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From YouTube: Community Services Committee - Tuesday, June 27, 2023
Description
Date: Tuesday, June 27, 2023
Time: 12 pm
Location: Champlain Room, 110 Laurier Avenue West, and by electronic participation
A
before
we
get
started.
I
do
want
to
acknowledge
that
Ottawa
is
located
on
the
unseated
territory
of
the
Algonquin
anishinaabe
nation,
whose
culture
and
presence
have
nurtured
and
continued
to
nurture
this
land.
We
do
have
regrets
from
counselor
deroche
I
will
ask
the
committee
coordinator
to
to
Now
call
the
roll.
C
D
A
E
Chair
dudas
committee
members
and
other
members
in
attendance
today
good
afternoon
on
behalf
of
the
royal
life
saving
Society
Ontario
Branch
President
Jennifer,
Knights,
I'm
thrilled
to
present
the
city
of
Ottawa
with
two
Awards
this
afternoon.
Thank
you
for
the
opportunity
to
present
the
Jocelyn
Palm
cup.
That's
the
smaller
trophy
on
a
screen
with
me
was
inaugurated
in
1980
and
named
in
honor
of
the
society's
First
Ontario
and
national
executive
director.
The
Johnson
pong
cup
is
presented
to
the
affiliate,
making
the
most
outstanding
contribution
to
the
National
lifeguard
service.
E
The
city
of
Ottawa
demonstrated
its
continued
commitment
to
the
development
of
future
and
current
national
lifeguards.
The
city
has
supported
driving
prevention
initiatives
throughout
the
city,
as
well
as
providing
financial
support
for
their
life-saving
programs
to
ensure
that
everyone
has
access
to
participates
through
the
hand-in-hand
subsidy
program.
E
The
city
continues
to
foster
a
culture
of
ongoing
professional
development
through
the
headlife
head,
lifeguard
workshops
and
pleasure
craft
training
for
supervised
waterfronts.
The
city
promotes
Junior
lifeguard
Club
at
the
waterfront
and
organizes
in-house
competitions
to
reach
out
to
youth
in
the
community.
E
On
behalf
of
the
Legacy
Society
Ontario
president
and
board
of
directors,
the
society
presents
the
Jocelyn
Palm
cup
for
the
third
year
in
a
row
to
the
city
of
Ottawa.
Ottawa
is
recognized
for
its
continued
commitment
to
the
development
of
current
and
future
National
lifeguards
through
professional
development
opportunities
and
community
outreach
to
attract
ottawa's
youth.
Congratulations.
A
A
We
are
so
proud
to
have
an
Innovative,
first-rate
program
serving
the
residents
of
Ottawa
I'd
like
to
take
a
moment
and
just
share
a
few
examples
of
our
city
staff's
excellent
work.
Over
the
last
year
in
2022,
almost
800
000
people
attended
the
city's
free
supervised
swimming
at
beaches
and
public
waiting
pools.
Citywide
lifeguards
at
City
beaches
interact
with
with
beachgoers
more
than
13
000
times,
and
only
55
of
those
were
water
rescues.
A
Events
for
over
1
000
participants
at
wading,
pools
beaches
and
splash
pads
they
produced
and
distributed
22
000
copies
of
the
make
a
splash
Coloring,
Books
Inc
summer
camps,
wading
pools,
indoor
pools
and
community
centers
Citywide,
it's
16
pages
of
sun
water
and
bike
safety
messages,
including
many
favorite
Ottawa
landmarks
to
visit
for
Safe
Water
Fun.
The
city
provides
safe
rescue
equipment
and
signage
at
popular
swimming
places
and
in
2022
nearly
1
000
residents
got
their
National
lifeguard
certification
or
were
recertified.
A
A
A
A
A
A
A
A
A
So
what
I'll
do
is
I'll
hold
this
item.
It
fits
nicely
with
the
item
prior
to
that,
so
we'll
come
back
to
it
in
that
order.
Okay,
okay,
so
I'm
going
to
go
back
to
item
6.1,
integrated
transition
to
housing,
strategy
and
I
understand
that
staff
have
a
presentation
on
this,
so
I
will
pass
this
over
to
staff.
H
We
now
need
bold
solutions
to
get
us
where
we
know
we
need
to
be.
We
need
to
shift
and
change
and
think
creatively
as
Paul
Levine
will
elaborate
on
the
strategy
before
you
today
is
an
exciting
Vision
to
work
towards
Supportive
Housing
Solutions,
for
single
adults,
with
an
overall
goal
to
eliminate
chronic
homelessness.
H
The
strategy
before
you
focuses
on
short-term,
medium-term
and
long-term
Solutions
in
the
short
term,
no
one
goes
unsheltered.
This
is
a
commitment.
Council
has
made
as
part
of
our
10-year
plan
plan
and
continues
to
be
visible
in
our
strategy.
We
will
address
acute
needs
working
with
our
emergency
shelter
providers.
We
will
look
for
overflow,
shelter
options
in
time
for
the
winter
and
we
will
tackle
housing
affordability
through
a
localized
housing
allowance,
while
stabilizing
people
through
a
rapid
housing
support
team.
H
Secondly,
the
mean
the
medium
term.
We
continue
to
focus
on
Supportive
Housing
Solutions,
with
over
198
units
coming
on
stream,
we're
going
to
explore
other
housing
options
such
as
transitional
or
Bridge
housing,
and
begin
working
on
systems,
changes
to
free
up
the
space
necessary
in
in
community
shelters
for
those
who
need
them
to
enable
them
to
do
the
work
they
do
well
and
the
way
they
know
how
to
do
it.
H
H
We
have
moved
on
the
direction
Council
has
given
us,
firstly
ensure
no
one
goes
unsheltered
and,
secondly,
to
leave
pdc's
in
community
centers
as
quickly
as
possible
and
to
provide
a
plan
to
develop
more
Supportive
Housing.
In
this
regard,
we
are
on
track
to
have
more
Supportive
Housing
units
than
emergency
shelter
beds
by
the
end
of
2023..
H
H
H
H
In
the
last
year
and
a
half,
our
teams
have
housed
over
300
people
in
those
pdcs
and
they
continue
to
House
people
every
day
we
are
moving
the
needle
on
some
of
these
really
critical
urgent
issues,
and
we
continue
to
do
that
with
the
residents
in
mind.
Our
staff
and
Community
Partners
have
the
utmost
respect
for
and
care
for
the
clients
they
serve.
H
This
is
being
written
from
a
temporary
housing
facility
afforded
to
homeless
men
through
the
Goodwill
of
the
city
of
Ottawa
and
mayor
Mark,
Sutcliffe
raised
in
a
middle-class
Catholic
Family
in
beautiful
Qualicum
Park
I
might
have
been
expected
to
rise
to
Great
Heights
in
my
career
and
personal
life.
Nothing
was
further
from
the
truth.
It
turned
out,
and
with
fewer
years
ahead
of
me
than
behind
I,
am
homeless,
struggling
frightened,
daily
and
scrambling
for
things
to
believe
in
enter
city
of
Ottawa
social
services
and
housing.
H
What's
going
on
in
Ottawa
regarding
the
care
and
treatment
of
homelessness
deserves
public
scrutiny
in
the
city-run
facility,
where
I
am
living,
there
are
caring
and
selfless
staff,
Professional,
Security
showers,
clean
beds
and
four
meals
daily.
If
anyone
has
an
appetite,
a
stunning
feat
of
humanity,
thanks
city
of
Ottawa,
sign,
close
quotes,
signed
Peter,
Jeffrey,
Boyle
Ottawa.
H
H
I
I
I
I
J
K
You
Paul
next
slide,
please
so
where
the
previous
slide
was
a
broad
context
of
our
overall
shelter
system.
This
next
side
looks
at
the
context.
We
have
immediately
at
hand
the
graph
you're
seeing
is
showing
the
available
shelter
in
PDC
beds
versus
the
clients
served
you'll,
see
at
no
point
over
the
course
of
the
last
year.
K
Did
we
have
adequate
capacity
within
this
single
adult
shelter
system
that
would
meet
the
demand
we
experienced
you'll
also
notice,
in
the
slide
that
it
indicates
seasonal
demand,
changes
which
typically,
we
expect
it
will
go
up
during
the
winter
and
then
down
during
the
warmer
months
currently
or
as
of
June
15th.
The
pdcs
were
providing
about
17
percent
of
the
overall
bed
use
in
the
shelter
which
represents
about
114
clients.
In
addition,
there
are
about
135
people
living
unsheltered
currently
compared
to
225
at
the
height
of
the
pandemic.
K
Next
slide,
please
a
critical
factor
to
consider
when
planning
to
support
the
shelter
system
is
the
inflows
and
outflows
or
the
number
of
people
who
enter
the
shelter
system
and
the
number
of
people
who
leave
the
shelter
system.
Otherwise,
people
who
come
and
go
from
the
system
for
different
reasons,
as
mentioned
in
an
earlier
slide
in
2022,
there
were
1938
entries
into
homelessness,
which
represents
40
47
percent
of
the
overall
shelter
system
that
year.
K
K
Another
contributing
factor
to
the
inflow
is
the
migration.
This
migration
comes
inter
within
Ontario
interproventionally
and
internationally
individuals
who
are
new
to
homelessness.
We
also
see
re-entering
the
system,
sometimes
is
their
housing
destabilizes
and
they
are
leaving
provincial
institutions
like
jails
or
hospitals
in
2021,
the
city
conducted
an
extensive
and
comprehensive
survey
about
people
experiencing
homelessness
through
something
called
the
pit
count
or
the
point
in
time
count
and
of
the
single
adult
surveyed
about
the
reasons
for
experiencing
homelessness.
K
As
Claire
mentioned
at
the
beginning
of
the
presentation,
this
will
be
a
phrase
or
incremental
transition
with
three
key
goals
of
the
strategy.
First
is
having
space
for
anyone
who
does
need
that
immediate,
temporary
emergency
accommodation.
Second,
is
continuing
a
focus
on
housing
based
Solutions
and
third,
ultimately,
and
our
end
goal
is
ending
chronic
homelessness.
K
Over
the
next
year
or
the
short
term,
we
will
be
focusing
on
a
rapid
rehousing
initiative
in
partnership
with
the
alliance
to
end
homelessness
and
other
sector
partners.
That
strategy
has
three
different
components,
the
first
of
which
is
very
exciting,
is
a
new
pilot
or
enhanced
housing
allowance
that
is
based
on
the
true
market
rents
in
the
city.
This
will
help
up
to
120
single
clients,
move
from
shelters
to
from
the
pdcs
into
long-term
housing
strategy.
K
We
will
work
with
our
community
and
shelter
Partners,
including
those
providing
temporary
emergency,
accommodations
and
overflow
sites
to
develop
an
interim
strategy
and
facility
that
will
help
demand
over
the
winter.
As
noted
in
the
report,
the
preferred
approach
is
to
lease
a
private
Market
private
Market
facility
and
transition
out
of
physical
distancing
centers,
but
that
approach
has
not
yet
been
confirmed.
K
Staff
will
be
reporting
back
to
council
via
memo
during
Q3
2023,
with
the
specifics
of
that
interim
plan
in
the
medium
term
and
over
the
next
five
years.
The
strategy
we
recommend
is
continuing
to
develop
Supportive
Housing,
including
the
198
units
noted
that
are
underway,
and
that
will
also
help
us
achieve
the
target
of
50
new
Supportive
Housing
units,
as
noted
in
the
10-year
housing
and
homelessness
plan,
we'll
also
work
with
other
sector
Partners
to
plan
to
change
our
housing
and
homelessness
systems
to
better
support
clients
to
quickly
find
housing.
K
This
could
include
new
programs
and
integrated
services
at
new
facilities,
which
will
be
developed
in
collaboration
with
Community
Partners.
Our
long-term
Vision
has
develop
a
Supportive
Housing
Hub.
That
site
would
facilitate
the
development
of
a
range
of
new
permanent
housing
options,
as
well
as
possible.
Co-Location
with
indigenous
housing,
community
health
and
housing
service
supports
the
city
will
work
with
Community
Partners
across
the
sector
to
design
a
comprehensive
analysis
and
consultation
process
for
this
initiative.
K
Through
the
council
report,
we
will
fund
and
operationalize
this
strategy
to
the
end
of
the
2022
calendar
year,
caring
forward
from
Municipal
safe,
restart
agreement
funds
or
existing
operating
budgets.
This
includes
the
funds
necessary
for
the
enhanced
housing
allowance,
rapid
re-housing
initiative
and
the
operation
of
an
overflow
shelter
facility
that
will
help
us
meet
demand
throughout
the
winter.
K
Next
slide,
please
so
to
summarize,
I
would
like
to
recap
the
strategies
and
core
principles
of
this
approach.
This
strategy,
of
course,
aligns
with
our
10-year
housing
and
homelessness
plan.
In
particular,
the
three
categories
of
that
plan,
which
include
everyone,
has
a
home
people
get
the
support
we
need
and
we
work
together
that
last
priority
recognizes
that
housing
services
and
the
homelessness
system
is
a
collaborative
community-wide
effort
that
includes
the
City,
Community
Partners
and
different
community
members.
K
A
Thank
you
very
much.
We
do
have
two
delegations.
We
are
going
to
start
with
Peter
Tilley,
followed
by
Katie
Burkholder
Harris
Peter.
If
I
could
ask
you
to
come
up
and
take
your
spot
while
you're
coming
up,
though
we
do
have
a
direction
and
emotion,
so
I'll
ask
the
the
Mover
of
the
motion
to
to
read
it
in.
A
We're
going
to
pause
on
the
motion
for
a
moment
and
we're
going
to
read
the
direction
in
and
I
want
to
do
that,
so
that
the
delegations
have
an
opportunity
to
comment
on
these
two
pieces
if
they
do
wish
to
do
so
so
Peter,
if
you
just
give
a
moment,
this
won't
count
for
your
time.
I
promise,
sorry
counselor
King,
oh.
G
Thank
you
chair.
The
direction
revolves
around
staff
review
and
identification
of
semi-permanent
shelter
locations
regarding
the
city's
integrated
transition
to
housing
strategy.
If
the
option
of
semi-permanent
shelter
is
being
considered,
staff
be
directed
to
review
and
identify
the
exact
locations
of
where
any
semi-permanent
shelters
may
be
erected
on
city-owned
land
and
inform
Committee
of
these
locations
and,
if
feasible,
that
the
report
be
included
as
part
of
the
regular
updates
in
the
implementation
of
the
strategy
up
to
and
including
further
refinement
of
medium
to
long-term
initiatives
that
will
be
brought
forward
in
Q2
2024..
A
A
L
L
The
goal
is
to
encourage
housing,
stability
and
improve
quality
of
life
for
persons
served
by
housing
first
and
to
the
extent
possible
Foster
self-sufficiency
and
whereas
the
city
has
discretion,
to
provide
funding
consistent
with
the
housing.
First
principles
espoused
by
all
of
our
levels
of
government
where
a
shelter
is
defined
by
part
one
section
54
of
the
zoning
bylaw
as
an
establishment,
providing
temporary
accommodation
to
individuals
who
are
in
immediate
need
of
emergency
accommodation
and
food
and
may
include
ancillary
Health,
Care,
Counseling
and
social
support
service,
therefore
be
it
resolved.
L
Any
organization
that
receives
funding
from
the
city
or
funding
administered
by
the
city
for
programming
to
shelter,
people
without
homes,
as
defined
by
part
one
section,
54
and
applied
to
part
5
Section
135
of
the
zoning
bylaw,
are
required
to
demonstrate
to
the
satisfaction
of
the
general
manager,
community
and
Social
Services
Department.
How
the
proposal
meets
the
requirements
of
the
housing
first
principles
expressed
in
this
report
and
assist
in
the
transition
to
permanent
suitable
housing
options.
A
So
I'll
have
both
councilor
Carr
and
counselor
King
speak
to
that
after
the
delegations,
I
will
welcome
Peter
Tilley
I
do
expect
you
to
go
through
all
of
that
verbatim.
So
if
you
could
just
repeat
that
I'm
kidding
I'm
just
kidding
I'm
just
joking
I
will
before
you
speak.
Peter
though
I
will
remind
all
delegations
today
that
we
are
adhering
to
a
strict
five-minute
time
limit.
A
M
Thank
counselor,
dudas
and
yeah
I
just
removed
all
the
warehouses
in
this,
so
I
should
be
able
to
hit
the
five
minutes.
So
thank
you
good
afternoon,
counselors,
bonaprimadi
and
I
hope
you're
all
enjoying
this
recent
build
of
Ottawa
Valley
weather
and
may
your
Awards
be
with
power
over
the
next
few
days,
mayor
Seaport
location.
M
That's
thanks
to
our
provincial
Partnerships.
The
education
and
drop
job
training
services
that
you
witnessed
and,
of
course,
vibrant
housing
department
that
works
with
local
landlords.
For
those
of
you
who
have
come
down,
you've
been
able
to
witness
that
we
are
the
often
the
entry
point
to
what
we
call
the
Continuum
of
Care.
That
our
goal
is
to
provide
the
mental
health,
addictions
and
other
supports
that
we
sometimes
hear
of
well
moving
people
on
into
job
training,
such
as
we
do
at
Chef,
Rick's
or
into
appropriate
and
affordable
housing.
M
We
sometimes
hear
the
analogy
of
the
shelters
as
being
similar
to
the
emergency
ward
of
a
hospital
we're
often
the
last
house
on
the
Black
Block,
as
often
highlighted
for
those
who
have
nowhere
else
to
turn
when
they've
come
to
the
end
of
the
road
of
a
journey.
But
that's
it.
Let's
hope
that
leads
to
triaging
them
back
into
the
next
steps
of
their
Journey
on
the
way
back
into
affordable
housing,
and
that's
our
role
over
the
course
of
the
past
year
and
has
just
been
reflected
in
the
Ops
report
that
I
was
recently
reading.
M
We
are
experiencing
firsthand
on
increases
of
people
suffering
from
mental
health
distress,
substance
use
challenges,
those
who
are
no
longer
able
to
make
ends
meet
those
who
are
unable
to
find
housing,
etc,
etc.
Due
to
the
current
shortage
of
affordable
housing,
we
are
pleased
to
hear
of
the
mayor's
strategy
to
increase
mental
health
and
substance
use
supports
within
the
vulnerable
neighborhoods.
In
order
to
address
these
increasing
needs.
M
I
wanted
to
share
with
you
some
of
the
pieces
of
what
you've
seen
on
your
tour
and
I
hope.
I
was
able
to
highlight
and
share
with
others
that
in
2019
as
part
of
our
strategic
plan
at
the
Ottawa
Mission,
we
became
a
housing
first
housing
Focus,
shelter,
creating
a
housing
focused
Department,
in
which
we
added
staff,
on
top
of
the
staff
already
being
provided
by
the
city
funding
in
order
to
place
more
people
into
housing.
Even
in
the
face
of
the
pandemic.
M
Few
people
are
aware
that
we
place
424
clients
into
affordable
housing
over
the
past
three
years.
In
the
first
four
months
of
this
year,
January
to
April
of
2023,
we've
now
placed
60
people
out
of
the
shelter
and
into
housing.
That's
thanks
to
our
partnership
with
the
city.
The
mission
also
owns
two
mixed
market
apartment
buildings,
one
in
the
Holland
Avenue
area,
and
one
is
councilor.
King
knows
in
the
Overbrook
area,
and
we've
recently
purchased
and
renovated
an
eight-bedroom
running
house
in
the
somerset
Ward
area.
M
All
of
these
initiatives
made
possible
thanks
to
our
partnership
with
the
city's
housing
department
and
at
this
time,
I
also
wanted
to
just
digress
a
bit
and
highlight
the
work
of
the
city's
housing
department.
The
human
needs
task
force
along
with
oph
and
oich,
and
the
effort
we
did
during
this
pandemic
to
divert
people
into
physical,
distancing
centers
during
the
height
of
this
pandemic.
M
The
Ottawa
Mission
and
its
sister
shelters
have
all
been
at
over
capacity
as
we
know
for
years,
long
before
the
pandemic
hit,
and
not
just
during
the
winter
months.
We
were
pleased
to
see
that
the
city's
plan
notes
the
importance
of
ensuring
those
who
are
homeless
are
quickly
rehoused
and
maintain
housing
through
wraparound
supports.
This
is
how
we
return
routinely
work
with
our
clients,
so
we
support
the
city's
plan
to
assist
people
through
implementing
an
enhanced
housing
allowance
for
singles
prototypes
for
120,
homeless,
single
adults,
developing
a
winter
response
strategy
through
an
overflow
Center.
M
This
is
especially
important,
given
that
we
currently
have
200
people
sleeping
rough
outside
developing
Supportive
Housing,
as
well
as
Supportive,
Housing,
Community
Hub,
and
examining
new
programs
that
will
support,
affordable
housing
and
lessen
the
incidence
of
homelessness.
Thank
you
for
your
time.
Mercy.
A
L
Thank
you
chair
and
thank
you
very
much
Peter
for
your
delegation
today
and
also
for
your
the
tireless
work
that
your
organization
does
and
your
team
I
see
Eileen.
Also
here
it
was,
it's
been
wonderful
to
be
able
to
go
down
to
your
organization,
not
only
to
get
the
tour
but
to
be
able
to
help
out
on
several
occasions
since
I
was
elected,
and
it
truly
is
wonderful
work
that
you
do
I
know
you've
been
there.
I
can't
remember
exactly
I
think
for
about
a
dozen
years,
yeah
10
years.
L
L
L
M
Certainly,
when
I
took
over
the
mission
10
years
ago,
we,
you
may
some
would
recall,
have
dorm
rooms
in
the
mission
and
I
just
thought
right.
There
there's
something
wrong
with
this
picture,
we're
an
emergency
shelter.
We
had
61
people
when
I
took
over
the
Ottawa
mission,
who
had
been
there
two
years
or
longer,
something's
wrong.
With
that
picture,
those
numbers
have
significantly
reduced
through
our
efforts
of
transitioning
people
quickly.
M
As
most
of
you
counselors
saw,
and
it
was
easy
on
your
tours
to
see
there
were
about
a
third
and
that's
what
the
numbers
show
of
people
very
low,
Acuity
issues,
low,
lowing,
their
challenges
ready
to
be
housed.
We
just
need
affordable
housing,
let's
move
them
in
now,
and
that's
part
of
some
of
this
plan
we're
glad
to
see
some
of
this
initiative
plus
those
in
the
pdc's.
There
were
those
low
to
moderate
and
I
think.
M
Definitely
they
are
going
to
need
wraparound
supports
if
they're
to
be
housed
now,
maybe
not
if
they
continue
to
do
work
with
our
addictions
and
mental
health
support
teams.
Sometimes
that
helps
people
deal
with
situations,
and
that's
our
donors,
money,
don't
forget,
as
I
showed
you
on
the
tours
these.
M
These
are
the
pieces
that
you're
not
paying
for
you're
paying
for
the
essentials
as
the
city
of
Ottawa
budget,
and
then
there
are
those
with
high
Acuity
those
people
who
used
to
be
in
in
other
centers
than
than
the
homeless
shelters
those
people
who
would
have
been
in
residences.
