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From YouTube: Ottawa Police Services Board - April 23, 2018
Description
Ottawa Police Services Board meeting – April 23, 2018 – Audio Stream
Agenda and background materials can be found at http://www.ottawa.ca/agendas.
A
We
were
five
minutes
late.
We
we
get
some
business
to
take
care
of
and
we
were
waiting
for
one
of
our
call
to
get
caught
in
traffic,
but
I'm
glad
she's
here
now
like
to
call
this
meeting
to
order
on
monday
april
23
2018
confirmation
of
agendas
any
additional
order.
What
we
can
confirm
agenda
come
from.
Okay,
thank
you,
confirmation
of
minute
minute
of
26
march
2018
that
the
ottawa
police
service
board
confirmed
the
minutes
of
the
26
march
2018.
on
a
minute.
A
Declaration
of
interest
committee
meet
and
report
from
committee
chairs.
In
minute
we
had
the
policy
and
government
committee
draft
minute
from
one
of
the
first
of
the
fourth
april,
2018
that
the
aurovo
police
service
board
received
this
report
for
information,
but
before
we
receive
it,
I'll
turn
it
over
to
my
colleague
the
chair
of
the
policy
governing
committee
member
nicholson,
to
give
us
a
little
overview
on
the
committee.
A
Well,
thank
you,
mr
chair.
The
policy
and
governance
committee
met
on
april
4th.
We
discussed
amendments
to
a
series
of
board
policies
as
part
of
a
regular
review
that
we
do
of
board
policies,
and
I
am
pleased
to
let
you
know
that
these
all
these
changes
are
before
the
board
for
approval
this
evening,
so
I
won't
go
into
the
nitty-gritty.
A
A
Three
is
the
update
and
accommodation
presentation
by
director
general
deborah
fraser
will
hold
item
three
as
well
item
number:
four
review
of
the
board
policies
executive
director
report
that
the
ottawa
police
service
board
approved
the
amendment
to
policies
contained
in
this
report,
as
endorsed
by
the
policy
and
governing
committee
on
item
four.
Okay.
A
Thank
you
item
number
five:
renewal
of
up
adobe
and
enterprise,
the
term
licensing
agreement
that
the
auto
police
service
board
approved
the
the
renewal
of
dope
adobe
adobe
enterprise,
adobe
enterprise
term
licensing
agreement
through
soft
choice,
lp
for
three
years
term,
from
february
13,
2018
to
february
12
2021
at
the
proximity
annual
cost,
a
75
785
dollar
on
19
cents,
excluding
taxes
on
the
item.
Okay,
this
is
the
licensing
renewal
item
number
six
is
appointment
of
special
constable
ottawa
police
service.
A
Okay,
and
also
we
have
the
same
item,
number
seven
and
number
eight
number
seven
special
console
pursuant
to
section
53
accordance
with
the
term
condition,
set
up
approval.
So
there's
no
name
of
the
on
that
item.
Special
cost
of
oc,
transpo
and
item
number
eight
is
reappointment
of
a
special
constable
oc
transpo
on
item
a
k.
A
A
Item
11,
the
auto
police
service
board,
received
this
report
for
animal
information.
Is
the
wellness
strategy
update
an
item
you
see
item
number
12?
Is
the
ottawa
police
service
board
received
this
report
for
information
and
it
is
a
complaint
report.
Part
5
police
service
act
first
quarter
and
before
we
receive
this
item,
I
really
sincerely
want
to
thank
the
chiefs
executive
officer,
scott
neistat
and
his
team
for
making
the
necessary
change
to
make
it
friendly
use
and
better
understanding
the
complaint
report,
so
chief
I'd
like
to
acknowledge
our
staff
on
a
job.
Well
done.
A
B
A
Okay,
thank
you.
Thank
you,
mr
white,
and
on
the
item.
Legal
service
status
report
received
item
number
15
report
on
siu
investigation
that,
on
the
item,
receive
item
16.
It's
outstanding
board
inquiries
in
motion
april
2018
that
the
euro
police
service
board
received
this
report
for
information.
As
you
see,
item
17
and
letters
of
commendation,
the
chief
is
the
report
that
the
auto
police
service
board
received
this
report
for
information.
A
Thank
you
just
question
to
director
general
director
general
on
on
item
number
10,
the
the
the
workplace,
injury
and
I
I
noticed
they're
talking
about
increase
in
the
number
didn't
increase
as
much,
but
the
time
for
recovery
seems
increase.
Can
you
just
explain
it
a
little
bit
because
it
seems
like
if
you
look
on
the
static
of
2015
2016
2017,
the
number
the
the
percentage
did
not
change
a
lot
as
a
matter
of
fact
it
decreased,
but
the
time,
if
you
look
for
the
for
the
recovery
it
it
was
longer.
E
Thank
you,
mr
chair.
What
you're
seeing
in
this
report
is
the
first
full
year
being
2017,
where
the
presumptive
legislation
that
was
passed,
which
permitted
ptsd
sometimes
referred
to
us
osi
as
well,
but
ptsd
to
be
recognized
as
a
wsib,
acknowledged,
illness
and
so
for
us.
That's
meant,
and
we
captured
this
in
the
report
that
there's
been
a
significant
increase
in
the
number
of
ptsd
approved
claims
in
2015,
for
example,
there
were
two
that
were
recognized
by
wsib
in
2017.
There
were
21.
E
That
that
condition
requires
more
recovery,
perhaps
than
a
a
very
simple
musculoskeletal
injury,
and
that
that's
what's
explaining
a
significant
change
in
the
severity
and
you're
quite
correct.
Mr
chair
there's
550
hours
this
in
this
report
compared
to
173
two
years
ago.
So
we
now
have
a
feel
for
the
kind
of
impact
that
the
presumptive
legislation
is
having
on
our
service,
as
well
as
more
awareness
of
the
occurrence
of
this.
This
condition
within
our
members.
A
A
Perhaps
we
can,
we
can
do
the
presentation
for
the
national
capital
area,
crime,
stopper
and
then
we'll
come
back
to
the
chiefs
verbal
report,
so
for
our
guests
to
so
when
mr
mcmullen,
the
president
of
national
capital
area
crime,
stopper,
coming
to
that
podium.
A
I'd
like
to
thank
mr
mcmullen
and
his
leadership
and
his
team
and
his
board
of
director
on
great
work,
helping
our
our
service,
and
we
really
like
to
thank
you
on
behalf,
my
colleague
the
board
here
for
all
the
the
hard
work
your
team
is
doing,
and
obviously
we
follow
you
on
twitter
and
we
see
the
the
great
the
partnership
you
have
with
ops.
So
we'll
turn
it
over
to
you,
mr
mcmullen.
C
Thank
you,
mr
chairman.
That's
much
appreciated.
We
are
active,
we
are
busy
and
we
continue
to
do
good
things.
So,
while
I
give
you
the
the
semi-annual
update,
I
just
thought
I'd
throw
some
photos
up
just
some
of
the
events
for
those
of
you
that
don't
necessarily
follow
us
on
twitter.
You
can
see
what
our
team
is
up
to
so
first,
mr
chair,
thanks
for
the
opportunity,
this
is
our
13th
presentation
to
the
police
services
board.
C
It's
my
tenth
and
it's
something
that
we
really
enjoy
doing
not
only
sharing
with
you
and
your
colleagues,
but
with
the
public
as
well.
So
it's
important
to
have
opportunities
like
this.
So
thanks
for
facilitating
that
you
know,
our
board
of
directors
continues
to
be
a
strong
and
focused
group
that
are
engaged
in
helping
law
enforcement,
solve
resolve
and
present
prevent
crime.
So
we're
active
some
of
my
board
colleagues
are
with
me
today
just
to
acknowledge
them.
C
Jim
tugwell
wayne
bissett
our
past
president
and
miss
lee
underwood,
joins
me
and
asked
constable
getz
to
come
up
she's.
Our
coordinator
and
I
thought
it'd
be
nice
for
her
to
see
what
it's
like
to
to
do
this,
and
we
can
look
forward
to
hearing
from
her
in
the
future.
Perhaps
sadly,
earlier
this
year
we
lost
one
of
our
board
members.
C
After
a
long
battle
with
cancer,
steve
merrill's
been
on
our
board
for
a
number
of
years
served
in
a
variety
of
capacities,
most
recently
as
our
board
secretary
well
known
to
ottawa
police
involved
in
your
fraud
group
that
helps
solve
and
prevent
crimes
on
its
own
merits.
So
just
sad
to
report
that,
as
you
may
know,
in
early
february,
we
launched
a
an
initiative
targeting
illegal
crime
guns
in
our
community
and
it's
a
90-day
program
that
we've
launched
in
order
to
target
any
crime
guns.
C
So
the
seizure
of
any
crime
guns
and
we're
offering
the
full
2
000
cash
reward
for
that.
C
The
purpose
is
to
raise
awareness
and
make
people
aware
of
the
safety
factor
of
calling
crime
stoppers
and
sharing
information
that
can
be
vital
to
law
enforcement.
So
we're
looking
forward
to
continued
results
on
that
front.
Our
board
is
going
to
be
participating.
Some
of
us
are
off
to
hamilton
to
attend
a
canadian
conference
of
crime.
C
Stoppers
programs,
as
you
may
know,
there's
38
different
programs
across
our
province
and
they'll
be
well
well
represented,
so
we're
bringing
our
youth
volunteers
with
us
again
and,
of
course
our
coordinators
will
be
making
the
trip
and
I'm
happy
to
report
that
the
program
continues
to
be
successful.
You
know.
In
2017
we
saw
our
tip
volume
increase
from
42
100,
just
over
4200
tips
to
53
59
in
2017
it
was
our
largest
number
of
anonymous
tips
we've
ever
received
and
it's
helped
police
recover
over
72
thousand
dollars
and
stolen
property.
C
Seize
over
forty
three
thousand
dollars
in
illegal
drugs,
three
firearms
were
recovered
directly
as
a
result
of
crime,
stoppers
tips,
so
we
know
the
program
works
and
it
continues
to
be
an
effective
tool
for
law
enforcement
to
to
use.
C
Much
of
our
success,
I
believe,
is
our
engagement
with
the
community
being
out
at
community
events
pays
dividends,
whether
that's
at
community
safety
nights,
whether
that's
attending
a
parade
or
community
barbecues.
All
of
those
opportunities
for
us
to
raise
awareness
with
the
public
about
crime
stoppers
contributes
to
the
increased
number
of
tips,
and
that
has
an
impact.
