►
Description
Community and Protective Services Committee, meeting 21, September 25, 2017 - Audio Stream
Agenda and background materials can be found at http://www.ottawa.ca/agendas
A
Okay,
good
morning,
everyone
will
start
with
declarations
of
interest,
seeing
none
confirmation
of
minutes,
25
from
August
31st
2017
carried
item
number
1
Ontario
early
years
Child
and
Family
Centers.
There
is
a
presentation,
so
we're
going
to
hold
that
item
and
return
to
it.
Item
number
two
actions
underway
to
address
recent
concerns
in
the
city's
long-term
care
homes.
We
need
a
motion
to
formally
place
this
on
the
agenda.
Counselor
eglee.
B
Thank
you,
madam
chair.
Whereas
on
August,
16
2017,
the
mayor
and
the
chair
of
the
community
put
text
service
committee
directed
staff
to
bring
forward
a
formal
presentation
at
community
Protective
Services
to
me
on
the
ongoing
work
that
is
underway
to
address
recent
concerns
in
the
city's
long-term
care
facilities,
including
a
detailed
accounting.
What
is
involved
in
the
directors,
referral
order
and
the
associated
compliance
plans,
and
what
is
the
detailed
compliance
plans
to
address
the
directors?
B
26,
therefore,
be
it
resolved
that
the
community
Protective
Services
Committee
weight,
section
83.4
a
of
the
procedure
bylaw
to
receive
a
presentation
from
staff
with
respect
to
actions
underway
to
address
recent
concerns
in
the
city's
long
term
care
homes
and
further
approve
that
the
presentation
and
its
accompanying
documentation
be
considered
to
have
met
the
requirement
for
staff
to
provide
a
written
report
on
this
matter.
Carrie.
A
A
C
D
Through
the
chair
with
respect
to
the
radio
system,
the
transition
will
be
done
in
2018.
There
have
been
a
number
of
issues
with
Bell
and
the
implementation
most
recently
this
year
there
were
I,
think
11
items
that
were
critical
to
the
migration
from
one
radio
system
to
the
other,
and
at
present
we've
resolved
nine
of
those
issues
and
there's
two
outstanding
and
we
hope
to
have
those
resolved
before
year-end.
A
D
Wait
for
mr.
coy
hey.
First
of
all,
thank
you
for
the
report.
The
animal
court
just
two
quick
questions
as
well,
given
that
the
majority
of
calls
made
to
911
or
phone
cellphone,
are
you
able
do
you
have
any
issues
identifying
the
location
of
the
caller
or
is
that
alb
in
the
dress
now
through
technology?
D
Current
technology
does
provide
for
that
location.
The
reliability
of
the
location
is
at
issue
so,
with
landlines,
a
very
high
degree.
Reliability
with
the
member
identification
with
cell
phones.
There's
requirements
to
improve
that.
But
at
this
time
it
is
not
a
perfect
system.
The
CRTC
has
mandated
that
that
is
a
requirement
and
they
continue
to
improve
that
reliability
of
locating
cell
phones.
E
Madam
Chris
down
take
education,
whose
jassu
Danica
Patrick
step
at
a
larger
name,
wash
colony
Jonathan's
in
serie
de
Malabo
querida
period,
Williston
avataan
be
PA.
We're
not
Helen.
Archer
is
revered.
I
may
not.
You
soon
avoid
digital,
no
kicker
data
watcher
at
Lena
farm,
a
society,
people
a
la
cote
de
Baca.
Vice
versa.
Joan
opted
certain
natural
compounds,
templemir
journalist.
D
D
E
A
F
F
A
A
A
G
So,
first,
just
a
bit
of
an
overview
of
the
current
earlier
system
in
Ottawa,
the
Ministry
of
Education,
currently
funds,
four
different
child
and
family
programs
in
Ontario.
These
programs
provide
opportunities
for
children
to
participate
in
play
and
inquiry
based
programs
and
support
parents
and
caregivers
in
their
roles.
Parents
and
caregivers
also
have
access
to
information
about
child
development
and
specialized
services
as
needed.
Some
specific
examples
of
these
services
include
drop-in
play
groups,
workshops
on
parenting
and
child
development
and
pre
and
postnatal
supports
these.
G
Child
and
family
programs
were
mostly
funded
directly
by
the
province
with
a
small
portion
of
services
funded
with
provincial
funding,
flowed
through
the
municipality
and
a
portion
being
100%
city
funded.
These
services
are
currently
provided
by
not-for-profit
local
service
providers
and
school
boards,
and
these
organizations
are
providing
programs
and
services
at
99
unique
locations
across
the
city
serving
over
27,000
children
a
year.
G
So
in
February
2016,
the
Ministry
of
Education
announced
its
intentions
to
transform
child
and
family
programs
into
an
integrated
system
of
services
and
supports
to
summarize
the
provincial
vision
they
want
to
build
an
integrative
responsive
system,
the
better
meets
the
needs
of
parents
and
caregivers
in
the
community.
This
includes
ensuring
francophone
and
indigenous
children
have
access
to
culturally
responsive
programs.
G
So
new
for
the
city
is
the
role
of
consolidated
municipal
service
manager,
where
we
are
now
responsible
for
the
local
management
of
these
services.
In
this
role,
we're
required
to
conduct
local
needs
assessments
and
facilitate
meaningful
engagement
with
key
community
partners,
parents
and
caregivers
to
begin
integrating
these
services.
This
integration
will
require
the
city
in
its
role
of
managing
the
delivery
of
these
services
to
enhance
relocate,
and/or,
reconfigure
programs
and
services
to
meet
community
needs.
The
city
will
also
now
be
required
to
manage
provincial
funds
and
third-party
contribution
agreements
with
service
providers.
H
Morning,
everyone
in
order
to
plan
for
the
OE
y
CFCs
as
we're
calling
them
the
city
was
required
to
conduct
a
local
needs
analysis
and
facilitate
meaningful
engagement
with
key
community
stakeholders,
including
parents
and
caregivers,
agreed
upon
ETA
the
maternal
plan
and
Nabokov
F.
The
government
policy.
L
XZ
j
le
municipality,
affect
you
des
an
Elizabeth,
the
Bedouin
loko
I'a,
sur
la
participation,
concret,
the
principal
and
Havana
community,
not
a
ma
la
para.
H
Ella
gap
en
our
group
in
partnering
stakeholder
initiatives
and
main
social
services
led
the
first
phase
of
the
planning
to
achieve
these
provincial
directives.
The
needs
analysis
entailed
several
key
deliverables,
including
an
environmental
scan
where
we
engaged
other
municipalities
to
identify
promising
practices.
H
All
of
this
was
integrated
into
an
OE
Y
CSC
data
booklet
that
will
be
updated
following
the
release,
2016
census
data.
The
work
also
included
a
service
inventory
which
gathered
in-depth
knowledge
on
all
existing
child
and
family
programs.
Both
ministry
funded
and
non
ministry
funded.
All
that
information
was
din
with
it
was
then
mapped.
H
H
A
significant
stakeholder
engagement
plan
was
executed,
as
for
the
provincial
guidelines
to
ensure
that
the
local
needs
analysis
would
accurately
and
relevantly
reflect
the
needs
of
parents,
caregivers
and
service
providers
in
Ottawa,
the
city
retained
annals
research
to
conduct
venes
analysis.
A
variety
of
methods
were
employed,
including
focus
groups
and
in-person
group
sessions
with
current
and
potential
future
users
in
depth,
telephone
interviews
with
service
providers
to
open
online
consultation
surveys
with
both
service
users
and
service
providers.
H
This
related
to
the
physical
location
of
programs,
the
hours
of
operation
and
limited
space
within
program
locations,
the
principal
obstacle,
a
laxity
of
program,
a
of
service
Sona
knew
not
the
norm
for
NCP
song,
the
Puente
selfies,
it
is
Oh.
Half
an
Ithaca
individual
barriers,
such
as
access
to
transportation
or
lack
of
awareness
of
existing
services,
were
also
cited
as
key
concerns.
Play
groups
are
by
far
the
most
widely
used
service
in
Ottawa
and
are
considered
to
be
the
most
important
by
service
users,
often
noted
by
service
provider.
H
There's
a
key
point
of
entry
to
other
critical
and
crucial
services.
However,
parents
and
caregivers
frequently
mentioned
a
lack
of
play,
grows
in
their
areas
and
being
turned
away
from
play
groups
due
to
full
capacity
other
streamlined
communications,
such
as
a
one
place
at
portal,
or
a
data
based
system
with
details
on
available
programs.
The
services
were
also
cited
as
desirable.
H
Francophone
service
users
frequently
express
concerns
of
bilingual
services
having
a
primary
Anglican
Anglophone
focus,
and
they
also
stated
that
services
must
be
linguistically
and
culturally
francophone
and
must
be
provided
by
francophone
agencies.
They
service
on
from,
say
the
FA
as
fer
FF,
properly
firmly
served
francophone
indigenous
families
and
service
providers
were
engaged
through
the
journey
together
process,
which
I
will
mention
and
speak
about
in
just
a
moment.
In
addition,
they
were
represented
on
the
o,
ey
CFC
planning
advisory
group.
H
I
F
Tbilisi
Larry
Moe
a
vicious
vicious
analysis
at
staff
also
consider
calculated
self
test
run
episode.
Eight
seven
results.
You
atacama
activity
group
considered
safe
de
cabeza.
La
cabeza
resulted
in
ontario
politics,
tava
phyllis,
any
instance
is
usually
prepared
at
a
hotel,
not
group
x.
Speaking
at
a
role
and
processes.
The
French
castle,
you
present
a
certain
Daenerys
rehearsal.
F
As
usual,
local
yellow
girll
constructs
is
in
second
French
castle
in
Cubs
Nassau
communal,
a
gorilla
partner
who
loco
header
marries
a
CL
ala
plan,
especially
program
disservice
at
star
falls
in
cycle
integration
system,
low
glucose
detective,
a
composed,
a
deposit
on
Decatur
programs
in
OC,
Palamon
style,
dongsu,
Alessandro
di
blob
model,
a
pit
stop
on
cemeterio
de
soto
de
forma,
so
whole
hurtled
literacy
poll.
If
any
lil
Salvador
sauce
poll
ago
Dafa
le
program
party
Devon
pop
one
evening,
mayor
ecopra
OCD
represented
a
concise
color.
F
I
An
advisory
group
we
not
only
represented
the
earlier
sector
from
a
system
planning
perspective,
but
also
the
diverse
and
unique
families
accessing
our
programs
and
services.
This
includes
our
francophone
families,
indigenous
families,
immigrant
families,
low-income
families,
families
living
in
the
rural
areas
of
Ottawa
families
with
children
with
special
needs
and
our
GLBTQ
families.
The
Mandate
of
the
advisory
group
is
to
work
collaboratively
with
the
city
and
advise
on
the
first
phase
of
the
development
of
a
new
OE
y
CFC
system
in
Ottawa,
chaired
by
the
community
and
social
services.
I
We
have
supported
as
a
group
the
Public
Engagement
plan.
We've
drafted
questions
to
elicit
feedback
from
our
stakeholders
in
the
community.
We've
created
a
separate
questionnaire
to
engage
our
more
vulnerable
families
who
are
unable
to
attend
information
sessions
or
complete
an
online
survey.
We've
helped
with
the
promotion
and
marketing
of
online
surveys
and
discussion
sessions.
We
recruited
families
and
caregivers
for
focus
groups
and
we
hosted
discussion
sessions
as
a
group.
F
Ladies
the
multi,
attractive
ubers
way
as
attagirl
Anita
grande
Kamata
delay,
build
relative
depend
case,
Africa,
fun,
Darla
process
of
the
French
castle.
Gabon
in
you
continue
ho
and
linear,
dolly
crochet
mo
pop
linear
model
service
latest
on
Farscape
Oberoi
des
alpha,
IDI
femi
off
and
Ottawa
low
glucose
et
cetera,
Davao
Pecos
trade
area
collaboration,
rec,
legend
Paula,
Prentiss,
hola,
Yahoo
system,
dellavedova's,
Ottawa,
costeja,
Luud,
mirakian,
Elysian
series,
Roger,
Davila,
Demery,
transparent,
dolly
dolly
procedures
to
Prince,
Cassio,
Le,
Tigre,
soda,
no
Kamata,
hope,
lime,
soup.
I
Of
an
advisory
group,
we
support
the
transition
plan,
that's
being
presented
to
you
today.
The
plan
supports
the
city's
requirement
to
meet
the
provincial
stipulations
set
by
the
province
by
the
end
of
this
year,
as
well
as
the
commitment
to
minimizing
disruption
for
service
providers
and
families,
as
a
new
system
is
being
built
as
an
advisory
group.
We're
excited
to
continue
to
work
with
the
city
over
the
coming
months
to
continue
to
inform
on
the
full
implementation
of
our
new
system.
Thank
you.
H
H
Finally,
the
in
2016,
the
government
Aereo
released
the
journey
together,
Ontario's
commitment
to
reconciliation
with
indigenous
persons
as
a
response
to
the
Truth
and
Reconciliation
commissions
findings
and
calls
to
action.
Part
of
this
commitment
includes
a
plan
to
increase
the
number
of
culturally
relevant
licensed
childcare
spaces
and
expand
access
to
child
and
family
programs
for
indigenous
children
and
families
living
off
reserve
in
Ontario.
The
city
has
been
supported.
Local
indigenous
organizations
who
have
been
leading
needs
assessments
with
their
constituency
groups,
including
parents,
family
members,
caregivers
elders,
program
staff
and
other
partner
organizations.
H
These
will
be
consolidated
into
one
local
needs
assessment
and
will
inform
proposals
to
be
sent
to
the
province
by
the
end
of
next
week.
Findings
will
also
be
integrated
into
the
planning
for
the
OE
y
CFCs.
Indigenous
partners
have
indicated
to
the
City
of
Ottawa
that
the
journey
together
and
OE
white
CFCs
provide
an
opportunity
to
connect
systems
that
have
been
previously
designed
without
input
from
the
indigenous
community.
Integrating
these
will
help
the
city
ensure
that
the
needs
of
indigenous
populations
are
also
considered
in
the
new
OE
wide
CFCs.
H
Finally,
key
findings.
Early
findings
from
the
needs
assessments
being
conducted
by
indigenous
partners
reflect
following
the
childcare
and
early
years,
programs
and
services
for
indigenous
children
should
be
provided
by
indigenous
service
providers.
The
demand
for
indigenous
childcare
and
family
programs
exceeds
far
exceeds
current
supply
and
that
these
programs
and
services
must
have
a
culturally
based
holistic
approach
that
focuses
on
wellness
and
be
law
and
belonging
for
the
whole
family
and
through
the
entire
lifecycle.
G
So,
as
consolidated
municipal
service
manager,
the
city
has
an
obligation
to
ensure
services
are
operational
as
of
January
1st
and
that
the
requirements
as
set
out
in
the
provincial
guidelines
are
met.
We
are
committed
to
plan
a
new
system
that
meets
the
needs
of
the
community,
while
causing
minimal
disruptions
to
service
providers
and
service
users
during
transition,
as
a
result
of
the
short
planning,
timeframes
and
receiving
the
provincial
funding
allocation
and
guidelines
in
July
2017.
G
G
The
City
of
Ottawa
will
continue
to
plan
for
the
full
implementation
of
the
new
integrated
system,
in
collaboration
with
the
planning
advisory
groups,
and
some
of
our
next
steps
include
integrating
the
work
completed
as
part
of
the
journey
together
in
order
to
purposely
build
an
integrated
system
that
includes
all
children
continue
to
analyze.
All
collected
data
in
the
needs
analysis,
development
of
a
funding
framework
that
will
enable
service
providers
to
address
the
community
needs.
This
will
include
the
development
of
a
geographical
areas,
service
requirements,
a
funding
formula
and
an
application
and
allocation
process.
G
G
We
also
need
to
determine
spending
for
the
unallocated
provincial
funding
based
on
identified
system
and
service
needs,
and
then
we
need
to
develop
a
local
outcomes
and
evaluation
framework,
so
in
closing,
I
would
like
to
also
thank
the
advisory
group
and
the
staff
who
helped
in
the
development
of
these
initial
plans
and
all
the
stakeholders
who
provided
valuable
information
into
the
needs
analysis.
This
valuable
information
will
allow
us
to
develop
a
system
that
ensures
families
are
well
supported,
with
high-quality,
accessible
and
increasingly
integrated
early
years
programs
and
services
that
contribute
to
the
health,
child
development.
G
A
I,
thank
you
very
much
for
the
presentation
and
I
can
see
that
there's
a
lot
of
work
to
be
done
in
this
transition
year,
but
it's
certainly
good
news
that
the
province
is
increasing
the
funding
to
support
families
locally
here
in
Ottawa,
with
them
more
money
and
when
I
certainly
look
forward
to
see
how
it
all
turns
out
in
terms
of
both
subsidies
and
additional
spaces,
but
I
think
the
question
on
a
lot
of
families.
Minds
is
especially
those
families
that
are
on
a
waiting
list
for
subsidies.
A
G
So,
just
to
clarify
for
everyone,
this
report
is
on
the
earlier
programs
day.
Care
is
a
little
bit
different
and
as
you,
you
are
correct
that
the
province
did
give
us
our
allocation
late
in
2017,
and
it
took
a
couple
months
to
negotiate
with
the
province
on
that
communication
will
be
coming
out
shortly.
