►
Description
Agenda and background materials can be found at http://www.ottawa.ca/agendas.
A
A
A
A
B
A
A
B
As
well,
we're
just
waiting
for
the
agenda
to
come
up
and
while
we're
waiting
I'll
just
make
a
comment.
We
are
at
the
mercy
of
a
remote
connection,
so
there
may
be
times
we
may
possibly
lose
a
connection
during
the
course
of
the
meeting.
If
that
happens,
we'll
just
hold
on
until
it
gets
reestablished,
but
we
don't
have
particularly
robust
connections
all
around.
So
there
may
be
some
issues
in
terms
of
being
able
to
have
a
smooth
flow
for
this.
B
So
I'm
going
to
start
the
meeting
now
and
welcome
everybody
to
the
finance
and
Audit
Committee
meeting
agenda
8
the
21st
of
April
Tuesday
at
24th
of
April
20-21
p.m.
and
this
mentioned
we're
doing
this
via
zoom
video
conferencing,
so
there
there
may
be
some
issues.
Also
note
that
the
mayor
is
who
you
heard
has
joined
us.
Although
his
his
image
will
not
be
available,
he
has
called
in
so
he
is
present
as
well,
although
not
visible
on
the
screen,
so
I'll
get
started
with
a
presentation.
B
The
first
item
on
the
agenda
is
a
presentation
and
I
believe
Jeff
you'll
be
sharing
your
screen
to
get
to
start
that
presentation.
For
us
Oh
before
we
do
that
I'd
better,
just
confirm
the
do
a
confirmation
of
the
agenda
that
the
finance
and
Audit
Committee
confirmed
the
agenda
number
21
of
the
April
2020
meeting.
Is
that
confirmed
in
fact
great?
Thank
you
very
much
I'd
like
to
confirm
the
minutes.
Number
seven
of
the
second
of
December
2019
that
the
finance
and
Audit
Committee
confirmed
the
minutes
from
the
second
December
2019
meeting.
B
D
B
D
D
D
The
co
bid,
19
pandemic
response
does
represent
a
major
financial
risk
for
the
2020
LPS
budget.
Several
briefings
have
been
provided
to
the
board
on
pandemic
response
so
far,
and
our
goal
is
to
develop
a
more
formal
structure
for
financial
reporting
information
to
ensure
the
board
has
the
information
that
it
requires.
B
E
Okay,
so
it's
an
additional
perspective
and
one
that's
a
bit
last-minute,
but
I
think
it's
worthy
before
we
go
further.
The
Cova
19
pandemic
does
represent
a
major
financial
risk
to
the
2020
operating
budget,
but
it
is
clearly
also
an
incredible
opportunity,
not
just
for
the
o-p-s
but
for
any
organization
to
revisit
at
its
core
operating
model
and
depending
on
how
the
pandemic
continues
to
unfold
locally
globally,
how
it
impacts
us
not
just
financially,
but
in
many
other
ways
a
change
to
our
operating
model.
E
I,
don't
think
that
should
be
lost
and
every
crisis
there's
both
an
opportunity
and
a
challenge,
and
while
we're
focusing
primarily
on
the
challenge,
there
is
clearly
an
opportunity
before
us
and
I
can
also
assure
the
board
that,
as
late
as
a
phone
call
at
11:30
today,
with
the
entire
senior
leadership
team,
we've
turned
our
attention
to
both
the
risks
and
the
opportunities
and
I'll
be
happy
to
expand
on
that
later.
On
get
back
to
you
thank.
D
You
chief
so
I'll,
carry
on
well,
we
have
been
very
focused
over
the
last
four
weeks
on
sound
financial
management
principles
and
controls.
We've
been
laser,
focused
on
forecasting
and
understanding
and
managing
the
impacts
to
the
o-p-s
budget.
We
are
fully
aligned
with
the
City
of
Ottawa
business
continuity
task
force
and
the
financial
forecasting
process
associated
with
that.
D
D
E
Again,
I'm
just
going
to
jump
in
as
you
transition
to
the
next
page,
just
for
even
more
specificity
on
the
term
length
of
pandemic.
We
are
in
the
incident
response
phase
of
the
pandemic
to
some
degree.
We
may
we
may
still
be
escalating
in
that
response
phase
because
we're
not
yet
sure
from
our
own
local
part
of
a
public
health
as
to
whether
or
not
we've
peaked
out
yet
on
the
initial
health
curve.