As
we
all
know,
some
of
those
events
are
fun
and
exciting.
C
Certainly
pays
pays
off.
We've
got
some
great
relationships.
We've
got
some
great
partnerships
out
there
and
those
continue
to
help
us
drive
up
those.
Those
tip
numbers
january
was
crime.
Stoppers
month
we
participated
at
a
a
wide
variety
of
events,
including
ottawa,
community
housing
events,
carlton
university
constable
getzel
myself
had
a
chance
to
speak
to
third
and
fourth
year,
criminology
students.
We
attended
events
at
carleton
university
at
algonquin
college,
provided
a
presentation
of
boys
and
girls
club
and,
of
course,
all
of
our
regular
parades
and
other
events.
C
So
quite
good-
and
I'd
also
like
to
thank
our
media
partners,
because
without
spreading
that
word,
we
can
do
it
on
social
media,
but
having
the
professional
media,
whether
that's
the
television
broadcasters,
the
print
media
and
the
radio
media
getting
their
message
out.
There
continues
to
be
effective
and
we're
really
pleased
to
see
so
much.
You
know
our
crime
gun
initiative.
We
were
able
to
secure
free
advertisement
from
all
of
the
radio
stations
around
town
and
that's
important
for
getting
the
message
out.
C
So
we're
encouraged
to
see
that
and
it's
it's
really
a
positive
contribution
that
they
do
so
every
time
they
mention
us,
whether
it's
in
the
news
story
or
print
media
when
they
mention
the
crime,
stoppers
anonymous
option
that
helps
drive
up
our
volume
and
so
we're
thankful
and
grateful
for
them.
C
We
also
got
to
participate
at
bell's
corners
community
meeting
that
was
held
to
help
raise
awareness
about
creating
a
neighborhood
watch
program,
and
I'm
was
pleased
to
speak
on
behalf
of
crime
stoppers
and
share
information
about
anonymous
reporting.
Sometimes,
people
are
reluctant
to
come
forward
with
information,
sometimes
they're
reluctant
to
call
the
police
and
crime.
C
Stoppers
creates
a
safe
environment
for
the
public
to
come
forward
without
having
to
worry
about
fear
of
reprisal
to
not
never
have
to
testify
in
court
to
never
have
to
really
be
engaged
other
than
sharing
that
information,
and
that's
what
makes
the
program
so
successful
and
I
think
that
we've
seen
an
increase
in
the
number
of
tips,
because
the
public
is
willing
to
come
forward
and
share
that.
So
it
is
a
safe,
safe
option.
C
You
know
in
the
fall,
we
were
acknowledged
with
an
award
from
crime
prevention,
ottawa,
the
long-standing
contribution
award,
and
it
was
a
real
honor
for
our
board
members
that
were
able
to
attend
and
our
volunteers
to
seek
that
kind
of
recognition.
You
know
we're
kind
of
a
quiet
organization.
We
don't
get
to
trumpet
our
success.
We
don't
get
to
share
the
full
value
of
our
success
stories
with
the
public,
even
sometimes
with
our
law
enforcement
partners,
but
I
can
tell
you
that
it
does
work
and
I
think
the
numbers
articulate
that
message.
C
Constable
goetz
has
been
busy
out
in
the
community
providing
all
sorts
of
information
to
groups
at
carlington,
ledbury,
britannia
vanier.
Those
continue
to
yield
positive
results
for
us
again.
It's
that
one
tip
one
tip
can
have
vital
information
that
can
help
us
prevent
and
solve
crimes.
You
know
we
know
it
works.
We
had
tremendous
success
in
2017
and
we're
looking
forward
to
another
solid
year
with
with
crime
stoppers.
C
So
thanks
for
this
opportunity,
because
it's
important
for
us
one,
I
think
to
share
that
return
on
investment
for
you
as
a
board
and
for
police
service
partners.
Thanks
for
all
that,
you
do.
You
know
we
couldn't
have
done
that
launch
that
we
did
with
the
crime
gun
initiative.
Without
the
tremendous
support
from
the
ops
media
group,
they
were
instrumental
in
helping
us
craft
not
only
a
message
but
secure
us
some
opportunities
to
be
out
in
the
public
media,
on
the
airwaves
and
print
media
and
on
the
radio.
C
A
F
Thank
you,
mr
chair.
I
want
to
ask
you
any
questions.
All
I
want
to
do
is
thank
you
richard
to
you
and
your
board,
your
volunteers.
F
F
It
is
a
tremendous
partnership
that
we
have
between
the
police,
service
and
crime
stoppers,
and
we
are
seeing
a
healthy
program
because
of
the
success
of
the
team
and
your
investment
in
working
in
the
community.
You
are
at,
I
think,
more
events
than
the
mayor
goes
to,
but
don't
tell
them
that
all
right,
but
you
are
out
there
and
and
you're
quite
right.
F
There's
some
members
of
our
community
that
are
reluctant
to
call
call
the
police
service
directly
and
it's
as
a
result
of
your
direct
presence
in
those
communities
where
you
start
making
sure
that
people
can
call.
You
honestly
we're
seeing
the
success
and
with
some
of
the
challenges
that
we
are
facing
in
our
community,
around
crime
guns,
your
willingness
to
partner
and
to
invest
and
to
ensure
that
you're
doing
your
part
to
keep
ottawa
safe,
is
truly
meaningful
and
we
really
appreciate
it
so
merciful.
F
A
You
I
appreciate
that,
thank
you,
mr
mcmahon,
and
again
on
behalf
of
our
boardwalk,
thank
you
and
your
board
of
director
and
our
staff
from
ops
working
with
you
any
question
from
my
colleague
to
richard.
Well
again
richard.
Thank
you
very
much,
sir.
A
F
Thank
you,
mr
chair
I'll.
First
start
off
by,
as
the
board
may
be
aware
in
toronto,
just
this
afternoon,
they
faced,
they
are
facing
a
critical
incident
where
a
van
has
plowed
through
a
sidewalk
and
either
killed
or
injured
a
number
of
individuals.
F
Certainly,
our
thoughts
are
with
the
victims
and
their
families,
and
also
the
first
responders
that
are
dealing
with
this.
This
incident,
the
incident
is
still
very
much
under
investigation
and
we
are,
our
officers,
are,
are
working
with
with
toronto
police
to
gather
as
much
information
as
possible.
F
You
know
one
of
the
questions
that
we're
often
asked
is:
can
these
types
of
incidents
be
prevented,
and
specifically
in
our
community?
What
I
can
tell
you
is
that
when
we
do
have
planned
events
demonstrations,
you
will
see
a
number
of
new
physical
features
with
respect
to
security,
whether
it's
our
officers
with
carbines,
barricades
or
salt
trucks
that
are
parked
to
prevent
these.
These
methods
of
being
successful
that
we
and
we've
we've.
You
know
very
successful
in
those
planned
events.
F
The
issue
is,
as
we've
seen
across
the
world,
is
when
just
in
the
day-to-day
activities,
how?
What
can
we
do?
As
community
prevent
these,
the
reality
is
that
there
are
certain
individuals
that
are
using
this
method
in
order
to
to
cause
death
and
injury
to
individuals,
regardless
of
what
their
cause
is
and
they've
had
some
success.
F
But
our
officers-
and
we
are-
we
continue
to
be
vigilant
and
we
continue
to
work
with
our
intelligence
partners
in
order
to
identify
any
potential
threats
that
can
take
place
in
our
communities.
We
continue
to
ask
the
public
to
remain
vigilant
and
to
be
aware
of
their
surroundings
and
that
to
report
anything
suspicious
if
they
see
it.
F
So
that's
that's
the
just
an
update
from
from
the
events
in
in
toronto,
and
I
want
to
bring
your
attention
the
issue
of
guns
and
gangs
in
our
community
and
as
you're
well
aware.
We
continue
to
see
some
shootings
in
our
city
and
our
officers
have
been
working
very
hard
to
hold
offenders
accountable
through
a
series
of
initiatives
to
date.
17
illegal
illegal
guns
have
been
seized
and
up
to
now,
we've
completed
over
290
compliance
checks
on
people
with
court
ordered
conditions
and
several
investigations
are
are
still
and
are
currently
underway.
F
As
a
result
of
a
guns
against
investigation,
four
male
suspects
were
arrested
at
a
west
end
mall,
just
over
a
week
ago.
F
F
Currently,
there's
a
province-wide
gun
amnesty
and
we're
seeing
some
results
in
that
here
in
ottawa
to
date,
we've
seized
that
we've
sort
of
recovered
over
200
firearms,
which
have
been
turned
over
to
our
police
service,
and
we
know
that
a
super
certain
percentage
of
the
of
the
crime
guns
that
we
we
are
seizing
from
across
the
city
is
as
a
result
of
break
and
enters
from
area
residents.
F
F
Give
you
an
update.
As
far
as
the
cannabis
resident
readiness
update
in
february,
I
committed
to
keeping
the
board
informed
on
the
progress
of
the
cannabis
legislation,
readiness
project
based
on
the
status
of
the
legislation.
We
are
aiming
for
a
fall
implementation
timeline,
deputy
chief
skinner,
who
is
away
right
now
in
victoria,
with
a
ccp
victims
of
crime
committee,
heard
her
team
and
have
been
working
collaboratively
with
the
city
as
part
of
an
integrated
cannabis
legislation
team.
The
integrated
team
is
working
through
a
number
of
issues
such
as
enforcement
and
administration.
F
F
We
also
have
10
active
drug
recognition,
trained
officers
on
the
front
line
and
we
anticipate
to
get
an
additional
12
being
trained
by
september.
In
the
absence
of
a
federally
federally
approved
screening
device,
we
anticipate
the
impaired.
Driving
enforcement
regime
will
be
similar
to
what
we
have
in
place
today,
meaning
the
use
of
standard
field,
sobriety,
testing
and
drug
recognition
experts.
F
F
Superintendent
sterling
hurriedly
has
been
assigned
as
a
senior
leader
of
our
sworn
officer
recruitment
strategy,
as
we
have
presented
the
board
in
the
past.
The
work
he
and
his
team
are
doing
is
designed
to
streamline
the
recruitment
process
and
build
capacity
in
the
outreach
recruitment
area
and
background
check
area.
This
work
is
a
key
is
key
to
successfully
recruiting
up
to
500
officers
over
the
next
five
year
period.
F
As
part
of
those
efforts,
we've
developed
a
recruitment
campaign
to
support
the
work
of
our
recruiters.
That
campaign
is
being
rolled
out
starting
next
weekend
with
a
new
web
with
a
new
web
content
and
includes
ads
in
local
movie
theaters.