They
you've
seen
them
walking
up
and
down
the
streets
talking
to
themselves
shouting
whether
drugs
or
just
mental
health
issues,
and
that's
about
a
third
of
the
people.
M
There
there's
some
work
to
do
to
find
Solutions,
because
my
opinion
is
those
people
aren't
ready
to
be
housed.
Yet
not
if
you're
the
landlord
there's
got
to
be
some
work
to
do
there
to
get
them.
The
mental
health
supports
and,
let's
hope
it's
something
other
than
a
congregate,
setting,
whether
it's
a
downtown
shelter
which
needs
to
be
emergency
yeah.
We
really
want
to
just
get
on
with
the
business
of
being
emergency
and
transitioning
people
as
quick
as
possible.
Our
average
state
is
seven
days.
M
C
L
M
L
Excellent
and
then
can
I
just
ask
you
just
as
a
rough
percentage.
How
many
you
know
you've
mentioned
the
high
Acuity
folks
there
that
are
about
one-third
of
the
population
I
believe
you
said
they
can't
be
transferred
into
Supportive
Housing,
but
the
percentage
of
people
that,
if
a
Supportive
Housing
bed
were
ready
that
were
document
ready
ready
to
go.
How
many?
What
percentage?
Do
you
roughly
think
like
just
a
ballpark,
whether
it's
10
or
80?
Do
you
think
if
there
were
beds
available,
could
be
transferred
into
that
situation?
I.
M
Would
say
a
third
possibly
upwards
towards
50,
if
so
part
of
our
strategic
plan
this
year
is
to
enhance
and
provide
again
our
donors
money.
Mobile
intervention
supports
to
mobile
support
workers
to
go
into
the
community.
I
know
the
city
is
doing
initiatives
in
that
regard
as
well
too.
We're
willing
to
do
that
out
of
our
donor
funding,
because
we
think
it's
an
attractive
idea.
We
can
sell
the
donors
and
with
our
our
donors,
funds
to
provide
intervention
Mobile
support,
so
if
somebody
relapses,
they
don't
have
to
be
evicted.
M
If
somebody
is
having
a
mental
health
breakdown,
they
don't
have
to
be
evicted
and
that's
the
work
our
team
does
building
those
relationships
over
years
with
landlords
and
and
the
city
staff
get
that
piece
of
having
the
mental
health
support
workers
in
the
shelters
or
having
sorry
the
housing
workers
in
the
shelters
that
we
can
can
keep
those
relationships
going
I
mean
if
somebody
for
whatever
reason,
doesn't
pay
their
rent.
We
will
intervene
and
pay
that
rent,
rather
than
have
them
the
recidivism
Circle.
It's
improved
so
much
since
I
since
I.
M
L
M
So
it's
beyond
donor
funds,
because
we've
created
this
massive
social
Enterprise
that
most
of
you
seen
called
Chef,
Rick's
someday,
we'll
say
the
Ottawa
mission
is
a
program
of
Chef
Ricks
as
I
always
remind
him.
No,
that
won't
happen,
but
but
as
a
result
that
that
alone
is
bringing
in
we've
budgeted
2.4
million
dollars
in
gross
revenue
to
come
back
into
the
organization.
Of
course,
there
are
extensive
costs.
Our
budget
is
now
with
Chef
Ricks
and
with
us,
taking
in
the
development
team
under
the
Ottawa
Mission
umbrella,
20
million
dollars
a
year.
M
Our
block
funding
from
the
city
amounts
to
five
million
dollars
a
year.
We
are
unique
as
a
shelter
because
of
the
addictions,
mental
health,
the
job
training
and
all
those
other
areas.
We
really
focus
on
that
Continuum
of
Care
to
get
people
well
and
move
them
into
housing.
It
is
I
think
we
all
have
a
gap
to
play.
My
heart
goes
out
to
organizations
like
the
Shepherds
of
Good
Hope
and
the
work
they're
doing
in
running
a
supervised
consumption
site
that
keeps
people
alive
daily
by
providing
that
service.
M
So
we
all
have
that
role
to
play.
We,
as
you
know,
who
have
toured
we
focus
on
that
piece
of
moving
people
back
out
of
the
shelter
system,
so
that
involves
a
lot
of
our
donors
money.
So
we
get
five
million
dollars
just
over
a
year
from
the
city
on
block
funding,
we
get
some
provincial
funding
that
helps
towards
the
health
care
clinic,
but
other
than
that
three
quarters
75
percent
comes
in
outside
of
the
city
funding.
We
think
it's
a
good
investment
for
your
dollars
that
we're
housing.
M
A
Thank
you
so
much
and
I
love
your
phrase
about
the
Continuum
of
Care
right
and
that
you're
the
entry
point,
but
that
there's
so
many
players
helping
assisting
supporting
providing
expertise,
including
the
city,
but
but
you
know
at
the
Grassroots
level,
it's
absolutely
essential.
This
takes
the
entire
city
to
resolve
this
issue.
So
thank
you
very
much
for
that.
A
D
N
Thanks
for
being
here,
Peter
I
really
appreciate
it.
I
just
wanted
to
get
clarification
on
two
things,
so
you
said:
there's
people
who
are
you
should
quote
not
ready
to
be
housed.
I
just
wanted
to
challenge
you
a
bit
on
that,
because
when
I
do
go
to
options
by
town
they
talk
often
about
they
have
people
who
they
take
off
the
street
and
are
considered
high
Acuity.
But
these
are
people
who've
been
cycling
in
and
out
of
the
shelter
system.
For
some
time
and
being
in
the
shelter
system
is
very
stressful.
N
You
often
don't
get
a
full
night's
sleep
there's
you
know
sometimes
violence
in
the
shelters,
Etc
and
so
that
she
will
say
often
and
and
people.
A
lot
of
people
here
have
gone
on
the
tour
of
options
by
town
that
you
know
the
person
you
see
when
you're
assessing
them
is
not
the
person
you
see
two
three
weeks
later
after
they
have
a
roof
over
their
head.
Those
are
two
very
different
people,
because
they've
had
stability,
they've
had
a
full
meal.
N
They've
had
a
full
night's
sleep,
so
I
just
wanted
to
push
back
again
on
that
comment,
because
I,
don't
think
I,
don't
think
there
should
be
like
a
stress
test
as
to
whether
or
not
someone
should
have
a
roof
over
their
head.
I
just
think
that's
a
human
right
and
I
just
I'm
gonna
follow
up
on
something
so
I'm
just
here
on
your
website.
To
where
can
you
pull
it
up?
N
So
I
just
wanted
to
say
and
I'll
be
honest.
I
didn't
read
your
full
annual
report,
but
for
food
and
shelter
it's
about
half
of
that
pie
and
your
Housing
Services
is
the
purple
part
of
that
pie.
Is
there
any
discussion
around
making
the
purple
part
bigger
and,
like
you
know,
I
just
wanted
to
know
a
bit
more
about
how
the
pie
was
distribution
there
and
what
the
plans
were
for
the
future.
M
Always
a
plan
to
expand
on
that
purple
piece
of
the
pie
and
when
you
look
at
a
20
million
dollar
a
year
organization,
that's
a
significant
piece
of
a
pie
in
terms
of
the
actual
revenues
or
the
actual
expenditures
and
answer
your
other
piece.
Absolutely
I
agree
with
you,
a
hundred
percent
when
I
say
not
ready
to
be
housed.
It's
just
somebody
who's
in
a
highly
stressed
state.
M
If
the
wraparound
supports
were
there
whether
a
congregate
setting
or
an
individual
setting
with
supports
in
place,
then
clearly
that
person
could
be
housed
the
challenge
being
sometimes
as
we're
seeing
now.
We
don't
see
that
provincial
investment,
yet
in
the
mental
health
supports
that
are
currently
in
place.
If
we
were
to
have
somebody
in
that
distress
and
a
unit
became
available,
we
could
call
up
a
landlord
and
say
hey.
We
have
someone
for
you.
M
I,
wouldn't
recommend
that
unless
the
other
supports
were
in
place
and
they're
not
there
yet
so
when
I
say
not
ready
to
be
housed
just
because
the
other
supports
aren't
in
place.
If
we
had
a
partner,
such
as
options
by
town
or
somebody
expanding
their
mental
health,
supports
and
availability,
there
are
some
people
who
would
require
almost
daily
supervision
or
daily
visits
several
times
a
day.
Then
they
would
be
ready
to
be
housed.
So,
yes,
good
to
push
back
on
that.
One.
Thank.
O
O
M
It's
going
to
take
a
lot
of
work.
These
are
people
the
highest
Acuity,
the
highest
mental
health
I
mean
who
would
sleep
outside
on
a
minus
20
day
because
they
don't
feel
safe
in
a
shelter
at
least
some
of
them.
The
weather
forces
people
inside
on
when
it
gets
above
below
-10,
but
there
are
some
very
distraught
people
out
there
suffering
from
all
sorts
of
mental
health
or
addictions
issues
and
they're
the
highest
Acuity
and
again,
are
these
people
ready
to
be
housed?
There's
some
work
to
do
there.
M
You
know
I
volunteer
on
Saturdays
at
in
from
the
cold
Parkdale
United's
meals
for
the
homeless
on
during
the
winter
months.
I
do
that
as
part
of
my
volunteer
give
back
on
Saturday
mornings.
The
guy
came
in
once
I
was
working,
the
door
he's
former
military
and
I've
seen
him
before.
He's
clearly
got
mental
health
issues.
It
was
minus,
that's
when
we
were
hitting
the
minus
43
and
he
came
in
and
said.
M
Oh
no
I
slept
outside
last
night
like
and
and
I
talked
to
him,
and
he
said:
oh
I've
got
four
layers
on
of
of
clothes
of
army
gear
and
the
property,
clothes
and
I
slept
in
three
sleeping
bags.
Last
night
and
inside
a
tent
I
said
why?
Wouldn't
you
come
inside?
Why
would
you
risk
that
he
looked
at
me?
He
says:
oh
I
heard
you
in
the
news
Peter
you're
full
of
it
I
was
at
no
risk.
So
it's
you
know.
M
How
do
you
counter
that
and
and
that,
but
there
are
people
who
do
not
feel
safe.
Many
that's
why
we
have
so
many
sleeping
rough.
It's
not
by
choice.
They
just
don't
feel
safe
in
the
shelters
or
they're
just
don't
feel
safe
period.
They
suffer
from
mental
health
issues.
There's
going
to
be
some
work
to
do
there
to
get
these
people
housed.
O
Yeah,
certainly
in
my
word,
there
are
folks
we've
been
trying
to
help
who
are
living
in
unsanctioned
rooming
houses.
One
woman
died
three
weeks
ago
of
heat
exhaustion,
who
we
were
trying
to
house
and
could
not
find
housing,
for
she
would
not
enter
shelter
and
a
lot
of
times.
Some
of
it
might
be
mental
health
challenges.
I'm,
not
a
mental
health
professional,
but
I
will
say
that
safety
concerns
not
not
necessarily
at
the
mission,
specifically,
is
certainly
an
issue,
and
it's
an
issue
that
housing
for
folks
with
high
Acuity
needs.
O
These
were
people
with
active
addictions
and
there
are
very
few
places
that
would
take
them
so
I
hope,
as
we
move
forward
with
this
project,
which
I
think
is
vitally
important,
that
we
find
a
way
to
reach
people
who
are
so
marginalized
from
the
system
that
they're
not
on
a
list
and
they're
choosing
to
sleep
rough
instead
of
accepting
offers
of
help,
because
that's
a
significant
part
of
the
street
involved
population
in
my
ward.
So
thank
you
so
much.
G
You
chair
and
I
just
to
briefly
commend
Peter
and
the
team
at
the
mission
for
the
work
that
they're
doing
it's
incredible.
Work
I
know
that
before
the
pandemic,
we
had
the
opportunity
to
sit
down
to
talk
about
the
initiatives
that
you
were
undertaking
that
the
organization
was
undertaking
and
I
thought
that
they
were
absolutely.
G
I
think
that
these
are
things
that
should
be
commended
these
and
frankly,
this
is
work
and
models
that
should
be
taken
on,
obviously
by
I,
believe
not
just
us
as
a
city,
but
looked
at
seriously
by
the
provincial
government
in
terms
of
models
to
move
forward
to
to
Really
address
the
challenges
that
we
are
seeing
around
housing
and
homelessness
and
employability.
So
I
just
wanted
to
really
thank
you
for
that
work.
G
I
know
it's
it's
difficult
work,
but
it
demonstrates
going
be
Beyond,
just
an
emergency
shelter
in
a
sense,
and
it
really
speaks
to
that
continuity
of
care.
That
I
believe
the
chair
pointed
out
in
terms
of
in
terms
of
your
statement,
so
I
just
really
wanted
to
thank
you
and
the
work
of
your
team.
Thank
you,
chair.
M
Thank
you
counselor
King,
and
we
are
planning
to
expand
using
that
Chef
Rex
template.
Now
we
come
out
of
the
pandemic,
we're
again
trying
to
just
get
our
house
in
order
coming
out
of
this
pandemic.
When
we
do,
we
know
we've
spoken
with
councilor
troster
about
a
plan
where
we'd
like
to
expand
into
another
sector
and
improve
that
job
training
piece
to
superintendents.
M
We
have
a
funder
who
will
back
that
to
possibly
the
construction
industry
using
because
when
you
give
that
hope
and
that
future
people
don't
relapse,
they
have
a
job
to
go
to.
When
you
give
that
that
future,
that
hope
people
also
stabilize
their
mental
health
supports
and
they
become
better
to
be
housed
for
the
long
term.
So
it
is
part
of
our
model
we're
just
hoping
to
move
on
that
within
the
next
year.
P
Thank
you
very
much
chair,
thank
you
Peter
for
being
here
and
thank
you
for
all
your
good
work
of
you
and
your
team
appreciate
it
very
much
the
funding
that
you're
getting
you're
getting
donations
and
you're,
putting
it
towards
Supportive
Housing.
This
is
one
of
our
constant
problems
with
Ottawa
Community
Housing
is
we're
not
set
up
to
do
Supportive
Housing
and
it
concerns
me
greatly.
P
I
wish
that
we
could,
but
it's
the
ongoing
operational
costs
and
but
I
just
want
your
comments
on
this,
because,
even
though
there
is
a
cost
for
operations
for
supports
in
the
long
term,
we've
seen
the
statistics
that
it
saves.
Money
and
I
just
wanted
to
get
your
comments
on
that,
because
the
cost
versus
what
what
the
results
are
in
terms
of
overall
to
to
the
population.
M
M
That's
now
a
65
to
70
000
a
year
income.
In
order
to
do
so
under
the
current
market
situation
that
we're
one
report,
I
saw
coming
out
of
one
of
the
banks,
but
for
for
people
coming
out
of
our
sector,
the
vulnerable
populations
to
have
Supportive
Housing.
It
just
makes
such
a
difference.
It
keeps
them
housed
and
it
keeps
them
fed
and
it
provides
them
with
other
necessities.
Maybe
public
transportation
without
it
under
these
Market
rents,
we're
just
not
going
to
be
able
to
afford
to
House
people
anywhere.
P
M
Yeah,
so
there's
nothing
more
frustrating
than
working
with
someone
to
stabilize
their
mental
health
supports.
We
work
with
the
Royal
Ottawa.
We
sometimes
have
as
many
as
12
15,
sometimes
closer
to
20
people
on
the
caseload
files.
Thanks
to
that
partnership
with
the
Royal
where,
where
we're
helping
people,
we
also
do
a
lot
of
work,
as
you
know,
is
our
we
have
an
off-site
abstinence,
focused
five-month
addictions
program,
and
then
sometimes
people
go
into
complement
that
supplement
it
while
they're
doing
Chef,
Ricks
or
other
things.
M
After
all,
that
now
you've
graduated
you're
ready
to
move
on.
Let's
find
you
an
apartment
without
rents,
ups
that
can
be
almost
an
impossible
task
and
that
hope
of
all
this
work
that
someone
has
done
to
move
on
out
of
the
shelter
system
after
10
15
years
to
have
that
Pride
that
that
possible
job
and
everything
else,
but
not
afford
rent
I,
know
somebody
who
ended
up
in
a
rooming
house
beside
one
of
the
one
of
the
other
shelters
with
all
the
drug
activity
that
was
going
on
and
and
relapsed.
M
A
Thank
you,
Peter
I,
just
I
just
have
one
question
for
you,
so
it's
first
of
all,
I
want
to
thank
you.
Thank
you
and
your
entire
team
for
everything
you
do.
You
know
it
was
eye-opening
to
see
I
I've
been
to
the
mission
several
times,
but
having
the
tour
and
learning
about
you
know
the
the
life
skills
that
people
are
receiving
there,
the
respect
with
which
they
are
treated
which
they
well
deserve,
is
just
phenomenal
and
I.
Thank
you
for
that
today.
A
M
Yes,
it
is
counselor
dues,
I
mean
I
love,
the
short-term
intermediate
and
long
term.
I
think
that
has
to
be
the
focus
we
sometimes
get
caught
up
in.
If
we're
satisfying
short
term,
then
we're
not
doing
the
long
term.
We
see
too
many
either
or's
end
up
on
the
table.
We
we
see
that
sometimes
with
the
mayor's
mental
health,
and
it
supports
that
initiative
that
that
we're
talking
about
and
again
that's
a
subject,
you'll
be
looking
at
later.
But
again,
where
does?
Where
does
some
of
the
other
pieces
of
that?
Come
from
that?
M
You
need
to
cut
this
in
order
to
do
that,
I
understand
budgets
are
limited
and
and
but
we
will
need
somewhere
to
have
people
in
the
short
term
when
they
come
out
of
those
physical
distancing
centers.
This
is
a
it's
Mommy
out
there
today,
but
it's
not
going
to
be
in
in
December,
January
and
February,
so
we
will
need
a
solution
and
the
city
staff
are
doing
their
best.
We've
had
talks
to
find
a
solution
for
those
people
who
are
going
to
need
shelter
somewhere
and
in
the
interview
idiot
and
long
term.
M
Yes,
let's
get
some
other
Solutions
and
I'm
glad
that
there
was
some
pushback
that
about
finding
some
affordable
housing.
Some
rent
supplement
pieces
that
can
also
move
people
into
the
longer
term
betterment
as
well
too,
so
it
seems
It's
the
city
staff
come
up
with
a
what
I
see
as
a
good
solution
for
for
the
immediate
need.
Thank.
A
R
Good
morning
or
good
afternoon,
chair
and
members
of
the
committee
on
behalf
of
the
alliance
and
homelessness
I
am
really
happy
to
speak
today
about
the
integrated
plan
for
transition
from
the
physical
distancing
centers.
Over
the
past
few
months,
we
have
been
engaging
regularly
with
City
staff
on
ways
to
move
people
staying
in
the
pdc's
to
permanent
housing.
R
Their
partnership
in
open
collaboration
has
been
very
well
received
and
we
appreciate
the
changes
that
they
have
made
to
integrate
Community
feedback
in
really
concrete
ways:
staff
met
with
interim
Community
governance
structure
for
the
housing
and
homelessness
sector,
to
present
options
for
how
we
could
House
people
in
the
pdcs
and
were
eager
to
work
together
with
them.
On
this,
we
are
aligned
with
City
staff
that
there
is
no
need
for
temporary
measures
here.
In
the
short
term,
people
need
and
deserve
the
Dignity
of
permanent
housing
with
support
if
it's
needed
the
fastest
way
to
do.
R
This,
in
this
case,
is
through
flexible,
increased
rent
subsidies,
as
has
been
presented
and
leveraging
existing
vacancies
from
the
non-profit
housing
providers.
This
is
going
to
take
Serious
coordination
and
collaboration
and
reading
through
the
council
report.
It's
clear
that
this
is
integral
to
the
proposal
before
Council,
real
partnership
and
co-development
of
solutions
are
necessary
to
ensure
that
people
staying
in
the
pdc's
find
housing.
R
We
know
that
as
a
community,
we
Face
a
major
challenge
with
winter
overflow
and
that's
why
staff
are
working
closely
with
shelter
Partners,
as
you've
heard
from
Peter
to
develop
an
overflow
strategy.
All
of
these
pieces
also
highlight
the
serious
need
for
greater
system
coordination.
There
is
an
opportunity
for
diversion
and
preventing
people
from
falling
into
homelessness
in
the
first
place.
That
will
help
to
take
the
pressure
off
of
the
existing
shelter
system.
R
Gotta
find
my
second
page
as
we
move
forward
on
this
work.
I
want
to
highlight
some
key
things.
First,
this
plan
represents
a
different
approach
to
solving
homelessness
in
our
community.
While
we
all
agree
to
the
principles
of
housing.
First,
too
often
we
scramble
to
respond
to
emergencies
and
temporary
solutions
become
the
default
setting.
This
plan
represents
permanent
Solutions,
not
a
temporary
fix,
with
a
true
focus
on
ending
people's
housing
crisis.
Second
housing
and
supporting
people
costs
less
than
keeping
people
homeless.
R
It
is
critical
to
remember
that
the
people
staying
in
the
pdcs
are
generally
low
and
medium
Acuity.
That
means
they
don't
need
heavy
support,
but
are
generally
able
to
stabilize
in
their
housing
once
they
have
a
rent
subsidy.
With
light
to
medium
supports,
we
need
to
Target
resources
in
alignment
with
our
data.
City
staff
have
had
success
in
working
to
House
people
over
the
past
few
years,
and
this
work
needs
to
continue
with
more
resources
for
Community
Partners,
with
stronger
real-time
data.
R
R
Third,
this
committee
report
names
the
need
for
strong
co-design
between
the
housing
and
homelessness
sector
in
the
city.
It
has
already
gone
beyond
consultation
and
instead
become
a
solution
that
City
staff
and
Community
Partners
have
developed
together.
City
staff
have
been
engaging
with
the
sector
on
how
to
shift
the
approach
to
House
people
permanently,
and
we
welcome
this.
R
I
cannot
stress
enough
that
co-design
will
make
or
break
the
success
of
this
initiative.
Co-Design
means
Building
Together,
leveraging
the
knowledge
of
City
staff
and
Community
Partners
and
an
opportunity
for
shared
accountability.
City
staff
have
identified
the
need
to
work
with
the
core
group
on
co-designing
this
process
and
we
recommended
the
interim
governance
structure.
Staff
have
already
presented
to
this
group
on
the
PDC
strategy
and
this
group
Committed
to
working
together
to
coordinate
and
Implement
a
rapid
re-housing
strategy
with
the
city.
R
I
strongly
believe
that
this
report
demonstrates
a
shared
desire
from
City
staff
and
the
housing
and
homelessness
sector
to
partner
in
new
and
more
effective
ways.
No
one
can
reduce
homelessness
alone.
This
is
an
all
hands
on
deck
issue
that
requires
strong
Vision
coordination,
data
and
transparency,
and
we
are
moving
in
the
right
direction.
R
I've
had
the
privilege
of
working
with
communities
across
Canada
in
the
housing
and
homelessness
sector,
I've
been
able
to
sit
in
the
room
when
Community,
Partners
and
municipalities
decided
to
change
course
and
go
from
temporary
solutions
to
housing
people
instead
at
its
core.
