►
Description
Community and Protective Services Committee – September 18, 2014 – Audio Stream
Agenda and background materials can be found at http://www.ottawa.ca/agendas
B
Thank
you.
Everyone
joining
us
this
morning
and
before
we
get
going
this
morning,
I
wanted
to
just
take
a
moment
for
a
small
remembrance
and
I
know
that
that
transit
committee,
the
other
day
there
was
there,
was
a
remembrance
opportunity
as
well
in
the
mayor
this
morning,
at
the
United
Way's
kickoff
breakfast
before
he
began.
His
remarks
took
a
moment
to
recognize
today's
significant
date
and,
of
course
today
is
a
sad
day
in
our
city,
as
we
commemorate
one
year
since
the
collision
between
an
OC
Transpo
bus
and
a
via
rail
passenger
train.
B
B
Strangers
left
flowers
at
the
site
of
the
collision,
and
we
showed
just
how
strong
we
are
as
a
community.
So
on
behalf
of
the
community
and
Protective
Services,
Committee
I
want
to
extend
my
deepest
sympathies
to
the
families,
friends
and
loved
ones
of
those
we
lost
one
year
ago
today
and
to
all
of
our
residents
for
continuing
to
show
their
support
throughout
that
event,
and
now
today
and
I'm
sure
for
many
years
to
come
with.
B
That
would
like
to
begin
our
meeting
today
and
I
would
point
out
that
the
clerk's
office
has
sent
out
the
the
meeting
scheduled
adjustments
for
October
and
November,
and
so
with
that
I'd
be
remiss
if
I
didn't
point
out
that
this
was
the
last
community
and
Protective
Services
Committee
meeting
prior
to
the
new
council
taking
office
December
1st,
and
that
always
brings
with
it.
Some
change
in
committee
structure
and
membership.
And
so
I
personally
like
to
take
this
opportunity
to
thank
all
of
my
colleagues
here.
B
A
A
Thank
You
mr.
chair
as
I
the
way
share
at
this
committee
I
also
want
to
echo
those
comments
that
comes
to
surely
made,
and
on
top
of
that,
mr.
chair
I've
sat
on
this
committee
for
two
terms
and
I
must
say
this
was
the
most
pleasing
term
sitting
on
this
committee,
not
only
for
the
way
the
committee
operated,
but
also
the
work
that
this
committee
did
this
term.
So
thank
you
for
your
leadership.
Thank.
B
B
We
only
have
three
items
today.
First
commemorative
naming
of
a
panda
park
in
gloucester
serenepoon
we're
being
asked
that
we
recommend
that
council
approve
the
proposal
to
name
a
new
park
at
105
seven-way
panda
park.
I
believe
you
all
had
the
report
in
the
circulation
so
any
desire
for
discussion,
or
maybe
we
carry
this.
B
From
city
operations
from
emergency
protective
services
department,
we
have
our
fire
team
with
us
today,
looking
very
distinguished
to
fire
chief
Division
Susan
Jones
deputy
a
Ayotte
is
with
us
as
well
and
I
know.
We
have
some
folks
from
a
credit
Asian
process
which
the
chief
is
going
to
elaborate
on.
Well,
he
takes
us
through
their
annual
report,
so
chief
over
to
you
thank.
C
A
lot
of
a
fire
services,
certainly
in
terms
of
its
geography,
were,
were
frequently
intrigued:
visitors
to
Ottawa
fire
based
on
the
geography
that
we
cover
in
terms
of
having
the
other
municipalities
of
Edmonton,
Toronto,
Calgary,
Montreal
and
Vancouver
fitting
within
our
geographical
footprint.
Ottawa
Fire
Services
currently
operates
with
just
over
1500
staff,
burnout
of
45
fire
stations
and
have
a
dedicated
team
serving
our
community.
Our
strategic
plan,
which
very
much
of
this
annual
report
is
is
embraces,
is
certainly
a
complimentary
and
subordinate
strategic
plan
to
that
of
the
City
of
Ottawa.
C
We're
also
very
proud
of
our
partnership
with
the
Children's
Aid
Society,
where,
in
effect,
we
we
expanded
our
ability
to
touch
people
in
the
community
by
having
children's
aid
workers
trained
in
in
doing
their
duties.
They
would
go
in
the
home
and
they
would
look
at
it
through
not
only
their
lines
of
their
responsibilities,
but
that
of
the
fire
service
in
seeing
if
they
were
working
smoke,
alarms
any
other
hazards.
If
there
were
such
a
need,
they
would
have
passed
that
information
on
to
our
fire
prevention
staff,
who
would
follow
up
as
well.