The
campaign
will
grow
in
the
coming
weeks
and
months
with
a
new
partnership
with
the
oseg,
the
ottawa
sports,
entertainment
group,
social
media
content,
highway
facing
signage
on
our
facility
at
elgin
street
and
printed
material
in
multiple
languages
and
for
the
board's
information.
F
14
recruits
just
returned
from
the
ontario
police
college
and
another
16
are
prepping
to
go
there.
In
two
weeks,
members
of
our
youth
section
met
with
the
overbook
with
overbrook
residents
to
discuss
issues
relating
to
their
children
and
the
law.
In
the
first
ask
our
officer
event
held
at
the
rideau
rockwoof
community
resource
center.
Last
week,
parents
and
attendants
had
an
opportunity
to
connect
with
officers
and
have
their
personal
family
questions
answered
on
issues
ranging
from
human
trafficking
to
how
to
help
their
youth
deal
with
negative
peers.
F
The
intimate
setting
gave
parents
the
chance
to
have
one-on-one
dialogues
with
officers,
not
only
getting
advice
and
guidance
on
how
to
support
their
child,
but
also
giving
our
teams
some
valuable
feedback
insight
into
into
their
lives
initiative.
This
initiative
will
continue
throughout
our
city
and
encourage
any
board
members
or
counselors
who
are
interested
in
having
that
type
of
event
take
place
in
their
awards.
F
A
number
of
officers,
three
of
them
by
lee,
were
treated
for
smoking
inhalation.
I
want
to
commend
those
officers
for
the
heroic
efforts
and,
finally,
I
want
to
end
with
an
excerpt
from
a
letter
we
received
from
a
parent
thanking
constable
john
jordan
blonde
earlier
this
month.
I
it
shows
the
impact
of
our
officers
and
our
first
responders
colleagues
have
on
the
people
we
serve.
F
You
responded
to
a
901
call
for
a
drug
overdose.
You
were
the
first
officer
on
scene
and
immediately
started
first
aid
on
a
young
lady.
That
lady
is
my
daughter.
I
want
to
thank
you
for
saving
her
life
that
day.
I
know
that
it
really
is
a
team
effort
that
there
were
many
first
responders
on
site
that
morning.
Please
let
them
know
that
I
say.
Thank
you
not
only
to
my
on
my
behalf,
but
on
behalf
of
my
wife,
my
son
and
my
daughter's
son.
F
An
entire
family
is
grateful
for
the
actions
taken
that
day
we
rushed
to
the
hospital.
When
we
found
out
what
happened,
we
were
told
that
our
daughter
would
probably
not
make
it
through
the
night
and
to
prepare
for
the
worse.
Her
first
words
when
she
woke
up
were:
I
do
not
want
to
die
because
of
your
efforts
and
the
efforts
of
other
she
is
alive.
F
Mr
chair,
further
to
subject
questions.
That's
my
verbal
report.
A
Thank
you
thank
you
chief
and
my
colleague
on
question
member
hubli
counselor.
B
Thank
you
chief
for
that
excellent
report.
I
just
have
one
question
on
it.
Where
you
gave
us
the
update
on
the
cannabis
strategy,
you
mentioned
over
400
officers
trained.
Were
we
able
to
do
that
locally
or
did
we
have
to
go
outside
the
reason
I
asked
that
is
two
meetings
ago
we
talked
about
how
the
opp
were
sending
officers
to
florida.
F
Mr
chair,
so
we
have
219
of
the
sfst
officers
and
what
we've
been
able
to
do
is
partner
with
the
province
and
partnered
with
other
local
agencies,
and
we've
been
able
to
do
that
training
here
locally
at
the
professional
development
center.
So
that's
a
good
thing:
we're
able
to
deliver
that
training
locally,
the
drug
recognition
experts
we
are
still
required.
F
What
I
can
tell
you
that
the
community
association
of
chiefs
of
police
are
pushing
towards
a
made
in
canada
solution
and
one
of
the
models
that
is
being
explored
is
the
quebec
model,
where
they
actually
use
actors
to
simulate
behaviors
that
are
exhibited
through
a
drug
as
well
of
injecting
ingesting
drugs,
and
that
seems
to
be
a
successful
in
quebec.
F
D
A
The
other
question
to
the
chief's
report
on
the
chief's
verbal
report,
thank
you
and
on
behalf
the
board
chief
thanks
to
our
member
who
dealt
with
that
money
because
we
were
somewhere
and
we
heard
about
the
fire
in
that
apartment.
I
think
it
was
a
good
news
story
at
the
end
of
the
day,
thanks
to
our
member,
so
we
received
the
cheers
verb
report.
We
have
item
number
nine
and
we
have
a
public
speaker
about.
It
is
ms
cheryl.
A
A
Good
evening
show
and
welcome
to
our
board
meeting.
So,
as
you
know,
you've
been
here
before
you'll
have
five
minutes
to
adjust
the
board.
Please
proceed:
okay,.
G
Thank
you
and
to
the
board
to
chair
and
board,
I'm
here
about
the
service
initiative.
So
this
is
the
last
quarterly
review.
I
understand
and
there's
a
final
close-out
report
coming
next
month,
but
we
still
have
concerns.
I
still
have
concerns
and
our
community
does
so.
We
want
to
ensure
that
there
will
be
some
evaluations
of
these
changes,
because
these
are
dramatic
changes
and
what
the
criteria
for
the
evaluations
are.
We
heard
three
years
ago
that
we
would
be
seeing
those,
but
so
far
there
hasn't
been
anything.
G
So
to
me,
that's
not
clear
at
this
point
because
we've
lost
all
the
neighborhood
officers
and
you've
doubled
the
areas
of
the
cpos.
So
I
still
have
a
lot
of
concerns
about
how
this
is
all
working.
We
see
the
increase
in
gun
violence,
so
we
hope
that
you
will
prescribe
some
way
that
the
evaluations
will
come
back.
We
also
see
that
there
are
some
changes
that
have
been
happening.
G
So
we
understand
the
bike
and
beat
unit
is
coming
back
in
2019
had
hoped
it
would
come
back
in
2018,
but
2019
is
better
than
nothing
and
that
I
saw
in
the
report.
The
background
checks
may
still
may
come
back
to
some
of
the
service
desks
as
well.
So
I
understand
there
will
be
changes
and
we
want
to
be
able
to
see
those
and
be
able
to
come
and
speak
to
them.
If
we
have
concerns,
so
we
just
wonder
how
that
will
happen.
G
G
So,
even
though
we've
added
a
few
we're
still
behind,
but
then
I
heard
you
talk
and
I
missed
part
of
it
about
recruiting
500
officers.
So
perhaps
the
board
could
ask
for
the
the
next
meeting
to
have
some
kind
of
chart.
That
explains
where
we
were
at
five
or
ten
years
ago,
with
officers
how
many
we've
got
now
and
then
this
future,
if
we're
adding
500
officers,
that's
very
encouraging,
but
I'm
confused
on
all
of
that.
A
Thank
you
very
much
and
now
before
I
turn
into
the
chief
to
answer
some
of
your
questions
that
I
think
my
my
colleague
suzanne
felica.
She
sits
with
the
si
working
group.
Maybe
she
can
tell
you
something
about
the
report
and
then
we'll
turn
it
to
the
chief
and
the
director
general,
because
I
believe
there's
two
question
one
for
the
chief
one
for
the
suzanne.
A
G
Thank
you.
I
too
am
asked.
I
guess
it
was.
Last
month
I
asked
the
chief
for
a
full
report
on
esi
full
disclosure
of
everything
that
had
been
reviewed,
how
it's
going
to
be
monitored,
going
forward,
how
we
can
evaluate
the
work
that
was
done
in
the
last
year.
How
much
should
it
cost
so
we're
very
interested
in
knowing
all
of
the
details,
and
I
will
be
sure
to
make
to
let
you
know
when
when
that
report
is
coming
to
the
board.
F
Thank
you,
mr
chair,
so
we
will
we,
you
know
if
the
board
directs
us
and
part
of
our
plan
is
to
come
back
with
an
evaluation
of
the
program,
so
you'll
see
the
the
may
report
come
out
that
talks
about
the
close-out
and
we've
always
committed
to
to
doing
a
a
full
evaluation,
and
you
know
I
know
that,
hopefully
we'll
be
able
to
to
work
with
in
some
way
or
another,
the
community
advisory
group
to
be
able
to
defeat
us
as
through
what
what
you'd
be
looking
for
in
an
evaluation
plan.
F
So
if
that
works
for
you,
we
will
be
coming
back
with
evaluation
on
the
service
initiative.
The
other
piece-
and
I
think
the
other
point
is
that
we'll
work
with
the
community
to
identify
what's
to
be
included
in
that
pro
in
that
evaluation,
the
other
piece
on
the
the
bikes
and
beats.
I
just
want
to
be
clear
that
the
functions
never
disappeared.
The
unit
that
was
dedicated
towards
that
was
rolled
into
patrol
we've.
F
We've
continued
to
have
officers
working
the
beats
and
and
and
riding
the
bikes
in
our
communities
that
has
not
stopped.
We
will
and
that'll
happen
in
2018
as
well
they're
just
getting
ready
and
getting
their
training
back
for
the
bikes,
and
what
we
have
done
is
for
2019
is
is,
is
rededicate
a
number
of
officers
to
to
that
function
on
a
full-time
basis,
so,
as
opposed
to
rolling
in
patrol
we
we've
created
the
that
new
bikes
and
beats
unit
and
the
other
piece
around
the
the
number
of
officers.
F
I've
seen
those
reports
in
the
media
as
well,
they
are
not
accurate.
What
we
will
do
is
we'll
come
back
to
the
board
at
our
next
board
meeting
outlining
exactly
what
the
numbers
are
with
respect
to
going
back
to.
The
number
is
quoted,
just
2012.
we'll
go
back
and
we'll
give
you
the
facts
with
respect
to
the
number
of
officers
that
we
have,
that
we
have
budgeted
on
strength.
A
I
have
a
couple
of
question:
if
you
go
back
to
which
is
second
page,
it
talks
about
implementation.
Planning
is
underway
for
the
establishment
of
alternative
alternative
alternate
response
unit.
Can
you
elaborate
a
little
bit
on
this?
I'm
not
sure
who's
going
to
speak
about
this.
