Latest / The One Oʻahu Podcast with Mayor Rick Blangiardi / HOSD Deputy Chief Jimmy Barros on a new leadership role and taking the department into the future

Transcript

HOSD Deputy Chief Jimmy Barros on a new leadership role and taking the department into the future · The One Oʻahu Podcast with Mayor Rick Blangiardi

0:15
Welcome to the One oahu podcast.
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I'm your host, Brandi Higa, and this week we're joined by one of the newest members
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of the mayor's cabinet, but someone not new to the city
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and the deputy chief for the Honolulu Ocean Safety Department.
0:27
Jimmy Barros. Jimmy, thanks for making some time for us.
0:30
Thank you very much for having us.
0:32
So first, tell me a little bit about you.
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Where'd you go to school? Where'd you grow up?
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All that?
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I was born and raised.
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Fourth generation.
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Grew up in Kaimuki, Kunia
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Wahiawa.
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Now I live in Kuliouou, and,
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I'm a ‘93 graduate of Iolani High School
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and graduated BA and, from the University of Hawaii
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and the program, the master's program at the University of Hawaii.
1:02
And so when and where did you discover this passion for ocean safety? Why?
1:07
Why lifeguarding?
1:09
That's an interesting one.
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There was, was a summer and myself and Adam Lerner, who's now the acting
1:16
chief, we had a wonderful individual who's now retired by the name of Tom Jenny.
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And they were living at Chuns, and they were lifeguards in town.
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We just so happened to be there,
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and Tom threw us in the back of his truck, and he's like, we're going to town.
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And he was working on a moana.
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Yeah, they had the tryouts.
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We took the tryouts and Adam was pick first.
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So he went in the class before me, and then I went into the next class.
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So it was kind of.
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It fit our lifestyle of surfing and being in the ocean and stuff,
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but it was incredibly spontaneous.
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Thanks, Tom. Jenny.
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Yeah. But. Yeah.
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And so how long have you been
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with Ocean Safety and what were your roles previously?
1:57
June of 94 was my.
1:59
Oh, so that was right on it. Like right out of high school.
2:01
Yeah. Yeah. Okay.
2:02
So I was washing dishes at CPK and going to school.
2:07
Yeah, that's a time. And,
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then we got in and I went straight to y.
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And I was in y NE district for for nine years.
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It was great as I got to be on there some great leaders.
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Brian.
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Q Alana was our captain for a while and he ro Mel Poole.
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We got to watch the the innovation of the skis out there because that's
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where Terry who he and Melvin and Brian
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were starting that program back then.
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It was really cool to watch and to see where it's at now.
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Did a little bit of time in the country on a North Shore to.
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And then once I was kind of everywhere,
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and then 2013,
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I'd been teaching as a lieutenant in the, the training unit
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and got the lieutenant spot and then became the training captain.
2:58
I want to go back to something that you said,
2:59
kind of like the evolution of the ski. Right?
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So I think people just assume that the ski has been in lifeguarding
3:06
for a long time.
3:06
You know, you saw it on Baywatch and you see it on TV shows, but
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using a ski for these life saving techniques.
3:12
And then just operationally, what has gone into your work,
3:16
you know, when it comes to training, when it comes to acquiring these,
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you know, I know this is a department that's kind of new, but
3:23
the funding for it and just evolving that program.
3:26
Well, at that time it was in the initial phases it wasn't well received.
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And, you know, credit to Brian and Terry and of in there, they're the innovators.
3:38
And, they pushed it and they showed proof of concept by saving a lot of lives.
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And then it started getting adopted and, at that
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time, I believe, as Ralph Gordo was the administrator and,
3:52
he found the funding, got it done.
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They created a program.
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And for many, many years it was just one ski in in each district.
4:00
So we had four skis and they were they're doing great work.
4:04
And then the skis started getting bigger. And,
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the sleds were evolving,
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through that proof of concept phase.
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And on.
