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From YouTube: Finance and Corporate Services Committee - 2 May 2023
Description
Finance and Corporate Services Committee - 2 May 2023
A
Welcome,
thank
you
everyone
for
being
here
today.
As
we
begin
our
meeting
and
on
behalf
of
Ottawa
city
council
I
wish
to
acknowledge
that
Ottawa
is
built
on
unseated
anishinaabe,
Algonquin
territory.
The
peoples
of
the
anishinaabe
Algonquin
Nation,
have
lived
on
this
territory
for
Millennia
their
culture
and
presence
have
nurtured
and
continue
to
nurture
this
land.
The
city
of
Ottawa
honors,
the
peoples
and
land
of
the
anishinaabe
Algonquin
nation
and
honors
all
First
Nations,
Inuit
and
metis
peoples
and
their
valuable
past
and
present
contributions
to
this
land.
C
A
A
A
Then
next
is
item
five
postponements
and
deferrals
item
5.1
Declaration
of
surplus
land,
2060
lontier
drive
and
transferred
Ottawa
Community
lands
Development
Corporation.
This
was
deferred
from
the
finance
committee
meeting
of
March,
the
7th
and
the
7th
and
the
report
was
revised.
So
are
those
report
recommendations
carried
carried
okay
item,
six
conservation,
Authority
2023
levies
is
that
carried
item.
6.2
is
the
annual
report
for
Lansdowne,
which
we
will
hold
item
seven
from
the
office
of
the
city
clerk
item,
7.1
ottawa's,
Municipal
accessibility,
plan
annual
update
2023?
Is
that
carried?
A
E
So
thank
you
mayor
for
the
opportunity
and
thank
you
to
staff
for
this
detailed
report.
I
think
it's
very
important
and
certainly
interest
in
my
award
from
a
number
of
residents.
My
question
is
about
infrastructure
in
particular,
sidewalks
and
the
ability
for
members
of
communities
to
move
about
within
the
same
community
and
the
city's
responsibility
to
keep
infrastructure
like
sidewalks
in
good
repair.
G
For
you
Mr
chair,
thank
you
for
your
question.
Counselor.
The
aoda
does
not
have
a
retrofit
clause
in
it.
Therefore,
it's
up
to
the
municipalities
to
decide
how
that
is
run.
We
do
work
with
what
we
call
our
accessibility
and
Construction
Group,
which
has
people
from
pred
and
infrastructure
and
public
works,
and
so
on.
We're
actually
looking
at
that
right
now
what
programs
exist
and
what
we
can
change
or
how
we
can
augment
accessibility
in
that
particular
realm
and
when
the
the
standards
should
apply
to
retrofitting.
G
E
That
would
be
appreciated,
particularly
since
the
op
was
passed.
There's
a
huge
focus
on
15-minute
neighborhoods.
The
ability
for
people
to
fully
maximize
amenities
within
their
own
Community
sidewalks
are
part
of
that
equation.
So
whatever
additional
information
you
can
share
with
me
will
be
appreciated.
That's.
A
D
A
Item
7.3
is
the
status
update,
finance
and
Corporate
Services
committee
inquiries
and
motions
for
the
period
ending
April
21st
is
that
received
received
moving
to
item
8
on
the
agenda
planning,
real
estate
and
economic
development,
8.1
delegation
of
authority
acquisition
and
sale
of
property
for
the
first
of
July
2022
to
the
31st
of
December
2022?
Is
that
received
received
item
8.2?
We
will
hold
item
8.3
as
Declaration
of
surplus
land
for
three
one:
six:
nine
and
three
one:
seven:
nine
Conroy,
Road
and
transfer
to
Ottawa
Community
lands.
Development
Corporation!
A
A
H
A
C
A
H
Ahead,
Dan
thanks,
Mr
bear
so
before
you.
Today
we
have
two
annual
reports
combined
into
one
because
of
the
pandemic
and
last
year's
election.
These
reports
are
coming
to
you
a
little
bit
later
than
usual.
They
are
retrospective
reports
that
look
at
the
period
of
June
2020
to
May
2021
and
then
June
2021
to
May
2022,
so
ending
about
it
a
year
ago.
H
These
these
reports,
of
course,
the
last
time
we
were
before
you
was
in
May
2020,
only
weeks
into
the
endemic
closure.
At
that
time,
it
already
announced
to
committee
that
we
had
canceled
I,
think
113
events
at
the
time
in
about
half
a
million
dollars
worth
of
rentals
foregone
because
of
the
pandemic,
and
we
speculated
that
this
could
go
on
for
weeks
and
that
there
you
know
our
follow-up
report
would
would
perhaps
highlight
the
full
impact
of
the
pandemic.
H
Of
course,
what
you
have
before
you
today
is
two
solid
years
of
significant
impacts
on
the
facility.
There
should
be
a
presentation
up,
but
somehow
I,
don't
oh
there
we
go
and,
of
course
the
first
slide
shows
a
relatively
empty
Park,
which
is
perhaps
a
bit
symbolic
of
what
has
happened
to
this
this
facility,
as
well
as
so
many
others.
H
We
did
so
as
well
as
we
were
able
to
work
with
Ottawa
Public
Health,
the
Ottawa
Hospital
to
repurpose
our
facilities
to
assist
with
the
pandemic,
and
what
you're
seeing
in
this
picture
is,
of
course,
the
Horticultural
building
set
up
to
to
deliver
vaccine
clinics
and
I
believe
a
total
of
98
days
were
devoted
to
to
that
particular
activity.
Next
slide,
please.
H
The
both
the
Aberdeen
and
the
Horticultural
building
were
probably
used
at
60
percent
of
the
2019
levels,
so
significant
cancellations,
and
that
is,
is
still
counting
permitted
activities
like
vaccine
clinics
and
other
activities
that
were
permitted
so
a
significant
decline
in
terms
of
use
of
most
of
the
facilities
that
Lansdowne
next
slide.
Please.
H
Programming
at
Lansdowne,
delivered
by
the
city
and
by
most
other
partners,
were
significantly
curtailed.
If
not
canceled
altogether,
the
park
remained
a
an
attractive
location
for
outdoor
outdoor
activities.
The
city
continued
to
operate
the
outdoor
refrigerated
rink
and
it
was
very
popular.
The
play
areas,
the
plazas
all
remained
Gathering
spots
throughout,
as
people
sought
out
outdoor
venues
to
for
recreation
and
and
socializing
next
slide.
Please.
H
Under
Economic
Development
city
council
approved
a
program
to
encourage
the
re-engagement
of
Public
public
events
at
City
venues,
and
it
did
provide
those
who
are
willing
to
come
forward
and
or
start
to
organize
events
once
those
were
permitted,
a
50
discount
for
the
use
of
some
of
our
larger
venues.
This
included
all
of
the
amenities
that
Lansdowne
so
the
Horticulture
of
the
Aberdeen,
the
Great
Lawn
and
several
groups,
Escapade
Pride
groups
of
that
nature.
A
total
of
32
events
benefited
from
that
program
in
the
period
we're
reporting.
H
Please,
in
an
effort
to
maximize
the
use
of
facilities,
we
did
look
at
opportunities
for
events
that
had
an
ability
to
limit
access
and
work
within
the
capacities,
and
one
of
the
very
popular
events
that
that
was
staged
in
Aberdeen
was
the
van
Gogh
immersive
experience
and
that
helped
bring
quite
a
few
people
to
the
park
to
experience
something
at
a
time
when
there
really
were
not
a
lot
of
alternatives
for
indoor
type
activities.
Next
slide,
please.
H
This
slide
shows
Aberdeen
Square
decorated.
At
Christmas
time
again,
people
sought
out
places
to
go
Outdoors
that
were
interesting
and
through
continued
collaboration
with
with
osag
our
partners
osegg,
you
know
staff
continued
to
have
regular
meetings
with
the
osei
team
and
we
were
able
to
collaborate
on
doing
things
like
this
that
made
Lansdowne
a
destination
still,
even
though,
with
very
limited
indoor
programming
next
slide.
Please.
H
The
Ottawa
farmers
markets
continued
throughout
most
of
the
pandemic.
They
were
quickly
designated
a
designated
official
food
provider,
and
that
meant
that
they
could
restart
operations
as
early
as
the
spring
of
2020,
but
with
very,
very
different
approach
to
their
Market
than
you
might
recall
that
the
original
the
initial
approach
to
this
was
a
click
and
collect
where
people
ordered
online
and
then
would
drive
to
Lansdowne
and
essentially
queue
into
the
parking
lots,
so
that
they're
produce
could
be
delivered
to
them
in
a
very
different
way.
H
This
gradually
changed
to
a
regular
Market,
with
more
distancing
and
most
markets
adopted
by
having
one-way
pedestrian
directions.
More
distancing,
fewer
vendors
and
more
distancing
you'll
see
on
this
slide
that
in
21
2021-22
we
had
30
markets
which,
for
summer
markets
is
as
good
as
2019
pre-pandemic
and,
in
fact
the
numbers
the
102
000
exceeds
what
what
was
realized
in
2019,
just
an
indication
of
people
looking
for
an
opportunity
to
do
something
outside
with
other
people,
and
because
of
that
the
market
did
flourish
and-
and
you
know,
make
some
good
gains
in
there
next
slide.
H
Please
winter
markets
continued
as
well
again
and
modified
in
in
a
modified
form.
The
numbers
pretty
well
match
what
happened
in
2019
with
some
reductions,
especially
in
2021
2022.
There
was
a
bit
of
a
reduction
simply
because
of
the
variant,
and
you
may
recall
that
it
early
in
2022,
going
into
winter
new
variant
emerged
and
there
were
a
whole
range
of
new
restrictions
placed
on
it,
which,
which
threw
a
bit
of
a
curveball
quickly,
recovered
and
and
for
the
rest
of
the
winter.
H
We
had
a
fairly
good
Market,
also
worth
noting
that
during
the
those
two
years
we
did
renegotiate
the
license
of
occupation
for
the
farmer's
market
so
that
they
can
be
with
us
for
the
next
five
years,
since
they
are
what
people
have
come
to
expect
a
a
central
attraction
to
the
park
next
site
slide.
Please,
there
was
an
opportunity
during
this
period
to
do
physical
improvements
to
the
park
and
and
to
do
them
without
without
disruption
to
public
activity.
So
we
took
full
advantage
of
that.
H
One
of
the
major
projects
that
was
undertaken
was
the
waterproofing
of
the
Horticultural
building,
both
the
east
side
and
the
West
Side
were
completed
as
part
of
this,
and
that
was
significant
excavation
around
the
building.
So
it
was
appropriate
to
do
it.
During
this
time
we
were
successful
in
working
with
Ottawa
Public
Health
to
secure
funding
for
improvements
to
the
air
conditioning
of
the
Horticultural
building.
A
long-standing
issue
with
the
facility
is
that
the
main
room,
the
large
room
in
the
building,
was
not
air-conditioned.
A
50-ton
air
conditioner
was
installed.
H
It
was
successful
in
allowing
Auto
Public
Health
to
operate
their
clinics
in
comfort
and
we'll
have
residual
effects
in
terms
of
benefiting
the
public
for
their
events.
Going
forward,
work
was
done
through
through
osag
and
our
their
maintenance
agreement
on
re-replacement,
in
the
plaza,
which
has
been
a
recurring
issue
with
with
the
park,
keeping
the
trees
alive
and
well
as
well
as
some
work
on
the
Aberdeen
Pavilion,
which
is
a
precursor
to
doing
the
big
job
which
is
going
to
be
the
roof
which
is
in
design
now.
H
The
other
noticeable
thing
is
that
that
the
expenditures,
unlike
the
revenues,
did
not
plummet
in
the
same
way,
and
that's
because
a
good
70
to
75
percent
of
our
expenditures
at
Lansdowne
are
for
for
facility
maintenance
and
throughout
the
pandemic,
we
continued
to
operate.
The
refrigerated
ring
to
maintain
the
grounds
to
do
repairs
to
support
public
use
of
the
site,
and
so,
even
though
there
was
a
bit
of
a
decline,
it
was
not
as
complete
as
you,
as
is
the
case
with
the
revenues.
I
We
closed
down
our
operations
on
on
Friday,
the
13th
2020
and
didn't
open
up
for
a
year,
so
kind
of
unfathomable
that
we
spent
a
whole
year
with
with
no
events
but
I'm,
proud
of
the
way
we
we
worked
our
way
through
through
covet
a
couple
of
things
immediately.
We
went
to
80
pay
for
our
employees
and
one
really
cool
thing
happened.
I
We
have
a
bunch
of
employees
and
our
Sports
staffs,
our
coaches
in
football
and
our
and
our
football
operations
and
our
coaches
and
Hawking
our
hockey
operations
and
our
fixed
term
contracts.
So
they're,
not
you
know.
Employees
like
the
rest
of
us
are
when
we
went
to
80
percent
with
our
staff
before
I
could
even
have
a
conversation
with
our
fixed
term
Sports
guys.
They
came
back
to
me
and
said.
If
the
organization's
going
80,
then
I
want
you
to
reduce
my
contract
by
20
as
well
I
think
across
North
America,
you
wouldn't
find
many.
I
This
venue,
which
was
a
little
bit
optimistic
eventually
in
the
fall
of
2020,
we
needed
to
reduce
our
staffing
levels
when
it
became
apparent
that
this
was
going
to
take
a
while,
and
you
know
one
of
the
luxuries
that
I
have
as
a
CEO
working
for
the
the
owners
that
I
do
is
I
get
to
make
the
right
decisions.
So,
unfortunately,
and
unhappily
we
had
to
terminate
40
percent
of
our
staff
and
we
terminated
them
versus
laid
them
off.
I
The
reason
for
that
is
so
that
we
could
pay
them
a
severance
and
make
sure
that
they
had
money
to
be
able
to
work
their
way
through
kind
of
which
a
difficult
period
is
as
well
on
average,
paid
two
three
two
to
three
times.
What
we
would
have
you
know
legally
been
required
to
to
to
pay
for
severances
roll
the
tape
forward
a
year
when
we
start
rehiring
and
all
of
these
people,
100
of
them
had
gone
and
found
alternative
employment.
I
These
are
talented
people,
a
lot
of
them
with
the
federal
government
where
they,
you
know,
started
paying
into
and
being
eligible
for
pensions.
When
we
started
hiring
a
year
later,
30
percent
of
our
people
came
back.
They
left
their
government
jobs,
they
left
their
pensions
because
they
believe
in
what
we
do
and
they
they
like
what
we
do
and
they
like
their
jobs
at
dosing.
So
I
thought
that
was
again
something
that
made
me
very
proud
of
the
organization
that
we've
created
together,
the
one
silver
lining
of
covid
is.
I
I
It's
called
all
in
if
you
have
an
opportunity,
it's
on
our
osig
foundation,
website
and
I,
think
it's
outstanding
it
it.
It
covers
our
employees,
our
guests,
and
we
have
over
4
million
guests
visit
Lansdowne
every
year,
our
coaches
and
our
athletes
and,
most
importantly,
our
community,
where
we
can
have
our
biggest
impact
on
the
the
lives
of
Youth
at
risk
in
our
community
I'll
go
to
the
next
slide.
I
Please
and
we'll
talk
the
math
a
little
bit
so
so
what
we
have
here
on
the
left
hand,
side
is
our
revenues
back
from
the
start
of
time
in
2012
and
on
the
right
hand,
side
our
operating
income
and
I'll
go
through
those
quickly
before
I
get
into
kind
of
the
operations
a
little
bit.
So,
on
the
left
hand
side,
what
you
see
is
our
first
year
of
commercial
operations.
I
Post-Construction
was
2014.
that
first
year
we
did
25
million
dollars
worth
of
Revenue
and
what
you
see
is
that
has
grown
to
over
50
million
dollars.
Revenue
the
red
bars
are
the
the
post
the
pre-covered
years.
The
the
gray
bars
are
our
two
coveted
years
that
we're
reporting
on
through
this
report
and
I
put
the
black
bar
so
that
you
can
see
2023,
which
we
just
finished
and
we'll
be
back
to
the
city
reporting
on
in
the
next
month
or
so.
I
So
what
you
see
is
is
you
know:
we've
been
able
to
grow
revenues
to
over
50
million
dollars,
2019
that
big
bar
sticking
up
in
the
air
is
a
bit
of
an
anomaly.
We
changed
our
fiscal
reporting
period
from
from
December
31st
to
March
31st,
so
that
actually
includes
15
months
of
of
revenues.
If
you
normalize
that
back
to
12
you're
about
the
50
million
dollar
markers
as
well,
and
what
you
see
in
the
two
gray
bars,
which
are
two
coveted
years,
is
the
first
year.
I
You
know
no
events
not
much
happening,
but
we
are
still
collecting
retail
rents.
Some
advertising
and
some
parking
revenues
2022
a
bit
of
a
recovery.
But
if
you
remember,
we
started
with
we,
we
had
abbreviated
schedules
for
both
our
red,
blacks
and
our
67s,
and
we
kind
of
started
and
stopped
with
capacity
limitations
for
for
our
stadiums
as
well
as
kind
of
cold,
cold
ebb
and
flowed.
I
What
that
you
know
will
end
up
being
is
our
biggest
year
in
our
in
our
history
highest
12-month
history,
and
that
is
with
you
know,
or
by
by
our
standards,
poor
attendance
for
the
red
blacks
last
year.
You
know
for
a
lot
of
good
reasons,
one
of
which
was
was
a
poor
team
over
the
last
couple
of
years
and
rain.
I
That
seemed
to
happen
every
every
event
day
that
we
had
as
well
and
if
I
had
one
more
column
on
there,
which
is
the
year
that
we're
currently
in
you'll,
see
that
it
would
beat
the
black
column
as
well.
So
I
think
that's
good
news
for
us
we're
back
into
to
growth
mode,
which
is
where
we
need
to
get
to
on
the
right
hand,
side.
That's
our
our
profitabilities
from
operations.
So
that's
our!
You
know
what
we
do
as
a
business
to
to
generate
profits.
I
Profitability,
for
you
know
most
of
the
years,
but
as
a
business,
we're
still
losing
money.
So
when
you
take
our
profitability
from
operations
exclude
from
that
or
take
off
from
that,
what
we
are
paying
in
terms
of
our
loans,
our
mortgage
and
our
Capital
assets
that
we're
buying
it's
still
costing
the
business
right
now
about
eight
million
dollars
a
year
or
two
to
operate.
I
They
also
shared
in
a
in
a
piece
of
the
garage
and
the
public
realm,
which
is
which
his
dad's
Dan's
side
of
the
business
and
since
2014,
and
since
they
they
paid
that
136
million
dollars.
That
was
the
initial
amount.
There
has
not
been
any
more
contributions
from
the
city
on
to
to
Lansdowne
to
the
partnership.
I
All
of
those
again
were
born
by
the
the
osei
partners,
as
I
talked
about
right
now,
we're
about
eight
million
dollars
away
from
that
happy
cash
flow
break
even
plan,
and
that's
the
hole
that
we
need
to
fill
over
the
next
three
years.
When
we
get
there,
you
hear
the
term
waterfall,
that's
when
the
waterfall
becomes
relevant
and
what
the
waterfall
is
is
simply
the
rules
for
when
we
start
Distributing
money
back
what
we
need
to
the
rules.
I
I
Those
include
kind
of
three
important
things:
the
impact
of
covid,
the
impact
impact
that
Colvin
has
had
on
our
break,
even
and
basically
pushing
it
back
by
three
years:
the
expected
recovery
from
covid
and
the
fact
that
the
recovery
from
our
red
blacks
is
going
to
take
a
couple
of
years
as
well.
I'm,
really
hoping
that
we're
on
our
way.
This
year
and
wins
and
attendance
start
wins
attendance
and
no
rain
kind
of
happen
at
TD
place.
I
And,
thirdly,
the
impact
that
we
expect
on
our
our
events,
attracting
events
and
retaining
fans
in
what
is
now
a
functionally
obsolete
facilities
that
are
the
arena.
Td
place
and
the
South
Side
stands
at
TD
place
and
what
those
projections
reflect
is
that
you
know
that
will
only
get
worse
and
it
will
be
harder
to
to
keep
people
coming
to
events
and
to
be
able
to
continue
to
attract
events
to
TD
place.
I
The
impact
of
those
those
three
items
result
in
the
our
revised
pro
forma
or
forecast,
which
is
distributions
through
the
partnership
of
326
million
dollars
over
the
life
of
the
partnership.
That's
a
reduction
of
219
million
dollars
from
the
two
545
million
dollars
that
we've
previously
forecasted,
and
that
is
based
on
the
assumption
that
we
do
not
have
new
facilities
so
that
we're
staying
in
the
existing
Civics
old,
Civic
Center
in
north
north
side
stand
facilities
for
the
duration
of
this.
I
I
338
million
dollars
of
amounts
that
they've
contributed
to
the
partnership
plus
interest
on
those
amounts,
and
the
city
would
not
get
back
about
80
million
dollars
in
interest
on
its
deemed
equity
and
what
the
city's
deemed
Equity
was.
They
didn't
put
80
million.
They
didn't
put
money
into
the
the
partnership.
I
Now
I'll
switch
gears
a
little
bit
and
give
you
an
update
on
the
the
operations
and
I'll.
