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From YouTube: Audit Committee — 2023/09/22
Description
Audit Committee
Meeting #: 3
Date: Friday, September 22, 2023
Time: 9:30 am
Location: Champlain Room, 110 Laurier Avenue West, and by electronic participation
https://pub-ottawa.escribemeetings.com/Meeting.aspx?Id=86e3ca52-6e65-40cf-9aec-331e4118373b&Agenda=Agenda&lang=English
A
A
Or,
and
and
or
we
will
look
to
the
auditor
general
and
see
what
she
thinks,
the
item
is
to
be
received
and
we
would
recommend
that
Council
consider
and
approve
it.
The
second
item
will
be
the
audit
of
prevention
of
workplace
violence
and
harassment.
Our
auditor,
general
Natalie,
will
has
a
10
to
15
minute
presentation.
Following
the
presentation,
the
auditor
general
will
take
questions
from
committee
members
and
then
any
other
members
of
council
that
are
present
following
that
you
will
be
able
to
ask
staff
questions
as
well.
A
For
our
staff,
who
are
participating
via
Zoom,
if
you
are
answering
a
question,
if
you
can
please
turn
your
cameras
on,
will
then
vote
on
receiving
the
item
and
sending
recommendations
forward
to
council.
Our
third
item
is
a
walk-on
item.
It
didn't
make
the
original
agenda
it's
an
investigation
of
the
manatech
business,
Improvement
area
expenses
and
the
role
of
the
city
of
Ottawa.
We
will
require
a
motion
to
add
this
to
the
agenda.
News
Journal.
A
There
are
actually
two
reports
here,
one
on
the
city's
role
which
we
can
discuss
and
a
second
on
the
investigation
itself.
The
second
report
is
for
information
purposes
only
and
we
will
and
will
be
discussed
and
presented
to
the
manateek
Bia
board.
Our
auditor
general
will
provide
a
10-minute
presentation
following
the
presentation.
The
auditor
general
will
take
questions
from
committee
members
and
then
any
other
members
of
council
that
are
present
only
in
regards
to
the
city's
role.
A
A
And
finally,
our
fourth
item
will
be
an
in-camera
update.
It's
a
preliminary
report
on
cyber
security.
We've
invited
all
members
of
council
to
participate
and
I.
Welcome
those
who
have
joined
us
and
you
should
have
been
sent
a
separate
teams
link
for
that
meeting.
When
we
get
to
it,
we
will
require
a
motion
to
move
in
camera.
When
we
get
there,
the
office
of
the
auditor
general
will
have
a
10-minute
presentation,
libero
de
la
verification,
in
presentation
this
minute.
A
Following
the
presentation
committee
members
can
ask
questions
to
the
office
of
the
auditor
general.
If
there
are
any
other.
If
there
are
other
members
of
council
present,
you
may
ask
questions
of
the
auditor
general
following
committee
members.
We
will
then
take
questions
for
staff.
Please
note,
as
that
is
an
in-camer
session.
No
meeting
details
will
be
reported
out.
This
is
for
your
information.
Only
all
right,
let's
get
started.
A
C
A
Thank
you
very
much
Declarations
of
Interest.
Are
there
any
Declarations
of
Interest
seeing
none?
Our
next
item
is
the
confirmation
of
the
of
the
minutes
audit
committee
minutes
of
Auto
committee
minutes
two
of
from
June
the
9th
2023
audit
committee
confidential
minutes
to
from
June
the
9th
2023
audit
committee
and
Transit
Commission
minutes,
one
from
June,
9th
2023
and
audit
committee
Transit
Commission
confidential
minutes,
June,
the
9th
2023.
the
minutes
noted
on
the
agenda.
Are
these
minutes
confirmed.
E
Thank
you
very
much
for
this
item
is
a
little
bit
administrative.
In
future
we
have
an
audit
Charter
that
that
governs
how
we
do
our
work
here
at
the
office
of
the
auditor
general
and
as
part
of
the
most
recent
governance
review,
there
were
changes
to
the
audit
committee
terms
of
reference,
as
well
as
the
auditor
general
bylaw,
so
those
changes
have
just
been
updated
and
reflected
into
our
audit
Charter.
So
it's
just
to
align
our
Auto
Charter
with
those
two
documents.
A
E
E
Our
report
highlights
the
need
for
greater
prevention
of
violence
and
harassment
in
the
workplace.
To
achieve
this
and
to
implement
several
recommendations
made
by
my
office,
the
city
will
require
additional
resources
to
minimize
risks
and
costs
today,
as
well
as
in
the
future.
Furthermore,
leadership
at
all
levels
must
clearly
demonstrate
its
commitment
to
these
very
important
matters.
This
is
essential
to
gaining
employees,
trust
both
in
management
and
in
the
process.
E
E
E
G
Good
morning
per
legislation,
all
employers
have
an
obligation
to
ensure
that
the
health
and
safety
of
employees
is
protected,
while
they're
working
specifically
the
Canada
labor
code
and
the
Ontario
occupational
health
and
safety
act
set
out
the
rights
and
duties
for
occupational
health
and
safety
of
all
parties
in
the
workplace.
The
city
has
a
unique
context
of
being
both
subject
to
both
provincial
and
federal
legislative
requirements.
