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From YouTube: Policy and Governance Committee meeting- May 01 2023
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A
B
Okay,
we
have,
we
do
not
have
Salim
or
the
mayor
yet
so
we're
going
to
wait
for
them.
B
Okay,
great
we've
got
slim
so
good
morning.
Everybody
I'd
like
to
call
the
meeting
of
the
policy
and
government
governance
committee
to
order
for
May
1st
2023
and
we're
going
to
begin
this
morning
with
a
land
acknowledgment
I'd
like
to
recognize
that
Ottawa
is
located
on
the
unseated
territory
of
the
Algonquin
and
nishnabi
host
nation.
The
peoples
of
the
Algonquin
anishinabi
Nation
have
lived
on
this
territory
for
Millennia
their
culture
and
presence
have
nurtured
and
continued
to
nurture
this
land.
B
B
Ottawa's
indigenous
Community
is
diverse,
representing
many
nations
languages
and
Customs
the
Ottawa
Police
Services
Board,
honors,
all
First
Nations,
Inward
and
metis
people
and
their
valuable
past
and
present
contributions
to
this
land.
Okay.
With
respect
to
technical
difficulties,
we
are
currently
broadcasting
on
zoom
and
live
streaming
on
YouTube.
Given
this
meeting
is
being
held
electronically,
I
want
to
caution
that
there
is
a
possibility
of
technical
difficulties.
Should
we
receive
any
disruptions.
I
would
ask
that
everybody
remain
patient
as
we
work
to
fix
the
issue
and
resume
the
meeting
as
soon
as
possible.
B
I
will
now
before
proceeding
to
the
confirmation
of
the
agenda.
I
would
just
like
to
state
that
we
have
an
hour
and
45
minutes
this
morning.
We've
got
a
hard
stop
at
11
45,
but
we
should
have
no
problem
getting
through
the
agenda
in
that
time.
B
I
will
now
proceed
with
confirmation
of
the
agenda
that
the
policy
and
governance
committee
confirmed
the
agenda
of
the
1st
of
May
2023
meeting.
Is
the
agenda
confirmed
confirmed.
Thank
you,
confirmation
of
the
minutes
that
the
policy
and
governance
committee
confirmed
the
minutes.
Number
11
of
the
19th
December
22
meeting.
Are
the
minutes
confirmed.
B
Okay,
thank
you.
There
are
no
Declarations
of
Interest.
Now
we're
going
to
move
to
items
of
business,
a
4.1,
Auto,
Police,
Services,
review
of
The
Truth
and
Reconciliation
Commission
calls
to
action.
B
A
report
was
produced
to
respond
to
the
outstanding
board
inquiry
on
the
Truth
and
Reconciliation
calls
to
action
at
this
before
I
open
the
floor
to
questions
from
the
committee
and
the
board
members
I'll
polls,
four
questions
that
I'd
like
to
have
tabled
and
we
can
go
from
there
I'll
begin
with
the
four
questions
and
and
look
for
response
afterwards.
The
questions
would
be
how
is
Ops
tracking
on
an
ongoing
basis.
It's
compliance
on
the
recommendations
or
is
not
fully
compliant.
B
Has
this
announced
has
been
embedded
in
the
update,
Drive
2
strategy
we
recently
approved.
Will
the
service
be
reporting
back
to
the
board
on
these
recommendations
separately
or
through
the
drive
to
strategy
updates,
and
we
want
to
recommend
that
this
go
to
the
board,
so
the
first
three
questions
are
are
for
Ops,
so
I
will
leave
that
for
response.
Please.
E
Was
writing
seriously?
Thank
you
for
your
questions.
Charity
said
so
in
terms
of
of
tracking
on
this
issue.
So,
as
you
know,
a
number
of
recommendations,
you
know
that
the
well,
what
what
certainly
is
the
Truth
and
Reconciliation
and
then
of
the
Michigan
murder,
indigenous
women
and
girls,
had
a
number
of
recommendations
directly
for
police
services,
so
we've
been
tracking
those
and
working
on
those
and
you've
been
provided.
E
The
report
of
the
table
I
think
on
reflecting
on
this,
based
on
the
fact
that
these
are
a
number
of
long-standing
long-term
goals
that
we
are
trying
to
achieve.
E
I
believe
that
tracking
can
be
perhaps
on
an
annual
basis,
we're
looking
at
things
like
relationship
building
and
rapport
with
members
of
the
indigenous
community,
and
that
is
on
their
time,
so
I
believe
that
would
probably
be
the
the
most
accurate
form
of
tracking
and
reflecting
if
that
works
in
terms
of
being
embedded
into
the
drive
too
I.
E
My
perception
of
this
would
be
that
this
is
something
that
is
different
than
being
reported
through
our
EDI
strategy,
and
so
I
would
say
that
this
is
a
separate
matter
that
we
could
report
to
the
board
on
an
annual
basis.
B
D
A
B
You
now
for
for
my
committee
members
board
members:
do
we
want
to
recommend
that
this
go
to
the
board
for
information.
B
My
suggestion
would
be,
if
we're
in
agreement,
that
we
bring
it
to
the
board
as
an
information
item,
not
necessarily
for
presentation
but
I,
know.
I,
agree
with
I
agree
with
the
deputies
proposal
on
a
yearly
basis,
Salim
your
thoughts.
F
Yeah
no
I'm
I'm
content
with
moving
it
forward
to
the
board
for
information.
I.
Think
it's
important
that
the
board
receives
this
information.
I
do
have
a
couple
of
questions,
though
so
I
I,
don't
know
if
this
is
the
right
time
chair,
but
I'll
take
your
guidance
on
that.
B
You
know
absolutely
if
you
want
to
ask
questions
at
this
point
in
time
or
if
you
wanted
the
full
briefing
on
the
board.
If
you
want
to
have
the
questions
at
the
board
level,
that's
fine
as
well
so
I
I
really
leave
it
up
to
you.
How
you
want
to
proceed
with
that
something.
F
F
Okay,
so
so
my
question
is
around
education
and
I
wanted
some
more
information
on
education,
because
from
what
I
understand
what
we,
basically,
what
the
services
basically
stating
is
that
the
TRC
calls
to
action
are
not
really
the
document
that
we're
we're.
