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From YouTube: Ottawa Police Services Board – April 25, 2016
Description
Ottawa Police Services Board meeting – April 25, 2016 – Audio Stream
Agenda and background materials can be found at http://www.ottawa.ca/agendas.
A
A
A
Item
number
one,
the
chief
is
verbal
report,
will
hold
item
number
one
item
number
two:
the
National
Crime
National,
Capital,
Area
crime,
stopper
the
semi-annual
update
and
we
have
a
presentation
from
the
from
the
president.
Item
number
two
item
number
three:
the
Canadian
Association
of
police
governing
annual
conference
attendance.
Each
is
the
item
care.
Okay.
Thank
you.
Item
number
for
the
interior
associations
of
police
service
port
annual
conference
funding
required
a
request.
Okay,
thank
you.
A
B
A
You
have
question
about
their
okay,
so
we
hold
I,
don't
know
we'll
hold
item
six.
Then
item
number
item
number:
seven:
continuation
of
talking,
University
special
constable
program
is
the
item
care
item
number.
Eight,
the
Ottawa
police
service
initiative
update
and
we
do
have
a
speaker
on
item
8.
So
we'll
hold
item
eight
for
presentation.
From
our
staffers
item
number
nine
I
wanted
to
be
presented
at
the
community
police
award
ceremony.
Is
the
item
received.
A
A
Okay,
thank
you
item
14
workforce
management
report.
First
quarter,
2016
see
item
number
15
legal
service
status
support
first
quarter,
2016.
It's
the
item
received
item
16,
the
board
monitoring
requirement
status
report;
first
quarter.
2016,
you
see
item
number
17.
There
is
a
report
on
SRU
investigation,
November,
16
2015.
There
is
a
revised
part
in
your
in
your
handout.
A
A
C
Wanted
to
put
forward
that
the
RFP
Services
Board
would
directs
board
staff
to
conduct
a
review
of
the
committee
procedures
and
practices
of
other
large
ball
in
the
country
and
report
back
to
the
board's
policy
and
governance
committee,
and
that
the
committee
make
recommendations
to
the
board
with
regard
to
committee
structure
and
mandate
to
ensure
that
they
continue
to
meet
the
board's
expectations
of
transparency
and
accountability
and
contribute
to
an
efficient
and
effective
decisions.
Decision-Making
process.
D
A
A
So
before
returning
to
the
chief
also,
we
have
a
few
few
of
my
council
colleague
and
their
tendency.
I
believe
council
egg
lie
counts,
their
Dean's
and
councilor
fury
I'm,
not
sure
if
I
miss
anybody
in
the
audience,
but
I've
come
to
leave
as
well.
So
thank
you
folks
for
being
here
with
us
tonight
and
I've
turned
it
over
to
chief.
F
Thank
You
mr.
chair
good
evening
inspector
Gina
Rosa
passed
away
last
week
after
a
battle
with
cancer.
Her
policy
came
too
far
too
early
and
has
left
her
family.
Her
friends
and
the
members
of
the
Auto
Police
Service
grieving
Gina
was
a
well
respected
and
well-liked
officer
who
rose
to
the
rank
of
Inspector
after
two
decades
of
policing.
She
will
be
missed.
We're
thankful
the
opportunity
to
have
known
her
and
to
have
served
with
her.
Last
week
we
were
honored
to
company
family
at
a
Funeral,
no
recognized
mr.
F
F
And
I
want
to
recognize
the
hard
work
that
led
to
the
arrests
of
several
individuals
in
the
homicide
of
Mohammed
Nagi
and
the
arrest
of
the
man
in
the
murder
of
Christina
volsung
we've
seen
six
homicides
in
the
first
few
months
of
this
year
and
investigations
continue
into
those
that
are
yet
unsolved.
I
have
great
confidence
in
the
various
members
from
across
our
Police
Service,
who
were
working
very
hard
to
find
those
responsible.
F
I'm
police
inform
the
board
that
we
continue
to
move
forward
on
the
new
sworn
transfer
policy
model.
How
we
move
officers
around
the
organization
has
been
identified
as
a
key
issue.
Amongst
many
many
members
of
our
Police
Service,
the
Sawan
transfer
policy
has
been
developed
with
strong
input
from
frontline
members
and
in
conjunction
with
the
articles
association,
we
work
together
to
ensure
that
this
policy
is
simple
and
clear
transport,
a
transparent
and
performance-based.
F
F
So
I'm
pleased
to
report
that
we
have
12
new
officers
who
will
be
road
ready
to
patrol
our
streets
on
their
own
in
May
we
have
another
22
new
recruits
who
will
be
hitting
the
road
in
May
with
their
coach
officers,
and
another
20
recruits
are
heading
off
to
the
intera
Police
College
and
finally,
mr.
chair
I
want
to
thank
the
members
involved
in
the
ongoing
work
on
the
service
initiative
and
the
imit
road
map
policing
across
Canada
is
facing
many
challenges
with
rising
citizens,
expectations,
increased
oversight,
changing
trans
and
crime
and
technique
budgets.
F
We
are
meeting
those
challenges
by
looking
for
ways
to
improve
and
modernize
our
service
you've
already
seen.
Introduction
of
our
collision
reporting
centers
have
a
greatly
reduced
of
collisions.
Our
patrol
officers
have
had
to
respond
to
on
patrol.
In
the
coming
months,
background
clearance
checks
will
be
done
online.
With
the
IMI
to
report
we're
looking
to
create
the
IT
infrastructure.
We
will
need
to
ensure
a
phone
line.
Officers
have
the
tools
to
do
their
jobs
and
that
we
can
continue
to
serve
our
community.
F
The
service
initiative
is
investigating
new
ways
of
doing
business
that
ensures
that
we
are
delivering
the
service
people
expect
and
that
we
are
doing
in
a
way
that
is
effective
and
efficient.
In
all
this
work,
our
focus
is
on
keeping
our
communities
safe.
Reducing
victimization
and
holding
offenders
accountable.
I
know
that
several
representatives
of
the
community
are
here
tonight
to
speak
about
the
front
line
deployment
model.
There
are
valued
committee,
there
are
value
community
partners
and
their
comments
have.
Yours
is
exactly
the
kind
of
information
we
hope
to
gather
during
our
upcoming
consultation.
F
A
D
D
So
this
will
be
something
just
to
keep
us
semi
entertained
as
I
give
our
report.
So
again,
thanks
for
the
opportunity
to
share
with
you
some
of
the
successes
we've
had
with
Crimestoppers,
we
truly
appreciate
the
support
that
we
get
from
o-p-s
and
the
police
services
board,
and
members
of
council
as
well,
and
that
is,
has
truly
been
beneficial.
D
Providing
these
updates
is
a
great
opportunity
again
to
share
publicly
some
of
the
successes
and
some
of
the
contributions
that
our
program
has
made
to
our
city
and
region
and
we're
just
thrilled
with
that
2015
marked
a
pretty
substantive
year
in
Crimestoppers
history.
It
was
our
30th
anniversary.
It
also
is
the
probably
the
largest
increase
in
tip
results
in
the
metrics
that
we
do
report
over
many
many
years,
so
we
doubled
in
fact
a
great
number
of
those
metrics
with
a
slight
deep
decrease
in
the
actual
number
of
tips.
D
Maybe
four
percent
down
through
that
we
were
able
to
increase
the
number
of
arrests,
criminal
charges,
the
seizures,
and
we
in
fact
saw
tip
volume
increase
such
the
help.
Please
take
50
firearms
off
the
street
in
2015
versus
five
the
year
before,
so
that
pretty
substantive
increase
and
much
of
that
I
believe
is
due
to
the
engagement
that
we
have
in
the
community.
The
items
the
world
supporting
our
community
I
think
have
been
tremendous.
D
In
fact,
in
2015
we
did
23
public
presentations,
67
community
meetings,
40
information
tabletops
and
over
nine
hundred
and
forty
hours
of
volunteer
I
was
not
including
a
fundraising
or
board
he's
just
young
folks,
youth
in
our
community
that
participate
in
a
wide
variety
of
events,
so
this
year
actually
will
mark
my
third
year
as
president
very
proud
of
the
achievements
and
the
success
that
our
board
has
been
able
to
develop
over
time.
Our
board
I
have
shared
with
summers.
D
Encouraged
me
to
you
know,
seek
a
second
term
that
I'm
that
proud
to
accept
and
I
look
forward
to
contributing
again.
So
you
may
in
fact
see
me
at
another
upcoming
session
fairly
soon.
So
that's
been
a
great
thing.
Some
of
the
things
on
our
sort
of
forecast
for
the
future
and
the
Ontario
Association
of
Crimestoppers
is
hosting
their
annual
Crimestoppers
conference
in
Sudbury.
D
This
year
and
we
are
thrilled
to
be
able
to
have
two
of
our
youth
volunteers
join
sergeant,
Mann
and
myself
at
this
four-day
conference,
going
to
be
a
great
opportunity
to
share
best
practices
and,
more
importantly,
for
us,
you
know
our
program
is
one
of
38
across
the
province
and
we're
seen
as
leaders
and
innovators,
especially
around
youth
and
community
engagement,
and
we're
going
to
be
able
to
share
some
of
those
success
stories.
So
that's
a
positive
message
for
us.
D
January
of
this
year
motto:
Crimestoppers
Month,
it's
something
that's
celebrated
across
the
country
we
were
just
thrilled
to
be
able
to
attend
and
showcase
at
all
sorts
of
different
events
from
shopping
centers
to
the
auto
hospitals,
Civic
campus
college
and
university
campuses.
We
also
have
the
opportunity
to
do
a
bit
of
a
launch
at
Auto
key
central
headquarters
in
January
and
attended
by
the
ministry
astronaut
V
cherish
anterior
course,
chief
bordello
and
his
team.
The
OPP
inspector
for
the
region
joined
us
as
well
as
well
as
our
board
colleagues
and
other
ethics.
D
I
am
Dave
Smith
who
sits
on
our
board,
helped
us
cut
a
cake
and
provided
a
good
time
for
for
those
attending.
It
was
also
an
opportunity
for
us
to
launch
our
iconic
Captain
Canuck
Crimestoppers
partnership.
