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From YouTube: Ottawa Police Services Board - November 6, 2019
Description
Agenda and background materials can be found at http://www.ottawa.ca/agendas.
A
Would
like
to
start
with
the
confirmation
of
the
agenda
that
the
Ottawa
Police
Services
Board,
confirmed
the
agenda
of
the
6th
of
November
2019.
Is
that
confirmed?
Are
there
any
declarations
of
interest
seeing
none?
The
first
item
of
business
is
the
2020
draft
operating
and
capital
budgets,
and
we
have
a
presentation
on
that.
B
Right:
okay!
Well,
thank
you
very
much
chair
appreciate
it
board
members
mayor
I'd,
like
to
thank
my
team,
who
did
the
heavy
lifting
on
this
point
out,
especially
Steve
Bell,
as
the
interim
chief
who
guided
the
organization's
efforts.
Obviously
Jeff
Letourneau
and
the
entire
finance
team
that
reached
out
an
across
your
organization
made
sure
they
stayed
true
to
the
board's
direction
and
strategic
priorities
and
ultimately
have
made
a
number
of
updates
over
the
last
seven
and
a
half
days
since
I've
arrived
in
order
to
provide
a
little
bit
more
of
a
finer
point
on
it.
B
Okay,
great
so
just
rough
agenda,
I
will
only
be
speaking
in
the
first
part
of
it.
Given
context
and
operational
priorities.
Turn
things
very
quickly
over
to
Jeff
will
walk
you
through
the
rest
of
the
process,
the
actual
operating
budget,
the
draft
operating
forecasts
and
then
the
draft
capital
budget
and
forecast,
and
then
timelines
for
implementation.
Next
slide,
please
I
suspect.
Much
of
this
will
be
very
familiar
to
you.
It's
becoming
more
familiar
to
me
in
my
new
role,
the
changing
landscape
of
Ottawa,
increasing
demographic
diversity
with
marginalized
underserved
communities.
B
Sometimes
over
policed
communities
experiencing
more
complex
social
justice
needs
increasingly
there's
a
more
sophisticated
set
of
threat
actors
out
there
predominantly
leveraging
technology
in
new
and
exciting
ways.
Every
single
day,
I
opened,
my
hotmail
account
to
see
a
very,
very
professional-looking,
Revenue
Canada
notice,
saying
that
I
was
receiving
the
six
hundred
and
twenty
dollar
refund,
and
if
I
clicked
on
this
link,
I
could
start
to
get
the
ease
of
my
previous
firm
that
that
wasn't
the
right
thing
to
do.
B
But
increasingly,
these
threat
actors
are
also
involved
in
guns
and
gangs,
traditional
organized
crime,
and
are
involved
in
international
crimes
that
are
taking
place
here
locally.
The
investigators
are
challenged
to
find
witnesses,
secure
access
to
information
and
prosecute
effectively
wrapped
around.
That
is
our
ability
to
use
technology
to
serve
and
protect
the
community
things
like
CCTV
cameras,
facial
recognition
around
which
increasing
private
cien
cyber
protections
add
more
complexity
and
sometimes
more
cost.
B
B
B
Okay,
well,
while
they're
finding
this
light.
Look,
let
me
continue
on
I'll
speak
to
the
numbers
and
then
they'll
magically
appear,
and
then
you
can
have
something
to
highlight
with
the
police
to
population
number.
With
some
reservation,
I
understand
it's
a
key
metric,
not
just
here
in
Ottawa
but
across
the
country,
but
it
often
doesn't
tell
a
full
and
rich
enough
story.
Once
that
slide
comes
up.
B
At
this
stage
of
my
tenure
not
not
prepared
to
make
any
other
analysis
beyond
that,
except
to
say,
we
need
to
be
really
careful
when
using
any
metric
to
make
sure
we're
putting
it
as
close
to
context
as
possible.
I
am
at
this
point
more
confident
to
look
at
the
violent
crime
severity
index,
which
is
the
final
column
and
where
Ottawa
rates
at
the
lowest
end,
almost
at
the
lowest
end
on
police
to
population.
