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From YouTube: Ottawa Police Services Board Meeting / Réunion de la Commission de services policiers d’Ottawa
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A
B
C
C
A
A
D
D
E
A
A
I'd
like
to
start
this
meeting
and
all
future
meetings
of
this
board
by
recognizing
that
ottawa
is
located
on
unseated
territory
of
the
algonquin
and
ashnabi
nation.
We
extend
our
respect
to
all
first
nations
inuit
metis
peoples
for
their
valuable
past
and
present
contributions
to
this
land.
We
also
recognize
and
respect
the
cultural
diversity
that
first
nations
inuit
and
metis
people
bring
to
the
city
of
ottawa.
I
want
to
thank
the
community
for
bringing
the
absence
of
this
acknowledgement
to
our
attention.
A
The
relationship
with
our
indigenous
partners
is
invaluable
to
our
board
and
our
service,
and
we
recognize
this
should
have
happened
sooner.
It
did
spark
a
larger
discussion
on
our
commitment
to
reconciliation,
and
I
will
be
asking
the
board
to
consider
a
motion
later
in
this
meeting
on
that
matter.
A
A
Should
we
receive
any
disruptions,
I'd
like
to
ask
that
everyone
remain
patient
as
we
work
to
fix
the
issue
and
resume
the
meeting
as
soon
as
possible
in
terms
of
meeting
decorum,
as
each
item
is
presented,
I'll
ask
the
board
members
if
the
item
is
received
or
carried
if
you're
joining
without
video.
Please
say
your
name
before
speaking.
If
you're
joining
the
meeting
from
a
location
with
background
noise,
please
keep
yourself
muted
until
it's
your
time
to
speak.
I'd
also
like
to
remind
everyone
to
mute
their
notifications
and
alerts.
A
To
avoid
any
disruptions
to
the
meeting
following
the
public
meeting,
we
will
have
our
in-camera
meeting.
I
want
to
take
a
moment
to
address
the
events
of
last
week.
The
verdict
issued
last
week
in
the
trial
of
constable
daniel
monsant
has
added
to
an
already
strained
relationship
between
the
community
and
the
ottawa
police
service.
A
We
recognize
that
the
journey
did
not
end
last
tuesday,
and
I
want
to
take
this
opportunity
to
reiterate
that
the
ottawa
police
services
board
is
determined
to
see
real
and
significant
change
in
accordance
with
the
community's
wishes.
And
although
it's
frustrating
for
many
of
you,
this
change
will
take
some
time.
The
functions
and
systems
of
the
ottawa
police
service
are
deeply
ingrained
and
the
community
as
a
whole
and
our
partners
need
to
be
involved
in
finding
the
right
path
forward.
A
I
am
asking
the
public
to
understand
that
their
message
has
been
heard
loud
and
clear,
and
we
will
make
our
absolute
best
efforts
to
reform
the
service
in
a
meaningful
and
lasting
way.
This
board
the
service
and
the
community
must
collaborate
in
order
to
ensure
we
achieve
the
best
outcomes
for
our
city.
The
police
services
board
continues
to
hear
concerns
from
the
public
about
police
response
and
de-escalation
as
a
step
toward
addressing
these
concerns.
Vice
chair
smallwood,
and
I
will
be
moving
a
motion
later
today,
pertaining
to
use
of
force.
A
Chief,
I
know
you
are
just
two
days
shy
of
your
first
anniversary
with
the
ottawa
police
service.
So,
on
behalf
of
the
board,
I
want
to
once
again
extend
our
ongoing
support
and
confidence
in
the
work
you
are
doing
to
lead
our
police
service
through
this
ongoing
period
of
change.
A
lot
has
happened
in
the
past
363
days
and
a
lot
more
is
still
to
come.
So
thank
you
for
your
ongoing
and
unwavering
commitment
to
our
service
and
to
this
community.
A
A
His
experience
with
the
ottawa
police,
community
equity
council
and
his
role
as
council's
liaison
for
anti-racism
and
ethnocultural
relations
will
bring
a
unique
experience
to
our
board
and
will
help
us
navigate
a
path
forward.
I
would
be
remiss
if
I
didn't
take
this
opportunity
to
thank
mayor
watson
for
filling
in
on
this
board
over
the
past
year.
This
ends
my
remarks.
F
Dan
sandy
I'd
just
like
to
join
you
in
congratulating
peter
on
successfully
completing
his
first
363
days
of
serving
the
citizens
of
the
city
of
ottawa.
So
well
done
peter
and
looking
forward
to
the
next
364
quiet
days.
A
A
Thank
you,
okay,
confirmation
of
the
agenda,
as
I
previously
alluded
to
my
opening
remarks,
I'll,
be
looking
to
add
two
items
to
the
agenda
tonight.
One
is
a
motion
for
consideration
by
the
board
on
reconciliation
and
the
other
is
a
motion
for
consideration
by
the
board
on
use
of
force.
So
I
will
move
that
the
ottawa
police
services
board
confirmed
the
amended
agenda
of
october
26
2020..
Is
that
carried
carried?
Okay?
Thank
you.
Okay,
confirmation
of
minutes,
27
of
september
28th
2020
are
the
minutes
carried.
C
A
No
okay,
thank
you.
Public
delegations,
we
have
one
public
delegation
registered
to
speak
this
evening
will
hold
the
delegation
until
we
complete
the
consent
agenda
and
then
that
will
be
the
first
order
of
business
inquiries.
Are
there
any
inquiries
from
the
board
members?
Yes,.
E
E
E
I
also
want
to
acknowledge
the
civilian
and
the
sworn
members
of
our
ottawa
police
service,
who,
despite
the
challenges,
will
surely
continue
to
face
will,
I
know,
continue
to
serve
our
community
community
with
pride
and
professionalism
in
the
aftermath
of
the
court
decision.
It
is
critical
that
we
do
not
lose
sight
of
the
importance
of
introspection
and
what
we
can
learn
from
this
tragedy
to
improve
policing
servicing
services
for
the
benefit
of
all
individuals
and
communities.
E
E
A
Okay,
thank
you
we'll
take
that
as
a
written
inquiry.
Are
there
any
other
inquiries.
E
E
My
question
to
you,
chief,
is
that
I
would
like
to
know
the
policy
and
training
to
the
offices
of
the
obs,
what
follow-up
action
or
policy
review
you
propose
in
this
direction
to
avoid
reckless
of
such
incidences,
which
brings
this
dispute
to
the
organization,
a
good
work
being
done
by
majority
of
ops
members
as
a
whole
in
our
community.
Thank
you.
A
A
Item
number
two:
national
capital
area,
crime,
stoppers
semi-annual
report,
we'll
also
be
holding
this
item.
There
is
a
presentation
item
number
three
community
safety
and
well-being
plan.
We'll
also
have
a
presentation
on
that
item
tonight,
so
we'll
be
holding
that
item
number
four,
the
2021
budget,
directions
and
timetable.
We
will
hold
this
item
as
we
have
a
presentation
and
a
public
delegation
and
counselor
meehan,
and
I
have
a
direction
motion
on
that
item.
A
F
A
Thank
you
item
number
six,
endorsement
of
the
international
decade
for
people
of
african
descent.
This
is
a
motion
that
I
placed
on
the
agenda.
This
item
came
forward
as
a
request
from
ms
june
girvin.
For
those
of
you
who
don't
know
june
she's
a
community
leader,
actor
activist
and
philanthropist
she's
been
doing
a
lot
of
work
in
the
community
to
promote
the
significance
of
the
united
nations
decade
of
people
of
african
descent,
and
she
has
asked
that
the
board
consider
its
own
endorsement
of
the
decade.
A
I
feel
that
a
specific
commitment
to
the
decade
by
our
board
is
another
way
we
can
show
we're
taking
steps
to
bring
about
lasting
change.
So
you
can
see
the
motion.
Maybe
I'll
read
it
just
for
participants
who
are
listening.
Where
is
the
ottawa
police
services
board
in
the
ottawa?
Police
service?
C
C
You
know,
I'm
very
glad
to
see
the
board
endorse
the
international
decade
for
people
of
african
descent,
especially
since
we're
we're
midway
through
black
communities
across
canada
and
ottawa
have
started
a
new
chapter
in
their
relationship
with
all
levels
of
government
within
the
decade,
through
the
actions
designed
to
really
enable
communities
to
collectively
take
concrete
actions,
as
well
as
to
lay
a
good
foundation
for
medium
to
long-term
engagement
with
government
and
public
institutions
really
in
order
to
influence
and
keep
them
accountable,
especially
concerning
investments
concerning
fundings
policies
and
relationships
that
impact
the
black
communities.
C
With
all
the
work
that
black
communities
are
undertaking
in
ottawa.
To
realize
the
three
objectives
of
the
international
decade,
which
include
recognition,
justice
and
development
for
people
african
descent.
I'm
very
pleased
to
support
this
motion
and
obviously
another
component
of
of
the
idea
of
the
decade
is
also
a
representation.
C
So
I'm
also
very
pleased
in
that
being
and
gratified
to
have
been
recommended
by
by
marijuana
and
unanimously
appointed
by
my
colleague
that
council
to
serve
on
the
ottawa
police
services
board,
with
the
many
challenges
confronting
the
black
communities
and
and
obviously
the
wider
community,
as
well
from
concerns
surrounding
equity
and
policing
to
the
impact
of
the
coven
19
global
pandemic
on
our
neighborhoods
and
especially
vulnerable
residents.
C
I
was
pleased
that
member
nirman
and
I
did
work
together
and
that
the
board
established
a
partnership
with
the
city
of
ottawa's
new
anti-racism
secretariat
to
ensure
that
the
police
service
considers
leading
practices
to
address
systemic
racism
like
many
around
this
table,
I'm
committed
to
substantive
and
rapid
modernization,
reorganization
and
reform
in
order
to
enhance
equity
and
inclusion
and
in
order
to
build
greater
public
trust
in
the
police
service.
C
So
I'd
really
like
to
thank
my
colleagues
on
on
this
board
for
their
warm
welcome
and
look
forward
to
undertaking
our
core
tasks
to
provide
independent
oversight
over
ottawa's
police
service,
and
I
am
absolutely
gratified
to
be
able
to
have
the
opportunity
on
my
in
my
first
board
meeting
to
to
ratify
this.
This
very
important
endorsement.
So
thank
you
so
much
other
members
of
the
board
and
and
chair
deans.
A
Okay,
item
number:
seven
update
on
the
joint
opsb
strategy
on
workplace
sexual
violence
and
harassment.
This
is
the
presentation
that
came
forward
at
the
technical
briefing
on
september
30th.
It
was
listed
on
this
evening's
agenda
in
order
to
be
formally
received
by
the
board.
So
can
we
receive
the
presentation.
A
A
A
Okay,
so
we'll
hold
that
item
and
return
to
it
as
well.
Item
number
10
response
to
employer
1,
2012
handling
of
mental
health
calls.
This
item
will
be
discussed
during
the
chiefs
verbal
report.
So
if
anyone
has
any
questions,
I
suppose
we
could
do
it
all
at
the
same
time.
So.
A
Okay,
perfect,
thank
you.
So
that's
received
item
number
11
legal
services
status.
Report.
Third
quarter:
2020.
Is
this
item
received.
A
Thank
you
item
13
outstanding
board
inquiries,
motions
october
20th
october
2020
is
that
item
received.
A
And
item
number
of
14
letters
of
commendation
is
that
item
received.
A
Thank
you,
okay
and
then
there's
two
we've
added
two
items
to
the
agenda,
but
we'll
hold
those
and
return
to
them.
So
the
first
item
of
business
on
the
agenda
tonight
is
our
public
delegation
and
it's
alexandra
gullijanon,
mr
golly-jane,
you
have
five
minutes
to
address.
The
police
services
board.
Go.
A
G
Hi,
thank
you
very
much.
As
I
informed
the
board
my
presentational
focus
on
an
inconsistent
disciplinary
process
and
the
impact
it
has
on
public
confidence
and
trust.
I
would
like
to
start
off
by
reading
two
quotes
that
were
provided
to
the
cbc
street.
Talk
team
in
2018
regarding
police,
one
is
from
a
father.
The
other
is
from
a
university
student.
The
father
said.
If
I
saw
police
and
gangs,
I
prefer
gangs,
the
university
student
said
security
here
in
this
part
of
ottawa
is
not
too
good
a
lot
of
stabbings
a
lot
of
fights.
G
An
increased
police
presence
won't
solve
issues
now
these
feelings
they're
emotionally
charged
feelings
and
they're
very
real,
and
they
are
shared
by
various
groups
across
the
city.
These
feelings
and
beliefs
being
rooted
in
emotion,
they're,
going
to
be
resistant
to
change,
but
the
circumstances
that
they
arise
from
those
they
can't
always
be
fully
understood
or
predicted
by
rational
means.
G
What
we
do
know
is
that
they
come
from
somewhere
and
they
are
attached
to
policing.
There
can
be
100
positive
interactions,
but
all
it
takes
is
one
negative
one
to
create
the
conditions
in
which
these
feelings
and
beliefs
manifest
under
this
brings
me
to
my
next
point
that
those
feelings
are
a
byproduct
of
both
an
inconsistent
disciplinary
process
and
organizational
culture.
G
What
is
inconsistent
discipline
and
organizational
culture
instead
of
defining
it
I'll
paint
a
picture
of
what
it
might
look
like
in
a
police
context,
an
officer
assaults
a
minor
a
few
years
later
they
go
on
to
threaten
and
kill
to
spill.
Someone's
blood
try
to
force
a
husband
to
human
trafficking.
His
wife
demand
that
the
father
sells
his
child
for
money
or
that
the
officer
would
kidnap
that
child
and
sell
it
himself,
allowing
a
person
like
that
to
be
entrusted
with
a
gun
in
a
badge,
let
alone
patrol
responsibilities.
G
That
is
inconsistent
discipline,
on
the
other
hand,
officers
and
crown
prosecutors
that
rise
in
the
fence
of
these
type
of
individuals,
essentially
disregarding
their
actions.
That
is
organizational
culture
with
that
said
now,
we
can
transition
to
public
confidence
and
trust
as
they
relate
to
the
outcomes.
G
The
officer
gone
bad
explanation
points
the
finger
at
problem
officers
when
the
problem
is
organizational
factors
that
contribute
to
police
misbehavior
individuals
do
not
arrive
at
police
forces
as
bad
cops.
They
are
created
by
organizational
culture.
Let
me
repeat:
individuals
do
not
arrive
at
police
forces
as
bad
cops.
They
are
created
by
organizational
culture.
All
police
departments
and
police
boards
need
to
stop
telling
themselves
and
the
public
that
the
blame
for
these
outcomes
lay
entirely
on
these
individual
officers.
G
To
conclude
my
presentation,
I
want
to
say
that
I
believe
we
are
lucky
to
have
a
chief
with
the
background
expertise
of
chief
slowly.
He
is
a
top
caliber
chief
and
a
major
upgrade
from
what
we
have
had
in
the
past.
It
is
also
refreshing
to
see
a
board
that
seeks
adaptive
solutions
and
is
passionate
about
the
role
that
they
play
in
the
outcome.
I
hope
you
all
have
the
courage
to
continue
making
those
tough
decisions
and
learn
from
the
ones
that
were
short-sighted.
G
I
also
want
to
leave
you
with
a
challenge.
The
challenge
I
want
to
leave
opsb
and
no
ps
brass
with
has
to
do
with
hr
policy.
All
of
you
have
had
very
successful
careers,
ranging
from
government
business
and
around
law.
Your
professional
networks
extend
far
beyond
ottawa,
so
there
should
be
no
problem
finding
hr
professionals
that
are
willing
to
put
their
reputations
on
the
line
in
defense
of
some
of
the
more
recent
disciplinary
outcomes.
G
I
challenge
you
all
to
find
an
hr
professional
that
would
support
the
decision
to
allow
to
keep
a
person
with
a
gun
in
the
badge,
let
alone
patrol
duties
after
they
threaten
to
harm
someone
or
to
kidnap
a
child
and
sell
that
child
to
the
highest
bidder.
Reflect
on
this.
You
are
all
very
respected
across
our
city.
G
A
A
A
Okay,
so
then,
to
the
chief's
verbal
report
chief
slowly
over
to
you.
H
Chair
deans
members
of
the
board
bounce
war
ii
good
evening,
first
of
all,
on
behalf
of
all
the
members
of
the
ottawa
police
service,
I'll
start
by
welcoming
councillor
ralston
king
to
the
board,
I've
appreciated
our
conversations
over
the
past
year
and
I've
seen
your
leadership
in
action
on
a
number
of
important
issues
facing
ottawa.
We
are
all
looking
forward
to
working
with
you
to
accomplish
the
board's
priorities
and
to
improve
the
ottawa
police
service's
ability
to
serve
and
protect
all
residents
in
the
nation's
capital.
H
Chair
like
you,
I
want
to
recognize
and
thank
the
efforts
of
mayor
jim
watson
in
his
time
as
a
member
of
the
board,
he
brought
needed
leadership
and
stability
during
your
extended
period
of
absence.
We
are
grateful
for
his
stewardship,
along
with
his
ability
to
enable
the
smooth
transition
with
councillor
king.
H
H
H
We
recognize
the
environment
in
which
we
deliver
service
and
we've
heard
the
calls
for
change
to
the
way
we
police.
Those
calls
for
change
go
well
beyond
the
efforts,
the
evidence,
sorry
evidence
presented
and
events
surrounded
at
the
trial.
H
As
a
police
service,
we
will
continue
to
address
a
range
of
systemic
issues,
mental
health,
gender
race,
etc,
issues
that
are
not
unique
to
policing.
We
have
also
been
seeking
out
better
ways
to
help
people
who
are
in
crisis.
We
are
not
doing
this
alone.
