►
Description
Community and Protective Services Committee Special Meeting - April 30, 2018 - Audio Stream
Agenda and background materials can be found at http://www.ottawa.ca/agendas.
B
Okay,
we're
going
to
have
to
heard
that
come
back
to
item
number
three
housing
and
homelessness
investment
plan,
delegation
of
authority,
okay,
okay,
item
number,
four
emergency
shelter,
homes,
agreement
with
private
hotels
and
motels-
we
can
hold
I-
was
hoping
not
to
keep
their
housing
stuff
here
all
day,
but
is
it
short?
Okay?
Okay?
So
we'll
take
questions
on
item
number
two
I'll
say
miss
ball.
C
There
seem
to
be
in
the
in
the
compliance
declarations,
a
whole
series
of
reports
that
were
in
background
of
this
piece
that
one
public
lines,
declarations
that
are
annual
reconciliation
reports
from
2016
and
I'm.
Just
trying
to
understand
are
those
part
of
the
documents
which
are
are
the
2016
financial
documents,
part
of
what
is
going
to
be
conveyed
to
the
Lynne
I.
Just
I
got
I
found
it
confusing
between
the
years.
Are
we
dealing
with
fiscal
year
2017?
Are
we
dealing
with
the
fiscal
year
2016
or
both
so.
C
A
C
A
C
B
C
E
This
particular
motion:
it
is
work
that
we
can
incorporate
into
some
of
the
planning
and
review
of
all
of
our
services
and
programs
for
the
ten-year
housing
and
homelessness
plan.
We
do
continue,
however,
to
be
under
some
pressure
in
the
city
in
terms
of
our
overflow
capacity.
I
think
we
lost
him.
I
was
here
talk
with
the
wives
and
family
homelessness,
and
that
continues
to
be
significant
and
sustained.
G
So
what
will
the
net
impact
be
on
the
city
if
there
was
pressure
to
look
elsewhere
than
some
of
the
current
establishments
that
you've
been
using
I
understand
the
councillors
concerns
that
he
raised
last
year
when
this
was
being
debated,
but
I
don't
know
if
it's
affordability,
if
it,
if
there's
advantages
to
accommodating
people
in
a
similar
neighborhood,
if
there's
other
services
that
need
to
provide
it
but
I'm.
Just
looking
for
a
comment
on
what
the
impact
will
be.
E
E
The
Family
Shelter
system
to
try
and
create
flow
of
momentum
with
families.
Families
are
now
considered
for
housing
across
the
city.
That's
suitable
to
their
family
size
in
our
social
housing
stock
and
families
must
also
accept
the
first
offer
of
housing
and
and
exit
the
family
shelter
when
that
is
made.
So
certainly
we
do.
E
We
do
have
concerns
in
finding
hotels
and
motels
that
will
partner
with
us
at
the
rates
that
were
able
to
afford
I
think
we
will
have
formed
a
small
working
group
to
reach
out
to
other
hotels
and
motels
to
try
and
ensure
we
are
geographically
dispersed
across
the
city
right
now
in
a
hotel
and
motel
usage.
However,
because
these
particular
hotels,
motels
and
112,
we
tend
to
use
those
more
because
they
have
more
stock,
that's
suitable
and
available
to
us
at
the
time.
G
So
I'm
not
sure
how
passing
part
two
of
this
motion
strengthens
the
city.
I,
don't
see
how
this
makes
things
better.
I
don't
see
how
this
makes
things
better
for
families
who
need
this
type
of
service,
so
either
staff
needs
to
come
in
and
say
we
support
this
and
we
recommend
the
committee
pass
this
or
we
don't
think
the
net
there's
net
benefit
and
therefore
we
have
concerns
with
this.
G
D
As
pointed
out
in
the
motion
that
there
are,
there
is
a
concentration
and
in
mcalary's
ward
and
the
motion
itself
says
we
will
bring
back
recommended
actions.
So
when
we
do
that,
we
will
fully
explore
what
any
impact
might
be
on
any
families
as
well
as
any
associated
cost.
And
if
there
are
issues
then
moving
forward,
then
we
would
look
to
committing
council
for
a
direction
on
those.
G
I
understand,
as
the
motion
is
worded,
it's
asking
staff
to
report
back
which,
as
the
motion
says,
include,
recommended
actions
to
reduce.
You
know:
I'm
not
ready
to
endorse
that
direction,
because
I
have
concerns
with
that.
So
I'm
not
going
to
say,
go
ahead
and
do
that
work
when
I
have
concerns
to
begin
with,
I
will
listen
to
the
ward
councillor
and
hopefully,
if
I
have
concerns,
he
can
address
them
a
bit
further,
but
I
just
want
to
say.
Madam
sure,
I
have
concerns
with
part
two
of
this
motion.
Thank.
E
C
C
So
one
idea
just
to
insert
a
little
bit
more
flexibility
to
staff
when
they're
reviewing
the
recommendations
is.
Could
we
insert
after
ensure
that
in
the
second,
in
the
second
part
of
this
paragraph,
ensure
that
comma,
when
possible,
comma,
so
equity
should
be
the
goal
absolutely,
but
that's
got
to
be
balanced
by
affordability,
accessibility,
etc.
C
But
I
think
this
sense
of
the
spirit
of
this
is
clear
that
councillor
flurry
is
looking
to
make
sure
that
his
ward
doesn't
become
the
single
destination
or
you
know
if
there
are
options
to
spread
out
the
load
a
little
bit
better.
So
the
words
when
possible
might
address
councillor,
brockington
concern
and
so
I
introduced
that
as
a
friendly
amendment
is.
F
But
before
the
conversation
goes
further,
I
just
want
to
be
clear
as
to
the
objective
of
the
motion
is
that
basically
staff
are
to
review
their
approach
and
come
back
to
committee
with
their
recommendations,
I've
identified
a
problem
and
then
they'll
come
back
as
to
you
know
what
are
the
pieces
that
could
come
and
play
that
would
resolve
this
issue.
So
I.
Don't
believe
that
this
binds
staff
war
committee
at
this
point,
but
it
does
give
direction
to
the
city
to
go
back
and
do
do
a
review
of
the
issue
that
that
I've
discovered
Thank.
H
Very
much
furniture,
just
I
just
need
a
little
bit
for
the
clarification
in
in
terms
of
when
you're
going
to
come
back
to
us
with
recommended
actions
to
reduce
the
use
of
hotels,
I'm
interested
in
what
criteria
are
going
to
be.
Looking
at,
we
heard
you
talk
about
price
point.
You
know
a
working
group
to
find
the
the
other
piece
that
concerns
me.
A
little
bit
with
dispersion
is
that
we
have
motels
and
hotels
right
across
the
city,
but
they're
not
necessarily.
H
Properly
positioned,
if
you
will,
in
terms
of
access
to
support
networks,
because
we
just
don't
want
to
host
people,
you
want
to
help
people
so
I.
Don't
know
that
it
needs
to
be
in
the
motion.
If
you
can
tell
me
that
part
of
what
you're
going
to
be
looking
at
is
not
just,
can
we
find
more
hotels
and
motels,
but
can
like
proactive
better
term?
H
D
Madam
chair,
to
your
point
about
a
prospect,
Pais
point:
absolutely
we
look
at
things
like
access.
We
look
at
things
like
choice
in
terms
of
proximity
to
either
daycare
or
employment.
We
look
at
accessibility
as
well
as
access
to
kitchens,
so
those
are
all
things
that
we
take
into
consideration
and
going
back
to
my
earlier
comment
in
terms
of
bringing
back
recommendations,
they
will
not
only
include
impact
from
a
financial
perspective,
but
potential
impact
on
families
as
well.
F
So
I'll
wrap
up
just
a
couple
of
elements
for
committee
to
consider
one,
which
is
we
want
to
make
sure
that
no
one's
left
on
the
street
and
that's
not
the
message
that
we're
trying
to
send
out
of
that
motion
if
there
is
if
there
are
folks
that
need
emergency
response,
that
the
right,
the
right
bedrooms,
an
amount
of
bedrooms
and
services
are
in
place.
So
I
want
to
be
clear
as
to
the
intent
of
the
motion.
I
want
to
go
back
to
to
the
committee
and
the
discussion
on
it.
F
F
E
F
B
B
G
I
can
madam
chair
so
again
for
item
one,
whereas
the
supporting
documentation,
titled
long-term
care
services,
third-party
review
was
not
circulated
with
the
agenda
package.
Therefore,
be
it
resolved
that
the
community
and
Protective
Services
Committee
approved
the
addition
of
this
document
for
consideration
by
the
committee
at
today's
meeting,
pursuant
to
section
89
3
of
the
procedure,
bylaw
being
Bailon
number
2016
377.
B
D
You,
madam
chair
good
afternoon,
madam
chair
members
of
CPS
I'm,
joined
today
by
liesje
da.
She
is
the
administrator
of
Carlton
Madge,
as
well
as
mr.
Dean
wet
who's.
The
acting
director
of
the
four
men
term
care
homes,
as
well
as
mr.
Greg
Fujiya,
who
we
recruited
to
complete
the
independent,
independent
third-party
review
of
our
homes.
D
So
Greg
has
come
to
us
highly
recommended
he
has
a
master's
in
health
administration
and
is
certified
in
health
as
a
health,
sir,
as
a
executive,
he
has
over
35
years
of
experience
and
from
being
an
orderly
in
the
hospitals
to
a
CEO
of
the
Perley
for
over
17
years.
The
parolee
is
a
450
bed
home.
It
also
also
offers
other
services
such
as
assisted
living,
dementia,
respite
and
senior
days
program.
He
has
received
several
awards
for
his
work
and
is
recognized
for
his
expertise
and
passion
in
the
areas
of
seniors
camps
and
services.
D
So
we
have
been
working
very
closely
with
mr.
Poojah
for
the
last
six
months.
We've
met
with
him
pretty
much
every
we
are
two
weeks
where
he's
provided
us
with
briefings
and
updates.
So
this
morning,
what
you
have
in
front
of
you
is
a
Gregg's
slide
deck
where
he
will
be
presenting
his
findings
and
his
recommendations.
You
also
have
a
staff
transmittal
report
that
is
an
executive
summary
from
mr.
Poojah,
as
well
as
that
consolidated
work
plan.
That
staff
must
speak
to
after
Greg's
presentation.
D
I
Thank
You
Janice,
madam
chair
councillors,
thank
you
for
the
opportunity
to
present
the
results
of
the
independent
review,
which
began
November
1st.
So
it's
now
six
months
that
I've
been
involved
with
the
city,
as
Janice
pointed
out
I
throughout
the
review,
met
with
senior
staff
and
kept
them
abreast
of
the
findings.
The
issues
that
I
was
seeing
recommendations,
as
well
as
all
of
the
positive
care
and
services
that
I
was
seeing
in
the
home.
I
So
before
the
report
is
provided
to
you,
I
ensured
that
staff,
because
the
majority
of
the
report,
her
management,
related
recommendations,
I'm
going
to
the
the
mandate
that
I
was
given,
was
to
review
the
three
years
from
2015
to
2017
and
to
identify
influencing
factors
that
may
have
contributed
to
the
incidence
of
abuse
and
neglect
that
were
reported
in
the
media.
Last
year,
I'd
like
to
acknowledge
the
two
residents
that
were
abused
and
their
families,
it
caused
tremendous
stress
for
everyone
involved
and
those
two
families.
I
I
I
I
The
240
interviews
that
I
completed
140
of
them
were
over
15
minutes,
and
some
of
them
were
two
and
a
half
hours.
So
it
was
quite
an
extensive
review.
There
was
a
complete
research
and
literature
review.
I
was
fortunate
to
benefit
from
andreia
Liu's
research
and
the
report
that
I've
presented
provides
detailed,
detailed,
annotated,
bibliography
on
a
beast
neglect
in
long-term
care
homes,
as
well
as
a
comprehensive
literature
review.
There
are
numerous
strategies
to
deal
with
potential,
influencing
factors
of
abuse
and
neglect,
and
all
of
those
strategies
are
within
the
report.
I
I
Stage-Three
was
synthesizing
everything
from
those
two
phases
as
well
as
external
interviews
and
developing
the
recommendations
report
out.
The
mandate
was
very
specific
that
it
was
related
to
staff
to
resin,
abuse
and
resident
to
resident
abuse
during
that
period
of
time
to
identify
the
influencing
factors
which
I
would
call
risk
factors.
Okay
and
based
on
those
risk
factors
identify
actionable
recommendations,
and
thus
there
is
quite
a
detailed
list
of
options,
recommendations
for
staff
to
consider
to
deal
with
these
influencing
factors
so
from
that
review
in
the
homes
that
what
did
I
find.
I
I
The
majority
of
staff
at
caring
and
strive
to
do
their
best
I
saw
that
every
time
I
went
into
the
four
homes
and
one
personal
support
worker
Leon
said
to
me:
you
have
the
time
you
have
the
will.
You
just
don't
have
the
time,
and
that
was
a
consistent
theme
throughout
the
review.
I
interviewed
staff,
volunteers
residents
and
families
and
consistently
the
issue
of
staffing
and
time
was
number
one
priority
and
one
could
say:
well,
that's
always
number
one
priority
more
staff,
no
matter
what
situation
you
could
use
more
staff
to
accomplish
in
this
situation.
