to see all of these things begin to come to fruition I did have one question um when we decided on that 9 to 11 time slot is the intent that we will begin to collect data now to determine whether that shifts from a timing standpoint or was there some research done um through dispatch or call logs or anything like that to set that to begin with you okay you want to come up here and speak real quick sorry I have Chief Walker come answer that he's definitely a lot more in tune than I am thank you so it's both um the current current research shows that the peak time starts is between 9:00 and 11: but we are also going to start uh collecting data as well to see where uh the adjustment needs to make there are some cities that saw an impact and whenever they went to 24hour Services there are some that didn't see that much of a response and the everyone that we talked to uh and we the this data also correlates what we see here in Oklahoma City that's it's between that time frame okay thank you thank you I just had um thank you again for the presentation and and to the point of us talking about just the ways that we were able to to care for our residents uh one of the things that you were talking about the the friendly competition against uh the firefighters and the stations with those smoke alarms I was wondering how we could do a challenge for our council members uh to see how many residents we could get as far as their smoke alarms um looked at inspected or or installed so that's one thing so challenge um 316 beep that's yes 316 beep and I I said that last Tuesday at at one of my town halls and and one of my lovely residents said yeah the firefighters can come to my house any day so um clearly some have been there hopefully they did not stay long because I know you all have to work but um I I say that in fun but that's just a relationship that you're able to have with some of our residents which we're grateful for so as we talked about just those responses that you all are able to do um the safe place and the uh the where people are able to leave their babies I don't know what the name of it is maybe you can help me just curious to knowy box baby box baby box okay baby box I'm just curious to know where we are have we had any responses and and even with the safe place maybe um if there's a way for us to just kind of keep updated with all the things that are happening around us uh how you all are able to to ensure that we're taking care of of our kids and our residents who two different programs the uh safe place program is actually a state program that we partner with um obviously you have different areas of fire station is a safe place where if there's a they can come to that location we can connect them to Services uh the baby box program we put their first one in at Fire Station 21 we haven't had to date a response which obviously is a good thing but the whole whole thing if we're not again we don't want to be reactive we want to be proactive um and then we're looking at fire station 12 and which is there on Martin Luther King that is one we're adding and that we're working currently with public works on that fire station 28 which is the southeast part of the city off 74th in Anderson Road and that's working when we've worked with uh experts in that area what they look like is they always talk about access you know when you're talking about areas you're really looking access because it may not always be someone in that area maybe someone that's driving down the highway and they have other states that have responded in in different parts of the country to to do that and we're just looking for the the best way that we can serve our community make sure that we can save a life and that's what we're looking at those are the two programs and and how they work and what what we're working on currently how are those funded the baby boxes the baby box we get donations we've been fortunate we're working with what's the you remember the provider sorry I keep going back here there's a lot of information I apologize fostering Street sweet dreams they have donated the Box we pay for the installation out of our um building program because we believe it's that important you know and and we partner with them in that area but we've been fortunate to have those donated and then once we go from there a lot of it's just internal services that we keep it going it does take some IT staff to because it has a automated call to dispatch it has some we test it all the time but once you get that in place it's just m maintenance and we believe it's a very good program and it's worthwhile dollar spent of a resident dollar what is it the cost to install one in a building I mean take the about 24,000 is that way about 24,000 we did have some again Fire Station 21 we had to build a sidewalk most of the other ones we probably won't have to do that much but about 24 ,000 when you look at our portion which is about half of that and the portion that's donated because everything we do takes an architect and all of that which is important any other any other questions yes Chief yes first uh so I've already said this in private to uh several of you and I'll just say it now did I say I've already said it in private I'll say it now in public just want to make sure I was being clear thank you for the just intense level of thoughtfulness that you all have put into crafting uh the crisis response team and then thinking about the work um that will happen with the alternative response and so just really want to say that in public because it's it's as someone who is very impatient and stubborn uh you know this work began back in summer of 20 and as you've heard me say for four budget years you know but I think in some ways the amount of due diligence um visiting the other municipalities and I remember in the res the community policing resolution it specified best practices that we needed to dig into other municipalities and borrow from them and expand upon it so you all did that and I think that's uh commendable um so good work and I look forward to seeing that come online um not only am I impatient and stubborn I am very competitive andhm and so um I was earlier in your uh presentation noticing you were hanging out in I believe it's word six uh around black welder and 10th and 12th and that's fine The Honorable Council woman is a good person um I'm interested and we can talk offline about this but uh you know my neighborhood has uh many old structures we're about to celebrate the hundred-year Centennial of what was Spanish village Theo uh I think a lot of those structures probably need a a revisiting so I would like sometime between now and when w 2 has their bond uh uh what would you call it Outreach later this summer um I'd like to have a time now this is a draft um but I'd like to have a time between now and then I anticipate this being late July August but I'd like to invite you into the payo and including my old structure because I don't I think you and I have talked about it I don't think that we have the proper regulation that you've just described and uh I'd like to uh use that as a model and heading into the bond where we would have or Bond meeting where I would be inviting the other neighborhood associations I'd like to BU able a model for them right this is how you do it now game on like I want to M like I want to go neighborhood by neighborhood letting them know um and uh we will win against you W I want to get as that's right that's right it's an Aries uh Aries fire uh but I want to get as many of w i neighborhoods knowledgeable about this I want them to see it for themselves what we can accomplish in poo and I want to try I don't know we can figure out the parameters but I think it's as many neighborhoods or maybe it's units installed we can figure out what that is but uh I think you'll have people in P opening your doors to you yeah yes sir okay first I would like I I did call out deputy chief Walker and his great work but also Major Harrison with the police department has been instrumental in this program as well and we talked about the partnership you know we we have to work together on alternative response we talked about the crisis response program and really appre appreciate Major Harrison obviously there's other Personnel but um I want to call him out as the work he's done with Chief Walker I appreciate that and um for what you said on the other I got a new fire marshal here that would love to help you out in any way he can hey maybe we check in Council um about a year from now see how many units during your presentation uh you got then but I I plan on I'd like by this Bond uh meeting to have some photos of our work together uh but again I think it would be an incentive that I can post on social media to say because I just think this is so important we've got to better connect our people to services and this can be a very real tangible non-abstract thing so see y'all next year thanks Chief thank you so much appreciate your time so next up we have Chief gley um on the giving his budget presentation this will be his last budget presentation as he's announced his retirement and we were talking about that before it's like budget presentations aren't generally something people look forward to so so this may not be something he misses as much as some of the other things that he will I really appreciate his leadership and his work um and just all the things that we've done the way the Department's continued to grow under his leadership and as we've gone through the task force recommend recommendations and all and even just like what we were talking about with the fire department in the presentation on this alternative response of how much the police department has been engaged in this a been a part of this um and even increasing their own training on Mental Health response so looking forward to hearing the budget presentation this morning thank you Mr city manager uh vice mayor council thank you for the opportunity to come before you today um I'll just start by saying too we're having some of the same Fawn issues that the fire department had is their fault so um not ours but now it's always when you put something together somewhere and then you try to transfer it over it always happens I don't think it'll affect the content or anything but uh um hopefully we'll be able to get through that without any issues also want to start uh by um by thanking those that put the put this together my public my planning and research staff especially Liliana here she did a lot of work on it and Sergeant Elizabeth Carter did a lot of work as well some work on weekends and things like that and of course all of my Command Staff my business manager Mike stru for identifying the needs goals and looking at what we've done too not just what we're going to do within this budget year but why uh the money is so important and what we're funding in what we're doing because I think that's important as well and how we serve our community um so I'll start in our first slide uh with the mission statement and our vision statement so the mission of the Oklahoma City Police Department is to deliver exceptional police services to our community with Integrity compassion accountability respect and equity which is our core values and then our vision is for the Police Department is to ensure Oklahoma City is one of the safest cities in the country through strong Community relationships Innovative strategies and a healthy well-trained uh or healthy well-trained police officers and you'll see some of that as we talk about wellness and some of the other things that we continue to strive and move forward in in that area so our departmental uh organization chart um just a breakdown there in front of you but one of the things I want to point out before getting into that too much is that our current Staffing numbers we're at 1100 sworn and uh uh 4 446 professional staff