►
Description
Agenda and background materials can be found at http://www.ottawa.ca/agendas.
A
Good
morning,
everyone
we're
going
through
a
few
technical
difficulties
here,
as
we
get
logged
into
a
new
system,
but
as
as
we
finish
that
up
any
votes
that
are
taking
place
can
be
logged
here
as
well.
So
I
will
get
going
out
of
respect
for
time.
As
a
welcome,
we
have
a
fairly
long
agenda
to
get
through,
including
to
commitment
of
naming
proposals.
We
have
also
to
consider
the
roadmap
for
staff
to
develop
the
provincially
mandated
community
safety
and
well-being
plan.
A
Development
of
the
plan
will
include
extensive
public
consultation
at
each
step
to
ensure
that
the
plan
meets
the
needs
of
our
community.
We
will
receive
two
annual
reports,
one
on
the
city's
security
and
Emergency
Management
activities,
and
one
on
911.
Both
of
these
reports
highlight
the
very
important
work,
that's
being
done
to
respond
to
major
incidents,
including
last
year's
tornadoes.
A
We've
been
hearing
from
the
community
as
well
that
it
can
be
difficult
to
get
an
accessible
taxi
outside
of
working
hours,
so
staff
will
update
us
on
whether
they
can
study
on-demand,
accessible
taxi
service.
We
will
also
have
the
older
adult
plan,
which
received
the
Ontario
Age
Friendly
community
recognition
award
in
2018
and,
finally,
we'll
consider
donation
requests
for
surplus
ambulances,
a
snowmobile
and
a
sled.
While
the
city's
decommissioned
these
items,
they
can
be
put
to
good
use
in
other
communities.
A
So
we
get
started
with
the
agenda,
any
declarations
of
interest
and
confirmation
of
minutes
from
the
September
19th
2019
meeting
carried
communications.
So
the
first
response
to
inquiries
the
rats
complaint
inquiry
I'm
going
to
hold
that
until
councilor
flurry
arrives,
he's
running
a
few
minutes
late.
The
second
one
paramedic
offload
delays.
A
A
B
B
C
D
D
A
E
Thank
you
very
much,
so
this
is
a
technical
amendment.
Would
you
like
me
to
read
the
whole
piece?
Okay,
beavers,
all
that
pursuant
to
subsection
89
3
the
procedure
bylaw,
keeping
your
Protective
Services
Committee
approved
the
IPD.
A
used
to
delegated
authority
during
2018
by
the
recreational
cultural
and
facility
service
department
has
set
out
in
Schedule
E
of
bylaw
2016,
three
six
nine
beatitude
agenda
for
consideration
of
today's
meeting
in
order
to
consider
the
following
technical
amendment.
E
And
what
is
the
fault,
whereas
following
distribution
staff
identified
no
mission
in
Section,
17,
advertising
and
sponsorship,
and
supporting
document
three
2018
sponsorship
and
advertising
annual
report
over
$25,000,
which
inaccurately
reported
the
number
and
value
of
sponsorships
and
advertising
agreements
who
were
approved
and
executed
in
2018?
Therefore
be
it
resolved
that
community
Protective
Services
Committee
approved
technical
amendments
to
section
17
to
reflect
the
20
sponsorship
or
advertising
agreements
were
approved
and
executed
in
2018
for
a
total
value
of
six
point,
eight
two
million
dollars
and
be
it
FURTHER
RESOLVED.
A
C
C
Adopting
a
specific
service
request,
classification
for
lats
and
rodents,
Proactive,
baiting
and
sewers
and
enforcing
property
standards,
and
whereas
the
results
of
two-year
pilot
program
to
conduct
proactive
baiting
in
sanitary
sewer
through
CCTV
cameras
have
shown.
The
rat
population
in
sewers
is
low.
Eight
sightings
in
2018
and
23
in
2019,
however,
rat
complaints
in
Ottawa
have
increased
nearly
40
percent
compared
to
2015
with
reader
Vani.
C
If
evidence
is
found
and
therefore
a
further
be
resolved,
that
staff
in
planning
infrastructure
and
economic
development
be
directed
to
assess
the
options
under
the
mandate
to
implement
a
program
for
proactive
red-baiting
prior
to
construction
and
issuance
of
demolition
permits,
and
if
such
a
program
is
possible
report
back
to
the
appropriate
committee
with
recommendations,
including
house.
Such
a
program
could
be
in
ministry,
detail
any
financial
impacts
and
what
monitoring
monitoring
could
be
in
place
to
assess
its
effectiveness.
A
F
Chair,
we
don't
have
any
concerns
with
emotion
in
terms
of
the
area
that
Public
Works,
Environmental,
Services
and
bylaw
services
are
involved
in
there's
no
cost
involved.
I
believe
my
colleagues
in
infrastructure
services,
pipe
department
do
have
some
concerns
and
they
can.
They
can
speak
to
any
questions.
B
You
Madame
chair,
similar
to
councillor
flurry
and
other
colleagues.
There
are
rat
issues
in
my
ward,
not
something
I'm
proud
of,
but
that's
the
reality
and
we
have
neighborhoods
that
are
seeing
rat
populations
that
have
never
seen
rats
before
and
staff.
Tell
me
that
there
is
an
absolute
correlation
between
some
of
our
infrastructure
projects
and
the
displacement
of
rats
from
one
neighbor
to
it
to
another,
not
just
LRT.
B
B
What
can
we
do
before
rats
move
from
community
to
community
to
ensure
that
that
does
not
happen,
and
so
my
question
really
is,
is
what's
being
proposed.
The
best
way
is
this:
the
best
motion
that
we
can
do
to
not
just
address
rat
issues
that
exist
now,
but
prevent
them
from
getting
worse
in
other
neighborhoods.
F
B
Thank
you,
I
mean
the
next
big
infrastructure
project.
Is
the
redesign
of
Bank
Street
we're
having
a
public
meeting
tonight,
Billings
bridge
to
Kitchener,
and
this
will
come
up
so
I,
don't
want
to
say
with
assurance
that
City
of
Ottawa
is
going
to
do
that,
but
that's
certainly
I'll
be
working
with
colleagues
in
public
work,
particularly
before
the
work
gets
done.
Is
we
want
to
stop
this
before
it
becomes
a
problem?
So
I
appreciate
that
commitment.
E
F
Sure
that
would
be
brought
to
vaiting
and
sewers
reactivating
and
sewers
and
procedures
and
parks
where
there's
evidence
of
rat
infestation,
particularly
around
litter
containers.
As
you
see
from
the
response.
There's
a
fairly
low
incident
of
reporting
rats
in
parks,
I
think
six
over
last
year,
but
we'll
make
sure
that
staff
take
care
of
any
evidence
of
rats
and
parks
or
any
any
wildlife,
in
particular
in
parks
and.
E
F
On
the
park
side,
certainly
staff
are
trained
to
report
on
a
whole
host
of
issues
and
Parks,
and
this
is
one
that
will
beef
up
and
make
sure
that
we
have
procedures
in
place,
and
the
typical
remedy
in
this
case
would
be
switching
I,
would
say,
a
wire
basket
that
rodent
could
get
into
four
steel
drums.
Something
like
that.
Okay,.
E
G
B
G
E
Would
not
be
applicable
so
when
you
say
law
you're,
not
talking
about
city,
bylaws
or
policy,
no
prevention
or
provincial
I
am
so
you're
saying.
If
we
pass
this,
you
couldn't
do
it
in
any
event,
that's
correct!
Okay,
thank
you
for
that.
I,
don't
know
if
that
helps
councillor
flurry,
and
perhaps
he
wants
to
amend
his
motion,
light
of
the
fact
that
it's
it's
not
doable.
E
F
Madam
madam
chair,
do
you
want
me
to
speak
to
that
point
as
well
from
the
planning
services
side
of
Shu?
Thank
you.
Thank
you.
It's
similar
to
building
code
side
of
this
direction
in
that
from
the
Planning
Act
perspective,
so
the
application
that
would
be
associated
with
this
possible
review
would
be
site
plan
control
and
looking
at
the
regulations
in
the
Planning
Act
I,
don't
think
that
we
would
have
the
ability
to
impose
a
condition
to
this
effect.
F
We
can
certainly
always
ask,
and
if
a
napkin
agrees
to
it,
it
would
go
in
an
agreement,
but
it
would
be
something
that
would
be
difficult
to
enforce,
but
on
the
merit
of
the
way
the
direction
is,
is
phrased
in
the
motion.
It's
sort
of
a
take
back
and
assess
your
options
and
I
think
that's
why
we're
comfortable
with
it
is
we'll
look
at
options,
but
as
it
stands
today
from
the
planning
services
side
to
things,
this
would
be
very
difficult
to
enforce
through
that
application
process.
E
C
E
I
know
know
what
yes
and
no,
what
I'm
saying
is,
let's
find
out
if
staff
even
has
any
authority
to
do
this,
that's
the
first
step,
and
you
don't
talk
about
legal
here
at
all.
You
just
talk
about
planning
infrastructure
and
economic
development.
If
I'm
suggesting
direct
staff
legal
staff
to
come
back
to
committee
and
say
whether
this
is
a
path
forward
or
not.
C
E
C
I
You
very
much
I
appreciate.
We
can't
impose
our
own
areas
around
building
permits
and
demolition
permits,
because
the
provincial
legislation,
but
could
we
not-
and
this
is
probably
a
question
for
legal-
could
we
not
put
in
place
site
plan
conditions
and
or
subdivision
conditions?
In
the
same
way,
we
make
developers
clean
up
their
mess
as
they're,
building
a
neighborhood
or
clean
up
their
mess
as
they're
building
a
building.
We
have
all.
We
have
volumes
of
requirements
that
we
put
on
them
to
get
these
these
approved.