We
were
at
the
higher
and
in
terms
of
the
violent
crime
index
and
my
only
comment.
B
So
we're
early
days
in
me
getting
my
head
around
the
numbers
and
being
able
to
reflect
my
thoughts
around
that
I've
had
some
great
inputs,
but
certainly
there
is
no
doubt
the
city
has
grown
at
a
faster
rate
than
the
number
of
officers.
There
is
increasing
pressure
for
us
to
be
smarter
and
use
our
resources
better,
and
this
budget
represents
the
latest
effort
to
reach
that
level
of
efficiency
and
effectiveness.
B
This
is
me
writing
my
notes
on
a
screen,
so
sorry
for
the
bad
PowerPoint
protocol.
So
what
does
it
mean
to
invest
in
our
members?
Investing
significantly
more
in
member
morale,
wellness,
health,
both
physical
and
mental
and
their
safety?
Because,
if
they're
not
right
upstairs,
they
won't
be
right
when
they
go
out
physically
into
the
community
and
won't
be
able
to
keep
the
community
safe.
B
I
also
mentioned
and
addressing
misconduct,
and
that's
not
just
by
using
a
hammer
by
trying
to
find
ways
to
reorient
members
who
are
acting
aberrantly
unethically,
getting
them
back
into
the
right
framework,
getting
them
back
into
the
police
service
and
operating
at
the
highest
levels
addressing
workplace
harassment,
which,
unfortunately,
is
a
reality
within
our
organization
within
the
justice
institution
and
ultimately,
where
there
is
unethical
conduct
taking
appropriate
action.
I'll
just
take
a
pause
and
just
get
off-script
for
a
second.
This
is
my
eighth
day
in
office
since
I
was
sworn
in.
B
I
have
had
a
large
number
of
meetings
internally
with
our
members.
I
have
seen
a
lot
of
things
in
placing
in
30
years
and
I've
mentioned
before
that
I've
done
policing
across
the
world.
I
have
yet
to
have
an
experience
as
I've
had
in
the
last
week
and
a
half
there's
a
level
of
emotional
tension
in
this
organization
that
I've
not
experienced
in
any
organization
private
sector
or
public
sector
is
affecting
members
individually
and
it's
affecting
them
collectively.
I'm,
not
laying
the
blame
or
pointing
a
finger
at
anybody
I
own.
B
The
organization
right
now
is
Chief
of
Police
step.
Four.
What
I'm
saying
is
on
my
back.
I
have
a
lot
of
people
helping
me
keep
me
upright
these
days,
this
command
team
and
the
folks
around
me
and
many
many
other
people,
but
I
will
tell
you
unhesitatingly
chair
and
board
the
investment
that
we're
going
to
make
now
and
in
the
future,
financially
and
otherwise.
To
address
member
wellness
and
morale
will
be
the
best
investment
you
make.
B
You're
going
to
need
to
see
that
these
projects
are
actually
delivered
on
time
on
budget
and
within
scope
from
a
social
standpoint,
it
has
to
make
people
feel
better
and
there
lies
more
in
which
to
as
a
result
of
it
and
I.
Think
both
indicators
are
critical
for
us
to
track
and
demonstrate
success
on.
B
So
those
were
organizational
priorities
now
the
operational
priorities
we're
going
to
advance
neighborhood,
policing
and
community
partnerships
to
improve
crime
prevention,
public
trust,
Community,
Safety
and
well-being,
as
well
as
advance
to
diversity,
equity
inclusion,
peace
I
want
to
just
break
those
down
a
little
bit
for
you
and
I'm
sure
you're
well
aware
of
it.
But
just
if
you
could
indulge
me
a
little
bit,
policing
cannot
get
done.
Public
Safety
can't
get
adjust
without
the
police,
so
the
Community
Partnerships
is
critical.
We've
heard
me
talk
about
people
in
partnerships.
