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From YouTube: Ottawa Police Services Board – November 12, 2015
Description
Ottawa Police Services Board meeting – November 12, 2015 – Audio Stream
Agenda and background materials can be found at http://www.ottawa.ca/agendas.
A
We
brought
the
demographic
perspective,
for
example
the
aging
population,
and
there
are
different
climate
in
order
issues
facing
our
community.
The
advent
of
cybercrime,
the
issue
of
multi
jurisdictional
investigations
and
the
issues
around
human
trafficking
and
our
role
as
police
officers
and
as
a
peace
organization
continues
to
evolve,
and
we
need
to
shed
shed
some
of
those
responsibilities
that
we've
taken
over
time.
That
are
not
core
policing
issues.
B
Of
how
we
deliver
our
services
to
become
more
efficient
and
effective
and
that
we
need
to
adapt
our
policing
model,
so
it
is
flexible
to
the
changing
circumstances
that
are
going
on
there.
So
I
want
to
highlight
that,
despite
the
changing
complexity
of
the
police
environment,
our
members
continue
to
deliver
quality,
policing
services.
B
We
continue
to
be
responsive
to
the
concerns
of
our
residents
and
we've
always
adapted
to
our
changing
community,
and
we
continue
to
do
so
and
the
three
priorities:
the
three
operational
priorities
that
I
set
when
I
became
chief
resonated
with
our
members,
but
also
resonated
with
the
community.
Those
were
issues
of
guns
and
gangs,
violence
against
women
and
traffic
safety,
and
our
most
recent
public
survey
showed
us
that
the
public
has
a
hustle
and
the
three.
B
B
Service
and
in
our
ability
to
continue
to
keep
our
community
safe,
but
policing,
like
all
services
in
our
city,
comes
at
a
cost
and
since
I
became
chief
and
in
2012,
our
financial
environment
has
continued
to
change,
and
we
do
recognize
that
we
have
to
look
at
the
way
we
are
doing
business
and
we
have
to
make
sure
that
our
taxpayers
are
get
value
for
their
money.
We
continue
to
examine
ways
that
we
become
more
efficient,
effective
to
address,
to
address
some
of
those
financial
pressures
that
we
are
facing
between
2013
and
2018
2016.
B
Our
police's
service
has
achieved
seven
point:
seven
million
dollars
in
efficiencies
all
while
there
has
been
no
growth
in
our
members,
and
we
continue
to
also
introduce
some
transfer
transformational
projects
that
include
a
collision
reporting
centers
online
reporting
for
the
members
of
our
public.
We've
transferred
our
payroll
function
to
the
City
of
Ottawa
and
we're
just
about
the
first
quarter
of
2016
launched
our
online
background
checks.
We've
also
reviewed
a
number
of
areas
within
our
service
for
efficiencies
and
found
an
opportunity
within
our
fleet,
and
we've
achieved
over
$800,000
of
savings.
B
B
The
following
chart
is
often
referred
to,
comparing
us
to
other
big
12
across
the
of
the
Ontario
region,
and
we
like
to
keep
an
eye
on
this
benchmark
to
see
where
we
fall
and
we're
growing.
This
valley,
like
Durham
and
York,
and
our
ranking,
hasn't
really
fluctuated
much
over
the
past
years.
When
you
look
at
the
big
12,
the
number
of
residents
supported
by
a
police
member
has
grown
consistently
since
2010
from
466
to
504
in
24
2014
data.
B
B
This
is
a
another
chart
that
we
like
to
refer
to
with
respect
to
the
geography
of
our
of
our
great
city
and
it's
a
vast
area.
Twenty-Seven
hundred
and
eighty
six,
ninety
six
square
kilometers.
So
it's
challenging
to
meet
the
balance
between
the
different
needs
of
our
rural,
suburban
and
urban
populations.
It.
The
type
of
service
we
have
to
offer
requires
us
to
be
flexible
and
adaptable
to
the
changing
needs
of
our
community
policing
in
West.
Carlton
is
much
different
than
policing
in
the
downtown
core,
for
example,
and
also
building
on
the
last
slide.
B
You
also
see
the
comparisons
between
Ottawa's
ratio
of
population
to
police,
member
versus
other
urban
centers
as
the
nation's
capital.
We
need
to
ensure
that
we
are
operationally
ready
to
deal
with
the
raw
wide
array
of
public
safety
issues
from
protests
to
demonstrations
to
much
larger
threats,
and
we
saw
that
threat
materialized
itself
on
October
22nd
20
last
year.
Auto
2017
will
pose
an
other
set
of
challenges,
as
tourists
visit
the
nation's
capital
for
celebrations.
B
The
other
impact
that
we're
looking
at
now
is
that
Canada
Day
for
starting
in
2018
and
future
years
will
be
moving
off
the
hill
due
to
construction.
