►
Description
Community and Protective Services Committee - Meeting of Thursday, September 17, 2020 – Video Stream
Agenda and background materials can be found at http://www.ottawa.ca/agendas.
A
C
F
A
A
Thank
you
and
just
to
note
that
counselor
luloff
did
mention
he
might
be
running
late
as
he
had
the
south
nation
conservation
authority
meeting
this
morning
as
well.
So
hopefully
he'll
be
joining
us
shortly.
Any
declarations
of
interest
from
anyone,
okay,
seeing
none!
Thank
you,
everyone
for
joining
us
this
morning.
Of
course,
this
meeting,
as
you
know,
is
being
held
remotely
through
zoom,
which
is
necessary
in
these
times
of
physical
distancing,
to
keep
everyone
safe
during
the
pandemic.
A
Please
note
if
you
do
not
need
to
participate
in
the
meeting
which
you
can
also
watch.
It
live
stream
at
the
ottawa
city
council,
youtube
channel
reminder
to
participants
to
please
keep
your
microphones
muted
until
I
call
on
you
to
speak
and
then
a
reminder
to
remind
yourself
to
turn
back
on
your
microphone
when
it
is
your
turn
to
speak.
A
I
will
provide
each
committee,
member
with
the
opportunity
to
ask
questions
or
comment
on
each
item
in
the
order
in
which
they
raise
their
hand.
Using
the
raise
your
hand
function
within
zoom
committee.
Members
will
be
called
upon
first,
followed
by
any
other
members
of
council
who
have
joined
the
meeting.
A
reminder:
the
raise
your
hand
option
is
found
at
the
bottom
of
the
participants
list
for
attendees.
You
can
find
the
raise
hand
button
at
the
bottom
of
your
zoom
window.
A
A
So,
as
we
get
started
on
the
agenda,
just
a
few
comments,
I
wanted
to
share
to
get
started.
The
first
item
that
we
have
on
the
agenda
is
the
update
on
the
2018,
tornado
and
2019
flood,
and
the
office
of
emergency
management
will
present
an
overview
of
the
city's
responses
and
lessons
learned
for
future
emergency
situations.
A
I
think
it's
safe
to
say
that
the
city's
emergency
management
team
has
been
very
busy
in
the
last
year
and
I
want
to
thank
them
for
their
dedication
to
our
city,
and
I
also
wanted
to
just
share
a
few
successes
that
they've
had.
I
think
it's
important
that
we
recognize
these
and
that
we
also
celebrate
these
successes.
A
This
is
an
independent
non-profit
organization,
which
fosters
excellence
and
accountability
in
emergency
management
programs
by
establishing
credible
standards
applied
in
a
peer
review
assessment
and
accreditation
process.
So
this
accreditation
is
a
significant
achievement
in
the
industry
and
it
also
showcases
that
our
city
departments
hold
a
high
standard
in
their
ability
to
respond
to
emergency
events.
A
So
our
city
was
commended
for
the
work
accomplished
to
achieve
compliance
with
these
industry
standards.
Also
in
2008
staff
in
the
emergency
office
of
emergency
management
were
also
awarded
the
canadian
association
of
chiefs,
police,
motorola
awards
of
excellence
and
emergency
preparedness
for
their
emergency
response
exercise.
A
I
again,
I
think
it's
important
to
recognize
this
success
and
this
level
of
dedication-
and
I
thank
you
to
all
of
the
teams
involved
in
emergency
management
and
your
dedication
to
our
city
does
not
go
unnoticed
on
the
agenda
as
well.
Today
we
have
the
auto
of
fire
services
report.
Annual
report-
and
I
know
chief
ayet-
is
here
to
answer
any
questions
that
you
might
have.
A
They
received
re-accreditation
with
the
commission
of
on
fire
accreditation
international
and
they
also,
of
course,
provided
emergency
support
during
the
spring
floods,
the
bus
collision
at
westborough
station
and
restaurant
fire
in
the
byward
market
to
highlight
a
few.
So
thank
you
to
both
our
career
and
our
volunteer,
firefighters
for
the
incredibly
important
work
that
you
continue
to
do
to
keep
our
city
safe.
A
A
I
do
want
to
turn
my
attention
now
briefly
to
item
three
on
the
agenda,
which
is
the
ottawa
paramedic
service,
2019
annual
report.
The
report
shows
how
ottawa
paramedics
have
spent
more
than
53
thousand
hours
in
offload
delay,
and
these
lost
hours
amount
to
a
loss
of
64
full-time
equivalents
or
approximately
7.7
million
dollars
annually.
A
A
I
think
it's
important
to
provide
an
opportunity
for
the
hospitals
to
join
us
to
outline
their
plan
and
steps
that
they
are
committing
to
take
to
minimize
offload
delays
and
to
answer
our
questions
from
committee
members
and
council
members
on
this
issue.
So
unfortunately
they
were
not
able
to
join
us
for
today's
committee
meeting.
A
We
do
have
a
motion
that
counselor
aglai
has
and
will
read
out
for
us
a
deferral
motion
to
ask
that
this
item
be
added
to
the
next
agenda
on
our
october
15th
meeting,
and
I
hope
members
will
support
this
motion
and
these
steps
that
I
am
suggesting
so
I'll
ask
keith.
If
you
don't
mind,
if
you
could
please
read
out
the
motion.
E
E
E
So
the
motion
is,
whereas
the
response
to
inquiry
cps
03-19
list
on
the
community
protective
service
committee
agenda
of
october
17
2019
outline
in
detail
the
many
mitigation
efforts
done
by
ottawa
paramedic
service
to
reduce
the
offload
delays
and
outline
three
items.
Local
area
hospitals
believe
would
help
alleviate
offload
delays
and
whereas
the
auto
paramedic
service,
2019
annual
report
details
concerning
information
about
the
challenge,
challenges
and
complexities,
ottawa
paramedics
are
facing,
including
spending.
E
Six
hundred
and
sixty
three
hours
in
offload
delay
married
to
lost
64
ftes
at
an
annual
cost
of
approximately
7.7
million
in
2019
and
offload
delays
continue
to
increase
in
emergency
departments
in
ottawa
and
whereas
the
provincial
industry
standard
to
transfer
the
care
of
a
patient
paramedics.
The
emergency
department
is
30
minutes
at
the
90th
percentile
in
2019.
E
They
can
make
to
reduce
offload
delays
in
our
city
and
have
all
have
all
agreed
all
agreed
to
attend.
That's
a
slight
typo.
We
have
to
add
a
d
to
agree
there
mark
I've
all
agreed
to
attend
the
next
community
and
protect
the
services
committee
on
october,
15,
2020
and
we'll
provide
members
of
committee.
A
detailed
update
on
the
progress
made
on
this
serious
issue.
Thanks
mark,
be
it
resolved
that
the
ottawa
paramedic
service
2019
annual
report
be
deferred
to
the
next
regular
meeting
of
the
community
and
protective
services
committee.
A
Terrific.
Thank
you
very
much.
Thanks
for
your
support
on
this
motion.
I
know
we
all
look
forward
to
hearing
from
the
hospitals
and
certainly
a
thank
you
to
both
gm
de
monte
and
and
chief
kelly
for
their
work
in
the
last
few
weeks,
leading
up
to
this
meeting
and
and
going
forward
as
we
bring
the
ceos
to
the
next
meeting.
So
thank
you
very
much
moving
on
then
in
the
agenda.
We
do
still
need
to
confirm
the
minutes
of
the
meeting
of
august
20th
2020
are
the
minutes
confirmed.
A
A
A
A
A
I
I
As
you
indicated,
initially
chair,
we've
been
at
full,
bore
all
all
hands
on
deck
on
our
covet
2019
response
over
the
last
two
years.
The
city's
also
escalated
to
declare
a
state
of
emer
a
statewide
emergency
twice
in
the
ninth
2019
spring
flood,
and
currently
we
are
in
a
state
of
emergency
for
covet
19..
I
I
Since
2018
1
325
participants
have
been
trained
in
these
techniques,
we
have
launched
our
virtual
emergency
operations
center,
which
has
been
successful
through
the
use
of
technology
and
the
effort
of
all
staff
involved.
We
continue
to
implement
the
incident
management
system
in
all
our
decision
centers.
I
As
of
march
11,
2020
virtual
emergency
management
training
is
being
provided
in
order
to
continue
capacity,
building
and
205
participants
attended,
17
training
sessions
for
various
roles
in
the
emergency
operations
center,
including
our
control
group
duty
officers
and
scribes,
among
others,
by
continuing
to
train
staff
and
extending
emergency.
This
extended
emergency
draws
on
our
resources.
We
are
able
to
add
to
the
roster
and
ensure
continuity
of
service
delivery.
I
I
I
G
G
G
It
was
an
incredible
event.
It
was
something
unseen
in
our
community
previously
and
if
we
move
to
the
the
next
slide,
I'll
just
talk
about
the
the
timeline
and
what
happened
in
in
in
the
order
of
which
it
happened,
it
was
early
or
sorry.
It
was
a
friday
afternoon.