B
They
are
absolutely
in
lockstep
and
reflected
in
this
budget.
Improving
crime
prevention
is
not
a
quantitative
statement.
It's
a
qualitative
statement.
It's
a
commitment,
yes
to
him,
to
increase
the
number
of
resources
dedicated
to
that
people.
Money
in
time,
but
qualitatively
to
put
us
in
a
position
were
far
more
proactive
than
reactive
and
we
have
been.
We
could
suppress
crime.
We
could
drive
your
crime
numbers
down
Mary.
B
This
could
be
the
technically
safest
city
in
the
world,
but
your
people
in
the
communities,
don't
trust
the
police
with
the
result
of
those
efforts
and
ultimately
that
will
be
a
short-term
gain
that
we
will
lose.
So
if
we
don't
build
trust
up
while
driving
crime
down
we'll
get
back
to
the
same
place,
just
in
a
worse
a
worse
way.
So
as
crime
goes
down,
we
must
see
trust
coming
up
confidence
in
policing
confidence
in
the
resources
allocated
to
policing
that
they're
being
spent
in
ways
that
again
produce
financial
and
social
return,
comedian,
safety,
well-being.
B
Again
it's
not
one
of
those
nice
to
have
things.
It's
now
legislated
on
the
new
Police
Service
Act.
It's
a
requirement,
mayor
of
you
and
your
council,
and
on
all
of
your
general
managers
for
us
to
work
together.
Collaborate
and
collectively
share
information.
Do
things
different
and
achieve
differentiated
outcomes
as
a
result
of
it
early
days
for
every
single
police
agency,
municipality
and
region,
no
one's
leading
the
charge
per
se,
I'd
like
to
see
Ottawa
at
the
very
front
of
that
parade
very
quickly.
I've
had
some
conversations
with
the
city
staff.
Is
there
ready?
B
We're
gonna
use,
evidence-based,
intelligence-led
strategies
to
build
capacity
again
to
suppress,
investigate
and
prosecute
offenders
involved
in
gun
gang
and
drug
related
street
violence.
I
can
tell
you,
in
my
brief
patrol
last
Friday
I
was
involved
in
gun,
gang
and
drug
related
street
violence.
As
of
yesterday,
our
bikes
and
beats
combined
with
our
gas
squad
arrested.
B
The
third
outstanding
suspect
for
my
activities
on
Friday
I'd
like
to
take
full
credit
for
it,
but
it
was
faster,
smarter
braver,
better-looking
police
officers
that
arranged
most
of
those
great
operational
results,
as
well
as
some
very
good
investigators
going
to
make
sure
the
cases
are
prosecuted
effectively.
There's
no
doubt
in
my
mind
that
there
are
communities
suffering
from
heightened
and
disproportionate
levels
of
violence
and
preyed
on
by
people
who
care
little
for
for
their
children,
their
elderly
parents
and
the
quality
of
life
in
those
neighborhoods.
B
We'll
do
everything
we
can
to
keep
those
places
safe.
We're
gonna
improve
service
and
safety
to
underserved
and
some
times
that
I
referenced,
over-policed
demographic
communities,
let's
say
over
police,
don't
be
clear
about
that.
There's
no
intention
to
go
in
and
hurt
community,
but
in
the
exuberance
and
passion
and
professionalism
of
officers
and
units
and
an
entire
organization.
B
We
can
go
in
and
try
to
make
things
right
and
sometimes
on
and
unintentionally
make
things
less
right
and
that's
what
I
mean
by
over
policed,
but
I
do
want
to
focus
on
our
indigenous
community
women,
racialized,
elderly
youth,
as
well
as
persons
with
mental
health
and
addictions.
There's
a
strong
and
important
voice
within
our
indigenous
First
Nations,
as
I'm
learning
there's
a
strong
and
important
voice
of
in
women
in
the
city.
Women
in
my
organization
have
been
extremely
helpful.
B
C
Thank
You
chief
I
will
now
walk
you
through
more
detail
on
the
draft
budget.