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Now, as we've taken over the administration, we have it in a cycle
4:20
where we're purchasing X amount of skis every year. And,
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because it's, it's a part of our what you do,
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you know, and, the training mechanisms
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are mainly subject matter experts, right?
4:36
We, our trainers evolve.
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And it's the way that Melvin Pool and Brian them set it up
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where you're doing so much time in the field, you're you got hands on
4:48
different maintenance kind of audit where you go through everything.
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And then they have a very rigorous program that they go through
4:56
that is trained by our subject matter experts in the field right now.
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It's, Tom Allen and Angela Greco.
5:03
Can you Greenberg is now the captain, and he's a great operator.
5:07
So they are have built that program, and it
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and it changes as the skis get bigger, more powerful.
5:14
Right.
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But I think the concept of of the ski program,
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besides the fact that it
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saves so many lives and it can go places where other people can go is.
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So one thing that Brian used to always say that it's just that
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it's just an extension of the operator.
5:28
The operator, you know, if they're in front of a cliff
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and there's a 20ft set between them and the cliff, they have to make that.
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They have to make a lot of different decisions right away.
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They have to know what the ski can do if it's going to cavity,
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if it's fast enough to outrun what it needs to run,
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if they have a person on the back,
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they have to be cognizant of that individual and their safety as well.
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So there's a lot more than that goes into it.
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And people see and the fact that our operators are effectively able
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to do what they do daily and, and put themselves in these situations,
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it's it's a testament to the entire rescue operator program there.
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There are special group of people.
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And and it doesn't take away from our line personnel
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because what they're doing every day is phenomenal.
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But that program and is of itself an answer to the question
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is, is very intricate and highly evolved.
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And it's a lot of people have put a lot of time into that.
6:27
So I'm happy where it's at and save a lot of lives.
6:30
You've been in the department for a very long time.
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What was your reaction to being tapped as the deputy chief?
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It wasn't in my plan.
6:39
Was it an immediate yes. No.
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But you're here. You're sitting in. Front of you.
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I am, it was not an immediate.
6:46
Yes, it was,
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I had worked
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a long time to be in a place where I was really happy.
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I was at the time a I was the captain of one all the way.
6:57
I had a great have.
6:59
They're still they're a great group of people working there.
7:03
It's very isolated. It's a small work group.
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You know, I come from D1, which is a huge district,
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run by Paul Marino for many, many years.
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And it was when it was handed to me, it was running well and still is,
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but I had gotten to all.
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I had hit all my I had hit all my check boxes
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and just three minutes from home
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and I had a great crew.
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It was that was hard to, to, to leave.
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But somebody had told me it's, it's bigger than you.
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And that was kind of the one.
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And it was somebody that I really look up to.
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And that was a hard pill to swallow because it made me feel a little bit
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selfish on no, no, no, no, I don't want that.
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I don't want that.
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But being in the role now and seeing what the difference is,
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we can make and having a, a leadership team, that all came from the field,
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going through the different tiers, I think it's going to make a difference.
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Couple that with the fact that we're a department now,
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which is super exciting,
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a lot of learning, a lot every day, every day is discovery.
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Whether it's good, whether it's bad, whether it's something that maybe
8:14
should have been done or something that was done that you need to build upon.
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It's been an eye opening experience,
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and sitting on the other chair for so long
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and throwing stones and being like, oh, we should do this, or we should do that.
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And now you're like, I get it.
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It's it's rough, but,
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it's rewarding and it's a lot of fun at the same time
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to be able to, start these projects and see them to fruition.
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And that's the goal of, of our management team, is to not kick
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the can down the road and check off boxes like there's some of them.
8:51
You can't.
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The facilities are going to take
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a long time and their procurement takes a long, long time.
8:57
There's processes, but there are a lot of low hanging fruit
9:00
that we can do to better the safety and abilities of our personnel.
9:05
We have an amazing staff of men and women that do things
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that people don't realize that they do every day, and they put themselves
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in a lot of different dangers, not just the aquatic dangers.
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There's he's finding a patient in a car,
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pedestrian
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accidents, stabbings, drug overdoses.
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They're doing it all.