I
Satisfaction
in
the
homes
is
good,
excellent,
the
majority
of
capable
residents,
although
they
are
the
smaller
group
of
residents,
because
most
residents
or
majority
of
residents
have
dementia,
but
the
capable
residents
were
felt
safe
and
were
in
control
of
their
care.
However,
the
concerns
that
I
heard
were
from
families
of
residents
who
are
affected
by
dementia
and
the
concern
that
families
have.
Although
staff
to
resin
abuse
is
one
issue
that
that
was
raised
throughout
the
review.
I
There's
tremendous
amount
of
worry
because
of
the
coverage
of
the
two
of
these
situations
last
year,
the
families
are
more
concerned
about
resident
resident
abuse.
I
think
that's
really
important
to
remember
when
you
hear.
What's
coming,
I'm
going
to
look
back
to
this,
because
it's
really
important
I
really
fear
that
the
rest
of
the
presentation
will
take.
I
Take
the
attention
off
the
good
care,
that's
being
provided
in
the
four
homes
and
staff
are
hurting
right
now,
there's
a
lot
of
staff
that
are
excellent
staff
that
are
not
abusive,
that
are
not
supportive,
a
staff
that
abused
that
are
quite
appalled
by
it,
but
they're
getting
painted
or
tainted
with
the
same
brush
and
I
think
is
really
important.
That
City
Council's
support
the
staff
through
this
difficult
time,
I
found
no
evidence
of
additional
physical
and
verbal
assaults
of
the
nature
of
the
to
abuse.
Last
year
that
reporting
the
media.
I
The
definitions
of
abuse
and
neglect
here
before
you,
there
Victor
specific
and
come
from
the
long-term
care
homes
act.
They
are
the
definitions
that,
in
the
city,
policy
regarding
abuse
and
neglect,
so
emotional
abuse
is
anything
any
threatening,
insulting,
intimidating
or
humiliating
gesture
action,
and
you
see
the
rest
of
the
list.
Neglect
is
an
action
or
an
inaction
related
to
treatment,
care
services
and
assistance.
I
We
did
a
computer,
a
very,
very
detailed
review
of
all
of
the
annual
Resnick
quality
inspections
from
compliance
review,
all
of
the
complaint
investigations
and
all
of
the
critical
incidents
from
2015
to
2017
and
from
that
we
were
identical
but
being
able
to
identify
patterns
of
neglect
that
need
to
be
identified.
Some
of
the
areas
that
were
highest
risk
in
that
review
for
continence
care
meal
time,
snack
time,
personal
hygiene
transfers,
bath
time,
restraint,
use
and
positioning
of
residents
in
bed
or
in
their
assistive
devices.
I
The
key
influencing
factors
are
nursing
and
personal
care
and
staffing.
The
resident
mix
I'll
discuss
all
of
these
shortly
communication.
It
was
a
dominant
theme
throughout
the
review,
Human
Resources
leadership,
quality
and
risk
oversight,
both
from
a
management
and
a
council
perspective,
the
volunteer
base,
design
issues
and
essential
equipment.
So
these
are
the
key
influencing
factors.
The
key
risk
factors
that
I've
identified
and
from
which
I've
identified
a
number
of
recommendations
to
help
manage
this
risk.
I
The
first
area
is
Michigan
personal
care
hours.
What's
before
you
is
perhaps
complex
to
review
today,
but
as
you
review
it,
you
will
see
that
the
City
of
Ottawa
needs
to
increase
the
number
of
personal
support
workers.
This
is
the
main
area
in
which
the
city
falls
behind
the
provincial
average
for
nonprofit
homes
in
Ontario.
I
I
Those
areas
that
I
just
listed
of
neglect,
many
of
them,
will
will
be
dealt
with
through
an
increase
in
personal
support.
Worker
staffing,
however,
I
want
to
make
it
very
clear.
Increase
staffing
is
not
the
panacea
to
deal
with
the
issue
of
abuse
and
neglect
and
long
term
care.
It's
one
factor
it's
an
important
factor
and
if
counsel
does
not
deal
with
this,
it's
going
to
be
very
hard
to
deal
with
the
other,
influencing
factors
that
are
raising
today.
I
I
I'm
recommending
that
the
nursing
management
structure
be
reviewed,
currently
there's
one
structure
which
is
not
the
traditional
structure,
and
there
are
some
issues
that
perhaps
can
be
dealt
with
by
looking
at
different
structures
currently
in
the
homes.
One
of
the
ways
that
city
of
ottawa,
and
indeed
other
long-term
care
homes,
have
dealt
with
staffing
issues
to
introduce
short
shifts.
For
example,
5:00
p.m.
to
9
p.m.
and
evening
gives
more
assistance
with
mealtime
it's
more
assistance
with
with
evening
care.
I
I
Continual
constant
theme
in
all
four
homes
was
that
there
were
issues
regarding
staff,
suitability,
so
I
repeat:
most
staff
are
caring,
most
staff
or
providing
good
care.
However,
there
is
a
percentage
and
what
the
phrase
that
I
heard
often
is.
There
are
staff
that
are
working
here
just
for
the
money.
Long
term
care
is
not
a
place
for
staff
to
work
just
for
the
money.
Good
long-term
care
involves
relationship,
building
and
compassion,
and
if
you're
there
just
for
the
money,
then
you're
not
going
to
have
the
compassion,
that's
needed
in
this
type
of
care.
I
I
One
theme
and
it
comes
up
again
with
families
that
I
also
heard
consistently
consistently.
Is
that
staff
need
more
education
on
dementia
and
that's
not
to
say
that
there
is
not
already
education,
in
fact,
there's
a
tremendous
amount
of
education
on
dementia
for
personal
support
workers
and
other
nursing
staff.
However,
it's
still
a
team
that
more
is
required.
I
I
One
thing
that
is
occurring
that
is
really
hurting
care
is
temporary
movement
of
staff
for
temporary
positions.
When
I
was
reviewing.
For
example,
there
was
a
temporary
position
came
up
and
there
were
eight
applicants
from
the
other
homes
for
the
temporary
position.
You
know,
consistency
and
staffing
is
a
number
one
issue
in
long-term
care
for
good
care,
also
so
I'm
recommending
that
that
movement
stalled
now.
I
One
issue
at
C,
long-term
care
homes
and
again
this
is
an
issue
at
other
long-term
care
homes.
Is
the
resident
mix
there's
a
misconception
that
every
long-term
care
get
is
the
same,
and
this
is
a
misconception
that
needs
to
end.
There
are
complex
special
needs
that
residents
have
and
our
specialized
dementia
care
needs
that
residents
have
so
in
your
accountability.
Agreement
with
the
lid,
you
are
to
provide
717,
regular,
long-term
care
beds,
there's
no
such
thing
as
a
regular
long-term
care
bed.
I
However,
once
people
get
to
a
certain
level
and
the
complexity
that
I'm
showing
long-term
care
home
is
probably
the
place
that
they
will
move
so
I'm
not
going
to
read
this
entire
list,
but
I'll
give
you
an
example
of
a
few,
a
few
things
you
have
to
look
at
the
complexity
of
the
reson
to
be
admitted,
you
have
to
look
at
dementia
and
what
are
the?
What
are
the
behaviors
associated
dementia
that
need
to
be
managed
or
cared
for?
I
What's
the
back
dressing,
it's
a
vacuum,
assisted
closure
to
a
wound.
So
these
are.
These
are
rooms
that
are
beyond
a
scratch.
These
are
these
required
vacuum,
assisted
closure.
What's
a
PICC
line,
a
PICC
line
is
a
perfectly
inserted.
Central
catheter
and
residents
have
PICC
lines,
residents
have
intravenous
therapy,
so
there
are
a
number
of
special
needs
here
in
long-term
care
homes
that
I
believe
not
only
for
the
city,
but
for
the
province
that
we
are
not
yet
addressing
the
complexity
of
resident
care
in
the
way
we
need
to.
I
I
believe
that
the
city
homes
could
create
program
scriptures
or
too
many
programs.
The
city
offer
for
long
term
care,
one
I
call
a
functional
physical,
functional
decline
and
the
other
I
calls
secure
dementia
care.
They
are
very
different,
I
think
attention
and
priority
needs
to
be
given
to
the
program
descriptions
for
dementia
care.
I
There's
a
need
to
balance
the
complex
need
through
the
admission
process.
So
when
a
band
comes
up
in
the
long-term
care
homes,
it's
not
just
the
next
person
on
the
waiting
list
of
local
health
integration
network
they
already
prioritized
based
on
need.
However,
the
homes
may
not
be
able
to
admit
someone
with
some
of
the
special
needs.
When
a
bed
comes
up,
it
may
be
wait
until
the
appropriate
bed
comes
up
and
then
will
admit
you.
I
The
last
point
is
the
social
worker
role
needs
to
change,
I
believe
because
there's
a
tremendous
amount
of
time
being
spent
on
the
admission
process
versus
social
work
and
I
believe
that
families
affected
by
dementia
need
more
attention.
It's
the
families
I'm
talking
about
often
in
the
care
and
long-term
care.
I
Again,
I
want
to
step
back
now
and
tell
you
personal
support.
Workers
have
six
to
eight
months
of
education
beyond
high
school,
registered
staff
registered
practical
nurses
and
registered
nurses
have
much
more
education.
Obviously
they
are
part
of
under
the
regulated,
Health
Professions,
Act
and
report
to
a
college
of
nurses,
so
they're
important
to
understand
the
difference
in
the
skills
of
personal
support
workers.
Many
personal
support
workers
come
into
long-term
care
without
having
much
experience
in
seniors
care,
and
a
lot
of
them
have
no
experience
in
dementia
care,
so
they
need
continual
ongoing
support.
I
I
That's
one
example:
there
are
many
others
I
believe
that
there
would
be
important
to
negotiate
a
voluntary
exchange
between
the
physical
functional
decline,
resonable
areas
and
secure
dementia
programs,
because
not
everybody
wants
to
work
with
residents
with
dementia.
This
is
not
a
bad
thing.
This
is
very
good
that
people
recognize
that
they
don't
necessarily
want
to
work
with
people
with
dementia.
I
However,
the
reality
is,
people
have
mortgages,
people
have
responsibilities
and
if
we're
the
Ricky
part-time
in
an
area
they're
comfortable
with
and
a
full-time
position,
comes
up
in
dementia
care,
probably
they're
going
to
move
to
that
full-time
position.
Well,
there
may
be
a
need
to
to
offer
staff
the
opportunity
move.
Not
you
know
just
Boucher,
it's
a
day
shift
full
time.
Another
day
shift
full
time
in
another
level
of
care:
no
loss,
no
change
to
the
staff
member
other
than
getting
them
to
the
right
level
of
care.
I
I
Families
and
residents
often
reported
they
did
not
understand
staff
and
it's
been
discussed
before
there's
a
need
for
sensitivity
to
linguistic
and
cultural
needs
of
some
residents
and
even
down
to
body
language,
a
simple
smile.
These
were
areas
of
communication
that
needed
the
work
on
so
obviously
I'm
recommending
education,
/,
effective
communication,
there's
a
shift
change
report.
These
are
24-hour
seven-day-a-week
operations
and
each
shift
has
a
shift
change
report
where
they
communicate
changes
in
the
resident
status
to
the
next
shift.
I
There's
a
need
for
improvement
in
these
reports.
Some
of
some
of
the
shift
change
reports
that
I
saw
really
would
not
communicate
the
information.
Personal
support
works
that
they
need
for
various
reasons.
One
is
often
they're
in
rooms
that
are
very
small
and
staff
are
outside
the
rooms
and
it's
hard
to
hear.
I
Other
reasons
are
the
the
nature
and
the
way
the
report
is
given,
the
internal
external
communications
need
to
be
improved,
and
this
is
one
area
that
I
think
council
will
benefit
from
is
a
refreshed
website
with
risk
and
quality
information
on
it.
One
of
the
you'll
see
later
I'm
recommending
that
council
have
another
firm
in
which
to
receive
and
discuss
risk
and
quality
information,
but
websites.
I
If
you
look
at
long
term
care
homes
that
are
in
the
lead,
they
are
providing
and
are
accountable
to
community
by
sharing
that
information
and
sharing
what
they're
doing
about
these
situations,
and
so
there
are
no
newsletters
in
the
home.
So
this
is
something
else
is
simple,
but
it
all
of
this
builds
trust.
All
of
this
builds
open
if
human
resources
and
labor
relations
are
not
well
integrated
to
support
the
poor
homes
very
much.
What
I
heard
through
the
review
was
maybe
was
mainly
a
labor
relations
perspective.
I
There's
no
one
in
the
homes
to
provide
the
human
resource
leadership,
so
I'm,
recommending
that
a
dedicated
human
resource
manager
be
established
for
the
four
homes,
there's
a
thousand
staff
working
in
the
four
homes.
The
current
structure
with
the
ministry
does
not
support
the
administrator.
The
managers
I
truly
believe
that
if
you,
you
implement
a
human
resource
management
staff
implementing
human
resource
manager
and
receive
the
funds
for
that,
but
in
fact
your
labor
relations
issues
will
decline.
I
There's
also
some
staff
relationship
staff
to
staff
relationship
issues
that
need
attention
and,
and
in
one
home
they
need
more
attention
at
this
time
and
I'm
recommending
a
staff
development
position,
the
administrators
and
the
managers
simply
do
not
have
enough
time
to
deal
with
all
the
staff,
development
issues
and
staff
relations.
This
affects
care.
It's
a
huge
impact.
