►
Description
Community and Protective Services Committee meeting - June 20, 2019 - Audio Stream
Agenda and background materials can be found at http://www.ottawa.ca/agendas.
A
B
B
Oh
thank
you
good
morning.
Everyone
I
think
we're
all
in
our
seat,
so
we're
all
set
to
go.
So
we
will
begin
the
meeting.
This
is
now
our
fourth
meeting
of
the
community
Protective
Services
Committee,
this
term
of
council.
We
do
have
a
fairly
heavy
agenda,
so
I
think
we'll
get
right
into
it.
I
did
want
to
two
quick
notes
before
we
get
rolling.
First
I
think
we
should
say
a
very
happy
birthday
to
mark
beside
me
here
on
his
65th
birthday
today.
B
If
I
hadn't
known,
we
could
have
brought
cupcakes
or
something
but
happy
birthday,
and
secondly,
today,
since
we
have
everyone
with
us,
I
did
want
to
extend
my
thanks
again
to
all
those
that
were
involved
with
the
flood
efforts
and
the
recovery
up
for
efforts.
I
know
we
have
the
fire
service
here
with
with
us
today,
paramedic
here
with
us
today
by
law,
of
course,
Parks
and
Rec,
who
are
very
much
involved
as
well
as
Who,
am
I
missing.
I
think
I've
got
everyone
there
right.
Yes,
public
health!
B
B
Unfortunately,
you
know
a
number
of
events
that
have
occurred
in
the
last
few
months
with
that
I
will
first
call
for
any
declarations
of
interest,
seeing
none
moving
on
to
confirmation
of
minutes
for
the
April
18th
2018
meeting.
Excuse
me,
this
is
2018
should
say:
2019
carried
okay.
The
first
item
on
the
agenda,
then,
is
the
crime
prevention
Ottawa
terms
of
reference
as
well.
We
have
the
and
the
report.
I
know
there
is
a
presentation
on
this
Nancy
wars.
C
Good
morning,
madam
chair
and
members
of
committee,
I
think
you
all
know
who
I
am
on
the
chair
of
crime
prevention
Ottawa
when
I
took
on
the
role
of
chair
for
crime
prevention
Ottawa,
as
well
as
the
Police
Services
Board
I
saw
this
amazing
challenge
and
opportunity.
It's
a
privilege
to
tackle
an
issue
from
all
angles
when
it
comes
to
the
issue
of
crime,
our
minds
and
discussions
often
get
to
the
important
work
of
law
enforcement.
What
sometimes
gets
left
behind
is
the
equally
important
work
of
preventing
crimes
before
they
happen.
C
For
more
than
a
decade.
Crime
prevention
Ottawa
has
been
working
hard
in
our
efforts
to
stop
crime
before
it
even
starts.
Cto
supports
evidence-based
projects,
research
and
capacity-building
to
prevent
crime.
It
focuses
on
three
priority
areas:
neighborhoods
gender-based
violence
and
youth.
The
neighborhood
work
has
helped
strengthen
the
fabric
of
communities
to
create
conditions
where
people
can
thrive.
We
have
also
done
tremendous
work
in
the
field
of
gender-based
violence
and
made
good
progress,
and
the
bulk
of
our
youth
work
has
recently
taken
shape
under
the
ottawa
street
violence
and
gang
strategy.
C
Street
violence
has
certainly
caught
our
attention.
Gun
crimes
leave
a
trail
of
victims,
grieving
families,
communities
living
in
fear
and
lives
that
were
once
full
of
potential
cut
short
in
an
instant.
We
know
there's
no
easy
solution
to
ending
these
crimes.
The
roots
of
these
crimes
run
too
deep.
The
root
causes
are
in
angled
in
issues
and
inequalities
that
plague
our
society,
poverty,
racism,
marginalization,
addictions
and
the
global
drug
trade
crime
prevention
Ottawa
has
been
tackling
the
street
violence
and
gang
issue
through
a
four
pillar
approach,
and
today
we
are
joined
by
guests.
C
Who
will
speak
to
one
of
those
four
pillars:
intervention.
The
time
for
change.
Gang
exits
program
is
the
most
intensive
and
comprehensive
program
funded
by
CP.
O
studies
have
shown
that
one
percent
of
the
population
is
responsible
for
63
percent
of
violent
convictions.
There
is
a
small
group
of
individuals
that
need
intensive
intervention
to
help
them
truly
turn
their
lives
around.
As
you
will
hear,
the
passionate
staff
in
the
time
for
change
offer
professional
services
relating
to
mental
health,
education
and
employment.
C
The
workers
will
stick
their
clients
through
the
ups
and
downs
of
the
path
to
success.
The
most
powerful
thing
that
time
for
change
offers
won't
be
found
on
a
list
of
services,
programs
or
budgets,
because
what
they
offer
is
hope.
I'd
like
to
hand
it
over
now
to
Nancy
Wars
Feld
executive
director
of
current
prevention
Ottawa
to
take
us
through
the
presentation.
A
A
So
thank
you
very
much
for
having
us
and
thank
you,
chair
Dean's,
for
your
opening
remarks,
as
noted
are,
as
noted,
are
the
pillars
of
our
work
include
youth
at
risk,
neighborhoods
and
gender-based
violence.
Our
single
biggest
project
that
we're
going
to
focus
on
today
is
the
ottawa
street
violence
and
gang
strategy.
A
It
requires
a
complex
approach
to
address
a
complex
problem
through
a
number
of
years
and
call
and
a
wide-ranging
partnership.
We've
developed
the
street
violence
and
gang
strategy
into
a
four
pillared
approach.
The
pillars
of
the
of
the
strategy
include
healthy,
neighborhood
cohesion,
early
prevention,
that
services
for
young
people
before
they
get
involved.
A
Intervention
such
as
the
time
for
change
program
that
we're
going
to
focus
on
today
and
targeted
enforcement
and
suppression
before
we
focus
on
the
time
for
change.
I
just
wanted
to
bring
to
your
attention
that
there
are
multiple
programs
within
the
street
violence
and
gang
strategy.
Addressing
numerous
aspects
of
the
problem
from
post
incident
supports
to
mitigate
trauma
in
neighborhoods
to
youth
police
dialogues,
to
improve
relationships
to
targeted,
intelligence-led
policing.
A
There
is
no
one
program
that
can
solve
this
problem,
but
what
we
can
do
is
manage
the
program
and
prevent
as
much
as
we
can
by
working
on
evidence-based
programming
together.
The
time
for
change.
Gang
intervention
program
is
an
exit
program.
The
intent
of
this
program
is
to
assist
individuals
who
are
involved
in
serious
street-level
violence
to
change
their
life.
The
program
has
been
in
operation
since
2015.
A
It
is
operated
as
a
partnership
between
the
John,
Howard
society
and
OC,
so
the
Ottawa
community,
immigrant
services
organization
and
I
would
add
the
Ottawa
Police
Service,
and
it
offers
complex
services
for
these
complex
individuals.
It's
the
single
biggest
program
that
crime
prevention,
Ottawa,
currently,
funds
and
I'm
going
to
hand
it
over
to
Chris
Mackintosh
from
the
John
Howard
society
to
speak
specifically
to
the
program
Thank.
D
You
Nancy
good
morning,
my
name
is
Christian
McIntosh
and
I'm.
The
associate
executive
director
of
the
John
Howard
society
of
Ottawa
JHS
is
a
charity
that
works
to
promote
safe
and
resilient
community
through
programs
and
services
in
the
areas
of
housing,
mental
health
and
effective
justice.
I'd
like
to
thank
the
committee
for
having
us
here
this
morning
to
talk
about
this
important
program.
Investment
and
I
would
also
like
to
acknowledge
and
thank
Nancy
and
CP
o
for
their
ongoing
leadership
on
this
issue
and
for
their
ongoing
support
with
time
for
change.
D
This
program
model
was
developed
with
a
specific
focus
of
targeting
the
highest
risk
individuals
who
are
engaging
in
violence
and
causing
themselves
their
families
in
the
community
harm
our
goal,
and
our
commitment
with
this
initiative
is
to
work
proactively
and
persistently
to
disengage
the
most
violent
and
hard
to
serve
individuals
very
directing
services
towards
them.
That
will
reduce
their
risk
for
violence
and
crime,
and
we
know,
through
direct
feedback
with
those
that
have
experience,
lived
experience
that
they're
often
unaware
of
services,
or
they
find
it
difficult
and
a
hard
to
seek
and
ask
for
help.
D
So,
with
this
in
mind
and
to
target
the
highest
risk
and
most
entrenched
individuals,
we
knew
that
we
needed
to
proactively
and
strategically
do
outreach
and
engagement
to
them
during
critical
periods
in
their
life.
Critical
periods
are
those
periods
where
we
know
they'll,
be
more
receptive
to
services
and
to
change
these
critical
periods,
often,
and
unfortunately,
involve
hospital
visits.
Post
shootings
cell
block
visits
meetings
at
the
detention
center
in
Ottawa
after
they've
been
charged
as
well
as
regular
meetings
in
the
federal
penitentiary,
zazz
they're,
coming
up
for
release
back
into
the
community.
A
E
Good
morning,
everyone
thank
you
for
having
me
here
today.
So,
as
Nancy
said,
my
name
is
Patricia
Davies
and
I
am
the
manager
of
the
clinical
counseling
department
at
OSI,
so
through
the
partnership
of
OSI
so
and
John
Howard
time
for
change
is
able
to
support
individuals
and
individuals
and
families
who
are
involved
in
the
program.
Osi
so
has
over
40
years
of
experience
with
immigrants
and
refugees
in
Ottawa,
as
well
as
many
connections
to
a
wide
range
of
cultural
communities.
E
Osi
so
provides
settlement
services,
including
housing,
help
financial
topic
needs
assessment
and
referrals,
and
it's
provided
in
15
different
languages.
The
clinical
counseling
department
at
OSI
so
provides
counseling
for
immigrants
and
refugees
and
is
provided
in
eight
languages
and
counseling
can
be
for
individuals,
it
can
be
for
couples
and
it
can
be
for
families,
and
they
include
such
topics
as
trauma.
Anger,
management,
addiction,
anxiety
and
depression.
Osi,
so
is
also
well
placed
as
OSI,
so
has
a
multicultural
inmate
liaison
officer
who
works
within
the
Ottawa
Carleton
Detention
Center
and
can
provide
appropriate
time
for
change.
E
Referrals
working
in
partnership
with
John
Howard,
the
OSI
so
time
for
change
worker
supports
overall
case
coordination
by
providing
culturally
appropriate
supports
and
connections
and
services
to
identified
clients
through
collaboration,
the
OSI
so
time
for
change.
Worker
is
able
to
provide
John
Howard
with
expertise,
as
it
relates
to
interventions
requiring
a
more
nuanced
cultural
component.
F
Good
morning,
everyone
I'm
inspector
Karl
Cartwright
as
you've
heard
from
y'all
Police
Service
I
work
within
the
Criminal
Investigative
Directorate.
Part
of
my
responsibilities
is
the
guns
and
gangs
unit
as
well
as
a
drug
unit,
so
the
auto
police
is
very
well
committed
to
address
the
community
in
safety
and
well-being
of
our
communities
and
in
light
of
the
recent
issues
with
the
guns
and
gang
violence,
I've
been
have
identified
the
city
in
several
years.
We
are
focusing
our
resources.
F
Currently,
the
drug
unit
is
focusing
its
resources
on
the
opioid
crisis
and
our
guns
and
gangs
unit,
the
focusing
on
the
street-level
violence
that
we
see
in
our
communities
number
one.
Our
focus
is
to
identify
those
individuals
most
likely
individuals
and
groups
most
likely
to
reoffended
and
focus
our
activities
there
and
also
identifying
the
source
of
the
weaponry
and
attempt
to
stop
those
weapons
from
actually
entering
our
borders.
F
However,
that
falls.
We
need
the
enforcement
and
suppression
strategy,
but
it's
we
also
realize
very
it's
very
important
that
the
prevention
pillar
is
extremely
strong
and
important.
In
that
light,
we
have
partnered
with
the
John
Howard
society,
where
John
society
is
actually
working
very
closely
with
our
members
of
our
gun
and
investigators
within
our
own
guns
and
gangs
unit,
as
Christine
mentioned
earlier,
the
critical
period
of
time
police
officers
are
the
first
one
at
the
critical
period
of
time.
F
However,
investigators
have
a
focus,
solving
the
crime
and
also
don't
have
the
expertise
that
the
John
Howard
Society
has.
So
it
was
very
critical
to
embed
to
have
the
John's
our
society
worker
there
with
us
to
have
the
access
to
communication
in
order
for
them
to
address
and
provide
the
support
services
exit
strategies
to
those
involved
in
criminal
activity,
but
also
to
address
those
issues
with
the
family
members
and
the
loved
ones
and
providing
them
the
support
that
they
need.
F
G
You
Karl
and
thank
you
for
having
us
here
today.
My
name
is
Kim
McElveen
and
I'm.
The
project
lead
for
the
time
for
change
program.
When
starting
up
this
program,
we
knew
the
work
involved
in
achieving
the
goal
of
reaching
as
many
individuals
involved
in
street-level
violence
would
mean
persistent
outreach
to
those
entrenched
in
the
lifestyle.
G
We
wanted
to
make
sure
that
they
would
know
that
there
are
services
and
support
available
should
they
choose
to
change
their
life
as
well
as
to
make
sure
those
who
actually
wanted
to
change
at
the
current
time
also
knew
there
was
a
support
available
to
this
end.
Time
for
change
has
reached
out
to
142
individuals
during
those
critical
periods.
G
These
individuals
have
and
continue
to
access
a
range
of
services,
including
employment
assistance,
readiness
and
maintenance.
Housing
supports
counselling
to
work
through
various
mental
health
issues,
trauma
work,
anger
management
as
well
as
substance
use
issues
to
name
a
few
of
those
hundred
need
individuals,
as
you
can
see,
37
gained
legitimate
employment
within
various
sectors,
including
construction
and
trades,
culinary
fields
and
the
service
industry.
Eight
individuals
also
completed
training
programs
such
as
the
craft
carpentry
program,
heavy
machine,
and/or
forklift
operator,
as
well
as
different
employment
readiness
programs
successfully.
G
Securing
employment
upon
completion
with
the
support
of
their
caseworkers
and
other
six
individuals
have
been
are
currently
enrolled
in
post-secondary
institutions
in
programs,
including
Business
Administration
games,
development,
introduction
to
music
and
the
culinary
arts
to
round
out
the
employment
and
education
pieces
program.
Participants
are
also
encouraged
to
develop
new
peer
networks
and
find
productive
things
to
do
with
their
free
time.
This
has
led
to
35
individuals
being
connected
with
positive
leisure
activities,
including
football
leagues,
swimming
lessons,
conversation
groups
at
the
public
libraries,
as
well
as
obtaining
fitness
memberships
as
well.
G
To
note,
30
of
these
high-risk
individuals
were
also
able
to
engage
in
mental
health
and
counseling
services
for
some
fairly
significant
mental
health
needs
and
given
the
stigma
associated
with
that,
especially
in
this
role,
that's
fairly
remarkable
as
well.
After
recently
compiling
the
stats
for
the
last
year.
G
It's
noted
that
approximately
70%
of
the
individuals
that
have
been
involved
with
the
time
for
change
program
have
not
reoffended
and
of
those
were
sorry
30%
who
have
15%
of
those
were
for
nonviolent
charges
or
technical
breaches,
while
the
profit
of
that
life
is
not
easy
and
has
many
ups
and
downs.
The
time
for
change
team
remains
committed
to
supporting
these
individuals
towards
a
more
productive,
stable
and
violence-free
life
both
for
the
individuals
and
the
greater
Ottawa
community.