uh the 1100 sworn is pretty significant because we're starting to rise back up out of the deficits that we saw in the the mass Exodus of 2020 and 21 and where our retirements exceeded our Employments coming in um we're starting to come out of that a little bit now and our recruiting staff our training staff has done an excellent job I'll talk more about that later in the presentation but just in the fact that you know we're running threey a year um and keeping up a little bit more with that attrition so hopefully that Trend continues uh and I know last year we had a net gain we're hoping this year um that gain will even be higher of those that we're bringing in versus those that are retiring and leaving but with our uh um breakdown of our organization we've got five bureaus and I'll talk about just briefly those and the uh Deputy Chiefs that are over those so our Administration Bureau is Deputy Chief bash Butler um our investigations Bureau is Deputy Chief Ron basy our operations Bureau North which is our one of our Patrol divisions that covers the north side of the city and also our community relations is Deputy Chief J Jason Clifton and then operations bureau South which covers our South Patrol divisions and our Dispatch Center is Deputy Chief Bobby Tomkins and then our special operations Bureau which again I'll go into more detail of each of these will be deputy chief Brian Jennings so the major changes that we have this year um reductions in professional staff we have eight vacant positions and one positions that that's being moved over to the City Finance office and then our subsidy to 911 Communications which I'll explain a little bit more about later and then increases in that professional staff uh six positions and a new storage facility for our large equipment one of the things we've been trying to do to bridge any Gap in services and get more police officers out uh doing the things that they need to do as officers is increasing that professional staff uh to do some of those tasks that excuse me in the past that we've had Law Enforcement Officers sworn officers do that that really don't require um someone with a cleat certification to do those tasks and we found that we can be much more efficient in doing that but also too bringing those folks in is a lot easier than trying to hire a police officer run through the academy and you're looking at at least a year maybe a little bit more before that officer is out on their own so so bringing in professional staff to fill those gaps has been very helpful so the proposed budget uh breakdown is in this slide and it shows that the uh operating budget is just over 245 million capital and non-operating just over 53 million less our transfers to City funds with a total Department budget of$ 285 m957 n54 as you can see um operations which is Patrol takes up the majority of that but that's your your First Responders that are out there taking the calls and that's where the majority of our employees are because that is the most critical task that we have as a police department budgets by source so the general fund accounts for 60% of our overall overall budget and the most of it um then you you get the police sales tax fund and then a breakdown there in the maps for use tax fund Communications and uh other and then Capital Improvements which when you talk about um general fund and sales tax that primarily pays for the Personnel expenditures some of the services and equipment the maps for use tax is Fleet replacement we've been very uh fortunate with that we have one of the best fleets in the country when I talk to other major City Chiefs in different areas around the country they struggle with maintaining a fleet in Oklahoma City I think that's probably even more important because of the size of our city when you cover 621 square miles and you're running a 24-hour operation where your officers are going all the time uh and sometimes driving great distances during their shift that equipment becomes very critical uh in making sure that we can respond and meet the needs of the of the city so budget by classification again personal services takes up the majority of our budget that's our people that's our salaries benefits and 70% of our budget goes to to that when you talk about Services things like contracts utilities chargebacks for it and Fleet Services uh supplies and equipment that's everything from what we wear in our uniforms to you know Fleet replacement to um you know just everything that takes to keep the day-to-day operation running capital is specialized equipment need needs major facilities major repairs um you know we have a lot of buildings and things that require maintenance and upkeep and in Oklahoma weather we know that can be a challenge as well so that's that's part of that there and then transfers will include that 911 F excuse me 911 fund subsidy and legal services so we'll talk about now our lines of business and the first one we'll talk about is Administration this is our executive leadership that includes the office of the chief the office of Finance our Wellness unit logistical support risk management planning and research building management our supply room police it legal service services and Fleet Management Human Resources uh in the exe and Professional Standards and public information is also under Administration as well when you look at um where the breakdown is of the funding in this category executive leadership takes up the most of that with 54 positions and then human resources at 17 Professional Standards at nine and public information at 10 some things I want to highlight within Administration is first of all our officer Wellness we know from our task force uh and as well as the 21cp recommendations that officer Wellness is a priority and should be having healthy well-trained officers means that we'll have a healthy response to our community and be better able to serve one of the things that I want to highlight that we implemented in the past year um is is our Magnus app and actually we implemented it the year before but we really got got it going strong in the past fiscal year this started with a group uh the Magnus group does leadership training around the country and we contact contracted with them a few years ago to do a leadership class and as part of that they started looking at wellness and had told us about an app that they had worked on and rolled out into uh certain areas of the private sector and the public sect sector as well but they had not done a major city police department before so we were very interested in this it was about the time too that they were talking about this that we rolled out the gauge survey the gauge survey is very good but in an organization our size it's very hard to drill down into where those issues are and you don't just want to blanket address an issue that may not be something that's going on throughout the department so Magnus was able to take the data from the gauge survey and uh basically show us where we had issues that needed work within the organization and even drill down to maybe a specific shift in specific division or a work unit um you know or is it a non-sworn area such as you know our professional staff in dispatch and so we were very interested in that and excited about that and this app has just continued to grow and help us address issues within the organization for example too some of the things we can do through the Magnus app is roll out content related to health and wellness uh we have specific content too that we can actually direct to a certain group there's been 12 videos that have been released uh fairly recently that are just for our new recruits coming in so they through the app they can see these videos and receive information about the stresses that they're going through the academy and just all of that that it does you know with their family the thing about um the Magnus app too is it's not just for the officers it's for the families as well and all of our Wellness uh that's that's the main goal of what they try to reach they don't just Target the employees but their families as well one of the things too that we rolled out uh in the last fiscal year that um is unique to agencies around the country is what we call Wellness administrative lead what we found is when you have an employee that has been dealing with stress and maybe navigating PTSD sometimes not even realizing that is it starts to have a significant impact and takes a toll on them as an individual and their work life often times they don't figure that out until they're in a position where they're in crisis and they really need help and how that usually manifests itself is they start using leave uh and avoiding work but it's not something that's easy to pick up because it can happen in such a gradual manner what happens is those officers or those uh professional staff end up running out of leave when they get to a point where they need help so then that becomes a barrier to getting help and sometimes too just being away and having to use your leave in order to get help can be a barrier as well so we introduced this to allow us to um allow our employees to get the long-term care that they need that sometimes requires intensive 30 60 90 days at a facility our Wellness team has identified two facilities and I think they're looking at some others in different parts of the country that have been very successful one of the the caveats to this is an employee cannot find themselves in trouble and then Avail themselves of this Wellness lead that's another um sort of carrot that we dangle to to make our employees want to use this and Avail themselves of this long-term care for for their wellness and so for example if an employee gets a DUI they would not be able to Avail themselves of Wellness admin administrative lead we want them to utilize this Le before they get in trouble before they reach that bottom and have that turning point so far all of the officers and the non-sworn professional staff that have availed themselves of this program program we've had a 100% success rate and allowing them the time to go get that long-term care care and they've come back uh healed and it saved families and it saved careers and it's saved the employees so it's been a great program and just in our wellness program alone over 500 uh employees have been assisted and when I say that 500 it's really probably more because sometimes they assist those employees in more than one area and then they're also assisting their families uh because you often find too when you have someone that's struggling with PTSD or stress has an impact on their family as well so with u media relations um we we had 9,086 media requests completed those are becoming uh significantly greater increased because of video bodyw warn camera incar camera um and just the nature of the work we do we're seeing a lot more requests we made almost 3,000 social media posts and our most popular uh social media that we have is through Crim Stoppers we get a lot of involvement in the community in helping us apprehend uh criminals and people that are are you know doing harm in the community uh We've we've seized over $2.7 million in illegal drugs 234 arrests made 80 weapons recovered and 51 fugitives located as a result of Crim Stoppers and the feedback from our community so some other things to highlight within admin ministration that we're working on as part of this budget year first is a desk officer reporting system so we started um several years ago with uh what we call our um property crime specialist and these were a professional staff that we hired that uh would be able to go out and respond to calls that aren't a high priority and don't require a police officer response but they can take a report they can collect evidence and it's been a help to our officers in leaving some of that burden and for us not having to respond to so many calls what we