C
Prevention
staff
moved
to
a
mobile
workforce
model
and
that's
basically
the
difference
from
you
know,
going
back
and
forth
to
the
office
multiple
times
to
a
complete
reports
to
working
from
the
vehicle.
It
certainly
has
created
some
efficiency
with
that
team
in
the
ability
to
do
more
inspections
than
they
have
in
the
past.
C
The
province
recently
as
a
result
of
some
significant
fires
in
vulnerable
occupancy,
so
long
term
care
facilities,
seniors
homes,
province
of
Ontario
sort
of
recently
downloaded
that
responsibility
to
the
municipal
fire
services,
with
specific
requirements,
around
inspection,
conducting
fire
drills,
ensuring
that
their
systems
are
hundred
percent
operational
and
for
us,
the
city
of
honour.
That
equates
to
two
hundred
and
thirty,
two
properties
that
now
move
from.
C
C
This
next
slide
is
probably
the
one
that
that
I
and
our
team
are
most
proud
of,
and
this
is
part
of
a
journey
that
that
started
a
couple
of
years
ago,
from
the
point
of
where
we
committed
to
going
through
the
accreditation
process
to
the
the
most
horsepower
took
place
to.
Even
though
this
is
the
2013
annual
report,
we
just
couldn't
not
tell
you
how
delighted
we
are
to
have
received
accreditation
in
2014
and
to
give
you
a
bit
of
an
idea.
C
We
have
to
prove
we
do,
and
that
process
is
involves
peer
assessment
by
colleagues
internationally
that
come
in
to
to
review
our
processes
and,
frankly,
map
out
the
work
that
needs
to
carry
on
over
the
next
five
years,
because
the
the
really
accreditation
opportunity
is
five
years
away.
You
know
this
for,
for
us,
in
the
fire
service,
forced
us
to
look
at
everything
from
administration.
C
Every
policy,
records
management,
training,
communications
prevention
operations,
everything
that
we
do
measure
it
against
best
practices,
make
adjustments
where
we
need
to
make
adjustments
commitments
over
the
future
of
improving
our
performance
and
having
measurable
data
to
support.
All
of
that,
and
we're
absolutely
delighted
to
be
able
to
share
that
with
you.
I
want
to
say
that
this
team
effort
was
led
by
deputy
chief
Kim,
a
it
and
Jim
narrowly.
Our
acrid
Asian
manager
is
is
the
guy
who
who
ran
the
accreditation
team
and
then
an
outstanding
job.
C
C
People
can
call
upon
us,
and
we
have
based
on
risk,
modeling,
develop
teams
and
expertise
and
competencies
that
allows
us
to
have
responses
for
cbrne,
which
is
chemical,
biological,
that
whole
realm
hazardous
material
response,
high
angle,
rescue,
that's
working
off
of
ropes,
clearly
water
and
ice,
which
we
have
a
fair
number.
Those
calls
auto
extrication
trench
rescue,
there's
a
lot
of
growth
occurring
in
the
city,
a
lot
of
construction
and
the
infrastructure.
So
there's
there's
a
risk
of
trench
rescue
and
collapse,
confined
space
and
urban
search
and
rescue.
C
We,
we
know
I,
think
appear
when
he
talks
about
Office
of
Emergency
Management.
One
of
the
biggest
risk
to
the
community
is
in
earthquakes
and,
and
that
in
part
is
why
we
have
a
robust
urban
search-and-rescue
team,
just
maybe
before
we
click
the
professional
development
system
in
the
fire
service.
We've
transitioned
from
that
place
where
you
got
promoted,
because
you
know
you
learn
how
to
put
water
on
fire
and
all
of
those
other
technical
competencies.
C
We've
been
working
really
hard
and
much
to
the
credit
of
our
association
and
Peter
Kennedy,
developing
a
professional
development
system,
a
promotional
system
that
encompasses
a
lot
more
around
the
leadership,
behavioral
competencies
required
and
additional
for
the
technical
competencies
as
part
of
that
moving
through
the
positions
to
and
being
promoted.
So
that's
that's
a
step
forward
in
general
for
the
fire
service.
C
And
this
is
really
that
fire
behavior
from
old
style,
construction,
old
style,
materials
inside
a
home
or
an
office
have
changed
dramatically,
and
that
has
resulted
in
changes
in
fire
behavior.
And,
although
we
know
of
those
changes,
there
is
no
curriculum
to
train
firefighters,
how
to
how
to
respond
to
those
emergencies
and
deal
effectively
and
keep
themselves
protected.
So
that's
a
three
year
initiative,
that's
moving
forward
and
were
again
thrilled
to
have
Ottawa
Fire
Services,
very
much
in
the
forefront
of
leadership
in
best
practices
and
in
this
research.
