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A
before
proceeding
to
be
at
Denver.
I
want
to
recognize
that
Ottawa
is
located
on
the
unseated
unsurrendered
territory
of
the
Algonquin
and
his
body,
people
who
have
made
this
land
their
home
for
Millennia,
their
culture
and
presence
of
nurtured
and
continue
to
nurture
this
land,
the
Ottawa
Community
Services,
Board
honors,
the
people
from
Land
of
the
Algonquin
and
next
to
all
these
people.
Otherwise,
homes
are
approximately
14,
000,
First,
Nations,
Inuits
and
navy
people.
A
We
are
currently
broadcasting
on
zoom
and
live
streaming
on
YouTube,
and
so
keeping
that
in
mind
and
given
that
this
meeting
is
being
held
electronically,
just
to
remind
everyone
that
there
is
a
possibility
of
technical
difficulties,
should
we
receive
any
disruptions?
That's
everyone
rename
page
them
as
we
work
to
fix
the
issue
and
resume
the
meeting
as
soon
as
possible,
and
I
will
now
proceed
with
confirmation
of
the
agenda
and
for
the
most
in
the
record,
is
that
the
Ottawa
Police
Services
Board,
confirmed
the
agenda
of
the
25th
of
August
2013
region.
A
A
See
none
only
want
to
be
items
of
business.
We
only
have
one
item
of
business
to
today's
special
meeting,
and
that
is
the
strategic
planning
consultation,
summary
report
and
before
getting
to
the
substantive
discussion
on
this
item,
I
want
to
take
a
moment,
on
behalf
of
the
board,
to
thank
all
the
staff
for
their
work
in
pulling
together
this
report
and
for
all
of
the
supporting
documents.
A
An
incredible
amount
of
work
has
gone
into
these
consultations
and
data
collection
processes
and
they're
really
grateful
for
your
efforts
and
I
want
you
all
to
know
that
your
contributions
are
critical
to
the
board,
having
the
information
and
understanding
of
means
to
complete
its
work.
So
thank
you
very
much
for
the
work
that
you've
done
with
respect
to
the
report
itself.
I
just
want
to
make
a
few
comments
about
the
board
strategic
planning
process,
as
well
as
efforts
that
I've
undertaken
in
support
of
this
process
and
afterwards
I'll
turn
things
over
to
the
service.
A
A
Follow
this
following
this
special
meeting,
the
board
will
be
participating
in
a
series
of
small
focus
groups.
Discussions
live
by
a
facilitators,
begin
drafting,
that's
the
future
plan.
In
keeping
with
the
requirements
of
the
police
services
act,
the
board
will
be
developing
a
strategic
plans
and
consultation
with
these
Subs.
A
A
key
aspect
of
the
plan
will
be
the
development
of
performance
metrics,
and
these
will
assist
us
in
evaluating
whether
or
not
we
are
meeting
the
objectives
that
are
set.
We
also
plan
to
continue
the
dialogue
with
stakeholders
as
another
means
of
ensuring
that
we
are
meeting
the
investors
of
the
plan
and
the
changing
needs
of
the
community.
A
Moving
on
from
the
overall
process,
I
want
to
share
with
the
boards
and
the
public.
Some
of
the
observations
I
have
made
of
care
over
the
last
few
months
as
I
have
been
preparing
for
this
process
on
behalf
of
the
board,
with
support
from
the
server
I
have
been
able
to
connect
with
the
broad
ring
of
communities,
stage,
holders
and
leaders
meeting
with
them,
both
in
person
and
virtually
it
was
my
goal
to
gather
as
much
information
as
possible
to
supplement
the
other
data
collections.
A
Processors
that
were
underway
I've
also
wanted
to
have
conversations
and
meet
face-to-face
with
stakeholders
to
improve
my
understanding
of
the
community
expectations
with
respect
to
the
police,
and
it
is
my
intention
very
much
that
this
will
not
be
a
one-time,
close
deck
for
this
strategic
plan.
But
the
UI
will
continue
to
dialogue
with
the
community
on
behalf
of
the
board,
sometimes
with
other
board
members
joining
as
they
are
over.
A
The
full
summary
of
my
community
outreach
efforts
are
in
the
agenda
package,
but
I
wanted
to
provide
a
brief
overview
of
the
overall
things
that
emerge
through
the
discussions
that
I
have
found,
and
in
so
doing,
I
really
want
to
thank
all
of
the
people.
Who've
taken
the
time
to
meet
with
me
the
members
of
the
community
individuals
in
preparation
of
the
report
and
development
Gatherings
information.
A
The
themes
have
are
the
following:
first
of
all,
an
increased
need
for
partnership,
engagement
and
dialogue
between
the
Tower
of
Police
Service
and
the
community
with
appropriate
follow-up
on
two
jobs.
The
community
stakeholders
I
spoke
with
want
to
see
the
police
partnering
and
dialoguing
with
the
community
more
to
help
the
police
better
understand
that
the
needs
of
those
they
serve.
A
A
A
Thirdly,
increased
transparency.
This
theme
was
both
about
making
police
data
available
to
the
public,
as
well
as
sharing
more
information
about
these
Indian
workings
of
the
service,
including
incident
for
a
break
of
trust
with
the
community
will
served
fourth
and
increased
accountability
within
the
Ottawa
Police
Service
stakeholders
suggested
the
service
requires
internal
accountability,
measures
that
promotes
continuous
learning,
as
well
as
service
excellence
and
fast
building
activities.
A
A
It
can't
have
been
easy
for
the
sergeants
to
put
me
on
these
ride-alongs
to
have
an
extra
person
bumping
along
in
the
car
with
them,
and
so
I
am
really
grateful
to
even
for
the
time
to
take
this
and
the
effort
to
do
more-
and
it's
also
very.
It
was
also
very
interesting
to
see
the
differences
between
the
various
divisions
of
toxicity.
A
B
C
B
B
This
was
a
real
team
effort,
including
the
hard
work
completed
by
The
Chair
by
chair
Beck,
as
we
just
saw,
and
the
board's
executive
director
Christopher,
as
well
as
my
executive
team,
strategic
Partnerships
and
engagement,
our
strategic
planning
branch
and
our
neighborhood
policing
directorate
I
want
to
thank
everyone
who
took
the
time
to
meet
with
us,
fill
out
our
surveys
or
provide
direct
feedback
to
myself
or
my
team.
We
have
heard
from
City
councilors
and
many
diverse
groups
across
the
city
as
well
as
our
members.
B
Well,
this
is
an
initial
first
step
in
the
process
of
determining
strategic
priorities
in
collaboration
with
the
board
I'm
proud
of
what
we
have
accomplished
in
such
a
short
time.
It
provides
us
with
a
very
solid
and
informed
Foundation
to
move
forward
and
to
be
clear,
the
consultation
is
not
over
and
more
input
and
feedback
will
continue
to
be
sought
from
the
community
and
the
counselors
next
slide.
Peggy.
B
B
All
the
feedback
we
have
received
from
our
many
different
consultation
processes
will
help
us
with
informed
decision
making
in
terms
of
strategic
and
operational
priorities
for
the
service.
It's
important
that
we
are
continually
engaging
and
adapting
our
thinking
to
meet
the
needs
of
the
city's
diverse
communities.
D
Thanks
Chief,
so
in
May,
the
board
directed
us
to
begin
a
consultation
process
to
help
inform
your
strategic
Direction.
Over
the
last
few
months,
we've
been
working
to
ensure
our
approach
was
inclusive,
representative
of
the
city's
geography
and
population
and
specifically
sought
out
indigenous
racialized
and
other
Community
Voices.
D
It's
involved
the
community
Equity
Council,
the
youth
advisory
committee
and
many
of
our
own
members
internally,
data
collection
included
third-party
reports
from
external
agencies,
and
we
also
received
a
lot
of
important
feedback
from
our
neighborhood
resource
teams,
who
were
out
on
the
street
talking
to
people
every
single
day.
All
of
this
helped
to
identify
key
information.
Statistics
benchmarks
that
I'm
going
to
let
the
chief
discuss
a
little
bit
more
at
a
high
level.
B
Thank
you,
John.
The
following
is
a
summary
of
the
observations
from
our
command
team.
Following
the
consultation
process,
I
won't
go
through
each
item,
as
it
is
quite
a
long
list
with
various
themes,
but
I
want
to
start
with
the
first
bullet.
The
command
team
and
I
have
been
very
impressed
with
the
dedication
and
professionalism
of
our
members.
They
care
deeply
about
what
they
do
and
they
are
genuinely
invested
in
serving
and
protecting
this
city,
but
a
lot
of
them
are
frustrated
with
Staffing
shortages
and
are
experiencing
burnout.
B
B
And
modernizing
our
service
should
be
our
top
priorities.
We
need
to
continue
to
ensure
that
the
cultural
change
needed
in
the
service
continues
to
be
at
the
Forefront.
The
command
team
and
I
have
heard
our
members
in
the
survey
and
in
person
it's
clear
that
we
have
to
continue
to
support
our
members.
B
Most
people
most
people,
that
the
command
team
spoke
to
or
provided
feedback
in.
Our
surveys
indicated
that
they
wanted
to
see
more
of
our
officers
out
in
their
communities
similar
to
what
the
chair
just
reported.
We
heard
that
relationships
matter
and
that
we
need
to
increase
the
scope
of
our
engagement
within
ottawa's
neighborhoods.
We
saw
a
20
increase
in
trust
in
our
service
compared
to
the
last
survey
we
conducted
and
overall
we
are
seen
as
being
effective
at
enforcing
the
law
and
ensuring
Safety
and
Security
at
public
events.
B
At
the
same
time,
we
are
seeing
a
23
percent
increase
in
the
number
of
calls
for
service
compared
to
2022,
and
many
of
these
files
are
becoming
increasingly
more
complex.