noticed too is with technology and upgrades that we've made to our records management system it opens the door and the pathway for what we call a disk reporting system and this is where a resident could may have something that occurred such as a vehicle Breakin where there is no physical evidence um and they just need to make a report and maybe it'll help us identify Trends in an area or even identify a suspect but in something like that where there is no suspect ECT information or evidence to collect we may not need to send an officer out so the resident can actually get online make the report themselves through a review process we have through records management that report can be reviewed assigned to an investigator for any followup as needed and then the uh resident can also obtain the report for insurance purposes or whatever they need other cities have uh have done this I've actually availed myself of the of this process in another city um and uh it works very well uh and the again the residents making the report frees up officers um we're hoping is that it'll allow us to get rid of we have to have a report taker at each division now that uh takes reports over the phone um to help alleviate some of those responses so we're very excited about this it's something that that's been in the works a long time we're hoping to roll this out around July of 2024 and uh again it should help uh not only better serve our residents but keep officers more focused on the higher level crimes that they need to respond to another thing too our quartermaster program this is something we're looking at implementing during this um this fiscal year and as you can imagine when you have a department the size of ours with the amount employees we have a lot of equipment equipment that gets damaged it's hard to keep track of uh when employees leave the organization and they have to turn that equipment in there's no real good process in place right now for making sure that all gets collected um a lot of times our employees and I'm finding this out that you got to run a lot of different places to turn your stuff in so with the quartermaster program that will allow us to be more efficient and to better provide the equipment that our officers need if it gets damaged or anything like that and so we're starting this program um as soon as we can get the person hired and in position with our recruits and as we order their equipment and and figure out you know how we track and do all of that and do that more efficiently then expand the program out from there a storage facility for U specialized Vehicles this is something that we'll be working on during this fiscal year um as you can imagine when you have a city of our size that continues to grow and and also special events we're getting ready to build a new Arena um a new uh uh Stadium facility and there's lots of entertainment venues that are starting to pop up around the community it takes a lot of equipment for us to provide security for all of those events and that type of equipment doesn't get a whole whole lot of use and it also can't sit outside um for extended period of times and what I mean by a whole lot of use is it it's usually stationary when we use it U it's not like a patrol car that's responding all the time so you have to have someplace to store that and so that's what we'll be working on and I think the most important thing to point out is um a good example is right now the last time the Thunder were in the playoffs we had to rely a lot on our federal state local Partners we still rely on them for help and intelligence and things like that when you have these these large scale events especially something like the Thunder playoffs I mean the uh NBA playoffs as those Advance into the finals and uh um so now what we've been able to do over the last several years is build that infrastructure up with this equipment so as the Thunder progress and they eventually win a championship that we know they will um we will be ready for that and be prepared and and that's a very good feeling um and again it doesn't negate our state federal local Partners we're still going to be relying on them uh for help but we have the ability to not only handle that event that's going on downtown but to respond to other events as well and we haven't had that uh in the past and so it's very significant and again it's through the support of our community and and this Council that's enabled us to do that so investigations is our next line of business uh this includes you know our detectives and the person crimes uh the vide technician specialist bilingual unit property crimes victim services and then our investigation support which is our laboratory support service our property crime specialist crime scene investigations and Property Management unit investigations uh positions account for the most of that uh which is the 143 positions and then support is another 101 positions so we'll talk about a little bit about some of the things and how it breaks down there first of all I want to point out our homicide solve rate um at 88% one of the things that's significant about that is we're one of the few major cities that we do not count a homicide is solved until the district attorney has accepted charges um other cities do that a little bit different they may you know have higher solve or solve rates or appear that way but when you're counting you know when that case is completely worked you have a suspect and that they've been charged it's very significant to be at 88% so that's that's very good very good work by those investigators and the rest of the teams that support them our uh um victim Services they served 361 individuals for last fiscal year um and the majority of those were domestic violence uh that was the majority of those and as you know in Oklahoma domestic violence continues to be an issue we continue unfortunately to be in the top two or three each year uh in domestic violence and domestic violence related homicides so having uh victim Services be able to help navigate those folks through a very difficult time is very important total persons crimes cleared 58 at 58% and property cases cleared at 32% I'll show you a little bit more on the slides uh on the next slide and then this is something that's really amazing to me is our lab um our lab is uh very advanced in what they do uh compared to not only labs in the state but around the country and they do it in a facility that is really probably outdated which is a hope going forward uh with Bond issues and things as we look at that we'll be able to expand that but they do a very good job and as you see they've conducted over 41,000 tests in the past year uh of different types of evidence that's been collected and how they do that so that's pretty amazing one thing I want to point out too because it's not it's very important to this lab and that support when you talk about homicide cases is so far this year um we've had 27 homicides and a solve rate of 92.6% so that's that's um that that really shows the improvements we're getting in the lab there's some other things too with the realtime information center and how those investigators all work together uh with Patrol officers and with our violent crimes team to help bring those cases to a resolution I think is why we're seeing these improvements over the years so just some when you talk about persons crimes cleared you can see you know we've been in the rise on the rise of the amounts that we've been clearing in person crimes and person crimes again includes anything where you have a Vic vitim that's that's a human being so that can be assaults child abuse kidnappings domestic violence homicides robbery and sex crimes we're projected for this fiscal year to have a three and a half percent increase in persons crimes cleared so some things to talk about during this budget year that are improvements and investigations and things that we're going to see rolling out first thing um that's very excited and I'm not a scientist um so I hope you don't have a lot of questions about rapid d DNA but the best thing uh I can explain to it is is when DNA technology first started rolling out it was a very cumbersome process it took a lot of uh lab hours and and very tedious work for those um uh for those lab text technicians to actually come up with a DNA profile and it was very costly as time has gone on and technology has improved uh the training in those in those technicians has improved the time frame and the cost has come down well we're very excited now that uh rapid DNA is rolling out and this is something that is actually being led by the OSBI they're the ones that are are charged with that in the state but Oklahoma City and Tulsa are the only other two Labs that will be allowed to participate in this program uh in this technology and have the technology for Rapid DNA what that will allow us to do is basically those property crime Specialists and our CSI that are all nons swarm professional staff they they also have um a lot of training and and most of them have master's degrees in in uh you know in the science behind this and so they can perform this this lab work on this rapid DNA so if they collect evidence at a scene they could theoretically bring it back to our lab and perform a test have the results within uh um 90 minutes is my understanding now I believe there's still a verification process that would go along after that but if you have you know a suspect or someone you're looking for and you're trying to make your case obviously if you have DNA that makes it even that much better so we're very excited about this the best part of this is is it will be funded by the state um we're just waiting on the legislature to work through that process uh but we've gone ahead and trained our people so that we're ready to go so when the state's ready and ospi is ready we'll be able to move forward in this so we're very excited about that uh increased property manage unit storage capacity so when I first took over his chief I remember um you know meeting with everybody and kind of looking at the issues how do we improve what the scenarios are and every path I turned it said we've got too much property in our property room and the solution was let's build another property room and so I looked at that a little bit differently we've got too much property in there we need to start getting rid of some things that are there that aren't evidence and so we've done a very good job working with the municipal counselor's office and some others to to do just that but one of the things too that we've worked on in the last fcal year was the increasing the capacity by changing the layout and how we use storage containers and other things and they've been able to do that um and we have just over 311,000 items stored in that property room and we've been able to be more efficient with that now and again get rid of things that we don't necessarily need and keep that process working but also become more more efficient with what we're storing one of the things too that I want to point out Master Sergeant Larry Sanders one of the um officers over there assigned to the property room has been working with our vendor axon um that has developed our records management system and they're coming up with a a very unique and new Property Management tracking system that's going to help us be more efficient in processing that evidence and that information from the time it's booked in to the time it's needed as evidence for the case and to the time we don't need it and it can it can be released and you have to understand too that there's a lot of items that get booked in that property room that are released very quickly because it maybe something found that someone lost or or recovered that that had been stolen from a crime victim and so they're constantly processing that information out we want that to be as efficient as possible