Give
you
an
update
as
of
right
now
going
back
and
talking
about
you
know,
red
blacks
and
TD
place
in
2021
is
not
that
helpful
after
three
I'll
start
with
the
red
blacks
up
to
three
really,
you
know,
after
a
really
good
start,
I
think
to
our
franchise.
I
We
hit
we
kind
of
Hit
the
skids
after
three
gray
cups
in
in
four
years,
unfortunately,
and
had
a
Lost
season
two
to
cobit,
we
have
a
new
general
manager
who's
going
into
his
second
year.
It's
with
Sean
Burke
and
a
new
head
coach
and
Bob
Dyson,
a
strong
group
of
players
with
healthy
Jeremiah
mazzoli
and
some
key
additions
to
our
football
team.
I
I
think
we
are
going
to
be
back
to
being
perpetually
competitive,
and
that
was
our
goal
from
the
start
and
to
to
us
what
perpetually
competitive
means
is
that
we're
a
a
team
that
can
play
exciting
football
that
we're
winning
football
where
we
have
a
winning
record
every
year
we
make
the
playoffs
every
year
and
I.
You
know
I
think
that's
what
we
spent
our
first
four
years
doing
and
look
forward
to
getting
back
to
that.
I
We
know
that
we
bring
the
party
and
the
best
game
day
experience
in
the
CFL
to
to
Lansdowne,
and
we
just
need
some
wins
to
be
able
to
mix,
to
add
that
to
the
mix
again
this
year
for
the
67s
we've
become
a
destination
and
a
program
where
players
want
to
play,
and
it's
it's
getting
increasingly
competitive
in
in
the
world
of
hockey,
with
NCAA
and
Scholarships
in
in
the
states.
So
you
know
that's
our
that's
our
competition.
I
I
So
I
think
that
bolster
is
good
for
our
future
and
where
we
are
with
our
program
in
terms
of
TD
place
this
year,
we'll
do
160
events,
which
is
by
far
our
highest
number
of
events
in
his
seas
in
a
year,
in
addition
to
our
red
blocks
and
67s
Athletico
Ottawa
soccer
and
the
blackjacks
basketball
are
back
as
tenants
of
our
our
facilities.
We
just
finished
the
the
men's
World
curling
championships
was,
which
was
a
huge
success.
Both
you
know
for
residents
and
for
for
tourists.
I
Other
events,
this
year
we
have
a
heavy
emphasis
and
I
think
it's
just
kind
of
happened,
and
maybe
it's
a
social
commentary
coming
out
of
covet
on
comedy,
shows
I
think
we
did
about
eight
comedy
shows
last
year
and
we
have
six
on
the
books
this
year
as
well,
and
they've
been
really
good
for
us.
Most
of
them
sell
out
and
sprinkled
in
some
concerts
over
the
over
the
year
as
well.
I
Volleyball
league
Nations,
I,
didn't
let
no
I
liked
volleyball,
but
it
is
outstanding,
is
back
for
its
fourth
year
with
TD
place,
and
we
have
the
four
nations
cup
which
we
were
able
to
bring
to
Otto.
With
the
help
of
Ottawa
tourism,
which
is
women's
rugby.
We
have
Canada
against
New
Zealand
black
ferns,
which
is
the
number
one
rated
team
in
the
in
the
world
Australia
and
the
US
so
excited
for
that
in
July,
we've
also
become
over
the
you
know.
I
Over
our
first
nine
years,
The
Hub
of
Youth
Sports
in
in
Ottawa.
We
have
the
panda
football
game
returning
the
colonel
by
classic,
which
is
both
men's
and
women's
hockey
Capital
Hoots
Hoops,
which
is
men's
and
women's
basketball.
We
expect
that
we
will
have
either
a
men's
or
a
women's
Canada
soccer
game
this
this
summer
and
as
Dan
alluded
to
the
the
Christmas
Market
is
back
and
expanded
to
to
80
days
this
year,
with
with
more
Huts.
I
Last
year,
we
did
over
a
hundred
thousand
people
our
first
year
we
did
25
000.
Last
year
we
did
over
a
hundred
thousand
people.
You
know
and
I
expect
that
we're
going
to
be
doing
120
550
000
people
this
year,
which
is
which
is
pretty
spectacular-
and
we
are
partnership
with
the
with
the
Saunders
Farm,
is
back
with
Sawmill
at
Halloween
is
as
well
one
big
area
concern
that
we
have.
I
You
know
for
TD
placement
for
Lansdowne
right
now
is
with
the
ncc's
planned
closure
of
QED
I
expect
that
this
year,
we're
going
to
see
something
similar
to
to
last
year
with
a
closure
to
Fifth
Avenue.
But
we
understand
from
the
NCC
that
you
know
their
expectation
and
their
plan
for
for
next
year
is
to
close
QED
from
from
downtown
through
to
Preston,
which
obviously
significant
impacts
us
and
I
think
long
term.
I
I
We
ended
last
year
over
95,
occupancy
and
95
is
actually
our
lowest
point.
We've
been
in
the
high
90s
for
for
our
history,
retail
kicks
back
12
million
dollars
from
an
operating
income
perspective
so
from
a
profit
perspective
again
before
we
pay
our
mortgage
and
fixed
assets
when
we
take
those
into
account
retail
kicks
in
about
five
million
dollars,
net
net
profit
to
the
rest
of
our
business.
So
you
know
that
is
a
very
important
aspect
of
our
business.
I
If
you've
seen
you
know
most
of
the
the
sports
venues
that
have
been
built
in
the
last,
you
know,
15
10
years
around
North
America
they're,
usually
built
with
an
economic
model.
I
think
that's
you
know,
what's
being
envisioned
for
libreton
and
you
know,
I
think
the
the
the
the
retail
is
is
very
important
and
it
will
be
very
important
as
we
get
into
Lansdowne
2.0.
I
I
I
I
We
now
welcome
over
four
million
visitors
annually
tourists,
Regional
guests
and
Neighbors
We've,
hosted
over
1200
sports
events,
concerts,
festivals
and
other
super
fun.
Events
in
our
nine
short
years
and
I
think
we've
reclaimed
lansdowne's
place
as
ottawa's
Gathering,
Place
and
and
the
Hubble
of
sports
and
entertainment
in
Ottawa
and
one
of
the
on
a
site
that
generates
between
300
and
500
million
dollars
in
economic
activity
annually
and
employs
over
4
million
people
on
a
full
and
a
part-time
basis.
I
Lot
of
people
400
4,
000
people
full
full
and
part-time.
Thank
you.
Mr
chairman.
We
provide
exceptional
hospitality
and
are
extremely
proud
of
our
partnership
with
the
city
and
the
role
that
we
play
in
the
psyche.
Pride
and
overall
health
and
well-being
of
our
community
and
our
region
and
I'm
going
to
go
to
the
next
slide
really
quickly.
I
understand
that
nightlife
economy
report
will
be
will
be
tabled
later
in
this.
I
This
meeting,
sports
and
entertainment
are,
are
a
big
poor,
big
important
part
of
attracting
and
retaining
employees
in
Ottawa,
and
they
help
Drive
our
economic,
Economic,
Development
I
know
Ottawa,
wants
to
be
a
music
City
and,
as
I
understand,
a
leftover
part
of
the
the
three-year
music
strategy
was
a
1500
to
2000
person.
Capacity,
Music,
Hall
I
agree.
That's
where
most
of
the
shows
that
are
happening.
You
know
in
North,
America
happen
in
terms
of
those
attendance
levels
and
that's
where
we're
getting
bypassed
right
now.
I
That's,
where
shows
are
playing
Toronto
going
on
to
Montreal
and
not
stopping
in
Ottawa.
In
my
days
dating
myself,
we
had
barramors,
you
know,
that's
where
I
went
to
see
hundreds
of
those
type
of
shows,
and
later
this
summer
summer,
we'll
be
talking
about
Lansdowne
2.0
and
what
will
be
going
on
in
the
retail
Podium
I
just
want
to
give
you
a
quick
view
of
that.
I
A
music
hall
is
exactly
what
we're
looking
at
building
into
the
the
podium
as
part
of
that
Podium
at
Lansdowne
I.
Think
it's
a
perfect
place
for
it.
We
have
a
partnership
with
Live
Nation
to
to
build
that
to
build
that
Music
Hall,
that's
a
picture
of
what
Live
Nation
just
built
in
Toronto.
It's
called
history,
it's
a
little
bit
bigger
than
what
we
would
build
build
here.
I
It's
about
a
little
over
2
000
people,
but
you
know
it
is
one
of
these
quickly
become
one
of
the
most
busiest
most
busiest
isn't
proper
English.
Is
it
one
of
the
busiest
music
halls
in
in
North
America,
so
look
forward
to
being
able
to
have
that
conversation
a
little
bit
later
in
the
summer.
Thank
you
for
letting
me
speak
to
you
today.
We
look
forward
to
continuing
to
make
memories
at
Lansdowne
and
to
make
you
proud
of
what
we
do
together.
Thank
you.
A
Thank
you
for
the
presentation,
thank
you
to
to
you
and
to
Roger
Greenberg
for
being
here
today,
so
we're
going
to
hear
from
our
delegations
next
and
then
we'll
open
it
up
to
questions
and
I'll
just
remind
everybody
in
the
delegations
and
and
committee
members
as
well,
that
our
focus
is
on
the
2021
and
2022
annual
reports
for
Lansdowne
and
not
the
future
plans.
I
know
those
things
are
related,
but
we
will
have
ample
opportunity
in
the
future
to
focus
our
attention
on
the
on
the
plans
for
Lansdowne
going
forward.
A
K
Thank
you,
Mr
Mayor
I'm
here
as
a
concerned
citizen
in
my
individual
capacity
and
I'd
like
to
make
two
observations
about
what
the
Lansdowne
annual
reports
tell
us.
Okay,
the
first
of
these
is
that
we
need
full
Financial
transparency
before
we
make
any
future
decisions
on
Lansdowne.
Okay,
we
saw
you
know
we
heard
osegg
talk
about
how
Revenue
expectations
over
the
next
40
years
have
declined
by
219
million
dollars.
Okay,
this
is
one
data
point
that
we
have
in
the
annual
report.
K
So
we
need
greater
Financial,
Financial
transparency
on
what's
Happening
Here,
you
know
the
the
the
the
the
the
public
has
no
ability
to
to
scrutinize
whether
these
financials
make
sense
and
I,
don't
think
you
do
either
unless
you're
privileged.
Unless
you've
got
information,
that's
not
being
shared
with
us
and
we
talk
about
you
know
we
talk
about
about
functionally
obsolete
facilities
as
being
one
of
the
major
reasons
that
we
that
that
we're
going
to
have
this
huge
drop
in
Revenue,
but
let's
be
clear
that
those
facilities
are
working.
K
They're
working,
fine,
now
and
they've
got
at
least
20
years
of
life
left
in
them.
So
this
is
not
a
decision.
We
need
to
make
right
now.
If
we
don't
want
to
okay,
we
can.
We
can
extend
that
for
some
time
to
come
and
and
I
I.
Just
don't
I,
don't
believe
that
we've
got
the
right
diagnosis
in
terms
of
what
is
required
to
make
this
site
profitable.
We've
seen
that,
unfortunately,
Lansdowne
has
been
the
financial
perspective
has
been
a
failure
for
the
last
10
years.
It
has
been
a
financial
failure.
K
That's
an
objective
fact
that
we
saw
in
in
the
statements.
Okay,
what
is
required
to
fix
that,
and,
and
and
the
short
answer,
is
we
actually
don't
know?
Okay,
you
know
we
talked
about.
We've
got
four
million
visitors
a
year
that
come
to
Lansdowne,
that's
great
to
be
profitable.
In
previous
discussions
a
year
ago,
we
talked
about
we
needed
to
get
that
to
five
million
visitors.
K
So
what
is
it
going
to
take
to
get
an
extra
million
visitors
a
year
onto
the
Lansdowne
site
and
the
short
answer
is
we
don't
know
for
the
very
simple
reason
that
we
haven't
asked
the
public
but
we'll
get
them
to
Lansdowne?
So
this
is
my
second
point
that
I
want
to
make
today.
We
need
meaningful
public
consultation
on
Lansdowne
before
we
can
make
any
decisions
and
before
we
can
validate
whether
the
finances
of
this
of
this
proposal
make
sense.
K
You
know
we
we
are
going
through
a
public
consultation
process
right
now,
but
quite
frankly,
as
as
someone
that's
trying
to
get
involved
in
that
consultation
process,
I
do
not
believe
that
it
is
Meaningful
I,
think
it's
a
charade
of
public
consultation
that
we're
going
through
and
we
are
not
hearing
from
the
public.
What
would
be
required
to
get
you
on
onto
the
Lansdowne
site?
Now
there's
some
elements.
K
You
know
we
saw
a
picture
of
Lansdowne
before
and
after
and
it's
clear
that
that,
obviously,
what
we
have
today
is
much
better
than
the
parking
lot
that
we
had
before.
That's
that's
obvious
and
and
lands,
and
the
Osage
partnership
have
done
great
work
to
get
us
to
where
we
are
today.
But
what
we
need
to
focus
on
now
is
how
much
is
you
know?
K
I,
don't
even
have
the
visibility
into
the
financials
to
know
what
it's
going
to
cost
anymore
I
mean
a
year
ago,
like
so
we've
revised
the
financial
Revenue
projections
downward
by
40
percent.
Okay,
we've
gone,
we've
lost
219
million
dollars
over
the
last
year.
How
much
more
is
the
cost
of
Lansdowne
going
to
be
to
redevelop?
How
much
is
Lansdowne
2.0
going
to
cost
us
now?
Has
that
number
changed
in
the
last
year?
A
year
ago,
that
was
333
million
dollars?
Is
that
number
still
correct?
K
I
doubt
it
I
mean
we've
had
we've
seen
interest
rates
go
from
one
percent
to
five
percent.
We've
seen
construction
costs
go
up
by
six
percent
a
year,
I
mean
that
that
number
is
probably
closer
to
500
million,
but
unless
we
have
transparency,
we
just
don't
know,
and
we
can't
evaluate
whether
this
is
going
to
be
a
good
deal
for
the
taxpayers
or
not.
Thank
you
very
much.
L
K
Well,
to
be
honest,
I
wish
I
did,
but
I
just
am
not
privy
to
that
information.
No
I
mean
your
own
personal
credentials.
Have
you
had
a
financial
background?
Oh
sorry,
thank
you.
So
look
my
own
back
yeah
I'm
I'm,
a
a
Public
Finance
Economist
I
spent
20
years
in
public
service
in
the
Department
of
Finance.
Here
in
Ottawa,
I
served
as
a
chief
Economist
for
the
G20
to
work
on
infrastructure.
K
L
Thanks
for
that,
on
the
on
the
financials
that
you're,
seeing
here
you
mentioned,
you
don't
have
the
ability
to
fairly
analyze.
It
I'm
wondering
if
you
can
just
dig
down
a
little
bit
deeper.
What
what's
preventing
you
from
being
able
to
I
guess
see
the
figures
you
need
to
see
and
what
what
are
those
sure?
What
is
that
or
one
of
those
figures
sure.
K
And
and
I
should
preface
this
by
saying
that
you
know
if
the
numbers
work,
then
the
public
will
get
behind
and
we
will
support,
but
we
just
do
not
have
the
ability
to
make
an
independent
judgment
on
whether
that's
the
case
or
not.
So,
for
instance,
some
of
the
information
that
I
would
like
to
see
is
I
would
like
to
see
a
breakdown
of
the
four
individual
components
of
the
of
the
Lansdowne
partnership.
On
a
like
the
financial
statements
of
each
of
the
four
components.
K
I
mean
we're
in
a
world
where
retail
is
in
flux
right
now,
and
yet
we're
we're
we're
putting
this
investment,
which
could
be
up
to
half
a
half
a
billion
dollars
on
the
basis
that
retail
is
going
to
be
successful.
We
talk
about
an
experiential
destination,
but
all
we
have
there
right
now
are
chain
stores
right.
Like
you
know,
people
are
not
going
to
go
to
Lansdowne
to
fi
to
go
to
another
big
box
store.
K
Okay,
so
so
there's
much
more
detail
that
we
would
like
to
see,
particularly
in
terms
of
the
four
the
four
business
lines
of
Lansdowne
which
for
some
and
actually,
if
I
can
just
say,
coming
back
to
the
annual
reports,
when
the
partnership
was
agreed
in
2012,
it
was
agreed
that
these
four
business
lines,
unaudited
financial
statements,
would
be
provided
for
each
of
these
four
business
lines
every
year
since
and
certainly
in
the
most
recent
report,
there's
been
a
decision
made
to
not
release
those
statements
and
I'd
like
to
know.
Why,
like
what?
M
K
K
I
mean
there
are
and
and
take
for
again,
I
want
to
come
back
to
the
example
of
retail,
because
we
talk
about
retail
as
being
this
tremendous
success,
I
mean
I'm
on
I'm
on
the
Lansdowne
site
at
least
once
a
week.
You
know
I
walk
through
there
with
my
dogs
and
and
I
see
the
amount
of
traffic.
That's
there,
I
look
in
the
stores
and
I
would
not
say
that
the
volume
of
traffic
that
I
see
in
the
stores
is
what
I
would
call
a
tremendous
success.
K
You
know
how
many
of
them
are
on
essentially
lease
holidays
just
to
keep
the
resident
the
the
the
the
occupancy
rate
up.
These
are
some
of
the
some
of
the
information
that
I'd
like
to
know,
and
it
comes
down
to
the
point
is:
is
this
a
viable
strategy
going
forward
again,
I,
don't
know,
and
if
it
is
I'll
get
100
behind
it,
but
share
with
us
and
be
transparent.
I,
just
don't
understand
why
we
can't
be
transparent
and
open
about
this
I.
M
K
Thank
you
sure,
and
if
I
may
follow
up
on
your
point
about
commercial
confidentiality
again,
I
come
back
to
the
point
that
the
2012
agreement
specified
that
we
will
provide
unaudited
financial
statements
for
each
of
the
four
business
lines.
We
have
failed
to
do
that
for
10
years
or
for
the
for
the
the
10
years.
Since
so
again,
I
asked
the
question:
why.
A
N
I'm,
mayor
Sutcliffe,
counselors
and
friends,
and
and
staff
I'm
June
Clement
I've,
been
a
Community
member.
Who's
been
engaged
on
Lansdowne
since
the
very
beginning
of
the
partnership.
I
think
I've
I've
worked
with
Dan
Cheney
and
Roger
Greenberg
for
many
years,
and
you
know
I've,
never
I've
come
many
times
to
City
Hall
to
speak
to
many
committees,
but
I've
never
come
for
the
tabling
of
an
annual
report,
so
I
say
well.
Why
am
I
here
this
time?
N
And
the
second
is
that
these
reports
are
going
to
inform
some
of
the
thinking
about
the
future
and
just
before
I
I
go
on
about
the
LRT
and
I.
Don't
want
to
belabor
this.
But
there
is
much
in
common
they're,
both
public-private
Partnerships.
They
are
both
among
the
most
well
expense,
very
costly
infrastructure
projects
before
the
city.
N
Both
have
been
characterized
by
lack
of
transparency
and
both
have
not
turned
out
exactly
as
promised
and
I
would
say
this
Council,
as
has
inherited
from
the
last
Council
sort
of
a
situation
that
you
have
to
deal
with
and
go
forward
with
and
I
I
think
you
have
the
opportunity
to
maybe
change
a
story
on
on
some
of
this.
But
that's
why
I'm
here
today
and
I
do
want
to
acknowledge
that
staff
and
and
osec
have
provided
more
information
in
this
report
than
in
in
past
annual
reports.
N
So
thank
you
for
the
work
that
was
done.
I
think
it
is
better
than
than
we've
seen
in
the
past,
but
that
being
said,
I
still
have
some
questions
and
I
see
some
gaps
and
in
the
five
minutes
you
can
never
touch
on
anything.
So
I've
chosen
to
talk
about
three
points.
Only
and
I'm
I
think
I'm
on
the
same
page
as
Neil
on
some
of
these.
So
I
expect.
N
Excuse
me
for
a
bit
of
repetition
here,
but
the
first
is
what
is
happening
with
the
component
Partnerships
Neil
just
mentioned
that
we
haven't
seen
the
unaudited
statements,
but
what
I'm
surprised
with
is
that
every
year
you
read
the
minutes
of
that
annual
meeting
and
the
city
agrees
to
accept
unaudited
statements
and
since
Lansdowne
began,
we've
never
had
audited
financial
statements
for
the
Partnerships,
and
you
would
think
we're
now
sort
of
10
years
in
it
might
be
time
to
have
audited
statements.
I
think
without
you
know
this
audited
statements.
N
It's
really
hard
to
judge
a
performance
and
I
won't
repeat
what
Neil
just
said,
but
I
do
think.
It's
also
just
part
of
the
ongoing
story
of
lack
of
transparency
about
the
different
Partnerships.
When
I
tell
people
that
the
city
is
co-owner
or
partner
in
the
football
team,
they
say
oh
you're
wrong
or
that
you
we
have
a
stake
in
the
retail.
This
story
of
how
the
Lansdowne
deal
was
constructed
and
the
Partnerships
and
the
city's
risks
and
involvement
in
these
business
lines
is
not
understood.
N
So
I
think
there's
a
need
for
more
transparency
for
it
for
everybody.