This
is
a
shift
in
mindset.
It's
the
collective
decision
to
do
something
different
than
what
we've
always
done
together.
We
can
actually
house
114
people
within
this
tight
timeline.
It
is
doable,
but
only
with
deep
collaboration
and
co-design
leveraging
our
Collective
resources
and
expertise.
R
O
Troster
thank
you
chair
and
thank
you
Katie,
always
nice
to
see
you
I'm
always
so
thankful
for
your
expertise
in
the
spirit
of
co-design.
I
have
two
questions
for
you
about
some
elements
that
are
in
this
proposal,
which
I
am
overall
very
excited
about.
First,
one
I
just
want
to
pick
up
on
what
you
just
said
at
the
beginning
of
your
comments.
So
you
are
quite
convinced
that
the
city
won't
need
a
temporary
structure
to
house
everyone
who's
currently
living
in
the
pdc's,
because
you
could
you
expand
on
what
you
mean
by
that.
So.
R
Some
initial
conversations
with
shelter
providers
were
around:
how
can
we
mitigate
that
risk?
I
know
we're
all
afraid
of
winter
overflow.
So
what
are
we
going
to
do
to
tackle
that
I
know
the
city's
working
closely
with
shelter
providers
and
one
solution
that's
been
brought
forth-
is
specifically
leveraging
what
existing
beds
might
be
at
other
buildings,
so
not
just
in
the
shelter
overflow
mats.
But
what
else
can
we
get?
We
saw
the
stats
for
what
the
city
needs
in
terms
of
numbers
for
potential
winter
overflow,
so
looking
at,
that
is
key.
R
I
really
really
want
to
try
to
not
have
to
have
another
Rec
facility,
because
that's
hard,
it
kind
of
doesn't.
You
know,
resolve
the
issue
of
needing
to
transition
out
of
the
pdcs
and
frankly,
City
staff
have
been
working
on
that
for
three
years
and
it's
been
very
difficult
to
find
space,
as
everyone
knows.
R
So
that
is
my
ideal
world
I'm,
not
going
to
say,
there's
no
possible
way
that
we
need
overflow
and
I
I
appreciate
that
I
am
not
in
the
seat
having
to
manage
that
or
getting
the
calls
at
the
end
of
the
day.
So
I
do
really
want
to
respect
that
pressure,
but
I
do
think
we
can
be
very
quick
in
our
rapid,
rehousing
and
I
do
think
there
is
potential
to
not
need
a
winter
overflow
building.
O
Okay
and
if
we
do
need
a
winter
overflow
building
I
know
there
was
some
reference
in
the
document
and
I
know
there
was
an
earlier
proposal
for
some
sort
of
temporary
building
or
sprung
shelter.
What
is
your,
what
is
your
opinion
of
that
option?
If
we
want
something
that
isn't
a
Rec
Center,
because
people
need
the
recreational
space?
R
So
I
would
recommend
rapidly
rehousing
people
and
I
think.
Ultimately,
the
inflow
piece
is
the
challenge
right.
So
if
we
only
house
and
house
and
house
and
not
focus
on
people
falling
into
homelessness,
we're
going
to
have
that
difficulty.
So
there's
work
to
be
done
here
on
how
do
we
both
coordinate
but
really
prevent
people
from
falling
into
homelessness?
In
the
first
time,
I
mean
I,
think
you
heard
Peter
say
seven
days
for
many
many
of
the
people
in
the
shelter.
R
This
sounds
gross,
but
that's
an
exciting
number
to
me,
because
that
means
they
may
never
have
had
to
touch
shelter
which
enables
shelters
to
be
able
to
start
to
focus
on
those
really
high
Acuity
folks
that
need
extensive
supports.
So
what
can
we
do
on
that
front
end
to
prevent
people
who
are
only
there
for
seven
days
from
actually
getting
housed
and
I
think
that
would
be
a
way
to
take
pressure
off
the
system.
O
Okay,
thank
you.
One
more
follow-up,
I
would
just
like
your
opinion,
because
when
I've
heard
about
Supportive
Housing
I
know
the
model
that
I've
heard
about
is
having
it
really
integrated
in
the
community
in
smaller
pieces
instead
of,
but
this
is
eventually
proposing
a
hub
model
in
the
longer
term,
I'm
just
wondering
what
your
opinion
is
of
creating
that
kind
of
built
community
of
Supportive
Housing
altogether
versus
having
it
spread
out
throughout
the
city.
Yeah.
R
R
Think
in
that
context,
it's
really
excellent
and
having
an
ability
to
have
you
know
Services,
as
a
part
of
that
is
really
key,
I
think
it's
all
about
coordination
with
the
other
existing
services
in
the
sector,
so
that
no
matter
where
you
go,
you
have
an
access
point
to
the
system.
That
is
consistent.
That
is
best
practice
that
is
standardized
and
that
gets
you
on
the
path.
After
getting
housing
as
soon
as
possible,.
O
L
Carr,
thank
you
very
much
chair
and
thank
you
Katie.
As
always
for
your
presentation
and
the
expertise
that
you
bring
around
the
table.
My
questions
are
sort
of
a
follow-up,
I
guess
with
respect
to
councilor
troster's
questions.
Until
recently,
of
course,
my
award
was
home
to
two
of
the
physical
distancing
centers.
It's
currently
only
home
to
one
of
them.
You
talked
a
lot
about
rapid
re-housing
and
and
the
opportunities
there
and
how
quickly
it
can
be
done.
L
In
my
experience,
I've
actually
had
so
I'm
home
to
Dempsey
Community
Center,
which
is
houses.
The
women
I've
actually
had
women
come
to
my
board
office
here
and
talk
about
how
they
don't
want
to
leave
because
they've
been
there
for
three
years.
So
I
just
was
wondering
if
you
could
talk
a
little
bit
about
you
know,
I.
Think
part
of
the
challenge
is
you
know
that
they've
created
a
community?
R
That's
a
great
question,
so
I
mean
I
think
always
going
back
to
the
principles
of
housing.
First,
choice
right,
like
are
people
being
offered
a
real
choice
that
enables
them
to
stay
in
the
community.
They
want
to
live
in
and
and
to
be
living
there
in
a
stable
way
and
when
real
options
are
presented
to
folks
and
not
some
place
that
might
be
really
far
away
or
disconnected
from
the
community
that
they've
stayed
in
for
the
last
three
years.
L
Okay,
thank
you,
thank
you
and
then
just
to
sort
of
a
follow
up
on
that.
So
I
heard
you
speak
about
the
opportunity
like
there
are
some
Supportive
Housing
beds
that
are
available
I,
imagine
in
in
Ottawa.
Presently,
perhaps
people
don't
want
to
take
them,
and
you
also
I
think
spoke
about
providing
a
housing
allowance
to
people
to
get
them
housed
in
that
circumstance
where
people
would
be
getting
a
housing
allowance.
You
know
how
are
those
supports?
How
do
we
provide
supports,
in
that
case,
to
transition
people
more
rapidly?
R
So
I
I
think
this
is
one
of
the
challenges.
The
majority
of
the
people
in
the
pdcs
are
low
Acuity,
and
we
really
need
to
lean
into
that
data.
Low
Acuity
means
they
absolutely
need
support
to
get
housed
for
the
most
part,
but
a
lot
of
folks
will
probably
be
fine.
After
that
point,
and
given
the
market
rent
that
we
experience
in
our
city,
more
and
more
people
in
the
homelessness,
shelters
and
sector
are
just
it's
an
affordability
issue,
so
I
think
that's
a
piece.
R
We
need
to
remember
and
right
now
we're
having
conversations
about
how
to
leverage
existing
City
staff
that
are
already
working
hard
in
the
pdc's
partnering
with
Community
Partners.
There
are
higher
Acuity
folks
or
medium
Acuity,
folks,
already
paired
with
housing
based
case
managers.
So
that's
an
opportunity
to
leverage
as
well
and
I
think.
Ultimately,
we
really
need
to
use
the
data
to
drive
the
decision
making
and
an
assessment.
That
is
really
a
conversation
with
people
of
what
what
are
you
going
to
need?
L
Thank
you
very
much
and
thank
you
always
for
the
support.
I.
Just
just
a
quick
question
to
follow
up.
Councilor
troster
asked
about
the
Hub
model
versus
you
know:
Supportive
Housing,
it's
my
understanding
that
the
support
of
housing
all
over
the
city
we've
got
some
in
Canada.
We've
got
some
on
on
Maryvale.
L
I
I
would
just
like
your
view
on
sort
of
that
decentralization
of
Supportive,
Housing
and
being
built
into
each
each
community
and
in
the
model
that
we're
discussing
presently
sort
of
the
long-term.
The
Supportive
Housing
hub
from
your
experience
is
that
something
that's
better
for
a
certain
Acuity
is
that,
for
you
know,
mid
to
high
Acuity
to
be
more
in
the
hub
there.
If
you
can
just
give
me
your
views
on
that,
I
would
appreciate
it.
Yeah.
R
So
I
mean
Supportive,
Housing,
supportive,
congregate,
housing,
that's
run
either
with
full-time
Staffing
or
part-time
Staffing.
That's
for
people
who
are
high
Acuity.
The
majority
of
people
are
going
to
be
housed
in
the
private
Market
with
supports
if
they
need
it
or
without
supports,
and
they
can
just
live
their
lives
with
financial
help.
R
S
Thank
you
chair
and
thank
you
Katie
for
your
presentation.
Today.
There
was
a
term
that
you
referred
to
in
your
presentation
a
couple
times
and
I'm,
just
hoping
that
you
can
expand
on
it.
So
you
referred
to
an
interim
Community
governance
structure.
Could
you
explain
a
little
bit
more
about
what
that
is
and
why
it's
important.
R
Yeah
so
I
think
it's
been
a
really
exciting
development.
It's
about
three
years,
two:
three
years
since
we've
been
discussing
this
with
the
city
and
Community
Partners,
but
really
it's
the
idea
of
having
a
model
or
kind
of
an
oversight
group.
That's
able
to
actually
sort
of
have
these
big
system
questions
focused
on
the
outcomes
we
need
in
the
housing
and
homelessness
system,
but
really
looking
at
that
big
picture
strategy
with
the
table
of
decision
makers
from
the
sector.
R
I
think
one
thing
we
know
that
happens
a
lot
and
I'm
sure
you
hear
from
Community
Partners
lots
of
siloing
right
lots
of
different
groups
that
are
all
sort
of
focusing
on
what
they
need
to
do
in
their
particular
part
of
the
sector,
but
not
necessarily
in
significant
communication
with
others.
So
the
governance
structure
initially
came
from
the
city,
actually
hired
a
consultant
which
was
great
to
come
and
do
stakeholder
interviews
I.
Think
over
200
surveys
have
been
completed
to
really
figure
out.
What
would
a
governance
structure?
R
Look
like
that
sort
of
oversees
the
housing
and
homelessness
ecosystem
and
does
strategic
planning
so
that
structure
now
the
consultant
will
come
out
with
a
report
in
July.
I
think
should
be
the
end
of
next
week.
But
that's
probably
not
going
to
happen.
I
don't
know,
but
they'll
have
recommendations
on
that.
But
it's
really
an
opportunity
for
a
single
group
to
be
able
to
be
connected
to
the
rest
of
the
sector,
but
having
a
common
conversation
with
the
city
in
Partnership
and
so
I
feel
like
I'm,
getting
quite
jargony
here.
S
N
I
just
have
a
couple
questions
I've
written
them
out,
but
now
I'm
thinking
of
new
ones,
so
just
bear
with
me
nice
to
see
you
again
by
the
way
I
heard
a
rumor
that
you
may
be
living
in
Ward,
18.
I
was
going
to
suggest
Ward
12.
I
want
to
move,
because
it
is
the
best
word
in
the
city
anyway,
so
you
mentioned
and
I
hope,
I'm
getting
the
wording
right.
Something
called
like
existing
vacancies
in
our
housing.
N
N
Thank
you
for
that.
So
I
also
wanted
to
Deep
dive
a
bit
on
your
fantasy
of
the
seven
days.
I
share
similar
fantasy,
but
we
read
in
the
program
they
mention
the
amount.
It
says
the
average
amount
of
time
to
help
a
client
transition
to
housing
transition
to
housing
in
the
housing.
First
program
is
175
days
previously.
I've
heard
30
days
also
from
City
officials.
So
I
was
wondering
if
you
can
just
touch
upon
what
you
think
is
the
best
practice
or
the
ideal
to
I
know,
there's
zero
times
regularly.
R
I
mean
the
only
one
I
can
concretely
think
of
would
be
Medicine,
Hat
and
sort
of
when
they
reached
like
the
Pinnacle
of
really
reducing
homelessness
and
kind
of
getting
to
that
functional
zero
where
they
had
more
people
moving
it
out
of
homelessness
than
into
homelessness
their
turnaround
time.
The
goal
or
the
outcome
was
10
days
and
they
actually
hit
five
at
one
point:
they're
not
there
now,
because
we've
had
a
housing
crisis
and
an
opioid
crisis
and
all
of
those
other
pieces.
R
But
it's
that
idea
of
how
kind
of
narrow
do
we
want
to
go.
I
think
I
I'm
not
super
familiar
with
this
part
of
the
report.
If,
if
sort
of
the
goal
is
30
days
for
a
city,
the
size
of
Ottawa,
that
sounds
like
it
makes
a
lot
of
sense,
but
again
like
what
data
were
you
using
to
help
drive
that
decision?
And
if,
if
the
data
is
that
lots
of
folks
are
out
on
average
within
that
week
period?
N
And
I
would
remind
that.
You
know
the
when
we
say
high
Acuity
I
just
want
to
remind
people
that
who
you
see
on
the
street
is
not
necessarily
the
person
you're
going
to
see
once
they're
housed.
People
are
sometimes
stigmatized
as
high
Acuity,
when
in
fact
it's
just
the
stress
level
of
living
on
the
stream
circling
in
and
out
of,
shelters
heat,
cold
Etc.
It's
not
necessarily
like
a
tag
you
should
put
on
to
someone
yeah.
N
R
It's
a
complicated
question
because
I
think
I
think
there's
sort
of
two
tracks.
One
is
like
one
is
the
type
of
data
and
are
we
leveraging
the
type
of
data
in
the
most
effective
way?
And
then
the
other
part
is,
is
the
data
we
have
the
best
that
we
can
have
and
so
I
think
in
that
sense,
you
know
we
have
an
opportunity
to
look
at.
How
can
we
use
data
to
coordinate
as
best
as
possible
and
then
what
kind
of
data
do
we
need
to
drive
towards
outcomes?
R
And
so
right
now,
for
example,
like
we
know,
100
reduction
in
chronic
homelessness
is
the
big
10-year
plan
goal.
So
we
need
to
make
sure
that
we're
regularly
as
a
full
community
hearing
what
The
Chronic
numbers
are
like
this
week.
If
we
can
identify
the
chronic
numbers
and
keep
measuring
ourselves
against
those
measuring
sticks
and
then
I
think
I
call
it
kind
of
quick
and
dirty
data,
sometimes
that
we
need.
R
N
And
one
last
question:
thank
you
again
for
being
so
patient
I
noted
this
report
that
the
funding
to
implement
this
report
will
be
considered
as
part
of
the
Housing
Services
long-range
financial
plan
to
be
presented
at
Council
this
far
as
part
of
the
2024
budget
process.
If
you
had
a
blank
check
and
were
the
ultimate
decider
of
funding
data
gaps,
where
do
you
think
the
city
should
invest
and
have
the
most
impact
so.
R
The
dream
question
this
is
yeah,
dream
question
101.,
so
I
mean
I
think
ultimately
boatloads
of
non-profit
housing.
That
would
be
the
thing
that
we
desperately
desperately
need
in
our
community
and
parts
of
that
being
Supportive
Housing.
That
would
be
sort
of
the
first
piece
because
we
know
you
know.
R
Rent
Subs
are
the
quick
way
to
get
people
housed,
but
at
the
end
of
the
day,
if
we
don't
cap
price
in
some
way,
it's
kind
of
a
never-ending
pit
unless
we
have
serious
rent
control,
that's
a
really
big
challenge
for
a
municipality
to
financially
face.
So
beyond
that,
I
would
say
really
investing
in
I
want
to
understand
the
numbers
on
our
highest
Acuity
level
in
Autobot.
R
So
if
we
have
2
000
I'm,
basing
that
on
the
mayor's
numbers
from
the
letter
to
the
province,
2
000
people
every
day
who
are
experiencing
homelessness,
the
National
Data
says
about
15
to
20
percent
are
high
Acuity,
so
I
would
assume
those
people
who
have
deep
need.
They
need
significant
wraparound
supports
we've
actually,
as
a
community
costed
out
what
it
would
take
to
support
400,
which
would
be
that
20
Mark
400
people
with
intensive
wraparound
supports
it's
four
million
dollars.
R
That's
not
a
lot
of
money
that
is
a
doable
number,
so
I
would
say
looking
at
how
can
we
intensively
wrap
those
supports
around
people?
What
are
the
rent
subsidy
costs
that
we
need
to
attach
to
that?
You
know
who
can
go
into
non-profit
all
those
pieces,
but
I
think
really.
Investing
in
the
level
of
support,
particularly
for
people
with
the
deepest
need
would
be
significant
and
and
I
mean
that
drives
that
our
chronic
reduction
numbers
right,
like
those
are
folks
who
need
the
most
supports.
R
T
You
very
much
chair
and
thank
you
Katie
for
the
presentation,
my
colleague
really
delved,
into
a
little
bit
of
the
the
question
that
I
wanted
to
ask
about
costing
and
the
budget
piece,
but
I'm
just
curious.
If
you
could
unpack
a
little
bit
the
cost
of
housing
people
being
cheaper
than
in
staying
in
bdc's.
So
could
you
just
break
that
down
a
little
bit
further?
For
me,
please
yeah.
R
Absolutely
so
I
mean
right
now.
We
know
that
the
cost
of
getting
rent
subsidies
and
we've
costed
an
enhanced
Trend
subsidy,
which
I
think
is
going
to
feed
into
the
flexibility
of
the
subsidy
pilot
that
the
city's
proposing
to
get
up
to
Market
rent
that
cost
I
think
is
three
million
a
year
for
all
the
folks
in
the
pdcs.
So
that's
that's
one
piece
of
it
when
I
look
at
the
cost
for
the
whole
PDC
operational
cost
for
a
year,
it's
11.8
million,
so
right
off
the
bat,
that's
a
significant
difference.
R
If
most
people
are
low
or
medium
Acuity
and
are
not
going
to
require
those
high
intensity
of
supports,
we
know
our
support
costs
will
go
down
signifi.
Secondly,
so
just
looking
at
the
PDC,
that's
really
I
think
what
we're
looking
at
for
cost
and
that's
an
exciting
proposition,
because
then,
how
can
we
reinvest
that
money
for
other
operational
costs
for
Supportive
Housing?
That
sort
of
thing.
T
R
A
U
Need
to
move
this
closer
to
me,
so
there's
no
secret
that
there's
some
troubles
that
we
have
in
this
city
with
vacancies
and
affordable
vacancies,
affordable
vacancies
at
that.
So
how?
How
do
you
suppose
or
how?
What
what
do
you
propose?
I
guess
to
we
can
do
as
part
of
this
plan
to
rapidly
re-house
people
coming
out
of
physical,
distancing,
centers.
R
Yeah
so
I
think
that
you
know
the
council
in
the
city's
report
on.
We
need
enhanced
flexibility
and
an
increase
in
the
rent
subsidy.
That
pilot
is
critical
to
the
success
of
this,
so
we
know
that
if
we
can
actually
bring
it
up
to
Market
rent
we've
had
housing
providers
say
it
allows
us
into
a
next
tier
of
housing.
R
So
right
now
with
the
rent
subsidies,
as
is
we're
only
kind
of
able
to
access
a
certain
number
of
units,
but
increasing
really
will
make
a
difference
in
terms
of
accessing
new
units
and
I
think
it's
important.
We
often
get
stuck
on
No
Vacancy,
No
Vacancy
right,
there's
no
housing,
but
we
are
a
city
of
a
million
people.
P
P
R
You're
assuming
I
know
a
lot
on
the
behind
the
scenes
stuff
nationally.
So
my
sense
is
that
we
are
gonna.
I
know
right
now:
they're
re-looking
up
the
National
Housing
strategy
right.
We
know
that.
There's
a
lot
of
analysis
and
you
know
what's
been
effective,
what's
not
been
effective,
I
think
we
all
have
a
sense
that
the
rapid
Housing
Initiative
will
probably
be
brought
out
again
for
supportive,
which
is
great,
though
the
provincial
operational
costs
are
ever
the
challenge,
but
I
think
another
piece
probably
coming
down.
R
The
pipes
is
going
to
be
an
acquisition
fund.
So
are
we
as
a
community
prepared
and
ready
to
mobilize
quickly
to
jump
in
on
the
acquisition
game?
Do
we
have
the
funding
mechanism
in
place
to
be
able
to
do
that?
Acquire,
older
buildings
turn
it
over
to
non-profits.
Maybe
the
land,
trust
and
I
think
that's
a
question.
We
really
need
to
be
ready
for
if
that
comes,
my
senses,
it's
coming
in
the
fall,
but
that
may
not
be
true
at
all.
It's
just
what
I've
heard.
So
that's
something
that
I
think.
R
How
are
we
ready
to
jump
on
it
and
I
would
also
look
at
things
like
write.
A
first
refusal,
What
mechanisms,
do
we
have
as
a
city
to
actually
say.
Okay,
we
should
be
having
access
to
that.
You
know
property.
First,
that's
a
complicated
thing,
but
it's
doable
and
other
communities
are
doing
it.
So
I
think
we
should
look
at
those
kinds
of
models,
but
I
think
acquisition
is
really
going
to
be
the
next
kind
of
pipeline
for
funding
from
the
feds.
P
A
Thank
you
so
much
Katie,
you
know,
as
councilor
Kavanaugh
noted
as
chair
of
Ottawa
Community
Housing.
You
know
we
we
heard
from
Mr
Tilly
like
this.
Is
it
takes
the
entire
city,
including
the
city
and
I,
want
to
thank
you
and
all
the
organizations
that
you
work
with
for
being
strong,
Partners
right.
We
can't
move
forward
unless
we're
all
pulling
in
the
same
direction,
so
it's
very
much
appreciated.
Thank
you
very
much
for
your
delegation.
Thanks.
A
A
N
A
Q
N
V
When
Montreal's
new
police
chief
took
over
the
Reigns
four
months
ago,
he
promised
to
build
Bridges
with
communities
in
the
city.
Well,
he
Dove
right
in
quite
literally
Fadi
de
Gaia,
recently
spent
four
nights
in
different
shelters
in
the
city
joins
us
now
in
studio.
Thank
you
for
coming
in,
so
you
ate
slept
basically
lived
with
clientele
for
several
days.
You
met
with
advocacy
groups.
What
was
it
like
for
you?
Well.
W
I
I
thought
that
I
knew
them.
I
thought
I,
renewed
in
the
neighborhood,
how
people
live
on
the
street
and
in
the
shelters
and
all
that,
but
to
be
honest,
being
inside,
staying
with
them,
feeding
them
or
serving
them
and
helping
them
talking
to
them
sleeping
inside
was
completely
different.