to serve our residents in case it's something that they really need such as a wallet you know money things like that that they don't want to be without for an extended period of time so we're very excited about that and the fact that all of this will help bring our property room even more in compliance with best practices in National standards uh the last thing that I want to talk about in uh investigations in this segment moving forward is our organized retail crime task force and Senate bill number 1450 uh the task force was put together by the governor and it also falls under the Attorney General's office we have several uh members of our department that will be um sworn in and part of this task force and it allows us to work these cases because what you find is with organized retail crime it doesn't just just affect Oklahoma City it's a Statewide and Nationwide problem with these groups that um are very organized in what they do and they steal and it causes a a big impact on businesses all around the country we're talking billions of dollars in loss and so with the ability now to better prosecute these crimes and better laws in place to address not your person that's going in and shoplifting a couple of items but these organized groups that are stealing millions of dollars often times um in product all around the country it's going to help us to better Target that so we're we're excited about that we had a seat at the table um with one of our uh employees was able to be a part of that task force and provide information it's also if you think about too it's really helped us in targeting the uh catalytic converter thefts we've seen a significant reduction in those based on not only changes in the laws but some individuals that we were able to um arrest with the cooperation of several agencies not only around the state but around the country and tie them to a lot of these thefts and made it a lot more difficult for that to occur so that that's something that would be very good and I think will definitely help the businesses in our community so now we'll go to operations again which is Patrol the next line of business um 911 Communications use Services crime prevention and awareness and as as I said before uh Patrol takes up the majority of the budget in this area at 757 position positions and then 911 Communications um at 89 Youth Services programs 54 crime prevention and awareness programs at about seven positions so when you talk about you know operations one of the things too um you have to highlight is our use services and how those programs have grown if you remember 21cp they were very pleased with what we were doing and wanted to make sure that we maintained that momentum and contined to grow as our Comm Community grow grew so there's been over 82,000 youth that have been a part of these programs in the past year um and and most of those come through our Police Athletic League that that by far is our fastest growing program um so just to highlight some of the programs that we have we have the juvenile Intervention Program fact youth Enrichment Services youth leadership academy and then of course the Police Athletic League we also added School resources resource officers this year to to the more public school system which now is up our SRO staff to 29 officers this also within operations as our U mental health and our crisis response and mental health calls at 17 just over 177,000 is what we're projecting for the year I've got another slide I'll I'll put that in a little bit of perspective here in just a second our emergency calls service still over 1 million and life-threatening calls or priority ones are at 2,340 so um as we go into the next slide this is probably one of the most significant things and it goes in line as we heard Chief Kelly speak about uh the the alternative response and what we're doing and I think it's starting to have an impact um so far you know in just this year we've seen a 25% reduction in the amount of calls that our Patrol officers are responding to related to mental health and that's significant and as you can see we're predicting if we stay on this current path a 30% reduction overall uh this fiscal year in mental health calls that our officers respond to so I think that's very significant um the the mental health calls uh you know as you know I I don't think there's any way that that we'll ever get completely out of that business just because we're the only organization that's there 24 hours a day seven days a week there's still a safety component there sometimes in this but the less time times that you have a police officer interact on a mental health call I think is always going to be uh better and that's the goal that we're striving for as well um I want to uh take a moment um and I'd like to have a couple of people come up and speak to some of the things that we're doing in the community and how their role in that is so I've got Daniel Smith here from Hope and Lauren Stover from the Oklahoma County Crisis Intervention Center to talk about how our partnership is working and growing and what we're doing to help better meet the needs of our community so Danielle if you want to go ahead and come up first and then Lauren if feel follow good morning uh we are really excited from Hope Community Services to come and talk about our partnership that we have with law enforcement um you heard earlier that we also have Partnerships with the fire department and out of those 400 plus responses on the opioid Response Team um our staff was there um in that partnership um working with with Oklahoma City Police Department I personally have been working with them since 2021 um my journey with them started when I uh was working with the Champions mobile Response Team um as I was hiring for that team I went on response in many of those and throughout my time even hiring um I still responded um and so I got to have a first row seat to all of those values that we were talking about a first row seat to many of the people are in this room that we spent countless hours uh working on policy and procedure with um working with having a shared language a share perspective and while we uh want to be really transparent and upfront in the fact that there have been challenges it's a very complex position to be in within the community and in partner with law enforcement we hold each other a accountable as well as in co-response so um with that being said uh as we worked with mobile crisis teams we also now in my current role working with Hope Community Services we have a a urgent Recovery Center as well where we in the last uh calendar year saw approximately um 1,500 uh uh initial uh responses to get people stabilized our goal will always be to meet people in the least responsive way making sure that we can help them to get to where they can play learn grow and Thrive within the community um so in that that urgent recovery what it allows law enforcement to do in partnership with us is to come within a few minutes so they get them within the sallyport we are able to see whether or not they need those additional uh Medical Services or if they're able to be in one of our recliners we don't measure by beds because it's a more short-term stabilization um and so uh we have really been able to see that work very efficiently help people to get to outpatient services and be able to get back to their work and their family um but not only in the crisis lens have I been able to work with Oklahoma City Police Department because we we have worked in partnership with that youth um services with the PO um League we've also been able to address and work work in training and in services and workshops with all of those school resource center uh officers we work in theem so we talk to people before they even get into Patrol uh positions to talk about what it looks like to interact with treatment and how they have options when they come into um having calls with people in Behavioral Health crisis um beyond that we work in continual uh CIT positions in Cross training and this is a true partnership so it means that we do work with the police in the in the sense that we do correspond and work in 988 and work in 911 but we train together in a lot of ways because our initial thought process and our initial goal is safety um safety for the people who are seeking services safety for people who are working in the treatment space and safety for our law enforcement Partners um one other thing that I'd like to mention is that I uh have been invited to work on a quality assurance work group where we look at um people who are our frequent uh faces that are utilizing the 911 system um we also work to come up with Solutions and best practices on how to work best with those people for long-term outcomes that not only um meet them in the place of Crisis but meet them in a place of prevention meet them in a place of how do we get in touch with amilies that we see are struggling and get them into the case management and treatment services that are desperately needed um so again thank you for uh hearing uh my experience with law enforcement and um I'm very proud to be here thank you chief for inviting me thank you Daniel appreciate that I'm vertically challenged so I'm going to bring that down um hello I am Lauren Stover I'm the director for our crisis centers here in Oklahoma County I'm currently building my budget so I appreciate the opportunity to stop staring at that and stare at someone else's budget um I also have a similar perspective of working with law enforcement um I started in Community Based Services with Redrock um and I had a front sea um in a uh Patrol carve with aot um Meeting those in our community who um were the most vulnerable not able to get engaged in Services because of the severity of their mental health um and riding along to get them engaged in those Services as quickly and efficiently as possible and building that partnership on that side and then moving into my current role um with the crisis centers uh it is no secret that there used to be a not very strong relationship with the crisis centers and our Law Enforcement Officers um whenever I moved into my role a couple years ago that's one of the first things that I looked at as well as the department wanted me to look at was how do we build that partnership and make it um stronger because ultimately that's impacting the people in our our community um and that's who matters the most in all of this is how do we get those people into our doors more effectively and more efficiently and get them the services that they need um and so we sat down and had a lot of hard conversations um on both sides of the table and made sure that our Law Enforcement Officers had a true no wrongo policy of being able to come in regardless of what the situation was and we are bringing that person in um to the facility making sure law enforcement was able to get back to the community as quickly as possible um and throughout the past couple of years um there has continued to be challenges but we continue to have a um Open Door communication of facing those and seeing what we can do to continue to improve those um and with the data of that um I believe that we have had a lot of um success over the past couple of years law enforcement used to be our um third referral source looking at that we have four different referral sources that we look at they used to be a third um and calendar year 2023 after we had that big driving force of prioritizing our law enforcement folks um they are number one um referral source um for folks coming into the crisis center um we had 1,464 referrals from law enforcement with okcpd being our um 70% of that um we served uh over 4,800 folks um in calendar year 2023 and for fiscal year 24 as of current um we have had 1100 uh folks referred by law enforcement with majority of that being from okcpd as well um so we continue to see law enforcement