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From YouTube: Ottawa Police Services Board - 24 June 2019
Description
Ottawa Police Services Board meeting - 24 June 2019 - Audio Stream
Agenda and background materials can be found at http://www.ottawa.ca/agendas.
A
Okay,
we'll
start
with
confirmation
of
the
minutes
from
May
27th
minutes
number
7
and
from
June
6
minutes
number
8
married
declarations
of
interest,
seeing
none
committee
meetings,
reports
from
committee
chairs
to
want
to
do
that
before
we
do
the
consent
agenda
or
come
back
to
it.
Do
it
now
they're,
quick,
okay
policy
and
governance,
member
vellu
gifts.
Thank.
B
You,
madam
president,
so
the
policy
and
Governance
Committee
met
on
June
the
6th,
and
we
discussed
the
board's
2019
2020
20
draft
strategic
plan
and
provided
further
input.
The
updated
copy
is
before
the
board
for
final
approval
this
evening.
I
just
wanted
to
mention
one
point
that
came
up
in
our
discussions
and
it
was
in
regards
to
defining
what
is
community
policing,
and
we
had
a
discussion
during
that
meeting
that
we
really
do
want
to
meet
the
community's
expectations,
and
we
want
to
make
sure
that
our
definition
reflects
what
the
community
is
expecting
from
us.
B
B
C
Yes,
finance
notic
committee
met
on
June
the
10th.
We
had
two
preliminary
discussions
about
the
2020
budget.
We
also
received
presentation
on
back-office
transformations.
This
was
an
item
the
board
had
requested
to
receive
an
update
on
back
in
February
as
part
of
our
budget
discussions.
We
anticipate
receiving
a
further
update
on
this
item
in
September
and
that's
it
for
my
report.
C
A
You
very
much
member
Smallwood
and
then
the
Human
Resources
Committee
I'm,
the
chair
of
that
one.
So
I
have
a
short
report.
The
Human
Resources
Committee
met
on
June
17th
to
discuss
the
chief
and
CEO
recruitment
process
on
behalf
of
the
committee
and
board
I'm
happy
to
announce
that
the
postings
for
both
positions
are
up
on
the
Audra's
Bernsen
website
effective.
Today.
Interested
candidates
are
now
welcome
to
apply.
They
can
begin
submitting
their
applications.
Our
community
consultation
closed
on
June
7th.
We
received
a
lot
of
valuable
feedback
through
our
town
hall
and
survey.
A
We
have
incorporated
the
feedback
into
the
job
posting.
We
are
also
going
to
use
it
as
part
of
our
selection
process
going
forward.
We
are
accepting
applications
until
July
19th
and
we
anticipate
holding
interviews
in
August.
We
are
targeting
to
have
both
positions
filled
this
fall
and
that's
mine.
So
are
there
any
questions
on
any
of
the
committee
reports
seeing
none
received
on
all
of
those?
Thank
you.
Inquiries.
A
A
Item
number
two
background
check
fee
structure.
There's
a
presentation-
and
there
are
delegations,
so
we're
going
to
hold
that
and
return
to
it
item
number
three
strategic
direction
for
the
Ottawa
Police
Service
2019
to
2020.
There's
a
PowerPoint
so
we'll
hold
that
item
number
for
Ottawa
Police,
Service,
2018
annual
report,
there's
also
powerpoints.
That
would
be
holding
that
an
item
number
five
South
facility
phase,
a1
site
plan,
also
presentations
that
were
going
to
hold
that
item
number
six
professional
standards,
section
2018
annual
report.
Can
we
receive
that
one.
C
C
One
of
the
attending
motions
is
that,
with
respect
to
the
collection
of
identifying
information
tonight's,
just
the
this
justice
tox
report
and
recommendation
be
referred
to
the
policy
and
Governance
Committee
for
review
and
discussion
now
thinking.
Maybe
it
would
be
better
if
it's
acceptable
to
deputy
Jaswal
that
we
direct
it
to
him
and
he
can
put
it
as
part
of
his
EDI
report
and
then
come
back
to
us.
Once
he's
comes
with
the
EDI
report,
this.
C
A
Also
on
item
number
10
okay,
so
we
did
receive
a
response
to
one
of
our
inquiries.
It's
been
circulated,
okay,
so
we
take
that
one
on
for
you,
so
that
one's
received
okay
and
then
we're
saved
on
the
lip.
Okay
item
number
11
letters
of
commendation
received
okay
and
then
the
in-camera
items
I
wanted
to
add
one
in-camera
agenda
item
its
item
number
for
major
event
briefing,
so
that
will
be
added
to
our
in-camera
agenda
so
returning
them
to
our
health
items.
We'll
start
with
item
number
one:
the
Chiefs
verbal
report
thank.
E
You,
madam
chair
I,
will
try
and
be
brief
tonight,
as
we
I
know,
we
have
many
issues
that
we
are
discussing.
First
I'd
like
to
thank
all
the
board
members
and
the
senior
officers
that
attended
the
2019
badge
ceremony.
It's
a
big
day
for
us.
It's
a
great
celebration.
We
had
eighty-eight
officers
who
we
had
the
opportunity
to
swear
in
to
present
sorry
to
present
their
badges
and
celebrate
with
their
families
at
that
great
event,
over
700
people
attended.
E
E
Well,
as
we
have
over
the
last
couple
months
to
make
sure
that
the
thousands
of
people
that
attend
downtown
have
the
ability
to
arrive
and
go
home
safely,
we'll
be
able
we'll
be
providing
you
an
operational
briefing
tonight
at
our
in-camera
session,
I'd
like
to
thank
deputy
chief
Jaswal
and
the
diversity
and
race
relations
section
for
the
planning
that
they
did
around
the
Interfaith
safety
forum
that
occurred
the
week
before
last.
As
you
know,
it
was
in
response
to
concerns
that
we'd
heard
from
the
community
around
the
safety
of
religious
institutions
in
our
city.
E
It
was
great
to
have
so
many
people
out
there
and
it
was
a
really
good
opportunity
for
many
different.
The
Interfaith
community
to
have
a
dialogue
start
to
network,
get
some
information
about
some
best
practices,
as
well
as
see
the
resources
that
we
offer
within
the
Ottawa
Police
Service
I
think
it
was
a
positive
step
forward.
It
was
a
very
good
dialogue
and
I
hope
it's
a
conversation
that
we
can
support
and
continue.
E
Moving
ahead,
you
may
have
read
from
some
of
the
press
releases
we've
put
out
lately
that
we
continue
our
market
initiative
so
over
the
last
number
of
weekends
we've
conducted
community
safety
initiatives
in
the
market
and
what
that
is
is
an
opportunity
to
have
a
more
visible,
accessible
presence
within
that
area
of
a
number
of
police
officers.
As
part
of
these
initiatives,
we
conduct
bar
checks.
We
do
enforcement
of
all
sorts
of
laws
in
the
area
and
deal
with
social
disorder
issues
that
we
know
happen
on
nice
weekends
in
that
area.
E
We're
receiving
very
good
feedback
from
the
community
and
as
of
right
now
is
our
plan
to
continue
these
market
initiatives
through
the
rest
of
the
summer.
I
think
it's
also
important
when
we
have
come
together
to
take
the
opportunity
to
provide
you
with
some
of
the
good
news
stories,
both
the
great
work
that
our
members
do
on
a
daily
basis.
So
I
have
two
of
them
for
you
tonight
and
the
first
one
is
around
a
missing
persons.
E
Investigation
you
may
or
may
not
know
we
do
over
2000
missing-persons
calls
per
year
and
each
one
is
unique
as
we
go
to
deal
with
it,
the
11th
of
June.
Last
this
year,
a
couple
weeks
ago,
constable
Keith
Martin
was
called
to
respond
to
a
call
for
a
missing
elderly
male,
took
all
the
steps
necessary
contacted.
The
OPP
talked
with
other
agencies,
OC
Transpo.
We
have
a
triage
list
that
we
go
through
as
well
as
contact
the
bank
for
any
suspicious
card
activity
on
the
male's
account.
E
The
next
day.
Constable
Martin
received
a
call
that
the
male
was
using
a
bank
card
in
Canada,
so
he
advised
calm
center
and
a
number
of
officers
responded
to
the
area.
We
also
put
out
a
media
advisory
on
the
car
that
the
elderly
male
was
driving.
A
citizen
ultimately
observed
the
vehicle,
and
we
then
had
a
number
of
officers
flood
the
area
where
we
able
to
locate
the
male
it
turns
out.
E
The
male
had
been
was
disoriented
and
had
been
driving
around
for
26
hours,
thinking
that
he
had
returned
home
at
some
point
to
go
to
sleep
so,
thankfully,
for
the
work
of
Constable,
Martin
and
all
of
the
other
officers
involved,
they
were
able
to
get
to
this
man
help
him,
but
also
keep
the
rest
of
our
community
safe.
We
know
that
through
conversations
and
letters
that
we've
received
from
the
family,
they
were
very
pleased
with
the
outcome
and
very
grateful
to
the
officer
for
the
work
that
he
started.
E
E
E
Unclean
wasn't
just
wasn't
accepted
by
the
by
the
carrier,
so
what
the
officers
became
engaged
because
they
got
called
because
it
was
a
male
in
the
airport
and
they
went
down
and
they
were
able
to
locate
him
a
set
of
clothing,
get
him
a
place
to
shower
and
clean
up
and
ultimately
help
get
him
onto
the
next
flight.
So
the
male
continuous
journey
onto
Calgary
I
think
both.
E
F
Thank
you.
I
also
want
to
acknowledge.
We
got
an
email.
This
morning
we
had
the
board
about
Deborah
our
nose
group
working
to
facilitate
new
positions.
She's
the
executive
advisor
of
the
office
of
respect,
conduct
and
values
and
she's
been
working
for
a
very
long
time
with
staff
sergeant,
Peter
tunnel,
AK
and
Steve
Boucher
to
integrate
some
new
protocols
in
the
in
the
service,
and
we
were
officially
informed
today
and
I'm
very
proud
and
I'd
like
to
officially
congratulate
service
sergeant,
major
Peter,
Danyluk
and
serial
ceremonial
sergeant,
major
Steve
Boucher
for
their
new
official
titles.
E
E
These
positions
are
actually
designed
to
create
a
better
conduit
between
many
of
our
frontline
members,
members
from
staff
sergeant
down
and
the
executive
team
and
senior
officer
levels,
so
both
of
them
staff
sergeant,
Danyluk
and
Staff
Sergeant
Boucher
have
come
in
very
quickly
and
it
started
to
do
lots
of
work
in
order
to
give
us
ideas
and
opportunities
where
we
can
have
better
communication
and
exposure
with
our
frontline
officers.
So
thank
you
very
much
for
recognizing
them.