C
Looking
ahead
for
us
in
the
rest
of
2014,
certainly
as
we
move
into
2015
as
that
continued
to
work
around
the
accreditation
genero
a
is
by
no
means
finished.
He
has
work
to
do
over
the
next
five
years
and
were
delighted
that
that
he's
going
to
continue
to
help
us
with
that
auto
fire.
Just
last
night
finished
hosting
the
Canadian
Association
of
Fire
Chiefs
annual
conference
and
as
a
host
city,
we
have
an
opportunity
to
influence
conference
programming
and
in
that
conference
we
put
an
emphasis
on
mental
dealing
with
post-traumatic
stress.
C
We
put
an
emphasis
on
inclusion
and
diversity
and
we
put
an
emphasis
on
workplace
culture
and
that's
you
know,
bullying
and
harassment
when
you
sort
of
step
outside
of
the
box,
sometimes
in
a
group,
a
big
room
of
your
peers,
you
never
know
how
it's
going
to
be
received
and
I.
Think
Susan
can
concertedly
attest
to
the
fact
that
the
fire
chiefs
from
across
Canada
embraced
the
subject
were
interested
in
the
subject
and
committed
to
following
through
in
their
respective
agencies
as
well.
C
Certainly,
from
a
strategic
planning
perspective,
our
our
strategic
plan
sort
of
wraps
up
at
the
end
of
this
year
and
Ottawa
fire
needs
to
sort
of
again
in
support
of
and
subordinate
to
the
city.
Strategic
plan
develop
its
fire
service
strategic
plan
over
the
next
four
years
and
we'll
be
looking
forward
to
doing
that.
C
A
B
You
very
much
chief
and
thank
you
for
the
leadership
of
service
and,
of
course,
for
the
the
entire
work
that
the
fire
service
does,
but
Kim
and
Jim.
Thank
you
very
much
for
your
work
on
the
accreditation
process.
It
I
think
it
truly
does
and
and
I'd
be
remiss
if
I
didn't
recognize
President
Kennedy
with
us
as
well
today
from
the
association.
It
really
is
a
team
effort
and
not
to
diminish
or
detract
from
anything
that
any
of
the
other
services
across
North
America
have
you've
really
put
yourselves
among
the
best
of
the
best.
B
So
the
accreditation
gets
you
to
the
starting
line,
and
we
impressed
to
see
where
you
go
from
here,
I
for
one
firmly
believe
that,
as
the
face
of
our
community
evolves
and
I
know,
chief,
you
pointed
out
things
like
LRT
and
some
of
the
taller
buildings
that
are
coming
to
the
face
of
our
city.
That's
going
to
mean
a
shift
in
how
the
fire
service
has
to
respond
to
some
things
that
the
Ottawa
Fire
Service
never
had
to
respond
to
before,
but
also
with
respect
to
the
fire
dynamics.
B
Training
firmly
believe
that
you're
positioning
our
service,
so
that
we
can
really
become
leaders
in
fire
science
and
not
simply,
as
you
had
so
eloquently
put
it.
You
know,
what's
tough
on
the
red
stuff,
that
was
the
old
days,
but
that's
so
much
more
complex,
now
and
and
you've
really
evolved.
The
service
to
position
is
to
attack
that
so
to
you
to
Susan
Jones
to
our
deputy
city
manager,
Steve
that
can
lock
us
who
oversees
that
side
of
the
city's
portfolio.
B
D
D
D
C
C
It's
a
tough
nut
to
crack
because
you
know
pick
some
of
our
largest
occupancies,
whether
it's
universities
or
Ottawa,
the
community,
housing
and
and
and
those
are
those
are
challenging
ones.
And
that's
where
the
behavioral
piece
comes
in
so
you'll
you'll
hear
something
from
us
in
the
next
few
months,
I'm.
D
Glad
to
hear
that
they're,
starting
to
behavioral
piece
with,
let's,
let's
pick
on
student
residences,
since
we
seem
to
do
that
a
lot.
You
know
the
prank,
the
education,
that
you
know
that
prank
could
have
cost
a
life.
You
know
that
sort
of
message,
but
I
also
gather
there's
a
fair
problem
with
alarm
services,
sort
of
commercial
services
that
offer
alarms
either
not
informing
the
fire
service
that
it's
a
test
or
maybe
not
being
nearly
careful
enough
to
ensure
that
you
know
these
false
alarms
aren't
happening
and
then
that's
a
commercial
operation.
D
C
That's
that's
part
of
that
review
of
best
practices.
Much
like
we've
stepped
up
our
game
in
terms
of
charging,
those
that
break
by
laws
and
codes
fire
codes.
Our
intent
is
that
we're,
where
appropriate,
we
have
the
ability
to
levy
fines.