E
So
there
will
be,
after
that,
a
period
of
stabilization,
followed
potentially
by
another
ramping
up
period
of
health
packs.
It's
not
a
certainty
that
there'll
be
a
double
camel
help
affect,
but
it
is
a
possibility,
assuming
we
go
through
stabilization
and
and
potentially
a
second
round
of
escalation
at
some
point,
we'll
move
from
response
into
recovery.
E
That
recovery
period
is
likely
going
to
be
in
the
range
of
several
months
potentially
several
years
and
then,
after
that,
there
will
be
a
period
of
the
opportunity
for
us
to
return
backwards,
to
a
pre,
kovat
sense
of
normalcy
or,
as
I
said
earlier,
on
advance
forwards
into
some
sort
of
new
normal.
That
will
have
challenges
and
opportunities
abundant
in
there.
But
for
the
purposes
of
this
presentation,
we're
talking
about
the
primarily
talking
about
the
response
phase
to
the
pandemic,
going
through
to
either
June
or
the
substantive
part
of
2020.
D
Thanks
chief,
so
I've
moved
on
to
slide
three.
Our
forecasting
and
the
evaluation
of
options
and
interventions
has
been
guided
by
a
key
set
of
principles.
The
principles
are
fully
aligned
with
the
commander's
intent
set
up
through
our
pandemic
response
in
the
incident
command
team
and
those
principles
are
laid
out
on
the
slide
in
front
of
you
continuing
to
provide
police
operations
protecting
the
health
and
safety
of
our
members,
maintaining
capacity
to
deliver
policing
operations,
protecting
our
community
and
the
sustainability
of
our
healthcare
system,
maintaining
public
confidence
and
financial
sustainability.
D
So
those
are
the
core
principles
that
that
we've
used
as
we
as
we've
evaluate
any
options
and,
as
we
will
continue
to
evaluate
options
in
managing
any
financial
pressures
of
this
situation,
I
wanted
to
spend
a
little
bit
of
time
identifying
some
of
the
financial,
significant
financial
controls
that
have
already
been
implemented
by
the
command
team.
A
full
incident
command
system
for
coab
it,
including
a
financial
management
position
to
track
all
expenses,
facilitate
procurement,
etc,
was
set
up
on
March,
2nd
I
know.
Travel
order
was
implemented
on
March
10th
discretionary.
D
A
full
discretionary
spending
freeze
was
implemented
on
march
13th,
a
dedicated
cost
center
to
track
all
incremental
expenses
due
to
cove
819
was
set
up
as
well.
Employee
transfers
and
temporary
assignment
freeze
was
implemented
on
March
17th,
enhanced,
tracking
and
reporting
of
cove
819
overtime,
as
well
as
general.
Over
time,
along
with
enhanced
controls
was
implemented
on
March
18th
and
the
deferral
of
WSIB
admin
fees
was
implemented,
April
7th.
D
5
highlights
the
the
current
forecast,
the
2020
budget
impacts
due
to
Kovan
19
and
again,
as
I
mentioned
previously,
for
showing
two
different
scenarios:
one
where
the
response
period
for
the
for
the
kovat
19
pandemic
lasts
until
the
end
of
June
and
the
second,
where
it
lasts
until
the
end
of
2020.
So
those
are
the
two
columns
you
see
there
with
respect
to
on
this
on
this
slide
in
terms
of
pressures.
D
Nine
million
dollars
worth
of
discretionary
expense
savings
due
to
the
spending,
freeze,
travel,
restrictions,
training
and
paid
duty
overtime.
So
a
total
of
five
point:
1
million
dollars
of
expense
savings
are
forecasted
to
the
end
of
June
and
that
would
leave
a
deficit
of
1.4
million
to
the
end
of
June.
D
The
majority,
as
you
can,
as
you
can
see,
if
you
look
at
the
expense
pressure
and
the
expense
savings,
we're
actually
showing
a
surplus
there.
The
deficit
is
coming
from
the
loss
of
revenues
from
paid
duties.
Background
checks,
as
well
as
the
loss
of
revenue
from
the
airport
contract.
When
we
look
at
the
full-year
impact,
total
pressures
are
close
to
17
million
dollars.
Revenue
pressure
of
7.4
expense
pressures
are
eleven
point:
four
million
on
the
expense
savings
side.
