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Description
Community and Protective Services Committee – November 21, 2013 – Audio Stream
Agenda and background materials can be found at http://www.ottawa.ca/agendas
B
B
They
are
volunteer
firefighters,
but
by
day
they
work
in
roads
and
traffic
and
Public
Works,
so
they're,
working
by
day
and
by
night
to
support
our
community,
which
is
pretty
exceptional.
It
was
a
Monday
morning
when,
by
chance,
the
three
men
who
were
all
volunteer,
firefighters
were
in
the
vicinity
of
Village
Square
Park
instance
ville
and
as
thick
black
smoke
began,
to
pour
from
doors
and
windows
of
the
nearby
heritage.
Building
the
volunteer
firefighters
jumped
into
action.
Rob
partner
was
enjoying
his
day
off
in
the
park.
B
Just
meandering
around
with
his
family
at
the
time
and
Brian
and
Paul
were
also
who
worked
for
the
roads
unit
were
out
installing
a
no
parking
sign
nearby,
so
the
three
men
were
just
they
saw
each
other
and
they
were
just
telling
me
they
just
you
know,
wandered
over
gathered
and
started
talking
as
the
two
were
working
and
that's
when
they
noticed
the
smoke
and
headed
for
the
burning
building
to
search
for
occupants.
They
kicked
down
the
door
and
eventually
located
a
woman
who
was
asleep
in
an
upper
floor
unit.
B
They
rushed
her
to
safety
as
Ottawa
Fire
Services
personnel
arrived
on
the
scene
and
took
over
from
these
three
brave
men.
Our
fire
services
personnel
are
here
with
us
today
and
thank
them
for
joining
us
and
it's
you
know
it's
commendable,
that
that
all
of
our
fire
service
personnel
obviously
go
and
put
themselves
in
the
line
of
danger
or
in
the
in
the
path
of
danger
every
day.
It's
wonderful
that
that
we
equipped
them
so
well
with
everything
that
they
need,
but
these
three
gentlemen,
we're
standing
by
the
side
of
the
road
with
no
equipment.
B
So
this
wasn't
a
case
of
fire
services
rolled.
They
certainly
came
out
and
supported
and
took
over,
but
the
the
best
equipment
that
these
gentlemen
had
notwithstanding
their
training,
was
their
their
desire
to
jump
in
when
when
they
needed
when
they
saw
something
happening
and
without
regard
for
personal
safety
step
up
and
and
help
their
fellow
residents,
so
probably
the
most
best
equipment
that
they've
got
is
their
indomitable
spirit.
B
So
thank
you,
I'm
speaking
for
all
of
my
council
colleagues,
when
I
express
a
very
heartfelt
thanks
for
your
actions,
Brian
Rob
and
Paul
our
heroes,
who
responded
quickly
and
professionally
to
an
emergency
situation
and
likely
saved
the
woman's
life.
It
is
my
honor
and
shad.
Obviously,
the
fire
happened
in
his
ward
and
counselors
always
take
a
deep
interest
when
something
happens
in
their
ward.
B
That's
unfortunate
and
potentially
tragic,
and
thankfully,
due
to
you
guys
that
didn't
turn
out
to
be
tragic,
but
it's
our
honor
and
pleasure
to
present
these
awards
on
behalf
of
the
city
and
really
on
behalf
of
our
citizens,
who
were
extremely
appreciative
of
the
bravery
and
dedication
demonstrated
by
these
men.
They,
this
two-alarm
blaze
in
the
center
of
Statesville,
caused
an
estimated
five
hundred
thousand
dollars
in
damage
the
loss
of
two
Apartments
on
the
upper
floor
of
the
building,
a
considerable
loss
to
the
town's
history.
B
I
think
he
could
have
been
much
much
more
tragic
with
the
loss
of
life,
but
thanks
to
the
quick
actions
of
these
these
gentlemen
that
has
prevented
so.
Gentlemen,
if
you
want
to
come
on
up
I,
think
shad
would
like
to
present
you
with
the
certificates
and
your
heroic
actions
are
commended
and
appreciated.
C
Thank
You,
chair,
Taylor
and
I
just
wanted
to
add
my
comments
to
the
excellent
words
that
mr.
Taylor's
book
in
terms
of
the
equipment
that
chair
Taylor,
spoke
about
the
equipment,
the
best
equipment
that
we
provided
emergency
services
with
is
their
experience
and
their
knowledge
and
their
training,
and
that
in
itself,
as
you
can
see
this
morning,
has
paid
off
for
at
least
saving
one
life
in
that
fire.
C
B
All
right
so
we'll
get
committee
underway.
Thank
you
all
for
joining
us
for
that,
and
do
we
certainly
don't
hold
it
against
any
of
our
fire
service?
Colleagues,
if
you
want
to
get
back
to
work
and
don't
want
to
have
to
sit
through
a
budget
meeting
calling
the
committee
to
order,
we
have
declarations
of
interest,
are
there
any
counselors
sure
Allie
I.
D
B
You
very
much
counselor.
Are
there
any
other
declarations?
No?
Thank
you
very
much
confirmation
of
minutes
minutes
28
October,
17,
2013
Carrie.
Thank
you
very
much.
I
will
hold
item
number
one.
Our
draft
operating
in
capital
budget
for
community
Protective
Services.
We
have
presentation,
we
have
speakers
and
then
we
have
several
motions.
We
have
a
road
map
motion
by
councilor
or
vice-chair
a
cadre
and
and
a
motion
from
counselor
Ellie.
So
second
item
is
crime
prevention,
Ottawa,
Board
of
Directors
nominations.
This
has
been
circulated
in
advance.
B
We're
being
asked
that
we
recommend
the
council
approve
the
following:
representatives
of
the
community
be
appointed
to
crime
prevention,
Ottawa
and,
of
course,
our
co-chair
councillor.
Audrey
is
here
to
speak
to
that,
if
necessary,
are
there
any
members
who
would
like
to
hold
this
item?
Questions
comments,
Carrie.
E
B
Thank
you
very
much.
Thank
you
very
much.
Vice
chair
Qadri
for
the
work
you
do
on
that.
That
committee
item
number
three
commemorative
naming
Michael,
Jenkins,
Hall
and
capital
award
were
being
asked
to
recommend
that
council
approved
a
proposal
to
name
the
main
hall
of
the
old
Ottawa
self
Community
Center
Michael
Jenkins
Hall.
This
is
going
through
the
commemorative
naming
process
and
councillor
chair,
Nash
anko
and
whose
Ward
this
reside
is
in
concurrence.
With
this.
Do
we
have
any
whole
questions
comments?
B
Maybe
we
carry
this
carried.
Thank
you
very
much.
We
do
have
two
IP
DS
information
previously
distributed.
One
is
an
update
on
the
accommodation
for
sightseeing
tour,
kiosks
and
city
streets
in
Somerset
Ward,
which
was
counselor
homes
and
Advisory
Committee
representative
appointment,
community
services,
Advisory
Committee
of
both
of
these
IP
DS,
were
PD
previously
distributed
with
that
we'll
go
back
to
item
number
one,
the
capital
budget.
B
We
first
have
a
presentation
on
the
budget
process
and
then
we'll
move
to
any
general
questions
from
from
Council
or
from
committee,
and
then
we'll
move
to
our
speakers
and
then
we'll
move
through
the
approval
process
or
change
process
and
I
would
recommend
and
remind
our
speakers
who
come
out
today
to
make
sure
you
use
the
microphone
in
front
of
you.
These
committees
are
webcasts
and
we
capture
the
audio
as
well
from
them.
B
F
You,
mr.
chair
good
morning,
everybody
today,
as
you
can
see,
we're
going
through
the
community
Protective
Services
budget
and
the
departments
that
were
reviewing
emergency
protective
services,
community
and
social
services,
Parks
Recreation
and
Culture
and
parks,
buildings
and
grounds
which,
basically
from
a
gross
expenditure,
is
about
a
billion
dollars
of
city
expenditures,
which
is
offset
by
almost
half
a
billion
dollars
of
revenues
to
leave
about
half
a
billion
dollars.
F
So
those
two
new
facilities
are
opening
up
next
year,
which
bring
on
added
expenditure
and
you'll,
see
that
the
theme
through
the
capital
and
through
the
FTE
changes
that
you'll
see
later
everywhere
else
is,
is
a
moderate
increase
or
decrease.
But
the
overall
bottom
line
is
that
we're
only
up
1.8%
for
what
this
committee
is
responsible
for,
which
is
less
than
the
than
the
actual
tax
rate
overall
for
the
city,
the
FDA
changes.
F
Your
else
is
seeing
a
four
and
a
half
four
point:
five
reduction
due
to
service,
auto
efficiencies
from
our
investment
that
we've
made
there,
which
you
heard
about
some
of
you
heard
about
at
the
federal
meeting
last
week,
inconvenience
social
services,
you're,
seeing
12
positions
being
rationalized,
there's
a
number
of
efforts
being
there
to
streamline
our
operations
and
you're,
also
seeing
another
12
from
service,
auto
investment,
the
technology
we're
putting
in
there,
particularly
in
their
call
centers
and
other
technology
parks,
recreation
and
culture.
We're
seeing
about
four
point:
six
three
reduction
in
in
summer
students.
F
These
are
primarily
position
is
where
the
hours
weren't
being
used.
We
have
a
number
of
positions,
identifying
parks
and
recreation
that
we
booked
ours
against
and
Dan
has
done
a
lot
of
work
this
last
year
because
of
the
the
challenge
he
was
having
with
revenues
and
expenditures
and
balancing
his
budgets.
F
So
dad
and
his
team
have
done
an
extensive
review
of
Parks
and
Recreation
and
looked
at
every
area
program-by-program,
where
we
can
rationalize
and
get
ourselves
back
in
line
to
for
a
forecast
that
has
a
break-even
budget
in
their
operations
and
finally,
you're
seeing
parks,
building
and
grounds
you're.