So
that's
one
and
my
my
second
one
is
where's
the
public
interest
and
when
I
read
the
report,
there's
a
lot
of
emphasis,
especially
in
sort
of
that
final
part
about
the
financial
needs
of
oseg,
and
this
is
really
stressed
over
the
needs
of
taxpayers.
N
The
fact
that
the
city
actually
did
spend
more
than
oh
said
we
put
a
210
million
and
that's
in
the
report
into
Angie
Lansdowne,
and
we
provided
the
land
and
the
stadium
and
arena
for
for
only
a
dollar
a
year,
and
we
continue
to
do
that
is
really
minimized.
So
again,
the
city's
investment
in
this
is
is
not
really
valorized.
I
guess
I
may
be
using
a
word
from
French
and,
and
the
report
accepts
without
question
that
will
just
get
no
return
on
this
investment.
A
N
A
final
Point,
perhaps
I'd
like
to
count
the
number
of
visitors,
I,
basically
think,
there's
an
illogical
conclusion
to
this,
and
the
city
needs
more
data.
You
need
audited
statements,
you
need
numbers
and
you
need
an
evaluation
of
the
current
project
compared
to
2012,
and
that
would
be
what
I
would
like
to
see
in
the
reporting
on
Lansdowne.
N
J
L
Have
had
their
hand
at
first
I
can
go
first,
if
you
like,
sir
okay,
so
just
on
the
thanks
for
being
here,
Ms
krillman
that
you
mentioned
it's
not
clear.
The
city
doesn't
usually
know
that
that
the
city
owns
portions
of
the
team.
So
just
on
that
piece,
what
percentage
does
the
city
own
of
the
red,
blacks
and
the
67s.
N
N
The
plan
in
2012
was
to
have
an
urban
village
with
unique
stores
that
were
going
to
be
very
vibrant
and
draw
people
from
all
over
the
city
and,
as
you
know,
we've
ended
up
with
a
few
unique
Stores,
Whole
Foods
and
a
Sporting
Life,
but
other
chain
stores
like
winners
and
an
Audi
dealership
and
and
that
sort
of
thing
so
I
would
say
there
is
quite
a
discrepancy
between
what
was
foreseen
and
what
has
actually
taken
place.
Okay,.
O
P
P
A
O
A
Q
Q
Q
For
example,
the
annual
report
describes
an
approval
of
a
10
million
dollar
second
mortgage
for
the
retail
component,
yet
we're
not
told
why
a
second
mortgage
was
needed.
Although
we
learned
that
the
primary
retail
mortgage
was
refinanced
for
a
principal
amount
of
120
million
dollars,
we're
not
told
why
this
figure
is
considerably
larger
than
the
106
million
dollars
reported
in
the
2020
report.
Q
It's
important
to
note
that
in
the
event
of
default,
the
city
would
need
to
take
over
the
repayment
of
the
retail
mortgage.
According
to
the
2020
report,
and
while
we
do
see
that,
if
all
the
components
retail
shows
a
nominal
operating
profit,
we're
not
informed
of
the
financial
impact
of
the
retail
mortgage
on
the
retail
component's
net
income,
since
the
interest
payments,
as
well
as
depreciation
and
amortization,
are
merged
into
a
collective
Black
Box
item
in
table
four
of
the
report
next
slide,
please,
the
impact
of
this
lack
of
clarity
may
become
critical.
Q
Q
Q
Q
Q
L
Q
L
On
that,
on
that
point,
just
around
the
finances-
I
guess
just
in
in
simplistic
terms,
you
obviously
know
about
this
deal
and
have
looked
into
some
of
the
figures.
What
is
the
greatest
concern
that
you've,
you
have
right
now
with
regard
to
the
annual
reports
that
you're
seeing
in
front
of
you,
yeah.
Q
There
are
smatterings
of
information,
but
I
feel
that
we're
constantly
playing
20
questions
to
get
at
the
heart
of
any
given
Factor,
whether
it's
the
mortgage,
whether
it's
you
know
how
much
was
paid
for
the
Montreal
Alouette.
That's
why?
What's?
What's
actually
in
the
financial
statements,
we
are
being
asked
to
take
a
very
large
bet
on
a
very
large
project,
for
which
will
undoubtedly
be
more
than
333
million
dollars.
Right
now,
we're
being
told
we
have
to
take
this
bet,
because
the
partnership
has
not
been
financially
sustainable.
R
Great
thank
you.
I
have
a
brief
slide
deck
if
that
could
be
put
up
on
the
screen.
Thank
you
great.
Thank
you,
mayor,
Sutcliffe
and
and
counselors.
Thank
you
for
the
time
today,
I've
spoken
to
many
of
you.
Over
the
last
few
months,
myself
and
Anthony
caracado
had
reached
out
and
asked
to
speak
to
you
about
consultations
and
and
about
financial
transparency
going
forward
so
appreciate
your
time
on
that
I.
R
Just
next
slide,
please
I
think
there
are
a
number
of
there
are
a
couple
of
themes
that
I
want
to
speak
to,
and
it
is
indirect
relation
to
this
report.
I
I
guess
my.
My
basic
question
is
whose
interests
are
being
served
by
the
ongoings
of
lack
of
transparency
and
I'll.
Give
you
specifics
in
just
a
moment,
but
I
don't
think
that
counselor
this
committee
can
really
provide
proper
oversight
if
it's
not
being
given
an
opportunity
to
truly
understand
the
facts.
R
I
think
this
committee
and
Council,
as
well
as
the
public,
deserve
to
be
able
to
scrutinize
the
performance
of
Lansdowne
Park
to
date,
just
as
we
deserve
to
be
able
to
scrutinize
the
proposal
for
the
Redevelopment
going
forward.
The
LRT
inquiry
has
demonstrated
clearly
that
a
lack
of
transparency
and
selective
sharing
of
information
will
not
support
good
decision
making
and
again
I'll
ask
the
question
whose
interests
are
served
by
by
Falling
Back
on
these
mistakes.
R
Next
slide,
please
I,
guess
to
to
cut
to
the
the
chase
the
financial
performance
in
this
in
these
reports,
although
there's
a
lot
of
information,
is
continuing
to
scare
obscure
some
of
the
key
facts.
Community
Partners
are
are
concerned
that
Landsdowne
2.0
relies
heavily
on
the
future
proceeds
from
the
waterfall
Pro
and
proceeds
that
have
clearly
failed
to
date.
The
waterfall
proceeds
are
the
second
largest
source
of
funds
to
pay
for
the
Redevelopment
proposal.
Next
to
the
highly
debatable
strategy
of
property
tax
uplift
or
plan
diversion
of
90
of
property
taxes.
R
Two
months
ago,
we
asked
for
more
transparency
through
a
series
of
information
requests
designed
to
support,
informed
and
meaningful
consultations.
The
information
requests
included
and
others
have
spoken
about
this
financial
statements
for
the
four
business
lines
it
lands
down,
including
retail
leasing
and
versus
projections.
Next
slide,
please.
R
I'm
not
going
to
expect
you
to
read
the
table
that
table
does
show
up
in
the
annual
report
the
table
on
the
left
hand
side
here
in
the
report.
It
refers
to
this
table
by
saying
the
table
below
or
beside
in
this
case,
details
the
revenues,
expenses
and
net
operating
income
and
loss
for
each
of
the
components
of
the
closed
Financial
system.
R
Well,
what
it
actually
shows,
of
course,
are
the
operating
that
is
the
operating
income
for
each
business
line,
and
you
can
take
the
revenue
minus
expenses
to
get
that
net
operating
income,
but
I
believe
in
as
Mark
gaudia
said,
it's
not
the
same
as
net
income,
it's
not
the
same
as
net
profitability,
which
is
only
shown
on
a
Consolidated
basis,
and
it's
not
broken
out
by
business
line
and
I
guess.
My
basic
question
is:
why
is
that?
Why
are
you
still
you
and
and
and
therefore
us,
the
public?
R
It's
impossible
to
know
the
true
bottom
line
of
retail
leasing
or
the
other
three
business
lines
from
this
table
or
from
this
report
now,
we've
heard
today
for
the
first
time
that
retail
is
a
star
I've
heard
I
should
say.
I've
heard
it
referred
to
before,
as
retail
has
been,
has
been
doing
great.
But
we've
heard
today
for
the
first
time
that
it
is
a
it
is
a
star
and
it's
clearing
five
million
dollars
as
a
bottom
line
to
the
bottom
line
figure.
R
As
I
understand,
it
actually
proposes
extending
that
to
2106..
Next
slide,
please,
so
why
is
this
important
again
is
because
we
are
going
to
make
we're
poised
to
make
a
very
large
bet
on
the
future
of
retail
five
million
dollars
a
year
over
40
years
is
200
million
dollars,
whereas
Lansdowne
2.0
suggests
that
we
will
need
upwards
of
869
million
dollars
into
the
waterfall,
that's
more
than
a
quadrupling
of
results.
Today,
if
we
understand,
if
I've
understand
Mark
Gowdy
correctly,
how
are
we
going
to
get
there?
R
R
Yeah
I
mean
I
guess
my
basic
point
is
that
I
think
as
a
council
and
as
a
public,
we
have
to
insist
that
information
is
provided
on
a
transparent
and
timely
basis
and
so
we're
not
being
rushed
into
making
ill-informed
decisions
for
such
a
massive
project.
If
we
start
if
we
begin
to
get
this
information
in
drips
and
drabs
and
all
of
the
like
the
last
week
or
so
before,
this
goes
to
council
will
be
doing
a
huge
disservice
to
this
type
of
decision
and
it
and
I
don't
think
it
serves
the
public
interest.
L
R
Yeah,
that's
a
good
question
and
I'm.
That's
a
good
question
that
should
be
asked.
The
the
other
nights
at
the
public
information
session
that
the
city
held
I,
think
I,
heard
I
heard
for
the
first
time,
and
we
were
having
discussion
about
the
importance
of
proceeds
from
the
waterfall
and
I.
Think
I
heard
for
the
first
time
that
we
didn't
actually
need
any
of
that
money.
R
The
fact
that
we
went
from
projections
out
of
the
gate
when
Lansdowne
was
first
redeveloped
for
for
money
to
come
through
the
waterfall
and
to
be
and
to
make
payments
to
the
city
which
were
very
quickly
revised
to
zero,
that
that
didn't
make
any
difference
that
the
city
was
was
actually
whole
and
I.
That
was
a
bit
of
a
head
scratcher.
R
You
have
to
assume
that
we've
taken
to
a
very
large
degree
the
taxes,
the
property
taxes
from
all
of
those
units
and
plowed
those
into
the
debt
servicing
and
I
guess
you
know
my
question
and
I
said
it
the
other
night.
It's
a
very
debatable
idea
that
we
can
simply
take
90
percent
and
I,
don't
know
if
it
was
90,
because
again
we
haven't
seen
the
numbers.
R
It's
a
very
debatable
idea
that
you
can
take
a
very
high
percentage
of
property
taxes,
apply
them
directly
to
servicing
the
debt
on
this
project
or
any
other
for
that
matter
and
rely
on,
say,
10
of
property
taxes
to
to
provide
Municipal
services
to
new
residents.
That,
to
me,
just
doesn't
make
sense,
and
that
was
a
question
we
had
for
staff
the
other
night.
Where
is
the
analysis
to
support
that?
R
How
do
we
know
that
we
can
pay
for
municipal
services
with
with
only
10
percent
of
property
taxes
left
over
and
there
was
there
was
no
answer.
There
was
an
assumption
that
it's
more
efficient
to
provide
those
services
in
the
core
I.
Don't
think
that's
good
enough,
you
know
and
I
don't
think.
Council
should
be
satisfied
with
that.
As
a
as
an
answer
as
well.
I
think
we
need
we.
This
is
a
huge
project.
We
need
better
answers
than
that.
Okay,.
L
I
hope
that
answers
the
question.
To
sum
up,
I
think
it
does
just
to
sum
up,
so
it
instead
of
mayor.
Instead
of
calling
this
an
investment,
we
are
saying
that
a
percentage,
a
high
percentage
of
the
property
taxes
generated
by
new
units
in
and
around
the
site,
would
would
create
a
revenue
neutral
approach
when
those
taxes
would
normally
go
to
city-wide
Services,
as
they
do
for
all
other
homes
that
are
created
in
the
city.
Is
that
correct.
R
A
A
S
Morning,
although
I
have
wide-ranging
thoughts
about
the
past
and
future
of
Lansdowne,
Park
I
wish
to
limit
my
comment
to
the
documentation
before
you.
I
was
pleased
that
reports
from
the
partnership
of
the
city
and
Ottawa
sports
and
entertainment
group
have
been
presented.
Apparently,
there
was
no
rush
in
coming
forward
with
the
reports
the
respective
meetings
were
held
in
mid-January,
and
here
we
are
in
early
May
having
first
look
at
the
financials.
S
This
is
somewhat
surprising
because
the
partnership
was
described
as
not
being
sustainable
last
year
and
that
assertion
is
repeated
on
page
27
of
the
staff
report
before
you.
There
are
problems
and
the
financial
results
have
not
been
what
had
been
hoped,
but
there
seems
to
be
no
pressure
for
quick
action
by
Council.
S
S
There
was
discussion
about
rent
paid
by
Merchants
to
the
retail
component
of
the
partnership,
and
there
was
much
detail
about
rent
received
by
the
city
for
events
held
in
the
Aberdeen
Pavilion
and
the
Horticulture
building.
My
surprise
was
that
the
city
assets
seem
to
have
been
provided,
notably
to
the
stadium
and
Event
Center
element
of
the
partnership
without
generating
rental
payments
to
the
city.
S
S
I
find
it
difficult
to
reconcile
the
emission
of
figures
for
interest
expenses
with
the
notation
that
delegated
authority
to
the
city
manager
was
exercised
to
approve
mortgages
taken
out
by
the
retail
component
of
the
partnership.
If
there
are
mortgages,
I
would
have
thought
there
would
be
interest
payments
somewhere
in
the
table.
Maybe
I've
missed
the
point.
Perhaps
the
table
showing
the
breakdown
among
components
of
the
partnership
is
incomplete
and
represents
only
part
of
the
picture
with
respect
to
those
mortgages.
S
S
I
know
that
this
meeting
is
to
receive
financial
reports
not
to
address
various
possible
modifications
of
the
partnership
for
the
future.
That
discussion
on
the
future
will
presume
will
be
the
subject
of
a
subsequent
meeting,
but
in
receiving
the
documents
before
you
now.
The
question
is
whether
these
documents
are
adequate
as
the
basis
for
discussion
about
the
future.
S
The
staff
report
makes
direct
reference
to
expectations
about
the
future
for
Lansdowne.
Updated
expectations
are
for
a
decrease
of
318.7
million
dollars
in
the
funds
available
in
the
waterfall
for
distribution
to
Partners.
Moreover,
the
city
is
not
expected
to
receive
any
distribution
over
the
40-year
term
of
the
partnership.
As
this
is
stated
on
page
six
of
the
staff
report,
it
is
unclear
to
me
whether
this
is
the
current
state
of
affairs,
or
it
refers
to
some
modified
arrangement
to
be
agreed
upon.
S
A
T
H
T
I
was
listening
to
the
presentation.
I
would
like
that
when
you're
talking
about
the
development
of
the
Lansdowne
land,
there
will
be
a
lot
of
open
space
with
showers
available
during
the
pandemic.
I
was
wondering:
are
there
any
type
of
discussions
to
install
homeless
people
in
the
Lansdowne
area?
During
the
pandemic?
It's
just
Horticulture.
The
articulture
building
was
used
for
vaccination
clinics.
H
T
T
H
I
Yeah
I,
don't
believe
it
was
we've
we've
done
that
in
the
past,
with
with
the
ice
storm
and
that
invited
people
in
we,
we
provided
the
site
to
to
a
local
resident.
Doctor
Who
was
was
doing
vaccinations
on
our
site
and
gave
her
all
of
the
the
help
that
she
needed
with
that.
But,
as
my
understanding,
we
weren't
never
asked
to
be
an
emergency
site.
O
E
To
wrap
my
head
around
what
the
requirements
are
for
reporting
financial
statements,
what
does
the
city
expect
mandate
oseg
to
report?
There
have
been
criticisms
today
from
our
delegates
about
not
adhering
to
commitments
made
when
this
partnership
began
about
a
decade
ago
and
I
wasn't
here
so
I'm
seeking
Clarity
on
whether
statements
were
made
and
they're
not
being
delivered.
Whether
this
is
a
summarized
or
watered-down
version,
I'm
trying
to
see
clarification
on
this
matter.
U
I,
concur:
we
receive
those
financial
statements
and
they
have
to
be
received
within
a
period
of
time
and
if
they're
now
we
actually
document
that
as
part
of
the
unit
borders
meetings,
they're
reviewed
in
detail.
As
per
the
auditor
General's
report,
we've
gone
to
much
more
detail
this
year,
we
look
at
their
budget,
their
variances
at
the
cost
element
level,
and
so
we've
gone
through
much
more
rigor
than
in
the
past,
but
we
receive
all
the
information
per
the
agreement
so.
D
E
Okay,
thank
you.
I
want
to
touch
upon
briefly
retail
strategy.
Mr
Gowdy,
you
talked
about,
in
your
words
the
success
of
retail.
To
date,
can
you
just
at
a
high
level?
What
is
the
retail
strategy?
Are
you
trying
to
fill
every
spot
with
any
type
of
retailer
that
will
pay
the
rent?
Are
you
specifically
looking
for
businesses
that
will
complement
the
sports
and
the
entertainment
venues
that
you're
hosting
there?
You.
I
Know
and
I
think
ideally
counselor.
We
talked
about
experiential
and
destination
based
and
those
are
the
ones
that
work
best
at
Lansdowne
and
we,
you
know,
we've
we've
seen
some
of
that.
You
know
through
through
trial
and
error
and
I
think
that's
you
know.
We've
got
leases
in
there
that
run
five,
seven
ten
twenty
years,
so
that'll
tread
kind
of
over
time,
but
I
think
that's.
J
E
My
last
question
mayor
is
whether
oseg
has
done
any
market
research
on
what
is
drawing
people
to
Lanza.
If
you
exclude
people
who
attend
sporting
events
or
some
of
the
other
events
that
are
scheduled
on
site
and
they're,
just
showing
up
on
a
regular
Tuesday
night
I
think
it's
very
important
to
understand
what
the
draw
is
for
that
customer
or
visitor,
as
opposed
to
them
going
to
the
market
or
Chinatown
or
other
neighborhoods
that
have
restaurants
and
other
comparable
options.
Are
you?
I
Yeah
and
I
don't
know
that
you
can
exclude
the
the
event-based
stuff
right,
because
we
know
that
you
know
lansdowne's
eclectic
and
it
appeals
to
a
whole
bunch
of
different
things.
We
know
through
the
market
research
that
we
we
did,
that
if
you
came
to
Lansdowne
once
in
a
year,
you're
probably
going
to
come
back
six
times
and
that's
not
just
to
you
know,
Sports
necessarily.
I
It's
due
to
everything
you
know
I
know,
there's
there's
some
challenges
in
the
downtown
core
of
Ottawa
right
now,
and
you
know,
we've
we've
benefited
from
that
that
you
know
parents
see
Lansdowne
as
a
safe
site,
for
you
know,
kids
or
young
adults
to
be
going
to
and
and
going
the
restaurants
and
and
The
Nightlife
and
and
doing
other
things
there
as
well.
So
you
know
I
think
counselor.
It's
it's
eclectic.
We've.
We
appealed
to
a
whole
bunch
of
things.
V
Thank
you
mayor.
The
the
number
that
stood
out
for
me
was
just
in
the
updated
pro
forma
and
the
projections
on
the
total
waterfall
distributions.
So
a
year
ago,
I
think
it
was
May.
The
total
waterfall
distributions
over
40
years
was
projected
at
544
million
and
now
they're
at
326
million
and
I.
Think
it's
clear
from
the
chart
on
page
30.
That's
a
change
in
the
return
on
osig
Equity.
It
was
estimated
at
454
Million
last
year.
Now
it's
236
million.
I
Yeah
and
I
think
when
we
were
here
last
week,
we
talked
about
that.
The
fact
that
you
know
going
into
this
partnership.
The
Assumption
was
that
these
facilities
were
going
to
last
through
the
life
of
the
partnership,
and
we
really
you
know
we
we
with
The
Proposal,
we
had
for
Lansdowne
2.0.
We
you
know,
that's
where
it
came
from
the
fact
that
these
facilities
are
not
going
to
last,
but
it
was
never
really
factored
into
the
number.
So
last
time
we
were
here,
we
said
we're
going
to
go
back
now
and
try
and
capture.
I
I
They
love
our
staff
and
they
know
that
we're
going
to
be
able
to
provide
world-class
hospitality
and
you
know
make
their
event
successful.
They
don't
love
the
building
right,
as
Charming
as
it
is.
They've
got
problems
with
the
building
from
you
know
the
fact
that
it
leaks
everywhere
to
to
the
the
the
there
is
no
media
facilities.
There
is
no
adequate
spaces
for
their
their
athletes,
so
you
know,
as
we
did
our
debrief
with
curling
Canada.
Their
plea
to
us
was
we
love
coming
here.
I
We
need
better
facilities
so
that
we
can
keep
coming
here
and
I.