You
know
to
get
the
message
out
there
that
they
need
to
improve
the
maintenance
of
systems
or,
quite
frankly,
to
take
some
measures
to
put
systems
in
place
that
monitors
where
there's
inappropriate,
malicious
behavior
shall
we
say.
D
Thank
you
and
I
would
just
say
that
you
know
to
pick
a
number
out
of
the
air
if
a
million
more
dollars
was
spent
on
a
really
concerted
program
here
and
it
saved
us
the
thirty
somewhat
million
down
the
road.
That's
that's
actually
a
you
know
a
significant
cost
savings.
So
I
guess
that's
the
kind
of
thing
I
look
forward
to
to
seeing
and.
C
E
Chair
your
presentation,
giving
us
a
good
overview
of
some
of
the
recent
objectives
and
and
perhaps
some
of
the
broader
ones,
obviously
there's
an
expectation
when
there's
a
fire
and
there's
an
emergency
that
your
team
is
there,
and
we
have
to
say
that
it's
been.
It's
been
a
hundred
percent.
We
have
no
no
doubts
and
questions
around
our
responses.
E
It's
also
been
very
exciting
to
see
more
information,
around
training
of
our
staff
and
what
sort
of
preparation
and
how
well
were
prepared
for
the
different
situations.
So
we
like
to
would
like
that
to
continue
to
be
transparent
in
public.
It
could
be
our
staff
on
the
water
preparing
for
water
rescues
or
it
could
be
working
out
of
a
construction
site
and
the
different
possibilities
of
incidents
happening
and
how
we
were
ready
for
them.
The
site
that
really
me
myself
on
the
list
was
around
vulnerable
occupancies
I.
E
Think
that,
as
a
city
risk
in
a
lot
of
areas
relating
to
that
I
know
that
the
eve
prioritize,
the
the
inspections
of
those
sites.
I'd
like
to
hear
from
you
on
what
some
of
the
risk
and
how
you
plan
to
to
perhaps
work
with
with
some
of
the
landlord's,
some
of
properties,
och
and
others
and
public
health
to
see
what
we
can
do
to
really
to
really
be
be
ready
in
that
front
and
and
have
their
the
right
to
is
in
place.
Great.
C
The
accreditation
process
for
us
was
that
environmental
scan
that
allowed
us
to
see
where
we
had
some
weaknesses,
where
we
need
to
focus
some
efforts
and-
and
we
do
that
same
modeling
within
each
of
the
editions,
so
within
fire
prevention,
when
they
do
to
a
review
of
annual
statistical
data,
they
come
up
with
their
next
year's
sort
of
plan
of
using
the
vulnerable
occupancies.
As
an
example
is
one
that
sort
of
we
saw
coming
down
the
pipe.
C
This
was
as
a
result
of
the
fire
in
Quebec,
where
I
think
30-plus
people
lost
their
lives
in
a
care
facility,
and
you
know
have
anticipated
this
and
I've
been
working
to
sort
of
ramp.
It
up
and
one
of
the
things
you'll
see
over
the
next
several
months
and
and
next
few
years
is
the
engagement
that
we
have
I
mean
we
have.
You
know
a
good
core
of
fire
prevention
officers.
C
You
know
that
that
needs
to
be
there
to
meet
the
demands
of
the
community,
but
where
we
haven't
really
tapped
in
very
well
and
will
do
over
the
next
little
while
is
or
suppression
crews.
Although
the
crews
in
each
of
the
stations
within
the
community
and
one
of
the
charges
that
we've
given
them,
is
you're
not
only
just
the
responder
in
that
community,
you
are
an
integral
part
of
the
community
and
we
expect
you
to
develop
relationships.
C
So
if
you
have
a
particular
demographic,
a
faith
community,
if
you,
you
know
better
I
know
as
a
station
crew
what
the
risks
in
your
community
are
you
helped
to
develop
the
public
education
prevention
plans
for
your
district,
that
you
cover,
you
develop
the
relationships
with
the
communities,
whether
it's
a
neighborhood
association
or
programs
in
schools
or
whatever,
and
that
I
think
as
we
move
that
through
our
organization
will
enhance
our
ability
to
provide
direct
contact.
More
effective
public
education
and
Prevention
have
a
greater
impact
on
responding
to
the
needs
of
that
particular
community.
E
I
think
you
have
good
partnerships
generally,
but
the
opportunity
to
do
the
inspections.
You
know
the
ability
to
transfer
that
information
and
that
that
that
tenant,
that's
at
risk
for
mold
or
other
to
public
health
and
sharing
that
information.
It's
too
complex
and
I've
said
it.
You
know
at
many
occasion
it's
too
complex
and
we
were
trying
to
protect
people's
people's
information
and
so
on.
