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From YouTube: Ottawa Police Services Board – October 26, 2015
Description
Ottawa Police Services Board meeting – October 26, 2015 – Audio Stream
Agenda and background materials can be found at http://www.ottawa.ca/agendas.
B
B
B
So
the
Omni
I
think
a
thank
you
item
number
for
board
policy
review
that
the
Ottawa
police
service
board
approved
the
policy
amendment
contained
in
this
report
and
I
believe
there's
a
little
friendly
amendment
on
item
number
four,
and
that
should
the
policy
that
was
reviewed
this
year
was
virtually
admitted
from
the
report
policy,
CR,
15,
occupational
health
and
safety
with
review
and
no
changes
were
recommended.
We
need
to
add
this
to
so
move
by
so
moved
so
on.
Item
number
four
approve
as
amended.
B
Okay.
Thank
you
item
number.
Five.
The
Ottawa
police
service
initiative
update
so
we'll
have
to
have
a
staff
presentation
on
item
number,
five
item:
number
six
2016
budget
direction
and
timetable
that
stab
be
prepared
that
2016
draft
operating
and
capital
budget
bait
on
one
point:
seven:
five
tax
increase
an
estimated
1.3
increase
in
taxes
resulting
from
growth
assessment,
based
so
on
the
budget
direction
and
timeline.
B
Thank
you
item
number
eight
performance
report.
Third
quarter,
2015
the
auto
police
service
board
to
receive
this
report
for
information.
Thank
you.
Item
number
nine
workforce
management
report
third
quarter,
2015
that
the
Ottawa
Police
Service
Forge
approve
one
approved
the
appointment
of
sworn
officer
identified
in
annex
B
to
receive
this
report
for
information.
Is
the
item
carry
and
received?
Thank
you
item
number
10
complaint
report
part
five,
that
the
other
of
the
Service
Board
received
this
report
for
information.
B
Item
number
eleven
report
on
Special
Investigation
Unit,
the
Ottawa
police
service
board,
receive
this
report
for
information
item
number
twelve
legal
service
report.
Third
quarter
2015
the
Ottawa
Police
Service
Board,
received
this
report
for
information
item
number
13,
board
monitoring
requirements,
status;
report;
third,
quarter
that
the
RL
Police
Service
Board,
received
this
report
for
information
item
number
14
outstanding,
brought
in
wise
and
emotions.
October
2015,
the
arrow
Police
Service
Board,
received
this
report
for
information.
B
C
Thank
You
mr.
chair
members
of
the
board
good
evening,
I
have
a
number
of
items
to
update
the
board
on
I,
want
to
start
with,
to
take,
take
a
moment
to
acknowledge
the
recent
passing
of
two
of
our
former
members,
patricia
catch
mer,
passed
away
on
the
at
the
age
of
77.
She
joined
the
ottawa
police
in
1980
and
enjoy
the
26
year
long
career
working
in
the
communication
center
at
the
information
desk
and
in
courts
she
retired
in
March
of
2006,
but
she's
also
spent
many
years
since
that
time.
C
Volunteering
on
our
behalf,
both
in
the
community
and
within
the
service.
We
also
lost
Jen
due
May
this
month,
one
of
the
first
police
woman
to
join
our
Police
Service.
She
died
at
the
age
of
78
after
a
41
year
career
with
us
retiring
in
2002
policing.
We
have
many
members
who
dedicate
a
good
portion
and
even
their
entire
careers
to
this
profession.
The
contributions
continually
felt
after
they've
left
our
service,
and
this
was
the
case
with
both
Patricia
and
Jen.
C
We've
heard
a
number
of
charges
this
month
in
relation
to
some
violent
crimes
that
have
taken
place
in
our
community.
Our
guns
and
gangs
unit
recently
investigated
in
late
charges
in
relation
to
a
shooting
on
Montreal
road
which
occurred
on
October
16th.
During
the
altercation
a
30
year,
old
male
was
shot
in
the
abdomen.
C
He
was
taken
to
hospital
treated
and
since
released
the
23
year,
old
male
has
been
charged
with
attempted
murder
and
several
firearms
related
offenses
on
August
10th,
a
male
victim
was
stabbed
in
the
shoulder
in
the
area
of
hunt
club
and
Laurie
Greenberg
Drive
during
a
robbery,
two
unidentified
suspects
were
seen
fleeing
the
scene
in
an
SUV
in
early
October.
An
investigation
led
to
an
18
year
old,
male
being
identified,
who
has
since
been
charged
in
relation
to
this
incident
on
October
21st.
C
These
patrol
officers
responded
to
a
disturbance
on
cedarwood
Drive
hora,
stabbing
had
taken
place
to
out
male
to
adult
males
were
arrested
and
transported
to
the
hospital
with
non-life
threatening
injuries.
Our
East
District
investigators
have
subsequently
charged
a
25
year
old
male
on
a
20
year
old
mill,
with
numerous
charges
related
to
this
incident.
When
crimes
such
as
these
occur,
they
shake
up
our
neighborhood
in
the
community
sense
of
safety.
They're
quick
resolution
not
only
holds
those
responsible
accountable
for
their
actions,
but
also
helps
to
restore
this
sense
of
safety.
C
I'd
like
to
commend
all
of
the
members
from
across
the
organization
involved
in
these
investigations
for
their
hard
work,
I'd
like
to
highlight
some
recent
work
of
our
robbery
unit,
the
relation
of
15,
separate
investigations,
which
successfully
led
to
charges
between
September,
15th
and
October.
4Th
five
separate
robberies
took
place
upon
investigation
by
a
robbery
unit
a
21
year
old
male
was
identified
and
has
been
charged
in
relation
all
five
of
these
incidents.
His
second
unidentified
female
suspect
remains
outstanding
as
well
between
October,
19th
and
13th.
C
An
additional
five
robberies
took
place
a
35
year
old
male
was
charged
in
connection
with
these
robberies
and
finally,
between
September
29th
and
October,
9th
two
suspects,
typically
armed
what
knives
robbed
by
businesses.
One
of
the
suspects
has
since
been
charged,
while
the
second
remains
unidentified.
C
C
The
drug
unit
recently
conducted
its
fall
2015
outdoor
marijuana
eradication
program.
During
the
course
of
these
investigations,
please
identified
15
locations
across
southern
rural
areas
of
the
city.
A
total
of
1,500
marijuana
plants
were
seized,
valued
in
excess
of
1.5
million
dollars
from
October
5th
until
October
8.
Our
human
trafficking
section
officers
participated
in
the
fourth
edition
of
operation
northern
spotlight.
This
is
a
national
initiative
intended
to
combat
human
trafficking
involving
more
than
40
police
services
across
Canada.
In
Ottawa,
eleven
sex
trade
workers
were
contacted
during
this
month's
operation.
C
Northern
spotlight,
two
adult
males
were
charged
and
a
total
of
eleven
criminal
charges
have
been
laid,
but
all
select
update
the
board
on
a
partnership
with
city
services.
In
April
of
this
year,
work
commenced
on
transitioning
our
payroll
responsibilities
to
the
City
of
Ottawa
payroll
branch.