It
was
really
disturbing
to
hear
the
stories
to
listen
to
the
noise
during
the
night.
At
the
aggressivity
between
some
people
were,
the
first
wood
would
come
out
outside.
My
mouth
is
respect
for
those
people
who
works
in
those
shelters.
W
All
those
Community
groups
I
have
such
a
high
high
respect
for
them
and
the
police
officer
on
the
field
they
go
inside
to
help
them
to,
but
I
didn't
expect
it
to
be
that
tough.
Okay
right
now,
it's
been
almost
four
days.
I've
been
trying
to
recuperate.
It's
been
very,
very
tough,
psychologically
and
physically
around
Wednesday
after
three
days,
I
was
I
was
wondering
if
I
should
stop,
because
it
was
really
really
tough
on
me.
Now
I
understand
a
bit
better.
What
those
people
go
through.
W
I
think
the
most
difficult
part
was
because
I
was
inside.
I
met
the
Korean
hotel
with
the
autism,
chiantale
I
met
the
woman
who
was
who
went
through
violence.
I
met
the
older
people
who
were
abused,
the
homeless
people
so
many
clientele
during
only
few
days.
They
during
the
day,
like
you
mentioned
evening
and
night
Non-Stop,
and
seeing
the
reality
that
they're
going
through
and
honestly.
It
was
really
disturbing
because
you
can
see
how
vulnerable
they
are
and
there
is
not
much
hope.
W
In
those
Community
groups
that
make
the
difference,
we
are
always
trading
the
emergency.
Instead
of
thinking
about
middle
and
long
term,
we
only
trading
the
emergency
aspect
of
the
this
phenomenon,
and
that
was
very
disturbing,
because
I
can
I
I,
don't
see
if
we
continue
this
way,
I
don't
see
any
positive
result
in
the
future.
Like
example,
the
homeless
people
a
cost
to
the
society,
sixty
thousand
dollars
to
have
this
homeless
shelters
with
the
employees
working
Day
evening
and
night.
If
we
put
them
in
the
apartment,
social
apartment,
it
would
cost
us
as
a
society.
W
N
So
I
just
have
a
I,
have
some,
oh
just
to
respect
the
time
I'm
going
to
just
ask
some
questions
and
then
we'll
pass
it
on
and
then
I
have
some
more
questions.
So
can
you
confirm
that
the
intention
is
to
move
away
from
physical,
distancing
centers
as
a
replacement
to
our
overflow
shelters,
and
is
it
possible
to
make
this
come
out
more
clearly
in
the
report?
If
the
answer
is
yes,.
N
H
Thank
you
for
the
question
through
you
chair
in
the
report.
We
have
also,
as
part
of
the
report,
come
back
as
per
Council
Direction,
with
a
set
of
criteria
that
we
use
to
select
facilities
in
emergency
situations
that
could
be
used
for
physical,
distancing,
center-like
services,
and
so
we
would
use
that
criteria
to
decide.
We
are
a
cognizant
of
certain
communities
where
we've
been
either
as
part
of
our
the
coveted
response
for
respite
centers,
we've
been
in
in
certain
communities
more
than
others.
So
we
would
take
that
into
consideration
as
well.
N
Okay
and
just
to
clarify,
on
my
end
so
Le
Petro,
Routier,
Sandy
Hill,
the
rank
Bel
na
gramate
have
all
been
used
as
physical,
distancing,
centers
or
respite
centers,
and
so
it
I
agree
with
you
that
there's
been
some
communities
more
impacted
than
others.
So
I.
Thank
you
for
acknowledging
that
Mercy.
N
L
Thank
you
very
much
chair
and,
first
a
huge
thank
you
to
staff
when
I
think
back
to
when
I
was
first
elected
and
in
my
opening
remarks,
I
commented
on
the
fact
that
I've
had
two
community
centers
housing
people
for
the
last
three
years.
Two
of
my
three
community
centers
in
my
ward
I
never
would
have
believed
that
just
seven
eight
months
later
that
we
would
have
a
strategy
being
developed,
oftentimes
I've
been
a
was
a
federal
bureaucrat
for
many
years.
L
We
see
lots
of
strategies
being
developed,
lots
of
without
resources
attached
to
them,
so
to
actually
sit
here
today
and
see
an
operational
plan
to
hear
that
you
have
located
potentially
temporary
facilities
for
transition
that
you're
committed
to
moving
folks
out
of
the
community
centers
and
to
actually
be
looking
at
a
long-term
home
for
Supportive,
Housing
and
and
using
city-owned
land
or
purchasing
city-owned
land
is
absolutely
fabulous
and
I
I
know
that
this
will
happen
and
very
excited
to
sit
here
and
I'll.
Just
comment
on
some
of
my
colleagues.
L
I
know
that
folks
that
sit
around
this
table
are
here,
because
this
is
what
they
want
and
we
actually
talk
in
the
hallways
all
the
time
about
how
exciting
we
read
the
reports
and
we
chat
about
this
all
the
time.
Pardon
me
well
big
nerds
when
it
comes
to
to
yeah
housing
nerds.
So
we
are
absolutely
thrilled
and
I
I
think
that's,
probably
something
that
we
don't
express.
It's
just
how
excited
we
are
about
this
I
just
have
a
a
couple
questions
and
I
just
wanted
to
note.
L
You
know
just
on
the
note
of
pdc's
having
had
them
in
my
ward
and
having
taken
tours
of
them.
It
really
was
fabulous
because
they
were
open,
24
7.,
you
could
access
them
at
any
time.
There
was
no
close
down.
There
were
people
in
there
and
when
you
talk,
when
you
hear
people
talk
about
low,
mid
High,
Acuity
I
didn't
know
what
those
terms
were
when
I
was
elected,
but
there
were
students
in
there
there
were
people
that
were
underemployed.
L
First
of
all,
in
in
the
same
report,
you
talk
about
the
fact
that
if
we
continue
on
the
trajectory
that
we
are
on,
that
we'll
have
22
224,
more
single
men
needing
access
to
shelter
system
next
year
and
69
women
at
this
time
next
year.
So
is
this
going
to
be
sufficient
to
have
that
Supportive
Housing
Hub?
Like
do
you
think
you
know
what
other
things
are
we
working
on,
so
that
we
can
avoid
the
fact
that
we
are
going
to
be
needing
more
and
more
facilities
temporarily.
J
There
are
some
of
the
strategies
that
we're
putting
in
place
will
will.
The
aim
is
to
curb
that
is
to
curb
the
the
increase
in
beds
that
we
are
projecting
to
need.
So,
for
example,
housing
more
people
with
the
with
the
new
housing
allowance
benefit,
we'll
we'll
produce
better
results
and
will
reduce
the
actual
number
of
of
people
in
the
shelters.
Therefore,
reducing
the
number
of
reducing
the
pressure
on
the
system.
We
also
are
investing
and
continue
to
invest
in
permanent
Supportive
Housing.
J
L
Thank
you,
I
just
I
have
three
quick
questions:
they're
all
quick.
It's
noted
in
this
this
report
that
this
is
specific
to
the
single
person,
shelter
system,
and
you
you
mentioned
that
this
is
not
dealing
with
the
family,
shelter
system
or
the
Youth
Shelter
system.
We
know
that
we
have
lots
of
families,
I,
think
there's
35
service
contracts
across
the
city,
housing
families
in
need
of
homelessness.
Can
you
just
give
me
a
timeline
on
when
we'll
see
those
pieces?
J
Thank
you
for
the
question
through
you,
madam
chair
and
and
you're
absolutely
right.
We,
we
are
very
we're
working
very
diligently
with
with
our
partners
in
the
in
the
family
sector.
We
are
committed
to
you,
know,
looking
at
our
our
family
shelter
system
and
and
see
how
we
can
improve
it
and
and
for
long-term
sustainability
as
well.
So
we
are
are,
are
really
looking
forward
to
having
the
opportunity
to
focus
more
on
the
families
right
now.
J
Over
the
past
year,
we've
been
it's
been
all
hands
on
deck,
on
on
the
single
system
to
to
obviously
meet
the
Urgent
needs,
but
we
will
be.
You
know.
Turning
our
attention
more
focused
attention
on
the
families.
We
have
been
doing
some
work,
so
it
will
be
a
priority
as
part
of
our
10-year
plan
refresh,
and
it
will
be
a
priority
item
that
we
will
work
on
to
bring
back
to
council
a
plan
for
the
family,
shelter
system.
L
L
Is
there
any
thought?
I
know
that
as
part
of
emergency
preparedness
that
there's
you
that
group
looks
at
you
know:
cooling,
centers
warming
centers,
whatever
the
case
may
be,
is
there
any
look
at
maybe
consolidating
this
from
a
service
provided
Social
Services,
point
of
view
for
when
we
have
short-term
midterm
and
long-term
needs
not
just
for
shelter
but
also
for
warming
cooling,
food
in
sort
of
those
events
that
are
impacted
by
winter
and
other
climate
events.
H
H
The
question
on
emergency
lodging
cooling
centers
is
one
that
really
should
be
deferred
to
EPS
emergency
Protective
Services,
because
it
falls
under
overarchingly
the
city's
emergency
plan,
and
there
are
several
departments
that
play
a
role
in
that,
including
Recreation
and
cultural
Facility.
Services.
L
Thank
you
and
just
one
final
question:
seeing
the
great
work
that's
been
produced,
we
know
there's
great
things
coming
on
the
horizon:
I
think
you
have
a
council
at
least
members
around
this
table
who
are
really
enthusiastic,
we've
seen
in
uptick
in
funding
in
some
ways
from
the
government.
Do
you
believe
that
we
can
end
chronic
homelessness
in
this
trauma?
Council.
J
A
O
Chester,
thank
you
so
much
so
I'm
also
very
excited
about
this
project
and
I
I.
You
know
when
we
had
our
cancel
priority
session,
ending
chronic
homeless.
This
has
always
been
my
number
one
priority,
especially
because
we're
so
impacted
about
it
impacted
by
it
where
we
live
and
I
would
welcome
a
hub
like
this
in
my
War,
but
I,
don't
think
we
have
an
empty
plot
of
land
where
we
can
build
it.
So
I
know
you're.
O
H
Thank
you
for
the
question
chair.
It's
exciting
would
be
my
answer.
The
the
opportunity
to
create
an
integrated
service
center
that
also
has
Supportive
Housing
and,
together
with
the
community,
designing
something
that
could
potentially
have
a
phased
housing
option
built
in
is
tremendously
exciting.
H
That
is
why
we
put
that
Vision
in
the
strategy.
It
is
contingent
upon
many
things
that
may
be
out
of
our
control
if
we're
able
to
purchase
a
a
piece
of
land
and
that's
large
enough
to
maybe
segment
and
help
to
fund.
So
these
are
the
kinds
of
exciting
things
that
we
can
start
to
to
think
about
and
design
as
when
we
move
forward.
So
it's
we
need
something
to
focus
on
and
then
that's
essentially
the
answer.
O
O
I
just
have
a
question,
though,
so,
assuming
you
do
purchase
land
that
land
is
not
downtown,
because
we
don't
have
a
lot
of
land.
What
what
kind
of
work
do
you
think
we
need
to
do?
Or
do
you
intend
to
do
with
the
surrounding
Community
to
ensure
that
it's
a
welcoming
environment
for
these
folks,
because
I
sit
at
planning
compete?
The
committee
where
people
come
to
complain
about
like
three-story
townhouses
that
are
not
Supportive,
Housing,
so
I,
just
how?
How
might
we
work
with
the
community
to
welcome
these
folks.
O
I
would
just
say,
reach
out
to
community
associations,
because
we
have
a
Supportive
Housing,
building,
that's
being
funded
through
Rapid
Housing
Initiative,
it's
about
to
open
in
the
fall.
It's
going
to
focus
on
indigenous
women
and
the
San
Antonio
and
Community
Association.
Sorry
is
going
to
start
is
going
to
organize
a
welcome
committee
with
gift
baskets
to
welcome
these
women
to
our
community.
It's
really
wonderful.
They
specifically
said
they
wanted
to
push
back
against
any
negative
sentiments.
O
P
Thank
you
very
much
chair
and
thank
you
for
for
all
your
hard
work
on
this.
We're
going
in
the
right
direction,
absolutely
and
I
think
we're
very
excited
that
we're
making
progress
on
our
commitment
to
end
homelessness
and
homelessness
is
everywhere.
It
does
exist
in
Bay
word,
we're
we're
finding
people
sleeping
in
all
places,
and
it's
a
concern
to
to
everyone.
P
I
I
have
to
ask
about
this,
because
this
has
come
up
several
times.
Is
we
find
that
there
are
homeless
people
who
keep
pets
and
the
the
that
is
the
reason
they
can't
go
into
a
shelter
and
I?
Don't
it's
been
one
of
those
awkward
things
to
have
to
deal
with,
but
it's
a
reality
of
of
what's
out
there
and
and
the
kinds
of
I
mean
and
obviously
there's
that's
important
to
them,
but
it
certainly
makes
it
difficult.
K
Thank
you
through
you
chair.
It
is
a
big
Challenge
and
we
certainly
recognize
that
across
the
sector
and
going
back
to
what
we
said,
people
recognize
there's
challenges
with
safety,
going
into
shelters,
I.
Think
number.
Two
again
anecdotally
would
be
that
issue
of
having
pets.
So
one
of
the
things
I
think
this
strategy
really
supports
is
that
we
want
to
make
transitions
into
housing
as
quickly
as
possible
and
that's
the
best
way.
I
think
we
can
transition
people
back
to
their
pets
So.
K
Currently
what
we
do
in
some
instances,
especially
we
of
course
always
support.
If
it's
a
service
animal,
we
do
accommodate
through
our
various
other
housing
options,
whether
it
be
the
family,
shelter
system,
that
kind
of
thing
where
they're
service
animals,
but,
of
course,
where
they're
just
pets
and
they're
not
designated
service
animals.
K
We
work
with
various
Partners
in
the
community
that
are
excellence
and
really
hats
off
to
them
through
different
community
supports
and
I'll,
say
hoteling
space
for
your
pet
as
well,
and
then
we
try
and
work
as
quickly
as
possible
to
transition
them
back
into
shelters
or
not
shelter,
spaces
housing,
so
they
can
get
back
with
their
pets.
So
we
really
do
as
much
as
possible
accommodate,
of
course,
within
the
family
shelter
system.
There
are
some
areas
that
do
allow
pets.
So
that's
a
really
positive
thing
on
the
family,
shelter
side.
K
Certainly
on
the
single
side,
that's
an
ongoing
struggle.
We
do
know
a
number
of
people
who
are
unsheltered.
Will
you
know
choose
to
be
that,
so
they
can
be
with
their
pets.
So
something
certainly
we
want
to
be
addressing
as
we
move
forward
and
develop
that
shelter
strategy
and
we
do
regularly
work
with
our
shelter
Partners,
where
possible,
to
be
able
to
accommodate
pets.
P
Thank
you.
We've
heard
from
from
our
delegations
about
the
savings
that
are
are
made
when,
when
people
are
sheltered
rather
than
homeless,
that
it
actually
is
far
more
expensive
to
have
homeless
people
with
all
the
services
they
require
and
and
one
of
the
the
outstanding
points
in
in
your
document
is
that
we
need
that
support
from
federal
and
provincial
Partners.
J
U
Thank
you
chair
in
terms
of
that
the
motion
that
came
forward
as
part
of
the
most
part
of
this
do
you
think:
how
do
you
interpret
that,
like
I'm
thinking
part
part
of
me
is
thinking
there
are
some
facilities
that
are,
you
know,
meant
to
be
shelters
only
the
mission
you
know
the
mission
has
several
programs
that
help
people
find
housing
and
Etc,
but
there
are,
there
are
some
facilities
that
are,
you
know
solely
shelters?
Do
you
do
you
foresee
any?
H
G
Thank
you
chair
and
thank
you
for
all
the
good
work
that
has
been
done
on
this
report.
I
I
share
the
sentiments
of
my
colleagues
that
we
are
definitely
moving
in
the
right
direction
and
it's
heartening
to
hear
that
come
also
from
the
sector
as
well.
The
people
who
are
helping
are
most
vulnerable
in
our
community
every
day
day
in
day
out
each
year.
So
that's
that's
very
important.
G
I
do
have
some
specific
questions,
though,
as
we
know,
or
as
you
would
know,
functional
zero
is
a
dynamic
Milestone
that
indicates
a
community
has
solved
homelessness
for
a
population
such
as
a
chronic
people
who
are
experiencing
chronic
homelessness
or
veterans
reaching
and
sustaining.
This
Milestone
is
in
service
of
building
a
future
where
homelessness
is
rare,
brief
and
non-recurring,
while
functional
zero
is
not
specifically
referenced
in
this
report.
G
I
don't
think
I
saw
that
term
and,
notwithstanding
the
resources
necessary
to
end
chronic
homelessness
by
the
end
of
this
term,
which
I
fully
agree
with
counselor
Carr
should
be
should
be
our
Target
I
was
curious.
Is
it
the
city's
intent
at
a
minimum
to
reach
functional
zero
for
chronic
homelessness?
By
the
end
of
this
10-year
housing
and
homelessness
plan.
J
G
Yeah
I
appreciate
that,
because
I
know
that
this
is
a
mandatory
legislative
plan
that
municipalities
have
and
the
the
fear
and
I'm
sure
this
is
the
fear
across
Ontario
is
that
you
know
we
keep
on
renewing
this
plan
and
we
continue
to
have
chronic
homelessness.
So
I
think
you
know
we
have
to
demonstrate
seriousness
in
terms
of
addressing
it.
I
think
that
this
strategy
is
a
first
step
towards
towards
addressing
this.
K
Through
you
chair,
thank
you
for
the
question.
Very
excitingly.
Ottawa
was
actually
far
ahead
of
the
curve
on
doing
the
buy
names
list,
so
we've
actually
had
it
in
place
for
a
number
of
years.
One
of
the
really
positive
things
that's
actually.
Within
the
last
year,
though,
we
have
improved
and
strengthened
our
ability
to
track
that
by
names
list
through
our
Haifa
system,
which
are
our
homelessness,
individuals
and
families.
G
Well,
I
appreciate
that
answer,
because,
obviously,
without
the
data,
we're
not
going
to
be
able
to
manage
our
way
or
devise
a
way
out
of
chronic
homelessness,
so
I
think
it
is
important
through
all
stages,
including
when
you
know
we
have
unsheltered
residents
in
encampments
that
we
ensure
that
they're
added
to
this
list.
So
we
can
track
the
the
needs,
the
requirements
and
be
able
to
better
service
those
needs
and
requirements.
G
My
last
I
guess
comment
really
is
just
an
observation
that
I
I
think
that
we
are
going
in
the
right
direction
with
the
integrated
Hub.
We
saw
this
or
we
see
this
emerging
as
a
model
in
London
a
month
or
two
back.
I
attended
a
symposium
on
homelessness
that
was
held
by
the
associations
of
municipalities
of
Ontario,
and
you
know
people
were
excited.
I
know
that
you
said
you
didn't.
You
haven't
filled
out
information
specifically
in
this
report.
G
G
That's
focused
on
the
need
to
co-design
coordinated
response
that
ensures
coordinated
Outreach
that
ensures
access
to
acute
and
Primary
Health
Care
that
ensures
that
there
is
integrated
care
planning
across
the
sector,
ensuring
that
people
at
the
end
of
the
day
have
a
24,
7
356
safe
space,
and
that
it's
transitional
to
ensure
that
people
are
not
in
these
conditions
for
long
that
they
are
transitioned
to
to
permanent
housing.
So
I,
guess
and
I
might
know.
The
answer
to
this
question.
G
N
N
Okay,
so
I'm
just
again,
gonna
go
pick.
Some
specific
paragraphs
out
from
the
report
and
I
have
some
questions,
but
I
just
put
them
up
there,
because
I
need
visuals
to
guide
me
in
a
lot
of
ways.
Anyways
on
page
three,
you
say:
should
the
homelessness
system
continue
in
its
current
trajectory,
it
is
projected
there
will
be
need
for
224
additional
beds
for
single
men
and
up
to
69
additional
beds
for
single
women
by
the
end
of
2024..
K
For
the
question,
so
I'll
get
a
little
bit
technical
in
the
the
background
of
this
answer,
but
happened
to
answer
any
follow-up
here.
So
the
way
we
do
all
of
our
calculations
and
projections
is
using
data
from
that
homelessness
individual's
family's
information
system,
which
we
actually
fortunately
have
a
large
volume
of
previous
data.
We've
been
long
users
of
that
system,
which
gives
us
a
really
good
ability
to
do
modeling.
K
So
we
worked
with
our
social
policy
research
and
analytics
group
to
do
some
modeling
and
specifically,
we
used
an
auto
regressive,
integrated
moving
average
model,
which
essentially
just
means
that
we
take
historical
data.
Look
at
the
projections
based
on
that
historical
data
to
predict
out
on
the
future.
So,
as
you've
noted
up
there,
what
that
works
out
too,
is
in
the
peak
for
2023
will
end
up
being
about
646
for
men
in
terms
of
the
nightly
demand
and
that's
206
for
women.
K
N
Thank
you,
and
with
that
in
mind,
now
I'm,
not
on
planning
committee,
but
I
I
was
thinking
maybe
to
reach
out
to
someone
who's,
possibly
on
this
committee
and
on
planning
committee,
and
we
can
maybe
do
some
sort
of
deputization
to
that
Committee
in
the
future.
On
the
issue
of
having
to
streamline
the
permits
and
get
things
really
going
for
the
construction
of
a
affordable
units,
now
I'm,
not
I'm,
not
asking
you
to
do
that
right
now,
but
I.
N
A
Councilor,
if
I
could
just
comment,
all
members
of
council
are
allowed
to
comment
delegate
attend,
bring
motions
forward
to
any
committee,
even
if
they
don't
sit
on
it,
you
would
just
have
to
team
up
with
somebody
and
yes,
absolutely
involve
the
chair,
but
you're.
It's
not
closed
whatsoever,
and
if
you
wish
to
do
that,
there's
several
of
us
here,
but
there's
also
others
so
I'm.
A
N
Was
invitation
to
them
as
well
yeah,
so
we
can
talk
about
after
just
putting
it
out
there.
Okay,
so
next
slide,
please
here
on
page
four,
you
talk
about
developing
a
winter
response
strategy
and
I.
Believe
counselor
Carr
touched
upon
this
a
little
bit
to
have
sort
of
what
you
call
an
overflow
Center,
which
I
I'm
guessing
is
the
new
name
for
physical
distancing,
it's
sort
of
a
where
we
would
put
people
who
currently
cannot
do
not
have
even
a
shelter
bed.
N
I
was
wondering
if
you
have
in
mind
here
something
on
like
a
climate
change
lens,
because
you
know,
as
we
talk
about
the
generators
who
don't
work
in
apartment,
buildings
and
people
have
to
go
somewhere
to
shower
and
to
eat.
Talk
about.
You
know
prolonged
electricity,
like
where
people
are
living
for
a
really
long
time
without
electricity
at
their
home.