But
within
the
corporation
we
should
be
able
to
to
share
that
information
in
terms
of
protecting
the
tenants
and,
and
we
going
after
some
of
the
problematic
landlords.
E
So
I
know
that
with
me,
I
just
it's
it's
important
for
me
to
make
sure
that
that
is
on
the
record.
Thank
you
again
to
your
team
and
really
appreciate
the
support
in
the
in
the
community,
and
also
we
like
to
have
the
finish
team
in
the
ones
that
are
the
team.
That's
ready
in
case
of
an
initiative
situation
and
you've
demonstrated
that
not
only
in
terms
of
openness,
transparency,
but
also
in
terms
of
accessibility
in
social
media
and
in
response
there.
So
thank
you.
Thank
you.
B
F
F
C
Really
well
actually,
and
as
part
of
the
that
whole
transition
to
this
escalation,
de-escalation
protocol
for
cheered
response,
Ottawa
fire
led
the
creating
the
relationship
of
a
joint
emergency
services
operations.
Advisory
Group,
Chiefs
portolan
de
Monte,
myself
operated
at
a
strategic
level
and
we
helped
to
set
some
direction
in
terms
of
what
the
Tri
Services
do
day
to
day
operationally
in
terms
of
relationship.
We
have
the
ability
to
bring
in
partners.
C
So
if
there's
something
to
do
with
the
Office
of
Emergency
Management,
to
do
the
particular
issue,
a
project
we
bring
them
in
the
deputy
chiefs
of
operations
meet
regularly
to
discuss
things
like
to
response
any
other
issue
that
impacts
or
effects
the
Troi
services
where
they
need
to.
You
know,
provide
education,
develop
the
program,
develop
a
policy
with
the
objective,
ultimately
of
improving
the
relationship,
the
communications
and
the
operational
effectiveness
of
those
three
three
services,
so
that
has
played
a
big
part.
C
Certainly,
with
the
de-escalation
we
developed
the
Chiefs
developed
a
communique
a
bit
of
a
video
to
staff.
We've
seen
the
effectiveness
of
our
dispatch,
communicating
to
paramedics
and
police
when
we're
responding
to
an
incident
to
say
to
give
them
updates
to
help
them
adjust
the
response
protocol
same
for
us.
We
get
that
Intel
from
police
and
paramedics
and
we
escalate
or
deescalate
the
response
in
most
cases
based
on
information,
and
it's
proven
to
be
very
effective.
C
F
We're
looking
forward
to
to
the
numbers
and
and
a
detailed
report
will
be
in
next
June
but
I
want
to
thank
you,
chief
and
all
the
others
for
their
effort,
because
we
have
time
time
again,
sometimes
we're
over
one
of
the
question
chief
on
your
slide,
talk
about
the
community
inspection
and
investigation
and
particularly
better
interests
in
it,
because
the
number
is
very,
very
positive
to
say
the
least
for
2014.
Can
you
tell
me
where
that
big
jump
is
coming
from
or
what's
the
cause
that.
A
A
C
You
know
I
think
that
again
is
can
be
attributed
to
mobile
mobile
office
and
certainly,
where
appropriate,
the
engagement
of
our
suppression
staff.
You
know
clearly,
we
we
try
to
put
the
horsepower
in
the
place
where
we
think
we
need
it
based
on.
You
know,
history
of
occurrences
or
issues
within
a
community
and
certainly
a
more
aggressive
approach
to
dealing
with
infractions.
C
B
Very
much
anybody
else:
okay.
Well,
thank
you
very
much
we'll
be
asked
to
receive
this
presentation
received.
Thank
you
very
much
for
the
report.
Presentation,
chief
chiefs
and
Jim
know
the
chief
yet,
but
that
one
there
captain.
Thank
you
very
much.
The
next
item
up
is
presentation
from
security
and
Emergency,
Management
and
I.
Believe
chief
Poirier
is
here
to
provide
that.
A
G
Sure,
Taylor
and
thanks
for
the
opportunity
to
present,
on
behalf
of
security
emergency
management,
it's
kind
of
tough
following
the
fire
service
in
many
respects,
I.
Think
of
security,
emergency
management
as
the
as
a
coordinating
body
to
really
help
a
lot
of
the
agencies,
particularly
the
first
responders
and
other
groups
of
the
city,
do
a
good
job
in
terms
of
our
service
to
our
residents.
I
have
a
short
presentation
and
thank
for
the
opportunity.
G
An
important
piece
to
note
at
this
point
is
when
we
talk
about
the
security
emergency
management
I
like
to
present
the
idea
of
the
the
pillars
of
Emergency
Management
in
terms
of
preventing
an
incident
from
happening
and
preventing
or
preparing
for
an
incident.