We
are
able
to
more
than
offset
the
expense
pressures
at
twelve
point
nine
million.
D
D
Equipment
and
supplies,
we're
reviewing
all
operational
equipment
and
supply
practices
to
understand.
If
there
can
be
initial
savings
generated
on
the
capital
projects
side,
we
are,
we've
completed
a
first
review
of
all
of
our
capital
projects
and
and
and
we
believe
we
can
identify
savings
from
deferral,
deferring
some
works
in
progress
capital
projects,
mainly
in
the
facilities
and
NIT
areas,
we're
aggressively
looking
at
at
managing
our
vacancies.
This
would
increase
our
gapping
savings
by
holding
select
vacancies
for
a
longer
period
of
time,
permanent
redeployment-
this
would
be.
D
We
already
have
from
an
operational
perspective,
redeploy
a
significant
amount
of
staff
to
ensure
that
we
can.
We
can
manage
the
frontline
and
manage
our
staffing
on
the
frontline
perspective,
but
as
we
move
down
the
list
of
additional
options,
this
is
something
that
we
would
look
at
down
the
line
to
manage
savings,
the
south'
facility-
it's
one
of
our-
it
is
our
biggest
project.
It's
the
biggest
project
in
history
of
o-p-s.
D
There
are
significant
unknowns
with
it,
but
delaying
the
south'
facility.
It
would
not
have
any
potential
any
savings
in
2020.
However,
it
would
defer
future
period
debt
servicing
costs.
However,
delays
delays
do
bring
forward
a
higher
risk
of
cost
escalation.
However,
there
are
so
many
unknowns
at
this
point
in
terms
of
how
things
will
what
the
market
will
look
like
during
the
recovery
period
that
is
difficult
to
forecast.
However,
that
is
an
option.
That's
on
the
table.
D
Continuing
on
casual
and
temporary
staff
layoffs,
this
would
be
looking
at
the
temporary
reduction
in
the
use
of
casual
and
temporary
staff
financial
relief.
We
are
working
with
the
city
and
other
levels
of
government
on
proposals
for
grants
or
other
forms
of
financial
relief.
All
incremental
costs
of
the
pandemic
are
being
tracked.
So
if
that
does
materialize
in
the
future,
we
are
ready
to
be
able
to
submit
proposals
to
receive
financial
relief.
D
Collective
bargaining
is
on
the
list
as
well.
We
do
need
to
factor
that
in
it
likely
has
longer-term
implications.
However,
both
both
agreements
are
up
and
up
for
negotiation.
So
what
we
do
need
to
take
this
into
consideration,
moving
forward
with
bargaining,
the
healthy
turnout
rate.
This
is
this
is
part
of
as
a
key
priority
of
the
organization
moving
forward.
D
We
are
continuing
to
invest
in
our
wellness
strategy,
with
the
goal
of
improving
the
staff
turnout
rate
and
reducing
our
sick
time
costs
and
improving
member
morale
and
engagement,
and
then
the
accelerated
hiring
plan
is
also
on
the
list
in
terms
of
a
deferral
of
the
plan
and
and
the
associated
cost
savings.
Short-Term
cost
savings
that
could
come
with
that
program.
So,
as
I
mentioned,
we
have
had
a
very
healthy,
several
healthy
discussions.
We
will
continue
to
have
those
healthy
discussions
on
a
daily
basis.
All
options
are
being
reviewed.
E
Again
before
you
go
on
to
the
next
slide,
the
one
thing
that's
not
explicitly
there
and
we're
just
turning
our
minds
to.
As
you
recall
on
a
previous
slide,
five,
that
revenue
loss
is
actually
driving
the
majority
of
our
projected
in
your
deficit.
We're
also
going
to
consider
new
revenue
opportunities.
E
There
is
a
potential
that
we
might
be
able
to
home-school
our
own
recruits.
There's
a
live
discussion
going
on
at
Solicitor
General
around
the
future
of
the
Ontario
Police
College,
as
the
main
venue
around
which
recruits
are
trained
and
certified
in
the
province.
The
OACP
has
put
forward
a
proposal
which
I
was
part
of
around
which
Ottawa
could
become
the
eastern
region,
training
center
and
there's
a
revenue
stream
opportunity
for
us,
whether
it's
direct
from
other
agencies
or
through
sole
gen.