G
To
finish
off,
I'd
like
to
tell
you
about
a
current
time
for
change
program,
Joe
who's
now,
22
Joe
admits
he
previously
didn't
care
about
anything.
He
didn't
care
about
police.
He
didn't
care
about
doing
time
from
the
age
of
12
he'd
been
involved
in
street
violence,
holding
weapons
for
older
gang
members
and
fighting
to
collect
drug
debts
by
the
age
of
13
had
his
own
firearm
and
worked
his
way
up
from
there.
Eventually
incurring
a
14
year
sentence
or
a
four
year
sentenced
to
federal
custody.
G
Joe
approached
time
for
change,
while
he
was
incarcerated
and
upon
his
release.
14
months
ago,
began
working
with
a
time
for
change.
Caseworker
he's
now
fully
employed
with
a
reputable
legitimate
employer,
has
stable
housing
with
positive
people
and
participates
in
constructive,
socially
acceptable
pastimes
with
a
new
social
circle.
G
B
H
One
of
the
things
that
I
didn't
see
in
the
presentation
at
least
joined
together
I
saw
the
words
community.
I
saw
the
words
policing,
I,
didn't
see
community
policing
together
and
there's
been
a
lot
of
discussion
of
Police
Services
Board
about
how
various
communities
across
the
city
feel
that
the
changes
to
community
policing
have
led
to
negative
impacts
in
their
communities
dealing
with
with
gang
violence,
trying
to
get
that
what
we
perceive
to
be
that
important
connection
between
people.
H
That
could
go
this
way
or
go
that
way,
and
the
police,
so
I
saw
references
to
suppression
and
enforcement,
but
again
and
I
saw
the
woods
community
in
policing,
but
I
didn't
see
them
together.
So
I'm
wondering
Nancy.
If
you
could
comment
on
what
you
see
community
policing
role,
sort
of
neighborhood
based,
so
we
can
put
a
face
to
the
police
officer.
So
it's
not
always
about
suppression
and
enforcement.
But
it's
about
bridge
building
partnering.
A
The
the
ottawa
street
violence
and
gang
strategy
compiles
many
different
programs,
specifically
the
time
for
change
program
targets,
those
very
high
end
of
a
risk
individuals
who
are
the
subject
of
multiple
investigations
by
the
drug
and
the
guns
and
gangs
unit,
which
is
why
we're
working
with
with
an
investigative
unit
in
this
program.
When
you
look
at
the
post
incident,
Network
support
networks
that
we've
developed,
which
is
a
program
which
is
supported
by
funding
that
we
provide
to
the
reader
rackleff
Community
Resource
Center.
A
That
is
a
program
which
is
pretty
much
exclusively
a
partner
partnership
with
the
community
policing
officers.
So
within
the
overall
street
violence
and
gang
strategy,
we
do
have
multiple
partnerships
with
different
parts
of
the
police
and
I
would
say
that
that
neighborhood
based
work
is
still
supported
by
the
Ottawa
police.
Although,
yes,
there
are
fewer
community
police
officers
and
I
understand
that
they
are
putting
more
resources
back
in.
A
H
F
Counselor
eagle-eye,
if
you
don't
mind
during
my
quick
presentation
and
the
focus
was
to
really
highlight
time
for
change
when
I
said,
I
was
responsible,
guns,
again
unit
I'm,
also
responsible
for
pivot
team,
which
is
prevention,
intervention
violence
in
Ottawa,
as
you
may
already
know,
due
to
some
provincial
funding,
we've
been
able
to
increase
that
team,
doubling
the
size
added,
a
new
supervision
to
that
unit
and
there's
a
community
Singh
is
not
forgotten
in
the
entire
process.
In
the
entire
plan,
our
teams
are
involved
specifically
powerpivot
officers.
F
I've
been
/
individually
selected
officers
that
not
only
can
respond
for
calls
for
service
and
incidents
where
there's
a
crisis,
but
also
their
focus.
Primary
focus
is
to
be
in
the
community.
Okay,
just
to
address
the
issue
that
the
community's
told
us,
they
don't
want
to
see
our
officers
more.
They
want
to
see
them
so,
as
the
leader
of
the
of
that
unit,
I
have
a
staff
sergeant
in
charge
of
both
the
guns
again
in
the
pivot
unit.
F
Those
two
units
work
very
closely
together
the
investigative
side,
but
the
pivot
team
is
very
much
focused
on
the
community
side.
So
you
will
see
and
they
are
out
there-
those
officers
are
out
there,
so
there
has
been
an
increase
and
yes
can
we
please
policing
is
very
important.
We've
heard
it
loud
and
clear
and
we're
taking
actions
to
it.
So
the
shift.
H
H
F
C
Wanted
to
add
one
thing
as
chair
of
both
the
Police
Services
Board
and
crime
prevention,
Ottawa
I,
very
much
see
community
policing
as
part
of
a
crime
prevention
strategy
having
officers
in
the
neighbourhoods
getting
to
know
the
residents
and
who
should
be
there
and
who
shouldn't
be.
There
is
an
integral
part
of
our
overall
strategy
for
safer
communities
and
community
policing.
Big
part
of
that.
I
Thank
you,
madam
chair,
and
thanks
to
all
of
the
panel
for
your
presentation
and,
first
of
all,
congratulations
to
John
Howard
society,
Anna
and
a
job
well
done.
I
know
we
were
told
from
the
beginning:
it's
gonna
take
some
times
before
we
start
seeing
the
result
and-
and
this
result
is
clearly
to
say
the
least-
is
impressive.
I
What's
missing
out
of
your
presentation
and
I
know,
it's
it's
r22
prim
pointed
out
is
how
much
saving
to
the
taxpayer
when
we
have
people
out
of
that
crime
element
and,
and
and
being
you
know,
a
good
citizen
contribute
to
the
society.
So
because
we
know
how
much
of
crime
is
very
expensive
and
dealing
with
crime
is
very
expensive.
I
A
I
My
other
question
Nancy
to
you.
When
we
start
the
program
you
have
received
three
hundred
thousand
from
the
city
and
Park
and
Recreation
the
city
receive
a
hundred
thousand
for
youth,
employment
and
I,
didn't
see
anything
about
youth,
employment,
I
think
Kim
mentioned
keeping
a
youth
employed,
so
they
can
generate
some
front
so
they
don't
have
to
enter
the
other
element
of
crime
activities.
But
I
didn't
see
anything
in
your
presentation
about
this.
A
My
understanding
is
that
that
program
had
been
closed.
I,
wouldn't
my
understanding
is
the
fourth
of
the
hundred
thousand.
It
was
in
the
you
decide
program.
They
were
at
the
gang
strategy
overall
street
violence
and
gang
strategy
table
for
those
years,
but
they
informed
me
that
the
program
is
now
closed
with.
I
J
What
I
can
say
is
there
was
a
hundred
thousand
to
community
in
social
services
and
four
hundred
thousand
to
my
department?
The
four
hundred
thousand
has
been
allocated.
It
wasn't
for
employment,
it
was
free
use
of
initiatives
on
a
broad
scale.
Five
allocations
were
made
out
of
I,
think
twenty
eight
applications
and
those
funds
have
gone
out.
I
don't
have
the
list
with
me
of
who
the
groups
are,
but
I'd
be
happy
to
circulate
to
the
two
committee
who
the
recipients
were
and
what
the
programs
that
were
funded
were
for.
I
Okay,
what
I
would
I
would
like
to
see
some
of
that
information,
then,
if
it's
possible,
because
I
think
that'll
be
helpful
to
all
of
us
and
to
the
crime
prevention
Ottawa
and
to
John
how
our
society
is.
Congratulations,
I
think
this.
This
is
working
together
with
with
all
stakeholder,
whether
they
are
all
police
or
social,
housing
or
or
other
agency,
to
be
commanded
for.
Thank
you
so
much
job
well
done.
K
You
chair,
yes,
I,
to
congratulate
you.
I
was
really
impressed
with
the
report.
I
just
have
one
question:
I
guess,
right
to
in
the
inspector
you're
doing
a
crucial
research
when
it
comes
to
guns
and
gangs,
and
you
mentioned
that
you're
tracking
illegal
guns.
Do
you
know
at
this
point
I
mean?
Maybe
this
is
does
not
go
to
crime
prevention
Ottawa
right
now,
but
we
are
just
going
to
be
discussing
guns
next
week
at
Council.
K
F
I
just
came
back
from
Toronto
yesterday,
the
majority
of
the
weapons
are
coming
from
our
neighbors
down
south
I
know
there's
some
some
mentioned
by
Chiefs
of
Police,
even
in
Toronto,
about
different
statistics
on
percentage,
but
prevention
send
all
our
weapons
that
they
did,
data
that
we're
getting
and
working
where
external
partners
and
our
external
partners
from
ours
from
the
states
is
that
the
majority
of
weapons
are
coming
of
the
crime
guns.
We're
not
looking
the
majority
of
weapons
that
we
see
on
the
street
that
are
involved
in
the
street-level.
F
Violence
are
not
coming
from
the
owners
themselves.
Yes,
there
are
some
being
easy
and
we
do
see
that,
but
that's
not
the
bulk
of
it.
The
bulk
of
it
is
coming
from
all
those
cheap
weapons
coming
from
China,
Franken
guns.
Sorry,
if
you
ever
heard
that
term,
that's
when
somebody
would
take
a
BB
gun
and
actually
make
it
into
a
true
firearm.
Those
are
the
things
that
we
are
focusing
on
it
because
that's
where
the
bulk
of
the
weapons
are
on
the
street
and.
F
Are
working
with
artstor
external
partners,
including
the
border
agency,
we're
all
on
board,
but
we
do
have
one
of
the
largest
borders
and
it
is
an
issue,
especially
in
the
day,
with
technology,
where
you
can
also
ship
things
online.
So
we
are
looking
at
the
technology
how
the
weapons
are
making
their
way
across
the
border
sort
of
the
traditional
way,
as
we
know,
and
all
these
other
ways
and
by
identifying
the
weapons
unlike
drugs,
weapons
have
a
lifespan
of
50
or
plus
years,
so
it
just
doesn't
disappear.
F
I
K
I
F
F
L
B
You
and
to
be
fair
to
the
delegation
I
think
we're
creeping
into
auto.
Please
forward
questions
here
so
respecting
we
have
crime
prevention
auto
in
front
of
us.
Any
further
questions,
no
terrific!
Well.
Thank
you
very
much
again
appreciate
the
great
work
that
you're
doing
and
making
sure
that
our
city
is
safe
and
working
to
prevent
crime.
So
thank
you.
B
B
B
P
So
good
morning,
thank
you
for
this
opportunity
to
present
our
service
review
and
as
well
as
our
2018
annual
report
before
I
get
started.
I'd
like
to
acknowledge
a
few
of
our
executive
team.
That's
in
the
room
today,
so
Nancy,
Nancy,
Jackson,
Jake,
Ravel,
tani,
Macomber,
Jennifer,
terkelson,
Alison,
Sandor
and
Christine
are
take.
It
also
like
to
special
thanks
to
Christine
Nancy,
as
well
as
Ryan
parole
for
their
contribution
to
the
completion
of
this
report.
P
P
The
scope
of
bylaw
services
is
very
broad.
Staff
worked
together
to
maintain
compliance
with
municipal
regulations
and
standards
and
provincial
legislation,
while
providing
a
high
level
of
service
to
residents,
businesses
and
visitors
to
the
City
of
Ottawa
generally,
enforcement
is
is
undertaken
through
a
reactive
model
where
calls
for
services
are
responded
to
on
a
complaint
basis
in
triaged
by
prior
priority.
P
In
2018,
while
I
handled
over
87
service
requests,
there
are,
there
are
sorry,
eighty-seven
thousand
service
requests.
There
are,
however,
many
activities
in
bylaw
that
are
not
reflected
in
our
service
request
data.
Those
include
on
average
annually,
issuance
of
over
three
hundred
and
fifty
thousand
parking
tickets,
issuance
of
thirteen
thousand
business
licenses
and
four
hundred
and
fifty
lottery
licenses,
two
hundred
food
truck
and
cart
inspections,
twelve
thousand
private
transportation,
company
related
audit
record
audits,
two
thousand
taxi
and
limo
inspections.
Four
hundred
media
inquiries,
as
well
as
over
three
thousand
smoke
free
inspections
and
educational
visits.
P
The
increasing
number
of
service
requests
quests
are
the
consequence
of
new
bylaws
programs
and
services
added
to
our
portfolio
and
as
examples
the
vehicle
for
hire
by
law
brought
with
it
a
number
of
new
requirements,
including
the
auditing
of
ptcs,
as
well
as
the
ongoing
2000
inspections
of
taxis
and
limos
smoke-free
regulations,
including
outdoor
municipal
property
prohibitions,
water
pipes
and
now
vaping
in
cannabis.
The
heritage
matters
task
force.
'no
tetanus
necessitated
at
least
one
officer
dedicated
to
ensuring
the
upkeep
of
vacant
heritage
buildings.
P
Sorry,
private
parking
enforcement
agencies
have
been
licensed,
deputized
and
trained
through
by
long
rectory
services,
but
more
recently
became
responsible
for
the
back
end
support,
including
ticket
supply
and
the
management
of
the
handheld
devices,
large
wild
mammal
emergency
response
services
to
address
deer
moose
and
bear
stranded
in
urban
areas.
This
has
been
coordinated
and
paid
for
through
by
laboratory
services.
P
We
took
on
the
transportation
of
sick,
injured,
domestic
and
small
wild
animals
in
January
of
2018.
After
the
auto
Humane
Society
was
unable
to
continue
the
service.
We
have
conducted
focused
enforcement
programs
with
respect
to
rooming
houses,
a
noise
and
the
transfer
of
after-hours
parking
and
noise
complaints
from
the
Ottawa
police.
Our
services
led
to
2000
additional
s
ours,
but
also
led
to
an
extended
coverage
hours
for
the
service.
P
Many
of
these
programs
and
services
were
added
to
our
portfolio
through
council
directive
and
other
provincial
legislative
changes
or
changes
within
some
of
our
partnering
agencies.
As
each
change
occurred,
we
responded
using
existing
resources
in
2017.
A
service
review
process
was
initiated
to
assess
the
development
of
best
practice
practices,
service
models
to
ensure
consistent
and
cost-effective
service
delivery
in
to
our
community.
The
report
before
the
committee
today
is
based
on
the
findings
of
both
the
service
review,
as
well
as
a
2018
annual
report
to
present
a
full
picture
of
bialon
right
Tory
services.
P
Gpmg
was
engaged
to
conduct
a
service
review
exercise
which
involved
interviewing
44
BL
RS
staff
from
all
levels,
as
well
as
staff
from
EPS
Oh
PS
3,
one
150
legal
services-
oh
ph
and
poh
stuff
KPMG
also
undertook
a
benchmarking
process
with
bylaw
services
in
Hamilton,
Toronto
and
Windsor.
It
is
important
to
note
that
the
KPMG
report
was
based
on
2016
data.
The
KPMG
final
report
included
11
recommendations
which
have
been
are
in
the
process
of
being
addressed.
The
staff
report
on
today's
agenda
provides
details
in
this
regard.
P
P
In
addition
to
these
teams,
and
given
that
our
service
is
public
facing
an
octave
daily
across
communities
in
Ottawa,
we
have
added
both
public
information
and
issues.
Management
functions
to
help
enhance
communications
through
social
media
channels
as
and
outreach
programs,
as
well
as
assisting
with
addressing
emerging
issues
across
the
service.
P
Following
the
KPMG
report
in
2017,
further
analysis
and
stakeholder
consultation
identified
the
requirement
for
seven
additional
FTEs
to
address
other
pressures
that
had
emerged
since
the
completion
of
the
KPMG
study.