We
are
working
with
community
partners,
academics
and
subject
matter
experts
to
advance
training
operations
and
culture.
H
One
of
the
goals
of
this
work
is
to
help
ensure
that
all
members
of
our
service
are
provided
with
the
best
support,
training
and
resources
to
fulfill
their
difficult
duties.
This
will
include
addressing
the
intersectionality
of
the
issues
as
it
relates
to
our
use
of
force
and
service
delivery
policies.
We
are
listening,
learning
and
changing.
We
will
support
our
service
members
and
our
community
members.
Through
these
changes
we
are
delivering
neighborhood
policing
that
improves
community
safety
and
well-being
and
builds
relationships
of
trust.
H
We
want
every
community
member
and
service
member
to
feel
respected,
supported
and
accepted,
no
matter
their
background
status
or
circumstances.
We
will
continue
to
move
forward
our
community
and
our
members
deserve
no
less
coming
up
from
the
trial
verdict.
We
know
that
there
is
more
work
to
be
done
as
we
move
through
the
learning
and
the
growing
from
this
tragic
incident.
In
accordance
with
the
police
services
act,
we
will
be
conducting
an
incident
service
equipment
and
policy
review.
This
includes
a
review
of
the
conduct
of
all
ops
members
involved
in
the
july
24
2016
incident.
H
H
Over
the
past
year,
members
of
the
honorable
police
service,
along
with
our
public
safety
partners
and
community
partners,
have
facilitated
a
wide
range
of
public
protest
and
peaceful
marches
in
the
nation's
capital.
This
includes
three
separate
events
in
the
past
week
since
the
verdict
in
all.
In
all
of
these
events,
there
have
been
zero
use
of
force
and
zero
injuries.
Each
event
was
planned
and
concluded
safely
for
all
members
of
the
community
and
for
all
involved
service
members.
H
There's
been
a
question
around.
What's
happened
over
the
last
four
years
since
july
24th
2016.
over
the
past
years,
the
ottawa
police
service
has
been
focused
on
continuous
improvement
in
the
face
of
some
unprecedented
challenges.
We've
had
made
meaningful
success
in
addressing
past
tragedies
as
well
as
ongoing
community
member
and
service
member
frustrations.
H
Here
are
some
examples
in
in
the
area
of
recruiting
and
promotions,
we've
made
major
improvements
in
outreach,
recruiting
removing
barriers
for
our
diverse
candidates
and
candidates
from
across
the
city
to
join
this
police
service.
This
has
resulted
in
major
a
major
increase
in
the
quality
and
the
diversity
of
all
of
our
applicants
and
our
new
recruit
hires.
Since
january
2020,
the
ottawa
police
service
has
hired
79
recruits,
of
which
26
were
women.
That's
33
percent
of
the
hires
and
28
were
from
racialized
communities.
H
That's
35
of
our
hires
and
two
were
from
our
indigenous
communities.
We've
also
promoted
more
female
and
racialized
officers
at
all
ranks.
These
results
have
occurred
while
maintaining
the
highest
standards
and
advancing
leadership
throughout
the
organization
in
terms
of
training
we've
launched
towards
for
towards
authentic
inclusion
training,
which
is
focused
on
biased,
neutral
policing.
H
This
training
was
designed
with
the
community.
It's
resist.
It
assists
our
members
to
be
to
become
more
understanding
and
aware
of
of
the
different
cultures
that
make
up
our
community.
We've
also
delivered
fair
and
impartial
police
training
to
all
members
which
focus
on
unconscious
bias
when
it
comes
to
equipment,
we've
expanded
the
deployment
of
conducted
energy
weapons
or
cews
to
all
frontline
officers.
H
Cews
are
one
of
the
several
less
than
lethal
options
available
to
police
officers
in
ontario.
The
goal
of
the
expanded
cew
deployment
was
to
improve
community
and
member
safety
in
terms
of
community
engagement,
we've
created
the
community
equity
council
or
cec
so
that
we
can
have
more
direct
and
timely
discussions
with
key
community
leaders
about
the
issues
that
are
important
to
our
racialized,
indigenous
and
faith-based
communities.
H
The
plan,
and
this
year's
priorities
were
built
on
many
different
sources,
including
the
recently
released
reports
and
significant
inputs
from
police
and
community
members,
and
they
have
the
culmination
their
combination
of
many
meetings,
interviews
and
forums
over
the
last
two
years.
We've
also
worked
very
closely
with
the
cec
on
this
plan:
neighborhood
policing,
the
ottawa
police
service
created
and
implemented
a
neighborhood
policing
program
in
2019
to
better
work
with
local
community
stakeh
stakeholders,
not-for-profit
organizations
and
city
service
agencies
to
manage
complex
crime
and
socioeconomic
issues
disproportionately
impacting
our
neighborhoods.
H
The
program
was
launched
with
three
nrts
in
2019
that
doubled
to
six
in
2020.
These
neighborhood
resource
teams
include
the
following
areas
of
the
city:
the
byward
market,
lower
town
center
town
just
deployed
this
month,
bayshore
vanier,
overbrook,
heron,
gate,
south
ottawa
and
carlington
caldwell.
The
six
neighborhood
resource
teams
include
almost
70
officers.
H
H
The
goals
of
the
new
organization
include
internally
to
reduce
redundancies
and
improve
efficiencies,
increase
information
sharing
and
improve
overall
internal
collaboration
reduce
spans
of
control,
while
removing
internal
silos,
improving
corporate
risk
management
and
demonstrating
a
better
return
on
investment
and
to
enable
us
to
manage
within
our
budget
envelope
externally.
These
changes
are
designed
to
expand
our
neighborhood
policing
program,
as
well
as
our
crime,
prevention,
integrated
service
teams,
neighborhood
engagement,
safety
tables,
our
mental
health
crisis
unit,
as
well
as
a
variety
of
other
community
facing
programs.
H
Ultimately,
the
goal
of
this
realignment
and
reorganization
is
to
better
serve
the
needs
of
our
community
members
and
our
service
members
you're,
going
to
hear
more
about
the
2021
operating
budget
during
our
budget
presentation
this
evening,
you're
going
to
hear
about
several
new
initiatives
in
the
2021
year.
This
will
respond.
This
will
respond
and
align
to
the
calls
that
we've
heard
internally
and
externally
for
change.
H
This
includes
investment
in
our
financial
commitment
and
participation
in
a
larger
mental
health
strategy
for
the
city.
This
strategy
will
be
designed,
implemented
and
evaluated
and
led
by
our
public
sector
partners.
We
will
support
this
and
we
will
do
our
best
to
enable
it
to
happen,
but
we
will
not
be
leading
this
effort.
H
There
will
be
new
training
approaches
that
will
include
anti-indigenous
and
anti-black
racism,
along
with
enhanced
mental
health
training
and
de-escalation
training.
For
our
members,
there
will
be
an
increase
in
our
neighborhood
policing
program
that
expands
out
to
the
suburban
and
rural
parts
of
the
city,
and
it
includes
an
expansion
of
community
police
officers.
H
Finally,
we
will
begin
begin.
The
process
of
rebranding
the
audible
police
service
to
better
align
with
community
expectations
to
align
with
our
services,
values,
honor,
courage
and
service,
as
well
as
our
mandated
requirement
to
deliver
to
deliver
community
policing,
community
safety
and
well-being.
H
I
want
to
spend
some
time
now
talking
about
the
great
work
by
our
members
over
the
course
of
october.
This
is,
in
addition
to
item
number
14
on
the
board's
agenda,
which
are
letters
of
commendation
which
came
in
to
the
service
from
the
community.
These
are
the
actions
that
we've
captured
over
the
last
four
weeks.
H
The
members
of
the
ottawa
police
service
focus
every
day
on
serving
the
community
they're
dedicated
and
compassionate
and
their
jobs
are
not
easy.
In
my
role
as
chief
every
day,
I
see
and
hear
examples
of
how
service
members
have
positively
touched.
The
lives
of
residents
this
month
was
no
different,
as
evidenced
by
the
following
acts.
H
Our
tactical
team,
along
with
negotiators,
worked
with
community
mental
health
workers
to
save
a
man
who
was
threatening
to
jump
to
his
death
from
a
ninth
floor
balcony.
Last
week,
our
service
members
raised
thousands
of
dollars
for
a
woman
who
had
been
the
victim
of
a
knife
attack
by
her
partner
and
children.
In
the
recent
few
weeks,
neighborhood
response
to
neighborhood
resource
team
members,
constables
eric
douglas
and
wayne
clayton
were
first
to
arrive
on
the
scene
of
a
motor
vehicle
collision
with
one
of
the
vehicles
on
fire.
H
They
spotted
passengers
in
the
suv
and
immediately
ran
to
the
back
of
the
vehicle
to
pry
open
the
hatch
they
rescued
the
occupant
and
administered
first
aid.
Constable
douglas
stayed
with
the
other
passenger
trapped
in
the
front
seat.
Administering
first
aid
until
fire
services
could
arrive
to
extract
her.
The
quick
thinking
of
these
constables
and
other
officers
who
arrived
saved
the
lives
of
the
people
who
were
trapped
in
that
suv,
and
this
is
according
to
the
city
coroner's
office
over
the
course
of
the
last
month.
Our
officer
seized
five
guns
in
two
separate
investigations.
H
Let
me
just
repeat
that
the
lowest
number
of
shooting
events
in
the
past
five
years,
the
lowest
number
of
homicides
in
the
past
five
years
and
the
highest
number
of
crime
guns
seized
in
the
past
five
years.
That
is
completely
opposite
to
the
trends
we've
seen
in
other
major
jurisdictions
across
this
country.
H
H
The
mother
credited
constable
arlata
with
saving
her
daughter's
life
constable
chris
wilson
and
acting
sergeant
trevor
woods
responded
to
a
call
from
a
resident
who
spotted
people
trying
to
break
into
cars
in
their
neighborhood
on
arriving.
The
officers
discovered
three
men
attempting
to
steal
a
car
with
a
high-tech
programming
device
and
other
tools
the
men
fled,
but
were
arrested
nearby,
while
off
duty.
An
officer
intervened
in
an
assault
on
a
female
by
a
man.
During
this
intervention,
the
man
bit
the
off-duty
officer,
the
arrest
was
completed,
but
the
officer
needed
to
go
for
first
aid.
H
It
was
at
a
board
meeting
on
that
day
in
2019
that
I
gave
my
first
verbal
report
to
the
board,
in
which
I
stated
the
city
and
the
city
of
citizens
of
ottawa
need
our
help.
They
want
us
in
their
neighborhoods
and
they
want
to
work
with
us,
but
they
first
want
us
to
fix
our
own
house
before
we
come
and
try
to
fix
theirs.
We
need
to
create
the
conditions
for
a
critical
mass
of
progressive
and
inclusive
leaders
at
the
ottawa
police
service
to
enable
more
transparent,
consistent
and
equitable
decision
making.
H
We
need
to
develop
and
promote
a
more
collaborative
and
innovative
culture
that
results
in
more
effective
strategy,
implementation,
rigorous
program,
evaluation
and
continuous
organizational
improvement.
No
person,
family
organization
or
community
is
perfect.
We
all
have
strengths
and
weaknesses.
The
ottawa
police
service
is
no
different,
but
I
am
convinced
that
this
police
service
has
the
people,
the
partnerships
and
the
potential
to
be
the
best
in
the
country.
I
am
increasingly
impressed
with
the
dedication,
compassion
and
professionalism
of
the
ottawa
police
service
membership.
H
I
truly
believe
that
the
police
are
the
most
visible
element
of
a
functioning
democracy,
so
the
police
service
of
jurisdiction
in
canada's
capital
city
can
and
should
be
the
leader
in
modern,
inclusive
and
effective
policing
in
this
country.
There
is
much
work
to
be
done
to
bring
this
vision
and
mission
to
fruition.
I
know
we
can
do
this,
but
only
if
we
work
together
as
a
team
between
the
board
and
the
service
between
management
and
the
front
line
between
our
members
and
our
community
partners
chair
dean's
board
a
year
later.
These
points
still
hold
true.
H
For
me,
this
has
been
one
of
the
most
challenging
years
for
the
public
and
for
the
police
in
living
memory.
Certainly
my
30
years
of
policing.
Despite
these
challenges,
we
have
made
significant
changes
in
the
ottawa
police
service.
I
want
to
thank
you,
chair
all
the
members
of
the
board,
all
of
the
ottawa
police
services,
members
and
all
of
our
community
partners
for
your
ongoing
support.
We
have
changed
a
great
deal
in
the
past
year
and
we
will
continue
to
change
for
the
remainder
of
my
tenure
as
chief
of
police
in
the
audible
police
service.
A
Well,
thank
you
very
much
for
your
verbal
report.
I'm
sure
there
will
be
lots
of
questions.
I
said
when
I
was
going
through
the
consent
agenda
before
we
started
that
we
wanted
to
discuss
the
mental
health
strategy
going
forward,
because
I
think
this
is
very
concerning
to
the
public
and
we
have
one
chance
to
get
this
right,
and
I
know
that
it
will
take
some
time,
but
you
did
talk
about
the
broad
strokes.
I
know
I
mean
I
think
you
should
confirm
for
us
that
we're
at
the
very
beginning
of
this
strategy
correct.
A
So
how
will
you
go
about
ensuring
that
we
have
a
comprehensive
engagement
strategy
that
involves?
You
know
the
mental
health
community,
the
black
indigenous
and
people
of
color
and
cultural
community,
the
broader
public?
How
will
we
make
sure
that
we
have
all
the
right
people
at
the
table
to
get
this
strategy
right.
H
Yeah,
thank
you,
chair,
deans,
two
small
nuances,
but
I
think
they'll
they
go
in
the
direction
of
where
you
and
the
board
would
like
to
see
this
service
going
well.
This
is
not
a
start.
H
The
second
nuance
that
I
wanted
to
to
speak
about
is:
we
will
be
actively
participating
in
and
providing
significantly
increased
resources
to
an
expansion
and
an
enhancement
of
the
mental
health
strategy
in
the
city,
but
we
will
absolutely
not
be
leading
that
effort.
We
will
be
supporting
it,
participating
it
bringing
meaningful
and
increased
resources
to
it,
but
we're
going
to
be
relying
on
the
leaders
in
the
public
health
sector
in
the
not-for-profit
sector
and
our
community
leaders
to
make
sure
it's
designed,
implemented,
evaluated
and
continuously
improved
while
staying
at
the
table.
I
Yeah,
sorry
about
that
technical,
I
usually
don't
have
those
technical
glitches
and
I
thought
chief
promoted
me
to
detective
there,
so
I
thought
that
was
very
exciting.
So
so
thanks,
chair
deans,
I
think
it's
it's
a
great
question.
We're
we're
we're
really
happy
to
have
started
this
dialogue,
we're
really
happy
the
interest
that
has
occurred.
There's
been
a
lot
of
discussion
around
exactly
how
the
ottawa
police
is
going
to
go
about
doing
this
and
I
think
the
place
we
want
to
hit
on.
I
First
and
foremost,
is
this:
isn't
going
to
be
the
ottawa
police?
That's
going
to
undertake
this
on
their
own
to
try
and
develop,
define
and
refine
any
sort
of
mental
health
strategy
within
our
city
in
ottawa.
We're
actually
really
fortunate.
We
have
an
immense
amount
of
mental
health
practitioners,
immense
amount
of
mental
health
resources
that
are
available.
I
So
what
we
want
to
do
is
we
want
to
actually
look
to
how
we
work
with
those
current
practitioners
identify
any
sort
of
gaps
that
may
exist
in
our
system,
so
we
can
look,
how
we
coordinate
and
jointly
deliver
services
from
the
time.
We
take
a
call
in
to
the
time
that
we
look
to
get
support
from
our
community
members.
So
I
know
you
asked
specifically
around
how
are
we
going
to
gather
that
sort
of
information,
and
what
we're
suggesting
is
that
we
will
start
to
form
out
a
consultation
plan.
I
What
we're
going
to
do
is
we're
going
to
look
to
make
sure
that
we
develop
and
identify
a
steering
committee
that
will
help
us
formulate
a
vision,
help
us
formulate
some
overall
guidance
in
terms
of
how
we,
how
we
develop,
how
we
gather
the
information
and
then
how
we
ultimately
develop.
That
plan
moving
ahead.
A
Okay,
thank
you
for
that
and
I'm
glad
you're
going
to
bring
that
back
so
that
we
can
talk
about
the
you
know
the
holistic
approach
to
this.
To
make
sure
we
get
the
engagement
strategy
correct,
I'm
wondering
if
we
would
ever
consider
hiring
a
third
party,
maybe
like
the
mental
health
association
of
canada
or
someone
like
that
to
help
us
do
data
analysis,
because
I
think
in
part
we
need
to
understand
the
data.
How
many
calls
there
are,
how
many
mental
health
calls
or
could
be
triaged
in
that
way,
what
calls
would
be
eligible?
A
I
I
So
one
of
the
things
we
will
absolutely
look
at
and
bring
back
is
how
we
can
use
third-party
resources
to
help
assist
us
moving
this
ahead,
because
it'll
be
it'll,
be
a
big
undertaking
for
us
and
it'll,
be
something
that
we
need
help
for
help
in.
C
Yes,
thank
you,
chair
deans.
I
I
commented
in
june
at
an
ottawa
police
services
board
meeting
that
the
police
service
should
work
more
towards
enhancing
mental
health
crises
services,
especially
concerning
the
coordination
of
crisis
response,
which
should
primarily
focus
on
intervention
with
health
professionals,
rather
than
slowly
solely
relying
on
sworn
officers.
C
This
is
why
I'm
really
pleased
not
to
propose
that
there
is
a
proposed
mental
health
crisis
response
strategy
in
this
upcoming
budget
that
will
look
towards
social
service
organizations
and
the
community
to
take
the
primary
lead
to
address
many
of
these
challenges,
which
will
also
be
based
upon
expanded
public
consultation,
which
I
also
support.