When
there's
extensive
heat,
when
there's
really
cold
snaps,
so
I'm
just
wondering
if
it's
exclusively
just
forward
to
response,
or
is
there
something
a
little
more
360?
We
can
Envision
here.
H
N
H
Thank
you
for
the
question
through
your
chair,
yet
to
be
designed.
Our
initial
vision
is
to
build
a
Supportive
Housing,
building
a
unit,
a
building
with
various
number
of
units
and
integrate
clinical
and
other
facility.
Other
services
on
site,
the
scale,
scope
and
details
are
yet
to
be
defined.
Okay,
thank
you.
N
J
N
J
I'd
have
to
do
an
analysis,
but
suffice
to
say
we
can.
We
can
give
you
a
more
precise
analysis
of
the
support
of
housing
costs
in
Ottawa,
because
not
all
Supportive
Housing
Programs
are
the
same.
Some
provide
high-end
medical
care,
for
example,
which
will
increase
your
cost,
so
I
wouldn't
want
to
give
you.
N
N
Thank
you
next
slide,
so
on
page
11,
this
is
really
exciting.
It's
currently
supporting
the
Ottawa
Aboriginal
Collision
to
develop
an
indigenous
housing
and
homelessness
plan.
Now
I
have
the
highest
amount
of
Inuit
population
outside
of
Nunavut.
In
my
ward,
I
was
wondering:
if
there's
you
know,
can
we
keep
getting
updates
on
this?
Is
there
a
council
person
who
can
be
like
just
an
observer
on
this
committee?
If
you
could
just
provide
more
details.
H
Thank
you
for
the
question
and
through
you
chair.
Yes,
we
are
also
very
excited
to
work
with
the
Ottawa
Aboriginal
Coalition
and
the
partners
around
the
table
and
others
on
how
we
can
support
as
a
municipality,
the
indigenous
housing
strategy.
The
community
is
defining
the
indigenous
housing
strategy
and
I
think
that
they
would
love
the
opportunity
to
present
it
at
a
future
at
a
future
date.
We
can
certainly
bring
that
opportunity
to
them
once
they're,
ready,
okay,.
N
K
So
currently,
in
both
the
shell
emergency
shelter
standards
in
the
traditional
housing
program
standards,
there
is
a
requirement
not
specific
to
training
but
there's
very
specific
requirements
outlined
for
service
to
indigenous
clients.
So
there
was
a
section
we
collaborated
with
the
Aboriginal
Community
Advisory
Board
during
the
shelter
standards
Inception
that
outlined
the
different
requirements
they'd
like
to
see
as
part
of
the
shelter
standards.
K
So
there
is
like
I
said
in
both
documents,
quite
a
long
section,
on
what
those
requirements
are
and,
of
course,
as
part
of
our
inspections
that
we
do
yearly
at
all
the
shelters.
We
do
make
sure
and
there's
there's
checks
and
balances
in
place
to
make
sure
that
they're
following
Those
portions
of
the
standards.
N
So
it's
oh
okay,
it
says
per
the
motion
approved
by
Council
on
March
8.
The
city
was
to
explore
Supportive
Housing
options
using
the
third
part
of
Rapid
Housing
Initiative
staff
did
apply
this
direction
to
the
rhi
project
submitted
under
the
city's
streams,
which
received
cmhc
approval.
Approval
for
the
project
submitted
under
project
streams
is
expected
for
the
end
of
2023,
so
we're
at
June.
27Th
I
was
just
wondering
if
we
had
an
update.
J
Yes
through
you
chair,
yes,
thank
you
for
the
question.
We
we
did
get
an
update
on
the
City
stream,
the
one
Supportive
Housing
project.
We
were
successful.
We
were
supposed
to
hear
about
the
three
other
want
projects
under
the
project
stream
by
June.
15Th
we've
been
notified
that
they
are
late
in
their
assessment
so
that
those
responses
are
still
pending
and
then
the
the
plan
is
to
send
Council
a
memo
advising
you
of
of
the
outcome
of
the
RH
funding
in
relation
to
the
motion
from
counselor
King
as
well.
N
Okay
next
slide,
please
thank
you.
So
oh
I
don't
know
if
that's
right,
no
next
one!
Sorry
next
slide.
So
it
says,
as
a
result
of
the
implication
of
pdc's,
the
community
shelter
system
has
seen
an
organic
shift
with
Mark's
success
in
the
way
in
which
its
services
are
being
delivered
in
shelter.
Placement
options
are
being
assessed.
H
N
A
It's
a
minute
and
I
just
want
to
respect
the
fact
that
we
have
a
lot
of
people
who
have
questions
about
this
item,
but
we
also
have
another
very
you
know,
in-depth
item
on
the
agenda
for
which
we
have
delegations
and
representatives
from
The,
Guiding,
Council
and
things
so
I'm
going
to
ask
you
know
if
you
have
a
question
specific
to
the
video
or
if
you
have
a
question
for
staff,
you
have
31
seconds
left
to
do
it.
I
would
ask
you,
send
the
video
around
send
us
an
email
will
be
I'm.
A
To
the
video,
well,
you
can
we,
you
know
what
I'm
going
to
ask
you
to
send
it
around
as
a
video
clip.
The
two
videos
in
one
question
period
is
a
lot
to
take
and
I
think.
Once
again,
we
all
have
to
have
opportunities
to
ask
the
questions
that
we
need
to
get
to
the
to
the
facts
of
the
issue
so
that
we
can
approve
something
legitimately
I
would
have
appreciated.
A
N
H
D
A
C
Thank
you
chair
really,
the
intent
is
for
this
fall.
If
the
shelter
winds
down
operation
has
currently
thought,
then
ice
allocation
would
begin
for
Mid
to
mid
to
later
fall,
probably
October
November
in
terms
of
the
first
groups
accessing,
and
that
is
contingent
on
the
the
current
idea
that
the
shelter
would
wind
up
operations
sometime
around
the
end
of
the
summer.
C
Yes
and
generally
that
that
would
for
for
a
building
like
Bernard
bromate,
we
would,
if
the
shelter
wasn't
there,
we
might
have
early
ice
in
late
September,
where
groups
start
to
to
do
casual
bookings,
those
kinds
of
things,
but
the
real
pressure
comes
mid-october
on
type
of
thing.
So
that's
what
we
would
aim
for
if
we
were
returning
it
to
a
full
season
of
ice.
O
U
K
X
X
O
A
G
Thank
you
chair.
Thank
you
for
giving
me
this
opportunity
once
again,
I'd
really
like
to
thank
staff
for
the
fact
that
we're
moving
in
the
right
direction
with
this
integrated
transition
to
housing
strategy
with
198
units
projected
to
be
coming
online,
with
enhanced
housing
allowances
for
singles,
with
system
changes
proposed
and
greater
coordination
with
sector
partners
and
people
with
lived
experience
and
the
proposal
of
integrated
Supportive
Housing
Community
Hub,
which
we've
acknowledged
that
we
need
to
co-design
and
coordinate
in
terms
of
a
response
with
the
community.
G
But
while
no
one
should
go
unsheltered
in
our
city,
we
need
to
ensure
our
Collective
focus
is
on
permanent
housing,
that
being
housing
first
and
supportive
housing
investments
targeted
at
permanent
Solutions
rather
than
semi-permanent
Solutions,
so
I
understand
the
need
to
have
this
tool
in
in
our
toolbox.
You
know
I
just
hope
that
we
never
have
to
use
it
and
I'm
sure
everybody
shares
that
that
feeling
around
this
table.
We
know
that
the
Dignity
of
providing
permanent,
Housing
Solutions
to
all
residents
should
be
our
focus
and
I
believe
it's
the
focus
of
staff.
G
A
Thank
you
very
much.
Counselor
and
I
do
understand
staff
and
you
work
very
closely
and
that
they
they
are
willing
to
accept
this
direction.
Yes,
wonderful,
perfect!
Thank
you
very
much.
We
will
now
move
on
to
the
counselor
car
motion.
Councilor
Carr.
If
you
wanted
to
just
wrap
up
on
your
motion,
absolutely.
L
Thank
you
very
much
chair
and
thank
you
to
everyone.
Today,
we've
heard
from
staff
stakeholders,
Partners
council
members
who
all
agree
on
one
thing
that
we
need
to
House
people.
First,
no
one
should
be
chronically
homeless.
We
want
to
avoid
the
use
of
the
shelter
system
for
permanent
housing.
People
need
the
Dignity
of
homes
and,
as
we
move,
we've
heard
this
commitment
over
and
over
again
from
housing
first.
L
So
all
the,
whereas
clouds
Clauses
in
the
motion
speak
to
all
of
the
commitments
we
hear
from
the
federal
government
from
the
provincial
government
from
the
municipality.
So
it's
just
really
reiterating
how
important
that
is,
and
we
just
want
to
make
sure.
As
we
move
forward,
we
can
see
that
there
is
a
prediction
that
we're
going
to
need
more
shelter
beds
in
the
data
that
staff
produced.
We
want
to
make
sure
as
we
if
we
have
to
bring
any
shelters
online
or
any
shelters
that
are
currently
in
existence.
C
A
Okay,
wonderful
really
before
we
just
go
to
the
vote
for
the
report.
Recommendations
I
want
to
thank
staff.
I
I
want
to
profusely
thank
staff
for
for
everything.
You've
done.
You
know,
councilor
car
said
it
in
her
her
comments
much
earlier
in
the
conversation
you
know
at
this
beginning
of
this
term
of
council,
we
had
people
in
record
centers
on
cots.
We
still
do
and
that's
not
the
place
for
anyone.
No
one
belongs
there.
They
don't
want
to
be
there.
A
A
Yes,
if
you
have
to
stretch
or
anything
we
won't,
we
won't
take
a
break,
though,
because
we
do
have
people
in
the
in
the
audience
who
have
been
waiting
for
a
while,
so
we'll
keep
moving
along.
We
have
the
community
safety
and
well-being,
mental
well-being,
priority
progress,
update,
that's
the
safer
alternatives
for
mental
health
and
substance
use
crisis's
response,
my
understanding
is:
we
have
a
presentation
from
staff,
so
we'll
proceed
with
the
presentation.
A
H
Good
afternoon
it
is
a
great
day
for
community
and
social
services.
Today
we
have
before
you
another
very
important
piece
of
work,
so
I
will
start
us
off
and
I'd
like
to
start
off
by
thanking
the
Ottawa
guiding
Council
for
mental
health
and
addictions.
The
Secretariat
members
who
are
here
today
for
their
Vision
leadership,
compassion
and
Community
commitment.
Thank
you
with
us
today
are
Michelle
James
co-chair
Ottawa,
guiding
Council
for
mental
health
and
addictions.
H
Beside
me,
Joan
Riggs,
who
has
facilitated
The
Guiding
Council
work
over
the
last
couple
years:
Liz
wickful,
Secretariat,
co-director,
Ottawa,
guiding
Council
for
mental
health
and
addictions
and
Sahara
alolo
Secretariat
co-director
Ottawa,
guiding
Council
for
mental
health
and
addictions
Cyrus.
She
here
today,
no
okay
and
Jessica
is
not
here
today.
Okay,
all
right,
so
that's
the
team
here
at
the
table
with
me.
H
I
could
not
also
go
on
without
acknowledging
Sarah
Taylor,
the
director
of
community
safety,
wellbeing
policy
and
analytics
here
beside
me,
her
Sarah
and
her
wonderful
team
have
done
the
Lion's
Share
of
heavy
lifting
on
the
city
Side
in
support
of
the
work
of
The
Guiding
Council.
This
has
been
tremendously
important.
Work
and
I
would
also
like
to
acknowledge
other
departments
who
are
part
of
both
the
guiding
Council
and
the
community
safety
and
well-being.
H
Community
Advisory
Group,
like
The
Paramedic,
Services,
Ottawa,
Public
Health,
the
Ottawa
Police
for
being
around
the
table
and
supporting
us
to
build
this
alternative
response
for
mental
health
and
substance
use
crises
as
a
member
of
The,
Guiding
Council,
a
key
partner
and
a
funder.
We
are
proud
to
bring
this
report
forward
to
you
today.
H
H
H
Z
Z
Following
the
passage
of
this
legislation,
Ottawa
then
went
on
a
two-year
journey
to
Define
what
community
and
safety
well-being
means
to
Ottawa
residents
and
what
our
priorities
are.
Following
a
two-year
intensive
data
collection
and
consultation
process
in
October,
2021
city
council
approved
ottawa's,
first
Community
safety
and
well-being
plan
next
slide.
Z
The
provincial
legislation
quotes.
The
success
of
society
is
linked
to
the
well-being
of
each
and
every
individual
ottawa's
Community
safety
and
well-being
plan
has
the
six
priorities
you
see
here
on
the
slide
in
2022
staff
made
important
progress
in
year,
one
establishing
the
operational
infrastructure
required
for
sustained
success,
including
the
appointment
of
advisory
committee
members,
establishing
a
performance
measurement
and
evaluation
framework
and
continued
progress
against
the
implementation
plan.
Z
This
includes
working
closely
with
stakeholders
to
build
a
strong
foundation
for
the
plan
by
conducting
research
mapping
the
landscape
and
leading
discussions
on
how
to
build
success,
build
on
successful
work
already
occurring
within
Ottawa.
So
today's
presentation
will
focus
on
one
of
the
strategies
within
the
mental
well-being.
Priority
next
slide,
please,
specifically
on
working
with
Partners
to
explore
safely
safer
alternatives
for
Mental
Health
crisis
response.
Z
The
Guiding
council's
terms
of
reference
describe
the
Catalyst
for
the
creation
around
recent
Ottawa
Police
Services
interventions
of
incidents
involving
community
members,
particularly
indigenous
and
black
members,
with
mental
health
issues
that
resulted
in
injury
or
their
deaths.
The
consistent
chronic
underfunding
of
mental
health
and
Addiction
Services
and
programs,
a
disproportionate
Reliance
and
a
disproportionate
and
inappropriate
Reliance
on
police
services
to
respond
to
the
mental
health
and
substance
use
crisis,
chronic
gaps,
inappropriate
programs,
services
and
response
strategies
for
indigenous
black
and
racialized
community
members.
Z
The
mobilization
of
the
black
lives
matter
movement
internationally
that
focused
attention
on
the
relationship
between
police
and
racialized
communities
and
locally
in
Ottawa.
The
work
of
the
justice
for
Abdi
coalition,
while
that
work
was
happening,
the
community
safety
well-being
plan
was
finalizing
its
consultations,
which
included
residents
voice
in
the
desire
for
an
alternate
response.
Z
The
city
manager
then
approached
the
guiding
Council
to
take
on
a
leadership
of
this
strategy,
as
it
relates
to
the
commitments
within
the
community
safety
well-being
plan
next
slide,
please
that
work
led
to
the
establishment
of
the
guiding
Council
Secretariat
in
April
of
2022,
which
has
completed
the
work
that
has
brought
us
where
we
are
today,
which
we'll
talk
through
in
the
upcoming
slides
I'd
like
to
hand
it
over
to
Liz,
Joan
and
Michelle,
to
provide
an
overview
of
The,
Guiding
Council
and
some
of
that
work
next
slide.
Please.
AA
Foreign
thanks
so
much
Sarah,
and
thank
you
for
having
us
here
to
to
speak
to
this.
So
here
on
this
slide,
you
can
see
the
network
of
11
organizations
that
came
together
to
form
the
guiding
Council
I
want
to
preface
this.
With
this
work
started
out
hesitantly.
There
was
a
lot
of
challenges
to
Bringing
folks
to
the
table.
AA
These
11
networks
really
represent
over
150
organizations
that
are
working
in
your
communities
right
now
on
the
ground,
delivering
mental
health
and
support
services
to
people
who
are
in
need.
Many
of
these
organizations
are
engaging
in
crisis
response
without
the
benefit
of
funding
and
without
the
Mandate
of
responding
to
crisis
response,
and
yet
they
are
there
in
the
communities.
AA
If
you
want
to
add
anything
okay,
so
that's
all
I
wanted
to
say
about
the
numbers.
I
also
want
to
mention
that
this
configuration
is
what
has
brought
us
to
this
point.
We
will
need
many
many
more
hands
to
support
this
work,
and
so,
if
you,
if
you
will
Envision
that
this
group
and
this
collection
of
organizations
and
networks
will
evolve
over
time
to
include
the
skill
sets
and
the
expertise
that
will
be
needed
for
the
other
phases,
including
implementation
working
with
peers,
Etc
that
you'll
see
in
the
report.
Z
AB
Hello,
so
I
will
be
talking
about
the
process
that
we
embarked
on
to
get
here.
We
were
hired
Liz
that
I
as
the
Secretariat
directors
for
the
Ottawa
Garden
Council
for
mental
health.
Once
we
came
on
board,
we
hit
the
ground
running
and
we
established
a
robust
strategy
to
make
sure
that
we
are
reaching
community
members
who
otherwise
will
not
have
their
voices
head
but
affected
the
most,
and
so
our
strategy
included
reaching
out
to
people
on
the
streets
going
to
the
shelters
and
talking
to
people.
AB
We
talk
to
community
members
and
also
talked
to
service
providers,
so
we
can
get
the
service
provided
a
point
of
view
as
well
as
the
community
members
as
well.
Our
study
process
methodology
included
literature
review
where
we
actually
looked
into
existing
literature
to
find
what
is
already
existing
and
what
are
some
of
the
best
practices.
We
also
engage
people
with
lived
and
living
experience,
lived
experiences,
reference
group
that
we
created
at
the
very
initial
stages
and
this
group
of
people
11
members
joined
us
on
this
journey.
AB
All
in
all,
we
spoke
to
over
1200
individuals
through
a
community
focused
group,
consultation
somewhere
online.
Others
were
in
person.
We
also
conducted
interviews,
one-on-one
interviews
where
we
couldn't
reach
people
to
come
to
consultations.
We
also
did
a
survey
and
through
all
of
that,
we
were
able
to
reach
the
1200
residents
of
Ottawa.
AC
This
is
what
people
told
us
they
wanted
and
we
triangulated
the
research
with
the
literature
review
that
was
done,
the
environmental
scan
of
what's
happening
in
other
cities,
and
we
looked
at
also
the
911,
Deep,
dive
and
and
other
other
reports
that
and
research
that
have
been
done
in
Ottawa
in
the
last
couple
of
years.
So,
first
and
foremost,
we
would
like
to
see
a
strategy
that
centers
racial
equity
and
mental
health
and
substance
use
crisis
response.
AC
The
second
pillar
of
this
is
to
Center
equity,
for
specific
communities
in
mental
health
and
substance
use
crisis
response,
so
this
means
expanding
safer
spaces
for
Street
involved,
community
members
and
people
experiencing
homelessness
and
establishing
new
and
expanding
existing
services
to
people
in
rural
areas.
So
we
don't
want
to
leave.
Anyone
behind.
AC
AC
So
the
first
and
foremost
we
want
to
establish
a
no
wrong
door
approach
to
accessing
crisis
response
services
and
Sarah
will
speak
to
that
shortly
and
develop
and
Implement
a
community-based
model
for
crisis
response,
which
will
be
we'll
speak
about
as
well
and
before
the
fourth
pillar
is
to
increase
funding,
to
support
and
expand
services
that
community
community
organizations
are
already
providing.
So
we
know
that
they
are
providing
these
Services,
they
don't
necessarily
have
the
capacity
or
the
funding
to
do
it,
but
they're
having
to
do
it.
AC
AC
And
finally,
we
want
to
address
structural
stigma
and
first
responder
and
Healthcare
institutions
and
create
policies,
processes
and
protocols
when
the
involvement
of
people
with
lived
experience
and
living
experience,
create
a
client-centered
model
and
provide
mental
health
and
substance
use
resources
that
are
on
par
with
resources
for
physical
health.
It's
just
not
at
the
same
level,
and
so
this
is
really
important
and
also
establishing
mechanisms
to
monitor
how
well
we're
doing
and
decreasing
stigma.
AA
I
want
to
talk
a
little
bit
about
this,
this
diagram,
because
this
really
is
sort
of
a
visual
representation
of
our
end
goal,
which
is
to
essentially
put
ourselves
out
of
work
at
the
top
of
the
teardrop
you'll,
see
the
crisis,
24
7
crisis
response,
and
that's
really
what
we're
talking
about
today,
but
you'll
notice
that,
within
the
community,
safety
and
well-being,
the
pillar
that
we
are
under
is
mental
well-being,
not
mental
crisis.
Mental
Health
crisis
right.
AA
So
we
want
to
be
able
to
move
folks
and
funding
out
of
this
crisis
point
at
the
top
of
the
tier
and
down
into
the
bottom
two
circles
where
you
see
Wellness
being
fostered.
So
that's
you
know
connecting
folks
to
the
supports
and
services
that
they
need
just
to
to
live,
but
then
also
when
they
enter
into
points
of
distress.
AA
They
go
into
that
orange
Zone,
where
we
have
a
full
complement
of
coordinated,
supports
and
services
that
are
able
to
support
folks
and
prevent
them
from
going
into
crisis
and
keep
them
down
in
the
lower
part
of
that
teardrop
cycling
around
in
well.
Well-Being,
as
well
as
social
and
Community
supportive
environments.
AA
When
we
look
at
the
top
part
of
this
teardrop,
we
see
we
need
a
coordinated
effort,
and
that
is
really
what
has
happened
with
The
Guiding
Council
and
with
this
report
is
looking
at.
Who
are
all
the
players
involved
in
crisis
response
currently,
and
how
can
we
work
together
to
ensure
that
every
single
person
who
requires
support
in
crisis,
regardless
of
who
they
call
they
will
be
receiving
compassionate
Humane
care?
That
is
not
always
the
case
for
many
folks
in
our
community
and
for
many
folks
in
our
community.
AA
Z
Thank
you,
Michelle
Liz
and
zahada.
So
Michelle
spoke
to
this
a
little
bit
so
acknowledging
as
she
just
discussed
that
the
alternate
response
is
one
sliver
of
how
we
look
at
mental
well-being
in
the
city.
The
service
vision
for
the
safer
alternative
response
is
that
there's
no
wrong
door
approach
so
that,
as
the
work
moves
forward,
Ottawa
city
residents
will
be
able
to
access
a
variety
of
services
based
on
their
choosing,
based
on
their
desired
entry.
Z
Next
slide,
please
so
the
proposed
and
recommended
alternate
response
has
two
main
components
that
I'll
talk
through
now.
The
first
is
a
diversion
from
9-1-1
So,
based
on
what
we
heard
clearly
from
residents,
not
wanting
to
call
9-1-1
or
feeling
comfortable
doing
so,
as
well
as
the
comparator
research
for
other
municipalities
as
an
example
Toronto
currently
contracts
with
2-1-1
we're
looking
to
establish
an
alternate
phone
number
where
residents
could
call
to
access
the
24
7
community-based
response
team
So,
based
on
discussions
with
comparator
cities.
Z
As
well
as
ottawa-based
market
research,
the
estimated
cost
for
this
non-911
call
dispatch
would
be
five
hundred
thousand
dollars
annually.
So
as
a
resident,
you
call
this
non-911
number.
The
next
piece
is
that
you
would
go
through
a
triage
in
dispatch.