G
You
chair
Dean's,
first
of
all,
thanks
to
the
OBS
for
organizing
the
Interfaith
community
submit
it
was
really
exciting
to
meet
different
community
leaders
from
different
faiths.
I
have
a
question
for
you.
You
have
listened
to
their
needs.
How
their
needs
will
be
fitting
into
the
new
deployment
model.
E
D
Thank
you
thank
you
for
the
question,
so
certainly
as
a
product
of
that
forum
that
one
day
we're
preparing
a
report
on
the
things
that
we've
heard
but
I
think
we
spoke
strongly
around
a
response
to
hate
crime
and
how
we
are
supporting
faith
institutions,
faith
communities
around
the
issue
of
a
crime.
So
that's
going
to
be
incorporated
into
the
plan
going
forward
in
terms
of
our
review
that
we're
doing.
Basically,
we
are
retooling,
the
a
crime
response
to
make
sure
that
it's
more
substantive
and
meets
the
needs
of
those
communities.
D
G
D
E
C
Now,
if,
if
a
member
of
the
public
is
on
private
property
and
they're,
doing
an
activity
which
and
I
think
this
is
really
important
in
light
of
the
growth
of
private
security
and
we're
seeing
more
and
more
of
this
private
security
that
an
if,
in
the
eyes
of
that
hired
security
official,
they
believe
the
person
is
doing
an
improper
act.
They
have
the
authority
to
stop
the
person,
demand
identification
from
them,
and
if
that
person
fails
to
give
identification,
they
can
then
arrest
them
and
detain
them.
Is
that
the
case.
E
Yes,
so
the
trespass
to
Property
Act
has
governing
Act
the
Provincial
Offences
Act
that
lays
out
exactly
when
and
how
anybody
engaged
in
those
provincial
offenses
in
the
enforcement
of
those
provisional
offenses
can
stop
detain
anybody.
So,
as
you
indicated,
you
identify
is
actually
one
of
those
areas
that,
if
you
don't
identify
as
someone
who's
responsible
for
a
private
property,
whether
it's
a
homeowner
or
a
security
company,
you
can,
you
can
in
fact
be
detained
and
arrested.
And
then,
at
that
point
that's
when
the
police
become
engaged.
C
I'm,
just
so
I'm
clear,
you
said
Provincial
Offences,
but
the
initial
stop
would
have
occurred
could
have
occurred
not
because
of
provincial
events,
just
because
of
a
of
a
prohibited
action
that
the
property
owner
had
said,
for
instance,
don't
do
this
and
that
would
be
sufficient
cause
then
to
stop,
detain
somebody
and
seek
identification
from.
Is
that
correct?
So.
E
The
Provincial
Offences
Act
is
an
administrative
act
that
actually
lays
out
the
purpose.
The
conditions
under
which
somebody
can
arrest
the
actual
activities,
whether
it's
the
Highway
Traffic
Act,
the
liquor
license
act
or
the
trespass
to
property
act
as
I
think
you're
speaking
about
today,
further
lays
out
what
would
those
prohibited
activities
be,
so
those
activities
would
then
be
included
within
the
act
that
is
being
contravened.
E
So
whatever
the
prohibited
activity
is
because
it's
private
property
we're
that
we're
speaking
about
that's
where
the
trespass
to
property
act
is
enforceable,
whatever
the
owner
of
that
property
deems
to
be
prohibited.
As
long
as
there's
proper
signage
and
proper
notification
to
people,
then
yes,
they
cannot.
They
can
detain
someone
okay,.
A
H
H
H
Back
in
2017,
the
board
approved
a
full
cost
recovery
approach
for
background
check
fees.
This
enabled
the
o-p-s
to
meet
its
two
million-dollar
efficiency
targets
in
2017
and
2018.
The
online
background
check
system
was
launched
in
2017
after
significant
investment.
It's
the
first
online
service
in
Canada
that
offers
full
electronic
end-to-end
processing
in
24
to
48
hours.
H
H
Several
options
were
presented
to
comply
with
the
full
cost
recovery
model.
Those
rates
went
into
effect,
January
1st
2019
and
resolved
a
2.4
million
dollar
budget
deficit.
As
part
of
the
2019
budget
process,
the
board
reduced
revenues
by
$400,000
and
directed
o-p-s
staff
to
report
back
to
the
board,
with
options
for
adjustments
to
the
fees
for
background
checks,
taking
into
account
the
need
to
fairly
distribute
the
cost
of
the
service
amongst
users.
The
options
were
tabled
at
the
main
board
meeting.
Today,
the
report
is
presented
for
approval,
along
with
the
results
of
the
public
consultation.
H
This
slide
shows
the
fee
structure
for
background
checks
from
police
services
across
Ontario.
As
you
can
see
from
the
slide,
o-p-s
has
the
highest
fee
for
employment
in
Ontario
and
is
the
only
service
that
we
are
aware
of
not
charging
for
volunteers.
The
average
fee
for
employment
is
$50
and
the
average
fee
for
volunteers
is
$20
across
the
province.
H
In
developing
the
fee
options,
staff
created
a
set
of
principles
to
guide
us.
These
principles
are
treat
all
categories
equitably,
maintain
efficient
administrative
processes,
avoiding
multi
tier
pricing
models
and
manual
validation
processes,
and
this
is
important
to
maintain
an
efficient
service
delivery
model
to
keep
costs
down
and
to
meet
service
levels
and
finally,
minimizing
cross
segment
subsidization.
H
The
fee
structure
options
are
presented
as
follows:
option
a
was
status
quo.
This
left
employment
fees
at
$90
and
volunteer
fees
at
$0
option.
B
was
a
partial
cost
recovery
model.
The
$400,000
revenue
provision
was
applied
fully
to
reduce
the
cost
for
employment
which
reduced
the
employment
fees
to
$75.
Volunteer
fees
remain
zero.
An
option.
C
was
a
partial
cost
recovery
option.
Also,
the
employment
fees
were
reduced
to
$65,
which
is
the
average
cost
of
the
service.
Volunteer
fees
are
phased
in
at
$10
for
the
remainder
of
2019,
increasing
to
$20
on
January
1st
2020.
H
H
H
64%
of
the
respondents
were
volunteers.
In
terms
of
the
results,
26
percent
of
the
respondents
selected
option
a
as
their
preferred
choice,
option
a
is
the
status
quo
option
51%
selected
option
B
as
their
preferred
choice.
This
was
the
$75
fee
for
employment
and
zero
dollars
for
volunteer
and
23%
selected
option.
C
$65
for
employment
with
a
$20.00
volunteer
fee
phased
in
at
$10
for
2019.
H
Respondents
were
also
encouraged
to
submit
open-ended
comments,
a
summary
of
which
is
included
in
the
report.
This
questionnaire
was
extremely
helpful.
It
is
clear
that
background
checks
are
very
important
to
our
community.
We
understand
the
concern
of
the
volunteer
community
and
we
take
that
very
seriously.
Many
of
us
here
are
volunteers.
We
also
heard
from
the
employment
sector
and
the
impact
of
a
90
dollar
fee
on
them.
H
H
Employment
fees
are
reduced
to
$65
the
average
cost
of
the
service.
We've
done
our
very
best
to
minimize
the
impact
on
volunteers
by
phasing
in
the
fee,
$10
and
2019
increasing
to
20
dollars
in
2020,
which
is
the
average
fee
charged
by
other
police
services
across
Ontario,
and
the
recommendation
ensures
the
financial
sustainability
for
o-p-s.
H
The
recommendation
achieves
the
$400,000
revenue
reduction
per
the
budget
motion,
minimizes
customer
subsidization,
it
phases
in
the
volunteer
fee
and
it
maintains
efficiency
of
administrative
processing
so
moving
forward.
The
next
steps
would
include
implementation
of
the
rate
changes
to
be
effective,
September
1st
2019.
Thank
you
madam
chair.
This
concludes
my
presentation.
Thank.
A
I
You
very
much
thank
you
once
again
for
the
opportunity
to
address
the
board.
With
regard
to
the
issue
of
background
checks
for
volunteers,
as
I've
indicated
in
the
past,
the
issue
is
a
very
significant
one
for
our
members
and
and
based
on
the
results
of
the
survey
from
last
year
as
well
as
this
year.
The
members
are
quite
keen
to
ensure
that
we
do
not
have
fees
for
background
checks
for
volunteers.
We
also
recognize
that
it's
a
complex
issue
because
of
the
changes
to
the
fee
structure,
which
were
implemented
in
January
of
2019.
I
I
That
is
put
in
place
to
it,
which
will
impact
on
the
recruitment
of
volunteers
should
not
be
considered
in
our
city.
It's
been
argue
that
the
fee
is
not
very
high,
it's
only
ten
dollars
and
then
it's
20
dollars
starting
a
new
year,
but
it
must
be
recognized
that
volunteers,
many
of
whom
volunteer
at
more
than
one
organization,
would
have
to
pay
multiple
fees,
and
this
is
due
to
the
result
that
we
can't
share.
I
The
information
due
to
privacy
concerns
a
lot
of
insurance
provisions
that
not-for-profit
organizations
have
have
clauses
related
to
how
often
police
record
checks
have
to
be
undertaken.
Checks
are
usually
for
specific
positions
within
organizations,
as
opposed
to
just
a
general
volunteer
position.
So
therefore,
there
might
have
to
be
more
than
one
record
check
and
for
vulnerable
record
checks.
I
So
we
really
encourage
that
the
Police
Services
Board,
when
they're
looking
at
this
issue,
not
support
the
recommendation
that
the
beeoptions
see,
but
instead
continue
to
support
volunteers
and
encourage
volunteers
and
ensure
that
there's
no
barriers
put
in
place
that
would
deter
individuals
from
volunteering
in
our
community,
a
community
that
is
no:1
and
recognized
as
being
one
of
the
most
volunteering
communities
in
the
city
in
the
country.
Thank
you
very
much.
A
C
C
We
rely
exclusively
on
volunteers,
our
association
facilitates
soccers
all
summer
and
without
volunteers
we
do
not
exist.
We
beg
and
plea
for
volunteers.
Even
at
the
beginning
of
the
season,
we
are
short
on
coaches
in
assistant
coaches.
We
currently
have
over
200
volunteers
that
facilitate
soccer
for
our
1,600
players
this
year.
We
feel
that
the
fees
would
limit
the
number
of
people
that
would
be
available
for
our
Association,
especially
finding
volunteers.
It
is
the
most
difficult
thing
that
we
do
every
year
so
with
that,
we
would
like
to
keep
the
fees
at
zero
if
possible.
A
J
Hi
good
afternoon,
my
name
is
Kelly
and
I
want
you
to
know
that
I've
been
volunteering
at
Tontitown
community
health
center
in
Belliard
Road.