Looking
at
we're
actually
looking
at
the
recommendations
that
came
from
the
missing
and
murdered
report,
what
what
I
think
is
important
on
the
TRC
calls
to
action
is
really
the
education
component
and-
and
it
is
you
know
it
is.
F
It
is
a
recommendation
for
public
servants,
Federal
provincial
municipal
and
so
I'd-
be
interested
to
know
sort
of
the
education
component,
that
the
service
is
thinking
or
has
done,
or
is
thinking
to
do,
and
also
the
recurring
element
like
some
new
recruits
and
then
how
often
are
we
as
a
service
suggesting
that
officers
being
trained
or
be
given
education
on
on
the
cultural
competency,
conflict
resolution,
human
rights,
anti-racism,
I,
think
those
are
the
words
that
have
come
up
from
the
the
calls
to
action
and
it's
actually
recommendation
57..
F
So
that's
one
one
question
I
can
go
to
the
second
question
now
where
I
could
like
like
the
chair
dead.
Do
a
couple
of
my
questions
or
take
the
response
now
and
then
move
to
my
question
so
I'd
leave
it
to
whoever's
going
to
respond
to.
Let
me
know.
A
Thank
you,
member
fakarani
and
I'll
go
over
to
Trish
as
well
too
I
will
say
on
the
education
front.
One
of
the
bigger
the
I'd
say.
The
biggest
push
that
we
are
rolling
out
is
the
front
line.
A
Initially,
it's
it's
for
the
front
line,
and
it's
it's
a
day-long
session
and
we
we
had
one
session
about
a
month
ago
and
I
and
I
was
able
to
attend
for
half
of
it,
and
it
was
incredibly
impactful
with
a
number
of
Elders
that
were
there
in
the
front
line,
every
platoon
was
represented
and
the
platoon
Representatives
then
reported
back
to
their
platoons
and
briefings
and
there's
sort
of
a
PowerPoint
presentation
on
what
that
was
all
about.
A
I've
been
involved
in
a
lot
of
indigenous
sort
of
cultural
awareness,
things
over
the
years
and
I
gotta
say
that
was
the
most
impactful
one
that
I
have
witnessed
and
at
the
end
there
was
a
circle,
a
discussion
about
what
we
did
that
day
and
everybody
got
a
chance
to
to
talk
outstanding,
a
plus
for
that
effort
from
from
the
people
that
delivered
it,
both
in
the
in
the
Indigenous
Community,
as
well
as
from
our
team.
A
So
that's
something
that
we're
going
to
focus
on
and
spread
that
to
all
of
to
all
of
our
members
and
of
course
it's
one
thing
to
get
sort
of
that:
National
Education
about
the
Indian,
Act
and
residential
schools
and
what
occurred
you
know
say
across
the
country.
But
then
you
also
need
to
focus
on
what's
going
on
in
this
community
with
the
Algonquin,
with
all
the
different
nations
that
we
have
living
in
our
community,
the
Inuit
and
whatnot.
A
So
that's
that's
where
it
really
focuses
on
the
the
localization
of
that
Trish.
Do
you
have
anything
you
wanted
to
add
to
that
program
and
and
other
issues
as
well.
E
So
one
of
the
other
things
that
we
have
about
as
an
organization
was
some
training
called
The
Path,
which
was
of
Bernie,
and
it
was
in
direct
response
to
the
Truth
and
Reconciliation
recommendation
in
terms
of
educating
all
of
our
members
and
all
of
our
members.
I
don't
have
the
exact
complaints
level
on
that,
but
during
2022
our
members,
it
was
an
online
five
module
course
that
everybody
took
sworn
civilian
of
all
ranks
and
so
I
think
there
was
a
member
of
a
lot
of
learning
that
came
from
that.
E
We
also
have
our
indigenous
women's
or
indigenous
advisor,
which
is
a
position
that
has
been
filled
in
conjunction
with
our
approach
for
violence
against
women,
and
so
at
the
indigenous
women's
safety
table.
We
have
Shirley
prietney,
who
is
a
former
RCMP
and
she's
a
member
of
First
Nations,
who
has
been
sitting
at
that
table
as
well
as
superintendent
machine
and
providing
guidance
and
Advising
us
on
some
of
the
nuances
and
things
that
that
we
need
to
be
aware
of
internally.
E
We
also
have
a
number
of
members
who
are
indigenous
and
have
taken
on
that
role
of
educating
our
own
members
and
they
serve
as
a
as
a
liaison
and
a
source
of
information.
When
we
are
dealing
with
indigenous
issues
that
we,
we
maybe
need
some
assistance
navigating
around
and
I.
Think
back
to
the
protest
that
we
had
at
Nicholas
and
Laurie
a
number
of
years
back.
There
was
mention
of
having
a
sacred
fire
in
that
area,
and
our
officers
were
unsure
about.
E
E
Specifically,
training
was
developed
and
issued
to
our
officers
on
on
front
line
on
the
platoon
training
days
and
we
had
a
series
of
six
of
those
and
we
had
a
chief
from
the
believe
over
from
the
manawati
area,
who
also
assisted
and
provided
officers,
the
opportunity
to
ask
any
questions
that
they,
you
know,
always
had
and
never
had
the
opportunity
to
ask
and
so
I
think.
There's
some
ongoing
learning
here
and
I
think
there's
an
organization
we're
committed
to
continuing
that
as
we
move
forward.
F
Thank
you
for
that
chair.
If
I
can
ask
a
second
question,
it's
to
deal
with
recruitment
and
I
noted
that
we
show
higher
numbers
like
we.
If
I'm
not
mistaken,
the
numbers
are
we,
we
have
a
higher
percentage
of
indigenous
employees
than
the
population,
total
I'm.
Look
I
I
wanted
to
know
sort
of
at
what
levels
within
the
service
are.
Are
we
tracking
that
and
are
we
looking
at
sort
of
seeing
indigenous
officers,
civilian
members
at
different
levels
of
the
organization.
A
Thank
you.
Thank
you,
member
faccharany
and
in
terms
of
the
the
different
levels,
Deputy
Bell
I'm,
not
sure.