As
of
today,
the
city
has
full
responsibility
of
processing
all
pay
implications
for
the
police
service.
C
This
transition
allows
our
service
to
focus
more
on
core
functions
and
improve
services
provided
to
our
members,
and
frontline
services
in
particular
allows
us
to
focus
on
employee
scheduling
and
attendance,
which
will
better
support
operations
and
our
new
control
center,
which
you'll
hear
more
about
during
the
service
initiative.
Presentation
I'd
like
to
thank
our
financial
operations
and
Human
Resource
employees
who
worked
on
this
transition
along
with
city
payroll
branch
employees.
C
Earlier
this
month
we
began
accepting
applications
for
the
2016
Thomas
G
Flanagan
scholarship
award.
The
scholarship
is
awarded
annually
to
a
racialized
or
Aboriginal
woman
who
expresses
an
interest
in
policing
as
a
career
with
the
Ottawa
Police
Service.
Following
period
of
post-secondary
studies,
the
$1500
scholarship
is
awarded
at
the
2016
community
police
award
ceremony.
Applications
can
be
found
on
the
website
at
Ottawa
police
dot,
CA
on
October
20th.
The
number
of
our
members
came
together
to
support
a
fellow
colleague
retired
sergeant
when
Mimi
was
diagnosed
this
past
year
with
lymphoma.
C
His
particular
diagnosis
required
a
stem
cell
transplant
members
of
our
service
took
it
upon
themselves
to
organize
a
clinic,
a
mouth
swab
clinic
at
our
algún
Street
headquarters.
To
find
a
match,
Oh
PS
exceeded
the
expectations
of
the
Canadian
Blood
Services,
and
a
total
of
96
swabs
were
completed
during
a
two-hour
clinic
I'd
like
to
thank
everyone
who
came
out
for
this
worthwhile
cause.
C
Please
contact
information
with
1-click
and
be
reminded
to
leave
the
phone
alone,
while
driving
today
initial
Apple
app
has
estimated
has
been
estimated
to
downloaded
five
thousand
five
hundred
times.
The
special
thank
you
goes
to
Ottawa
police
sergeant.
Anthony
Skinner
and
Colin
white,
a
student
from
the
University
of
Toronto,
grew
up
in
Ottawa
and
developed
a
new
Android
app
and
finally,
just
to
remind
the
board
about
a
few
upcoming
events.
We
have
our
United
Way
launch
this
coming
Wednesday
at
our
annual
United
Way
campaign
launch
barbecue,
which
will
be
in
the
lobby
of
474
elegan.
C
Everyone
is
welcome
to
attend
a
special
thank.
You
goes
out
to
this
senior
officer
sponsor
inspector
Paul
go
on
and
campaign
chair
constable
Candace
Lowe.
Let's
chat
priorities
2016
to
2018
business
plan
on
November
5th,
the
community
consultation
for
the
business
plan
will
be
taking
place.
It's
an
opportunity
for
the
o
PS
and
the
Ottawa
Police
Service
board
to
hear
from
community
and
policing
partners
and
residents
on
priority.
There
is
to
inform
our
three
year
plan,
which
is
centered
on
the
community
members
and
service.
C
It's
also
an
opportunity
to
explore
questions
and
issues
that
matter
to
the
community
and
small
group
table
chats
Crime
Prevention
Week
is
between
November
1st
and
November
7th,
with
a
series
of
events
being
held
to
celebrate.
This
year's
theme
is
personal
safety.
Members
of
the
board
are
welcome
to
join
us
for
a
barbecue
launch
on
Monday
November,
2nd
all
proceeds
will
go
to
the
United
Way
and
lastly,
on
November
7th,
the
sixth
annual
Ottawa
police
gala
is
being
held
at
the
Shaw
Center.
C
This
year's
gala
will
feature
former
sergeant
at
arms
in
Canada's
newest
ambassador
to
Ireland
Kevin
Vickers.
As
the
keynote
speaker
in
the
past
five
years,
the
gala
has
raised
over
450
thousand
dollars
for
local
charities
in
our
community
I'd
like
to
take
an
opportunity
to
thank
Superintendent,
Dan
Delaney
and
the
gala
committee
in
the
past
and
inspector
Mike
Laviolette
for
with
his
group
of
people
this
year
for
taking
it
on
and
that's
November
7th.
This
year's
proceeds
go
to
the
Ottawa,
Food
Bank
and
the
caring
and
sharing
exchange
and
then
it
concludes.
C
C
B
Well,
first
of
all,
I
want
to
wish
you
good
luck
in
your
college
and
I
was
so
happy
to
walk
in
I
thought
wow.
We
have
a
lot
of
people
to
go
and
speak
about
the
budget
tonight,
but
I
guess
I
guess
you
will
be
happy
to
know
we're
going
to
be
hired
a
new
police
officer.
So
thank
you
for
attending
tonight.
Thank
you
acting
chief
Kili
and
it's
why
I'm
to
the
chief
none
can
we
receive
that
Chiefs
or
a
verbal
report
say.
B
Thank
you
item
number
two
is
the
National
Capital
Area
Crime
Stoppers,
so
with
us
mr.
McMullen,
the
chairman
of
the
National
Capital
Area,
I,
want
to
say
Richard.
Thank
you
very
much
for
your
dedication
and
and
your
board
members
for
job
well
done
on
many
front.
You
come
a
long
way.
I'll
turn
it
over
to
you,
sir.
Thank.
D
You
very
much
mr.
chairman,
I
appreciate
those
remarks.
I
was
reminded
this
evening
that
this
is
our
eighth
presentation
to
the
opie
SB
and
it's
my
fifth.
So
it's
it's
a
pleasure
just
to
acknowledge
that
we
have
come
a
long
way.
Obviously,
financial
constraints
and
budget
considerations.
Notwithstanding,
we've
we've
moved
forward
in
a
lot
of
different
fronts.
D
So
thank
you
for
having
us
at
these
that
word
meanings,
because
it
means
a
lot
to
us
to
be
able
to
share
with
the
community
some
of
our
successes
and
some
of
our
challenges
as
well,
so
I'm
actually
joined
today
with
some
of
our
board
members
and
one
of
our
volunteers
actually
two
of
our
volunteers
as
well.
So
let
me
just
acknowledge
them
for
a
moment
they're
in
the
audience
with
us
and
and
help
them
to
support
me
provide
this
report.
So
maybe,
if
they
can
stand
up,
we
can
recognize
them.
D
So
Wayne,
as
you
know,
is
the
past
president
and
still
serves
as
a
director
and
and
and
that's
really
a
good
for
us
and
Louise
and
Courtney
are
two
more
volunteers
that
participate
a
lot
of
different
events
across
the
region.
So
we're
really
pleased
to
have
them
basically
give
you
an
update.
We've
submitted
a
report
sergeant,
Wong
and
Janice
continue
to
be
champions
for
this
program,
and
you
know
we
couldn't
deliver
the
services
without
their
hard
work
and
dedication,
and
so
we're
very
appreciative
of
the
leadership
that
o-p-s
members
provide
to
us.
D
It's
it's
quite
good.
Over
the
past
year,
you
know,
we've
continued
to
do
all
sorts
of
different
events.