During
this
time,
while
I've
been
volunteering,
I
was
able
to
take
a
community
leadership
program,
take
part
in
a
hosting
meet
with
local
candidate,
and
the
federal
election
and
we'd
recently
had
to
take
part
in
a
social
prescribing
health
program.
In
this
program,
I
have
opportunities
to
offer
group
activities
to
the
residents
at
center
town.
J
J
Volunteering,
not
just
for
myself,
can
play
a
huge
role
in
decreasing
isolation
and
increasing
totalization
among
many
volunteers.
Many
of
us
are
in
low
income
and
paying
for
police
job.
Take
a
bite
out
of
our
tight
budget
Tom
about
also
volunteer
for
other
organization
and
to
pay
for
background
check
more
than
one
make
children
to
volunteer
very
difficult.
J
J
Good
afternoon,
chair
deans
and
member
thelovelies
services
fort
I,
don't
behalf
the
coalition
of
Community
Health
and
resource
centers
of
Ottawa.
We
thank
you
for
your
time
to
allow
us
the
opportunity
to
speak
to
you
and
the
13
health
community
health
and
resource
centers
offer
a
full
range
of
community
services
delivered
by
a
diaper
team
of
professionals
to
residents
across
album.
J
We
recognize
the
importance
of
responding
to
the
diverse
and
complex
needs
within
local
communities
and
pay
particular
attention
to
those
community
members
who
are
most
vulnerable
and
facing
barriers
for
health
to
health
and
community
involvement.
Volunteers
are
one
of
our
most
valuable
assets.
We
encourage
you
to
approve
option.
B
partial
cost
recovery,
volunteer,
preserve
pay,
$0
your
report
states
and
their
option.
B
the
400,000
set
out
in
the
2019
budget
will
be
applied
to
reduce
the
cost
of
background
checks
for
employment.
J
Volunteer
checks
would
continue
to
remain
free
and
the
full
cost
of
background
check
services
borne
by
those
seeking
employment
who
would
pay
$75.
This
option
means
the
400,000
revenue
consideration
approved
by
the
board.
The
report
says:
Ottawa
is
the
only
major
city
that
waives
a
background
check.
A
fee
for
volunteers,
a
testament
to
the
value
a
sees
in
volunteering
by
reducing
barriers
to
participation.
A
position
issue
remain
maintained
by
choosing
option
B.
J
You
will
not
only
continue
to
ensure
community
participation,
but
the
most
vulnerable
Ottawa
will
continue
to
demonstrate
their
value
and
commit
value
of,
and
commitment
to
volunteers
in
your
2018
survey,
69
percent
of
respondents
did
not
think
volunteers
should
pay
a
portion
of
the
background
check
service
and
years
in
your
June
survey.
Seventy-Seven
percent,
even
more
respondents,
echoed
the
the
No
Fee
option.
A
or
B.
The
community
clearly
demonstrated
the
importance
of
volunteerism
and
supported
a
zero
V.
J
Zero
dollar
fee
charging
volunteers
about
background
checks
will
create
a
barrier
to
participation
and
impact
on
community
programming,
especially
for
those
are
low
income
and
employed
and
could
even
discourage
them
from
volunteering.
It
also
opposes
the
significant
impact
on
nonprofit
organizations
such
as
CHR
sees
the
ability
to
recruit
and
retain
volunteers
and
at
financial
pressure
to
all
our
ad
type
artists.
There
were
three
thousand
and
four
choc
stolen
tears.
Last
year,
they
provided
in
ninety
seven
thousand
nine
nine
hundred
thirty
hours
of
their
valuable
time
within
their
community
Ottawa
communities.
J
The
Canada
conference
port
values
volunteer
hours
as
$27
an
hour,
which
amounts
to
a
financial
value
of
two
million.
Six
hundred
six
hundred
forty
four
thousand
one
hundred
ten
dollars
anything
a
fee
of
twenty
dollars
for
these
volunteers
would
be
sixty
thousand
eighty
dollars,
sixty
thousand
eighty
dollars
diverted
from
direct
community
annually.
For
us,
those
high
return
on
investment
is
as
at-risk
if
we
make
it
harder
for
nonprofits
to
engage
in
hire
volunteers,
this
increase
the
cost
of
the
background.
Checks
will
have
a
negative
economic
impact
if
it
goes
ahead.
J
Chr
sees
are
committed
to
actively
reviewing
our
background
screening
practices
to
reduce
the
impact
of
demand
for
them,
though,
we
must
also
ensure
the
safety
of
vulnerable
populations
we
serve,
who
interact
with
volunteers
such
as
children,
isolated
seniors
and
those
with
disabilities
are
living
with
mental
health
conditions
or
cognitive
impairments
and
newcomers
that
do
not
speak
English
in
French.
It
is
important
to
know
that
background
checks
are
also
mandated
by
legislation
such
as
Child,
Care,
Act
for
early
on
programs
and
a
requirement
for
many
nonprofit
insurance
plans.
J
The
background
checks
provided
by
the
OBS
are
an
important
and
essential
community
service.
Over
the
years,
o-p-s
has
worked
to
make
the
necessary
investments
and
ensured
a
parabola
cost
recovery
models
to
make
the
service
sustainable.
For
all
those
reasons
mentioned
above,
we
encourage
that
you
continue
to
make
Ness
an
Assessor
necessary
investments
by
approving
option
B,
which
is
the
only
option
that
recognizes
volunteer
contribution
well
same
time,
mitigating
the
impact
on
employees.
Thank
you
for
listening.
A
I
F
I
On
now,
thank
you
for
the
this
consultation
process
appreciate
it.
My
name
is
Susan
love
and
I'm,
the
director
of
circles
of
support
and
accountability.
It's
also
known
as
cosa.
It's
a
reintegration
program
for
people
coming
out
of
prison
specifically
who
have
offended
committed
sexual
offences
and
the
the
Ottawa
branch
is
we're
the
only
one
locally
we
also
operate
in
17.
Other
cities
across
Canada
research
shows
that
those
who
have
participated
in
cosa
they
have
a.
I
Reoffending
compared
to
those
who
are
not
involved,
so
our
program
is
based
on
volunteer
volunteers
from
the
community
and
without
them,
I
really
believe
that
that
our
volunteer
recruitment
would
suffer.
If
we
had
to
you
know
we
we
are
a
non-profit
all
of
us
across
the
country.
If
we
had
to
cover
the
cost.
You
know
we'd
be
looking
at
approximately
just
here
in
Ottawa,
we
have
about
50
volunteers,
we'd,
be
looking
at
a
cost
of
approximately
a
thousand
dollars
a
year
that
we
would
have
to
raise
or
take
out
of
our
operational
budget.
I
A
Are
any
questions
for
the
delegation
seeing
none?
Thank
you
very
much
for
being
here
well
now,
go
to
questions
to
staff.
I
just
had
a
couple:
I
wanted
to
start
with
the
first
one
pertains
to
the
first
slide,
where
you
indicated
the
number
of
background
checks
has
doubled
between
2013
and
today
or
2018,
290
thousand,
so
presumably
45,000
checks
in
2013
and
in
2018
there
were
90,000.
H
A
significant
increase
lately
in
the
2016
2017
period
has
come
from
the
uber
organization,
so
that
was
that
one
one
driver
of
the
increase,
as
well
as
the
increase
participation
in
in
in
youth
sports.
Those
are
those
are
two
of
the
key.
The
key
drivers
of
the
above
the
background
check
increase
as
well
as
the
general
population
increases
over.
That
time
is.
G
H
That
that's
it's
really
out
of
our
hands.
Unfortunately,
those
as
one
of
the
the
previous
delegations
mentioned
there
are
regulations
from
the
except
by
the
RCMP
related
to
background
checks,
as
well
as
each
organisation
has
their
risk
management
policies
that
they
have
in
place
about
sharing.
So
that
is
really
out
of
the
opss
hands,
as
well
as
other
police
services,
hands
organizations.
A
And
then
I
just
wanted
to
ask
about
option
B,
because
obviously
it
seems
in
some
measure
to
be
the
best
of
both
worlds.
I
mean
it's
kind
of
choosing
between
two,
not
great
options
and
C.
Either
volunteers
pay
a
fee
or
the
employment
sector
who
have
a
lot
of
you
know:
minimum
wage
income
earning
summer
students
and
everything
else
are
charged
more
than
the
actual
cost.
So
neither
one
seems
like
a
great
solution,
but
my
concern
about
option
B
is
that
it
won't
be
sustainable.
H
H
H
C
Thank
you,
I
want
to
say,
I,
really,
respect
and
appreciate
members
of
the
audience
speaking-
and
this
has
been
a
really
challenging
item
for
the
board
to
deal
with,
but
I
did
have
a
question.
One
of
the
items
that
many
people
many
of
the
delegations
mentioned
was
the
impact
on
volunteers.
If
there
was
a
charge
of
$20
or
even
indeed,
if
there
was
a
charge
of
$10,
I,
think
and
I
just
wondered.
C
Guess
it
was
there
any
way
you
could
look
at
if
this
paying
a
fee
meant
that
there
was
less
volunteerism
in
these
other
cities,
and
there
is
an
there
is
currently
in
Ottawa.
Is
there
some
way
if
we
can
see
the
the
comments
have
made
that
if
we
put
any
charge
on
it
would
have
a
detrimental
impact
on
volunteers
in
the
city?
Do
we
have
a
higher
rate
of
volunteerism
because
we
have
zero
than
the
other
cities?
Do?
H
C
Oh,
the
the
I
guess
as
a
follow-up
to
that
was
just
the
other
thing.
That
I
think
concerned
me
about
option.
B
was
that
one
of
the
principles
that
we
gave
and
that
you
attempted
to
do
was
that
we
that
we
not
have
cross
subsidization
so
effectively
option
B
leaves
their
employment
people
subsidizing
the
volunteers
and
that
just
didn't
seem
quite
fair.
So
those
are
the
two
things
and
I
guess
you
can't
answer
one
of
them,
but
the
other
thing
we
know
the
answer
to.
C
H
H
One
correction
to
a
piece
of
information
I
just
gave,
and
it's
thanks
to
my
manager
of
records.
They
just
clarify
that
legislatively
records
checks
cannot
be
shared
amongst
organizations,
so
I
apologize
for
giving
that
incorrect
information,
but
I
wanted
to
correct
that
for
the
record
that
legislatively
records
checks
cannot
be
shared
amongst
organizations
if
you
have,
if
you
have
additional
questions
to
that,
like
my
manager
would
be
happy
to
come
down
and
and
further
further
share
expand
on
that.
K
So
the
question
is:
why
can't
police
record
checks
be
shared,
so
the
way
the
legislation
is
written
is
written
written
in
the
singular
tense,
for
the
simple
reason
that,
if
for
vulnerable
sector
queries
pardon,
which
is
a
pardon
sex
offence
registry,
the
minister
needs
to
disclose
that
information.