This
draft
budget
is
in
line
with
the
board's
direction
and
provides
the
necessary
operating
and
capital
requirements.
That's
identified
by
executive
command
highlights
of
the
draft
budget
include
continuation
of
a
sworn
staffing
growth
plan.
This
involves
an
investment
of
30
additional
officers
in
community
policing
outreach
and
recruiting
and
Community
Development.
The
budget
also
leverages
provincial
funding
to
add
two
additional
officer
officers
to
our
guns
and
gangs,
section
enhancing
gun
suppression
efforts.
C
The
budget
provides
funding
for
the
implementation
of
a
permanent
equity
diversity
and
inclusion
office
and
the
implementation
of
the
EDI
action
plan.
The
plan
focuses
on
building
meaningful
culture
change
within
the
o-p-s,
strengthening
partnerships
and
improving
community
trust
and
confidence
in
the
service.
The
budget
makes
key
investments
to
equip
and
support
our
members,
including
a
4.2
million
dollar
investment
in
member
wellness
programming,
continued
funding
of
the
modernization
roadmap
facility,
strategic
plan,
along
with
investments
in
our
fleet,
to
replace
aging
vehicles
and
improvements
to
the
in
car
configuration
to
enhance
the
officer
effectiveness.
C
The
budget
includes
a
twelve
point:
seven
million
operating
requirement,
which
is
funded
by
a
1.5
percent
assessment
growth,
along
with
a
3
percent
increase
in
the
police
tax
rate,
which
is
in
line
with
the
board's
direction.
2.2
million
in
efficiencies
and
savings
are
included
in
this
budget.
These
efficiencies
were
achieved
through
the
back-office
integration
initiative,
as
directed
by
the
board
during
the
2019
budget
process.
These
were
achieved
through
internal
administrative
service
improvements
and
realignments,
along
with
working
with
the
city
to
leverage
administrative
services
processes
and
technology.
C
The
budget
also
includes
continuation
of
the
funding
strategy
developed
with
the
city,
which
involves
an
increase
in
red
light
camera
revenue
of
1.3
million
dollars,
along
with
2.4
million
in
one-time
funding.
This
one-time
funding
is
enabled
by
the
operating
surplus.
The
service
is
forecasting
for
2019.
C
The
Swan
staffing
plan
I'll
walk
you
through
the
history
on
the
sworn
staffing
plan
now
from
2010
to
2015.
There
were
no
increases
to
the
sworn
compliment
from
2016
to
2019.
105
officers
were
added
to
the
complement,
along
with
an
additional
12
gun
violence
officers
funded
through
provincial
grants.
The
2020
budget
being
tabled
today
includes
an
investment
of
30
new
officers
along
with
two
additional
gun
violence
officers
funded
by
the
province.
The
sworn
staffing
plan
included
in
the
forecast
includes
an
investment
of
30
additional
officers
per
year
for
the
2021
to
2023
period.
C
The
following
slide
summarizes
the
details
underlying
the
12
point:
7
million
operating
requirement
increase
and
are
categorised
in
accordance
with
city
budget
reporting
guidelines.
Maintaining
existing
service
levels
creates
an
incremental
requirement
of
10.1
million
dollars.
Staffing
costs
make
up
the
majority
of
this
increase
and
includes
a
provision
for
negotiated
pay
increases
the
cost
of
members
moving
through
their
salary
steps
and
members
qualifying
for
various
levels
of
responsibility,
pay
other
drivers
of
this
line,
our
inflation
on
materials
and
supplies,
pay-as-you-go
reserved
contribution,
increases
for
fleet
replacement
and
facility
strategic
plan.
C
Also
included
in
this
category
is
the
red
light
camera
funding,
along
with
the
one-time
funding
from
the
city,
the
30
officer
growth
plan
creates
a
4.4
million
dollar
requirement.
This
includes
the
compensation
costs
of
the
officers
as
they
are
hired
over
the
course
of
the
year,
along
with
the
cost
of
uniforms,
equipment,
vehicles
and
training
to
properly
equip
them.