G
The
city
has
a
workplace,
violence
and
harassment
policy
and
related
procedures
which
outline
the
city's
commitment
to
a
safe,
healthy
and
respectful
workplace,
and
to
ensure
that
all
incidents
of
workplace,
violence
or
workplace
harassment
are
addressed
appropriately.
The
current
workplace,
violence
and
harassment
policy
are
has
encompassed
the
requirements
of
both
the
federal
and
provincial
legislation
and
applies
to
all
employees
within
the
city
next
slide.
Please.
G
The
audit
examined
the
following
elements:
compliance
governance,
training
and
awareness
capacity,
monitoring
and
Reporting
related
to
workplace
violence
and
harassment
of
the
city.
As
part
of
the
audit,
we
developed
and
administered
an
employee
survey
using
an
independent
third
party
to
obtain
feedback
from
staff
and
management.
22
percent
of
the
city
employees
participated
in
this
survey.
I
will
now
pass
over
the
presentation
to
Ria
to
walk
through
the
findings.
Next
slide,
please.
H
H
We
also
found,
through
a
sample
of
files,
reviewed
that
workplace,
violence
and
harassment.
Complaints
are
generally
addressed
in
accordance
with
the
city's
policy
and
procedures.
Notwithstanding,
we
identified
areas
for
improvement
for
the
city
to
focus
on,
as
it
continues
to
evolve
the
program
and
deal
with
an
increasing
volume
and
complexity
of
complaints.
H
The
first
set
of
findings
are
related
to
governance
and
strategy.
Our
audit
found
that
there's
currently
no
holistic
strategy
or
plan
in
place
for
the
workplace,
violence
and
harassment
program
further.
It
was
indicated
that
there's
been
limited
focus
on
this
file
from
leadership
as
a
collective
body
to
date,
currently
workplace
violence
and
harassment
is
discussed
once
annually
by
senior
leadership.
H
Not
focusing
on
prevention
can
result
in
the
city
constantly
being
in
a
reactionary
State
and
create
can
create
several
risks,
such
as
non-compliance
with
legislation,
reputational
risks,
direct
and
indirect
Financial
costs.
These
can
all
impact
the
overall
culture
of
an
organization
next
slide.
Please
the
next
set
of
findings
are
related
to
the
topic
of
capacity.
H
The
workplace,
violence
and
harassment
program
is
centralized
within
the
workplace,
safety
and
Compliance
Unit.
This
group
is
responsible
for
administering
the
policy
managing
complaints
and
supporting
departments
with
ad
hoc
prevention
activities.
At
the
time
of
the
audit
of
the
seven
employees.
In
this
unit,
only
two
were
assigned
to
exclusively
support
this
file
with
the
program
manager.
These
two
members
are
responsible
for
administering
and
overseeing
the
workplace,
violence
and
harassment
program
for
over
17
000
employees.
H
The
increasing
volume
of
complaints,
along
with
managing
the
program
administratively
and
supporting
departments,
has
put
significant
pressure
on
this
unit.
It
was
indicated
that
there's
no
capacity
for
strategic
planning
or
for
proactively
addressing
prevention.
Their
work
is
largely
reactive,
opportunistic
and
focused
on
crises.
H
H
H
The
use
of
volunteers
to
conduct
investigations
can
also
have
quality
and
consistency
impacts.
While
internal
investigators
are
provided
Baseline
training,
it
is
acknowledged
that
this
is
not
their
full-time
job.
This
means
that
they
may
not
perform
these
investigations
on
a
regular
basis
to
become
skilled
at
conducting
them,
and
many
do
not
have
previous
experience
or
backgrounds
relative
to
workplace,
violence
and
harassment.
H
The
current
model
for
investigations
at
the
city
is
generally
centralized,
that
is,
complaints
are
received
by
the
workplace,
safety
and
Compliance
Unit
and
triaged.
The
Ottawa
paramedic
service
is
the
onus
only
service
area
who
has
its
own
full-time
investigators,
the
Professional
Standards
unit,
a
separate
group
from
operations
was
responsible
for
conducting
workplace
violence
and
harassment.
Investigations
prior
to
the
release
of
the
updated
workplace,
violence
and
harassment
policy
in
2021.,
there
are
benefits
and
risks
with
allowing
departments
to
maintain
their
own
investigators
and
decentralizing
specific
responsibilities.
H
H
The
last
set
of
findings
are
related
to
training
and
awareness,
workplace,
violence
and
harassment
is
a
complex
topic
and
requires
sufficient
training
and
awareness
across
all
levels
of
the
organization
to
ensure
it
is
understood
and
front
of
mind.
Supervisors
and
managers
play
a
significant
role
within
the
program
and
are
required
to
fulfill
several
responsibilities
per
the
workplace.
Violence
and
harassment
policy
when
well
equipped
middle
managers
and
first-line
supervisors
can
be
an
organization's
most
valuable
resource
in
preventing
and
addressing
workplace
violence
and
harassment.
H
Early
on,
despite
their
role,
we
noted
that
there's
no
dedicated
training
for
managers
and
supervisors
related
to
workplace
violence
and
harassment
without
sufficient
training
on
this
topic.
Supervisors
and
managers
may
not
be
equipped
to
fulfill
their
responsibilities
effectively
or
in
a
timely
manner,
which
could
result
in
a
negative
workplace
culture
and
a
lack
of
Confidence
from
staff.