I
know
we
were
talking
specifically
about
data
charity
and
so
through.
C
You
know
is
the
ops
will
to
third
to
a
third
party
really
undertaking
this
public
consultation
process.
You
know
the
moderation
or,
however,
it
might
be
structured
where
both
social
service
organizations
and
the
community
comes
to
the
table
to
provide
a
tremendous
amount
of
input.
So
I'm
just
wondering
if
the
ops
is
willing
to
be
a
willing
partner
rather
than
a
leading
partner.
I
So
councillor
king,
I
think
I
got
the
gist
of
most
of
your
question
for
some
reason.
For
me,
you
kind
of
bonked
out
in
the
middle
there.
What
I
can
tell
you
is
in
the
in
the
very
early
days
as
we've
started,
to
have
discussions
around
how
we
develop
this
consultation,
how
we
engage
partners.
I
We
know
that
there's
many
very
exceptionally
strong
networks
of
service
providers
and
community
members
within
the
organization
within
the
city,
we've
already
reached
out
to
five
separate
organizations
to
look
at
how
sorry
five
different
networks
to
look
at
how
they
can
help
us
develop
the
consultation
strategy,
how
they
can
help
us
develop
exactly
how
we
move
ahead
on
it.
I
So
you
have
our
absolute
commitment
that
this
has
to
be
a
strategy-
that's
developed
with
the
community
for
the
community
and
by
the
community,
because
that's
the
only
way
in
our
assessment
that
there
will
be
any
sort
of
success
to
it.
So
we
are
very
committed
to
bring
our
community
partners
in
and
partner
with
them,
give
as
much
influence
over
to
them,
because
actually,
what
we're
shooting
for
is
to
decrease
dramatically.
I
The
number
of
crisis
calls
that
we
respond
to
and
hopefully
get
as
many
people
aligned
better
through
better
access
and
coordination
to
mental
health
services
upstream,
so
that
we
never
actually
have
to
show
up
to
those
crisis.
Calls
they're
getting
the
treatment,
helps
and
supports
that
they
need
early
on.
That's
the
the
overall
emphasis
and
and
guidance
that
we're
trying
to
take
in
this,
so
we'll
absolutely
be
using
community
partners
and
taking
their
lead
for
on
this
project.
C
Well,
I
I'm
gratified
to
hear
that
I
think
that
that
should
be
the
goal
that
we
shouldn't
really
be
attempting
to
ensure
that
the
police
service
really
never
has
to
interface
with
with
people.
In
this
type
of
scenario,
I
mean
that
would
be
the
ideal.
C
Of
course,
you
know
we
have
to
work
to
get
there,
but
I
think
it's
very
important
to
ensure
that
we
have.
C
This
are
are
being
confronted
by
by
sworn
officers
and
that
there
are
proper
supports
that
are
available.
So
I
think
that
that
does
answer
my
question.
I
know
that
I
cut
out
in
the
middle
of
it,
but
really
around
ensuring
that,
because
we've
heard
that
loud
and
clear
from
the
community
that
third,
a
third
party,
a
different
type
of
moderator,
is
involved
with
leading
the
conversation
with
social
services
and
and
and
community
members
at
large.
So
I'm
really
gratified
to
hear
that.
Thank
you,
chair.
A
Thank
you,
counselor
king
member
nerman,.
E
Thank
you
to
your
deans
and
thanks
chief
for
giving
a
wholesome
picture.
As
always,
so
my
comments
are
just
just
adding
to
what
my
fellow
board
members
and
chair
dean
have
said,
and
if
you
can
enlighten
me
concerning
this
mental
mental,
illness
and
interaction.
I
remember
a
few
months
before
I
I
had
raised
an
inquiry
following
an
a
tragic
incidence
in
our
province
about
the
language,
barriers
and
chief.
E
I
think
there
is
no
dispute
and
you
will
agree
that
the
language
interaction
with
the
with
the
mental
with
the
people
with
the
mental
illness
plays
an
important
role
in
de-escalating
that
now.
In
response
to
that
inquiry,
which
which
was
provided
by
the
ops,
I
found
that
few
of
the
languages
which
are
because
ottawa
is
becoming
a
multicultural.
E
E
I
think
you
should
be
focusing
on
once
a
micro
policy
is
prepared
about
giving
an
importance
to
the
language
skills,
with
interaction
with
the
people
with
the
mental
illness
and
de-escalating
number
two
is
about
the
budget
and
the
resources.
Of
course.
This
is
a
important
aspect
and
it
is
on
the
top
of
the
priority
now,
if
now
or
later,
if
you
can
advise
us
whether
about
the
resources
and
the
budget,
you
are
pulling
this
from
within
the
budget.
You
are
dividing
the
resources
from
the
budget
or
adding
this
to
the
budget.
H
We'll
answer
the
first
one:
first,
we're
not
asking
for
any
more
resources
for
the
budget,
we're
working
within
our
budget
envelope,
as
provided
by
the
city,
so
no
more
resources
are
being
requested,
I'll
queue
up,
ceo
jeff
letourneau,
to
speak
more
specifically
to
our
recent
results
in
recruiting
and
hiring.
H
But
I
can
tell
you
that
my
recollection
is
almost
every
single
member
that
we
are
going
to
be
hiring
in
the
new
class
coming
up
speaks
at
least
one
at
least
multiple
languages,
they're
either
francophone
in
english
and
or
they've.
They
speak
additional
languages.
So
I
have
seen
that
trend
line
in
policing
for
well
over
15
years,
where
increasingly
our
classes,
the
diversity
includes
language
skills,
certainly
that
has
gone
to
the
highest
levels.
H
I've
seen
in
in
the
2020
recruiting
that
we've
done
here
in
the
ottawa
police
service
and
what
is
projected
to
be
hired
into
2021,
but
jeff
letourneau
may
have
additional
insights
into
what
his
team
is
doing
around
identifying
language
assets,
as
as,
in
addition
to
all
the
other
quality
and
diversity
assets,
we're
bringing
into
the
organization
jeff.
Can
you
provide
additional
insights
to
member
norman.
B
Sure,
chief,
thank
you
so
so
far
in
2020,
we've
hired
79
sworn
recruits.
The
quality
and
competence
is
off.
The
charts
I'll
actually
be
talking
about
that.
A
little
in
a
little
more
detail
later
during
the
during
the
budget
directions,
presentation
of
the
79
well
over
half
are
bilingual
and
23
of
those
of
those
79
speak
additional
languages,
there's
a
total
of
15
additional
languages
spoken
over
and
above
french
and
english.
B
So
these
are
one
of
the
one
of
the
skill
sets
and
factors
that
the
swarm
recruiting
team
is
looking
at
to
bring
on
board
in
terms
of
competence
and
diversity.
It's
not
just
diversity
of
race.
It's
also
diversity
of
background
volunteerism.
Employment
along
with
education
and
language,
is
spoken.
H
Norman,
in
addition
to
that,
thank
you.
Thank
you,
jeff.
In
addition
to
that,
we're
also
looking
at
advances
in
technology
under
deputy
chief
steve
bell,
we've
put
smart
phone
devices
in
the
hands
of
our
frontline
officers
that
provides
the
opportunity
for
real-time
translation
services
that
are
available
through
our
communication
center.
H
There
are
abilities
for
us
to
tap
into
translation
services
and,
as
we
get
into
the
onset
of
next
generation
911,
those
abilities
will
increase
so
hiring
a
loan
will
not
address.
All
of
the
communications
needs
that
you've
raised
in
your
inquiry,
sir,
but
through
the
the
human
capital
and
and
technology
we're
going
to
get
a
lot
better
in
that
in
the
very
near
future.
E
Thanks
chief,
I
have
a
one
follow-up.
Now
you
have
you
have
you
have
advised
that
no
additional
budget
resources
will
be
requisitioned,
meaning
that
you
are
doing
from
within
the
budget
which
has
been
allocated
to
you.
So
will
this
affect
any
important
or
any
frontline
services?
If
you
are
diverting
those
budget
to
this
cost.
H
Yeah,
it's
an
important
question.
If
I
understand
behind
it
meaningfully,
are
we
changing
our
frontline
service
delivery
model?
Will
members
of
the
public
receive
something
less
or
something
more?
H
Most
of
this
is
coming
from
ongoing
efficiency
and
reallocation
of
internal
resources.
That
said,
we've
had
a
number
of
questions
already
on
this
call.
That
clearly
indicates
you
want
an
increased
focus.
We
all
want
to
increase
focus
on
mental
health
services,
so
inevitably,
as
the
the
community
expresses
its
priorities
as
the
board
expresses
its
priorities
as
our
own
members
express
their
priorities,
we
will
shift
resources
to
new
to
new
and
emerging
priorities.
That
will
inevitably
mean
at
some
point,
we'll
do
more
of
something.
Unless
of
something
else.
H
As
of
right
now,
we
feel
that
our
basic
core
services
that
we've
been
delivering
and
again
we'll
touch
on
that
in
the
budget.
Presentation
coming
up
will
maintain
themselves
we'll
expand
in
some
areas
as
we
as
we've
already
referenced
in
neighborhood
resource
teams,
crime
prevention,
and
that
means
that
we
will
do
less.
In
others,
for
instance,
we
are
going
to
be
absorbing
the
pivot
unit
that
was
primarily
focused
on
guns
and
gangs
and
drug
suppression
to
enhance
our
neighborhood
resource
teams.
H
That's
an
example
of
a
change
in
service
delivery
in
terms
of
how
the
community
received
those
services,
but
we
believe
that
that
expansion
of
our
neighborhood
resource
teams
is
actually
underpinning
the
huge
drops
in
terms
of
gun,
violence
and
homicides
in
this
city.
So,
yes,
we
will
make
changes
to
service
delivery,
one
that
aligns
to
community
and
board
expectations
and
ones
that
achieve
public
safety
outcomes,
meaningful
and
significant
public
safety
outcomes.
F
Thank
you
very
much
and
thank
you
chief
for
that
and
and
deputy
steve
bell
for
that
presentation.
The
issue
of
mental
health
responses
is
not
unique
to
ottawa
and
the
concern
about
it
is
not
unique
to
ottawa.
We've
seen
this
right
across
north
america.
This
is
a
hugely
important
issue,
so
I
I'm
delighted
to
see
the
action
you're
taking
and
I
think,
as
has
been
suggested,
the
the
details
are
yet
to
be
worked
out.
F
H
I
appreciate
that
member
smallwood,
I
sure
smallwood
I'll
again
call
on
deputy
chief
steve
bell
to
speak
specifically
to
the
intake
of
calls
as
a
as
a
portion
of
the
overall
strategy.
H
All
of
our
members,
including
including
our
communication
members,
will
receive
additional
training,
the
details
of
which
I
can't
provide
now
and
if
there's
a
desire
for
a
greater
depth
of
information
on
the
actual
training
that
our
call
takers
take
as
it
relates
to
mental
health
and
addictions,
calls
I'll
have
to
provide
that
as
a
response
to
an
inquiry
later
on,
but
deputy
bell,
if
you're
able
to
provide
some
more
insights
in
terms
of
intake
and
triage
of
calls
as
we
anticipate
in
the
future.
I
Yeah,
absolutely
thanks
chief
and
thanks
vice
chair
smallwood
for
the
question,
so
I
I
want
to
caveat
it
with
the
important
part
of
consultation.
Is
we
actually
have
to
actively
work
with
our
community
and
listen
to
what
they
say
in
terms
of
how
we
develop
our
model?
We
have
some
preliminary
ideas.
One
of
those
preliminary
ideas
is
specifically
around
the
intake
of
calls.
I
If
from
our
9-1-1
center,
we
actually
think
that
we
could
expand
that
potentially
to
include
other
intake
areas
like
3-1-1
other
output
areas
like
2-1-1,
to
have
a
more
comprehensive
system.
We
know
that
other
jurisdictions
have
looked
at
enhancing
the
training
for
all
of
their
911
call
takers
and
all
of
their
dispatchers.
I
So
those
are
all
the
types
of
areas
that
we're
currently
looking
at
capacity
that
we
believe
will
be
really
important
to
our
system
and
our
entire
mental
health
strategy
that
will
look
at
intake
response
and
access
and
coordination
to
other
community
services.
But
again
I
put
the
caveat
on
it.
F
D
Thank
you
chair
and
thank
you
for
the
presentation.
This
is
a
really
important
initiative
and
I'm
really
very
supportive
of
the
plans
that
have
been
discussed
this
evening
and
think
that
this
is
a
move
in
an
important
direction.
D
I
just
wanted
to
get
a
bit
of
an
idea
of
where
we
are
at
now
with
this.
So
in
some
of
the
materials
provided
in
the
response
to
the
inquiry
and
some
of
your
comments
tonight,
you
talked
about
a
seven
day
a
week
service
eight
to
ten
hours
a
day
and
that
they're
paired
with
the
mental
health
unit
officers
are
paired
with
mental
health
staff,
and
I
just
wanted
to
get
an
idea
of
how
many
calls
they're
currently
attending
how
many
mental
health
officers
that
are
trained
in
mental
health.
D
So
I
guess
I
just
wanted
to
get
a
sense
of
where
we're
at
now
in
terms
of
the
number
of
calls
that
are
being
handled
by
these
mental
health
unit
officers
and
in
combination
with
health
help
mental
health
workers.
Thank
you.
I
Okay,
absolutely
thank
you
very
much,
dr
johnson,
for
the
for
the
question.
I
actually
would
put
much
of
this
back
to
chair
dean's
comment
early
on.
It's
going
to
be
important
for
us
right
from
the
outset
to
get
a
much
better
and
more
comprehensive
data
informed
picture
of
where
we
are
anecdotally.
You
will
hear
us
say
that
our
calls
for
service
around
mental
health
or
people
involved
in
mental
health
have
dramatically
increased
over
the
past
20
years.
I
There's
there's
estimates
that
up
to
40
percent
of
our
calls
for
service
actually
involve
people
with
mental
health
issues
or
situations
that
are
contributed
to
by
the
mental
health
of
someone
that
we're
responding
to
or
with
chair
dean's
captured.
It
really.
Well,
it's
going
to
be
so
important
that
we
actually
do
a
really
wholesome
fulsome
job
of
getting
a
better
idea
of
the
data.
We
have
the
information
that
we
know.
I
So
we
have
a
much
more
clear
picture
of
exactly
the
problem
that
we're
trying
to
identify
and
work
with,
and
then
in
the
end,
so
that
we
can
actually
make
sure
that
whatever
systems
we
develop
and
implement
with
our
community
are
actually
being
effective
to
have
better
outcomes
for
the
people
of
the
city.
So
I
I
can
collect
a
number
of
stats.
I.
I
What
I
would
would
I
would
suggest
and
hope
to
be
able
to
do,
is
to
let
us
get
into
the
the
beginning
stages
of
this
strategy
and
the
development
of
it,
because
data
and
the
use
of
data
is
going
to
be
a
very
important
driver
for
us,
and
we
want
to
make
sure
that
we
have
the
cleanest,
crispest
picture
of
that
data
to
be
able
to
present
okay.
Thank
you.
G
If
I'm
gonna
be
asking
a
question
that
was
already
answered
because
I
joined
the
meeting
a
little
bit
late,.
B
It's
something
that's
dear
to
dear
to
me,
and
I
know
a
lot
of
other
members
have
also
expressed
an
expanded
service
in
how
the
how
the
ops.
I
We
want
well
not
who
we
want,
but
who,
who
should
be
involved
in
this
process.
I
So,
chief,
you
want
me
to
answer
that
one
yeah
go
ahead.
Please
thank
you.
Member
suede,
for
the
for
the
question.
Ottawa's
extremely
rich
in
mental
health
services
and
mental
health
supports
we're
actually
very
fortunate
within
our
city
for
the
number
of
agencies
we
have
that
do
provide
services
to
our
community.
I
One
of
the
important
early
tasks
is
going
to
be
for
us
to
engage,
as
everyone's
talked
some
of
those
key
networks
that
provide
those
services.
We've
already
started
to
do
that
and
to
have
those
discussions,
but
in
terms
of
mapping
and
identifying
specific
stakeholders
and
partners,
that's
what
we're
going
to
do
as
we
flush
out
and
actually
develop
our
consultation
plan
and
ultimately
do
that
consultation.
I
So
for
us
to
be
able
to
say
that
we're
going
to
use
this
service
or
this
service
to
actually
help
us
develop
it's
far
too
premature
for
us,
but
we
do
know
that
we
have
many
strong
partnerships.
Many
excellent
service
providers
within
the
city
who
have
already
identified
that
they're
very
keen
to
help
us
develop
this
strategy
and
actually
implement
it
over
the
next
three
years.
A
A
Thank
you.
Thank
you
chair.
I
just
wanted
to
get
clarification.
We
we
have
heard
members
of
the
public.
D
Say
that
they
want
us
to
slice
off
a
part
of
our
budget,
the
auto
police
service
budget
and
just
give
it
to
the
resource
mental
health
resources
in
the
city.
They
would
like
to
see
a
separation
of
those
two
and
I'm
wondering
if
you
could
just
address
of
why.
I
don't
think
this
is
quite
possible
at
this
stage.
If
you
can
just
clarify
that,
for
us.
H
Thank
you,
member
me,
and
it
relates
to
an
ongoing
dialogue
that
I've
been
having
on
this
topic.
But
again,
let
me
restate
it.
This
was
a
a
process
that
didn't
work
out
too
well
from
a
health
standpoint
back
in
the
50s
and
60s,
where
growing
dissatisfaction,
a
series
of
tragedies
and
and
question
marks
around
the
efficacy
of
mental
health
services
being
provided
within
an
institutional
setting
led
to
the
massive
defunding
of
mental
health
institutions,
hospitals
and
associated
facilities
back
in
the
50s
and
60s.