He
needs
to
know
for
what
position
and
for
what
role
that
that
volunteer
will
have.
A
M
M
K
The
reasoning
behind
it
is
that,
because
it
is
a
grant,
a
pardon
has
been
granted,
there
needs
to
be
I,
guess
a
fair
decision
on,
and
it's
not
arbitrarily
just
given
by
a
system,
but
really
somebody
that
sits
downs
and
looks
at
the
role
and
responsibilities
of
the
volunteer
or
employment
position.
And
that
is
the
reason
why
okay.
F
K
K
F
F
Why
can
they
not
present
that
I
understand
that
the
Ministry
does
it
for
a
specific,
but
it
it
could
be
still
shared
and
then
that
other
organisation
could
could
essentially
essentially
say
you
know
we
want
one
specifically
for
us,
but
the
person
applying
for
volunteer
position
should
be
able
to
share
their
information
fact
for
full
disclosure.
I
would
think
that
they,
the
organization,
would
want
them,
even
if
they've
been
given
a
part
and
would
want
them
to
have
that
information
at
their
I.
F
Just
I
wouldn't
want
one
of
my
grandchildren
on
a
team
with
somebody,
who's
been
convicted
of
a
sexual
offence,
and
then
you
know
received
a
pardon
under
whatever
circumstances,
and
yet
you
know
because
this
wasn't
disclosed
or
it
wasn't
disclosable
and
the
purse.
The
volunteer
themselves
was
not
compelled
to
disclose
that
even
with
consideration.
I
would
still
think
that
it
would
be
something
that
should
be
could
be
shared
by
the
person,
although
not
by
the
service
I
understand
not
by
the
ministry
I
understand,
but
by
the
person
themselves.
K
So
that
property,
the
police
record
check,
is
belongs
to
that
person
once
it's
turned
back
to
them,
what
they
in
turn
do
with
it.
It's
not
up
to
us
to
decide
as
a
police
service,
but
for
the
legal
requirement
of
the
dissemination
of
criminal
record
information.
We
need
to
know
what
the
position
and
what
role
that
person
will
be
for
the
reason
that
we're
querying
the
pardon
sex,
offense
registry
I.
F
Do
understand
that
I'm,
just
if
it's
three
similar
type
positions,
the
certificate
should
be
able
to
be
applicable
to
all
of
them
if
it's
a
different
type
of
position
than
I
understand
it's
a
separate
process.
But
if
they're,
like
I,
said
a
sports
team,
a
daycare
and
a
camp
they're,
three
very
similar,
the
vulnerabilities
gonna,
be
the
same
and
frankly,
the
certificates
gonna
get
the
same
information
I'll
in
the
end,
because
it's
it's
three
package
type
of
anyway.
That's
just
my
I
understand
it's
not
the
police
service.
E
Think
it's
I
think
it's
important
to
bring
us
back
to
remember
that
we
don't
set
the
policies
within
the
internal
valve
in
mean
volunteer
organizations
about
how
they
utilize
them.
We
run
off
the
legislation
and
that's
how
we
provide
them
to
the
individuals.
So
if
there's
a
lotta
within
volunteer
sectors,
look
at
how
they
could
group
together
to
accept
records,
checks
that
that
would
be
good.
But
those
aren't
things
that
we
control.
A
A
It
has
put
a
lot
of
pressure
on
us
and
our
previous
based
structure
just
no
longer
works
for
us
and
I
know
all
the
board
members
know
we're
coming
into
a
very,
very
difficult
budget
in
2020,
so
we
have
to
make
some
tough
decisions
and
one
of
the
principles
that
we've
been
using
to
guide
us
is
that
we
not
do
cross
subsidization.
I.
A
Personally,
would
love
to
see
that
continue
as
I'm
sure
all
of
my
board,
colleagues
would,
with
90,000
police
checks
having
to
be
done
every
year,
there's
just
a
reality
that
it
costs
money
and
it's
not
in
the
police
services
budget
to
subsidize
that
going
forward.
To
that
extent,
nor
do
I
think
it's
fair
that
we
heard
from
organizations
like
the
Y
and
others
that
for
them
having
students
come
in
is
very
important
and
it
was
the
the
cost
$90
that
we
had
was
just
unaffordable.
So
it's
you
know.
A
It
feels
like
we're
making
choices
of
them
amongst
all
poor
choices,
and
if
we
had
more
money
we
would
happily
continue
with
the
status
quo,
but
I
don't
think
that's
a
reality
for
us.
So
as
a
chair
of
the
board
I'm
going
to
recommend
to
my
colleagues
that
we
accept
the
staff
recommendation
for
option
C
so
carried.
D
A
E
So,
thank
you
very
much.
You
can
advance
the
first
slide
as
the
board
is
aware.
There's
legislative
requirement
that
every
Police
Service
and
every
Police
Services
Board
has
a
strategic
plan
or
a
business
plan.
That's
renewed
at
least
every
three
years,
so
our
current
plan
expired
in
Indy
at
the
end
of
2018
and
we're
before
you
today
with
our
new
with
the
new
plan
that
we've
done
quite
a
bit
of
work
with
the
board
and
developing.
E
So
this
ban,
this
plan
will
be
our
eighth
plan
since
1995
and
it's
built
based
on
the
starting
of
public
opinion
survey,
members,
Census
and
member
engagement
survey
from
that.
We've
worked
several
several
days
through
several
sessions
with
the
Police
Services
Board
and
to
look
to
develop
on
how
we
can
align
ourselves
to
best
deliver
the
policing
services
for
this
community.
E
Over
the
past
eight
months,
we've
worked
with
the
previous
board
and
now
this
new
board,
as
we've
worked
with
the
previous
executive
and
now
and
the
new
executive
as
we
look
to
come
up
with
this
plan
to
move
ahead
so
with
that
I'm
happy
to
turn
it
over
to
Deputy
Chief
jazz.
Well,
who
will
present
the
outcomes
of
all
that
work?
Thank.
D
You
chief,
so
the
board
has
seen
this
and
I
know.
We
presented
the
overall
plan,
as
member
Valiquette
said
at
the
policy
and
Governance
Committee,
but
just
in
terms
of
some
of
the
highlights
around
the
changing
policing
environment
that
we're
operating
in
as
the
board
knows,
we
have
a
rapidly
changing
community
in
terms
of
cultural
and
linguistic
profiles
of
our
communities,
the
needs
of
our
communities
and
certainly
the
expectations
that
our
community
has
of
policing
services.
We
also
continue
to
see
a
large
demand
for
what
we
would
say.
D
Our
social
disorder
issues
non
policing
issues,
whether
that
be
mental
health,
substance,
use
disorder
issues
and
our
recent
challenges.
Continuing
challenges
with
opiate
use,
there's
also
the
changing
legislative
environment
and
chair
Nava
had
a
chance
to
talk
about
the
community
safety
plan
as
an
opportunity
for
the
police
service
and
certainly
other
city
partners,
to
look
at
how
we
are
aligning
services
and
resources
to
break
out
of
a
policing
versus
a
community
investment
type
silos
and
actually
look
at
services
across
our
city.
D
We
also
see
changing
nature
of
crime
and
certainly
borderless
crime
through
the
use
of
technology,
the
internet,
etc.
Increasing
the
complexity,
methodology
and
cost
of
police
investigations
I
think
it's
important
to
state
again
that
the
public
expectations
for
accountability
and
transparency
of
policing
is
increasing.
Certainly
the
missing
murdered
indigenous
women
and
inquiry
several
studies
around
racial
profiling
and
policing,
and
certainly
our
own
work
around
traffic
stop
race.
D
Data
collection
are
key
pieces
that
help
us
understand
that,
in
fact,
we
need
to
change
the
way
that
we
are
delivering
policing
services
to
meet
the
needs
of
those
communities.
We
continue
to
tackle
and
address
our
own
pressures
from
a
cop
to
pop
staffing
perspective.
As
we
reorient
our
service
delivery
model.
The
board
is
aware
as
well
that
we've
engaged
a
number
of
different
strategies
to
understand
the
internal
and
external
environment
through
the
research
methodology
which
was
expanded
in
the
last
business
plan
cycle.
D
Public
trust
in
the
service
remains
high,
but
there's
an
increasing
number
of
residents
who
indicate
that
Trust
is
declining
and
I
think
we
can
certainly
say,
anecdotally
and
and
the
feedback
we're
getting
that
are
indigenous
racialized
and
diverse
communities
are
particularly
challenged
with
public
trust
and
confidence
in
the
police
services.
So
that
needs
to
be
something
that
concerns
us.
D
The
public
wants
increased
police
presence
and
familiar
familiarity
with
officers
at
a
neighborhood
level,
and
we
see
that
in
their
comments
around
wanting
to
be
and
feel
more
connected
to
the
police
service
and
those
officers
that
are
keeping
their
communities
safe.
We
also
know
from
a
member
perspective
that
engagement
internally
continues
to
be
a
challenge
and
we
need
to
do
a
better
job.
Around
health
and
wellness
supports
for
members.
D
I
know
there's
been
a
lot
of
innovations
that
we've
introduced
in
the
last
number
of
years,
but
that
continues
to
be
something
that
we,
our
tackling
in
terms
of
making
sure
that
we
have
members
ready
to
do
their
their
assigned
duties.
We
go
to
the
next
slide,
I
believe
the
we
again
we
met
with
the
board
in
March,
and
we
reconfirmed
in
fact
that
the
vision
mission
values
that
we
currently
have
are
continue
to
be
valid
and
current.
D
D
Light
is
what
we'd
call
it
and
again
the
four
priority
areas
that
are
now
represented
within
the
strategic
plan
around
community
policing,
equity
diversity
and
inclusion,
members
and
modernization,
and
we've
chosen
to
focus
on
those
activity,
areas
that
are
wholly
within
our
control
because
of
the
short
time
frame
of
the
strategic
plan.
If
you
look
at
the
actual
areas,
you'll
see
the
focus
on
advancing
our
community
policing
response
and
not
specifically
in
relation
to
work
that
the
interim
chiefs
leading
around
neighborhood
policing
teams
and
our
continued
focus
around
street
violence.
D
D
We're
going
to
start
communicating
that
externally,
as
well
through
our
partners,
as
well
as
through
social
media,
to
make
sure
that
the
community
is
aware
of
the
strategic
direction
they're.
Taking
that
we
are
taking
from
a
reporting
perspective,
we
are
continuing
to
try
to
move
from
outputs
to
outcomes
as
much
as
we
would
like
to
focus
on
outcomes.
That's
that's
a
that
is
a
challenge
that
we
are
currently
engaged
with.