The
people
who
would
respond
would
be
a
community-based
civilian-led,
multi-disciplinary
response
team.
So
that's
a
lot
of
words
to
describe
that.
It
would
be
plain
clothes,
non-uniformed,
mental
health
or
other
professionals.
Z
Examples
in
other
cities
include
psychiatrists
social
workers,
mental
health
professionals,
Outreach
workers,
as
well
as
in
what
we
heard
from
our
residents
clearly
was
having
peer
support
as
a
component
of
that
and
research
in
the
mental
health
space.
Those
that
peer
support
can
be
especially
impactful
to
create
a
space
of
trust,
stability
and
ongoing
support
for
individual
individuals
Pathways
to
care.
Z
So
this
specialized
team
would
respond,
support
the
individual
in
crisis
and
then,
as
part
of
the
community-based
agency,
that
we
would
contract
with,
they
would
provide
follow-up
wraparound
supports,
and
so
when
we
talk
about
wraparound
supports
that
means
that
they
would
work
with
the
individual
to
understand
what
their
needs
are.
So
if
it's
a
housing
need,
they
would
ensure
they're
connected
with
the
housing
caseworker.
Z
If
it's
Ontario
Works
they
need,
we
ensure
they
connect
with
an
Ontario
Works
caseworker
if
they
need
mental
health,
supports
it's
working
to
get
them
on
the
appropriate
waiting
lists
where
we've
seen
success
in
other
cities
is
having
a
48-hour
follow-up
response
after
the
point
in
time
in
crisis.
So
again
that
agency,
where
this
24
7
based
team,
is
housed,
would
work
with
other
resources
there
to
respond
to
the
individual
within
crisis.
Z
mobile
crisis
response
team,
with
enhanced
peer
support
at
1.5
million
dollars
annually.
Next
slide,
please,
as
we
look
towards
the
service
provision,
cost
that
I
just
discussed,
there's
also
Associated
project
infrastructure
costs
that
are
outlined
here
again,
based
on
our
discussions
with
other
municipalities
in
North
America,
as
well
as
applying
our
own
Ottawa
context.
Knowledge
of
the
work-
that's
happened
over
the
past
year
and
these
this
project
infrastructure
costs
provide
for
critical
funding
pieces
such
as
the
training
of
the
team,
ensuring
strong
performance
measurement
and
evaluation.
Z
So
we
have
good
data
to
understand
how
we're
successful,
where
there's
opportunities
to
continuously
improve
and
what
expansion
could
look
like
down
the
line,
as
well
as
dedicated
community
and
City
staff
resources
to
lead
the
implementation
of
this
new
Service
delivery
model
within
the
city
of
Ottawa.
Next
slide.
Please.
Z
So
the
proposed
funding
that
I
just
reviewed
is
based
on
starting
in
one
geographic
location
of
the
city.
This
is
again
looking
at
other
cities
across
North
America
and
how
they
started
and
scaled
as
well
as
based
on
discussions
in
The
Guiding
Council,
to
ensure
we
started
a
scale
that
we
feel
is
manageable
to
an
appropriately
resourced,
to
have
a
strong
response
that
we're
then
able
to
evaluate,
collect
data
around
and
then
again
ensure.
Z
What
call
diversion
will
look
like
if
the
report
is
approved
by
Council
by
this
committee
today
and
then
by
Council
on
July
12th.
We
will
communicate
back
to
council
via
memo
in
the
beginning
of
the
Fall,
with
a
detailed
implementation
timeline,
appreciating,
there's
a
lot
of
commitment
and
excitement
and
a
desire
for
urgency
where
possible,
given
some
of
the
crisis
we've
heard
about
in
conversations
today
to
move
these
timelines
up
next
slide,
please
in
terms
of
the
selection
of
the
geographic
location,
based
on
the
continued
governance
framework.
That's
been
put
in
place.
Z
As
it's
been
outlined
with
you
today,
and
there
are
data
limitations
with
some
of
the
data
that
are
on
the
side.
Today,
you
heard
from
sahada
and
Liz
that,
while
we
are
using,
you
know,
mental
health
and
substance
use
related
calls
to
9-1-1.
Currently,
there
are
a
lot
of
individuals
who
don't
feel
comfortable
calling
9-1-1,
and
so,
while
the
data
is
not
perfect,
based
on
our
current
state
analysis
as
well
as
comparator
research,
we
believe
these
are
pro
strong
proxy
data
sets
for
where
there
are
issues
within
the
Ottawa
Community.
Z
Currently
next
slide,
please
so
the
proposed
funding
strategy
in
2024
we
would
use
the
550
000.
That's
currently
allocated
to
the
community
safety
and
well-being
office
as
part
of
our
base
budget
to
support
this
work.
This
creates
a
2.4
million
dollar
Gap
that
we
would
fill
with
a
one-time
from
the
tax
stabilization
Reserve
I'll
speak
in
during
this
time.
Z
Z
Z
Currently,
that
fund
has
three
priorities
which
are
culturally
appropriate
employment,
mentorship
and
skills,
development
for
racialized,
youth,
mental
health
promotion
prevention,
intervention
and
Outreach,
Services
and
mental
health
to
indigenous
residents
and
prevention
of
violence
against
women
and
girls.
That
funding
is
currently
being
used
to
provide
three-year
grant
funding
for
capacity
building
to
19
agencies.
The
funding
is
up
at
the
end
or
mid-2025,
and
we
would
reallocate
that
full
funding
pot
to
fill
the
budget
Gap
to
complete
the
rest
of
the
funding
required
for
this
alternate
response.
Z
So,
as
I
mentioned,
even
with
the
fun
approval
of
the
funding
strategy
discussed
on
the
previous
slide,
we'll
continue
to
explore
funding
from
other
levels
of
government.
The
Ontario
solicitor
general
holds
the
legislation
through
the
police
services
act
for
Community
safety,
well-being
plans,
the
municipality
isn't
able
to
access
grants,
but
Ottawa
Police
Services
is,
and
they
are
continuing
to
be
an
active
partner
in
applying
for
grants
for
this
program.
Z
On
behalf
of
the
city
in
the
community,
Ontario
Health,
both
the
provincial
and
the
federal
government
have
recently
made
large
funding
commitments
to
the
mental
health
and
substance
use
space,
and
we
would
continue
to
monitor
those
and
work
toward
when
funding
allocation
are
announced.
We
would
look
to
identify
where
there
may
be
opportunity
to
access
funding
through
those
levels
of
government
as
well.
Z
AD
Thanks
everybody
you'll
notice
in
both
the
report
and
the
strategy
that
the
auto
Aboriginal
Coalition
did
not
participate
in
the
guiding
Council,
not
because
we
didn't
support
the
work
and
we
do
continue
to
support
the
work
in
2020
during
covid.
We'd
already
started
our
own
indigenous
mental
health
and
well-being
strategy
and
so
and
it's
already
evolved
so
that
it
it's
really
starting
from
a
some
pretty
very
different
places
and
particularly
starting
with
the
with
what
a
person
can
do
to
restore
their
own
Wellness.
AD
So
we
we're
looking
forward
to
sharing
that
with
you.
It
is
actually
available,
but
just
so
you
know,
we
have
been
working
with
City
staff
on
on
different
elements
of
that,
including
our
first
thing
that
came
out
of
our
code.
Research
was
people
needed
land,
and
so
we've
been
working
closely
with
the
city
to
really
find
land
for
programming
and
ceremony,
and
so
that's
been
part
of
the
work
we've
been
doing.
But
it
is
definitely
consistent
with
the
work
that
the
guiding
Council
has
done.
A
AE
Good
afternoon
I'm
here
to
argue
that
the
mental
health
response
poly
project,
which
you'll
be
asked
to
recommend
to
council
today,
will
do
little
to
make
any
of
us
any
safer,
especially
those
it's
most
meant
to
help.
I
also
argue
that
the
project,
the
project,
is
an
example
of
what
we
call
Collective
resistance.
AE
Now,
let
me
explain
what
I
mean
I
thought.
Last
year,
I
attended,
the
United
Way
is
leveraging
our
strengths
conference
focused
on
implementation
of
equity,
diversity
and
inclusion
initiatives,
and
there's
a
woman
from
the
Tamarack
Institute,
who
came
to
describe
a
method
that
they
used
to
work
called
Collective
impact,
and
she
put
a
definition
up
on
the
screen
and
when
she
did
an
alternative
definition
immediately
popped
in
my
hands,
I'm
going
to
read
hers
and
then
I'll
read
the
the
alternative
definition.
AE
Now,
while
doing
the
work
of
the
hub
613819
black
Hub,
we
noticed
that
there's
organizations
that
engage
in
Collective
resistance
that
get
government
money
to
do
things
that
help
people
in
crisis,
but
do
nothing
to
fundamentally
change
the
system
that
got
the
people
in
crisis.
In
the
first
place,
we
would
argue
with
the
guiding
council
is
one
such
organization.
AE
As
these
folks
said,
it
was
created
by
the
Ops
and
the
Ops
are
on
it.
When
we
saw
that
we
immediately
suspected
that,
with
the
Ops
influence,
the
guiding
Council
would
recommend
an
alternative
mental
health
response
system
that
did
three
things
one.
It
would
leave
the
door
open
to
continue
dangerous
levels
of
police
involvement.
Two,
it
wouldn't
involve
taking
any
money
from
the
police
budget
and
three.
It
would
take
a
really
long
time
to
implement
and
all
three
have
come
true.
AE
AE
One
the
Ops
hand-picked
the
original
five
guiding
council
members
didn't
consult
at
least
one
the
Ottawa
black
mental
health
Coalition
before
announcing
they
are
part
of
the
guiding
Council
in
January.
2021..
I
know
this
because
the
Hub
was
a
member
of
the
Ottawa
black
mental
health
Coalition.
At
the
time
two.
AE
Three,
the
guardian
council's
regular
meetings
aren't
public
and
they
don't
share
their
meeting
minutes
and
four
the
meetings
that
are
supposedly
public,
like
the
one
they
had
yesterday
to
prepare
for
this
committee
meeting.
Well,
we
don't
get
invited
to
those
the
result
of
that
lack
of
represent
representation
and
transparency
are
things
like
the
mental
health
response
pilot
project
you're
being
asked
to
approve
today
that
has
several
issues.
AE
One.
The
report
before
you
today
doesn't
even
mention
the
report
that
the
613-819
black
Hub
and
in
Vivid
research
published
in
June
2021,
laying
out
a
template
for
a
non-police
mental
health
crisis
response
system
very
similar
to
what
you'll
be
considering
today,
but
with
one
big
difference,
ours
recommended
the
absolute
minimum
police
involvement
in
the
new
system.
Two.
Today's
report
has
no
explicit
guarantee
that
the
non-911
number
won't
be
stabbed
by
Ops
members.
Like
our
report
did
three.
Today's
report
says
the
Ops.
AE
AE
We
ask
you
to
work
to
ensure
three
things:
one,
that
the
program
has
minimum
police
involvement,
two,
that
the
police
are
tasked,
aren't
tasked
with
finding
permanent
funding
for
the
program
in
three
any
future.
Savings
from
police
getting
out
of
mental
health
response
go
to
a
non-police
alternative
mental
health
reform
system.
Thank
you.
A
B
A
F
Thank
you
for
having
me
speak
today.
My
name
is
Caitlin
Griggs
and
I'm,
a
resident
and
assistant
caretaker
at
a
mixed-use
property
on
Echo
Street
in
West
Centertown.
Knowing
that
you
are
exploring
safer
alternatives
for
responding
to
mental
health
and
substance
use
crises
I'm
here
to
speak
about
an
existing
crisis
response
model
that
is
operating
my
neighborhood
with
very
positive
results.
F
The
key
recommendations
from
that
meeting
was
to
establish
an
Outreach
team
to
provide
crisis
response
and
practical
support
to
the
growing
number
of
individuals
who
are
experiencing
homelessness
or
who
are
precariously
housed
in
our
neighborhood.
The
team,
which
operates
seven
days
per
week
from
9
A.M
to
9
pm
every
day,
engages
in
proactive,
Outreach
and
responds
to
calls
from
residential
and
business
Neighbors
on
a
widely
distributed.
Community
response
phone
line.
F
Their
work
includes
de-escalation,
brief,
counseling
overdose
prevention
and
response
transportation
to
Emergency
Shelters,
and
also
referral
to
housing,
Health
and
Social
Services
on
a
longer
term
basis
and
distribution
of
items
such
as
food,
water
and
harm
reduction
gear,
there's
very
little
that
they
don't
do
in
the
last
year.
This
team
has
providing
crisis
response
more
than
4
000
times
through
their
timely
and
thorough
response
to
incidents.
This
team
has
been
able
to
build
a
solid
foundation
of
trust
within
the
community.
F
These
efforts
have
contributed
to
building
compassion
for
and
increased
capacity
to,
support
the
unhoused
individuals
in
our
neighborhood
and
I
really
can't
overemphasize
the
value
of
the
support
provided
to
our
local
businesses
and
residents
by
each
cow,
since
their
model
of
operation
provides
us
with
a
resource
which
is
always
available
to
respond
when
needed
during
their
hours
of
operation
they're.
In
the
moment,
assistance
means
that
no
one
has
to
face
a
crisis
situation
alone,
and
that
gives
us
added
resilience
as
a
community.
F
Additionally,
when
a
member
of
the
community
makes
a
call
to
HQ,
they
effectively
assist
in
creating
that
connection
between
the
neighbors
who
are
in
need,
and
the
team
of
peers
and
trained
professionals
who
make
up
the
hcal
team
who
can
provide
the
Specialized
Care
required
in
the
moment
and
also
in
follow-up.
This
reduces
the
potential
for
escalation
of
trauma
and
crisis
situations
when
they
occur,
and
it
also
promotes
the
community
healing
and
Community
well-being
overall,
which
we
we
so
need.
As
a
local
resident
I
have
made
many
calls
to
hcal
and
on
a
regular
basis.
F
I
personally
witnessed
their
skillful
interventions
and
supporting
and
de-escalating
individuals
who
are
in
crisis
and
in
mitigating
the
impact
of
those
incidents
on
the
broader
Community.
They
model
positive
and
effective
interventions,
and
that's
really
helped
me
build
my
own
comfort
and
capacity
when
faced
with
situations
of
that
kind.
F
Five
years
ago,
if
I
came
across
someone
in
distress,
I
really
struggled
to
know
what
to
do
with
that
or
who
to
call,
but
now,
because
my
involvement
with
hcal
I
know
exactly
what
to
do
to
assess
a
situation
and
who
to
call
if
I
need
help,
and
that
really
is
a
game
changer.
My
community
is
so
absolutely
safer
and
Kinder
because
of
the
efforts
of
the
individuals
who
work
on
the
HQ
team
and
it's
certainly
a
resource
that
I
would
very
much
love
to
see
implemented
elsewhere.
A
O
O
So
my
question
is:
I.
Have
a
few
questions
number
one?
What
work
needs
to
be
done
between
now
and
launch,
and
how
can
we
accelerate
that,
and
also
what
can
we,
as
a
committee
or
us,
as
cancel,
provide
to
help
make
this
go
faster,
because
I
need
to
say
straight
up:
Q4
2024
is
completely
unacceptable
people.
My
community
is
about
to
go
off
the
rails
on
this.
I
people
want
it
yesterday,
then.
The
next
best
thing
is
tomorrow.
The
next
best
thing
is
much
sooner
than
Q4
2024.
Z
One
clarification
the
report
is
stating
that
we
need
a
year
to
launch
from
now,
and
so
a
year
from
the
council
report
would
be
July.
So
our
Target
is
really
the
beginning
of
July
of
2023,
not
Q4
2024
in
terms
of
activities
that
need
to
happen.
There's
the
starting
with
just
the
call
diversion
number
so
there's
the
procurement
that
would
need
to
take
place
to
identify
who
is
best
placed
to
host.
In
that
non-911
number.
Z
There
is
work
to
do
with
Ottawa
Police
Services,
as
well
as
Auto
for
paramedics
and
our
Public
Safety
service
team
to
and
The
Guiding
Council
to
identify
appropriate
calls
for
this
team
to
respond
to.
We
are
able
to
leverage
the
work
of
other
cities
such
as
Toronto
and
I,
doing
doing
that,
but
we
need
to
identify
work
with
those
Partners
to
identify
that,
as
well
as
looking
at
opportunities
for
call
diversion
within
9-1-1
once
a
an
alternative
call
number
is
identified.
Z
That
organization
needs
to
establish
a
specialized
team
where
we've
seen
success
in
other
cities.
Is
that
some
of
those
call
takers
have
some.
You
know
Mental
Health,
Training
or
substance
use,
training
and
they've
housed
them
as
a
specific
team
within
their
call
center,
so
they
have
then
go
through
a
specialized
training
to
do
so
and
then
from
some
of
the
other
cities,
that's
been
kind
of
about
a
five
weeks
that
allows
both
for
training
and
then
situational
kind
of
analysis
and
running.
The
second
piece
is
the
for
the
development
of
a
community-based
team.
Z
The
identification
of
the
geography
needs
to
take
place.
We
need
to
work
with
the
guiding
Council
to
develop
and
partnership,
the
criteria
and
finalize
the
criteria
for
the
call
for
proposal.
So,
while
I
talked
about
opportunities
for
what
some
of
the
jobs
might
look
like,
we
would
need
to
finalize
that
list,
as
well
as
finalize
expectations
around
what
the
follow-up
and
wraparound
support
would
look
like
and
then
develop
the
call
for
proposal
for
that
to
be
executed.
O
Okay,
thank
you
so
I
I
guess
now
chair.
My
question
is,
for
you
Clara.
Could
other
staff
be
reassigned
if
this
is
a
council
priority,
and
this
is
a
priority
in
the
mayor's
office
which
I
know
it?
Is
the
council
or
this
committee
said
we
want
this
launched
in
six
months?
Not
a
year?
Could
other
staff
be
signed
so
that
some
of
this
work
is
happening
concurrently?
O
I'll
just
tell
you,
my
frustration
comes
because
of
my
passion
for
this
project
and
because
of
how
desperately
it's
needed,
I,
I
I,
actually
don't
even
have
the
words
to
describe
how
how
much
things
have
deteriorated.
In
my
word,
how
many
people
are
suffering
and
the
number
one
issue
that
people
call
me
email
me
stop
me
on
the
street
when
on
my
bike
is
like
we
need
another
number
to
call.
O
O
H
H
There
are,
as
Sarah
pointed
out,
several
steps
that
must
be
followed
in
order
for
it
to
be
then
sustainable,
and
they
have
done
very
important
due
diligence
in
speaking,
especially
to
Toronto,
who
have
been
in
this
game
for
a
while
and
their
time
frame
matches
what
we're
proposing
almost
to
a
t
that
said,
I
think
around
this
table.
There's
tremendous
commitment
to
speed
up
elements
of
what
was
described
in
terms
of
the
steps.
Could
the
procurement
go
faster?
Could
we
sole
source,
a
2-1-1
agent?
Could
we
look
at
existing
trained
teams?
H
Could
we
repurpose
some
of
the
community
funding?
There's
all
of
these
things
are
things
that
we
can
take
back
to
see
if
we
could
accelerate
the
implementation
by
a
few
months.
I
would
caution,
though,
that
we
don't
want
to
rush,
because
we
want
this
to
be
sustainable.
We
also
want
to
ensure
that
our
partners
in
Public,
Health,
Ontario,
Health
solicitor
general,
do
come
to
the
table
with
Financial
Solutions
so
that
we
can
then
expand
it
and
continue.
So
we
want
to
come
out
with
a
prototype
that
is
solid.
H
That
gives
us
the
data.
We
need
to
then
apply
for
more
funding
to
be
able
to
then
expand
this
to
more
than
one
Geographic
Zone
in
the
city.
In
order
to
do
that,
we
need
to
do
the
front.
The
front
end
work
and
this
this
group
and
The
Guiding,
Council
and
I,
want
to
underscore
The
Guiding
council
is
150
agencies,
so
there
are.
H
There
are
people
in
this
community
that
might
not
agree
with
the
process
or
the
timeline
that's
been
followed,
but
to
ensure
that
Community
voice
is
Central
and
that
people
are
Centric
in
this.
In
this
strategy,
the
work
was
done
to
ensure
that
we
had
the
right
voices
at
the
table,
and
so
the
work
will
be
done
to
ensure
that
we
have
the
right
resources,
the
right
approaches
and
we
will
accelerate
as
quickly
as
possible.
Our
goal
right
now
is
first
of
July,
as
the
latest.
H
So
our
commitment
to
you
is
to
perhaps
come
with
an
update
near
the
end
of
this
year,
beginning
of
next
year.
We
could
do
that
with
an
update,
a
memo
update
to
say,
here's
how
we've
accelerated
or
here's
why
we
can't
accelerate
or
here
are
the
barriers,
and
then
we
can
ensure
that
you're
kept
informed.
H
H
There
is
some
work
to
be
done
on
the
clinical
side
too,
because
we
want
to
ensure
that
when
there's
an
actual
response
and
people
are
referred,
that
there's
a
place
for
them
to
go,
that
can
actually
take
them
to
help
resolve
their
crisis,
and
so
there's
a
significant
amount
of
work,
also
on
the
other
side
on
the
clinical
side.
That
needs
to
happen
and
be
done,
and
that's
going
to
take
a
bit
of
time,
especially
because
the
city
of
Ottawa
does
not
provide
Mental
Health.
The
city
of
Ottawa
does
not
provide
Addiction
Services.
H
That
is
not
our
mandate.
We
don't
provide
Clinical
Services.
That
is
not
our
mandate,
so
we
must
rely
on
community
organizations.
We
must
rely
on
the
hospital
sector.
We
must
rely
on
other
organizations
that
are
funded
by
other
levels
of
government,
so
that
coordination
now
on
the
implementation
side
is
going
to
take
a
bit
of
time.
O
O
I
have
nothing
but
respect
and
I
know
that
difficult
painful,
sometimes
long,
work
that
goes
into
finding
consensus
and
getting
broader
Community
Voices
to
the
table,
but
when
it
comes
to
the
operations
to
having
to
be
Swift
having
to
be
flexible
and
Nimble
I'm,
just
wondering
what
this
governance
structure,
what
you
anticipated
looking
like,
like
once
the
city
funds.
This
is
this
a
city
pilot,
or
do
you
anticipate
this
being
a
pilot
that
is
operationalized
by
the
guardian,
Council
foreign.
H
I
would
also
start
thank
you
for
that,
through
through
the
chair.
What
the
elements
that
we
are
talking
about
in
terms
of
those
concrete
interventions
are
supported
by
the
city
funded
by
the
city.
There
will
be
City
staff
involved
in
the
implementation,
the
governance
and
why
you
saw
those
infrastructure
costs
I,
think
we
called
them
program,
infrastructure
costs
so
to
ensure
that
this
continues
to
be
a
community-led
initiative.
H
And
so
our
commitment
is
to
The
Guiding
Council,
that
the
guiding
Council
will
continue
to
provide
a
governance
role
and
within
that
they
will
be
able
to
leverage
elements
of
the
implementation,
but
I
believe
it's
on
the
part
of
each
of
us
who
are
Service
delivery
agents
to
actually
get
in
the
community
and
do
the
work.