It's
a
event
that
we
use
to
launch
that
comic
book.
That's
been
great
for
us,
engaging
with
young
folks
in
the
community
and
different
events
for
sure.
D
We
also
presented
the
chief
board
and
members
of
Police
Services,
with
a
plaque
to
honor
the
30-year,
a
community
partnership
that
Crimestoppers
and
the
Ottawa
police
service
have
enjoyed,
and
it's
a
pretty
unique
across
this
country.
I
can
tell
you,
from
my
perspective,
to
see
a
community
organization.
That's
non-governmental,
doesn't
get
tax
dollars
or
financial
support
to
work
in
a
collaborative
and
a
partnering
way
is
just
truly
outstanding.
D
So
we've
got
some
great
contributions,
we're
able
to
mate,
but
we
absolutely
appreciate
that
tremendous
support
young
people,
as
I
mentioned
earlier
I've,
had
all
kinds
of
different
events.
We
attended,
Lee
Samantha
counselor,
who
you
hosted
here
at
City,
Hall
back
in
February.
Again,
these
are
great
opportunities
for
us
to
get
and
connect
with
the
community.
We
have
partnerships
with
all
sorts
of
different
sections.
D
One
of
the
things
that
we
highlighted
in
our
report
again
is
a
partnership
with
the
police
service,
so
guns
and
gangs
were
instrumental
and
helping
to
develop
a
new
ability
in
that
we
could
share
publicly.
We
also
were
able
to
share
a
nice
collaboration
piece
that
we
did
with
the
auto
theft
unit,
specifically
targeting
the
construction-site
thefts.
We've
been
able
to
develop
some
real
good,
solid
partnerships
with
the
heavy
equipment
association
of
auto
and
the
auto
construction
association
as
well.
D
So
these
are
really
great
opportunities
for
Crimestoppers
to
get
out
and
connect
with
the
community,
and
you
may
know,
Karen.
Last
May
we
did
a
launch
with
the
National
Coalition
Against
contraband
tobacco
we've
had
some
tremendous
success
with
that
program,
they're
going
to
be
a
relaunch
on
May,
the
10th
here
in
the
Capitol,
with
with
those
folks
as
well.
So
maybe
it
continues
to
be
a
great
source
of
awareness.
Our
twitter
at
Crime,
Stoppers
ot,
is
been
very
active
over
1700
followers.
Our
website
Crimestoppers
dot
CA.
D
An
echo
pin
that
point
CA
is
also
very
active,
high
numbers
of
pageviews
and
that's
been
a
real
increase
in
awareness.
We've
also
seen
a
growth
in
traditional
media.
The
folks
that
are
sitting
behind
me
engaging
and
mentioning
at
the
end
of
their
our
blood
has
all
call
CrimeStoppers
with
our
iconic
number.
So
that's
been
really
important
to
see
and
I
can
assure
you
that
those
steps
make
a
huge
impact.
You
know
when
I
join
Crimestoppers.
It
was
under
kind
of
a
challenging
time
in
our
history.
D
Financially,
really
in
great
circumstances
were
pleased
to
say
that
we've
steadily
include
employees
and
increase
that
support.
This
past
year
we
received
a
$50,000
grant
from
economical
insurance
over
a
three-year
period
that
just
helps
to
just
allow
us
to
move
forward
and
be
engaged
with
the
community.
Last
thing
I
would
mention.
Is
our
charity
golf
tournament,
July
20th
at
Pine,
View
is
going
to
be
a
tremendous
event
as
well,
and
obviously
an
opportunity
for
us
to
connect
with
the
community
raise
some
funds
for
us,
so
the
opportunity
any
questions.
G
F
Not
a
question
is
comment,
mr.
Allen,
thank
you
so
much
for
the
work
that
you,
your
board.
Did
the
over
this
past
year
tripled
the
number
of
guns
taken
off
our
streets.
You
double
the
number
of
arrests,
double
number
of
charges
and
I.
Think
that's
a
see
if
eclis,
due
to
your
presence,
the
community's
watching
all
of
the
slideshow
is.
You
are
everywhere
in
the
in
the
community,
at
your
team,
you're
on
social
media
and
I.
F
Think
our
long
and
as
people
are
doing
an
amazing
job
and
the
volunteers
on
the
board
and
the
volunteers
are
out
there.
The
community,
representing
Crime
Stoppers,
are
doing
an
amazing
job
and
I.
Think
Auto
Crimestoppers
is
a
model
to
be
used
across
our
country
as
far
as
the
success.
So
thank
you
very
much
for
the
work
you
continue
to.
Do
it
I'm
glad
to
hear
that
that
there's
a
advocacy
on
renew
your
three-year
term
as
president
we're
looking
forward
to
our
casino
relationship,
myths,
makuu
thanks
very
much.
A
A
A
C
Reviewed
the
plans
that
they
put
forward
and
I
met
with
dr.
John
Fraser
as
well
on
the
issue
and
I
guess.
The
one
question
I
had
was
effect
areas
where
work
is
highly
manual
and
will
impact
a
number
of
civilian
jobs
in
those
areas
and
I'd
be
interested
to
find
out
what
the
plans
are
and
how
they
plan
to
mitigate
the
that
that
part
of
their
plan.
Okay,.
H
You
mr.
chair,
as
a
first
step,
remember:
Smallwood,
we've
also
when
we
briefed
some
of
the
board
members.
We've
also
met
with
our
colleagues
and
the
association's
both
the
OPA
and
the
SOA,
and
it
gave
us
an
opportunity
to
walk
them
through
our
plan
so
that
we,
as
colleagues,
gain
an
understanding
of
the
road.
That's
ahead,
the
advantage
of
having
a
long-range
plan
or
a
seven-year
plan
in
our
case
six
years.
Seven-Year
plan
is
that
we
can
start
to
anticipate
where
these
changes
are
happening.
H
It
gives
us
some
runway
or
some
room
to
start
to
anticipate
changes
and
to
plan
for
them,
so
that
the
knowing
when
the
changes
are
going
to
happen
where
they're
going
to
happen
in
terms
inside
the
organization
and
the
magnitude
of
them,
gives
us
all
an
opportunity
to
use
kind
of
all
the
the
techniques
at
our
disposal
to
help
make
those
adjustments
in
the
workforce.
So
we've
been
doing
some
forecasting
the.
H
H
We
have
natural
rotation
within
the
workforce,
we'll
be
using
that
to
help
deal
with
changes
as
as
manual
jobs
taken
out
of
the
workforce,
but
new
knowledge
worker
jobs
come
into
the
workforce
and
we've
also
got
retraining
opportunities
because
we're
an
employee
that
values
taking
our
we're
known
as
a
cradle-to-grave
employer
taking
our
employees
and
helping
them
learn
new
rules.
So
with
the
the
help
of
the
OPA,
will
be
working
collaborative
collaboratively
with
them
to
ensure
that
we
have
a
smooth
transition
throughout
the
six
years
of
the
work
plan.
D
Thank
You
mr.
chair,
first
of
all,
Deborah
thanks
for
all
the
time
you
spend
with
me
and
I
think
you've
answered
many
of
the
questions,
but
I
think
it's
a
it's
good
to
go
over
some
of
where
we
are
I.
Think
we're
really
back
in
the
1961.
You
know
car
54.
Where
are
you
era
of
Technology,
which
is
concerning,
but
at
the
same
time
this
is
a
good
opportunity
where
we're
going
to
eliminate
the
opportunities
for
for
I,
don't
want
to
say
err,
but
the
extra
effort
that
that
mr.
D
Smallwood
also
mentioned
what
ripple
interests
are
happening
or
triple
searches
are
happening
just
for
a
simplified
ear,
search
that
stuff
that
technology
can
fulfill
those
needs.
So
you
said
beyond
that
aspect,
but
I
did
want
to
ask
a
couple
of
quick
questions
to
make
sure
it's
on
the
record
that
we're
aware
of
this.
What
actions
have
been
taken
to
really
reduce
the
risk
of
this
project,
because
this
is
going
to
be
something
pretty
pretty
dynamic
and
changing
for
this
organization
like
what
we
did
with
the
City
of
Ottawa
or
service
Ottawa?
H
Thank
you.
Mr.
chair
I
think
the
we've
probably
done
four
key
things
to
ensure
that
that
this
program
is
whether
we
can
confidently
recommend
it
and
implement
it.
So
we've
started
off
in
2014,
actually
so
we're
here
tonight,
but
you're
seeing
the
top
of
the
iceberg.
There's
quite
a
bit.
That's
gone
on
the
before
we
got
here.
We
do
a
lot
of
requirements,
analysis
and
that's
usually
a
key
to
you
know,
form
follows
function
so
understanding
the
requirements
of
the
organization
has
been
critical,
we've
tapped
into
our
staff.
H
We
did
we
topped
into
the
expertise
of
IBM,
who
are
acknowledged
in
having
an
expertise
in
in
imit
strategy.
So
we've
used
that
as
the
building
block
for
the
for
the
plan.
We
also
had
a
look
at
the
organization's
ability
to
absorb
change
and
decided
that
a
gradual
implementation
is
the
way
to
proceed.
Not
a
big
bang,
introduce
the
changes
suddenly,
but
introduce
them
in
the
phased
in
approach
over
six
years.
H
So
you
saw
that
we
have
a
foundational
phase,
we
have
a
transformative
phase
and
then
an
optimization
phase
so
we'll
be
able
to
introduce
things
in
a
way
that
that
what
won't
overwhelm
or
fled
the
organization
in
terms
of
we
built
in
off-ramps.
So
if
we
find
that
either
the
the
partners
were
working
with,
aren't
satisfactory,
we
have
a
way
to
take
a
take
ourselves
out
of
those
arrangements
and
and
re-engage
with
other
partners
that
are
that
meet
our
needs
so
that
we're
not
tied
into
one
contractor.
H
Only
and
we've
also
engaged
or
recommended
to
the
board
that
we
maintain
a
relationship
with
Gartner
Gartner,
consulting
as
an
independent,
worldwide,
widely
recognized
expert.
They
will
be
our
partner.