On
that
we
have
it
almost
ready
to
go
on
releasing
that
communication
and
families
will
start
seeing
new
subsidies
very
very
shortly,
like.
G
G
C
Thank
You
chair
and
thank
you
to
staff
I,
think
the
consolidation
of
these
provincial
programs
and
for
the
promise
of
increased
funding
is
really
useful,
I,
agree
and,
and,
moreover,
I
think
the
gaps
analysis
that
you've
conducted
and
in
preparation
for
this
is
really
important
and
I'm
glad
to
hear
that
part
of
the
next
steps
will
be
aligning
future
resource
to
those
gaps.
Analysis
and
I'll
have
a
question
on
that
in
a
minute,
but
first
I
just
wanted
to
ask
on
page
11
of
the
report.
C
You
also
mention
in
your
oral
report
that
a
bulk
of
a
lot
of
these
programs
are
things
like
playgroups
and
I'm,
just
wondering
how
those
two
mix
so
are
we
going
to
see
the
need
for
a
lot
of
these
organisations
to
now
hire
different
staff?
Is
there
going
to
be
a
little
bit
of
turmoil?
Our
play
groups
include:
do
they
constitute
core
services
for
the
purposes
of
the
provincial
requirements?
Maybe
you
can
just
speak
a
little
bit
to
that
for
sure.
G
Madam
chair,
there
will
be
some
staffing
changes
that
agencies
do
have
to
accommodate
to
meet
the
provincial
guidelines,
one
of
those
being
the
requirement
to
have
an
RTC
on
staff.
It
is
not
as
as
as
dictated
as
licensed
childcare
where
you
need
to
have
ratios
and
whatnot,
but
there
does
have
to
be
an
RTC
on
staff.
G
Yes,
yes,
more
or
less
the
existing
services,
our
core
services.
This
is
the
initial
first
step
in
the
first
year
that
service
providers
are
going
to
have
a
few
changes
to
adjust
to
it,
one
being
the
staffing
requirement
to
have
an
RA
Cee
and
the
next
steps
will
be
to
address
those
community
needs
that
come
up
in
the
needs.
Analysis,
okay,.
C
Thank
you
next
question.
In
looking
at
sort
of
the
analysis
you
did
the
demographic
portrait
etc.
The
numbers
are
a
little
bit
sobering.
You
know
when
you
look
at
neighborhoods
experiencing
a
high
proportion
of
children
living
in
low-income
households,
a
neighborhood
in
my
ward,
over
Brooke
at
57%
Ottawa
southeast
at
45,
sandy
Hill
at
44,
so
clearly
a
great
great
need
for
assistance
and
resources
and
focus
on
children
in
these
neighborhoods.
C
Given
that,
given
those
high
numbers
and
then
when
you
look
at
the
map
that
you
produced,
you
can
tell
right
away
that
there's
huge
gaps
in
terms
of
matching
the
needs
with
existing
services.
So
again,
I'm
encouraged
to
hear
that
that
seems
to
be
going
to
be
a
guiding
principle
for
your
work
is
ensuring
that
we're
matching
the
resources
that
the
province
gives
us
to
where
we
think
that
needs
are.
Is
that
is
that
a
fair
assumption?
Yes,.
G
C
So,
given
those
high
levels
of
child
poverty
on
page
15
of
the
report,
I
was
surprised
to
read
this
line
and
I'll
just
read
it
out
out
loud.
Consideration
may
also
be
given
to
reallocating
a
portion
of
the
additional
provincial
funding
to
replace
renewable
community
funding
budget.
This
would
enable
the
redistribution
of
the
renewable
funding
to
address
emerging
needs
unrelated
to
the
child
and
family
sector.
C
So
what
that
sounds
like
is
as
part
of
the
delegated
authority
we
would
be
authorizing
or
allowing
staff
to
at
some
stage
take
the
extra
money
from
the
province
not
invested
in
Family
and
Child
Services
and
hive
it
off
for
other
needs,
and
so
I'm
just
curious.
Why
we
would
want
to
do
that
again.
Given
the
very
good
demographic
analysis,
you
did.
The
very
clear
high
needs
very
high
levels
of
children
living
in
low-income
households.
C
Why
would
we
consider
taking
the
additional
monies
we
would
get
from
the
province
and
not
investing
it
and
Family
and
Children?
And,
moreover,
if
I
were
in
the
ministry
in
the
province,
I
would
probably
establish
guidelines
if
I
felt.
This
was
an
important
priority
to
not
permit
municipalities
to
do
that.
So,
if
you
can
explore
a
little
bit
about
why
you
feel
this
is
a
necessary
authorization
from
Council
and
and
B.
What's
your
view
on
what
the
ministry
would
think
about
that
not.
G
Sure
so
we
just
threw
that
in
there
as
consideration,
given
that
there
are
funds
coming
from
the
community
funding
budget
that
we
wanted
to
consider
other
community
issues
in
the
the
community
before
addressing
where
the
additional
provincial
funding
goes.
So
we
are
going
to
come
back
to
Council,
though
with
those
decisions,
because
it
is
the
city
budget
that
we
need
authority
to
move
that
around.
So
we
just
want
to
have
those
conversations
with
the
stakeholders
first
to
kind
of
get
feedback
from
the
community
on
what
are
the
priorities?
C
C
G
E
Mademoiselle,
maybe
start
with
the
question
relating
to
the
year
of
transition.
Can
you
explain
to
us
why
it
takes
that
long
to
to
transition
I
think
it's
been
some
year
now
that
we've
known
of
the
the
childcare
Modernization
Act
and
some
of
the
requirements,
our
municipalities
would
love
to
hear
from
me
on
that
sure.
G
So
there
was
short
planning
timeframes
provided
by
the
province
as
I
kind
of
mentioned.
In
the
presentation
we
received
the
all
the
kind
of
rules
the
province
has
in
July.
Part
of
the
stakeholder
advisory
group
brought
up
concerns
that
if
we
were
to
address
community
needs
as
of
January
1st
2018,
this
would
cause
significant
operational
concerns
for
them
and
they
were
very
strong
in
saying
that
we
needed
a
year
to
figure
out
this
new
system
and
operationally
figure
out
these
changes.
G
E
The
the
document,
one
that
that's
attached
here
beyond
your
staff
presentation,
is
lengthy,
there's,
you
know
great
things
in
there
relating
to
the
consultation,
the
engagement
and
some
of
the
prioritization,
but
it's
hard
to
bring.
You
know
practical
situations
into
written
documents
in
the
context
of
funding.
So
can
I
maybe
Express
what
I
understand
of
the
the
purpose
owed.
We
have
an
additional
2.9
million
dollar
for
the
sector
that
2.9
million
dollar
is
directed
to
subsidies.
Only
ok,
so
maybe
you
can
yeah.
G
That's
yeah
so
back
to
what
I
said
earlier.
This
the
important
thing
is:
there's
just
two
aspects
to
childcare.
You
learn
early
years,
I'll
simplify.
It
is
a
sense
of
childcare.
Is
your
typical
daycare
where
you
drop
your
child
off
and
that's
where
the
fee
subsidies
come
in
to
help
parents
with
cost.
These
programs
are
early
years
programs,
where
typically
like
a
playgroup,
the
parent
has
to
stay
with
the
child
or
there's
the
other
programs,
where
it's
a
workshop
that
they
need
help
on.
You
know
just
understanding
how
do
I
feed
my
baby.
G
So
that's
what
these
services
are.
So
the
2.9
million
is
additional
services,
but
we
do
want
to
have
the
conversations
with
this
or
the
system
planning
advisory
group
on
what
that
can
be
spent
on,
because
there
are
system
changes
that
we
could
potentially
use
in
2018.
While
then
investing
funding
in
2019
to
additional
frontline
services.
So.
G
G
E
Is
it
possible
before
council,
to
maybe
get
a
table
of
where
we're
at
in
amounts,
because
I
get
I
get
very
confused
the
numbers
some
of
the
numbers
are
thrown
out
there
and
how
many
childcare
spaces
early
your
spaces?
Do
we
have
what's
the
portion
of
subsidies
cuz
we
I
get
I,
don't
know
chair
how
you
feel
about
that,
but
to
me
I
we
get.
We
get
a
sense
that
there's
a
infinite
amount
of
spaces
out
there.
E
Then
we
talked
to
individual
providers,
we're
always
looking
for
more
spaces,
and
then
we
talk
to
parents
who
are
trying
to
attain
the
subsidy.
So
I
get
I
honestly
get
confused
around.
You
know
there
seems
to
be
more
money,
so
there
should
be
more
spaces
through
in
and
it
should
be
more
positive,
but
I
have
no
range
of
understanding
of
where,
where
we're
starting
at,
how
do
we?
G
G
So
that
is
something
we
are
working
on
as
well
to
get
that
word
out
on
how
to
how
to
make
childcare
a
little
less
complicated,
and
so
that
people
actually
understand
how
this
system
works,
because
it
was
actually
some
of
the
feedback
that
came
back
from
parents
when
we
did
to
feedback
even
for
these
programs.
Is
they
weren't
even
aware
of
them?
So
we
need
to
get
that
communication.
It
would
make
that
better
and
that
some
of
the
system
changes
we're
going
to
be
looking
at
making
in
2018
as
well.
E
Good
and
maybe
work
with
city
columns
on
how
do
we
promote
that
the
the
so
just
every
summer,
I
it's
great
that
there's
a
bigger
strategy,
but
just
for
us
before
council
just
to
get
a
table
of
what
it
and
I'll.
Let
you
do
the
analysis
of
what's
fair,
but
to
me
it's
I'm
I'm
about
numbers
of
spaces
and
dollars
just
to
clearly
understand
where
we
are
and
where
we're
going.
Because
I
see
a
lot
of
good
in
here,
but
I
I
want
to
see
it
more
in
in
concrete
terms,
appreciate
that
face.
A
Okay,
thank
you.
Anyone
else
carried
on
item
number
one
Kerry.
Thank
you
off
the
presentation
carried
and
received.
Okay.
Thank
you.
So
turning
then,
to
item
number
two
actions
underway
to
address
recent
concerns
in
the
city's
long
term
care
homes,
and
there
was
a
motion
to
formally
place
this
item
on
the
agenda.
Just
by
way
of
background.
A
J
No,
but
our
long-term
care
service
as
a
whole,
our
general
manager
of
community
and
Social
Services,
Janice,
Burrell
and
director
of
long-term
care.
Dean
LED,
will
give
the
presentation
the
response
fully
to
your
request,
but
before
they
begin
I'd
like
to
say
a
few
words
about
our
service
or
staff.
And
what
brings
us
here
today,
I'd
like
to
say
that
start
because
in
any
service
and
city
delivers
maintenance
of
public
trust
is
what
we
do
and
and
I
believe
it's
our
job
at
City
Hall.
We
take
it
very
seriously.
J
Long
term
care
in
particular,
is
a
service
we
provide.
That
is
deeply
personal,
it's
personal
to
the
residents
to
their
families,
to
the
staff
that
provide
their
daily
care
to
the
people
that
provide
oversight
into
members
of
council
and
it's
very
personal
to
us
in
our
lives.
Those
of
your
staff
were
in
my
demographic
are
dealing
with
aging
parents
ourselves,
and
we
can
see
our
own
need
for
this
service
in
the
future.
That
might
be
a
little
too
close
for
comfort.
J
So
when
we
read
about
the
recent
incidents
in
our
long-term
care
homes
in
the
media
and
when
we
receive
the
directors
referral
order,
we
have
the
same
visceral
and
personal
reaction
that
I've
heard
from
many
of
you
and
from
the
public.
Everyone
is
involved
in
this
matter
at
the
city
feels
a
strong
responsibility
to
ensure
vulnerable
residents
are
cared
for
in
a
dignified,
responsive
and
carry
manner.
J
We
can't
speak
about
the
legal
matter
that
has
been
launched
and
we
can't
respond
to
any
questions
about
individual
residents,
as
you
can
appreciate,
but
we
do
want
to
talk
to
you
about
our
long-term
care
homes,
Janice
and
Dean's
presentations
will
give
you
the
detail
you
asked
for,
but
no
presentation
was
able
to
capture
the
dynamic,
challenging
sympathetic
and
professional
environment
of
this
24/7
operation.
I
have
visited
a
long-term
care
many
times
over
the
past
13
years
and
Perks
personally
witnessed
the
services
that
are
provided.
J
I
have
seen
incredible
efforts
of
staff
take
and
caring
for
the
residents,
whether
it's
helping
with
their
hair,
serving
a
lunch
or
providing
every
kind
of
person
CAIR.
You
can
imagine.
I
have
seen
how
our
staff
work
with
residents
and
the
families
and
how
much
appreciation
residents
and
their
families
give
back
to
our
staff
each
and
each
in
each
of
the
four
homes
and
I
personally
met
with
families
of
residents.
J
I
have
seen
a
quality
of
care
that
shows
that,
for
many
of
our
staff,
providing
this
special
kind
of
service
is
truly
a
calling
as
as
much
as
much
as
it
is
a
job.
It's
hard
work
and
I,
don't
minimize
the
problems
for
either
our
workers
or
residents
and
their
families
the
challenges
of
dementia
in
particular,
that
can
sometimes
lead
to
violence
of
the
difficult
time
for
residents
and
their
families
for
adjusting
to
the
end
of
a
lifetime
of
Independence.
J
It's
not
easy
work
I
like
to
think
it's
fulfilling,
as
do
the
staff,
and
it
makes
a
difference
we're
here
today
to
answer
some
difficult
questions,
but
I
hope
you
will
leave
this
presentation
knowing
the
service
as
a
whole,
a
little
better,
there's
good
things,
there's
excellent
things
as
exceptional
things,
and
there
have
been
mistakes
that
have
been
made
by
individuals
in
our
organization.
We
are
here
today
to
answer
some
difficult
questions.
J
Yet
I
still
want
to
thank
staff
who
get
up
every
morning
going
to
work
to
take
care
of
our
parents
and
friends
at
these
long-term
care
homes.
It's
never
been
easy
and
the
negative
public
perception
that
has
been
created
and
generated
over
the
past
few
months
has
made
it
even
harder
for
them.
I
want
to
thank
our
residents
and
their
families
for
working
with
us
to
improve
what
needs
improving
and
for
expressing
their
support
for
staff
and
appreciation
for
the
care
they
receive.
J
However,
having
said
all
this,
our
staff,
your
staff,
were
accountable
for
the
experience
of
residents
in
their
homes.
When
there
are
incidents
and
complaints,
we
are
responsible
to
fix
them.
That's
clear
in
my
mind
and
in
Janice
Burrell's
mind.
We
are
here
to
demonstrate
how
and
to
assure
you
and
the
public
that
we
will
fix
these
issues.
Jess.
K
Thank
you
very
much
Steve,
and
we
will
indeed
provide
you
with
a
very
comprehensive
presentation
today,
a
total
of
44
slides.
You
also
have
a
complimentary
package
that
has
a
series
of
documents
that
provide
you
with
the
background,
so
that
we
are
sure
that
we
respond
to
all
the
areas
that
were
outlined
in
the
memo.
So
today
I'm
joined
by
Dean.
K
He
is
the
director
of
long-term
care
and
he
has
been
with
the
city
for
over
15
years.
He
was
previously
the
administrator
for
Gary
Jane
Armstrong,
we're
also
joined
by
Lisa,
Val
and
she's.
The
administrator
of
our
Carlton
lodge
home
she's
been
with
us
for
six
months,
and
she
was
previously
with
the
mole
father
in
this
house,
and
she
has
a
background
in
nursing
and
with
a
variety
of
management
roles
in
the
past.
K
Sometimes
we're
asked
what's
the
difference
between
a
retirement
home
and
a
long-term
care
home,
so
just
for
a
little
background
in
context.
A
retirement
home
is
more
of
a
rental
accommodation
where
there
is
some
cares
and
services,
but
for
typically
people
I
can
live
independently
with
the
minimal
or
moderate
supports
and
they're
able
to
fund
those
those
services.
Long-Term
care
homes
are
for
people
who
require
24-hour
nursing
and
supervision.
K
Sometimes
in
within
secured
settings,
for
example,
people
with
dementia,
so
long-term
care
homes
provide
medical
care,
skilled,
nursing,
personal
care
services
to
support
people
with
chronic
health
problems,
people
that
cannot
that
do
not
have
the
ability
to
perform
everyday
activities
or
live
independently
or
where
the
families
have
identified
that
their
needs
are
too
great.
Long-Term
care
homes
receive
government
funding,
as
residents
also
pay
a
fee,
as
well
as
we
are
have
subsidies
for
low-income
families.
K
So,
in
our
presentation
today,
we
will
cover
the
legislative
requirement
under
which
we
operate.
We
will
share
a
profile
of
the
over
700
residents,
who
we
provide
24/7
care
to
and
to
respond
to
their
individual
and
complex
needs.
We
will
review
how
staff
are
hired,
oriented
and
trained
so
that
they
can
assist
residents
with
needs
such
as
bathing
dressing.
K
So
we
also
will
provide
an
overview
of
the
norm
of
the
the
extensive
feedback
mechanisms
that
exist
within
the
homes
and
how
we
use
that
input
to
continuously
improve
our
care.
We
will
go
over
the
compliance
order
in
some
detail
what
it
said,
what
actions
are
needed
to
be
taken
and
what
our
next
steps
are
related
to
that,
and
we
will
close
the
presentation
by
talking
a
little
bit
about
emerging
issues
and
discussions
with
respect
to
long-term
care
going
forward
which
end
over
to
Dean.
