►
From YouTube: Ottawa Police Services Board Meeting / Réunion de la Commission de services policiers d’Ottawa
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
B
B
C
B
I
said
I'm
sort
of
disappointed
in
the
americans.
I
mean
last
time
I
could
understand
they
weren't
really
sure
what
exactly
they
were
going
to
get
by
voting
for
trump.
Now,
it's
pretty
damn
clear
and
they
and
half
the
country
voted
for
him.
It's
tells
you
something
it
does,
and
I
don't
like
what
it's
telling
us.
B
C
B
Okay,
is
everyone
good
if
we
start
now,
I'd
like
to
call
a
special
meeting
to
order
for
november
4th
2020.
B
I'd
like
to
start
this
meeting
by
recognizing
that
ottawa
is
located
on
unseated
territory
of
the
algonquin
and
nation?
We
extend
our
respect
to
all
first
nations
inuit
and
metis
peoples
for
their
valuable
past
and
present
contributions
to
this
land.
We
also
recognize
and
respect
the
cultural
diversity
that
first
nations
inuit
and
metis
people
bring
to
the
city
of
ottawa.
B
B
Should
we
receive
any
disruptions,
I'd
like
to
ask
that
everyone
remain
patient
as
we
work
to
fix
the
issue
and
resume
the
meeting
as
soon
as
possible
in
terms
of
meeting
decorum,
I'd
like
to
remind
everyone
to
mute
their
notifications
and
alerts
to
avoid
any
disruptions
in
the
meeting.
If
you
are
joining
without
video,
please
say
your
name
before
speaking.
If
you're
joining
the
meeting
from
a
location
with
background
noise,
please
keep
yourself
muted
until
it's
time
for
you
to
speak.
B
I'd
also
like
to
remind
all
board
members
that
the
purpose
of
today's
meeting
is
to
table
the
budget.
Only
any
questions
posed
to
staff
should
be
high
level
process
related
questions.
Questions
relating
to
the
content
should
be
kept
for
our
november
9th
fac
meeting
and
or
our
board
meeting
on
november
23rd.
B
So
we'll
start
with
the
confirmation
agenda
that
the
ottawa
police
services
board
confirmed
the
agenda
of
the
november
4th
2020
meeting
and
counseling
meehan.
Will
you
move
that
I
so
move
chair
you
carried
carried
all
right?
Thank
you.
There
is
only
one
item
of
business
on
this
morning's
agenda.
It's
the
2021
draft
operating
and
capital
budgets,
and
so
chief
slowly.
I
will
turn
things
over
to
you
for
the
presentation.
C
Thank
you
very
much,
chair
and
board,
I
have
to
say,
had
a
little
extra
large
coffee
this
morning
coming
out
of
some
late
night
viewing
of
events
south
of
our
border,
but
nonetheless,
I
look
forward
to
a
very
productive
set
of
budget
deliberations
based
on
the
information
that
we're
presenting
to
you
and
the
board
and
later
on
in
the
process
that
will
involve
the
city.
We've
worked
very
hard
on
this.
C
I
want
to
give
as
much
credit
as
possible
to
the
full
command
team,
particularly
ceo,
jeff
letourneau,
his
cfo
cyril
rogers
and
their
financial
team,
but
I
assure
you
this
is
based
on
input
from
across
the
board
within
our
within
our
membership
and
within
our
community,
and
much
of
what
is
in
here
represents
a
lot
of
what
we've
heard
over
the
last
year
and
a
lot
of
what
we
have
been
hearing
from
our
own
members
and
from
our
community
members,
as
well
as
from
our
board
around
your
vision.
C
In
that
regards,
we've
worked
hard
to
present
a
budget
that
is
in
full
compliance
with
the
cities
and
the
board's
rules
and
within
the
budget
envelope
as
presented
to
us.
There
are
no
new
resource
requests
within
this
budget
chair.