E
There
are
also
a
range
of
other
revenue
opportunities
that
other
police
services
have
explored
in
the
past
and
none
that
I
would
go
to
immediately
or
want
to
even
replicate.
But
the
unique
circumstances
would
cause
us
to
at
least
review
those
options
and
they're
not
limited
to
things
like
increasing
the
level
of
background
checks
that
we
provide,
as
has
some
services
like
Coburg,
been
able
to
finance
significantly
both
operating
and
capital
budgets.
E
But
I
don't
want
to
limit
ourselves
just
to
what's
gone
on
in
the
past
or
a
range
of
other
opportunities
that
you
could
look
at.
So,
in
addition
to
cost
savings
and
deferral
of
operational
of
operations,
we
can
look
at
increasing
our
revenues
beyond
what
we
had
in
2019
and
for
the
first
quarter
of
2020.
D
Thank
you,
chief
I'll,
move
on
to
slide
eight
and
talk
about
some
of
the
financial
risks
and
and
emerging
issues.
It's
important
to
note
that
tax
revenue
impacts
have
not
been
included
in
the
forecast
that
I've
just
walked.
You
through
cash
flow
shortfalls
that
the
city
could
be
significant.
If,
if
passed
on
to
o-p-s
budget
impact,
would
be
material
whether
in
year,
2020
or
moving
forward
into
the
future.
D
So
we
are,
we
are
having
regular
conversations
we're
staying
in
close
contact
with
our
partners
at
the
city
on
this
one
another
another
important
risk
that
I
want
the
board
to
be
aware
of
red
light.
Camera
revenue
is
a
risk
we
have
we've
been
in
regular
contact
with
with
the
city
CFO.
So
far
the
direction
has
been
to
maintain
the
this
revenue.
This
line
item,
as
as
on
budget
in
our
forecast,
we've
maintained
that
there
is
a
three
million
dollar
budget
number
for
2020,
so
there's
a
risk
there.
D
The
tax
stabilization
funding
same
same
issue
as
red
light.
Camera
revenue
it's
currently
included
in
our
forecast,
is
on
budget
federal
and
provincial
grants.
Those
have
also
been
included
in
the
forecast,
as
as
on
budget,
some
other
emerging
issues
that
we
are
dealing
with,
that
I
just
wanted
to
raise
to
the
finance
and
Audit
Committee
the
family
status,
accommodations
with
schools
being
out.
We
have
seen
an
increase
in
family
status
accommodations.
D
This
has
been
a
challenge
that
the
team's
the
pandemic
team,
the
staffing
team
and
labor
relations
team
have
been
doing
a
great
job
to
manage,
but
but
and
our
and
our
members
have
been
doing
an
unbelievable
job
in
creatively
juggling
their
home
situation
to
be
able
to
manage
their
families
and
and
manage
their
work
requirements.
But
it
is
an
issue
that
were
literally
tracking
and
monitoring
we
were
concerned.
We
had
significant
concerns
a
few
weeks
ago,
though,
that
risk
level
is
lowering.
D
D
In
terms
of
next
steps,
o-p-s
continues
to
deliver
effective,
policing
service
and
adapts
to
this
emergency
event.
On
an
ongoing
basis,
we
will
continue
to
keep
the
board
informed
through
the
finance
and
Audit
Committee.
We
are
having
regular
daily
contact
with
the
OPA
and
the
SOA
and
regular
communication
continues
and
will
continue
with
our
city
partners.
D
E
And
comments,
thank
you
Jeff
great
job
by
you
and
your
team
and
all
who
contributed
to
that.
Okay,
I
just
want
to
reference
something.
We
took
a
very
early
approach
to
this.
The
organization
was
monitoring
the
events
taking
place
in
China
from
over
the
holiday
period,
certainly
through
January,
we
had
a
very,
very
early
start
to
our
ramping
up
and
made
some
very
early
significant
financial
decisions
which
have
put
us
into
a
better
position.
E
Despite
the
projected
deficits
again
kudos
to
the
command
team
and
and
those
that
were
charting
the
horizon
for
us
identifying
issues
early,
that's
a
strength
of
this
organization
that
will
continue,
regardless
of
what
happens
during
and
post
kovat
19.
In
addition
to
that,
the
board
set
itself
the
task
of
bringing
in
a
new
command
and
you
chief,
a
new
CEO
and
and
and
to
do
that,
specifically
to
change
your
organization.
