►
Description
Administrative Policies meeting from May 10, 2018. For the full meeting agenda visit http://bit.ly/2Je2t4o
A
Okay,
so
I'll
call
the
meeting
to
order.
Do
I
have
a
mover,
counselor
sanic
secondary
counselor
she'll,
do
I
have
an
approval
of
the
agenda
mover
moved
by
Councillor
Oh
sanic
second
bike
counselor
she'll.
Do
we
have
a
confirmation
of
the
minutes,
any
changes
or
emissions
just
to
move
moved
by
Councillor,
Oh
sanic
seconded
by
Councillor
she'll?
A
B
B
So
just
looking
at
the
financial
statements
and
I'm
gonna
skip
over
the
audit
report
in
that
first
part,
because
Laurie
will
be
addressing
that
and
turn
your
attention
to
page
I
think
it's
page
10
of
the
agenda,
this
right
page
for
the
statements
but
page
10
of
the
agenda,
the
consolidated
statement
of
financial
position
so
just
to
remind
the
committee.
So
these
are
consolidated
statements
and
in
that
regard
they
include
the
city
operations,
which
includes
the
gas
water
and
sewer
operations
coming
over
from
utilities
Kingston.
B
They
also
include
the
operations
of
the
downtown
Business
Improvement
area,
the
Public
Library
Board,
the
Housing
Corporation,
a
proportionate
amount
of
the
public
health.
So
the
city's
proportion
of
the
public
health
based
on
the
funding
and
then
the
Kingston
hydro
corporation,
is
set
up
as
an
investment.
So
the
specific
operations
are
not
included
in
there
as
a
consolidated,
so
some
of
the
numbers
look
a
little
bit
different
from
what
we've
reported
at
the
end
of
the
year.
That's
why?
Because
these
do
include
the
other
operations
consolidated
in
there
on
page
10.
B
B
B
And
then
we
also
had
the
carbon
offsets
this
year
in
2017,
which
was
new,
so
that
also
created
a
variance
so
between
those
was
about
six
million
dollars
in
particularly
with
the
the
carbon
offsets
being
new.
There
was
also
about
a
million
just
over
a
million
of
unbilled
revenues
as
well
for
utilities
Kingston,
so
they
do
a
calculation
at
the
end
of
the
year
to
if
they
were
billing,
everybody
right
up
till
December
31st.
What
would
that
balance
beam?
B
So
that
was
a
little
bit
higher
as
well,
so
that's
in
there
and
then
finally
are
there's
a
large
grant
receivable
for
the
way
of
fund
funding
that
we
had
in
2017.
So
we
had
about
a
five
million
dollar
bump
up
there
for
some
grant
revenues
that
we
would
be
receiving
subsequent
to
year-end.
So
that
just
explains
that
large
balance
there.
The
other
thing
that
I
just
wanted
to
bring
to
your
attention
was
the
debt.
B
So
looking
down
in
the
liabilities
you'll
see
our
temporary
loans
have
gone
right
down
and
you'll
see
our
long-term
liabilities,
we're
at
292
million
or
now
at
368.
The
committee
will
remember
that
council
approved
a
debt
issuance
in
2017
of
80
plus
million
dollars
and
so
of
that
debt.
We
had
taken
advances
on
that
construction,
advances
which
would
have
been
up
in
the
67
so
that
went
down,
and
then
we
turned
it
into
long-term
debentures
during
the
year
which
put
the
long-term
liabilities
up.
B
The
municipal
equity,
the
1.3
billion
I'm,
going
to
come
back
to
that
in
a
moment
just
going
over
to
page
11.
This
is
our
consolidated
statement
of
operations.
Again,
this
will
have
all
the
consolidated
entities
in
it,
as
well
as
the
city
annual,
also,
if
you're
trying
to
do
some
comparisons.
So
these
statements
have
been
recorded
under
public
sector
accounting
board
principles,
which
is
pure
accrual
accounting,
which
is
a
little
different
from
our.