I
remember
well,
and
we
received
a
tornado
warning
and
immediately
after
the
warning
was
the
first
touchdown
and
the
strength
of
the
tornado
was
significant
when
it
hit
the
robin.
G
The
city
was
notified
of
all
the
touchdowns
and
at
at
that
moment
as
well,
we
noted
the
damage
to
the
transformer
off
of
maryville
and
the
impact
that
that
had
so.
Not
only
did
we
have
a
tornado
and
the
effects
of
the
tornado,
which
is
multiple
tornadoes,
but
we
also
had
170
000
people
lose
power,
which
was
significant
over
the
next
two
days.
G
There
are
a
number
of
individuals
who
we
checked
on
because
there
was
no
power
for
their
elevators
and
it
was
a
significant
event,
because
this
is
an
event
that
affected
numerous
parts
of
the
city,
but
the
city
as
a
whole
and
then
over
the
next.
Several
days,
power
did
come
back
slowly
and
this
and
our
service
transition
to
removing
debris
having
information
centers,
and
it
was
a
while
later
that
we
actually
were
able
to
just
discontinue
the
event,
and
that
was
in
mid-october.
G
Next
slide,
just
in
terms
of
the
report
that
came
from
callion,
where
they
surveyed
individuals
who
participated
in
the
event,
and
they
noted
a
number
of
best
practices
and
the
first
one
was
the
use
of
expertise
where
they
actually
were
appreciated.
The
fact
that
we
leveraged
the
knowledge
and
expertise
of
other
individuals.
G
With
respect
to
the
use
of
liaison
and
duty
officers,
it
was
an
important
piece
that
we
continued
to
mature
this
process.
We
had
communications
teams
that
had
someone
from
the
information
command
center.
We
had
ngos,
the
canadian
red
cross,
samaritan's
purse
had
liaison
officers
in
our
emergency
operations
center.
G
G
Counselors
were
better
able
to
communicate
with
the
public
at
town
hall
meetings
and
on
the
news
and
in
social
media
the
last
one.
There
is
the
the
use
of
web
applications,
the
duty
officers
supported
information
exchange
and
maintenance
of
situational
awareness
across
departments,
and
this
was
really
an
important
piece
where
we
were
able
to
share
information
electronically.
G
The
also
the
the
other
piece
was
the
use
of
scribes
and
runners,
which
was
invaluable
since
2017
floods,
many
people
were
cross-trained
as
scribes
during
the
tornado.
Scribes
were
used
to
support
response
operations
by
documenting
all
relevant
information
and
decision
making
at
the
decision,
centers
and
site
commands
interesting
to
say
runners,
but
runners
were
individuals
that
were
came
from
several
departments,
including
public
information,
recreation
and
cultural
programs
that
were
identified
and
used
as
a
runner.
G
G
And
the
concept
here
is
that
counselors
were
given
essentially
a
1
800
number
24
7
to
be
able
to
contact
somebody
who
would
actually
find
information
for
them
so
that
they
could
communicate
with
their
communities
are
improving
our
community
engagement.
The
city
recognized
that
many
of
the
affected
individuals
were
without
power
and
information
that
was
not
available
through
web-based
applications,
so
in
certain
affected
areas.
Local
community
associations
and
counselors
organized
local
town
hall
sessions
to
share
information
with
with
the
public.
G
The
other
piece
is
that
on
protracted
events,
you
actually
have
to
schedule
time
off
for
individuals,
and
that
really
was
an
important
piece,
as
we
learned
through
different
events.
We
also
formalized
the
registration
process
where
we've
been
fortunate,
with
the
outpouring
of
support
from
from
our
community
to
volunteer
to
assist
impacted
residents.
Improvements
continue
to
be
made
to
ensure
that
an
easy
and
organized
registration
process,
including
the
use
of
signage
at
the
locations
for
walk-ups
and
coordination
with
larger
organized
groups.
G
In
addition,
the
support
from
the
ottawa
volunteer,
search
and
rescue
taj
mahal
to
manage
volunteers
was
was
incredibly,
was
invaluable
to
our
to
the
management
of
this
event,
and
then
the
last
one
was
provided.
Additional
staff
training
is
that
the
office
of
emergency
management
and
chief
damonte
or
sorry
general
manager
de
monte
also
noted
that
we
focused
on
increasing
our
capacity
to
support
the
activities.
G
G
G
G
G
G
We
activated
activated
operations
where
the
senior
leaders
of
the
city
were
absolutely
engaged
and
all
city
departments
were
engaged
on
the
24th
of
april
by
the
25th.
We
had
declared
a
state
of
emergency,
and
this
was
an
important
feat
because,
with
we
were
able
to
access
the
federal
government
through
provincial
emergency
operations,
center
and
military
personnel
were
soon
deployed
to
assist
us
on
april
26th.
We
started.
G
It
was
june
2nd
that
it
touched
that
another
tornado
touched
down
and
thank
goodness,
that
no
significant
injuries
or
devastation
occurred,
and
that
was
in
orleans.
So
at
the
same
time
that
we
were
fully
engaged
in
looking
at
the
recovery
operations,
we
also
had
to
deal
with
a
tornado
that
touched
down
in
orleans
on
june
12th.
G
The
mayor
ended
the
state
of
emergency
and
understanding
how
long
an
event
this
was,
and
the
amount
of
resources
that
this
consumed
by
the
city
so
in
terms
of
best
practices
on
the
next
slide,
it
was
noted
that
our
public
communications
were
were
good
and
that
people
within
public
information
and
media
relations
made
an
exceptional
effort
at
updating
public
volunteer
organizations,
samaritan's
purse,
canadian,
red
cross
and
community
associations
on
efforts
taken
by
the
city.
The
public
awareness
initiatives
were
considered
by
many
to
be
one
of
the
successful
aspects
of
the
2019
flood
response.
G
With
respect
to
the
effective
communication,
coordination
and
management
of
volunteers,
the
ottawa
volunteer,
search
and
rescue
ovisar
role
in
the
management
of
volunteers
was
exceptional.
We're
able
to
tap
into
ottawa,
volunteer,
search
and
rescue
to
provide
that
service,
so
they
were
able
to
help
manage
volunteers
on
behalf
of
the
city
and
behalf
of
the
community
volunteer
recruitment
and
the
appropriate
placement
where
the
needs
were
higher
was
vital
to
the
effective
management
of
volunteers.
G
The
mayor's
decision
to
declare
a
state
of
emergency
enabled
a
quick
deployment
of
hundreds
of
canadian
armed
forces
members
to
assist
with
sandbagging.
This
action
also
provided
the
public
with
comfort
and
confidence
that
they
were
receiving
much
needed
help.
The
early
request
for
volunteers
was
also
noted
to
assist
with
sandbagging
resulted
in
15
000
individuals,
providing
the
necessary
support
to
effectively
fill
sandbags
and
protect
many
neighborhoods
that
otherwise
would
have
succumbed
to
the
rising
water
levels.
G
The
last
one
may
seem
a
little
bit
odd,
but
gis
mapping
was
was
really
enhanced.
Our
our
ability
to
deal
with
this
situation
and
assisted
in
our
decision
making
the
mapping
tool
was
an
effective
and
quick
method
to
capture
flood
levels,
water,
revelation
elevations
and
identify
areas
or
zones
that
required
a
response.
G
G
G
A
A
G
G
We
recognize
that,
with
the
number
of
events
that
have
occurred,
that
really
we
needed
more
people
within
the
city,
as
in
city
staff,
with
a
good
understanding
of
how
we
operate
during
a
situation
or
a
disaster
such
as
the
ones
we've
been
through.
So
we
continue
to
provide
additional
training
and
even
during
covet
19,
I
can
relay
to
you
that
we've
been
continuing
to
provide
training
to
support
our
activities.
G
Within
the
city,
we
improved
their
shift
transfer
protocols,
and
this
was
also
recognizing
that
we
had
to
have
a
good
transfer
of
information
and
when
they
say
end
the
day,
it
may
be
midday
where
we
transfer
information
from
one
eoc
group
emergency
operations
group
to
another.
So
we've
improved
those
protocols
with
providing
for
an
overlap.
G
We
also
enhance
the
duty
officer
engagement
duty
officers
are
individuals
within
departments
across
the
city
who
in
many
senses,
are
the
eyes
and
ears
and
report
back
on
events
within
their
service
area
or
their
department,
and
we've
continued
to
recruit
these
individuals,
but
also
to
provide
them
training
on
what
is
important
and
when
to
engage
with
the
corporate
organization
or
the
office
of
emergency
management.
So
our
our
duty
officer
is
an
integral
part
of
the
emergency
management
program.
G
Each
department
has
emergency
officers
and
they
are
responsible
for
maintaining
situational
awareness
within
the
department
being
available
on
a
24,
7
capacity
and
also
sharing
information
with
the
service
area.
So
the
information
flow
is
up
and
back
so
they
may
be
providing
information
what's
happening
within
their
service
area,
but
they're
also
able
to
provide
information
from
the
emergency
operations
center
back
to
their
department
and
the
last
two
items
are
interesting
because
of
the
length
of
the
event
with
respect
to
the
flood.
G
The
last
piece
is
that
we
actually
had
it.