I
Why
can't
we
not
simply
use
that
process
and
if
that's
an
option
and
I
appreciate,
we
have
a
different
type
of
legal
staff
with
us
today,
then
we
may
want
to
coordinate
with
the
legal
services
group
that
works
in
the
with
the
Planning
Committee,
because
it
could
be
a
subdivision
option.
It
could
be
a
site
plan
condition.
You
know
we
put
conditions
on
officer,
I,
don't
think
councillor
flurry
actually
cares
how
we
do
it.
It's
just
getting
it
done.
Well,.
E
I'm
not
suggesting
we
don't
do
what
I'm
suggesting,
as
we
find
out
whether
it's
a
doable
thing
before
we
send
staff
off
to
do
all
the
work
and
create
a
bylaw.
Have
legal
give
us
an
initial
opinion
about
whether
that's
because
we
seem
to
be
trying
to
get
through
the
back
to
what
we
can't
get
through
the
front
door
which
may
be
okay,
but
it
may
be
illegal,
so
I
think
we
should
find
that
out
before
we
spend
staff
resources
doing
work.
E
That
legal
is
then
gonna
come
back
at
the
end
and
say:
well,
that's
great.
You've
done
all
this
work,
but
you
can't
do
it.
So,
if
counselor
forties
open
to
that
to
this
two-step
process,
having
legal
look
at
the
feasibility
of
whether
we
can
do
it
or
not,
and
then
they
report
back
and
then
we
give
direction
to
to
staff
in
planning
infrastructure.
E
C
About
the
city
doesn't
work
in
a
silo,
so
it's
important
that
legal
services
work
with
their
counterparts
to
get
on
solutions
so
that
I've
amended
it
to
the
following.
So
this
is
the
second
clause,
therefore,
be
it
resolved,
be
it
FURTHER
RESOLVED
that
staff
in
planning
infrastructure
and
economic
development
be
directed
to
assess
options
with
legal
services
under
their
mandate
to
implement
a
program
for
proactive
dating
prior
to
construction
of
issuance
of
demo
permits.
If
such
a
program
is
possible
report
back
to
this
committee
with
recommendations,
including
including
how
such
a
program
could
be
administered.
C
C
E
E
C
C
So
in
in
the
report,
in
the
the
analysis,
you
provide
pretty
significant
other
jurisdictions
in
Ontario
that
are
doing
things.
So
maybe
maybe
some
members
of
2011
read
through
bit
through
it,
but
in
pre-baiting
of
demo
it's
done
in
Halifax
sure
it's
not
in
Ontario,
but
it's
done
in
Canada
Toronto
does
the
park?
Maintenance
and
Windsor
does
the
vacant
buildings.
C
So
we
have
Canadian
examples,
even
Ontario
examples
of
municipalities
that
are
doing
something
because
they're
faced
with
the
issues,
so
I
want
to
go
back
and
dial
it
back
a
bit
because
I
think
we're
really
deep
into
an
issue
that
we're
losing
focus
on
the
City
of
Ottawa
a
few
years
ago
had
two
strategies:
Kevin's
Team,
Public,
Works,
baited
sewers,
and
then,
if
there
was
complaints
coming
in
through
300
bylaw
services
went
out
and
and
got
landlords
often
to
correct
the
issue.
But
the
the
gap
was
three
prong
one.
C
Three
one
one
wasn't
properly
capturing
the
calls
which
is
now
in
place,
which
is
a
good
first
step.
If
you
don't
have
the
data,
you
can't
resolve
it.
The
second
one
was
so
who's
responsible
for
rats
that
are
at
the
surface,
feeding
at
the
surface
and
once
they've
made
it
to
the
surface.
They
continue
on
to
live.
We
see
them
in
parks.
We
see
them
running
through
neighborhoods.
No
one
owns
that
rat.
He
doesn't.
They
don't
necessarily
live
in
a
in
a
dwelling.
C
So
there's
that
gap
and
through
those
jurisdictions
that
are
doing
things,
it
would
be
a
bit
of
money
to
for
us
to
do
a
little
more
baiting,
I.
Think
I
thought
this
motion
was
the
bare
bones
of
what
we
can
do,
which
is,
let's
make
sure
that
we
do
our
own
parks,
which
is
public
land.
Let's
make
sure
that
when
we
do
the
visits
of
vacant
buildings
that
we
ensure
that,
if
there's
rats
infestations,
we
are,
we
ask
actions,
it's
a
dual
positive,
because
we
also
don't
want
bacon
buildings.
C
So
if
you
chart,
if
you
get
costs
onto
a
vacant,
building
property
owner
chances,
are
they're,
gonna
start
moving
faster.
It's
one
of
the
an
additional
cost.
The
city
already
does
pre-baiting
in
construction
sites,
I've
met
with
a
team
specifically
for
Montreal
Road.
They
have
a
baiting
plan
and
infrastructure
services
for
that.
C
So
in
my
mind,
it's
the
other
ones
that
demo
and
we
it's
a
tough
one
to
crack
as
there's
the
planning
act
and
building
code
act,
but
we
can
incentivize
and
we
can
create
measures
so
that
it's
simultaneous
so
I
think
that
this
motion
will
bring
us
some
strategies.
I
I
think
the
chair
is
saying
that
legal
could
do
the
work
ahead
of
of
council.
So
hopefully
we
have
a
path
to
finding
a
way
to
to
resolve
this
issue.
C
You
know
I
know,
restauranteurs,
I,
know,
renters
I,
know
property
owners
they've
all
been
affected
by
rats
and
when
they
turn
to
the
city,
unless
they're
non-compliant,
unless
they're
guilty
themselves,
they
see
little
recourse.
There's
not
really
a
lot
of
strategies
for
rats
that
move
so
I'm,
just
trying
to
put
a
system
in
place
that
could
protect
landlords,
protect,
tenants,
protect
city
staff
and
the
other
piece
is
no
one
really
owns
it.
You
you're
seeing
a
groups
here.
You
know
Public
Works,
three,
one
one
Ottawa
Public
Health
bylaw
services.
C
That's
part
of
this
issue
is
that
the
only
one
the
only
active
agent
here
is
Public
Works
that
could
physically
they
remove
snow,
they
fix
sidewalks,
they
fix
potholes.
That's
a
doer
group
so
be
interesting
over
time
for
them
to
have
an
additional
mandate
and
and
paid
for
so
that
they
can.
They
can
act
on
this
issue.
Serious
issue.
G
So
we
recently
had
a
major
sewer
revamp
done
in
my
ward.
I
did
receive
quite
a
few
complaints
from
from
residents
about
rats.
City
staff
were
very
clear
that
rat
abatement
measures
were
in
place.
I
was
wondering
if
you
might
be
able
to
just
explain
what
those
rat
abatement
measures
look
like
just
so
I
can
understand
this
issue
a
little
bit
better.
F
Apologize,
we
don't
have
staff
here
that
would
be
familiar
with
I
understand
it
would
be
proactive
rating
by
the
constructor
I'm,
not
quite
sure
how
they
would
do
that.
We
would
have
to
get
back
to
the
counselor
on
that
issue,
but
in
terms
of
proactive
baiting
with
in
sewers,
it's
simply
to
drop
poison
in
the
sewer
where
you
would
expect
a
route.
A
C
So
I'm
moving
forward
with
the
amendments
that
I
presented
before
except
I,
was
informed
by
by
a
clerk
that,
depending
on
which
strategies
are
presented,
options
that
it's
more
appropriate
to
report
back
to
the
appropriate
committee.
Because
if
it
is
a
a
planning
matter,
it
have
to
go
back
to
planning
committee
rather
than
if
it's
a
byline
would
be
us.
So
she's
asking
me
to
remove
to
this
committee
and
just
leave
it
to
the
appropriate
committee.
E
A
A
Of
course,
the
availability
of
paramedics
and
ambulances
I
think,
is
a
fundamental
expectation
of
our
residents
and
ourselves
and
the
delays
that
have
been
further
outlined
in
the
response.
The
delays
at
the
hospitals
are
significantly
reducing
the
availability
of
ambulances
in
the
city
back
in
August
I
met
with
the
mayor,
as
well
as
dr.
Kitts
from
the
hospital
and
others
to
discuss
some
of
these
challenges
and
I
think
the
intent
of
the
inquiry
submitted
back
in
September,
which
we
have
before
us
today.
It.
A
A
There's
a
few
questions
I
think
to
myself
still
outstanding,
one
of
which
is
that
in
the
response
you
provided
three
items
or
listed
three
items
that
you
believe
will
help
alleviate
the
off
load
delays.
There
was
the
community
paramedic
pilot
program,
additional
beds
and
hospitals
and
reexamining
the
patient
priority
system.
Can
you
give
us
an
update
of
where
those
three
are
at
today.
J
Conclusion
that
the
hospital
needs
to
provide
that
care.
So
that
pilot
is
not
going
to
move
forward.
The
the
hospital
beds
is
a
hospital
issue
and,
and
they
have
committed
and
and
said
that
those
will
be
coming.
We
have
not
yet
to
date
seen
an
effect
of
that
of
that
initiative
and
the
patient
priority
system,
which
is
a
distribution
scheme
for
patients
within
the
city
to
be
distributed
to
the
various
hospitals.
J
The
four
main
campuses,
the
Queensway,
the
Civic,
the
general
and
the
mall
four-
is
established
and
agreed
upon
by
the
hospital's
themselves
as
a
process
to
provide
the
best
care
for
that
patient.
It's
not
a
process
that
is
designed
exclusively
to
reduce
offload
delays,
so
it
is,
it
is
focused
on
the
on
the
needs
of
the
patient
and
we
follow
the
the
hospital
lead
on
those
on
those
patient
care
issues
and
we're
certainly
open
to
modifying
it
and
and
discussions
do
continue
on
it.
But
no
changes
have
been
been
implemented
there
we
do
have.