Think
you
know
apply
that
to
to
all
of
the
different
things
that
that
happen
in
our
in
our
Arena
and
in
our
Stadium.
Those
will
continue
to
a
trade
away,
so
I
think
counselor.
That's
the
the
big
thing
we're
going
to
lose
shows
where
we
just
we
talked
about
we'll,
do
160
events
this
year.
You
know
that
number
is
going
to
be
declining
over
time
and
that's
what
we
factored
into
those
projections.
I
We've
also
factored
into
the
fact
that
you
know
covid
and
red
blacks
malaise
has
kind
of
pushed
us
back
in
terms
of
our
path
to
profitability.
The
fact
that
it
is
a
you
know
a
long-term
projection
to
2054..
If
you
change
anything
kind
of
now
and
run
it
out,
it
results
in
a
abnormally
large
number
at
the
end.
So
you
know
I
think
that's,
that's
in
a
nutshell,
kind
of
what
we
did
is
we.
I
V
W
V
V
I
I
J
I
think
counselor,
what
what
what
that
does?
Is
it
and
I
I
apologize,
Mr
Mayor?
It's
not
we're
not
supposed
to
be
talking
about
2.0,
but
but
obviously,
as
many
people
have
pointed
out,
the
underlying
case
is
what
leads
to
2.0.
This
demonstrates
even
to
a
greater
extent
why
the
current
status
quo
cannot
continue.
It
just
won't
won't
from
our
perspective,
so
we
need
two
point
as
much
as
we
made
the
case
for
2.0
last
year
when
we
had
extensive
consultations
and
we
brought
forward
a
plan.
J
Now
the
the
plan
has
greater
urgency
because
of
the
significant
losses
that
we've
suffered
through
covet.
We
just
to
reiterate
one
of
the
points
that
Mark
made
it's
it's
changes
at
the
beginning
when
you
take
it
out
over
40
years
are
huge,
so
the
losses
that
we
suffered
were
much
greater
in
the
past
two
years
than
we
had
anticipated
even
this
past
year.
Things
did
not
I
mean
yes,
we're
we're
here
and
we're
in
we're
in
person,
and
most
of
us
aren't
wearing
masks
and
stuff.
J
But
there
still
is
a
lingering
concern
about
people
coming
to
mass
events.
That's
slowly
disappearing,
but
it's
not!
It
didn't
disappear
in
a
year
that
was
so.
Our
results
were
significantly
higher
losses
in
the
last
two
years
than
we
had
anticipated
and
when
you
take
that
out
to
try
to
recover
it,
that's
what
makes
the
status
quo
much
worse
than
it
was
even
that
we
had
projected
a
year
ago.
But
but
what
you're
reading
is
you're
correct?
It
is
what
happens
under
Lansdowne
1.0
if
we
make
no
changes
and.
V
X
X
Obviously,
you've
had
yet
to
have
a
Chung,
Chun
rice
dog,
followed
by
a
dessert
at
the
world
of
dessert
Lounge,
but
I
can
guarantee
you
that,
after
eating
at
those
two
places,
you'll
be
glad
there's
a
winners
there,
because
that's
the
only
place
you'd
want
to
get
a
bathing
suit,
but
just
in
in
terms
of
the
the
retail
strategy.
What
I?
What
I'm?
X
X
Are
they
tracked
by
purchases
at
vendors,
because
I
I
heard
another
question
about
not
being
able
to
track
people
at
Lansdowne
and
then
my
second
question
is
I
just
had
a
question
with
respect
to
how
that
the
Ottawa
government's
Market
relationship
worked
because
Dan
you
provided
the
update
on
the
farmer's
market,
whereas
I
heard
Mark
provide
the
update
on
the
Christmas
Market.
So
I
was
just
wondering.
Is
that
a
sole
source
with
Ottawa
Farmers
Market?
X
Is
it
the
same
for
both
the
Christmas
Market
and
the
regular
farmers
market
and
I
know
that
you
mentioned
a
five-year
license
occupation,
so
I
I
just
wondered
if
you
could
just
explain
a
little
bit
how
that
worked
and
and
the
fee
structure
and
that
how
it
works
with
the
waterfall
just
quickly
high
level
I
can
dig
into
it
after,
but
I
was
just
interested.
Thank
you.
H
Where
we
have
I
mentioned
in
my
presentation,
we
had
a
initially
a
five-year
agreement
with
the
farmers
market,
which
was
renewed
during
over
the
last
two
years
as
part
of
our
ongoing
relationship
with
them,
and
with
that
they
provide
a
an
outdoor
summer,
Market,
which
generally
runs
from
as
soon
as
it's
nice
enough
out
in
the
spring.
Until
late
fall,
they
then
offer
a
Christmas
Market
of
their
own,
which
was
traditionally
as
being
inside.
H
Aberdeen
did
move
out
a
little
bit
during
pandemic
as
well,
and
then
they
also
offer
a
Winter
Market,
which
gets
into
January
February
March,
where
they're
in
Aberdeen
and
and
sell
their
their
goods
there
layered.
On
top
of
that,
in
more
recent
years,
osegg
has
coordinated
the
Christmas
right,
Christmas
Market,
which
Mark
can
speak
to,
because
it
is
something
we
work
together
on,
but
it's
something
that's
led
by
osaga.
Let
Mark
speak
to
that.
I
Yeah
and
I
think
Dan
touched
upon
it.
The
city
has
a
direct
relationship
on
the
farmers
market
where
the
Christmas
Market
came
from
is,
if
you
remember
back
what
four
years
ago,
we
brought
a
60-foot
Christmas
tree
and
lit
it
up
in,
like
3
000
people
came
to
the
lighting
of
the
Christmas
tree,
which
told
us
that
there
was
kind
of
a
need
for
some
winter
programming
at
in
the
city
in
at
Lansdowne.
So
we
started
the
Christmas
Market
went.
Did
some
research
around?
I
You
know
what
was
happening
in
other
places
on
the
world?
How
that
differs
from
the
farmer's
market?
Is
we
go
and
rent
the
space
off
of
Dan,
so
we
rent
the
the
Aberdeen
Square
and
we
we
run
it
our
ourselves
with
tons
of
help
from
the
city,
but
it's
it's
kind
of
our
Christmas
Market
in
space
that
we
rent
from
the
city.
X
H
Know
it
is
a
separate
entity
that
that
contracts
with
the
city
that
Landsdowne,
but
as
well
at
other
locations,
other
parked
locations
the
Byron
linear
park,
for
example.
There
are
other
examples
across
the
city
where
we
on
a
fee
for
service
basis,
we
rent
them
the
space
and
they
occupy
the
space.
The
Ottawa
Farmers
Market
was
part
of
the
initial
Lansdowne
1.0
negotiations
and
contributed
some
money
to
the
fit
up
of
Aberdeen
Square
to
to
host
their
market,
so
they're
they're
more
than
just
the
tenant.
L
Thanks
very
much
mayor
and
thanks
for
the
presentation
today
appreciate
the
annual
reports
and
obviously
we
all
work
very
closely
together,
see
everyone,
often
here
at
Community
meetings
or
game
days
or
Christmas,
Market
and
I.
Just
want
to
thank
you
for
for
the
work.
I
know
also
just
want
to
recognize
the
city
parks
and
rec
department.
They
do
a
really
great
job
of
managing
the
the
public
side
of
lands
down
and
and
obviously
very
Innovative
program
as
late.
That's
that's
come
online
and
I.
L
Think
one
of
the
delegations
was
right
was
that
we
should
really
promote
ourselves
a
bit
more
because
I
think
we
do
a
fantastic
job
things
like
those
those
roller
skating
and
skateboarders
free
skateboarding
events
for
young.
You
know
for
youth,
the
amazing
Farmers
Market,
the
use
of
the
Green
Space,
including
city
Folk,
that
that
side
of
Lansdown
is
really
flourished,
so
I,
just
a
big
congratulations
to
Dan
to
Linda
Natalie
the
whole
team
there,
and
thanks
for
all
your
efforts
in
making
this
site
work
very,
very
well.
L
I
do
want
to
dig
into
to
the
annual
report
and
touch
on
some
of
what
the
delegations
were
were
mentioning
and
most
of
my
questions
mirror
for
the
AG,
but
I'll
have
others
for
other
staff,
but
on
to
our
auditor
general,
there
were
two
major
audits
done
and
I
can't
see
you
excuse,
maybe
I
don't
know.
I'll
try
to
move,
because
the
there
was
two
major
audits
done
on
Lansdowne
in
27,
2017
and
2020.
L
Y
Mr
Mayor.
Thank
you
very
much
for
your
question.
Counselor
I
can
say
that
out
of
I
believe
11
recommendations.
Management
is
a
testing
that
nine
are
completed
and
we
are
currently
in
the
midst
of
reviewing.
Is
that
the
moment
so,
unfortunately,
I
can't
give
you
much
more
detail
than
that,
but
they
are
on
our
radar
appreciate.
L
That
and
obviously
those
are
pretty
compelling
Audits
and
some
some
major
changes
recommended
there,
so
obviously
something
to
get
to
get
moving
on
for
those
other
couple
that
are
remain
outstanding.
Those
are
big
ones
when,
when
is
the
next
audit
of
Lansdowne
Park
set
to
take
place,
whether
it's
a
large
audit
or
a
Sprint
audit,
when
is
that
set
to
take
place.
Y
Thank
you
counselor.
As
you
may
recall,
back
in
the
fall,
there
was
a
motion
that
came
to
city
council
asking
whether
or
not
my
office
would
consider
reviewing
the
Lansdowne,
2.0
and
I
I
agreed
to
take
that
on.
So
it
is
something
that
is
currently
on
our
radar.
We
are
currently
working
on
our
end,
just
from
an
overall
Auto
plan
perspective
and
will
likely
be
having
a
request
for
proposal
for
some
of
our
Consultants
to
assist
us
in
conducting
that
work.
So
I
guess
high
level.
Y
What
our
plan
is
is
to
do
something
very
similar
to
what
we've
done
with
the
zero
emissions
buses
so
to
apply
what
we
refer
to
as
an
agile
audit
approach.
Where
we'll
be
continuously
reviewing
the
risks
of
the
project
and
determining
what
areas
we
would
be
able
to
add
the
most
amount
of
value
and
to
bring
that
information
back
to
committee
and
Council.
Okay,.
Y
Well,
I
would
love
to
be
able
to
answer
that
question,
as
the
two
audits
were
done
prior
to
my
arrival.
Obviously
the
level
of
detail
that
my
staff
would
have
gone
through
at
that
time.
I
don't
have
at
my
dispose
right
now,
but
it
is
definitely
something
that
I
can
go
back
to.
Obviously,
the
last
audit
that
we
conducted
on
the
waterfall,
a
very
complex
agreement
and
and
and
Financial
distributions.
There
were
many
recommendations
with
regards
to
cities,
monitoring
and
review
and
really
diving
and
questioning
on
those
particular
items.
Y
So
obviously
there
was
a
lot
with
regards
to
the
overall
financial
statements
and
the
way
the
funds
flowed
back
to
the
city.
If
there
is
something
of
particular
concern,
the
council
would
like
us
to
consider
taking
a
look
at
obviously
I'm
open
from
that
perspective
and
that
would
likely
obviously
have
an
impact
on
the
continuous
continuation
of
our
work.
Once
we
commence
on
the
2.0
okay.
L
Now
that's
very,
very
much
appreciated
I'm
interested
in
in
the
report.
It
talks
about
I
guess
some
concern
that
that
osak
had
about
the
volume
of
information
being
required
by
the
utter
General's
office
in
connection
with
the
2020
Lansdowne,
accounting
and
waterfall
audit
and
staff
acknowledge
that
liquidity
and
risk
exposure
are
monitored
by
lmlp
Auditors
annually
and
reflect
in
the
notes
that
they're
going
to
speak
with
the
auditor
General's
office.
About
that
again.
There
is
a
lot
of
information
being
requested
at
the
time,
but
I
just
I
just
to
City
staff.
L
L
In
the
minutes
of
the
Lansdowne
master,
limited
partnership,
annual
unit
holder
meeting
of
October
2021,
it
states
that
it
was
a
question.
The
volume
of
information
required
by
the
ages
office
in
connection
with
the
2020
Lansdowne
waterfall
and
staff
acknowledge
that
liquidity
and
risk
exposure
are
monitored
by
lmle
Auditors
annually
and
reflected
in
the
notes
that
the
auditor
General's
office
will
be
advised
and
I
guess.
The
question
is
we
have
an
independent
otter
for
a
reason.
U
So
since
that
mean
it
was,
it
was
brought
up
in
a
unit
holders
meeting
that,
with
the
the
requirements
were
much
more
onerous
than
what
is
required
in
the
agreement
between
the
city
and
osegg.
But
we
have
since
then
worked
out
what
level
of
detail
we
do
need,
so
we
are
getting
so
we
didn't
have
to
advise
the
auditor
general.
We
did
work
out
a
process
where
they
are
giving
us
liquidity
information.
Okay,.
L
F
Not
having
been
involved
at
the
time,
I
I,
don't
know
the
answer
off
the
top
of
my
head,
but
it's
certainly
not
uncommon
for
whether
it
be
a
corporation
or
a
partnership
or
anything
to
be
registered
in
another
jurisdiction
simply
by
virtue
of
the
the
rules
that
govern
corporations
of
the
of
the
day.
It's
why
you
see,
for
example,
in
this
state,
so
many
are
registered
in
Delaware.
L
L
U
L
I
Don't
know
that
I
can
answer
that
counselor.
What
happens
with
Partnerships
is
the
the
we
prepare
statements
of
t5030s,
which
is
basically
we're
just
a
flow
through.
So
if
there's,
if
there's
distributions
or
if
there's
losses,
the
the
Partners
in
the
partnership
get
these
t5013s,
which
is
just
us
flowing
through
and
Reporting
those
those
losses
so
that
the
taxation
happens
at
an
individual
partner
level,
not
through
the
partnership
or
not
through
osig.
I
L
Yep,
those
I
think
that's
helpful,
I
think
helpful
to
get
just
more
information
on
where
the
city
goes
with
this,
because
obviously
we
entered
into
a
public-private
partnership
here,
mayor
and
I-
know
probably
hadn't
at
the
end
of
my
time
here,
but
in
that
original
audit
in
2017
it
spoke
about
the
private
sector,
participant
assuming
the
responsibility
for
financing
part
of
all
of
the
project
and
that
the
city
seeks
to
transfer
those
those
risks.
I
think
in
this
case
there
has
been
risks.
It's
been
it's
been
transferred
in
some
ways.
L
We've
also
felt
the
risks
by
not
receiving
back
the
funding
that
we
said
we
were
going
to
receive
when
the
deal
was
originally
conceived,
and
so,
in
this
case
I,
don't
think
it's
the
city's
responsibility
to
necessarily
reduce
those
risks
for
that
partner.
It
is
our
responsibility
to
make
sure
we
are
made
whole
that
our
risks
are
managed
as
a
city
and
I
think.
L
That's
where
there's
a
difference
between
say,
there's
no
Capital
injections
beyond
the
life
cycle,
Fund
in
the
waterfall,
but
a
major
difference
in
terms
of
how
this
was
funded
and
the
risks
that
were
initially
expected
to
take
on
that.
That
is
what
the
question
will
be:
I
think
for
for
the
future
and
how
we
make
this
site
work.
I
I
have
just
one
more
a
couple:
a
couple
more
questions,
one
on
Transportation
mayor
because.
A
L
I
need
to
come
back
on.
You
can
put
me
back
on,
but
just
on
the
Transportation
Atlanta
fully
agrees
with
this
too,
that
that
the
would
you
agree
that
you
know
we
really
need
to
focus
on
changing
the
transportation
makeup
of
the
way
people
are
getting
to
and
from
Lansdowne
that
you
know
we
we're
seeing
concerns
with
with
that
on
Bank
Street
on
the
QED
and
I.
L
Think,
from
my
perspective,
on
the
pass-through
of
the
site,
obviously
we're
getting
so
many
emails
on
the
pass-through,
and
it's
not
usually
from
my
words,
usually
from
Suburban
words:
people
go
to
Lansdowne,
enjoy
a
meal
on
the
patio
and
there's
there's
cars
passing
by
them
in
that
Northern
section
all
the
time
and
I'm
getting
emails
and
I'm,
usually
referring
it
to
other
counselors
to
say
yeah.
This
is
this
is
an
award,
but
there's
concerns
there.
So
just
on
the
transportation
side
like
what's
the
fix
there,
what
is
the
city
planning?
I
Yeah
counselor
we've
talked
about
this
numerous
times.
Transportation
is
a
is
a
challenge
right:
it's
not
challenged
for
lansdowns
challenge
for
the
inner
core
right,
I
think,
specifically
to
this
partnership
and
around
the
red
blacks.
It's
been
one
of
the
successes
of
the
partnership
and
the
modal
shares
that
were
quite
aggressively
set
kind
of
before
back
in
2012
we've
been
able
to
to
exceed,
though
so
we've
got
more
people
taking
public
transit
and
OC
transport
than
you
know
was
expected,
and
they
were
quite
aggressive
back
at
the
time.
I
People
that
hadn't
been
on
a
bus
in
20
30
years
are
going
taking
the
bus
to
Redbox
games
the
transportation
networks
for
red
locks,
games
Works
quite
well
because
we
put
extra
buses
out
on
our
periphery
400
series
buses
and
they
kind
of
come
right
and
drop
people
off
at
the
front
door.
Lots
of
shuttle
Lots
middle
of
the
summer,
lots
of
easier,
active,
Transportation
ways
to
get
to
Red
Blacks
game
so
that
that
works
really
well.
I
I
I
We're
on
street
parking
is
not
available
where
it's
not
as
convenient
for
people
to
you
know,
dig
up
two
kids
in
snow
suits
and
stand
in
Orleans
waiting
for
bus
to
take
you
to
another
bus
to
take
you
to
a
67s
game,
so
I
wish
I
could
give
you
one
Hocus
Pocus
magic
answer,
but
there
is.
There
is
none
yeah.
L
That's
really
important
for
the
future,
and
this
last
question
mayor
is:
what's
been
the
city's
experience,
Osage
experience
with
with
families
enjoying
themselves
and
that
current
berm,
it
always
seems
so
well
utilized
there
and
it
gets
people
into
the
site.
They
utilize
the
public
facilities.
They
might
stay
for
a
hot
dog.
So
what
has
been
the
experience
there
with
that
that
current
firm.
I
Yeah
kind
of
two
answers
on
that
one
I
think
the
the
the
public
space
is
underutilized,
I,
think,
there's
more
and
I
think
it's
acknowledged,
and
we
will
address
that.
Not
we,
but
the
city
will
address
that
in
Lansdowne
2.0
in
terms
of
some
of
the
amenities
right
that
make
it
more
conducive
for
people
to
spend
time
in
that
in
that
Park.
I
If
you
remember
back
in
the
early
days,
we
had
a
canopy
set
up
along
the
fence
so
that
people
couldn't
cheat
and
watch
football
games
and
soccer
games
for
free,
and
we
decided
it
was
kind
of
a
cool
thing
to
have
people
sitting
on
lawn
chairs
and
and
watching
kind
of
events
that
happen
in
the
stadium.
So
we
didn't
name
it,
but
it
got
called
Cheapskate
hill.
I
We
took
the
the
cladding
off
of
the
fence
and
we
you
know
we
we
let
people
it's
kind
of
if
you're,
watching
a
game
on
TV
from
Ottawa,
there's,
always
a
shot
of
Cheapskate
hill
and
people
sitting
with
their
picnic
basket
and
their
blankets
watching
a
game.
So
it's
kind
of
become
a
little
bit
iconic
kind
of
if
you're
from
Ottawa.
I
Z
Thank
you,
Mr
Mayor
So,
based
on
the
financial
projections
in
this
report
and
notwithstanding
coved,
which
obviously
had
a
huge
impact
on
2020
and
20
to
2022
and
it
you
know,
no
one
could
have
predicted
that
and
I
don't
want
to
minimize
that
tremendous
impact,
but
we
are
rebounding
but
I'm
curious.
You
know
hindsight's
2020.
I
Yeah-
and
this
goes,
this
predates
me
and
Roger
can
probably
talk
to
that
as
as
well
so
I
came
to
the
party
2013
after
Lansdowne
was
already
kind
of
been
processed
and
under
construction,
I
think
from
from
two
perspectives,
the
the
projections
were
were
aggressive
and
and
optimistic,
one
that
these
facilities
were
going
to
last
another
40
years
right
with
proper
maintenance.
You
know
we
think
they
can.
They
can
last
they
just.
It
was
a
bad
assumption
at
the
time
and
we've
kind
of
we're
proving
that
out
now
and
I.
I
Think
in
the
optimism
to
you
know
rejuvenate
that
area
of
lands
down
and
to
get
back
to.
You
know
what
it
was
when
I
grew
up
when
Roger
grew
up,
I
think
there
was
a
an
optimism
that
you
know
you
were
going
to
open
lands
down
and
everything
was
going
to
make
money
right
from
the
start
and
that's
just
sports
facilities.
Management
is
very,
very
difficult,
fickle
business
and
I
think
you
know,
particularly
the
startup
that
we're
still
working
are
kind
of
way
out
of
early
still
in
our
partnership.
You
know
those
proved
to
be.