They
will
ensure
that
the
board
and
o-p-s
gets
the
product
and
the
services
that
were
contracting
for
they'll
hold
our
feet
to
the
fire,
to
deliver
the
the
roadmap
to
the
board
and
a
contracting
partner
as
well.
H
D
H
Yes,
mr.
chair,
we've
used
the
reviews
three
three
kind
of
experts
at
the
city.
We
certainly
worked
with
the
city
CIO
Charles
de
fête,
who
think
he
is
planning
to
be
here
this
evening.
It's
been
very
supportive
of
the
roadmap,
and
actually
we
acquired
some
of
one
piece
of
the
road
map
early
through
the
seas
through
the
generosity
we've
also
used.
The
city's
procurement
expert
will
MacDonald
is
here
tonight
from
procurement.
D
Sorry,
mr.
truck
keep
it
brief,
just
just
the
last
one
in
this
is
very
transformative
from
a
policing
perspective
in
our
city,
I,
like
them,
I
joke
about
car
54,
but
we're
really
doing
a
very
old
fashion
right
now.
So
this
is
gonna
change.
Everything
in
the
end
are
we
gonna
see
savings.
I
think
that's
a
question
that
that
we
have
in
our
mind.
H
H
Those
are
the
the
hours
that
will
be
freed
up
both
in
those
in
terms
of
sworn
officer
hours
about
250,000
and
about
75,000
civilian
hours
of
time
freed
up
so
not
financial
savings,
but
as
we
make
work
easier
through
items
like
the
online
background
check
process
we'll
be
able
to
redeploy
hours
within
the
Ottawa
Police
Service,
because
we
work
a
administrative
work
will
become
easier
to
do
and
operational
work
force
warrant
officers
will
become
easier
to
do.
You.
D
Know
I
just
want
to
close
and
just
want
to.
Thank
you
because
I
think
that's
something.
We've
raised
a
couple
of
years
now,
especially
in
the
volunteer
checks,
I,
think
that
the
amount
of
effort
that's
put
into
those
is
mind-blowing
and
I.
Think
technology
is
really
gonna,
make
a
big
difference
on
that.
So
thank
you
very
much
for
your
work.
Thank.
I
And
just
to
the
final
point
that
you
referred
to,
and
it
was
the
8.1
million
savings
and
financial
benefits,
and
then
we
had
another
like
thirteen
point,
six
in
what
we
would
call
more
service
initiatives
and
when
boards
make
decisions
of
this
nature
and
look
at
that
type
of
financial
information,
it's
always
one
of
the
very
persuasive
parts.
Obviously
there's
all
the
other
reasons
are
there,
but
certainly
the.
I
I
F
Absolutely
so
we
we
got
into
the
practice
now
of
doing
our
benefits.
A
realization
map
and
reporting
back
to
the
board
is
critical,
and
we
will
do
that
to
make
sure
that
that
you're
holding
our
feet
to
the
fire
as
far
as
what
our
commitments
are
as
far
as
achieving
those
those
efficiencies
and
keeping
us
on
track
as
well
and
to
see,
if
there's
anything
else,
new
information
coming
in
to
as
the
world
changes,
sometimes
that
were
kept
abreast
of
those
changes.
But.
G
Yes,
I
appreciated
the
meeting
that
I
had
with
you
and
your
staff
as
well.
Deborah
really
opened
my
eyes
to
lots
of
the
challenges
that
you
have
and
how
this
new
technology
will
and
should
help
our
service.
My
question
is
in
regards
to
Gardner
consulting
the
amount
that
is
indicated
here:
4.4
million
dollars
a
substantial
over
five
years.
It
works
out
to
about
eight
hundred
nine
thousand
dollars
a
year.
I
know
that
you
mentioned
that
they're
highly
regarded
I
think
worldwide.
A
H
J
Dan,
yes,
mr.
chair
the
period
of
time
that
we're
talking
about
for
Gardner
is
actually
six
years
now.
V
&
Gardner
is
actually
one
of
the
foremost
consulting,
not
just
for
public
safety
that
were
using
them
for
in
a
particular
specialty
area,
but
also
for
IT
in
general,
and
minimus
is
across
several
industries,
so
whether
it
be
prefer
banking
for
retail,
etc.
J
So
we're
looking
not
just
for
the
public
safety
lens,
we're
looking
for
IT
technology
expertise,
so
when
they,
the
various
solutions,
are
brought
to
the
table
that
the
the
solutions
that
happen
for
police
operations
are
also
blended
into
the
business.
That
is,
the
police
service,
so
the
expertise
that
were
asking
for
Gardner
comes.
J
Yes,
it
comes
at
a
price,
but
we're
also
asking
for
that
mitigation
piece
that
the
other
counselors
have
been
asking
about
so
gardener.
For
example,
they
led
the
1
billion
dollar
integration
for
NYPD.
They
were
also
a
major
contributor
for
LAPD,
like
they've
done
this
before
in
other
sectors,
they're
very
good
at
what
they
do
and
they're
asking
them
to
come
in
to
help
protect
us
as
a
service
and
also
to
help
protect
the
board,
both
from
the
contracting
perspective
and
an
implementation
perspective.
E
J
So
it's
all
sources
because
of
the
expertise.
I
do
not
know
of
any
other
consulting
agency
at
their
level
that
can
touch
them.
I
I
attend
the
CIO
conferences
in
Orlando
once
a
year.
The
who's
here
and
I
tu
attend
those
conferences
to
determine
the
future
direction
of
IT
they're.
The
only
agency
that
I
know
of
world
that
actually
sets
the
agenda
for
IT
and
if
there's
any
other
agencies
at
their
caliber
I,
would
certainly
love
to
know
who
they
are.
A
There's
no
other
question
is
on
the
item:
Carrie:
okay,
with
the
direction
from
the
vice-chair
to
to
keep
receive
an
update
on
okay.
Thank
you
very
much
folks
and
item
number
eight.
We
do
have
staff
presentation
and
we
have
a
few
few
folks
who
sign
up
to
speak.
If
anyone
wish
to
speak
on
this
item
and
has
not
registered
yet,
you
can
still
registered
your
name,
but
we
do
have
sure
Parag.
A
K
Good
evening
mr.
chair
and
board
members,
first
before
I
get
going
I
want
to
introduce
my
team
members,
they're
working
with
me
inspector
Rob
Drummond,
as
well
as
Jane
Wright,
who
our
program
manager
for
service
initiative
and
I
think
it's
only
appropriate
I
know
we
acknowledged
inspector
Gina
Rosa,
but
that
was
her
last
position
before
she
booked
off
sick
and
we
have
to
acknowledge
the
tremendous
mal
work
that
she
did
to
get
us
to
the
point
where
we
are
today.
K
K
Lots
of
work
has
been
done
to
date.
There
has
been
a
significant
amount
of
research,
best
practice,
reviews
internal
consultation,
the
project,
since
we
last
presented
to
the
Police
Services
Board
in
the
fall
and
there's
been
a
lot
of
work
and
outcomes
and
approvals
have
been
achieved
to
date.
Now,
as
we
move
to
towards
closer
towards
implementation-
and
there
is
greater
work-
that's
going
to
be
done
around
community
consultation
and
and
I
will
talk
about
that
later.
K
We
wish
to
acknowledge
the
members
of
the
community
that
are
here
today
and
we
appreciate
their
the
opportunity
to
hear
from
them,
not
only
today,
but
in
the
future
consultation
that
will
take
place
and
in
the
interest
of
the
fact
that
there
are
a
number
of
community
members
present,
we
will
be
providing
some
contacts
in
some
background
that
may
be
repetitious.
For
those
have
heard
the
the
presentation
from
last
fall.
K
Okay,
so
just
for
a
brief
agenda
to
go
over
what
we
hope
to
cover
tonight,
we
do
want
to
speak
to
the
policing
context,
the
goals
of
the
SI
program
of
a
new
service
delivery
model,
or
we
refer
to
it,
often
as
the
integrated
operating
model
and
that's
comprised
of
the
five
projects.
The
speak
to
the
work
that
is
currently
being
undertaken,
and
it's
important
to
acknowledge
the
fact
that
these
these
projects
do
not
operate
in
isolation.
They
all
contribute
towards
a
final
integrated
operating
model.
K
So
service
initiative
was
launched
some
time
ago
to
address
pressures
and
challenges
facing
facing
the
policing.
This
is
not
just
unique
to
the
Ottawa
context,
but
it
is
all
that's
something
that's
being
experienced
by
police
services
both
nationally
and
internationally.
Some
of
these
pressures
can
be
attributed
to
budget
the
growth
of
the
community
that
we
serve
the
changing
demographics
within
our
community,
growing
demands
for
service
or
changing
and
evolving
demands
for
service
and
the
increasing
complexity
of
crime.
K
Service
initiative
is
geared
towards
not
for
outcomes,
just
like
any
other
service
delivery
program
that
has
been
done
in
the
past
and
there
have
been
a
number
as
we
look
look
to
get
better
and
improve
our
ability
to
deliver
service
to
the
community.
We
do
look
for
opportunities
where
we
can
become
more
efficient,
both
from
the
person
and
from
a
financial
perspective,
and
we
look
for
opportunities
where
we
can
leverage
partnerships
within
the
community
to
do
the
work,
but
is
it
required
to
ensure
our
community
is
safe?
K
Also,
there
may
be
opportunities
that
arise
through
some
of
the
work
that
we
undertake
to
identify
opportunities
for
cost
recovery.
Our
policing
responsibilities
will
still
need
to
be
carried
out.
There
will
be
changes,
but
we
are
still
committed
to
carrying
out
these
duties
at
the
end
of
the
day.
I
do
come
back
to
that
sort
of
byline
about
being
more
effective,
efficient,
nimble
and
adaptable
for
the
future.
K
Demand
manager
is
one
of
the
projects
is
currently
underway,
it's
being
led
by
a
sergeant,
Jim
Devine
within
the
organization
it
looks
at.
How
can
we
reduce
the
demand
on
the
membership
or
on
the
service
that
is
currently
that
we
currently
face?
We
have
a
goal
within
this
to
strive
towards
a
twenty
five
to
forty
percent
reduction
in
demand.