Seeing
a
rationalization
of
about
2.3
summer
students
ft
summer
students
they're
the
highlights
changes
not
just
kind
of
walk
through
the
various
categories,
the
first
wouldn't
be
in
the
maintain
category.
We
obviously
have
you
know
our
biggest
adjustment
is
in
in
in
our
labor
contract
settlement
provision.
F
We
based
it
on
a
1.5%
contract
settlement
provision
and
it's
a
ten
million
dollar
increase.
As
I
said
earlier,
we
have
realization
of
the
rich
craft
complex
seven
months,
a
1.3
million
inflation
of
our
goods
is
3.2
million
you're,
seeing
our
grants
are
up
by
650,000
public
housing
for
eight
point,
eight
four,
five.
Eight
hundred
forty
five
thousand
a
radio,
a
new
radio
program,
is
coming
in.
That's
replacing
the
aged
end
of
life
cycle
system.
F
We
have
now
for
all
our
operations
and
emergency
services
is
1.7
million,
we're
seeing
a
reduction
of
service
Ottawa
savings
of
2.1
million.
The
rationalization
effort
I
spoke
about
earlier
is
about
3.2
million
dollar
reduction
and
there's
some
basis
that
we
do
annually
that
the
treasure
and
our
finance
unit
does
to
get
us
their
growth
and
legislative
changes.
There's
about
a
four
point:
1
million
increase
in
growth
and
again
that's
our
new
facilities.
Minto.
As
about
2.6
million
for
half
year
operation
and
the
Ottawa
stadium,
is
that
some
investment
they're
about
two
hundred
thousand
dollars.
F
We
also
have
some
some
increases
or
our
casual
labor
pool
and
public
works
you're,
seeing
a
2.5
percent
projection
of
caseload
increase
in
housing
and
health
related
benefits
of
265
thousand
and
we're
also
invest
in
seven
hundred
thirty
thousand
dollars
in
the
program.
The
software
that
manages
all
the
parks
and
recreation
registration,
seven
hundred
thirty
thousand
dollars,
which
is
in
dire
need
of
an
upgrade
and
also
to
deal
primarily
with
a
PCI
compliance
issue.
F
Care
you're,
seeing
them
I'm
highlighting
these
things,
because
it
might
not
be
obvious
when
you
look
at
the
budget,
but
in
long
term
care
we're
seeing
a
a
new
physiotherapy
resident
exercise
contracts
which
are
funded
by
the
province
of
$600,000
as
additional
investment,
long-term
care,
our
housing
programs
we're
seeing
the
rent
supplement
program.
We
have
an
inflationary
subsidy
increase
of
one
hundred
and
fifty-five
thousand
for
that
program.
F
The
highlights
have
changed
under
council
priorities.
Obviously
their
biggest,
you
know
standout
project
over
the
past
few
years
that
we're
going
to
start
benefiting
from
next
year's
line-style
Park
we're
seeing
in
a
further
increase
in
parks
and
recreation
to
do
the
programming
launch
town
park
and
that's
all
set
by
revenues.
We're
also
seeing
one-time
costs
for
some
minor
capital.
F
Six
million
dollars
we're
investing
in
arts
core
redevelopment
project,
which
is
the
operating
funds
we
anticipated,
would
go
to
support
that
building,
which
are
now
going
to
be
a
capital
contribution.
As
part
of
the
package,
we
brought
you
to
fed
corn
to
Council
on
the
earth
core
redevelopment
funding
plan
and
that
was
approved
by
by
council
revenues.
F
The
program
is
Jones,
let
a
general
manager
let
a
program
to
increase
revenue
related
to
parking
fines
primarily
to
in
the
private
parking
enforcement
agency
program,
so
we're
seeing
an
increase
about
twelve
point.
Nine
million
in
all
categories
parking
is
generating
about
1.3
million,
primarily
through
these
private
parking
enforcement
arrangements.
We
have
with
the
private
Lots,
where
we're
now
cost
share
revenue
sharing
the
tickets
they're
issuing
there
and
getting
that
put
that
under
much
better
administration,
particularly
for
residents
who
get
tickets
in
terms
of
what
to
do
with
them
carrier
works.
F
Provincial
upload,
provincial
share
has
increased
from
eighty
five
point.
Eight
percent
to
eighty
eight
point:
six
percent
that
creates
about
four
point:
six
million
dollars
in
room
the
province
is
also
been
investing
another
eight
point:
six
million
dollars
and
you're,
seeing
that
distributed
four
point:
five
and
social
services
and
other
million
in
childcare,
eight
hundred
thousand
long-term
care
and
2.4
million
in
paramedics
and,
finally,
we're
seeing
program
revenue
related
to
the
partial
year
opening
of
our
new
complexes,
witchcraft
in
the
mental
and
lounge
dance
or
seen.
F
Some
new
revenues
come
in
to
offset
the
expenditures
there.
The
capital
budget-
this
isn't
a
big
capital
budget
in
terms
of
these
three
departments-
you're
seeing
them
in
box,
Rex
and
and
culture
is-
is
a
significant
one
in
terms
of
growth,
but
that's
primarily
development
charges
about
twelve
point:
one
million
dollars
of
that
twelve,
the
twelve
point:
zero,
five,
eight
I'm.
Sorry,
ten
million
of
the
twelve
million
dollars
is
the
development
charges
that
we
collect
through
planning
growth
management
on
EPS.
You
basically
seen
a
contribution.
F
The
bylaw
found
facility
in
under
the
new
strategic
initiatives,
our
childcare
capital
grab,
750
thousand
eleven
Canadian
social
services
that
are,
that
million
under
the
strategic
initiatives
and
you're.
Seeing
some
upgrades
on
accessibility
in
our
program
facility
upgrades
and
major
capital
partnership,
Sandra,
Parks,
Recreation
and
Culture
is
where
that
money
is
going,
and
we
also
are
doing
more
accessibility
under
products,
buildings
and
grounds
in
terms
for
facilities.
So
we're
continuing
the
program
we
started
four
years
ago
in
this
capital
budget.
F
The
continued
investment
in
those
priorities,
the
next
slide
that
shows
the
funding
sources
for
capital.
You
can
see
the
bulk
of
it
comes
from
reserve
development
charges
was
what
I
had
mentioned
under
X
Recreation
and
Culture
a
little
bit
of
revenue
and
a
little
bit
of
tax
that
it's
very,
very
minor.
A
capital
highlights
just
to
refresh
you
to
give
you
a
sense
of.
What's
in
those
sheets
is
our
building
impacts.
Rehabilitation
is
our
biggest
chunk
as
core
redevelopment,
there's
another
million
dollars
from
capital.
F
That
goals
will
be
1.6
and
the
rest
of
the
funding
plan.
That
council
have
considered
an
important
project
for
a
fire
service
or
self-contained
breathing
apparatus
to
start
replacing
that
aging
equipment,
as
was
apropos
that
we
just
discussed,
we
just
recognize
those
three
brave
men,
its
from
Stateville
that
went
into
that
fire.
This
is
critical
equipment
for
our
fire
service,
paramedic
defibrillator,
2.3
million
dollars,
one
of
the
most
successful
public
programs
in
terms
of
life,
saving
that
we've
ever
implemented
the
city
which
mr.
Demonte
brought
brought
here
with
us.
F
Perhaps
growth,
eleven
point:
three
million
dollars,
child
care
capital.
Grafts
I'd
mentioned
that
earlier.
Our
partnership
programs
that
I
talked
about
earlier,
with
particularly
perhaps
recreation
minor
capital
programs,
accessibility,
retrofit
and
emergency
protective
services
fleet
reveal
which
renewal,
which
replaces
our
fire
vehicles,
bylaw
vehicles
and
and
paramedic
vehicles.
So
mr.
chair,
that's
try
to
keep
it
succinct
because
I
know,
there's
a
lot
of
material
I
might
want
to
cover
so
I'd
be
happy
myself
or
the
general
managers
we're
all
here
today
from
these
areas.
To
answer
any
questions
you
may
have.
B
All
right,
thank
you
very
much.
Mr.
ken
lacus
appreciate
that
and
appreciate
all
of
the
work,
your
team,
your
general
managers,
your
Chiefs,
have
all
put
in
to
to
putting
this
package
together
for
us
and
the
sort
of
months
that
led
up
to
it.
So
we'll
turn
it
over
to
committee
for
any
high-level
questions.
Now
before
we
get
into
to
the
delegations
councillor
le
Thank.
D
You
mr.
chair
question
relates
to
the
2.5
percent
projected
growth
in
caseloads
and
Social
Services,
with
all
of
the
announcements
and
proclamations
over
the
past
six
months
about
how
much
better
the
economy
is
getting.
How?
How
do
you
explain
the
2.5
percent
increase
in
caseload
for
social
services?
Oh
that's.
G
A
projected
estimate
based
on
what
we're
seeing
in
terms
of
the
current
month
to
month
and
that's
what
we
rest
emitting
for
this
year,
based
on
that,
so
we
still
do
have
while
the
economy
is
doing
well.
There
are
still
a
number
of
individuals,
especially
in
this
area,
where
there
are
layoffs
and
and
other
things
that
are
happening
that
are
impacting
our
caseloads.
So.
D
D
G
Think
that
would
be
one
possible
contribution
to
this.
Also,
there
are
other
parts
of
Ontario
that
economy
still
are
not
doing
as
well,
and
so
we
do
have
a
certain
number
of
individuals
who
do
relocate
to
Ottawa
annually.
Seeking
you
know
a
better
life
here
when
things
don't
work
out
in
the
short
term,
they
do
require
some
assistance
right
now.
The
average
time
on
assistance
is
about
nine
months,
so
within
that
respective
time
it
does
take
time
to
settle
people.
They
need
some
assistance.
They
also
have
about
10
to
15
percent
of
the
o/w
caseload.