With
the
introduction
of
new
technologies,
we
are
seeing
new
and
emerging
emerging
Public,
Safety
trends.
The
feeling
of
safety
has
been
compromised
in
some
neighborhoods,
for
example,
the
byword
market
needs
help
from
police,
City,
Hall
and
the
community
to
assist
in
managing
the
issues
that
are
causing
significant
safety
concerns
in
the
area.
B
We
also
need
to
continue
to
expand
and
solidify
our
major
event
protest
model
as
the
Police
Service
of
jurisdiction
in
the
nation's
capital.
We
deal
with
hundreds
of
these
demonstrations
every
year.
The
changing
tactics,
attitudes
and
volatility
of
some
of
the
protests
have
been
very
obvious
in
recent
years
and
the
demand
for
us
to
engage
with
organizers
and
conduct
robust
Intel
work
online,
as
well
as
develop
operational
plans
that
can
easily
expand
or
contract
as
needed
requires
directed
Investments.
B
The
overwhelming
majority
of
our
key
stat
indicators
are
going
in
the
wrong
direction
and
we
are
seeing
an
increase
in
social
disorder
and
crime,
like
I
mentioned
in
the
byword
market,
coupled
with
the
increased
complexity
in
the
type
of
calls
we
are
receiving,
it
presents
challenges
in
terms
of
response
times
and
resolving
incidents
impacting
diverse
communities
as
well
as
responding
to
new
and
emerging
issues
like
cybercrime
is
our
observation
that
we
need
to
ensure
that
we
have
the
right
delivery
model
and
resources
in
place
to
properly
serve
all
our
communities
next
slide.
Please.
B
Earlier
we
spoke
about
some
of
the
trends
we
saw
from
the
collected
data,
which
included
the
results
from
our
various
consultations
as
well
as
reports
report
reports
back
from
the
third
party
agencies,
we
contracted
to
conduct
the
independent
assessment
of
public
sentiment.
What
emerged
were
four
key
trends
from
carp
to
Vanier
to
Orleans
to
Riverside
South.
B
We
hear
a
consistent
theme
residents
want
to
see
more
of
our
officers
in
their
communities
to
address
their
specific
priorities.
We
need
to
develop
public
safety
measures
that
fit
the
needs
of
each
community.
This
includes
adopting
a
police
response
for
rural,
suburban
and
urban
areas
of
the
city.
We
have.
F
B
Also
have
to
ensure
that
those
assigned
to
those
roles
are
able
to
focus
on
their
work
and
not
be
redeployed
into
other
areas
for
things
like
major
events
and
public
demonstrations
on
a
regular
basis,
we
need
to
keep
working
on
building
trust.
There
is
a
need
to
build
better
relationships
with
marginalized,
vulnerable
and
negatively
impacted
communities.
B
But
we
also
need
to
ensure
that
there
is
time
for
our
officers
to
conduct
proactive
policing
measures
which
will
be
the
biggest
driver
in
reversing
some
of
our
statistics
that
are
going
in
the
wrong
direction,
but
the
support
of
the
board.
We
will
work
towards
developing
policies
and
processes
that
respond
to
these
issues.
We'll
now
discuss
some
of
our
suggested
initiatives
that
support
our
current
environment
and
link
to
the
Strategic
priorities
that
were
established
a
number
of
years
ago
that,
despite
the
number
of
years
that
have
passed,
appeared
to
be
a
very
relevant
today.
G
Chief
as
the
chief
mentioned
earlier,
one
of
the
key
themes
we
saw
during
a
consultation
process
was
a
need
for
greater
engagement
and
visibility
of
our
officers
and
communities
Citywide,
particularly
at
neighborhood
levels
where
residents
live
work
and
play
and
chair.
You
alluded
to
that
in
your
opening
remarks
and
we
understand
fully
that
the
public
safety
needs
of
a
neighborhood
in
Vanier
differs
greatly
from
a
neighborhood
in
Canada,
which,
in
turn,
will
vary
greatly
for
needs
of
our
rural
communities.
G
G
We'll
use
that
what
we've
learned
from
the
nrts
as
a
basis
for
our
new
District
police
model
to
help
us
better
serve
our
community
and
work
with
our
city
councilors
to
resolve
identify
issues
in
their
Wards
and
in
their
neighborhoods
when
it
comes
to
enhancing
Community
engagement.
Part
of
how
we
will
do
this
is
to
restructure
our
community
engagement
approach
to
align
with
the
Strategic
Direction
determined
by
the
board
and
focusing
really
on
the
neighborhood
level.
G
We
will
build
on
the
Strategic
engagement
and
consultation
approaches
that
work
well
at
the
city-wide
level
for
partners,
stakeholders
and
coalitions.
We
need
to
expand
this
approach
and
develop
tools
that
will
help
us
to
work
better
at
the
neighborhood
level
to
improve
resident
engagement
with
our
officers.
G
We
know
about
many
demonstrations
that
take
place
in
our
city,
but
Ottawa
has
become
a
bit
of
a
focal
point
for
weather
events.
So
being
operationally
ready
is
key.
We
will
leverage
our
integrated
event
command,
table
or
iect,
which
you've
heard
about
that
works
in
collaboration
with
many
of
the
policing
and
City
Partners
we
have
in
the
city.
G
This
helps
us
to
respond
to
all
hazards
more
effectively,
including
the
major
weather
events
impacted
by
climate
change.
This
is
also
how
we
approach
things
like
major
public
demonstrations
in
and
around
Parliament
Hill,
we'll
be
working
with
the
federal
government
to
secure
funding
to
support
the
resourcing
initiative
in
that
space.
G
Diversion
programs
has
successfully
helped
roughly
170
people
to
date
and
the
work
we're
doing
with
the
mental
health
guiding
Council
are
just
two
examples
of
ways
we're
changing
to
to
meet
the
needs
of
the
community
residents
have
told
us
loud
and
clear
that
the
priorities
for
our
service
should
include
investment
in
traffic
safety,
violence
against
women,
gun
violence,
hate
crimes
and
developing
a
new
youth
strategy.
These
are
issues
that
impact
the
community's
city-wide
and
we
are
committed
to
developing
programs
that
can
help
our
officers
to
respond
to
these
types
of
calls
for
service.
G
We
can
do
we
can't
do
all
of
this.
We
really
do
need
to
stabilize
our
staff,
which
deputy
chief
Bell
will
speak
to
in
his
portion,
we're
hearing
from
Ottawa
communities
that
they
want
to
see
more
of
us
in
their
neighborhoods,
and
they
want
to
engage
more
with
our
officers,
but
without
the
resources
to
do
that.
We're
Limited
in
how
to
achieve
that
goal.
So
I'll
turn
this
over
now
to
deputy
chief
Ferguson
for
further.
H
So
modernizing
the
work
environment
is
as
much
about
our
technology
as
it
is
about
practices
and
our
approach
to
investigations
and
to
the
people
who
we
serve.
Part
of
our
focus,
of
course,
is
how
we
can
better
equip
our
members
with
the
tools
that
they
need
to
do
their
jobs
and
some
of
our
existing
Technologies
we're
aware
have
not
kept
pace
with
the
changing
landscape
of
policing
and
crime.
To
that
end,
we
are
excited
to
be
introducing
a
new
digital
evidence,
information
management
system
or
dims
to
our
workplace.
H
It
will
also
expand
our
capabilities
to
accept
things
like
video
clips
from
residents
who
support
to
support
their
filed
reports,
and
it
will
allow
officers
to
use
integrated
apps
on
their
phones
while
out
on
the
road,
in
addition
to
allowing
us
to
explore
the
possibility
of
using
body,
worn
cameras,
which
is
part
of
a
consultation
report
that
will
be
submitted
to
the
board.
We're
keenly
aware
of
our
current
Gap
in
service
regarding
cyber
crime
files,
and
we
want
to
ensure
we
continue
to
meet
mandated
adequacy
standards
for
court
disclosure
purposes.
H
The
ongoing
gender
abuse
violence
case
reviews
with
service
providers
in
the
city
under
what
is
known
as
the
Philadelphia
model,
has
strengthened
our
Partnerships
with
Frontline
agencies
in
the
city
who
work
tires
with
tirelessly
to
support
victims
and
survivors
of
these
incidents.
This
practice
is
also
yielded
improvements
to
our
investigations
and
Frontline
response,
and,
while
we're
proud
of
these
relationships
and
remain
steadfastly
committed
to
continuous
Improvement
and
open
dialogue,
in
addition
to
the
results
of
these
quarterless
quarterly
reviews,
now
they
now
inform
the
training
that
we
provide
our
newest
recruits
more
broadly.
H
The
service
is
currently
looking
at
how
we
can
further
engage
a
similar
model
to
include
case
reviews
of
use
of
force
and
hate,
Crime
Files,
so
listening
feedback
and
collaboration
from
Community
experts
helps
us
to
improve
and
learn
over
the
past
year.
We
have
worked
hard
to
develop
a
risk
assessment
tool
in
intimate
partner
violence
unit
to
improve
our
ability
to
safeguard
and
provide
the
right
level
of
service
to
survivors.
We
plan
on
expanding
the
use
of
that
tool
to
other
sections,
such
as
hate
crime
and
sexual
assault
and
child
abuse.
H
Additionally,
we
want
to
offer
an
electronic
option
for
victims
and
survivors
to
provide
us
with
feedback
on
their
experience
with
Ops,
in
order
to
learn
how
we
can
better
support
them
and
be
as
responsive
to
their
needs.
As
we
can
be
everything
we
do
as
a
Police.
Service
relies
on
trust
and
Confidence
from
the
public
and
from
our
members.
We
need
to
make
important
investments
in
our
members,
and
this
includes
creating
Progressive
workplace
policies
and
procedures
that
support
these
changes.
B
Thank
you,
deputy
chief
Ferguson.
None
of
what
we
do
is
possible
as
a
Police
Service.