Also
included
is
the
annualized
compensation
costs
of
the
growth
officers
hired
in
2019.
C
The
budget
includes
a
pay-as-you-go
increase
of
1.3
million
dollars
to
fund
the
modernization
roadmap
partially
offset
by
800,000
in
operating
expense
savings
from
the
program
for
a
net
increase
of
500,000.
The
budget
includes
2.2
million
in
efficiencies
which
are
achieved
through
the
back-office
integration
initiative,
which
I
discussed
earlier.
C
C
This
slide
highlights
the
provides
an
overview
of
the
gross
operating
budget
by
type
of
expense.
The
gross
operating
budget
is
362
million
dollars.
Revenue
of
42.9
leaves
a
net
operating
budget
of
319
point
2
million
dollars.
The
gross
budget
can
be
broken
down
as
follows.
Compensation
makes
up
the
majority
at
82
percent
material
supplies
and
services
at
8
percent.
Financial
charges
of
24
of
7
percent
and
costs
with
the
city
make
up
the
remainder
3
percent
and
those
costs
are
related
to
city
functions
such
as
facilities
and
fleet
maintenance,
legal
and
procurement
as
well.
C
This
next
slide
identifies
some
of
the
key
numbers
for
the
2020
budget,
all
on
one
slide.
Some
of
these
I've
mentioned
already,
but
the
budget
increase
is
twelve
point:
seven
million
dollars
the
net
operating
budget
of
319
point
two.
These
are
funded
by
an
assessment
growth
of
1.5
percent
in
a
police
tax
rate
increase
of
three
percent
and
the
resulting
impact
on
the
tax
increase
that
the
average
household
would
be
eighteen
to
an
$18
increase,
bringing
the
total
police
tax
cost
for
the
average
household
to
six
hundred
twenty-five
dollars
for
2020
I'll.
C
Now,
move
on
to
the
forecast
as
part
of
the
annual
budget
process
and
based
on
a
recommendation
from
the
city's
Auditor
General,
the
o-p-s
does
provide
a
three
year
forecast
for
information
purposes.
This
forecast
is
based
on
trends
and
known
information.
At
the
time
the
forecast
maintains
the
sworn
staffing
growth
plan
of
30
officers
per
year.
It
includes
continuation
of
the
back-office
integration
initiative,
with
additional
efficiencies
in
the
in
in
2021
of
a
million
dollars
and
reflects
a
police
tax
rate
rate
range
increase
of
between
three
point:
three
percent
and
four
percent
I'll.
C
C
The
capital
budget
is
broken
down
into
three
categories.
Renewal
of
assets
totals
11
point
1
million
and
consists
of
investments
in
fleet
replacement,
IT
infrastructure
and
telecom
and
facilities.
Life
cycle
growth,
investments,
total
17
million
and
include
the
final
amounts
for
the
construction
of
the
South
building
strategic
initiatives,
total
six
point
nine
million
and
include
investments
to
fund
the
modernization
roadmap
facility
and
security
initiatives,
along
with
cost
to
support
the
sworn
officer
growth
in
2020
and
in
terms
of
funding.
C
C
Ten-Year
capital
requirement
is
estimated
at
260
million
and
ranges
from
a
high
of
43
million
dollars
in
2025
to
a
low
of
16
million
dollars
in
2026.
Renewal
of
assets
consumes
over
half
the
amount
and
is
funded
entirely
from
paise
ego
funding,
along
with
a
small
share
of
revenue
from
the
sale
of
assets.
The
growth
category
is
31
million
and
includes
the
final
construction
amounts
for
the
South
building.
Land
costs,
along
with
specialty,
fit
up
costs
and
the
strategic
initiatives
category
is
97
million.
C
C
Moving
on
to
the
timetable
that
the
2020
draft
budget
has
being
considered
and
table
this
morning
with
the
board
in
City
Council,
the
finance
and
Audit
Committee
meeting
is
scheduled
for
November
14th,
where
public
delegations
are
welcome,
the
board
will
receive
further
delegations,
consider
review
and
approve
the
budget
at
the
November
25th
board.