J
Yeah
I'll
just
add
a
couple
more
things:
I
think
that
we
completely
misestimated
or
under
misunderstood
the
extent
of
the
damage
that
the
Civic
Center
was
in
when
we
took
it
over
I
think
you
may
recall:
you'll
see
references
to
a
25
million
dollar
loan
at
the
city
guaranteed
as
a
way
of
resolving
a
dispute
that
we
had
at
the
time.
We
had
no
idea
that
the
roof
of
the
of
the
Civic
Center
was
a
death
trap
rating
waiting,
and
so
we
ended
up
spending
25
million
dollars
of
our
money.
J
J
At
the
same
time
that
we
did
the
South
Side
stands,
we
we
we
did
not,
and
this
was
a
collective
responsibility
between
ourselves
and
the
city
in
terms
of
the
physical
due
diligence
that
was
done
on
the
on
the
on
the
Civic
Center.
We
completely
misunderstood
that
and
we
completely
misunderstood
the
demand
for
technology
in
particular,
so
the
Wi-Fi
desires
from
people
and
and
the
capacity
that
was
spent
on
that
we
ended
up
spending
a
lot
more
than
we
had
anticipated.
J
But,
as
Mark
said,
we
had
anticipated
that
there'd
be
a
lot
more
flow
into
lands
down
from
the
surrounding
area
during
the
week.
We
knew
that
on
event
days
we
would
have
a
very
busy
site
and
that's
proven
to
be
the
case,
but
we
completely
misunderstood
or
mis.
We
thought
there'd
be
more
people
coming
in
just
walking
in
from
the
Glebe
area
and
that
the
on-site
capacity
of
280
new
residences
would
be
sufficient
to
keep.
You
know
the
retailers
going
full
time.
J
There
clearly
was
not
enough
density
on
site,
and
so
those
are
the
the
two
things
that
are
at
the
core
of
Lansdowne
2.0
are
to
a
demolish
and
replace
city
city
facilities
that
are
functionally
obsolete,
that
are
costing
more
and
more
and
more
just
to
maintain
the
way
they
are
right
now
and
then.
Secondly,
there's
not
enough
on-site
density
to
support
the
retailers
on
non-event
days
and
that's
what's
really
at
the
core
of
Lansdowne
2.0.
Z
Okay,
thank
you.
I
appreciate
the
honesty
in
that
answer,
and
the
reason
I
wanted
to
ask
it
was
I
was
wondering
if
that
was
going
to
be
sort
of
a
Lessons
Learned
moving
forward
and
that
we
would
have
more
conservative
sort
of
projections
for
Lansdowne
2.0.
But
what
I'm
hearing
is
that
without
the
Aging
infrastructure
and
with
adding
significantly
more
housing,
you're
hoping
that
you
won't
need
to
have
that
optimism
that
you'll
you'll
have
rectified
sort
of
those
those
concerns.
Yes,.
J
I
I
think
again
not
to
sound
defensive,
but
when
you're
have
no
experience
in
a
particular
area
and
you're
trying
to
project
out
over
30
years
in
terms
of
revenue
from
sports
activities,
you're
guessing
you're
trying
to
do
as
educated
a
guess
as
you
can.
But
you
don't
have
the
experience
to
deal
with
it,
keep
in
mind
that
the
football
in
Ottawa
had
failed
gone
into
bankruptcy
twice
before,
and
one
of
the
questions
that
we
are
constantly
being
asked
through,
2009
and
2010.
J
Is
why
the
hell
do
you
guys
want
to
bring
football
back
to
Ottawa
like
it's
failed
twice?
Why
isn't
it
going
to
fail
again
so
now,
having
had
the
experience
of
of
operating
Landsdown,
for
you
know
on
an
operating
basis
for
close
to
10
years.
Our
ability
to
understand
and
project
for
the
future
is
better
now
I'm,
mindful
having
said
that
that
I've
recognized
as
councilor
Gower
pointed
out
that
we
had
a
pretty
big
drop
from
last
year
to
this
year
in
terms
of
expectations
in
the
future.
J
But
again,
that's
part
of
the
nature
of
a
40-year
projection.
You
make
one
million
dollar
change
in
the
current
and
you
get
that
to
project
all
the
way
through
through
40
years.
It
makes
a
it
makes
a
a
whopping
difference,
but
we
do
have
a
lot
more
experience
now
with
rental
rates
with
with
with
how
to
operate
buildings
that
give
us
a
much
greater
degree
of
confidence
in
our
ability
to
move
forward
than
we
would
have
in
2012..
Z
Thank
you
and
I:
don't
I
don't
want
to
Wade
too
far
into
2.0
territory,
but
looking
forward
that
we
can
assume
there's
going
to
be
significant
construction
on
the
site
and
I'm
wondering
if
you're
concerned
about
that
impact
to
game
day
experience,
programming,
retail
and
how
that
was
that
accounted
for
in
in
the
financial
projections.
Yeah.
I
So
we're
way
into
2002
Lansdowne
2.0
with
this
answer,
but
that's
why,
when
we
were
back
at
Council
last
year,
it
needs
to
be
in
three
phases:
there's
no
Shazam
get
it
all
done.
The
first
phase
would
be
to
build
the
Event
Center
so
that
we
don't
impact
the
business.
We
can
keep
the
flow
of
business
right,
so
the
Event
Center
would
get
open
so
that
all
of
the
current
Arena
business
can
go
into
the
event
center
phase.
I
Two
would
be
to
take
down
the
current
1967
infrastructure
and
take
two
years
to
build
that
back
up.
Both
the
retail
Podium
and
the
north
side
stands
and
phase.
Three
would
be
the
residential
on
top
of
that
and
that's
designed
because
it's
critical
that
Lansdowne
needs
to
stay
open
and
operational
through
that
four-year
construction
process.
Z
Yeah
I
understand
that,
but
are
you
concerned
that
you
know,
even
even
if
you're
segmenting
the
construction,
that
the
fact
that
there's
going
to
be
construction
on
the
site
will
impact?
You
know
we're
talking
about
cars
driving
by
impacting
patio
experience?
Is
that
a
consideration
in
the
the
financial
projection
I.
I
I
hope
not
counselor
I'm,
not
an
expert
in
that
that
subject,
I
think
these
type
of
things
happen
in
big
cities
all
over
North
America
and
the
world
where
there's
specific
sites
that
are
are
getting
built
and
with
you
know,
with
cladding
and
beautification
and
and
proper
staging
I
think
you
know
everything
can
kind
of
happen.
At
the
same
time,.
Z
Okay,
thank
you
and
lastly,
building
off
of
counselor
brockington's
question:
do
you
have
a
good
idea
of
who
is
visiting
Lansdowne
segmented?
You
know,
local.
You
said
you,
you
had
anticipated
more
local
traffic,
but
you
know
different
areas
of
the
city
like.
Is
it
easier
to
access
lands
down
from
the
south
versus
you
know?
Are
people
from
the
rural
area
coming
in?
I
We
have
the
data
for
our
stuff,
so
the
people
who
come
to
to
our
stuff-
and
we
have
kind
of
metadata
based
on
visitors,
to
Lansdowne,
based
on
parking
and
counts
and
different
metrics.
But
in
terms
of
that
four
million
people
and
a
big
chunk
of
that
four
million
people
is,
is
City
infrastructure,
not
just
what
we
do.
I
don't
have
that
broken
down
in
terms
of
the
different
pieces
of
that.
Z
Okay,
well
I
I
will
close
by
saying
I
I
live
quite
a
distance
from
Lansdowne,
but
I
make
the
trip.
I
was
there
over
the
weekend
and
no
disrespect
to
the
red
blacks,
but
even
when
they
lose
I
have
a
great
time
at
the
game.
It's
more
about
the
the
game
day.
Experience
so
certainly
you
know
I
think
there's
there's
a
lot
to
be
proud
of,
even
even
if
we
have,
you
know,
concerns
that
we
need
to
address.
Thank
you.
Thank.
A
You
thank
you
Vice,
chair
kits,
I,
unfortunately
have
to
step
away
for
another
commitment.
So
I'm
going
to
turn
the
chair
over
to
Vice
chair
kits,
I'm,
sorry
to
miss
the
presentation
coming
up
about
The
Nightlife
strategy,
which
I'm,
which
I've
I've
been
through
already
I'm,
very
excited
about.
So
I
look
forward
to
hearing
how
that
goes,
but
I'll
I'll
hand
it
off
to
councilor
leaper
and,
while
Vice
chair
kits
moves
into
this
chair.
Thank
you.
M
In
the
most
recent
annual
general
meeting
or
annual
unit
holder
meeting
that
you
held,
it
was
noted
that
there
was
a
better
than
expected
performance
on
the
part
of
the
the
retail
component
and
when
I
take
a
look
at
the
numbers,
you
drove
higher
revenues
on
Lower
expenses
from
the
2021.
Oh
sorry,
the
2021-22
season
to
20
21
fiscal
year.
Do
we
as
counselors
get
do
we
get
the
insight
as
to
what
your
expectations
are?
Do
we
have
visibility
as
as
counsel
into
those
numbers?
That's.
I
Probably
a
question
for
for
Isabel
not
for
for
me
right
Isabel,
so
we
we
present
as
part
of
the
reporting
package.
We
present
our
budget
for
the
upcoming
year
to
to
the
city
and
the
the
and
then
we
report
back
against
it
when
we
come
back
around
the
next
year,
so
I
think
really
expectations.
Whether
they're
being
met
is
really
for
a
city
staff.
U
U
It
is
commercially
confidential
information.
We
do
provide
summarized
information,
but
if
there's
additional
information
that
needs
to
be
provided
as
part
of
the
annual
report,
we
would
we
definitely
talk
to
oseg
in
terms
of
providing
that
additional
information.
So,
for
example,
the
auditor
general
said
we
needed
to
provide
much
more
information
in
terms
of
breaking
it
down
by
component,
and
we
did
do
that
this
year.
We've
gotten
some
feedback
that
the
other
was
lumped
up
too
much,
so
we
will
discuss
what
more
we
could
break
that
down
by,
but
actually
providing
the
audited.
M
U
We
can
take
that
away.
We
have
now
provided
budgets
before
well,
we
provided
comparisons
to
previous
year
and
comparisons
to
projected
amounts.
So
the
projections
we
do
provide
now
again
auditor
general
recommendation
that
we
compare
it
to
20
2012
projection.
We
did
include
that
in
this
report
this
year
compared
to
last
year's
projection
and
then
the
revised
projection,
but
I
will
we
can
take
that
away
whether
or
not
we
include
budget
information
and.
M
Then
the
go
forward
pro
forma
with
respect
to
the
expected
contribution
of
each
of
the
business
lines
to
even
Dar
or
whatever
is
that
number?
So
we
have
a.
We
have
an
expected
performance
of
326
million
in
terms
of
total
waterfall
distributions
over
the
course
of
the
next
40
years.
Retail
is
making
up
some
components
of
that.
I
U
So
yeah,
so
we
do
get
all
that
detailed
information
for
sure
how
how
much
of
what
we
report
in
in
what
format?
That's,
what
we'll
have
to
discuss
and
figure
out
how
we
do
that
going
forward.
I
can
assure
you
that,
as
part
of
the
2.0
report,
those
details
will
be
much
much
lower
level
of
detail
than
the
last
report.
The
last
report
was
a
strategy.
We
are
now
doing
Financial
due
diligence
on
all
those
numbers.
M
What
I've
heard
clearly
this
morning
is,
you
know,
public
interest.
Advocates
are
are
very
interested
in
taking
a
look
at
that
more
granular
data,
as
as
we
try
to
confirm
or
or
develop
our
own
understanding
of
the
the
sustainability
of
Landstown
moving
forward
based
on
the
assumptions
that
are
being
made
in
financials,
so
I'm
looking
forward
to
seeing
it
and
I'm
sure
we'll
chat
a
bit
further
about
that
offline.
J
As
a
point
of
fact,
the
the
we
had
to
get
a
an
appraisal
of
the
retail
as
part
of
the
mortgage
financing
that
we
we
transacted
and
the
value
of
the
retail,
has
increased
pretty
substantially
from
the
time
when
it
was
first
built
in
2014.
I
believe
the
number
was
186
million
dollars
was
the
fair
market
value
in
2014
and
it
had
climbed
to
224
million
dollars
as
of
a
few
months
ago.
J
So
I
think
that
that
details
will
will
emerge,
but
at
a
high
level,
I
think
that's
a
pretty
substantial
indication
by
an
external
appraisal,
credit
Appraisal
Source
that
there
has
been
a
significant
increase
in
the
strength
of
the
retail
from
the
time
when
it
was
first
started.
So
hopefully
that
will
give
you
some
sense
of
of
confidence
that
the
retail
is
a
is
a
very
strongly
performing.
In
my
experience,
it
is
as
a
as
a
retail
and
a
general
developer.
It
is
but
yeah
you
don't
have
to
take
my
word
for
it.
J
You
can
take
the
word
of
a
of
an
independent
appraisal,
and
that
was
done
by
you
know
in
in
support
of
financing
institutions.
So
Royal
Bank
of
Canada
is
the
is
a
new
lender
on
the
property
and
they
would
have
gone
through
that
very
carefully
and
they
wouldn't
have
lent
the
money
that
they
did
if
they
didn't
feel
confident
in
the
future
of
the
retail.
C
I
I
I
I
I
guess
you're,
depending
on
your
definition
of
consultant,
we
were
summoned
to
speak
with
the
NCC
on
on
a
Friday
and
we're
told
to
have
an
answer
back
to
them
on
a
Monday
and
I.
Think
the
the
both
our
input
and
the
city's
input
were
were
not
really,
in
my
opinion,
regarded
in.
What's
going
to
be
the
ultimate
decision.
I
We
didn't
and
not
to
to
sing
the
prices
of
the
federal
government,
but
the
programs
that
they
had
in
in
in
in
place
for
covet
both
on
the
the
retail
rent
side
and
on
the
employee
side
work
quite
well.
It
allowed
us
to
keep
a
whole
bunch
of
people
employed
that
we
otherwise
couldn't
have
done
and
I
think
in
terms
of
the
rants
that
work
quite
well
as
well.
I
We've
lost
a
couple
Roger,
but
I
I
think
you
know
they
were
you
know
covet
might
have
been
the
last
straw
for
for
them.
I
think
the
you
know
we
part
of
councilor
leaper.
You
were
talking
about
the
fact
that
we
we
measured,
we
overachieved
in
terms
of
the
the
revenues
on
retail.
We
were
expecting
our
revenues
on
retail
to
go
down
quite
significantly.
I
C
You
know
to
the
NCC
or
to
the
city,
those
that
are
in
control
of
the
of
the
you
know,
Transportation
Network,
to
your
site,
understanding
that
it
is.
It
is
a
difficult
site
to
get
to
you
know
under
current
conditions.
What
advice
would
you
give
the
city
in
the
NCC
for
making
it
easier
for
people
to
be
able
to
access
the
site?
And
perhaps
you
know,
take
part
in
some
of
the.
You
know
incredible
activities
that
you
have
at
Lansdowne.
I
Yeah
counselor
I'd
say
this
I'm
born
and
raised
in
Otto
I've
spent
my
whole
career
in
Ottawa
I
think
we
are
fabulously
lucky
to
be
able
to
have
the
spaces.
The
public
spaces
that
come
from
being
part
of
a
a
capital,
city
and
I
think
the
NCC
is
wonderful.
Stewards
of
that
that
space,
the
the
Tulip,
Festival
and
I
can
see
them
starting
to
Bloom
as
I
drive
to
work
now,
I
mean
that
is
fantastic,
world-class
stuff.
I
The
the
request
that
I
would
have
is
the
same
request
we've
had
for,
for
you
know
our
eight
years
of
working
with
the
NCC.
It's
it's
include
us
in
the
in
the
process,
right
and
I.
Think
if,
if
us,
along
with
the
the
city
of
Ottawa,
you
know-
and
this
is
you
know
like
it
or
not-
this
is
a
major
commuter
Road
in
in
Ottawa
are
able
to
sit
down
with
the
NCC.
I
C
I
really
really
appreciate
your
Insight
on
this
today.
I
I
truly
hope
that
our
federal
partners
are
paying
attention.
It
would
be
really
wonderful.
You
know
for
me
to
be
able
to,
and
and
families
like
mine,
to
be
able
to
enjoy
such
a
gem
in
our
in
our
downtown
with
with
the
entire
family,
because,
right
now
you
know,
given
the
current
conditions,
mid-summer,
it's
it's
just
not
an
option.
I
really
really
appreciate
you
coming
up
today.
Thank
you.
Thank.
Z
AA
Excellent
hello,
chair
committee
members,
my
name
is
Jamie
Hurst
I
was
formerly
with
economic
development
services
and
I'm.
Currently,
the
acting
program,
manager
of
media
relations
and
legislative
support.
I'm
joined
today
by
my
colleague,
Emmanuel
Ray,
an
economic
development
officer
with
economic
development
services.
AA
AA
Similarly,
mid-sized
cities
such
as
Washington
and
Austin
have
also
implemented
actions
to
support
their
nightlife
cities
with
vibrant
nightlife
economies
differentiate
themselves
from
other
places.
They
enjoy
improved
job
creation,
talent
and
investment
attraction,
economic
growth,
tourism
and
City
brand
building.
AA
It's
for
these
reasons
that
we've
spent
the
last
18
months
working
on
the
development
of
ottawa's.
First
ever
nightlife
economy
action
plan,
specifically
we've
been
working
to
develop
a
plan
that
addresses
the
economic
opportunities
and
challenges
of
ottawa's
nightlife
and
is
based
on
an
analysis
of
ottawa's
current
nightlife
economy,
input
from
stakeholders
and
best
practice,
research
with
the
end
goal
of
being
to
grow
a
more
vibrant,
diverse,
inclusive,
viable,
safe
and
well-managed
nightlife
environment.
AB
AB
AB
AB
In
addition,
we
heard
from
stakeholders
that
we
need
dedicated
leadership
through
a
nightlife
commissioner's
office,
increased
collaboration
and
improve
dialogue
between
nightlife
stakeholders,
while
addressing
Safety
and
Security
issues
and
improved
marketing
and
Communications
of
nightlife
to
Residents
and
visitors.
We
also
heard
that
expanded
nightlife
amenities
and
experiences
beyond
the
downtown
core
is
important.
AA
We
heard
through
the
consultation
and
what
we
learned
from
the
best
practice
research
and
we
developed
five
strategic
priorities
which
guided
the
creation
of
the
action
plan.
These
strategic
priorities
include
empowering
dedicated
leadership
to
accelerate
nightlife
collaboration,
coordination
and
contribution,
fostering
nightlife
compatibility,
responsibility
and
stewardship
between
residents,
businesses
and
organizations
nurturing
the
resilience,
viability,
aspirations
and
prosperity
of
nightlife
businesses
and
organizations,
enhancing
the
safety,
security,
health
and
well-being
of
nightlife
workers
and
customers,
and
ensuring
the
quality,
authenticity,
diversity
and
inclusiveness
of
nightlife
experiences.
AA
Ottawa's
nightlife
economy
action
plan
is
broken
into
two
phases:
phase
one
will
be
implemented
in
2023
within
the
approved
economic
development
services
budget
phase.
One
recommendations
include
establishing
a
framework
for
a
nightlife
commissioner
in
office
for
implementation
in
2024,
promoting
city-wide
and
neighborhood
by
neighborhood
participation
of
residents,
visitors
and
businesses
in
The
Nightlife
economy
and
considering
amendments
supportive
of
The
Nightlife
economy.
While
undertaking
planned
reviews
of
City
bylaws
policies,
procedures
and
services.
AA
In
summary,
with
the
right
policies
and
collaboration
between
stakeholders,
The
Nightlife
economy
action
plan
brings
valuable
economic
and
social
benefits
and
cultural
energy
to
our
city.
The
recommendations
presented
established
the
framework
to
grow
a
more
vibrant,
diverse,
inclusive,
viable,
safe
and
well-managed
nightlife
environment.
Z
AC
To
activate
this,
thank
you
so
much
for
the
opportunity
to
speak
today.
My
name
is
Aaron
Benjamin
I
am
president
and
CEO
of
the
Canadian
live
music
association.
The
national
voice
for
Canada's
live
music
industry.
Our
mission
is
to
entrench
the
economic,
social
and
cultural
value
of
live
music
activity
by
working
to
create
the
conditions
for
concerts
to
thrive.
I
live
in
the
best
neighborhood
in
Ottawa,
also
known
as
hintenburg
counselor
leaper
I
am
a
proud
board.
AC
AC
I
am
also
here
with
my
Board
of
Trade
hat
firmly
on
because
I
believe
this
plan
is
the
ideal
companion
to
the
broader
city
building
agenda
that
is
being
championed
by
the
business
community
in
Ottawa.
Today.
The
appetite
for
change
making
here
is
substantial.
The
mayor's
recent
economic
Summit
last
week's
build
up,
Ottawa
city
building,
Summit
lands
down,
2.0
libreton
and
byward
Market
revitalization,
Ottawa
tourism's
10-year
stewardship
plan,
the
downtown
recovery
task
force.
All
of
this
necessary
work
to
help
us
streamline
and
realize
the
world-class
Vision.