Without
our
membership,
we
absolutely
need
to
make
key
Investments
that
support
our
members
and
the
work
they
do
to
Serve
and
Protect
this
city
and
to
ensure
that
they
have
the
time
to
proactively
address
the
priorities
of
our
communities.
Deputy
chief
Bell
will
speak
more
about
our
staffing
targets
that
will
be
included
in
the
draft
2024
budget,
but
this
is
an
important
foundational
piece
that
will
support
other
initiatives
and
programs
that
will
be
the
pillars
of
the
new
strategic
plan.
B
We
need
to
ensure
that
our
human
resource
policies,
support
promotions,
transfers,
acting
assignments,
development
and
career
planning.
We
need
to
identify
the
right
people
for
the
right
role
and
get
them
the
training
they
need
to
succeed,
and
we
need
to
develop
a
robust
succession
management
plan
to
support
ongoing
issues
like
attrition.
B
We
also
need
to
work
on
how
we
are
supporting
each
other
internally
and
ensuring
that
we
are
creating
an
inclusive
environment
that
values
the
contributions
of
all
members.
We
are
actively
hiring
people
from
diverse
cultures
to
ensure
that
we
are
better
reflecting
the
communities
we
serve.
Equity
diversity
and
inclusion.
Director
Paula
Jani
will
speak
about
our
new
drive
to
strategy
later
in
the
presentation
on
how
we
will
incorporate
that,
both
internally
and
externally,
for
our
service
going
into
the
next
few
years.
B
It
also
means
continued
investments
in
our
safe
workplace
program
to
provide
an
external
review
of
any
issues
of
harassment
or
violence
in
the
workplace,
as
well
as
the
advancement
of
wellness
and
result.
Resiliency
approaches
within
our
Wellness
directors
and
now
I
would
like
to
hand
it
over
to
deputy
chief
Bell
to
outline
our
staffing
strategy
and
projections.
B
I
Thank
you
Chiefs
and
good
afternoon.
Everyone,
one
of
the
common
themes
that
you've
heard
throughout
our
presentation
today,
is
the
need
for
the
Ops
to
stabilize
their
Staffing.
So
we
can
support
our
members
and
better
serve
the
community
as
you've
also
heard
based
on
feedback.
We've
received
that
everyone
wants
to
see
more
of
us
in
the
rewards
in
their
neighborhoods,
but
we're
facing
significant
staffing
issues
that
are
resulting
in
shortages
and
service
gaps.
I
Calls
are
increasing,
our
population
is
growing,
crime
is
more
complex.
Protests
have
become
more
disruptive
and
we're
not
able
to
keep
up
with
the
current
demands.
Our
growth
is
not
kept
up
with
ottawa's
expanding
population,
with
our
staffing
levels
being
amongst
the
lowest
of
comparable
Police
Services.
I
So
we
need
an
approach
to
Staffing
that
supports
our
duties
to
address
this
issue,
we've
developed
the
civilian
and
sworn
stopping
strategy
that
will
provide
an
approach
to
deliver
Staffing
stability.
The
proposed
strategy
is
a
three-year
strategy
from
2024
to
2026
and
is
composed
of
four
pillars,
as
you
see
before
you,
so
the
first
pillar
on
your
very
left
is
attrition
So
based
on
hiring
hiring
date
and
recent
Trends
retirements
are
anticipated
to
increase
in
the
coming
years.
I
At
the
same
time,
we've
seen
resignations
increase
and
anticipate
that
this
will
continue
into
the
future,
as
this
is
a
new
reality
in
all
workforces,
fulfillment
of
this
pillar
will
see
the
service
continue
to
hire
to
fill
vacancies.
This
is
not
net
new
spending
and
is
in
line
with
what
we've
already
been
doing.
We
anticipate
in
the
coming
three
years
that
we'll
need
to
hire
225
new
members
or
75
members
a
year
to
fill
their
attrition
pillar.
I
I
I
With
this
in
mind,
the
services
proposing
to
hire
in
order
to
backfill
wsib,
LTD
and
parental
lead,
related
vacancies
and
shortages
that
created
based
on
the
historical
data
that
exists.
It's
projected
that
hiring
120
new
members
to
fill
existing
positions
or
40
per
year
over
the
three
years
will
largely
address
this
Gap
moving
forward.
The
third
pillar
I'm
going
to
speak
about
is
the
green
pillar,
the
growth
pillar
and
in
the
center
again
crying
Dynamics
and
complexity
continue
to
change,
as
do
the
needs
of
the
community.
I
On
your
very
right,
we
continue
to
work
with
our
policing
Partners
to
determine
how
to
best
police,
the
nation's
capital
and
how
to
best
fund
the
level
of
policing
that
is
required
in
today's
environment.
With
the
events
during
the
past
few
years
have
taught
us
is
that
adjustments
of
our
traditional
event
and
demo
response
practices
must
evolve
and
we've
done
so,
but
our
new
events
and
demo
response
model
requires
additional
resources.
Implementation
of
an
enhanced
event
and
demo
response
model
will
require
an
addition
of
45
ftes
over
three
years.
I
We
will
continue
to
work
with
our
federal
Partners
around
an
appropriate
funding
model
to
support
this
work.
We
can
go
to
the
next
slide,
pane
to
ensure
that
costs
and
hiring
associated
with
the
plan
are
manageable.
The
services
proposing
to
hire
the
services
proposing
to
hire
over
a
three-year
period
for
each
year
between
2024
and
2026
145
sworn
members
will
be
hired,
including
both
new
recruits
and
experienced
officers
as
well
as
40
civilian
positions
per
year.
I
This
staggered
approach
ensures
that
we
will
take
the
necessary
time
and
make
the
needed
efforts
to
hire
and
non-board
members
in
a
way
that
is
responsible
and
achievable.
Some
of
the
costs
associated
with
the
Staffing
plan
are
already
included
as
part
of
our
standard
budget.
Examples
Staffing
for
attrition
and
other
costs
may
be
funded
through
non-municipal
sources
such
as
Federal
funding
for
event
and
demo
response.
I
That
said,
there
are
implications
of
proceeding
with
this
plan
for
taxpayers
in
the
city
of
Ottawa,
as
laid
out
here,
particularly
when
it
comes
to
funding
new
positions
and
stabilization
positions
vacated
for
wsib,
LTD
or
parental
leave.
Reasons
based
on
current
forecasting.
Implementation
of
this
strategy
will
see
no
incremental
costs
in
2024,
with
tax
implications
gradually
increasing
year
over
year,
through
2027
from
0.2
percent
in
2025
to
0.8
percent
in
2027..
I
E
F
You,
deputy
chief
now
Drive
2,
stands
for
diversity,
respect,
inclusion,
values,
equity
and
engagement.
You
have
seen
these
principles
woven
into
today's
presentation,
approved
by
the
board
on
April
24th.
The
drive
2
strategy
is
a
road
map
to
continue
our
journey
of
transformative
change
that
we
seek
for
each
other
and
the
diverse
communities
we
serve.
It
was
developed
with
the
community
Equity
Council
and
responds
with
significant
input
from
police
and
Community.
F
F
F
In
the
focus
area
of
leadership
and
accountability,
we
will
Implement
a
governance
and
accountability
framework
to
ensure
strong
implementation
and
monitoring
of
the
strategy
and
in
the
connecting
and
learning
Focus
area.
We
are
ensuring
continuous
learning
and
Improvement
by
measuring
our
actions
against
performance
indicators
and
benchmarks,
and
continue
to
rule
out
important
training
and
other
learning
opportunities
for
our
ongoing
Intercultural
development
and
skill
building.
F
These
four
areas
are
of
collected
of
collective
action
will
help
us
continue
and
build
on
the
momentum
of
the
first
of
the
services
first
plan.
Essentially,
we
will
keep
our
foot
on
the
gas
pedal,
taking
meaningful
action
to
affect
positive
change.
The
community
and
our
members
both
want
and
deserve
the
drive
to
strategy
aims
to
accomplish
this
through
tangible
actions
to
ultimately
enhance
public
trust
and
confidence
by
working
together.
B
Thank
you,
Paula.
The
work
you
and
your
team
are
doing
is
so
important
to
our
service
delivery
model
and
engagement
with
Ottawa
and
our
members.
So
thank
you
very
much
so
last
slide
a
conclusion.
The
consultation
process
we
have
conducted
over
the
past
few
months
has
been
enlightening.
We
have
made
it
a
point
to
listen
and
learn
from
the
community
City
councilors
and
our
members
and
I
want
to
thank
everyone
who
has
worked
so
hard
to
get
us
to
this
point.
B
We
want
to
be
a
trusted
organization
within
the
city
of
Ottawa
that
treats
everyone
with
fairness
and
respect.
We
will
continue
to
build
on
trust,
to
enhance
our
Partnerships
and
relationships
with
the
many
diverse
and
faith-based
communities
in
the
city
and
within
our
membership.
We
always
want
to
improve.
We
want
to
change.
We
want
to
adopt
with
that.
B
I
am
very
much
looking
forward
to
the
development
of
a
new
strategic
plan
for
the
Ottawa
Police
Service,
but
I
also
want
to
make
sure
that
we
have
the
ability
to
succeed
in
delivering
on
all
of
our
commitments
that
are
attached
to
the
plan.
With
that
in
mind,
I
am
convinced.
The
need
for
change
in
three
important
areas
to
set
the
foundation
for
Success
was
in
the
Strategic
plan.
B
B
Second,
to
ensure
that
the
new
District
model
succeeds,
we
have
to
address
the
Staffing
shortages,
which
was
outlined
by
Deputy
Bell
in
our
three-year
hiring
strategy.
Lastly,
that
we
have
a
sustainable
program
to
address
the
daily
protest,
demonstrations
and
major
events
that
continually
draw
our
resources
away
from
their
important
work
in
the
community.
If
we
don't,
our
members
will
continue
to
be
pulled
away
from
Key
initiatives.