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And I don't think people realize the scope of what they do.
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And I think the biggest part with what we do is it's immediate.
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You know, we don't have a we don't have five minutes to
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en route to decide it's someone else
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or they see something and it's it's in play already.
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So these guys have to make these decisions with just shorts
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or it's one of our females, you know, and they're running.
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They're running into a lot of stuff blind.
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And there's a lot to be said for that.
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And I don't think they get enough credit for for what they do.
10:01
There's that
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that oversight, you know, and
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and that was what made me see us was it's bigger than you
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leave it better than when you were there.
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And I like the management team and I and we could make some
10:17
hopefully we can make a lot of difference, but we'll definitely leave it better
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than when we're here. Yeah. Telling on that.
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You know, this kind of continues a conversation
10:25
that I had with Chief Logger about making this a career,
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making ocean safety, a career, taking care of the personnel
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so that you don't have,
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you know, this mass exodus heading to the fire department or even, you know,
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EMS and EMR, because you're right, they can pull people out of water.
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These are the best water men and women on the planet.
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But now they're EMT certified.
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They become almost professional negotiators
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when it comes to preventative actions.
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Talking to people on the sand,
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talking to people in the parking lot, medicals in the parking lot.
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You're arming them with so much.
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But what can be done now to truly
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keep them, to truly make this a career and protect them in your workforce?
11:02
I mean, it's redundant.
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Yeah. It's money.
11:06
I mean pay pays got who pays pays got to be there and it's getting there.
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The biggest issue that we're that we see is
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when it comes to pay parity is the pay parity
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doesn't equate across the ocean because it's a higher cost of living here.
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Everything's expensive housing whatever.
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And their counterparts in the mainland are making significantly more of them
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than them.
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With a lower cost of living. Right.
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But I think it's coupled in in two factors.
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And it the initial one is base pay rate.
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And then the other thing is we need to provide
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an upward ladder for our personnel.
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We have to and that is one of chief loggers and myself.
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It's one of our biggest goals before we leave is to create this upward mobility.
12:02
You look at any other first responder department,
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look at fire, for example, you could be an investigator,
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you can be a helicopter pilot, you can be an engineer, you can run a ladder.
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I mean, the list goes on.
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And kudos to them for having that.
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That and same with same with PD.
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You can be an investigator.
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You can be a detective, you can be in cruise,
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you can be a sergeant, you can be a major, you can be a dispatcher.
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You can.
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So we need to create that.
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That's that's how we're going to keep people
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because it's it's going to give them more ownership in our department.
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The ownership of the department can't just be at our level.
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We have to allow them projects.
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We have to allow them to, you know, we have a comms captain who's working
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tirelessly, tirelessly with the dispatch on newer radios and,
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better efficacy and, our training unit,
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Kenji Grunberg, does an amazing job at trying to expand
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the level of training and how they're training
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and where they're training and all that stuff.
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So we need to open more doors like that.
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I think rescues a big portion.
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Comm should be their own layer on the training.
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It should be. It's on there.
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Definitely rescue.
13:13
And we need to get away from the premiums and make them levels.
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Levels within the system.
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And I think we can do it.
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I know we can do it.
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It's going to take some time.
13:25
It it's not a process.
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You just put something on someone's desk and it goes through.
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But it hasn't been changed
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for what are we looking at 108 years, 113 years, whatever it's been.
13:36
Yeah. Since the creation of this.
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So, yeah, since the creation of of the department itself, it hasn't changed.
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So it's it's far past the time to change it.
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And I think I think we're there, I think I think we have a good administration.
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We have a, supportive administration.
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We have the tangible data of what our guys are doing.
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We have EMTs out there.
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A lot of you, 57, I believe is right now what we're looking at.
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So if we can grow that base,
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give them more ownership, that's I think that's going to be key.
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You can have a want a happier workforce, better pay parity.
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And they're going to feel more involved in the department.
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And they can help us make decisions that need to be made to grow.
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Yeah. They're they're the ones out there.
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They're the ones that are seeing it, touching it, feeling it.
