Kyle Hurley, who identified himself as a representative of Norman Regional Health System'the hospital-based EMS provider referred to in the presentation as MSTAT'gave the City oversight committee a detailed briefing on ambulance operations and performance.

Hurley said Norman Regional has 21 ambulances in its fleet, six support vehicles and "five ambulances that we staff 24 hours a day." He told the council, "We have been the sole EMS provider in the city of Norman since September 1995," and described contracts that extend service into Moore and parts of Goldsby and unincorporated Cleveland County.

The presentation covered clinical staffing and scope. Hurley summarized licensure levels and medical oversight, saying paramedics operate under the protocols of medical director Dr. Trey Kramer. He described specialized roles including a disaster medical response team for mass-casualty incidents, SWAT medics who work alongside law enforcement ("they do not carry weapons"), bike paramedics used at OU football games, and a stadium medical facility at Gate 6 (Gilmer Jones) that provides free care to attendees.

Hurley reviewed operational metrics the service tracks. He said Norman's six-month, citywide average 9-1-1 response time was about "8 minutes and 3 seconds," with some outlying ZIP codes approaching 13 minutes. He also said transport times increased after the Porter campus emergency department closed; Hurley cited a pre-closure transport average near 13:36 and a later figure around 15:06 (approx.), and he explained that taking patients to the nearest appropriate facility can reduce later re-transports.

On clinical performance, Hurley highlighted cardiac and stroke protocols and said Norman Regional consistently meets American Heart Association measures, noting the service's Mission: Lifeline recognitions. He described STEMI and stroke workflows that trigger hospitals to prepare catheterization labs or stroke teams while medics are en route.

Hurley told the council Norman Regional currently does not offer a subscription program but described how subscription or utility-billing models work elsewhere: a small monthly fee on a utility bill that can cover residual patient costs. He referenced earlier federal guidance from an Office of Inspector General opinion in the early 2000s that limited some hospital-based subscription models but said legal and operational circumstances may have changed and that the council could ask staff (finance and legal) to study the option.

Council members asked about MSTAT's budgets and revenues (Hurley estimated an annual cost of about $9,000,000 and said the service returns revenue to the health system). Staff and council agreed to direct city finance and legal staff to research feasibility, potential billing mechanisms, and whether a voter or council action would be required; Hurley was invited to participate in that follow-up work.

No formal vote was taken. The committee recorded direction to staff to return with analysis of subscription-billing options, cost implications for capital needs and possible interlocal coordination with Moore and neighboring agencies.