B
If
we
address
these
three
key
areas
internally,
we
will
be
much
healthier
and
a
healthy
Ottawa,
Police
Service
will
deliver
even
more
for
this
community
and
externally
it
will
set
the
foundation
for
our
team
to
address
priorities
in
our
rural,
suburban
and
urban
areas.
It
will
create
proactive
time
to
engage
with
our
communities,
to
Target
prolific
offenders
and
to
have
more
presence
in
the
areas
that
need
police.
B
D
So
if
you
just
move
into
the
background,
that'd
be
great,
so
this
PowerPoint
provides
the
board
the
highlights
from
the
consultation
that
was
conducted
over
the
last
few
months.
As
we've
spoken
a
few
times,
the
approach
was
designed
to
meet
legislative
requirements,
deepen
our
understanding
of
community
of
the
community's
policing
needs
and
inform
the
development
of
strategic
priorities.
We
appreciate
the
considerable
investment.
K
D
Time
from
everyone
involved
in
the
Pro
in
this
process
and
I
also
want
to
thank
my
team
and
christopherraro
and
Randa
for
all
the
work
that
went
into
this.
This
was
a
very
big
effort.
The
feedback
included
feedback
from
residents
from
neighborhoods,
the
indigenous
community,
community
leaders,
Faith
communities
and
many
others
we're
going
to
go
through
some
of
those
highlights
in
a
second
Peggy.
Could
you
advance
the
slide
to
and
one
more
please.
D
Perfect
so
before
we
get
into
that,
I
want
to
outline
some
of
the
core
principles.
These
are
the
types
of
questions
that
the
board
might
get
in
the
coming
weeks
about
how
we
Design
This
consultation
approach
we
wanted
to.
From
the
start,
we
wanted
to
ensure
that
our
information
gathering
was
inclusive.
We
used
a
wide
range
of
platforms
and
methods,
including
accessibility
in
multiple
languages.
The
chair
in
chief
personally
engaged
with
many
members
of
the
community,
many
members
from
internal
internally
from
our
nrts,
our
diversity
and
race
relations
area.
D
The
community
Equity
Council,
who
are
great
benefit
to
this
this
process.
One
of
the
interesting
things
we
did
this
year
was
We,
also
engaged
environics
analytics
to
gather
insights
about
our
community
and
how
it
is
changing
similar
to
the
past.
We
also
conducted
environmental
scanning
to
look
at
international,
national
and
local
Trends
and
their
influence
on
policing
and
Community
safety.
L
Awesome
thanks
for
that
John.
So
on
the
next
slide
as
part
of
our
approach,
as
you
heard,
John
mention
we
engaged
leading
market
research
firm
and
veronics
analytics.
The
company
has
deep
public
sector
client
base
because
of
their
comprehensive
data
sets.
This
information
was
used
to
help
us
develop
a
broader
understanding
of
our
community
residents,
their
attitudes
and
their
beliefs.
L
We've
really
only
scratched
the
surface
of
the
potential
with
the
environics
data,
but
this
will
be
a
great
source
of
information
to
help
us
tailor
our
service
delivery
model
to
the
unique
needs
of
ottawa's,
diverse
communities.
Environics
helped
us
develop
a
community
profile
and
start
to
unpack
public
trust
at
a
neighborhood
level.
This
slide
speaks
to
some
of
the
defining
characteristics
of
our
city,
as
we've
already
talked
about
today.
L
Ottawa
is
an
affluent
City
with
an
average
income,
of
course,
again
above
the
provincial
average,
by
about
16
percent.
However,
it's
worth
noting
that
nine
percent
of
households
now
fall
under
the
low
income
threshold,
and
this
percentage
is
on
the
rise
since
the
last
census,
broadly
speaking,
in
terms
of
institutional
trust
and
veronic's,
results
tell
us
that
the
community
has
faith
in
the
Police
Service,
the
federal
government
and
the
justice
system.
However,
the
results
also
tell
us
that
there
are
differences
in
the
level
of
trust
between
urban,
suburban
and
Rural
neighborhoods.
L
L
I'll
now
speak
to
some
of
the
insights
that
we
have
seen
in
the
advantage
police
Benchmark
report
for
some
background.
Advanced
is
a
privately
owned.
Canadian
market
research
firm
in
2021.
They
launched
the
annual
Police
Service
Benchmark
survey.
This
is
an
annual
scientific
poll.
It
uses
a
random
sampling
method
that
is
also
weighted
to
population
demographics.
So
it
is
representative.
L
L
L
And
now,
while
the
next
result
is
lower
than
we
would
like
to
see,
there
has
been
an
improvement
and
an
increase
in
the
belief
that
the
Ops
provides
Equitable
service
to
Residents
growing.
From
35
to
39
percent,
when
we
look
at
common
themes
across
all
inputs,
there
is
a
growing
recognition
that
the
level
of
crime
in
our
community
is
rising,
and
you
heard
the
speak.
The
chief
speak
to
that
already
in
the
advanced
results,
54
of
respondents
believe
crime
rates
have
gone
up
in
the
last
year,
and
this
is
up
from
40
percent.
L
In
the
2022
survey.
There
continue
to
be
calls
for
police
reform
and
how
services
are
delivered.
However,
the
call
for
reform
has
declined
from
48
in
2022
to
35
this
year.
In
the
survey,
respondents
were
also
asked
their
top
areas
of
concern
and
and
top
priorities.
Some
of
the
key
themes
that
emerged
were
working
with
neighborhood
residents,
businesses
and
Community
groups
to
improve
Community
safety
and
well-being,
preventing
crime
and
providing
assistance
to
victims.
Other
areas
with
lower
results
included,
Public
Safety
at
events
responding.
L
And
enforcing
the
law,
thank
you.
Can
we
switch
to
the
next
slide?
Please
thank
you
as
we
transition
to
the
next
slide.
This
slide
highlights
results
from
our
community
needs
survey.
Now
in
July,
the
Ops
and
the
board
ruled
out
a
non-randomized
survey.
This
survey
was
offered
in
multiple
languages
that
were
prioritized
based
on
population
demographics,
for
example,
it
included
Arabic,
Farsi,
Chinese
Spanish.
L
The
survey
was
promoted
through
multiple
channels
and
had
a
really
good
reach.
We
want
to
thank
the
over
3000
Ottawa
residents,
who
took
the
time
to
provide
us
with
their
input.
While
the
survey
was
unscientific,
meaning
it
didn't
control
for
who
filled
it
out
or
the
population
demographics.
It
was
inclusive,
combined
with
other
methods.
This
survey
helps
us
frame,
validate
and
identify
key
themes.
Now,
when
we
look
at
the
Top
Line
results,
we
see
that
more
people
trust
the
police
about.
L
Two-Thirds
of
respondents
now
have
at
least
some
trust
in
the
police,
which
is
an
improvement
over
the
2020
results.
One
of
the
questions
we
asked
was:
what
can
we
do
to
continue
rebuilding
trust?
The
community
has
given
us
some
clear
ideas.
They've
indicated
that
they
want
to
see
a
service
delivery
model
tailored
to
the
unique
needs
of
each
neighborhood.
L
This
was
done
specifically
to
connect
with
racialized
groups,
faith-based
groups
and
people
who
are
often
underrepresented
through
traditional
engagement
methods,
for
example,
this
included
the
black
community,
the
Muslim
Community,
the
Sikh
Community
indigenous
Community,
as
well
as
the
2s
lgbtqia
plus
Community.
This
information
comes
from
the
command
team
civilians,
one
members
and
is
the
result
of
work
that
is
ongoing
throughout
the
year.
It
includes
the
work
of
internal
groups
like
The
Neighborhood,
resource
teams,
the
strategic
Partnerships
and
engagement
section,
the
diversity,
relations
and
resource
section,
and
our
youth
sections
to
name
a
few.
L
These
areas
regularly
connect
with
residents
in
a
variety
of
ways
of
different
events
and
meetings
through
this
work.
Several
safety
concerns
were
brought
forward
that
we
have
highlighted
here
on
this
slide
things
like
the
challenge
of
drug
related
activities
and
the
violence
that
comes
with
them.
Rising,
property,
crime
and
vandalism
growing
concerns
around
human
trafficking
and
apartment
takeovers,
mental
health
issues
in
our
community,
especially
among
the
youth,
and
also
including
incidents
of
Youth,
related
violence
and,
of
course,
traffic
related
issues
which,
as
already
mentioned,
is
a
consistent
theme
across
all
Awards.
L
This
list
isn't
exhaustive,
but
it
gives
you
an
idea
of
some
of
the
areas
that
need
Focus
to
address
these
concerns.
A
community
also
shared
their
views
on
policing
priorities.
This
included
things
like
a
pronoun,
visible
police
presence,
focused
on
a
proactive
and
preventative
approach,
a
focus
on
improving
safety
in
and
around
the
byword
market,
amplifying
our
community
policing
efforts
and
giving
back
to
our
community
and
an
emphasis
on
forging
positive
relationships
between
Youth
and
the
Police
Service
I'll.
Now
turn
it
over
to
my
colleague
Therese.
C
So
we
also
reach
out
to
those
who
have
their
fingers
on
the
Palace
of
the
city
or
mayor
and
counselors.
In
July,
we
shared
our
online
an
online
survey
to
gather
their
perceptions
of
community
safety,
service,
quality,
public
trust
and
how
Ops
should
prioritize
budget
Investments
this
this
survey
complements
the
Outreach
done
by
the
chief
and
command
team
who
are
meeting
with
each
counselor
individually.
Looking
at
the
results,
we
heard
that
the
majority
of
the
respondents
have
moderate
to
high
trust
in
our
Police
Service.
C
We
learned
that
9
of
13
counselors
feel
the
quality
of
service
has
improved
over
the
past
three
years,
similar
to
the
community
feedback.