What
I
would
call
our
budget
accounting,
which
is
cash
accounting.
B
So,
for
instance,
in
this
statement
we
would
have
amortization
of
assets,
not
something
that
we
have
in
our
budgets,
but
is
included
in
here,
and
so
we
actually
amend
the
budget
column
to
account
for
those
pieces
ab
adjustments-
and
there
is
a
note-
note,
number
17
in
the
financial
statements
that
does
a
reconciliate
from
you
from
what
council
approved
as
a
budget
for
2017
and
then
the
adjustments
that
we
made
to
come
up
with
the
column.
That's
included
here
for
for
comparative
purposes
and
then,
finally,
just
turning
to
page
13.
B
So
this
is
our
schedule
of
municipal
equity,
which
was
the
bottom
number
on
the
on
the
bottom
of
the
financial
statement.
So
this
is
the
total
municipal
equity
and
this
schedule
just
breaks
down
the
various
components
that
were
a
little
more
used
to
seeing
with
respect
to
our
ongoing
reporting
during
the
year,
so
the
first
section,
the
current
funds
surplus
deficit.
These
are
the
numbers
that
you'll
see
reported
in
our
fourth
quarter
operating
report,
which
came
to
council
last
month.
So
if
you
went
back
to
that
report,
these
tie
into
those.
B
So
this
is
our
actual
cash
basis
of
reporting
and
what
we
generally
refer
to
as
our
general
operating
surplus,
as
well
as
for
water,
sewer
and
gas.
The
next
section
just
reports
our
total
investment
in
tangible
capital
assets,
so
that
does
make
up
a
component
of
our
total
municipal
equity.
We
do
have
some
unfunded
liabilities,
so
these
are
liabilities
that,
under
the
public
sector,
accounting
Board
principles,
we
have
to
report
as
a
liability,
but
we
don't
fund
them.
So
basically
we
don't
raise
taxes
for
them.
B
So
an
example
of
that
is
our
employee
future
benefit
obligations.
We
have
some
sick
leave
plans
for
various
employee
groups
where
they
can
accumulate
sick
leave
and
there's
a
payout
when
they
leave
leave
the
city,
so
that
obligation
has
to
be
recorded
as
they're
actually
providing
the
service
to
the
city.
So
it
becomes
a
payroll
or
a
payroll
cost
to
us.
The
department
cost
at
the
time
which
we
report
on
the
statements
and
set
up
as
an
obligation.
B
We
don't
fund
those
we
fund,
based
on
what
we're
gonna
actually
have
to
pay
out
during
the
year
that
actually
becomes
our
budget
budget
expense.
So
there
is
that
unfunded
amount
that
falls
out
here
and
then
finally,
the
reserves
and
reserve
funds
which
you're
used
to
seeing
makes
up
the
last
component
of
our
of
our
municipal
equity.
B
C
Great,
thank
you
a
lot.
Our
audit
findings
report.
I
know
a
copy
of
the
report
has
been
just
handed
out
at
the
start
of
this
meeting.
So
if
we
turn
ourselves
to
page
three
page,
three
is
at
our
executive
summary,
which
gives
you
a
summary
of
where
we
are
at
today
with
respect
to
the
audit.
So
our
findings
report
tonight
is
very
much
a
follow
on
to
the
audit
plan
that
we
were
here
to
present
to
this
same
committee
back
in
November.
C
We
require
that
letter
to
be
closer
to
your
audit
report
date
in
case
there's
anything
that
happens
in
the
intervening
period
from
an
audit
perspective,
our
subsequent
event
stays
open
until
the
audit
report
date,
so
we
meet
in
conversations
with
Desiree
and
her
team
as
we
get
closer
to
that
date.
So
our
audit
report-
this
is
in
our
report
here,
as
well
as
in
the
front
of
the
financial
statements
that
Desiree
just
walk
through
is
a
clean
audit
report.
C
There
are
no
significant
findings
with
respect
to
the
audit
work,
so
it's
Ordinary
course
that
you
had
been
familiar
to
you
in
past
years.