Meeting
and
City
Council
will
consider
review
and
approve
the
budget
on
December
11th.
That
concludes
the
presentation
before
before
opening
for
questions.
I
would
just
like
to
take
a
moment
to
recognize
the
efforts
of
the
finance
team.
C
The
quick
work
by
the
team
to
fix
the
presentation
earlier
I
appreciate
that
gentleman
in
terms
of
the
team
Kathy
Murray,
John,
sweet
Sheila,
Hamilton,
Val,
McCallum
and
Owen
Bell,
along
with
Heather
Fischer
and
Kathryn,
not
from
an
admin
support
perspective,
played
a
significant
role
in
getting
us
to
this
point.
Further
to
this,
I
would
just
like
to
take
a
moment
to
recognize
Wally
Salem,
our
manager
of
Finance,
while
he's
sitting
at
the
table
here
in
front
of
us.
C
A
You
very
much
thank
you.
Jeff
and
Thank
You
chief
I
think
is
the
chief
said.
You
only
eight
days
into
the
job.
It's
it
seems
probably
like
a
lifetime
already
yeah
I
really
want
to
thank
you
and
I
want
to
add
thanks
to
Deputy
Chief
Steve
Bell
as
well.
Obviously
I
know
I've
been
at
dozens
of
these
meetings.
Leading
up
to
this.
This
has
been
a
very
intensive
process
and
I
want
to
thank
Jeff
because
I
know
he
and
his
finance
team
and
I'd
like
to
add
my
convinced
or
coming
retirement.
A
Do
you
really
enjoy
it
be
a
little
less
pressure
I'm
sure
than
this
has
been
highlighted.
That
I
think
I
want
to
comment
on
just
the
your
comment
about
the
member
wellness.
I
think
we've
made
it
very
clear
from
a
board
perspective.
This
is
something
art
and
we're
completely
dedicated
to
making
sure
that
the
resources
are
there
to
ensure
member
wellness.
So
I
really
want
to
highlight
that
also
I'm
glad
you
mentioned
Upper
pop
I
know:
I
looked
at
the
the
chart.
A
The
first
thing
that
hit
me
is
there's
actually
an
inverse
relationship,
for
instance
the
the
they
have
one
of
the
lowest
copper
pop
ratios
on
the
chart
and
yet
have
one
of
the
the
best
crime
severity
index
indicators,
and
that's
something
that
we've
heard
loud
and
clear
from
the
public
that
they're
concerned
about
his
crime
severity.
And
yet,
when
I
look
at
say,
Edmonton
or
Winnipeg,
they
have
one
of
the
highest
copper
pubs.
A
Yet
they
have
a
much
higher
crime
severity
index,
so
I'll
be
looking
forward
to
a
more
robust
discussion
about
this
at
the
FAC
meeting
and
also
I.
Think
one
of
the
other
points
you
mentioned
was
trust
and
I
think
that
that
is
what
this
is
all
about.
We
absolutely
must
build
trust
with
the
community,
so
thank
you
once
again
and
I
think
I'll
turn
it
over
now
to
my
fellow
board,
members
for
question.
A
D
Watson,
thank
you
and
congratulations
to
all
who've
been
involved
in
the
budget
and
thank
you
for
your
cooperative
working
relationship
with
the
city
and
our
treasurer
is
also
retiring
in
in
January
I.
Guess
that's
the
time
when
fiscal
years
are
over
the
treasurer's
and
the
finance
folks
can
can
leave
with
a
great
career.
Thank
you
very
much
for
your
service
for
for
over
three
decades,
can
you
give
me
an
update
on
the
South
facility?
You
have
sixteen
point.
Five
million
set
aside.
Obviously
it's
going
to
be
more
than
that.