A
A
So,
following
on
to
that
myself,
I
was
surprised
to
read
earlier
in
the
Ottawa
Citizen
a
letter
submitted
by
the
head
of
the
emergency
department
from
the
Ottawa
Hospital
about
this
topic
and
in
the
letter
dr.
Huber
asserts
that
processes
are
being
implemented
to
free
up
City,
City
medics
and
paramedics,
and
that
the
hospital
staff
share
the
same
goal
to
care
for
the
patient.
That
is
in
front
of
us
I'm
feeling
a
bit
of
disconnect
between
what
I'm
hearing.
What
I,
read
and
I'd
appreciate
your
comments
on
that
Thank.
K
You,
chair
I,
was
also
surprised
through
the
letter
from
a
hospital
executive.
You
know
letters
to
the
editor.
It
doesn't
strike
me
as
the
best
use
of
time
or
energy
on
the
issue.
So
I
want
to
be
clear.
Also,
you
know,
the
tone
of
the
letter
became
a
little
personal
and
while
I'm
fine,
our
duty
here,
is
to
you
and
the
citizens
we
serve
in
the
community.
If
that's
the
the
model
that
wants
to
be
used
so
be
it.
But
I
want
to
be
clear
in
every
statement
that
we've
made
we've
been
very,
very
clear.
K
K
The
letter
actually
somewhat
perplexing,
because
earlier
this
week,
as
we've,
just
the
the
chief
has
just
pointed
out,
we
were
working
in
the
hospital's
post.
Your
meeting
in
the
mayor's
meeting
with
the
executive
team
they've
been
working
diligently
I've
been
kept
up
to
speed
by
the
chief
and
his
staff
about
everything
that
we're
doing
and
then
suddenly
we're
not
doing
it
anymore,
so
they
walk
away
from
it.
So
extremely
frustrating
on
the
second
point
too,
while
it's
true
that
our
paramedics
are
fully
committed
to
the
care.
K
What
really
worries
me
is:
an
executive
was
responsible
for
the
emergency
room
makes
a
statement
about
the
patient
in
front
of
them.
It's
clearly
he
doesn't
understand
the
system's
approach
to
to
the
model
when
we
respond
to
the
community
and
we
bring
the
patient
to
the
institution,
both
in
law
and,
in
fact,
once
we've
crossed
that
threshold.
That
patient
is
now
the
institution's
patient
and
they
must
provide
care
because
they
don't
we're
caught
I
mean
it's
a
human
being,
it's
a
patient
of
ours.
K
We
can't
just
leave
the
patient
on
the
floor
and
leave
that
would
be
ethically
and
morally
the
wrong
thing
to
do
so.
We
don't
do
that,
and
our
paramedics
are
kind
of
caught.
I
know
they're
stuck
at
the
word
hostage,
but
I
know
the
chief
reports
to
me
that
regularly
that's
what
the
staff
described
after
a
12-hour
shift,
they're
still
stuck
in
an
emergency
room
with
a
patient.
They
can't
finish
so
they
use
the
term
hostage.
K
If
that
offended
people
falling,
we
should
find
another
term,
but
at
the
end
of
the
day,
were
caught
with
this
patient
that
are,
we
fulfilled
our
responsibility.
You've
provided
us
with
the
appropriate
resources
that
are
deployed
in
the
community
that
respond.
We
treat
stabilize
the
patient's,
then
distribute
him
based
on
a
patient
priority
system
that
the
hospital
decided
throughout
the
the
community
and
arrived
at
the
institution
and
our
expectation
as
they
take
the
patient.
K
So
for
him
to
make
that
statement,
it
worries
me
because,
as
a
leader,
you
should
have
a
broader
systems
approach,
what
it
does
when
they're
seventeen
analyst
is
stuck
in
a
hospital,
an
awful
delay.
It
does
not
allow
us,
based
on
the
data
and
the
deployment
strategies
that
the
paramedic
service
has
put
in
place
with
regards
to
understanding
what
a
call
volume
is
how
to
ensure
that
geographically
we're
ready
to
respond
to
our
rural
communities,
our
suburban
community,
in
the
urban
core.
K
It
completely
negates
every
all
the
investments
you've
done
and
all
the
strategies
that
we
have
to
run
a
system
properly.
So
it's
it's
quite
worrisome
that
an
executive
would
have
that
that
thought
so.
I
certainly
hope.
You
know
discussions
today
and-
and
your
questions
will
take
the
issue
out
of
the
letters
of
the
editor
and
bring
it
back
to
the
boardrooms
where
they
belong
as
a
management.
Managerial
challenge,
I
mean
the
facts
and
the
data
are
there
they
receive.
As
as
the
chief
indicated,
we
get
some
240
patients
that
have
to
go
to
institutions.
K
What
we've
been
asking
or
imploring
to
do
is
start
Monday
morning
we,
you
know
redistribute
of
your
12,000
employees
enough
to
receive
those
patients
in
your
emergency
room
and
replace
the
two
blue
uniforms
that
arrive
with
a
patient
with
people
in
white
uniforms
and
take
your
patients.
So
we
can
return
the
community
to
fulfill
our
role
in
the
healthcare
continuum.
So
it
is
actually
very
frustrating
that
we're
doing
this
debate,
particularly
because
of
your
and
the
mayor's
intervention.
This
summer
we
thought.
A
J
Forward,
thank
you
again,
madam
chair,
for
the
question
the
400k
announcement
it.
It
surprised
us
both
at
the
at
the
at
the
service
and
at
our
financial
department.
We
do
have
a
offload
nurse
flow-through
fund,
that
that
comes
to
the
city
and
is
distributed
to
the
hospitals
on
on
an
annual
basis.
This
was
off
cycle
and
off
and
not
not
following
those
normal
paths.
So,
subsequent
to
the
announcement,
we
were
informed
that
that
that
funding
had
flown
flowed
directly
to
the
hospitals
and
without
any
kind
of
intervention
or
involvement
with
the
city.
So
we
don't.
J
A
K
I
leaned
over
the
since
I
said,
I
would
answer
this
one
for
you
and
in
deference
to
him,
I
want
to
be
very
clear.
We
have
a
duty
of
care
to
this
community.
We
are
accountable
to
you
as
our
board
of
directors
as
elected
officials,
and
we
do
this
in
a
public
forum
to
do
that
would
be
resolving
another
organization
of
their
responsibilities.
K
Currently,
to
give
you
a
ballpark
figure,
the
offload
times
and
delays
that
we've
reported
to
you
equate
to
about
85
staff,
so
about
nine
million
dollars
a
year
that
the
hospital's
coming
into
your
pocket
to
use
to
staff
their
emergency
room
for
in
simple
terms,
and
what
that
does
is
all
the
consequences
that
you
seen
where
level
zero.
We
can't
respond
to
the
next
call
a
whole
bunch
of
other
issues
and
the
Chiefs
dealing
with
Labor
Relations
issues
too.
As
a
result
of
it,
people
can't
finish
on
time:
they're
not
getting
lunches
everything.
K
So
all
this
like
churn
in
any
problem,
you
have
to
go
to
the
source
of
the
problem
that
is
I
can't
in
good
conscience,
and
the
chief
can
in
good
conscience,
recommend
that
we
would
be
asking
you
to
add
an
additional
nine
million
dollars
to
the
budget
for
us
to
resolve
somebody's
problems
from
a
fiduciary
perspective.
That's
irresponsible
as
managers,
so
we
can't
do
that
management
101.
This
could
be
an
MBA
case
study.
What
is
the
problem?
K
The
problem
is
when
we
arrive
at
the
institution
they're
not
taking
the
patient,
we
have
to
solve
that
once
and
for
all
and
we
have
to
work
with
our
Hospital
partners,
but
it's
not
something
anyone
around
this
table
can
do.
It
is
their
responsibility,
and
you
know
I
know
we'll
talk
about.
You
know
alternative
level
of
care
patients,
problems,
long-term
care
beds,
movement
of
the
of
patients
within
their
institution.
There
are
all
challenges
that
they
have
to
resolve
in
the
short
term
just
receive
our
patients.
K
Do
what
you
have
to
do
to
put
the
staff
so
chair?
We
can't
recommend
and
I
get
the
the,
because
this
is
a
crisis
by
any
definition.
I
get
the
the
thought
of
well.
Why
don't
we
just
step
up
and
and
cover
that?
That's
not
the
right
solution
to
this
problem.
So
that's
not
something
we
could
recommend
to
you.
A
Thank
you.
You
know,
I
just
find
this
situation
completely
unimaginable
and
you
know
we
did
have
our
meeting
back
in
August
with
the
hospital
and
the
man,
and
you
know
struggling
for
what
those
next
steps
are.
But
you
know
a
takeaway
for
myself
for
sure
will
be
to
follow
up
what,
with
staff
and
the
mayor
for
another
meeting,
to
talk
through
what
those
next
steps
can
be
for
sure.
I
know,
there's
other
questions
as
well:
councillor
Al,
Shean,
Terry,.
G
If
our
residents
are
listening
today,
they
don't
give
a
hoot
who's
responsible
is
because
when
they
need
an
ambulance,
they
need
an
ambulance,
and
that
is
a
problem
we
are
facing
in
our
community,
especially
the
rural
area.
More
often,
the
ambulance
is
not
in
our
community.
More
often,
we
have
to
depend
on
a
neighbor
and
municipal
leti
to
service
and
I
understand
what
their,
what
their
general
manager
saying
and
I
fully
agree
with
him.
If
we
are
to
step
up
and
hire
more
paramedic
now,
Albert
would
be
doing
adding
more
to
the
17
attest.
G
Civic
Hospital
was
the
other
day
when
I
passed
by
so
the
problem
is,
is
right
there
in
the
hospital,
but
I
find
it
ironic
Lee,
as
we
heard
we
had
that
meeting
and
and
to
my
understand,
and
we
have
a,
we
have
an
agreement
to
fill
flow,
but
that
agreement
was
and
why
we
are
sitting
quietly
about
it.