K
That,
in
turn,
will
free
up
capacity
for
our
officers
to
direct
their
activities
towards
changing
and
evolving
demands
placed
upon
them
and
also
a
free
up
capacity
to
direct
some
activities,
and
we
will
talk
about
it
from
a
frontline
perspective
towards
more
proactive,
indirect
directed
activity.
Some
of
the
analysis
and
work
that
has
been
accomplished
to
date
is,
as
an
example,
is
to
illustrate
the
fact
that
members
of
this
particular
team
have
taken
an
analysis
of
a
priority.
Three
priority
fault
for
calls
that
are
responded
to
by
members
of
fun
line.
K
There
are
opportunities
where
there
is
no
risk
to
public
sir
sate
safety
offences,
not
in
progress,
and
there
is
no
risk
to
person,
property
or
evidence
and
that
there
may
be
alternative
modes
of
service
that
can
deliver
that
same
service
without
having
an
officer
respond
from
the
front
line.
Some
of
this
high
level
numbers
at
this
early
stage
have
indicated
that
there
could
be
a
40%
reduction
in
the
requirement
for
frontline
officers
to
attend
these
sort
of
calls,
and
now
I
am
speaking
specifically
to
p3
p4
calls.
In
order
to
maintain
this
service.
K
They
are
looking
at
alternative
response
modes
to
still
deliver
that
same
service.
Some
of
these
alternative
response
mode
would
speak
to
the
ability
to
enhance
our
online
reporting
services,
ie
the
internet,
the
ability
to
enhance
or
expand
our
services
through
the
call
center
taking
reports
over
the
phone
setting
up.
Appointments
of
it
is
not
only
convenient
but
is
convenient
to
them.
The
public
themselves,
as
well
as
opportunities
for
delayed
mobile
response
and
using
an
alternative
response
unit
and
enhancing
our
abilities
to
deal
with
those
members
of
the
public
that
walk
in
to
police
station
I.
K
Frontline
project
is
one
that
is
taking
a
look
at
the
integration
of
all
frontline
uniformed
members
responsible
for
mobile
response,
proactive
policing
and
community
engagement.
It
is
looking
to
how
can
we
be
more
effective
in
coordinating
frontline
operations
and
improve
our
ability
to
respond
to
demands
and
be
proactive
and
address
emerging
crime
through
the
best
of
intentions
over
time,
some
of
our
operations
that
become
siloed,
and
there
are
opportunities
to
make
some
more
and
nimble
and
adaptable
organization
to
respond
into
some
of
the
pressures
that
we
face
on
a
from
a
frontline
perspective.
K
This
will
allow
the
new
model
will
allow
for
a
more
fluid
and
flexible
deployment
and
an
ability
to
focus
on
at-risk
and
vulnerable
communities
that
will
be
assisted
and
supported
by
the
control
center,
which
you
will
hear
me
talk
about
in
a
short
while
activities
that
we
know
today
that
are
performed
by
frontline
officers,
and
when
we
talk
about
frontline
officers,
we're
talking
about
those
that
wear
a
uniform
that
is
associated
with
district
patrol
emergency
operations.
Those
activities
that
work
that
is
currently
be
done
being
done
will
continue
to
be
done.
K
K
K
K
All
these
bring
together
a
unified
frontline
deployment,
functional
design
this
this
I
really
have
to
emphasize
that
this
speaks
to
the
function.
The
work,
the
activities
that
the
members
that
are
part
of
the
frontline
deployment
model
will
perform.
It
does
not
speak
to
an
organization
instructor
or
where
people
will
work
in
the
future.
That
is
a
piece
of
work
that
still
has
to
be
done.
K
There
is
a
significant
amount
of
work
that
is
currently
underway
and
that
will
continue
into
the
near
future
and
it's
how
we
organize
ourselves,
how
we
have
a
hierarchy
to
support
this
model
that
will
continue
and
equally
important,
is
that
members
of
front-line
deployment
group
are
working
with
the
sections
now
to
map
out
those
activities
and
work
packages
that
these
members
are
currently
responsible
to
and
will
continue
into
the
future,
and
how
will
they
be
delivered
and
I
would
like
to
point
out?
Is
it
also
I
talked
about?
K
The
fact
is
that
the
integrated
operating
model
is
not
just
projects
in
isolation.
They
all
link
together
whether
it's
demand
reducing
the
demand
project,
reducing
a
demand
bait
placed
upon
the
organization,
the
frontline
deployment
model,
trying
to
find
a
more
efficient,
effective
and
unified
effort
to
deliver
frontline
services,
but
the
control
center
also
plays
a
critical
role
in
providing
the
coordination,
the
support
of
the
prioritization,
the
intake
for
all
those
demands
upon
the
organization,
in
particular
with
the
frontline
and
we'll
talk
to
about
shortly
and
this.
K
The
investigative
project
looked
at
centralizing
our
investigative
functions
and
and
bring
them
all
together
to
produce
a
more
effective
model.
Currently,
our
investigative
functions
are
aligned
within
three
directorates.
The
new
model
will
Seavey's
all
function
or
work
is
performed
in
an
investigative
capacity,
be
brought
together,
but
will
still
maintain
a
decentralized
deployment.
K
K
Where
we'll
have
a
real-time
picture,
it
improves
our
ability,
not
that
we
didn't
have
the
ability
before
but
to
mobilize
resources
and
respond
to
critical
incidents
of
that
nature
and
maintain
the
continuity
of
operations
throughout
the
city.
I'll
increase
our
ability
to
have
good,
situational
and
operational
awareness
of,
what's
going
on
from
all
facets
of
policing
and
resources.
K
One
of
the
new
benefits
that
we
will
see
is
the
ability
to
support
frontline
officers
as
I
respond
to
calls
in
the
early
stages
of
their
investigation
by
leveraging
technology
accessing
some
social
media
and
making
sure
that,
when
officers
respond
to
calls
for
service,
they
have
the
appropriate
amount
of
data
that
is
relevant
for
them
to
achieve.
Do
the
duties
that
they're
required
to
do,
and
also
equally
important
will
be.
K
All
these
things
will
ensure
that
we're
better
able
to
serve
a
community.
A
lot
of
work
has
been
underway
in
regards
to
this.
This
is
a
new
entity,
we're
in
the
process
of
studying
construction
at
Green
Bank,
and
the
startup
model
will
see
the
introduction
of
a
watch
commander,
an
Operations
Support
Coordinator
and
a
crime
intelligence
analyst
component
to
support
the
operations
at
that
point
in
time:
okay,
finally,
courts.
Of
course,
if
it's
been
a
tremendous
work
in
this
is
one
of
the
projects
that's
been
underway
for
some
time.
K
Okay,
so
a
lot
of
work
has
taken
place
since
we
lost
presented
to
the
the
board.
When
we
speak
about
the
integrated
operating
models,
there
were
five
projects
that
I
spoke
to
in
a
fair
amount
of
detail.
There's
been
a
number
of
approvals
have
been
required
to
move
things
along
and
they
have
been
progressing.
K
We
were
successful
as
an
organization
in
securing
an
eighty
thousand
dollar
grant
to
support
some
of
our
work
and
have
been
very
successful
in
bringing
together
and
mobilizing
risk
public
safety
groups
and
ensuring
that
we
work
collaboratively
together
to
to
solve
issues
within
at-risk
communities
and
the
loss
there's
a
number
of
efficiencies
that
we
have
realized.
Since
that
point
in
time
that
we
lost
presented,
we
no
longer
take
lost
property
reports,
because
part
of
the
outcome
about
work
was
recognizing
that
that
was
a
duplication
of
effort
that
was
undertaken
by
other
entities
in
the
community.
K
The
front
desk,
given
demand
or
the
limited
demand
at
both
Leitrim
and
Green
Bank
were
closed
in
order
to
streamline
services
and
deploy
resources
where
they
could
be
better
utilized,
the
ability
to
report
online,
but
that
has
been
enhanced
and
will
continue
to
be
enhanced
as
we
move
into
the
future.
As
an
example
to
illustrate
by
is
that
Kurt
prior
to
the
implementation
of
this
changes,
you
could
only
report
for
a
value
of
a
theft
that
was
under
five
thousand
dollars.
Now
that
has
been
removed.
K
A
new
change
that
will
come
about
is
a
the
buy
loss.
Police
will
stop
responding
to
buy
loss
services
unless
there
is
a
public
safety
issue
or
requirement
for
police.
As
of
May
1st,
this
will
see
the
reduction
in
calls
for
service
to
the
police
by
approximately
three
thousand
and
as
I
mentioned
before.
Construction
of
the
control
center
is
currently
underway.
K
But,
as
we've
been
moving
along,
there
have
been
open
houses
briefings
to
our
patrol
section,
specialty
sections
and
unit
presentations
to
make
sure
that
all
those
that
work
with
the
yellow,
Police
Service
are
aware
for
the
need
to
change
and,
as
as
changes
are
approved
and
move
along
that
consultation.
That
information
will
continue
to
be
shared
at
certain
times.
We
also
have
had
the
opportunity
to
brief
the
Ottawa
Police
Association,
as
well
as
the
senior
officers
say
Association.
K
We
have
engaged
other
emergency
services,
police
services
and
community
partners
and,
as
a
models
continue
to
be
fully
developed,
there
will
be
more
consultation,
I
think
the
most
important
apartment
that
I
would
like
to
speak.
To
is
about
now
that
there
has
been
a
significant
of
work
to
bring
us
to
a
model
by
the
members
within
the
organization.
K
Now
that
we've
had
the
opportunity
to
present
to
the
police
services
port,
this
would
be
the
appropriate
time
to
engage
a
community
and
consultation.
There
is
work
being
done
as
we
speak,
to
develop
a
strategy
and
that
strategy
will
be
completed
in
early
May
and
it
will
speak
to
the
multiple
forms
and
activities
that
will
support
the
support.
The
community
consultation-
and
you
see
a
few
of
them
up.
There
very
recommended
around
electronic
form.
Stakeholder
meetings
and
public
presentations.
K
We
know
what
the
community
has
to
offer
is
important.
We
look
to
incorporate
the
feedback
from
the
community
into
the
model
and,
as
I
have
spoken
to
previously
we're
looking
not
to
change
the
model
but
to
enhance
and
strengthen
community
policing
model
that
has
brought
us
to
today
and
has
made
us
successful
in
that
area.