And
so
our
our
goal
is
to
fund
Community
organizations
who
are
experts
in
this
field
to
actually
go
and
do
the
interventions
and
with
the
guiding
Council
supporting
the
governance,
ensuring
that
this
remains
a
community-led
effort.
Z
So
the
current
proposal
is
outlined
in
the
report
is
for
that
decision
to
be
with
the
guiding
Council
membership.
As
I
spoke
about
just
the
history
of
its
Evolution,
it
came
out
through
the
Police
Services
Board
and
then
city
council
asking
and
directing
the
specific
work
to
be
led
by
The
Guiding
Council.
W
O
Okay,
I'm
not
going
to
pursue
it
today,
but
I
do
think
it's
important
that
either
the
chair
or
the
vice
chair
of
this
committee
be
a
member
of
the
decision-making
body
that
decides
where
this
pilot
occurs,
because
at
the
end
of
the
day,
it's
Council
and
it's
this
committee
that
have
ultimate
responsibility
for
this
project
to
report.
Success
or
failure
and
I
really
do
think
that's
important,
but
I'm
not
going
to
pursue
it
right
now.
Thank
you.
H
AA
When
we're
looking
at
the
criteria,
we're
looking
at
like
four
Ps,
you
know
people
who
are
requiring
support
the
populations
that
are
in
most
need
we're
looking
at
place.
Where
are
the
the
most
crises
happening
geographically
and
then
also
Partners?
Who
are
the
partners
in
those
areas
that
can
support
the
delivery
of
an
alternative
service
and
so
we're?
You
know,
because
we
want
to
have
the
best
of
all
worlds
if
possible,
and
we
want
to
be
covering.
Q
AA
AA
We
could
have
a
new
number
tomorrow,
but
if
don't
have
the
buy-in
of
the
community,
if
we
do
not
have
the
communications
capability
to
to
educate
the
public
and
make
them
aware
not
only
of
the
number
but
also
around
stigma
and
reducing
stigma
towards
mental
health
and
substance
use,
it
doesn't
matter
how
fast
we
move.
No
one's
going
to
come
with
us.
We
need
to
be
moving
together
on
this,
and
I
really
want
to
thank
the
the
Sarah
Clara.
You
know
Donna
gray,
when
she
was
with
us
Suzanne
or
obiora.
AA
There
have
been
so
many
members
community
members
from
the
city
who
have
participated
in
this
work.
There
have
been
so
many
community
members,
you
know
who
are
not
in
positions
of
authority
who
are
just
regular
folks,
trying
and
struggling
to
navigate
the
current
system
that
we
have,
and
we
need
to
make
sure
that
all
of
those
people
are
involved
in
that
we're.
Bringing
everyone
along
with
us
speed
is
critical,
but
it's
also
not
the
only
component,
that's
required.
In
order
for
this
to
be
successful,.
S
Thank
you,
chair
and,
and
thank
you
to
Clara
and
to
Sarah
for
your
work
on
this
and
to
Joan
and
the
entire
guiding
Council.
A
lot
of
research
has
gone
into
this
to
bring
us
to
the
strategy
today,
so
I'm
very
grateful
for
that.
There's
a
lot
of
people
who've
been
involved
in
this
for
a
long
time
and
pushing
for
it
so
I'm
happy
that
we're
here
today,
I
want
to
Echo
some
of
my
colleague,
councilor
troster's
comment
around
the
need
for
urgency
and
implementation
and
I
hear
from
you
that
you
understand
that.
S
Well,
so
I
hope
that
that
q420
24
timeline
can
be
advanced
in
any
way
possible.
So
I
those
comments
have
been
made,
so
I
think
I'll
Focus.
My
questions
today
around
the
funding
strategy
here
that
we
see
in
front
of
us,
so
one
of
the
recommendations
is
to
approve
one-time
funding
or
2.465
million
dollars
from
the
tax
stabilization
funding
I'm
a
little
confused
as
to
that
being
the
funding
stores.
Traditionally
we
see
that
funding
source
being
used.
S
You
know
to
advance
something
in
a
current
year
outside
of
a
budget
cycle
to
you
know
backstop
additional
funds
that
we
might
need
to
respond
to
an
emergency.
It's
usually
one-time
costs
that
are
not
ongoing
and
when
we're
talking
about
a
pilot
project
of
this
magnitude
and
I,
think
Sarah
well
articulated
all
the
pieces
that
need
to
go
into
this
to
make
a
success,
establishing
it
with
one-time.
S
Precarious
funding,
doesn't
suggest
to
me
that
this
is
the
investor
we're
making
the
investment
or
we're
putting
our
money
where
our
mouth
is
so
can
staff
maybe
comment
on
why
this
funding
strategy
for
2024
and
then
I'll
focus
on
moving
forward
after
that
is
being
used?
Why
are
we
using
the
tax
stabilization
fund
for
a
funding
request?
That's
next
year,
when
we
have
a
budget
cycle
where
we
can
get
into
the
base
and
and
really
you
know,
make
the
the
right
investment
a
sustainable
investment
for
this
pilot.
S
Z
We
have
550
000
to
continue
supporting
the
Secretariat
and
some
of
the
other
Key
activities.
We
need
to
move
forward
in
2023
with
the
bulk
of
that
funding
of
those
contracts
for
the
agencies,
so
for
the
call
diversion
for
the
community
agency
com,
starting
in
January
1st
and
with
our
timeline
of
what
we
believe
will
take
to
align
procurement
for
those
agencies
to
start
hiring.
We
feel
January.
1St
is
sufficient
for
that
influx
of
funds
to
initiate
the
program.
S
H
Thanks
for
that,
chair,
I,
I
think
the
the
reason
for
trying
to
ensure
that
we
have
funding
approved
by
Council.
So
we
can
move
forward
as
quickly
as
possible
with
approved
funding
through
an
approved
funding
source.
Then
we
can,
as
Sarah
said,
Advance
the
procurement
we
can
see.
You
know,
as
per
the
previous
question,
if
we
can
advance
a
procurement
faster,
because
the
funding
has
been
approved
by
Council
it's
there.
If
we
wait,
we
won't
be
able
to
move
forward
as
quickly
because
there
is
no.
S
I
will
I'll
bring
that
one
to
council,
but
I
guess
I
just
want
to
comment
on
the
appropriateness
of
this
funding
source
in
terms
of
the
parameters
of
what
it's
actually
able
to
be
used
for,
because
this
doesn't
seem
like
one-time
investment.
To
me.
This
seems
like
continual
so
I'll
leave
that
one
for
Council,
when
perhaps
Finance
can
go
on.
So
that's
the
2024
funding
strategy
and
so
okay
I
can
I
can
maybe
appreciate
that.
S
That's
a
guarantee
that
you
have
that
funding
for
2024
and
you
can
advance
those
things
that
you
need
to
advance
with
some
certainty,
but
for
the
previous
years,
the
or
the
next
year's
future
years.
The
funding
strategy
is
to
hope
that
we
get
some
upper
tier
funding,
which
I
would
appreciate
that
we
could
get
or
take
that
2.1
million
dollars
that
we
had
allocated
previously.
S
The
previous
Council
had
allocated
to
three
different
priorities
under
the
Community
safety
well-being
plan
and
use
that
to
continue
the
pilot
for
the
next
two
years
and
what
I
read
in
the
report
is
that
that
was
that's
currently
finding
three
priorities,
and
that
was
a
council
motion.
So
are
staff
able
to
just
reallocate
those
dollars
to
this,
and
and
what
are
we
cutting?
What
is
that
money
currently
funding,
and
what
are
we
going
to
cut
if
this
is
what
we
reallocate
towards.
Z
Thank
you
for
the
question
chair,
so
staff
does
not.
We
don't
have
authority
to
reallocate
that
money.
That's
part
of
what
the
report
is
looking
for
is
for
Council
approval
of
if
we
do
not
find
other
funding
that
you
would
approve
us
reallocating
that
2.1
million
dollars
to
fund
this
fees.
One
of
the
pilot,
which
is
one
of
the
three
priorities
that
Council
initially
approved.
Z
S
You
know
it
feels
like
we're
robbing
Peter
to
pay
Paul
once
again
when
it
comes
to
Social
Services
and
that
we're
not
putting
a
real
ask
forward
and
the
real
cost
forward
of
what
this
pilot
project
like
this.
This
is
an
investment
for
our
city
and
one
that
I
think
that
many
of
my
colleagues
feel
is
important
and
I
don't
want
to
be.
You
know
next
year,
if
we
can't
secure
upper
tier
funding
and
we're
not
prepared
to
make
a
budget
request.
S
I
don't
want
to
be
cutting
those
programs
and
those
initiatives
that
those
organizations
are
working
on
so
that
we
can
continue
this
pilot
I
don't
want
it
to
be
one
or
the
other.
You
know,
I
want
us
to
be
able
to
adequately
fund
both
and
so
I
think.
It's
important
that
you
know
if
the
rationale
for
this
this
year
for
taking
the
tax
stabilization
fund
is
that.
So
we
have
some
certainty
in
that
funding.
I
think
that
the
funding
strategy
should
be
revised
for
future
years
to
be
a
budget.
S
Ask
so
that
it's
base
fundings
that
are
sustainable
funding
and
not
precarious
funding
that
we
know
so
many
social
service
agencies
struggle
with
is
that
if
they
don't
know
where
the
money
is
coming
from
tomorrow,
they
can't
make
meaningful
investments
in
the
community.
So
I
would
you
know
I'll
think
about
this
between
now
and
Council,
but
I
think
it's
important
that
the
funding
strategy
is
reflective
of
the
importance
of
this
project
to
our
city.
Thank
you.
So
much.
T
Thank
you
very
much
Sharon.
Thank
you
very
much
for
the
report.
Thank
you
for
all
the
time
and
effort
that
went
into
this
important
project,
I'm
interested
in
the
the
the
client
experience.
If
you
will
so
I
was
hoping.
Perhaps
if
staff
could
talk
me
through,
you
know
a
scenario
whereby
someone
comes
upon
a
serious
mental
health,
addictions
related
issue
and
that
person
kind
of
goes
into
the
black
and
they're
not
sure
what
to
do
they
get
confused.
T
They
call
9-1-1,
they're,
stressed
out
and
a
response
happens
versus
the
person
that
goes
into
the
exact
same
situation.
Understands
that
there's
an
alternate
response,
two
one
one:
they
dial
2-1-1
and
a
response
happens.
Could
you
talk
through
what
would
the
different
outcomes
be
to
those
two
scenarios.
AB
AB
One
scenario
someone
is
in
distress:
either
they
themselves
call
9-1-1
or
someone
else
a
bystander
or
a
family
member
calls
9-1-1,
usually
when
we,
when
one
makes
that
call
they
are
looking
for
ambulance
and
not
necessarily
the
police
99
of
the
time,
because
it's
mental
health
flagged
somewhere
the
police
attend
what
we've
under
come
to
understand
from
community
members,
especially
black
racialized
community
members.
There's
the
racism
that
you
know
is
embedded
in
the
response
itself,
so
one
that
the
response
is
not
not
trauma,
informed,
there's
stigma
and
there's
also
racism.
AB
That
comes
so
sometimes
that
response
end
up
causing
harm
to
the
person.
However,
the
alternate
that
we
are
proposing
another
scenario:
someone
calls
even
911,
because
we
are
proposing
a
no
wrong
drug
approach.
So
if
someone
calls
9-1-1
Community
line
crisis
center,
whichever
way
they
reach
that
service
that
we
have
established,
that
is
trauma
informed
and,
most
importantly,
staffed
with
peer
supporters,
peer
experts
who
have
lived
and
living
experiences
and
can
offer
that
Compassionate
trauma-informed
Care.
AB
The
the
response
could
be
over
the
phone
or
it
could
be
in-person
where
they
actually
go
to
the
person,
and
it
will
be
determined
by
the
team.
What
response
is
needed,
whether
they
are
transporting
the
person
to
a
center
or
a
hospital
or
somewhere
to
receive
further
treatment,
or
they
have
treated
the
person
on
site
and
left.
However,
there
would
be
follow-up
from
that
team
through
the
peer
support
program
that
would
go
and
be
able
to
link
the
the
person
to
other
resources
for
that
kind
of
follow-up
services.
T
AB
T
T
AB
T
Q
Q
T
Green
bin
Organics
yeah
diversion
for
that
and
so
I
think
you
know
to
make
sure
that
people
know
you
know
what
that
number
is
and
when
to
use
it
is,
is
going
to
be
really
important
because
you
know
in
a
crisis,
people
aren't
thinking
cerebrally,
they
just
go
into
animal
mode,
and
you
know
they're
gonna,
just
call
9-1-1
as
much
stress.
So
if
we,
if
we
build
an
awesome
system,
I
would
really
want
to
make
sure
that
people
understand
how
to
use
it.
So
that's
that's
my
points.
Thank
you.
Chair.
G
G
But
in
my
estimation,
the
dollars
should
be
flowing
directly
from
the
province
into
these
types
of
projects
throughout
municipalities
throughout
Ontario
and
I
really
also
want
to
to
really
thank-
and
this
emanates
from
counselor
Hills
question.
The
fact
that
we
are
acknowledging
that
it
is
the
time
to
assign
responsibilities
around
mental
wellness
and
crises
that
we
see
around
mental
Wellness
to
other
trained
and
equipped
individuals,
rather
than
the
Police
Service
I
mean
when
we
have
health
problems.
G
We
don't
call
the
plumber,
we
call
our
doctors,
so
this
makes
tremendous
sense
and
I
also
really
want
to
thank
the
the
work
of
The,
Guiding,
Council
I
know
it's
been
challenging,
that's
been
challenging
with
community
members
that
is
challenging
I
know.
All
of
us
would
acknowledge
that
it's
challenging
for
us
just
to
have
discussions
with
the
20.
Some
of
us
at
Council
I
can't
imagine
discussions
with
150
Social
Service
organizations
and
still
you
know
ensuring
that
we
are
coming
up
with
some
unanimity
in
terms
of
the
approach
and
unanimity.
G
That
I
think
is
excellent.
To
tell
you
the
truth,
holistic,
a
holistic
view,
one,
that's
not
just
looking
at
crisis,
but
is
looking
at
wellness
and
is
looking
at
it
in
in
terms
of
a
holistic
scenario
that
acknowledges
that
just
like
how
we
physically
can
become
ill
and
then
get
better
and
that
occurs
physically
all
the
time.
That's
also
the
case
with
mental
wellness,
and
we
don't
really
emphasize
that
fact.
G
G
You
know
when
we
were
looking
at
the
creation
of
the
anti-racism
Secretariat
and
an
anti-racism
strategy
to
focus
on
health
outcomes,
and
the
view
was
holistic
that
there
wasn't
enough
mental
mental
health
support,
especially
for
the
black
and
Indigenous
Community.
None
whatsoever,
I'm,
just
wondering.
What's
the
thinking
of
interlinking
more
permanent
Health
supports
with
crisis,
supports.
As
my
first
question.
AC
So,
thank
you
for
your
question,
chair
that
we
are
on
the
guiding
Council.
There
are
other
organizations
like,
for
example,
the
tier
one.
Hospitals
are
represented
by
Queensway
Carlton
hospital,
so
not
just
the
mental
health,
but
the
CEO
is
part
of
that
and
we're
talking
to
them
about.
How
do
you
make
those
connections
to
other
health?
So
it's
part
of
a
systemic
solution
rather
than
just
this
Band-Aid,
you
know
put
let's
fix
a
crisis,
but
people
are
cycling
back
in
and
out
of
Crisis.
AC
G
I
appreciate
that
answer,
because
I
know
that
when
we
were
having
those
first
discussions
around
the
anti-racism
Secretariat,
nobody
was
talking
about
calling
9-1-1
nobody.
People
were
talking
about.
How
can
I
just
go
to
my
doctor
to
actually
get
these
services
and
I
think
that
that's
really
important
to
to
really
highlight
that
this
is
a
health
issue.
Yes,
we're
we're
seeing
crises
that
are
emerging
into
emergency
situations,
but
we
want
to
treat
it
as
a
Health
crisis
and
so
I
think
that
amazing
work
is
being
done
there.
G
Z
So
for
those
who
aren't
aware,
the
federal
government
announced
recently
they're
launching
a
new
canada-wide
Mental
Health
number
988,
which
should
be
starting
to
roll
out
this
fall,
so
the
crtc
has
contracted
with
talk
suicide
Canada
as
the
proviers
are
local
provider,
they're
locally
based
provider
for
Ottawa.
That
provider
is
based
in
Toronto
in
the
GTA,
so
we
are
in
continuing
conversations
with
them
about
what
that
rollout
will
look
like
in
that
number
as
well
to
understand
a
feasibility
there
from
our
initial
conversations.
Z
They
don't
have
the
dispatch
capacity
that
we're
looking
for
from
a
24
7
response,
but
they
are
really
crisis
care
provider
in
the
same
way
that
someone
now
might
be
able
to
call,
for
example,
the
distress
center
or
call
talk
suicide
Canada
directly.
So
we
will
continue
conversations
with
them
and
to
counselor
Hills
point
and
some
of
the
discussion
around
the
valuable
Outreach
teams
we
already
have
in
the
community.
Part
of
the
public
engagement
we'll
be
looking
at
opportunities
to
share
that
wealth
of
resources
with
residents,
not
just
promoting
this
one.
New
alternative.
G
Well,
I
appreciate
the
fact
that
we're
exploring
all
possibilities
and
once
again
I,
really
appreciate
the
work
that
the
guiding
Council
has
undertaken.
I
know
it's
months
and
months.
I
know
it's
been
a
lot
of
work,
a
lot
of
collaboration
with
with
the
community
with
a
view
of
providing
a
service
that
ensures
that
we
really
address
the
challenges
that
all
of
our
residents
are
facing.
So
I
really
thank
you
for
that
work
and
I
will
pass
it
back
to
the
chair.
Thank
you.
N
N
Right
now
and
I
want
to
say
this
is
the
best
dressed
panel
I
have
ever
seen
on
in
any
committee,
or
it
really
is
like
it's
really
wonderful
to
see
it's
so
bright
and
colorful,
and
anyway,
I
just
had
to
point
that
out
for
sure
I
love
it
okay,
so
I
just
want
to
again
also
similar
to
my
previous
questions.
I
just
wanted
to
go
to
a
couple
quotes
that
were
in
the
report
and
ask
some
questions.
N
So
on
page
three,
you
said
these
priority
areas
are
not
only
shared
responsibility
among
all
members
of
the
community,
but
also
require
an
integrated
approach
among
Partners
to
tackle
the
root
causes
and
address
Collective
goals
and
I
wanted
to
go
back
to
that
quote
in
the
first
video
I
said
where
he
and
I
just
wrote
it
down.
He
said
we
are
only
treating
the
emergency
aspect
of
this
finnamon.
If
we
continue
this
way,
I
don't
see
any
hope
so
can.
N
When
you
talk
about
how
this
new
strategy
you
know,
assists
with
things
like
our
our
housing
strategy,
how
do
we
ensure
that
Upstream
root
cause
is
identified
and
your
report
will
be
integrated
with
other
actions
that
we
have
going
on
for
the
housing
crisis?
The
opioid
crisis
at
City,
Hall
well
across
the
city,
I,
should
say.
AA
What
you're
talking
about
is
so
true.
We,
you
know,
if
you
think,
of
mental
health
and
wellness
as
a
cliff
and
people
falling
off
it
we're
only
triaging
the
people
at
the
bottom
of
the
cliff.
What
we're
talking
about
is
not
just
creating
a
safety
net
to
catch
people
when
they're
falling
we're
talking
about
building
a
wall
at
the
top
of
the
cliff
to
prevent
people
from
going
over
it,
and
then
we
want
to
go
even
further
and
say:
how
do
we
lead
people
away
from
the
wall
and
the
edge
of
the
cliff?
AA
AA
There
was
also
a
recognition
that
we
wanted
the
city
on
board,
but
that
the
city
also
could
not
necessarily
be
leading
this
in
that
the
way
that
we
wanted
to
operate
with
being
Community
focused,
Community,
Based,
Solutions,
and
so,
as
a
group,
we
have
recognized
these
limitations
that
each
institution
and
organization
has
on
its
own,
but
by
coming
together
and
talking
things
through,
we
recognize
that
we
can
leverage
our
strengths.
I
say
this
all
the
time
money
is
not
the
only
resource.
It's
not.
If
that
were
true,
black
communities
would
not
be
here.
AA
Newcomer
communities
would
not
be
here.
Many
many
many
communities
would
not
be
here.
If
money
was
the
only
resource,
people
are
your
strongest
resource.
We
need
many
people
doing
less
work,
because
this
work
is
challenging
and
it
requires
emotional
reserves
that
are
not
possible.
You
can't
do
it
24
7
and
it's
the
same
thing
with
our
crisis
response.
We
need
many
hands
making
this
work
as
light
as
possible,
because
it's
not
easy
to
do,
and
so
I
I
do
I
want
to
talk
about
the
police,
paramedics,
even
caregivers.
AA
There
are
so
many
folks
in
this
process
that
could
be
involved
in
supporting
individuals
who
are
in
crisis
and
I
include
friends
and
Neighbors
in
that.
If
people
had
a
compassionate
number
that
they
could
call
when
they
see
someone
in
distress,
I
think
it
would
make
all
the
difference
in
the
world
right.
AA
That's
Community
focused
the
person
the
individual
that
you're
dealing
focused
on
that,
including
caregivers
in
the
support.
Wraparound
supports
many
many
times.
It's,
not
the
individual
who's
in
crisis,
who's
calling
9-1-1,
it's
a
caregiver
and
after
the
first
call
that
a
caregiver
has
to
make.
Often
there
will
be
a
second
third.
Fourth,
there
will
be
other
calls
once
you've
made
that
first
9-1-1
call
the
odds.
AA
Are
you
may
have
to
call
it
again,
but
if
we
can
intervene
there
and
get
caregivers
on
board
and
make
sure
that
they
understand
the
different
approaches,
the
different
numbers
that
they
can
call
and
and
then
and
then
ensure
that
folks,
regardless
of
where
they're
calling
that
those
folks
on
the
other
end
of
the
line,
are
receiving
the
training
and
the
information
and
the
resources
so
that
they
can
properly
direct
people
away
from
the
wall?
It
seems
so
simple,
and
yet
it
is.
AA
It's
become
a
very
complicated
thing
because
of
the
chronic
underfunding
and
because
of
the
the
stigma
because
of
the
criminalization.
But
if
we
can
work
together
and
move
everyone
all
of
the
component
parts,
we
can
create
a
bubble
of
support
around
these
individuals
and
ensure
that
they're
not
getting
to
that
point
of
Crisis
over
and
over
and
over
again,
because
it
is
it's
exhausting
people
who
experience
crisis
like
this.
N
Yeah
just
to
follow
up
on
that,
because
civil
who's,
the
head
of
the
Lower
Town
Community
Association,
because,
as
you
know,
we
have
for
like
sort
of
Mega
shelters
in
my
ward
and
one
of
the
things
you
know
because
she's
traveled
a
lot
she's,
she
worked
for
the
Canadian,
Olympic
Committee
and
she
always
says
if
there
were
like
smaller
sort
of
Supportive
Housing
models
throughout
the
city.