C
D
C
D
C
We
do
we
have
a
contract
with
Esso,
but
we
also
leverage
the
city's
fuel
depots
and
in
2020
one
of
the
challenges
with
with
leveraging
the
city's
depots
is.
Most
of
them
are
diesel,
but
in
2020
we
worked
with
the
city
treasurer
and
the
fleet
department
and
had
two
large
ethanol
tanks
installed,
one
in
the
West
End
and
one
in
the
East
End
and
we're
leveraging
we
typically
buy
in
the
past
about
five
to
ten
percent
of
our
fuel
is
bought
at
is,
is
used
through
city
city
depots.
C
With
about
ninety
percent,
with
s
oh
and
we're
looking
at
at
the
optimal
range
there,
one
of
the
issues
that
we
have
is
just
the
location,
and
so
if
we
have
to
drive
further
to
get
to
a
city
depot,
it
doesn't
make
any
make
any
sense.
So
having
both
options
is
is
currently
what
we're
looking
at
leveraging
going
forward
and.
D
C
D
We
should
look
into
that
because
the
gas
is
such
a
commodity
up
and
down
it
could
be
a
way
of
saving.
You
know
you
use
a
lot
of
gasoline.
Obviously
I
noticed
it's
rare
to
see
a
police
car
anymore.
I,
see
police,
SUVs
I'm,
assuming
an
SUV
costs
more
than
a
that
a
car.
Is
it
an
issue
because
you
now
have
to
carry
so
much
equipment
that
the
cars
are
not
sufficient?
C
So
the
fuel
economy
difference
isn't
material.
There
is
a
slight
higher
cost
for
the
SUVs,
a
few
thousand
dollars
per
vehicle.
However,
Ford
no
longer
makes
a
police
rated
sedan.
So
really
the
only
option
for
us
from
a
stand
perspective
is
the
Dodge
Charger
and
we
have
a
patrol
advisory
group
that
works
with
our
fleet
team
and
and
the
charger
is
a
small
vehicle,
and
so
the
recommendations
from
our
frontline
air
patrol
group
with
our
fleet
team,
was
to
go
forward
with
the
Explorers
I've.
B
Had
the
pleasure
of
getting
into
one
of
those
cars
with
my
new
gear,
I'm
5
foot,
11
I
used
to
be
six
foot
I,
don't
know
what
happened
to
the
other
inch
and
I
could
barely
squeeze
into
that
thing
and
I
was
not
carrying
the
full
range
of
options
and
most
of
our
office
are
and
there's
a
few
officers
that
you've
hired
in
the
last
little
while
chair.
That
are
a
little
bigger
than
me.
B
So
there
is
a
significant
wellness
comfort
factor:
the
ability
for
them
to
put
their
seat
belts
on
to
keep
themselves
safe,
get
out
in
time
to
execute
an
operational
activity
and
I'm
sure
the
people
sitting
around
me
could
give
you
a
lot
more
examples.
But
this
is
a
significant
issue
around
the
office
that
most
of
our
frontline
people
occupy.
That's.
D
A
fair
point,
final
question:
is
we
reached
an
upload
agreement
on
court
security
and
and
the
total
cost
was
finalized
in
2018?
What
are
the
savings
and
are
we
actually
saving
any
money
as
a
result
of
the
upload
that
we
don't
need?
As
many
constables,
we
have
special
constables,
for
instance,
is
there
a
way
of
continuing
to
reduce
that
or
does
it
not
matter
because
the
the
court
or
the
province
pays
the
bill?
You
send
them
or
is
there
a
cap.
E
C
D
That's
great
I,
always
though
it's
a
very
good
road
map
and
thank
you
very
much
for
chief
I
know:
we've
got
you
diving
in
the
deep
end
and
in
less
than
a
week,
but
I
think
this
is
a
very
progressive
document
and,
as
the
chair
said,
I
think
your
emphasis
on
wellness
will
go
over
very
well
with
the
officers
and
the
greater
community.
So
congratulations.
Thank
you
very
much.
Chief
and
I
know.