G
Terms
of
the
caseloads
I
think
the
biggest
issue
for
the
province
of
Ontario
is
more
related
to
the
growth
in
the
offend
the
disability
caseloads,
which
show
the
reports
we
have
with
that
continues
to
grow
at
approximately
7%
annually.
So
in
terms
of
the
province
and
caseloads,
the
area
where
it
pros
is
most
focused
on
is
on
the
disability,
caseloads
of
which
we
do
number
of
referrals
to
that
program.
G
H
Mr.
chair,
as
usual,
I
always
have
a
few
questions,
but
this
one
I'll
start
with
social
services,
so
Erin
you
and
I
speaking
earlier
on
this.
But
can
you
confirm
on
the
record
that
the
reduction
that
FTEs
are
related
to
Ontario
works
and
it
will
actually
not
impact
our
ability
to
to
offer
the
service
of
the
client
in
this
case
no.
G
H
Thank
you
page
72,
there's
the
long
term
care
line
and
I
I
want
to
make
a
special
special
notice
to
that
line,
because
when
you
go
into
the
centers
across
our
city,
long-term
care,
you
see
how
important
those
services
are
and
how
our
staff
there
it's
not
just
housing.
It's
everything
else
related
to
food
relay
to
laundry
and
everything
else.
So
I
I
didn't
have
a
special
comment
on
the
budget
or
whatever,
but
it
was
how
important
that
line
was
in
the
overall
service
delivery
for
our
aging
population
and
our
really
seniors
at
risk.
H
So
wanted
wanted
to
recognize
that
a
question
for
Parks
and
Rec,
especially
on
the
parks
element.
It
was
on
on
the
presentation.
Earlier,
the
eleven
point:
three
million
that's
dedicated
to
parks,
I'm
unclear
if
that's
a
strategic
investment
or
if
that
portion
is
a
lot
coming
from
development
charges.
E
H
It's
in
the
capital
updates
that
present
that
was
presented
by
mr.
Kinnick
just
a
couple
of
minutes
ago.
There
was
bullet
points
and
it
speaks
of
eleven
point.
Three
mm
to
park,
growth,
I,
think,
say:
lemon
I'm,
just
wondering
okay,
I
think
it's
from
DC's,
but
is
that
yet
complete
amount?
A
hundred
percent
from
DC's
I.
H
Thank
you
wondering
when
I
look
at
the
bylaw
budget
line
on
page
34,
it
speaks
of
a
revenue
of
6
million,
something
and,
as
you
know,
I'm
just
thinking
for
a
validation
or
for
comprehension
of
this
I
guess
you
know.
Bylaw
is
a
complex
world
where
we
do
get
revenue
from
parking
and
other
sources
and
other
licensing.
But
how
are
we
balancing
the
revenue
sharing
there
with
the
actual
service
delivery
elements?
We
know
that
we're
still
not
at
a
24-hour
seven
service
load
and
that
the
needs
are
complex,
especially
in
the
response
field.
H
I
Through
the
chair
to
council
food,
those
most
of
those
revenues
are
associated
with
licensing
and
fees
we
get
through
permits.
So
when
we
come
forward
to
Council
announced
that
fees
be
approved,
it
is
balanced
directly
in
line
with
the
cost
to
administer
and
enforce
the
licensing
law.
Only
we
in
principle
and
the
intention
UNESCO
Act,
is
that
we
don't
use
those
revenues
to
balance
out
other
enforcement
cost.
Okay,.
H
In
this
one
refers
to
a
couple
of
visits:
I
mean
it's
a
section
under
fire
services,
I've
been
in
a
lot
of
fire
station
recently
over
the
past
year
and
interested
in
the
service
delivery
components.
There
I'm
curious
to
know
I've
been
in
in
rec
facilities
for
years
and
I've.
Seen
on.
There
was
always
a
computer
upgrade
and
I'm
fascinated
that
in
fire
in
fire
stations
they
still
seem
to
be
running
a
very
old
computer.
Are
they
part
of
the.
H
Does
every
every
firefighter
have
access
to
email
and
and
so
on?
Yes,
they
do
on
page
90.
This
is
more
a
comment,
but
I
do
I,
do
see
the
potential
in
the
sponsorship
and
advertising
elements,
but
it's
tough
on
the
department
when
you
see
once
again
that
we're
not
meeting
the
target
in
this
case
its
1.7
million
I'd
like
to
hear
I
think
over
time.
If
it's
the
goals
is
to
bring
this
to
profit.
But
how
are
we
going
to
transition
to
not
always
carry
a
deficit?
F
Thank
You
chair
the
through
the
chair,
the
actually
check
owner,
is
also
very
concerned
about
this
and
had
raised
this
matter
with
me
and
Ken
Kirkpatrick
and
mr.
Sheng,
and
we
also
brought
in
to
the
meeting
Basheer
director
of
economic
development
and
the
commitment
we've
made,
because
obviously
we're
right
into
budget
here
is
that
Kent
has
made
a
commitment
that
he's
going
to
turn
his
attention
to
this
matter,
with
myself
and
mr.
sho-me
and
mr.
F
Bashir
to
rethink
some
of
our
strategies
and
how
we're
going
to
approach
sponsorship
and
advertising
and
to
get
it
back
in
line.
We
set
ambitious
targets.
So
when
we
put
this
together,
we've
had
somewhat
of
a
economic
slowdown
and
we've
seen
that
in
in
the
confidential
commercial
meetings,
we've
been
having
on
integrated
street
furniture
on
the
transit
advertising,
where
the
advertising
dollars
for
this
city
in
Ottawa
have
not
been
or
have
not
been,
or
the
investment
is
what
we
expected
it
to
be.
F
H
It'll
be
interesting
to
see
if
a
seg
does
get
what
we
see
today
in
the
newspaper
of
the
1
million
target
for
their
frankly
remaining.
If
they
do
get
that,
we
should
maybe
try
and
see
what
they
replicate
them
all
and
other
facilities,
but
I
do
understand
it's
a
high-profile
facility,
but
that
type
of
revenue
should
be
easy
and
in
the
in
our
big
city.
H
So
I'm
going
back
to
approximate,
because
I
had
taken
a
couple
of
notes
here
on
page
162,
the
urban
parks
rule
I'm
quite
interested
in
that,
as
you
might
imagine,
we
do
have
limited
spaces
and
and
parks
are
very
important
in
in
the
core.
Mr.
Shetty,
could
you
speak
about
the
objectives
of
that
manual
and
when
we
will
expect
a
report
on
that.
J
I'm,
not
mr.
Moser,
but
I
can
answer
that
question.
The
intent
of
that
manual
of
through
you,
mr.
chair,
is
to
try
to
establish
guidelines
when
we're
looking
at
areas
where
there's
perhaps
more
intensification
to
see
how
we
can
bring
some
of
our
urban
parks.
Some
of
our
urban
facilities
open
spaces
in
line
with
what
our
expectations
are,
what
our
needs
are
in
those
particular
development
areas,
so
this
Park
manual
will
be
initiated
in
2014
with
completion
in
late
2014
and
reporting
back
in
early
2015,
okay,.
H
Looking
forward
to
the
results
of
that
and
the
priority
listing,
because
some
of
our
in
dire
needs
of
larger
green
spaces,
the
final
one
is
on
page
164.
It
relates
to
40
I'm,
quite
support
that
I've
been
to
that
complex.
It's
wonderful,
really,
good!
That's
their
work
on
behalf
of
our
staff
and
in
really
fixing
some
of
the
challenges
we've
had
in
our
previous
facilities,
but
I'm
wondering
why
we're
seeing
it
once
again
in
the
budget
books.
E
Through
mr.
chair,
this
project
was
initially
conceived,
conceived
as
a
full-service
community
center
with
what
was
as
phase
one
was
the
pool
and
some
fitness
space
and
what
you're
seeing
in
this
year's
budget
is
the
planning
dollars
to
look
at
building
the
community
portion
of
this
so
essentially
more
community
space
and
to
work
with
the
community
in
determining
what
the
other
needs
are.
E
So
there
will
be
a
phase
two
which
the
department
will
likely
identify
once
we've
done
the
study
that
will
scope
out
the
nature
of
the
building
to
be
added
to
this,
but
the
site
was
conceived
and
large
enough
site
was
purchased
so
that
a
phased
approach
to
building
a
full-service
hub
there
would
be
possible.
So
this
is
simply
moving
on
to
the
next
step.
Perfect.
Thank
you.
K
Thank
you
very
much
mr.
chair
and
one
of
the
follow-up
question,
mr.
Connell
a
kiss
and
and
the
previous
speaker.
When
you
talk
about
the
sponsorship
and
we
see
the
number
has
been
challenged
to
reach,
but
there's
other
sponsorship
is
taking
place
and
it's
not
been
controlled
yet
by
the
city.
Perhaps
when
we
have
a
new
building
and
it
has
a
new
name
on
it,
where
is
that
fit
which
policy
or
does
the
city
have
a
policy
on
that?
So
we
can
make
sure
we
are
receiving
the
fair
market
value
for
those
sponsorship?
K
F
Chair
the
sponsorship
deals
that
have
been
announced
that
relate
to
some
new
facilities
and
big
assets
that
we
have
that
haven't
arranged
directly
through
councilors
and
that
have
been
investments
back
in
the
capital
of
the
building
in
terms
of
expanding
the
bill
that
will
improve
the
building
so
that
money
didn't
go
to
the
bottom
line,
so
counselors
are
free
to
do
that.
I
mean
they're,
not
bound
to
do
the
sponsorship
policy
at
the
fall
of
the
sponsorship
policy
and
contribute
all
the
revenues
to
the
bottom
line.
F
I
think
what
and
I
think
you
also
have
the
other
issue
where
the
people
that
are
putting
that
kind
of
money
up
to
sponsor
will
prefer
their
money
to
go
towards
something
tangible
like,
and
you
feel
the
new
artificial
turf,
something
significant
that
is
of
community
use
and
fits
their
business
model.