D
D
D
So
what
si
has
done
is
undertaken
to
look
at
some
different
ways
to
process
those
to
use
a
number
of
different
officers
who
will
look
at
them
on
as
a
as
a
larger
group,
we'll
do
analysis
around
them
and
we'll
build
the
broadcasts
we'll
do
the
initial
level
investigations
to
try
and
triage
them
before
we
actually
send
them
to
an
investigator
to
complete
an
investigation
on
them.
D
This
will
allow
us
to
to
cull
through
them
more
quickly,
we'll
allow
them
to
only
send
the
ones
that
have
higher
solvency
factors
to
the
criminal
investigators
and
just
kind
of
streamline
on
how
we're
working
through
that
system.
A
So
would
be
fair
to
say
this
process
is
not
going
to
create
any
delay,
as
a
matter
of
fact
could
clear
up
some
of
the
less
solvents,
like
I'm
trying
to
understand.
Is
this
going
to
create
another
level
of
screening
or
delay?
That's
because
if
I,
if
I
read
it,
you
know
you
you're
having
a
different
tune,
a
different
process.
D
So
it
actually
should
achieve
quite
the
opposite
of
that.
We
we
receive
in
in
the
area
15
000
of
these
investigations
a
year
they're
going
to
be
triaged
to
investigators
or
or
officers
who
are
doing
nothing
but
looking
at
those
culling
through
them,
so
that
we
can
respond
to.
We
can
respond
to
complainants
and
victims
more
quickly
and
we
can
actually
look
at
the
investigations
for
solvability
and
either
close
them
out
or
do
the
initial
investigations
to
send
on
to
an
investigator.
A
Okay,
if
I
have
one
more
question,
if
you
don't
mind
as
a
separate
initiative
within
demand
and
management
of
guardian
mental
health,
patient
project
was
launched
to
improve
police
hospital
transition
for
a
person
with
a
with
mental
health
who
are
increased.
So
can
you
explain
to
me
like
what
will
this
do?
Is
that
to
have
a
process
in
place?
So
we
don't
have
two
police
officers
waiting
at
the
hospital
with
patients?
Is
that
to
reduce
like
I'm,
you
know
to
the
benefit
of
all
to
understand.
D
So
I'm
gonna,
let
superintendent
mckenna
respond
to
that,
but
the
initial,
the
purpose
of
that
is
again
to
try
and
make
sure
we
have
the
right
officer
spending
the
least
amount
of
time
doing
something
like
guarding
a
scene
at
a
mental
at
a
mental
health
institution
or
a
health
institution.
So
we
can
get
our
officers
back
on
the
street.
I'm
going
to
let
superintendent
mckenna
speak
to
the
actual
specifics
of
that
project.
H
Mr
chair,
what
your
reference,
I
believe,
is
the
health.
I
am
program
that
we're
working
through
right
now,
installing
within
our
service
and
what
that
will
do
is
when
an
officer
goes
unseen.
They
will
gather
the
information.
That's
involved,
they'll
share
it
with
the
hospital,
so
when
they
do
arrive
at
the
hospital
they
have
that
information
about
that
person.
It's
also
on
a
go
forward
basis.
So
if
we
do
have
a
prior
involvement
or
the
hospital's
prior
involvement,
the
officer
on
team
will
know
that
information.
The
hospital
as
well
will
know
if
we've
been
involved.
A
So
in
the
past
superintendent
used
to
have
to
have
two
officers
with
one
patient,
and
sometimes
they
have
to
wait
quite
a
bit
of
time
to
be
able
to
to
leave
the
patient,
so
they
have
to
wait
for
a
doctor
or
a
nurse
to
take.
That
is
that
process
still
in
place
as
we
speak
now,.
H
F
If
I
could
just
build
on
what
superintendent
kenneth
said,
the
health
im
initiative,
it's
a
software
package
that
we've
purchased,
that
other
police
services
have
also
used,
and
it's
a
it's
a
package
that
allows
us
to
share
information
with
the
hospitals
in
a
real
time
way,
so
that
the
the
the
transfer
of
information
and
transfer
of
knowledge.
Both
ways
happens.
F
A
lot
quicker
so
that
by
the
time
the
officer
arrives
at
the
hospital,
the
assessment
is
done
and
that
it
reduces
the
the
time
that
our
officers
are
required
to
spend
at
the
hospital.
A
Any
other
question
from
a
colleague
on
item
line
all
right.
That's
good,
good
news,
good
progress
on
the
item,
nine
you
see
receive,
thank
you
and
I
believe
that
will
now
would
go
to.
I
was
gonna.
A
I
know
you're.
Looking
at
me
item
number
three:
we
have
a
presentation
from
the
dg
director
general
fraser
ma'am.
F
Mr
chair
I'll
I'll
kick
off
the
presentation
as
deborah
and
lisa
bianco
are
getting
ready.
This
presentation,
mr
chair,
is
meant
to
provide
the
board
with
some
important
information
about
the
issue
of
accommodations
and
the
trends
that
we
are
seeing.
As
the
board
is
aware.
Over
the
past
last
few
years,
there's
been
more
of
a
focus
on
employee
wellness
and
ensuring
that
the
various
needs
of
employees
are
recognized
and
accommodated
by
employers.
F
F
It's
important
that
we
support
these
individuals
when
they
come
forward
with
requests
that
meet
the
criteria
set
out
by
human
rights
law.
Along
with
that
we're
seeing
some
downstream
consequences
on
our
duty
to
accommodate
in
terms
of
staffing
and
the
concerns
that
it's
creating
amongst
our
members.
F
We
are
focused
on
this
whole
issue
and
we
need
to
ensure
that
we
follow
the
law
and
that
we
have
a
rigorous
process
to
evaluate
accommodations
and
utilize
our
resources
as
effectively
as
possible.
We
also
need
to
ensure
that
the
placement
of
accommodated
employees
does
not
unfairly
hinder
the
career
planning
of
our
other
employees.
F
So
this
presentation
shows
you
where
we
are
with
that
conversation
and
how
we
are
working
to
meet
the
staffing
challenges
that
this
issue
presents
so
turn
it
over
to
deborah
and
lisa.
E
Thank
you,
chief,
the
I
will
start
off
today,
lisa
bianco
and
I
are
going
to
handle
this
together.
You
and
we'll
start
off
today
by
having
a
look
at
some
of
the
technical
aspects
of
the
concept
of
accommodations
and
that's
so
that
we
we
both
we
all
get
together
in
terms
of
the
language
that
are
used,
the
legal
background
to
accommodations
and
the
metrics
that
we
use
to
to
track
and
and
understand
our
accommodation
issues.
So
from
what
we
try
to
do
is
differentiate.
E
Accommodations
from
absences
and
absences
are
when
a
member
or
an
employee
is
away
from
work
for
for
a
short,
medium
or
long
term.
So
they're
not
actually
at
work
performing
their
duties.
They
may
have
be
on
sick
leave.
They
may
have
access
the
long-term
disability
plan
that
the
board
funds.
They
may
have
a
wsib,
related
injury,
sorry,
and
we
just
saw
in
the
wsib
report
the
kind
of
the
volume
that
goes
on
there.
So
if
you're
absent
from
work
you're
not
participating
actively
in
your
job,
however,
accommodations
are
quite
the
opposite.
E
An
accommodation
is
actually
involves
a
restriction
of
some
kind
and
we'll
have
a
look
at
the
grounds
that
that
define
what
what
restrictions
are
acceptable
for
an
accommodation,
but
all
of
the
accommodated
members
are
at
work.
So
our
our
challenge,
then,
as
the
employer
and
the
board
is
the
employer
in
this
case,
is
to
to
match
the
accommodated
member
with
work
that
that
maximizes
their
skills,
and
we
know
in
policing
that
we
make
a
significant
investment
in
training
and
helping
our
members
acquire
different
skills,
those
suited
to
policing.
E
E
The
the
legal
obligation
to
to
recognize
and
deal
with
accommodations
comes
from
the
ontario
human
rights
code,
so
this
is
the
law.
It
is
not
an
optional
matter,
and
it's
actually
more
than
30
years,
standing
that
in
ontario
these
this
legislation
came
about.
So
the
the
human
rights
code
identifies
many
actually
grounds
for
accommodation.
E
We've
listed
the
most
common
ones
here
and
they
include
disability
that
might
be
a
medical
comment,
a
medical
condition,
gender
family
status,
sex,
including
pregnancy,
race,
and
then
there
there
are
more
grounds,
but
the
ones
that
we've
listed
here,
the
ones
that
we
typically
deal
with
in
our
environment
and
I'll,
give
you
a
few
examples,
so
you
can
kind
of
relate
the
the
term.
That's
used
to
situations
that
we
encounter
so,
for
example,
sex,
including
pregnancy,
refers
to.
E
We
most
typically
encounter
this
with
a
pregnant
officer
where
pregnancy
is
recognized
as
a
ground
and
they
during
the
term
of
their
pregnancy.
It's
really
important
that
we
recognize
their
need
for
enhanced
safety
and
that
we
accommodate
them
for
the
duration
of
their
pregnancy
in
a
in
an
area
that
respects
that
higher
need
for
safety.
E
We
in
terms
of
disability,
we
often
encounter
members
with
medical
conditions,
and
it
could
result
actually
perhaps
from
something.
That's
that's
an
aspect
of
policing
which
we're
finding
sleep,
deprivation
and
and
difficulties
with
members.
Who've
experienced
shift
work
for
a
long
time.
That
would
we
would
accommodate
that
by
trying
to
find
a
position
in
which
the
hours
of
work
for
the
position
match
their
their
performance
their
times
that
when
they
perform
the
best
and
family
status,
this
is
an
emerging
area
and
you'll
see
this
in
our
data.
E
Family
status
is
an
example
would
be
where
a
member-
or,
in
our
case,
we
know
that
many
of
our
women
members
are
also
married
to
sworn
members
where
the
couple
might
have
issues
that
we
need
to
help
with,
for
example,
a
severely
disabled,
children
or
children
who
are
recovering
from
medical
situations
where
they
are
they're
able
to
work.
But
we
need
to
adjust
around
their
responsibilities
at
home.
E
Sorry,
one
more
concept:
the
concept
of
undue
hardship
is
defined
in
the
code
as
well,
and
that's
one
that
you'll
hear
us
talking
more
about
undue
hardship,
means
that
that
it's
something
we
would
measure
empirically
when
we
felt
that
we
could
no
longer
accommodate
our
employees
and
we
have
two
thousand
of
them.
We
could
no
longer
accommodate
the
the
next
issue
because
of
we've
exhausted
our
ability
to
find
suitable
work
for
those
for
those
members.