If,
if
you
have
that
handy
I'll
go
to
you
after
I
answer,
a
portion
of
this
in
terms
of
recruiting
on
the
indigenous
side,
I
certainly
want
to
see
more
of
a
focus
of
that
we
can
do
better.
I
think,
with
with
more
of
a
focus,
I'll
just
go
into
just
a
bit
of
a
different
topic
and
then
I'll
get
back
to
it.
A
I
do
we
have
intentions
of
creating
an
indigenous
relations
unit
within
the
service
that
is
full-time
and
I've
spoken
about
it
for
a
number
of
months?
A
The
the
problem
we
do
have
right
now
is
just
our
our
Frontline
resources.
Our
investigative
side
are
very
strained
right
now,
and
we
just
can't
take
a
couple
members
off
so
I
I
would
have
liked
to
have
created
that
unit
to
be
quite
Frank
now
it
would
have
been
ideal,
but
we're
gonna
have
to
wait
through
the
summer
months
and
I
think
look
at
creating
it
in
the
fall
when
that
is
created
and
I
think
it'll
be
a
two-member
unit.
A
They
are
going
to
be
tasked.
You
know,
working
with
the
recruiting
unit
to
you,
know,
to
Target
those
areas
and
those
groups
of
people
and
it'll
be
part
of
their
responsibility
to
bring
people
into
the
system
as
well
too,
as
well
as
on
the
education
front,
making
sure
that
we're
driving
out
the
education
front,
which
was
part
of
your
your
first
question.
So.
G
A
Looking
forward
to
having
that
full-time
unit
that
can
really
Drive
recruiting
education
as
well
as
they'll,
be
responsible
for
you
know
the
TRC
and
the
the
missing
and
murdered
girls
recommendations
as
well
too.
It's
going
to
be
all
on
their
plate,
so
it'll
be
that
that
full-time
attention,
as
well
too
Steve
just
to
get
into
the
Weeds
on
that
the
breakdown
of
the
different
indigenous
members
we
have
do
you
have
any
comments
on
that
yeah.
C
So
what
I
can
say
is
we
actually
have
indigenous
members
right
up
to
and
through
the
superintendent
rank
in
the
organization?
So
they
are
at
all
different
ranks
within
the
organization.
But
it
is
an
area
that
we
continue
to
watch
and
look
to
progress
in
terms
of
development
towards
promotion
so
that
we
can
continue
to
make
sure
that
they
are
all
through
the
organization.
One
of.
C
Say
about
recruitment?
Is
we
we
are?
We
do
have
a
larger
representation
in
the
service
than
is
represented
by
our
population,
but
we
do
have
gaps
in
that.
So
we
continue
to
recruit,
we
don't
have
any
Inuit
members
and
the
biggest
indigenous
population
we
serve
in
Ottawa
is
is
around
Inuit
members.
C
So
we
continue
to
do
an
Outreach
and
focus
in
that
area
to
make
sure
that
not
only
do
we
keep
the
numbers
healthy
of
indigenous
members
within
the
organization,
but
that
we
actually
bring
more
in
to
to
represent
the
populations
we
serve.
B
Thank
you,
member
of
pakarani,
any
other
questions.
F
No
I,
pre
I
have
one
more
comment,
but
I
did
appreciate
the
response
that
was
just
given
and
just
to
identify
that
maybe
the
population
writ
large
is
is
we're
okay,
but
individually
or
within
groups.
I
think
that's
really
key
and
and
that's
great
work,
so
I
would
commend
the
last
comment.
I
think
I'll
leave
with
with
the
Services
the
use
of
force
and
I
think
as
using
a
measurement.
F
So
if
I'm
not
mistaken,
the
use
of
force
was
indigenous
with
1.8
times
more
likely
and
and
I
just
think.
That's.
That
is
a
measurement
that
we
need
to
see
come
down
right,
so
I
just
leave
that
I
I,
that's
something
that's
really
important,
and
and
we
need
to
see
how
all
the
education
and
how
all
the
recruitment,
how
all
of
the
training
will
actually
result
in
in
some
of
these
measurements
coming
to
a
more
a
better
level.
So
I
just
that's
my
last
comment.
Thanks.
B
Great,
thank
you,
member
fakrani,
chair
Beck.
You
have
a
question.
H
Oh
yeah
comment
from
my
work
at
Algonquin
we're
at
least
in
our
program,
and
it
was
something
that
we've
discussed
is
that
I
actually
believe
that
so
Algonquin
has
a
police
foundations,
program
and
recruitment
for
youth
interested
in
policing
coming
in
the
Inuit.
Community
is
actually
low
and
I
wonder
and
yet
Ottawa
does
have
the
largest
I
think
indigenous
population
outside
of
the
North.
So
it's
just
a
comment
because
I'm
not
sure
if
anything
can
be
done.
The
other
thing
I
did
want
to
mention
before
we
passed
by
this
report.
H
Is
that
I
really?
It
seemed
very
thorough
to
me
and
so
I
I?
Don't
have
it
feels
me,
so
it
should
move
forward
to
the
board
itself
for
information.
Then
I
do
also
appreciate
the
depth
that
was
included
in
it.
B
Great,
thank
you
very
much.
Are
there
any
questions
and
I
have
a
comment
before
we
finish,
but
are
there
any
questions
from
any
other
members?
Great,
thank
you.
Just
my
ask
of
the
service
would
be
when
this
comes
forward
to
the
board.
Could
you
just
please
make
mention
of
the
two-member
unit
that
you
want
to
stand
up,
I
think
that's!
That's
really
important
and
and
Kudos.
That's
that's
a
great
thing
to
do
as
well
as
see
the
breakdown
of
Personnel
from
from
indigenous
populations.
That
would
be
really
helpful
for
the
board.
B
Thank
you
very
much.
Okay.
Now
now
we're
gonna
go
on
to
item
4.2.
Oh
I'm,
sorry
is
this
item
received,
it
goes
without
saying.
Doesn't
it
thank
you
very
much
for
that.