These
include
the
establishment
of
the
public
policy
development
branch
which
allowed
by
long
rectory
services
to
focus
on
slopes
service
delivery,
the
assumption
of
sick
injured,
domestic
and
wildlife,
wild
animal
emergency
response
and
focused
enforcement
stemming
from
the
hair.
The
heritage
managed
task
force
in
relation
to
and
in
relation
to
rooming
houses.
P
The
15
FTEs
identified
in
the
KPMG
report
and
the
additional
seven
FTEs
identified
thereafter
resulted
in
a
total
gap
of
22
FTEs,
which
is
the
ASP
being
made
today
to
manage
in
2018.
The
positions
were
filled
on
a
temporary
basis
and
have
been
funded
through
revenue.
These
positions
need
to
be
made
permanent,
but
will
continue
to
be
funded
through
revenues.
P
The
22
temporary
positions
have
been
instrumental
in
meeting
sorry
help,
help
meeting
a
service
demand
and
service
standards
through
2018,
as
this
slide
indicates.
Priority
ones
are
the
most
urgent
types
examples
of
those
would
be
dog
bites
syringes
board
ups
pool
enclosures
the
service
demand.
The
service
standard
sorry,
is
to
respond
to
these
within
24
hours,
80%
of
the
time
in
2018.
This
resulted
in
5800
service
requests
and
the
standard
was
met.
96%
of
the
time
priority
two
calls
include
noise
and
graffiti,
and
we
aim
to
respond
within
48
hours.
P
80%
of
the
time
in
2018,
there
was
13,000
of
these
service
requests
and
the
standard
was
met.
Eighty
nine
point:
six
percent
of
the
time
priority
three
calls
such
as
stupid,
scoop,
dogs,
barking,
lawn
grass
and
property
standards.
A
response
standard
is
within
96
hours,
80%
of
the
time
in
2018,
there
were
30,000
of
these
service
requests
and
we
were
able
to
meet
this
standard.
P
Seventy
one
point:
three
percent
of
the
time
performance
in
2018
reflects
the
efforts
of
Bilaam
reg
tory
services
to
respond
to
the
priority
1
&
2
calls
on
time,
given
that
these
priority
call
call
types,
involve
either
potential
safety
concerns
or
have
an
immediacy
element
to
the
complaint.
Our
goal
is
to
resolve
priority
3
calls
in
a
timely
and
efficient
manner
as
well.
However,
given
the
current
volume,
the
80%
target
was
not
achieved
in
2018,
we
will
continue
to
review
ways
in
which
to
streamline
operations
in
order
to
meet
these
targets.
P
The
bylaw
management
team
makes
use
of
performance
reports
generated
internally
monthly,
quarterly
and
annually,
as
well
as
performance
dashboards,
to
monitor
and
manage
performance.
In
response
times,
staff
will
continue
to
monitor
trends
and
volume
of
service
demand
and
the
performance.
In
meeting
that
demand,
we
will
report
back
through
our
annual
reporting
requirement
via
CPSC.
P
Just
sorry,
one
more
slide
almost
done.
The
report
before
you
today
is
an
overview
of
the
service.
The
service
demands
managed
by
bailando
reggaeton.
We
have
been
facing
significantly
increasing
service
demands
without
the
accompanying
resources
needed
to
respond.
Accordingly,
the
service
has
implemented
temporary
measures
such
as
extending
service
hours
and
and
creating
temporary
positions.
To
ensure
that
consistent,
effective
services
is
provided.
Despite
the
ever-changing
landscape,
this
report
recommendation
for
the
approval
of
22
FTEs
has
to
become
permanent,
will
essentially
stabilize
resourcing
pressures
experienced
over
the
last
number
of
years.
P
I
You
thank
you,
madam
chair,
and
thank
you
to
staff
for
their
presentation.
Let
me
start
with
the
last
last
light.
You
have
Roger
out
there,
so
the
KPMG
report
recommend
from
2016
they're,
15,
FTEs
and
I
believe
you
do
have
already
that
22
FTE
right
now
on
a
temporary
position.
Is
that
fair
to
say
or
madam.
I
You're
requesting
to
to
confirm
the
22
versus
what
the
report
recommended
in
2016.
Can
you
tell
me
the
gap
in
call
for
service
from
2016
to
the
current
year
and
I
know?
2019
is
not
on
a
book
but
2017
2018
like
what
was
the
increase
to
justify.
You
need
7
more
than
what
the
report
recommended.
That's
what
I'm
interested
in
okay.
P
Madam
chair,
so
that's
kind
of
a
two-part
question,
so
first
the
increase
from
2016
and
KPMG
the
the
data
that
they've
used
in
the
report
to
the
end
of
the
year
2018,
which
is
reflected
in
the
annual
report.
It's
11,000
service
requests
increase,
but
in
addition
to
the
KPMG
report,
there's
other
activities
that
bylaws
taking
on
the
responsibility
for
so
and
I
did
address
a
few
of
those
in
the
report.
P
But
the
you
know,
I
guess
the
biggest
one
was
a
vehicle
for
hire
by
law
and
the
responsibilities
and
the
enforcement
activities
that
we
undertake
to
enforce
that
by
law,
but
also
the
download
of
some
of
the
calls
for
service
that
the
police
used
to
handle
after
hours
as
well
as
he
because
he
may
decide
were
no
longer
able
to
continue
to
transport,
sick
and
injured
small
wildlife.
We
also
took
on
that
responsibility
which
reflects
about
1,200
service
requests
as
well.
I
P
I
E
Do
have
discussions
with
M&R
for
release
sites
and
so
on,
but
they're
located
they're
located
in
CHEM
Phil,
and
so
it
often
takes
a
fair
bit
of
time
for
them
to
be
able
to
attend.
So
we've
contracted
the
services
with
NCC
for
a
faster
response
time,
particularly
when
we
have
a
moose
running
down
Celeron
Boulevard.
E
So
that's
that's
how
the
arrangement
works,
but
we
do
work
with
M&R
we're
working
with
them
right
now
to
determine
whether
or
not
they
could
address
some
of
the
issues
in
the
the
out,
because
it's
a
large
city,
as
you
know,
2,700
square
kilometers.
If
there's
some
some
areas
that
they
could
cover
down
in
the
southern
part
closer
to
where
they
are
in
CHEM
Phil.
I
E
They
still
have
some
stuff,
so
the
staff
required
to
do
the
chemical
mobilization
is
very
particular
there's
a
lot
of
training
required
and
so
on,
and
and
it
has
to
be
done
with
more
than
one
one
technician
involved.
So
they
do
have
some
stuff
to
do
that.
But
again,
the
response
time
is
a
big
issue
and
it's
important
to
note
that.
So
we
do
the
triage
of
the
calls
and
in
most
instances
a
an
intervention
is
not
required.
So
it's
in
an
area
where
it
can
get
back
to
natural
habitat.
I
You
agree,
though,
we
need
that
we
need
the
experienced
folks
to
handle
those
large
animal,
because
sometimes,
if
they
put
a
little
bit
too
much,
tranquilizer
or
maybe
less
and
and
that
could
cause
exhaustion
to
the
animal
and
some
in
some
cases,
the
animal
which
we
heard
the
last
one
died
on
a
way
to
the
wild
lake
is.
Is
it
lack
of
consistency
with
the
training,
because
no.
E
No,
so
the
the
we
typically
use
the
NCC
conservation
officers.
They
have
a
very
high
degree
of
training
how
I'm
quite
familiar
with
their
skills
and
training
and
in
in
cases
most
of
the
tranquilization
activities
that
I've
witnessed
in
my
32
years
or
whatever
it
is
doing.
This
have
been
successful
in
the
in
the
recent
case
that
you
heard
about
it
was
I,
mean
there's
very
little
that
can
be
done
to
change
or
even
be
aware
what
the
animal
went
through
before
it
arrived.
E
I
Thank
you,
my
other
question,
madam
chair
and
I'm,
not
going
to
touch
on
vehicle
for
hire
because
we
said
it
at
the
time
we're
creating
bylaws
and
without
giving
any
funding
for
hiring
new
officers
to
do
that
job.
So
I'm
going
to
leave
that
one
because,
but
about
the
Doshisha
or
the
water
pipe
and
canopy
smoking
and
other
you
were
very
successful
to
eliminate
those
canopies,
sharp
or
whatever
you'd
call
them
the
place
where
they're
smoking,
but
you're
not
as
successful
with
the
water
pipe.
I
I
P
Madam
chair,
yes,
we
have
engaged
property
owners.
You
know,
as
far
as
being
successful
with
the
enforcement
of
the
water
pipe
bylaw
I
can
tell
you
that
we
still
have
many
charges
before
the
courts.
It's
you
know
the
delay
of
getting
these
trials
scheduled
and
and
getting
to
to
get
decisions
in
court.
But
I
can
tell
you
that
the
last
couple
convictions
that
were
that
were
rendered
and
fines
that
were
assessed.
It
was
we're
getting
fines
closer
to
$80,000.
So
higher
fines
have
certainly
given
a
little
bit
more
emphasis
to
the
to
the
success.
Now.
P
I
can
tell
you
that
when
we
started
this,
but
he
just
over
a
year
and
a
half
ago
we
had
seventeen
known
establishments
that
grew
to
about
22
we're
down
to.
While
we
were
down
to
a
seven,
we
have
a
new
one.
That's
just
opened
up
that
we're
investigating
right
now,
so
we're
up
to
eight
that
are
on
our
radar
and
as
you've
stated.
Currently,
none
of
those
establishments
require
any
type
of
business
license.
P
So
we
don't
have
that
added
enforcement
that
we
can
take
to
either
suspend
or
revoke
business
licenses,
they're
strictly
a
water-pipe
lounge.
We
are
having
some
challenges
in
getting
into
some
of
these
locations,
but
we
continue
to
be
focused
in
this
regard
and
and
we're
we're
in
those
establishments
almost
alien.
Well,.
I
Madam
chair
to
the
benefits,
might
call
it
great
now:
the
business
will
have
food
license
or
liquor
license,
or
they
operate
with
an
all
the
rule
of
law
of
the
city.
They
lost
that
business
and
the
people
who
don't
have
any
license
in
whatsoever.
They
still
operate
and
taking
the
customers
away
from
those
legit
business,
and
we
sit
here
say:
oh,
but
we're
given
ticket
okay,
but
obviously
whatever
we're
doing
is
not
deterring
those
because
we
have
a
new
one,
just
open-
and
you
know
as
well
as
I
do
was
open
recently.
I
So
that
mean
they're,
not
fearing
of
our
whatever
we're
doing
is
not
deterring
those
folks.
So
we
need
to
either
get
together
and
have
a
strategy
engage
the
landlord
brain
health
inspector,
bring
the
fire
inspector
to
those
circa
places
and
make
sure
they're
compliant
I
mean
it's
got
to
be
a
way
to
to
to
stop
this.
I
It
can't
just
you
know,
like
you
know,
laughing
us
at
an
office
gotta
be
a
way
I'm,
not
saying
you
have
the
tools
yet,
but
I
mean
you
should
make
recommendation
to
Council
or
to
other
what
kind
of
tool
you
need
to
help
you
to
enforce
this.
Maybe
a
fire
inspector
can
walk
and
say
that's
not
safe
for
fire
with
there's,
so
many
people
there
and
and
shut
it
down.
Maybe
a
public
health
can
go
and
say
this
is
not
healthy
situation,
I
mean
I'm.
I
Just
saying
you
got
to
do
more
than
just
say:
we're
giving
them
a
ticket
and
tomorrow
they're
shutting
down
and
they
open
under
a
different
name.
I,
don't
think
that's
acceptable,
in
my
opinion,
toward
the
the
business
people
whose
plane
license
into
the
city
and
they're
deprived
from
that
business,
whatever
that
business
right
or
wrong
that
it
is
a
business
for
them,
and
you
know
as
well
as
I
do
some
of
those
places
generating
between
thirty
to
fifty
thousand
dollars
a
month,
though
they're
not
fear
in
your
ticket
of
$1,000
or
or
$500.
I
So
I'm
not
sure
if
you
need
an
inquiry
or
you
need
direction,
but
I
think
we
should
engage
other
of
level
of
service
within
this
city
to
make
sure
a
visit
to
those
landlord.
Kid
can
believe
some
impact
with
them
and
if
you
need
a
motion
or
you
need
a
direction,
written
direction,
I'll
be
happy
whatever.
Madam
chair,
you
suggest
I'll
be
happy
unless
you
take
that
direction
and-
and
you
have
a
working
group
with
fire,
Public
Health,
bylaw
police
and
see.
How
could
we
work
with
this
together?.
P
Okay,
madam
chair,
well,
we'll
take
that
under
advisement
and
I'll
certainly
reach
out
to
fire.
Typically,
you
know
our
officers
have
the
experience
to
be
able
to
recognize.
You
know
the
the
blatant
fire
violations
or
building
code
violations.
So
when
we
see
those
we
do
bring
in
those
resources,
but
we'll
certainly
I'll
take
that
under
advisement
and
we'll
meet
with
fire
services
and
see
if
we
can
arrange
to
do
some
routine
inspections
there.
Okay.
B
You
I
am
being
reminded
that
we
do
actually
have
three
public
delegations
on
this
item.
So
I
think
it
would
be
smart
to
move
to
those
allegations
now
respecting
their
time
and
then
we'll
circle
back
on
questions,
a
reminder
for
all
of
us
as
well.
What
what
we're
focused
on
what's
in
scope
in
this
discussion
is
really
around
the
service
review.
The
process
that's
been
put
before
us,
as
well
as
the
ANA
report
itself.
We
do
know
the
work
plan
for
this
term
of
council
will
be
coming
forward
at
a
later
date.
B
J
J
We
also
note
that
the
introduction
of
new
technologies,
such
as
the
app
Napoli,
which
I
use
and
have
found
very
effective,
can
can
be
a
commendable
addition
to
technological
change
and
efficiency
improvements.
The
report
clearly
states
that
Rito,
Vanier
and
Somerset
received
by
far
the
highest
request
for
services.
The
VCA
welcomes
in
KPMG's
recommendation
to
align
staff
with
high
demand
Ward's
in
order
to
achieve
the
most
effective
use
of
resources.
J
However,
in
its
report,
KPMG
suggests
on
page
33,
a
realignment
of
staffing
based
on
seasonal
trends,
even
though
we
believe
that
it
is
a
good
idea
to
allocate
by
law
enforcement
officers
to
other
areas
of
the
organization
based
on
seasonal
requests,
we
strongly
oppose
a
staff
decrease
in
times
when
demands
are
lower.
This
recommendation
is
based
on
a
reactive,
bylaw
and
regulatory
service
model
that
does
not
address
the
current
needs
in
our
community.
This
recommendation
is
also
on
direct
contradiction
with
responses
provided
to
the
question.
J
You
know
what
what
sort
of
key
services
and
programs
within
your
unit
are
not
working
well
and
the
question,
namely
whether
your
unit
has
have
capacity
gaps
and
if
so,
what
are
the
needs
that
are
currently
not
being
addressed?
That
clearly
highlight
a
capacity
gap.
The
report
clearly
states
that
there
is
a
need
for
proactive
business,
license
enforcement
and
a
need
to
conduct
proactive
enforcement.
The
BCA
recommends
the
city
move
away
from
a
reactive
service
model
in
favor
of
a
more
proactive
approach.
J
We
support
this
proactive
approach,
considering
that
we
also
acknowledge
that
communities
share
the
responsibility
to
report
by
law
and
infractions.
However,
we
should
not
download
on
residents
the
sole
responsibility
to
do
so.
Furthermore,
the
munis
municipal
comparator
report,
prepared
by
KPMG,
demonstrates
that
the
bylaw
and
regulatory
services
primarily
focuses
focuses
on
enforcement,
with
a
big
emphasis
on
parking,
because
it
provides
steady
revenue.