H
All
employees
are
required
to
complete
the
city's
mandatory
virtual
training
course.
This
training
is
a
one-time
awareness
exercise
that
does
not
fully
support
an
employee's
understanding
of
what
workplace
violence
for
harassment
can
look
like
and
how
it
can
manifest
within
their
operational
environments.
H
H
One-Time
awareness,
training
on
a
complex
subject
like
this
is
not
sufficient
to
support
employee
understanding
or
ensure
that
it
keep
continues
to
be
top
of
Mind
further.
If
people
do
not
understand
what
harassment
is
within
their
operational
context,
there
is
the
potential
that
occurrences
either
go
unreported
or
result
in
inappropriate
complaints
made.
H
A
Thank
you
very
much,
the
entire
office,
the
auto
General,
it's
a
very
important
audit.
Maybe
we
consider
every
audit
important,
but
this
is
very
important.
Audit
and
I
would
note
committee
members
that
I
believe
every
single
member
of
the
senior
leadership
team
is
here
in
the
audience
right
now.
Listening
to
this,
so
I
would.
Thank
you
all
very
much
for
coming
here.
You
clearly
recognize
how
important
this
audit
is
so
I'm
going
to
go
to
the
city
manager
for
a
comment
first
and
then
we'll
take
questions.
C
Thank
you
very
much
chair
and
thank
you
for
the
opportunity
to
speak
this
morning.
I
really
appreciate
it.
This
topic
is
extremely
important
to
myself
to
the
senior
leadership
team
as
well
as
the
entire
organization,
and
we
appreciate
the
work
that
the
auditor
general
and
her
team
have
done
on
this.
I
want
to
start
this
morning
by
reiterating
here
at
the
city
that
our
people
are
our
priority.
C
City
staff
are
at
the
heart
of
our
organization,
there's
no
question
they're
working
hard
every
day
to
deliver
Services
24
7
to
our
residents
and
everyone
else
in
our
community
and
as
my
role
as
city
manager,
a
critical
aspect
of
my
job
is
to
ensure
the
health
and
safety
and
well-being
of
all
employees.
That's
at
the
heart
of
the
organization
and
given
the
results
of
this
audit
with
some
staff
members
coming
forward
and
indicating
that
they
do
not
feel
or
haven't
always
felt
safe
at
work
is,
quite
frankly,
unacceptable.
C
C
Based
on
the
audit
and
the
work
that
the
auditor,
general
and
and
her
staff
have
done,
is
that
Staff
feel
comfortable
enough
to
come
forward
and
telling
us
that
they
aren't
feeling
safe
at
work?
That's
really
important,
and
that's
really
good
messaging
for
us.
I
think
this
is
very
good
evidence
in
terms
of
our
workplace,
violence
and
harassment.
C
C
The
senior
leadership
team
is
taking
this
very
seriously
and
we
look
forward
to
implementing
all
of
the
recommendations
and
strengthening
our
program
here
at
the
city,
we're
committed
to
reinforcing
a
culture
of
accountability
and
Trust,
while
ensuring
physical,
emotional
and
psychological
safety
for
our
people,
so
that
everybody
feels
that
they
can
bring
their
whole
selves
to
work.
Thank
you
very
much
chair
and
thank
you
committee
for
indulging
me
this
morning.
I
Thank
you
chair
and
thank
you
to
the
auditor
general
and
thank
you
to
the
city
manager
for
that
statement.
I
appreciate
it
very
much
and
yes,
I
did
notice.
The
general
managers
are
present
and
I
think
that's
an
excellent
sign
that
we're
they're
serious
we're
taking
this
seriously
as
the
the
former
liaison
on
women
and
gender
equity
in
the
last
session.
I
It
was
a
big
role
and
it
was
something
that
was
obviously
front
and
center.
Frankly,
it's
very
difficult
to
talk
about,
but
I'm
glad
it's
over
and
I
think
a
lot
of
this
may
have
come
out
of
that
and,
frankly,
that's
not
the
way
it
should
be.
It
should
have
been
in
place
before
and
and
I
think,
that's
what
we're
getting
at
it.
We
need
to
have
prevention
and
education.
I
I
I
noticed
in
the
report
you're
talking
about
sort
of
that
dilemma
of
having
centralization
and
also
having
managers
running
their
departments
and
having
their
own
person
in
charge.
I
think
it's
really
important
that
this
person
be
a
neutral
third
party.
We
discovered
that
with
counselors
Roe
we're
all
managers
as
as
counselors
we're
all
managers
and
we
need
training.
I
All
of
us,
so
I
think
it's
really
important
that
we
have
that
our
staff
have
someone
to
go
to.
That's,
not
us
that
if
they
have
an
issue,
they
should
be
able
to
talk
to
someone.
So
it's
it's
extremely
important,
important
in
terms
of
questions.
I
just
wanted
to
ask
about
other
municipalities
and
what
you've
seen
out
there
is
this
something
that
is
being
handled
in
in
other
municipalities
and
have
we
had
any
Lessons
Learned.
G
G
It's
consistent
with
the
city
of
Ottawa
I
think
some
of
the
differences
really
just
stem
from
organization
and
how
the
how
the
different
organizations
do
structure
just
in
order
to
allow
for
Focus
specifically
on
workplace
violence
and
harassment,
but
obviously
you
know
sub,
subject
and
and
implementing
the
similar
programs
with
some
different,
some
different
tools
that
we've
discussed
with
management.