H
That
happened
in
a
very
short
period
of
time.
The
funds
were
not
adequately
redistributed
into
community,
and
that
meant
that
police
services
for
the
most
part,
not-for-profit
sector,
in
addition,
had
to
catch
all
of
this.
Without
addition,
without
adequate
funding,
without
an
adequate
transition
plan,
without
the
data
that
deputy
chief
bell
talked
about
without
a
long-term,
sustainable
and
scalable
plan,
and
that
has
resulted
quite
frankly
in
many
more
tragedies
and
many
more
wastes
of
dollars-
let's
not
repeat
the
same
mistake
again
in
the
2000s
that
we
did
50
years
ago.
H
My
second
point
is
at
least
from
my
knowledge,
the
areas
of
north
america
and
the
other
parts
of
the
world
that
have
successfully
created
an
integrated
human
services
model
that
addresses
the
social
determinants
of
health,
not
the
least
of
which
are
mental
health
and
addictions.
Issues
did
not
defund
their
police
in
scotland,
in
portugal,
in
eugene,
oregon,
where
the
cahoots
model
has
been
so
famously
developed
around
mental
health
services
that
do
not
involve
police
services
in
none
of
those
cases
did
they
defund
the
police.
H
So
the
academic
best
practice
that
I
have
found
the
practical
best
practice
that
I've
seen
again,
I
stand
to
be
corrected.
Maybe
there's
a
model
out
there
that
I'm
not
aware
of,
but
so
far
from
what
I've
seen.
It
does
not
defund
one
to
fund
the
other.
It's
fund
everything
appropriately
work
differently
together
and
achieve
differentiated
outcomes
that
are
ultimately
going
to
be
more
cost.
Effective
and
actually
produce
better
safety
and
services
for
the
broader
community.
D
A
H
Again,
I'm
I'm
not
saying
it
could
not
possibly
work.
It
has
not
worked
in
the
past.
The
best
practices
that
I'm
aware
of
have
not
included
a
defund
model.
They
have
all
included
a
fund
properly
evaluate
year
over
year
and
then
make
informed
resource
decisions
based
on
good
data,
good
evaluation
and
good
coordination.
A
Thank
you
chief.
I
I
appreciate
that
thanks.
Thank
you.
Member
meehan.
I
don't
see
any
other
members
of
the
police
services
board
who
want
to
speak,
but
I
do
want
to
take
this
opportunity
to
thank
and
acknowledge
my
council
colleagues
who
have
joined
us
this
evening,
and
one
of
them
has
asked
to
speak.
So
I'm
going
to
allow
that
so
counselor
matt
fleury.
J
I'm
sorry
man,
I'm
chair,
I
was
looking
to
to
participate
in
the
inquiry
response,
so
I'll
wait
for
for
that
period,
apologize.
J
In
the
in
the
inquiry
there
are
two
inquiry
responses,
one
on
sidewalks
and
one
on
mental
health
and
wasn't
sure
in
in
this
commission.
J
A
Mental
health
we're
talking
about
right
now,
well
that
one
is
appropriate.
Okay,
yeah.
J
So
I'd
be
glad
to,
and
can
you
hear
me
well
just
to
make
sure
yes
great?
Thank
you
man,
I'm
chair,
thank
you
for
the
updates.
I
guess
what
I'm
curious
in
the
mental
health
response
is,
we
see
a
we
see
a
number
of
rises
and
calls
to
for
emergency
response
due
to
mental
health
crisis,
and
there
are
references
to
services,
but
it's
unclear
about.
So
we
have
a
relationship
with
the
ottawa
hospital.
J
I
remain
unclear
how
many
nursing
teams
or
or
mental
health
professionals
or
officers
are
dedicated
to
that
partnership.
It
was
unclear
by
the
response.
H
I
Yeah
so
currently
we
have
a
mental
health
unit
team
that
has
five
dedicated
officers
and
a
sergeant
in
it
and
those
with
that
team.
What
we
have
is
we
have
a
memorandum
of
understanding
with
the
ottawa
hospital
and
they
provide
mental
health
practitioners
that
go
and
do
follow-ups
on
calls
that
we've
received
around
people
in
that
we've
responded
to
usually
more
than
once
on
multiple
occasions
to
look
at
how
they
can
respond
and
support
those
those
people
within
the
mental
health
system.
I
The
other
thing
that
they
do
is
they'll
often
attend
with
forms
that
have
been
issued
by
either
medical
practice
by
medical
practitioners
or
by
justice,
at
the
request
of
families
to
look
at
how
they
can
apprehend
and
get
people
to
seek
medical
health
treatment.
Our
whole
plan
is
to
actually
look
at
how
we
work
with
the
community
to
enhance
those
capacities
to
actually
refine
and
better
deliver
crisis
response
in
circumstances.
I
H
And
counselor,
if
I
can
just
add
on
to
on
that,
ultimately
a
strategy
to
be
truly
successful,
we'll
have
to
look
way
downstream
before
anyone
is
in
crisis
before
there's
any
aspect
of
violence
or
criminality.
That
would
require
the
work
of
the
police
and
to
be
clear,
no
matter
what
the
strategy
is
in
the
future,
there
will
always
be
some
element,
hopefully
a
significantly
decreased
element
of
those
calls
where
there
is
violence
and
or
criminality
present
in
the
call
that
will
require
the
police
of
jurisdiction.
In
this
case
the
auto
police
service
to
respond.
H
And
my
last
point,
six
thousand
calls
per
year
that
our
frontline
officers
respond
to,
and
I
gave
some
examples
over
the
last
month,
the
vast
majority
of
which
are
handled
successfully
and
safely
by
officers
who
literally
have
to
turn
themselves
into
a
swiss
army
knife
in
order
to
find
the
right
combination
of
services
and
supports
for
people
at
their
worst
and
most
vulnerable
period.
And
they
do
so
amazingly
successfully
and
consistently.
J
Maybe
a
quick
follow-up
to
that.
So,
if
I
focus
on
the
calls
for
service
and
to
me
you're
right
that
there's
there's
a
full
spectrum
of,
can
we
be
more
proactive
and
and
and
ensure
the
supports
are
in
place
well
ahead
of
time,
so
incidents
don't
happen,
but
when
a
call
comes
into
9-1-1
and
and
it
is
not
health-related
or
fire,
your
team
goes
out.
How
do
you
see
the
evolution
of
that
response?
J
Do
you
do
you
foresee
kind
of
almost
like
a
paramedic
like,
but
for
mental
health
response
to
to
those
calls
or
like
I
I'm
unclear
about
from
it
from
a
pure
call
a
call
service
and
in
response
to
that,
how
that's
to
be
shifted.
H
I'll
I'll
do
my
best
to
answer
succinctly,
but
with
the
big
caveat
to
both
the
deputy
and
I've
been
making
over
and
over
again
how
we
describe
it
and
how
we
envision.
It
is
not
necessarily
how
the
practitioners,
who
lead
in
the
public
health
space
in
the
mental
health
space
will
ultimately
design
this
thing
and
implement
it.
So
if
you're
asking
us
right
now
where
we
are
right
now,
we
could
envision
a
mental
health.
H
A
trained
mental
health
practitioner
who
may
or
may
not
be
employed
with
us,
but
who's
embedded
in
our
call
taking
911
system
on
a
24,
7
365
basis
who,
when
any
type
of
call
comes
in
that
has
any
element
of
mental
health
and
addictions,
will
first
assess
the
nature
of
the
call.
Secondly,
assess
the
nature
of
the
right
response,
and
that
might
be
a
3-1-1
response.
It
might
be
a
2-1-1
response.
H
It
might
be
a
9-1-1
response,
but
there'll
be
a
better,
better
position
to
assess
the
nature
of
the
response,
and
then
it
might
be
an
actual
response
from
a
police
car
or
it
might
be
a
referral
to
someone
to
a
local,
not-for-profit
or
201
support
service.
That
has
nothing
to
do
with
the
actual
police
service,
except
that
it
would
come
in
through
our
operations
center.
That
will
be
making
effective
use
of
public
dollars
already
paying
for
a
24
7
365
op
center.
J
Maybe
on
the
final
appointment,
I'm
sure
so
on
the
ground
officers
are
are
struggling
with
this
reality,
where
individuals
suffering
from
addictions
and
mental
health
they'll
be
called,
for
example,
an
issue
in
a
particular
business
or
in
a
particular
area,
and
and
they
struggle
with
that
and
I've
seen
I've
seen
the
motivation
level
over
the
struggle
level
continue
to
increase
because
we're
not,
though
those
relationships
between
a
response
on
the
ground
and
a
mental
health
addictions
provider
are
not
they're,
not
necessarily
they're,
not
as
effective.
J
So
how
could
we
from
there
there's
an
entire
discussion
to
have,
and
I
can
appreciate
what
you're
saying,
but
is
there
not
easy
low-hanging
fruits
in
terms
of
discussions
with
cmha
ottawa,
with
the
royal
with
others,
where
we
can
equip
officers
as
part
of
today's
response?
J
H
Counselor,
thank
you.
You've
raised
a
number
of
critically
important
issues.
First
of
all,
while
our
officers
struggle,
they
do
an
amazingly,
consistently
high
value
job.
In
going
to
those
calls
for
service,
it's
probably
been
the
reason.
The
main
reason
why
the
police
have
kept
this
volume
of
mental
health
calls
for
so
many
decades.
H
We
all
agree,
and
there
wasn't
there.
I
I
I
would
struggle
to
find
a
police
officer.
I
know
I
won't
find
a
police
chief
anywhere
in
this
country
that
wants
to
continue
to
be
the
primary
deliverer
of
mental
health
services
in
any
community,
rural
or
urban
or
suburban
across
canada.
We
all
want
to
get
out
of
this
business
as
much
as
we
possibly
can,
but
as
safely
and
effectively
as
we
can.
The
other
point
you
raised
the
speed
of
response
is
important
and
again
I
go
back
to
that.
Defund.
H
H
H
It
will
reduce
the
time
for
service,
it
will
actually
increase
the
silos
and
the
lack
of
information
sharing
going
on
the
plan.
We're
laying
out
does
not
put
us
at
the
head
of
the
parade.
It
puts
us
in
the
middle
of
the
parade
bringing
material
resources
to
that,
but
it
puts
the
the
people
who
have
the
most
data,
the
most
expertise
and
the
most
ability
to
help
our
front
line
officers
and
to
take
the
load
off
those
front
line.
Officers
at
the
front
of
that
parade.
A
A
Thank
you,
councillor
fleury,
one
more
counselor
has
asked
and
promised
to
move
so
councillor
menard
over
to
you.
C
C
Okay,
fantastic
thanks
very
much,
and
thanks
to
the
chief
for
the
presentation
tonight,
I'm
very
happy
to
hear
about
the
fact
that
the
the
police
services
board
and
ops
wants
to
move
in
the
directions
of
public
consultations.
I
think
that's
that's
vitally
important
to
get
the
experts
in
the
room
to
make
sure
that
we've
got
that
type
of
coordination,
so
appreciate
hearing
that
I
only
have
one
question
and
it's
around
the
the
cahoots
model
and
what
they've
done
there.
C
It
looks
like
from
the
research
that
I've
done
that
they've
got.
You
know
about
26
000
calls
a
year
and
in
those
of
those
calls
only
150
had
required
police
support
where
they
called
them
to
come
with
them,
and
that
program
handled
18
of
the
the
calls
in
in
that
year.
That
was
2019.,
and
so
that's
a
great
that's
a
great
record.
It's
also
funded
from
the
police
budget
from
that
local
police
budget.
C
Sorry,
my
kids
are
in
the
background,
if
you
can
hear
them
better
and
so
by
diverting
those
calls
away
from
from
law
enforcement,
the
the
clinic
that
runs
the
program,
the
whiteboard
clinic
estimates
that
kahoot
saves.
You
know
about
8.5
million
in
public
safety
spending
each
year.
Is
that
type
of
model
open
here
in
ottawa?
Is
that
what
you're
talking
about
when
you
say
consultations?
Are
you
talking
about
a
a
always
a
co-responder
model?
I
just
want
to
be
clear
on
what
we're
open
to
here.
H
H
Again,
as
I
said,
the
cahoots
model
wasn't
wasn't
accomplished
overnight
by
a
defunding
and
refunding
exercise.
It
was
a
partnership
that
came
together
between
police
and
the
civil
society,
including
providers
like
the
whiteboard
clinic
that
designed
a
new
approach.
Funding
did
not
come
from
defunding
the
police.
H
It
took
years
of
coordination
and
development
to
get
to
the
point
where
you're
talking
about
the
outcomes
that
you're
now
describing
in
2019
that
did
not
happen
in
year,
one
it
took
years
of
development
so
now
they're,
seeing
the
fruits
of
their
labor,
which
includes
the
opportunity
to
take
resource
demand
away
from
police
and
put
it
better
into
community
to
get
better
outcomes
for
everybody,
and
the
funding
still
goes
through
the
police
budget.
Now
that
is
one
version
of
a
hundred
different
potential
models.
H
H
C
Great,
I
really
much
very
much
appreciate
that
and
I'm
looking
forward
to
to
taking
part
in
those
in
those
consultations
and
certainly
cahoots,
was
started
in
1989,
so
definitely
some
time
to
to
get
to
where
they
were
thanks
very
much
for
for
the
response.
Okay,.
A
A
So
I'm
hoping
that
tonight's
discussion,
I'm
glad
some
of
the
members
of
council,
joined
the
discussion
tonight,
because
I'm
hoping
that
it
will
start
to
become
clear
that
we're
all
we're
all
in
this
together
and
we
all
understand
that
we
need
to
make
a
seed
change
in
how
we're
responding
to
mental
health
calls
in
order
to
best
serve
our
community
and
we
will
get
there
and,
as
I
said
at
the
very
beginning,
it
will
take
some
time
and
it
will
certainly
take
a
big
community
effort.
A
But
I
believe
that
we
can
make
a
significant
change
and
the
one
thing
I'm
absolutely
sure
of
is
that
this
board
sitting
at
this
table
at
this
time
is
committed
to
getting
a
significant
change
in
the
way
we
do
policing
in
ottawa
and
the
modernization
of
policing.
So
thank
you
chief,
thank
you
to
to
everyone
who
participated
in
this
and
we'll
look
forward
deputy
chief
bell
to
you're
bringing
that
plan
back
sometime
around
december
for
us
to
talk
about
the
go
forward
plan.
A
So
thank
you
very
much
and
we
will
just
move
on
with
our
agenda
now.
The
next
item
on
the
agenda,
oh
so
received
on
the
chiefs,
the
verbal
report.
Let
me
see
okay,
so
the
next
presentation
is
from
the
national
capital
area,
crime,
stoppers
semi-annual
report.
So
I'll
now
ask
mr
mcmullen
to
walk
us
through
his
brief
presentation
on
the
national
capital
area,
crime,
stoppers,
semi-annual
report.
K
Perfect,
thank
you
very
much
and
we
appreciate
the
opportunity
once
again
to
provide
the
board
with
this
semi-annual
update.
I'm
reminded
that
about
nine
years
ago
my
predecessor
begin
began
this
process,
and
I've
had
the
the
fortune
good
fortune
to
be
able
to
deliver
these
reports
for
the
last
eight
years
as
the
chair
and
president
of
the
program.
So
thanks
for
that
opportunity.
First
I'd
like
to
just
add
my
congratulations
personally
and
on
behalf
of
our
board
to
chief
slowly
for
your
upcoming
one-year
anniversary.
K
I
was
privileged
to
be
at
your
first
presentation
in
2019,
and
here
we
are
again.
So
that's
a
great,
a
great
milestone
and
looking
forward
to
seeing
you
again.
K
The
covet
19
continues
obviously
to
have
a
significant
impact
on
our
program,
just
as
it
does
on
every
other
sector
of
our
community
and
society,
like
many
we've
had
to
pivot
to
this
new
normal,
and
I'm
pleased
that
our
board
of
directors,
our
volunteer
board,
has
continued
throughout
this
process
to
meet
monthly
in
a
virtual
environment
and
done
so
quite
successfully.
K
We
were
all
very
sad
to
learn
of
the
passing
of
our
board
member
and
friend,
david
smith.
As
everyone
knows,
dave
was
a
a
dedicated
member
to
this
program
and
a
supporter
of
crime,
stoppers,
and
certainly
youth
in
our
community
and
even
while
ill
dave
continued
to
attend
our
monthly
meetings.
K
I
know
how
much
has
been
said
in
the
community
about
his
commitment
to
the
city
and
how
much
he
was
a
champion
for
ottawa,
and
I
can
tell
you
that
I
had
a
front
row
seat
to
his
contribution
and
enjoyed
his
friendship
for
many
many
years,
so
very,
very
sad
to
see
dave
passing
and
we're
going
to
miss
his
his
contribution.
K
As
you
may
know,
we
made
our
decision
to
cancel
our
annual
fundraising
golf
tournament
typically
held
in
the
summer.
This
is
a
significant
financial
revenue
piece
to
our
program
that
was
missing
this
year,
not
how
we
expected
to
celebrate
our
31st
anniversary
in
the
community.
K
You
know
one
of
the
the
challenges
we
have
is
we
don't
have
a
a
trumpeting
of
success,
or
we
can't
tell
some
of
those
success
stories
that
you
know
I
know
of,
and
I
can
tell
you
that
our
police
service
knows
of
but
again
to
protect
the
anonymity
of
our
tipsters.
We
don't
ever
go
out
and
acknowledge
those
success,
and
that
sometimes
is
a
challenge,
especially
specifically
around
fundraising.
K
What
we
chose
to
do
early
in
the
summer
is
to
basically
go
out
with
a
a
letter
campaign
to
the
business
and
local
communities
as
well
as
our
former
golfers.