The
majority
also
believe
that
the
level
of
crime
is
on
the
rise,
as
you
can
see
on
the
slide,
the
primary
safety
concerns
are
Road,
Safety
gun,
related
activities,
gender-based
violence,
car
thefts
and
general
social
disorder.
C
C
C
The
survey,
design
and
approach
aimed
to
be
consistent
with
previous
surveys
that
have
been
done
to
support
the
board
since
the
late
90s
while
unscientific.
The
survey
was
helpful
as
a
pulse
check
to
identify
themes
for
further
analysis.
The
survey
component
of
this
work
had
nearly
600
responses
from
sworn
and
civilian
members.
The
feedback
identified
some
risks
for
the
Police
Service
that
are
consistent
with
the
results
in
our
environmental
kind
of
policing
trends.
C
Things
like
a
declining
job,
satisfaction
among
officers
Falling
by
16
since
2018.,
so
many
find
their
roles
rewarding
and
feel
they
have
a
good
support
system.
There
is
a
clear
demand
for
more
professional
growth.
There
is
a
strong
team
spirit
within
specific
units,
but
that
declines
at
an
organizational
level.
C
C
While
the
Staffing
challenge
isn't
unique
to
Ottawa,
there
needs
to
be
a
focus
on
attracting
and
retaining
Talent
members
concerns
include
issues
with
workforce
management,
leadership,
organizational
culture
and
the
need
for
enhanced
equipment
and
support
zooming
into
their
priorities.
We
see
a
call
for
better
workforce
management,
more
robust
Staffing
approaches
and
an
emphasis
on
wellness
and
organizational
culture.
C
Turning
to
slide
9,
we
will
we
will
walk
you
through
some
of
the
results
from
the
Ops
environmental
scan.
This
account
provides
a
holistic
view
of
the
evolving
Dynamics
in
policing,
spanning
political,
economical,
social,
technological
and
Global
Realms,
in
collaboration
with
Lansdowne
Technologies.
We've
identified
some
common
themes
like
opportunity,
trust,
Innovation
collaboration,
compassion
and
safety,
navigating
Society
societal
challenges
such
as
homelessness,
mental
health
and
youth
related
matters
require
a
dual
response:
both
proactive
measures
and
enforcement.
C
The
collaboration
between
social
services
and
law
enforcement
stands
as
a
crucial
Foundation,
highlighting
a
shared
sense
of
community
compassion,
Additionally,
the
evolving
landscape,
Landscapes
of
information
management
and
cyber
security
bring
their
own
complexities.
This
requires
these
areas
require
a
team
focus
on
proactive
strategies
to
safeguard
sensitive
information
and
maintain
digital
security.
C
Public
expectations
are
high.
They
deserve
quality
service
with
the
latest
tools
and
equipment
and
highly
trained
professional
members.
Coupled
with
budgetary
challenges,
Police
Services
need
to
demonstrate
value
for
money
in
all
decisions.
Police
members,
physical
and
mental
well-being
is
Central
to
achieving
this.
In
this
time
of
fast,
changing
technology
policing
faces
many
challenges.
There
is
a
need
to
use
new
tools
to
improve
the
way
we
work
and
also
how
technology
is
being
used
to
commit
crimes.
Suffice
it
to
say
it
is
a
complex
risk
environment
for
policing
services
that
require
strategic
Focus.
C
So
slide
10
provides
some
data
points
on
crime
and
call
Trends.
We
are
monitoring
this
year
when
we
look
at
the
preliminary
numbers.
Most
figures
are
heading
in
the
wrong
direction.
After
a
downturn
during
the
pandemic,
we
are
seeing
crime
and
cost
levels
return
and
even
exceed
prehistoric
levels.
This
is
consistent
with
the
sentiment
we
are
hearing
in
our
Outreach.
For
example,
ottawa's
crime
crime
rate
is
up
by
eight
percent.
C
There
is
a
growing
complexity,
managing
calls
we've
seen
a
30
increase
in
shootings,
the
47
incidents,
traffic
complaints
have
increased
by
six
percent,
collisions
by
35
percent
and
hate
and
bias
crimes
are
also
up
again
by
14
percent.
We
also
want
to
look
at
Key
metrics
of
police
performance.
In
a
broader
context,
these
data
points
were
selected
recognizing
they
are
common
indicators
in
policing
and
requested
by
previous
and
current
board
members
using
data
from
the
statistics,
Canada
Uniform
Crime
reporting
survey
and
police
administrative
survey.
C
Ottawa's
results
were
benchmarked
against
National
and
provincial
averages.
They
were
also
contrasted
against
municipalities
in
Ontario
serving
populations
greater
than
100
000
residents
nationally.
The
crime
rate
has
increased
by
nine
percent
in
the
last
decade
here
in
Ottawa
in
Ontario,
though,
it
has
recent
faster
at
13
and
15
respectively,
following
the
national
Trend,
the
crime
severity
index
in
Ottawa
Rose
12
last
year.
Despite
this
result,
Ottawa
CSI
is
in
the
lower
third
among
Ontario
municipalities
serving
populations
above
100
000..
C
When
we
look
at
the
clearance
rate
or
the
percentage
of
files
that
were
resolved,
Ottawa
ottawa's
result
is
also
in
the
lower
third
of
Ontario
municipalities.
It
is
below
the
provincial
and
national
average.
From
a
staffing
perspective.
The
rate
of
police
strength
across
the
country
has
been
declining
for
the
past
decade.
In
Ottawa,
there
are
133
actual
police
officers
per
100
000
population.
C
This
is
the
fourth
lowest
result
among
municipalities
in
Ontario
serving
populations
greater
than
one
hundred
thousand.
It
is
also
below
the
provincial
and
National
averages.
Despite
this
result,
Ottawa
has
one
of
the
highest
rates
of
female
officers
in
the
province.
Increasing
diversity
has
been
an
area
of
focus
for
the
service
that
is
showing
positive,
Improvement.
D
Thanks
Teresa,
so
in
summary,
this
was
the
conclusion
of
the
board
directed
consultation
effort
again
I'd
like
to
thank
everyone
who
participated.
We
designed
it
to
be
inclusive
and
representative
and
we
believe
we've
achieved
that
goal.
This
work
needs
to
be
continuous
to
support
collaborative
approaches
and
understanding
of
community
safety.
That's
one
thing:
we
did
here
clearly
from
a
number
of
groups
that
they
wanted.
This
conversation
to
continue
and
if
the
board
would
like
further
analysis
or
there's
other
documents,
the
board
is
seeking.
Please
don't.
A
M
Curry.
Thank
you
very
much
for
this.
That
was
excellent.
It
was
a
huge
report,
a
lot
of
work,
very
helpful
information
for
all
of
us
who
you
know
we'll
have
to
look
at
the
the
budget
coming
up
and
that's
the
slide.
I
want
to
focus
on
First
and
that's
slide.
10
I.
Think
probably
the
other
counselors
want
to
look
at
that
as
well
and
I've
had
a
couple
of
counselors
text
me
just
with
a
couple
of
questions
so
slide
10.
If
we
could
pull
that
back
up
there.
M
Can
you
just
describe
for
me
the
difference
between
the
two,
the
last
two
columns
tax
increase,
forecast,
percent
percentage,
tax
increase
and
the
budget?
One
is
simply
Staffing.
The
Staffing
part
of
the
budget.
I
just
need
a,
and
you
know
maybe
this
was
said,
but
I
was
getting
a
lot
of
information
at
once.
I
Yeah
no
issues
thanks
to
the
question
member
Curry,
so
what
we've
highlighted
in
this
in
in
this
table
is
on
the
year.
As
we
said,
it's
been
a
multiple
year,
it's
a
multi-year
plan,
so
we
have
the
years
that
the
costs
are
attributed
in,
so
the
costs
are
actually
the
cost
to
add
those
185
new
members
that
we
that
we
spoke
about
the
budget
is
what
is
actually
carried
currently
within
the
budget
to
be
able
to
manage
that,
and
the
variance
is
actually
what
we
have
to
plan.
What
is
supplemental
cost?
I
I
So
this
year's
budget
2023
had
a
three-year
forecast
between
24,
25
and
26,
so
we're
just
presenting
those
numbers
I
think
it's
important
to
note
that
those
numbers
aren't
finalized
to
the
the
the
landscape
changes
somewhat
today
when
the
city's
budget
Direction
gets
published.
So
we
have
a
discussion
to
have
with
our
board
around
what
is
the
actual
tax
increase
that
we'll
be
shooting
for,
but
that's
the
forecast.
We
included
the
tax
percent
tax
increase
after
that
is
the
variance
between
what
we'd
forecasted
and
what
the
the
cost
to
actually
deliver
the
services.
I
I
think
at
the
the
end
of
the
day,
there's
a
lot
of
numbers
here,
but
I
think
it's
what
we
wanted
to
highlight.
What
we
want
to
demonstrate
is
this
is
actually
an
achievable
unachievable
program.
There'll
be
work
to
do
internally.
These
aren't
finalized
numbers
in
terms
of
what
tax
increases
would
look
like
and
what
funding
would
look
like.
We
have
lots
of
work
to
do,
but
I
think
this
is
Affordable
and
I
think
it
is
absolutely
necessary
that
we
look
at
how
we
move
ahead
on
it.
M
I
So
there
we
always
have
other
sources
of
funding,
so,
as
the
Chiefs
indicated
we're
talking
with
the
federal
government
around,
what's
an
adequate,
what's
an
adequate
funding
model
for
our
event
response,
the
provincial
government
continually
provides
grant
funding
for
different
programs
and
initiatives.
So
none
of
this
is
final
final.
This
is
the
start
of
a
discussion
that
we
have
that
we
have
to
have
around
what
is
the
Staffing
level?
We
need,
what
can
the
board
provide
and
how
do
we
actually
look
to
fund
and
finance
it.