I
don't
understand
why
we're
not
throwing
publicly
and
pointing
the
finger
at
the
hospital
they're
not
doing
what
they
were
supposed
to
be
doing
or
what
they
agree
to
do,
because
I
don't
think
you
and
I.
G
We
can
stand
one
more
time
on
the
front
of
the
rural
area,
say:
I'm.
Sorry,
the
ambulance
were
stuck
at
the
hospital.
Honestly,
we
use
that
so
many
times.
Even
at
the
picture.
Many
times
have
how
many
Amber's
at
the
hospital
it
still
didn't
help
the
people
said:
I,
don't
I,
don't
give
a
rat
whatever
I
need
I
need
ambulance,
that's
what
I
do
so
what
we
can
do
more
and
and
maybe
ask
the
public
to
to
put
a
pressure
on
the
hospital
to
fulfill
their
portion
of
that
commitment.
K
Sure,
just
a
comment:
I
concur
with
the
with
the
councillors
assessment
I
I
to
to
want
to
go
back
to
another
and
chief
doesn't
want
to
go
back
to
another
rural
community
and
say
you
know
there
was
an
incident.
We
didn't
have
the
vehicle
responsible,
they're,
all
in
the
hospitals,
it's
it's
a
challenge.
Staff
has
been
working
and
you
can
see
in
the
report
and
I
find
it
interesting
that
also
in
the
letter
to
the
editor
dr.
bear
said,
we're
working
collaboratively
all
the
initiatives
that
have
been
done
or
all
city
initiatives.
K
Everything
we've
been
done,
paramedic
response
vehicle
offload
nurse
funding,
all
the
other
things
are
all
initiatives
that
the
city's
done
collateral
to
the
to
their
issue.
They
have
done
nothing
since
their
and
I
think
we
are
being
very
public
about
it.
I
think
we
have
an
obligation
to
you,
our
our
board
of
directors,
to
tell
you
what's
going
on,
and
we
are
I
mean
I.
K
G
A
question
to
the
general
manager:
does
the
city
still
have
fund
in
there
nurse
practitioner
at
the
hospital,
the
one
to
offload
the
patient,
because
you
came
up
with
a
business
plan
convincing
us
at
home
upon
a
time
if
we
make
the
investment
at
the
hospital
and
we
can
save
money
on
paramedic
time
and
paramedic
hold
up?
But
if
you
don't
use
that
term
hostage
hold
up
at
the
hospital.
So
what
happened
to
that
funding?
We
give
the
hospital
a.
K
Chair
that
continues
to
be
we
it's
an
interesting
dilemma,
but
the
story
back
in
at
the
time
it
was
Minister
Smitherman
I.
At
the
time
I
was
sitting
in
the
chief's
role
met
with
the
Toronto
chief
and
Minister
Smitherman.
To
say
we
can't
it
was
another
crisis
time.
We
said
we
can't
help
us
and
they
and
they
funded
the
offload
nurse
program.
So
we
continued
to
get
that
funding
has
been
almost
10
years.
We
distributed
over
1.5
million
dollars
to
the
four
institutions
of
which
the
Ottawa
Hospital
gets
more
than
half
for
an
offload
nurse.
K
That
is
still
there.
That
continues,
but
obviously,
because
there's
no
focus
on
this
issue,
I
mean
yes,
the
offload
nurse
is
there,
but
they
continue
to
I
mean
you
saw
the
data,
it's
going
the
wrong
way
and
it's
actually
increasing
significantly
so
yeah.
We
continue
to
fund
that
1.5
million
dollars,
100
percent
funded
by
the
province-
it's
not
coming
out,
but
it
flows
through
us
plus
the
chair
mentioned
the
other
additional
400,000.
That
was
just
recently
announced
to
be
honest,
I,
don't
know
what
they're
doing
with
it,
because
it's
not
having
an
dadada.
G
My
quickness,
the
other
question
I,
have
about
the
community,
paramedic
or
medicine,
assist
the
term
use
and
we've
seen,
and
we
know
the
general
manager
when
he
was
the
chief
he.
He
worked
so
hard
with
the
ministry
to
continue
that
service
in
in
the
area
where
we
don't
have
really
a
paramedic
service.
Unfortunately,
we
had
they're
all
at
the
hospital.
So
what
would
happen
to
those
super
medicine?
Because
we
saw
the
number
since
you
have
them
on
the
ground?
J
Thank
you
for
the
question
through
Madame
Chevy,
the
community
paramedic
programs
that
are
in
place
are
individually
funded
programs.
We
actively
pursue
that
funding
to
to
encourage
the
continuation
of
those
programs.
They
are
in
a
in
a
broader
healthcare
perspective.
They
are
valuable
in
in
hospital
diversion
as
well.
As
you
know,
reducing
the
reducing
the
impacts
of
disease
in
the
community
and
its
collateral
benefit
is
the
hospital
diversion
we.
We
continue
to
answer
your
question.
J
We
continue
to
to
promote
those
programs
and
actively
solicit
support
for
them
through
the
ministry
and
and
as
that
funding
flows.
We
provide
that
that
community
paramedic
program-
it
is
not
a
it-
has
not
and
is
not
intended
to
be
a
city
funded
activity,
because
the
mandate
of
the
paramedic
service
at
the
city
is
the
emergency
response
side,
and
we
want
to
make
sure
that
the
the
funding
that's
provided
by
the
city
and
the
province
to
provide
that
service
are
concentrated
on
on
the
on
the
emergency
response
side.
So
there
are
great
benefits
to
it.
J
We
are
looking
for
new
avenues
and
new
permissions.
If
you
will,
through
changes
in
the
ambulance,
act
to
provide
more
of
those
services,
we
are
staring
down
the
barrels
right
now
of
a
flu
season
that
does
not
have
the
same
support
it
did
last
year,
and
so
the
oncoming,
the
oncoming
volume
there
is,
is
something
that
we're
very
conscious
of,
and
it
will
impact
as
well.
The
crowding
in
the
hospitals.
I
could
say
that
the
that
the
intent
of
the
offload
nurse
is
a
capacity
that
increases
capacity.
J
It
doesn't
change
the
process
or
the
or
the
the
activity
in
the
hospital,
and
what
we
need
is
a
rapid
reception
of
our
patients,
not
just
another
place.
To
put
them,
we
need
the.
We
need
the
hospital
to
meet
us
at
the
door
and
take
the
patient
when
we
get
there
and
whether
they
have
an
offload
nurse
its
funded
by
us,
or
they
have
nurses
that
are
in
places
their
staff
is
really
irrelevant
to
us.
We
just
want
to
have
that
transfer
of
care
happen
at
the
door
as
we
as
we
enter
the
facility.
G
If
I
may
just
said
so,
if
they're
holding
our
ambulances
at
there
at
the
hospital
hospital,
obviously
they're
holding
the
other
municipality
who
bring
their
patient
to
our
city,
and
why
don't
we
have
a
that?
I
mean
it
seems
that
the
surrounding
municipality
they're
blaming
us,
because,
obviously,
every
time
we
need
an
ambulance,
we
have
to
go
to
their
stop
basically
to
get
help.
Okay,
they're
always
closer
to
us
than
the
urban
Ambra.
So
so
our
number
is
in
declining
to
me.
The
trash
hole
was
supposed
to
have
the
guide
is
a
threshold.
G
Counselor
put
I
mean
it's
going,
the
wrong
way,
we're
not
achieving
90%
at
the
time.
The
call
for
sir
or
the
respond
time
and
I
mean
if
it's
not
just
Ottawa,
why
don't
we
work
with
other
municipality
and
and
and
and
create
that
political
pressure
needs
to
be
done
and
I'm
not
sure
if,
if
really
having
more
embers
from
Ottawa
is
gonna,
it's
gonna
solve
the
problem
here,
because,
according
to
your
to
your
report,
you
have
more
hours
and
more
staff
at
the
hospital
than
then
you
have
working
Journal.
K
All
that
the
Chiefs
jump
into
I
think
you,
you
raise
a
good
point.
I
think
there's
two
things:
absolutely
they
are
victims
the
same
way.
We
are
try
not
to
use
the
word
hostage,
but
they're
they're,
also
caught
in
the
the
emergency
rooms.
Just
like
us
every
day,
I
think
the
distinction
is
as
an
urban
center.
Our
call
volume
is
like
triple
or
quadruple
their
volume,
so
they
they,
they
have
less
of
that
impact.
K
So
when
the
emergency
call
comes
in
in
West
Carlton
the
one
elements
that
we
have
available
chief
Cassady
because
of
the
data
it's
going
to
be
in
the
downtown
core,
because
every
six
minutes
from
this
building
there's
an
emergency
call
during
the
week
that
comes
out
so
if
you're
gonna
have
one
ambulance,
you're
gonna
put
it
here
and
unfortunately
not
in
West
Carlton
or
in
Cumberland,
where
I
live.
So
when
I
have
my
heart
attack
cutting
my
grass
there's
not
going
to
be
an
ambulance
either.
K
So
so,
directly
to
year
two,
the
question
is:
we
have
talked
with
our
colleagues
and
I'll.
Let
you
know
chief
Cassady
I
mean
I.
Guess
this
is
a
problem
across
Ontario
I
think
it's
probably
more
acute
I,
don't
know
if
you've
seen
recently,
the
the
latest
standing
of
hospitals
I
think
the
bottom
three
it
was
the
Civic
Hawkesbury
and
then
the
general
or
perhaps
the
Civic
majeure,
so
the
worst
performers
and
the
problem.
K
So
here
so
it's
more
acute
here,
I
think
fundamentally
too
directly
your
question,
our
colleagues
look
at
the
big
city
and
us
and
and
you
as
far
as
weight
is
concerned
to
solve
this
problem
versus
some
of
the
smaller
communities.