being the ultimate referral and that is in part because of the efforts that we have had um on both parties of being able to prioritize that relationship to meet the need of the community so thank you thank you Lauren as as Danielle and Lauren both said it is a work in progress It's it's not something that we're setting back and going we're done uh we're a long ways from that the quality assurance program that Danielle mentioned that's something that's fairly new um just within the last few months and uh it's it's helping us figure out where those gaps are how we can better respond if we did respond to something and we fell a little short how do we train our officers to do better the next time um and that's that's a process that uh um again I think is working very well and getting us to where we need to be one one of the things Lauren and I talked about this um yesterday evening is that I I think as we move forward with this we have to be very cautious in thinking about what we do because we're we're doing so much that it has the tendency to become fragmented and we got to stop thinking in terms of what we're doing and what that person that is on the other end of the phone that has either a family member in crisis or they're in crisis themselves what are we doing to make sure when they pick up that phone they know what number to call to start that process how do they initiate that and when you look at you know Chief Kelly and I we've talked a lot about their response I'm very excited about that because it's the most integrated response we have because they're on our CAD they're on our radio system they're going to be out there even though it's starting off in these certain hours it's going to be an extreme help but I think a lot of that is going to be they're going to show up the officers can go but you're still going to have that team there and figuring out what those next steps are going to be and I think um that's what we have to do and we went through those same growing panes with um housing and the homeless Outreach and the key to home program and how we're doing that and now we have an office in the in the building here where all of those um resources are in one place including our homeless Outreach they're all working together and there's a systematic approach to do that and the the residents in the community know if we have this problem we contact the action center and get that started so that's what we have to figure out in all of this is what's going to start this process and how is is that going to work is it going to be 988 we know people are still going to call 911 and I think that's some of the risk uh in going forward with this that we really have to be careful of and and be very calculated in planning and how we do that and with folks like this working with us I know we're going to be successful and and that's what it's going to take as all of us coming together but making sure the right message is getting put out to the public as well um I don't know if you have any questions for them before I let them go and I appreciate your time being here today but if you do uh feel free if not we'll let them get back to their jobs all right thank you all and thank you again for being here so back in our line of business and operations with emergency uh uh call Service as you can see these have just dramatically grown over the years um but we're we're projecting a small decrease this year we're hoping through some things and policies that we're implementing that um you know a lot of those calls will be diverted uh the the desk reporting software the ability of 988 to become more widespread and and more what people call in Mental Health crisis hopefully will help us reduce those even more we have had some success in Staffing our 911 Center and getting more uh uh people there and in the training process it's a long process too for them but we're getting there and doing better so hopefully that will just continue to improve over the next year several years Priority One calls these are the calls that uh require an immediate uh response to a person's they're they're in danger they're in a life-threatening situation or it could be a crime in progress in which a uh there there could be significant property loss or major damage and so these calls have pretty much stayed the same around the 21,000 Mark U but you know our response times to those you know our goal is to get to those from the time that caller is received to getting an officer out there uh in 9 minutes and 30 seconds seconds and and we'd like to do that at least within 90% of the time but we've been falling short of that the last several years we've been in the 60 to 70% range but again that's Staffing um the more officers we can get out on the street the more we can place them around the city and also too something that has happened as you are well well aware is Oklahoma City is not as rural in the outlying areas as it once was so used to you know we we could make those calls and respond to those because there weren't as many folks living in those areas and especially when you talk about the development out west that's why it becomes more even more critical as we plan for the future uh that we're putting a briefing station somewhere more out west in that Canadian County area and we have plans to do that you know in as part of our future planning uh down the road but I think that's only going to help us again is the more the greater increased Staffing and then also you know as we grow in our facilities and being able to put officers in those areas where the city's starting to grow outward so some other things within operations um that that we'll talk about that I think are very important um we we're this is a brand new program that just started it came from some folks in the community that approached us that we're very excited about it's the pal youth Business Academy um this is an entrepreneurial program for atrisk youth partnered with it's called kidv Global and this our first one started April 15th and it'll run through May 16th 25 kids were selected and their fifth through 12th grade uh OKC respond program uh paid for the curriculum we currently have seven business owners and five officers who lead and teach the curriculum as we go through this and it kind of culminates with you know these young kids going through this program they're going to come up with some idea way to be an entrepreneur and then they'll pitch it to these Business Leaders kind of like Shark Tank uh and then there's uh grants and other things that will help phases of this so if they come up with a really good idea and they want to pursue that they'll be able to do that and so we're not real sure how this is all going to look at the end but we're very excited about it I know the kids that are going through it are having a great time and very excited about it as well so more to come on that later but that's uh something new that we're working through in this fiscal year our increase in CIT uh certified officers as you know CIT International wants us uh recommends in best practices that you limit the amount of CI CIT officers that you you have uh within your department to those that really have a passion and want to do that but that doesn't mean we can't train our officers in the CIT program and so that's what we've been doing is increasing that amount of training and so one of the things that has helped us with that is we hired a new CIT coordinator that is a non-sworn professional staff member we kind of cheated on that a little bit some of you may know Lori Osborne she worked with the Department of Mental Health through a grant program with them for many years she's she was very involved in our CIT program well she retired but we didn't want to let her go so we brought her back in and she's now our CIT coordinator and doing a great job in helping us uh increase and and just grow the program our 911 dispatchers have received eight hours in-house CIT training so now they're they're better trained in how to respond to these calls when they uh when they get the 911 call we have 458 sworn employees who have received the 40 hour CIT course and as we move forward all of ourmes the new recruits coming in they will get the full CIT course as well um the $1.1 million Savings in subsidy to 911 you've heard some talk about that basically uh that came about through increased fees on cell phones and landline bills uh through the through the general fund subsidy um the house bill 1590 the Hayden Fleming Memorial act it's went into effect November 1 2023 so we we've started receiving this funding and it's actually coming in a little bit ahead of what we projected but the purpose of this bill is to improve both 911 technology and 911 operations in the state of Oklahoma it it appears if you look at the federal level and the state level that they want to try and reduce the amount of 911 centers that we have around the state and so the goal is to bring those into more of these Regional centers and I think ultimately that's that's where this funding will probably try to get us don't know what that'll look like and there's nothing said in stone that that's going to happen or right around the corner but it appears to be that that's that's where the standards are heading so we want to be prepared for that uh and Oklahoma is ahead of the game in increasing funding and it's going to allow us too to make some upgrades to our 911 Center that should help with response times and and getting those calls answered as well as the Staffing Public Safety support is our next line of business with records management inmate processing permit Services training Court enforcement and Courthouse security the majority uh of this line of business is in our records management at 76 uh positions training at another 12 positions I as I was going through this presentation I thought you know if I looked at this and thought for a department of our size you know you look at that and think we only have 12 trainers okay that's not it um we that's our full-time staff that we have out there basically at the training center it does include our professional staff as well it does not include them but a majority of our officers on the police department are certified as trainers and so we bring them in when we do large scale training to help with whatever discipline that we're working on so we have a lot more trainers than that that's just you know who we have as our full-time staff inmate processing is 12 positions permit Services four positions Courthouse enforcement four and Courthouse security another four just some things highlighted here uh number of arrestes or bookings that have occurred in the in the past year that have booked in the county jail is 12743 I'll show you on the next slide kind of how that compares where we're at and then Municipal charges only is just over 4,000 something here that uh really want to focus on is our reality Based training unit if you remember the task force and um 21cp they talked a lot about deescalation they didn't talk a lot about how to get there um and so that's where we came up with this reality Based training unit and it was implemented around the 1 of 2021 I believe it was January of 2021 one uh we did this at a time when we were really hurting for Staffing but we knew that this was very important it was important to our community they wanted to see that and this reality Based training unit has been a game Cher um they they do so much out there they not only train our new recruits but they train our veteran officers as well and some of the things that um that they do is the the new state mandated laser uh class which is a class in active shooter that trains all law enforcement agencies around the state of oklah the same we were able to get our Personnel certified in that so we don't have to send them somewhere else we can train our own people so they've done that within