L
Thank
You
Kenneth,
the
first
area
we'd
like
to
review,
is
an
outline
of
policies
and
procedures
in
place
for
long
term
care
homes
and
province
of
Ontario
through
the
regulations
required
for
the
long-term
care
homes
act
2007,
including
the
regular
random
compliance
inspections
conducted
by
the
ministry.
The
next
several
slides
provide
an
overview
of
Ontario's
integrated
system
with
specific
reference
to
the
major
players
listed
on
this
slide.
L
Long-Term
care
homes
in
Ontario,
as
elsewhere
in
Canada,
operate
in
a
strict,
highly
regulated
environment.
The
system
is
designed
around
the
fundamental
principle
that
a
long-term
care
home
is
primarily
the
home
of
its
resident
and
is
to
be
operated
so
that
it's
a
place
where
they
may
live
with
dignity
and
security,
safety
and
comfort
and
have
their
physical,
psychological,
social,
spiritual
and
cultural
needs
adequately
met
the
long-term
care
homes.
Act
was
adopted
in
2007
and
came
into
effect
in
2010.
There
have
been
minor
revisions
since
then,
but
no
major
review
of
the
legislation.
L
Our
services
cannot
be
separated
from
the
standards
and
programs
set
by
the
province.
In
addition
to
the
long
term
care
homes,
Act
regulations,
79
10,
has
over
330
subsections
that
provides
mandatory
rules
and
standard
governing
all
aspects
of
the
operation.
We
will
discuss
many
aspects
of
the
regulatory
framework
throughout
this
presentation,
including
the
inspection
cycle
and
abbess
Kotori
process.
L
The
local
health
integrated
network
essentially
acts
as
a
local
managers
of
the
regional
long
term
care
program
on
behalf
of
the
province.
They
are
responsible
for
finding
and
wait
lists.
There
are
total
of
627
long-term
care
homes
in
Ontario,
with
60
long-term
care
homes
in
the
Champlain
region
and
21
in
Ottawa.
The
Lynne
manages
the
wait,
lists
and
emission
process
for
all
these
homes
to
get
on
a
wait
list.
L
The
Lynne
does
an
assessment
to
determine
if
someone
qualifies
for
long-term
care
and
then
the
city
reviews
the
applications
of
these
residents
to
determine
whether
they
can
provide
the
individualized
care
the
Lynne
determines,
who
is
actually
admitted
into
an
open
bed
using
a
priority
ranking
system,
as
mentioned
earlier,
long-term
care
funding
is
from
the
Ministry
of
Health
and
long-term
care,
the
City
of
Ottawa
and
resident
co-payments
right
now.
The
per
diem
of
funding
provided
by
the
province
through
the
Lynne
is
one
hundred
and
seventy
dollars
and
78
cents
per
day.
L
The
rates
that
residents
pay
range
from
fifty
nine
eighty-two
to
eighty-five
forty-five
from
a
basic
room
to
a
private
room.
The
monthly
cost
is
approximately
eighteen
hundred
nineteen
dollars
for
a
basic
accommodation
and
twenty
five
hundred
ninety
nine
dollars
for
a
private
accommodation.
Over
the
past
five
years,
provincial
funding
plus
residence
fees
have
gone
covering.
Seventy
three
percent
of
the
overall
costs
to
71
percent
with
the
city
share,
increasing
from
twenty
seven
percent
to
29
percent.
L
Every
four
years,
long-term
care
homes
voluntarily
engaged
in
the
accreditation
Canada
peer
review
process.
Credit
ation
Canada
is
a
well
recognized
and
well-respected
best
practice.
It
is
just
one
of
the
feedback
tools
the
city
uses
to
ensure
that
we
are
continually
challenging
ourselves
to
improve
and
to
remain
open
and
accountable
for
our
day-to-day
operations.
L
The
accreditation
Canada's
survey
team
observed
care
that
was
provided,
talked
to
residents,
families
and
staff,
reviewed
documents
and
files
and
recorded
the
results.
The
cities
for
long-term
care
homes
have
been
deemed
accredited
with
accommodation
for
the
2016
2020
period.
This
was
provided
as
a
result
of
a
comprehensive
review
undertaken
by
the
survey
team.
The
home
achieved,
99%
compliance
with
required
standards
and
at
least
95
percent
of
compliance
in
every
quality
dimension
and
organizational
practice.
L
The
City
of
Ottawa
under
the
communion
social
service
department
operates
for
long-term
care
homes,
totaling
717
beds,
there's
the
Peter
D
Clark
Center
Carlton
Lodge
santhu
called
de
champlain,
and
the
Gary
J
Armstrong
home
Carlton
Lodge
is
the
oldest
of
the
four
homes
and
was
opened
in
1960.
All
of
the
four
homes
have
secured
units
to
accommodate
residents
with
severe
dementia
who
are
at
risk
of
wandering.
M
In
each
of
our
city
home,
the
vast
majority
of
services
are
provided
by
city
employees
that
those
include
nursing,
don't
new
civilization.
Our
registry
digitally
auxiliary
D
proposal,
swine
key
off
lease
when
Zurich
analyst
de
the
principles,
personnel
keep
Reba,
Lyra
poi
effects,
Euler
service
news
of
all
see
the
numbers
activity
police
down.
You
see
the
servicer
called
nasi
on
the
news
equipped
available.
M
We
also
have
dedicated
employees
that
do
cleaning
and
maintenance
of
our
buildings,
there's
a
social
worker
available
to
assist
resident
and
family
and
families
in
each
of
the
homes
and
an
administration
team
that
support
the
home.
That
includes
one
administrator
per
home
for
managers
in
the
different
areas
of
services
that
we
provide
and
some
reception
staff.
The
homes
do
have
personal
support
workers
who
are
champions
in
behavioral
support
and
are
trained
in
ways
to
provide
care
for
those
with
aggressive
behaviors.
M
Additionally,
we
work
closely
with
the
Royal
Ottawa,
its
enhance
outreach
team
to
support
resident
with
dementia
and
other
cognitive
deficits.
The
quality
of
services
provided
is
reviewed
and
measured,
as
you
will
see
in
the
accreditation,
Canada
executive
summary.
The
independent
peer
review
noted
the
quality
of
our
services,
provided
pointed
out,
among
other
things,
that
we
have
infection,
control
policies
and
procedures.
Our
emergency
preparedness
activities
are
completely
completed
monthly.
We
have
food
handling
and
storage
and
and
washing
protocols.
Education,
programs
and
compliance
audits
are
in
place
as
well.
M
Our
home
continue
to
bring
services
into
the
home
for
the
convenience
of
our
resident
and
their
families.
We
never
forget
that,
despite
the
need
for
medical
and
nursing
care,
we
also
have
a
home
with
717
individuals,
most
of
whom
are
unable
to
leave
the
premises
because
of
medical
conditions.
So,
therefore,
we
try
to
provide
a
one-stop
shop
and
bring
services
to
them
in
the
home.
Physicians
are
available
24/7
for
the
for
home
to
support
the
residents
health
care
needs.
They
also
assure
a
present
in
the
presence,
in
a
home
on
a
regular
basis.
M
Kisuke
RFP
focuses
on
improving
and
maintaining
resident
mobility
and
independence.
Dietician.
The
legislation
requires
an
allocation
of
30
minutes
per
resident
per
month.
Both
physiotherapy
and
dietician
are
registered
services
to
be
our
legislated
services
to
be
provided.
Fee-For-Service
include
dental
optometry,
audiology
foot
care
and
hairdressing,
which
is
super
important
by
the
way
for
our
resident
News
effects,
Ron
lavage
event,
ma
de
Norris
de
in
the
Holy
Quran
applause.
Poor
lavage
did
release
a
yet
XO
teacher,
Isaiah
Polly
Polly
proposals
where
Donna
de
La
Vista.
M
Our
home
are
also
part
of
the
overall
integrated
ealth
care
system
in
order
to
support
people
who
wish
to
remain
independent
for
as
long
as
possible.
Two
of
our
resident
operate
an
Adult
Day
Program
Monday
to
Friday
and
provides
programming
for
clients
living
in
the
community.
Up
to
40,
clients
are
enrolled
in
those
two
programs,
so
Carson
Lodge
has
one
in
English
and
sam
dekker
Champlain,
as
one
in
in
in
French
also
there's
two
of
our
homes.
Up
that
prepare
approximately
ten
thousand
seven
hundred
meals
annually
to
support
the
community.
M
The
mission
and
vision
and
values
for
Ottawa
long-term
care
were
developed
in
partnership
where
our
resident,
our
families,
our
staff
and
our
volunteers,
the
intent
behind
our
vision,
welcome-home,
is
to
create
a
safe,
comfortable
and
unlike
environment
for
our
residents.
Our
mission
supports
a
cooperative
and
transparent
development
of
delivery
in
resident
care
plans.
Our
values
are
to
be
translated
into
providing
quality
resident
care
there.
Those
are
more
than
words
on
a
page
for
us.
M
Because
each
long-term
care
is
first
and
foremost
the
home
of
its
residents,
every
resident
is
protected
by
a
comprehensive,
mandatory
set
of
Rights.
A
copy
is
included
in
your
information
package
for
reference,
as
noted
earlier,
each
one
must
be
operated
so
that
it
is
a
place
where
the
resident
live
with
dignity
and
insecurity,
safety
and
comfort
and
have
their
physical
cycle.
A
psychological,
social,
spiritual
and
cultural
need
adequately
met.
M
So
knowledge
and
respect
of
these
right
inform
how
we
train
our
staff,
how
we
care
for
our
residents
and
how
we
work
with
our
families
and
friends
Shack
program
Ishikawa's
can
do
so
from
a
t-value
vila
de
miedo,
no
obligation
eval,
no
Reseda
it
Don
Kogen
RS
paid
loved
one
panikhida,
mal
de
neuf
way.
Mcnally
said
Allah,
Ta'ala,
Massoud
inlet,
poor,
continually
presentatio.
Yes,
thank.
L
You
Lisa
in
our
for
long-term
care
homes,
approximately
75%
of
our
residents
live
with
dementia
or
a
similar
cognitive
impairment.
95%
live
with
three
or
more
complex
medical
conditions
that
require
specialized
integrated
care.
7.5%
are
required
to
remain
in
bed
throughout
their
day,
while
61%
require
wheelchairs
to
move
around
the
home.
42
percent
of
residents
require
assistance
with
feeding.
L
According
to
the
association
of
municipalities
of
Ontario,
46
percent
of
long-term
care
residents
exhibit
aggressive
behaviors.
These
behaviors
include
the
occurrence
of
verbal
abuse,
physical
abuse,
socially
and
sexually,
inappropriate
Nisour,
disruptive,
behavior
and
resistance
to
care.
Specific
behaviors
include
yelling
screaming
and
may
include
physical
aggressions,
such
as
hitting
spitting
slapping
pinching
and
pushing
thirty
nine
point.
Five
percent
of
our
residents
exhibit
moderately
to
severely
aggressive
behaviors.
L
We
also
have
a
diverse
group
of
residents
that
speak
different
languages
that
come
from
different
cultures,
religions
and
ethnic
backgrounds
of
the
717
residents
currently
living
in
our
homes,
91%
speak
either
English
or
French.
The
remaining
9%
speak
languages,
including
Arabic,
Mandarin
or
Cantonese,
and
more.
L
We
try
to
be
inclusive
of
the
diverse
languages
that
our
residents
speak.
For
example,
we
have
started
providing
signage
in
residents
rooms
with
commonly
used
words.
The
staff
can
use
to
communicate
with
residents,
but
language
is
not
the
only
diversity
factor
we
account
for
at
admission.
Residents
and
families
have
the
opportunity
to
to
identify
any
cultural
beliefs
or
faith
practices
that
may
be
meaningful
to
them.
For
example,
if
a
resident
would
like
to
attend
church
weekly,
that
service
is
provided
to
them.
L
Today,
in
our
homes,
we
have
1023
staff
for
a
total
of
508
ft
full-time
equivalents.
705
staff
provide
direct
care
to
residents
which
account
for
69
percent
of
our
staff.
In
early
2017
2
new
administrators
were
hired
both
with
nursing
backgrounds,
bringing
the
management
complement
to
50%
with
clinical
expertise.
These
individuals
will
provide
leadership
to
specific
objectives
in
our
compliance
plan.
L
I'd
like
to
speak
now
regarding
our
hiring
practices
in
long-term
care.
Long-Term
care
is
a
high
demand.
24/7
physical
environment,
designed
around
meeting
increasingly
complex
medical
needs
of
our
residents,
section
73
through
75
of
the
Act
required
that
all
staff,
regardless
of
their
position,
and
whether
they
are
full-time,
part-time
or
temporary,
go
through
a
rigorous
screening
process.
All
potential
hires
require
a
police
records
check
for
the
vulnerable
sector,
a
tuberculosis
screening
and
formal
reference
checks.
L
Every
employee
is
interviewed
by
a
two
to
three
person
panel
and
they
may
require
be
required
to
pass
a
written
test
depending
on
their
position.
The
Act
also
mandates
specific
qualifications
required
for
positions
in
the
home.
For
example,
the
Act
requires
the
Director
of
Nursing
be
a
registered
nurse.
A
personal
support
worker
must
have
successfully
completed
a
personal
support
worker
certification
program,
including
a
minimum
of
600
hours,
a
practical
and
class
time
proof
of
education
and
any
other
requirements
must
be
provided
prior
to
starting
to
work
with
our
residents.
L
Long-Term
care
staff
are
devoted
to
the
work
of
our
residents.
Over
450
of
our
employees
have
been
here
more
than
10
years.
Over
100
have
been
here
more
than
20
years
for
staff.
Their
work
is
a
life
mission.
We
hope
that,
although
today's
questions
are
understandably
focused
on
some
major
mistakes,
you
also
keep
in
mind
the
good
work
done
by
over
1,000
of
our
staff.
Every
day
we
have
approximately
a
4
percent
turnover
and
staff
on
an
annual
basis.
L
L
Annually,
all
staff
must
undergo
all
mandatory
training
in
order
to
be
compliant
with
the
long
term
care
homes
Act.
There
are
18
key
components
that
are
covered
in
the
mandatory
training.
This
training
covers
to
name
a
few
duty
to
protect
zero
tolerance
of
abuse
and
infection
control.
All
direct
care
staff
must
also
receive
additional
training
in
eight
other
areas.
Some
of
these
include
pain,
wound
management,
continence,
Falls
restraints,
lifts
and
transfers.
Along
with
the
annual
mandatory
training,
all
staff
perform
a
needs
assessment
to
determine
if
additional
training
is
required.
L
The
mayor
and
chairs
mum
mo
asked
us
to
provide
a
specific
outline
of
our
training
policies
and
procedures
around
abuse
and
neglect.
First,
we
think
it's
important
for
everyone
in
long-term
care
to
understand
what
constitutes
abuse
and
neglect,
as
you
will
see
later,
on,
every
resident
has
an
individualized
comprehensive
care
plan
because
our
residents
live
with
complex
medical
issues.
100%
of
those
care
plans
must
be
followed.
L
100
of
the
time
examples
of
a
potential
abuse
or
neglect
as
part
of
the
care
plan,
may
include
receiving
a
late
meal
missing
a
dose
of
prescription
lotion,
a
delay
in
positioning
a
resident,
even
where
the
resident
yells,
if
they
are
moved,
forgetting
to
restrain
a
resident
leading
to
a
fall
not
protecting
resident
on
resident
abuse
and
physical
or
emotional
abuse
by
staff
to
a
resident.
While
all
of
these
issues
are
rare,
they
are
extremely
important.
L
Staff
are
not
permitted
to
work
unless
all
the
required
mandatory
training
has
been
completed
and
signed
off
it
every
year.
All
staff
understand
that
any
violation
of
our
zero
tolerance
policy
and
practices
will
lead
to
disciplinary
action
that
could
be
dismissal
for
cause
long
term
care
has
a
whistleblowing
policy
that
protects
all
staff
residents,
families,
volunteers,
sitters,
visitors,
who
report
incidents
of
abuse,
and/or
neglect.
Additionally,
all
staff
are
provided
annual
training
on
their
duty
to
report
and
the
protections
in
place.
L
Every
resident
has
an
individualized
care
plan
that
is
overseen
by
our
medical
professionals.
These
care
plans
and
corporate
input
from
the
resident,
their
family
and
friends,
and
our
support
staff,
including
doctors,
registered
staff,
physiotherapists,
dietician,
social
worker
and
personal
support
workers.
The
interdisciplinary
team
reviews,
the
residents
care
plan
every
90
days
or
whenever
there
is
a
change
in
the
residents,
health
care
needs.
Post
admission
care
conferences
are
conducted
within
six
weeks
of
admission
with
the
resident
and
family
and
annual
care
conferences
are
also
conducted
with
residents
and
families.
L
In
order
for
our
residents
to
live
with
the
best
possible
quality
of
life.
These
individual
care
plans
must
be
understood
and
communicated
coop
to
those
who
provide
care
care
plans
are
integrated
as
part
of
our
resident
care
information
system,
keeping
in
mind
that
95
percent
of
residents
have
three
or
more
complex
medical
conditions,
and
75%
of
our
residents
have
some
form
of
dementia
and
cognitive
impairment.
L
Each
resident
receives
care
and
services
from
approximately
15
staff
members
in
a
24-hour
cycle
for
some
context.