Thank.
I
You
thank
you.
In
the
last
session,
I
I
worked
with
staff
to
organize
session.
Four
four
counselors,
but
we
haven't
had
one
this
session
is.
Is
that
something
that
can
be
done
because
I
think
that
that's
important
just
for
counselors
to
realize
what
what
is
classified
as
harassment
and
I
I?
Don't
think
anyone
should
assume
that
they
know.
E
So
chair,
I
guess
I'd
just
like
to
emphasize
that.
Obviously
our
report
can
only
cover
city
of
Ottawa
employees.
It
doesn't
extend
to
that
of
counselors
because
that's
outside
of
our
purview
I
do
agree
with
you.
I
think
it's
important
for
anybody
in
any
form
of
supervisory
managerial
role
to
have
training
both
initial
and
Refreshers.
I
C
I
Fine
but
again
I
realize
that
the
counselors
are
in
a
different
category,
but,
let's
be
honest,
that's
when
people
come
into
these
jobs
and
I
have
30
years
experience
previously
on
Parliament
Hill,
where
the
same
issues
were
and
the
same
issues
were
dealt
with
in
the
same
way.
So
I
I
think
it
is
important.
So
thank
you.
A
J
Thanks
chair
so
in
in
the
report,
it
says
that
you
know
over
over
17
all
the
employees
receive
the
survey
right
and
in
the
oh
in
the
3697
responses
that
you
that
you
got
is
there?
Did
you
see
any
patterns
in
terms
like?
Were
these
all
supervisors
managers?
Were
these
exclusively
or
almost
exclusively
people
with
regular
computer
access,
because
they're
I
think
a
lot
of
our
employees
are
your
you
know,
you're
remember
outside
employees
who
might
not
see
their
computer
or
may
not
even
have
a
computer
or
an
account.
E
Sure
I
will
start
to
answer
that
question
and
I'm
sure
my
staff
will
we'll
add
to
that.
So
our
survey
did
have
some
demographic
questions
with
regards
to
understanding
what
department
they
were
in,
what
Service
Unit
they
were
in
whether
they
were
part-time
or
full-time,
so
that
helps
a
little
bit
from
understanding
well,
what
type
of
work
they
might
be
doing
and
what
environment
they
might
be
in.
E
That
being
said,
we
specifically
chose
not
to
dive
too
far
deep
into
being
able
to
identify
specific
I
guess
smaller
groups,
and
the
reason
for
that
is
to
allow
people
to
feel
comfortable
coming
forward.
We
do
have
some
smaller
working
areas
within
the
city,
and
sometimes
that
tends
to
have
people
a
little
less
likely
to
want
to
complete
these
types
of
surveys.
So
we
did
obtain
some
and
we
did
share
some
additional
information
with
the
city
manager's
office
in
order
to
help
pinpoint
certain
areas.
E
Most
of
what
we
saw
was
generally
consistent
across
the
city
as
a
whole.
So
it
wasn't,
it
wasn't
like
one.
Department
was
completely
skewing
the
results.
Some
were
more
consistently
on
the
higher
end
of
the
Departments
that
we
have
shared
that,
but,
generally
speaking,
our
recommendations
and
our
findings
really
are
horizontal
across
the
city
as
a
whole.
G
Foreign
and
to
just
answer
the
second
part
of
your
question
in
terms
of
the
approach
to
the
survey
recognizing
that
absolutely
like
the
majority
of
employees
for
the
city,
don't
have
a
regular,
not
sitting
at
a
desk
in
front
of
a
computer.
We
tailored
our
methodology,
such
as
that
it
was
available
by
a
QR
code
on
anyone's
personal
smartphone.
G
We
advertised
the
survey,
obviously
by
email
to
all
staff,
but
also
had
departmental
representative
posting
posters
with
the
QR
codes,
all
over
City
facilities
on
TV
screens
and
City
facilities,
I'm
sending
out
multiple
reminders.
So
we
did.
We
did
do
our
best
to
get
the
word
out
and
get
it
made
it
easy
for
people
to
complete
it.
Obviously
you
know
it
I
mean
22
percent
is
a
good
percentage,
but
but
you
know
we
knew
we
were
going
to
get,
couldn't
obviously
always
get
the
highest
response
rate.
J
J
You
know
we
contract
out
a
lot
of
our
work
and
when,
when
that
happens,
do
we
do
we
also
look
at
if,
if
those
contractors
have
something
like
programs
like
a
workplace,
violence
and
harassment
prevention
strategy,
or
do
we
deliberately
ask
them
for
one
or
anything
like
that
because
they're,
you
know
they're,
not
direct
employees,
but
they
work
for
the
city.
Do
do
work
for
the
city.
G
K
Thank
you
chair
for
the
other
General.
You
mentioned
that
your
review
did
not
include
counselors
in
that,
and
your
recommendations
are
are
geared
towards
City
staff
and
I
appreciate
what
the
city
manager
said,
she's
going
to
do
on
that
front,
but
I'd
like
to
get
some
direction
from
you
as
to
how
we
make
this
apply
to
counselors,
because
we
should
not
be
excluded
from
such
an
important
Rule,
and
neither
should
we
be
putting
our
heads
in
the
sand
and
pretending
this
doesn't
happen.