Now
we're
going
to
go
on
to
our
discussion
on
strategic
planning
and
for
this
item
we
have
a
presentation
so
I'm,
going
to
invite
the
executive
director
to
provide
the
introduction
on
this
item
and
then
I
believe
she
will
turn
it
over
to
John
Steinbeck's
so
Krista
over
to
you.
I
Okay,
good
morning,
committee
members,
so
today
we're
here
just
have
a
discussion
on
strategic
planning.
As
the
committee
will
be
aware,
under
the
the
police
services
act,
the
board
is
responsible
for
setting
objectives
and
priorities
with
respect
to
the
police
service,
and
we
do
that
in
consultation
with
the
chief
of
police.
There's
also,
a
regulation
called
the
adequacy
standards,
which
further
elaborates
on
the
board's
responsibility
for
business
planning,
also
called
strategic
planning.
I
So
in
the
package
that
was
circulated
with
the
agenda,
you'll
find
a
framework
on
business
planning
that
belongs
to
the
board
and
provides
a
little
bit
more
guidance
in
terms
of
consideration
when
we're
undertaking
this
process-
and
it's
really
important
for
the
board
to
take
a
leadership
role
in
terms
of
the
Strategic
plan.
It
helps
determine
our
resource
planning
and
it
also
helps
us
with
respect
to
evaluating
the
performance
of
the
police
service
with
respect
to
the
performance
indicators
that
are
set
through
that
process.
I
So
I
just
want
to
emphasize
that
today
is
really
about
discussion.
We
want
to
get
ideas
in
terms
of
the
process
that
we
follow
to
develop
the
Strategic
plan.
There's
lots
of
inputs.
I
We
need,
by
virtue
of
the
act
and
our
own
board
policy,
but
we
really
want
to
get
a
feel
from
the
committee
in
terms
of
what
you'd
like
to
see
in
the
process,
and
there
will
be
a
report
coming
forward
at
the
May
meeting
on
this
topic
as
well,
and
that
will
include
the
input
from
the
discussion
today
and
we
have
some
time
on
this.
So
you
know
we
don't
want
to
rush
through
the
strategic
planning
process.
It's
really
important,
so
we
just
want
to
get
your
thoughts.
I
G
Over
to
you,
John
thanks
Chris,
so
with
that
we'll
just
roll
through
I,
we
put
together
these
slides
just
to
help
the
board
understand
where
we
are
with
strategic
planning
and.
G
Do
want
to
start
off
by
mentioning
there's
two
major
things
that
are
going
on
this
year:
we're
developing
the
Ops
budget,
of
course,
and
we're
also
trying
to
do
strategic
planning
that
that
puts
a
significant
strain
on
our
ability
to
consult.
So
our
goal
off
the
top
is
to
ensure
that
any
consultation
processes-
and
there
would
need
to
be
a
very
strong
one
for
both
of
you-
that
we
can.
We
can
leverage
both
to
support
both
both
efforts.
G
That's
one
of
the
first
things
that
we
just
want
to
mention
off
the
top.
You
know
the
the
I'm
sure
the
board
is
aware
of
our
vision,
mission
values.
These
are
some
of
the
I'm
just
gonna
blast
through
some
of
these
slides
and
try
to
get
to
the
discussion.
Point.
G
So
I
haven't
been
on
zoom
in
a
while
slowing,
showing
a
post-pandemic,
I
I,
don't
know
if
the
board
had
time
to
read
this
Power
this
slide,
but
it
does
give
you
a
good
sense
of
where
we've
come
from
with
our
strategic
plans.
They
came.
They
started
back
in
the
1990s
I
think
we
used
to
refer
to
them
as
business
plans
back
then,
and
they
would
come
a
long
way.
G
The
last
real
look
at
the
Strategic
plan
occurred
in
2019
when
the
board,
at
that
time,
decided
to
extend
well
depending
into
sort
of
move
forward,
the
old
plan,
with
the
intention
of
of
doing
a
full
strategic
planning
process,
the
pandemic
then
hit
and
things
got
derailed,
so
we
haven't
been
back
there
to
do
a
proper
strategic
planning
process
involving
consultation
and
discussion
in
quite
a
while.
G
We
support
our
members,
modernize
the
work
environment,
Advanced
community
policing
and
make
meaningful
progress
on
EDI
I.
Think
a
lot
of
us
will
agree
that
these
still
remain
valid.
However,
they.
This
is
this
plan.
Last
time
it
was
approved,
was
in
2019.
G
G
The
city
is
also
undertaking
some
good
efforts
to
talk
to
counselors
about
how
they'd
like
to
do
consultation
around
major
efforts
like
the
budget,
we're
we're
watching
both
of
those
discussions
very
closely
to
make
sure
that
we're
in
line
with
the
police
services
act,
but
also
reflecting
what
the
city
is
doing
as
well
in
terms
of
some
of
the
options
that
are
available
to
the
board
in
term
when
it
comes
to
inputs.
This
is
sort
of
a
smattering
of
the
of
the
the
options
we're
able
to
provide
again.
G
We
would
need
to
understand
from
the
board
the
types
of
of
options
they
would
be
looking
at
and
giving
your
backgrounds
where
you
felt.
That
would
be
the
most
beneficial,
but
also
where
we've
heard
from
many
board
members
that
they
want
to
be
actively
involved.
In
some
of
these
consultations
themselves,
I
know
that
puts
a
major
strain
on
you
as
a
board
member,
but
we're
happy
to
Design
Systems,
like
Community
forums
or
one-on-one
conversations
that
can
can
assist
with
that
discussion.
G
In
terms
of
the
timeline
we're
looking
at-
and
this
is
this
would
be
an
I
I-
would
consider
this
would
be
an
ideal
timeline
to
be
able
to
deliver
the
plan
in
September
and
that
would
be
aligned
with
the
budget
process.
So
so
we
know
that
there
would
likely
need
to
be
some
give
in
this
timeline,
and
it
would
also
be
putting
a
lot
of
pressure
on
board
members
to
participate
and
Lead
this,
as
well
as
as
Krista
and
her
role
as
executive
director.
G
But
this
gives
you
a
sense
that
that
if
we
started
in
May
with
the
board
Direction
at
the
end
of
this
month,
we
would
we
think
we
could
aim
to
have
the
plan
approved
in
at
the
September
meeting.