They
have
attended
our
golf
tournaments
in
the
past
and
solicit
donations
from
them
and
I'm
happy
to
report.
To
date,
we've
accepted
almost
ten
thousand
dollars
in
charitable
donations
from
a
variety
of
sources.
Local
businesses
groups,
as
well
as
the
private
donors,
answering
our
call
to
help-
and
that's
that's,
been
very,
very
important
as
well.
K
Several
of
our
city
councillors
have
helped
in
making
mention
of
crime
stoppers
on
their
social
media,
as
well
as
in
their
newsletter
and
bulletins
that
go
out
to
the
community
and
that's
you
know,
as
I
mentioned,
that
crime
stoppers
been
serving
this
community
for
35
years,
helping
to
contribute
to
those
public
safety
outcomes,
and
you
know
again
looking
at
our
statistics,
which
is
something
we
do
share
regularly.
K
I'm
I'm
encouraged
to
see
that
our
tip
numbers
are
almost
identical
to
those
of
the
same
period
last
year
and
we're
on
target
to
achieve
similar
numbers
to
what
we've
we've
observed
over
the
last
six
or
seven
years,
that
being
about
4
000
tips
from
the
public
a
year.
K
So
far
this
year,
we've
provided
18
or
over
18
arrests,
11
criminal
cases
being
cleared
43
criminal
charges
over
9,
000
narcotics
being
seized
illegal
narcotics
and
recovered
arms
is
three
thus
far
this
year.
So
those
are
the
types
of
contributions
that
the
anonymous
tip
program
delivers
to
this
community
and
I
think
it's
vital
for
us.
Interestingly
enough
and
not
surprising,
we've
seen
the
tip
award
number
reduced
significantly
and
that's
that's
to
be
expected
with
some
of
those
metric
numbers
being
less
the.
K
K
As
you
may
know,
our
constable
getz
has
served
on
the
ontario
association
of
crime
stoppers
board
during
the
last
year
and
we're
anticipating
that
her
term
is
going
to
be
extended
into
the
upcoming
year
as
well,
and
her
involvement's
been
welcomed
not
only
from
our
perspective
but
from
the
perspective
of
the
oacs
to
have
a
strong
representation
from
eastern
ontario
has
been
a
wonderful
addition.
K
The
some
new
things
that
we've
been
working
on
is
we're
excited
to
begin
working
more
closely
with
our
via
rail
police
partners,
and
we
expect
to
have
additional
training
available
for
their
members
in
the
next
coming
weeks,
and
we
continue
to
work
with
our
post-secondary
institutions
to
help
raise
awareness
and
support
them
and
their
communities
specifically
january,
as
you
may
recall,
is
crime
stoppers
month
across
canada
and
we're
optimistic
that
we'll
be
able
to
participate
at
a
number
of
events
around
our
region.
K
In
the
meantime,
we've
been
working
hard
at
developing
some
social
distance
techniques
using
some
technology.
Constable
getz
has
produced
an
informative
video
that
we
hope
will
be
successful
in
sharing
in
public
venues,
especially
as
crime
prevention
month.
Initiatives
roll
out
in
the
coming
months,
as
I
mentioned
fundraising,
continues
to
be
a
challenge,
and
you
know
I
can
tell
you
that
our
program
has
the
resources
to
continue.
K
H
A
chair
not
a
question,
just
a
comment.
I
referenced
in
my
verbal
report
this
year
in
ottawa,
thanks
to
the
efforts
of
our
members
and
our
community
partners,
we've
seen
the
highest
number
of
crime
guns
seized,
we've
seen
the
lowest
number
of
shootings
and
the
lowest
number
of
homicides
in
five
years.
H
I
believe
one
of
those
key
community
partners
is
crime,
stoppers
ottawa
and
I'm
grateful
for
the
ongoing
partnership
between
mr
mcmullen
and
his
tiny,
mighty
team
and
ours,
and
that
has
literally
saved
lives
and
reduced
crime
in
this
city,
and
so
I
just
wanted
to
make
that
statement.
Thank
you,
chair.
A
Thank
you
chief
and
mr
mcmullen.
Thank
you
on
behalf
of
the
board
for
the
important
work
that
you're
doing
in
our
community.
We
greatly
appreciate
your
efforts
and
thanks
for
coming
out
tonight
and
sharing
the
good
work
that
you're
doing
with
the
board.
K
We've
got
one
of
our
volunteer
board
members
celebrating
25
years
of
volunteering
in
this
program
in
this
community,
and
I
can
tell
you,
I
reached
out
to
chief
slowly
to
see
if
he'd
provide
some
recognition,
a
valuable
member
of
our
team
and
very
thankful
for
the
chief
and
the
ops
for
acknowledging
that,
and
you
know,
community
partnerships
are
vital,
I
believe,
to
the
community
and
certainly
to
the
police
service
and
we're
proud
to
be
contributing
partners
for
such
a
long
period.
K
K
Yeah,
I
I
definitely
will
chair
it's
a
it's
a
significant
milestone
for
sure
we're
fortunate
to
have
several
committed
board
members.
Both
volunteers
we've
got
a
a
really
dynamic
and
strong
youth
team.
Unfortunately,
they
haven't
been
able
to
participate
at
too
many
events.
I
should
point
out
we
attended
one
event
with
our
policing
partners
in
august
at
the
garage
529,
and
it
was
a
great
way
to
connect
with
the
community,
and
I
can
tell
you
it
was
a
safe
environment.
K
There
were
two
young
constables
that
really
drove
that
that
whole
project
and
there
to
be
commended
for
not
only
the
way
they
provided
interaction
with
the
community,
but
just
for
their
leadership
to
take
a
leadership
role
in
something
important
like
bike
theft,
which
impacts
a
lot
of
folks.
You
know
for
some
folks,
it's
their
main
mode
of
transportation
to
and
from
education
or
or
work,
and
so
it
was
nice
to
be
part
of
that.
Constable
getz
and
I
attended
on
behalf
of
our
program,
and
it
was
great.
K
There
was
yippie
members
there
supporting
and
other
ops
members
so
great
to
see
that
level
of
community
engagement
we're
looking
forward
to
participating
in
future
events.
A
Great
okay,
well,
thank
you
again
received
on
the
report
received.
Thank
you.
Okay.
Item
number.
Three
is
the
community
safety
and
well-being
plan,
and
I
asked
mr
demonte
to
come
this
evening
and
with
lisa
patch
and
valerie
bietlow,
to
do
a
presentation.
I
happen
to
be
of
the
opinion
that
the
community
victim
well-being
plan
is
a
foundational
document
for
this
city
and
that
we
should
really
see
this
as
an
opportunity
to
rethink
many
much
of
what
we're
doing
in
the
community.
A
Ultimately,
community
safety,
well-being
of
everything,
and
so
I
think
it's
really
important
that
the
board
be
aware
and
participate
in
this
along
the
way
and
that's
why
I've
invited
them
here
tonight.
We
just
mr
demante
before
I
hand
the
microphone
over
to
you.
We
wanted
to
know
who
is
running
your
powerpoint
presentation,
so
we
can
allow
them
access.
L
Chair,
that's
a
good
question.
I
have
both
valerie
and
lisa
with
me,
I'm
assuming
that
it
was
sent
over
to
your
clerk.
But
by
your
question
I
presume
that's
not
the
case.
A
Do
you
want
the
clerk
to
run
the
powerpoint
for
you.
A
Okay,
okay,
then,
that
is
what
will
happen
okay.
So,
mr
de
monte,
thank
you
for
taking
the
time
to
come
out
tonight
and
present
the
community
safety
and
well-being
plan
and
we'll
turn
the
floor
over
to
you.
L
Thank
you
chair
for
the
invitation
to
present
the
work
done
today
on
the
city
of
ottawa's
community
and
safety
well-being
plan.
I
have
with
me
this
evening
the
manager
of
our
public
policy
unit,
valerie
bietlow,
and
our
lead
on
this
important
foundational
work
as
you've
described,
and
I
concur
with
you
lisa
petch
I'll
I'll
turn
it
over
to
them
for
the
presentation
and
will
all
be
available
afterwards
to
respond
to
any
clarification
or
questions
the
members
of
the
board
may
have.
L
I
think,
that's
the
important
part
of
this
once
you
get
an
overview
of
what
we've
done
so
far.
Where
we're
at
in
our
process,
then
we
can
open
up
for
questions
so
valerie
and
lisa
say
taboo.
D
Today,
we'll
be
providing
you
with
an
overview
of
the
legislative
requirements
and
prescribed
areas
of
focus
of
the
community
safety
and
well-being
plan.
To
give
you
a
bit
of
a
background,
we'll
also
describe
our
journey
so
far
in
terms
of
planning
for
the
plan
and
our
development
approach,
what
we
heard
through
stakeholder
and
public
consultations
on
safety
and
well-being
and
where
we
are
in
the
process
currently,
given
that
the
ottawa
police
service
has
been
a
key
partner
in
our
work.
D
So
far,
we'll
also
highlight
how
the
ops
has
been
involved
and
continues
to
be
involved
in
the
development
of
the
process
and
then
finally,
lisa
will
set
out
for
you
the
next
steps
to
be
taken
this
year
and
then
in
2021,
as
we
embark
on
the
next
phase
of
public
and
stakeholder
engagement
to
produce
the
final
draft
community
safety
and
well-being
plan
to
community
and
protective
services
in
the
fall
of
2021
and
council
for
consideration.
D
So
what
you
have
before
you
now
is
a
timeline
of
the
key
milestones
on
this
journey
to
develop
ottawa's,
first
community
safety
and
well-being
plan
in
2018.
Madam
chair,
you
may
recall
that
the
provincial
safer
ontario
act
was
passed,
which,
among
other
things,
required
that
municipalities
in
ontario
prepare
and
adopt
a
community
safety
and
well-being
plan.
D
The
interim
report
that
was
presented
to
cpsc
committee
on
october
15th
presents
the
priorities
for
the
community
safety
and
well-being
plan.
This
interim
report
will
rise
to
city
council
for
consideration
this
week
on
wednesday.
Lisa
will
describe
the
six
priorities
for
the
plan
a
little
bit
later
in
this
presentation
as
well.
D
She
will
discuss
the
plans
priorities,
the
public
and
stakeholder
engagement
activities
to
be
that
were
undertaken
so
far
that
have
gotten
us
to
this
point
and
also
the
next
steps
for
the
second
phase
of
stakeholder
and
public
engagement
to
develop
the
plan
that,
as
I
said,
will
be
presented
next
year
next
slide.
Please.
D
So,
madam
chair,
I
think
it's
important
to
just
take
a
minute
to
note
again
that
the
plan
is
legislatively
required
and
somewhat
prescribed.
As
I
said,
provincial
legislation
gives
us
the
four
squares
of
the
plan
and
states
that
a
municipality
must
do
several
things
as
it
is
planning
for
its
plan
and
developing
its
plan.
D
The
solicitor
general
of
ontario
is
currently
consulting
with
amo
to
determine
what
the
appropriate
new
deadline
will
be.
The
second
point
to
note
is
that
the
legislation
requires
a
municipality
to
have
an
advisory
committee
with
specific
membership
that
is
representative
of
the
community
in
ottawa.
We
have
done
that
through
the
crime
prevention
board
of
directors,
the
members
of
the
membership
of
which
has
been
amended
to
meet
the
legislative
requirements
for
the
advisory
committee.
D
D
So
on
that,
madam
chair
I'll
turn
it
over
to
lisa
to
present
the
other
key
elements
and
ask
myself.
M
As
such,
the
plan
does
not
focus
on
one
organization's
particular
concerns,
but
rather
focuses
on
key
social
priorities
and
working
together
towards
shared
goals
and
outcomes,
as
no
one
organization
can
address
these
root
cause
issues
on
their
own
and
the
plan
will
be
evidence
informed
and
will
not
duplicate,
but
rather
complement
existing
initiatives
from
for
community
safety
well-being
and
will
identify
and
address
gaps
in
the
system.
Next
slide.
Please.
M
M
Risk
intervention
is
when
there's
something
that's
happened
or
there's
a
high
risk
that
something
will
occur
again
and
that's
represented
by
the
orange
circle
and
prevention
is
that
there's
a
chance
that
something
could
happen,
but
nothing
has
happened
yet
in
working
to
address
the
issue
before
something
occurs.
So
that's
represented
by
the
blue
circle
and
social
development
is
about
root,
causes
and
improving
those.
So
things
like
poverty
and
equity
in
the
system-
and
this
is
represented
by
the
green
circle
and
the
province
acknowledged
that
incident
response
often
gets
a
lot
of
attention.
M
So
now
I
would
like
to
just
give
you
an
overview
of
our
approach,
which
was
informed
by
our
advisory
committee
and
approved
by
council
in
october.
2019.,
and
the
approach
outlined
in
this
slide
allows
us
a
systematic
way
to
develop
the
plan
that
can
be
defended
later
and
does
not
just
address
one
organization's
particular
concerns,
and
this
also
ensures
that
we
adhere
to
the
guiding
principles
which
were
shaped
by
the
advisory
committee
and
approved
by
council,
and
these
principles
included
items
such
as
being
evidence
informed
and
keeping
our
community
central
to
our
planning.
M
Public
engagement
is
a
fundamental
element
throughout
the
development
of
the
plan
and,
as
you
can
see
this
from
this
graphic,
there
remains
opportunities
to
participate
in
the
process.
As
we
move
into
our
next
phase
of
development,
which
focuses
on
strategic
objectives,
strategies
and
actions
further,
we
would
develop
an
evaluation
plan
and
performance
measures,
an
ongoing
governance
structure,
implementation
plans,
including
the
financial
framework,
to
full
form,
the
full
community
safety
well-being
plan,
and,
although
council
approves
the
plan,
any
future
actions,
initiatives
identified
under
it
will
be
undertaken
by
the
most
appropriate
department,
service,
partner
or
agency.
M
M
As
previously
mentioned,
a
key
element
to
the
success
of
a
community
safety
well-being
plan
is
multi-sect,
taking
a
multi-sector
approach
to
ensure
different
perspectives
and
knowledge
are
shared
to
gain
greater
understanding
of
the
issues
and
provide
more
ideas
for
possible
strategies
and
actions
to
address
them,
and
the
ottawa
police
service
is
one
of
those
partners
and
has
been
participating
in
the
process.
From
the
very
beginning,
the
chair
of
our
advisory
committee,
the
crime
prevention
ottawa
board
of
directors,
is
counselor.
Diane,
deans
and
chief
slowly
is
also
a
member
of
this
advisory
committee.
M
Community
safety,
well-being
staff
also
circulate
all
opportunities
to
police
contacts
to
share
with
their
various
distribution
lists,
and
we've
presented
to
you
various
police
staff
at
various
levels
on
several
occasions
and
ottawa
police
service
staff,
provide
data,
information
and
insights
as
to
their
experience
and
which
helps
to
inform
our
work
next
slide.
Please.
M
So
this
slide
here
is
a
high
level
overview
of
what
we
heard
from
our
public
and
stakeholder
consultations,
as
previously
mentioned
the
detailed.
What
we
heard
report
is
available
on
our
website,
but
this
slide
gives
you
an
overview
of
how
public
and
stakeholders
rank
the
various
topics
when
asked
to
prioritize
them,
and
participants
were
also
able
to
identify
their
own
topics
that
they
found
weren't
covered
in
our
list,
and
these
are
summarized
in
another
category.
M
The
consultations
revealed
and
acknowledged
the
interconnection
between
all
of
these
topic
areas.
However,
participants
also
recognize
the
need
to
address
root
cause
issues,
so
just
based
on
this
slide,
the
top
five
priorities
that
public
and
stakeholders
identified
are
housing,
two
discrimination,
marginalization
and
racism,
three
mental
health,
four
systems,
change
security
and,
lastly,
finally,
number
five
financial
security.
M
I'll
take
a
moment
to
present
the
proposed
priorities
which
again
go
to
council
on
wednesday
and
in
no
particular
order.
They
are
discrimination,
marginalization
and
racism,
and
we
were
told
stories
of
discrimination
and
racism
for
participants
in
our
consultations
and
calls
to
address
systemic
racism,
sexism
and
other
forms
of
discrimination.
M
This
priority
encompasses
mental
health
substance,
use
issues
and
social
isolations,
with
the
focus
on
the
outcome
of
mental
wellbeing
in
discussion
with
ottawa,
public
health
staff,
including
substance
use
with
mental
health,
was
critical
because
of
the
comorbidity
between
the
two.
Also
in
our
consultations,
participants
often
mentioned
mental
health
and
substance
use
together.
Furthermore,
social
isolation
will
be
considered
as
part
of
mental
well-being,
as
consultation
participants
identified.
A
direct
connection
between
social
isolation
and
mental
health
and
social
isolation
in
particular,
was
raised
as
an
issue
both
pre-koban
and
during
covet.
M
This
is
more
of
a
process
priority
and
is
seen
as
a
priority,
both
in
and
of
itself,
but
also
as
an
enabler
of
the
other
priorities,
which
is
why
it's
been
centrally
placed
in
this
graphic.
This
priority
is
about
working
together
collaboratively
to
create
a
more
streamlined
system.
This
would
include
communications
processes,
policies,
finances
data
as
well
as
service
coordination
and
delivery.
M
M
A
A
H
Jeremiah
superintendent
granger
is
sorting
out
the
technical
things.
If
you
don't
mind,
I
just
wanted
to,
on
behalf
of
the
police
service,
thank
tony
lisa
valerie
for
not
just
the
presentation
tonight.
More
importantly,
the
body
of
work
that's
gone
in
to
this
effort
to
date.
For
me,
it's
one
of
the
most
exciting
things
I've
seen
in
the
development
of
policing
in
30
years.