Don't
care
so
requires
oversight.
On
the
management
perspective,
there
was
a
high-end
level
of
instability
between
2015
and
2017.
There
are
52
changes
in
that
three-year
period
in
21
manager
positions.
I
Provides
no
continuity
and
management.
There
were
people
that
were
assigned
to
temporary
temporarily
to
administrative
positions
through
the
years
that
did
not
have
the
management,
educational,
long
term
care
qualifications.
All
of
this
has
an
impact
so
I'm
recommending
that
temporary
transfers
be
stopped,
except
for
emergency
short
term
situations.
There's
a
need
for
a
new
nursing
practice
manager
on
the
senior
management
team
and
a
dedicated
quality
risk
manager
for
counsel
recommendations.
There's
one
recommendation
for
you:
your
mandate
as
a
Canaan
Protective,
Services
Committee,
as
you
well
know,
is
very,
very
broad.
I
It
depends
on
what
model
you
wish
to
implement,
there's
good
information
that
you
can
start
with,
and
this
can
start
now
and
there's
a
requirement
in
Ontario,
under
health
care,
on
health
quality
Ontario
to
develop
a
quality
improvement
narrative.
So
what
this
means
is
your
you
can
receive
information
right
now
on
this
narrative
and
see
what
the
issues
are
that
need
to
be
dealt
with
in
terms
of
improvement.
I
I
I
There's
been
a
decline
in
volunteers
in
the
three
years,
I
reviewed
and
one
particularly
there
was
a
fare
decline.
This
has
occurred
also
because
of
some
of
the
movement
of
managers
I
believe,
but
there
needs
to
be
an
increase
in
volunteers.
There's
five
hundred
seventy
Volant
ears
at
the
poor
home.
So
this
is
great,
and
this
is
a
Heineman
volunteers,
but
more
in
Eden
and
I
hope.
The
key
steps
up
and
contacts
the
four
homes
and
offers
assistance.
I
One
particular
practical
consideration
is
more
assistance
at
mealtime
and
shift
change
monitoring,
because
there's
not
too
many
staff
around.
When
you
have
groups
of
people
with
dementia
that
may
may
have
behaviors
and
strike
out
or
be
verbally
assaulted.
If
more
volunteers
are
around
to
alert
staff
that
there's
a
situation
where
they
need
to
intervene.
That
would
be
very
helpful.
So
all
of
these
types
of
recommendations
will
require
further
discussions.
Some
of
them
may
require
discussion
with
the
unions.
I
I
said
it
earlier,
I'm
hoping
the
unions
will
come
to
the
tables
partners
and
dealing
with
some
of
these
issues.
There
is
a
sense
that
the
Union
is
representing
staff
who
who
are
not
suited
for
long
term
care
and
may
who
may
have
performance
issues
they're
pursuing
it,
and
it
is
to
the
point
that
it
is
affecting
other
staff,
and
here
and
I
had
to
bring
up
on
a
number
of
times.
I
I
said
the
staff-
please
speaker,
Union
you're,
telling
me
this
you're
concerned
about
the
performance
of
other
people.
I
I
I
hurt
myself
anyways
sorry
about
that.
Also,
there's
need
to
look
at
innovative
programs
like
music
therapy
and
dance
therapy
for
people
affected
by
dementia.
It's
amazing
how
you
can
deal
with
issues
of
the
behaviors
that
may
come
as
a
result
of
a
dementia
through
one
on
one
music
therapy
through
dance
therapy.
This
is
a
recreation
bringing
in
a
musical
group.
That's
all
important
and
entertaining
as
part
of
there's
a
slight
important
part.
This
is
therapy.
I
This
is
these
are
staff
positions
the
buildings
are
13
to
30
years
old
and
the
30-year
old
building
is
actually
50
years
old,
but
had
a
major
renovation
30
years
ago.
The
designs
are
reflective
of
the
resin
cannons
at
the
time.
In
the
decade
they
were
built.
The
oldest
designs
significantly
increased
risk
for
residents
with
dementia
and
should
be
the
highest
priority
for
change.
There's
one
particular
home
the
30
years
30
since
the
30
year
renovation.
That
I
think
will
be
extremely
hard
to
retrofit
to
deal
with
re
at
risk
issues.
I
Just
imagine
there's
a
huge
area
in
front
of
two
elevators
in
a
secured
demand
area
with
demented
residents.
There
are
wings
that
go
off
where
staff
are
in
rooms,
providing
care,
there's
a
real
potential
for
resin
to
resonant
use
if
the
design
is
not
appropriate
in
what
in
this
design,
also,
the
dining
room
is
off
to
one
side.
I
I
What
does
this
all
mean?
At
the
end
of
the
day,
you
need
35,
more
full-time,
equivalent
personal
support
workers
to
get
to
the
average
of
other
nonprofit
long-term
care
homes
in
Ontario.
So
you
need
to
come
up
so
there's
a
level
playing
field
with
where
other
homes
are
those
35
personal
support.
Workers
will
cost
2.3
million
dollars
annually.
I
suggest
a
five
and
a
half
to
six
positions,
new
positions,
nursing
practice,
manager,
quality
and
risk
manager,
human
resources
manager,
admission
coordinators
and
staff
development
resource
persons.
I
I
I
want
to
now
come
back
because
I've
been
providing
a
lot
of
information
to
you
that
identifies
the
influencing
factors
in
their
risks.
These
are
serious,
however.
I
do
not
want
to
end
this
presentation,
suggesting
that
good
care
isn't
being
provided,
because
that's
not
true
care
is
good
to
excellent.
What
I
observed
in
many
case,
I'll
tell
you
a
few
stories.
I
Care
was
fine,
so
that
shows
that
the
personal
support
worker
level,
the
kind
of
sensitivity
some
staff
have
I,
was
at
the
in
the
homes
at
six
o'clock
in
the
morning
on
at
least
once
over
the
week
and
I
saw
residents
coming
again
residents
with
dementia
coming
out
to
the
nursing
area
and
they
were
smiling.
They
approached
the
staff.
There
was
no
sense
of
fear.
There
was
no
didn't
give
me
any
sense
that
there
were
any
issues
with
care.
I
Families
went
to
pains,
I
walked
out
of
one
of
the
homes
was
walking
over
in
the
homes
where
the
wife
of
a
resident
who
I
also
had
spoke
to
earlier.
He
was
going
out
for
care
at
a
hospital
because
of
a
certain
issue,
and
she
said
oh
I'm,
glad
I
saw
you
like
as
she's,
going
out
the
door
with
an
ambulance
and
so
on.
The
care
is
great
here.
You
know
so
story
after
story
after
story,
I
heard
good
care.
I
B
Masseur
beneficial,
thank
you
very
much
for
you
very
thorough
and
well
considered
report
and
your
recommendations.
I
think
what
you've
done
is
really
paint
a
picture
for
the
committee
of
the
complexity
of
the
challenges
faced
in
long-term
care,
but
you've
also
given
us
I,
think
a
roadmap
to
improve
long-term
care
in
our
city.
So
for
that,
we're
very
thankful,
and
what
we're
going
to
do
is
we're
going
to
take
questions
to
mr.
foucha
first,
when
we're
finished,
with
all
the
questions
to
mr.
B
Frizzell,
we're
going
to
hear
the
staff
response
and
then
we'll
be
able
to
ask
staff
questions,
but
before
we
do
that,
I
want
to
just
put
a
motion
on
the
table
that
way
the
mayor
and
I
have
been
working
on
over
the
weekend
so
that
you
will
have
that.
As
a
backdrop,
when
you
ask
your
questions
so
I
apologize
for
my
voice
today,
I
just
think
it's
too
much
Porter
at
podium
at
that
oag
on
the
weekend
or
something
I'm,
not
sure.
B
Workers
in
care
is
a
highway
and
whereas
the
2019
budget
is
not
expected
to
be
adopted
until
March
2019-
and
this
is
too
long
for
residents
in
our
homes
to
wait
for
more
care
and
whereas
staff
has
advised
that
they
can
accelerate
the
hiring
of
the
35
personal
support
workers.
This
year,
with
the
2018
per
year,
impact
to
the
most
noted
$800,000
and
whereas
the
city
treasurer
has
advised
that
there
are
sufficient
funds
in
the
one-time
and
unforeseen
account
to
permit
the
accelerated
hiring
of
these
workers
in
2018.
B
Therefore,
bit
resolved
that
the
community
and
Protective
Services
Committee
recommend
that
city
council
approve
that
35
new,
additional
FTEs
and
long
term
care
services,
services
for
personal
support
workers
and
that
$800,000
be
provided
from
the
one-time.
An
unforseen
account
to
permit
the
hire
to
take
place
in
2018.
B
So
before
we
move
to
questions,
I
just
want
to
take
a
quick
moment
to
just
to
introduce
this
motion
that
I
have
just
read
our
long-term
care.
Homes
provide
service
to
some
of
our
most
vulnerable
citizens,
and
we
know
that
each
one
deserves
to
live
in
a
safe
and
comfortable
home.
I
know
that
our
staff
are
taking
recommendations
provided
to
that
by
mr.
foucha
a
very
seriously.
It
has
become
abundantly
clear
from
both
the
Auditor
General's
report
this
morning
and
from
mr.
Frazier
that
our
homes,
our
understand
and
immediate
action,
is
necessary.
B
With
that
in
mind,
the
mayor
and
I
have
been
collaborating
to
provide
our
long-term
care
staff
with
the
resources
they
need
to
address
these
recommendations.
The
motion
today,
as
this
committee
to
recommend
council,
approve
the
hiring
of
35
new
FTEs
for
personal
support
workers
at
the
cost
of
$800,000
the
full
year
impact
of
2.3
million
dollars,
staffing
costs
we'll
be
addressed
in
the
2019
budget
and
I
know.
Mr.
luck
will
elaborate
on
this
later,
but
the
question
around
registered
nursing
positions.
I
know
there
is
money
in
the
2018
provincial
budget
and
we
are
anticipating.
B
So
if
it
takes
more,
if
we
can
get
it
done
sooner
and
it
takes
more
than
the
$800,000,
the
general
manager
will
have
the
flexibility
to
use
some
of
the
million
dollars
in
one-time
capital
funding
in
order
to
make
sure
that
we
hire
as
many
staff
as
quickly
as
possible.
So
the
overall
investment
in
2018
of
1.8
million
dollars,
I
think
have
based
on
what
we've
heard
today
is
a
vital
step
in
ensuring
that
our
residents
are
provided
the
care
they
deserve.
So
what
that's
it?
We're
going
to
no
I'm
go
to
questions
to
mr.
F
Yes,
ma'am
result
is
a
common-sense
knowledge
to
see
fish
off
shell.
Okay,
don't
care
masa
fairy
tale'
sri
rupa
shack.
Do
top
of
our
initiative.
Is
the
deficit
preserve,
sell
nearly
Samba
during
jury?
She
scourge
remark
that
both
dogs,
every
veterinary
during
periods
and
spurs
flash
me
por
la
Villa
nod
ordinary
name-
is
produced
led
sulks,
anima,
community
Clara,
Armstrong
sonication
plane
so
needed
on
a
community.
F
Geppu
Jojo
net
SketchUp
selves,
Sayama
CLE,
Clippers
wine.
There
is
ducks
with
who
da
da
no
sound.
So
the
presumption
clear
have
our
team
alla
Turca
reps
at
the
Placid
monitor
kappa
du
salut.
Here
due
to
non
general
is,
and
we
haven't
gone
measure.
Tunisia
Ankita
act
safely,
Zach,
para
tratar
de
la
follette,
their
newsletter
sister
bond
captain
on
attacked,
safe,
clear
and
present
Macau
envoy
Jackson
and
pollution
task.
A
physic
na
Scalise.
My
presence
at
a
connection.
I
I
F
Esca
cerebellar
pondered
through
maybe
as
a
follow-up,
the
ejaculate
Dolan
specifically,
and
you
know
in
my
mind,
there's
there's
something
to
be
said
around
our
duty
and
responsibility
as
a
city
I
think,
officially
and
in
regulation
we
have
to
were
mandated
to
operate
one
one
long
time,
no
long
term
care
facility.
I
believe
it's
for
right
that
we
we
operate
from.
F
I
wonder
understanding
the
waiting
list,
understanding
this
need.
That's
more
and
more
almost
you
know
on
the
border
of
hospital
care
and
where
there's
less
and
less
independence
of
the
residents,
where
you
see
that
land,
because
you
were
only
pushing
the
people
that
should
be
in
our
long-term
cares,
are
in
housing
in
our
community
struggling
and
that
adds
pressure
elsewhere.
So
you
know
it's
not
just
about
the
services,
it's
also
about
the
waiting,
and
you
know
these
pieces
kind
of
play
together.
F
So
I
wonder
if
you're
not
seeing
just
a
need,
like
hospitals
are
not
keeping
the
folks
long
enough
and
then
there's
no
other
options,
then
to
come
into
to
our
centers.
And
how
do
you
see
that
being
resolved?
I,
don't
know
if
it's
I
guess
that's.
My
question
is
at
which
point
does
it
not
become
a
city
responsibility?
It's
a
provincial
health
care.
One.
I
Well,
in
fact,
as
you
probably
are
aware,
health
care
is
a
provincial
responsibility,
not
necessarily
a
city
responsibility.
However,
City
of
Ottawa
homes
and
the
four
homes
in
some
way
have
existed
for
decades.