J
The
Vanier,
Community
Association
recommends
the
city
adopt
an
approach
similar
to
Hamilton,
as
presented
on
page
22
of
the
report,
as
we
believe
that
a
punitive
approach
is
not
cost-efficient
and
does
not
necessarily
lead
to
long
term
compliance
and
durable
behavioral
change.
On
the
contrary,
it
puts
a
lot
of
stress
on
capacity
as
service
requests
increased
because
behaviors
are
not
changing.
Finally,
the
report
does
not
provide
the
number
of
annual
complaints
see
by
bylaw
services
for
Ottawa.
J
We
know
from
the
numbers
presented
on
page
three
of
the
municipal
comparator
that
the
total
of
more
than
61
thousand
complaints
only
represents
84%
of
all
RFS
is
received.
Accordingly,
we
can
say
by
law,
and
regulatory
services
receives
roughly
seventy
four
thousand
complaints
a
year,
which
represents
about
65
percent
of
service
requests
received
by
the
City
of
Toronto,
while
Ottawa
has
only
one-third
of
the
staff
that
Toronto
has
to
respond
to
service
requests.
J
Councillors
are
by
law
and
regulatory
services
branch
needs
the
capacity
to
serve
our
community
you're
in
an
appropriate
position
now
to
request
these
additional
resources
and
increase
the
capacity
of
our
bylaw
services.
We
hope
you
will
take
this
opportunity
to
bring
this
needed
change.
Massey.
Thank
you.
B
Q
Q
Q
Q
It
is
our
experience
in
Lower
Town
that
bylaws
are
frequently
ignored,
because
the
city
lacks
the
resources
or
the
ability
to
enforce
the
libel
laws
they
have
put
in
place.
Let
me
give
you
several
examples:
the
Noize
bylaws.
We
are
a
community
that
is
highly
affected
by
businesses
that
create
noise,
particularly
late
at
night.
Q
We
have
bylaws
that
are
stricter
for
the
enforcement
of
noise
regulations
after
11
p.m.
in
neighborhoods
like
the
Byward
market,
there
are
frequent
violations
of
noise
standards,
often
by
the
same
offenders.
There
is
no
proactive
enforcement
of
the
noise
bylaws.
Instead,
residents
have
to
be
the
first
line
of
defense
in
the
enforcement
of
bylaws.
That
means
residents
are
expected
to
understand
the
new
miles
and
nuances
of
the
bylaw
and
take
careful
notes
on
observed
infractions
before
they
call
for
bylaw
control
action.
Q
Q
Secondly,
sidewalk
clearances.
The
bylaws
establish
minimum
right-of-way
waits
for
people
to
move
on.
They
prevent
businesses
from
impeding
that
right-of-way,
but
businesses
frequently
placed
a
frame
signs
on
sidewalks.
It
doesn't
seem
like
a
major
infraction
to
them,
I
guess,
but
if
you're
a
person
who
needs
to
use
a
wheelchair-
and
there
are
a
lot
of
people
on
the
sidewalk-
those
a-frames
can
prevent
you
from
using
the
public
right-of-way
to
get
where
you
need
to
go.
We
believe
that
there
were
regular,
proactive
by
law
enforcement,
preventing
the
blocking
of
right-of-way
widths.
Q
That
problem
would
disappear
within
two
or
three
months.
If
businesses
knew
that
they
were
actually
going
to
be
ticketed
for
this,
they
would
stop
doing
that
rooming
houses.
Well,
we
are
not.
We
don't
have
a
lot
of
rooming
houses
in
North
town.
We
have
some
and
we
have
a
large
part
of
the
population,
the
homeless
population
that
is
dependent
on
rooming
houses.
Rooming
house
standards
are
important
for
the
health
of
the
community
that
they
are
located
in
and
they
are
a
vital
service
for
Ottawa's
homeless.
People.
Q
I
understand
that
the
enforcement
staff
assigned
a
rooming
houses
in
the
city
has
been
cut
from
some
years
ago.
I
hope
that
the
new
resources
that
are
going
to
be
approved
here
will
allow
the
assignment
of
new
resources
to
improve
the
conditions
in
ottawa's,
rooming
houses
and,
finally,
I
want
to
talk
about
the
the
ultimate
conundrum
in
our
area.
The
city
was
quite
active
in
passing
special
bylaws
to
limit
the
spread
of
bars
and
nightclubs
in
the
Byward
market.
Q
Q
We've
been
informed
that
this
bylaw
is
unenforceable.
We
believe
that
by
law
should
be
enforced
if
they're
on
the
books
and
that
more
staff
would
help
the
city
to
do
that
when
the
city
fails
to
enforce
its
bylaws,
it
lowers
respect
for
the
whole
system,
we're
pleased.
The
city
is
looking
at
this
and
we
support
the
recommendation
before
you
today.
B
R
Thank
you
for
thank
you
for
hearing
my
comments
today,
I'm
a
representative
of
action,
Sandy
Hill,
my
name
is
Paula
Chan.
So,
yes,
we
support
the
additional
the
additional
staffing
for
bylaw
and
Protective
Services.
As
you
know,
in
the
Sandy
Hill
community,
we
do
have
a
very
high
number
of
calls
in
the
analysis
by
KPMG.
They
did
mention
that
there
is
some
difficulty
with
tracking
and
analysis
of
the
calls.
R
We
feel
that
if
there's
some
investment
in
efforts
and
improving
the
tracking
we
can
that
can
help
with
the
service
delivery
in
terms
of
analyzing
trends
and
doing
also
preventative
work,
as
mentioned
by
my
colleagues
here,
the
the
reactive
model
isn't
enough.
There
needs
to
be
some
prevention
as
well.
We
have
a
very
large
student
population
in
our
neighborhood.
As
you
know,
there
are
many
problems
with
garbage
Rodin's.
We
don't
want
our
neighborhood
to
begin.
R
Looking
like
a
student
ghetto
and
I
think
that
we
need
to
have
some
intensive
work,
particularly
in
move
in
time,
September
October.
We
would
like,
by
law,
to
be
more
active
in
getting
landlords
to
respect
bylaws
in
getting
in
getting
tenants
to
to
respect
bylaws.
As
well
in
our
neighborhood
as
well,
there
is
some,
as
you
know,
we
are.
R
In
addition,
we
believe
that,
in
terms
of
preventing
increased
need
for
by
law
enforcement
in
our
neighborhood,
we
need
to
have
the
city
work
with
all
all
the
departments
together,
meaning
looking
at
the
rental
housing
plan
moving
forward,
the
Official
Plan,
which
is
coming
through,
and
the
zoning
and
planning
department
if
they
can
all
work
together.
If
we
have
a
problem
with
a
zoning
in
our
neighborhood,
where
AM
M
many
low-rise
student
housing
is
being
developed,
this
is
causing
a
problem
with
garbage
and
noise
for
all
of
the
residents.
R
If
proper
planning
can
be
done
in
our
neighborhood
so
that
we
are
not
completely
overwhelmed
with
these
low-rise
housing,
then
there
will
be
less
demand
for
bylaw
enforcement
as
well.
So
we
are
hoping
for
a
balanced
holistic
view,
holistic
work
that
can
address
prevention
and
also
the
problems
that
are
there.
I.
R
R
That
was
almost
four
thousand
more
calls
were
property
service
requests
I'd
be
curious
to
know
how
many
of
those
properties
standard
a
service
request
were
from
our
neighborhood
and
I
believe
a
good
proportion
are
so
I'm
hoping
there
will
be
enough
resources
allotted
to
to
Sandy
Hill
neighborhood.
As
you
know,
Sandy
Hill
has
a
big
turnover
of
residents
as
well,
so
preventative
work
one
year
won't
be
enough.
It
needs
to
be
preventative
work
every
year,
every
fall
season.
Thank
you.
B
S
Thank
You
chair
and
thanks
to
regulatory
services
for
coming
out
today
and
giving
us
a
good
snapshot
of
the
changes
in
when
what's
happening.
I
know
just
want
to
share
quickly
just
so
that
to
get
an
appreciation
of
the
the
pressures
that
bylaws,
often
under
the
other
night
I
had
a
meeting
in
my
ward.
S
It
was
kind
of
a
safety,
road
safety
and
overall
general
safety
meeting
and
residents
spent
about
you
know
10
15
minutes
complaining
that
bylaw
wasn't
on
their
Street,
often
enough
during
the
week
to
ticket
vehicles
and
move
them
when
they
were
parked
on
their
street.
But
at
the
same
time
there
were
complaints
that
they
were
up
too
often
on
the
weekend
when
it
was
their
family
and
friends.
So
just
you
know
it.
It
just
shows
that
you
know
no
nobody
likes
by
law
until
until
they're,
showing
up
to
you
know,
take
out
the
car.
S
That's
keeping
you
from
getting
to
work
in
the
morning
or
or
whatever
it
is
so
I
do
I
do
appreciate
the
the
pressures
that
you're
under
I
know
from
my
office.
I
often
even
feel
a
bit
guilty,
sending
you
some
of
the
stuff
that
do
some
of
the
the
issues
that
I
do,
but
it
you
know
because
I
know
how
much
your
service
requests
have
have
gone
out.
I
see
it
I
see
it.
You
know,
as
it
comes
through
as
it
even
comes
through
the
office
and
last
night
I
was
at
film
documentary
film.
S
That's
called
blue
roses,
and
if
anybody
ever
gets
a
chance
to
see
it,
you
should
it
was
about
palliative
care
and
rooming
houses
and
in
the
in
the
Somerset
West
neighborhood,
and
just
what
happens
to
people
who
are
living
in
rooming
houses
as
they're
dying.
Actually,
and
these
are
people
living
in
extreme
poverty,
you
know
they
they
actually
are
homeless.
We
don't
count
them
amongst
our
homeless
population,
but
you
know
leaving
a
rooming
house,
it's
a
very
precipitous
drop
to
being
on
the
street
or
you
know
in
a
shelter.
S
You
know
social
workers
as
well
when
you're
called
into
difficult
situations.
I
do
I,
do
have
a
question
for
you
in
terms
of
you
know
another
issue
that
I
know
I,
send
you
out
on
often
and
I,
get
because
I'm
on
the
emails,
as
you
know,
short-term
rentals
and
the
increase
in
short-term
rentals,
and
now
the
the
new
pressures
on
you
to
go
out
and
to
investigate
whether
it's
noise,
complaints
or
just
Zoning
complaints.
S
Because
you
know
people
are
recognizing
that
you
know
the
police
next
door
to
them
is
being
used
as
what
they
call
now
turned
a
ghost
hotel.
Do
you
have
an
idea
of
what
every
call
that
that
you're
sent
out
on
what
does
that
cost
the
taxpayer?
What
what
does
that
cost
in
terms
of
the
officer
going
out
that
follow
up
the
violations
that
are
given.
P
Madam
chair,
it's
a
good
question.
It's
a
difficult
question
to
answer:
I'm,
not
I'm,
not
sure
that
I
can
give
you
an
exact
answer
of
the
the
true
cost
of
doing
an
investigation
such
as
you've
asked
it's
I
can
tell
you
that
any
zoning
investigation,
they're
they're
complex
they
do
take
time,
research
and
also
consultation
with
legal.
Once
we've
done
our
investigation
and
put
our
case
together
to
ensure
that
there's
a
probability
of
conviction
and
that
they'll
support
the
charge.
So
you
know
to
put
an
honest
amount
to
it.
P
Yeah
absolutely
most
recently,
they
are
I
think
a
lot
of
times.
These
calls
come
in
as
as
noise
parking.
You
know
too
much
garbage
things
like
that.
That's
how
they
start
I
think
people
quickly
realize
that
the
the
residents
being
used
for
more
than
just
you
know,
a
residential
home,
so
so
yeah.
The
calls
are
certainly
on
the
uptake
okay.
S
K
P
Madam
chair,
specifically
to
the
wildlife
transportation.
Yes,
there
were,
there
were
some
initial
discussions
with
the
autoimmune
Society.
We
did
push
back
a
little
bit
to
say
that
that
that
wasn't
going
to
be.
You
know
something
that
we
could
do
with
existing
resources.
So
there
was
some
discussion
was
senior
senior
leadership
as
well,
and
we
were
at
the
time
given
to
additional
resources.
Temporary.
These
are
two
of
the
positions
that
we're
asking
to
be
made
permanent
today.
P
K
P
Madam
chair,
so,
while
on
directory
services
brings
in
approximately
twenty
nine
million
dollars
in
revenue,
our
operating
cost
is
about
twenty
million,
and
this
2.2
million
dollar
is
included
in
those
revenues.
So
again,
there's
no
there's
no
budget
pressure
for
these
to
make
these
twenty
two
positions
permanent.
If.
P
O
Chairman
may
I
just
for
a
moment
for
clarity
and
and
I-
don't
see
my
colleagues
from
finance
here,
but
a
lot
of
the
revenues
that
are
generated
for
tickets,
etc
are
defined
or
licensing
are
defined
in
provincial
law,
how
they
can
be
spent
directly
to
Rogers
answer
to
the
councillor.
There
are
some
monies
that
go
into
general
coppers
that
we
use
and
it
offsets
other
pressures
in
the
city,
but
not
all
the
revenue
that
Bala
receives
can
be
spent
as
you
wish.
O
Some
are
defined
so,
for
instance,
licensing
revenues
or
other
revenues
have
to
be
only
spent
on
the
enforcement
components.
So
the
nuance
is
there.
So
just
so,
we
know,
there's
no
misunderstanding,
but
generally
anything
else
is
absolutely
goes
currently
into
general
coppers
and
as
a
city
you
see
fit.
Those
monies
offset.
Other
programs.
M
The
entire
team
knows
me
well
and
certainly
I,
always
and
I
know
you
know
the
officers
and
in
Roger
and
Jake
specifically
know
very
well
how
the
community
appreciates
the
the
commitment
and
and
the
ongoing
effort
so
I
think
it's
very
important
to
begin
with
that
I
do
have
questions
when
I
read
the
I
was
surprised
that
by
the
KPMG
report
and
the
component
I
was
surprising
to
me-
was
looking
at
the
other
jurisdictions
and
I
wanted
to
know.
If
you
were
aware
of
why
they
chose
Toronto,
Hamilton
and
Windsor
as
comparators.
P
Madam
chair
yeah,
so
we
did
provide
those
to
KPMG
through
some
discussion.
We
often
compare
ourselves
to
Toronto
whenever
we're
doing
a
benchmarking
exercise.
It's
it's
very.
It's
very
difficult
for
four
by
long
negatory
services
here
in
Ottawa
to
compare
her
to
any
other
service
in
the
province,
we're
very
unique
in
the
way
in
the
way
that
we
do
and
and
what
we
do
so
and
and
the
jiggle
of
youth,
just
the
geographical
area
that
we
cover.
So
nobody
else
in
the
province
has
similar
hours
of
operation.
P
M
Then
a
follow-up
to
that
when,
when
we
saw
the
analysis
of
the
revenue
sources
for
those
services,
I
was
surprised
to
see
that
we
were
unique,
that
a
hundred
percent
of
our
revenue
came
from
the
service
itself
and
warn't
base
funding.
So
I,
don't
know
if
you
could
comment
on
that
is
obviously
a
Beast
of
amalgamation
and
probably
in
many
ways,
but
is
there?
Why
would
we
be
so?
Why
wouldn't
we
have
base
funding
and
it
would
entirely
be
based
on
revenue.
O
Sure,
that's
actually
a
good
question
and
I
think
we'd
have
to
look
historically
and
I.
Think
the
counsellor
is
right,
I
think
it's.
It
is,
as
you
described
a
beast
of
amalgamation.
There
were
previous
models
in
previous
cities
that
existed
before
amalgamation.