AC
These
are
only
some
of
the
proven
outcomes
of
other
nightlife
economy
action
plans
in
place
around
the
globe
today
and
if
these
sound
familiar
it's
because
some
of
these
same
outcomes
are
actually
priorities
in
the
other
city
building
initiatives
I've
mentioned
and
like
those
projects,
a
regulated,
planned
and
strategic
approach
to
ottawa's
nightlife
economy
can
also
help
us
to
address
social
issues.
Public
Safety,
Transportation,
affordable
and
Supportive,
Housing
inclusion,
accessibility,
addictions
and
mental
health
done
well.
AC
A
successful
nightlife
economy
action
plan
can
provide
a
true
framework
to
address
the
complex
issues
required
to
sustain
a
safe
and
vibrant
social
experience
for
residents
and
visitors
alike.
A
nightlife
economy
doesn't
mean
a
bar
or
a
live
music
venue
on
every
corner.
It
is
about
creating
a
city
for
all
ages,
for
all
cultures
for
all
genders
and
all
backgrounds
and
with
great
respect,
I
believe
we're
a
little
bit
late
to
the
game
on
this
kind
of
policy
work
in
Ottawa.
But
that
means
two
things.
AC
First,
it
means
we
have
a
ton
of
best
practices
to
choose
from
around
the
world.
Other
cities
have
already
made
mistakes
for
us
and
I
think
we
were
waiting
for
this
mayor
and
this
Council
to
connect
all
of
the
important
conversations
on
city
building
policy
and
investment
that
have
been
taking
place
over
the
last
number
of
years.
AC
We
are
also
ready
to
transform
our
nightlife
economy
into
a
centerpiece
of
ottawa's
Social
and
economic
fabric
Canadian
Urban
Institute,
CEO,
Mary
Rowe
world-renowned
City
building
Advocate
told
us
recently
that
we
need
to
be
bold
in
Ottawa
from
our
prospective
City
staff
have
drafted
a
bold
achievable
plan,
with
appropriate
recommendations
and
realistic,
quantifiable
next
steps.
We
therefore
urge
counsel
and
this
committee
to
approve
the
plan,
and
we
look
very
much
forward
to
working
with
the
city
to
achieve
our
common
and
Incredibly
exciting,
not
to
mention
world-class
goals
together.
AC
M
Thank
you
very
much
chair,
Aaron,
great,
to
see
you
here
today.
We
worked
closely
on
the
the
music
strategy
for
Ottawa
in
the
last
term,
or
two
terms
of
counseling,
yes
or
last
term,
along
with
Jamie
and
along
with
mayor
Watson,
and
that's
actually,
my
question
is
I,
mean
I.
Think
it's
self-apparent
that
no
one
knows
nighttime
fun
like
city
councilors
right
we
are
wild.
People
can
agree
more,
but
I
think
there.
M
M
AC
Know
you're
going
to
hear
shortly
from
the
new
executive
director
of
the
Ottawa
music
industry,
Coalition
Melanie
Brule,
who
has
stepped
on
the
gas
in
terms
of
building
capacity
in
our
local
music
industry,
which
will
only
feed
in
I
think
to
to
a
greater
extent
to
the
work
City
staff
have
already
done,
but
there's
a
reason
that
cities
around
the
world
have
invested
in
a
strategic
plan
when
it
comes
to
night
love
economies.
Your
team
here
have
listed
a
bunch
of
them.
AC
There
are
hundreds
more
and
that's
why
I
suggested
again
with
respect
that
Ottawa
was
was
maybe
a
little
bit
behind
the
curve
on
this
one,
but
it
makes
sense
to
really
harness
I
think
from
a
policy
perspective,
the
what
I
consider
to
be
very
low
hanging
fruit,
we're
hearing
as
I
I
listed
the
the
city
building
initiatives.
I
mean
why
wouldn't
we
want
to,
with,
through
a
municipal
lens,
take
a
look
at
what's
on
offer
what
exists
today
and
what
can
exist
tomorrow.
AC
Z
C
Thank
you
so
much,
and
thank
you
so
much
for
coming
out
today,
Erin
utterly
impressed
with
the
incredible
work
that
you
do
supporting
our
live.
Local
artists.
I,
truly,
truly
appreciate
everything
and
we're
proud
that
you're
doing
this
at
the
national
level
and
that
you're
from
Ottawa
oftentimes
when,
when
I
head
out
in
the
evening,
I
I
find
that
the
majority
of
the
places
that
are
offering
live
local
music.
C
W
C
C
AC
Counselor,
a
fantastic
question,
I
think
probably
one
of
the
most
important
questions.
How
can
we
continue
to
cultivate
and
encourage
homegrown
Talent
right
and
continue
to
put
Inspire
local
residents
to
consume
our
culture
here
and
and
take
our
artistic
work
to
the
world?
How
can
we
put
Ottawa
on
the
global
map,
so
I
think
there's
a
bunch
of
ways.
We
can
do
that
again.
I'll
point
to
our
friends
at
the
Ottawa
music
industry.
AC
Coalition
I
would
encourage
the
city
to
continue
to
invest
in
in
that
organization
and
that
partnership,
I
believe
in
Melanie
Brule's
leadership
and
her
ability
to
lead
that
organization
and
therefore
stimulated
more
and
more
activity
in
the
city.
I
think
we
can
look
to
incredible
new
venues
like
the
Redbird
live.
You
may
or
may
not
know
this
Jeff
Cass
owner
and
operator
of
the
Redbird
open
that
Venue
at
the
beginning
of
the
pandemic
and
fought
his
way
through
a
myriad
of
challenges.
AC
If
you're
not
a
live
music
fan-
and
you
want
to
know
what
live
music's,
all
about
find
yourself
at
the
Bronson
Center
as
soon
as
possible,
so
between
people
like
Lisa
and
Jeff
and
Melanie
I-
think
we
need
to
continue
the
conversation.
We
should
look
to
the
city's
music
strategy.
It
does
need
a
dust
up.
It
needs
a
bit
of
revitalization
itself,
but
that
as
well,
I,
don't
think
is
rocket
science.
Other
cities
continue
to
lead
the
world
the
way,
especially
in
a
post-pandemic
scenario.
AC
When
so
many
of
our
artists
may
have
left
the
left,
the
industry
sector
altogether,
we
need
to
incentivize
them
to
come
back
and
Ottawa
is
not
starting
from
zero.
When
it
comes
to
incredible
artists,
we
have
so
many
not
to
mention
industry
folks,
like
John
Bartlett
and
the
incredible
program
at
Algonquin,
music,
industry,
arts
and
entertainment
lawyer,
Byron
Pasco,
educating
young
emerging
industry
leaders,
often
at
no
charge
to
ensure
that
we're
building
capacity
in
our
sector
here
so
lots
of
opportunity.
AC
C
Thank
you
so
much
yeah.
Those
are
those
are
some
pretty
incredible.
Venues
super
glad
to
see
that
the
the
rainbow
Bistro
is
still
kicking
and
thanks
to
our
business
Community
for
stepping
in
to
save
that
absolutely
legendary
venue,
Redbirds,
wonderful
I,
caught
Adam
Baldwin
there
last
summer,
such
a
great
venue,
it's
it's
it's
gorgeous!
C
W
E
Thank
you
chair
and
thank
you
for
coming
in
your
delegation
and
your
passion
certainly
flowing
out
of
you,
assuming
this
policy
is
approved.
Let's
look
ahead
three
to
five
years.
How
do
you
define
whether
or
not
it's
been
successfully
implemented
or
not?
What
would
you
what
would
you
define
as
success
a
few
years
from
now.
AC
Do
you
know
if,
if
I
was
in
charge
of
everything,
counselor
I
would
have
through
City
staff
and
whatever,
however,
the
the
nighttime
commissioner's
office
will
be
set
up?
I
would
I
would
work
very
closely
with
that
person.
I
would
choose
that
person
very
closely
and
I
would
build
into
their
short
medium
and
long-term
plan,
a
very
significant
rubric
that
is
able
to
you
know
what
are
the
metrics?
What
are
we
working
to
achieve
this
plan?
AC
Sets
it
out
and
let's
face
it,
plans,
just
we
spent
the
morning
listening
to
how
plants
can
change
in
ebb
and
flow.
There
are
a
lot
of
things
we
think
we
know
or
things
we
know
we
don't
know
right
now,
but
I
would
lean
heavily
on
that
person.
That
nighttime
commissioner
again
I,
would
choose
them
very,
very
carefully
and
specifically
and
make
sure
that
we're
measuring
we
have
really
clearly
defined
goals
and
we're
working
with
the
right
stakeholders
and
I
where
I
know.
This
is
a
significant
part
of
the
the
plan.
AC
Z
AD
We
are
here
to
support
the
nightlife
economy
action
plan
and
to
stress
the
importance
of
a
vibrant
nightlife
in
ottawa's
Journey
to
becoming
a
Music
City.
The
music
industry
is
a
vital
part
of
our
City's
cultural
and
economic
landscape,
and
a
thriving
nightlife
economy
is
essential
for
growth
and
sustainability
in
this
industry.
AD
Statistics
from
other
cities
have
shown
that
a
robust
nightlife
creates
safer
communities.
A
lively
nightlife
provides
more
eyes
and
ears
on
the
streets
which
can
deter
crime
and
create
a
sense
of
security.
For
example,
New
York
City
has
seen
a
35
decrease
in
crime
in
areas
with
active
nightlife
scenes.
AD
We
know
that
a
thriving
nightlife
economy
also
leads
to
job
creation,
increased
tourism
and
higher
tax
revenue,
for
instance
in
Austin
Texas,
a
city
much
the
size
of
Ottawa
with
a
large
amount
of
tech
professionals.
The
music
industry
alone
generates
2.5
billion
dollars
annually
and
supports
over
20
000
jobs
in
one
city
alone,
their
nightlife
industry
is
responsible
for
over
700
million
in
tax
revenue
for
the
city.
AD
It's
crucial
that
we
invest
in
our
life
economy
to
create
a
sustainable
music
industry
that
contributes
to
the
city's
economy
and
culture.
This
action
plan
includes
measures
to
support,
live
music
venues,
increase
the
number
of
performances
in
accessible
outdoor
spaces,
engage
the
community
and
create
safer
and
more
Dynamic
spaces
for
everyone.
AD
I
trust
in
the
Partnerships
that
the
city
of
Ottawa
is
economic
development
department
has
nurtured,
with
omic,
with
okobia,
with
Ottawa
tourism
and
with
the
Canadian
live
music
association
to
lead
the
implementation
of
these
strategies
and
I
look
forward
to
working
closely
with
the
new
nightlife
commissioner
and
everyone
involved
to
not
only
benefit
the
music
industry,
but
the
entire
City's
ecosystem.
If
the
pandemic
has
taught
us
anything,
it's
that
working
together
among
the
hardest
hit
makes
us
stronger
by
investing
in
our
nightlife
economy.
We
can
create
a
vibrant,
diverse
and
safe
City.
AD
E
Thanks
chair
I'm,
going
to
ask
my
question
a
different
way
to
show
things:
I
need
an
answer.
What
does
your
industry
need?
That's
not
currently
being
provided
for
or
facilitated
for
to
ensure
greater
success.
What
gaps
is
this
policy?
The
proposed
policy
addressing
that
will
assist
your
industry?
That's
why
I'm
trying
to
wrap
my
head
around
what
what's
missing
forget
about
the
the
bullets
in
the
report,
just
thinking
about
the
industry
as
a
whole,
What's
missing
during
the
nighttime
scene
that
the
city
has
a
role
to
play
in
that
regard.
AD
Thing
I
mean
one
of
the
issues
with
the
pandemic.
So
far
is
that
a
lot
of
venues
are
closing,
so
venues
need
our
help.
Having
more
people
around
having
more
accessibility
and
funding.
For
example,
all
mic
runs,
City
sounds
live,
which
is
an
outdoor
concert
series
funded
by
the
city
of
Ottawa
in
partnership
with
bias.
What
we're
going
to
do
this
year
is:
do
it
in
partnership
with
bias
and
venues,
so
that
we
can
support
this
nightlife
economy
strategy
by
having
free
outdoor
concerts
in
front
of
venues
before
their
regular
scheduled
programming.
AD
D
AE
Know
hello,
it's
it's
nice
to
be
back
in
person
with
you
all
too
bad.
The
mayor
had
to
leave
I
hope.
He
watched
the
video
I'm
here
to
speak
to
recommendation
seven
of
the
Ottawa
nightlife
economy
action
plan,
which
recommends
developing
a
city-wide,
nightlife,
Safety
and
Security
plan
for
nightlife
workers
and
participants.
AE
As
many
you
know,
I
speak
every
month
at
the
Ottawa
Police
Services
Board
meetings
and
always
in
my
remarks,
by
asking
the
board
to
continue
reimagining
Community
safety
in
Ottawa
by
shifting
money
from
the
audible,
Police
Service
to
things
that
are
actually
proven
to
keep
us
all
safer.
Like
mental
health,
supports
housing,
domestic
violence
and
employment
programs
and
climate
action.
AE
We
call
on
you
to
re
to
to
reimagine
community
safety
by
drafting
The
Nightlife
safety
plan
using
evidence-based
decisions,
and
the
evidence
is
absolutely
clear.
More
police
doesn't
mean
more
safety
for
anyone.
In
fact,
it
means
the
exact
opposite,
especially
now
in
Ottawa,
with
the
current
police
board
and
current
police
force,
more
police
means
less
safety
because
it
means
more
money
for
police
and
less
money
for
the
things
I
just
mentioned
that
actually
keep
us
all
safer.
AE
More
police
also
means
more
Ops
officers
using
force
disproportionately
on
black
Middle
Eastern
and
Indigenous
people
as
the
Ops.
His
own
data
for
the
last
two
years,
not
just
the
last
year.
Two
years
shall
they
do,
and
the
Ford
government's
announcement
last
week
that
it's
going
to
eliminate
Police
Academy
tuition
and
the
requirement
for
police
police
recruits
to
have
a
post-secondary
degree
is
likely
to
make
things
worse.
College
and
university
students
learn
way
more
outside
the
classroom
than
inside,
including
learning
how
to
live
with
and
respect
people
who
are
different
from
them.
AE
AE
The
police
board
is
supposed
to
oversee
the
police
and
help
ensure
they're
serving
and
protecting
everyone,
but
the
board,
with
City
council's
help
is
hardly
leading
by
example,
as
the
board
and
Council
just
appointed
Dr
Gail
back
as
police
board
chair
after
ottawa's
first
and
only
black
police
chief
Peter
slowly
was
forced
out
Following.
Last
year's
trucker
occupation,
based
on
the
very
racist
narrative
that
he
was
an
angry
incompetent
black
man.
After
last
April's
survey
by
University
of
water
criminologist
showed
racialized.
AE
Ottawa
residents
had
extremely
low
levels
of
trust
in
the
Ops
and
after
the
Ops
released
its
use
of
force
race
data
I
just
mentioned,
you
had
the
chance
to
show
racialized
communities.
You
truly
cared
about
their
safety
by
giving
them
a
powerful
voice
on
the
police
board.
Instead,
he
appointed
Dr
Beck,
so
the
boy
still
has
six
white
people,
one
and
one
brown
guy
and
no
black
or
indigenous
members.
Point.
AE
Totally
related
totally
yeah
yeah
and
Dr
Beck
has
publicly
stated
that
the
main
reason
she
joined
the
board
is
to
help
police,
not
people
with
mental
health
issues.
Who
police
continue
their
harm
and
kill,
and
that
sends
a
very
clear
message
to
ottawa's.
Racialized
communities
and
chief
Stubbs
sent
another
clear
message
to
racialized
Ottawa
communities
at
last
month's
Caldwell
Police
Services
Board
meeting
you
see,
the
board
has
been
imposing
an
ever-increasing
limits
on
public
delegations
at
board
meetings,
including
requiring
to
submit
their
comments
and
writing
before.
Z
AE
AE
Right,
if
you
can,
let
me
finish:
I
can
get
there
foreign
people
requiring
to
submit
their
comments
and
writing
before
the
meeting
with
final
versions
due
at
noon.
On
the
Friday
before
the
Monday
meeting
in
my
last
delegation,
I
tried
to
tell
a
story.
A
young
black
Ottawa
father
told
me
what
a
bad
experience
he
had
of
a
police.
AE
Sorry
was
that
when
I
asked
Chief
Stubbs,
if
you'd
like
to
hear
the
story,
he
said
nothing
just
like
he
said
nothing
after
my
delegation.
During
the
time
when
board
members
can
ask
questions
if
cheap
stubs
are
really
cared
about,
what
black
onward
residents
think
of
the
OBS,
he
would
have
done
what
he
never
does
ask
me
a
question,
but
he
didn't-
and
this
is
the
guy
sending
the
example
for
the
cops
who
will
be
part
of
any
nightlife,
Safety
and
Security
plan.
AE
The
main
goal
of
the
nightlife
economy
action
plan
is
enhancing
the
safety,
security,
health
and
well-being
of
nightlife
workers
and
customers.
All
evidence
shows
that
centering,
the
Safety
and
Security
plan
around
police
will
do
exactly
the
opposite.
That's
why
we
strongly
recommend
that
you
work
with
your
Council
colleagues
to
continue
reimagining
Community
safety
in
line
with
the
City's
community
safety
and
well-being
plan
by
centering,
the
Safety
and
Security
plan
around
a
much
broader
holistic
vision
of
safety.
AE
Things
like
fully
funding,
Grassroots
harm
reduction
programs
and
creating
a
non-police
alternative,
Mental
Health
crisis
response
system
by
allowing
strong,
Grassroots
voices
to
join
The,
Guiding
Council
on
mental
health
and
addictions,
which
currently
includes
the
Ops
and
a
small
group
of
mostly
white
group,
Representatives,
we're
all
for
increasing
night
time
activity,
nighttime
economic
activity
and
the
benefits
of
flow
from
it,
but
call
for
it
to
be
done
in
a
way
that
keeps
us
all
safe.
Thank
you.
AF
Hello,
chair,
kids
and
members
of
committee,
thank
you
for
having
me
here
today.
The
Ontario
restaurant,
hotel,
motel
and
Associate
Association,
which
I'll
refer
to
as
Orma
going
forward
to
save
your
time
and
my
breath
is
fully
supportive
of
this
action
plan.
That's
been
put
together
by
the
economic
development
team
and
is
thankful
to
have
participated
throughout
the
stakeholder
consultation
process
that
has
led
us
to
this
point.
I
come
here
today
on
behalf
of
our
nearly
300
members
in
the
city
of
Ottawa.
AF
As
you've
noted
from
the
staff
report,
many
nightlife
businesses
in
Ottawa
are
small
and
micro
businesses
and
most
nightlife
jobs
are
in
the
food
service
and
arts
sector
Ottawa
does
lag
behind
other
major
Canadian
cities
when
it
comes
to
nightlife
employment
and
household
spending
at
restaurants
once
executed.
This
plan
should
significantly
boost
traffic
revenues
and
employment
numbers
to
this
integral
business
sector.
That
is
a
part
of
every
single
community
in
the
city
of
Ottawa
and
continues
to
be
in
recovery.
AF
Think
of
the
growth
potential
alone
with
more
night
markets
and
food
festivals,
supported
by
the
city
through
increased
right-of-way
permitting
and
land
use
in
areas.
That
would
not
conflict
with
residential
neighborhoods
there's
a
great
opportunity
here
for
Ottawa
to
take
the
lead
in
The
Nightlife
scene.
AF
To
that
end
in
2012
Orma
collaborated
with
the
alcohol
and
Gaming
Commission
of
Ontario
and
stakeholders
such
as
Mothers
Against,
Drunk,
Driving
and
developed
Best
Barn
in
Ontario,
which
is
an
industry-led
international
accreditation
and
awards
program
for
liquor.
Sales
licenses
in
Ontario
Alberta
also
runs
a
successful
BBN
program
that
also
recognizes
excellent
in
Alberta's
food
and
beverage
nightlife
scene,
BBN
Ontario
accredited
businesses
maintain
the
high
standards
of
their
customers,
sorry
for
their
customers
and
staff,
and
manage
sale,
I'll
call
responsibly,
sorry
guys
and
have
good
relationships
with
community
and
hospitality.
AF
Industry
Partners
the
BBN
Ontario
pilot
program,
was
initially
offered
in
Toronto's
downtown
core
Windsor
and
the
byward
market
area.
Here
in
Ottawa,
the
pandemic
put
a
pause
on
this
program
as
it
did
with
so
many
other
things,
but
Orma
is
committed
to
continuing
to
work
with
the
city
and
The
Nightlife
commissioner's
office
to
use
this
tool
to
support
the
goal
of
A,
Safe,
Community,
I
and
Orma,
look
forward
to
supporting
this
committee
and
Council
on
this
and
other
initiatives,
as
well
as
continuing
to
collaborate
with
our
economic
Partners
around
the
table.
C
For
coming
out
Sarah
today,
what
parts
of
this
plan
do,
you
think,
will
help
your
help?
Your
partners,
your
those
that
you
represent
the
most?
What
what
measures
do
you
think
that
the
city
can
take
to
ensure
that
we're
continuing
to
foster
a
vibrant
nightlife
Community,
including
restaurants,
in
the
city
of
Ottawa,.
AF
Obviously,
you
know
there's
a
trickle-down
effect
here,
we're
part
of
a
bigger
Community
when
it
comes
to
tourism
and
music
and
all
things
that
happen
at
night.