That's
the
reality
of
what's
going
on
here,
so
we're
kind
of
left
there
to
take
the
mantle
and
try
to
resolve
the
problem.
Chief
I,
don't
know
if
you
have
any
additions
to
that.
Just.
J
That
it
points
out
another
impact
of
that
loss
of
resources.
The
the
reliance
on
on
extra
municipal
resources
is
increased
if
we're
in
the
hospital
and
their
time
on
task
at
when
they
actually
do.
Those
calls
is
increased
as
well,
and
that
impacts
them
negatively
they're
right
behind
us
counselor.
Okay,
thank.
B
Thank
you,
madam
chair,
and
thank
you
very
much.
Your
report
into
the
general
manager,
I
think
your
leadership
has
been
strong
on
this
and
I
applaud
your
efforts.
Efforts
thus
far.
What
we
know
already
911
calls
up.
Paramedic
calls
up.
Population
is
increasing
older
adult
populations
increasing.
This
is
only
going
to
be
a
greater
pressure.
I
think
we
all
know
this
I'd
like
to
see
dr.
Kitts
here,
we've
invited
other
leaders
to
come
here
and
give
him
the
opportunity
to
present
to
this
committee.
Tell
us
his
perspectives.
B
What
he's
under
allow
us
to
have
a
discussion,
but
we've
done
the
informal
diplomatic
roots,
I'm
saying
this
would
still
be
along
those
lines
but
allow
dr.
Kitts
to
present
at
this
committee
and
I
suggest.
Madam
chair,
you
consider
that
as
an
option
just
on
the
metrics.
This
is
my
question.
If
metrics
are
collected
at
hospitals
about
wait
times
specifically
the
offload
times
and
the
ministry
of
health
reviews,
these
stats,
why
are
the
hospitals
not
being
held
to
account
for
what
we
consider
to
be
the
unacceptable
times.
J
I'll
answer
that
by
not
answering
that
it's
it's
not
a
it's,
not
a
it's,
not
a
relationship
that
we
are
privy
to.
We
know
that
they
report
this.
This
particular
metric.
They
report
the
time
to
assess
patients.
They
report
the
time
to
offload
patients.
They
don't
their
their
perspective
on
the
offload
times
it's
slightly
different
than
ours.
Our
ours
is
a
function
of
when
we
arrive
to
the
time
we
leave,
they
don't
use
quite
the
same
numbers,
but
the
same.
J
The
same
effect
is
there
it's
it's
it's
more
than
it
should
be,
and
again
our
contention
is
that
a
change
in
process
is
required.
That
has
the
hospital
staff
receive
us
at
the
door.
We've
we've
provided
some
technology
and
data
live
data
to
the
to
the
hospitals
to
help
with
that
as
to
forewarn
them
that
we're
coming.
We've
made
some
great
strides
in
our
in
our
data
management
in
our
situational
awareness
that
that
we
share
with
them
and
again
once
a
change
in
process
is,
is
put
in
place.
B
And
maybe
this
has
already
been
done,
but
if
we
know
that
there's
a
correlation
between
delayed
offload
times
and
the
number
of
level
zeros
going
to
counter
Eli's
point
which
not
just
impacts
the
people
of
Ottawa
but
the
other
service
providers
in
the
region
who
their
own
patients
are
waiting
but
who
now
have
to
pick
up
the
slack
in
our
region?
There's
an
opportunity
for
a
regional
collaboration
with
the
Ministry
of
Health
say:
look
it's
not
just
Ottawa.
It's
all
the
counties
around
us.
B
Are
there
regions
around
us
who
are
impacted
as
well
we're
all
going
to
win
from
better
service
at
these
hospitals.
So
maybe
you've
already
done
that
I
know.
We
talked
about
other
issues,
but
we
really
have
to
go.
Madam
sure,
I
think
give
the
opportunity
to
the
hospital
to
commit
but
really
focus
on
the
Ministry
of
Health.
B
At
this
point,
if
we're
not
going
to
see
movement
within
the
hospital
management-
and
we
know
that
the
issue
is
only
going
to
get
worse
over
time
due
to
the
aging
population
population
overall
in
Ottawa-
then
we
don't
have
many
options
left,
but
I
appreciate
the
update
and
I
just
want
to
regain,
reinforce
I
appreciate
your
leadership
on
this
thus
far.
Thank
you.
H
You,
madam
chair,
this
is
not
a
new
problem.
We've
been
faced
facing
this
situation
for
years
and
I
for
one
I'm,
totally
angry
and
frustrated
with
it,
and
I
am
angry
with
the
Ottawa
Hospital
number
one
for
quashing
initiatives
that
the
paramedic
service
has
come
up
with
to
hopefully
to
alleviate
this
problem,
I'm
baffled
as
to
why
the
first
initiative
of
having
the
paramedic
in
the
hospital
to
accept
the
patients
and
wait
there,
while
that
frees
up
the
ambulance,
what
was
the
rationale
for
them?
Dismissing
this
initiative.
K
Sure
and
I'll
let
the
chief
expect
the
rationale
which
I
don't
know
used
to
be
able
to
answer
you,
but
initially
when
when
they
were
saying
you
know
we're
having
trouble
hiring
nurses,
we've
tried
to
hire
nurses,
we
can't
hire
them
or
having
retention
problems,
they
had
challenges.
The
chief
and
the
team
came
out.
So
listen
in
the
interim,
while
you're
doing
that.
Can
we
help
you
out
we'll
put
a
community
paramedic
we'll
do
it.
K
J
J
H
H
Is
there
any
way
that
we
can
change
something
that
enables
a
paramedic
or
potentially,
if
the
paramedic
service
were
to
hire
a
nurse?
Let's
take
that
1.5
million
that
was
dedicated
into
the
nurse
offload
pilot
program.
Take
that
money
back
put
it
in
our
paramedic
service
that
we
hire
our
own
nurse
to
sit
there.
H
The
paramedic
service
here
go
over
and
above
trying
to
find
solutions
for
this,
so
I
mean
if
it's
up
to
this
committee
to
say
we
would
like
to
have
that
four
hundred
thousand
dollars
from
the
government
that
was
dedicated
this
year
plus
the
one
point.
Five,
that's
up!
That's
split
between
the
hospitals
that
has
to
go
to
our
paramedic
service
and
we
have
a
medical
professional
who
can
keep
those
patients
until
the
hospital
comes
up
with
a
they
can
they
can
assume
responsibility
to
get
our
paramedics
back
to
live
work?
H
It
does
no
good
in
this
city
to
have
our
paramedics
sitting
in
a
hospital
and,
yes,
it
has
to
go
back
to
the
ministry,
because
we
are
facing
a
really
big
crisis,
but
ultimately,
you've
come
up
with
solutions
and
I
think
in
the
interim
they
should
be
acted
on
and
I.
Don't
know
what
this
committee
has
to
do
to
impress
on
doctor
kits.
That
is
unacceptable,
absolutely
unacceptable!
Going
forward
and
I
do
agree
with
council
Brockington
suggestion.
We
do
have
to
have
doctor
kits
sitting
here,
and
we
have
to
ask
him
these
questions.
H
What
is
preventing
him
from
allowing
our
ambulance
service
to
do
the
job
they
are
hired
to
do?
This
has
gone
on
long
enough
and
it's
got
to
stop
now.
If
you
can
see
a
way
for
us
to
maybe
impress
upon
the
ministry
impress
to
give
us
the
money
to
do
what
has
to
be
done,
because
I
always
see
that
of
a
hospital
is
just
taking
that
the
nurses
pay
and
putting
them.
Someplace
else
is
defeating
the
purpose
of
that.
Don't
don't
put
that
money
into
the
system
if
that's
where
it's
going
to
go.
H
K
If
I
may
I
think
the
council
raises
an
interesting
point
and
her
frustration
and
the
logic
that
she's
just
gone
through
is
exactly
when
we've
been
struggling
and
doing
like.
Let's
try
to
find
a
solution
is
find
a
solution.
I
just
bring
us
all
back
at
the
end
of
the
day,
she's
absolutely
right.
We've
got
we
flowe
1.5
million
dollars
for
an
offload
nurse
things,
kidney
and
then
the
offal
dish
is
doing
part
of
the
job,
but
things
continue
on
a
path
down
the
path.
K
So
now
we're
looking
with
solution,
we
try
to
put
a
paramedic
there
to
help
them
out
the
counselors
right
so
another
strategy.
Why
don't
we
take
that
money?
We'll
hire
a
nurse
put
it
in
there
when
one
takes
a
step
back
and
looks
it
in
and
I'm
trying
to
be
again
cold
and
in
a
very
analytical
manager
and
saying:
okay?
What's
truly
the
problem
here
that
institution
receives
eighty
patients
a
day?
It's
you
know
you're
getting
those
patients
every
single
day.
K
We
could
probably
even
track
for
them
and
tell
them
the
time
of
the
day
when
those
in
all
those
when
those
patients
are
going
to
arrive
in
general
terms,
each
weekday
each
weekend
etc
its
predictability,
its
modeling,
and
then
you
know
how
many
staff
and
how
many
beds
you
had-
and
we
didn't
even
get
into
it
this
morning.
But
we
have
occasions
where
we're
told
well
you're
on
offload
delay,
because
you
have
to
stay
here.
K
We
have
no
more
monitors
in
our
emergency
room,
so
we've
got
to
use
your
monitor
so
I,
look
at
all
that
and
I
step
back
and
I
know
I'm,
adding
frustration-
and
that's
not
my
objective
here-
to
do
that,
but
to
show
you
to
what
point
the
the
team
has
done:
chief
cast
and
his
team
of
them
to
try
to
assist
the
institution
that
resolved
their
problem
at
the
end
of
the
day.
The
simple
answer
is:
we
shouldn't
be
flowing
1.5
million
in
ministry
money.