That
may
happen
the
ability
to
respond
and
also
the
ability
to
recover
and
oftentimes
those
are
viewed
as
four
pillars
of
what
Emergency
Management
does
very
important
because,
through
this
presentation,
I'll
refer
to
that
kind
of
idea.
G
So
we'll
have
previously
spoke
about
the
pillars:
the
four
pillars,
an
important
piece
is
this
idea
of
mitigating
and
the
idea
of
mitigation
here
is
that
we're
able
to
look
at
what
could
be
a
potential
risk
for
the
city
or
particular
negative
outcome,
and
how
can
we
you're
prevented
from
happening
or
lessening
the
impact
of
what
that
might
be?
So
a
city
is
engaged
recently,
particularly
with
respect
to
Hazard.
G
So
I
just
like
to
go
through
a
few
of
the
accomplishments
with
respect
to
emergency
management
over
the
previous
year
and
some
has
been,
and
we
want
to
view
it
in
the
negative
sense,
but
the
the
fact
that
there
have
been
a
number
of
incidents
over
the
past
year
of
Notre
carry.
You
mentioned
the
the
bus
train
incident
and
those
are
incidents
that
require
the
city
to
respond.
G
G
And
that
is
the
objective
at
this
time,
and
this
team
is
progressing
well
on
that
on
that
path.
Another
team
that
City
provides
coordination
for
is
the
and
we
oftentimes
use
the
B
acronym,
but
chemical,
biological,
radiological,
nuclear
and
explosive
team,
and
this
team
is
principally
led
by
the
police
service.
Coordinating
element
comes
from
our
office
again,
where
we
bring
together
the
police,
fire,
paramedics
and
other
members
within
the
city
to
be
able
to
provide
a
good
response
often
times
we
don't
give
it
enough
profile.
G
We
anticipate
that
next
month,
who
will
be
the
first
and
I,
was
thinking
of
the
words
that
John
used,
but
will
be
the
first
Canadians
site
to
have
this
accreditation.
It
is
an
accreditation
that
comes
from
the
states
and
will
be
also
the
first
site
outside
of
North
America,
that
outside
sorry
out
of
the
United
States
globally.
That
has
this
accreditation.
G
A
test
and
a
peer-review
assessment
to
see
what
are
all
the
mechanisms
processes
that
you
have
in
place
to
ensure
that
your
community
is
well
protected
and
that
your
community
is
able
to
respond
appropriately,
but
also
to
recover
from
from
a
negative
incident,
so
I
hope
to
report
early
next
year.
On
the
completion
of
this.
This
effort,
that's
been
undertaken
by
our
group.
G
We
have
taken
a
look
at
security
and
change
the
focus
from
one
that
was
much
more
and
I,
say
this
cautiously
more
of
a
policing
activity
to
much
more
something
that
it
looks
at
security.
From
a
perspective
of
how
can
we
do
passive
elements
or
passive
processes
to
ensure
that
we're
able
to
meet
this
mandate
and
I'm,
particularly
so
a
we've
looked
at,
is
what
is
our
electronic
security?
What
is
our
access,
control
and
I'll
talk
a
little
bit
more
about
those
afterwards.
G
Last
year
was
a
notice.
One
of
our
security
advisors
was
recognized
by
a
crime
prevention
Ottawa
for
his
fantastic
work
that
he
did
with
city
library,
services
with
respect
to
crime
prevention,
and
that's
really
has
been
a
strong
focus
for
corporate
security
to
look
at
it
with
a
different
lens.
I've
often
said
to
build
better
fences
and
that
necessarily
to
catch
the
bad
guys.
G
Give
you
an
example
in
2003,
four
or
five.
The
public
health
emergency
was
considered
very
high
on
the
list
following
SARS
today,
it's
still
on
the
list,
but
maybe
not
they're,
not
with
the
same
ranking
today.
Our
greatest
hazards
that
we
have
evaluated
is
what
would
the
impact
of
a
6.0
earthquake
and
how
devastating
would
that
be
to
the
city
and
once
our
level
of
preparedness
related
to
that,
so
there's
significant
work.
That's
going
to
be
going
into
that
again
this
year
and
into
next
year.
G
So
with
respect
to
the
work
plan,
security
and
I've
mentioned
not
passive
elements,
but
elements
that
protect
the
city,
staff
and
residents.
We've
done
a
falling
as
we
speak
and
we
started
the
process
and
thirteen
is
a
renewal
of
the
access
control
system,
nothing's,
more
frustrating
for
someone
when
a
card
access
doesn't
work.