E
The
very
nature
of
the
Kovan
19
is
a
health
crisis,
not
a
crime
crisis,
and
for
once,
in
my
30
years
in
policing,
we
have
had
a
clear
demonstration
that
putting
people
in
jail
is
not
the
best
way
to
actually
promote
health,
healthy
and
safe
communities.
And
if
we
address
underlying
issues
of
which
health
is
one
of
those
major
underlying
issues
that
contribute
to
crime,
then
we
can
have
a
significant
impact
on
the
overall
well-being
of
a
city
in
a
society
as
well
as
reducing
costs.
E
I
hope
that
one
of
the
things
that
come
out
comes
out
of
Cove
it
19
will
not
simply
be
an
exercise
and
cost-cutting,
but
a
change
in
the
operating
model
of
all
organizations
and
I
will
commit
to
that.
For
the
Ottawa
Police
Service.
We
have
new
legislation
in
place
under
this
provincial
government,
a
new
Police
Services
Act,
at
the
heart
of
which
is
the
requirement
for
each
municipality
to
have
a
community
safety
and
well-being
plan
that
is
already
well
underway
here
in
Ottawa,
led
by
Tony
de
Monte
and
supported
directly
by
the
o-p-s.
E
There
was
a
memo
that
came
out
from
the
Solicitor
General,
permitting
municipalities
and
organizations
to
delay
the
implementation
of
community
safety
and
well-being.
Planning
I
would
strongly
recommend
quite
the
opposite.
We
accelerate
it.
We
accelerate
because
at
its
heart
it's
a
health
plan,
not
a
crime
plan,
and
it
will
help
the
city
to
recover
from
Kovach.
E
19
I
respectfully
submit
that
as
we're
talking
about
the
budget
impacts
of
kovat
19,
a
strong
community
safety
and
well-being
plan,
we're
all
aspects
of
the
municipal
government,
including
the
Missal
Police
Service
of
jurisdiction,
are
contributing
directly,
will
actually
reduce
the
cost
of
policing
in
the
city
and
increase
other
revenues
and
decrease
costs
across
the
board.
This
is
a
unique
opportunity
as
much
or
more
so
than
it
is
a
unique
challenge
and
with
that
I'll
concludes
my
remarks.
E
B
You
very
much
chief
and,
as
you
said
and
I
would
certainly
agree
with
you
excellent
job
by
by
our
CEO
Jeff
and
your
team.
We
we
are
in
extraordinary
times,
and
this
has
really
calls
everybody
to
turn
up
with
their
a-game.
So
one
of
the
things
I
wanted
to
add
before
we
go
to
the
other
committee
members
for
question.
B
These
are,
as
they
said
extraordinary
times
and
I
think
we
all
have
to
prepared
to
adapt
accordingly.
So
I'm
not
sure
if
other
committee
members
want
to
want
to
comment
on
that,
but
I
thought
with
the
questions
for
Jeff.
That
should
be
one
of
the
things
that
the
committee
members
are
keeping
in
mind.
So
I
have
some
questions
but
I'll
check
first,
to
see
mayor
or
remember
me
and
do
you
have
questions
for
for
Jeff.
A
D
Have
to
get
you
that
we're
in
decent
shape
right
now
and
we're
in
decent
shape
right
now,
but
again
the
courts
have
been
closed.
You
know,
oh,
the
the.
If
they
remain
closed,
it's
not
it's,
not
an
issue
and
and
I
we're
putting
that
forward
as
an
emerging
item
that
we're
watching.
We
could
see
some
savings
from
that
in
year.
However,
when
the
courts
do
reopen
again
and
the
proceedings
do
do
start
to
occur,
we
could
see
some
pent
up
demand
and
some
pressure
pushed
into
2021
or
further
future
years.
I.
C
Sure,
thank
you
very
much
Jeff.
It's
a
good
presentation.
A
couple
years
ago,
when
we
were
dealing
with
a
financial
crunch,
we
put
ourselves
on
a
vehicle
diet
for
one
year
through
our
fleet
services
operation.
Is
that
something
that
has
been
looked
at?
You
know
you
keep
a
car
an
extra
year
as
opposed
to
buying
a
new
vehicle,
I'm
David
up
a
couple
million
dollars.
Yes,
so.