E
That's
a
pretty
significant
threshold
to
achieve
and
to
reach,
and
it's
one
that
would
be
tested
by
the
commission,
and
we
would
have
to
include
a
significant
empirical
argument
to
argue
that
would
reach
that.
E
So
here's.
E
Here's
a
feel
for
the
the
data
that
goes
along
with
this
issue,
so
when
you
actually,
this
is
straight
from
the
the
workforce
management
report
which
we
bring
to
each
quarter.
We've
updated
in
this
chart
with
q1
2018
data
so
that
column
hasn't
been
before
the
board
yet.
But
this
is
the
chart
that's
regularly
in
the
workforce
management
report.
E
I
don't
know
that
it's
unique
to
ottawa
police,
it's
probably
a
similar
situation
in
other
police
services,
but
when
we
think
of
it,
we
also
need
to
think
of
the
policing
environment,
because
these
kind
of
issues
are
unique
to
policing
and
we
characterize
the
police
environment
in
our
wellness
strategy.
So
we
know
that
it's
a
very
challenging
operational
environment
for
for
anyone
to
work
in
our
members
have
day-to-day
encounters
with
un
unbelievable
human
suffering,
often
which
they
can't
can
action
or
change.
E
There's
unrelenting
public
scrutiny
and
oversight.
We
know
that
with
video
now
that
virtually
all
our
officers
can
expect
that
their
actions
will
be
recorded
and
could
be
displayed
across
the
world.
Now
our
work
is
characterized
by
shift
work,
which
can
be
very
difficult
on
both
the
member
and
their
family
and
the
it's
a
very
physical
job.
So
the
the
kind
of
injuries
that
are
likely
to
come
up
in
policing
are
unique
to
policing.
We
won't
always
find
them
in
other
organizations
or
industries.
E
So
the
data
that
we're
showing
here
is
will
reflect
that
as
well
and
it's
when
we
compare
it's
important
that
we
would
compare
apples
to
apples
the.
So
what
the
data
shows
is
the
that,
for
in
ottawa
police,
we
have
roughly
about
150
sworn
accommodations
each
quarter.
The
trend
goes
slightly
up
and
down
and
you'll
see
it
there
that
in
q1,
actually
this
year,
we're
dead
on
150
and
typically
the
split
between
the
temporary
accommodations
and
the
permanent
ones
is
about
the
same.
E
About
two-thirds
are
temporary
in
this
one
side
and
one-third
are
permanent.
They
they
often
change
where
they
are,
but
roughly
the
number
is
is
in
the
same
magnitude,
the
and
the
so
that's
kind
of
the
scope
of
the
challenge
that
we'll
be
managing
through
our
accommodation
processes
and
systems,
and
that's
a
great
number
to
keep
in
mind.
As
I
take
you
through
the
next
slide,
which
gets
a
little
bit
more
complex
but
gives
us
some
feel
for
where
the
accommodations
are
in
the
organization
and
just
to
remind
everyone.
E
E
I
know
this
looks
a
little
busy,
but
this
gives
you
another
look
at
that
150
accommodations.
So
one
of
the
the
first
things
that
you
will
see
is
the
is
that,
where
the
accommodations
are
so
of
the
150,
roughly
two-thirds
of
the
accommodations
are
in
the
front
line
directorate.
The
exact
number
is
95,
so
you
can
see
that
the
front
line
directorate
is
very
impacted
by
accommodations,
the
nature
of
the
work
there
and
the
shift
work
occurs
there
and
there
they
carry
the
largest
number
of
accommodations.
They
are
also
our
largest
directorate.
E
The
two-thirds
of
the
of
the
folks
who
are
accommodated
are
accommodated
within
their
own
position,
and
you
see
that
in
the
second
column,
so
a
roughly
96
out
of
150
or
roughly
two-thirds
we've
been
able
to
their
restrictions,
still
match
their
substantive
position
and
that's
the
that's
the
often
the
most
easy
to
administer
kind
of
accommodation.
E
The
more
challenging
ones
are
the
other
third,
where
the
the
member
needs
to
be
accommodated
outside
of
their
substantive,
so
their
restrictions
aren't
a
match
for
their
their
substantive
position.
So
we
need
to
look
outside
of
that
directorate
or
position
to
find
them
a
suitable
position
that
matches
their
restrictions.
E
You'll,
see
again,
that
most
of
most
of
those
accommodations
that
where
we
have
to
remove
the
member
from
their
home
directorate,
also
occur
in
the
front
line
area
43
out
of
the
54,
so
virtually
all
of
them
are
in
front
line
and
that's
where
we
start
to
feel
the
operational
challenge
that
accommodations
present,
because
that's
a
significant
number
of
members
to
move
outside
of
the
directorate,
the
in
total
four
percent
of
of
the
that
number
of
folks
that
are
accommodated
outside
of
their
position.
It
represents
four
percent
of
all
positions.
E
As
I
said,
there
are
other
types
of
accommodation,
so
here's
a
feel
for
some
of
the
trends
that
we
see
there
in
terms
of
family
status.
It
was
probably
not
on
our
radar
at
all
five
years
ago,
and
this
year
we
have
five
family
status
arrangements
sex,
including
pregnancy.
We
started
to
to
to
take
those
numbers
out
of
the
medical
accommodations
and
roughly
we
have
six
accommodations
per
quarter,
meaning
almost
that's
pretty
consistent
number
that
there
are
six
pregnancies
at
ottawa
police
that
require
accommodation.
E
The
this
starts
to
give
you
a
feel
for
the
the
number
on
top
of
medical
accommodations
that
we're
attempting
to
manage
so
that
we
can
gain
the
most
out
of
our
employees.
E
So
there's
some
important
conclusions
to
draw
from
that
data,
and
here
are
a
few
of
them,
because
I
know
it
can
be
a
little
overwhelming
with
all
those
numbers
flying
around,
and
here
are
the
trends
that
we
see,
though,
increasingly
the
that
the
there's
a
trend
on
the
because
we
have
have
opened
up
as
we
spoke
about
on
the
wsib
report,
the
presumptive
legislation
on
ptsd,
because
we've
been
more
open
about
non-physical
injuries
through
our
wellness
strategies.
E
E
Family
status,
accommodations,
as
you
saw
that's
increasing,
and
we
know
from
the
gender
work
that,
with
half
of
our
our
sworn
women
officers,
married
to
a
sworn
mail
officer,
that's
be,
will
become
an
increasingly
bigger
area
for
us
not
only
for
children,
but
family
status.
Accommodations
often
involve
elderly
parents
as
well.
Making
adjustments
for
for
families
who
are
who
are
providing
care
for
both
children
and
and
the
elderly
accommodations
on
other
protected
grounds
are
also
coming
forward
and
we'll
see
more
of
that,
as
as
our
workplace
and
the
demographic
in
our
workplace
expands.
E
There
are
two
significant
impacts
on
the
organization
from
these
accommodations.
We
saw
the
impact
to
the
front
line
directorate
when
that
the
high
number
of
of
members
who
can't
be
accommodated
within
there.
That
means
that
front
lines
the
front
line
directorate
is
losing
staffing,
and
that
has
a
direct
impact
on
the
service
that
we
can
offer.
E
So
the
the
friction
that
that
starts
to
arise
between
members
is
a
feeling
that
that
that
the
non-accommodated
member
has
lost
an
opportunity
and
that
in
a
system,
especially
in
our
environment,
which
is
very
seniority
based
that
that
is
a
diff,
a
difficult
challenge
for
people.
So
we
know
that
this
is
that
the
the
friction
that
arises
is
and
the
operational
challenge
that
we
have
around
accommodations
has
to
be
part
of
how
we
manage
this
issue
going
forward.
E
So,
through
the
wellness
project
and
our
wellness
strategy,
we're
working
on
both
sides
of
this
issue
and
one
is
to
create
help
change
the
culture
around
wellness,
so
that
people
will
be
proactive
and
come
forward
and
identify
restrictions
so
that
we
can.
We
don't
have
people
suffering
in
silence
that
that
there's
they're
in
a
job
that
they're
well
suited
to
do.
E
We
also,
though,
are
trying
to
work
on
the
resilient
side
and
the
proactive
health
side,
so
that
we
can
help
to
limit
the
the
impact
of
policing
on
our
members
on
their
health
and
their
wellness
and
reduce
the
number
of
accommodations
going
forward
by
improved
health
and
wellness
on
in
the
terms
of
the
gender
project.
E
What
we
we
learned
so
much
there
about
the
kind
of
of
a
family
balance
that's
required
to
to
in
policing
in
order
to
to
fulfill
the
role,
especially
on
this
one
member
side,
where
shift
work
is
so
common
and
the
how
how
the
connection
between
how
many
families
to
two
parents
sworn
families
we
have
and
how
the
organization
will
need
to
help
those
families
as
they
go
through
their
their
life
cycle.
E
As
a
result,
we
have
we've
launched
the
equity,
diversion
and
inclusion
initiative
lisa's
here
to
talk
a
little
bit
about
that
and
she's
part
of
it
now,
and
that
will
help
us
as
well
ensure
that
we
stay
tuned
with
our
organization
on
these
issues,
as
well
as
the
the
legislative
environment
around
it.
E
We
know
that
that
in
order
for
accommodations
and
this
issue,
which
is
a
very
challenging
one
for
us-
that
that
we,
that
our
members
and
our
the
stakeholders
in
in
our
environment,
the
board
the
community,
our
associations,
that
we
need
to
maintain
and
us
and
ensure
that
we
have
credibility
in
how
we're
managing
this
process.
E
E
So
we
will
always
continuously
be
reviewing
and
ensuring
that
our
management
practices
align
with
legislation
and
with
best
practice
and
you'll,
see
as
we
move
forward
this
year,
that
we'll
be
adjusting
some
of
those
processes
so
that
we're
that
we're
we're
clear
about
them
and
that
our
managers
have
faith
in
them
and
the
the
there
is
rigor
required-
and
this
is
a
a
challenging
one,
because
health,
information
or
or
protected
ground
information
is
very
confidential.
And
we
want
to
ensure
that
we
honor
that,
but
that
there
is
trust
that
it's
a
rigorous
process
as
well.
E
The
we
want
people
to
come
forward
and
use
the
the
programs
that
we
put
in
place-
and
that
was
that's
been
a
key
theme
of
of
all
the
work
done
in
this
area,
going
as
far
back
as
the
ombudsman's
report
that
that
that
removing
barriers
will
ensure
that
our
members
access
the
programs
and
that
are
available
to
them
on
for
wellness
and
that's
the
goal
that
we
want
to
to
have
them
achieve.