On
the
right
hand,
side
they're.
On
page
three,
we
speak
to
adjustments
and
differences.
As
part
of
our
audit
planning
report,
we
had
set
out
to
set
materiality
at
a
level
of
10
million
dollars
which
came
to
a
posting
threshold
of
$500,000.
C
So
through
the
course
of
our
work,
we
did
not
identify
any
differences
in
excess
of
that
$500,000
number.
So
there
are
no
differences
to
report
here
tonight
as
part
of
our
audit
findings
and
I.
Think
that
certainly
speaks
to
the
quality
of
the
books
and
records
of
the
finance
team
at
the
city,
which
is
fantastic
in
terms
of
control
and
other
observations
again
similar
story.
C
We
have
not
identified
anything
in
terms
of
any
significant
deficiencies:
internal
of
internal
controls
over
financial
reporting
that
should
be
brought
to
the
attention
of
this
committee
in
terms
of
critical
accounting
estimates,
as
Desiree
mentioned
when
she
walked
through
the
financial
statements.
There
is
a
significant
liability
on
the
books
of
the
city
related
to
the
employee
future
benefits
that
is
determined
by
the
actuary
and
in
terms
of
accounting
policies
and
practices.
C
There
have
been
no
significant
changes
year
over
year,
nor
were
there
any
changes
to
the
accounting
standards,
so
it
really
was
a
status
quo
year
walking
through
the
balance
of
the
report.
Again,
I
won't
stop
on
every
page,
but
certainly
stop
me
if
there
are
any
questions,
but
page
5
is
a
snapshot
of
all
of
the
significant
captions
on
the
city's
financial
statements.
This
is
very
much
a
follow
on
to
our
audit
planning
report.
You
can
see
in
terms
of
our
response
and
our
significant
findings.
C
We
did
not
uncover
any
issues
through
the
completion
of
all
of
our
audit
work.
On
page
6,
I
was
going
to
point
out
just
as
a
reminder
to
the
committee
in
terms
of
our
approach
to
payroll.
In
terms
of
the
audit,
we
do
look
at
the
controls
around
the
payroll
process.
It's
consistent
with
past
years,
and
certainly
there
were
no
significant
matters
to
bring
to
the
attention
of
the
committee
either.
In
that
regard.
C
Working
our
way
through
page
9
of
our
report
speaks
to
the
financial
statement,
presentations
and
disclosure.
So
in
terms
of
the
form
and
content,
there
certainly
adequate
in
accordance
with
the
financial
reporting
framework,
and
there
have
been
no
substantive
changes.
Nor
did
we
expect
there
to
be
any
this
year.
The
other
estimates
that
you
would
see
in
the
financial
statements
speak
to
the
carrying
value
of
the
tangible
capital
assets,
as
well
as
the
completeness
of
any
provision
for
accrued
liabilities
at
the
end
of
the
year
being
December
31.
C
C
That
was
a
mid-year
conversion
of
the
city's
general
ledger
system
from
PeopleSoft
to
Microsoft
Dynamics.
It
was
certainly
a
large
undertaking
on
the
part
of
the
city
and
so
from
an
audit
perspective
were
required
to
make
sure
all
of
the
data
from
the
old
system
transitioned
to
the
new
system,
and
the
data
was
accurate
and
it's
complete.
So
we've
done
that
as
well.
At
this
point
utilizing
some
of
our
IT
specialist
to
give
us
the
assurance
that
was
required
for
the
audit.
So
all
of
that
work
has
been
complete
and
no
issues
were
noted.
C
Working
our
way
through
the
balance
of
the
report,
as
we
work
our
way
through
the
appendices
I
wanted
to
stop
on
page
21
appendix
3,
which
is
our
lien
and
audit.