G
So
this
is
where
we
get
to
the
discussion
point
and-
and
you
know
before
I
get
to
this
go
past.
This
slide
here,
really
we're
we're
at
the
learning
phase.
As
this
like
I
said,
we
haven't
done,
the
board
hasn't
done
a
strategic
plan
in
quite
a
while.
All
of
you
have
very
strong
governance
backgrounds
and
that's
great,
however,
they're
also
very
diverse
governance
backgrounds.
G
So
what
we're
really
hoping
for,
whether
at
this
meeting
or
in
the
days
ahead,
that
we
can
get
feedback
from
the
board
on
the
types
of
things
you'd
like
us
to
look
at,
maybe
whether
it
be
inputs
best
practices,
approaches
and
that
Krista
and
I
would
be
bringing
a
report
back
reflecting
that
and
the
process
at
the
end
of
this
month
for
approval
at
the
board
meeting.
So
again,
we're
not
looking
for
a
decision
today,
we're
just
we
want
to
put.
G
We
want
to
sort
of
seize
the
board
with
this
issue
and
and
work
towards
that
may
deadline
with
that
I'm
happy
to
take
questions.
I
know
Krista's
online
as
well.
I
have
cam
hawkwood
from
my
team
and
and
we're
happy
to
hear
any
questions,
any
ideas,
any
inputs
I'll
leave
it
with
you
at
this
point.
Thank
you.
B
Great
thank
you
Krista
and
John
for
the
presentation
and
really
opening
our
eyes
up
to
the
different
options
for
consultation
piggybacking
on
the
on
the
city
and
others.
Certainly,
the
board
will
be
interested
very
interested
to
weighed
in
on
this.
B
For
for
this
morning's
presentations,
I
open
up
the
floor
for
questions
and
I
see
Gail.
You
have
your
hand
up.
First.
H
H
The
other
thing
is
that
the
I
don't
know
how
this
timing
works
in
general,
but
it
works
nicely
for
me
because,
since
I
see
primarily
adolescence
and
just
based
on
how
practice
works,
the
summer
is
a
very
open
time
for
me
and
I.
Think
the
other
thing,
that's
that
as
a
member
of
the
public,
not
knowing
very
much
at
all
yet
really
about
how
things
work.
H
It
would
seem
to
me
that
we
want
really
broad-based
consultation
and
that
personally
I
have
the
economist
on
it
to
make
myself
available
for
that,
because
I
think
at
the
end,
when
the
Strategic
plan
comes
out,
that
what
would
be
great
would
be
the
problems
and
the
service
and
as
many
as
many
stakeholders
as
possible
to
really
see
that
that
it
shows
in
that
plan
that
they've
been
consulted
and
that
the
board
had
taken
to
part
what
they've,
what
they've
communicated
to
us
at
every
level
of
stakeholder,
and
especially
the
puddles
in
the
course
of
thoughts.
H
So
that's
that
is
right
now.
I
do
have
some
concerns
about
engaging
the
public
during
the
months,
the
files
back
from
our
holiday,
but
perhaps
there's
Nation
on
that
that
I'm
not
aware
of.
But
those
are
my
questions
in
common.
Thank
you.
B
All
right,
thank
you.
Any
other
questions
or
comments,
maybe
maybe
I'll
have
I.
Have
one
question
that
I'd
like
to
ask
foreign
and
Krista
we're
talking
about
possibly
leveraging
the
work
of
the
city
and,
of
course,
for
a
number
of
consultation
options
out
there.
Will
there
be
any
any
news
from
the
city
between
now
and
our
board
meeting
on
what
they're
doing
from
the
the
perspective
of
consultation?
Do
we
anticipate
any
new
information
on
that
before
this
comes
to
the
board.
G
Yeah
I
was
talking
to
the
finance
team
yesterday
and
they
were
I
I
believe
were
quite
well
aligned
in
terms
of
that
they,
but
they
put
out
that
some
of
you
may
have
seen
the
survey
from
the
city
talking
about
the
budget,
consultation
process
and
and
I
think
we
can
at
least
get
a
sneak
peek
in
terms
of
to
make
sure
that
we're
consistent
with
the
approaches
they're
taking
by
the
May
by
the
may
end
of
May.
That's
my
understanding.
B
Great,
thank
you
John,
and
will
we
have
access
to
to
why
they've
made
certain
consultation
decisions
One
versus
the
other
as
well.
G
G
G
We
have
a
very
strong
Team
here
that
has
very
strong
connections
with
the
community
and
we
have
many
one-on-one
sort
of
stakeholder
connections
that
we
can
that
we
can
leverage
internally,
I
think
what
I
really
want
to
get
the
is
is
how
do
we
design
a
system
where
the
board
can
feel
comfortable
that,
whether
individually
or
together,
you've
had
you've
had
interaction
with
those
same
stakeholders
personally,
and
that
you
can?
You
know,
sort
of
vouch
for
that
discussion
and-
and
that's
that's
that'll-
be
the
interesting
portion
of
this
consultation.
B
Great,
thank
you
and
I
believe
it
goes
without
saying,
but
at
the
end
of
the
strategic
planning
cycle,
if
you
will,
since
since
we've
been
in
advance
for
the
last
few
years
because
of
kobit,
it
would
be
important
that
we
drop
lessons
learned
that
they
will
launch
us
into
next
year's
strategic
planning
season.
If
you
want
to
call
it
that.
G
Yeah,
the
the
new,
the
new
police
services
act
actually
is
very
helpful,
I
think
for
the
board.
It
gives
you
some
guard
rails,
including
yearly
reviews
and
and
updates,
so
so
I
think
the
new
Police
Service.
That
is
very
helpful
to
sort
of
guide
us
in
this
process
and
as
well
as
how
to
where
and
how
do
we
conduct
when
the
board
finally
does
sit
down
to
discuss
the
the
the
Strategic
plan
and
and
begin
to
develop
that
final
document?
G
B
Fantastic,
thank
you
and
member
Ronnie.
You
have
a
question.
F
Yeah
so
I
just
want
to
say
a
couple
of
things
with
respect
to
to
this
agenda
item.