There's
a
culture
to
to
changing
that.
There's
a
significant
culture
in
place
which
creates
disdain
for
accommodation.
E
We
know
we
won't
be
doing
this
alone,
that
the
it's
the
are
the
ops,
the
measurement
of
of
ops,
the
the
associations,
the
police
services
board
and
the
community
that
need
to
understand
this
issue
so
that
they
see
it
as
a
way
to
help
ensure
that
we
get
great
police
service
because
having
our
members
be
situated
in
the
right
job
will
ensure
that
we
develop
that
we
offer
great
service
to
the
community.
I
Good
evening,
so
the
other
prong
to
to
this
strategy
and
the
first
step
in
our
go
forward
strategy,
is
really
to
understand
how
we're
deploying
our
resources
and
our
capacity
to
accommodate
and
one
of
the
first
steps
in
order
to
better
understand
how
we
can
better
utilize.
Our
resources
is
to
complete
a
bona
fide
occupational
requirement
review,
so
this
is
to
understand
systematically
the
required
job
elements
in
all
of
our
sworn
job
descriptions.
I
Until
we
have
a
fulsome
process
by
which
we
can
have
confidence
in
the
job
requirements
that
are
that
are
in
our
job
descriptions.
We
really
don't
know
what
untapped
resources
we
have
to
accommodate
our
employees
that
require
accommodation.
I
So
this
is
this
project
is
really
to
help
us
review
the
job
descriptions
weed
out
those
job
requirements
that
are
not
bona
fide
and
really
understand
our
ability
to
to
to
accommodate
in
alternative
and
more
creative
ways.
This
project
is
based
on
the
supreme
court
of
canada
test
for
what
a
job
requirement
can
be
and
will
help
us
understand
which
job
requirements
are
bona
fide
and
can
be
accommodated
which
job
requirements
are
bona
fide
and
absolutely
cannot
be
accommodated
and
those
job
requirements
which
are
not
bona
fide.
I
Given
that
we
are
a
safety,
sensitive
workplace,
the
supreme
court
of
canada
test
was
built
precisely
for
for
organizations
such
as
ours.
It
will
help
us
eliminate
those
job
requirements
that
are
systemic
barriers
and
will
ensure
that
we
keep
those
job
requirements
that
are
mandatory
to
uphold
public
and
community
safety.
I
This
this
process
is
really
critical.
We
need
to
engage
our
frontline
members
so
that
they
have
an
opportunity
to
engage
in
the
process.
Tell
us
what
the
work
is
that
they
do
and
how
it
can
be
repackaged.
It's
a
great
opportunity
for
operations
to
rethink
how
they
harness
the
talent
that
we
have.
As
the
dg
explained,
we
invest
a
lot
in
our
employees.
They
have
skills
and
talents
that
we
really
need
to
use
more
effectively,
and
this
process
will
help
us
understand
how
we
can
better
deploy
those
resources.
I
This
num
this
process
will
also
help
us
tackle
that
number
of
54..
So,
as
you
saw
in
the
earlier
slides,
we
have
54
employees
working
outside
of
their
substantive
positions.
This
will
help
us
redeploy
those
officers
into
substantive
positions
and
reduce
that
number
of
of
officers
that
are
working
outside
substantives,
which
are
substantives
that
are
not
not
being
done
currently.
F
So,
mr
chair,
that
that
concludes
the
presentation.
Obviously
this
is
a
an
important
hr
issue
that
the
organization
is
is
dealing
with.
F
It's
caused
a
significant
amount
of
discussion
internally
and
externally
as
well,
and
that's
why
it's
important
that
we're
at
the
point
where
we
fully
understand
the
drivers
of
the
issue,
we're
collecting
data
now
to
better
understand
where
it's
impacting
the
organization
and
it's
going
to
require
some
some
creative
solutions,
because
you
know
I
talked
to
colleagues
across
the
province
in
canada
and
policing,
and
they
are
all
talking
about
this
issue.
F
That's
impacting
all
police
organizations-
and
I
think
you
even
see
this
in
other
sectors
as
well
as
far
as
the
the
employers
duty
to
accommodate
people
that
have
legitimate
restrictions
within
their
their
work
conditions
or
other
grounds
under
the
human
rights
code.
F
So
we
are
committed
to
working
with
the
board
as
the
employer
with
the
associations
and
our
members
to
sit
down
and
talk
about
what
are
those
creative
solutions
that
we
can
come
up
with
together?
F
That
will
help
deal
with
the
the
concerns
that
and
the
impact
of
of
accommodations,
while
still
respecting
the
need
and
our
legislative
requirements
to
to
accommodate
their
people
with
respect
to
the
human
rights
grounds,
but
also,
you
know,
we've
created
an
environment,
we're
making
progress
in
creating
that
environment
of
wellness
and
organization,
and
it
it.
F
This
requires
a
change
in
our
culture
to
be
able
to
accept
and
support
those
individuals
that
are
having
those
those
challenges
and
that
to
recognize
that
they
they
continue
to
be
contributing
contributing
members
of
our
police
service,
but
putting
in
them
in
a
position
where
their
restrictions
are
are
are
respected.
F
So
thank
you
very
much
to
deborah
lisa
and
the
entire
team
that
put
this
information
together
and
we're
open
for
questions.
A
Thank
you
thank
you
chief
and
director,
general
and
lisa
for
your
presentation.
A
J
Great
thank
you
madame
and
mr
chair.
First
of
all,
I
do
want
to
thank
thank
you
for
actually
putting
this
in
the
way
of
reports,
and
I
think,
before
it
was
dc
dc
bell.
I
think
he
was
acting
in
a
different
capacity.
When
we
were
working
on
this
back
in
I
had
to
check
my
notes.
J
It
was
actually
may
2016
when
I
first
brought
this
forward
and
said
you
know
what
I'm
getting
concerned,
because
I'm
hearing
it
through
the
membership,
so
I
wanted
just
to
be
able
to
track
that
information,
and
so
I'm
very
happy
to
see
it
as
part
of
quarterly
reports,
and
I
want
to
make
it
abundantly
clear.
We've
heard
a
lot
of
very
legitimate
scenarios,
so
this
is
not
what
this
is
about.
This
is
about
making
sure
that
we
keep
our
finger
on
the
pulse
and
see
exactly
what's
happening.
J
So
that
being
said,
I
do
have
a
few
questions
so
back
when
post
media
reported
it
back
in
may
2016
the
numbers
that
we
were
provided
were
160
and
it
was
99
and
61.
and
of
course
I
look
at
you
know,
slide
number
three
and
we
start
at
q2
2017..
J
E
Mr
chair,
I
think
the
the
161
number
would
I'm
just
going
to
go
back
a
slot
couple.
Slides.
E
So
the
where
we
have
the
sworn
subtotal,
I
think
at
the
time,
probably
that
the
161
was
the
subtotal
for
sworn
accommodations
I'll,
confirm
that.
But
when
I've
I've
looked
at
this
data
before
we
started
publishing
it,
that's
that
that
split
still
pretty
much
stays
the
same.
So
it's
usually
two-thirds
are
temporary.
One-Third
is
permanent,
so
I
would
bet
at
that
point
we
were
at
161
and
probably
with
that
one-third
two-thirds
split.
J
E
The
the
we
have,
we
have
more
historical
data
that
we
were
tracking
but
not
publishing.
So
we
we
started
to
put
it
into
the
quarterly
reports
about
four
quarters
ago,
but
we'll
be
happy
to
put
in
a
summary
chart
and
go
as
far
back
as
we
can
and
just
so
that
we
get
a
feel
for
that.
J
I
would
certainly
appreciate
that,
because
the
numbers
that
are
in
front
of
us
here
now
as
great
as
it
looks
in
q1,
2018,
q2
2017
to
q4
2017,
isn't
isn't
a
rosy
picture.
The
trend
was
going
up
until
q1
2018.
So
I'd
like
to
know
what
happened
prior
to
that,
the
other
thing
you
say,
other
types
of
accommodation
and
just
to
be
just
to
be
clear.
J
I
assume
those
other
types
of
accommodation
where
it
says
you
know:
six
accommodations
per
quarter
related
to
pregnancy
or
whatever
the
case
may
be.
Is
that
is
that
included
in
these
numbers,
or
is
that
outside
of.
J
So,
okay,
so
we're
not
dealing
with
that
within
this
one,
and
I
think
this
is
a
very
important
chart
to
look
at
right
here
so
so
that
brings
me
to
other
questions
about
first
of
all,
what
what's
required
for
this
type
of
accommodation
is
this?
J
Would
this
be
something
that
obviously,
if
it's
ptsd
or
something
there's
something
serious,
you
have
to
address
that
issue,
but
is
this
a
simple
doctor's
note
that
is
suffice
or
what
what's
the
system
and
I'm
sure
there's
a
whole
list
of
human
rights
issues
around
this,
but
I
just
need
to
know
in
my
mind,
what's
required
a
15
doctor's
note,
or
is
this
some
or
more
there's
more
due
diligence
on
it.
E
Mr
chair,
there
there
would
be
a
far
more
comprehensive
medical
review
done
and
that's
sometimes
it's
actually
a
very
iterative
one
so
that
the
the
condition
the
restrictions
of
the
condition
can
be
acknowledged
and
then
tested
by
our
disability
management.
People.
J
And
on
that
note,
I
have
heard
some
municipal
police
forces
across
the
country
that
are
entering
the
waters
of
requiring
a
wsib
certified
doctor
to
be
able
to
provide
that
kind
of
have
you
looked
at
that
or
if
we
I
brought
this
up
back
in
2016
as
well.
This
is
nothing
new.
I
just
want
to
know
if
you've
heard
anything
from
the
policing
channels.
F
The
we
have
the
ability
to
do
a
independent
medical
assessment
that
we
have
to
get
agreement
with
the
the
member
to
get
done,
and
I
think,
there's
a
lot
of
discussions
that
take
place
between
our
disabilities
management
people
and
and
the
the
doctor
in
order
to
ensure
that
we
have
the
right
information
that
outlies
the
restrictions,
because
it's
not
necessarily
the
diagnosis
that
that's
important.
For
us.
It's
the
what
the
restrictions
are
with
respect
to
their
ability
to
do
the
work.
F
So
there
is
a
lot
of
go
between
between
the
the
physician
and
our
staff
to
better
understand
what
those
restrictions
could
be
and
the
prognosis
and
the
length
of
time
as
far
as
how
long
the
accommodation
is
going
to
be
required
for
there
are-
and
I
think
that's
you
know
I
think
we're
getting
at
is-
is
the
whole
trust
and
confidence
and
rigor
in
the
process.