In
2015
we
held
our
30th
annual
general
meeting
and
it
was
a
real
honor
to
have
Deputy,
Chief,
Skinner,
attend
and
and
take
part
in
that
AGM
I'm
reminded
she's
continually
supporting
the
program
as
her
the
senior
leadership
and
and
the
members
of
the
Ottawa
Police
Service,
and
we're
very
thankful
for
that.
Deputy
chief
Skinner
reminds
me
too,
that
collaboration
is
key
and
we
truly
believe
that
so
working
together
is
important.
D
One
of
our
challenges,
as
I've
reported
on
many
presentations,
is
our
inability
to
share
those
success
or
comforts
some
of
those
success
stories
with
our
partners
with
the
community
at
large
and
certainly
with
the
media.
But
I
can
tell
you
that
the
success
that
this
program
is
able
to
deliver
for
this
community
is
outstanding.
The
results
that
were
able
to
achieve
are
truly
amazing
and
we
articulate
those
in
our
statistics.
D
So
the
reports
that
we
share
with
our
with
our
police
partners,
mindful
that,
sometimes
when
those
statistics
are
released,
sometimes
there's
news,
media
clips
and
and
such
protecting
the
anonymity
of
the
tipsters-
is
crucial
for
us
as
one
of
our
pillars.
But
you
know
so
far.
This
year,
we've
assisted
in
the
recovery
of
13
firearms.
We've
helped
with
48
arrests,
239
criminal
charges,
we've
helped
to
recover
seventy
eight
thousand
dollars
worth
of
property.
D
You
know
having
that
iconic
1-800,
two
to
two
tips
number
and
the
tools
that
were
able
to
provide
online
are
really
really
good.
So,
since
my
last
update,
we've
continued
to
do
outreach
in
the
community,
and
earlier
this
year
we
attended
Ottawa
Police
Service
Police
week.
Initiatives
across
the
city,
we've
attended
numerous
community
events,
the
Navin
Fair
parade,
barbecue
events.
D
Councilor
community
invited
us
to
attend
a
community
event
on
Jasmine
crescent,
and
these
are
great
opportunities
for
us
to
share
our
program,
reinforce
the
need
to
contact
police
or
contact
Crimestoppers
if
you're
having
information
that
might
be
beneficial
any
year.
This
year.
We
also
helped
media
awareness
and
launched
a
campaign
with
the
national
coalition
against
contraband
tobacco,
and
that
was
quite
successful
for
us
from
a
couple
of
different
points.
We
partnered
with
the
Ottawa
Champions
baseball
club
this
year
and
participated
and
helped
organize
the
first
responders
data
was
very
successful.
D
Had
the
Ottawa
Champions
mascot
a
two
hour
golf
tournament,
where
we
raised
over
$14,000
for
the
program.
These
are
the
kind
of
things
that
really
make
us
committed
to
do
better
and
more
things.
Some
of
our
focus
moving
forward
is
to
get
a
better
engagement.
You
know
the
folks
behind
me
in
our
media
contingent.
Crimestoppers
has
to
do
a
better
job
connecting
with
the
media.
D
We
know
through
our
own
reporting
that
many
people
come
forward
as
a
result
of
seeing
it
on
a
local
TV
broadcast
reading
about
it
on
the
local
newspaper
and
hearing
about
our
radio
stations.
So
we
have
to
do
a
better
job
at
engaging
with
them.
O
PS
media
has
done
a
tremendous
job
at
every
one
of
their
releases.
They
include
the
tagline
or
call
Crime
Stoppers
anonymously.
Those
are
really
important,
so
we
need
to
connect
better
with
our
media
partners
to
to
do
that,
and
that's
something
we're
going
to
continue
to
do
in
closing.
D
I
just
want
to
reiterate
the
strong
support
and
encouragement
that
we
received
from
both
the
board.
City
Council
and
police
service
were
really
fortunate.
To
have
that.
You
know
on
a
golf
tournament,
we
had
several
counselors
come
out
that
led
to
some
further
meetings
with
them
to
help
share
information
about
Crimestoppers
and
the
things
that
we're
able
to
to
do
and
partner
with
so
I'm
very
encouraged
by
that
2016.
The
year
ahead
is
gonna,
be
a
solid
year
for
us
as
well
be
happy
to
take
any
questions.
Anyone
may
have
well,
first.
B
C
B
E
E
D
E
D
It's
it's
something
that
we'd
like
to
do
again.
You
know.
Last
year
we
did
a
United
Way
event
in
prison.
The
Chiefs
I
think
was
the
theme
of
it
and
it
was
quite
successful
for
United
Way.
We've
used
the
jail
cell
at
different
fundraising
events
for
other
organizations
that
see
it
as
a
good
opportunity
to
connect
as
well.
Thank.
D
F
G
So
actually
I
just
wanted
to
pass
along.
My
thanks
as
well
the
weighing
in
yourself
coming
out
in
short
order
to
that
jasmine
barbecue.
It
was
great
to
see
such
a
collective
group
between
the
resource
center,
the
food
bank
and
having
you
guys
that
there
was
a
big
part
of
it
too.
So
thank
you
again
to
all
your
folks.
Thank.
A
You
qu
hello
there
good
to
see
again.
We
did
some
very
good
work
together
with
the
Bene
ABI
a
couple
of
years
back
and
I
was
just
wanting
to
thank
you
for
that,
because
I
know
that,
with
the
grocery
store
that
you
mentioned,
there
was
some
really
good
work
done
in
partnership
and
I'm,
just
wondering
if
there
are
other
BIA
s
that
you're
working
with
in
the
city,
because
that's
such
a
great
partnership
opportunity
for
all
kinds
of
reasons,
just
wondering
if
others
have
called
upon
your
services
there
or
to
work
together,
not.
D
Every
BIA
has
been
as
engaging
obviously
as
the
vania
community
has.
You
know
we
were
just
out
in
Bangor
a
few
weeks
ago
to
assist
them
with
their
cleanup,
the
capital
initiatives
on
a
Saturday
morning,
and
you
know
just
having
our
presence
there.
We
were
delivering
supplies
and
it's
worthwhile.
The
community
really
needs
to
do
that.
D
B
E
Just
building
on
that
and
Suzanne
was
the
former
executive
director,
but
all
the
BIA
s
don't
have
the
same
connection
that
it
wouldn't
have
the
fit,
but
perhaps
a
presentation
to
go,
be
a
co
BIA,
which
is
that
they
would
be
a
good
idea
and
council
and
chair
Eli
Elgin
Terry.
Is
the
council
connection
to
that?
Yes,.
B
I
would,
with
you
and
I,
will
connect
you
to
the
Ottawa
Council
on
ba.
We
have
18
BIA
and
we'll
be
happy
to
have
a
presentation
from
you
at
simple
as
a
little
grated.
Thank
you.
Thank
you
very
much.
Thank
you
and
thank
you.
Sorry,
one
for
your
continued
support
to
the
Crimestoppers.
Thank
you
I'm
and
a
presentation.
You
see
you
see
it.