So
you
have
the
issue
happening
on
both
sides.
F
It's
it's
tops
ability
to
generate
revenue
on
the
sponsorship
opportunity
when
you're
asking
a
corporation
to
send
the
money
to
the
bottom
line
for
the
broader
community
good
and
we
invest
that
money
or
meet
a
financial
target
and
they
get
something.
In
return.
A
sign
or
something
versus
a
corporation
saying,
I'd.
F
Rather
see
a
sports
field,
that's
named
after
me
that
kids
can
use
every
day
this
one
out.
She
expand
on
your
plan,
capital
project
and
that
doesn't
go
to
the
bottom
line.
So,
yes,
we've
been
more
successful
as
a
city
in
sponsorship
than
what
the
numbers
show.
No
question
about.
It:
you're
seeing
that
opportunity,
councillor,
Wilkinson,
Council
harder,
have
been
very
successful
and
they're
able
to
leverage
those
relationships
and
those
opportunities
for
those
communities,
because
it
makes
sense
for
those
developers
who
are
building
in
those
communities.
K
But
we
don't
have
what's
so-called
a
policy
on
that
yet
so
that
mean
basically
based
on,
like
we
were
going
through
this
as
well
and
in
conscious
Bay
with
the
library
and
and
the
part
of
rec,
but
there's
no
set
rules.
How
much
we
sell
a
name
right
or
feel
the
name
in
or
any
depend
on
how
successful
it
can
negotiate
it.
What
you're
saying.
F
There's
no
there's
no
set
kind
of
price
menu
for
these
types
of
things.
Every
opportunity
is
different.
Some
of
them
tie
into
you
know
access
the
programming
for
people
for
people
that
buy
homes,
memberships,
they're,
very
complicated,
intricate
deals
that
leverage
someone's
corporations
opportunity
to
market
their
product
via
and
in
partnership
with
the
city.
So
it
takes
all
kinds
of
different
forms.
F
So
it's
just
not
okay,
the
other
building,
it's
displaying
square
feet,
that's
worth
a
million
dollars
to
somebody
it
might
be
for
someone
else
who
might
be
worth
a
hundred
thousand
dollars
depending
on
what
what
their
opportunity
is,
and
so
we
try
to
get
the
best
deal
based
on
what
the
market
conditions
are.
Okay,.
K
But
the
other
question
is
on
slide
10
when
you
talk
about
capital
funding
sources
and
you
talk
about
development
charge.
Ten
ten
point,
one
two:
zero
million
or
twenty
one
percent
of
that
total
capital
is
that,
based
on
today's
development
charge
or
you're,
assuming
it
will
increase
in
the
next
year,
is
that
I
mean
on
ten
and
a
bright.
K
Yeah,
okay,
you
mentioned
about
the
raid,
you
motorisation
and
we
seen
our
staff
present
the
report
last
week
at
this
committee
or
last
meter
this
committee,
and
we
seen
a
lot
of
the
benefit
of
having
one
system.
Can
you
tell
us
like
how
much
saving
each
department
will
be
with
with
the
new
system,
because
I
call
like
whether
the
police
or
fire,
or
they
have
money
set
aside
for
capital
on
the
radio
motorisation,
and
now
we've
seen
the
cities
moving
with
this?
Can
you
tell
us
like
just
snapshot?
F
Yeah
Oh
answer
the
question
and
of
a
roundabout
way,
because
the
first
thing
I
think
everyone
should
know
that
may
not
be
following
this
procurement
of
the
radio
system
was
we've
changed
the
business
model
in
terms
of
how
we
procured
this
in
the
past,
when
we
put
in
the
first
nose
actually
part
of
part
of
the
group
that
diplom
entered
the
first
radio
system
back
in
the
late
90s
back
in
in
95,
we
basically
bought
and
paid
for
the
infrastructure,
the
capital
infrastructure
for
the
radio.
So
that
means
we
bought
the
towers.
F
We
bought
all
the
equipment.
We
set
up
the
system
and
we
contracted
the
maintenance
and
all
that
to
a
to
a
provider
and
bought
their
technology
to
run
the
system.
And
this
one
here.
What
we're
doing
is
we're
basically
bringing
in
partners
people
that
have
been
on
it
that
we're
going
to
use
their
infrastructure
and
world
basically,
rather
than
vest
in
the
capital
dollars
we're
going
to
be
investing
almost
like
at
least
cost
to
use
their
system
and
operating
cost.
F
So
we
had
been
saving
police
in
particular,
was
probably
they
were
the
one
that
had
put
away
the
most
dollars
had
been
saving
and
putting
away
capital
dollars
to
pay
for
a
system
similar
to
the
model
that
we
had
before.
But
then
we
realized
and
we
started
going
out
to
market
that
there's
a
more
cost-effective
way
to
do
it,
but
we
still
need
the
capital
money
because
we
never
did
have
enough
capital
money
to
replace
this
system
completely.
F
If
we
would
invest
the
capital
in
and
do
new
towers
and
do
all
the
things
we
had
to
do
so,
the
money
we
did
have
is
going
to
be
used
to
actually
buy
all
the
handsets
all
the
carrier.
Unit
radios
the
go
in
the
cars,
all
the
infrastructure,
support
that
the
emergency
services
Public
Works
and
everybody
else
needs
to
actually
use
use
the
equipment.
So
we
actually
ended
up.
F
If
you
want
to
look
at
it
from
the
sales
perspective
we
offset
over
the
long
term
the
requirement
of
the
city
that
put
up
big
capital
dollars
to
buy
a
system
and
we're
doing
on
an
annual
basis
from
the
operating
budget.
So
there's
been
a
bit
of
a
switch
and
the
money
that
we
had.
We
actually
are
able
to
buy
the
equipment
without
asking
for
additional
dollars
from
council,
so
it
was
a
really
sweet
deal
for
the
city.
Okay,.
J
You,
mr.
chairman,
there's
pleased
to
see
in
this
budget
that
there
is
a
significant
number
of
parks
planned
for
design
in
2014,
both
in
my
ward
and
I.
Think
in
many
other
Ward's
in
the
city
and
I'm,
hoping
we're
seeing
a
shift
in
the
thinking
of
the
city
that,
if
we
can
put
in
the
electricity,
the
streetlights,
the
roads,
the
stormwater
ponds,
the
sewers
all
the
critical
infrastructure
when
a
community
is
formed
that
the
parks
should
not
take.
In
some
cases,
great
lengths
of
time
to
be
completed
so
should
I
take
from
the
budget.
J
Given
the
large
number
of
design
projects
in
there
this
year
that
we
are
responding
to
the
concerns
that
I
think
a
lot
of
councillors
have
raised
and
the
residents
of
rates
that
they
don't
want.
Their
parks
to
take
several
years
from
when
a
community
is,
is
constitute
through
you.
Mr.
chair.
Yes,
the
programs
that
we've
identified
in
the
parks
that
we've
identified
in
this
year's
budget
have
taken
some
of
those
comments
and
the
feedback
that
we've
heard
from
different
councillors,
and
we
want
and
the
program.
J
We
reflects
the
current
development
growth
trends
that
we're
seeing
in
as
far
as
location
and
the
type
of
growth
that
we're
seeing
so
the
you
may
have
noticed
that
the
parks
growth
budget
is
a
little
bit
more
aggressive
busier
than
it
perhaps
has
been
in
the
past,
and
it's
in
response
to
the
new
community
needs
and
and
the
new
communities
and
as
they're,
designing
or
Isis
or
developing
excuse
me
and
the
pressure
that
we're
seeing
on
that
piece
of
infrastructure.
So
we
feel
this
year's
budget
budget
before
you
is
response
to.
J
That
is
a
little
more
aggressive
that
it's
been
in
the
past
and
what,
without
an
were
able
to
deliver
that
that
type
of
program
in
2014-2015
I'm
glad
to
hear
that
look
forward
to
the
rollout
of
that
program
had
some
questions.
Mr.
chairman,
with
respect
to
the
paramedic
in
the
defibrillator
program,
I
am
pleased
to
see
that
we
are
slated
to
I,
guess
replace
a
significant
number
of
defibrillators
that
are
in
public
places
in
municipal
buildings
and
I.
Am
a
firm
believer
in
this
in
this
program
and
understand
the
approach.
J
I
think
we
all
have
heard
stories,
if
not
on
a
weekly
basis,
how
this
these
tools
are
saving
lives
on
a
on
a
frequent
basis.
I
wanted
to
ask
you
just
in
terms
of
what
is
our
approach
for
for
maintenance
of
these
defibrillators
I've
shared
with
you
correspondents
that
I've
received
from
a
resident
who
owns
a
business,
that
is
in
the
maintenance,
business
of
defibrillators
and
I.
Think
he's
asking
some
valid
questions
on
the
role
of
government.
Where
do
we
see
our
role
in
terms
of
placing
defibrillators?
J
Now
the
private
sector
has
responded
to
what
is
it
clearly,
a
demand
and
I
think
they're
prepared
to
I
think
shoulder
some
of
that
responsibility
in
for
maintaining
defibrillators
that
aren't
within
a
city
facility.
So
could
maybe
the
chief
could
just
comment
on
sort
of
the
approach.
You're
taking
how
things
have
evolved
over
time
and
I
hope
I'll
hear
you
say
that
you
know.
L
You
chair
actually
through
discussions
of
the
deputy
mayor.
He
raises
some
very
good
questions
so
historically
there
was
that
void
that
the
that
wasn't
there,
and
so
we
have
to
assume
that
responsibility
currently
we're
working
with
our
supply
management
people.
So
this
capital
money
is
a
matter
of
fact
we're
gonna
go
to
market
and
ask
those
very
broad
questions
and
see
what
opportunities
we
have
and
I
was
here
at
mister.
Cadillac
has
talked,
for
instance,
about
the
radio
project,
we're
looking
at
very
similar
models.