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So the best ideas come from the least expected places.
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And we see that time and time again.
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Look at Brian Kalina and Terry Melvin,
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that whole story about the jet ski with Brian getting held down
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and he came up in a ski, saved them, and he's like, hey, I got an idea.
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Let's. And the word is now.
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So those those great ideas
14:50
and those saving changes come from the,
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the the weirdest, most unexpected places.
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And I think our people have those I
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there's not really a venue for them to to push that forward.
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So we want to provide that.
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And that's the biggest goal.
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And I think that's going to
15:09
that's going to keep our people here as the pay goes up with it.
15:11
Yeah, yeah.
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And kudos to you, like you said, for taking on this responsibility.
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But when you list all these things that need to be done,
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I mean, your kuleana to your, your personnel, you know, I'm
15:22
sure this is probably your first time creating and balancing a budget.
15:25
You know, we talk about procurement, a common phrase in the city, right?
15:28
Deferred maintenance.
15:29
I'm sure you have a lot of facilities
15:30
that have been plagued by deferred maintenance.
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But for you,
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what has been the toughest part of taking on this new leadership role?
15:38
Alphabetical or kind of,
15:42
discovery.
15:43
And that was taught to us by,
15:46
fire one
15:48
chief Hall and, Chief Yoshida and Chief Smaller.
15:53
They've been instrumental in guiding us
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through the rough patches
15:59
and not saying this is what you do.
16:02
They're saying this is what we did.
16:03
The biggest word they use is discovery
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and discovering
16:08
what issues need to be addressed immediately.
16:13
Short term and long term.
16:16
Being able to quantify that, it's been extremely difficult for me
16:20
because to me, everything is is like, oh, we got to get a new roof up on this.
16:25
Of these skis need to be skinned.
16:28
These skis need to go in for service.
16:29
This truck has been here since 2003, whatever it may be.
16:32
Yeah, it they all are important.
16:35
And it's, triaging those
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and getting them in line with procurement.
16:43
Everything else
16:44
that's been the the hardest, hardest thing for me.
16:48
But we've had some small wins with, you know, we've
16:51
we've modeled a life cycle, a life cycle management
16:55
program off of it, HFD and HPD, and it's amazing.
17:00
So it's working good.
17:01
So now we're going to start moving our our apparatus and our trailers
17:05
and our skis on a life cycle program, which I'm excited about.
17:10
I think we'll be able to keep that side of our budget, for better or for worse.
17:14
Flatline.
17:16
So we're not spiking
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and we can use you can use
17:21
that operating and equipment budget like better.
17:25
Yeah.
17:25
So I'm excited about that.
17:26
But yeah that's been the order. Yeah.
17:30
Triaged that's been it's still the it's difficult every day.
17:33
Yeah.
17:34
And then you got to pull yourself back and we have a great.
17:36
So Jonah she's like she's like the den mom or she's like whoa, whoa whoa.
17:42
And then she'll pull us back in or I'd be like, okay, okay, okay.
17:45
And we'll we'll itemize it.
17:47
And it's hard because the hardest part of that is you don't want
17:50
any of your personnel to feel as if they're not, they're
17:54
there any less than any other place because they're not.
17:57
And, the management side of whether it's the budget,
18:01
whether it's your assets, whatever it may be,
18:05
there has to be a semblance of order.
18:07
And we're and we're and we're getting there quickly.
18:10
And, but it's still going to take some time and it's, and it's
18:14
hard to see the guys in the field like, oh what what is, you know.
18:17
Yeah.
18:18
We're
18:19
especially when you're someone that heard I was someone that heard it all the time.
18:23
Yeah yeah yeah yeah yeah yeah.
18:25
And then now it's like I'm like yeah don't worry, we'll get to it.
18:28
And I'm like, oh man.
18:30
Like it's hard, it's hard to say it.
18:32
And I think we can mitigate a lot and we have already.
18:36
So we'll, we'll get it there.
18:38
It'll be a cycle or two, but we'll get it there.