So
there's
been
a
by
the
city
that
you
want
to
be
in
the
caring
business
for
seniors
in
your
community.
Here's
the
situation.
There
are
people
in
the
community
that
have
the
same
high
level
of
care
as
people
in
long
term
care,
and
they
are
receiving
that
care
through
the
local
health
integration
Network.
I
You
know
home
care,
the
assistance
of
neighbors,
the
assistance
of
families
and
so
on
and
they're
staying
where
they
want
to
be
in
their
own
home.
Okay
and
some
people
struggle
to
do
that,
but
that's
what
they
prefer
to
do.
They
are
making
that
choice.
Sometimes
you
have
couples
where
one
couple
is
healthy,
but
the
other
couple
have.
The
part
of
a
couple
has
significant
needs,
well
that
that
spouse
wants
to
keep
them
at
home.
I
So
you
know,
there's
been
a
lot
of
positive
things
that
I've
seen
over
the
years
in
terms
of
home
care
and
what
we
can
do:
keeping
people
at
homes
and
long-term
care
you
one
of
the
things
that
I'm
recommending
for
the
future
for
this
committee.
Is
you
get
into
strategic
planning
for
long-term
care,
because
it's
like
a
four
year
cycle,
it
would
appear-
and
it
needs
to
go
beyond
that,
but
there's
no
reason
that
long-term
care
homes
can't
reach
out
and
provide
the
care
to
those
people
struggling
in
the
community.
I
There's
no
happening
by
the
way
where
long-term
care
homes
have
personal
support
workers.
Instead
of
going
to
the
emergency
department,
when
someone
Falls
and
can't
get
up,
they
call
the
long-term
care
home
middle
at
night.
They
send
out
a
personal
support
worker
to
help
them
that's
the
direction.
It
should
be.
It's
not
what
I'm
saying
is
not
that
long-term
care
homes
are
needed,
they
very
well
are
and
the
city's
providing
a
service
that
is
essential
if
the
city
ever
decided
to
reduce,
because
you
can't
afford
it.
I
The
province
would
have
a
significant
issue
in
the
Ottawa
area.
The
city
got
out
of
the
business,
so
they
should
step
up
to
the
table
and
the
partners
with
the
city
and
looking
at
some
funding
issues.
If
you
need
more
support
for
funding
I
mentioned
earlier,
there's
the
there's.
The
soya
don't
like
that
point
be
bottom
line
is
these
are
long-term
care.
Homes
are
no
longer
just
homes
their
homes,
with
a
lot
of
care
within
them
being
provided
cities
doing
a
good
job.
C
Thank
You
chair
and
thank
you
very
much
for
the
presentation.
It
was
very
comprehensive
and
some
some
very
thoughtful
advice
was
provided.
I
just
want
to
ask
and
follow
up
on
some
of
your
observations
about
nursing
and
personal
care
hours
and
instinctively
I
would
be
tempted
to
suggest
or
to
understand
that
there
would
be
a
correlation
between
staff
time
and
the
number
in
the
amount
of
time
that
patientsÃ
staff
and
patient
outcomes,
but
I,
don't
know
if
that's
evidence
base
I
mean
that
would
be
my
assumption,
but
I
guess.
C
My
question
is
I
know
that
there
are
a
series
of
quality
indicators.
That's
used,
I
guess
by
the
Ontario
long
term
home
association
and
incur
how
the
four
city
run
facility
stacked
up
on
those.
So
so
the
question
is:
how
do
the
four
homes
that
you
were
looking
up?
How
do
they
stack
up
against
the
rest
of
the
field
when
it
comes
to
the
quality
indicators
that
are
part
of
the
review
of
all
Ontario
long
term
homes.
I
It's
pretty
difficult
for
me
to
answer
that
without
the
information
in
front
of
the
city
long-term
care
homes,
quality
indicators
are
the
same
as
other
long-term
care
homes
Ontario,
so
that
information
is
available
and
it
is
when
you
say,
evidence-based
an
outcome.
The
staffing
is
an
indicator
is
one
of
the
inputs
that
that
affects
the
outcome.
Could
I
say
what
portion
that
is
no
I
mentioned
in
the
report.
The
staffing
is
not
panacea.
I
You
have
to
deal
with
all
of
the
other
issues
as
well,
but
I
know
from
experience
that
the
staffing
does
affect
the
outcome
of
care.
If
you
have,
if
you
have
personal
support,
workers
got
received
more
funding
of
60
minutes
month
care
day.
You
can
imagine
how
the
as
they
cut,
maybe
not
as
sharp.
Let's
say
you
know
right
now,
in
order
to
provide
the
best
care
with
resources,
staff
are
cutting
corners,
so
8
15
16
more
minutes
of
care
for
each
residents.
They
they
cut
corners
us.
What
does
that
mean?
I
Well,
that
means
that
you
know
indicators.
Falls
Falls
is
the
biggest
indicator
and
you
know
in
terms
of
how
you're
doing
in
Falls
there's
a
couple
of
homes,
I
believe
if
I
recall
this
they're
about
the
same
as
there's
Ontario
and
there
are
a
few
homes
that
are
higher
so
indicators
don't
mean
that
there's
a
problem,
but
it
gives
the
council
information.
You
can
ask
the
questions
to
assess
and
staff
to
respond
and
be
accountable
for
that.
C
Know
let
me
drop
it
because
you've
touched
them,
something
that
I'm
interested
in
I
mean
in
order
to
understand
what
the
baseline
data
is.
I'm
curious,
whether
at
the
start
of
your
work,
you
looked
at
the
baseline
data.
You
look
at
the
quality
indicators
present
to
estrange
percent
Falls
Misun
ulcers
percent.
Antipsychotics
percent
pain.
C
I've
got
the
list
right
here,
so
it
would
be
useful
to
understand
how
the
four
homes
in
question
compared
to
the
rest
of
the
province
on
those
benchmarks,
so
that
we
can
understand
are
we
dealing
with
actually
four
homes
that
are
doing
very
well?
These
are
be
the
provincial
average
or
are
there
problems
to
begin
with,
because
one
or
two
incidents
doesn't
necessarily
tell
us
how
we're
doing
across
the
range
of
indicators.
I
Certainly
did
look
at
the
quality
indicators
and
in
terms
of
the
quality
indicators
are
for
the
risk.
The
highest
risk
is
false.
So,
as
I
mentioned
you
already
you're
doing
a
few
homes
and
again
that's
an
indicator
doesn't
mean.
There's
a
problem:
I
wasn't
able
to
do
I.
Did
the
mandate
didn't
require?
Allow
me
to
drill
down
too
far
on
that,
but
this
is
the
information
that
should
be
coming
to
Council.
So
you
can
ask
the
questions,
understand
what
someone's
policy
related
to
Falls?
What,
if
what
it,
what
approach
you
know?
I
What
are
the
reasons
for
the
Falls?
You
know
if
you
have,
for
example-
and
this
is
where
comparing
is
very
difficult,
and
it's
very
difficult
as
your
question,
if
you
have
more
residents
who
have
dementia
in
your
home
than
another
poll,
the
likelihood
is
your
fall.
Statistics
are
going
to
be
higher,
so
this
is
part
of
the
discussion
about
the
statistic
and
I
haven't
drilled
down
to
that
level.
Doubt
that
discussion,
that's
what
I'm
suggesting
you
do
with
them.
I.
C
Cannot
stop
that
afterwards?
So
that's
fine
I'll
move
on
to
my
second
question,
which
is
I.
Remember
when
previous
reports
have
come
before
this
committee
that
we
talked
a
little
bit
about
the
differences
in
the
time,
the
personal
time
in
not-for-profit
homes
versus
for-profit
homes,
and
if
memory
serves
and
I
stand
to
be
collected
that,
on
average,
not
nonprofit
averages
were
considerably
higher,
so
I'm,
sorry,
yes,
so
we
had
in
certain
cases
different
statistics
for
for-profit
homes
and
I,
don't
number
what
that
Delta
was.
Okay!
I
can
tell
you
the
detail.
Okay.
I
Generally,
long-term
care
homes
in
general
around
three
hours
of
care
a
day
right
now
in
general,
the
2016
Ministry
of
Health
Statistics,
and
they
come
from
staffing
reports
that
are
submitted
by
every
long-term
care
home
Ontario
for
the
nonprofit
sector.
It's
about
three
hours
and
for
the
for-profit
sector
is
about
three
point:
zero,
five,
so
there's
slightly
higher
staffing
or
an
average
and
a
for-profit
home
than
a
not-for-profit
home,
and
a
big
driver
of
that
is
often
celery.
Wage
right.
C
I
I
It's
one
forty
seven
to
eight
residents
on
day
shift
on
the
evening
shift
I
believe
if
I
recall
quickly,
the
City
of
Ottawa
homes
have
one
to
twenty
one,
whereas
other
homes
have
one
personal
support
worker
for
every
21
residents,
whereas
our
halls
may
have
a
few
less
residents
of
personal
support.
Worker
night
shift
is
about
the
same.
C
Great
thank
you.
My
third
question
is
about
your
recommendation
about
the
idea
of
the
creation,
long
term
care
Board
of
Directors,
and
that's
a
very
interesting
idea
and
I
say
that,
because
I
think
you're,
right
and
I
think
you
were
polite
and
saying
it,
but
I
don't
know
that
we're
equipped
around
this
table
to
get
into
the
details
of
essentially
how
to
run
a
health
services
organization.
C
I
mean
I
am
certainly
not
I
want
to
be
to
my
colleagues,
but
for
that
reason,
I
think
the
idea
of
having
people
around
the
table
who
act
as
a
functional
board,
with
at
least
a
skill
set
that
could
complement,
that
kind
of
oversight
is
instinctively,
in
my
mind,
very
sensible,
I
guess
the
one
thing.
The
one
thing,
however,
that
will
that
would
remain
if
council
were
to
act
on
your
recommendation.
C
I
C
Right,
yeah
and
I
guess
that
the
hope
would
be
that
through
a
combination
of
different
skills,
you
would
get
people
around
that
board.
Who
would
be
able
to
ask
the
right
questions
to
get
that?
That's
the
point.
Yes
it's
and
in
fairness
to
our
staff
and
and
one
of
the
challenges
with
having
a
municipality
run,
a
long-term
care
facility
is,
of
course
you
know.
C
Council
has
over
the
last
number
of
years,
has
instructed
staff
to
come
up
with
a
draft
budget
that
has
certain
financial
restraints
and
staff
do
their
very
best
to
come
forward
with
recommendations
as
counsel
directed
them.
But
with
that
of
course,
sometimes
the
risks
associated
with
those
are
not
obvious.
They're,
not
always
obvious
and
I.
Remember
in
budget
2017,
some
of
the
staff
recommendations
that
came
forward
were
actually
closing
some
of
those
high
knee
beds
that
you
spoke
of
that,
and
here
you
are
18
months
later
saying
we
have
to
reconsider.
C
You
know
opening
or
expanding
the
number
of
high
need
beds.
So
you
know
just
to
say
that,
from
my
experience,
you're
right
that
it's
a
difficult
to
difficult
job
for
staff,
because
they're
under
restraints
that
we
give
them
and
we're
not
always
clear
on
what
the
risks
associated.
What
those
are
so
I
simply
wanted
to
say
that
I
think
this
is
something
worth
considering
and
I.
Think
you
know
a
question
that
was
clearly
outside
of
the
remit
of
your
mandate.
I
I
I
see
this
as
a
responsibility
that
every
city
should
seriously
consider
some
have
pulled
out.
Definitely,
but
usually
they
pull
out,
because
it's
the
financial
consideration
right
so
but
I
I,
the
cities
have
offered
long-term
care
for
decades
have
an
excellent
reputation.
It's
it's
insulated
it
because
of
the
last
year
in
the
coverage
me
it's
a
complex
issue
and
it's
also
a
it's
a
it's
a
hard
and
field
to
work
in
you
have
to
love
it.
You
have
to
have
passion
for
it
because
it
is
difficult
and
but
I
do
believe.
I
Cities
have
a
role
and
I
do
believe.
In
non-for-profit
sector
has
a
role.
The
not-for-profit
sector
has
shrunk
compared
to
a
for-profit
sector,
normally
I'm,
not
making
a
comparison
of
one
to
the
other,
but
I
think
that
it's
healthy
to
have
a
balance
of
for-profit,
not-for-profit
and
city.
A
part
of
that
balance.
That's
interesting.
G
I
G
G
I
Discussion
in
Ontario
at
this
time
is
that
there
should
be
movement
towards
four
hours
of
care
a
day.
There
are
many
provincial
reports
that
have
reviewed
this.
One
approximately
eight
to
ten
years
ago
was
called
the
Sharkey
report,
and
that
was
the
first
identification.
You
need
to
move
towards
four
hours,
so
this
has
been
being
discussed
for
the
last
decade
and
there
has
been
some
movement
but
I
believe
from
my
understanding.
The
Prudential
budget
this
year
has
more
funds
for
long
term
care.
I
want
to
get
to
that.
I
Actually
in
part,
the
question
then
receiving
about
2%
per
year.
Now
the
city
has
not
increased
staffing.
One
of
my
recommendations
will
be
whatever
funding
is
received
from
the
ministry
1%
be
put
aside
for
staffing
and
1%
for
other
cost
of
living
allowance
increases
it's
not
going
to
cover
it
and
I,
don't
think
your
costs
are
still
going
to
go
up,
but
I
think
there
needs
to
be
a
balance
there.