D
We're
certainly
not
where
we
need
to
be
from
my
perspective,
but
that
I
know
our
team
in
PBA
is
is
working
hard
to
get
us
to
that
point
and
I
think
the
last
thing
I'll
mention
around
reporting
is
that
traditionally
we
have
done
large-scale
surveys
of
our
community
to
understand
where
we're
at
and
we
are
looking
at
innovations
that
will
help
us
do
pulse
checks
so
that
we'd
have
more
timely
information
at
shorter
time
intervals.
To
help
us
ensure
that
we're
on
track
in
terms
of
some
of
the
decisions
and
changes
that
we're
making
internally.
D
D
So
if
the
board
is
comfortable
with
this
plan,
we'd
actually
begin
that
work
within
the
next
few
months
to
look
at
our
next
three-year
business
plan
and
we're
happy
to
obviously
work
with
you
on
that
one
as
well,
but
I'm,
confident
that
the
plan
that
we've
put
forward
today
meets
the
current
needs
of
the
police
service.
Current
needs
of
our
members
and
certainly,
most
importantly,
the
needs
of
our
community
without
I'm.
Happy
to
take
any
questions.
A
C
You
very
much
so
it's
a
great
presentation
and
having
been
through
the
whole
thing
I
can
see
it
all
pulling
together.
Now
the
one
comment:
I
have
it's
on
page
three
or
slide
three,
which
I
guess
is
kind
of
a
40,000
foot.
Look
at
things,
and
one
thing
that
was
really
loud
and
clear
from
the
community
was
the
important
which
you
mentioned
specifically
earlier
about
forming
relationships
and
I.
C
Just
wonder
if
in
that,
it
wouldn't
make
sense
to
say,
established,
neighborhood
based
problem,
solving
teams
to
address
local
public
safety
concerns
and
establish
a
relation
relationships
with
the
community,
because
I
think
that's
one
thing
that
certainly
I
heard
loud
and
clear
from
everybody
was:
is
that
they
really
wanted
to
have
that
relationship
going
on
in
their
communities.
So
that's
my
only
comment
on
it.
I
think.
G
You
for
the
good
presentation-
DCG
yes
well,
concerning
the
South
Division,
which
is
a
huge
facility.
Is
there
a
plan
to
utilize
this
space
beyond
police
services
to
engage
and
promote
public
support
like
relocating
a
few
of
the
city
services
which
encourages
police
public
partnership?
If
you
have
some
thoughts
on
that,
it's.
C
A
B
D
So
it's
a
it's
a
very
fair
question,
so
I
think
the
elements
that
we've
included
in
the
business
plan
because
of
the
short
time
frame,
are
things
that
are
already
underway
and
the
other
important
component
of
that
are
there.
They
are
activities
that
are
wholly
within
the
control
of
the
police
service
and
so
I
think
that
makes
it
more
realistic
in
terms
of
its
achievability.
M
My
question
is:
is
what
steps
is
the
force
taking
to
make
sure
that,
when
they
say
they're
advancing
community
policing
that
they're
advancing
the
community
policing
that
the
community
actually
wants
to
see
as
opposed
to
what
the
Force
believes
is
the
right
way
to
go?
It
may
be
the
same
I'm
not
saying
it's
not.
How
do
we
make
sure
we
have
that
synergy?
E
I'm
glad
you
service
there,
because
that's
what
we
regularly
use
this
talk
about
us
as
a
police
service,
you're
you're,
absolutely
right.
So
it's
very
focused
for
us
as
we
roll
out
these
neighborhood
based
policing
teams
that
every
community
in
every
neighborhood
is
unique
and
the
services
that
they
want,
need
and
expect
from
their
Police
Service
and
their
neighborhood
based
policing
teams
are
different
and
unique.
E
E
Now,
these
neighborhood
teams
we're
going
to
the
specific
neighborhoods
where
we
are
going
to
base
them
and
we're
having
dialogues
with
key
community
members
and
community
groups
to
get
their
input
on
what
are
the
key
activities
that
those
teams
should
be
involved
in
what
are
the
key
community
safety,
low
level
crime,
social
disorder
issues
that
affect
those
communities?
And
how
can
we
be
the
most
effective
in
building
community
safety
and
public
trust
in
policing?
So
you
are
your
bang
on
right.
That's
exactly
what
we're
doing
in
each
of
those
communities
through
this
plan,
so.
M
If
I
fall,
what
you
said,
then,
that
your
roll
out
this
time
round
is
not
going
to
be
a
cookie
cutter.
It's
going
to
be
different
community
by
community
in
terms
of
of
what
you're
hearing
from
community
associations,
religious
groups,
you
know
what,
whatever
you
consider
is
stakeholders
to
be
so
it
may
be
a
little
bit
different
downtown
than
it
is
in
the
suburbs
than
it
is
in
the
rural
areas.
Is
that
is
that
what
we're
expected
to
take
away
from
the
meeting
tonight?
Yes,.
M
E
We
continue
to
develop
that
the
neighborhood
based
policing
teams
that
we're
talking
about
here
are
going
to
be
in
three
communities.
Three
sectors
they'll
be
in
vanie,
Overbrook
they'll,
be
in
the
south
end
of
Ottawa
and
they'll,
be
in
the
Caldwell
area,
and
those
are
that
Caldwell
Carlington
area.
E
Those
are
the
areas
where
we're
focusing
and
doing
our
pilot
on
those
neighborhood
based
teams
and
what
we
are
doing
is
conducting
an
evaluation
on
how
effective
they
are
to
deal
with
crime
and
social
disorder
issues
in
those
and
build
community
and
public
trust
from
that
we'll
be
looking
at
rolling
those
out
more
broadly
next
year
with
the
tweaks
that
we
have
from
the
evaluation.
So
that's
where
the
start
is
is
in
those
three
neighborhoods
and
then
the
broader
expansion.
After
that,
okay.
M
E
What
you'll
see
is
you'll
continue
to
see
the
engagement
of
your
community
police
officer
you'll
continue
to
see
your
school
resource
officers
in
that
area,
depending
on
where
it
is,
you
might
see
an
increase
in
the
bikes
and
Beach
unit
in
your
areas
because
they
move
they
won't
be
in
those
three
neighborhoods
after
we
deploy
those
teams
and
you'll
still
see
the
ability
of
our
frontline
officers
to
engage
in
the
low-level
crime
and
social
disorder.
Problem-Oriented
policing
projects
like
we're,
starting
to
see
a
building
of
recently,
okay.
A
E
N
Afternoon,
thank
you
very
much
so
we're
here
today
to
provide
you
with
the
presentation
on
the
2018
Oh
PS
annual
report.
The
annual
report
provides
the
board
in
public
with
information
on
the
services
performance
and
highlights
some
of
the
people
and
program
behind
the
numbers.
It
provides
a
comprehensive
look
at
key
crime
call
and
traffic
statistics
for
the
City
of
Ottawa
and
its
23
wards,
and
it
provides
updates
on
projects
and
organizational
issues,
initiatives
that
aim
to
help
shape
the
future
of
policing
in
Ottawa.
But
really
the
annual
report
is
a
progress
report.
N
On
this
next
slide.
You'll
see
that
the
content
of
the
annual
report
also
builds
upon
some
of
the
quarterly
reports
that
are
presented
to
the
board
each
quarter
throughout
the
year,
and
these
are
the
requirements
that
are
in
our
adequacy
standards
as
well
as
board
policy,
so
just
for
some
example,
the
semi-annual
status
report
on
a
strategic
plan,
the
operational
performance
report,
which
provides
detail
and
crime
and
calls
for
service.
Our
workforce
management
report,
which
provides
detail
on
our
people,
the
complaints
report
and
financial
status
reports
us
some
examples.
N
So,
like
many
major
cities
in
Canada,
since
2016,
we
have
seen
an
increase
in
the
volume
of
reported
crime.
This
includes
the
volume,
the
rate
and
the
severity
with
the
rise
in
the
number
of
offences.
We've
also
seen
a
corresponding
decline
slightly
in
our
clearance
rate.
These
are
cases
that
are
cleared
by
charger
clear
by
their
means
and
a
closer
look
at
those
results.
Beyond
this,
the
total
level
will
show
that
you'll
see
an
increase
in
level
one
sexual
assaults
level.
N
One
assaults:
robberies
as
it
relates
to
person
related
offenses
and
on
the
property
side
of
things,
you'll
see
an
increase
in
theft
under
five
thousand
frauds
break
and
enters
contributing
to
the
trend
as
a
result
of
the
increase
in
trend,
an
increasing
trend.
What
you'll,
also
notice
on
the
right-hand
side
is
an
increase
in
the
number
of
arrests
and
charges.
You'll
also
see
a
decline
in
the
number
of
youth
related
charges,
but
that
also
corresponds
to
an
increase
in
the
number
of
diversions
through
other
means.
N
How
we
respond
to
high
frequency
low-risk
calls
where,
specifically,
there
was
no
suspect,
no
evidence,
no
immediate
danger
or
witnessed
to
be
immediately
interviewed
at
the
scene.
These
types
of
calls
now
are
actually
taken
by
our
police
reporting
unit
agents
and
they're
subsequently
followed
up
by
investigators.
N
So
in
the
past,
where
we
would
have
dispatched
two
police
resource
to
that
and
that
may
have
been
handled
in
a
different
way,
it's
now
being
coded
as
a
criminal
offence,
that's
being
handled
downstream
by
investigators,
so
which
has
an
impact
in
terms
of
the
overall
number
of
incidents
on
the
next
slide.
Here
you'll
see
some
information
around
our
core
policing,
Service,
responding
to
emergencies;
you'll
note
that
we
receive
about
340
thousand
requests
for
service
annually.
This
includes
both
reports
received
online
and
reports.
N
Our
calls
coming
in
through
our
comm
center
total
demand
in
this
area
overall
online
and
calls
has
increased
by
five
percent
last
year.
We're
now
north
of
three
hundred
and
forty
requests.
Comparing
to
the
previous
year,
you'll
note
that
that
was
about
10,000
calls
versus
about
nearly
5,000
reports
and
our
online
reporting
system.
Despite
some
challenges
that
we've
had
with
it,
has
experienced
significant
growth
28%
last
year
alone
in
terms
of
reports
being
received
online.
N
When
we
look
at
the
most
serious
of
calls
that
we
handle
we
out
receive
on
average
about
3,500
of
them
here
on
this
slide,
you'll
see
that
number
is
higher
than
that
3,500
over
the
past
five
years
or
4,100
in
2018,
and
what
we've
seen
driving
the
five
percent
increases.
Tiered
response
calls
so
those
calls
that
were
supporting
our
emergency
emergency
service
partners
looking
at
response
performance,
so
we
have
a
service
standard
in
terms
of
the
amount
of
time
it
takes
us
to
respond
to
priority.
N
L
You
Karen,
as
you
heard
during
the
Chiefs
verbal
report
earlier
this
afternoon,
policing
is
about
more
than
enforcing
the
law,
and
you
heard
some
great
examples
already,
but
we
also
make
a
difference
by
working
with
our
partners
in
responding
to
emergencies.