18:41
And I'm, I'm, I'm excited to get it there, you know.
18:44
So it's gonna be a rough road.
18:45
It's gonna have some bumps in it. Yeah.
18:47
But but we'll get there and we'll get there.
18:50
The, the best possible way we can.
18:52
That's the toughest part.
18:54
But Jimmy, you know, on the other hand,
18:56
has there been something that surprised you in a good way,
18:59
something maybe you weren't expecting but has made you pleasantly surprised?
19:05
To support from the other departments?
19:08
You know, I can't speak to any other administration.
19:13
But we've had multiple layers
19:15
of help from other deputies and directors.
19:19
Whether it's guidance,
19:20
whether it's been help moving equipment from one place to another,
19:25
whether it's disposal of equipment, we've had a lot of support.
19:29
And I think it's the honeymoon phase right there.
19:31
Like, we got you, we got you.
19:33
We know, we know this is rough. We've got you guys.
19:35
And at some point you're gonna be like, but but they've been awesome.
19:40
They've been incredibly supportive.
19:43
Especially the first responder fire has been kind of our go to,
19:48
hvad has been great.
19:49
Parks has been amazing.
19:52
And the guys don't always see that.
19:55
They're like, oh, there's, you know, there's bathrooms down
19:58
or the showers down or, or whatever it is.
20:02
And I understand the frustration because I was there, I get it.
20:06
But seeing how people are making moves behind the scene with their own issues
20:11
that these departments have to deal with and making time to address our issues,
20:16
that's been surprising,
20:18
because when you're not seeing what the moves that are being made
20:22
and the help that's been given, you're just waiting for the result to happen.
20:27
It seems like nothing's being done.
20:29
But now I can see.
20:30
And I'm really I'm we're really appreciative,
20:33
for all the help that we've gotten and the support
20:37
from the from the guys, that's been another surprise.
20:41
You know, everybody's like, hey, we need.
20:42
And you're like, I'm like, okay.
20:45
You know, so they're excited.
20:48
We're excited.
20:49
I'm sure there's some people that aren't excited, but
20:52
I think the entire
20:53
department is in alignment with
20:57
this is the department
21:00
coming out of USDA and becoming a department.
21:03
It's gonna move us forward in ways we didn't know we could.
21:07
Yeah, so it's gonna be a slow road, but I think
21:10
by the end of this term we'll have some really some really good wins.
21:13
Can you talk.
21:14
About some of your priorities as you've taken on this new role?
21:17
Facilities,
21:19
facilities and inventory management?
21:21
I think, I think there's a lot of there's a lot of focus on facilities.
21:25
We're in a lot of older facilities.
21:27
We're squatting in a lot of facilities, especially DPR facilities.
21:31
Again, they've been gracious in helping us with that.
21:34
And that's just been forever.
21:36
I say mid term would be working towards
21:40
that upward mobility that we were talking about.
21:44
That's definitely on a short term.
21:46
And then when I say mid term you know this term right.
21:49
Hopefully we can take a swing and then short
21:51
term all the low hanging fruit the inventory management we can.
21:55
That's kind of stuff we can do quickly.
21:58
Getting our inventory squared away with with BFS and nice and clear
22:03
and starting to project out the different programs
22:06
that director logger
22:07
and this administration is, is key on the junior Guard program.
22:12
Chief logger is, doing a public safety campaign program, public messaging.
22:17
We're really excited to do that.
22:19
Junior guards.
22:20
This year we're hosting the state, so we got some stress on that that we.
22:25
Needed home turf.
22:27
Apparently we kind of blew everybody out of the water.
22:29
We kind of do.
22:29
We we we crush.
22:31
But, you know, the the other, I believe, Chief
22:35
Logger said this a few times and I can see it weighing on him.
22:39
Maui and Coyote did states last two years.
22:43
They set the bar high.
22:45
They set the bar real.
22:47
So the onus is the you know, the ball's in our court
22:50
now to really come through and be a lot of kids.
22:54
Me a lot of fun looking at possibly live streaming it
22:57
so the kids can, you know, their families can see it.