H
I
think
it's
a
vehicle
around
which
we
can
have
that
type
of
coordinated,
sustained
data,
informed
change
that
can
ultimately
speak
to
resource
allocation,
reallocation
in
a
meaningful
way.
It
will
allow
for
integration
and
to
address
the
underpinnings
of
crime
as
opposed
to
just
crime,
the
social
determinants
of
health,
and
you
have
my
full
commitment
and
the
services
full
commitment
to
support
tony
and
his
team.
The
city
and
their
efforts
more
broadly
to
implement
this
plan.
L
And
chair,
if
I
may
add,
while
we're
waiting
for
the
question
as
well,
the
chief
slowly's
leadership
he's
been
stalwart
as
supporting
us,
and
we
forgot
to
mention
the
presentation,
as
we
were
going
through
this
and
another
example
of
police
participating,
he's
assigned
the
deputy
chief
bell
to
to
a
select
steering
committee
that
helps
me
as
well
other
than
the
formal
work
that
includes
donna
gray,
my
colleague
in
her
department
in
social
services,
dr
etch's,
public
health
and
d.c
bell
in
a
in
a
steering
committee
where
we
can
look
at
things
more
strategically
and
and
to
ensure
that
you
know
we're
not
missing
out
on
anything
we're
ensuring
that
everybody's
participating.
L
A
That's
great,
thank
you
very
much
and
on
the
advisory
board
there.
One
omission
that
you
had
in
that
presentation
was
councillor
rosen
king
is
also
on
that
board.
So
superintendent
granger
are
you
there.
C
I
do
have
a
comment.
I'd
also
like
to
thank
tony
lisa
and
the
team
having
participated
on
this
process
through
crime
prevention
ottawa.
I'm
appreciative
of
the
tremendous
work
that
has
been
done.
I
think
that
this
is
the
right
model.
It
really
serves
to
break
down
existing
silos
and
encourage
multi-sectoral
partnerships
and
it
it
really
demonstrates
that
those
are
essential
in
developing
strategies,
programs
and
services
to
minimize
risk
factors
and
to
improve
overall
well-being
for
our
communities.
C
In
a
sense,
it
sounds
like
the
approach
that
the
police
service
is
is
really
suggesting
for
mental
health
and
then
obviously
this
would
be
a
coordination
of
services.
So
I
just
had
two
quick
questions:
I'm
not
sure
who
I'm
posing
them
to.
Maybe
it's
you
chair
to
the
t4
or
to
tony,
but
you
know:
we've
been
talking
about
this
mental
health
strategy
that
is
being
proposed
by
the
police
service.
C
Obviously,
I'm
assuming
that
this
framework,
this
community
safety
and
well-being
framework,
which
really
acknowledges
that
you
know
community
safety
and
well-being
cannot
just
be
placed
on
the
shoulders
of
the
police
that
this
plan
would
be
a
central
part
of
that
of
that
strategy
and
framework
as
it
goes
as
it
goes
forward,
and
maybe
another
attached
question
to
to
that.
So
three
questions
is
really
ensuring
if
we're
utilizing
this
process,
that
we
have
increased
engagement
of
community
groups
and
residents.
C
I
know
that
that
was
the
goal
of
the
of
the
community
well-being
plan.
Ultimately,
so
I'd
love
to
hear
some
comments
around
those
those
two
elements.
L
Maybe
I'll
start
and
then
members
of
the
team
lisa,
and
that
can
talk
a
little
bit
more
about
the
community
engagement
because
that's
a
key
component
and
our
apologies
after
actually
councillor
member
king
you're,
effectively
an
important
member
of
our
crime
prevention,
ottawa
advisory
committee
that
chair
dean's
chairs
as
well
too,
chair
jesus-
and
I
have
had
these
these
comments.
L
This
seems
like
a
very
complex
to
a
certain
extent,
almost
bureaucratic
process,
but
I
think
what
it
does
it'll
serve
us
well
as
a
foundational
piece
directly
to
your
question,
exactly
that
doesn't
prevent
us
the
the
initiative
that
you
as
a
board
and,
more
importantly,
the
police
service,
is
doing
on
mental
health
and
other
initiatives
that
we're
doing
our
community
integration
right
now
and
some
of
the
other
work
that's
being
done
in
our
public
public
health
or
our
social
service
group.
It
doesn't
prevent
that
work.
L
L
This
broad
piece
of
work
to
be
done
and
not,
if
there's
priorities
that
need
to
be
addressed
right
now-
and
I
think
I
heard
the
discussion
today
and
it
belongs
to
you
as
a
board
and
to
police
service
to
do
it,
but
we're
more
than
hopeful
to
be
able
to
participate
in
the
work
that
the
dc
bell
is
going
to
be
doing
on
the
mental
health
strategy,
and
I
think
that
needs
to
be
done
now
and
this
later
on.
L
It'll
it'll
dovetail
tremendously
and
right
into
that,
because
it's
part
of
the
the
work
that's
being
done.
So
I
I
think
that's
it
really
works
well
and
we
shouldn't
wait
when
we
have
these
one-off
identified
large
priorities,
but
this
will
set
the
stage
for
that
work
and
it'll
continue
into
the
future.
L
As
we
move
forward,
we
have
to
do
this
and
take
the
time
to
do
it
well
and
and
address
the
needs
of
the
community.
So
I
think
one
doesn't
go
without
the
other,
and
I
I
encourage
us
if
we
identify
things
that
we
can
get,
not
quick
wins
because
that's
the
wrong
thing.
These
are
important
projects,
but
certain
issues
that
need
to
be
addressed.
Now,
let's
do
it.
M
Yeah,
so
on
the
on
the
community
integration
side,
it
has
been
a
critical
element
in
terms
of
doing
that.
We've
we've
worked
very
hard
at
trying
to
outreach
and
continue
to
frankly
in
terms
of
talking
to
a
wide
variety
of
different
people,
to
make
sure
that
those
voices
are
represented
as
we
move
forward
going
into
the
plan.
So
it
is
a
critical
element
and
the
one
around
specifically
around
integrating
our
services
came
through
loud
and
clear,
which
is
why
we,
we
proposed
the
priority
of
the
integrated
and
simpler
system.
M
We
heard
that
loud
and
clear
as
being
really
critical
to
the
success,
not
just
around
mental
well-being
but
frankly
across
a
lot
of
our
services
and
that
real
frustration
about
knowing
where
to
go
and
how
to
get
the
information.
And
why
do
I
have
to
share
my
story
multiple
times,
but
also
from
our
partners
about,
and
agencies
and
organizations
working
in
the
community
about?
We
know
that
there's
been
work
done
in
one
area
and
why
can't
we
share
that
information
so
that
we're
actually
working
together
and
working
from
some
common
tools?
M
So
we
heard
it
about
data.
We
heard
it
around
funding
proposals
and
can
we
work
jointly
on
those,
so
I
think
there's
a
lot
of
opportunity
there
that
we're
going
to
continue
to
build.
C
Well,
thank
you
for
that.
I
know
that
coordination
is
the
key
we're
seeing
that
emerge
as
a
trend
with
social
services
across
the
board
at
the
city,
and
I
think
it's
it's
very
important
for
us
so
that
we
can
really
maximize
our
response
and
also
ensure,
like
I
was
asking
about
a
maximal
community
input.
So
the
last
quick
question
I
had
was
I.
I
noted
that,
in
terms
of
the
province's
vision
for
these
plans,
these
plans
are
supposed
to
be
a
living
document.
C
Notwithstanding
the
fact
that
I
know
that
we
are
in
the
middle
of
of
creating
the
plan,
I'm
I'm
just
curious
as
to
how
the
city
will
move
forward
with
this
as
being
a
living
document,
one
that
should
ideally
be
updated
by
communities
as
as
they
move
forward
in
their
in
their
work.
As
an
example,
we
know
you
know
under
legislative
mandate,
the
homelessness
plan
goes
on
for
10
years
and
has
updates
I.
I
know
that
this
is
really
early
days,
but
I
was
just
curious.
L
Adam
chair
to
the
member,
it's
actually
a
very
good
question.
It
is
it
does.
It
is
part
of
the
strategic
plan
of
counsel
and
it
will
remain
there.
So
you
will
continue
to
have
oversight
and
you
are
right.
This
has
to
be
a
living
document.
That's
got
to
continually
be
updated
and
be
reflective
of
what
the
community
wants
and
needs.
L
As
far
as
community
safety
well-being
is,
and
we
have
to
adapt
accordingly,
so
it'll
remain
there
with
the
other
pieces
that
you've
talked
about
actually
we're
looking
and
it
is
early
days,
but
in
an
end
state
we
could
see
the
housing
and
homelessness
strategy
fall
under
this.
Our
10-year
housing
plan
this
this
can
be
an
overarching
plan
that
will
take
into
account
all
those
plans
and
that's
why,
when
lisa
did
the
presentation
mentioned
that
one
of
the
key
mandates
we
have
is
to
ensure
that
we
don't
duplicate
but
other,
but
rather
leverage?
L
What's
already
being
done
so
in
the
end
state,
perhaps
and
again
early
days
and
we'll
have
to
go
back
to
council
to
to
ensure
that
the
this?
This
is
the
what
the
wish,
but
it
will.
This
will
be
the
foundational
piece
and
everything
else
will
come
in
underneath
it.
So
we've
already
started
working
with
donna
gray,
for
instance,
and
some
of
the
work
they're
doing
there
and
the
housing
is
one
of
them.
It
would
be
a
key
component
underneath
the
community
safety
well-being
plan.
L
C
A
Thank
you,
council,
king,
and
I
guess
just
one
last
word
from
me
and
that
is
of
course,
plans
need
to
be
funded.
I
agree
with
the
strategies.
I
agree
with
the
priorities
that
came
from
the
community.
I
think
those
are
all
hugely
important,
but
it
will
be
up
to
this
council
and
the
province
of
ontario,
who
mandated
the
plan
to
make
sure
that
those
areas
that
we've
identified
are
properly
funded
so
that
we
can
move
them
forward.
A
A
But
before
I
do
it
just
want
to
note
that
the
board
will
be
hearing
from
public
delegates
on
november,
9th
at
the
finance
and
audit
committee
and
we'll
be
receiving
the
the
board
will
be
considering
the
budget
for
approval
at
its
november
23rd
monthly
meeting
and
I've
been
anticipating
that
there
may
be
a
lot
of
interest
in
that
budget
meeting
on
the
23rd.
So
with
that
in
mind,
it's
my
intention
to
start
the
board
meeting
that
day
at
two
o'clock,
as
opposed
to
four
o'clock.
A
So
I
hope
everyone
will
put
that
on
your
calendar
and
we
will
make
that
change
on
our
website.
So
I
I
and
cara
counselor
mian
have
a
motion,
but
I'm
gonna
turn
the
presentation
over
to
you.
H
Thank
you
very
much,
cheryl
make
sure
I
set
an
earlier
alarm
for
that
next
meeting
then.
Thank
you.
A
lot
of
this
has
actually
been
covered,
so
I'll
try
to
move
very
quickly
through
this.
You
know
this
is
my
first
full
budget.
As
you
know,
chair,
I
arrived
in
office
last
year,
having
had
the
budget,
build
and
design
largely
completed
and
was
putting
putting
the
presentation
forward,
but
not
necessarily
my
stamp
on
the
budget
and
in
the
same
case
you
were
exiting
to
a
much
different,
more
difficult
road
on
your
own.
H
So
it
feels
like
we're
coming
back
to
the
beginning
again
for
you
and
I
and
that's
why
I'm
quite
excited
about
presenting
this
early
insight
into
the
2021
budget
build
and
where
we're
going
and
giving
some
some
indications
to
you
and
the
board
to
the
city
and
the
broader
community
as
to
the
types
of
investments
we're
planning
to
make
not
just
next
year
but
over.
The
remaining
course
of
my
tenure
here.
H
B
Sorry,
chief
wrong
presentation:
that's
that's
what
happens
when
you
don't
pay
for
good
help.
Just
give
me
a
second
sure.
No
worries
stop.
B
H
H
I
think
that
my
confidence
in
the
2020
budget
was
in
large
part,
the
board's
confidence
in
appointing
jeff
letourneau
as
our
ceo
and
where
we're
going
next
year
within
the
envelope,
but
to
expand
our
capabilities
to
meet
board
expectations.
Community
expectations
is
exactly
why
we've
got
such
a
great
ceo.
We
just
won't
put
him
in
charge
of
power
points
anymore,.
H
Thank
you
so
much,
and
if
we
can
go
to
the
next
slide,
then
we'll
get
we'll
get
caught
up
on
things.
This
slide
includes
a
lot
of
the
information
that
we
talked
about
over
the
previous
several
presentations
mine,
as
well
as
the
excellent
presentation
from
tony
de
monte
and
his
team.
We've
heard
the
calls
for
change
and
we're
looking
for
new
approaches.
H
Again
in
my
presentation,
we
talked
about
training
around
advancing
equity
diversity,
inclusion,
a
lot
of
discussion
around
de-escalation,
anti-black
and
indigenous
racism
and
then
more
broadly,
the
mental
health
training
for
not
just
frontline
officers,
call
takers,
dispatchers
and,
quite
frankly,
right
across
the
board.
H
A
lot
of
discussion
on
the
neighborhood
program
on
this
bullet
point,
I
will
say
we're
looking
to
commit
substantial
new
resources
up
to
20
officers
into
our
expanded,
suburban
neighborhood
response
teams.
It's
going
to
be
a
uniquely
designed,
suburban
response,
different
from
what
we
have
in
the
urban
areas
in
the
six
neighborhoods
year.
H
To
date,
deputy
bell
and
his
team
have
been
working
hard
with
their
academic
supports
and
community
stakeholders,
including
counselors,
to
figure
out
what
that
model
is
going
to
look
like
very
early
days
and
there's
a
lot
more
community
consultation
before
we
get
there
and
then
we'll
start
to
roll
that
out
for
a
rural
strategy,
it
will
include
five
more
crime
prevention
officers,
one
of
them
the
number
one
things
we
heard
from
councillors
and
community
was
the
important
role
that
the
individual
community
police
officers
have
played
in
that
trust,
building
role
between
police
and
community
and
that
very
tactical.
H
H
Last
but
not
least,
is
investments
into
our
own
members
and
their
member
are
member
health
and
wellness
programs
again
additional
full-time
equivalent
staff
into
that
area.
With
an
additional
five
million
dollars
in
annual
investment.
We
are
committed
to
delivering
real
value
through
the
budget.
H
We're
not
asking
for
more
money
we're
going
to
realign
our
priorities
with
our
most
scarce
resources,
we're
going
to
reinvest
in
our
partnerships,
as
we've
discussed
with
the
community
safety
and
well-being
plan,
the
approach
to
designing
a
mental
health
strategy
where
we
are
a
support
to
not
the
lead
of
such
an
effort
and
will
continue
to
provide
material
resources
to
advance
the
community
safety
and
well-being
plan
in
ottawa.
If
you
can
turn
to
the
next
slide,.
H
So
this
one's
a
relatively
content-free
graphic
but
I'll
put
some
I'll
put
some
meat
on
the
bones.
Here.
There's
been
a
lot
of
changes
and
in
the
last
decade,
in
the
last
half
decade,
even
in
the
last
year
since
I've
arrived
at
chiefless
police,
demographic
and
technological
societal
trends,
I
mean
we've
had
discussions
around
this
board
table
on
body-worn
cameras
on
the
use
of
artificial
intelligence.
Facial
recognition.
H
For
me,
one
of
the
most
disruptive
elements
has
been
on
the
health
side
of
things
that
falls
into
that
disorder
bucket.
So
we've
we've
talked
extensively
about
the
impacts
of
mental
health
and
addictions.
The
opioid
crisis
on
front
line
policing
where
our
officers
are
being
challenged.
H
Even
more
to
be
not
just
crime
fighters,
but
but
social
order,
interveners
and
a
wide
array
of
health
services
that
they
are
not
tasked
with
that
they're
tasked
with,
but
not
properly
supported,
and
how
do
we
right-size
that
demand
and
get
more
people
to
the
table
and
move
us
into
different
areas?
H
But
until
then,
we
are
literally
out
there
on
a
24,
7
365
basis
across
a
massive
piece
of
geography,
responding
for
calls
for
service
for
people
in
crisis,
administering
naloxone
kits
in
the
middle
of
the
night
to
save
at
this
point
over
70
lives
in
the
city
of
ottawa,
we've
talked
about
legislative
changes
with
changes
in
legal
trends.
In
the
last
five
years
we've
we
have
decriminalized
marijuana
and
we're
now
starting
to
have
a
discussion
around
broader
decriminalization
in
the
country.
H
We
have
seen
new
legislation
here
in
ontario,
which
is
which
is
groundbreaking
across
north
america,
around
the
community
safety
and
well-being
plan
and
we're
still
learning
about
that
legislation.
How
it
applies
locally
here.
How
do
we
actually
plan,
implement
and
evaluate
fund
and
resources
on
an
ongoing
basis?
And
while
we've
come
a
long
way,
there
is
still
a
huge
amount
of
unknowns
in
that
area
that
we
have
to
continue
to
work
on
in
terms
of
scope,
expansion
and
budget
pressures.
H
H
None
of
us
have
the
answers.
Everybody
has
an
opinion.
There
are
lots
of
examples
of
good
practice,
but
no
example
of
best
practice
anywhere
in
the
world
and
all
of
that
impacts
on
legitimacy
and
trust.
That's
the
policing
environment
we're
in
I
know,
people
inside
and
outside,
are
looking
for
simple
answers.
H
Simple
investments,
simple
decisions
to
address
all
of
these
and
many
more
problems
that
time
doesn't
permit
me
to
express
in
this
board
meeting.
But
this
is
the
reality,
and
I
wish
there
was
one
single
little
thing
we
can
do,
or
one
big
bang
decision
that
we
could
make
to
make
everybody
happy
and
that's
simply
not
the
case
next
slide.