It's
all
about
balance
and
what's
been
happening,
is
that
the
city
has
been
using
the
funds
from
the
province
to
deal
with
its
financial
issues.
I
G
I
I
do
want
to
point
out
also,
when
I
speak,
about
reducing
that
from
six
to
four
special
care
dimension
areas.
It's
simply
because
that
the
experience
is
the
amount
of
care,
the
Ahlers
of
care
are
much
higher
higher,
not
much,
but
they
are
higher
in
secure
dimension
areas.
So
of
eight
comparators
we
looked
at
comparators.
I
spoke
to
comparators.
We
receive
the
nursing
information.
Seven
of
the
eight
competitors
had
higher
staffing
levels
on
their
dementia
units.
I
I
Of
course
it's
an
average,
as
you
pointed
out,
so
some
residents
require
much
more
than
the
average
and
some
residents
require
less.
So
every
care
plan
is
very
driven
by
the
care
needs
of
the
resident
right,
and
this
is
why
the
care
plan
are
such
an
important
document,
and
so
there's,
no,
you
can't
say
this
resident
needs
this
many
minutes
per
day,
and
it's
not
that.
I
It's
more
a
it
needs
to
be
more
flexible
than
that,
and
you
know
another
thing
too:
across
I'm
Terry
I'm
going
to
go
to
the
Ontario.
Seen
physical
functional
decline
units
have
less
staffing
so
because
of
the
increase
you
know
most
the
majority
of
banks
have
dementia.
Then
less
staffing
goes
to
physical
functional
decline.
So
it's
a
constant
balancing
act
and
it
will
always
be.
G
Final
question
is
just
about
training
that
PSWs
get.
Did
you
analyze
I'm,
not
sure
if
this
is
a
college
program
as
a
diploma
program
and
in
colleges,
but
did
you
analyze
that
specific
training
that
they
get
from
a
to
Zed
identify
any
shortcomings?
You
identified
what
is
perhaps
missing
within
the
the
Ottawa
model
within
the
the
industry
itself,
but
is
there
anything
before
they
become
employed
that
they're
missing
that
perhaps
we
can
then
communicate
on
six.
I
I
So
trading
for
personal
support
was
provided
by
many
different
organizations.
Algonquin
colleges,
one
I,
visited
that
there
are
private
organizations
and
they
must
meet
ministry
standards,
so
their
standards
set
and
as
long
as
the
curriculum
meets
those
standards
and
I
assume
I,
don't
know
the
detail
that
there's
a
process
to
review
that
and
so
on.
I
think
that
there
are
private
providers,
colleges
the
number
of
different
situations.
I
E
You,
madam
chair,
okay,
I,
have
a
few
questions
from
basically
all
over
the
map
of
today,
but
I
do
want
to
say
the
thank
you
for
the
report.
It's
very
logical
and
fact
factual
and
it's
not
argumentative
so
it
I
think
it.
It's
a
big
help
to
us
on
the
board.
You're
recommending
you're
going
you're
recommending
a
combination
of
members
of
this
committee
and
members
of
the
public
correct
yes
and
you're,
specifically
recommending
that
we
have
people
who
are
subject
matter.
Experts,
yes
in
part,
yes,.
I
E
A
E
I
know:
Mr
O'connor
sees
nothing
wrong
about
and
counsel.
Qadri
assured
me
that
the
reason
for
is
that
anyone
who's
been
through
law
school
thinks
they
know
everything,
but
will
you
be
able
to
make
a
strong
kind
of
emphasis
to
counsel
that
that's
what
we
have
to
be
looking
for
in
citizen
members?
Yes,.
I
And
I
think
that
exactly
the
point
I'm
making
is
you
need
to
discuss
what
skill
set
you
need
on
that
board
in
order
for
them
to
bring
forward
to
this
committee,
because
they
will
not
have
any
power,
they
will
not
have
any
other
than
bringing
forward
recommendations
as
a
committee
and
then
bring
forward
the
council.
So
I
think
this
committee
has
controlled
that.
E
Okay,
now,
at
budget
time,
we
were
dealing
with
last
year's
actual
spending
and
budgeted
spending
of
posture,
and
it
looked
to
some
of
us
as
if
the
budget
was
underrepresented,
the
need
we
were
going
to
have
this
year,
so
I'm
perfectly
willing
to
make
the
changes
we
need
to
make
in
our
spending
to
make
these
improvements
and
fixes
to
the
system.
But
I
do
have
to
point
out
that
last
year
we
actually
spent
more
than
we
budgeted
for
in
long
term
care.
H
I
That
two
areas
that
I
the
one
area
I
looked
at
the
most
was
nursing
personal
care
and
out
of
the
14.5
million
additional
funding.
13
million
is
nursing
and
personal
care.
So,
based
on
that,
my
assumption
is
that,
as
situations
arose
where
there
was
a
need
to
add
staff
for
urgent
situations,
whatever
that
that's
what's
driving
or
overage
I
can't
say
that
specifically,
but
knowing
that
13
of
14
a
million
is
for
nursing
that
you
know.
I
also
know
at
one
the
home
where
the
design
issues
occur
exist
in
the
secure
dementia
area.
I
E
Yeah,
so
it
would
be
logical,
then,
to
assume
that
we're
going
to
need
at
least
that
much
in
the
next
year,
which
is
what
you're
actually
saying
we
do
need
actually
you're
saying
we
need
a
bit
more
than
that
at
two
point:
nine
right
right,
okay,
so
I
don't
want
to
say
you
told
you
so,
but
instead
I'll
say.
Let
me
remind
you
that
a
number
of
us
at
budget
time
pointed
out
that
the
budget
did
under
represent,
but
we
were
going
to
need
to
fix
this
problem
and
I.
E
E
The
question
of
volunteers
I've
noticed-
and
there
been
a
couple
studies
showing
that
people
in
their
20s
now
are
far
less
likely
to
volunteer
for
things
than
previous
generations
of
people
in
their
20s
and
the
flipside
people
in
their
50s,
60s
and
70s
are
more
likely
to
volunteer.
So
have
you
contemplated
how
to,
and
this
is
I'm
talking
about
in
career
oriented
types
of
functions?
Have
you
put
your
mind
to
how
we
would
do
that
targeting
so
that
we
can
make
it
happen?
Even
though
some
of
the
volunteer
pool
is
drying
up.
I
I
However,
ours
are
not
necessarily
you
know.
Some
of
the
indicators
are
different
than
ours.
They
don't
necessarily
the
best
indicators,
but
I
think
that
God,
what
I've,
seen
certainly
in
terms
of
the
placement
from
schools
into
long-term
care
homes,
is
that
there
is
a
large
group
of
young
people
that
are
still
interested,
even
though
your
statistics
would
suggest
it's
not
as
much.
I
There
is
a
large
pool
of
young
people
involved
in
long-term
care,
and
so
you
that's
an
area
that
I
think
there's
still
some
recruitment
possibility
in
terms
of
the
50
60
year-olds
you're
into
my
age
range,
and
you
know,
there's
a
lot
of
people
out
there
with
of
tying
interest
in
skills
that
are
willing
to
volunteer.
They
just
need
to
be
directed
as
to
where
the
need
is.
Okay,.
E
And
just
on
the
issue
of
budgeting
again
as
a
city,
if
we
end
up
making
cuts
anywhere,
we
try
not
to
cut
frontline
services
and
there's
nothing
or
very
few
things
as
frontline
as
dealing
directly
with
patients
and
long-term
care
facilities.
So
really
it's
a
choice
of
whether
you're
funding
it
or
not.
Here,
because
would
you
agree
there
aren't
enough
administrators
that
you
could
you
could
cut
them
all
and
you're
not
going
to
solve
anything.
E
I
Not
necessarily
okay,
the
long
term
care
home
budget
has
three
components
and
the
province
funds.
The
mission
and
personal
care
in
the
program
support
the
one
area
that
the
city
or
any
long-term
care
home
can
take
money
and
move
up
to
the
other
envelopes
if
there's
a
need
as
to
what's
called
the
accommodation
envelope.
I
So
that's
all
the
administrative
services,
human
resources,
housekeeping
laundry
food
and
nutrition,
those
kind
of
services-
currently
the
administrators
aren't
responsible
for
that
budget,
and
normally
there
is
money
that
you
can
find
in
that
budget
to
fund
some
of
your
other
pressures.
That's
one
of
the
recommendations
are
made
to
take
a
look
at
why
you're
not
generating
a
surplus
there.
That's
where
for-profit
homes,
part
of
where
proper
homes
take
profit
and
that's
where
nonprofit
homes
take
that
money,
what
they
were
taken
and
our
surplus
and
apply
it
to
other
areas
of
need.
I
So
there
is
some
flexibility
there
and
the
other
side
of
the
coin
is
not
necessarily
reducing
Casas.
The
area
of
revenues.
Currently
you
charge
preferred
accommodation,
revenues
prove
semi-private
and
private
rooms.
I,
don't
recall
the
actual
number,
but
it's
significant.
What
happens
with
preferred
accommodation
revenues
is
homes,
use
that
for
profit,
for
equipment
or
for
step.
So
it's
another
area,
the
high
wage
transition
front.
You
receive
a
small
amount
for
your
additional
high
wage,
but
you
don't
receive
a
sufficient
amount,
so
I
think
there's
dialogue
with
a
ministry
on
something
like
that.
E
J
Thank
You
chair
and
thanks
for
the
presentation,
just
had
a
quick
question
in
terms
of
the
the
recommendation
sets
before
us
and
in
your
presentation
you
spoke
about
obviously
having
the
right
quality
people
and
right
individuals
with
the
skill
set
or
the
attitude
the
communication
skills.
All
those
things
that
you
listed,
and
you
know
when
I
look
at
the
recommendation
before
us
today
about
hiring
the
FTS.
I
Did
not
review
in
detail
the
education
budget,
so
I
can't
speak
to
that
fully,
but
I
do
know
generally
education
budgets
at
a
place
where,
outside
the
city
that
you
start
to
look
at,
can
I
take
some
of
that
money
for
something
else.
That
being
said,
I
do
believe.
There's
a
lot
of
education
provided
in
a
sin.
It's
a
question
of
providing
more
and
the
continuous
support,
especially
a
focus
on
dementia
I
think
the
biggest
issue,
infinite,
Council
is
and
in
front
of
long-term
care
homes
is
how
you're
going
to
evolve.
I
J
And
you
know
I've
been
to
the
Carlton
lodge
when
in
my
area
and
I
know,
we
have
a
great
team
of
people
there,
and
you
know
we
were
fortunate
that
there
was
very
few
or
limited
or
zero
incidents
in
that
home
and
I've.
Seen
what
you
ended
up
ended
your
presentation
on
in
terms
of
the
great
service
that
most
residents
receive
on
day
to
day
basis,
and
so
I
just
want
to
make
sure
we're
going
to
be
spending
this
money.
J
We
do
it
in
a
way,
that's
effective
and
based
on
your
presentation
and
your
report
here.
Obviously,
a
big
component
is
the
FTEs,
but
I
think
there's
more
to
it
than
that
and
all
a
stop
stop.
But
I
was
interested
because
you
had
a
thorough.
You
know,
examination
and
interviews
that
you
spent
doing
on
this.
If
you
feel
that
there
might
be
more
benefit
above
dividing
the
funds
in
in
a
different
way,.
I
Yes,
I
didn't
get
that
specific
about
education,
I
mean
obviously
I've
mentioned
education.
One
thing
that
I
in
your
comments
that
I'd
like
to
raise,
though,
is
Carl.
Lodge
has
excellent
care.
Definitely,
but
I
still
heard
issues.
People
can
say
that
there's
good
care
or
excellent
care,
but
they
can
be
really
really
nervous
about
the
potential
for
incidents
that
may
use.
That
word,
especially
in
the
area
of
dementia
care,
rosid
resident
abuse,
I
mean
it's
not
the
residents
fault,
but
it's
a
symptom.
I
It's
a
behavior,
that's
a
result
of
their
dementia,
so
escort
launches
excellent
care
and
excellent
services.
But
as
with
the
other
bones,
I
heard
from
families
and
I
heard
from
residents
also
about
issues
that
staff
attitude
equal
net
belt
launch,
so
I
think
the
important
thing
here
is
that
the
good
thing
is
that
the
City
of
Ottawa
has
an
excellent
history
of
good
reputation
and
I.
Think
that
hopefully,
in
fact,
I
know
from
a
lot
of
families
that
they've
acknowledged
that,
but
they
still
have
concerns
and.
J
J
J
I
I
I
did
that
was
not
part
of
my
mandate
at
all,
so
I
didn't
talk
about,
builds
or
construction
or
anything
like
that
of
the
four
homes.
I
believe
there's
some
homes
that
could
have
changes
to
their
design
with
the
approval
of
a
budget.
Other
homes
is
going
to
be
very,
very
difficult
to
change
from
a
design
or
cult
Lodge.
I
For
example,
there
is
a
very,
very
large
dining
area
for
residents
and
it's
super
and
it
works
well
as
more
and
more
people
have
mentioned
I
can't
large
87%
of
residents
have
dementia
that
is
going
to
be
more
and
more
difficult
to
provide
care.
You
know
people
in
a
dining
room
that
have
dementia
they're
they're,
getting
up
there,
they're
walking
over
there
taking
some.