23:01
And so yeah, it's that that's going to be the, the short term priorities.
23:06
And then there's a day to day,
23:08
is making sure our staff have what they need, that they're safe
23:12
addressing issues as best as we can,
23:15
as quickly as we can, and allow them to do the great job that they're doing.
23:19
That's that's the daily every day priority.
23:22
So what does that mean?
23:24
Like right now, you know, because I talked to Kurt about this and there was,
23:28
I don't know if it's changed since then, but, you know,
23:30
a lot of towers were still like pen and paper for reports, and
23:33
technology was kind of something that needed to be implemented.
23:37
Yeah. Watchtower.
23:38
Yeah. I saw was coming through.
23:40
So we're we've just completed a proof of concept beta test at Honolua Bay,
23:46
where we're using the iPads on the watch tower system,
23:49
the data collection they're doing everything they're doing.
23:51
They're getting their schedules on it.
23:53
They're doing their leave slips on it, they're doing their supply requests on it,
23:58
and they're doing their daily
23:59
log sheets and their medical intervention documentation.
24:02
Digitally.
24:03
Digitally or digitally was awesome.
24:05
That's a data that's a data collection that we've been missing a lot.
24:10
Yeah. And it's a huge collection.
24:13
So we'll be able to monitor the hours on the ski,
24:17
the amount of preventions that they're doing as they're on the road,
24:20
and they're doing their patrols because they do a really good job of that.
24:23
And then roll out the third phase, which will be island wide.
24:28
So it'll be a total of 43 towers that will be hitting.
24:32
So logistically we're going to have some we work on our towers you know.
24:35
So yeah.
24:36
But I think I think we've got a great plan in.
24:39
And then the training mechanism of that I think is going to be the hardest part.
24:42
It was well received by our guys at home Bay.
24:45
They love it.
24:46
The operators and lieutenants will go next and we'll let that run till summer.
24:52
And beginning of next fiscal year, we'll do a complete roll out.
24:55
And I'd be really exciting.
24:57
And then we hope to incorporate that into some type of public access.
25:01
Yeah,
25:01
I don't know how that's going to work yet, but we'll have to go through
25:04
the progressions
25:05
on on the data collection and, you know, make sure that the information that is,
25:10
you know, some information really needs to be kept confined,
25:14
but to have a public access location where somebody could get the daily stats
25:19
or the monthly starts at their fingertips, that's kind of the direction.
25:22
But that's been hard, you know, because we're a very historic
25:25
and culturally based division department.
25:28
Right, right. That's our entire.
25:31
We're you're training an entire workforce
25:32
to use some new technology that they haven't before. Yeah.
25:35
You know, on top of like I said, you know, they're EMT certified.
25:38
They negotiate.
25:39
They they're they're learning all these other skills
25:40
and then now you're telling them to do this,
25:42
but then what is it going to take?
25:43
Like you said, I know logistically this has some moving parts to it too.
25:46
But when I'm at the beach, I don't always think, okay, like,
25:48
you know, is my Wi-Fi strong everywhere along this coastline?
25:51
Or, you know, what do you need to make sure
25:53
that Watchtower is implemented effectively?
25:56
We're going to be using FirstNet. The. Okay.
25:58
Yeah.
25:58
On on on that.
25:59
So each tablet will have the the card in it.
26:03
So they'll, they'll be their own.
26:06
There'll be their own set.
26:07
So they won't need Wi-Fi or anything else.
26:10
It's the only way around it. Yeah.
26:12
We are going to during the, the third phase, I think the only real concerns
26:17
are going to be places like Yokohama, you know, coming around,
26:22
hollow,
26:24
like those where it's really spotty with, but I'm hoping that we're going
26:29
to be able to work through a lot of that in this next phase with the operators.
26:33
The operators are going to be driving around.
26:36
They'll be able to identify where all these issues are,
26:39
where they're losing connections and stuff.
26:40
But we do have a back end system where they can actually do all of their data
26:46
entry and everything on offline, and then when it hits, it will.