In
2016,
71%
of
long-term
care
homes
in
Ontario
were
issued
written
notifications
of
non-compliance
relating
to
care
plans
through
the
resident
quality
inspections.
This
is
why
one
of
the
actions
we
will
be
undertaking
as
a
best
practice
review
to
develop
a
consistent
practice
and
procedure
rating
relating
to
the
development
communication
and
updating
of
care
plans.
L
The
homes
provide
resonant
programming
seven
days
per
week,
which
is
supported
through
the
dedication
of
numerous
volunteers
combined
the
home
to
realize
the
approximately
48
thousand
hours
of
volunteer
support
from
331
volunteers
in
2016.
We
are
extremely
fortunate
to
have
such
a
strong
volunteer
contribution
in
the
home.
I'd
also
like
to
acknowledge
the
incredible
contributions
that
our
families
make
in
supporting
us
in
providing
care
and
services
to
our
residents.
L
Programming
is
developed
through
resident
family
consultation.
Many
programs
are
designed
around
the
physical
and
mental
capabilities
of
our
residents
to
help
maintain
their
mobility
and
cognition
I
want
to
emphasize
here
that
our
homes
are
lively,
positive
places,
full
of
special
people,
caring
staff,
loving
family
and
friends
and
dedicated
volunteers
with
activities
that
recognize
different
levels
of
mobility
and
cognition.
In
particular,
I
would
like
to
quote
directly
from
the
accreditation
summary.
L
Clinical
leadership
is
commended
for
including
residents
and
families
in
the
planning
and
provision
of
care
and
services.
The
nursing
structure
is
creative
and
facilitates
a
function,
functional
division
of
labor
and
management
control.
Education
is
a
strong
priority
throughout
the
homes.
A
comprehensive
program
for
staff
orientation
and
mandatory
education
is
in
place.
The
collaboration
between
the
community
health,
mental
health
partners
and
the
excellent
work
provided
by
the
care
stop
work.
Challenging
behaviors
is
particularly
noteworthy.
L
The
annual
resident
satisfaction
survey
is
one
of
the
many
feedback
and
accountability
tools
we
use.
These
surveys
are
conducted
by
city
staff
and
measure
satisfaction
with
each
major
component
of
a
residence
care,
including
contracted
services,
for
example,
personal
care.
We
measure
satisfaction
with
support
for
each
of
the
following
categories:
eating
bathing
dressing
and
toileting
nursing
staff
are
rated
separately
on
their
helpfulness
and
their
availability
housekeeping
is
measured
for
cleanliness
of
the
home
and
state
of
repair.
Satisfaction
with
laundry
services.
L
L
Where
satisfaction
is
below
80%,
we
investigate
the
root
cause
and
make
adjustments
in
a
timely
fashion,
because
we
use
the
same
measure
year
over
year.
We
can
see
how
well
the
adjustments
work.
For
example,
three
of
the
2016
measures
below
80%
relate
to
food
service
in
one
of
our
homes
we
receive
these
results.
We
look
for
opportunities
to
improve
and
we
implement
those
improvements.
Well,
we
work
with
our
resident
food
committee
on
the
actions
taken.
We
will
be
able
to
see
if
residents
are
satisfied
with
the
solutions
put
in
place
this
year.
L
We
have
also
introduced
point
of
service
surveys
where
we
can
measure
the
satisfaction
immediately
after
the
residents
experience
that
service.
More
importantly,
for
us
in
2016,
the
resident
satisfaction
survey
found
that
over
95
percent
of
our
residents
and
their
families
were
satisfied
with
the
home
as
a
place
to
live
based
on
a
40
percent
return
with
for
homes,
we're
able
to
compare
results
and
identify
best
practices
to
share.
We
view
the
resident
satisfactions
survey
tool
as
a
great
opportunity
to
promote
continuous
quality
improvement.
L
The
ministry
and
Health
and
long-term
care
also
has
a
robust
inspection,
compliance
and
accountability
process.
Long-Term
care
is
one
of
the
most
highly
regulated
sector
of
health
care.
As
requested
in
the
mayor
and
chairs
memo,
we
will
provide
an
overview
of
this
process
with
each
type
of
inspection.
The
ministry
measures,
compliance
with
the
long-term
care
homes,
act
and
regulation,
which
includes
the
resident
Bill
of
Rights.
This
is
validated
through
the
resident
quality,
improvement,
inspections,
complaint
and
critical
incident
inspections.
L
There
are
26
different
sets
of
inspection
protocols
that
are
used
by
the
inspectors
to
determine
compliance
across
resident
services.
The
raw
result,
all
inspections
from
the
home,
are
posted
in
the
home
for
residents
and
families
to
review,
as
well
as
on
the
ministry's
website.
A
copy
of
the
report
is
also
provided
to
the
residents
Council
and
the
family
and
friends
Council
in
the
homes.
The
report
outlines
the
type
of
inspection,
it's
date
and
purpose
the
inspectors
name,
who
is
interviewed,
which
inspection
protocols
were
used.
L
Inspection
findings
result
in
a
written
notification
which
states
the
specific
findings
related
to
non-compliance
and
the
relevant
sections
of
the
legislation.
The
written
notification
may
also
include
a
requirement
for
additional
actions
to
be
taken
which
may
include
a
voluntary
plan
of
Correction,
a
compliance
order
or
referral
to
the
director
by
the
inspector.
L
Throughout
this
presentation,
we've
touched
on
a
number
of
the
mechanisms
that
we
have
in
place
to
give
us
feedback
on
our
day-to-day
operations
and
to
support
continuous
improvement
in
our
operations
for
the
benefits
of
our
residents
and
their
families.
To
recap,
each
of
the
council's
work
with
the
management
of
the
homes
they
have
opportunities
to
raise
concerns
suggest
improvements
and
participate
in
decision-making
example.
All
menus
are
reviewed
and
approved
by
our
Residence
Council.
L
The
resident
satisfaction
survey
allow
us
to
measure
what
residents
and
their
families
think
about
the
quality
of
our
services
year-over-year
and
identify
areas
requiring
attention
and
review
the
accreditation.
Canada
certification
ensures
that
our
operations
undergo
a
rigorous,
independent
benchmark
peer
review
every
four
years,
so
that
we
can
see.
We
were
where
we
are
leaders
and
where
we
need
to
adjust
our
operations
to
reflect
new
and
emerging
best
practices.
L
L
The
residents
who
live
in
our
homes
are
there
because
they
need
the
support,
almost
in
almost
every
aspect
of
their
daily
activities
from
the
food
aid
to
the
recreational
activities
to
the
most
basic
personal
care
needs.
Staff
in
long-term
care
work
in
a
dynamic
environment
with
vulnerable
residents
and
their
family
and
friends.
Therefore,
we
need
to
be
open
to
feedback
and
opportunities
for
continuous
quality
improvement
in
our
care
and
services.
L
I'd
like
to
share
with
you
an
example
of
a
program
that
we
implemented
this
year
for
soar
in
2016
at
the
Gary
J
Armstrong
home,
which
was
a
Montessori
program
that
was
designed
to
help
reduce
aggressive
behaviors
and
the
reliance
on
medication
for
our
residents.
The
program
supports
residents
with
individualized
programs
and
interventions
that
reduce
the
agitation
and
ggressive
behaviors
and
improve
the
overall
resident
quality
of
life.
L
Each
issuance
of
non-compliance
results
in
a
written
notification
stating
the
relevant
section
subsection
of
the
act
and
specific
findings
relating
to
the
non-compliance
based
on
severity
and
scope
of
non-compliance
and
past
inspections.
An
inspector
can
make
a
referral
to
the
director.
The
director
has
the
power
to
direct
the
home
to
submit
compliance
plants
to
cease
admissions
into
the
home,
require
the
home
to
retain
a
third
party
to
manage
or
assist
in
managing
the
home,
withhold,
funding
or
revoke
the
home's
license
to
operate.
L
L
On
July
19th,
the
Ministry
of
Health
and
long-term
care
issued
a
compliance
order
from
the
director
to
the
City
of
Ottawa.
The
order
was
directed
towards
three
of
the
four
city
long-term
care
homes.
After
being
found
non-compliant
in
two
sections
of
the
Act
section.
19
refers
to
the
homes
duty
to
protect
residents
from
abuse
by
anyone
and
to
ensure
that
residents
are
not
neglected.
The
homes
have
been
found
non-compliant
five
times
with
this
section
in
the
past
three
years,
which
resulted
in
the
referral
to
the
director
section.
L
6
refers
to
the
home,
insuring
staff
follow
the
plan
of
care.
In
the
past
three
years,
there
have
been
18
findings
of
non-compliance
since
2015
across
three
of
the
four
homes.
This
section
is
the
number
one
finding
of
non-compliance
across
the
province
with
ministry
inspections
and
is
not
unique
to
our
home.
L
The
director
referral
has
resulted
in
an
order
from
the
director
with
five
compliance
plans
that
needed
to
be
spin
it
to
the
ministry
by
September
15th
before
we
go
further
into
the
order
and
our
plans
to
address
the
issues
raised,
I
want
to
acknowledge
a
few
things.
This
is
the
first
director
referral
received
by
the
city
since
the
I
came
into
effect
in
2010
I,
appreciate
the
reactions
and
disappointment
and
doubt
that
some
people
may
have
experienced
with
this
order
and
the
terrible
knowledge
that
one
of
our
staff
was
physically
abusive
of
a
resume.
L
Our
staff
experienced
similar
emotions
and
others
as
well,
because
these
extremely
vulnerable
people
are
in
our
care
and
our
goal
is
to
provide
one
or
percent
of
the
care
required
every
hour
of
every
day.
I
also
want
to
assure
you
that
each
of
the
previous
findings
of
non-compliance
that
are
referenced
in
this
order
were
received
and
addressed
at
that
time.
As
is
our
standard
practice.
L
The
criminal
actions
of
a
single
worker
were
truly
upsetting
to
all
of
us,
and
we
will
certainly
and
we're
certainly
expecting
a
critical
incident
inspection,
because
each
previous
incident
was
addressed.
We
were
unsure
as
to
the
underlying
rationale
for
the
order.
However,
as
we
work
through
the
order
and
the
next
steps
with
our
stakeholders,
we
recognize
that
has
given
us
a
timely
reminder
of
the
need
to
take
a
look
at
our
day-to-day
operations
outside
of
the
existing
feedback
and
accountability
process.
L
K
So
specifically,
what
is
required
as
part
of
the
compliance
order
from
the
director?
So
essentially
it's
mandating
us
to
submit
a
compliance
plan
in
five
key
areas,
as
noted
on
the
slide
just
at
a
high
level.
It's
about
supervision
of
personal
support
workers,
the
importance
of
having
and
following
a
resident
care
plan
working
in
a
culturally
diverse
setting,
setting
staff
training
around
zero
tolerance
and
abuse
for
abuse
and
neglect.
And,
lastly,
stakeholder
engagement
to
promote
a
culture
of
continuous
improvement.
K
So
we
know
it's
imperative
that
we
get
feedback
from
our
families,
our
residents
and
our
staff,
and
that
feedback
is
imperative
in
terms
of
the
decision-making
and
the
review
process.
So
to
ensure
we
developed
something
that
was
resident,
focused
and
responsive.
We
created
an
advisory
committee
to
guide
the
development
of
the
stakeholder
engagement
as
well
as
drafting
in
the
plans
so
I'm
the
executive,
sponsor
of
that
workgroup
Dean
is
the
chair
and
the
project
manager.
We
have
the
four
administrators
who
also
sit
on
the
advisory
committee
as
well
as
staff.
K
We
also
have
long-term
care
residents
and
a
family
friends
council
member,
and
we
also
have
a
representative
from
the
seniors
roundtable.
We
have
been
meeting
every
week
since
the
group
was
created
in
mid-august
and
we
will
continue
to
meet
as
we
move
forward
with
implementation.
I
also
want
to
note
that
we've
created
home,
specific
workgroups
across
the
four
homes
to
ensure
that
all
the
plans
are
consistently
implemented.
K
So,
just
getting
back
to
the
draft
plans,
if
you
will
so
we
were,
we
have
developed
them
in
all
of
the
five
areas.
We
did
this
in
consultation
with
the
advisory
committee
who
have
signed
off
on
them.
We
did
submit
them
dolls
to
the
province
by
September
of
15
the
due
date,
but
as
noted
and
as
noted,
each
one
of
these
plans
have
to
outline
key
actions.
K
Implementation
dates
who
is
accountable
and
what
the
expected
outcomes
are.
So,
in
accordance
with
the
process
with
the
ministry
they
have
received,
they
have
acknowledged
receiving
our
draft
plans.
They
will
provide
us
with
feedback
and
approval
before
they
are
finalized
and
I
also
want
to
mention
that,
although
we
have
not
received
that
final
approval
back
from
the
ministry,
we
have
indeed
begun
the
implementation
of
several
key
actions.
M
So
one
of
the
plans
like
in
this
plan,
as
well
as
those
to
follow,
we
have
listed
some
a
few
of
the
activities
that
will
take
place
for
each
of
the
plan
to
provide
comedian
counsel
in
response
to
the
mayor
and
chairs
memo.
So
our
first
plan
is
around
supervision
of
personal
support
worker
by
nursing
staff.
So
we
have
reviewed
our
practice
and
we've
developed
and
we're
going
to
disseminate
and
train
a
practice
and
procedure
around
supervision
to
help
our
staff
do
a
better
job
at
supervising
the
non
regular
non-regulated
PSW.
M
We
are
enhancing
current
training.
There
was
already
training
going
taking
place,
so
we're
gonna
enhance
that
and
we're
also
going
to
include
individual
development
plans
for
staff,
depending
on
what
they're
struggling
with
we're
going
to
coach
and
mentor
on
a
one-on-one
basis
to
actually
develop
the
skills
that
are
required
to
oversee
the
work
of
their
colleagues
on
the
unit.
We're
reviewing
our
service
delivery
model
as
well
at
the
moment
and
we'll
see,
based
on
best
practices.
M
M
So
everybody
provides
the
care,
according
to
that
plan,
we're
enhancing
the
training
of
our
nursing
staff
into
writing
more
realistic
care
plans
and
we're
implementing
a
standard,
standardized
personal
support
worker
car
deck
system
for
easy
reference
that
will
make
it
a
quick
snapshot
for
personal
support
worker
to
know
what
their
basic
care
they
have
to
provide.
Without
going
through
pages
and
pages
of
care,
plans,
we're
also
implementing
protocol
and
processes
to
ensure
staff
are
complying
with
these
care
plans,
as
as
mentioned.
L
As
ottawa's
population
becomes
more
diverse,
so
does
the
population
in
long-term
care
homes,
tools
providing
best
practice
care
for
residents
with
cognitive
deficits
and
dementia
in
a
multicultural,
gender
and
sexual
orientation
in
a
diverse
setting
are
in
the
process
of
being
developed
across
the
long-term
care
field.
The
city
has
extorted
historically
been
a
leader
in
this
field,
and
we
anticipate
that
our
residents,
family
and
friends
counsel,
as
well
as
the
ministry,
will
help
us
achieve
our
goal.
L
L
We
will
now
be
augmenting
that
what
we
are
already
doing
by
adding
in-person
scenario
based
training
with
testing,
to
follow
and
increase,
reminders
of
duty
to
report
our
homes
have
zero
tolerance
of
abuse
or
neglect.
Policy
of
a
resident,
immediate
action
or
investigation,
and
any
allegation
of
abuse
is
initiated
immediately.
Disciplinary
actions
are
taken
for
any
sustained
neglect
or
abuse
up
to
an
including
termination
for
cause.
K
So
we've
developed
a
very
robust
engagement
plan
with
a
number
of
approaches
to
reach
out
to
the
various
stakeholders.
Although
we've
already
submitted
our
draft
plans
to
the
province
by
the
September
deadline,
we're
still
seeking
feedback
from
our
stakeholders.
So
it's
not
about
getting
our
continuous
improvement
plans
done
fast.
It's
about
getting
them
done
right,
so
over
the
months
of
September
and
October
we're
going
to
be
reaching
out
to
hear
from
our
stakeholders.
K
So
at
this
point
we've
scheduled
14
different
group
conversations
with
families
in
the
homes
they
are
facilitated
by
non
long-term
care
staff
and
for
convenience.
They
are
on
weekdays
evenings
and
Saturdays.
We've
also
organized
meetings
with
staff,
again
that
are
facilitated
by
non
long-term
care
staff
and
we're
also
having
we
also
have
monthly
resident
councils
and
in
October
we
will
have
an
opportunity
to
receive
feedback
from
our
residents
and,
lastly,
we've
made
available
online
and
paper
copies
of
the
survey
to
all
of
our
stakeholders.
K
So
the
objectives
is
really
to
find
out
about
what
is
working
well,
that
we
can
build
on,
but
also
to
find
out
from
folks
what
what
ideas
they
have
about
areas
with
that
we
can
improve
and
I
just
want
to
pause
here
recently.
Some
questions
and
some
comments
have
arose
about
whether
or
not
these
sessions
should
be
open
to
the
public
or
the
media.
Once
the
engagement
strategies
are
complete,
the
results
will
be
shared
broadly,
but
the
sessions
themselves
are
not
public.
These
discussions
are
essentially
happening
in
people's
living
rooms.
K
We
are
providing
a
safe
setting
where
the
time
and
focus
is
on
the
people
who
receive
the
care,
who
are
impacted
by
the
care
and
so
that
they're
free
to
share
deeply
personal
and
sensitive
things.