You
know
those
those
they
would
get
sort
of.
N
The
more
Community
wraparound
supports
they
need
people
would
feel
more
invested
in
their
care,
because,
right
now,
it's
just
so
overwhelming
for
one
Community
to
have.
You
know
a
lot
of
people
experiencing
a
lot
of
different
things,
all
at
one
time
that
it's
they
they
feel
like.
They
can't
give
the
support
they
need
to
the
organizations
where
they
live.
So
that
aligns
really
nicely.
Thank
you
for
for
confirming
that.
N
AA
I
mean,
if
you
think,
if
you
look
in
the
report,
people
who
get
called
the
most
are
friends
and
family.
That's
who
people
are
calling
in
crisis,
and
yet
they
are
the
group,
that's
not
resourced
and
not
trained
and
not
equipped
to
deal
with
crisis
at
all.
And
yet
that's
who
people
are
calling
the
most.
And
so,
when
we
look
at
this,
you
know
again
we're
not
we're
we're
hoping
to
put
ourselves
out
of
work
at
some
point.
AA
I
would
love
to
say
that
the
funding
and
the
the
efforts
have
started
there,
but
then
were
pushed
back
so
that
the
funding
as
we
reduce
you
know
and
as
we
better
handle
crisis
and
as
we
you
know,
as
we
prevent
people
from
cycling
back
into
crisis,
that
we
will
be
able
to
reduce
the
work
that's
going
into
that
crisis
component
and
that
it
will
be
shored
up
in
those
wellness
and
community
supports
that
prevent
people
from
getting
to
that
point
of
crisis.
In
the
first
place.
N
Right
so
also
in
the
part,
in
the
part
about
the
collective
impact
approach,
I
I
mean
a
lot
of
this
was
done
before.
I
was
elected
back
in
October,
but
I
have
to
say
this
is
really
cool
like
the
way
you
guys
have
reached
out
to
the
community,
and
it
just
seems
like
everything,
should
kind
of
be
done.
The
way
that
you
guys
did
it,
how
the
Outreach
you
did
I
mean
I,
wasn't
there,
but
it
you
know
from
what
I
read
it
seems
really
cool
I
just
wanted
to
know
too.
N
What
is
the
involvement
of
the
Ottawa
Hospital
and
just
to
let
you
know
that
we
received
an
email
from
them
talking
about
how
they
have
a
mobile
crisis
team
already,
and
they
were
I
was
just
wondering
if
this
is
a
complimentary
to
that.
Is
it
like
different
neighborhoods
I
was
just
a
little
unsure
and
wanted
some
more
information,
so.
Q
AC
N
Thank
you
so
much,
and
my
last
question
is:
do
you
obviously
there's?
This
is
a
huge
issue
in
my
ward
and
one
of
the
things
I
was
going
to
suggest
is:
maybe,
as
the
implementation
of
this
is
coming
forward,
and
as
we
you
know,
this
will
be
rolled
out
throughout
the
community.
I
would
love
to
have
you
guys
dressed
just
as
you
are
right
now
come
to
like
a
Community
Association
meeting,
or
we
could
do
a
special
meeting
in
the
community.
N
L
Thank
you.
Thank
you
very
much
for
your
presentation
and
just
by
way
of
full
disclosure.
I
am
a
member
of
the
Police
Services,
Board
and
I
say
that
only
because
I
wasn't
sure
if
I
was
supposed
to
disclose
at
the
beginning,
but
there
is
a
recommendation
that
has
to
do
with
the
board.
So
I'll
just
mention
that,
and
also
in
light
of
that
comment.
L
So
that
really
speaks
to
to
work
that
you
know
not
necessarily
or
should
not
be
in
many
cases,
be
undertaken
by
Ottawa
Police
Services,
but
in
the
absence
of
having
Resources
24
7,
it
has
by
default,
been
exactly
that.
So.
My
first
question
is
in
light
of
this.
You
know
our
dependence
on
paramedics
and
police
services
because
of
the
24
7
model.
L
You
talked
a
lot
of
Michelle,
you
were
just
talking
about.
You
know
it's
going
to
take
a
lot
of
work.
Have
you
spoken
to
potential
service
providers
for
this
initiative
and
the
reason
I
ask
because
we've
seen
through
the
era
of
the
pandemic,
the
increasing
mental
health
supports
financial
crisis.
We've
really
seen
it.
People
in
the
social
services
are
really
taxed
out,
they're
exhausted,
it's
overwhelming
and
so
I'm
very
enthusiastic
about
this
initiative
and
very
excited
by
it.
AB
So,
currently,
the
resources
are
not
there,
so
we
spoke
with
Community
Pro
service
providers
as
well.
As
you
can
see,
150
organizations
are
at
the
table.
We
use
the
snowball
approach
that
led
us
to
many
of
the
community
services
that
exist
in
Ottawa
so
and
we
know
that
a
number
of
initiatives
exist,
but
they
lack
capacity.
They
are
overwhelmed,
they
are
doing
so
much
with
little,
and
so,
with
this
new
proposal,
we
are
hoping
that
we
can
collaborate
with
them,
whatever
they
are
already
doing.
How
can
we
fund
them?
AB
How
can
we
equip
them
with
more
resources,
so
they
can
scale
up
what
they
are
doing.
We
are
proposing
a
peer
support.
Model
A,
lot
of
service
organizations
are
already
offering
that.
How
can
we
make
sure
that
the
peer
model
is
is
very
professionally?
They
are
trained,
they
are
well
taken
care
of.
They
are
well
paid,
so
they
can
join
to
offer
the
services
that
we
are
proposing.
L
Okay,
thank
you
very
much
and
I
I.
Think
that
that's
my
fear
is
we're
also
enthusiastic
about
it,
but
with
those
absence
of
resources,
I
am
concerned
and
when
I
looked
at
the
pilot
that
was
undertaken
by
the
in
Toronto
by
the
Toronto
Community
crisis
service,
they
talked
about
the
success
of
that
and
how
80
percent
of
the
1500
calls
that
were
made.
There
were
essentially
diverted
I
wondered
if
there
was
any
work
that
had
been
done.
L
Z
L
L
So
I
just
wanted
you
to
talk
a
little
bit
about
that
long-term
Vision,
I
I
know
you've
heard
from
all
my
colleagues
today
about
the
crisis
that
we
actually
see
in
here
on
the
streets
every
day
and
even
though
I
have
a
little
bit
more
of
a
I,
don't
know
if
I'm
Suburban
I
don't
know
what
I
am
in
Alta
Vista.
My
son
works
as
a
supervisor
part-time
at
a
grocery
store,
and
most
of
us
not
most.
L
AC
Yeah,
that's
that's
a
really
great
question
and
the
ex
your
son's
experience
is
very
common.
I
mean
that's.
You
know
what
we
were
talking
earlier
about
family
and
friends,
being
the
people
that
most
people
will
call
during
a
crisis.
So
yes,
it's
not
just
about
picking
up
a
phone.
It
could
be
walking
into
a
community
crisis
center.
That's
what
we
were
talking
about
was
one
of
the
recommendations
or
a
mobile
crisis
team.
AC
What
they
do
in
Toronto
is
they
dispatch
themselves
if
they
see
something
they're
out
there
they're
not
just
sitting
somewhere
waiting
for
a
call
they're
moving
around
the
neighborhood
and
re
and
helping
people
as
Outreach
workers?
So
it's
not
just
the
call,
but
it's
all
these
different
ways.
The
no
wrong
door
approach
really
really
does
apply
for
that.
In
this
case,
so
community
centers,
as
well
as
9-1-1,
community
health,
centers
Outreach
teams
and
the
mobile
crisis
teams,
when
they're
not
busy
moving
around
and
looking.
L
Thank
you
for
that
and
I'll
finish
there
I'll
just
say.
Thank
you
very
much
for
all
your
work.
I
mean
I.
I
know
we.
We
want
to
expedite
this
and
I
just
think.
Overall.
We
really
need
to
better
support
our
social
services
to
provide
those
those
supports
to
so
many
who
are
in
desperate
need,
and
thank
you
all
so
much
for
your
work
and
your
color.
U
Thank
you,
chair
with,
with
988
I,
actually
kind
of
want
to
build
in
counselor
King's
questions
with
988
being
launched,
I
Believe
by
these
30th
of
the
30th
of
November
or
somewhere
around
there.
Do
you
do
you
foresee
any
sort
of
concerns
with
that
operating
concurrently
with
what
we
aim
to
introduce,
because
if
you
know
somebody's
in
crisis,
they
might
not
take
the
time
to
think
of
what
our
number
might
be,
and
you
know,
988
doesn't
have
that
dispatch
capability
to
send
that
multi-disciplinary
community-based
team
that
we
might.
AA
Can
always
tell
so
yeah
just
around
the
the
988
number
again,
you
know
I
think
we
look
at
that
as
a
distress
intervention,
not
a
crisis
intervention
similar
to
the
distress
center
here
in
Ottawa,
which
provides
similar.
You
know,
crisis
and
distress,
intervention
services
over
the
phone
and
via
text
the
the
work
that
we're
talking
about
is
sort
of.
U
Z
So,
yes,
we
are
working
to
speak
with
them
and
understand
what
their
call
Flow
and
call
information
will
be
like,
as
I
mentioned
before.
Our
understanding
is
that,
while
it's
a
national
number,
there
are
local
based
providers
that
crtc
has
contracted
with
ottawa's
local
based
provider
is
based
in
Toronto,
and
so
we
have
a
contact
there.
Where
we're
in
communication
with
to
understand,
you
know
what
that
would
look
like
and
how
we
can
inform
them
of
this
service
and
stay
connected
with
the
rollout
cool.
P
Thank
you
chair
and
thank
you
to
all
of
you
and
the
hard
work.
It
was
great
to
be
at
the
presentation
yesterday
as
well.
Really
appreciated
it
in
terms
of
the
funding.
I
just
have
to
say,
I
think
it's
very
modest
it
when
I
look
at
the
amounts
you're
talking
about
and
I
see
what
else
we
do
around
here.
P
My
my
concern
is
protection
of
for
those
groups
and
and
the
funding
protection,
because
we
are
leaning
on
groups
outside
of
our
because,
as
you
said,
we're
not
a
mental
health
experts
and
there's
so
much
expertise
out
there
can
we
have
some
kind
of
it's
a
bit
early
to
say
guarantee,
but
you
know
some
protection
for
these
groups
because
they
need
that
funding.
Obviously
they're
going
to
be
doing
work
for
us
and
that's
really
important.
H
P
Z
Thank
you
for
the
question
chair
with
this
alternate
number.
There
would
be
no
connection
to
9-1-1
or
police,
and
so
that
is
part
of
the
desired
response
that
it's
Community
Based
and
the
only
connection
to
the
current
9-1-1
system
and
police
that
we're
looking
to
make
would
be
from
9-1-1
to
this
alternate
number
and
to
the
Community
Based
team.
AA
AA
There's
also,
you
know
steps
that
we
want
to
take
to
make
sure
that
folks
are
being
protected,
regardless
of
who
they
call.
But
this
is
where
you
see
in
the
strategy:
it's
really
that
focus
on
trauma-informed
care,
looking
at
culturally
appropriate
and
adopted
Services
follow-up
services
and
and
peer
support,
but
there
is
a
huge
public
education
component
that
we
need
to
embark
on
because
of,
as
you
say,
the
stigma
that
is
attached
and
associated
with
this.
This
is
particularly
you
know
when
we
think
about
racialized
black
indigenous
folks.
AA
When
we
talk
about
folks
who
are
living
on
the
streets
and
are
unhoused,
there
is
so
much
stigma
just
within
ourselves
as
a
community
that
we
need
to
unpack
and
address
in
order
to
really
make
systemic
transformation,
and
that
is
again
when
the
guiding
Council
has
been
meeting
and
talking
about
the
components.
This
advocacy
and
and
education
component
in
the
community
is
a
huge
piece
of
the
work
that
we
see
going
forward
because
there's
also
work
to
be
done
not
only
in
the
institutions
where
racism
exists,
but
also
in
our
communities
where
racism
exists.
AA
Where
you
know,
inequities
exist,
so
the
education
component
around
destigmatizing,
the
language
destigmatizing.
The
approach,
that's
used
when
we
talk
about
and
when
we're
talking
and
dealing
with
situations,
is
a
critical
part
of
the
work
moving
forward
as
well
in
order
to
make
sure
and
to
build
the
trust
in
the
communities
that
have
historically
been
harmed
in
the
past
and
and
as
Sarah
mentioned,
that
trust
and
knowing
that
that
alternative
line
is
a
separate
alternative,
is
critical
in
maintaining
that
trust
with
the
community,
because
that's
what
they
asked
for.
P
Thank
you
I
recently
attended
a
father
and
son
who
did
a
walk
across
Ottawa
in
memory
of
their
son
brother,
who
committed
suicide,
and
it
was
related
to
over
drug
overdoses
and
hiding
that
fact,
and
so
I
can't
can't
help
but
think
as
if
we
had
these
sort
resources
that
they
could
feel
confident
and
not
feel
that
they
were
doing.
You
know
being
found
out
for
doing
something
criminal,
because
addiction
is
a
pretty
serious
matter,
and
hopefully
the
federal
government
changes
laws
on
that
anyway.
I
want
to
thank
you
again.
O
Thank
you
to
all
of
you
again
for
your
expertise.
Your
dedication
bring
in
the
fashion
and
I
know.
It's
been
a
very
long
day
for
all
of
us.
I
just
have
one
last
question
and
then
I
have
a
direction
to
staff,
which
I
think
will
be
taken
as
friendly
I
can't
help,
but
wonder
about
the
fact
that
a
lot
of
this
Vision
that
you
are
promoting
is
also
predicated
on
the
fact
that
we
have
a
functional
provincial
mental
health
system,
which
we
know
we
don't
right
now
right.
O
Nor
will
we
create
it
in
the
next
year
and
in
asking
that
it's
also
because
I'm
trying
to
figure
out
the
piece
that
we
carve
out,
that
is
ultimately
a
city
pilot
project,
about
diverting
calls
to
police
and
offering
alternative
mental
health
response,
because
I
fear
that
a
lot
of
what
we
would
all
like
to
see
is
not
there,
and
we
can
only
do
the
next
best
thing
so
I'm,
just
interested
in
your
feedback
on
that
on.
You
know,
understanding
the
failures
that
exist
and
assuming
that
we
can't
fix
them.
O
I
know
it's
a
really
big
question
right,
but
you
know
this
idea
of
wrap
around
supports
and
then
people
would
get
you
know
have
a
therapist
and
they
would
have
a
home
family.
Most
people
don't
have
a
family
doctor.
Most
people
can't
access
thousand
people,
Mental
Health
Resources.
Most
psychology
costs
money
that
people
don't
have
I.
AD
It's
why
we're
happy
to
have
those
broken
systems
sitting
at
the
table
with
us,
because
what
we're
also
seeing
is
that
they're
not
well
either
because
they're
functioning
in
a
system
that
doesn't
support
them
so
we're
it
is
systems,
change
and
systems,
transformation
and
so
I
think
that's
where
we
we
said
well,
where
do
we
start?
We
can
start
where
we
are
right,
which
is
we're
community-based
organizations
and
that's
where
we're
going
to
start
and
because
we
know
we
can
like
I
I
know.
AD
Sahara
did
say
that
we,
you
know
we're
really
tired
and
we
have.
We
don't
have
resources,
but
you
know
as
a
facilitator,
watching
these
This
Magnificent
group
show
up
every
two
weeks
when
they
are
really
tired
for
a
year
and
a
half
like.
We
have
amazing
thought
leaders
who
are
prepared
to
put
the
time
in
to
make
this
happen,
and
now
they've
created
Five
working
groups
to
make
the
next
step
happen.
So
I
think
it's
about
us.
Investing
in
our
community,
like
you,
are
like
really
wow.
O
So
I
I
deeply
appreciate
your
work.
I'll
tell
you
where
I'm
struggling
and
I'll
be
completely
honest
and
where
I
will
be
putting
some
thought
along
with
the
mayor's
office
and
other
members
of
this
committee
between
now
and
when
this
proposal
goes
to
council
is
how
the
governing
structure
for
this
pilot
needs
to
work,
to
expedite
the
work
as
quickly
as
possible,
but
also
maintain
its
roots
in
community
to
maintain
the
guiding
Council
and
its
consultative
role,
which
is
really
really
important.
O
It's
just
at
what
point
when
we
move
from
visioning
to
action
in
to
procurement,
to
these
things,
where
we
need
to
be
nimble
and
and
might
just
need
to
be,
City
staff
responsibility,
how
do
we
figure
out
that,
in
a
way
so
that
the
conversations
about
Community
are
happening,
but
the
logistics
don't
get
bogged
down
and
process?
And
I
say
this?
Is
someone
who
comes
from
the
community
movement
before
being
elected,
so
I'm
a
well
well
aware
of
how
that
can
happen?.
AD
AD
We
had
to
pull
it
away
from
the
city
to
actually
expediate
stuff,
so
I
was
just
I
was
whispering
to
Claire,
because
I
I
think
there
are
some
really
creative
ways
and
I
think
it
would
be
a
failure
if
we
don't
facilitate
like
building
something
from
a
governance
perspective
and
then
also
continuing
it
on
into
an
operational
perspective,
because
I
think
that's
when
we
lose
our
ground,
we
lose
our
ground.
Is
you
know
we're
Partners?
It's
not
a
not
it's
not
we're
not
moving
to
another
tier
we're
actually
staying
in
partnership
in
new
ways.
O
So
it's
just
that
staff
be
directed
to
expedite
and
prioritize
the
launch
of
the
alternative
response,
pilot
and
report
back
to
the
September
Community
Services
meeting
with
a
firm
work
plan,
including
a
scheduled
updates
to
Committee
in
any
required
Financial
requirements
in
order
to
launch
as
soon
as
operationally
feasible.
So
I'm
not
placing
a
date
on
that.
But
I
would
really
love
by
September
for
us
to
also
know
as
counsel
what
additional
resources
you
need
and
how
we
can
get
them
to
you
quickly.
H
O
Great
and
also
again,
I
just
want
to
say
if
there
are
things
that
you
need
politically,
if
you
need
things
for
us
to
move
for
me
to
move
for
Council
or
move,
please
do
be
in
touch
because
we
all
we
want
to
be
a
resource
for
you
and
with
you
and
not
in
opposition
to
what
you're
doing
we
just
really
want
it
badly.
Thank
you
and.
H
A
Thank
you
very
much
counselor.
Thank
you
Clara
for
that,
and
that
direction
has
been
taken.
I
just
I
really
want
to.
Thank
you
for,
for
I
mean
it's
been
a
great
day.
I
get
a
chance.
We've
gotten
a
chance
to
thank
a
lot
today.
That
doesn't
happen,
often
at
all
committees
and
all
Council
meetings,
but
there's
been
such
an
enormous
amount
of
work
that
is
done
that
has
led
to
this
and
to
to
you
know
my
colleagues
comments.
You
know
this
has
been
a
long
time
coming.
It's
been
long
awaited
it's
much
needed.
A
It
does
need
sober
second
thought
to
make
sure
that
it
is
the
right
project
but
to
what
Clara
said.
This
is
not
a
pilot,
we're
not
testing
it
out,
we're
not
going
to
try
it.
This
is
a
systemic
change.
This
has
the
ability
to
impact
for
the
better.
How
we
respond
to
mental
health
and
substance
calls.
It
means
it
frees
police
to
do
what
they're
supposed
to
do.
A
It
means
that
we
have
the
right
people
in
the
right
place
with
the
right
abilities
to
help
those
who
need
it,
the
most
in
their
in
their
greatest
time.
Of
need
and
I
wanted
to
thank
these
amazing,
ladies
here,
who
are
here
today
and
all
the
work
and
all
the
agencies.
You
represented
150
Community
agencies,
City
staff,
again
because
I
I,
don't
you
know
there
comes
a
point
where
you
wonder.
Are
we
ever
going
to
get
to
this
point
and
we're
here
and
I
I
do
agree.
I
would
love
to
see
this
accelerated.
A
It
has
to
be
at
the
appropriate
time
and
with
the
right
resources
and
the
right
funding.
So
I
look
forward
to
seeing
that
memo
and
then
once
again
get
in
this
launch.
So
thank
you
so
much
for
that,
and
you
know
I
kind
of
jumped
the
gun
here,
but
I'm
going
to
ask
my
colleagues.
Is
this
report
recommendations
carried
very
it's
a
resounding
Carriage?
Yes,
thank
you.
So
much.
N
A
G
Thank
you
chair.
My
direction
is
with
regards
to
considering
Economic
Development
approaches
for
the
community
safety
and
well-being
plan
in
regard
to
the
community
safety
and
well-being
plans
proposed
poverty
reduction
strategy
staff
be
directed
to
explore
the
incorporation
of
a
community
wealth
building
approach
in
regards
to
Economic
Development
considerations.
Community
wealth
building
has
been
defined
as
a
system
changing
approach
to
community
economic
development
that
works
to
produce
equity
and
economic
Prosperity
through
enhanced
Community
participation
and
social
inclusion.
G
I'm.
Just
really
introducing
this,
because
we
heard
very
clearly
in
with
discussions
with
black
racialized
and
Indigenous
communities
in
different
forms,
including
business
forms,
but
also
through
anti-racism
Secretariat
deliberations.
The
need
to
ensure
that
there
are
new
models
to
really
help
with
job
creation,
Economic
Development
and
growth
in
specific
high
priority
communities,
and
so
I
think
that
this
reflects
one
of
the
new
emerging
approaches
that
is
actually
becoming
well
known
and
with
discussions
with
staff,
I
believe
that
staff
was
was
receptive
to
this.
H
A
A
So
the
report
recommendations
are
these
recommendations
carried
okay,
wonderful,
number,
seven,
we
don't
have
any
in-camera
items
number
eight.
We
have
the
information
previously
distributed.
That's
the
Vanier
area
day
programming
like
service
plans.
Counselor.
Did
you
wish
to
turn
that
into
a
notice
of
motion?
I,
understand.
N
I
just
want
to
know
if
we
could
defer
this
to
the
next
CS
meeting
I.
Just
it's
also
my
fault
I
didn't
have
time
to
really
consult
with
the
community.
On
the
recommendations
on
this,
we
had
two
Community
Association
meetings,
which
were
canceled,
not
my
fault
or
anyone's
fault,
but
I.
Just
wonder
if
we
can
defer
this
to
the
next
council
meeting.
I've
never
done
this
before.
So
that's
why
I'm
asking
if
it's
possible.
Y
Thank
you,
madam
chair.
So
if
the
member
had
been
seeking
to
lift
the
item
for
discussion
today,
that
would
require
two-thirds
of
members
present
and
voting.
However,
as
the
member
has
indicated,
they
would
like
to
lift
this
for
discussion
at
the
next
meeting.
That
can
be
done
without
a
vote
so
similar
to
a
notice
of
motion,
with
the
exception
that
it's
just
for
information,
so
it
would
be
a
subject
to
discussion
at
the
next
meeting.
Does.