K
E
Chair,
thank
you
very
much
for
your
question.
Counselor.
While
I
100
agree
with
you
with
regards
to
the
importance
of
this
even
being
directed
towards
counselors.
Unfortunately,
in
my
role,
I
cannot
make
a
comment
with
regards
to
policies
that
govern
members
of
council,
so
I
I
apologize,
it's
just
outside
of
my
purview
and
I
can't
speak
to
it.
K
Do
you
have
any
idea
who
would
be
responsible
for
that
like
who?
Should
we
be
going
to
for
those
of
us
on
Council
that
want
to
protect
our
employees
from
predators
and
and
I'm,
not
using
that
term
loosely
at
all,
because
I
I've
been
around
long
enough
to
see
some
of
this
behavior
and
and
hear
stories
of
it
as
well?
So
I
really
think
that
we
have
to
do
something
here.
So
where
do
we
go
to
get
help
with
that.
E
Chair
I
would
say,
first
and
foremost,
if
we're
speaking
about
counselor
staff.
I
do
just
want
to
clarify
that
counselor
staff
definitely
do
fall
within
the
purview
of
this
policy
and
fell
under
the
purview
of
our
or
within
scope
for
our
audits.
So
these
recommendations
do
extend
to
counselors
staff.
They
just
don't
extend
to
counselors
themselves,
and
so
I
would
I
would
direct
that
question
to
staff
with
regards
to
what
they
would
be
able
to
provide
to
assist
counselors
with
this
regard.
Okay,.
K
E
Thank
you
for
your
question.
Counselor
chair,
I'll,
start
to
answer
that
question.
I'm
sure
my
staff
can
give
some
additional
details.
So
there
is
a
process
where
individuals,
employees
can
come
forward
and
Report
anonymously.
Unfortunately,
the
fraud
and
waste
hotline
is
not
an
aspect.
Obviously,
the
Mandate
of
the
fraud
and
waste
hotline
is
not
to
take
those
items
in
what
I
can
State.
G
Thank
you,
no
I,
I
guess
I
would
just
add.
I
will
just
reiterate
what
the
auditor
general
said
there
isn't
like.
Hr
does
have
a
process
and
a
mechanism
for
reporting
and
honestly
any
concerns
about
workplace
violence
and
harassment,
and
obviously
it
would
turn
to
management
when
it's
their
questions
to
to
go
over
the
process.
But
there
definitely
is
a
mechanism
and
a
process
for
it.
K
A
L
L
When
I
was
reading
the
report,
because
it
was
so
heavily
focused
on
training
for
supervisors
and
managers,
I
I
think
that
that
should
be
something
could
that
be
considered
as
part
of
a
recommendation
in
the
overall
training
for
staff.
Because
often
what
happens?
Is
employees
tend
to
have
discussions
with
colleagues
and
not
their
not
necessarily
their
managers
and
learning
to
recognize
that
is
really
really
important
and
I
know.
E
Sure,
thank
you
very
much
for
your
question.
I'll
start
off
and
I
know.
My
team
definitely
has
a
lot
to
add
to
that.
100
I
agree
with
you,
and
so
we
actually
have
multiple
recommendations
when
it
comes
to
training,
there's
the
supervisor
manager
role,
so
understanding
your
roles
and
responsibilities.
E
For
that
perspective,
there's
the
employees
with
regards
to
understanding
generally
what
violence
and
harassment
looks
like
and
then
again
more
situationally
for
their
environment,
because
it's
very
different,
if
you
are
a
lifeguard
at
a
pool
versus
if
you
are
a
manager,
is
sitting
at
an
office
desk.
What
violence
and
harassment
might
look
like
could
be
very,
very
different
and
you
raise
a
very
good
point.
That
being
said,
obviously
we
emphasize
in
our
report
that
every
employee
has
a
responsibility
if
you
witness
these
things,
but
it's
helping
to
understand
what
these
pieces
are.
H
Thank
you
Natalie,
and
thank
you
for
the
question.
I
do
agree
that
this
question
is
better
suited
for
management,
but
just
to
give
you
some
context.
The
workplace,
safety
and
Compliance
Unit
does
actually
have
a
process
and
mechanisms
for
domestic
violence
because,
especially
with
covid
the
work
the
the
the
workplace
extended
to
the
household,
and
so
you
know
with
people
working
from
home
that
would
fall
under
the
city's
responsibility
to
support
employees
if
they're
undergoing
instances
of
domestic
violence.
A
All
right,
thank
you.
So
that
looks
to
be
the
end
of
questions
for
the
auditor
general
unless
anyone
was
confused,
but
now
we
can
go
to
questions
for
staff
and
councilor.
Hughley
has
one
I
think
ahead
of
you:
counselor
Carr
so
shall
I
go
to
counselor
Hubley
first
and
anyone
else
start
putting
your
hands
up.
Thank
you.
M
In
addition,
and
we
will,
in
the
office
of
the
city
clerk,
be
working
with
management
to
ensure
that
as
prevention
strategies
are
developed,
as
training
is
developed,
that
those
are
also
offered
to
counselors
assistance
and
that
the
relevant
manager
and
supervisor
training
is
also
offered
to
members
of
council,
as
it
relates
to
the
ability
to
impose
requirements
on
Council.