We
also
developed
the
recovery
guide,
which
really
set
the
framework
and
the
resources
to
promote
an
effective
and
efficient
recovery.
The
guide
identified
key
stakeholders,
including
the
human
needs
group,
the
debris
management
group
and
the
volunteer
management
group,
a
residential
remediation
group
and
even
an
infrastructure
group,
all
important
pieces
that
touched
on
the
lives
of
the
community
almost
as
a
whole,
so
very
important
pieces
that
as
much
as
we
think
all
about
the
response.
G
The
city's
response
was
well
conducted
in
accordance
with
existing
plans,
procedures
and
protocols,
and
they
were
very
supportive
of
the
city
and
their
combined
efforts
of
the
city
staff,
ngos,
the
private
entities
and
volunteers
resulted
in
minimal
economic
and
social
losses
while
maintaining
public
confidence,
and
once
again
I
pull
it
back
to
the
mantra
that
it
is
about
maintaining
public
confidence
with
respect
to
the
2019
flood.
Kellyanne's
comment
also
was
that
we
conducted
a
well-coordinated
response
and
recovery
to
the
flood.
G
A
E
K
Thank
you
very
much
councillor
egleye
I
I
was.
I
was
waiting
to
see
if
anyone
from
the
committee
put
their
hands
up
as
well,
and
I
thought
I
saw
eli
as
well,
but
that's
fine.
Thank
you.
Well,
I
just
want
to
give
a
thank
you
to
the
to
the
staff
on
on
the
work
that
was
done,
particularly
in
the
flood
of
2019.
K
K
Wouldn't
it
be
great
if
I
had
all
those
people
back
for
for
something,
but
anyway
I
just
wanted
to
say
thanks
to
the
team
for
the
great
work,
I
think
we
learned
a
lot
and
I
appreciate
that
we
we
learned
to
be
better
in
terms
of
of
getting
volunteers
in
and
how
to
set
them
up.
I
think
that
was
a
lesson
learned.
K
If
I
don't
know
what,
if
you
want
to
comment
on
that,
but
in
terms
of
people
just
walking
up
and
trying
to
help,
but
we
needed
to
register
them,
we,
you
know
like
there
was
a
process
and
it
was
just
frankly
it
kind
of
went
out
the
window
when
people
just
showed
up-
and
you
know
they
grabbed
sandbags
and
and
and
made
a
line.
But
I
just
want
to
ask
you
about
the
the
lesson
learns
on
organizing
volunteers.
G
Chair
suds,
thank
you
for
the
question.
Counselor
kavanaugh,
the
volunteers
is
an
issue
that,
and
quite
honestly
years
ago
we
struggled
with,
and
as
you
mentioned,
that
we've
learned
along
the
way
and
the
the
number
of
volunteers
are
a
couple
of
facets
to
it.
One
is
the
call
out
which
really
was
fantastic
and
the
counselors
in
terms
of
your
networks
really
contributed
to
recruiting
those
individuals.
G
So
we've
learned
over
the
last
several
years
and
the
ottawa
volunteer,
search
and
rescue
is
absolutely
a
wonderful
partner,
not
just
them,
but
other
groups
in
terms
of
ngos
or
non-governmental
associations
that
have
helped
us,
but
the
the
volunteer
piece
really
is
key
as
a
community
for
us
to
do
well,
when
you
think
of
the
labor
of
15
000
people
that
really
really
was
fantastic
in
terms
of
us
taking
care
of
our
community.
Thank
you.
K
Thank
you,
pierre
one
of
the
situations
we
came
across
and
this
is
this
is
going
to
be
tornado.
I
was
not
hit.
Our
our
area
was
not
hit
by
the
tornado,
except
for
the
outage
and
not
like
councillor
eclice
area
at
all,
but
the
the
outage
was
serious
in
terms
of
apartment
buildings
and,
and
you
you
mentioned
it,
and
the
fact
that
you've
got
these
20-story
buildings
with
no
generators
and
that's
been
a
frustration
for
me
of
how
to
deal
with
it.
K
I've
seem
to
have
gone
in
circles
of
how
we
can
make
a
building
have
a
generator
when
people
are
stranded
on
top
floors
and
and
have
no
water.
Because
people
don't
realize
it's
not
just
no
electricity
but
they're.
They
they
can't
flush
a
toilet.
They
they
can't.
They
have
no
water
and
and
they're
in
the
dark
and
they're
stranded
because
they're
and
it's
only
the
buildings
like
condos,
then
och
was
good.
K
They
had
they
have
generators,
but
I'm
still
frustrated
that
there's
no
way
to
insist
that
generates
be
put
in
older
buildings
that
where
people
are
stranded
for
for
days
on
end,
because
I
hate
to
think
we're.
Gonna,
have
it
happen
again,
but
what
can
we
do
in
in?
Should
we
be
working
with
our
our
our
partner
at
the
province
level?
What
is
it
I've
tried
to
find
the
answer,
and
I
haven't
come
up
with
anything.
G
Sure
sense,
with
respect
to
the
scenario
described
by
the
counselor,
and
there
are
a
number
of
buildings
that
were
recognized
in
this
process
along
ambleside
and
in
particular
in
your
ward
council.
The
the
important
piece
was
that
when
those
buildings
were
built,
they
met
the
building
code
at
the
time.
So
they
would
have
emergency
lighting
in
the
stairwells.
G
But
it
absolutely
is
something
that
has
to
go
back
to
the
to
the
building
code
and
to
the
fire
service
in
terms
of
understanding
not
as
a
duty
for
them,
but
understanding
the
building
code
and
what
would
be
applied
to
the
building
code
to
require
something
like
generators
to
maintain
elevator
service
during
a
power
failure-
and
I
don't
have
the
answer-
I've
made
inquiries
with
respect
to
that
issue
on
the
building
code
and
through
building
services
within
the
city,
and
they
have
started
that
discussion.
But
that's
kind
of
where
we're
at
today.
K
Yeah
I
felt
like
I
was
going
in
circles
trying
to
get
an
answer
to
this,
and
I
I
I'm
very
frustrated-
and
it's
only
a
certain
number
of
buildings,
because
it's
older
buildings
that
were
that
didn't
and
most
of
them
are
apartments
rather
than
condos,
because
the
condos
had
boards
and
they
and
they
did
their
own
thing.
But
it's
the
looks
on
people's
faces
when
I
went
to
see
them.
K
K
E
E
You
showed
a
slide.
It
was
early
on
in
your
deck.
I
think
pierre
sort
of
a
timeline
a
tornado
hit,
and
then
you
know
blah
blah
blah.
This
happened.
That
happened.
One
thing
I
didn't
see
in
that
was
response
time,
though
I
didn't
see
when
the
city
responded
to
the
first
touchdown
of
the
tornado
and
the
second
touchdown
tornado
and
so
on.
Can
you
can
you
help
with
that?
A
little
bit
give
some
some
clarity
to
that.
G
The
and
I
think
what
you're
pointing
to
with
respect
to
the
second
tornado
is
that
the
second
tornado-
and
I
don't
say,
was
unexpected
it
just
wasn't.
It
wasn't
understood
initially
in
terms
of
the
communication
flow
that
this
second
tornado
had
touched
down
just
before
somewhere
between
around
5
30
6
o'clock
and
the
city
was
engaged
in
enhanced
operations
and
the
response
to
the
second
tornado.
G
It
wasn't
that
it
was
delayed.
Services
were
all
responding,
particularly
the
the
fire
police
paramedics
were
all
responding.
The
delay
was
that
there
was
a
the
transmission
of
information
to
the
emergency
operations
center,
understanding
the
gravity
and
the
extent
of
what
had
happened
at
that
time.
So
there
was
an
interesting
piece.
There
is
that
we
were
focused
initially
on
this
event
in
done
robin
and
then
the
second
event
that
cut
a
swath
across
the
south
end
of
the
city
there.
G
E
So,
where
I'm
going
with
this
is-
and
I
didn't-
I
didn't-
necessarily
see
it
in
the
report.
I
wanted
to
see
more
that
we
understood
or
learned
that
those
organizations
on
the
ground,
like
churches,
white
community
associations,
the
important
role,
because
what
I
think
you
would
agree
what
we
had
in
certainly
in
the
trend,
arlington
area
initially
was
a
bit
of
friction
when
the
city
did
come
in
and
say
we're
gonna,
we're
gonna
fix
this
and
and
the
existing
organizations,
the
community
associations,
the
churches
said
well,
we
have.
E
We
have
a
volunteer
center,
we
have
a
list
of
people
we're
sending
people
out.
We've
got
a
handle
on
this
we'd
like
to
work
with
you
not
necessarily
be
replaced
by
you
and
we
eventually
got
there,
but
it
was.
There
was
a
couple
of
days
where
it
was.
It
was
quite
uneven
in
terms
of
getting
to
that
to
that
space.
E
So
what
I
would
have
liked
to
have
seen
in
the
report
is
is
in.
The
lessons
learned
is:
is
better
connectivity
with
our
with
our
community
groups
on
the
ground,
with
our
community
associations,
our
church
or
service
organizations
on
the
ground,
because
they,
you
know
very
much,
got
engaged,
and
I
know
I'm
not
going
to
speak
for
you.