So
the
answer
is
definitely
yes
we're.
L
Looking
at
that
and
then
through
discussions
we
had
deputy
mayor
we're
actually
realizing
as
well
that
the
market
and
the
environment
has
completely
changed.
So
we've
committed
to
2014
to
do
a
complete
review
of
this
program
because
we're
under
council
direction
for
this
current
program
that,
as
you
say,
has
been
very
successful
in,
as
is
put
us,
you
know
in
the
top
tier
in
North,
America's
finest
survival
and
actually
double
the
survival
rate
of
any
other
community
in
this
province.
L
So
we
want
to
continue
that,
but
yeah
I
think
we
have
to
reevaluate
what
the
market
now
has.
So
we
will
be
doing
a
complete
review
of
the
program
and
bringing
it
forward
to
this
committee
to
say:
well,
you
know
things
have
changed,
here's
what
the
environment
is
and
how
do
you
want
us
to
readapt
so
absolutely
where
I
think
we're
going
to
dress
directly
your
questions.
Okay,.
J
Well,
I
appreciate
that
response
and
I
think
you're
on
the
right
track
and
again
the
services
to
be
commended
for
the
work
it's
done
over
the
years.
There's
good
clear
examples
of
lives
being
saved,
but
the
landscape
has
changed
and
I
I
compare
it
to
the
fire
service
where
we
do
have
an
inspection
regime,
but
the
private
sector
provides
the
product
and
services
for
fire
extinguishers
and
other
fire
I
guess
retardant
supplies
that
are
throughout
the
city,
so
I'm
pleased
to
hear
that
that
review
will
be
coming
form.
J
M
Thanks
very
much
mr.
chair
I'd
like
to
ask
a
question
about
the
daycare
of
the
day
programs,
many
of
which
are
in
my
ward,
dealing
with
people
who
are
living
in
shelters
and
rooming
houses
and
very
precarious
living
circumstances,
and
we
have
a
letter
here
from
the
diocese,
the
Anglican
Diocese.
Talking
about
the
fact
that
the
food
they're
giving
out
is
nowhere
near
what
Canada's
food
rule
state.
So
that
means
kind
of
food
rules.
M
I
G
Think,
as
always,
all
of
our
programs,
particular
social
envelope
are
of
concern
this
year,
what's
been
built
in
is
a
1.5
percent
increase
for
those
for
all
agencies,
which
equates
about
three
hundred
and
ten
thousand
dollars.
Overall,
the
spectrum
of
the
agencies
that
are
serving
low-income,
particularly
vulnerable
individuals,
yeah.
M
Well,
they're
requesting
more
than
that,
because
they
find
that
to
be
insufficient.
So
with
the
World
Health
Organization
saying
that
the
main
social
determinants
of
health
is
poverty,
these
people
cannot
afford
to
buy
nutritious
food
themselves
and
it
sounds
like
we
are
not
also
providing
nutritious
food.
So
don't
we
have
a
human
right?
Don't
we
have
some
kind
of
responsibility
to
make
sure
that
people
are
being
fed
in
a
nutritious
manner,
I.
G
Think
that's
a
very
hard
question
for
me
to
answer.
I
think
that's
a
question
where
the
committee
has
to
debate
in
terms
of
what
it
can
provide
or
will
provide
in
terms
of
increases
around
the
community
funding
that
we
have
available.
You
know.
Certainly
we
agree
that
all
of
our
agencies
are
under
a
certain
degree
of
Juris
as
we
as
are
we
to
some
extent
in
terms
of
finding
the
funding
internally
to
make
this
happen,
but
I
think
with
respect
to
all
programs,
food
programs
and
so
on.
G
M
B
Thank
you
very
much
counselor.
Is
there
anything
else
from
committee
before
we
move
to
delegations?
No
all
right!
Thank
you.
Our
first
delegation
is
Ms
Laura
Gibbs
from
the
Ottawa
Museum
Network,
his
kids.
If
you
want
to
make
your
way
down-
and
you
have
five
minutes
from
when
you
start
reminder-
just
hit
the
button
in
front
of
you
so
that
we
can
all
hear
you.
N
Good
morning
and
more
kids
I'm,
the
director
of
the
Ottawa
Museum,
Network
and
I'm
here
on
behalf
of
the
eleven
community
museums
today,
so
first
like
to
start
by.
Thank
you
thinking
the
city
for
their
continued
partnership
in
support
of
the
museum's
specifically
wanted
to
mention
the
beautiful
banners
out
in
June.
Take
it
home,
it's
been
great
to
have
set
visibility
out
there.
The
City
of
Ottawa
has
continued
with
the
best
practice
of
forward
planning
with
the
Ottawa
2020
arts
and
heritage
plan.
N
The
plan
has
given
us
the
resources
to
working
partnership
with
other
arts
and
heritage
organizations
in
the
city
to
engage
residents
and
tourists
in
Ottawa's
vibrant
cultural
scene
and
to
play
a
leadership
role
in
continuing
to
make
Ottawa
a
vibrant
cultural
City.
In
fact,
the
reason
sustainability
plan
won
an
award
of
excellence
from
the
Ontario
Museum
Association
and
myself
and
four
other
directors
presented
the
results
of
the
museum
sustainability
plan
at
the
Ontario
Museum
Association
conference
two
weeks
ago.
Ottawa
is
really
considered
a
leader
in
this
area
with
other
cities
like
London
and
Kingston.
N
Developing
similar
plans
in
consultation
with
us
we'd
also
like
to
thank
the
City
of
Ottawa
for
their
continued
partnership
and
investment
in
the
community
museums.
In
fact,
city
staff
are
working
with
our
museums
to
establish
an
Isis
which
is
a
shared
collections
database
that
will
allow
the
museums
to
digitize
our
collections
and
make
them
available
online
to
the
public.
This
initiative
will
not
only
help
us
digitize
and
preserve
our
collections.
They
will
also
make
our
collections
more
accessible
to
Ottawa
residents
and
visitors.
N
The
investment
from
the
City
of
Ottawa
has
helped
our
museums
increase,
visitation
of
residents
and
visitors
and
due
to
the
city
support,
we
have
also
been
successful
in
leveraging
investment
and
strategic
partnerships
to
enhance
and
continuously
improve
our
museums.
So
the
value
of
your
investment
is
that
our
Museum
home
in
Ottawa,
through
meaningful
experiences
and
discovery,
museums,
tell
Otto
a
story
and
we
receive
over
750
group
visits
per
year.
N
Boeing's
estate
national
historic
site
launched
an
accessible
audio
tour
in
2012,
making
it
easier
for
visitors
with
hearing
and
vision
impairments
to
visit
the
museum
or
Goldberg
Museum
was
funded
with
$8,000
from
the
federal
government's
1812
commemoration
fund
for
their
war
of
1812
annual
tribute.
Our
community
museums
also
support
local
businesses
by
attracting
visitors
and
tourists.
The
Diefenbaker
Canada's
Cold
War
Museum,
was
nominated
for
an
auto
tourism
award
of
excellence
for
the
incident
at
the
bunker.
N
As
on
the
adventure
with
in
partnership
with
haunted
walks
as
well
as
music
beyond
beyond
the
bomb,
they
were
also
rated
best
tourism
business
from
the
Canada
Chamber
of
Commerce
venue.
Museu
Park
has
seen
record
numbers
of
school
groups
and
tour
groups
through
their
venues.
Sugar
Shack
this
year
and
Bytown
museum
was
featured
in
Ottawa
tourism,
rendezvous
marketplace
last
spring.
Showcasing
Otto's,
unique
cultural
attractions
that
draw
tourists
to
Ottawa
Ottawa
community
museums
were
showcased
in
Ottawa.
N
Tourism's
capital
country
drives
featuring
museums
that
combo
and
Heritage
Village
Museum
and
Penny's
Point
resulted
in
over
2
million
impressions
with
regional
tourists.
So
we
are
also
planning
to
play
a
key
role.
In
other
words,
2017
celebrations.
Hired
an
author
as
rich
and
dynamic
history,
so
we
mere
power
that
makes
Ottawa
a
unique
place
to
live
in
the
investment
from
the
City
of
Ottawa
has
given
our
museums,
an
opportunity
to
leverage
funds
to
evolve
and
grow.
N
Museums
know
worked
with
the
community
and
local
businesses
to
raise
nearly
$500,000
through
the
raise
the
roof
campaign
and
I
was
good.
Township
Historical
Society
in
Museum
is
working
the
City
of
Ottawa
to
develop
the
heritage
garden.
The
Ottawa
Museum
Network
also
received
$70,000
from
the
Department
of
Canadian
Heritage,
to
establish
enquiring
minds,
bringing
students
into
the
museums
for
in-depth,
hands-on
learning,
using
experts,
artifacts
and
experiences
on-site
to
teach
students
in
dynamic
and
innovative
ways.
These
initiatives
and
investments
are
only
a
glimpse
of
whether
community
museums
have
achieved
with
professional
staff.
N
B
You
very
much
miss
Gibbs
and,
as
you
were
talking
councillor
else,
antares
nodding
furiously
at
me
with
the
references
to
the
defend
bunker,
so
he
loves
that
he
loves
that
place.
You
should
put
your
ward
office
in
there.
You
know
the
best
best
defended
ward
office.
Corporate
security
would
love
that
actually.
K
In
actually
in
2004
budget,
when
we
were
cut
and
in
slash
and
everything
we
can
see,
Council
should,
oddly
put
a
motion
to
save
thee
from
bunker
in
case
we
have
all
move
into
it.
So
it's
not
it's
not
a
joke
today.
Folks,
but
I
want
to
thank
you
and
all
your
Carter
for
a
job
well
done
on
behalf
of
all
of
us.
Thank
you.
B
Thank
you
very
much.
Are
there
any
questions
for
Miss
Gibbs
No?
Thank
you
very
much
for
your
submission.
The
next.