the last year worked on active threat our integrated response we actually trained with the fire department in imsa on how not only to stop the threat in an active shooter situation but how to deal with the medical impact afterwards and get those medical resources in there quickly uh and not have to wait till that building is completely clear or the suspects in custody we can start in other areas and get get them help and going in and working together uh that's one of the things that they've been doing and then they also train all of our departments by sector so each Lieutenant trains with their personnel that they work with on a daily basis and they learn how to communicate and slow things down and and handle situations as they arise out in the field uh the use of technology and our less lethal improvements this plays directly into that reality Based training as well because you can utilize those things in a training environment before you have to go out and and use them in a real world scenario um and probably the best thing too this year is they were in a very small facility within our training center which we've outgrown but we know we're working on that and building us a better facility but we were able to uh find a facility out off Southwest 29th Street that was like a large Warehouse uh for lease and we were able to pick that up at a very good price and we able to construct a kind of a small little um Community within there that we can pull police vehicles in that we can simulate being in an apartment or a business um and just really it has a large impact on our training it allows us to be very realistic in what we do so some of the things you know that I've noticed um in how this has been successful is number one our response to resistance or our use of force they're going down um we're we're seeing that and I'll be able to talk a little bit more about that and give you some numbers and later on in the the slides but also twoo last year were very significant um we had three officer involved shootings we were averaging between 14 and 16 prior to that and that's a testament to not only the technology and the less lethal that we're putting out there but to the officers slowing down and not putting themselves in those positions it's been very critical too in that fact when um there was a time frame within the last 10 years that uh the um company Safari Land that provides our body armor said that we for their for the region in the vest that they sold we had more saves than any other agency so that meant more of our officers were getting struck so that's not a a category you want you want those saves you want those officers okay but we don't want them getting hit with gunfire we've seen that go down as well the attacks have not stopped it's not any different but what is different is how we're responding in that deescalation component it's very significant so in the next slide um when you look at number of arrestes processed you can see that you know from our high in fiscal year 2122 of just over 13,000 um we're we're projecting an increase for this year um but again that's just based again I think on community size and stuff that we're dealing with um which a lot of times we can't control you know who we arrest or how many arrest it's based on what's going on in the community and how we're taking enforcement action to keep Prime at Bay number of people incarcerated for municipal charges this uh from the high back in 19 and2 of over 5,000 we've we've stayed right around the mid to Upper 3,000 and this year we're projecting just around 4,000 for that so some things that we're looking at doing in this line of business during this budget year uh number one I think what has been really significant in keeping us staffed um and also keeping our training better and making our retention better in theems is running threey for year Training Center estimates that we should uh um if we can stay on track to hire 130 new recruits that will graduate in the next fiscal year so that's our goal um we have capacity for 160 so we'd love to have that many as well but just based on trends that we're seeing we're hoping that 130 will be a little more uh realist realistic we've hired two new background investigators to help us as part of this budget year um that's also helping in getting those employee applications processed we also contracted with an outside vendor to do the medical exams to present to the pension board that's helped us in uh being able to run more close to when the pension board has their cut off because we can get those medical uh tests done a lot quicker and get them into the system again too when we're running these threey a year we found out our retention is a lot better we're not losing losing near the amount of recruits that we used to I think we're averaging now about one or two recruits a class that we're we're losing in the academy and then sometimes we lose another one or two in fto but the great thing too about running threey if you have a recruit that gets injured and they can't complete the academy and you can you know get them well get them ready to go again they can jump right back in one of those acmy that's coming up right behind them they don't have to wait a long time to to get started again we also too if we have a recruit that's doing well but sometimes they wash out in Firearms or one of your major blocks you know like Firearms defensive tactics or driving um doesn't mean they're a bad person and they can't do it we have a lot of success recycling those individuals so we keep them on the payroll we find them uh a place within the organization to work but we usually don't have to do that very long because there's another Academy coming right up behind them so that's been very good as well um another thing too when you talk about reality Based training there's a program that was started by perf I believe they started this around 2014 2015 um and it's called the IAT which is integrating communication assessment and tactics and what that is again is a deescalation program to help you slow things down uh and not go rushing in especially when you're dealing with someone in a mental health crisis so the reality Based training team they're all certified in that and we've been running our officers through this program and getting them trained and just to give you some numbers in 20 19 we have five we had 561 response to resistance investigations and that's anytime an officer use uses Force Beyond routine handcuffing we have to work a investigation on that so 2019 was 561 2020 was 529 fast forward to last year which we've now had you know two full years with the reality Based training unit um we we were down to 490 investigations so and again the biggest thing that I think because it has the most impact on the community is those officer involved shootings that we have been able to reduce we don't control a lot of those I realize that but by our slowing down um and not rushing into these situations we're we're seeing that we're less likely to be involved in a in a shooting next line of business is Special Operations this includes uniform support and traffic safety Special Operations support special protection events and emergency response also known as spear so uniform support Traffic Safety accounts for the most positions here 123 Special Operations is 88 and then special protection or spear is uh six so one of the things we're most excited about is our Traffic Safety reorganization um I couldn't believe this but when we started looking at things in areas that we've restructured the department Traffic Safety had not been one that we had looked at and what we found out is we were running traffic safety and our the way we aligned those uh units that worked within Traffic Safety we were running those the same as we did in the late 70s most of that had had been created during that time I think you would agree Oklahoma City is a little bit different now than it was in the 1970s and so the challenges in traffic safety in a in a community this size are immense and so we had to restructure our traffic safety unit also too um in that restructuring we in the process in this budget year we're going to be hiring an analyst to help us determine better where those traffic issues are occurring where the accidents are occurring and how we target those in those in those time frames to reduce to reduce accidents and fatalities another thing too that's changed the legalization of marijuana has increased the amount of drug impaired drivers we see on our roadways so through the highway safety office they really liked what we were doing in traffic safety and they funded a uh position position within the Traffic Safety Office that's a drug recognition expert coordinator his goal is not only to help around the state um in teaching and and getting more drug recognition experts out there but to grow our program as well and I believe if I remember right on that Grant they fund 75% of his salary so that allows us to use him 25% of the time doing some things just directly for our department not just things for around the state but it's going to benefit us all because when he's running a class um for for officers around the state our officers can also be in those classes as well so it's really going to help uh with that but the goal is reducing fatalities um we had 93 fatalities in the last fiscal year that's that's too many we want to do everything we can to reduce that um and uh you know it's not just fatalities but the number of collisions and du our DU RS in the last year have uh have gone up I mean which is good we're getting those people off the road but there's also an education component to traffic safety and so part of that too is we'll be going out into the community and educating people about safe driving habits and not driving intoxicated uh the United States Marshall service each year we work with them as part of a task force to we usually do this during the summer months to address our most violent individuals in the community try to get them off the streets because violence tends to rise in the summer and so um last year last summer we did Operation triple beam it was called Rolling Thunder and we made 463 total arrests 176 Firearms received recovered 13 homicide suspects arrested and four missing and kidnapping kidnapped children were recovered during that operation I think it's important and sad to point out but this task force the US Marshals they run these all around the country yesterday in Charlotte North Carolina they were serving a warrant they had eight officers shot and four killed um as part of these task forces so these are very dangerous complicated uh um operations but we were able to run these with I don't I don't remember we we had maybe one or two response to resistance during the entire operation no officers hurt um and and no suspects hurt as well we were able to bring all of them in custody safely so that's a testament uh to the professionalism and the amount of work that these individuals do and please keep those folks in Charlotte in your prayers as well so some things uh as part of the traff TR safety unit is what we call a vision zero Community the vision Vision zero Community mission is to reduce collisions of any type and the goal is we want to be a community that has no fatalities in a year that's that's ultimately our goal but part of that is and it's some of the things that you're already doing in traffic design bike Lanes other things like that that keep pedestrians safe it's it's the traffic design as well as the enforcement component and really you know our component uh as part of this is what we call the 3 education enforcement and evaluation um so that's how we we hope to reach our vision Vision zero go as well as the traffic design and other things that you're working on um our homeless Outreach team the encampment rehousing initiative uh is going strong and uh