Again,
if
you
had
recalled
from
our
audit
planning
report,
we
were
pretty
excited
to
talk
about
a
new
way,
we're
starting
to
do
some
of
our
audits
using
some
of
the
lien
methodologies
and
techniques,
so
we've
actually
been
able
to
do
that
with
the
city
already
this
year
as
part
of
our
audit
for
2017,
you
can
see
there
at
the
bottom
of
the
page.
C
On
page
21,
we
were
able
to
do
the
human
resource
and
payroll
processes
with
the
city
back
in
October,
so
we've
got
a
good
document
that
outlines
the
city's
processes
for
each
of
those
significant
parts
of
the
organization
and
we'll
certainly
be
working,
and
there
were
some
findings
and
some
observations
and
we'll
be
certainly
working
with
the
team
over
the
course
of
the
next
12
months
to
make
sure
the
actionable
items
in
there
are
being
dealt
with
as
we
go
along
so
stay
tuned.
For
that
one,
and
really
that's
the
balance
of
our
report.
D
Question
for
the
treasurer
I
have
issues
with
the
audit
findings.
I
think
that's
great.
It
was
good
to
see
the
results
there.
My
question
has
to
do
with
just
wrapping
my
head
around
the
financial
statement
and
in
their
line
about
long-term
liabilities.
So
on
that
sheet,
which
again
is
page
10
of
the
package,
page
4
of
the
report-
I
guess
miss
Kennedy
went
through
it
in
detail
before
so.
D
D
Just
don't
recall
that
decision
that
budget
time
and
I'm
wondering
when
that
gets
done?
Because
you
know,
obviously
we
could
choose
to
that's
like
you
would
with
the
home.
You
could
choose
to
pay
it
down
faster
or
slower,
because
we're
talking
about
you
know
thirteen
and
a
half
million
of
interest
payments
on
the
long-term
debt.
So
I'm
wondering
the
question
of
the
treasurer
is:
when
do
we
get
to
discuss
that.
B
Thank
you
through
you,
mr.
chair,
so
that
is
part
of
when
we
bring
the
debenture
issuance
to
council.
We
lay
out
what
the
payment
terms
are.
At
that
point,
we
generally
will
match
up
the
term
so
how
fast
we're
paying
it
back
against
the
asset
that
we're
taking
the
debt
out
on
so
generally
for
our
and
and
we
also
look
at
the
cash
flow
and
the
reserve
funds.
B
So
if,
if
we've
got
some
healthy
cash
flow
within
the
respective
reserve
fund,
we
may
do
something
a
little
more
aggressive
in
terms
of
a
term,
but
that
would
come
to
Council
when
they
approve
the
debenture.
So
generally,
if,
if
we're
venturing
on
equipment
and
that
type
of
thing
it
would
be
somewhere
between
the
ten
to
the
twenty
year
mark,
our
buildings
tend
to
be
thirty
to
forty,
and
we've
had
some
both
of
those.
So
so
it
tends
to
match
up
to
whatever
ask
that
were
or
whatever
type
of
project
we're.
B
Borrowing
on
I
should
just
mention,
because
I
thought,
where
you
were
going
is,
is
why
those
payments
haven't
gone
up.
When
the
debts
gone
up,
we
actually
issued
the
eighty
six.
Eighty
seven
million
dollars
after
July
the
1st,
so
we
would
not
have
had
a
payment
in
2017,
so
you
will
see
them
go
up
in
2018
because
we'll
have
the
both
semiannual
payments
in
2018
yeah.
D
So
to
sort
of
summarize
that
in
in
our
language,
so
if
an
asset
is
is
supposed
to
last
40
years,
it's
divided
over
the
40
years,
the
principal
payment,
so
that
in
the
end,
you're,
basically
paying
an
amount
of
the
principal
every
year
that
that
you
have
the
asset
and
not
you're,
not
paying
it
faster,
because
you
don't
need
to
replace
it
until
it's
until
it
needs
to
be
replaced
and
you're,
not
paying
it
slower.
Because
then
you'll
be
accruing
liability.