Steve
did
a
lot
of
the
heavy
lifting
until
you
got
here
and
to
your
staff.
D
F
F
Then
I
must
congratulate
you
for
this,
bringing
these
efficiencies
to
the
budget.
Thank
you,
Nexus
to
the
chief
chief.
We
will
be
hiring
30
officers
per
year.
So
are
we
dedicating
some
of
the
officers
to
the
community
policing,
or
that
is
one
area
which
is
lacking?
It
is
important
to
bridge
the
gaps
between
the
community
and
the
police.
Yeah.
B
Absolutely
first
of
all
in
this
year's
deployment,
we're
looking
at
adding
two
additional
neighborhood
response
teams
and
so
directly
at
the
pointy
end
of
the
spear
for
our
community
policing
strategy.
In
addition,
we're
going
to
be
through
provincial
grants
bringing
in
guns
and
gangs
officers
so
we'll
both
have
the
proactive
piece
where
the
majority
of
that
investment
will
go
as
well
as
the
the
reactive
piece.
B
There
are
other
outreach
positions
which
we're
staffing
as
well,
which
will
bridge
us
into
the
community,
and
so
the
majority
of
that
deployment
will
go
to
as
you
would
describe
community
policing
to
build
trust,
suppressed
crime
and
integrate
with
the
other
city
departments
around
community
safety
and
well-being
getting
at
those
undercurrents
that
cause
crime
in
the
first
place.
Thanks.
B
Make
one
more
comment:
it
may
be
self-evident,
but
phase
one
of
the
efficiencies
produced
that
number,
but
we're
not
resting
our
worlds.
We
Jeff
is
already
looking
at
what
we
can
do
in
the
future
and
there's
some
ideas
that
we're
going
to
be
putting
forward.
Obviously
through
the
process
chair
but
every
year,
we'll
look
for
a
substantive
number
proven
through
an
evidence-based
approach
to
efficiencies.
Thank.
E
First
of
all,
thank
you
wonderful
reports.
My
question
pertains
to
PDC
the
our
training
facility.
We
have
very
limited
access
and
they're,
not
Ana
greatest
of
shape,
so
I'm
wondering
if
we're
looking
at
investing
any
money
into
better
training
facilities
so
that
we
have
further
access
right
now,
we've
got
limited
time
access
and
it's
creating
a
bit
of
a
backlog.
For
my
understanding
and
I'm
wondering
if
we
have
any
looking
at
any
investment
in
in
that.
C
E
C
We'll
look
at
all
options.
Well,
it
will.
It
will
it'll,
be
a
full
review
in
terms
of
what
our
future
needs.
Our
future
requirements
are
looking
at
the
current
state
and
we'll
be
evaluating
all
options.
The
South,
the
South
Campus,
was
one
of
the
ideas
potential
ideas
for
work
ago.
I
don't
want
a
presuppose
and
by
us
the
the
review,
but
that
is
that
is
an
option.
Thank.
E
C
E
C
C
A
Thank
you,
member
blowstein,
any
other
questions,
no
further
questions.
Okay.
The
report
recommendations
are
that
the
Ottawa
Police
Services
Board
receive
and
table
the
Ottawa
Police
Service
2020
draft
operating
and
capital
budgets
to
that.
The
finance
and
Audit
Committee
discussed
the
2020
budget
proposal
at
its
meeting
of
November,
the
14th
2019
3
that
the
Ottawa
Police
Services
Board,
consider
and
approved
the
20/20
draft
operating
and
capital
budgets
at
the
board
meeting
on
November
25th
2019.
A
For
that
the
Ottawa
Police
Services
Board
returns,
4.0
million
dollars
to
the
general
capital
reserve
fund
from
capital
order,
9:08
707
Queens
you
to
five
that
the
Ottawa
Police
Services
Board,
approved
the
delegation
of
authority
to
the
Chief
of
Police
to
execute
and
administer
the
2020
fleet
replacement
program
up
to
a
maximum
of
4.6
million
dollars.
This
is
carried.