We
have
a
trickle-down
effect
from
that
in
providing
food
and
beverage
for
all
of
those
post
show
pre-show
enduring
shows
when
I
think
about
things
specifically
that
the
city
of
Ottawa
in
this
plan
identifies
is
simplification
of
approval
processes,
more
use
of
right
away.
C
AF
We
don't
specifically
hear
we're
on
private
property.
We
don't
do
anything
you
know
into
the
night,
because
there
is.
There
is
a
process
there.
There
is
a
residential
building
right
on
top
of
us,
so
we're
very
cognizant
of
that
and
tend
to
work
with
those
people
to
ensure
that
we're
you
know
working
with
the
residents
that
literally
live
right
above
us
yeah
yeah,
to
make
sure
that
the
noise
isn't
too
loud
and
bring
things
indoors.
AF
L
You
very
much
chair
and
thanks
Sarah
for
coming
out
nice
to
see
you
I
just
wanted
to
pick
up
on
some
of
the
counselor
Lewis
questions
as
well,
because
I
think
there's
some
some
great
pieces
in
this
in
this
strategy.
When
you
look
through
the
the
specific
appendix
documents
and
all
the
recommendations,
given
your
own
experience
in
the
sector,
I
wonder
what
you
would
think
about
things
like
you
know:
transitioning
some
parking
spaces
into
outdoor
space.
L
AF
AF
L
So
we
encourage
nightlife
those
nodes
between
kind
of
6
p.m
and
6
a.m
and
I
guess
often
the
city
will
offer
free
parking
for
for
certain
events.
I
wonder
your
view
on
things
like
free
transit,
for
certain
events
would
would
that
actually
help
entice
people
to
be
at
those
restaurants
and
in
our
areas,
Beyond
just
offering
say
free
parking
at
City,
Hall,
yeah.
AF
I
think
I'll
take
your
point.
I
think
that
you
both
need
to
work
together.
I
think
that
Transit
is
a
big
part
of
this
plan.
I
think
that
we're
going
to
need
to
look
at
down
the
road
transit
in
hours
that
it's
not
currently
operating.
Specifically,
that
certainly
is
going
to
be
an
integral
part
of
the
work
that
this
office
does
100
and
would
I
support
a
reduction
of
fares
during
those
times
to
encourage
people
to
use
it.
100
percent.
M
Thank
you
very
much,
chair
Sarah.
Thank
you
very
much
for
delegating
today
and
I'm
glad
that
councilmanard
asked
the
question
about
Transit.
Unlike
when
we
were
putting
together
the
music
strategy,
where
there's
a
lot
of
discussions
around
zoning
and
loading
permits
and
very
specific
things,
my
input
into
the
nighttime
strategy
has
largely
been
around
Transit.
We
need
to
have
Transit
that
runs
later
and
is
more
convenient
to
people
I'm.
Just
wondering
I
mean
you
are
very
centrally
located.
M
AF
I
certainly
think
so,
and
not
just
from
a
customer
perspective,
but
from
an
employee
perspective
as
well
so
I
I
have
a
number
of
employees
that
live
in
Bar
Haven
live
in
Canada
live
in
Statesville,
it's
not
just
about
the
people
that
are
coming
here
to
dine
it's
about.
How
are
those
people
going
to
work
here
in
the
evening
and
be
able
to
get
home
when
they
finish
their
shift?
AF
We
have
a
large
base
of
clientele
here.
That
is
from
the
suburbs
that
does
come
in
to
go
to
shows
at
the
Nic
and
participate
in
a
lot
of
other
activities.
We,
you
know
this,
isn't
an
Orma
statement,
I
guess
it's
more
of
a
metropolitan
statement,
but
a
lot
of
our
businesses
driven
from
the
entertainment
sector.
They
come
here
before
they
go
to
the
show
they
come
here
after
they
go
to
the
show.
M
Really
good
point
with
respect
to
the
to
the
to
the
staff
who
are
working.
You
know
when
we
talk
about
Safety
and
Security
plan.
You
know,
I
think
a
lot
of
us
have
the
the
staff
who
are
working
in
the
sector,
particularly
in
mind
and
and
having
better
Transit
is,
is
key
to
their
Safety
and
Security
as
well.
So
thank
you
very
much
for
raising
that
and
I'll
see
you
this
summer.
Yeah
for
sure.
Thanks.
AA
O
Just
wanted
to
sort
of
reiterate
what
councilor
leaper
was
saying,
which
is
thank
you
for
caring
about
your
employees
and
how
they
get
to
and
from
work.
This
is
part
of
a
larger
conversation
that
we
need
to
have,
but
our
Frontline
essential
workers
are
really
the
heartbeat
of
this
economy,
especially
for
our
restaurants
and
our
retail.
So
thank
you
very
much.
Thanks.
Z
AG
D
AG
AG
No,
but
it's
just
kind
of
like
well
you're,
not
talking
about
the
nightlife,
but
we're
talking
about
the
safety
plan.
So
I
just
wanted
to,
like
reiterate,
just
like
for
some
place
like
just
to
keep
it
simple.
The
community
safety
and
well-being
plan
is
run
by
police,
so
just
to
wrap
it
just
so
you
can
relate
it
kind
of
to
an
example.
The
Ottawa
police
are
in
a
disrepair.
State,
perhaps
you
could
say
we
just
lost,
like
you.
AG
AG
No
I
know
I
know
and
that's
why
the
only
thing
I'm
here
to
say
is
like
I'm
asking
you
to
please
divest
from
the
safety
plan
away
from
Ottawa
Police
leading
it,
because
you
have
officers
who
are
sexually
abusing
getting
paid
like
it's
all
wrapped
up
in
the
province
too.
You
need
to
deal
with
the
Ottawa
Police
before
you
can.
Let
them
lead
on
this.
That's
what
I'm
trying
to
say
and
that's
how
it
relates
to
Robin's
delegation
as
well,
because
again,
I
would
love
to
go
to
the
police
board.
AG
AG
AG
We
have
all
the
data
and
everything,
but
nobody
wants
to
listen.
I
know
it's
hard
to
challenge
policing
in
this
because
it's
baked
into
things,
but
you
have
to
do
it
and
I'm
begging.
You
that's
why
I'm
coming
brush
I've
been
here
since
9,
32.,
okay,
I,
appreciate
the
circumstance,
but
like
it's
so
hard
to
talk
to
you
guys
about
this
and
I
can't
even
go
to
the
police
board
anymore,
because
Curry
could,
like
you
know,
you
know
how
this
is
playing
together
and
that's.
AG
Why
I
just
wanted
to
come
here
and
say:
please,
please
divest
from
the
police.
Consider
it
R7
safe.
You
can
respite
centers,
you
could
have
overnight
dental
care.
You
could
have
and
Medics
just
straight
like
provide
programs
to
get
more
first
aid
training
I
have
first,
aid
training
treat
for
Shaw
90
of
a
scene
is
trading
for
shot,
at
least
don't
do
that
they
show
up
with
five
weapons
and
then
they
brutalize
and
push
you
out
of
the
way
like
you
know
what
I
mean.
So
that's
again,
you
guys
know
the
issues.
AG
I
know
you
do
I,
don't
think
you're
stupid,
but
again
I
have
to
come
here
for
the
sake
of
it.
To
ask
you
again,
please
you
have
an
opportunity
here
to
put
the
infrastructure
in
that
will
be
helpful,
long
term.
More
successful
it'll
be
cheaper
and
like
if
we're
not
dealing
with
the
police
service
right
now
like,
if
that
was
a
higher
ranking
police
officer
that
did
that
26
26
charges
of
abuse
against
women,
sexual
abuse
against
women
high
ranking.
AG
How
many
more
do
you
think
are
in
the
ranks
unless
you
deal
with
that
first,
why
are
they
going
to
be
leading
I,
know
they're
a
participant
in
the
safety
plan,
but
it's
like
they're
like
a
Partners
or
whatever.
How
can
you
in
good
faith,
use
them
to
lead
into
these
safety
plans?
While
that's
happening,
you
know
what
I
mean.
AG
That's
that's
been
that's,
basically,
what
I
wanted
to
say
and
I
just
like
again,
like
I,
get
it's
a
long
day,
but
it's
like
at
the
same
time
like
I'm
not
coming
here,
because
I
want
to
be
annoying
I'm
coming
here,
because
I
can't
go
to
the
police
board
because
for
some
reason
we're
not
allowed
to
ask
questions
anyway.
Thank
you
for
your
time.
L
L
Obviously,
the
concern
within
the
plan
that
you're
identifying
because
I'm
reading
some
of
this
and
and
sometimes
I
read
things
of
just
you
know,
say:
adding
more
police
to
increase
Community
safety
and
I
know
that
doesn't
work
and
I
think
a
lot
of
us
know
that
doesn't
work,
that's
not
going
to
increase
Community
safety.
Do
we
need
other
things?
L
And
now
but
I
read
this
plan
because
that's
not
what
it
says
in
the
plan
for
from
what
I'm
seeing
it
does
talk
about
things
like
improvements
to
public
transit
options,
as
well
as
things
like
Street
lighting
and
public
washroom,
access
from
6
pm
to
6
a.m,
and
things
like
you
know,
obviously,
the
anti-racism
strategy,
our
accessibility
policy
and
other
resources
we've
got
and
and
for
me
some
of
this
was
a
bit
refreshing
now.
Obviously
it's.
L
How
does
it
come
out
and
at
the
end,
right
and
so
I'm
trying
to
relate
to
where
you're
going
with
it,
because
I
know
they're
talking
about
here?
Things
like
The,
Nightlife,
Safety
and
Security
plan
considers
homelessness
and
mental
health
and
addiction
challenges,
which
is
what
I
want
to
see
in
this
type
of
strategy
right
so
I
I
see.
A
lot
of
this
is
just
me,
some
positives
in
in
this
piece
compared
to
what
sometimes
I
normally
see
with
in
in
other.
L
In
other
documents,
which
is
just
like
well,
more
police
spending
equals
more
Community
safety.
We
know
that's
just
the
simplistic
argument.
It's
not
true,
but
in
this
one
I'm
seeing
hey,
there's
a
recognition,
it's
not
just
it's,
not
just
more
policing
is
going
to
reduce
our
our
crime
rates
here,
which
we
know
is
not
true.
We
we
see
that
recognition
here,
there's
a
specific
difference
and
so
on
that
on
this
plan
right
on
within
that
within
this
piece
that
they've
talked
about
their
priority
actions
and
the
desired
outcomes.
L
Maybe
there's
something
else:
I'm
I'm
missing,
but
is
there
a
concern
within
that
plan
that
you've,
seen
or
you've
talked
to
a
staff
about
that?
We
really
need
to
hone
in
on
or
is
it
just
a
general,
the
general
more
General
concern
of
hey
we're
talking
about
Community,
Safety
and
Security
here,
and
we
just
don't
want
to
go
back
to
the
same
old
same
old
as
that
or
what
you're
getting
at
yeah.
AG
Question
to
you,
I've,
never
gotten
a
question
before
it's
crazy
anyway.
I
see
a
point
like
I
saw
that
too,
when
I
was
reading,
it
was
like.
Oh
we're,
gonna
incorporate
like
housing
and
mental
health
stuff.
The
problem
is
because
it's
run
like
a
lot
of
the
councils
who
are
guiding
these
strategies.
They
are
also
linked
to
the
police
response.
So
it's
like
you
have
people
with
the
police
doing
it,
and
it's
like.
We
need
a
totally
divested
version
of
this
to
exist,
whether
or
not
you're
going
to
like
take
policing
out
of
it.
AG
But
it's
like
even
security
guards
like
increasing
security
guards
into
these
things.
It's
still
going
to
result
in
police
people,
except
they
can
only
Observe
and
Report.
So
it's
like
things
like
that.
I,
don't
trust
this
like
recommendation,
because
we've
had
so
many
times
where
it's
like,
oh
well,
we'll
consider
it
and
all
these
things
I've
never
seen
a
result.
This
is
no
there's
never
been
a
time
where
it's
not
been
divested
so
I'm,
just
like
I,
have
to
beg
again
like
please
divest.
Try
like
a
pilot,
and
it's
like
we
have.
AG
This
is
for
2024,
like
you,
have
an
entire
year
right
now
to
start
putting
pressure
on
the
police
board
and
the
policing
in
our
city
to
even
make
it
better.
So
it's
like
it's
kind
of
like
a
tandem
thing
because,
like
there
is
no
detail
about
what
this
plan
is
going
to
look
like
until
the
end
of
this
year,
right
yeah.
M
Thanks
I
think
councilman
art
is
sort
of
going
in
the
direction
where
I
I
was
expecting
to
go
when
Robin
and
yourself
signed
up
for
delegations.
The
concern
when
I
read
something
like
the
safety
plan
for
nightlife
is
I.
Think
a
lot
of
us
would
make
the
Assumption
really
quickly
that's
going
to
mean
more
policing
in
the
Bible
Market
people
don't
feel
safe
going
to
the
byword
market.
M
In
light
of
recent
headlines
for
several
years
now,
we're
going
to
solve
that
using
police
and
I
for
one
would
would
certainly
push
back
at
that
I.
Don't
think
the
answer
to
making
the
byword
market
more
attractive
to
Residents,
who
are
going
to
come
in
for
nightlife
is
more
police
I.
Don't
think
that
the
answer
in
kitchen
sippy
Ward,
along
Wellington
Street
along
Wellsboro,
in
order
to
ensure
that
people
feel
safe
is
police.
M
AG
AG
There
would
be
Ballers,
so
you
have
open
paths
like
bollards
would
be
90
like
you
could
solve
a
lot
a
lot
of
those
problems
with
bollards,
you
think
for
a
safe,
walking
pedestrian,
but
it's
like
it's
kind
of
implied
that
it's
like
the
homeless
people
that
are
the
problem.
So
it's
like
that's
thefts
and
safety
even
stuff
like
that.
So
it's
like
what
is
the
actual
safety
threat
that
you're
dealing
with
so
and
like
police
like
they
outnumber
the
paramedics,
the
the
hospitals
are
backed
up.
AG
There's
no
housing,
there's
no
services
available,
like
everything
gets
booked
up
in
the
day.
So
it's
like.
Why?
Wouldn't
you
just
extend
all
these,
like
Social
Services
throughout
the
night,
to
make
them
accessible,
24
7.
for
anyone
in
the
city
but
prioritizing
the
people
that
have
keep
getting
fallen
through
the
cracks?
So
it's
like
these
people
aren't
dangerous,
but
it's
like
they
end
up
in
situations
where
people
become
afraid
of
them.
So
it's
like
it's
kind
of
like
leading
into
that.
AG
So
it's
like
I,
don't
you
have
to
decide
what
like
the
biggest
safety
priority
is?
Is
it
going
to
be
drunk
people
you're,
going
to
need
paramedics
and
in
medics,
you're
gonna
need
people
who
know
how
to
deal
with
people
who've
had
too
much
to
drink.
You
know
so
it's
like
if
that's
kind
of
like
a
variety.
So
it's
like
what
is
the
priority
of
The
Nightlife?
What
is
the
biggest
safety
issue?
AG
Is
it
theft
like
is
that
is
that
the
issue
is
it
property
theft,
because
that
always
seems
to
be
the
biggest
issue
other
than
traffic
that
police
respond
to.
So
it's
like
you
have
to
kind
of
figure
out
what
it
is.
That's
dangerous
because
it's
like
you
probably
don't
need
to
send
an
armed
guy
over
to
like
a
certain
authority
over
someone
who
may
not
be
able
to
like
respond.
You
know
like
so
it's
like
again,
like
I,
just
think
you
have
to
like
determine
what
that
is
and
like.
AG
AG
I
think
well,
there's
so
many
things
the
city
needs.
You
know
like
if
the
transit's
not
available
like.
Where
can
people
go
if
housing's
not
available?
Where
can
people
go
so
it's
like
all
the
resources
for
people
are
located
downtown.
Usually
so
it's
like
I'm
worried
these
people
are
gonna,
get
pushed
out
of
the
downtown
course.
So
it's
like
what
we
need
is
just
less.
We
need
to
invest
in
these
things.
We
need
to
invest.
We
have
to
have
the
Transit
run
and
we
have
to
have
like
the
social
services
running
I
mean
The.
AG
Nightlife
thing
is
such
an
opportunity
to
build
those
resources
because
it's
like
you
could
have
buildings
that
aren't
open
like
they're
full.
You
just
extend
the
hours
you
know,
so
it's
like
I
think
Medics
would
be
a
great
thing.
It
doesn't
have
to
be
full
paramedics,
but
like
stations
for
like
first
aid,
like
that'd,
be
great
our
respite
centers
places
where
people
can
get
a
meal
clothes
a
shower.
You
know
like
extend
those
hours
and
services
into
it
and
you're
going
to
create
jobs.
I'm
going
to
need
a
job
like.
AG
M
We
can
have
a
nighttime
commissioner
and
that's
great,
but
if
people
in
the
city
don't
have
Services,
if
they
don't
have
Transit
we're
not
going
to
have
a
thriving
nightlife,
there's
a
lot
of
sort
of
fundamental
preconditions
that
we
have
to
get
right
before
we
can
before
we
can
assume
the
success
of
a
nightlife
strategy
and
I
I
think
your
delegation
has
has
brought
some
of
those
out.
So.
C
O
Hi
Bailey,
sorry
I,
don't
think
we've
ever
met
I
just
wanted
to
say
hi,
because
I'm,
the
chancellor
that
has
the
byword
market
in
her
Ward.
Can
she
hear
me
yeah,
okay,
hi
I,
just
want
to
say
hi
I
have
the
the
byword
market
in
in
my
ward
and
I
just
wanted
to
reach
out
to
you
because,
as
you've
mentioned,
you
know
getting
a
better
picture
of
actually.
O
What
is
happening
in
the
byword
is
super
important
and
I
just
wanted
to
point
out
that
we
have
about
six
million
dollars
in
private
security
being
used
in
the
byword
market
a
year.
That
includes
the
Rideau
Center
condos
hotels,
Etc,
and
we
actually
don't
have
a
really
robust
picture
as
to
the
crime
that's
happening
or
what
is
being
diverted,
because
we
almost
do
have
this
auxiliary
police
force.
O
AG
Z
O
AA
AA
AA
Through
your
chair,
thank
you,
counselor
that
came
out
loud
and
clear
through
our
consultation.
Ottawa
lacks
centralized
promotion
when
it
comes
to
our
nightlife
activities.
We
heard
similar
feedback
when
we
were
developing
the
Ottawa
music
strategy
in
2018,
and
so
this
is
certainly
a
gap
that
we've
identified
and
something
that
we
feel
is
very
important
to
fill,
and
we
believe
that
that
nightlife,
commissioner,
will
be
able
to
fill
that
gap
for
us.
E
I've
scribbled
at
least
a
dozen
live
venues
in
this
city
from
Live
Theater
to
music
venues,
and
we
don't
have
a
a
mediary
like
to
ticks
or
tkts
where,
if
I
want
to
see
what
live
shows
are
on
tonight
at
Kanata,
Little,
Theater
or
the
gctc,
or
at
the
NAC
I
literally
have
to
go
to
every
single
website
to
find
out.
What's
going
on,
I
have
to
be
aware
that
that
theater
exists,
if
I'm
not
from
Ottawa,
for
example,
and
I,
think
that
is
some.
That
is
a
huge
gap.
E
It's
low
hanging
fruit,
it's
really
not
that
expensive
to
get
done
really
doesn't
need
an
overarching
policy,
but
it's
coordinating
what
already
exists
to
make
people
aware
so
that
if
they
want
jazz
music,
The
Brook
Street
offers
Jazz
every
day
of
the
week
for
free
for
free.
But
people
don't
know
that.
So
that's
one
thing
I
want
to
just
mention
so
I'm
going
to
disagree
with
the
first
speaker,
because
I
don't
think
this
is
bold
and
substantial.
I
think
it's
it's
tying
together.
All
the
Loose
Ends
that
need
to
be
tied
to
help
promote.
E
What's
going
on
in
the
city
to
ensure
that
I
have
input
on
offering
something
that
I
want?
If
you
want
me
to
come
out
at
night,
for
example,
there
should
be
an
opportunity
to
provide
dividendable
here's
what
I
enjoy
and
maybe
Ottawa
lacks
a
certain
venue
and
when
there's
a
critical
mass
of
these
venues,
then
I
think
that's
where
the
city
has
a
role.
E
This
area,
we
need
to
look
at
infrastructure
upgrades
which
include
Safety
and
Security,
so
I
think
when
that
becomes
a
much
stronger
entity,
then
I
think
that's
where
the
city
plays
a
role,
so
I'm
supportive
of
this,
because
I
think
it's
doing
what
we
should
have
been
doing
for
a
long
time
already,
and
the
investment
that
we're
making
here
is
very
minor
in
the
grand
scheme
of
things.
I
do
have
a
question
about
this
small
venue.
That's
being
mentioned
in
the
report.
E
We
heard
Mr
Gowdy
talk
about
they're,
already
going
to
be
doing
this
at
Lansdowne.
Building
a
venue
and
the
fine
print
talks
about
a
public
private
partnership.
So
is
the
suggestion
that
the
city
would
actually
contribute
to
the
construction
of
a
venue
Hall.
When
really
it
should
be
the
private
sector
that
covers
the
freight
of
something
like
this.