So
it's
just
been
a
continuity
and,
as
we've
you
know,
moved
as
an
organization
forward,
and
there
have
been
pressures
bylaws
always
been
under
that
mantra
that
we
had
to
bring
in
the
revenue
to
offset
our
operating
costs
and
that's
just
been
been
the
model
there
hasn't
been
any
I.
O
Don't
think
more
thought
what
you
see
before
you
today
actually
is
I
believe
the
first
time
and
it's
as
a
result
of
a
lot
of
discussion
that
we've
had
with
many
of
you
around
the
table,
and
you
know
norman's
metrics
relooking,
how
we're
doing
things
some
of
the
policy
issues.
So
this
was
the
first
time
we
got
KPMG.
We
took
your
comments.
We
looked
at
this
globally
and
what
we're
saying
you
know
this
is
how
we
want
to
move
the
organization
forward.
O
So
dialogue
can
be
a
proper
regulatory
agency
and
I
know
there
were
delegations
talking
about
challenges
with
regards
to
proactive
enforcement.
Yes,
we
are
reactive
service,
but
this
is
now
giving
us
some
capacity
and
some
of
the
challenges
that
you've
have
in
your
community
other
councillors.
We
now
have
Tiger
forces
that
we
work
with
other
agencies
to
start
doing
that
type
of
work.
So
that's
I
think
you're.
M
I
think
you
touched
on
an
interesting
point
which
is
establishing
priorities.
I
think
that's
the
first
indicator
for
us
to
start
knowing
where
we
trend
I'd
love,
to
hear
from
you
a
little
more
specific
to
the
cost
per
officers.
I
know
it's,
you
kind
of
describe
each
jurisdiction
as
their
own
working
hours
and
their
own
enforcement
to
regulations.
But
where
I'm,
where
I'm
concerned
is
we
were
now
formalizing,
these
22
officers
I'm
supportive
of
probably
way
more
than
that,
but
wanna
know
the
numbers
that
were
provided
are
from
the
I
believe.
M
The
report
that
KPMG
reviewed
was
numbers
from
20
2016-2017,
so
we're
already
a
year
off.
If
you
will
of
that
data
and
I,
wonder
the
those
numbers
have
increased,
I
think
it's.
What
I
recall
is
update,
calls
have
gone
up
8%
in
2018,
so
we're
already
trending
up
from
the
22
officers
that
were
put
in
place
so
want
to
know
maybe
some
of
the
logic
around
there
and
how
we
can
attenuate
some
of
that
risk
and
growth
in
numbers
and
response
times
and
so
on.
P
Madam
chair,
so
a
couple
parts
of
that
question
so
first
I'll
address
the
the
increase
in
serve
and
service
request,
so
just
to
clarify
so
the
KPMG
port
focuses
on
2016
dot,
only
arts
or
a
data
from
2011
to
2016.
So
the
end
of
2016
we've
seen
eleven
thousand
service
requests
to
increase
so
about
fourteen
and
a
half
percent.
P
Since
that,
since
that
report
was
provided
and
and
again
this
year,
we've
seen
already
a
five
five
thousand
service
requests
increased
just
in
the
first
half
of
this
year,
compared
to
the
first
half
of
last
year,
so
significant
increases.
Your
second
part
of
your
question
was
the
call
per
officer,
so
I
can
tell
you
that
by
average
calls
per
officer
here
in
Ottawa
is
about
one
hundred,
eight
hundred
and
fifty
calls
per
officer.
P
M
I
want
to
I
want
to
understand
that
we
have
a
report
that
I
believe
will
be
carried,
but
were
it
feels
like
we're
already
behind
right
like
we,
then
the
numbers
were
from
the
the
adjustment
was
from
2016
in
many
ways,
and
now
we
find
ourselves
two.
Three
years
later,
continued
growth
I
have
concern
as
a
committee
member
as
to
how
do
we
continue
to
if
the
calls
trend
upward
to
give
the
resources
to
the
team
that
are
needed.
O
Gerrae,
the
council
brings
a
a
good
point
up
and
it
was
part
of
the
debate
as
we
we
were
preparing
to
bring
this
forward
and
the
team
looked
at
that
closely.
One
thing
we
knew
we
didn't
have
was
a
baseline.
There
was
nothing
there.
So
that's
what
this
finally
establishes.
You
know
performance,
metrics,
response
time,
standards
that
type
of
thing,
so
that
gives
us
a
baseline
to
be
four
to
bring
to
you
right
now,
I
guess.
O
With
regards
to
we
believe
now
the
service
requires
more
resources
or
doesn't
as
well
there's
another
element
that
we
still
don't
have
so
we're
a
little
hesitant
to
kind
of
go
there,
because
we
still
we're
now
leveraging
a
lot
of
new
technology
that
we're
starting
to
implement,
which
we
thinks
are
going
to
are
going
to
give
us
also
some
performance
advantages
that
may
also
offset
some
of
the
growth.
So
the
simple
answer
is,
for
the
first
time,
like
you
saw
in
other
services
and
I
know,
you
were
one
of
the
counselors
that
was
telling
us.
O
This
often
was:
can
we
not
have
like
paramedic
services?
I
know
priority
one
calls,
and
so
we're
gonna
have
that
now
you've
got
a
baseline
and
we
feel
that,
as
we
leverage
the
new
technology
we'll
be
able
to
every
budget
year,
come
to
you
and
say
yeah,
here's
our
performance
standards,
we're
meeting
them
or
we're
not,
and
if
we're
not,
then
we're
gonna
have
the
analysis
of
why
we're
not
and
the
recommendations
forward
too.
So
we
feel
that
we
had
initially,
as
we
were
doing
this
work,
we
authorized
the
22
temporary
FTEs.
O
Let's
get
that
running,
see
what
it
does
run
it
for
a
year.
We
know
what
the
performance
is
and
then
we'll
be
able
to
come
to
you.
So
this
next
budget
cycle,
as
we
do,
the
analysis
of
the
call
volume
is
here
before
the
budget
report
this
year.
What
if
we
feel
we
have
pressures,
then
we'll
be
able
to
bring
it
to
you
and
it's
on
an
instant
on
evidence-based
analysis.
M
M
So
I'd
love,
I
love
for
us
to
put
a
little
deeper
data
depth
in
terms
of
addresses
or
type
of
offense
that
that
seemed
to
reoccur
is
and
I'm
really
talking
about
property
maintenance,
property
standards
which
weigh
heavy
on
officers
and
garbage
which
weigh
heavy
on
on
officers
time
so
I'm
not
looking
for
comments.
These
are
just
aspiration
going
forward
on
on
the
data
and
on
the
structure
that
could
be
could
be
needed.
H
Thanks
very
much
I,
don't
so
much
have
questions
as
comments
on
the
report
and
recommendations
and
I
guess
the
first.
The
first
comment
is
just
simply
thank
you,
I.
Don't
think
people
realize
all
the
various
things
that
you
do,
including
getting
bearers
of
the
downtown
and
dealing
with
with
grass.
That's
too
long
on
a
neighbor's
lawn,
you
often
get
asked
to
stand
between
neighbors,
who
won't
or
can't
speak
to
one
another
too.
H
H
So
it's
not
all
about
levying
a
fine
or
issuing
a
ticket,
but
it's
about
getting
down
to
solving
the
actual
problem
and
so
I,
just
as
a
councillor
who
who
deals
with
you
guys
on
a
regular
basis.
I
want
to
say
thank
you
for
that,
because
I
think
that's
important
work
that
you
do
and
a
lot
more
sustaining
a
long,
lasting
than
simply
sitting
there
and
pulling
out
your
pad
and
writing
a
ticket.
H
At
the
same
time,
I
appreciate
that
that
takes
time
it
takes
resources
to
use
that
approach
which,
which
again
is
I,
think
much
more
community
friendly,
much
more
sustainable.
So
I
have
no
issue
whatsoever
supporting
the
addition
of
the
of
the
15
officers.
I.
Think,
though,
what
we
need
to
do
and
I
hope,
I'm
not
straying
out
of
out
of
the
topic
but
I,
know
that
the
work
plan
is
coming
up
and,
as
part
of
the
work
plan,
you're
going
to
be
looking
at
new
and
different
bylaws
and
enhancing
existing
bylaws.
H
So
I
think
this
is
a
discussion
we
need
to
have
when
that's
all
done
as
well
and
when
you're
in
a
better
position
to
say
we're,
get
where
we're
saying
we
need
a
nubile
on
this
and
our
anticipation
is
that,
if
we're
going
to
have
to
enforce
these
additional
or
work
with
the
Communion
on
these
additional
issues,
we're
going
to
need
two
officers
for
this
and
three
officers
for
that.
So
I
think
it's
just
the
beginning
of
that
discussion
again.
I
have
no
problem
whatsoever.
H
Supporting
the
15
I
am
not
comfortable
and
beyond
that,
and
you
and
I
have
talked
about
that
a
little
bit
mr.
de
Monte,
because
you
don't
know
what
your
needs
are
yet
so,
but
I
guess
what
I'm
saying
was
the
door
is
open
when
you
know
when
your
needs
out
what
your
needs
are
going
to
be
come
back
to
this
committee.
Have
that
discussion
about
how
many
more
officers
you
might
need
or
how
the
office
you
have
may
be
differently
deployed.
So
thank
you
very
much.
B
Ok,
fantastic.
Thank
you
very
much
appreciate
all
the
hard
work
that
you're
doing
and
asking
answering
all
of
our
questions
here
today
with
that.
So
we
do
have
a
motion
before
us
to
approve
22
full-time
equivalents
to
be
funded
through
the
revenues
of
the
bylaw
and
regulatory
services
budget,
as
described
in
the
report,
as
well
as
receive
the
information
for
Bilaam
regulatory
services
2018
and
a
report
carried.
B
B
Of
all,
thank
you,
of
course,
for
the
report.
It's
obviously
reflective
of
a
tremendous
amount
of
activity
during
2018
I
did
just
have
a
few
quick
questions
and
I'll
see
if
my
colleagues
have
others
as
well.
One
item-
and
we
spoke
about
this
a
number
of
months
back
when
I
visited
headquarters-
was
with
respect
to
the
amount
of
resources
and
work
that
the
service
has
dedicated
specifically
to
LRT
and
I.
Think
it's
worthy
of
a
discussion.
T
Thank
you
for
the
question
chair.
Yes,
LRT
has
been
a
tremendous
amount
of
effort
on
behalf
of
Ottawa
Fire
Services
on
two
front
two
fronts:
Oh
one
is
the
our
ability
to
actually
respond
to
incidents
and
to
have
the
proper
training
and
equipment
to
do
so
and,
and
we've
been
progressing
quite
well
in
that
front.
On
that
front,
the
second
item
has
been
the
engineering
assistance
required
to
actually
get
the
fire
services
approvals
for
fire
related
components
in
accordance
with
the
NFPA
standards.
T
So,
luckily,
for
us,
one
of
our
deputies,
deputy
Sean
Tracy,
is
a
professional
engineer
and
was
able
to
take
on
a
lot
of
that
of
those
tasks
and
that
role,
unfortunately,
that
also
takes
him
away
from
his
his
duties.
The
very
nice
part
about
all
of
this
is
Ottawa,
has
developed
a
plan
for
processing
thousands
of
documents
and
for
for
analyzing
them
and
doing
spot
checks
etc.
T
So,
based
on
all
of
that
information,
you
know,
we've
been
able
to
sign
off
on
on
several
fire
safety
issues
and
address
several
concerns
that
may
not
have
been
raised.
Had
we
not
been
at
the
table,
so
we
are
happy
to
be
at
the
table,
but
I
think
in
phase
two.
We
need
to
have
a
valid
discussion
on
what
that
look
like,
as
deputy
chief
Shan
tracy
has
announced
as
a
retirement.
B
You
know
it's
my
understanding,
where
we're
one
a
few,
just
over
two
hundred
that
successfully
go
through
this
accreditation
process.
Will
you,
as
you're,
going
through
this
process
right
now
for
2019?
Will
you
be
coming
back
to
committee
to
report
back
on
that
and
sharing
your
success
or
otherwise
lessons
learned.
T
We
would
be
happy
to
come
back
to
committee
and
report
on
on
the
current
process.
We
were
accredited
in
2014,
it's
a
five-year
process,
so
our
accreditation
ends
this
year.
It's
252
performance
measures,
80
plus
key
performance
indicators,
all
things
that
we
have
to
do,
you're
correct.
There
are
only
266
accredited
fire
services
out
of
36,000
internationally
and
Ottawa
is
one
of
them,
so
we're
very
proud
of
that
accreditation.
We're
currently
going
through
the
process
of
being
recreated.
T
Actually,
coincidentally,
this
week
the
assessment
team
was
was
in
town
and
interviewed
several
of
our
members
and
their
job
was
to
look
at
to
audit.
If
we
do
what
we
say,
we
do
in
measuring
those
252
performance
measures
they
left
yesterday
afternoon
and
prior
to
leaving
they
had
an
exit
conference
with
us,
at
which
point
they
told
us
that
they
would
be
recommending
to
the
commission
that
we
birria
credited
now
we
are
required
to
attend
Commission
hearings
in
August
and
time.
T
C
Question
you
asked
find
that
fascinating
how
we
might
serve
as
a
disaster
in
the
tunnel,
and
you
said
that
there's
been
an
acquisition
of
new
equipment.
So
what
would
that
look
like
I
have
to
tell
you
I
and
getting
images
of
a
ride
at
Orlando,
one
time
where
they
had
they
simulated
an
earthquake
in
a
tunnel?
So
if
we
were
to
have
something
like
an
earthquake
here,
how
would
we
get
people
out
of
that
tunnel?
Is
there
plan
for
that?
What
kind
of
equipment
do
we
have.
T
Yes,
well,
you
know,
there's
those
comprehensive
assessments
made
on
those
factors:
the
risk
assessment,
there's
a
group
from
LRT
it's
at
which
we
participated
in
doing
full
risk
assessments
on
all
the
possible
risks
associated
with
it,
and
then
we
identify
what
kind
of
equipment.
So
we
assess
every
type
of
hazard,
whether
it's
a
fire
in
a
tunnel,
whether
it's
an
earthquake
weather
and
then
how
the
evacuate
there's
an
evacuation
plan.
How
that
evacuation
plan
will
unfold,
making
sure
that
all
security
features
are
in
place
such
as
electrical
power,
etc,
proper
ventilation
of
the
tunnel.
T
So
in
those
types
of
incidents
we
may
get
smoke,
we
may
get
dust,
may
get
all
kinds
of
contaminants
in
the
air.
There's
a
full
evacuation
system
to
evacuate
those
contaminants
and
allow
people
to
self
evacuate
as
we're
going
in
to
also
help
those
who
may
not
be
able
to
self
evacuate.
So
you
know,
let's,
let's
hope,
we're
never
faced
with
any
of
those
situations
and
if
we
are
I
believe
that
we're
on
the
right
path
to
be.
T
We
have
lifting
capabilities
where
it
can
lift
the
Train
off
the
ground
or
off
the
tracks
in
order
to
access
people
who
are
stuck
beneath
it
that
we
did
a
recent
exercise
where
we
tested
that
equipment
in
a
real-life
type
situation
and
show
that
it
is
successful
so
that
that
cost.
You
know
just
over
a
hundred
thousand
dollars
for
that
equipment
itself
and-
and
it
was
purchased
for
us
so
again,
other
equipment
with
our
partners
in
a
paramedic
service
or
police
services,
specific
track
stretchers.
T
C
M
M
Don't
want
to
use
the
word
reliable
because
it's
not
a
fair
assessment,
but
it's
it's
there
you're,
always
there
you're,
always
there
and
there's
not
there's
not
an
appropriate
word
to
say
that,
but
want
to
understand
so
councillor
Dean's
was
on
to
a
specific
question,
but
your
preparation
for
the
opening
of
light
rail.
The
training
schedules
are
on
track
and
and
completed.