C
C
C
I
will
be
leading
in
that
area
points
two
and
three
jeff
luterno,
the
2021
draft
operating
budget,
the
draft
operating
forecast
for
2022
through
2024
and
then
cyril
will
support
him
with
number
four
number.
Five.
The
draft
capital
budget
in
timetable
next
slide,
please
so
change
budget.
I
think
the
title
sort
of
speaks
for
itself,
since
I've
arrived
here
as
chief
of
police
a
lot
of
listening
a
lot
of
learning
a
lot
of
changing.
C
I
say
that
across
the
board,
not
just
for
me
chair,
it's
a
new
board.
It's
turned
itself
over
quite
a
bit
since
I
arrived,
your
return
is
chair.
The
context
of
your
return
into
a
world
grip
with
cobit
the
impacts
locally
and
globally
of
the
george
floyd
effect
black
lives
matter,
our
own
local
challenges
in
regards
to
the
outcome
of
the
monty
on
trial
and
years,
if
not
decades,
of
deliberations
across
civil
society
and
loca
in
the
local
city
and
our
own
members.
What
what
should
this
organization
look
like?
C
C
At
the
last
board
meeting,
we
had
an
extensive
discussion
led
by
deputy
chief
bell
around
a
new
approach
to
mental
health
responses
in
the
city,
one
that
will
have
the
police
still
playing
an
important
role,
but
a
much
more
reduced
role
and
one
that
will
have
us
at
the
table,
but
not
at
the
head
of
the
table
in
designing
implementing
and
evaluating
that
strategy,
one
that
will
be
led,
not
least
of
which,
by
ottawa
public
health,
but
a
broader
set
of
stakeholders
in
the
health
community.
C
The
mental
health
community,
as
well
as
in
our
different
demographic
and
geographic
communities,
one
where
that,
at
the
end
of
it,
will
have
better
training
for
our
audible
police
service
members
and
an
integrated
response
for
all
community
members
across
the
city
second
area.
A
significant
investment
in
training,
particularly
as
it
relates
to
advancing
equity,
diversity
and
inclusion,
and
specifically
around
de-escalation,
training,
anti-black
and
indigenous
racism
training
and
a
broader
approach
to
mental
health
training.
I
will
include
some
additional
efforts
around
it's
written
as
indigenous
cultural
awareness,
but
I
think
it's
actually
more
practical.
C
The
application
of
of
practices,
including
a
restorative
justice
approach
that
we
would
apply
more
broadly
within
our
police
service
internally,
as
well
as
in
service
delivery,
an
area
that
I
think
is
very
important
and,
from
an
operational
standpoint,
the
most
important
that
we
expand.
Our
neighborhood
neighborhood
policing
program,
which
has
been
focused
in
the
first
year
in
the
downtown
urban
core
out
into
the
suburban
and
rural
areas
of
this
city.
C
It'll,
look
and
feel
differently
because
it's
those
are
different
environments
and
again,
deputy
bell
has
been
working
hard
on
looking
at
a
model
that
complies
with
the
principles
of
neighborhood,
policing
and
community
policing,
but
is
customized
to
our
suburban
and
rural
parts
of
the
city.
I
think
one
that
is
long
overdue.
We've
spoken
about
the
violence
against
women,
a
priority
for
this
service,
but
we
have
not
resourced
it.
In
the
way,
we've
spoken
about
it's
time
to
put
our
money
where
our
mouth
is.
C
We
are
significantly
up
staffing,
our
sexual
assault,
investigators,
domestic
violence,
investigators,
human
trafficking,
sections
missing
person
sections,
but
with
specific
coordinators
who
will
be
working
with
the
violence
against
women
coalition
in
the
community,
as
well
as
a
coordinator
for
missing
and
murdered
indigenous
women
and
girl
girls,
two
important
demographics,
two
groups
of
people
who
have
been
victimized
and
have
not
been
able
to
get
the
resources
necessary
to
address
proactively
and
reactively
their
concerns
and,
again,
last
but
not
least,
the
significant
additional
investment
from
last
year's
around
our
own
members,
health
and
wellness.