D
D
That
decision
ever
since,
as
we've
seen,
our
vehicle
maintenance
costs
increase
and
the
strategy
that
we
took
in
the
2020
budget
was
to
catch
up
and
replace
those
vehicles
at
a
faster
rate
to
lower
those
maintenance
costs.
We
did
have
a
$600,000
pressure
in
2019
from
higher
vehicle
maintenance
due
to
the
aging
aging
fleet.
So
we
did.
We
did
look
at
that
just
recently.
That's
why
it
isn't
on
the
table
this
year.
However,
we
did
talk
about
it.
C
C
D
D
D
D
No,
they
haven't
gone
through
the
police
college,
but
our
Professional
Development,
Center
team
has
been
working
with
the
police
college
and
is
is
putting
together
a
home
schooling
option.
The
chief
the
chief
mentioned
it
briefly
during
some
of
his
remarks.
They've
developed
a
home
schooling
option
working
with
our
IT
department
being
able
to
run
the
curriculum.
The
OPC
is
sharing
their
curriculum,
and
so
our
PDC
train
staff
are
working
on
a
plan.
C
Yeah
because
I
think
chief,
my
office
is
trying
to
set
up
a
meeting
with
you
and
Geoff
and
Wendy
and
Steve
Kay
to
look
at
some
other
different
options.
Hopefully
sometime
this
week
that
we
can
agree
on
because
one
of
the
challenges
we're
facing
is
there's
a
lot
of
assumptions
we're
all
making,
including
federal
and
provincial
grants,
whether
it's
one-time
or
base
funding
increases.
We
haven't
landed
on
on
that.
Yet,
nor
have
we
landed
on
the
assessment
growth
number.
C
We
assumed
I
think
it's
a
safe
assumption
that
they,
the
growth
number,
will
be
down
simply
because
you
know
we
stopped
issuing
building
permits
for
new
houses
as
a
result
of
the
provincial
regulation.
So
I
look
forward
to
two
meetings
so
that
we
can
talk
about
some
of
the
the
challenges
we're
facing,
because
that
has
a
ripple
effect
for
all
our
agencies,
including
OPH
and
and
the
Ottawa
Public
Library's,
one
with
the
Ottawa
police
chief.
E
E
Everything
here
in
the
in
Canada
has
mainly
been
around
pay
duties,
background
checks,
various
contracts
with
airports,
there's
a
unique
opportunity
here
that
we
haven't
really
discussed
and
that's
the
contract
we
have
for
policing
in
the
national
capital,
there's
both
a
risk
and
an
opportunity
there.
More
broadly,
we
have
seen
various
agencies
I
know
in
Toronto.
E
So
that's
an
opportunity,
and
certainly
when
the
UK
went
through
the
economic
downturn
of
the
mid-2000s,
there
was
a
whole
wide
range
of
revenue
generating
opportunities
that
were
explored
and
implemented,
some
of
which
today
are
still
in
place.
It's
been
a
while
since
I
dusted
off
that
list,
so
I
just
don't
want
to
be
too
loose
in
my
language
on
this
call.
E
But
yes,
there
is
a
healthy
dose
of
revenue
generation
in
in
western
policing
tradition
within
the
last
10
years
that
we
could
refer
to
as
well
as,
quite
frankly,
we're
in
the
fourth
Industrial
Revolution.
We've
gone
through
a
process
now
with
Kovac
19,
where
we
have
accelerated
and
actually
finally
appreciated
the
power
of
technology,
particularly
digital
enabled
technology,
and
there
may
be
things
that
Ottawa
police
can
do
now.
B
Thanks
very
much
Jeff
I
wondered
in
your
comments.
You'd
mentioned
about
discussions
with
the
associations
and
I
wondered.
One
of
the
issues
that
we
have
dealt
with
over
the
years
is
the
requirement
for
a
minimum
with
the
42
patrol
cars
and
I
wondered
I
noticed
in
the
agreement
that
it
says
that
there
is
a
provision
in
the
agreement.
It
says,
except
in
extraordinary
circumstances,
but
that
requirement
holds
except
in
extraordinary
circumstances,
and
this
certainly
I
think
would
qualify
as
an
extraordinary
circumstance.
B
D
You
know
we
did
decide
not
to
go
down
that
road
at
this
point
there
at
that
point,
that
was
about
three
or
four
weeks
ago.
I
think
we'd
be
monitoring
events
on
a
regular
basis
and
and
depending
on
how
things
move
it
moving
forward.