I
think
you
residents
will
Ottawa
want
to
want
to
ensure
that
that's
in
place
or
that
you're
well
underway.
T
Thank
you
through
your
chair.
First,
with
regards
to
the
the
kudos
to
our
team.
We
have
a
great
team
and
and
and
it's
not
just
the
Ottawa
Fire
Service
team,
it's
the
city
team.
You
know
one
city,
one
team,
and
we
certainly
have
seen
that
through
these
disasters,
not
only
through
our
Emergency
Response
partners,
but
through
all
city
employees
and
I'm,
so
very,
very
proud
to
be
part
of
this
city
and
to
be
employed
by
the
city,
so
I
will
accept
that
on
behalf
of
all
city
employees
and
not
just
the
fire
service.
T
With
regards
to
your
second
question,
yes,
we
have
been
training,
it's
an
ongoing
process,
just
like
everything
we
do
with
regards
to
training.
As
we
setup
initial
training,
we
do
you
know,
reviews
of
best
practices
and
then
we
actually
do
exercises
to
test
our
training,
but
it's
an
evolution
and
it
requires
us
to
look
at
other
possibilities
and
then
continue
to
train
annually
on
those
possibilities.
So
are
we
prepared
for
every
eventuality,
probably
not,
but
we're
very
prepared
for
the
the
startup
of
the
LRT
sheriff.
O
I,
just
may
add
the
Chiefs
being
a
little
modest
and
counselor
chair
Dean's
is
questioned
as
well
too
from
an
LRT
perspective,
and
we
don't
make
this
publicly
known,
but
we've
been
not
only
training,
our
people
and
doing
equipment.
We've
been
doing
table
talks
exercises,
but
we've
been
in.
Our
teams
have
been
in
the
LRT
during
the
construction
phase
for
orientation
testing.
O
You
know
radio
systems
the
chief
alluded
to,
and
these
are
lessons
learned
from
the
London,
a
fire
that
they
had
and
their
underground,
etc,
ventilation
and
all
those
things
have
been
practiced
and
and
we've
done
live
exercises
in
the
tunnels,
with
patients
trapped
under
the
the
LRT
and
the
fire
service
with
their
specialized
equipment
and
how
that
works
and
how
the
team.
So
this
is
like
a
new
area,
so
that
has
been
ongoing,
we're
very
confident
of
our
processes
that
are
in
place
and
for
the
launch
of
LRT.
O
We
even
have
our
Emergency
Operations
Center
that
will
be
spooled
up
for
that
day
for
any
eventualities
and
again,
not
in
a
public
forum.
I,
don't
want
to
necessarily
talk,
but
you
know
when
these
types
of
these
types
of
systems
are
uploaded
and
put
in
place,
there's
all
sorts
of
things
that
could
happen
so,
whether
it's
you
know
an
eventualities
of
somebody,
suicide
or
other
other
issues.
So
I
can
assure
you
that
we've
been
working
throughout
as
you've
been
focused
on
getting
the
LRT
up
and
running.
O
We've
been
assuring
that
once
that's
up
and
running
our
community
to
be
safe
and
then
any
event,
reality
we're
ready
to
attack
and
to
intervene
so
across
the
board
that
has
been
so
I
can
reassure
you
there
and
that
she's
being
very
modest
him.
The
paramedic
chief,
the
police
chief
and
a
lot
of,
and
our
LRT
partners
have
been
on
this
since
they
want
okay.
M
Thank
you
and
my
final
question
relates
to
the
portion
of
diversity
and
inclusion
that
you
have
in
the
report.
It's
it's
great
that
that
is
front
and
center
and
that
that's
president
I
I
would
love,
though,
if
you're
able
to
follow
up
with
me
and
just
make
sure
I'd
love
to
see
what
the
outreach
plan
is,
because
it
certainly
the
face
of
Ottawa's
changing
and
want
to
make
sure
that
all
our
services
reflect
that
as
well.
I
would.
T
T
B
I
Good
morning,
and
thank
you
for
for
being
here
this
morning,
some
of
them
my
question-
is
basically
and
I'm
the
success
rate
of
I
understand
in
a
report.
2018
increased
3.4
percent
call
for
service,
and
in
the
past
we
had
a
if
you
want
to
call
it
trash
hold
and
time
for
response
for
priority.
One
calls
and
I
thought
we
had
her
been
separated
from
rural,
but
now
I
seen
you
have
them
all
together
am
I
correct,
that's
correct!
Yes,.
I
N
I
Again,
as
chief
Cassady
I
understand
this,
what
and
I
know
the
target
time.
It
says
eight
minute,
council,
approved
percent
is
75,
so
basically
you
need
to
meet
your
75%
and
and
some
places
you
did
2016.
You
did
in
20
2015
2016
2017
your
day
28.
But
my
question
is
one:
when
someone
read
this
report,
it's
not
separating
that
their
rural
area
from
the
rest
of
the
city.
It.
I
In
that
past,
we
used
to
receive
report
from
you
from
you
folks
and
tell
us
the
war
by
Ward
what
what
the
call
for
service
was.
How
many
time
you
met
the
target,
how
many
call
for
Priority,
One
or
whatever
you
guessed,
use
the
term
MCATs
in
one
three
or
two
and
three?
We
need
that
report.
We
need
to
be
able
to
have
it
so
because,
as
you
know
and
I
think
most
my
Colleen
know
some
of
the
Rural
Municipality
they
start
to
show
and
I
know.
I
This
is
we're
gonna
tell
me,
that's
the
province
that
I
get
all
this,
but
nevertheless,
if
I
was
a
taxpayer
and
ran
through
clowny,
I
will
be
annoyed
to
know
so
many
calls
in
West,
Carlton
or
in
the
west
part
of
the
city
been
picked
up
by
ran
through
and
the
self
is
the
same.
The
East
is
the
same.
We
have
to
do
better
job
telling
the
public.
Well,
that's
a
ministry
and
they
said
their
call
and
their
knee
resemblance
has
to
pick
up
that
call
I,
don't
think!
That's
really
good
enough.
I
But
again
that
policy
protocol
I
understand
has
been
there
by
the
province.
Yes,
our
paramedic
I,
don't
think
they
have
any
business
to
go
to
Renfrew,
but
Renfro
has
to
come
to
Ottawa,
because
we
have
five
six
hospitals
in
Ottawa
when
they
are
in
Ottawa
they're,
legislated
to
pick
up
the
car.
My
question
to
you
is
they're.
Picking
up
too
many
calls
to
the
point.
Where
really
start
to
be
a
burden
on
their
own
level
of
service.
We
have
to
do
something
to
help
them
as
well.
I
N
I
And
I
know
I
didn't
and
we
ought
add
important
medical
and
we're
God
knows,
but
we're
adding
quite
a
bit
actually
every
year,
but
it
doesn't
seem
were
really
achieving
a
lot
from
this.
You
know
from
the
78
or
early
80
percentage
of
success,
specially
in
some
I
know
downtown.
You
might
be
able
to
achieve
it
right
in
the
core
because
Denver's
next
door,
but
other
venue
we
we
had
used
in
the
past
a
nurse
at
the
hospital
to
release
the
paramedic
right
away.
We
have
the
community
paramedic
in
in
West
Carlton.
N
Well,
the
the
act,
the
ammos
act
that
that
allowed
for
or
that
analyze
ambulance,
act,
changes
that
allow
for
more
freedom
for
paramedic
services
to
engage
in
those
activities
in
the
community
has
not
actually
been
proclaimed
yet.
But
we
are
speaking
with
the
ministry
along
those
lines.
We
want
to
pursue
those
those
activities,
because
we
really
see
that,
as
as
the
future
sustainability
process
for
for
emergency
services.
I
Well,
thank
you.
Chief
Kassadin,
yeah
I'd
be
half.
You
know.
First
of
all,
thank
you
to
you
and
to
your
team
being
there
helped
the
community
2017-2018
tornadoes
and
20:19
flood
and
tornado,
and
we
know
that
level
of
call
and
service
for
call
for
services
been
increased
every
every
year,
but
I
would
still
like
to
have
the
yearly
report.
I
I
think
was
called
war
by
world
and
the
number
of
call
we
attend
and
and
and
just
so
we'll
have
a
better
understanding
of
the
type
of
work
you're
doing
and
and
with
that,
I
would
leave
it,
but
I
would
like
to
have
their
yearly
report.
If
it's
part
we
used
to
have
it
I'm,
not
sure
when's.
The
last
time
was
published,
but
we
haven't
seen
it
for
a
couple
of
years.
I
think
mr.
de
Monte,
do
you
have
idea
why
the
yearly
report
was
that
chair.
O
Yeah
I,
don't
know
the
exact
year,
but
one
the
legislation
changed
and
we
had
to
come
back
to
council
to
change
our
response
time
standard
and
the
province
set
8
minutes
and
6
minutes
for
defibrillators
and
then
council
set
the
percentile
rank.
That's
when
the
new
model
came
out,
so
that
was
several
years
ago,
but
as
the
chief
says,
if,
if
you
want
that
new
information
will
assure
that
it's
part
of
the
future
reports.
Okay,.
B
N
N
Resources
has
a
serious
impact
on
on
the
response,
time,
performance
and
the
availability
of
those
of
those
resources.
The
perspective
is
that
there
are
at
peak
54
ambulances
on
duty
during
the
day
and
we
can
have
20
to
30%
of
those
vehicles
in
in
the
hospitals
instead
of
in
the
community,
the
rest
of
them
being
on
calls
and
the
calls
keep
coming
and
we
keep
responding
and
the
effective.
An
offload
delay
that
doubles.
Our
our
time
on
task
for
a
given
call
has
a
serious
impact
on
our
ability
to
respond
and.
N
There
is
a
there
is
a
theoretical
and
legal
transfer
of
responsibility
at
the
threshold
of
the
of
the
hospital,
but
if
the
nurse
is
not
available,
we're
left,
standing
and
waiting
the
hospitals
have,
you
know,
I,
say
we're
working
closely
with
them.
I
spoke
with
them.
Yesterday,
I'll
speak
with
them
again
today,
we're
working
on
on
plans
to
to
enable
that
departure
of
our
of
our
paramedics
as
quickly
as
possible,
and
that's
with
the
help
of
the
of
the
hospitals,
who
have
committed
to
hiring
nurses
and
different
different
different.
N
Nurses,
with
that
with
different
scope
of
practice,
I'll
say,
then,
are
currently
involved
to
allow
them
to
take
the
patients.
When
we
arrive,
we've
we've
been
working
with
them
for
an
extended
period
of
time,
and-
and
we
hope
that
this-
that
this
latest
plan
of
theirs
and
ours
will
have
some
effect
soon.
I
I
don't
want
I'm,
not
trying
to
be
Kate
I.
Just
you
know
it's.
N
B
B
H
You
very
much
to
kind
of
build
on
that
topic
if
I
recall
last
time
we
we
spoke
about
this.
Mr.
Demonte,
you
had
a
very
direct
message
to
deliver
about
the
situation
with
offloading.
You
have
another
opportunity
now,
if
you
like,
but
but
what
I,
what
I'm
trying
to
get
at
is
in
the
report.
It
does
indicate
that
the
pilot
program
in
certain
cases
is
expediting
the
transfer
time
so
I
guess.
My
question
is,
is
twofold:
what
are
the
lessons
learned?
H
H
If
there's
something
we
can
do
and
you
can
be
given
direction,
can
you
let
us
know
what
that
is
if
it's
something
without
outside
of
our
bailiwick,
in
terms
of
as
I
say
the
regulations
or
the
legislation
but
a
request
to
be
put
into
the
premiers
office,
then
we
need
to
know
that.
So,
if
you
can
share
that,
please
do.
O
Absolutely
chair,
so
the
chief
and
the
team
have
been
working
with
our
Hospital
partners
on
on
this.
And
yes,
while
you
point
to
the
2018
report
there,
there
has
been
some
improvement
at
that
time.
Unfortunately,
we
could
report
that
this
year
it's
gone
completely
the
other
way.
This
is
truly
fundamentally,
you
know
we
could
look
at
legislation
and
all
that,
that's
not
the
problem.
When
a
patient
is
taken,
charge
and
care
is
given
in
the
community
and
we
arrive
at
the
threshold
of
the
institution.
O
It's
now
becomes
the
institution's
problem,
so
really
there's
no
legislative
issue.
This
is
fundamentally
the
complex
issue
of
healthcare.
More
broadly,
and
you
know
talk
about
alternative
level
of
care
of
patients,
long-term
care
beds.
All
that,
but
what's
happening,
is
there's
a
bottleneck.
Then,
when
we
arrive
at
the
institution
now
in
fairness,
we
have
been
in
discussions
with
the
executive
teams
of
our
hospitals.
They
continue
to
say
yes,
this
is
important
to
them
and
they
want
to.
They
want
to
resolve
this.
O
It
is
extremely
challenging
when
we
have
20
vehicles
on
awful
delay
for
12
hours
in
an
institution.
That's
20
vehicles
that
can't
respond
to
an
emergency
in
the
urban
core
and,
as
the
chief
indicated
to
council
shantia,
what
happens
is
then
he's
deploying
the
little
assets
he
has
where
the
most
calls
will
be
it's
triage
and
then
we're
diminishing
our
rural
capacity.
O
So
if
there's
any
message
and
no
I'm
not
going
to
make
the
same
statement
I
made
last
time,
although
I
think
it
still
holds
I
think
the
challenge
is
the
institution's
have
to
resolve
their
issues.
You
we
had
a
few
years
ago.
We
had
some
challenges
here
with
regards
to
keeping
up
the
growth
and
that
impacted
our
response
times.
This
committee
and
council
has
been
supportive
of
the
service,
has
reinvested
and
you
see
the
results
of
your
investments
today.
Your
response
time
standards
are
not
only
being
met,
they're
being
surpassed.
O
Councillor
lnterior
talked
about
the
rules,
we're
going
to
provide
that
so
you're
fulfilling
your
responsibilities
as
growth
increase
in
the
community,
we're
adding
the
resources
to
keep
up
to
that
growth,
that's
being
eaten
up
to
the
tune
of
you
know
the
equivalent
of
17
million
dollars
a
year
by
the
institutions
that
has
to
be
resolved
once
and
for
all
and
I.
Don't
the
only
message
I
can
say
is:
if
you
politically
can
can
influence
that
and
they
can
resolve
their
issues.
That
would
be
very
helpful
because
that's
the
bottleneck,
it's
not
a
legislative
problem.
O
H
O
Know
candidly
I
don't
want
to
say
what
it
is
there.
It
may
be
a
resource
issue,
it
may
be
a
management
issue.
It
may
be
a
deployment
of
resources
within
the
institution.
It
all
belongs
to
the
hospital
to
resolve
their
issue
and-
and
that's
that's
why
it
is
complex
legally
and
legislatively.
Yes,
there
can
be
abandonment
of
a
patient,
we
can't
arrive
and
just
leave
the
patient
and
leave
something
happens
that
patients
we'd
be
accountable
because
the
continuity
of
care
hasn't
continued
between
health
professionals,
but
our
expectation-
and
you
know
we
give
them
them.
They.
O
We
transfer
over
a
million
dollars
a
year
in
the
offload
nurse
program
to
the
hospitals
to
resolve
that
issue.
They
know
how
many
patients
a
day
arrive
in
their
institution.
They
have
to
be
prepared
to
receive
them
and
to
take
the
patient
upon
our
arrival,
the
institution,
so
it
for
me
to
answer
that
question
I'm
getting
involved
in
the
management
of
the
hospital
which
is
inappropriate,
I'm,
not
asking
them
to
get
involved
in
our
management.
O
H
Just
one
very
quick
follow-up
questions,
so
mr.