C
We
know
that
that's
important
to
them.
It
allows
them
to
be
supported
in
their
family
environment.
It
allows
them
to
come
to
work
and
show
up
in
their
best
selves.
It
allows
them
to
provide
their
best
service
delivery
to
the
million
souls
in
the
nation's
capital.
Four
new
full-time
equivalents
directly
involved
in
members,
health
and
wellness,
an
additional
five
million
dollars
in
total
investment
within
the
2021
budget.
C
Ultimately,
we're
committed
to
delivering
tangible
value
value
in
terms
of
resources
that
people
will
feel
they
will
see,
they
will
experience
and
it
will
result
in
different
outcomes,
better
outcomes.
It
is
designed
to
be
invested
in
a
collaborative
community
based
approach,
one
that
will
engage
our
members,
one
that
will
engage
our
community
members,
one
that
will
improve
partnerships,
one
that
will
ultimately
improve
community
and
safety
well-being
in
ottawa
next
slide,
please.
C
This
is
a
high
level
overview
of
the
types
of
changes
that
have
been
happening
in
and
around
society,
and
obviously
them
therefore
impacting
on
on
policing
and
police
service
delivery.
Here
in
the
nation's
capital,
I
touched
on
a
few
of
these
in
the
previous
slide
demographic
changes.
C
I've
been
taught
by
elders
in
this
community
that
the
city
of
ottawa
has
changed
significantly
over
the
last
20
years.
The
demographics
that
make
up
the
city
have
significantly
changed
in
the
last
10
years,
and
the
city
itself
is
trying
to
catch
up
to
that.
The
the
the
technology
and
we've
seen
on
display
and
the
elections,
the
good,
the
bad
and
the
ugly
of
things
like
social
media,
artificial
intelligence,
facial
recognition,
there's
a
vast
array
of
service
providers
and
tech
companies
that
are
providing
all
sorts
of
solutions.
C
Some
of
them
are
actually
part
of
the
problem
as
opposed
to
the
solution.
More
importantly,
our
own
understanding
of
the
technology
and
how
it
can
be
applied
ethically
and
legally
and
effectively
is
limited,
and
so,
while
there's
a
rush
to
find
a
tech
solution
that
silver
bullet
we've
got
to
be
very
careful
about
that
and
societal
trends.
Again
speaking
of
technology,
people
are
more
and
more
confused
about
what
the
facts
are,
what
the
truth
is
who
they
can
believe
and
not
believe,
and
that
includes
the
police
of
jurisdiction,
the
board
elected
officials.
C
C
C
Wives
and
spouses
have
not
been
able
to
broaden
their
network,
and
so
we're
seeing
changes
in
crime
patterns.
We've
seen
changes
in
the
driving
and
dangerous
driving
patterns
even
within
this
year,
and
again,
all
of
this
requires
us
to
think
differently
and
deliver
services
differently.
The
new
legislation
within
ontario,
as
the
first
police
services
act
to
include
community
safety
and
well-being.
C
Legislation
requires
a
whole
different
approach
to
how
we
conceive
the
role
of
policing,
how
we
conceive
the
role
of
larger
city
agencies,
not-for-profit
sector
stakeholders
in
the
design,
prioritization
design,
implementation
and
evaluation
of
any
approach
to
community
safety
and
well-being.
It
actually,
I
think,
democratizes,
policing,
meaning
it
turns
it
back
into
the
hands
of
the
people
and
less
away
from
the
hands
of
the
police
chief
and
the
police
professionals.
C
We,
we
will
always
have
a
critical
role
to
play,
but
we
will
have
a
less
less
of
a
leading
role.
More
of
a
facilitating
enabling
role-
and
I
think
again,
challenging
as
it
is
in
a
new
legislative
framework,
with
these
new
legal
trends
that
are
impacting
us,
I
think
there's
a
wonderful
opportunity
for
the
nation's
capital
to
demonstrate
its
commitment
to
community
safety
and
well-being,
its
investment
in
it
more
broadly
than
simply
within
the
policing
con
construct.