G
We've
taken
a
look
at
the
software
and
hardware
that
supports
that
system
and
we're
engaged
right
now
in
a
renewal
of
that
those
assets
and
also
we're
looking
at
a
lifecycle
plan
for
security
assets,
which
should
include
cameras
and
the
hardware
and
software
that
goes
along
with
the
cameras
so
that
we
do
have
a
video
reference
or
a
video
history
of
activities
that
have
taken
place.
We
consider
this
as
part
of
a
deterrence
method,
but
not
necessarily
as
a
control
method,
with
respect
to
security,
so
that
life
cycling
is
also
ongoing.
G
Lastly,
I
haven't
spent
a
lot
of
time
on
it,
but
two
important
pieces
in
2013
emergency
management
information
system
was
deemed
end-of-life
and
we
went
through
an
RFP
process
to
renew
that
software,
and
what
is
that
software?
Essentially,
it
is
the
ability
for
our
office
to
be
able
to
notify
groups
of
people,
and
sometimes
it
might
be
up
to
two
three
hundred
people.
G
G
It
has
two
components:
one
is
notification
which
I
just
mentioned,
and
the
second
piece
would
be
the
record
management
of
that
which
is
very
important
post
event
to
ensure
that
variability,
a
review,
how
we
performed
NB
a--'s,
have
a
quality
record
of
how
the
city
and
how
the
city
services
were
able
to
manage
system.
Lastly,
just
a
quick
piece
on
the
corporate
radio
system
I
feel
like
I'm,
repeating
myself
when
I
say
end-of-life,
the
existing
corporate
radio
system,
which
is
used
by
5500
users
and
also
came
into
service
in
the
1990s.
The
city
invested.
G
That
process
is
ongoing
and
we
expect
to
be
able
to
report
back
on
that
in
2015
that
we've
completely
eliminating
that
and
we
move
to
a
new
system
and
the
coverage
issues,
which
is
a
particular
importance,
will
be
addressed
within
that
process.
When
I
look
at
cost
of
interior
I,
see
I,
think
they're
much
of
the
Constance
Bay
area
and
also
Birds
Rapids
Cumberland
have
all
had
issues
with
respect
to
the
quality.
G
B
You
very
much
chief
and
thank
you
to
your
new
you
and
your
department.
You
know
not
standing
the
fire
services
great
work
on
accreditation.
Of
course
thank
you
for
mentioning
your
accreditation
process
and
and
again
similarly
to
them.
I
think
it.
It
really
allows
you
to
compare
it's
easy
to
compare
yourself
to
other
agencies
within
your
own
City.
But
when
you
start
looking
at
you
know,
where
do
we
sit
amongst
our
colleagues?
It
becomes
a
much
more
competitive
field.
So
so
thank
you
and
good
work
to
your
team
on
working
on
that.
B
The
coordination
role
as
well
I
think,
is
one
where
I've
personally
seen
a
lot
of
evolution
over
the
last
four
years,
coordination
between
departments
with
respect
to
your
team
when
you're
engaged
in
an
incident.
So
thank
you
so
much
for
for
all
of
that
do
I
know
the
corporate
radio
systems
I
saw
our
deputy
mayor
nodding
his
head.
When
you
were
talking
about
the
evolution
of
the
corporate
radio
system,
we
know
that's
of
importance
to
him.
Do
any
of
our
colleagues
here
have
questions
on
the
Cape
Vice
Chair
Qadri,
taking.
A
G
G
F
One
of
the
question.
When
you
talk
about
corporate
security-
and
we
all
know
technology
doesn't
last
very
long,
so
we
made
investments
certain
time
with
some
community
centers
technology,
camera,
/
security.
So
a
non-pom
time
we
had
the
investment
to
put
out
those
technology,
but
now
it's
almost
outdated
and
we're
tracing.
So
can
you
just
tell
me
how
you
are
plan
in
the
next
budget
for
your
weather,
replacement
or
upgrading,
because
that
technology
really
is
almost
obsolete?
If
something
you
have
on
ten
years
ago,
today
is
no
longer.
G
G
For
most
part
they're
around
ten
years
and
the
qualities
of
the
video
and
the
quality
of
service
receives
from
those
is
very
spotty,
and
we've
understood
that
over
the
last
couple
of
years
and
to
address
the
issue
of
what
are
we
doing
about
it.
There's
two
components:
one
is
again
in
the
2015
budget.
We
have
also
to
have
our
capital
project
and
that
capital
project
will
start
to
address
that
because
we
sense
the
urgency
of
the
the
service
that
we
provide
through
those
cameras.
G
We've
also
put
forward
a
an
internal
budget
submit
a
business
case
submission
to
address
this
issue
in
in
a
quicker
fashion.