Thank
you
item
number
five
is
our
woefully
service
initiative,
update
and
I
think
we
have
a
presentation
so
I'll
turn
it
to
the
acting
chief
to
introduce
the
team
and
mr.
C
H
You
very
very
much
now
we're
going
to
jump
right
into
this.
I
know
that
you've
already
received
some
information.
I've
met
with
a
number
of
members
individually
and
at
the
end
of
this
I'm,
going
to
once
again
make
that
invitation
that
it's,
if
you
just
want
to
have
conversation
about
where
we're
heading
you'd,
said
we're
more
than
open
to
that.
H
So
just
going
to
run
through
the
background
we've,
given
you
a
much
of
this
information
in
the
past
just
want
to
refresh,
we
want
to
discuss
a
little
bit
about
the
new
operating
model
that
we're
moving
towards
and
the
consultation
that
we
have
undertaken
as
well
as
our
next
steps.
Excuse
me
for
one
second,.
H
With
with
us
our
there's
a
number
of
reasons
why
we
understood
that
we
needed
to
move
to
si,
we
understood
that
the
model
that
we
presently
have
is
not
working.
It's
not
sustainable.
The
budget,
we're
continuing
to
have
budget
demands
placed
on
us
than
our
human
resources
costs
83%
of
our
overall
budget
and
there's
no.
So
there
was
a
recognition
that
we
need
to
move
that
direction.
Additionally,
the
city
is
changing.
If
not
only
is
it
growing,
but
it's
also
getting
older.
H
H
H
We're
jumping
around
on
the
other
screen
there
so
going
back
one
slide:
what
is
it
that
I
was
trying
to
achieve
we're
trying
to
achieve
improve
service,
and
that
includes
limiting
the
number
of
times
that
the
public
actually
has
to
tell
their
story
to
us.
We
know
that
that
causes
frustration.
We
really
do
want
to
make
sure
that
it's
a
one-stop
shop
they'll
get
the
service
they
require
and
move
on.
H
Additionally,
we
know
that
we
have
to
find
money
and
person
hours
and
find
those
efficiencies,
and
that
is
what
si
is
achieving
now
we
also
know
the
partnerships
are
the
way
for
us
to
improve
that
service
and
to
and
as
Richard
mentioned
collaboration
is
key
in
the
future.
There
are
a
number
of
agencies
that
will
overlap
with
the
service
they
provide
and
being
able
to
make
those
formalized
partnerships
are
going
to
assist
us
in
the
future.
H
Sometimes
our
informal
and
we
find
that
when
one
member
from
either
our
agency
or
the
external
agency
leaves
that
partnership
falls
apart
and
those
efficiencies
and
effectiveness
that
we
had
shaved
is
gone.
So
we
need
to
formalize
those
a
good
example
that
some
of
you
may
have
heard
of
is
merit
where
we
bring
together
our
stakeholders
that
are
involved
in
those
hot
acutely
arrests,
people
in
our
community
and
we
identify
solutions
at
that
table.
H
There's
a
number
of
rules
that
go
along
with
merit
so
that
people
maintain
that
confidentiality,
that's
so
necessary,
but
they're
also
providing
service
to
those
people
to
get
them
out
of
all
of
our
systems,
and
we
know
that
in
other
agencies,
where
they've
implemented
net
50%
of
the
cases
are
brought
to
the
table
by
police
and
only
10%
have
been
taken
away.
So
we
know
that
we're
doing
things
that
other
people
really
have
the
responsibility
for,
but
we're
the
go-to,
because
we
were
open
after
four
o'clock
in
the
afternoon.
H
Additionally,
we're
looking
for
cost
recovery.
We've
got
a
couple
examples.
So
marine
dive
trail
they
presently
they
have
a
certain
requirement
for
training.
Additionally,
when
they're
doing
their
training
they're
in
the
course
well,
that's
where
people
dump
their
stolen
cars
once
they're
dumped,
they
become
the
property
of
insurance
companies.
Insurance
companies
have
an
environmental
responsibility
to
get
that
vehicle
over
there.
So
it's
a
win-win
for
both
of
us,
because
we
have
to
do
training.
We
have
to
have
a
certain
number
of
hours
and
the
insurance
company
wants
to
be
equipped.
H
We
we
do
it
at
our
pay
rates.
The
insurance
companies
would
have
to
bring
in
experts
and
I
can
tell
you
that
the
experts
charge
a
lot
more
than
we
do
so
it's
a
win-win
as
far
as
we're
concerned.
Additionally,
we're
doing
escorts
now
for
the
yeah
for
people
who
are
vips
as
a
cult
we're
doing
those
through
the
city
when
there's
a
lower
level
of
risk,
when
it's
a
higher
level
of
risk,
we'll
continue
to
collaborate
with
the
RCMP,
but
a
lower
level.
We
do
generate
revenue
on
that
area.
H
So
what
I'd
like
to
talk
about
is
the
new
operating
model.
It's
really
where
we've
gotten
to
the
work
that
we've
done
over
the
past
number
of
months.
We
started
in
in
June,
and
this
actually
came
from
the
target
operating
model
that
you
would
have
gotten
a
presentation
from
last
year.
That's
the
models
at
KPMG.
We
work
with
KPMG
to
develop
that
model,
and
it's
really
a
high
high
level
of
future
vision
of
the
ATO,
a
place
where
the
new
operating
model
or
we're
calling
it
the
integrated
operating
model
is
really
about
real
reality.
H
What
is
happening
on
the
ground
day-to-day
so
we'll
walk
through
that
as
we
go
further,
but
I
want
to
tell
you
how
we
got
there.
So
back
in
June,
we
developed
a
number
of
working
groups.
Those
working
group
consisted
of
more
than
100
members
from
across
the
organisation
and
they
developed
options
for
each
of
the
projects
that
identified
the
management,
organizational
design
and
the
control
centre.
Those
models
where
those
options
were
developed
and
brought
forward,
and
then
we
use
what
are
called
organizational
design
principles
and
they're.
H
Basically,
a
scorecard
that
you
that
you
score
against
to
identify
one
to
score
models
against
each
other.
Those
models
were
then
brought
to
the
senior
management
and
the
executive
command
for
endorsement,
and
there
was
an
agreement
that
those
are
the
best
options
available.
Those
options
were
then
brought
back
to
the
team,
so
they
could
integrate
the
individual
projects
into
one,
as
a
result
of
which
we
got
the
a
model
that
was
then
brought
forward
again
to
the
executive,
where
there
was
an
another
endorsement
that
endorsement
in
June
started
our
consultation
cycle
through
June
and
September.
H
We
actually
consulted
with
fed
a
larger
and
more
members
in
the
organization,
and
let
them
have
a
look
at
the
what's.
So
what
are
the
activities
that
we,
as
an
organization,
have
to
be
able
to
be
efficient
and
effective?
We
knew
going
into
that
that
we're
gonna
get
some
questions,
that
we
don't
have
the
answers
to.
Yet
how
is
this
going
to
affect
me?
We
know
that
that's
what
people
want
to
know
we're
not
there
yet
and
I.
Think
one
of
the
things
that
this
does
tell
people
is,
though
this
isn't
a
matter.