And
those
are
the
types
of
things
that
we
we
are
looking
at
to
ensure
that
there
is
rigor
in
the
processes.
F
What
are
the
alternative
methods
that
we
can
ensure
that
we
we
do?
Have
the
proper
information
that's
accurate
and
that
can
be
validated
to
ensure
that
we
are
have
the
right
restrictions
in
place
and
accommodating
the
member.
J
And
thank
you
for
that,
and
I
did
bring
this
back
up
in
2016
as
well
about
you
know
the
five-year
four-year
five-year
horizon
for
new
recruit
versus.
Let's
face
it,
you
evolve
up
the
chain
very
quickly
about
stats
on.
I
don't
see
it
here,
and
this
is
something
we
can
talk
off
line
about
because
it
gets
very
granular.
Do
we
know
how
many
are
within
that
you
know
the
new
recruit
window
that
are
taking
accommodation
and
I'm
only
asking,
because
maybe
it's
something
we
have
to
look
at
it
ourselves.
J
You
know,
that's
that's
my
concern.
If
we
see
it's
a
lot
of
the
first
five-year
recruits
or
constables,
maybe
it's
something
we
have
to
look
at
from
our
from
ourselves
and
see
what's
happening
there.
Is
there
a
way
to
get
that
kind
of
data?
Is
this
something
we
can
ask
for.
E
J
Well,
I
mean
it's
pretty
broad
they're
not
going
to
name
people,
I
I'm
hoping
we
can
pull
that
kind
of
information
in
and
the
last
one
I
brought
this.
F
Up,
mr
chair,
you
know
sorry
to
drop,
but
as
far
as
you
know,
we
have
six
officers
that
are
pregnant
at
any
given
time
when
you
start
talking
about
six
and
releasing
ages
and
all
that
stuff,
it's
pretty
easy
to
identify
those
individuals.
So
I
think
we
want
to
be
cautious
as
far
as
what
it,
what
data
we
can't
collect.
What
we
can
report
on
well.
J
Right,
excuse
me,
with
all
due
respect
chief,
we
did
say
that
the
six
were
outside
of
this
window,
so
I
was
actually
just
looking
within
this
window.
So
I
think
that's
a
pretty
fair
question.
So,
if
you
can
report
back
on
that,
the
other
part
is
related
to,
and
this
was
brought
up
in
2016,
I
brought
it
up
again.
Are
these
members
that
are
on
leave
entitled
to
be
able
to
work
paid
duty.
F
There
I'll
answer
that
one
so,
as
we
state
stated
before
a
member
who
has
restrictions
with
respect
to
as
an
example,
shift
work,
there's
nothing
preventing
them
from
doing
it
paid
duty
that
is
respective
of
their
of
their
restrictions.
So
somebody
could
that
could
only
work
nine
to
five.
F
They
can
do
a
pay
duty
during
those
hours.
Anything
that's
that
outs
that
is
outside
the
restrictions.
They
cannot
do
and
we
would
be.
We
would
fail
a
grievance
process
should
we
be
challenged
if
we
were
preventing
a
person
for
doing
that
paid
to
duty
that
is
within
their
restrictions.
F
Have
absolutely
you
know
the
health
and
safety.
J
F
Well,
human
rights:
you
know
if
we're
prohibiting,
if
somebody
is
able
to
do
the
functions
of
a
of
a
duty
of
the
day,
we'd
be
breaching
human
rights
if
we
were
preventing
them
from
doing
that,
because
our
our
job
as
an
employer
is
to
restrict
the
the
restrictions
or
to
respect
the
restrictions
of
an
individual.
F
Quite
frankly,
I
I
don't
know
exactly
what
the
policies
are:
the
practices
of
other
police
sources.
I
know
that
that
is
something
that
that
we
do,
because
it's
the
right
thing
to
do
as
far
as
allowing
an
employee
to
conduct
a
paid
duty
or
work
assignment
during
that
respects.
The
restrictions
is
the
appropriate
thing
to
do.
J
What
I
hear
from
the
membership
is
a
new
constable
gets
on
they're
on
some
kind
of
leave
which
absolutely
and
then
they
see
them
working
a
football
game
or
a
hockey
game
or
something
else,
and
that
calls
into
question.
You
know
a
level
of
morale.
That's
going
around
the
force,
so
I
just
want
to
identify
these
things,
and
I
do
appreciate
you
know
pulling
all
this
data.
F
Mr,
if
they're
on
leave
they
don't
work,
pay
duties.
So
I'm
not
too
sure
you
know
if
we're
mixing
a
couple
of
things
up
here,
if
they're
on
sick
leave
or
on
dub
off
on
wsib,
they
cannot
work.
Forgive
me,
I
mean
accommodation.
A
B
That's
a
great
segue
into
my
first
question,
mr
chair:
would
it
be
possible,
in
the
next
report
director
general
that
you
also
give
us
a
comparison
across?
You
said
you
talked
to
the
top
12
across
the
top
12
and
also
include
councillor
tierney's
point
about
the
paid
duty
to
see
if
they
all
do
that
or
not.
F
Mr
chair,
just
on
that
point
it
it
it's
going
to
be
very
challenging
to
get
access
to
other
police
services
data,
because
what
we're
finding
is
that
actually
they're
not
even
collecting
it
to
the
extent
that
we
are
and
maybe
be
collecting
it
differently.
So
we'll
certainly
query.
I
know
some
of
the
work
has
been
done,
but
we
can
come
back
with
the
results
of
what's
out
there,
but
I
I
don't
believe
we're
gonna
have
success
in
being
able
to
compare.
F
A
When
we
talk
about
other
municipalities
or
another
police
service,
we're
talking
about
the
percentage
of
the
accommodation,
I
think
we
cannot
go
specific
you're
right,
they're
not
going
to
give
us
the
detailed
information,
but
the
percentage
you
identify
in
this
report
is
no
different
than
what
we
saw.
Toronto,
durham,
calgary
edmonton.
So
that's
the
percentage
I'm
talking
about.
I'm
not
talking
about
specific
cases,
because
we
know
there's
a
confidentiality
yeah.
F
B
Understood
from
both
your
comments
that
you
asked
and
got
answers,
so
if
you
did,
there
has
to
be
information
available
if
they
didn't
give.
You
answers
then
you're
confusing
me
here,
because
you're
saying
that
you
asked
and
they
told
you
that
it
was
similar.
I
think
it's
a
good
thing
as
part
of
this
report,
because
this
is
a
very
good
report.
B
It
gives
us
a
great
insight
into
the
issue
and
what
I'd
like
to
see,
because
listening
to
my
colleagues,
what
the
chair
and
counselor
tierney
has
said,
I
think
that's
good
information
to
add
into
the
report
going
forward.
So
I
I
don't
quite
understand
why
it's
an
issue
to
ask
for
it.
But
why
don't
we
go
ahead
and
ask
and
see
where
we're
at
when,
when
the
director.
F
General,
I'm
not
I'm,
not
questioning
you
need
to
ask
for
I'm
just
I'm
just
don't
don't
be.
Don't
expect
that
you'll
have
the
rich
data
that
that
we
have
certainly
my
conversations
with
my
colleagues.
The
issue
around
accommodations
is
on
the
table
being
discussed.
I've
never
discussed
as
far
as
to
the
length
of
that
they
collect
data
for,
but
we
absolutely
will
will
look
to
see
exactly
what
they
do
collect
and.
B
Chief,
I
like
the
idea
that
your
trailblazing
here
and
maybe
other
forces
will
follow
your
lead
on
the
report
that
we're
receiving
here.
That
would
be
great
news.
The
other
question
I
had
was
on
that
page
there.
One
of
the
numbers
that
stick
out
to
me
is
25
permanent
cases
of
accommodation
on
the
civilian
employees,
and
that
seems
high
and
I'm
trying
to
get
a
sense
of
what
would
cause
an
accommodation
in
like
for
sworn
officers.
B
Absolutely,
as
you
mentioned
earlier,
director
general
the
nature
of
the
job,
there's
every
opportunity
to
get
injured
or
temporarily
or
permanently
for
sure,
not
questioning
that.
I'm
just
wondering
what
the
civilians,
how
are
they
getting
hurt
so
much.
E
Thank
you.
Thank
you,
mr
chair.
I
think
the
there
are
some
parallels
between
the
sworn
workforce
and
the
civilian
workforce
in
a
couple
of
areas,
for
example
our
comm
center,
which
is
over
125
employees.
They
are
also
on
rotating
ships,
and
so
some
of
the
the
medical
conditions
arising
from
more
than
20
years,
working
rotating
shifts
are
also
showing
up
on
in
with
our
civilians,
primarily
the
call
center.
E
E
What
I
see
more
in
some
of
the
my
areas,
which
are
more
administrative,
is
that
it's
disease
related,
so
we
may
have
people
with
cancer
who
are
recovering
doing
treatment.
That
requires
a
change
in
their
schedule,
either
as
a
permanent
accommodation
or
a
temporary
accommodation.
So
I
think
they
it's
some
similarities
and
some
some
that's
more
specific
to
an
aging
workforce.
B
Thank
you
and,
and
finally
my
last
question
is
to
do
with
the
marital
status
designation.
Can.
Can
you
explain
what
that
might
be
like
what
are
the
grounds
under
marital
status
that
one
might
ask
for
accommodation.
E
I
So
there
was
a
a
case
that
dealt
with
family
status
a
couple
of
years
ago.
You
may
be
familiar
with
the
john
stone
case
and
what
john
stone
established
for
us.
I
So
this
is
something
that
is
very
significant
for
our
organization,
especially
when
we
learned
in
our
gender
project
that
42
percent
of
our
female
employees
have
a
partner,
that's
also
at
the
service.
So,
for
example,
you
have
two
constables
who
work
shift
work
married
to
one
another
have
children,
they
have
a
nanny
who
provides
them
consistent,
child
care.
If
that
nanny
were
to
quit
per
se
or
be
sick
for
an
extended
period
of
time.
I
Three
months,
let's
say
we
would
have
an
obligation
as
the
employer
to
provide
some
kind
of
accommodation
to
them,
while
they're
in
this
period
of
transition
trying
to
secure
child
care.
Another
example
that
we
saw
in
the
value
village
case
in
in
ontario
is
elder
care.
We
know
that
we
have
an
aging
workforce,
this,
the
sandwich
generation
that
is
both
providing
care
for
their
children
and
care
for
their
aging
parents.