K
We
shouldn't
throw
another
400,000
and
ministry
money,
just
assume
your
responsibility
as
you
have,
and
I
and
I'm,
not
hiding
at
one
point.
We
had
challenges
in
in
this
city.
We
had
fallen
behind
in
our
growth
and-
and
you
know,
you've
not
only
stepped
up
as
a
council.
We
continue
to
get
the
growth.
We
have
the
resources
to
maintain
the
the
response
to
the
community's
continued
growth.
You're,
going
to
see
that
again,
this
in
this
year's
budget,
now
that's
automatic.
What
we're
losing
is
that
that
capacity?
K
It's
not
us,
it's
it's
the
institution,
so
I
follow
the
the
counselor
it's
interesting
to
hear
or
speak,
because
these
are
exactly
the
steps
that
we've
been
long
through
to
finally
arrive
at
the
conclusion
is
we
have
to
stop
solving
somebody
else's
problem,
the
old
adage
of
putting
the
monkey
on
our
shoulders?
This
is
their
responsibility
when,
if
the
chief
had
issues
and
I'm
trying
to
invent
an
analogy
here,
no
no,
but
if
he
had
no
fuel
for
his
trucks,
we
wouldn't
go
a
little
hospital.
Can
we
borrow
your
credit
card?
K
It
would
fuel
in
our
trucks.
We
wouldn't
need
all
the
hospitals
say
we
don't
have
staff.
Can
you
give
us
some
of
your
staff
to
put
on
our
ambulances?
We
fulfill
our
end
of
the
continuation
of
care,
so
please
provide
yours
and
I
think
in
an
institution
with
12,000
employees.
If
it
was
a
priority
tomorrow
morning,
we
would
reallocate
resources
there.
We're
going
to
talk
about
emotion
later
on,
for
for
for
accessibility
and
we're
going
to
find
the
money.
I
mean
we're
asked
that
all
the
time
is
staffed
by
our
board
of
directors.
K
Can
you
find
a
temporary
solution
so
do
that
resolve
our
issue,
so
we
can
respond
to
the
community
and
then
you
know
I'm
sure
if
he
was
sitting
here,
we
talked
about
ALC
patients.
He
talked
about
long-term
care
talking
about
the
complexity
of
healthcare
system,
which
I
completely
agree
with
him,
but
those
are
all
his
issues.
So
it's
a
bit
of
a
comment
to
say:
we've
actually
done
that
and
we're
now
at
the
point
of
saying
yeah,
you
know
what
this
is
your
issue.
Could
you
please
resolve
it
and.
H
If,
on
the
surface,
that
I
have
no
expert,
but
on
the
surface
of
it,
if
I
were
dr.,
Jack
kits
and
I
knew
that
I
was
holding
up
these
ambulances
in
my
emergency
ward,
I
would
be
addressing
the
issue
ASAP.
You
dedicate
a
nurse
to
this.
That's
as
simple
as
that
that
nurse
doesn't
go
anywhere
else.
Get
those
ambulances
on
the
road
and
I
am
asking
this
committee
to
express
our
angry
anger
and
frustration
on
behalf
of
the
community,
because,
quite
frankly,
we
don't
want
someone
to
die,
because
this
issue
isn't
being
addressed.
C
J
J
Subsequent
to
that,
and
through
this
process,
we've
signed
an
agreement
with
the
Ottawa
Hospital
and
with
with
all
the
hospitals
that,
where
they
commit
to
an
immediate
transfer
of
care
and
immediate,
is
meet
us
at
the
door
and
that's
what
we
are
saying
is
acceptable.
Now
we
don't
find
it
acceptable
to
stand
and
wait
for
five
minutes.
It's
not
acceptable
meet
us
at
the
door
because
your
patient
starts
at
the
door
and
that's
where
you
need
to
be
so
that's
our
position
that
it's
an
immediate
transfer
of
care
and.
C
J
In
the
hospital
setting
the
paper,
the
paramedics
must
wait
for
the
acceptance
of
the
patient
by
the
facility
and
it
says
loose.
Is
that
there's
no
there's?
No
there's
no
obligation
of
any
time
on
the
part
of
the
institution
to
accept
that
patient
and
and
the
paramedic
is,
is
left
to
wait
until
at
the
pleasure
of
the
institution
the
patient
is
taken,
and
so.
K
So,
as
was
mentioned
earlier,
if
everybody's
stuck
in
a
hospital,
everything
goes
well
because
we're
watching
those
patients,
but
somebody
does
in
the
community
cos
we
don't
have
then
we're
liable
for
that
and,
as
the
chief
has
just
indicated
to
you,
you
know,
there's
a
human
being
on
a
stretcher.
We
can't
just
abandon
the
human
being
in
the
emergency
room
on
on.
We
could
put
other
stretchers
and
put
them
on
the
floor
and
leave
that's
not
palatable.
That's
not
ethical!
That's
not
moral!
That's
not
human!
K
So
we
are
really
caught
between
a
rock
and
a
hard
place
as
a
as
as
we
arrive
at
the
institution
and
we
complete
our
role.
And
yes,
everybody
recognizes
it's
now
their
patient.
You
know
if
they
don't
if
they
don't
take
that
patient
off
our
stretcher
to
put
on
their
bed
and
assume
the
responsibility
we're
caught
in
this
in
this
grey
zone
for
lack
of
a
better
term
and
that's
what
offload
delay
is
it's
this
there's
this
play
of
like?
K
Well,
it's
not
our
patient
yet
because
we
we
haven't,
as
the
Chiefs
is
described,
officially
accepted
that
patient.
So
it's
still
your
responsibility,
it's
it's
extremely
frustrating
and
and
to
be
here
today.
After
all
the
work
of
all
the
years
that
we've
done,
it's
even
more
frustrating
and
I
know
for
you
as
well,
but
at
the
same
time
we
have
an
obligation
to
let
you
know.
What's
going
on
and
what's.
C
K
Actually,
one
to
four
but
again
I
just
cost
me
I'm
elected
ya,
know,
but
it
doesn't
matter
I
still
caution
you
it's
like
an
anti
respect.
You
know,
Californian
was
saying
the
same
thing
chair
and
counselors
Louisiana,
saying
you're
trying
to
solve
somebody
else's
problem.
We've
been
down
this
road
for
the
last
decade.
It's
gotta
stop
and
yes,
we
could
do
that.
Then
we've
actually
proposed
it
and
the
chief
actually
had
a
model
where
he
proposed
and
how
that
would
work,
etc.
K
But
at
the
end
of
the
day,
we're
going
to
take
a
medic
off
the
road
to
put
them
in
the
emergency
room
to
do
their
job.
So
that's
one
less
ambulance
on
the
road
again,
so
it
keeps
coming
circular
and
and
I
caution
us
not
to
go
down
that
road
anymore.
We
have
to
hold
the
institution's
feet
to
the
fire
and
there
are
institutions
that
are
doing
some
good
work.
K
I
want
to
tell
you
the
mole
for
Hospital
from
the
CEO
on
down
his
priority
in
the
hospital
is
as
soon
as
the
analyst
arrives,
try
to
get
them
back
on
the
road
they're
not
perfect.
Far
from
it,
but
they're
there
times
have
continued
to
go
down.
They
find
innovative
ways,
they
find
different
methods
and
they
know
it's
their
responsibility.
K
God
loved
the
Queensway
Hospital,
who
has
huge
challenges
with
regards
to
the
geographic
region
that
they
bring
in
they're
overwhelmed
well,
I've,
seen
them
on
some
days
declared
a
cold
orange,
which
means
is
a
disaster
in
the
hospital
to
have
the
wherewithal
and
the
to
do
that
and
completely
clear
the
hospital
to
be
able
to
clear
our
our
beds.
We
don't
see
that
from
the
other
institution,
so
there's
at
least
of
recognitions
for
some
institutions
and
others.
Not.
C
If
I
were
to
use
I,
you
went
really
deep
into
you
know
the
wide
mourning
work
to
have
a
administrative
paramedic
on-site,
but
if
this
the
City
of
Ottawa,
we
have
doctors
through
public
health.
What
if
we
were
to
hire
a
doctor
who
acts
on
behalf
of
the
paramedics
of
Ottawa
stands
out
that
door
and
the
fee?
For
that
doctor,
we
get
the
province
to
pay
for
it.
Chair
excellent.
K
Ideas,
Regina
is
all
there
issue
and
I:
don't
want
to
put
roadblocks
the
chief
just
mentioned
to
you
under
the
legal
status
of
that
institution.
That
physician
doesn't
have
the
right
to
practice
in
that
institution.
He
has
to
be
a
member
of
that
institution.
He
has
got
to
be
approved
by
the
the
physicians
and
and
pharmacists
college
within
that
institution.
He
has
to
follow
delegated
metal
acts
of
that
institution,
and
these
are
all
roadblocks
that,
even
if
tomorrow
morning,
you
know
I,
no
even
I
was
before
well.
Why
don't?
We
just
change
the
legislation?
K
It's
not
gonna
happen
overnight.
You're
talking
about
medical
ethics,
you're
talking
about
the
college
of
surgeons
and
physicians
of
Ontario.
So
again
it's
like.
Why
are
we
trying
to
resolve?
Something?
Is
your
institution
that
receives
80
atlases
a
day
organize
yourself
to
receive
80
atlases
a
day?
You
are
an
institution
de
facto
who
has
a
paramedic
service
that
there's
two
hundred
and
forty
thousand
two
hundred
forty
transports
a
day.
K
One
hundred
and
forty
five
thousand
responses
you
provide
miles
and
you
keep
his
feet
to
the
fire
to
ensure
that
he's
running,
efficient
and
effective
service
to
respond
within
a
certain
amount
of
time
to
provide
advanced
clinical
care
to
these
patients.
That's
where
my
debate,
that's.