through that collaboration um we collaborate with the following Partners the homeless strategy implementation manager the associate planner crisis systems project manager Community response Outreach mental health ass Association of Oklahoma uh and they've been able to since the Inception of this or since September um 126 people have been rehoused from nine different encampments so it's a it's a team effort uh that involves that initial response and those folks working on uh rehousing or getting those people housed and then our homeless Outreach team coming along behind them making sure those camps are cleaned up and not reinhabited uh it's been successful it's working well and looking forward to see where that goes from here and then um some of you may be aware the uh spear team they developed a dashboard using technology that the city already had it's been very beneficial in helping us track storm damage uh special events I got to see it in action this past weekend at the memorial Marathon I was down there working with them uh we knew where all of our officers were they could check in and out on this app and it's really helped us become more efficient in handling special events and not only the handling on the law enforcement side but the scheduling for folks in the community and uh you know how they go through the permitting process so we're pretty excited about that as well and of course our realtime information center just continues to grow our partnership with local schools um and getting access to those cameras as you know the ivaldi after action report that was one of the things that they really highlighted was law enforcement having access to those cameras during a time of Crisis so we're working on that um we're estimating that that will grow to other school systems that are wanting to come on board with the realtime information center we have 26 private schools already integrated and we're striving for this to be a 24-hour operating uh operation and the two analysts will be added uh as part of this year's budget and then the traffic analysts I mentioned earlier uh will be part of that as well this fiscal year um or just I'm sorry in March just to give you some idea of what the realtime information center is doing they assisted uh Patrol offic ERS and detectives on 882 activities uh in in 18 different categories were tracked they had they assisted in 51 arrests 63 stolen vehicles recovered 14 kidnappings 186 accidents 105 welfare checks and 88 disturbances what's most important in this is not what you see that they're doing and helping the officers that are responding it's how they're preventing officers from responding to things they don't need to because a lot of those disturbances and Welfare checks they can get on and look at a camera and tell the officer or the dispatcher you don't need to go to that there's nothing out there we can see it's clear and then Chief Kelly talked about uh the UAV as first responder program that will be able to be operated out of our real-time information center as needed so when you have some of those calls that may take officers a longer time to get to we can we can launch a UAV and look and see do the officers need to go out there or more importantly if there is something going on there the officers know what they're they're getting into and are less likely to be involved in a dangerous confrontation because they can plan better for what they're about to uh uh witness so we're looking forward to uh seeing where this goes and um you know one success story success story recently is we had a homicide that occurred at a convenience store uh February 23rd of this year and um the realtime information center actually picked that crime up saw it happening on the camera identified the vehicle we were able to track that vehicle down and had all the suspects in cust in that within 3 hours um so that's that's pretty significant um because we probably it would have been a very difficult crime to solve just because of the nature of it and what happened um so that's just one success story so just as a reminder um during our uh uh resident survey last year 90.6% of our residents reported fair treatment when they had interaction with an Oklahoma City police officer I think that's significant and I think when you're talking about budgets and fun and the majority of our budgets is people it's a testament to our people in what they're doing uh and how they're serving the residents of this community so we're very proud of that and that concludes the presentation if you have any questions on anything we've talked about or maybe didn't I'm happy to answer those couple of questions um Staffing challenges that we've had over the last couple years I'm really excited to hear that we're threey 160 capacity with recruits outside of the recruiting that we're doing with the academy what are we doing locally Statewide National to recruit officers and and are we being successful at doing that I I think we are being successful our our applications they're not where they were pre-2020 but we are seeing them go up another thing too that I've noticed uh and the recruiters will tell you this too it seems like the ones that we do get in the door now are they really want to be here um you know it's they're not just looking for a job I think because of the challenges in law enforcement if you if if you want to do this and you take the time to go through that recruiting process um you you really want to do the job so we're seeing that and I think that's why we're losing less of them too as far as uh things that we're doing we're getting very creative uh through social media targeting um areas of the uh uh country that may not be as supportive of law enforcement and trying to you know kind of reach out through that through social media things that you can do there uh in your internet searches and we have had we've had several recruits when talk about why they came to Oklahoma City that aren't from here it's because they research online and it's not just the police department but it's the community itself and what Oklahoma City is doing and how it's growing they're very interested in that we've got a program right now that um deputy chief Clifton has been working on with our recruiting staff that we're partnering with uh the University of Central Oklahoma and we're looking expanding this to other universities as well that basically when you bring people into uh these colleges and universities that want to go through through the law enforcement programs that we're recruiting them very early on in that and basically telling them through internships and and you know other things that they they will take advantage of through the department but also too that if you follow this path and you stay out of trouble and we're helping them through that and telling them how to do that how to navigate the process you get your degree you'll have a job waiting on you on the other side and so I think that's that's going to help us um kind of grow that base is try and get those folks when they're interested in law enforcement early on and not all of them want to be police officers we have a very good partnership with UC right now that steps our property property crime Specialists and our CSI so we already had that in place and that was kind of an easy start there but we're looking at partnering with the University of Oklahoma with Langston and others and and trying to grow that program and then the second question the uh New Wellness administrative lead program I'm really excited to hear about that uh the Magnus app uh couple of questions about that is is that used with that program progr and then this new app are we the first police department to use that Magnus app we're the first major city police department I don't know I I know when they first showed me uh agencies that had were using it at the time I know there was some corrections on there but I can't remember maybe some County Sheriffs I think were on there but yeah we're definitely the largest organization uh to use that and then what was your other question I'm sorry just how the app works with with the lead program you you mentioned some video videos are those videos tied to the new program so so they are um Wellness the the wellness officers that we have assigned our full-time Wellness staff and our um professional staff is on there and also volunteers throughout the department uh that do that they identify certain issues and that's how they create content so they create the content based on what they're seeing that you know officers are coming to them with or our professional staff are coming to them with and they create content based on that for example I was on the app yesterday looking at a couple of videos and they were talking about nutrition and exercise and they were very good videos and and uh um and the good thing about it is we know there's not one siiz fitall and and that's the way those videos were designed is you know hey here's some options here's some things that you do and so the the leave um program it can be tied to that as far as an education component but it's a very um uh the the process is very um what's the word I'm looking for not secretive but U private so that those employees that are seeking that leave know that their information is not going to get out and be spread so there's a process for them to go to a wellness officer and say I'm at that point I need help those Wellness officers uh officers can then come directly to me I'm the only one that can approve that and so we try to keep it and you know work gets out I mean if they're gone for 60 90 days but at that point you know most of them want to tell their story when they come back anyway because they're so excited uh that they feel so much better and uh and they just and again so far it's been 100% success rate in getting those officers back to work getting them healthy and helping save their families as well outstanding uh thank you for the presentation today you sure you don't want to come back for one more I don't know uh the money's right no I'm kidding um no I think I think it's time I think it's time to let somebody else take a shot at it thanks for all you've done you bet Chief I got a question on the fatality statistic I'm excited about the zero vision thing but is that 93 fatalities is that pedestrian Auto auto auto a mix of the two what's the percentage of I mean it's all the above any any fatality accident that occurs within Oklahoma City and I'm glad you brought up the uh pedestrians that that is where we're seeing our biggest increase um and we've been working with some nonprofits and with some others to uh what we've seen that has worked in some other cities is um especially in our unhoused population that's where a lot of these are coming from because they're they're Mobile on their on their feet or on their bicycles uh and they're out during different times when the lighting isn't good and other things like that so that's part of that when we have these accidents looking at the causation and what what can we do to to help that but we've been working with some nonprofits to look at um bracelets that we can hand out in the community that that glow so that cars can see them a little bit better and there's a program too where um I think we were working with homeless Alliance on maybe some vests that we could hand out to and ask folks to wear that are reflective but um The Pedestrian fatalities is our greatest growing area of concern thank you Chief I was gonna ask if you could have someone send me some information on that Magnus app I think it's very interesting absolutely um I can have uh our Wellness team reach out they're they're the ones that pretty much drive the content uh that's on there and uh they've been working very close with the Magnus staff um and again like when we got our gauge uh report this year I gave them that raw data and they put