So
if
we
take
a
moment
and
think
about
someone,
we
know
who's
suffering
from
dementia
or
some
complex
medical
conditions.
K
If
they
were
clear
of
mind,
how
would
they
feel
about
someone
discussing
their
basic
hygiene
needs
or
other
very
personal
matters
in
a
public
forum
or
with
the
media,
so
in
keeping
with
the
bed
the
residence
bill
of
rights
and
the
homeless
values?
These
sessions
will
be
had
held
with
dignity,
privacy
and
respect
that
our
residents
and
families
come
to
expect
and
deserve.
So
at
our
last
count,
we
had
over
one
hundred
and
eighty
eight
participants
signed
up
for
sessions
across
the
homes.
Our
first
session
was
held
yesterday
at
the
Carlton
Lodge.
K
It
was
over
25
attendees.
Overall,
the
satisfaction
was
very
high,
with
everyone
indicating
satisfaction
as
satisfied
or
highly
satisfied.
The
comments
that
we
received
back
was
that
everyone
had
an
opportunity
to
be
heard
and
were
able
to
participate.
There
was
good
discussion
and
there
was
a
lot
of
consensus
and
agreement
with
respect
to
the
concerns
and
people
felt
comfortable
to
share
their
opinions.
To
date.
We
have
also
received
a
hundred
and
ten
survey
responses.
K
I've
had
I've
read
every
one
of
those
comments
and
they're
40
pages
long
I
have
to
say
I'm
extremely
impressed
with
the
time
and
attention
and
the
details
that
families
and
volunteers
have
provided
in
those
comments
and
I
can
see
very
clearly.
There
are
concerns
raised,
but
they're
offering
solutions.
So
I
can
already
see
trends
and
specific
opportunities
going
forward.
K
K
So,
in
terms
of
next
steps,
once
our
plans
are
approved
by
the
province,
we
will
make
them
available
to
the
stakeholders
at
more
broadly
and
publicly.
The
results
of
the
survey
and
the
consultations
that
we
are
having
in
the
next
couple
of
months,
we'll
all
be
compiled
over
those
come
in
the
coming
months.
As
I
said
and
based
on
those
suggestions,
and
the
idea
is,
we
will
create
some
additional
actions
and
that
we
will
be
submitted
to
the
province
and
that
we
will
share
publicly
and
like
the
plans
to
the
province.
K
So
what
about
the
future
of
long-term
care?
The
problem
had
province
has
announced
a
major
long-term
care
review.
Justine
Eileen
Gillis
is
leading
this
public
inquiry
into
the
safety
and
security
of
residents
in
the
long
term
care
host
home
system,
although
it
was
launched
because
of
the
elizabeth
wet
laugher
case.
This
two-year
inquiry
has
a
broad-based
mandate
that
will
look
at
the
system
as
a
whole.
K
I
think
the
broader
and
social
and
public
policy
here
is
related
to
our
aging
population.
Our
baby
baby
boomers
are
entering
in
their
senior
years,
I
heard
on
the
radio
the
other
day
that
the
baby
boomers
are
now
71
years
old.
So,
as
we
live
longer,
more
people
will
require
24-hour
supportive
care
provided
by
long
term
care.
So
this
is
not
just
about
Ottawa
or
Ontario.
This
is
a
national
issue.
The
number
of
Ontario's
Ontarians
aged
65
and
over
is
expected
to
double
over
the
next
25
years,
so
we
know
that
the
demand
is
growing.
K
K
Residents
are
being
admitted
later
in
life,
with
more
complex
medical
conditions
than
they
were
in
the
past.
We
noticed
that
people
are
arriving
increasingly
complex,
chronic
health
that
requires
specialized
care.
The
association
of
municipalities
of
Ontario
notes
that
on
average,
forty
percent
of
residents
long-term
care
have
a
staggering
six
or
more
different
medical
conditions,
and
that
number
is
growing
by
approximately
8
percent
per
year.
K
Long-Term
care
is
just
one
of
the
four
legislated
service
areas
in
my
department.
The
other
three
legislated
areas
are
Children
Services
housing
and
social
assistance.
So,
given
this
construe,
the
visit,
the
financial
constraints,
technological
changes
and
advancements
and
increase
demand,
complexity
and
expectations.
Each
of
those
other
three
Menace
ministries
are
working
with
municipalities
and
other
stakeholders
to
find
ways
to
modernize
their
services.
So
we
can
be
more
responsive
and
be
able
to
be
responding
to
more
complex
and
diverse
needs
in
our
community
long-term
care
legislation
was
approved
ten
years
ago.
K
K
So
over
the
past
years,
those
in
the
business
of
long-term
care
are
making
a
case
for
change
are
asking
for
a
review.
It
is
a
complicated
issue,
but
at
its
most
basic
providers
and
families
are
concerned
about
how
we
can
continue
to
provide
specialized
care
that
our
residents
need
and
deserve,
and
that
gives
families
peace
of
mind.
We
would
welcome
the
opportunity
to
work
with
the
provincial
partners
and
other
sector
and
other
stakeholders
on
ways
we
can
make.
The
services
continue
to
improve
and
be
progressive,
as
needs
change
and
demands
increase
over
the
coming
years.
K
I
just
want
to
pause
here
and
thank
a
couple
of
members
of
our
advisory
group
who
have
been
working
side
by
side
with
us,
providing
insightful
and
very
invaluable
contribution.
One
of
them
is
with
us
today.
Adele
fury
and
the
other
person
is
janet
lu
laughs.
I
don't
think
she
was
able
to
join
us
today.
We
also
truly
appreciate
the
residents,
their
families
and
caregivers
and
volunteers.
K
They
have
been
so
gracious
and
Jenna
generous
with
their
time
as
we
work
to
improve
care
together
and
I
would
be
remiss
if
I
didn't
share
the
closing
comments
from
our
engagement
session
yesterday
in
a
very
heartfelt,
an
emotional
way.
The
families
and
volunteers
expressly
asked
me
to
pass
on
to
the
PSWs
and
the
long-term
care
staff
that
they
are
ever
so
grateful
and
thankful
for
the
care
and
love
and
all
those
personal
touches
that
they
provide
each
and
every
day
to
their
loved
ones.
A
Okay,
thank
you,
mr.
art,
mister.
Let
miss
Burrell
and
mr.
Kellogg
cos
for
a
very
informative
and
comprehensive
presentation.
We're
going
to
go
to
public
delegations
before
we
go
to
questions
to
staff.
There
are
three
members
of
the
public
that
would
like
to
address
us
on
this
issue.
So
when
I
call
your
name,
you
just
come
to
the
seat
right
here
to
press
the
button
and
you'll
have
five
minutes
to
address
the
committee.
N
Good
morning,
everyone
Thank
You
chair
Dean's
I'm
here
to
speak
today
in
two
capacities
as
a
member
of
the
long
term
advisory
group
that
was
formed
to
respond
to
the
directors
referral
and
as
a
concerned
citizen
who
has
spent
her
entire
life
here
in
Ottawa,
like
many
of
you,
I
was
horrified
when
I
read
the
media.
Account
of
the
incident
involving
the
PSW
and
the
defenseless
resident
in
a
city
run
long
term
care
home.
My
first
reaction
was
how
could
this
happen
in
my
city?
N
Both
welcome
my
help,
I'm
proud
to
say
that
I'm,
a
member
of
the
advisory
group
that
was
formed
to
respond
to
the
directors
referral.
As
Dean
said,
we've
met
on
a
weekly
basis
to
advise
management
and
I
endorse
what
they
have
put
forward
today.
I
also
want
to
commend
them
for
the
care
and
dedication
that
was
present
from
all
of
the
members
of
the
advisory
board
throughout
this
difficult
period.
N
That
said,
I
do
believe
that
this
management
team
must
be
held
accountable
for
what
happened
in
their
home.
They
must
and
they
have
taken
responsibility
for
it,
but
they
are
only
partly
responsible
and
that's
where
I'm
wearing
my
hat
as
a
concerned,
citizen
I
strongly
believe
that
the
Ministry
of
Health
and
long-term
care
needs
to
be
held
accountable
in
part
for
what
happened
as
well.
To
that
end,
we,
the
public,
need
to
formulate
our
demand
for
the
ministry
that
they
develop
and
implement
a
plan
with
a
specified
time
period
that
addresses
their
responsibilities.
N
Perhaps
one
way
we
can
ensure
that
this
happens
is
to
bring
these
concerns
forward
to
that
2-year
inquiry
that
has
just
been
announced.
I
believe
that
the
ministry
has
responsible
to
Ron's
responsibility
to
ensure
that
there
is
a
pool
of
qualified
personal
support
workers
available
to
the
managers
of
long-term
care
facilities
and
I'm
focusing
on
the
PSWs,
because
they
are
the
ones
who
provide
the
day-to-day
care
for
the
residents.
N
They
have
attempted
to
do
this
through
the
development
of
a
standard,
but
just
as
they
are
requiring
Ottawa's
management
to
revisit
their
supervisory
practices,
we
should
demand
that
the
ministry
revisit
the
standard.
Does
it
truly
reflect
today's
reality
with
seniors
living
longer?
Many
with
complex
health
issues,
including
dementia?
N
Perhaps
it's
the
standard,
that's
the
source
of
the
problem.
The
ministry
should
also
be
required
to
review
both
the
coverage
and
the
and
the
consistency
of
the
curriculum
that
has
been
developed
to
train
PSWs,
and
this
has
to
be
consistency
across
both
community
and
career
colleges.
We
should
also
demand
that
the
ministry
review
the
funding
model
to
ensure
that
it
covers
sufficient
dollars
for
PSWs
to
provide
the
needed
care
and
that
there
are
sufficient
funds
to
ensure
that
PSWs
are
adequately
reimbursed
for
their
services.
This
tragic
incident
that
precipitated
this
referral
is
a
wake-up
call.
N
Ontario's
population
is
ageing
and
with
it
becomes
an
increased
demand
for
long-term
care
beds
and
PSWs
to
provide
the
daily
living
care
needed
for
those
seniors
who
can
no
longer
care
for
themselves
or
be
cared
for
by
their
families.
We
should
demand
that
the
review
is
comprehensive
and
includes
the
ministries
responsibilities,
as
well
as
the
management
and
staff
at
the
facilities.
That's
my
opinion.
Thanks
and.
A
Thank
you
for
sharing
that
with
us.
Thank
you
for
offering
your
help
and
thank
you
also
for
your
insight
that
they're
very
useful
to
our
there.
Any
questions
to
the
delegation
seeing
none
thank
you
again
and
we'll
move
to
Jamie
done.
Executive
director
of
CI,
PP
and
Jamie
will
be
followed
by
Beverly
McIntosh.
I
WOD
counsel,
with.
O
Good
morning,
thank
you
very
much
for
allowing
me
to
speak
to
you
this
morning.
My
name
is
Jamie
Dunn
I'm,
the
executive
director
of
the
Civic
Institute
of
professional
personnel
or
CIP
P
C
IPP,
is
the
union's
represents
the
nurses
who
work
at
the
city's
long-term
care
facilities
and
I'm
here
to
speak
on
their
behalf.
Many
of
these
professionals
have
2025
and
even
more
than
30
years
of
exemplary
service
caring
for
these
residents
and
I'm
here
to
speak
about
what
they
face.
O
Every
day
at
work,
nurses
feel
they
are
being
targeted
and
scapegoat
scapegoated
for
the
problems
of
long
term
care
facilities,
particularly
in
recent
media
reports,
and
they
want
you
to
know
they
are
caught
between
an
overt
act
and
out-of-date
system
and
the
needs
of
residents
and
their
families.
It
is
time
the
finger-pointing
stopped
and
the
real
problems
are
fixed.
Simply
put
a
long-term
care
system
in
Ontario.
Is
our
tipping
point.
O
O
O
The
residents
and
long-term
care
have
changed.
Residents
are
living
longer
with
more
acute
and
complex
medical
conditions,
and
often
with
multiple
medical
conditions,
making
long-term
care,
centers,
really
chronic
care
hospitals
with
other
resources
or
staffing
to
meet
the
needs
of
residents,
and
we
are
at
the
front
end
of
the
baby
boom
generation,
which
you've
already
heard
that's
entering
the
system.
Long
term
care
in
Ontario
has
not
adapted
to
these
changes.
O
Nurses,
other
care
staff
and
managers
are
scrambling
to
meet
the
needs
of
residents
and
in
doing
so
are
subsidizing
the
provinces,
failure
to
properly
fund
and
and
long-term
care,
Kewpie
and
other
groups
have
pointed
out
in
Ontario's.
Funding
for
long-term
care
beds
is
below
the
average
of
the
rest
of
Canada.
In
addition,
the
funding
formula
to
address
residence
care
needs
does
not
adequately
take
behavior
issues
into
account,
which,
with
medical
conditions
like
Alzheimer's
disease,
dementia
and
depression,
can
be
a
central
factor
in
care
requirements.
O
O
While
the
provincial
government
has
initiated
an
inquiry
to
consider
some
of
these
issues,
staff
and
residents
will
continue
to
suffer
until
the
source.
Resourcing
issue
is
addressed,
so
it
must
be
addressed
in
the
short
term,
while
a
new,
comprehensive
approach
to
serving
these
Ontarians
is
developed.
O
In
conclusion,
if
there
is
one
point,
I
want
to
impress
upon
you,
as
we
must
understand,
our
nurses
working
conditions
are
these
residents
living
conditions
that
you
are
not
separable.
Every
resident
of
a
long-term
care
facility
in
Ontario
must
be
guaranteed
a
safe
and
healthy
place
where
they
can
live
happily
and
with
dignity.
Our
nurses
are
entitled
to
the
same
in
their
workplace,
and
it
must
happen
now.
Thank
you
for
the
time
and
I
would
be
happy
to
address
any
of
your
concerns
or
questions
and.
A
O
D
Hundred
okay
and
you
brought
up
a
number
of
issues,
both
provincially
and
locally
I,
assume
you're,
mostly
engaged
locally
as
a
local
local
president.
Can
you
just
describe
your
efforts
to
date
working
with
the
city's
management
in
the
lawn
care
homes,
to
address
some
of
the
problems
you
identified
today?
Is
there
an
ongoing
professional
relationship
that
you
have
you
identified
a
number
of
concerns?
How
is
that
being
addressed?
D
O
P
You
chair,
you
had
mentioned
a
lot
about
the
staff
being
overworked
underpaid
and
a
lot
of
it.
Trickles
to
that
in
terms
of
the
funding
review
that
was
mentioned,
that's
going
to
be
happening
couple
years,
I
assume
you're
having
discussions
on
the
provincial
level
as
what
are
those
discussions
like
and
is
there
any
light
at
the
end
of
the
tunnel
based
on
most
discussions
that
you're
having
with
the
we're.
O
Very
small,
so
we're
not
directly
engaged
with
the
province,
but
other
groups
are
and
groups
as
diverse
as
QP
and
amo
are
calling
for
a
increase
to
the
hourly
care
paid
for
by
the
government
by
the
government,
from
approximately
three
hours
of
care
per
day
per
resident
to
for
immediately
and
there's
currently
a
private
member's
bill
bill
thirty-three
in
front
of
the
provincial
legislature.
That's
going
the
second
reading
to
make
that
happen.
So
we're
hopeful
that
that
immediate
increase
in
funding
to
provide
more
care,
more
staff
or
care
will
be
a
short-term
solution.
O
But
there
has
to
be
a
rethinking
of
the
entire
way
that
service
is
delivered
to
Ontarians,
for
all
of
the
reasons
that
Janice
and
Dean
and
everyone
else
brought
up
today,
we're
facing
the
front
end
a
crisis
we're
already
experiencing
it
because
of
that
mistakes
are
being
made
and
we
don't
want
any
resident
to
suffer
and
we
don't
want
our
our
members
having
negative
experiences
of
work
or
leaving
the
service
which
is
already
starting
to
happen.
Because
of
these
pressures.
P
And
we've
heard
in
the
past
that
at
some
point
the
municipalities
are
going
to
be
getting
out
of
this
business.
I,
don't
know,
that's
a
long-term
sort
of
the
vision
that
I've
heard
several
times,
but
obviously
they're
doing
they've
hired
this
judge
to
do
this
review.
It
sounds
like
perhaps
that
may
not
be
happening
soon
or
is
what
are
your
personal
views
on
that
in
terms
of
should
meanness
Valdez
be
in
this
business?
Should
we
or
is
this
provincial
responsibility
and
Mandy
to
better
manage
them?
Well,.
O
I
think
that
discussion
is
probably
a
more
technical,
bureaucratic
discussion
from
our
perspective.
Ontarians
deserve
good
care
and
the
working
conditions
and
the
living
conditions
go
hand
in
hand.
So
we're
saying
that,
regardless
of
who
the
provider
is,
there
has
to
be
a
standard,
that's
well
funded
by
the
province.
O
For
instance,
you
can
then
get
in
the
argument
whether
these
is
health
care
center
or
a
community
care
centre
and
therefore,
who
should
be
paying
for
it,
but
in
the
end,
the
people
who
pay
for
not
addressing
the
problems
or
the
residents
and
staff
in
the
centres
so
that
may
come
out
of
this
inquiry.
Some
of
those
suggestions
I
know
that
a
MoU
says
that
it's
really
leaving
that
decision
up
to
municipalities,
whether
they
feel
they
should
be
delivering
the
service
or
not
directly
delivering
the
service.