H
We
actually
call
this
a
storyboard
and
a
ruler
does
tell
a
story
of
the
day-to-day
operations
of
the
Ottawa
Police
Service.
It
is
about
the
what
so,
if
you
look
in
the
in
the
top
left-hand
corner,
that's
the
point
of
service.
What
what
we've
said
about
point
of
service
is:
there's
a
number
of
assumptions
out
there
that
they're
absolutely
no
way
you
can
read
I,
believe
you
have
a
larger
model
in
front
of
you.
H
There
are
a
number
of
things.
Are
there
about
his
assumptions?
So
nine?
When
one
is
not
going
away,
we
are
going
to
keep
nine
and
one
and
there's
going
to
continue
to
be
the
emergency
number.
We
then
want
to
take
all
of
the
other
methods
of
bringing
information
of
the
system
and
bring
it
into
one
phone
number.
H
So
we
can
actually
look
at
our
crime,
stats
and
say:
assaults
is
the
number
one
call
type
we're
going
to
put
that
at
the
top
of
our
menu,
so
people
don't
have
to
listen
to
the
entire
menu
before
we're
getting
that
service.
You
have
a
piece
that
we
are
putting
on
this
menu
is.
If
you
push
there,
you
go
back
to
the
beginning
of
the
model
to
the
menu,
so
you
don't
get
to
strip
and
not
listen
to
us.
Yes,.
H
So
it's
really
us
trying
to
limit
those
numbers
of
telling
the
story,
depending
on
the
person's
choice
that
will
take
them
to
either
a
live
agent,
mobile
response,
which
is
our
dispatch
or
to
an
alternative
response
which
I'll
talk
about
in
a
moment.
The
community,
education
and
consultation
has
not
happened
yet,
but
we
know
that
we're
going
to
have
to
plan
for
that
in
the
future.
We
just
need
to
meet
at
the
right
place
to
be
able
to
answer
questions
before
we
go
there.
H
So
the
next
piece
is
the
alternative
response.
So
this
is
an
area
where
we
actually
know
that
we're
going
to
find
the
goals.
This
is
where
the
crux
of
the
capacity
will
actually
be
realized,
so
we're
conducting
an
analysis
of
all
of
the
emergencies
called
non-emergency
calls
that
we
have
in
2014.
We
were
seen
eight
hundred
and
twenty
seven
thousand
calls
that
includes
information
desk
inquiries
call
center
comm
center
offer
an
officer
initiated
as
well
as
switchboard
91
and
the
to
304
member
339
of
those
were
actually
entered
into
the
cat's
or
a
computer.
H
These
are
the
calls
that
we're
actually
considering
for
alternative
response,
so
they
alternative
responses
getting
made
up
a
number
of
notes
and
enhancing
some
of
the
services
that
we
already
provide.
So
we're
going
to
continue
to
have
the
walk-ins,
so
people
being
able
to
come
to
our
information
desks
and
get
their
service.
Additionally,
a
telephone
reporting
which
we
presently
have
we
may
want
increase
the
number
of
the
types
of
calls
that
we
receive
them
as
well
enhance
online.
So
right
now
we
have
a
quite
a
limited
menu.
H
We
believe
we'll
be
able
to
increase
that,
and
we
have
callbacks
so
call
box.
Right
now
are
already
done
by
the
call
center
when
their
cue
gets
to
pho.
We
do
call
people
back,
but
this
may
be
a
plan
to
call
back,
so
somebody
you
know
sends
us
we're
not
sure
what
the
house
look
like,
but
we
know
that
we'll
be
able
to
have
a
call
people
back
at
a
time,
that's
more
appropriate
for
them
to
actually
provide
us
the
information
and
then
appointments.
H
This
is
actually
one
of
the
areas
where
I
think
we
could
really
provide
some
high
level
service.
You
can
imagine
yourself
arriving
home
at
four
o'clock
in
the
afternoon
and
needing
to
report
something
to
police
and
being
told
within
two
hours.
Your
life
basically
goes
on
hold
for
two
hours,
and
that
may
not
be
the
best
time
for
you
so
recall.
H
The
appointments
will
actually
allow
us
to
make
the
appointment
when
it's
good
for
the
client,
but
it
also
be
good
for
us
because
we'll
have
the
resources
in
place
at
those
times,
so
we
give
them
an
area
that
they
could
say.
You
know
these
times
for
work
for
me
and
these
work
for
the
police
service
and
then
finally
Adelaide
mobile
response.
So
this
is
sending
a
sworn
officer,
but
sending
a
sworn
officer
once
again
and
an
appointed
time
or
person
can
be
in
a
position
to
receive
the
officer.
H
Over
in
the
bottom
left
is
the
integrated
frontline
deployment,
and
this
is
really
just
bringing
all
of
our
uniformed
members
together.
We
still
need
to
look
at
whether
this
is
a
specialist
or
a
generalist
model,
but
what
it
does
give
us
is.
It
gives
us
that
fluidity
and
flexibility
and
deployment
so
right
now
we
have
a
number
of
resources
that
are
on
the
road
that
are
hidden
resources.
We
really
don't
know
you
know.
A
dispatch
system
really
looks
at
the
people
that
are
in
patrol.
H
Now
some
of
you
and
may
work
out
and
live
out
close
to
a
hundred
or
tenth
line,
and
right
now
we
do
have
investigators
working
out
there.
The
plan
is
to
leave
those
investigators
in
those
areas
but
to
have
their
chain
of
command
out
of
the
CID
in
really.
This
is
just
allow
us
to
maintain
much
more
control
over
the
investigative
resources
that
we
have
and
then
be
fluid
and
adaptable.
H
H
H
H
There
is
a
plans
to
have
ability
to
provide
new
real-time
data
to
our
frontline
and
that's
either.
While
the
officers
are
on
route
on
scene
or
in
the
early
stage
of
your
investigation,
so
they
really
get
that
crime
analyst
information
to
them
when
they
need
it.
We
know
that
this
is
going
to
have
an
impact
on
our
solvability,
because
we're
going
to
have
the
information
they
need
to
be
to
be
conducting
those
investigations.
H
We
recently
held
a
two-day
working,
a
planning
session
with
our
working
groups
and
we
brought
in
Calgary
and
Toronto
Police,
who
both
already
have
control
centers
in
place
and
we're
taking
the
lessons
learned
by
them,
because
they
had
some
great
examples
of
things
that
we
didn't
want
to
do,
and
some
other
things
that
they
said.
We
absolutely
needed
to
do
for
the
control
center
to
be
efficient.
H
So
this
next
slide
actually
just
speaks
about
the
consultation
that
took
place
over
the
summer,
and
you
can
see
that
quite
a
number
of
people
were
spoken
with
the
entire
team,
including
myself.
I
went
to
all
these
sessions
group.
So
if
you
can
see,
groups
of
no
larger
than
35
were
spoken
to
and
more
than
a
thousand
members
were
provided.
This
information,
the
same
kind
of
information
that
you're
getting
and
what
we're
trying
to
do
is
bring
the
membership
along
with
us.
H
So
even
the
ones
that
aren't
involved
in
working
groups
have
an
understanding
of
where
we're
heading
so
that
everybody
can
be
much
in
the
same
step.