C
Let's
not
lose
track
of
legal
decisions
that
have
a
major
impact
case
law
that
requires
a
much
quicker
turnaround
for
disclosure
for
the
completion
of
cases,
with
the
with
the
liability
that
that
offenders
will
walk
free
if
we
can't
deliver
disclosure
and
achieve
outcomes
dispositions
in
cases
in
a
much
quicker
fashion
than
we've
ever
done
before.
C
These
are
again
legislative
and
legal
trend
changes,
scope,
expansion.
We
are
now
wrestling
with
in
in
the
2021
budget,
a
new
approach
to
mental
health
and
addictions.
In
some
cases
that
will
reduce
scope.
C
I
think
perceptions
have
been
significantly
altered
by
global
events,
particularly
events
south
of
the
border,
but
also
very
much
by
local
events
and
the
impact
of
the
four
years
leading
up
to
the
monseon
trial.
The
four
weeks
after
and
I
said
it
publicly,
the
four
years
after
this,
there
are
huge
changes
in
terms
of
perceptions.
We've
seen
that
the
world
has
shrunk
and
something
that
happens
in
a
city
far
to
the
south
of
us
can
have
huge
impacts
locally
and
vice
versa
and
expectations.
C
People
want
solutions
yesterday,
they
want
changes
immediately
their
patience
for
long
institutional
change.
Cultural
change
is
very
at
a
very,
very
low
level,
and
so
how
do
we
manage
against
those
expectations
and
perceptions,
while
still
delivering
services
that
are
trusted
and
respected
within
the
community?
C
The
changes
in
broader
society
that
are
impacting
us
locally
here
all
have
served
to
undermine
legitimacy
and
trust
in
the
institution
of
policing
in,
I
think
institutions
across
the
board,
not
just
in
policing,
legitimate
trust
has
been
undermined
in
terms
of
our
views
of
leaders,
elected
or
otherwise
our
views
of
our
neighbors.
It's
a
much
more
polarized
society,
not
just
between
police
and
community,
but
between
us
and
everything
else.
C
I
know
this
is
a
busy
slide
with
with
lots
of
graphics
on
it,
but
if
I
can
simplify
it
down,
we
have
focused
for
the
majority
of
my
policing
career
three
decades
in
two
different
jurisdictions
and
a
bunch
of
different
international
deployments.
Policing
has
always
been
around
cops
and
robbers,
good,
guys
catching
the
bad
guys,
crime
up
crime
down.
C
We
know
that
that
crime
and
the
social
determinants
of
sorry
that
the
underpinnings
of
crime
are
often
the
social
determinants
of
health.
Things
like
nutrition,
nutrition
and
access
to
food,
education
and
graduation
rates
housing
as
a
major
issue
that
underpins
so
much
of
what
is
wrong
or
right
in
society.
Employment
and
we've
seen
the
impacts
of
the
covet
effect
on
employment,
particularly
in
small
and
medium-sized
businesses
across
this
country
and
across
the
city,
the
the
the
cohesion
of
family
and
whether
or
not
family
units
are
stable.
C
Much
of
this
underpins
an
individual,
a
family
and
neighborhood's
ability
to
be
safe,
to
expect
to
be
safe
and
to
feel
safe
and
to
actually
be
safe,
and
so
what
is
the
role
of
policing?
Is
it
now
doubling
down
and
tripling
down
on
managing
crime,
or
are
we
going
to
have
to
expand
the
scope
of
our
responsibilities,
not
necessarily
the
leadership
of
our
responsibilities,
but
the
scope
to
include
things
like
supporting
education
attainment
outcomes
being
at
the
table
and
discussing
housing
having
a
role
in
in
promoting
nutrition
as
much
as
we
promote
crime
prevention?