D
So
that's
sort
of
a
policy
that
we
always
follow
and
I
know
I've
talked
to
Gao
about
that
before,
but
now
that
we've
just
assumed
a
much
larger
liability.
Maybe
it
might
be
time
to
talk
about
how
we
balance
that,
because
other
we
may
plant
ourselves
carrying
a
higher
debt
load
than
the
average
citizen
might
be
comfortable
with
and
that's
or
where
we're
saying
it's
that
going
to
is
there
gonna
be
a
good
time?
We
could
discuss
that
and
committee
the
whole
or
a
budget
time
or
when
would
that
be
I.
B
Would
say
it
budget
time,
so
we
have,
as
you
know,
the
15
year
models,
and
so
we
build
into
that.
Not
only
the
debts
that's
been
issued
because
that
comes
out
of
our
reserve
funds,
that's
where
the
payments
come
from,
but
also
the
debt
we
have
yet
to
issue
that
councils
approved,
and
we
have
an
issue
as
well
as
debt
that
we
have
in
our
15
year,
plans
that
we
haven't
asked
council
to
approve
yet,
but
we
build
those
into
the
model.
B
D
I've
recalled
from
budget
up,
so
that's
when
you
had
some
graphs
up
on
the
screen
where
you
had
a
line
and
you
had
the
liabilities
going
up
over
time
and
then
sort
of
peaking
in
a
few
years
and
then
coming
back
down
again
as
we
caught
up
to
some
of
the
large
liabilities
that
we've
taken
on.
That
was
that's
that
that
kind
of
graphic
in
that
whole
situation.
So
it
there's.
D
A
What
a
my
question
is
kind
of
similar
to
councilor
in
the
sense
that
sometimes
when
we
look
at
these,
when
council
councils
are
coming
up
with
strategies
and
goals,
long
term
goals
over
four
or
five
or
six
or
seven
years,
sometimes
that
can
help
us
make
decisions
when
we
know
what
different
tax
bases
we
have,
for
example,
I
think
some
people
would
say
that
Kingston
has
a
low
industrial
and
commercial
tax
base
compared
to
residential
compared
to
other
cities.
So
is
that
what
what
does
that
first
line-item
entail?
So.
B
Yes,
three
or
mr.
chair
is
so
that
is
the
the
property
taxation
for
all
the
classes
within
there,
as
well
as
the
supplementary
taxes,
which
is
why
it's
more
than
budget,
because
that
always
puts
us
up
over
the
budget.
We
could
do
that
for
sure
we
could.
We
can
break
it
out.
However,
we
want
either
on
the
statement
or
into
a
note
what
I
suggest
is
I'm
gonna
make
a
note
of
that,
because
I
think
that's
something
that
would
be
useful
at
budget
time
to
be
able
to
see
some
of
that
breakdown
as
well.
B
The
statements
we
try
to
keep
at
a
fairly
high
level
not
get
too
much
detail
into
it,
based
on
what
they're
used
for,
but
I
think
that's
point
well
taken
I.
Think
that's
useful
information
for
council
to
have
so
I
think,
maybe
a
budget
time.
We
could
certainly
make
sure
we've
providing
that
breakdown
I
totally.
A
B
I
agree,
I
think
that's
a
good
time
to
be
looking
at
that,
because
part
of
the
strategic
planning
session
I've
got
in
going
back
three
and
a
half
years
now
to
remember,
but
part
of
the
strategic
planning
session
is
about
Council's
desires
around
the
the
tax
rate
for
their
term,
and
so,
if
I
remember
correctly,
I
think
we
did
provide
some
of
that
information.
The
debt
reports,
the
the
reserve
fund
models,
I
think
we
did
an
overview
of
that
for
council
before
those
discussions
happen.
A
D
Strata
I
just
want
to
say,
because
you
brought
it
up
that
I
think
that
information,
the
breakdown
between
the
two
various
property
classes
would
be
very
helpful
at
some
point,
not
necessarily
when
we
do
the
audited
statements,
but
but
at
some
point
for
when
we're
talking
more
strategically
to
have
it,
the
breakdown
team,
property
classes
at
our
fingertips
and
the
year-over-year
comparison.