I
You
know,
there's
a
lot
of
a
lot
of
things
that
have
to
be
managed,
so
that
kind
of
design
would
have
to
be
looked
at
because
it's
an
open
space
probably
connect
rip
in
it.
On
the
residential
home
areas
of
call
garage.
The
dining
rooms
are
very
small
so
for
the
physical
functional
decline
units
where
there's
a
lot
of
very
large
pieces
of
equipment,
the
people,
mobility
equipment
and
so
on
their
challenges
to
provide
good
dining
for
a
physical
functional
decline
in
those
small
dining
rooms.
I
That
also
could
be
there
other
spaces
that
possibly
could
be
here
switched
for
dining
and
there's
a
cost
to
all
of
it.
I
think
some
can
be
done
and
some
would
be
too
expensive,
and
probably
you
have
to
look
at
whether
you're
going
to
build
rebuilt,
but
that's
no
I,
don't
think
that's!
That's
not
the
mandate
and
that's
not
I,
think
an
item
that
you
have
to
concern
yourself
about
today
and.
J
E
I
I
Do
we
completed
a
survey
of
eight
comparator
homes?
We
established
some
criteria
for
those
comparator
homes
like
size
and
so
on,
and
there
were
comparing
homes
in
auto
and
there
a
comparator
homes
in
other
parts
of
Ontario.
In
that
so
we
use
that
data
and
what
that
actually
showed
was
the
staffing
levels
are
about
what
they
were
in
2016.
It
led
me
to
believe
that
there
hasn't
been
a
lot
of
movement
in
the
province
of
Ontario
between
2016
2017,
so
I.
E
I
E
I
B
You
very
much
Callie
Torres.
Are
there
any
other
questions
for
mr.
foucha,
seeing
none
mr.
Bush
I
just
wanted
to
take
this
opportunity.
Thank
you
again.
You've
painted
I
think
for
all
of
us
a
very
vivid
picture
of
the
challenges
that
we
face
in
our
long-term
care
homes,
addressing
the
complex
needs
of
our
most
vulnerable
citizens
and
I
think
you
have
given
us
a
lot
of
great
advice
on
a
path
forward
to
make
sure
that
we
have
continuous
improvement.
So
we
are
grateful
for
all
of
your
hard
work
over
the
last
six
months.
D
You,
madam
chair,
so
as
I
pointed
out
earlier,
there
was
two
documents
that
you
had
received.
One
was
the
slide
deck
from
mr.
foucha,
as
well
as
the
transmittal
report.
So
at
this
point
we
just
had
a
handful
of
slides
that
we
would
like
to
walk
through
with
committee
to
provide
some
context,
so
just
in
terms
of
the
last
so
I
have
double
duty
here:
okay,
so
just
to
run
through,
what's
transpired
in
the
last
11
months,
so
in
the
spring.
D
Okay,
thank
you.
So
in
yes,
in
the
spring,
council
was
apprised
that
an
incident
had
occurred
and
one
of
the
homes-
and
we
outlined
all
the
steps
that
we
were
undertaking
at
the
time
in
July
of
2017
2017.
We
received
a
director's
order
related
to
three
homes,
so
that
led
to
the
development
of
five
very
comprehensive
plans,
and
we
be
can't.
We
began
implementation
immediately
on
some
of
those
actions
that
update
was
provided
to
stakeholders
and
councillors,
along
with
all
of
the
compliance
plans.
D
Then
in
2017
we
rolled
out
a
very
broad
stakeholder
engagement
session
and
surveys
over
nine
hundred
and
fifty-six
people
comprised
of
residents,
families,
volunteers
and
staff,
either
attended
in-person
sessions
or
completed
a
survey,
and
if
you
recall,
I,
am
September
of
last
year.
We
also
came
to
CPS
and
provided
an
extensive,
comprehensive
44
slide,
a
presentation
on
long-term
care
as
a
result
of
an
incident
of
verbal
abuse
at
the
home
in
fall
of
2017.
D
The
mayor
requested
that
third-party
review
and
as
I
mentioned
earlier,
we've
been
working
closely
with
mr.
foucha
since
since
that
time
so
and
by
January,
we
had
reviewed
all
of
the
feedback
that
we
had
received
from
the
stakeholder
engagements.
We
developed
a
comprehensive
work
plan
once
again,
we
communicated
with
Council
as
well
as
all
of
stakeholders
in
terms
of
what
the
work
plan
was
going
forward
and
then
the
last
two
are
the
fact
that
we
have
that
the
auditor
general
who
tabled
two
audits
this
morning,
that
total
28
recommendations
for
those
two
reviews.
D
So
I
have
highlighted
the
various
sources
and
reviews
of
feedback
to
reassure
committee
and
stakeholders
that
we
are
actively
listening
and
we
are
responding
to
all
the
concerns
that
have
been
raised.
We
commit
to
completing
all
the
actions
that
have
been
noted
to
date.
We
also
commit
to
a
culture
of
continuous
improvement
and
communication,
given
the
multiple
sources
and
recommendations.
As
we
said,
we've
consulted
the
consolidated
them
into
one
work
plan.
D
So
now,
at
this
point
we
have
84
items
in
that
consolidated
work
plan,
18
of
which
are
complete,
21%
and
51
40
45
progress,
48
or
41
percent,
and
they
break
we've
broken
them
down
into
five
categories:
staffing,
quality,
improvement,
infrastructure,
communication,
resident
care
and
service
delivery.
So
at
this
point,
I'll
just
ask
Dean
to
highlight
some
of
the
actions
that
have
been
completed.
D
A
You
James,
madam
chair.
In
terms
of
staffing.
We
are
going
to
continue
the
in-person
training
related
face-to-face
around
abuse
and
the
prevention
of
abuse
in
the
homes
we
also
in
June,
going
to
be
doing
a
Abuse,
Awareness,
Week
and
all
of
the
homes
which
will
include
education
for
our
staff,
families
and
residents
and
volunteers.
We
have
developed
tools
around
the
culturally
diverse
background
of
our
residents
and
those
are
up
and
running
and
being
used.
A
Things
like
picture
boards,
where
a
resident
may
not
be
able
to
communicate,
can
still
point
to
the
picture
board
when
they're
asking
for
specific
care
or
services.
The
dementia
training
that
was
highlighted
in
in
Gregg's,
reported
around
staff
and
around
education
of
families,
we're
going
to
be
training
for
staff
members
on
general,
persuasive
approach,
who
will
be
certified
and
able
to
do
education
for
our
staff,
as
well
as
our
families.
A
In
terms
of
the
on-call
manager,
the
which
highlighted
this
morning
in
the
audit
report,
we
are
developing
training
for
our
managers
on
intake
of
incidents
that
occur
in
the
homes
to
ensure
that
we
have
the
proper
information
to
meet
the
legislative
requirement
or
ell
reporting.
As
Greg
is
highlighted,
we
are
going
to
prepare
a
look
at
our
staffing
ratios
and
identify
the
best
use
of
any
new
positions
that
are
developed
to
ensure
the
safety
and
care
of
our
residents.
A
In
addition
to
that,
we're
going
to
develop
a
peer
support
network
to
help
staff
in
the
workplace
and
also
to
look
at
education
around
mental
health
and
supporting
our
staff
norms
in
terms
of
quality
improvement,
as
we
heard
us
earlier
today
as
well,
there'll
be
an
extensive
review.
Our
medication
practices
across
the
homes,
the
17
audit
recommendations
around
medication
will
be
implemented
as
part
of
our
quality
improvement.
We're
also
looking
at
our
complaint
to
process
to
identify
best
practices
around
complaints
there,
a
feeling
of
fear
of
retaliation.
A
If
people
come
forward
in
relation
to
complaints
and
we're
looking
at
how
we
can
strengthen
that
and
establish
best
practices
to
promote
using
complaints
around
driving
quality
and
improvements
in
the
workplace
and
as
Greg
mentioned
earlier,
the
Board
of
Directors
does
will
be
a
proposal.
It
will
come
to
Council
for
consideration
with
a
recommendation
of
increasing
our
governance
within
the
the
homes
around
infrastructure.
A
A
We
as
well
you
heard
earlier
today
as
well
about
a
ship-to-ship
report,
we're
in
the
process
of
developing
a
standardized
template
to
follow
on
shift
exchange
to
ensure
that
staff
are
provided
with
the
appropriate
information
in
order
to
support
the
residents,
care
and
services
and
the
final
area
a
resident
care
and
service
delivery.
Greg
talked
today
around
volunteerism
and
the
importance
of
recruitment
of
volunteers.
Our
volunteer
recruitment
is,
and
always
will
be,
one
of
our
primary
objectives
and
long-term
care.
A
Volunteers
enhance
the
quality
of
life
for
our
residents,
either
through
programming's
or
assistance
with
the
activities
of
daily
living.
We
currently
have
over
600
volunteers
in
our
homes.
These
volunteers
help
to
support
programs
such
as
Montessori,
and
we
also
have
been
implementing
in
one
of
the
homes
which
will
be
rolled
out
across
a
music
memory
program
and
again
that
was
highlighted
in
Greg's
presentation
as
well.
In
our
recreation
program
this
year,
we
have
an
objective,
can
reduce
10,
new,
culturally
diverse
programs
in
each
one
of
the
homes.
D
Thank
You
Dean
I
just
wanted
to
take
an
opportunity
like
yourselves
to
thank
Greg
for
his
his
expertise.
His
review
was
comprehensive
and
thorough.
The
information
he
provided
was
invaluable,
that
it
included,
interviews,
observations,
research
in
comparators
and
we
had
hear
from
staff
and
families
and
residents
that
they
absolutely
appreciate
the
opportunity
to
speak
with
him.
D
We
also
want
to
point
out
that
there
was
a
recent
announcements
by
the
provincial
government
for
additional
funding
that
will
come
forward
so
we'll
absolutely
leverage
that
funding
is.
In
addition,
at
this
point,
we
have
come
a
long
way
in
terms
of
fully
understanding
and
appreciating
the
needs
and
profiles
of
our
residents.
We
have
very
much
evolved
from
what
was
assisted
living
to
care
for
residents
living
with
both
dementia
and
increasing
more
complex
medical
needs,
as
outlined
by
Greg,
and
a
presentation
to
you
in
September.
D
We
therefore
need
progressive,
transformative
change,
which
is
imperative
to
merit
reducing
the
risk
to
our
residents.
Our
job
is
to
support
our
staff,
provide
them
with
the
necessary
tools,
accountabilities
resources
and
training,
to
ensure
that
we
provide
care
and
services
that
residents
deserve,
and
families
expect
expect.
I
want
to
thank
everyone
for
providing
critical
feedback
and
completing
reviews
for
our
homes.
I
want
to
acknowledge
staff
in
this
department
and
corporately.
You
continue
to
work
tirelessly
to
make
the
necessarily
change
necessary
changes.
It
has
been
a
stressful
time.
D
Staff
have
been
under
a
microscope,
as
Steve
Cadillac
has
mentioned
earlier.
Today
we
had
three
sets
of
reviews
happening
in
January
at
one
time,
and
some
assumptions
have
been
attributed
to
all
staff.
So,
given
the
positive
feedback
overall,
though,
that
residents
feel
safe
and
cared
for,
we
will
build
on
what
we
are
doing
well
so
at
the
very
core
of
all
of
the
reviews
and
the
Stafford
responses
is
the
desire
to
provide
safe,
secure
and
nurturing
environment
for
all
of
our
717
residents.
Thank
you,
madam
chair
and
members
of
the
committee.
Thank.
B
H
But
it
seems
to
me
that
we
have
a
valuable
role
model
in
the
public
health
board
terms
of
bringing
together
elected
officials
as
well
as
subject
matter
specialists
and
not
not
lawyers.
But
you
know:
doctors,
nurses,
health
care
workers,
so
I'm
not
suggesting
that
something
that
he
adds
to
his
workload
of
his
board
and
I'm
sure
he's
happy
to
hear
that.
But
but
I
think
it's
it's
worthy
of
a
discussion
to
work
at
that
model,
see
how
it
functions
and
have
a
deeper
dive
into
that
issue.
H
H
Thank
you
for
that
clarification.
The
other
piece
I
want
to
talk
about
is:
is
the
dollars
so
you've,
given
us
a
figure
of
what
you
need
to
get
through
the
end
of
this
year
and
you're?
Also,
given
us
a
figure
as
to
what
you
need
going
forward
and
it's
it's
not
an
inconsequential
number
and
we've
heard
both
from
the
consultant
and
from
yourselves
that
there
is
a
role
for
the
city
to
play
in
the
provision
of
this
service,
but
there's
also
a
role
for
the
province
to
play
and
and
Janice.
H
H
C
You,
chair
I
just
wanted
to
follow
up
on
a
couple
of
questions
that
I
raised
with
mr.
Poojah
earlier,
and
the
first
is,
and
apologies
for
not
recalling
these
numbers
from
the
November
presentation,
but
I
am
interested
in
understanding
in
terms
of
the
baseline
data.
How
are
for
City
run
facilities
are
doing
visa
vie
the
quality
indicators
that
I
set
out
earlier.
What
what?
Where
do?
We
sit
on
those
indicators
currently.
A
Madam
chair,
as
of
the
third
quarter
of
2017,
the
the
numbers
we
receive
are
sort
of
okay,
they're
90
days
in
in
abeyance.
So
there's
the
number
of
publicly
reported
indicators
that
are
there.