We
will
make
those
decisions
based
on
the
information
that
we
have
at
the
time,
but
I'm
not
sure
we're
there.
Yet
our
staffing
levels
are
actually
quite
good,
they're,
extraordinarily
good,
so
we
don't.
D
E
I'll
just
add
on
to
Jeff
in
our
in
our
up
until
this
week
daily
conversations
with
the
OPA.
We
have
done
our
very
best
not
to
do
an
overreach
on
management
rights
or
to
directly
impact
the
collective
agreement.
It's
been
a
live
discussion
not
just
between
us
and
the
SOA,
but
it's
been
a
live
discussion
between
Ontario
Association
Chiefs
of
Police,
the
Solicitor
General
in
the
PA.
Oh
it's
on
the
table,
but
it
hasn't
been
executed
in
any
significant
way
that
I'm
aware
of
across
the
province,
and
certainly
not
at
all.
E
Particularly
in
that
that
particular
issue
mayor
that
you
raised
is,
is
declining
significantly
and
is
likely
going
to
not
be
an
option
needed
option
going
forward
to
our
earlier
point,
though,
as
Jeff
pointed
out
in
his
in
the
chorim's
presentation,
the
opportunity
for
us
to
revisit
the
entire
collective
agreement,
particularly
around
scheduling
and
particularly
around
staffing
levels,
is
a
very
real
opportunity
that
could
have
a
significant
impact
on
our
operating
costs
and
I'll.
Ask
Steve
to
comment
specifically
on
that
item,
as
well
as
any
other
thoughts
he
has
on
the
question.
You
just
asked.
A
A
D
Yes,
initially,
we
did
see
a
spike,
we
started,
we
started
tracking
overtime.
Well,
we
could
try.
We
track
overtime
on
an
ongoing
basis,
but
we've
broken
this
year
into
two
different
periods
and
we
used
March
13th
as
the
demarcation
point.
We
did
see
a
spike
for
a
few
weeks
after
after
marks
13th
there
was
a
significant
increase
in
overtime
related
to
the
incident
command
team
and
the
pandemic
response.
However,
we
quickly
put
in
place
enhanced
reporting,
enhanced
controls.
We
really
cut
back
down
on
the
regular
operational
overtime.
D
We've
taken
a
very
strict
approach
with
respect
to
any
pandemic
overtime
as
well,
because
over
the
first
couple
of
weeks
we
were
working
some
members,
some
members
work
on
some
really
long
hours,
but
calls
for
service
are
down.
Staffing
levels
are
good
there's
some.
We
did
have
some
initial
issues
with
with
the
comm
center,
which
is
a
notorious
consistent,
high
user
of
overtime
and
under
the
leadership
of
a
vacuum.
D
Deputy
chief
Joan
McKenna
they
put
in
place
a
change
to
the
staffing
there
and
and
overtime
has
come
down
over
the
last
few
weeks
to
essentially
zero
in
the
comm
center.
So
some
tremendous
work
there,
but
we
have
seen
aside
from
the
initial
blip.
We
have
seen
overtime
come
down
significantly
and
that's
been
built
in
to
our
forecast.
Our
forecast
does
assume
an
increase
from
pandemic
overtime,
but
overall
we
are
forecasting
a
decrease
in
total
overtime
through
the
end
of
the
year
and
we
are
seeing
that
in
our
actual
results.
So.
B
Thank
you,
Jeff!
Do
you?
When
do
you
foresee
next
sort
of
major
update
to
us
on
this,
because
obviously
this
is
a
fast-moving,
a
relatively
fast
moving
event
and
I'm
just
wondering?
Are
you
seeing
that
you'll
have
sort
of
a
better
idea
of
where
we're
heading
in
a
couple
of
weeks
or
what's
your
sense
of
this
in
terms
of
timing,
I.
D
B
B
B
A
The
thing
is,
she
received
our.
She
knows
what
our
position
is
on
on
the
fee,
because
she
was
at
the
you
know.
She
was
part
of
the
consultations.
She
I
don't
see
how
she
thinks
that.
Maybe
we
can
waive
that
right.
Now,
all
things
considered
so
I,
don't
know
how
you
do
you
all
feel
about
it,
but
I,
don't
think
I
think
this.
This
request
should
be
just
turned
down
for
obvious
reasons.