That
is
something
that
Council
can
do.
M
We
have
been
directed
by
the
previous
Council
to
include
a
review
of
counselors
office
matters,
every
governance
review
at
the
beginning
of
the
term
and
at
midterm.
So
if,
as
a
result
of
these
discussions
or
subsequent
discussions,
there
was
a
desire
for
Council
to
impose
additional
mandatory
requirements
upon
members
of
council
that
could
be
done
through
the
midterm
governance
review
process.
K
M
Madam
chair,
if
I
recall,
there
was
a
motion
towards
the
end
of
the
last
term
of
council
that
spoke
to
personal
relationships
of
members
and
staff.
My
understanding
is
the
Integrity
commissioner
had
reviewed
that
on
a
preliminary
basis
and
was
intending
to
do
further
review
of
this
issue
in
advance
of
the
midterm
governance
review.
K
My
last
question
on
that
area
would
be:
has
anything
been
done
to
look
at
similar
to
a
I'm
going
to
use
the
AGS
problem
waste
hotline
as
an
example?
I
I
really
like
the
idea
of
anonymous
independent
reporting,
instead
of
you
know,
for
our
staff,
for
example,
instead
of
having
them
go
to
somebody
in
HR
that
reports
to
a
manager
that
the
you
know
their
their
counselor
may
have
a
close
relationship
with?
N
Thank
you
chair.
So
yes,
as
part
of
part
of
our
review
and
our
governance
that
we're
going
to
commit
it
to
going
forward,
we
will
look
at
that,
but
I
do
want
to
reassure
you
that
this
is
a
strictly
100
confidential,
Forum
process
that
we
do
follow.
So
all
staff
are
encouraged
to
come
forward
even
in
the
current
process
and
procedures,
it
is
100
confidential.
K
Okay,
thank
you.
I,
look
forward
to
hearing
back
from
you
Mr
along
that,
because
I
think
it's
very
important
that
you
know.
Let's
face
it,
stops
I've
been
around
city
hall
for
a
while
know
what
the
reality
is
there
and
and
I
think
we
have
to
make
it
a
better,
safer
reality
for
them.
I
I
will
say.
One
last
comment
is
I
appreciate
that
the
IC
is
looking
into
this
and
now
talking
about
coming
back
at
midterm
governance.
K
To
talk
about
that,
but
I
would
have
hoped
there'd
be
more
a
sense
of
urgency
to
that.
I
really
thought
that
that
would
get
looked
after
in
the
first
quarter
or
second
quarter
of
the
tournament
Council,
so
I'm
kind
of
disappointed
that
it's
really
going
to
be
year.
Three
before
we
hear
back
from
the
IC
on
such
an
important
issue
to
protect
our
staff
and
and.
L
L
L
I
actually
find
the
rate
quite
low
and
I
was
wondering
about
the
mechanisms
that
exist
within
the
city
through
management.
What
those
are
in
order
to
ensure
that
employees
fill
out.
Surveys
such
as
this
like
is
there
a
manager's
forum?
Is
there
reminders
to
management
to
have
their
employees
fill
out
the
survey
you
know?
Managers
are
typically
responsible
for
HR
and
financial
management,
so
is
there
some
sort
of
responsibility
that
they
have
in
in
order
to
try
to
get
the
response
rates
up
on
important
topics
such
as
these?
C
City
manager,
yeah
thanks
very
much
in
this
particular
instance.
We
supported
the
auditor
General's
office,
but
we
did
not
directly
involve
ourselves
in
this
survey
because
of
the
work
that
was
being
done
through
the
auditor
general.
But
what
I
can
tell
you
in
terms
of
surveys
that
the
city
does
initiate?
C
We've
just
done
one
actually
in
terms
of
our
employee
survey,
and
we
encourage
our
staff
to
participate
in
that
we
actually
had
a
high
participation
rate
this
time,
I
believe
it
was
39
percent
and
what
we
do
do
is
you
know:
messaging
goes
throughout
the
organization,
basically
top
to
bottom
and
then
up
again
we
use
every
mechanism
available
to
us
in
terms
of
communicating
that
the
survey
is
out
there.
We
want
them
to
participate.
C
We
want
to
hear
from
them
whether
it's
through
email,
Communications,
Direct
Communications
from
myself
to
the
entire
organization-
and
you
know
I'm,
going
to
say
some
simple
and
fun
things
in
terms
of
engaging
their
supervisor
booking
time,
so
they
can
actually
complete
the
surveys.
We're
really
encouraging
staff
to
complete
surveys,
because
we
want
to
hear
from
them.
We
want
to
hear
what's
important.
We
want
to
hear
how
they're
feeling-
and
we
want
to
know
what
our
priorities
are,
as
leaders
in
the
organization
to
be
able
to
support
them.
L
My
second
question
has
to
do
with
the
question
that
I
originally
addressed
to
the
office
of
the
auditor
general,
and
it
is
when
you're
designing
when
you're
implementing
all
of
the
recommendations
that
are
being
made.
If
you
could
speak
to
how
you're,
including
the
domestic
violence,
piece
in
training,
materials,
awareness
or
any
of
the
other
recommendations.
L
N
Thank
you
chair,
so
our
policy
does
capture
domestic
violence,
captures
all
components
of
workplace
violence
and
harassment.