I
think
it's
important
to
recognize
that
we
also
recognize
changes
complex.
This
is
not
a
simple
organization
with
no
tentacles.
It
is
really
like
peeling
onions.
Every
time
we
undo
something.
We
realize
that
there's
more
interconnected
and
we
really
do
need
to
understand
those
connectivity's
so
that
when
you
make
changes,
we're
not
negatively
impacting
the
service
that
we're
providing
we're
continuing
to
provide
engagement
and
consultation
opportunities.
H
Excuse
me:
so
what
are
the
next
steps?
So
the
next
steps
we
have
up
to
75
members
and
they're
from
a
cross-section
or
entire
organization
from
different
ranks
and
experience
some
of
them,
but
some
of
the
people
that
have
come
to
us
and
has
more
experience.
People
come
to
us
with
those
experiences
and
are
able
to
assist
with
it
with
what
we're
planning
in
the
future.
We'll
have
somebody
that's
wrong.
One
of
the
working
groups
that
used
to
be
an
air
traffic
controller.
She
can
imagine
the
way
they
think
as
compared
to
a
frontline
officer.
H
So
it's
really
about
bringing
all
that
expertise
into
the
room
so
that
whatever
model
they
come
up
with
is
going
to
work.
But
it's
also
going
to
be
something
that
they've
developed.
Excuse
me:
the
projects
are
all
at
a
different
stage,
but
we're
trying
to
get
them
all
to
the
same
points
here.
So
really,
we've
can
conducted
the
Eliminator
work
on
the
ruts
and
now
we're
moving
to
the
house.
H
So
the
frontline
deployment
investigations
and
the
control
center
are
entering
into
the
design
phase,
while
the
demand
and
the
point
of
service
are
continuing
in
their
analysis
and
assessment,
we
will
then
be
moving
into
the
structural
design
phase
of
the
who'll,
the
hair,
the
way
on
the
wind,
and
we
believe
that
that
will
start
around
December
of
this
year
and
then
implementation
will
begin
in
the
new
year.
The
timelines
are
quite
they're,
not
solid.
You
know
we
have
general
ideas.
H
H
So
whether
you
choose
below
comes
for
a
q1
of
2016
well,
we
know
we
need
to
be
realistic.
We
can't
expect
to
make
changes
quickly,
but
we
also
look
at
the
current
realities.
You
know
if
we
were
to
have
enough
to
over
22nd
and
we
have
to
plan
for
those
kinds
of
things.
It
is
going
to
impact
our
ability
to
make
these
changes.
H
Additionally,
the
working
groups
are
not
dedicated
resources.
There
are
people
who
have
regular
jobs,
so
we'll
bring
them
in
once
a
week
to
do
the
work
and
then
we're
actually
sending
them
away
to
do
homework.
So
some
of
the
work
is
going
to
take
a
little
bit
longer
than
we
might
want,
but
this
is
the
only
way
we
can
do
it
with
an
organization
that
has
to
continue
to
be
available
24/7.
H
We
also
know
that
there
are
many
dependencies
and
we
have
to
take
them
into
account
as
we
begin
to
make
changes
so
over.
In
the
right-hand
side.
You'll
see
the
achievable
outcomes
that
we
were
expecting
for
the
first
quarter
of
2016
control,
center
concept
of
operations,
the
point
of
service
implementation
and
which,
with
the
updated
IVR
system
as
well,
we're
going
to
rely
on
the
investigation
units
so
that
they're
all
in
the
bunch
in
command
the
districting
model,
which
is
the
boundaries
and
the
zones
and
continued
to
do.
The
demand,
analysis
and
the
capacity
realization.
H
H
H
H
B
You
thank
you
that
we
cheer
for
your
presentation
and
thank
you
for
being
available
to
all
of
us
at
many
different
occasion
to
go
through
some
of
these
needs
to
say,
tough
decision
to
make
and
I'll
turn
it
over
to
my
colleague
sandy
and
then
we'll
have
member
hardware
and
the
other
number
I,
remember
Thank
You.
Mr.
F
F
About
before
was
the
rate
at
which
we
charge
out
our
officers
when
they're
working
at
different
places.
I
know
it's
cost
recovery
that
I
would
like
to
know
is:
is
that
have
you
looked
at
the
the
rate
that
we're
charging
and
I
know
that
some
organizations
charge
out
that
twice
what
they
actually
so
that
they
completely
cover
costs
and
I'm?
Just
wondering
have
you
looked
into
that,
and
could
you
give
us
some
information
on
that?
Thank
you.
Definitely.
H
This
is
a
chair.
Well,
the
first
question
is:
have
we
considered
outsourcing?
That's
actually
something
that
you
have
been
involved
in
new.
You
recently
saw
the
outsourcing
for
the
single
point
of
access
at
the
courthouse,
so
yeah
we
were
able
to
realize
350s
as
a
result
of
that
new
work
that
was
put
onto
us
by
the
Ministry
of
the
Attorney
General.
B
I
You,
mr.
chair,
we
take
them
legal
counsels,
guidance
on
the
matter
of
what
we
were
able
to
recover
beyond
immediate
costs,
and
so
I
wouldn't
go
beyond.
Perhaps
asking
David
white
to
comment
on
that
generally,
we
have
been
recovering
what
the
officers
are
are
paid,
which
is
time
and
a
half
and
our
our
own
overhead
costs,
which
are
generally
between
20
and
25
percent,
and
the
guidance
has
been
that
the
police
service
is
not
in
a
position
to
be
able
to
make
money
based
on
its
governor's
framework
and
David.
A
The
Director
General's
comments:
there
are
certain
limitations
in
terms
of
what
it
is
that
municipality
or
Police,
Services
Board
can
do
in
the
context
of
a
cost
recovery.
It
really
has
to
be
a
cost
recovery
issue.
While
there
has
been
some
kind
of
increased
flexibility
over
the
past
few
years
in
terms
of
what
constitutes
the
total
cost
revenue
generation
through
those
kinds
of
things,
it's
generally
not
something.
That's
for
me.
F
Remember
small
thank
you.
I
was
specifically,
we
are
recovering
their
cost,
their
salaries,
but
we
were
covering
things
like
the
pension
benefits
are
recovering.
The
training
cost
to
us
are
recovering
the
vehicle
costs
equipment
cost.
There
are
an
awful
lot
of
costs
involved
that
are
not
salary
related,
and
so
what
I
would
like
to
see
is
something
that
shows
that
we're
recovering
all
of
the
costs,
including
if
we
have
to
have
somebody
to
back
them
up
in
something
or
if
there's
some
role,
they're
not
playing.
F
The
other
thing
is,
if
I
may,
with
respect
to
my
first
question,
thank
you
for
the
one
example.
What
I
was
asking,
though,
is,
are
there
a
series
of
opportunities
that
you're
looking
at
one
is
great.
The
question
is
how
many
others
are
you
looking
at,
and
could
we
be
given
an
order
of
magnitude
of
the
kind
of
possibilities
that
there
might
be
there
and
the
extent
to
which
you're?
Looking
into
that?
Thank
you.