O
A
A
B
I
think
ma'am
chair,
you
talked
about
a
pre-existing
committee
or
working
groups.
That's
been
put
together
to
talk
about
grievances
and
and
and
what
have
you,
but
since
all
this
has
happened,
and
the
work
has
been
done
with
the
working
group
we've
been
talking
about
today.
Do
you
have
representation
on
that
working
group?
There.
O
The
broader
advisor
group,
our
staff
may
be
taking
part,
but
we
don't
have
any
formal
representation
as
their
union
and
just
just
to
be
clear.
The
group
that
I
talked
about
the
Janice
and
Dean
and
another
one
of
our
staff
forum.
They
don't
deal
with
grievances,
it's
to
be
proactive
and
start
looking
at
some
salute
some
brainstorming
and
coming
up
with
ideas
to
address
some
of
the
problems
before
grievances.
What
happened
sure
but.
B
Q
While
it's
important,
we
think
that
the
issue
is
overall,
the
lack
of
sufficient
staffing,
it's
a
systemic
issue
across
Ontario,
and
that's
where
we
would
like
to
see
the
City
of
Ottawa
pushing
for,
as
it
has
been
said
by
other
speakers,
that
it'd
be
more
overall
concern
about
hours
of
care
that
are
being
funded
by
the
provincial
government.
Thank
you
thank.
A
You
very
much
miss
Mackintosh
any
questions
for
the
delegation.
Seeing
none
will
now
want
to
go
to
questions
for
staff,
and
maybe,
if
I
could
have
just
start
by
thanking
the
staff
again
for
very
comprehensive
and
informative
presentation
today
and
I
think
what
I
took
away
from
this
conversation
is
just
how
very
complex
the
work.
Our
employees
and
long-term
care
are
doing
with
acute
needs.
A
A
lot
sicker
patients
and
we've
seen
in
the
past
I
think
I
heard
you
say:
75%
have
some
form
of
cognitive
impairment,
I
mean
those
are
obviously
a
lot
to
deal
with
in
every
single
residence
has
an
individual
care
plan.
I
mean
I
can
see
that
it's
challenging.
Having
settled
that
I
think
the
question
on
all
of
our
minds
and
I
want
to
address
this
to
you
miss
Burrell
is:
can
you
assure
us
that
our
homes
are
safe
for
our
most
vulnerable
citizens?.
K
I'd
like
to
begin
by
saying
that
I
deeply
regret
them
troubled
by
the
actions
of
that
personal
support
worker,
it's
impossible
to
explain
or
understand
those
actions.
I
can
assure
you
that
that
is
a
an
isolated
situation.
It
does
not
reflect
the
mission
or
the
care
that
our
staff
provide
every
day.
We
are,
our
staff
are
well
screened,
they're
well
trained.
They
are
hardworking,
dedicated
folks
and,
as
you
saw
from
the
presentation,
we
do
not
work
in
a
vacuum.
K
When
you
look
at
our
our
residents,
they
come
into
contact
with
upwards
of
15
different
people
a
day.
We
have
numerous
and
inspections
that
are
unannounced.
We
have
331
volunteers
in
our
homes
and
we
have
families
and
friends
that
come
in
at
any
time
of
the
day
and
most
of
the
evening.
So
you
know,
as
a
group
I
have
to
say
that
I'm
extremely
proud
and
stand
behind
our
staff.
It
is
a
very
difficult
job.
A
Thank
you
for
that
I'm.
Listening
to
the
public
delegation,
it's
very
interesting
to
hear
their
perspective
that
the
demands
on
the
staff
in
these
homes,
whether
we
user
than
many
other
stuff,
it
is
very
high,
given
the
acute
levels
of
care
required.
And
so
can
you
outline
for
us
how
many
hours
of
patient
care
per
patient
per
day
patients
are
receiving
and
how
that
relates
to
the
provincial
average
and
then,
finally,
is
it
enough.
L
F
D
L
The
city's
contribution
is
fourteen
point
three
million
dollars,
which
is
fifty
five
dollars
per
resident
per
day
being
subsidized
by
the
city.
If
you
put
all
of
our
services
together,
we
are
at
the
number
of
three
point,
one
five,
but
that
includes
a
activation
people
from
server
staff,
but
direct
care
is
two
point:
five
six
hours
per
day
per
resident.
K
There
are
several
so
in
terms
of
all
the
documentation
that
I've
looked
at
in
the
feedback
that
we've
been
receiving
from
folks.
There
is
a
lot
of
comments
related
to
insufficient
staffing
in
there.
There
are
other
suggestions
and
solutions,
however,
how
we
can
maybe
adjust
our
staffing,
for
example,
folks,
are
talking
about
less
staffing
and
evenings
and
on
weekends.
So
we
can
certainly
look
at
our
service
delivery
model
so
that
we
can
be
more
responsive
at
the
times.
That's
that's
as
being
indicated
by
some
of
the
families.
K
Certainly
any
additional
resources
from
the
province
would
be
very
very
welcomes.
We
will
continue
to
work
within
the
resources
that
we
receive
currently
and
adjust
things
consistent
with
the
feedback,
work
that
we're
getting
from
staff
and
from
and
from
volunteers,
and
we
are
committed
to
looking
at
all
the
feedback
that
we
do
receive
and
providing
that
information
back
to
the
province
as
well.
In
addition
to
our
compliance
plans,
okay.
E
Yes,
Melendez
no
whoa
zeg
do
the
cat,
sound
SoLoMo,
cat's,
ear
or
Gary
James
drum
I'm
strongly
champlain
Sheila
Kasim
Africa
became
a
yell
EP
12
of
gitaji
confianza
need
an
asset,
satiny
una
vote,
black
ltd,
Swaney
vu,
less
satisfaction,
aleady
Bangla
family.
You
see
RZA.
If
they're
my
foo
foo
forgiver
compound
distressing
some
new
medicine
tell
position
my
own
ensemble
see
realistic
la
limit,
parsley,
Sebastian
Minelli,
not
capacity
than
ye
heed
the
wisdom.
E
Excuse
are
me
Lizzy's
done.
Is
s
not
aware
about?
The
protocol
applies
magic
conscience,
Danny
kept
demonic
here
to
present
a
plaque
conformity
Ella
prevents
domestic
violence.
Ties
of
the
new.
The
new
su
visit,
demócratas
seneca
tell
importance,
destroyed
long
jury,
samulet,
a
juicy
lamb,
/
counselor
hold
up
colonies
down
so
transcript.
Eraser
hole,
I
prefer
Tamla
present.
Now
the
phone
is
only
zeliha
nada.
The
just
Aadhaar
me
really
spoil
a
part
on
the
phone
they
potentially
persuade.
There
is.
E
Surprise
his
illusory
posaga
para
más
con
su
/,
kappahd,
depressor,
Moscow,
Cobb,
County,
ramadani
Allah,
the
procedure,
the
protocol,
the
hip
zong-de
brush,
given
permit
the
new
star
del
zulia
tones.
If
he
deeply
distressed
song,
come
on
console
the
new
song
in
acceptor
messages,
ballads
nanak
said
he
personally
kia
only
body
slide
along
jury.
She
saw
the
presumption,
complex
quantity,
less
that
on
the
prasad
on
we
call
on
upon
comedy
song
a
long
time
she
sublime
superb
eminence,
papa
Adama,
abscess,
Adama
and
castle.
Al
Saleh
stem
is
so
no
kappa.
No
kappa!
E
E
We
have
to
make
sure
they
don't
happen
again,
but
they
don't
remove
the
pressure
that
we
have,
which
is
a
growing
need
in
terms
of
a
waiting
list,
but
also
in
terms
of
the
types
of
patients
that
we,
the
residents,
that
we
deal
with,
not
I'll
repeat
it
in
English,
because
I
do
think
it's
important
having
you
know:
I'll
use
Champlain
as
an
example.
Folks,
there
was
the
four
floors
there
folks
moved
around,
they
participated
more
and
more.
E
Do
we
see
an
increased
demand
where
residents
aren't
able
physically
able
to
get
out
of
their
rooms
they're
not
physically
able
to
move
out
of
the
the
floors?
And
that's
just
put
a
lot
of
increase
pressure
on
the
staff
and
on
the
family
members
and
that's
not
going
away
we're
not
building
new
centers
and
I.
Think
in
all
of
this
sure
the
province
has
standards.
Yes,
we
must
improve
our
protocols
and
improve
our
response.
There's
no
question,
but
there's
a
huge
ghost
and
shadow
in
the
room
which
is
there's
an
increased
need
and
an
increase.
E
An
increased
demand
from
our
from
our
resources
and
and
the
province
needs
to
be
at
the
table
and
a
partner
in
that
resource
allocation
and
in
those
needs,
because
we
have
an
aging
population,
I
mean
when
you
look
at
our
oldest
resident
is
a
hundred
and
nine
years
old.
Our
youngest
is
43.
There's
something
here.
There's
a
major
gap,
there's
a
major
need-
and
you
know
I'd
love
to
hear
from
from
Janice
or
Dean
or
whomever
at
the
front
relating
to
how
long
is
our
waiting
list?
E
I
think
it
needs
to
be
told,
and
it
needs
to
be
aired,
because
you
did
you've
done
such
a
good
job
of
highlighting
all
four
corners
of
your
service
points
of
your
approach.
You're,
clear
you're,
open
about
it
and
as
a
community
as
a
community
representative,
a
community
member
and
also
a
member
of
this
committee
and
I'm,
happy
to
see
that
the
transparency
that
that
was
brought
forward
today.
But
it
doesn't
go
to
the
root
of
the
challenge,
which
is
growing
pressures
in
demand.
L
Madam
chair,
currently
today
we
have
20
318
applicants
on
file
for
admission
into
our
homes,
something
to
keep
in
mind,
though
that
number
could
be
representative
of
an
individual
being
on
more
than
one
homes
list.
But
the
list
that
we
have
today
is
twenty.
Three
hundred
and
eighteen
and
again,
it's
quite
possible
that
people
are
on
multiple
lists
with
our
homes
and.
E
Just
to
be
clear,
these
are
residents
that
are
in
temporary
hospital
beds
there
in
seniors
buildings
in
town
they're
in
OCH
properties,
and
that
if
families
are
trying
as
much
as
possible
to
support
them
while
they
they
are
able
to
while
they
wait
for
that
for
those
the
access
to
the
bed,
so
it
just
continues
to
trickle
down
that
effect
of
having
long
waiting
lists
and
needs.
I'll
leave
you
on
this.
B
L
L
B
M
If
I
may
I'd
like
to
add
to
Dean's
answer,
there
is
a
there
is
a
I
think
we
have
to
take
into
account
the
fact
that
between
the
for-profit
and
the
nonprofit,
there
is
also
a
difference
in
compensation
of
staffs
most
of
the
private
homes
or
the
for-profit
homes.
Don't
have
a
unionized
team,
so
the
wages
are
different.
There
they're
much
lower
I
would
have
to
say.
I've
worked
in
an
environment
before
there
was
that
was
close
to
the
private
sector
around
compensation,
and
it
was.
M
It
was
quite
different
than
the
income
that
we
provide
for
our
for
our
City
of
Ottawa
staff.
So
that
is
a
consideration
we
have
to
to
think
about
as
well.
When
we
look
at
how
we
allocate
our
staff
and
how
many
hours
of
care
we
were
able
to
provide
per
resident
given
the
same
envelope,
that
is
a
factor
that's
important
in
there
as
well.
No.
B
B
If
we
can
do
it
so
I
I
just
want
a
couple.
Questions
about
the
report
or
the
or
the
slide
show
keeps
talking
about
approval
from
the
ministry.
I
thinks
the
slide
for
you
in
particular,
says
approved
nowhere.
We
talked
about
the
possibility
that
that
you
won't
be
approved,
though,
or
your
plan
won't
be
accepted.
So
I
guess
my
question
is:
if
whatever
you
submit
it
to
date,
the
province
comes
back
and
says
interesting,
but
not
enough
or
we
wanted
you
to
do
this
and
you
did
that
instead,
what
it?
K
K
We
have
submitted
to
compliance
plans
before
so
it
is
consistent
with
past
documentation
that
we've
been
provided
to
them
and
again
we
will
work
with
them
until
such
time
as
they
were
are
approved
and
those
plans
will
become
even
more
robust
as
we
seek
feedback
and
we
see
feedback
from
the
various
stakeholders,
including
you
know,
families
and
volunteers
and
residents,
and
our
and
our
staff,
so
I'm,
quite
confident
that
we
will
have
approval
from
them.
I
guess.
B
Where
my
concern
is
coming
from
because
you've
also
said
you
know
we're
not
just
sitting
back,
we've
already
taken
steps
for
moving
forward
and
doing
things.
So
what
happens
if
the
province
turns
around
and
says
Janice,
that's
very
interesting
things
you're
doing,
but
that's
not
what
we
want
you
to
do.
You
shouldn't
be
doing
that.
So,
where
are
we?
Are
we
moving
too
quickly?
In
that
regard?
Are
we
spending
resources
that
we
might
wish
that
a
month
or
two
down
the
road
they're
going
to
tell
us?
B
He
shouldn't
have
done
that
and
you
should
have
spent
your.
Are
we
getting
I,
don't
know
what
kind
of
direction
the
province
gives
you
to
put
together
your
compliance
plan,
so
I'm
just
wondering
if,
if
we're
making
certain
assumptions
we're
putting
certain
things
into
place
that
we
may
find
out
down
the
road,
we
shouldn't
have
done
that
or
the
problem
says:
that's
not
acceptable.
We
don't
want
you
to
do
that.
So.
K
B
No
I
appreciate
that
and
I
guess.
The
final
piece
I
want
to
talk
about
is
I
would
think
that
that
going
forward
to
address
the
concerns
and
and
I
again
I
heart
come
back
to
the
city
manager's
comments.
We
can't
really
get
into
the
into
the
weeds
about
about
this,
but
in
a
general
sense,
I'm.
Assuming
that
a
number
of
the
recommendations
or
proposals
you're
putting
forward
are
going
to
have
some
impact
on
your
existing
staff.
B
You're
either
going
to
be
asking
to
do
things
differently
or
to
do
more
or
possibly
even
create
a
different
job
category
to
address
a
gap.
So
I
find
it
curious
that
the
union
writ
large,
if
you
will
I,
get
that
individual
employees
have
been
involved
in
the
process.
But
I
find
it
a
little
odd
that
the
union
itself
does
not
have
representation
on
your
working
group,
because
it
seems
to
me
at
some
point
you're
going
to
have
to
go
back
to
the
Union
and
have
some
discussions
about
about
going
forward.
K
So
all
of
the
five
plans
that
we
have
and
any
additional
plans
that
we
will
be
creating,
will
be
in
discussion
with
staff
as
well.
They
will
have
opportunity
for
input
and
prior
to
submitting
the
plans
to
the
province.
We
did
have
conversations
with
the
unions
just
in
terms
of
general
understanding
of
where
we
want
to
go
with
them,
so
they
have.
K
B
Thank
for
that
clarification
because
when
I,
when
I
had
asked
the
the
union
representative,
whether
he's
probably
working
group,
he
said
he
wasn't,
but
maybe
I
should
have
asked
a
follow-up
question,
but
it
sounds
like
the
union
is
still
being
brought
along
and
discussions
are
still
happening.
So
I
know
I
appreciate
that
clarification.
That's
helpful.
So.
K
So,
just
to
clarify
he's
that
they
are
not
on
the
advisory
group
themselves,
but
anything
that's
generated
from
that
group.
We
are
having
discussions
about
some
of
the
ideas
that
were
having
going
forward
and,
of
course,
the
feedback
from
the
staff
is
invaluable
in
terms
of
how
we
roll
these
out
and
what
I
find
is
when
you
talk
to
the
people
on
the
ground
or
the
people
who
are
receiving
the
services,
that's
where
the
greatest
ideas
and
are
generated
and
solutions.
You.
B
Know,
as
I
said,
that's
that's
a
really
helpful.
Clarification
didn't
want
to
have
to
go
back
marine
bent
the
wheel
once
we
get
the
proposals
in
place,
so
it
sounds
like
you're
doing
all
that
and
I
appreciate
that
and
and
again
I.
This
was
a
monumental
piece
of
work
that
you
put
in
front
of
us
today
and
I'm
sure
many
hours
went
into
it
and
with
all
the
best
intentions
of
resolving
these
issues.
So
so
thank
you
very
much
for
that.
Thank.
J
Thank
you
very
much,
madam
chair
yeah.
First
of
all,
I
want
to
commend
staff
for
putting
this
report
together.
It's
very
informative
and
it
goes
into
quite
a
bit
of
details,
but
beside
that
I
think
you
know
the
staff
that
is
working
in
in
our
care
long-term
care
home,
our
excellent
staff
I
mean
they
do
care
and
they
do
look
after
the
responsibilities
that
they're
you
know
endured
with
in
terms
of
how
they
work
within
the
environment,
to
have
what
I
think
three
four.
Maybe
five
issues
brought
to
the
forefront
from
four
homes.
J
It
is
I'm,
not
saying
it's
minimal
and
should
be
put
aside.
It
is
still
a
concern,
but,
on
the
other
hand,
look
at
it
there's
a
bigger
picture.
You
know
it's,
the
staff
is
doing
the
best
that
they
can
given
the
resources
that
they're
provided
both
from
the
city
but,
more
importantly,
from
the
provincial
side
in
terms
of
the
hours
that
are
the
province
provides
and
I.