Why
I'm
at
now
and
that's
my
recommendation
to
you-
do
not
try
to
resolve
the
institutional
problems,
get
the
institution
to
assume
their
fundamental
responsibility
and
and.
C
On
that
last
point,
the
authority
of
the
hospitals
through
obviously
their
CEO
and
their
board,
and
then
historically,
it's
been
the
Lynn
I
believe
now
it's
the
Ontario
Health
structure
of
some
sort.
I,
don't
know
if
that
been
that's
been
officially
transitioned,
but
officially
the
authority
body
is
the
Minister
of
Health
I,
believe
that's
Christine
Elliot.
So
what
what
interface?
C
Or
what
are
you
recommending
for
this
committee
or
for
the
mayor
or
for
this
city
to
do
to
advocate
here
because
in
the
end,
it's
the
same
taxpayer,
it's
the
same
dollar,
that's
coming
out
of
pocket,
we're
just
caught
an
administrative
processes
and
and,
and
you
know,
a
risk
factor.
So
can
you,
if
I'm
wrong
in
the
chain
of
command,
please
clarify.
But
what
are
you
recommending
that
this
committee
and
the
city
do
relating
to
the
Minister
of
Health?
C
K
Can
explain
if
you
want
but
I
think
we're
getting
in
the
weeds
for
an
executive
team
such
as
yourself,
I,
think
the
chair
made
her
statement.
I
think
this
needs
the
the
highest
level
of
this
organization.
Our
mayor
and
the
chair
of
this
committee,
on
their
behalf,
met
with
the
team.
You've
got
the
report
of
the
results
of
that
there
are
no
results.
We're
going
down
the
same
I!
Think
directly,
to
the
point
that
you're
saying
we
need
to
regroup
and
perhaps
that's
the
question
that
has
to
be
I.
What
is
our
next
step?
K
Members
have
talked
about
asking
dr.
kids
to
come
here.
Perhaps
that's
that's
an
option
too,
but
I
think
to
your
point
yeah.
What
is
the
strategy?
Is
that
the
Lynne?
Is
it
the
Minister
of
Health?
Is
it
other
issues?
I
can
tell
you.
This
is
a
problem
across
the
province,
we're
seeing
it
more
acutely
because
we
have
the
worst
performing
institutions
in
the
province
according
to
the
provincial
data.
K
C
I
have
a
lot
of
respect
for
doctor
kits
and
sure.
Should
he
interact
publicly
with
the
media
and
answer
those
questions
absolutely,
but
I
think
that
the
most
effective
way
would
be
for
our
chair
and
the
mayor
to
ask
for
a
meeting
with
our
paramedic
team
and
Ottawa
Hospital
teams
in
the
minister's
office
to
hammer
out
a
solution.
So
I
don't
know
if
that
could
be
a
direction.
I,
don't
know
if
that
that
could
be
taken,
but
I
have
no
I
have
no
interest
in
having
dr.
Kitts.
C
Here
he
has
his
own
issues
and
I
respect
the
institution
of
the
hospital's
I.
Don't
think
that
we're
we're
narrowing
in
on
a
very
Ottawa
issue
and
it's
a
serious
one,
don't
get
me
wrong,
but
you
know
to
me:
it's
overstepping
the
operations
when
I
would
really
see
a
responsibility
of
the
province
of
the
Ministry
of
Health,
of
the
Minister
of
Health
to
force
the
hand
of
the
institution.
So
man,
chair,
I,
don't
know
how
you
perceive
that
if,
if
that
would
be
a
direction
that
you
can
undertake.
A
I'd,
add
to
that
that
the
mayor
also
did
meet
with
the
minister
during
a
MoU,
so
that
that
did
occur
as
well.
I
think
that
the
the
approach
that
would
likely
be
most
effective
at
this
point
in
time
is
to
proceed
meeting
with
myself
the
mayor
and
hopefully
that
the
team
to
strategize
what
that
needs
to
be,
whether
it
is
the
minister
possibly
or
whether
there
are
other
options,
so
that
would
be
my
preference
of
how
to
proceed
with
it.
Okay,.
I
Thanks,
madam
chair
I,
think
everyone
has
gotten
to
the
point
and
I
appreciate
that
you're
going
to
madam
chair
you're,
going
to
sit
down
with
the
team
and
and
with
the
mayor's
office
and
the
mayor
to
strategize
what
to
do
next.
I
guess.
My
question
is:
where
has
the
board
of
directors
for
the
hospital
been
and
all
this?
Because
if
mr.
Kitz
isn't
doing
his
job
and
he's
not
directing
his
staff
to
do
his
job
their
jobs,
then
our
recourse
is
to
the
Board
of
Directors
who's
responsible
for
running
the
hospital.
K
I'll
echo
previous
councillors,
statements
about
the
same
of
us,
the
respect
of
an
institution
and
and
the
the
role
that
it
plays
on
our
community,
the
Ottawa
Hospital
and
all
our
hospitals.
Yes,
we're
talking
about
a
crisis
right
now
and
it's
affecting
us
directly
but
I
think
that's
important
context.
K
I'll
turn
it
over
to
is
because
it's
always
delegate,
you
know
they
go
to
somebody's
boss,
who
we
have
a
relationship,
it's
particularly
a
staff,
but
the
chief
didn't
meet
with
the
chair
of
the
board
and
perhaps
I
can
let
him
talk
about
that
experience
and
and
lightly
saw
how
he
was
directed
back
to
the
team
and
we're
back
to
the
beginning
of
what
we
talked
about
in
no
results.
It.
J
The
the
meeting
with
the
with
the
chair,
she
had
obviously
been
briefed
about
what
what
I
was
there
to
speak
about,
and
so
we
talked
about
it
and
there
were
a
number
of
you
know
there.
She
made
the
the
same
type
of
comments
about
capacity,
the
hospital
these
these.
You
know
there
regular
issues
and
not
to
minimize
them.
J
But
again
we
maintain
that
it's
a
matter
of
replacing
our
staff
with
their
staff.
It
doesn't
require
that
long-term
care
beds
open.
It
doesn't
require
that
ALC
elves,
alternative
care
patients
be
moved.
It
doesn't
require
that
that
the
hospital
is
is,
is
turned
upside
down
for
for
a
response
to
this.
It's
simply
a
matter
of
X,
as
mr.
Demonte
mentioned,
changing
the
blue
uniforms
for
white
uniforms
and
it
doesn't
take
up
any
more
space
wherein
we're
in
the
hospital.
C
J
Certainly
variable
and
I:
don't
really
want
to
be
cautious,
that
I
don't
want
to
create
an
expectation
that
if
we
solve
offload
delays
that
there
will
never
be
a
a
resource
issue
in
the
same
resources
are
utilized
and
used
and
those
those
instances
of
low
levels
will
occur.
Whether
or
not
the
hospital
delays
are
there,
but
when
there
are
18
vehicles
in
our
in
the
hospital
parking
lot.
That's
a
that's
a
huge
impact
on
our
operations
for
sure.
Well,.
I
E
You
very
much
and
mr.
Monty
I'm
I,
don't
disagree
with
you
about
whose
problem
it
is
to
solve
and
and
part
of
it
and
I.
Think
what
you're
expressing
is
the
is
the
idea
of
downloading
not
only
the
problem,
but
the
financial
responsibility
on
the
city,
and
you
may
well
have
done
this
already
I'm
just
I'm
just
gonna.
Ask
the
question
so
in
terms
of
the
model
that
the
chief
put
together
to
have
a
paramedic
on
site
and
you're
concerned
about
taking
a
paramedic
out
of
play.
E
J
J
E
Again,
not
telling
you
how
to
do
your
job,
mr.
Monty,
because
I
think
you
do
it
really
well,
but
is
is
a
way
around
that
I
just
throw
this
out
there.
It's
a
way
around
that
is,
is
to
take
the
person
off
our
payroll
and
by
that
I
mean
to
secondo
paramedic
to
the
hospital.
Then
there
a
hospital
employee
for
that
period
of
time.
K
K
You
have
to
be
an
employee
of
the
except
for
physicians
or
not
technically
employees,
but
there
work
in
the
institutions
or
they
have
the
rights
to
practice
to
do
that.
A
nurse,
a
respiratory
technician
or
any
other
health
professional
is
delegated
acts
by
those
physicians
and
the
committee
of
physicians.
So
those
acts
are
written
down
their
delegated
and
you
know
understand
certain
circumstances.
You
give
this
drug.
You
do
that
thing.
So
that's
possible
paramedics.
K
Actually,
as
practitioners
can
do
more
advanced
medical
accident,
any
other
health
professional,
except
for
physicians,
but
their
designation,
because
they
don't
yet
have
a
professional
college
within
an
institution.
The
physicians
could
not
even
delegate
to
them
because
they're,
not
a
health
profession
because
they
don't
have
a
college.
So
there's
all
these
impediments.
So
absolutely
in
your
logic,
and
it's
like
counselor
me
in
and
counselor
flurry
we're
saying
it's
like
yeah,
let's
look
at
it
and
we've
looked
at
all
those
options
and
and
I
take
them.
I.
Take
your
questions
appropriately.
K
We've
looked
at
is
that
a
solution?
Is
that
a
solution?
So
we
keep
coming
back,
though
I
mean
I'm
back
time,
I'm
strictly
and
backing,
and
it's
like
okay.
After
all,
ads
is
done
and
we've
trying
on.
Why?
Don't
we
just?
Why
does
the
hospital
just
hire
extra
nurses
or
or
whoever
they
they
require
to
replace
as
we're
now
using
the
simple
adage
replace
the
two
balloon
alarms
with
two
white
uniforms
or
one
white
uniform
or
whatever
they
think
so?
So,
unfortunately,
we
keep
arriving
at
impediments
to
try
to
resolve
their
issues,
but
the.