C
And,
yes,
we're
always
going
to
be
the
lead
role
on
the
crime
management,
the
pursuit
of
people
who
victimize
and,
in
some
cases,
terrorize
our
communities,
the
pursuit
of
those
who
for
their
own
egos
and
their
own
agendas
and
their
own
profit,
will
victimize
and
sometimes
terrorize
communities
the
support
of
prosecutions
to
put
to
make
sure
that
there
is
due
dil
due
process,
but
ultimately
right
dispositions
that
achieve
public
safety
outcomes
will
always
be
the
lead
in
that
area.
But
how
do
we
support
and
enable
in
all
those
other
areas?
C
How
do
we
produce
new
key
performance
indicators,
new
benchmarks,
new
shared
outcomes
and
shared
output,
shared
outputs
that
lead
to
shared
outcomes
that
reduce
risk,
build
resilience
at
the
individual,
family
and
neighborhood
level
that
prevent
crime
and
prevent
other
aspects
of
social
disorder
in
order
to
create
a
more
safe
and
well
city
and
society
next
slide?
Please.
C
And
while
we
talk
about
change
and
why
we
build
in
a
larger
multi-year
change
agenda,
we
can't
forget
we're
going
to
be
we're
going
to
be
refitting
and
maybe
reorienting
this
plane,
but
it's
still
a
plane
that
has
to
fly
and
it
has
to
fly
while
delivering
core
police
services.
Our
frontline
members,
almost
1300
of
them
working
a
24,
7
365
basis
in
canada's
largest
municipality
that
has
an
urban
core.
C
A
suburban
and
growing
large,
suburban
ring
a
rural
community,
a
green
belt
and
not
last,
but
last
but
not
least,
is
the
nation's
capital
and
works
in
a
very
complicated,
legislatively
complicated,
geopolitically,
complicated
national
capital
region.
That
is
the
job
of
the
police
of
jurisdiction
in
ottawa.
The
ottawa
police
service
has
to
do
its
core
mandated
policing
responsibilities,
assisting
in
prosecutions,
crime
prevention,
law
enforcement,
assisting
victims,
delivering
public
order
and
emergency
response.
We
need
to
focus
on
improving
road
safety
across
a
municipality
larger
than
any
other
municipality
in
canada.
C
We
need
to
address
violent
crime,
whether
it
be
on
the
street
or
inside
households
inside
multi-story
apartment
buildings.
We
need
to
respond
to
calls
for
service
across
a
massive
geography
and
we
need
to
do
that
integrated
with
municipal,
provincial
inter-provincial,
national
and
international
security
providers
who
all
operate
within
the
national
capital
region.
It
is
an
incredibly
complicated
piece
of
business
just
to
deliver
our
core
policing
business,
never
mind
advance
a
very
significant
change
agenda
next
slide.
Please.
C
So
going
to
transition
over
now
to
ceo
letourneau,
again
very
proud
of
the
work
that
jeff
has
done
in
his
full
first
year.
As
the
chief
administration
officer
he's
recruited,
a
strong
leadership
team,
particularly
in
cfo
cyril
rogers,
he's
contributed
to
the
building
of
a
strong
command
team,
myself
steve
bell,
acting
deputy,
joan
mckenna
and
superintendent
mark
ford,
who
has
been
in
alternating
roles
with
with
joan
they've,
taken
on
collectively
a
huge
amount
of
change
in
the
last
year,
they've
delivered
within
the
budget
envelope
and
within
the
13.5
million
dollars.
C
I
have
every
confidence
that
the
budget
we've
built
going
into
2021
will
advance
the
board's
priorities
will
work
in
compliance
with
the
city,
cities,
rules
and
the
board's
rules.
It
will
allow
us
to
deliver
core
policing
to
a
million
people
in
the
nation's
capital
in
the
national
capital
region.
It
will
allow
us
to
support
our
members
to
help,
allow
them
to
have
the
resources
to
training
the
health
and
the
wellness,
the
leadership
and
support
necessary
to
do
one
of
the
most
difficult
and
demanding
jobs
in
an
unprecedentedly
challenging
period
in
policing.
C
A
Thank
you
chief.