it into the stuff that they have these guys are way smarter than me and uh we able to really break it down and show us you know things are going well here you need Improvement here um and still keep that anonymity with it it didn't it didn't change anything and that's and that's the thing about the app too is I have the app on my phone when I sign into it and I they they do surveys like at least once or twice a week I'm getting surveys from them on things not only the health of the organization or what's going on within the department but how is my health what's going on with me do I feel satisfied and you know having any health issues and things like that so um that's all very much Anonymous but it allows them to report back to us as a matter of fact uh I think um our coordinator over our section I think he's coming next week or week after I can't remember he's coming in the next few weeks to sit down with us and go over uh this quarter's data and what's going on also too one of the things that that we're trying out um me and the deputy Chiefs is a leadership program that is um you go through this process through the app and it's a series of videos and questions and kind of training and things that it challenges you to do based on what your goals are as Leaders so we're trying it out right now that'll be part of the feedback that that he'll give us when he comes down here and we're looking at expanding that to um you know to our majors and lieutenants and captains and sergeants as well cool thank you very much we appreciate you you Chief just a question on the new Reporting System um and the trends analysis related to that one of the things that I've I've tried to do and I know a lot of other council members have as well is is advising our constituency to make those reports even when it's just an annoying um somebody tried their car door in their driveway and they caught it on their you know doorbell camera kind of thing but it it leads to those Trend analysises that can make changes on a bigger scale because wh that kid that might be trying that door today could be smashing a window tomorrow could be robbing a convenience door later but if we can get engaged with them early on and figure out what what is really going on and provide provide either correction or services that they may need then I think we have an opportunity to continue to help make improvements in those areas so I'm really excited about the opportunity for residents to be able to just go online and make those kinds of reports you know they don't have to wait on hold they don't have to wait you know and work in their schedule for an officer to call them back and our officers don't have to spend their time on that sort of thing but we can do the analysis on that so I'm real excited about that thank you for sharing that today um and then I also to talk about the 93 fatalities um and involved councilwoman nice and I I believe um are both on the vision zero committee um that's been put together and and I'm incredibly impatient waiting for additional information so Mr city manager I don't know if maybe we can I would what I would like to see is a map of the general areas where those are occurring um if maybe we can get something on that a little bit sooner than waiting on the committee I know they're they're pulling in information from all the other cities as well um in the area and so that'll be you know good information to have going forward but I'd really like to know where that is in our city today um if we could do something with that and then just in closing thank you for your service um when I came into the department in 1999 nope 1998 it's been a minute um you were in the department then and I've had had the opportunity and pleasure to see you grow and change and the department change under your leadership and the leadership of the folks that you've brought up behind you and all of the great work that's going um on right now and the progress that is coming ahead of us too and the foundation that you have helped lay for that we cannot thank you enough for your service to this community it has been a pleasure thank you appreciate that all right thank you all appreciate your time all right helps if you can hear me so that's the conclusion of item number four we'll be moving now to item number five citizens to be heard uh when I call your name if you'll come up to the podium and uh state your name if I mess it up please correct me um and your address and then um you'll have three minutes and the city clerk will there'll be time on the screen and the city clerk will give you a 30 second warning so first up I have marily perum hi excuse me hi my name is marily periam um I'm at 101 Northwest 16th Street um I'm a member of First Unitarian Church and I live in mea Park uh I'm here today to ask you to devote more of our city resources and dollars to preventing and solving problems in our city the more we can proactively ensure that all our citizens are having their needs met and able to thrive the less we will feel a need to reactively respond with policing um and I heard a lot of talk about the ways that we're shifting that and I love it affordable housing living wages Health Care mental health treatment substance abuse treatment education Safe Transportation these are the things that make communi stable and thriving I ask you to dedicate more of our budget to ensuring that these net needs are met for everyone and less to our Police Department which often struggles to hold itself accountable last spring I attended a dinner with the chief Gathering I really appreciate that they do that with the community I I appreciated hearing about their focus on core values and I learned a lot however during that Gathering I asked a deputy chief which recommendations of 21cp had been implemented and if there was a timeline for implementing the others she responded by telling me that they were already implementing all of the recommendations I was surprised to hear that and rightly so because I later found out that it's simply not true after dinner another an attendee brought up Daniel Hots claw in passing I said I imagine you've put things into place to catch things like that sooner and a major surprised me by saying no no there's no way we can catch someone like that who knows how to hide it I pushed back in surprise at his answer and then both he and the deputy chief assured me that an if an officer wants to do what holtzclaw did there's no way for them to prevent it needless to say I was not reassured about the effectiveness of our police department and that was after last January at the Tower Theater Forum when Chief gorle said that the contract with the Fraternal Order of Police ties his hands when it comes to disciplin disciplining officers if okcpd continues to receive such a large portion of the budget they should at the very least be implementing every single one of 21 cp's recommendations 30 seconds remaining and holding themselves accountable I'm nearly done I ask you to continue to shift resources to proactive Community safety ensure through your budget and your policy policies that our citizens have their needs met and can Thrive when an armed officer interacts with the public they come with the authority to arrest and even kill this almost inevitably raises tensions and complicate situations we should only be having armed officers present when absolutely necessary the safest communities are not those with the most police they are the ones with the most resources and you get to direct the resources thank you for your time M pman thank you next up um Kevin McDaniel hello my name is t McDaniel I live at 2400 Northwest 30th Street um I am here to Second um what marily just said and also um ask please to to devote more resources um and more money to those resources um history has not changed um we are still top 10 in incarceration and police fatalities um I don't know um who they were surveying um for that 90% um number that they got but um in the communities where these police officers are patrolling and we often see um there isn't a a Reliance that those communities have or feel safe with police officers and we've continued to see that um this isn't a new conversation this is a really old conversation and like she said y'all have the authority to to um take those those budget the the money and put it in places where um our communities can actually Thrive our communities can um live and not be in fear for their lives every single day um police officers have shown and and the history again has shown that they were created to do one thing and one thing alone and it is to incarcerate um we still have high incar uh incarceration rates um especially when we talk about uh domestic violence and how we incarcerate the most women in the country um and for that to be said also must also mean the world because in the US we incarcerate the most people um so to think about that and incarceration incarcerating survivors folks who are actually going through things um those are the folks who really need these resources and not police officers thank you thank you Mr McDaniel Aurelius Francisco good morning Council it's great to be with y'all um my name is Aus Francisco uh Born and Raised on the east side of Oklahoma City ward 7 uh I serve as a co-executive director of a local nonprofit called foundation for liberating Minds um and with this organization a lot of the work that we do is changing what is possible for our communities and instilling hope and Imagination in our communities uh and I want you all I know the budget Pro process is incredibly tedious and long uh but I want you all to uh take up the mantle of understanding that our budget is a moral document it points to where our priorities are it indicates uh what communities and what people we care about as a city and ensuring uh that our resources are dedicated to communities that have been historically deprived of those resources in an equitable manner because we saw with the police department one of their values is equity and that should be that for the entire city um and so much of that is uh about moving resources away from policing and into communitybased resources I also want to mention um that I'm hesitant to even speak today and and to attend these these meetings and these sessions um because I have quite a bit of uh reluctancy uh and um lack of faith that my voice will be heard uh that my concerns will be heard by this body and by this city and actually be implemented and so I want to urge you all uh in future budget sessions uh and as departments are implementing their budgets throughout the year uh that we do more than just a 20-day period of of Citizen Insight uh and that we actually move towards a participatory budget process that is Community Driven that ensures that community members voices are heard and that we actually implementing the things that we need in our communities as everyday residents here in Oklahoma City things like affordable housing public transportation food access mental health care and crisis response was really excited to hear what the fire department is working on with these crisis response teams uh 20 Stafford is a start uh we need far more than that uh it does need to be 24 hours um the the reality that Chief Gurley can say that the police are the only 24hour 7day a week uh service in the city is a major major issue right because as a black man in this city the police do not not equal safety for me when I see a police officer my heart sinks to the pit of my stomach 30 seconds police are uh instill fear in me and that is the reality for so many community members here in Oklahoma City and so I want to encourage you all to continue to push more resources uh around homelessness and Mental Health Care around violence prevention and not just violence response that the police serve uh thank you for your time thank you Mr Pres Isco and with that we're adjourned