AA
Three
chair
to
the
counselor
so
again
through
the
Ottawa
music
strategy
consultation,
we
heard
about
the
need
for
a
mid-size
venue
for
events
and
live
music
in
our
city.
We
felt
that
it
was
important
to
include
it
as
part
of
this
work
as
well,
because
that
wasn't
actioned
in
the
previous
strategy
and
again
we
heard
it
through
this
consultation
effort
as
well.
AA
At
this
stage,
staff
are
open
to
exploring
all
options
for
how
that
mid-sized
venue
May
unfold
and
again
the
role
of
that
nightlife
commissioner,
will
be
to
work
with
both
internal
and
external
stakeholders
to
explore
what
opportunities
might
exist.
We're
certainly
not
partial
to
one
particular
model
by
any
means.
E
My
last
question,
chair
is
just
something
you
alluded
to
in
your
opening
comments,
and
that
is
a
strong
nightlife
industry
helps
recruit
post-secondary
students
and
prospective
workers
for
various
industry
in
Ottawa.
Do
you
have
any
data
that
can
substantiate
a
problem
that
exists
in
Ottawa,
where
we're
not
able
to
recruit
students
or
we're
not
able
to
recruit
prospective
employees
for
our
our
employers,
because
there
is
a
gap
or
something
missing
in
our
nightlife,
in
particular,.
AA
AA
E
Okay,
I
appreciate
that
and,
like
I
said
I'm
generally
supportive
of
what's
before
us
I
think
there's
a
significant
number
of
low-hanging
fruit,
that's
very
either
cost
neutral
or
very
low
cost
to
implement.
That
I
think
will
make
some
positive
improvements
and
I
still
think
we
have
work
in
this
to
do
I
think
you're,
correct
Ottawa
does
have
an
image
problem.
E
X
Thank
you
very
much
chair
and
I'm.
Actually,
not
a
member
of
this
committee
I'm
an
interloper
but
I'm
very
interested
in
this
item,
which
is
why
I
attended
today
and
I
know
my
colleagues
around
the
table
are
actually
big
nightlife
people.
I
recently
saw
councilor
Menard
at
Blues,
Fest
walking
out
and
councilor
Brockington
relaxing
at
a
bare
naked
ladies
concert,
so
I
know
that
we're
all
quite
invested
in
this
but
I
I
do
have
a
couple
questions.
X
AA
X
AA
Through
you,
chair
to
the
counselor,
and
so
we
see
The
Nightlife,
commissioner
role
as
being
a
new
business
line
with
an
economic
development
services.
Here
at
the
city
of
Ottawa,
we
heard
loud
and
clear
from
our
nightlife
stakeholders
that
they
felt
that
the
most
effective
position
for
this
nightlife,
commissioner,
would
be
if
they
were
internal
to
the
city,
and
so
we
are.
We
are
supportive
of
that
and
and
look
forward
to,
including
that,
as
part
of
economic
develop
the
economic
development
services
team.
AA
AA
X
Okay,
thank
you,
and
maybe
I'll
make
this
on
my
last
question
when
this
was
first,
the
media
first
reported
on
this.
A
lot
of
the
coverage
came
about
about
this
being
a
strategy
for
bywood
market
and
and
with
my
understanding,
I'd.
Full
disclosure
I
got
a
pre-briefing
on
this
a
couple
months
ago,
because
I
was
so
interested.
X
You
know
how
will
this
be
more
of
Citywide
we're
moving?
You
know.
The
official
plan
says
you
know
we're
moving
to
15-minute
communities.
I
know
I
personally
live
about
two
kilometers
from
Lansdowne
and
in
a
very,
very
quiet
community,
I
I
know
someone
nearby
lives
in
that
Community
as
well,
and
how
can
we
extend
sort
of
that
nightlife
Beyond,
those
areas
that
we
think
of
like
the
byword
market
and
and
Spark
Street
I,
don't
actually
really
know
where
there's
more
nightlife
than
that,
but
how?
X
Yeah
I'll
just
add
that
that's
something
that
I've
heard
loud
and
clear
and
in
fact
when
I
was
campaigning
that,
like
you
know,
I
heard
that
a
lot
and
that
people
are
really
looking
for
activities
that
don't
nighttime
activities
that
don't
revolve
around
alcohol
that
don't
revolve
around
going
to
the
bar.
So
I'm
excited
to
see
what
happens
with
this.
Thank
you
very
much
for
your
presentation.
Thank
you.
Chuck.
L
AA
Through
your
chair
to
the
counselor,
thank
you
for
your
question.
Our
plan
is
to
spend
the
remaining
part
of
2023
developing
the
framework
for
that
nightlife
commissioner
office.
That
will
determine
identifying
defining
what
the
roles
and
responsibilities
are,
as
well
as
the
general
operating
requirements.
So
we
anticipate
submitting
a
proposal
for
one
FTE
for
The
Nightlife,
commissioner
position,
which
will
reside
with
an
economic
economic
development
services
as
part
of
the
2024
budget
process.
Okay,.
L
Thanks
for
that,
and
we
changed
the
name-
it
was
night
mayor
and
obviously
there's
a
lot
of
nightmares
around
the
world,
and
so
just
night
life
commissioner
doesn't
ring,
doesn't
have
a
ringing
endorsement
for
me
of
a
city
that
we
really
try
to
shed
this
sort
of
bureaucratic
kind
of
role.
So
I'm
wondering
what
happened
to
to
the
the
nightmare
recommendation,
and
can
we
come
up
with
a
better
terminology
than
nightlife?
Commissioner.
AA
AA
We
heard
very
clearly
from
our
nightlife
stakeholders
that
they
preferred
the
term
nightlife
commissioner,
so
this
Builds
on
the
film
commissioner
approach,
which
we
already
have
here
in
Ottawa,
so
the
Ottawa
film
commissioner,
is
responsible
for
supporting
the
development
and
the
growth
of
the
Ottawa
film
industry.
The
role
of
this
nightlife
commissioner
will
be
to
support
the
growth
and
development
of
our
local
nightlife
industry.
So
it
is
the
preferred
term
when
we,
when
we
consulted
our
our
stakeholders,
specifically
with
that
question.
Okay,.
L
L
I
guess
like
the
big
issue
for
me
in
this
strategy,
is,
is
whether
it's
going
to
be
one
of
those
ones
driven
by
sort
of
this.
This
subsidy
and
markets,
subsidy,
driven
Market,
Solutions
and
subsidy
for
Market,
Solutions
or
Genuine
public
planning
and
Investments
right.
So
this
is
something
that
I
want
to
see
us.
L
You
know
if
we
need
an
event
as
a
center
of
some
type,
that
we
want
to
seat
thousands
1500
people,
then
why
don't
we
build
it
and
benefit
from
that
as
a
city
rather
than
relying
on
somebody
else
to
build
it
and
benefit
from
it?
Those
are
the
sorts
of
things
that
I
want
to
see
come
out
of.
This
is
genuine
public
investment
and
I.
Think
it's
a
great
strategy.
L
I,
like
I,
like
a
lot
of
the
recommendations
in
here
I
just
want
to
make
sure
we're
not
just
focusing
solely
on
those
market-driven
sort
of
subsidies
that
we
often
see
in
the
city,
and
rather
it's
it's
a
public
investment
of
time.
Our
investment
means
that
you
know
we're
gonna,
Garner,
better
I,
guess
Market
uptake
with
our
own
investment.
It's
just
I,
don't
want
to
see
it
just
farmed
out
kind
of
thing,
like
we've
done
so
often
and
seen
I
think
our
success
has
not
been
great
on
on
that.
AA
L
M
I
would
love
for
residents
who
are
looking
to
add
to
our
nightlife
to
have
an
advocate
within
City
Hall.
Who
can
work
on
things
like
some
of
the
barriers
that
the
city
throws
up
to
having
fun.
You
know
having
festivals,
for
example,
there's
a
lot
of
bureaucracy
around
festivals
that
go
late
into
the
night.
There's
bureaucracy
around
noise
at
night.
M
There's
a
lot
of
hurdles
that
I'm
hoping
our
night,
commissioner,
will
be
specifically
hired
to
help
Advocate
on
behalf
of
residents,
on
behalf
of
the
industry,
to
break
through,
to
the
extent
that
they
can.
But
speaking
of
that
music
strategy.
Is
this
a
replacement
for
the
music
strategy?
Like?
Should
we
look
for
additional?
A
refresh
of
some
folks
have
recommended.
AA
Three
chairs
the
counselor,
of
course,
music,
is,
as
we
heard
through.
Our
delegations
today
is
integral
to
our
nightlife
activities,
and
so
absolutely
we
feel
that
music
is
a
natural
fit
with
the
nightlife
commissioner
office,
and
so
we
see
them
working
very
closely
with
our
colleagues
in
our
CFS,
as
well
as
our
colleagues
in
the
music
industry
to
advance
the
growth
and
development
of
Music
in
our
city.
So
music
would
would
fall
under
or
would
be
part
of
the
portfolio
of
nightlife.
So.
AA
Not
sure
whether
we're
in
a
position
to
say
yes
or
no
in
this
moment,
rcfs
has
really
been
the
lead
on
the
implementation
of
the
music
or
they
were
the
lead
primary
lead
on
the
implementation
of
the
music
strategy,
and
so
so
I
think
that
would
perhaps
be
a
question
for
their
team.
We
know
that
they're
undertaking
some
assessments
of
the
broader
cultural
and
arts
sector
in
Ottawa
and
I
think
making
a
determination
as
to
what
their
next
steps
are.
I
can
speak
specifically
to
the
funding
for
omic.
AA
M
M
AA
It's
not
currently
identified
specifically
in
The
Nightlife
strategy,
but
again
we
do
have
a
recommendation
in
the
strategy.
It's
our
age,
which
talks
about
facilitating
with
Partners,
New
and
diverse
cultural
and
place
making
activities,
and
so
I
could
see
that
as
potentially
falling
under
that
recommendation
and
it
would
be
led
by
The
Nightlife
commissioner
I.
M
E
Thanks
chair
just
one
question
and
just
clarification
to
put
this
matter
to
bed
and
that's
regarding
the
recommendation
with
respect
to
the
small
performance
venue.
Can
you
just
clarify
the
acceptance
of
the
report
before
us
with
simply
allow
staff
to
continue
to
engage
the
industry
to
look
at
potential
options
which
at
some
point
may
come
back
to
council,
but
by
passing
this
today,
Council
or
committee?
And
ultimately,
council
is
not
endorsing
that
we
are
all
in
on
contributing
to
the
cost
of
a
venue
we're
simply
saying
okay,
this
is
the
preliminary
stages
go
out.
AA
Z
Great,
thank
you.
Councilor
Brockington
I
just
have
a
couple.
Other
quick
questions.
I
know
we'll
be
getting
more
detail
when
this
comes
back
to
council
later
this
year.
But
you
know
who
do
you
envision
would
be
a
good
type
of
person
to
be
the
The
Nightlife
Commissioners
are
what
what
type
of
skill
set.
Are
you
looking
for.
AA
Thank
you,
chair
I,
have
a
I
have
a
long
list
of
skills
which
I'm
happy
to
share
with
you,
but
I'll
rhyme
off
a
few
of
them
strong
communication
skills.
We
know
that
the
nightlife
commissioner
needs
to
be
able
to
communicate
effectively
with
a
wide
range
of
stakeholders,
including
residents,
businesses,
City
officials,
law
enforcement
and
artists.
We're
looking
for
someone
who's
going
to
be
collaborative
in
nature.
The
Nightlife,
commissioner,
should
be
able
to
collaborate
with
various
individuals
and
groups
to
address
complex
issues
that
arise
in
our
nightlife
economy.
AA
We'll
of
course
be
looking
for
someone
who
has
nightlife
experience.
The
Nightlife,
commissioner,
will
require
a
deep
understanding
of
The
Nightlife
economy
and
the
challenges
that
arise
in
our
nightlife,
we'll
be
looking
for
someone
with
strong
leadership
skills
than
someone
that
can
motivate
and
Inspire
others
to
work
towards
a
common
goal.
AA
Someone
who
can
think
strategically
they'll
need
to
develop
an
execute
long-term
plans
that
address
the
needs
of
the
community,
while
promoting
vibrant
and
safe
nightlife.
And,
finally,
someone
with
strong
problem
solving
abilities.
We
need
someone
who
can
think
creatively
and
find
innovative
solutions
to
complex
problems
that
arise
right.
Z
Thank
you
for
that.
I
think
there's
going
to
be
a
lot
of
interest
in
in
the
position,
so
I
look
forward
to
learning
more
about
the
hiring
process.
Compensation
and
I
do
think
you
know
really
Define
goals
and
kpis
for
what
would
make
this
strategy
a
success
is
going
to
be
critical
and
my
last
question
considering
the
nightlife
economy
is
6
p.m
to
6
a.m.
Do
you
envision
that
the
role
of
bylaw
will
need
to
be
expanded.
AA
So
thank
you,
chair.
We've
engaged
with
our
bylaw
colleagues
as
as
part
of
the
development
of
this
action
plan.
We
know
that
there's
certainly
going
to
have
to
be
further
conversation.
Their
resources
are
stretched.
We
know
that
and
so
we'll
be
working
with
them
to
try
to
minimize
the
impact
on
their
services
as
much
as
possible.
Z
M
M
Ottawa
Land,
Development
Corporation
is
going
to
have
a
new
mandate.
This
terminal
Council,
in
which
it
will
be
really
be
focused
on
affordable
housing
if
oldc
determines,
through
the
course
of
its
conversations
around
this
parcel
that
we
want
to
go
in
that
direction
with
it
rather
than
an
employment
lens
Direction
with
it.
What
is
our
flexibility
to
make
that
decision
at
the
board
level,
and
if
that
decision
were
made
at
the
board
level?
Does
that
have
to
come
back
to
council
to
be
confirmed.
AH
The
board
could,
when
this
item
Rises
to
oclc
board,
the
board
could
make
a
recommendation
that
staff
explore
wood
planning
staff
further
the
the
option
to
have
the
property
designated
or
redesignated.
We
did
have
initial
conversations
around
that
topic,
and
indications
are
right
now
that
it
should
remain
as
employment
lands.
However,
the
board
can
certainly
you
know,
provide
the
opinion
that
our
housing
should
be
further
explored
and
the
legal
ramifications
of
that.
M
M
Thanks-
and
it
is
part
of
recommendation
too,
for
the
benefit
of
my
colleagues
and
I'll-
take
just
a
second
recommended
city
council
authorized
staff
to
transfer
the
lands
lips
to
Auto
oldc
for
future
disposal
to
support
the
city's
employment
land
Economic
Development
objectives.
So
it
is
that
Clause,
within
the
recommendations
that
I'm
concerned
is
going
to
be
a
significant
constraint
on
our
flexibility
to
go
a
different
paths
at
the
board
level
at
all.
Dc.
AI
Yeah
chair
currently,
these
lands
currently
right
now
are
designated
on.
The
official
plan
is
employment
and
Logistics
under
the
employment
Logistics
Logistics
designation
of
those
those
are
reserved
for
industrial
uses
for
future
employment
purposes.
Those
lands
are
also
in
close
proximity
to
a
heavy
rail
Corridor
as
well
too
so
in
terms
of
the
redesignation
of
those
lands
in
the
future
for
purposes
other
than
industrial
purposes.
AI
Z
Great,
thank
you.
Counselor
leaper
I'm,
not
seeing
any
other
hand.
So
is
this
carried
and
my
apologies?
The
last
item
was
meant
to
be
carried
not
received.
So
can
we
carry
thank
you
moving
on,
we
have
no
in-camera
items.
We've
got
one
information
previously
distributed
update
on
the
city
of
ottawa's
response
to
the
proceedings
of
the
public
order.
Emergency
Commission
we've
got
no
notices
of
motion
no
increase
under
other
business.
We
do
have
a
motion
from
counselor
luloff,
so
I'm
asking
for
our
committee
concern
concurrence
that
we
can
add
the
item
to
the
agenda.
C
Thank
you
very
much
and
I
truly
appreciate
my
colleagues
allowing
for
this
to
be
lifted,
given
that
we
are
anticipating
the
return
of
the
review
on
Brownfield
grants
and
CIP
applications,
it's
supposed
to
come
back
next
month.
So
that's
the
reason
for
asking
you
today
to
to
lift
this
onto
the
agenda.
There
is
currently
an
application
in
that
is
supported
by
staff
under
the
integrated
Orleans
Community
Improvement
plan.
C
So
we
wanted
to
ensure
that
this
that
the
conditions
under
which
it
was
originally
recommended
by
staff
be
preserved
following
the
review.
This
is
a
pretty
long.
Does
the
committee
wish
for
me
to
read
through
this,
or
would
you
like
me
to
get
to
the
therefore
be
it
resolved?
I
believe
that
this
has
been
distributed
for
a
few
days,
so
chair
I'm
at
your
I'm
at
your
mercy.
C
Otherwise,
therefore,
be
it
resolved
that,
notwithstanding
any
program,
recommendations
contained
in
the
CIP
program,
reviews
staff
report
or
any
decisions
made
with
respect
to
the
CIP
program
by
council
at
the
CIP
application
for
1280
trim,
Road
be
brought
forward
to
Future
financing,
Corporate
Services
committee
meeting
for
consideration
under
the
terms
and
conditions
of
the
integrated
Orleans
CIP
program
as
they
existed.
As
of
the
date
of
the
application.
C
Last
term
of
council,
we
integrated
The
Orleans
CIP.
It
was
passed
this
this
application
came
in
and
it
meets
all
of
the
intents.
It
creates
over
50
new
jobs
on
this
site
and
essentially
takes
an
old
rusted
out
Hangar
building
that
was
meant
to
be
repurposed,
but
Structural
Engineers
have
said
that
it's,
it's
not
sound
to
be
repurposed
and
so
therefore
it'll
be
torn
down
and
eight
brand
new
businesses
will
be
built
on
this
site
employing
over
50
people
and
I.
C
Think
I
think
it
might
actually
be
70
people,
that's
five
new
retail
spaces,
one
large
service
and
two
restaurants.
This
is
an
excellent
use
of
the
CIP,
creating
that
that
number
of
businesses
so
close
to
Transit
I
will
mention
that
this
site
is
not
zoned
under
the
secondary
plan
or
the
official
plan
for
any
other
use.
C
C
This
this
project
would
not
be
moving
forward
demonstrably
without
the
CIP
Grant.
The
amount
of
the
grant
is
much
lower
than
some
of
the
cips
that
we've
that
we've
spoken
to
this
is
a
local
CIP,
and
this
this
this
project
will
create.
You
know
jobs
in
my
community,
decent
paying
jobs
in
my
community,
provide
additional
service
and
retail
space
in
an
area
that
is,
you
know,
just
starting
to
come
into
its
own.
So
I'd
appreciate
your
support
today
and
I'd
be
pleased
to
answer
any
questions.
C
M
Thanks
I
just
want
to
make
sure
I
understand
the
motion,
because
I
am
taking
a
look
at
it
for
the
first
time
this
morning,
but
if
I
understand
properly,
this
is
to
exempt
it
from
the
pause,
but
it
is
not
to
actually
to
allow
it
to
move
to
the
point
of
getting
a
staff
recommendation.
But
it's
not
approval
of
the
Sip
Grant
itself.
C
C
This
I
as
I
understand
it
is,
you
know,
I,
think
staff
are
looking
to
be
respectful
of
the
process
of
of
reviewing
the
cips.
What
I'm
asking
for
is
that,
because
this
application
was
already
in
Council,
has
decided
that
applications
that
came
in
under
the
Orleans
CIP
are
Exempted
from
the
pause
that,
notwithstanding
any
recommendations
that
come
out
of
the
review,
that
the
original
conditions
of
the
Orleans
CIP
as
this
applicant,
you
know,
came
forward
with
the
preserved
when
it
comes
to
to
fedco
and
full
Council.
C
C
M
L
AI
L
That's
helpful,
I'm
I'm
prepared
to
support
it
now.
Council
Bluff
and
just
understanding
that
there's
a
review
coming
and
council's
will
at
the
time
was
to
allow
applications
to
come
forward
under
the
old
program.
It
may
not
support
if
it
comes
to
to
committee,
even
under
the
old
program,
but
I'm
willing
to
support
it
now
and
that
you
have
the
item
come
forward
for
a
consideration.
I
guess
when
it
comes
to
to
staff.
L
AI
Chair,
we
can't
presuppose
what
committee
your
chair's
recommendations
may
be
with
respect
to
the
future
of
the
program.
As
councilor
luloff
has
pointed
out,
there
is
a
procedural
fairness
with
respect
to
the
program
as
applying
for
under
the
rules
under
which
it
was
eligible
and
that's
the
basis
for
staff
support
for
this
motion.
S
AI
AJ
Yes,
I'm
going
to
be
supporting
this
motion.
I
see
this
as
preserving
a
level
of
fairness
and
ensuring
that
the
process
that
we
previously
established
is
being
upheld
and
I
really
do
see
this
as
giving
the
applicant
a
fair
Shake
I
want
to
thank
councilor
Lula
for
bringing
it
forward.
We
know
how
absolutely
necessary
it
is
to
analyze
every
opportunity
that
comes
our
way
in
the
East
End
and
I.
As
I
said
I
see,
this
is
giving
this
applicant
a
fair
shake,
so
I
will
be
supporting
this
motion.