Why?
But,
but
my
understanding
is
in
his
area
sort
of
grassroots,
if
you
will
people
just
bounced
right
up
and
said,
let's,
let's
get
this
done
and
and
and
we're
out
on
the
streets
and
what
have
you?
E
So
it's
it's
not
in
any
way
to
diminish
what
the
city
did.
I
just
wanted
to
see
in
this
report
something
that
said:
we
need
to
work
at
that
that
connectivity
between
the
people
on
the
ground,
the
people
who
live
in
those
communities
and
want
to
help
and
and
the
city
operations,
and
so,
if
you
can
comment
on
that,
like
I
said,
I
would
have
liked
to
have
seen
more
of
that
in
kind
of
the
lessons
learned
or
or
the
steps
implemented
going
forward.
G
Chair
suds,
an
important
comment
from
from
counselor
aglai,
and
there
absolutely
is
an
appreciation
of
what
you
just
touched
upon
in
terms
of
that
delay
and
the
initial
coordination
with
the
local
community
associations,
churches,
service
groups
or
just
individuals
in
general,
and
and
maybe
it's
not
that
so
much
it
didn't
appear
in
the
report.
But
it
is
something
that
the
office
of
emergency
management
has
taken
on
as
something
to
improve.
G
I
know
in
in
my
counselor
al
shanteri's
ward:
we've
met
with
their
community
association
on
several
occasions,
just
to
start
to
work
out
how
we
can
basically
articulate
our
services
so
that
there
isn't
any
delay
and
so
that
there
isn't
any
friction
and
that
we
can
work
cooperatively
in
a
smoother
fashion
and
very
much
a
fair
common.
And
there
has
been
a
reach
out
to
woodvale
the
church
within
your
award.
G
E
So
if
you
can
keep
me
posted
on
that
developments
and
if
you
need
any
further
contacts
in
my
area
to
to
meet
with
and
have
those
discussions,
please
let
me
know,
because
you
know
the
city
did
a
lot,
no
question
about
it,
but
but
so
did
people
on
the
ground
and-
and
you
know
I
think
we
need
to-
we
were
better
for
that.
We
were
better
for
that
people
coming
from
from
sort
of
the
professional
side,
but
also
from
the
volunteer
side.
So
anything
we
can
do
to
solidify
that.
E
L
L
L
Certainly
I
don't
want
to
take
away
from
the
severity
of
west,
carleton
or
even
trent
darlington,
that
our
neighbors
in
these
communities
felt
the
impact
of
the
tornado
in
hunt
club
was
nowhere
near
as
severe,
but
I
I
just
wanted
to
echo
what
I
heard
from
council
egg
lay
and
I
was
in
the
community
when
the
tornado
went
right
above
us
in
the
community
center.
We
saw
it
come
right
at
us.
It
hit
the
quarry
co-op
immediately
to
our
east
and
devastated
that
co-op.
L
A
number
of
homes
were
uninhabitable
after
that
tornado
hit,
and
there
were
a
number
of
residences
in
the
ward
and
immediately
after
touring
that
area,
I
called
the
city
manager,
and
I
said
I
need
resources.
I
need
help
here,
and
the
city
manager
was
not
aware
of
the
devastation
in
the
south
end
because
the
word
hadn't
happened
that
hunt
club
in
greenboro
had
been
hit
as
well.
L
Where
we
have
power
out
across
the
city
and
I'm
looking
for
assistance,
where
we
prep
churches
and
community
associations
and
other
social
and
community
groups
of
what
do
we
need
to
do
in
the
first
48
to
72
hours?
What
type
of
help
can
we
assist
the
city?
Do
we
go
door
to
door?
Do
we
make
sure
people
are
okay?
Do
we
remove
tree
limbs
from
streets?
Those
types
of
things
to
make
sure
sort
of
basic
services
are
met,
and
I
apologize
if
it's
in
your
report,
but
that
is
the
main
takeaway
I'm
looking
for.
L
J
Just
for
the
record,
I
had
my
hand
up
first,
so
just
got
on
the
table,
but
that's
okay.
This
is
a
good
discussion.
Good
question
from
my
colleagues
and
the
last
time
we
heard
from
when
we
were
at
the
flood
2019,
the
general
manager,
tony
and
steve
k
were
together
and
they
said
to
me:
you
had
two
floods
and
what
one
tornado
so
what's
next
so
surely,
together,
I
wasn't
thinking.
J
Kobek
is
going
to
be
next
but
sure
enough
cover
his
neck,
so
kudos
to
staff,
and
especially
to
pierre
and
his
team
and
everyone
fires
the
service
paramedic,
you
name
it
public
works.
We
learn
a
lot
from
the
flood
2017
and
flood
2019s
and
the
tornadoes
and
just
want
to
caution
my
colleagues
when
they
focus
sometimes
on
the
community
community.
We
cannot
do
whatever
we
are
doing
without
our
community,
but
the
city
need
to
be
present.
J
The
city
need
to
lead
because
we've
seen
it
happen,
sometimes
in
the
absence
of
city
availabilities,
some
leadership
take
place
on
the
ground
and
not
necessarily
sometimes
they
are
trained
or
or
they
are
available
or
able
to
do
what
the
city
can
do.
So,
yes,
I
I
participate
in
the
report
2017
in
the
tornadoes
aftermath
we
met
with
the
community.
I
think
some
of
this
work
has
to
be
done
most
of
the
time
before
any
event,
and
I
think
that's
what
happened
when
we
work
with
peer
and
other.
We
establish
that
dialogue.
J
J
We
had
what
we
had
brought
all
the
ngos
from
the
canadian
armed
forces
to
the
community
volunteers
and
they
have
training
together
all
the
ngos,
all
the
emergency
service
to
to
get
together
after
the
the
tornadoes
and
done
robin
and-
and
we
had
this
training
together-
and
I
didn't
see
it
anywhere
in
your
presentation-
the
large
training
we
did
in
penis
point
and
that
was
so
important
for
everyone
to
identify
and
that's
when
those
people
identify
community
could
be
great
asset.
But
we
have
to
manage
the
community's
volunteer.
G
Your
point
that
the
city
still
has
to
lead
is
very
important,
but
that
really
is
a
nuanced
event
that
you
know:
communities
have
a
real
sense
of
ownership
of
where
they
live
and
their
neighborhood
and,
by
the
same
token,
the
city
has
a
lot
of
the.
I
guess,
competencies
that
are
required
to
deal
with
these,
like,
especially
with
respect
to
safety
when
you're
dealing
with
hydro
or
downed
trees.
G
G
J
Thank
you.
Thank
you,
pierre,
and
I
think
it's
very
important
here
to
to
be
prepared
if
you
notice
it
in
in
early
spring
this
year
we
were
prepared.
We
worked
with
with
our
colleagues
in
in
in
the
area
where
flood
might
be
and
and
statistical
leadership
in
those
areas.
So
my
fear
is-
and
I
think
council
regret
went
through
this
as
well
when
we
are
not
available
or
we
are
busy
in
other
area.
J
We
saw
the
community
rise
to
the
challenge,
but
the
problem
is
health
and
safety
they're
not
trained.
The
community
is
a
great
asset
for
information.
They
know
where
things
are
and
all
you
know
they
can
help
quite
a
bit
but
they're
not
trained
to
go
deal
with
the
power
line
or
gas
line
or
or
or
those.
So
what
I
would
in
my
advice
to
all
of
us
as
a
counselors,
we
should
have
those
meeting
between
the
community
association,
the
church,
whoever
acted
in
your
community
and
bring
them
like
you.
J
J
I
know
we
travel
a
lot
and
every
time
we
travel,
they
show
us
how
to
put
the
life
jacket.
Surely
to
god
I
you
hope
you
don't
have
to
use
it,
but
I
can
tell
you
the
day:
you're
gonna
put
that
life
jacket
in
the
airplane,
when
200
people
pushing
and
screaming
is
different
than
when
you
are
just
showing
it
for
for,
for
example,
so
training
and
more
training
and
more
training
is
needed
not
just
for
for
the
community,
but
also
for
our
staff.
J
J
A
M
Thank
you.
Thank
you
chair.
I
will
be
brief
and
I
will
just
say
that
pierre
and
his
team,
I
think,
have
done
a
great
job
and
in
following
up
on
what
councilor
al
shantiria
is
saying
following
the
2018
tornado
riverside
south
was,
I
just
like
to
say
it
was
a
community
that
said
well,
we
can't
wait
if
we
have
an
event
like
this
god
forbid.
We
have
to
be
ready
so
to
riley's
point
too.
The
community
association
worked
and
it
you'll
find
it's
extremely
interesting.
M
M
We
have
not
had
to
use
that
yet,
and
I
hope
that
we
don't,
but
our
plan
is
in
place
and
I'm
working
on
one
for
finley
creek
and
for
bar
haven
east
as
well,
but
it
is
a,
I
think,
it's
an
essential
plan,
and
that
way
you
know
exactly
who's
going
to
lead
in
your
community
and
how
it's
going
to
coordinate
with
the
city.
It's
not
that
difficult.