Think
one
of
my
colleagues
asked
the
question
about
the
cumulative
hours.
Is
that
the
number
that
you
given
us
this
morning?
L
J
J
The
survey
resident
satisfaction
survey.
It
says
it
has.
95
percent
surveys
were
completed
or
responded
to
you
in
terms
of
286
surveys
that
were,
you
know,
put
out
there.
I
could
return
back
with
responses,
but
out
of
the
total
number,
how
many
residents
were
surveyed
is,
if
you
know
the
total
number
of
residents,
are
you
only
took
took
a
number
of
residents
out
of
one
one
home
or
how
did
that
work?.
L
Chair
do
the
the
75%
of
our
residents,
who
have
a
cognitive
impairment,
it's
quite
difficult
for
our
residents
to
be
able
to
provide
us
with
feedback
on
how
they're
receiving
the
services,
which
is
one
of
the
reasons
why
we
wanted.
We've
gone
ahead
with
implementing
a
point
of
service
survey,
because
we
believe
that,
even
if
a
resident
has
a
form
of
dementia,
they're,
quite
capable
immediately
after
receiving
the
service
to
say
whether
they
may
have
liked
that
meal
or
whether
they
may
have
enjoyed
the
activity.
L
L
Madam
chair,
that
the
surveys
done
in-house
and
it
sent
out
last
year,
we
sent
the
surveys
out
to
our
residents
and
families
as
a
part
of
the
annual
care
conference
this
year,
we're
going
to
be
sending
the
survey
out
in
November
to
our
residents
and
families.
So
for
2017
we
do
not
have
any
data
relating
to
the
satisfaction
survey,
because
I
one
quote
until
later
this
year
for
2017.
L
J
Thank
you
for
that
in
terms
of
the
I'm.
Looking
at
the
survey,
the
you
know,
bottom
three
or
the
top
three
concerns
that
then
you
rate
high
in
terms
of
the
numbers,
the
eating
bathing
and
dressing.
They
seem
to
be
all
personal
related
issues
to
me
or
to
whomever
is
filling
out.
That
survey
obviously
have
you
compared
these
numbers
to
previous
years,
or
is
this
the
first
time?
How
are
these
numbers
comparison
to
previous
service.
L
Madam
chair,
this
survey
tool
we've
been
using
for
a
period
of
time
now
which
allows
us
the
benchmark.
Year-Over-Year
I
would
say
that
our
results
have
been
relatively
consistent
year
over
year.
There
may
be
some
some
dips
in
some
areas.
One
of
the
the
struggles
as
you
may
be
able
to
appreciate
that,
when
you're
preparing
meals
for
717
residents
with
different
cultural
diversity,
there
are
going
to
be
people
that
that
may
not
like
the
food.
L
Madam
chair,
so
we
are
conducting
regular
performance
reviews
with
our
staff.
The
city
also
conducts
the
employee
engagement
surveys
in
conjunction
with
that
through
accreditation,
there's
a
work
like
pulse
survey
and
those
questions
in
some
cases
aligned
with
the
questions
that
are
being
asked
through
the
staff,
engagement
survey
and
and
I
would
say
that
we
are
making
progress
in
terms
of
the
engagement
side
of
you
know,
staff
being
supported
by
their
supervisors
by
their
managers.
L
J
L
J
L
Madam
chair
The
Home
has
an
electronic
health
care
record
for
our
residents,
we're
currently
in
the
process
of
looking
at
changing
that
resident
care
information
system.
We
anticipate
by
moving
to
a
more
modern
system.
It
will
help
us
to
produce
a
care
plans
in
a
more
accurate
fashion
for
our
residents
as
part
of
that
process,
and
we
also
anticipate
efficiencies
in
terms
of
the
time
it
takes
registered
staff
to
prepare
the
care
plans
for
our
residents.
All.
C
Thank
you,
madam
chair,
and
thank
you
to
staff
yeah.
That
was
a
very
comprehensive
briefing.
I
just
wanted
to
follow
up
on
a
couple
of
issues
that
have
been
raised
already
just
to
better
understand
and
then
I
just
had
a
couple
of
other
additional
questions,
but
the
back
to
the
per
diem
issue
and
I
know
that
these
are
provincially
set
to
the
per
diem
rates.
Are
they
variable,
depending
on
the
severity
of
a
particular
person's
state,
physical
or
mental
state?.
L
Madam
chair,
so
the
the
per
diem
that's
established
by
the
province.
There
is
a
factor,
that's
applied
to
that,
and
it's
based
on
what
to
refer
to
as
the
case-mix
index
and
the
case-mix
index
is
like
the
average
acuity
level
of
a
resident.
So
that
is
like
a
1.
For
instance,
in
terms
of
the
CM,
I
would
mean
that
you
get
170
dollars
and
68
cents
if
you're
below
that
one,
the
new
per
diem
would
go
down.
Okay,.
C
Where
you
know,
I,
think
everyone
who
spoken
today
on
this
who's
expert
is
saying
there
isn't
enough
money
in
the
system.
Some
of
the
problems
that
you've
encountered
I
think
you're
arguing
our
systemic
problems
that
might
be
obviated
in
the
future.
If
there
was
more
money
in
that
system-
and
so
you
know
I-
guess
sitting
here-
I'm
wondering
you
know
how
do
we
help
with
that
I
mean?
Surely
the
municipal
dollars
are
part
of
the
story?
C
I
understand
we're
paying
twenty
nine
percent
of
the
overall
costs
of
long-term
care,
and
then,
in
terms
when
you
look
across
the
sector,
you've
got
a
private
you've
got
not-for-profit
or
charitable.
You've
got
municipal
e
run.
If
we're
I
mean
what
are
the
other
steps
that
we
need
to
take
I
mean?
Is
it?
Is
it
merely?
A
funding
issue
is
the
solution
here
when
we
look
across
best
practice
and
we
see
more
hours
of
patient
care.
Notwithstanding
that
we're
paying
the
employees
more
than
maybe
the
average
rate.
What
else
are
you
seeing?
Are
they?
Are?
C
L
C
Okay,
so
short
of
increased
premiums
by
the
province,
and
hopefully
that
will
be
the
outcome
of
the
work.
That's
that's
happening
now
in
the
short
term,
on
top
of
all
of
the
policy
and
process
work,
you're
doing
I
guess
a
question
for
council
to
deal
with
we
are
entering
budget
season
is.
Is
it
our
responsibility
to
give
your
sector
additional
dollars
if
we
want
to
avoid
the
types
of
issues
and
problems
that
you've
identified
have
occurred?
So
I?
C
Don't
expect
an
answer
on
that,
but
clearly
I
think
the
issue
here
is
you
know
how
much
of
this
is
something
that
we
need
to
address
in
slightly
larger
and
perhaps
monetary
terms,
I
just
want
to
turn
to
a
couple
of
other
quick
questions.
One
of
them
is
in
going
through
the
director's
order
and
understanding,
thanks
to
your
deck,
a
little
bit
about
how,
although
that
process
works,
you
can
tell
from
the
director's
order
that
some
are
I,
guess
more
spontaneous
inspections
and
some
are
complaint
related
who
initiates
the
complaints
that
lead
to
an
inspection.
L
Mamta,
so
complaints
can
come
from
from
the
resident
themselves.
It
could
come
from
a
family
member.
A
volunteer
could
call
there's
a
ministry
hotline
for
complaints.
You
could
have
a
staff
member
call
and
make
a
complaint
so
there's
different
venues,
but
typically
our
complaints
come
directly
from
our
families
or
our
residents
and.
L
They
can
be
anonymous,
they
can
but
ministry
comes
in
and
they're
doing
a
complaint
inspection
in
all
likelihood,
they're
going
to
want
to
see
that
residents
health
care
record
the
documentation
that
we
have
relating
to
that
resident
so
well.
It
may
be
anonymous
to
the
meant
to
the
hotline
when
the
ministry
comes
in.
We
typically
know
which
family
it
is.
That's
made
a
complaint
and
the
nature
of
that
complaint
is.
C
There
I
mean
I'm
just
imagining:
if
I
had
a
family
member
in
long-term
care
and
I
was
concerned
about
a
particular
incident
or
an
overall
care
level,
I'm
just
wondering
whether
I
might
hesitate
to
initiate
a
complaint
for
fear
that
you
know
that
will
cause
some
resentment,
that
the
staff
will
sort
of
take
it
out,
and
this
isn't
an
accusation
that
the
staff
are
unprofessional,
but
it
would
be
I
guess
a
risk
that
I
would
have
to
kind
of
calculate.
Is
it?
Is
that
something
that
you
hear
from
residents
or
family?
L
C
Thanks
another
quick
question
on
the
waitlist:
you
answer
that
question
already
I'm
interested.
Do
you
keep
track
of
the
average
time
to
placement?
So
it's
one
thing:
I
guess
to
have
an
abstract
number
out
there
do
you
have
metrics,
because
you
mentioned
that
people
might
be
on
multiple
lists.
You
have
metrics
on
what
again,
sir,
the
average
time
that,
from
the
time
one
enters
the
waitlist
to
the
time
one
is
placed
or
is
no
longer
on
the
way.
This
because
they've
gone
into
a
different
into
a
different
Lynn
Allen.
C
L
So
when
a
person
puts
in
an
application
to
go
into
long-term
care,
they
can
put
down
six
choices
of
homes
they
would
like
to
to
move
into,
and
so
that's
where
the
champlain
Lynne
would
indicate
to
when
a
bed
comes
open,
the
next
available
person
that
would
be
on
the
list
to
be
admitted
into
that
hole.
Okay,.
C
L
The
number
that
we
have
we
can
pull
a
report.
It
shows
how
many
people
are
on
each
one
of
our
wait,
lists
and
I
kept
saying
earlier,
it's
quite
possible
that
somebody
could
be
on
the
column,
lodgest
and
the
Peter
D
Clark
wait
list,
so
they
would
show
up
as
potentially
two
numbers
in
that
twenty
under
18.
Okay.
C
Thank
you
and
then
my
last
question
relates
to
the
director's
order
and
just
sort
of
going
going
through
that
and
I
mean
you
and
you've
addressed
the
specific
incidents
that
were
one
of
the
reasons
that
the
director's
order
was
issued.
But
in
the
grounds
there's
also
mention
of
the
fact
that
the
history
of
compliance
was
also
a
relevant
factor
and
there
had
been
I
guess
three
incidents
over
the
last
three
years
of
section
19,
one
by
elations,
I
think
at
Gary.
Armstrong.
L
Madam
chair,
so
the
the
order
was
from
five
separate
incidents
that
occurred
for
them
were
at
the
Gary
J
Armstrong
home
and
one
was
at
Santa
call
de
Champlain
to
the
instances
at
Gary.
J
Armstrong
were
resident
to
resident
with
a
duty
to
protect
one
incident.
A
Gary,
J
Armstrong
was
neglect
in
that
an
employee
failed
to
follow
the
care
plan
and
never
reported
an
incident
that
occurred
with
an
injury
to
a
resident.
L
The
the
other
one.
As
you
know,
we've
seen
it
in
the
media
was
a
rogue
employee
who
unfortunately
struck
a
resident
which
is
completely
inappropriate
and
the
fifth
incident
at
Santa
called
de
champlain.
We
had
a
PSW
who
forced
the
the
hands
of
a
resident
offer
their
walker,
which
resulted
in
bruising
to
the
the
wrists
of
the
resident.
C
If
you
feel
there
were
warning
signs
with
the
2015
section,
19
violation,
and
then
there
were
a
series
of
section
667
violations
as
well:
I
mean
I,
guess
the
question
or
maybe
I'll
rephrase
the
question:
do
you
think
as
a
result
of
the
work
you're
undertaking
in
response
to
the
director's
order,
which
was
mostly
related
to
the
incidents
this
year?
But
the
history
was
was
a
factor?
Is
it
your
expectation
that
the
frequency
of
issued
violations
either
six
seven
or
nineteen
one
is
going
to
be
reduced?
L
Madam
chair,
we
feel
that
the
plans
we're
putting
together
will
improve
the
overall
safety
of
our
residents
in
our
homes.
The
tools
and
procedures
that
we're
developing
around
care
plans
will
develop
realistic
care
plans
will
be
giving
staff
a
better
tool
in
order
to
be
able
to
provide
the
care
safely
and
according
to
that
plan
of
care.
A
L
Madam
chair,
we
were
actually
quite
surprised
that
three
homes
were
grouped
together.
We
had
a
conference
call
with
the
director
as
part
of
the
referral.
During
that
conversation,
the
focus
was
on
Gary
J
Armstrong,
and
it
was
our
understanding
that
the
order
would
only
be
for
Gary
J
Armstrong.
We
did
question
the
ministry
subsequent
to
the
refer.
The
order
coming
out.
L
They
felt
that
the
history
related
care
plans,
the
history
related
to
the
duty
to
protect,
and
they
she
had
consulted
with
the
inspectors
from
the
ministry
and
they
felt
there
was
a
degree
of
risk
associated
in
the
other
two
homes.
So
we
were
quite
surprised
that
they
had
grouped
all
three
homes
together
in
the
same
order.
L
D
D
You
explain
to
me
when
a
situation
like
this
arises
what
your
outreach
is
with
the
residents
in
the
building
and
families
to
acknowledge
that
something
has
happened,
and
do
you
ask
whether
or
not
there
were
any
incidents
in
the
past
involving
this
former
employee
to
collect
additional
information?
You
want
to
make
sure
it's
not
just
one
incident,
but
if
there
have
been
passed
as
incidents
that
haven't
been
reported,
do
you
do
that
type
of
proactive
outreach.
L
Madam
chair,
we
did
go
back
to
this
particular
employee
schedule
and
we
looked
at
the
shifts
where
they
may
have
worked,
and
we're
also
looking
to
see
if
there
was
any
injuries
that
are
unaccountable
relating
to
residents
that
that
individual
may
be
providing
care
for
at
this
time.
We
don't
have
any
record
of
that.
D
Thank
you.
Do
we
have
any
type
of
policy
about
the
use
of
cameras
in
rooms
that
families
may
be
interested
in
if
they
cannot
come
to
the
home
on
any
type
of
frequent
basis,
but
are
concerned
about
the
care
received?
Is
this
permitted?
Is
this
something
that
you
know
the
future
looks
like
is
possible
within
rooms?
I
know
there
could
be
pushback
from
employees
who
don't
want
to
be
recorded
or
monitored
under
surveillance,
but
what's
the
happy
balance
that
we
could
look
at
here.
L
L
D
D
Are
you
able
to
share
with
this
committee
after
this
morning's
meeting
a
copy
of
the
actual
survey
that
you
use
to
survey
residents
and
families
and
I?
Ask
that
for
this
reason,
because
I
don't
dispute
anything
that
the
Union
president
said
this
morning?
I
have
no
reason
not
to
I
share
concerns
when
we
look
at
the
provincial
average
versus
the
average
amount
of
direct
time
that
our
staff
and
our
four
homes
provide
our
residents
and
some
of
the
issues
that
might
arise
there.
D
D
You
would
think
that
if
there
were
issues
in
the
home
because
our
staff
are
overworked
because
there
perhaps
is
not
enough
one-on-one
time
with
our
residents-
that
that
would
be
addressed
through
the
survey,
if
you're
doing
annual
surveys,
which
include
residents
and
their
family
members,
that
those
issues
would
come
out
and
I
think
you
said,
the
number
one
issue
that
is
addressed
is
the
food
or
the
food
quality.
So
what
am
I
missing
here?
K
Going
back
to
earlier
comments,
I
think,
there's
difference
between
quantity
and
quality
of
the
care.
The
survey
itself,
as
you
can
see,
is
quite
extensive,
forty
or
forty
two
questions,
and
we
do
look
at
anything
that
dips
below
80
percent
and
we
try
to
respond
to
those
and
check
the
next
year
against
those
benchmarks.
K
The
the
going
back
to
your
question
about
can.
Can
you
see
the
survey
results?
The
the
additional
engagement
that
we're
going
forward
with
now
is
very
specific
to
care
the
services
and
how
to
prevent,
abuse
and
neglect
as
well
as
anything
else.
That's
on
folks
is
mind
and,
as
I
said,
we
have
received
quite
a
few
110
responses
to
date
over
44
pages
of
information.
What
I
can
tell
you
is,
overall
that
people
are
extremely
appreciative
of
the
work
that's
being
done
in
our
homes.
K
They
recognize
that
it
is
a
difficult
job
going
forward
and
there
they
just
are
very
thankful.
However,
within
that
there
are
certain
areas
that
are
specific,
with
specific
solutions
that
we
can
absolutely
implement
going
forward
and
those
are,
as
I
said,
once
the
we
have
approval
from
the
province
about
our
care
plans,
they
will
be
shared
and
we
will
be
doing
a
rollup
of
all
the
information
that
we're
receiving
through
our
group
conversations
as
well
as
from
those
those
surveys
and
in
there
you
will
see
that
the
overall
satisfaction
level
is
extremely
high.
D
D
You
know
again,
madam
chair
overall
I'm,
appreciate
the
detailed
presentation
and
I
think
it
was
time
for
this
committee
to
get
a
much
better
understanding
of
our
long-term
care
homes
and
the
governance
of
them
and
the
provincial
responsibilities,
and
just
to
provide
with
the
committee
members
this
greater
oversight
and
understanding.