A
F
F
So
we
recognize
that,
in
order
for
us
to
really
meet
those
challenges
of
the
present
and
the
future,
we
needed
to
transform
the
organization
and
come
up
with
a
new
way
of
doing
business
to
make
sure
we
are
effective
and
efficient,
and
the
first
step
was
looking
at
me.
What
are
the
calls
that
are
coming
into
organization,
and
how
are
we
handling
those
calls,
and
should
we
be
taking
those
calls
for
service?
F
So
that's
the
demand,
management
and
front
line
is
to
make
sure
that
all
uniformed
people
that
work
with
us
are
under
one
umbrella
and
we're
out
there
delivering
the
services
and
doing
a
very
difficult
work.
That
policing
is
today
and
to
make
sure
we're
having
the
right
people
at
the
right
time
doing.
F
The
right
work
from
the
investigative
perspective
is
making
sure
that
we
have
the
highly
skilled
investigators
dealing
with
specific
crimes
and
making
sure
that
we
have
the
flexibility
and
ability
to
move
those
resources
around
as
crime
trends
shifts
and
there's
a
lot
of
work.
That's
been
done
on
a
court
system
and
we're
working
with
the
Crown
attorney
in
the
attorney
general's
office
to
make
sure
that
that
whole
system
gets
reviewed
and
the
last
piece
of
the
fifth
project
was
around
the
control
center.
F
A
lot
of
the
organizations
are
refer
to
that
as
a
real
time:
crime
Center.
There
are
tremendous
opportunities
for
us
to
become
smarter
in
understanding
crime
trends,
to
be
more
predictive
as
far
as
what's
taking
place
in
our
communities
and
to
put
the
resources
ahead
of
time
in
place
to
deal
with
those
as
we
predict
would
they
get
better
at
predicting
crime.
So
it's
not
happenstance
that
we're
rolling
out
the
imit
strategy.
F
So
I
want
to
thank
market
deputies,
killers
out
of
town,
but
mo
Jain
and
Rob,
and
the
entire
service
initiative
team
that
have
been
working
tirelessly
at
doing
all
this
work
and
and
and
there's
a
several
members
across
this
organization
that
continue
being
involved
with
the
service
initiative.
But
I
have
every
confidence
that
that
this
model
and
the
way
we're
doing
we're
going
to
do
business
I
will
serve
this
community
well
offer
for
years
to
come.
A
A
A
L
Hi
I'm
actually
here
about
presenting
a
number
of
different
groups:
I'm
representing
the
Civic
Hospital
Neighborhood
Association,
the
Hintonburg
Community
Association
Mechanicsville
Community
Association,
the
Preston
Street
BIA,
and
the
Italian
Canadian
Community
Center
on
Gladstone.
Just
to
save
you
a
bit
of
time
with
one
speaker,
we
have
all
been
very
strong,
effective
partners
with
police
for
25
years.
We've
worked
really
hard
and
we
got
value
to
the
police
service
crimes
decreased.
As
an
example,
Hintonburg
went
from
the
highest
calls
for
service
to
the
lowest
calls
for
service.
That's
a
huge
cost.
L
L
Nine
years
ago
we
came
before
you
to
request
that
the
community's
Police
Center
move
into
the
hidden
burg
community
center.
The
police
were
paying
$90,000
a
year
in
rent
for
a
storefront
further
down
Wellington,
we
spent
months
working
very
closely
with
the
inspector
and
the
police
centre
has
moved
in
2007.
You
now
pay
$8,000
a
month
in
rent
in
the
community
center.
Nobody
knows
who's
growing
in
there.
It's
very
discrete
and
that
money
that
you've
saved
over
80
thousand
a
year
goes
into
youth
programming
circles
and
it's
free
youth
program.
L
I've
talked
to
a
few
officers,
but
we
still
really
don't
feel
we
understand
what
the
implications
are
to
us.
So
we're
told
that
no
one
knows
what
the
new
model
looks.
Like
is
our
CPC
officers,
our
neighborhood
officers,
our
CPC
center?
Are
they
gone
either?
Staying
couldn't
recall.
Realistically,
this
is
only
five
months
to
implementation.
L
So
how
is
this
all
going
to
happen?
It's
a
huge
change,
but
we
feel
is
really
going
to
affect
us
so
to
the
board.
We
read
meaningful
consultation,
not
just
an
information
session.
We
ask
that
you
direct
the
place
to
bring
this
back
to
police
services
board
at
the
end
of
the
consultation
for
another
discussion
and
debate,
not
just
provide
a
report
to
the
community
on
the
decision.
L
The
programs
that
we
see
this
is
a
shift
from
proactive
policing
to
reactive
policing
by
losing
our
community
police
officers.
Neighborhood
officers
beat
officers
my
lack
of
continuity
with
the
same
officer
if
their
own
patrol
in
different
parts
of
the
city,
who
do
we
connect
with
we
have
spent
25
years
training.
Everyone
call
your
CPC
officer
and
I
have
to
tell
you
that's
not
an
easy
job.
It's
a
reinforcing
job
patrol
can't
fulfill
that
function.
L
There's
a
new
model
of
the
multi-stakeholder
approach
to
problem
addresses
that
really
started
in
Hintonburg
in
1995,
under
a
much
more
simple
name
than
this.
It's
a
model
that
works.
The
model
shows
that
the
CPC
officer
is
the
lead
on
this,
so
they
don't
have
one.
Where
do
we
start,
although
they
do
it
in
their
spare
time?
When
they're
not
trouble,
the
specialized
units
made
the
difference.
The
NHL's
put
the
Hertz
out
the
beat
officers.
L
They
could
focus
on
the
problem
and
they
could
work
to
find
a
solution
rather
than
just
responding
to
calls
at
the
same
location
day
after
day
after
day
after
day,
and
that
has
happened
for
20
years.
They
found
the
solutions.
Their
work
resulted
in
a
decrease
in
calls
for
service,
and
they
give
us
quality
of
life.
The
Community
Connections
took
a
long
time
to
build
that
trust
with
a
police
officer
in
the
community
is
not
automatic.
It
takes
a
lot
of
work
and
it's
trust
both
ways.
L
L
L
If
the
present
community
policing
model
wasn't
working.
Why
do
we
get
asked
for
advice
on
best
practices
for
many
communities
and
not
more
than
three
weeks
ago?
The
police
call
us
for
some
best
practices.
So
clearly
it
has
worked.
We
understand
you
have
shortages
of
officers
and
financial
things
you
have
to
deal
with,
but
please
don't
take
away
the
resources
that
our
workforce
in
so
important
to
us
so
work
with
us
to
find
the
efficiencies
we
can
help.
You
can.
L
A
M
Us
on
math
support
integration,
shop,
3cc,
personal
importance,
dairy
service,
the
police,
tonic
annuity,
Thank,
You,
Cheryl
you're,
an
inspiration
to
us
would
be
crime
fighters.
My
name
is
Lisa
now
Lulu
and
I'm,
the
founder
of
crime
prevention,
Gagne
and
the
neighborhood
watch
program
volunteer
coordinator
in
Vanier
I'm,
here
to
speak
on
the
importance
of
the
community
police
officer
in
the
community
police
service.
Here
in
banning
last
year,
not
one
but
two
community
groups
successfully
nominated
at
our
CPO
constable,
shell
caddy
aisle
for
crime
prevention,
Ottawa's,
community
enforcement,
professional
award.
M
The
nomination
was
accompanied
by
no
less
than
seven.
Letters
of
support
from
community
groups
and
merchants
in
his
two-and-a-half
years
has
been
a
CPA
constable.
Carey
I
made
a
priority
of
connecting
the
Ottawa
Police
Service
and
his
community
police
center
and
the
services
it
offers
to
venya
residents
and
community
groups.
Constable
carry
out
took
a
proactive
approach
to
community
community
policing
by
engaging
with
local
residents
merchants
and
community
groups
and
services
in
order
to
fully
understand
the
area's
safety
concerns.
M
Thanks
to
his
multi-prong
approach
to
policing,
he
understood
the
importance
of
fostering
strong
and
collaborative
relationships
with
our
key
stakeholders
living
and
working
in
Vanier
at
the
urgent
at
the
urging
of
constable
Cariad
I
successfully
applied
to
the
Ottawa
police
service
for
a
volunteer
position
as
neighborhood
watch
program
coordinator
in
vani.
Together
we
conducted
an
audit
of
venues,
neighborhood
watch
program.
We
identified
the
watches
that
were
active,
abandoned
and
struggling.
M
We
collaborated
on
finding
new
captains
for
the
orphaned,
watches,
offered
o-p-s
meet
and
greet
events
to
existing
in
potential
watches,
and
we
ensure
that
our
watch
has
had
the
support
and
tools
required
actively
address
safety
issues
RCP.
Oh
when
it
was
instrumental
in
reviving
venniese
Neighborhood
Watch
program
without
the
leadership
of
our
community
police
officer,
the
neighborhood
watch
program
in
Vanier
would
still
be
in
tatters.
He
consistently
supported
crime
prevention
venues,
efforts
and
advocacy
for
greater
safety
awareness
in
Vanier
I.
M
Remember
when
they
reported
to
311
pasta,
toot
had
once
again
graffiti
tag
to
ban
a
bench
at
the
corner
of
Mary
a
and
Montreal
Road
as
her
office.
Our
CPA
immediately
sent
an
email
to
3-1-1,
endorsing
my
request
for
the
prompt
removal
of
the
graffiti.
The
graffiti
was
removed
without
within
48
hours.
M
He
urged
the
waba
no
Centre
for
Aboriginal
health
to
activate
a
trespass
to
property
authorization,
thereby
giving
o-p-s
the
authorization
to
remove
loiterers
from
its
property.
He
advocated
for
new
gates
on
selected
properties
to
impede
criminal
activity
and
inappropriate
use
of
their
parking
lot
Lots
by
drivers,
sex
trade
workers
and
John's.