26:50
Upload. Yeah. So that's awesome.
26:52
All right.
26:52
Well, Jimmy, as much as this podcast is supposed to be about policy
26:57
and leadership, it's also kind of a way to get to know you on a personal level.
27:01
So I have some would you rather questions.
27:03
Are you ready? Okay. So
27:06
Jerry, would you
27:06
rather be pinched by a crab or stung by a jellyfish?
27:10
And why stung by a jellyfish?
27:13
Because I know what that feels like and I know how to deal with it. Nerve!
27:16
A fish fry crab.
27:19
So I'd rather be somebody. Jellyfish.
27:20
That's like.
27:21
Yeah, that's how big the crab is, too.
27:24
Well, plus, if you've been stung by a jellyfish
27:26
before this, you know you're not allergic or.
27:27
Yeah, I've been stung
27:29
and I lost count how many times I've been stung by a jellyfish.
27:32
All right.
27:32
Would you rather be able to breathe underwater or swim extremely fast.
27:37
Breathe underwater. Or the tactical like?
27:40
Will that help you with rescues?
27:41
Or is it'll help me with everything.
27:44
Help me with diving in to help me with, getting caught inside.
27:48
It will help with.
27:48
You know what I mean?
27:49
It's a lot of our a lot of our rescues.
27:52
Are you know, impact songs, rip currents.
27:55
You're not swimming against a reaper, and you're just going with it.
27:57
So I could train myself to to swim faster than I already can.
28:02
But I ain't changing myself to to breathe.
28:05
I yeah, I that's something I can never do.
28:09
So I'll definitely take the the breathe underwater.
28:14
All right.
28:14
Would you rather discover a sunken treasure
28:18
or a new species of fish?
28:20
Something treasure Island, of course. My house.
28:24
No, I don't know.
28:26
How much is the treasure?
28:28
Yeah. Something treasure all day. All right.
28:30
And would you rather get to work every day
28:34
riding a tandem bike with Kurt, or walking with fins on your feet?
28:38
Walking with fins?
28:40
Oh, you don't want to ride a bicycle built for two with.
28:42
Because it's been.
28:43
It's been my day with him.
28:45
I don't want to go to work with him. Do.
28:48
And he pedals faster to me because he's like, oh, no one's a bike rider, guys.
28:51
He rides those those fixes. Or does. It?
28:53
Yeah.
28:54
So I wouldn't be able to keep up with his skinny self.
28:58
Well Jerry, thank you so much for your time.
29:00
Is there anything that we missed?
29:01
No, I mean circle back circle
29:04
back in a year I would be really,
29:07
I'm excited to see what what the end of,
29:12
this calendar year will look like.
29:15
I think I think we're going to be able to do some good stuff.
29:18
We're not going to be able to do
29:18
everything that we want to by any, by any stretch of the imagination.
29:23
But I think we'll be I think we'll be on a good road and a good path.
29:26
A lot of the stuff that we're doing, we won't see come to fruition.
29:31
We won't see these large, intricate facilities built,
29:35
but we can set the groundwork so everybody after us
29:39
can continue on and make it better for the kids that are coming in now.
29:44
That's, that's, that's what we want to do.
29:46
We look five years six years.
29:48
That's not a lot of time.
29:49
It goes fast and the older you get the faster it goes.
29:52
That's our job.
29:53
Our job is to make sure that we're leaving it better than we came to it with.
29:58
Yeah I'd like to see the progressions every year
30:00
and we should and we should be held to those progressions every year.
30:03
We should be able to show efficacy.
30:05
So come back next year and we'll see.
30:08
Well, Deputy Chief, thanks so much for your time.
30:11
Thank you.
30:11
And it's about that time of year again.
30:13
Next week we'll sit down with the city's budget
30:15
director, Andy Cohen, who is you break down this year's proposed budget.
30:18
What's being prioritized?
30:19
Maybe we can push some ocean safety and where we could see cuts.
30:23
That's next week right here on the one or a whole podcast.
30:25
Mahalo for listening. And until next time, Aloha.