All
of
our
employees,
managers,
senior
leaders,
staff
receive
training
in
which
domestic
violence
is
a
component
of
that
training.
We
also
have
specific
sources
available
to
the
organization
to
support
any
staff
on
domestic
violence,
related
issues
or
concerns,
and
we're
also
here
as
well
to
provide
support
to
the
organization
from
a
support
perspective
in
terms
of
catering,
different
components
of
the
training
procedures.
N
J
Thank
you
chair
a
rehash
of
that
question
to
the
auditor
general
like
do
we
so
in
terms
of
the
work
that
we
contract
out?
What
is
our
reach
in
terms
of
things
like
this,
and
do
we
look
for
things?
Do
we
look
for
like
their
own
policies?
Do
we
look
to
sort
of
I,
don't
know
semi-impose
our
policies
on
them?
If
you
know
in
the
procurement
phase
for
for
contractors,.
N
Oh,
no
man,
I'm
sure,
I'll
start
the
start
of
the
answering
and
will
my
procurement
Chief
current
officer
can
add
it
to
me,
but
all
contractors,
any
individual
working
with
the
city
are
required
to
adhere
to
our
policies.
So
we
we
impose
that
strictly,
but
I
can
ask
Will
to
kind
of
top
me
up
from
a
procedural
procurement
perspective.
B
Yeah
Mr
chair
all
contractors
are
subject
to
the
occupational
health
and
safety
act
and
our
policies,
as
Mr
Rogers,
pointed
out
as
terms
of
their
contracts.
In
addition,
their
interactions
with
City
staff,
if
we
were
to
become
aware
of
an
interaction
that
we
deemed
improper,
that
would
be
considered
a
supplier
performance
issue,
and
we
would
address
that
under
our
performance
provisions.
D
Thank
you
very
much.
I
appreciate
auditor
general.
The
report
and
I
appreciate
management,
the
the
agreement
with
the
recommendations
there
really.
My
comment
is
one
of
the
importance
of
this.
This
topic
and
my
perspective
on
what
I
would
call
checkbox
training
and
what
I
want
to
make
sure
is
that,
from
you
know,
a
city
perspective.
We
don't
go
into
this
with
the
perception
that
okay,
it's
coming
up
to
Christmas
time,
we've
got
18
different
things.
We
need
to
do
this.
D
Checkbox
training
of
you
know
two
hours
online
check
in
the
box
done
and
then
we
forget
about
it
for
364
days
a
year.
You
know
important
things
like
this.
It's
cultural
and
it
needs
to
be
ingrained
in
the
fabric
of
the
culture
of
our
organization,
and
my
recommendation
is
that
this
be
this,
be
looked
at
from
the
perspective
of
the
vision
statement
or
the
mission
statement
of
the
city
itself,
so
that
it's
inculcated
in
in
the
importance
of
what
we,
what
we
do
internally,
but
what
we,
what
we
express
externally.
D
N
Madam
chair
I
would
just
thank
you
for
that
comment.
You
have
my
Assurance
I
think
you've
earned
our
city
manager
to
talk
to
this.
My
colleagues
in
on
the
floor
in
terms
of
the
leadership
team
I,
think
you
have
our
commitment
that
this
is
not
a
check
to
box
exercise
by
no
means
are
any
stretch
of
imagination
and
for
me,
Success
is
Not.
N
Zero
percent
success
is
this
is
part
of
our
living
culture
as
individuals
and
all
staff
members
that
when
we
come
to
work
that
that
all
these
components
of
policy
and
procedures
and
and
workplace
harassment
is
adhered
to
on
a
daily
basis.
So
by
no
means
will
this
be
check
the
box
from
an
audit
perspective
or
any
perspective
from
myself
from
the
city's
senior
leadership,
team
and
support
of
the
organization.
A
I
N
Through
the
chair
again,
you
have
our
reassurance.
My
reassurance
Wendy's
reassurances
the
leadership
team.
This
is
a
component
of
of
the
full
gamut
of
workplace
harassment.
We
work
closely
with
Clara's
team
in
terms
of
the
anti-racism
strategy
and
equity
and
diversity.
So
all
components
are
part
of
this
process
and
there's
no
one
component,
that's
more
important
than
the
other
they're
all
important
or
all
a
priority.
So
this
is
the
focus
for
us.
Yes,
I.
A
Thank
you
councilor
Kavanaugh,
so
we
have
a
recommendation
to
carries,
though,
that
the
audit
committee
received
the
audit
report
and
recommend
that
Council
consider
and
approve
the
recommendations.
Is
this
item
carried?
Thank
you
all
right.
So
now
we
move
on
to
item
4.3,
but
this
item
we
will
need
to
move
a
motion
to
add
this
to
the
agenda
for
today's
meeting
Vice
chair
Brown.
Can
you
please
read
the
motion.
F
Thank
you
chair.
Where
is
the
report
along
with
the
supporting
documentation?
Titled
Office
of
the
auditor
general
investigation
of
the
manatic
business
Improvement
area
expenses
was
not
listed
on
the
audit
committee
agenda,
therefore,
be
it
resolved
that
the
audit
committee
approved
the
addition
of
this
report
for
consideration
by
the
committee
at
today's
meeting,
pursuant
to
section
89,
paragraph
3
of
the
procedure
bylaw.