M
All
right,
the
other
is
and
I
mean
I'm
just
hearing
this
from
any
sources
about
how
challenging
it
is
for
us
to
get
enough
seats,
and
maybe
Marty
wants
to
a
counselor
Carr
wants
to
talk
about
this
enough
seats
at
the
training
facilities.
You
know,
would
we
actually
be
able
to
to
hire
as
many
is
that?
Do
you
think
that's
doable.
I
Yeah,
yes,
I
do
so.
Actually
that's
one
of
the
reasons
that
we've
laid
it
out
over
a
three-year
period.
One
is
that
it's
more
affordable.
The
second
is,
we
have
to
make
it
realistic.
We
have
to
actually
have
to
develop
a
system
that
we
we
can
deliver
on.
Well.
Pc
has
increased
their
class
number
number
of
intakes
from
three
to
four,
so
there's
a
large
number
of
extra
capacity
that's
been
created
as
well
as
they've
increased
the
class
size.
I
M
M
B
Yeah,
thank
you,
member
member
Curry.
You
know
the
looking
at
the
the
proposed
District
model
that
we
want
to
move
to
with
the
four
districts
every
District
would
have
with
Frontline,
with
traffic
with
an
investigative
team
would
have
a
a
neighborhood
response
team
as
well
too,
and
the
the
superintendent
that
would
be
in
charge
of
that
District
in
consultation
with
us,
but
really
it's
his
his
or
hers
role
would
be.
B
How
would
you
distribute
the
resources
that
you
have
most
effectively
in
that
district,
and
if
that
means
you
know
20
in
one
area
and
five
in
another,
or
you
know
five
in
each
area,
that's
sort
of
that
could
sometimes
fluctuate
and,
and
it's
meant
to
be
flexible-
to
adapt
to
the
needs
of
those
particular
areas.
So
I
think
it.
It
would
be
a
different
look
than
than
perhaps
you're
seeing
now.
Okay.
M
J
Thank
you
very
much
and
thank
you
to
member
Curry
for
clarifying
on
the
resources
needed
I.
Don't
have
to
ask
that
now.
I
I
have
a
comment.
First
of
all
and
then
I
have
a
question.
I
just
wanted
to
say
that
I
did
a
not
a
ride
along
I
did
a
walk
through
with
the
a
member
of
the
byword
market
nrt
and
at
the
end
I
met
deputy
chief
Burnett
and
one
of
the
I'm
gonna
get
the
I'm
gonna
get
his
title
wrong.
Another
officer.
J
I
didn't
want
to
misuse
the
rank,
sorry
about
that,
and
it
was
really
really
eye-opening
for
me
and
and
we
were
able
I
was
able
when
I
was
down
there
to
have
discussions
as
well
with
business
owners
and
with
residents
who
approached
us
and
wondered
what
we
were
doing
and
and
to
to
hear
that
kind
of
feedback
about
a
community.
That's
not
my
own
I
think
it
was
very
helpful
to
me
and
that's
sort
of
in
line
with
my
question.
J
J
Consultation
survey
when
compared
to
the
survey
that
was
done,
I
Believe
by
the
police
services
itself
wasn't
done
by
a
firm
with
respect
to
the
2023
budget
and
I
just
wondered
if
there
was
someone
that
could
speak
to
maybe
the
difference
in
in
scientific
measures
or
survey
techniques
that
were
used
and
what
you
could
attribute
those
differences
to
in
terms
of
satisfaction
with
the
police.
Is
there
anyone
that?
Could
speak
to
that
I'd
appreciate
understanding
that
a
bit
better.
D
I
can
start
it
off
and
then
hand
it
over
to
cam.
So,
just
to
be
clear,
the
advantage
pool
is
a
scientific
survey
with
the
proper,
with
proper
modeling
Etc,
the
community
survey.
While
it
has
a
lot
of
value
it
does
it,
we
wouldn't
consider
it
scientific
cam.
Do
you
want
to
expand
on
the
rest
of
the
the
answer
and
the
comparisons.
L
L
Report
and
Survey
story,
as
John
mentioned,
is
scientific.
It
does.
Control
for
population
is
a
randomized
survey
and
they
do
ask.
It
is
representative
of
population
demographics,
be
it
age,
ethnicity,
Etc.
So
we
do
have
the
ability
to
crosstab
some
of
the
results
within
that
by
the
different
responses.
But
to
your
specific
question,
we'll
need
to
take
that
back
and
bring
you
back
an
answer
afterwards.
J
A
K
Thank
you
all
for
this
presentation.
I
appreciate
it.
I
just
had
a
couple
of
questions
and
if
we
could
go
back
to
the
slide
that
that
member
Curry
was
asking
about
I
just
wanted
to
make
sure
I
understand
what
deputy
chief
Bell
is
saying.
So
my
understanding
is
that
in
the
2023
budget
you
laid
out
kind
of
an
expected
budget
increase
for
2024
and
2025
and
2026
at
the
same
time
as
the
2023
budget
is
that
right,
yeah.
K
K
I
I
C
K
Would
take
without
any
other
changes,
absolutely
okay.
Thank
you.
Deputy
chief,
the
other
question
I
had
was
just
on
the
on
the
just
to
sort
of
expand
on
the
district
policing
model
and
and
proposed
Direction
the
you
know.
It
was
interesting.
I
I
I
spent
a
lot
of
time
in
the
rural
parts
of
Ottawa
and
I
I've
I've
been
to
all
the
rural
parts
of
Ottawa
in
the
last
in
the
last
few
days.
K
Last
couple
of
weeks
and
I
was
in
in
one
today
and
I
I
bring
that
up,
not
just
so
that
I
can
mention.
I
finished
second
in
a
plowing
match
today,
but
also
because
I
had
a
question
there.
There
are
people
who
are
concerned.
You
know
in
a
in
a
in
an
Amalgamated
City
like
Ottawa,
with
a
vast
vast
area,
to
cover.
K
Frankly,
the
resources
get
pulled
to
the
area
where
it's
needed
most
right
and
then
you
end
up
with
you
end
up
with
a
lot
of
resources
being
deployed
in
one
part
of
the
city
and
fewer
resources
being
deployed
in
another.
If,
if
that's
the
way
the
need
breaks
down
and
then
people
feel
like
they're
paying
taxes
into
the
into
a
system
but
they're
not
getting
the
service
right
and
I,
just
wonder
how
the
district
model
might
change
that,
in
particular
for
our
rural
residents.
B
K
B
Mayor
Sutcliffe,
a
real
good
question,
and
also
one
that
has
surfaced
in
my
consultations
with
with
the
counselors
and
I
have
met
some
of
the
rural
counselors,
still
a
few
more
to
go.
Counselor
Brown
I
believe
next
week,
councilor
DeRose
the
following
week,
but
the
theme
I
get
and
I
and
I
hear
is
you
know?
Are
we
getting
value
for
the
the
tax
contributions
that
we
contribute
to
the
overall
budget?
B
But
in
addition
to
that,
I
would
want
to
see
a
sergeant
or
staff
sergeant
yet
to
be
determined
assigned
to,
and
let's
just
use
the
community
of
carbon
and
counselor
Kelly
who
I
met
up
there.
The
that's
that
that
staff
sergeant
would
I
would
expect
to
communicate
with
with
that
community
and
counselor
Kelly
every
block
that
he
or
she
is
working
to
ensure
that
we
are
addressing
the
needs.
B
Whether
there's
events,
there's
traffic
concerns
Etc
in
in
the
community
of
carp,
that
we're
running
speed
traps,
impaired
driving
that
were
on
Constance
Bay
when
there's
events
or
it's
very
nice
or
whatever.
That
might
be
that
we
we
that
superintendent
can
then
assess
how
to
deploy
the
resources
in
his
or
her
District
to
to
address
these
issues.
We'll
know
about
it
and
if,
by
chance,
the
answer
is
no
because
there's
other
priorities,
then
we
know
about
it,
and
we
can
explain
to
that
area
why
we
can't
be
there.
B
But
hopefully
the
answer
is
yes,
because
we
know
in
advance
that
we
need
to
be
in
those
areas.
So
I
believe
that
the
rural
areas
under
a
district
model,
we
will
have
dedicated
resources,
leaders
to
consistently
liaise
and
communicate
and
engage
with
those
areas,
and
then
that
would
be
replicated.
You
know,
for
you
know,
for
the
Richmonds
and
for
the
different
areas
that
we
have.
B
So
in
combination,
you
know
when
I,
when
I
finished
off
my
my
my
the
first
presentation,
I
talked
about
those
three
areas.
One
moving
to
those
models.
Two
is
the
hiring
plan
that
Deputy
Bell
Rose
and
the
third
one
is
that
is
that
major
event
program
that
we
would
have.
That
is
the
number
one
thing
that
draws:
the
resources
away
from
traffic
services
from
an
nrt
that
isn't
a
downtown,
nrt
and
and
they're
dealing
to
be
quite
Frank
ever
not
every
day
just
about
every
day
with
these
issues.
B
So
if
we
have
those
those
proper
foundational
pieces
in
place,
then
there'll
be
less
pressure
to
have
to
juggle
resources,
but
there's
always
major
events.
You
know:
there's
Canada
Day,
there's
head
of
state
visits
that
everybody
it's
it's
it's
a
you
know
everybody
on
board
and
we
go
to
those
areas
that
that
are
needed,
but
it
should
be
very
rare.
B
As
the
demand
is
in
that
district
and
and
to
me,
there
isn't
inflexibility
that
a
western
traffic
officer
can't
go
to
the
east
or
can't
go
to
the
the
central,
but
it'll
be
well
known
that
there
isn't
a
priority
in
in,
say
the
West
District,
so
we're
going
to
release
them
to
the
central
for
a
priority
project.
Maybe
some
stunting
racing
cars
and
whatnot
to
try
to
you
know
really
focus
on
a
particular
area.