One
is
I
agree
with
the
chair's
comments
that
it
should
be
broad.
F
Engagement
with
the
community
and
I
would
also
add
I
think
we
need
to
leverage
other
consultation
processes
and
any
City
officials.
So
your
list
of
consultation
options
that
are
in
here
on
the
deck
are
very
good
and
I
think
we
should
look
for
opportunities
to
leverage
and
and
make
sure
that
we
we
as
a
board,
are
able
to
participate.
So
I
would
also
suggest
an
active
involvement.
F
I
think
that's
where
the
chair
was
also
leaning
towards
and
availability
and
so
I
think
the
board
members
and
just
I'm
speaking
for
myself
right
now
is
yes.
I
would
like
to
get
involved
in
the
active
consultation
process,
whether
it's
with
diverse
groups,
Etc
in
terms
of
identifying
diverse
groups,
I
think
again,
I
would
look
at
the
use.
I
go
back
to
the
groups
that
were
impacted
by
the
use
of
force
that
up
and
ensure
that
we
are
talking
to
them
to
those
groups
so
with
the
indigenous
black
Middle
Eastern.
F
So
so
it's
really
important
that
that
consultation
process
included
those
groups
specifically,
and
the
idea
is
to
build
trust
John's
right
that
the
the
new
act
when
it
comes
into
force
will
have
certain
obligations,
and
we
should
try
and
see
if
we
can
start
abiding
by
those
obligations
even
before
it
comes
to
to
into
Force
just
as
a
best
practice
and
I
believe,
there's
a
linkage
to
the
Minnesota
City
community
and
safety
well-being
plan,
and
so
our
strategic
plan
should
also
align
with
the
cities.
F
So
that's
another
important
aspect
of
moving
forward
on
this
plan
as
well.
So
those
are
just
a
few
comments
from
my
site.
Thanks
chair.
A
Thank
you.
Mr
chair,
really
pleased
to
hear
the
board's
engagement.
You
know
to
consult
with
the
community
along
with
us
hitting
it.
You
know,
hitting
the
community.
You
know,
sort
of
on
both
levels.
A
Broadly
I
think
it's
is
really
good,
so
I'm
happy
to
hear
that,
and
in
regards
to
the
the
timeline,
the
slide
that
sort
of
outlined
the
schedule,
I
think
we
have
to
do
our
best
to
try
to
hold
to
that
and
I
just
say
that,
obviously,
as
we
move
into
budget
season,
we're
going
to
be
starting.
This,
you
know
very
quickly
in
terms
of
just
preparing
for
the
the
next
budget
in
the
fall
and
in
the
board
will
be
very
busy
with
that
as
well
too.
So
it'd
be
nice.
A
If
we
could
have
that
strategic
plan
set
because,
of
course,
has
Deputy
Bell
and
I
go
in
front
of
mayor
and
Council,
it's
nice
to
link,
of
course,
the
budget.
What
we're
doing
what
we're
setting
out
for
the
community
to
the
the
new
strategic
plan
and
not
the
old
one
which
we
we
had
to
do
a
few
months
ago,
so
it'd
be
nice
to
to
wrap
this
up.
So
when
we're
in
front
of
everybody,
we
have
a
very
direct
document
to
reference.
B
Oh
great,
thank
you.
Chief
and
and
I
agree
with
everything
that
you
said
absolutely.
It
would
be
nice
to
stick
to
the
timelines
moving
forward,
any
other
questions
or
comments
from
any
other
abort
colleagues,
yes,
member
henschel.
D
Yeah
I
just
want
to
say
really
pleased
with
the
way
this
is
looking.
I
agree
with
the
approach
here,
and
certainly
with
the
the
broader
consultation.
D
That's
really
important,
I'm
just
wondering
if
there's
anything
that
we
should
also
be
considering
and
as
we
go
through
this
process
coming
out
of
the
rule
commission
and
the
conference.
What
happened
there,
both
from
a
if
there's
any
Community
consultation,
maybe
that
we
should
consider,
but
also
just
from
those
recommendations
to
make
sure
we
capture
that
in
the
Strategic
plan.
F
B
Thank
you
last
call
for
questions
or
comments.
B
Great.
Thank
you
now
that
the
policy
and
governance.
G
If
I
can
just
just
make
one
just
so
for
the
next
step,
just
so
we're
all
there.
So
the
goal
at
this
point
now
Chris
and
I
will
work
on
a
report
that
will
be
bringing
back
to
the
end
of
this
into
May
for
approval
from
the
board,
with
some
general
guidelines
on
how
we're
gonna
roll
the
the
Strat
playing
process
out
I
we're
all
on
the
same
page
there
that
makes
sense.
B
B
C
Actually,
John
sweet's
going
to
be
doing
the
presentation
thanks,
Chief
thanks
chair
we'll
be.
This
is
a
a
procedural
governance
issue
that
we're
looking
to
to
square
away
with
the
policy
and
governance
committee.
We
need
to
come
forward
we'll
give
you
the
background,
but
we
need
to
come
forward
to
you
to
direct
the
executive
director
to
undertake
this
review
of
the
financial
accountability
and
procedures
manual.
C
So
with
that
I
will
turn
it
over
to
John
sweet
who
will
go
through
all
of
the
pieces
other
than
happy
to
have
a
discussion
around
it.
J
Thanks,
Steve
and
good
morning,
everyone
so
we're
here
today
to
initiate
the
review
of
the
financial
accountability
procedures
manual,
to
start
to
give
a
brief
overview
of
what
the
what
the
fap
manual
is.
This
guy.
This
manual
is
what
guides
and
governs
my
finance
team
and
completing
their
their
daily
tasks
and
as
well
as
the
various
buyers
within
the
Ops
for
their
procurement
needs.
J
So
we've
provided
on
this
slide
a
brief
kind
of
a
brief
table
of
contexts
of
what
is
included
in
the
fap
manual
and
I'll
touch
on
a
few
of
them
in
a
bit
more
detail
as
we
go
through
the
slide.