He
suggested
buzzer
activated
entrances,
so
business
owners
and
staff
can
prevent
inappropriate
use
of
its
premises
and,
as
importantly,
active
and
frequent
use
of
the
CPC
offices
by
community
groups
and
volunteers
to
increase
its
visibility,
importance
and
relevance.
M
The
Vanier
only
an
effective
CPO
who
knows
his
or
her
area
well,
would
know
to
do
these
things.
Our
Community
Police
Officer
plays
a
vital
role
in
facilitating
resident
engagement
to
make
our
community
safer
that
the
Ottawa
Police
Service
is
only
as
good
as
the
support
it
receives
from
the
citizens
it
serves.
M
Unfortunately,
Vanier
was
immobilized
to
the
extent
it
is
today
when
o-p-s
decided
to
merge
van
over
book
and
Manor
Park
and
your
1cp.
Oh,
it
is
a
decision
I
wish.
I
could
undo,
given
the
big
demand
for
police
services,
particularly
in
veiny
and
Overbrook.
At
the
time
when
venu
needed
more
services,
o-p-s
chose
to
water
down
the
services
it
offered
to
us
should
a
proposal
to
remove
our
one
and
only
CPO
come
to
be,
it
will
have
a
harmful
effect
on
van
name
as
well.
Such
a
move
would
be
counterintuitive
to
everything.
M
Oh
PS
has
been
drumming
into
us
for
a
decade
which
was
is
to
report
report,
reports
or
PS
knows
how
and
where
to
allocate
its
resources.
On
many
occasions,
the
former
and
current
police
chiefs
have
publicly
thanked
the
residents
of
Vanier
for
bringing
concerns
to
the
attention
of
Oh
PS,
allowing
it
to
shut
down
droid
houses,
execute
John
sweets
among
other
successful
Oh,
PS
operations
and
Vanier.
From
my
perspective,
community
policing,
it
still
is
still
in
its
infancy,
infancy,
and
it
can
take
that
case
they're
thoroughly
implement.
M
Since
2007
community
groups
in
vania
have
worked
tirelessly
to
support
that
approach
by
urging
residents
to
engage
o-p-s
and
still
it
continues
to
be
an
uphill
challenge.
Almost
on
removing
RCP,
oh
and
our
community
police
center
on
macarthur,
if
that
too
is
being
considered,
will
be
the
intrumental
to
vanian
and
possibly
undo
a
decade
of
community
efforts.
Many
improvements
have
been
made
in
terms
of
crime
prevention
and
reporting
in
Vanier,
and
for
that
we
are
grateful
for
the
support
we
have
received
from
our
CPO,
where
we
have
had
to
work
too
hard
to.
M
A
N
Thank
You
chair
and
thank
you
directors
for
this
opportunity
to
address
the
board,
address
it,
not
just
as
the
representative
for
Kitsch
sippy
Ward,
but
also
as
a
20
year
activist
and
volunteer
with
the
Hintonburg
community
association
resident
of
Hintonburg
I.
Don't
think
I
need
to
belabor
the
Hintonburg
story.
20
years
ago
we
had
as
many
as
two
dozen
crack
houses
operating
in
the
neighborhood.
Today
the
neighborhood
is
much
much
safer
and
that
is
in
large
part
due
to
the
central
role
that
has
been
played
by
the
community
police
officer.
N
A
community
police
officer
who
has
the
intimate
knowledge
of
a
neighborhood
is
key
to
that.
Neighborhood
safety.
Local
community
police
officers,
provide
a
safe
space
for
people
to
have
sensitive
conversations
with
police
community
officers,
as
shows
have
become
trusted
faces
over
time
in
the
community,
and
it's
the
work
that
they
do
on
the
ground.
N
Residents
that
allows
police
to
be
most
effective
and
it's
the
time
and
the
mandate
that
the
community
police
officer
has
to
be
proactive
about
persistent
issues
in
the
community
that
helps
them
to
be
effective,
as
well.
You've
heard
a
couple
of
times
and
I'm
sure
your
word
again.
A
crack
house
is
not
an
incident
to
which
you
can
respond
with
a
single
response.
It
can
take
years
to
shut
one
down.
N
We
can
be
at
the
center
of
that
relationship
between
the
cities
by
public
health,
provincial
agencies,
elected
officials
and
residents.
The
community
police
officer
plays
that
key
coordinating
role.
The
city
have
been
hearing
for
weeks
about
potential
changes.
Just
in
the
past
few
days,
I've
heard
concerns
similar
to
those
being
expressed
by
some
of
the
residents
or
kitc
asipi
being
expressed
by
residents
to
me
from
across
the
city
in
in
roads,
in
suburban
Ward's
and
yes,
I've
heard
from
officers
as
well
some
of
the
same
concerns
and
what
we
don't
know.
N
What
is
causing
us
to
be
so
nervous
is
how
community
policing
could
potentially
be
changed
by
this
strategic
initiative.
We
don't
know
how
officers
will
be
assigned
to
our
neighborhood,
how
long
they'll
stay,
what
mandate
they'll
have
to
be
proactive
and
had
the
length
of
time
to
be
persistent
with
problem
properties.
We
don't
know
what
the
point
and.
N
N
The
direction
the
conversation
from
receiving
meaningful
consultation,
it
seems
to
many
residents
that
a
lot
of
work
has
gone
into
this
plan
already
and
we're
nervous
that
final
decisions
have
been
made.
The
time
for
a
good,
meaningful
consultation
to
take
advantage
of
the
energy
and
the
creativity
and
the
experience
of
residents
is
now,
and
my
ask
if
you're
receiving
is
to
ensure
that
you
have
those
discussions
with
us
with
the
residents
to
ensure
that
our
communities
continue
to
benefit
from
the
incredible
service
of
our
Police.
Service
has
been
delivering
to
us.
Mr.
chair.
Thank
you.
N
A
O
I
hope
I'm
as
close
to
five
as
possible:
okay
on
behalf
of
the
by
Rebecca
BIA,
our
board
of
directors,
six
hundred
plus
business
members
and
the
Byward
market
safety
and
security
committee
representing
a
wide
group
of
diverse
stakeholders,
including
businesses,
residents
and
community
partners.
We're
here
today
to
express
our
sincere
concerns
about
the
proposed
new
direction
outlined
in
the
SI
update
both.
Why
would
market
businesses
and
our
visitors
rely
on
our
any
choice
for
patrol
and
beat
officers
to
maintain
a
safe
and
welcome
atmosphere?
O
The
regular
presence
and
interaction
with
officers
who
are
specifically
assigned
to
the
area
is
our
greatest
asset
in
terms
of
addressing
our
challenging
and
diverse
safety
and
security
needs.
Well,
the
number
one
tourist
attraction
we
have
a
provincial
tourism
designation
will
hand
to
the
largest
and
oldest
outdoor
market
opens
363
days
a
year,
we're
home
to
six
hundred
businesses,
National
Gallery
of
Canada
Canadian,
Mint,
notre-dame
Basilica
in
the
u.s.
embassy,
but
beyond
our
borders.
Our
larger
community
includes
Rideau
Lower,
Town,
Lower,
Town,
East
and
Sandy
Hill.
O
O
But
within
this
we
also
have
an
inter
provincial
truck
route
through
its
heart:
a
major
bus
and
transportation
corridor.
Three
major
homeless,
shelters,
housing
over
a
thousand
homeless,
dozens
of
drop-in
centers,
hundreds
of
supportive
and
public
housing
units,
several
harm
reduction
programs,
including
new
distribution
sites
and
the
proposed
location
of
a
supervised
injection
site.
This
unbelievable
clash
of
culture,
cultures
and
diversity
of
stakeholders
presents
a
very
unique
challenge
in
regards
to
maintaining
a
safe
and
secure
environment
for
all
stakeholders.
O
Community
or
neighborhood
specialists
making
those
decisions,
the
downtown
area,
players
and
situations
change
regularly.
Who
will
be
responsible
to
keep
track
of
the
changes
and
be
the
experts
in
our
area?
How
will
you
replace
that
value?
Counselors?
If
you
can
imagine
you
no
longer
have
a
frontline
staff?
You
just
have
a
pool
of
secretaries
in
which
to
draw
from
they
don't
know
your
wards.
They
don't
know
the
players.
O
There's
no
save
a
greater
sense
of
safety
or
community
there's
no
greater
sense
of
safety
for
a
community
member
than
face
to
face
interactions,
relationship
building
with
neighborhood
officers,
their
constant
presence,
whether
it's
a
chance
meeting
on
the
sidewalk
or
a
specific
drop
into
a
business,
builds
that
relationship
and
Trust,
and
this
sense
of
trust
takes
a
significant
amount
of
time
to
build,
but
that
trust
can
be
broken
and
lost
very
quickly.
An
officer
sitting
in
a
court
in
a
car
is
cold
and
intimidating.
O
Additional
concerns
are
also
related
to
the
timing.
January
1st
2017
we're
supposed
to
be
welcoming
an
extra
million
million
tourists,
we're
supposed
to
be
putting
our
best
face
forward.
2017
is
not
the
time
and
like
sweeping
changes
to
service
delivery,
changes
that
will
undoubtedly
take
time
to
tweak
and
perfect.
O
Finally,
we
must
call
attention
to
the
absence
of
advanced
and
meaningful
consultation
with
the
community
at
large.
The
very
citizens
who
rely
on
your
service
community
members
are
also
on
the
front
lines.
Our
varied
experiences,
knowledge
and
proficiencies
are
also
extremely
valuable
to
the
public
to
the
police
service
process.
I
can
fit
wrap
this
up
without
my
timer
yep.
Changes
to
delivery
and
police
services
have
a
very
significant
impact
in
our
community.
With
this
in
mind,
we
request
meaningful
and
engaging
consultation
in
a
process
that
is
recommending
such
sweeping
institutional
and
organized
organizational
changes.
O
Furthermore,
it's
incredibly
concerning
to
hear
that
neighborhood
and
district
officers
have
already
been,
but
they
will
be
reassigned.
Their
positions
no
longer
exist.
This
sounds
very
much
like
a
done
deal
and
not
under
consideration
open
to
consultation.
We
truly
hope
that
is
not
the
case.
Thank
you.
Thank.