Monty,
if
we
took
the
weight
piece
out
of
it,
what
it,
what
is,
what
is
the
optimum
time
for
an
ambulance
operator
for
a
paramedic,
in
other
words,
to
do
what
you
need,
what
you,
what
you
need
to
do,
what
you
legislatively
have
to
fill
out
the
forms,
how
fast
I
guess
what
I'm
saying
is:
how
fast
should
it
work
in
a
perfect
world
once.
N
We
arrive,
we
should
be
loading
the
stretcher
back
into
the
ambulance
within
30
minutes.
So
that's
so!
That's
Mathura
package,
the
patient
a
little
bit
in
the
back
of
the
vehicle
before
you
get
out
now
to
make
that
preparation
to
go
outside
and
back
in
enter
the
enter.
The
facility
give
you
a
report.
Transfer
the
patient
to
a
a
hospital
asset.
A
chair
or
a
stretcher
cleanup,
which
is
these
days,
is
a
lot
more
complex
than
when
I
was
doing
it.
N
There
are
our
health
and
safety
requirements
are
quite
a
bit
more
stringent
than
they
used
to
be
and
then
documentation
and
and
put
the
equipment
back
in
the
vehicle
and
out
that
should
generally
take
about
30
minutes
depending
on
on
the
case
in
the
and
the
you
know,
the
amount
of
interventions
that
you
might
have
done.
The
some
are
fairly
quick
and
some
might
take
a
little
more
time
and
you
may
have
a
little
mess
in
the
back
of
the
vehicle
to
clean
up
too,
but
generally
between
20
and
30
minutes.
N
K
Thank
you,
I
guess:
I,
don't
dwell
on
this
too
much,
but
from
the
report
it
says,
like
35,000
hours
are
spent
with
our
paramedics
sitting
waiting
to
offload
patients.
We've
been
talking
about
this
problem
for
many
many
years
and
I
know
that
the
paramedics
service
and
the
hospitals
have
been
doing
this
dance,
trying
to
figure
out
how
they're
going
to
solve
it.
So
I
think
that
it's
time
for
somebody
else
to
get
involved
to
solve
this
I
really
do
like.
K
N
The
issue
there's
a
fundamental
issue
with
that.
It
seems
like
a
perfectly
reasonable
and
we're
looking
to
do
a
modified
version
of
exactly
what
you're
you're
speaking
of
but
as
the
paramedic
crosses
that
threshold
of
the
facility,
they
no
longer
become
a
paramedic
in
the
true
sense
of
the
word
they're
in
the
presence
now
of
a
higher
medical
authority,
so
picture
the
paramedic
coming
into
your
doctor's
office.
The
doctor,
the
paramedic,
is
not
authorized
to
do
his
or
her
interventions
in
the
in
the
presence
of
that
higher
medical
authority.
The
higher
medical
authority
takes.
N
It
takes
the
responsibility
for
the
care
of
all
the
patients
that
are
in
that
facility.
So,
as
we
go
in
now,
and
there
is
a
lack
of
physical
reception
of
that
patient,
that's
that's
really.
The
the
issue
is:
is
the
physical
reception
of
the
patient,
the
the
theoretical
reception
happens
as
we
cross
the
threshold,
so
whether
we
leave
one
paramedic
there
or
18
or
24
paramedics
there.
N
We
provided
tools
for
them
from
a
from
a
from
a
digital
perspective,
to
provide
them
with
data,
real-time
data
to
assist
them
with
preparation
for
the
arrival
of
the
patients.
The
offload
nurse
program
that's
in
place
now
you
Eliza's
nurses,
that
are
that
are
part
of
a
of
a
commercial
team
and
they
do
not
have
all
the
rights
and
privileges
of
a
regular
standing
nurse
in
the
hospital.
So
they're
they're
trying
to
move
away
from
that.
N
In
order
to
provide
more
more
capabilities
for
patients
that
arrive,
the
offload
nurse
will
take
patient
a,
but
will
not
take
patient,
be
because
patient
Bea's
condition
is
not
does
not
meet
their
criteria.
So
we're
trying
to
remove
that
that
impediment
there
are
physical
limitations
in
their
physical
plant
as
far
as
space
and
monitors
and
actual
stretchers
beds,
and
so
we've
been
working
with
them
to
to
identify
and
and
and
rectify
and
mitigate
those
issues.
K
N
K
Be
fent,
okay,
but
right
now
it's
a
push
and
pull
between
resources
between
the
hospital
and
the
paramedic
service.
So
I
guess
my
suggestion
again
is
that
someone
outside
of
the
paramedic
surface
in
the
hospital
is
going
to
have
to
find
a
solution
and
impose
a
solution
on
them.
So
that
would
take
the
responsibility
away
from
you
always
advocating
on
behalf
of
the
patients
and
your
ambulances,
because
I
think
this
will
always
bend
the
stumbling
block
for
the
past
several
years.
Well,.
K
The
Ministry
of
Health
so
but
I
think
I
think
it's
been
it's
really
clear
what's
happening
here,
but
thank
you
so
much
for
your
patience.
Excuse
fun
your
patience
in
dealing
with
this
situation.
It
has
to
be
so
frustrating
for
people
who
want
to
answer
calls
to
be
sitting
and
waiting.
So
thank
you
so
very
much.
Thank
you.
N
N
Sheila
in
the
Heart
Institute,
we
are
interactions
with
them
or
they're.
Quite
a
bit.
Fewer
and
and
geo
does
a
fantastic
job.
The
Heart
Institute
is
a
is
a
very
scheduled
there's,
no
emergency
ward
there,
so
everything
is
scheduled
or
a
when
we
do
a
bypass
a
STEMI
bypass.
There
is
a
there's,
a
procedure
there
that
people
are
waiting
for
us
and,
and
so
we
really
consider
that
the
three
main
hospitals
with
the
four
campuses
as
the
as
our
partners
in
this
offload
issue,
I.
L
Appreciate
that,
thank
you,
I'm,
just
looking
at
the
the
response
times
in
the
data
and
I
do
agree
that
it.
There
are
some
very
positive
signs
here
in
the
last
few
years,
especially
with
sudden
cardiac
arrest.
You're
now
exceeding
the
council
approved
percentage,
and
it's
gone
up
for
the
last
five
years
or
so
that
my
concern,
though,
is
on
the
on
the
next
page
on
the
call
processing
times
the
trend
over
five
years
is
getting
worse.
L
You
know,
there's
a
one
year
increase
this
year,
but
over
five
years
it's
trending
down,
and
so
you
really
have
to
add
those
two
times
together,
though,
to
go
from
the
911
one
call
to
actually
getting
ade.
So
how
do
those
if
it's
taking
longer
to
process
the
calls,
but
the
paramedics
are
arriving
on
time-
is
that
a
net
we're
basically
just
treading
water
or
has
there
actually
been
so?
Is
the
ten
point
increase
on
response
times
offset
by
the
four
point
or
five
point
decrease
in
processing
times
right
in
head
over
to
zero?
So.
N
The
reason
they're
separate
is
that
the
dispatch
center
is
operated
by
the
city
and
contract
to
the
Ministry
of
Health,
and
the
performance
targets
are
established
by
the
ministry
for
both
entities
separately.
The
you're
right
that,
from
the
patient's
perspective,
the
time
from
the
call
to
the
time
the
ambulance
arrives,
is
what's
important
to
them.
N
So
changes
in
the
protocol
can
impact
that
time
changes
in
the
tools,
the
CAD
that's
being
used,
which
has
been
changed
over
the
course
of
a
number
of
years
and
is,
and
is
due
for
another
major
change
over
the
course
of
the
next
year
can
impact
that
time.
The
the
importance
of
getting
that
call
taking
right
is
can't
really
be
understated,
as
mcgerr
to
the
assignment
of
the
call
and
the
assignment
of
the
call
to
the
correct
resource
and
whether
or
not
that
call
can
be
preempted
for
another
or
held
for
a
period
of
time.
N
So
it
is
it's
a
very
important
phase
of
the
of
the
call.
We
anticipate
a
change
in
both
the
CAD
and
in
the
protocol
in
the
in
the
next,
probably
in
the
next
couple
of
years.
Mpd
s
is
the
the
protocol
them
talking
about.
So
we
should
see
that
that
time
come
down
in
the
in
the
after
the
in
the
implementation
of
the
new
processes,
as
well
as
a
an
internal
push
to
less
talk
on
radio
and
more
digital
communication
through
direct
CAD
to
vehicle
communications.
N
L
The
what's
the
policy
reason
to
have
a
different
target
for
call
transfer
time
to
actually
physical
response
time.
So
your
seat,
s1
call,
processing
time
target,
is
80%,
sudden,
cardiac
arrest
at
75%
your
actual
response
time
targets
are
65%
and
75%
response
time.
Targets
are
lower
than
your
call
processing
time
targets
I'm
wondering
what
the
policy
reason
is
to
have
a
different
target
for
processing
the
call
to
actually
responding
to
the
call
by
the
permit.
The.
N
O
O
If
I'm
a
through
you,
we
didn't
give
you
a
rationale
to
approve
the
and
I
think
the
policy
is
made
by
the
province
of
Ontario.
They
run
all
the
communication
centers.
They
believe
that
call
centers
belong
to
the
province.
We
don't
own
any
of
them
in
the
ottawa's
case
and
in
Toronto's
case
we're
lucky
to
run
it
for
them.
So
we
have
some
managerial
advantages,
so
they
dictated
that
so
that
wasn't
brought
to
you.
So
these
numbers
are
dictated
by
them.
O
The
response
time
standards
on
the
other
side
when
the
law
changed
they
dictated,
they
see
tasks.
One
number
of
the
response
side
at
eight
minutes
and
the
cardiac
arrest
at
six
minutes
counsel
was
allowed
at
that
time
to
approve
what
percentile
rank
that
you
wanted
to
meet
that.
So
when
we
brought
that
policy
to
you,
you
met
what
the
group
of
eight,
the
large
eight
services
in
the
province
had
was
75th
percentile.
So
really
it's
two
separate
anyone.
We
didn't
have
any
control
over
the
call
taking
and
the
other
you
had.
L
Lrt
we
had
some
discussion
with
the
fire
service
about
light
rail
response
right
now.
Someone
has
a
situation
at
a
bus,
stop
downtown.
The
ambulance
pulls
up
basically
right
beside
where
it
happens
and
with
LRT
that
won't
be
the
case.
You
know
not
sure
if
the
public
quite
understands
that
the
enormity
of
our
stations,
you
know,
probably
hundreds
of
thousands
of
square
feet,
multiple
floors,
how
is
our
the
paramedics
going
to
respond
to
a
situation
say
on
the
platform?
L
N
We've
worked
hand
in
hand
with
the
with
the
response
committee
for
LRT
and
have
run
exercises
and
and
established
our
processes
for
the
approach,
access
and
egress
to
to
any
point
in
the
in
the
our
LRT
with
our
part
with
our
partners
in
in
fire
and
transit
it
it.
It
is
a
challenge.
It's
not
like
you
say
it's
not
you
don't
drive
up
and
there's
the
patient
right
there.
N
L
N
N
L
B
B
B
B
Maybe
we'll
move
on
then
we'll
come
back
to
this
once
counselor
flurries
rejoined
us
we'll
move
on
to
number
eight,
which
is
the
auto
music
music
strategy.
Implementation
update
what
come?
Okay,
musical
chairs
here,
okay,
so
we're
back
on
number
eight
harmonization
of
smoke-free
bylaws
and
I
believe
councillor
flurry
has
a
motion.
Yes,.
M
But
we
also
want
to
make
sure
that
other
public
agencies
that
own
the
same
type
of
physical
environments
aligned
with
us
as
well
so
for
I,
want
to
assure
committee
members
that,
first
and
foremost,
as
chair
of
Ottawa
community
housing,
we
have
a
board
tonight
we're
bringing
that
the
bylaws
that
are
being
changed
at
the
city.
We're
bringing
that
to
OC
age
because
Ottawa
community
housing
does
own
parks.
M
I
want
to
make
sure
that
our
policies
align
and
as
we
do
not
direct
the
National
Capital
Commission
I
want
us
to
inform
the
National
Capital
Commission
of
our
changes.
I've.
Given
I've
spoken
to
to
the
community
jump,
sorry
I,
don't
know
how
to
say
that
in
English,
but
our
former
colleague
who
is
also
aware
of
these
changes
and
want
to
make
sure
that
we
convey
them
through
committees.
M
So
I
have
a
motion
here
to
support
support
for
smoke-free
and
vape
free
policies
and
federally
owned
properties,
whereas
outdoor
municipal
properties,
including
in
Espoo
parks,
beaches
and
the
area
surrounding
municipal
buildings,
are
smoke
and
vapor
free,
enabling
members
of
the
public
to
free
of
secondhand
smoke
and
vapor.
Whereas
there
is
a
desire
to
encourage
federal
departments
and
agencies
that
administer
manage
and
program
activities
on
federal
properties,
where
members
of
the
public
may
congregate
to
initiate
and/or
continue
review
of
their
policies
with
the
view
of
creating
and
supporting
smoke,
free
and
vapor
free
public
spaces.
M
Be
it
resolved
that
the
CPS
Committee
recommend
that
council
petition
the
National
Capital
Commission
Parks
Canada
agency
can
eat
in
heritage
and
other
federal
departments
and
agencies
that
administer
manage
or
program
activities
on
federal
properties,
where
members
of
the
public
congregate
to
put
into
place
policies
that
create
and
support
smoke-free
and
vape
free
public
policy.
Public
places
on
federally
owned
properties,
be
it
further
resolved
that
the
mayor
communicates
such
council
petition
to
the
chairperson
and
the
executive
and
the
chief
executive
officer
of
the
National
Capital
Commission,
as
well
as
their
response.
B
L
Mute
swans
are
categorized
by
the
Canadian
Wildlife
Service
as
a
non-native
invasive
species,
which
is
why
their
management
by
the
city
is
subject
to
Canadian
Wildlife
Service
rules.
Mute
swans
were
introduced
to
North
America
at
the
end
of
the
nineteenth
century,
often
as
a
beautification
project,
but
I
say
in
quotes
for
private
Gardens
and
estates
over
time.
Some
of
these
birds
escaped
or
were
intentionally
released
into
the
wild.
Their
numbers
and
range
in
the
eastern
USA
along
the
Atlantic
seaboard,
grew
slowly
in
the
20th
century.
L
The
first
record
of
wild
mute
swans
nesting
on
in
Ontario
was
in
Halton
County
west
of
Toronto
in
1958.
In
the
following
decades,
Wild
Swans
expanded
slowly
along
Lake,
Ontario
and
Lake.
Lake
Erie,
starting
in
the
1980s,
however
mute
swans
increased
dramatically
numbers
of
mute,
swans
increased
dramatically
in
Ontario,
including
along
the
upper
st.
Lawrence
River,
and
into
the
Rideau
River
system.
This
is
likely
due
to
reductions
in
pollution.
Better
protection
for
wetlands,
as
well
as
climate
change.
L
North
America
has
two
native
Swan
species
which,
over
thousands
of
years,
have
co-evolved
with
other
North
American
plants
and
Wildlife.
These
two
native
species
are
the
relatively
small
Tundra
Swan,
which
nests
in
the
Arctic
and
subarctic
lowlands,
and
the
larger
well-named
from
Swan
nesting,
trumpeter
swans
were
well-known
in
the
indigenous
peoples
of
Eastern
Ontario,
as
well
as
to
the
first
European
explorers.
L
However,
as
a
result
of
massive
/
hunting
for
meat
and
feathers,
trumpeter
swans
were
extirpated
from
Eastern
Canada
and
they
lower
lower
48
States
in
the
late
1980s
at
that,
at
the
same
time
that
mute
swans
were
starting
their
dramatic
expansion
in
Ontario.