The
legislative
Authority
really
touches
on
the
police
services
act,
as
well
as
the
the
role
of
the
board
in
regards
to
policy,
as
well
as
the
chief
with
regards
to
budget
development
and
and
the
operational
side.
J
Administrative
procedures
pretty
self-explanatory,
but
just
covers
access
who
has
access
to
information
the
authority
to
execute
contracts.
The
delegation
of
such
Authority,
as
well
as
amendments
to
the
manual
the
contracts
and
financial
procedures
piece,
is
where
the
the
bulk
of
the
the
manual
lies
in
that
third
chapter.
It
does
touch
on
a
variety
of
items.
The
most
important
ones
really
are
budget
transfers,
closure
of
capital
projects,
our
procurement
procedures
with
regards
to
you
know,
dollars,
thresholds
and
and
what
we
have
to
abide
by
based
on
those
different
dollar
values.
J
And
it
emphasizes
you
know,
leveraging
the
standing
offer
lists
from
the
city
as
well
as
the
policing
Cooperative
purchasing
Group,
which
is
a
unique
competitive
process
that
the
policing
agencies
within
the
province
of
Ontario
can
leverage.
So
if
another
police
service
within
the
province
initiates
a
competitive
process,
we're
able
to
leverage
their
efforts
and
get
get
their
competitive
pricing,
so
a
very
we
do
highlight
that
within
our
within
that
piece
of
the
manual.
J
J
So
I've
got
a
list
of
items
here
that
we'll
be
considering
for
our
updates
on
exhaustive
list,
but
just
does
touch
on
a
few
of
the
main
ones
that
will
help
help
our
finance
team
and
their
regular
activities
as
well
as
hopefully
achieve
you
know
some
some
just
workload
efficiencies
with
regards
to
cleaning
up
some
of
the
some
of
the
languages
this
manual
is
it's
been
four
year
which
I'll
touch
on
the
next
slide.
It
has
been
just
slightly
over
four
years
since
we've
last
updated
it.
J
So
we
are
due
for
for
an
update
to
this
manual,
so
just
some
obviously
General
administrative
cleanup.
That's
always
part
of
our
regular
review.
The
approval
limits
is
something
that
we're
going
to
be
reviewing.
It
has
been
unchanged.
It
wasn't
changed
at
the
last
review,
so
it's
over
eight
years,
since
those
limits
have
been
changed.
Obviously,
inflation
is
more
so
now
than
before,
but
it's
obviously
played
a
factor,
but
we
also
have
you
know
in
the
last
ball.
J
In
the
slide,
we
have
a
new
system
coming
online
and
that
system
approval
limits.
It's
now,
based
on
an
after-tax
dollar
amount
versus
before
our
approval
limits
are
on
a
pre-tax
dollar
amount.
J
So
there
is
some
implications
there
that
we,
you
know,
want
to
try
and
minimize
the
the
number
of
contracts
or
purchase
orders
or
invoices
that
do
that
would
because
of
that
change,
go
up
to
a
higher
level
than
it
previously
would
so
want
to
minimize
that
impact
from
our
more
senior
level
members
having
to
review
additional
items
that
they
weren't
previously
having
to
review.
J
Then
there's
a
couple
of
pieces
in
here
that
you
know
we
just
don't
have
that
isn't
specifically
spelled
out
in
in
our
fap
manual,
such
as
disposal
of
assets,
returning
funds
to
Capital
that
we'd
really
like
to
spell
out
that
we
would
help
help
our
team
in
addressing
those
situations
and
then
the
last
one
they
violated
is.
Is
our
travel
claims
so
really
just
clarifying
some
of
that
language,
but
also
to
to
link
towards
our
credit
card
audit
recommendations?
J
You
know
there
were
a
couple
of
pieces
in
in
that
deliverable
that
touched
on.
You
know,
travel
advances
and
requests
and
recommended
some
changes
in
that
regard.
So
we'd
want
to
align
the
credit
card
audit
recommendations
within
you
know
that
those
those
travel
claim
piece.
That's
in
our
fap
manual.
J
So,
with
regards
to
updating
our
manual,
I
did
include
an
excerpt
here
from
our
fap
I.
Won't
I
won't
read
it,
but
it
is.
It
does
state
that
you
know
we
have
a
responsibility
to
initiate
a
full
review
every
four
years
the
last
one
was
was
done
in
2018,
so
we
were
due
last
year
to
to
do
this
review
and
now
we're
here
before
you
today
to
to
initiate
that
review,
to
deliver
this
amended
document
to
you
later
later
this
year
and
that
dovetails
into
the
recommendation.
J
What
we
have
before
you
is
that
we
are
recommended
that
we
do
do
a
full
review
in
consultation
with
the
chief
of
police
and
the
CIO
and
we'll
bring
back
any
any
recommendation
recommended
amendments
to
this
committee
by
the
end
of
end
of
this
year,
and
that
concludes
my
presentation
this
morning.
B
Great
thank
you
John
and
thank
you
Steve
any
questions
or
the
service
on
this
item.
B
I
think
it's
a
a
very,
very
good
presentation.
Thank
you,
I
think
it's
really
important
to
to
go
through
this
and,
as
you
mentioned,
this
fell
behind
as
well
due
to
activities
over
the
last
couple
of
years,
so
the
Amendments
would
come
to
the
board
at
the
end
of
queue
for
2023,
so
that'll
be
at
the
December
meeting
the
December
meeting.
We
would
plan
for
that.
C
B
Great,
thank
you
just
heads
up,
of
course,
the
December
meeting
tends
to
be
earlier
in
the
month
with
the
Christmas
holidays
and
all
that,
but
this
committee
would
be
happy
to
see
the
results.
If
we
could,
you
know,
probably
in
the
October
time
frame,
if
there
were
any
changes
or
anything
like
that,
but
we
could
push
it
as
late
as
November
if
we
had
to.
D
B
Other
any
other
questions
on
this
item.
B
Oh
great,
thank
you
very
much,
I'm,
very
much
that
the
policy
and
governance
committee
direct
the
executive
director
to
undertake
a
full
review
of
the
board's
Financial
accountability
procedures
manual
in
consultation
with
the
chief
of
police
and
chief
administrative
officer
and
bring
back
any
suggested
amendments
to
the
committee
before
the
end
of
Q4,
2023
and,
of
course,
to
this
community
before
that.