E
E
This
investigation
was
conducted
was
conducted
as
a
result
of
a
report
received
through
the
city's
fraud
and
waste
hotline.
The
oag
received
allegations
in
relation
to
potential
inappropriate
expenses
incurred
by
the
manatech
business
Improvement
area.
A
separate
report
has
been
issued
and
presented
to
the
manatic
Bia
board.
The
board
responses
were
approved
at
the
their
September
board
meeting.
That
report
is
being
brought
to
the
auto
committee
today
for
information
purposes.
E
Only
as
part
of
this
investigation,
we
identified
opportunities
where
the
city
can
play
a
greater
role
in
supporting
bias
and
enabling
strengthened
expenditure,
management
and
governance.
This
is
a
report
that
is
being
tabled
today
without
a
committee
and
for
which
our
presentation
will
be
the
subject
of
to
give
members
a
little
bit
of
background.
The
municipal
act
governs
all
19
bias
that
we
have
here
in
the
city
of
Ottawa.
E
The
Mandate
for
bias
is
to
oversee
the
Improvement
beautification
and
maintenance
of
municipally
owned
buildings,
lands
and
structure
that
go
beyond
what
is
currently
covered
by
the
expense
of
the
municipality
and
that's
done
to
promote
the
area
as
a
business
or
shopping
district
to
attract
residents
and
visitors.
Hpia
is
governed
by
a
board
of
management.
The
board
of
management
is
independent
and
responsible
for
managing
the
Affairs
of
the
Bia.
E
We
expected
that
the
city
would
have
provided
more
fulsome
guidance
to
assist
bias
in
implementing
the
mandatory
requirements.
For
example,
guidance
could
have
been
provided
onto
what
should
be
included
in
an
effective
expenditure
management
policy
to
ensure
prudent
use
of
funds
for
the
manitig
Bia.
Specifically,
we
noted
that
their
policy
document
that
they
submitted
met
the
minimum
requirements
that
were
outlined
within
the
bylaw
or
bias.
However,
it
lacked
fundamental
elements
of
what
we
would
consider
to
be
sound
procurement
expenditure
management
policy.
E
As
a
result
of
this,
we
also
decided
to
sample
a
few
additional
policies
from
other
bias
and
we
noticed
similar
types
of
issues.
So
it's
important
to
note
that
for
all
bias
to
have
comprehensive
expenditure
management
policies
in
place
in
order
to
guide
Financial
practices
in
supporting
their
ability
to
achieve
their
mandate.
So,
given
the
city's
expertise
with
developing
Financial
policies,
the
city
is
a
useful
resource
for
enabling
bias
to
develop
and
Implement
their
procurement
and
expense
management
policies.
E
The
second
finding
is
related
to
formal
onboarding
and
training
for
Bia
staff,
as
well
as
board
members
to
effectively
fulfill
their
roles
and
responsibilities.
Bia
staff,
as
well
as
board
members,
are
expected
to
understand.
Obviously
the
Bia
itself,
the
organization,
the
relevant
bylaws
policies,
key
processes,
as
well
as
be
familiar
with
expenditure
management
principles,
I'm
sure,
you're.
E
Formal
training
is
an
opportunity
to
provide
standardized
messaging
on
principles
of
governance,
expenditure,
management
roles
and
responsibilities,
as
well
as
key
City
processes
that
are
relevant
to
the
management
of
a
Bia.
As
a
result
of
this
investigation,
we
made
three
recommendations
to
City
staff
and
they
were
all
agreed
to
push
ends
committee.
E
F
Thank
you,
madam
chair
and
I,
just
want
to
thank
the
office
of
the
auditor
general
for
undertaking
this
investigation.
I
know
I've
spoken
with
the
board
of
managers
at
the
manateec
business
Improvement
area,
they're,
fully
committed
to
upgrading
their
policies
and
procedures
and
I
know
they
are
very
thankful
for
your
involvement
as
well.
Thank
you
very
much
chair.
Thank.
J
E
Thank
you
chairs,
and
thank
you
very
much
for
the
question
counselor.
So
obviously,
first
and
foremost,
we
were
reviewing
the
manatix
bia's
policies
that
obviously
raised
some
concerns
and
we
were
wondering
whether
or
not
this
could
be
more
of
a
pervasive
issue.
So
we
sampled
again
just
a
small
number.
Some
had
more
I
guess
more
meat
within
their
policies,
but
others
did
not,
and
so
we
realized
that
you
know
just
providing
recommendations
to
the
manateec.
Bia
may
not
necessarily
help
the
issue
that
could
be
a
larger
one
at
hand.
A
A
C
L
A
For
the
benefit
of
those
joining
us
online,
the
audit
Committee
just
met
in
camera.
In
order
to
discuss
the
office
of
the
auditor
general
oag
preliminary
report
on
cyber
security,
these
matters
will
not
be
reported
out
as
they
relate
to
subsection,
13
1A,
the
security
of
the
property
of
the
city.
During
the
in-camera
session,
no
votes
were
taken
other
than
procedural
motions
and
or
directions
to
staff
all
right
committee
members.
The
report
recommendation
is
that
the
audit
committee
received
the
preliminary
report
on
cyber
security
and
recommend
that
Council
consider
and
approve
the
recommendations.