A
P
A
P
I'll
give
my
presentation-
hopefully
members,
some
members
of
the
board
can
follow
up
with
certain
questions
so
that
she,
following
that,
so
I'd
like
to
start
by
saying
that
I've
only
encountered
positive
interactions
between
the
Police,
Service
and
residents
I've
been
in
office
for
six
years
and
as
highlighted
by
crime
prevention
Vanier,
it's
always
been
very
closed,
very
open,
very,
very
engaging
and
I
came
across
I.
Think
many
of
you
would
have
read
recently
the
decision
that
was
made
by
law,
services
and
o-p-s
not
responding
to
a
noise
call
and
I.
P
You
know
we've
taken
that
aside
and
that
discussion
is
continuing.
I,
don't
want
to
dwell
on
that
issue,
but
to
me
it
highlighted
a
challenge
that,
as
a
member
of
council
as
a
member
of
the
community,
we
this
came
about
as
faculty.
That's
how
we
took
it
and
I
think
that's
what
you're
hearing
from
a
lot
of
the
members
behind
me
is
that
there
are
decisions
that
are
perhaps
the
best.
Perhaps
change
is
what
the
operations
need:
I'm,
not
I'm,
not
a
police
officer,
I'm,
not
an
executive,
another
I'm,
not
the
board!
P
So
I'm,
not
it's!
Yes!
To
set
the
FL
master,
but
I
do
think
that
para
processes
of
making
these
decisions,
while
gathering
feedback
from
the
community
businesses,
is
important,
especially
with
those
strong
ties
that
we
have
in
terms
of
response
to
security.
So
I
don't
know
where
you
recognize
that
there's
a
presentation
that
was
done
this
evening
I
recognize
that
those
consultation
that's
planned
for
the
future.
I
would
indulge
the
group
to
say
ie
the
bylaw
changes
that
have
come
in.
P
Can
we
just
put
a
hold
on
that
open
up
the
discussions
within
community
because
there
are
risks
that,
although
change
is
good,
although
modernization
is
good
that
if
these
aren't
aligned
that
you
know
we're
opening
ourselves
up
to
more
risk
and
I
think
what
you're
hearing
from
the
communities
we
want
to?
We
want
to
continue
to
see
these
teams
work
together
and
o-p-s,
as
probably
emergency
services
as
part
of
the
business
sector
and
as
part
of
Community
Association
is
seen
as
a
focal
point
for
those
teams,
so
I'm.
P
A
A
We
didn't
like
the
answer
that
we
heard
about
it,
but
nevertheless
we
all
continued
to
work
with
you
and
your
office
and
legal
staff
under
police
tried
to
work
together
and
try
to
achieve
a
common
coming,
basically
direction,
so
we
can
live
with
and
work
with,
but
nevertheless
one
we
invited
that
the
deputy
Skinner
who's
in
charge
of
deaths
are
shielded
from
exchange
with
our
staff
begin
by
the
end
of
2013,
so
the
counselor,
but
we
would
love
to
continue
working
with
you.
I
know
you
don't
like
the
the
response
you
receive.
A
Police
will
not
be
responding
to
a
TV
loud
at
four
o'clock
or
at
three
o'clock
in
the
morning
when
our
police
dealing
with
bars
and
tens
of
thousand
people
leaving
the
market
I.
Think
you
heard
that
discussion
is
well
but
to
come
in
here
and
say
this
I,
don't
think
that's
really
fair,
but
nevertheless
we're
welcome
to
continue
working
with
you
I
believe,
there's
a
meeting
coming
soon
with
mr.
O'connor,
the
chief
myself
and
yourself,
and
we
look
for
to
continue
at
that
dialogue.
Just.
P
To
be
clear,
I,
my
my
discussion
specifically
to
noise
is
really
an
aside.
What
I'm,
what
I'm
speaking
about
is
that
changes
are
happening
and
members
of
council
that
are
not
on
the
board
are
not
engaged
in
the
process
that
that
was
my
meaning,
and
it's
the
same
that
I'm
speaking
about
concerns,
specifically
from
what
we're
hearing
from
the
community.
So
I
appreciate
what
you're
saying
around
bylaw
and
my
I
wasn't
asking
us
to
relook
at
it.
I'm
really
asking
specifically
to
engagement,
Thank.
A
A
B
The
boy
delaying
crime
robbery,
which
are
constantly
concerns.
A
few
months
ago
we
actually
went
around
with
constable
shell,
Carriere
Cox,
his
counterparts
in
centre,
town
and
Chinatown
and
gleep
I,
guess,
melee
and
hunt,
and
we
did
visits
with
targeted
businesses
to
give
them
business
tips
for
crime
prevention
and
a
lot
of
them.
B
When
we
actually
talk
to
them,
they
never
even
thought
about
reporting,
they
don't
realise
the
importance
of
reporting,
but
they
always
tell
us
and
community
members
indirectly
of
the
crimes
that
they're
witnessing
drugs,
loitering,
robberies
their
staff
and
patrons
not
feeling
safe
and
with
each
one
we
talked
with
them.
The
importance
of
reporting
telling
him
and
telling
the
general
reporting
it
to
the
police,
because
that's
how
you
guys
will
allocate
resources
and
become
aware
of
things
and
and
can
track
changes
over
time.
B
So,
yes,
a
few
months
ago,
we
also
Lucy
nominated
Jacques
for
a
community
award.
I
was
basically
just
running
it
at
the
office
and
printed
that
letter,
but
that
basically
sums
up
our
relationship
with
our
local
company,
a
local
police
constable
I,
don't
know
if
you
actually
saw
this,
but
I
just
will
read
this
quickly.
It's
very
short.
Over
the
last
two
years,
constable
Jacques
Carriere
has
been
an
integral
part
of
the
very
community
as
the
community
police
officer
in
the
area
on
behalf
of
Cove
area
business
improvement
area.
B
I
would
like
to
support
Lucy
Marlowe's
nomination
of
him
for
the
crime
prevention,
auto
enforcement,
professional
ward
had
the
pleasure
of
working
closely
with
constable
carrier
and
preventing
crime
and
enhancing
Community
Safety
in
Bailey.
He
invited
the
BAS
merchant
program
coordinator
to
take
part
in
o-p-s
septet
training
course
allowing
the
opportunity
for
our
BIA
to
gain
valuable
information
for
the
benefit
of
our
local
community.
B
He
always
keeps
us
informed
on
keeping
our
local
merchant
program
quarter,
abreast
on
any
issues
such
as
local
robberies
affecting
our
businesses
and
as
an
active
part
in
our
safety
committee
meetings,
which
are
held
by
monthly
and
bring
up
concerns.
He
is
always
proactive
in
finding
the
solutions.
Constable
carrier
was
closely
with
the
qbb.
Is
merchant
programs
coordinator
in
applying
crime
prevention
through
Environmental
Design
assessments.
This
is
dealt
with
issues
of
loitering
and
a
motorcycle
kind
of
like
groupings
that
can
cause
like
some
some
distractions
for
local
businesses.
B
He'd
helped
come
those
kind
of
issues
down.
He
recognises
the
tagging
that
happens
in
our
area,
he's
a
very,
very
personal
relationship
with
our
community
and
so
I
just
want
to
echo
the
other
community
members
and
saying
the
importance
of
having
these
community
police
constables.
The
relationship
that
they
have
is
what
will
keep
you
guys
informed
on?
What's
going
on
in
the
neighborhood?
Will
help
community
feel
safer
and
reporting,
because
often
it's
not
an
anonymous
entity
anymore?
B
It's
a
direct
person
that
directly
cares
about
the
community,
so
that's
all
I
have
to
say
about
that,
and
so
I
hope
that,
as
you
guys
reconfigure
things,
how
you
offer
services
that
that
is
a
key
element
and,
as
you
seen
with
the
strong
passion
from
our
community,
that
that
is
something
that
our
community
does
want.
Thank
you
thank.
Q
Well,
thank
you
very
much.
Mr.
chair
members
of
the
bed.
I
didn't
actually
come
here
to
speak
today,
but
I've
been
inspired
by
the
conversation.
To
just
add
a
couple
of
comments.
First
I
wanted
to
say
that
I
certainly
recognize
the
task
that
you
have
a
heard.
Any
organization
needs
to
modernize.
It
needs
to
stay
current
and
needs
to
change
their
practices
from
time
to
time
and
I
understand
that
there
are
lots
of
pressures,
financial
and
service
that
you
need
to
deal
with.
Q
But
what
concerns
me
is
I
think
the
part
that
appears
to
be
under
consideration
for
dismantling
is
what
I
would
reflect
as
a
member
of
council
having
22
years
of
experience
as
the
part
that
works
the
very
best
in
our
communities.
I
would
tell
you
that
there
have
been
so
many
fires
put
out,
so
many
disasters
averted
so
many
problems
solved
by
virtue
of
the
system
that
has
community
police
officers
and
has
an
inspector
where
we
have
one
point
of
contact
that
deals
with
all
of
our
problems
and
I'm.
Q
Q
They
did
public
consultation
early
in
the
process
and
I
think
we
can
learn
from
that,
because
if
the
decision
has
all
been
it
ready
been
made,
which
is
what
we've
heard
a
lot
of
people
say
tonight
them
that's
too
late.
So
I
would
just
implore
you
to
maybe
take
a
step
back
and
to
reflect
on
how
important
community
policing
is.
How
important
the
trust
that
we
have
built
over
years
and
years
in
the
community
is,
and
you
know,
I
would
tell
you
that
it's
huge
value
for
money.
Q
J
E
E
What
mechanisms
for
feedback
from
the
communities,
what
mechanisms
for
tweaking
it
so
to
speak.
It
may
be
a
bumpy
first
little
while
so
that's
kind
of
what
I
didn't
hear
from
the
reports.
Maybe
it's
through
this
board
for
this
bodies,
our
liaison
committee,
compact,
etc,
for
community
feedback.
When
it's
gets,
where
do
we
go?
How
is
our
quarterly
reporting
mechanism?
Is
there?
Some
stats
go
to
be
taken,
so
that
was
my
concern
from
this
one
and
then
on
a
other,
no
we're
gonna
celebrate
their
25th
anniversary
in
the
fall,
so
we'll
keep
you
posted.