Please.
H
So
what
are
we
trying
to
do
we're
trying
to
get
away
from
the
usual
measures
of
police
effectiveness?
Crime
is
up,
crime
is
down.
Cops
per
population
is
an
indication
of
relative
cost
of
policing,
compliments
and
complaints
against
police.
The
number
of
people
that
we
arrest
the
number
charges
that
we
lay
the
amount
of
people
that
are
in
the
jails,
all
of
which
are
good
indicators
of
the
old
model
of
a
reactive
enforcement
based
approach
to
policing
in
most
of
the
parts
of
the
western
world.
H
I
reference
some
of
those
places
places
like
police
scotland,
which,
with
the
broader
support
of
civil
society,
have
looked
at
a
broader
range
of
key
performance
indicators
like
the
social
determinants
of
health,
to
really
understand
the
underpinnings
of
crime
and
to
get
to
solutions
meaningful
and
sustainable
and
scalable
solutions
that
don't
put
people
in
jail,
but
that
put
them
in
more
healthy
and
resilient
positions
to
have
a
more
productive
life
that
don't
put
communities
under
more
surveillance
and
more
over
policing
and
underserving.
H
But
allow
police
to
be
a
partner
in
and
with
community
to
address
those
underpinnings.
And
yes,
when
there
is
an
issue
that
can't
be
addressed
in
any
other
way
other
than
a
criminal
justice
response.
They
do
that
with
an
approach
that
is
primarily
driven
around
a
restorative
mode
where
the
least
amount
of
people
go
into
the
prison
system
in
the
justice
system
through
pre
and
post-charge
diversions,
where
people
who
do
go
in
come
out
as
quickly
as
possible
under
a
rehabilitation,
reconciliation
and
restoration
approach.
H
This
screen
was
developed
a
long
time
ago,
even
before
I
arrived
here
in
ottawa,
it
was
developed
by
the
wellesley
institute,
dr
mckenzie,
one
of
the
leading
experts
in
canada,
and
I
suggest
in
the
world
around
the
social
determinants
of
health,
and
he
said
as
much
as
crime
activities
by
individuals
determines
the
policing
demand.
So
too
does
nutrition,
nutrition,
education,
housing,
employment?
H
Yes,
safety,
but
family
resources,
transportation
and
you'll
see.
Many
of
these
topics
were
actually
outlined
in
the
presentation
by
tony
de
monte.
That
talked
about
what
our
own
community
has
said,
that
they
believe
are
the
important
areas:
the
priority
areas
for
community
safety
and
well-being,
access
to
housing,
access
to
transportation,
nutrition.
That
comes
from
an
anti-poverty
approach.
So
these
are
well
established
in
the
parts
of
of
society
in
the
parts
of
the
world
that
have
already
made
more
progressive
investments
and
assessments
around
community
safety
and
well-being.
H
We
talked
about
the
escalating
calls
for
service
that
police
are
largely
asked
to
take
care
of
six
thousand
calls
per
year
for
mental
health
requests,
which
is
a
20
increase
in
the
last
five
years
alone.
We
need
to
get
ourselves
out
of
that
cycle,
and
the
police
cannot
continue
to
be
the
primary
responder
for
these
calls
and,
as
I
said
earlier,
on
we're
working
to
reduce
significantly
the
amount
of
times
that
we
go
to
these
calls
for
service.
H
Sorry
more
of
that
demand
towards
other
civil
society
entities,
whether
they
be
city
agencies
or
not-for-profit
sector
or
community
volunteers,
and
allow
the
police
to
play
a
more
legitimate
role
where
their
expertise
can
produce
better
outcomes.
But
in
an
integrated
approach
and
one
that's
going
to
take
place
over
years,
I
recall
councillor
menard,
saying
that
the
cahoots
models
started
in
18
in
1989.
H
H
So
last
but
not
least,
we've
talked
about
a
lot
of
very,
very
new
and
innovative
changes
within
the
audible
police
service
across
the
city
of
ottawa,
but
the
court
policing
still
has
to
go
on
while
we're
redesigning
the
plane
that
we're
flying
in
it
actually
has
to
keep
flying.
We
need
to
continue
on
with
our
core
mandated
and
legislative
responsibilities
in
policing,
assisting
in
prosecutions
preventing
crime,
enforcing
the
laws
supporting
victims
of
all
sorts
of
things,
public
order
and
emergency
response
supporting
the
prosecutions
of
criminal
cases
that
go
before
the
courts.
H
We
need
to
continue
to
improve
on
our
road
safety,
addressing
violent
crime
and
addressing
calls
for
service.
I
remind
people
that,
when
kovit
started
to
really
hit
the
streets
of
ottawa,
it
actually
hit
hardest
on
the
streets
of
ottawa,
transportation
and
traffic.
Related
violations
were
and
remain
our
number
one
public
safety
issues
outside
of
the
health
issues
that
are
directly
associated
to
covid
and
again,
full
credit
to
our
front
line
officers,
particularly
our
traffic
officers.
H
Who've
really
worked
hard
with
our
community
partners
to
address
the
traffic
issues
and
we
have
to
do
this
core
policing,
not
just
in
the
downtown
core,
but
across
the
urban
core,
the
suburban
core,
the
green
belt
in
the
rural
parts
of
largest
of
canada's
largest
municipality.
This
is
a
massive
strain
on
police
resources.
It's
a
massive
strain
on
community
resources.
It's
a
massive
strain
on
the
community
itself.
H
I
had
several
members
of
the
community
and
counselors
who
talked
about
the
need
for
additional
mental
health
and
addiction
supports
for
young
people
in
particular,
but
for
those
in
the
suburban
and
rural
areas.
They
talked
about
the
lack
of
access
to
those
services
which
are
mostly
clustered
in
the
downtown
area
and
makes
it
almost
impossible
for
someone
who
does
not
have
access
to
mass
transportation
and
or
a
vehicle
in
order
to
get
down
to
those
services
in
the
downtown
court.
H
So
these
are
issues
that
are
well
beyond
the
policing
aspect
that
need
a
whole
of
city
approach
to
design
and
we
still
need
to
be
able
to
deliver
our
core
policing
services,
our
mandated
core
services
across
a
city
that
actually
could
fit
toronto.
Calgary,
vancouver
and
edmonton
hugely
challenging
circumstances
for
the
ottawa
police
services.
We're
up
for
the
challenge.
B
As
the
chief
mentioned,
we
are
tabling
our
budget
on
on
november
4th
we're
going
to
touch
on
a
few
high-level
items
in
in
this
budget,
but
remember
more
details
will
be
available
on
on
november
4th
the
2021
budget
directions
were
received
from
council
and
are
as
follows
that
the
ottawa
police
services
levy
be
increased
by
three
percent
and
request.
B
The
annual
impact
of
this
proposed
tax
increase
represents
a
19
increase
to
the
average
urban
property,
which
will
bring
the
the
average
police
tax
bill
to
644
dollars
for
the
average
urban
homeowner
next
slide.
Please.
B
But
I
wanted
to
highlight
the
the
following
key
priorities
that
will
be
included
in
the
draft
budget
that
presented
on
november
4th
at
neighborhood
policing.
There
will
be
an
investment
of
20
growth
officers
to
create
suburban
neighborhood
response
teams,
expanding
on
the
investments
made
over
the
past
two
years,
five
growth
officers
to
increase
the
number
of
community
police
officers,
the
development
of
a
youth
strategy,
including
a
review
of
the
school
resource
officer
program
from
a
mental
health
perspective.
There's
been
a
lot
of
talk
on
on
this
already
this
evening.
B
I
won't
go
into
a
lot
of
detail,
but
the
draft
budget
includes
a
1.5
million
dollar
investment
for
the
co-development
of
a
mental
health
response
strategy
with
community
partners
from
a
sworn
officer
recruiting
perspective,
significant
changes
and
improvements
have
been
made
to
the
sworn
recruiting
process
over
the
past
few
years.
This
has
resulted
in
a
400
percent
increase
in
the
number
of
applicants
and
a
significant
increase
in
the
quality,
diversity,
competence
and
skill
set
of
those
applicants.
B
These
recruits
are
highly
educated,
speak
multiple
languages
and
have
employment
and
volunteer
experience
in
youth
services.
Community
housing,
mental
health
services
and
victim
services,
sworn
recruiting
in
2021
will
continue
to
build
off
these
improvements
and
the
highly
competent
and
diverse
applicant
pool
violence
against
women.
B
B
B
Additional
investments
in
de-escalation
training
specifically
focused
on
mental
health
calls,
including
an
efficacy
review
from
an
edi
perspective,
continue
to
implement
the
edi
action
plan.
Continued
investments
in
edi
leadership,
coaching
along
with
development
of
an
intercultural
development
inventory,
along
with
the
previously
announced
third
party
intake
and
investigations
being
led
by
reuben
thomas
and
into
sexual
violence
and
harassment
from
a
reorganization
and
modernization
perspective.
A
major
reorganization
was
executed
today
at
the
service
impacting
60
of
the
organization.
B
This
has
been
communicated
previously
to
the
board
and
and
to
the
service.
This
this
reorganization
was
implemented
today,
the
reorganization
has
been
under
development
for
the
last
12
months
and
will
better
enable
the
service
to
deliver
on
its
strategic
priorities
and
execute
the
changes
and
priorities
identified
in
the
draft
budget.
B
Key
highlights
include
a
greater
focus
and
alignment
on
neighborhood
policing
and
supporting
the
city's
community
safety
and
well-being
plan
to
better
address
underlying
causes
of
crime
and
social
disorder,
and
an
overhaul
to
the
intelligence-led
policing
model
to
include
the
ability
to
focus
as
much
on
reducing
social
disorder
and
improving
traffic
safety,
as
we
do
on
crime
management,
member
health
and
wellness.
The
budget
includes
four
new
ftes
reallocated
from
additional
from
from
from
the
base
budget
to
support
member
wellness,
bringing
the
annual
wellness
budget
up
to
five
million
dollars.
B
B
I
wanted
to
take
a
little
bit
of
time
to
talk
about
financial
accountability
and
over
the
years
ops
has
implemented
sound
and
prudent
financial
management
practices
which
have
resulted
in
significant
savings
between
2012
and
2020.
Ops
has
generated
over
17
million
in
annualized
operating
budget
efficiencies.
B
B
Over
the
past
few
weeks
there
have
been
reports
and
discussions
in
other
forums
that
highlighted
the
ops
budget
has
been
growing
faster
than
the
city
or
certain
city
departments
over
the
last
number
of
years.
This
slide
highlights
a
few
key
facts.
The
ops
annual
budgets
have
adhered
to
city
council
and
the
police
services
board
directions.
B
B
B
B
Now
this
slide
benchmarks
the
ops
with
its
top
12
peers
across
the
country
and
top
12
cities
across
the
country.
The
slide
shows
the
following
two
key
performance
indicators:
population
per
police,
member
and
percentage
of
municipal
budget
allocated
for
police
services
at
9.5
percent.
The
ops
budget
allocation
is
amongst
the
lowest
in
canada,
especially
when
compared
to
other
regions
containing
rural,
urban
and
suburban
geography,
peel
york,
durham
and
halton.
B
H
H
The
cao
has
coupled
another
data
point,
which
is
the
percentage
of
budget
allocated.
Those
two
points
alone
should
be
a
clear
indication
of
not
just
the
efficiency
but
we're
getting
close
to
the
deficiency
of
of
funding
and
resourcing
for
a
city
and
region.
Quite
frankly,
the
size
of
ottawa
ottawa
calls
itself
a
city,
but
it
is
truly
a
region.
It
can
fit
five
of
canada's
largest
major
cities
in
its
jurisdiction,
so
that
box
we've
drawn
around
the
regions
of
peel
waterloo,
york,
durham
and
halton.
H
Although
ottawa
calls
itself
a
city,
it's
actually
better
defined
as
a
region,
and
when
I
benchmark
our
finances
and
our
operations,
I
don't
do
it
against
toronto
or
vancouver
or
edmonton
or
montreal.
I
do
it
against
peel
waterloo,
york,
durham
and
halton,
because
we
are
truly
a
regional-sized
municipality,
not
a
city-sized
municipality.
We
have
an
urban
center,
a
suburban
ring,
a
green
belt
ring
and
a
rural
ring.
It
is
a
massive
jurisdiction
that
has
to
have
policing
on
a
24
7
365
basis.
H
So
when
you
look
at
the
police
to
population,
when
you
look
at
the
actual
percentage
of
allocated
police
resources-
and
you
look
at
the
size
of
geography
that
we
have
to
police
on
a
24-365
basis,
there
should
be
a
lot
of
confidence
in
our
ability
to
manage
within
the
envelope
deliver
services
that
do
not.
That,
in
fact,
are
more
progressive
and
more
aligned
to
legislation
and
community
expectations
and
not
going
back
to
the
well
seeking
more
and
more
and
more
money.
B
Now
this
brings
me
to
the
last
slide,
which
is
the
budget
timetable
november.
4Th
ops
will
table
the
draft
2021
operating
on
capital
budgets
with
the
board
and
city
council
november
9th
the
ops
board,
finance
and
audit
committee
will
meet
and
hear
public
delegations
on
the
2021
draft
budget
november.
23Rd
ops
board
is
this:
is
an
ops
board,
regular
meeting
for
consideration
and
approval
of
the
2021
budget
and
finally
december
6th
city
council
review
and
adoption
of
the
2021
budget?
B
Now
that
brings
me
to
the
end
of
the
presentation
reminder.
We
do
have
a
tabling
on
november
4th
where
there
will
be
significantly
more
detail,
presented
and
provided
to
the
board,
but
I'll
pause
there
and
would
be
happy
to
take
any
questions
at
this
time.
A
F
Thank
you
very
much,
sir,
and
thank
you.
That
was
a
really
great
presentation
and
I
must
say,
on
a
high
level:
that's
exactly
where
we
as
a
board
have
wanted
to
be
going,
and
so
I'm
delighted
to
see
this.
This
is
the
right
direction
and
I
believe
this
is.
This
is
responsive
to
all
of
the
issues
that
have
been
raised,
not
just
in
the
last
year,
but
over
several
years,
and
one
of
the
reasons
why
we
looked
at
moving
in
the
direction
that
we
as
a
board
chose
to
go.
F
I
had
two
small
comments
that
I
hope
you'll
take
into
account,
because
I
know
we're
going
to
be
going
into
this
in
depth
at
our
budget
meeting,
but
one
is
just
with
respect
to
the
training.
F
I
think
it's
really
critical
and
it's
wonderful
to
see
the
increased
focus
on
on
training
and
but
one
of
the
things
that
I
think
I
would
like
to
see
when
you
make
the
next
presentation
when
you
come
to
us,
is
an
explanation
or
description
of
of
who
actually
provides
the
training
as
an
example
of
de-escalation
training.
I
think
it
would
be
it's
important
if
we
want
to
get
the
right
outcomes,
for
instance,
are
the?
Are
the
people
providing
the
training?
F
F
The
other
issue
and
I've
raised
this
before,
and
I
I
know
that
that
we
love
to
and
this
and
this
keeps
getting
thrown
at
us,
this
population
for
police
member,
also
known
as
the
cop
per
pop,
and
I
really
find
that
not
helpful
to
to
get
that,
because
I
remember,
I
think
it
was
attributed
to
mark
twain
as
three
kinds
of
lies
with
respect
to
statistics,
and
I
think
that
we
can
cherry-pick
all
sorts
of
statistics
to
prove
a
point,
and
I
could
do
that
by
saying.
F
Ottawa
has
the
lowest
copper
pop,
but
ottawa
also
has
one
of
the
lowest
crime
severity
indexes
in
canada.
Edmonton,
on
the
other
hand,
has
one
of
the
highest
cop
per
pups,
but
it
also
has
one
of
the
highest
prime
severity
indexes.
F
So
if
I
wanted
to
twist
and
abuse
statistics,
I
could
simply
say
it
would
seem
based
on
picking
that
statistic
out,
that
fewer
police
means
less
severe
crime
and,
of
course,
I'm
not
suggesting
that,
but
I
think
that's
the
problem
with
using
statistics
like
that
is
that
when
we
just
pick
a
couple
of
them
out,
there's
a
very
complex-
and
I
think
chief,
you've
made
this
point
repeatedly.
F
This
is
a
complex
issue,
a
complex
problem
and
and
simple
statistics
like
that
and
pulling
them
out
sometimes
gets
picked
up
by
the
press
and
others
as
oh
gee.
We
don't
have
enough
police.
Therefore,
we
must
immediately
hire
more
police
and
I
think,
from
a
board
perspective,
that's
not
the
discussion
and
not
where
we
need
to
be
going.
What
we
need
the
discussion
we
need
to
be.
Having
is
what
does
the
community
need?
What
do
we
need
to
provide
in
terms
of
providing
community
safety
and
well-being?
H
Yeah
chair
vice
chair.
Thank
you.
Two
important
points
on
your
first
point
in
regards
to
training
the
bullet
point
that
was
on
slide,
six
referred
to
an
efficacy
review.
What
we
meant
there
was
that
we
were
going
to
review
the
effectiveness
of
the
overall
approach
to
training
from
development
to
implementation
and
evaluation.
H
H
That
doesn't
give
the
true
picture
of
the
demands
on
a
police
service.
It
doesn't
give
the
true
picture
of
the
relative
effectiveness
and
cost-effectiveness
of
the
police
service
and
truly
won't
give
a
true
measure
of
success
of
a
community
safety
and
well-being
plan
once
it
gets
fully
designed
and
implemented.
So
totally
agree
with
all
of
your
points.