F
H
My
dad
took
the
question
that
you're
asking
of
me:
I
really
worry
about
what's
right
now,
so
it's
really
about
the
high
levels.
Until
we
get
into
the
more
more
into
the
detail,
work
we're
not
going
to
know
what
those
examples
are.
They
were
certainly
open
to
those
and
we're
continuing
to
do
our
best
practice
and
connect
with
other
police
agencies
across
the
country
to
make
sure
that
we're
looking
at
every
new
of
doing
business
so
certainly
that
we
have
our
eyes
on
that
business.
I
You
mr.
chair,
with
respect
to
the
overhead
charge,
we're
having
a
look
at
that
as
one
of
the
business
cases
that's
coming
forward
under
si
right
now,
remember
small.
We
do
charge
for
any
related
equipment
that
that's
identified
for
the
paid
duties
so,
for
example,
if
there's
a
vehicle
associated
with
with
it,
we
charge
for
the
vehicle
and
we
recover
overhead
costs
as
well.
I
But
what
did
come
forward
was
a
business
case
to
go
back
and
have
a
look
at
those
overhead
and
recovery
rates
to
ensure
that
that
we
are
recovering
everything
related
up
through
our
our
overhead
tree.
If
you
were,
and
so
we'll
bring
that
back
to
the
board,
because
if
we're
going
to
change,
those
rates
will
require
a
bit
of
board
approval.
So
you'll
see
that
probably
in
q1,
okay.
E
E
Even
with
you
saying,
look
in
the
left
hand,
corner
and
then
look
and
that
I
I
never
really
realized
if
we
even
got
to
functions,
but
the
my
question
on
the
where
the
telephone
is
up
in
the
upper
left
hand,
thing
where
you
say
cannot
override
must
listen
to
all
choices.
What
is
the
reason
to
do
that,
because
that
just
means
one
thing:
if
they
say
you
know
here's
your
choices,
number
one
want
to
file
a
complaint.
Well,
if
that's
all
you
want
to
do,
why
should
you
listen
to
seven
of
them
or
whatever?
E
That
would
be
crazy
because
then
half
the
time
a
lot
of
people
would
forget
which
number
it
was
they
actually
wanted
to
they'd
have
to
press
zero
and
go
back
to
the
beginning.
You
know
I'm
saying
like
we're
normally
with
odd
rated
voice-activated
you
you
know
if
whether
it's
Belle
Rogers
anybody,
you
just
hit
the
button.
When
you
know
that's
the
one
I
want
I
want
I
want
to
talk
about
my
I
count.
H
H
E
H
E
A
H
You
don't
mind
if
I
could
just
go
back
to
a
member,
so
I
know
it's
a
question.
We've
actually
developed
an
alternative
service
delivery
strategy.
So
it's
really
looking
at.
How
do
we
have
to
provide
service?
So
is
it
by
strong
numbers?
Civilian
members?
Does
it
need
to
be
outsourced?
Can
it
be
special
constables?
H
So
you
have
an
overall
strategy
and
the
reason
that
strategy
is
so
when
we
have
the
options
that
are
going
to
come
for
it
in
the
future,
with
all
those
business
cases
we're
actually
going
to
have
a
criteria
or
scoring
mechanism
to
say
this
is
when
we're
going
to
use
special
constables
so
that
we
don't
make
decisions
for
one
business
case
and
make
different
decisions
for
the
next
business
case.
So
we
have
developed
that
strategy
and
it's
just
a
new
draft
now
to
going
through
to
get
approval
through
the
chain
of
command.
Thank
you
and.
B
G
Thank
You
mr.
chair,
first
of
all,
I
want
to
commend
you
on
using
the
term.
The
client
I
think
that's
very
important
is
we're
serving
the
taxpayers
of
auto
and
I.
Think
that's
a
important
designation
for
sure
to
put
in
there.
I
was
going
through
it
and
it
is
a
great
slide
and
I
think
I
count
so
hardest.
H
If
you
look
in
the
lower
left-hand
corner,
they
are
part
of
a
fully
integrated
frontline
deployment.
So
it's
really
you
know
if
you,
if
you
think
about
an
SRO,
they
are
really
community
community
officers
and
their
community
is
the
schools
that
are
signed
to
them.
So
they
are
found
in
that
quadrant.
G
That's
great
okay,
good
I
can
person
able
to
see
that
there
I,
really
zoom
in
tight,
is
about
this
big.
The
the
community
policing
aspect,
ooh,
there's
lots
of
discussion
around
their
involvement
within
communities,
obviously
more
than
just
bricks
and
mortar
sitting
in
the
building's
now
seeing
them
out
and
about
they
also
fit
in
here.
I
see
their
name
in
in
in
in
left
quadrant,
but
I'm,
assuming
they
were
a
large
role
to
play
as
well.
Absolutely.
H
When
you
look
at
that
lower
quadrant
that
it
may
seem
like
it
speaks
to
cpos
sippy
seals,
but
it's
actually
about
the
work
they
do
so
that
may
be
part
of
everyone's
work.
We
haven't
determined
that
yet,
but
that
community
policing
is
definitely
part
of
it.
My
own
vision
is
that
they
are
the
quarterbacks.
The
people
that
are
gonna
make
decisions
about
what's
happening
and
they're
gonna
be
the
ones
that
are
knowledgebase
to
be
able
to
help
their
patron
and
frontline
district
people
to
say
these
are
the
things
that
we
need
to
be
focusing
on.
G
Agree
more
I
think
our
community
police
officers
have
their
finger
on
the
pulse
in
those
communities
and
it's
I
know
they
always
have
to
rotate
around,
and
it's
always
a
learning
curve
and
the
new
people
come
in,
but
I
think
that
a
major
role
and
last
but
not
least,
is
his
police
checks.
I,
don't
see
anything
within
this
environment
on
this.
I
Police
record
checks
are
part
of
what
we
would
call
the
back
office,
so
they're
part
of
a
service
we
provide
to
clients
throughout
the
city.
They
haven't
been
part
of
the
the
si
model
per
se,
but
it's
something
that
we're
doing
to
improve
service
through
the
back
office.
Transformation
to
our
citizens
and
you'll
see
us
actually
launching
the
online
application
so
that
we
can
provide
online
background
checks
throughout
the
city.
We
just
actually
signed
the
contract
with
the
vendor
and
we
hope
to
be
able
to
do
that
in
q2
2016.
G
There's
lots
of
opportunities
with
the
online
and
I'm,
assuming
we'll
have
a
more
wholesome
presentation
in
the
future
when
we
get
to
the
point
of
launching
that,
but
I
definitely
see
a
benefit,
especially
if
we're
leading
the
charge
on
this
because
I've
I've
looked
around
it
or
municipalities
and
I
haven't
seen
that
yet
I've
been
praying
for
it
and
I
think
volunteers
in
the
community
have
to
use.
So
again.
Thank
you
for
the
information
on
that
Thank
You,
an
opportunity.
J
One
challenge
you
mentioned
was
that
we're
spending
about
83
percent
of
our
budget
on
compensation
crime
was
becoming
more
complex.
Our
role
was
becoming
older,
now
so
I'm.