The
speakers,
of
course,
were
gifted
by
peach
scarves
in
the
audience.
Today
we
have
connetion,
goose
and
Halina
Todd's
a
from
Cowie.
Ladies
welcome
and
reminder
just
hit
the
button
in
front
of
you,
and
you
have
five
minutes
from
when
you
begin.
A
Good
morning,
chair
Taylor
and
councilors
of
the
CPS
committee,
my
name
is
Connie
sheng,
gu's
and
I'm
here
today
with
Halina
today
to
present
on,
on
behalf
of
the
city
of
all
women's
initiative
initiative
envelop,
our
total
FM's
Cowie
City
ball.
Women
initiative
is
a
unique
collaboration
of
women
from
diverse
communities
and
organizations
in
academia
working
with
Minas
municipal
decision-makers
to
create
a
more
inclusive
City
and
provide
gender
equality.
A
Today,
we
would
like
to
speak
primarily
about
the
recreation
portion
of
the
budget.
First,
we
would
like
to
acknowledge
some
important
commitments
that
the
city
has
made
under
the
sea
under
the
healthy
and
care
committees.
Community's
priority
goal
in
2011
to
2014
the
strategic
plan.
Strategic
objective
hc2
is
to
provide
accessible,
inclusive
and
quality
parks,
recreation
services
and
urban
spaces
that
respond
to
the
demographic
trends
in
population
and
activity.
A
The
parks
and
recreation
master
plan
and
the
roadmap
that
was
approved
by
council
in
June
2010
contain
important
principles
and
recommendations
to
help
the
city
as
it
works
to
fulfill
its
objectives.
For
example,
the
road
maps
identify
priority
populations
or
segments
of
recreation
service
delivery.
These
residents
are
low-income
children
and
youth,
seniors
and
persons
with
disabilities.
A
We
are
concerned,
however,
that
without
new
tax
dollars
or
other
funding
sources,
the
resulting
recreation
budget
constraints
will
severely
reduce
the
ability
of
the
city
to
achieve
its
own
priority
goals
and
commitments
in
this
area.
We
have
been
told,
for
example,
that
the
3,000
allocated
in
the
strategic
plan
has
been
reallocated
elsewhere
due
to
the
budget
constraints.
This
means
that
it
will
be
difficult
for
the
city,
staff
and
community
groups
to
put
in
place
any
innovative
ideas
for
greater
access,
inclusive
inclusiveness-
if
there
are
no
resources
available
for
this
purpose.
A
What
more
the
budget
document
states
that
the
maintaining
recreation
piece
of
2010
levels
require
mitigating
measures
to
avoid
over
expenditures,
including
cost
containment
and
increased
minimum
participant
levels
to
maintain
established,
cost
recovery
targets.
We
have
been
told
that
any
cost
containment
measures
will
not
affect
the
Equality
of
programs
or
access,
but
we
do
have
concerns
no
I'll
pass
it
over
to
Helene.
Oh
thank.
O
O
affected
by
these
closures.
Has
there
been
enough
consultation
to
determine
the
effects
that
earlier
clauses
would
have
who
use
these
centers
as
a
safe
place
to
just
hang
out,
particularly
in
the
winter
away
from
the
cold?
Concerns
have
also
been
expressed
about
the
effectiveness
of
the
recreation
fee
fees
and
ensuring
that
programs
are
accessible
to
low
income
families.
Do
we
know
low-income
families
can
afford
these
programs,
even
with
the
fee
freeze
in
terms
of
fee
assistance,
is
information
about
subsidies
in
the
application
process
as
accessible
as
possible.
O
Our
subsidies
available
to
all
who
are
eligible
unless
some
families
be
turned
away.
We
now
have
a
city
budget
process
that
begins
with
a
decision
about
the
tax
increase
while
below
the
maximum
2.5%
before
residents
have
the
opportunity
to
express
their
concerns
about
unmet
needs.
If,
during
the
consultation
process,
it
becomes
apparent
that
an
issue
should
be
addressed,
protective
services
must
be
cut.
That's
pretty
one
against
another.
B
Thank
you
very
much,
ladies
appreciate
your
presentation
and
and
I
think
we'll
ask
mr.
Shen
yeh
to
speak
in
a
moment.
I
think
you're
you're.
Absolutely
right.
You
certainly
hit
the
nail
right
on
the
head.
We
have
a
responsibility
to
kind
of
balance
and
make
sure
that
we're
delivering
or
responsible
and
respectful
City.
You
know,
regardless
of
what
your
background
is,
or
your
income
level
or
you
know,
whatever
walk
of
life
you're
coming
from
and,
of
course
we're
just
as
sensitive
to
you
know.
B
The
drive
to
keep
rec
fees
frozen
was
so
that
it
kept
it
within
reach
of
you
know,
families
and
folks
who
need
to
be
able
to.
We
don't
want
to
get
the
price
no
to
the
market,
so
they
can't
afford
to
participate
in
those
things,
but
it
does
create.
You
know
operational
pressures.
You
can't
just
keep
putting
the
price
of
the
menu
up
and
just
expecting
that
people
are
gonna
pay.
It.
B
So
I
think,
though,
that
there's
two
pieces
to
this
there
is
that
very
legitimate
pressure
piece,
but
then
there's
also
an
operational
piece
and
I
know
that
one
of
the
drives
that
mr.
ken
lacus
has
put
on
at
our
direction
has
been
to
go
throughout
the
city
and
look
for
efficiencies
to
wring
out
of
the
system,
so
they
can
be
better
applied
elsewhere.
B
So
some
of
the
the
rec
center
kind
of
anomalies
that
we've
seen
with
you
know
closing
at
8:00
rather
than
a
10.
Those
are
an
al.
Let
mr.
Cheuk
comment
but
I
mean
the
real
direction
behind
those
was
just
maximizing
the
efficiency
of
resources.
If
no
one's
going
to
a
center
between
8:00
and
10:00
at
night,
then
you
know
we're
paying
to
keep
the
staff
there
for
you.
B
No,
no,
no
good
community
purpose
so
that
money
would
be
better
applied
elsewhere
and
just
like
any
business,
would
we
shift
resources
from
you
know
where
our
clients
clearly
don't
want
it
to
where
our
clients
clearly
do
want
it
so
and
that's
a
moveable
feast.
It
continues
every
day
and
mr.
Shinya
I
think
you
know.
We've
had
some
discussions
about
this
before,
but
perhaps
you
could
offer
some
thoughts,
Thank.
E
E
E
That
was
recently
within
the
last
two
years,
rebranded
to
hand-in-hand
and
translated
into
ten
languages,
as
is
all
of
our
promotional
material,
to
try
to
reach
out
into
other
communities
so
that
those
who
don't
have
French
or
English
as
their
as
a
working
language
can
understand
the
service.
The
uptake
on
that
program
continues
to
grow,
and
last
year
it
topped
out
at
about
1.2
million
at
the
end
of
September.
E
This
year
it
was
out
of
just
under
a
million
and
I
suspect
that,
by
your
end,
it'll
probably
be
at
1.2
or
1.3
million,
and
then
we
haven't
been
able
to
move
forward
with
all
the
initiatives
that
the
recreation
master
plan
called
for
in
terms
of
social
recreation.
We
have
done
some
good
work,
for
example,
with
the
Canadian
Canadian
Tire
jumpstart
program.
We've
grown
that
program
to
serve
about
2,600
children
now
and
and
and
we're
expanding
the
range
of
programs.
E
E
M
A
question
on
that
time:
mr.
chair
I
mean
I
put
that
line
for
many
years,
that
we
have
this
subsidy
program
and
it's
wonderful.
People
in
my
ward
often
cannot
access
for
many
reasons,
whether
they're
working
three
jobs
or
whether
they
have
a
language
problem,
a
cultural
problem,
a
social
problem
actually
getting
to
the
programming
people
in
my
ward,
raise
money
with
bake
sales
to
get
some
money
so
that
kids
can
use
the
city
programs,
because
certainly
children
who
are
on
low
incomes
who
are
on
social
assistance,
cannot
afford
a
city
program.
A
Just
from
people
that
I
do
know
yes,
it
is
very
true.
The
transportation
has
been
a
big
issue
with
a
lot
of
the
low-income
families
and
I'm
speaking
predominantly
about
the
operational
population
who
are
on
social
assistance.
But
the
other
concern
I
had
is
the
support
groups
that
are
utilizing
these
particular
recreational
centers
between
eight
and
ten,
which
again
are
affecting
the
people
that
have
socio-economic
conditions
to
deal
with
yeah,
okay,.
M
B
Thank
you
very
much
other
other
questions.
No.
Thank
you
very
much,
ladies
for
your
presentation.
We
appreciate
it,
and
certainly
you
know,
as
I
think
counselor
homes
it
might.
This
is
you
know
this'll
never
will
never
be
done.
Unfortunately,
though,
the
needs
of
the
population
keep
shifting
and
we
have
to
keep
making
strategic
changes
on
the
fly
all
the
time.
I
know
in
my
ward
as
well.
You
know,
transportation
is
a
big
challenge.
B
I've
got
lots
of
people,
particularly
young
people,
living
in
neighborhoods
where
they're
you
know,
oftentimes
at-risk
and
literally
the
only
way
to
get
them
into
programming
is
to
have
it's
not
even
as
he
transpose
there's
a
good
bus
service,
it's
they.
They
literally
need
an
organization
to
come
and
pick
them
up
in
a
bus
or
a
van
and
drive
them
over
to
the
homework
club,
and
you
know
and
transportation
cost
money.
B
So
it's
it's
an
ongoing
problem
and
you
know
we're
gonna
have
to
keep
working
at
solutions
that
work
for
the
next
little
bit
and
then
change
them
when
they
don't.
Thank
you.
Thank
you.
Our
next
delegation
is
Reverend
John
Hobbs
from
the
day
program
coalition.