So
that
will
be
another
challenge
that
our
Police
Service
will
have
to
deal
with
and
to
do
with
the
large
amounts
of
crowds
on
Canada
today
around
around
the
downtown
core
area.
As
I
mentioned,
there's
a
number
of
demographic
and
social
societal
trends
in
our
community
that
continue
to
impact
policing
for
a
girl's
perspective,
our
population
will
increase
to
over
1.1
million
residents
by
2021.
B
We
are
an
aging
populations
and
a
population
and
I
count
myself
within
that
group.
Senior
age,
65
and
plus
are
expected
to
more
than
double
between
2014
and
2030
one
and
our
commune
they
want,
or
we
want
to
be
able
to
age
in
our
homes
and
we
need
to
be
able
to
support
them
from
a
diversity
perspective,
one
in
four
residents
as
an
immigrant.
B
So,
from
a
timing
perspective,
the
budget
is
a
good
time
to
link
with
our
new
business
plan,
which
the
bulk
members
have
been
involved
with,
and
we
are
in
the
process
of
consulting
with
our
community.
Our
new
business
plan,
which
will
cover
from
2016
to
2018,
is
based
on
three
pillars:
our
members,
our
community
and
the
service
we
are
provided,
and
the
budget
also
takes
into
account
the
three
operational
priorities
of
guns
and
gangs,
violence
against
women
and
traffic
safety.
B
Again,
these
resonate
well
with
the
community
and
they
are
highlighted
by
the
public
survey,
there's
an
alignment
of
our
budgets
with
our
business
plan
and
the
operational
priorities
which
will
allow
us
to
focus
the
resources
where
we
need
to
ensure
that
we
are
achieving
our
objectives.
As
identified
in
our
plan,
we
are
making
an
investment
to
address
our
members
and
our
community
and
the
service
we
are
providing
and
I
want
to
emphasize
and
share,
inform
the
important
investments
we
are
making
in
our
people.
B
We
want
to
be
make
sure
that
we
are
responsive
to
their
needs
and
that
we
are
supporting
them.
There
is
an
addition
of
25
new
officers
that
are
being
added
to
our
coffee
in
2016,
and
those
costs
are
being
a
offset
by
efficiencies
that
we've
found
we're,
also
making
significant
investment
investments
in
our
wellness
programs,
which
includes
an
enhancement
to
the
real
you
program,
adopting
a
systematic
approach
to
develop
a
sustainable
and
psychological
health
and
safe
workplace.
B
B
We
are
also
committing
to
deal
with
our
staffing
issues
in
the
second
way
in
finding
25
efficiencies
within
the
Police
Service,
to
address
temporary
positions
that
will
become
permanent
in
areas
such
as
our
street
crime
unit
and
our
human
trafficking
area.
We're
also
looking
at
finding
efficiencies
to
deal
with
existing
frontline
positions,
which
were
vacant,
which
will
now
become
we'll
be
able
to
backfill
increasing
our
frontline
staffing
levels.
B
C
Thank
you
chief
we'd
like
to
emphasize
again
that
the
budget
that
we're
tabling
today
and
which
we
will
continue
on
and
share
with
Council
at
about
10
o'clock,
meets
the
board
and
council
direction
of
a
1.75
percent
tax
rate
increase.
That
includes
one
point:
three
percent
for
assessment
base
growth
and
often,
though
you'll
see
us
speaking
here
of
1.75
percent,
the
mayor
will
often
characterize
this
as
a
2
percent
increase
on
the
residential
tax
bill.
C
So
both
numbers
you'll
hear
in
the
public
domain,
but
both
numbers
mean
that
we've
achieved
the
direction
that's
set
by
board
and
and
council.
As
the
chief
spoke
about,
the
the
budget
includes
25
news,
foreign
positions.
Those
are
very
important
for
us
from
members
perspective,
as
well
as
a
community
perspective.
We
want
to
continue
to
meet
community
needs,
but
we
know
that
from
a
members
perspective,
we
need
to
address
both
workload
and
wellness.
Those
are
the
two
things
that
have
come
about
from
much
of
the
evidence-based
research
that
is
underway.
Dr.
C
Linda
Duxbury
is
a
leader
in
this
field
and
she'll
be
clear
that
until
you
deal
with
work
note,
loads
you'll
have
a
difficulty
dealing
with
wellness.
So
our
approach
is
to
combine
both
in
this
budget.
You'll
see
that
approximately
a
million
dollars
is
being
invested
in
o-p-s
wellness
programs
for
members,
it's
under
the
umbrella
of
a
wellness
program,
but
includes
elements
like
an
enhanced
real
you
program
where
we
would,
we
hope
to
double
our
participation.