I
appreciate
the
warm,
the
warm
very
warm
intro,
so
I'll
start
with
the
2021
budget
directions.
A
Direction
was
received
on
october
26th
from
the
ottawa
police
services
board
and
they
are
as
follows:
direct
staff
to
prepare
the
2021
draft
operating
and
capital
budgets
based
on
a
3
percent
ottawa
police
services
levy
increase
and
an
estimated
1.5
percent
increase
in
taxes
resulting
from
assessment
growth
generated
from
new
properties,
the
draft
operating
and
capital,
but
they
are
aligned
with
these
directions.
A
The
following
key
investments
are
included
in
the
draft
budget:
neighborhood
policing,
20
growth
officers
to
create
suburban
neighborhood
resource
teams,
expanding
on
the
investments
made
over
the
past
two
years.
This
will
bring
the
total
number
of
of
officers
in
the
neighborhood
resource
teams
to
89
equating
to
an
11.5
million
dollar
investment
in
2021.
A
five
growth
officers
to
increase
the
number
of
community
police
officers,
along
with
the
development
of
a
youth
strategy,
including
a
review
of
the
school
resource
officer
program,
mental
health
services.
There's
the
chief
spoke
about
this
in
a
little
more
detail.
The
draft
budget
includes
a
1.5
million
investment
for
the
co-development
of
a
mental
health
response
strategy
with
community
partners
in
terms
of
sworn
officer
recruiting
significant
changes
and
improvements
have
been
made
to
the
sworn
recruiting
process
over
the
past
few
years.
A
In
2020
of
the
new
recruits
hired
33
percent
are
women,
35
percent
are
racialized
and
3
percent
are
indigenous.
These
recruits
are
highly
educated,
speak
multiple
languages
and
have
employment
and
volunteer
experience
in
youth
services.
Community
housing,
mental
health
services
and
victim
services,
sworn
recruiting
in
2021
will
continue
to
build
off
these
improvements.
A
A
A
A
Since
2012
ops
has
generated
20
million
dollars
in
annualized
operating
budget
efficiencies,
which
represents
six
percent
of
the
draft
2021
net
operating
budget
in
2021
as
you'll
see
later,
when
I
hand
over
to
cfo
cyril
rogers,
the
2021
budget
includes
2.7
million
dollars
of
budget
efficiencies.
A
Ops
management
is
here
to
support
the
board,
and
part
of
that
support
is
ensuring
the
board
has
accurate
information.
Over
the
past
number
of
weeks
there
have
been
reports
and
discussions
in
other
forums
that
highlighted
the
ops
budget
as
growing
faster
than
the
city
or
certain
city
departments
over
the
last
number
of
years.
A
This
slide
highlights
a
few
key
facts.
First,
the
ops
annual
budget
budgets
have
adhered
to.
City,
council
and
police
service
board
directions.
Over
the
years
the
ops
operating
budget
has
not
been
growing
faster
than
the
city,
as
the
ops
budget
has.
A
total
percent
of
the
city
budget
has
decreased
from
9.9
percent
in
2016
to
9.5
in
2018
and
has
remained
flat
up
to
and
including
this
year
2021..
A
A
A
The
following
slide
benchmarks:
the
ops
with
its
top
12
peers
across
the
country.
The
slide
shows
the
following
three
key
performance
indicators:
population
per
police,
member
percentage
of
municipal
budget
allocated
for
police
services
and
crime
severity
index
at
9.5
percent.
The
ops
budget
allocation
is
among
the
lowest
in
canada,
especially
when
compared
to
other
regions
containing
rural,
urban
and
suburban
geography.
A
A
The
crime
severity
index
has
also
been
added
to
this
slide
and
has
grown
by
23
over
the
past
five
years
in
the
ottawa
region.
This
is
consistent
with,
with
with
trends
that
we've
seen
across
the
country
as
well.
So
ottawa
is
not
an
anomaly
and
that's
increased
from
47
up
to
58..