I
So
if
an
employee
was
the
only
a
dependent,
they
had
a
parent
who
was
a
dependent,
they
were
the
only
person
who
could
provide
care
to
their
parent,
perhaps
administering
medication,
or
the
executor
of
a
will
of
some
kind
or
power
of
attorney,
and
there
was
a
need
per
se
to
administer
this
medication
every
morning
at
six
o'clock
that
could
pose
a
problem
to
the
employee.
Who's
got
this.
This
legal
obligation
to
their
dependent-
and
you
know,
expected
to
be
at
work
in
the
morning,
so
family
status
is
a
lot
more
difficult.
I
It's
an
emerging
area
of
law
in
the
province
and
in
the
country,
but
these
are
the
type
of
situations
that
we
would
see
in
the
area
of
family
status.
But
the
reason
I
bring
up
john
stone
is
it's
about
child
care
and
that
obviously,
is
very,
very
significant
for
our
organization,
where
we
have
you
know
two:
two
parent
households,
both
working
at
the
organization
with
very
demanding
work
schedules.
B
I
gotta
follow
that
up.
Mr
chair,
one
question:
when
you
say:
if
both
officers
are,
both
spouses
are
officers
and
their
nanny
quits
on
them
for,
and
it
takes
three
months
to
replace.
We
will
accommodate
them
to
stay
home
and
provide
child
care
like
what
happens
if
the
other
spouse
doesn't
work
for
the
department.
That's
a
real
life
thing
that
happens
to
people
in
the
city
every
day.
I
It's
not
only
for
employees
that
both
work
at
the
organization,
it
could
be.
One
person
works
at
the
auto
police
somewhere,
someone
works
somewhere
else.
We
would,
we
would
make
accommodation
arrangements
which
perhaps
would
be
day
shift
hours
while
the
children
are
in
school
and
we
would
provide
accommodation
from
them
from
working
on
night
shift.
It's
not
only
for
employees
that
have
that
both
work
at
our
organization.
We
would
never
allow
for
the
employee
to
stay
home.
I
And,
quite
honestly,
we
would,
if,
even
if
the
employee
works
at
another
organization,
it
would
be
incumbent
upon
us
to
work
with
the
employees
or
the
other
employees
organization
to
find
an
alternative
and
johnstone
was
a
revolutionary
case
in
this
area,
because
precisely
that
example
of
of
intermittent
child
care
was
what
they
were.
What
cbsa
was
found
to
be
discriminatory
on
so
it's
a
very
challenging
and
emerging
area
of
law,
but
it's
a
very
real
reality
that
we,
as
the
employer,
are
obliged
to
accommodate
for
these
type
of
situations.
A
B
A
G
E
Thank
you,
mr
chair.
I
think
we
can
look
at
this
issue
from
two
sides.
One
side
is
that
that
the
that
situations
arise
where
and
a
member
needs
to
be
accommodated
and
they're
accommodated
in
a
position,
for
example
in
investigations
and
because
their
perhaps
their
restriction
doesn't
permit
them
to
to
carry
their
use
of
force
or
work
to
shift
rotation
required
on
the
front
line.
E
The
the
member
who
has
been
working
there.
You
know
their
colleague
on
the
front
line,
who
was
working
towards
their
qualifications
and
had
had
themselves
in
line
for
a
job
in
investigations,
might
see
that
as
very
unfair.
How
is
it
that,
by
virtue
of
some
kind
of
condition,
the
other
member
is
able
to
land
in
a
very
coveted
job?
E
E
The
members
who
have
been
placed
have
often
said
well
now,
I'm
under
the
stigma
of
being
placed
at
the
front
desk,
and
that's
actually,
I
see
that
as
potentially
damaging
my
career.
E
E
E
This
is
the
first
step
actually
is
starting
to
talk
out
loud
about
this
issue,
because
it's
been
the
elephant
in
the
room
for
a
long
time
and
we
we
know
we
need
many
views
of
it,
so
we're
very
interested
in
the
board's
viewer
interested
in
the
association's
view.
The
members
view
as
well.
This
is
becoming
more
reality
of
their
workplace,
so
we
start
with
that.
E
We
also
start
with
the
exercise
that
that
lisa
will
be
leading
to
look
at
well.
What
are
the
true
job
requirements
for
for
positions
in
the
organization
we've
often
said
it
has
to
have
use
of
force.
You
have
to
be
to
be
able
to
work
a
rotating
shift.
That's
not
necessarily
the
case
across
the
organization
so
moving
there,
so
that
we
can
see
what
options
are
are
available
will
help
us
find
a
more
strategic
path.
E
I
think
we'll
start
to
as
we
as
we
did
with
the
gender
audit,
as
we
have
more
of
a
conversation
with
the
members
we'll
understand
more
about
what's
a
way
forward,
that
people
see
us
fair
and
equitable,
and
when
does
the
ofsr
begin.
I
H
H
Would
that
be
something
that
maybe
needs
to
be
taken?
A
look
at
because
I've
I've
done
shift
work
myself?
I
never
applied
for
a
job
that
required
shift
work
until
I
knew
that
I
had
the
plans
ready
for
child
care
to
do
to
be
able
to
carry
on
with
my
shift
work,
and
I
was
a
single
parent.
So
I
understand
that
the
issues
involved.
However,
I
would
never
assume
to
take
a
position
that
I
knew
I
could
not
fulfill
as
it
was
known
to
be
another
question.
F
Just
on
just
on
that
front,
if
I
can
before
you
go
off
the
second
question,
I
think
you
know
members
join
recognizing
that
they're
going
to
work
shift
work.
Stuff
happens.
F
You
know
people
get
exposed
to
very
serious
incidents
that
take
place
and
that
takes
a
toll
on
them.
So
they're,
not
they
don't
have
an
issue:
they're,
not
sick,
coming
into
the
workplace,
but
something
develops.
They
develop
cancer,
they
they
they
get
married
and
they
have
children
and
there's
a
family
status
issue.
So
things
happen
after
the
the
seek
employment
and
as
the
employer
we
have.
We
have
a
duty
under
law
to
be
able
to
respect
and
and
to
accommodate
those.
So
I
agree.
F
H
Absolutely
and
I'm
not
questioning
when
it
comes
to
issues
like
cancer
or
other
significant
health
issues.
That's
that's
to
be
assumed
and
that's
to
be
fully
supported,
and
you
know
I
have
no
issue
with
that
whatsoever.
H
However,
when
I
mean
one
of
the
factors
that
you
mentioned
was
exhaustion,
exhaustion
happens,
but
again
that's
part
of
the
job
and
there
are
a
lot
of
officers,
senior
and
and
not
a
senior
who
have
been
doing
shift
work
for
for
many
many
many
years
decades
and
they
keep
doing
their
job
many
of
the
officers,
many
of
the
inspectors
and
superintendents
who
have
been
on
on
working
with
the
with
the
ops
or
any
police
service.
H
For
that
matter,
you
know
a
lot
of
them
are
on
for
30
years
doing
their
shift
work
showing
up
being
present,
and
so,
while
I
do
understand
that
it's
it's
definitely
a
factor.
It's
again,
it's
part
of
what
you
sign
up
for
when
you
sign
up
for
the
job.
F
Sleep
disorders
are
a
recognized
medical
condition
that
are
brought
on
by
shift
work
and
the
lengthy
shift
work,
and
I
think
that's
the
one
thing
we're
seeing
around
a
sleep
disorder
for
our
members
who
have
been
working
shift
for
for
sinking
amount
of
time.
They
just
can
no
longer
function
at
night,
so
it
brings
on.
You
know,
risks
and
liability
issues
around
their
ability
to
work
on
a
midnight
shift.
So
I
think
we
have
to
be
respectful
and
and
of
those
types
of
medical
conditions
as
well.
I
That
is
definitely
something
that
we
explore,
especially
on
an
interim
basis.
You
know
if
we
need
to
get
them
through
a
period
of
transition,
while
they're
securing
alternate
child
care,
we
normally
as
a
first
resort,
is
putting
them
on
opposite
shifts,
making
their
their
their
shift
work
comparable
so
that
they
are
able
to
provide
coverage
that
way.
So
it's
not
really
a
matter
of
moving
substantially.
We
look
creatively
at
some
of
these
more
alternative
solutions,
especially
on
an
interim
basis
when
we're
supporting
child
care.
A
The
the
executive
team
and
the
board
and
the
association
will
be
working
together
on
the
accommodation
in
because
this
is
not
just
one
issue.
This
is
broad
issue
and
I
think
we
need
to
work
together
as
a
as
a
as
a
police
service
as
a
board
as
a
association
to
make
sure
a
we.
We
respect
the
law
of
the
accommodation
and
we
accommodate
the
people
who
need
it
at
the
same
time,
see
if
there's
a
better
way,
because,
let
me
tell
you
when
we
try
to
find
more
information
from
other
colleagues
in
the
big
12.
A
I
don't
think
anyone
have
more
than
just
the
percentage
of
the
accommodation.
That's
the
only
percentage
we
have
and
our
number
is
no
different
than
any
other
large
urban
center
when
it
comes
to
accommodation.
But
I
just
want
to
say
thank
you
to
the
staff
to
the
chief
director
general.
All
the
staff
prepared
this
report.
This
is
a
good
information
to
have
and
please,
let's
keep
in
mind
when
we
talk
about
accommodation,
we're
talking
about
people
still
working
but
not
on
a
job.
A
They
were
working
before
so
they're,
not
home,
collecting
hundred
thousand
dollars
and
not
non-functioning
they're
just
doing
different
job.
That
is
creating
pressure
on
the
organization
in
other
area,
because
we
are
accommodating
a
large
number
and
that's
the
number
we
need
to
see.
How
could
we
really
wrestle
with
that
number,
but
the
chief
committed
and
and
the
executive
team
to
work
all
together
with
the
union
and
there's
also
collective
agreement
in
place?
We
have
to
respect
and
we
have
to
work
with
it.
A
So
I
want
to
thank
you,
both
lisa
and
and
deborah
for
a
job
well
done.
I
know.
Council
attorney
should
be
happy
because
he
asked
for
that
information
almost
a
year
and
a
half
ago,
and
today
he
got
a
lot
more
than
he
can
chew
on.
I
think
so.
Thank
you
counselor.
So
with
that,
can
we
it's
okay
he's
my
son.
I
can
tell
him
that,
with
that,
can
we
receive
the
presentation
from
the
director
general
that
the
auto
police
service
board
received
this
presentation
for
information
received.