There
was
a
small
project
to
try
to
reintroduce
trumpeter
swans
in
Ontario,
using
healthy
populations
from
Alberta
and
Alaska.
L
That
project
has
had
notable
success
so
that
now
small
numbers
of
these
large
native
waterfowl
can
be
found
nesting
in
suitable
habits,
habitats
in
southern
Ontario,
including
in
the
Rideau
system,
but
according
to
the
Canadian
Wildlife
Service.
All
is
not
fine
in
the
world
of
swans.
The
non-native
invasive
mute
swans
are
large
birds
that
need
a
lot
of
food
to
survive.
One
bird
can
eat
up
to
40
kilos
of
submerged
aquatic
plants
in
a
day,
uprooting
entire
plants
which
reduces
food
and
habitat
for
other
native
waterfowl
and
Wildlife
feeding.
L
Activities
of
large
numbers
of
mute
swans
over
time
can
damage
or
drastically
alter
wetland.
Ecosystems
they're
also
a
highly
territorial
species,
with
pairs
aggressively
defending
their
territory
from
other
wetland,
dependent
birds
and
mammals.
This
aggressive
behavior
is
most
intense
during
nesting
and
brood
brood
rearing
season.
High
intensity
interactions
such
as
physical
attacks,
can
seriously
injure
or
kill
intruders
mute
swans.
A
native
Swan
species
can
also
interbreed
and
produce
hybrid
offspring
that
can
that
can
threaten
the
genetic
integrity
of
trumpeter
swans.
L
It's
true
that
mute
swans
are
the
descendants
of
swans
gifted
52
years
ago
by
the
Queen,
but
it's
also
true
that
our
understanding
of
the
beauty
and
fragility
of
our
natural
areas
has
significantly
advanced.
Since
then,
we
now
better
understand
that
healthy
wetlands
should
be
the
home
for
a
diverse
native
wild
wild
life
which
have
co-evolved
here,
including
the
native
trumpeter
swans,
which
are
making
a
comeback
in
eastern
ontario.
L
Knowing
now
what
we
do
about
the
importance
of
native
biodiversity,
we
should
ask
ourselves
whether
in
2019
we
would
accept
a
gift
like
this
from
the
Queen.
If
not,
then,
perhaps
we
should
recognize
that
it's
time
for
the
city
to
end
its
anomalous
support
for
this
invasive
and
destructive
species
in
the
sensitive
Rideau
River
ecosystem.
Thank
you
very
much.
L
H
A
comment
end
question.
So,
first
of
all,
thank
you
for
the
the
very
well-researched
presentation
today
and
I
want
to
go
back
to
one
of
the
first
things
you
said
so
you're
you're
a
birdwatcher.
You
said
so
I'm
going
to
extrapolate
from
that
that
you're
a
bird
lover
yes,
and
that
the
recommendation
that
you're
making
to
us
today
is
reflective
of
your
concern
for
our
natural
system
at
large.
H
You
don't
have
a
bone
to
pick
so
to
speak
with
the
swans,
but
it's
it's
about
the
whole
ecosystem
and
the
other
species,
both
plant
life
and
and
and
wildlife.
That
is
why
you're
making
the
pitch
to
us
today,
you
think
overall,
the
best
thing
to
do
for
the
overall
ecosystem
is
to
move
the
swans,
as
is
proposed
in
the
in
the
in
the
report.
So
is
that
a
fair?
That's
that's.
L
K
I'm
just
curious:
we've
had
the
Swans
for
50
some
years
so
do
we
know
emphatically
that
they
have
been
destructive
to
the
Rideau
River,
where
they've
had
their
habitats
for
the
summers
and
the
fact
that
they,
like
the
population
is
dwindling?
Does
it
make
sense
to
remove
them
at
this
point
because
they're
not
I,
don't
think
they're
breeding
anymore?
Are
they
because
of
their
age?.
L
I'll
admit:
I'm,
not
an
expert
in
any
way
on
this
particular
population.
So
I
can't
answer
those
questions.
I
certainly
know
that
in
the
past
they
have
been
breeding
I
know
that
they
have
attempted
to
breed
and,
as
I
said
in
my
presentation,
based
on
on
authoritative
sources,
those
activities
are
very
destructive.
Even
the
small
numbers
that
we
have,
these
swans
damaged
native
aquatic
plants
and
those
native
aquatic
plants
are
used
by
by
native
fish
by
native,
invertebrates
and
vertebrates.
So
even
a
small
number
of
mute
swans
are
actually
causing
destruction
along
the
Rideau
River.
L
K
L
Mcgann
I'm
not
an
expert
on
this
particular
on
this
particular
population,
but
I-
think
it's
quite
reasonable
to
to
anticipate
that
the
removal
of
these
non-native,
destructive
invasive
species
specie
will
actually
help
to
you
know
in
a
minor
way.
I'm
not
I'm,
not
suggesting
that
we're
talking
about
a
major
population
here,
but
in
a
minor
way
we'll
go
to
assist
the
restoration
of
our
of
the
habitat
and,
hopefully
will
lead
to
you
know
a
minor
improvement
of
of
that
particular
habitat
I.
K
L
Been
wondering
for
many
years
about
the
anomalous
situation
where
the
city
is
supporting
this
one
population
in
a
way
that
that
it
doesn't
support
any
others,
I'll
admit
I've.
You
know,
I'm
a
retired
public
servant
federal
public
servant,
so
I've
never
in
the
past,
felt
it
appropriate
for
me
to
take
a
public
stand
like
this.
L
As
councilor
eglee
suggested,
I'm
a
lover
of
nature
I'm,
just
a
lover
of
the
natural
wildlife
in
in
in
Eastern,
Ontario
and
I-
think
it's
appropriate
that
we
should
that
we
should
not
protect
a
particular
species,
a
particular
foreign
aggressive
species
that
is
potentially
hindering
the
return
of
a
native
species
like
the
trembler
swamp.
So.
K
L
It's
hard
to
speculate.
The
trumpeter
swans
are
based
on
what
I've
seen
based
on
breeding
bird,
the
the
breeding
bird
Atlas
of
Ontario.
They
have
been
nesting
in
Eastern
Ontario,
there's
indications
that
they
are
actually
returning
based
on
on
local
bird
watcher
interactions,
there's
indications
that
they
may
be
returning
to
the
South,
March
Islands
area,
the
car,
peels,
etc.
L
They're,
actually,
our
trumpeter
swans
nesting
in
the
Toronto
Islands.
So
it's
an
example
of
a
project
and
I.
Don't
I,
don't
know
that
much
of
the
history
of
that,
but
there's
actually
a
project
of
trumpeter
swans
that
have
been
reintroduced
into
a
protected
area
in
sorry,
not
on
the
Toronto
Islands,
but
rather
on
the
Leslie
Street
spit,
which
is
just
to
the
east
of
the
islands.
So
it
is
an
example
of
a
unique
project
to
to
reintroduce
them,
I'm
not
proposing
here
such
a
project
in
in
Ottawa.
L
K
C
L
So
the
there
are
nesting
populations
of
mute
swans
that
have
started
to
move
into
the
the
upper
st.
Lawrence
so
between
Kingston
and
Gananoque
way.
For
example,
there
are
also
both
tundra
and
trumpeter
swans
that
are
there
in
the
winter
tundra.
Swans
are
heading
north
in
the
spring,
and
so
they
they
are
actually
nesting
in
the
in
the
James,
Bay
and
and
Hudson's
Bay
lowlands
much
in
you
know,
Northern
Ontario
and
then
trumpeter
swan
populations
are
also,
as
I
said,
moving
into
moving
into
into
the
area.
L
L
K
L
So
quote,
our
flock,
or
the
Ottawa
flock
are,
are
controlled,
subject
to
Canadian
Wildlife
Service
rules
they're
not
allowed
to
breed
if
they
do
breed
as
my
understanding
them
the
city,
your
city
staff
should
be
able
to
answer
this
question,
but
my
understanding
is,
if
they're
allowed
to
breed,
then
they're
they're
also
restricted
so
they're
not
allowed
to
to
migrate,
so
they
they
they
have
to
be
part
of.
The
control
flock
the
the
mute
swans
that
we
were
just
referring
to
are
ones
that
that
have
been
expanding
since,
since
the
1950s
into
into
the
st.
L
Lawrence
from
the
populations
on
Lake,
Erie
and
Lake
Ontario.
So
those
were
ones
that
were
originally
introduced
in
the
late
1800s
by
as
a
result
of
this
as
I
called
it
beautification
project
that
you
know,
individuals
thought
that
we
should
be
really
should
be
introducing
European
species
in
order
to
beautify
North
American
habitats.
D
J
I
M
Should
I
have
a
waiver
specific
to
the
extension
we
had,
given
that
we
had
given
a
tight
period
for
a
the
pilot
project
for
bylaw
services
in
Sandy,
Hill
and
bylaw
staff
reminded
me
that
the
extension
was
is
going
to
lapse
on
July
12th
of
this
this
coming
month.
So
I'm
just
the
pilots
been
successful,
we
just
want
to
extend
it
and
not
call
it
a
collar
pilots
so
subject
pursuant
to
subsection
89.
The
procedural
bylaw.
M
So
we
have
a
pilot
project
where,
by
loss,
we've
changed
the
bylaw
so
that
in
Sandy
Hill
the
garbage
is,
as
not
seen
from
street
view
and
we've
added
additional
bins
that
we
were
tricked
on.
It's
worked
well
as
a
pilot,
and
the
pilot
expires
July
of
this
month.
So
as
part
of
the
bylaw
Review
staff
highlighted
the
need
to
extend
the
extended
period
well,
the
staff
was
comfortable
in
making
it
a
permanent
effort.
B
P
L
P
Madam
chair,
given
me
this
year,
volume
of
of
calls
in
excuse
me
in
more
twelve.
Currently
we
do
have
three
property
standards
officers
that
are
dedicated
to
that
Ward,
one
specifically
in
Sandy
Hill
and
again,
that's
just
given
the
the
sheer
volume
of
calls,
so
that
officer
will
continue
to
as
time
permits
proactively
address
some
of
the
garbage
storage
issues
as
they
come
up
so.
H
H
P
Madam
chair,
if
I
understand
the
question
correctly
you're
asking
me
again
if
we
would
dedicate
any
more
resources
to
the
ward,
the
answer
is:
no,
we
don't
have
any
more
resources
there.
The
resources
are
allocated
based
on
call
volumes
again,
property
standards
officers
are
dealing
with
approximately
a
thousand
service
requests
annually.
There
are
some
officers
that
cover
two
wards
and
that's
again
based
on
the
service
request.
H
M
C
M
M
You
have
a
property,
let's
say
on
Somerset
Street
that
get
a
weekly
call
for
garbage,
because
we
didn't
change
the
bylaws
to
move
the
bins
to
the
back
and
have
proper
enclosures
staff
kept
going
on
a
weekly
basis,
so
that
the
strategies
of
this
bylaw
is
that
actually,
when
officers
go,
they
can
they
can
resolve
the
issue
not
just
today,
they're
compliant
with
the
regulations,
so
the
calls
are
coming
in
what
this
does
is
it's.
It
resolves
the
calls
when
officers
respond.
M
C
You
well
from
my
perspective.
I
was
the
chair
when,
when
this
occurred
and
I
can
tell
you,
it
was
specifically
to
deal
with
a
local
issue
in
Sandy
Hill
and
the
way
a
lot
of
those
properties
have
been
constructed
many
years
ago
and
the
lack
of
storage
for
garbage
my
perspective
is,
this
has
been
quite
successful
and
this
is
not
a
one-size-fits-all
City.
C
There
are
very
different
issues
in
some
of
them
were
urbanized
areas
of
the
city
than
in
other
areas,
and
I
think
you
know
we're
hearing
from
by
law
that
it's
quite
successful
that
it's
being
done
within
existing
resources,
actually
I'd
addressing
a
problem
that
occurs
that
can
make
much
worse.
If
we
don't
do
it
so
I
would
just
suggest
that
we
we
approve
the
resolution
I.
J
H
What
we
heard
from
staff
was
somewhat
successful,
not
quite
successful,
not
very
successful,
and
we
don't
have
any
kind
of
a
report
in
front
of
us
gives
us
any
kind
of
metrics
as
to
as
to
call
numbers
or
how
it's
been
successful
or
how
it
hasn't
been
successful.
If,
if
council
40
really
wants
to
do
this,
then
I
think
it's
he
can
bring
a
councilors
report
properly
put
the
information
in
front
of
everybody,
so
an
informed
decision
can
be
made.
P
We've
had
three
resources:
I
can't
recall
exactly,
but
it
was.
It
was
around
the
2017
day,
but
not
as
a
result
of
the
of
the
pilot.
Again,
it
was
because
of
the
the
sheer
volume
of
calls
and
just
to
clarify
in
the
one
comment
so
again,
I'm
saying
that
the
the
the
provisions
in
the
vial
have
proven
to
be
successful
in
our
officers,
using
those
provisions
to.
P
To
prevent
further
complaints
from
happening
so
where
we,
where
we
can
have
enclosures
built
to
store
the
garbage
we've
used
that
when
we
have
other
complaints
on
the
property,
what
I'm
saying
is
that
the
reason
why
I'm
saying
it
hasn't
been
completely
successful
as
we're
not
being
proactive
enforcing
those
provisions?
So,
if
you're
not
there
on
a
daily
basis,
it's
tough
to
to
be
successful
with
those
type
of
provisions.
B
L
P
B
J
J
I
J
K
B
N
B
Have
an
inquiry
as
well:
okay,
I'll
read
this
one
out
and
then
I'll
pass
it
on
to
councilor
flurry.
This
inquiry
is
by
myself
with
respect
to
the
memo
sent
out
upgrade
to
free
public
Wi-Fi
sent
to
Council
on
June
13
2019,
which
outlined
a
plan
to
remove
Wi-Fi
services
to
25
recreation
centers
throughout
the
city.
This
plan
results
in
a
complete
disruption
of
service
that
residents
across
the
city
have
come
to
expect
and
rely
upon.
B
This
is
seen
throughout
many
of
our
recreational
facilities,
where
many
of
our
residents
have
come
to
rely
on
the
Wi-Fi
network
to
work
and
or
stay
connected
to
family
and
friends,
while
at
our
facilities,
I.
Believe
it's
important
for
us
to
consider
that
for
some
residents,
public
Wi-Fi
is
their
only
ability
to
connect
to
the
Internet
and
that
everything
should
be
done
possible
to
mitigate
such
disruptions
to
service
I
understand
the
current
Wi-Fi
supplier
was
unable
to
continue
the
service
at
an
acceptable
cost
to
the
city,
causing
this
disruption.
B
Further
I
understand
that
a
successful
pilot
project
has
been
deployed
by
the
IT
team
in
two
of
our
recreational
facilities.
Would
staff
please
advise
what
measures
can
be
taken
to
mitigate
the
loss
of
this
service
in
our
recreation
centers,
so
as
to
mitigate
the
impact
on
our
residents,
whom
our
plot,
who
rely
on
this
connection
further?
B
Can
staff
please
provide
options
for
rolling
out
the
planned
Wi-Fi
upgrades
in
a
way
that
maintains
some
level
of
acceptable
connectivity
in
the
in
term
such
that
service
is
not
disrupted
for
more
than
five
business
days
in
a
recreational
facility
and
I'll
pass
it
to
councilor
flurry
for
your
inquiry.
My.
M
Enquiry
is
just
it's
it's
really
seeing
through
a
report.
Can
the
City
of
Ottawa
brief
CPS
committee
members,
our
Committee
on
the
proposed
amendments
to
the
province
of
Ontario,
Housing,
Services,
Act
2011
as
part
of
the
community
housing
renewal
strategy
that
was
recently
announced
by
the
province.
Specifically?
How
are
these
proposed
amendments
affecting
the
City
of
Ottawa.