One
is
around
improved
to
remain
independent
at
mid
loss
and
our
homes
are
slightly
below
of
a
provincial
number
of
29.7
worsen
to
remained
dependent
and
early
loss.
Adl
we're
performing
better
than
the
provincial
number
at
thirty
four
point:
seven
worsen
mood
and
symptoms
of
depression,
we're
performing
better
than
the
provincial
average
to
twenty
three
point:
four
antipsychotics.
A
Without
a
diagnosis,
the
provincial
number
is
at
19.7
and
three
of
our
four
homes
are
below
the
provincial
average,
and
one
of
them
is
at
nineteen
point,
nine,
which
is
pretty
much
at
the
provincial
average
Falls.
The
provincial
average
is
sixteen
point.
Three
three
of
our
homes
are
below
the
number
of
four
appalls,
and
one
is
slightly
above
at
seventeen
point,
one
daily
physical
restraints.
The
provincial
number
is
four
point:
six,
our
homes
are
around
ten
percent,
so
we
have
some
room
to
improve
in
relation
to
physical
restraints
in
terms
of
pain.
A
We,
the
provincial
number,
is
five
point:
four
three
of
our
homes
are
below
the
provincial
average
and
one
is
higher
at
six
point:
six
percent
worsen
pain,
the
average
is
10
2
of
our
homes
are
below
10.
One
is
at
ten
point
two,
and
one
is
a
ten
point.
Seven,
so
we're
close
to
the
the
provincial
number
on
those
the
other
one
is
around
pressure
ulcers.
The
provincial
number
is
two
point:
seven
two
of
our
homes
are
below
one
is
a
two
or
higher
one
at
three
point
three
and
one
at
four
percent.
A
C
You
and
the
reason
I
asked
that
question
in
part
is
twofold:
one
is
as
I
said
earlier.
Higher
staffing
isn't
is
intuitively
a
good
thing,
but
it's
not
an
indicator
I.
My
assumption
is
with
higher
staffing.
The
expectation
is
your
quality
outcomes
are
better.
Is
that
is
that
a
fair
way
of
interpreting
the
benefit
of
staffing
as
you
get
under
quality
indicators,
better
outcomes,
correct.
C
And
again,
I
think
I,
think
that
makes
a
lot
of
sense
and
I
certainly
support
the
idea
of
budgeting
more
money
for
long-term
care.
I
do
think,
though,
the
question
needs
to
be
posed,
and
this
is
a
great
example
of
something
that
I
don't
know
the
answer
so
I'm
going
to
pose
it
to
you
and
I
hope.
You
know
the
answer
is:
if
you
look
at
the
overall
effectiveness
and
efficacy
of
our
long-term
care
system
is
putting
2.2
million
into
staffing.
C
Do
we
have
confidence
that
that's
the
right
way
to
spend
the
money?
I
mean
that's
the
recommendation
of
our
third-party
evaluator,
but
in
fairness
he
was
looking
at
a
particular
aspect
of
that
system
and
again
I'm,
not
I'm,
not
asking
the
question
because
I
oppose
it.
On
the
contrary,
what
I'm
wondering
is
is
staff,
confident
that
2.2
million
dollars
increase
are
added
to
the
budget?
Each
year
is
best
spent
on
the
suggestion
by
our
third
party
evaluated
or
given
that
we
have
a
Lynne
waitlist
of
3,200
people
as
of
last
year.
C
Does
it
make
more
sense,
in
terms
of
overall
health
outcomes
in
the
City
of
Ottawa,
to
use
that
money
to
increase
the
number
of
long
term
beds?
I
mean
just
as
an
example,
I,
don't
know
the
answer,
I'm
asking
that
because
I
think
it's
important
that
you
give
us
advice
on
whether
you
think
2.2
million
dollars
added
your
budget.
How
cannot
best
be
used
to
improve
overall
health
outcomes
for
residents
in
our
city.
D
Madam
chair
consistently,
we
heard
that
the
number
one
issue
was
having
additional
personal
support
workers
so
that
there's
less
less
rushing
more
availability,
more
responsiveness
to
call
bells
less
chances
of
neglect
in
terms
of
providing
service
in
a
timely
way,
and
we
are
below
the
the
provincial
average.
So
personally,
I
think
this
is
the
best
investment.
Of
course,
we
will
continue
to
review
all
of
the
other
recommendations
and
look
at
other
options
to
improve
our
outcomes
and
we
will
bring
those
forward
as
part
of
the
2019
budget.
D
C
There's
no
suggestion
that
we
spend
money
on
those
five
positions
for
the
time
being,
and
the
2018
budget
year
again
is
the
stuff
comfortable
with
the
idea
of
saying
yes
to
35
PSWs,
but
no
to
a
quality
and
risk
manager,
no
to
a
nursing
practice
manager,
no
to
an
HR
management,
no
to
admission
coordinators
and
notice
staff
development
at
the
resources
within
that
2.2
million
dollar
envelope.
So.
D
We
do
have
a
request
into
the
limb
for
a
nurse
practitioner
so
again
we're
going
back
to
leveraging
all
different
sources
of
revenue.
We
also
have
have
had
conversations
with
Donna
gray
and
her
team
around
HR
and
labor
relations,
as
well
as
organizational
development.
We
have
also
been
looking
at
some
of
the
functions
that
mr.
foucha
outlined
in
terms
of
our
social
worker
and
so
forth,
to
look
at
the
roles
and
responsibilities
and
removing
some
of
the
administration
so
that
they
can
concentrate
on
some
of
those
tasks.
D
C
The
question
that
I'm
wondering
chair
is:
would
it
be
helpful
in
terms
of
giving
staff
flexibility
to
conduct
the
hiring
in
a
way
I
mean
this
is
all
happening
relatively
quickly
when
we
got
this
report
an
hour
ago.
So
in
your
motion
was
read
out
half
an
hour
ago,
and
so,
while
I'm
prepared
to
vote
on
it
today,
I'm
just
wondering
if
it
wouldn't
make
sense
to
say:
okay
we're
going
to
put
2.2
million
dollars
into
this
800,000
in
this
fiscal
year.
But
can
we
not
give
staff
flexibility?
C
B
My
motion,
I,
don't
think,
there's
any
doubt
that
we
need
to
hire
all
35
psi.
Booze
I
think
that's
pretty
clear
that
we're
understaffed
it's
18
minutes
of
personal
care
per
person
in
all
of
our
homes.
But
what
the
motion
does
say
is
also
that
we
are
delegating
authority
to
the
general
manager
on
the
other
million
dollars
that
will
be
moved
at
go
tomorrow
in
order
to
give
the
general
manager
flexibility
to
use
that
money.
B
C
Just
on
that
I
mean:
are
we
even
confident
that
there
are
35
trained,
PSW
applicants
who
we
know
we
could
hire
in
this
fiscal
year
again
to
satisfy
the
$800,000
that
were
allocating
I
mean
I?
Just
it
strikes
me,
given
that
training
and
education
was
actually
one
of
the
issues
we
heard
about.
I,
don't
know
enough
about
the
labor
pool
to
know
whether
it's
going
to
be
easy
to
hire
35
quality
PSWs
in
the
short
time
that
we're
giving
staff.
C
B
Prepared
to
let
that
stand
as
a
direction
that
the
general
manager
can
have
some
flexibility,
but
I
can
tell
you
that
we
have
discussed
this
and
the
$800,000
is
only
a
part
year
effect,
because
we
recognize
this
training
and
staffing
that
will
take
some
time.
So
it's
not
the
four-year
impact.
So
but
staff
seem
to
be
confident
that
that
they
would
be
able
to
hire
the
35
in
a
timely
fashion.
G
So
no
one
is
doubting
the
need
for
more
PSWs
but
I'm,
not
confident
that
it
all
should
go
into
that
pot
and
so
either
today,
you're
just
so
firm
in
your
confidence
that
this
is
how
that
$800,000
should
be
allocated,
or
we
potentially
put
a
different
motion
on
the
floor.
That
says
think
about
this
over
the
next
month
and
the
intent
is
to
allocate
$800,000.
You
tell
us
how
you
need
to
spend
that
$800,000
I
think
you
should
be
bringing
that
direction
to
us.
G
D
I'm
sure
the
we
do
have
a
number
of
PSW
right
now
that
work
part-time
they're,
approximately
22
of
them,
so
we
certainly
can
move
from
them
being
part-time
to
bolt
to
going
full-time,
recognizing
that
we
do
have
to
look
at
our
hiring
practices
and
that
could
be
done
fairly
quickly.
Then
there
would
be
an
external
competition
that
would
be
needed.
We
will
look
at
any
of
these
other
recommendations
in
terms
of
moving
forward
if
we
think
they
are
a
priority.
So
one
example
is
a
mr.
D
Frizzell
identified
the
need
for
five
other
registered
personnel
in
the
budget
from
the
province.
They
did
identify
one
new
nurse
per
home,
so
there
is
a
lot
of
moving
parts.
Absolutely
we
will
put
forward
the
best
solution
going
forward,
but
having
participated
in
many
of
the
sessions
with
with
the
families
and
residents
and
staff
as
well
as
consistently,
and
we
also
heard
from
the
Auditor
General
this
morning
that
the
need
for
personal
support
workers
is
great
if
it
is
the
direction
of
a
committee
for
us
to
come
back
next
month
and
put
our
recommendations
forward.
G
I'm
putting
it
to
you,
because
if
you
feel
that
the
best
direction
to
go
in
this
regard,
is
the
motion
that's
on
the
floor
now
then
I
will
take
your
advice
on
that
matter,
but
I
think
there
is
some
utility
in
taking
a
breath
that
the
report
is
extensive.
There's
been
zero
public
consultation.
There's
been
no
pre-release
of
this
report.
G
We
may
hear
some
positive
things
from
our
community
who
would
like
to
provide
some
input
before
this
committee
and
council
makes
a
decision,
and
so
that's
why
I'm
looking
to
you
I'm
looking
to
you
with
that
question,
let
me
just
let
you
think
about
that
and
I'm
going
to
move
on
with
some
other
questions.
So
I
had
asked
when
mr.
4gl
provided
his
report.
Why
this
wasn't
pre-released?
D
G
G
G
We
are
providing
the
best
possible
care
that
we
can
and
I
don't
want
us
to
get
hung
up
on
a
number,
a
provincial
average.
We
had
extensive
conversation
at
this
committee
and
I,
don't
know
whether
it
was
part
of
the
budget
process
or
part
of
a
reaction
to
another
report
where
we
continuously
asked
you
if
ottawa's
score
below
the
provincial
average
needed
to
be
addressed,
and
we
were
basically
assured
that,
even
though
you
acknowledge
we
are
below
the
provincial
average,
we
could
still
make
do,
we
could
still
provide
quality
care
to
our
residents.
G
You
talked
about
some
of
the
factors
that
play,
but
basically
you
gave
this
committee
assurances
that
we
were
still
providing
quality
care
and
that
we
were
still
getting
along
well
and
yet
today
you
say
you
welcome
the
recommendations,
so
I'm
troubled,
that
there
was
talk
prior
to
the
2018,
a
budget
that
at
least
contemplated
or
at
least
talked
about
the
concerns
about
the
City
of
Ottawa
scoring
below
of
the
provincial
average,
and
some
members
were
contemplating
allocating
additional
resources.
But
we
were
basically
assured
and
reassured
that
the
quality
of
care
was
satisfactory.
G
Can
I
just
ask
if
there
will
be
any
pressure
to
increase
the
fees
that
are
charged
residents
who
stay
in
our
long
term,
long
term
care
homes?
There's
talk
today
about
using
reserve
funds
to
offset
the
additional
costs
to
add
staff,
but
I'm
sure
questions
from
the
public
will
be
if
the
city
is
going
to
incur
additional
costs,
whether
there'll
be
any
upward
pressure
on
fees
charged
to
residents.
A
So
no,
madam
chair,
the
the
co-payments
established
and
long
term
care
are
said
by
the
province
and
they're
fixed
across
the
province.
Currently,
today,
a
resident
living
in
a
basic
room
pays
eighteen
hundred
twenty
dollars
and
a
resident
living
in
a
private
room
pays
twenty
six
hundred
dollars.
Okay,.
G
Thank
you
for
that
guess.
My
last
line
of
questioning
are
about
the
PSWs
who
really
do
find
work,
and
you
know
I
want
to
acknowledge
the
the
vast
vast
majority
just
like
in
every
other
industry,
really
are
people
who
care
care
about
the
residents
in
our
homes
and
are
there
for
the
right
reasons,
but
certainly
as
as
mr.
Fojo
indicated,
there
are
perhaps
people
who
maybe
this
isn't
their
calling.
How
do
you
review
the
performance
of
I?
Don't
want
to
just
focus
on
PSWs,
but
staff
who
work
in
homes
on
a
let's
say
annual
basis?
G
How
do
you
identify
shortcomings
in
their
skill
set,
and
how
do
you
identify
improvements?
I
want
to
make
sure
that
something's
in
place
before
these
recommendations
come
in,
but
ultimately
the
goal
should
be.
How
do
we
get
the
best
staff
best
trained
staff,
identify
gaps
and
give
them
the
training
that
they
need.
G
G
The
intent
would
be
to
come
back
to
the
next
CPS
meeting
to
identify
a
plan
on
how
they
would
allocate
the
$800,000
that
that's
been
identified
in
councilor
Dean's
motion,
but
the
intent
would
be
to
allow
staff
to
come
back
and
report
to
this
committee,
their
plan
to
to
allocate
those
funds.