This
is
still
below
the
canadian
average
of
79,
however,
is
above
our
regional
piers
like
peel
york
and
durham.
D
Thank
you
jeff
good
morning,
everyone.
Hopefully
everyone
can
hear
me
fine,
so
the
agenda
slide,
I'm
going
to
go
through
the
an
overview
of
the
2021
operating
budget,
the
three-year
operating
forecasts
followed
by
the
2021
draft
capital
budget
and
forecasts
and
then
finally,
a
time
table
outlining
the
2021
budget
process
and
key
dates.
Budget
proposal.
D
D
D
The
this
table
highlights
the
breakdown
of
the
13.2
million
2021
draft
operating
budget
increase
and
is
categorized
in
accordance
with
the
city
of
ottawa
budget
reporting
requirements
maintain
services,
11.3
million
investment
to
maintain
services
which
ensures
the
continued
delivery
of
adequate
and
effective
policing
services.
81
of
the
ops
gross
operating
budget
is
dedicated
to
staffing
costs.
The
compensation
element
of
the
budget
constitutes
the
most
significant
cost
each
year
and
reflects
8.8
million
attributed
to
compensation
and
benefit
increases.
Supporting
existing
ops
members
and
priorities.
D
D
It's
also
important
to
note
that
these
investments
continue
to
support
key
budget
priorities,
supporting
member
health
and
wellness
equity,
diversity
and
inclusion,
nrt
teams
implemented
in
2020
and
the
continued
return
on
investments.
We
are
seeing
through
the
new
streamline
and
recruiting
application
process
implemented
in
2020..
D
D
New
services
in
2021
800k
is
being
allocated
towards
key
budget
priorities
previously
outlined
by
the
chief
and
the
cio.
These
include:
1.5
million
for
mental
health
services,
offset
with
a
planned
million
dollar
contribution
from
our
provincial
partners,
180
000
for
sexual
project
and
225k
for
additional
training
to
be
provided
to
our
members
for
de-escalation
and
diversity.
D
D
600K
of
efficiency
is
for
travel
and
conferences
through
continuing
to
leverage
virtual
trading
opportunities
and
significantly
lowering
ops,
travel
and
expense
requirements.
Additional
1.1
million
of
savings
through
our
background
savings
savings
in
our
capital
contribution
and
several
other
cost
savings,
are
identified
within
corporate
support,
functions,
user
fees
and
revenue.
The
user
fee
increase
aligns
to
the
board's
user
fee
policy
and
ensures
that
user
fees
grow
at
the
same
pace
as
the
cost
next
slide.
D
D
D
D
D
This
table
highlights
the
2021
capital
envelope
to
ensure
that
our
assets,
such
as
our
fleet,
facilities
and
information
technology,
are
maintained
and
replaced
as
required.
The
24.1
million
budget
is
allocated
based
on
three
categories:
renewal
of
assets
such
as
fleet
facility,
lifecycle,
information
technology,
infrastructure
and
life
cycle
of
specialized
assets,
growth,
growth
requirements
for
the
facility
for
the
com
center,
and
I
t
related
infrastructure
and
strategic
initiatives
reflecting
key
investments
in
our
nrt
facilities.
D
D
The
2021
to
2030
capital
budget
forecast
reflects
258.7
million.
This
reflects
an
annual
average
estimate
of
26
million
per
year
and
aligns
to
the
2021
capital
budget.
This
forecast
reflects
the
annual
lifecycle
needs
to
renew
and
maintain
the
current
lps
asset
base
includes
growth,
funding
for
vehicles
and
strategic
future
strategic
initiatives.
D
D
The
following
meetings
and
dates
outline
the
next
steps
in
the
2021
operating
capital,
budget,
review,
approval
and
adoption.
The
public
will
have
the
opportunity
to
come
forward
with
delegations
during
the
finance
and
audit
committee
meeting
on
november
9th
and
again
at
the
lps
board
meeting
on
november
23rd.
D
The
final
city,
council,
review
and
adoption
will
take
place
on
december
9th.