Robert
Hobbs,
if
you'd
like
to
join
us
and
reminder,
you
have
five
minutes
press
the
button
in
front
of
you
to
get
started
and
I
think
we
have
circulated
a
copy
of
your
submission
as
well
to
members
of
the
committee.
Thank
you.
P
Mr.
chair
members
of
the
committee,
I
am
Archdeacon
Peter
John
Hobbs,
director
of
mission
for
the
Anglican
Diocese
of
Ottawa
I'm
joined
at
the
table
by
Mary
Martha
Hale,
the
executive
director
of
Center
for
54
in
my
capacity
I
oversee
three
of
the
city
funded
a
program
center
for
five
for
st.
leagues
table
and
the
well
or
source
today,
I'm
honored,
to
represent
the
day
programs
coalition.
The
other
day
programs
are
called
well
Family,
Center,
Center,
507,
st.
Joe's,
Women's
Center
Shepherd's
of
Good
Hope,
including
good
day
workshop
and
central
senators,
Juarez
Sophie.
P
The
eighth
day
programs
provide
a
variety
of
essential
service
of
the
city,
most
vulnerable
and
marginalized
people.
The
range
of
their
services
is
broad
and
you
can
see
them
in
the
report.
That's
been
handed
to
you.
We
are
an
important
part
of
the
continuum
referred
to
as
the
housing
and
support
services
system
daily.
We
support
approximately
1,400
who
are
homeless
at
risk
of
becoming
homeless
hard
the
house
or
require
support
to
remain
in
their
homes
day.
P
Programs
provide
essential
support
to
people
as
they
transition
from
street
to
shelter
and
from
shelter
to
homes,
to
provide
nutritious
food
increases
to
the
budgets
of
the
three-day
programs
that
have
meal
mandates
must
be
implemented,
st.
Luke's
table,
st.
Joe's,
Women's
Center
and
the
well.
These
day,
programs
rely
significantly
on
contributions
from
the
food
bank.
The
other
five
day
programs
also
provide
significant
amounts
of
food.
Currently
it's
impossible
for
us
to
become
to
come
anywhere
near
meeting
the
standards
set
by
the
Canada
Food
Guide.
P
We
ask
for
funding
increases
to
provide
nutritious
food
to
the
many
people
we
serve
daily.
You
may
say:
there's
no
money
for
this
in
the
budget.
This
council
supported
a
pledge
to
cap
tax
increases
at
2.5%.
What's
being
proposed
in
this
year's
budget,
is
a
1.9
percent
tax
increase
the
difference
at
point?
Six
percent
on
a
two
point:
five
two
billion
dollar
budget
equals
about
15
million
dollars
a
point:
one
percent
increase
or
approximately
two
point:
five
million
dollars
could
be
invested
in
our
day
programs
and
other
community
services.
P
At
the
same
time,
the
provincial
government
has
been
uploading
the
cost
of
social
services
since,
before
the
last
election,
14
million
dollars
was
directed
towards
housing
and
homelessness
services
in
2010.
How
much
has
been
uploaded
since
2010?
Some
of
those
resources
should
be
reinvested
in
community
based
social
services,
such
as
they
programs
in
2011,
the
community
agency
sustainability
funding
envelope,
was
eliminated
from
the
budget.
This
funding
enabled
day
programs
to
apply
for
monies
to
address
operational
budget
pressures.
We
are
challenged
by
operational
costs
as
basic
as
rent
utilities
in
food,
which
increase
every
year.
P
We
provide
excellent
services
to
the
city's
most
vulnerable
people
at
a
very
low
cost,
but
we
are
struggling.
We
serve
all
those
who
come
to
us
daily,
regardless
of
our
fiscal
challenges.
We
do
not
stop
people
at
the
door
who
are
struggling
with
poverty.
In
the
city's
budget
briefing
notes,
it
is
stated
that
the
most
vulnerable
citizens
are
especially
impacted
by
economic
challenges
and,
as
a
direct
result,
the
demand
for
service
delivered
by
City
supported
agencies
also
increases.
P
We
as
citizens,
expect
the
city
to
continue
to
recognize
its
role
in
meeting
the
needs
of
vulnerable
citizens.
Day
programs
are
partners
with
the
City
of
Ottawa
and
meeting
that
commitment.
However,
we
require
advocate
for
adequate
funds
to
do
so.
We
do
not
want
to
have
to
reduce
our
services,
but
we
must
operate
within
our
budgets.
We
request
a
2.5
percent
increase
in
our
budgets,
in
addition
to
specific
increases
related
to
food
programming
I.
Thank
you
for
your
time.
Thank.
B
You
very
much
Archdeacon
and
hooray
is
certainly
quite
a
few
valid
points.
I
I
do
know
that
since
2002
we've
increased
our
funding
to
the
day
programs
over
the
past
11
years
by
about
95
percent,
so
there
has
been
funding,
increase,
I,
understand
that
you,
you
need
and
want
to
see
more.
You
know
technical
funding
for
the
food
banks,
I
think
over
some
rough
math
told
me
over
the
same
period
we've
increased
food
funding
for
the
food
banks
by
3
times,
specifically
directed
at
food
security
initiative.
B
So
you
know,
there's
investments
going
on
there
and
and
certainly
I've
been
in
many
of
the
day
programs
facilities
myself
and
you
know
even
rolled
up
our
sleeves
and
I
know
some
of
my
colleagues
and
I
have
you
know
pitched
in
to
help.
You
know
work
in
some
of
those
centers
to
do
some
things.
Caldwell
comes
to
mind
and-
and
there
are
certain
strategic
partnerships
that
we
do
currently
enjoy
with
the
day
programs,
you
know
Caldwell,
you
rent
being
a
big
cost.
Caldwell,
of
course,
is
housed
that
at
no
cost
by
Ottawa
community
housing.
B
I
know
that
you
know
you
spoke
about
the
need
for
food
security
and
that's
where
it's
kind
of
going
and
you
little
bit
about
the
upload.
This
council
has,
you
know,
chosen
to
take
a
direction
of
housing
first
and
now
that
doesn't
mean
housing
first,
and
only-
and
you
know
it.
Certainly,
there
are
lots
of
other
areas,
it's
a
spectrum
across
poverty
and
homelessness,
but
our
direction
was
to
move
in
housing.
First,
you
know
strategically
so
that
we
could.
B
We
could
basically
address
people
in
situations
where
the
cost
was
lower
to
provide
them
with
service
if
we
knew
where
they
were
then
constantly
addressing
them
at
the
crisis.
Point
where
it's
most
expensive
to
do
so
so
I'm
gonna
ask
dr.
brewery
to
maybe
comment
a
little
bit.
I
know
that
he
mentioned
previously
to
councillor.
Holmes
is
the
first
time
he's
seen
your
submission,
but
we'll
ask
him
to
comment
a
little
further
and
and
then
open
it
up
for
questions
to
my
colleagues,
dr.
Blake
I.
Think.
G
So
I
think
this
is
a
multi
governmental
level
type
problem
in
which
there
needs
to
be
adjustments
at
the
other
levels
and
they
need
to
do
some
catch-up
as
well,
so
that
we're
not
creating
other
social
problems
by
not
responding
and
that's
part
of
what
the
social
assistance
review
in
Ontario
was
designed
and
intended
to
do.
Unfortunately,
the
government
of
Ontario
is
not
increasing
the
weights
as
quickly
as
may
be
necessary
in
order
to
make
sure
that
people
are
able
to
afford
or
be
able
to
begin
to
purchase
food
without
relying
on
food
banks.
M
F
Q
Was
the
big
year
there
was
somewhere
around
14
million,
it's
roughly
five
to
five
and
a
half
million
every
year
since
then,
and
when
you
did
your
term
accounts
of
priorities,
you
use
that
money
to
support
all
the
terminal
council
priorities
that
you
established
at
that
time.
So
every
year,
including
in
this
budget,
you
I
think
you
have
4.5
I,
think
this
year
or
five
million.
It's
all
used
towards
your
council
priorities.
Q
M
R
R
Well,
in
at
center
for
5
4,
we
have
a
snack
program.
We
get
deliveries
from
the
food
bank
of
granola
bars
of
crackers
and
a
very
occasionally
we
get
fruit.
We
would
like
to
have
more
regularly
items
like
fruit,
more
nutritious
snacks,
whole-grain
versus
white
white
crackers,
those
kinds
of
things
peanut
butter
to
add.
We
do
get
peanut
butter
occasionally
as
well,
but
those
the
the
new
programs
like
at
the
well
and
st.
Luke's
and
at
st.
Joe's.
R
They
receive
deliveries
from
the
food
bank
and
then
augment
with
the
small
budgets
that
they
have
to
provide
to
provide
perishable
and
protein
to
provide
those
meals
that
they
are
feeling.
Their
assessment
is
that
the
meals
that
they're
providing
do
not
meet
the
Canada,
Food,
Guide
standards
and
and
would
be,
they
need
to
begin
to
close
the
gap
between
what
they're,
providing
and
that
standard.
Okay.
M
D
B
Noted,
thank
you
very
much.
Counselor.
Are
there
any
other
questions
for
this
delegation
nope?
Thank
you
very
much
and
we'll
have
the
motion
prepared
in
our
system
here.
Thank
you.
The
next
and
last
registered
delegation
Steve,
don't
move
from
our
Community
Services
Advisory
Committee
Steve.
If
you
want
to
come
forward,
you
have
five
minutes
and
I
know
you
were
just
in
here
last
night
for
your
meeting.
So
you
know
the
drill.
S
Thank
you
very
much
chair
and
friends,
it's
great
to
be
here
this
morning
and
because
you
have
a
very
full
agenda
and
you've
already
had
some
speakers.
Instead
of
going
with
my
prepared
remarks,
I'll
just
keep
it
to
a
very
short
few
points,
quite
high
level
on
the
on
the
budget
in
first
we'd,
like
thank
City,
Council
and
the
city
for
preparing
a
budget
that
does
maintain
services
in
community
and
social
services
to
the
current
levels.