C
That
you've
spoke
about
our
goal
of
adopting
the
national
standard
for
wellness,
we're
going
to
open
the
dialogue
as
well
and
starting
at
an
executive
level
about
wellness
in
the
organization,
and
that
was
prompted
for
us
in
a
very
real
way
by
a
suicide
of
one
of
our
members
last
year.
So
we
know
that
it
o-p-s
it's
time
for
us
to
talk
about
all
aspects
of
wellness,
the
efficiencies
and
new
revenues
that
were
bringing
into
the
budget
they're
about
two
million
dollars
this
year.
C
They'll
help
to
fund
those
25
sworn
positions
and
they'll
also
be
in
pardoning
they'll,
also
be
one
of
the
ways
that
we
start
to
fund
the
imit
roadmap.
That's
the
technology,
the
technology
base
that
will,
what
do
you
excuse
me
we'll
be
putting
in
place
to
help
bring
the
kind
of
tools
to
the
to
our
members
that
are
needed
in
the
complex
policing
environment
that
the
chief
mapped
out
I've
been
in
a
room
with
five
people
with
a
cold
lately?
Pardon
me.
C
We
also
use
one
of
the
city
strategies,
which
is
to
use
some
one-time
funding.
We
closed
a
number
of
projects
and
you'll
see
those
of
that
request.
Come
forward
in
our
third
quarter
report
to
fund
one-time
project
request.
Those
one-time
initiatives
are
transformational
projects
they're
the
kind
of
projects
that
the
chief
listed
in
the
beginning
of
his
presentation
and
they
yields
benefits
both
in
service
and
partnerships
with
the
with
the
city
and
other
partners,
and
they
help
to
reduce
the
bottom
line.
C
So
we'll
continue
to
work
on
those
initiatives
to
ensure
that
we
can
meet
the
2
million
dollar
target
we've
set
for
ourselves
this
year
and
in
future
years.
We've
said,
though,
that
coming
to
a
budget
also
means
setting
priorities
and
deciding
on
what's
most
important,
we've
some
of
the
decisions
there
have
involved.
Some
delays
on
the
capital
side
of
our
budget
you'll
see
that
the
facility
strategic
plan
has
been
delayed
a
year,
but
we've
also
had
the
opportunity
to
be
proactive.
C
C
The
the
budget
story
also
gets
kind
of
summarized
in
this
this
slide
by
category.
So
you
can
see
how
all
the
numbers
attached
to
the
initiatives
that
we
have
5.9
million
or
pretty
close
to
six
of
our
total
of
seven
point
two
is
that
it
goes
towards
maintaining
our
existing
services.
So
that
means
that
that's
the
provisions
that
we've
made
for
future
salary
increases.
It
provides
the
fuel
and
maintenance
for
any
increases
there
for
our
vehicle
fleet.
C
It
keeps
the
cost
of
heat
and
light
on
for
our
facilities,
and
it
also
includes
the
1
million
dollar
wellness
program
that
the
chief
and
I
have
spoken
up.
The
25
officer
impact
is
1.3
million
dollars
in
this
budget.
You'll
see
that
there
are
service
initiative
and
other
program
have
yielded
two
million
dollars
worth
of
efficiencies
to
help
offset
that.
So,
essentially,
we
are
finding
funds
from
within
the
budget.
C
For
that
initiative,
the
imit
roadmap,
which
we're
bringing
forward
to
the
board
for
approval,
is
a
2.2
million
dollar
impact
in
2016,
and
that
again,
is
to
set
us
help
us
launch
the
kind
of
infrastructure
and
services
and
applications
we'll
need
to
serve
the
complex,
complex,
increasingly
common,
sorry,
increasingly
complex
police
environment.
The
final
step
in
our
budget
is
to
adjust
the
user
fees
and
charges
by
close
to
the
rate
of
inflation.
That's
a
policy
the
Board
adopted
many
years
ago,
and
it
adds
about
quarter
of
a
million
dollars
to
the
bottom
line.
C
Mr.
chair,
in
conjunction
with
the
practice
that
we've
adopted
following
the
Auditor
General's
review
of
our
budget
process
several
years
ago,
we
table
a
three-year
operating
forecasts
so
that
the
board
and
our
stakeholders
and
council
can
see
the
general
direction
that
we're
heading
in
for
the
out
of
the
out
of
three
years.
And
we
adjust
these
plans
as
we
need
to
as
situations
change.
But
it
provides
the
police
service
and
our
stakeholders
with
a
feel
for
what
the
future
looks
like.
C
A
C
That
we
already
own,
so
we
are
ensuring
that
we
can
keep
our
current
infrastructure
and
assets
in
a
good
state
of
repair
by
replacing
them
on
a
plan
basis.
The
second
half
of
our
our
capital
investment
is
going
to
be
used
to
launch
the
imit
roadmap.
That's
the
the
infrastructure,
that's
so
important
to
the
service
initiative
and
other
innovative
programs
that
we
have
on
the
go
the
to
pay
for
these
projects.