So
that's
just
general
wording,
but.
B
I
can
tell
you
that
there
has
been
six
months
of
extensive
consultation
with
the
families
and
with
the
residents
in
the
home
and
the
recommendations
we've
worked
with
city
staff
on
these
recommendations
is
very
confident
in
saying
everyone's
in
agreement
that
we
need
to
get
on
with
hiring
these
personal
support
workers
now
so
I.
Don't
think
that
there's
a
reason
to
complicate
it
by
bringing
it
back,
I
think
what
we
really
have
to
do
is
get
on
with
hiring
more
staff.
Well,.
G
Let
me
just
ask:
is
this
the
best
recommendation
before
us
because
I
caught
some
hesitancy
when
I
asked?
If
you
believe
this
is
the
right
way
to
go,
you
don't
need
a
month
to
come
back
to
us
and
clearly
indicate
how
you'd
like
to
allocate
those
800,000.
Then
I'll
accept
the
deans
motion,
but
I
think
that
I
mean
councillor
Dean's,
have
the
Privia
of
advance
notification
of
the
report,
I
I
didn't
and
we're
being
asked
to
basically
think
about
how
to
spend
two
point:
three
million
dollars.
Annualize.
G
D
Chair
I
apologize
if
I
was
a
hesitancy.
That
was
not
my
intent
unanimously.
We
heard
that,
while
personal
support
workers
is
the
priority,
what
I
was
saying
is
potentially
if
we
cannot
hire
sufficient
person
support
workers
between
now
and
the
end
of
the
year,
because
we
want
to
hire
the
right
people,
we
want
to
look
at
our
hiring
press
practices.
We
want
to
look
at
language
attitude,
suitability
all
those
things
are
important.
We
want
to
hire
the
right
people.
D
B
Okay,
thank
you.
In
the
meantime,
California's
pub
has
given
me
a
suggestion
for
a
family
member
which
I'm
going
to
accept
is
friendly,
so
the
resolution
will
now
say
therefore,
be
it
resolved
that
community
and
Protective
Services
Committee
recommend
that
City
Council
approves
that
35
new,
additional
FTAs
and
long-term
care
services
for
personal
support
workers
or
other
new
positions
as
the
general
manager
determines,
are
necessary
and
then
the
rest
of
the
motion.
So
we
get,
we
are
giving
you
a
little
added
flexibility:
okay,
counselor
Therese,.
E
Thank
you,
madam
chair,
and
this
is
a
very
happy
with
the
new
language
in
motion,
because
I
really
don't
want
that.
I
didn't
want
to
not
support
the
motion,
because
we
all
know
that
we
need
extra,
PWS
and
I
totally
agree.
And
if
you
ask
anybody
in
this
city,
we
need
those
personnel
that
to
help
our
resident
and
our
people
in
our
long
term.
But
my
problem
is
the
review.
Didn't
look
at
the
big
picture.
We
didn't
look
at
the
managerial
look.
E
We
have
so
many
management
and
I
like
to
see
in
the
next
report
or
before
for
next
year.
When
you
do
a
review,
you
need
to
also
look
at
your
money,
your
management
expenses,
because
if
you
want
to
find
a
saving
or
efficiency,
it's
not
always
on
the
front
line,
work
or
below.
We
always
know
that
we
need
more
people
to
serve
the
there
isn't
but
I'm,
not
sure
in
our
practice
and
the
practice
that
our
long-term
facilities
are
equivalent
to
nonprofit
or
any
other
facility.
Because
I
know
from
a
personal
from
a
personal
experience.
E
I
sit
on
another
long
term
and
I
know
our
management
level
and
I
see
the
deficiency
and
I
see
so
many
we're
going
to
so
many
layers.
You
have
manager
for
everything
almost
so
I
mean.
Are
we
really
looking
at
at
the
picture
only
on
a
lower
level
we're
not
looking
into
the
management
expense
and
that's
where
that's
concern
me
and
I,
like
in
the
next
review,
I
like
to
ask
recommendation
if
the
chair
will
allow
that
we
need
to
review
those
expenses
and
those
management
layer
of
management
we
have
and
see.
E
If
we
find
deficiencies,
so
we
can
hire
more
PWS
and
that's
where
I
really
look
at
for
our
resident,
because
you
have
too
many
soldiers,
you
have
too
many
chief,
you
don't
have
enough
soldier
and
that's
how
the
way
I
look
at
it
into
our
practices.
So
I
will
be
supporting
the
motion
and
making
sure
in
the
next
review.
We
will
review
our
structure
and
how
how
many
management
we
have
and
we
compare
them
to
another
nonprofit
facilities.
J
A
Madam
chair,
the
training
on
abuse
is
a
legislated
annual,
mandatory
training
for
all
staff,
all
new
staff
when
they're
going
through
general
orientation
that
training
is
provided
in
person
and
as
a
result
of
the
plans
we
put
forward
to
the
ministry
last
year.
All
of
our
abuse
training
now
is
done
in
person
with
our
staff,
we're
using
scenarios
around
abuse
and
neglect.
So
staff
have
a
better
understanding
of
what
that
looks
like,
but
it's
done
every
with
all
of
our
staff
and.
A
In
the
in
the
past,
we
have
a
software
called
surge
learning
and
a
lot
of
the
training
modules
were
done
online
because
of
the
the
priority
around
the
safety
of
our
residents
and
stops
ability
to
distinguish
between
what
abuse
and
neglect
look
like.
We
wanted
it
to
in
class
sessions.
So
they
could
have
a
discussion
as
a
group
and
a
better
understanding
of
both
the
definition,
the
duty
to
report
and
our
duty
to
protect
our
residents.
Okay,.
J
Because
one
of
my
questions
is
with
regard
so
obviously
there's
a
lot
of
my
colleagues.
It
sounds
like,
are
hesitant
or
reluctant
to
put
all
our
eggs
in
one
basket,
because
we've
obviously
seen
there's
multiple
elements
and
factors
based
on
the
presentation
and
there's
a
lot
of
information
to
digest
here.
J
A
Chair
our
current
budget
has
two
hundred
sixty
five
thousand
dollars
that
we
use
for
a
legislative
training
with
our
staff.
As
part
of
the
ask
for
the
the
million
dollars
there'll
be
an
opportunity,
there's
several
different
training
options
within
our
plan
and
we'll
be
looking
to
allocate
the
appropriate
dollars
from
the
capital
funds
that
are
given
to
us
to
ensure
that
we
train
all
staff
in
the
areas
that
we've
identified
in
a
plan.
But.
J
D
It's
finding
the
balance,
so
if
we
look
at
what
we
need
in
terms
of
the
equipment
that
we
need
will
purchase
that
the
technology
that
we've
heard
is
very
important
in
terms
of
ensuring
our
accuracy
and
freeing
up
staff
to
be
more
available
to
to
residents
and
part
of
technology.
Is
that
having
the
required
training?
So
again,
we
will
go
back
and
it
gives
the
general
manager
the
discretion
at
looking
at
what
the
priorities
are
between
the
equipment,
the
training
and
the
technology.
Okay,.
J
And
on
that,
are
we
also
on
this
motion
chair
that
we
have?
Are
we
able
to
add
some
flexibility,
because,
even
with
the
friendly
amendment
that
counselor
Nussbaum
brought
forward,
we're
just
talking
about
FTS
we're
not
talking
about
potentially
training
or
some
other
resources
that
might
be
needed
to
help
sit.
B
J
B
J
B
D
Think
that
between
the
800,000
for
the
new
staff
and
the
$1,000,000
for
the
equipment,
technology
and
training,
we
will
have
an
excellent
plan
for
this
year
and
any
resulting
Delta
or
needs
going
forward.
We
can
identify
in
the
2019
budget,
most
of
we've
implemented
a
great
number
of
plans
and
training
to
the
state
with
very
little
to
no
cost,
and
so
we
will
continue
to
to
do
so
and
I'm
very
confident
that
this
injection
of
funding
will
go
a
long
way
to
resolving
any
pressures
that
we
have
this
year.
J
So
one
of
the
other
locking
areas
that
was
mentioned
in
the
presentation
was
about.
You
know
the
outdated
facilities
that
we
have
and
how
some
incidents
can
happen
amongst
residents
so
again,
another
area
where
it's
been
flagged
for
us
and
we're
not
doing
anything
about
it.
So
do
you
see
my
concern
here
is
were
cornering
ourselves
into
one
pool
of
funding,
we're
not
addressing
the
other
issues
that
were
highlighted
to
us.
So
how
do
you
address
that?
Or
what
are
your
terms
for
infrastructure
improvements
for
existing
facilities,
so.
A
J
J
With
regards
to
the
volunteers
in
the
report
indicated
that
they're
down
they've
been
down
since
2015.
What's
what
are
some
of
the
issues
are?
Where
are
we
seeing?
What's
the
reason
for
that?
Is
there
anything?
Is
it
difficult
to
get
people
to
help
out
or
is
there
any
special
specific
issues
have
been
happening
to
explain
the
decrease
in
the
number
of
volunteers
so.
A
Madam
chair,
for
the
first
three
months
of
this
year,
we've
seen
a
six
and
a
half
percent
increase
in
the
volunteer
hours
from
our
volunteers.
We
have
over
600
active
volunteers
in
our
homes
and
Greg
alleviated
to
this
earlier,
but
volunteerism
is
declining.
We're
looking
at
working
closely
with
our
families
that
are
associated
with
residents
in
the
home
to
be
working
around
getting
them
registered
as
volunteers
to
see
if
they
can
support
us
around
the
mealtimes,
where
it's
very
difficult
for
staff
because
of
the
pressures
over
40
percent
of
our
residents
require
assistance
with
eating.
J
A
Chair,
our
volunteers
are
used
for
a
number
of
things,
as
I
said,
for
feeding
residents
reporting
residents
to
and
from
activities
actually
running
activities
in
the
home.
They
they
do
friendly
one-on-one
visits.
They
will
take
residence
for
walks
on
the
property.
They
do
a
number
of
different
things.
Some
of
our
volunteers
are
entertainers
that
come
into
the
home,
so
they
may
provide
a
music
program
for
our
residents.
A
J
B
D
E
B
You
thank
thank
you,
Eric
answer
to
a
story,
but
that
and
okay.
So
just
a
couple
questions
for
me.
One
I
was
taught
that
the
report
would
be
released
for
all
to
have
a
copy
of
today
and
then
there's
been
some
questions
about
that
actually
happening
so
looking
at
which
mr.
Kellogg
is,
and
you
just
guaranteed
that
the
report
will
be
made
available.
I
B
D
So,
madam
chair,
the
2017
budget,
was,
it
was
a
twelve
point.
Three
million
dollar
commitment
on
behalf
of
the
city
in
2019.
It
increased
to
thirteen
point,
seven
million
eight
hundred
and
seventy
thousand
dollar
increase,
which
is
a
seven
percent
increase.
Where
you
see
a
difference,
is
between
actuals
and
one
year
and
the
actuals
in
the
next
year,
and
that
is
because
any
staff
absence
absenteeism
or
modified
unit,
then
we
have
to
because
we're
24/7
and
we
need
to
maintain
these
ratios
and
we
don't
want
to
work
short.
What
we
do
is
we.
D
We
fill
those
sick
leave
and
spots.
So
what
we're
finding
this
year
is.
We
are
spending
above
the
budget
to
the
same
rate
as
we
spent
last
year
and
will
continue
to
do
so
as
we
respond
to
the
sick
leave
in
our
homes
recognizing
those
outbreaks
that
occur
and
they
vary
from
year
a
year.
The
800,000
that
you're
proposing
this
year
would
go
a
long
way
going
forward
to
having
a
base
budget
budget
solution.
That
would
be
the
budget
itself.
The
actuals
will
always
be
higher
because
we
have
to
replace
for
sick
leave
in
homes.
D
D
Sick
leave
requirement
varies
year-over-year
and
we
are
working
with
staff.
We
were
working
towards
having
that
healthy
workplace
and
ensuring
that
the
proper
practice
is
in
place,
so
there's
less
injuries
and
those
sorts
of
things,
so
it
does
fluctuate
from
year
to
year.
At
some
point,
committee
may
want
to
look
at
putting
some
additional
funding
for
a
bit
of
a
balance
from
year
to
year,
but
it
does
fluctuate
from
year
to
year.
B
B
Flexibility,
therefore,
bit
resolved
the
community
and
Protective
Services
Committee
recommend
that
city
council
approve
that
35
new,
additional
FTEs
and
long
term
care
services
for
personal
support
workers
or
other
new
positions
as
the
GM
determines,
are
necessary
and
that
$800,000
be
provided
from
the
one
time
an
unforseen
account
to
permit
the
hiring
to
take
place
in
2018.
Can
we
carry
that
motion?
Okay,
thank
you
and
then
on
the
report
carried.
Thank
you.
B
Yeah
we're
receiving
the
findings,
but
the
report
says
that
the
community
and
Protective
Service
Committee
recommends
that
council.
So
it
is
another
recommendation,
so
we
carry
that
recommendation
and
we
received
those
findings.
Okay,
okay
I
should
go
to
law
school,
okay,
so
then
bonding
no
sis
of
motion
inquiries,
other
business
adjourned.
Thank
you
all
and
thank
you
to
this
stuff.