M
A
B
Thank
you
chair
says:
I
just
wanted
to
follow
up
on
a
few
things
that
my
colleagues
have
touched
on,
starting
with
counselor
brockington.
He
was
talking
about
hunt
club
not
having
been
identified,
and
I
can
tell
you
the
devastation,
although
maybe
not
on
the
same
plane
as
dun,
robin
or
arlington.
Woods
was
quite
significant
in
greenberg,
and
that
was,
I
think,
environment
canada,
that
sort
of
left
us
out
of
the
loop,
because
environment
canada
did
not
initially
recognize
a
touchdown
in
greenboro,
and
so,
like
council
barkington.
B
I
was
on
the
phone
to
the
city
manager.
Saying
like
we've
got
widespread
devastation
out
here,
need
some
help
and
I
know
the
resources
were
in
other
places
that
have
been
recognized
as
having
a
tornado
touched
down
by
environment,
canada
and
they
eventually
did
recognize
the
touchdown
in
greenberg.
But
it
took
some
time
and
I
can
tell
you
when
I
went
out
there
there
were,
you
know,
trees
down
blocking
roads
everywhere
there
were
people
out
with
chainsaws.
There
were
hydro
lines
down,
I'm
like
I
don't
know.
B
If
this
is
safe
and
nobody
had
any
power.
Hydro
ottawa
was
doing
an
amazing
job.
Trying
to
get
the
power
back
on
and
deal
with
wires
down,
but
it
was.
It
was
quite
a
scene
out
there
and
I
I
felt
a
bit
at
loose
ends
at
the
time,
because
I
know
resources
were
deployed
elsewhere,
but
it
seemed
like
there
was
no
recognition
that
there
was
a
significant
scene
going
on
here
and
and
not
a
lot
of
help
in
sight
at
the
time,
except
for
the
locals.
B
That
came
together
and
I
guess,
as
a
member
of
council
at
the
time
I
remember
thinking.
I
wish
I
had
like
a
hand
guide
or
something
to
tell
me
what
it
is
that
I
need
to
do
like
with
a
list
of
phone
numbers
with
city
staff
that
I
could
contact
or
you
know
a
how-to
guide
or
something
that
would
provide
some
guidance.
Some
members
of
council
were
organizing
meals.
You
know
I.
B
I
found
an
open
tim
hortons
that
had
power
and
took
coffee,
because
nobody
had
any
power,
they
didn't
have
coffee,
they
didn't
have
food,
so
you
know
I
delivered
stuff
to
people
that
were
out
working
on
the
streets,
but
it
was
a
really
sort
of
an
ad
hoc
effort,
especially
in
those
early
hours.
So
when
we
talk
about
training,
I
I
agree
with
counselor.
Al
shanteri
training
is
key.
B
But
I
did
hear
retrospectively
from
a
lot
of
the
seniors
in
the
seniors
towers
in
my
community
that
they
really
felt
cut
off
because
they
weren't
connected
by
they
don't
have
cell
phones.
They
don't
have
modern
technology,
necessarily
to
the
same
extent
that
younger
generations
do
there's
no
power
in
those
buildings.
The
elevators
are
shut
down.
B
They
don't
know
what
to
do
if
they
need
to
stay
in
their
units
or
they
should
come
out,
they
don't
know
what's
happening
because
they
don't
have
radio,
because
there's
no
power,
and
so
I
I
think,
a
plan
to
address
that
connectivity
with
our
older
residents
as
well
is
is
a
good
idea,
and
I
think
those
are
all
the
points
that
I
wanted
to
raise.
Unless
you
have
a
comment
about
any
of
that,
pier.
G
Chair
suds,
thank
you
for
the
inquiry.
You
know
just
to
put
this
back
in
context,
and
I
think
you
mentioned
the
the
environment,
canada
reporting.
So
initially
we
we
understood
done
robin,
had
been
hit
and
then
information
trickled
in
about
trent
and
arlington,
and
you
know
honestly,
until
we
heard
later
that
at
a
touchdown,
both
in
hunt
club
and
and
groom
borough.
G
It
was
one
of
those
delays,
admittedly,
that
we
didn't
know
about
this.
The
emergency
services
were
responding,
but
the
city
organization
as
a
whole
had
not
caught
up
to
that
in
the
first
initial
minutes,
and
and
absolutely
that's
true,
and
when
you
mention
the
size
and
scope
of
this
170
000
people
lost
their
their
power.
G
Interesting
point
you
bring
forward
is
that
on
our
work
plan
for
this
year
was
to
actually
have
a
session
with
council
councillors
on
the
emergency
management
plan
and
the
municipal
emergency
plan
on
how
we
can
assist
you
and
part.
Two
is
as
we
mature
this
counselor
liaison
you
know,
and
admittedly,
years
ago
or
say
in
2017.
G
It
took
us
a
couple
of
days
to
get
that
set
up
so
that
now
we
could
be
in
continual
contact
and
provide
the
1-800
mrt
to
the
counselors.
Well,
you
know,
honestly,
in
2019,
2018-2019
didn't
realize
that
the
council
liaison
position
becomes
almost
the
first
priority
as
we
establish
something.
Is
that
let's
get
out
to
all
the
counselors
immediately?
G
What
the
1
800
number
is
so
that
we
can
actually
receive
all
the
information
you
know
collectively
throughout
the
city,
there's
a
real
appreciation
for
the
networks
that
all
of
the
counselors
have
and
how
valuable
that
is
to
us
to
operate,
that
you
have
the
social
media
contacts
you
have
the
networks
within
the
community
associations.
You
have
a
lot
of
the
groundwork
to
get
information
out
and
our
ability
is
to-
or
you
know,
what's
incumbent
upon
us
is
to
establish
that
council
liaison
as
fast
as
we
can
and
you
see
through
kovid.
G
G
The
emergency
services
fire
police
paramedics.
They
continued
to
respond
to
all
of
those
events.
It
was
that
we
didn't
have
the
coordination
on
the
back
end,
because
I
remember,
I
think
I
was
speaking
with
you
counselor,
with
respect
to
the
high
rises
on
albion,
that
as
much
as
I
had
spoken
with
councillor
kavanaugh
and
the
high-rises
on
ambleside,
you
had
individuals
who
were
in
the
same
predicament
that
it
took
us,
I
think,
almost
till
sunday,
for
us
to
do
wellness
checks
on
those
individuals,
and
this
was
about
honestly.
G
We
couldn't
collect
enough
information
fast
enough
to
know
the
size
and
the
scope
in
that
friday,
overnight
period
and
saturday
was
a
tough
day
and
it
wasn't
until
sunday
that
we
actually
started
to
plant
our
feet
well
in
terms
of
how
we
can
move
forward.
So
thank
you
for
the
comments.
You
know,
honestly.
B
Thank
you.
Well,
you
know,
I
think,
with
global
warming
warming.
It
may
well
be
that
we
see
more
of
these
that
kind
of
events
in
the
future
and
unfortunately,
we've
seen
enough
that
we
seem
to
be
getting
fairly
good
at
it.
And
you
know,
although
there
are
lessons
learned,
I
just
wanted
to
leave
you
with
a
thank
you
because
I
know
the
residents,
even
though
we
were
a
little
bit
late
in
the
response
in
greenville
from
a
city
perspective,
I
think,
because
environment
canada
didn't
acknowledge
that
the
touchdown
had
happened
there.
B
I
really
do
think
that
my
residents
appreciated
the
work
of
the
city
and
how
quickly
the
city
responded
in
many
respects,
the
cleanup
was
amazing.
They
put
stuff
out
at
the
curb
and
the
city
took
it
away,
and
these
the
residents
really
did
appreciate
a
lot
of
the
help
and
support
that
they
received
from
the
city.
B
A
N
N
I
felt
very
well
supported
and,
of
course,
I'd
like
to
ensure
that
you
know,
through
our
lessons,
learned
exercise
that
my
other
council
colleagues
feel
as
supported
as
I
did,
but
to
echo
counselor
dean's
comments
about
the
cleanup
efforts
and
the
amount
of
information
that
was
being
passed
and
the
frequency
with
which
it
was
being
passed.
I
was
incredibly
impressed
within
24
hours.
N
We
dropped
everything
obviously
and
spent
our
entire
long
days
on
the
ground,
coordinating
with
staff
and
with
residents.
I
was
incredibly
impressed
with
how
the
city
came
together
to
help
out
my
residents.
So
thank
you
for
that.
I
know
that
we
can
always
do
better,
but
I
know
that
we
were
incredibly
well
served
and
I
was
very
impressed
with
all
the
teams
that
were
working
together
during
both
the
tornado
that
year
and
the
floods.
N
It
seems
that
this
term
of
council
has
certainly
been
one
for
the
books
when
it
comes
to
emergencies,
with
the
pandemic,
with
the
flooding
with
the
tornadoes,
and
I
believe
that
your
team,
under
the
circumstances,
has
performed
incredibly
well
and
while
there's
always
room
for
improvement.
I
wanted
to
just
take
a
quick
moment
to
thank
you
for
the
great
work
that
you've
done
over
the
course
of
the
last
two
years.
Thanks.