Another
great
example
is
when
the
tornadoes
set
down
in
the
fall
of
2018,
the
o-p-s
responded
within
minutes
took
the
helm
in
forming
a
unified
command.
They
set
up
a
reception
center,
followed
up
with
Ottawa
residents
to
ensure
they
were
safely
accounted
for
and
then
assisted
with
the
cleanup.
L
We
also
make
a
difference
by
delivering
our
core
policing
services
and
focusing
our
efforts
where
they're
needed
the
most
through
our
public
opinion,
research
and
other
engagement
methods.
We've
heard
loud
and
clear
that
changes
need
to
be
made
to
our
service
delivery
model
in
terms
of
community
policing,
as
our
residents
feel
more
in
touch
with
the
o-p-s,
when
they're
able
to
connect
directly
with
an
officer
who's
consistently
in
their
neighborhoods.
L
So
in
response,
some
changes
were
made
in
2018,
including
dedicating
a
bikes
&
beats
unit,
an
increasing
presence
in
the
market,
Rito
and
Vani
areas
during
peak
demand
periods.
We
know
we
have
more
work
to
do
to
meet
our
community's
expectations
and
we've
already
started
along
a
path
to
develop
a
neighborhood
based
community
policing
model
2018
also
brought
a
major
legislative
change
with
the
legalization
of
cannabis.
This
brought
about
new
challenges
related
to
traffic
enforcement,
but
o-p-s
was
well
prepared.
L
We
trained
our
officers
to
recognize
drug
impairment,
late
charges
within
the
new
law
and
we
updated
our
policies
and
procedures
to
address
the
increase
in
violent
crime
in
2018,
the
o-p-s
deployed
new
pivot
teams.
We
developed
an
internal
street
violence
and
gang
strategy,
and
we
deployed
more
resources
in
certain
areas
of
the
city
during
the
summer
months,
and
we
all
saw
that
the
me2
movement
gathered
strength
in
2018
and
that
contributed
to
the
volume
of
reported
violent
crime
related
to
sexual
assaults.
L
In
response,
the
o-p-s
trained
additional
resources
and
partners,
we
continued
Ottawa's
version
of
the
Philadelphia
model
project
and
we
introduced
a
new
facility
dog
to
help
support
victims
of
crime
and
traffic
and
road
safety
continue
to
be
a
top
concern
among
our
residents.
Some
highlights
from
2018
include
the
introduction
of
a
new
dedicated
traffic
analyst,
the
purchase
of
a
LPRs
and
enhanced
education
and
awareness
campaigns
such
as
leave
the
phone
alone
and
the
step
program.
L
This
section
of
the
annual
report
speaks
to
our
staff,
complement
the
organization,
outreach
and
recruiting
efforts.
Member
wellness
and
exceptional
calls
for
service
in
terms
of
our
demographics
from
the
budget
process.
Ub
know
that
in
2018
the
service
had
an
approved
complement
of
just
over
2000
full-time
equivalents
and
about
70%
of
our
members
are
sworn
as
you've
already
heard.
L
The
service
is
actively
recruiting
we're
looking
to
hire
500
new
officers
in
the
next
five
years
and
as
part
of
that
recruitment
process,
we
all
want
to
ensure
diversity
among
our
workforce
and
if
you
have
any
referrals,
please
send
them
our
way
in
an
effort
to
do
this,
we've
enhanced
our
outreach
and
recruiting
efforts
through
things
such
as
a
new
dedicated
outreach
and
recruiting
team.
We
hold
special
in
special
information
sessions
and
we've
introduced
a
mentorship
program
for
applicants
and
you'll
also
recall
that
in
December
2017
we
conducted
a
member
census.
L
Providing
our
members
with
training
opportunities
is
critical
to
our
operations
and
member
engagement
and
in
2018
we
made
some
changes
in
terms
of
member
development.
For
example,
we
introduced
a
new
training
and
development
Directorate.
We
rolled
out
the
second
phase
of
the
developmental
rotation
program
and
we
made
improvements
to
our
member
transfer
program.
Our
members
are
our
most
important
resource
and
the
o-p-s
continues
to
invest
in
their
wellness
to
make
sure
that
our
people
are
healthy
and
resilient.
Highlights
in
2018
include
the
launch
of
the
peer
support
program
and
enhancements
to
the
real
you
program.
L
Building
stronger
relationships
and
trust
with
our
communities
is
a
key
focus
and
o-p-s
takes
this
responsibility
seriously.
This
section
of
the
report
includes
information
on
some
of
the
good
work
done
by
a
few
of
our
sections.
It
also
talks
to
the
new
community
equity
council
and
also
to
awards
and
volunteers,
based
on
the
feedback
from
our
communities
in
2018.
L
The
o-p-s
relaunched
its
community-based
consultative
group,
and
this
new
community
equity
councils
role
is
to
provide
advice
and
insight
to
the
police
on
ways
to
strengthen
their
relationships
with
indigenous
faith-based
and
racialized
communities
or
organizations
in
Ottawa.
It's
co-chaired
by
the
o-p-s
and
a
community
member
and
they're
currently
looked
forming
working
groups
to
examine
specific
issues
and
develop
collaborative
solutions.
L
We
also
know
that
relationship
building
is
integral
to
every
aspect
of
policing
and
while
every
member
is
responsible
for
relationship
management,
there
are
specific
groups
among
in
within
o-p-s,
including
the
community
development
section,
the
diversity
and
race
relations
section
and
the
community
police
officers
and
school
resource
officers
who
have
this
as
part
of
their
main
function,
and
we
also
host
partnership
in
action.
Community
consultation
sessions
we
held
four
and
2018.
L
We
also
hold
separate
individual
community
engagement,
tivities,
ranging
from
police
week
to
discussion
forums
on
things
like
the
diversity
audit
and
we
couldn't
deliver
effective
public
safety
services
without
the
service
delivery
partners
such
as
Ottawa
fire,
Ottawa,
EMS,
Ottawa,
Victim,
Services
and
others,
and
by
working
together
with
other
partners
such
as
crime,
prevention,
Ottawa,
Crimestoppers
and
safer
roads.
Ottawa
and
our
volunteers
are
also
key
to
developing
and
maintaining
these
community
relationships.
And
another
example
is
our
Oh
PS,
hoop
star's
basketball
team
who
attended
more
than
70
events
at
schools
and
community
centres.
L
Last
year
and
each
year,
o-p-s
hosts
a
gala
to
celebrate
policing
and
raise
money
to
support
our
community
partners.
The
28th
2018
recipients
were
the
Ottawa
sports,
an
Entertainment
Group,
who
received
a
little
over
71,000
towards
its
at-risk
youth
program,
the
great
canadian
theatre
company,
who
received
almost
12,000
towards
its
youth
drama
program
and
the
Beachwood
cemetery
receiving
almost
16,000
towards
the
o-p-s
memorial.
L
Since
2010,
the
gala
has
raised
nearly
a
million
dollars
for
14
organizations
within
our
community
and
just
a
heads
up
tickets
go
on
sale
very
soon
for
the
2019
gala,
which
will
be
held
on
Saturday
November,
the
9th
an.
In
conclusion,
this
presentation
provides
some
of
the
highlights
from
last
year.
We
encourage
everyone
to
read
the
full
report,
either
in
its
PDF
format
or
online
by
section
of
interest.
Both
methods
are
available
on
the
o
PS
website.
L
B
I'm,
not
a
question
just
a
comment.
Thank
you
for
your
presentation.
You
went
into
a
lot
of
detail
very
interesting
stories.
A
great
read,
so
thank
you.
I
just
wanted
to
bring
your
attention
to
page
64
in
the
little
box
that
you
say
did
you
know,
and
it
reads
less
than
1%
of
all
calls
attended
by
the
o-p-s
require
the
use
of
force.
In
fact,
most
calls
are
resolved
solely
with
officer
presence
and
communication.
Effective
communication
and
de-escalation
continue
to
be
at
the
foundation
of
police
public
interactions.
E
So
yeah
I
can
speak
to
that.
We
have
three
hundred
and
about
350,000
calls
for
service
a
year.
We
probably
have
well
over
a
million
contacts
with
the
public
year
and
based
on
these
numbers,
less
than
1%
of
our
interactions
with
the
community
as
it
relates
to
calls
for
service
result
in
the
use
of
force.
We
train
heavily
around
de-escalation
training.
E
We've
actually
really
increased
our
our
presence,
our
knowledge
and
our
training
to
our
members
in
terms
of
how
to
communicate
and
how
to
de-escalate
deescalate
situations,
so
that
has
become
part
of
how
we
engage
in
all
of
our
interactions
in
the
past
and
then
moving
ahead.
So
in
that,
we
we're
very
proud
of
this
statistic
to
say
that
on
very
very
few
occasions
as
our
members
engage
with
the
public,
do
they
need
to
use
force.
A
H
So,
thank
you,
madam
chair.
Well,
while
the
team
is
getting
organized
at
the
table,
I
just
wanted
to
introduce
quickly,
so
the
South
facility
represents
the
largest
capital
project
ever
undertaken
by
the
o-p-s.
It
is
entering
a
very
exciting
phase
and
Pam
Mills,
chief
physical
environment
officer
and
her
team
are
here
today
to
provide
the
board
an
update.
Thank
you.
O
Okay,
we're
all
set
to
go,
so
it's
actually
a
very
exciting
day
to
be
here,
because
we
get
to
present
you
with
our
new
South
facility,
which
is
a
big
moment,
I
think
in
any
services
history.
It's
wonderful
to
bring
new
look
new
real
estate
on
that
will
support
our
operations
and
will
serve
our
community
in
a
meaningful
way.
O
So
pleased
to
be
here
today
to
talk
to
you
and
I'd
like
to
introduce
you
to
a
few
members
of
my
team,
Carol
Roper,
who
is
the
director
of
facilities,
planning
and
project
delivery,
who
you've
seen
with
me
before
Pauline
decares,
senior
project
manager
on
the
South
facility
project
and
David
Stone?
Who
is
our
one
of
the
architects
on
our
architectural
team
who
is
with
moriyama
and
Toshima
and
CSP
architects?
O
You
will
recall
we
presented
the
board
with
a
campus
approach
for
the
entire
15
acre
site
on
Prince
of
Wales
Drive.
When
we
began
our
work
with
moriyama,
Toshima
and
CSP
architects
in
2018,
we
explored
other
site
development
opportunities
that
led
to
an
opportunity
to
optimize
and
densify
the
site
pursuing
savings
that
would
that
could
be
used
to
offset
some
of
the
pressures
that
were
coming
out
through
the
design
process
and
allowed
for
better
collocation
opportunities
of
our
services.