Growth
like
it's
residential,
growing,
industrial
and
so
on.
It
does
help
shape
the
discussion.
Let's
thank
you.
Could.
A
A
Those
do
have
an
impact
on,
isn't
that,
just
in
my
day
job
when
I
go
to
different
cities
and
tell
people
you
know
we're
selling
buildings
at
such-and-such,
$1
per
square
foot
they're
very
intrigued,
they're,
very
intrigued
by
the
rental
rates,
and
then
you
tell
them
the
tax
rate
per
household
and
their
eyebrows
hit
the
ceiling
compared
to
Toronto.
So,
for
example,
in
Toronto,
I
think
that
their
tax
rates,
like
it's
like,
let's
say
it's
0.8
and
ours-
is
1.37.
So
if
you
can
lower
the
burden
per
I
was
hold
from
the
residential
component.
A
The
only
way
to
do
that
would
be
to
increase
it,
I
think
from
the
industrial
commercial
components,
because
our
major
employers,
like
Queen's
University,
st.
Lawrence,
College,
the
hospitals,
Corrections,
none
of
our
major
employers
are
taxed
so
in
some
way
are
the
greatest
asset
in
our
city
is
also
our
biggest
flaw
in
a
certain
and
in
the
same
light.
A
So
I
think
that
when
we
get
different
organizations
like
Fahey
and
for
lack
it's
important
for
councillors
to
know
how
beneficial
that
can
be
for
a
smaller
community
like
ourselves
and
I,
think
that
when
we
do
strategic
planning,
considering
the
amount
of
tax
base
of
the
amount
of
tax
burden
per
household
should
be
should
be
a
priority.
So.
A
A
E
You,
mr.,
so
it's
a
fairly
brief
report
before
you
tonight.
The
report
contains
information
from
February
through
to
the
end
of
March
2018
reader
crystal
has
maintained
an
occupancy
rate
of
ninety
eight
point.
Four
percent
in
February
and
98.6%
emerged.
The
occupancy
rate
for
January
through
to
the
end
of
March
is
ninety
eight
point.
Eight
one
percent
reader
crest
home
had
nine
incidents
reported
reportable
to
the
Ministry
of
Health
and
long-term
care
for
February
through
to
the
end
of
March.
The
ministry
did
not
visit
the
home
the
month
of
February.
E
However,
they
did
come
in
for
four
days
during
the
month
of
March
to
investigate
three
critical
incidents,
a
complaint
and
follow-up
to
a
compliance
order
that
was
issued
in
January
of
this
year.
As
a
result
of
this
visit,
the
home
was
placed
back
in
compliance
related
to
the
order
issued
and
the
home
as
a
result
was
also.
It
also
issued
one
written
notification
for
a
critical
incident.
There
are
currently
three
hundred
and
seventy
seven
people
on
the
waiting
list
for
the
home.
At
this
time,
public
health
came
in
and
declared
two
outbreaks.
E
During
this
reporting
period,
one
confirmed
influenza
a
case
and
another
RSV
case
with
seven
residents
that
presented
with
symptoms,
as
at
the
end
of
March
2018
reader
crest
home
has
spent
15.6
percent
of
its
municipal
contribution,
which
is
two
hundred
and
fifty
four
thousand
dollars
under
budget.
A
majority
of
the
budget
surplus
is
due
to
timing
related
to
payroll
and
other
non
compensation.
Timing,
differences,
including
payments
for
extended
care,
invoices,
physiotherapy
services,
food
and
other
resident
supplies.
E
You
may
note
one
of
the
the
larger
discrepancies
was
dietary
was
noted
to
be
one
hundred
and
forty
three
thousand
dollars
under
spent.
However,
in
the
beginning
of
April,
there
was
a
hundred
thousand
dollars
worth
of
invoices
that
were
processed
for
that
month
and
that's
all
I
have
for
this
report.