E
Thank
you,
madam
chair,
just
a
quick
comment
and
then
I'd
like
to
give
a
direction
to
staff.
So,
first
of
all,
I
don't
disagree
with
council
chantery
that
you
know
this.
The
city
needs
to
take
the
lead,
but
there
was
a
gap
in
that
gap
when
there
are
gaps
they
get
filled
and,
and
then
there
was
that
working
took
several
days
to
work
to
a
spot
where
everybody
was
comfortable
with
the
working
relationship.
E
E
E
They
can
share
with
their
community
groups
and
then,
if
the
community
groups
want
to
tailor
it
more,
then
they
can
reach
out
to
you
directly
and
set
up
some
meetings,
but
give
them
a
sense
of
what's
expected
of
them
and
what
they,
what
they
can
do
and
what
they
should
do
in
these
circumstances
and
then
again
to
follow
up
on
counselor
deans.
It
sounds
like
something
you
already
had
in
the
planning
anyway,
but
you
know,
covert.
E
E
So
the
various
small
businesses
and
large
businesses
that
came
together
in
our
communities-
and
you
know
a
huge
huge
thank
you
from
my
community
to
the
salvation
army.
They
were
such
a
support
in
organizing
the
meals
for
people
and
the
communities
that
were
hardest
hit
and
again
to
cancer
deans.
You
don't
have
a
guidebook.
E
So
if
you
don't
flip
it
open
in
page
three
of
the
counselor's
guidebook
how
to
organize
in
a
day
a
hot
meal
for
300
people,
we
don't
we
don't
have
that
expertise,
but
they
do
and-
and
they
were
so
helpful-
and
I
again
I
would
be
remiss
if
I
didn't
mention
that
again
it
it
was
just
just
couldn't-
have
done
it
without
them
and
they
were
there.
They
were
cheerful.
They
were
helpful,
supportive.
Every
positive
word
you
can.
E
A
A
A
M
You
chair,
I
really
just
have
one
question.
I
want
to
thank
the
staff
for
it
for
the
report
when
it
talks
about
response
times.
Do
they
do?
Do
you
break
it
down
into
incidents
like
how
many
active
working
fires
were
responded
to
in
2019
in
in
you
know,
in
comparison
to
some
of
the
other
activities?
I
I
just
I'd
like
to
know
that.
C
M
K
C
Yes,
thank
you
for
that
question
for
you,
chair
suds,
as
as
we've
indicated
in
our
recent
meeting,
you
know
we
need
to
engage
groups
such
as
the
group
that
you
had
as
the
liaison
for
women
and
gender
equity
and
counselor
ralston
from
the
anti-racism
and
ethnocultural
relations
initiative,
and
we
need
to
start
having
more
diverse
people
at
the
discussion
table.
It's
two-pronged.
Really,
it
comes
out
to
outreach.
How
do
we
attract
people
to
come
to
to
our
organization?
C
It's
not
just
an
ottawa
fire
problem.
It's
a
fire
service
problem.
We've
done
some
incremental
steps
and
I
think
everyone
would
acknowledge
that
it
hasn't
moved
fast
enough
and-
and
we
need
to
look
at
that
and
look
at
other
options.
So
the
programs
that
we've
used
we've
we've
increased
our
outreach
so,
for
example,
out
of
the
2000
applicants
we
had
for
the
last
school
round
and
we
had
20
percent
or
not
20
10,
that
were
women
and
each
of
the
last
classes.
C
We've
had
10
percent
that
are
women,
10
isn't
the
number
we
want
to
reach.
It's
got
to
be
closer
to
market
availability
and
market
availability
for
fire
service
for
women.
In
the
fire
service
is
17,
so,
but
it's
much
better
than
the
3
we
used
to
have
so,
but
we
still
have
a
lot
of
work
to
do,
and
I
think
that
it's
two-pronged,
as
indicated,
it's
outreach.
It's
getting.
C
Secondly,
more
immediate
is
our
recruitment
process
and
the
recent
class
only
had
three
female
firefighters,
so
it'll
be
20
or
16
that
we've
had
and,
like
I
agree
with
you,
we
need
to
do
more
work
and
we
need
to
do
it
quicker.
The
challenge
really
is
is
how
do
we
attract
more
more
people
to
the
organization?
C
The
auditor
also
identified
that
our
recruitment
process
was
inefficient
and
needed
to
to
be
looked
at,
so
we
are
currently
in
a
review
process
and
we're
very
close
to
actually
implementing
a
new
recruitment
process
that
will
assist
with
having
qualified
people
come
to
the
table.
So
I
know
councillor
kavanaugh
you've
indicated
in
the
past
that
out
of
the
200,
certainly
several
of
them
are
qualified.
Why
don't?
C
We
just
pick
the
qualified
people
and
the
challenge
with
that
is
that
we
don't
know
that
they're
qualified
until
they
go
through
the
entire
process,
whereas
the
new
process
will
allow
us
to
identify
qualified
people
through
education
and
through
competencies
and
testing
prior
to
our
interviews.
So
I
think
we're
going
to
be
in
a
better
position
and
I
look
forward
to
increasing
those.
K
On
a
positive
note,
I
noticed
a
promotion
of
a
of
a
woman,
louise
heinschmidt
who
just
got
promoted
to
chief
of
safety
and
she
lives
in
my
neighborhood.
So
I
I
know
over,
but
that's
great
news,
and
I
hope
we
can
do
more
mentoring
with
the
success
stories
that
are
out
there,
because
there
there's.
I
think
there
is
opportunities
and
I
think
we
can
get
some
great
recruits
both
in
the
diversity
and
on
on
inclusion.
C
C
One
other
note
on
on
our
diversity
initiative.
We
currently
have
a
recruit
class
of
volunteer
firefighters
and
we
have
a
very
high
number
of
women
applying
for
that.
So
the
shift
is
starting
to
happen.
We
now
see
we
have
approximately
20
of
our
new
recruit.
Volunteers
are
women,
which
is
great,
which
is
over
market
availability.
So
for
us
these
are
positive
signs,
but
we
also
recognize
we
still
have
so
much.
K
A
H
H
You
know,
I,
I
guess
I'm
not
it's
not.
It's
not
a
question
on
that
matter.
Simply
to
think
that
we
have
to
go
beyond
the
existing
programs
and
we
have
to
set
very
aggressive
goals
to
be
able
to
achieve
them.
So
you
know
I.
I
was
appreciative
of
of
the
time
and
hope
that
the
approach
that
was
discussed
can
can
be
implemented.
H
I
want
to
follow
up
on
two
elements
of
the
annual
report.
It
talks
about
an
upgrade
to
the
paging
system
and
my
years
were
ringing.
When
I
heard
the
word
paging
can
can,
can
we
explain
how
that
works
are?
Are
we
using
email?
Are
we
using
phone
numbers?
I
recognize
there.
There
are
safety
measures,
but
I
just
I
wonder
if
we
just
use
the
wrong
word
here,
if
it's
still
truly
the
old
pager.
C
C
What's
going
on
in
the
cell
networks
and
with
the
towers,
our
paging
system
always
works,
although
our
current
one
is
out
of
out
of
sync
and
end
of
life
and
and
it's
actually
a
couple
years
end
of
life,
so
we're
keeping
it
together
with
bits
and
pieces.
But
we
do
need
to
to
get
a
new
system,
and
we've
debated
this
over
and
over
again,
and
the
paging
system
is
still
the
most
reliable
way
of
contacting
our
volunteers
to
get
them
to
respond.
H
H
Do
you
have
anything
new
on
that
front?
Are
we
equipping
I
remember
last
year?
I
believe
it
was
this
double
sets
of
equipment
for
each
firefighter
or
correct
me
if
I'm
wrong,
but
there
were
measures
in
place.
Can
you
give
us
a
bit
of
a
a
scan
of
of
that
research
and
particularly
the
purchase
of
the
equipment.
C
Thank
you,
chair
suds,
once
again,
a
great
question.
One
of
my
top
priorities
is
the
mental
health
and
wellness
and
fitness
of
our
firefighters.
They
they
use
themselves
as
the
tools
of
the
job.
They
are
our
most
important
asset.
People
think
that
we
spend
a
lot
of
money
on
fire
trucks
and
tools,
etc,
but
without
really
competent,
firefighters.
C
We
struggle-
and
I
got
to
tell
you
ottawa-
is
very
lucky
to
have
the
best
fire
service
in
north
america
as
far
as
I'm
concerned,
and
I'm
very
proud
of
each
and
every
one
of
them.
That
being
said,
we
need
to
look
out
for
their
mental
health
and,
and
we
were
lucky
through
the
championing
of
gm
damonte
and
the
university
of
ottawa
to
take
part
in
this
study.
C
It's
a
600,
000
research
study
where
they've
initiated
a
clinic
and
they're
taking
in
some
of
the
members
to
see
whether
or
not
there's
a
future
need
for
such
a
clinic
or
whether
it
can
fit
within
the
current.
You
know
medical
profession
as
it
exists
today
with
ohip
et
cetera,
so
that
study
is
still
ongoing
and
we
hope
to
have
an
update
on
that.
Soon,
with
regards
to
other
safety
items,
sorry.