E
E
Has
there
been
any
thought
of
pulling
the
city
and
the
hospital
together
coming
up
with
a
joint
plan
that
you
could
in
green
in
principle
and
then
go
to
the
Ministry
and
say
we
think
this
solves
the
problem,
but
the
problem
isn't
us
and
the
problem
is
that
the
hospital?
The
problem
is
your
current
legislation
does
not
allow
us
to
do
this.
The.
J
The
plan
that
that
we
developed
in
consultation
with
the
hospital
that
that
centered
on
this
community
paramedic
was
intended
to
be
a
temporary
measure
until
such
time
as
Hospital
would
actually
staff
that
plan.
So
I,
really
like
your
suggestion
that
that
this
plan
be
put
in
place.
But
the
difference
is
it's
a
hospital
staff
person
that
it
takes.
Take
our
community
paramedic
out
of
there,
put
your
staff
person
in
there
perform
that
function,
which
will
which
will
eliminate
our
offload
delays
and
use
that
process
to
to
to
fix
the
issue.
But
again
it
was.
E
J
It
would
depend
on
the
on
this
kind
of
surge
capacity
of
it,
but
a
single,
a
single
nurses
is
pretty
much
the
same
cost
as
a
single
paramedic,
so
it
would
be
you
know
to
have
to
at
each
to
have
to
at
each
campus
Ottawa
or
the
Civic
in
the
general
for
paramedics.
It's
about
1.2
million,
that's
round-the-clock,.
E
E
E
K
You
have
a
plan
David
here,
yeah
sure
I,
think
I
think
the
hesitation.
It
would
be
my
hesitation
we're
getting
into
the
administration
and
management
of
the
institution
and
and
to
be
candid
and
and
respectful
to
them.
There
are
a
lot
of
other
complex
issues
and
I'm
a
little
worried.
You
know
we
would
go
down
that
path
and
they
said
well.
No,
because
of
this
I'm
just
keep
going
back
to
the
beginning
and
I
understand
your
your
train
of
thought
and
how
to
help
them.
It's
like
they
receive
on
a
daily
basis,
80
patients.
K
They
have
to
look
at
when
they
receive
them.
The
time
we
can
provide
all
out
to
them
and
then
we'll
have
to
organize
directly
to
your
point,
do
you
need
and
there's
you
need
three
nurses
on
day
shift
and
only
one
on
the
evening
and
then
at
night
that
that
would
be
up
to
them
to
figure
that
in
so
again
it's
like
and.
E
I
understand
that
when
I'm
trying
to
get
us
I'm
trying
to
get
some
sense
of
adult,
like
you
had
said
earlier
on,
you
know
and
fairly,
we
asked
you
for
money
all
the
time
and
you
go
out
and
find
it
so
I'm
trying
to
get
a
sense
of
how
much
the
hospital
might
have
to
go
out
and
find
out
of
their
budget.
My.
K
Understanding
is
they
they
attempted
a
two
or
three.
What
was
work
was
going
on
two
or
three
times
to
recruit,
nurses
and,
and
they
get
nobody
I,
don't
know
why
that
is
I
mean,
maybe
they
have
to
ask
themselves
as
an
employer
what's
going
on
their
lives
you
and
why
nobody
wants
to
go
work
there,
but
in
the
interim
directly
to
adhere
to
your
point:
why
don't
they
temporarily
reassigned
in
those
12,000
employees
staff
to
temporarily
take
care
of
this
issue?
K
E
B
K
Is
correct
your
and
that's
an
important
distinction
and
we're
about
25%
of
the
volume
that
arrives,
but
in
respect
and
and
rightly
so,
people
are
coming
by
Amin's
they're,
the
most
critical
or
generally
all
tend
to
be
admitted
to
the
institution
versus
the
walkins.
That
may
wait
for
10
hours
in
the
ER
and
then
they'll
be
released.
So
our
impact
is
much
more
significant
of
what
we
bring
in
for
the
institution
and
that's
fair
and.
A
A
B
B
I
just
wanted
to
make
sure
I
wasn't
missing
that
my
my
question
is
as
one
of
the
four
awards
impacted
by
the
tornado.
I
met
with
mr.
Poirier
a
few
months
later
for
a
post-mortem
to
talk
about
the
city's
response
to
the
tornado.
I
had
a
number
of
suggestions.
I
just
wanted
to
know
what
happened
with
the
suggestions
that
he
received
from
counselors
I.
Don't
see
that
here,
I'm,
specifically
looking
at
how
to
improve
response
going
forward.
D
Madam
chair
and
following
the
tornado
or
emergency
events,
our
normal
practice
is
to
do
a
debrief
and
an
after-action
report
and
subsequent
to
the
tornado,
we
have
completed
an
after-action
report.
We
had
kalian
consultant
group
come
in
and
interview
a
number
of
people
and
also
take
the
information
that
was
received
from
counselors.
That
report
has
just
arrived
in
the
last
week,
so
I
will
be
able
to
talk
further
on
that
topic,
and
I
can
do
that
with
you
personally
or
through
the
committee
as
a
whole.
D
Chair,
yes,
that
will
be
part
of
the
report
and
over
the
last
several
months,
I
have
met
a
couple
of
times
with
Council
elie-san
Terry
and
that
community
associations,
within
his
ward
and
I'm
planning
on
meeting
also
with
councilor
eglee
and
the
word
veil
Church.
For
specifically
what
you
mentioned
is
how
can
we
better
coordinate
with
them,
but
also
understand
the
resources
that
they
can
bring
to
bear
early
in
an
event,
excellent.
E
Wanted
to
add,
there
was
also
a
working
group
put
together
after
the
tornado
called
after
the
storm
which
Mark
Taylor
first
co-chair.
Then,
when
Mark
left
I
took
over
co-chairing
with
Michael
Allen,
they
released
a
report
within
the
last
month
or
so,
and
part
of
that
working
group
at
Council,
Rock
eaten
were
community
associations
and
community
groups
from
my
area
and
also
from
council
injuries
area.
I
can
certainly
get
you
a
copy
of
that
report.
E
If
you
would
like
to
see
that,
because
we
that
group
took
a
more
global
approach
to
things,
peer
was
part
of
it
as
well,
though.
The
city
was
part
of
that
that
working
group,
but
also
reached
out
to
other
not-for-profits
other
community
groups
who
sat
around
the
table
and
and
and
talked
about
lessons
learned
and
sort
of
where
we
can
go
from
here
so
happy
to
share
that
with
you
or
anybody
else.
Who
would
like
a
copy
around
the
committee
to
send
me
an
email.
G
Thank
you
very
much
and
I
want
to
say
thank
you
to
Pierre
for
been
open-minded
from
the
flood
2017
when
we
hired
a
consulting
and
and
we
work
together
and
we
try
to
to
to
fill
the
gap,
there
was
a
gap
at
2017,
but
the
tornado.
More
than
anything,
we
can
write
a
book
about
it.
As
some.
The
first
responder
said
that
the
good
work
was
happening
there
that
go
back
to
the
community
involvement
and
I.
Think
that's
something
we
seen
more
and
more
some
of
the
community
member
coming
forward.
G
They
were,
they
would
like
to
do
more.
They
would
like
to
to
help
the
city
more.
They
like
to
be
engaged
more
and
and
I
would
like
you
to
to
continue
that
focus
on
how
and
I
know
we're
not
going
to
be
sending
volunteer
versus
firefighter
or
police
or
chromatic,
but
they
have
a
job
of
their
own
to
do
and
from
day
one
we
thought
you
know.
We
have
now
two
floods
and
one
tornado
time
for
us
to
have
a
citywide
emergency
plan.
G
How
how
we
activate
there
I
know
the
first
responder
they
do
a
great
job.
They
they're
always
training,
and
you
heard
they
were
training
a
couple
of
weeks
ago,
all
eight
NGOs
in
in
our
community.
But
how
could
the
city
mobilize
the
community
the
grassroot,
that's
something
and
and
and
for
them
to
be
safe,
but
they
need
some
I
think
some
engagement
prior
to
to
the
event
and
I'm
hoping
with
the
reports.
You're
gonna
do
about
all
these.
You
know.
G
D
And
what
we've
been
doing
is
that,
through
our
own,
through
staff,
we've
been
meeting
with
community
associations,
anyone
has
put
up
their
hand
as
a
community
association
we've
been
paired
to
meet
with
them
to
start
the
process
of,
firstly,
the
basics
of
emergency
preparedness
and
then
working
into
depending
on
the
competency
and
recognizing
and
particularly
reward
there's
a
significant
competency
amongst
your
community
that
they
can
do
much
more
than
maybe
another
community
that
just
wants
to
know
about
what
are
the
basics
of
emergency
management.
So
we
continue
to
work
on
that
counselor,
okay,.
A
G
Real
okay,
so
this
sums
from
our
September
11th
meeting
when
we
were
looking
at
the
review
of
on-demand
accessible
taxi
cab
service.
So
I've
got
a
motion
basically
to
put
into
force
what
was
in
the
report.
So,
whereas
that
our
meeting
of
September
11th
2019
council
approved
a
motion
directing
staff
to
review
the
feasibility
of
conducting
a
review
of
on-demand
accessible
taxi
cab
services,
including
recommendations
for
any
potential
improvements
and
report
back
to
CPSC
in
advance
of
the
2020
budget
process
on
the
potential
scope
of
work
and
associated
costs.
G
With
the
findings
of
the
study
and
recommendations
to
be
brought
forward
in
the
fall
of
2020
and
whereas
staff
also
advised
that
$25,000,
it
could
be
funded
within
the
2020
operating
budget
within
the
emergency
and
protective
services
department.
Be
it
resolved
that
the
community
direct
staff
to
proceed
and
retain
the
said
consultant
to
undertake
the
study
of
on-demand
accessible
taxi
cab
service,
as
outlined
in
the
staff
report,
and
that
the
$25,000
be
provided
through
the
20/20
EPS
operating
budget
fairly
uncontroversial.