At
this
time.
As
I've
concluded
my
portion
of
the
presentation,
I
would
like
to
extend
a
special
thanks
to
a
couple
of
the
core
members
involved
in
the
budget
process:
jonathan
sweet
manager
of
financial
planning
and
his
dedicated
team
sheila
hamilton
holm
bell
and
valerie
mccullum.
D
D
It's
also
important
to
extend
a
special
thanks
to
ever
fisher
for
her
patience,
and
I
gotta
parenthesize
and
capitalize
patience,
patience,
planning
and
support,
keeping
us
all
in
line
and
keeping
us
on
track
to
get
us
where
we
are
today
and
have
a
successful
tabling
in
the
2021
ops
budget.
Thank
you.
C
Cyril,
thank
you
and
chair.
If
you
just
permit
me
just
a
couple
of
closing
comments
here
as
we
transition
to
the
deliberation
portion
again,
it
took
a
huge
team
effort
to
pull
this
together.
C
Cyril's
identified
a
number
of
additional
names
of
key
people
who
were
able
to
to
help
the
command
to
envision
and
present
this
today,
we'll
do
our
best
to
make
sure
that
cyril
is
here
for
at
least
17
more
budgets
and
that
we
can
capture
bell
in
some
way
to
not
allow
her
to
retire
without
downloading
that
amazing
brain
of
hers,
as
well
as
of
the
heart
and
soul
that
goes
into
this
type
of
work.
C
C
We
are
going
to
deliver
services
that
our
members
feel
are
best
positioned
to
help
the
community
and
that
our
community
has
been
requesting
we're
putting
our
money
where
our
mouth
is,
we're
not
just
saying
something's
a
priority,
we're
resourcing
it
as
a
priority
as
a
demonstrated
priority.
C
This
organization,
through
the
oversight
of
the
board
and
the
effectiveness
of
the
command
present
and
past,
has
increasingly
found
ways
to
stretch
the
dollar
and
to
stretch
the
human
beings
within
this
organization
to
deliver
increasingly
better
services
against
a
flattening
cost
curve
of
the
police
budget.
We
are
in
line
and
in
compliance
with
the
city
and
the
board,
we're
adapting
to
massive
changes
and
we're
providing
high
quality
police
services
in
unprecedented
times,
one
of,
if
not
the
most
challenging
times
for
policing
anywhere
in
canada.
C
Certainly
right
here
in
the
nation's
capital,
very
proud
of
the
budget
we've
presented,
and
I
know
it
needs
to
go
through
a
process
of
deliberation
and
debate
to
get
to
a
decision.
But
I'm
proud
of
the
budget.
We've
presented
the
spirit
behind
it,
as
well
as
the
details
that
live
within
it
and,
at
this
point,
chair
happy
to
turn
things
over
to
you
for
further
discussion.
Preparation.
B
B
Okay,
I
did
see
counselor
king.
C
Yes,
thank
you
for
the
presentation
both
to
the
chief
and
staff.
I
do
have
a
process
question.
I
think
it's
just
primarily
for
the
public.
I
know
that
I've
been
receiving
just
some
inquiries
on
where
the
budget
documents
might
be
available
for
public
consumption.
So
I
was
just
wondering
if
staff
could
reintegrate
where
that
those
those
resources
would
be
made
available
for
the
public.
A
B
A
Thank
you
miss
thank
you,
chair
no
I'll
be
attending
on
monday
and
we'll
ask
my
questions
at
that
time.
Thank
you.
B
Perfect,
thank
you.
Okay,
seeing
no
one
else,
the
board's
finance
and
audit
committee
will
be
meeting
on
monday
november,
9th
at
1
pm
to
hear
from
public
delegations
on
the
budget
for
those
listening
who
would
like
to
address
the
committee.
Please
note:
the
deadline
to
register
is
this.
Friday
knows
november
6
at
4
pm.
You
can
email,
christa
ferrero
to
be
added
to
the
speakers
list
and
her
email
is
on
the
board's
website.