I'm
happy
to
answer
any
questions.
Only.
D
Mr.
Keyes,
thank
you
just
clarification,
really
I
think
I
know
the
answer,
but
I
think
it
should
be
stated
openly
and
especially
since
this
is
on
the
record
when
it
says
the
homeless
placed
back
in
compliance
related
to
the
order.
This
was
a
compliance
order
issue
in
2018,
so,
okay,
so
so
in
January
of
this
year
there
was
a
compliance
order
from
the
ministry
about
something
that
wasn't
in
compliance
at
the
home
and
then
they
followed
up
and
then
they
said
you
were
now
in
compliance
like.
Basically,
the
compliance
order
is
resolved.
E
That's
exactly
what
that
means,
so
they
issued
us
complaints
order
in
January.
We
are
then
mandated
to
create
an
action
plan
to
ensure
that
we
remain
in
compliance
with
that
order,
which
we've
done
they
do
come
back
after
30
days,
anytime
after
30
days
to
ensure
that
you
are
back
in
compliance
and
that's
what
they've
done
in
in
mert
right.
D
E
So
the
complaint
was
something
completely
separate:
it
was
a
family
complaint
related
to
a
resident
that
was
sent
to
hospital
and
there
is
a
medical
leave
time
period
for
that
resident
to
remain
in
the
hospital.
After
that
time
period,
they
do
lose
their
bed
at
the
home
and
then
can
be
placed
back
on
the
waiting
list
to
return
to
the
home,
the
family.
It's
happened
to
this
resident
and
they
did
end
up
losing
their
bed
and
were
upset
as
they
should
be
and
did
put
a
complaint
into
the
ministry.
D
In
other
words,
they
they
did
their
due
diligence,
they
investigated,
but
there
wasn't
any
anything
further
at
that
point,
that's
right
so
it
sort
of
completed.
Yes,
it
wasn't
resolved
to
their
satisfaction,
probably
but
they're
they've
received
the
answer
from
the
ministry
base
right,
okay
and
then
the
other.
Could
you
just
give
us
just
a
very
brief
description
of
what
would
the
these
could
these
three
critical
incidents?
What
type
of
things
are
those
like
Falls
and
injuries,
or
what
are
we
talking
about
here?.
E
So
for
the
month
of
March,
there
was
three
cases
of
abuse
or
alleged
abuse,
one
being
emotional
abuse
from
staff
to
residents
to
being
neglect
from
staff
to
residents
which
were
unfounded.
We
had
two
cases
of
sexual
abuse
resident
two
resident
one
case
of
physical
abuse
resident
two
resident
and
one
hip
fracture
as
well
fall,
which
resulted
in
a
hip
fracture
which
were
we
do
report
to
the
ministry,
and
that
was
for
the
month
of
February.
For
the
month
of
March,
there
was
another
fall
which
resulted
in
a
hip
fracture
and
then
the
okay.
D
E
D
E
F
E
Depends
if,
if
it's
a
crisis,
placement
or
not
so
crisis
placements
could
range
from
a
few
weeks
to
a
few
months,
if
it's
just
somebody
who's
going
on
the
wait
list
as
an
ordinary
person
at
home,
just
looking
to
make
plans
for
the
future,
it
can
be
upwards
of
over
a
year.
For,
for
that,
wait,
it's
been
up
to
two
years
for
that
wait.
C
F
C
A
Could
I
get
a
motion
to
rise
from
the
read
across
border
management,
I,
counselor,
Oh,
Sanok,
second
bite
counselor,
shell,
all
those
in
favor
at
passive.
We
have
no
new
motions,
no
notices
of
motion,
or
is
there
any
other
business
seeing
none?
We
do
not
have
any
correspondence.
The
date
of
the
next
meeting
is
Wednesday
July
4th
2018
do
I,
have
a
motion
to
adjourn
counselor
Sanok
seconded
by
Councillor
Stroud,
all
those
in
favor
we're
adjourned.