M
K
B
It's
not
going
to
resolve
all
our
issues.
This
is
not
the
Silver
Bullet
that
will
that
will
resolve
everything,
but
it
will
will
greatly
enhance
again
with
all
three
of
those
items
being
addressed
of
the
district
model.
The
the
hiring
plan
and
the
major
event
program,
I
believe,
will
greatly
increase
the
probability
for
us
to
be
able
to
deliver
on
those
individual
priorities.
A
N
Thank
you.
I
wanted
to
pick
up
on
on
the
mayor's
just
his
last
comment
there
being
more
expensive,
so
I
I
take
it
as
we
move
forward
on
this
consultation
process
that
we'll
get
some
more
information
on
the
district
policing
model.
You
know.
What's
what
do
you
envision?
That
would
be
centralized
operations?
How
do
you
envision
setting
up
the
various
districts?
N
N
N
It's
always
easy
to
say:
we
need
to
build
trust
and
Equitable
service,
but
there
are
issues
of
systemic
discrimination,
and
there
are.
There
is
the
use
of
force
data
that
we
have
and
really
to
turn
around.
We
have
to
show
sort
of
the
metrics
of
how
we
are
in
fact
providing
Equitable
Services,
so
I
wanted
to
to
leave
that,
and
if
you
want
to
comment
anyone
from
the
service
around
the
comment.
That's
fine!
If.
B
Of
course,
as
I
mentioned
four
districts
with
a
fourth
and
additional
District
being
the
South
obviously
would
be
based
out
of
our
South
facility,
which
is
you
know
a
a
couple
three
years
away.
However,
I
don't
really
want
to
wait
that
long
in
terms
of
moving
to
that
model,
I
think
there
has
to
be
a
move
towards
it
and
we
will
have
to
be.
B
You
know
I,
think
creative
on
how
we
can
you
know
maybe
run
that
model
out
of
green
bank
until
the
new
building
is
ready,
it
will
be
difficult
and
we'll
have
to
do
some
juggling,
but
anyway,
the
long
story
short
there
I
think
is
that
more
details
will
come
member
fakarani
for
sure
to
better
inform
you
on
how
that
would
roll
out
on
the
second
point
you
know
it
is.
It
is
a
good
point.
It's
easy
to
say,
build
trust,
it's
easy
to
say.
B
We're
going
to
you
know,
do
our
best
to
to
address
all
the
diversity
and
Equitable
service
for
the
for
a
very
diverse
Community,
the
metrics
they're
in
we
do
have
a
number
of
reports
we
do.
We
will
show
what
we're
doing
with
the
neighborhood
resource
teams
are
doing,
but
in
terms
of
specific
measurables,
certainly
I'm,
very
interested
in
understanding
how
we
could
better
do
that.
G
G
You
know.
Traditionally,
we
go
in.
We
police
these
communities
with
very
too
little
no
input
from
our
community
members.
So
what
I
think
a
part
of
our
community
strategy
community
policing
strategy
is
how
do
we
develop
a
community
policing
plan?
If
you
will
on
how
would
you
like
to
see
your
police
in
your
community?
What
would
you
like
us
to
to
sort
of
direct
our
efforts
at
you
know,
keeping
in
mind,
there
are
certain
things
that
we
will
do
naturally.
G
But
what
do
you
want
to
see
your
members
do,
whether
it's
traffic,
whether
it's
just
attending
those
Community
functions?
What
is
it
that
you
like
to
see
us
to
do
and
being
able
to
report
that
back
to
the
community,
so
that
that
is
certainly
one
of
the
things
that
we're
trying
to
build
into
our
nrt
strategy
and
ultimately
into
those
neighborhoods?
As
we
build
out
our
district
model.
B
And
I'll
just
mention
to
to
Deputy
Burnett's
point
there
that
District
model
then
forces
that
team
to
engage
with
everybody
in
in
in
in
in
that
area,
which
you
know
chair
back
some
of
her
in
her
report,
she
talked
about
the
community
telling
her
that
they
want.
Okay,
let's
find
a
consult.
Okay,
we
want
you
to
do
this
now.
Did
you
do
it
and
what's
the
feedback
on
how
you
did
it
this?
B
That
was
a
very
clear
statement
in
her
report,
so
that
again
will
be
on
the
district's
responsibility
to
ensure
that
when
we
have
those
meetings
that
we
agree
on
what
we
want
to
do
and
then
we
report
back
good
battery,
and
if
that
requires
data
or
it's
it's,
it's
some
qualitative
response.
Then
then
it'll
be
a
great
one.
E
Thanks
I'm,
chair
first
of
all,
I
would
like
to
thank
the
service
on
the
chair
for
the
consultation
and
the
information
that
was
drawn
from
that
was
provided
to
the
board
beforehand.
I
found
the
reading
very,
very
helpful,
very
thorough,
helpful
and
informative
just
getting
back
to
the
district
policing
model,
I'm,
really
glad
to
see
that
proposed
assistant
Direction,
going
forward
I
I
think
just
for
my
own
experience
is
that
will
be
very
helpful.
A
couple
of
questions
or
just
comments
about
that.
E
First
of
all,
I
get
back
to
the
mayor's
point.
I
get
I
realized
that
it'll
be
more
expensive,
but
if
we
were
going
to
try
to
address
some
of
the
the
pressures
we
have
anyways,
it
would
be
more
expensive
nevertheless,
so
I'm
not
sure
that
if
I
understand
it
from
reading
through
it
I'm
not
sure
that
we're
saying
here
that
the
district
model
is
more
expensive.
We're
saying
we're.
We
need
additional
resources
to
address
some
of
the
things
that
have
come
up
through
the
consultations
and
the
pressures.
B
Thank
you,
member
henchel,
you
know
it's
a
good
observation.
There's
no
doubt
that
moving
to
the
district
model,
you
know,
as
we
want
to
structure,
it
will
be
more
expensive
than
what
we
have
today.
If
we
keep
the
status
quo
in
terms
of
service
delivery,
we
still
have
a
great
need
to
stabilize
the
the
service
in
terms
of
allowing
our
members
enough
resources
to
do
the
job
properly.
So
we
would
be
asking
four
additional
resources
in
a
status
quo.
E
Perfect,
yes
and
I,
you
know
I
see
it
the
same
way.
So
thanks
for
that
clarification,
I'm
assuming
as
well
that
as
as
the
district
model
gets
sort
of
planned
out
more
evolves.
That
there's
also
the
opportunity,
then
for
the
service
to
make
adjustments
because
you're
going
to
learn
things
as
you
go
along
with
implementing
this
model
and
you're,
not
certain.
E
So
I
think
I'm
thinking
that
it
gives
you
more
flexibility
in
the
future
to
address
certain
pressures
or,
as
things
evolve,
to
to
address
those
maybe
more
easily
than
in
the
current
model.
But
that's
just
an
observation
again
and
I'm,
assuming
that,
whatever
model
I
sort
of
propose
will
be
one
that
evolves
as
or
or
how
the
exact
numbers
in
each
district
and
how
that
how
people
are
deployed
is
probably
going
to
evolve
as
we
learn
more.
B
Yeah,
thank
you,
member
henschel.
Yes,
you
know
that
that
flexibility
and
being
able
to
adapt
very
quickly
our
work
environment
is
very
challenging
and
very
Dynamic,
and
we
may
think
we
know
something
and
I
know
maybe
I'll
use
traffic
as
an
example,
because
it's
such
a
priority.
Everyone
talks
to
people
with
traffic.
We
might
think
I'll
just
again
go
to
the
west,
but
the
West
District
should
have
eight
traffic
resources
and
we're
finding.
B
They
can't
meet
the
the
goals
that
they're
that
we've
set
for
them
and
they
need
more
help
but
they're
meeting
them
in
the
East
we
could
move.
We
could
move
over
some
resources
to
the
west
to
try
to
achieve
that,
whether
that's
permanent
or
whether
that's
temporary
or
whatever.
The
case
may
be
some
of
the
some
of
our
determination
again
to
remember.
Curry's
comments
about
the
neighborhood
response
teams
and
how
they're
distributed
we'll
want
to
take
a
very
careful
look
on
how
that
distribution
occurs.
A
So
the
need
for
metrics
I
think
not
just
for
us,
like
Netflix.
The
show
the
community
that
the
changes
that
are
going
to
be
implemented
really
have
to
be
demonstrated.
I
just
like
to,
and
a
lot
of
data
was
presented
in
this,
and
it
goes
back
to
that
idea
of
what
of
whether
or
not
it's
scientific
but
I.
Think
that
I'd,
like
a
comment
on
how
are
we
going
to
fill
schooling,
that
the
changes
that
the
community
wants
and
there's
a
police
and
tandem
with
them
I
mean
there's
a
lot
of
synergy
there?
A
B
Thank
you,
madam
chair
I,
think
there's
a
there's
a
lot
there.
We
did
speak
and
I
think
Deputy
Burnett
spoke
about.
You
know
those
individual
consultations
with
it
could
be
a
group,
an
organization,
an
NGO,
it
could
be.
A
community
group
could
be
a
diverse
group
and
having
those
conversations
about
what
they
need
from
their
Police
Service.
And
how
do
how
do
you
want
us
to
report
back
and
if
it's
something
it's
simplistic,
we
want
three
speed
traps
in
our
school
zones
every
week.
B
Did
we
do
it
or
didn't
we?
You
know
that
very
simplistic
metric
it
can
build
from
there
in
terms
of
what
they
would
like.
One
thing
that
I
will
say
is
that
our
data
collection
historically
has
not
been
that
robust
and
that
reliable
and
we
haven't
invested
in
the
money.
So
we
haven't
invested
the
dollars
to
ensure
that
I'm
very
pleased
and
and
you'll
recall-
and
maybe
Madam
chair,
you
weren't
here
when
we
launched
this
of
course
earlier
in
the
year.