C
Yes,
thank
you.
Thank
you
counselor.
You
know.
Contamination
from
fire.
People
think
that
it's
just
the
flames
in
the
heat
that
cause
the
damage,
but
what
really
causes
the
cancers
is,
is
the
way
in
which
those
toxins
get
into
your
body,
whether
it's
through
your
skin
or
through
your
the
bunker
gear,
etc
and
nothing's
infallible
and
nothing's
perfect.
C
So
for
that,
we
need
to
make
sure
that
we
take
decontamination
steps.
We
have
a
decontamination
process
in
place
at
the
scenes
where
they,
when
they
clean
off
all
of
their
bunker
gear,
again,
with
every
step
that
we
take
there's
another
issue
that
arises
so
you
know
once
you
clean
the
bunker
gear
and
it's
wet,
you
can't
use
it
for
the
next
fire
because
it
causes
all
kinds
of
you
know:
scalding
heat
issues
and
and
other
challenges.
C
C
And
then
you
know
in
the
past,
we'd
say
well
just
bring
it
home
and
wash
it
with
with
your
family's
clothing,
and
obviously
I
can't
I
can't
agree
to
that.
So
we
started
placing
you
know,
simple,
washing
machines
in
each
of
the
stations
in
order
to
in
order
to
try
and
mitigate
some
of
those
challenges.
E
Thank
you
very
much,
madam
chair
and
first
all
thank
you,
chief
ayotte
to
you
and
and
your
leadership
team
and
and
everybody
in
the
service.
I
think
you
go
a
long
way
towards
making
us
feel
safe
in
our
city,
so
much
much
appreciated
for
the
work
that
you
all
do,
and
and
in
that
vein
it's
not
directly
related
to
your
report.
But
we
have
you
here.
C
Thank
you,
chair
suds,
another
great
question.
Thank
you,
councillor,
iglei,
you
know
it's
a
challenging
time
for
all
of
us
and
I
know
we
hear
that
every
day
from
everyone
we
speak
to
from
our
perspective,
ppe
has
always
been
a
concern.
You
know
having
n95s,
but
also
recognizing
that
our
partners
in
the
medical
profession,
including
our
paramedics
and
our
doctors
and
nurses
and
hospitals,
did
require
the
n95s
early
on.
So
we
made
a
decision
to
to
go
on
our
scba,
which
is
our
air
breathing
apparatus
which
we
use
in
fires,
etc.
C
For
medical
calls,
it's
been
a
very,
very
difficult
summer
for
our
firefighters,
in
that
it's
very
hot,
it's
very
cumbersome.
It
weighs
80
pounds
as
opposed
to
a
mass
that
weighs
not
even
you
know,
a
tenth
of
a
pound
so,
and
we
know
that
that
you
know
we're
very
thankful
for
all
the
work
that
our
partners
in
emergency
management
have
been
doing.
With
regards
to
trying
to
secure
some
n95s,
there
have
been
some
struggles
along
those
fronts.
I
think
we're
getting
closer
to
it.
So
yeah,
it's
not
an
easy
time.
C
Everyone's
looking
out
for
themselves,
we
had
to
take
very
aggressive
measures
in
the
stations
for
protocols
for
cleaning
and
we've
kept
the
stations
off
limit
to
the
public,
and
you
know
also
a
lot
of
our
public
education
initiatives,
even
though
we're
doing
it
virtually
doesn't
have
the
same
effect
as
if
you
know,
instead
of
going
into
schools
and
being
able
to
to
interact
with
the
kids
on
on.
You
know
our
first
line
of
defense,
which
is
public
education
and
so
yeah
it's
been
challenging.
C
I
got
to
tell
you
and
again
I
can't
say
enough
how
proud
I
am
of
our
members
and
of
our
staff
and
everyone
in
all
of
our
divisions,
so
the
fire
prevention,
our
communicating,
dispatchers,
our
frontline
firefighters,
our
maintenance
officers.
You
know
we
can
go
on
and
on
safety,
division,
etc.
Everyone's
done
a
fabulous
job
and
we
continue
to
touch
wood
that
we
continue
to
be
safe
during
this
difficult
time.
A
H
I
do
I
want
to
thank
staff
for
for
bringing
this
forward
just
for
the
record
wanted
to
understand.
Clearly,
the
numbers
are
there
from
the
number
of
inspection
to
the
number
of
charges
to
the
number
of
establishments
that
are
challenging.
Thank
you
roger
for
those
for
sharing
those
numbers
just
want
to
get
an
insight,
so
obviously
you're
seeing
the
need
for
property
owners
to
be
involved
in
this.
Can
you
maybe
give
us
we've
gotten
to
this
point,
because
it
is
not
working
or
we're
getting
non-compliance
what's
what's
what's?
N
Yes,
thank
you
for
the
question,
madam
chair.
The
concern
for
us
is
that
you
know
back
in
2016,
we
were
identified
17
known
establishments.
At
the
time
we
were
able
to
through
enforcement
efforts
and
leveraging
other
enforcement
mechanisms
that
we
have
using
agco
our
business
licenses
was,
you
know
if
they
had
a
food
premise
license.
We
were
able
to
to
suspend
food
premise
licenses.
N
We
got
down
to
about
five
establishments
we've
seen
in
in
the
last
year
to
18
months,
where
we've
seen
an
increase
in
establishments
and
now
we're
dealing
with
over
20
known
establishments
again.
So
it's
had
some.
You
know
some
impacts
on
resources,
of
course,
trying
to
get
into
these
places
every
night,
and
we
have
engaged
property
owners
in
the
past
to
say
that
you
know
we
need
some
help
here.
It's
you've
got
a
an
operation,
a
business,
that's
operating
in
your
on
your
property.
N
N
So
we
did
take
this
under
consideration
and
in
reviewing
this,
we
think
it's
time
now
to
hold
the
property
owners
accountable.
So
this
will
help
the
property
owners.
You
know
if
they
get
into
a
legal
process
where
they
have
to
evict
tenants,
but
also,
you
know
it
gives
us
another
enforcement
mechanism
whereby
we
can
charge
the
property
owner
as
well.
A
B
Okay,
thank
you.
I
think
I'm
going
to
start
chairside
for
many
of
us
in
the
city.
The
last
six
months
have
been
a
period
of
upheaval
of
adjusting
to
our
new
reality
under
kovid
and
of
coming
to
terms
with
racial
injustice.
It's
also
been
a
period
of
hope,
one
where
we've
seen
the
community
come
together
to
rally
for
black
lives
matter
and
have
important
discussions
around
racial
equality.
B
We've
watched,
neighbors
and
complete
strangers,
taking
a
caring
community
approach
to
covid
right
here
in
our
city
in
the
context
of
these
uncertain
times.
I'm
here
to
present
some
good
news
is
my
role
of
chair
crime
prevention
ottawa.
Today,
I'm
tabling
cpo's
2019
annual
action
report.
It
details
cpo's
activities
and
achievements
for
the
year,
including
its
work
in
the
areas
of
youth,
gender-based
violence
and
crime
affected
neighborhoods.
B
I
want
to
draw
particular
attention
to
two
important
outcomes
of
cpo's
work.
Both
are
areas
in
which
ottawa
is
leading
the
way
with
forward-thinking
approaches
to
crime
prevention
and
community
safety.
One
of
the
outcomes
is
detailed
in
a
report
we're
tabling
called
unwanted
guests
how
ottawa
uncovered
and
addressed
the
problem
of
home
takeovers
home
takeoff.
B
They
are
also
very
complex
to
manage.
Since
2013
cpo
has
worked
with
partners
across
the
city
to
identify
the
problems
of
home
takeovers,
give
it
a
name
and
develop
training,
videos,
posters
and
handouts.
They
ran
150
training
sessions.
The
result
has
been
a
real
systems
level
change
in
how
these
situations
are
handled.
The
second
reason
I'm
here
is
to
share
the
story
of
time
for
change.
The
city's
gang
intervention
program
last
year,
cpsc
suggested
that
we
conduct
a
cost-benefit
analysis
of
the
program
and
cpo
has
followed
through.
B
C
F
F
F
F
F
F
F
F
F
More
specifically,
here's
the
math
behind
the
numbers
time
for
change
saves
just
over
one
million
dollars
to
the
criminal
justice
system
after
subtracting
the
actual
cost
of
the
program.
This
means
a
net
savings
of
seven
hundred
and
fifty
thousand
that's
a
return
on
investment
of
three
dollars
and
thirty
seven
cents
for
every
dollar
invested.
F
F
As
a
program
with
social
and
economic
outcomes,
the
benefits
extend
far
beyond
cost
savings
to
the
justice
system.
The
benefits
of
t4c
include
increased
feelings
of
safety
in
the
community
families,
who
can
reconnect
positively
with
those
who
have
chosen
to
change
their
lives
and
reduced
victimization
next
slide.
Please.
E
E
Yeah
nancy,
don't
don't
get
me
wrong,
I
think
the
program
is
fabulous
and
I
and
I
think
it's
it's
it's
timely
with
all
our
discussions
that
are
happening
right
across
the
country
right
across
north
america
about
whether
to
defund
the
police,
not
to
defund
the
police
or
what
that
means
how
that
can
work.