O
You'll
recall
that
we
came
to
see
you
in
April
this
year
and
brought
forward
a
revised
plan
that
fully
integrates
the
original
phase
1
facility
and
the
phase
2
facility
into
one
single
building
instead
of
two.
The
project
is
now
simply
called
South
facility
in
April.
We
also
mentioned
to
you
that
we
undertake,
in
a
significant
amount
of
pre
consultation
with
the
communities
surrounding
our
site,
to
seek
their
input
and
feedback
at
the
start
of
design
and
prior
to
applying
for
site
plan
application.
O
This
allowed
us
to
address
community
concerns
and
build
feedback
into
our
design.
Right
from
the
start.
Some
of
the
comments
we
received
from
the
community
related
to
green
space
safety,
both
from
the
vehicle
perspective,
as
well
as
pedestrians,
access
to
the
site
and
traffic
control
and
noise
concerns.
O
Specifically,
here's
what
we
heard
from
the
community
and
how
we
we
have
responded
through
the
design
process.
The
community
wanted
green
design
features
with
efforts
made
to
preserve
green
space
and
the
natural
features
of
the
site.
There
was
interest
in
preserving
trees
along
the
southern
edge
of
the
site
and
ensuring
that
the
building
blends
in
with
the
natural
environment
you'll
see
through
our
presentation
today.
The
architects
have
been
particularly
sensitive
to
the
building
massing
blending,
the
building
into
the
natural
environment
and
using
materials
that
complement
the
natural
surroundings.
O
We
also
heard
concerns
about
the
safety
of
neighbors
and
residents
of
Carlton
Lodge
and
not
impeding
the
natural
elements
and
recreation
that
are
currently
employed
or
sorry
enjoyed.
Rather
a
long
Lodge
Road
again
in
the
design
that
you'll
see
that
Lodge
Road
remains
intact
and
unimpeded
by
our
facility
and
that
the
activity
is
currently
enjoyed
by
our
local
community
will
remain,
as
is
in
addition,
there
won't
be
any
OTS
traffic
on
Lodge
Road.
All
access
and
egress
is
off
of
Prince
of
Wales,
and
it's
done
through
very
well
designed
traffic
patterns.
O
Finally,
the
community
spoke
about
noise
concerns
during
construction
and,
although
that's
one
of
those
things,
we
will
not
be
able
to
prevent
entirely
I'm
afraid.
We
certainly
have
a
big
sensitivity
to
the
issue
and
we
will
do
everything
in
our
power
to
ensure
that
the
impact
on
our
neighbours
is
minimal.
O
We'll
work
within
the
city,
noise
by
bylaws
and
we've
established
a
very
reasonable
construction
schedule
that
will
minimize
the
amount
of
after
our
work.
That's
required
the
noisiest
period.
We
expect
to
be
at
the
beginning
of
the
construction,
which
will
be
during
site
mobilisation,
the
excavation
process,
as
well
as
the
preparation
of
our
foundations.
O
So
in
May
we
filed
that
site
application
form
that
we
talked
about,
and
tomorrow
evening,
we're
going
starting
at
6:30.
The
city
in
the
O
PS
will
be
hosting
a
public
o
housed
as
part
of
the
site
plan.
Application
process
it'll
be
held
at
the
Rideau
Valley
Conservation
Center,
located
at
30
889
Rita
Valley
Drive,
which
is
not
far
from
the
site
of
our
new
future
beautiful
building.
Today,
we're
very
pleased
to
have
David
stone
with
us
from
Laurie
Amon
Toshima.
Here
to
present
you,
the
design
of
this
exciting
new
facility.
O
The
architects
have
done
an
excellent
job
on
behalf
of
the
board,
the
community
and
the
o-p-s.
By
creating
a
facility,
that's
respectful
of
the
site
and
surrounding
community,
while
also
establishing
a
civic
presence
for
Ottawa
police
on
Prince
of
Wales
Drive,
we
look
forward
to
receiving
community
feedback
tomorrow
during
the
open
house.
So
with
that
I'll
turn
it
over
to
David
Thank.
P
P
So,
firstly,
as
we
embarked
on
this
project
over
a
year
ago,
we
we
began
with
a
survey
of
the
existing
o-p-s
building
portfolio.
As
you
know,
it
spans
about
70
years
of
built
heritage,
a
variety
of
architectural
styles
and
expressions
it'd
be
no
surprise
to
you
that
hunt
Marr
is
the
most
recent
example.
It's
very
well
loved
by
staff
and
the
community,
and
we've
made
sure
to
take
some
cues
from
that.
P
Next,
moving
on
to
the
site
surrounding
context,
as
you
know,
we
have
a
beautiful
15
acre
site
at
the
confluence
of
the
Rideau
and
Jacque
rivers
and
Bar
Haven.
The
actual
o-p-s
parcel
is
part
of
a
larger
27
Aker
city-owned
site,
which
includes
the
Carlton
Lodge
long-term
care
home
immediately
to
the
north.
The
site
has
spectacular
views
out
to
the
Rideau
River
and
as
a
strong
presence
on
Prince
of
Wales
Drive,
and
it's
surrounded
by
the
heart's
desire
neighbourhood
immediately.
P
Excuse
me
to
the
west:
it's
also
surrounded
by
a
variety
of
city
and
ncc
owned
parkland,
which
will
be
a
tremendous
opportunity
and
amenity
for
o-p-s
staff.
The
map
here
just
highlights
some
of
the
seven
kilometers
of
multi-use
trails
directly
accessible
from
the
site,
which
can
be
used
by
o-p-s
members,
they're
sure
to
be
loved.
The
image
on
the
top
right
actually
shows
the
nearby
Vinnie
Memorial
Bridge,
which
is
really
the
only
large
Civic
structure
in
the
area.
P
So
we've
taken
some
cues
from
that
as
well,
and
the
building
design
zooming
into
the
site
proper,
we're
showing
here
some
of
the
key
environmental
considerations
that
played
into
the
site,
design
and
the
building
design.
Firstly,
I'll
just
point
out
that
Carlton
Lodge
on
the
right
side
of
this
image
is
north,
so
when
I'm
referring
to
north
east,
west
and
south,
the
right
side
of
the
image
is
north
here.
P
I'll
just
I'll
say
that
the
white
arrow
here
demonstrates
that
quite
a
significant
slope
that
we're
dealing
with
on
this
site.
It
really
doesn't
it's
not
really
perceivable,
as
you're
driving
by
the
site
on
Prince
of
Wales,
but
there
is
an
18th
foot
or
6
metre
slope
down
the
site
which
presented
some
challenges
to
us,
but
also
some
opportunities
in
blue
we're.
Looking
at
the
predominant
winds
which
are
blowing
from
the
southwest
and
then
lastly,
in
orange
the
crescent-shaped
orange
shape.
P
P
So
all
of
those
points,
along
with
o-p-s
operational
requirements,
of
course,
are
influential
in
the
development
of
the
site
plan
now
shown
here,
as
you
may
recall,
in
as
Pam
spoke
about,
the
2017
master
plan
actually
proposed
a
phased
approach
across
a
site
from
north
to
south.
With
with
multiple
buildings.
P
As
we
began
work
on
the
project,
we
thought
it
prudent
to
explore
the
option
of
incorporating
phase
B
on
top
of
phase
a
as
a
third-story
and
again
Pam
pointed
to
some
of
this
earlier,
but
we
felt
there
was
a
benefit
and
cost
savings
due
to
reduced
excavation
and
site
work.
It
obviously
would
allow
more
preservation
of
land
for
future
development.
P
The
entire
project
team
felt
that
was
very
important
to
minimize
the
impact
to
Lodge
Road,
which,
as
you
know,
is
a
quiet
residential
street,
which
residents
of
Carlton
Lodge,
actually
use
for
strolling
and
walking.
The
nearby
community
also
uses
large
roads,
connect
to
the
multi-use
pass
north
and
south
of
the
site,
so
we've
made
sure
to
limit
access
to
and
from
Prince
of
Wales
Drive.
P
That
being
said,
we
have
maintained
the
back
of
house
connection
to
carlton
Lodge
staff
parking
lot,
but
principally
most
of
the
traffic
we
anticipate
more
than
80
percent
of
daily
traffic
will
be
using
the
intersection
at
the
north
end
of
the
site,
which
is
shown
on
the
right
side
of
the
site
in
this
image.
But
we
have
added
a
secondary
entry
and
exit
for
staff
and
fleet
vehicles
at
the
south
end
of
the
site.
This
is
both
for
convenience,
given
the
the
staff
parking
lot,
but
it
also
provides
redundancy
for
exiting
for
fleet
vehicles.
P
Visitors
will
be
entering
the
site
at
the
main
entry.
They
can
immediately
turn
right
into
a
visitor
parking
loop
where
the
collision
Reporting
Center
is
located.
Visitor
parking,
as
well
as
the
main
lobby
and
entry
to
the
building
from
their
fleet
and
staff
vehicles,
can
proceed
through
the
secure
zone,
which
is
indicated
by
the
red
dotted
line
on
the
image.
P
They
can
take
an
immediate
right
into
the
covered
and
closed
specialty
vehicle
garage
or
proceed
further
and
enter
the
open-air
fleet
parkade
and,
lastly,
they
can
access
the
large
staff
parking
lot
which
wraps
around
the
bottom
of
the
building
or
the
east
side
of
the
building.
That's
also
where
I
am,
and
shipping
and
receiving
would
be
located.
P
We've
also
pedestrian,
it's
important
to
note.
We've
also
incorporated
a
pedestrian
gate
on
Lodge
Road
and
that
will
provide
access
to
the
river
and
to
nearby
amenities
and
walking
trails
for
o-p-s
staff,
but
it
would
also
provide
access
for
members
coming
to
work
on
alternate
means
of
transportation.
P
Okay,
now
moving
on
to
the
architectural
design,
but
before
we
do
I'll
just
note
that
the
illustrations
were
about
to
show
they're
just
a
snapshot
in
time,
so
it's
in
you
know
we're
only
at
33%
right
now.
So
it's
important
to
know
these
materials
finishes
and
details
may
evolve
as
the
project
continues
on
to
completion
shown.
P
Here
is
the
material
palette
we're
proposing
for
the
project,
so
these
are
all
natural,
robust,
long,
lasting
materials
that
speak
to
both
the
Civic
nature
of
the
project,
but,
most
importantly,
we
feel
fit
in
really
well
with
the
natural
surroundings
of
the
site
you
can
see.
Some
of
these
materials
are
similar
to
those
used
at
Hunt
Meyer,
as
I
spoke
to
earlier,
and
we've
also
made
use
of
white
as
a
subtle
nod
to
the
Vimy
memorial
bridge.