In
fact,
the
board
has
already
put
funds
aside.
It's
one
of
the
very
proactive
things
the
board's
done
since
the
beginning.
C
C
We
also
table
a
ten-year
forecast
to
help
help
share
with
the
board
what
the
future
looks
like,
and
this
has
become
more
important
to
us
as
we've
finalized
our
some
significant
strategic
work
like
the
imit
roadmap,
which
we'll
be
sharing
at
the
end
in
December,
as
well
as
the
facility's
strategic
plan,
which
extends
actually
to
17
years.
So
you'll
see
that
over
ten
years
our
capital
budget
becomes
about
just
under
two
hundred
and
seventy
million
dollars.
You
know
if
you're
splitting
evenly,
it
would
be
about
27
million
dollars
a
year,
the
1/4
of
those
funds.
C
Once
again,
we
apply
to
renewing
the
assets
we
already
have,
so
that
our
asset
base
continues
to
be
operable
and
doesn't
deteriorate
about
1/4.
The
funds
are
going
to
growth,
that's
the
second
part
of
the
south's
facility
and
as
well
it
within
the
10-year
horizon.
Now
we
see
the
development
of
a
facility
for
central
central
is
outgrowing
its
its
boundaries,
but
you'll
see
the
increasingly
the
emphasis
about
one-half
of
the
funds
as
going
into
strategic
initiatives.
C
Those
are
things
like
the
imit
strategic
plan
and
there
are
also
projects
in
the
facility
strategic
plan
which
aren't
growth
related
but
or
which
are
important
to
our
future,
such
as
the
replacements
or
the
solution
of
for
Green
Bank
Road.
Again,
the
we've.
We
started
planning
well
in
advance
for
these
projects,
so
three,
almost
two-thirds
of
the
the
cost
will
be
provided
from
reserve
funds
that
we
have
on
hand
about.
C
A
third
will
be
paid
from
debt,
some
of
that
from
development
charge,
debt
and
some
from
debt
that
will
come
from
our
operating
budget,
and
we
have
plans
in
place
already
to
finance
that
mr.
chair,
the
last
step
in
the
budget.
We're
three
steps
away
is
at
10
o'clock.
We
will,
after
we
table
finalize
the
table
with
the
board,
will
be
visiting
Council
to
table
the
budget
with
council
the
then
we
at
the
board's
regular
meeting
on
November
30th.
C
We
provide
an
opportunity
for
public
delegations
to
to
come
and
speak
with
the
board
and
share
their
thoughts
about
the
budget
proposal.
Some
have
already
had
some
outreach
on
the
budget
actually
under
the
city's
new
proposal,
where
people
were
given
an
opportunity
to
comment
as
the
the
development
of
the
budgets
were
happening.
C
The
final
step,
then,
after
the
board,
approves
on
November
30th
is
councils,
consideration
and
approval
of
the
budget
on
December
9th.
So
I'd
like
to
thank
everybody
on
my
team
and
the
support
that
I
received
from
senior
management
committee
who's
sitting
over
here
at
our
left
from
all
the
folks
in
the
anomaly's
who
contributed
to
the
budget.
C
A
D
B
Mr.
chair,
the
province
sent
out
some
letters,
I
would
say
two
months
ago
talking
about
a
restructuring
of
the
funding
that
is
coming
to
all
police
services
across
Ontario,
and
the
letter
itself
was
a
bit
convoluted
because
of
the
the
timing
of
the
funding
that
monies
are
coming
in
with
different
programs,
but
you
know
there's
every
indication
that
we're
most
likely
going
to
see
a
cuts
in
2016,
specifically
around
our
the
Pappas
program,
the
provincial
anti
violent
violent
strategy
and
that
cut
will
come
across
all
police
services
in
Ontario.
B
D
B
From
certainly
a
mystery
from
the
OECD's
perspective,
I
sit
on
the
board
and
we
are
expressing
our
concern
with
with
those
types
of
cuts
and
though
they're
most
likely
will
be
an
opportunity
for
the
individual
boards
that
do
get
that
typing
to
to
advocate
and
to
address
the
issue
with
the
ministry.
So.
D
Unless
they
see
the,
unless
they
have
the
stats
to
show
that
there's
true,
that
that
sort
of
crime
is
trending
down,
which
I
think
would
be
hard
to
prove,
it
would
be
an
argument
that
they
can't
really
make
so
I
hope
we
can
do
something
with
that.
Mr.
chair
and
I
just
have
one
other
question
and
it's
about
the
delay
in
the
South.
The
South
District
plans
again
I'm
sure
you've
measured
risk
with
that
I
mean
the
traffic
is
so
awful
just
trying
to
get
anywhere
south
of
hunt
club
anywhere
in
the
city.