So
thank
you
for
to
all
staff
for
not
just
the
report,
but
the
continued
service
that's
provided
to
our
residents
in
these
homes.
Thank
you.
P
K
K
P
I
wanted
to
ask
a
question
as
well
about
the
cameras
a
counselor
brockington
was
was
suggesting
so
has
there,
since
this
incident
been
more
requests
from
families
or
perhaps
us
looking
at
installing
more
cameras
to
be
proactive
in
terms
of
that
and
perhaps
to
increase
the
comfort
levels
of
some
of
the
families.
Following
the
incident.
L
I'm
chair
we've
had
a
I'm
going
to
say
three
more
cameras
since
this
incident
occurred.
We
have
video
cameras
in
three
of
the
homes
in
the
hallways
in
the
common
areas
which
we
can
can
look
at
to
see.
If
there
are
incidences
of
will
abuse
from
time.
You
know
we
can
look
at
it
and
we
have
done
it
in
the
past.
L
We
don't
have
any
media
plans
ourselves
to
add
any
more
cameras
into
the
homes
and,
as
I
said
earlier
today,
families
and
residents
have
that
as
a
right
to
be
able
to
put
cameras
into
their
rooms.
The
only
thing
we
would
like
is
for
them
to
let
us
know,
and
we
would
like
to
make
sure
that
staff
are
aware
of
the
fact
that
there's
a
camera
in
that
room
so.
P
L
P
L
P
Want
to
go
back
to
the
question
I
asked
to
the
public
delegation
about
the
future
of
this
and
where
municipalities,
in
the
role
in
that,
because
we
have
heard
historically
that
things
might
be
changing,
there's
lots
of
changes
that
the
province
is
doing,
whether
it's
in
childcare
or
long-term
care
facilities.
What
are
the
latest
discussions
on
a
bureaucratic
level
in
terms
of
the
future
of
long-term
care
facilities
and
the
role
of
municipalities.
L
Madam
chair
I
was
involved
in
a
group
through
a
MoU
that
was
brewing
a
white
paper
and
unanimously
around
that
group.
The
consensus
was
that
municipalities
should
be
in
the
long-term
care
business,
but
that
being
said,
we
should
have
a
more
of
a
partnership
role
with
the
province.
You
know
versus
just
being
another
long-term
care
home
within
the
province
in
order
for
municipalities
to
step
down
from
being
in
long-term
care.
The
requirement
today
in
legislation
is
five
years
notice.
If
you
want
to
to
give
up
your
beds
in
long-term
care.
P
Okay,
that's
all
I
think,
thank
you
very
much
and
thanks
to
staff
and
all
the
great
stuff
that
we
do
have
it
our
long-term
homes
for
all
the
work
that
they
do
and
I've
seen
it
firsthand.
Like
I,
said
every
time
I
let
the
car
I'm
always
impressed
and
blown
away
by
their
commitment
and
dedication,
as
well
as
the
residents
that
are
there
in
their
families,
who
really
give
it
that
family
environment,
Thank,
You,
chair,
okay,.
A
That's
the
end
of
my
list:
does
anyone
want
to
add
anything
before
I
wrap
up,
okay,
well
I'm,
just
perhaps
by
way
of
wrap-up?
If
I
may
I
want
to
start
by
thanking
this
stuff?
I
know
this
has
been
a
difficult
few
months
for
you
and
I
can
tell
you
that,
as
a
city,
I
think
we've
all
been
very
concerned
about
that.
A
The
incidents
that
we
read
about
in
the
newspaper
and
about
the
director
order
that
the
city
received
but
I,
think
what
you
have
done
today
is
give
this
committee
great
confidence
that
you
have
taken
this
with
the
seriousness
that
we
expect,
that
you
have
put
plans
in
place
and
that
you
are
making
monumental
efforts
to
improve
the
quality
of
care
for
our
most
vulnerable
residents.
And
for
that
we're
grateful,
and
we
are
grateful
to
all
of
the
staff
that
work
in
those
homes.
A
It
does
not
sound
like
those
are
easy
jobs
or
easy
places
to
work,
and
so
we
are
grateful
for
those
efforts,
I
think
well.
What
what
keeps
me
awake
personally
at
night
is
worrying
about
the
future
and
worrying
about
this
bubble.
As
the
baby
boomers
get
older
and
thinking
that
in
a
city
that's
approaching
the
million
mark,
we
have
seventeen
hundred
seven
hundred
and
seventeen
public
beds
and
I
know
that
our
prices,
what
is
our
price
by
the
way.
L
A
Is
which
is
I
think
plenty
for
a
lot
of
people
and
what
could
worries
me
is
I,
see
private
care
facilities
springing
up
all
over
the
city,
but
I
know
that
there
are
five
six,
seven,
even
eight
thousand
dollars
a
month
for
some
of
the
care
and
I,
don't
know
how
people
are
going
to
be
able
to
afford
it,
especially
as
the
baby
boomers,
age
and
and
people
are
living
longer
and
more
people
have
dementia.
It's
just
I
think
what
we're
looking
at
today
is
the
tip
of
the
iceberg.
A
So
not
only
are
we
talking
about
the
quality
of
care,
but
I
think
we
have
to
talk
about
the
amount
of
care
into
the
future
and
to
that
end,
I
guess
you
know
where
my
thoughts
for
going
today
is.
How
are
we
going
to
address
this
and
I?
Don't
think
this
is
just
a
city
issue.
I
think
this
is
also
provincial
issue,
but
I'm
sitting
here
wondering.
Is
it
also
a
federal
issue,
because
how
housing
the
federal
government
have
gotten
into
looking
at
national
housing
strategy?
A
They've
looked
at
a
federal
child
care
across
because
it
affects
families
everywhere
and
I
would
suggest
that
there's
a
role
for
the
federal
government
as
well
to
look
at
the
future
of
long-term
care,
because
I
don't
think
this
is
something
that
we
can
take
on
alone
alone.
I
think
it's
going
to
get
bigger
and
bigger,
faster
and
faster
and
I
think
that
we
probably
need
some
form
of
a
national
strategy
to
deal
with
long
term
care
for
the
next,
what
20
years
or
more
and
so
to
that
end.
A
I,
don't
think
this
is
going
away,
I,
think
it's
just
getting
bigger
and
bigger
and
I
think
we
really
need
to
start
thinking
about
it
and
start
talking
about
it
and
we're
seeing
it
because
we're
the
people
we're
the
boots
on
the
ground.
But
it's
something
that's
going
to
affect
everybody.
So
with
that
I
just
say.
Thank
you
again
for
all
of
your
efforts
to
date
and
for
making
this
presentation
I
think
we
all
know
I
want
more
about
long-term
care
than
we
did
a
few
hours
ago.
A
Q
Q
As
many
of
you
may
know,
alternative
savings
has
been
serving
the
Ottawa
community
for
almost
110
years.
In
fact,
one
of
our
founding
members
was
Alfonzo
desh
Alabama.
We
have
13
branches
in
the
National
Capital
Region
and
one
is
actually
situated
in
the
ward
of
Nepean
Centrepointe
and
we
are
active
members
of
the
Ottawa
community.
We
contribute
more
than
2%
of
our
pre-tax
dollars
to
our
local
community,
namely
Ottawa.
Q
We
are
the
second
largest
credit
union
in
Ontario
and
the
tenth
largest
in
Canada
as
a
long-standing
and
active
member
of
this
community
alterna
was
very
surprised
to
hear
about
the
naming
rights
of
Centrepointe
being
offered
to
meridian
credit
union.
We
found
out
by
means
of
a
press
release
dated
September
the
14th.
We
were
not
approached
nor
made
aware
of
this
opportunity.
Q
If
we
had
been
made
aware,
we
would
have
considered
making
a
bid
and
potentially
a
more
favorable
one,
and
if
this
opportunity
still
exists
or
others,
we
would
be
open
to
engaging
in
discussions
on
behalf
of
alterna
savings.
I
want
to
thank
you
for
your
time
and
the
opportunity
to
state
our
position.
Thank
you.
Thank.
D
B
Thank
You
mr.
chair,
so
Dan
chimneys
in
the
room
who
had
about
this
program
and
I
I,
don't
know
where
we
are
in
terms
of
this
naming
proposal.
I
think
it's
probably
very
near
the
end
of
the
road
in
terms
of
approvals
and
what-have-you.
But
the
question
I
have
is
my
understanding
is
that
there
are
a
number
of
facilities
within
the
city
that
are
open
and
available
for
naming
opportunities.
D
B
Q
Potentially,
yes,
the
reason
we're
here
today
is
because
we
have
been
in
this
community
for
such
a
long
time.
I
mean
we're
here
for
we've
been
here
for
almost
110
years
and
I
I
mean
I've
worked
with
many
of
the
councillors
in
this
room.
Personally,
we
donate
a
you
know,
a
lot
of
time
and
money
to
the
Ottawa
community,
we're
proud
of
what
we've
contributed,
and
we
were
just
surprised
and
rather
disappointed
that
we
weren't
made
aware
that
we
were
we
found
out
through
a
press
release.
Q
R
Thank
You
chair,
yes,
sponsored
there
are
a
number
of
sponsorship
opportunities
that
we
would
love
to
be
able
to
engage
alternative
with
generally
sponsorship.
Opportunities,
like
a
naming
rate,
are
solicited
by
direct
contact
with
a
potential
company
sponsorship
opportunities
or
advertising
opportunities
that
we
know
have
competitive
nature's
or
competition.
R
We
do
an
RFP
for
pouring
rights
for
the
Wi-Fi
program
for
billboard
advertising,
but
as
a
policy
indicates,
and
the
practice
in
the
five
past
naming
rights
of
buildings,
rich
craft
Minto
card
owl
in
the
GRC
two
arenas
in
in
Walter
Baker
and
the
last
report
that
was
at
committee
on
naming
the
Canterbury
ice
rinks.
Those
are
as
a
result
of
direct
solicitation
with
companies.
R
B
J
Q
J
Right,
thank
you
very
much.
The
question
to
staff
related
to
that
I
mean
for
naming
process
in
the
city
if
councilor
or
somebody
else
wants
to
name
a
particular
Park
or
a
particular
arena.
We
have
to
go
through
public
consultation.
Why
don't
we
have
to
do
public
consultation
in
terms
of
naming
city
buildings.
R
Thank
You
Joyce,
chair
part
of
our
process
or
our
process,
is
to
engage
the
local
councillor
when
we
have
a
proposal
when
we've
received
a
proposal
from
an
interested
party.
We've
in
fact
had
three
interested
proposals
on
this
facility
over
the
last
five
years
in
which
we've
engaged
the
councillor,
so
that
we
understand
whether
there
are
any
proposals
to
name
the
facility,
because
there
are
commemorative
naming
opportunities
as
well.
So
we
engage
local
councillors
and
war
counselors
to
ascertain
whether
there
are
whether
that
they
have
any
plans
for
naming
the
facility.
C
C
Great
thanks
and
then
the
second
question
is
looking
at
the
sponsorship
policy.
I
can
tell
that
the
Parks
and
Recreation
Department
must
have
done
an
extraordinary
job
back
in
2011,
because
I
know
that
sponsorship
of
recreational
facilities,
the
money
goes
into
the
department
so
which
I
think
makes
a
lot
of
sense.
But
I
guess.
My
question
is:
why
not
do
that
for
all
sectors,
so
here
in
this
case
it's
an
arts
and
cultural
facility.
C
S
The
recent
change
of
the
sponsorship
office
from
my
department,
and,
in
fact
in
the
past,
when
there
were
sponsorships
and
Richard
and
the
sponsorship
unit,
was
in
my
department.
Then
it
all
came
to
us,
but
it
also
came
to
us
to
satisfy
a
large
target.
That
target
was
adjusted
and,
as
part
of
last
year's,
it
downwards
to
be
more
reflective
of
the
the
real
potential
for
sponsorships
and
then
the
the
unit
itself
was
moved
out
along
with
with
those
targets.
S
However,
over
the
years,
what
we've
realized
is
that
not
only
do
sponsors
have
a
self-interest
in
naming
a
facility
for
marketing
purposes,
but
there's
also
an
interest
in
seeing
some
of
their
investment
go
back
into
the
facility.
That's
going
to
be
named
after
them
to
enhance
services,
programs
and
those
kinds
of
things.
C
S
Was
only
correct
in
the
past
because
that
unit
was
in
the
department,
but
but
in
future,
naming
right
opportunities.
That
would
be
me
worked
out
with
Richard
and
his
team,
so
should
it
be
an
arena
or
a
community
center,
we
would
of
course
be
looking
for
something
to
come
to
us
for
facility
or
program
improvements,
but
that
isn't
a
foregone
conclusion.
Okay,
thank.
P
R
Not
operations
of
the
silk
of
the
facility,
the
sponsorship
and
advertising
branch
has
a
revenue
target.
The
six
hundred
and
seventy
five
thousand
and
over
the
term
will
go
towards
that
operating
hour
that
revenue
target,
which
is
a
large
pool
of
money
that
we
established
in
2011
as
an
alternative
to
raising
taxes.
So
it's
a
general
generalize
operation,
citywide,
okay,
so
it
can
go
anywhere.
S
A
chair,
the
the
money
that
goes
to
that
doesn't
come
so
the
money
coming
to
Centrepointe
will
be
focused
on
some
rail
service
improvements,
ticketing
and
infrastructure.
The
balance
of
the
money
would
go
to
planning
and
infrastructure
because
they
have
an
unmet
revenue
target
as
part
of
their
bottom
line
budget
that
does
have
to
be
fulfilled
over
the
past
four
five
years,
since,
certainly
since
2011
council
would
have
seen
in
the
bottom
line
of
my
department
a
reoccurring,
unmet
revenue
obligation
of
somewhere
in
the
two-and-a-half
the
three
million
dollars.
S
I
believe
that
was
that
exact
revenue
target
it's
now
moved
over.
But
when
sponsorship
deals
are
negotiated
and
arrived
at
as
per
council's
original
report
on
sponsorship,
a
good
piece
of
that
money
does
have
to
go
towards
that
revenue
requirement
because
it's
part
of
the
overall
city
budget
and
as
Richard
mentioned,
it
was
a
recommendation
through
an
IBM
review
as
a
way
of
offsetting
tax
pressure
and
so
that
money
does
have
to
be
set
aside
to
satisfy
that
sponsorship
target.
So.
P
S
P
S
R
R
D
D
It
I'm
glad
to
see
that
alterna
may
look
at
other
options
and
it
may
have
been
good
if
if
they
would
have
been
involved
earlier
well,
when
the
process
was
on
because
it's
a
name
that
would
also
go
well
at
the
site,
but
just
a
brief
history
lesson
on
this
back.
Yes,
brief
in
1988,
when
Ben
Franklin
place
was
built
at
Centrepointe
and
the
theater,
it
was
built
on
a
theme
of
a
nautical
and
navigation
theme.
D
So,
as
you
approach
the
theater
from
the
road
off
tall
wood,
you
see
you
see
the
the
building
and
it's
in
the
shape
of
a
ship.
Okay,
the
name
Centrepointe,
is
a
navigational
term,
because
that,
as
you
may
have
heard,
is
the
geographical
center
of
Ottawa,
okay
and
at
that
time,
in
1988.
I
was
part
of
the
group
that
named
the
street
that
approached
the
building,
and
that
name
is
meridian
okay,
so
that
is
without
commercial
consideration.
D
We
just
thought
that
was
a
good
name
and
the
so
when,
over
the
course
of
the
last
three
or
four
years,
there
have
been
several
suggestions
about
what
what
naming
rights
could
be
achieved
at
Centrepointe
and
many
of
them
I
thought
were
tacky
and
certainly
not
what
the
residents
of
Nepean
and
Ottawa
would
want,
but
look
before
we
even
knew
there
was
a
meridian
financial
institution.
When
we
were
just
looking
at
fitting
the
theme
for
the
area,
we
picked
the
name
Meridian
for
that
street.
D
So
it's
extremely
fortunate
that
we
have
a
candidate
coming
forward
that
carries
that
name
and
it's
a
name
that
is,
is
going
to
be
seen
as
maintaining
the
integrity
of
the
reputation
of
the
theater,
and
so
it's
it's
great
from
that
point
of
view.
Secondly,
it's
a
million
dollar
naming
sale
and
close
to
a
quarter
million
dollars
is
going
to
go
to
the
theater
itself.
So
when
you
look
at
the
fact
that
by
council
policy,
this
building
will
or
this
theater
will
be
named
something-
then
it's
a
question
of
what
it
will
be
and
I.
D
Think
of
all
the
candidates
that
we
have
submitted
in
the
past
or
put
their
names
out
there
in
the
past.
This
is
by
far
the
best
one
and
it
it's
also
worth
noting
that
this
allows
us
to
use
commemorative
naming
on
the
two
theaters
within
the
complex
and
that
allows
two
applications
that
I
know
are
already
pending
to
move
forward.
So
I
urge
you
to
support
this.
D
It
is
the
best
of
the
options
that
have
been
presented
to
us
over
the
last
three
years:
Thanks
Thank
You
councillor
for
that
local
context
and
history,
councillor
Qadri
anything
at
or
can
I
call
them
up.
So
just
my
two
cents
I
will
support
this
as
well,
and
my
only
advice
or
suggestion
to
staff
is
that
we
may
want
to
do
a
better
job,
making
corporations
and
other
entities
aware
of
the
city's
willingness
to
have
buildings
and
facilities
named
to
generate
greater
interest
in
the
remaining
possibilities.