Q
Q
If
it
is,
that
may
just
be
on
its
way,
but
I
think
that
I
would
like
that
opportunity
as
well
to
consult
with
my
colleagues
in
the
greater
context
of
this
country
and
globally,
to
see
what
else
is
happening
on
this
topic
in
that
respect
and
I.
Think
with
that
I'll
just
say
that
we
don't
South
downtown.
Q
We
know
itself
has
been
one
of
the
districts
that
has
seen
bit
of
a
mess,
I
think
engagement
with
police
community
over
the
years,
and
that's
because
we
are
such
a
density
area
and
a
high
call
demand
with
the
we,
the
center
of
the
larger
shopping
retailers
in
the
Byward
market
area.
So
the
concerns
that
you
are
hearing
from
the
community
I've
already
been
experiencing
them
in
my
community
and
have
become
somewhat
used
to
them,
which
is
not
acceptable.
Q
It's
my
reality
and
I
now
see
that
others
are
starting
to
fear
the
pain
of
what
will
be
and
I
can
let
you
know
right
now
that
what
will
happen
is
apathy
in
the
community
and
you
will
see
a
reduction
in
calls
for
service,
because
people
will
not
be
calling
in
to
report
because
they
will
just
become
disengaged
and
feel
that
they
will
not
have
any
effect
by
engaging
the
process
to
report
on
to
policing.
So
you
will
see
that
gap
happen
in
my
experience.
So
thank
you.
Thank.
A
R
Thank
You,
chair
I'll,
be
brief.
I'm
gonna
start
off
with
mentioning
that.
Today
we
heard
from
the
chief
about
the
new
transfer
policy.
This
is
replacing
a
tenure
program
which
made
a
significant
amount
of
attention
in
the
media.
It
was
quickly
presented
and
it
has
been
successful
and
I
would
like
to
hope
that
a
lot
of
that
has
to
do
with
the
fact
that
that
was
a
joint
project
where
y'all
a
police
association
was
heavily
involved,
can't
see.
Obviously
we
agree
with
every
aspect
of
it.
However,
that's
not
the
point.
R
The
point
is
is
that
there
is
no
issue
with
it.
There
will
hopefully
be
minimal
issues
going
forward
upon
the
implementation
on
the
side
there
today
I
saw
that
the
other
Police
Association
was
apparently
consulted
or
briefed.
I
assure
you
that
this
presentation
that
you
saw
today
was
shown
to
us
the
day
after
our
district
members
were
presented
with
it.
We've
impressed
upon
the
service
initiative
that
there
are
significant
issues
involving
the
collective
agreement
that
are
going
to
be
problematic
with
how
this
model
is
rolling
out.
R
I've
heard
we've
attempted
in
the
meantime
to
have
meetings
prior
to
this
presentation
and
so
far
without
success.
Frustrating
I
just
want
to
make
sure
that's
impressed
upon
the
police
services
board
when
they
make
their
decision
around
this.
There
was
the
mention
of
silos
anecdotal
that
there's
this
problem
that
pre-existed
with
the
district
and
patrol
my
experience
in
the
district
cannot
be
further
from
that
experience.
I
mean
that
is
possibly
the
feedback
that
was
received,
but
as
it
was
presented
as
something
factual
to
the
board.
R
I
just
wanted
to
address
that
as
well
as
this
information
that
best
practices
are
being
followed,
the
Calgary
model,
which
has
this
command
and
control
center.
Admittedly,
yes,
that
is
being
brought
over,
however,
Calgary
still
does
have
specialty
units
deployed
to
take
care
of
the
problems
that
all
these
community
members
have
impressed
upon
you
as
being
their
top
priority.
There
will
politely
be
a
suggestion
that
increased
patrol
resource
will
be
able
to
facilitate
this
by
just
the
command
model
itself.
R
But
as
the
community
should
know,
when
you
are
asking
about
proactive
versus
reactive,
this
is
likely
to
see
much
more
of
a
reactive
model
with
a
properly
staffed
patrol
sector,
which
is
nice
to
see,
admittedly,
but
I
hope
that
the
community
understands
that
there
will
be
a
definitely
a
change
in
the
service
that
has
been
received
in
Vanier
in
inter
burg
or
the
marking
areas.
There
will
be
a
change
or
just
want
to
make
sure
that
that's
understood.
Thank
you.
Just.
A
C
Yes,
thank
you.
My
question
is
about
the
economics
of
the
service
initiative,
but
I
before
I
say
that,
given
all
of
the
conversation
we've
had
I
think
it.
Certainly
from
my
perspective,
it's
very
clear
that
the
one
for
us
is
that
there
should
be
no
diminishment
in
community
safety,
so
we
are
looking
for
efficiencies,
but
not
at
the
cost
of
the
of
the
service
that
the
public
gets.
C
So
I
think
that
I
I
don't
want
to
seem
quite
hearted
and
launching
into
a
question
about
economics
with
when
we've
heard
so
many
very
passionate
comments
from
the
community
and
certainly
I
think
we
all
as
board
members
heard
them
very
clearly.
So,
having
said
that,
I
I
I
know
that
this
is
very
challenging
initiative
for
the
police
service
and
both
the
service
initiative
and
the
back-office
transformation,
and
that
the
this
pursuit
of
efficiencies
and
savings
and
I
think
from
a
board
perspective.
C
The
total
for
the
year
was
2
million,
were
a
quarter
of
the
way
through
the
year.
So
what
I
would
like
to
know
is
how
are
we
doing
what
what
efficiencies
have
been
achieved
so
far,
and
my
specific
concern
which
I
raised
in
the
fall
was
that
there
was
an
additional
efficiency
target,
of
course
$700,000.
So
I
would
like
to
know
now
there
were
a
quarter
waned
of
the
year.
C
H
Chen
pleased
to
report
that
we
in
fact
are
on
target
for
the
full
two
million
we
did
have
as
a
board.
Member
Smallwood
reminded
us
that
at
budget
time
we
were
just
under
$700,000
short
of
the
target.
What
we've
realized,
as
we
did
the
back
office
transformation
work
and
transferred
the
payroll
function
from
Ottawa
police
to
the
city.
H
We
introduced
a
range
of
policies
that
aligned
with
our
payroll
and
benefit
policies
with
city
policies
and
found
a
number
of
areas
where
we
had
payroll,
overpayments
and
introduced
policies
to
eliminate
that
that
we
on
a
payroll
budget
of
280
million
dollars
that
we
have
$700,000
worth
of
savings
that
we
can
attribute
to
that
change
and
those
changes
and
methods
and
new
policies.
So
we've
identified
that
as
the
the
remainder
of
the
the
2016
efficiencies
and
we
will
be
on
target
to
to
doing
the
40
million.
C
A
E
First
of
all,
I
really
want
to
thank
tonight
I.
Think
we've
had
a
pretty
clear
message
that
conservation
engagement
is
absolutely
a
must
with
an
important
community
resource,
big
implications.
You
know
we're
trying
ask
the
question
with
the
public
before
pay
more
taxes,
yet
fewer
services.
These
are
some
of
the
big
issues
that
we're
trying
to
wrestle
with
and
I
do
think.
It's
critical
at
first
to
hear
from
the
public.
A
F
Can
answer
that
question
and
roll
up
in
my
in
my
observations
as
well?
If
that's
okay,
mr.
chair
I,
think
you
know
I
worst
of
all,
I
want
to
thank
the
public
delegation
for
coming
out.
I
think
it
speaks
to
clearly
to
the
passion
that
you
have
about
policing
services
in
your
community
in
public
safety,
and
it's
not
foreign
to
us.
We
see
this
our
daily
basis
and
I
think
and
also
I
think
it
speaks
to
the
the
amazing
work
and
the
excellent
work
that
our
officers
are
doing
out
there,
each
each
and
every
day.
F
So,
thank
you
very
much
for
recognizing
that,
and
so
what
I'm
hearing
I
certainly
recognize
the
importance
of
that
single
point
of
contact,
the
knowledge
of
the
community,
the
trust
that
that
we
we
enjoy
in
our
community
because
of
the
relationship
that
we've
built
over
the
years
with
with
community
and
that
consistency
around
the
work
we
do
with
our
community
and
the
knowledge
of
the
officers-
and
you
know,
meaningful
consultation-
is
not
something
that's
foreign
to
us
as
a
police
service.
We
see
it
in
our
in
our
business
plan.
F
Every
year,
we've
seen
it
with
the
the
race
data,
the
traffic
stop
race,
data
collection
project,
the
street
check
policy,
the
Tasers
we've
we've
done,
consultations
and
consul
public
consultation
has
always
been
part
of
our
plan
around
the
service
initiative,
and
we
needed
to
develop
a
concept
of
model
prior
to
going
out
there.
Now
it's
time
to
to
go
out
and
ask
the
community
what's
important
to
them
and
and
show
that
type
of
model
and
I
can
assure
you
that
you
know
the
role
and
the
function
of
the
CPC
officer
is
important
and
will
remain.
F
You
saw
that
in
the
proposed
model
we
want
to
continue
hearing
from
you.
We
recognize
the
importance
of
having
officers,
walk
a
beat
in
our
downtown
core
to
show
our
visibility,
that
presence
and
the
relationship
that
that's
important.
That
remains
how
we
deliver
that
service
keeping
in
mind
all
these
tenets
of
community
sing
and
the
things
that
are
important
to
you
is
the
trick.
As
far
as
how
do
we
structure
ourselves,
though,
so
we
ensure
that
that
community
safety
is
not
compromised,
that
is
our
goal.
F
Is
to
keep
our
qyz
safe
and
reduce
victimization
reduce
crime
and
older
offenders
accountable,
while
building
strong
relationships
that
will
always
remain
as
far
as
the
memory
Nicholson's
question,
as
far
as
who
should
oversee
I
think
this
is.
This:
is
the
forum
where
that
opportunity
to
opportunity
exists
for
the
board
to
keep
ensuring
that
we
are
being
responsive
to
community
well
received
in
the
community
and
that
we
we
continue
to
deliver
service
that
that
the
community
has
come
to
expect
I
had
a
cost,
that
is,
that
is
a
foil
role
and
shows
value
for
money.