Is
this
item
carried
Gary
Garrett?
Thank
you.
B
I
Yes,
absolutely
so
what
the
committee
will
notice
is.
We
are
behind
in
terms
of
our
work
plan
and
tasks
that
have
been
carried
over
from
the
previous
year's
work
plan.
Now
that
we
do
have
a
full
contingent
on
the
board,
as
well
as
within
the
executive
command.
We
are
better
positioned
to
get
back
on
track.
I
The
work
plan
is
still
ambitious,
but
I
I
do
think
it's
it's
achievable
in
terms
of
the
way
I've
tracked
items
on
the
work
plan
and
just
the
difference
between
the
check
marks
and
the
X's.
So
when
an
item
takes
over
takes
a
course
of
a
few
months,
for
example,
you
may
notice
that
you'll
see
a
series
of
check
marks
and
then
it
might
finish
in
it
with
an
X,
and
that
means
that
the
task
is
still
not
completed,
but
there's
been
progress
for
items
that
are
reporting
requirements.
I
If
you
see
an
X
and
a
check
mark,
it
means
the
report
did
come
forward,
but
it
came
later
than
what
it
was
expected
in
terms
of
our
calendar
of
monitoring
requirements
and
the
targets
we've
set
for
that.
And
if
you
only
see
an
accident
means
that
the
task
is
still
to
be
completed
or
a
report
is
still
to
come
forward.
B
No
commenters
are
coming
there's
comments
right
here
in
that
we're
playing
catch-up,
we're
in
catch-up
mode,
so
to
speak
as
it
relates
to
falling
behind
because
of
covid
and
so
on
and
so
forth.
But
I
certainly
look
forward.
You
know
to
the
remainder
of
this
year
and
with
a
full
compliment
on
the
board
as
well
as
commence
that
affect
Ops
to
really
follow
these
items
through.
B
B
Well,
I'm
sorry
Chris
said
just
reminded
me
that
I
wanted
to
speak
to
appendix
2
or
document
to
in
the
handouts.
The
outstanding
motions
tasks
for
consideration.
You'll
see
there
are
roughly
half
a
dozen
outstanding
orphans
and
tasks
and
they
date
back
to
roughly
2020,
probably
about
three
chairs
ago
and
a
different
board.
B
My
suggestion
was
going
to
be
that
we
removed
these
tasks,
these
motions
and
tasks,
and
we
can
go
through
them,
of
course,
and
I'm
sure
we
have
individually.
If
there's
anything,
we
would
like
to
re-table,
we
could
we
could
re-table
them,
but
at
this
point
in
time,
I
think
a
lot
of
these
items
are
already
covered
through
other.
B
F
B
What
what
I
would
suggest-
I
I
agree,
it's
an
important
one,
absolutely,
and
what
I
would
suggest
is
that
we
review
the
wording,
I
task,
the
executive
director
to
to
do
that
and
bring
that
as
a
motion
forward
at
the
next
board
meeting,
and
then
it
will
be.
It
will
be
relevant,
we'll
ensure
that
the
wording
is
correct
and
takes
into
consideration
any
activities
between
that
2020
motion
and
today
would
that
work
out.
Yes,.
F
B
Great
thank
you.
The
department
of
governance
committee
review
the
drafts,
2023
board
work
plan
and
forward
the
final
draft
to
the
Ottawa
Police
Service
board
for
approval.
Is
this
item
carried.
B
Great
Garrett,
thank
you
very
much
4.5.
In
light
of
the
work
plan
we
just
discussed,
I
would
like
to
propose
that
we
direct
the
board
office
to
schedule
our
various
committee
meetings
in
advance
for
the
year,
while
I
recognize
that
there
may
be
occasions
where
an
urgent
matter
could
arise.
This
should
be
the
exception.
B
Pre-Scheduling
will
help
us
stay
on
track
of
items
in
the
timelines
and
in
our
work
plan
and
I'll.
Give
you
the
example
of
what
was
disabled
and
coming
to
Committee
in
on
on
the
financial
work
in
the
October
November
time
frame,
I'd
walk
on
the
services
input
as
well
in
terms
of
any
critical
reporting
or
approval
requirements
a4c
for
that
month.
B
So
it
in
my
opinion
and
and
if
we
agree
it
would
be
helpful
to
toss
the
office
task
executive
director
to
plan
out
meetings
with
consultation
with
board
members
committee
chairs
subcommittee
chairs
for
the
remainder
of
23,
and
that
we
do
this
on
an
ongoing
basis
on
a
yearly
basis
and
once
again,
I
absolutely
recognize
that
there'll
be
an
emergency
meetings,
there'll
be
call
to
action
and
so
on
and
so
forth.
But
I
know
personally,
it
would
help
me
from
from
the
perspective
of
our
meetings,
to
have
that
yearly
calendar.
Any
thoughts
on
that.
B
Christa
would
we'd
be
in
a
position
to
table
this
at
our
May
meeting.
I
Certainly
I
can
assist
with
putting
together
a
motion
that
could
be
raised
at
the
May
meeting
to
for
for
the
board
to
vote
on.
B
Any
other
thoughts
or
comments.
Oh
I'm,
sorry,
chair
back,
you
have
a
your
handout
I.
H
Was
just
going
to
say
that
I
agree
with
scheduling
ahead
as
much
as
we
can.
B
Pardon
me
no
okay,
the
deposition
governments
committee
I,
received
this
item
for
discussion.
Is
the
item
received
great.
D
B
You
is
there
any
other
business
for
the
committee.
B
Great,
thank
you
our
next.
Our
next
meeting
date
is
still
to
be
determined,
although
we'll
be
talking
about
that
at
the
mayboard
meeting
as
we
schedule
these
meetings.
Looking
forward
and
I'd
like
to
thank
everybody
for
your
participation
today,
a
great
discussion
and
can
I,
please
have
a
motion
for
adjournment.
B
Thank
you
very
much,
Salim,
okay,
thank
you
very
much
and
look
forward
to
seeing
everybody
in
the
very
near
future.
Take.