I
think
this
is
a
program
that
shows
how
monies
can
be
spent
in
a
different
way
and
and
to
integrate
advantage.
So
no,
I
I
was
more
curiosity
than
anything
else.
E
E
Are
we
going
to
put
more
resources
into
it,
because
it
certainly
sounds
like
a
success
story
and
again
it
goes
down
that
path
of
dealing
with
social
issues
and
crime
in
our
community,
but
in
a
very
different
way
and
in
from
every
indication
in
a
very
constructive
and
productive
way.
So
what
what's
the
future
of
the
program.
B
B
It's
a
bit
of
a
downstream
program
compared
to
most
of
our
programs,
which
are
more
on
the
early
and
a
prevention.
I
mean
this
is
a
kind
of
prevention,
but
it's
after
an
offense.
So
it's
a
different
kind
and
it
is
a
reasonably
comfortable
program.
I
I
don't
speak
for
the
board
because
we
haven't.
We
haven't
at
this
point,
determined
our
future
problem.
Your
strategic
planning
exercise,
but
I
my
best
guess
would
be
that
they
would
want
to
continue
the
program
in
a
similar
vein
to
it.
It's
currently
running
and
I'm.
E
E
O
O
O
You
know
the
conversation's
been
happening
now
over
the
years,
especially
over
the
last
few
months
around
how
we
redirect
funding,
how
we
redirect
resources
into
more
prevention
and
more
social
and
and
mental
health
services.
So
I
guess
you
know
just
one
quick
follow-up,
just
wonder
what
the
the
scalability
of
the
the
program
is.
O
So
you
know
we
are
going
into
city
budget
and
I
think
that
the
well
well
I
I
understand
that
there's
still
work
to
do
to
understand
that
the
final
outcomes,
you
know
what
we're
seeing
is
certainly
quite
encouraging,
and
I
I
just
wonder
how
you
know:
where
are
you
at
like
what?
What
is
the
scale
of
the
the
the
project
now
and-
and
you
know
what
you
need
to
scale
it
up
and
what
would
that
look
like
if
we
all
started
asking
for
it?
What
would
that
look
like.
B
I'm
just
wondering
if,
if
the
person
on
the
call
from
the
john
howard
society
is
best
positioned
to
answer
that
I
mean
you
have
to
appreciate,
appreciate
the
nature
of
this
we're
working
with
individuals
that
are
coming
out
of
the
criminal
justice
system
and
trying
to
put
them
on
a
better
path,
and
it's
a
very
sort
of
labor-intensive
thing.
And
not
everyone
wants
our
intervention.
B
O
O
To
answer
the
question
counselor
in
terms
of
scalability.
It's
certainly
something
that
our
agency
would
be
willing
to
consider.
I
think
part
of
that,
obviously,
would
be
the
resource
aspect
of
it
in
terms
of
additional
staffing
and
that
sort
of
thing,
but
it's
definitely
something
that
we
could
consider
moving
forward.
We
continue
to
work
with
our
community
partners,
which
is
an
important
part
of
the
program,
so
that
would
need
to
to
continue
the
way
that
it
works
now,
but
overall,
certainly
something
we
would
consider.
O
Okay,
thank
you
for
that.
I
appreciate
it
and,
of
course,
I'm
a
huge
fan
of
john
howard
society
and
it's
nice
to
see
you
here.
Just
one
other
quick
question
and
you
know
maybe
it
can't
be
answered
today,
but
do
we
have
what
we
need
you
know
to
to
scale
it
up?
Do
we
have
the
information
that
we
need
today
outside
of
resources,
funding
resources,
which
is
our
problem?
That's
our
it's!
What
we
bring
to
the
table
do
we
do?
O
We
have
the
the
information
that
we
need
today
and
the
detail
on
the
program
that
we
need
that
to
be
able
to
scale
it
up.
If
we
were
looking
towards
that,
I
think
that
we,
I
believe
that
we
do,
and
I
think
that
we
are
always
you
know
our.
We
always
want
to
follow
best
practice
and
we
are
an
evidence-based
organization,
so
we
always
want
to
know.
O
D
D
So
to
answer
the
question
of
of
needs
within
the
broad
range
of
the
pillars
of
the
strategy,
which
include
healthy
neighborhood,
cohesion,
early
prevention,
intervention
and
enforcement
is
a
complex
question
that
we
haven't
ever
done.
A
calculation
of
we've
never
done
a
blue
sky
calculation,
imagining
in
in
the
best
of
all
worlds.
O
No,
I
hear
you
and
I
mean
we
asked
for
that
a
couple
years
ago,
when
we
were
grappling
with
our
housing
crisis
and
homelessness,
and
we
said
to
staff,
you
know
what,
maybe
you
don't
have
it?
Maybe
you'll
never
be
able
to
get
it
but
bring
us
the
number
that
will
end
homelessness.
That
will
you
know
that
will
significantly
reduce
core
housing
need
and
we
got
that
yeah.
It's
like
just
over
two
billion
dollars.
O
It's
a
lot
of
money,
but
at
least
we
know,
and
we
know
what
the
you
know
we
we
know
how
to
you
know
what
we
need
to
march
towards
now,
and
so
you
know
I
look
at
this
and
I
think
much
the
same
like
yeah,
not
asking
you
know,
you
may
not
be
asking
for
it
all
at
once,
but
something
to
consider
and
maybe
future
conversations
that
that
we
should
have
so.
Thank
you
for
this
today.
It's
very
encouraging.
K
Yes,
thank
you
very
much
and
and
welcome
back
to
to
to
the
chair
to
chair
deans-
and
this
is
this-
is
great
year
here
for
this
presentation.
Great
work,
as
you
know,
I'm
I'm
very
concerned
about
about
gangs
and
and
the
community
and
lots
of
work
to
do
once
once
people
get
into
them.
It's
like
what
happens
after
and
try
to
get
them
trying
to
get
them
out
and
we
need
all
the
programs
we
can.
K
K
D
O
Thank
you
nancy
that
that's
exactly
correct.
We
do
have
other
programs
within
our
agency
that
look
to
support
young
women,
whether
they're
gang
involved
or
kind
of
on
the
periphery
of
that.
So
we
have
supportive
housing
for
young
women.
We
have
human
trafficking
support
for
young
women,
so
we
try
to
address
that
through
our
various
programs,
but
not
necessarily
directly
through
the
t4c
program.
O
It
surely
is
yes,
I
mean
housing
is
a
big
component
of
that
part
of
our
success
with
the
human
trafficking
programs
that
we
have
they're
kind
of
run
through
our
housing
programs.
So
we're
always
certainly
looking
for
additional
resources
and
additional
housing
and
opportunities.
That's
something
we
will
always
pursue
and
and
the
need
is,
is
definitely
there.
We
see
the
rise
of
that
more
and
more
so
we
see
the
need
and
and
we're
open
to
to
any
opportunities
that
come
available.
K
Okay,
well,
that's
awesome!
Thank
you
very
much
and
I
appreciate
this
work.
One
thing
I'm
looking
at
in
in
bayward
is
is:
is
a
task
force
on
youth
because,
because
of
the
issues
we've
had
it
just
and
covet
is
just
making
it
worse,
and
I
imagine
you're
feeling
that
how
are
the
effects
of
covet
on
the
on
this
program
and
and
reaching
out
to
young
people.
O
It's
been
a
challenge.
Indeed,
I
mean
engagement
is
kind
of
a
core
component
of
the
program.
Our
caseworkers
put
a
lot
of
effort
into
engagement.
This
can
be
you
know,
they're,
very
complex
clients
where
gate
engagement
is
very,
very
difficult,
so
covid
added
kind
of
an
extra
layer
to
that
in
terms
of
difficulty.
O
We've
been
very
creative
as
an
agency
in
assuring
that
we're
still
reaching
out
to
these
folks
offering
support
and
continuing
the
support.
That's
already
offered
so
a
lot
of
virtual
ways
that
we've
done
that,
since
we've
entered
into
stage
two
and
three
we've
been
able
to
open
open
that
up
a
little
bit.
K
A
Thank
you
perfect.
Thank
you,
councillor,
kavanagh,
I'm
not
seeing
any
other
hands
so
with
that
is
the
report
carried
carried
married,
fantastic
and
thank
you
again,
nancy
and
allison,
and
your
teams
and
chair
deans
for
all
the
great
work
that
that
you've
undertaken
in
the
last
year.
We
look
forward
to
seeing
you
at
committee
again
next
year.
A
H
I
do
have
two
inquiries
must
cement
and
chair
one,
so
this
is
first
inquiry
with
the
increase
of
individuals
sleeping
rough
and
the
increase
in
outreach
services
deployed
by
the
city
this
summer.
Can
the
city
provide
a
review
of
the
street
outreach
efforts?
This
review
should
include
the
goals
of
the
program.
Total
funds
allocated
number
of
interactions,
number
of
clients
supported
all
with
any
gaps,
along
with
any
gaps
or
challenges
that
exist
in
connecting
individuals
with
existing
services
and
preventing
outdoor
encampments
and
then
the
second.