S
S
So
I
know
that
that's
well
known
by
everyone
here,
but
there
are
significant
needs
in
our
community,
whether
we're
talking
about
social
housing
and
the
very
long
wait
that
families
have
or
if
we're
talking
about
childcare
and
the
the
need
for
subsidized
spaces
and
the
other
important
services
that
the
city
offers.
Other
orders
of
government
have
a
very
important
role
to
play
in
in
this
field,
and
while
the
City
of
Ottawa
has
made
an
important
commitment
to
this,
it
is
important
that
other
orders
of
government
come
to
the
table.
S
We've
seen
some
uploading
from
the
province.
Our
view
from
the
advisory
committee
is
that
there
should
be
continued
engagement
and
policy
dialogue
with
other
orders
of
government
on
an
ongoing
basis,
and
that
would
be
a
recommendation
that
we
would
like
to
make
to
the
next
to
the
next
council
as
well.
That
that'd
be
an
ongoing
engagement
for
further
resources.
S
We've
noted
that
there
are
efficiencies
that
have
been
hard
fought
by
the
department,
and
these
are
not
always
easy
things
to
do.
There
have
been
technological
improvements,
improvements
to
service
delivery
and
there
have
been
uploading
as
well
as
some
costs.
These
things
always,
however,
just
a
cautionary
note
have
limits
at
a
certain
point.
One
can't
do
more
with
less
so
while
there
has
been
some
extraordinary
effort
to
date,
as
we've
heard
about
from
from
city
officials.
S
S
Lastly,
I'll
just
offer
up
I
know
we
are
a
new
Advisory
Committee,
we've
kind
of
joined
near
the
end
of
a
term
of
council,
and
we
are
finding
our
way
and
how
we
can
be
of
support
to
you,
and
we
are
your
Advisory
Committee
as
well
as
that
of
the
community.
So
we
would
welcome
any
suggestions
that
you
may
have
as
to
how
we
can
better
support
you
in
the
remainder
of
our
mandate
and
of
yours
and
in
prep
for
the
new
council
coming
forward.
Thank
you
very
much
for
the
opportunity.
B
That's
great,
thank
you
very
much
for
the
submission
and
certainly
I,
think
we
have
a
great
working
relationship
now
and
it's
nice
to
see
the
kind
of
the
dialogue
back
and
forth
that
they
at
the
Advisory
Committee
meetings.
So
you
know
you're
right.
We
did
suffer
a
little
because
of
the
the
changeover
and
you
know
throughout
our
term,
but
but
I
think
it's
functioning
well
and
I'm.
B
Certainly
looking
forward
to
the
next
term,
I
think
we'll
be
set
up
in
a
good
place
for
the
members
moving
into
next
term
to
kind
of
understand
where
we're
going
and
be
part
of
the
formation
of
the
process
rather
than
on
the
tail
of
you
know,
giving
comment
on
what's
already
kind
of
foundation
has
been
decided
so,
but
but
thank
you
very
much
for
your
submission
today.
Are
there
members
of
the
committee
with
questions?
No.
Thank
you
very
much.
Dave
appreciate
you
coming
out
with
that.
That
ends
our
public
delegations
for
the
committee.
B
K
Deputy
mayor
well,
counselor
home,
introduced
a
motion
she's
going
to
be
moving
later.
Can
we
find
out
exactly
how
much
that
mean
in
dollar
and
where's
the
motion
to
reinstate
the
budget
to
two
and
a
half
percent?
So
we
don't
know
in
dollar
how
much
that?
Can
we
get
staff
to
tell
us
how
much
that
mean
that
were
which
we're
would
come
from
which
budget
will
come
from
sure.
B
Q
B
C
B
We're
gonna
sorry
we're
gonna,
carry
it
item
by
item
I
apologize.
We
all
agree
with
the
roadmap.
Okay,
all
right
so
section
number
one
emergency,
Protective
Services
will
take
all
items
together.
A
through
II
carry
okay
item
number
two:
we'll
do
this
a
piece
by
piece:
general
managers,
office
operating
resource
requirements,
that
carried
section
be
social
services,
and
this
is
where
counselor
homeless
emotion
is
located.
So,
let's
have
counselor
on
counts
for
homes.
Motion
okay,
carried
carried.
Thank
you!
Child
services
as
follows:
one
two
and
three
user
fees,
operative
resource
requirements
and
capital
budgets.
B
That's
items
see
is
that
carried
carried?
Thank
you
item,
D
and
I
believe
this
is
where
counselor
Shirley's
no
item
D
I
think
is
where
his
conflict
is
yeah.
The
housing
services
operating
resource
requirement
so
with
counselor
le
stepped
away
from
the
table
is
that
carried.
Carry
carry
thank
you
item.
Ii
long-term
care,
operating
budget
resource
budget
in
capital
budget
carried,
carry
carry.
Thank
you.
Have
strategic
community
initiatives
operating
resource
requirements
carried
harriet
g
community
funding
is
carried.
Thank
you.
H.
Business
support,
operating
resource
requirement
carried
carry
item
number
three.
B
D
Whereas
it
is
desired
by
the
residence
of
college
word
that
a
pathway
be
constructed
within
the
west,
cliff
hydro
corridor
and
whereas
a
pathway
would
be
constructed
on
lands
not
owned
by
the
city,
therefore
not
eligible
for
cash
in
lieu
parkland.
Funding
from
the
college
word
account
and
where
I
was
I
am
prepared
to
allocate
$43,500
from
the
college.
Word.
D
Plain
English
is
that
we
were
proceeding
to
work
with
the
community,
which
was
actually
going
to
physically
do
a
lot
of
the
work
to
create
a
pathway
in
West
Cliff,
and
we
then
discovered
the
hydro
could
not
give
us
a
20-year
lease
which
is
required
for
us
to
use
cash
and
lieu
funds
to
fund
the
pathway.
They
would
only
give
us
four
consecutive
five-year
leases
and
that
apparently,
is
not
equal
to
a
20-year
lease.
D
K
K
B
Q
K
It
would
be
possible
mr.
chair,
this
motion,
be
like
the
counselor
home's
motion,
sent
it
to
staff
and
hopefully
they're
prepared
before
the
budget,
or
advise
us
accordingly
by
the
budget
day.
Is
that
all
otherwise
I'll
be
voting
against
it,
because
I'm
not
quite
understand
how
this
working
and
taken
from
here
add
in
here
I'm?
Not
unless
somebody
can
enlighten
me
now
so
I
think.
Q
Worked
with
council
shoe
alley
on
this
motion
is
relative.
Basically,
what
he's
doing
is
because
he
can't
use
his
own
cash
in
lieu.
We
found
another
project
that
you've
already
approved.
It
has
city
money
on
it
and
it
has
cash
in
lieu
money
on
it,
he's
replacing
some
citywide
money
with
his
cash
in
lieu
that
presents
a
citywide
money
for
his
particular
project.
It's
just
a
it's,
a
swapping
of
funds
to
keep
your
sitar
cash
in
lieu
funding.
The
rules
around
it
pristine,
okay,.
K
Q
It
doesn't
we're
using
this
comes
from
the
citywide
reserve,
not
the
citywide
cash
in
lieu,
so
it's
money,
you've
already
approved
for
a
particular
project
with
citywide
reserve
money
on
it,
and
cash
'only
from
various
individual
Ward
accounts
were
increasing.
The
Ward
account
money.
That's
coming
from
councilor
alleys,
Ward,
decreasing
the
citywide
reserve
money
on
it
that
citywide
reserve
money
will
now
then
go
to
his
particular
project,
not
citywide
cash
in
lieu,
not
citywide
cash
in
lieu
citywide
reserves.
C
Q
This
is
doing
is
its
preserving
your
existing
policy.
There
are
rules
around
what
you
can
use
cash
in
lis,
for
this
maintains
those
rules.
It
allows
him
to
go
forward
with
his
project,
but
it
makes
certain
that
you're
using
cash
in
lieu
only
for
what
you
said
you
would
use
it
for
under
those
under
the
rules.
So
it's
preserving
your
existing
policy.
It's
not
a
it's,
not
a
operation
to
it.
Okay,.
E
Do
you,
mr.
chair
staff,
are
fairly
familiar
with
the
project
that
counsel
surely
is
bringing
forward.
It
is
a
pathway
across
a
hydro
property
that
the
community
there's
informal
pathways
there
currently
and
what
this
will
do
is
formalize
it
and
enhance
the
appearance
of
that
area.
It's
not
unlike
many
other
similar
type
situations
where
there
is
a
community
green
space
owned
by
hydro.
That
is
essentially
used
as
a
park,
and
this
will
simply
enhance
that.
So
there
are
no
issues
from
from
that
perspective.
E
B
B
Thank
you
very
much
on
item
number,
three
section:
three
parks,
recreation
and
cultural
services,
user
fees,
operating
resources
and
capital
budgets
carried
carried.
Thank
you
very
much
and
item
number
four
Public
Works,
Department,
Parks,
building
and
grounds
carried
carry.
Thank
you
very
much.
That's
the
end
of
the
budget
portion,
the
that's
the
end
of
our
agenda,
with
the
exception
of
any
notices
of
motion
for
consideration
subsequent
meetings.
Do
we
have
any?
No
thank
you
and
the
enquiries
are
their
business
all
right
and
a
brief.
B
Thank
you
to
all
of
the
staff,
the
GM's,
the
deputy
city
manager,
the
City
Clerk's
office,
the
deputy
city
clerk
for
coming
out
and
supporting
our
budget
process
once
again
this
year
and
just
some
clarity
from
our
committee
coordinator,
he
was
that
we
have
approved
the
budget
CPS
budget
as
amended
that
carry
carry.
Thank
you
very
much,
and
that
concludes
the
meeting
we're
adjourned.
Thank
you
very
much.