So
we
hope
to
be
able
to
take
these
cameras
within
the
next
three
years
and
do
it
as
a
planned
process
and
to
also
include
a
lifecycle
plan
to
ensure
that
the
cameras
don't
become
significantly
out-of-date.
Well,.
F
I'm
glad
you
have
at
least
you
have
a
plan
in
place
because,
quite
frankly,
you're
right,
some
of
the
some
of
our
equipment
of
there.
It
is
ten
years
old
now
and
at
that
time,
obviously
we
had
the
capital,
but
we
didn't
have
the
plant
for
their
renewal
assets.
So
I'm
glad
to
see
this,
it's
going
to
be
part
of
your
budget
for
2015,
but
also
I
would
like
you
to
bring
it
I
know.
F
It's
been
two
years
now
you've
been
working
on
a
corporate
raid,
your
system
between
our
agencies
and
and
you're,
taking
the
lead
on
it,
but
it
sees
whether
this
committee
or
a
council
as
a
whole.
We
still
don't
know
the
significance,
save
and
you
have
achieved
by
bringing
most
agencies
on
that
trade.
Your
system-
and
it
put
us
at
the
police
at
least-
is
a
significant
saving
and
thanks
to
your
leadership
on
it,
I'm
working
together,
but
the
this
committee
order
as
a
board.
We
need
to
have
that
detailed
report
from
you.
F
What
have
you
done
in
the
last
three
years
to
get
us
where
we
are
today
and
the
saving
we're
going
to
be
able
to
achieve
with
this
raid?
Your
system
we're
going
to
have
so
I
think
that
need
to
be
out
there
and
it's
a
hard
work
being
downstairs,
and
you
know
in
a
dark
room
but
I,
don't
think
too
many
people
know
about
this
work.
G
Once
again,
thank
you
cos
efficiently
and
through
the
chair
specific
to
the
radio
system
and
I,
just
wanna
make
sure
that
I
heard
you
correctly.
Yes,
we'll
be
bringing
forward
a
report
to
be
more
explicit
about
the
saving
City
City,
because
there
was
an
important
decision
that
was
to
not
commit
a
large
capital
outlay,
which
could
have
been
in
over
50
million
dollars
and
instead
choose
to
have
a
contractor
own
contractor
operated
sounds
technical.
G
Essentially,
someone
else
is
going
to
be
operating
the
system
and
we're
gonna
pay
a
leasing
cost,
and
that
decision
was
was
important
because
the
millions
and
the
significant
savings
to
the
city
forward
as
the
kind
of
the
rationale
and
a
review
of
how
we
did
an
actual
comparison
of
two
other
cities,
Durham
Region
and
the
city
of
Montreal,
where
we
took
a
look
at
the
choices
they
made
with
respect
to
this
to
the
radio
system
and
their
final
costs.
So
we
will
be
available
in
that
forward.
And
that
present.
G
F
Also,
if
we
can
emphasize
not
just
on
on
the
capital
city,
but
also
on
on
a
life
cycle,
because
you
just
said
then,
while
ago
ten
years
ago,
some
of
these
coming
at
cameras
today
are
obsolete.
So
obviously
anything,
electronic
or
technology
system
after
number
of
years
is
an
absolute
so
at
least
and
is
a
good
choice.
G
One
item
we'll
have
saved
hundreds
of
thousands
of
dollars
and
I'll
be
glad
to
report
on
that.
Also,
the
fact
that
the
quality
of
the
product
that
the
first
responders
use
and
other
city
uses
in
terms
of
radios
will
be
maintained
over
the
course
of
that
10-year
life
cycle,
so
that
at
the
end
of
ten
years
we
won't
have
product.
That's
decayed
or
not
effective
anymore.
It'll
have
been
renewed
over
that
process
at
that
time.
Okay,
thank.
B
Thank
you
very
much,
mr.
deputy
mayor,
anybody
else.
Okay,
thank
you
very
much,
chief
for
your
presentation.
Thank
you.
Miss
Jones
appreciate
your
update.
There
was
a
committee
may
we
receive
this
report
received.
Thank
you
very
much
appreciate
it.
We
have
no
in
camera
items.
Are
there
any
notices
of
motion
for
consideration
at
subsequent
meetings?
B
Certainly
one
of
our
senior
state's
women
around
the
table
at
Council
and
I,
believe
you
were
on
every
iteration
of
this
committee
going
back
into
the
past
back
to
Health
and
Human
Services
or
people
services,
whatever
it
was
called
back
in
the
day,
so
certainly
tremendous
dedication
to
the
residents
of
our
city,
because
this
is
the
quality
of
life
committee.
So,
thank
you
very
much
for
your
career
and
in
doing
all
of
the
hard
work
and
heavy
lifting
here
to
get
all
really
good
work
done
over
the
years.