Assuming
then
that
whatever
reactions
were
taking
are
designed
to
address
the
problems
related
to
those
issues,
so
it
must
have
some
measuring
tools
to
ask
whether
or
not.
J
And
how
we're
going
to
measure
so
that's
kind
of
one
area,
I'd
like
you
to
talk
a
little
bit
about
the
second
area,
I'd
like
to
know
a
bit
more
about
is,
it
appears
to
me
you
did
focus
groups
or
different
sessions
with
about
a
thousand
people
internally
and
I'm
curious
to
know
what
their
response
was.
Was
this?
What
was
this
mostly
you
saying
here's
a
plan
or
was
it
let's
talk
about
and
discuss
how
much
resistance
you
think
you're
gonna
have,
and
what's
the
for
that.
J
And
I
want
to
support,
remember
Smallwood
on
the
cost
things
I
mean
just
in
our
conversation
today,
I
heard
the
director-general
talk
about
you,
know:
administrative
costs
of
20-25
percent
and
we're
spending
83
on
compensation.
That
tells
me
we
got
a
problem
already.
If
we're
spending
25
percent
outside
of
compensation
and
compensation
is
83
percent.
I
already
see
a
big
gap
today
is
that
is
that
a
fair
assumption.
J
Identifying
the
formula
for
cost
recovery,
what
I
thought
I
heard
was:
there's
a
salary,
there's
compensation
and
there's
some
additional
costs
that
are
not
so
your
compensation
that
are
about
20-25
percent.
That's
your
working
thesis,
that's
what
it
sounded
like
and
I'm,
comparing
that
to
our
big
budget
it
is
represent
over
here
and
what
looks
to
sounds
to
me
like
17
percent,
on
the
other
side.
So
do
we
have
an
existing
problem
of
we're
starving
the
non-compensation
part
of
our
budget
and
how?
How
challenging
is
that
problem.
B
If
I
can
start
with
this,
that
mean
from
my
understanding
Minako.
So
when
we
do
talk
about
pay
duty,
so
we
charge
time
and
a
half
for
pay
duty,
and
then
we
add
the
vehicle
they're
wearing
tear
that
gas
and
all
the
other
and
we
charge
20
percent
I,
believe
administration
or
fee.
So
then
this
will
be
probably
similar.
1
min
ago
she
ate
the
contract
with
the
airport
or
any
other
paid
duties
and
I
believe
we
can
only
cover
our
cost
plus
percentage
for
administration.
We
cannot
make
money
per
se.
B
I
Yeah
I
think
there's
probably
two
different
discussions
going
on
here.
The
overhead
discussion
is
one
that
we
can
cost
out,
based
on
on
a
couple
of
the
cost,
accounting
theory
of
direct
and
indirect
cost.
So
this
you
know
get
out
your
notebooks
now,
when
we
look
at
a
paid
Duty,
for
example,
and
I
always
use
my
favorite
example
of
the
East
and
Costco,
because
I'm
that's
where
I
go,
but
the
the
officer
there
is
on
duty
for
five
hours,
their
supervisor
comes
by
every
twenty
to
forty
minutes
to
supervise
them.
I
So,
at
the
end
of
the
day,
those
costs
result
in
about
25
percent
on
top
of
the
the
officers
salary.
So
it's
not
so
just
a
straight
cost.
Accounting
exercise
that
and
and
those
two
facts
are
exactly
correct.
There's
about
a
25%
overhead
rate
on
a
paid
duty
officer
and
the
police
service
cost
structure
is
about.
Eighty
four
percent
of
our
work
is
salaries.
Those
two
are
exactly
correct
facts
and
then
you've
introduced.
The
third
fact
which
is
yep.
B
H
The
first
question
was:
how
are
we
going
to
measure?
Well?
Actually
something
that
you
don't
see
here.
That
was
part
of
si
at
the
outset,
was
performance
management
framework
and
that
really
has
been
siphoned
off
and
given
back
to
the
area
what's
responsible,
which
is
PPA,
which
is
acting
superintendent
Ford's
day
job
when
he's
not
involved
in
si
he's
actually
responsible
for
the
PPA.
So
what's
happening
with
the
performance
management
framework,
is
it's
an
overall
organization
scorecard
which
then
is
going
to
be
broken
down
into
until
we
get
to
the
number?
H
So
it'll
be
a
division
section
unit
right
to
the
number,
so
there
will
be
measurements
as
we
go
along
and
all
of
those
measurements
will
be
linked
into
the
control
center,
so
the
control
center
will
be
driven
by
technology,
was
able
to
provide
us
with
those
dashboards
so
that
we
can
actually
see
that
on
a
real
near
real-time
basis,
so
that
we'll
know
you
know,
okay,
we're
having
a
real
problem
with
sick
leave.
We
need
more
cars
to
be
able
necessary
we're
seeing
crime
walk
in
this
area.
We
need
to
move
people
here.
H
Those
are
the
kinds
of
things
we'll
be
able
to
see
on
the
dashboard
whether
or
not
we're
providing
them
and
giving
tickets
in
a
certain
area.
Are
we
seeing
a
drop
in
collisions?
Those
are
the
things
that
we'll
be
able
to
measure
as
we
move
forward,
and
then
your
second
sorry
and
then
your
second
question
was
in
regards
to
feedback
and
from
there
consultations
and
took
place.
So
first
of
all,
we
did
have
focus
groups
and
those
focus
groups
were
managed
individually,
and
then
it
also
took
place.
H
What
we
do
here
from
the
people
was
once
they
understood
that
we
were
there
to
provide
them
the
wet
and
the
who
in
the
how
I
was
coming,
and
they
were
going
to
be
involved
in
some
of
that
anxiety,
because
there's
definitely
anxiety
about
this
level
of
change,
recognize
that.
So
it's
really
about
repeating
the
information
continuing
to
put
it
out
in
different
ways.
So
the
people
are
starting
to
understand
ours.
A
H
Indeed,
how
does
it
fit
in?
Well,
we
provide
service
to
various
areas
of
the
city
and
right
now
we
know
that
we
have
units
who
are
extremely
busy,
and
we
also
know
that
we
have
some
units
that
are
they're
off
their
feet,
so
we
know
that
we
need
to
put
the
resources
where
we
have
the
calls
for
service
where
we
need
where
we
have
the
need
and
that's
what
the
redistricting
is
going
to
do.
H
It's
going
to
provide
us
a
much
better
picture
on
where
the
service
requests
are
and
then
identified
to
us
where
we
need
to
put
our
resources.
So
you
know
things
have
changed
a
lot
since
we
went
through
the
districting
a
number
of
years
ago.
The
city
has
continued
to
grow
example
that
I
use,
often
because
I
went
back
to
patrol
when
we
went
to
the
new
districts,
and
we
had
one
car
out
there.
H
Well,
I
can
tell
you
that
bar
heaven
is
takes
a
lot
more
than
one
car
to
respond
to
so
where
continues
continuously
putting
our
extra
units
into
that
area,
even
though
we
know
that
you
know,
if
we
did
a
redistricting,
we
would
see
the
rather
effort
required
to
place
certain
areas
has
increased.
So
that's
really
what
the
redistricting
is
so
are.