A
F
A
Seeing
no
other
questions
from
board
members,
I'm
going
to
introduce
the
my
motion,
second
by
counselor
mian,
and
then
just
speak
to
it
briefly,
and
this
is
a
new
budget
direction,
whereas
volunteers
play
an
important
and
vital
role
in
the
delivery
of
community
services
throughout
the
city
of
ottawa
and
whereas
we
have
heard
concerns
of
the
cost
of
background
checks
from
community
agencies
who
describe
it
as
a
barrier
to
new
volunteers
and
whereas
the
current
pandemic
has
created
financial
strains
in
the
community,
it
resolved
that
the
ottawa
police
service
waived
current
fees
for
all
volunteer
background
check,
applications
for
the
duration
of
the
covid19
pandemic
and
be
it
for
the
result
that
these
fees
be
reinstated.
A
Once
the
city
of
ottawa
enters
into
phase
three
of
ontario's
action
plan
to
reopening
the
reason
I
brought
this
forward.
Is
I've
heard
from
many
residents
in
the
community
that
they've
always
had
a
problem
with
background
checks,
and
we
have
certainly
dealt
with
this
in
the
past
and
the
cost
to
the
organizations.
A
E
Thank
you,
chair
deans.
I
have
a.
I
have
a
question
yeah,
it's
a
it's,
a
wonderful
thing
and
very
timely
motion
and
in
fact
there
was
a
lot
of
debate
when
you
were
on
leave
of
medical
leave
of
absence,
and
this
was
discussed
at
length
and
there
were
a
few
issues
maybe
jeff
can
can
highlight
on
this.
There
was
some
budget
constraint,
but
anyway,
given
the
pandemic
thing,
I
will
fully
support
it.
E
But
with
this
there
is
another
issue
which
I
have
brought
on
and
it
was
reported
in
ottawa
citizen
only
two
weeks
ago,
where
the
reconstruction
reconstruction
was
done
as
a
part
of
the
investigation
and
about
2
600.
Some
dollars
were
being
asked
for
the
providing
of
the
photocopy
do
that
to
the
to
the
victim's
family,
and
when
I
raised
this
question
whether
the
discretion
can
be
used
or
not,
it
was
so.
It
was
told
that
it
is
solely
within
the
board's
perspective.
E
So
my
request
is
for
my
suggestion,
as
an
alternative
is
that
during
this
pandemic,
not
only
this
volunteer
background
fees,
but
if
any
fees
like
this
reconstruction
report
or
something
is
done,
that
should
be
also
considered
to
be
waived
or
if
it
cannot
be
waived
as
a
general
rule,
maybe
on
a
discretionary
on
a
case-to-case
basis
should
be
considered.
A
E
So
do
I
have
to
bring
another
motion
or
how
it
would
be
considered,
because
the
ops
will
be
asking
for
those
for
the
board
direction.
For
that.
A
Yeah,
I
just
I
don't
know
the
details
of
it.
I
think
that
was
a
collision
reconstruction
report.
Wasn't
it
I
I
I
don't.
I
don't
know
if
that
is
doable
or
not.
So
maybe
you
could
just
give
a
direction
to
mr
letourneau
to
take
a
look
at
that
and
report
back
when
he
brings
the
budget,
got
it.
Okay,
thank
you.
Okay,
member
sereda,.
I
G
B
G
Have
a
question
maybe
jeff
can
answer.
This
is
how
much,
how
much
does
the
ops.
B
Checks
from
background
checks
in
total,
we
receive
four
points:
the
budgeting
the
budget
is
4.4
million
dollars
in
revenue
annually
solely
from
background
checks.
Yes,
now.
B
It
yes,
it
can.
I
don't
have
that
information
with
me.
That's
something
that
we
can
we
can
get
into
in
the
tabling.
What
I
would
say
is
the
majority
of
that
is
related
to
employment.
A
Okay,
thank
you,
members
sueta.
Anyone
else
on
this
motion
so
carried
on
that
motion,
okay
and
we'll
expect-
will
accept
the
direction
that
member
norman
is
giving
for
mr
letourneau
to
take
a
look
at
the
issue
that
he
raised
and
then
can
we
carry
the
overall
budget
directions
which
are
the
three
percent
and
the
1.5
growth
carriage.
A
Thank
you.
Okay.
Moving
on
then,
to
item
number
eight
was
the
next
held
item.
The
complaints
report
part
five
police
services
act
and
I
think
it
was
members.
F
Yes
and
it
just,
I
noticed
in
the
report
that
it
mentioned
there
had
been
a
substantial
increase
in
the
complaints
over
a
30
percent
increase
in
the
complaints
and
the
I
wasn't
unsure.
If
I
understood
the
the
reason
that
was
given
for
this
quite
notable
increase,
it
seemed
that
there
was
it
was
related
to
the
red
light
cameras
and
public
conduct
and
with
respect
to
red
light
cameras.
I
wondered:
is
this
because
it's
such
a
sudden
increase?
F
Is
this
people
having
tr
having
dispute
about
the
fact
that
they
went
through
or
they're
upset,
with
the
fact
that
they
went
through
a
red
light
and
got
a
ticket,
or
is
it
that
they're
saying
that
the
cameras
suddenly
have
stopped
working
and
they're
getting
tickets
for
lights?
They
didn't
go
through
and
the
other
one
you
mentioned,
that
public
conduct
and
it
there's
a
there's,
a
comment
about
improve
or
correct
officer
driving
skills.
F
H
Vice
chair
smallwood,
let's
see
if
inspector
huo
tool
is,
is
on
to
provide
a
deeper
dive
into
those
two.
H
Areas
good
evening
chief,
I
I
am
on
the
call.
This
is
my
first
day
as
the
new
inspector
in
pss
rob
drummond
is
on
this
call
with
me.
Perhaps
rob
might
be
able
to
assist
me
with
this.
F
Chief
and
member
smallwood
so.
F
I
yeah
I
can.
I
can
read
you
what
it
says
it.
It
says:
discussion,
new
complaints,
complaints
about
policy
and
service
conductor
received
from
members
of
the
public,
so
the
office,
the
independent
op,
o
iprd
emails
will
be
internal
initiated
internally
by
chief's
complaints
by
the
end
of
the
third
quarter
of
2020,
a
total
of
143
complaints,
chiefs
and
publics
were
received,
representing
an
increase
of
32
percent
when
compared
to
the
same
time
period
in
2019
108.
F
C
Explanation
on
page
three
that
it
breaks
down.
Why
so
many
of
the
plate?
Complaints
are
actually
screened
out
by
orpd.
F
Well,
I
saw
that
I
see
that
the
the
number
of
complaints
that
have
been
screened
out,
what
I'm
wondering
is
why
I
mean
those
got
screened
out.
Why
did
they
like
what
drove
them
to
come
in
in
the
first
place?
Like
that's
what
I
don't
understand,
why
would
there
be
a
sudden,
year-over-year,
dramatic
increase
in
the
number
of
complaints.
C
C
C
C
It's
an
ongoing
issue.
We
receive
a
lot
of
complaints
that
involve
what
I
would
categorize
as
people
with
mental
health
issues
who
will
complain
to
the
police,
the
mayor's
office,
all
kinds
of
other
government
entities
all
at
the
same
time.
C
We
see
that
as
a
regular,
regular
thing
in
our
world
where
that
comes
in
normally
like
that,
I
I
can't
say
why
we
seem
to
have
an
increase
like
that,
but
we
seem
to
have
a
lot
of
these
complaints
that
are
not
deemed
that
the
orpd
deems
to
screen
them
out
and
we've
seen
a
steady
increase
in
the
last
year
or
two
on
that
front.
F
Okay
and
not
just
steady,
but
actually
a
dramatic
increase.
Also
you
you
do
mention
specifically
you're
looking
identifying
directing
officers
for
training
and
enough
in
an
effort
to
improve
and
or
correct
officer
driving
skills.
C
C
Yeah
we
do
have
the
red
light.
Camera
tickets
for
internally
for
members
has
increased
some
and
we
are
continuing
like
when
we
deal
with
those.
We
send
the
officers
for
training
those
who
have
their
repeat
for
offenders.
C
Yes,
we
do,
we
do
have
a.
We
do,
send
our
officers
if
there's
an
issue
like
if
it's
the
first
time,
offense,
whether
there's
a
counseling
process.
If
it's
a
second
time
offense,
we
go
through
some,
our
second
or
third,
we
have
a
driver,
training
period,
terrific.
F
C
You
know
we're
not
alone
with
this
trend,
where
other
services
are
also
seeing
the
number
of
complaints
increasing
but
they're
getting
screened
out.
It's
not
just
an
ottawa
phenomena.
A
Okay
report
number
nine.
I
think
also
that
was
you
member
smallwood.
F
Yes,
I
do
apologize
for
dragging
these
things
out.
I
I
that
wasn't
the
response
I
hoped
to
get
in
the
in
the
inquiry
I
had
put
in.
F
I
was
hoping
that
I
would
hear
that
the
the
idea
of
of
police
cruisers
blocking
sidewalks
or
bicycle
lanes
was
something
that
was
completely
frowned
upon,
but
I
see
in
the
response
that
it
mentions
that
it
it's
an
acceptable
reason
for
blocking
either
a
bike
lane
or
a
sidewalk
would
be
a
call
for
service,
and
of
course,
I
think
we
know
there
are.
There
are
massive
numbers
of
calls
for
service.
F
I
I
think
that
that
the
the
idea
of
blocking
a
sidewalk
and
or
a
bike
lane
should
be
absolutely
a
last
resort
once
that,
when
that
happens,
and
I've
certainly
seen
examples
where
the
somebody
in
a
wheelchair
or
a
walker
is
forced
out
into
the
roadway
into
ongoing
traffic
in
order
to
get
around
a
vehicle,
that's
blocking
a
sidewalk.
F
It
seems
to
me
that
there
usually
is
the
opportunity
that,
instead
of
blocking
either
the
bike
lane
or
the
sidewalk,
a
police
vehicle
could
block
a
lane
of
traffic.
If,
if
operational
requirements
are
such
that
something
has
to
be
blocked,
I
would
hope
that
it
would
be
the
roadway
that
would
be
blocked,
not
the
bike
lane
or
the
or
the
sidewalk.
F
But
I
think
the
police
should
be
setting
an
example,
and
I
think
particularly
when
I
know
that
we're
often
looking
at
ways
of
generating
public
good
will-
and
I
I
note
in
in
your
response-
you
specifically
mentioned
that
that
it
is
well
known
and
understood
that
that
this
practice
of
a
police
cruiser
blocking
the
sidewalk
or
bike
lane
is,
is
something
that
generates
negative
public
reactions.
F
So
it
would
seem
to
me
that
this
is
an
opportunity
for
it's
kind
of
low-hanging
fruit.
In
terms
of
of
something
that
we
can
can
do,
and
I
would
hope
that
we
would
be
able-
and
I
guess
my
question
is-
is
there
any
reason
why
we
can't
have
a
policy
something
along
the
lines
of
police
vehicles
shall
not
be
parked
so
as
to
block
pedestrian
or
cyclist
infrastructure,
which
forces
vulnerable
users
out
into
harm
potentially
harmful
situations.
F
We
should
always
be
ensuring
safe
passage
for
vulnerable
uses
is
provided
at
all
times.
Is
there
some
reason
why
we
can't
do
that
and,
of
course,
I
think
everybody
understands
that
if
there's
an
exceptional
circumstance,
then
all
bets
are
off,
but
in
a
normal
course
of
duty.
I
hope
it
would
only
be
in
an
exceptional
circumstance
that
this
would
happen.
H
Vice
chair,
thank
you
a
lot
a
lot
to
unpack
there.
Let
me
just
first
of
all
explicitly
and
even
more
emphatically
state.
It
is
not
acceptable
for
us
to
block
or
illegally
park
unless
there
are
exceptional
circumstances.
H
H
There
is
there
there's
parking
on
sidewalks
parking
in
bike
lanes
parking
in
lanes
of
traffic.
I'm
not
an
expert
enough
on
traffic
management
and
traffic
safety
to
say
how
we
should
prioritize
the
the
best
of
those
bad
options.
So
I'd
like
to
some
indulgence
to
take
that
away
and
come
back
to
the
board
with
a
a
better
framework
around
how
we
can
express
that
and,
and
do
that
and
then
actually
carry
that
out
more
consistently.
H
A
A
Okay,
then,
turning
to
item
number
15,
which
is
the
motion
on
reconciliation.
It's
moved
by
myself
and
seconded
by
member
johnson
I'll.
Just
read
it
out,
whereas
in
june
of
2015,
the
truth
and
reconciliation
commission
released
its
findings
and
94
calls
to
action
to
advance
the
reconciliation
process
in
canada
and
whereas
the
calls
to
action
were
directed
at
all
levels
of
government,
the
private
sector
and
all
canadians,
and
whereas,
in
june
of
2019,
the
final
report
from
the
missing
and
murdered
indigenous
women
and
girls.
A
National
inquiry
voice
released
and
built
on
the
findings
of
the
truth
and
reconciliation.
Commission
and
whereas
the
ottawa
police
services
board
and
the
ottawa
police
service
have
a
responsibility
to
build
strong
relationships
with
our
community
and
integrate
best
practices
into
our
everyday
work.
And
whereas
the
ottawa
police
services
board
and
the
ottawa
police
service
recognize
that
there
is
a
need
for
reconciliation
with
the
ops
and
between
the
ops
and
the
broader
community.
A
And
whereas
the
ottawa
police
service,
through
the
edi
action
plan,
has
done
a
considerable
amount
of
work
and
continues
to
acknowledge
and
address
racism.
In
its
many
forms,
including
anti-indigenous
racism,
the
ottawa
police
service,
a
member
of
the
city
of
ottawa
aboriginal
working
committee,
has
ongoing
commitments
to
the
city
reconciliation
action
plan
that
contains
14
actions
that
speak
directly
to
the
truth
and
reconciliation
calls
to
action.
A
Now,
let's
start
by
thanking
chief
slowly
for
his
cooperation
of
this
motion
and
mark
miracle
and
the
ottawa
aboriginal
coalition
for
their
help
and
support
in
the
drafting
of
this
motion,
the
calls
for
action
that
came
out
of
the
truth
and
reconciliation
commission
are
integral
to
our
society
moving
forward
in
a
healthy
and
positive
way.
We
recognize
that
all
citizens
in
canada
have
a
role
to
play,
but
we
are
especially
cognizant
of
the
role
that
we
can
play
as
an
ottawa
police
services
board
and
the
ottawa
police
service.
A
The
motion
carried?
Thank
you
and
then
the
next
motion
just
going
to
get
the
executive
director
to
put
it
up
on
this
screen.
A
A
This
board
has
a
responsibility
to
our
members
and
we
must
make
sure
that
the
chief
has
current
policies
from
which
to
work,
and
we
I
very
much
recognize
that
we
can't
direct
the
service.
But
it
is
our
duty
and
responsibility
as
board
members
to
create
a
policy
framework
and
we
have
a
responsibility
to
the
public
and
need
to
ensure
that
they
have
confidence
and
trust
in
the
police
service.
A
With
respect
to
the
board's
general
expectations
around
de-escalation
use
of
force
and
non-force
options
and
or
other
tactical
deployment
strategies
in
relation
to
ensuring
community
safety.
Therefore,
be
it
resolved
that
the
board
directs.
The
policy
and
governance
committee
to
review,
update
and
potentially
create
board
policies
applicable
to
de-escalation
use
of
force
and
non-force
options
and
or
other
tactical
deployment
strategies,
including,
but
not
limited
to
dynamic
entries.
A
So
this
is
really
asking
the
png
committee
to
take
a
look
at
this
whole
issue
and
to
make
sure
that
to
look
at
our
current
policies
and
make
sure
that
they
believe
they're
fulsome
enough
to
address
the
concerns
that
we
have
heard
expressed
by
the
community
and,
if
they're
not
to
bring
back
a
range
of
suggested
policy,
amendments
or
new
options
for
policies
that
can
be
considered
at
a
future,
meaning
by
the
full
board.
A
Is
there
any?
Oh
there's
two
hands
raised
member
suede.
B
Yes,
thank
you
chair
is
this
a
is
this
a
new
motion
that
that
just
came
in
today.
A
This
is
a
motion
that
it's
a
it's
processed
motion,
so
it's
we're
not
going
to
be
discussing
the
content
of
it.
We're
asking
the
policy
committee
to
do
a
review
of
it.
It
comes
out
of
work
that
member
smallwood
and
I
were
doing
with
the
chief
this
week
and
we
realized
that
perhaps
it's
time
that
we
asked
the
policy
committee
to
look
at
our
our
policies.
A
You're
welcome
and
member
nerman.
E
Thank
you
chair,
a
very
useful
and
very
useful
motion
and,
in
fact,
very
timely.
I
remember
vice
chair
smallwood
and
myself
have
raised
few
issues
concerning
this
tactical
entries
in
the
in
the
past.
E
Now
this
motion
once
it
and
I'm
just
trying
to
under
that
understand
the
dynamics
we
will
be
as
a
policy
and
governance
committee.
We
will
be
working
on
various
parameters
and
this
motion
has
the
policy
from
the
policing
side
and
the
community
side,
which
has
to
be
elaborated
now.
Will
there
be
an
option
for
the
public
consultation,
even
though,
even
though
the
motion
says
that
we
have
taken
the
feedback
but
quite
possible,
I
don't
know
how
current
they
are
and
how
useful
they
are.
A
Thanks
for
the
clarification,
you're
welcome.
Okay,
anyone
else
is
that
item
carried.
A
Okay,
so
we
need
a
motion,
maybe
member
smallwood,
a
motion
that
the
ottawa
police
services
board
adjourned
the
public
pressure
needing
to
move
in
camera
to
discuss
confidential
items
pertaining
to
legal
labor
relations
and
personnel
matters
in
accordance
with
section
35
4b
of
the
police
services
act.