P
And
now
for
their
perspectives,
our
first
image
shown
here
is
the
main
visitor
parking
loop,
the
front
plaza
and
the
main
public
entrance
to
the
building
you
can
see
here,
even
though
it's
a
three-story
building,
it
only
appears
as
if
it's
a
two-story
building
from
Prince
Prince
of
Wales
being
burned
into
the
hillside.
You
can
imagine
how
different
this
would
feel
if
we
hadn't
incorporated
phase
B,
and
it
was
just
a
long
slender
one-story
building
the
main
public
entrance
here
is
very
clearly
identifiable
shown.
P
As
the
glass
box
we've
made
a
distinct
effort
to
make
the
community
hub
that
front
lobby
of
the
building
is
open
and
accessible
as
possible,
with
ample
glass
and
daylight.
A
strategy
also
we've
taken
a
try
and
break
up
there's
a
very
large
building.
So
we've
tried
to
break
that
up
by
making
each
volume
of
the
building
slightly
different
in
terms
of
its
materiality,
but
obviously
they'd
be
complementary.
P
The
next
view
is
taken
a
little
further
south
on
Prince
of
Wales
Drive.
You
can
see
in
the
foreground
here
on
the
right
side
of
the
image
that
secondary
entry
and
exit
to
and
from
the
staff
parking
lot
with
that
lot
shown
beyond
in
the
distance.
This
image
also
starts
to
give
you
a
sense
of
that
six
meter
slope
across
the
site,
so
you
can
see
the
building
actually
becomes
a
three
storey
building
on
the
east.
P
Also,
what's
illustrated
here
are
louvered
sun
shades
across
that
whole
South
facade
of
the
building,
and
these
will
help
control
daylight.
The
way
we've
oriented
the
building
will
help
us
optimize
that
to
limit
glare
and
the
office
spaces,
but
it
also
provides
a
sense
of
security
and
privacy
to
staff
who
are
working
in
the
building,
particularly
at
night.
P
P
We've
proposed
some
Boston
Ivy,
clad
screens
around
the
parkade,
as
well
as
ample
landscaping,
and
this
is
just
to
provide
some
visual
privacy
to
operational
spaces,
but
it's
also
dual
purpose:
dual
purpose
in
that
it's
providing
a
nicer
view
for
carlton
Lodge
residents
located
at
the
north.
As
you
know,
majority
of
people
traveling
by
the
site
are
in
a
vehicle
with
the
exception
of
the
Carlton
Lodge
residence,
which
we'll
be
looking
at
it
throughout
the
day.
P
Also,
in
the
middle
of
the
image
here,
you
can
see
the
large
three-story
glass
atrium,
so
the
heart
of
the
secured
portion
of
the
facility
where
members
will
be
mixing
on
a
daily
basis,
it'll
also
be
a
beacon
at
night
when
lit
up.
The
last
thing
I'd
like
to
point
out
here,
is
just
again
in
an
effort
to
minimize
the
size
of
this
building.
P
It's
a
very
large
building
and
how
we've
attempted
to
do
that
on
the
east
side
is
to
basically
break
it
up
vertically,
so
we're
trying
to
make
the
lower
level
look
more
part
of
the
landscape
as
if
it's
emerging
from
the
hillside
and
then
we're
sitting
a
more
of
a
two
storey
volume.
On
top
of
it
and
again
that's
an
an
attempt
to
try
to
minimize
the
impact
of
its
height
from
Lodge
Road
and
surrounding
residences.
P
The
next
image
is
basically
zoomed
in
from
the
previous
image
again
on
the
east
side
of
the
building
facing
the
Rideau
River.
This
image
is
where
the
majority
of
staff
will
be
coming
and
going
on
a
daily
basis
is
the
main
staff
entry.
Again
you
can
see
that
idea
of
the
lighter
two-story
box
on
top
of
a
lower
level.
We've
also
employed
some
vertical
fins
here
on
the
east
and
west
facade
to
control
some
of
the
harsh
morning
and
late
Sun,
but
also
again,
to
provide
a
sense
of
security
and
safety
to
o-p-s
staff.
P
P
This
image
summarizes
the
exterior
design.
Sorry,
if
it's
a
bit
hard
to
read
on
the
screen,
but
this
basically
will
demonstrate
to
you
the
visitor
parking
loop
in
the
foreground
of
the
image,
as
well
as
a
connection
to
Carlton
Lodge
on
the
left.
Here,
you
can
also
make
sense
of
some
of
the
areas
that
were
a
bit
harder
to
see
in
the
other
images,
the
FL
SS
courtyard,
which
is
a
courtyard
for
the
specialty
vehicles,
as
well
as
the
upper
level
of
the
open-air
fleet
parkade.
P
Last
but
not
least,
this
is
an
image
of
the
main
community
hub
of
the
building
the
front
lobby
situated
on
the
northeast
corner
of
the
building.
This
main
public
entry
will
be
generous
in
size
and
height
it'll,
be
exceptionally
well-lit.
We're
aiming
to
make
it
visible
to
the
community
welcoming
space
will
provide
direct
connections
actually
to
both
the
Community
Police
Center
shown
in
the
middle
of
this
image
and
the
community
board
room
which
will
be
located
right
behind
where
we're
standing
in
this
image.
P
It'll
have
ample
seating
self
reporting
kiosks
again
shown
in
the
middle
of
this
image.
A
large
number
of
service
wickets
shown
on
the
right
and
the
space
will
be
accessible,
inclusive
and
has
been
designed
for
ease
of
use
and
wayfinding,
and
with
that
that
completes
this
portion
of
our
afternoon
I
hope
you
feel
excited
by
the
design
you've
seen
here
today.
We
certainly
hope
to
make
this
an
inspiring
building
for
both
o-p-s
and
the
community
at
large.
So
thank
you
very
much
so.
O
I'll
just
do
closing
remarks
I'd
like
to
mention
that
a
project
of
this
scale
takes
a
considerable
amount
of
effort
and
time
and
dedication
to
deliver.
First
of
all,
I'd
like
to
thank
the
board
and
the
executive
for
the
support
that
we
received
for
this
project
and
I'd
also
like
to
recognize
the
excellent
work
in
collaboration.
That's
been
going
on
with
our
project
team,
our
city
partners
and
many
of
the
o-p-s
members
who've
actually
contributed
a
lot
of
time
and
effort
to
the
design
of
the
facility.
O
I'd
also
like
to
thank
my
facilities
team
who
carry
a
huge
responsibility
for
delivering
the
project
on
behalf
of
the
o-p-s
they're,
actually
keeping
this
project
on
track,
they're,
keeping
it
within
the
budget
and
within
the
scope,
and
those
are
never
easy
things
to
do
and
in
any
environment
but
they're
doing
a
great
job.
This
is
the
biggest
facility
project
undertaken
by
the
o-p-s
in
many
many
years.
Certainly
it
is
the
biggest
one
we've
undertaken
and
it
is
a
a
specific
big
big
deliverable
for
us
on
the
facility
strategic
plan.
O
O
The
next
milestone
will
be
the
award
of
the
construction
contract,
which
will
be
coming
back
to
you
for
in
April
of
2020,
and
we
hope
that
we'll
see
you
all
tomorrow
at
the
public,
open
house
and
if
I
may
be
so
bold
as
to
answer
the
first
question
before
we
open
it
up
to
questions.
I
could
take
member
Norman's
question
it's
fine
okay,
so
it
was
regarding
the
partnership
opportunities
with
the
city.
I
believe
what
we
can.
O
Let
you
know
is
that
we
have
a
very
close
working
relationship
with
the
city
with
their
real
estate
office.
They
are
strategic
partners
with
us.
They've
contributed
on
many
of
the
items
that
we
do.
They
are
our
real
estate
partners
in
general.
We
regularly
engage
with
them
on
partnership
opportunities,
both
from
their
side
and
from
our
side,
and
we've
had
lots
of
success
with
that
in
the
past.
We
also
have
an
ad
hoc
committee
that
meets
about
partnership
opportunities
from
time
to
time,
depending
on
what's
happening
in
the
different
services.
O
There
were
no
opportunities
identified
for
the
first
phase.
Well,
actually,
it's
the
first
and
second
phase,
but
now
it's
all
in
one.
There
were
no
identify
identify
opportunities
for
that.
However,
the
city
has
expressed
an
interest
for
possible
partnerships
as
we
develop
the
next
eight
and
a
half
acres
of
land.
So
we'll
talk
to
them
about
it
at
that
time,
where,
as
we
get
closer
to
development
and
see
what
they
have
in
mind,.
A
C
Thank
you
very
much.
The
presentation.
One
comment
you
mentioned:
the
use
of
native
species,
which
I
wholly
endorse
and
think
is
a
wonderful
idea,
but
according
to
Google
on
Boston
Ivy
is
native
to
Asia,
not
Canada,
so
I
when
you
said
Boston,
ivory
I
thought
doesn't
sound
right
and
it
isn't
so
just
in
case
you
happen
to
be
out
looking
for.
B
We
were
in
consultation
with
the
city
in
regards
to
public
transportation
and
we
were
informed
that
they
don't
have
any
current
plans
at
extending
public
transportation
along
Prince
of
Wales
Drive.
The
site
was
selected
quite
a
few
years
ago
in
2006,
and
as
we
were
going
through
the
site
approval
process,
we
had
established
criteria.
C
A
Just
to
follow
up
on
that,
it
is
outside
currently
the
urban
transit
area,
but
that
doesn't
necessarily
mean
it
will
always
be
outside
the
urban
transit
area.
It
is
very
close
to
the
village
of
manitech,
which
is
growing,
and
the
transit
Commission
works
on
a
sort
of
supply
and
demand
curve.
So,
as
there's
demand
for
service,
they
will
put
transit
service
on
and
I
know
that,
remember
me
and
who
isn't
with
us
tonight,
but
is
hell-bent
that
we
will
get
transit
service
to
that
site.
So
I,
don't
think
it's
a
forever
thing.
A
B
N
P
B
P
B
G
Do
you?
Can
you
strategize
it
meaning
that
you
will
be
taking
the
public
input
on
that,
because
engagement
of
the
public
into
the
this?
This
is
a
huge
space.
So
if
we
can
utilize
the
and
any
may
be
a
playground
or
whatever
the
city
has
that
that
will
be
very
beneficial
in
engaging
the
public
into
this
project
and
taking
the
public
feedback,
you
will
be
going
through
that
process.
So.
O
Absolutely
as
we
get
in
as
we
get
closer
to
the
development
of
the
next
phase
of
the
project,
we
will
be
engaging
first,
the
city
to
find
out
what
the
opportunities
are
there
for
partnership
and
then
there
would
always
be
a
public
portion
of
that
the
same
way,
we
did
a
consultation
for
this
one,
a
pre
consultation.
We
would
do
that
prior
to
designing
anything.
It's
very
helpful
for
us
to
have
that
kind
of
community
input.
Thank.