B
That's
happening
in
their
neighborhoods
and
I
might
maybe
I'll
I'll
just
turn
it
over
to
John
andorcam,
and
they
can
speak
more
on
that,
but
the
the
pilots
that
I've
seen
the
models
that
I've
seen
so
far
I'm
very
encouraged
that
people
will
be
able
to
see
what's
going
on
their
neighborhood
John.
You
want
to
take
it
from
there.
L
D
K
D
As
well,
his
guidance
has
been
very
helpful.
We're
looking
we're
still
on
track
to
launch
by
November
a
data
portal
is
going
to
include
a
number
of
measures.
I
heard
the
board
chairs
talk
about
kpis
at
the
start
of
this
discussion
and
I.
Think
that's
one
of
the
conversations
we're
waiting
on
as
we
launch
the
portal
we'll
we
will
have
the
platform
and
to
to
then
Express
that
information
to
the
community
and
also
to
measure
that
information
as
we
move
forward.
D
So
again
as
we
develop
the
kpis,
we
will
have
a
place
to
put
them.
We
will
have
a
way
to
report
back,
I
think
the
second
part
you
talked
about
with
that
Community
engagement
and
that
ongoing
Community
engagement
we've
been
speaking
to
Krista
about
that
as
well.
That
was
a
clear
in
for
myself
as
well.
That
was
a
clear
discussion
point
that
people
want
to
see
an
ongoing
process
and
we've
begun
to
look
at
ways
that
we
can
meet
that
need
when
we
try
to
operationalize
that
direction
from
the
board,
so
I
think
I,
I.
A
You
know
policing
is,
as
you
said,
a
very
hard
job.
You
know,
I
know
something
about
difficult
jobs
and
I
know
that
morale
and
those
jobs
are
extremely
important
and
I
know
that
there
was
some
mention
in
terms
of
morale
as
we
went
along,
but
you
know
that
with
morale
and
burnouts,
that
is
when
that's
when
performance
begins
to
be
affected
and
when
people
can
feel
they're
not
able
to
do
their
best.
Work
I'd
like
to
have
a
little
more
detail
on
how
we're
going
to
ensure
the
well-being
of
members
of
the
service.
B
You
know
in
our
internal
survey
and
the
survey
is
one
thing
and
verbal
discussions
face
to
face
or
another
that
you
did,
which
I've
done
as
well
too,
and
all
the
units
that
I
that
I've
visited
in
my
first
nine
months,
be
it
you
know,
robbery
or
homicide.
You
know
traffic
and
front
line,
they
talk
about
and
some
of
the
the
people
that
are
a
little
longer
in
the
tooth
here
that
they've
been
in
this
unit
for
eight
or
ten
years
and
it
hasn't
grown.
B
In
fact,
it's
shrunk
and
you
just
hear
that
this
constant
narrative,
it
is
for
sure
the
number
one
priority
for
them
is
trying
to
stabilize
just
to
stabilize
that
service
level
in
terms
of
those
resources
and
that
in
its
spot
and
I.
Think,
for
example,
if
that
three-year
hiring
strategy
is
approved,
that's
going
to
bump
up
our
morale
there's
no
doubt
because
they
know
that
there's
light
at
the
end
of
the
tunnel
that
that
some
of
that
is
going
to
positively
affect
them.
B
A
Are
the
most
vulnerable
in
the
city
and
I
want
to
speak
about
that
in
the
context
that
these
are
people?
You
know
what
I
mean
you
know
it
was
emphasized,
we're
a
well-educated
city
and
there
are
lots
of
advantages
and
in
terms,
but
in
terms
of
that
there's
also
and
always
a
vulnerable
group
of
people
in
the
city
and
I've,
certainly
on
the
ride-alongs
and
documents
with
the
groups.
I've
spoken
with
the
needs
of
the
most
vulnerable
in
our
city.
Have
you
really
been
made?
A
I've
really
been
made
awareness
I
mean
I
will
say
intriguingly
in
the
hospital
this
morning.
We're
realized
based
on
some
overdose
deaths
in
in
our
population,
but
this
is
the
problem
of
opioids.
It's
because
it's
becoming
greater
and
the
problem.
There
are
problems
across
the
city
in
that
regard,
but
there
are
problems
particular
particularly
to
some
degree
in
the
downtown
board
and
when
you
think
about
how
do
we
can?
How
does
the
Police
Service
and
that's
and
hear
the
voice
of
the
people
who
are
most
vulnerable
there?
A
I,
don't
know
if
there
are
any
comments
about
that,
but
that
was
one
of
the
things
that
I
wanted
to
mention,
because
it's
come
up
so
often
and
I'm
really
grateful
to
be
to
those
agencies.
You've
met
with
me
so
far,
and
the
ones
who
are
coming
and
going
to
continue
to
meet
with
me
and
and
some
new
ones
next
week
that
we
include
that
voice
and
make
sure
that
those
agencies
can
hear
that
those
people
are
being
served.
B
Thank
you,
Madam
Beck,
I'll
I'll
make
one
comment
and
then
I'll
I'll
pass
it
over
to
Paul
Burnett
for
some
comments
in
regards
to
what
our
neighborhood
resource
team
is
doing.
Working
with
some
of
the
agencies
in
the
in
the
in
the
byword
market
that
are
crucial
to
to
us
partnering
with,
but
one
thing
that
I
we
really
have
to
focus
on
is
that
Community
safety
well-being
plan
led
by
City
Hall
that
we
are
a
part
of,
and
that
really
is
a
holistic.
B
You
know
view
of
making
sure
that,
and
you
know
the
pillars
that
they've
established
really
feeds
into
exactly
what
you're
talking
about
making
sure
that
we
are
addressing
the
most
vulnerable
in
in
the
community,
and
we
are
a
part
of
that
at
developing
that
plan
and
our
piece
of
a
pie
certainly
will
be
seen
in
in
different
parts
of
of
that
plan.
So
I
think
it's
important
that
we
are
very,
very
part
of
all
those
planning
meetings.
B
I'm
part
of
the
committee,
so
is
so
is
the
Deputy
Burnett,
but
Paul
I
thought.
Maybe
you
could
just
make
some
comments,
just
as
an
example
of
that
engagement
that
we
need
to
have
with
with
some
of
those
ngos
and
then
the
metrics
they're,
in
that
we
could
potentially
produce
and
I
just
think
about
that
project
with
the
nrts
that
that
they're
working
right
now
on
the
market.
G
Yeah,
thank
you
Chief
and
thank
you
great
question.
I
can
tell
you
that
our
nrt,
specifically,
if
we
want
to
use
the
downtown
by
wood
Market,
are
very
connected
with
a
lot
of
the
the
agencies
and
the
Mayors
indicated.
You
know
the
need
for
a
sort
of
a
service
in
that
area
and
we
are
actively
and
I
would
say
very
close
to
sort
of
standing
up
a
a
a
hub
if
you
will,
as
we
speak
right
now,
those
agencies
are
working
together.
G
A
And
and
that
last
and
thank
every
thank
you,
everybody
for
your
pleasure
I.
Don't
think
that
was
mentioned
only
briefly
that
that
I
think
is
quite
an
important
consideration.
Is
the
fact
that
Ottawa
is
a
capital
city
and
I
say
that,
because
I
recognize
that,
maybe
it's
not
mentioned
that's,
because
there
are
advantages
of
being
in
capital
city.
It
includes
in
SEC,
tourism.
We've
brought
some
lovely
facilities
because
of
it.
But
I
think
that
you
know
we've
seen,
and
you
mentioned
various
protests
that
occurred
here.
B
Well,
thank
you,
chair
Beck,
and
you
know
I
think
you
know
how
you've
articulated
that
is
very
accurate
in
terms
of
the
you
know:
dynamics
of
of
living
in
a
capital
city
and
what
it
attracts,
which
is,
you
know,
a
very
a
lot
of
positive
things
and
it's
it's
a
privilege
to
to
live
in
a
capital
city
to
be
the
police
chief
in
the
capital
city
and
for
us
to
police,
the
capital
city
and
all
that
goes
with
it.
But
it
does
attract
a
lot
of
work
on.
B
There
is
a
lot
of
Partners
and
you
know
we
have
different
tables
now,
since
the
Convoy
that
have
matured
greatly,
that
that
gives
me
a
lot
more
comfort
that
we're
we're
speaking
that
we're
we're
working
together
collaboratively
with
with
all
our
partners
in
the
capital,
but
our
you
know,
and
our
policing
partners
are
are
so
key
to
us.
I
mean
you
know
in
this
geographic
area.
We
have,
you
know
the
RCMP.
B
We
have
the
opp,
the
Gatineau
police
across
the
river
and
then,
of
course,
the
Parliamentary
Precinct
that
that
is
is
quite
a
large
group
of
people
that
look
after
that
jurisdiction
as
well,
that
we
need
to
work
closely
with
so
in
to
ensure
that
we're
doing
that
and
again
it
is
a
as
we've
discussed.
We
do
need
to
establish
more
of
a
formal
program
that
we
are.
B
B
Hopefully
what
a
new
program
will
look
like?
Do
we
have
it
right?
Can
we
you
know,
can
we
quantify
exactly
what
that
effort
is
both
financially
and
for
our
human
resources
and
the
other
equipment
that
we
need?
You
know
to
accomplish
to
make
sure
that
the
capital
city
is
safe
as
it
as
it
relates
to
some
of
the
federal
work
that
we
do.
So
it
is
certainly
a
work
in
progress
and
it's
something
that
we
need.
A
A
See
no
other
business
members
of
the
board
of
just
to
mention
that
our
next
regular
monthly
meeting
will
be
held
on
Monday
September
25th,
as
I
mentioned
before,
we'll
also
be
holding
the
special
meeting
on
October
6th.
Where
we
plan
to
bring
forward
the
draft
version
of
our
strategic
plan.
May
I.
Please
have
a
motion
for
Journal.